City of Dubuque Fiscal Year 2018 Amended Recommended Budget Copyrighted
March 7, 2017
City of Dubuque Public Hearings # 1.
ITEM TITLE: City of Dubuque Fiscal Year 2018 Amended
Recommended Budget
SUMMARY: Proof of publication on notice of public hearing to consider
approval of the Fiscal Year 2018 Amended Recommended
Operating Budget and Capital Improvement Program (July
1, 2017 through June 30, 2022)and the City Manager
recommending approval.
City Manager providing a public information handout on the
City of Dubuque Debt Reduction Plan.
City Manager providing a public information handout on
awards and recognitions received by the City of Dubuque.
City Manager providing a public information handout on
2016 Year in Review.
Correspondence from the Long Range Planning Advisory
Commission advising that the Fiscal Year 2018
Recommended Capital Improvement Program is in general
conformance with the 2012 Dubuque Comprehensive Plan
with exception to address the impacts of the Emerald Ash
Borer.
RESOLUTION Adopting the City of Dubuque Fiscal Year
2018 Annual Budget as Amended
RESOLUTION Adopting the City of Dubuque Five-Year
Capital Improvement Program
Public input will be taken on City departmental budgets in
the following order:
1 Information Services 17 Purchase of Services
2 Legal 18 Park Division
3 City Manager 19 Recreation Division
4 City Council 20 Five Flags Center
5 City Clerk 21 Conference
Center/Grand River
Center
6 Cable 22 Emergency
Management
7 Library 23 Emergency
Communications
8 Planning Services 24 Police Department
9 Finance Department 25 Fire Department
10 Human Rights 26 Building Services
Department
11 Airport 27 Water Department
12 Health Services 28 Water& Resource
Recovery Center
13 Housing/Community 29 Public Works
Development
14 Parking Division 30 Engineering
15 Transit Division 31 Capital Improvement
Program
16 Economic
Development
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Adopt
Resolution(s)
ATTACHMENTS:
Description Type
Amended FY 2018 Budget Recommendation - MVM City Manager Memo
Memo
Attachment 1 Transit Evening Services Supporting Documentation
Attachment 2 Arts Coordinator Supporting Documentation
Attachment 3 Library Lighting Supporting Documentation
Attachment 4 Planning Technician Supporting Documentation
Attachment 5 Airport Marketing Supporting Documentation
Attachment 6 Solid Waste Consultant Supporting Documentation
Attachment 7 Debt Reduction Plan Supporting Documentation
Attachment 8 Public Works Snow- Ice Control Budget Supporting Documentation
Attachment 9 Awards and Recognitions Supporting Documentation
Attachment 10 Year in Review 2016 Supporting Documentation
LRPAC Correspondence re CIP Supporting Documentation
FY 2018 Amended Operating Budget Resolution Resolutions
FY 2018 Adopt Captal Budget Resolution Resolutions
Proof of Publication Supporting Documentation
THE CITY OF DUUUCYUe
011 II
wl
DUB E � � r
Masterpiece on the Mississippi rP PP 2007.2012.2013
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Amended Fiscal Year 2018 Budget Recommendation
DATE: March 2, 2017
The Fiscal Year 2018 budget process began in the Spring of 2016, and by state law the
Mayor and City Council must adopt the budget no later than March 15, 2017, for the
fiscal year that begins July 1, 2017.
The milestones of this budget process include:
Spring 2016 City staff conducted multiple community engagement
activities to solicit input on what was perceived to be priorities
the Mayor and City Council should establish as the
foundational components of the budget process.
July 18-19 Professional facilitator Lyle Sumek met with Department
Managers to discuss what had been accomplished over the
last year and what might be considered by the Mayor and
City Council going forward.
August 2-4, 2016 Professional facilitator Lyle Sumek met with the Mayor and
City Council in the annual three-day strategic planning
session to establish the City Vision and Mission Statement,
determine the 5-year goals, and the current priorities around
which the Fiscal Year 2018 budget recommendation would
be developed.
August 2016 The results of the Mayor and City Council annual strategic
planning session was shared with City staff and City Boards
and Commissions as Department Managers developed
budget requests to be submitted to the City Manager in the
Fall of 2016.
November 30, 2016 City Manager holds public input session showing the results
of the Mayor and City Council Strategic Planning Session
and seeking resident input on what should be considered for
the City Manager's Fiscal Year 2018 budget recommendation
to the Mayor and City Council.
Fall 2016 The City Manager, Budget Director Jennifer Larson and
Senor Budget Analyst Alexis Steger meet individually with
each Department Manager to review their budget requests
for the operating and capital budgets, including any
improvement packages.
January 3, 2017 At a regularly-scheduled City Council meeting, the Mayor and
City Council adopt the Fiscal Year 2018 Budget Guidelines
as recommended by Budget Director Jennifer Larson through
the City Manager.
February 6, 2017 The City Manager submits the Fiscal Year 2018 budget
recommendation to the Mayor and City Council for
consideration.
February 9, 2017 The Mayor and City Council meet with the Department
February 13, 2017 Managers in six public meetings to have a discussion about
February 16, 2017 the City Manager's budget recommendation and to decide if
February 22, 2017 the recommendation meets the Goals and Priorities
February 23, 2017 established by the Mayor and City Council in August 2016. At
February 27, 2017 each of these six sessions, the public is also invited to
present information for City Council consideration.
February 15, 2017 The Long Range Planning Commission reviews the City
Capital Improvement Program budget and offers an opinion if
they believe it is consistent with the City Comprehensive Plan
and that information is provided to the Mayor and City
Council.
March 7, 2017 The Mayor and City Council hold a public hearing on the
Fiscal Year 2018 budget recommendation, including an
opportunity for additional citizen input and a discussion of
individual items the Mayor and City Council have held out
during the process for further review. The City Manager may
or may not submit an amended budget recommendation at
this point and, this year, there is this amended budget
recommendation.
There have been several changes that have resulted in an Amended Fiscal Year 2018
Budget Recommendation.
2
Collective Bargaining Agreements
The collective bargaining unit five-year agreements with Teamsters Local Union No.
120, Teamsters Local Union No. 120 - Bus Operators, International Union of Operating
Engineers, Local #234 were approved on February 13, 2017 and the collective
bargaining unit five-year agreement with the Dubuque Professional Firefighters
Association Local #25 was approved on February 16, 2017.
It is unusual for the City to conclude contract negotiations in the midst of the budget
process, however, because there was legislation being considered in the state
legislature, that was subsequently adopted, to eliminate non-public safety employee
rights to bargain on anything other than wages, the employees were interested in
accelerating the collective bargaining process and in more long-term contracts. The City
has an interest in long-term contracts because it adds stability and predictability to City
costs and, in this case the City was able to get important changes related to the health
insurance plan that will hopefully affect employee utilization patterns and reduce City
costs.
These are 5-year agreements with a 2% increase in wages in Fiscal Year 2018; a 1 .5%
increase in wages for Fiscal Years 2019, 2020 and 2021 ; and a 1 .75% increase in
wages for Fiscal Year 2022. The employees will pay 15% of the cost of the health
insurance premium, an increase from the current 10%, and will have increases in the
employee cost of out-of-pocket maximums and co-payments.
In addition, the approved union contracts provide that seasonal employees will not
receive a wage increase in Fiscal Year 2018 and this is a reduction of$26,369 in
previously projected costs.
Otherwise, these new collective bargaining agreements generally meet the Fiscal Year
2018 budget projections, but they significantly impact projections for future budget
years. The modified projections for future budget years are as follows:
FY 2019 FY 2020 FY 2021 FY2022
Property Tax Rate $10.5430 (-3.21%) $10.6619 (1.13%) $10.5217(-1.31%) $10.5199 (-0.02%)
Average Residential -3.21% (-$24.23) 1.13% ($8.25) -1.31% (-$9.72) -0.02% (-$0.13)
Property
Average -3.21% ($-105.22) 1.13% ($35.83) -1.31% (-$42.22) -0.02% (-$0.55)
Commercial
Property
Average Industrial -3.21% (-$157.72) 1.13% ($53.70) -1.31% (-$63.28) -0.09% (-$0.82)
Property
Average Multi- -7.61% (-$153.30) -3.69% (-$68.67) -6.25% (-$112.07) -5.28% (-$88.77)
Residential Property
The impact on the Fiscal Year 2018 budget recommendation is a reduction in
costs of$26,369 related to the cost of seasonal employees.
3
Miller Riverview Campground Operations and Fees
Leisure Services reviewed the management contract and fees for Miller Riverview
Campground. The recommendation approved by City Council on February 20, 2017
provided a decrease in costs and an increase in revenues.
The impact of the Fiscal Year 2018 budget recommendation is a reduction in
costs of$21,619 and an increase in revenue of$8,000, for a total positive impact
on the Fiscal Year 2018 budget of$29,619.
Engineering Truck Replacement
The Fiscal Year 2018 Budget Recommendation includes the elimination of two full-time
Inflow and Infiltration Inspectors and the creation of one part-time inspector. Both of the
1&1 inspectors have trucks that are in very good condition, so one is now available for an
alternate use.
There was a sidewalk inspection truck recommended for replacement in Project
Engineering in Fiscal Year 2018 that can be canceled and utilize the available Inflow
and Infiltration Inspector truck instead.
The impact of the Fiscal Year 2018 budget recommendation is a reduction in
costs of$25,000.
Ambulance Revenue
Ambulance revenue is projected based on the anticipated number of medical transport
calls and the average revenue collected per call.
The Fiscal Year 2018 budget recommendation for ambulance revenue was based on
4,611 medical calls for a total of$1 ,286,469 in ambulance revenue. After further review
of historical data for ambulance revenue, it was determined that the Fiscal Year 2018
budget recommendation should be based on 4,825 medical calls for a total of
$1 ,326,875 in ambulance revenue.
In addition, an ambulance rate increase of 0.7% will be implemented beginning July 1 ,
2017, which will be in line with the Medicare Fee schedule rate increase. This rate
increase is expected to add $3,462 in ambulance revenue in Fiscal Year 2018.
The impact on the Fiscal Year 2018 budget recommendation is an increase in
revenue of$43,868.
4
Traffic Video Request Revenue
The Engineering department has increased the fee for requested copies of video
footage from street cameras from $25 to $50 per video request. (This fee had
temporarily been increased to $100 while a thorough review of the fee structure was
complete. The study determined that the city was recovering the full cost of producing
these videos at $50 per video. This fee will be continually evaluated to insure the city is
covering 100% of the cost of production.)
The impact of the Fiscal Year 2018 budget recommendation is an increase in
revenue of$4,800.
Public Works Port of Dubuque Security Cameras
The Public Works department duplicated the Engineering Department budget for Port of
Dubuque Security Cameras in the Fiscal Year 2018 budget recommendation. This
duplication will be eliminated.
The impact of the Fiscal Year 2018 budget recommendation is a decrease in
expense of $35,770.
