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Budget 04, Emerg. Fire Pol Bldg FISCAL YEAR 2004 RECOMMENDED POLICY AND NARRATIVE BUDGET TABLE OF CONTENTS February 10, 2003 Library Auditorium DEPARTMENT/DIVISION Emergency Communications Center Emergency Management Fire Police Information Services Building Services Water Pollution Control OPERATING BUDGET PAGE 3 17 27 6O 106 130 158 CIP PAGE 4 1 422~427 421 351 mergency Communications PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Protective Services Emergency Communications Sandi Hutchcroft Emergency Communications HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Pro Q/A Medical Pdodty In August after several years of trying to have the pre-arrival medical questions integrated with our computer aided dispatch software; (CAD).the task was accomplished. Pro Q/A excels as an aid to emergency medical dispatching, providing expert caller interrogation, easy access to additional information, as welt as on line quality assurance and improvement. Ten dispatchers Currently certified on the medical program have completed their re-certificaton. Re-cer[ification consists of 20 hours of education and a pass//fail qualifying test. Renewal is required every two years. Dr Jilt Hunt (Finley Hospital} our medical advisor comes on site to audit medical calls that are handled by the dispatchers on a monthly basis. These calls are picked from a random sampling of the previous months medical calls. In past years an in house dispatcher did this onty quartedy. Training Program The current training program was reviewed to see if the time between when a dispatcher was hired to when they could actually be put at a workstation handling non-emergency calls could be condensed. Lead Dispatcher Joe Young complied a training book complete with materials and check off lists needed to train a new dispatcher The program starts out with six-weeks of intensive training and then introduces different elements of dispatching over a six-month pedod. The program has been used in the orientation of three new dispatchers. 911 Tapes for Court Purposes Over the last fiscal year the Center processed 509 domestic calls for servi(~e. Of those calls 225 ended in court proceedings. Copies of 911 tapes are requested by the County Attorney's office to provide foundation for the case. All cases that go to court are accompied with a copy of the initial 911 call. Tapes are also requested for the processing of operating while intox. burglaries, and variety of other categones. Defense lawyers as well as the public will submit a request for 911 tapes to resolve cases before they go into court. Emergency Communications Emergency Communications --3-- Weather Activities This spring brought severe weather to Dubuque County. On June 4~" the Center process 410 calls for service in a 24-hour period. Most of those calls were weather related incidents. Extra staff was on hand to handle the large call volume. Calls ranged from water in basements, tree limbs on roadways, and people needing insurance that their safe~y was not at risk. v~r~reless Calls All calls made to 911 from a wireless devise in Dubuque County are now terminating at the Dubuque Center. Current information gives the dispatcher a call back number to the subscriber and the tower site location that the call is being transmitted from. The dispatchers are making a ring back to the caller when calls are received with no voice acknowledgement. A programming feature that dials 911 when a specific button is activated gederates these calls. The call back vedfies that there is no need of assistance as well as instructing the caller to lock their keyboard to avoid future mis-dials. Criminal Justice Information Group This group was formed to provide communication between taw enforcement, county attorney's office, judges, clerks, probation department, and victim advocates. The 911 Center is active in this group because of the responsibility they have for entering warrants domestic abuse orders, and the sexual offender file. Threat Assessment Team The team is made up of city/county departments, private businesses, and corporate partners to ensure that appropriate steps are taken to address safety concems. Quarterly meetings have been held since the tragedy of September 11th. Meeting agenda's combine information sharing with up to date training for our area. Iowa 911 Council The Iowa 911 Council meets monthly to coordinate the development of 911 systems across the State and to prepare for the impact that the wireless industry will have on the operation of 911 Centers. This year the Council and State Department of Emergency Management are working together to bring Chapter 34A (bills deals with 911 service throughout the State) in step with the present 911 environment and to provide a future path plan for 911 in Iowa. Trainin,q The Center was able to take advantage of over 500 hours in training this year. Two new dispatchers have attended the "Basic Telecommunicator Training" and IOWA/NClC certification. All dispatchers attended training in Rapid Deployment: Call handling for Domestic Abuse Cases, and Weapons of Mass Destruction. In addition five dispatchers attended training in Madison Wisconsin, and an additional four dispatchers travel to Des Moines for telecommunicator training. Emergency Communications Emergency Communications -4- FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Replacement of Bur.qiadFire Alarm Board The alarm board monitors all burglar and fire alarms that terminate in the Communication Center. This equipment needs to be updated to a digital receiving board. Over the last year different sites were visited to evaluate different systems. An RFP should be completed early in 2003. Computer Interfaces An interface with our CAD software and GIS will provide the dispatcher with a geographical location on any call received in the Communication Center. This in' provement will provide for a faster and more exact location to be given to the responding agencies. Other interfaces yet to be completed with the Emergi-Tech project are Fire. TRACS. and Printrac. Law Center Expansion W~th the completion of the new jail in spring of 2003 offices will be relocated that will allow for additional expansion in the Communication Center. The diagonal wall currently separating the manager' office from the dispatch work area will ~e removed to accommodate for more separation between the workstations. Two of the four workstations will have a lift mechanism installed to allow for a dispatcher to stand up while he/she is dispatching. At the same time new radio consoles will be installed. Emergency Communications Emergency Communications EMERGENCY COMMUNICATIONS DIVISION Budget Highlights FY 2003 FY 2004 Dollar Adopted Recommended Chan,qe Employee Expense Supplies and Services Machinery and Equipment Total $ 647361 $ 691,788 $ 44,427 85.996 76,452 (9,544) 5.000 365 f4.635) $ 738.357 $ 768,605 $ 30,248 Operating Revenue 251.452 265,491 14.039 Properly Tax Support Percent Increase (Decrease) $ 486.905 $ 503.114 $ 16,209 3.3% Decision Package I of 3 This decision package increases a part time Dispatcher to full time. This would support the twenty hours per week currently not covered by staffing three dispatch positions from 8:00 a.m. to 3:00 a.m. Sunday through Saturday. The County would provide 1/3 funding of the position. This would improve stability of the work force and help address the increasing number of w~reless calls received by the Center for any,given incident. The call volume has increased 2,547 calls since the last time hours were added to the Center budget. Related Cost: $28.000- Recurring Related Revenue: $9,334 Net Impact: $18.666 Tax Funds Property Tax Impact: +$.0119/+.12% Activity: Emergency Communications Not Recommended 2 of 3 This decision package would provide single insurance coverage for five part-time dispatchers after two years of service. They would have [he option to purchase family coverage with the City picking up 50% of the cost, Related Cost: $39.765 - Recurring Related Revenue: $13,255 Net Impact: $15,511 Tax Funds Property Tax Impact: +$.0099/+.10% Activity: Emergency Communications Not Recommended -6- 3 of 3 This decision package provides holiday pay for the five part-time dispatchers to help decrease staff turnover. Related Cost: $8,910 - Recurring Related Revenue: $2.970 Net Impact: $5,940 Tax Funds Property Tax Impact: +$.0038/+.04% Activity: Emergency Communications Not Recommended Significant Line Items Office equipment rental has been decreased from $38.400 to $29.112 based on a rewsed rate structure for the State line charges. These are no longer based on volume of catls. The Equipment Maintenance Contract amount has been increased from $20.656 to $25 126. which reflects the Emergi-Tech maintenance contract amount. 3. The equipment replacement item provides for 3 headsets ($365). -7- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Emergency Communications Emergency Communications GOAL Ensure that the appropriate response is dispatched that meets or exceeds the expectations and needs of the public that is requesting service through effective and efficient dispatching of emergency personnel to a scene. DESCRIPTION This activity supports all emergency calls made to the 911 Center in Dubuque County, dispatches calls using a computer aided dispatch software, and provides prompt and appropriate responses to calls from the public. The Center fulfills all communication requirements of the police, fire and sheriff, ambulances as welt as all rural law enforcement and fire agencies. Interactive communication is maintained with other public safety and governmental agencies in the tri-state area. This Activity is staffed oy a Communication Manager, three Leads, six full-time personnel, and a staff of five part-time dispatchers. It is administered by a Public Safety Communication Center Committee that is comprised of the Fire Chief, Police Chief, Shedff, a County Fire Association Representative. and a County Law Enforcement Official. SERVICE OBJECTIVES To provide a system that allows for pre-planned responses that include emergency medical dispatching (EMD) and responses to other types of situations that require the dispatcher to maintained prolonged contact with the caller. To respond immediately to all 911 lines and radio traffic of an emergency nature. The answering of other administrative telephone lines and routine radio requests will be handled within the parameters set forth in a priodty dispatch system. These requests will be handled in a timely fashion according to the response guidelines set forth by the agencies themselves. Calls for service are coded by the following criteria: a) obtaining as much information as possible about the emergency; b) directing the appropriate vehicles to the scene; c) providing the caller with instructions needed to manage the situation until help arrives by providing pre-arrival directions, or other information suited to the incident; d) monitoring and coordinating the communications with field personnel: e) insudng that the Center is adequately staffed twenty-four hours a day, seven days a week; f) providing information of severe weather and national concern m agencies within our area by monitoring the NAWAS warning system which is linked to a nationwide alert system and disseminating all pertinent information; Emergency Communications Emergency Communications --8-- g) h) monitoring and disseminating daily radio and teletype traffic from the Iowa Department of Public Safety regarding stolen vehicle information, missing or lost persons, and wanted subjects within our Iocat area; and maintain a TDD telephone in the Center to ensure that the hearing ~mpaired community has 911 access. To maintain the readiness status of all public safety personnel by continually monitoring their operational status. To insure adequate training is met to fulfill .certification requirements: a) biannual IOWNNCIC certification; b) CPR; c) emergency medical dispatcher 20 hours biannual; d) 8 hours annual in house training required by the State; and e) 4 hours annual dde time with agencies. To ensure one hundred percent communication capability with operational personnel regardless of the physical location by: a) maintain a reliable telephone/teletype system - 911 line studies will be conducted monthly by QWest to ensure that there is proper line coverage into the Center; b) monitoring and responding to security and fire alarms in both business and residential homes in a timely manner, including alarms terminating in the Center. as well as alarms that are being monitored by a pdvate entity; c) transferring information to and from other agencies, including those outside of our jurisdiction; when information is received that would be of importance to them; d) assuring that the maps in the Communication Center are kept current and updated, that they are made available to display current beat patterns used in the software for computer aided dispatch; e) insuring that the radio system covers 95 percent of our service area; f) insudng that radio operations are conducted in accordance with FCC procedures and requirements; and g) maintaining an accurate warrant system for timely access for law enforcement agencies on a twenty-four hour basis; and that those warrants are cross check with the Clerk of Court to ensure their validity. To continue utilizing the computer aided dispatch software that; a) guides the dispatcher in a more productive assignment of patrol cars; b) provides rapid emergency responses by territory assignment: and c) generates a response goal for dispatchers in prioritizing calls for service in a fast and concise manner. To provide consistent direction and planning in the operation of the 911 Center by; a) cross checking the data base of the 911 addressing system with local addressing records and QWest subscriber records; b) attending meetings throughout the county as needed; ¢) promoting and training of emergency dispatchers; d) educating the public regarding E911 and it's capabilities; e) continuing to work with QWest on system enhancements~ and f) maintaining close interaction with the Iowa 911 Council. Emergency Communications Emergency Communications --9-- To ensure that all recording of telephone and radio logs are maintained by: a) maintaining a 3 year history of recording media; b) assuring that equipment is available for criminal investigations, internal audits, training purposes, and providing tapes to the County Attorney's office for court purposes; and c) safeguarding the odginal recorded media by monitoring the access to the equipment and ensuring that those who require access are trained in its operation and use. To maintain the readiness status of all equipment by providing for the replacement and/or upgrade of equipment as needed and maintaining adequate service contracts on crucial equipment. BUDGET SUMMARY Personnel Summary Full-Time Equivalents Part-time Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay TOTAL BUDGET Funding Summary General Revenue Generated FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 10.00 10.00 10.00 10.00 3.35 3.35 3.35 3.35 $598.403 $614,222 $647,361 $691.788 42.289 42,710 85.996 76.452 3,550 6,871 5,000 365 $644.241 $663,794 $738,357 $768,605 $644,241 $663,794 $738,357 $768,605 $215,134 $175,337 $251,452 $265.491 Emergency Communications Emergency Communications -10- PERFORMANCE MEASURES Police Average time (minutes) from receipt of emergency (Code 1) call to dispatch of same call Average time (minutes) from receipt of emergency (Code 2) call to dispatch of same call Percentage of calls on emergency lines answered within 30 seconds Sheriff Average time (minutes) from receipt of emergency (Code 1) to dispatch of same call Average time (minutes from receipt of emergency (Code 2) call to dispatch of same call Fire Average time (minutes) to dispatch fire and/.or ambulance to all emergency calls upon receipt Average time (minutes) to dispatch all other fire and/or ambulance calls IOWA/NCIC System Dubuque Comm. Center Dubuque Police Mobiles Dubuque County Mobiles Asbury Mobile TOTAL FY 2001 FY 2002 FY 2003 FY 2003 BY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 2.45 2.19 2.14 2.14 2.38 3.92 5.08 3.57 3.57 4.18 100 100 100 100 100 2.18 2.35 2.05 2.05 2.27 3.06 5.62 2.45 2.45 3.74 1.55 1.66 1.42 1.42 1.79 2.34 11.26 2.55 2.55 5.46 49.191 48.227 59,000 48.227 48,709 138.822 114,577 188000 114,877 126.699 47,304 46,161 94,000 46,161 46.732 8,120 7,620 10,000 7,620 7,870 243.437 216.585 351,000 351,000 230,010 Emergency Communications Emergency Communications -11- FY 2001 FY 2002 FY 2003 FY 2003 BY 2004 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Request for Service/ Calls made to Center Fire/Ambulance 4,052 4,012 4.246 4.246 4.031 Police 47,620 49,876 46.452 46,452 51.870 Sheriff 15,198 13,149 15.357 15,357 14.638 County Fire/EMS 4,012 1,200 1,220 County Law 2,854 2,900 2,940 Total Ca!Is for Service 66,870 71,075 66,055 70,155 74,699 Code 1 Calls (highest response) Fire/Ambulance 2,178 2,732 2,376 Police 2,741 2,117 2.520 Shedff 1,222 609 1,118 Total Calls for Service 6,141 5,458 6 014 Access to Center dialing 911 Report from QWest 16,238 21,222 16,236 22,554 23.682 Wireless 911 Calls 7,209 8,548 11,814 12,640 Training for personnel New employees 1/250 21500 11250 1/250 1/250 Ongoing training as group (in hours) 584 569 550 550 550 The figures that are generated for the Ped'ormance Measures are calculated by the record keeping system known as CAD (Computer Aided Dispatch). A CAD record records all times throughout the call for historical data purposes. As a call taker is collecting information from the caller and entering it into CAD, another dispatcher may be dispatching the call [o the designated units to begin their response. The receipt of an emergency call to the dispatch of the same call therefore could show a longer queue time in CAD when actually the units were being dispatched and on their way. Emergency Communications Emergency Communications -12- CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED- PROGRAM - 1 - COMMUNITY PROTECTION DEPARTMENT - 12 - Emergency Comm. Division FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2004 RECOMMENDED 010 61010 FULL-TIME EMPLOYEES 346,637 353,431 3~8,206 408,774 010 61020 PART-TIME EMPLOYEES 118,422 130,275 108,206 112,742 010 61050 OVERTIME PAY 6,424 4,576 10,171 8,020 010 61070 HOLIDAY PAY 7,083 6,880 7,858 8,155 010 61310 IPERS 27,517 28,472 28,940 30,365 010 61320 SOCIAL SECURITY 36,464 37,706 38,504 40,400 010 61410 HEALTH INSURANCE 54,508 51,467 64,198 81,714 010 61430 WORKMENS' COMPENSATION 494 502 145 485 010 61450 LIFE INSURANCE 557 550 733 733 010 6].650 EMPLOYEE PHYSICALS 297 362 400 400 TOTAL Wages and Benefits 598,403 614.222 647,36] 691,788 010 62010 OFFICE SUPPLIES 1,430 1,599 1,466 1,631 010 62030 POSTAGE AND SHIPPING 68 59 72 64 010 62070 OFFICE EQUIP RENTAL 24,000 24,000 38,400 29,112 ~-~ 010 62090 PRINTING ~ BINDING '940 1,344 964 1,371 ~ 010 62].30 LEGAL NOTICES & ADS 245 247 800 275 010 62240 REFUNDS 237 -8 010 62310 TRAVEL-CONFERENCES 326 972 800 1,500 010 62340 MILEAGE/LOCAL TRANSP 528 612 600 624 0].0 62360 EDUCATION & TRAINING 2,971 3,062 2,500 2,500 010 62421 TELEPHONE 5',432 4,559 6,043 5,724 010 62431 PROPERTY MAINTENANCE 123 5.000 250 010 62441 INSURANCE, PROPERTY 277 323 300 345 010 62443 GENERAL LIABILITY INS 3,225 2,971 3,000 5,580 010 62611 MACH/EQUIP MAINTENANCE 812 204 950 560 010 '62614 EQUIP MAINT CONTRACT 20,656 25,126 010 62663 SOFTWARE LICENSE EXP 1,095 1,095 3,285 010 62671 MISC. OPERATING SUPPLIES 154 775 160 790 010 62731 MISCELLANEOUS SERVICES 425 887 1,000 1,000 TOTAL Supplies and Services 42,289 42,701 85,996 76,452 010 71122 PRINTER 624 338 500 010 71123 SOFTWARE 4,105 010 71124 MICRO-COMPUTER 2,581 500 010 71211 DESKS/CHAIRS 345 4,000 010 72421 HEADSETS 2,428 TOTAL Machinery and Equipmen[ 3,550 6,869 5,000 365 365 TOTAL DEP/DtV: Emergency Con~ Division 644,241 663,794 738,357 768.605 FUND 010 GENERAL FUND PROGRAM--PROTECTIVE SERVICES ACT. ACCT ......... TITLE ......... 12400 45310 12400 46104 12400 54203 12400 54303 POLICE ALARM CONECTIONS COUNTY PAYMENT - JT COMM COUNTY REF-WlTNESS FEE RE IMB URSEMENTS - GENERAL TOTAL EMERGENCY COMMUNICATION DIV. CITY OF DUBUQUE RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT EMERGENCY COMMUNICATION DIVISION FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM. 3.550 3,200 3,000 3.200 3,350 210.992 172,137 247,452 247,452 261 141 1,000 1.000 1.000 592 215.134 175,337 251,452 251,652 265,491 CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 12 EMERGENCY COMMUNICATION DIVISION FD JC WP~GR JOB CLASS FY 2002 FY 2003 FY 2004 FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 010 6600 GE-35 COMMUNICATIONS MANAGER 1.00 52,133 1.00 53,897 1.00 58,507 010 6575 GE-30 LEAD DISPATCHER 3.00 115,989 3.00 125,624 3.00 131,674 010 6500 OE-09 PUBLIC SAFETY DISPATCHER 6.00 193,625 6.00 207,113 6.00 217~21_ TOTAL FULL TIME EMPLOYEES 10.00 361,747 10.00 386,634 10.00 407,202 61020 Part Time Employee Expense 010 6510 OE-09 PUBLIC SAFETY DISPATCHER TOTAL PART TIME EMPLOYEES 3.35 101,302 3.35 108,826 3.35 74,987 3.35 101,302 3.35 108,826 3.35 74,987 13.35 465,049 13.35 495,460 13.35 482,189 TOTAL EMERG. COMM. DIVISION Emergency Management PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Protective Services Emergency Management Thomas I. Berger, Director HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: The Emergency Management Agency maintained a working relationship with the City of Dubuque and Dubuque County Public Safety Agencies, City of Dubuque and the County of Dubuque, as wetl as the State and Federal Emergency Management Agency. In addition to the main governmental agencies, we maintain relations with and work closely with volunteer and civic organizations; schools and universities; pdvate companies and industry; and the citizens of Dubuque and Dubuque County. The following items descdbe the accomplishments of the Emergency Management Agency: The Dubuque County Multi Hazard Plan was reviewed and minor changes were made. We are in the process of updating the plan to be put on CD and distributed to all agencies and elected officials. We remain compliant with the state requirements for an emergency operations plan. Opened the Emergency Operations Center twelve times for storms and severe weather for key EOC personnel. This included warnings of storms that went through Dubuque County Full activation of the EOC staff was conducted for the Flood of June 2002. Held daily meetings with local officials during the Spring Flood of 2002 and significant rain event. Received and administered the Emergency Medical SerVices Training Grant for the Dubuque County EMS Association. I also served as Secretary of the association. Updated and distributed the Dubuque County EMS Association Mutual Aid Agreement and Contingency plan as part of a new requirement of the Iowa Department of Public Health, Bureau of EMS. Reviewed the Dubuque County Fire Association Mutual Aid Agreement. Participated and attended many of the training and seminars offered by the State of Iowa Emergency Management Division. Also received training through a home study course from the Emergency Management Institute of FEMA. Filed and administered a Hazardous Materials Training Grant with help from the Local Emergency Planning Committee. Continued to work with the volunteer organization called the Dubuque County Support Services. The organization will promote Emergency Management activities and respon(: to emergencies to assist the public safety agencies within Dubuque County. The group responded to five actual calls for service mostly to assist at crime scenes and hazardous materials incidents within the City of Dubuque. Conducted a full-scale mass casualty incident where over forty patients were transported to local trauma centers with simulated injudes from a p!ane crash. In conjunction with the above ddll, we did a functional drill of the Emergency Operations Center and completed many tasks that enhanced the drill as well as providing training to the EOC Staff and representatives. -17- Reviewed the emergency services resource book for all public safety agencies within the Dubuque County Fire Association and made minor changes to the document. Conducted spotter training through the National Weather Service to enhance our local spotter's response and accuracy in identifying threatening weather conditions. Coordinated the completion of a Department of Justice Terrorism Assessment for Dubuque County. This committee involved people from tocal law enforcement, public health, hospitals, pUblic works, fire and EMS services. This grant provided over $80,000.00 of equipment to the emergency responders in the City and County. Assisted the Dubuque County Fire Fighters Association with activities related to fire safety and public education to include the fire safety house, training trailer, training facility task force. Assisted the City of Epworth with the installation of their Outdoor Warning Siren System. Installed and received training on the Storm Sentry DTN package that Was approved on a joint purchase by the City and County to enhance our capabilities to track storms approaching our area. The product has enhanced our spotter network and allows real time radar for tracking storms Assisted in purchasing a new pull truck for the Dubuque County Fire Fighters Association to enhance our capabilities to educate the public and provide training to fire departments at their statiohs, Completed the County Hazard Mitigation Plan and provided copies to the State of Iowa. This is a requirement of Part B of the Comprehensive Emergency Management Plan which enables us to the 10% State share of fund ng in a presidential disaster. Completed the County Recovery Plan and provided coPies to the State of Iowa. This is a requirement of Part C of the Comprehensive Emergency Management Plan which enables us to the 10% State share of funding in a presidential disaster. PrOvided information and coordination of the FEMA representatives in the flood of June 2002 that was declared a presidential disaster. Coordinated the informational meetings and worked as a liaison with the Iowa Emergency Management Division and FEMA to set up the meetings and damage assessment for the event. Began the special needs registration program and worked with the LEPC and Alliant Energy to provide the cards to area agencies and the American Red Cross. The database is being loaded into the 911 Center as well as the Emergency Operations Center. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Continue to organize, lead and support the volunteer agency of the Dubuque County Support Services. Develop the Support Services group into a viable and well-respected organization that promotes a positive image in the community by promoting Emergency Management activities. Continue to maintain a database to identify citizens with special needs for notification and evacuation dudng a man made or natural disaster. Update and review the Disaster Recovery Plan for the City of Dubuque and Dubuque County to gain full compliance with a comprehensive emergency operations plan and remain eligible for the funding reimbursement in the event of a disaster. Maintain local Hazard Mitigation Plans and assist ECIA with other plans that need to be developed~ Attend all classes and seminars that are provided to gain certification at the State and Federal level. Certification of an "Iowa Certified Emergency Manager" (CEM) will be obtained as soon as the classes are offered locally or at the State level. -18- Maintain the Outdoor Warning System for the City of Dubuque and also assist other communities in developing and/or maintaining their siren systems. Continue [o expand upon the warning capabilities and discover and mitigate shortfalls in the county system. Respond to all disaster occurrences and through training, education and preparedness mitigate the disaster. Approach all disasters and incidents with multi-agency cooperation and teamwork Maintain all disaster ~)lans, severe weather plans, mutual aid agreements and provide training to the agencies involved so we can better respond as a team to the needs of the population during a disaster or other emergency. Conduct four tabletop, functional or full-scale disaster drills integrating the components of the Multi-Hazard Plan and Emergency Management functions. Meet annually with the Multi-Hazard Plan Committee to keep the documen[ current and up to date. Provide quarterly reports and updates to all agencies that have the Multi Hazard Plan. Forward the changes to the State to remain In compliance with the requirements. Continue to work to complete the Terrorism Annex to the Multi Hazard Plan as recently provided by the State Emergency Management Division. Educate the public on the importance of having a weather radio at their work place and home t¢ warn them of approach ng severe weather. Conduct speaking engagements with the Nursing Homes, hospitals, child care centers, civic organizations, service clubs and schools to promote the installatior of the NOAA weather radios. Continue to encourage all businesses and organizations to install NOAA weather radios to be alerted of watches and/or warnings. Maintain call Fists as a contingency plan to the fire department making phone calls. Participate in the Terrorism Threat Assessment and ensure that our County has all of the proper paperwork filed with the State Emergency Management Division to qualify for funding. Complete the proper paperwork to ensure the delivery of the equipment funded through part one of the Department of Justice Equipment Grant Program. Continue to complete tl~e proper paperwork to oe eligible for federal fundin9 for the Emergency Management Planning Grant, which is the funding from the federal government to supplement the EMS Commission budget. Complete a Critical Asset Protection Plan as a new requirement of the federal government Complete a Strategic Plan.for the Emergency Management Commission. This is also a new requirement of the federal government. Complete paperwork and meet the requirements of the additional funding that will be given to the commission to provide planning at the local level. This rr ~ney will be used to meet the recent requirements placed by the federal government in regards to Homeland Security. EMERGENCY MANAGEMENT Budget Highlights Property Tax Support FY 2003 FY 2004 Adopted Recommended Dollar Change $ 29 318 $ 35,580 $ 6.262 Emergency Management Fund Balance Available Balance July 1, 2003 Less Fiscal. Year 2003 Estimated Drawdown for Operating Budget Uncommitted Balance July 1.2003 Less Estimated Fiscat Year 2004 Drawdown for Operating Budget Uncommitted Balance July 1.2004 =10% Working Cash balance $ 14.139 (7,80I) $ 6,338 1 [:)62 $ 7.400 Significant Line Items Federal funding is anticipated to continue at the $19,000 level which amounts to 25% of the total budget of $76,446 for Fiscal Year 2004. The City's participation is increasing from $29,318 to $35,580 or 46.6% of the total budget. The County share is increasing from $17,457 to $21,186 or 27.7% ~f the total budget. Balances of $1,062 are being generated to fund the balance of the working cash reserve. Fiscal Year 2003 was the last year of using balances to fund the operating budget. This was a technique used over the past several years to bring their excess balance down to a level equal to 10% of their annual operating budget. The City and County agreed to this approach and the minimum balance to be maintained in the Emergency Management Fund. -20- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Emergency Management Emergency Management GOAL Minimize injury, property damage and loss of life by having a comprehensive Emergency Management Program in place to educate, prepare, mitigate, respond and recover from natural - and man made disasters. DESCRIPTION This agency is a joint commission between the City of Dubuque and Dubuque County, established and required by State Law. The Commission is funded through the City of Dubuque, Dubuque County and the Federal Government. It is a planning and coordinating agency staffed by a Director who is responsible for coordinating all governmental agency emergency response organizations together. Its planning efforts maintain eligibility for State and Federal Funds for operations and recovery. The City of Dubuque pays approximately 33% of:~he cost of operation, which is reflected in the requested budget. SERVICE OBJECTIVES To maintain an adequate level of disaster preparedness and meet State and Federal planning and funding requirements by: Maintaining the Dubuque County Multi-Hazard Plan and providing the proper training to agencies and services that are a vital part of the plan, which covers a multitude of emergencies to include floods, tornadoes, earthquakes, severe weather, major mass casuatty incident, mass fatality incident, hazardous materials incident, nuclear attack, bio-terrorism event, radiological incident and any other natural or man made disaster; Assisting with the maintaining of the outdoor emergency warning system and conducting regular tests of the system throughout the County; Testing and operating the Cable TV Over dde system in the event of a local emergency; Providing twenty-four hour coverage of storm warnings and operations at the Emergency Operations Cen!er through a coordinated effort by the staff of the City and County; Receiving training provided by the State and Federal Government to better enable the City and County handle disasters and to receive funding to defray the costs of the disasters; Emergency Management Emergency Management -21- 6. Assisting in conducting hazard identification and vulnerability analysis which identifies the hazards presenting the greatest danger to the community and the citizens: Coordinating the response and recover activities of the represented departments and organizations involved in emergencies within Dubuque County; 8 Participating in State-wide disaster drills and conducting at least four local drills annually; Serving as coordinator of the State emergency medical services training fund grant and allocating the money to the approved agencies; 10. Administering the Title III Hazardous Materials requirements and working with the agencies that respond to hazardous materials incidents within the County; 11. Working with communities and the ECIA to ensure a hazard mitigation plan is developed for each jurisdiction; and 12. Writing, updating and maintaining a recovery plan to help the city and county recover from a disaster.' 13. Serving as the coordinator for the Department of Justice Terrorism Grant, filing the paperwork, tracking the assets, coordinating the meetings and the task force, and fulfilling the paperwork requirements of the grants. 14. Working with the Iowa Emergency Management and assisting in developing the Homeland Security Initiative as directed by IEMD and fulfilling the local requirements and reports for Homeland Security. To maintain a working relationship between all City governments, County government and public safety agencies and keeping them informed and working together by: 1. Preparing and updating mutual aid agreements; Updating and reviewing the multi-hazard plan. severe weather plans, winter storm plans, and all other plans coordinated through this office: Attending Dubuque County Fire Association, Dubuque County EMS Association. Multi- Disciplinary Safety Team. Area Council of Government. Local Emergency Planning Commission. Bi-Hospital Emergency Preparedness Committee, Bio-terrorism Committee. DOJ local task force, State 911 Council meetings, E911 Service Board and all other meetings as requested by the organization; Attending area City Council meetings and board of Supervisor meetings when pertinent information s received or as requested by the agency; Providing a support services team to assist public safety agencies in the event of a major incident or event; Identifying training needs, development of and/or coordinate the training programs to update emergency response organizations; Emergency Management Emergency Management -22- Assisting agencies to develop standard operating guidelines that promote multi-agency response to incidents and effective mitigation of emergency calls and disasters: Coordinating with other agencies such as Red Cross, civil air patrol amateur radio operators, cdtical incident stress management team and other organizations that assist public safety organizations with their duties and responsibilities; 9. Convene multi-agency post incident reviews and multi-agency post drill reviews; 10. Providing public awareness and joint training programs to City, County, and public safety groups and agencies; 11. Maintaining the work schedule and activities of the Emergency Management Commission and develop long and short term goals with the commission; 12. Improving management skills and coordination through team meetings and training; 13. Attending various conferences and seminars to gain knowledge to educate and inform public safety agencies of new standards and techniques, including the Iowa Firemen's Association Conference, Iowa EMS Association Conference. Fire Service Institute Summer and Winter Fire School in Ames. Fire Department Instructors Conference. State 911 APCO and NENA conference, IAFC Conference, Emergency Management Conferences and other area training sessions as offered by local. State or federal agencies; 14. Organizing and scheduling the County-wide projects that we currently have in place, including the firefighters' training trailer, the fire safety house, the mass casualty trailer, emergency air shelters, and the truck that is used to operate the trailers; 15. Assist the local fire departments with their training requests and offer or provide training sessions in the areas that need improvement; and 16. Continue to chair the Fire Training Facility Task Force and work with City and County Officials and Fire Departments to develop a safe training center for all 2ublic safety agencies. To actively promote emergency management activities to reduce the dangers of man-made or natural disasters through Developing and promoting public information and positive public relations by interacting with local media, service groups and organizations, schools, and businesses; Representing the emergency management agency at the County Fair, City Expo, and other public gatherings as deemed necessary; Working with schools, hospitals, local businesses and health care facilities to assist in their emergency plan updates and drills; Providing community training sessions or seminars that promote the activities of the Emergency Management Commission and the support service organizations; Emergency Management Emergency Management -23- 6. 7. 8. Developing a public awareness of the severity of storms and how early notification through the NOAA weather radios can save lives; Continue to participate in the statewide Tornado Drill and promote the Severe Weather Awareness and Winter Storm Weather Awareness week activities; and Promote the Multi Hazard Plan and ensure citizens that we are prepared and ready for disasters as they occur. Sponsor two severe weather spotter training classes for public safety personnel and the general public to increase the awareness of severe weather safety FY 2001 FY 2002 FY 2003 BUDGET SUMMARY ACTUAL ACTUAL BUDGET EXPENDITURE SUMMARY Supplies and Services $22.605 $23.204 $29,318 FUNDING SUMMARY General $22,605 $23,204 $29.318 FY 2003 FY 2004 REVISED RECOM'D $35.580 $35.580 PERFORMANCE MEASURES EOC staffed for storms, etc. Disaster Alerts - Full EOC Activations by City/County personnel City Siren Tests Sirens in the System Disaster Exercises Cable TV Emergency Access Test af Equipment Support Services Meetings and Training Sessions EMS Continuing Education Hours received County Meetings (Fire, EMS, EMA. LEPC, etc.) Emergency Management Institute Courses Completed Combined Training Sessions Sponsored Responses to Incidents as EMA Director Number of Public Speaking Engagements FY 200t FY 2002 FY 2003 ACTUAL ACTUAL BUDGET 18 15 20 3 3 6 FY 2OO3 FY 2OO4 REVISED RECOM'D 20 20 6 6 12 13 13 13 13 13 14 14 14 14 6 7 6 6 6 12 13 13 13 13 24 16 12 12 12 52 76 60 60 60 30 56 40 40 50 4 4 4 4 2 6 8 6 6 6 12 9 6 6 6 32 36 4O 3O' 3O Emergency Management Emergency Management -24- PROGRAM - 1 - COMMUNITY PROTECTION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 15 - Disaster Services FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL FY 2002 ACTUAL 010 62421 TELEPHONE 301 116 010 62761 PAY TO OTHER AGENCY 22,304 23,204 TOTAL Supplies and Services 22,605 23,320 TOTAL DE~/DIV: Disasner Services 22,605 23,320 FY 2003 BUDGET FY 2004 RECOMMENDED 29,318 35,580 29,318 35,580 29,318 35,580 Fire PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Protective Services Fire Department Dan Brown, Fire Chief HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: The Haz Mat teams and the State of Iowa received equipment from a Department of ;Justice Grant. The Fire Department received 6 high pressure SCBA's, 4 gas monitors, chemical agent detector, thermal imaging camera, HAZCAT kit, portable shelter, Level A & B chemical suits and a biohazard vacuum unit, total value Of $53,200. The Dubuque Fire Department is a member of the Dubuque County Fireflghters Association, which is in partnership with Law Enforcement and Emergency Medical Services. They had a kick off on October 1, 2002 for a fund raising effort for a joint training facility. The facility would consist of 3 buildings, a training tower, and classroom and evolution lab to be located just south of the Julien Care Facility in Dubuque County. Due to retirements the Fire Department has hired 2 new fireflghters and 1 secretary.. Members of the department participated in a mock disaster at the Dubuque Greyhound Park and Casino. The drill scenario involved a terrorism incident with a chemical gas release. Fire Departments, ambulance services and law enforcement from Dubuque County participated in the ddll. The Emergency Operation Center was also staffed and handled related problems. The Dubuque Fire Department has replaced the inflatable boa[ stored at Fire Headquarters with a new heavy-duty inflatable boat, which is two foot longer. All personnel received training in the use of this vessel. These inflatable boats have been used in the past for rescues that resulted from floodwaters. New hydraulic rescue tools have been placed on both truck companies. These tools are manufactured by TNT and operate at a higher pressure and are quicker and more powerful than the tools being replaced. All personnel have trained with the tools and are capable of performing auto extdcetion. The Department partnered with the Dubuque Police Department to sponsor a Response to Terrorism and Weapons of Mass Destruction for Public Works course funded by the U.S. Department of Justice and delivered by Texas A & M Extension Office. The course was held at the Five Flags Center and consisted of 3 days of instruction. The Department continues to work on the departmental review. Fire Traininc~ Seven members attended the Fire Department Instructor's Conference in Indianapolis, Indiana. They attended both hands-on and classroom presentations over a four day period. In partnership with Local 353 Dubuque Professional Firefighter's Association, the International Association of Firefighters Hazardous Materials Training Department, and several local businesses 21 members completed the 40-hour course Hazardous Materials Confined Space Rescue. Nationally recognized instructors used real locations throughout the city to present this COUrse. Ail department members completed the Iowa State Fire Service Training Bureau Driver/Operator Pumper course. This entailed presentation of 54 class/drill sessions. Currently 80 members are certified to this DrivedOperator level, with the rest expected to complete testing this year. This past year the training division coordinated the development of a Technical Rescue Team within the department. This 24-member team participated in extra drills for high-angle, confined space, and other technical rescue incidents. Members were given hands~on training on several new pieces of equipment including the new aerial ladder truck, new fire nozzles, and new vehicle extrication tools. The training division presented a Hazardous Materials Awareness class to the patrol officers of Post 10 of the Iowa Highway Patrol. This course was presented to over two-dozen IHP officers who work throughout Northeast Iowa. All members completed the course Responding to Terrorist Bombings: Awareness, which was presented by DFD instructors. All members comPleted a Radiological Monitoring refresher course taught by the Iowa State Emergency Management Agency. Four members received training from the Iowa National Guard Civil Support Team in Biohazard Sampling for terrorist incident response. Selected department instructors participated in train-the -trainer courses including: Hazardous Materials Operations, Propane Emergencies, and Anhydrous Ammonia Incidents. The training division organized and administered a fire department physical ability test to firefighter candidates. Dupont Chemical brought a railcar-training unit into Dubuque and conducted training for hazardous matedal response involving railcars. The training was conducted for 6 days. The Canadian National/Illinois Central Railroad provided track space for this event. -28- Emerqency Medical Services Added diagnostic 12-lead electrocardiography to the skill and equipment inventory of our EMS system. This allows for eadier confirmation of an evolving heart attack and allows us to identify which patients need to be fast tracked into a re-perfusion treatment. This allows the hospital emergency departments to react more quickly to cardiac emergencies. This is the first step in providing curative care to early heart attack victims.' Added electronic instruments to detect carbon dioxide in the exhaled air from patients undergoing resuscitation. This gives paramedics a snapshot of the status of the body's cells and is a measure of the effectiveness of our efforts. Facilitated purchase of an automatic external defibrillator for the Dubuque Community Y. The Dubuque County Medical Society donated the defibrillator. Logan Ivory, a local Eagle Scout candidate worked with Senior, Hempstead and Wahlert high schools along with assistance from the Dubuque Fire Department to facilitate the purchase of automatic external defibrillators for these schools. Logan Ivory received his Eagle Scout for this accomplishment. Provided assistance with lifeguard training for Flora, Sutton, Dubuque Community Y, Mt. Carmel and Dubuque Golf and Country Club pool staffs. Fifty-one of the department's eighty-nine-member force is now Paramedics. Assisted the Red Cross with lifeguard instructor training. Lifeguards are evolving into health care providers, administering oxygen and using other adjuncts in resuscitative care. EMS Staff was involved in helping present several of these regional classes in Dubuque. In Partnership with the Medical Associates' HMO Foundation, paramedic ambulances joined sports medicine physicians and athletic trainers in providing game side medical coverage at every single Hempstead, Senior, Wahlert, Loras and University of Dubuque home football games. This was our seventh season in this exceptional program. We continue to be a training site for EMT and paramedic students to hone ~heir clinical skills. Students from NlCC, Mercy and Finley Hospitals and University of Iowa frequently train with our system, We are continuing a program to provide ambulance ride time far the medical staff from the 389th construction battalion of the United States Army Reserve. These soldiers get an opportunity to hone their clinical skills and learn how civilian medical services work on a daily basis. Soldiers with medical specialties have the opportunity to opt for 48 hours of ambulance ride time in lieu of a weekend drill. The 389~ is based at the reserve center across from the airport. They have also participated with us in several disaster exercises. The goal of this program is to assure interoperability should we ever have to face a crisis together. We continue to partner with Mercy and Finley Hospitals to provide training to their staff and ours. We share many instructor resources for various certification courses. In partnership with Tri-State Occupational Health we delivered a program to our entire staff on care of our own backs and the best practices for lifting and moving patients and objects. We hope to reduce our occupational injuries as well as improve the safety of the patients we have to lift and carry with this training. Assisted in teaching a unit on spinal care for physical therapy and sports medicine students at Clarke College. Worked with the "Make a WilI-A Tri-State Initiative" group on presenting seminars on the how, what and why of making a will, including medical advanced directives. Provided leadership in the legislative process to create and enact new state law enabling appropriate patients to work with their physicians to allow an out-of-hospital do not resuscitate order. Paramedics remain an integral component of the Police Department's tactical response team. These medics train with the tactical team every month. Provided medical stand-by for several large community events, including the Taste of Dubuque and the July 3 fireworks. Fire Marshal's Office The Fire Marshal's Office has partnered with Dubuque business, schools and the National Fire Safety Council with providing teachers with fire prevention education curriculum and materials. This education was targeted at the kindergarten-2® grade level. This material was provided to both public and parochial schools. The Assistant Fire Marshal and the Boy Scout Council have worked together to create a Fire/Rescue Explorer post. This explorer post consists of approximately 15 high school students who show a career interest in the fire service. This group meets monthly and participates in fire/rescue training evolutions and fire prevention activities. The Assistant Fire Marshal also works with "senior" members to obtain scholarships toward a fire service education. The Fire Marshal's Office worked with fire companies to complete a "Knox Box" maintenance program. Box locations were verified and lock & door seal maintenance was performed. Approximately 250 businesses participated in the Knox entry program. The Fire Marshal's Office continues to work with Dubuque Community and Holy Family Parochial Schools in updating their fire alarm systems. Dubuque Community Schools is about 60% complete with major projects at both junior high and senior high school recently completed. We are currently working together on Hempstead High School and hope to receive a grant to assist with this project. Holy Family has also completed two upgrades in the last year and is currently working with the Fire Marshal's Office on the third school. The Fire Marshal is on a team with the Police and Sheriff's Departments that has worked with schools to implement a violence emergency response plan. The Fire Marshal has also trained with Police and other county law enforcement officers in "Rapid Deployment' in the event of a violent school emergency. -30- The Fire Marshal's Office and Dubuque Police worked together in a series of arson fires at 605 Bluff, a residential rooming home. A suspect was identified and a mental commitment was obtained. The Assistant Fire Marshal obtained the National Institute for Certification in Engineering Technologies Level One certification for fire alarm system installation and inspections. Incidents The Fire Department responded to 5 residential fires that were caused by candles unattended. Total damage estimated at $160,000.00 for these fires. On June 4t~ the department responded to 143 calls for service involving flooding from the heavy rainstorm. The Department responded to a house fire at Indian Ridge. One resident was rescued by firefighters and transported to the hospital. The fire caused extensive damage to the structure. FUTURE INITIATIVE FOR FISCAL YEARS 2003 AND 2004: Certification Standards National certification at the Officer II tevel will be made available for members already at the Officer I level. All personnel will be trained to the rope rescue operations level, with technical rescue team members trained to the technician level. The training division will contir~ue to review the life experience portfolios of members working on fire science degrees through Northeast Iowa Community College. An Officer Development program will be established to provide additional training for Company Officers. · Chemical and Bio Terrorism and Weapons of Mass Destruction Response The Fire Department wilt continue to plan and train for terrorism incidents. This will include members attending courses and seminars as they become available. In addition, the department will work with law enforcement, health services, emergency management and state and federal agencies. The Department will continue to partner with the Dubuque County Firefighters Association, Law Enforcement, Emergency Medical Services and NICC on the joint training facility project. The project is in the fund raising phase and hopes to be breaking ground next year at the site that is located just south of the Julien Care Facility. -31- Fire Marshal's Office The Fire Marshal's office will work to obtain smoke detectors and replacement batteries through business partnerships and/or grants. They will also develop an installati_on program using Firefighters and Explorer Scouts for Iow income and elderly citizens. The Assistant Fire Marshal will work to bring new public education ideas and develop programs by attending Fire Safety Education Seminars and Conferences. The Fire Marshal's Office will continue to build relationships with Juvenile Court Services to deal with juveniles involved in fire related incidents. The Fire Marshal's Office will work with the City Clerk's office, Planning and Zoning and Building Services to obtain a business tracking system to monitor changes in commercial building occupancy and potential changes of code requirements. -32- FIRE DEPARTMENT Budget Highlights Employee Expense Supplies and Services Machinery and Equipment Total Operating Revenue FY 2003 FY 2004 Dollar Adopted Recommended Change $ 5,750,653 $ 6,340,256 $ 589,603 376,226 418,599 42,373 ~ 94.370 (17.930) $ 6,239,179 $ 6,853,225 $ 614,046 664,560 929,215 264,655 Property Tax Support Percent Increase (Decrease) $ 5,574,619 $ 5,924,010 $ 349,391 6.3% * FY 2004 reflects an increase in Fire and Police Retirement rates from 17% to 20.48%. Decision Package SummEry t of 7 This decision package provides for access to special events such as fireWorks, All That Jazz, Taste of Dubuque, etc. as well as the riverwalk areas for medical response and tiro/rescue. This would provide for a special vehicle that could transport a patient form crowded areas or areas with limited access to a pickup point where transfer to an ambulance can be made. This unit would allow paramedics to treat a patient while transporting. This vehicle would be an all terrain 6x6 with a bed area that would be modified to carry a backboard and equipment. Related Cost: $14,000 Tax Funds - Non-Recurring Property Tax Impact:. +$.0089/+.09% Activity: Fire Suppression Not Recommended 2 of 7 This decision package improves communications during incidents by using "bone" microphones that aro placed in the firofighters helmet. This system provides clear transmission with no distortion due to masks. Each officer and equipment operator would have a unit. Related Cost: $26,500 Tax Funds- Non-Recurring Property Tax Impact: +$.0169/+.17% Activity: Fire Suppression Recommended 3 of 7 This decision package provides two additional 3" trash pumps for water removal from structures that have been flooded. The department currently has two of these units. Related Cost: $2,500 Tax Funds - Non-Recurring Property Tax Impact: +$.0016/+.02% Activity: Fire Suppression Not Recommended -33- 4 of 7 This decision package provides an additional computer in the company operations area. Due to the record keeping on the network for firehouse software, access to a computer for company officers to do data entry is limited, causing a backlog of data to be entered. Related Cost: $2,700 Tax Funds - Non-Recurring ProPerty Tax Impact: +$.0018/+.02% Activity: Fire Suppression Not Recommended 5 of 7 This decision package provides an NT server for the Fire Department in order to better meet their needs and handle their upgraded software package. They are currently using a server from another department. Related Cost: $12,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0077/+.08% Activity: Fire Administration Not Recommended 6 of 7 This decision package provides three "pro-lift" devices installed on the ambulance cots to automate the height adjustment on the cot and assume 90+ percent of the weight of the patient and cot in lifting maneuvers. This lift occurs when elevating the cot to the loading position to be placed in the ambulance and occurs on every transfer. Related Cost: $11,250 Tax Funds- Non-Recurring Property Tax Impact: +$.00721+.08% Activity: Ambulance Not Recommended 7of7 This decision package provides for a used police vehicle, reconfigured for the use by the emergency medical services supervisor to respond to select calls for service. An on-scene presence is a frequent requirement or an EMS supervisor to effectively fulfill the entire responsibilities of the position. Related Cost: $7,500 Tax Funds - Non-Recurring Property Tax Impact: +$.0048/+.05% Activity: Ambulance Not Recommended Significant Line Items Equipment replacement items include: furniture replacement and desk for Fire Marshall's Office ($4,600) headquarters stove ($8,000) mower and snowblower ($1,700) replace PPV fan 511 ($1,800) hazardous materials response gear ($6,000) confined space equipment ($2,000) radios battery replacements and repair costs ($6,000) 7 automatic defibrillators (AED) ($15,400) hose ($2,000) ladder ($2,000) backboards ($6,000) copier ($5,00(~) saws ($600) pumps ($1,920) test equipment ($2,000) replace 3 suction units on ambulances ($2,850) Bill Collection Services expense has been decreased from $67 000 to $60,000 based on the current agreement and actual FY 2002 expense of $55,914. Legal notices and ad expense of $10,715 in FY 2002 covered the cost of advertising for entrance exams and civil service testing. This is an every other year expense and is budgeted in FY 2004 for $10,000. Software license expense of $1,170 covers the licensing of the Firehouse Software package. General Liability expense is going from $23,200 to $63,129. Citywide General Liability expense is not increasing, however, it is being redistributed Citywide between cost centers based on a more equitable formula in relation to exposure and cost. Significant revenue changes include $150,000 being generated by the Fire Department marketing their confined rescue services outside the City limits. These services include standby, rescue and training and are based on a minimum contract amount per facility plus a fiat charge per confined space hole. An increase in ambulance revenues is also proposed (see attached letter) which will generate an additional $104,500. DUBUQU IRE citY of Dubuque, Iowa Memorandum December 2~ 2002 TO: Michael C. Van Milligen, City Manager FROM: E. Daniel Brown, Fire Chief Prepared By: Ric Jones. Fire Department Emergency Medical Services Supervisor SUBJECT: Ambulance Fee Recommendations I am recommending that we adjust ambulance fees as indicated below. This adjustment should bring in an additional $11,500.00 from Medicare, approximately $ 90,000.00 in non-Medicare payments and an additional $ 7,000.00 in surcharge for non-residents. This totals to $108,500.00 in new dollars. I further recommend that we waive Medicare co-pay and deductible fees that are not covered by a secondary insurance plan for all city residents. This will reduce the new revenue by an estimated $ 4,000. 