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City Manager's Office FY2016 Budget Presentation
City of Dubuque Public Hearings # 3. ITEM TITLE: SUMMARY: SUGGESTED DISPOSITION: Copyright 2014 City Manager's Office Fiscal Year 2016 Budget Presentation Includes: City Manager's Office, Budget Office, Personnel, and the Public Information Office ATTACHMENTS: Description ❑ City Manager's Office FY 2016 Recommended Budget ❑ Budget Office FY 2016 Recommended Budget ❑ Personnel FY 2016 Recommended Budget ❑ Public Information Office FY 2016 Recommended Budget Type Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation City Manager -51- -52- CITY MANAGER'S OFFICE Budget Highlights Employee Expense Supplies and Services Machinery and Equipment Total Resources Administrative OH Recharges Misc. Reimbursements Cable TV Charges CDBG Charges Total Property Tax Support Percent Increase (Decrease) Personnel - Authorized FTE FY 2013/14 FY 2014/15 Actual Adopted 1,058,108 350,459 2,139 1,134,305 299,168 4,697 1,410,706 1,438,170 606,759 69,429 13,760 62,600 752,548 559,269 22,000 78,239 659,508 FY 2014/15 Amended 1,115,014 322,912 4,697 1,442,623 559,269 22,000 66,841 648,110 FY 2015/16 Recomm'd 1,011,424 301,001 450 1,312,875 368,232 15,000 98,303 481,535 % Change from Adopted FY 2014/15 - 10.8% 0.6% - 90.4% -8.7% - 34.2% - 31.8% 0.0% 25.6% - 27.0% 658,158 778,662 794,513 831,340 52,678 6.77% 9.35 9.35 9.35 9.35 Improvement Package Summary City Manager's Office 1 of 1 This decision package would provide funding for grant writing consulting. The work performed would include development of a community -wide resource map that would identify top community projects and match those priorities with available federal, state and philanthropic resources, and create a strategy, timeline and action for pursuing that funding; draft briefing materials for priority projects that would be used to build support; help organize stakeholder support for priority projects; pursue matching resources; assist in building support for projects with federal and state administration officials; and organize monthly calls on projects to further the strategy and manage key tasks. Related Cost: $24,000 - Tax Funds - Non -Recurring Related Revenue: $ 1,278 - Sanitary Sewer User Fees - Non -Recurring Related Revenue: $ 892 - Stormwater User Fees - Non -Recurring Related Revenue: $ 460 - Parking User Fees - Non -Recurring Related Revenue: $ 0 - Water User Fees - Non -Recurring Related Revenue: $ 3,466 - Refuse User Fees - Non -Recurring Related Revenue: $ 1,424 - Landfill User Fees - Non -Recurring Net Cost: $16,480 Property Tax Impact: +$.0073/+.07% Activity: City Manager's Office -53- Recommend - No Sustainable Community Coordinator 1 of 2 This decision package would provide funding for the City to join International City/County Management Association (ICMA) and Statistical Analysis System's performance measurement and analytics program. This package is related to the Augmented Data Support Services capital improvement project submitted by Geographic Information Services and the Socrata Data Mining capital improvement project submitted by Information Services. Those two requests would allow the City to align and optimize its existing data sources and complete data mapping and publishing to become a more transparent, efficient organization focused on key performance indicators (KPIs). This packaged request will allow the City to continue our transition towards a more Smarter Sustainable Dubuque in which data is used more effectively in daily decision-making process. By joining this program, the City will receive assistance in analyzing and applying data to more fully understand historical trend lines and assess progress towards goals and objectives. Participating in ICMA's program will also allow the City to benchmark against communities across the country with similar characteristics and sustainability goals. Related Cost: $10,000 — Tax Funds — Recurring Related Revenue: $ 533 — Sanitary Sewer User Fees —Recurring Related Revenue: $ 372 — Stormwater User Fees — Recurring Related Revenue: $ 192 — Parking User Fees — Recurring Related Revenue: $ 0 — Water User Fees — Recurring Related Revenue: $ 1,444 — Refuse User Fees — Recurring Related Revenue: $ 593 — Landfill User Fees — Recurring Net Cost: $ 6,866 Property Tax Impact: +$.0030/+.03% Activity: Sustainable Community Coordinator Recommend - No 2 of 2 This decision package would provide funding continue the GreenCorps weatherization partnership with the University of Northern Iowa and the State of Iowa. Five GreenCorps young adults have worked in our community each year for the past three years with a focus on energy efficiency and weatherization. The team has targeted the Washington and North End neighborhoods as well as rentals, low-income and elderly residents. The team also works with local partners, such as the Green & Healthy Homes Initiative and Green Vision Schools program, to provide staffing support for community educational events. The improvement package would provide the local match required for five members to serve a 10 month term in Dubuque, funding their stipend and health insurance, travel and training costs, and the purchase of weatherization materials. In their 2012-13 term, the team completed 78 BPI -certified audits and 40 weatherizations, resulting in an average 19% reduction in airflow in homes and at least $200,000 in energy savings for the homeowners and renters served. Additionally, they generated 2,900 hours of community services and completed 200 hours of public education related to sustainability, primarily in the areas of energy efficiency and resource management. Any additional funding for the locally -provided support would need to come from Operation New View or fundraising efforts. Related Cost: $ 5,000 — Tax Funds — Recurring Related Revenue: $ 266 — Sanitary Sewer User Fees — Recurring Related Revenue: $ 186 — Stormwater User Fees — Recurring Related Revenue: $ 96 — Parking User Fees — Recurring Related Revenue: $ 0 — Water User Fees — Recurring Related Revenue: $ 722 — Refuse User Fees — Recurring -54- Recommend - Yes Related Revenue: $ 297 — Landfill User Fees — Recurring Net Cost: $ 3,433 Property Tax Impact: +$.0015/+.01% Activity: Sustainable Community Coordinator Significant Line Items at Maintenance Level (Without Recommended Improvement Packages) Employee Expense 1. The City wage plan for non -bargaining unit employees will not increase and bargaining unit employees will receive a 2.25% wage increase in FY 2016. 2. Two positions in the City Manager's Office will remain vacant in FY 2016 with a savings of $79,030. These positions include a part-time management intern ($23,530) and a full-time secretary ($55,500). 3. The Iowa Public Employee Retirement System (IPERS) City contribution remains at 8.93% and the employee contribution remains at 6.18% in FY 2016. 4. The City portion of health insurance expense decreased from $1,190 in FY 2015 to $1,040 in FY 2016 per month per contract, resulting is a savings of $12,600. 5. Overtime expense in FY 2016 remains at $4,400. Supplies & Services 6. Copying and Reproduction increased from $12,484 in FY 2015 to $25,000 in FY 2016 based on projected FY 2015 actual of $24,906. There has been a significant increase in printing color handouts and brochures. 7. Dues and Memberships increased from $14,630 in FY 2015 to $17,387 in FY 2016 based on projected cost. Dues and Memberships in FY 2016 include the following: National League of Cities $4,500 Iowa Metropolitan Coalition $4,035 International Council for Local Environmental Initiatives $1,200 International City/County Management Association $2,603 Funders Network $1,000 Climate Communities $ 750 Urban Sustainability Directors Network $ 850 Iowa City/County Management Association $ 600 U.S. Green Building Council $ 500 National Academy of Public Administrators $ 500 Dubuque Area Chamber of Commerce $ 479 National Civic League $ 100 American Society for Public Administrators $ 100 Women's Leadership Network $ 75 American Advertising Federation $ 50 Young Professionals $ 45 -55- 8. Software License increased from $0 in FY 2015 to $800 in FY 2016 for the Sustainable Dubuque website maintenance cost. Machinery & Equipment 9. Equipment replacement items at the maintenance level include ($450): Sustainable Community Coordinator (1) Desk Chair $ 450 Revenue 10. While the Enterprise Funds have contributed to administrative overhead, the majority has been paid by the General Fund. This is not reasonable and unduly impacts property taxes causing a subsidy to the Enterprise Funds. Beginning in FY 2013, additional overhead recharges to the utility funds is being phased in over several years. Engineering administrative and project management expenses that are not recharged to capital projects will be split evenly between the Water, Sewer, Stormwater and General Funds. Finance accounting expenses and all other administrative departments such as Economic Development, Planning, Workforce Development, City Clerk, Legal Services and City Manager's Office will be split evenly between Water, Sewer, Stormwater, Refuse Collection and General Funds, with overhead costs being shared by the Landfill and Parking. This will be fully implemented over time. When the overhead recharges are fully implemented, the Enterprise Funds will split the cost of administrative overhead excluding engineering as follows: Water 16.67% Sewer 16.67% Stormwater 16.67% Refuse 16.67% Parking 8.33% Landfill 8.33% Engineering Administration and Engineering Project Management will be split evenly between General Fund (25%), Water (25%), Sewer (25%) and Stormwater (25%). In Fiscal Year 2016 it was necessary to reduce both the Water and Sewer administrative overhead recharges until all obligations can be met. The administrative overhead recharges for Water will not be fully reinstated until Fiscal Year 2023 and the Sewer administrative overhead recharges will be fully reinstated in Fiscal Year 2017. Revenue received from Enterprise Funds for administrative overhead charges has increased from $559,269 in FY 2015 to $368,232 in FY 2016. -56- CITY OF DUBUQUE ORGANIZATIONAL CHART City Attorney Library Citizens City Council City Clerk Assistant City Manager (2) Personnel Manager Sustainable Conununity Coordinator Budget Director City Manager Airport Public Information Officer I Cable TV • Communication Specialist • i Geographic Information Systems • Neighborhood Development Specialist Building Services Department Economic Development Department Parking Division Transit Division Arts Coordinator Emergency Communications Department Finance Department Fire Department Ambulance Services Emergency Management -s c -s c f Health Housing & Human Information Services Conununity Rights Services Department Development Department Department Training & Workforce Development Human & Community Relations Leisure Services Department J Civic Center Recreation Park r Grand River Center Multicultural Family Center • r � Public Works Department Planning Services Department Police Department -57- Engineering Department Water Department Water & Resource Recovery Center 1 CITY MANAGER'S OFFICE The City Manager's Office plans, organizes and manages all activities of the City organization so as to provide leadership so that all City Council priorities, policies, and programs are successfully implemented and effectively managed. This includes the City Council Policy Agenda and Management Agenda to assure quality public services are responsive to the citizens and that we operate as a High Performing Organization. City Manager's Office Management/ Administrative/ Legislative Sustainability Neighborhood Development Expenditures and Resources by Department and Category Budget Highlights FY 2013/14 Actual FY 2014/15 FY 2014/15 Adopted Amended FY 2015/16 Recomm'd % Change from Adopted FY 2014/15 Employee Expense 1,058,108 Supplies and Services 350,459 Machinery and Equipment 2,139 Total 1,410,706 1,134, 305 299,168 4,697 1,115,014 322,912 4,697 1,438,170 1,442,623 Resources Administrative OH Recharges 606,759 559,269 Misc. Reimbursements 69,429 22,000 Cable TV Charges 13,760 - CDBG Charges 62,600 78,239 Total 752,548 659,508 Property Tax Support Percent Increase (Decrease) 658,158 778,662 Personnel - Authorized FTE 9.35 -58- 559, 269 22,000 66,841 648,110 794,513 9.35 9.35 1,011,424 301,001 450 1,312, 875 368,232 15,000 98,303 481,535 831,340 9.35 -10.8% 0.6% -90.4% -8.7% -34.2% -31.8% 0.0% 25.6% -27.0% 52,678 6.77% CITY MANAGER'S OFFICE SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES PLANNING PEOPLE • Establish a culture of quality customer service and deliver services that exceed citizen expectations. • Invest in staff development to improve leadership capacity and increase leadership effectiveness • Attract, engage and retain a high quality, creative and diverse workforce • Promote and invest in employee health and safety This area includes the management guiding principles of being Input -oriented and Problem Solvers Work with all City Departments and Divisions to perform the duties and responsibilities specified in the City Charter to ensure economic prosperity, environmental/ecological integrity and social/cultural vibrancy exist throughout the community and are incorporated into daily activities. This area includes the management guiding principles of Plan Your Work and Work Your Plan and Act with a Sense of Urgency. PARTNERSHIPS • Develop and foster over 50 Local, State, Regional, Federal and National partnerships to implement the City Council's community vision. • Increase citizen engagement in local governance processes • Develop team -processes that lead to innovative solutions for community challenges and opportunities This area includes the management guiding ptincipie of Develop Partnerships. -59- CITY MANAGER'S OFFICE Detail by Activity Activity: Management/Administrative/Legislative Overview The City Manager is employed by the City Council to serve as the chief administrative officer of the City. In that capacity the City Manager is responsible by virtue of the Code of Iowa for all personnel functions, enforcements of all laws, advising the City Council, delivery of City services, supervision of all construction contracts and development agreements, financial management and conducting the general business affairs of the City. Management promotes the City's interests in legislative affairs, grant opportunities and active engagement in city activities for employees and the citizens of Dubuque. The City Manager's Office works with over 50 Local, State, Regional, Federal and National partners to implement the City Council's community vision, policy agenda and management agenda and to serve as an active participant in various economic and community development initiatives. These efforts are organized around team building efforts that improve the productivity, efficiency and transparency of city operations as well as partner organizations. This is done by building trust, encouraging team work, removing organizational and interpersonal barriers, which block effective accomplishment of objectives, improving internal communications and building management and interpersonal skills and capability. Funding Summary FY 2013/14 Actual FY 2014/15 Adopted FY 2015/16 Recommended Expenditures $1,068,631 $1,072,530 $1,019,105 Resources $345,855 $560,418 $366,665 Position Summary FY 2014/15 FTE's City Manager 1.00 Assistant City Manager 2.00 Office Manager 1.00 Secretary 2.75 Management Intern 0.60 Total FTE's 7.35 -60- CITY MANAGER'S OFFICE Supporting City and Community Goals Planned and Managed Growth • Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses. • Continue support for economic and community growth through the annexation study and industrial park development. Annexed areas consistent with the annexation policy, including City services to annexed area. • Continue efforts to implement strategic plans including the Historic Millwork District Master Plan, the Downtown Master Plan, the Bee Branch Flood Mitigation project and the Washington Neighborhood Reinvestment Strategy. Partnering for a Better Dubuque • The White House selected Dubuque as one of 16th Climate Action Champions, communities defining climate action approaches that can serve as a model for other communities. • The Intelligent Community Forum named Dubuque as one of the world's Smart2l Communities of 2015. • Participate as a member of the Iowa Metro Coalition to address State regulations and other legislation impacting large cities. • Join with the Dubuque Area Chamber of Commerce to host annual Capitol visits in Washington, DC and a congressional staff visit in Dubuque to advance City appropriations and policy priorities. Improved Connectivity — Transportation and Telecommunications ■ Continue to partner with the IDOT to implement design, acquisition and construction components of the SW Arterial. The Southwest Arterial project will connect two growing sections of the community together and will support future anticipated expansion growth to the southwest of the City toward the Dubuque Regional Airport. -61- CITY MANAGER'S OFFICE Improved Connectivity — Transportation and Telecommunications (continued) • Negotiated contract with IBM and ECIA for phase II of the Smarter Travel pilot. The data collected will be used to implement practices and policies that incorporate lower-cost and lower -impact travel options within Dubuque. • Received next phase of funding for the new airport terminal bringing completion in 2016 • SmartAsset.com named Dubuque as one of the 10 best American cities to work in technology. Economic Prosperity • Actively seek partnerships to promote economic and community development initiatives • Support and participate in Inclusive Dubuque to create a vibrant and welcoming community that attracts and retains global talent. • The EPA named Dubuque a recipient of its 2013 National Award for Smart Growth Achievement for the revitalization efforts of the Historic Millwork District and the Washington Neighborhood. • Dubuque recognized by Forbes as one of the Top 10 Best Small Place for Business and Careers. • Dubuque named in Top 60 in the nation for Upward Mobility by the Equality Opportunity Project published by Harvard University and The University of California — Berkeley. JOHN G. BERGFELO RECREATION AREA Social/Cultural Vibrancy • Participation in Inclusive Dubuque initiative with nearly 30 area partners helping to make Dubuque a more welcoming place for all cultures and to advance equity and inclusion to meet the economic and cultural needs of a diverse community. • Dubuque was named a 2013 All -America City by the National Civic League, for the third time in six years. The award recognizes civic engagement to address challenges. • USA Today name Dubuque as #4 on its list of Best American Riverfronts. -62- CITY MANAGER'S OFFICE Environmental Integrity • The U.S. Environmental Protection Agency (EPA) accepted the City/DMATS participation into the PM Advance program, a voluntary effort to maintain attainment status for PM 2.5. The submission of the "Path Forward" and engagement of the EPA in Advance PM activities will assure that Dubuque continues its proactive air quality efforts. Such proactive efforts should also help avoid unintended or undesired consequences for the area business community. • Smarter Sustainable Dubuque was named as one of the Top 25 programs in this year's Innovation in American Government Award competition by the Harvard Kennedy School Ash Center for Democratic Governance and Innovation. • Dubuque was name as a Crown Community by American City & County magazine for the Water Resource & Recovery Center. This project resulted in the reduction of our municipal carbon footprint by and includes the creation of renewal energy to heat and power the Center's buildings. Financially Responsible City Government and High Performance Organization • The city received the GFOA Award every year since 2007. This award recognizes cities for high performance in nationally accredited, sound budget practices • Retained an Aa2 Moody's bond rating despite significant revisions to that national rating system criteria and review process. Dubuque has one of the strongest bond ratings of the ten largest cities in Iowa. • The city received the Certificate of Achievement for Excellence in financial reporting for the 25th consecutive year. • Received $98.5 million State of Iowa Flood Disaster Grant to support the Bee Branch Watershed project. • Received $1.9 million Parks to People initiative for the first pilot project in Iowa -63- CITY MANAGER'S OFFICE Performance Measures Management - Activity Statement Provides oversight and coordination of daily operations to translate City Council goals and priorities into active programs in the most cost effective manner possible. Goals ■ Government is ethical, transparent and responsive to its citizens. Maintain a fiscally sound government with a healthy, diversified local economy to keep the cost of City services down and provide programs that meet public needs and create value for the citizens. • Maintain existing intergovernmental relationships, nurture new partnerships and provide information and assistance to City departments, businesses and nonprofits to catalyze partnerships that result in new resources and improved efficiencies in the delivery of services. • Engage citizens in participating in the implementation of the city's vision, mission and priorities which promote and enhance our pride, cultural values and leverage resources to create a more inclusive community. • Promote Dubuque as a desirable place for residents and potential residents to live, work and play. All residents have the opportunity to participate in the community and economy and are well sheltered, safe, healthy, and educated. Objective: Maintain a competitive tax rate that minimizes the tax burden of citizens Dubuque has the second LOWEST taxes per capita in the state. The highest ranked city (VVest Des Moines) is 111 % higher than Dubuque's taxes per capita, and the average is 54% higher than Dubuque. Did you know? The tax rate in 1987 was $1458 per thousand compared to today's rate of $11.02 per thousand. The FY1987 rate was 32% higher than the FY2015 rate. Rank City Taxes Per Capita Tax Rate 10 West Des Moines $874 $12.60 fy15 9 Iowa City $769 $17.27 fy15 8 Cedar Rapids $693 $15.22 fy15 7 Council Bluffs $683 $17.85 fy15 6 Davenport $676 $16.78 fy15 5 Waterloo $624 $18.21 fy15 4 Des Moines $568 $17.51 fy15 3 Sioux City $454 $16.51 fy15 2 Ames $423 $10.72 fy15 1 Dubuque $415 $11.02 AVERAGE w/o Dubuque $640 $15.85 Nearly 60% of your city property tax is spent on public safety, public works and infrastructure. -64- CITY MANAGER'S OFFICE Objective: Provide the resources, tools and partnerships to insure the successful implementation of the City Council Goals & Priorities To minimize financial risk, provide fiscal diversity and hold in check the property tax burden, the City aggressively pursues federal, state and private funding to assist in the implementation of the annual Policy Agenda. In the past three years, the City has received over $133 million in