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City Manager's Office Fiscal Year 2018 Budget Presentation Copyright 2014 City of Dubuque Public Hearings # 3. ITEM TITLE: City Manager's Office Fiscal Year 2018 Budget Presentation SUMMARY: SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Recommended FY18 CMO- PI OP Supporting Documentation Recommended FY18 CMO- Budget OP Supporting Documentation Recommended FY18 CMO- Personnel OP Supporting Documentation Recommended FY18 CMO C I P Supporting Documentation Recommended FY18 CMO OP Supporting Documentation Public Information Office -103- This page intentionally left blank. -104- PUBLIC INFORMATION OFFICE FY 2016 FY 2017 FY 2018 % Change From Budget Highlights Actual Budget Requested FY 2017 Budget Expenses Employee Expense 288,078 363,513 375,540 3.3% Supplies and Services 66,286 149,538 155,997 4.3% Machinery and Equipment 4,655 2,373 750 -68.4% Total 359,019 515,424 532,287 3.3% Resources Administrative Overhead Recharges 40,598 50,406 50,792 0.8% Misc. Reimbursements 72 — 72 0.0% Stormwater Charges 18,291 96,670 103,870 7.4% Cable TV Charges 225,132 284,967 291,334 2.2% Total 284,093 432,043 446,068 3.297 Property Tax Support 74,926 83,381 86,219 2,838 Percent Increase (Decrease) 3.40% Personnel -Authorized FTE 4.25 4.25 4.25 Improvement Package Summary Geographic Information Systems 1 of 1 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. 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, CIP/Construction mapping applications, and Cartegraph/GIS implementation. Since the inception of the GIS Coordinator/Analyst position in 2006, GIS has gone from a small, department-centric application to a full-blown, citywide application that is supporting multiple legacy software applications and projects. The more GIS is incorporated into daily activities, the more need there is for data and map creation. GIS has proven to be an integral tool in the City's economic, social, and sustainable prosperity. It is an irreplaceable tool for managing growth, promoting economic development, and managing infrastructure. GIS is the basis of data for many applications we are using in the organization, including Accela and Cartegraph applications. Development projects, both city and private, rely on the accuracy and availability of GIS data for design and project management. Between October 1, 2015 and October 1, 2016, the GIS Coordinator/Analyst has received 376 requests for maps, digital data, and mapping applications. This equates to just over 7 project/data requests a week. This number is also not indicative of the amount of work being completed. Some projects take mere minutes to complete, while others take months due to revisions and scope changes and the needs of the person -105- requesting the map. Efforts have been made to ease the process of consultants requesting data; some are able to use published services of our data, but many still request pdfs,AutoCAD drawings, and shapefiles which can be imported into AutoCAD for design. This summary of requests does not take in to account any requests for software assistance, training, or general GIS help. Several hours a month are spent with ESRI technical support solving GIS issues for users and applications created for users. This also doesn't include all the activities this position would cover - the data creation, the editing, and the processing and rendering of data the 350+ users use on a daily basis. 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 map requests from some departments 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 equally heavy workloads, are going to be willing or able to take on these additional GIS tasks. This improvement package directly supports several of the City Council's Goals and Priorities, including Economic Prosperity, Environmental /Ecological Integrity, Social/Cultural Vibrancy, Planned and Managed Growth, Partnering for a Better Dubuque, Improved Connectivity: High Performance Organization, Central Iowa Water Association: Resolution, East-West Corridor Study Implementation, Master Plan for Chaplain Schmitt Island, River Cruises Docking Facility, Citywide Flower Planting Program, Five Flags Center Study, Street Maintenance Program, Traffic Synchronization,Arts & Culture Master Plan, CHANGE Program, Community Security/Surveillance/Traffic Cameras, and the Housing Increment-Financing Program (TIF). This package also supports several of the City's larger projects and partnerships, including Dubuque Initiatives, Project HOPE, Port of Dubuque Marina, Greater Dubuque Development Corporation, Industrial Park Expansion, Smarter Sustainable Dubuque, Steeple Square Development, Riverfront Lease Agreements, Smarter Discards, Green and Healthy Homes Initiative, Iowa Economic Development Authority Community Energy Management, Fats/Oils/Grease, Fair Housing, Voluntary Compliance Agreement, , Section 8 Administration, Central Ave Corridor Plan, EPA Consent Decree/I&I Inspections, Comprehensive Plan, Flood Wall Study and Cell Protection, Historic Preservation Program, Challenged Properties Acquisition, Four Mounds/HEART Program Support, Smarter Transportation Program, Historic Millwork District, Disaster Preparedness and Recovery Plan, Green Alley Projects, Bee Branch, North Softening Basin Renovation Project, Miller-Riverview Park, Bunker Hill Golf Course Irrigation Improvements, Comiskey Park Improvements, NWArterial Trail connection to Bergfeld Pond, Elm Street Reconstruction, Annexation efforts, Emerald Ash Borer tree maintenance and monitoring, Port of Dubuque Park Development, Skate Park development, Socrata Open Data, Accela Permitting software, ADA Compliance, and the SWArterial Project. If this request is funded the seasonal intern position would be eliminated which would be a savings of $8,689. Related Cost: $ 79,971 Tax Funds Recurring Recommend - No Related Cost: $ 4,500 Tax Funds Non-Recurring Related Cost Savings: $ 8,689 Tax Funds Recurring Related Revenue: $ 26,411 Administrative Overhead Recurring -106- Related Revenue: $ 1,667 Administrative Overhead Non-Recurring Net Property Tax Cost: $ 47,704 Property Tax Impact: $ 0.0201 0.18% Activity: Public Information Office Public Information Office 1 of 3 This decision package would provide funding to upgrade the Communications Specialist position in the Public Information Office from a part-time position (30 hours per week) to a full-time position. In 2003, the City had a full-time Public Information Officer and a full-time Graphic Artist. The Graphic Artist position was cut in 2004. Since 2005, the Public Information Office has assumed many additional responsibilities. One of the most significant was the rebuild of the City website in 2008 and the addition of a citizen response management system. The part-time (30 hours/week) Communications Specialist position was added in 2008 and intended to spend 20 hours per week on graphic design work and 10 hours per week on website management and support. In reality, the majority of the Communications Specialist's time is spent managing WebQA, the City's citizen-response management system: providing technical support to internal users, developing workflows for service requests, and overall management of the system which processed over 12,000 requests/workflows last fiscal year. The Public Information Office should be responsible for promotion of this service to residents, not the overall management of the system. Making this position full- time would enable the Communications Specialist to work on assisting departments and divisions with website content management, publication development and maintenance, and other graphic design needs. Making the position full-time by adding 10 hours per week would help address the increasing shortfall in website management and support as well as graphic design needs within the organization. The Public Information Office strives to assist all City departments and divisions, as well as partner agencies, in their efforts to achieve the City Council goals and priorities by promoting the services, programs, and initiatives designed to achieve those goals and priorities. Expectations of transparency and for access to and delivery of detailed information (through traditional media and social media) continue to grow. Additional staffing is needed to address increasing expectations and responsibilities for the Public Information Office. Related Cost: $ 32,867 Tax Funds Recurring Recommend - No Property Tax Impact: $ 0.0139 0.13% Activity: Public Information Office 2of3 This decision package would provide funding to add a full-time Communications Specialist position in the Public Information Office (GE-29B). The Public Information Office strives to assist all City departments and divisions, as well as partner agencies, in their efforts to achieve the City Council goals and priorities by promoting the services, programs, and initiatives designed to achieve those goals and priorities. Expectations of transparency and for access to and delivery of detailed information (through traditional media and social media) continue to grow. Additional staffing is needed to address increasing expectations and responsibilities for the Public Information Office. In 2003, the City had a full-time Public Information Officer and a full-time Graphic Artist. The Graphic Artist position was cut in 2004. Since 2005, the Public Information Office has assumed many additional responsibilities without proportional increases in staffing. The Public Information Office now consists of the full-time Public Information Officer and part time (.75) Communications Specialist, with support from the part-time (.75) Communications Assistant in the City Manager's Office. The full-time Bee Branch Project Communications Specialist works only on Bee Branch Project-related communications projects. -107- One of the most significant "need' responsibilities is developing and maintaining the City's growing presence on social media. The City currently has multiple Facebook pages and Twitter accounts with the City's main presence on each managed by the Public Information Office. The Public Information Office also maintains the City's presence on Linkedln, Nextdoor.com, and YouTube. Management of the City's electronic signs (Historic Federal Building, Central Avenue Parking Ramp, Port of Dubuque Parking Ramp, Millwork District Parking Ramp) and interactive kiosks (Historic Federal Building Lobby, Grand River Center, Five Flags Center) has also been assigned to the Public Information Office in recent years. This is a request for an additional full-time Communications Specialist that would work under the direction of the Public Information Officer and focus on assisting departments and divisions with marketing/promotion of services and programs, community engagement-related outreach, and creating and maintaining online content, and creating and maintaining an appropriate presence social media. Present staffing levels prevent the Public Information Office from providing adequate marketing/ communication support of new and expanding activities/initiatives. Examples include the CHANGE Program, management of electronic signs and kiosks, the Port of Dubuque Marina, arts and cultural affairs programs, ReCollect curbside collection app, The Jule, City Life and other community engagement campaigns, the MyDBQ mobile app, and transparency tools including Open Budget, Open Expense, and the DBQIQ water management tool. Additionally, the launch of the Socrata public dashboard for performance measures, and its ongoing promotion, will require significant marketing support. A portion of a new Communications Specialists time could also be committed to providing promotional/communications support for the wide variety of programs and services offered by the Leisure Services Department including recreation programs, parks, marina, and the Multicultural Family Center. Related Cost: $ 70,499 Tax Funds Recurring Recommend - No Related Cost: $ 2,932 Tax Funds Non-Recurring Total Cost: $ 73,431 Property Tax Impact: $ 0.031 0.28% Activity: Public Information Office 3of3 This decision package would provide funding for a citizen satisfaction survey. Funding this improvement level decision package would enable the City of Dubuque to measure the satisfaction of Dubuque residents with City services. More specifically, the funds would be used to purchase the services to administer, analyze and report results from a customizable citizen survey. Reasons to administer a survey to residents include: to measure service performance; to assess community needs; to make long-range, short-term or strategic plans; to demonstrate the City's receptiveness to feedback/input of city government, and to establish a baseline to inform future surveying. The results can be used by the City Council to establish goals and priorities and set funding priorities and by City staff to improve service delivery. Additionally, the City Manager can use the results to measure progress and chart future steps. If funded, one option that will be explored is the National Citizen Survey (NCS), presented by the International City/County Management Association (ICMA) and the National Research Center, Inc. It is the only citizen survey tool endorsed by the ICMA and the National League of Cities. The NCS is a customizable survey that measures public opinion in eight key areas of community livability: community engagement, education and enrichment, recreation and wellness, economy, built environment, natural environment, safety, and mobility. This survey is administered by mail but residents have the option to complete the survey online if they prefer.A postcard is sent to 1,500 randomly selected households announcing that a survey will follow. The first survey comes a week later and is followed by a second survey two weeks later. Phone data collection is an optional add-on, with 400 guaranteed completed interviews.A larger sample size is also an optional add- on. The National Research Center reports that they typically receive about 300-400 responses from a -108- sampling of 1,500 households, but figure varies from community to community. According to the 2010 Census, there are approximately 23,500 households in Dubuque. If 350 surveys are completed, that would represent almost 1.5% of Dubuque households. However, the City would have the opportunity to increase that percentage because, while only 1,500 surveys are mailed, all residents are welcome to complete the online survey at no additional cost. The City would be responsible for marketing the online version to the community. The NCS basic service cost is $13,860 and includes: • Full report of results, plus multiple layers of reporting to meet the needs of different stakeholders • Responses weighted to reflect characteristics of the entire community • Benchmarking against more than 500 citizen survey results • Tracking of results and response rates by geographic area • Opt-in web survey included in addition to the scientific, random-sampled survey Additional cost of$675 is included to allow respondents to complete the survey in Spanish. Related Cost: $ 14,535 Cable TV Funds Non-Recurring Recommend - No Activity: Public Information Office Significant Line Items Employee Expense 1. FY 2018 employee expense reflects a 2.0% wage package increase. 2. The Iowa Public Employee Retirement System (IPERS) City contribution is unchanged at 8.93% and the employee contribution is unchanged at 6.18% in FY 2018. 3. The City portion of health insurance expense is unchanged from $1,325 in FY 2017 to $1,325 in FY 2018 per month per contract. Supplies & Services 4. Printing and Binding is unchanged from $55,915 in FY 2017 to $55,915 in FY 2018. This line item represents the cost of printing six issues of City Newsletter ($7,200); two issues of City Focus Magazine ($36,000); various print projects ($2,000); translating City brochures ($1,000); and Bee Branch Watershed materials ($9,715). 5. Software License Expense increased from $43,196 in FY 2017 to $46,340 in FY 2018. Civic Plus Website Hosting increased from $15,674 in FY 2017 to $15,981 in FY 2018 based on a 2% increased. WebOA Hosting increased from $25,276 in FY 2017 to $27,020 in FY 2018 based on a 7% increased. 6. Postage and Shipping is unchanged from $13,750 in FY 2017 to $13,750 in FY 2018. Public Information mailings represent $250 and Bee Branch Watershed mailings represent $13,500. Machinery & Equipment 7. Equipment replacement items include ($750): GIS Coordinator Smart Phone $375 Public Information Officer Smart Phone $375 -109- Revenue 8. Revenue received from Enterprise Funds for administrative overhead charges increased from $50,406 in FY 2017 to $50,792 in FY 2018 and represents recharges for the GIS Coordinator/ Analyst. -110- PUBLIC INFORMATION OFFICE The City of Dubuque Public Information Office (PIO) facilitates an accurate and consistent flow of public information to the City's various constituencies to increase public awareness about the activities, programs, and services provided by the City of Dubuque LSystems Cable Thic Divisiontion s SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES j PLANNING The Public Information Office supports all departments/divisions in their planning activities and assists with PEOPLE promoting opportunities and tools to Public Information Office staff serve provide public Input Into those on Leadership Team, the Green processes. Team, the Fmployee Recognition Committee, Convention and Visitors Bureau Advisory Board, Multicultural Family Center Marketing Committee, The Jule Marketing Committee, and the Local Emergency Preparedness Committee_ 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. -111- PUBLIC INFORMATION OFFICE Resources and Property Tax Support $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 . Administrative OH Recharges Misc.Reimbursements Stormwater Charges Cable TV Charges Property Tax Support ■ FY 2016 ■ FY 2017 FY 2018 Includes Public Information Office and Geographic Information Systems. The Public Information Office is supported by 4.25 full-time equivalent employees, which accounts for 70.55% of the department expense as seen below. Overall, the departments' expenses are expected to increase by 3.27% in FY 2018 compared to FY 2017. Expenditures by Category by Fiscal Year 1$288,078 Employee Expense r $375,540 - $66,286 Supplies and Services $149,538 $155,997 $4,655 Machinery and Equipment I $2,373 $750 0 100,000 200,000 300,000 400,000 500,000 FY 2016 FY 2017 FY 2018 -112- PUBLIC INFORMATION OFFICE Overview The Public Information Office communicates the goals and activities of city government to the city's many publics, both internal and external. The Public Information Office oversees the Cable TV Coordinator and Geographic Information System (GIS) Coordinator/Analyst. Services provided by the Public Information Office include: 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. Online Presence Management • 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. • The Public Information Office also manages the City's main accounts on Facebook, Twitter, NextDoor, and Linkedln. Media Relations • The Public Information Office issues news releases and announcements to area media outlets to publicize information related to City programs and services. The Public Information Office also serves as a liaison to media and coordinates responses to media inquiries and interview requests. 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 outreach efforts related to the Bee Branch Watershed Flood Mitigation Project. Position Summary FY 2018 Public Information Officer 1.00 Communications Specialist 0.75 Bee Branch Communications Specialist 1.00 Total FT Equivalent Employees 2.75 Highlights of the Past Year • Development and Coordination of Public Information and Education Campaign for Dubuque's First Modern Traffic Roundabout • HUD National Disaster Resilience Grant: Application, Award Announcement, Program Development, and Program Launch • 10th Annual State of the City Address • Promotional Assistance for Pesticide-Free Parks Program • Intermodal Transportation Center Ribbon-Cutting Ceremony -113- PUBLIC INFORMATION OFFICE • Southwest Arterial Groundbreaking Ceremony • Production of publications for "Safe Neighborhoods," Southwest Arterial, and CHANGE Program Future Initiatives • Development of"Bee Keeper" Bee Branch Watershed stewardship program • Development of stormwater safety public education campaign for spring 2017 • Social media campaign around Safe Neighborhoods • Continued promotion of Open Budget and Open Expenses transparency tools and other open data modules including Open Performance (Socrata) • Comprehensive promotion of CHANGE Program • Promotion of Central Avenue Corridor Initiative • Internal audit of website content • Review of social media policy and development of strategy 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. &,Goal: Partnering for a Better Dubuque Outcome #1: 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. 