00. Our billing costs will go down incrementally by not billing the co-pays and deductibles. This provides a net gain of $104,500.00. Lastly, I recommend that we implement the new fee schedule reasonably soon. There will be a lag time of up to 120 days as payers adjust to our new rates. We should be bug-free and able to solidly predict an increase of approximately $104,500.00 in fiscal year 2004 and each year after that. If we have the new fees in place on March 1, 2003, for instance, we could anticipate revenue growth of nearly $ 20,000.00 for the last four months of this fiscal year. The new rates I am recommending are: Resident Non-Resident BLS Base Rate $ 400.00 $ 550.00 ALS 1 Base Rate $ 500.00 $ 650.00 ALS 2 Base Rate $ 650.00 $ 800.00 On Scene Care BLS $ 75.00 $ 225.00 On Scene Care ALS $150.00 $ 300.00 Oxygen Administration $ 35.00 $ 35.00 Spinal Immobilization $ 75.00 $ 75.00 -36- NitroNox(DAnalgesia $ 75.00 $ 75.00 Disposable Supplies < $10.00 cost = < $10.00 cost = 300% mark-up 150% mark-up >$10.01 cost -- >$10.00 cost = 200% mark- up 100% mark- up Mileage $ 6.00 $ 6.50 Paramedic Intercept $ 400.00 $ 400.00 Stand-by As determined by the As determined by the Fire Fire Chief Chief Ambulance fees are set by Council Resolution. The last time fees were adjusted was 1995. Ric Jones and I will be pleased to meet with you at your convenience to discuss the details of this recommendation. -37- City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 'PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS , FY 2004 FY 2008 FY 2006 FY 2007 FY 2008 TOTAL PAGE Fiber Optic System for Fire Stations Intedor Improvements to Station ~ Exterior improvements to Station #2 Securily System Interior Improvements to Station #5 Interior Improvements to Station #6 Radio Equipment Replacement Ladder Truck and Pumper Replaceme Interior Improvements to Station #2 General Fund $ 69,700 $ 69,600 General Fund $ 5,860 General Fund $ 62,000 $ General Fund $ 75,000 General Fund $ 13,600 $ Generel Fund $ 2,400 $ DRA Dislribution $ 17,500 $ DRNSa[es Tax Fd $ 193,500 $ General Fund $ $ 28,000 $ $ 14,000 $ $ 348,000 $ $ 80,000 $ $ Storage Building Addition for Station #4 DRA Distribution Elevator-Fire Headquaders DRA Distribution Intersection Pre-emption General Fund Training Center Fire Simulator General Fd/DRA 53,900 124,000 208,500 - - - 50,000 365,000 $ 399,620 $ $ 716,820 4 5,860 6 62,000 7 75,000 8 $ 13,600 9 $ 2,400 10 $ 17,500 11 $ 402,000 12 $ 28,000 13 $ 14,000 14 $ 348,000 15 $ 100,000 16 $ 365,000 17 CITY OF DUBUQUE FIRE DEPARTMENT FIRE DEPARTMENT ADMINISTRATION Division I 1 Fire Chief E. Dan Brown I Fire Pr!,vention Bureau Fire Suppression/Ambulance 1 Asst. Chief/Fire Marshal Scott Neyens [ I Asst. Fire Marshal Division~ III Division Il I Asst. Fire Chief John Hutchcrofi 1 Fire Equipment Operator 1 Asst. Fire Chief Richard Ruden 1 Fire Equipment Operator 1 Asst. Fire Chief David Schuster 1 Fire Equipment Operator Engine Company #501 1 Fire Lieutenant 1 Fire Equipment Operator 3 Fire Fighters Engine Company #501 1 Fire Lieutenant 1 Fire Equipment Operator 3 Fire Fighters Engine Company #501 1 Fire Captain 1 Fire Equipment Operator 3 Fire Fighters Engine Company #502 1 Fire Captain I Fire Equipment Operator 1 Fire Fighter Engine Company #502 1 Fire Lieutenant 1 Fire Equipment Operator I Fire Fighter Engine Company #502 1 Fire Lieutenant I Fire Equipment Operator 1 Fire Fighter Engine Company #503 I Fire Lieutenant 1 Fire Equipment Operator 1 Fire Fighter Engine Company #503 1 Fire Captain 1 Fire Equipment Operator 1 Fire Fighter Engine Company #503 1 Fire Lieutenant 1 Fire Equipment Operator 1 Fire Fighter Engine Company #505 1 Fire Lieutenant 1 Fire Equipment Operator Engine Company #506 1 Fire Lieutenant 1 Fire Equipment Operator Truck Company #511 I Fire Captain 1 Fire Equipment Operator 2 Fire Fighters Truck Company #512 I Fire Lieutenant 1 Fire Equipment Operator 1 Fire Fighter Ambulance 4 Medical Officers Engine Company #505 1 Fire Captain 1 Fire Equipment Operator Engine Company #506 t Fire Captain 1 Fire Equipment Operator Ladder Company #511 1 Fire Lieutenant I Fire Equipment Operator 2 Fire Fighters Ladder Company #512 1 Fire Lieutenant 1 Fire Equipment Operator 1 Fire Fighter Ambulance 4 Medical Officers Engine Company #505 1 Fire Lieutenant 1 Fire Equipment Operator Engine Company #506 1 Fire Lieutenant 1 Fire Equipment Operator Ladder Company #511 1 Fire Lieutenant 1 Fire Equipment Operator 2 Fire Fighters Ladder Company #512 1 Fire Captain 1 Fire Equipment Operator I Fire Fighter Ambulance 4 Medical Officers 1 Secretary Fire draining 1 Asst. Fire Chief Rick Steines Ambulance Supervisor 1 Fire EMS Supervisor Location of Fire Companies Engine Company #501 Fire Headquarters 11 West 9th Street Engine Company #502 2180 John F. Kennedy Road Engine Company #503 3155 Central Avenue Engine Company #505 689 So. Grandview Avenue Engine #506 1500 Rhomberg Avenue Ladder Company #511 Fire Head~ ~u~t~ ers 11 West 9 Street Ladder Company #512 1697 University Avenue Ambulance-Medic #552 1697 University Avenue Ambulance-Medic #551 Fire Headquarters 11 West 9th Street 89 Uniformed Positions 1 Civilian Position -39- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Fire Administration GOAL Maximize efficiency in the organization and operation of the Dubuque Fire Department.. DESCRIPTION The Fire Administration Activity is responsible for developi'ng long and short-range goals for fire service, setting policies and supervising twenty-four hour a day fire operations and conducting all other administrative duties of the Fire Department. The Fire Department currently consists of four activities including Fire Suppression, Fire Prevention, Training and Ambulance Operations. This Activity is located on the first floor of Fire Department Headquarters, 11 West Ninth Street and is staffed by the Fire Chief and a Secretary. SERVICE OBJECTIVES To maximize the utilization of available fire safety resources by planning, supervising' and directing the operations and activities of the Fire Department. To maintain the present level of administrative support service by: a) Providing prompt, completed staff work to the City Manager; b) Administering the collective bargaining agreement; c) Implementing work plans which provide the most efficient method of service the public; d) Investigating and responding to citizen complaints/requests within twenty-four hours of receipt; and e) Performing the administrative function and performance evaluation of the four activities of the Fire Department. To keep all Fire Department activities within budgeted amounts by monitoring all purchases and pre-spending analysis of major expenditures. To administer the benefits of Chapter 410, Code of Iowa, related to the pension system by projecting and budgeting sufficient funds. To administer Chapter 411 requirements related to disability retiree medical (drug and doctor) expenses. To insure the proper reception and dispatch of emergency calls by participating in the Public Safety Communications Center Committee. Fire Administration -40- To assist the Emergency Management Office in severe weather operations by participating in emergency plan updates and staffing the operating center during severe weather and other emergency situations. To provide telephone coverage and clerical services to the Fire Chief and Fire Prevention Activity with a full time secretary. BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay TOTAL BUDGET Funding Summary General Fund Revenue Genemted Fy 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 2.00 2.00 2.00 2.00 $180,025 10,964 10,000 $200,989 $200,989 $ 927 $205,979 $200,798 $205,103 28,987 14,166 24,906 5,000 $2341966 $214,962 $235,009 $234,966 $214,962 $235,009 $ 1,117 $ 1,750 $ 750 Fire Administration -41- PROGRAM: Protective Services DEPARTMENT/DIVISION: Fire ACTIVITY: Fire Suppression/Emergency Service GOAL Protect the public from the dangers of fire by attempting to control them at their points of origin while keeping fire and water damage at a minimum. To respond to a broad range of requests from citizens in emergencies when immediate help is not otherwise available. To maintain fire stations, apparatus and equipment in first class condition at all times. DESCRIPTION This Activity provides responsibility for the protection of life and property from fire, the handling of emergencies involving hazardous materials, natural and manmade disasters, as well as semi- emergency situations where time is a critical element in protecting the health and/or safety of the citizen. It also provides for complete maintenance, materials, supplies and repairs necessary for the operation of 6 fire stations and 18 vehicles staffed by 3 Assistant Chiefs, 7 Captains, 14 Lieutenants, 24 Fire Equipment Operators and 24 Firefighters. SERVICE OBJECTIVES To maintain an average response time of three to six minutes by continuing current dispatch and operating procedures and providing five engine companies, two truck companies, two ambulances and one command vehicle operating from six locations (Fire Headquarters, 11 West 9th Street; Fire Station #2, 2180 John F. Kennedy Road; Fire Station #3, 3155 Central, Fire Station #-4, 1697 University Avenue; Fire Station #5, 689 South Grandview and Fire Station #6, 1500 Rhomberg Avenue). To act as first responders (providing medical aid) to approximately 3,000 emergency medical calls and accidents. To continue to maintain the quality of water and insure hydrants are operational in all areas of the city by flushing approximately 3,000 fire hydrants annually (1,885 hydrants in the system). This includes checking and greasing fire hydrants and doing minor repairs. To assure that rental dwelling units are safe, decent and sanitary by assisting the Housing Services Division in inspecting all rental units (7,468) on a five-year cycle for compliance with both the Housing and Fire Codes. To continue to monitor first company response time through wdtten records and 'periodic reviews and evaluation. To keep water damage to a minimum by proper application of extinguishing agents. Fire Fire Suppression/Emergency Service -42- 10. 11. 12. 1~3. t4. 15. 16. 17. To secure and restore fire buildings to the extent possible by picking up extinguishing agents, covering openings and picking up fire debris. To minimize damage from suspected incendiary fires by extinguishing the fire, careful salvage and overhaul, investigating for the cause, calling in a Police Department detective if arson is suspected and assisting in the subsequent investigation. To improve our ability to manage hazardous material releases in the city by: a) continuing in-house training in hazmat incident mitigation: b) acquiring and improving equipment for hazmat identification, information and containment; and c) maintaining a hazmat response Vehicle and for on-scene management and mitigation of incidents. To respond to calls for special rescue such as high angle, confined space, water/ice rescue and entrapment. To respond to a wide variety of requests for assistance from the pubtic such as checking for smoke, opening locked doors, removing water, etc. To assist other City departments on a time available basis when there is an area of City liability (pumping out sewer backups). To assist other City departments by providing expertise on specialized equipment (emergency lighting, flushing operations, etc.) To practice preventive maintenance rather than corrective maintenance whenever possible by: a) cleaning and inspecting all apparatus thoroughly in six fire stations as the first job assignment of the duty day; b) performing all routine housekeeping chores daily; c) reporting needed repairs or damage incurred to City property promptly to the Assistant Chief on duty; d) testing all fire hose annually and repairing or replacing any section found to be defective; e) testing all fire apparatus in accordance with accepted national standards (any apparatus that is unable to pass the test is checked as to the reason and necessary repairs made); and f) giving the six stations a thorough spring housecleaning each year including washing walls, scrubbing and waxing floors, etc. To maintain the condition of living quarters in the various fire stations by replacing worn out furniture and appliances. To maintain the skill level of Paramedics who have been promoted out of the ambulance service by rotating them periodically onto the ambulance and providing cer[ification pay $360 per year) for Paramedics who maintain their certification. To provide medical personnel at special events such as fireworks, Taste of Dubuque, etc Fire Fire Suppression/Emergency serVice 18. 19. 20. To give tours of fire stations so children have a better understanding of Fire Department operations. To provide ride time to individuals in EMT, EMT Paramedic programs and other programs authorized by the Chief. Assist the training division in apparatus certification and outside department training. 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 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 71.00 72.00 72.00 72.00 $4,198,191 $4,374,337 $4,491,452 $4,965,568 223,197 209,389 228,488 265,954 48,121 62,700 48,300 65,120 $4,469,509 $4,646,426 $4,768,240 $5,296,642 $4,469,509 $4,646,426 $4,768,240 $5,296,642 $ 12,915 $ 8,000 $ 158,000 PERFORMANCE MEASURES Number of fire calls by type Structure fire Outside structure fire Vehicle fire Trees, brush, grass fire Refuse fire Other Number of rescue calls by type Emergency calls Non emergency calls Extrication Ambulance Assist Number of special call by type Hazardous condition standby Spill, leak with no ignition Excessive heat Power line down FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 90 91 95 95 95 10 14 10 10 10 50 51 45 45 50 45 39 3O 3O 40 30 45 3O 3O 40 5 13 5 5 10 1200 2550 3300 3300 3300 900 350 350 350 375 30 28 35 35 30 800 875 875 875 900 20 15 30 30 20 120 71 125 125 100 5 4 5 5 5 25 28 30 30 30 Fire Fire Suppression/Emergency Service -44- PERFORMANCE MEASURES Arcing/shorted elec. equipment Hazardous condition standby not classified Lockout Water evacuation Smoke, odor removal Unauthorized burning Smoke scares Controlled burning Good intent call not classified above Number of false calls by type Malicious/mischievous false System malfunction Unintentional/false alarm Average response time of all companies responding on fire alarm - minutes Average time of first company to fire scene-minutes Number of buildings spdnklered (partially or completely) Percentage of population reachable within five minutes FY 2001 FY 2002 FY 2003 FY 21303 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 50 54 45 45 50 20 30 40 40 35 10 5 5 5 5 10 144 10 10 10 10 17 20 20 20 15 19 10 10 10 75 74 75 75 75 3 3 2 2 2 30 49 120 120 40 15 14 15 15 15 130 95 150 150 150 40 96 5O 50 100 3-6 3-6 3-6 3-6 3-6 2-4 2-4 2-4 2.-4 2.-4 164 299 200 200 325 98 98 98 98 98 Fire Fire Suppression/Emergency Service -45- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Fire Fire Prevention GOAL Eliminate all fire and safety hazards in residential, industrial and commercial buildings while, at the same time, firefighters and inspectors are familiarizing themselves with these buildings. To promote fire safety through public education and facilitate inspection of rental housings units. DESCRIPTION This activity is charged with the enforcement of codes and ordinances that deal directly or indirectly with fire safety. The National Commission on Fire Prevention and Control in their report to the President stated, "The Commission recommends that local governments make fire prevention at least equal to suppression in the planning of Fire Department priorities." Commercial and industrial inspections are designed for code enforcement, to promote good fire safety rules and to point out to business owners those hazards that are mainly responsible for fires in these occupancies, Fire safety through education encompasses a number of related activities that range from tours of the fire stations to formal programs in the schools, churches, social and civic groups of all ages. Fire investigations are ped'ormed to determine most probable cause and origin when requested. This activity is staffed by a Fire Marshal and Assistant Fire Marshal and is located at Fire Department Headquarters, 11 West 9th Street. SERVICE OBJECTIVES To reduce or at least become aware of hazardous conditions by: a) inspecting high life hazard areas such as schools, churches, hospitals and nursing home at lease once a year; b) inspecting majodty of commercial establishments yearly and industrial occupancies at least once every two years; and c) providing consulting service in the areas of fire safety, fire prevention and interpretation of codes and ordinances. To develop the expertise of Fire Prevention activity members in the field of public education, fire prevention and investigation by attendance at schools and conferences. To assure built-in protection in buildings by enforcement of the Fire Code to reduce the possibility of a major fire that woutd overwhelm the fire suppression force of the Fire Department. To actively promote fire safety as a means of reducing home fire by: a) making personal contacts and public service announcements; and b) conducting as many programs on "Fire Safety in the Home" as possible. Fire Fire Prevention -46- To actively promote installation of approved fire detectors and fire extinguishers in the home by providing assistant and answering citizen request. To teach fire prevention and other subjects relating to health and safety by: a) continuing to respond to requests, subject to availability of manpower, for b) c) d) e) f) instruction in fire safety and other related subjects; fulfilling requests for speakers and/or programs in all fields of fire safety; presenting programs in all schools in the city at least once every three years; using local media (television, radio and newspaper) to inform public of fire safety; expanding our video library to cover a wider range of specialized information; and working with families and juvenile court services to reduce fires set by children through our juvenile fire setter program. To attempt to remain current on the state of the art of fire investigation by attending conferences and seminars and to reduce incidents of arson by working closely with the Police Department and investigate criminal activity involving fires. To enable Fire Department personnel to assist in multiple family housing inspections by: a) assisting Housing Inspectors in conducting a training program; b) serving as liaison between Housing Services Department and the Fire Department; c) maintaining records on inspection~ and sorting/preparing inspection forms; and d) directing the notification of property owners by mail of inspection appointments. To promote school safety by working with schools to develop response plans to domestic terrorism. BUDGET SUMMARY Personnel Summary Full-Time Equivalent 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 2.00 2.00 $148,512 $151,337 13,293 11,847 6,565 $155,240 $163,184 $155,240 $163,184 $ 2,460 $ 2,310 FY 2004 RECOM'D 2.00 $166,171 12,429 $178,600 $178,600 '$ 2,465 Fire Fire Prevention -47- FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Number of Commercial inspections 405 422 450 450 425 Hours (Company spent on commercial inspections 500 535 500 500 525 Number of code violation investigations 85 97 85 85 85 Number of blueprints reviewed (Code compliance) 125 131 125 125 125 Number of public education events 175 192 200 200 200 Number of people in attendance at events 7500 7500 7500 Staff hours spent on public Education events 893 800 Number of initial rental inspections 111 125 Number of rental re- inspections 54 50 Rental violations issued 419 400 Rental violations satisfied 285 400 *These changes in categories are due to new software tracking capabilities. Fire Fire Prevention -48- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Fire Training GOAL Provide education and skills maintenance to meet the expanding challenges of the Fire Department mission, to manage the hazardous materials response and hydrant flushing activities, and to fill the role of Department Safety Officer. DESCRIPTION This activity is responsible for planning, coordination, delivery and evaluation of all aspects of Fire Department training. Education programs include firefighting tactics and strategy, apparatus and equipment use, fire prevention education, hazmat response, rescue operations and delivery of specialized services. This activity also assists with personnel matters, entrance testing and coordinates the department safety committee. This activity is responsible for keeping all records involving the above mentioned activities as well as evaluating the program's effectiveness. An Assistant Chief/Training Officer staffs this activity. SERVICE OBJECTIVES 1. To develop a system to identify training needs. To provide training to ensure certification of personnel in the following areas: Emergency Medical Services (First Responder, EMT-B, EMT-1, EMT-P as appropriate), Firefighter II, Fire Officer I, Hazardous Materials Technicians, Confined Space Entry and Self-Contained Breathing Apparatus. 3. To develop, coordinate and support the Field Training Officer Program for new recruits. To provide annual fire pump service tests to ensure effectiveness of department apparatus. 5. To develop standard operating procedures for hazardous materials. 6. To research necessary equipment for the HazMat Team. To provide for training in specialized rescue functions, inctud!ng watedice rescue, high angle rope rescue and vehicle extrication. To select members to attend advanced or specialized training using criteria designed to provide maximum benefit to the department. 8. To institute and develop training programs with other agencies. Fire -49- Training 9. To assist in preparing fire apparatus and equipment specifications. 10. To facilitate ground ladder testing in accordance with NFPA 1932 requirements. 11. To post educational opportunities from other sources. 12. To practice Incident Management System (IMS) use at multi-company training functions. 13. To maintain a departmental library including printed material and other media resources. 14. To maintain training records and skills inventory of all personnel. 15. To assist with development and maintenance of Confined Space Program for all city employees. 16. To train and monitor firefighters in testing and minor maintenance of the fire hydrant system. 17. To coordinate all activities of the HazMat Team. 18. To establish and maintain the department's Respiratory Protection Plan in accordance with QSHA regulations. 19. To serve as chair of the Fire Department Safety Committee. 