Airport Charter Handling Revenue
The Airport charges a charter handling fee of$3,600 for each flight. In Fiscal Year 2017,
the airport has been handling approximately one charter flight every six weeks. This
revenue is now more consistent and therefore in Fiscal Year 2018 increased revenue
will be recognized.
The impact of the Fiscal Year 2018 budget recommendation is an increase in
revenue of$18,000.
Airport Farm Lease Revenue
Proposals for the rental of farm land owned by the Airport were received during the end
of February. The minimum payment for farm rental was determined to be $78,000
instead of the $71 ,000 included in the Fiscal Year 2018 budget recommendation.
The impact of the Fiscal Year 2018 budget recommendation is an increase in
revenue of$7,000.
Total Reduction in Costs and Increases in Revenue
The total reduction in costs and increases in revenue from the original budget
recommendation is $190,426.
The following are the issues the Mayor and City Council held out for further
review at this March 7 public hearing:
Jule Transit Evening Service —Modified
The original improvement package request for Jule Transit evening service added three
new full-time positions, including one full-time dispatcher, one full-time operations
manager and one full-time service worker.
5
With the recent retirement of the Parking Division Supervisor, the opportunities for
collaboration, efficiency, and effectiveness between Transit and Parking are being
explored. Initially, this will include co-location and administrative cross-training.
Beginning on February 27, 2017, Parking administrative staff and Parking Enforcement
Officers will be based out of the Intermodal Center. The Parking Division will initially be
managed by the Economic Development Director, but will share space and
administrative resources with The Jule.
Transit and Parking are both part of the Economic Development Department and as
such, the Transit Manager will be working closely with the Economic Development
Director to evaluate the needs of both Parking and Transit and assist with the transition.
The new modified proposal results in no new full-time positions, but does transition the
existing vacant full-time transit account clerk position into a transit dispatcher position
and transitions one full-time parking laborer position into the Transit Division. This is a
net savings to the Parking Division of$51 ,391 . A part-time evening assistant operations
supervisor position is recommended to be created (Attachment 1). This modified Jule
Transit service schedule with expanded night service is projected to begin in August
2017.
The impact of the Fiscal Year 2018 budget recommendation is an increase in cost
of $125,691 and an increase in revenue of$35,993 with a net property tax impact
of $89,698.
Economic Development Department Arts and Cultural Affairs Coordinator to Full-
Time
Recommended funding to increase the Arts and Cultural Affairs Coordinator from part-
time to full-time, an increase of 1 ,040 hours or 0.50 FTE. The City commissioned and
received in FY 2017 the arts and culture master plan. The goal of the plan was to
identify key elements to creating a vibrant arts city, the creation of conditions in which
arts and cultural activity can thrive and create an environment for the retention and
attraction of a diverse workforce. This means enabling a mix of both formal, planned
initiatives as well as organic and spontaneous creative endeavors. A critical component
for such an environment-and a clear need in Dubuque-is for an individual or entity to
spearhead such efforts and serve as a coordinator or convener of other parties. This
individual or entity should be qualified in expertise and adequately funded and staffed.
The Arts Coordinator position is essential in providing support to the City Council's top
priority arts and culture strategy of making Dubuque a regional hub for the arts and
using the arts to help promote tolerance and diversity. This budget improvement
package has been unanimously endorsed by the City's Arts and Cultural Affairs
Advisory Commission.
This funding increase will provide for the coordinator to continue to provide support to
the Arts and Cultural Affairs Commission, maintain and improve the City's existing arts
and cultural affairs initiatives such as Art on the River, Special Projects Arts and Culture
Grant Program, Arts and Culture Operating Support Program, pursue outside funding
6
opportunities, support the Arts Commission in developing and achieving its strategic
goals and priorities, and create future arts and cultural initiatives based upon the
implementation of the recommendations of the Arts and Culture Master Plan
(Attachment 2).
The impact of the Fiscal Year 2018 budget recommendation is an increase in cost
of $46,338.
Library Replacement of Seven Exterior Canopy Lights with LED Lights
Recommended funding for replacement of seven exterior canopy lights at the Library's
two entrances with LED lights. LED lighting is expected to last over 13 years and during
this time will demonstrate a return on investment of$5,515 in decreased electricity use.
The greatest expense with the current traditional lights is the need to rent a boom truck
and pay the labor to change them. The current bulbs costs $13 each plus $650 in labor
to change them. Additionally, the Library recently completed an energy audit and
lighting was identified as the one change that will have the greatest impact for energy
savings (Attachment 3).
The impact of the Fiscal Year 2018 budget recommendation is an increase in cost
of $5,800 and cost savings of $424 for net property tax impact of$5,376.
Library Third Program on Fridays for Children's Summer Reading Program
Recommended funding for a third program on Fridays during the summer months of the
Children's Summer Reading Program. The Library has a tradition of summer programs
that are literature based, while also being educational and cultural. These programs are
scheduled on ten Fridays during the summer months. In response to growing crowds a
second program was added. Now these events have become a destination for field trips
from Young-Uns Preschool, St. Mark Youth Enrichment, and the Summer Academy, to
mention some, and have become so popular people are turned away (Attachment 3).
The impact of the Fiscal Year 2018 budget recommendation is an increase in
property tax cost of$4,000.
Library Early-Reader Book Group
Recommended funding to host an early-reader book group. Outreach in the form of
book clubs/book discussion groups has proved to be very successful in reaching target
audiences. Successful partnerships have been formed with the Boys & Girls Club,
Multicultural Family Center, and Dubuque Senior High School. For the past six years,
the Library has partnered with the Boys & Girls Club to host an early-reader book group.
Unfortunately, the donor for this program is not able to renew financial support for the
15 children in the group. This group is comprised of those youngest readers with the
goal of increasing their reading skills by the third-grade.
During the past year, an outreach program was begun at Dubuque Senior High School
by bringing an after-school book club to the students. Teens are a hard-to-reach group
and there is a strong desire to maintain the program because it is popular and growing,
but funding has expired (Attachment 3).
7
The impact of the Fiscal Year 2018 budget recommendation is an increase in
property tax cost of$2,160.
Planning ESRI GeoDesign Summit
Recommended funding for the Planning Technician to attend ESRI's GeoDesign
Summit in Redlands, California in January 2018. The GeoDesign Summit is a useful
tool for a new approach to planning and design, one that utilizes the power of spatial
planning, 3D, web applications and maps, open data, and the Internet of Things. The
summit will build a stable foundation for the advancement of planning practices for the
City of Dubuque. Knowledge of the use of this new technology would allow Planning
staff to analyze the current infrastructure and develop new solutions. This summit is
tailored for the planning process as well as an opportunity to network and develop
connections with other cities that can and will ensure Dubuque's status as an
innovatively planned community (Attachment 4).
The impact of the Fiscal Year 2018 budget recommendation is a net increase in
property tax cost of$1,007.
Airport Additional Marketing Funds — Modified to Non-Recurring
Recommended funding for additional marketing funds. The consolidation of the airline
industry continues to limit the number of air carriers while competition for their services
by other airports continues to increase. Numerous surveys conducted show the demand
for expanded air service exists within Dubuque's service area, but without additional
funds the City will not have the ability to simultaneously market existing service and
solicit expanded service. This would provide for additional funds for research materials
and analysis to justify specific routes, airfares and frequencies. The FY 2017 adopted
budget includes $95,250 of property tax funds for promotion expense (Attachment 5), as
does the original Fiscal Year 2018 budget recommendation.
The impact of the Fiscal Year 2018 budget recommendation is an increase in
property tax cost of$25,000.
Solid Waste Collection Consultant — Collection Efficiency Study
Recommended funding for an independent consultant to help co-create a collection
efficiency study to guide the department in solid waste services. The areas reviewed will
include the fee structure, collection of trash, yard waste/organics recovery, large item
collection, and the recycling program. The goal is intended to enhance the existing
programs while exploring new opportunities including new innovative systems that may
be beneficial for the community, including best management practices for modern
collection systems, advanced truck technologies, and other technologies for cart
inventory management. The study would also try to identify ways to enhance support of
neighborhood clean-ups and enhanced education programs. A critical component of this
study will be community engagement to ensure every resident has an opportunity to
provide public input on the city's collection program and future direction. (Attachment 6).
The impact of the Fiscal Year 2018 budget recommendation is an increase in solid
waste collection cost of$30,000. There is enough solid waste collection revenue
8
to support this request in Fiscal Year 2018 without impacting solid waste
collection rates.
Recommendation
The total increase in property tax related costs is $173,556. The net property tax impact
of this amended budget recommendation is an increase of$16,870 in revenue over the
impact of costs. This will be added to the $600,000 contribution to the General Fund
Reserves.
I am pleased to inform you that if you approve this amended Fiscal Year 2018 budget
recommendation with a property tax rate of$10.89, we will have met the Fiscal Year
2018 budget guidelines adopted by the City Council at the January 3, 2017 City Council
meeting.
The City Council adopted a guideline of no property tax increase for the average
residential property owner. This recommendation would provide no increase.
The City Council adopted a guideline of a property tax decrease for the average
commercial property of 2.47%. This recommendation would provide a 2.47% decrease.
The City Council adopted a guideline of a property tax decrease for the average
industrial property of 2.47%. This recommendation would provide a decrease of 2.47%.
The City Council adopted a guideline of a property tax decrease for the average multi-
residential property of 6.71 %. This recommendation would provide a decrease of
6.71 %.
In addition, in August 2015 the Mayor and City Council adopted as a priority a debt
reduction plan (Attachment #7).
The City would be retiring more debt each year going forward than is being issued. In
Fiscal Year 2016 the City was at 86% of the statutory debt limit. Previously in Fiscal
Year 2021 , the end of the current five-year capital improvement plan, the City was
projected to be at 53% of the statutory debt limit. Should the City Council accept this
new recommended plan, the City would be at 43% of the statutory debt limit in Fiscal
Year 2022, the end of the recommended five-year capital improvement plan. By Fiscal
Year 2027 the City would be at 24% of the statutory debt limit.
At this stage in the budget process, the City is able to reduce the amount of debt issued
in Fiscal Year 2018 by $208,000 due to learning of anticipated revenue from the Federal
Aviation Administration. Instead of issuing $408,000 in debt in Fiscal Year 2018 for a
fire pumper replacement, the City will be issuing $200,000 in debt for Public Works
portable radio replacements.
9
Statutory Debt Limit Used
(as of June 30th)
100%
90%
90%
79%
80%
70%
70% - % 66%
■ ■
60%
50%
43%
40%
30% - 24%
20%
FY 16 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 26 FY 26 FY 27
- -FY18 Recommended .II•FY16 Adopted
In Fiscal Year 2017 the City is at $290.1 million in debt. Previously, in Fiscal Year 2021,
the end of the current five-year capital improvement plan, the City was projected to have
$244 million in debt. Should the City Council accept this new recommended plan, the
City would have $228 million in debt in Fiscal Year 2022, the end of the recommended
five-year capital improvement plan. This is a reduction of $16 million in debt during that
period. By Fiscal Year 2027 the City would have debt of $146 million, a reduction of $98
million.