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. To achieve this objective, the benefits of these DID YOU KNOW? information sources will be promoted to As of Nov 2016, nearly 4,300 Tweets and residents and stakeholders. Those benefits include: Retweets have been shared with • Free, timely, and accurate information @CityofDubuque followers since the delivered directly to you; account was created. • Links to additional details and background; and Nearly 120 news items were distributed as Opportunities to provide feedback. News Release Notify Me messages in FY 2016. -114- PUBLIC INFORMATION OFFICE Subscriber Growth in City Communication Channels 3,500 3,000 3,012 2,868 2,472 2,500 2,000 51,758 1,500 1, 1,000 850 500 - Twitter Facebook Nextdoor.com Members Oct.2014 Nov.2015 Nov.2016 Notify Me Subscribers 1,000 792 800 587 600 478 524 427 459 380 400 200 Ali A 0 News Releases City Council Agenda Bee Branch Watershed Updates 0 Oct.2014 —4 Nov.2015 Nov.2016 Outcome #2: 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. 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. -115- PUBLIC INFORMATION OFFICE Service Requests Processed Through Website 14,000 12,848 19,969 12,595 12,340 12,000 10,000 8,000 6,000 4,000 2,529 2,320 2,119 2,763 2,000 ■ ■ 0 FY 2013 FY 2014 FY 2015 FY 2016 Submitted by Citizens Entered by Staff DID YOU KNOW? In FY 2016, 15,103 service requests were processed through WebQA, the City's citizen response management system. Of that total, 18.3% (2,763) were submitted directly through the Citizen Support Center on the website by residents. The remainder was entered into the system by City staff in response to phone calls and staff observations. To submit a service request, visit www.cityofdubuque.org/ Top 5 Service Requests Submitted by Residents: FY 2016 Contact Us 138 Winter Yard Waste/ 1 Food Scraps Collection AM Garbage/Junk/ 5 Nuisance 1 Abandoned Vehicle Grass/Weed Complaint -116- PUBLIC INFORMATION OFFICE The Public Information Office launched MyDBQ, the City's free app, in June 2015. The app integrates with the City's citizen response management system and offers residents the option of using a mobile device to make service requests. Users can choose from more than 40 different service request types. As of October 2016, the app had been downloaded 1,232 times, a 64% increase since October 2015.As of November 2016, 485 service requests were submitted through the app. Top 10 Most-Frequently Used Search Terms on Website: DID YOU KNOW? Nov. 1, 2015 — Nov. 1, 2016 In tracking website traffic, a "unique 1. ID4PD (173) page view" is commonly calculated 2. Eagle Point Park (161) as the first time a specific IP address 3. Shot Tower (142) visits your site during a specified 4. Waiting List (140) time period (i.e. fiscal year.) 5. Housing (118) The City website's index page 6. CODI (113) 7. Police (112) received a monthly average of 8. Bee Branch (110) 22,283 unique page views in FY 9. Swim Lessons (107) 2016, a 58% increase over FY 10. Hotels (102) 2015. Top Ten Page Visits (with exception of homepage): Nov. 1, 2015 — Nov. 1, 2016 1. Leisure Services (30,469) 2. Job Opportunities (30,152) 3. Pay a Bill or Fine (24,390) 4. Police (20,715) 5. Dubuque Employment Opportunities (20,126) 6. Utility Billing (16,824) 7. The Jule (15,287) 8. Citizen Support Center (15,194) 9. Eagle Point Park (14,580) 10. Miller-Riverview Park & Campground (13,412) Website Visits by Device 55,344 257,930 L)fjo 445,023 Computer Smartphone Tablet -117- PUBLIC INFORMATION OFFICE Outcome #3: Provide timely and accurate information related to the Bee Branch Creek Watershed Flood Mitigation Project to residents and businesses directly impacted by the project and other stakeholders. The scope, duration, and location of this project significantly impact many residents and stakeholders. By providing frequent updates on the project timeline, progress, and impacts to properties, vehicular and pedestrian traffic, schools, and businesses, those residents and businesses most impacted can prepare and project-related inconveniences can be minimized. Stakeholders, in the broader sense, include all Dubuque residents and stormwater utility customers. • All project-related information is available at www.citvofdubuque.org/beebranch. All project- related construction updates, detour notifications, public meeting notices, and other news are posted to the project's Notify Me (459 subscribers as of 11/18/2016, a 21% increase since December 2015), Facebook page (424 likes as of 11/18/2016, a 74% increase since December 2015), Twitter account (222 followers as of 11/18/2016, a 57% increase since December 2015), and residents on Nextdoor.com. Many are also shared on the City's social media channels. • Two issues of the four-page project update newsletter were produced and mailed (in March and October 2016) to all properties with a postal address in the watershed (approx. 13,000 properties). • Monthly videos on construction progress continue to be aired on CityChannel Dubuque, shared through the project's social media channels listed above, and posted to the City's YouTube channel. • 9 community engagement events were conducted between November 2015 and November 2016 including five construction safety presentations to youth groups • Four City Journal programs related to the project were produced during the last year. 10 w: • Additional signage was installed to promote businesses near the project during detours. The Bee Branch Communications Specialist is also responsible for promoting the Bee Branch Healthy Homes Project through the HUD National Disaster Resiliency Grant. These efforts include a direct mail piece mailed to 8,710 residents and property owners in the program eligible -118- GEOGRAPHIC INFORMATION SYSTEMS (GIS) (Maps & Data) Geographic Information Systems (GIS) is responsible forthe supervision, development, use, and maintenance of the City's Geographic Information System, and coordinates these duties with other City departments, partners to City projects, other government groups and private sector businesses. Gty Manager's 0 ce Public Information Office Geographic Information rvil SUCCESS IS ABOUT PEOPLE, PARTNERSHIPS, AND PLANNING LEADING TO OUTCOMES PLANNING GIS Hales with all City DepaNnents and Divisions by providing important maps and data for all City PEOPLE Planning Irufiatral GIS has the unique opportunity to work with all departments on data collection and sharing. This all the GIS Coordinator/Anal to foster and promote communication between depaMlents, eliminating data and information shoes and improving efficiency in day to day operations of data management. 0 PARTNERSHIPS Parmenships are fundamental to the success of the City's GIS_ The GIS Office padners vntll all city departs encs and marry eshemal agencies, including the Greater Dubuque Development Corporation (GDDC), East Central Intergovernmental Agency (ECIA), Dubuque County, City and County Law and Emergency Response, aro private development and consulting agencies. Men someone needs information,the GIS Office is where they stop. 119 GEOGRAPHIC INFORMATION SYSTEMS (GIS) Overview GIS stands for Geographic Information S stem: a combination of computer hardware, software and geographic data used to perform data capture, analysis, cool map displays, production, and asset management. The City of Dubuque uses GIS technology in all city departments and divisions, both in the office and in the field. The GIS Office is comprised of 1.5 full-time equivalent employees. What does GIS look like? Imagine a layer cake. On the bottom, there's a plate (aerial images - picture Google Maps), then there's your first layer of cake (the land you live on), then maybe a layer of raspberry filling (streets), another layer of cake (utilities), a layer of frosting (buildings), and finally it's topped with sprinkles (hydrants). When you slice yourself a piece of the cake, you're grabbing an area - maybe you would compare it to a neighborhood or a block. GIS is layers upon layers of data and features (the land parcels, utilities, etc) for the entire City and beyond. Ato _ �tif y 'V' 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. That's one tall cake! GIS, as it relates to the City of Dubuque, is very complex. GIS is an office of one full-time person: the GIS Coordinator/Analyst. During the summer months, a seasonal GIS Technician enhances the office productivity. This individual is typically a college student or recent graduate with previous experience in GIS. An architectural intern was also hired this past year to assist in the implementation of the ADA Transition Plan and asset management system in GIS. GIS has evolved significantly since its beginning in the organization 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, with links to videos and pictures of maintenance activities, records, and all the information about each feature we need to keep. ► ti � r-Aanhti.le 1 SAN S 07485 D ,.11 18.5 {eet e _8 11] sizs wide Wall Ma:�rial Reinforced Con-rete � Water T-.,.,-,e4� :'i, e' o C C % t � Ir�lets 1 O'. ner City of DubU u= Figure 1 Manhole to Map to Dora Last '_- �&ckecl 11/21/2012 12,2'1:04 PM -120- GEOGRAPHIC INFORMATION SYSTEMS (GIS) GIS is not confined to a desktop; City employees are currently utilizing nearly 100 unique mobile mapping and web applications. Employees can gather and identify information about their projects quickly and easily without the use of paper copies or work the needs to be done once they're back in the office. The GIS office manages all functions related to the City's GIS as shown below: ,17 GIS office .;;uoms. :amvn wrb, .PF�e. -uu nR smrt GIS¢nvsl�q VDTrvW auPpnP o.m..e -121- GEOGRAPHIC INFORMATION SYSTEMS (GIS) Highlights of the Past Year Bee Branch Healthy Homes - HUD Resiliency Data Management When the City of Dubuque was awarded a federal grant for flood resilience and prevention, GIS was immediately seen as the ideal location for managing the project scope related to the Health Homes Initiative. Using Census data and the boundary of the Bee Branch Drainage Basin, the GIS Office and Housing Department quickly identified those areas of the City, based on income levels and geography, where homes would be eligible for grant assistance. All project information, including applications, inspections, work performed, and social and physical impediments to the residents. GIS will allow us to analyze this information and base future decisions and services on the information we gather. ADA Transition Plan Conversion into GIS Using InVision FM, a facilities management and ADA asset management program which ties seamlessly into GIS, the City organization was able to kick off the beginning of the ongoing process of managing ourAmericans with Disabilities Act (ADA) Transition Plan. The software allows City staff to inspect and identify areas for improvement related to the United States Department of Justice's Standards for Accessible Design. It manages all the information within GIS, using an easy-to-use mobile interface for field work. Cities are required by law to have an ADA Transition Plan in place. Bus Route Revamp The Jule modifies a number of their bus routes on a regular basis to enhance service areas for riders. All the new maps for the routes were created in GIS. These maps are available on the City's website, at the Intermodal Transit Facility, and will soon be a part of the National Transit Map. Check it out: The Jule Route Maps (http://www.cityofdubugue.org/1854/Routes-and-Schedules) Future Initiatives Continued Work with the Bee Branch Healthy Homes - HUD Resiliency Project Being a five-year project, the GIS Office will continue to work closely with project staff to ensure data is complete and performance measures are identified and measured in GIS. Interactive Economic Development Tool: The hard work is done - available land and buildings in the City have been organized into a database and are on the map! Users will be able to find out information about each location, including how much it costs to purchase/lease, whether there is off-street parking, and the type of businesses near the site they're interested in. Construction Map for Citizens: This is a project we rolled out in 2015..however , it didn't quite take flight the way we hoped. By next construction season, we hope to have a great mapping tool for citizens, keeping them up to date on detours, construction, and other projects occurring in the City. This includes big projects from Bee Branch construction all the way down to private utility work in the street that might cause a detour. -122- GEOGRAPHIC INFORMATION SYSTEMS (GIS) Performance Measures Activity Statement Provide a GIS database that is current, accurate, complete, and meets the needs of GIS users so we, as an organization, can provide the best and most efficient customer service to the citizens of Dubuque. The GIS Office works with all departments in the organization. Therefore, it is fundamental that GIS performance and accuracy be at its highest level to help all departments achieve their goals. Because of this, GIS clearly supports the organizations goals of a sustainable community, planned and managed growth, partnerships, improved connectivity, and a financially responsible and high performance organization. Goal: High Performance GIS Outcome #1: Make GIS efficient and available to all With the implementation of web-mapping applications and data collection apps this past year, we've identified a niche for getting the needed technology into the hands of the - employees and citizens who aren't sitting at a desk and using GIS every day. Web maps and apps are much easier to use than the regular , GIS desktop software, and it can be accessed from anywhere. Getting more information into our database and available to all users and citizens gives us a competitive edge of w' efficiency and high performance related to our city projects. 'Q' DID YOU KNOW? There are nearly 150 different mobile and web-based mapping applications being used both internally and by the residents and stakeholders of Dubuque. One of the most popular is our interactive Zoning Mac. (http-//www.cityofdubuque.org/2251/City-of- Dubuque-Zoning) Outcome #2: Open Data - how much is being spent and where is it being spent? In the past fiscal year, the City rolled out open data related to the budget and finances of the City, allowing citizens to view how much money is budgeted for a project, how much is spent on a project, and where all that money goes within a project. With GIS, we will take this a step further. We already have in one case - our green alleys. The City has an interactive website showing the status of green alleys, including before and after pictures, the project timeline, and costs incurred. Check it out. (https://dubuque.maps.arcgis.com/apps/MapTour/ appid=37c6ffa7b33c496495ae188106fddcbe) -123- GEOGRAPHIC INFORMATION SYSTEMS (GIS) )� DID YOU KNOW? The GIS Office receives, on average, over 370 requests for maps, data, and other information on a yearly basis. This is on top of other projects the GIS Coordinator/ Analyst is working on. The GIS Office is excited that so many people are seeing the value of this enterprise application, but we're also overwhelmed - managing all this data and mapping is a lot of work! Goal: Planned and Managed Growth * Outcome #1: Make our data and maps available to developers. Did you know when a business is scouting a city for potential placement of a new store or company, most of _ their research occurs by visiting the City's web pages. They are making decisions based on what they find or dont find. Having our information related to economic development efforts through mapping and data ready and at their fingertips gives us a leg up on other communities. T 'V' DID YOU KNOW? The City of Dubuque shares geographic and assessment data with Dubuque County. The County maintains nearly 54,000 parcels, 35,000+ being in the City of Dubuque! Outcome #2: Success through partnerships. As a community, we cannot achieve economic prosperity unless we work together. Working with the City's Economic Development Department, Dubuque Main Street, Greater Dubuque Development Corporation, and other private developers, we can provide a vast amount of information to help our city continue to grow. Outcome #3: The best bang for our buck. Many city departments work together to find efficient and sustainable ways to fund projects throughout the City. Districting such as urban revitalization districts, TIF areas, and housing urban renewal areas heavily utilize mapping to identify areas, taxes generated within those areas, and the territory in which projects can be completed. -124- Recommended Operating Revenue Budget - Department Total 69-PUBLIC INFORMATION OFFICE FYI 5Actual FY16Actual FY 17 Adopted FY1S Recomm'd Fund Account Account Title Revenue Revenue Budget Budget 800 53530 SPECIALIZED SERVICES 0 0 96,670 103,870 290 53620 REIMBURSEMENTS-GENERAL 5,672 72 0 72 100 53645 MAP REPRODUCTION FEES 435 0 0 0 53-MISCELLANEOUS 6,107 72 96,670 103,942 100 59610 FR WPC OPERATING 13,259 6,899 15,608 22,847 100 59620 FR STORMWATER OPERATING 2,629 4,815 4,972 5,264 100 59630 FR PARKING OPERATING 2,353 2,484 2,565 2,629 100 59640 FR WATER UTILITY 12,873 0 0 1,397 100 59670 FR REFUSE COLLECTION 17,162 18,713 19,323 18,655 100 59940 FRDMASWA 7,442 7,687 7,938 0 59-TRANSFER IN AND INTERNAL 55,718 40,598 50,406 50,792 69-PUBLIC INFORMATION OFFICE TOTAL 61,825 40,670 147,076 154,734 -125- Recommended Operating Expenditure Budget - Department Total 69-PUBLIC INFORMATION OFFICE Fun Accoun d t Account Title FY15 Actual Expense FY16 Actual Expense FYI Adopted Budget FY 1S Recomm'd Budget 100 61010 FULL-TIME EMPLOYEES 69,526 69,812 71,260 72,679 290 61010 FULL-TIME EMPLOYEES 86,143 86,498 88,299 90,608 800 61010 FULL-TIME EMPLOYEES 4,886 1,718 46,730 52,890 290 61020 PART-TIME EMPLOYEES 40,482 40,228 42,642 43,328 100 61030 SEASONAL EMPLOYEES 6,111 7,177 20,645 20,447 100 61310 IPERS 6,209 6,234 8,207 8,316 290 61310 IPERS 11,308 11,317 11,693 11,960 800 61310 IPERS 436 153 4,173 4,723 100 61320 SOCIAL SECURITY 5,600 5,688 7,031 7,125 290 61320 SOCIAL SECURITY 9,522 9,527 10,017 10,247 800 61320 SOCIAL SECURITY 291 103 3,575 4,046 100 61410 HEALTH INSURANCE 14,280 16,137 15,900 15,900 290 61410 HEALTH INSURANCE 14,280 16,137 15,900 15,900 620 61410 HEALTH INSURANCE 14,280 0 0 0 800 61410 HEALTH INSURANCE 0 16,137 15,900 15,900 100 61415 WORKMENS'COMPENSATION 287 308 342 354 290 61415 WORKMENS'COMPENSATION 470 474 487 504 800 61415 WORKMENS'COMPENSATION 0 174 174 180 100 61416 LIFE INSURANCE 55 55 143 146 290 61416 LIFE INSURANCE 73 73 177 181 800 61416 LIFE INSURANCE 9 5 93 106 100 61660 EMPLOYEE PHYSICALS 325 122 125 0 800 61660 EMPLOYEE PHYSICALS 119 0 0 0 61-WAGES AND BENEFITS 284,692 288,077 363,513 375,540 100 62010 OFFICE SUPPLIES 443 429 400 438 290 62010 OFFICE SUPPLIES 173 29 150 400 800 62010 OFFICE SUPPLIES 0 0 105 105 290 62030 POSTAGE AND SHIPPING 29 66 250 250 800 62030 POSTAGE AND SHIPPING 0 0 13,500 13,500 100 62050 OFFICE EQUIPMENT MAINT 0 783 0 800 290 62050 OFFICE EQUIPMENT MAINT 215 219 220 224 100 62061 DP EQUIP.MAINT CONTRACTS 1,735 2,164 2,215 2,515 290 62061 DP EQUIP.MAINT CONTRACTS 2,639 3,114 3,213 3,562 290 62090 PRINTING&BINDING 27,692 12,796 46,200 46,200 800 62090 PRINTING&BINDING 0 0 9,715 9,715 100 62110 COPYING/REPRODUCTION 14 12 25 180 290 62110 COPYING/REPRODUCTION 463 192 375 1,179 800 62110 COPYING/REPRODUCTION 0 0 175 175 290 62140 PROMOTION 15 140 3,000 3,000 800 62140 PROMOTION 0 0 700 700 290 62190 DUES&MEMBERSHIPS 440 415 440 440 800 62190 DUES&MEMBERSHIPS 0 0 50 50 290 62208 GENERAL LIABILITY 1,305 1,397 1,458 1,516 INSURAN 100 62310 TRAVEL-CONFERENCES 0 0 3,500 3,500 290 62310 TRAVEL-CONFERENCES 0 0 2,600 2,600 100 62320 TRAVEL-CITY BUSINESS 120 0 0 0 290 62320 TRAVEL-CITY BUSINESS 155 30 320 320 800 62320 TRAVEL-CITY BUSINESS 0 0 330 330 100 62340 MILEAGE/LOCAL TRANSP 24 33 0 50 290 62340 MILEAGE/LOCAL TRANSP 0 0 50 50 -126- 800 62340 MILEAGE/LOCAL