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 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 1.00 1.00 1.00 1.00 $65,069 $69,609 $79,760 $91,106 12,005 16,459 13,198 18,426 4,000 $77,074 $86,068 $96,958 $109,532 $77,074 $86,068 $96,958 $109,532 $ 2,000 Fire -50- Training PERFORMANCE MEASURES Number of Training Classes held Total training Class Hours Total Man houm of Training Average Training Hours per Member Training Class Hours provided to other City/Private employees Staff hours of physical fitness Average physical fitness hours per members FY 2001 ACTUAL 2538 4738 16,265 183 4O 1761 20 FY 2002 ACTUAL 1410 2700 16,285 183 4O 2424 27 FY 2003 BUDGET 265O 5000 17,000 2OO 48 FY 2003 REVISED 265O 5000 17,000 2OO 48 2500 28 FY 2004 RECOM'D 1600 3000 17,000 190 4O 2500 28 Fire -51- Tmining PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Fire Ambulance Operations GOAL Reduce sudden death, disability, suffering and costs from medical emergencies and injuries by providing efficient and prompt advanced life support ambulance services provided by personnel trained and certified as paramedics. DESCRIPTION This service is staffed with a Medical Supervisor and twelve Medical Officers. The medical officers respond in teams of two to medical emergencies as well as fire and other emergency calls. Two advanced cardiac tife support ambulances are staffed at all times. A third ambulance is staffed with paramedics assigned to Ladder 511 at Fire Headquarters. When all are busy, we utilize the Asbury Fire Department EMS ambulance service to back us up. The City of Dubuque's Fire Department provides the City of Asbury with similar backup. SERVICE OBJECTIVES To respond to approximately 3300 emergency calls within two to four minutes by a Fire Company with trained First Responders and an advanced life support ambulance within three to five minutes, ninety percent of the time, by providing three advanced life support (ALS) ambulances and continuing a training program to provide paramedics for the ambulances, and fill-in for off-duty ambulance members. The third ambulance is staffed part-time with on-duty firefighters. To provide approximately 350 non-emergency transfer service calls with ALS capability from and between health care facilities, physician's offices, residential treatment facilities and private homes. To improve the survivability of cardiac arrest by providing defibrillation at the earliest possible moment. To maintain the skills of ambulance personnel and enable them to accumulate the continuing education hours necessary to retain their certification by continuing a comprehensive training program. To maintain a modern and efficient ambulance service by providing scheduled ambulance vehicle and bio-electronic equipment replacements in the Capital Improvement Program process. To provide on-scene standby service for major community events or large gatherings utilizing off-duty members on overtime. Fire Ambulance Operations -52- BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services Capitat Outlay TOTAL BUDGET Funding Summary General Fund Revenue Generated FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 13.00 13.00 13.00 $705,672 $571,588 $827,308 104,056 88,483 108,527 18,429 30 60,000 $828,157 $660,100 $995,835 $828,157 $620,915 $660,100 $995,835 $669,494 $650,500 13.00 $ 912,308 96,884 24,250 $1,033,442 $1,033,442 $ 768,000 PERFORMANCE MEASURES Response Time - minutes Miles Traveled Emergency Ambulance Calls Non Emergency Ambulance Fire & other emergency calls Total calls responded to: FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 3:6 3-6 3-6 3-6 3-6 23,618 20,354 24,000 24,000 24,000 2,671 2,317 2,650 2,625 2,625 346 403 350 375 375 378 441 400 400 400 3,395 3,161 3,400 3,400 3,400 Fire Ambulance Operations -53- PROGRAM- 1 - COMMUNITY PROTECTION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 13 - Fire Department FUND ACCOUNT ......... TITLE ......... FY 200] ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2004 RECOMMENDED 010 62010 OFFICE SUPPLIES 709 1,403 1,500 1,530 0]0 62030 POSTAGE AND SHIPPING 1,416 1,096 '1,299 1,403 0].0 62060 O/E MAINT CONTRACTS 1,072 1,118 1,200 1,300 010 62061 DP EQUIP. MAINT CONTRACTS 5,353 6,181 7,809 13,321 010 62090 PRINTING & BINDING 540 261 950 960 010 62110 COPYING/REPRODUCTION 841 998 1,000 1,000 010 62130 LEGAL NOTICES & ADS 10,715 10,000 010 62170 SUBSCRIPTIONS-BOOKS-~3~PS 735 1,123 1,400 700 010 62190 DUES & MEMBERSHIPS 705 685 800 800 010 62310 TRAVEL-CONFERENCES 633 1,324 2,400 2,400 0].0 62320 TRAVEL-CITY BUSINESS 280 500 500 010 62340 MILEAGE/LOCAL TRANSP 5,874 5,909 6,910 6,955 010 62360 EDUCATION & TRAINING 12,393 16,876 ].3,650 19,300 010 62411 UTILITY EXP-ELECTRICITY 21,818 22,621 22,363 26,014 010 62412 UTILITY EXP-GAS 31,485 ].3,538 31,012 15,542 010 62421 TELEPHONE 11,949 9,762 6,952 8,130 010 61010 FULL-TIME EMPLOYEES 3,629,659 3,786,017 4,079,778 4,3].0,614 010 61050 OVERTIME PAY 137,544 ]10,464 83,200 86,460 010 61070 HOLIDAY PAY 122,179 127,299 137,910 136,749 010 61091 SICK LEAVE PAYOFF 44,268 1,496 010 61092 VACATION PAYOFF 28,939 4,133 010 61310 IPERS 1,671 1,848 1,792 1,813 010 61320 SOCIAL SECURITY 30,184 34,177 33,717 36,956 010 61370 POI, ICE & FIRE RETIREMENT 632,854 659.799 711,709 906,122 010 61380 FIRE PENSIONS 6,487 6,669 7,000 010 61410 HEALTH INSURANCE 533.392 521.744 599,282 762,918 010 61430 WORKMENS' COMPENSATION 37 34 31 31 010 61450 LIFE INSURANCE 4,367 4~479 8,159 8,621 0]0 616].0 UNIFORM ALLOWANCE 82,834 44,911 46,200 47,250 010 61620 SAFETY EQUIPMENT 316 243 500 500 010 61650 EMPLOYEE PHYSICALS 2,344 2,502 3,500 3,500 010 6165] OTHER MEDICAL COSTS 6,356 10,395 15,375 15,682 010 61652 CIVIL SERVICE PHYSICALS 5,551 1,632 2,000 2,040 0].0 61653 POLICE/FIRE INJURIES 28,486 39,243 20,500 2].,000 TOTAL Wages and Benefits 5,297,469 5,357,085 5,750,653 6,340,256 PROGRAM - 1 - COMMUNITY PROTECTION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 13 - Fire Department FUND ACCOUNT ......... TITLE ......... FY 200] ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2004 RECOMMENDED 010 62431 PROPERTY MAINTENANCE 8,715 8,476 12,922 13,180 010 62433 CUSTODIAL SERVICES 1,050 1,102 1,000 1,020 010 62434 HVAC MAINTENANCE 1,050 2,154 1,050 1,075 010 62441 INSURANCE, PROPERTY 3,199 3,248 3,000 3,525 0].0 62442 BOILER INSURANCE 1,894 1,894 1,894 2,179 010 62443 GENERAL LIABILITY INS 25,454 23,453 23,200 63,129 010 62511 FUEL, MOTOR VEHICLE 19,641 18,263 21,014 19,542 010 62521 MOTOR VEHICLE MAINT. 89,972 91,355 112.417 93,643 010 62528 MOTOR VEH. MAINT. OUTSOUR 22,842 22,830 23,000 010 62611 MACH/EQUIP MAINTENANCE 2,223 2,170 3,152 3,220 010 62639 LIQUID CO2/O2 2,784 2,295 3,000 3,060 010 62663 SOFTWARE LICENSE EXP 1,155 1,286 760 1,170 010 6267]. MISC. OPERATING SUPPLIES 23,394 20,238 26,072 21,00]. [¢~ 010 62725 BILL COLLECTION SERVICES 64,571 55,914 67,000 60,000 ~ 010 62731 MISCELLANEOUS SERVICES 48 1,116 010 62761 PAY TO OTHER AGENCY 5,000 TOTAL Supplies and Services 363,516 354,671 376,226 418,599 010 71].16 COPIER MACHINE 5,000 010 71118 PROJECTOR/CAMERA 4,000 010 71123 SOFTWARE 2,908 010 71156 FURNITURE 12,256 8,730 3,000 12,600 010 71310 AUTO/JEEP REPLACEMENT 3,435 1,634 010 71312 VAN/PICKUP/WAG REPL 010 71415 SAWS 010 7].511 PUMPS 010 71611 MOWING EQUIPMENT TOTAL Machinery and Equipment AIR MASKS OTHER SAFETY EQUIPMENT CONFINED SPACE EQUIMENT BACKBOARDS PAGER/RADIO EQUIPMENT TEST EQUIPMENT, OTHER DEFIBRILLATOR 17,325 010 72110 010 72113 010 72114 010 72318 010 72410 010 72515 010 72610 26,218 37,856 3,431 4,435 5,546 30 7,4].0 1,78] 1,233 ].6,073 600 1,920 500 1,700 7,500 21,820 3,000 20,000 28,300 4,000 2,000 6,000 6,000 6,000 2,000 60,000 15,400 PROGRAM - I - COMMUNITY PROTECTION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 13 - Fire Department FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL FY 2002 ACTUAL 010 72611 HAZ.MAT.-RESP.GEAR 9,662 10,053 010 72612 RESUSITATION KITS 2,356 010 72613 HOSE 14,145 274 010 72614 LADDER 1,105 010 72817 BOAT TOTAL Machinery and Equipment 52,660 24,874 TOTAL DEP/DIV: Fire DeparnmenE 5,730,970 5,774,486 FY 2003 BUDGET FY 2004 RECOMMENDED 6,000 6,000 2,850 2,000 2,000 2,000 2,000 1,800 104.800 72,550 6,239~179 6,853,225 FUND - 010 GENERAL FUND PROGRAM--PROTECTIVE SERVICES CITY OF DUBUQUE RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT FIRE DEPARTMENT ACT. ACCT ......... TITLE ......... FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM. 13100 45311 SPECIALIZED SERVICES 215 50 1,000 250 250 13100 53302 MISCELLANEOUS REVENUE 712 1,067 750 500 500 13200 43404 HAZ MAT TRNG GRANT 2,000 13300 44720 AMBULANCE FEES 613,009 662,588 649,000 660,000 764,500 13300 44721 AMBULANCE FEES-DELINQUENT 3,618 2,905 13300 54201 REFUNDS 3,500 3,500 1,500 3,500 3,500 13300 54303 REIMBURSEMENTs -GENERAL 788 500 13400 43510 COUNTY SHARE 6,000 6,000 6,000 6,000 6,000 13400 45311 SPECIALIZED SERVICES 2,000 150,000 13400 54303 REIMBURSEMENTS -GENERAL 6,915 8,063 2,000 2,000 2,000 13700 42111 SERVICE STATION LICENSE 1,610 2,745 1,570 1,625 1,625 13700 42112 BULK PLANT LICENSES 740 740 740 740 740 ]3700 42116 PERM/T BLASTING 110 160 100 I00 TOTAL FIRE DEPARTMENT 637,217 688,319 664,560 676,715 929,215 CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 13 FIRE FD JC WP-GR JOB CLASS '61010 Full Time Employee Expense 010 7125 GE-44 010 7025 GE-60 010 7000 GE-38 010 7050 GE-38 010 6975 GE~35 010 6915 GE-34 010 0225 GE-24 010 6910 F-07 010 6900 F-05 010 6750 F-04 010 6650 F-03 010 6625 F-02 010 6300 F-01 TOTAL FIRE CHIEF ASSISTANT FIRE CHIEF ASST FIRE CHIEF-FIRE MARSHALL ASST FIRE CHIEF-TRAINING (80) EMS SUPERVISOR ASST FIRE MARSHALL SECRETARY FIRE CAPTAIN (80 HRS) FIRE CAPTAIN (112 HRS) FIRE LIEUTENANT (112 HRS) AMBULANCE MEDICAL OFFICER FIRE EQUIPMENT OPERATOR FIREFIGHTER FULL TIME EMPLOYEES TOTAL FIRE DEPT. FY 2002 FY 2003 FY 2004 FTE BUDGET FTE BUDGET FTE BUDGET 1.00 3.00 1.00 1.00 1.00 1.00 1.00 7.00 14.00 12.00 24.00 24.00 90.00 90.00 80,105 1.00 91,252 1.00 93,890 183,498 3.00 201,751 3.00 207,618 60,351 1.00 66,176 1.00 68,091 53,648 1.00 62,067 1.00 68,023 52,493 1.00 57,232 1.00 58,747 1.00 49,762 1.00 54,012 29,936 1.00 31,167 1.00 31,522 44,556 318,833 7.00 337,682 7.00 356,186 606,881 14.00 645,051 14.00 679,865 500,801 12.00 532,491 12.00 562,592 979,077 24.00 1,039,005 24.00 1,105,045 924931 24.00 966,142 24.00 1,025~023 3,837,t10 90.00 4,079,778 3,837,110 90.00 4,079,778 90.00 90.00 4,310,614 4,310,614 Police PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Protective Services Police Department Klm B. Wadding, Police Chief HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: The City of Dubuque continues to be a safe community. The 2001 Uniform Crime Report (UCR) reports a national rate of violent crime of 504.4 per 100,000 residents; this figure marked a 0.4- percent decrease from the 2000 rate. Iowa statistics show a rate of 269.1 violent crimes per 100,000 residents, up from 266.4 (+1%). The rate for the City of Dubuque shows a decrease of 13% percent in the violent crime rate. Crimes included in the violent cdme rate'include murder, rape, robbery, and aggravated assault. Maior Cases Between 08/13/01 and 10/14/01 Dubuque Police and Dubuque Fire Department responded to nine actual and attempted arsons in the north end area of the city. Through the combined efforts of both departments, arrests were made of four white males, two juveniles and two adults. Of those arrested, two were charged with two counts of arson in the second degree and two were charged with four counts of second-degree arson. On 11/13/01 officers responded to the Grandview and Delhi branch of the Dubuque Bank & Trust to investigate an armed robbery. Dudng the investigation it was determined two persons were involved in the robbery. As a result, a 17-year old white male was arrested for 2nd degree robbery in addition to a 23-year old white female for aiding and abetting in the robbery by providing transportation :[o and from the robbery scone. The 17-year old white male later pleads to 1st degree theft and carrying a concealed weapon. The 23-year old white female pleads to 1st degree theft from a person. Dudng the evening of 12/12/01 officers responded to the 1400 block of Central to investigate a reported shooting. Upon ardval officers found two male subjects dead on the sidewalk suffedng from gun shot wounds. The investigation determined the incident a murder/suicide stemming from a domestic situation. Killed dudng the incident was a 21-year old white male by a 20-year old white male, both from Dubuque. Dudng the early morning hours of 04/13/02 officers were sent to 1005 Bluff #3 to investigate an unresponsive male. The victim, a 37-year old white male, was found to be suffering from head and body trauma and was transported by ambulance to the hospital. The victim died a short time later from the injuries. The investigation determined the victim suffered injuries while involved in a fight earlier in the morning. A 20-year old white male was arrested, charged with 1~t degree murder and is currently awaiting trial. Drug Task Force During FY02, the Dubuque County Drug Task Force filed 142 narcotic violations involving 87 persons. Illegal drugs seized include 1,024.73 grams of crack cocaine, 662.81 grams of powder -60- cocaine, 204.42 grams methamphetamine and 2,983.99 grams or 106.57 pounds of marijuana. The Drug Task Force responded to eight active methamphetamine drug ~abs and 30 methamphetamine dump sites. Additionally, the Drug Task Force conducted numerous educational talks to community and business members regarding the illegal drug trade and the signs of possible methamphetamine manufacturing. Accreditation The Dubuque Police Department is an accredited law enforcement agency. On July 28, 2001 the department received its second reaccredidation from the Commission on Accreditation For Law Enforcement Agencies. Accreditation is a voluntary program and represents the department's ongoing commitment to continue the quest for professional excellence by meeting and exceeding the mandatory standards for professional Jaw enforcement Work Schedule Study During the fail of 2001 a work group, consisting of police management and union worked cooperatively to review and assess our current patrol schedule. As a result of these conversations and reseamh, a new 10-hour patrol schedule was proposed for implementation. The new schedule consists of a 40-hour workweek (four 10-hour days, three days off) compared to an eight-hour, five-day workweek. The extension of the workday allows for the overlap of officers during higher calls for service and critical periods of the day. The new schedule was launched on October 8, 2002 and is currently under a six-month review process to measure efficiency and effectiveness. Community Oriented Policing Community oriented policing has become a mainstay to police operations. By having Community Policing Officers available to patrol services, their efforts enhance patrol and investigation operations to address ongoing concerns creating consistent methods of communication for effective and efficient police response. Currently, the department has four officers dedicated to Community Policing meeting regularly with neighborhood groups. The Community Policing Officers coordinate the city's internal working group consisting of other departments to comprehensively address citizen and neighborhood concerns. Issues addressed by the internal working group have included vicious dogs, trash and garbage, nuisance violations, festival planning and others, all focused toward maintaining and improving the quaJity of life for the citizens of Dubuque. Rapid Deployment Initiative Rapid Deployment is a new response tactic used by street officers as they arrive at the scene of an active shooter. Rapid Deployment allows officers to immediately engage the active shooter to prevent further ongoing violence and injury. Rapid Deployment is typically employed at schools, businesses, industry, and other large structures containing long hallways and corridors, occupied by large numbers of potential victims. The initial Rapid Deployment team consists of four officers who advance toward the active shooter in a specialized formation. The Rapid DeploYment initiative continues to work closely with the Dubuque Community School District, Holy Family Catholic Schools and Western Dubuque School Distdct through the Dubuque Sheriff's Office to ensure rapid response and quick identification of locations and suspicious activity. Ongoing training for the police department and school personnel has been developed and distributed. -61- Community Action Academy As part of a community-wide effort to strengthen and celebrate diversity through the creation and development of new welcoming capabilities, a new grassroots organization, Dubuque's Everyone's Neighborhood, was initiated in January 2001. Dubuque's Everyone's Neighborhood brings together a community coalition of business, industry, city, school, and civic groups to develop and nurture ways to enhance the quality of life in the community. One result was the formation of the Community Action Academy chaired by the Police Chief. The Community Action Academy provides a 9-week program for newcomers to the community to learn first-hand and hands-on what the community has to offer and highlights the community's rich heritage. From its inception, the Community Action Academy has held one 10-week and two 9-week sessions with the last graduating October 24, 2002 with 23 members for a total of 59. Citizen Police Academy The sixth session of the Citizen Police Academy was held February 6, 2002 through May 1, 2002, with 25 participants. The Citizen Police Academy has now graduated 171 community members from the program. The seventh Academy class is currently being planned for 2003. Through the class sessions, participants interact with various officers and experience how a police officer is trained and performs their function. Many graduates have continued their involvement with the department by joining the Dubuque Police Auxiliary. School Resource Officers Through the U.S. Department of Justice COPS program, the department in partnership with the Dubuque Community Schools funds two School Resource Officers to work daily with the Dubuque Community School District. With the addition of these two officers, the department has three full-time officers dedicated to K-12 education in the school district. The addition of these officers continues to strengthen our school presence creating a safer and more secure learning environment for our youth. Traffic Safety Our efforts to provide an effective traffic safety programming were enhanced through the Governor's Traffic Safety Bureau when a traffic safety grant was awarded funding one full-time traffic safety officer. This effort helped to expand our traffic safety focus on prevention, intervention and enforcement activities. Additionally, we continue to partner with other health care providers to establish a monthly child safety seat inspection station to educate and provide correct child safety seats to motorists. Currently, our efforts have helped to achieve an 85%+ seat belt compliance rate. Additionally, our traffic safety effort expanded through the use of a new Speed Monitor Trailer. The Speed Monitor increased traffic safety visibility and heightened motorist awareness. With the ability to record speed data related to time of day, vehicles per hour, and average speeds, the Speed Monitor has proven to be an excellent statistical resource in providing educational and selective enforcement initiatives. Mental Health Initiative The police department has partnered with a number of helping agencies to focus attention and action toward the development of a jail diversion program to assist those suffering from mental illness. Core members include: The Dubuque Shedff's Office, Iowa Department of Corrections, Dubuque County Mental Health Association, Gannon Center, Substance Abuse Services Center, Mercy Hospital, Dubuque Public Defender's Office, Dubuque County Court Services, -62- Dubuque County, Dubuque County Board of Supervisors, and Loras College. As a result, a Substance Abuse and Mental Health Services Administration grant was awarded to Dubuque County totaling $899,889 (with $299,963 awarded eachr year). The grant, only one of ten awarded in the country, provides for the development of a jail diversion program in the county and city. The program provides alternatives to incarceration for persons with substance abuse and mental health disorders. The program is specialized and will implement trained mental health intervention teams to remove non-violent mentally ill persons from the criminal justice system and direct them to a community setting for treatment. Canine Through the efforts of the Dubuque County Drug Task Force Contrel Group and the City of Dubuque, our canine unit continues to be a valuable tool for the detection and apprehension of criminal suspects. Trained in tracking, narcotic detection and building searches, the canine unit provides a vital resource to locate lost or missing persons, combat illegal drug trafficking and provide additional safety measures for street officers Threat Assessment Team The events of September 11, 2001 are a national tragedy. The events of that day tested local response and the ability to create an atmosphere of safety and awareness for our citizens. The department continues to work in unison with other city departments and private, business, and corporate partners to ensure appropriate steps were taken to address safety concerns. Through the establishment of a local Threat Assessment Team, we have conducted quarterly stakeholders meetings to share information and training to better equip our efforts to respond to critical incidences. One recent illustration was a three-day Public Works training conducted in August 2002 at Five Flags with invitees from city, private, and government entities. The training provided up-to-date information regarding threat assessment and practical exercises to enhance our community response to critical incidences. These ongoing meetings increase formal and informal communication networks while building rapport and critical partnerships. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: The department continues to prepare for the expansion of the Dubuque Law Enforcement Center allowing for additional space for police patrol and investigation operations. The expansion is to be completed by early spring 2003. The department continues to conduct periodic compliance checks of licensed establishments selling tobacco and alcohol This is a combined effort involving agencies on the state and local level. With the events of September 11, 2001, the department remains committed to the innovation and assessment of resources to meet the new Challenges of homeland defense and ensure alt prudent safety measures are evaluated and enhanced. The department along with other helping agencies continues to move forward with the development of a mental health initiative. The initiative strengthens intervention skills for officers when handling individuals suffedng from mental illness. -63- POLICE DEPARTMENT Budget Highlights Employee Expense Supplies and Services Machinery and Equipment Total Operating Revenue FY 2003 FY 2004 Dollar Adopted Recommended Chanqe $ 6,527,306 $ 7,228,640 $ 701,334 723,632 787,188 63,556 271.049 266.948 !4,101) $ 7,521,987 $ 8,282,776 $ 760,789 $ 831,429 $ 907,247 $ 75,818 Property Tax Support Percentlncrease (Decrease) $ 6,690,558 $ 7,375,529 $ 684,971 10.2% * FY 2004 reflects an increase in Fire and Police Retirement expense from 17% to 20.48% Decision Package Summary I of 10 This decision package adds six cell phones to allow every marked patrOl car access to a cell phone: This capability allows officers quick access to communicate with anyone without having to use dispatch, increasing officer performance and community contact. The seventh cell phone is for use by Support Services personnel to be shared among Crime Prevention, Training, and DARE officers. Related Cost: $1,340 Tax Funds - Non-Recurring Property Tax Impact: +$.0009/+.01% Activity: Patrol Recommended 2of10 This decision package provides six portable radios to begin building up the inventory of radios to eventually have enough radios to assign one to each officer. By adding six additional radios per year, each officer will have their own radio by 2010. Related Cost: $17,580 Tax Funds - Recurring Property Tax Impact: +$.0112/+.11% Activity: Patrol Not Recommended 3 of 10 This decision package provides a large format, color printer for printing maps used during tactical responses, critical incidents, drug enforcement and directed patrol. This will also allow effective use of GIS capabilities at night and on weekends or holidays. Related Cost: $3,000 Tax Funds - Non-Recurring Property Tax Impact: +.0020/+.02% Activity: Patrol Not Recommended -64- 4 of 10 This decision package provides for an additional Lieutenant position to provide supervision of the off-site NarcoticsNice unit. This will also provide suppor~ to the Criminal Investigation Unit command staff during times they are absent from duty. Related Cost: $88,107 Tax Funds ~ Recurring Property Tax Impact: +$.0560/+.55% Activity: CID Not Recommended 6 of 10 This decision package provides for two additional Narcotics Investigators to supplement the staffing of the Dubuque Drug Task Force (DDTF). Staffing of the DDTF is not large enough to effectively combat major and small time narcotics distributors. The additional investigators would be assigned to second shift and would expand the narcotics violation investigations. Related Cast: $126,147 Tax Funds - Recurring Not Recommended Property Tax Impact: +$.0815/+.80% Activity: CID 6 of 10 This decision package provides for training of a second polygraph examiner and offers an additional opportunity for line officer development and career enhancement. One officer, who was trained as a polygraph examiner, was promoted and there is a need to train a second officer. Because polygraph examinations occur many times at the convenience of the other parties, rescheduling of shift hours for the Lieutenant remains necessary and adds to shift supervision distractions and scheduling concerns. This will allow the department to double the current level of examinations by up to 100 while reducing the reliance on the shift Lieutenant. Related Cost: $10,200 Tax Funds- Non-Recurring Property Tax Impact: +$.0065/+.07% Activity: CID Not Recommended 7 of 10 This decision package adds a Civilian Staff Specialist position to Staff Services to relieve several sworn officers of routine duties that can be performed by a civilian, and would supplement other civilian positions already in place in the department. The duties which are currently performed by sworn officers and that would become the responsibility of the new position include: researching and reviewing potential grant programs and writing grant applications; assisting with grant administration; inventory control; order supplies and regular inventory of report forms, citations, batteries; etc; track repair and maintenance of equipment; perform and/or coordinate traffic surveys; and track and repor~ personnel on and off-duty time. Related Cost: $40,024 Tax Funds - Recurring Not Recommended Property Tax Impact: +$.0255/+.25% Activity: Staff Services -65- 8 of 10 This decision package provides a digital camera for patrol use to enable the transfer of wireless copies immediately and enhance capability for one-on-one victim/witness identification, suspect identification and information sharing. Related Cost: $500 Tax Funds - Non-Recurring Property Tax Impact: +$.0004/+.01% Activity: Patrol Not Recommended 9 oflO This decision package provides computer user training in Word, Excel, Access and Internet Explorer and Outlook. Related Cost: $5,625 Tax Funds - Non-Recurring Property Tax Impact: +$.0036/+.04% Activity: Staff Services Not Recommended 10 of 10 This decision package provides for development of a site on the Airport property for use as a firearms range and training facility. The costs include a dirt berm, lighting, concrete shooting lanes and a training safety tower. Related Cost: $2,510 Tax Funds - Non-Recurring Property Tax Impact: +$,0016/+.02% Activity: Training Not Recommended Significant Line Items The personnel complement reflects no change from the Fiscal Year 2003 adopted budget. Accreditation expense is reflected in Miscellaneous Services ($11,500) and Education and Training ($4,000). Education and Training also includes $3,500 for attending the Emergi-Tech users conference. This is the software package used by Police, Sheriff and the Jail, and the Emergency Communication Center. Property Maintenance has been increased from $67,000 to $80,205 based on actual Fiscal Year 2003 YTD plus 15% adjustment for the additional space associated with the DLEC expansion project. Software License expense has been increased from $15;570 to $44,453 to cover the Police pro-rata share of the new Emergi-Tech software. Programming expense of $75,141 covers a Programmer/Analyst and fringe benefit expense recharged from Information Services and $9,600 for an intern. -66- Equipment replacement items at the maintenance level include: · dictation transcription equipment ($15,500), · desk and chairs for the new office space ($5,000), · files ($2,090), · replacement of 9 vehicles ($183,900), · visibar lights for 9 vehicles ($13,734) · lighting equipment ($2,350), · rifle ($1,700) and pistols ($592), · radar speed detectors ($5,195), · 18 body armor ($13,392), · 2 shotguns ($800), · breath analyzer ($465) · 2 radios ($5,860), · gas masks ($8,640), · bar code scanners ($2,850), · 35 mm camera kits ($1,600) and · other police equipment ($3,280). Changes in revenue include: Reimbursements from $28,978 to $30,808 for the County share of computer person and intern; County Share from $15,620 to $16,704 for 40% County share of Clerk Typist position; Narcotics Grant from $91,520 to $72,043 covering the cost of a second Resource Officer, reimbursed from grant funds and the school district; Reimbursements in Records and ID went from $24,375 to $22,227 to cover the County Sheriff's share of maintenance costs on equipment used exclusively by the Sheriff's Department; Federal Aid Law Enforcement continued for $11,000 based on the past year's experience at $50 per compliance check and an estimated 220 checks; Iowa District Court Fines up from $180,000 to $200,000 as a result of additional officers and increased investigation of accidents; Racing Association reimbursement of overtime expense increased from $215,395 to $237,714 based on new contract rates set by DRA; State Grant reduction from $33,401 to $8,273 reflects Governor Traffic Safety Bureau grant agreement, which is in the third and final year of the agreement. The City picks up 100% of the cost of one officer to work traffic and alcohol enforcement beginning in October, 2003; and Private Participation in Staff Services includes $8,000 from Schools, $16,000 Sheriff, and $6,000 pdvate participation for the DARE program -67- Transportation Secudty Administration revenue of $96,178 has been added to cover overtime expense associated with increased Airport secudty by police officers Other Medical Expense for retiree costs has been reduced from $30,000 to $17,000 based on past experience. Motor Vehicle Maintenance-Outsourced expense has been broken out separately from City Garage charges. -68- City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 Police Mobile Data Computers DRA Distribution $ - $ 154,000 $ - $ - $ Dubuque Police Firearms Range General Fund $ ~ $ 27,500 $ - $ - $ TOTAL 154,000 27,500 PAGe- 1 2 DUBUQUE POLICE DEPARTMENT ORGANIZATIONAL CHART Chief of Police Kim Wadding Patrol Shift I Captain Tom Callahan Lieutenants Kevin McTague Bob Prine 1 Corporal Officers COP Unit 1 Corporal 3 Officers Assistant Chief of Police Vacant Patrol Shift II Captain Tom Raschke Lieutenants Scott Crabill Tom Parker 1 Corporal Officers Patrol Shift III Captain Bill Davis Lieutenants Neil Weiss Jeff Pillard 2 Corporals Officers Patrol Swing Shift (not currently assigned) Stenographer Margaret Bies CID Captain Mike Sullivan Lieutenant Terry Tobin Secretary Dawn Dempsey Staff Bureau Captain Paula Gieseman 6 Corporals 6 Officers Lieutenant Dan Avenarius 3 Corporals 2 Officers Criminal Investigations Narcotics School Resource Officers Polygraph Available Research & Planning Technology Management Traffic & Parking Admin Training & Recruitment 1 Lead Applic-Netwk Admn 1 Law Enf Computer Op 2 Full-Time Clerks 2 Part-Time Clerics Accreditation Management Crime Prevention DARE Intelligence/Gang Task Force Property & Evidence Purchasing & Inventory I Records Management PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Police Administration GOAL Provide people in the city professional police service, which protects life and property of residents and visitors, enhances peace and livability within the community, and performs other necessary public services. DESCRIPTION This Activity provides for recruitment, selection, development, direction and allocation of the resources of the Police Department and accepts general responsibility of the department to provide professional police service to the City. This Activity is staffed by the Chief of Police, an Assistant Chief of Police and a Stenographer, and is located in the Law Enforcement Center at 770 Iowa Street. The County and City of Dubuque jointly own the facility and maintenance costs are shared. SERVICE OBJECTIVES To lead the department in accordance with the SPIRIT values and the values expressed in the Departmental Organizational Statement and to foster those values in department personnel by establishment and review of policies and by providing guidance. To delegate authority and responsibility to members of the department to best provide professional police service and to require accountability in exercising that authority and responsibility. To provide guidance to department supervisors and officers by: a) continuing development and review of wdtten policies and procedures; b) holding frequent meetings and consulting with supervisors; and c) keeping the organization structure clear so that employees are accountable to one supervisor at a given time and each organizational component is under the direct command of one supervisor. To participate in the Depar[ment Managers and Management Team meetings and to collaborate with other City officials to provide effective services. To develop a team attitude in members of the department by providing organizational development guidance to the senior management team of the Police Department and by reinforcing with all members of the department the advantages of a team approach in provision of service. Police Administration -71- 10. 