federal and state grants to help fund projects and City staff continues to pursue funding and partnership opportunities to help keep taxes and fees down. In addition, the City received $98.5 million in financial assistance from the State of Iowa for the Bee Branch Watershed Flood Mitigation Project and the State of Iowa has assumed the remaining cost for construction of the SW arterial estimate at $120 million. Objective: Maintain an efficient citizen response rate Just as actively engaged employees are more productive and committed to the success of their organizations, highly attached residents are more likely to actively contribute to a community's growth. There is also a positive correlation between community attachment and local economic success. *The average time to resolve a citizen issue in FY 14 was 22 days or less and over 50% if citizens issues were resolved in 10 days or less. Objective: Support Inclusive Dubuque, Smarter Sustainable Dubuque and other initiatives that enrich our community making Dubuque a desirable place to live, work and play. The City of Dubuque is committed to serving our citizens by creating an atmosphere to ensure that Dubuque remains a community where everyone has a balance of means, opportunity and avenues of support to prosper. The City of Dubuque's transition to a more data driven organization translates into a high performing organization focused on outcomes and community. Did you know? Today there are over 60,000 people working in Dubuque County as compared to 37,608 in 1983. The population in the United States is projected to increase by 28 million people in the next 10 years and 124 million people by 2060. Dubuque was recognized in 2013 as One of Ten Great Places to Live by Kiplinger's Personal Finance and received second -place honors in the City Cultural Diversity Awards by the National League of Cities. -65- FY 2013/14 Actual FY 2014/15 Adopted FY 2015/16 Projected revenue from intergovernmental sources 14.0% 23.2% 15.8% In the past three years, the City has received over $133 million in federal and state grants to help fund projects and City staff continues to pursue funding and partnership opportunities to help keep taxes and fees down. In addition, the City received $98.5 million in financial assistance from the State of Iowa for the Bee Branch Watershed Flood Mitigation Project and the State of Iowa has assumed the remaining cost for construction of the SW arterial estimate at $120 million. Objective: Maintain an efficient citizen response rate Just as actively engaged employees are more productive and committed to the success of their organizations, highly attached residents are more likely to actively contribute to a community's growth. There is also a positive correlation between community attachment and local economic success. *The average time to resolve a citizen issue in FY 14 was 22 days or less and over 50% if citizens issues were resolved in 10 days or less. Objective: Support Inclusive Dubuque, Smarter Sustainable Dubuque and other initiatives that enrich our community making Dubuque a desirable place to live, work and play. The City of Dubuque is committed to serving our citizens by creating an atmosphere to ensure that Dubuque remains a community where everyone has a balance of means, opportunity and avenues of support to prosper. The City of Dubuque's transition to a more data driven organization translates into a high performing organization focused on outcomes and community. Did you know? Today there are over 60,000 people working in Dubuque County as compared to 37,608 in 1983. The population in the United States is projected to increase by 28 million people in the next 10 years and 124 million people by 2060. Dubuque was recognized in 2013 as One of Ten Great Places to Live by Kiplinger's Personal Finance and received second -place honors in the City Cultural Diversity Awards by the National League of Cities. -65- CITY MANAGER'S OFFICE Detail by Activity Activity: Sustainability Overview The Sustainable Dubuque vision, as identified by a community -led task force in 2006, is as follows: "Dubuque is a viable, livable, and equitable community. We embrace economic prosperity, social/cultural vibrancy and environmental integrity to create a sustainable legacy for generations to come." In 2013, Community Health & Safety was added as the 12th sustainability principle. The Sustainability Office provides education, outreach, and coordination on sustainability issues and activities both /! SUSTAINABLE within the City organization as well as to DUBUQUEthe various stakeholders, business and citizen groups that comprise the viable • livable • equitable Dubuque community. The Sustainable Community Coordinator works directly with city departments to ensure capital projects and operating programs meet the sustainability vision identified by the City Council and builds partnerships between the City of Dubuque and national, state and local entities to further sustainability initiatives and to strengthen local leadership in this arena. The Sustainable Community Coordinator manages the Green Iowa AmeriCorps program, which provides audit, weatherization, and energy-related education services to the community. Funding Summary FY 2013/14 Actual FY 2014/15 Adopted FY 2015/16 Recommended Expenditures $214,344 $176,325 $158,167 Resources $67,968 $20,458 $16,567 Position Summary FY 2015/16 FTE's Sustainable Community Coordinator 1.00 Total FTE's 1.00 -66- CITY MANAGER'S OFFICE Supporting City and Community Goals Economic Prosperity • The Green Iowa AmeriCorps completed 106 energy efficiency audits, 64 of which were for populations in need. Weatherizations associated with these audits resulted in approximately $200,000 in utility savings for homes served. • The Growing Sustainable Communities Conference attracted approximately 490 attendees from 21 states and two foreign countries. Diversifying and growing the attendance of the public and private sector increases the quality of learning opportunities for City staff and positions Dubuque as a national sustainability leader. Environmental Integrity • The City implemented a Sustainable Purchasing Policy. All departments are making environmentally- and socially -responsible purchases that reduce the use of non-renewable resources, minimize pollution, reduce operational and replacement costs, reduce environmental health hazards, and reduce materials sent to the landfill. • Training for the Environmental & Sustainability Management System (ISO 14001) for the Municipal Services Center was completed. Implementation of the plan will help protect the water and air quality around the facility, prevent environmental emergencies, protect employee health, and decrease operational costs. • The Smarter Discards pilot was completed, giving 300+ reliable data about opportunities to increase their landfill diversion. The pilot also gave City staff insights about more effective ways to conduct outreach about existing programs. Partnering for a Better Dubuque • Twenty-one Sustainable Community Grants were issued. These grants support resident- and non-profit initiated events and projects and include a component of community education to increase the community's understanding of the Sustainable Dubuque initiative. • The Sustainability Coordinator is a member of the Grants to Green review committee. The Community Foundation of Greater Dubuque received $1.25 million to launch Grants to Green, a grant program to finance energy efficiency projects in non -profits so that they can invest more operational dollars in supporting their core missions. Improved Connectivity: Transportation & Telecommunications • The City navigated a successful contract with the Iowa Department of Transportation and IBM to implement the next phase of the Smarter Travel project. Information collected through this pilot will help improve public transit routes and reduce traffic congestion. -67- CITY MANAGER'S OFFICE Performance Measures Sustainability - Activity Statement Coordinate, facilitate, and implement sustainability initiatives, including capacity building for the community and technical guidance for the City organization, to assist Dubuque in becoming a more sustainable city, environmentally, socio - culturally, and economically. Goals • Promote community wide education and awareness of sustainability opportunities to engage citizens in on-going initiatives, including through the Sustainable Dubuque Collaboration. • Provide assistance and opportunities for City departments to incorporate sustainable practices in daily operations to decrease operating expenses and negative impact on the environment and improve quality of life for employees and residents. • Coordinate City staff and partner efforts to collect and analyze data and use this information to inform community targets and action regarding sustainability. objective: Through the Sustainable Dubuque Community Grants program, increase the number of opportunities for residents, businesses, and non -profits to lead efforts to become a more viable, livable and equitable community. This measure tracks the number of Sustainable Dubuque Community grants given, which must focus on at least one Sustainable Dubuque principle and include a component of community education or engagement. Each grantee is required to report on community impact; a sample of those impacts is below. *Grant program created in FY2013. -68- FY 2011/12 Actual FY 2012/13 Actual FY 2013/14 Actual Number of awards given (as percent of total applications received) 0* 12 (46%) 21 (39%) *Grant program created in FY2013. -68- CITY MANAGER'S OFFICE 365ink Magazine received a grant to launch a Sustainable Dubuque column in each issue. The column, which is authored by a variety of partners, residents, and business representatives, is a chance to share information about sustainability programs in the community and celebrate community leaders. ® ' The Dubuque Food Coop received a grant to connect with local farmers and producers. The Co-op opened in May with Master Gardeners to plant a campus garden. 2014. At the time of this report, they were procuring product from 49 vendors within a 100 mile radius, supporting a local economy and reducing transportation costs. Loras College faculty and students developed a new partnership Objective: Working with the City's Green Team and other departments, initiate three new sustainable practices or policies in City operations annually. The City of Dubuque is doing its part to incorporate the Sustainable Dubuque vision into the way it delivers services to citizens. Adopting sustainability practices in a variety of ways helps to save citizens money, protect the environment and improve the quality of life for residents. • The updated Administrative Policy 3.10 includes a Sustainable Purchasing Policy. All departments will make environmentally- and socially -responsible purchases that reduce the use of non-renewable resources, minimize pollution, reduce operational and replacement costs, reduce environmental health hazards, and reduce materials sent to the landfill. The Sustainable Community Coordinator is available to provide technical assistance to departments in this process. ✓ The City joined the Iowa Economic Development Authority's Community Energy Management Program. With support from a Regional Energy Manager, we will track utility use in all primary City facilities and develop energy efficiency action plans. ✓ The City continues to encourage employees to use alternative modes of transportation to get to work. Employees can now sign up to flex spend funds to purchase public transit passes. A bicycle in City Hall is available for employees who need to travel to the downtown area to attend meetings. These efforts help to reduce the carbon footprint of City employees -69- CITY MANAGER'S OFFICE Objective: Reduce the community's carbon footprint 50% below 2003 levels by 2030. The 50% by 2030 Community Climate Action & Resiliency Plan is a non-binding, voluntary effort to identify opportunities to reduce Dubuque's community GHG emissions. The plan provides information to inform goal -setting and budget decisions, provides an adjustable roadmap to achieve the 50% goal, and provides community education about Dubuque's GHG emissions. 2003 Baseline (mt CO2e) Waste 5% Indus NG 0% Transp 23% Res Elec 17% Indust Elec 33% Res NG 9% Comm Elec 9% Comm NG 4% Total: 1,266,234 mt CO2e -70- 2011 Emissions (mt CO2e) Waste 4% Transp 23% Indus NG ( 4% Indust El 27% Res Elec 15% Res NG 8% ;Comm Elec 12% Comm NG 7% Total: 1,203,152 mt CO2e CITY MANAGER'S OFFICE Detail by Activity Activity: Neighborhood Development Overview Neighborhood Development works to organize and to develop the resources needed to create and maintain a vital community by working closely with citizens to determine the priorities of each neighborhood and to collaborate in finding the best way to meet those priorities. The approach focuses on citizen involvement, leveraging resources, and establishing positive relationships through communication. Funding Summary FY 2013/14 Actual FY 2014/15 Adopted FY 2015/16 Recommended Expenditures $116,885 $138,322 $135,603 Resources $73,409 $98,303 $78,239 Position Summary FY 2015/16 FTE's Neighborhood Development Specialist 1.00 Total FTE's 1.00 Supporting City and Community Goals Social/Cultural Vibrancy ■ Organized and participated in Neighborhood Clean-up, Beautification Projects park improvements, community garden projects, and other hands-on neighborhood improvement activities. ■ In conjunction with the Police and Legal Department, worked to implement improvements in the Crime Free Multi -Housing Landlord Training Program. ■ Continue efforts in planning work for successful completion of the Bee Branch Watershed Flood Mitigation Project to resulting in a significant new asset in the North End and Washington neighborhoods and spurring additional investments to improve these neighborhoods ■ Continue to stay abreast of emerging opportunities and community topics by serving of various boards and community task forces including Dubuque Police Relations Committee Panel Member, Multicultural Family Center Marketing Committee, Earned Income Tax Credit Educational Task Force, Make A Difference Day Planning Committee, and Community Partnerships for Protecting Children. -71- CITY MANAGER'S OFFICE Partnering for a Better Dubuque • City partners with neighborhood groups and other non -profits to complete initiatives which improve the quality of life in the neighborhoods. • City partners with a multitude of community groups to plan large scale service projects such a Big Day of Serving, Community Days of Caring and Make a Difference Day (MADD.) MADD paired 400+ volunteers with 75 homeowners needing assistance with home repair and weatherization projects. DID YOU KNOW? Did you know Dubuque has nine active Neighborhood associations that are working to improve their neighborhoods? There are several other neighborhoods who share ideas and information through a secure on-line website, NextDoor. City is supporting a new pilot program, called Neighbor2Neighbor, a resident driven program aimed at increasing interaction, collaboration, and strong relationships among neighbors in an effort to make our neighborhoods healthier, safer, and friendlier. Pilot will launch in the fall of 2014 on 6 blocks located throughout the community. -72- CITY MANAGER'S OFFICE Performance Measures Neighborhood Development — Activity Statement Develop strong neighborhoods by empowering neighborhood associations and residents to identify and address quality -of -life partnerships with the City. Goals • Provide support to neighborhood groups and individual homeowners and business owners in maintaining and improving property values, aesthetics and safety throughout the City • Provide assistance to neighborhood association leaders who are interested in forming a coalition of Dubuque neighborhoods to share best practices and collaborate on common issues and develop pertinent training to build their capacity • Empower residents through education and outreach initiatives to create a strong and vibrant community • Work with Washington Neighborhood Development Corporation, neighborhood Stakeholders, and numerous city departments to implement the Washington Neighborhood Strategic Plan. Objective: Increase community involvement through neighborhood events and participation in resident interaction activities Successful neighborhoods require engaged citizens in efforts to promote capacity building and community involvement to improve the overall quality of life. -73- CITY MANAGER'S OFFICE Objective: Promote and administer the Neighborhood Grant Program The Neighborhood Grant Program provides resources for neighborhood revitalization and community building. Share information on alternative resources for neighborhood organizations not qualifying for the city's neighborhood grants. ✓Thirty separate grants were awarded to Neighborhood Associations and non-profit groups operating in the city's low and moderate income neighborhoods Objective: Empower citizens through increased awareness and education including access to City/social services. Awareness and education provides avenues for individual empowerment leading to healthy communities -74- FY 2013/14 Actual FY 2014/15 Estimated FY 2015/16 Projected Number of events/meetings 115 95 100 Number of participants 3,842 5,000 5,000 Objective: Promote and administer the Neighborhood Grant Program The Neighborhood Grant Program provides resources for neighborhood revitalization and community building. Share information on alternative resources for neighborhood organizations not qualifying for the city's neighborhood grants. ✓Thirty separate grants were awarded to Neighborhood Associations and non-profit groups operating in the city's low and moderate income neighborhoods Objective: Empower citizens through increased awareness and education including access to City/social services. Awareness and education provides avenues for individual empowerment leading to healthy communities -74- CITY MANAGER'S OFFICE ✓ Conducted education and outreach efforts on: Earned Income Tax Credit Before and After School Programs Crime Free Multi Housing training Education opportunities for adults such as Opportunity Dubuque Community Gardening and healthy food options /Provided information/assistance with educational enrichment programs such as: After school Programs Summer Reading Programs Resource Fairs National Night Out Multicultural Family Center's events -75- Recommended Operating Revenue Budget - Department Total 72 - CITY MANAGER'S OFFICE Fund Account Account Title FY13 Actual FY14 Actual FY15 Adopted FY16 Recomm'd Revenue Revenue Budget Budget 100 100 100 100 53102 53201 53605 53620 PRIVATE PARTICIPANT REFUNDS MISCELLANEOUS REVENUE REIMBURSEMENTS -GENERAL 20,398 0 961 8,892 2,774 27 855 65,773 0 0 0 22,000 0 0 0 15,000 53- MISCELLANEOUS 30,250 69,429 22,000 15,0001 100 59610 FR WPC OPERATING 110,346 140,686 133,081 62,575 100 59620 FR STORMWATER OPERATING 4,607 5,421 26,389 43,675 100 59630 FR PARKING OPERATING 33,746 24,910 23,625 22,533 100 59640 FR WATER UTILITY 0 135,795 129,216 0 100 59670 FR REFUSE COLLECTION 113,024 219,267 172,263 169,725 100 59940 FR DMASWA 68,564 80,680 74,695 69,724 59- TRANSFER IN AND INTERNAL 330,287 606,759 559,269 368,232 72 - CITY MANAGER'S OFFICE TOTAL 360,537 676,188 581,269 383,232 -76- Recommended Operating Expenditure Budget - Department Total 72 - CITY MANAGER'S OFFICE Fund Account Account Title FY13 Actual FY14 Actual FY15 Adopted FY 16 Recomm'd Expense Expense Budget Budget 100 260 290 100 100 100 290 100 260 100 260 290 100 260 290 100 260 290 100 260 290 100 260 290 100 100 100 61010 61010 61010 61020 61030 61050 61050 61099 61099 61310 61310 61310 61320 61320 61320 61410 61410 61410 61415 61415 61415 61416 61416 61416 61417 61655 61660 FULL-TIME EMPLOYEES FULL-TIME EMPLOYEES FULL-TIME EMPLOYEES PART-TIME EMPLOYEES SEASONAL EMPLOYEES OVERTIME PAY OVERTIME PAY WAGE ADJUSTMENT WAGE ADJUSTMENT IPERS IPERS IPERS SOCIAL SECURITY SOCIAL SECURITY SOCIAL SECURITY HEALTH INSURANCE HEALTH INSURANCE HEALTH INSURANCE WORKMENS' COMPENSATION WORKMENS' COMPENSATION WORKMENS' COMPENSATION LIFE INSURANCE LIFE INSURANCE LIFE INSURANCE UNEMPLOYMENT INSURANCE CAR ALLOWANCE EMPLOYEE PHYSICALS 683,682 62,550 9,057 25,964 790 1,727 271 0 0 57,716 5,423 809 44,158 4,785 692 77,200 8,417 1,665 2,476 219 33 452 66 8 5,591 7,335 406 729,236 38,158 9,319 27,389 5,542 3,321 532 0 0 63,526 3,408 880 47,407 2,856 734 104,717 7,198 2,166 2,996 188 39 456 43 8 0 7,548 443 758,030 39,232 0 49,557 0 4,400 0 28,663 802 68,849 3,503 0 51,976 3,001 0 106,957 7,283 0 3,002 170 0 1,284 78 0 0 7,518 0 697,648 56,400 0 31,990 0 4,400 0 0 0 66,221 5,037 0 46,093 4,315 0 78,374 8,986 0 3,035 148 0 1,146 113 0 0 7,518 0 61 - WAGES AND BENEFITS 1,001,493 1,058,108 1,134,305 1,011,424 100 62010 OFFICE SUPPLIES 5,909 3,794 4,018 4,025 260 62010 OFFICE SUPPLIES 73 20 59 40 100 62030 POSTAGE AND SHIPPING 2,507 625 1,420 1,172 260 62030 POSTAGE AND SHIPPING 130 37 79 79 100 62031 PROCESSING MATERIALS 312 322 312 350 100 62034 REPAIR PARTS/SUPPLIES 75 0 0 0 100 62050 OFFICE EQUIPMENT MAINT 214 304 300 470 100 62061 DP EQUIP. MAINT CONTRACTS 7,708 9,210 9,074 11,125 100 62090 PRINTING & BINDING 8,523 27,933 8,569 8,500 260 62090 PRINTING & BINDING 161 34 96 100 100 62110 COPYING/REPRODUCTION 12,364 19,881 12,364 25,000 260 62110 COPYING/REPRODUCTION 0 0 120 0 100 62130 LEGAL NOTICES &ADS 938 1,204 0 0 100 62170 SUBSCRIPTIONS -BOOKS -MAPS 1,865 1,550 2,000 2,000 260 62170 SUBSCRIPTIONS -BOOKS -MAPS 0 30 0 0 100 62190 DUES & MEMBERSHIPS 21,031 13,116 14,630 17,387 -77- Recommended Operating Expenditure Budget - Department Total 72 - CITY MANAGER'S OFFICE Fund Account Account Title FY13 Actual FY14 Actual FY15 Adopted FY 16 Recomm'd Expense Expense Budget Budget 100 290 100 260 100 260 100 260 100 260 100 260 290 100 100 260 100 100 100 100 100 100 100 100 100 100 100 100 100 260 260 62208 62208 62310 62310 62320 62320 62340 62340 62360 62360 62421 62421 62421 62424 62436 62436 62641 62645 62663 62667 62668 62671 62712 62713 62716 62734 62736 62756 62761 62761 62834 GENERAL LIABILITY INSURAN GENERAL LIABILITY INSURAN TRAVEL -CONFERENCES TRAVEL -CONFERENCES TRAVEL -CITY BUSINESS TRAVEL -CITY BUSINESS MILEAGE/LOCAL TRANSP MILEAGE/LOCAL TRANSP EDUCATION &TRAINING EDUCATION &TRAINING TELEPHONE TELEPHONE TELEPHONE RADIO/PAGER FEE RENTAL OF SPACE RENTAL OF SPACE HOSPITALITY EXPENSE SPECIAL EVENTS SOFTWARE LICENSE EXP INTERNET SERVICES PROGRAM EQUIP/SUPPLIES MISC. OPERATING SUPPLIES CONSULTING ENGINEERS LEGAL SERVICES CONSULTANT SERVICES SPEAKERS/PROGRAMS CATERING SERVICES SPIRIT RELATED EXPENSE PAY TO OTHER AGENCY PAY TO OTHER AGENCY SERVICES FROM PLANNING 3,324 80 26,429 1,295 19,017 206 863 302 3,454 2,251 7,188 598 1 806 2,256 400 5,921 10,306 0 0 233 57 5,000 5,123 49,268 21,584 299 4,533 22,843 11,814 11,849 3,346 81 14,294 444 25,323 280 1,737 198 9,369 0 4,398 598 0 922 2,256 400 155 1,383 0 1,280 305 0 0 2,476 48,638 45,026 5,468 16,318 68,186 10,809 8,710 3,530 0 42,673 1,432 27,634 119 677 175 13,642 1,358 3,885 440 0 806 2,378 298 0 10,000 0 3,360 0 0 0 0 25,000 20,000 6,000 16,720 46,006 11,284 8,710 3,645 0 43,210 1,275 22,972 180 647 101 5,980 1,020 4,840 288 0 865 2,473 227 0 10,000 800 3,360 0 0 0 0 25,000 20,000 6,000 9,720 48,156 11,284 8,710 62 - SUPPLIES AND SERVICES 279,108 350,459 299,168 301,001 100 71120 PERIPHERALS, COMPUTER 0 40 3,097 0 100 71123 SOFTWARE 0 662 0 0 100 71124 MICRO -COMPUTER 5,269 0 0 0 100 71211 DESKS/CHAIRS 0 1,212 0 450 100 72410 PAGER/RADIO EQUIPMENT 13,957 0 0 0 100 72418 TELEPHONE RELATED 1,870 224 1,600 0 260 72418 TELEPHONE RELATED 444 0 0 0 71 - EQUIPMENT 21,540 2,139 4,697 450 72 - CITY MANAGER'S OFFICE TOTAL 1,302,141 1,410,706 1,438,170 1,312,875 -78- Recommended Expenditure Budget Report by Activity & Funding Sounce 72 - CITY MANAGER'S OFFICE MANAGEMENT - 72100 FUNDING SOURCE: GENERAL Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget EQUIPM ENT 15,970 2,139 2,283 0 SUPPLIES AND SERVICES 180,453 198,592 184,926 183,728 WAGES AND BENEFITS 820,559 854,140 936,314 835,377 MANAGEMENT 1,016,982 1,054,871 1,123,523 1,019,105 SUSTAINABLE COMM COORD - 72200 FUNDING SOURCE: GENERAL Account FY13 Actual FY14 Actual FY15 Adopted Expense Expense Budget FY16 Recomm'd Budget EQUIPM ENT 1,895 0 1,483 450 SUPPLIES AND SERVICES 54,480 118,000 82,799 85,919 WAGES AND BENEFITS 80,238 96,344 92,043 71,798 SUSTAINABLE COMM COORD 136,613 214,344 176,325 158,167 GREENCORPS 72600 FUNDING SOURCE: GENERAL Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget EQUIPMENT 3,230 0 0 0 SUPPLIES AND SERVICES 14,997 10,847 0 0 GREENCORPS 18,227 10,847 0 0 NEIGHBORHOOD DEVELOPMENT - 72800 FUNDING SOURCE: COMMUNITY DEVELOPMENT Account FY13 Actual FY14 Actual FY15 Adopted Expense Expense Budget FY16 Recomm'd Budget EQUIPMENT 444 0 931 0 SUPPLIES AND SERVICES 17,284 12,130 15,653 15,564 WAGES AND BENEFITS 88,161 93,946 105,948 104,249 NEIGHBORHOOD 105,889 106,075 122,532 119,813 DEVELOPMENT WASHINGTON TOOL LIBR. - 79220 FUNDING SOURCE: COMMUNITY DEVELOPMENT Account FY13 Actual FY14 Actual FY15 Adopted Expense Expense Budget FY16 Recomm'd Budget SUPPLIES AND SERVICES WASHINGTON TOOL LIBR. CITY MANAGER'S OFFICE TOTAL 11,814 10,809 15,790 15,790 11,814 10,809 15,790 15,790 $1,289,524.94 $1,396,946.19 $1,438,170.00 $1,312,875.00 -79- CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 72 CITY MANAGER'S OFFICE FD JC WP -GR JOB CLASS 61010 Full Time Employee Expense FY 2014 FY 2015 FY 2016 FTE BUDGET FTE BUDGET FTE BUDGET 100 9900 Contract CITY MANAGER 1.00 263,715 1.00 267,752 1.00 100 9375 GE -44 ASSISTANT CITY MANAGER 2.00 248,131 2.00 251,853 2.00 260 5100 GE -35 NEIGHBORHOOD DEVELOP SPEC. 0.58 44,618 0.51 39,820 0.72 100 5100 GE -35 NEIGHBORHOOD DEVELOP SPEC. 0.42 32,310 0.49 38,259 0.28 100 4670 GE -33 SUSTAINABLE COMMUNITY COORD. 