Budget 04 HR, Fin, Mgr, Clk, Hl FISCAL YEAR 2004
RECOMMENDED POLICY AND NARRATIVE BUDGET
TABLE OF CONTENTS
February 5, 2003
Library Auditorium
DEPARTMENT/DIVISION
Human Rights
Finance
City Manager
City Council
City Clerk
Legal
Health Services
Cable TV
OPERATING BUDGET
PAGE
3
19
43
106
113
127
136
160
CIP
PAGE
425
418
Human Rights
PROGRAM:
DEPARTMENT/DIVISION:
RESPONSIBILITY:
Human Development
Human Rights
Kelly Larson, Director
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Human Rights Cases
Resolved a total of 511 "intakes," with 31 cases resulting in formal charges. An "intake" is a
reported incident that has the potential for developing into a formal complaint. A total of 29
cases were closed.
Substantial Equivalency
Certified as a substantially equivalent agency by HUD. Such certification is contingent upon an
ongoing performance review by HUD representatives. Staff continues to meet the requirements
of complying with rules and regulations for case processing established by the U.S. Department
of Housing and Urban Development.
Education and Outreach Programs
Presented a segment regarding the effect of fair housing laws on the business of renting
apartments. This is co-sponsored with the Police and Legal Departments.
Continued to provide outreach and educational programs to vadous clubs and organizations,
businesses, schools, city and county departments.
The Legal Interns presented a two-hour diversity awareness training program to a local
institution.
Continued to develop and publish an ongoing question and answer column on civil dghts issues
entitled, "Human Rights: They're Our Rights" which appears monthly in the Telegraph Herald.
Presentation to Tri-State Human Resource Association on. responding to and investigating
internal allegations of harassment.
Served on the planning committee for the Martin Luther King breakfast and activities.
Presentation to Key City Rotary Club on the Everyone's Neighborhood initiative.
Presented five separate training segments on sexual harassment to local business employees.
(150 employees)
Met with Loras College International Students in the wake of the September 11 attack to discuss
their rights and offered support. Also sent letter of support to mosques across the state of Iowa
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and sent press releases condemning acts of hatred against Muslim and Arab-Americans or
those perceived as such.
Co-sponsored, assisted in planning, and presented a segment on Workplace Diversity at the
Undiscovered Resources Employer Conference and Job Fair at NICC.
A commissioner offered a presentation on subtle discrimination at St. Mark Community Center.
Presentation to Dubuque County Bar Association on processing human rights complaints.
P~'esented at a statewide hearing regarding the status of African-American children in our
schoots.
Presented a session on Cultural Diversity for the Community Action Academy.
Served on the Homeless Advisory Board.
Two, eight-week sessions of Spanish were offered to the general public, one session to human
services,, two sessions to the medical community, and two sessions to the school system.
Presentation for the Urban Communities Class at Clarke College.
Provided two, two-hour training sessions for commissioners on discrimination law and public
hearings.
Joined the Divine Word College Cultural Events Committee to assist in planning to bdng in five
immigrant speakers over the next year.
Staffed an informational booth at the North End Neighborhood Fair.
Participates in the "Everyone's Neighborhood" initiative. This is an innovative community-wide
initiative that is designed to make Dubuque a more welcoming place to live and work for people
of all abilities, ages, racial, ethnic, and religious backgrounds.
Developed a sedes of human dghts awareness commercials.
Fair Housing Education and Trainina
Trained community volunteers to provide fair housing presentations through out the community.
Arranged for a variety of advertising on fair housing rights.
Developed an informational folder for homebuyers.
Developed a fair housing poster and informational folder for housing providers.
Sponsored a fair housing conference for realtors, landlords, property manager and attorneys.
Participated in HUD's Partnership Initiative by reviewing condominium associations' articles and
bylaws.
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Assisted in revising the reasonable accommodation policy for the Housing Department.
A fair housing volunteer and the director presented a fair housing segment to residents at Maria
House on three separate occasions.
Human Rights Banquet
Planned and promoted the second biennial Human Rights Banquet.
Cooperative Agreement with the Iowa Civil Rights Commission
Successfully negotiated and completed another cooperative agreement With the Iowa Civil
Rights Commission, which generated additional revenue.
Dubuque Dispute Resolution Center
Continue to manage and market the Dubuque Dispute Resolution Center. This Center provides
mediators who listen carefully to citizens who agree to have their disputes mediated. Options
for settlement are identified through structured.communication between the disputing parties.
Police Recruitment
Participated in police recruitment efforts, including serving on an interview hiring panel.
Shining Moment Award
Sponsored and promoted the Shining Moment Award. The award is presented to a group or
organization, individual, and youth for their efforts in the area of diversity and sensitivity.
Faces & Voices
Supported and worked on Faces & Voices assisting in organization, recruiting programs, and
clerical assistance. Faces & Voices: A Cultural Celebration included the following programs:
· African-American Historical and Cultural Museum of Iowa traveling display.
· "Jazzing it Up" with Gaelic Storm
· Film viewing of To Kill a Mockingbird
· Irish Tea
· City-wide reading program - One Book One Dubuque- To Kill a Mockingbird
· Team iThemba
· Langston Hughes poetry reading at Shalom
· UNI workshop on immigrants in the workplace
· Bailalaika Ensemble
· About Face Theater Performance
· Poverty simulation
· International festival at Loras College
· International fair - Clarke College
· Darryl Taylor performance, workshop and reception
· NAACP Banquet
· James Kennedy & Friends: Jazz and world music group
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Strategies to Overcome Impediments to Fair Housing
The John Marshall Law School Fair Housing Support Center conducted a new analysis of
impediments.
Continue to identify, support and implement strategies to overcome impediments to fair housing
in Dubuque.
Assisted in creating a bUyedseller certification to be signed by participants in programs that
utilize city money. Fair lending guidelines that must be signed by all lenders who wish to
participate in city programs. These are designed to limit abusive lending practices.
Co-sponsored and served on planning committee for Homebuyers seminar with special
emphasis on attracting people of color. Worked closely with lenders, NAACP, Housing, and
Hispanic Ministry. Topics included home buying basics, avoiding predators, credit, and
affordable housing options. Thirty participants-1/3 minorities.
Created and distributed a fair housing informational folder for prospective home buyers which
included information on home buying basics, avoiding predators, credit issues, and affordable
housing options.
Accessibility Compliance
Continued collaboration with the Building Services Department to ensure compliance with the
requirements for accessibility for the Fair Housing Act.
Continued to organize ADA Committee and oversee city compliance with accessibility
requirements.
Staff/Commission Train n,q
Staff and three commissioners attended HUD's National Fair Housing Program Policy
Conference in Orlando.
Two staff and three commissioners attended HUD's regional training in Chicago.
Two commissioners attended the Iowa Civil Rights Commission's presentation at the Hispanic
Ministry on immigrant's dghts in employment and housing.
The City Solicitor and a fair housing volunteer attended tester coordinator training at the John
Marshall Law School in Chicago.
The Director and City Solicitor attended HUD training in Kansas City.
The Director attended "The Disney Keys to Excellence" training program for business
professionals which was sponsored by Clarke College and the Dubuque Area Chamber of
Commerce.
The Director attended training entitled, 'q'esting and Investigating Fair Housing Violations,"
sponsored by the John Marshall Law School in Chicago.
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FUTURE INITIATIVES FOR FISCAL YEARS 2002 AND 2003:
Education and Outreach
Participate in the "Everyone's Neighborhood" initiative. This is an innovate community-wide
initiative that is designed to make Dubuque a more welcoming place to live and work for all
people.
Sponsor a fair housing segment as part of the Crime Free Multi-Housing initiative by the police
department.
Engage in a broad-based marketing campaign to raise awareness of the Human Rights
Department and its work.
Increase outreach to people of color in Dubuque by developing relationships with faith-based
organizations that have significant minority membership, and also through one-on-one
connections with people of color in the community.
Support the "Lantern Project," a new neighborhood-based project focused on meeting the
needs of women and children. The project will include a legal advocacy component that may
result in additional referrals to other Human Rights Office for enforcement.
Civil Rights Column
Continue to develop and publish an ongoing question and answer column on civil dghts and
diversity issues entitled, "Human Rights: They're Our Rights," which appears monthly in the
Telegraph Herald.
Fair Housinq Education and Outreach
Participate in HUD's Partnership Initiative by auditing new multi-family housing for compliance
with accessibility laws.
Participate in HUD's Partnership Initiative by engaging in education-based testing for family
status, race, and disability discrimination.
Sponsor fair lending conference for lenders, realtors, and appraisers which will focus on fair
lending and avoiding predatory practices.
-7-
HUMAN RIGHTS DEPARTMENT
Budget Highlights
Employee Expense
Supplies and Services
Total
Community Dev. Block Grant
Fair Housing Grant
Case Processing ICRC
Private Participation
Training Registration
Total
Property Tax Support
Percent Increase (Decrease)
FY 2003 FY 2004 Dollar
Adopted Recommended Change
$ 162,227 $ 176,440 $ 14,213
73.951 76.618 2.667
$ 236,178 $ 253,058 $ 16,880
$ 2,500 $ 1,000 $ (1,500)
47,200 52,200 5,000
1,020 1,000 (20)
100 100
100 100
$ 50,820 $ 54,400 $ 3,580
$ 185,358 $ 198,658 $ 13,300
7.2%
Significant Line Items
1. The personnel complement reflects no change from the current fiscal year.
Revenue projections provide processing four HUD cases @ $1,800 each ($7,200),
$30,000 for HUD mandated training and $15,000 for Administrative funds for Education.
and Outreach.
Fair housing training funds of $30,000 are used to attend mandatory training under the
cooperative agreement between the human Rights Department and HUD.
Miscellaneous Operating Supplies include $1,000 in Community Development Block
Grant funds. This item was decreased by $1,500 because the cooperative agreement
with HUD provides sufficient funds to affirmatively further fair housing.
To date this fiscal year, there have been 17 formal complaints filed. There are 7 cases
in the investigative process, and 18 cases have been closed, some of which were filed in
the prior fiscal year.
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PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Human Development
Human Rights
Human Relations/Affirmative Action
GOAL
Assure a community free from discrimination and discriminatory practices through prevention,
outreach and enforcement of the law.
DESCRIPTION
This Activity provides prompt, impartial processing of discrimination complaints in the areas of
employment, public accommodations, housing, education and credit within the city of Dubuque.
Protected class members include those affected by discrimination on the basis of race; creed,
color, sex, age, religion, national origin, physical/mental disability, familial status or marital
status (credit). This Activity also encourages minorities, women and persons with disabilities,
etc., to apply for employment within the city of Dubuque. The nine-member Human Rights
Commission is appointed by the City Council for three-year terms and functions under Chapter
27 of the Code of Ordinances. The Human Rights DirectodEEO Officer is a resource for
department managers and the Personnel Office in arriving at decisions that affect protected
class members. The Human Rights DirectodEEO Officer insures that that City is in compliance
with federal reporting requirements and monitors, in cooperation with other departments, the
City's contract compliance efforts. The Human Rights Department is located on the second
floor of the City Hall Annex at 1300 Main, and is staffed by a Human Rights DirectodEEO
Officer, an Intake Specialist, part-time hours of the City Solicitor, and a summer intern.
SERVICE OBJECTIVES
To receive and investigate formal cases filed with the Human Rights Commission before
expiration of the 180-day time limitation provided in the local Human Rights Ordinance.
To perform intake work on the complaints of approximately 580 individuals by:
a) conducting a jurisdictional review and legal analysis;
b) referring non-jurisdictional issues to the appropriate agencies;
c) solving civi! rights issues at the lowest possible level; and
d) processing issues that mature into formal charges.
To process approximately 40 formal discrimination cases of protected class members
by:
a) cross-filing all employment complaints with'state and federal human rights
agencies;
b) cross-filing approximately four applicable housing cases (under contract) with
HUD and investigating the cases within 100 days;
c) sending two primary jurisdiction cases to the proper state and federal agencies;
d) investigating 32 complaints, eliciting necessary testimony and documents;
Human Rights Human Relations/Affirmative Action
--9--
11.
e)
processing two cases in employment, housing, credit and public
accommodations which have failed in conciliation after 30 days by scheduling
these cases for public hearing; and
processing two formally filed reconsideration and judicial review of administrative
law judges' no probable cause and probable cause decisions.
To evaluate the efforts of the Human Rights Commission in an annual report to the City
Council including case statistics, outreach and prevention efforts by December 31, 2003.
To prevent discrimination in City government's personnel actions involving minorities,
women and other protected classes by responding to requests for opinions on matters
pertaining to hiring, termination, layoff, recall, promotional activities, and any other
matter or incidents that either directly or indirectly have a civil rights impact.
To provide training for department supervisors and various employees regarding civil
rights law.
To provide training for Commissioners in their role as policy makers and, in particular, as
administrative taw judges by:
a) providing for attendance at civil rights workshops;
b) providing orientation for new Commissioners;
c) developing outreach programs which would be proactive and implemented on a
regular basis in the school systems and in community groups which consent to
the program; and
d) providing public hearing workshops for new Commissioners and continuing
public hearing training for experienced Commissioners.
To help the community better understand the content and spirit of the Human Rights
Ordinance by:
a) responding to all inquiries which initially appear to be jurisdictional;
b) periodically distributing up-to-date brochures informing the public of their rights
under the ordinance;
c) proactively providing outreach to individuals and groups on civil rights issues;
and
d) conducting educational seminars for personnel from businesses, organizations
and the general public.
To organize workshops/conferences that will provide education on discriminatory
practices in employment and housing.
To manage, coordinate, market and facilitate the Dubuque Dispute Resolution Center,
and to train additional citizen volunteers as mediators. This Center provides trained
mediators who listen carefully to citizens who agree to have their disputes mediated.
Options for settlement are identified through structured communication between the
disputing parties.
To serve, as available, on appropriate Community boards whose purposes are consistent
with the goals of the Dubuque Human Rights Commission, including Dubuque
365/Everyone's Neighborhood.
Human Rights Human Relations/Affirmative Action
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12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
To work on maintaining a "substantial equivalency" agency status which is mandated
and monitored by the U.S. Department of Housing and Urban Development.
To provide timely responses to citizen inquiries relating to the Human
Relations/Affirmative Action Activity.
To share and discuss problems and solutions common to civil dghts commissions by the
Director's attendance at quarterly meetings of the League of Iowa Human Rights
Agencies.
To share and discuss national civil rights issues by attendance at national and regional
conferences.
To cooperate with City departments regarding issues of mutual interest.
To continue to support and participate in Faces & Voices biennially.
To continue to strive for cooperative efforts between the Dubuque Human Rights
Commission and other community groups.
To continue outreach programs, which are targeted toward school aged children (junior
high and grade school) as well as various community groups.
To continue to develop and publish the "Human Rights: They're Our Rights" column in
the Telegraph Herald.
To continue a joint effort with the Human Rights Department and the Police Department
which results in greater cooperation and interaction between the two departments.
To develop and coordinate a Fair Housing Strategy Action Plan aimed at overcoming
impediments to fair housing in the City of Dubuque in collaboration with Housing
Services and Community Development, Planning Services, and Economic Development
Departments.
To continue to act as a liaison to the Building Services Department to ensure compliance
with the seven technical requirements for accessibility under the Fair Housing Act.
To monitor the city's compliance with the Americans with Disabilities Act and Section
504 of the Rehabilitation Act.
Human Rights Human Relations/Affirmative Action
BUDGET SUMMARY
Personnel Summary
Full-Time Equivalents
Part-Time Equivalents
Seasonal Equivalents
Expenditure Summary
Employee Expense
Supplies and Services
Capital Outlay
TOTAL BUDGET
Funding Summary
General
Community Development
TOTAL BUDGET
Revenue Generated
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
2.00 2.00 2.00
.20 .20 .20
.24 .28 .28
$140.343 $148.344 $162.227
57,406 59.434 73,951
3,715
$197,749 $211,493 $236,178
$194.962 $209.192 $233.178
2,787 2,301 3,00Q
$197,749 $211,493 $236.178
$ 45.543
$ 48,417 $ 48.320
2.00
.20
.28
$176.440
76.618
$253.058
$252058
1,000
$253~058
$ 53.400
PERFORMANCE MEASURES
Compliance Process
Intake summary
Resolved at intake stage
Matured into formal charge
Total
Formal complaint summary
Number of formal
complaints
Number of complaints
resolved/closed
Formal complaints filed
breakdown by area
Employment
Housing
Public accommodations
Total
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
524 480 600 540 540
29 31 32 40 40
553 511 632 580 580
29 31 32 40 40
23 29 30 30 30
26 20 24 31 31
3 7 6 4 4
4 2 5 5
29 31 32 40 40
Human Rights Human Relations/Affirmative Action
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FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Formal complaint break-
down basis* (breakdown
of preceding category)
Sex 11 7 12 9 9
Disability 6 9 7 12 12
Age 2 5 2 6 6
National origin 3 4 1 5 5
Religion 1
Race 6 10 8 13 13
Familial status 1 1 1
Retaliation 5 1 2 I 1
Intimidation 1 1 1
Total 33 37 34 48 48
Mediation/Conciliation
Settlements awarded to
charging parties
Dispute Resolution Center
Number of intakes received
Number of mediations held
Number of truancy mediations
Volunteers trained
$28,625 $38,650 $75,000 $33,637 $33,637
23 15 20 19 19
3 2 10 3 3
39 66 30 52 52
5 5 5
*Cases filed in one area (i.e., employment) may be alleged discrimination on one or more basis
(i.e., sex and age); therefore, the total under basis may be greater than the number of cases by
area.
Human Rights -13- Human Relations/Affirmative Action
PROGRAM - 2
- HUMAN DEVELOPMENT
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 16 - Human Rights Deparumen~
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
FY 2002 ACTUAl
FY 2003 BUDGET
FY 2004 RECOMMENDED
010 62010 OFFICE SUPPLIES 960 926 984 1,003
010 62030 POSTAGE AND SHIPPING 1,662 1,470 1,588 1,715
010 62060 O/E MAINT CONTRACTS ].46 150 150
010 62061 DP EQUIP. MAINT CONTRACTS 1,461 1,672 1,376 1, 667
010 62090 PRINTING & BINDING 1,180 1,143 5,907 5,925
010 62110 COPYINGfREPRODUCTIO~ 442 -554 549 560
010 62130 LEGAL NOTICES & ADS 16 50 100 ].00
210 62140 PROMOTION 904 1,000 500 500
010 62170 SUBSCRIPtIONS-BOOKS-MAPS 2,i55 2,355 2,741 2,543
010 62190 DUES & MEMBERSHIPS 330 350 415 485
010 62310 TRAVEL-CONFERENCES 922 1,016 2,342 2,274
010 62320 TRAVEL-CITY BUSINESS 1,104 950 1,000 1,000
010 62340 MILEAGE/LOCAL TRANSP 79 76 100 100
010 62360 EDUCATION & TRAINING 15,143 12,358 9,]37 9,138
210 62360 EDUCATION & TRAINING 352 986 1,500 500
010 62421 TELEPHONE 2,328 667 1,068 773
010 62441 INSURANCE, PROPERTY 24 28 24 75
010 62443 GENERAL LIABILITY INS 1,399 1,289 1,300 733
010 62671 MISC. OPERATING SUPPLIES 998 684 1,811 1,81].
210 62671 MISC. OPERATING SUPPLIES 1,531 315 1,000
010 62731 MISCELLANEOUS SERVICES 20,809 16,124 15,359 15,566
010 62734 SPEAKERS/PROGRAMS 437
010 62753 FAIR HOUSNG TRAINING 3,608 15,946 25,000 30,000
TOTAL Supplies and Services 57,406 59,434 73,951 76,618
010 61010 FULL-TIME EMPLOYEES 91,784 97,445 104,131 110,984
010 61020 PART-TIME EMPLOYEES 15,858 16,332 17,651 19,086
0]0 6].030 SEASONAL EMPLOYEES 5,349 6,574 9,000 9,966
010 61310 IPERS 6,17] 6,508 7,520 8,052
010 61320 SOCIAL SECURITY 8,338 9,207 10,005 10,713
010 61410 HEALTH INSURANCE 12,298 11,832 13,536 17,233
010 61430 WORKMENS' COMPENSATION %22 121 122 ]26
010 6].450 LIFE INSURANCE 151 151 262 280
010 61650 EMPLOYEE PHYSICALS 273 174
TOTAL Wages and Benefits 140,343 148,344 162,227 176,440
PROGRAM - 2 - HUMAN DEVELOPMENT
FUND ACCOUNT ......... TITLE .........
010 71124 MICRO-COMPUTER
TOTAL Machinery and Equlpmen~
TOTAL DEP/DIV: Human Rights DeparsmenE
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 16 - Human Rights Department
FY 2001 ACTUAL
FY 2002 ACTUAI
3, 715
3, 715
FY 2003 BUDGET FY 2004 RECOMMENDED
197,749 211.493 236,178 253,058
FUND 010 GENERAL FUND
PROGRAM--LEISUT~ SERVICES
ACT, ACCT ....... ~- TITLE .........
16400 43271
16400 46106
16400 53202
164OO 543O3
FAIR HOUSING GRANT
CASE PROCESSING ICRC
PRIVATE PARTICIPANT
REIMBURSEMENTS-GENERA[
TOTAL HUMAN RIGHTS DEPARTMENT
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
HUMAN RIGHTS DEPARTMENT
FY 2001 ACTUAL FY 2002 ACTUAL
FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
45,400 47,200 47,200 92,456 52,200
760 1.020 954 1,000
300 300 100
143 157 100 100 100
45,543 48,417 48,320 93,810 53,400
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
16 HUMAN RIGHTS
FD JC WP-GR JOB CLASS
61010 Full Time Employee Expense
FY 2002 FY 2003 FY 2004
FTE BUDGET FTE BUDGET FTE BUDGET
010 9150 GE-40 HUMAN RIGHTS DIRECTOR 1.00 61,133 1.00 67,776 1.00 73,570
010 1640 GE-27 INTAKE SPECIALIST 1.00 34,646 1.00 36,355 1.00 37,414
TOTAL FULL TIME EMPLOYEES 2.00 95,779 2.00 104,131 2.00 110,984
61020 Part Time Employee Expense
010 0610 NA-12 CITY SOLICITOR 0.20 16,332 0.20 17,651 0.20 19,056
TOTAL PART TIME EMPLOYEES 0.20 16,332 0.20 17,651 0.20 19,056
61030 Seasonal Employee Expense
010 8450 NA-02 SUMMER INTERN
TOTAL SEASONAL EMPLOYEES
TOTAL HUMAN RIGHTS DEPT.
0.28 9,000 0.28 9,000 0.28 9,966
0.24 9,000 0.24 9,00q 0.24 9,966
2.44 121,111 2.44 130,782 2.44 140,006
Finance
PROGRAM: Admir~istration
DEPARTMENT/DIVISION: Finance Department
RESPONSIBILITY: Kenneth J. TeKippe, Finance Director
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Accounting/Payroll
Improved annual external audit process by increased City staff preparation of audit workpapers.
Continued refinement and automation of audit process to reduce external audit staff time,
improve audit quality and altow for increased analysis of financial procedures and trends.
Maintained the centralization of grant reporting to more efficiently administer and improve
accountability and compliance for grants. The number of grants administered at the federal and
state levels has increased from 28 in FY'96 to 58 in FY'02 (approximately $35,000,000 includes
Vision Iowa $20,000,000). Adhered to a city-wide administrative policy for grant administration.
A finance intern position staffed by a local college student enhanced the Service level by
assisting with the annual audit, working with investment accounting and bank reconciliations,
generating accounts payable and payroll checks and provided assistance for employees on
vacation. A mutually beneficial relationship existed whereby the Finance Department received
needed assistance while the student gained practical workforoe experience.
Monitored third party billing and collections for ambulance services which have improved
collection rates and Medicare/Medicaid compliance.
Implemented payroll direct deposit.
Solicited multi-year bids from financial advisory firms.
Treasury
The City Finance staff and the Investment Oversight Commission collaborated to meet the
objectives of the City Investment Policy. The policy includes safety of principal, liquidity, and
maintaining a fair market yield on investments. The City has maintained compliance with the
current investment policy as verified by the annual audit and Investment Oversight Advisory
Commission.
Utility Billing
The City currently has 4,591 accounts on direct pay, which results in 22 percent of total utility
billing accounts that take advantage of the direct payment service. This is a 10 percent increase
over last year.
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The sale of yard waste stickers continues to be valued by the public. Utility Billing enhanced
customer service by offering the sale of stickers by malt and then billing through the customer's
monthly utility bill. We wilt continue to promote utilization of this option.
Implemented desktop computer upgrades and continued training users on PC applications.
Increased usage of touch type meter reader system.
Financial Reporting Award
The City of Dubuque Finance Department received the Certificate of Achievement for
Excellence in Financial Reporting award from the Government Finance Officers Association of
the United States and Canada for fiscal year 2001, This award is for governmental entities that
achieve the highest standards in accounting and financial reporting. Fiscal year 2001 marked
the fourteenth consecutive year that the Finance Department staff working with the independent
CPA audit firm has earned the award.
FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004:
Accounting/Payroll
Evaluate the financial software currently utilized and determine the potential need to solicit bids
from software firms.
Expand participation in the payroll direct deposit program implemented during the past year.
Review procedures for potential implementation of on-line purchasing.
Improve usage of the financial system modules to take advantage of the capabilities of the
financial system sol[ware. Enhance user inquiry and report generation for system users outside
the Finance Department.
Provide finance system training for end-users as the City's computer network expands.
Treasury
Continue to evaluate cash management procedures to maximize interest earnings based on the
market.
Expand the use of general ledger account number codes for Cash receipt processing to allow
specialized reporting of receipts by fund.
Monitor expenditures of bond proceeds to verify compliance with established expenditure
requirements.
Monitor Vision Iowa funds expended to comply with drawdown and spending requirements.
Comply with resolution specifying financial institutions as depositories of City funds and
retention of deposit agreements with financial institutions.
Monitor investment of bond proceeds.
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Utility Billing
Monitor collection processes for delinquent accounts.
Fully implement utilization of new software to generate phone calls to delinquent accounts.
Utilize technology such as OCR or bar code bill readers to improve accuracy and reduce data
entry.
Improve monthly bill format to provide customers with additional information.
Work closely with the Parking Division in implementing a new Parking Ticket Software system.
Assist with the implementation of the Pay As You Throw Program with the Operation and
Maintenance Department.
Financial Reporting
The Finance Department continues to improve upon the level of service already established in
accounting and financial reporting. Keeping current with changes in reporting requirements and
accounting standards are an integral part of this service. It is a goal to continue meeting the
standards of the Government Finance Officers Association (GFOA) to achieve a fifteenth
consecutive Certificate of Achievement for Excellence in Financial Reporting award.
Continue to implement and adhere to required Government Accounting Standards Board
(GASB) financial reporting pronouncements and remain current with GFOA recommended
financial accounting procedures. Implement GASB 34, which will require major changes in
financial statements, capital asset and infrastructure reporting for FY'03.
The City was awarded the Municipal Treasurer's Association of the United States and Canada
Certification of Excellence for its written investment policy in fiscal year 1995. The City of
Dubuque was the first city in Iowa to earn this award. The award can only be earned once,
however, our Finance Department goal is to continue meeting or exceeding the standards of the
Municipal Treasurer's Association. The City was recognized for recertifying its policy in 1999.
Continue to receive unqualified audit opinion.
SUMMARY
Responding to the needs and requirements of agencies, commissions, public and pdvate sector
entities, vendors, city departments and employees, and foremost the citizens of Dubuque, will
remain the principle objectives of the Finance Department. An emphasis on customer service
will continue to be an important part of our goals for future years.
SIGNIFICANT LINE ITEMS
1. The meter reading contract expense with Peoples Natural Gas/Energy One increased from
Fiscal Year 2002 actual expense of $112,664 to Fiscal Year 2004 budgeted amount of
$121,215 (Fiscal Year 2002 actual expense x 3 percent COLA per year plus 1.50 percent for
new accounts equals Fiscal Year 2004 budgeted expense).
-21-
FINANCE DEPARTMENT
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Non-Expense Accounts
Total
FY 2003 FY 2004 Dollar
Adopted Recommended Change
$ 889,772 $ 958,716 $ 68,944
549,109 636,525 87,416
5,950 11,205 5,255
(13.071 ) (13,695) (624)
$ 1,431,760 $ 1,592,751 $ 160,991
Miscellaneous Revenue $ 36,700 $ 14,785 $ (21,915)
Utility Fund Charges 665,211 776,426 111,215
Investment ManagedCustodial/Chrgs 163,500 169,850 6,350
CDBG Charges 10,512 9,481 (1,031)
Total
Property Tax Support
Percent Increase (Decrease)
$ 875,923 $ 970,542 $ 94,619
$ 555,837 $ 622,209 $ 66,372
11.9%
Decision Package
t of 3
This decision package provides for utilization of consulting services relative to risk management
issues, property and casualty coverage, with evaluating coverage and other insurance related
issues that adse. Management may occasionally desire a fresh perspective or second opinion
on issues or coverage.
Related Cost: $10,000 Tax Funds Non - Recurring
Property Tax impact: +$.0064/+.07%
Activity: Accounting and Payroll
Not Recommended
2 of 3
This decision package provides a laptop computer for the department for use after hours and
during meetings and to serve as workstation for the intern during work hours.
Related Cost: $2,955 Tax Funds Non - Recurring
Property Tax Impact: +$.0019/+.02%
Activity: Accounting and Payroll
Recommended
-22-
3 of 3
This improvement package increases the number of hours for the Finance intern position from
560 hours for the period of mid May through August to 940 hours or an additional ten hours per
week for the period of September through mid May. The intern would then be able to assist with
the preparation and completion of work papers and spreadsheets for the annual audit, payroll,
accounts payable and calendar year end reporting. Service levels to other departments would
be enhanced.
Related Cost: $1,610 Tax Funds - Recurring
Property Tax Impact: +$.00111+.02%
Activity: Accounting and Payroll
Not Recommended
Significant Line Items
Miscellaneous revenue includes no lease revenue from the property at 300 Iowa Street
and on the expense side, no property tax payments related to this property. In Fiscal
Year 2003 this was budgeted for $11,900 in rent income and $4,796 in property tax
expense. The capital improvement budget provides for demolition of the existing
structure.
Equipment replacement items includes three calculators $490, memory upgrades,
keyboards, etc $1,000, software upgrades $540, and four replacement chairs $1,200.
The meter reading contract expense with Aquila increased from Fiscal Year 2002 actua~
expense of $112,664 to $121,215 for Fiscal Year 2004. This reflects actual expense
plus 3 percent COLA per year plus 1.5 percent for anticipated new accounts.
The GASB 34 fixed asset valuation efforts and accounting changes are well underway
and should allow the City to meet the required implementation deadline of June 30,
2003.
The budget recommendation includes a change in the utility billing statement from the
4x6 postcard currently used to a statement mailer with return envelope. The increased
cost is $51,725, including $5,000 of non-recurring equipment cost. The current billing
statement causes postal handling problems (due to its weight) and has no room for
postage barcodes or additional lines of information related to the City's utilities.
Complaints regarding lack of privacy have also been expressed by residents. It is
proposed to go to the new format towards the end of the fiscal year.
-23-
TO:
FROM:
CITY OF DUBUQUE, IOWA
MEMORANDUM
Michael Van Milligen, City Manager
Ken TeKippe, Finance Director ~
SUBJECT: Utility Billing Options
DATE:
November 25, 2002
The City of Dubuque has used postcard type utility bills for thirty years.
Representatives of the United States Post Office have indicated that they have
experienced problems with postcard billings. Some of the difficulties include:
· thinness of postcard causes problems for postal handling
· separation of perforation (creates two mail pieces instead of one)
· mailing delays or loss
· cramped information on bill (no room for postage barcode)
The issue of privacy of customer information has been expressed to utility and
finance staff at various times over the years.
The current discussion and anticipated implementation of a storm water utility will
result in additional line(s) needed on the bills. In addition the change in refuse
arrangements to 'pay as you throw' results in additional lines desired on many
customer bills. Space on the current postcard type bill is limited and filled to capacity.
Therefore, all new charges will be part of a combined other line item which results in
significant inquiries to utility.staff for clarification.
....... ~-ge Schemmel, Chris Kohlmann, Dawn Lang, and I have been revi'ewing various
utility billing options. Enclosed is a spreadsheet summarizing various costs related to
these options. Equipment costs and utilizing a mailing service firm were considered.
Please note that two OCR readers have been added to equipment outlay, since
enlarging utility bills will provide space for a bar code. This will allow quick and
accurate scan of the City's 12-digit utility account Codes and could provide a future
reduction in hours required for utility staff.
After our review, it is the recommendation that option E be approved with the cost
split equally between the three (or four) utilities. The consensus of our group is that
increasing the size of the bills to 8-1/2" xl 1" is necessary to provide adequate
detailing on the bill, satisfy post office issues and address future format changes.
Additional costs would be required for postage and envelopes, as well as, providing
return envelopes for customers not on the direct ACH payment plan (approximately
80% of customers). Also, future postage increases will affect all options. Our current
plans for new accounting software will include a review of all forms, allowing a
change from outsourcing in a year if needed with lower associated cost.
There are budget issues that need to be addressed. The current cost for utility staff
and expenses is allocated one-third each to: water, sewer and refuse. Assuming the
storm water utility is implemented, the cost could be allocated equally between:
water, sewer, refuse and storm water utility.