11. 12. 13. 14. 15. To document continuing compliance with the standards of the Commission on Accreditation for Law Enforcement Agencies, Inc., thereby maintaining the status of a fully accredited law enforcement agency. To participate in organizations committed to professionalism in law enforcement such as the International Association of Chiefs of Police, the Iowa Police Executive Forum and the FBI National Academy Associates. To improve the quality of life within the realm of influence of the City of Dubuque by supporting and collaborating with: a) the Community Advisory Panel; b) neighborhood associations; c) advocate groups; and d) other community improvement efforts. To recruit, select and promote persons who will provide professional police service and to emphasize in these processes that we seek diversity of culture and gender among officers. To encourage innovation, input and initiative by department members for improving service delivery in their various activities and to empower them by use of employee involvement teams. To prepare and present to the City Manager a budget reflecting the needs and objectives of the department. To responsibly carry out the authority of the Chief of Police for fiscal management of the department by: a) involving commanders of the Criminal Investigation and Staff Services Activities as well as each patrol shift in budget preparation and administration; b) reviewing monthly expenditure and revenue reports; c) matching invoices to purchase orders and preparing documentation for payment of invoices; d) reviewing accounting of confidential funds on a periodic basis; and e) providing and supporting documentation or information on an annual basis to auditors performing the City audit. To provide effective use of operational personnel by: a) analyzing manpower utilization and workload requirements and assigning staffing to the shifts on a semi-annual basis; b) maintaining and updating special operational plans; c) reviewing the activities and performance of patrol operations; and d) reviewing and providing guidance to special operations' team usage. To be aware of developing problems in any area of the city and to assist shift supervisors in determining the appropriate response to those problems. To provide control over the operations of the Police Department when the Chief of Police is absent. Police Administration -72- 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. To provide personal and professional support to officers involved in traumatic occurrences in order to minimize adverse emotional and physical effects. To encourage use and participation in Cdtical Incident Stress Debriefings by employees involved in critical incidents. To provide a public information and community relations function by: a) assisting news personnel in covedng routine news stodes and at scenes of incidents; b) being available for on-call responses to news media; c) preparing and distributing news releases, arranging for and assisting at news conferences in cooperation with the City's Public Information Officer; d) coordinating and authorizing release of information about victims, witnesses and suspects; e) assisting in crisis situations; and f) coordinating and authorizing the release of information concerning confidential investigations and operations. To administer the Alarm Ordinance to minimize the number of false burglary and robbery alarms. To review and make appropriate recommendations on applications for liquor and gambling licenses. To review and administer claims for medical treatment of injuries incurred by Police Officers in the line of duty. To review applications for taxi operator and driver's licenses and make recommendations for City licensing. To budget for payment of police pensions and medical expense for persons retired under the old police pension law and to provide claims review for medical expenses which are City liabilities. To participate in the Public Safety Communications Center Committee and to assist in developing policies and procedures for the Communications Center. To collaborate with the Public Safety Communications Center Committee, the consultant, and E911 Board to operate and maintain the public safety communications trunking system. To support and maintain the chaplain program of the Police Department. To provide and administer an annual Citizen Police Academy and Community Action Academy. To maintain personnel and administrative records by purchasing two lateral files ($750). Police Administration -73- BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay TOTAL BUDGET Funding Summary General Fund FY 2001 ACTUAL 3.00 $293,082 130,258 1,644 $424,984 $424,984 FY 2002 FY 2003 ACTUAL BUDGET 3.00 3.00 $335,100 $368,046 112,794 110,614 $447,894 $478,860 $47,984 $478,860 FY2003 REVISED FY 2004 RECOM'D 3.00 $382.019 141,919 75O $524,688 $524,688 PERFORMANCE MEASURES Burglar Alarm Billings and Notices of Alarms Purchase Orders Processed FY 200t FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 1,535 1,326 1,500 1,500 1,500 1,146 1,177 1,000 1,000 1,200 Police Administration -74- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Police DARE Program GOAL Provide the DARE Program to students in our community in order to reduce and prevent substance abuse, violence and gang activity. DESCRIPTION This Activity provides drug abuse, violence and gang prevention education through the use of the formal, validated, DARE curriculums to fifth, sixth, and eighth grade students in the Dubuque Community School District and Dubuque Holy Family Schools in order to reduce violence and the abuse of alcohol, tobacco, marijuana, cocaine, LSD, methamphetamine, inhalants, and other illicit substances among these students. This Activity also provides information to parents; community members and school staff in regard to current trends in substance abuse; recognition and prevention; parenting skills and intervention techniques; and available resources in our community. This Activity is staffed by one Police Officer on a full-time basis and one Police Officer on a part- time basis. All assigned officers have received the special DARE Officers training required to teach the K-4 and 516 curriculums and certification to teach the Junior High curriculum. The full-time Officer is also appointed as a truancy officer by the Dubuque Community School District. SERVICE OBJECTIVES To present structured, validated, substance abuse resistance, violence prevention and gang prevention education to elementary and junior high school students in the Dubuque Community School District and the Dubuque Holy Family Schools through continuation of the DARE (Drug Abuse Resistance Education) program. These services are performed by the specially trained DARE Officers: a) teaching the 17 week DARE core curriculum to approximately 950 fifth or sixth grade students in approximately 34 classrooms at 14 elementary schools in the City of Dubuque; and b) teaching the 11 lesson DARE junior high curriculum to approximately 400 eighth grade students in approximately 16 classrooms at one public junior high school in the City of Dubuque. To provide information and instruction on substance abuse prevention, gang and violence prevention, parenting and intervention skills to parents of DARE students and other parent groups by: Police DARE Program -75- a) providing approximately 14 parent information seminars for parents of DARE students at each of the elementary schools in which the core curriculum is presented; and providing substance abuse prevention, gang and violence prevention and DARE program overviews to PTA's and other parent groups as requested. To provide substance abuse recognition and prevention, gang identification and prevention and violence resistance information to school staff as needed by: a) providing school in-service presentations to school staff members in the various elementary, junior high, and high schools in the City of Dubuque; b) being a resource to school staff as needed; and c) providing in-service presentations to school staff and students at the vadous colleges in the community. To provide information about the DARE program, substance abuse, gang and violence prevention to community organizations as needed. To coordinate DARE activities and resources with other community cdme. violence and substance abuse prevention agencies and organizations. To maintain the properly trained staff to provide the above DARE related services by: a) ma~intaining the current level of certification of the two DARE officers through participation in annual in-service training; b) training more DARE officers in the junior high curriculum; and c) selecting and training any additional DARE officers as needed. To evaluate the effectiveness of the DARE program and its impact upon the community by: a) researching the long term impact of the DARE program upon actual substance use and abuse among students in the eighth, [enth and twelfth grades, comparing students who have gone through the DARE program with those who have not; b) surveying school administrators, teachers, parents of DARE students and DARE students on their perceptions of the short and long term impact of the program; and c) doing pre-post test comparisons for core curriculum and junior high curriculum students. To provide materials for the students participating in the DARE program as well as providing educational materials to parents and school staff; also to provide teaching aids for the DARE officers in order to reinforce the principles taught through DARE by purchasing junior high anG core curriculum work books, and course reinforcement and teaching materials ($14,000). Police DARE Program -76- BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services TOTAL BUDGET Funding Summary General Fund Revenue Generated FY 2001 FY 2002 FY 2003 FY 2003 ACTUAL ACTUAL BUDGET REVISED 1.00 1.00 1.00 $65,105 $63,931 $71.856 12,236 13,553 14,000 $77,341 $77,483 $85,856 $77,341 $77,483 $85,856 $32.095 $24,200 $30.000 FY 2004 RECOM'D 1.00 $74,264 14,000 $88,264 $88,264 $30.000 FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Hours of Classroom Instruction 1200 850 850 850 850 Hours Informal Student Interaction 425 450 425 425 425 Number of Core Classes 675 625 675 675 675 Number of Junior High 180 180 Classes 550 192 180 Hours of Intervention 125 120 125 125 125 Hours of Parent Education 100 90 100 100 100 Hours of Community Education 200 250 200 200 200 Hours of Teacher Orientation 150 100 150 150 150 Junior High post test results (%) 88.84 89.77 85 85 85 Core Curriculum post test results (%) 96.39 96.11 95 95 95 DARE Program Police -77- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Police Staff Services Administration GOAL Ensure effective support of operational units by coordinating staff services with operations and criminal investigation. DESCRIPTION This Activity supports the patrol and investigation functions of the Police Department. It directs training, records maintenance, purchase, inventory, and inspection of departmental equipment and supplies, and shares responsibility for maintaining and upgrading the department's in-house and mobile-wire~ess computer systems. This Activity supervises accreditation maintenance, community relations and education efforts, and requests from the community for extra work. It also oversees and advises the Dubuque Auxiliary Police. This Activity ensures that crime prevention efforts and traffic accident reporting comply with requirements of the State Department of Public Safety and the National Traffic Safety Council. it oversees traffic and parking enforcement efforts, and maintains liaison with prosecutors, traffic court personnel, and other agencies dealing with traffic safety in the City. It oversees administrative records keeping of five grants and supervises and equips the grant-funded Traffic Officer. it also oversees research and ptanning efforts, and intelligence information records. This Activity is staffed by a Police Captain, one Lieutenant, three Corporals, two Patrol Officers, and one full-time Secretary. SERVICE OBJECTIVES To provide technical support to the Police Patrol Activity in matters of traffic and parking law enfomement and accident investigation by: a) reviewing and analyzing accident reports for correctness and trend in accident locations by day of week and time of day; b) enhancing the selective traffic law enforcement program and evaluating it annually; c) coordinating and assisting in preparation of monthly, semiannual and special traffic reports for the Police Department and City Manageds staff; d) participating in traffic engineering studies by working as a liaison with the Engineering Division and special State and inter-agency groups on speed projects, recommended signing; enforcement problems and solutions and street lighting; e) assigning STOP program patrols to high accident intersections and streets; f) acting as a liaison with the courts and prosecutors to determine quality of citations, ordinance modifications and supervise issuance of subpoenas; Police Staff Services Administration -'/8- g) acting as liaison with offices of the City Manager, City Clerk. Parking Division, and City Treasurer in collection of delinquent parking tickets, issuance of event and parade permits, and coordination of street closings and ordinance changes; providing services to elementary schools including the school safety patrol and bicycte safety, and providing driver's education enhancement to the high schools: maintaining public relations by answering citizen inquiries regarding statutes. City Code, parking complaints and other traffic matters; providing liaison for handicapped parking issues and the permit application process; and overseeing grant and equipping and supervising the Traffic Officer functions. To provide clerical support to the Police Patrol, Records and Identification and Criminal Investigation Activities by: a) assuring the availability of officer reporIs to other activities and outside agencies by providing transcription service and distributing dictated reports within two working days; b) maintaining employee attendance and payroll records for the department; c) providing receptionist services for the department and answering incoming calls for staff and investigators in their absence; d) assembling case files for the Cdminal Investigation Activity; e) answering requests for copies of accident and crime reports received from insurance companies, attorneys and citizens; submitting monthly billing to the Dubuque Racing Association; and submitting revenues collected to the Finance Division on a daily basis. f) g) To direct the Training Lieutenant in coordinating departmental training, recruitment. maintaining training records, and performing the other duties outlined for the Training Activity. To enhance and maintain community relations by: a) overseeing the DARE Program activities; b) overseeing Staff Services participation in the annual presentation of the Citizen's Police Academy, a 13 week, 45 hour series of classroom and field experiences designed to provide members of our community with a better understanding of Poiice functions and procedures; c) training, outfitting, and equipping of the Dubuque Auxiliary Police and acting as their advisor in matters of policy, procedure and operations: d) administering extra work requests from the community when police officers are needed for special security or traffic control functions; e) providing planning and coordination of special events: and f) providing information and education to the public through speaking engagements by officers on an array of law enforcement related [opics. To maintain property control and purchasing functions by: a) purchasing initial issue and replacement uniforms as necessary for the Dubuque Auxiliary Police ($800); b) providing liaison with the Public Works Garage on vehicle purchases, sales, equipment and maintenance issues; c) maintaining an inventory of department property deemed to be fixed assets by recording make, model, serial number and location of items within the deparIment; and Police Staff Services Administration -79- 10. 11. d) supervising department purchasing, keeping an ~nventory of expendable supplies, developing and writing specifications for vehicles and other items, and assisting the Purchasing Coordinator with the bid process. To provide planning and research for the purpose Of policy and program development to ensure that the most effective and efficient operational altematives are selected while integrating limited resources with complex service demands. To provide line inspection services by coordinating line inspections to ensure that agency personnel are acting in concert with req Jirements in areas such as personal appearance, use and maintenance of equipment, adherence to directives and orders. proper completion of reports, and the status and condition of equipment and facilities. To provide staff inspection services for purposes of objective review by observation and reporting on facilities, property, equipment, personnel, administrative and operational activities outside the normal supervisory and line inspection procedures To assist the department in maintaining accreditation status as defined by the Commission on Accreditation for Law Enforcement Agencies by coordination and review of work assignments leading to proofs of compliance for all applicable standards and at least eighty percent of optional standards. To provide a Cdme Prevention Officer who will assist i~ planning and directing crime prevention, community relations and crime analysis activities by: a) analyzing cdminal activity using, at a minimum, the factors of frequency by type of crime, geographical and chronological factors, victim and target descriptors, suspect descriptors, suspect vehicle descriptors, modus operandi and physical evidence information; b) analyzing offense reports, preparing cnme summaries to be disseminated to patrol supervisors and cdminal investigators, and to ensure an evaluation of the summaries; c) developing and perpetuating crime prevention and community relations programs setting priorities on the basis of cdme types and geographic locations; d) engaging in and coordinating pub!lc speaking engagements of the department; e) assisting in organizing neighborhood groups proactively and upon request: f) maintaining liaison with interested community groups; g) providing input into development and/or revision of zoning policies, building codes and fire codes; h) physically inspecting scenes and ~otential scenes of major preventable crimes and providing information to victims and potential victims that will aid in the prevention of criminal activity; i) maintaining departmental data files on known police characters and suspects in cdminal activities and preparing bulletins of criminal activity and suspect information; j) preparing and submitting complete reports for evaluation of all activities performed each month; and k) participating in on-going landlord training in principles of Crime-Free Multi- Housing. To maintain records within the microcomputer system to meet the informational needs- of operational units on a twenty-four hour per day basis by providing: Police Staff Services Administration -80- 12. 13. 14. 15. 16. 17. 18. 19. a) crime statistics and analysis; b) support files for investigators and communications; c) traffic analysis; and d) intelligence data. To provide computer generated reports as needed for management information including: a) workload analysis; b) uniform crime reports; and c) traffic accident and enforcement summaries and comparisons. To supervise, maintain and train other personnel in the overall operation of the police microcomputer systems to ensure proper and uninterrupted operation of the operating system, police operations support system, computer aided dispatch system, E-911 interface, and mobile computer system including both the in-house and IOWA system interfaces by: a) b) c) d) e) insuring software packages and updates are properly installed: identifying hardware and software problems; insuring correction of hardware and software problems through maintenance and support agreements; insuring that necessary periodic maintenance and archiving procedures are carded- out; insuring that the system is secure from unauthorized access and that t~ose accessing the system are performing only authorized tasks; and coordinating vendor software interface projects. To maintain access to the department microcomputer system by replacing terminals as needed, and coordinating future system administration involving the transfer of equipment to PC-based computers with graphics capability by: a) coordinating with programmedanalyst, jointly employed by the City and County, and with the City's Information Services Division to maintain system; b) coordinating system upgrades as needed; and c) communicating with all computer system vendors tO provide written maintenance service contracts on all critical systems. To maintain access to the department microcomputer system by replacing five microcomputers ($16,900), two desktop printers ($900), and one desktop scanner ($3OO). To maintain adequate storage of files by replacing two file cabinets ($340). To improve function and appearance of one office space each year ($5,000). To replace and maintain one transcription station ($500). To replace and maintain the transcription system ($15,000). Police Staff Services Administration -81- BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay TOTAL BUDGET Funding Summary Generat Fund Revenue Generated FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 4.00 5.00 4.00 4.00 $240,039 $251,463 $260,072 $287,506 135,276 137,310 136,767 159,620 15,786 4,644 6,160 21,140 $391,101 $393,417 $402,999 $468,266 $391,101 $393,417 $402,999 $468,266 $105,324 $110,247 $106,978 $113,808 FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Number of working days within which dictated reports can be 2 2 typed and distributed 3 2 2 Accident Reports filed 1681 2.587 2,600 2.600 2.600 Hours donated by Auxiliary 1989 1,950 2000 2000 2,000 Training Meetings for Auxiliary 12 12 12 12 12 Monthly Traffic Reports 12 12 12 12 12 Police Staff Services Administration -82- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Police Records and Identification GOAL Provide a system of data collection, storage and retrieval which supports four major functions; daily operations, investigative analys~s, management analysis crime and traffic statistics and official records of the Police Department. DESCRIPTION This Activity is responsible for processing and storing all Police Department and Dubuque County Sheriff's Department reports and records, assuring that this information is readily available to the other activities of both departments, to prosecutors and the courts, and when legally authorized, to others. This Activity is also responsible for the property management function of the Police Department including acquired and in-custody property and agency- owned property. This Activity is staffed by an identification Officer (who is a Police Corporal), three full-time and two part-time Clerk Typists. who are assisted in record keeping duties by two full-time Clerk Typists employed by the Dubuque County SherifFs Office. and one Law Enforcement Computer Operator (LECO). One of the full-time Clerk Typists employed by the City is partially funded by the SherifFs Office. 3. 4. 5. SERVICE OBJECTIVES To maintain automated reports and records, assuring that other activities of the department, prosecutors, the courts, other City departments, other agencies and members of the public when they are legally authorized, have access to the follow~ng information: name index, requests for service, out of service requests, communications support, crime analysis and statistics, criminal investigations, arrests, known offenders. criminal intelligence, field interviews, stolen property, evidence and found property, departmental inventory, traffic reports and statistics, personnel files and productivity. To enter relevant data from reports into the microcomputer and file all written reports manually within a three day period. To more efficiently store and retrieve data and reports by purchasing and implementing a system of document imaging. To generate criminal history files in all applicable cases. To provide response to requests for crime reports and criminal history information to authorized persons only. Police -83- Records and Identification 10. 11. 12. 13. 