Fiscal Year 2010 Revised Budget RecommendationPrepared by City Manager's Office Address City Hall 50 W. 13`h Street Telephone: 589-4110
RESOLUTION NO. 89-09
ADOPTING THE CITY OF DUBUQUE FISCAL YEAR 2010 ANNUAL BUDGET
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, 2010, 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, as amended, is adopted.
Section 2. The City Clerk is directed to make the filings required by law.
Passed, approved and adopted this 9th day of March, 2009.
Roy D. B I, Mayar
Attest:
Deanne F. Schneider, City Clerk
?Eerm�Gil.1.
fi NOTICE OFPUBLIC. HEARING
BUDGET ESTIMATE
"FISCALYEAR BEGINNING JULY 1 2009 ENDING JUNE30; 201
NnenrofManageme.
Th e' City;Councii`wiliconduct a pub! shearing ori the'propbsed 8t agetat 1 " 'Historic Federal:Building
on'';.03109709''''''':'',7".'":,:';..4r'''',':''':•'-':' "6:30"pm; ;;li,
(Date) xx/xx/xx'" (hour)'
TheBudget, Estmate Summary, of proposed, receipts and expenditures is shown below
opies7of the theidetailed proposed Budget,may be obtained or viewed at the offices of the Ma
City' Clerk and at the Library ? ,
The e'stimated'Total tax )evy rate per 0, va
$100luation' on regular property.
The'estirnated taxxlevy,rate per $1000.vaiu'ation on;Agncultural:land is''
At i,ie-pubie hearing; :any resident' or taxpayer may prresent objections to, or a
of theproposed,budget , • ;.
167
' 3 00375
uinents m favor of any part
563)589-4121 �' Jeanne F.: Schneiders:CityaCler,
r 'phone,numbe[ • _ ' 1 City,ClerWFinance,Ofiicefs:NAME
Revenues &Other Ftnancina Soarcesi
TaxesLevred'on,P,roperty ,"
L`esskOnco`,IlectediProperty;Taxes-Levy Yeas .
��NefCutrenfPropeity Tate§
t Oelingiien4 Property Takes � -'� '',
TIF=R'eGenues
Other City Taxes'
Licenses & Penmts
tise:of-Moneyfand-Property -.
lritergovemmental.^
Charges forFees&'Seniice : ; t '.,z,. T
SpeciatAssesstrents
Mi'sceIMneous�' `.
Other FinancingSouices ;.:
TotalRevenlies,and:OtheP.Sources ';..
Expenditures' & Otlier'FinancmQ`IJ
Public Safety - :'. - .
Heakh and Social Services
ult iAr';1d Recreation,: ;:;
Communityand:EconomrcDevelopment '::
General Government ' e
Det'it�Serv�ce..r,�,'�,, 5 w ` • H:' °.' ,....
Tota4GoSernmeM•Acfivities,Ezpenditures J 23
Business'Type•fEnterprises -- 24.
Total"ALL,Ez enditures'r '25 ,•. ,.... -.,,,
'Transfers'Outf . , .. y26" ,�
Total ALL' ExpenditureslFransfers Outp + Fs4i <: 427 =
BudgetiFY:'
"'20.1O'
18',908524,.. "1T.,9'59,420 s `: 18132;806
0, .. r ;..,•;,.":;•;:•:.0 "752,702 ; .
3% ::18';9084524; 17 959,420 „_.-," , . ; . 17;3800.04
t.4;::, :._ l 0J: 0 '"3;24'5
':5t :6;610„851._ ., ,•4,963,583 "4482;540 «.
6"" 13;,937;51:0: ,12666717' 10,9.69j356 !,7''--.•-•:•;;;.;'.'":".:,;-1;;,298246^"F1'.':-.'12,'a40,',904. "i
1 340 904' _ •3;'449;7:44 i
.8 12;8.33;420 ' ,";12,970,806; 20;1177;201`..,
• r;,9a ,:. ":32;363;001°),::37,24'8;029 .:,14;.502;333',
l ,:1Qar: 27;378 276:32;:135,505,•211;922°939 '''
' "1'1'278 000 ” 1,686 361 "` ' r2444117 ;;
12. ' . ".6;350,736 ". 5;,843,842 F^_ 'x•;12,253 483 I
13-, 101;166 396 ; 83,22689085063;356
.',
14 221;;124;960]'"'21.0,012057 1'90;388,418', "
e estimatedT;
21;817,487 , _ `21;412 675 , :' :.. ; 2073055 s;
16 "» 11;693;381 .110:31,362 ,.0112:885;957
1.1.7. 857;227 :.:,'.:'.921267 - X853;36,7,
18 J ;: ;8,963 425: 8,576 519 8 479 941; "
11,610,040 9,657;876.8756397
J 20 6;56037 - 6,534 966 f, n 5;464,094
121
22';"-„.••.;,,, • r ;30,754440 c:z>':..77884706. '27;032;019
:'.'98;23.0,080:;'141;086;027 a. �_ 87;29'8w236 i
71;140:79.5;• 454;364,983 .r '4= 4; '^p.:29;609;835
:169;37,0;1375 ?:'_195;45x1';01;0 1.:16;9Q8;0:7;1'
•56;921;932 49;61.0;543 57,611;960_':
226;292;807. ;,24506*t 553 :`�4'.'.`, . , x'":1:74;520,0,81
Farces Revenues'&. .. _ Sources Ove
(Under)!ExpendituresfTransfers•Outl;
4):f;Continuiri§ Appiopriation ::
BeglnningCFunit Balance"July9 't"",7'
' Ending:FundgBalance;Jane 30:`
847 0:;;:35;043;4'
30;078556 `?:. 65 12$;x'52 C " ,", 49;259„655
24;91;0;709 a-.';"30,.078356 ?::f,: u;:.; a.65;1:28;052
LGns,..ifi i
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, 2009, and for which the charge is $100.54.
w-,(s7iLt�vi•2
Subscribed to before me, a Notary Public in and for Dubuque County, Iowa,
this /4 day of � .�g , 200J' .
• c
772[24 6e.// _ _
a
Notary Public in and for Dubuque County, Iowa.
MARY K. WESTERMEYER
Commission Number 154885
M�!_.Ccmm E FFB_._1,-2011
pow^
THE CITY OF DUBUQUE
Masterpiece on the Mississippi
Dubuque
All-American City
2007
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Fiscal Year 2010 Revised Budget Recommendation
DATE: March 4, 2009
The FY 2010 budget recommendation has met the City Council guidelines for no
property tax increase for the average homeowner. This guideline creates a decrease in
property taxes for commercial and industrial property. Also, being met is the guideline to
increase the City's reserve by one million dollars to be better prepared should the
national economic downturn begin to have a greater impact on the local economy.
The recommended property tax rate for Fiscal Year 2010 of $9.86 per thousand dollars
of assessed valuation (a 1.1 % rate decrease) will result in a 0% increase in property
taxes for the average homeowner.
The average commercial property taxpayer will see a 0.85% ($30.22) decrease.
The average industrial property taxpayer will see a 1.12% ($66.73) decrease.
With this Fiscal Year 2010 budget recommendation, the City of Dubuque will be the only
city in Iowa with a population over 50,000, of which there are ten cities, to have reduced
the city portion of the property tax rate over the last eight years. Dubuque has had an
8.39% decrease in the property tax rate from $10.76 per thousand to $9.86 per
thousand.
From a historical perspective, the Fiscal Year 1987 City portion of the property tax rate
was 32% higher than the $9.86 Fiscal Year 2010 recommended rate.
The property tax payment of the average residential property has increased just .72¢
per year since 1987.