Total Debt
$320 (In Millions)
$309
$300 -
$280 -$296 $282
$260 -
$256
0
$240 $226
$220 - $22
$200 -
$180 -
$160 - $146
$140
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27
i-FY18 Recommended fFY16 Adopted
Another priority of the City Council from the August 2016 Strategic Planning Session
was the city street program. In Fiscal Year 2017, the Public Works Department was able
to target 7.5 miles of streets for resurfacing, in addition to the street program in the
10
Engineering Department. In the original Fiscal Year 2018 budget recommendation, I
was only able to identify funding to complete 5 miles of resurfaced streets. The
extremely mild winter this year and the identification of some Community Development
Block Grant funding will provide the funding to boost the targeted streets for resurfacing
from 5 miles to 7.5 miles (Attachment 8).
In the original Fiscal Year 2018 Budget Transmittal memo, I had detailed the
tremendous successes Dubuque is experiencing, especially in the area of job creation
and economic development. To this memo I have attached a list of some of the
Recognitions and Awards the City has received (Attachment 9) and City of Dubuque
2016 Year in Review (Attachment 10).
I respectfully recommend Mayor and City Council approval of the amended Fiscal Year
2018 budget recommendation with a property tax rate of$10.89, a 2.47% decrease
from Fiscal Year 2017. This would have the following impact on average on the different
classes of property:
Residential $ 0.00 0%
Commercial $ (83.02) -2.47%
Industrial $ (124.43) -2.47%
Multiresidential $ (144.91) -6.71 %
iat
Mic ael C. Van Milligen
MCVM:jh
Attachment
cc: Crenna Brumwell, City Attorney
Cindy Steinhauser, Assistant City Manager
Teri Goodmann, Assistant City Manager
Jennifer Larson, Budget Director
Department Managers
11
ATTACHMENT 1
THE CITY OF
DUB E
Masterpiece on the Mississippi
TO: Mike Van Milligen, City Manager
FROM: Candace Eudaley-Loebach, Transit Manager
CC: Maurice Jones, Economic Development Director
Jenny Larson, Budget Director
Randy Peck, Personnel Manager
RE: Proposed Evening Service Funded through Saturday Service Efficiencies
Updated Improvement Level Budget Request Priority#1
DATE: February 22, 2017
PURPOSE
To provide updated cost estimates for evening service utilizing existing vacant full-time positions in the Transit
Division and efficiencies through shared resources gained through the recently planned co-location with the
Parking Division.
BACKGROUND
Residents and Council have consistently asked about the expansion of bus service into weekday evening
hours to allow residents to work a variety of shifts, complete shopping trips after work, and attend community
events including city council meetings.
During the Transit budget hearing, many residents and council members expressed an interest in the proposed
improvement package for evening service.
Staff were directed to review the approach to staffing the evening service based on current vacancies,
workloads, and opportunities for shared resources through the recently planned co-location with the Parking
Division.
The base route proposal provides for reduced Saturday service and offers the ability to leverage those savings
to achieve a long-term goal of evening weekday service. The Board also noted the importance of consistency
across each evening (Monday-Saturday) to make the routes easier to understand while knowing that that
would change the Nightrider routes by providing additional service until 9pm and returning to the late evening
schedule from 9pm-2:40am in the school year and stopping service at 9pm in the summer.
Service Summary:
1. Saturday service is reduced based on historical demand. Areas with high ridership continue to receive
service.
a. No Saturday service to Medical Associates West, Dubuque Industrial Center West
2. Weekday and Saturday service to Fremont and Key West is removed. These routes continue to
experience low ridership and service proposed by the Smarter Travel Study can be implemented in its
place. The proposed Smarter Travel route covers University from Pennsylvania to Highway 20, Access
Rd to Brunskill Rd, Kmart and Shopko.
3. Evening fixed-route and minibus service are available until 9pm on weekdays.
4. Increased Intermodal Center ticket window hours to include half days on Saturdays.
1
DISCUSSION
The original Improvement Package Request added three new full-time positions; 1 FT Dispatcher, 1 FT
Operations Assistant and 1 FT Service Worker.
With the recent retirement of the Parking Division Supervisor, we are exploring opportunities for collaboration,
efficiency, and effectiveness between Transit and Parking. Initially, this will include co-location and
administrative cross-training.
Effective 2/27/2017, Parking administrative staff and Parking Enforcement Officers (PEOs) will be based out of
the Intermodal Center. The Parking Division will be managed by the Economic Development Director, but will
share space and administrative resources with The Jule.
Transit and Parking are both part of the Economic Development Department and as such, the Transit Manager
will be working closely with the Economic Development Director to evaluate the needs of both Parking and
Transit and assist with the transition.
With this in mind, the new proposal results in no new full-time positions, but does transition the existing vacant
full-time Transit Account Clerk position into a Dispatcher position and transitions one full-time parking laborer
position into the Transit Division. A Part-Time evening Assistant Operations Supervisor position will be created.
BUDGET IMPACT
The following costs are based on the updated proposal. The costs reflect share customer service staff at the
Intermodal and provide a net cost savings to the Parking Division through transition of a full-time laborer to the
Transit Division.
Activity Description Transit Budget Impact to
Request Parking Budget
60053100 Account Clerk to Dispatcher Hours & Benefits $9,002.00 $0.00
60053100 Assistant Ops Supervisor PT Hours & Benefits (1,518 hours) $41,907.00 $0.00
60053370 Intermodal PT Customer Service Hours & Benefits (2,288) $23,616.00 $23,616.00
60053400 Fixed-Route PT Driver Hours (666 hours) $14,103.00 $0.00
60053400 Fixed-Route Fuel (Diesel) $777.19 $0.00
60053400 Fixed-Route Maintenance (In) $1,103.55 $0.00
60053400 Fixed-Route Tires $190.84 $0.00
60053400 Fixed-Route Maintenance (Out) $384.87 $0.00
60053500 MiniBus PT Driver Hours (749 hours) $16,241.00 $0.00
60053500 MiniBus Fuel (Diesel) $739.41 $0.00
60053500 MiniBus Maintenance (In) $1,285.80 $0.00
60053500 MiniBus Maintenance (Out) $453.21 $0.00
60053700 Laborer FT Hours (2,080 hours) $75,007.00 ($75,007.00)
60053100 Dispatch PT Hours & Benefits (-686 hours) ($17,810) $0.00
60053700 Service Worker PT Hours (-1,456) ($41,310.00) $0.00
Total Cost $125,690.87 ($51,391.00)
Total Estimated Fare Revenue $35,993.00
Net Cost $89,697.87
RECOMMENDATION
It is recommended that the proposed updated costs be considered by the council in lieu of the previously
submitted improvement request.
2
ATTACHMENT 2
ECONOMIC DEVELOPMENT DEPARTMENT
FY 2016 FY 2017 FY 2018 %Change From
Budget Highlights Actual Budget Requested FY 2017 Budget
Expenses
Employee Expense 276,132 274,658 290,401 5.7%
Supplies and Services 2,265,053 2,012,341 2,147,131 6.7%
TIF Rebate Payments 3,191,692 3,604,711 3,958,763 9.8%
Equipment — — — —%
Administrative Recharges 6,000 6,000 — 0.0%
Subtotal 5,738,877 5,897,710 6,396,295 8.5%
Debt Service 7,409,538 3,875,285 3,793,392 -2.1%
Total 13,148,415 9,772,995 10,189,687 4.3%
Resources
TIF Charges 10,601,231 7,479,996 7,752,155 3.6%
UDAG Charges 75,000 — — 0.0%
TIF Land Sales/Reimbursements 147,888 275,885 380,867 38.1%
Hotel/Motel Tax (50%) 1,018,206 1,049,088 1,073,956 2.4%
Administrative OH Recharges & Reimbursements 315,724 365,179 — 0.0%
Farmland Rent 53,962 — 53,962 0.0%
Miscellaneous Revenue 24,400 24,400 24,400 0.0%
Total 12,236,411 9,194,548 9,285,340 1.0%
Property Tax Support 912,004 578,447 904,347 325,900
Percent Increase (Decrease) 56.3%
Personnel -Authorized FTE 3.00 3.00 3.00
Improvement Package Summary
1 of 5
This decision package would provide funding to increase the Arts and Cultural Affairs Coordinator from
part-time to full-time, an increase of 1,040 hours or 0.50 FTE. The City commissioned and received in
FY 2017 the arts and culture master plan. The goal of the plan was to identify key elements to creating
a vibrant arts city, the creation of conditions in which arts and cultural activity can thrive and create an
environment for the retention and attraction of a diverse workforce. This means enabling a mix of both
formal, planned initiatives as well as organic and spontaneous creative endeavors.A critical component
for such an environment-and a clear need in Dubuque-is for an individual or entity to spearhead such
efforts and serve as a coordinator or convener of other parties. This individual or entity should be
qualified in expertise and adequately funded and staffed.
The Arts Coordinator position is essential in providing support to the city council's top priority arts and
culture strategy of making Dubuque a regional hub for the arts and using the arts to help promote
tolerance and diversity. This budget improvement package has been unanimously endorsed by the
City's Arts and Cultural Affairs Advisory Commission.
-3-
This funding increase will provide for the coordinator to continue to provide support to the Arts and
Cultural Affairs Commission, maintain and improve the City's existing arts and cultural affairs initiatives
such as Art on the River, Special Projects Arts and Culture Grant Program,Arts and Culture Operating
Support Program, pursue outside funding opportunities, support the Arts Commission in developing and
achieving its strategic goals and priorities, and create future arts and cultural initiatives based upon the
implementation of the recommendations of the Arts and Culture Master Plan.
A. Boost Capacity for Arts and Culture to Thrive
Designate and empower an individual or entity to lead development of the cultural sector.
Retain professional staff dedicated full time to arts and cultural development.
ii. Allocate a budget for this department/arts and cultural activity.
iii. Create regular touchpoints between this individual or entity with City
departments, agencies, leaders to avoid creation of silos and encourage coordination.
Clarify roles, responsibilities and guidelines for the Arts and Cultural Affairs Advisory
Commission to best leverage their energy and knowledge to the benefit of arts and culture in
Dubuque.
Develop and follow bylaws and role descriptions that focus the Commission's role
on advisory activities as opposed to implementation.
ii. Establish and follow guidelines and procedures in accordance with best practice,
eliminating potential conflicts of interest.
Establish a public policy framework conducive to arts and cultural activity.
Develop a public art policy and implement public art program funded by a
"percent for art" mechanism. (See Appendix A: Draft Public Art Policy)
ii. Clarify policies around existing City-managed or sponsored art activities and
collections.
iii. Establish equitable and transparent City funding mechanisms and processes to
support a range of arts and cultural activity.
iv. Create and revise policies and procedures to encourage arts and cultural activity.
v. Create a City department- and agency-wide approach to infuse arts and culture
throughout municipal activities as appropriate/possible.