14. To provide the information needed for issuing and responding to subpoenas for officers and citizens in traffic and misdemeanor cases. To submit evidentiary materials to the State Crime Laboratory as requested by the criminal investigation division. To process materials submitted into custody for the purposes of identifying and preserving all physical evidence associated with criminal activities and investigations. including fingerprints and other trace evidence. To ensure safekeeping of all evidentiary and found property and maintain a written record of custody. To ensure compliance with all laws pertaining to the storage and dissemination of confidential information. To ensure compliance with the City of Dubuque and Dubuque Police Department administrative policies pertaining to the storage and dissemination of records and retention. To report crime statistics to the State of Iowa and FBI consistent with uniform crime report guidelines. To ensure the safe. lawful and secure storage and disposal of all acquired and in- custody property. To maintain mug shot files by replacing one file ($1,000). BUDGET SUMMARY Personnel Summary Full-Time Equivalents Par~-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 3.00 3.00 4.00 4.00 1.25 1.25 1.25 1.25 $156,082 $195,369 $212,846 $232.488 79,132 29,436 44,402 69,035 1,386 1,000 $236,600 $224,805 $257,248 $302,523 $236.600 $224.805 $257,248 $302.523 $ 28,604 $ 38,829 $ 41,995 $ 40,431 Police Records and Identification -84- FY 2001 FY 2002 PERFORMANCE MEASURES ACTUAL ACTUAL FY 2003 FY 2003 FY 2004 BUDGET REVISED RECOM'D Number of working days within which reports will be submitted and reviewed 1 1 1 1 1 Percentage of annual, monthly and FBI reports presented on or before the due date (25* days following the end of month) 100 100 100 100 100 Cdminal history files maintained ~* 31.783 33,446 32,000 33000 33.000 Offense reports filed 5,330 5,795 6.000 6000 6.000 * Monthly report is dependent upon reports from sources outside this agency which are not usually available until mid-month. ** Division combined with Dubuque County Sheriff Department and maintain all City and County flies. Division also staffed by County employees. Records and Identification Police -85- PROGRAM: Protective Services DEPARTMENT/DIVISION: Police ACTIVITY: Training and Personnel Development GOAL Provide all Police Department and associated personnel with the training needed to deliver professional police service. DESCRIPTION This Activity provides professional education to departmental, auxiliary and cledcal personnel in matters related to law enforcement and public safety. Education of departmental personnel includes initial training of recruits and the continuing education necessary for adequate professional development of ail personnel, and for the delivery of specialized services by selected personnel. This Activity is responsible for planning, coordination, delivery and eva~uation of all departmental training. This Activity also evaluates the professional development of all sworn personnel and ensures that a sufficient number of adequately trained oersonnel are available for the delivery of high quality, professional law enforcement services. This Activity is staffed by a Police Training Lieutenant. SERVICE OBJECTIVES 1. To identify training needs. 2. To minimize vicarious liability by delivery of appropriate training. To provide close oversight of recruits as they are introduced to all phases of law enforcement. 4. To provide coordination and support for the Field Training and Evaluation Program. To provide training to ensure qualification/certification of personnel in the following areas: first aid, first responder, CPR. baton, firearms. Data Master, Horizontal Gaze Nystagmus (field alcoho[ test), chemical agents, radar, defensive tactics, and IOWA/NCIC proficiency. To provide training required for certification and maintenance of certificates as peace officers for all sworn departmental personnel To develop and provide training on a wide vadety of topics determined to be necessary or desirable, and to provide specialized training to personnel who are promoted or reassigned so they have the necessary skills and knowledge to perform at their new level. Training and Personnel Development Police -86- 9. 11. 12. 13 14. 15. 16. 17. 18. 19. 20. 21. 22. To select officers to attend advanced or specialized training, based upon clearly defined criterion, to provide maximum benefit to the department. To develop and implement a selection process for instructor training of selected personnel in specific areas. To require all instructors within the department to maintain a high level of proficiency by insuring their participation in recertification and updating schools pertaining to their specialty. To institute and develop joint training programs with other area law enforcement agencies. To provide a minimum of 7.000 training hours for all departmental personnel, including forty hours training for individual officers. To evaluate all training to ensure that it is effectively delivered and that it meets identified training needs. To review, assess and recommend acquisition of desirable library and audio-visual resources, replace audio-visual equipment on a set replacement schedule, and to maintain a current inventory of internal/external instructional resources. To maintain a departmental library. To maintain training records and a training/skills inventory for all departmental and auxiliary personnel. To ensure all training programs are within the guidelines of the accreditation process. To develop and provide training for auxiliary personnel. To provide an improved level of fitness in officers by: a) determining desired standards of physical fitness for all existing and future officers: b) testing physical fitness levels of all officers on an annual basis; c) assisting officers who do not comply with the standards by providing a physical activity program as well as nutritional and dietary counseling; and d) providing the physical training equipment and reference material to enable personnel to maintain a high degree of fitness. To develop and implement an inventory of the skills, knowledge and abilities of all departmental personnel, and to recognize special non-law enforcement abilities that could be utilized dudng cris~s or emergency situations. Tc maintain a departmental training committee to aid in developing desired training. To purchase and issue uniforms and equipment to new recruits. Training and Personnel Development Police -87- 23. 24. 25. 26 To provide equipment, appropriate training materials, and other assistance for the annual presentation of the Citizen's Police Academy. To assist with the applicant selection process by scheduling fitness testing, medical physicals, polygraph examinations, oral interviews, and by performing background investigations as needed. To coordinate the recruiting of qualified applicants to take the police entrance examination when scheduled. To replace one used squad car for training functions ($8,500) and two lateral file cabinets ($750). BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure'Summary Employee Expense Supplies anc Services Capital Outlay TOTAL BUDGET Funding Summary General Fund Revenue Generated FY 2001 FY 2002 FY 2003 ACTUAL ACTUAL BUDGET 1.00 1.00 1.00 $ 72.234 $ 84.027 $ 83,682 30.312 80.530 69.102 1,360 $102,547 $163.556 $154.144 $102,547 $163,556 $154,144 $ 170 $ 4,612 $ 2,000 FY 2003 REVISED FY 2004 RECOM'D 1.00 $ 93825 70502 6,500 $170927 $170.927 $ 2.000 FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D In-service Training Hours 6,432 5,244 5460 5460 5.520 Other Training Hours 7,150 5,227 7.500 6.000 6.000 Mean Firearm Qualification Score 92 92 91 92 92 Auxiliary Officer Training Hours 215 195 200 200 200 Police Training and Personnel Development -88- PROGRAM: Protective Services DEPARTMENT/DIVISION: Police ACTIVITY: Criminal Investigation and Apprehension GOAL Provide comprehensive investigation of criminal offenses, equivocal death investigations. apprehension of offenders, recovery of stolen property and deterrence of criminal activities: and to foster a positive attitude, develop compliance with lawful behavior encourage cooperation with law enforcement efforts, and reduce juvenile crime. DESCRIPTION This Activity requires the continuous review of criminal offenses with emphasis towards the apprehension and conviction of offenders; protection of victims; location and protection of witnesses; recovery of stolen property;.Iocation, protection and control of evidence; monitoring and assimilation of criminal ihtelligence information; and management and preparation of specific cases so as to assure conviction. This Activity is staffed by one Captain, one Lieutenant, six Corporals and seven Police Officers. This Activity also coordinates the department's approach in handling juvenile matters and assure that proper juvenile procedures are met in accordance with state law and in a manner most compatible with the welfare of the juvenile and the needs of the community. This Activity performs the following functions: aids in development of policy pertinent to juvenile/ departmental problems; maintains records of juvenile offenders; acquaints and updates departmental personnel with current policies and changes in juvenile procedures; interviews juveniles, parents, school officials and others in response to development of specific problems; acts as a liaison with other agencies and persons having responsibility in the handling of juvenile problems; coordinates the department's efforts and involvement in shoplifting and substance abuse diversion programs; and coordinates and actively participates in programs designed to reduce juvenile victimization and promote personal safety. SERVICE OBJECTIVES To provide review and advice on all cdminal investigations and equivocal death investigations with emphasis being placed on all Part I crimes and special emphasis on all crimes against persons by: a) maintaining case files in these categories of crimes, both cleared and uncleared. by updating files, insuring that investigators in the Cdminal Investigation Activity designate a case status of "open," "closed" or "suspended' to each case, and assigning leads and continuing the follow-up investigation required in each case; b) providing briefings on criminal activity and trends on a need-to-know basis to key departmental personnel; c) assisting and cooperating with all law enforcement agencies; d) coordinating cdminal investigations with the County Attorney's Office; Police -89- Criminal Investigation and Apprehension e) assisting and cooperating with the State Medical Examiner's Office; f) conducting meetings with ail investigative staff to review current cases and status, provide instruction on changes in technical and investigative procedure, briefing investigative personnel, conducting on-going training with crime scene processing equipment, and assessing needs of the staff; g) reviewing active and inactive cases in a group setting and seeking resolution of investigative matters via shared experiences; h) maintaining and periodically reviewing and updating manuals which provide guidance to investigative personnel in their duties; i) maintaining liaison with the juvenile prosecutor's office and other local juvenile justice agencies; j) directing personnel to actively investigate criminal acts committed by juveniles and identifying juveniles involved in on-going and serious criminal activities; k) keeping the County Attorney's Office abreast of departmental needs in specific cases; I) obtaining advice and service from the County Attorney's Office in apprehending offenders and recovery of stolen property by obtaining search/arrest warrants and subpoenas; m) coordinating and assisting prosecutors and officers in trial preparations as requested; n) providing direct supervision of major crime cases; o) reviewing and updating prolonged open major cdmes, seeking leads, intelligence from other criminal activities and other sources so as to effect a closure of these cases; and p) maintaining a close relationship between Midwest Organized Crime Information Center (MOCIC) and Law Enforcement Intelligence Network (LEIN) by submitting intelligence data and obtaining information from both organizations. In addition, on specific investigations, funds, equipment and special services aiding in these investigations is obtained from MOCIC for the Dubuque Police Department. e) f) To clear by arrest sixty percent of reported violent crimes and twenty percent of reported property cdmes by: a) monitoring on-going investigations and assuring necessary procedures and leads are followed to successfully conclude the investigation resulting in an arrest or clearance of the offense; b) requiring investigators to prepare cases in conjunction with the County Attorney's Office, seeking advice and assistance from that office as needs require to assist in the successful prosecution of the person arrested; c) recognizing and evaluating criminal inter-relationships and assessing multiple case involvement with certain known criminals so as to impact those groups engaged in such activities; d) assimilating and disseminating intelligence on criminal activity via the collection of field interview and intelligence reports filed by Police Officers and investigative information derived from confidential informants, police and investigative reports, public records and other law enforcement agencies; interviewing witnesses and victims and obtaining statements documenting details of criminal actions; maintaining monthly and annual statistics of the Activity documenting the types and frequency of crimes investigated and the Activity's clearance of those crimes; g) interrogating suspects and obtaining confessions; Police Criminal Investigation and Apprehension -90- h) i) J) k) ~) m) surveillance of suspects and/or locations seeking evidence of criminal activity and also to gather intelligence on those suspects to aid in apprehension of future cdmes; processing crime scenes by sketching, photographing, fingerprinting and locating evidence; obtaining search warrants, court orders and County Attorney's subpoenas on specific investigations to gather evidence leading to arrests and conviction of offenders; inspecting licensed pawn and second-hand dealer businesses: maintaining the capability of conducting at least fifty polygraph examinations [125 hours) of suspects, victims or witnesses in cases when deemed appropriate and also to conduct polygraph examinations of applicants to the Dubuque Police Department; and cooperate with, assist and seek input and assistance from all state, local, and federal law enforcement agencies as needed To deter organized crime activity and decrease the availability of substances of abuse and vice activities to citizens which include, but are not limited to. the illegal use and sale of controlled substances/alcoholic beverages, illegal gambling, prostitution, and the distribution and sale of obscene materials by: a) investigating leads and proactively initiating investigations pertaining to indications of organized crime activity and to violations of the Controlled Substance Act and drug and vice statutes; b) conducting undercover investigations resulting in the arrest and conviction of violators; c) coordinating investigations with other departments including state, federal and other law enforcement agencies involving illegal drug anc vice activities, and any indications of organized cdme activity in the Dubuque area; d) providing information and public education upon request to community groups and agencies interested in the nature and extent of problems caused by violations of the drug and vice statutes; e) participating in the Federal Drug Task Force (FBI. Iowa Department of Narcotics Enforcement, Dubuque Police Department and Dubuque County Sheriff's Department); T') participating in the Dubuque County/City Task Force (Iowa Department of Narcotics Enforcement, Dubuque County Sheriff's Department, and Dubuque Police Department); g) providing and maintaining an accounting system for a confidential fund supporting the operations necessary to investigate and deter organized crime activity, and any violations of the Controlled Substance Act, drug and vice statutes which include, but are not limited to. paying informants, purchasing contraband and other evidentiary material, and other related expenses for equipment activities; and h) initiate intelligence gathering operations as required to uncover organized cdme and vice-related activity. To foster public cooperation with law enforcement agencies and provide continuing supervision of criminal investigatien by assigning a Lieutenant to: a) actively participate in criminal investigations and provide supervision of investigative officers between the hours of 3:00 p.m. and 11:00 p.m.; Criminal Investigation and Apprehension Police -91- b) c) act as resource person and participate in training needs in investigative manners; and provide assistance to the criminal investigation division as directed by the Captain. To facilitate investigations of current criminal activity by maintaining criminal activity intelligence files. To create a positive attitude in juveniles toward their own welfare and the Welfare of those around them by: a) providing juveniles with the opportunity to develop an intelligent understanding of their rights, responsibilities and obligations as community members through officer-in-school talks and in conjunction with school needs; b) educating juveniles about the hazards of involvement in criminal activity through such programs as the shoplifting and substance abuse diversion programs: c) providing a realistic understanding of police work and services performed in our society; d)~ establishing rapport between elementary school children and the uniformed Police Officer; e) enhancing the relationship between police and teenage students by increasing daily contact and interaction and assigning School Resource Officers to specific junior and senior high schools; counseling non-offender juveniles in the schools; and counseling minor offenders, both in the school setting and at the Police Department. g) To ensure effective handling of juvenile offenders by: a) coordinating all Police Department efforts for juvenile offenders with the juvenile court and the County Attorney's juvenile prosecutors office; b) providing inspection and review of all juvenile complaints and affidavits filed by Police Officers making sure that proper methods are utilized in filing of complaints to ensure efficient handling at the court level; c) acting as a resource person for other investigative officers in the department'and advising them of specific problems of youth-age groups involved in specific criminal activity or patterns throughout the city; d) assisting other investigative officers in arranging and prepanng interviews with suspect youths through contact with their parents and knowledgeable insights into particular youth associations and connections: e) reviewing and investigating missing persons reports and monitoring and entering cancellation of these reports to the National Crime Information Center: f) maintaining juvenile records and distributing copies of juvenile complaints and affidavits to Juvenile Court Services; and g) coordinating with the Dubuque County Attorney's Office and Clerk of the District Court requests and objections to the sealing of juvenile records. To continue to foster a positive relationship and partnership with the Dubuque Community School District through continued dialogue concerning student and school safety issues. To monitor the safety patrol programs for schools in the Dubuque Community School District, within the city limits, including maintenance and dispersion of patrol safety flags. Police Criminal Investigation and Apprehension -92- 10. 11. 12. 13. 14. To provide citizens with opportunities to purchase bicycle licenses and to learn about bicycle safety by scheduling appointments for police presence every two years at each grade school in the City of Dubuque. To provide training to new personnel assigned to the criminal investigation division in major case procedures and interviewing and interrogation techniques. To enhance the knowledge of experienced personnel assigned to the cdminal investigation division by making state of the art training schools and textbooks of various criminal investigation disciplines available to them. To maintain effective crime operations by replacing one camera kit ($800), one investigative vehicle ($22,000), one laptop computer ($3,800), one body transmitter ($3,000), and two sets of auxiliary emergency lights ($700). To provide investigators with state of the art crime scene processing and investigative equipment and supplies to aid therri in the location, colle~ion, and preservation of evidence collected at crime scenes. 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 FY2002 FY 2003 ACTUAL ACTUAL BUDGET 13.00 14.00 15.00 $772,981 $801,517 $ 9621112 45,082 52,090 81,054 29,052 23,789 25,400 $847,115 $877,396 $1,068,566 $847;115 $877,396 $1,068,566 $ 15,242 $~72,427 $ 117,520 FY 2003 FY 2004 REVISED RECOM'D 15.00 $1,065,514 88,777 23,500 $1,174,791 $1,174,791 $ 85,043 Police Criminal Investigation and Apprehension -93- PERFORMANCE MEASURES Number of violent crimes Percentage of violent crimes cleared by arrest (homicide. rape, robbery, aggravated assault) (National Average 49.2) Number of property crimes Percentage of property crime cieared by arrest Number of Part I Crimes Total Part I Crimes Clearance Rate Percentage of Stolen Property Recovered Number of Stolen Motor Vehicles Percentage of Locally Stolen Motor Vehicles Recovered Juveniles Charged - Total Charged Runaway Hours (General Talks - Classroom) to Students including Officer In-School Talks Number of hours of School Patrol School Related Investigations Review of Juvenile Complaints and Transfer of Information to Probation. County Attorney, and Shoplifting and Substance Abuse Diversion Programs FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED F~ECOM'D 120 101 150 150 130 80 80 68 41 60 2~576 2.239 3,500 2,800 2.800 20 20 13 16 20 2.815 2.340 3.100 3,100 3.100 53 17 50 50 45 33 30 37 37 38 84 109 110 110 110 60 60 85 85 85 1,378 1560 1.329 1.778 I 572 1.063 1271 1,028 1.513 1,282 295 289 301 265 290 500 600 550 600 600 460 800 600 1000 1.000 900 1 000 17000 1,200 1.200 400 400 400 450 450 Police Criminal Investigation and Apprehension -94- PERFORMANCE MEASURES Hours for Review and Investigation of Missing Persons Hours Spent Entering nformation in Computer, Monthly Report and Filing Bike License Sale (every two years) FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 200 200 200 200 200 140 100 100 80 80 85 0 85 85 0 Police Criminal Investigation and Apprehension -95- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Police Police Patrol GOAL Prevent and control conduct, which has .been recognized as threatening to life, property and public order by responding to reports of crimes, accidents and ether emergencies, identifying criminal activity and hazardous conditions and taking appropriate action. DESCRIPTION The Police Patrol Activity is the primary instrument through which the police mission is accomplished. Police Officers have been delegated numerous responsibilities including response to emergency and routine situations requiring police attention, identification of suspicious activity and the potential for crime or safety hazards, investigation of fatal and personal injury accidents, enforcement of traffic [aws and provision of data for traffic safety planning to promote a safe and smooth traffic flow within the city. Police Officers also conduct preliminary investigation of most crimes coming to the attention of the Police Department. This Activity is staffed by fifty-four Police Officers and five Corporals assigned to the patrol division These officers are supervised by six Lieutenants and three Captains. SERVICE OBJECTIVES To respond to calls for service and maintain public order by: a) responding to approximately 2,900 priority one emergency calls (i.e., injury accidents, burglaries in progress~ within an average of 4.5 minutes from the officer's receipt of call to ardval; b) responding to 12,000 priority two calls Ii.e., property damage accidents) by proceeding immediately to the scene within an average of 7.0 minutes from receipt of call based primarily on unit availability; c) responding to 12,000 pdority three calls (i.e. noise disturbances) within an average of 26.0 minutes from receipt of call, except where hazards requlnng immediate action are observed, such as possible crimes in progress or serious traffic violations; d) responding to 11,000 priority four calls (i.e.. cold property crime investigations), delayed response calls, within sixty minutes from time of dispatch when adequate officers are available, except that delays are permitted for problems requiring attention as judged by the responding officer; e) handling 9,800 priority five calls (i.e., street storage) for service as time allows. but not to exceed the end of shift if possible (this category includes on-view complaints and traffic stops); f) investigating personal injury, fatal, hit and run. and property damage accidents over $1,000 damage that occur on a public roadway; Police Police Patrol -96- 4. 5. 6. g> h> i) administering first aid and arranging for hospital transportation as required for crime and accident victims; stabilizing crime scenes, accident and other incident locations as soon as possible after arrival to allow the environment to return to normal and to arrest those suspects and/or violators as indicated: and providing services as necessary to citizens in high hazard situations. To reduce incidents of crime, accidents, minor violations or disruptions of public order by performing the following services: a) investigating suspicious persons and circumstances, arresting offenders as b) c) d) e) 0 g) h) i) necessary; resolving conflict and maintaining order: facilitating the movement of people and vehicles as conditions require: inspecting City property for hazards, damages and defects, and notifying affected departments of conditions requiring attention; assisting those individuals who cannot care for themselves - the intoxicated, mentally, ill, physically disabled, old and young; secudng found property and notifying owners; providing random vacant business security inspections; locating persons reported as missing or runaway; and creating and maintaining a feeling of security within the community. To provide immediate response to emergencies twenty-four hours a day every day of the week. To provide for effective use of personnel by analyzing manpower needs and workload demands and assigning personnel accordingly. To plan and coordinate a response to unusual incidents, generally of an emergency nature (i.e., nature and manmade disasters and civil disturbances). To plan and coordinate a response to special operations needs by use of the tactical response team (i.e., barricaded persons, hostage situations, high risk search and warrant service). To plan and coordinate response to other special operations such as VIP security, festivals, and other events requiring uniformed police presence. To investigate matters involving the integrity of the department by making recommendations to resolve issues and to provide resource and review for internal affairs matters of lesser importance that are investigated by supervisory personnel. To maintain an effective patrol operation by replacing nine automobiles ($199.800), one moving radar ($2,195), two radar ($3,000), two shot guns ($800), eighteen ballistic vests ($13,392), one alcosensor ($465), emergency lighting equipment ($1,050), one mountain bike ($1,150), one dfle ($1,700), one 35 mm camera kit ($800), one radio headset ($530), six mobile pdnters ($2,220) three bar code scanners ($2,550), two streamlights with chargers ($600), one Glock handgun ($592), twenty Nicad 7.5V batteries ($1,600), two LPE handbeld radios ($5,860), 27 gas masks and pouches ($8,640), and nine red light visibars ($13,734). Police Police Petrol -97- 10. To minimize actual or perceived opportunity for criminal conduct in areas of the city as needed during evening hours by utilizing foot Police Officers when manpower and workload allow. 11. To provide one Police Off~cer for live and simulcast racing performances and slot machine betting at the Dubuque Greyhound Park and Casino and to recover all officer costs plus a five percent administration charge from the Dubuque Racing Association ($237,715). 12. To administer and coordinate the department's role in victim/witness assistance programs and to offer aid to the families of victims of criminal acts by making notification of such and suggesting referrals to support agencies where appropriate. 13. To maintain officer appearance by regular inspections. 14. To provide enforcement against sedous traffic offenders through the use of overtime hours ($31,577). 15. To provide officers for overtime related to trouble spots as well as regular overtime ($27,139). 16. To supervise, evaluate and enhance the Field Training Officer Program. This program trains experienced officers to pass on their knowledge and to evaluate probationary officers. 