A billing change would provide:
· professional appearance for utility bills
· consistency of billing with other government and non-government utilities
· improved customer service and privacy to customers
· use of a future bar code reader in the utility department to process payments
· solution to concerns of the United States Post Office
· customers with a retum envelope
· a possible one page insert with other City information mailed with bills
· more flexibility in statement layout
· ability to change from outsourcing in a year if desired
· less demand on Information Services staff time
· the public with a more positive opinion of City use of technology
Please consider this information as a FY '04 improvement level budget request.
However, if a stormwater utility is implemented in FY '03, the change should be
implemented at that time.
Enclosure
KT/jg
cc: Dawn Lang
Chris Kohlmann
Marge Schemmel
Pauline Joyce
-25-
city of bubuque
Utility Billin90FtiOfls
Novembm, 25, 2002
A B C r, E
~ICo~ 4x6Po~ 6xSP~ 6xSPos~ Fo~II ~m~
~urn 0.0~28
Po~e- P~o~ ~ ~e 0.212 0.352 0.3~ 0.352 0.278
Co~ w~h ~ E~o~ (80%)
~ w~hout ~ Envdo~ (1~%) 0.222 0.36~91 0.4~195 0.4Z7 0.~7
Annual M~m~ C~ 828.~
4 Cea ~ ~=si~ 57j55.~ 93~1.14 101,349.~ 1~J28.~ 1ffi~37.24
City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2004-2008
~OGRAMIDEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2008 FY 2006 FY 2007 FY 2008
TOTAL PAGL
Finance Department Customer Counter Renovation GeneraIFund $ 5,000 $ - $ - $ - $
Computer System Upgrade General/Sales Tax $ 300,000 $ 160,000 $ - $ - $
- $
- $
5,000 425
460,000 426
PROGRAM: Administration
DEPARTMENT/DIVISION: Finance
ACTIVITY: Accounting, Payroll Services & Treasury
GOAL
Provide the City Council, City Manager, City departments, boards and commissions, other
governmental agencies, and the public with reports and financial data that is accurate, timely
and meaningful and which satisfies the need for sound fiscal policy formulation, efficient City
financial management and full disclosure of City finances. Cash management and proper
investment of funds under the control of the City are responsibilities of the Finance Department.
DESCRIPTION
Accounting is the system of recording and summarizing financial transactions and analyzing,
verifying and reporting the results. Its pdmary aim is to disclose information in an
understandable manner, thereby facilitating financial interpretations, opinions and conclusions.
The chief elements of an accounting system are identifying and classifying, processing and
recording, controlling and testing, and summarizing and reporting. Payroll services ciescdbes
the aggregate processes involved in the accounting for employee earnings and fringe benefitS.
Treasury operations include investing cash balances in excess of operating needs, establishing
custody of all security holdings and providing liquidity to cover normal expenditures and the
redemption of bonds and coupons. In this Activity, fiscal operations are documented and
summarized to satisfy reporting needs, expenditures are preaudited, payroll data is assembled
and updated for processing into the general ledger system, and calendar and fiscal records are
maintained for accountability. This Activity provides limited centralized purchasing services to all
City departments/divisions. Property and liability insurance coverages, as well as risk
management and loss control programs are managed in this Activity. The Accountingl Payroll
Services and Treasury Activity is staffed by the Finance Director, Assistant Finance Director,
Purchasing Coordinator, Fiscal Coordinator, part-time Accountant, part-time Secretary, and
three Account Clerks and is located on the first floor of City Hall.
SERVICE OBJECTIVES
To assimilate all receipts, disbursements and encumbrances of the vadous City activities
into the financial system in accordance with City, state and federal legal requirements
by:
a) auditing claims to insure budgeting and purchasing authority, verifying the receipt of
goods and services, data entry and paying approved claims on a weekly basis;
b) processing the biweekly payroll data into the financial system; and
c) inputting receipts and encumbrances into the financial system.
To distribute general ledger financial reports to departments and agencies by the
fifteenth day of the following month.
Finance -28- Accounting, Payroll Services and Treasury
To provide outside agencies and the public with full disclosure of all financial data
pertinent to general City operations by:
a) preparing a monthly list of claims and revenues for publication;
b) preparing a Comprehensive Annual Financial Report (CAFR) and other financial
statements such as the annual Parking Facilities Report, Dubuque Metropolitan Area
Solid Waste Agency statements, and Airport Passenger Facility Charges Report;
c) calculating year-end accruals of financial data related to municipal enterprise
operations;
d) providing and assisting the independent auditing firm with numerous, detailed
workpapers and spreadsheets to expedite the annual examination of the City's
financial records;
e) preparing various federal and state agency reports as required by legal and federal
mandates;
f) ensudng detailed financial reporting and accountability for the health benefits
program and Road Use Tax Fund; and
g) responding to citizen and staff requests for information on a timely basis.
To provide for the deposit and safeguarding of revenues and the custody of investments
by:
a) preparing daily cash reconciliations to test the accuracy of balances;
b) depositing funds timely in appropriate bank accounts upon receipt;
c) reconciling bank accounts monthly on a timely basis;
d) maintaining a record of securities held internally and by investment managers;
e) providing monthly reports to the City Investment Oversight Advisory Commission and
quarterly reports to the City Council regarding compliance with City Investment
Policy; and
f) meeting quarterly with the City Investment Oversight Advisory Commission and
periodically with the investment managers/custodian.
To generate investment earnings by:
a) negotiating favorable rates of return within the limitations of state law;
b) reviewing receipt and expenditure transactions to insure that available funds are
identified and invested timely; and
c) utilizing the services of investment managers to increase the City's investment
returns;
To comply with applicable requirements for bond ordinances by:
a) coordinating principal and interest payments with paying agent;
b) issuing special assessment bonds to cover the unpaid portion of assessed
improvements; and
ci paying interest expense and any associated fees on bond issues when due.
To perform functions related to the state Municipal Fire and Police Retirement System
(MFPRS) of Iowa and Iowa Public Employee Retirement System (IPERS) as needed by:
a) depositing employee and employer contributions on a timely basis
To provide financial administration of all types of grants (federal, state & private) by:
a) reconciling the grant reimbursement requests with City financial records;
b) ensuring annual audit reporting requirements are met;
c) working with the departments to ensure compliance with policy guidelines for grant
financial administration and reporting;
Finance -29- Accounting, Payroll Services and Treasury
10.
11.
12.
13.
14.
d) verifying with individual departments the accuracy of claim vouchers for requests of
payment by reviewing the documentation of the expenditures; and
e) maintaining copies of all grants.
To prepare monthly billings for ambulance services, special service fees, false alarm
charges, the Dubuque Metropolitan Area Solid Waste Agency landfill, and City property
damage claims; and to initiate the collection process according to Finance Department
policy. To provide management receivables billed, establish and maintain processes for
timely collection of various billed services, and provide required accrual information at
fiscal year end on receivables.
To provide staff services in the risk management and loss control (insurance) areas of
general and auto liability, workers' compensation, boiler, fire and other property
insurance areas by:
a) acting as the City's direct contact with local agent advisors and state pool
administrators;
b) reviewing premiums due for accuracy and allocation to City activities;
c) providing the necessary information and reviewing insurance audits conducted by
carders; and
d) keeping abreast of changes and cost savings in insurance protection areas to
provide the City with maximum protection at reasonable premium rates.
To process all outgoing City Hall mail on a daily basis.
To improve supervisory skills of Finance Department personnel by:
a) meeting with supervisory staff on a regular basis;
b) having staff attend supervisory training sessions; and
c) utilizing team management techniques to facilitate the intradepartmental decision
making process.
To process the biweekly City payroll in an orderly and timely manner by:
a) reviewing departmental time sheets and authorizations;
b) distributing paychecks, pay remittances for direct deposit, and department payroll
reports biweekly on a timely basis;
c) assisting in administering a flexible benefits program in accordance with IRS
regulations;
d) disbursing payroll taxes and deductions to authorized agencies;
e) ensudng that payroll data is in accordance with two non-bargaining unit manuals and
five bargaining unit contracts;
f) submitting accurate quarterly payroll reports to federal and state agencies on a
timely basis; and
g) providing annual earnings statements (W-2's) to all City employees.
To continue the present system of limited centralized purchasing, within a decentralized
purchase order system, in accordance with prudent business practices and legal
requirements by:
a) utilizing centralized purchasing for vehicles, general office supplies and other
specialized items;
b) purchasing, distributing and maintaining an inventory of general office supplies in an
office stores operation;
c) identifying and processing purchase orders;
Finance Accounting, Payroll Services and Treasury
-30-
15.
16.
17.
18.
19.
20.
d) preparing blanket purchase orders;
e) requiring competitive bidding procedures for requests of a significant nature;
f) endeavoring to obtain quality goods, services and equipment at the lowest price; and
g) utilizing the State of Iowa purchasing contracts to the extent possible.
To provide general control and the necessary information for fiscal year-end accrual
accounting and insurance purposes by maintaining the current inventory of fixed assets
valued at $5,000 or more which include land, buildings and equipment.
To keep abreast of current methods and legislative changes in City financial areas by
attending meetings of the Iowa Municipal Finance Officers Association and by attending
the annual meeting of the Government Finance Officers Association.
To issue annual Form 1099 statements to payees and report the information to the
Internal Revenue Service.
To retain a college intern to assist with the annual audit preparation and other Finance
Department activities as needed.
To provide management of utility billing system by working directly with customer service
supervisor and billing staff.
To prepare monthly sales tax reports for various departments as required by the State of
Iowa.
BUDGET SUMMARY
PERSONNEL SUMMARY
Full-Time Equivalents
Part-Time Equivalents
Seasonal Equivalents
EXPENDITURE SUMMARY
Employee Expense
Supplies and Services
Capital Outlay
Subtotal
Non-Expense Accounts
TOTAL BUDGET
FUNDING SUMMARY
General Fund
Revenue Generated
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
5.00 7.00 7.00 7.00
1.00 1.25 1.25 1.25
.27 .27 .27 .27
$309,308 $450,546 $461,367 $494,459
141,262 274,654 289,312 307,356
4,226 1,511 1,210 4,765
$454,796 $696,711 $741,889 $806,580
13,587 - 13,994 - 13,071 - 13,695
$441,209 $682,717 $738,818 $792,885
$441,209 $682,717 $738,818 $793,885
$569,432 $ 86,003 $ 60,159 $ 24,266
Finance
-31- Accounting, PayrollServices and Treasury
PERFORMANCE FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Checks issued (accounts
payable)
Checks issued (payroll)
Pumhase orders issued
Calendar YTD W-2's Issued
Calendar YTD 1099's Issued
Mailings processed
Ambulance fees
Accounts receivable
beginning of year
Additions - charges
Subtractions
- Payments received
Accounts receivable
end of year
DMASWA Charges
Bills issued (charge
customers)
Accounts receivable
beginning of year
Additions - charges
Subtractions -
payments received
Accounts receivable,
end of year
Investments (Including cash)
Investments beginning
of year
Investments end of year
Net increase/decrease
Percentage of short-term
maturities
Investment Earnings
- net of fees
16,284 15,549 16,300 16,300 15,500
18,300 18,926 18,500 18,500 18,500
11,160 9,566 11,500 11,500 10,000
1,065
205
86,000 86,000 86,000 86,000 86,000
$263,594
984,107
-1,015,514
$232,187
1,860
$216,049
2,358,942
-2,247,053
$327,938
$60,887,859
$62,942,910
$2,055,051
63.46%
$3,526,585
$232,187
990,635
-960,465
$262,357
1,920
$327,938
2,493,444
-2,569,309
$252,073
$62,942,910
$70,759,228
$7,816,318
62.65%
$2,769,752
1,860 1,860 1,900
Finance Accounting, Payroll Services and Treasury
-32-
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Administration
Finance
Billing
GOAL
Provide for the receipt, recording and safekeeping of monies paid the City for utility purposes
and parking violations; and to Provide for a centralized utitity billing system for water, sewer and
refuse collection monthly fees.
DESCRIPTION
The Billing Activity( of the Finance Department serves as the depository for all utility and parking
violation City revenues. Monies are received and recorded, utility and Parking ticket charges
billed, and payments credited. This Activity is staffed by the Customer Service Supervisor,
Account Clerk, five full-time Cashiers and one part-time Cashier and is located on the first floor
of City Hail.
SERVICE OBJECTIVES
To provide for the receipt and recording of revenue by:
a) processing receipts and preparing related documentation for computer processing on
a daily basis;
b) responding to customers' written requests, and telephone and on-site complaints
within one working day;
preparing sales tax reports and other miscellaneous reports;
processing ACH direct payments and payments made directly to banks; and
working with a collection agency to pursue, process, and receipt delinquent
accounts.
c)
d)
e)
To serve the Operations and Maintenance, Water, and Water Pollution Control
Departments by:
a) providing monthly billings to alt water, sewer and refuse collection customers;
b) maintaining accurate records on charges, receivables and consumptions;
c) pursuing delinquent accounts to minimize the incidence and amount of uncollected
charges, and preparing and mailing delinquent notices;
d) maintaining the integrity of the automated billing system through daily updates of the
database for additions, deletions and changes for customers and meters;
e) verifying implementation of rate changes when approved; and
f) preparing bills and receipts for miscellaneous charges such as connection charges,
sewer contracts, recycling, fire sprinklers, yard waste, large item pickup, meters and
meter repair, cross connection control, and industrial pre treatment.
g) assisting in the implementation of new billing arrangements such as Pay As You
Throw (PAYT) for refuse.
Finance Billing
-33-
To provide for the receipt and recording of revenue generated from parking violation
fines by:
a) using an automated system to account for parking violations and process/record
ticket issuances, collections and releases on a daily basis;
b) preparing and mailing delinquent notices;
c) maintaining a tow list of owners with multiple outstanding violations;
d) listing defective meter claims to be checked by repair crew;
e) updating registered owner information with data from Iowa, Illinois, and Wisconsin
Departments of Transportation.
BUDGET SUMMARY
PERSONNEL SUMMARY
Full-Time Equivalents
Part-Time Equivalents
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
9.00 7.00 7.00 7.00
.75 .75 .75 .75
EXPENDITURE SUMMARY
Employee Expense $392,337
Supplies and Services 260,381
Capital Outlay 14,119
TOTAL BUDGET $666,837
FUNDING SUMMARY
General Fund
Revenue Generated
$304, 283 $329,243 $356,645
110,432 129,228 200,494
171 1,740 1,440
$414,877 $460,211 $558,579
$666,837 $414,877 $460,211 $558,579
$401,874 $409,572 $425,283 $539,189
PERFORMANCE MEASURES
Utility billing
Receipts
Water
Sewage
Refuse collection
Total
Net increase/decrease
Bills issued
Service interruption
notices issued
Meters in service
Parking fines collected
FY2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
$3,767,553 $3,797,845
3,481,659 3,629,184
1,751,918 1,776,664
$9,001,130 $9,203,693
+$26,178 +$202,563
241,782 248,601
14,819 14,712
20,550 20,500
$117,968 $162,377
Finance Billing
-34-
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Administration
Finance
Meter Reading and Service
GOAL
Provide a water meter reading system that will generate accurate charges for the consumer.
DESCRIPTION
The water system is divided into several meter-reading routes, which include approximately
20,500 meters. In addition to meter reading, this Activity provides for collection of delinquent
bills and performance of shut-offs, turn-ons and special readings of meters upon request.
Additional services include investigating illegal water usage, cleaning stop boxes if needed,
servicing frozen meters and handling flooded basements. This Activity is staffed by a Water
Meter Serviceworker and a Water Meter Inspector and utilizes contract services for meter
reading. The staff delivers mail from the Post Office Annex to City Hall daily and serves as a
courier for weekly bills and delinquent notices monthly.
SERVICE OBJECTIVES
1. To maintain accurate accounting of water usage for an efficient and effective revenue
production function by:
a. reading all residential meters on a monthly basis by utilizing a contractual reading
service;
b. reading all large consumption meters on a monthly basis;
c. providing shut-offs, turn-ons and special reads upon request; and
d. providing delinquent account shut-offs and turn-OhS.
Finance Meter Reading and Service
-35-
BUDGET SUMMARY
PERSONNEL SUMMARY
Full-Time Equivalents
EXPENDITURE SUMMARY
Employee Expense
Supplies and Services
Capital Outlay
Debt Service
TOTAL BUDGET
FUNDING SUMMARY
Water Utility Operations
Debt Service Fund
TOTAL
Revenue Generated
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
2.00 2.00 2.00
$ 88,948 $90,238 $ 99,874
121,048 130,150 130,569
17,880
294,445
$227,875 $220,388 $524,888
$224,796 $210,205 $227,693
3,079 10,183 297,195
$227,875 $220,388 $524,888
$294,445
2.00
$107,612
133,675
$241,287
$237,237
4,050
$241,287
PERFORMANCE MEASURES
Number of turn-ons and
shut-offs per month/moves
and non-payments
Number of special read
appointments and service
calls per month
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
550 500
750 800
Finance Meter Reading and Service
-36-
PROGRAM -
4 - POLICY & ADMINISTRATION
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 74 - Finance Department
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
]10 61010
450 6].010
010 61020
010 61030
010 61050
450 61050
450 61071
010 61091
010 6]092
010 6].310
450 613].0
010 61320
450 61320
010 61410
450 61410
010 61430
450 61430
0].0 6]450
450 61450
450 61620
010 61650
450 61650
TOTAL Wages
010 62010
450 62010
450 62011
0]0 62030
010 62050
010 62060
010 62061
010 62070
010 62090
010 62].10
010 62130
010 62150
FULL-TIME EMPLOYEES
FULL-TIME EMPLOYEES
PART-TIME EMPLOYEES
SEASONAL EMPLOYEES
OVERTIME PAY
OVERTIME PAY
HOLIDAY PAY-OVERTIME
SICK LEAVE PAYOFF
VACATION PAYOFF
IPERS
IPERS
SOCIAL SECURITY
SOCIAL SECURITY
HEALTH INSURANCE
HEALTH INSURANCE
WORKMENS' COMPENSATION
WORKMENS' COMPENSATION
LIFE INSURANCE
LIFE INSURANCE
SAFETY EQUIPMENT
EMPLOYEE PHYSICALS
EMPLOYEE PHYSICALS
and Benefits
OFFICE SUPPLIES
OFFICE SUPPLIES
UNIFORM PURCHASE'MAINT
POSTAGE AND SHIFPING
OFFICE EQUIPMENT MAINT
O/E MAINT CONTRACTS
DP EQUIP. MAINT CONTRACTS
OFFICE EQUIP RENTAL
PRINTING & BINDING
COPYING/REPRODUCTION
LEGAL NOTICES & ADS
COURT COSTS
467,181
65,508
52,962
3,561
12,017
572
196
596
8,644
30,115
3,811
41,480
5,066
83,011
12,298
636
1,402
754
95
790,
688
593
FY 2002 ACTUAL
FY 2003 BUDGET FY 2004 RECOMMENDED
501,508 538,225 567,071
67,576 71,699 75,780
50,375 62,594 64,019
5,941 4,441 4,654
8,138 7,000 7,000
245 2,975 3,060
62
32,189 34,950 36,690
3,903 4,294 4,533
43,104 46,838 49,170
5,193 5 713 6,031
81,803 94 762 120,628
11,832 13,538 ].7,233
592 573 588
1,282 750 773
788 1,077 1,134
95 143 152
34 50 50
390 150 150
15
815,067 889,772 958,716
6,686 6,016 5,443 5,679
6 47 100 100
454 765 538 796
56,405 56,326 68,249 73,709
95 440 444
75 75 75
659 675 1,060
95 105 110 110
15,436 10,808 20,175 17,040
1,647 1,488 1,906 i,703
4,549 3,364 3~803 3,879
100 100
PROGRAM - 4 - POLICY & ADMINISTRATION
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 74 - Finance Department
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
010 62170
010 62190
010 62202
010 62220
010 62290
010 62310
010 62320
450 62340
010 62360
450 62360
0]0 6242].
450 62421
010 62441
010 62443
450 62443
450 62511
450 62521
450 62528
010 62611
450 62614
450 62615
010 62660
010 62663
0].0 62669
010 62671
450 62671
010 62699
010 62722
010 62723
010 62726
010 62727
010 62731
090 62731
450 62731
010 62732
010 62756
SUBSCRIPTIONS-BOOKS-MAPS
DUES & MEMBERSHIPS
OFFICERS BOND
PROPERTY TAX
MISCELLANEOUS
TRAVEL-CONFERENCES
TRAVEL-CITY BUSINESS
MILEAGE/LOCAL TRANSP
EDUCATION & TRAINING
EDUCATION & TRAINING
TELEPHONE
TELEPHONE
INSURANCE, PROPERTY
GENERAL LIABILITY INS
GENERAL LIABILITY INS
FUEL, MOTOR VEHICLE
MOTOR VEHICLE MAINT.
MOTOR VEH. MAINT. OUTSOUR
MACH/EQUIP MAINTENANCE
EQUIP MAINT CONTRACT
MACH/EQUIP MAINT. OUTSOUR
DATA PROCESSING
SOFTWARE LICENSE EXP
PROGRAMMING
MISC OPERATING SUPPLIES
MISC OPERATING SUPPLIES
CASH SHORT AND OVER
INVESTMENT MGMT FEES
INVEST-CUSTODIAL FEE
AUDIT SERVICES
FINANCIAL SERVICE FEES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
TEMP HELP'-CONTRACT SERV.
SPIRIT RELATED EXPENSE
501
1,468
3,652
5,486
112
1,909
180
360
2,290
8,269
184
465
8,169
1,828
2,302
958
276
574
46,139
22,189
25,966
628
587
-2
105,879
22,814
29,379
19,444
5,791
3,079
5,744
256
FY 2002 ACTUAL
259
1,532
3,700
4,941
254
2,664
157
360
2,424
2,342
566
45
10,904
1,684
1,923
31
706
276
74
48,337
24,334
21,795
323
838
110,796
23,672
26,280
19,341
2,140
[0,183
35
FY 2003 BUDGET
592
1,175
3,825
4,796
175
4,255
450
380
2,100
100
2,658
465
10,500
1,700
2,624
1,006
30
290
190
44,026
26,767
22,633
375
1,019
115,000
24,000
24,300
24,500
5,407
2,750
FY 2004 RECOMMENDED
631
1,593
3,850
3OO
4,255
450
38O
2,600
100
2,891
59O
75
6,726
2,0].2
2,].92
741
3O
290
190
77,346
29,399
24,587
575
],019
110,000
27,000
32,850
23,000
50,893
4,050
PRQGRAM - 4 - POLICY & ADMINISTRATION
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 74 - Finance Department
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET
FY 2004 RECOMMENDED
450 62762 METER READING CONTR. 110,440 1].2,664 119,407 121,215
TOTAL Supplies and Services 522,690 515,228 549,109 636,525
620 63110 STORES-OFFICE 39,415 33,137 44,000 44,000
620 63111 LESS STORES-OFFICE -42,517 -39,185 -44,000 -44,000
010 63315 Less Payroll Overhead -13,587 -13,994 -13,07]. -13,695
TOTAL Admin/Overhead/Stores Gar -16,690 -20,042 -].3,071 -].3,695
010 71113 CALCULATORS 166 306 510 510
010 7].].20 PERIPHERALS, COMPUTER 1,000 6,000
010 71122 PRINTER 399
0].0 71123 SOFTWARE 12,509 119 540 540
450 71123 SOFTWARE 3,000
010 71124 MICRO-COMPUTER 2,162 2,955
010 71211 DESKS/CHAIRS 3,000 240 900 1,200
010 71215 STORAGE CABINETS I09 1,016
450 71312 VAN/PICKUP/WAG REPL 17,880
TOTAL Machinery and Equipment 36,225 1,682 5,950 11,205
090 74111 PRINCIPAL PAYMENT 278,445
090 74112 INTEREST PAYMENT 16,000
TOTAL Debt Service 294,445
880 91110 TO TRUST & AGENCY 119,106 145,878 43,872 80,000
TOTAL TRANSFERS OUT 119,10~ 145,878 43,872 80,000
TOTAL DEP/DIV: Finance Depar~men~ 1,451,924 1,457,8].3 1,770,077 1,672,751
FUND 010 GENERAL FUND
PROGRAM--ADMINI STRATION
ACT. ACCT ......... TITLE .........
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
FINANCE DEPARTMENT
FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
74100 43274 FEMA PUELIC ASSISTANCE 516,733 13,433 400,000
74100 52341 EGELHOF LEASE 270
74100 52390 LEASE, PROPERTY 32,725 35,700 11,900
74100 53302 MISCELLANEOUS REVENUE 15,496 954 1,000 1,000 1,000
74100 59210 FR COMMUNITY DEVELOPMENT 8,546 9,250 10,512 10,512 9,481
74100 59490 FR PARKING OPERATING 16,225 17,230
74100 59940 FR DMASWA 12,163 12,411 12,947 12,947 13,785
74700 59320 FR STORM SEWER CONSTRUCT. 123,999
74700 59450 FR WATER UTILITY 133,958 136,524 141,761 141,761 123,999
74700 59460 FR 'WPC OPERATING 133,958 136,524 141,761 141,761 123,999
74700 59470 FR REFUSE COLLECTION 133,958 136,524 141,761 141,761 123,999
I.~ 74700 59490 FR PARKING OPERATING 43,193
TOTAL FINANCE DEPARTMENT 971,306 495,575 485,442 861,642 563,455
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
74 FINANCE DEPARTMENT
FD JC WP-GR JOB CLASS
61010 Full Time Employee Expense
010 9325 GE-42
010 9275 GE~37
450 8700 GE-33
010 8850 GE-30
010 8900 GE-30
450 1725 OE-09
450 1750 OE-09
O10 0785 OE-06
010 0675 OE-05
TOTAL
FINANCE DIRECTOR
ASSISTANT FINANCE DIRECTOR
CUSTOMER SERVICE SUPERVISOR
FISCAL COORDINATOR
PURCHASING COORDINATOR
WATER METER SERVICEWORKER II
WATER METER INSPECTOR
ACCOUNT CLERK I
CASHIER (FINANCE)
FULL TIME EMPLOYEES
61020 Part Time Employee Expense
FY 2002 FY 2003 FY 2004
FTE BUDGET FTE BUDGET FTE BUDGET
1.00 70,554 1.00 75,419 1.00 81,870
1.00 49,484 1.00 56,862 1.00 61,707
1.00 47,388 1 ~00 51,587 1.00 53,084
1.00 40,448 1.00 43,078 1.00 44,735
1.00 39,892 1 .O0 42,659 1.00 43,892
1.00 33,773 1.00 36,021 1.00 37,898
1.00 33,638 1.00 35,678 1 .O0 37,882
4.00 116,199 4.00 124,069 4.00 129,201
5.00 1_36,100 5.00 144,551 5.00 152,582
16.00 567,476 16.00 609,924 16.00 642,851
010 8800 GE-30 ACCOUNTANT-PART TIME 0.75 25,475 0.75 27,797 0.60 25,316
010 0236 GE-24 SECRETARY-PARTTIME 0.50 14,674 0,50 15,169 0.60 17,528
010 0679 OE-05 CASHIER (FINANCE) 0.75 19,369 0.75 .!9,628 0.75 21,175
TOTAL PART TIME EMPLOYEES 2.00 59,518 2.00 62,594 1.95 64,019
61030 Seasonal Employee Expense
010 0650
NA-28 FINANCE INTERN-SEASONAL
TOTAL SEASONAL EMPLOYEES
TOTAL FINANCE DEPARTMENT
0.27 4,200 0.27 4,441 0.27 4,654
0.27 4,200 0.27 4,441 0.27 4,654
18.27 631,194 18.27 676,959 18.22 711,524
City Manager
PROGRAM: Administration
DEPARTMENT/DIVISION: City Manager's Office
RESPONSIBILITY: Michael C. Van Milligen, City Manager
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Administration and Operations
America's River
The City of Dubuque, in partnership with the Dubuque Area Chamber of Commeme, the
Dubuque County Historical Society, Dubuque County, the State of Iowa, and Platinum
Hospitality Corp., continues to shape Dubuque's dverfront renaissance. The Grand Harbor
Resort and Waterpark opened in December 2002. The National Mississippi River Museum and
Aquarium will open early summer 2003, and the Grand River Center is on schedule for a fall
2003 opening. Providing the framework for these anchor components is the Amedcan Trust
River's Edge Plaza and the Mississippi Riverwatk, which will open in the spring.
America's River at the Port of Dubuque offers the community an incredible opportunity to
showcase its most impressive natural asset, the Mississippi River. Since its inception, the
America's River project has grown significantly in size, scope and financial investment. As more
partnerships are developed and interest in the plan continues to increase, the revised America's
River project plan offers an extensive and comprehensive vision. The City has worked diligently
to acquire riverfront property, and there is an exciting initiative for a $5.5 million development of
the former Dubuque Star Brewery. We continue to meet with Durrant Architects about their plan
for a $45,000 sq. ft., mixed-use office building.
A ground-breaking ceremony - aided by 14 backhoes and volunteer backhoe drivers -was held
in July for the Grand River Center. It featured Iowa Gov. Tom Vilsack, legislative
representatives, America's River partners, and hundreds of guests. Construction has been
continuing on a healthy pace and the project has stayed on schedule.
The America's River project has seen an outpouring of local, state and national support,
including $40 million of funding from the State of Iowa's Vision Iowa program. This Vision Iowa
grant wilt help retain young adults in our community and attract toudsts to Iowa. With this
financial support, America's Riverwill provide educational, recreational and toudsm
opportunities for local residents and guests from across the globe.
An America's River marketing committee has been meeting for well over a year and has entered
into a contract with consultants Sprenger McCullough & Co. This Kansas City-based marketing,
public relations and advertising agency has partnered locally with Get Smart Design Co., to
introduce America's River to the convention and leisure traveler. Sprenger McCullough has
vast experience working with non-profit agencies to launch national promotions and is very
excited about the America's River campaign.
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Economic Development
The City Council has made economic growth for the community one of its short- and long-range
goals for the past few years. That vision, aJong with appropriate planning, has helped to spur
development throughout the community and set into motion significa0t business growth.
The America's River project continues to increase interest in redeveloping Dubuque's historic
downtown area. Downtown development activities included $1,043,000 in loans to support the
following projects: Cottingham and Butler's exterior and interior renovations of the Town Clock
Building, the Grand Opera House, the reuse of the Cooper Wagon Works Building to Bdcktown
Brewery, and Pepper Sprout restaurant. City loans will leverage more than $8.9 million in
investment downtown. A fa~;ade grant of $10,000 was given to Rob McCoy for a major
remodeling of his Main Street building into a bakery, and the Fischer Company received a
$10,000 fa~;ade grant.
Heartland Properties made a substantial investment in the downtown area with the purchase of
the former Walsh Stores building and the addition of 100 positions. Renovation work on that
property is evident as the facade undergoes a major facetift.
In 1997, the City purchased over 900 acres for development as industrial parks. Over a five-
year period, the City has committed in excess of $20 million to develop the parks and extend
utilities, opening up more property for pdvate development.
Kerper Boulevard offers 45 acres of highway- and mil-accessible industrial sites west of Kerper
Boulevard and north of the Smithfield property. Eagle Window & Door recently held a ribbon-
cutting event for its efficient, one-level facility on Kerper Boulevard. Flynn Ready-Mix Concrete
Co. also will be relocating on this site, along with the new facility for the City of Dubuque's
Operation and Maintenance Department. Quebecor Printing Company has announced plans to
expand its facility on Kerper Boulevard and add 100 positions.
The Dubuque Industrial Center West, which includes 220 acres of the former Dubuque County
Farm, has two new tenants. Book publisher McGraw-Hill will open a warehouse and distribution
center on its site, while adding ten new jobs. AIliant Energy will be constructing an operations
facility and sub-station. The DICW includes a 40,000 square foot spec building available
through the Greater Dubuque Development Corp.
The Dubuque Technology Park, a 118-acre site located in the southeast corner of the
intersection of U.S. Highway 61 and Lake Eleanor Road, is providing a home for businesses
such as McLeod USA, Cartegraph, Advanced Data-Comm., and Integraph.
Development of the 230 acres near Highway 20 and Cousins Road was initiated with the
extension of Seippel Road and the extension of sanitary sewer out to the landfill. Forty-six
acres were transferred to the Fischer Companies as part of a land swap/sale for property in the
Fourth Street Peninsula. Additional development of the new industrial parks was made possible
with the extensions of sanitary sewer and water services to the sites. A change in priodty is
being proposed through this year's budget process to first develop the Bergfeld property. This
is consistent with the City Council's priorities.
Planned and Orderly Growth
Planning Services staff continues to support the City Council, Zoning Advisory Commission,
Zoning Board of Adjustment, Long Range Planning Advisory Commission, Historic Preservation
Commission, Downtown Planning Committee, Joint City/County Planning Committee, Port of
Dubuque Design Review Committee and Development Review Committee at their meetings.
Planning Services staff will continue to participate on the DMATS Technical Advisory
Committee, Hazard Mitigation Task Force, 4th Street Peninsula In-House Work Group,
Customer Service Training Task Force, Historic Preservation Homeowner Grant Review
Committee, Historic Preservation Revolving Loan Review Committee, and Safety and Health
Committee~
Planning Services staff also will participate on the Community Health Center Committee,
Community Resource Center Committee, Wayfinding Signs Committee and the Arts Policy Task
Force. Planning Services staff will attend regional and statewide trail meetings as well.
Staff will continue to coordinate development review and code enforcement with other
departments, research text amendments to improve the Zoning and Subdivision Ordinances,
and help implement recommendations for one-stop development, permit consolidation, and
permit traCking.