Dubuque's recommended City property tax rate of $9.86 per thousand dollars of
assessed valuation is the lowest in the state as compared to the other nine cities in the
State of Iowa with a population over 50,000. The highest ranked City (Sioux City -
$18.71) is 89% higher than Dubuque's rate, and the average ($16.02) is 62% higher
than Dubuque.
However, the City faces some significant financial challenges over the next several
years, with property tax increases for the average homeowner projected at 9.21 % in
Fiscal Year 2011, 8.19% in Fiscal Year 2012, 6.16% in Fiscal Year 2013 and 7.59% in
Fiscal Year 2014. I know that the City Council will not be approving property tax
guidelines of this magnitude so the City must continue to identify operational efficiencies
to give the taxpayer the best value for their investment and the City must also identify
additional revenue opportunities.
The City Council has held six public meetings over the last month on the Fiscal Year
2010 budget recommendation. Based on that public input, the comments from the
Mayor and City Council and changes in the available resources for the budget, I would
like to offer an amended Fiscal Year 2010 budget recommendation that still meets the
City Council guidelines.
On February 18, 2008, the City Council approved the purchase of multi-function printer-
copier-scanner-fax machines. The implementation of these machines is now estimated
to provide $140,000 in average annual savings from the current City Costs which is an
increase of $20,000 over the savings originally projected, $9,600 of this was committed
by the City Council on March 2, 2009 to an annual subsidy to the Burlington Trailways
bus lease. I believe this remaining $10,400 and other changes create an opportunity to
deal with several budget issues.
1. There has been some interest from Council Members in finding funding for the
improvement package to assist Opening Doors to defray operating costs at two
programs, Maria House and Teresa Shelter, at a requested amount of $15,000.
The Fiscal Year 2010 budget recommendation includes $10,000 in Community
Development Block Grant Funds that were moved to the Historic Preservation
Rehab Grant CIP when the Community Partnership program was unable to be
re-funded. This CDBG money could be moved to fund this item. In addition,
$5,000 of the multi-function printer-copier-scanner-fax machines savings could
be used to fund this request.
There was a suggestion to use $10,000 from the Washington Tool Library CDBG
funding. I would highly discourage taking money from the Tool Library. The
$15,500 CDBG funding that is received by the Washington Tool Library is used
for operating costs. Approximately $13,600 is needed for basic costs, which
includes $8,400 in rent, $2,200 in utility costs and $3,000 for insurance.
Additional costs include purchase and repair of tools and miscellaneous office
expenses. Tom Oberhoffer, President of the Washington Tool Library, has stated
that they would be unable to operate if they received only $5,000. Operating the
facility with that limited funding would not even cover the basic rent, utilities and
insurance costs (attachment I).
2. There has also been some interest from Council Members in finding funding for
the St. Mark Community Center's programming costs of Kids Connection and
1.5 FTE requested). The total recurring costs of these staffing requests are
$202,645 in FY 2011, with partial funding requested in FY 2010.
Staff has not identified any funding for this purpose.
6. The City Council expressed interest in increasing some part-time positions to full-
time. The positions requested in the FY 2010 budget by Department Managers
are:
a. Transit Division requested replacement of one part-time dispatcher with a
full-time dispatcher for mini-bus ($9,576); replacement of one part-time
with one full-time fixed route bus operator ($8,144); and replacement of
one part-time with one full-time mini-bus operator ($8,321). The total
Transit Division staffing requests is $26,041.
b. Health Services requested to increase the two 30 hour per week part-time
Animal Control Officers to full-time in two separate improvement package
requests ($19,558 each).
Staff has not identified any funding to increase these positions to full-time.
Recommendation
I respectfully recommend the following:
$5,000 in estimated recurring General Fund savings from purchasing the multi-
function printer-copier-scanner-fax machines and $10,000 of CDBG funds
budgeted for the Historic Preservation Rehab Grant be used to fund the Opening
Doors Fiscal Year 2010 improvement package request to defray $15,000 in
annual operating costs at the Maria House and Teresa Shelter.
$45,000 of the Pet Park CIP (non-recurring) be used to fund the St. Mark
Community Center Fiscal Year 2010 improvement package request to provide
funding for the St. Mark Community Center's programming costs of Kids
Connection and Moving Up. The St. Mark Community Center would receive
$15,000 per year for three years for a total of $45,000.
$38,500 in estimated recurring General Fund revenues from increasing the
Building Services permit fees, the remaining $5,400 estimated additional
recurring savings from the multi-function printer-copier-scanner-fax machines,
and $6,600 non-recurring from the balance of the special events grant, for a total
of $50,500, be used to fund the following non-recurring improvement package
requests:
Moving Up. The cost of this decision package is $15,000 recurring for three
years or $45,000 in total.
The Fiscal Year 2010 budget recommendation includes a pet park in the CIP
budget for FY2010. The creation of a pet park is budgeted at $48,000 from the
General Fund, $98,000 from the Sales Tax Fund, and $322,000 from grants.
It is estimated that $45,000 in General Fund dollars is not needed to create a pet
park on city owned property. This leaves $45,000 in General Fund money to
cover the non-recurring costs related to this amended budget recommendation.
3. The Building Services budget recommendation did not include an intended
increase to all permit fees. During FY 2008, the City was notified that the State of
Iowa would begin licensing all plumbers and electricians rather than the City. It is
the intent to increase all building permit fees 30% over a two year period starting
in FY 2009 to replace the licensing revenue that the City will lose. A 15%
increase in all permit fees in FY 2010 would increase General Fund revenues by
an estimated $38,500. This savings could be combined with the remaining
$5,400 in multi-function machine savings for total recurring revenue of $43,900.
The City faces some significant challenges over the next several years, with
property tax increases for the average homeowner projected at 9.21 % in Fiscal
Year 2011 alone. If the increase in building permit fees were used to fund
additional non-recurring improvement items in FY 2010, the projected property
tax increase for the average homeowner in FY 2011 would be reduced to 8.97%
with this infusion of $43,900 in recurring revenues beginning in FY 2011. A listing
of the non-recurring improvement package .requests that were not recommended
is attached (attachment II).
4. The City Manager's Office FY 2009 budget includes a Special Events Grant
Program designed to support significant educational, social and historical
projects undertaken by groups and associations in the City of Dubuque. This
grant is funded by the General Fund at $3,500 annually and the current balance
is $10,500 due to lack of interest in the grant. It has been recommended that the
expenses covered by the Special Events Grant Program be expanded to
increase usage of the grant. The available $10,500 non-recurring balance from
the Special Events Grant could be used to cover the non-recurring costs related
to this amended budget recommendation with the intent that the grant would be
funded in FY 2010 at $3,500.
5. There has also been some interest from Council Members in finding funding to
add staffing to the Library after the renovation is complete. The Library has
represented to the City Council that the most crucial staffing needs are part-time
Library Assistants (1,118 hours annually each for a total of 7,830 hours annually
or 3.75 FTE requested) and Library Aide positions (3,132 total hours annually or
o $10,000 for Phase VI Architectural/Historic survey/evaluation consultant
services. The Planning Services Department has not applied for state
grants for phased architectural/historic survey since FY 2005. To retain
Dubuque's status as a Certified Local Government, which allows City staff
to conduct Section 106 reviews in-house, periodic surveys are required.
This improvement package request includes leveraging a State
preservation grant of $15,000.
o $25,000 for a study to review Dubuque's current urban forest condition,
including street trees, and make critical recommendations with respect to
best management practices and future initiatives as part of the Park
Division.
o $10,000 for the purchase of two new servers in the Information Services
Department to support the applications of Insight Manager and Asset
Management. Insight Manager monitors device failures and status
changes and sends an a-mail to staff of the notification of issues.
o $5,500 for replacement of five laptop computers which are used for
circulation to citizens in the Library. These laptops were granted from John
Deere in 2005 and are approximately 7-8 years old.