TRANSP 0 0 30 30 100 62360 EDUCATION&TRAINING 0 135 2,500 2,500 290 62360 EDUCATION&TRAINING 30 270 100 275 800 62360 EDUCATION&TRAINING 0 0 60 60 100 62421 TELEPHONE 565 877 744 696 290 62421 TELEPHONE 1,784 720 740 744 800 62421 TELEPHONE 0 0 55 55 290 62424 RADIO/PAGERFEE 280 287 288 295 100 62436 RENTAL OF SPACE 480 528 540 539 290 62436 RENTAL OF SPACE 444 504 504 514 290 62645 SPECIAL EVENTS 0 0 3,200 3,200 800 62645 SPECIAL EVENTS 0 0 500 500 100 62663 SOFTWARE LICENSE EXP 45 42 90 43 290 62663 SOFTWARE LICENSE EXP 40,340 40,245 42,551 45,742 800 62663 SOFTWARE LICENSE EXP 0 0 555 555 100 62667 INTERNET SERVICES 0 405 120 480 290 62667 INTERNET SERVICES 0 159 120 120 290 62716 CONSULTANT SERVICES 0 295 2,000 2,000 290 62736 CATERING SERVICES 0 0 5,600 5,600 800 62736 CATERING SERVICES 0 0 250 250 62-SUPPLIES AND SERVICES 79,430 66,286 149,538 155,997 100 71120 PERIPHERALS,COMPUTER 0 780 0 0 290 71120 PERIPHERALS,COMPUTER 76 0 0 0 100 71124 MICRO-COMPUTER 0 3,875 0 0 290 71211 DESKS/CHAIRS 359 0 0 0 290 72410 PAGER/RADIO EQUIPMENT 0 0 2,373 0 100 72418 TELEPHONE RELATED 490 0 0 375 290 72418 TELEPHONE RELATED 0 0 0 375 71-EQUIPMENT 925 4,655 2,373 750 100 73210 CONST CONTRACT-BLDG 5,555 0 0 0 73-CIP EXPENDITURES 5,555 0 0 0 69-PUBLIC INFORMATION OFFICE TOTAL 370,602 359,018 515,424 532,287 -127- Recommended Expenditure Budget Report by Activity & Funding Source 69-PUBLIC INFORMATION OFFICE UBLIC INFORMATION/GIS -72300 FUNDING SOURCE: CABLE TV Account FY16 Actual Expense FY17 Adopted Budget FY IS Recomm'd Budget CIP EXPENDITURES 0 0 0 EQUIPMENT 4,655 2,373 750 SUPPLIES AND SERVICES 66,286 123,513 129,972 WAGES AND BENEFITS 269,788 292,868 297,695 or PUBLIC INFORMATION/GIS 340,729 BEE BRANCH COMM SPEC_ -72620 FUNDING SOURCE: ENGINEERING SERVICE Account FY16 Actual Expense FY17 Adopted Budget FY IS Recomm'd Budget SUPPLIES AND SERVICES 0 26,025 26,025 WAGES AND BENEFITS 18,291 70,645 77,845 70000M BEE BRANCH COMM SPEC IF 185291 9656 103,870 rBLIrCINFORMATION OFFICE TOTAL $3595019.86 $5155424.00 $5325287.00 -128- CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL-PERSONNEL COMPLEMENT 69 PUBLIC INFORMATION OFFICE DEPT. FY 2016 FY 2017 FY 2018 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 290 8400 GE-35 PUBLIC INFORMATION OFFICER 1.00 86,436 1.00 88,299 1.00 90,608 620 1950 GE-35 COMMUNICATIONS SPECIALIST 1.00 45,738 1.00 46,730 1.00 52,890 100 8400 GE-33 GIS COORDINATOR 1.00 69,754 1.00 71,260 1.00 72,679 TOTAL FULL TIME EMPLOYEES 3.00 201,928 3.00 206,289 3.00 216,177 61020 Part Time Employee Expense 290 1950 GE-29 COMMUNICATIONS SPECIALIST 0.75 41,752 0.75 42,642 0.75 43,328 TOTAL PART TIME EMPLOYEES 0.75 41,752 0.75 42,642 0.75 43,328 61030 Seasonal Employee Expense 100 NA-34 ARCHITECTURAL INTERN 0.25 13,048 0.25 13,316 0.25 13,000 100 2850 NA-37 GIS INTERN -SEASONAL 0.25 7,174 0.25 7,329 0.25 7,447 TOTAL SEASONAL EMPLOYEES 0.50 20,222 0.50 20,645 0.50 20,447 TOTAL PUBLIC INFORMATION OFFICE DEPT 4.25 263,902 4.25 269,576 4.25 279,952 -129- CITY OF DUBUQUE,IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2016 FY 2017 FY 2018 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Public Information-Cable TV Fund 29072300 61010 290 8400 GE-35 PUBLIC INFORMATION OFFICER 1.00 $ 86,436 1.00 $ 88,299 1.00 $ 90,608 Total 1.00 $ 86,436 1.00 $ 88,299 1.00 $ 90,608 Public Information-General Fund 10072300 61010 100 8400 GE-35 GIS COORDINATOR 1.00 $ 69,754 1.00 $ 71,260 1.00 $ 72,679 Total 1.00 $ 69,754 1.00 $ 71,260 1.00 $ 72,679 Public Information-Stormwater Fund 80072620 61010 620 1950 GE-29 COMMUNICATIONS SPECIALIST 1.00 $ 45,738 1.00 $ 46,730 1.00 $ 52,890 Total 1.00 $ 45,738 1.00 $ 46,730 1.00 $ 52,890 Public Information-PT Cable TV Fund 29072300 61020 290 1950 GE-29 COMMUNICATIONS SPECIALIST 0.75 $ 41,752 0.75 $ 42,642 0.75 $ 43,328 Total 0.75 $ 41,752 0.75 $ 42,642 0.75 $ 43,328 Public Information-Seasonal General Fund 10072300 61030 100 NA-34 ARCHITECTURAL INTERN 0.25 $ 13,048 0.25 $ 13,316 0.25 $ 13,000 10072300 61030 100 2850 NA-37 GIS INTERN-SEASONAL 0.25 $ 7,174 0.25 $ 7,329 0.25 $ 7,447 Total 0.50 $ 20,222 0.50 $ 20,645 0.50 $ 20,447 TOTAL PUBLIC INFORMATION OFFICE DEPT. 4.25 $ 263,902 4.25 $ 269,576 4.25 $ 279,952 -130- Budget Office -87- This page intentionally left blank. -88- BUDGET FY 2016 FY 2017 FY 2018 % Change From Budget Highlights Actual Budget Requested FY 2017 Budget Expenses Employee Expense 253,869 264,134 350,061 32.5 % Supplies and Services 17,288 27,513 53,044 92.8 % Machinery and Equipment 397 5,608 % Total 271,554 297,255 403,105 35.6 % Resources HUD Resiliency Grant 82,410 Administrative Overhead Recharges 85,084 109,936 143,529 30.6 % Total 85,084 109,936 225,939 105.5 % Property Tax Support 186,470 187,319 177,166 (10,153) Percent Increase (Decrease) (5.4)% Personnel -Authorized FTE 2.00 2.00 3.00 Improvement Package Summary 1 of 1 This decision package would provide funding for the Senior Budget Analyst to attend education and training annually to fulfill the continuing professional education requirements for the Certified Public Accountant (CPA) professional license and the Certified Public Finance Officer certification. Related Cost: $ 700 Tax Funds Recurring Recommend -Yes Related Revenue: $ 317 Administrative Overhead Recurring Net Property Tax Cost: $ 383 Property Tax Impact: $ 0.0002 —% Activity: Budget Significant Line Items Employee Expense 1. FY 2018 employee expense reflects a 2.0% wage package increase. 2. The Iowa Public Employee Retirement System (IPERS) City contribution is unchanged at 8.93% and the employee contribution is unchanged at 6.18% in FY 2018. 3. The City portion of health insurance expense is unchanged from $1,325 in FY 2017 to $1,325 in FY 2018 per month per contract. _89_ 4. During FY 2017, a Grant Administrator was hired as part of the HUD Resiliency Grant ($82,359) and is supervised by the Budget Office (+1.0 FTE). Supplies & Services 5. Software License increased from $662 in FY 2017 to $28,558 in FY 2018. In FY 2017, an improvement package was approved to purchase a web based software to write the budget documents with a recurring cost of$150; however the actual recurring cost of the software selected is $28,450. 6. Legal Notices and Ads increased from $3,500 in FY 2017 to $3,700 in FY 2018 based on FY 2016 Actual plus 2%. 7. Conferences is unchanged from $8,500 in FY 2017 to $8,500 in FY 2018. This line item represents national, regional and local conferences for both the Budget Director and the Senior Budget Analyst. Revenue 8. HUD Resiliency grant funds of$82,359 will be received in FY 2018 for the Grant Administrator employee expense. 9. Revenue received from Enterprise Funds for administrative overhead charges has increased from $109,936 in FY 2017 to $143,529 in FY 2018. -90- 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 7 SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES PLANNING The Budget Office works with all City Departments and Divisions to ensure adequate funding to carry out City Planning Initiatives. PEOPLE The Budget Office encourages citizens to participate in the budget process starting with the annual citizen budget meeting with the City Manager, budget DUBUQUE, IOWA hearings with the City Council and through the City's WebOA application. 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. -91- BUDGET OFFICE Resources and Property Tax Support $200,000 $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 in 4E] $0 Administrative Overhead Recharges HUD Resiliency Grant Property Tax Support N FY 2016 0 FY 2017 FY 2018 The Budget Office is supported by 3.00 full-time equivalent employees, which accounts for 86.84% of the department expense as seen below. Overall, the departments' expenses are expected to increase by 35.61% in FY 2018 compared to FY 2017. Expenditures by Category by Fiscal Year _ $253,869 Employee Expense V $264,134 EL $350,061 L $17,288 Supplies and Services rp $27,513 ® $53,044 $397 Machinery and Equipment I $5,608 $0 $100,000 $200,000 $300,000 $400,000 $500,000 FY 2016 FY 2017 FY 2018 -92- 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. Budget Position Summary FY 2018 BUDGET DIRECTOR 1.00 SENIOR BUDGET ANALYST 1.00 GRANT ADMINISTRATOR 1.00 Total Full-Time Equivalent Employee's 3.00 Highlights of the Past Year • Executed a debt reduction plan in conjunction with the City Manager's Office • Implemented a new software to create all budget documents that eliminates errors and redundant, time consuming work for the budget office as well as other departments. • Increased the use of features in the current budget module that created efficiencies for all departments Future Initiatives • Expand performance measure reporting to include real time reporting to the public through open data • Continue creating efficiencies through technology, and the expanded use of existing systems 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. -93- BUDGET OFFICE Goal: Financially Responsible & High Performance Organization Outcome #1: The City of Dubuque maintains its financial reliability by 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. FY 2015/16 FY 2016/17 FY 2017/18 Actual Actual Projected Retain Aa2 Bond Aa3 Aa3 Aa3 Rating Things we are doing to regain ourAa2 rating: • Continue to increase the General Fund Reserve each year ($500,000) until we reach a consistent 20% of operating revenues. The City started this in FY 2015. • Pursuing alternative financing, mainly through State Revolving Fund Loans to receive lower interest rates for projects. • Reviewing all administrative policies and procedures for the administration of grants, as well as all other finance related administrative policies It .� to create efficiencies and increased reliability in / r �• procedures. f L�4L Outcome #2: The public will be knowledgeable about the City's budget and is provided several means to obtain information about how their tax dollars are being spent. -94- BUDGET OFFICE The budget office used the FV 2017 community Input process and revamped it to include Input prior to the Cry Council goal seting In August • Surveys were available online for the community to provide Input • Meetings were held and presentations were given at neigh born ootl meetings m allow more publie engagement in the budget pro cess. R • All responses and suggestions were incorporated Into the FV 2010 budget hearings 0 for City Council. ..r Udzen Irrpact This will help streamyne the budget process allowing for more public input, engagement and transparency Receive the Govem in ent Finance Officers Association Distinguished Budget Presentation Award In wtler to reaeNe bMseweN, agwemmental but musYWbllsh a budget document that mcets program crime as a codaytloaumen( as an Toscana grace, as a hnanalel plan and a aommkrr adaws dowse ---------------------- J TheCl I Dubuyashes i r ivedtMs award I forthe Pastted yews. This award recognizes that the budget office is providing budget policies and documents that are understandable and meaningful to the public. Changes that were made In FV 2010 to the budget process to make the budget documents more consistent 1 . Starting using Workiva to link all data from the finance system directly Into the budget documents. This eliminates errorsfrom one document to another with the continual updating that occurs when City Council makes changes to the recommended budget 2. Completed training on the existing budget module to streamline the use and reduce departments time spent on entering their budgets. 96_ BUDGET OFFICE 3. Updated the budget manual to gain consistency in reporting across departments. This makes it easier for the community to compare departments and understand their functions Performance Measures: The GFOA has a special recognition for outstanding performance measure reporting during the budget process. Our goal is to receive this recognition in the next two years through the new reporting available with open data. -96- Recommended Operating Revenue Budget - Department Total 68-BUDGET FY15Actual FY16Actual FY17 Adopted FY18 Recomm'd Fund Account Account Title Revenue Revenue Budget Budget 100 59610 FR WPC OPERATING 27,598 14,459 33,949 52,708 100 59620 FR STORMWATER OPERATING 5,473 10,092 10,859 12,144 100 59630 FR PARKING OPERATING 4,899 5,206 5,602 6,064 100 59640 FR WATER UTILITY 26,797 0 0 3,223 100 59670 FR REFUSE COLLECTION 35,723 39,217 42,193 43,036 100 59940 FRDMASWA 15,490 16,110 17,333 26,354 59-TRANSFER IN AND INTERNAL 115,980 85,084 109,936 143,529 68-BUDGET TOTAL 115,980 85,084 109,936 143,529 -97- Recommended Operating Expenditure Budget - Department Total 68-BUDGET FY15 Actual FY16 Actual FY17 Adopted FY IS Recomm'd Fund Account Account Title Expense Expense Budget Budget 100 61,010 FULL-TIME EMPLOYEES 181,711 189,737 198,166 201,354 264 61,010 FULL-TIME EMPLOYEES 0 0 0 56,909 100 61,092 VACATIONPAYOFF 515 0 0 0 100 61,310 IPERS 16,227 16,943 17,874 17,981 264 61,310 IPERS 0 0 0 5,082 100 61,320 SOCIAL SECURITY 13,627 14,051 15,160 15,403 264 61,320 SOCIAL SECURITY 0 0 0 4,354 100 61,410 HEALTH INSURANCE 28,560 32,274 31,800 31,800 264 61,410 HEALTH INSURANCE 0 0 0 15,900 100 61,415 WORKMENS'COMPENSATION 693 717 737 762 100 61,416 LIFE INSURANCE 135 147 397 402 264 61,416 LIFE INSURANCE 0 0 0 114 61-WAGES AND BENEFITS 241,468 253,869 264,134 350,061 100 62010 OFFICE SUPPLIES 197 529 200 280 100 62030 POSTAGE AND SHIPPING 0 14 50 14 100 62090 PRINTING&BINDING 0 26 500 26 100 62110 COPYING/REPRODUCTION 147 14 150 760 100 62130 LEGAL NOTICES&ADS 7,256 3,628 3,500 3,700 100 62140 PROMOTION 0 0 5,000 0 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 0 43 100 44 100 62190 DUES&MEMBERSHIPS 748 1,043 750 950 100 62206 PROPERTY INSURANCE 166 167 173 145 100 62208 GENERAL LIABILITY INSURAN 1,200 1,284 1,341 1,394 100 62310 TRAVEL-CONFERENCES 291 3,391 8,500 8,500 100 62320 TRAVEL-CITY BUSINESS 226 561 310 572 100 62360 EDUCATION&TRAINING 95 754 200 1,469 100 62421 TELEPHONE 750 697 1,439 1,318 100 62436 RENTAL OF SPACE 888 1,008 888 1,008 100 62660 DATA PROCESSING 949 989 1,010 1,034 100 62663 SOFTWARE LICENSE EXP 57 57 662 28,558 100 62667 INTERNET SERVICES 0 80 240 272 100 62736 CATERING SERVICES 44 3,004 2,500 3,000 62-SUPPLIES AND SERVICES 13,014 17,289 27,513 53,044 100 71120 PERIPHERALS,COMPUTER 760 0 1,083 0 100 71123 SOFTWARE 512 397 4,050 0 100 72418 TELEPHONE RELATED 8 0 475 0 71-EQUIPMENT 1,280 397 5,608 0 68-BUDGET TOTAL 255,762 271,555 297,255 403,105 -98- Recommended Expenditure Budget Report by Activity & Funding Source 68-BUDGET EMENNEffRANT ADNUNISTRATOR -68400 FUNDING SOURCE:HUD DISASTER RELIEF Account FY16 Actual Expense FY17 Adopted Budget FYIS Recomm'd Budget WAGES AND BENEFITS 0 0 82,359 i UE�:PGRANT ADMINISTRATOR 0 BUDGET -72400 FUNDING SOURCE:GENERAL Account FY16 Actual Expense FY17 Adopted Budget FYIS Recomm'd Budget EQUIPMENT 397 5,608 0 SUPPLIES AND SERVICES 17,288 27,513 53,044 WAGES AND BENEFITS 253,869 264,134 267,702 BUDGET 7271,5545503 4 BUDGET TOTAL -99- CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL -PERSONNEL COMPLEMENT 68 BUDGET DEPT. FY 2016 FY 2017 FY 2018 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 100 1600 GE-42 BUDGET DIRECTOR 1.00 $ 112,877 1.00 $ 115,314 1.00 $ 117,169 100 1215 GE-36 SENIOR BUDGET ANALYST 1.00 $ 81,094 1.00 $ 82,852 1.00 $ 84,185 264 2630 GE-31 GRANT ADMINISTRATOR 0.00 $ — 0.00 $ — 1.00 $ 56,909 TOTAL FULL TIME EMPLOYEES 2.00 $ 193,971 2.00 $ 198,166 3.00 $ 258,263 TOTAL BUDGET DEPT 2.00 $ 193,971 2.00 $ 198,166 3.00 $ 258,263 -100- CITY OF DUBUQUE,IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2016 FY 2017 FY 2018 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Budget-General Fund 10072400 61010 100 9250 GE-42 BUDGET DIRECTOR 1.00 $112,877 1.00 $115,314 1.00 $ 117,169 10072400 61010 100 1215 GE-36 SENIOR BUDGETANALYST 1.00 $ 81,094 1.00 $ 82,852 1.00 $ 84,185 Total 2.00 $193,971 2.00 $198,166 2.00 $ 201,354 HUD Resiliency-Grant Administration 26472400 61010 264 2630 GE-31 GRANT ADMINISTRATOR 0.00 $ — 0.00 $ — 1.00 $ 56,909 Total 0.00 $ — 0.00 $ — 1.00 $ 56,909 TOTAL BUDGET DEPT. 2.00 $193,971 2.00 $198,166 3.00 $ 258,263 -101- This page intentionally left blank. -102- Personnel Office -71- This page intentionally left blank. _72_ PERSONNEL OFFICE FY 2016 FY 2017 FY 2018 % Change From Budget Highlights Actual Budget Requested FY 2017 Budget Expenses Employee Expense 360,253 334,468 375,719 12.3 % Supplies and Services 99,470 128,371 117,798 (8.2)% Machinery and Equipment — — 375 — % Total 459,723 462,839 493,892 6.7 % Resources Administrative Overhead Recharges 123,662 174,174 221,458 27.1 % Misc. Reimbursements 11,731 — 5,941 — % Total 135,393 174,174 227,399 30.6 % Property Tax Support 324,330 288,665 266,493 (22,172) Percent Increase (Decrease) (7.7)% Personnel -Authorized FTE 3.63 3.63 3.63 Improvement Package Summary 1 of 2 This decision package would provide funding a membership to the Wellness Council of America (WELCOA) and attendance to the National WELCOA training summit in Omaha, Nebraska for two wellness committee members. This will equip wellness committee members with information to implement effective employee wellness strategies. The WELCOA membership provides access to training, tools, information, and resources necessary to change organizational culture, increase participation, contain costs, and improve employee health and well-being. Wellness courses and webinars are also available. The Annual two day summit is an opportunity to learn best practices and innovative methods for improving employee health and wellness. Related Cost: $ 4,040 Tax Funds Recurring Recommend - No Related Revenue: $ 1,833 Administrative Overhead Recurring Net Property Tax Cost: $ 2,207 Property Tax Impact: $ 0.0009 0.01% Activity: Personnel 2of2 This decision package would provide funding to purchase a fiduciary liability policy to protect the City in the event of a breach of our fiduciary duty in connection with the deferred compensation plans (both the 457 plan and 401(a) plan). Related Cost: $ 4,500 Tax Funds Recurring Recommend -Yes Related Revenue: $ 2,042 Administrative Overhead Recurring Net Property Tax Cost: $ 2,458 Property Tax Impact: $ 0.001 0.01% Activity: Personnel -73- Significant Line Items Employee Expense 1. FY 2018 employee expense reflects a 2.0% wage package increase. 2. The Iowa Public Employee Retirement System (IPERS) City contribution is unchanged at 8.93% and the employee contribution is unchanged at 6.18% in FY 2018. 3. The City portion of health insurance expense is unchanged from $1,325 in FY 2017 to $1,325 in FY 2018 per month per contract. Supplies & Services 4. Consultant Services decreased from $53,055 in FY 2017 to $46,875 in FY 2018 based on actual cost of health and prescription drug plan actuarial and benefit services ($35,000), 509(A) Certificate of Compliance ($975) and Affordable Care Act compliance reporting ($8,000) and GASB 45 actuarial valuation ($2,900). 5. Criminal Background Check decreased from $23,805 in FY 2017 to $17,718 in FY 2018 based on FY 2016 Actual of$17,370. 6. Education and Training is unchanged from $9,470 in FY 2017 to $9,470 in FY 2018. This line item includes the employee tuition reimbursement program ($5,000); employee safety training ($2,500); and training for Personnel ($1,970). 7. Software License is unchanged from $9,038 in FY 2017 to $9,038 in FY 2018. This line item represents the annual maintenance fee for the online job application software. Machinery & Equipment 1. Equipment replacement items include ($375): Personnel Director Smart Phone $375 Revenue 8. Miscellaneous Reimbursements increased from $0 in FY 2017 to $5,941 in FY 2018. This line item represents the five year average of employee flex plan forfeitures. 9. Revenue received from Enterprise Funds for administrative overhead charges has increased from $174,174 in FY 2017 to $221,458 in FY 2018. -74- PERSONNEL OFFICE The Personnel Office is committed to providing expertise in attracting, developing and sustaining a high quality workforce committed to excellent services. SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE LEADING TO OUTCOMES PEOPLE PLANNING Improve Me productivity and The Personnel Office works with efficiency of operations by all City Departments and continuing organizational Divisions to ensure verandas development and team building are filled and highty skilled with emphasis on development employees are available to carry of supervisory staff, improved out City Planning Inifiatives. loam and interdepartmental effectiveness through the use of Employee Involvement Teams and maintenance of management skills and processes. PARTNERSHIPS The Personnel Office works With local partners inducing United Way, Prescott School, Crescent Community Health Center, Mara House, Multicultural Family Center, the Dubuque Area Labor Management Council and the Road to Success/Bridges Initiative. 