Facilitate communication and coordination among the arts and cultural sector.
Create and manage a comprehensive, shared planning calendar.
ii. Create and manage a comprehensive calendar of arts and cultural offerings for
public use.
iii. Facilitate networking, communication and collaboration among artists, arts
organizations and creative businesses.
Related Cost: $ 46,338 Tax Funds Recurring Recommend - No
Property Tax Impact: $ 0.0195 0.18%
Activity: Arts and Cultural Affairs
-4-
ATTACHMENT 3
5 of 11
This improvement package would provide the funding for replacement of seven exterior canopy lights at
the Library's two entrances with LED lights. LED lighting is expected to last over 13 years and during
this time will demonstrate a return on investment of$5,515 in decreased electricity use. The greatest
expense with the current traditional lights is the need to rent a boom truck and pay the labor to change
them. The current bulbs costs $13 each plus $650 in labor to change them. Additionally, the Library
recently completed an energy audit and lighting was identified as the one change that will have the
greatest impact for energy savings. This improvement package supports the City's goal of
Environmental/Ecological Integrity.
Related Cost: $ 5,800 Tax Funds Non-Recurring Recommend - No
Related Savings: $ (424) Tax Funds Recurring
Net Cost: $ 5,376
Property Tax Impact: $0.0023 0.02%
Activity: Library Maintenance
6 of 11
This improvement package would provide for the purchase of e-Books to enable the library to build a
digital library to meet the demand expressed by citizens. E-Books have been added to the collection
from funds supporting the print collection. Each year the growth for e-Books is around 25%, yet funding
for digital titles is difficult as print books remain as popular as ever. Also, the cost of digital material is
typically three times greater than that of the hard copy version. E-Books support the goals of Social/
Cultural Vibrancy.
Related Cost: $ 5,000 Tax Funds Recurring Recommend - No
Property Tax Impact: $0.0021 0.02%
Activity: Adult Services
7 of 11
This improvement package would provide funding to enhance the Library's outreach programs in
support of the Campaign for Grade-Level Reading. This effort has been incorporated into the Library's
mission statement and its strategic plan. The Library's focus is on early literacy and school readiness.
The additional funding would provide nominated titles for the Bridge to Reading Award to all childcare
agencies, both preschools and day care centers, to reach 2,000 children annually. This would also
support the Books for Babies program. This literacy program acquaints parents of newborns with the
importance of reading to their child. While in the hospital, each new mother receives a Books-for-Babies
kit that includes a board book, baby's first library card, reading tips, bibliographies, and other brochures
relevant to early literacy. Early literacy outreach supports Social/Cultural Vibrancy and the Campaign for
Grade-Level Reading.
Related Cost: $ 5,000 Tax Funds Recurring Recommend -Yes
Property Tax Impact: $0.0021 0.02%
Activity: Children Services
-5-
8 of 11
This improvement package would provide funding for author visits related to adult programming.
Attendance to programs for adults increased 76% in FY 2015 compared to the previous fiscal year.
Attendance in FY 2016 was maintained and grew an additional 4%. Author visits are the most
requested and attended events that are offered to an adult audience. Funding of this request will make
possible three regional author visits each year. This improvement package supports the goal of Social/
Cultural Vibrancy.
Related Cost: $ 3,000 Tax Funds Recurring Recommend - No
Property Tax Impact: $0.0013 0.01%
Activity: Adult Services
9 of 11
This improvement package would provide funding for a third program on Fridays during the summer
months of the Children's Summer Reading Program. The Library has a tradition of summer programs
that are literature based, while also being educational and cultural. These programs are scheduled on
ten Fridays during the summer months. In response to growing crowds a second program was added.
Now these events have become a destination for field trips from Young-Uns Preschool, St. Mark Youth
Enrichment, and the Summer Academy, to mention some, and have become so popular people are
turned away. The addition of a third program can meet the demand. Summer reading programs support
the goal of Social/Cultural Vibrancy.
Related Cost: $ 4,000 Tax Funds Recurring Recommend - No
Property Tax Impact: $0.0017 0.02%
Activity: Children Services
10 of 11
This improvement package would provide funding to host an early-reader book group. Outreach in the
form of book clubs/book discussion groups has proved to be very successful in reaching target
audiences. Successful partnerships have been formed with the Boys & Girls Club, Multicultural Family
Center, and Dubuque Senior High School. For the past six years the Library has partnered with the Boys
& Girls Club to host an early-reader book group. Unfortunately, the donor for this program is not able to
renew financial support for the 15 children in the group. This group is comprised of those youngest
readers with the goal of increasing their reading skills by the third-grade.
During the past year an outreach program was begun at Dubuque Senior High School by bringing an
after-school book club to the students. Teens are a hard-to-reach group and there is a strong desire to
maintain the program because it is popular and growing, but funding has expired. Outreach in the form
of book clubs support Social/Cultural Vibrancy and the Campaign for Grade-Level Reading.
Related Cost: $ 2,160 Tax Funds Recurring Recommend - No
Property Tax Impact: $0.0009 0.01%
Activity: Children Services
-6-
ATTACHMENT 4
PLANNING SERVICES DEPARTMENT SUMMARY
FY 2016 FY 2017 FY 2018 From FY Change17
Budget Highlights Actual Budget Requested Budget
Expenses
Employee Expense 734,694 747,142 764,999 2.4 %
Supplies and Services 89,012 86,495 99,376 14.9 %
Machinery and Equipment 1,500 550 1,690 207.3 %
Total 825,206 834,187 866,065 3.8 %
Resources
Administrative Overhead Recharges 243,043 282,375 301,254 6.7 %
Operating Revenue 60,179 42,228 57,003 35.0 %
Total 303,222 324,603 358,257 10.4 %
Property Tax Support 521,984 509,584 507,808 (1,776)
Percent Increase (Decrease) (0.3)%
Percent Self Supporting 36.7% 38.9% 41.4%
Personnel -Authorized FTE 8.38 8.38 8.38
Improvement Packaqe Summary
1 of 3
This decision package would provide funding for expenses related to the 2017 Upper Midwest Planning
Conference. The City of Dubuque was selected to host the 2017 Upper Midwest Planning Conference,
which includes the Iowa, Wisconsin, and Minnesota Chapters of the American Planning Association
(APA) on October 5-6, 2017. The Planning Services Department anticipates some expenses during
conference planning, which will be reimbursable by the Iowa APA Chapter and/or covered by
conference receipts.
Related Cost: $ 1,500 Tax Funds Non-Recurring Recommend -Yes
Related Revenue: $ 1,500 Tax Funds Non-Recurring
Net Cost: $ —
Property Tax Impact: $ — —%
Activity: Planning/Historic Preservation
2of3
This decision package would provide funding for the Planning Technician to attend ESRI's GeoDesign
Summit in Redlands, California in January 2018. The GeoDesign Summit is a useful tool for a new
approach to planning and design, one that utilizes the power of spatial planning, 3D, web applications
and maps, open data, and the Internet of Things. The summit will build a stable foundation for the
advancement of planning practices for the City of Dubuque. Knowledge of the use of this new
technology would allow Planning staff to analyze the current infrastructure and develop new solutions.
This summit is tailored for the planning process as well as an opportunity to network and develop
-3-
connections with other cities that can and will ensure Dubuque's status as an innovatively planned
community.
Related Cost: $ 1,600 Tax Funds Non-Recurring Recommend - No
Related Revenue: $ 593 Administrative Overhead Non-Recurring
Net Cost: $ 1,007
Property Tax Impact: $ 0.0004 —%
Activity: Planning/Historic Preservation
3of3
This decision package would provide funding for the purchase of computer tablet for the Planning
Services Manager. The computer tablet would allow the Manager to have access to necessary
information while attending meetings. It will also reduce copying of meeting materials; thus, a more
sustainable result and greater efficiency. The ability to take notes and use technology to streamline
processes is the goal.
Related Cost: $ 1,040 Tax Funds Non-Recurring Recommend -Yes
Related Cost: $ 480 Tax Funds Recurring
Related Revenue: $ 386 Administrative Overhead Non-Recurring
Related Revenue: $ 177 Administrative Overhead Recurring
Net Cost: $ 957
Property Tax Impact: $ 0.0004 —%
Activity: Planning Administration
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. Software License expense increased from$12,095 in FY 2017 to $13,052 in FY 2018 based on
FY 2016 Actual plus 2% for Acela Software.
5. Pay to Other Agency increased from $27,089 in FY 2017 to $28,242 in FY 2018 based on FY
2017 plus 4.26% for East Central Iowa Association.
6. Conferences Travel decreased from$10,250 in FY 2017 to $9,350 in FY 2018. Development
Services was decreased -$900 based on actual cost of conferences.
-4-
ATTACHMENT 5
AIRPORT DEPARTMENT
FY 2016 FY 2017 FY 2018 From FY Change17
Budget Highlights Actual Budget Requested Budget
Expenses
Employee Expense 1,418,471 1,468,689 1,463,009 (0.4)%
Supplies and Services 2,463,793 2,708,187 2,414,900 (10.8)%
Machinery and Equipment 62,052 196,193 181,760 (7.4)%
Total 3,944,316 4,373,069 4,059,669 (7.2)%
Abated Debt 316,806 374,011 372,706 (0.3)%
Total Expense 4,261,122 4,747,080 4,432,375 (6.6)%
Resources
Passenger Facility Charge 205,730 202,734 204,934 1.1 %
Sales Tax 54,669 120,260 115,216 (4.2)%
Operating Revenue 3,151,813 3,349,760 3,308,627 (1.2)%
Total Revenue 3,412,212 3,672,754 3,628,777 (1.2)%
Total Property Tax Support 848,910 1,074,326 803,598 (270,728)
Percent Decrease (25.2)%
Percent Self Supporting 80.9% 79.7% 82.3%
Personnel -Authorized FTE 17.96 17.96 17.96
Improvement Package Summary
1 of 3
This improvement package provides funding for additional marketing funds.The consolidation of the
airline industry continues to limit the number of air carriers while competition for their services by other
airports continues to increase. Numerous surveys conducted show the demand for expanded air
service exists within our service area, but without additional funds we will not have the ability to
simultaneously market existing service and solicit expanded service. This would provide for additional
funds for research materials and analysis to justify specific routes, airfares and frequencies. The FY
2017 adopted budget includes $95,250 of property tax funds for promotion expense.
Related Cost: $ 25,000 Tax Funds Recurring Recommend - No
Property Tax Impact: $ 0.0105 0.10%
Activity: Airport Administration
2of3
This improvement package would provide funding for additional WiFi antennas. This would provide for
additional WiFi capability at the Airport. Adding exterior antennas at strategic points around the airport
would ensure a needed framework of connectivity and possible expansion into future technologies and
-3-
ATTACHMENT 6
Related Cost: $ 28,000 Road Use Tax Non-Recurring Recommend - No
Activity: Street Maintenance
Solid Waste Collection Fund
1 of 1
This decision package would provide funding for independent consultant help co-create a collection
efficiency study to guide the department in the area of solid waste services. The areas reviewed will
include the fee structure, collection of trash, yard waste/organics recovery, large item collection, and the
recycling program. The goal is intended to enhance the existing programs while exploring new
opportunities including new innovative systems that may be beneficial for the community, including best
management practices for modern collection systems,advanced truck technologies, and other
technologies for cart inventory management.The study would also try to identify ways to enhance
support of neighborhood clean-ups and enhanced education programs.A critical component of this
study will be community engagement to ensure every resident has an opportunity to provide public
input on the city's collection program and future direction.