1.00 61,831 1.00 66,224 1.00 100 8825 GE -31 OFFICE MANAGER 0.85 52,806 1.00 63,057 1.00 290 8825 GE -31 OFFICE MANAGER 0.15 9,319 0.00 0 0.00 265,363 252,696 56,400 21,933 50,585 63,283 100 0225 GE -25 SECRETARY 2.00 76,893 2.00 82,356 2.00 TOTAL FULL TIME EMPLOYEES 8.00 789,623 8.00 809,321 8.00 61020 Part Time Employee Expense 43,788 754,048 100 1210 GE -30 ARTS & CULTURAL AFFAIRS COORD. 0.50 28,856 0.00 0 0.00 100 3465 NA -44 MANANGEMENT INTERN 0.60 19,819 0.60 20,116 0.60 - 100 0225 GE -25 COMMUNICATIONS ASSISTANT 0.75 29,738 0.75 30,184 0.75 31,990 TOTAL PART TIME EMPLOYEES 1.85 78,413 1.35 50,300 1.35 31,990 TOTAL CITY MANAGER'S OFFICE 9.85 868,036 9.35 859,622 9.35 786,038 -80- CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY ACCT FD JC WP -GR POSITION CLASS Management -General Fund 10072100 61010 100 9900 Contrac CITY MANAGER 1.00 263,715 1.00 267,752 1.00 265,363 10072100 61010 100 9250 GE -44 ASSISTANT CITY MANAGER 2.00 248,131 2.00 251,853 2.00 252,696 10072100 61010 100 4670 GE -33 SUSTAINABLE COMMUNITY COOF 1.00 61,831 1.00 66,224 1.00 50,585 10072100 61010 100 0225 GE -25 SECRETARY 2.00 76,893 2.00 82,356 2.00 43,788 10072100 61010 100 8825 GE -31 OFFICE MANAGER 0.85 52,806 1.00 63,057 1.00 63,283 Total 6.85 703,376 7.00 731,242 7.00 675,715 Run Date: 01/15/15 FY 2014 FY 2015 FY 2016 FTE BUDGET FTE BUDGET FTE BUDGET Management -Cable TV Fund 29072100 61010 290 8825 GE -31 OFFICE MANAGER Total 0.15 9,319 0.00 0 0.00 0 0.15 9,319 0.00 Neighborhood Development - CDBG Fund 26072800 61010 260 5100 GE -35 NEIGHBORHOOD DEVELOP SPEC. 0.58 44,618 0.51 Total 0.58 44,618 0.51 0 0.00 0 39,820 39,820 0.72 56,400 0.72 56,400 Neighborhood Development - General Fund 10072800 61010 260 5100 GE -35 NEIGHBORHOOD DEVELOP SPEC. 0.00 0 0.49 38,259 0.28 21,933 Total 0.00 0 0.49 38,259 0.28 21,933 Arts and Cultural Affairs - General Fund 10072500 61010 100 5100 GE -35 NEIGHBORHOOD DEVELOP SPEC. 0.42 32,310 0.00 0 0.00 0 Total 0.42 32,310 0.00 0 0.00 0 Arts and Cultural Affairs - PT General Fund 10072500 61020 100 1210 GE -30 ARTS & CULTURAL AFFAIRS COOT 0.50 28,856 0.00 0 0.00 0 Total 0.50 28,856 0.00 0 0.00 0 City Manager - PT General Fund 10072100 61020 100 3465 NA -47 MANAGEMENT INTERN 0.60 19,819 0.60 20,116 0.60 0 10072100 61020 100 0225 GE -25 COMMUNICATIONS ASSISTANT 0.75 29,738 0.75 30,184 0.75 31,990 Total 1.35 49,557 1.35 50,300 1.35 31,990 TOTAL CITY MANAGER'S OFFICE 9.85 868,036 9.35 859,622 9.35 786,038 -81- Capital Improvement Projects by Department/Division CITY MANAGER'S OFFICE CIP Capital Improvement Project FY 13 Actual FY 14 Actual FY 15 Adopted FY 16 Recomm'd Number Title Expense Expense Budget Budget 1002050 AMERICAS RIVER FEST EQUIP 13,678 0 0 0 1002334 CLIMATE SHOWCASE GRANT 76,488 5,738 0 0 1002338 EECBG GRANT 100,028 151,575 0 0 1002496 ENVIRO & SUST MGMT SYS 0 30,047 0 0 1021238 NEIGHBORHOOD GRANTS 6,558 4,810 5,000 5,000 1022218 SUSTAINABILITY INITIATIVE 11,363 5,470 10,000 0 1022317 ALL -AMERICA CITY AWARD 22,204 24,983 0 40,000 2601238 NEIGHBORHOOD GRANTS 24,759 18,212 14,560 14,560 3502564 ADA COMPLIANCE SOFTWARE 0 0 59,100 0 3502624 AUGMENTED DATE SUPPORT SV 0 0 0 50,000 3502625 GEOEVENT PROCESSOR EXT 0 0 0 10,000 CITY MANAGER'S OFFICE TOTAL 255,079 240,834 88,660 119,560 -82- City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2016-2020 PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL PAGE CITY MANAGERS OFFICE Community anti Economic Development Neighborhood Grants General Government Augmented Data Support Services All - America City Award GeoEvent Processor Extension for ArcGIS Server Total - City Manager's Office DRA Distribution/CDBG Sales Tax Fund (20%) DRA Distribution/Private Participation Sales Tax Fund (20%) 19,560 $ 19,560 $ 19,560 $ 19,560 $ 19,560 $ 97,800 378 50,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 150,000 380 40,000 $ 40,000 $ - $ - $ - $ 80,000 382 10,000 $ - $ - $ - $ - $ 10,000 383 119,560 $ 84,560 $ -83- 44,560 $ 44,560 $ 44,560 $ 337,800 -84- Budget Office -102- BUDGET Budget Highlights Employee Expense Supplies and Services Machinery and Equipment Total Resources Administrative OH Recharges FY 2013/14 Actual 245,779 13,292 259,071 64,740 Total 64,740 Property Tax Support 194,331 Percent Increase (Decrease) Personnel - Authorized FTE FY 2014/15 FY 2014/15 Adopted Amended 255,894 17,395 1,083 255,030 17,395 1,083 274,372 273,508 115,980 115,980 115,980 115,980 158,392 157,528 2.00 2.00 2.00 FY 2015/16 Recomm'd 252,197 19,328 271,525 85,084 85,084 186,441 2.00 % Change from Adopted FY 2014/15 -1.0% - 26.6% - 26.6% 28,049 17.71% Significant Line Items at Maintenance Level (Without Recommended Improvement Packages) Employee Expense 1. The City wage plan for non -bargaining unit employees will not increase and bargaining unit employees will receive a 2.25% wage increase in FY 2016. 2. The Iowa Public Employee Retirement System (IPERS) City contribution remains at 8.93% and the employee contribution remains at 6.18% in FY 2016. 3. The City portion of health insurance expense decreased from $1,190 in FY 2015 to $1,040 in FY 2016 per month per contract, resulting is a savings of $3,600. Supplies & Services 4. Catering Services increased from $0 in FY 2015 to $2,500 in FY 2016 which represents budget work session meals which were budgeted in the City Manager's Office in FY 2015. 5. Legal Notices and Ads decreased from $2,600 in FY 2015 to $2,000 in FY 2016 based on FY 2014 actual of $1,850. This line item represents the publication of newspaper ads for the public budget meetings and publication of public hearing notices. Revenue 6. Revenue received from Enterprise Funds for administrative overhead charges has decreased from $115,980 in FY 2015 to $85,084 in FY 2016. -103- BUDGET OFFICE The Budget Office is responsible for establishing a fiscal plan to guide the allocation of resources and to provide analysis of financial and performance information to City Council, management, City Departments and the citizens to maintain fiscal integrity and accountability, as well as to support effective decision making. City Manager's Office Budget Office Expenditures and Resources by Department and Category Budget Highlights FY 2013/14 FY 2014/15 Actual Adopted FY 2014/15 FY 2015/16 Amended Recomm'd % Change from Adopted FY 2014/15 Employee Expense 245,779 255,894 Supplies and Services 13,292 17,395 Machinery and Equipment - 1,083 Total 259,071 274,372 Resources Administrative UH Kecharges Total 64, 740 115.980 64,740 115,980 Property Tax Support 194,331 158,392 Percent Increase (Decrease) 255,030 252,197 17,395 19,328 1,083 273,508 271,525 -1.0% 115.980 115,980 85, 084 -26.6% 85,084 -26.6% 157,528 186,441 28,049 17.71 % Personnel - Authorized FTE 2.00 2.00 2.00 2.00 -104- BUDGET OFFICE SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES PEOPLE The Budget Office encourages citizens to participate in the budget process starting with the annual citizen budget meeting with the City Manager, budget hearings with the City Council and through the City's WebQA application. PLANNING The Budget Office works with all City Departments and Divisions to ensure adequate funding to carry out City Planning Initiatives. DUBUQUE, IOWA Masterpiece on tlw )Mississippi PARTNERSHIPS To maintain budgetary compliance, the Budget Office works with State and County agencies including the State of Iowa and Dubuque County. In addition, the Budget Office works with Bond Counsel, a Financial Advisor and the Finance Department. -105- BUDGET OFFICE Overview The Budget Office is responsible for the overall preparation, development, reconciliation, compliance and implementation of the City's annual operating and five- year capital budgets. Included in this work is the development of all budget reporting guidelines, debt issuance and compliance with Local and State reporting requirements. In addition, the Budget Office coordinates with various city departments with reporting and filing obligations of alternative funding sources such as grants and user fees. Maintenance of the five-year financial plan is critical in providing decision makers with strategic financial information. Budget staff regularly monitor and report on operating and capital budget activities, as well as report on debt related activities. Funding Summary FY 2013/14 Actual FY 2014/15 Adopted FY 2015/16 Recommended Expenditures $259,071 $274,372 $271,525 Resources $64,740 $115,980 $85,084 Position Summary FY 2015/16 FTE's Budget Director 1.00 Senior Budget Analyst 1.00 Total FTE's 2.00 Supporting City and Community Goals Planned and Managed Growth ■ Certified Adopted Budget to Iowa Department of Management ■ Certified Annual Tax Increment Financing (TIF) report to Dubuque County ■ Certified Annual Tax Increment Financing (TIF) report to Iowa Department of Management ■ Successfully implemented one bond issuance for special City projects Economic Prosperity ■ Balanced and certified $201 million budget to the State of Iowa Social/Cultural Vibrancy ■ Provide support and funding for Purchase of Services Agreements ■ Engaged with citizens during City Life presentation -106- BUDGET OFFICE Performance Measures Budget Office — Activity Statement Establish a fiscal plan to guide the allocation of resources and to provide analysis of financial and performance information to City departments, management, Council and the citizens to maintain fiscal integrity and accountability of City operations. Goals • Provide comprehensive analysis of financial performance to City leaders to maintain the fiscal strength of City operations • Communicate the City's fiscal management process so it is understandable to the general public • Work with City departments and partners to collaborate and leverage resources to provide stable property taxes for residents and businesses and insure long-term viability for the citizens of Dubuque Objective: Receive a bond rating no lower than Aa2 on City general obligation bonds A bond credit rating is an indicator of the City's overall financial strength, the amount of debt, the fund balance reserves and the confidence in the City's revenue stream. Bond ratings indicate long-range planning and sustainability. AAA rated bonds are considered the safest for investors, with the least risk of default. Relationship to Sustainability: ■ Through long-range planning and maintaining financial strength we promote a regional economy Future Initiatives: • Implement a formal Reserve policy to promote the City's fiscal strength • Adhere to Debt Management Policy -107- FY 2013/14 Actual FY 2014/15 Actual FY 2015/16 Projected Retain Aa1 Bond Rating Aa1 Aa2 Aa2 Future Initiatives: • Implement a formal Reserve policy to promote the City's fiscal strength • Adhere to Debt Management Policy -107- BUDGET OFFICE Objective: Receive the GFOA Distinguished Budget Presentation Award and increase the number of outstanding remarks by 10% in FY 2015. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operating guide, as a financial plan and a communications device. Relationship to Sustainability: ■ Community Knowledge is provided through the City's budget documents as a means of communicating fiscal policies, compliance with budget regulations and funding initiatives with the citizens of Dubuque 1 The City of Dubuque has received this award for the past seven years. Future Initiatives: ■ Continue to provide a budget document that provides the elements of a policy document, operating guide, financial plan and communications device while increasing the number or outstanding remarks by 10% in FY 2016 Objective: Maintain a general fund balance of 10% of the total general operating budget Reserves, rainy -day funds, or contingency funds are a prudent fiscal policy and an important credit factor in the analysis of City financial condition and management. Relationship to Sustainability: ■ Support the regional economy through fiscal soundness and viability of City government operations Future Initiatives: ■ Continue to maintain a general fund balance of at least 10% of the general operating budget ■ Increase General Fund balance when resources are available Operating Reserve in Thousands of Dollars 4,600 4,400 4,200 4,363 4,376 4,000 3,800 3,600 3,988 FY2011/12 4,544 FY2012/13 FY2013/14 FY2014/15 -108- Recommended Operating Revenue Budget - Department Total 68 -BUDGET Fund Account Account Title FY13 Actual FY14 Actual FY15 Adopted FY16 Recomm'd Revenue Revenue Budget Budget 100 100 100 100 100 100 59610 59620 59630 59640 59670 59940 FR WPC OPERATING FR STORMWATER OPERATING FR PARKING OPERATING FR WATER UTILITY FR REFUSE COLLECTION FR DMASWA 21,629 903 6,615 0 22,154 13,439 23,593 909 4,177 22,773 31,923 13,530 27,598 5,473 4,899 26,797 35,723 15,490 14,459 10,092 5,206 0 39,217 16,110 59- TRANSFER IN AND INTERNAL 64,740 96,905 115,980 85,084 68 - BUDGET TOTAL 64,740 96,905 115,980 85,084 -109- Recommended Operating Expenditure Budget - Department Total 68 -BUDGET Fund Account Account Title FY13 Actual FY14 Actual FY15 Adopted FY 16 Recomm'd Expense Expense Budget Budget 100 100 100 100 100 100 100 100 100 100 61010 61050 61099 61310 61320 61410 61415 61416 61660 61680 FULL-TIME EMPLOYEES OVERTIME PAY WAGE ADJUSTMENT IPERS SOCIAL SECURITY HEALTH INSURANCE WORKMENS' COMPENSATION LIFE INSURANCE EMPLOYEE PHYSICALS EMPLOYEE MOVING EXPENSE 171,763 199 0 14,619 12,495 22,082 646 141 113 3,161 185,696 0 0 16,583 13,729 28,881 743 147 0 0 190,478 0 3,903 17,308 14,571 28,560 693 381 0 0 193,971 0 0 17,322 14,839 24,960 717 388 0 0 61 - WAGES AND BENEFITS 225,218 245,779 255,894 252,197 100 62010 OFFICE SUPPLIES 100 62030 POSTAGE AND SHIPPING 100 62090 PRINTING & BINDING 100 62110 COPYING/REPRODUCTION 100 62130 LEGAL NOTICES &ADS 100 62170 SUBSCRIPTIONS -BOOKS -MAPS 100 62190 DUES & MEMBERSHIPS 100 62206 PROPERTY INSURANCE 100 62208 GENERAL LIABILITY INSURAN 100 62310 TRAVEL -CONFERENCES 100 62320 TRAVEL -CITY BUSINESS 100 62360 EDUCATION &TRAINING 100 62421 TELEPHONE 100 62436 RENTAL OF SPACE 100 62641 HOSPITALITY EXPENSE 100 62660 DATA PROCESSING 100 62663 SOFTWARE LICENSE EXP 100 62667 INTERNET SERVICES 100 62716 CONSULTANT SERVICES 100 62736 CATERING SERVICES 62 - SUPPLIES AND SERVICES 427 112 150 150 120 14 100 100 0 416 0 500 8 20 10 20 2,585 1,850 2,600 2,000 87 59 100 100 898 198 900 400 92 142 149 178 1,194 1,202 1,238 1,278 5,645 3,055 8,500 8,500 1,897 92 310 310 619 70 200 200 1,249 735 821 735 888 888 888 888 2,074 0 0 0 763 802 949 989 0 14 0 0 0 0 480 480 0 1,140 0 0 0 2,485 0 2,500 18,546 13,293 17,395 19,328 100 71120 PERIPHERALS, COMPUTER 0 0 1,083 0 71 - EQUIPMENT 0 0 1,083 0 68 - BUDGET TOTAL 243,764 259,071 274,372 271,5251 -110- Recommended Expenditure Budget Report by Activity & Funding Sounce 68 - BUDGET BUDGET - 72400 FUNDING SOURCE: GENERAL Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget EQUIPMENT 0 0 1,083 0 SUPPLIES AND SERVICES 18,546 13,293 17,395 19,328 WAGES AND BENEFITS 225,218 245,779 255,894 252,197 BUDGET 243,764 259,071 274,372 271,525 BUDGET TOTAL $243,764.29 $259,071.43 $274,372.00 $271,525.00 -111- CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 68 BUDGET DEPT. FD JC WP -GR JOB CLASS 61010 Full Time Employee Expense 100 1600 GE -42 BUDGET DIRECTOR 100 1215 GE -36 SENIOR BUDGET ANALYST TOTAL FULL TIME EMPLOYEES TOTAL BUDGET DEPT FY 2014 FY 2015 FY 2016 FTE BUDGET FTE BUDGET FTE BUDGET 1.00 110,842 1.00 71,535 2.00 182,377 1.00 1.00 2.00 112,505 80,831 193,335 1.00 1.00 2.00 112,877 81,094 193,971 2.00 182,377 2.00 193,335 2.00 193,971 -112- CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY ACCT FD JC WP -GR POSITION CLASS Run Date: 01/15/15 FY 2014 FY 2015 FY 2016 FTE BUDGET FTE BUDGET FTE BUDGET Budget -General Fund 10072400 61010 100 9250 GE -42 BUDGET DIRECTOR 1.00 110,842 1.00 112,505 1.00 112,877 10072400 61010 100 1215 GE -36 SENIOR BUDGET ANALYST 1.00 71,535 1.00 80,831 1.00 81,094 Total 2.00 182,377 2.00 193,335 2.00 193,971 TOTAL BUDGET DEPT. 2.00 182,377 2.00 193,335 2.00 193,971 -113- -114- Personnel Office -86- PERSONNEL OFFICE Budget Highlights Employee Expense Supplies and Services Machinery and Equipment Total Resources Administrative OH Recharges Misc. Reimbursements Total Property Tax Support Percent Increase (Decrease) Personnel - Authorized FTE FY 2013/14 Actual 348,041 71,725 1,056 420,822 147,993 9,169 157,162 263,660 FY 2014/15 Adopted 325,699 84,298 2,500 412,497 174,365 174,365 238,132 FY 2014/15 Amended 324,835 102,678 2,500 430,013 174,365 174,365 255,648 3.63 3.63 3.63 FY 2015/16 Recomm'd 323,884 70,752 2,100 396,736 123,662 123,662 273,074 3.63 % Change from Adopted FY 2014/15 -0.6% -16.1% -16.0% -3.8% -29.1% 0.0% -29.1% 34,942 14.67% Improvement Package Summary 1 of 2 This decision package would provide funding for the purchase of a desktop computer for the Nurse Case Manager. A computer is needed in order to safely communicate with respective carriers and internal departments. With the added 8 hours a week of case management, there will be an improvement in how work injuries are managed, more accurate/appropriate care, and less stagnant claims. With better claims management, there will be an improvement in claims costs. Related Cost: $2,100 - Tax Funds - Non -Recurring Related Revenue: $ 112 - Sanitary Sewer User Fees - Non -Recurring Related Revenue: $ 78 - Stormwater User Fees - Non -Recurring Related Revenue: $ 40 - Parking User Fees - Non -Recurring Related Revenue: $ 0 - Water User Fees - Non -Recurring Related Revenue: $ 303 - Refuse User Fees - Non -Recurring Related Revenue: $ 125 - Landfill User Fees - Non -Recurring Total Net Cost: $1,442 Property Tax Impact: +$.00061+.01% Activity: Personnel Office -87- Recommend - Yes 2 of 2 This decision package would provide funding for the continuation of the Leadership Training Program for 165 supervisors and managers. The training will build on the theme of maintaining citizen services, moving forward with sustainability initiatives and building on the Guiding Principles of the Management Philosophy. Based on the training needs assessment conducted by Honkamp Krueger, the training topics will include: • general leadership and supervisory skill building • effective communication, including during conflict • performance planning, measures and evaluation • interpersonal skill development The breakdown of cost is as follows: • Two days of training for 165 employees in groups of 25-30 employees at one time- $42,735 this includes hotel accommodations, transportation, and food and material costs. • Achieving Styles Inventory and Organizational Achievement Styles Inventory- $3,750 • One hour coaching for Department Managers - $3,000 Related Cost: $49,485 — Tax Funds — Non -Recurring Related Revenue: $ 2,635 — Sanitary Sewer User Fees — Non -Recurring Related Revenue: $ 1,839 — Stormwater User Fees — Non -Recurring Related Revenue: $ 949 — Parking User Fees — Non -Recurring Related Revenue: $ 0 — Water User Fees — Non -Recurring Related Revenue: $ 7,147 — Refuse User Fees — Non -Recurring Related Revenue: $ 2,936 — Landfill User Fees — Non -Recurring Total Net Cost: $33,979 Property Tax Impact: +$.0151/+.14% Activity: Personnel Office Significant Line Items at Maintenance Level (Without Recommended Improvement Packages) Employee Expense Recommend - No 1. The City wage plan for non -bargaining unit employees will not increase and bargaining unit employees will receive a 2.25% wage increase in FY 2016. 2. The Iowa Public Employee Retirement System (IPERS) City contribution remains at 8.93% and the employee contribution remains at 6.18% in FY 2016. 3. The City portion of health insurance expense decreased from $1,190 in FY 2015 to $1,040 in FY 2016 per month per contract, resulting is a savings of $5,400. Supplies & Services 4. Office Supplies decreased from $3,852 in FY 2015 to $2,236 in FY 2016 based on FY 2014 actual of $2,192 plus 2%. -88- 5. Copying and Reproduction decreased from $2,857 in FY 2015 to $1,670 in FY 2016 based on FY 2014 actual of $2,385 less 30% due to switching vendors for multi -function copiers which has decreased the cost by 30%. 6. Consultant Services decreased from $6,000 in FY 2015 to $0 in FY 2016 due to a one-time improvement package approved in FY 2015 for a safety consulting firm to provide an assessment of compliance with regulations. 