75- PERSONNEL OFFICE Resources $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 — Administrative Overhead Recharges Miscellaneous Reimbursements Property Tax Support 0 FY 2016 FY 2017 FY 2018 The Personnel Office is supported by 3.63 full-time equivalent employees, which accounts for 76.07% of the department expense as seen below. Overall, the departments' expenses are expected to increase by 6.71% in FY 2018 compared to FY 2017. Expenditures by Category by Fiscal Year $360,253 Employee Expense $334,468 $375,719 $99,470 Supplies and Services $128,371 $117,798 Machinery and Equipment $— $375 $0 $100,000 $200,000 $300,000 $400,000 FY 2016 FY 2017 FY 2018 -76- 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 such as: 1. Assisting operating departments in the areas of recruitment, selection, placement, and training of employees 2. Representing the City in collective bargaining with five employee unions and administering union contracts 3. Maintaining centralized personnel records 4. Administering the Non-bargaining Unit Personnel Manual 5. Administering all benefits 6. Ensuring compliance with state and federal employment related laws and regulations and overseeing the safety function 7. Administering, through the Health Care Committee, health, prescription drug, dental, life, and disability insurance plans 8. Maintaining all workers compensation records and coordinating claims management with the third party administrator and department managers rlighlignrs or Ene rasr rear • The Healthcare Committee implemented three additional clinical drug prescription programs since 2012. The programs are step therapy, prior authorization and drug quantity management. Savings related to these programs from June 1 , 2012 through August 31 , 2016 was $219,340. • On August 3, 2015, the City entered into an agreement with our pharmacy benefit manager that will provide additional savings through higher formulary rebates and drug discounts. The annual savings over the next three years is $756,465. • Mercy and Finley Hospitals have agreed to convert from a percent of billed charges to a flat rate or per admission rate for certain in-patient and out-patient services. The new pricing arrangement with Mercy and Finley Hospitals will provide an annual estimated savings of$100,000. Future Initiatives • 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 to implement changes to the health and prescription drug plans in order to contain the increase in cost of providing these coverages. -77- PERSONNEL OFFICE Performance Measures Personnel Office -Activity Statement The Personnel Office is committed to providing expertise in attracting, developing and sustaining a high quality workforce committed to excellent services. JGoal: Planned and Managed Growth Outcome #1: Ensure equal employment opportunities for all employees and applicants for employment. 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 EmployeeDemographics Fiscal Year 2016 Male Female American American Asian or Asian or White Black Hispanic Pacific Indian or White Black Hispanic Pacific Indian or Total All Islander Alaskan Islander Alaskan Columns Native Native 657 24 12 2 1 351 13 11 2 0 1073 Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year 2012 2013i - 2015 2016 Retirements 14 31 19 16 21 Vacancies 90 86 88 82 81 Applications Processed 5,407 5,360 3,761 3,349 4,223 Civil Service Applications 862 1,138 1,085 863 714 -78- PERSONNEL OFFICE January 2016 01 through 3271 391 133 77 22 !279 103 December 2016 January 2016 through 223 20 9 1 0 0 0 December 2016 Outcome #2: Provide compensation and benefits plan that promotes a satisfied and engaged workforce. 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 • 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 Retiree's Years of Service FY'16 Average - 27.48 Years 6 5 4 3 2 1 0 iA i 0-10 years 11-15 years 16-20 years 21-25 years 26-30 years 31-35 years 36-40 years 41-45 years -79- This page intentionally left blank. -80- Recommended Operating Revenue Budget - Department Total 67-PERSONNEL FY15Actual FY16Actual FY17 Adopted FY IS Recomm'd Fund Account Account Title Revenue Revenue Budget Budget 100 53605 MISCELLANEOUS REVENUE 7,840 11,722 0 5,941 100 53620 REIMBURSEMENTS-GENERAL 1 9 0 0 53-MISCELLANEOUS 7,841 11,731 0 5,941 100 59610 FR WPC OPERATING 41,491 21,014 53,786 81,325 100 59620 FR STORMWATER OPERATING 8,226 14,667 17,203 18,738 100 59630 FR PARKING OPERATING 7,366 7,567 8,875 9,356 100 59640 FRWATERUTILITY 40,286 0 0 4,974 100 59670 FR REFUSE COLLECTION 53,708 56,999 66,849 66,402 100 59940 FRDMASWA 23,288 23,415 27,461 40,663 59-TRANSFER IN AND INTERNAL 174,365 123,662 174,174 221,458 67-PERSONNEL TOTAL 182,206 135,393 174,174 227,399 -81- Recommended Operating Expenditure Budget - Department Total 67-PERSONNEL FY15 Actual FY16 Actual FY17 Adopted FY 1S Recomm'd Fund Account Account Title Expense Expense Budget Budget 100 61010 FULL-TIME EMPLOYEES 218,329 219,999 217,654 231,814 100 61020 PART-TIME EMPLOYEES 24,809 25,836 23,190 26,178 100 61050 OVERTIME PAY 1,295 654 0 0 100 61310 IPERS 21,823 22,011 22,052 23,039 100 61320 SOCIAL SECURITY 17,902 18,061 18,892 19,736 100 61410 HEALTH INSURANCE 42,840 48,411 47,700 47,700 100 61411 INSURANCE PREMIUM 217 (2,260) 0 0 100 61413 ADMINISTRATION COSTS 22,595 25,662 3,613 25,662 100 61415 WORKMENS'COMPENSATION 901 890 919 927 100 61416 LIFE INSURANCE 184 184 448 463 100 61660 EMPLOYEE PHYSICALS 0 806 0 200 61-WAGES AND BENEFITS 350,895 360,254 334,468 375,719 100 62010 OFFICE SUPPLIES 2,785 3,066 2,841 3,127 100 62030 POSTAGE AND SHIPPING 3,610 2,415 3,791 2,415 100 62031 PROCESSING MATERIALS 333 318 345 324 100 62061 DP EQUIP.MAINT CONTRACTS 1,072 1,338 1,338 1,403 100 62090 PRINTING&BINDING 286 79 972 680 100 62110 COPYING/REPRODUCTION 1,443 1,557 1,443 1,557 100 62130 LEGAL NOTICES&ADS 1,111 7 700 700 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 4,453 3,723 5,497 3,797 100 62190 DUES&MEMBERSHIPS 704 645 839 840 100 62208 GENERAL LIABILITY INSURAN 2,098 2,245 2,344 2,437 100 62209 FIDUCIARY LIABILITY 0 0 2,500 6,900 100 62310 TRAVEL-CONFERENCES 0 0 1,000 1,000 100 62320 TRAVEL-CITY BUSINESS 388 312 1,000 1,000 100 62360 EDUCATION&TRAINING 11,137 12,229 9,470 9,470 100 62421 TELEPHONE 872 827 872 876 100 62436 RENTAL OF SPACE 480 528 480 504 100 62660 DATAPROCESSING 3,795 3,955 4,041 4,137 100 62663 SOFTWARE LICENSE EXP 9,069 9,066 9,038 9,038 100 62685 SIGN SUPPLIES 135 0 0 0 100 62697 LABORRELATIONS 3,856 0 3,000 3,000 100 62713 LEGAL SERVICES 0 4,670 0 0 100 62716 CONSULTANT SERVICES 17,096 35,079 53,055 46,875 100 62717 CRIMINAL BACKGROUND CHECK 15,923 17,370 23,805 17,718 100 62731 MISCELLANEOUS SERVICES 419 42 0 0 62-SUPPLIES AND SERVICES 81,065 99,471 128,371 117,798 100 71124 MICRO-COMPUTER 2,072 0 0 0 100 71211 DESKS/CHAIRS 400 0 0 0 100 72418 TELEPHONE RELATED 100 0 0 375 71-EQUIPMENT 2,572 0 0 375 67-PERSONNEL TOTAL 434,532 459,725 462,839 493,892 -82- Recommended Expenditure Budget Report by Activity & Funding Source 67-PERSONNEL RUNIAN RESOURCES - 72700 FUNDING SOURCE: GENERAL Account FY16 Actual Expense FY17 Adopted Budget FY1S Recomm'd Budget EQUIPMENT 0 0 375 SUPPLIES AND SERVICES 99,470 128,371 117,798 WAGES AND BENEFITS 360,253 334,468 375,719 77M AN RESOURCE493,892 SIPERSONNELTOTASL"r $459,723.54 $493,892.00 -83- CITY OF DUBUQUE , IOWA DEPARTMENT DETAIL- PERSONNEL COMPLEMENT 67 PERSONNEL DEPT. FY 2016 FY 2017 FY 2018 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 100 9300 GE-41 PERSONNEL MANAGER 1.00 $ 111,317 1.00 $ 113,720 1.00 $ 115,549 100 9100 GE-31 PERSONNEL ASSISTANT 1.00 $ 62,042 1.00 $ 63,371 1.00 $ 68,613 100 225 GE-25 SECRETARY 1.00 $ 45,674 1.00 $ 46,666 1.00 $ 47,652 TOTAL FULL TIME EMPLOYEES 3.00 $ 219,033 3.00 $ 223,757 3.00 $ 231,814 61020 Part Time Employee Expense 100 225 GE-25 SECRETARY 0.63 $ 22,702 0.63 $ 23,190 0.63 $ 26,178 TOTAL PART TIME EMPLOYEES 0.63 $ 22,702 0.63 $ 23,190 0.63 $ 26,178 TOTAL PERSONNEL DEPT 3.63 $ 241,735 3.63 $ 246,947 3.63 $ 257,992 -84- CITY OF DUBUQUE,IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2016 FY 2017 FY 2018 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Personnel/Human Services-FT General Fund 10072700 61010 100 225 GE-25 SECRETARY 1.00 $ 45,674 1.00 $ 46,666 1.00 $ 47,652 .............................0'0.........................-....................................... 10072700 61010 100 9300 GE-41 PERSONNEL MANAGER 1.00 $ 111,317 1.00 $ 113,720 1.00 $ 115,549 ...............................................................................................". 10072700 61010 100 9100 GE-31 PERSONNEL ASSISTANT 1.00 $ 62,042 1.00 $ 63,371 1.00 $ 68,613 Total 3.00 $ 219,033 3.00 $ 223,757 3.00 $ 231,814 Personnel/Human Services-PT General Fund 10072700 61020 100 225 GE-25 SECRETARY 0.63 $ 22,702 0.63 $ 23,190 0.63 $ 26,178 Total 0.63 $ 22,702 0.63 $ 23,190 0.63 $ 26,178 TOTAL PERSONNEL DEPT. 3.63 $ 241,735 3.63 $ 246,947 3.63 $ 257,992 -85- This page intentionally left blank. -86- DEPARTMENT: STATE PROGRAM: PROJECT TITLE: PROGRAM: 5C TOTAL City Manager's Office Community& Economic Neighborhood Grants DEPARTMENT: 72 PROJECT Development FD/CIP NO: 260-1238 COST $119,800 2016 2017 ACTUAL AMENDED BEYOND EXP BUDGET PROJECT BUDGET 2017-18 2018-19 2019-20 2020-21 2021-22 2022 A. EXPENDITURE ITEMS $ 15,349 $ 44,257 Grants $ 24,560 $ 24,560 $ 24,560 $ 24,560 $ 21,560 $ 21,560 $ 15,349 $ 44,257 TOTAL $ 24,560 $ 24,560 $ 24,560 $ 24,560 $ 21,560 $ 21,560 B. PROJECT FINANCING $ 3,405 $ 12,250 DRA Distribution $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 7,000 $ 7,000 $ 11,944 $ 32,007 CDBG Grant $ 14,560 $ 14,560 $ 14,560 $ 14,560 $ 14,560 $ 14,560 $ 15,349 $ 44,257 TOTAL $ 24,560 $ 24,560 $ 24,560 $ 24,560 $ 21,560 $ 21,560 PROJECT DESCRIPTION This program provides funding for grants for neighborhood clean up and beautification, neighborhood communications, and neighborhood improvement projects. Funds are provided to neighborhood organizations and other non-profit organizations to undertake projects in low/moderate income areas. Individuals are not eligible to receive funds. Neighborhood associations and non-profit organizations operating in low/moderate income neighborhoods can apply for small grants of up to $750 or large grants of$1,000 to $5,000. General Fund monies in Fiscal Year 2008 and beyond are to provide funds for community building events such as Jackson Park concerts and Washington Neighborhood Planning Workshops, which are not expenditures eligible for Community Development Block Grant. In FY 2017, additional funds were requested to expand community building grants to serve designated Neighbor2Neighbor initiatives in both low/moderate income and non low/moderate income areas of the community. In Fiscal Year 2016, the Neighborhood Grant Program provided 18 grants to neighborhood associations, neighborhood groups, and non-profit organizations operating in the City's low and moderate income neighborhoods. 28 grants were provided in FY 2015. Funded projects included activities to support at-risk youth and families, educational enrichment programs, after-school programs, informational neighborhood newsletters, neighborhood beautification projects, community gardens, resource fairs, and community building activities such as Jackson Park concerts, Multicultural Family Center's Juneteenth Celebration, Cinco de Mayo Cultural Event, Martin Luther King Day of Service, and the Washington Neighborhood's Clean-ups and Block Parties, National Night Out, Movies in Comiskey Park. JUSTIFICATION The City Council previously established neighborhood revitalization as a top priority and adopted the Washington Neighborhood Revitalization Strategy in 2005. The provision of grants to neighborhood organizations supports the empowerment of residents to address needs and opportunities and to make their neighborhoods more livable. The neighborhood grants provide funding for non-profits to address needs identified through Every Child/Every Promise. Neighborhood grants also provide a funding source to implement many recommendations of the Safe Community Task Force. The grants provide a funding source to encourage interaction between neighbors to build social and cultural vibrancy. 381 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: PROGRAM: 5C City Manager's Office Community& Economic Neighborhood Grants DEPARTMENT: 72 TOTAL Development PROJECT FD/CIP NO: 260-1238 COST 102-1238 $119,800 RELATIONSHIP TO OTHER PROJECTS This project implements the Comprehensive Plan's Land Use and Urban Design Goal One: To protect and enhance the viability, livability and affordability of the city's residential neighborhoods while integrating multifamily development throughout the community, objective 1.7) Encourage neighborhood identity, planning, and pride of place. preservation of viable and affordable housing stock, objectives 7.1) Encourage redevelopment or adaptive reuse of vacant or underutilized buildings and sites and 7.4) Strive to eliminate slum and blight, Economic Development Goal Eight: To promote and encourage preservation of our historic assets, objectives 8.3) Promote education of the public on the economic benefits of historic preservation and 8.4) Promote the historical features element of the Downtown Master Plan, and Environmental Quality Goal Eight: To promote community clean-up and beautification efforts through public and private partnerships, objectives 8.1) Educate the public on litter prevention and illegal dumping and enforce existing laws, 8.2) Encourage clean-up, beautification, and landscaping for the public, private, and business sectors, i.e. parkland, roadway, and shoreline adoption programs and 8.4) Encourage downtown and neighborhood clean up and beautification efforts. This project also implements the Comprehensive Plan's Human Services Goals Three: To promote optimum individual and community safety, objective 3.5) Support increased neighborhood involvement and promote neighborhood associations and Six: To work with area providers and citizens so that human services are supported and delivered in an effective and efficient manner, objectives 6.1) Encourage improved effective coordination and citizen involvement in service delivery, policy development, and program implementation and 6.2) Continue to coordinate, jointly plan, and support improved services through organized community action, Education Goal Seven: To develop responsible citizens and leaders to meet the challenges of a multicultural America and global society, objective 7.1) Promote opportunities for all segments of the community to participate in leadership activities, Housing Goal One: To promote the preservation, rehabilitation, and investment in our city housing stock and neighborhoods, objective 1.3) Consider expanding the City's use of housing preservation programs whenever appropriate and possible, and Diversity Goal Three:To understand, respect, and welcome people and eliminate fear based on differences, Goal Four: To educate community members about diversity and open avenues of communication and interaction within the community and Goal Five: To recognize, appreciate, and celebrate diversity as an opportunity to experience and share both our differences and our similarities as a unified community. RELATIONSHIP TO SUSTAINABILITY PRINCIPLES This project implements the Sustainable Principle of Community Knowledge. 382 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: PROGRAM: 6C City Manager's Office General Government Municipal Green House Gas Inventory DEPARTMENT: 72 TOTAL Public Information Office PROJECT FD/CIP NO: 350-2682 COST $50,000 2016 2017 ACTUAL AMENDED BEYOND EXP BUDGET PROJECT BUDGET 2017-18 2018-19 2019-20 2020-21 2021-22 2022 A. EXPENDITURE ITEMS $ 25,000 Service Contract $ 25,000 $ — $ 25,000 TOTAL $ — $ — $ 25,000 $ — $ — $ B. PROJECT FINANCING $ 25,000 Sales Tax Fund (20%) $ 25,000 is — $ 25,000 TOTAL $ — $ — $ 25,000 $ — $ — $ — PROJECT DESCRIPTION This project will provide funding for the City to hire a consultant to conduct a greenhouse gas inventory for municipal operations, which has not been done to date, and update the community greenhouse gas (GHG) inventory, which was last updated in 2011. The contract would request a consultant to work closely with City departments to collect data regarding building energy use, fleet operations, and other GHG-emitting municipal sources. The contract would also request a consultant to work with the City and other community partners to update the community's GHG inventory and ensure complete final documentation to comply with the City's national commitments. JUSTIFICATION In 2013, the City Council adopted a community goal of reducing GHGs 50% below 2003 levels by 2030. In 2015, Mayor Buol signed on to the Compact of Mayors, which commits Dubuque to developing a GHG mitigation and climate adaptation plan within three years. Part of this requirement is reporting municipal and community data via an internationally-recognized reporting protocol such as the Carbon Disclosure Project. City Council is often asked to make decisions based on economic ROI. By updating the community inventory and providing a municipal inventory, the City will have access to a valuable report that will allow us to better make decision based on environmental ROI. RELATIONSHIP TO OTHER PROJECTS This plan helps to reach the goals of the 50% by 2030 Plan. It also helps implement Comprehensive Plan Infrastructure Goal 10.1 (energy efficiency of City- owned buildings). RELATIONSHIP TO SUSTAINABILITY PRINCIPLES This project helps meet the Sustainable Dubuque principles of Healthy Air, Resource Management, Smart Energy Use, Community Knowledge and Green Buildings. 383 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: PROGRAM: 6C City Manager's Office General Government Aerial Orthophotography and LiDAR Data DEPARTMENT: 72 TOTAL Public Information Office Collection PROJECT FD/CIP NO: 350- COST $30,000 2016 2017 ACTUAL AMENDED BEYOND EXP BUDGET PROJECT BUDGET 2017-18 2018-19 2019-20 2020-21 2021-22 2022 A. EXPENDITURE ITEMS Consultant Services $ 5,000 Professional Services $ 25,000 $ — $ — TOTAL $ — $ — $ — $ — $ 30,000 $ B. PROJECT FINANCING Sales Tax Fund (20%) $ 30,000 $ — $ — TOTAL $ — $ — $ — $ — $ 30,000 $ — PROJECT DESCRIPTION This CIP would cover the cost of capturing aerial orthophotography for approximately 160 square miles, including the City of Dubuque and surrounding areas of interest (annexation study areas, airport, etc). Along with the aerial photography portion of this project, the CIP would also cover the costs of LiDAR (Light Detection And Ranging). LiDAR data will assist us in generating a more accurate digital elevation model and more accurate contours. The anticipated coverage of the LiDAR portion of this project would be approximately 20 square miles- covering those areas that have changed drastically since our last data collection in 2009. Consultant Services relate to any overhead and project management fees assigned by the successful vendor of both the orthophotography and LiDAR products. JUSTIFICATION The last orthophotography project conducted by the City of Dubuque was completed in 2009. At that time, we received a significant amount of information, including true-color aerial photography, impervious surfaces, land cover, building footprints, a digital elevation model, and contours. At that point, we had hoped to conduct a new orthophotography flight every two years. In the meantime, Dubuque County contracted with Pictometry, a firm that provides oblique imagery (imagery which allows a user to view the sides of buildings) and generates an orthogonal dataset (straight-down photography) as a bi-product. The orthogonal dataset produced does not meet any type of digital or locational standards. This works for the County because they're not using their imagery for the same purposes as we do in the City. It also does not meet the requirements of the FAA related to the Dubuque Regional Airport's eALP (electronic airport layout plan). The imagery to be collected as a part of this project will be at least 3" pixel true color imagery, with horizontal accuracy as identified by the American Society of Photogrammetry and Remote Sensing ASPRS). Our intent for this new photography will be to pick up where we left off with our last flight in 2009 - update impervious surfaces for storm water runoff, update roads, buildings, utilities, and development. We use aerial photography for every project we work on, and having up to date imagery on a regular schedule is important to the daily functions of City activity. The LiDAR portion of this project will not cover the entire area of the imagery, but will be more specifically targeted to those areas of recent and upcoming development, including the Dubuque Industrial Center, SW Arterial Corridor, Bee Branch, and the landfill. Having up to date digital elevations and contours assists 384 City and consulting staff more accurately design projects occurring in these areas. Finally, an additional part of this project, not included in the funding of this CIP (costs to be covered out of previous FY GIS Consultant Services CIP), is the request for proposal preparation, coordinate system and control point monumentation update, and QA/QC of the products received from the selected vendor. Updating the monumentation of control points will not only assist in making our LiDAR and orthophotography project more accurate, it will also assist our and contracted surveying crews to more accurately collect data for project design. RELATIONSHIP TO OTHER PROJECTS Aerial photography and LiDAR collection apply to almost all projects and departments within the organization. More specifically, projects such as the Bee Branch, Annexation Study, Comprehensive Plan, Southwest Arterial, community development and industrial park expansion, storm water runoff, utility location and expansion of services, neighborhood development, Chaplain Schmitt Island master plan, riverfront development and leases, and every day projects. RELATIONSHIP TO SUSTAINABILITY PRINCIPLES This CIP request relates to Regional Economy, Smart Energy Use, Smart Resource Use, Community Design, Community Knowledge, Community Health & Safety, Clean Water, Native Plants &Animals, and Reasonable Mobility. 