Related Cost: $ 30,000 Solid Waste User Fees Non-Recurring Recommend - No
Solid Waste Rate Impact: 0.88%
Activity: Solid Waste Collection
Dubuque Metropolitan Area Solid Waste Agency(DMASWA)
1 of 1
This decision package would provide funding to promote an existing Landfill Equipment Operator to a
Landfill Foreman position. This promotion will allow for a contact person for customer and employees
when the Supervisor is not on site. The Foreman will also have the knowledge to do the daily customer
billing receipts and proper cash management. The foreman would oversee the day to day operations of
the DMASWA's facility and its activities in the absence of the Landfill Supervisor.
Related Cost: $ 2,752 DMASWA Funds Recurring Recommend -Yes
Activity: DMASWA
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. Workers' Compensation decreased from$446,864 in FY 2017 to $429,301 in FY 2018. FY 2016
Actual was 460,571.
-61-
• 0 ENT 7
THE CITY OF •
DUB E Debt Reduction 111 Ian
Masterpiece on the Mississippi
At their annual goal-setting sessions in August 2015,the City Council established"debt-reduction : WHY ISSUE DEBT?
policy"as a high priority.
• The City of Dubuque uses debt
The City used debt to accomplish needed projects during an extremely low interest rate environment • strategically most often for major
because infrastructure investment gets more expensive over time.
infrastructure projects with long-
• The older a piece of infrastructure gets, the more it is allowed to deteriorate,which increases costs.
term community benefits.
• The longer the wait to invest in infrastructure the costs are increased by inflation. :
• If the investment in infrastructure is not made in this low interest rate environment,the investment :
will eventually need to be made when interest rates are higher,thereby increasing costs. : DID YOU KNOW?
• The City does not use
100% -
90% Statutory Debt Limit Used (as of June 30)
• debt for operating
p
90% - : expenses and,in fact,is
79% • required by state code to
80% -
70% : have a balanced operating
70% • 64% 66% • budget every year.
60% -
50% -
0% -50% - ---..111111101.•••••--
43%
40% - This chart shows the percentage of statutory debt limit
in the Fiscal Year(FY)2018 recommended budget.By
30°i° - °
FY2027,the City will be at 24%of the statutory debt limit. 24%
20%
a° 4(? cc0 a° a° 0°a° 0° 0°aa 005 a° 0° 0pz° 00
FY2018 Recommended Budget t FY2016 Adopted Budget
In recent years, the City has taken
on debt incrementally to fund major
$320 - $309
Total Debt (in millions) infrastructure projects for storm
water management, wastewater
$300 -
$282 treatment, parking improvements,
$280 -$296 water distribution, and economic
$260 - $256
development. The City believes that
$240 - $226 the debt incurred in the past was all
M $220 - for critical undertakings that could
$228
$200 - not be delayed. In fact, with delay
Debt is being issued each year,but costs willupas infrastructure
$180go more is being retired than issued.
$160 - $146 further deteriorates. Recent debt
$140 issuances took advantage of
07° 07° 00 07° 07
071° c71° cz°1 01°5 ç0 010 Fyz° ft° historically low interest rates,
f FY2018 Recommended Budget t FY2016 Adopted Budget something that will not last.
r14 — - -' , . 41
4 1. gt, ,
r
Ir rq „,-,:o.,...„...
`' 1/.., c•^" s ; a f�s - .,--
, !it'. ,, Ictol' -e,:i ;,,.,
~ < a
L____,
, 5
' n.,.s ..,.s.s'l'+' y--r-•• ;.Sy... .•7^q�ae+�yc- 1+1.,� �
- ,4 ,,iyA '�
The Water and Resource Recovery Center required$64 million in debt. `'- ric - •I I t -
.g
The City of Dubuque's use of debt can be compared to many average homeowners
buy Cl at tt X -
I
' who rates to investborrowto in infrastructure.theirhome. The Unlikeity the
has federalborrogovernmentedmoney ,thethese Citylow does ineresnot
!..,": _
borrow money to cover operating expenses. ''
STREET RECONSTRUCTION
Top 10 Debt Uses (as of June 30, 2018)
lkil
# Project Description Amount Outstanding \
1 Water and Resource Recovery Center $67.8 million $ I '—
2 Stormwater Management $74.2 million 114 1 - �'
3 Parking Improvements $30.5 million 11
lm , ) - I I �t�!!�
4 Water Improvements $30.8 million 1� 1 —
5 TIF Rebates/Bonds to Businesses $20.9 million i x� t . ' . , '�
6 GDTIF Incentives/Improvements $22.8 million
7 Sanitary Sewer Improvements $14.0 million ' ' ' ' I N'
8 DICW Expansions $9.7 million CENTRAL AVENUE PARKING RAMP
9 Street Improvements* $4.2 million
10 Airport Improvements $3.6 million
Total $2113.5 million _-
*Spent$117 million on street improvements from 1997-2016 ;
�F ? -
General Fund Reserve Projections `~ \�
The City maintains a general fund reserve, or working balance,to allow for unforeseen expenses that -��` - `i'
may occur. The reserve will increase by$3.8 million (38.7%) over the next seven years. , - l '. f,
I FY2017 FY2018 FY2019 FY2020 FY2021 FY2022111 DUBUQUE INDUSTRIAL CENTER WEST
Contribution _ $1,000,000 $600,000 $600,000 $500,000 $500,000 $500,000 $100,000
City's Spendable
General Fund Cash
Reserve Fund .(1-.1.,
�'$7,232,449 $7,832,449 $8,432,449 $8,932,449 $9,432,449 $9,932,449 $10,032,449 . t.: "� I „�,
Balance s,-.11' ;
;,._
` 74' - '
%of Projected
Revenue(Moody's) 20.31% 16.75% 17.71% 18.50% 19.28% 20.05% 20.15%
Comparison of Dubuque's FY2018 Recommended Rate to I
UPPER BEE BRANCH CREEK RESTORATION
FY2011 Rates of Iowa's 11 Largest Cities
Dubuque has the SECOND LOWEST property tax rate($10.89 per thousand assessed value).
• Highest-ranked city(Council Bluffs, $17.91) is 64% higher than Dubuque
• Average ($15.32) is 41%higher than Dubuque www.cltyofdubuque.org
ATTACHMENT 8
Dubuque;
THE CITY OF 41111W **moDUB IMO E 111Iri
AR Amsrlca6RY
Masterpiece on the Mississippi 2007.2012.2013
TO: Michael C. Van Milligen, City Manager
FROM: John Klostermann, Public Works Director
SUBJECT: Anticipated Positive Snow and Ice Control Budget Balance
DATE: March 1, 2017
INTRODUCTION
The purpose of this memorandum is to provide information regarding the Public Works
Department's FY17 estimated snow and ice control budget season end savings.
DISCUSSION
Weather Service records indicate that a "normal" winter in Dubuque should average
43" with a total of 33.3" of snow by this time in February. To date, we have received
22.6 inches of snow and that has led to less than anticipated costs related to snow and
ice control.
Of the $1,762,558 budgeted in the Public Works Department's snow and ice control
activity, $801,889 or 48% of the overall budget remains unexpended and
unencumbered as of today. Of the $801,889 remaining in the activity, I am projecting
that $484,053 will remain unexpended by April 1, 2017. This estimate is based on the
seasons average cost per week ($63,567) and estimating that there are five weeks
remaining in the season. Once the departments administration overhead is charged
($100,053) I am anticipating a balance of $384,000. I am also projecting that $83,416 in
employee expense will be used to cover costs related to employees working on tasks
other than snow and ice control.
At this time, I am estimating that around $300,500 will be available at the end of FY
2017 in the snow and ice control budget, barring any major shift in the current weather
pattern.
The anticipated surplus in the snow and ice control budget will provide sufficient funds
for projects identified in the FY 2018 Capital Improvement Budget ($117,760) and
provide funding ($180,550) for increasing the FY 2018 Public Works asphalt overlay
program.
With the additional funding available in the Community Development Block Grant
Infrastructure and Community Development Program ($65,000) for asphalt overlays in
qualified areas, the department will have the funds needed to increase the program
from 5 centerline miles to 7 '/2 centerline miles.
ACTION STEP
This memorandum has been provided for your information as requested. No action is
requested at this time. A review of the available funds remaining at the end of the
winter season will be necessary to identify clearly the remaining fund balances.
Cc: Jenny Larson, Budget Director
Renee Tyler, Assistant Public Works Director
2
ATTACHMENT 9
THE CITY OF
Recognitions
DUB E
& Awards
Masterpiece on the Mississippi
10th Best-Performing Small Metro 14th in the nation
"Dubuque climbed three spots to break into the Top 10. The in Forbes' annual "Best Small
secrets to its success are five-year high-tech GDP growth and
improvements in one-and five-year job and wage growth." Places for Business and Careers."
mMILGTEWO INSTITUTE 2013 Top Metro By Number �,�'
CHANGING THE WORLD IN INNOVATIVE WRVS I �
of Projects
Tied for#1 in the U.S. in 2013 for metro
areas with under 200,000 population
JOB GROWTH S� TON 50th of 179
Dubuque County: 3.2% of Iowa's population small cities for the
Cost of Doing Business
2009-2015: 6.5% of Iowa's employment growth
(Data Source:Iowa Workforce Development) 11
One of the 10 Best American Cities MEM
to Work in Technology
Ranking based on pay for tech workers,percentage of tech workers in the workforce
(representing high levels of opportunity in the field),and low cost of living indices.
Tech workers in Dubuque make 1.86 times more than the city average,
the highest ratio on this top 10 list.
SmartAsset corn
--ar.W -. ...- smart1N1NECTE5
NREAD.g.a #7 amongthe rIVING INA
One of the seven ICH CITY
•,4 100 `NM Top 30 "Most Connected
. T Locales" ,
' Small Cities in the United States " "`
iv, ��sxow
(population under 160,000) ) ESE
04\
llii,
Dubuque Recognizes communities whose
citizens work together to identify
Itattel and tackle community-wide
challenges and achieve uncommon
All AmeriCaCity
' results.