Staff will continue proactive and complaint-based enforcement, coordinated enforcement with
other City departments and implementation of the Zoning Enforcement Program developed by
staff. Staff will continue to look for ways to strengthen zoning regulations and code compliance.
Staff will coordinate with City staff and design consultants to complete construction of the
extension of the Heron Pond Nature Trail and the Heritage Trail Extension, and the Riprow
Valley project. Staff also will oversee installation of five interpretive signs.
Staff will continue to seek additional grants for trails, historic preservation, downtown planning,
Shot Tower restoration, river~ront development and related projects. Staff will continue to assist
other departments and non-profit_agencies with grant applications as needed.
Staffwill continue to assist the Downtown Planning Committee with creation of a downtown
master plan. Staffwill continue to assist the Joint City/County Planning Committee with
preparation of an intergovernmental agreement for fringe area planning and development
standards.
Staff will continue to analyze voluntary annexation requests that are received, and to coordinate
an update of the 1996-1997 Annexation Study.
Planning Services staff will continue to implement programs and incentives for historic
preservation, including Historic Preservation Homeowner Grants, Historic Preservation
Revolving Loan Fund, and Historic District Public Improvement Program.
Park Development
As part of the City's Neighborhood Reinvestment Strategy, the Leisure Services Department
has examined existing parks, and reviewed structures, play equipment, landscaping, and
amenities in light of park user's needs. A seven-year plan was developed to renovate each
mini-park and neighborhood park in the system.
Fiscal Year 1994:
Fiscal Year 1995:
Summer 1996:
Fall of 1996:
Summer 1998:
Focused upon Avon and Comiskey Parks
Renovation of Hilltop Park
Improvements to Gay, Burden, and Madison Parks
Focused on Valley High and Jackson Parks
Improvements to Marshall and Jefferson Parks
Fiscal Year 1999:
Fiscal Year 2000:
Fiscal Year 2001:
FiscaJ Year 2002:
Fiscal Year 2003:
Fiscal Year 2007:
Improvements made to Allison-Henderson and Veteran's Memorial Parks
Eagle Point Park equipment was replaced
Falk and Miller-Riverview Parks targeted
Hillcrest and Cleveland Parks
Murphy and Flat Iron Parks.
Waller-Cooper Park
In the second phase of the study, the Leisure Services Department and Planning Services
Department worked together to identify community-wide needs for types and locations of new
parklands.
Some additions to the park system that have addressed some of the needs:
· Converted a car repair business at 2819 Pinard St. into Pinard Park.
· Converted an abandoned housing site at 508 Loras Boulevard into Rocco Buda Sr. Park.
Usha Park development has begun at the comer of Pennsylvania and the Northwest
ArtedaL
Development of Teddy Bear Park in Fiscal Year 1999 as a one-acre mini-park serving the
immediate neighborhood of the Sunnyslopes subdivision. Landscaping is complete, and
a dedication was held in spring 2001.
Worked with the school system to develop Valentine Park, which is an 11-acre property
owned by Dubuque Community Schools at the corner of Valentine and Cody Drives.
This area serves as an excellent neighborhood park facility while preserving a future site
for a school building. The park opened in the spring of 1999.
The Mercy Greenbelt, along Catfish Creek at the Northwest Arterial, is a 35-acre parcel of
land dedicated to public use as a part of the new Medical Associates development. It
will feature hiking paths and nature walks.
· Completed Northend Trail, an off-street hiking/biking trail from 22® St. to 32® St., by
using old rail line. This trail will eventually connec~ with Heritage Trail.
Waterworks Park is scheduled to be started in Fiscal Year 2005 as an exciting
component of the larger River~ront Plan, designed to attract a variety of users of ail ages
to the Hawthorne Street Peninsula and link via the Heritage Hike and Bike Trail to the
exciting riverfront development occurring as part of the America's River project.
Pyatigorsk Park, at 16t~ and Kerper Boulevard, is scheduled for development in Fiscal
Year 2005.
Started development of the Bergfeld Recreation Area, which includes fishing ponds, trail,
a pavilion, and rest rooms, located in the Dubuque Industrial Center West.
Welu Park, at the end of Welu Ddve, development is scheduled in Fiscal Year 2006 and is
to be developed as a mini park, including play equipment.
-46-
Crescent Park, off Crescent Ridge is also scheduled for FY 2006 and will include play
equipment, landscaping, and a sidewalk.
Harvest View Park, on Asbury Road between Dennis Kitchen Funeral Home and
Resurrection Church is a one-acre site scheduled for play equipment, landscaping,
sidewalk, and a gazebo in Fiscal Year 2004.
Transportation System
DMATS
The Dubuque Metropolitan Area Transportation Study, known as DMATS, is composed of staff
and elected officials of local governments charged with long-range transportation planning.
DMATS is focusing their attention and planning expertise on the significant challenges involved
in meeting the transportation needs of the future. Current projects include increasing safety and
capacity on US Highway 20, the continued development of the Southwest Arterial, and the
Downtown Dubuque Transit Alternatives Analysis.
DMATS and City staffs are coordinating with consultants to coordinate the many projects
currently underway on US Highway 20 (US 20). Improvements currently under study inctude
short-term intersection improvements to decrease side friction, traffic signal coordination, and a
long-range corridor study. The short-term improvements will increase capacity while still not
precluding an alternative to develop US 20 into a full-freeway design to meet future traffic
needs. An Air Quality grant was awarded to implement these delay-reducing improvements.
Mississippi River Bridge Crossinq
The location study and environmental assessment are complete and final design is underway.
The Iowa and Illinois Departments of Transportation (DOT) have selected the firm of Parsons of
Chicago, Illinois, in conjunction with WHKS of Dubuque, to perform the final design of the
bridge, bridge approaches, and roadway improvements.
The Iowa and Illinois DOT have selected the Tied-Arch design to proceed with final design (30%
completed). Cost estimates for the entire project are $165 million. This leaves a funding gap of
$130 million. The Iowa and Illinois DOT expect to authorize all funds for Phase I in federal fiscal
year (FFY) 2003. Phase I includes dght of way (ROW) acquisition and utility relocation in Iowa,
the complete design, and possibly some ROW acquisition in Illinois. The final design should be
completed in FFY 2004 at which time construction may begin.
The City and DMATS will continue working with Iowa and Itlinois DOT and federal legislators to
obtain additional funding for the completion of the bridge. Assuming funding can be secured for
the construction of the balance of the construction costs, it would be possible that the entire
project could be completed and opened to traffic by calendar year 2008.
US 20 Intersection Improvements
The consultant, Howard R. Green and Associates (HRG), is currently working on several
projects to increase the capacity of US 20 through Dubuque. These improvements are intended
to be a short-term solution to the existing and forecast congestion on US 20. HRG has multiple
contracts for the projects and is working under the combined guidance of City, DMATS, and
Iowa DOT staffs.
HRG is in the final design stage of the traffic signal coordination for the intersections on US 20
including Devon Ddve, the Midway Motel entrance, JFKJCedar Cross Road, Wacker Drive,
Century Drive, Crescent Ridge, NW Arterial, Olde Highway Road, and the New Menards. The
-47-
improvements will include new signal equipment, fiber-optic interconnect, and coordinated
timing. Construction is scheduled for completion by the end of October 2003.
The intersection improvements project includes the intersections of Devon Drive, Brunskill
Street, JFK/Cedar Cross Road, Wacker Drive, and Century Drive. Final plans are scheduled for
completion Spring 2003 with ROW acquisition (minor) beginning at that time. Improvements
may include additional turn lanes between NW Arterial and Olde Highway Road, raised
medians, and new alignments of intersections. Construction is scheduled for completion in
October 2004.
The concept of this project is to extend University Avenue to intersect with US 20 at the
Theisen's entrance. This is intended to relieve the complex and overloaded intersection of
JFK/Cedar Cross Road/University Avenue and US 20. This project is in the development
phase, and HRG is working on the Phase II environmental site assessments,
architectural/historical and archaeological reviews. A public meeting is scheduled for spring
2003 to solicit public input.
Iowa DOT has awarded a contract to HDR, Inc. to design the long-term (Year 2025)
improvements to US 20 from the Peosta Interchange to Devon Drive. The intent is to design
this improvement as a freeway, although right-of-way or other issues may preclude such a high
priority improvement. The desired outcome is a system that would provide adequate access
control and improved capacity for both local and through traffic. The study has been scaled
back due to budget concerns and is currently focused on the rural section of the project.
Currently no funding is provided for this construction project.
The Iowa DOT has established a Corridor Protection Zone on US 20 from Devon Drive to the
City of Peosta. The intent is to keep future major developments from encroaching into the
proposed future right-of-way, thereby causing addifionat right-of-way and relocation costs when
the project is built. The Iowa DOT Commission must approve any improvements proposed
within the Corridor, or the property must be acquired by the Iowa DOT.
Southwest Arterial
The City has taken over the administration of the Environmental Impact Statement (ELS) with
HDR and will carry it through to a Finding of No Significant Impact (FONSI).
In an effort to reduce the cost of the project, the project coordinating committee working with
HDR, has lowered the design speed and the interchanges for the phase I construction. This will
substantially reduce the grading cost and will limit a significant amount of environmental and
archaeological issues in the Corridor. ROW will be acquired for the future construction of a four-
lane divided highway and for the future interchanges when the need arises.
The environmental assessment work continues and is scheduled for completion in spring 2004.
Preliminary design will begin spring 2003 and take two years. Final design is scheduled to
begin spring 2005 and to be completed early in 2007. Construction may begin at that time
should the remaining funding be secured. Iowa DOT has programmed $21 million through 2006
and DMATS has programmed $7 million through 2009. Staff is currently working to raise the
additional estimated $43 million needed to complete the phase I construction by fall 2009.
Downtown Dubuque Transit Alternatives Analysis
The City has entered into a contract with URS/BRW of Minneapolis to perform this study to
examine transit alternatives to provide transit access to the Riverfront and increase circulation
throughout the downtown. DMATS staff is providing project management and helping to
coordinate with city staff. The study is currently in the public involvement phase and scheduled
-48-
for completion in 2003. It is the intent of the City and consultant to be prepared for a New Starts
submittal in August 2003. The findings of the study will be integrated with the City's downtown
development plan and the long-range transportation plan.
Street Improvements
In 1988, the community approved a local option sales tax, with a portion of the revenue
allocated to help defray property tax assessments. As a result, the City has been able to tackle
an ambitious multi-year effort to rebuild and to upgrade our surface transportation infrastructure
in all comers of the City. Prior to 1995, the City spent $2.1 million each year on the street
program. During the 1 l-year period from 1995 through the annually adopted five-year capital
improvement program through 2006, the City now averages more than $6 million annually in the
street program. This doesn't include asphalt overlays by City crews. In that 11-year period,
more than 50 percent of city streets will be resurfaced or reconstructed
In calendar 2001, 56 streets (9.78 miles) were paved with asphalt by the Operations and
Maintenance Department. This year, departmental crews paved 61 streets (10.43 miles).
Those streets are: Adair, Ambassador, Arabian Trail, Atlantic, Auburn, Buckskin, Buena Vista,
Clifford, Clydesdale, Concord, Cooper Place, Cottage, Custer (Auburn to Grandview),
Davenport, Delaware, Dexter, Dove (Waller to Bonson), Earl, Edith (Burden to Brunswick),
Embassy, Embassy West (Pennsylvania to Ambassador), English Lane, Ethel, Fenelon Place,
Fillmore, Focthill (JFK to Key Way), Gilmore, Goethe (Windsor to Sheridan), Hempstead, Ida,
Ideal, Key Largo, Keymeer, Kurt, Lagen, Lawther (Sheridan to Windsor), Leibe, Lowell, Marion,
McPoland, Meadow Lane (north of Dodge), Mineral (west of Devon), Mt. Carmel (Grandview to
Cannon), New Haven, Ogilby, Palm, Palomino, Prysi, Queen Extension, Raymond, Robin,
Ruann, Shetland, Southern (Samuel to Grandview), St. John (Hillcrest to Keymeer), Strauss
(Windsor to Burden), Tibey, Waller, Washington (north of Liebe),Woodrow, and Woodworth.
Since 1993, Operations and Maintenance Department crews have paved a total of 77.27
centerline miles of city streets - a quarter of Dubuque's total mileage.
Neighborhood Reinvestment Strategy
The City of Dubuque is strengthening its commitment to the quality of life in our neighborhoods.
The comprehensive Neighborhood Reinvestment Strategy is a concentrated effort to revitalize
Dubuque's neighborhoods. The Neighborhood Development Specialist, serves as a
communication link between the neighborhoods and various City departments, and works to
make City resources more responsive to specific neighborhoods needs and problems. For
example:
The Uptown Recreation Program is using our parks, churches, and schools to bring
youth recreation opportunities into targeted neighborhoods. The number of children
registered in this program grew from 128 in 1994 to 715 in 2002.
In 2002, more than 300 Dubuque youth participated 5,500 times in the City's After
School Recreation Program at Prescott and Audubon Schools. In addition, there were
more than 300 individuals who participated 4,039 times in the Open Gym Program. One
hundred forty children participated in the City-sponsored Four Mounds Summer Camp
that included eight separate one-week sessions.
Aisc, during the 2002 summer, 40 adult males participated in the Community Basketball
League, which is targeted for Iow-income residents.
Implementation of the Police Departmentls Community Oriented Policing Program continues to
have a positive impact on the neighborhoods. The COP officers are building relationships in the
community as they enlist the aide of other City departments to solve problems within their
neighborhoods through the building of trust relationships. The Crime Free Multi-Housing
Certification Program was held again in 2001 and 2002 to assist landlords in making their
properties safer through an applicant screening process, physical security measures and other
actions. The levet of high impact calls in the targeted areas remains stable following a sharp
decline after the beginning of the program. Recent violent crime statistics show a 31 percent
decrease in Dubuque since 1997.
The City has placed a new emphasis on personal empowerment in the neighborhoods, and is
seeing early success working with neighborhood groups to provide leadership training for
neighborhood association leaders. Two new neighborhood associations were organized in
2002 - the Langworthy District Neighborhood Association and the Broadway Extended
Neighborhood. A neighborhood newsletter is circulated to neighborhood association members
and others, and neighborhoods now have direct input into the allocation of Community
Development Block Grant Funds through the City's Community Development Advisory
Commission. The Commission membership now includes neighborhood leaders.
Since 1993, the City Council has annually adopted a comprehensive Consolidated Plan for
Housing and Community Development with both five-year and one-year guides for improving
housing conditions in Dubuque. A few of the ongoing neighborhood projects supported through
these programs include programs promoting homeownership, housing rehabilitation, and
operation of the Childhood Lead Paint Poisoning Prevention Program. Since 1992, the City's
partnership with ISU~Dubuque County Extension service has resulted in more than 300 families
purchasing their first home. Total private dollars invested in partnership with the City's
homebuyer programs during the year exceeded $1,520,000. 225 apartments and homes were
renovated with the City's housing rehabilitation programs with over $1.2 million in city funds,
which were matched by more than $3.9 million in private investment. This total included the
conversion of the Iowa Inn into Henry Stout Apartments.
This past year, the City of Dubuque received a $202,000 HOME Program grant for a
comprehensive rehabilitation project in the "Five Points~ area. The goal is to renovate 30
homes and rental units throughout a square-block area, with emphasis on exterior
improvements to restore the historic character of this turn-of-the-century neighborhood. A
variety of other funding sources will push the total reinvestment in this area to nearly $1 million
when completed in two years.
Dubuque365: Everyone's Neighborhood
In response to City Council concern over retaining workforce and welcoming newcomers to the
community, City staff has worked with Clarke College, Dubuque365.cem and others to develop
Dubuque365: Everyone's Neighborhood. From the initial community forum at Clarke College,
the concept has expanded to include welcoming and retaining newcomers, customer service
training to educate line-leveJ employees and managers, and a Community Action Academy to
provide an orientation program for residents.
Since Fiscal Year 2002, 59 community newcomers have graduated from three different
sessions of the Community Action Academy.
In these and many other ways, the City joins in partnership with neighborhood organizations,
individual families, community organizations, human service agencies, and business
organizations, to nurture and to improve the quality of life for all in our community.
Fiscal Responsibility
As public servants, City employees accept and honor the obligation to assure that our own
house is in order, so that we can take pdde in delivering quality City services at the towest
possible cost. Property tax was decreased by 5 percent for the average homeowner in Fiscal '
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Year 2003. While property taxes decreased, there was a 1 percent increase in sewer rates, a 2
percent water rate increase, and monthly refuse rates decreased by $.30 per month to $7.20
effective with implementation of the Pay As You Throw Program. In Fiscal Year 2003, the
average homeowner will pay $25.57 less for City Services than they did in Fiscal Year 1995,
including property taxes, sewer rates, water rates and refuse collection fees.
On a larger scale, we are pursuing a manda'~e of the City Council to review all City services.
This process includes reviewing each operation's methods, effectiveness, and cost efficiencies,
compared to other options such as outsouming, public-private partnerships, and incorporation of
new methods and technologies.
Technology Use
New technology is being adapted to increase operational efficiency in most City departments.
Some examples of the this new technology include:
An information-filled City of Dubuque web site that wilt make use of complaint-tracking
technology allowing an inquiry by the public to be followed through a department
Wide area computer networking utilizing state-of-the-art fiber optic and wireless
communication systems providing for efficient information exchange;
A multi-year plan to implement a computer-based Geographic Information System (GIS),
which will involve alt City departments and partner applications with Dubuque County
and with local utilities and businesses;
Implementation of permit tracking and complaint handling software;
The equipping of police vehicles with mobile computers, permitting instant access to
state vehicle records and other law enforcement databases; and
The use of document imaging to reduce storage space requirements and improve
access to City records, the creation of a web page; and
Updating and continuation of the successful and efficient papedess agenda system; and
Implementation of software tools and policies that will enable standard desktop
configurations throughout the City resulting in a highly maintainable and secure
computing environment.
The City of Dubuque is committed to delivering the highest quality of local government services
at the most reasonable cost. This is accomplished by planning to meet future needs, being
input-oriented, being problem solvers, and building partnerships.
FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004:
Master Site Planning
A planning process for identifying commercial land uses for the Port of Dubuque has been
completed. Efforts are now underway to continue redevelopment of the North and South Port.
This project is being undertaken as a joint public-private partnership in support of the America's
River project. This partnership includes membership from the Chamber of Commerce,
Dubuque County Historical Society, Greater Dubuque Development Corporation and Platinum
Hospitality. The City is in the process of negotiating the acquisition of property at the Port of
Dubuque. With assistance from the EDA, negotiations are underway to relocate the Adams
Company to an industrial site and to identify a developer for the Dubuque Star Brewery. The
City is also in the process of interviewing firms to assist With Brownfield analysis, remediation
and redevelopment for portions of the Port of Dubuque that were previously used as industrial
sites. This is being funded with EPA money. Leland Consulting has been contracted by the
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City to provide a downtown master plan to include the Port of Dubuque. This plan will help
identify important linkages between downtown and the Port of Dubuque development.
Riverfront Development
The $188 million America's River project partnership includes the State of Iowa's Vision Iowa
Board, Platinum Hospitality, Dubuque County Historical Society, Chamber of Commerce and
Dubuque County. The Grand Harbor Resort and Waterpark is completed, the Mississippi
Museum and Aquadum is expected to open in June 2003 and construction of the Grand River
Center is underway with an anticipated completion date of November 2003. Improvements to
Bell Street will include new light fixtures, street furniture, decorative railing, concrete sidewalk
treatments, improved signage and monument structures. Also included will be utility extensions
to service future development. Improvements to the Riverwalk include installation Of the
pavilion, the shade structures and creation of Ice Harbor Park. Construction of a vehicular and
pedestrian roadway at the west end of the Harbor will include historic lighting, railing and
streetscape furniture.
Other elements include the historic trail extension, removal of abandoned buildings and storage
tanks, Pyatigorsk Park, Waterworks park, sidewalk improvements to the Third Street Overpass
and aesthetic improvements to the remaining, exposed floodwall. Gateway improvements and
the Locust Street Connector compliment these efforts.
Grand River Center
Construction is underway for the Grand River Center, a 174,000 square foot conference facility.
This facility will include 44,000 square feet of on-site parking, a 30,000 square-foot exhibit hall,
12,000 square feet of meeting room space, 12,000 square feet of ballroom space, 12,000
square feet of indoor pre-function space, 13,000 square feet outdoor river view plaza adjacent
to the RivenNalk and 5,000 square foot city view plaza. The conference center will also feature
2,000 square foot dver room that extends over the Riverwalk and provides an immersion
experience for viewing the Mississippi River and the tri-state area.
Transit
Planning continues for the transportation component for the downtown and Port of Dubuque.
The City has contracted with URS to conduct a transportation alternatives analysis. This
analysis will use transit smart growth ideologies to provide alternatives to the construction of
new parking facilities in downtown. The City is also working with consultants to design new
transit, comfort stations in downtown and at the Port of Dubuque. These facilities will become
part of the overall effort to improve the quality of transportation in downtown and at the Port of
Dubuque. The City is also continuing the conversion of the delivery of services from the
Regional Transit Authority to the Keyline Transit system. It appears that two replacement transit
buses that are being purchased will be proposed as historic-type trolleys.
Wayfinding Signage
The City, in partnership with the Convention and Visitors Bureau (CVB), has received approval
of a new wayfinding system for Dubuque. Through color-ceded districts, the entire city will be
mapped out for visitor ease in locating shopping, recreation, riverfront, downtown, residential,
college and business facilities. The City Council approved the vehicular-focused system, which
includes six districts and work is underway with a consultant to finalize designs for the distdct
icons. The CVB will include production of color maps explaining the system. The wayfinding
committee will now be working on a pedestrian- focused system for the downtown and Port of
Dubuque areas.
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Customer Service Training
The City is working with Clarke College to provide a customer service training program for alt
City employees for the first time in over 10 years. This comprehensive, two-year program will
include front line training as well as team building exercises.
Arts Policy and Funding
In response to increased activity and interest from local arts and cultural organizations, the City
will be developing a policy for the promotion and funding of arts programs. Representatives
from several arts organizations including the Dubuque Cultural Alliance, ArTS Dubuque,
Dubuque Main Street and the Dubuque Area Chamber of Commerce will partner with the City in
this endeavor.
Homeownership Initiatives
City Council has established an objective of encouraging homeownership in the City's
downtown neighborhoods and the Housing and Community Development Department has
several initiatives that respond to this goal. There are currently a number of programs in place
to encourage homeownership.
In fiscal year 1995, the First Time Homebuyer Program was started using Section 8 Reserve
Funds to assist their participants in purchasing their first home. In fiscal year 1996, the program
was capitalized using Community Development Block Grant Funds and continues using these
funds today. The program is marketed directly to homebuyers by area lenders and realtors.
The City provides fifteen-year, interest-free down payment loans of $5,000, which are made as
second mortgages. A total of 138 families have purchased their first homes through these
programs to date.
The Local Housing Assistance Program (LHAP) was initiated in Fiscal Year 1998, with a
$150,000 grant from the Iowa Department of Economic Development. Moderate-income
families purchased their first homes in selected downtown neighborhoods and borrowed up to
$12,500 for down payment and rehabilitation costs. The interest rate charged was 4 percent. A
total of 18 families purchased their first homes through this program.
The City was successful in obtaining a grant for $3,690,619 to be spent over five years (Fiscal
Years 1998-2002) for lead paint hazard reduction and is designed to detect and eliminate lead
based paint hazards in 500 units.
The City was awarded a homebuyer assistance grant, in the amount of $350,000 from the
Federal Home Loan Bank in Fiscal Year 1999, in partnership with six area lenders. This
program was continued through award of an additional $230,000 FHLB application, which
became operational in Fiscal Year 2001. The new grant provided purchase and rehabilitation
assistance to families earning no more than 50% of area median income. To date, 63 families
have purchased new homes.
Speaking of homeownership, we became the first housing authority in Iowa to close a deal for a
Section 8 family to buy a home. New HUD regulations now allow us to use the rental
assistance as mortgage payments, paid directly to the lender. And by year-end, a second
Section 8 family had purchased their first home under this program.
CDBG funded rehabilitation assistance is provided to homeowners through various programs;
these include the Homeowner Rehab Program, providing long-term, Iow-interest loans; Sanitary
Sewer Program, designed for repair and connection to City sewers; Operation Paintbrush,
providing small grants for painting exteriors and Operation Upkeep, a program used only in
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downtown census tracts for homes identified as badly in need of extedor repairs. This has the
effect, especially for elderly households, of helping owners remain in their homes longer as well
as preserving and maintaining the appearance of neighborhoods.
The combination of current home purchase programs administered by Housing and Community
Development Department will provide an approximately $1,500,000 of outside investment in
homeownership in Fiscal Year 2003.
City Operational Reviews
Throughout Fiscal Years 2002 and 2003, the City will continue to work on the service reviews of
all municipal departments. Reviews were completed for Transit, and Operations and
Maintenance. Reviews currently underway include Health Services and Library. Reviews
scheduled for initiation this year include Fire, Disaster Services, Building Services, Legal, City
Clerk, Finance, Airport, and Engineering.
Stormwater Management
A significant rainfall event occurred in the spring of 1999 that resulted in a Presidential Disaster
Declaration for Dubuque County. The storm produced in excess of four feet of stormwater in
city streets and five feet of stormwater in basements resulting in flood damage to hundreds of
homes in the City of Dubuque. Another Presidential Disaster was declared again in June 2002
affecting many of the same homes. At the time of the 1999 flood, the City was in the process of
building a Stormwater Management Plan. In July 2001, HDR Engineering of Omaha, Neb., the
consulting firm hired by the City to produce the Drainage Basin Master Plan, presented its
findings to City Council. The study found over 1,150 homes and businesses are in the 100-year
floodplain.
The Drainage Basin Master Plan studied two key areas: North Forth of Catfish Creek and the
Bee Branch Drainage Area. North Fork Drainage Basin Solution includes providing additional
storage upstream of the Northwest Artedal by excavation (completed), increase channel
· capacity from Northwest Artedal to Pennsylvania Avenue and increase the capacity of drainage
at Rosemont and Keyway. Cost: $1.6 miltion. The Bee Branch Solution includes constructing a
150-foot wide, open channel floodway to increase stormwater flow capacity for the 100-year
event. This is the most cost effective solution to reduce the 100-year flooding in the lower
reaches of the Bee Branch. Cost: $17.1 million. Consultant selection for the alignment study
for the Bee Branch is underway. Once selected, the consultant will workwith a committee
made up of citizens and city staff to determine the most appropriate location for the open
channel.
Another solution involves the construction of a large upstream detention cell on Carter Road
(proposed in FY 2004 budget). This would also involve increasing the storage capacity of the
existing West 32® Street detention cell. Cost: $4.7 million. Staff is also working on analysis of
a maintenance program for detention cells in an effort to increase capacity.
A stormwater utility is being recommended to fund these improvements and the associated
operations and maintenance of the system.
Street Program
Prior to 1995, the City spent $2.1 million each year on the street program. During the 11-year
period from 1995 through the annually adopted five-year capital improvement program through
2006, the City now averages more than $7 million ar~nuatly in the street program. In that 11-
year pedod, more than 50 percent of city streets will be resurfaced or reconstructed. Last year,
53 streets (or 11.27 miles) were paved. This year, through the end of August, 33 streets have
been improved. Last Year 61 streets, or a total of 10.43 miles were paved.
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PROGRAM:
DEPARTMENT/DIVISION
RESPONSIBILITY:
Administration
City Manager's Office/Personnel
Randy Peck, Personnel Manager
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Occupational Safety
Pre-employment and random testing, as well as the required training, was previded to
employees covered by the Federal Drug and Alcohol Testing regulations.
In accordance with OSHA regulations, the required training and certification activities
were conducted for confined spaces and blood borne pathogens.
Health Care Committee
In October of 1992, the City of Dubuque established a Health Insurance Task Force to assist in
identifying ways to contain the increase in the cost of providing health insurance in a
cooperative working environment with union, non-bargaining, and management representatives.
In February of 1995, the City received a grant from the Tri-State Health Care Coalition to
provide financial assistance in examining and working together on health benefit issues. The
assistance was primarily in the form of consulting services provided by Mr. Bill Hembree of the
Health Research Institute. The Health Research Institute is a non-profit, independent research-
based organization providing health care cost containment and health improvement policy
planning assistance to major private and public employers, unions, and coalitions. One of the
first assignments of the Task Force was to develop its Mission, Vision and Goal Statement.
Following completion of this task, the Task Force focused its efforts on removing health
insurance from the collective bargaining process. In February of 1996, the City Council and all
of the City's collective bargaining units approved an agreement that removes health insurance
from the collective bargaining process until June 30, 2003, and places it in the hands of the
Joint Labor Management Health Care Committee, which is the new name for the Health
Insurance Task Force. The Health Care Committee has implemented a wellness program,
negotiated reduced rates for the life insurance program, and achieved a significant savings in
the prescription drug program through higher drug discounts and reduced administration and
dispensing fees. This year the Health Care Committee reduced the cost of obtaining benefit
consulting services by selecting a new benefit consultant and obtained a savings in the
prescription drug program by introducing higher co-pays and a drug formulary for all employees
with the exception of employees represented by the Firefighter's Association.
Civil Service Test Preparation
Department managere were assisted in the preparation of a variety of tests for Civil Service
positions.
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Career Development Employee Involvement Team
The Career Development Employee Involvement Team continues to receive requests for tuition
reimbursement. The tuition reimbursement program provides financial assistance to employees
who participate in course work or degree studies that reasonably relate to their current job
responsibilities or possible future City assignments.
Collective Bargaining
One contract was open for negotiations this year. The settlement was consistent with the City
Council wage guidelines.
FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004:
Health Care Committee
The Health Care Committee will continue to work toward accomplishing its goals and objectives.
A special challenge is forthcoming with a 35 percent increase in the self-insured cost of health
care. The committee will be called upon to consider improvements to mitigate some of this
increase.
Occupational Safety
The Safety and Health Committee will continue to meet on a regular basis to address a vadety
of safety issues. In addition, an evaluation to determine our level of compliance with OSHA
standards will be performed by a loss control expert.
The required training and re-certification activities will continue as it relates to confined spaces
and blood borne pathogens. The appropriate types of testing and training will continue in order
to meet the requirements of the drug and alcohol testing regulations.
Collective Bargaining
In Fiscal Year 2003, one collective bargaining agreement and in Fiscal Year 2004. four
collective bargaining agreements will be open for negotiations.
Labor Management Committees
Opportunities to use tabor management committees to address collective bargaining issues will
continue to be pursued.
Civil Service Testing
Assistance will continue to be provided to department managers in the preparation of tests for
Civil Service positions.
Leadership Training
Department Managers will participate in a leadership training program. Training topics will
include communications, supervision, teamwork, conflict resolution, negotiation skills, customer
service and dealing with change.
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Customer Service Training
City employees will participate in a customer service training program. The training program is
being developed with the assistance of the Leadership Education and Development Department
at Clarke College and a committee of City employees. Program content will be developed
consistent with the goals and objectives~of the customer service training program and in concert
with information received through the employee needs assessment. The customer service
training program will identify how departments will be held accountable for providing good
customer service.
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PROGRAM:
DEPARTMENT/DIVISION:
RESPONSIBILITY:
Administration
City Manager's Office
Susan Gwiasda,
Public Information Officer
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Public Relations
The Public Information Office works to enhance communications and increase public awareness
about programs and services provided by the City of Dubuque. Through special events, public
service announcements, press releases, serving on boards and committees, and other
methods, City services, projects, and activities have been showcased and publicized. The City
of Dubuque's Speaker Bureau continues to provide City staff as speakers to the community-
based civic group, agencies and organizations who seek more information about City services.
The Facility Tour program provides information to groups about City Hall and the Annex. in
addition to the other City departments.
Internal Communication
The Public Information Office coordinates orientation programs for new division and department
managers, as well as for new City Council members. More than a dozen retiring City
employees were presented with "Memory Books," in recognition of their work for the City of
Dubuque. Ail City employees receive the Spirit Times employee newsletter, which is distributed
with paychecks and edited by the Public Information Officer. The annual Employee Recognition
Luncheon, organized by the Employee Recognition Task Force, is held every April and
commends City employees for their contributions to an effective and efficient local government.
Employees are recognized for their years of service (in five-year milestones) and given an
employee gift. The luncheon, which features department and division manager as the food
servers on two separate shifts, is experiencing increasing attendance each year.
External Communication
The City's news, updates, and important information is distributed directly to Dubuque residents
through City Focus, the quarterly newsletter of the City of Dubuque. City Focus was completely
redesigned with a larger, easier-to-read format, four-color photos and graphics, and shorter
stories. The response has been overwhelmingly positive. Additionally, the Public Information
Office has booklets, maps, and brochures available for distribufion: The office continues to seek
local, state, and national recognition for City staff and departments by featuring innovative
projects and employees in award applications. The Public Information Officer and the
Information Services Manager monitor the City of Dubuque web site, which was launched in
April 2002 and continues to attract web surfers. This user-friendly web site provides a 24-hour
City Hall filled with information, ordinance, forms, and e-mail addresses for enhanced customer
service.
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Media Relations
The Public Information Office provides a central contact for all media inquiries and information-
seeking, and acts as a liaison between media and interview requests. Press releases
concerning City services, updates, and announcements are issued on a regular basis.
Additionally, the Public Information Officer routinely contacts local media to keep up-to-date
media contact lists, and to determine immediate and future information needs.