385 City Manager -41- This page intentionally left blank. -42- CITY MANAGER'S OFFICE FY 2016 FY 2017 FY 2018 % Change From Budget Highlights Actual Budget Requested FY 2017 Budget Expenses Employee Expense 1,064,388 1,104,516 1,127,593 2.1 % Supplies and Services 284,130 286,978 283,220 -1.3 % Machinery and Equipment 3,092 6,279 1,500 -76.1 % Total 1,351,610 1,397,773 1,412,313 1.0 Resources Administrative Overhead Recharges 368,232 511,247 569,225 11.3 % Sustainability Conference 39,829 15,000 37,000 146.7 % Misc. Reimbursements 12,531 500 1,300 160.0 % CDBG Charges 80,850 108,467 86,622 (20.1)% Total 501,442 635,214 764,132 20.3 % Property Tax Support 850,168 762,559 648,181 (114,378) Percent Increase (Decrease) (15.0)% Personnel -Authorized FTE 9.35 9.77 9.77 Improvement Package Summary 1 of 5 This decision package would provide funding for the Assistant City Manager to attend the required regional summit conference for the International City/County Management Association (ICMA). In September 2014, an Assistant City Manager was appointed to a 3-year term on the ICMA International Committee and is anticipating reappointment in September 2017. This committee serves as an advisory body to the ICMA Executive Board on a range of international matters including providing a global context for local government management and communities in which they serve. Membership on the committee is very competitive and committee members are required to attend at least one International Regional Summit during their 3-year appointment. Dubuque has been a leader in ICMA-sponsored international exchanges having been one of the original host communities for the ICMA International Fellowship program in 2011. Since then Dubuque has been selected as a host community for each round and has welcomed over 32 International Fellows from 16 cities across 11 countries. Participation in these exchanges provides for an opportunity to share best practices around community resiliency, community engagement and local legislative processes as well as increase our Intercultural Competency among city staff and our key partners. Currently 80 companies in the Greater Dubuque Area have international sales and 77 have overseas locations. Participation in the International Regional Summit will strengthen Dubuque's global reach and supports the City Council's vision of"expanding global connections" and the five-year goal of social/cultural vibrancy. Related Cost: $ 2,800 Tax Funds Recurring- 3 Years Recommend -Yes Related Revenue: $ 1,272 Administrative Overhead Recurring- 3 Years Net Property Tax Cost: $ 1,528 Property Tax Impact: $ 0.0006 0.01% Activity: City Manager's Office -43- 2of5 This decision package would provide funding for education and training for the newly-established Resilient Community Advisory Commission. The Commission, established in 2016, will have nine new members. The first task of the Commission will be to complete strategic planning and goal-setting. That goal setting will likely identify education and training needs for the commissioners. This funding could be used for training for individual members, such as paying for their registration for the annual Growing Sustainable Communities Conference, or to host educational sessions that would be available to the Commission and the community at large, such as bringing in a guest speaker for a community event. This improvement package directly relates to implementing the City Council's sustainability and resiliency goals, and helps to inform members of the City's boards and commissions, a key element of our community engagement strategy. Related Cost: $ 5,000 Tax Funds Recurring Recommend -Yes Related Revenue: $ 2,269 Administrative Overhead Recurring Net Property Tax Cost: $ 2,731 Property Tax Impact: $ 0.0012 0.01% Activity: Sustainability 3of5 This decision package would provide funding for a consultant to provide initial Lean training of City employees and assessment of progress for approximately six months. The goal is to decrease nuisance complaints, problems, and violations as a result of a streamlined system and processes through Lean thinking and functional management.A consultant would provide the initial technical Lean training and assessment of progress for approximately six months to conduct on site meetings, webinars, and facilitation of employee committee work. Lean thinking and methods utilize a daily management system with a continuous improvement and waste reduction philosophy while also incorporating a focus on future issues and problems. The "nuisance problem property" issue would be used as a demonstration/pilot program for future Lean applications to City operations. Related Cost: $ 33,600 Tax Funds Non-Recurring Recommend - No Related Revenue: $ 15,248 Administrative Overhead Non-Recurring Net Property Tax Cost: $ 18,352 Property Tax Impact: $ 0.0077 0.07% Activity: City Manager's Office 4of5 This project provides for the replacement of approximately 200 banners in Downtown areas including Port of Dubuque, Town Clock Plaza, Historic Old Main, 3rd Street Overpass, Historic Millwork District, Historic Federal Building, Five Flags, City Hall and Washington Park. Currently there are All-America City banners throughout these areas. These banners are almost 5 years old and showing signs of wear and tear. This project is intended to further the goals identified in the Culture, Education and Entertainment and Public Space and Open Areas components of the Downtown Master plan. Downtown enhancements, promoting cultural amenities and downtown as a destination father the goals and objects of economic revitalization, strengthening the local economy and creating jobs. Since 1949, the National Civic League has recognized and celebrated the best in American civic innovation with the prestigious All-America City Award. The City of Dubuque has been recognized as an All-America City in 2007, 2012 and 2013. This project implements the Comprehensive Plan's Land Use and Urban Design Goal Two: Ensure that opportunities for convenient and concentrated commercial development are provided to support both the local and regional market, objectives 2.1) Support protection of downtown commercial core and encourage continued reinvestment and redevelopment and 2.4) Support preservation of historic and aesthetic character and function of established commercial -44- districts. This project also supports the Sustainability Principles of Community Design and Regional Economy. Related Cost: $ 8,000 Tax Funds Non-Recurring Recommend - No Related Revenue: $ 3,630 Administrative Overhead Non-Recurring Net Property Tax Cost: $ 4,370 Property Tax Impact: $ 0.0018 0.02% Activity: City Manager's Office 5of5 This decision package would provide funding to support the annual partnership event (known as) Dubuque Night in Des Moines. For over thirty years, this event is the among the oldest local government networking events held in Des Moines for the state elected officials and appointed staff. Dubuque Night enjoys broad based support across the aisle. The City will be one of several sponsors which will include other civic organizations like the Chamber of Commerce, Greater Dubuque Development Corporation, Dubuque Labor Management and the Community Foundation of Greater Dubuque. The funds will be spent on marketing the event to legislative and administrative leaders in Des Moines and on food. Related Cost: $ 3,000 Tax Funds Recurring Recommend -Yes Related Revenue: $ 1,362 Administrative Overhead Recurring Net Property Tax Cost: $ 1,638 Property Tax Impact: $ 0.0007 0.01% Activity: City Manager's Office Significant Line Items Employee Expense 1. FY 2018 employee expense reflects a 2.0% wage package increase. 2. The Iowa Public Employee Retirement System (IPERS) City contribution is unchanged at 8.93% and the employee contribution is unchanged at 6.18% in FY 2018. 3. The City portion of health insurance expense is unchanged from $1,325 in FY 2017 to $1,325 in FY 2018 per month per contract. 4. Overtime expense is unchanged from $10,000 FY 2017 to $10,000 in FY 2018. FY 2016 Actual was $9,146. 5. Afull-time Secretary position is frozen until June 30, 2018 with a savings of$59,927. In addition, a part-time Management Intern position is frozen until June 30, 2018 with a savings of$40,327. Supplies & Services 6. Conferences increased from $45,316 in FY 2017 to $47,916 in FY 2018. There was a non- recurring improvement package in FY 2017 for an Assistant City Manager to attend the ICMA International Regional Summit for $3,016 and there is an approved improvement package in FY 2018. -45- 7. Spirit Related expense unchanged from $11,086 in FY 2017 to $11,086 in FY 2018. In FY 2017 and FY 2018 the employee recognition gift is cut. 8. Pay to Other Agency is unchanged from$46,440 in FY 2017 to $46,440 in FY 2018. This line item includes Special Events Grants for$3,150 (10% cut in FY 2018); Sustainable Dubuque Collaborative Community Grants for $22,500 (10% cut in FY 2018); GreenCorps Local Match for $5,000; and Washington Tool Library for $15,790. 9. Consultant Services increased from $25,000 in FY 2017 to $25,750 in FY 2018. This line item represents goal setting for City Council and department managers. 10. Travel - City Business increased from $23,150 in FY 2017 to $23,800 in FY 2018. The increase is due to the increase in travel for the Sustainable Community Coordinator ($650). 11. Speakers/Programs is unchanged from $20,000 in FY 2017 to $20,000 in FY 2018. This line item represents the expense for the Growing Sustainable Communities Conference and is offset by the registration fees received for the conference. 12. Dues and Memberships increased from $23,150 in FY 2017 to $23,800 in FY 2018. The increase is due to a 25% increase in the Urban Sustainability Directors Network ($850). Machinery & Equipment 13. Equipment replacement items at the maintenance level include ($1,500): (3) Smart Phones $1,500 Revenue 14. Various Program Fees increased from $15,000 in FY 2017 to $37,000 in FY 2018 based on FY 2016 Actual of$39,829. This line item represents the Growing Sustainable Conference registration fees. 15. Revenue received from Enterprise Funds for administrative overhead charges has increased from $511,247 in FY 2016 to $569,225 in FY 2017. -46- CITY OF DUBUQUE ORGANIZATIONAL CHART Citizens of Dubuque Cirt.arturn" City Comcd (Sq Cle k suy�ru.�.e.. / CtiHkfe^�&u'e n.pmuma 11A.1.1 ur.p®r r� r�osw.m avrmw .w...1. a..s. muoes...a cwor ofwb.w• �c��coo.m ta ®gym kPP�i'®' n J t.a.o�mws n:wti 47 This page intentionally left blank. -48- 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 T Management/ Administrative/ Sustainability Neighborhood Development Legislative SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES PLANNING v Work with all City Departments PEOPLE and Divisions to perform the duties and responsibiltlies • Establish a culture of quality _ specified in the City Charter to customer service and deliver ensure economic prosperity, services that exceed citizen environmentaVecological integrity expectations. and socialicultural vibrancy exist • Invest in staff development to throughout the community and are improve leadership capacity r incorporated into dairy activities. and increase leatlership effectiveness • Attract, engage and retain a high quality, creative and diverse worlsforce pry • Promote and invest in NAD. employee health and safety 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 -qg- CITY MANAGER'S OFFICE Resources and Property Tax Support $900,000 $800,000 $700,000 $600,000 — $500,000 $400,000 $300,000 $200,000 $100,000 $0 Administrative OH Recharges Sustainability Misc.Reimbursements CDBG Charges Property Tax Support FY 2016 FY 2017 FY 2018 The City Manager's Office is supported by 9.77 full-time equivalent employees, which accounts for 79.84% of the department expense as seen below. Overall, the departments' expenses are expected to increase by 1.04% in FY 2018 compared to FY 2017. Expenditures by Category by Fiscal Year $1,064,388 Employee Expense $1,104,516 $1,127,59: $284,130 Supplies and Services $286,978 $283,220 $3,092 Machinery and Equipment $6,279 $1,500 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 0 FY 2016 FY 2017 FY 2018 -50- CITY MANAGER'S OFFICE 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. Management/Administrative/Legislative Funding Summary FY 2018 FY 2016 Actual FY 2017 Budget lRequested Expenditures $1,039,392 $1,068,701 $1,069,757 Resources $375,143 $510,946 $500,040 Management/Administrative/Legislative Position Summary FY 2018 City Manager 1.00 Assistant City Manager 2.00 Office Manager 1.00 Secretary 2.00 Communications Assistant 0.75 Management Intern 10.60 Total Full-Time Equivalent Employee's 17.35 -51- CITY MANAGER'S OFFICE y....y... . of the Past N , • In 2016, Forbes.com highlights Dubuque among the "Best Places in America to Climb the Economic Ladder to Success." • In 2016, MoneyGeek ranked Dubuque 38th out of 29,260 US cities for "Best Small Cities to Make a Living." • In 2015, Forbes.com named Dubuque in the US Top 50 as being one of the "Best Small Places for Business and Careers." • In 2015, Dubuque was named the second "Most Relaxed Small City in America" by Movoto. • The city's Bond Rating was upgraded to Aa2 by Moody's. • The city received the Eleventh Consecutive Distinguished Budget Award. • The city received $140,790 REAP grant for Valentine Park Expansion. • The city received $570,000 from Iowa Transportation Commission for Bus Storage Facility Project. • The city received $200,000 from the EPA for Brownfield cleanup. • The city received $132,478 HUD grant for Family Self-Sufficiency program. • The city received the Certificate of Achievement for Excellence in financial reporting for the 28th consecutive year. • A community engagement process for City Council Goals and Priorities was completed. • Implementation of new employee training on Guiding Principles of the Management Philosophy. • The city launches Open Expenses performance measure tool. • Dubuque hosts Annual Meeting of Mississippi River Communities. • Mayor Buol participation in Paris Climate Talks, White House Water Summit, US-China Summit and elected to US Mayors Advisory Board. Future Initiative • Continue efforts to partner with Inclusive Dubuque to address issues of equity, diversity and inclusion, including recommendations from the Equity Profile. • Continued implementation of the city's performance measure transparency tool. -52- • Continue efforts to improve the city's response performance rate of citizens issues. • 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 • Work collaboratively with DMATS and other local partners to achieve the East West Corridor plan • Continue efforts to implement strategic plans including the Historic Millwork District Master Plan, the Downtown Master Plan, the Bee Branch Watershed Flood Mitigation project, the Port of Dubuque Master Plan (North and South Port), Chaplain Schmidt Island Master Plan, Arts Master Plan and the HUD Resiliency grant program. 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. OGoal: Economic Prosperity Outcome #1: Maintain a competitive tax rate that minimizes the tax burden of citizens Dubuque has the second LOWEST taxes per capita in the state. Dubuque's proposed FY18 rate is 2.47% less than the FY17 rate. The highest ranked city (West Des Moines) is 125% higher than Dubuque's taxes per capita, and the average is 54% higher than Dubuque. Did you know? The tax rate in 1987 was $14.58 per thousand compared to proposed FY18 rate of$10.89 per thousand. The FY1987 rate is 25.3% higher than the proposed FY2018 rate. Nearly 60% of your city property tax is spent on public safety, public works and infrastructure. Outcome #2: 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. -53- CITY MANAGER'S OFFICE The City received$98.5 million in financial assistance from the State of Iowa for the Bee Branch Watershed Flood Mitigation Project and a HUD Resiliency GrantAward of$31.5 million. The FYI budget 62% of budgeted revenue comes from Intergovernmental revenue, charges for services and miscellaneous revenue while budgeted revenue from taxes is 30%. Outcome #3: 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. FY 2013/14 FY 2014/15 FY 2015/16 Actual Actual Actual Average time to resolve a citizen issue 22 days 15.72 days 13.81 days Percent of issues resolved in 10 days or 50% 79% 79.4% less Average time to resolve a citizen issue - n/a n/a 16.03 days All Departments Percent of issues resolved in 10 days or n/a n/a 80.3% less - All Departments Percent of issues resolved in 30 days or n/a n/a 90.8% less - All Departments Outcome #4: Make 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. In 2016, Forbes.com featured Dubuque as among the best places in America to climb the economic ladder to success. In 2016, Dubuque also received first place by the National League of Cities for our work in developing creative and effective programs to improve cultural diversity. In 2015, MoneyGeek also ranked Dubuque 38th out of 29,260 US cities of the 'Best Small Cities to Make a Living." 