1
I I, • Awarded by the National Civic
League
2007 2012 2013 • Nation's most prestigious and
oldest civic recognition program
sUBUQbF
0
0,
commuw, National competition recognizing E us Upper Mississippi River
the 100 outstanding communities E .-µms
100 BEST ®�w- Third-Most
COMMUNITIES across America—large and small,
,r,, evyo"peek rural and urban—that are the best ' Beautiful Place in
ti; places for young people to live -
? ING '., .` and grow up. I' 1 America
°08/201010\N
010 11°` aul
USA Weekend
Named the ,,�.c CONptis
7th i n the nation
"Most Livable" Small ' , in Forbes' annual
City in the United States A
as part of the U.S.Conference of Mayors Livability Awards "Best Small PIaces"
Program. O�
Win;TM
One of the
Best Small City "10 Great Places
to Raise a Family to Live"
Kilin er One of the world's
p 9 "Smart 21 Communities"
MITZI One of just 5 U.S.communities on the list
Dubuque Ranks #5
IntelligentCommunity Forum
for Resiliency
Ranked 5th out of 361 cities nationwide in a study of resiliency capacity that
evaluates a community's economic capacity to bounce back
from adversity,strength of demographics,and community connectivity.
''BUILDING RESILIENT REGIONS Named to RelocateAmerica.com's list of
"Top 100 Places to Live"
Communities with visionary leaders, improving
10th Most-Secure or thriving economies including housing,and realization
of"green"initiatives.
Small City in the U.S.
#12 out of 50
FARMERS "Most Exciting
INSRANE
Small Cities in America"
MOVOTO
Dubuque's economy was the fastest-growing International Awards for
in Iowa in 2012 and the 27th fastest nationally. Livable Communities (LivCom)
Its economy grew 5.1% in 2012 over 2011,
more than double the national average. Third Place, Gold Community
MIME (20,000—75,000 Population Category)
BUREAU OF ECONOMIC ANALYSIS
U.S.DEPARTMENT OF COMMERCE
1.Songdo,South Korea
Named one of the 2.Lavasa,India
10 Smartest 3.PIanIT Valley,Portugal
4.Skolkovo,Russia
Cities on the 5.Masdar,United Arab Emirates
6.Kingid
China
Planet Abdullah King Economic City,Saudi Arabia
8. Dubuque, Iowa
FAST@MPANY 9.Ho Chi Minh City,Vietnam
10.Nano City,India
• TTACHMENT 10
C I TY OF DUBUQUE THE CITY OF n_
DUB •
2016Masterpiece on the Mississippi
The City of Dubuque's mission is to deliver excellent municipal services
that support urban living; contribute to an equitable, sustainable city;
plan for the community's future; and facilitate access to critical human
services. Progress was made in 2016 on a wide variety of projects and
initiatives designed to fulfill that mission. This publication features
YEAR IN REVIEW brief summaries of just some of the highlights of 2016.
` SOUTHWEST ARTERIAL
- '1 • Property acquisition completed and groundbreaking ceremony held in
4n , ,t October2016
°' Grading for US 20 interchange and west grading project (English Mill
r 42 I .;,--# Rd.to Catfish Creek) under way
• Vehicles will be driving on the Southwest Arterial by the end of 2019.
I '- • Hundreds of trucks per day will come off of Highway 20, Central
, Avenue, and White Street.
3�' d ;11.-"S .1 ''
t:
� ,1s FOR MORE INFORMATION:www.cityofdubuque.org/southwestarterial,
563.589.4210
JOB GROWTH & ECONOMIC DEVELOPMENT •
• Dubuque MSA(metropolitan statistical area) non-farm employment for December 2016= ID I MAG I N E
62,000, up from 61,200 in December 2015 DUBUQUE
• Dubuque MSA Unemployment Rate for December 2016=3.4%,
•
Iowa rate=3.6%, US rate=4.7% ••
• Roasting Solutions invested approximately$7 million to construct new national NEW COMPREHENSIVE PLAN
headquarter location and manufacturing facility in Dubuque Industrial Center South.
• Cottingham&Butler announced plans to add 90 new positions to local workforce over the • "Imagine Dubuque" public engagement process
next three years and invest$2.4 million to expand operations into the Roshek Building. launched in August 2016, asking all residents and
• Rite-Hite announced plans to expand current production facility in Dubuque Industrial stakeholders to share their vision for the future of
Center. The$8.9 million project will add 138,000 square feet of manufacturing space and Dubuque
24 new employees. • 14-month process to develop a new comprehensive
• Alliant Energy,A.Y. McDonald Mfg. Co., and City of Dubuque partnering to develop the 20-year plan for community
largest solar project in Iowa • New comprehensive plan expected to be completed
• Eighteen new restaurants and four new food trucks opened or began new construction. by October 2017
• BioResource Development began construction on multi-million dollar biomethane system
within City's Water& Resource Recovery Center. System will allow City to utilize biogas FOR MORE INFORMATION:www.imaginedubuque.com,
more efficiently and generate revenue in the process through a partnership between the 563.589.4210
City of Dubuque, BioResource Development, and Black Hills Energy.
• Arts and Culture Master Plan adopted by City Council 1•44' .
• Inclusive Dubuque network of over 60 businesses and organizations completed equity , 16_. — ' i r`• *e _ a
profile after engaging over 2,000 people in the process. -
...., , ' :
FOR MORE INFORMATION:www.cityofdubuque.org/econdev, 563.589.4393 o
s►,r— y logA tS•
In his book, "Growing Jobs: Transforming the Way We Approach Economic \ Mope'nid `
Development,"author Thomas Tuttle cites collaboration and community engagement ' findx�d
+ �ek
as key aspects of economic development. He cites two success stories:Austin, Texas,
and Dubuque, Iowa, as models for today's solutions to economic development.
BEE BRANCH WATERSHED FLOOD MITIGATION PROJECT
• Seventy-nine green alley conversions of the 240 planned are completed
• Upper Bee Branch Creek construction nearly completed. Creek is functional and landscaping -
and remaining work will be completed in spring 2017. { a+ _ 'I:.:
• City of Dubuque awarded $31.5 million in federal disaster resiliency funds, including$8.4
million for the Bee Branch Healthy Homes Resiliency Program.
• City has received $160 million in federal and state grants for the$219 million project. ,i li.
• The Bee Branch Healthy Homes Resiliency Program includes financial assistance to improve
320 housing units. Funds will be awarded to properties where low-to moderate-income
residents reside and used to make repairs and implement on-site stormwater management
101
principles to decrease environmental health and safety issues from flooding. �'
• Visiting Nurses Association will engage residents of the homes to assist them on their personal - -.11,...-.
road to success. ..-
-
FOR MORE INFORMATION:
www.cityofdubuque.org/beebranch 1563.690.6068 I facebook.com/BeeBranchDBQ , -;f41', ���_
FISCAL RESPONSIBILITY r - =1 F
I _ � - r
• City on track to reduce use of statutory debt capacity from 90% in - _
Fiscal Year 2015 to just over 50% in Fiscal Year 2025. Currently at _ --'
72%of statutory debt limit. -A-R? 4 4
3 -- .
• In 2016, City added $1 million to reserves instead of the originally .E
planned $600,000 contribution. ® 1
e ,
• City maintaining second-lowest property tax rate of the 11 cities in Fw II
Iowa with populations over 50,000(average property tax rate of those Ill
cities is 37% higher than Dubuque). 4: --:-.4„,,....4..1.:�,
;=, . ^^- .
• In October,Mood 's Investors Service upgraded the rating on a Cityof _
Dubuque bonds series from A3 to A2.The rating applies to the City's - - --
Sales Tax Increment Revenue(Annual Appropriation Property Tax
Supported)Senior Bonds Series 2015A,which represent nearly$18
million in bonds issued to support the Bee Branch Watershed Flood J U LE 111111MRAN'SIT
Mitigation Project. • Intermodal terminal completed at 950 Elm St. in Historic Millwork
• City Council approved FY2018 budget guidelines reducing property District to improve access to The Jule, Burlington Trailways,and
tax rate by 2.47%with no property tax increase for the average Lamers bus services.
homeowner, a property decrease of 2.47%for commercial and • Construction contracts awarded in late 2016 for new Bus Storage
industrial property,and a 6.71% property decrease for multi- and Maintenance Facility on Kerper Blvd. Construction is under way.
residential properties. • The Jule provided 553,000 rides in 2016, representing a 39%
FOR MORE INFORMATION:www.cityofdubuque.org/budget, increase in Jule ridership over last five years.
563.589.4110
FOR MORE INFORMATION:www.juletransit.org,563.589.4196
STREETS & ROUNDABOUTS
• Dubuque's first modern traffic roundabout constructed during summer
2016 at the Grandview Ave./Delhi St./Grace St. intersection and has
-_ greatly improved traffic flow at intersection.
-�`��_- • Dubuque awarded $500,000 grant by the Iowa DOT in December 2016
for construction of another roundabout at the Grandview Ave./University
- - Ave. intersection in 2018.
- • Three additional roundabouts funded in the City's five-year capital
..-ilirigrar0• s ; '. �.. improvement program.
z� � a ;, •` ,04::? ` • City paved 7.5 miles of streets.
FOR MORE INFORMATION:www.cityofdubuque.org/roundabouts,
563.589.4210
2016 YEAR IN REVIEW
PERFORMANCE & TRANSPARENCY CENTRAL IOWA WATER SYSTEM PURCHASE
• City launched "Open Expenses"financial transparency tool at http:// • City Council approved purchase agreement with the Central Iowa Water
expenses.cityofdubuque.org, providing a guided view of City's Association(CIWA)to purchase their private water system near and
expenses,allowing visitors to browse payments from a high-level including the Southwest Arterial project corridor.
summary to a detailed view. Information can be viewed and queried by • Purchase enables City to meet future needs of residential,commercial,
department,vendor, or expense category. and industrial water customers in these and surrounding areas.
• Police Department and partner agencies launched new website called • Dubuque's municipal water system has readily available capacity and
Police to Citizen (P2C)at http//p2c.cityofdubuque.org,an online tool pressure needed for fire suppression to commercial and industrial
for quick and easy access to general information on calls for service facilities,as well as to serve needs of industrial manufacturing
(including a mapping feature),police reports,recent arrests,and a list processes with water pressure requirements.
of wanted individuals. • CIWA also relinquished its federally protected service area for two
miles outside of the City's current corporate limits and no longer has a
presence in Dubuque County.
FOR MORE INFORMATION:www.cityofdubuque.org/water,563.589.4291
HISTORIC MILLWORK DISTRICT -7/_
• Four-story,54-room Marriott TownPlace Suites extended-stay hotel �:, , ;.
planned for 1100 Jackson St.(former Spahn& Rose Lumber Co. —
warehouse)with construction starting in spring 2017
• Office and retail space planned for 1065 Jackson St. (also former Spa h..
& Roseproperty) :
_.,
• Makeshift Motors Inc.expanding and relocating to 1101 Jackson St. ;, =;
i
• 7 Hills Brewing Co. remodeling 1085 Washington St into a brewery •It � I �;
scheduled to open in spring 2017 •i >� P _
T St ,
• Backpocket Brewing Co.opening a taproom at 333 E. 10th St. (Novelty 1J _ i
Ironworks Building)in early 2017 l i ` r� + p
*VC
• First phase of Novelty Ironworks complete F . = I f �.