17. To select the most qualified Field Training Supervisor and Field Training Officers in cooperation with the Training Officer in order to provide all recruits with an organized and consistent period of formal field training and performance evaluation. 18. To assign and monitor recruits, in cooperation with the Training Officer, to ensure consistency between Academy training, classroom training and on-the-job experience and to provide a broad range of experiences to the recruit. To assign a Police Officer as liaison and resource person to the Dubuque/Jackson County Domestic Abuse Coalition. 20. To administer a community-oriented policing program for the department. Police Police Patrol -98- 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 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 68.00 69.00 69.00 $4,124,057 $4,319,032 $4,568,692 386,756 251,959 267,493 413,570 125,299 238,129 $4,924,382 $4,696,291 $5,074,314 $4,924,382 $4,696,291 $5,074,314 $ 694,837 $ 573,924 $ 532,936 69.00 $5,093,024 246,235 214~058 $5,553,317 $5,553,317 $ 635,965 PERFORMANCE MEASURES Average Response Time (receipt of call to arrival) for Pdority One Complaints * Average Response Time (receipt of call to arrival) for Priority Two Complaints * Average Response Time for Routine Priodty 3-4 Complaints Total Number of Calls for Service Fatal and Personal Injury Accident Investigations Preper~y Damage Accidents Investigated Moving/Non-Moving Violation Charges *Minutes FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 5.8 306 4.5 4.5 4.5 7.8 3.27 7.5 7.5 6.16 28 12.98 27 27 23 48,407 49,876 48,500 48,500 51.870 362 279 400 400 318 1,501 1,322 1,550 1,550 1.411 8,390 * 8,500 8.500 12.194 Police Police Patrol -99- PROGRAM - 1 - COMMUNITY PROTECTION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - ll - Police Department FUND ACCOUNT ......... TITLE ......... FY 200] ACTUAL 010 61010 010 61020 010 61030 010 61050 010 61051 010 61070 010 61090 010 61091 0]0 61092 010 61093 010 61310 010 61320 010 61350 0]0 61370 ~>010 6141.0 ~O 0].0 61430 010 61450 010 6].6]0 010 61620 010 61650 010 61651 010 61652 010 61653 TOTAL Wages 010 62010 010 62011 010 62030 010 62050 010 62060 010 62061 010 62070 010 62090 010 62110 010 62130 010 62150 FULL-TIME EMPLOYEES 3,792,490 PART-TIME EMPLOYEES 50,756 SEASONAL EMPLOYEES OVERTIME PAY 145,332 OVERTIME - REIMBURSABLE 217,027 HOLIDAY PAY 154,925 WITNESS & JURY EXPENSES 8,869 SICK LEAVE PAYOFF 9,202 VACATION PAYOFF 20, 654 HANDLER COMPENSATION IPERS 10,774 SOCIAL SECURITY 49,976 POLICE PENSIONS 4.1,326 POLICE & FIRE RETIREMENT 645.169 HEALTH INSURANCE 569,470 WORKMENS' COMPENSATION 1,132 LIFE INSURANCE 4,860 UNIFORM ALLOWANCE 35~821 SAFETY EQUIPMENT 268 EMPLOYEE PHYSICALS 807 OTHER MEDICAL COSTS 15,872 CIVIl SERVICE PHYSICALS 7, 168 POLICE/FIRE INJURIES 23,225 and Benefits 5,805~122 OFFICE SUPPLIES UNIFORM PURCHASE/MAINT. POSTAGE AND SHIPPING OFFICE EQUIPMENT MAINT O/E PLAINT CONTRACTS DP EQUIP. NAINT CONTRACTS OFFICE EQUIP RENTAL PRINTING & BINDING COPYING/REPRODUCTION LEGAL NOTICES & ADS COURT COSTS 8,324 5,840 330 66,092 408 14,363 456 4,553 104 'FY 2002 ACTUAL 3,976,579 31,405 8,828 158,681 233,476 167.793 6,625 18,].40 20,734 9,088 52,540 43,034 679,027 547,955 4,878 33,703 44 814 15,903 1,660 38,530 6,049,439 9,943 6,343 18,049 408 7,713 8,506 57 FY 2003 BUDGET 4,405,756 32, 315 89,499 239,170 145,829 8,900 3,458 10,845 49,292 44,800 735,407 642,976 8,609 34,850 400 200 30,000 7,200 37,800 6,527,306 7,500 4,500 5,858 13,475 480 13,500 100 5,000 FY 2004 RECOMMENDED 4,600,004 34,969 95,656 357,668 153,091 8, 900 3,458 11,420 55,195 48,100 933,033 818,584 9,162 36,800 400 2O0 17,000 7,200 37,800 7,228,640 10,204 4,500 6,330 3,634 6,616 480 13,500 100 6,000 PROGRAM - 1 - COMMUNITY PROTECTION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 11 - Police Department FUNB ACCOUNT ......... TITLE ......... FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2004 RECOMMENDED 010 71110 MISC. OFFICE EQUIPMENT 1,524 750 0]0 7]].11 DICTATION EQUIPMENT 480 15,500 010 71123 SOFTWARE 2,682 010 71129 SCANNER 2,550 2,850 0]0 71211 DESKS/CHAIRS 8,334 3,013 5,000 5,000 010 71214 FILES 1,386 521 680 1,340 010 71215 STORAGE CABINETS 1,110 010 62170 SUBSCRIPTIONS-BOOKS-MAPS 952 1,636 1,500 1,500 010 62190 DUES & MEMBERSHIPS 540 870 860 860 010 62205 POLICE LIABILITY INS 43,482 35,483 36,456 41,967 010 62310 TRAVEL-CONFERENCES 683 3,156 2,500 2,500 010 62320 TRAVEL-CITY BUSINESS 6,916 3,552 4,000 4,000 010 62340 MILEAGE/LOCAL TRANSP 5,655 6,378 3,588 3,580 010 62360 EDUCATION & TRAINING 30,799 67,675 47,250 56,250 010 62421 TELEPHONE '24,142 28,962 26,900 30,640 010 62431 PROPERTY MAINTENANCE 67,531 57,917 67,000 80,205 010 62436 RENTAL OF SPACE 792 726 792 792 010 62441 INSURANCE, PROPERTY 197 230 1,400 010 62443 GENERAL LIABILITY INS 9,097 7,852 8,000 20,191 010 62511 FUEL, MOTOR VEHICLE 85,622 75,129 9],615 80,390 010 62521 MOTOR VEHICLE MAINT. 82,248 59,205 87,039 62,202 010 62528 MOTOR VEH. MAINT. OUTSOUR 34,332 ].9,360 24,100 24,100 ~ 010 62611 MACH/EQUIP MAINTENANCE 8,732 7,124 . 9,125 9,625 010 62614 EQUIP MAINT CONTRACT 6~ 976 5, 664 6,900 6,900 010 62663 SOFTWARE LICENSE EXP 168 ].25 15,570 44,453 010 62669 PROGRAMMING 54,428 53,302 67,404 75,14]. 010 6267] MISC. OPERATING SUPPLIES 86,686 89,171 69,500 69,500 250 62671 MISC. OPERATING SUPPLIES 191 010 62672 INVEST. SUPPLIES 750 750 750 010 62695 ABANDONED VEH EXPENSE 7~,362 74,440 65,000 70,000 010 62'725 BILL COLLECTION SERVICES 767 9 010 62731 MISCELLANEOUS SERVICES 10,440 5,634 4,000 ]5,500 010 62747 MACH/EQUIPMENT RENTAL 4,300 7,800 7,800 7,800 010 62761 PAY TO OTHER AGENCY 86,736 14,5].2 25,570 25,570 TOTAL Supplies and Services 828,245 677,681 723,632 787,]88 PROGRAM - I - COMMUNITY PROTECTION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 11 - Police Department FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2004 RECOMMENDED 010 71310 AUTO/JEEP REPLACEMENT 38],212 107,399 216,900 183,900 010 71517 LIGHTING EQUIPMENT 5,516 849 1,650 2,350 TOTAL Machinery and Equipment 400,655 112,892 227,260 211,690 010 72210 VISIBAR LIGHTS 4,553 1,524 13,734 010 72211 RIFLES 2,480 1,117 1,700 1,700 010 72212 RADAR SPEED DETECTOR 17,708 2,780 2,800 5,195 010 72213 BODY ARMOR 22,17~ 15,550 13,392 13,392 0]0 72214 SHOTGUN 1,370 408 800 800 010 72215 BREATH ANALYZER 407 465 465' 010 7221~ 9 MM PISTOLS 592 592 010 72217 STUN GUNS 500 010 72218 OTHER POLICE EQUIPMENT 12,316 2,031 14,390 11,920 ~ 010 72410 PAGER/RADIO EQUIPMENT 15,440 6,390 5,860 o 010 72416 VIDEO EQUIPMENT 1,360 7010 72417 CAMERA RELATED EQUIPMENT 180 1,582 1,400 1,600 TOTAL Machinery and Equ±pmenn 60,783 40,840 43,789 55,258 TOTAL DEP/DIV: Police Deparrmenr 7,094,805 7,521,987 6,880,851 8,282,776 FUND - 010 GENERAL FUND PROGRAM--PROTECTIVE SERVICES CITY OF DUBUQUE RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT POLICE DEPARTMENT ACT, ACCT 11110 51100 '11110 51103 11180 53202 11190 44821 11190 53302 11190 54303 11220 43510 11220 53302 11220 54303 11250 54303 11321 43270 11322 43276 11764 43242 11700 44173 11700 45311 1.11700 51201 o11700 51202 ~ 11700 51203 11700 52503 11700 53302 11700 54203 11700 54302 11700 54303 11710 52361 11720 43203 11751 43242 11752 43242 11754 43245 11757 43242 11760 43400 11761 43244 11762 43244 11763 43242 11763 43400 11765 43244 010638 43510 010789 43510 TOTAL ......... TITLE ......... FY 2001 ACTUAL AGED PARKING FINES 749 PARKING TICKET FINES 117,219 PRIVATE PARTICIPANT 32,075 POLICE ACCIDENT REPORTS 10,709 MISCELLANEOUS REVENUE 70,785 REIMBURSEMENTS-GENERAL 23,850 COUNTY SHARE MISCELLANEOUS REVENUE 8,885 REIMBURSEMENTS-GENERAL 19,719 REIMBURSEMENTS-GENERAL 170 NARCOTICS GRANT 4,092 NARCOTICS GRANT FED AID-LAW ENFORCEMENT 11,150 PENALTIES 17,215 SPECIALIZED SERVICES 9 IA DISTRICT COURT FINES 206,624 ADMIN. PENALTY 278 CIGARETTE PENALTIES 4,100 VEHICLE SALES 54,236 MIS CELLANEOUS REVENUE 3,838 COUNTY REF-WlTNESS FEE 161 DAMAGE CLAIMS 23,616 REIMBURSEMENTS-GENERAL 10,485 RACING ASSOCIATION 218,547 TRANSPORTATION SECURITY ADMIN. FED AID-LAW ENFORCEMENT 196 FED AID-LAW ENFORCEMENT 4,001 GRANT, DOMESTIC ABUSE 5,846 FED AID-LAW ENFORCEMENT 903 STATE GRANTS 64,441 LAW ENFORCE BLOCK GRANT 35,845 LAW ENFORCE BLOCK GRANT 29,605 FED AID-LAW ENFORCEMENT 14,891 STATE GRANTS LAW ENFORCE BLOCK GRANT COUNTY SHARE COUNTY SHARE POLICE DEPARTMENT 994,240 FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM. 24,200 30,000 13,401 13,000 71,259 65,000 25,586 28,978 12,602 15,620 1,440 2,000 24,787 24,375 4,612 2,000 2,085 15,000 70,342 91,520 11,050 11,000 13,073 17,000 1 200,884 180,000 4,000 7,400 7,500 21,986 46,000 1,889 3,500 11 44 10,000 10,030 10,500 225,312 215,395 4,067 6,000 654 36,836 40,688 824,238 30,000 30,000 13,000 13,000 65,000 70,000 28,978 30,808 15,620 16,704 2,000 1,500 24,375 22,227 2~000 2,000 2,000 2,000 91,520 72,043 11,000 11,000 17,000 15,000 200,000 200,000 2,000 2,000 7,500 5,000 46,000 45,500 3,500 1,800 10,000 10,000 10,500 10,500 215,395 237,714 67,000 96,178 4,000 4,215 22,655 33,041 33,041 8,273 24,385 50,217 9,190 9,190 840,619 1,008,091 907,247 C TY OF DUBUQUE, IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 11 POLICE DEPARTMENT FD JC WP-GR JOB CLASS 61010 Full Time Employee Expense 010 7100 GE-44 010 7075 GE-40 010 6950 GE-38 010 6850 GE-36 010 0460 GE-27 010 0825 P-01 010 6700 P-02 010 6400 P-01 010 0325 OE-04 010 0225 GE-24 010 0225 GE-25 010 6150 OE-03 TOTAL POLICE CHIEF ASSISTANT POLICE CHIEF POLICE CAPTAIN POLICE LIEUTENANT STENOGRAPHER POLICE RESOURCE OFFICER POLICE CORPORAL POLICE PATROL OFFICER CLERK TYPIST SECRETARY LAW ENFORCEMENT DATA ENTRY PARKING METER CHECKER FULL TIME EMPLOYEES 61020 Part Time Employee Expense FY 2002 FY 2003 FY 2004 FTE BUDGET FTE BUDGET FTE BUDGET 1.00 77,771 1.00 83,958 1.00 91,155 1.00 69,784 1.00 73,876 1.00 76,010 5.00 310,546 5.00 323,331 5.00 354,668 8,00 443,934 8.00 462,979 8.00 500,882 1.00 35,325 1.00 37,008 1.00 38,147 1.00 45,063 2.00 81,905 2.00 86,410 13,00 573.424 14.00 656,495 14.00 689,279 62.00 2,430,155 61.00 2,524,848 61.00 2,637,942 3.00 75,222 2.00 56,490 2,O0 59,445 1.00 30,449 1.00 31,552 1.00 32,468 1.00 31,199 1.00 33,608 96.00 4,091,673 97.00 4,363,701 97.00 4,600,004 010 0326 OE-04 CLERK TYPIST 1.25 36~9~..O_ 1.25 32,315 1.25 34,969 TOTAL PART TIME EMPLOYEES 1.25 36,970 1.25 32,315 1.25 34,969 TOTAL POLICE DEPT. 97.25 4,128,643 98.25 4,396,O16 98.25 4,634,973 Information Services PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Administration Information Services/ Data Processing Chris Kohlmann, Information Services Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Information Services FY02 Accomplishments 1. Replacement of pemonal computers, servers and printers throughout the City. During FY02, Information Services staff specified, recommended, purchased, installed and configured approximately sixty-six personal computers. Computers replaced were those that were at least five years old. 2. Installation and Upgrade of Servers. Dudng FY02, Information Services staff with assistance from network service providers' installed 2 new netware servers and performed major upgrades on 18 servers to be consistent with the current technology. Continuing support for DLEC. Information Services staff continues the role of providing support for automated systems at the Dubuque Law Enforcement Agency. Staff is providing systems administration, network and operations support for all end-users at DLEC. Staff participates in a City- County groups to discuss the present sYstems installed at DLEC as well as to discuss future options for automated systems. Staff provided training for basic Windows operation along with GIS to County and City staff during FY02. 4. GIS During fiscal year 2002, data conversion of the Water Utility was completed. Data conversion was being performed externally by ASI Corporation from Waukesha, WI. Data preparation and quality control was performed internally by the Water Distribution Department. All data converted was required to meet 99 percent accuracy of converted features. The water layers converted included hydrants, fittings, valves, mains, sleeves and service connections. Scans have also been done on all taps slips, hydrant cards, valve cards, as-builts and atlas pages. An application to retrieve the scans within a mapping project has been written. Work continues in the Engineering and Planning Departments to bring all data up to a current state and continue maintenance on a regular schedule. All total, the database will encompasses 27 graphical coverages of various detail, along with an extensive array of text data. -106- Information Services staff has assisted extensively with training, project and conversion management, installation and maintenance of hardware and software, and budget preparation. Departments added as GIS users in FY02 included Police, Economic Development, Health and Building. 5. Wide Area Network Networking to remotely located sites will be accommodated by the fiber optics backbone installed over the next two years. The first phase of the network connecting City Hall Annex, City Hail, Fire Headquarters and the Dubuque Law Enforcement Center was completed in July 1998. A wireless connection to the Water Distribution facility at 505 Adams and to Operations and Maintenance on Kerper was completed as part of this request as well. Installation of new broadband modems serving Fire Stations and Housing Services was completed in 1999. These modems provide access to network resources and use will expand as training is done for these users. Much work is necessary to fine tune and trouble shoot the modems. The second phase of this project was completed in FY 00. This continued the connection from the Law Center to the Parking Ramps and Carnegie Stout Public Library. Much ofthe underground work was greatly assisted by "piggy backing" on construction projects in the downtown area. During fiscal year 2001 a fiber optic link connecting the new parking ramp, Harbor View and Five Flags Civic Center to the existing fiber optic backbone was completed. This connectivity allows for use of the City's fiber for telephone and data to Five Flags and data connectivity to Harbor View for support of Greater Dubuque Development Corporation. During FY02 fiber optic cable was run to the Fourth Street parking ramp the fiber will support card key and telephone for this facility. Fiber was also completed from Carnegie Stout Public Library to City Hall Annex and removed from an area of construction at the Jail expansion site. Upon completion of the Jail, fiber will be re-run to the DLEC and the new Jail. With this fiber in place the City will have completed a fully redundant loop of fiber optic cable serving all of the "downtown" City facilities. 6, Continuing Support and Trouble Shooting Staff continues to offer daily support to end-users in the areas of software problem determination, debugging, hardware maintenance and repair and procedural problem solving. As more end-users are added, this area of support has grown. 7. Standardization of Desktop Computers In FY02 Information Services staff lead a standardization task fome consisting of end- users and IS staff. The goal of this group is to implement standard policies and procedures for all users of technology in the City. The standards will result in a more secure and maintainable computing environment for all users throughout the City. -107- 8. Support of Greater Dubuque Development Corporation Staff continues to provide support for end-users at Greater Dubuque Development Corporation. This site utilizes a local area network, extensive Internet access, complex presentations and work with a variety of software packages. Work has ihcluded consistent review and evaluation of their current system, recommendation for system (hardware, software and network) upgrades and changes. Staff serves as a resource for trouble shooting problems and software questions. Staff assisted in FY01 with the physical move of GDDC to their new site as well as provided technical assistance in the evaluation of their structured wiring and network electronics needs at their new location. 9. Continuing system of backups, virus detection and inoculation and off-site storage. Staff continues in the role of steward for all data maintained on the central servers by maintaining a system of regular backups and off-site storage. Staff also has taken a proactive role in obtaining up-to-date virus detection and inoculation software and implementing it on personal computers throughout the City. Efforts continue to educate end-users on steps to be taken in order to prevent infection from virus. 10. Permit Tracking During FY 02 staff continued worked with users of Permit Tracking in Planning, Building, City Clerk and Engineering departments on the implementation of enhanced reporting and functionality to the permit tracking system. Software from Accela has been installed. Staff assisted with the implementation of changes and continues in the role of systems administration. The City has utilized Permit Tracking since February of 2001. Web Site Development During FY01, Information Services lead a team of employees to complete the selection of a vendor for Web Site development. Woodward Internet Solutions was chosen to implement the '~template-based' web site. Information Services provides support to end- users as they work with the web site. The Web Site Task Force continues to work with user departments and ~he web site developer in determining future web site needs. 12. Council Laptops During FY01, Information Services assisted in the implementation and setup of laptops for the Dubuque City Council to use with a paperless agenda: Staff supports council with regular updates to PC's, training sessions and hetp desk response. 13. Training During FY02, Information Services coordinated the training of approximately 80 County sheriff's department end users in classes for Beginning Windows and computer use. Training was done at the Dubuque Law Enforcement Center with IS staff conducting the training. Beginning and advanced GIS Training (ArcView) was conducted for 20 City employees using the University of Dubuque Computer Lab in coordination with Cartegraph Systems and Patrick Engineering. Patrick Engineering also conducted a three day GIS training session in Arc 8 for Water Distribution and Information Services staff. -108- 14. On-Call During FY01, Information Services instituted off-hours computer assistance. This service is available evenings, weekends and most holidays and is staffed on a rotating basis. In FY02, staff began expanding the departments it offers the after-hours on-call services to. Complaint Tracking During FY02, Information Services began working with a pilot group of end-users and Woodward Internet Solutions to implement a web-based complaintJcitizen inquiry system. It is antiCipated the system will be fully implemented by the pilot group by 01-03 and other departments as the year progresses. 16. Network Support Beginning in FY02, Information Services began a monthly schedule of network downtime for troubleshooting and preventative maintenance on all servers and network equipment. This time allows for updates and work that keeps equipment on current levels of software and testing that cannot be done while end-users are utilizing the equipment. During the network support time, end-users are encouraged to perform regular maintenance tasks on their individual pc's and printers. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: IS staff will continue to offer systems, development, network and database administration for the Geographic Information System. IS staff members will work with individua] departments and work groups as projects are designed and developed. IS will maintain a leadership role in the project insuring its momentum and implementation for the City. It is anticipated for FY04 to perform significant-upgrades in the software and database technology used for GIS. Training will be offered to departments to learn the new functionality of the software. IS will continue implementation of high-speed data communications (wired and wireless) to City facilities. In the current fiscal year, connection to remotely located departments is scheduled along with connection to sites at the Port of Dubuque. IS will continue fine-tuning, report writing and troubleshooting all legacy application software. IS will perform the installation of enhancements as they are needed. IN FY03 the IS department in conjunction with the Finance Department will begin studying the alternatives for update or replacement of the existing Financial software. IS will continue to provide a stewardship role, in determining a responsible implementation and use of all of the City's networks and computer resources. IS staff wilt continue to work towards standardizing the end-user's desktop to provide for the most functionality to the user while not compromising the maintainability of the system. IS will provide continuing one-on-one and coordination of group training opportunities to meet the needs of new and existing users. The focus for these training opportunities will -109- 10. 11. 12. 13. 14. include basic computer operation, operating systems, Internet Explorer, Excel, Word and GIS software. Other topics could be included as the needs present themselves. IS will continue to recommend and instalt updates for various applications and hardware as needed. These will include specification and replacement of "aging" personnel computers and printers. IS staff will assist users at DLEC in implementation of new software and the conversion of data from the current system. IS will continue to provide leadership and direction to the web-site development project to insure it meets the end-users needs in terms of functionality and reliability. IS will work with departments in implementation of vadous applications of "web-enabled" technologies. This would be in conjunction with implementation of a City-wide web site. IS will work to deploy GIS and Citizen Inquiry systems to the public via the Internet. IS will continue to strive for utilizing automated tools that allow for better and more efficient administration of desktop computers. It is the intent of Information services to utilize a "service ticketing" system in FY03 to better track calls from users and respond more effectively. IS staff will continue to work with departments in FY 03 and beyond on development of an Action P~ans for Technology. This activity will work with departments in applying a visioning process to determine where technology can assist their operation. This provides a better "road map~ for individual departments as well as looks at each area and how they fit into an organizational "road map." IS staff will continue to pursue opportunities for outsourcing some of our services where applicable. Staff will work with specifying sol, rare, hardware and data communications to meet the needs of the convention center. Staff wilt perform significant upgrades in server and database technology in FY04 to better meet the needs of software that is implemented. This upgrade will also provide for a well- supported technical environment for the future. IS will work with departments as "tablet-based" field computing is studied. The specific departments interested in embracing this technology include Building, Water Distribution, Housing and Engineering. Work with Police and Sheriff's departments on the implementation of new mobile computers could be done in conjunction with this work as well -110- INFORMATION SERVICES DEPARTMENT Budget Highlights Employee Expense Supplies and Services Total Operating Revenue Cable TV Charges-network support FY 2003 FY 2004 Dollar Adopted Recommended Change $ 379,432 $ 415,384 $ 35,952 89,777 149,927 60,150 $ 469,209 $ 565,311 $ 96,102 198,069 267,540 69,471 64,950 73,492 8,542 $ 206,190 $ 224,279 $ 18,089 8.8% Property Tax Support Peroentlncrease (Decrease) Decision Package Summary 1 ofll This decision package provides for replacement of servers utilized for Document Imaging, GIS, database used for permit tracking and GIS, Fire incident reporting and parking violations. This solution provides for replacement of the servers and configuration of the servers in a shared storage environment. The shared storage configuration will accommodate up to eight servers~ The five main NT servers will be 6 to 7 years old in FY 2004. Replacement of these was delayed in light of the significant Netware upgrades done in FY 2003. The Windows NT operating systems utilized on these servers will no longer be supported by Microsoft as of January 1, 2004. Related Cost: $100,000 - Non-Recurring Property Tax Impact: +.0636/+.63% Activity: Information Services Not Recommended Alternate Cost: $75,000- Non-Recurring Without storage area network Recommended in CIP 2 ofl'l This decision package replaces the existing network switches at City Hall Annex, City Hall, Fire headquarters, and the Dubuque Law Enforcement Center. As of October 2002 these switches are no longer supported by Nortel or CEC. Finding replacement equipment should a device fail would be difficult and would likely require replacement of the switch with new gigabit Ethernet ' equipment. This project is currently scheduled through the GIS project to be done in FY 05 and FY 06. Related Cost: $84,000 Phase I - Non-Recurring $92,800 Phase II Property Tax Impact: +.0534/+.53% Activity: Information Services Not Recommended -111- 3 ofll This decision package provides for the installation of GroupWise software on a new Netware server to provide flexible, integrated email, scheduling and task, contact and document management capabilities across traditional, Web-based and wireless clients. This allows streamlining of internal and external communications so that employees and partners work together to complete projects with optimum efficiency. Related Cost: $38,324- Non-Recurring Annual savings $9,514 Property Tax Impact: +$.02441+.24% Activity: Information Services Not Recommended 4 of 11 This decision package provides for installation of Border Manager software on a new Netware server. This software provides intemet security, filtering and monitoring software. Related Cost: $15,000 -Non-Recurring Recurring Cost $12,630 Property Tax Impact: +$.00961+.10% Activity: Information Services Not Recommended 5ofll This decision package provides for increasing the hours of the annual maintenance contrac~ for all NT and Novell Operating Systems support from the current 25 hours per month to 40 hours per month. This provides up to 40hours of on-site technical support per month, which could be applied on any City-maintained NT or Novell server. Related Cost: $11,250 - Recurring Property Tax Impact: +$.0072/+.08% Activity: Information Services Not Recommended 6 of 11 This decision package provides for the addition of a GIS Coordinator position. A staff peson is needed to be dedicated to the function of coordinating GIS needs and standards for all users across the City. Related Cost: $61,250 - Recurring Property Tax Impact: +$.0390~+.39% Activity: Information Services Not Recommended 7 ofll This decision package allows for continued support of the latest versions of software by increasing staff training for a broader choice of classes and more staff to receive instructor training. Related Cost: $5,000 - Recurring Property Tax Impact: +$.0032/+.04% Activity: Information Services Not Recommended -112- 8 ofll This decision package provides for physical improvements to the Annex to address space and furniture needs. The number of servers is growing, and space is becoming a problem. This would provide a separate server room outside of the current location and provides flooring, lighting, shelving and racks, chairs and wall covering. Related Cost: $25,200 - Non-Recurring Property Tax Impact: +$.0161/+.16% Activity: Information Services Not Recommended 9 oftl This decision package provides three palm pilots for staff. Related Cost: $600 - Non-Recurring Property Tax Impact: +$.0004/+.01% Activity: Information Services Not Recommended 10 of 11 This decision package provides for installation of a Citrix Winframe server to begin a 20 user "pilot" program to utilize "thin' clients for end-users requiring a very basic desktop or for clients such as Operations and Maintenance that operate in a very dusty environment. Related Cost: $12,000 - Non-Recurring Property Tax Impact: +$.00771+.08% Activity: Information Services Not Recommended 11 ofll This decision package adds a second Information Technology Specialist to the Information Services Department to take