I respectfully request Mayor and City Council approval of the revised FY 2010 budget
recommendations.
Michael C. Van Milligen
MCVM/jml
Attachments
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Jenny Larson, Budget Director
THE CITY OF DUBUQUE
Masterpiece on the Mississippi
Dubuque
All-American City
2007
TO: Michael C. Van Milligen, City Manager
FROM; Aggie Tauke, Housing and Community Development
SUBJECT: Washington Tool Library/Opening Doors
DATE: March 2, 2009
This memo is in response to your requested breakdown of how the Washington Tool
Library intends to use the $15,500 in Community Development Block Grant (CDBG)
funding requested for Fiscal Year 2010 and what they would do if they only received
$5000. In addition, this memo will respond to the eligibility of Opening Doors for
$10,000 in CDBG funds.
WASHINGTON TOOL LIBRARY
The Washington Tool Neiq~hborhood Library is a free tool lending library operated by
volunteers at 345 East 18 Street. The facility is operated with Community
Development Block Grant (CDBG) funds that are awarded each year by the City
Council. The facility lends tools at no charge to low-and-moderate income persons for
the purpose of improving or rehabilitating residential property. The Tool Library is
staffed by all volunteers and CDBG is their sole funding source besides user donations.
Last year the Library received $2,589 in donations which went towards operating costs.
The $15,500 in CDBG funding will be used for operating costs. Approximately $13,600
is needed for basic costs, which includes $8,400 in rent, $2,200 utility costs and $3000
for insurance. Additional costs include purchase and repair of tools for and
miscellaneous office expenses.
In conversation with Tom Oberhoffer, President of the Washington Tool Library, he
stated that they would be unable to operate if they received only $5000. Operating the
facility with that limited funding would not even cover the basic rent, utilities and
insurance costs.
OPENING DOORS
Opening Doors operates Maria House and Theresa Shelter. This non-profit organization
is being considered for $10,000 in CDBG funds. Opening Doors provides emergency
and transitional housing to women, alone or with children at two sites, Teresa Shelter
and Maria House.
Teresa Shelter is an emergency shelter for up to 28 women and children where they
can stay for up to 60 days. While at the shelter, women and children receive advocacy
and support, individual goal setting with a Shelter Coordinator, referrals to supportive
services, employment leads, housing resources and group support.
Maria House is a transitional facility that houses up to 18 women and children, where
they can live for up to two years. Services provided at Maria House include case
management, individual counseling, employment assistance, financial management,
referrals to substance abuse and mental health counseling, educational services,
transportation, nutritious meals, legal/medical advocacy and assistance with obtaining
permanent housing.
Opening Doors requests CDBG funding for operational costs for both facilities. They
propose to assist 225 homeless persons annually. The proposed activity is eligible for
CDBG funding since it will provide supportive services to homeless persons, a public
service activity. The Council would need to revise the FY 2010 Annual Action Plan to
fund this activity.
DISCUSSION
HUD requires that a maximum of 15 percent of CDBG funds can be expended for
public service activities. The FY 2010 Annual Action Plan is currently $10,000 under the
public service cap. These funds were moved to the Historic Preservation Rehab Grant
program when the Community Partnership (cp2) program was unable to be re-funded.
This program provides up to $5000 grants to low and moderate income homeowners to
help them meet required historic preservation rehabilitation standards.
Moving the $10,000 from the Historic Preservation Rehab Grant program to Opening
Doors would facilitate the funding request while also providing the Washington Tool
Library with their requested $15,500 in CDBG funding. As a result, the Historic
Preservation Rehab Grant program would have no CDBG funding in FY2010.
Cc: David Harris, Housing and Community Development
~TT~cw~~NT n
SUMMARY OF NON-RECURRING DECISION PACKAGES WIThi PROPERTY TAX IMPACT
NOT RECOMMENDED
FISCAL YEAR 2010
DEPARTMENT
DESCRIPTION
R/N ADDL ADDL
EXPENSE REVENUE NET TAX
IMPACT
RECURRING DECISION PACKAGE COSTS G ENERAL FUN D
NON-RECURRIN G DECISION PACKAGE COSTS
Airport
Department Provide for current GPS equipment, including training
of staff on the GPS system, to locate and chart all
existing telephone, electric, fiber optics, cable, water
and wastewater systems.
N
,800
0
,800
City Manager's
Office - GIS Funding for afull-time Geographic Information
Systems Specialist computer.
N
2,470
0
2,470
Economic
Development Provide funding to hire Greater Dubuque
Development Corporation to determine where the City
should acquire properties to assure the continued and
orderly industrial growth of the community.
N
25,000
0
25,000
Engineering
Department Notebook computer, GeoXH GPS unit and
automobile for full-time worker in FY10 to initiate the
consolidation of the City's utility location services.
N
21,900
21,900
Fire Department Provide for the purchase of Pictometry Intelligent
Images that is produced by low altitude aircraft flying
over the city.
N
64,000
0
64,000
Information
Services Provide for purchase of two new servers to support
the applications of Insight Manager and Asset
Management. Insight manager monitors device
failures and status changes and sends an a-mail to
staff of the notification of issues.
N
0,000
0
0,000
Information
Services Provide for the purchase and installation of one
VMWare server to allow the virtualization of single
server applications.
N
17,115
0
17,115
Information
Services Provide for an upgrade from our SurfControl Web
filtering software to Websense security and filtering
software.
N
2,500
0
2,500
R ®Recurring./ N =Non-Recurring
NOT RECOMMENDED
FISCAL YEAR 2010 __
DEPARTMENT
DESCRIPTION
R/N ADDL
EXPENSE ADDL
REVENUE NET TAX
IMPACT
Information
Services Move the Virtual Tape Library installed in FY 2008 to
the Fire Training Center for better protection of assets
at a location that is distanced from where key servers
are located; virtualize existing servers and install
these servers at the Fire Training Center; provide
training for virtualization and VMWare and purchase
SAN Copy or MirrorView software to replicate data at
the remote location.
N
,240
0
,240
Information
Services Provide for Upgrade to the Storage Area Network
(SAN) Licensing from a per server model to an
Enterprise model which provides unlimited number of
servers to be connected to the SAN.
N
7,972
0
7,972
Information
Services Provide for a feasibility study of estimated associated
costs with implementation of a City-wide 311 system.
N
45,000
0
45,000
Information
Services Provide for purchase of a portable 900Mhz System
for testing and deployment where and when needed
in an emergency.
N
2,700
0
2,700
Library
Department Provide for the replacement of five laptop computers
which are used for circulation to citizens in the Library
to be replaced.
N
5,500
0
5,500
Park Division Provides for a study to review Dubuque's current
urban forest condition and make critical
recommendations with respect to best management
practices and future initiatives.
N
5,000
0
5,000
Planning
Services Funding for Phase VI Architectural/Historic
survey/evaluation consultant services. This decision
package includes receiving a State preservation grant
of $15,000.