7. Criminal Background Check decreased from $29,120 in FY 2015 to $22,355 in FY 2016 based on actual cost for FY 2015. Revenue 8. Revenue received from Enterprise Funds for administrative overhead charges has decreased from $174,365 in FY 2015 to $123,662 in FY 2016. -89- PERSONNEL OFFICE The Personnel Office is committed to providing expertise in attracting, developing and sustaining a high quality workforce committed to excellent services. City Manager's Office Personnel Office Expenditures and Resources by Department and Category Budget Highlights FY 2013/14 Y 2014/15 Actual Adopted FY 2014115 FY 2015116 Amended Recomm'd % Change from Adopted FY 2014/15 Employee Expense Supplies and Services Machinery and Equipment Total Resources Administrative OH Recharges Misc. Reimbursements Total Property Tax Support Percent Increase (Decrease) 348,041 71,725 1,056 420,822 147,993 9,169 157,162 263,660 325,699 84,298 2,500 412,497 174,365 174,365 238,132 324,835 102,678 2,500 430,013 174,365 174,365 255,648 323,884 70,752 2,100 396,736 123,662 123,662 273,074 Personnel - Authorized FTE 3.63 3.63 3.63 3.63 -90- - 0.6% -16.1% -16.0% - 3.8% -29.1% 0.0% -29.1% 34,942 14.67% PERSONNEL OFFICE SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE LEADING TO OUTCOMES PEOPLE Improve the productivity and efficiency of operations by continuing organizational development and team building with emphasis on development of supervisory staff, improved intra and interdepartmental effectiveness through the use of Employee Involvement Teams and maintenance of management skills and processes. PLANNING The Personnel Office works with all City Departments and Division to ensure vacancies are filled and highly skilled employees are available to carry out City Planning Initiatives. PARTNERSHIPS The Personnel Office works with local partners including United Way, Prescott School, Crescent Community Health Center, Maria House, Multicultural Family Center, the Dubuque Area Labor Management Council and the Road to Success/Bridges Initiative. -91- PERSONNEL OFFICE Overview The City of Dubuque Personnel Office is responsible for carrying out all the activities essential to the effective administration of the personnel function. Responsibilities for the Personnel Office include: •Administering the position classification and pay plan •Assisting operating departments in the areas of recruitment, selection, placement, and training of employees •Representing the City in collective bargaining with five employee unions and administering union contracts •Maintaining centralized personnel records •Administering the Non -bargaining Unit Personnel Manual •Administering all benefits •Overseeing the safety function •Ensuring compliance with state and federal employment related laws and regulations •Administering, through the Health Care Committee, health, prescription drug, dental, life, and disability insurance plans •Inputting and maintaining payroll data for all employees •Maintaining all workers compensation records and coordinating claims management with the third party administrator and department managers Funding Summary FY 2013/14 Actual FY 2014/15 Adopted FY 2015/16 Recommended Expenditures $420,822 $412,497 $396,736 Resources $157,162 $174,365 $123,662 Position Summary FY 2015/16 FTE's Personnel Manager 1.00 Personnel Assistant 1.00 Secretary 1.63 Total FTE's 3.63 Supporting City and Community Goals Partnering for a Better Dubuque • The Personnel Office works with local partners including United Way, Prescott School, Crescent Community Health Center, Marie House, Multicultural Family Center, The Dubuque Area Labor Management Council and the Road to Success/Bridges Initiative -92- PERSONNEL OFFICE Financially Responsible City Government and High Performance Organization • Identify opportunities to contain the increase in cost of the health insurance program • Analyze the impact of the Affordable Care Act • Continue succession planning efforts • Work with City departments to ensure a safe and healthy work environment • Review and modify the City's recruitment effort to attract a larger number of women and people of color to apply for City positions. • Continue to seek out opportunities and best management practices in leadership training • Seek out additional opportunities to use employee involvement teams and labor management committee Social/Cultural Vibrancy • Support Every Child/Every Promise and assist departments in implementing this policy • Continue staff participation on the ICC Steering Committee to increase understanding across cultures when delivering City services and creating a welcoming community and organization. • Continue staff participation in sustainability education Performance Measures rPersonnel Office — Activity Statement The Personnel Office is committed to providing expertise in attracting, developing and sustaining a high quality workforce committed to excellent services. Goals ■ Promote a safe, equitable and healthy work environment for all employees and to create an organization of intercultural competencies. • Provide compensation and benefits plan that promotes a satisfied and engaged workforce. ■ Insure fair, equitable and uniform treatment of bargaining unit employees and to insure uninterrupted City operations. • Ensure equal employment opportunities for all employees and applicants for employment. -93- PERSONNEL OFFICE Objective: Assist City Departments in the areas of recruitment, selection, placement, retention and training of employees. The Personnel Office provides leadership and services to maximize the potential and ability of employees and promote employee success. • Top talent is recruited by coordinating advertising, screening, interviewing, testing and selection • Support the development and maintenance of the City's classification system to ensure competitive salaries to enable the City to hire and retain the best qualified employees Objective: Provide City of Dubuque emp oyees and their famlies with a competitive benefits package consisting of a comprehensive, yet cost effective program for health, life and long-term disability benefits. The City is able to attract and retain highly skilled employees by providing a competitive compensation and benefit package resulting in high quality and innovative services for the Citizens of Dubuque. Maintain a comprehensive and sustainable benefits package: • Analyze benefits and recommend changes as needed to ensure a competitive benefit package • Oversee the medical, prescription drug, disability and life insurance programs, the flexible spending program and all other employee benefit programs • Minimize healthcare premium increases for the City and employees Objective: Promote collaborative and effective labor management relationships while representing the public's interests in all bargaining matters. The Personnel Office collaborates with City Department's to achieve mutually beneficial labor agreements while providing assistance in resolving disputes, addressing performance issues and preventing or mitigating disciplinary matters. • Represent the City in collective bargaining and administer union contacts for five employee unions -94- Calendar Year 2012 Calendar Year 2013 Calendar Year 2014 Retirements 28 20 17 Vacancies 90 86 88 Applications Processed 6,035 3,909 3,173 Civil Service Applications 794 1,062 949 Objective: Provide City of Dubuque emp oyees and their famlies with a competitive benefits package consisting of a comprehensive, yet cost effective program for health, life and long-term disability benefits. The City is able to attract and retain highly skilled employees by providing a competitive compensation and benefit package resulting in high quality and innovative services for the Citizens of Dubuque. Maintain a comprehensive and sustainable benefits package: • Analyze benefits and recommend changes as needed to ensure a competitive benefit package • Oversee the medical, prescription drug, disability and life insurance programs, the flexible spending program and all other employee benefit programs • Minimize healthcare premium increases for the City and employees Objective: Promote collaborative and effective labor management relationships while representing the public's interests in all bargaining matters. The Personnel Office collaborates with City Department's to achieve mutually beneficial labor agreements while providing assistance in resolving disputes, addressing performance issues and preventing or mitigating disciplinary matters. • Represent the City in collective bargaining and administer union contacts for five employee unions -94- Recommended Operating Revenue Budget - Department Total 67 -PERSONNEL Fund Account Account Title FY13 Actual FY14 Actual FY15 Adopted FY16 Recomm'd Revenue Revenue Budget Budget 100 53605 MISCELLANEOUS REVENUE 100 53620 REIMBURSEMENTS -GENERAL 6,419 0 9,148 21 0 0 0 0 53- MISCELLANEOUS 6,419 9,169 0 01 100 59610 FR WPC OPERATING 100 59620 FR STORMWATER OPERATING 100 59630 FR PARKING OPERATING 100 59640 FR WATER UTILITY 100 59670 FR REFUSE COLLECTION 100 59940 FR DMASWA 32,269 36,031 41,491 21,014 1,347 1,388 8,226 14,667 9,869 6,380 7,366 7,567 0 34,779 40,286 0 33,053 48,752 53,708 56,999 20,051 20,663 23,288 23,415 59- TRANSFER IN AND INTERNAL 96,589 147,993 174,365 123,662 67 - PERSONNEL TOTAL 103,008 157,162 174,365 123,662 -95- Recommended Operating Expenditure Budget - Department Total 67 -PERSONNEL Fund Account Account Title FY13 Actual FY14 Actual FY15 Adopted FY 16 Recomm'd Expense Expense Budget Budget 100 100 100 100 100 100 100 100 100 100 100 100 61010 61020 61050 61099 61310 61320 61410 61411 61413 61415 61416 61660 FULL-TIME EMPLOYEES PART-TIME EMPLOYEES OVERTIME PAY WAGE ADJUSTMENT IPERS SOCIAL SECURITY HEALTH INSURANCE INSURANCE PREMIUM ADMINISTRATION COSTS WORKMENS' COMPENSATION LIFE INSURANCE EMPLOYEE PHYSICALS 208,651 21,762 5,168 0 20,420 17,196 33,123 690 19,890 1,006 184 372 214,886 24,601 3,244 0 21,671 17,808 43,322 1,037 20,364 925 184 0 215,041 22,289 0 4,847 21,194 18,156 42,840 0 0 901 431 0 219,033 22,702 0 0 21,587 18,493 37,440 0 3,300 890 439 0 61 - WAGES AND BENEFITS 328,463 348,041 325,699 323,884 100 62010 OFFICE SUPPLIES 3,776 2,192 3,852 2,236 100 62030 POSTAGE AND SHIPPING 3,080 3,620 3,234 3,801 100 62031 PROCESSING MATERIALS 312 322 325 345 100 62061 DP EQUIP. MAINT CONTRACTS 1,356 1,189 1,072 1,338 100 62090 PRINTING & BINDING 281 773 967 788 100 62110 COPYING/REPRODUCTION 2,801 2,385 2,857 1,670 100 62130 LEGAL NOTICES &ADS 0 723 0 0 100 62170 SUBSCRIPTIONS -BOOKS -MAPS 5,393 5,851 5,403 5,881 100 62190 DUES & MEMBERSHIPS 384 215 755 770 100 62208 GENERAL LIABILITY INSURAN 2,086 2,101 2,164 2,234 100 62310 TRAVEL -CONFERENCES 161 125 1,000 1,000 100 62320 TRAVEL -CITY BUSINESS 310 152 1,500 1,500 100 62360 EDUCATION &TRAINING 5,666 19,298 8,680 9,310 100 62421 TELEPHONE 1,507 1,051 1,070 1,051 100 62436 RENTAL OF SPACE 920 480 480 480 100 62660 DATA PROCESSING 3,054 3,206 3,795 3,955 100 62663 SOFTWARE LICENSE EXP 9,024 9,024 9,024 9,038 100 62697 LABOR RELATIONS 1,598 2,235 3,000 3,000 100 62716 CONSULTANT SERVICES 0 0 6,000 0 100 62717 CRIMINAL BACKGROUND CHECK 19,662 16,733 29,120 22,355 100 62731 MISCELLANEOUS SERVICES 55 52 0 0 62 - SUPPLIES AND SERVICES 61,426 71,726 84,298 70,752 100 71111 DICTATION EQUIPMENT 0 1,056 0 0 100 71124 MICRO -COMPUTER 0 0 0 2,100 100 71214 FILES 0 0 2,500 0 71 - EQUIPMENT 0 1,056 2,500 2,100 67- PERSONNEL TOTAL 389,889 420,822 412,497 396,7361 -96- Recommended Expenditure Budget Report by Activity & Funding Sounce 67 - PERSONNEL HUMAN RESOURCES - 72700 FUNDING SOURCE: GENERAL Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget EQUIPMENT 0 1,056 2,500 2,100 SUPPLIES AND SERVICES 61,426 71,726 84,298 70,752 WAGES AND BENEFITS 328,463 348,041 325,699 323,884 HUMAN RESOURCES 389,889 420,822 412,497 396,736 PERSONNEL TOTAL $389,888.64 $420,822.49 $412,497.00 $396,736.00 -97- CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 67 PERSONNEL DEPT. FD JC WP -GR JOB CLASS 61010 Full Time Employee Expense 100 9300 GE -41 HUMAN SERVICES MANAGER 100 9100 GE -31 PERSONNEL ASSISTANT 100 0225 GE -25 SECRETARY TOTAL FULL TIME EMPLOYEES 61020 Part Time Employee Expense FY 2014 FY 2015 FY 2016 FTE BUDGET FTE BUDGET FTE BUDGET 1.00 109,291 1.00 1.00 60,907 1.00 1.00 44,624 1.00 3.00 214 822 3.00 110,930 1.00 61,821 1.00 45,516 1.00 218,267 3.00 111,317 62,042 45,674 219,033 100 0225 GE -25 SECRETARY 0.63 22,289 0.63 22,623 0.63 22,702 TOTAL PART TIME EMPLOYEES 0.63 22,289 0.63 22,623 0.63 22,702 TOTAL PERSONNEL DEPT 3.63 237,111 3.63 240,890 3.63 241,735 -98- ACCT FD JC Personnel/Human Services - 10072700 61010 100 0225 10072700 61010 100 9300 10072700 61010 100 9100 Personnel/Human Services - 10072700 61020 100 0225 CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY WP -GR POSITION CLASS FT General Fund GE -25 SECRETARY GE -41 PERSONNEL MANAGER GE -31 PERSONNEL ASSISTANT Total PT General Fund GE -25 SECRETARY Total Run Date: 01/21/15 FY 2014 FY 2015 FY 2016 FTE BUDGET FTE BUDGET FTE BUDGET 1.00 1.00 1.00 3.00 0.63 44,624 109,291 60,907 214,822 0.63 1.00 1.00 1.00 3.00 22,289 0.63 22,289 0.63 45,516 110,930 61,821 218,267 22,623 22,623 1.00 45,674 1.00 111,317 1.00 62,042 3.00 219,033 0.63 22,702 0.63 22,702 TOTAL PERSONNEL DEPT. 3.63 237,111 3.63 240,890 3.63 241,735 -99- -100- Public Information Office -116- PUBLIC INFORMATION OFFICE Budget Highlights Employee Expense Supplies and Services Machinery and Equipment Total Resources Administrative OH Recharges Misc. Reimbursements Stormwater Charges Cable TV Charges Total Property Tax Support Percent Increase (Decrease) Personnel - Authorized FTE FY 2013/14 Actual 262,103 105,941 1,372 369,416 43,698 431 260,567 304,696 FY 2014/15 Adopted 346,349 117,333 8,914 472,596 55,718 73,331 267,464 396,513 FY 2014/15 Amended 344,758 121,333 8,914 475,005 55,718 73,331 271,260 400,309 FY 2015/16 Recomm'd 346,577 122,966 438 469,981 40,598 66,067 270,551 377,216 % Change from Adopted FY 2014/15 0.1% 4.8% - 95.1% - 0.6% - 27.1% 0.0% - 9.9% 1.2% - 4.9% 64,720 76,083 74,696 92,765 16,682 21.93% 3.00 4.13 4.13 4.25 Improvement Package Summary Geographic Information Systems 1 of 2 This decision package would provide funding for a full-time Geographic Information Systems (GIS) Specialist (GE30-D). The addition of a GIS Specialist to the GIS staff will increase the quality and quantity of GIS data and projects being completed within the City of Dubuque organization. This position will report to the GIS Coordinator/Analyst. The primary responsibility of this individual will be to create, edit, and maintain GIS and mapping projects for departmental requests. This individual will also be responsible for assisting the GIS Coordinator/Analyst with GIS data management and maintenance (21 % of this position would be charged to the sanitary sewer fund). Being partially funded by Public Works, this individual will also work directly with Public Works staff to improve Public Works -specific GIS data and mapping, including winter maintenance routes, street overlay projects, sanitary and storm sewer maintenance and inspection, refuse collection management, and CIP/Construction mapping applications. GIS has proven to be an integral tool in the City's economic prosperity, social/cultural vibrancy, and environmental integrity. It is an irreplaceable tool for managing growth, promoting economic development, and managing infrastructure. Between October 1, 2013 and October 1, 2014, the GIS Coordinator/Analyst received 382 requests for maps, digital data, and mapping applications. Below is a breakdown of requests by department/agency: -117- 90 80 70 60 50 40 30 20 10 0 Number of Requests by Department conomic Developme c own N t,', ' 5 2 v E v E a V = N N � 1 LL N T �-i' own v a v W ❑ N En T.) J E W Public Works o r Q - Q [O Dubuque County GIS OA 0) r c pp C U C U 0 U U L 0 N - • C p •p pp 'p J d N a . - LD •5 p b cw c m E o U U1 = N CO D a Community Foundadon W Neighborhoods This data does not include requests for software assistance, training, or general GIS help. The demand for maps and data creation continues to increase as more departments realize the advantages of GIS as a mapping and asset management tool. This demand continually monopolizes the time of the GIS Coordinator/Analyst, thus prohibiting her from achieving her strategic objectives and promoting the advancement of geospatial tools, data structure and development, devoting time to larger projects, GIS expansion into other departments, and citizen engagement. The number of requests is also prohibitive of the GIS Coordinator/Analyst completing each project with the attentive detail each project deserves, favoring a quick -turnaround over the more desirable data development and project management. The GIS Coordinator/Analyst has attempted to train staff from various city departments on using GIS on their own to create and manage their own data and maps, and in some instances, that has been successful and the number of maps has decreased. However, it is apparent the demand for more detailed and technical support is necessary, and it is unlikely other departments, especially with their already heavy workloads, are going to be willing or able to take on these additional GIS tasks. This improvement package directly supports several of Management Agenda 2013-2015 goals: Dubuque Initiatives, Workforce Market -Rate Housing, Automatic Vehicle Location (AVL) for Transit, City Operations: Sustainability Performance Measures, Fats/Oils/Grease: Policy, Program, and Enforcement, Territory Accountability Design: Targeted Actions, Local ADA Compliance Program, Inflow and Infiltration Program/Home Inspections: EPA Consent Decree Implementation, Flood Wall: Funding, Evaluation, Cell Protection, Statewide Urban Design and Specification City Engineering Standards (SUDAS) City Engineering Standards: Update, Downtown Loan Program: Implementation Water and Sewer Service Extension to City Residents and Businesses, Handicap Accessibility for Parks: Direction, Smart Transportation Program, Roundabout: ROW Acquisition a/University/Asbury b/Radford/Pennsylvania, Intermodal Transportation Facility in Historic Millwork District, Records Management and Retention, New Computer -Aided Drafting (CAD) Software, Emergency Police Dispatch and Emergency Fire Dispatch, Disaster Preparedness and Recovery Plan: Discussion, State -118- Revolving Fund (SRF) Green Alley Projects, Port of Dubuque Park Development, North Softening Basin Renovation Project, Comiskey Park Improvements, Northwest Arterial Trail — Bergfeld Recreation Trail Connection, Bunker Hill Golf Course Irrigation Improvements, Elm Street Reconstruction Project, Cedar Cross Road: Design, North Cascade Road: Design, and NW Arterial/Chavenelle Intersection Improvement Project. If this request is funded the seasonal intern position would be eliminated which would be a savings of $8,376. This position would be located at the City Hall Annex. Related Cost: $78,484 — Tax Funds — Recurring Related Cost: $ 6,880 — Tax Funds — Non -Recurring Related Savings: ($8,376) — Tax Funds — Recurring Related Revenue: $ 4,179 — Sanitary Sewer User Fees — Recurring Related Revenue: $ 2,917 — Stormwater User Fees — Recurring Related Revenue: $ 1,505 — Parking User Fees — Recurring Related Revenue: $ 0 — Water User Fees — Recurring Related Revenue: $11,336— Refuse User Fees — Recurring Related Revenue: $ 4,657 — Landfill User Fees - Recurring Related Revenue: $ 366 — Sanitary Sewer User Fees — Non -Recurring Related Revenue: $ 256 — Stormwater User Fees — Non -Recurring Related Revenue: $ 132 — Parking User Fees — Non -Recurring Related Revenue: $ 0 — Water User Fees — Non -Recurring Related Revenue: $ 994 — Refuse User Fees — Non -Recurring Related Revenue: $ 408 — Landfill User Fees — Non -Recurring Total Net Cost: $50,238 Property Tax Impact: +$.02231+.20% Activity: Geographic Information Systems Recommend - No 2 of 2 This decision package would provide funding for a full-time Geographic Information Systems (GIS) Analyst (GE -31 D). The addition of a GIS Analyst to the GIS staff is necessary to facilitate the development of mobile GIS and web -mapping applications requested by City departments and strategic partners. This individual will be responsible for both assisting the GIS Coordinator/Analyst and working with the Lead Network Application Manager in creating and managing customized mobile, GPS, and web -mapping applications based on GIS. This position will also handle department -specific projects as assigned by the GIS Coordinator/Analyst. In the 2009 Visioning Workshop, City decision makers identified several mapping and data applications that would be beneficial both internally and externally, including a City of Dubuque web map, economic development tools for site location, construction project/CIP mapping, urban tree canopy/tree inventory application, and sustainable resources mapping. The GIS Coordinator/Analyst has already deployed a number of mobile mapping applications, including one for I&I inspections, one for stormwater runoff at construction sites, and one for sidewalk maintenance. Each of these projects has required collaboration with other departments and agencies, a large amount of time for project workflow and design, testing and deployment. The GIS Coordinator/Analyst has been working closely with the City's Economic Development Department to find ways to promote and market existing storefronts and available land in the City's commercial areas. We feel a map -based web application would be the most effective way to showcase these properties, but the current workload of the GIS Coordinator/Analyst is going to make this task challenging, if not impossible, to complete without dropping other projects or being unable to assist other departments in their equally -important projects. Some of the these larger projects, such as those for including ones related to economic development opportunities and -119- sustainability, will require constant manual updates to be effective marketing and decision-making tools for the City. A GIS Analyst would be the perfect position to not only manage these applications, but also work effectively and efficiently with all those departments wanting to share their story. Data and asset management has seen a swift change in the past few years with the popularity of mobile devices for collecting and retrieving data. The City's GIS is equipped with the data and software to move the City in this direction, but is deficient in staff to create and manage the related applications and development. From October 1, 2013 to October 1, 2014, the GIS Coordinator/Analyst received 382 different data, map, and mobile map requests. The continued increased demand for maps and data creation continues to monopolize the time of the GIS Coordinator/Analyst, prohibiting her from developing or maintaining any new or current mobile, GPS, or web -mapping applications. Various City departments have approached the GIS Coordinator/Analyst with interest in deploying these types of applications for their department's data management needs, but due to her current work load, time cannot be allotted for these activities. The GIS Coordinator/Analyst has attempted to train staff from various city departments on using GIS on their own to create and manage their own data and maps, and in some instances, that has been successful and the number of maps has decreased. However, it is apparent the demand for more detailed and technical support