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." -54- CITY MANAGER'S OFFICE The Sustainability Office provides education, outreach, and coordination on sustainability issues and activities both within the City organization as well as to the various stakeholders, business and citizen groups that comprise the Dubuque community. The Sustainable S U S T A I N A B L E Community Coordinator works directly with city �► departments to ensure capital projects and operating DUBUQUE programs meet the sustainability vision identified by the viable • livable • equitable 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. Sustainability Funding Summary FY 2018 FY 2016 Actual FY 2017 Budget Requested Expenditures $170,591 $182,021 $188,704 Resources $43,458 $15,000 $106,985 Sustainability Position Summary FY 2018 Sustainable Community Coordinator 1.00 Sustainable Dubuque Intern 0.42 Total Full-Time Equivalent Employee's 1.42 Highlights of the Past Year • In 2015, the City Council identified development of a Resilient Community Advisory Commission as a top priority. Staff facilitated over twenty community engagement sessions to develop a resiliency definition and structure for the new Commission. Approximately 200 individuals provided input, and a new, nine-member commission was created in 2016. • The City was awarded $31.5 million, as part of the State of Iowa's successful application to the HUD National Disaster Resilience Competition. $8.4 million will be used to rehabilitate 320 housing units, while the remainder will finance infrastructure in the Bee Branch Creek Watershed. Through the project, the City will also develop ways to integrate resiliency concepts into our municipal operations. -55- CITY MANAGER'S OFFICE • After receiving a request from the Dubuque Poison Free Parks facebook group, City staff and resident representatives formed a working group to develop the organization-wide Integrated Pest Management program, which was adopted by City Council in June 2016. The IPM integrates multiple control methods in order to prevent pests where possible and eradicate them as needed. The Program will be a phased-in approach to reducing chemical use in all public spaces in order to create healthier environments for all residents. • In partnership with the University of Iowa Engineering department, Green Dubuque, the Dubuque Community School District, and other local non-profits, the City Sustainability and Health departments implemented the Clean Air in the River Valley CLEAR4 program. The program utilizes handheld air quality monitors to educate the public, in an interactive way, about the causes and effects of poor air quality. The monitors have been used in K-12 and college classrooms and public meetings. • Staff and partners utilized data from the STAR Communities certification in the ongoing development of the City's performance measurement initiatives, and implementation of programs to improve the sustainability of the community. The Sustainable Community Coordinator served on a national team to develop the STAR Leading Indicators, a subset of 21 STAR outcomes that communities should measure annually to benchmark their sustainability efforts. The Leading Indicators will be a foundational piece of the City's new online performance measurement dashboard. • Through the International City Managers Association (ICMA), the Sustainable Community Coordinator and other City staff provided technical assistance regarding climate adaptation, resiliency, and community engagement, to representatives from Southeast Asian countries and the Dominican Republic. The Coordinator traveled to Thailand and the Dominican Republic as part of that work. 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. 4 .AA ► Goal: Partnering for a Better Dubuque Outcome #1: Partner for sustainability. 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. -56- CITY MANAGER'S OFFICE 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 FY 2013/14 FY 2014/15 FY 2015/16 Actual Actual Actual Number of awards given (as percent of 21 (39)% 25 (56%) 15 (50%) total applications received) Heritage Works created wood window restoration educational programming that combined historic preservation and energy efficiency elements. Awindow model was created that was used for three events, reaching approximately 75 people. The window model is permanently displayed in their office. University of Dubuque Chalapaty Fellow Allison Mitchell secured purchased food from local farmers to operate food stands in Sutton and Comiskey parks, located in USDA-recognized food deserts identified through the STAR certification process, to increase access to healthy, fresh produce. The summer program is part of her ongoing research f ' project, and results will inform future program development. Goal: Financially Responsible & High Performance Organization Outcome #2: City government use of sustainable practices in daily operations. Adopting sustainability practices in a variety of ways helps to save citizens money, protect the environment and improve the quality of life for residents. After receiving a request from the Dubuque Poison Free Parks facebook group, City staff and resident representatives formed a working group to develop the organization-wide Integrated Pest Management program, which was adopted by City Council in June 2016. The IPM integrates multiple control methods in order to prevent pests where possible and eradicate them as needed. The program aims to minimize the risk of pesticides to human health and/or environmental risk. In 2016, • 9 Pesticide Free Parks were designated • 1 Zoned Pilot Park was designated • A new public notification system was created • Alternatives and less toxic chemicals were tested in multiple chemical facilities Goal: Environmental Integrity 1 Outcome #3: 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. -57- CITY MANAGER'S OFFICE 2003 Baseline 2014 Comm NG 7% Indust NG Indust NG 3% Transport 6 anon Comm NG Transport Res NG Pti% 9% ation 9% 28% Res NG 11% LFG 7% LFG 3% Indust Elec 28% Indust Res Elec Res Elec Elec 12% 15% 21 Comm Comm Elec Elec 8% 10% Total: 1,241,729 mt CO2e Total: 1,109,916 mt CO2e The community has experienced an 11% reduction in GHGs as compared to the 2003 baseline. Neignaornooa ueveiopment 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. Neighborhood Development Funding Summary FY 2018 FY 2016 Actual FY 2017 Budget Requested Expenditures $132,560 $142,051 $143,852 Resources $80,850 $108,768 $86,622 Neighborhood Development Position Summary FY 2018 Neighborhood Development Specialist 1.00 Total Full-Time Equivalent Employee's 1.00 Highlights of the Past Year • Neighbor2Neighbor pilot launched with six pilot block champions. Pilot was expanded in November 2015 to an additional seven block champions throughout the city. N2N will be a social movement that empowers people to get to know their neighbors and build better relationships and safer communities. -58- CITY MANAGER'S OFFICE • The city's Community Engagement work group made significant progress in implementing community engagement in a multitude of city projects, including a community engagement process for the 2016 city council goal setting process. • Concentrated Community Housing Initiatives investment in purchasing and rehabilitating homes in the Washington Neighborhood has resulted in additional owner occupied properties. Improved housing conditions and additional homeowners will help stabilize the neighborhood and increase property values making it a more attractive neighborhood where people want to live and invest. • Significant improvements to the physical appearance of Dubuque's east side neighborhoods through the green alley program, bee branch, housing acquisition, and improvement code enforcement will lead to increased feelings of safety and further investment in the neighborhood. Future Initiatives • Facilitate organization of resident led Washington Neighborhood Association by leveraging interests of new homeowners and other residents and stakeholders to create the critical local governance and buy-in to support and sustain the continued improvements in the neighborhood. • Evaluation and expected expansion of Neighbor2Neighbor from a pilot program to a fully implemented program throughout the community. • Participation in Inclusive Dubuque's Equity sector workgroup on Safe Neighborhoods • Development of a Coalition of Neighborhoods so neighborhood associations can learn from each other and work cooperatively on issues of mutual concern. Encourage coalition to identify training opportunities to grow capacity building and leadership. • Work with the Fenelon-Hill and Hilltop Ivy-League neighborhoods to return them to active functioning neighborhood groups. -59- CITY MANAGER'S OFFICE - I, I, - „ DID YOU KNOW? Did you know Dubuque has nine active neighborhood associations that are working to improve their neighborhoods? There are 63 neighborhoods (2,398 residents) 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. The pilot launched in the fall of 2014 on 6 blocks located throughout the ; community and was expanded to an additional 7 blocks in 2015. �~ 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 to create stronger, safer, and more resilient neighborhoods. Goal: Partnering for a Better Dubuque ao- ► Outcome #1: Improved quality of life in our residential neighborhoods. Neighborhood Grant funds allow neighbors opportunities to design projects to improve conditions in the neighborhoods and meet the needs of neighborhood residents. The Neighborhood Grant Program provides resources for neighborhood revitalization and community building. • 24 separate grants were awarded to neighborhood groups and non-profits operating in our community's low/moderate income neighborhoods. 16 smaller community building grants were awarded to groups for activities such as neighborhood block parties, music in the park, movies in the park, neighborhood holiday celebrations, and Juneteenth celebration. -60- CITY MANAGER'S OFFICE CDBG Funded Neighborhood Grants Grantee Partner Activity Amount North End Neighborhood Communication $1302 Project St. Mark Youth Enrichment Summer Enrichment $5000 Program Point Neighborhood Communication Project $2,419 Multicultural Family Center/ Summer Youth Camps $390 North End Crescent Community Health Beans and Greens Project- $1,000 c Bluffs Neighborhood $453 Valley View Neighborhood Communication Project $50 Total $10,614 Did you know? 12,115 residents benefited from the Community Development Block Grant funded neighborhood grant program. These included summer enrichment programs for neighborhood youth, clean-up and beautification projects, newsletters, and projects to build pride in one's neighborhood. n rGoal: Social/Cultural Vibrancy Outcome #2: 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. Did you know? The Safe Community Task Force recommended increasing resident participation using such vehicles as clean up campaigns, neighborhood picnics, new welcome events and other strategies developed by residents. FY 2015/16 FY 2016/17 FY 2017/18 Actual Estimated Projected Number of events/ 93 100 100 meetings Number of 3,900 5,000 5,000 participants -61- CITY MANAGER'S OFFICE f, n n r \ Outcome #3: Citizens will be empowered through increased awareness and education including access to City/social services leading to healthy communities. ✓Neighborhood Development Specialist facilitates communication and cooperation between the City and neighborhood associations. ✓ Conducted education and outreach efforts on: Before and After School Programs Successful Rental Property Management Program Inclusive Dubuque and Equity Profile Education opportunities for adults such as Opportunity Dubuque Community Gardening and healthy food options Imagine Dubuque HUD Resiliency Grant Opportunities ✓ Provided information/assistance with educational enrichment programs such as: After school Programs Summer Enrichment Programs Resource Fairs Opportunity Dubuque Multicultural Family Center's event -62- Recommended Operating Revenue Budget - Department Total 72 - CITY MANAGER'S OFFICE FY15 Actual FY16 Actual FY17 Adopted FY18 Recomm'd Fund Account F Account Title Revenue Revenue Revenue Budget 100 51950 VARIOUS PROGRAM FEES 39,829 37,000 51-CHARGES FOR SERVICES 39,829 37,000 100 53102 PRIVATE PARTICIPANT 1,060 3,943 500 500 100 53201 REFUNDS 10 4,467 100 53605 MISCELLANEOUS REVENUE 680 263 300 100 53620 REIMBURSEMENTS-GENERAL 43,884 3,808 15,000 500 260 53620 REIMBURSEMENTS-GENERAL 55 50 53-MISCELLANEOUS 45,689 12,531 15,500 1,300 100 59610 FR WPC OPERATING 133,081 62,575 158,296 209,035 100 59620 FR STORMWATER OPERATING 26,389 43,675 50,433 48,161 100 59630 FR PARKING OPERATING 23,625 22,533 26,019 24,050 100 59640 FR WATER UTILITY 15,829 12,785 100 59670 FR REFUSE COLLECTION 172,263 169,725 195,988 170,676 100 59940 FRDMASWA 74,695 69,724 80,511 104,518 59-TRANSFER IN AND INTERNAL 445,882 368,232 511,247 569,225 72-CITY MANAGER'S OFFICE TOTAL 491,571 420,592 526,747 607,525 -63- Recommended Operating Expenditure Budget - Department Total 72 -CITY MANAGER'S OFFICE FY 15 Actual FY 16 Actual FY 17 Adopted FY 1S Recomm'd Fund Account Account Title Expense Expense Budget Budget 100 61010 FULL-TIME EMPLOYEES 736,237 740,622 733,454 772,381 260 61010 FULL-TIME EMPLOYEES 39,797 39,981 57,626 43,194 290 61010 FULL-TIME EMPLOYEES (36) 0 0 0 100 61020 PART-TIME EMPLOYEES 30,133 22,636 32,682 33,307 100 61030 SEASONAL EMPLOYEES 3,867 8,095 11,152 11,331 100 61050 OVERTIME PAY 10,657 9,146 10,000 10,000 100 61310 IPERS 65,149 64,401 70,493 74,565 260 61310 IPERS 3,554 3,570 5,146 3,858 290 61310 IPERS (3) 0 0 0 100 61320 SOCIAL SECURITY 48,354 48,286 56,223 51,813 260 61320 SOCIAL SECURITY 2,981 2,993 4,408 3,304 290 61320 SOCIAL SECURITY (3) 0 0 0 100 61410 HEALTH INSURANCE 106,957 103,225 99,852 103,032 260 61410 HEALTH INSURANCE 7,283 9,735 11,448 8,268 100 61415 WORKMENS'COMPENSATION 3,162 3,035 2,784 3,016 260 61415 WORKMENS'COMPENSATION 149 148 214 222 100 61416 LIFE INSURANCE 439 440 1,213 1,238 260 61416 LIFE INSURANCE 37 37 115 86 100 61655 CAR ALLOWANCE 7,660 7,690 7,706 7,978 100 61660 EMPLOYEE PHYSICALS 0 347 0 0 61-WAGES AND BENEFITS 1,066,374 1,064,387 1,104,516 1,127,593 100 62010 OFFICE SUPPLIES 6,290 4,187 4,014 4,392 260 62010 OFFICE SUPPLIES 12 10 36 10 100 62030 POSTAGE AND SHIPPING 686 287 742 600 260 62030 POSTAGE AND SHIPPING 21 27 58 27 100 62031 PROCESSING MATERIALS 333 318 340 324 100 62032 FLAGS 0 0 1,370 1,397 100 62050 OFFICE EQUIPMENT MAINT 395 658 678 695 100 62061 DP EQUIP.MAINT CONTRACTS 9,074 11,125 11,416 12,869 100 62090 PRINTING&BINDING 7,504 5,102 9,334 7,795 260 62090 PRINTING&BINDING 13 0 86 0 100 62110 COPYING/REPRODUCTION 27,041 21,254 25,086 8,070 260 62110 COPYING/REPRODUCTION 294 30 221 30 100 62130 LEGAL NOTICES&ADS 0 343 0 350 100 62140 PROMOTION 100 0 0 0 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 1,480 1,178 2,000 2,000 100 62190 DUES&MEMBERSHIPS 21,730 22,050 17,373 17,789 100 62208 GENERAL LIABILITY INSURAN 3,423 3,664 3,825 3,976 100 62310 TRAVEL-CONFERENCES 17,607 18,950 43,660 46,896 260 62310 TRAVEL-CONFERENCES 1,695 1,956 1,656 1,020 100 62320 TRAVEL-CITY BUSINESS 17,380 16,409 22,898 23,548 260 62320 TRAVEL-CITY BUSINESS 174 133 252 252 100 62340 MILEAGE/LOCAL TRANSP 2,332 2,127 1,035 2,345 260 62340 MILEAGE/LOCAL TRANSP 128 181 217 185 100 62360 EDUCATION&TRAINING 15,500 4,315 5,560 12,490 260 62360 EDUCATION&TRAINING 0 0 1,440 1,040 100 62421 TELEPHONE 4,439 3,181 3,577 3,619 260 62421 TELEPHONE 260 640 406 333 100 62424 RADIO/PAGERFEE 839 860 876 885 100 62436 RENTAL OF SPACE 2,256 2,544 2,378 2,767 -64- 260 62436 RENTAL OF SPACE 226 504 314 293 100 62511 FUEL,MOTOR VEHICLE 0 24 0 25 100 62645 SPECIAL EVENTS 157 3,221 10,000 10,000 100 62663 SOFTWARE LICENSE EXP 90 636 800 848 100 62667 INTERNET SERVICES 1,679 1,296 1,094 1,249 100 62668 PROGRAM EQUIP/SUPPLIES 57 1,416 0 1,500 100 62671 MISC.OPERATING SUPPLIES 0 1,494 0 0 100 62713 LEGAL SERVICES 9,771 5,821 0 0 100 62716 CONSULTANT SERVICES 47,976 50,991 25,000 25,750 100 62731 MISCELLANEOUS SERVICES 827 0 0 0 100 62734 SPEAKERS/PROGRAMS 32,062 34,057 20,000 20,000 100 62736 CATERING SERVICES 2,479 4,083 3,000 1,500 100 62756 SPIRIT RELATED EXPENSE 13,802 8,747 11,086 11,086 100 62761 PAY TO OTHER AGENCY 22,455 29,310 30,650 30,650 260 62761 PAY TO OTHER AGENCY 11,337 12,194 15,790 15,790 100 62785 GIFT CARDS 0 100 0 115 260 62834 SERVICES FROM PLANNING 8,710 8,710 8,710 8,710 62-SUPPLIES AND SERVICES 292,634 284,133 286,978 283,220 100 71120 PERIPHERALS,COMPUTER 3,370 880 1,083 0 100 71211 DESKS/CHAIRS 0 1,771 0 0 100 72410 PAGER/RADIOEQUIPMENT 0 0 4,746 0 100 72418 TELEPHONE RELATED 2,243 442 126 1,500 260 72418 TELEPHONE RELATED 0 0 324 0 71-EQUIPMENT 5,613 3,093 6,279 1,500 72-CITY MANAGER'S OFFICE TOTAL 1,364,621 1,351,613 1,397,773 1,412,313 -65- Recommended Expenditure Budget Report by Activity & Funding Source 72 -CITY MANAGER'S OFFICE MANAGEMENT -72100 FUNDING SOURCE:CABLE TV Account FY16 Actual Expense FY17 Adopted Budget IN IS Recomm'd Budget EQUIPMENT 2,211 5,829 1,125 SUPPLIES AND SERVICES 180,968 180,329 167,522 WAGES AND BENEFITS 856,213 882,543 901,110 MANAGEMENT 1,039,392 1,068,701 IF 1,069,757 SUSTAINABLE COMM COORD -72200 FUNDING SOURCE:GENERAL Account FY16 Actual Expense FY17 Adopted Budget IN IS Recomm'd Budget EQUIPMENT 881 0 375 SUPPLIES AND SERVICES 69,299 69,710 74,346 WAGES AND BENEFITS 100,411 112,311 113,983 Wsu7sTrABIE COMM COORD 182,021 188,704 GREENCORPS -72600 FUNDING SOURCE:GENERAL Account FY16 Actual Expense FY17 Adopted Budget IN IS Recomm'd Budget SUPPLIES AND SERVICES 4,561 5,000 10,000 REENCORPS 4,561 5,000 NEIGHBORHOOD DEVELOPMENT -72800 FUNDING SOURCE:COMMUNITY DEVELOPMENT Account FY16 Actual Expense FY17 Adopted Budget IN IS Recomm'd Budget EQUIPMENT 0 450 0 SUPPLIES AND SERVICES 12,602 16,149 15,562 WAGES AND BENEFITS 107,764 109,662 112,500 w V"RHOODDEVELCPMENT 120,366 , WASHINGTON TOOL LIBR. -792207 !!::= FUNDING SOURCE:COMMUNITY DEVELOPMENT Account FY16 Actual Expense FY17 Adopted Budget IN IS Recomm'd Budget SUPPLIES AND SERVICES 16,700 15,790 15,790 WASHINGTON TOOL LIBR. 155790 CITY MANAGER'S OFFICE TOTAL 5153975773.00 -66- CITY OF DUBUQUE , IOWA DEPARTMENT DETAIL -PERSONNEL COMPLEMENT 72 CITY MANAGER'S OFFICE FY 2016 FY 2017 FY 2018 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 100 9900 Contract CITY MANAGER 1.00 $ 265,363 1.00 $ 270,993 1.00 $ 284,731 100 9375 GE-44 ASSISTANT CITY MANAGER 2.00 $ 252,696 2.00 $ 258,175 2.00 $ 262,331 NEIGHBORHOOD DEVELOP 260 5100 GE-35 SPEC. 0.72 $ 56,400 0.72 $ 57,626 0.52 $ 43,194 NEIGHBORHOOD DEVELOP 100 5100 GE-35 SPEC. 0.28 $ 21,933 0.28 $ 22,410 0.48 $ 39,262 SUSTAINABLE COMMUNITY 100 4670 GE-33 COORD. 1.00 $ 50,585 1.00 $ 71,260 1.00 $ 72,406 100 8825 GE-31 OFFICE MANAGER 1.00 $ 63,283 1.00 $ 64,638 1.00 $ 65,679 100 225 GE-25 SECRETARY 2.00 $ 43,788 2.00 $45,978 2.00 $ 47,972 TOTAL FULL TIME EMPLOYEES 8.00 $ 754,048 8.00 $ 791,080 8.00 $ 815,575 61020 Part Time Employee Expense 100 3465 NA-44 MANANGEMENT INTERN 0.60 - 0.60 - 0.60 $ - SUSTAINABLE DUBUQUE 100 INTERN 0.00 - 0.42 $ 11,152 0.42 $ 11,331 100 225 GE-25 COMMUNICATIONS ASSISTANT 0.75 $ 31,990 0.75 $ 32,682 0.75 $ 33,307 TOTAL PART TIME EMPLOYEES 1.35 $ 31,990 1.77 $ 43,834 1.77 $ 44,638 TOTAL CITY MANAGER'S OFFICE 9.35 $ 786,038 9.77 $ 834,914 9.77 $ 860,213 -67- CITY OF DUBUQUE,IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2016 FY 2017 FY 2018 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Management-General Fund 10072100 61010 100 9900 CONT CITY MANAGER 1.00 $265,363 1.00 $270,993 1.00 $284,731 10072100 61010 100 9250 GE-44 ASSISTANT CITY MANAGER 2.00 $252,696 2.00 $258,175 2.00 $262,331 10072100 61010 100 4670 GE-33 SUSTAINABLE COMM.COORD. 1.00 $ 50,585 0.00 $ - 0.00 $ - 10072100 61010 100 225 GE-25 SECRETARY 2.00 $ 43,788 2.00 $ 45,978 2.00 $ 47,972 10072100 61010 100 8825 GE-31 OFFICE MANAGER 1.00 $ 63,283 1.00 $ 64,638 1.00 $ 65,679 Total 7.00 $675,715 6.00 $639,784 6.00 $660,713 Sustainable Community-General Fund 10072200 61010 100 4670 GE-33 SUSTAINABLE COMM.COORD. 