N
5,000
5,000
0,000
TOTAL GENERAL FUND NON-RECURRING PACKAGES 423,197 15,000 408,197
I i I
R =Recurring / N =Non-Recurring
November 13, 2008
Mr. Mike Van Milligen
City Manager
City Hall
50 W. 13th St.
City of Dubuque
Dubuque, IA 52001
Dear Mr. Van Milligen:
Opening Doors is requesting $15,000 from the City of Dubuque in order to defray operating costs at our two
programs; Maria House and Teresa Shelter. Maria House, the first program of Opening Doors, opened its
doors on September 25 of 2000 and provides transitional housing for women, alone or with children, where
they can live up to two years. Maria House provides a warm and supportive environment for women as they
journey towards independence and self-sufficiency. Without help and support, homeless families often
inherit a legacy of poverty and crisis. Unless mothers acquire the resources and skills to work productively in
society, children of homeless families have little chance. They fall behind in school, receive inadequate
health care, and grow up with insecurity and despair. In collaboration with existing community programs,
families at Maria House have the resources they need to meet their varying needs. Maria House provides a
stable home life, sense of community, and compxehensive support services to help families break the cycle of
homelessness and poverty in their lives.
Typically, homeless women need education and job skills to work toward self-reliance. Those who work
often earn minimum wage or slightly more. Not nearly enough to pay for food, rent, childcare and medical
insurance. Through case management, life skills training and education, as well as the removal of barriers,
such as lack of transportation and childcare, the earning potential of those who complete the Maria House
program is greatly enhanced. At intake, each woman's needs are assessed. Based on those needs, goals are
set. Women are encouraged to stay at least six months, but no more than two years. Du17ng this time, staff
works closely with the women to set developmental goals and create strategies to achieve them. Existing
community resources are utilized for job training, education, employment, individual and family counseling
plus access to safe, affordable, permanent housing. In addition, the staff at Maria House work L 1 with
women on issues such as budgeting, parenting, social skills, self esteem issues, etc. Tf the resident has
income, she is expected to pay for part of the cost her stay at Maria House. One-fourth of their program fee is
put into a savings account that she will get when she leaves Maria House. Even though this amount is
generally only. a small percentage of the total cost of her stay, it helps her develop a greater sense of
responsibility and derive satisfaction from being able to support herself, at least partially. The amount of
money in a woman's savings account when she is ready to leave gives her a good start on finding a place to
live and pay the required deposits on the rental lease and the utilities.
Shortly after Maria House opened, staff quickly realized that it was difficult to serve the emergency
population and the transitional population under the same roof at Maria House. The emergency population
1561 Jackson Street Dubuque, Iowa 52001
Phone: 563.582.7480 Fax: 563.582.7467 Web: www.openingdoorsdbq.org
are just seeking to have their basic needs of food and shelter met and are not able to follow the structure and
rules of Maria House. In addition, Maria House almost always has a waiting list and receives calls from
many women who just need temporary shelter.
In response to the increasing need for shelter for homeless women and children, Opening Doors opened
Teresa Shelter on May 23 Of 2006. It opened as strictly an overnight shelter from 6 pm until 8 am; however,
the census was not as high as expected. Not as many women with children were coming to the shelter
because they had to leave during the day. Where could a woman go all day, with one two five kids in tow?
We also became aware that women with children are staying in undesirable living situations because they
have nowhere to go during the day when the Teresa Shelter was closed.
So, our Board took a leap of faith and committed to staff the shelter during the day for afour-month Pilot
Project, starting mid-September through mid-January, to see if the census would increase. The census
increased five-fold! The board agreed that Teresa Shelter needed to be open all day and it has been now for
over a year now. A light breakfast is served every morning. Teresa Shelter is closed during lunch and supper,
and the guests utilize the community meal sites that are in close proximity to the shelter. Incase of inclement
weather, we keep the shelter open during meal times .and keep soup and frozen food on-site to feed the
guests. Teresa Shelter is primarily a 30-day shelter, but length of stay is increased to 60 days if guests are
making progress towards finding housing and employment. Simple goals are set with each guest and
reviewed weekly by the Teresa Shelter Coordinator. These goals are mainly to find housing and
employment. The daily census averages about 20 women children, so an additional full-time staff needed to
be hixed in order to accommodate all of the guests' needs. Volunteers are utilized to help staff the shelter as
well, in order to keep our operating costs down. Sorne Teresa Shelter guest move on to Maria House, where
they can stay for up to two years.
The programs offered at Maria House and Teresa Shelter correlate to many of the Dubuque City Council's
Goals and Priorities. The number one goal, "Diverse, Strong Dubuque Economy" correlates exactly to how
we are preparing our women to be productive citizens of the community. In order to live at Maria House,
women have to be in school, a job training program ox obtain a job. Staff work 1:1 with the women to obtain
employment in which they will be able to support their family. We currently have two of our Maria House
residents participating in the "Getting Ahead in a Just Getting' By World", a 16-week class sponsored by-the
City of Dubuque Housing and Community Development Program. This program is for people looking to get
out of poverty and move up in the world, which coincides directly with our mission.We will continue to refer
our women to this program, as openings become available.
What we do at Maria House and Teresa Shelter also correlates with the number five goal, "Partnering for a
Better Dubuque." The staff at Maria House and Teresa Shelter partner with many agencies in Dubuque in
order to better meet the needs of our residents and the needs of the community as a whole. I and/or my staff
serve on the following committees: the Dubuque Continuum of Care (Homeless Advisory Council), the
Dubuque County Empowerment Board, the Domestic Violence Coalition, the Child Abuse Council, the
Women's and Children's Quarterly Advisory Meetings, the Family Self-Sufficiency Board, the Jail
Diversion Committee and the Iowa Council on Homelessness. In addition, we are also members of the
Chamber of Commerce.
The top City Council's Policy Agenda Priority that we are meeting at our organization is the "Workforce
Development Strategy/Project Hope." Most of our staff attended the all-day workshop sponsored by Project
Hope on June 3 of this year and are anxious for the next steps in this process.
Under the City Council's Management Agenda Priority, we are also meeting the Top Priority "Every
Child/Every Promise." I attended a two-day America's Promise training in Waterloo four years ago and was
one of initial members of Mississippi Valley Promise. Maria House was one of the original organizations to
be signed on as an Agency of Promise, because we deliver the 5 promises to the children we serve which are:
- Caring Adults
- Safe Places
- Healthy Start
- Effective Education
- Opportunities to Help Others
The other High Priority we are helping to achieve in the 2008-2010 Management Agenda is the "Washington
Neighborhood Plan". Sherry McDonell, the Maria House Program Director, is on the Washington
Neighborhood's Plan Citizen Coordinating Committee. Since Maria House is in the Washington
Neighborhood district, we are very much interested in improving and revitalizing our neighborhood.
Actually, in the last few years, Maria House has reached out to the neighbors on a couple of different
occasions by inviting them to a Christmas party and a summer picnic held at our facility. We even offered
free food, but we didn't have anyone show up at either occasion. We strive to be a "good neighbor" and are
interested in getting to know more of our neighbors.
During the past two years, Maria House has housed 71 different women and children and Teresa Shelter has
served 356 women and children, for a total of 42'7. I have enclosed copies of our Service Point Reports so
that you are aware of Borne of the demographic information on the homeless and near-homeless people we
serve.
Also, enclosed is a copy of our agency expense/revenue sheet, our current year's budget and the proj ected
budget for FY 2010.
Staffing is the major component of the Maria House and Teresa Shelter programs and, thus, is our greatest
expense. As you can see from our expense sheet, Maria House's annual budget is over $390,000 and Teresa
Shelter's budget is $238,000. To keep the doors of both of these programs open, Opening Doors depends on
grants, donations and the support of generous people in our community. Only 6% of our operating budget
comes from United Way.