is necessary, and it is unlikely other departments, especially with their already heavy workloads, are going to be willing or able to take on these additional GIS tasks. This improvement package directly supports several of Management Agenda 2013-2015 goals: Dubuque Initiatives, Workforce Market -Rate Housing, Automatic Vehicle Location (AVL) for Transit, City Operations: Sustainability Performance Measures, Fats/Oils/Grease: Policy, Program, and Enforcement, Territory Accountability Design: Targeted Actions, Local ADA Compliance Program, Inflow and Infiltration Program/Home Inspections: EPA Consent Decree Implementation, Flood Wall: Funding, Evaluation, Cell Protection, Statewide Urban Design and Specification City Engineering Standards (SUDAS) City Engineering Standards: Update, Downtown Loan Program: Implementation Water and Sewer Service Extension to City Residents and Businesses, Handicap Accessibility for Parks: Direction, Smart Transportation Program, Roundabout: ROW Acquisition a/University/Asbury b/Radford/Pennsylvania, Intermodal Transportation Facility in Historic Millwork District, Records Management and Retention, New Computer -Aided Drafting (CAD) Software, Emergency Police Dispatch and Emergency Fire Dispatch, Disaster Preparedness and Recovery Plan: Discussion, State Revolving Fund (SRF) Green Alley Projects, Port of Dubuque Park Development, North Softening Basin Renovation Project, Comiskey Park Improvements, Northwest Arterial Trail — Bergfeld Recreation Trail Connection, Bunker Hill Golf Course Irrigation Improvements, Elm Street Reconstruction Project, Cedar Cross Road: Design, North Cascade Road: Design, and NW Arterial/Chavenelle Intersection Improvement Project. Related Cost: $81,816— Tax Funds — Recurring Related Cost: $ 3,440 — Tax Funds — Non -Recurring Related Revenue: $ 4,357 — Sanitary Sewer User Fees — Recurring Related Revenue: $ 3,041 — Stormwater User Fees — Recurring Related Revenue: $ 1,569 — Parking User Fees — Recurring Related Revenue: $ 0 — Water User Fees — Recurring Related Revenue: $11,817 — Refuse User Fees — Recurring Related Revenue: $ 4,854 — Landfill User Fees - Recurring Related Revenue: $ 183 — Sanitary Sewer User Fees — Non -Recurring Related Revenue: $ 128 — Stormwater User Fees — Non -Recurring Related Revenue: $ 66 — Parking User Fees — Non -Recurring Related Revenue: $ 0 — Water User Fees — Non -Recurring -120- Recommend - No Related Revenue: $ 497 — Refuse User Fees — Non -Recurring Related Revenue: $ 204 — Landfill User Fees — Non -Recurring Total Net Cost: $28,000 Property Tax Impact: +$.01241+.11% Activity: Geographic Information Systems Public Information Office 1 of 1 This decision package would provide funding for the City to annually print two issues of the City Focus magazine and one Annual Report. Printing costs for each of the 16 -page magazine -style documents are estimated at $18,000 for 32,000 copies per issue. The preferred distribution method is by U.S. mail. Additionally, this increase includes an allowance of $4,800 for four utility bill inserts for mailings that do not include a City News newsletter. Over the course of the year, new programs/services are developed and can be promoted to utility customers in the form of a handout with no postage costs. Currently, there is no budget to fund these print projects. The FY 2015 printing budget of $41,942 allows for the printing of 6 issues per year of the City News newsletter, which is distributed to utility customers every other month with their utility bill. The remaining $35,174 is used to print and distribute the City Focus magazine, with a small amount used for miscellaneous publication printing. The current printing and distribution method for the City Focus consists of printing approx. 35,000 copies and mailing them directly to every postal address within the city limits and all addresses approx. two miles beyond the city limits (excluding Asbury addresses). This costs approximately $20,000 per 24 -page issue for printing, postage, and handling — which only allows for one issue of the City Focus to be produced and distributed per year at the current funding level. Current Printing & Binding Budget: $41,942 Proposed Costs: - City News: $6,528 - City Focus (two issues/year): $36,000 - Annual Report: $18,000 - Utility Bill Inserts: $4,800 Total Proposed Costs: $65,328 Difference/Requested Increase: $23,386 If funded, this improvement package would support many of the City Council goals and priorities by increasing community knowledge of City projects, initiatives, and services. It would also allow for more frequent and regular distribution of detailed information to residents and businesses. The 16-24 page format of the City Focus magazine and Annual Report allows for in-depth descriptions of major projects and initiatives as well as the inclusion of color photographs and other graphics. Related Cost: $23,386— Tax Funds — Recurring Related Revenue: $1,245— Sanitary Sewer User Fees — Recurring Related Revenue: $ 869 — Stormwater User Fees — Recurring Related Revenue: $ 448 — Parking User Fees — Recurring -121- Recommend - No Related Revenue: $ 0 — Water User Fees — Recurring Related Revenue: $3,378 — Refuse User Fees — Recurring Related Revenue: $1,388 — Landfill User Fees - Recurring Total Net Cost: $16,058 Property Tax Impact: +$.00711+.06% Activity: Public Information Office Significant Line Items at Maintenance Level (Without Recommended Improvement Packages) Employee Expense 1. The City wage plan for non -bargaining unit employees will not increase and bargaining unit employees will receive a 2.25% wage increase in FY 2016. 2. The Iowa Public Employee Retirement System (IPERS) City contribution remains at 8.93% and the employee contribution remains at 6.18% in FY 2016. 3. The City portion of health insurance expense decreased from $1,190 in FY 2015 to $1,040 in FY 2016 per month per contract, resulting is a savings of $5,400. 4. The seasonal Architectural Intern position was approved to begin January 1, 2015, FY 2016 reflects a full year for this position (+.12 FTE). Supplies & Services 5. Software License increased from $33,464 in FY 2015 to $37,459 in FY 2016 due to the annual maintenance cost for CivicSend Module for Civic Plus (+$995) and WebQA Mobile Application (+$3,000). Revenue 6. Revenue received from Enterprise Funds for administrative overhead charges has decreased from $55,718 in FY 2015 to $40,598 in FY 2016 and represents recharges for the GIS Coordinator/Analyst. -122- PUBLIC INFORMATION OFFICE The City of Dubuque Public Information Office (P10) facilitates an accurate and consistent flow of public information to the City's various constituencies to increase public awareness about the activities, programs, and services provided by the City of Dubuque City Manager's Office Public Information Office Cable TV Division Geographic Information Systems Expenditures and Resources by Department and Category Budget Highlights FY 2013/14 Actual FY 2014/15 Adopted FY 2014/15 FY 2015/16 Amended Recomm'd °lo Change from Adopted FY 2014/15 Employee Expense Supplies and Services Machinery and Equipment Total Resources Administrative OH Recharges Misc. Reimbursements Stormwater Charges Cable TV Charges 260,567 Total 304,696 262,103 346,349 344,758 346,577 105,941 117,333 121,333 122,966 1,372 8,914 8,914 438 369,416 472,596 475,005 469,981 43,698 55,718 55,718 431 - 73,331 73,331 267,464 271,260 396,513 400,309 Property Tax Support 64,720 76,083 74,696 Percent Increase (Decrease) Personnel - Authorized FTE 3.00 4.13 4.13 Includes Public Information Office, Cable TV Division and Geographic Information Systems. -123- 40, 598 66,067 270, 551 377,216 92,765 4.25 0.1% 4.8% -95.1% -0.6% -27.1% 0.0% -9.9% 1.2% -4.9% 16,682 21.93% PUBLIC INFORMATION OFFICE SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES PEOPLE Public Information Office staff serve on Leadership Team, the Green Team, the Employee Recognition Committee, Convention and Visitors Bureau Advisory Board, Multicultural Family Center Marketing Committee, The Jule Marketing Committee, and the Local Emergency Preparedness Committee. PLANNING The Public Information Office supports all departments/divisions in their planning activities and assists with promoting opportunities and tools to provide public input into those processes. PARTNERSHIPS The Public Information Office frequently collaborates with Greater Dubuque Development Corporation, Community Foundation of Greater Dubuque, Dubuque Area Convention and Visitors Bureau, Dubuque Area Chamber of Commerce, East Central Intergovernmental Association, Dubuque Main Street, and Dubuque Community School District. -124- PUBLIC INFORMATION OFFICE Overview The Public Information Office functions as the public relations arm of the City communicating the goals and activities of city government to the city's many publics, both internal and external. The Public Information Office oversees the Cable TV Coordinator and Geographic Information System Coordinator/Analyst. Services provided by the Public Information Office include: • Public Relations Services for City Departments & Divisions The Public Information Office works with the City Manager, City Departments and Division staff, and related committees, to develop and implement public relations and marketing strategies. • Publications & Graphic Design The Public Information Office assists the City Manager, departments and divisions with content development and graphic design assistance for print publications, event displays, signage, direct mail, and other media. • Website Management and Training The Public Information Office is responsible for the overall management of the City's website and citizen response management system and supports departments and divisions through training and direct assistance with their online content management. • Media Relations The Public Information Office issues news releases and announcements to area media outlets to publicize information related to City programs and services. Additionally, the office serves as a central contact for media inquiries and facilitates interview requests and requests for information. • Speeches and Presentations The Public Information Office assists the Mayor, City Manager, City departments and divisions, and City partners with speeches, presentations, support materials, award applications/nominations, mailings, and general correspondence. • Special Events The Public Information Office coordinates special events for the City organization including City Expo, ribbon -cutting and groundbreaking ceremonies for major projects, media conferences, and some community visits and tours. • Bee Branch Watershed Flood Mitigation Project Communications The Bee Branch Watershed Communications Specialist is a member of the Public Information Office staff and coordinates all communications and -125- PUBLIC INFORMATION OFFICE outreach efforts related to the Bee Branch Watershed Flood Mitigation Project. • Photography and Audio/Visual Assistance The Public Information Office provides general photography and audio/visual assistance by coordinating photo shoots, maintaining a catalog of available photos, and assisting departments in utilizing City photos. The Public Information Office also provides audio/visual support to the City Manager's Office and Mayor for a variety of presentations. • Speakers Bureau The Public Information Office provides a Speakers Bureau Program free of charge to any local business, school or organization. The Speakers Bureau is comprised of City employees available to share information about the programs and services the City of Dubuque provides. Funding Summary FY 2013/14 Actual FY 2014/15 Adopted FY 2015/16 Recommended Expenditures $260,567 $340,795 $336,618 Resources $260,567 $340,795 $336,618 Position Summary FY 2015/16 FTE's Public Information Officer 1.00 Communications Specialist 0.75 Bee Branch Communications Specialist 1.00 Total FTE's 2.75 Supporting City and Community Goals Planned and Managed Growth • Assisting with marketing Comprehensive Plan rewrite process • Assisted with publications related to and promotion of Inflow & Infiltration Program • Coordinated ribbon -cutting event for Water & Resource Recovery Center • Assisted with promotion of Washington Street Rowhouses and other rehabbed properties available for sale • Assisted with promotion of Housing Choice Voucher Program through City Focus magazine on Housing and Community Development Department -126- PUBLIC INFORMATION OFFICE Partnering for a Better Dubuque • The Public Information Office promoted partnerships and partner initiatives including Multicultural Family Center, Inclusive Dubuque, Sustainable Dubuque, Smarter Sustainable Dubuque, Washington Neighborhood Development Corporation, Project HOPE, Opportunity Dubuque, Bridges Out of Poverty, Third Grade Reading Initiative, Dubuque Area Convention and Visitors Bureau, and Historic Millwork District Improved Connectivity — Transportation and Telecommunications • Continued coordination of and utilization of social media to connect with residents and stakeholders • Coordinated publicity efforts related to 2014 One -Way to Two -Way Street Conversion Project • Assisted The Jule staff with promotion of new routes and service modifications • Assisted Iowa DOT with public information related to 2014 Julien Dubuque Bridge Project and US 52/61/151 project Economic Prosperity • Publicized significant awards and recognitions related to Dubuque's economic environment • Maintained accurate listing of City awards and recognitions for use in community marketing • Assisted with presentations to visiting delegations, executives, and prospective businesses Social/Cultural Vibrancy • Promotion of Inclusive Dubuque initiative • Promotion of City Life program • Produced Art on the River brochure, assisted with online gallery, and exhibit opening event • Assisted with promotion of annual arts and cultural affairs grant programs • Assisted with Multicultural Family Center Annual Report development Environmental Integrity • Promoted DBQ IQ Water Management tool to utility customers • Assisted with Bee Branch Watershed Flood Mitigation Project communications related to first round of Green Alley conversions Financially Responsible City Government and High Performance Organization • Publicized public input opportunities as part of annual budget process • Publicized GFOA Award and Distinguished Budget Presentation Award -127- PUBLIC INFORMATION OFFICE Performance Measures Activity Statement Increase awareness and understanding of City services and programs and facilitate increased transparency of City government, to promote citizen trust and satisfaction in City government. Goals ■ Actively promote the services, programs, projects, and initiatives of the City of Dubuque to residents and stakeholders through publications, correspondence, online content, social media, media outlets, public access television, and presentations. ■ Maintain an up-to-date, comprehensive, and interactive City website for residents and stakeholders to access information and communicate with City staff and elected officials. ■ Foster positive relationships with local media by providing timely information and prompt ._---) responses to inquiries. Objective: Increase by 25% the number "Likes" for the City Facebook page and the number of followers of the City Twitter feed and increase by 10% the number of "subscribers" to the City's three key "Notify Me" Email and/or Text Notifications (News Releases, City Council Agendas & Minutes, and City News newsletter). As more and more people choose social media and other digital communications and their preferred way to receive information, the City must make these communication channels a high priority. The options listed above are a direct channel to residents and stakeholders; information is not filtered or modified and detailed information is made available. Action Plan: To achieve this objective, the benefits of these information sources will be promoted to residents and stakeholders. Those benefits include: • free, timely, and accurate information delivered directly to you; • links to additional details and background; and • opportunities to provide feedback. Instructions on how to "subscribe" will be promoted on through the City News newsletter, on CityChannel Dubuque, and at City Expo. Current subscribers will also be encouraged to share with others. It will also be promoted in the new utility customer packet. -128- DID YOU KNOW? More than 2,100 Tweets and Retweets have been shared with @CityofDubuque followers since the account was created. More than 120 news items were distributed as "News Release" Notify Me messages in FY 2014. PUBLIC INFORMATION OFFICE January 2014 Benchmarks: • Twitter Followers = 1,081 • Facebook "Likes" = 726 • News Releases Notify Me Subscribers = 545 • City Council Agendas & Minutes Subscribers = 398 • City News Notify Me Subscribers = 413 October 20, 2014: • Twitter Followers = 1,651 (52.7% increase) • Facebook "Likes" = 850 (17.1% increase) • News Releases Notify Me Subscribers = 587 (7.7% increase) • City Council Agendas & Minutes Subscribers = 427 (7.3% increase) • City News Notify Me Subscribers = 444 (7.5% increase) It is important to note that these channels have not replaced traditional outreach such as news releases to media, printed newsletters, and other publications. Comparison of Social Media Followers Organization/Source City of Dubuque Facebook Likes Jan.2014 726 Facebook Likes 10/21/2014 850 % Change 17% Twitter Followers Jan.2014 1,081 Twitter Followers 10/21/2014 1,651 Change 53% TH Media/Telegraph Herald 4,985 5,944 19% 4,751 6,225 31% Dubuque Community Schools 1,526 1,826 20% 941 1,695 80% Dubuque365.com 9,532 11,960 25% 1,186 1,590 34% City of Ames 2,000 2,495 25% 3,469 4,477 29% City of Davenport 633 986 56% 1,061 1,718 62% City of Cedar Rapids 91 1,812 1,891% 3,986 5,255 32% -129- PUBLIC INFORMATION OFFICE Objective: Increase by 5% the public's utilization of City website tools to submit requests for city services and information. Most residents and stakeholders have access to the City's website which enables them to submit requests for service, questions, comments, complaints, and information requests at their convenience. This enables 24/7 access to local government — whenever is convenient for residents. By empowering residents and stakeholders to submit requests directly, they can monitor the progress on their request and receive responses directly from the appropriate department/division. Additionally, if more requests are submitted directly by residents, it will reduce the amount of time spent by staff taking calls and entering requests into the system. Action Plan: • Offer mobile app to enable residents to submit information via mobile devices • Consider rebrand/rename of "WebOA" citizen response management system Service Request Submitted by Residents in FY 2013 (July 1, 2012 — June 30, 2013): 2,529 Service Request Submitted by Residents in FY 2014 (July 1, 2013 — June 30, 2014): 2,320 8.3% decrease from FY2013 to FY2014 DID YOU KNOW? In FY 2014, 12,962 service requests were processed through WebQA, the City's citizen response management system. Of that total, 17.9% (2,320) were submitted directly through the website by residents. The remainder was entered into the system by City staff in response to phone calls and staff observations. Top Five Requests Submitted by Residents in FY2014 • Contact Us: 1,489 • The Jule TripMaker Request: 152 • Recycling Bin Request: 101 • Winter Yard Waste/Food Scraps Collection Appt.: 61 • I & I Inspection Appt.: 49 ❑ Other 214 Request Types: 1,852 -130- PUBLIC INFORMATION OFFICE Objective: Conduct City website graphic redesign navigation system for website. Dubuque is a dynamic community and the Dubuque city government website should reflect that. The City website was redesigned and its navigation was modified during the spring of 2014. Action Plan: • The website and new features were promoted to residents and stakeholders over the summer/fall of 2014 after the new site was launched in July 2014. Top 10 Most -Frequently Used Search Terms on Website: July 1 — Oct. 1, 2014* ("Limited date range due to new site launch) 1. Housing (59) 2. Flora Pool (55) 3. Employment (54) 4. Hotels (53) 5. Softball (48) 6. Section 8 (44) 7. Jobs (43) 8. Shot Tower (38) 9. FOG (Fats Oils Grease) (34) 10. Eagle Point Park (29) project and improve DID YOU KNOW? In tracking website traffic, a "unique page view" is commonly calculated as the first time a specific IP address visits your site. From July— December 2013, the City website's index page received a monthly average of 13,750 unique page views. From July - September 2014*, the City website's index page received a monthly average of 15,708 unique page views, a 14.2% increase. Top Ten Page Visits (with exception of homepage): July 1 — Oct. 1, 2014* ("Limited date range due to new site launch) 1. Leisure Services (9,598) 2. Job Opportunities (6,661) 3. The Jule (6,575) 4. Dubuque Employment Opportunities (5,322) 5. Pay a Bill or Fine (5,080) 6. Flora Park Swimming Pool (4,732) 7. Police (4,613) 8. Utility Billing (3,946) 9. Citizen Support Center (3,701) 10. Miller Riverview Park & Campground (3,390) -131- GEOGRAPHIC INFORMATION SYSTEMS Geographic Information Systems (GIS) is responsible for the supervision, development, use, and maintenance of the City's Geographic Information System, and coordinates the aforementioned duties with other City departments, partners to City projects, other government groups and private sector businesses. City Manager's Office Public Information Office Geographic Information Services Expenditures and Resources by Department and Category FY 2013/14 Actual FY 2014/15 FY 2014/15 FY 2015/16 Adopted Amended Recomm'd % Change from Adopted FY 2014/15 Expenditures Employee Expense Supplies and Services Machinery and Equipment Total Resources Misc. Reimbursements Administrative OH Recharges Total 101,687 7,163 113,067 14,334 4,400 111,680 14,334 4,400 117,942 14,983 438 108,850 131,801 130,414 133,363 370 43,698 44,068 55.718 55,718 Property Tax Support 64,782 76,083 Percent Increase (Decrease) Personnel -Authorized FTE 1.25 1.50 55.718 40.958 55,718 40,958 4.3% 4.5% -90.0% 1.2% 0.0% -26.5% -26.5% 74,696 92,405 16,322 21.45% 1.50 1.50 -132- GEOGRAPHIC INFORMATION SYSTEMS SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES PEOPLE GIS has the unique opportunity to work with all departments on data collection and sharing. This allows the GIS Coordinator/Analyst to foster and promote communication between departments, eliminating siloes and improving efficiency in day to day operations of data management. PLANNING GIS works with all City Departments and Divisions by providing important information and maps for all City Planning Initiatives. CITY OF DUBUQUE m PARTNERSHIPS Partnerships are fundamental to the success of the City's Geographic Information System (GIS). GIS partners with all city departments and many external agencies, including the Greater Dubuque Development Corporation (GDDC), East Central Intergovernmental Agency (ECIA), Dubuque County, City and County Law and Emergency Response, and private development