FOR MORE INFORMATION:www.cityofdubuque.org/millworkdistrict,
Ali- _ iii
563.589.4291 Y _ _
NEW DUBUQUE REGIONAL AIRPORT -.
TERMINAL COMPLETED .`
• Grand opening for the 36,000-sq.ft.terminal held on June 9
• Project completed six months ahead of schedule and under budget y _-__—
• 85%of$37 million cost covered by Federal Aviation Administration . )
• Passenger counts have increased steadily since 2013 - - —
• Presidential Candidate visits—Clinton (3X),Trump(2X), Rubio,Sanders
• New Restaurant opened (Barnstormers)—October 2016 , -
-11
FOR MORE INFORMATION:www.flydbq.com,563.589.4128 '
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4 1 In r ' SAFE COMMUNITY
• National Insurance Services Office(ISO) upgraded the City's fire
-1 "- • suppression capabilities rating based on the city's fire department,
a� - �, �- k emergency communications,water supply, and community risk reduction.
-. • '\ Dubuque's new Class II rating places it among the top three percent in
- r __ a the nation.
1 1, I - ,1 \`I ,:01, • Fire Department received a 2016 Mission: Lifeline®EMS Silver Award
Al. from American Heart Association for implementing quality improvement
- measures for treatment of patients who experience severe heart attacks.
--)inft- Of 931 emergency medical service providers in Iowa,the Dubuque Fire
gr ' P Department is one of only four to meet the criteria.
• Police Department purchased and deployed 120 body-worn cameras for
all police officers.
• City network of security and traffic cameras grew to nearly 1,000 in 2016
• Enhanced street lighting: 11 new mid-block poles and LED lights added
insifr,
to Washington Neighborhood in summer 2016 and 430 City-owned lights
converted to LED since May 2015.
• International Property Maintenance Code adopted in July 2016 and
applies to all property types and provides a standard for property
maintenance and minimum requirements.
• Confirmed "shots fired"calls down from 33 in 2015 to 26 in 2016. Still
■■ not acceptable, but improving.
■■ • Police Department received eighth accreditation since 1993 from
Commission on Accreditation for Law Enforcement Agencies (CALEA)
C•HANG.E
through regular review of compliance with CALEA's 489 standards of
professionalism.
FOR MORE INFORMATION:www.cityofdubuque.org/police,563.589.4110
C.H.A.N.G.E. PROGRAM LAUNCHED
(Comprehensive Housing Activities for Neighborhood
Growth & Enrichment) EQUITY & INCLUSION
• 739 downtown housing units will be improved from 2016-2021. • The National League of Cities presented a first-place award in the 2016
• $19 million will leverage tens of millions of dollars in private investments. NLC City Cultural Diversity Awards to the City of Dubuque for the City's
• Building community enrichment through a collective/collaborative impact support of Inclusive Dubuque and its efforts to develop a community
of programs, partnerships, and services to provide economic and social equity profile.
resiliency. • Dubuque's Mayor and City Council added the term "equity"to the City's
• C.H.A.N.G.E. includes marginal property acquisition ($4.2 million, 100 Vision Statement and Mission Statement and selected Inclusive Dubuque
housing units), lead and healthy homes program ($3.2 million, 129 as a top priority.
housing units), Bee Branch Healthy Homes Program ($8.4 million,320 • Building housing the Multicultural Family Center(MFC)was renamed the
housing units), and housing rehabilitation programs($3.74 million, 190 Ruby Sutton Building and the abutting Colts building was purchased to
units). allow for future MFC expansion.
FOR MORE INFORMATION:www.cityofdubuque.org/CHANGE,563.589.4231 FOR MORE INFORMATION:www.inclusivedbq.org,563.588.2100
� ► ► CRESCENT COMMUNITY HEALTH CENTER
i � r
/� Celebrated 10 year anniversary in October 2016
4� • Served over 6,200 patients in 2015, 58%were
, below the poverty line Crescent Community
;Nommos • Approximately half of the patients received HEALTH CENTER
dental care and half received medical attention.
_44100
04
FOR MORE INFORMATION:www.crescentchc.org,563.690.2850
www.cityofdubuque.org f /CityOfDubuque V @cityofdubuque Rev. 1/31/17
Dubuque Planning Services Department
TI-IE CITY OF n City Hall 50 West 13'h Street
DuB
��� Dubuque,IA 52001-4805
111111°11
I �.' (563)5894210 phone
E I I (563)589-4221 fax
(563)690-6678 TDD
Masterpiece on the Mississippi 2007.2012.2023 planning@citvofdubuque.org
March 1, 2017
The Honorable Mayor and City Council
City of Dubuque
50 W.13th Street
Dubuque, IA 52001
RE: FY 2018 Recommended Capital Improvement Program
Dear Mayor and City Council Members:
Introduction
On February 15, 2017, the Long Range Planning Advisory Commission reviewed the
Fiscal Year 2018 recommended Capital Improvement Program.
Discussion
One of the duties of the Commission is to provide input on the recommended Capital
Improvement Program. The Commission discussed the program. Commissioner Pregler
expressed concern the budget does not adequately address capital and operating
expenses to mitigate the impacts of the Emerald Ash Borer.
Recommendation
By a vote of 6-0, the Long Range Planning Advisory Commission finds the FY 2018
Recommended Capital Improvement Program is in general conformance with the 2012
City of Dubuque Comprehensive Plan, with exception of a plan to address the impacts
of the Emerald Ash Borer.
Respectfully submitted,
Mark Dolson, Chairperson
Long Range Planning Advisory Commission
cc: Michael C. Van Milligen, City Manager
Service People Integrity Responsibility Innovation
Prepared by City Manager's Office: Address: City Hall, 50 W. 13th Street: Telephone: 589-4110
RESOLUTION NO. 91-17
ADOPTING THE CITY OF DUBUQUE FISCAL YEAR 2018 ANNUAL BUDGET
AS AMENDED
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
DUBUQUE, IOWA:
Section 1. That the annual budget for the fiscal year ending June 30, 2018, as set
forth in the Adoption of Budget and Certification of Taxes and supporting state budget
forms showing the revenue estimates and appropriation expenditures and allocations to
programs and activities for said fiscal year, is adopted.
Section 2. The City Clerk is directed to make the filings required by law.
Passed, approved and adopted this 7th day of March, 2017.
Attest:
r
Kevi S.' Firnstahl,City Clerk
1
69
Roy D. Buol, Mayor
Prepared by City Manaaer's Office: Address: City Hall. 50 W. 13th Street: Telephone: 589-4110
RESOLUTION NO. 92-17
ADOPTING THE CITY OF DUBUQUE FIVE YEAR CAPITAL IMPROVEMENT
PROGRAM
WHEREAS, a recommended five-year Capital Improvement Program forthe period
beginning July 1, 2017, and ending June 30, 2022, for the City of Dubuque has been
prepared and submitted to the City Council; and
WHEREAS, the five-year Capital Improvement Program describes specific capital
improvement projects, provides estimated costs for those projects, proposes sources of
funds for each of them, and schedules the year during which each project will be
undertaken; and
WHEREAS, the capital improvement projects for the first year are included in the
Fiscal Year 2018 budget for the City of Dubuque; and
WHEREAS, the five-year Capital Improvement Program will be reconsidered
annually by the City Council and appropriately revised; and
WHEREAS, the adoption of the five-year Capital Improvement Program is a prudent
measure to provide continuity of programs and is in the best interest of the City of
Dubuque.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
DUBUQUE, IOWA:
Section 1. That the five-year Capital Improvement Program for the period beginning
July 1, 2017, set out in the Fiscal Year 2018-2022 Recommended Capital Improvement
Budget as amended, is hereby approved and adopted as the proposed allocation of City
resources for capital improvements as scheduled in the years shown, subject to annual
review and revision.
Passed, approved and adopted this 7th day of March 2017.
1�f
Roy D. Br, Mayor
Attest:
Ken �. Firnslfahl, City Clerk
STATE OF IOWA {SS:
DUBUQUE COUNTY
CERTIFICATION OF PUBLICATION
I, Suzanne Pike, a Billing Clerk for Woodward Communications, Inc., an Iowa corporation, publisher
of the Telegraph Herald,a newspaper of general circulation published in the City of Dubuque, County
of Dubuque and State of Iowa; hereby certify that the attached notice was published in said newspaper
on the following dates: February 25, 2017, and for which the charge is $142.89.
li
II!
Subscribed to before me, a Notary Public in and for Dubuque County, Iowa,
this /, day of . ,el , 20 /7 .
r
Notary Public in and for Dubuque County, Iowa.
2004..y MARY K WESTERMEYER
• : Commission Number 154885
°N My Commission Exp.Feb.1,2020
•
. Form 61.1
NOTICE OF PUBLIC HEARING
4BUDGET ESTIMATE
•' FISCAL YEAR BEGINNING JULY 1,2017-ENDING JUNE 30,2018
City of Dubuque
Iowa
The, it/Coungihvvill 6 riduct a public hearing on the proposed pudget at Historic Federal Building
on 03/07/2017 • at "6:00 p.m.
The Budget Estimate Summary of proposed receipts and expenditures is shown below.
s.Copies of the the detailed proposed-Budget may be obtained or viewedlatthe offices of the Mayor,
City Clerk;and at the Library.
The estimated Total„tax levy rate per$1000 valuation on regularproperty 11 16739;
The estimated tax levy rate per$1000 valuation on Agricultural land is 3 00375 �j
At the public hearing any resident or taxpayer may present obtections to or arguments in favor of •
i
any part of the proposed budget,>
563 589121 Kevin Firnstahl
•
phone"number City Clerk/Finahce,Dfficar s,NAME”
Budget FY; Re-est:F'Y Actual FY
2018 2017 2016
(a) (b)'
Revenues&Other Financing Sources „ ,
. �. air .