We hope you can assist Opening Doors with funding from the City's Fiscal Year 2010 Budget. Together, we
can carry out our mission to help homeless women and children in our community rebuild their livesl
Sincerely,
Michelle Brown, LBSW
Executive Director
DEPARTMENT: STATE PROGRAM: PROJECT TITLE: PROGRAM: 5C , TOTAL
Housing and Community Housing and Community Historic Preservation Homeownership Program DEPARTMENT: 61 PROJECT
Development Development FD/CIP NO: 260-1237 COST
$ 39,917
EXP PRIOR ESTIMATED PROJECT BUDGET 2009-10 2010-11 2011-12 2012-13 2013-14 BEYOND
TO FY 09 FY 09 2014
A. EXPENDITURE ITEMS
Design & Engineering
Land and R.O.W.
Construction
$ 4,499 $ 25,418 Other $ 10,000
$ 4,499 $ 25,418 TOTAL $ 10,000 $ - $ - $ - $ - $ -
B. PROJECT FINANCING
$ 4,499 $ 25,418 CDBG Grant $ 10,000
$ 4,499 $ 25,418 TOTAL $ 10,000 $ - $ - $ - $ - $ -
PROJECT DESCRIPTION
This project provides forgivable loans to low/moderate income single-family homeowners orowner-occupants of duplex or 3-unit buildings to repair or rebuild key exterior
elements of the structure that contribute to its architectural significance and character, such as original porches, windows, doors and transoms, soffit and fascia trim, or
other original decorative or distinctive features. Buildings must be at least fifty years old and be located within the City's historic districts. Maximum amount of the
forgivable loan is $5,000. Community Development Block Grant (CDBG) funding was reduced in Fiscal Year 2007 by the Federal Government. This amount is not
anticipated to increase over the next five years, yet costs continue to go up. Fiscal Year 2010 reflects reduced funding, and if the Federal. Government does not allocate
additional resources beginning in Fiscal Year 2011, this program will be eliminated (as reflected here).
JUSTIFICATION
This program provides an incentive to low/moderate income homeowners to meet the requirements of the City's Historic Preservation Ordinance or the Federal Section
106 requirements if other Federal funds are being used on a rehabilitation project. This grant program has helped reduce complaints about the cost of historically
appropriate rehabilitation.
RELATIONSHIP TO OTHER PROJECTS
This project implements the Comprehensive Plan's Land Use and Urban Design Element: Goals 1.4, 1.7, and 5.2; Cultural Arts Element: Goals 6.1 and 6.4; and Housing
Element: Goal 1.3. It also compliments the proposed Historic Preservation Revolving Loan Fund.
St. Mark Community Center
November 17, 2008
City Manager Mike Van Milligen
Honorable Mayor Buol
City Council of Dubuque
Cit}t of Dubuque
50 W. 13th Street
Dubuque, Iowa 52001
Dear Mike, Mayor Buol and members of the City Council:
St. Mark Cornmunit3t Center is proud to belong to a corrununity that includes children as one if its
top priorities. As Dubuque continues to grow, it will continue to be vita! to prepare all children
for a successful future in this community. St. Mark Corrutmnity Center is one of the few
organizations that provides intensive academic and social support to at-risk }tooth.
With the assistance of Depa1•t>.nent of Education Federal and State grants, St. Mark Coirununity
Center has been able to build an incredible before acid after-school academic remediation and
mentoring program that serves more than 150 shidents evert da}t. Students enrolled at St. Mark's
have seen great success. In fact, over the past tt~to years, 59% of our sh~deuts have improved in
basic skills math test scores and 61% have improved in reading basic skills test scores. Teachers
have reported a 20% decrease in office inter•~rentions related to inappropriate behavior and
homework completion rates among our students have soared. St. Mark Conununit}t Center
students pa1:•ticipate in weeltly emiclunent activities that have helped to prepare them to face the
opportunities and social challenges that lie ahead in middle and high school. St. Mark's is also a
safe place for children to participate in productive activities during what law enforcement
officials deem the "critical hours" of 3 and 7 p.m. -the time period in which many unsupervised
children are victims of or perpetrate crime. The effects of St. Mark's programs among at-risk
children are incredible. These great successes are a fraction of the reason why we must continue
to offer our programs to underprivileged youth in Dubuque.
Unfortunately, the grant that helped St. Mark Conununity Center to launch this successful
program has expired leaving us with an approiimate $85,000 shortfall for 2009. As we continue
to work with community partnexs and a sustauiabilit}t committee to become a financials}t
sustainable organization, a coimnitment of financial support from the Cit}t of Dubuque for a short
period of tune would allot us to reach our sustainability goals while continuing to provide a vital
service to Dubuque children and families.
St. Mark's programs are aligned with the goals and priorities of the City of Dubuque in the
following areas:
Policy Agenda, Top Priority: Sustainability Plan
Executive Director - Sr. Inez Turnmeyer, OSF
Trustees: Karen Chadwick • Doug Fisher • Dick Landis
Marvin O'Hare • Angela Petsche • Janet Quick • Kim Roddick
Mike Sister • Chris Theisen • Suzanne Wright
- Management Agendas Top Priority: Every Child ~ Every Promise
- Management Agendas High Priority: Washington Neighborhood PIan
We know St. Mark Community Center programs are a significant asset to the Dubuque
community as a whole and we believe that a partnership with the City of Dubuque would benefit
the community for years to come.
Thank you for your consideration.
Sincerely,
Sister Inez Turnmeyer, Executive Director
Ellen Goodmann, Development Director
Executive Director-Sr. InezTurnmeyer, OSF
Trustees: Karen Chadwick • Doug Fisher • Dick Landis
Marvin O'Hare • Angela Petsche • Janet Quick • Kim Roddick
Mike Sister • Chris Theisen • Suzanne Wright
Proposal for Funding from the City of Dubuque
Purchase of Service Agencies
Fiscal Year 2010 (July 1, 2,009-June 30, 2010)
St. Mark Community Center Before and After-School Programming
Request. X16,000 for 3 years
History of Service to Dubuque
St. Mark Community Center is anon-profit agency that has worked with
underprivileged children and families in Dubuque for 20 years. We are proud to be an
agency in a city that continues to grow into a diverse, sustainable community that helps to
prepare all of its' young people to be happy, productive members of society.
At St. Mark Community Center, we believe that every child deserves an opportunity
to succeed. We work to improve the. academic and social development of at-risk youth so
that they can reach their highest potential and become productive members of the
community. We are one of the few agencies in Dubuque that offers structured academic
remediation, mentoring and youth development programs aimed at assisting at-risk youth
at little or no charge to families.
Tii the past 20 years, we have played a crucial role iu the lives of more than 34,000
children and family members in the community. St. Mark Community Center has been
the recipient of more than 15 awards for service to the community. We were also named
a "Business of Promise" in 2006 by Dubuque's Every Child ~ Every Promise initiative, a
program adopted as a top priority by the City of Dubuque.
While we strive to xeach financial sustainability, financial support from the City of
Dubuque would allow St. Mark Community Center to continue to provide essential
before and after-school programs to Dubuque children.
bleed for Youth Programs
In the past five years, St. Mark Community Centex and the Dubuque Community
School Dzstrict have identified a dramatic achievement gap among students from
Audubon, Fulton, Lincoln, Marshall and Prescott elementary schools, many of whom are
enrolled in SMCC programs. These students are one-to-two-years behind their peers in
academic and social development and approximately 40% of these students have
demonstrated low proficiency in reading and math basic skills test scores.
These students also face additional social challenges. They come from homes with
twice the poverty rate as the rest of the Dubuque community elementary schools,
experience twice the rate of single parenthood and are predicted to be 50% of future high
school drop-outs and 50% of students referred to Juvenile Services.