Partnerships
The Public Information Office continues to work closely with the Dubuque Area Chamber of
Commerce, (he Dubuque County Historical Society, Platinum Hospitality Group, and Dubuque
County on many facets of the America's River project. Additionally, the Public Information
Officer serves on the America's River marketing committee, which is focused on attracting
leisure and convention travelers to the Port of Dubuque.
The Public Information Officer also serves on the Grand Excursion planning committee, which is
working to prepare the community for a the 150th anniversary of the original Grand Excursion.
The Grand Excursion is a flotilla of excursion vessels coming from the Quad Cities on its way to
the Twin Cities. The event could attract as many as 40,000 people to Dubuque. Additionally,
the Public Information Officer serves on the Convention and Visitors Bureau Advisory Board,
which has conducted several successful tourism-marketing campaigns and initiated a Disney
Institute-based customer-service training initiative with Clarke College.
Dubuque365: Everyone's Neighborhood
The Public Information Officer serves as a board member of Dubuque365: Everyone's
Neighborhood Board of Directors. The organization serves to bring together volunteers from
other agencies and organizations with a goal of improving the quality of life of all Dubuque
residents. One of the organization's challenges has been increasing the community's
welcoming response to newcomers. Initiatives that have evolved from the organization include
a mentoring program, special events, and a Community Action Academy.
Other Committees/Boards
The Public Information Officer serves on the Main Street Ltd. Downtown Business P.M. Sub-
Committee, the Girl Scouts Nominating Committee, the Women's Awareness Day Planning
Committee, Finley Women's & Children's Advisory Group; and a member of the Fdends of the
Community.
Special Events
The Public Information Officer coordinated several special events, often in conjunction with
other departments and partner agencies. Many of these events acknowledged a significant
milestone for a project, or provided information about a department initiative. These events
included
Trois-Rivi8res Delegation Visit - November 2002
Legislative Dinner - November 2002
Faces & Voices: A Cultural Celebration - November 2002
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Bergfeld Recreation Area Dedication Ceremony - October 2002
Stormwater Utility Input Session/Informational Programming - October 2002
Dubuque Area Lifetime Center
Washington Junior High School
Hempstead High School
Alliant Energy Amphitheater Ribbon-Cutting - October 2002
Boards and Commissions Orientation - October 2002
Northwest Artedal Ribbon-Cutting - September 2002
Community Action Academy - City/County Services Seminar - September 2002
Women's Awareness Day - September 2002
America's River partnership with consultants Sprenger McCullough & Co. - September 2002
Pay As You Throw marketing campaign - August/September 2002
Washington D.C. Congressional Staff Visit - August 2002
Port of Dubuque Developer's Luncheo~ - August 2002
Main Street Rededication Ceremony - July 2002
Boards and Commissions Picnic - July 2002
Education and Conference Center Groundbreaking - June 2002
Fengler Street Bddge Ribbon-Cutting - June 2002
Vision Iowa Board Meeting host site - May 2002
City Expo/Business P.M./New Resident's Reception - Apdl 2002
Employee Recognition Lunch - Apdl 2001
City of Dubuque Website Launching - April 2002
Disney Institute Training Experience - February 2002
Port of Dubuque Open House at the Carnegie-Stout Library - February 2002
FUTURE INITIATIVE FOR FISCAL YEARS 2003 and 2004:
Public Awareness
The Public Information Office will continue to enhance communication programs and increase
public awareness about City of Dubuque activities, programs, and services. The office will
continue to seek out local, state, and national awards recognizing superior service and
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innovative departmental programs. Expanding community partnerships and improving
communication with residents continues to be priority.
Publications
The Public Information is working towards publishing a "New Residents Guide to City Services."
This booklet will provide any Dubuque resident with information about City services and
Dubuque. The guide will be particularly helpful for those moving into the community, It will be
sent to all new residents and available for distribution. The office continues to work at updating
its current brochures and booklets.
Web Site
The official City of Dubuque web site was launched at City Expo 2002. During additional
phases of the web site, residents will be able to go on-line and engage in e-government
activities such as bill paying and on-line registration. These services will simply enhance - not
replace - existing face-to-face service offered by phone or personal visit to a particular
department.
Preparing for the Grand Excursion 2004
Through local partnerships with the Dubuque County Historical Society and the Dubuque Area
Chamber of Commerce, several volunteer committees have been established to prepare the
community for the June 2004 Grand Excursion. With as many as 40,000 guests anticipated to
arrive in Dubuque over a three-day period, there, are many logistical preparations and details to
be considered. Food, lodging, and activities are just a few of the concerns, as well as
transportation and traffic control.
All America City Application
The City of Dubuque is considering application for the All America City designation for the year
2004 or 2005. This extremely extensive award application will involve input from multiple
agencies and city staff.
Future Events
Marketing and event-planning for the America's River project, working together with marketing
consultants Sprenger McCullough & Co.
Highlighting and publicizing significant City of Dubuque milestones and progress
Continued efforts to improve media relations
Continued efforts to improve internal and external communications
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PROGRAM: Facilities and Environment
DEPARTMENT/DIVISION: City Manager's Office
RESPONSIBILITY: Jerelyn O'Connor
Neighborhood Development Specialist
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Neighborhood Association Capacity Building
During Fiscal Year 2002 and the beginning of Fiscal Year 2003, the Neighborhood Development
Specialist facilitated the development of two new neighborhood associations in the City of
Dubuque - Langworthy District Neighborhood Association and the Broadway Extended
Neighborhood. These associations have been active in promoting community building and
beautification efforts--neighborhood clean-up events, newsletters, neighborhood get-togethers,
and planned streetscape improvements.
The specialist has provided ongoing technical support at neighborhood association meetings
and events and is in attendance at nearly every neighborhood meeting and event. The
specialist has provided persons interested in organizing with an extensive resource manual
which provides information on everything from "reasons to organize" to sample by-laws.
In Fiscal Year 2002, leadership training was provided to four neighborhood organizations and
two non-profits. Neighborhood leaders attended neighborhoods conferences in Madison and
Waterloo and the National League of Cities "Your City's Families" Conference in Minneapolis.
Communication - Internal and External
Provide ongoing communication link with city services to eight neighborhood associations and
one additional group who has expressed interest in organizing a neighborhood association.
Production of an informational capacity building newsletter to neighborhood organizations and
city management team and various city commissions.
Continued participation in the City of Dubuque Internal Working Group--representatives
throughout the City organization who meet regularly to creatively solve neighborhood problems.
Recent issues addressed by the internal group have included vicious dogs, trash and garbage,
nuisance violations, and festival planning.
Participation in a number of committees charged with making recommendations for various
issues facing neighborhoods such as the Dubuque Historic District Design Guidelines Steering
Committee, Downtown Master Plan Committee, StormWater Public Input Committee, Bee
Branch Drainage Master Plan Consultant Selection Committee, Citizens Advisory Committee -
Stormwater Utility Project, Arts Policy and Funding Task Force, Zoning Ordinance Update Task
Force, and Erosion Control Task Force.
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Dubuque 365/£veryone's Neighborhood. The Neighborhood Development Specialist serves as
a board member of Dubuque 365/Everyone's Neighborhood Board of Directors. The
Organization serves to bring together volunteers from other agencies and organizations with a
goal of improving the quality of life of all Dubuque residents. One of the organization's
challenges has been increasing the community's welcoming response to newcomers to the
community. Initiatives that have evotved from the organization include a mentoring/concierge
program, special events, and a Community Action Academy. Since August 2001, 59 community
newcomers have graduated from three sessions of the Community Action Academy.
Participants were taken through a 9-week community orientation program that covered
everything from historic architecture to cultural enrichment to city services.
Planning and Organizing Activities
Participate in ongoing review with tl~e Community Development Advisory Commission on
implementation of the consolidated plan to achieve the goals and objectives.
Work with a number of city staff task forces to address issues of neighborhood concerns.
Assisted in the organization of the Cdme Free Multi-Housing Training, which was presented
again in April 2002.
Grants
Administered and promoted Neighborhood Grant Program encompassing 27 separate grants to
neighborhood associations and non-profit groups operating within the neighborhoods. Funded
projects included activities to support at-dsk youth and families, enrichment programs, art and
music programs, neighborhood newsletters, and neighborhood beautification projects and fairs.
Assisted vadous non-profit organizations with the preparation of grants for vadous programs for
youth activities and neighborhood improvement projects. The Historic Bluffs Neighborhood
Association received grant funding from the Dubuque Racing Association for the Loras
Boulevard Historic Light Project.
Partnerships
Involvement with school/city/neighborhood/service provider partnership efforts to promote
community education.
The Neighborhood Development Specialist serves as~ a member of numerous boards and
community task forces:
Project Concern Board of Directors
Community Y Board of Directors
YWCA Board of Directors
City of Dubuque Internal Working Group
Friends of the Community
Dubuque Community School Distdct Neighborhood Resource Committee
Dubuque Community School Distdct Career Technical Advisory Council
Community Outreach Partnership Advisory Committee
Housing Action Conference
Teen/Youth Center Planning Committee
Dubuque 365/Everyone's Neighborhood Board of Directors
Continuum of Care Advisory Board
Community Health Clinic Administrative Planning Committee
FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004:
Facilitate the development of two additional neighborhood associations in the City of
Dubuque.
Facilitate the organization of a ~Federation of Neigi~borhood Councils" as a forum to
further strengthen neighborhood associations and to provide a platform for addressing
common concerns among neighborhood associations.
Continued participation with other city staff in planning efforts for implementation of
stormwa~er management improvements, particularly with regard to soliciting
neighborhood input and minimizing negative neighborhood impacts of Bee Branch
Drainage Basin Plan Improvements.
Continued participation with community group exploring the desirability and feasibility of
establishing Dubuque as a "Community of Promise," in the model of America's Promise.
Provide assistance to two neighborhood associations to access Dubuque's new
Historic District Public Improvements Program for streetscape improvements in the West
11TM Street Historic District and the Cathedral Histodc District.
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PROGRAM:
DEPARTMENT/DIVISION:
RESPONSIBILITY:
Administration
City Manager's Office/Graphics
Tammy Gehling, Graphic Artist
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Comprehensive Plan Book
The Graphic Arts office has recently completed design on a new Comprehensive Plan book. It
is scheduled to be ready for distribution by the end of the 2002 calendar year.
Master Plan Book
Utilizing a format designed by a Minneapolis-based consulting firm, the graphic arts office
converted a Port of Dubuque master ptan document into a workable book-sized piece that was
produced this summer. The book is a 40+ page document outlining the goals and objectives for
the Port of Dubuque area.
America's River
The America's River project has consumed a great deal of the graphic artist's time this year.
She has been responsible for the design and production of a new Port of Dubuque booklet, the
America's River donor wall designs, updating of project photos, and more. Additionally, she
participated in the naming committee of the new conference center.
Fourth Street Parking Ramp
The Graphic Arts office has recently undertaken a vadety of projects designed to promote the
usage of the new Fourth Street Parking Ramp. These projects include the design and
production of posters, theater ticket inserts, and signage needs.
Garbage Changes
The City of Dubuque's new "Pay As You Throw' program was implemented this fall with
assistance from the Graphic Arts office. Flyers, posters, stickers, and illustrations were created
to assist the public with their knowledge and understanding of this new state-mandated
program.
For the first time, the City's graphic artist designed a Garbage Guide - a 112-page perfect-
bound book that was distributed to all residences in Dubuque and Delaware counties. The
Garbage Guide contained useful information regarding the City of Dubuque's new "Pay As You
Throw" program, as well as recycling information, composting how-to's, hazardous materials
information, and specialty services. The Garbage Guide was developed in conjunction with the
Dubuque Metropolitan Area Solid Waste Agency.
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Chamber of Commerce Business PM Invitation
As in previous years, the Dubuque Regional Airport hosted an after-hours Business PM,
complete with a hog mast complimenting the invitation designed by the Graphic Arts Office.
The Business PM invitation featured a four-color die cut pig illustration that included wings. The
copy for the invitation read as a recipe for an "old-fashioned hog mast."
Animal Control Van Decals
In an attempt to increase visibility and awareness, the Graphic Arts office designed a set of
animal-based decals and text (outlining the City's animal ordinance) for placement on the
Animal Control van. With the van undecorated, the Animal Control officer was experiencing
difficulties with fellow drivers not maintaining a safe distance from her van while driving (the
Animal Control van makes frequent stops). Since [he decals were added, this problem has
been minimized.
Web Site
The graphic artist played a' key role in the development of the official City of Dubuque Web Site
(which went live in April 2002). Working as a consultant, the graphic artist directed the vendor
in developing the look and design of the new web site. Color. font, photograph and other
selections were made with the input of the graphic artist. Additionally, the graphic artist played
(and continues to do so) an integral role in assisting departments and divisions place needed
visual materials on the site.
FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004:
The graphic artist is working closely with the Public Information Officer to develop a New
Resident Guide to City Services. This user-friendly publication would welcome newcomers to
Dubuque while providing helpful information and reference material.
Five Flags
The graphic artist is working with Five Flags staff to update the Five Flags logo, and provide a
consistent look to many Five Flags publications.
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CITY MANAGER'S OFFICE
Budget Highlights
FY 2003 FY 2004 Dollar
Adopted Recommended Chanfle
Employee Expense $ 811,132 $ 812.428 $ 1,296
Supplies and Services 252,145 257.723 5.578
CVB Loan 350 000 350.000
Machinery and Equipment 200 400 200
Total $ 1,063,477 $ 1,420551 $ 357,074
Less Admin. Overhead Recharges
Less Cable TV Charges
Less CDBG Charges
Less DRA Revenue to Suppor[ Loan
185.162 190,536 5.374
175.968 192.332 16,364
86,902 (86,902)
350.000 350.000
Property Tax Support
Percentlncrease (Decrease)
$ 615.445 $- 687,683 $ 72.238
11.7%
Decision Package
I of 9
This decision package provides an additional $500,000 for the start-up marketing effort for
America's River projects. The funds would be loaned to the CVB and payed back to the City
over a 10 year period through reduced Hotel/Motel taxes paid to the CVB. The America's River
Marketing Committee has developed a program to provide the necessary "introduction" to the
exciting new tourism and convention elements being added to the Riverfront, along with the
existing attractions that make Dubuque a unique experience for visitors.
Related Cost: $500,000 DRA Distribution - Non-Recurring
Property Tax impact: +$.3177/+3.12%
Activity: Administration
Recommended
$350.001oanfrom DRA
Gaming Revenues-ClP
Portion
2 of 9
This decision package provides funding to promote the Grand Excursion event scheduled for
July 27-29, 2004~ Dubuque and the America's River project Will host the largest steamboat
flotilla in 100 years and host communities need to provide seed money to support welcoming
events.
Related Cost: $25,000 Cable Fees-Non-Recurring
Activity: Public Information
Recommended $10,000
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3 of 9
This decision package increases publication of City Focus from quarterly to bi-monthly. City
Focus has a circulation of 25,500, which provides all residents with a copy via U.S. mail.
Related Cost: $14,000 Cable Fees- Recurring
Activity: Public Information
Not Recommended
4 of 9
This decision package provides funding to support application for the prestigious Ali-America
City Award for 2004. This national honor recognizes communities for their innovative approach
to problem solving, community involvement, and focus on youth. The application process is
extensive and requires the input of City staff and area organizations. After completing the initial
application, finalists are asked to travel to a designated City for a 20-minute presentation.
Related Cost: $20,000 Tax Funds- Non-Recurring
Property Tax Impact: +$.0128/+.13%
Activity: Public Information
Not Recommended
5 of 9
This decision package provides reconditioned, commercial grade treadmills for use by City
employees as part of the wellness program.
Related Cost: $3,200 Tax Funds- Non-Recurnng
Property Tax Impact: +$.0003/+.01%
Activity: Personnel Office
Not Recommended
6 of 9
This decision package provides for the purchase of a combination fax/printedscanner machine
in the Personnel Office to receive confidential information directly to the office.
Related Cost: $600 Tax Funds - Non-Recurring
Property Tax Impact: +$.0004/+.01%
Activity: Personnel Office
Not Recommended
7 of 9
This decision package provides for the purchase of one of the used Police vehicles for staff to
· use on official City business tdps. This will save on mileage expense and reduce staff reliance
on personal vehicles for business trips.
Related Cost: $11,000 Tax Funds - Non-Recurring
Property Tax Impact: +$.0070/+.07%
Activity: City Manager's Office
Not Recommended
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8 of 9
This decision package funds one session of the Community Action Academy, a nine week
course for new community members. The Neighborhood Development Specialist, Public
Information Officer, Human Rights Director, Police Chief and Community Development
Specialist serve on this board.
Related Cost: $1.500 Tax Funds - Recurring
Property Tax Impact: +$.0010/+.01%
Activity: Neighborhood Development
Not Recommended
9of9
This decision package provides for the purchase of a large tent (30' x 30') to be used for events
throughout the City organization. In the past the City has rented a tent for $300 to $700 per
rental.
Related Cost: $5,500 Cable Franchise- Non-Recurring
Activity: Public information
Not Recommended
Significant Line Items
Personnel Activity
1. The service contras with the Gallagher Byerly, Inc. relative to health, dental and life
insurance coverage for the City is recommended for $21,900.
Nei,qhborhood Development Activity
2. In Fiscal Year 2003 the Neighborhood Development Specialist position was moved to
the City Manager's Office as part of a reorganization of the Community and Economic
Development Office.
3. Pdnting and Binding of $1,500 provides for pdnting costs of the neighborhood newsletter
and resource matedal
4. Travel Professional Conference provides $1 500 for the Neighborhood Development
Specialist to attend the Neighborhood Reinvestment Institute's regional training
conference
City Mana,qer~s Office
5. Software license expense of $8,200 provides for the maintenance contract for Laserfiche
software used for documentation scanning and ratdeval.
6. Miscellaneous Services expense of $10.200 provides for maintenance of the City's web
page.
7. Miscellaneous expense of $3.140 cover the cost of catering public meetings, City
Council work sessions, employee coffees, and meeting room expense for the City
Manager sponsored events.
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Education and Training of $15,285 includes $10,000 for customer service training and
college course reimbursement per last year's approved decision package. The balance
of $5,285 provides for City Manager, Assistant City Manager, Office Manager and
Secretary training opportunities and Dale Carnegie training for department and division
managers.
Spirit related expense of $11,341 provides continuation of the employee recognition
luncheon, employee service gifts and task force programs.
10.
Consultant services expense of $20,000 provides for the annual strategic planning
session held with Department Managers, supervisory training and Department Manager
leadership training. The appropriation will be frozen for Fiscal Year 2004 (unfunded) due
to budget constraints. It is hoped that funding can be reinstated in next year's budget.
Administrative Services/Budqet Activity
11.
Miscellaneous expense of $2,650 provides the meals associated with budget work
sessions.
12.
Printing and Binding expense of $5,880 covers the cost of operating and capital budget
document printing, covers and tabs.
13. Overtime pay of $2,000 covers clerical support during budget preparation.
Public Information
14.
Miscellaneous operating supplies expense covers food and decorations for City Expo,
film supplies, and miscellaneous audio/visual products.
15.
Promotion expense is based on fiscal year 2002 expense to cover City Expo radio/print
advertising.
16.
Pdnting and Binding of $22,301 covers the cost of printing four quarterly issues of City
Focus, Speakers Bureau brochures. City Service Directories. vadous public information
pamphlets, and City Expo related printing.
-71-
City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2004-2008
PROGRAMIDEPT PROJECT DESCRIPTION
City Manager's Office Neighborhood Grants
SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGE
CDBG Grant $ 25,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 145,000 418
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Administration
City Manager's Office
Management
GOAL
Plan, organize and manage all activities of the City organization so as to provide leadership in
the implementation of policies and programs with the result that the goals and objectives are
.achieved with an optimal use of resources.
DESCRIPTION
The City Manager is employed by the City Council to serve as the chief administrative officer of
the City. In that capacity the City Manager is responsible by virtue of the Code of Iowa for all
personnel functions, enforcements of all laws, advising the City Council, delivery of City
services, supervision of all construction contracts, financial management and conducting the
general business affairs of the City. The Management Activity is staffed by the City Manager,
Assistant City Manager, Office Manager, and Secretary, and is located on the second floor of
City Hall.
SERVICE OBJECTIVES
To utilize the Guiding Principles of the Management Philosophy:
a) team members should take advantage of the valuable input that can be provided
by citizens and employees for departmental decision making;
b) team members' approach to issues should be to focus on what can be done to
solve the problem; and
c) team members can be more effective by developing partnerships with other
departments and outside organizations.
To appropriately initiate, refine, and continue programs, activities, and initiatives to
improve organizational wellness. Organizational wellness is defined as:
a) effectiveness of the organization in reaching its goals and objectives and
performing its mission; and
b) satisfaction of the members of the organization with their lives within the
organization.
To provide management, coordination, and direction to City departments and divisions in
accomplishing assigned responsibilities by meeting with department and division
managers on a regular basis, communicating City Council policies and City Manager
expectations, and establishing uniform Administrative Policies.
4. To represent the City in various economic development efforts and initiatives.
5. To maintain good working relationships with boards and commissions.
City Manager's Office Management
-73-
10.
11.
12.
13.
14.
15.
To inform the public of activities, problems, and issues through press releases, speakers
bureau engagements, City Focus articles, community meetings, budget information
meetings, and availability to the news media.
To actively seek public input to the Fiscal Year 2005 budget preparation process by
holding at least one public input meeting during September or October 2003.
To assist the City Council in overseeing operations by continuing to advise on matters of
impor[ance to the City government and community.
To establish a fiscal policy for preparing the Fiscal Year 2005 Operating Budget and
Fiscal Year 2005-2009 Capital Improvement Program (CIP) by recommending budget
preparation policy guidelines to the City Council during September 2003.
To provide a management plan for accomplishing City Council policies by preparing and
recommending the Fiscal Year 2005 Operating Budget based upon written objectives,
established performance measures and alternative funding levels by the first week in
January 2004.
To respond to citizen inquiries through a citizen complaint, referral and follow-up
procedure and initiating a response to most inquiries within twenty-four hours.
To identify issues facing the City, formulate responses and communicate these to the
City Council through agendas and briefing material for all regular and special meetings
three days prior to each meeting.
To assist the City Council in meeting City government physical development objectives
by presenting a recommended five-year Capital Improvement Program during January
2004.
To evaluate efforts toward implementing policies and meeting objectives.
To provide comprehensive administrative support to facilitate and improve operations by:
a) developing Administrative Policies and procedures;
b) conducting regular staff meetings with Department Managers' Team and
Management Team;
c) following up and coordinating Council referrals and special projects;
d) coordinating and monitoring projects and assignments which cross departmental
lines;
e) conducting research, drafting and reviewing resolutions, ordinances, and memos
for the City Council;
f) maintaining department managers' pending items lists, Council goals and
priorities status report, and calendar of events/meetings for City Council and City
administration;
g)
h)
scheduling City Council work sessions; and
scheduling joint meetings of City Council with legislators, boards and
commissions, and others.
City Manager's Office Management
-74-
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
To improvement the productivity and efficiency of operations by continuing
organizational development and team building with emphasis on development of
supervisory staff, improved intra and interdepartmental effectiveness through the use of
Employee Involvement Teams and maintenance of management skills and processes.
Team building efforts are directed at improving the effectiveness of the organization. It
does this by building trust, encouraging team work, removing organizational and
interpersonal barriers, which block effective accomplishment of objectives, improving
internal communications and building management and interpersonal skills and
capability (group process, conflict management, time management and communication
skills).
To obtain information and new ideas relating to City service delivery systems, solving
problems, and state and federal legislation and municipal policy by subscribing to
vadous professional periodicals, purchasing books and attending meetings of the.Iowa
League of Cities, Iowa City Management Association and International City?County
Management Association.
To provide liaisons with the Chamber of Commerce, Operation: New View, Convention
and Visitor's Bureau, Dubuque Racing Association, Greater Dubuque Development
Corporation, and other community organizations by representing the City at meetings
and serving on various boards and committees, which promote the best interest and
image of the City.
To assist the City Council in representing the City of Dubuque at the state and national
levels by actively participating in meetings of importance, preparing a state legislative
program and reviewing and commenting on state and federal legislation and regulations.
To provide for the continued professional development of the City Manager and
Assistant City Manager by providing for membership in the International City
Management Association and attendance at its.annual meeting.
To provide publications for distribution to the City Council and departments.
To provide clerical and general office support for the Management,
Budget/Administrative Services, Legislation, and Public Information Activities.
To keep City employees informed of significant events and happenings of interest by
collecting, preparing and distributing a biweekly employee newsletter.
TO investigate and adopt office technology which will increase and improve the
collection, analysis, and dissemination of management information and the production of
correspondence reports and other wdtten materials.
TO help shape the future of Dubuque by being responsive to the findings of the
Comprehensive Plan, in accordance with City Council goals and priorities.
To improve human relations in the community by working with the Human Rights
Commission to:
a) maintain a dialogue between people of color and the City administration;
b) better understand the needs, problems and concerns of people of color;
City Manager's Office Management
-75-
27.
c)
d)
e)
receive input and feedback on City programs;
voice the City's opposition to acts of prejudice, bigotry and intolerance and to
speak out for equality, fairness and justice for alt our citizens and visitors; and
develop, recommend and/or sponsor programs and activities to increase public
awareness of issues and concerns of people of color.
To continue to address current and future skill requirements, upgrade skills for
promotion, increase employee satisfaction and improve service to our customers by
providing financial assistance to employees who participate in course work that
reasonably relates to their current job responsibilities or possible future city assignments
($10,000).
BUDGET SUMMARY
FY 2001 FY 2002 FY 2003 FY 2003
ACTUAL ACTUAL BUDGET REVISED
Personnel Summary
Full-Time Equivalents
4.00 4.00 4.00
Expenditure Summary
Employee Expense
Supplies and Services
Capital Outlay
TOTAL BUDGET
$284,582 $313,111 $311,323
111,567 103,226 94,004
6,356 2,048
$402,504 $418.385 $405.327
Funding Summary
Cable TV Fund
General Fund
TOTAL BUDGET
$ 6,794 $ 7,872 $ 7.655
395,711 410,513 397,672
$402.504 $418,385 $405.327
Revenue Generated
$ 86.439 $ 92,985 $ 94,617
*CVB Loan - Marketing $350,000
FY 2004
RECOM'D
4.00
$342,003
460,012'
$802.015
$ 8,540
793,475
$802,015
$104,717
City Manager's Office Management
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PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Administration
City Manager's Office
Public Information
GOAL
The Public Information Office works to enhance communication and increase public awareness
about the activities, programs, and services provided by the Ci[y of Dubuque. Primary
audiences include Dubuque citizens, City of Dubuque government employees, community
organizations, volunteers, volunteer agencies, partners, news media, and governmental
associations.
DESCRIPTION
The Public Information Officer is responsible for managing the City's communication strategy,
goals, objectives, and program implementation for internal and external audiences. The Public
Information Officer works with the City Manager, City Departments and Division staff, and
related committees to develop and implement public relations and marketing strategies. To
strengthen the connection between Public Information and Graphics, the Graphic Artist has
joined the City Manager's Office and works directly with the Public Information Officer.
SERVICE OBJECTIVES
To ensure Dubuque citizens, volunteers, neighborhood associations, partners, and
community organizations are kept well informed of local government activities by:
a) implementing public relations service objectives;
b)
c)
d)
e)
customizing public relations and communication plans for City departments and
divisions;
publishing the City Focus newsletter;
planning special events, open houses, and activities; and
researching, wdting and publishing public information materials including news
releases, pamphlets, brochures, articles, and departmental requests.
2. Utilize local media and community organizations to promote City projects.
3. Facilitate development of department and division publications.
To provide public relations counsel to the City Manager, Assistant City Manager, and
departments/divisions in facilitating open communication and improving relationships
within the community to provide quality and timely customer service.
To' develop and produce special events to highlight local government activities and build
community spirit and celebrate success.
To update Public Information Office strategies and tactics to reflect priorities, goals, and
objectives identified by the City Council and City Manager.
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City Manager's Office Public Information
To utilize news media, publications, Internet and CityChannel8 to disseminate
information.
To facilitate media relations, crisis communication, and other public information training
for the City's Management Team.
9. To manage and promote the Speakers Bureau Program and Facility Tour Program.
To develop and implement informative, high-quality public affairs programming for
CityChannelS, the City government access cable channel by working with the Cable
Television Division and Assistant City Manager.
10.
To ensure that City employees are kept well informed of local government programs and
projects through communication efforts by:
a)
b)
c)
d)
a)
continuing to edit/proof the biweekly employee newsletter, the Spirit Times;
offering new employee orientations of City departments;
continuing to work with employees to provide public relations counsel;
developing partnerships throughout the City organization to enhance knowledge
of City priorities, projects, and communication; and
being an active member of Department Managers' Team and Management
Team.
11.
To recognize employee accomplishments by:
a) serving on the Employee Recognition Task Force;
b) encouraging and assisting departments to nominate their programs for national
and state association award recognition;
c) encouraging City departments to recognize their employees for outstanding
performance; and
d) recognizing retiring employees with a "Memory Book.~
12.
To develop and facilitate employee orientation program and receptions for Department
and Division Managers, at the direction of the City Manager.
13.
To develop and facilitate a City Council Orientation Program as requested by the City
Manager.
14.
To work with the Assistant City Manager, City Clerk and Corporation Counsel to develop
and implement an annual training program for City of Dubuque Board and Commission
members.
15.
To develop and maintain community partnerships as directed by City Manager with
Prescott Early Childhood Center, and other schools as requested.
16.
To serve as staff liaison to develop itineraries and host programming for delegate visits
from our sister cities in Handan, China, and Pyatigorsk, Russia.
17. To attend and participate in America's River marketing and planning meetings.
18.
To monitor the Dubuque Volunteer Corps, which has been incorporated into the
Volunteer Quest website, an effort coordinated by the Iowa State University Extension
Office.
a) Also continuing to coordinate volunteer inquiries and forwarding information to
specific departments.
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City Manager's Office Public Information
19. To participate in website development meetings to design, plan, and implement a City of
Dubuque website.
BUDGET SUMMARY
Personnel Summary
Full-Time Equivalents
Expenditure Summary
Employee Expense
Supplies and Services
TOTAL BUDGET
Funding Summary
Cable TV Fund
General Fund
TOTAL BUDGET
FY 2001 FY2002 FY2003
ACTUAL ACTUAL BUDGET
1.00 1.00 1.00
$ 46,910 $ 50,112 $ 56,541
61,323 53,604 57,806
$108,233 $103,715 $114,347
$ 86,898 $103,715 $114,347
21,335
$108,233 $103,715 $114,347
FY2003 FY 2004
REVISED RECOM'D
1.00
$ 62.622
60,312
$122.934
$122.934
$122.934
PERFORMANCE MEASURES
City Focus quarterly newsletter
(issued in July, October,
January, April)
(Copies issued)
Spirit Times (Editor) (Biweekly
employee newsletter)
News releases
Other publications for public
information
Stormwater Utility
Special events
Ribbon Cuttings, receptions,
etc.
City Speakers Bureau
presentations
Facility tours
"Memory Books" for retiring
employees
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
4 issues 4 issues 4 issues 4 issues 6 issues
25,500 25,500 25,000 25.500
26 26 26 26 26
75 67 75 70 70
1 I 1 I I
10 20 25 25 25
25 18 20 20 20
10 10 10 10 10
15 12 15 15 15
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City Manager's Office Public Information
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Administration
City Manager's Office
Administrative Services/Budget
GOAL
Promote the fiscal soundness and viability of government operations through the budget
process and to provide leadership in planning, organizing and managing the activities of the
Administrative Services Department.
DESCRIPTION
The Budget Officer/Administrative Services Manager is appointed by the City Manager and is
responsible for providing assistance in the fiscal management functions of City government
including operating budget and five-year Cap!tat Improvement Program development,
monitoring and controlling the operating and capital budgets, and undertaking special studies as
required. This position also serves as Manager of the Administrative Services Department,
including, Cable TV and Emergency Communications.
SERVICE OBJECTIVES
To provide management, coordination and direction to the Administrative Services
Department in accomplishing assigned responsibilities by:
a) meeting with division managers on a weekly basis to keep each other informed;
b) communicating City Council and City Manager policies and priorities;
c) establishing annual objectives and providing assistance/feedback as necessary;
d) coordinating inter and intradepartment work programs;
e) keeping the City Manager informed on progress/problems and anticipated
timeliness on high-priority projects; and
f) encouraging the personal and professional growth of division managers through
training programs and active membership/involvement in their professional
organizations.
To assist the City Manager in preparation and control of the operating budget by:
a) providing the analysis of department/division objectives, performance measures
and alternative funding levels necessary for sound budget decisions; and
b) maintaining a current overview of available fund balances to insure the monies
necessary to support a one-year operating budget estimate, a five-year capital
budget estimate and a working cash reserve are preserved.
To monitor the annual operating budget for expense and revenue patterns, reporting
major variances, estimating year-end balances to maximize use of uncommitted
balances, and undertaking a five-year operating budget projection to provide a
framework for the fiscal policy guidelines and five-year Capital Improvement Plan.
City Manager's Office Administrative Services/Budget
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To prepare the forms, tables and explanations required for publication of the proposed
budget prior to public hearing, preparing the documents necessary for the City Council's
review and adoption of the budget, and preparing the documents necessary to certify the
property tax levy for Fiscal Year 2005 to the County Auditor by March 15, 2004.