and consulting agencies. -133- GEOGRAPHIC INFORMATION SYSTEMS Overview GIS stands for Geographic Information System, which is a combination of computer hardware, software and geographic data which is used to perform data capture, analysis, cartographic map display and production, and asset management. The City of Dubuque uses GIS technology in all city departments and divisions. DID YOU KNOW? The City of Dubuque has over 600 GIS data layers in its main database. That doesn't include the hundreds of department -specific data layers maintained elsewhere! GIS, as it relates to the City of Dubuque, is very complex. GIS is an office of one person: the GIS Coordinator/Analyst. GIS has evolved significantly since its inception in 1996. What began as a mapping tool has evolved into a massive data store of geographic information and a library of Dubuque- and geographic -specific data. This data is used for everything from the creation of a simple road map of the City to a highly complex and complete asset management system for the city's infrastructure and maintenance activities. The GIS office manages all functions related to the City's GIS as shown below: Plotter Maintenance Data creation Mapping and data development for City Departnen� Provides data and information to consultants and partnering agencies Source of advanced data manipulation and calculation e Custom map and data capture application development Implementation of 3rd party software with GIS %anagement of GIS users and editors Supervisionok GISseasonal Technician Policies, procedures, and standards Web map Mobile project development development -134- Management of versions reconciliation / posting to default database GIS Training opportunities for staff GIS general and technical support Data and database design GEOGRAPHIC INFORMATION SYSTEMS Data Creation: The majority of the information maintained in the City's GIS has been created by the GIS Coordinator/Analyst or city staff. Some of the data in the GIS is maintained by external sources, including Dubuque County, the Iowa Department of Natural Resources, FEMA, and aerial photography firms. Mapping and data development for City Departments: While every department is using GIS in some capacity, some departments rely solely on the GIS office for the creation of their data, maps, and analysis. Between October 1, 2013 and October 1, 2014, the GIS office received 314 individual requests for mapping projects, data requests, mobile and web -mapping applications from city departments only. Most of these projects are not a one-time request — most included numerous revisions and development of project - specific data which is housed outside the central GIS database. Data Editing/Modification: GIS data requires constant updates, edits, and modifications. Data editing can be as simple as adding or deleting a feature (a parking meter or a building), and as complex as reassigning or constraining field values on a data set. While some departments and divisions maintain their own GIS information (Water Distribution, Fire, Planning Services, and Engineering), the GIS office is tasked with the majority of the edits in the GIS database. Management of GIS Users and Editors: Originally, there were only a handful of GIS users and editors in the City organization. Now, there are over 250 GIS users in the organization. The majority of GIS data layers are available to all users, but some are constrained to use by department, and even more are constrained for editing purposes to a small number of GIS editors. The number of GIS editors is closely managed to maintain integrity of the database as a whole and to eliminate as much error as possible within the database. Management of Versions: Each GIS editor is assigned a version of data which they are allowed to edit. Within that version, the GIS editor can make changes to those data layers that they are allowed to edit. The GIS office manages the creation and organization of the versions established in the GIS database. Data Reconciliation/Posting to Default Database: No editors are allowed to directly edit the default GIS database. This eliminates the possibility of data being accidentally modified or deleted by users or editors. As described above, data editors edit data within a version. The GIS office is in charge of reconciling and posting the changes from the edited versions to the default GIS database. This includes a visual review of the changes that have been made to the data layer and deciding whether or not the changes made are relevant to the data layer, or have been made in error. -135- GEOGRAPHIC INFORMATION SYSTEMS GIS Training Opportunities for Staff: The GIS office provides regular training opportunities for city staff to learn how to use GIS. The training provided is hands-on for the users and works through general GIS tasks such as turning GIS layers on and off in the software, color -coding the layers based on its attribute information, and creating simple maps for themselves or their projects. The GIS office also provides more advanced training sessions related to editing or making more advanced maps, and also provides one-on-one training for current and new users as requested. GIS General and Technical Support: When users have questions about how to do something in GIS, the GIS office acts as the one-stop support desk for these inquiries. Sometimes the requests are something that can be easily explained or demonstrated, while others require more in-depth work or assistance. In some cases, the GIS office calls on the technical expertise of our software provider, ESRI, for assistance. All technical support requests are required by ESRI to flow through a single point of contact, and the GIS Coordinator/Analyst serves as this liaison. Data and Database Design: The data that is created for use in GIS has to be carefully designed and implemented to be useful. Data and database development takes place in the GIS office. The requested data layer is analyzed and designed to meet the needs of multiple users and departments, and sometimes this task requires some research and planning prior to data creation. Data is also available in many file types. While the majority of GIS data is still added to maps as a single data layer, more and more of our data is being published to a mapping or image service. Accessing data through mapping or image services, developed solely within the GIS office, allows users a more efficient use of some data types, especially aerial imagery, which can be very large in size and can slow down your map if not accessed through a service. These published mapping and image services also allow for field GIS users to access up to date GIS information in a timely manner. Mobile Project Development: Mobile data collection has been an important part of GIS data development for a long time. Prior to the popularity of the tablet devices such as iPads, city staff was using GPS devices such as Trimble GeoExplorers to collect accurate field locations and attribution of data, such as manholes, hydrants, and parking meters. With tablet devices becoming more popular, cost effective, and easier to use than some of the GPS devices, much of our field data collection has transitioned toward the tablet devices. Currently, there are over 20 different mobile projects being used by various departments in the City organization. These mobile projects are developed exclusively in the GIS office and require special project design, version assignment, mapping and editing capabilities, and testing prior to their launch. -136- GEOGRAPHIC INFORMATION SYSTEMS Web map development: Web mapping has been around for a long time, but is only now becoming more utilized in the City organization. In the past, web mapping has been kind of broad and all-encompassing, but web mapping today has become more simplistic, more focused, and much easier to use. The GIS office is developing web mapping applications based on story telling — project -specific web maps that allow project managers and departments to tell a user-friendly story about their projects throughout the City. A story map of the Green Alley Reconstruction project shows the before and after pictures of the alleys being fixed, and also shows information related to the schedule of completion and location of those alleys. Policies, Procedures, and Standards: All policies, procedures, and standards related to the use of GIS in the City organization are designed and implemented by the GIS office. The GIS Coordinator/Analyst meets regularly with a GIS Advisory Group which discusses GIS issues and recommends ideas related to the policies, procedures, and standards for all users. The Advisory group is comprised of GIS users from various departments so many points of view are represented. Supervision of Seasonal GIS Technician: Since FY2008, the GIS Coordinator/Analyst has welcomed the addition of a seasonal GIS Technician for 13 weeks each summer. The position is designed to assist the GIS Coordinator/Analyst in data development and project completion during its tenure. The GIS Coordinator/Analyst is solely tasked with interviewing, hiring, supervising, and assisting this GIS Technician. Implementation of 3rd Party Software with GIS: As GIS becomes more widely recognized as an important mapping and asset management tool, more software vendors are incorporating GIS into their own software to boost productivity. When these additional softwares are implemented in the City organization, the GIS office is tasked with managing the GIS portion of this implementation. Sometimes, the implementation is very simple, and other times it is difficult and may require the creation of data, tables, or mapping services in order to be successful. Custom Map and Data Capture Application Development: For field workers and those new to GIS, the creation of a customized map or data capture application is crucial to the user's success with the program. The GIS office creates custom maps and data capture applications geared specifically to the task identified by the individual user. Source of Advanced Data Manipulation and Calculations: When GIS users are in need of advanced data manipulation, geoprocessing, or calculations, the GIS office. Examples of this include the generation of heat maps, consolidating and merging the attribute information from many layers into one, and clipping. -137- GEOGRAPHIC INFORMATION SYSTEMS Provides GIS Data and Information to Consultants and Partnering Agencies: The GIS office provides a significant amount of geographic information to consultants and partnering agencies working on projects within the City of Dubuque. The majority of those projects are city -funded, yet others are private development. In FY13, the GIS office received 68 requests for geographic data from consultants and other external agencies. Maps for citizens: The GIS office occasionally gets the privilege of working with the citizens of Dubuque, answering questions about the highest point in the city, tallest buildings, and finding historical imagery of the community. If citizens come in and ask for maps of their property or any other aspects of the community, the GIS office is happy to help and provide those maps as requested. Plotter Maintenance: The GIS office is the unofficial caretaker of the City's large format plotter/scanner device. The GIS office ensures toner and paper are ordered and on hand for the plotter. The GIS office also provides assistance to users of the plotter by assisting and teaching users to load paper, reprint, change toner, scan and copy large - format prints, and resize/rotate digital documents for optimal plotter performance. Funding Summary FY 2013/14 Actual FY 2014/15 Adopted FY 2015/16 Recommended Expenditures $108,850 $131,801 $133,363 Resources $44,068 $55,718 $40,958 Position Summary FY 2015/16 FTE's GIS Coordinator/Analyst 1.00 Seasonal GIS Technician 0.25 Architectural Intern 0.25 Total FTE's 1.50 -138- GEOGRAPHIC INFORMATION SYSTEMS Supporting City and Community Goals Economic Prosperity • GIS is again a fundamental tool used in promoting the City's economic prosperity. The Economic Development Department and the Greater Dubuque Development Corporation use GIS as an effective mapping tool to promote development in the community. GIS also provides a large amount of infrastructure information to private developers. Environmental Integrity • GIS supports the City's environmental integrity goal in a number of ways. GIS was used to create an interactive web map that allows users to identify if renewable resources such as wind and solar energy are viable on their properties. Also, through the creation of digital maps and data that utilize existing software such as email and the City's FTP site, the number of maps actually being printed for use has dropped drastically in the past few years. The GIS Office also utilizes GoToMeeting to assist other GIS users with their issues. Instead of getting in the car and making a trip to another office, the GIS Coordinator/Analyst can effectively assist with GIS questions through a GoToMeeting and a phone call, saving fuel and time. Social/Cultural Vibrancy • GIS serves as a tool in promotion of social and cultural vibrancy in Dubuque. GIS is used to create maps showing the locations of cultural and social events in the community, and is also used as a tool to see where populations are not being served with the cultural experiences. The city subscribes to a GIS data program called Business Analyst which allows users to specifically target certain sectors of our community or compare our community to others across the country. Planned and Managed Growth • GIS is fundamental to the City's goal of planned and managed growth. GIS provides the mapping and analysis tools necessary to track and promote development and growth in our community. Data layers such as zoning, land use, parcels, roads, recent aerial photography, and utilities are a few of the tools within GIS needed to successfully meet this goal. -139- GEOGRAPHIC INFORMATION SYSTEMS Partnering for a Better Dubuque ■ The success of the City's GIS is based on partnerships. Not only does the GIS office partner with other departments internally, it also partners with other community agencies. One example is the partnership with the Greater Dubuque Development Corporation, which works closely with the GIS office for economic development opportunities, creating maps and generating geographic statistics on demographics and consumer tendencies to assist existing and potential businesses in the community. Improved Connectivity — Transportation and Telecommunications ■ GIS is again fundamental to the City's goal of improved connectivity. GIS provides the mapping and analysis tools necessary to promote and manage improved connectivity related to transportation and telecommunications. It serves as a crucial asset management tool for both roads and fiber expansion. As mentioned before, GIS users are realizing improved connectivity through telecommunications through the usage of GoToMeeting for quick question and answer sessions related to GIS. Financially Responsible City Government and High Performance Organization ■ GIS is a great tool for creating efficiencies which lead to a financially responsible city government. GIS acts as a one-stop shop for all geographic information in the City of Dubuque. Not only does it give users a visual of what is where, it acts as an asset management software allowing users to quickly find the information they need. The software and data is also available to all city staff, saving time and money. Performance Measures Activity Statement Provide a GIS database that is current, accurate, complete, and meets the needs of GIS users for data so they can accurately and efficiently create maps and manage their assets. Goals ■ Remove duplicate domains and feature classes from the enterprise database • Update rapidly changing data on a monthly basis, including parcels, utility billing information, rental locations and water usage. • Rebuild and redesign existing GIS data layers that use coding and/or are confusing to GIS users. -140- Objective: Users will rely less on Dubuque County's Beacon website for ownership information. If city staff are able to inquire from and receive information directly from GIS regarding property ownership, they can improve their efficiency by eliminating the extra step of visiting Dubuque County's Beacon (Assessor) web page. DID YOU KNOW? The City of Dubuque shares data with Dubuque County. The County maintains nearly 54,000 parcels, 35,000+ being in the City of Dubuque! Objective: Data that has traditionally been contained in legacy software will be available in GIS. Without having information such as utility billing accounts and rental license locations in GIS, it would be virtually impossible to identify how many of each may fall into a certain vicinity of town. With these features being available on a map, users can quickly see how many there are in a general location, and can query that data based on other information tied to those features (active vs inactive accounts, water usage, etc). Many of our GIS users do not have access to the legacy software that traditionally houses the rental licenses and utility billing information, so having this information updated in GIS regularly only adds to the efficiency of the users in need of that data. DID YOU KNOW? There are over 23,000 utility accounts mapped in GIS. Objective: Data will be easier to use and identify Because of the fast pace in the GIS office, many GIS layers have been created in a fast but not so efficient design. Cleaning up some heavily used data layers, including address points, will make it easier for GIS users to use these layers for activities such as labeling and data queries. The GIS Office has been working hard to keep a list of up-to-date addresses of all the locations in Dubuque from residential to industrial — this assists both GIS and non -GIS users alike in having the most up-to-date information for mailing addresses and distribution of City information. GEOGRAPHIC INFORMATION SYSTEMS -141- DID YOU KNOW? Addressing isn't as easy as it sounds. Addresses in the City of Dubuque have come from many different sources throughout the years. In order to best represent what actually exists, the GIS office uses a mixture of information from parcels, utility billing, rental licenses, field survey, and historical documents to identify true addresses throughout the community, including apartments and suites. Objective: Data Editors will be more familiar with data editing and completeness standards. Any data is only as good as its source. There are some data layers in GIS that are edited by two or more different departments. Each department has a unique use for that data layer. Data editors will be encouraged to provide complete attribute information from each feature in GIS. Constraints such as domains and editing privileges will be reviewed for many of the high-volume data sets to ensure data is being edited to a high accuracy standard and that values added to the database are consistent. Outputs Outcomes • Up-to-date information in GIS • Legacy information in GIS • Accurate data creation and metadata. J • Accurate and clean features and attribute information • Up to date maps and data • Citizens receive better communication from projects affecting their neighborhood/geography • The City remains a competitive force and leader in technology and economic development. GEOGRAPHIC INFORMATION SYSTEMS 1 iik-ctivity Statement Implement the use of story maps as an effective tool for citizen engagement and education related to city projects. Goals -142- ■ Departments will use web maps to educate the public on the progress and significance of Objective: Information on city projects will be easy to access and easy to understand. If citizens aren't paying attention to the budget process or to Council meetings, they may not be getting the full story on projects the city is undertaking. Although project websites exist for many of the projects we work on as an organization, the amount of information on those websites may be overwhelming. Story maps are simple tools that allow the user to see the location of the project on a map, and see interactive pictures and information related to the map. The combination of maps and data can show residents how much of their tax money is being spent and how many projects are in their neighborhood. SUSTAINABLE 12aln nin I' i i iiir M* IL Obiective: Story maps will reinforce the importance of GIS. The majority of city projects have some sort of geographic component. Every department is touched by GIS in some capacity now, and implementing these story maps will emphasize the importance of geographic data management to project managers. GEOGRAPHIC INFORMATION SYSTEMS DID YOU KNOW? Story maps start with a simple spreadsheet and can be created with no access -143- to GIS software. Objective: Story map popularity will encourage project managers to keep project information up to date. Everyone is pressed for time. It is easy to let project websites become out of date because we're so busy trying to keep up with other tasks. A story map is very easy — a picture and a map say a thousand words each, and a simple paragraph along with the picture can easily and quickly convey the most important details of the project. By becoming frequently visited by citizens, it will be imperative that these story maps are kept up to date as the project progresses. Because story maps are connected to the active GIS database, any changes made to the GIS layer automatically updates in the web page. America's River III: Bee Branch Creek Restoration & Gateway Bee Branch Creek B..