Because St. Mark Community Center is one of the few organizations that provides
academic assistance, mentoring and social support to children, it is essential that our
programs remain available to children and families in Dubuque.
St. IVlark Community Center
1
St. Marls Community Center Programs
In order to address these needs and to narrow the achievement gap in students in
primary grades, St. Mark Community Center provides before and-alter-school program
Kids Connection at Audubon, Fulton and Prescott elementary schools and after-school
programMaving Up at Lincoln and Marshall elementary schools.
Kids Connection serves students in grades K-5, focusing on improving math and
reading skills, providing one-on-one and small group mentoring to students lead by
certified teachers and volunteers, and involving children in enrichment activities ranging
from drug and alcohol abuse prevention to nutrition and wellness training.
1lhoving Up serves students in grades 4 and 5. Students in Moving Up receive
individualized academic assistance in one-on-one mentoring sessions. Program
Coordinators focus intensely on helping to prepare students in "Moving Up" for the
challenges and opportunities they will face in middle and high school. Students in
program participate in a variety of enrichment activities that range from community
service projects to violence prevention training. Parents are also required to take an active
role in the Moving Up program -working to complete family projects with their children
and attending middle school preparatory meetings.
In addition to providing vital before and after-school programs, St. Mark Community
Center also spearheads collaborative community projects including Apples for Students,
in which more than 1,000 local students in need receive school supplies; and quarterly
R.E.A.D. (Read Eat and Do) nights, in which .families are invited to join St. Mark
Community Center staff for a meal and participate in literacy activities.
Sustainability and Need #'or Funding
In our efforts to become an organization sustained by the community, St. Mark
Community Center collaborates with local agencies to ensure that services are not
duplicated in Dubuque and to generate public support for youth needs and for before and
after-school program funding. We have begun to generate major financial support
through a variety of initiatives.
Sustainability efforts are as follows:
- "Join the Cause, See the Effect" annual fundraising luncheon which has helped to
raise more than $170,000 in gifts in pledges over the past three years -all of which
have gone directly to St. Mark's program costs.
- A recently launched ")Business Partner Campaign" in which local businesses sign
on to provide a certain amount of funding to St. Mark's over a 5-year period.
Eleven local businesses have already joined St. Mark Community Center as
partners, and two others are seriously considering the request.
- We provide sponsorship opportunities to community members to pay for what is
defined as the cost to send one child to SMCC programs for a semester or a year.
- Promotion of endowment fund at the Community Foundation of Greater Dubuque,
which currently contains $5'7,000.
St. Mark Community Center
2
Monthly "New Directions" committee meetings at which members work to
generate fundraising ideas and launch partnership initiatives,
Monthly 6GLunch and Learn" sessions in which key communnty stakeholders
attend lunch and a presentation about 5MCC and its key programs.
Over the past five years, St. Mark Community Center received its greatest financial
support from grants from the Iowa Department of Education. These grants have expired.
The attached expense/revenue budget for FY 2009 reveals an approximate budget
shortfall of $84,645. Eliminating services to the more than 180 students we serve every
day would be detrimental to the greater Dubuque community.
Because we are a local organization that works with local children and families, we
believe that St. Mark Community Center's greatest support should come from the
Dubuque community. As fundraising and sustainability efforts are under way, this
particular financial support of $15,000 per year for three years from the City of Dubuque
through the Purchase of Service Agencies would allow St. Mark Community Center to
continue to provide the high-caliber programming that we are known for in the
community. Funding from the City of Dubuque would go directly to the programming
costs of Kids Connection and Moving Up, not including staff wages.
Evaluation
St. Mark Community Center uses outcome-based data and input from families,
teachers and community partners to continually evaluate the effectiveness and quality of
our programs.
Students enrolled in St. Mark Community Center programs have experienced great
success. In 2005-2006, these students saw a 59% improvement in Iowa Test of Basic
Skills math scores and a 61% improvement in Iowa Test of Basic Stills reading scores. In
2007, teachers reported a 20% significant decrease in office interventions among students
enrolled in St. Mark Community Center programs, and overall -the homework
completion rate among our students rose dramatically.
Students receive invaluable experience, growth and preparation for life while
participating in an array of enrichment activities through St. Mark's that range from arts
and cultural activities to drug and violence prevention programs. This is evaluated
through pre and post-tests, social competency as tracked by teachers and school
counselors and from school and family feedback.
Program Correlation with Dubuque City Council Goals and Priorities
St. Mark Community Center's experience in providing before and after-school
programs to at-risk children and our long-standing, healthy relationships with families in
downtown Dubuque are an asset in the implementation of the Dubuque City Council's
initiatives and priorities. St. Mark Community Center programs are aligned with the
2008-2010 Dubuque City Council Policy and Management Agendas.
$t. Mark Community Center
3
Policy Agenda 7'op Priority - Sustainability:
St. Mark Community Center is uniquely poised to contribute to the City of Dubuque's
vision of being a viable, livable, and equitable community that embraces economic
prosperity, social/cultural vibrancy and environmental integrity to create a sustainable
legacy for years to come.
We serve an ethnically diverse population. More than half of students enrolled in St.
Mark's programming are of a minority background. The majority of students we serve
also come from families whose incomes lie at or below the poverty level. We have an
incredible task at St. Mark's to ensure that at-risk students in Dubuque are given an equal
opportunity to succeed in school. We understand that in order to create a diverse and
livable community, we must not only work to better prepare all students to become
productive members of the community, we must also celebrate and welcome cultural and
social differences. Students who attend schools or programs with a diverse population
develop a better understanding of the perspectives of children from different backgrounds
and learn to function in a multicultural, multiethnic environment. At St. Mark
Community Center, we practice tolerance, understanding and celebration of differences.
St. Mark's staff members work vigorously with underprivileged students because they
understand that if given the opportunity, these students will continue to cultivate a solid
education and a commitment to and appreciation of the Dubuque community.
In order for the City of Dubuque to roach its goal of re-inhabiting Dubuque, it is vital
for us as a city to work to retain and sustain all members of the community -beginning
with minorities and those that are underprivileged.
Management Agenda Top Priority -Every Child/Every .Promise, Partner with the
Community Foundation of Greater Dubuque:
St. Mark Community Center is fully committed to promoting and participating in the
Every Child ~ Every Promise initiative in Dubuque. Since the program's onset, we have
been deeply involved. From hosting committee meetings to attending group training
sessions to serving as the "Safe Places" chair, St. Mark Community Center plays an
important role in the Every Child ~ Every Promise initiative.
We have been a leader and example to the Dubuque community in delivering all five
promises named in the initiative to Dubuque children. In fact, St. Mark Community
Center was named a 2006 `Business of Promise" by the Every Child ~ Every Promise
Board of Directors.
Last month, the Every Child ~ Every Promise Board of Directors sponsored a table at
St. Mark Community Center's annual "Join the Cause, See the Effect" luncheon. We
continue to cultivate this strong friendship and look forward to working in collaboration
with this initiative and other partner agencies in years to come.
Management Agenda High Priority -Washington Neighborhood Plan:
As the City of Dubuque continues to work to restore and reinvigorate the Washington
Neighborhood, St. Mark Community Center works to restore hope, education and
St. Mark Community Center
4
opportunity into the lives of many children and families who reside in the Washington
Neighborhood.
In the past 5 years, approximately 40% of the students served by St. Mark Community
Center attend Prescott School - in the Washington Neighborhood. It is through providing
these students with access to opportunities for education and positive recreational
activities in safe places that will help to strengthen the City of Dubuque's revitalization
efforts.