To encourage productivity efforts in City government by:
a) participating in the team building process and training;
b) disseminating information on new techniques/technology that may provide a
means to improved efficiency/effectiveness of City operations; and
c) utilizing innovative budgeting techniques which improve the resource allocation
process and provide the City Manager and City Council with the best possible
decision-making tools.
To identify budget issues common to the larger cities in Iowa and address these by
actively participating in quarterly Budget Forum meetings to:
a) maintain close working relationships with other cities' budget personnel;
b) provide the mechanism for large city input to the City Finance Committee,
League of Iowa Municipalities and state agencies; and
c) share information on budgeting techniques and state and federal actions
impacting city budgets.
To initiate response to budget-related inquiries for the public, City Council and City
administration within twenty-four hours of receiving such inquiries.
BUDGET SUMMARY
Personnel Summary
Full-Time Equivalents
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
1.00 1.00 1.00
Expenditure Summary
Employee Expense $ 95,216 $ 99,888 $108,499
Supplies and Services 12,496 15,245 14,443
Capital Outlay 820 232 200
TQTAL BUDGET $108,532 $115,366 $123,142
Funding Summary
General Fund
Revenue Generated
$108,532 $115,366 $123,142
$ 24,484 $ 24,484 $ 29,549
1.00
$118,331
14,609
200
$133,140
$133,140
$133,140
City Manager's Office Administrative Services/Budget
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PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Administration
City Manager's Office
Personnel
GOAL
Administer a centralized personnel program that will meet the needs of ail departments as well
as provide leadership in planning, organizing, and managing the activities of the Personnel
Office.
DESCRIPTION
The Personnel Activity has responsibility for carrying out all activities essential to the effective
administration of the personnel function. The Personnel Activity has direct responsibility for
administering the position classification and pay plan; assisting operating departments in the
areas of recruitment, selection, placement and training of employees; representing the City in
collective bargaining with five employee unions and administering union contracts; maintaining
centralized personnel records; and administering all benefits. The Personnel Activity is staffed
by the Personnel Manager, Personnel Assistant and Secretary and is located on the first floor of
City Hall.
SERVICE OBJECTIVES
To provide management, coordination and direction of the Personnel Office in
accomplishing assigned responsibilities by:
a)
b)
c)
d)
e)
communicating City Council and City Manager policies and priorities;
establishing annual objectives and providing assistance/feedback as necessary;
coordinating inter and intradepartment work programs;
keeping the City Manager informed on progress/problems and anticipated
timeliness on high-priority projects; and
encouraging the personal and professional growth of employees through training
programs and active membership/involvement in their professional organizations.
To insure fair, equitable and uniform treatment of bargaining unit employees and to
insure uninterrupted City operations by:
a) providing a centralized service of union contract and personnel manual
interpretation and administration, including assistance in grievance handling on
an ongoing basis;
b) representing the City in negotiations with its certified bargaining units and
concluding the bargaining process by March 14, 2004;
c) conducting informational meetings to discuss contract changes with the
appropriate department and division managers.
City Manager's Office Personnel
-82-
9.
10.
11.
12.
13.
To insure proper pay for non-bargaining unit employees by administering the position
classification and pay plan and performing job audits within thirty days of receipt of a
request.
To assist in developing efficient and effective City operations by:
a) screening applicants and providing departments with lists, of qualified candidates
for vadous positions; and
b) conducting background checks on applicants referred by department managers.
To insure employee confidence in the personnel function by initiating fair, direct and
consistent responses to employee inquiries within twenty-four hours.
To promote and provide a safe and healthy work environment for all employees and to
reduce the cost related to workers' compensation claims by:
a) providing monthly loss analysis reports to all departments; and
b) providing safety training and on-site safety and health inspections of City facilities
and operations by a loss control expert ($2;500).
To reduce the City's liability in unemployment insurance compensation claims by:
a) reassigning seasonal employees whenever possible to avoid the continued hiring
of seasonal employees in some departments while they are being laid off in other
departments;
b) instructing supervisors in correct separation procedures;
c) responding to claims for unemployment compensation in a timely manner;
d) representing the City at fact finding and appeal hearings; and
e) verifying all charges made to the City's unemployment insurance account.
To provide for unemployment insurance to meet state requirements ($15,000).
To provide counseling to City employees with particular emphaSis on career
advancement opportunities for minorities and women.
To meet the requirements of the City's Affirmative Action Plan by insudng that equal
employment opportunities are provided to all applicants and employees.
To attract and retain qualified employees by providing leadership and general
administrative support for an efficient personnel program by providing ancillary activities
such as clerical support, personnel records management and coordination of retirement,
pension and insurance benefits.
To assist in minimizing the annual turnover rate by:
a) providing advice and assistance to department managers and supervisors on
appropriate discipline and grievance procedures;
b) obtaining information on employee job satisfaction and needs through exit
interviews of individuals leaving City employment; and
c) providing information to employees on rules and regulations and employee
benefits.
To meet statutory requirements for impasse procedures by providing for the City's share
of fact-finding and arbitration costs.
City Manager's Office Personnel
-83-
14.
15.
16.
17.
18.
19.
20.
21.
To better meet the information and decision-making needs of personnel management by
refining and enhancing the computerized personnel system and utilizing a network
computer for daily information retrieval and update.
To improve human relations within the City organization and with our customers by
continuing to provide sensitivity training for those employees who have regular
interaction with the public ($3,000).
To continue the Employee Assistance Program by providing a purchase of service
agreement ($5,300) for technical assistance, assessment, training and educational
activities. The Employee Assistance Program is a confidential and professional
resource available to employees who may be experiencing behavioral or health
problems such as alcoholism, drug dependency and emotional, legal, financial,
gambling, family and marital problems. The Employee Assistance counselor's help
employees identify behavioral and health issues, refer them to the proper community
agencies for help and provide support and follow-up activities.
To ?ontinue the service agreement with Gallagher Benefit Services, Inc. ($21,000) to
assist us in monitoring the performance of our medical indemnity, life, weekly disability,
dental and prescription drug insurance programs. The services provided will include
consultation, analysis of claims experience, and implementation of benefit changes,
~egotiations with insurance companies and third party administrators and prepar ng
~nsurance plan documents.
To fund a flexible benefit plan to allow employees to set aside each year a portion of
their salary on a pre-tax basis to purchase dependent dental coverage, dependent,care
services, and certain health care coverage that is not paid for by the City's insurance
plan.
To meet the State of Iowa, Insurance Division, requirements by purchasing the services
of a certified actuary to conduct a financial analysis of the self-funded health insurance
plans to determine the adequacy of the health insurance reserve ($900).
To continue the comprehensive wellness program by promoting measures and programs
designed to encourage behavioral and environmental changes, eliminate risk hazards,
and raise individual fitness and good health.
To implement the federal drug testing standards by entering into an agreement with the
Iowa Association of Municipal Utilities to obtain drug testing services ($5,563).
City Manager's Office Personnel
-84-
BUDGET SUMMARY
Personnel Summary
Full-Time Equivalents
Expenditure Summary
Emp[oyee Expense
Supplies and Services
Capitat Outlay
TOTAL BUDGET
Funding Summary
General Fund
TOTAL BUDGET
Revenue Generated
FY 200'1 FY 2002 FY 2003 FY 2003
ACTUAL ACTUAL BUDGET REVISED
3.00 3.00 3.00
FY 2004
RECOM'D
3.00
$168,836 $186,786 $216,597 $234,308
50,646 52,752 62,992 67,559
823 1,063
$220,306 $239,600 $279,589 $301,867
$220,306 $239,600 $279,589 $301,867
$220,306 $239,600 $279,589 $301,867
$318,402 $59,220 $ 60,996 $ 54,224
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Response time to employee 24 24 24 24 24
information requests (hours)
Completion date of collective 2/00 3/02 N/A N/A 3/04
bargaining
Response time to job audit 30 30 30 30 30
requests (days)
City Manager's Office Personnel
-85-
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Facilities and Environment
City Manager's Office
Neighborhood Development
GOAL
Develop strong neighborhoods by empowering neighborhood associations and residents to
identify and address quality-of-life partnerships with the City.
DESCRIPTION
This Activity helps neighborhoods to organize and to develop the resources needed to create
and maintain a vital community. The Neighborhood Development Specialist works closely with
citizens to determine the priorities of each neighborhood and to collaborate in fi0ding the best
way to meet those priorities. This approach focuses on citizen involvement, leveraging
resources, and establishing positive relationships through communication. This Activity is
staffed by the Neighborhood Development Specialist.
SERVICE OBJECTIVES
To initiate a planning and goal setting process with neighborhood associations with the
goat of increasing the effectiveness of the neighborhood associations.
To coordinate the implementation of the City's neighborhood investment strategy by
facilitating collaboration between departments, neighborhoods and community
organizations, human service agencies and the business community; helping to organize
and involve citizens; promoting neighborhood self-help programs; and undertaking
related projects.
To develop usable guides to assist citizens in planning, organizing and carrying out
neighborhood projects.
To produce and distribute a newsletter to inform neighborhood leaders, City
departments, and other interested parties about neighborhood activities and resources.
To review and revise the City's neighborhood grant programs in collaboration with the
Community Development Advisory Commission and neighborhood groups.
To assist other City departments in planning and implementation of projects and
programs to strengthen neighborhoods.
Facilitate the organization of a "Federation of Neighborhood Councils" to receive input
from neighborhood leadership, foster communication between neighborhood
associations, identify issues of common concerns, and strengthen all neighborhoods.
8. Provide technical assistance and a communication link to neighborhood associations by
City Manager's Office Neighborhood Development
-86-
Attending their meetings and events.
Participate in ongoing review with the Community Development Advisory Commission
on implementation of the consolidated plan to achieve the goals and objectives.
10.
Participate in the City of Dubuque Internal Working Group - representatives throughout
the City organization who meet regularly to creatively solve neighborhood problems.
11.
Promote and administer the Neighborhood Grant Program, which provides funding for
neighborhood improvement projects for neighborhood associations and non-profit
organizations.
12.
Participate with other city staff in planning efforts for implementation of stormwater
management improvements.
BUDGET SUMMARY
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
Personnel Summary
Full-Time Equivalents
1.00 1.00 1.00 1.00
Expenditure Summary
Employee Expense
Supplies and Services
Machinery and Equipment
TOTAL BUDGET
$53,664 $62,842 $65,152 $72,123
18,891 18,414 21,750 22,631
1,334
$72,556 $82,414 $86,902 $94,754
Funding Summary
Community Development
Block Grant Fund
$72,556 $82,590 $86,902 $94,754
PERFORMANCE MEASURES
Neighborhood leadership
training sessions
Facilitate Neighborhood
Association planning process
Neighborhood projects
City newsletters produced
Neighborhood guides written
Cross-departmental projects
Neighborhood organizations
assisted
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
8 6
1 1
5 6
1 2
I I 1
8 8 8
8 6 6
I 1 1
6 6 8
6 6 7 7 8
City Manager's Office Neighborhood Development
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Administration
City Manager's Office
Graphic Arts
GOAL
Provide more effective and efficient presentation of information by utilizing design and layout
software and other tools to produce well designed documents and presentation graphics.
DESCRIPTION
The Graphic Arts activity uses computer-based equipment, sof~ware, and other tools to provide
sophisticated electronic files designed to enhance the appearance of forms, reports, visual aids
and presentation materials for all City departments and divisions. This activity is staffed by one
full-time graphic artist.
SERVICE OBJECTIVES
To allow in-house control over the publishing process by utilizing a microcomputer,
scanner, PostScript printer, software and a trained Graphic Artist to electronically
produce publishable documents (i.e., brochures, newsletter, flyers, budgets, reports).
To utilize graphic design software to achieve:
a)
b)
c)
d)
e)
0
g)
h)
rapid creation and revision of documents;
tailoring of documents for different readers;
printing on demand;
merging of text with line drawings and/or half tones/graphics;
improved document appearance;
titles, graphics, artwork for slides, overhead transparencies, PowerPoint
presentations, posters and other presentation materials and methods;
non-print graphic products and display elements; and
graphic design elements and policies for the City of Dubuque website.
To improve office productivity and the quality of work products by utilizing graphic design
equipment to:
a) sustain and solidify an image of professionalism, imagination and care for detail;
b) avoid heavy costs, lengthy delays and needless complications of having
documents produced professionally by off-site graphic artists and printers;
c) manipulate files from other departments and divisions to add graphics and
enhance the presentation format; and
d) reduce storage requirements for forms by maintaining an electronic copy on file,
which will limit pdnter setup charges.
To maintain the quality and efficiency of the Graphic Arts Activity by attending a desktop
publishing expo/seminar, presented by publishing experts, with topics such as advanced
City Manager's Office Graphic Arts
-88-
electronic publishing and imaging techniques, optimizing current system, new design
techniques/short cuts, new products/updates, and how to work with service bureaus to
produce more complex graphics and documents.
BUDGET SUMMARY
Personnel Summary
Full-Time Equivalents
Expenditure Summary
Employee Expense
Supplies and Services
Capital Outlay
TOTAL BUDGET
Funding Summary
Cable TV Fund
FY2001 FY 2002 FY 2003
ACTUAL ACTUAL BUDGET
1.00 1.00 1.00
$47,178 $48,504 $52,816
5,258 2,411 1,150
18,827 1,587
$71,262 $52,501 $53,986
$71,262 $52,501 $53,966
FY 2003 FY 2004
REVISED RECOM'D
1.00
$55,427
5,231
2OO
$60,858
$60,858
PERFORMANCE MEASURES
Number of publications
produced
"City Focus" issues published
Certificates (designs/pieces)
Other Graphic Arts projects
(signs, labels, posters, tickets,
maps, charts, designs/pieces,
etc.)
*Due to maternity leave
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
75* 110 125 125 1 t0
4 4 4 4 4
5/150 15/250 10/200 10/200 10/200
200 300 300 300 300
City Manager's Office Graphic Arts
-$9-
PROGRAM - 4 - POLICY
& ADMINISTRATION
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 72 - City Manager's Office
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET
010 61010 FULL-TIME EMPLOYEES 422,077 461,536 479,169
540 61010 FULL-TIME EMPLOYEES 40,376 81,835 89,320
010 61030 SEASONAL EMPLOYEES 1,093 1,940
010 61050 OVERTIME PAY 4,841 6,652 5,000
540 61050 OVERTIME PAY 637 1,059 890
010 61092 VACATION PAYOFF 1,789
540 61092 VACATION PAYOFF 48
010 61310 IPERS 24,835 27,217 27.375
540 61310 IPERS 2,358 4,767 5,156
010 61320 SOCIAL SECURITY 30,623 33,619 35,310
540 61320 SOCIAL SECURITY 3,076 5,887 6,860
010 61410 HEALTH INSURANCE 44,681 46,442 53,127
540 61410 HEALTH INSURANCE 7,071 12,720 14,552
010 61413 ADMINISTRATION COSTS 5,305 6,545 6,988
0]0 61430 WORKMENS' COMPENSA'fION 510 488 470
540 61430 WORKMENS' COMPENSATION 63 80 56
010 61450 LIFE INSURANCE 554 595 900
110 61450 LIFE INSURANCE 287 263 204
540 61450 LIFE INSURANCE 75 139 178
010 61470 UNEMPLOYMENT INSURANCE ].5,000
010 61645 CAR ALLOWANCE 5,000 ~,150 5,000
010 61650 EMPLOYEE PHYSICALS 531 729 425
TOTAL Wages and Benefits 595,831 697,663 745,980
FY 2004 RECOMMENDED
518,36'7
94,689
5,000
350
29,547
5,465
37,120
~,270
67,637
18,525
6,200
466
60
970
187
15,000
5,150
425
812,428
010 62010 OFFICE SUPPLIES 7,810 5,956 7,910 6,760
540 62010 OFFICE SUPPLIES 319 777 200 1,000
010 62030 POSTAGE AND SHIPPING 7,083 6,892 5,087 5,490
540 62030 POSTAGE AND SHIPPING 11,780 13,350 14,863 15,275
010 62050 OFFICE EQUIPMENT MAINT 859 657 1,210 1,120
540 62050 OFFICE EQUIPMENT MAINT 422 500
010 62061 DP EQUIP. MAINT CONTRACTS 2,092 2,698 3,808 4,680
540 62061 DP EQUIP. MAINT CONTRACTS 516 590 2,000 2,193
010 62090 PRINTING & BINDING 30,503 10,116 9,396 9,343
540 62090 PRINTING & BINDING 9,322 19,039 21,758 22,351
0]0 62110 COPYING/REPRODUCTION 13,002 7,551 13,228 12,516
540 62110 COPYING/REPRODUCTION 1,222 905 !,250 1,320
PROGRAM - 4 - POLICY & ADMINISTRATION
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 72 - City Manager's Office
F~ND ACCOUNT
010 62130
540 62140
010 62].70
540 62170
010 62190
540 62190
010 62201
010 62202
010 62290
540 62290
010 62310
540 62310
0]0 62320
540 62320
010 62340
540 62340
010 62360
540 62360
010 62421
540 62421
010 62441
010 62443
540 62443
010 62660
010 62663
010 62669
010 62671
540 62671
010 62697
010 62712
0~0 62716
010 62731
540 62731
010 62732
010 62752
010 62756
......... TITLE ......... FY 2001 ACTUAL
LEGAI NOTICES & ADS
PROMOTION
SUBSCRIPTIONS-BOOKS-MAPS
SUBSCRIPTIONS-BOOKS-MAps
DUES & MEMBERSHIPS
DUES & MEMBERSHIPS
PUBLIC OFFICIAL LIAB INS
OFFICERS BOND
MISCELLANEOUS
MISCELLANEOUS
TRAVEL-CONFERENCES
TRAVEL-CONFERENCES
TRAVEL-CITY BUSINESS
TRAVEL-CITY BUSINESS
MILEAGE/LOCAL TRANSP
MILEAGE/LOCAL TRANSP
EDUCATION & TRAINING
EDUCATION & TRAINING
TELEPHONE
TELEPHONE
INSURANCE, PROPERTY
.GENERAL LIABILITY INS
GENERAL LIABILITY INS
DATA PROCESSING
SOFTWARE LICENSE EXP
PROGP~ING
MISC. OPERATING SUPPLIES
MISC. OPERATING SUPPLIES
LABOR RELATIONS
CONSULTING ENGINEERS
CONSULTANT SERVICES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
TEMP HELP\CONTRACT SERV.
SENSITIVITY TRAINING
SPIRIT RELATED EXPENSE
3,924
1,802
8,940
119
2,778
375
572
6,200
17
4,580
1,191
8,996
163
842
266
12,288
7,651
1,362
3O
3,942
740
2,236
187
6,878
422
12,739
27,073
14,547
3,916
8,125
8,623
FY 2002 ACTUAL
1,371
1,862
9,286
123
2,666
665
600
9,098
594
4,533
230
6,937
119
951
727
8,826
28O
3,419
1,064
35
3,402
945
2,343
1,280
2,750
285
12,430
1,114
987
7,760
60,113
1,893
9,598
FY 2003 BUDGET
1,212
1,745
9,309
150
3,022
600
499
600
6,681
100
13,816
1,750
3,972
200
885
440
16,169
350
3,518
1,400
3,800
950
2,122
50O
40O
7,200
2,500
20,000
30,308
4,000
3,000
8,48'7
FY 2004 RECOMMENDED
1,700
2,800
9,970
150
3,037
550
499
650
8,221
165
14,019
1,750
4,048
205
990
7O0
].6,219
775
3,502
1,880
75
3,561
1,037
3,783
8,200
500
400
8,435
3,000
20,000
35,513
4,500
3,000
11,341
PROGRAM - 4 - POLICY & ADMINISTRATION
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 72 - City Manager's Office
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
010 62764 LOANS
TOTAL Supplies and Services 236,032
010 71110 MISC OFFICE EQUIPMENT 2,541
010 71111 DICTATION EQUIPMENT 325
010 71119 FAX MACHINE
540 71].20 PERIPHERALS, COMPUTER
010 71122 PRINTER
010 71123 SOFTWARE 820
540 71124 MICRO-COMPUTER
0]0 71156 FURNITURE
010 71211 DESKS/CHAIRS 2,310
0].0 71212 SIDE CHAIRS ~23
010 71225 SHELVING
TOTAL Machinery and Equipment 6,819
010 72418 TELEPHONE SYSTEM 1,180
TOTAL Machinery and Equipment 1,180
TOTAL DEP/DIV: City Manager's Office
FY 2002 ACTUAL
227,238
800
399
232
1,587
].70
1,078
664
4,930
FY 2003 BUDGET FY 2004 RECOMMENDED
350,000
230,395 607,723
200
200 200
200 400
839.862 929,831 976,575 1,420,551
PROGP~AM - 3 - HOME & COMMUNITY ENVIRON.
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 72 - City Manager's Office--Neighborhood Dev.
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
210 61010
210 61310
210 61320
210 61410
210 61430
210 6]450
TOTAL Wages
FULL-TIME EMPLOYEES
IPERS
SOCIAL SECURITY
HEALTH INSURANCE
WORKMENS' COMPENSATION
LIFE INSURANCE
and Benefits
210 62010
210 62030
210 62090
210 62110
210 62190
210 62310
~ 210 62360
co 210 62421
210 62443
210 62671
210 62755
210 62834
TOTAL
OFFICE SUPPLIES
POSTAGE AND SHIPPING
PRINTING & BINDING
COPYING/REPRODUCTION
DUES & MEMBERSHIPS
TRAVEL-CONFERENCES
EDUCATION & TRAINING
TELEPHONE
GENERAL LIABILITY INS
MISC. OPERATING SUPPLIES
LEADERSHIP TRAINING
SERVICES FROM PLANNING
Supplies and Services
210 71156 FURNITURE
210 71211 DESKS/CHAIRS
TOTAL Machinery and Equipment
TOTAL DEP/DIV: City Manager's Office
FY 2002 ACTUAL
50,128
2,882
3~801
5~916
50
65
62,842
89
221
496
252
749
340
98
290
2,599
13,279
18,414
677
657
1, 334
82,590
FY 2003 BUDGET
51,284
2,980
3,965
6,768
51
104
65,152
8O0
2,500
2O0
1,500
500
200
1,050
5,000
I0,000
21,750
86,902
FY 2004 RECOMMENDED
56,257
3,235
4,304
8,165
49
113
72,123
100
60O
1,500
200
50
1,000
5OO
2OO
lO0
5,000
13,000
22,631
94,754
PROGRAM -
~ - POLICY & ADMINISTRATION
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 75 - Cable TV Division--Desktop Publishing
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
540 61010 FULL-TIME EMPLOYEES 36,414
540 61310 IPERS 2,094
540 61320 SOCIAL SECURITY 2,419
540 61410 HEALTH INSURANCE 6,149
540 61430 WORKMENS' COMPENSATION 38
540 61450 LIFE INSURANCE 65
TOTAL Wages and Benefits 47,178
FY 2002 ACTUAL
FY 2003 BUDGET FY 2004 RECOMMENDED
540 62010 OFFICE SUPPLIES 445
540 62030 POSTAGE AND SHIPPING 7
540 62061 DP EQUIP. MAINT CONTRACTS 790
540 62].10 COPYING/REPRODUCTION 45
540 62170 SUBSCRIPTIONS-BOOKS-MAPS 1,018
540 62~90 DUES & MEMBERSHIPS 42
540 62340 MILEAGE/LOCAL TRANSP 164
540 62360 EDUCATION & TRAINING 488
540 62421 TELEPHONE 455
540 62443 GENERAL LIABILITY INS 285
540 6267] MISC. OPERATING SUPPLIES 577
540 62731 MISCELLANEOUS SERVICES 941
TOTAL Supplies and Services 5,258
540 71122 PRINTER 3,051
540 71123 SOFTWARE 2,706
540 71124 MICRO-COMPUTER 10,501
540 71129 SCANNER 2,569
TOTAL Machinery and Equipment 18,827
TOTAL DEP/DIV: Cable TV Division
71,262
FUND 010 GENERAL FUND
PROGRAM--ADMINISTRATION
ACT. ACCT
72100 54303
72100 59450
72100 59460
72100 59470
72100 59490
72100 59940
72400 54303
72400 59450
72400 59460
72400 59470
72400 59490
72400 59940
72700 59450
72700 59460
1~72700 59470
c~n72700 59490
72700 59940
010812 53100
......... TITLE .........
REIMBURSEMENTS -GENERAL
FR WATER UTILITY
FR WPC OPERATING
FR REFUSE COLLECTION
FR PARKING OPERATING
FR DMASWA
REIMBURSEMENTS-GENERAL
FR WATER UTILITY
FR WPC OPERATING
FR REFUSE COLLECTION
Fl{ PARKING OPERATING
FR DMASWA
FR WATER UTILITY
FR WPC OPERATING
FR REFUSE COLLECTION
FR PARKING OPERATING
FR DMASWA
LOAN PROCEEDS
TOTAL CITY MANAGER'S OFFICE
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
CITY MANAGER'S OFFICE
FY2001 ACTUAL FY2002 ACTUAL FY 2003 BUDGET FY 2003REVISED FY 2004RECOM.
603 300
23,907 25,815 26,353 26,353 29,166
31,180 33,668 34,370 34,370 38,039
18,363 19,828 20,241 20,241 22,402
5,185 5,598 5,715 5,715 6,325
7,201 7,776 7,938 7,938 8,785
850 750
6,582 7,119 8,230 8,230 8,800
8,585 9,284 10,734 10,734 11,477
5,056 5,468 6,321 6,321 6,759
1,428 1,544 1,785 1,785 1,908
1,983 2,144 2,479 2,479 2,651
15,604 16,494 16,989 16,989 18,704
20,351 21,512 22,157 22,157 24,394
11,985 12,669 13,049 13,049 14,366
3,384 3,577 3,684 3,684 4,056
4,700 4,968 5,117 5,117 5,634
40,000
166,947 218,514 185,162 185,162 203,466
FUND - 010 GENERAL FUND
PROGRAM--ADMINISTRATION
ACT. ACCT
79251 41507
79251 41510
79251 51207
79251 52361
79251 52362
79261 41508
79261 52402
......... TITLE .........
PARAMUTUAL TAX
TAXES, SLOT MACHINE
SETTLEMENTS
RACING ASSOCIATION
GREYHOUND TRACK RENT
RIVERBOAT RELATED TAX
RIVERBOAT ADMISSIONS
GAMING REVENUES
FY 2001 ACTUAL FY 2002 ACTUAL
39,031 36,118
183,445 199,747
5,116,000 4,358,000
2,803,359 3,080,458
230,857 244,737
477,147 537,178
FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
35,700 35,700 39,820
197,780 197,780 220,220
3,203,313 1,164,064
3,930,936 5,136,000 6,029,380
3,203,313 3,203,313 3,396,205
228,881 228,881 257,127
485,262 485,262 564,373
TOTAL GAMING REVENUES 8,849,840 8,456,237 8,081,872 12,490,249 11,671,189
FUND 010
PROGRAM
ACT. ACCT
00010 41101
00010 41104
00010 41107
00010 41108
00010 41305
00010 41306
00010 41307
00010 41309
00010 41310
00010 41401
00010 41503
00010 41505
00010 41509
~t.~O0010 43301
~'~00010 43303
00010 52100
00010 52110
00010 52200
00010 52404
00010 53302
00010 54202
00010 54303
00010 59070
00010 59110
00010 59120
00010 59125
00010 59]27
00010 59360
00010 59430
TOTAL
GENERAL FUND
......... TITLE .........
CURRENT TAXES
PRIOR YEAR TAXES
TAX ON AGRICULTURAL LAND
MOBILE HOMES TAX
M & C REPLACEMENT, COUNTY
M & C REPLACEMENT, STATE
MILITARY SERV TAX CREDIT
REPL PER PROP TAX EXEMPT
M & E PROPERTY TAX REPLAC
TAXES, FLOOD CONTROL
BANK FRANCHISE TAX
HOTEL/MOTEL TAX
SALES TAX, LOCAL OPTION
MUNICIPAL ASSISTANCE
LIQUOR SALES PROFITS
INTEREST, LOANS
INVESTMENT EARNINGS
PRINCIPAL, LOANS
TELEPHONE COMMISSION
MISCELLANEOUS REVENUE
SALES TAX REFUNDS
REIMBURSEMENTS-GENERAL
FROM TORT LIABILITY
FR EMPLOYEE BENEFITS FUND
FR TIP-INDUSTRIAL CENTER
FR T1F-ICE HARBOR
TRANSFER IN FR KERPER TIF
FR GENERAL CONSTR FUND
FR GOLF CONSTRUCTION
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
FY 2001 ACTUAL
FY 2002 ACTUAL
FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
11,210,655 11,593,900 12,483,621
87,035 96,259
6,292 6,391 7,157
31,270 30,727 31,545
19,545 20,905 18,437
25,506 23,895 24,679
17,827 16,742 17,066
394,496 369,486 345,100
358,719 6,821
713 678
148,073 146,747 125,000
994,603 951,440 1,034,784
3,137,382 3,323,644 3,454,941
319,441 298,715 305,801
281,989 263,942 269,948
73,769 46,508 26,514
1,699,468 1,387,751 756,539
1,101,098 335,835 33,056
9
4,303 8,467
10
-117,169
219,817 219,245 225,668
1,836,136 1,929,530 1,968,036
55,329 56,300 56,200
41,650
155,941
27,870
21,947,964 21,161,798 21,340,033
12,483,621 12,748,361
7,157 6,355
31,545 30,727
18,800 18,800
26,000 26,000
17,066 16,027
360,988 360,751
125,000 125,000
1,034,784 989,878
3,110,404 3,339,012
305,715 305,715
269,948 269,942
26,514 26,514
756,539 800,000
33,056 33,056
225,668 272,766
1,968,036 2,581,097
126,767
56,200 56,300
303,036
20,857,041 22,436,104
FUND 070
PROGRAM
ACT. ACCT
00070 41101
00070 41104
TOTAL
TORT LIABILIT FUND
......... TITLE .........
CURRENT TAXES
PRIOR YEAR TAXES
TORT LIABILITY FUND
CITY OF DUBUQUE
RECOMIvlENDED REVENUE BUDGET BY FUND AND DEPARTMENT
FY 2001 ACTUAL FY 2002 ACTUAL
219,817 219,245
2,124 1,944
FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
225,668 225,668 272,766
221,941 221,189 225,668 225,668
FUND - 090
PROGRAM
ACT. ACCT
00090 41101
00090 41104
I 00090 41307
~a00090 41309
00090 52110
00090 59010
55401 43510
55401 59010
74720 53202
DEBT SERVICE FUND
......... TITLE .........
CURRENT TAXES
PRIOR YEAR TAXES
MILITARY SERV TAX CREDIT
REPL PER PROP TAX EXEMPT
INVESTMENT EARNINGS
FR GENERAL
COUNTY SHARE
FR GENERAL
PRIVATE PARTICIPANT
TOTAL DEBT SERVICE FUND
FY 2001 ACTUAL FY 2002 ACTUAL
1,777,972 1,497,314
17,232 13,860
1,877 1,762
76,203 71,358
54,890 35,066
36,590 37,547
FY 2003 BUDGET
FY 2003 REVISED FY 2004 RECOM.
655,564 655,564 161,252
1,797 1,797 1,687
72,949 69,718 68,718
25,000 25,000 25,000
38,552 38,552 39,593
672,375
136,370 718,514
294,445
1,964,764 1,656,908 1,897,052 790,631 853,512
FUND - ll0 TRUST AND AGENCYFUND
PROGRAM
ACT. ACCT ......... TITLE .........
00110 41101
00110 41104
00110 59880
CURRENT TAXES
PRIOR YEAR TAXES
FR FIRE PENSION ACCUM
TOTAL TRUST AND AGENCY
FY 2001 ACTUAL FY 2002 ACTUAL
FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
1,717,030 1,929,530 1,924,368 1,924,368 2,481,097
9,493 10,341
119,106 145,878 43,872 43,872 80,000
1,845,629 2,085,749 1,968,240 1,968,240 2,561,097
FUND 150 ROAD USE TAX FUND
PRGRAM 3-- FACILITIES AND ENVIRONMENT
ACT. ACCT ......... TITLE
00150 43305
544O1 43274
54401 54303
ROAD USE TAX
FEMA PUBLIC ASSISTANCE
REIMBURSEMENTS-GENERAL
TOTAL
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM
4,628,072 4.620,514
2,044
5O
4.429,000 4,603,680 4,632.453
4,628,122 4.622.558 4,429,000 4,603,680 4,632:453
FUND 350 SALES TAX FUND (20%)
PRGRAM 3--FACILITIES AND ENVIRONMENT
ACT. ACCT ......... TITLE .........
00350 41509
00350 52110
00350 59120
350416 52505
350887 54202
350385 54202
350779 54202
350829 54202
350121 54201
350121 54202
~ TOTAL
SALES TAX, LOCAL OPTION
INVESTMENT EARNINGS
FR TIF-INDUSTRIAL CENTER
SALVAGE SALES
SALES TAX REFUNDS
SALES TAX REFUNDS
SALES TAX REFUNDS
SALES TAX REFUNDS
REFUNDS
SALES TAX REFUNDS
SALES TAX CONSTRUCTION FUND
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
FY 2001 ACTUAL FY 2002 ACTUAL
1,254,953 1,329,458
115,713 96,783
308,000
3,000
3,874
4,173
663
987
5,600
11,254
FY 2003 BUDGET FY2003REVISED FY 2004RECOM.