0.00 $ - 1.00 $ 71,260 1.00 $ 72,406 Total 0.00 $ - 1.00 $ 71,260 1.00 $ 72,406 Sustainable Community-PT General Fund 10072200 61020 100 NA-38 SUSTAINABLE DUBUQUE INTERN 0.00 $ - 0.42 $ 11,152 0.42 $ 11,331 Total 0.00 $ - 0.42 $ 11,152 0.42 $ 11,331 Neighborhood Development-CDBG Fund 26072800 61010 260 5100 GE-35 NEIGHBORHOOD DEVELOP SPEC. 0.72 $ 56,400 0.72 $ 57,626 0.52 $ 43,194 Total 0.72 $ 56,400 0.72 $ 57,626 0.52 $ 43,194 Neighborhood Development-General Fund 10072800 61010 260 5100 GE-35 NEIGHBORHOOD DEVELOP SPEC. 0.28 $ 21,933 0.28 $ 22,410 0.48 $ 39,262 Total 0.28 $ 21,933 0.28 $ 22,410 0.48 $ 39,262 City Manager-PT General Fund 10072100 61020 100 3465 NA-47 MANAGEMENT INTERN 0.60 $ - 0.60 $ - 0.60 $ - 10072100 61020 100 225 GE-25 COMMUNICATIONS ASSISTANT 0.75 $ 31,990 0.75 $ 32,682 0.75 $ 33,307 Total 1.35 $ 31,990 1.35 $ 32,682 1.35 $ 33,307 TOTAL CITY MANAGER'S OFFICE 9.35 $786,038 9.77 $834,914 9.77 $860,213 -68- Capital Improvement Projects by Department/Division CITY MANAGER'S OFFICE CIP FY 15 Actual FY 16 Actual FY 17 Adopted FY 18 Recomm'd Number Capital Improvement Project Title Expense Expense Budget Budget 1002338 EECBG GRANT 488 0 0 0 1002496 ENVIRO&SUST MGMT SYS 1,988 0 0 0 1021238 NEIGHBORHOOD GRANTS 5,134 3,405 10,000 10,000 1022218 SUSTAINABILITY INITIATIVE 794 0 0 0 2601238 NEIGHBORHOOD GRANTS 12,365 11,945 14,560 14,560 3502624 AUGMENTED DATE SUPPORT SV 0 0 10,000 0 3502625 GEOEVENT PROCESSOR EXT 0 0 0 0 3502681 ENRGY EFFICI REVOL FUND 0 0 20,000 0 3502682 GREENHOUSE GAS INVENTORY 0 0 25,000 0 15,34 -69- PRGRM/ DEPT PROJECT DESCRIPTION FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 TOTAL PAGE CITY MANAGERS OFFICE Community and Economic Development Neighborhood Grants $ 24,560 $ 24,560 $ 24,560 $ 24,560 $ 21,560 $ 119,800 381 General Government Municipal Green House Gas Inventory $ — $ — $ 25,000 $ — $ — $ 25,000 383 Aerial Orthophotography $ — $ — $ — $ — $ 30,000 $ 30,000 384 Total Clty Manager's Office $ 24,560 $ 24,560 $ 49,560 $ 24,560 $ 51,560 $ 174,800 -70- City Manager ' s Office Administration — Management - Legislative THE CITY OF DUB E Masterpiece on the Mississippi The Dubuque 2031 Vision Statement "Dubuque 2031 is a sustainable and resilient city and an inclusive and equitable community. Dubuque 2031 has preserved our Masterpiece on the Mississippi and has a strong, diverse economy and expanding connectivity. Our residents experience healthy living and active lifestyles; have choices of quality, livable neighborhoods; have an abundance of fun things to do; and are engaged in the community. " 4, Alits_'limluirnI ;, 1.,:.R. . _, 0' �i� i m,_ 1 �. eg - 4, its ; ^y � t 6,,,,,,.,„:: .: _ e e o � ':1 our People Partnering _ PerformingPlanning Quality Customer _ Perform the duties & - Foster Local, State, — - Measures of Service & deliver responsibilities in the Regional, Federal and productivity, how much services that exceed City Charter International , did we do? expectations partnerships to - Insure economic -it - Measures of efficiency, implement community - Improve leadership prosperity, p vision y how well did we do it capacity & increase environmental/ecolo ica • leadership effectiveness g - Increase citizen - Measurement of I integrity and quality, is anyone better - Attract, engage & social/cultural vibrancy engagement in local off? retain high quality, exist and are part of governance diverse workforce daily activities - Develop team- - Value to Citizens and - Invest in employee processes that lead to Community health & safety innovative solutions Success is about People, Planning & Partnering Leading to Outcomes MI 3 City Administration Michael C . Van Milligen , City Manager Cindy Steinhauser, Assistant City Manager Teri Goodmann , Assistant City Manager Juanita Hilkin , Office Manager Stephanie Valentine, Secretary tiJI 11 innsil�9 - t. m� . f, � 1.11,.., HALL 1 (1) 0) a) — o (/) .� ›, c L- (I) D U U D CO x a) Q IDcC3 CO E L_ Co Co CoC) _ •. O o_ 0_ 0) o c O E 0) C O c o 0 U O D .0 0 CO O U U co co O U) U O U 'U O 00 O � � � W (/) � >1 0_ U Ili Q v) CS Q t ( c ❑ (D o_ >, o > o of D c� o co ? D CD O C� CO U) U) = v) � H c . . . . . . . ,„, rai 4 r . I i' I 9 • _.r L `ice Ili. �� \ '1 ' T 1 ' _' 1 I !ei +-' s � T I! I 03 ® fi a i,., 0_ ,• sitiQ A i 4) I{ f. ;p , ..it ' ., I i 1 I ? Y1 Cl) r II al !. ,! (� r N , k it 4f_ 0) I • Partnership with Chamber ..„........ ...........wi, 01-0.0rwm-r-...........„0-rp,_... on DC Fly-in - . - •- • Fall Congressional Staff visit ..., . - ,1 . .._. , ________ _ .„... _ _ - - -- _ • International Fellowship ---0114- : -_, .,..:_._..........._4..., _ ... _. --- e...ven Exchange o �_ Li_.lt. r watt n . lcr n-'- .. • 3s - � •, u SOCRATA implementation 11[1.9.,` x'.4 ,ate • __ ---= -;__.:aa �.�._. c - _ __ • :�xteam Jr _ .�.` Yrr •ir T Mit Mr , T�„yTT , • Implementation of City , IST 1 :1T ■ • - „ .n r Council PolicyAgenda ' i a- - WebQA Citizen Response III — _ . HighlightsofthePastYear 6 Staff serving in leadership - -- _ _ _ . - - positions with National .-,.-„..1. _ �yQ `;t ► Organizations including : ti; _ . - ,... ...----,._•-•:.,-- - • National Civic League ,.. ••,.. .,„-: ....-:•,,....,-. .FTS 7S�c _ .,,,,... . „fol.. (NCL) 1 ` _ • International City/County . . . . ,. , ;...:4v:_•, -.. ._;,_ ,•,. ...-: = .;,,, • - . ManagementAssociation. _., 6. r . .. ,., .• ., . (ICMA) tiv. 1 .. ... •••, .... -. ..„:_. :,,_r� /:./A$1). ) 4 EPA — Local Government ` .l t*f _ icy h am` _ _ 1. ,7.� -1_ `� -'`5"•4-,. Advisory Committee Highlights of the PYast ear * !^' i. stn s, _ _ Outcome : Maintain a � -- arra ,rr � ' ,: _ �i. —Wim.M' —. _ I hT '4 f . +S,, fix:, ) ■ ■ '�^ A--,- , 7_ A_40111111 '. _., . sy,g .. �r+ co m et t ve tax rate „.,,, ,,,.:: � ; � �_ � .: ° /r,,,,'' , that minimizes the tax '.1'‘.i,•. ,,•� h, ,,,,, ,- „ . .tie ts, 2.� ; _ burden of citizens. , ti 1 ..t 4 I ., IMPACT: Dubuque has .. la, , •, �, the second LOWEST taxes per capita in the _ . , _ _ .„ ____ ..,._______ 2... __ _ _ .if , _ ..._ -a _.... state. ,.... lN943,6NOilN 913V6 ara Dubuque's proposed tax rate for FY18 is 2.47% less than FY17. Did you know the tax rate in 1987 was $14.58 per thousand or 25.3% higher than the proposed FY18 rate. Outcomes -j' _ . '. ' • ___ .4; 1 ,•s • - s ^i�rMY" .nue. . �.r ... n( w, �yy �yy • ; - _tIlllli■jliee.J _ - outcome : Provide the Il' r it- ..,:....., 1.r . air.,4,....aCio.rt :._ . P.7.4.-.221.fa, .. ,... .„:„.�- r _ •l:-. '." resources, tools and ., ..... - - . - , .: : � • partnershipstoinsure . . ..., . - ... . . . . ,... the successful ,•,,-.:, .. •;:r., r'.- implementation of the ,.... .____77_11:-:-. -__-, ..., ._.,... .•. 4, 1 .. 4 i,s,,e,7."...,4---.,_-r- . -,17. 43;_j10111 ., City Council Goals & .„....,..4...„,.,. ‘..t.........:„.--.1_... &.....,.,,,nnnu . l i ...,..... .. . . - . , _ .„,,.i Priorities Yiil C 'V. '111 O': '", v� m, "151M 6 • % 'n • • hr M1 Its 4 •..A'i...1, , ••} ..,�'� . _:4 . _.L. :..,.. - .e ' IMPACT: In the FY18 budget, 66% came from intergovernmental revenue, charges for services and miscellaneous revenue while 34% came from taxes. Outcomes - ,. N . ....-,...- ''-',4t ji•. •• •• Outcome : Maintain an "• J i _ •. y . - 7. OMNI' 1 1 4.t 1 010 5 vg -. , , - . efficient citizen .), 'Ai Bow response rate 0* k I., --C . • k IMPACT: In Fiscal Year ';'' 4` ?` i �Y 1, 2016 over 79% of citizen tir,* , f-- . ,,,, -�tissues intheCity Y _ y A 0 _ ,._„, F _ Manager's office w r e: v j 1 le Al opt . 4i sa resolved in 10 days or .1 tiv i A 4 "'' � r 1► less The average time to resolve a citizen issue from intact to completion was less than 14 days. This is a 14% improvement from FY15 and a 59% improvement from FY14. outcomes ;ily .- . - --i-III ,.., .;,'. T7),1'4.4 ,. 7:44,, -.7.,.. � * . O• - ,..-.-. :-__-, - _ utcome : Make Dubuque I I - . ^ t w, . , a desirable placeto live, __ f - *4_ , work and play _ -_i ` ' t... - . , ._ ,-•. ,*, _ . .,, IMPACT: Creating an r....„ -I 4 --.R.-" ', _- _ _E ._ atmosphere to ensure ,. . . -r - .. 17. : -.3 ' • rk,. that Dubuque remains a 0 ;,. .., _ -..:-....., -,11. . _-_ 1. A•\ _. . community where -� _� ._ everyone has a balance .�. . s MR of means, opportunity �, pp y 60simei. _., _ and avenues of support 0 • ros pe r. Today there are over 62, 000 people working in Dubuque County as compare to 37, 608 in 1983. outcomes .. s,' '' '' - i,,/(Ir, -, 1 ,t , - ////// (*Mg/ ' ' ) /i ', fil/ 0/1/1[ i 1 0 0 CO N rD fft hil a) CLo_4-0 o � Z •0- 5<. -c co a) 4—d z E >, _ co < C\I = C sa) > rR co 2 L UO3 ,R co • City Council 2016-2018 Policy Agenda • HUD Resiliency Grant -,tr .1 - _ implementation — Year 2 .. A. . ..., ..qpiktiter, .tele, ;, . j:::� ,. :: Neighborhood It .„. ... . .._,7 . , - .l 1 , .., ." f „t _ 44,- _ iplr 4 ..: y it e" ir 111 i. l \ i is_ kr. • ..(11 1 1.* 41111041 I NI% I' . , , . ._ , . ? : AS 2 - imit ... ,. Neighborhood Development Specialist Jerelyn O'Connor 14 Neighborhood Associations Neighborhood Developmen ...., ._. ..„. ,,•--,- . , 1, To empower citizen leade ' _.... � create sustainable networks 1 7 ` . _ ._____ thatpromote a vibrant health �, oQ . ... . e9 and livablecommunity. - Bull Bore.: ---- Broadway Extended ;v� - Downtown NNg melt and Conn., - Fene,on-Hl!NelanborboDd - -Orendoew Neighborhood trA ..,,, _/ I hlltodrhy league i Nmo aortaNeiehorheodNehborhood Associations � Langworthy Dutra North End No ',hood - Pont Neighborhood -Booth GrandNewlBraoley are criticalpartners i n •VaryviewNeignecoinodWashington Neighbors '' ')011011111111 For more information,contact Neighborhood Development ■ ■ ■ • ■ Specialist improving thequalityof Iif e in le 9.432 at 5elyn O'4du q joconnor@cityofdubuque.org Dubuque . `' .,, ,,,„.. ,. • -N. DUB E V u =nr. .V.t,kprrnrodthe Mr:,udD* Neighborhood Development 15 THE CITY • ■ • • ■ ■ Masterpiece on the Mississippi ■ • 11 :41% SAFE NEI HBORHOODS Neighborhood Development r„,,,\%ti) kii,•::.::,):.:..:-..i.-.-..-"--- • 1 :, ' ... -...„.„ . ., -1- . ..,. • ,q, , ,............... - '4:• "; 4111111.• 1 . •.l4 Ogra :.'• ' ;•:..,1, • 'at,' ... ',. Neighbor2Neighbor „.. , . , .1 , . . ., A • 1 1:,1 • , . .. .___, '.! ' " a ,-, . . r:., . . : .. ,, . . . i ---. 1 f ., --.•., . if 4..., 1„„, _..,. ..:,-,--- ...1,. ,.. .11..„,‘•„..,...f.,1.,..„; , !PIM „„.., _ 512 • • . . A...: .......,N.,---, . . ,,,, Neighbor2Neighbor Initiative r. ,, .ar p f.._-i-.....- i - ;... :•':, ',. •.:...-., '----•- . t":,) It, - 1....... -- - • -...... . . .. ;; • ,' •••,:'i ;•-!'7,-• ""L'i, • . -,....- ... . . .- . . • , , • , . .,- . .,...:- , ..„.•• _.., ii_w\, , . ...-- . ..• r .;,• . , 1, .. --. ',,..•, , , •.: ,.,-r-, . ! ;., •L.2.-7 „:-.: :,-_7.,,,. 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' — ,1 _ reo . mpr.::,..•‘-----/, ..,.---:_, '' 1Nei ghborhood 4 '—--igai 2 3 0 1 it . i' `, Grants ..0._._,...;,,,,-.4.,r,-,;,„_-..„..-4,,c,... :. 1 t ncl...r,'. I L il 4. ,?i ati Itlkol--Lilic Pf '- . Community Building Neighborhood Development Washington 11111 .... - .... Neighborhood „.... iN1 � . i WLCO _. _taleo tYour Garden! �' O. o �. ` - _ -- .- Washington garden isavailabletoandcaredfvrbythe Washington Neighborhood. I . * plots can be adopted each Spring. _. r-swan.in lifeW offer tools,water,seeds,compost bins, -- II {y.;� d 114 and help with gardening questions. Extra produce is placed in baskets and • •. t 4 ,i is FRr for everyone! it �mei at ” A*.-T di•(I,it 1 - ,-4.-,-,-' 4,11---- 1110...40, , 4 . ...„ ........._ ________ _,.. — - -4 >� Interested In Orowinu With Us F Email:DBQwashingtongarden@gmaii.com 1 _ f _ _ _ ar write contact f r t and plow r v mall boo-. .'� `~~ "` It r n.gardener non mrtaa you shortly u l' ,i �.. Wam to Gorden With mars? ;y NeedNe¢FromAMasterGardena? :�� .. 'Groupe Arden rio Gays Sundays at •-?, Atuer Gatlener i 5 kin site Wedllesdayf 1pmand Wodnasdaysfrom 5)pm. 1 from5-7pm to answer ryn es:on. — MEFind11 Wa.hlrr in Neighborhood Community Garden I S� ra t i rr� ten. v,, \ __�_ .. r: ,' � *9lp-/-. `e e . ► . Neighborhood Develo ment p • - , Ito* . .!% ' ,., . 1 . •Li IfkagNe_ li,,, tt)lop-,; Music in Jackson Park , • -,. - \ - .....000001111 , 0,.. -,-. _ • ., ..-.5/ • ---, _.., \ ,..._. ,,,, ...„‘ x.s.„.,•,,,v,--..), . , 7 -..,-;;;;Uli --_- ....„... ••''' '''.' ''-_ , __'_ ,,,, •Ne> 1 -- . . - -- . ..„ , --:,,-.., •,-......,k.. __NI. -T..1 . - ,-- -_ • . - •,,.. -,...,. *"... • ' , . - - 0 ...-- - , ... . --- . . . . . . _ ' '• 1Ni' 111/44 •-. 7- • 130,,..• .t.";•./..,.......-....: '"..... ;'. • . ..-.V.74.0,1rAgliip ... . , .. ',... ' , . . . f... ') ,r, ''''A. 1 1 rk,-• ' ,: ..., of* ..... .. - .'k. ,..,.., ,-- . ... --.4- . . ___ 4 4 , :.' . Ai A, .,,' ., '' .: '. 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'.-1 t , 4.1 ; : V. SIA' : :''' ,,/ ,. . .01 t4 ..:t•. .1.4' . r.... . Ir Support organization of a resident led Washington iis Neighborhood Association • Work with Fenelon-Hill and Hilltop Ivy-League Neighborhoods to return them to active functioning ,` neighborhood groups . I • Evaluation and expected expansion of Neighbor2Neighbor • • Development of a Coalition of Neighborhoods so I. Associations can learn from each other and work cooperatively on issues of mutual concern Future Initiatives 21 A I N A B L E DUBUQU viable • livable iable " Dubuque is a viable , livable and equitable community. " Economic Prosperity I Social/Cultural Vibrancy I Environmental Integrity 22 Council Priority : Resilient CommunityAdvisory Commission • 19 community meetings ... . Residents invited to explore the of a • online survey RESILIENTmon CIOMMUNITY ADVISORY COMMISSION • 200 participants b—ni. •v,..,un the AnNi,iw, • ' • Communityengagement goals . . WE WANT TO HEAR FROM YOU! ,. r' _ ease submit an online survey BACKGROUND Define Resiliency dore8a.m.onAprilll at • Demographics ww.cityotdubuque.org/sustainability •Dubuque City Council identified the creation of Geography Resilient Community Advisory Commission IRCACI Gender in us for a public meeting(details as a top priority during their goal-setting sessions -- .Nona. -rz..,,.-' last August ■r.,,d..hw. Education a low)to review a drafted definition. --"• — • Define purpose reasons and 1391 • n nmdse and role ni this potential 9e S n ••prtyess to gecomplelmga input a engagement em / mmission. process to gamer public input and have been w \ « meeting with various community groups in recent % , • . '' months to gather feedback m n 0 structure for commission _ ` Tuesday AP ' 19 fpm •,,:a„ Inspire Cafe - 955 Washington • Recruitment & o r i e n t a t i o e ■e.rr,. Schmid Innovation Center I Historic Millwork District .w... At this meeting,City staff will receive feedback on the drafted • - TACT' definition,purpose,and role of this potential commission.The _ drafted documents will be informed by the online survey results r--- ▪ 951.91.w999 °acA and previously held dialogues with various community groups. de Community Coordinator . .«h slog — k n.:,,,u horcilyatdubuque.org •1 .,,..^.....H . of the PYast ear 23 Resilient Community Advisory Commission RESILIENCY: the ability of individuals and systems to prevent, prepare for, and recover from adverse vulnerabilities while adapting to long-term coor•tnatton changes. long-term changes nat`°n preparedness communi t arternshi s policy L C Yp p p y resilient outcomes PURPOSE: to advise on city policies and practices vulnerabilities • data analysis to assure resilient outcomes; facilitate the ability preventton recovery to adapt to factors influencingthe social cultural engage p social/ cultural,economic and environmental wellbeingof the advisory community; prevent, prepare for, and recover from adverse vulnerabilities and change through coordination, data analysis, evaluation and citizen engagement. Highlights of the Past Year 24 HUD Natural Disaster Resiliency Competition • Launch of Bee Branch Healthy Homes Resiliency Program BEE BRANCH • Addition of GreenCorps weatherization services HEALTHY HOMES • Home Advocate program development • Creating a national model : Coordination with University of Iowa Center for Evaluative Assessment Highlights of the Past Year 25 Sustainable Dubuque Community Grants Program 4.27c tiA-ANI\ 4 1/454A ter!' :ff: oac? p 1 4 r Food Oasis Project Dubuque Community Supported Art Outcomes : Partner for Sustainability 26 Sustainable Dubuque Community Grants Program Grants by Sustainable Dubuque Grantees by Sector Pillar • Social/Cultural 10% Vibrancy Nonprofit 36% Economic 25% Educational 55% Prosperity 550 Resident Environmental Business Integrity 10% 9% 78 Grants Made, Cumulative Outcome : Partner for Sustainability 27 Use of Sustainable Practices in Daily Operations • Integrated Pest Management Program • , • Energy efficiency in municipal facilities • Municipal Energy Reinvestment Fund (FY17 CIP) .1/44.•sts ,, • Renewable energy in municipal facilities P5\t\'6° • 5 Fire Station solar arrays x PAit* • WRRC BioCNG progress _a„�;;,,�;��,��„ • Alternative Fuel Vehicles • BioCNG pilot • AFLEET alternative fuel analysis Outcome : Financially Responsible & High Performing Organization 28 CommCommunity Outreach ,,. „..,,, • GreenCorps relocation to Operation New View � : a, • EPA EducationQualityGrant: AirQuality ` . .. • Local Foods Support . ,, • Ag Urbanism Toolkit: Bee Branch Community Orchard Air- • Double Up Food Bucks support • Alliant Solar Arraydevelopment , k "v -, i 6, ____ 1 I. --,E,, 7.: ...... ii j i .. i 4'.7 Outcome : Partner for Sustainability 29 Recommended Improvement Package Resilient Community Advisory Commission education & training ($ 5 , 000 recurring ) a) Training for Commission members b) Host educational sessions available to the Commission and general public Future Initiatives 30 To join the Compact,a city leader must engage in the following four phases over a 3 year period. Each phase has a 2 step process: Mitigation and Adaptation. 0'44' NTo* SPRG0 pLA/v .> +o vN r „ ► :o ."^N Establish An Action Plan Year 3 Az, Within three years,a city's strategic action Phase 1 Phase 2 Phase 3 Phase 4 Compliant � plan must show how itwill deliver on its commitment to reduce greenhouse gas emissions and adapt to climage change. • Resilient Community Advisory Commission • Compact of Mayors implementation : Municipal GHG Inventory • NOAA Climate Vulnerability Assessment • Integrated Pest Management Implementation • October conferences in Dubuque : • Heartland Sustainability Directors Network (Oct 2) • 10th Annual Growing Sustainable Communities Conference (Oct 3-4) • Iowa APWA Conference (Oct 4-6) • Upper Midwest APA Conference (Oct 4-6) Future Initiatives 31 C 0 0 • .471 W 1-' CC COCD ci) CI) • T..4 E . u) . , c-1 -0 CNI p........ 4Il co a) w PC:I c:: C 11 cc) si CD 0 c.) 1 1 a u- a. - 1-.1 cN1 >'4 ... tl I i. CU U c),.) -4-4 N CD W ›- -L4 r4i CU CI) Cim • • (/) 02) .O •- CD cr .0) -0 w 0 o 0 E 0 ei u) tams -0 lE o a, o M Cl) TO %1I 3 a% w 4-• o_ CO CO CD to .V L O Cl) O V v v:Piy. CD CuTO W � I— •— u_ 0_ 0 _ma. m o 1•1-1 E W N� Na. }'' . co 47, u_ i— a E alr 0 u_ 0 m L. E *a"-- 0 %— IP 2 0 8 E mc %ft-- El w C E (.9 ej 1 m m (.) .v ?"5' CIO- to. E co -0 � � d 'L O Qt OdIII • • • Past Highlights Public Info & Education Campaign for First Modern Roundabout ,.. _,, ; All about Grandview/Delhi/Grace Roundabout Plan i ROUNDABOUTS Construction Schedule I _- _ ° Using a Roundabout a guide for Dubuque residents 1 ,r -�= . Ly sis 414lop Construction of the Grandview/Delhi/Grace Roundabout � �• g Intersection Improvements will occur in the summer of -�� - V PEDESTRIANS 2016,with a majority of the work to be completed in June. = ,' __ : July and August when schools are not in session.1111 .p a� TM:ow & BICYCLISTS �� B _. 0 Dt.;t3LjaIF A 1°�OF� Mckrpn• 1 Nx.t7 - .•-' f munily Doing Buvnex 0001110111.1116'\ ',t _ - ap.;.....- • �ROuT DE(HtSr i y .dam, tl - t t '� + - - -�IEI �' s _ � ROU pp ®Abri. IIItiJc+•. PArk+kFurlaJol, 71:cJulc .�fnnnr, - ,AHEfitii R«r�,rlon .� •,+hr• 4. •ne. ir FtA wN FA¢ , . ,- f, DrivingaRoundabout �osKK D.:7 Turn by Turn 0 eraJeertxae, Roundabouts . 'LL DubuquesArstmodernroundaboutwill ( "`"°"'°"°`m �� . -- be constructed at the intersection of �fss. Q /mpon.tow m X .. _� N.Grandview Avenue,Delhi Street,and tr1B EE` ' A --••••-• Grace Street over the summer of 2016. ctlt B %dra y,rm • .: - ' •'*�,-. Always obey the signs and markings Nrkrt'�ir n�tM,Nn.n.ggn Z y tmn O DUoyi `.. 1: ""` ""m"'.""m.."o`n•"....e.`.e.�•�«.«�"�' Brought to you by: Notify Nral .2OF r ` i ' 4 ®© Phone:563.5894270 ! ►l The City of Dubuque,Iowa Email:engineerecityofdubuque.org iLr iii ; ,' www.cityofdubuque.orglroundabouts \ 35 Past Highlights HUD National Disaster Resilience Ilk ._. I Ilk Stormwater Infrastructure Improvements!Ii!ibility.Requiirrefnen!st.,,..,,,,,,,,, P (( • RESILIENCY PROGRAM o you bks your property lane more ughthe y Follow the steps below to determine d you are + eligible c reserve a form ole 5-year one Bee Branch Healthy Homes Resiliency Program. AsaeWnre is in the form a a,year forgivable loan. Bee Branch Creek Railroad BEE BRANCH ) ) dents in me Beeeranrnwalneneanae Culvert Improvement y res' experienced repealed flash flooding from starmwater • HEALTHY HOMES during heavy rain events,including six Presidential - $9 million - - Disaster Declarations since 1999.As a result,They - } ire Cl,• iecened$9 mdlbn to Install sue Bloot diameter are living with residual structural issues,electrical `�,"-‘fes. S culverts through the Canadian Pacific railroad n�lce-way. hazards,and chronic mold and mildew problems. IPLi I Theseculrerts will convey sl«mwater num the Upper Bee a>B rr p+ Branch Crete(cunenty under e«15huctlonl to the Lome _ _ STEP 1 ) ) ,p 1, ora Bee Wench Geek.The total cos:Ice INS r«nponeel el the Ifir -.- � h• LOCATION ,� remaining funds already Bee Breech Protect is �n the Lary bWgetMuted al$18 m nbn,mm the ♦ t� IOUr(tem!«meetly must W r • iI MI.!-;!'...-;,.,..,_-.• ce located in the Bee Branch ° '� -,- . - iA•d _ / Nalershed Healthy Homes a Ft, i \ ._ ( eligibility area pictured on t �; r ngM. 22nd StlKaufmann Ave.Storm t t ! INTERACTIVE MAP „,•,aa„„, ` ..�” _ Sewer Capacity Improvements = _ -- ty -r n _ - mit r sit odyofdubgeue.orglbbhh '� nisi -_ �• �� o ew the BBHH int«acbve $11.5 million - • • -nap.Enter your address ,, n .,,,. .�. `� t•�. rn find out if your home or J o.