^ .tin ten • 4.ti,.vm ..r• wmtm.r.w K •Ka. ew.0 •6 law>w •Project -specific information provided by Project Managers of large city projects (example: Bee Branch). •Before/after pictures, cost estimates, actual costs, construction dates. J •Web -based story map that shows a map of the project location(s). •Pictures and relevent project information are shown along with the location of the project. •Citizens can bookmark the story map on their computer or mobile device to monitor how projects are being completed. •Citizens are able to see where the money is being spent and gather information about projects that affect them. GEOGRAPHIC INFORMATION SYSTEMS /A-ctivity Statement Actively engage departments in their GIS and mapping needs, strengthening the city's GIS. Goals • Meet with department and project managers after the yearly budget is approved to see how GIS can be incorporated into their pro4ects. • Create simple mapping, mobile, and web applications for data editing. Objective: Department and Project Managers will make better use of existing data. Often times project managers do not realize what information is already maintained and available, and much of the information they may be looking for is kept in GIS. By meeting with departments and engaging them in the types of data GIS houses and the types of projects created in GIS, department and project managers will work more effectively on their projects by using information that is already available. DID YOU KNOW? GIS can consist of more than just mapped features — any 1 spreadsheet with either a field for an address or XY coordinates can be 5 mapped out! Obiective: More people will use GIS to manage their data over spreadsheets. If you gave people a choice between keeping data in GIS and keeping data in a spreadsheet, most people would probably pick the spreadsheet. GIS has evolved significantly— users can still manage data in the desktop version designed for advanced users. Users can also manage data in more simplistic GIS applications, including customized web maps, mobile mapping, and simplified desktop mapping. When these simple mapping and data management tools are implemented along with the mapping component, users will see more value in keeping their data in GIS as opposed to a spreadsheet. Obiective: Better interdepartmental communication means more efficient project completion. Most capital improvement projects affect more than just the department from which the project originated. A street project can obviously affect departments such as engineering, public works, and water distribution, but it also affects Police, Fire, and Parking. Because the GIS office has the opportunity to touch all departments, it is an effective tool for fostering communication on upcoming projects with all departments that will be involved. GEOGRAPHIC INFORMATION SYSTEMS -145- Outputs • Data from various departments related to projects they are managing across the City. •Mapped features representing the project areas. •Cooperation and communication between city departments on projects. • Maps related to city projects, such as a construction map, will help easily n visualize projects going on in the City and how they may affect each other. •Maps can be generated as web maps so those unfamiliar with GIS can still make use of the information. Outcomes • Departments will see how their projects affect other projects in the City. • Departments will work together to minimize the impact of development on citizens and other projects, as well as work together to time projects to be mutually beneficial. -146- 1 Recommended Operating Revenue Budget - Department Total 69 - PUBLIC INFORMATION OFFICE Fund Account Account Title FY13 Actual FY14 Actual FY15 Adopted FY16 Recomm'd Revenue Revenue Budget Budget 800 290 290 100 53530 53605 53620 53645 SPECIALIZED SERVICES MISCELLANEOUS REVENUE REIMBURSEMENTS -GENERAL MAP REPRODUCTION FEES 0 35 34 3,745 0 35 26 370 0 0 0 0 64,109 0 0 0 53- MISCELLANEOUS 3,814 431 0 64,1091 100 59610 FR WPC OPERATING 9,004 10,639 13,259 6,899 100 59620 FR STORMWATER OPERATING 376 410 2,629 4,815 100 59630 FR PARKING OPERATING 2,754 1,884 2,353 2,484 100 59640 FR WATER UTILITY 0 10,269 12,873 0 100 59670 FR REFUSE COLLECTION 9,223 14,395 17,162 18,713 100 59940 FR DMASWA 5,595 6,101 7,442 7,687 59- TRANSFER IN AND INTERNAL 26,952 43,698 55,718 40,598 69 - PUBLIC INFORMATION OFFICE TOTAL 30,766 44,129 55,718 104,707 -147- Recommended Operating Expenditure Budget - Department Total 69 - PUBLIC INFORMATION OFFICE Fund Account Account Title FY13 Actual FY14 Actual FY15 Adopted FY 16 Recomm'd Expense Expense Budget Budget 100 290 620 800 100 290 100 100 290 100 290 620 800 100 290 620 800 100 290 620 800 100 290 800 100 290 620 800 100 61010 61010 61010 61010 61020 61020 61030 61099 61099 61310 61310 61310 61310 61320 61320 61320 61320 61410 61410 61410 61410 61415 61415 61415 61416 61416 61416 61416 61660 FULL-TIME EMPLOYEES FULL-TIME EMPLOYEES FULL-TIME EMPLOYEES FULL-TIME EMPLOYEES PART-TIME EMPLOYEES PART-TIME EMPLOYEES SEASONAL EMPLOYEES WAGE ADJUSTMENT WAGE ADJUSTMENT IPERS IPERS IPERS IPERS SOCIAL SECURITY SOCIAL SECURITY SOCIAL SECURITY SOCIAL SECURITY HEALTH INSURANCE HEALTH INSURANCE HEALTH INSURANCE HEALTH INSURANCE WORKMENS' COMPENSATION WORKMENS' COMPENSATION WORKMENS' COMPENSATION LIFE INSURANCE LIFE INSURANCE LIFE INSURANCE LIFE INSURANCE EMPLOYEE PHYSICALS 66,574 82,499 0 0 0 36,577 5,677 0 0 5,772 10,324 0 0 4,997 8,967 0 0 11,041 11,100 0 0 255 408 0 55 74 0 0 0 68,500 84,887 0 0 0 39,984 6,436 0 0 6,165 11,151 0 0 5,560 9,397 0 0 14,441 14,441 0 0 295 483 0 55 73 0 0 236 68,496 84,882 47,043 0 7,047 40,998 7,501 1,550 2,565 7,416 11,241 4,201 0 6,353 9,629 3,599 0 14,280 14,280 14,280 0 287 470 0 137 0 94 0 0 69,754 86,436 0 45,738 0 41,752 20,222 0 0 8,035 11,447 0 4,084 6,883 9,806 0 3,499 12,480 12,480 0 12,480 308 474 174 140 173 0 92 120 61 - WAGES AND BENEFITS 244,320 262,103 346,349 346,577 100 62010 OFFICE SUPPLIES 322 453 100 150 290 62010 OFFICE SUPPLIES 27 29 400 400 100 62030 POSTAGE AND SHIPPING 0 15 30 0 290 62030 POSTAGE AND SHIPPING 200 253 350 350 290 62050 OFFICE EQUIPMENT MAINT 214 152 220 220 100 62061 DP EQUIP. MAINT CONTRACTS 1,471 1,774 1,735 2,164 290 62061 DP EQUIP. MAINT CONTRACTS 2,252 2,636 2,639 3,114 100 62090 PRINTING & BINDING 300 154 0 0 290 62090 PRINTING & BINDING 23,245 31,962 41,942 41,942 290 62110 COPYING/REPRODUCTION 9 0 20 20 100 62130 LEGAL NOTICES &ADS 0 333 0 300 290 62140 PROMOTION 0 6,455 3,000 3,000 100 62170 SUBSCRIPTIONS -BOOKS -MAPS 0 384 3,995 3,995 290 62190 DUES & MEMBERSHIPS 440 440 630 680 -148- Recommended Operating Expenditure Budget - Department Total 69 - PUBLIC INFORMATION OFFICE Fund Account Account Title FY13 Actual FY14 Actual FY15 Adopted FY 16 Recomm'd Expense Expense Budget Budget 290 100 290 100 290 100 290 100 290 100 290 290 100 290 290 290 290 100 290 290 290 290 62208 62310 62310 62320 62320 62340 62340 62360 62360 62421 62421 62424 62436 62436 62641 62645 62663 62667 62671 62716 62731 62736 GENERAL LIABILITY INSURAN TRAVEL -CONFERENCES TRAVEL -CONFERENCES TRAVEL -CITY BUSINESS TRAVEL -CITY BUSINESS MILEAGE/LOCAL TRANSP MILEAGE/LOCAL TRANSP EDUCATION &TRAINING EDUCATION &TRAINING TELEPHONE TELEPHONE RADIO/PAGER FEE RENTAL OF SPACE RENTAL OF SPACE HOSPITALITY EXPENSE SPECIAL EVENTS SOFTWARE LICENSE EXP INTERNET SERVICES MISC. OPERATING SUPPLIES CONSULTANT SERVICES MISCELLANEOUS SERVICES CATERING SERVICES 1,298 2,005 1,866 75 99 23 26 1,439 75 1,927 930 291 480 444 0 0 29,152 0 580 1,700 600 0 1,307 2,665 125 120 185 68 9 0 124 718 1,167 274 480 444 8,854 0 42,142 0 9 2,209 0 0 1,346 3,500 2,600 0 320 250 50 2,500 100 664 624 494 480 0 0 3,200 33,464 1,080 0 6,000 0 5,600 1,390 3,500 2,600 0 320 250 50 2,500 100 564 1,044 494 480 0 0 3,200 37,459 1,080 0 6,000 0 5,600 62 - SUPPLIES AND SERVICES 71,492 105,940 117,333 122,966 290 71120 PERIPHERALS, COMPUTER 0 1,372 0 0 100 71123 SOFTWARE 5,995 0 0 0 290 71123 SOFTWARE 2,433 0 0 0 100 71124 MICRO -COMPUTER 0 0 4,400 0 620 71124 MICRO -COMPUTER 0 0 2,700 0 290 71211 DESKS/CHAIRS 0 0 400 0 620 71310 AUTO/JEEP REPLACEMENT 0 0 1,414 0 100 72418 TELEPHONE RELATED 0 0 0 438 290 72418 TELEPHONE RELATED 464 0 0 0 71 - EQUIPMENT 8,892 1,372 8,914 438 69 - PUBLIC INFORMATION OFFICE TOTAL 324,703 369,416 472,596 469,981 -149- Recommended Expenditure Budget Report by Activity & Funding Sounce 69 - PUBLIC INFORMATION OFFICE PUBLIC INFORMATION/GIS - 72300 FUNDING SOURCE: CABLE TV Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget EQUIPM ENT 8,892 1,372 8,914 438 SUPPLIES AND SERVICES 71,492 105,940 117,333 122,966 WAGES AND BENEFITS 244,320 262,103 346,349 280,510 PUBLIC INFORMATION/GIS 324,703 369,416 472,596 403,914 BEE BRANCH COMM SPEC - 72620 FUNDING SOURCE: ENGINEERING SERVICE Account FY13 Actual FY14 Actual FY15 Adopted Expense Expense Budget FY16 Recom m'd Budget WAGES AND BENEFITS 0 0 0 66,067 BEE BRANCH COMM SPEC 0 0 0 66,067 PUBLIC INFORMATION OFFICE $324,703.11 $369,416.38 $472,596.00 $469,981.00 TOTAL -150- CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 69 PUBLIC INFORMATION OFFICE DEPT. FD JC WP -GR JOB CLASS 61010 Full Time Employee Expense 290 8400 GE -35 PUBLIC INFORMATION OFFICER 620 1950 GE -35 COMMUNICATIONS SPECIALIST 100 8400 GE -33 GIS COORDINATOR TOTAL FULL TIME EMPLOYEES 61020 Part Time Employee Expense FY 2014 FY 2015 FY 2016 FTE BUDGET FTE BUDGET FTE BUDGET 1.00 84,882 1.00 0.00 0 1.00 1.00 68,496 1.00 2.00 153,378 3.00 86,155 1.00 47,749 1.00 69,523 1.00 203,427 3.00 86,436 45,738 69,754 201,928 290 1950 GE -29 COMMUNICATIONS SPECIALIST 0.75 38,899 0.75 41,613 0.75 41,752 TOTAL PART TIME EMPLOYEES 0.75 38,899 0.75 41,613 0.75 41,752 61030 Seasonal Employee Expense 100 NA -34 ARCHITECTURAL INTERN 0.00 0 0.25 7,614 0.25 13,048 100 2850 NA -37 GIS INTERN -SEASONAL 0.25 7,047 0.25 7,153 0.25 7,174 TOTAL SEASONAL EMPLOYEES 0.25 7,047 0.50 14,766 0.50 20,222 TOTAL PUBLIC INFORMATION OFFICE DEPT 3.00 199,324 4.25 259,807 4.25 263,902 -151- Capital Improvement Projects by Department/Division PUBLIC INFORMATION OFFICE CIP Capital Improvement Project FY 13 Actual FY 14 Actual FY 15 Adopted FY 16 Recomm'd Number Title Expense Expense Budget Budget 1001070 GIS SYSTEM IMPLEMENTATION 0 0 0 0 1001948 CITY OF DBQ 175 BIRTHDAY 0 0 0 0 1002165 GIS TRAINING 1,010 592 0 0 1021946 GIS ENHANCEMENTS 0 0 0 0 3501070 GIS SYSTEM IMPLEMENTATION 0 0 41,713 0 7101946 GIS ENHANCEMENTS 0 0 0 0 7301946 GIS ENHANCEMENTS 0 0 0 0 7401946 GIS ENHANCEMENTS 0 0 0 0 PUBLIC INFORMATION OFFICE TOTAL 1,010 592 41,713 0 -152- CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY ACCT FD JC WP -GR POSITION CLASS Run Date: 01/15/15 FY 2014 FY 2015 FY 2016 FTE BUDGET FTE BUDGET FTE BUDGET Public Information - Cable TV Fund 29072300 61010 290 8400 GE -35 PUBLIC INFORMATION OFFICER Total Public Information -General Fund 10072300 61010 100 8400 GE -35 GIS COORDINATOR Total Public Information - Stormwater Fund 80072620 61010 620 1950 GE -29 COMMUNICATIONS SPECIALIST Total Public Information - PT Cable TV Fund 29072300 61020 290 1950 GE -29 COMMUNICATIONS SPECIALIST Total 1.00 1.00 1.00 1.00 84,882 1.00 84,882 1.00 68,496 1.00 68,496 1.00 86,155 86,155 69,523 69,523 1.00 86,436 1.00 86,436 1.00 69,754 1.00 69,754 0.00 0 1.00 47,749 1.00 45,738 0.00 0 1.00 47,749 1.00 45,738 0.75 0.75 38,899 0.75 38,899 0.75 41,613 41,613 0.75 41,752 0.75 41,752 Public Information -Seasonal General Fund 10072300 61030 100 NA -34 ARCHITECTURAL INTERN 0.00 0 0.25 7,614 0.25 13,048 10072300 61030 100 2850 NA -37 GIS INTERN -SEASONAL 0.25 7,047 0.25 7,153 0.25 7,174 Total 0.25 7,047 0.50 14,766 0.50 20,222 TOTAL PUBLIC INFORMATION OFFICE DEPT. 3.00 199,324 4.25 259,807 4.25 263,902 -153- -154- THE CITY OF Masterpiece on the Mississippi 1 City Manager's Office Recommended Budget Presentation February 4, 2015 7 It 4 II griPARTISRSHIPS Supports the Management Guiding Principle of Develop Partnerships • Develop & foster over 50 Local, State, Regional, Federal & National partnerships to implement the City Council's community vision • Increase citizen engagement in local government processes • Develop team -processes that lead to innovative solutions for community challenges & opportunities itt ii • ••• •R< it 10 Provide the resources, tools and partnerships to insure the successful implementation of the City Council Goals & Priorities 4 6 O :mow it ■ O O O II �{. 14_0 A p. iu>• inr Ii =•••■•u\H'7,rP r In the past three years, the City has received over $133 million in federal and state grants to help fund. In addition, the City received $98.5 million in financial assistance from the State of Iowa for the Bee Branch Watershed Flood Mitigation Project and the State of Iowa has assumed the remaining cost for construction of the SW arterial estimate at $120 million ittorztrk 11 p PPLE Supports the Management Guiding Principles of being Input -oriented and Problem Solvers • Establish culture of quality customer service & deliver services exceed expectations • Invest in staff development to improve leadership capacity & increase leadership effectiveness • Attract, engage & retain a high quality, creative & diverse workforce • Promote & invest in employee health & safety !NIB 12 1) Maintain an effective citizen response rate. 2) Support Inclusive Dubuque, Smarter Sustainable Dubuque and other Initiatives that enrich our community making Dubuque a desirable place to live, work and play. Outcomes: 1) The average time to resolve a citizen issue was 22 days or less and over 50% of citizen issues were resolved in 10 days or less. irkorzt[ 2) Dubuque was recognized in 2013 as One of Ten Great Places to I Live by Kiplinger's Personal Finance and received second -place honors in the City Cultural Diversity Awards by the National League of Cities. 13 Accomplishments • Intelligent Community Forum named Dubuque as one of the world's Smart2l Communities of 2015 • The White House selected Dubuque as one of 16th Climate Action Champions. • International City/County Management Association: Fellowship Exchanges and committee representation • EPA Brownfield Conference Planning Committee • All -America City Award by National League of Cities • 2014 Midwest Region All -America City Forum • Top 25 Innovation in American Government Award by the Harvard Kennedy School Ash Center for Democratic Governance • City Council Goals and Priorities • Citizen Issues N WebQA, Contact Us • Training/Staff Development through Leadership Team • Special Events Oversite • Board & Commission Training and Video Administrative 14 • All-American City Award ($40,000) Fundin • Summa Expenditures Resources FY 2013/14 Actual 51,068,631 $345,855 FY 2014/15 Adopted 51,072,530 $560,418 FY 2015/16 Recommended $1,019,105 $366,665 • Position Summary City Manager Assistant City Manager Office Manager Secretary Management Intern Total FTE's FY 2014/15 FTE's 1.00 2.00 1.00 2.75 0.60 7.35 Administrative Budget Summary 15 State Highlights • Secured future funding for city by eliminating grey hound subsidy at the Mystique Casino • Advocated for increased revenue for transportation infrastructure • Continued to protect TIF - City's #1 economic development tool • Established a Workforce Housing Tax Credit at IEDA • Amended State Historic Tax Credit program to align with City and private partners' priorities and interests • Secured $1.2 million for Catfish Creek Sponsored Project • Awarded $1.9 million with Jones and Jackson Counties to pilot the Parks to People project Legislative Advocacy 16 Federal Highlight • Hosted annual meetings with members of Congress: US Senators Grassley and Harkin and Congressman Braley and their staff; Washington in the spring, Dubuque in fall, engage staff all year • Made presentations to White House officials and domestic policy staff describing Dubuque's innovative workforce solutions with partners from GDDC and NICC and the Re Engage Dubuque program with the Dubuque Community School District • Dubuque Black Men Association members presented to My Brother's Keeper program staff at the White House • Grants pending for brownfield assessment, advanced manufacturing and apprenticeship support, final funding for the Dubuque Regional Airport Terminal and trail funding for the NW Arterial and round -a -bout at Grandview and University Avenue. *\7.. i1 i Legislative Advocacy 17 Partners j �p Hosted annual meetings with members of Congress: US Senators Grassley and Harkin and Congressman Braley and their staff; Washington in the spring, Dubuque in the fall, engage staff all year Arranged meetings with White House officials, Brookings Institution, cabinet members and agencies of the federal government to discuss and advance city priorities Manage partnerships with elected officials, hosted annual State legislative dinner with City and partners, provided information, updates and participated in successful advocacy groups (Iowa League and Metro Coalition) and campaigns Worked with State agency and department directors to achieve city priority agenda Mayor and City staff meet monthly with County Supervisors, Greater Dubuque Development Corporation, East Central Intergovernmental Association, Dubuque Area Chamber of Commerce and Dubuque Community Schools Superintendent Legislative Advocacy 18 SUSTAINABLE DUBU viable livable • e'uitable "Dubuque is a viable, livable and equitable community." Economic Prosperity Social/Cultural Vibrancy Environmental Integrity Sustainability 19 City Manager - Mike Van Milligen Assistant City Manager - Cindy Steinhauser Assistant City Manager - Teri Goodmann Office Manager - Juanita Hilkin Secretary - Stephanie Valentine Communications Assistant - Natalie Riniker Department Goals & Accomplishments 1. Promote community wide education and awareness of sustainability opportunities to engage citizens in on- going initiatives, including through the Sustainable Dubuque Collaboration • Smarter Discards & Smarter Travel progress • Grants to Green launches $1.25 mil energy efficiency program at Sustainability Green Iowa AmeriCorps 2013-14 Service Term • 106 audits • 64 weatherizations • $200,000 in utility savings Qi 2014-15 Service Term • 69 audits • 19 weatherizations • 18 educational programs S r Sustainability 21 Sustainable Dubuque Community Grants Tri-State Farm to Table Dinner 21 Community Grants engaged new partners and challenged existing partners to do a deeper dive. Capable Volunteer Co. Healthy You Classes Of 8 participants, • 3 lost weight • 2 lowered blood pressure • "I make more healthy eating choices... I feel happier, have more energy... my attitude has changed... I make healthier choices." • JuleCorps Grant Recipients' Goals: • Increase capacity and collaboration • Raise awareness of equity & diversity's relationship to sustainability ; ,,,, • Meet residents where they're at! l+! I'1 I Sustainability 22 Department Goals & Accomplishments Mai id Pt 2. Provide assistance and opportunities for City departments to incorporate sustainable practices in daily operations to decrease operating expense, negative impact on the environment and improve quality of life for employees and residents • Sustainable Purchasing Policy adopted • IEDA Community Energy Management Program launch • Environmental & Sustainability Management System (ISO 14001) system implemented at Municipal Services Center Sustainability 23 Department Goals & Accomplishments 3. Coordinate City staff and partner efforts to collect and analyze data and use this information to inform community targets and action regarding sustainability • Smarter, Sustainable Dubuque & Performance Measurement: transitioning from inputs to outcomes • STAR Community certification pursuit 43000 STAR Communities Reductions in Total Solid Waste: Local Trend and Models w.. Sustainability BE -6: Public Open Space s-\*. -,.- 4 iq -- ,rt ..kaatiopt SAGS% n Airiktmiii :,b, y ..r.: a•i -7.; .a.s. r r iin. - -•n.si.•.«mor 24 GreenCorps weatherization partnership with the Operation New View, University of Northern Iowa and the State of Iowa ($5,000) ,. = Funding Summary •! I Expenditures Resources FY 2013/14 Actual FY 2014/15 Adopted FY 2015/16 Recommended $214,344 $176,325 $158,167 $67,968 $20,458 $16,567 Position Summary Sustainable Community Coordinator Total FTE's FY 2015/16 FTE's 1.00 1.00 Sustainability Budget Summary 25 Neighborhood Development Specialist Jerelyn O'Connor Neighborhood Development " • Neighborhood Development "' Helping to create welcoming & resilient communities • Neighborhood Associations are critical partners in improving the quality of life in our community • Instrumental to meeting many recommendations of the Safe Community Task Force Legend e WI Snot sse.p[aaaa eearman Nayeaeea Canal For more information, contact Neighborhood Development Specialist lerelyn O'Connor at 563.589.4326 or jocon nordacityofdubuqu e.org DUBUQUE e.....r�... au.... rr Neighborhood Development 27 Love Our Neighborhood Downtown Neighborhood Assoc. Neighborhood Development 2 Five -Year Community Goals for a Sustainable Dubuque • Economic Prosperity • Environmental Integrity • Social/Cultural Vibrancy Five -Year City Goals • Planned & Managed Growth • Partnering for a Better Dubuque • Improved Connectivity: Transportation & Telecommunications Five -Year Goals Downtown Neighborhood Neighborhood Development 30 Point Neighborhood Neighborhood Development North End Neighborhood egioniu Neighborhood Development 32 Washington Neighbors WASHINGTON ST. BETWEEN 1P ST. & IP ST. MURAL PAINTING AT 16" ST. & WASHINGTON KIDS GAMES & ARTS ACTIVITIES FOOD VENDORS: Beauty & the Bee!. Mi Ranch to. Cont Coill WASHINGTON STREET ROWHOUSE TOURS COMMUNITY ORGANIZATION TABLES GARDEN WORKSHOPS NOON - 6 p.m. MULTICULTURAL FAMILY CENTER STAGE Yoga Irma). h p -hop pedamzaces. Fre music. an0 more! 1 - e p.m. PLANT EXCHANGE 1:30 - 3:30 p.m. BICYCLE RODEO 2- 6 p.m. GIGANTIC INFLATABLE SLIDE This year Is even U so join the fun! Neighborhood Development 33 Neighborhood Development 34 Funding Surnrnar Expenditures Resources FY 2013/14 Actual FY 2014/15 Adopted FY 2015/16 Recommended 5116,885 5138,322 5135,603 $73,409 $98,303 578,239 Position Summary Neighborhood Development Specialist Total FTE's FY 2015/ 16 FTE's 1.00 1.00 Neighborhood Development t t, 35 Personnel Director - Randy Peck Personnel Assistant - Gina Noel Secretary - Tusdee Blus PT Secretary JI ii Lisa Hunn __r Personnel Office 36 Affordable Care Act II Interpretation and application of the rules 17 part time employees eligible for health insurance effective January 1, 2015 C 11 DUBUQUE, IOWA Masterpiece. o', the Mississippi .9irrinr13,Y, irre.frirrnirrie rr .� 3' Employees Recruited II Calendar Year 2014 Vacancies - 88 Il Employment Applications processed in Calendar Year 2014 - 3,173 II Civil Service Applications processed in Calendar Year 2014 - 949 Training and Workforce Development Coordinator assistance in recruitment efforts 38 Employee Retirements u Retirements decreased from 20 in Calendar Year 2013 to 17 in Calendar Year 2014 I 39 L Fiscally Responsible City Government and High Performance Organization _id. 3 Five -Year Organizational Goal Employee Involvement Teams Assist Training and Workforce Development Coordinator in identifying opportunities. Personnel 40 n Desktop computer for the Nurse Case Manager ($2,100) Fundin i Summa Expenditures Resources FY 2013/14 Actual 5420,822 $157,162 FY 2014/15 Adopted 5412,497 5174,365 FY 2015/16 Recommended 5396,736 5123,662 Position Summary Personnel Manager Personnel Assistant Secretary Total FTE's FY 2015/16FTE's 1.00 1.00 1.63 3.63 Personnel Budget Summary 41 Budget Director - Jennifer Larson Senior Budget Analyst- Mary Knopick Budget Office 42 L � FY16 Recommended Budget $202,331,653 Capital $79,982,948 Operating $122,348,705 o FY16 Operating Budget $122,348,705 (+2.05% over FY15) o FY15 Operating Budget $119,891,633 (+4.63% over FY14) o FY14 Operating Budget $114,584,028 (+5.27% over FY13) *Budget Fact Sheet can be found on page 119 of the FY16 Citizen's Guide at www.cityofdubuque.org Budget Process 43 'Y N. \ eo +32 Departments/Divisions enter maintenance level operating budgets into general ledger system o Thousands and thousands of line items reviewed o Final valuations received from County Auditor after December 30th each year 7 o Budget then balanced o +2,000 pages of budget schedules and reports prepared o FY16 final valuations received 1/2/15 o Less than 18 days to prepare Department Policy Budgets and Capital Improvement Program o Departments review their budget documents o 7 days to prepare Citizen's Guide Budget Process 44 tiocu • Five Year Operating and Capital Projections / • Budget and Fiscal Policy Guidelines • County Tax Increment Financing Report • State Tax Increment Financing Report • Budget Amendments for Current Fiscal Year • Coordinate City Bond Sales • North Cascade Housing TIF • Daily meetings on projects/funding • Debt Management Budget Process 45 (\V y\ All budget documents can be found at www.cityofdubuque.org/budget Citizen's Guide Rrrommradalfur Final Year 2016 Budget Process Citizen's Guide is a budget summary with helpful charts and graphs. Key documents included: • City Manager's Budget Message • Budget in Brief • Budget Fact Sheet • Budget Overview • Cost of Municipal Services • Financial Summaries Printed copies are available for viewing at the City Clerk's Office in City Hall and available for checkout from the Carnegie -Stout Public Library Resource Desk. 46 / 1 Y / ru 701) He e$douses, i.1i s etas. aaaell Pope 282 MOeorrmuslgeet 14To. Iw[IvwAI[eWOrl tr<rrm.1 lit as) SnII L6 .n.14 X—....711111.11.14\CIIMMIN\ 7.11\ 1100.0 w.l.m ; bgw•wr.Y.OI•w.mg M 0 1 •wpr w MwµY.. e 1 VlWutgS Or MOHAN Cc..Niw ll POS C14 RM..TY OAS t.tY SEASONAL (Ott [IAN) wpnM tongs" me sc.., Owwwn.M..n 000 West wmwr.m .d a clots tern„ CY nmind calr.rM Mmenw PNTn ...