1,381,977 1,244,161 1,335,605
20,000
1,681,665 1,452,792 1,381,977 1,264,161 1,335,605
FUND
PRGRAM
ACT,
72710
72710
72710
72710
72712
72712
TOTAL
660
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
HEALTH SELF-INSURANCE RESERVE FUND
ACCT ......... TITLE
45314
45315
52110
54201
45314
45315
SELF INSURANCE PREMIUMS
SELF INS. PREM. COBRA
INVESTMENT EARNINGS
REFUNDS
SELF INSURANCE PREMIUMS
SELF INS. PREM. COBRA
HEALT T NS RESERVE
FY 2001 ACTUAL FY 2002 ACTUAL
2,929,659 2,852,559
174,265 214,221
108,408 70,307
-910
171,476 179,753
3,506 3,838
3,386,404 3,320,678
FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
FUND
PRGRAM
ACT.
72720
72720
72720
TOTAL
68O
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
WORKERS COMP SELF INSURANCE RESERVE
ACCT ......... TITLE .........
45314
52110
54201
SELF INSURANCE PREMIUMS
INVESTMENT EARNINGS
REFUNDS
WORKER'S COMP SELF INSURANCE
FY 2001 ACTUAL FY 2002 ACTUAL
206,260 194,192
56,089 45,833
84
262,349 240,109
FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
FUND
PRGRAM
ACT.
79250
810 DOG TRACK DEPRECIATION FUND
ACCT
52110
......... TITLE .........
INVESTMENT EARNINGS
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
39,253 36,519 15,000 15,000
79250 52361 RACING ASSOCIATION
TOTAL DOG TRACK DEPRECIATION FUND
120,000 120,000 120,000 120,000 120,000
159,253 156,519 120,000 135,000 135,000
FUND
PRGRAM
ACT.
79260
79260
TOTAL
812
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
PARKING/HARBOR DEPRECIATION FUND
ACCT ......... TITLE .........
52110 INVESTMENT EARNINGS
52361 RACING ASSOCIATION
PARKING/DOCK DEPRECIATION FUND
FY 2001 ACTUAL FY 2002 ACTUAL
10,589 9,309
15,000 15,000
25,589 24,309
FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
15,000
15,000
5,000 5,000
15,000 15,000
20,000 20,000
FUND
PRGRAM
ACT.
72710
72710
72710
72710
72712
72712
TOTAL
660
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
HEALTH SELF-INSURANCE RESERVE FUND
ACCT ......... TITLE .........
45314
45315
52110
54201
45314
45315
SELF INSURANCE PREMIUMS
SELF INS. PREM. COBRA
INVESTMENT EARNINGS
REFUNDS
SELF INSURANCE PREMIUMS
SELF INS. PREM. COBRA
HEALT T NS RESERVE
FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
2,929,659 2,852~559
174,265 214,221
108,408 70,307
-910
171,476 179,753
3,506 3,838
3,386,404 3,320,678
FUND
L PRGRAM
ACT.
72720
72720
72720
TOTAL
680
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
WORKERS COMP SELF INSURANCE RESERVE
ACCT ......... TITLE .........
FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
45314
52110
54201
SELF INSU1LMqCE PREMIUMS
INVESTMENT EARNINGS
REFUNDS
206,260 194,192
56,089 45,833
84
WORKER'S COMP SELF INSURANCE
262,349 240,109
FUND
PRGRAM
ACT.
79250
79250
810 DOG TRACK DEPRECIATION FUND
ACCT ......... TITLE .........
52110 INVESTMENT EARNINGS
52361 RACING ASSOCIATION
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
39,253 36,519 15,000 15,000
120,000 120,000 120,000 120,000 120,000
TOTAL DOG TRACK DEPRECIATION FUND 159,253 156,519 120,000 135,000 135,000
FUND
PRGRAM
ACT.
79260
79260
TOTAL
812
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
PARKING/HARBOR DEPRECIATION FUND
ACCT ......... TITLE
52110 INVESTMENT EARNINGS
52361 RACING ASSOCIATION
PARKING/DOCK DEPRECIATION FUND
FY 2001 ACTUAL FY 2002 ACTUAL
10,589 9,309
15,000 15,000
25,589 24,309
FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
15,000
15,000
5,000 5,000
15,000 15,000
20,000 20,000
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
72 CITY MANAGER'S OFFICE
FD JC WP-GR JOB CLASS
61010 Full Time Employee Expense
010 99OO E-04
010 9250 GE-44
010 9375 GE-44
010 9300 GE-41
210 5100 GE-35
010 9100 GE-33
540 8400 GE-32
010 8825 GE-30
540 8825 GE-30
540 0520 GE-29
010 0225 GE-24
TOTAL
CITY MANAGER
ADMINISTRATIVE SERVICES MGR
ASSISTANT CITY MANAGER
HUMAN SERVICES MANAGER
NEIGHBORHOOD DEVELOP SPEC.
PERSONNEL ASSISTANT
PUBLIC INFORMATION OFFICER
OFFICE MANAGER
OFFICE MANAGER
DESKTOP PUBLISHING SPECIALIST
SECRETARY
FULL TIME EMPLOYEES
TOTAL CITY MANAGER'S OFFICE
FY 2002 FY 2003 FY 2004
1.00 104,286 1.00 110,147 1.00 115,470
1.00 80,882 1.00 87,666 1.00 95,713
1.00 77,771 1.00 70,282 1.00 76,288
1.00 69,243 1.00 73,638 1.00 79,922
1.00 51,824 1.O0 56,257
1.00 47,786 1.00 51,588 1.O0 53,084
1.00 37,440 1.00 44,430 1.00 47,153
0.85 27,457 0.85 33,103 0,85 35,928
0.15 4,845 0.15 5,842 0.15 6,340
1.00 40,048 1.00 41,196
2.00 55,902 2.00 58,158 2.00 62,418
9.00 505,612 11.00 626,726 11.00 669,769
9.00 505,612 11,00 626,726 11.00 669,769
FTE BUDGET FTE BUDGET FTE BUDGET
City Council
CITY COUNCIL
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Property Tax Support
$
$
FY 2003 FY 2004 Dollar
Adopted Recommended Change
63,374 $ 63,378 $ 4
71,251 58,716 (12,535)
425 150 (275)
135,050 $ 122,244 $ (12,806)
135,050 $ 122,244 $ (12,806)
Significant Line Items
Payments to Other Agencies of $12,000 is an every other year expense for the Human
Relations Conference and is not included in the Fiscal Year 2004 Supplies and Services.'
Travel Professional Conference was increased by two percent to $2,250 per Council
Member versus the current fiscal year amount of $2,205. This includes such
conferences as the National League of Cities and the 10wa League of Cities
Conferences.
Travel City Business has also been increased two percent over fiscal year 2003 and
provides $964 per City Council member. This reflects the NLC and Iowa League of
Cities Board related travel.
4. Equipment at the maintenance level includes $150 for an additional file cabinet.
5. Miscellaneous Services of $8,670 supports a two-day goal setting process for Council.
6. The Sister Cities support has been maintained at the $2,000 level.
7. Miscellaneous Operating Supplies covers I ntemet charges for council members.
City Council salaries reflect the January 1, 2002 wage adjustment adopted by City
Council, which provides for the Mayor to receive $11,000 per year and Council Members
to receive $8,000 per year.
-106-
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Administration
City Council
Legislation and Policy
GOAL
Seek and weigh citizen input; to adopt and promote in an informed, fair, and consistent manner,
the plans and policies which promote the safety, livability, and economic viability of the
community while guiding the operations of the City government; and to provide support that will
assure policy implementation.
DESCRIPTION
Dubuque has a Council-Manager form of government as provided in Chapter 372.6, Code of
Iowa. The Council-Manager form was adopted by referendum in 1920. The Dubuque City
Council is the primary policy making body concerned with every phase of the City's operation,
development and eventual form and character.
The City Council is composed of four memberS elected by ward and two members and the
Mayor elected at-large to four-year terms. The Mayor presides at meetings of the City Council
and is recognized as the official head of City government for all ceremonial purposes and by the
courts and officials of the state for purpose of civil processes.
The City Council meets on the first and third Mondays of each month, plus other special
meetings, worksessions and hearings as required. Meetings are open to the public and are
generally held in the auditorium of the Carnegie Stout Public Library located at 360 West 11t~
Street; At these meetings the City Council makes decisions for the City in the form of
ordinances, resolutions and motions. All Council meetings are televised locally on government
channel 8.
The City Council appoints a City Manager to serve as chief administrative officer and to be
responsible for implementing their policies. The City Council also appoints a Corporation
Counsel, City Clerk and members of boards and commissions.
SERVICE OBJECTIVES
To maintain good public relations and an awareness of problems and services by
initiating a response to citizen inquiries immediately.
To maintain effective input from citizen boards and commissions by filling alt vacancies
as soon as possible in conformance with the procedures established by City Council.
To consider and act upon all proposed ordinances and resolutions and other forms of
policy at regular and special City Council meetings.
City Council Legislation and Policy
-107-
5.
6.
7.
8.
11.
12.
13.
14.
15.
16.
To solve problems by attending City Council worksessions and initiating legislation when
necessary.
To improve government responsiveness and effectiveness by continuing to define, test
and adopt short and long-range goals and objectives in the fall of the year.
To conduct an annual management appraisal of the City Manager.
To direct preparation of the Fiscal Year 2005 budget by adopting fiscal policy guidelines.
To guide community development by continuing to update and implement on a timely
basis all of the elements of the City's Comprehensive Plan including, but not limited to,
the Transportation Plan, Housing Assistance Plan, Recreation and Open Space Plan,
Economic Development Plan and Riverfront Development Plan. This is undertaken
annually through the five-year Capital Improvement Program process.
To review an independent financial audit of City operations for the prior year.
To increase productivity and improve the effectiveness of City operations by a
continuous review of City activities.
To promote the interest of the City by discussing specific problems with state, federal
and other local government officials (i.e., attending legislative hearings, visiting state
government offices or federal regional offices).
To seek innovative ideas and solutions to specific problems and represent City interests
on issues atthe state and federal levels by providing membership in organizations such
as the Iowa League of Cities and National League of Cities and attending various
conferences sponsored by these groups.
To express appreciation to volunteer members on boards and commissions by providing
an annual recognition event.
To establish goals, target issues and priorities in an annual goal setting session to guide
and direct staff activities dudng the following year.
To be responsive to the community in its future endeavors by providing leadership and
promoting community-wide participation in the refinement and implementation of the
Comprehensive Long Range Plan.
To continue to support the Sister Cities Program by providing gifts for visiting dignitaries,
travel expenses for City officials and amenities offered to visiting Sister City
representatives ($2,000).
City Council Legislation and Policy
-108-
BUDGET SUMMARY
Personnel Summary
Part-time Equivalents
Expenditure Summary
Employee Expense
Supplies and Services
Capital Outlay
TOTAL BUDGET
Funding Summary
General Fund
FY 2000 FY 2001 FY 2002 FY 2002 FY 2003
ACTUAL ACTUAL BUDGET REVISED RECOM'D
7.0 7.0 7.0
$ 56,178 $ 69,737 $ 63,374
66,241 51,621 71,679
135 425
$122,420 $111,493 $134,478
$122,420 $111,493 $135,478
7.0
$ 63,378
58,716
150
$122,244
$122,244
City Council Legislation and Policy
-109-
PROGRAM - 4
POLICY & ADMINISTRATION
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
'DEPARTMENT - 70 - City Council
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
FY 2002 ACTUAL
FY 2003 BUDGET
FY 2004 RECOMMENDED
010 61020 PART-TIME EMPLOYEES 52,345 55,672 59,000 59,000
010 61310 IPERS 3,009 3,201 2,4'73 2,473
0]0 61320 SOCIAL SECURITY 759 807 1,848 1,848
010 61430 WORKMENS, COMPENSATION 66 57 53 57
TOTAL Wages and Benefits 56,178 59,737 63,374 63,378
580 137 680 660
895 410 918 450
752 753 770 770
3,210 1,666 2,500 2,540
1,050 1,575 1,400 1,640
1,248 333 1,247 350
11,015 3,530 11,225 11,650
2,596 2,097 3,500 2,440
18,453 19,636 15,440 15,750
2,944 6,014 6,615 6,748
158 500 160
202
618 569 600 1,463
255 2,000 2,000
2,068 3,784 3,784 3,425
8,401 10,916 8,500 8,670
12,000 12,000
66,241 51,621 71,679 58,716
0]0 62010
010 62030
010 62090
010 62110
0].0 62120
010 62170
010 62190
010 62290
010 62310
010 62320
010 62340
010 62360
010 62443
010 62662
010 62671
010 62731
010 62761
TOTAL
010
010
TOTAL
OFFICE SUPPLIES
POSTAGE AND SHIPPING
PRINTING & BINDING
COPYING/REPRODUCTION
CODE SUPPLEMENTS
SUBSCRIPTIONS-BOOKS-MAPS
DUES & MEMBERSHIPS
MISCELLANEOUS
TRAVEL-CONFERENCES
TRAVEL-CITY BUSINESS
MILEAGE/LOCAL TRANSP
EDUCATION & TRAINING
GENERAL LIABILITY INS
SISTER CITY PROGRAM
MISC. OPERATING SUPPLIES
MISCELLANEOUS SERVICES
PAY TO OTHER AGENCY
Supplies and Services
150
TOTAL
122,420 111,493 135,478 122,244
DEP/DIV: City Councll
71212 SIDE CHAIRS
71214 FILES
Machinery and Equipment
135 425
135 425 150
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
70 CITY COUNCIL
FD JC WP-GR JOB CLASS
61020 Part Time Employee Expense
010 0175 NA-21 MAYOR
010 0012 NA-20 COUNCIL MEMBER
TOTAL PART TIME EMPLOYEES
TOTAL CITY COUNCIL
FY 2002 FY 2003 FY 2004
FTE BUDGET FTE BUDGET FTE BUDGET
1.00 10,471 1.00 11,000 1.00
6.00 41 ~.874 6.00 48,000 6.00
7.00 52,345 7.00 59,000 7.00
11,000
48L000
59,000
7.00 52,345 7.00 59,000 7.00 59,000
City Clerk
PROGRAM:
DEPARTMENT/DIVISION:
RESPONSIBILITY:
Administration
City Clerk's Office
Jeanne F. Schneider, City Clerk
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
City Clerk's Office
The City Clerk's Office is a service-oriented department and performs its duties in accordance
with various sections of the Code of Iowa and City of Dubuque Code of Ordinances.
The City Clerk's Office is staffed by throe full-time employees and is responsible for the official
documents and records for the City of Dubuque and also serves as a general resource center
for citizens and visitors.
City Council Proceedinqs
Detailed minutes of each City Council meeting along with a table of contents are proparod in the
City Clerk's Office and nine books are copied and bound. Additional copies in notebook form
are available.
City Clerk's Office Web Page
The City Clerk's Office will continue to develop and maintain a web site for the City Clerk's
Office and the City Council with assistance from the Information Services staff and the City's
web site provider. A component ofthe City Clerk's Office web site will be the availability of the
City Council agenda with all related documents for access by interested citizens, locally and
non-locally. Board and commission applications and information are available on-line, as well
as claim forms for citizens to file.
City Council Meetings
Agenda packets are preparod in electronic form for all City Council meetings. Public notices of
all meetings and headngs have been published in accordance with the Code of Iowa. Printed
copies of the agenda for each City Council meeting are mailed to approximately twenty
individuals and the electronic agenda is e-mailed to fi~y individuals. The electronic agenda,
complete with all attachments, is available in the Public Information Directory for access by City
employees and the agenda, without attachments, is available on the City Clerk's web page for
access by citizens. The Library and news media receive the agenda and all attachments on
CD-Rom. If a member of the news media does not wish to receive the agenda on CD-Rom,
they are provided a hard copy of the agenda and must request copies of individual agenda
items as entire hard copy packets are no longer assembled.
Individuals have been invited and confirmed as invocators for City Council meetings and
proclamations have been developed and prepared by the City Clerk's Office.
-113-
Applications for various boards and commissions are processed by the City Clerk's Office and
individuals are notified of the status of their appointment.
Civil Service Commission
The City Clerk's Office has assisted with numerous Civil Service tests, both wdtten and physical
agility, for various City positions. The City Clerk has prepared and distributed agendas for Civil
Service Commission meetings and the Commission has heard appeals from City employees in
accordance with Chapter 400 of the Code of Iowa.
Permits and Licenses
The City Clerk's Office processes all beer permits and liquor licenses for the City of Dubuque in
accordance with the Iowa Alcoholic Beverages Division. Approximately seventy beer permits
and over one hundred beer and liquor licenses are processed each year. Various business
licenses are also issued or renewed by the City Clerk's Off.ice in accordance with State and
local laws.
The Dubuque Code of Ordinances requires that all dogs and cats within the City limits must be
licensed on a yeady basis. During the past year over 5,000 dog licenses and 2,500 cat licenses
were issued and rabies vaccinations for all licensed animals were recorded.
The City Clerk's Office also issues bicycle licenses in cooperation with the Police Department.
Special Event Permits
Dudng the past year the City Clerk's Office has taken over the responsibility of issuing all
special event permits, including fireworks, festivals, block parties, walks/races, parades, City
property rental and street closures, fund raisers, rallies, and marches.
Code of Ordinance Review
In Fiscal Year 2002, the City Clerk and Corporation Counsel initiated a comprehensive review of
the City's Code of Ordinances with an anticipated completion date of late summer, 2003.
FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004:
Computer Installation and Training
The City Clerk's Office will continue to perform as a service-oriented department. Computer
training will be provided to ail staff members to assure efficient and effective implementation of
new computer programs that are available, with an emphasis being placed on document
imaging software Permits Plus software.
City Clerk's Office Web Pa,qe
The City Clerk's Office will continue to develop and maintain a web site for the City Clerk's
Office and the City Council with assistance from the Information Services staff and the City's
web site provider. A component of the City Clerk's Office web site will be the availability of the
City Council agenda with all related documents for access by interested citizens, locally and
-114-
non-locally. Board and commission applications and information will be available on-line, as
well as claim forms for citizens to file.
Operation and Program Review
Review of the City Clerk's Office and Finance Department regarding operations and programs
will continue.
Document Imaging
The City Clerk's Office will continue to scan all current City Councit packets documents into
Laser Fiche for easy retrieval and access and, as time allows, will continue to scan in past
documents.
Code of Ordinance Review
A comprehensive review of the City's Code of Ordinances will continue with an anticipated
completion in the summer of 2003 and adoption of the new Code of Ordinances in the fall of
2003.
-115-
CITY CLERK
Budget Highlights
FY 2003 FY 2004 Dollar
Adopted Recommended Change
$ 174,319 $ 191,830 $ 17,511
53,277 96,851 43,574
150 (150)
$ 227,746 $ 288,681 $ 60,935
112,212 129,108 16,896
$ 159,573 $ 44,039
13.0%
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Operating Revenue
Property Tax Support $ 115,534
Percent Increase (Decrease)-w/o election expense
Decision Package
I of 1
This decision package provides funding for a part-time Intern to assist with scanning historical
records of City Council proceedings, resolutions and ordinances. This will allow the use of
document imaging for more efficient record storage and retrieval. The goal is to scan
documents from 1990 to the present.
Related Cost: $3,760 Tax Funds- Non-Recurring
Property Tax Impact: +$.0024/+.03%
Activity: City Clerk
Significant Line Items
2.
3.
4.
5,
6.
7.
Recommended
Miscellaneous Operating Supplies of $9,884 covers the cost of Civil Service exams.
Code Supplement expense has been decreased from $7,570 to $6,331 based on a
reduction in the number of copies required.
Overtime of $2,100 provides for staff assistance during Civil Service testing.
Payment to Other Agencies of $4,500 provides for Loras College's Center for Dubuque
history to microfilm City Council records.
Election expense of $29,000 is an every other year expense and is budgeted in fiscal
year 2004.
The increase in miscellaneous revenues reflects increased beer and liquor and cigarette
licenses (+$15,500) and codification sales (+$3,000).
It is recommended that bike license fees will be changed from $3.00 for 3 years to $5.00
for life of bicycle with that owner.
-116-
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Administration
City Clerk's Office
City Clerk
GOAL
Prepare, maintain and distribute records of all City Council proceedings and actions and provide
City Council members and City staff with necessary documents and materials for fulfillment of
their respective legislative and administrative responsibilities. To administer programs covered
by the Civil Service law and to issue licenses and permits for cer[ain businesses and activities
as set out by ordinance and state law.
DESCRIPTION
This Activity provides a general information center for citizens and is directly responsible to the
City Council for preparation of agendas and maintaining minutes and official records for the City.
It is also responsible for processing applications for liquor, wine and cigarette licenses and beer
permits. The City Clerk serves as Secretary to the Civil Service Commission and assists with
administration of exams as required by Chapter 400, Code of Iowa. The City Clerk also aids in
procedures necessary for hearings appealed to the Commission. The City Clerk's Office is
staffed by the City Clerk, Deputy City Clerk and Permit Clerk and is located on the first floor of
City Hall.
SERVICE OBJECTIVES
To serve as Secretary to the City Council by:
a) receiving materials for preparing agenda, making material available to the City
Council, staff and news media on the Thursday preceding the City Council
meeting, attending all City Council meetings and notifying news media of
meetings in accordance with the Iowa Open Meetings Law;
b) publishing notices of public hearings and ordinances on the Friday following the
City Council meeting and minutes within ten days;
c) preparing the City Council proceedings for creation of the camera-ready copy
and forwarding them to the printer, after Council approval, to be copied and
bound in book form;
forwarding copies of adopted ordinances to the code editor after each meeting
for codification purposes;
processing, indexing, maintaining and filing all official records including
subdivision files and plats within the week following City Council meetings;
preparing and typing in final form proclamations and congratulatory letters
received form various organizations/individuals for presentation and reading at
council meetings, and notifying individuals of proper meeting; and
g) arranging for notifying and sending thank you letters to various invocators for City
Council meetings.
d)
e)
City Clerk's Office City Clerk
-117-
To notify citizens by mail of special assessments for major projecAs, according to State
law, at least ten days before scheduling hearings, and final assessments by regular mail
at the completion of projects.
To prepare for General Obligation bonds issues according to the Code of Iowa by
notifying financial consultants after action is taken by the City Council and preparing final
papers and affidavits.
To act as a general information center for all citizens by:
a) providing information upon request at the counter and on the telephone;
b) receiving claims and notices of suits filed against the City on a daily basis;
c) sorting all City mail and delivering to proper departments/divisions; and
d) providing information and applications for vadous Civil Service exams and
boards and commissions.
To serve as Secretary to the Civil Service Commission by:
a)
b)
c)
d)
e)
notifying Commission members of the various exams to be given;
administering exams as required to fill vacancies and establishing eligibility lists;
notifying applicants of the appropriate exam dates and results of their exam
score;
administering entrance level written exams and physical agility tests for police
and fire;
administering written promotional exams for police and fire; and
certifying list of applicants who have passed to the City Council
To insure fair and equitable treatment of Civil Service employees according to State law
by assisting the Civil Service Commission in conducting grievance hearings and
contracting for legal counsel as necessary.
To issue new and renewal licenses approved by the City Council by:
a) maintaining an automated record system for business licenses issued;
b) issuing approximately 8,000 animal licenses in the City Clerk's Office, obtaining
bids from various businesses for animal tags and receipts, issuing licenses to
citizens at the counter and by mail, and maintaining current computer files on
rabies vaccination certificates and licenses; and
c) Providing for the issuance of approximately 200 bicycle licenses.
To check records from the State regarding proper listing of beer and liquor licenses and
permits.
To keep an updated and accurate listing of board and commission members by:
a) advertising for positions when vacancies arise;
b) providing City Council with copies of applications received prior to the scheduled
meeting when appointments are made;
c) notifying citizens of their pending review by Council for appointments and
administering their Oath of Office;
d) notifying those applicants who were not appointed and keeping their applications
on file for one year following the filing date; and
e) providing individuals whose terms have expired with a tetter from the Mayor and
a certificate of appreciation from the City Council.
City Clerk's Office City Clerk
-118-
10.
11.
12.
To provide for proper control of certain business enterprises by issuing various new and
renewal permits and other business licenses as required by local ordinances.
To allow legal/law offices the opportunity to keep their Code of Ordinances updated by
advising them when the codified copies/CD ROMs have been received.
To assist with the bidding process for City projects which exceed $25,000 by:
a)
b)
c)
d)
e)
publishing notice to bidders in required time in accordance with State law;
accepting and time stamping each bid to assure filing was completed on time;
opening and verifying surety bond to ensure bond is for proper amount and fully
executed;
opening and verifying proper execution of bid and reading aloud the amount
submitted; and
returning submitted surety to the unsuccessful bidder(s).
BUDGET SUMMARY
Personnel Summary
Full-time Equivalents
Expenditure Summary
Employee Expense
Supplies and Services
Capital Outlay
TOTAL BUDGET
Funding Summary
General Fund
Revenue Generated
FY 2001 FY 2002 FY 2003 FY 2003
ACTUAL ACTUAL BUDGET REVISED
3.00 3.00
$153,274 $160,471 $174,319
48,883 89,462 53,277
744 616 150
FY 2004
RECOM'D
3.00
$191,830
96,851
$200,900 $250,548 $227,746 $288,681
$200,900 $250,548 $227,746 $288,681
$111,144 $127,844 $112,212 $129,108
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
City Council meetings 30 30 30 30 30
City Council special meetings 20 20 20 20 20
City Council agendas prepared 24 24 24 24 24
CD-Roms copied 360 360 360
Information requests 4,000 4,000 4,000 4,000 4,000
Complaints 500 400 400 400 400
City Clerk's Office City Clerk
-119-
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Resolutions adopted 609 566 600 600 625
Ordinances adopted 112 86 80 80 85
Legal ads published 250 325 350 350 350
Documents recorded 112 147 100 100 150
Council proceedings - book
bound 6 9 9 9 9
Council proceedings - pages
printed
Street assessment
notifications
Claims filed
Police entrance exams
administered
Agility tests (Police entrance)
Fire entrance exams
administered
Agility tests (fire entrance)
Promotional exams (fire)
Tests Administrated
Appiicants
Promotional exams (police)
Test Administered
Applicants
Various Civil Service exams
Civil Service public hearings
conducted
Nomination papers
Class 'B* and "C' beer permits
processed
,636 585 750 750 700
500 600 600 600 700
200 135 200 200 150
130 99 125 125 125
95 75 75 75
56 44 60 60 50
40 27 40 40 35
4 2 2 5
35 50 10 40
50 10 40
1 1
50 14 450 504
16 16 20 20 15
2 2 2 2 1
13 10
90 85 70 70 86
City Clerk's Office City Clerk
- 120-
PERFORMANCE MEASURES
Combination beer and liquor
licenses processed
Cigarette licenses issued
Dog licenses issued
Cat licenses issued
Bike licenses issued
Total business licenses and
permits (i.e., transient
merchants, solicitors, peddlers,
pawnbroker, pool tables,
dance halls, sign erection,
theatres, circus, salvage,
second hand dealers
FY 2001
ACTUAL
115
120
5,200
2,600
1,000
160
FY 2002
ACTUAL
114
104
5,355
2,650
117
141
FY 2003
BUDGET
110
100
5,200
2,650
2OO
160
FY 2003
REVISED
110
100
5,200
2,650
200
160
FY 2004
RECOM'D
112
100
5,300
2,600
2OO
150
City elections
Board and commission
applications processed
Meeting and worksession
notices sent
Civil Service Commission
meetings
Permits issued for parades,
special events, and block
parties
Proclamations written
City Council invocators
scheduled
8O
5O
2O
85
6O
24
1
65
44
18
98
55
24
9O
5O
2O
120
60
24
9O
5O
2O
120
6O
24
1
70
48
2O
125
60
24
City Clerk's Office City Clerk
-121-
PROGRAM - 4 - POLICY & ADMINISTRATION
DEPARTMENT
DEPARTMENT
CITY OF DUBUQUE
OPERATING BUDGET - RECOMMENDED
- 73 - City Clerk's Office
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
FY 2002 ACTUAL
FY 2003 BUDGET
FY 2004 RECOMMENDED
0].0 61010 FULL-TIME EMPLOYEES 118,580 124.643 133,615 141,237
010 61020 PART-TIME EMPLOYEES 3,760
010 61050 OVERTIME PAY 913 2,100 1,350
010 61310 IPERS 6,819 7,219 7,683 8,121
]10 61320 SOCIAL SECURITY 9,061 9~590 10,222 11,092
010 61410 HEALTH INSURANCE 18,446 17,749 20,305 25,850
010 61430 WORKMENS' COMPENSATION 152 140 127 130
010 61450 LIFE INSURANCE 216 216 267 290
TOTAL Wages and Benefits 153,274 160,471 174,319 191,830
3,465
1,335
330
684
1,065
7,382
11,366
3,033
503
1,740
253
1,692
133
607
2,201
1,168
6,160
19
507
240
3,000
46,883
010 62010
0]0 62030
010 62050
010 62061
I_~ 010 62O9O
~ 010 62110
' 010 62120
010 62130
010 62150
010 62170
010 62190
010 62290
010 62310
010 62320
010 62360
010 62421
010 62443
010 62663
010 62671
OlO 62698
010 62713
010 62731
010 62756
010 62761
TOTAL
4,415
1,583
51
3,249
777
6,206
14,486
4,107
432
1,870
70
2,444
50
921
883
1,075
4,680
9,690
28,793
3,000
68O
89,462
OFFICE SUPPLIES
POSTAGE AND SHIPPING
OFFICE EQUIPMENT MAINT
DP EQUIP MAINT CONTRACTS
PRINTING & R1NDING
COPYING'REPRODUCTION
CODE SUPPLEMENTS
LEGAL NOTICES & ADS
COURT COSTS
SUBSCRIPTIONS-BOOKS-MAPS
DUES & MEMBERSHIPS
MISCELLANEOUS
TRAVEL-CONFERENCES
TRAVEL-CITY BUSINESS
EDUCATION & TRAINING
TELEPHONE
GENERAL LIABILITY INS
SOFTWARE LICENSE EXP
MISC. OPERATING SUPPLIES
ELECTION EXPENSES
LEGAL SERVICES
MISCELLANEOUS SERVICES
SPIRIT RELATED EXPENSE
PAY TO OTHER AGENCY
3,962
1,502
210
2,150
1,092
7,570
[1,651
3,109
516
2,001
100
1,737
137
623
1,152
1,100
4,900
4,615
100
550
4,500
53,277
Supplies and Services
4,430
1,712
231
199
3,314
792
6,331
14,776
4,189
525
2,050
2,495
100
940
1,124
1,254
5,000
9,884
29,000
3,060
685
260
4,500
96,851
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
PROGRAM - 4 - POLICY ~ ADMINISTRATION
DEPARTMENT - 73 - City Clerk's Office
FOND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
010 71122 PRINTER 308
010 71212 SIDE CHAIRS
010 71213 TABLES
010 71222 CRT WORKSTATIONS 436
TOTAL Machinery and Equipment 744
TOTAL DEP/DIV: City Clerk's Office
200,900
FY 2002 ACTUAL
260
356
616
250,548
FY 2003 BUDGET FY 2004 RECOMMENDED
150
150
227,746
288,68]
FUND - 010 GENERAL FUND
PRO GRAM- -ADMINI S TRATION
ACT. ACCT ......... TITLE
73100 42101
7310O 42103
73100 42105
73100 42107
73100 42338
73100 44820
73100 44822
73100 53302
73100 54303
73100 54511
BUSINESS LICENSES
CIGARETTE LICENSES
BEER PERMITS
BEER/LIQUOR COMB-LICENSE
BICYCLE LICENSES
COPY SERVICE CHARGES
CODIFICATION SALES
MISCELLANEOUS REVENUE
REIMBURSEMENTS - GENERAL
SPECIAL EVENT DEPOSIT
~_~ TOTAL CITY CLERK
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
CITY CLERK
FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
8,330 8,150 8,330 8,000 7,950
9,950 9,525 9,175 9,000 10,175
10,138 9,288 10,025 10,000 9,365
74,712 88,570 75,557 85,000 90,048
356 351 2,700 1,000 1,300
25 225 25 100 200
6,250 9,37~ 6,300 8,500 9,300
25 10 10
783 761 75 650 760
600 1,600
111,144 127,844 112,212 122,260 129,108
CITY OF DUBUQUE, OWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
73 CITY CLERK
FD JC WP-GR JOB CLASS
61010 Full Time Employee Expense
010 9350 GE-38 CITY CLERK
010 8925 GE-29 DEPUTY CITY CLERK
010 8875 GE-26 PERMIT CLERK
TOTAL FULL TIME EMPLOYEES
TOTAL CITY CLERK'S OFFICE
FY 2002 FY 2003 FY 2004
FTE BUDGET FTE BUDGET FTE BUDGET
1.00 52,133 1.00 57,199
1.00 38,782 1 .O0 41,079
1.00 33,917 1.O0 35,377
3.00 124.,832 3.00 133,655
3.00 124.,832 3.00 133,655
1.00
1 .O0
1 .OO
3.OO
3,00
62,327
42,420
36,490
14.1,237
141,237
Legal
PROGRAM:
DEPARTMENT/DIVISION:
RESPONSIBILITY:
Administration
Legal Department
Barry A. Lindahl
Corporation Counsel
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Two hundred and ninety-six civil infractions were processed, involving zoning, health, housing, fire,
police and other code violations. Extensive time was devoted to zoning enforcement. The
Dubuque Police Department began using civil infractions to enforce animal violations.
Prosecution of misdemeanors and civil infractions generated $200,966.43~
The Legal Department handled the defense of several workers' compensation claims, resulting in
approximately $11,000 savings in costs for outside legal counsel.