Conclusion
The future success of the Dubuque community is dependent on the success of its
children now. Before and after-school programming is necessary to ensure the success of
the large number of at-risk children in Dubuque. St. Mark Community Center is one of
the only agencies in Dubuque that provides the kind of extensive academic and social
support that is necessary for student success. To cut or eliminate the critical services St.
Mark Community Center provides to more than 150 students and their families every day
would be damaging to the future of the community.
St. Mark Community Center continues to work vigorously to achieve financial
sustainability. As we move forward in this, we look forward to collaborating with other
Dubuque service agencies, local businesses and the Dubuque Community School District
to ensure that adequate and relevant services are made available to students and families
in the most effective way.
Financial support from the City of Dubuque would provide significant aid in ensuring
that the needs of at-risk students and families are met while St. Mark Community Center
finds additional funding sources for the future of our programs.
St.1Vlarlc Community Center
5
DEPARTMENT: STATE PROGRAM: PROJECT TITLE: PROGRAIili: 4C TOTAL
Leisure Services/ Culture & Recreation Develop Dog Park DEPARTMENT: 30 PROJECT
Park Division FD/CIP NO: 100-1577 COST
$ 468,000
EXP PRIOR ESTIMATED PROJECT BUDGET 2009-10 2010-11 2011-12 2012-13 2013-14 BEYOND
TO FY 09 FY 09 2014
A. EXPENDITURE ITEMS
$ 20,000 Design & Engineering $ 28,000
Land and R.O.W.
$ 98,000 Construction $ 322,000
Other
$ - $ 118,000 TOTAL $ 350,000 $ - $ - $ - $ - $ -
B. PROJECT FINANCING
$ 20,000 General Fund $ 28,000
Grants $ 322,000
$ 98,000 Sales Tax Const. (20%)
$ - $ 118,000 TOTAL $ 350,000 $ - $ - $ - $ - $ -
PROJECT DESCRIPTION
This project provides for developing a dog park in partnership with Two by Two.
JUSTIFICATION
The noise from the Dog Park on Grandview Avenue disturbs the neighbors above the park. Finding a suitable location has been challenging.
RELATIONSHIP TO OTHER PROJECTS
This project implements the Comprehensive Plan's Recreation Element: Goals 1.1, 1.2, and 7.2.
LIBRARY DEPARTMENT
Change
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 from Adopted
Budget Highlights Actual Adopted Amended Recomm'd FY 2008/09
Employee Expense 1,643,240 1,668,659 1,668,659 1,694,344 1.5%
Supplies and Services 841,276 802,874 802,874 816,633 1.7%
Machinery and Equipment 44,164 25,930 25.930 25,245 -2.6%
Total 2,528,680 2,497,463 2,497,463 2,536,222 1.6%
Library Gift Trusts 130,875 40,000 40,000 15,000 -62.5%
State Grants 14,022 13,000 13,000 13,000 0.0%
Uperatmg Kevenue 210,560 81,800 81,800 79,950 -2.3%
Total 355,457 134,800 134,800 107,950 -64.8%
Property Tax Support 2,173,223 2,362,663 2,362,663 2,428,272 65,609
Percent Self Supporting 14.1% 5.4% 5.4% 4.3%
Percent Increase (Decrease) 2.8%
Improvement Package Summary
1 of 10
This decision package allows funding of 7 part-time entry level positions (1,118 hours annually each for
a total of 7,830 hours annually or 3.75 FTE) to staff three information kiosks in the renovated Library.
Staff in the kiosks will be the first point of contact for library patrons providing directional questions,
answering the phone, referring when necessary, checking in some library materials, handling retail
sales, maintaining public bulletin boards, and basic reference materials to mention some of the tasks.
The Library Clerks in Adult Services (1,775 hours annually or .85 FTE) will no longer be required with
this staffing model. In FY 2010 these new positions would not be needed until after the Library
Renovation is completed which is estimated to be January 1, 2010. The recurring cost in 2011 is
$126,615.
Related Cost: $57,498 Tax Funds -Recurring Recommend - No
Property Tax Impact: +$.0297/+.30%
Activity: Adult Services
2of10
This decision package allows funding of part-time Library Aide positions (3,132 total hours annually or
1.5 FTE) to staff the combined Teen and Readers' Advisory Desk in the renovated facility during all
open hours. The staff member in this position will work directly with teens in their area. Building service
to teens is a Library department goal, a department review recommendation, and directly supports the
Every Child Every Promise initiative. This position will also have in-depth familiarly with all fiction,
genres, and authors from Young Adult through Adult literature and be able to research and refer titles to
patrons based on an interview and using the collection, print, online, and Readers' Advisory resources.
This will be the only position to serve adult patrons on first floor. Adult Services will be located on two
floors in the renovated facility; staff presence on the first floor is essential. In FY 2010 these new
positions would not be needed until after the Library Renovation is completed which is estimated to be
January 1, 2010. The recurring cost in 2011 is $76,030.
Related Cost: $34,832 Tax Funds -Recurring Recommend ®No
Property Tax Impact: +$.0180/+.18%
Activity: Adult Services /Youth Services
3of10
This decision package allows funding of a part-time Librarian I position (1,566 hours annually or .75
FTE) that will provide for the Reference Desk to be staffed by a professional librarian during all open
hours seven days a week reducing the time spent at the Reference Desk by staff from Technical
Services, Circulation Services, and Administration. Reducing time spent by managers from other
activities on the Reference Desk will eliminate the need to request a 0.5 FTE library assistant (decision
package #7) in Circulation and reduce a needed 0.5 FTE information technology specialist (decision
package #5) to a 0.5 FTE Library Technology Specialist Assistant (intern) which will otherwise be
needed in the renovated Library. In FY 2010 this new position would not be needed until after the
Library Renovation is completed which is estimated to be January 1, 2010. The recurring cost in 2011
is $42,313.
Related Costs: $15,601 Tax Funds -Recurring Recommend - No
Property Tax Impact: +$.0081/+.08%
Activity: Adult Services
4of10
This decision package would allow funding for apart-time Library Technology Specialist Assistant
(intern) (1,044 hours annually or 0.5 FTE). The Library currently has 1 FTE to manage all aspects of 85
public and staff computers, 3 servers, and the network for all open hours, seven days a week. This staff
member troubleshoots technology problems experienced by staff and patrons using Library electronic
resources, manages the Library's web site, Internet access and wireless Internet access, Internet
management software, databases, printers for the public, staff, and those unique to the circulation
system, deals with vendors, and manages other Library software and databases as well as trains
Library staff. When the Library is renovated, three self-check machines will be added and ten more
desktop computers. Library visits will increase dramatically which will result in an increase in requests
for technical support from staff and patrons. A half-time assistant to the Information Technology
Specialist will ensure Library patrons will receive the technology assistance they need to fully use the
Library. Iri FY 2010 this new position would not be needed until after the Library Renovation is
completed which is estimated to be January 1, 2010. The recurring cost in 2011 is $15,339.
Related Cost: $7,410 Tax Funds -Recurring Recommend - No
Property Tax Impact: +$.0038/+.04%
Activity: Technical Services
5of10
This decision package would allow funding for apart-time Library Information Technology Specialist
(1,044 hours annually or 0.5 FTE). The Library currently has 1 FTE to manage all aspects of 85 public
and staff computers, 3 servers, and the network for all open hours, seven days a week. This staff
member troubleshoots technology problems experienced by staff and patrons using Library electronic
resources, manages the Library's web site, Internet access and wireless Internet access, Internet
management software, databases, printers for the public, staff, and those unique to the circulation
system, deals with vendors, and manages other Library software and databases as well as trains
Library staff. When the Library is renovated, three self-check machines will be added and ten more
desktop computers. Library visits will increase dramatically which will result in an increase in requests
for technical support from staff and patrons. A half-time assistant to the Information Technology
Specialist will ensure Library patrons will receive the technology assistance they need to fully use the
Library. If improvement package #3 if funded, this position will not be needed as the Manager will not
be working at the Reference Desk and will be able to assist in higher level projects. In FY 2010 this
new position would not be needed until after the Library Renovation is completed which is estimated to
be January 1, 2010. The recurring cost in 2011 is $25,344.