�.;..re,i.:; r„ Thesecapacity ty of ire slurr bbl S11.5 minion and will am Elm the G a� :r€pedy rs located m me [opacity of IMSI«mwty management system from Elm Street - QTT' „It. , „y,, Making Homes More Resilient eligibility area. Mora 22rd SE to the west ane conning under Kaufmann Ave to Kane Si.by constructing elPrad by 6-fool reintomed TO IMPROVE �]2 O The SBHH Readierrxy Program nal l help Dubuque'cadent,racer meets boa carat w m e0 st«maa«drains.,) unmet structural needs and empmvn indiwduel,to be part of the creat on al more resilient housing through on-site storm water STEP 2 ) ) U.S.DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT(HUD) HOUSING UNITS management principles and sustenable.healthy homes beharioo - Avariety ofrepairs end renovationswill improve housing condilio PROPERTY TYPE2016 INCOME GUIDELINES 0 . I a r r-r, The Bee Branch Healthy Homes and make homes more resilient to future lI'mg. 11th SLAV.locust Street Storm Q IBBH111 Resiliency Program OWNER-OCCUPIED I Person 2 Person 3 Person 4 Person Sewer Capacity Improvements ----,e - includes$8.4 mown m the Examples Include: rhe homeowner must be Reuuehod Household Nousehald Household _ at or below B7%of the 1 form of 5-yea forgivable loans •Foundation repairs and modificaliem _ eamedmn income by S37.750 .a;ec l.18.550 S53,9E0 $2.6 million _ to o 320 housing units, •Water and sewer service impoeements ousehold size established These rm re aeams total 026 reel on and will Increase me including towner aeup N names. •Furnace replacement ^.y HUD guidelines. single-unit rentals.and small. 5 Person 6 Person 7 Person B Person crenite of the'tormenter manaccment systems Item the Lower - •Water healer replacement • multi•tamily residential units. Household Household Household Household Bee Branch clung 17th SI.tow.Locust St.and contemn.' •Basement window repairs RENTAL PROPERTY` under W.Locust Sr.ho Rosedale Ave. constructing reinforced Fund,will be awarded to properties ,minxnum cf 51%al the "g where Ipw to nnodeate-income •Mold and mildew remediation 558,250 $62,'_50 $66.850 s71,I50 concrete Inv tubed,with+renal ngs.capacuy inlets and •Lead paint and asbestos renindbah. 'Errant I the golds Currently epproairnatery 1000 sta dad capanty inlets. residents reside and used to make wing in the pw00% must repairs and renWatian5 la decrease •Sidewalk improvements _a •at or below 80%0l the •The 51%Inv:to moderate.normo Wel)requirement must he mai monied f« awaomnantal health and safety •Sunp comps repa,rnmlellal ions ' nee mother,Warne fry the dureton el the 5-yea forgivable lair.Annual certification win Le required. issues from flooding. •Property drainage improvements 'ousehold me established ++ HUD releases new income guidelines every year.Therel«e.they are t�L1U I t:e HUD pedaloes. subieit to releases ere learn more about the Bee Branch Watershed Flood Mitigation Project.including the More) steimwaler ntrastructureimprovements listed above,atesw.cityoldubuque.orgf Information heehranch For mole tntormatrorr atom the Bee Branch Healthy Homes Resiliency )):'. For more information or to apply,visit www.cityofdu Duque.orglUhhh of call(563)690-6168. For questions,please call(563)690-6168 or email bbhbmcityoldubuque.org. Prey am.eisnwww.cityoldubuque.org)bbhh. 36 Past Highlights REThink Support of New Programs WC) SLE d'I I I Explore Dubuque's c _ HANGri 6- Open E \\_,;, \\71 rop\c34\ \\-\ \V-_:\ � u j\'6 \ \ \L\-jJ\J-3 11 PAS iDIMAGINE DUBUQUE • Understanding r For more information,visit www.cityofdubuque.org/ipm orca11563.589.4?h? SUSTAINAsL expenses Dint uh (",DUBUQUE • 37 Past s N - �4. -``=` PassportParking Mobile Pay ewPublication �IPt� Pf 2f0'M Pp C1 el 4 del \- wax ne,`=',a �';`.t,nr,"Lte \ Psu4�nprvr,4 on .... PPP C;QL L P- m nas::',,nn .� 'C p' j - ra+meso �Uel)@U r.xw + / L Benefits of PasscortFark ere ....moppet er on % as n mnaaw� rt . , f Seasonal Considerations for �' DL 'a;��;°a Hecate �sem nPotshot®y L` ° J ~ a Nod a reremaa ow p - mx n m41 r .rear..n LANDLORDS... �-� w „ West rx- Curbside Collections ( ¢want to In¢ar frons a ou! a;l d w,: ae cull ""ctry orj '� FoR =ell M1 A A fkspo'iFardV'nv Noble apo also. ie3s ane.m Part. zrme iiim �Ta IheCiNofDubuque PubiicWarks aeparinen:mninds RE o nere.e own...pane neon ran mete ;,„,w,paxl.Pam.. spare LVD E [YsI esstha[rinkl6miny maedalsareNOTRECYCLABLL r, LANDLORDS are encosesI die attend RENT aminie� TM rs*M�mpyltt oripl +-,enmr e„.•rwa, Cnmiterrnldnghepvrpmingthew rams hofnre dltpolog rf ,' � _ _ Y Pao ail p. sex mire paps on!no peel .eY.. Masterpiece on tire Micicippi Alenwllll rvguldl gandge: AL dialthe guowing"Source Income" "` r " °" dialogue session(s): ,I,la.,N,nett ere ..a - rmr m,onMposl,x rbrcp,la,:wnrn BACKGROUND Illy pout...Pp hrelmaponel warp wesspl ixnw .L.,' � • ioU Aedenae.opes • Giftwrap mo _ rM t rTmm'poem • Dibble wrap • Nan peanuts -.v-+ Tuesday September 13,2016 eck °`;'�„ Y, ♦ • Christmas cards • Syrofaam - i. 5:36 730 p.m. ,.,.yabm„ m.e,. �arl<n¢lnererleares • Nast!: rap • Pastlt bag it nw=_ecuv Room al,xlox,x,m r.rwaoiaxkrr a _ .45(Y1nm6=SY. „,.,. ion MPS/ro 8)oARP ArM .� • tO'" nrbrr.asoim Pease IA N0l drpase delete materials In reryAng Tuesday,septermer zo,2016 • "n""`� wee °'"�° 5i}5n:.aQ 15''''U E3 �1: 2 Pamuder 1025120 mituhz n'.alners.Ase,glass s nor recyclable arishood bedbpased 71e.m.-1c_m. Id Pop P Iozallnmleue. onunatinatruhlnue.arp ^r mw:x,^•++^':m Mulnrinl Family Center rmnw '°suer rola W25•Semiplus lhipicix mrf•'lin o'wlth agulardarhag±. e t BOARDS a n d 1157 tenial we f.Hew...,ermwne„ m AADIIrOgaLWlgabzge bags, DU UseA110Nl WINTb<gebdg,not Whlre bagi,Nhgme of v�'V TlKvcrwr,lonbA=�elm...k=neto.nem me;x Mas'weiew ex the Mseissippi doing.coolant.Sonia pill ba eewidoa.0.1mnawe will year so mllecia<rews on mom easily see them in ihesrow. hare ueaeemunik e""e^"to•gi"'°r"e,•,drp Dta.oTc HISTORIC TAX CREDITS COMMISSIONS Use high-quality agean anersthatareminanl a For mere Information: cracking Wald weather. • Q Wprmlk»vnd,mn MmaiLAYMeIkuMdlrMMe Pint ff I_ 9 Rh m°re,„nnM.ar<r.pxim�aM.inl.r„.l,im - Creating lobs,Leveraging (553)585-0750 •anmm a..myi.ra.mlmb Dig E, - ., . Use conhincdidslo keep min wow,and ice aulot abet r a auiomm ae•,mlatadsaa SP ua' ' a��_Fm„ Restoring Investment,and 9 9 www,,g),,CJdalque.ur/,,,m,g,,gun retO.oaulusmat. ntskrrixm an w Mkdwiyy: j. and te:ydlagcamalners. ”',�,�e Communities NAluh Le 1.1,A,ills f24,1,n.I It Mud'neswhare.,100119Ile ilModccdea afcAle,antMIM Seeam attars*511/5111 art WLlgre:s a wire e550/P.Rem raeenUllme fam.ret.a5,eltlala&1:IMem6Yd'lum. tete,pet.at/Nod urvtuznxns ant w,n,eagedhobo.omelets ttrhal¢ci/clthOoroeedo ad mite wm,avn,rrcs,.sl Ir,eMeal,,snrn.end...or reumaee. Iowa's Historic Preservation Tax Credit N„n7Z.",ur�x ri.e r I;wr>s:nz:'.1rt' 05 9 I I i A°o/A.e-e.s/e4.no cf.lrr:�mn.,ns,.Thi a.w to l.v axnnnr,Pklitt I l I at vet. stervlA m nurcome..4p.hr swore,irMen n1 t% i1 •• 1 m973)emit re cimnnnnitia eren,tkxs.T+m om pre:des a r ir M.53 ri.oplil r.relokilil:.rinn aprse.:Icr:.na fed tel.'s. �. �"� Revitalizing Dubuque Through Leveraged Investments -L••, L�F nu.sc:rrst5s^v slug'ninth»pea Tmrrer roomsasans',e heels el - _IIa Opmau'yt1:sxmpluwe as prc,:c:a u•ua eery nonce•ler_proper, w^n r. [ 6al p• ■Ps.3-•1 nil.e-ie Pea iFTN-=n-y Ito Pet-aged aaga4mrllm i,pi.,. ■- •„....,,,,...„,...„in,elr.nl. 38 :r,n.yp,... <r ..:,nm o.:1 ll IPmlll Past year 's Highlights Special Events V 2 a 5 5 5 0-, 7 ii L___,- Lt t-4 g--El . . 7- _ _ _,-,— . .. -...1.- .....-...r.-.7.- • -.,' - .- , • 1, 4 --- , '1. 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H s .SBO s� Past Year's Highlights Connecting with More Residents & Stakeholders 792 800 Notify Me Subscribers 600 459 400 200 0 # IJ News Releases City Council Agendas & Bee Branch Watershed Minutes Project Updates Oct. 2014 Nov. 2015 Nov. 2016 44 Past Year 's Highlights Connecting with More Residents & Stakeholders February 2017 : Twitter : 3 , 118 Followers Facebook : 1 , 831 Likes Nextdoor. com : 3 , 080 Dubuque members 45 Past Year's Highlights Connecting with More Residents & Stakeholders City of Dubuque Social Media Reach 3,500 3,012 3,000 286$ 2,500 2,000 1 ,758 1,500 1,000 500 Twitter Facebook Nextdoor.com Members Oct. 2014 Nov. 2015 F- Nov. 2016 46 Past Post Details Reportedse.tray.demreefrom what aoeeezon pasK x 6,034 People Reached ii,:frarn City of Dubuque Govement —'"- Published by Randy Gehl I?],January 16 at 707am-0 129 Likes.Comments 8 Shares The City's Public Works Department has had 14 trucks out sating since midnight.Three additional operators were dispatched at 6 a.m.for a total 82 58 24 17 operators out at this time.Operations will continue through the day. .ekes On Post On Shares C o n n e c t i n with 1 .'Iore You can track progress at www.cityofdubuque.org/snow 12 10 2 � Comments On Post On Shares 35 32 3 Shares On Post On Shares Residents & Stakeholders „gill °$°PdslClcks 1 612 467 -N>) 'note..i.r.s Link Clicks Other Clicks �# NEGATIVE FEEDBACK R _� 2 Hide Post 2 Hide All Posts ” 0 Report as Spam 0 Unlike Page Winter Weather Response I Dubuque,IA-Official Website F a c e b o o k I n s ig h is for CITYOFOUBUOUE.ORG January2017r -99 • Reach = 12 , 350 • Post Engagements = 3 , 916 L 47 ti Am. L i 01 C = V3 ^ y O 2 t ca 'im 0 (7) v) CI) § (I) •_ L .(.)006 • (0 = t (m) › ErA V + +NE WI-. ,- U- a y e C � d fn C .tAj CD I� M M � 00 COW 3cor� 7 7 OmU � H Past Year 's Highlights Connecting with more Residents & Stakeholders Citizen Support Center (WebQA) • Over 15,000 service requests processed in FY2016through • Over 18% submitted directly by the public • MyDBQ App Downloaded 1 ,232 times as of October, a 64% increase since October 2015 January 2017 Update : 1 , 339 downloads, 612 requests 49 Past Year's Highlights Connecting with More Residents & Stakeholders Top 5 Service Requests Submitted by Residents: FY2016 O Contact Us 138 o Winter Yard Waste/Food Scraps Collection 145 o Garbage/Junk/Nuisance 1?" 1 ,066 oAbandonded Vehicle • Grass/Weed Complaint 50 MCOW N N N 0 N N O LI) d v ad cn ,c i � ca � 00 C CU in a) P >% ms u) (7) E cos 4-1 , 0 a a � W O 0) CD E ›- E >- • — i co LL co0 a -c s -a ..CD ' I a) • — .c .> 1 -.,= W ti, (2 L_ i 0.1) 0 Cl) WM)CU C 1-0 -0 as Past Year's Highlights Connecting with More Residents & Stakeholders Top Ten Page Visits (NOT Homepage): Top 10 Search Terms Nov. 1, 2015 — Nov. 1, 2016 (Nov. 1, 2015 — Nov. 1, 2016): 1 . Leisure Services (30,469) 1 . ID4PD (173) 2. Job Opportunities (30,152) 2. Eagle Point Park (161 ) 3. Pay a Bill or Fine (24,390) 3. Shot Tower (142) 4. Police (20,715) 4. Waiting List (140) 5. Dubuque Employment Opportunities (20,126) 5. Housing (118) 6. Utility Billing (16,824) 6. CODI (113) 7. The Jule (15,287) 7. Police (112) 8. Citizen Support Center (15,194) 8. Bee Branch (110) 9. Eagle Point Park (14,580) 9. Swim Lessons (107) 10.Miller Riverview Park & Campground (13,412) 10. Hotels (102) 52 E M as L 0 L a_ IE co '5 c T.' w o 0 $ w 0 a) 2 0.) c E 4= 2 >, . — ._> c 0 a cm U Cl)A-. 03 0 = c.) Tz co L 4-• 2 2 0 0 U Cly C 05 R�ili .0 a 0 u, > 05 .— cts 0 U mCV7S EISCD. ,wi, cEuo- c.) 2 2xc 3 V W V�-+ �, 00 = CD >, EWC U CD > .CU To CD w as C 44 07)U LI.. 6 cp g 0 a 0 = -i_ co m 8 E .4-• Oa ot -c wL L La ■- 0 vtmAl W c CD "Fog M CD as it < W C 0 L2 o xa ca — Z m E IL W c L .t CD L (7) 00 0 000 :: CoO M .6 0 Eci = . . . . . . . . . . 0 Improvement Packages GIS OFFICE NIKKI BREITSPRECKER GIS COORDINATOR/ANALYST 41 Engineering Dubuque Arts & Culture Planning & City Attorney Regional Airport Zoning 1City Manager' s Office " it Economic Police Fire & Rescue Health Department Leisure Services Development iff- P u b I i C I Parking Public Works Housing Utility Billing Emergency Communication Information Office Building Services Budget Cable TV City Clerk Water IMF I- Information Public Water Resource Office o Services Personnel WRRC Information & Recovery GIS Jule Transit Neighborhood Parks & og Port of Dubuque City Manager's Development Maintenance Marina Office •..' Ver 2Co LTE 0:57 OM 1 . qG):LL, Maps 'J III �J Pd7A \ _ t \' t c-ry ,• WHAT IS GIS 2 , r ' • os Grcvl-,Mcln:SAY P 06354 CO'• d ..._ ` S, i •' ,•-• Details U • Ccrterds Fre'V40 I Desorctim -'' 4010 MDUMALDPIF 444z9Luiso7o 0R is Number of Employees LinyUi S10QTGEUCAIIDR r . 1'1 R a7.41 4LRD OR = FF�F-�,. ._-_. 15 $649,)00 4000MOUMALP DE r r e` 414° EE CAR F.t 5 $O ss Gravity Main:SAN P 06354 4139 BLUEBIRD DA ' 5 $272,)00 =.l.vll-.mG.. 3990 MOUMALDOVF 9656 CARDINAL OR 3409/AITMWI?AAI DR 4706 ORIOLE DA ORIOLE =CD T 75 r$ 3,345,000 ;AN P06354 3970 MOUNT ALP/NF 91136LUl6WD DR .,i�" 13 $6C9,)00 Ir<Lro 3960MOUNTALPINE :' ..)<'' 4636 CAROMAL•OR 5007 FALCON OR 5301'VafAN 09 r r Willed CI 9m MDUNI van moor 4133 s<LILBIRD OA 21 $3..2,)00 F 4615 CA ROMA/OR 3990 MOUNT ALF Mr sloe PELICAN OR $4C,0)0 1:n49:7 3940 MOUNTALPIN6 4502 LA4536 LARK OR 5005 FALCON DR 7 r RIMDR 8380,300 3935 MOUNT VM AIDDE ETITEMIZTIMI (,.:414.4:,J.1•14 $243,)00 6 $243,)00 3110 MOUNT ABPIN[ 412/ILu66IRO 09 4909 WIENDR S • T.I� : $163,)00 1Past 30 Days al 4910 WRFNDR „ 6 $243,)00 3910Mu13InrALP,EA r r` 7960MOUI1FALPINF 44I2WRPf DA 1 $2_1,)00 4113 BLUEBIRD DR CLO=, 9 112 T1 e e 3975 MOUNT VAIL RIME =< <• 4J/.'MiY�ArJ 6 $243,)00 3890 Mum-ALRFA �r� ,. ,�. 9513 CMURYDR 6Sazzat r$243,)OO 'PWS'Ai.-:..ay 3440 MOWEALPLNE 411991 IE9(RD OR 6 '$243,)00 x.93 3870 14101./NTALDRIIE 4300 CANARY.OR , ,.,. <• 4320 CAMAY DR 2) r$812,')OO 3966740WMFALRIE 3850 SL,NLL:MRIOQ 8) $3,243,000 5W3 909 4609 CA = 3840 SUJ11pMRlOOY 4117 4) x81,524,000 3.830 SLrwttsr7.RIDQ 4744 SWN AOA Qj jacszaca $1.327,000 cm= (Frar•rrl4141SWANOR Dna aRammo OR r rr 3375 PIDMAw7NF 39705WL644TRLD& 41048[LEBWO OR 6 ,,243,)O0 U .NLIGHT•MDQ4L,oeFUMrnGD OR 39105L 4102OlUDt/RDOR 6 $243,)00 4023 FU MINGO OR 905!/w FIIAVO DR r r 3800 SUNWT mow 410061005377 DA 404AFwMLRICfD OR M 7 $360,300 5197 W 5UNMT RIDGE 4014 F46.97130 OR 40304.84,07850 OR 4140R-NW460 DR a057 120011/760 OR 1)0 $4,)61,000 5797 MOLWTALR019 6 x$ 243,)00 5760 MOUNTALMM W5 C259YA OR ) $3,243,000 373031F1UO6TRIDK 3700 A6iOsTARDA 595 CESSNA OR r r` if\ 3770 MO7/MALPR/E 645 Cf.SSMO OR 8) 83,24),000 , I 3755 MOLAVTAUM25 � � 6161754521 OR �"' 6 x 243,)00 (' I _•'•:y 660 CESSNA DR 4 $217,)00 3720 AEROVAR DR mry.s 693 CFIINA DR 2 G,8tomlk-- 1:1— 6 x$243,)00 DMEMIXIEMI =e7 3709AER05TAR DR �• 977 10!422107 3Af poll AD 6 $243,)00 Jen 1., 1,14 3..n ,gym m.01 -<bo rel..02 r<bo3 3715 MOUM.ALR9E cm CESSIIA DR 1 x 3 $7_2,300 7705 MOUNFAwl/F 36]OAEAOSTAROR 3704404146 AVE 367321B0STAR DA 3695 MOUNT-210772E .-- -____ , I J STRENGTH IN NUMBERS 350+ unique GIS users All Departments ;ill! , 040 0 Y J Var in levels of use 2 A. 4 ' ' A , t' . ilk . , ID a 0 , . , , iljaiill .2 +o..r.i-..... ,ham :1�. ; .:!" -......r* --....._. .......J....-... SUCCESSFUL OUTCOMES __ ,,,...:3%. , _ , .., ,‘,.. ... , i i .7 i . Nii,„,........ ' . it . ''. '• , • N,� River frolE -Ye J S rJ jJ �UIJ J '_ � ') L.JJ _J flJJJ : J 'I J\ll"1J i S D _ �, �1 *Annual z en a K• • . 4*4,.; F I r (1'—‘---."- \ :� N I J X j r 1 J JJ i J � J- JJ� �/J :-1 r • �' :*. p i ,4, i y J ` S Fre ebvO�-Lease 3 � �0 •r<. Sra[Oa[e lUi'2002 L.' �-�` �1\� v ��* ____ . , EM Date: 11'3012022 s Je �`.S'., ttF��,,,1�� ` Mnual ent erlege 7.99..9E '3Y c/�� Nn eNegc SO Ail r J t \\ ) \il r ,.. �� t __ . •• ik , , T e-__... � � �W / 1 rn.1. 1. I ,� `,_,_4 , Oa\nbn-Dove Harbor e I T t1�. e:-�`,� r . - -". ! . /' 11( Sm-1 Deee:911/!01) "' ? _ End Date 9,11,2038 �:. en III 101 '1 �„;�� v;E=A� ,� .,r rAnnual Rett sS11,047.82 hr i whartagc$56.N419 III ; �� It lr'1'''.` Sf/:' �ti. -hA fl.' .ihilko C ung'■ II>t :M: 451,'`1 1111111. Pillirli- 4 .117i I ,.� � +, y ��E a, �� r X91 •dlr, 1 IPrw':j;` _6 A� a q < Dub.Q Tom nak.:n<.DovoNrd sF� t !- �I7-41C 'r\\. - SUrtJate 2/120L3 ,5� ~ I !!��' 2 ' -ti' End Date 83L'2038 [ ,. ♦ f• � ��p'.. 7r font.al Rerx. $117.3F2.7S 'V r1 1Vhadage 50 u xt� At . � ' 1 �`IMII p.q.-a .�.� • ` r • ll Aki _ _ 1 �II�I�IIIII1Ir� tt L \ c•N\ I11!I i1 021 1.00 On7.81 i rAMI 1 4111111 t Ent .a. _ ..l •"t:..- r.c....wr3UzLir THE CITY OF DUB E Masterpiece on the Mississippi Budget office Jennifer Larson , Budget Director Alexis Steger, Senior Budget Analyst John Tharp , Grant Administrator 1orkiva • Implemented Wdesk • Capital Improvement Program • Policy Budgets • Citizen 's Guide Summer 2017 BUDGET DOCUM ► T SOFTWARE • Brainstormed with Sungard SUNGARD representative on Budget Process • Revamped budget process • Created efficiencies utilizing technology BUDGET MODULE • April 2016 : 5 Public Input Events °. = •,,k ; ' • Focused on input around City Council Goals III ��7 I and Priorities• November 2016 : 2 Public Input Events � TABLE ■ • St. Mark's Community Center• City Council Chambers • Online Survey COMMUNITY ENGAGEMENT 63 \ BEE BRANCH • $31 . 5 Million Award HEALTHY HOMESvv. watershed FLOOD Miuuanom • John Tharp — Grant Administrator _-„�::-_-,;;: ��%"� c1= - PpOIECT • Manage Budget, Expenses, & Regulations for procurement • Day-to-day processing • Collaboration with the Iowa Economic Development Authority and University of Iowa Flood Center • Tracking progress and developing a replicable model • Assisting in public notifications & updatesyQPPtiI"li yo61 �p9 IMOo�g`" HUD RESILIENCY @qNDEV� 64 • Outcome : Increase Public Knowledge of the City's Budget _ S� U II RCESS� Tlly • Open Finance launched in 2016 .�. LME1RIE: SM E� • Interactive Checkbook launched in 2017 -1.2.1°u_ ss'QuALITYsc9P W-MEASURES ! AC ONS • Performance Measure Reporting • Efficiencies through technology • Public outreach FUTURE IN TIAT VES 65 • Training & Education for the Senior Budget Analyst $700 ( Property Tax Impact $383 ) IMPROVEMENT-PACKAGES 66 L .., >, os) a L. ns RI IV III gs y a U � u) Z3 y 0 IL TD < Cl) LI- a Tli 2 0 0 Es a a) E [4 IL J 5 t F UJG) CI)a L � L N Z a) m a z t' 01 (1)= 6, o pao °° g o .� (1) � zaz H � aa5HJ ■ The Healthcare Committee approved two additional prescription drug programs - Step Therapy and Enhanced Prior Authorization . These programs went into effect in June of 2012 . As of December 2016 , the cost savings related to these programs is $250 ,966 . ■ A revised pricing arrangement with Finley and Mercy Hospitals will provide an annual estimated savings of $ 100 ,000 . HIGHLIGHTS OF THE PAST YEAR 68 ■ Recently negotiated discounts and rebates will save the city over $750 , 000 in prescription drug costs over three years . ■ Completed a proposal process for the administration of the medical plan . The results are currently being reviewed . HIGHLIGHTS OF THE PAST YEAR 69 Goal : Planned and Managed Growth Outcome # 1 : Ensure equal employment opportunities for all employees and applicants for employment. • Top talent is recruited by coordinating , advertising , screening , interviewing , testing and selection . outcomes 70 Employee Demographics Fiscal Year 2016 Male Female American American Asian or Asian or Indian or Indian or Total All White Black Hispanic Pacific Alaskan White Black Hispanic Pacific Alaskan Columns Islander Islander Native Native 657 24 12 2 1 351 13 11 2 0 1073 61.23% 2.24% 1.12% .19% .09% 32.71% 1.21% 1.03% .19% 0% EMPLOYEE DEMOGRAPHICS OF WORKFORCE 71 American Employment Asian or Indian or White Black Hispanic Pacific Unknown Other Applications Alaskan Islander Native January 2016 through 3271 391 133 77 22 279 103 December 2016 New Hires IMII 'MIL 1 January 2016 through 223 20 9 1 0 0 0 December 2016 APPLICATIONS 1 NEW HIRE DEMOGRAPHICS 72 Cl) ro a; ca � i w � O �a 44 � 2 s- a co ;4= CL 0 mor7 = a) > w 0 C (1) l'i a) 14= -0,,, 2 2 -i3 ia) w u) ,a) CD O CU -0 E •4= ma En c E my I= 2 0 d v c)- � _ •y L E -a C.) O , 0 a co 47/ S CU CO L CU d d am' � p.) (1) _ Ct" CU 0 2 iNiE lO .co It 0 Ct$ as CU a) . a) e (1) 0- N V CT) co E 0 2 ..7.' u) >1 2 W o 70 0 4,) 14= 72 a) c.) 2 e5ECO .42 nal 0 m 0 o •Fs a ••••- a � � � • III- 0 Oversee : • Medical • Prescription drugs • Disability and life insurance programs • Flexible spending program • Other employee benefit programs OUTCOMES 74 S2IAIOOIflO saaAoldwa peI4IIenb ;seq uie;aa PUB aaiH . saiaeles ani;i;adwoO . : wa;sAs uoi;epi;issep Aed sA;i eBeueIAJ saaAolduia PUB An . seseeiou ! wn ! weid eieoq; eeq ez! w ! uIIAJ tD ti C 0 CD s a) ›° ra0 ..... a) o E us, c E :4 2 Z3 o az as ■— 0 o 0 > � ,_ sr c 0 c as o. (3)srais 25.0) o 0 a) as E E 4.• 2 0 cl) 01 0 o iv 8 ›, c 0 0 0, ii .° co 8 _ Cl) ... ci i> , .... Vsu.1 4:1) as Lis r.: *iv' 0 >6 a� Eo- o s- ) 0 t•-• Ea' .r ° N s_V ._ vo c o ao u. cV ._ a.. ma- 0 co c 0i 7,32 ._C Ni CO is N sr a) a— c is sr . = is o4... u is a? +EP a) > c > , = s_ = as to as as s o o a .:-... 9 cs) eLo is ■ ofs ■ a) visa _ C Fiduciary Liability Policy ■ Covers administrative errors and omissions • Provides personal liability Breach of a fiduciary duty in connection with the deferred compensation plans O $4, 500 ( Net Property Tax Impact $2 ,458 ) IMPROVEMENT PACKAGE 77 .?211' 4'; SN u sono •_ C.� U CS�I O irk . • 2 ' b