Dudng the 2001-2002 fiscal year, the Legal Department has been involved or indirectly involved
with seven civil dghts claims at no cost to the City for the defense, resulting in a savings of
approximately $19,500.
The Legat Department processes all claims filed against the City, actively investigating and
defending those within the $1000 deductible and referring those in excess of the deductible to
Public Entity Risk Services. For fiscal year 2001-2002, 119 claims were processed by the Legal
Department.
The Legal Department also:
Assisted in several Human Rights presentations to the community, primarily involving housing
issues.
Contributed to the following major projects:
· Finalized Acquisition of the Brewery
· Giese Manufacturing Development Agreement
nd
· Acquisition of land for West 32 Street Detention Basin from Iowa-Northwest Development
Corporation
· Acquisition of Dubuque Hardwoods, Inc. property
· Acquisition of Mississippi Valley Truck Center, Inc. property
· Acquisition of Easement from AIliant Energy Heritage Trail South
· Flynn Ready Mix Land Sale and Lease Exchange
-127-
LEGAL DEPARTMENT
Budget Highlights
FY 2003 FY 2004 Dollar
Adopted Recommended Change
Employee Expense $ 255,302 $ 286,233 $ 30,931
Supplies and Services __136.289 121 524 H4.765)
Total $ 391,591 $ 407,757 $ 16,166
Operating Revenue
21,586 21,586
Property Tax Support
Percent Increase (Decrease)
$ 370,005 $ 386,171 $ 16,166
4.4%
Significant Line Items
Damage Claim expense provides for the $10,000 per claim and $100,000 maximum
aggregate deductible under the ICAP general liability insurance program. This has been
reduced to $75,500 to cover the aggregate deductible based on the prior years
expedence.
2. Seasonal employee expense covers the cost of a summer legal intern.
Travel Professional Conference has been increased from $5,000 to $6,000 based on the
need to stay on top of numerous legal issues that could impact the City.
Rental of Space expense has been decreased from $10,400 to $6,669, with related
expense broken out separately including property tax ($3,800), utility expense ($1,620),
custodial services ($2,030) and property insurance ($330).
-128-
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Administration
Legal
Legal Services
GOAL
Provide legal counsel to the City Council, City Manager and all officials and departments of the
City in matters relating to their official duties, to review necessary legal documents and to
prosecute and defend all suits for, and on behalf of, the City.
DESCRIPTION
The Legal Department for the City of Dubuque comprises a Corporation Counsel, part-time City
Solicitor, part-time Assistant City Attorney, full-time Secretary, and a summer Law Student
Intern. The legal staff maintains pdvate offices and practices. The Corporation Counsel is
appointed by the City Council and the Corporation Counsel's appointment of City Solicitor and
Assistant City Attorney is approved by the City Council.
SERVICE OBJECTIVES
To provide immediate and ongoing legal services by maintaining a legal staff to:
a) regularly attend meetings of the City Council;
b) approval a!l legal documents;
c) prosecute all court cases of violation of municipal ordinances, including traffic
and criminal;
d) draft City ordinances, resolutions and contract documents;
e) represent the Board of Review and City Assessor on tax appeals;
f) investigate, defend and prosecute damage claims for and against the City and
provide payment on judgments;
g) advise and defend the Civil Service Commission on appeals of its rulings;
h) institute all eminent domain proceedings and other legal services related to City
of Dubuque capital improvements; and
i) attend meetings of boards and commissions as the need adses.
To provide assistance in the summer months with legal research and preparation of
bdefs and misdemeanor trials by utilizing a part-time Law Student Intern for
approximately fourteen weeks ($9,300).
Legal Legal Services
-129-
BUDGET SUMMARY
PERSONNEL SUMMARY
Full-Time Equivalents
Par~-Time Equivalents
Seasonal Equivalents
FY 200t FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
2.00 2.00 2.00 2.00
1.00 1.00 1.00 1.00
.28 .28 .28 .28
EXPENDITURE SUMMARY
Employee Expense $235,601
Supplies and Services 116,856
Capital Outlay
TOTAL BUDGET $352,457
FUNDING SUMMARY
General Fund
Revenue Generated
$238,284 $255,302 $286,233
12t,243 136,289 121,524
12,105
$371,632 $391,591 $407,757
$352,457 $371,632 $391,591 $407,757
$ 21,780 $ 21,663 $ 21,586 $ 21;586
Legal Legal Services
-130-
PROGPJ%M- 4
- POLICY & ADMINISTRATION
CITy OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 76 - Legal. Department
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
FY 2002 ACTUAL
FY 2003 BUDGET FY 2004 RECOMMENDED
0!0 61010 FULL-TIME EMPLOYEES 108,874 101,833 116,729 132,563
010 61020 PART-TIME EMPLOYEES 79,290 81,661 88,253 96,164
010 61030 SEASONAL EMPLOYEES 8,631 16,737 9,000 9,300
0!0 61310 IPERS 10,819 i0,854 11,768 13,055
010 61320 SOCIAL SECURITY 15,120 15,897 15,849 17,352
0]0 61410 HEALTH INSURANCE 12,298 10,846 13,139 17,206
0].0 61430 WORKMENS' COMPENSATION 220 211 206 206
010 61450 LIFE INSURANCE 151 146 233 262
010 61650 EMPLOYEE PHYSICALS 198 99 125 125
TOTAL Wages and Benefits 235,601 238,284 255,302 286,233
2,001
799
534
75
1,003
2,635
1,330
593
9,960
1,290
63,131
7,420
1,471
2,391
4,103
9,113
5
1,439
4,183
010 62010
010 62030
010 62050
~-~ 010 62060
69' 010 62O61
~ 010 62110
010 62130
010 62150
010 62170
010 62190
010 62208
010 62220
010 62310
010 62320
010 62340
010 62360
010 62411
010 62412
010 62421
010 62433
010 62436
010 62441
010 62443
010 62671
010 627]3
2,784
1,026
771
1,147
2,299
263
1,138
10,121
1,230
71,300
6, 421
379
129
1,038
407
141
3,408
631
8,743
6
1,326
300
6,083
OFFICE SUPPLIES
POSTAGE AND SHIPPING
OFFICE EQUIPMENT MAINT
O/E MAINT CONTRACTS
DP EQUIP. MAINT CONTRACTS
COPYING/REPRODUCTION
LEGAL NOTICES & ADS
COURT COSTS
SUBSCRIPTIONS-BOOKS-MAPS
DUES & MEMBERSHIPS
DAMAGE CLAIMS
PROPERTY TAX
TRAVEL-CONFERENCES
TRAVEL-CITY BUSINESS
MILEAGE/LOCAL TRANSP
EDUCATION & TRAINING
UTILITY EXP-ELECTRICITY
UTILITY EXP-GAS
TELEPHONE
CUSTODIAL SERVICES
RENTAL OF SPACE
INSURANCE, PROPERTY
GENERAL LIABILITY INS
MISC. OPERATING SUPPLIES
LEGAL SERVICES
2,164 2,457
615 664
820 820
1,178 1,395
1,746 1,781
500 510
600 612
9,176 9,360
1,290 1,316
97,000 75,500
3,800
5,000 6,000
1,000 1,000
343
1,300 1,300
1,368
252
2,100 2,576
2,030
10,400 6,669
330
1,400 1,441
PROGRAM - 4 - POLICY & ADMINISTRATION
CITY OF DUBUQUE
DEPARTMENTOPERATING BUDGET - RECOMMENDED
DEPARTMENT - 76 - Legal Department
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
010 62731 MISCELLANEOUS SERVICES 8
010 62732 TEMP HELP\CONTRACT SERV. 3,131
010 62756 SPIRIT RELATED EXPENSE 240
TOTAL Supplies and Services 116,856
010 71211 DESKS/CHAIRS
010 71213 TARLES
010 71222 CR~ WORKSTATIONS
010 71225 SHELVING
TOTAL Machinery and Equipment
010 72320 CURTAIN
010 72418 TELEPHONE SYSTEM
TOTAL Machinery and Equipmenu
TOTAL DEP/DIV: Legal Department
FY 2002 ACTUAL
153
FY 2003 BUDGET FY 2004 RECOMMENDED
352,457 371,632 39].,591 407,757
1,888
899
1,534
2,240
6,56]
315
4,730
5,545
121,242 136,289 121,524
FUND 010 GENERAL FUND
PROGRAM--ADMINISTRATION
ACT. ACCT ......... ~TLE .........
76100 54303
761O0 59210
76100 59220
76100 59230
76100 '59450
76100 59460
76100 59470
76100 59490
76100 59540
76100 59570
76100 59940
TOTAL
REIMBURSEMENTS-GENERAL
FR COMMUNITY DEVELOPMENT
FR UDAG REPAYMENTS
FR SECTION 8 HOUSING
FR WATER UTILITY
FR WPC OPERATING
FR REFUSE COLLECTION
FR PARKING OPERATING
FR CABLE TV
FROM GARAGE SERVICE FUND
FR DMASWA
LEGAL SERVICES DEPARTMENT
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
LEGAL SERVICES DEPARTMENT
FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM.
134 17
1,213 1,213 1,213 1,213 1,213
60 60
820 820 820 820 820
6,206 6,206 6,206 6,206 6,206
3,523 3,523 3,523 3,523 3,523
5,333 5,333 5,333 5,333 5,333
903 903 903 903 903
573 573 573 573 573
1,240 1,240 1,240 1,240 1,240
1,775 1,775 1,775 1,775 1,775
21,780 21,663 21,586 21,586 21,586
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
76 LEGAL DEPARTMENT
FD JC WP-GR JOB CLASS
61010 Full Time Employee Expense
FY 2002 FY 2003 FY 2004
FTE BUDGET FTE BUDGET FTE BUDGET
010 0225 GE-24 SECRETARY 1.00 29,934 1.00 25,828
010 0225 GE-26 LEGAL SECRETARY 1.00 33,514
010 0625 NA-13 CORPORATION COUNSEL 1.00 84,109 1.00 90~901 1.00 99,049
TOTAL FULL TIME EMPLOYEES 2.00 114,043 2.00 116,729 2.00 132,563
61020 Part Time Employee Expense
010 0600 NA-12 ASSISTANT CITY ATTORNEY 0.40 32,664 0.40 35,301 0.40 38,447
010 0610 NA-12 CITY SOLICITOR 0.60 .481_9_96 0.60 52,952 0.60 __5.__7~_717
TOTAL PART TIME EMPLOYEES 1.00 81,660 1.00 88,253 t .00 96,164
61030 Seasonal Employee Expense
010 0535 NA-02 LEGAL INTERN-SEASONAL
TOTAL SEASONAL EMPLOYEES
TOTAL LEGAL DEPARTMENT
0.28 8,200 0.28 9,000 0.28 9,~00
0.28 8,200 0.28 9,000 0.28 9,300
3.28 203,903 3.28 213,982 3.28 238,027
Health Services
PROGRAM:
DEPARTMENT/DIVISION:
RESPONSIBILITY:
Human Development
Health Services
Mary Rose Corrigan,
Public Health Specialist
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Childhood Lead Poisoning Prevention Program
The Health and Housing Services Departments continue implementation of the childhood lead
poisoning prevention program (CLPPP). In October 1996, a 3.6 million dollar grant from the
Department of Housing and Urban Development (HUD) for a primary lead prevention program
was received. The grant project consists of grants and loans to property owners to conduct lead
hazard reduction in their units. An extension was granted by HUD to continue the grant to
December 2002. The monies are also used for medical case management of the dwelling's
residents, and for community education. Community education on the program is ongoing
through presentations to community-based organizations, displays at schools and neighborhood
events and to childcare providers. Multi-media marketing is also ongoing.
$20,106 was secured from the Iowa Department of Public Heatth (IDPH) for medical case
management of lead poisoned children, along with community education and staff development.
This was decreased from the previous year's $21654 grant.
Memorandums of Understanding are continuing with the Dubuque Visiting Nurse Association
(VNA) to provide medical case management and community education.
A new grant application was applied for a HUD Healthy Homes grant. Healthy Homes concepts
are being instituted in the current lead program. A grant application for continuation of the
current lead hazard reduction program was submitted to HUD.
Sanitary Sewer Connections
The project of connecting all dwellings where City sanitary sewer is within 200 feet of the
property continues, but is slowing due to the complexity and cost of many of the remaining
addresses. In 2001, follow-up notices were sent to complete orders initiated in 1998, 1999 and
2000 with an additional nine notices being issued. Since 1995, 170 homes have connected to
new sewer extensions, and 114 homes with pre-existing sanitary sewer have connected. Each
year, more homes and businesses are added to the connection plan as they are found not
connected to existing sanitary sewer. Additional connections will be scheduled over the next
four to five years.
Food Inspections
The number of temporary food stand permits continues to escalate, causing employees to be
compensated with overtime pay versus compensatory time off. In 2000, two hundred and two
(202) temporary food stand permits were issued. In 2002, two hundred and ninety (290) were
issued. A staff member is now on food inspection duty every weekend from May through mid-
-136-
October. A temporary food stand education seminar was developed and hosted by the Health
Services Department.
The Environmental Sanitarian achieved the Registered Environmental Health Specialist (REHS)
certification.
The Environmental Sanitarian was standardized for inspections by the Iowa Department of
Inspections & Appeals (DIA.)
Animal Control
Revenue from dog and cat licenses and impoundment fees increased, along with a slight
increase in impoundment fees.
The Potentially Vicious Animal Ordinance was adopted.
City Health Care Committee
The Public Health Specialist continues to serve on the Health Care Committee and chair the
Wellness Subcommittee. The Wellness Subcommittee completed health risk appraisals on 175
City employees and began planning for future related wellness programs, based on the results
of the appraisals.
Urban Deer Management
The Environmental Stewardship Advisory Commission renewed their recommendation to the
City Council to continue the urban deer management plan through a bow and arrow hunt within
the city limits and a zone around the city.
The City of Dubuque's second urban deer harvesting project ended January 10, 2002. Two
hundred and eighty-nine (289) archery licenses were sold for use within the city limits. One
hundred and fifty-six (156) deer were reported killed at the end of the season (124 deer were
harvested the previous season.) In the perimeter County zone, 159 licenses were sold, with an
estimated eighty-four (84) deer harvested. A total estimated number of deer killed in the
Dubuque County zone was 284 (216 deer were harvested the previous season.)
The annual aerial survey indicated the herd decreased by almost one hundred (100.) The four
seasons have resulted in four hundred and sixty (460) deer harvested through the City,s
program. The Leisure Services and Health Services Departments coordinated the hunt, with
assistance from the Fire Department, the Bait Shack and IDNR. All participants in the hunt
were invited to a wrap-up evaluation meeting and chili supper. Feedback from the hunters was
incorporated into plans for the 2002-2003 hunt.
Disaster Preparedness
The Health Services Department participated in the May disaster drill in conjunction with County
Emergency Management, local hospitals, and law enforcement. Health continues to assist
Emergency Management in the grant applications to the Department of Justice (through the
Iowa Department of Emergency Management.) Additional funding will be used for emergency
response equipment and supplies. Staff also participated in the bioterrorism response plan for
the hospitals.
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FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004:
Sanitary sewer connection enforcement.
The Health Services Department will continue its implementation of the plan to connect the
homes in Dubuque where City sewer is available within 200 feet of the property line. In addition,
sewer connection orders for newly constructed sewers to unserved areas will also be generated
and enforced.
In conjunction with the Building Services Department, the Engineering Division, and the Utility
Billing activity, the Health Services Department struggles to achieve accurate record keeping
and documenting when sanitary sewer connections are made.
Each year this effort continues, the more difficult and costly connections ars brought forward.
Thersfors, feasibility and costs of connections will be figured pdor to notices being sent. The
financial assistance programs rsmain crucial to this project.
Childhood Lead Poisoning Prevention Program.
Community education and outreach continues through neighborhood health and safety
seminars, which will incorporate lead poisoning prsvention education, along with participating in
community events to advertise and educate on childhood lead poisoning. Iowa Department of
Public Health funding for these and other childhood lead poisoning prevention program activities
was reduced to $20,106 from $21,654 due to reductions in Iowa's CDC grant.
A HUD Healthy Homes grant application will be prepared to continue and expand the current
childhood lead poisoning prevention program.
Health Care Committee
The Wellness Subcommittee will continue to promote activities and provide programs for
improving health lifestyle behaviors among employees, and in some cases, their families.
Specific behaviors to be addressed include smoking cessation, physical activity, and stress
reduction. Two health tips newsletters ars also distributed to all employees.
Environmental Stewardship Advisory Commission.
The Commission will participate in the City's storm water management plan to offer advice and
expertise.
Urban Deer Management Program.
A brochure will be distributed to educate citizens on urban deer management and deer
deterrents. The Environmental Stewardship Advisory Commission reviews progress and makes
recommendations for the program annually.
Mosquito Monitoring Program
In addition to encephalitis monitoring through mosquito collection and chicken flock antibody
testing, funding for West Nile Virus surveillance is expected from the Iowa Department of Public
Health. These funds will help cover the cost of additional surveillance, community education,
and mosquito reduction.
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Disaster Preparedness
Staff will assist in developing the bioterrodsm component of the County multi-hazard plan and
be participating in the plan if it is initiated. Public health is a key component in disaster
preparedness and response.
The Public Health Specialist serves on the State (IDPH) CDC Cooperative Agreement Sub-
committee and the Iowa Health Disaster Council (IHDC.)
CDC Cooperative Agreement Subcommittee
Mission: To provide a statewide, effective and sustainable program of public health disaster
and/or terrorism services across organizational boundaries of all stakeholders that is
fully integrated into Iowa's Homeland Security and Emergency Response Plan.
Purpose: The purpose of this subcommittee is to actively participate in the development and
implementation of local and state public health preparedness and response
planning/operational procedures for bioterrorism, other outbreaks of infectious
disease, and other public health threats and emergencies. It is the responsibility of
the membership to provide regular updates and communication regarding the
activities and progress made by this subcommittee to the constituents they
represent.
Iowa Health Disaster Council (IHAC)
Mission: To provide an effective statewide and sustainable program of health and public health
components for Iowa's disaster/terrorism services across organizational boundaries
of all stakeholders. This program is fully integrated into Iowa's Homeland Security
and Emergency Response Plan.
Purpose: The purpose of this committee is to serve as an information-sharing venue regarding
health and public health preparedness and response activities including the CDC
and HRSA cooperative agreements, the NPS, and the IA-DMAT. This committee
shall make final recommendations to the Director of IDPH on issues germane to the
mission.
Food Inspections
The Iowa Department of Inspections and Appeals (DIA) is developing new software and piloting
new computers for field use during inspections. Local jurisdictions will be encouraged to follow
suit.
Nuisance Control
Health Services Department is participating in the pilot for development and usage of a
complaint tracking software system.
Community Health Center
The Public Health Specialist is participating in the development of an application for a Federally
Qualified Community Health Center (FQHC.) This effort will be a collaboration among
community health care organizations and agencies.
-139-
HEALTH SERVICES DEPARTMENT
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Operating Revenue
Cable TV Charges
Community Dev. Block Grant
FY 2003 FY 2004 Dollar
Adopted Recommended Change
$ 277,569 $ 299,865 $ 22,296
118,950 125,589 6,639
1,160 11.050 9.890
$ 397,679 $ 436,504 $ 38,825
179,062 184,306 5,244
21,844 23,444 1,600
1,500 1,000 (500)
Property Tax Support
Pementlncrease(Decrease)
$ 195,273 $ 227,754 $ 32,481
16.6%
Decision Package Summary
I of 4
This decision package provides funding for the Environmental Sanitarian to attend the
Community Leadership Institute. The Institute's goal is to improve the health of Iowans through
collaborative efforts using a new model of leadership development, which draws the
represented systems together. These systems include public and private health care, public
health, education, human services and government.
Related Cost: $3,000 Tax Funds- Non-Recurring
Property Tax Impact: +$.0020/+.02%
Activity: Food Inspection
Not Recommended
2of4
This decision package provides for the Public Health Specialist to attend the National Wellness
Conference in Stevens Point, Wisconsin to learn strategies, programs and obtain information for
improving the City's employee wellness program. The improvement in employee health wilt
lead to decreased health care costs.
Related Cost: $1,000 - Non-Recurring
Property Tax Impact: +$.0007/+.01%
Activity: Health Services Administration
Not Recommended
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3 of 4
This decision package provides for the City to purchase the first tag for hunters harvesting deer
in the City under the urban deer management program. Currently they do so at their own
expense of $25 per tag for the first deer and $10 each one thereafter. It is estimated that this
would include 110 tags.
Related Cost: $2,805- Recurring
Property Tax Impact: +$.0018/+.02%
Activity: Health Services Administration
Not Recommended
4 of 4
This decision package provides the software, printer and handheld computer to allow on-site
report writing and printing for food service establishments, using language that is consistent with
FDA standards. The data can be transferable to a main database on the network and desktop
computer. The system is being recommended by the Iowa Department of Inspections and
Appeals.
Related Cost: $1,050 Tax Funds - Non-Recurring
Property Tax Impact: +$.0007I+.01%
Activity: Food Inspection
Recommended
Significant Line Items
Business License revenue is budgeted at the same level as actual FY 2002 receipts.
Swimming pool inspection fees are budgeted at slightly higher than FY 2002 actual
based on number and size of pool at each facility.
No change is recommended in dog and cat license fees which are currently $8.00 per
neutered/spayed animal and $18 for unaltered animals.
A Payment to the Dubuque County Board of Health of $15,000 is budgeted in FY 2004
as the final payment under the transition agreement with Dubuque County. The
amounted budgeted for FY 2004 also includes $14,280 payment to VNA for case
management services (lead poisoning) and $30,635 service agreement with the
Humane Society for animal confinement.
Machinery and Equipment at the maintenance level includes $10,000 for a replacement
vehicle.
Miscellaneous Services has been decreased by $2,313 to reflect lower expense for the
deer population control activity.
The Animal Control activity Es 56% self-supporting versus the guideline of 90% self-
supporting. This is due in part to an increase in the fees paid to veterinarians from $30
per call to $75 per call. Inspection of Food Establishments is 52% self-supporting versus
the guideline of 60%. The expense figures are adjusted for vehicle depreciations factors
of $2,648 for Food Inspection (two vehicles) and $2,472 for Animal Control.
-141-
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Human Development
Health Services
Administration
GOAL
Provide an effective public health service, which protects, maintains and promotes the physical
and environmental health and well being of the citizens of the community.
DESCRIPTION
The Administration Activity plans, budgets, coordinates and supervises the various activities of
the Health Services Department and participates in public health assessment, assurance, and
policy development. Its prime responsibility is to plan programs and develop policies based on
the community health needs assessment, respond to related health issues and emergencies as
required, respond to health related complaints in a professional manner, and to supervise and
direct activities of the Health Services Department. This Activity is staffed by fifty percent of the
Public Health Specialist and a full-time Secretary and is located in the City Hall Annex, 1300
Main Street. The Secretary provides support to the Health Services Department, Information
Services Department, and Cable TV Division and is funded fifty percent from cable franchise
fees.
SERVICE OBJECTIVES
To provide effective leadership and management support for the operations and
activities of the Health Services Department by:
a) assudng a competent public health workforce through regular staff meetings with
Health Services personnel to discuss problems and methods of meeting
objectives and by providing continuing education and training to personnel in the
department;
b) enforcing laws and regulations that protect health and ensure safety by
maintaining our contracts with the Iowa Department of Public Health for public
health services such as, the Childhood Lead Poisoning Prevention Program, the
swimming pool/spa inspection program, etc., and with the Iowa Department of
Inspections and Appeals for the licensure and inspection of retail food and food
service establishments;
diagnosing and investigating health problems and health hazards in the
community by initiating a response to citizen complaints on a same day basis;
continuing team building and leadership training by participation in training
sessions and weekly staff meeting with the Department Managers Team;
participating in the community health needs assessment and prioritization
process and working with community-based public health projects; and
assudng proper sewage disposal by enforcing the Sanitary Sewer Connection
Ordinance where City sanitary sewer is available.
c)
d)
e)
0
Health Services Administration
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To provide staff support/service to other Health Services Department, Cable TV Division,
and Information Services Department activities by:
a) rendering clerical support to the Public Health Specialist, Cable Franchise
Administrator, and Information Services Manager;
b) assisting the Environmental Sanitarian in the investigation of foodbome illness,
the recall of food and drugs, taking all walk-in and telephone calls relative to food
and food service or hotel complaints and referring same to the Environmental
Sanitarian and maintaining a licensing and inspection information database;
c) providing an answering, information and complaint service for the Animal Control
Activity, contributing to the investigation of animal bites and the proper
quarantine of biting animals, maintaining licensing and rabies certificate
information database and preparing court orders and correspondence for the
Animal Warden; and
d) receiving all complaints related to environmental health and sanitation and
providing information in regards to garbage complaints, nuisance complaints,
weed problems, odor and noise complaints, as well as rodent and insect
infestations and other public health problems.
Mobilize community partnerships to identify and solve health problems by:
a) administering the City's Urban Deer Management Plan in conjunction with the
b)
c)
d)
e)
Leisure Services Department Manager;
convening and participating in Dubuque County Empowerment Board sub-
committees which address health issues of children;
convening the Childhood Lead Poisoning Prevention Coalition; and
providing nursing service to the Mission's Free Medical Clinic.
investigating other means for addressing identified community health needs.
Develop policies and plans that support individual and community health efforts by:
a) staffing the Environmental Stewardship Advisory Commission;
b) reviewing and revising current ordinances and enforcement policies; and
c) participating in the County multi-hazard, severe weather, and disaster plan
development and review process.
d) reviewing all temporary event applications.
Health Services Administration
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BUDGET SUMMARY
Personnel Summary
Full-Time Equivalents
Expenditure Summary
Emptoyee Expense
Supplies and Services
Capital Outlay
TOTAL BUDGET
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
1.50 1.50 1.50 1.50
$69,964 $7t,914 $77,509 $83,997
9,517 8,669 10,894 11,138
300
$79,481 $80,582 $88,703 $95,135
Funding Summary
Cable TV $19,468 $20,341 $21,844 $23,444
General 59,765 60,220 65,359 70,691
Community Development 248 22 1,500 1,000
TOTAL BUDGET $79,481 $80,582 $88,703 $95,135
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Noise variances issued 35 7 30 15 10
Noise variances denied 4 2 5 5 5
City sewer connection notices 28 23 40 30 20
Sewer connections completed 18 34 30 30 30
Animal bite verifications 1 I I 1 1
Health Services -144- Administration
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Human Development
Health Service
Community Health
GOAL
Maintain and enhance the public health and welfare of the citizens of Dubuque.
DESCRIPTION
This Activity is responsible for assessment, assurance and policy development, to address
public health problems and issues in the community. This Activity works cooperatively with the
County Board of Health to carry out the core functions and essential services necessary for an
effective public health system. This Activity is staffed by fifty percent of the Public Health
Specialist and is located in the City Hall Annex, 1300 Main Street.
SERVICE OBJECTIVES
Monitor health status to identify community health problems:
a) provide public information and education on current public health issues;
b) provide information to school health services, including colleges;
c) work with the County Board of Health, and other organizations to assess
community health needs; and
d) serve on the Dubuque County Empowerment Board.
Evaluate effectiveness, accessibility and quality of personal and population-based health
services:
a) provide assistance to implement and track the annual community health plans;
and
b) assure needs identified in the annual community health plan are addressed by
the community; and
c) assist the Environmental Sanitarian in the investigation of food borne illness.
To reduce the incidence of childhood lead poisoning by:
a) providing information to the community on childhood lead poisoning through
educational presentations, pdnted material and consultation;
b) providing medical case management for children with elevated blood lead levels;
c) coordinating with the Housing and Community Development Department and
Health Services Departments for environmental investigation and follow-up for
children with elevated blood lead levels;
d) maintaining a database of all blood lead levels of children;
e) maintaining a contractual agreement with the Visiting Nurse Association (VNA) to
provide medical case management of lead poisoned children; and
Health Services Community Health
-145-
g)
facilitating the Childhood Lead Poisoning Prevention Coalition to provide
community support and expertise; and
continually seek lead poisoning prevention resources and funding.
Diagnose and investigate health problems and health hazards in the community by:
a) attending to unsafe and/or unhealthful conditions such as child abuse and
dependent adult abuse;
b) assisting the Department of Human Services, Police Department and Housing
and Community Development Department in cases involving unsanitary living
conditions or other public health problems;
c) provide for the services of a Medical Advisor ($4,200) to provide regular
feedback, advice and information exchange regarding community health-related
problems; and
d) participating during implementation of the County multi-hazard, severe weather
and disaster planning activities.
BUDGET SUMMARY
Personnel Summary
Full-Time Equivalents
Expenditure Summary
Employee Expense
Supplies and Services
Capital Outlay
TOTAL BUDGET
Funding Summary
General Fund
Revenue Generated
FY 200t FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
.50 .50 .50 .50
$31,029 $31,953 $35,145 $38,774
29,516 42,161 41,746 40,587
281
$60,826 $74,114 $76,891 $79,361
$60,826 $74,114 $76,891 $79,361
$23,514 $21,793 $20,106 $20,706
Health Services Community Health
-146-
PERFORMANCE MEASURES
Health and social problem
investigations
Iowa Department of Human
Services referrals
Heatth education presentations
Communicable diseases
reported
Sexually transmitted diseases
reported
Communicable diseases
investigations/contacts/
follow-ups
Tuberculosis cases
TB Mantoux tests
TB case management/
medication compliance
calts, visits
TB contact investigations
follow-ups
Schools audited for
immunization law
compliance
Lead home visits
Lead case management calls
FY 2001
ACTUAL
FY 2002
ACTUAL
FY 2003
BUDGET
FY 2003
REVISED
FY 2004
RECOM'D
4 5 5 5 5
3 2 4 4 4
11 10 15 15 12
Health Services Community Health
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PROGRAM: Human Development
DEPARTMENT/DIVISION: Health Services
ACTIVITY: Environmental Sanitation/Food Inspection
GOAL
To promote a safe and healthy environment by assuring sanitary conditions and practices in
accordance with municipal public health and environmental ordinances, codes and regulations.
DESCRIPTION
Under contract with the Iowa Department of Inspections and Appeals, this Activity inspects and
licenses restaurants, taverns, temporary food stands and mobile food units which are officially
referred to as food service establishments (FSE); inspects and licenses grocery stores,
bakeries, and warehouses, collectively referred to as retail food establishments (FE); and
inspects hotels, motels, bed and breakfast inns and vending machines under contract with the
Iowa Department of Inspections and Appeals. Non-residential swimming pools and spas are
also inspected for safety and sanitation under contract with the Dubuque County Board of
Health and the Iowa Department of Public Health. For such services to the state, the City
receives the license fees, which assists in funding this Activity. This Activity is also responsible
for environmental concerns including the inspection and issuance of permits for private sewage
disposal systems and private refuse and garbage haulers; annual inspection of non-residential
swimming pools/spas; control of rodents, flies, mosquitoes and other vermin; residential
garbage storage; weeds and brush; investigation of citizen complaints of environmental
nuisances; water pollution; and confers with industrial and residential offenders on pollution
problems in conjunction with the Iowa Department of Natural Resources. This Activity also
assists with surveillance for encephalitis and West Nile Virus. This Activity is staffed by the
Environmental Sanitarian and Assistant Environmental Sanitarian and is located in the City Hall
Annex, 1300 Main Street.
SERVICE OBJECTIVES
To prevent conditions hazardous to public health in retail food and food service
establishments by inspecting all school lunch programs, licensed food service
establishments, mobile unit/pushcarts, temporary food service establishments, and retail
food establishments.
To assure safe and sanitary hotel and motel rooms by inspecting a representative group
of rooms from the city's hotels, motels, and bed and breakfast inns at least once every
two years.
To assure safe, quality merchandise by maintaining strict control over vendors, storage
facilities and food vending machines by:
Health Services Environmental Sanitation/Food Inspection
-148-
10.
11.
a)
b)
inspecting vending machine commissaries in the city a minimum of once per
year; and
inspecting a representative group of fifty or more vending machines annually.
To assure a competent workforce in the food service industry by educating and training
food service personnel in proper practices of food safety, sanitation and hygiene through
meetings and classes with restaurant managers and employees.
To assure safe and sanitary food service establishment and food establishment facilities
by:
a) reviewing the construction of thirty to forty new or remodeled establishments each
year; and
b) upgrading present facilities to meet code requirements upon change-of-ownership.
To prevent conditions hazardous to public health at public festivals
To diagnose and investigate health problems and hea~th hazards in the community by:
a) inspecting areas of the city in order to abate such nuisance violations as weeds
and vegetative overgrowth, the littering of streets and alleys, any unsanitary
methods of garbage and refuse storage and disposal, and malfunctioning private
sewage disposal systems;
b) alerting property owners of nuisance ordinance violations through wdtten, mailed
notices which specify a corrective action and completion date;
c) enforcing nuisance ordinance sections by performing reinspections, sending
notices of violations and making personal contact with violators and
complainants;
d) investigating rodentJrat complaints and ordedng abatement methods and
preventive harborage measures;
e) eliminating water pollution in local harbors, dyers and streams by responding first
and, with Iowa DNR guidance, following up on incidents such as oil spills, toxic
waste spills, and fish kills;
f) investigating and providing corrective and preventive measures to eliminate
illegal dumping of garbage, junk and refuse throughout the city;
g) encouraging more citizen involvement in reporting nuisances and potential health
and safety hazards; and
h) annually inspecting and licensing all private refuse hauler vehicles.