Related Cost: $11,611 Tax Funds -Recurring Recommend - No
Property Tax Impact: +$.0060/+.06%
Activity: Technical Services
6of10
This decision package will provide for 3,550 additional hours annually (1.7 FTE) for part-time Library
Clerks to shelve materials in the renovated facility (two floors and four distinct locations in the building)
as well as collect returns from various points in the Library for Circulation staff and check-in materials.
In FY 2010 these additional hours would not be needed until after the Library Renovation is completed
which is estimated to be January 1, 2010. The recurring cost in 2011 is $36,537.
Related Cost: $17,651 Tax Funds -Recurring Recommend - No
Property Tax Impact: +$.0091/+.09%
Activity: Circulation Services
7of10
This improvement level decision package will provide for one part-time library assistant (1,044 hours
annually or 0.5 FTE) in Circulation Services to be available to help library patrons with checking
materials out and issuing new cards as well as managing the patron database, circulation records, and
checking in materials. This position also manages the patron records in the database. This
improvement package will not be required if decision package #3 fora .75 FTE librarian is funded
because the Circulation Supervisor will not need to work at the Reference Desk as is required now.
In FY 2010 this new position would not be needed until after the Library Renovation is completed which
is estimated to be January 1, 2010. The recurring cost in 2011 is $19,390.
Related Cost: $8,878 Tax Funds -Recurring Recommend - No
Property Tax Impact: +$.0046/+.05%
Activity: Circulation Services
8of10
This decision package allows funding of a part-time Library Aide positions (1,044 hours annually or 0.5
FTE) to provide public service to children and adults working with children by assisting the Youth
Services Information desk answering directional questions in person, on the phone, or electronically
and helping people find the materials they need during the Library's busiest times. This position will
provide for consistent customer service from regular employees rather than relying on substitutes for
additional staffing coverage on weekends. In FY 2010 this new positions would not be needed until
after the Library Renovation is completed which is estimated to be January 1, 2010. The recurring cost
in 2011 is $19,390.
Related Cost: $8,878 Tax Funds -Recurring Recommend - No
Property Tax Impact: +$.0046/+.05%
Activity: Youth Services
9of10
This improvement level decision package will provide for. new book titles to be added to the Young
Adult book collection each year to maintain and improve service to young adults with the goal to grow
more readers in this age group. The current Young Adult book budget does not provide enough funds
to acquire each year's award-winning books listed on the American Library Association's "Best Books
for Young Adults" and the Printz Award winners along with the popular series paperbacks. When the
Teen Room was established in FY 2007, circulation of print materials to this age group rose 20%.
Circulation of print materials in FY 2008 rose 46% to this age group. There is a demand to which the
Library has responded.
The study "To Read or Not to Read" conducted by the National Endowment for the Arts published in
November 2007 reports that the greatest decline in reading is in the age group of teens. The decline of
reading represents a decline in literacy. Literacy skills are closely related to academic success,
employment, and community engagement and even voting. A library department in 2005 ranked
service to young adults a priority and service to this age group supports the Every Child Every Promise
initiative.
Related Cost: $2,000 Tax Funds -Recurring Recommend - fVo
Property Tax Impact: +$.0010/+.01%
Activity: Youth Services
10 of 10
This decision package will provide for the replacement of five laptop computers which are used for
circulation to citizens in the Library to be replaced. The Library was granted ten laptop computers from
John Deere in 2005 and at that time the computers were approximately 3-4 years old. This grant
allowed the Library to introduce circulating laptops to users in order to determine whether this was a
viable service. Consideration was given to ease of use, time required for staff for technical support,
damage to equipment, and potential theft. The service has been very successful and meets the
demand for increasing computers when the Library is challenged by space limitations that desk top
computers require. Five of the original ten computers were funded as an improvement package in FY
2009; this decision package represents the balance remaining to be replaced.
Related Cost: $5,500 Tax Funds -Non-Recurring Recommend - No
Property Tax Impact: +$.0028/+.03%
Activity: Technical Services
Significant Line Items at Maintenance Level
(Without Recommended Improvement Packages)
Employee Expense
FY 2010 employee expense reflects a 3.5% wage package increase. Also, the Iowa Public
Employee Retirement System (IPERS) increased the City contribution from 6.35% to 6.65% and
the employee contribution from 4.1 % to 4.3% for the third time since 1979.
Supplies Services
2. Postage and Shipping has decreased from $14,293 in FY 2009 to $9,770 in FY 2010 based on
FY 2008 actual of $9,570.
3. Office Equipment Maintenance Contracts have increased from $10,870 in FY 2009 to $25,478
in FY 2010 due to the implementation of the city-wide multifunction copier/printer/scanners in FY
2009.
4. Electricity Utility Expense has increased from $53,145 in FY 2009 to $68,283 in FY 2010 based
on FY 2008 actual of $62,075.
5. Telephone has decreased from $19,819 in FY 2009 to $11,085 in FY 2010 based on an
average of FY 2008 and FY 2007 actual and estimated FY 2009.
6. HVAC Maintenance has decreased from $15,321 in FY 2009 to $10,000 in FY 2010 based on
FY 2008 actual of $12,090.
7. Library Material budgets which include books, audio/visual, periodicals, continuations/serials,
CD ROMs, and video materials increased from $284,928 in FY 2009 to $306,901 in FY 2010
(7.7%) based on FY 2008 actual of $298,287.
8. Travel Professional Conferences has been increased from $6,915 in FY 2009 to $17,850 in FY
2010 due to the Iowa Library Association's Annual Conference being hosted in Dubuque in FY
2009. Also two National Conferences will be held FY10 (July 2009 and June 2010).
9. General Library Trust expenses include $5,000 for online information services and $10,000 for
speakers and programs which total $15,000.
IVlachinery ~ Equipment
10. Equipment replacement items at the maintenance level include:
Adult Services
Microfilm Reader Printer $10,300
Laminator $1,250
Typewriter $900
Children Services
Listening & Viewing Station $600
2 Book Carts $400
Circulation Services
Checkpoint Security $8,000
Listening & Viewing Station $600
Technical Services
Software Upgrades $2,020
Maintenance Services
Portable View Station $600
Vacuum Cleaner $575
Revenue
11. Inter-library Loan Fees of $2,000 reflects a $1.00 fee for each inter-library loan request and
partial reimbursement from the State and is projected to remain stable.
12. Direct State Aid is expected to remain at $13,000 in FY 2010 and is contingent on the Iowa
Legislature allocating funds.
13. The County 28-E agreement income is anticipated to decrease from $13,000 in FY 2009 to
$12,000 in FY 2010 based on the projected decrease of use of the Library by non-residents,
and Non-Resident Library Fees is anticipated to decrease from $13,000 in FY 2009 to $12,500
in FY 2010.
14. The Library will be under construction during the beginning of FY 2010 and during that time
approximately 75% of the library will be available to the public. It is anticipated that there will be
less use of the library and that the FY 2010 budgeted revenues remain at the FY 2009 reduced
level until construction is completed.
Miscellaneous
14. The maintenance level budget is 4.3%self-supporting compared to the revenue guideline of
4.2%.