<. re.Rt 1r.« Servo. ~set 010 man..1V Tran COW 0. vs rerm.o. I ot Tr.n< Yv..Vg )181 0A 448 r.1.. Ds Cc. .mow, •ivWd cost Men:. Wow OR.w-I WpN Im M'nt1 WNW 5.cMr1 Il CO) 0!0 onus* win . noun se I pN p.. �AIMC Im N. M•n y.[wCMNrV Pen Oot.w Is tee ccs. Ow 0 .Pcrc. ✓ row ✓ NM cewcn b.fl Iiml [Art ibis vv.l Sonatas Cm.) 011 P otts lab... Wiss..so ft sop Owasso 0•A IOU) 0cn...I Scats Ow 1: IT[ Ymhtl Meanie INT,. Won't, 0. 'Nemo:lY a.., issretwOrson In am oNwt ••n 1P.M 0104 Ivy. .a. It b<� 001 insets a I.• flys w eo.^m n [anon Assets, [mmc 0 001 I••W(4rp tl 1NWC Omc¢•n C ..crr.v OP..eP.n Oaw sown Nob in mond grew haw gwvcluove t ve.c grOwmkp�'c Crocrent wmlinty Im nob n non., lase roam. -4 C<VNS Orneleet I/MIYItp or [mo.< OnseviW Orwcn.r Cora.— Itm) wsw.fro .6 n mmota stens Orncor.w<onossc Can.elr-Mnaul 1100) em .r.<In wug n..w dr.wr.. ora. .Vwy tea) Pro 5.pwy I100) Len nn Gen cot N.) es., 81 n.V1f swan) tn. ens, 000) Intl P.RGr< Fel mama nWY 0)5 IWry �N It CO) 108 Pnfla54 WI lMM4 n n :em mbn) tr.) Was Itp(b (103, Intl Pgnerv<rgNang* nn yl, wow' .. PN AaMsm (100) Uq PstiOnelteet MMVenn A1) caw to Pc MRM caw/ Inlp C•Nr 0)3 I 010 M pal Vtn MYb ,MN CN Act TOTAL tee b4Mes TOTAL I Te. 10* n Ale !Nm Wan ,4848188 nllq. n 0013 PNI N II N) r<ulste len ton tees 0417 AIN 701.39 FTEs includes: 566.00 Full -Time 79.62 Part -Time 55.77 Seasonal *From page 161-162 of the FY16 Citizen's Guide which shows the change in full-time equivalent employees Budget Process 47 (LiV /re\ PERSONNEL COIYIEMEM.HRLT.E 1141.2011 // 14114.44,11 0./01i00r 1141 nn.IM I.G14 V.WEM IOW 2014 2011 1014 worn MRW1114CAL W1MWEIl IpC4 M meet* MAMA NUMMI rake Ppww F %M 114 I144I140 F Ihq Ino 114,..1,40x1 —W meson. aw.. GA 4.0.534o.• 9 XII 10 11441141 11 •f nuoruu4incusg.s. awn Owosso, 9160 40n 1.}'..I M re. It 115,— 1.s F F ...-^" IMI. Ian Inn IOU 7,155r4011, 1.p IM1.1M4 115,- -)M .004.104, t M1•-.4.. b. --r •..a 14..04 Mn 4_45119.. rwr 14.,$5 .r IY. I 4 4 1143 17.9.19•70 II MIS Ir, .. I, s... r M r 1.11 x 1.wn O "`��`—r'�• ....n . (Inn.M V :: 7 w MO 1) fl 2fhr ,••r e...Mu (.+,(.r .I 14 IY. 11 TY X0.1011 O.r OI 0, -asp OI ..r TM. h 1...pOa II ,MI h 1..._$F4MOw �4 ? 4 4 . 1.p. III 17n sato,. aim. bn• .r44..1.0•7_0z Is Oa IT IM (411n 27 1141 1i IM 14 1 • taw/IS 1yis/ nen MW, 4 3000 II 144)114. , I • *3 n..1 44 114.1141 44 3014201130142011 4 4. I I' .,. 4A._1 rT..7c...a ("rani 11 151434., » ISO1401'4`.1.-..1.. 1444.141 14 I5 77•704,s $ WI.. P.,..r 11 IM1.1Y4 i '1142014 M x,,,,..7.,==. ,...414x5314 p 151,.4453 4, 10141 10 ,4 153 /We 4414 1 1151141 ,WM% IIYe 414. M WO M IMO 3) a4 Mp 54135- ,'nava., l..0 Sane. One, S. 140110.0 112 114 I f c_s --,F OI.Y)ti+ I 114. SPY ( 4 • I .4n4 — -. na ea — so -r t or man Sown 11, MM m .M4151f 102 1, M 11 kommostio �'s.4Iw1 4444.44 I.I..g yrt.. . 14,•.1411 15141., 3$ 4 4^14.4 raw.., C., minion qi. uM1. 4 15 Ie. 1 Y Ila.+a—..15$ hag P. Caw crass simusous en cm o...534 S 1441-10.11441-1041 f I.wt.¢Pwn4 M 15111414 M IM,+MII ,I I.. 1114 IMS.O...p .Ir 1..4.01.4..44w IwaP.Y.. 1 39414011 Ir I a..MM —...n.. NI .I..Mm Sown Ir %443011 1441 11 4 44970.rI..... sad nn $—N p nal MO 1551 0 7 CI, Y Y.wv 11511.4453 1151)1011• 0 0 OxMrI,T— rally-iy.4o 4n 4Ma MM W4 w 1101 MI faa ...p................. Sol 1 Page 163 of Citizen's Guide only includes full- time employees. Part-time (79.62) and Seasonal (55.77) employees are not included in the total of 566.00. Budget Process 48 Fundin • Summa Expenditures Resources FY 2013/14 Actual $259,071 $64,740 FY 2014/15 Adopted $274,372 $115,980 FY 2015/16 Recommended $271,525 $85,084 Position Summary Budget Director Senior Budget Analyst Total FTE's FY 2015/16 FTE's 1.00 1.00 2.00 Budget Summary 49 Smart Growth QOBUQhJ COMMUNITIES ING / 2010 \ M1 ACHIEVEMENT SATE SELECTION N, M MILKEN INSTITUTE Changing the wend in Innovative ways Dubuque All -America City 'I'll®, 2007 I 2012 I 2013 HARVARD KennedySchool ASH CENTER for Democratic Governance and Innovation THE EQUALITY OF OPPORTUNITY PROJECT Forbes 0114‘ i FARMERS INSURANCE City Successes 5 Masterpiece on the Mississippi Public Information Office FY2016 Budget Presentation Feb. 4, 2015 N 'v a, U) U) 0 v 4.0 E (7, 0 0 _c to O •� � E m t CD N ns CI) CD a a 03 (grant -funded position) r With assistance from Part -Time CMO Communications Assistant Natalie Riniker PIO: FY2014-2015 Highlights Website Redesign THE cr.. Of 3 DUB WS E Masterpiece on the Alississippi MMtevpeeeon the Mississippi © Alens Videos Parksk = Find a Job Thief tile •e Correct Recreation xith L's LRy Dubuque was named ''One of the 10 Best American Cities to Work in Technology' /mare Mans/ News R Announcements City Calendar City Awarded Preservation Grant for Eagle Point Path Tee Y s3 Dern: of Thai Alen kOCN ran norm re Cry Cl aetp-e se niche a SfeGGm raaac Thrall:. 9-+e Wax' M XX. CNbo :mut Garment AG; Thrall we ran s%.= all >aar: b f: 0.3 carnet Rat: ' Purchase of Services Grant Pre -Applications Available for Fiscal Year 2016 The 011 ot Tie Eros:cora.; cerrpecton for se rum vex XIS Para* a seMCN Graf Onirrll Dubuque .4meriCorps and Campaign for Grade -Level Reading to Host Book Drive 0 0 N Lo CO CSO N Co p co .O O ti O 12 eL U O cg O N _c O LL O) O) O LL CO f` cO O c\i PIO: City Website Top Ten Page Visits* July 1, 2014 - Jan. 31, 2015 1. City Employment Opps 2. Leisure Services 3. Dubuque Employment Opps 4. Pay a Bill or Fine 5. The Jule Masterpiece on the Mississippi 6. Utility Billing 7. Police 8. Citizen Support Center 9. Eagle Point Park 10. Bus Routes & Schedules The City website is averaging 13,478 unique page views per month. Does not include home page (www.cityofdubuque.org) PIO: FY2014-2015 Highlights Digital Connections Masterpiece on the Mississippi January 2013 - January 2014 Growth: • Twitter Followers: 1,081 to 1,853 = 71.4% • Facebook "Likes": 726 to 927 = 27.7% • News Releases Notify Me : 545 to 613 = 12.5% • City News Notify Me : 413 to 465 = 12.6% • City Council Agendas & Minutes Notify Me: 398 to 440 =10.6% Created City of Dubuque Linkedln Page PIO: FY2014-2015 Highlights Publications & Graphic Design: A free, fun activity for the whole family PUBUC ART DISPLAY 2014 2015 • 'J rJoin us for the 7 k 2014-2015 Art ontheRiver Exhibit Opening Thursday. lune 19 from 5.7 p m. Grand Rwer Center 8 MJss!s 500 B knit is SAIL fIfThsl i IPRA 2014 Fall Workshop Bridging Opportuni 7_ September 15.12.2014 Woad Nu%r Peril t warxpu5 O auto!. lana Building unity out of diversity. � Multicultural �. Font center postman .I raw.,a nt.ok:- arhran PIO: FY2014-2015 Highlights Publications & Graphic Design: DOWNTOWN ■u 41 y4 Is ief OUTCOMES OA COMPS (110110 lee sew. r....oe d'. FIVE-YEAR COMMUNITY COALS Ma as Swag n =- Cey Caste fias%t Malen IN _.rll..w.I -:�,-S• ..••1... .-- sprsonieneineee• Ors.. as/ se•WavellseemesPe w IOW nIr-•.•M • ib▪ esnesame'. _Napa. e aten se An Yr Cant err r .rel_. ____ arilw•.rllw nut=== ... • a r.......�wnr.I�. °turns se ._ TCP r-Pkrymnl Vialfila .,t.:...:. y.. -"ran S. rrrraru.., r: w• i;P 11111111 HOPE HELPING OUR PEOPLE EXCEL "alswwl..,._..,�_ Ota ALCM 7017. the ne•nns main r.. CMI%1Ce NU sorts 190trgsn and milled Mot an in oils. alts. grisalre and eaetaal Yin 3CA1193aetll Haa t psn ops. 3?% 3Y(003AM mr114tNtM VnDm. Earn K tap R. Crow It wa icon t..ar..+.wa s_ ..tisi 3rm/alias.lre —a•raA1 0.MY Mve ISM %WT ( troth tabail•S ard Icalmbrawn.'wS oEQ tea •«ets s.ed. wv.0 n+I S. nape/ Sot tants l..o.-teem. Nes SUSS IPI IV401111=111e OpaNegy Pulpit aed t pawcal pwnistel I.w wvr Awash all ....a Ilea" Iota — OYt., a.,.. w MOW. • p• tiMN.9b y.ued Fee Ps *OM nr•..ar••A•I.•n3M • Y••.•MtMrt0•00elrr•• OS NS w PIO: FY2014-2015 Highlights Publications & Graphic Design: watershed A multi -phased. fiscally responsible investment to mitigate flooding, improve water quality, stimulate investment, and enhance quality of life within the Bee Branch Watershed. THE luta Do Ego coin to tank +finer lion no 10ulo IL root batman al the ink of elacnacatroa. Iva or /townie Ot to Whoa aa1 ink do tomb? &e Bund WalnalS nunfnts Lave later Ian 1101,C0 (401P<n GREEN ALLEY PROGRAM Is* M eaetamww.ro.; v.tct Iy«•. ✓ ▪ trm.u.wm. u.rwn HM M Y..4w. I _tto ....ew_w .a �meo '.µran S/l.l. Lr&c to .tti u..) .sur,.... N' ..Plgarbuaana etas.... �' awe.. _. W 4w'aa .T' 4a Mw. v. v++u an.r%en to. . at 10....11.1.0110.....t.14.1 M to pa Oa Sow et, Nis otti e.rw.ee b b ww ua s w...pm me ti n os op w.e..nYVO sfit .brn. sead...v..rvyeyrv4. OgighwE Z.* DUBUQUF. ..a.* x,. Cow ilsoi.t d ........rvW. r..w. M.rt4.r.Mw.w...wr.... r.Iw..n aooloa omit So ono �wrc:.r. mass* _ ....rw s*w.«rt.4 "me r�no'spa . Yet mtli keit rrrtr.+w lamti �a_e.._-_L_._ tr r. y. r 22 WA ` 16 40 .. r..ww 14 .V+M rr.•. I.Y. f.u,...M 0- 3r- Masao* rebOsenews Van noels donitte• ...T..e...nIT..R ~at i.�o�aa...°0.°..►s*«-• oi..w eA4er.r..n...4+. — 8e..1"1.4atwweq_.aee..et eC1W11iYe.IM►Cn Number 2 Most Relaxed Small City in America MOVOT REAL ESTATE MADE EASY Commute Time (the lower, the more relaxed) • Unemployment Rate (the lower, the more relaxed) • Cost of Living (the lower, the more relaxed) • Crimes per 100,000 people (the fewer, the more relaxed) Hours worked per week (the fewer, the more relaxed) Population Density (the lower, the more relaxed) Percent of Earnings Spent on Rent (the lower, the more relaxed) Parks per capita (the higher, the more relaxed) Number of massage businesses per capita (the higher, the more relaxed) • Yoga studios per capita (the higher, the more relaxed) City Successes PIO: FY2014-2015 Highlights WebQA: Citizen Response Management & Workflow Management .,..,.,..... , e .... r.. y p. oo.en..en. .en... Coentnumo • Qs. es A nett• Ref ream Cieuen Support Center nod 'Job I.y town Awa MIN m +-_.-•••...... m "~ cat Masterpiece on the Alississippi PIO: FY2014-2015 Highlights WebQA: Masterpiece on the Mississippi Service Requests Submitted by Residents: FY2014 = 2,320 "Contact Us" Service Requests: FY2014 = 1,491* Requests Entered by City Staff: FY2014 = 10,506 • 42% entered by Public Works • 22% entered by Health Services PIO: FY2014-2015 Highlights Masterpiece on the /Mississippi Top Five Service Requests Submitted by Residents in FY2014 152 49 61 101 ■ Contact Us The Jule TripMaker Request Recycling Bin Request Winter Yard Waste or Food Scrap Collection ■ I&I Inspection ■ Other Types (214) PIO: FY2014-2015 Highlights Masterpiece on the Mississippi Bee Branch Project Communication & Outreach (since September) • Communication Plan • Website Overhaul • Green Alleys Communication & Story Map • Watershed Signs & Project Signage • Facebook, Twitter, and Notify Me • Citizen Representative Committee dee Beano NOL watershed FLOOD MITIGATION PROJECT THE CITY OF UB P I O : F Y 2 014 -2 015 Highlights Masterpiece on the ],4ix<isiFfjfi 2015 Project Schedule Outreach The City of Dubuque will begin work on the Upper Bee Branch Creek Restoration during the 2015 construction season. Toe ins ha tall Mqn 4 GvlwtJ Aye .v] { 2.111. St near C Yry Pak Pal are ace the Past Jn:wenthe ansa a the tool Bee Bach stcna scar which mil to replaced with a 2.300 kU long Pak aid green space. IM peahen .Wo lrch4?S Iwo Michie Bodges fated a Rkerbh g kat. anf (. 22r4 S. utility Masan. pars a marine bat, a 'Upped aTdalhareF. a Lar an Pan shelm. acawreaty anad. and the F. 24th SI Mvhien and c alU4. Part two el IM Legal alms the Cannan Ned< Raiay elopnrr salt the peskiest a lryt agates art take the raved yard. To rent recKt-Wl (edge nrcluYytaNneSon agrees And road closes. klbw the B! Bach Nast of foga robe a saante tome tie Barh Nun) Me emal ansa k i alerts See reserve side as awls. •I+L...e.. taw r, vvisen M [sane. N sant UPPER BEE BRANCH CREEK RESTORATION SET TO BEGIN IN 2015 Public Update Meetings 11 you would leetolea , nee aid the moist aura tete a the warning Somalian a atlr INleebe. City Lal alt mode a protect caMew optima IN Upper Be. Barth Creek Rntaawn Maga and Lwe the Instals caNrvtlen 'ciwduk The nw44r ata Leak an olvnly la yen 10 ark petters ad Lwe nkemewn Wee•Med, fakery 11 M 121SPa fleao Neigeocer of Rase Cass 1151 was Sara: Thai. Moore IPA Tiondby. Warlord It al SMO Baia Clefereary Scat Iota. 605 lastoll Ann.* PN4 Nate P a T1 Rpdanca Si. an KKaSJ a::ha NM oh:ha taxi seal Vete of the tape bet Barth [trek Si yx•N Neu e4Ne V y Men IAAxtrAnbn a Cala dal Malan dr an &aw.n Cry 4w ccn'niwfe can a fend Ore gaol MdKase.na M add) $S14681 FLOOD MITIGATION PROJECT Stay Updated O lacebook.com/beebrancbdbq O Matter combeedaeshdbg © cipotdubugue.ap/beebaach O 563.690.6068 To rocene protect updates and .tett as enrol adW tot including conarucldn dales and road closures. Wreathe to the Bee Branch ready Me a www.epeldrnP Msec 1a0YMe. •'s ie. ton (. 1lrd St to the E 11th St aradniteund betelook ad; Between Lincoln Ave A Rho nberg Ave from Schiller St to Ium0cYdt St PIO: FY2014-2015 Highlights Masterpiece on the Mississippi Green Alleys Story Map Bee Branch Watershed Flood Mrhgation Project / Green Alley Reconstruction oven uryavewuw O V Bee Breech Ween ed 0000 Nn4u r), nKAft T 1II"idl�an i ••rhefl M PIO: Future Initiatives 2015 Outreach Masterpiece on tire Mississippi Dee Bra%Q4 watershed FLOOD MITIGATION PROTECT • Public Update Meetings (Feb. 11, 12, 19) • Business Outreach (February) • School Outreach • Construction Zone Safety for Children • Street & Sidewalk Closures • 50 Green Alley Conversions WaNtMli wpm Mel au: STAY CLEAR• STAY SAf: A a \� ��-''�' M soon flubs ,MMI M.oMMa Pt d To •(salnuiw '8 sapue6br Iiauno3 ' !3 pua sasaai9 snnaN) suogeo JijoN «aw /CJRoN„ /Cam eaaqg o� siegposgns Jo aagwnu Aq asaaaaul peal Jefl! nl /Cliff ata Jo saanNov.1 Jo aagwnu eq pue e6ed Ioogaaad eq aoj „savi„ aagwnu eq %5Z Aq esaaaaul aw /Cid}oNe!paw le!30S nldis;p,SII Mt/ i o.n,0a.1:1,1,v ani :IU3E11 sangemui aanlnj :Old • • V I • • 0 •� 0 > 0 �w ■ 12 o. viimi >I% 0 V >%O ca E G) p ca N C •— s' •- -0 13 c s cn ca . PIO: Future Initiatives Masterpiece on the Mississippi Mobile App for WebQA Welcome Ln DEQ � r TNt CItY0* DUB E � onth Miktasippi Submit a 1e View My Roquosts Cily of Dubuque 4 Ceyawew. < lack City of Dubuque 00' DUB E One of the 10 Best American Cities to Work in Technology smartaccPtTM blog • Average wages for all workers • Average wages for Tech workers • Percentage of workers who are employed in Tech jobs Cost of Living Index Cities that ranked the highest were given marks for high relative pay for tech workers, high percentages of tech workers in the workforce (representing high levels of opportunity in the field) and low cost of living indices City Successes Expenditures Resources Position Summary FY2013/14 Actual $260,567 $260,567 FY2014/15 Adopted $340,795 $340,795 'NU Public Information Officer Communications Specialist Total FTE's Bee Branch Communications Specialist 7 FY2015/16 Recommended $336,618 $336,618 FY2015/16 FTEs 1.00 0.75 1.00 PIO Budget Summary 2.75 71 Greater Downtown Urban Renewal District E • 382 requests for maps, digital data, and mapping applications. • Management of over 600 map layers • Administration of over 100 published services frA1010 CASCADE ROAD HOUSING URP•AN RENEWAL AREA `` , F`•ATrACHIVIENT A - ,d'Q ,moi ! `�<={ 1. Almond Street Su Holy Ghost Subar Greater Oownt Geographic Information Systems 73 Uf.'IJf11:�J15J�1"17:1731 J1:CfIS`.: gtin Dubuque, 23 NS -3 Outcome 3r Conne vl • City of Qubuquepl.1 A. 1 t" _ 1 ;..•� Mayne Of cr2, 2011 ThwnIae. City or Dubuque- 2.026m1 .17‘77,757:• CC 1994Winne -City of Dupupue-6,596m 2013 Cay Linmts 1994 OW Limits i g( STAR COMMUNITIES Sustti snsrc Tars Ka As fssrtt & Karr, C,CADstsmns Geographic Information Systems Data to Information - Understanding and Leveraging the City's Data Assets 190610005.003 230 190610001.002 323 r 190610011.021 141 550439612.002 102 190610004.003 492 190610011.023 230 190610006.001 195 190610101.031 213 190610011.026 510 170850202.004 153 190610101.041 233 170850202.005 103 190610012.042 204 170850202.003 144 190610012.041 163 190610008.013 231 190610008.014 280 '190610011.011 415 190610101.012 200 190610007.012 158 190610011.025 323 170850202.002 248 190610009.003 236 190610009.002 172 190610006.003 256 190610011.024 149 190610012.022 363 170850202.001 238 190610011.013 174 190610008.021 226 190610101.011 126 190610011.022 209 550439612.001 106 190610007.022 166 190610101.051 99 Geographic Information Systems 75 GIS CIP Requests ESRI GeoEvent Processor for Server - $10,000 gal i G� Connect to Any Data Stream GeoEvent Extension includes connectors for common data streams including in -vehicle GPS devices, mobile devices, and social media providers. And if you need to use another type of data stream, you can find additional connectors online. „anal 4 (..., 1.1,..., It (..9.t7 •0161.1 12/02, Wla, fine.. It Seca.. wne )N 1. u :a,,,1,N w, -S w. In -.party t� tags* ,%< WIN/ -. Otos. event, F(a .,Shravn San"it enawaito ion Mw. b1JH . • gvIJ pro(4n,tiin, .a5,4 M.no- bi 411 5.500 I Geographic Information Systems 76 GIS OP Requests ADA Compliance Asset Management - $59,100 Grtart* RUN ef IMO. 91 i 3$, ID wn 0.10• •14 Ilrt•MN IMg1: 0I Carl Dan I Mx KIIAY Illyltak PAW f 11ik MM(W IWK. 0 In r Geographic Information Systems 77 FundinI Summa Expenditures Resources FY 2013/14 Actual $108,850 $44,068 FY 2014/15 Adopted $131,801 $55,718 FY 2015/16 Recommended $133,363 $40,958 Position Summary GIS Coordinator/Analyst Seasonal GIS Technician Architectural Intern Total FTE's FY 2015/16 FTE's 1.00 0.25 0.25 1.50 GIS Budget Summary 78 PLANNING Supports the Management Guiding Principles of Plan Your Work and Work Your Plan and Act with a Sense of Urgency • Work with all City Departments & Divisions to perform duties & responsibilities specified in City Charter • Ensure economic prosperity, environmental/ecological integrity & social/cultural vibrancy exist throughout the community & are incorporated into daily activities Mr I. 8 Maintain a competitive tax rate that minimizes the tax burden of citizens u come: The tax rate in 1987 was $14.58 per thousand compared to today's rate of $11.02 per thousand. The FY1987 rate was 32% higher than the FY2015 rate. Nearly 60% of your city property tax is spent on public safety, public works and infrastructure. Prs6tz 9 Page of >> Kevin Firnstahl "Contact Us" inquiry from City of Dubuque website ? From: "Citizen Support Center" <dubuqueia@mycusthelp.net> To: <kfirnsta@cityofdubuque.org> Date:2/6/2015 5:16 PM Subject: "Contact Us" inquiry from City of Dubuque website Attachments: CMO_Budget_Hearing_Final.pdf; Refuse_Funds_to_CMO.pdf Contact Us Name: Paul Schultz Phone: 563.845.1714 Email: paul@greendubuque.org City Department: City Council Message: I appreciate the opportunity to bring input to you on the CMO budget. I have attached the statement I prepared presented and added a few comment to. I am also attaching an excel sheet of the disproportionate share of refuse collection funds transferred in to the CMO. budget. Click here to report this email as spam. file:///C:/Users/kfirnsta/AppData/Local/Temp/XPgrpwise/54D4F70BDBQ_D...2/8/2015 CMO Budget Hearing 2-4-15 Paul Schultz paul@greendubuque.org 563.845.1714 1. My name is Paul Schultz. I reside at 1008 Victoria. I am now a Built Environment Ecologist with Green Dubuque. 2. I realize that FY16 is a tough budget year – We can’t do all that we would like to do to build a more resilient city. At the same time the Sustainable Dubuque brand needs to continually move forward - with core departments not standing still. Not to move forward is to be “left behind” and lose both momentum and credibility. Limited small steps can have an “outsized” impact. 3. Green Dubuque addresses global sustainability challenges in the Dubuque area with grassroots advocacy, collaborative actions, and science-based resources which support transparency, accountability and citizen empowerment. What are the perceived gaps and weaknesses on Dubuque path toward becoming a smarter, more resilient community? I realize that we will get feedback as the Star Index is reviewed and reported back to us. How can Green Dubuque help and become an accepted stronger partner in shaping good governance and implementing a shared vision with measurable outcomes? 4. A constructive challenge: Dubuque needs to be very cautious in how it represents our sustainability initiative. Official language naming Dubuque as a “sustainable city” can have the result in citizen’s minds of implying that we have already achieved “sustainability”. This is misinformation and “greenwashing”. It can undermine the message that we have much more to do related to such issues climate disruption, good jobs, inclusivity, clean air and zero wasting. 5. A specific budgetary opinion. In my opinion, the FY16 miscellaneous (Transfer In and Internal) overhead recharge on page 76 (in the CMO budget proposal) from the “refuse collection” enterprise fund of $169,725 is both excessive, disproportionate and not a “fair share”. If this imbalance was corrected, there may be no justification for a solid waste fee increase to our rate payers to $13.90. Enterprise accounts are designed to be run as businesses to efficiently serve their customers. Paying for overhead charges beyond those specifically identified as a part of providing support and direction to solid waste collection, waste minimization and resource management is not “good business” for an enterprise. City of Dubuque is no longer competitive with solid waste fees charged in Dubuque County providing similar services. The local rates that I am reporting from the DMASWA website for Garbage and Recycling are: Asbury $10.75, Epworth $8.00, Farley $8.50, Dyersville $11.00 and Cascade $11.50. Fund Acct Acct Title FY13 & FY14 Actual Revenue FY15 Adopted Budget FY16 Recommed Budget 100 59610 FR WPC OPERATING 251,032$ 133,081$ 62,575$ 100 59620 FR STORMWATER OPERATING 10,028$ 26,389$ 43,675$ 100 59630 FR PARKING OPERATING 58,656$ 23,625$ 22,533$ 100 59640 FR WATER UTILITY 135,795$ 129,216$ -$ 100 59670 FR REFUSE COLLECTION 332,291$ 172,236$ 169,725$ 100 59640 FR DMASWA 149,244$ 74,695$ 69,724$ REVENUE From Page 76 in the CMO Budget #59 TRANSFER IN AND INTERNAL Four Year Total Four Year Average % of Transfers In 446,688$ 111,672$ 24.0% 80,092$ 20,023$ 4.3% 104,814$ 26,204$ 5.6% 265,011$ 66,253$ 14.2% 674,252$ 168,563$ 36.2% 293,663$ 73,416$ 15.8% 1,864,520$ 77,688$ 100.0% REVENUE From Page 76 in the CMO Budget #59 TRANSFER IN AND INTERNAL