To regulate the construction and installation of private sewage disposal systems by
reviewing plans, issuing construction permits, and observing the installation process.
To cooperate with other City departments to identify and solve health problems in such
activities as rodent baiting, rubbish and junk hauling, weed removal, building, housing,
nuisance complaint investigations, and sewage system malfunctions.
To assure safe and sanitary nonresidential swimming pools and spas by providing a
minimum of one inspection per year at facilities within the city limits and county under a
contractual agreement with the County Board of Health and Iowa Department of Public
Health.
To improve the response time on weed complaints by utilizing private contractors to cut
weeds and assessing the charges as liens against the property.
Health Services Environmental Sanitation/Food Inspection
-149-
12.
13.
To prevent childhood lead poisoning by conducting environmental investigations of
residences where children with elevated blood lead levels reside and providing
community education.
To provide surveillance of encephalitis and West Nile Virus by collecting mosquitoes and
maintaining a Sentinal chicken flock.
BUDGET SUMMARY
Personnel Summary
Full-Time Equivalents
Expenditure Summary
Employee Expense
Supplies and Services
Capital Outlay
TOTAL BUDGET
Funding Summary
General Fund
Revenue Generated
FY 2001
ACTUAL
2.00
$102,098
18,094
$118,192
$118,192
$ 73,758
FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL BUDGET REVISED RECOM'D
2.00 2.00 2.00
$104,931 $112,825 $119,487
16,923 20,405 20,682
10,953 430 11,050
$132,807 $133,660 $151,219
$132,807 $133,660 $151,219
$ 77,805 $ 75,395 $ 78,400
PERFORMANCE
MEASURES
Food establishment
inspections
Number of re-inspections
Food service establishment
inspections
Number of re-inspections
Complaint inspections
Food related illnesses
investigated
Hotel and motel inspections
conducted
Vending machines licensed
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
97 102 110 110 110
13 24 2O 22 25
577 684 600 675 680
13 47 15 40 40
32 28 50 35 35
17 16 25 20 20
12 4 15 15 10
132 166 132 160 160
Health Services Environmental Sanitation/Food Inspection
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PERFORMANCE FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Food certification
course/seminars 2 2 2 2 2
Food certification course
fees $ 3,835 $4130 $ 5,500 $5,000 $5,000
Food service establishments $38,344 $40,987 $40,000 $41,000 $42,000
Hotel and motel licenses $ 860 $900 $ 850 $ 900 $ 900
Vending machine license
tags $ 705 $905 $ 700 $ 900 $ 900
Food establishments $10,850 $10,865 $11,000 $11,000 $11,100
Temporary food
stands/mobiles $ 5,575 $5,475 $ 5,700 $5,600 $5,700
Refuse hauling fees $ 500 $ 75 $ 500 $ 500 $ 500
Sewage disposal permit
fees $ 350 $ 75 $ 350 $ 350 $ 500
Swimming pool/spa fees $ 7,679 $8,017 $ 7,500 $8,000 $8,300
Civil citations issued 8 7 10 10 10
Weed inspections 669 646 650 650 625
Garbage inspections 733 613 700 700 625
Illegal dumping inspections 36 60 50 50 60
Septic system inspections 17 18 15 15 15
Rodent inspections 63 78 70 70 70
Other sanitation inspections
(junk, air pollution, spills) 676 599 650 600 575
Nuisance inspections 305 266 300 275 250
Swimming pool/spa
inspections 36 50 39 40 45
Health Services Environmental Sanitation/Food Inspection
-151-
PROGRAM:
DEPARTMENT/DIVISION:
ACTIVITY:
Human Development
Health Services
Animal Control
GOAL
To protect the public health by abating and investigating animal nuisances, preventing the
spread of rabies and providing information regarding animals to citizens.
DESCRIPTION
The primary concern of this Activity is the enforcement of the City Animal Ordinance (Article Il,
Chapter 7, Code of Ordinances) which provides for licensing of all cats and dogs, the prohibition
of dogs and cats running at-large within the city, inoculation of alt dogs and cats against rabies,
prohibition of harboring a vicious animal and prohibition of animals causing serious disturbance
or annoyance to any person or neighborhood. This Activity handles complaints of stray cats
and dogs, barking dogs, biting incidents and capture of domestic or wild animals posing a health
or safety threat. Stray animals are taken to the Dubuque Humane Society Shelter. The Police
Department handles animal complaints when the Animal Warden is off duty. Public education
regarding animals, which promotes responsible pet ownership, is also a function of the Animal
Warden. This Activity is staffed by an Animal Warden, is assisted by a full-time Secretary and is
located in the City Hall Annex, 1300 Main Street.
SERVICE OBJECTIVES
To respond to and abate the problems and nuisances of dogs and cats within the city
limits by:
a)
b)
c)
d)
e)
patrolling the streets and neighborhoods for stray dogs and cats;
contacting the dog or cat owner when a violation is encountered to correct such
violation;
investigating complaints regarding barking dogs and animals roaming at-large;
picking up injured or stray animals; and
live-trapping nuisance dogs and cats.
To control the spread of rabies among animals and between animals and humans by:
a) working closely with the Public Health Specialist in the accurate and rapid
investigation of animal bite incidents;
b) assudng the confinement of rabies observation of biting dogs and cats by a
licensed veterinarian;
c) apprehending and ordering the ~aboratory diagnosis of biting, wild and non-
domesticated animals for rabies;
d) enforcing the immunization and licensing of all dogs and cats within the city;
e) educating schoot children by teaching proper care of and precautionary
measures against wild and domestic animals; and
Health Services Animal Control
-152-
educating citizens in the areas of responsible pet ownership, reasons for animal
control and a dog behavior program.
To patrol targeted neighborhood area such as school yards and parks to prevent
potential nuisances with citizens.
To inform citizens of rules and regulations from the City Animal Ordinance and provide
information on responsible pet ownership.
To respond to the problems and nuisances of wild animals within the city by:
a) providing citizens with possible abatement methods and suggesting ways to
discourage animals from habitation; and
b) attempting capture of wild animals posing a potential rabies exposure.
To maintain this Activity at eighty-nine percent self-supporting,
BUDGET SUMMARY
Personnel Summary
Full-Time Equivalents
Seasonal Equivalents
Expenditure Summary
Employee Expense
Supplies and Services
Capita~ Outlay
TOTAL BUDGET
Funding Summary
General
Revenue Generated
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
1.00 1.00 1.00 1.00
.06 .06 .06 .06
$41,689 $45,725 $52,090 $ 57,607
44,491 43,523 45,905 53,182
430
$86,179 $89,248 $98,425 $110,789
$86,179 $89,248 $98,425 $110,789
$82,822 $84,144 $83,560 $ 85,200
Health Services Animal Control
-153-
PERFORMANCE MEASURES
Dog licenses issued
Cat licenses issued
Animal complaints
investigated, including biting
Impoundment fees collected
Summons issued or court
proceedings:
License related
Animals running at-large
Potentially vicious
declarations
Vicious animals
Waming notices:
Animals running at-large
Ten-day license notices
Owners of animal bite
repeaters
Advisory notices:
Unsanitary conditions
Allowing pets to cause
nuisance
Dogs & cats running at-large
License related
FY 2001
ACTUAL
FY 2002
ACTUAL
FY 2003
BUDGET
FY 2003
REVISED
FY 2004
RECOM'D
5,167 5,355 5,200 5,300 5,350
2,625 2,650 2,600 2,600 2,650
1,482 1330 1,400 1,350 1,350
$5,370 $5,345 $8,560 $7,000 $7,200
610 479 400 450 425
2 8 4 6 6
2 3 3 3
2 0 3 3 3
164 128 160 150 150
60 40 100 50 60
6 5 8 8 8
54 62 60 60 60
113 148 120 145 145
154 144 150 150 150
37 35 35
Health Services Animal Control
-154-
PROGRAM - 2 -
HUMAN DEVELOPMENT
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 17 - Health Services
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
010 61010
540. 61010
010 61030
010 61050
010 61310
540 61310
010 61320
540 61320
010 614].0
540 61410
010 61430
540 61430
010 61450
540 61450
010 61650
TOTAL Wages
010 62010
010 62011
010 62030
010 62050
010 62061
010 62090
010 62110
010 62130
010 62].70
010 62190
010 623].0
010 62320
010 62340
010 62360
0].0 62421
010 62423
010 62441
010 62443
540 62443
FULL-TIME EMPLOYEES
FULL-TIME EMPLOYEES
SEASONAL EMPLOYEES
OVERTIME PAY
IPERS
IPERS
SOCIAL SECURITY
SOCIAL SECURITY
HEALTH INSURANCE
HEALTH INSURANCE
WORKMENS' COMPENSATION
WORNMENS' COMPENSATION
LIFE INSURANCE
LIFE INSURANCE
EMPLOYEE PHYSICALS
and Benefits
OFFICE SUPPLIES
UNIFORM PURCHASE/MAINT.
POSTAGE AND SHIPPING
OFFICE EQUIPMENT MAINT
DP EQUIP. MAINT CONTRACTS
PRINTING & BINDING
COPYING/REPRODUCTION
LEGAL NOTICES & ADS
SUBSCRIPTIONS-BOONS-MAPS
DUES & MEMBERSHIPS
TRAVEL-CONFERENCES
TRAVEL-CITY BUSINESS
MILEAGE/LOCAL TRANSP
EDUCATION & TRAINING
TELEPHONE
TELECOMMUNICATION CG
INSURANCE, PROPERTY
GENERAL LIABILITY INS
GENERAL LIABILITY INS
FY 2002 ACTUAL
FY 2003 BUDGET
FY 2004 RECOMMENDED
176,051 183,377 195,143 206,657
14,412 14,968 15,472 15,917
1,162 1,191
2,781 4,403 4,574 4,762
10,283 10,797 11,483 12,156
829 861 890 915
12,843 13,532 15,367 16,264
1,103 1,145 1,]84 1,218
21,714 20,900 27,072 34,465
3,074 2,958 3,384 4,309
1,325 1,220 ].,227 ].,376
17 16 15 15
313 313 399 422
33 33 31 32
166 166
244,778 254,523 277,569 299,865
1,102 1,275 971 996
264 202 214 218
7,829 7,290 8,246 8,588
229 229
2,694 3,082 2,787 3,453
1,242 1,430 1,907 1,937
670 624 684 694
2,435 1,489 1,736 1,765
280 370 597 603
770 665 1,040 ].,051
964 1,976 1,582 1,360
315 242 326 330
723 596 83t 695
4,493 3,227 4,693 4,523
5,039 2,434 2,307 2,811
651 852 210 210
10 12 10 75
3,183 3,138 3,100 3,708
153
PROGRAM -
2 - HUMAN DEVELOPMENT
CITY OF DUBUQUE
DEPARTMENT OPEP~AYING BUDGET - RECOMMENDED
DEPARTMENT - 17 - Health Services
FUND ACCOUNT ......... TITLE ......... FY 200] ACTUAL
010 62511 FUEL, MOTOR VEHICLE 2,189
010 62521 MOTOR VEHICLE MAINT. 1,407
0].0 62528 MOTOR VEH. MAINT. OUTSOUR 185
010 626]4 EQUIP MAINT CONTRACT 120
010 62671 MISC. OPERATING SUPPLIES 12,692
210 626'71 MISC. OPERATING SUPPLIES 248
010 62731 MISCELLANEOUS SERVICES 11,728
820 62731 MISCELLANEOUS SERVICES 44
010 62732 TEMP HELP\CONTRACT SERV. 508
540 62732 TEMP HELP\CONTRACT SERV.
010 62761 PAY TO OTHER AGENCY 37,875
TOTAL Supplies and Services 99,661
010 71123 SOFTWARE
010 71124 MICRO-COMPUTER
010 71211 DESKS/CHAIRS
010 71214 FILES
010 71310 AUTO/JEEP REPLACEMENT
TOTAL Machinery and Equipment
281
281
344,720
FY 2002 ACTUAL
1,536
863
120
10,745
22
12,401
1,734
361
56,324
113,009
10,953
10,953
378,485
FY 2003 BUDGET
2,342
1,477
120
10,184
1,500
11,139
868
868
58,982
118,950
300
860
1,160
397,679
FY 2004 RECOMMENDED
1,644
[,288
120
8,736
].,000
17,717
885
885
59,915
125,589
1,050
10,000
11,050
TOTAL DEP/DIV: Health Services 436,504
FUND - 010 GENERAL FUND
PROGRAM--LEISURE SERVICES
ACT. ACCT ......... TITLE .........
17200 42334
17200 42336
17200 42337
17200 54303
17300 42101
]7300 42115
17300 42333
17300 42340
17300 44819
17300 45312
17300 53302
1.17300 54303
~c~17400 53302
17500 43400
17500 54303
17511 43400
ANIMAL IMPOUNDMENT FEES
DOG LICENSES
CAT LICENSES
REIMBURSEMENTS-GENERAL
BUSINESS LICENSES
REFUSE HAULING PERMITS
SWIMMING POOL INSP. FEES
SEWAGE DISPOSAL PERMITS
WEED CUTTING CHARGES
FOOD CLASS FEES
MISCELLANEOUS REVENUE
REIMBURSEMENTS-GENERAL
MISCELLANEOUS REVENUE
STATE GRANTS
REIMBURSEMENTS-GENERAL
STATE GRANTS
CITY OF DUBUQUE
RECOb/gAENDED REVENUE BUDGET BY FUND AND DEPARTMENT
HEALTH DEPARTMENT
FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED
FY 2004 RECOM.
5,140 5,575 6,560 7,000 7,200
53,798 54,959 53,000 54,000 54,000
23,861 23,610 24,000 24,000 24,000
24
57,154 60,590 58,250 59,400 60,600
500 75 500 500 500
7,679 8,017 7,500 8,000 8,300
350 75 350 350 500
1,045 168 500 500 500
3,835 4,130 5,500 5,000 5,000
3,185 4,750 2,796 3,000 3,000
10
1,356 600
22,449 13,581 20,106 20,106
367 356
698 6,500
600
20,106
TOTAL HEALTH DEPARTMENT 180,095 183,742 179,062 182,456 184,306
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
17 HEALTH SERVICES
FD JC WP-GR JOB CLASS
61010 Full Time Employee Expense
FY 2002 FY 2003 FY 2004
FTE BUDGET FTE BUDGET FTE BUDGET
010 7700 GE-37 PUBLIC HEALTH SPECIALIST 1.00 56,392 1.00 58,846 1.00 64,424
010 7500 GE-32 ENVIRONMENTAL SANITARIAN 1.00 43,780 1.00 47,028 1.00 48,394
010 7400 GE-29 ANIMAL WARDEN 1.00 33,454 1.00 37,086 1.00 40,142
010 7375 GE-27 ENVIRON.SANITARIAN ASST 1.00 34,985 1.00 36,711 1.00 37,780
010 0225 GE-24 SECRETARY 0.50 14,967 0.50 15,472 0.50 15,917
540 0225 GE-24 SECRETARY 0.50 14,967 0.50 15,472 0.50 1_5~[17_
TOTAL FULL TIME EMPLOYEES 5.00 198,545 5.00 210,615 5.00 222,574
61030 Seasonal Employee Expense
010 7410 GE-29 ANIMAL WARDEN
TOTAL SEASONAL EMPLOYEES
0.06 1,129 0.06
0.06 1,t29 0.06 1,162 0.06 1,191
TOTAL HEALTH SERVICES 5.06 199,674 5.06 211,777 5.06 223,765
Cable TV
PROGRAM: Home And Community Environment
DEPARTMENT/DIVISION:Administrative Services/Cable TV
RESPONSIBILITY: Merrill Crawford,
Cable Franchise Administrator
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Wireless Leases
During FY-03, the City approved an upgrade of US Cellular antennas on the water tower at
1575 W. Third Street, which will improve cellular telephone service in the area and wilt enable
new wireless data transmission services as well.
Cable Franchise Renewal
With the assistance of the Miller & Van Eaton law firm of Washington, D.C. and CBG
Communications of Malvern, PA, an extensive ascertainment of the community's future cable
related needs was completed during calendar year 2002. First-person negotiations between
City and Mediacom representatives began in October regarding the terms and conditions upon
which Mediacom's cable franchise could be renewed, under the provisions of federal law. Data
and anatysis gathered from a written citizen survey, a public hearing, e-mail and telephone
comments, focus group sessions, technical inspections, and other instruments will benefit other
projects as well.
City Expo 2002
The Cable TV Division works with the Public Information Office to plan the physical floor plan of
the annual City Expo event in the Five Flags Center, and coordinates the move-in and move-out
of vehicles and displays, as well as providing for the audiovisual and display equipment needs
of various departments.
New Telephone System
All but the smallest City government buildings were converted in 2001 to a new digital telephone
system utilizing our own optical fiber network, leased T-1 lines, and a wireless link. Local
telephone service was also transferred from Qwest to McLeodUSA. The result is an upgrade to
state-of-the-art telephone and voice mail features and services at a substantial reduction in
monthly telephone bills. Much of calendar year 2002 was spent fine tuning the system and
resolving billing and Credit anomalies between Qwest and McLeodUSA. SDSL service was
procured for high-speed Internet Access for the Keyline Transit offices.
America's River Telecommunications Infrastructure
The Cable Franchise Administrator has provided advice to City engineers and others in the
requirements and general design of communications conduit and fiber optic systems, video
camera, monitor and switching systems, and sound systems for the peninsula.
Municipal Broadband Feasibility Study
The Cable Franchise Administrator attended a first-in-the-nation Municipal Broadband Seminar
in September 2002, shadng the information with the City's task force on telecommunications
-16O-
alternatives. As stipulated by the City Council in the FY-2003 Budget, a Request For Proposals
was issued in October 2002 for a feasibility study of various possible approaches to municipal
involvement in cable and telecommunications infrastructure and services.
FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004:
Cable Franchise Renewal
Implementation of the terms of the renewed cable franchise, particularly as regards new fiber
optic construction and PEG Access equipment upgrades, will continue in earnest in FY-2004.
New Telephone System
Further employee training, extension of the new system to smaller facilities where practical, and
introduction of additional features and capabilities will continue at a measured pace.
Wireless Antenna Sites
More wireless telecommunication service providers may be expected to seek additional antenna
and tower sites within the City limits. The Cable Franchise Administrator will continue to assist
the Planning Services staff in addressing these needs while limiting the number of new towers
erected.
Municipal Broadband Feasibility Study
The results of the FY-2003 feasibility study will be presented to the City Council and may
provide viable options and decision points for cable/telecommunications strategies and
construction projects beginning soon thereafter.
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CABLE TV DIVISION
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Payroll Overhead
Total
FY 2003 FY 2004 Dollar
Adopted Recommended Change
$ 133,886 $ 144,788 $ 10,902
82,802 62,540 (20,262)
15,248 15,253 5
427 45_5 8
$ 232,363 $ 223,016 $ (9,347)
Cable TV Operating Budget $ 232,363 $ 223,016 $ (9,347)
Charges from Health Departrr~nt 21,844 23,4d4 1,600
City Hall Annex Maintenance 15,214 12,444 (2,770)
Clerical/Public I nformation/Graphics 175,968 192,332 16,364
Legal Services 573 573
Information Service-Network Support 64.950 73,482 8.542
Total Requirements $ 510,912 $ 525,301 $ 14,389
500,900 570,900 70,000
Franchise Fees & Misc. Revenue
Annual Operating Balance
$ (10,012) $ 45,599 $ 55,611
Decision Package
I of 1
This decision package provides two cellular telephones for staff to improve and insure
communication capability in case of technical problems with City Channel 8 or other cable,
telephone and/or other technical calls for service.
Related Cost: $450 Cable Franchise Fees- Recurring
Activity: Cable TV Activity
Recommended
Significant Line Items
Miscellaneous Services includes Muzak service for City Hall and for Channel 8 ($1,600),
recu. rring. City-wide Intemet connection charges ($4,300), and special electronics
eng~neenng assistance and/or production assistance as needed ($14,100).
Cable Related Equipment designates $15,000 for replacement of worn out cable TV
equipment on an as-needed basis. The only other replacement item at the maintenance
level is $253 for software upgrades.
-162-
3. Revenue from the franchise fee is anticipated to increase from $500,000 budgeted for
the current year to $570,900.
-163-
PROGRAM:
DEPARTMENT/DIVISION
ACTIVITY: ~
Facilities and Environment
Administrative Services/Cable
Cable TV
GOAL
Assure full compliance with the cable franchise for the benefit of the City and its residents. To
assure that cable channels, equipment and facilities reserved for community programming are
effectively and efficiently used by subcommunities and individuals. To encourage and develop
new telecommunications applications for community and governmental use. To maintain and
administer the City's telephone equipment, systems, voice mail and long distance service at
high levels of quality and efficiency.
DESCRIPTION
A twenty-year franchise (Ordinance No. 42-81) was approved by the voters on September 8,
1981, and became effective October 1, 1981. Ordinance No. 51-81 established a five member
Cable Regulatory Commission and a nine member Cable Community Teleprogramming
Commission, both commissions to work with a Cable Franchise Administrator to monitor the
terms of the franchise and to encourage and develop public use of community channels. The
City's Cable TV Activity is staffed by a full-time Cable Franchise Administrator and Video
Production Assistant and is located in the City Hall Annex at 1300 Main Street.
SERVICE OBJECTIVES
To continue to develop regulatory capacity to effectively monitor the terms of the
franchise ordinance by:
a) . working with cable operator to obtain and maintain quality television and FM
radio reception;
b) developing and exercising policies for handling and resolving subscriber
complaints;
c) developing and exercising policies for day-to-day regulation and administration;
d) supporting cordial relations between cable subscribers and the cable operator;
e) coordinating technical performance tests and measures of the cable system;
f) coordinating financial performance tests and measures of the cable operator; and
g) monitoring legislative and judicial developments involving cable television and
telecommunication services on state and federal levels, and providing relevant
information and resources to the City Manager and Legal Department.
To develop maximum utilization of community access radio and television channels by:
a) developing and revising policies which shall govern the use and protection of
equipment and facilities, availability and use of technical assistance, all training
programs, priorities and scheduling of channel time, and fund raising and
sponsorship revenues;
Administrative Services/Cable TV Cable TV
-164-
b)
c)
d)
e)
f)
g)
h)
i)
J)
developing and revising policies and procedures which shall promote
nondiscriminatory, first-come, first-served and equitable use, assure use in
conformity with all applicable regulations and requirements, and limit use to
residents of Dubuque and their own productions;
encouraging interest in and development of local community programming;
encouraging cooperation between users and the cable operator;
encouraging and, as appropriate, assisting and participating in community
productions and training;
identifying and supporting organization of subcommunities and production
groups;
specifying the purchase, location, use, repair and replacement of equipment and
facilities;
promulgating and administering all policies, rules and procedures relating to
community programming;
meeting with school officials, faculty and students, human service and civic
organizations to communicate the potential of cable television and explain the
regulatory environment and process;
researching, planning and establishing two-way data and video transmission
capabilities on the institutional network (B-cable) and the Iowa Communications
Network; and
promoting the use of community programming channels and facilities through
brochures, special events, booth displays, etc.
To maintain an information and program base for:
a) exploring potential telecommunication applications as they relate to City
activities;
b) encouraging and promoting utilization of new cable and other telecommunication
technologies including the Iowa Communications Network; and
c) developing cost efficient programs by using the cable system and other
communications systems.
To keep members of the Cable Regulatory and Cable Community Teleprogramming
Commissions informed of cable technological developments and cable regulations,
finances and standards of operation by:
a) providing subscriptions to pedodicels and technical publications;
b) providing matedal from government sources;
c) attending selected meetings of professional organizations;
d) conducting local work sessions; and
e) providing selected demonstrations.of practicable cable technologies and their
applications on the B-cable for possible future expanded utilization on A-cable,
and fiber optic systems.
To develop all aspects of governmental programm ng on channel 8 by:
a) cablecasting 32 City Council meetings, hearings and work sessions;
b)
c)
d)
e)
cablecasting selected City board and commission meetings;
ceblecasting 22 Dubuque County Board of Supervisors meetings;
cablecasting 22 Dubuque county Public School Board meetings in cooperation
with school staff and student production crews;
programming the government character generator for channel 8;
developing special government programs of interest to citizens of Dubuque;
Administrative Services/Cable TV Cable TV
-165-
10.
11.
12.
g)
h)
i)
utilizing student interns from local college cooperative education programs as
well as volunteers in local government video production activities;
cable casting automated videotape playbacks of the above programs; and
making videotape copies of City programs available to libraries, archives and
interested citizens.
To implement a consistent and controlled program to replace obsolete or unrepairable
video, test and transmission equipment, designating up to $15,000 annually for this
purpose.
To manage local phone number assignment and station features, as well as long
distance access code assignment, with associated record keeping and computerized
control systems, for the City's internal telephone system.
To troubleshoot and manage repair, replacement and upgrading of audiovisual, video,
data transmission equipment, telephone system, and cable plant.
To coordinate public service development of local cable and fiber optic systems by
participating in technical design, construction monitoring, in-service training, and
program planning and review activities.
To manage the City government voice mail system, creating and updating system
configurations and directories, conducting employee training sessions, and
troubleshooting reported problems with the system.
To participate in a telecommunications working group of key City officials for the purpose
of developing and coordinating new policies and procedures for managing rights-of-way
use by new telecommunications industries.
To negotiate leases and agreements which make certain city water towers, rooftops and
other structures, facilities, and property available for use by telecommunications service
providers.
Administrative Services/Cable TV Cable TV
-166-
BUDGET SUMMARY
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
Personnel Summary
Full-Tim Equivalents
Part-Time Equivalents
Expenditure Summary
Employee Expense
Supplies and Services
Capital Outlay
Subtotal
Non Expense Accounts
TOTAL BUDGET
Funding Summary
Cable TV
Revenue Generated
2.00 2.00 2.00 2.00
.12 .12 .10 .10
$119,990 $126,160 $i33,886 $144,788
69,997 113,149 82,802 62,540
- 33,197 49,211 15,248 15,253
$156,790 $288,520 $231,936 $222,581
505 520 427 435
$157,295 $289,040 $232,363 $223,018
$157,295 $289,040 $232,363 $223,016
$184,634 $608,945 $500,900 $570,900
PERFORMANCE MEASURES
Number of meetings cablecast:
City Council
School Board
Selected boards,
commissions, special
information programs and
documentaries
County Board of Supervisors
Cable workshops offered
Franchise performance review
Regular meetings between
Mediacom Cablevision of
Dubuque General Manager
and Cable Franchise
Administrator regarding
operations, consumer
complaints and franchise
compliance
FY 2001 FY 2002 FY 2003 FY 2003 FY 2004
ACTUAL ACTUAL BUDGET REVISED RECOM'D
32 32 32 32 32
20 21 20 20 20
20 15 20 20 20
22 22 22 22 22
I 0 1 1 1
Annual Annual Annual Annual Annual
8 10 10 8 8
Administrative Services/Cable TV Cable TV
-167-
PERFORMANCE MEASURES
Regular meetings between
Mediacom Community Access
Manager and Cable Franchise
Administrator to plan
production and programming
activities and to address
related problems
Meetings and presentations by
Cable Franchise Administrator
with school officials, faculty
and students, human service
and civic organizations
Cable TV Regulatory
Commission meetings
Cable Community
Teleprogramming Commission
meetings
FY 2001
ACTUAL
10
10
10
Video character generator
messages on Channel 8
including meeting notices, job
openings, deadlines, 250
regulations, special events, 25+ new
and schedules per week
FY 2002
ACTUAL
4
7
5
279
FY 2003
BUDGET
10
10
10
25O
25+ new
per week
FY 2003
REVISED
5
10
10
10
3OO
25+ new
per week
FY 2004
RECOM'D
10
10
10
300
Administrative Services/Cable TV Cable TV
-168-
PROGRAM - 3 - HOME & COMMUNITY ENVIRON.
CITY OF DUBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 75 - Cable TV Division
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL
FY 2002 ACTUAL
FY 2003 BUDGET
FY 2004 RECOMMENDED
540 61010 FULL-TIMK EMPLOYEES 93~920 97,614 102,395 108,850
540 6].020 PART-TIME EMPLOYEES 877 683 1,744 1,371
540 61050 OVERTIME PAY 2,358. 2,048 2,048
540 61310 IPERS 5,400 5,749 5,888 6,377
540 61320 SOCIAL SECURITY 7,232 7,670 7,967 8,589
540 61410 HEALTH INSURANCE 12,298 11,832 13,537 17,234
540 61430 WORF~MENS' COMPENSATION 112 103 102 102
540 6].450 LIFE INSURANCE 151 151 205 217
TOTAL Wages and Benefits 119,990 ].26,160 133,886 144,788
540 62010 OFFICE SUPPLIES 236 887 248 253
540 62030 POSTAGE AND SHIPPING 423 2,351 444 480
540 62050 OFFICE EQUIPMENT MAINT 220 224
540 62061 DP EQUIP. MAINT CONTRACTS 528 604 630 882
540 62090 PRINTING & BINDING 308 604 323 329
540 62110 COPYING/REPRODUCTION 579 756 608 620
540 62130 LEGAL NOTICES & ADS 100 100
540 62140 PROMOTION 660 660 693 687
540 62170 SUBSCRIPTIONS-BOOKS-MAPS 4,962 4,396 5,213 4,574
540 62190 DUES & MEMBERSHIPS 145 355 888 906
540 62310 TRAVEL-CONFERENCES 2,744 2,085 3,300 2,800
540 62320 TRAVEL-CITY BUSINESS 33 201 205
540 62340 MILEAGE/LOCAL TRANSP 289 199 304 207
540 62360 EDUCATION & TRAINING 2,340 973 2,458 2,507
540 62421 TELEPHONE 1,540 561 350 673
540 62431 PROPERTY MAINTENANCE 600 612
540 62441 INSURANCE, PROPERTY 1,371 1,599 1,600 2,000
540 62443 GENERAL LIABILITY INS 1,244 1,146 1,000 1,475
540 62511 FUEL, MOTOR VEHICLE ].68 130 177 139
540 6252]. MOTOR VEHICLE MAINT. 39 259 259
540 62528 MOTOR VEH. MAINT. OUTSOUR 100 100
540 62611 MACH/EQUIP MAINTENANCE 1,011 578 1,062 601
540 62671 MISC. OPERATING SUPPLIES 1,009 2,145 1,060 1,081
540 62713 LEGAL SERVICES 22,718 16,644 20,000 20,000
540 627].6 CONSULTANT SERVICES ~ 25,000
540 62727 FINANCIAL SERVICE FEES 38
PROGRAM - 3 - HOME & COMMUNITY ENVIRON.
CITY OF DNBUQUE
DEPARTMENT OPERATING BUDGET - RECOMMENDED
DEPARTMENT - 75 - Cable TV Division
FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAl,
540 62731 MISCELLANEOUS SERVICES
540 62747 MACH/EQUIPMENT RENTAL
TOTAL Supplies and Services
FY 2002 ACTUAL FY 2003 BUDGET FY 2004 RECOMMENDED
27,690 51,401 40,138 20,000
826 826
69,997 113,149 82,802 62,540
505 520 427 435
505 520 427 435
248 253
4,871
4,871 248 253
-33,197 44,340 15,000 15,000
-33,197 44,340 15,000 15,000
573 573 573 573
68,644
573 69,217 573 573
157,868 358,257 232,936 223,589
540 63314 PAYROLL OVERHEAD
TOTAL Admin/Overhead/Stores Gar
540 71123 SOFTWARE
540 71222 CRT WORKSTATIONS
TOTAL Machinery and Equipment
540 72412 CABLE TV RELATED EQUIP
~-~ TOTAL Machinery and Equipment
540 91010 TO GENERAL
540 91410 TO VISION IOWA CONSTR FD
TOTAL TRANSFERS OUT
TOTAL DEP/DIV: Cable TV Division
FUND - 540 CABLE TV FUND
PRGRAM 3--FACILITIES AND ENVIRONMENT
ACTTY ACCOU N ......... TITLE .........
75400 42345
75400 52110
75400 52381
75400 53302
CABLE FRANCHISE FEE
INVESTMENT EARNINGS
RENT, FreER HUB W 3RD
MISCELLANEOUS REVENUE
TOTAL CABLE TV FUND
CITY OF DUBUQUE
RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT
CABLE TV DIVISION
FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM
141,049 557,201 500,000 550,000 570,000
42,637 49,695
300 300 300 300 300
648 1,749 600 600 600
184,634 608,945 500,900 550,900 570,900
CITY OF DUBUQUE,, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
75 CABLE TV
FD JC WP-GR JOB CLASS
61010 Full Time Employee Expense
540 8300
540 8725
540 0520
GE-37 CABLE FRANCHISE ADMINISTRATOR
GE-30 VIDEO PRODUCTION ASSISTANT
GE-29 DESKTOP PUBLISHING SPECIALIST
TOTAL FULL TIME EMPLOYEES
61020 Part Time Employee Expense
540 0856 NA-38 PT CAMERA OPERATOR
540 3950 GD-02 CREW LEADER
TOTAL PART TIME EMPLOYEES
TOTAL CABLE TV
FY 2002 FY 2003 FY 2004
FTE BUDGET FTE BUDGET FTE BUDGET
1,00
1.00
1.00
3.00
56,945 1.00 59,422 1.00 64,528
40,055 1.00 42,973 1.00 44,322
38,354
135,354 2.00 102,395 2.00 108,850
0.10 1,650 0.10 1,744 0.10 1,371
0.10 1,650 0.10 1,744 0.10 1,371
3.10 137,004 2.10 104,139 2.10 110,221