Taxes Levied on Property r 1 25694,489 '` 25,556,562 24 082,860
Less:Uncollected Property Taxes-Levy Year ® 0 rrr 0 1,642,837
pin= :4T17m lamAmintaie9:01 .d.16-satsawise Lf1���
6e/nquent.7roperty axes 0 ,. a ,=
TIF Revenues • • �� 11,903,432 11,112,649 9,395,173 ��
-Other,City Taxes:- 6 _ 18;080.704 1"7,733,819 .12,975,473
Licenses-&Permits 1 529906 1 583,724 '6;339,471
8 --",:',"12,538,589 , ,'' 12 451,411 13,865,982
� :Use of Money.andc Propertyi - I
Inf}?rgovernmentaF; 9, , 42,162 719 88,173,724 '33;809,422
Charges for Services �' 10 42,780,339 41 611 X985 `37,724,416 ,;
Special Assessments30,000 30,000 316,279
Miscellaneous ® 7,677,240 " 8,471,653 9,460,499
,”
Other Financing Sources .2,522,060 39,077,077 41,266,240
Transfers In — 14 28,992,317 • 31,404,603 28,813,962
t"llii.�[•liiC-:. mos' famigita
Expenditures&Other Financing Uses '
Public Safety 16 29,344,7.28 29;552,449 27,716,209
•
Public Works ® 12,820,544 14,478,227 11,393,683. •
Health and Social Services 18 • 1,015,730 '989,608 1,043,170
Culture and Recreation 19 12,137,495 12,555,797 11,392,093.1
Community and Economic Development , 20 14,854,211 14,349,701, 13,417,640
General Government 9,131,058 9,452,494 8,107,876
Debt Service ® 10,873,974 21,287,938 14,744,640
Capital Projects ® 30,189,433 82,570,59Q. 40,545,227
Total Government Activities Expenditures 24 120,367,173 185,230,804 128,360,538
Business Type!,Enterprises ' 50,38:,115 96,154,749 80,035,868
o a xpen.1 ures711.1..11,4 t:f ° .tat tc1,'I:1Ciel i
Transfers Out :> 28,992,317 -31,404,603 28,813,962
Total Expenditures/Transfers Out 199,747,605 312,796,156 237 210368 i•i
Excess Revenues&Other Sources Over ,
(Under)Expenditures/Transfers Out ®0> 7F:isi�:iit010�6isfE.f:fz �'�t01I(il:Atl4t01
Beginning Fund Balance July 1 30 ` 35,830,708 71,419,657 92,138,677
Ending Fund Balance June 30 29,995,898 . "35,830,708 71,419,657
adno=663336 of
it 2/25 `. - I
1
Amended Fiscal Year 2018
Budget Recommendation
March 7, 2017
2
FY2018 Budget Process
•Began in the Spring of 2016
•By state law, the Mayor and City Council
must adopt the budget no later than March
15, 2017, for the fiscal year that begins
July 1, 2017
3
•Spring 2016: City staff conducted multiple
community engagement activities
•July 18-19: Professional facilitator Lyle
Sumek met with Department Managers
FY2018 Budget Process Milestones
4
•August 2-4, 2016: Professional facilitator Lyle
Sumek met with the Mayor and City Council in
annual three-day strategic planning session to
establish the City Vision and Mission
Statement, determine 5-year goals, and current
priorities around which the Fiscal Year 2018
budget recommendation would be developed.
FY2018 Budget Process Milestones
5
•August 2016: Results of the Mayor and City
Council annual strategic planning session were
shared with City staff and City Boards and
Commissions.
•November 30, 2016: City Manager holds public
input session showing the results of the Mayor
and City Council Strategic Planning Session
and seeking resident input
FY2018 Budget Process Milestones
6
•Fall 2016: The City Manager, Budget Director
Jennifer Larson, and Senor Budget Analyst
Alexis Steger meet individually with each
Department Manager
•January 3, 2017: At a regularly scheduled City
Council meeting, the Mayor and City Council
adopt the Fiscal Year 2018 Budget Guidelines
FY2018 Budget Process Milestones
7
•Feb. 9, 13, 16, 22, 23, & 27, 2017: The Mayor and
City Council meet with the Department Managers
in six public meetings
•February 15, 2017: The Long Range Planning
Commission reviews the City Capital Improvement
Program budget
•March 7, 2017: The Mayor and City Council hold a
public hearing on the Fiscal Year 2018 budget
recommendation
FY2018 Budget Process Milestones
8
Changes Resulting in
Amended FY2018 Budget
Recommendation
9
Collective Bargaining Agreements
•The City was able to get important
changes related to the health insurance
plan that will hopefully affect employee
utilization patterns and reduce City costs
10
•Employees will pay 15% of the cost of the
health insurance premium, an increase
from the current 10%, and will have
increases in the employee cost of out-of-
pocket maximums and co-payments.
Collective Bargaining Agreements
11
•In addition, approved union contracts
provide that seasonal employees will not
receive a wage increase in FY2018, a
reduction of $26,369 in previously
projected costs.
Collective Bargaining Agreements
12
Significant impact on projections for future budget years
Collective Bargaining Agreements
FY2019 FY2020 FY2021 FY2022
Property Tax Rate $10.5430 (-3.21%)$10.6619 (1.13%)$10.5217 (-1.31%)$10.5199 (-0.02%)
Avg.Residential
Property -3.21% (-$24.23)1.13% ($8.25)-1.31% (-$9.72)-0.02% (-$0.13)
Avg. Commercial
Property -3.21% ($-105.22)1.13% ($35.83)-1.31% (-$42.22)-0.02% (-$0.55)
Avg. Industrial
Property -3.21% (-$157.72)1.13% ($53.70)-1.31% (-$63.28)-0.09% (-$0.82)
Avg. Multi-
Residential Property -7.61% (-$153.30)-3.69% (-$68.67)-6.25% (-$112.07)-5.28% (-$88.77)
Impact on FY2018 budget recommendation is a reduction in costs of
$26,369 related to the cost of seasonal employees
13
Miller Riverview Campground Operations & Fees
•$21,619 cost reduction + $8,000 revenue
increase = total positive impact of $29,619
Engineering Truck Replacement
•$25,000 cost reduction
Ambulance Revenue
•$43,868 revenue increase
14
Traffic Video Request Revenue
•$4,800 revenue increase
Public Works Port of Dubuque Security Cameras
•$35,770 cost reduction
Airport Charter Handling Revenue
•$18,000 revenue increase
Airport Farm Lease Revenue
•$7,000 revenue increase
15
Total Reduction in Costs and
Increases in Revenue from Original
Budget Recommendation:
$190,426
16
Issues Held for
Further Review by
Mayor & City Council
17
Jule Transit Evening Service –Modified
•No new full-time positions
•Transitions existing vacant full-time transit
account clerk position into transit dispatcher
position
•Transitions one full-time parking laborer position
into Transit Division
•Net savings to Parking Division = $51,391
•Creation of part-time evening assistant operations
supervisor position recommended
18
Jule Transit Evening Service –Modified
•Modified Jule Transit service schedule with
expanded night service projected to begin in
August 2017
Impact of the FY2018 budget recommendation:
•Increase in cost = $125,691
•Increase in revenue = $35,993
•Net property tax impact = $89,698
19
Economic Development Dept. Arts &
Cultural Affairs Coordinator to Full-Time
•Recommended funding to increase the Arts &
Cultural Affairs Coordinator from part-time to full-
time, an increase of 1,040 hours or 0.50 FTE.
20
Economic Development Dept. Arts & Cultural Affairs
Coordinator to Full-Time
Funding increase will provide for the coordinator to:
•continue to provide support to the Arts & Cultural Affairs Commission;
•maintain and improve the City’s existing arts and cultural affairs
initiatives such as Art on the River, Special Projects Arts and Culture
Grant Program, Arts and Culture Operating Support Program;
•pursue outside funding opportunities;
•support the Arts Commission in developing and achieving its strategic
goals and priorities; and
•create future arts and cultural initiatives based upon the
implementation of the recommendations of the Arts & Culture Master
Plan
21
Economic Development Dept. Arts &
Cultural Affairs Coordinator to Full-Time
Impact of the FY2018 budget recommendation:
•Increase in cost of $46,338
22
Library Replacement of Seven Exterior
Canopy Lights with LED Lights
Impact of the FY2018 budget recommendation:
•Increase in cost of $5,800
•Cost savings of $424
•Net property tax impact of $5,376
23
Library Third Program on Fridays for
Children’s Summer Reading Program
Impact of the FY2018 budget recommendation:
•Increase in property tax cost of $4,000
Library Early-Reader Book Group
Impact of the FY2018 budget recommendation:
•Increase in property tax cost of $2,160
24
Planning ESRI GeoDesign Summit
Impact of the FY2018 budget recommendation:
•Increase in property tax cost of $1,007
Airport Additional Marketing Funds –Modified to
Non-Recurring
Impact of the FY2018 budget recommendation:
•Increase in property tax cost of $25,000
25
Solid Waste Collection Consultant –
Collection Efficiency Study
Impact of the FY2018 budget recommendation:
•Increase in solid waste collection cost of $30,000
•There is enough solid waste collection revenue to support this
request in FY2018 without impacting solid waste collection rates
26
Recommendation
27
Recommendation
Total increase in property tax-related
costs = $173,556
Net property tax impact of
amended budget recommendation:
Increase of $16,870* in revenue over the
impact of costs
* Will be added to the $600,000 contribution to General Fund Reserves
28
If Amended Budget Recommendation
with $10.89 property tax rate is approved:
•FY2018 budget guidelines will be met
•No property tax increase for average residential
property owner
•Property tax decrease of 2.47% for average
commercial property, 2.47% for average
industrial property, and 6.71% for average
multi-residential property
29
Budget Recommendation &
Debt Reduction
•August 2015: Mayor and City Council
adopted as a priority a debt reduction plan
•City would be retiring more debt each year
going forward than is being issued.
30
Budget Recommendation &
Debt Reduction
•City is able to reduce the amount of debt issued
in FY2018 by $208,000 due to learning of
anticipated revenue from the Federal Aviation
Administration.
•Instead of issuing $408,000 in debt in FY2018
for a fire pumper replacement, the City will be
issuing $200,000 in debt for Public Works
portable radio replacements.
31
64%
43%
24%
90%
79%
70%
66%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27
Statutory Debt Limit Used
(as of June 30th)
FY18 Recommended
FY16 Adopted
32
$296
$228
$146
$309
$282
$256
$226
$140
$160
$180
$200
$220
$240
$260
$280
$300
$320
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27
Mi
l
l
i
o
n
s
Total Debt
(In Millions)
FY18 Recommended
FY16 Adopted
33
City Street Program
•FY2017: Public Works Dept. targeted 7.5 miles of streets
for resurfacing, in addition to Engineering Dept. street
program
•Original FY2018 budget recommendation identified
funding to resurface only 5 miles of resurfaced streets.
•Extremely mild winter and identification of Community
Development Block Grant funding will provide funding to
boost the targeted streets for resurfacing from 5 miles to
7.5 miles in FY2018
34
Recommendation
City Staffing Level
Positions Full-Time Equivalent
Changes
Full-Time
Equivalent
All Funds -2.87 (-4.87)703.92*(701.92)
* Includes Full-Time employees (567.06), Part-Time
employees (80.39), and Seasonal (56.47)
35
Recommendation
Overall Impact of Changes
Total Budget $169,824,039 -8.28% (-8.38%) less
than FY2017
Operating Budget $129,555,720 -0.06% (-0.20%) less
than FY2017
Capital Budget $40,268,319 -27.48% less than
FY2017
City Tax Asking $25,863,041 -1.95% less than
FY2017
36
Approval of the recommended property tax rate
of $10.89, a 2.47% decrease from FY2017, would
have the following impact on average on the
different classes of property:
Property Class Average Cost Change Percent Change from FY17
Residential No Change 0%
Commercial $83.02 Decrease -2.47%
Industrial $124.43 Decrease -2.47%
Multi-Residential $144.91 Decrease -6.71%