calls from departments having questions/problems and work with the individual on the telephone to trouble shoot. Related Cost: $48,196- Recurring Property Tax Impact: +$.0307/+.31% Activity: Information Services Not Recommended Significant Line Items Information Services uses a recharging system for non-legacy end users for network installation, PC set-up, maintenance, trouble-shooting and repair charges. Maintenance contract amounts have appeared in users departments who have opted to sign service agreements with Information Services since fiscal year 2000. Specialized services revenue related to these contracts is increasing from $69,972 to $93,656 due to increases in the Novell Licensing charges have increased from 0.00 in FY03 to $27,935 in FY04. This is a corporate change among most of the major software vendors to license their products per user and on an annual basis if an organization wishes to receive support, patches and upgrades. -113- A portion of the network specialists time (1.15 full time equivalents) was charged to the Cable TV fund beginning in FY 2003. This has been continued for FY 2004. Miscellaneous revenue generated from programming and systems support recharges is going from $81,790 to $92,587 and revenue from operator, supplies and maintenance recharges is going from $46,308 to $81,297. The personnel complement remains the same as fiscal year 2003. The Software License expense includes: Arcview and Arcinfo ($12,098), Informix ($11,118), IBM AIX ($1,856), Novell ($27,935) and other ($2,901). The increase over FY 2003 is $27,031 and is due primarily to the Novell licenses of $27,935. Machinery and Equipment Maintenance includes $14,099 for the IBM maintenance agreement for the Pentamation server and peripherals, $24,000 for fiber optic network maintenance, $30,000 for network services and $1,514 for the burster and decollator. The increase over FY 2003 is $30,392, which is due pdmadly to an increase in the network services from $3,772 to $30,000. -114- City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 ~PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGE City Manager's Office Geographic Information System (GIS) Implementation General Fund/Sales Tax/ $ DRA Utilities/Section 8/ Cable RUTF/Stmet Construction 175,000 $ 333,328 $ $ - $ 508,328422 PROGRAM/DEPT City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2008 FY 2006 FY 2007 FY 2008 TOTAL PAGE Information Services City-Wide Microcomputer and Printer Replacements General Fd/Road Use TaxlRefuselLandfilll Sewer/WatedParking/ Cable TV/Garage Serv. $ 374,674 $ 150,510 $ 215,445 $ 305,974 $ 228,130 $ 1,274,733 427 PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Administration Information Services/ Data Processing Data Processing GOAL Provide moro efficient and effective information processing by maintaining a centralized data processing center for all City departments and divisions. This service is provided by utilizing modem data processing techniques to record, compute, store, and process information. DESCRIPTION This Activity provides leadership in the modification, conversion, implementation, user training and operations support for installed and to be installed applications.. The Data Processing Activity is staffed by an information services manager, a senior network/systems administrator, two lead applications/network analysts, one information technology specialist, and a user technology specialist. Ail are located on the second floor of the City Hall Annex at 1300 Main Street. SERVICE OBJECTIVES To provide direction for current and future data processing activities by: a) continuing to plan and organize improved data processing methods for the City; b) coordinating all data processing activities with user departments; c) rosearching new and innovative concepts in the data processing area and providing communication of these to staff and management; d) providing assistance and training to department personnel in user application system operation; e) scheduling user group meetings to discuss curront application system needs and enhancements; and f) continuing to expand users' access to necessary and vital data. To meet the needs of current users for timely systems maintenance and program improvements by: a) providing administration and support to the utility billing, business and animal licensing; b) communicating user needs and questions to the vendors of utility billing, payroll, finance, budget, equipment maintenance, accounts receivable and parking violation systems; c) scheduling and processing, all input data and output records for the utility billing, finance, budget, payroll/personnel, business and animal licensing, and accounts receivable systems; Administrative Services/ Information Services Data Processing -117- 4 d) maintaining the file transfer activity necessary to prepare meter reading data for processing by UtiliCorp; and e) maintaining the file transfer activity necessary to process Automated Clearinghouse (ACH) payments for Utility Billing and accounts payable check reconciliation. To provide the database and billing capability necessary for the Finance Department to bill quickly and properly as well as answer customer inquiries promptly and accurately by: a) providing networked computers with inquiry and update capabilities for all customer accounts during work hours; b) processing approximately 21,000 water, sewer and refuse bills monthly and their accompanying payments, adjustments and meter readings daily; c) processing approximately 1,250 parking violation past due notices monthly, which includes parking tickets issued and their accompanying payments and adjustments; d) processing approximately 600 license renewals, 160 past due license renewals annually, and 1,350 accounts receivable bills monthly; and e) processing 9,200 animal licenses, 7,350 renewal notices, and an accompanying 1,550 delinquency labels annually. To provide accurate and efficient accounting and reporting systems for City departments by: a) producing approximately 1,370 accounts payable checks four times a month and 730 payroll checks biweekly along with the required financial reports; b) preparing City financial and operating reports within five working days of the end of each pedod (on-tine computers provide inquiry and update capabilities of financial data); c) preparing the detailed budget request forms and reports necessary to efficiently analyze budget requests; d) preparing personnel reports for departments to better manage human resources; e) preparing monthly and annual accounts receivable control and subsidiary ledgers; f) producing reports and diskettes to meet federal reporting requirements for W-2 and 1099 processing; and g) decollating, bursting and signing approximately 540 Section 8 Rental Assistance checks each month. To encourage continued professional development of the staff by~ a) providing for attendance at Various data processing classes and maintaining a membership in URISA, Mississippi Valley Netware User's Group, and Government Management Information Sciences; and b) obtaining necessary training for staff members in the areas of UNIX operating systems, the Internet, Novell and NT network administration and troubleshooting, client]server technologies, GIS and database design and implementation. To maintain public confidence by: a) indicating responses to citizen requests within 24 hours and providing accurate and timely public information; b) providing a sound and responsible process of system backups; c) providing off-site storage of critical data; d.) providing for backup/replacement equipment for use in disaster recovery situations for mission critical systems; Administrative Services/ Information Services Data Processing -118- 9. 10. e) providing an up-to-date inventory of all computer resources in the City of Dubuque and insuring legal licensing of desktop software; f) providing for adherence to City-wide software and hardware standards; g) providing for installation, training, and update on virus detection software; and h) providing for an adequate system of security to ensure the protection of mission critical data. i) providing for standard desktop settings, policies and operating procedures To assist City departments to improve the efficiency and effectiveness of their operations by: a) providing the technical ability to design, debug, implement and support current and future application systems; b) providing the technical ability to maintain complete and accurate network, systems and associated operations documentation; c) providing assistance to departments in the study and specification of computer software and hardware to meet their needs; d) providing hardware repair assistance to current and future users of personal computers; e) providing for implementation, maintenance and training of all users of a City-wide Internet and E-mail system;. f) Maintaining and trouble shooting approximately 333 e-mail accounts g) Providing for server support and maintenance for 9 Netware servers and 21 NT/2000 servers and 2 Unix Servers across a wide area network; h) Providing for end-user set-up and support of approximately 420 users using tools that allow for remote management and update of workstations to the greatest extent possible. To maintain the training and microcomputer support capabilities of staff by providing for training materials ($3,000) in support of this effort. To provide technical assistance in the design, development, implementation and integration of the City's Geographic Information System; DAGIS. To Provide network design, implementation and administration functions for ali networks insudng compatibility and access to vital data using both "wired" and wireless technologies; a. Monitoring the health of all network hardware and taking necessary actions if problems or failure should occur; b. Maintaining uP to date patches and fixes to all workstations and servers connected to the network through a schedule of regular maintenance days and on an as-needed basis; c. Maintaining a service contract ($24,000) on all network hardware d. Trouble shooting any network performance problems and making necessary adjustments to address problems e. Maintaining documentation of the configuration of all network hardware components f. Studying alternatives to replace or update aging network components g. Providing design and planning assistance for future wide area networking opportunities to connect all City facilities on a stable and robust network backbone h. Insuring firewall and security components are properly maintained on the network to preclude unauthorized access Administrative Services/ information Services Data Processing -119- 11. To provide technical assistance to departments in their update and maintenance of the City's web site a) Setting up and maintaining user accounts and access rights; b) Trouble shooting update problems and; c) Leading future planning activities of the web site The following graph depicts the Three Year Projected Work Plan in semiannual increments developed for the Information Services Department. Although this list of applications is not all encompassing as to future applications, which will be peri'ormed within the next three years, it is considered to be the primary direction, which the City will explore. The priority of these applications will be based primarily on the recognized need by the various departments throughout the City and their relationships to one another. It is recognized that flexibility must be maintained both within the described applications and also those applications yet to be defined which might take priodty because of management needs and requirements. This chart also demonstrates the impact of microcomputers on staff workload/assignments and our attempt to coordinate the growth and development of all applications. THREE YEAR PROJECTED WORK PLAN FY01 FY02 FY03 FY03 FY04 Actual Actual Budget Revised Recom'd 1 2 1 2 1 2 1 2 1 2 Advice/Consultation/Research X X X X X X X X X X Network Desig n/Implementation/Support X X X X X X X X X X Computer Installation/Training/Repair/Soft ware Support X X X X X X X X X X Legacy System Support X X X X X X X X X X GIS Deign/Development Implementation X X X X X X X X X X DLEC Automated System Support X X X X X X X X X X Year 2000 Project Management X X X Council Laptop Support X X X X X X X X Study of Financial System X X X Administrative Services/ Information Services Data Processing -120- BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay TOTAL BUDGET Funding Summary GeneralFund Cable TVFund TOTAL BUDGET Revenue Generated FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 6.00 6.00 6.00 $328,820 $353,679 $379,432 45,257 81,514 89,777 30,426 6,064 $404,503 $441,256 $469,209 $404,503 $441,256 $404,403 $441,256 $181,564 $189,306 $404,259 64,950 $469,209 $198,069 6.00 $415,384 149,927 $565,311 $491,819 73,492 $565,3il $267,540 FY 2001 FY 2002 FY 2003 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET Workload 2 5 Total utility bills prepared 261,000 248,601 246,000 Total utility service interruption notices prepared 18,500 14,712 14,900 Total accounts payable checks wdtten 15,300 15,549 1600 Total payroll checks wdtten 17,900 18,926 18,600 Total license renewal labels (business labels) 600 600 650 Total license past due labels (business labels) 160 160 160 Total accounts receivable labels (City Clerk) 385 418 400 Total parking ticket past due notices 15,000 15,000 15,000 Total accounts receivable bills 16,200 16,200 16,250 Administrative Services/ Information Services -121- FY 2OO3 FY 2O04 REVISED RECOM'D 5 246,000 249,000 14,900 14,900 16,400 , 15,500 18,600 18,500 650 650 160 160 ' 400 420 15,000 15,000 16,250 16,250 Data Processing FY 2001 FY 2002 FY 2003 FY 2003 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED Total animat licenses prepared 9,200 9,085 9,200 9,200 Total animat license renewal notices 7,300 7,088 7,350 7,350 Total landfill bills prepared 1,860 1,920 1,860 1,860 Total animal license past due labels 1,500 1,500 1,550 1,550 Network administration/system suppoWinstallation (hours) 1,900 2,305 2,500 2,500 Police administration/ support (hours) 2,515 3,200 2,620 2,620 Training/PC repair (hours) 786 1,520 1,519 1,620 Total GIS Support Hours 1600 1677 Total Section 8 checks processed 5655 6,864 6500 6500 Total W-2's written (calendar) 1,000 1065 1,100 1,100 Total 1099's written (calendar) 165 205 165 165 Total Payroll Direct Deposit Records prepared per month 317 335 Total Utility ACH payments processed (per month) 3,600 4,591 4,200 4600 Total checks reconciled via ACH 15,300 15,549 18,000 16,300 Total Users Supported 421 Totat Servers 42 NT 21 Netware 9 Unix 2 Total PC's 260 285 Total Printers 125 135 FY 2OO4 RECOM'D 9,200 7,250 1,900 1,500 2,500 2,620 1,720 1677 6,900 1,100 2O5 350 4600 16,300 421 42 21 9 2 285 135 Administrative Services/ information Services Data processing -122- PERFORMANCE MEASURES Total All Devices (Includes PC's Printers, Scanners, PaJm Pilots, Copier/Printers) Total New or Replacement PC and Printer Installs Total Server installs/upgrades Total Miles of Fiber Optic Cable Total Network Switches, Routers, Hubs Total Broadband modems Total Wireless Users Total Internet Users Total E-Mail Accounts Total Intemet Dial-up users Applications Supported by User Count: Pentamation - Finance Pentamation - Human Resources Pentamation - Utitity Billing Pentamation - Budget Pentamation - Accounts Receivable Pentamation - Animal Licensing Pentamation - Fixed Assets Permit Tracking GIS Ambulance Billing Administrative Services/ Information Services FY 2001 ACTUAL FY 2002 ACTUAL 42O 66 -123- FY 2003 BUDGET FY 2003 REVISED 42O 45 2O 1.21 FY 2004 RECOM'D 42O 52 5 2.83 26 3O 9 9 18 18 375 375 333 367 39 5 94 94 14 14 20 20 77 77 11 11 11 11 9 9 31 36 40 45 4 4 Data Processing PERFORMANCE MEASURES Emergitech (DLEC) (all modules) Emergitech (Non-DLEC) (all modules) DLEC Mobile Interface DLEC Mobile Accident Reporting (TRACS) DLEC Finger Printing Note - there are approximately 18 other applications used by 1 - 20 people at DLEC) Web Site Update Document Imaging Fire Incident Reporting Parking Ticket Parking Ramp Billing Complaint Tracking Routematch Transit Users FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET 6O 24 8O 7 7 FY 2003 REVISED 7O 16 120 120 20 FY 2004 RECOM'D 80 16 120 120 2O 62 62 24 24 80 80 7 7 7 7 14 20 5 5 Administrative Services/ Information Services Data Processing -124- pROGRAM - 4 - POLICY & ADMINISTRATION DEPARTMENT -77 - Information Services Department FUND ACCOUNT ......... TITLE ......... FY 2001 AcTuAL 010 61010 540 61010 010 61020 010 61050 540 61050 010 61092 010 61310 540 61310 010 61320 540 61320 0]0 61410 1540 614].0 ~o010 61430 ~540 61430 010 61450 540 61450 010 61470 010 61650 TOTAL Wages 010 62010 0]0 62030 010 62070 010 62090 010 62110 010 62130 010 62170 010 62190 0].0 62310 010 62340 010 62360 0]0 62421 010 62431 010 62441 010 62443 0]0 62611 FULL-TIME EMPLOYEES FULL-TIME EMPLOYEES PART-TIME EMPLOYEES OVERTIME PAY OVERTIME PAY VACATION PAYOFF IPERS IPERS SOCIAL SECURITY SOCIAL SECURITY HEALTH INSURANCE HEALTH INSURANCE WORKMENS' COMPENSATION WORKMENS' COMPENSATION LIFE INSURANCE LIFE INSURANCE UNEMPLOYMENT INSURANCE EMPLOYEE PHYSICALS and Benefits OFFICE SUPPLIES POSTAGE AND SHIPPING OFFICE EQUIP RENTAL PRINTING ~ BINDING COPYING/REPRODUCTION LEGAL NOTICES & ADS SUBSCRIPTIONS-BOOKS-MAPS DUES & MEMBERSHIPS TRAVEL-CONFERENCES MILEAGE/LOCAL TRANSP EDUCATION & TRAINING TELEPHONE PROPERTY MAINTENANCE INSURANCE, PROPERTY GENERAL LIABILITY INS MACH/EQUIP ~INTENANCE 242,048 2,818 12,109 t,341 14,614 19,533 32,794 309 367 2,787 99 328,820 67 86 128 87 164 259 559 75 594 574 8,766 6,527 937 1, 625 15,108 FY 2002 ACTUAL 273,815 6,413 16,113 21,248 35,497 182 410 353,679 1, 132 33 276 191 464 282 280 172 3, 525 3, 415 1,092 1,497 25,359 FY 2003 BUDGET 244,350 48,392 3,684 1,463 14,262 2,867 18,974 3,814 32,388 8,221 188 94 486 99 150 379,432 70 260 150 172 300 714 357 1,212 575 3,000 5,085 543 3,000 1,600 39,387 FY 2004 RECOMMENDED 258,539 54,901 5,335 1,500 15,259 3,157 ].9,984 3,994 41,760 9,940 238 627 150 415,384 1,178 34 239 150 199 300 711 357 1,212 175 3,000 4,890 543 4,000 2,508 69,779 PROGRAM - POLICY ADMINISTRATION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 77 Information Services Depar[men~ FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL 010 010 010 TOTAL 62663 SOFTWARE LICENSE EXP 62671 MISC. OPERATING SUPPLIES 62731 MISCELLANEOUS SERVICES Supplies and Services 2,875 6,820 7 45,257 14,521 11,835 4,070 30,426 404,503 010 71120 PERIPHERALS, COMPUTER 010 71122 PRINTER 010 7].124 MICRO-COMPUTER 010 71156 FURNITURE 010 71211 DESKS/CHAIRS 010 71223 CARPET TOTAL Machinery and Equipment _~OTAL DEP/DIV: Information Services Dept FY 2002 ACTUAL 39,151 4,648 81,514 912 3,834 368 95O 6,064 441,256 FY 2003 BUDGET FY 2004 RECOMMENDED 28,877 55,908 4,475 4,744 89,777 149,927 469,209 565,311 FUND 010 GENERAL FUND PROGRAM--ADMINISTRATION ACT. ACCT - ........ TITLE ......... 771OO 4511O 77100 45111 771OO 45112 771OO 451.13 77100 45114 77100 45115 77100 45116 77100 45117 77100 45118 77100 45119 1_.,77100 45311 ~77100 54303 TOTAL FINANCE-DP SERVICE PAYROLLwDP SERVICE PERSONNEL-DP SERVICE BUDGET-DP SERVICE SECTION 8-DP SERVICE ACCTS REC-DP SERVICE FLEET MAINTwDP SERVICE PARKING FINES-DP SERVICE POLICE-UNIX/SYS SUPPLIES UTIL BILLING-DP SERVICE SPECIALIZED SERVICES REIMBURSEMENTS-GENERAL INFORMATION SERVICES DEPARTMENT CITY OF DUBUQUE RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT INFORMATION SERVICES DEPARTMENT FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM. [81.564 189,306 198,069 198,069 267,540 15,479 12,931 12,153 12,153 19,448 14,485 11,89o 11,210 11,210 17,767 1,989 2,083 1,886 1,886 3,363 249 260 236 236 420 139 149 159 159 168 11,999 9,288 8,852 8,852 13.563 2,439 2.525 1.353 ],353 1400 2.931 4.693 4,961 4,961 5,316 54.428 53,302 57,804 57,804 66.6oo 27.025 31,079 29,483 29,483 45,839 49.801 61,106 69.972 69,972 93,656 600 CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 77 INFORMATION SERVICES DIVISION FD JC WP-GR JOB CLASS 61010 Full Time Employee Expense FY 2002 FY 2003 FY 2004 FTE BUDGET FTE BUDGET FTE BUDGET 010 9400 GE-39 INFORMATION SERVICES MANAGER 1.00 69,242 1.O0 73,638 1.00 79,922 010 8650 GE-34 SENIOR PROGRAMMER ANALYST 1.00 50,629 0.85 44,667 0.85 48,296 540 8650 GE-34 SENIOR PROGRAMMER ANALYST 0.15 8,150 0.15 8,523 010 8600 GE-32 COMPUTER PROGRAMMER/ANALYS 2.00 80,309 1.00 47,494 1.00 48,873 540 8600 GE-32 COMPUTER PROGRAMMER'ANALYST 1.00 40,242 1.00 43,688 010 8500 GE-30 COMPUTER PROGRAMMER I 1.00 37,581 1.00 38,107 1.00 41,362 010 0490 GE~29 COMPUTER OPERATOR 1.00 38,189 1.00 4_~444 1.00 42,777 TOTAL FULL TIME EMPLOYEES 6.00 275,950 6.00 292,742 6.00 313,441 TOTAL INFORMATION SERVICES 6.00 275,950 6.00 292,742 6.00 313,441 Building Services PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Protective Services Building Services Rich Russell, Building Services Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Buildinq Construction and Permit Activity The Building Services Department issued 1,338 building permits in Fiscal Year 2002, representing a total value of $115,398,188; a decrease of 110 permits and an increase of $43,325,045 in valuation from Fiscal Year 2001. The trend in the number of permits for new dwelling units shows an improvement over previous years. A total of 165 new dwelling units were added in Fiscal Year 2002. In Fiscal Year 2001 123 dwelling units were added. In Fiscal Years 2000 and 1999, 49 and 70 dwelling units were added, respectively. There were 30 new non-residential permits issued in Fiscal Year 2002. This is up from the 17 new buildings in Fiscal Year 2001 and a new record. The previous record was 29 in Fiscal Year 2000. The valuation of new non-residential permits was $49.6 million, up from $24.8 million in Fiscal Year 2001. This valuation is also a new record. Plumbing, mechanical and electrical permits issued for Fiscal Year 2002 were 1,984, an increase of 314 from Fiscal Year 2001. City Hall Annex (This activity is the responsibility of Cable Franchise Administrator Merrill Crawford) Conference Rooms Dudng the Fall of 2002, Conference Room 3 was equipped with new furniture and audiovisual equipment. New carpeting was installed in all three City Hall Annex conference rooms, and additional sound insulation was applied beneath the carpeting and floor structure of Conference Room 1. Roof & Gutter Replacement Project The main roof on the City Hall Annex building was replaced in the Fall and early Winter of 2002, including the addition of insulation, replacement and updating of gutters and downspouts, updating of the underground drainage system, and installation of an electric ice melting system. Security The City Hall Annex building was the subject of multiple detailed security inspections early in caJendar year 2002. A number of building locking systems have been upgraded, operational procedures tightened, and additional protections against unauthorized intrusion are in progress. -130- Generator Maintenance Contract Following expiration of the warranty and a year of a la carte maintenance and repair, the emergency back-up power generator serving the annex was placed on an annual maintenance contract. FUTURE INITIATIVES FOR FISCAL YEARS 2002 AND 2003: Department Technology Laptop computers for field inspectors were purchased in 2002. Software for communication of the laptops to the permit tracking system will be purchased in Fiscal Year 2003. Department Training Program The department has begun the transition to Combination Inspectors with one inspector receiving the certification to date. Inspectors continue to attend training sessions and use study aids with this goal in mind. Operation and Program Review Review of the Building Services Department will begin in Fiscal Year 2003. City Hall Annex (This activity is the responsibility of Cable Franchise Administrator Merdll Crawford) A small roof overhang addition is being considered for the accessible entrance on 13t~ Street, to shelter persons approaching that door. Evaluation of the structural integrity and repair of the exterior surface of the front entrance canopy is planned for the summer of 2003. The impact of the new roof and insulation system on the heating and cooling of the building, particularly on the second floor, will be studied during calendar year 2003, with consideration of appropriate further adjustment or redesign of second floor HVAC systems. -131- BUILDING SERVICES DEPARTMENT Budget Highlights Employee Expense Supplies and Services Machinery and Equipment Total Operating Revenue FY 2003 FY 2004 Dollar Adopted Recommended Chan.qe $ 437,573 $ 485,122 $ 47,549 56,056 59,005 2,949 12.600 38.000 25.400 $ 506.229 $ 582,127 $ 75,898 450.000 567,000 117.000 Property Tax Support Percent Self Supporting $ 56,229 $ 15.127 $ (41,102) 97.40% Decision Package Summary 1 of 3 This decision package adds a full-time Inspector position to the department to improve response times for requested inspections, allow more effective follow-up on projects, keep up with increasing workload due to larger and more complex projects, allow more time for plan reviews and for administrative duties. Related Cost: $65 738 Tax Funds - Recurring Related Fee Increase: $65,738 Net Property Tax Impact: +$.0418/+.41% Activity: Building Inspection Not Recommended 2 of 3 This decision package adds a half time secretary to provide more staffing dudng mid-days hors, free up inspection staff from fill-in duties and alleviate need for temporary help during vacations. Related Cost: $13.433 Tax Funds- Recurring Property Tax Impact: +$.0086/+.09% Activity: Administration Not Recommet~ded 3 of 3 This decision package provides permit tracking software for the Inspector laptops and the necessary communications software to tie back into the main file server for updating. Related Cost: $38.000 Tax Funds - Non-Recurnng Property Tax Impact: +$.0242/+.24% Activity: Administration Recommended -132- Significant Line Items The budget recommendation provides for an increase in inspection fees for non- residential projects. Current building fees were put in effect on March 15, 1993, and were based on the 1982 edition of the Uniform Building Code. Personnel complement changes reflect a change made in the previous year to upgrade all inspectors to the Inspector II level through training/certification programs. Miscellaneous Services of $4,000 covers plan check fees for outside assistance and has related revenue of $10,000. The revenue covers plan checks completed in-house as welt as those that are sent out. The maintenance level budget, is 95% self-supporting compared to the revenue guideline of 94%. CITY HALL AND ANNEX MAINTENANCE Budget Highlights FY 2003 FY 2004 Dollar Adopted Recommended Change $ 115,130 $ 175,183 $ 60~053 11.o5o (11.050) $ 126,180 $ 175,183 $ 49,003 15,214 12,444 ' (2,770) $ 110,966 $ 162,739 $ 51,773 Supplies and Services Capital Outlay Total Cable TV Charges Property Tax Support Decision Package I oft This decision package provides an eight foot by five f°°t portico roof over the rear, handicapped accessible entrance to the Annex. Recessed automatic ceiling lighting would also be included. Related Cost: $7,000 Cable Franchise Fees- Non-Recurring Activity: City Hall Annex Maintenance Recommended Significant Line Items The major increase in City Hall/Annex Maintenance is due to electrical rate increase and property maintenance related to expanded contract custodial hours and the past years revised custodial rates. -133- CITY OF DUBUQUE, IOWA MEMORANDUM December 18, 2002 TO: FROM: RE: Michael Van Miliigen, City Manager Pauline Joyce, Administrative Services Manager Rich Russell, Building Services Manager ~Y~,''~' Building Services Department Budget INTRODUCTION: The purpose of this memo is to advise you of my recommendations for changes to permit fees needed to maintain department funding at 94% of department expenses. DISCUSSION: The focus of my approach to raising additional revenue focused on building permit fees for non-residential projects. I did this because the current building permit fees were put into effect on March 15, 1993 and roughly based upon the fees in the 1982 edition of the Uniform Building Code. I conducted a survey of the nine largest cities in Iowa on the cost of building permits. The purpose of the survey of fees was to determine if the City of Dubuque's permit fees could be raised in order to accomplish the 94% funding goal of the department budget. The cities surveyed included Ames, Cedar Rapids. Davenport, Des Moines, Dubuque, Iowa City, Sioux City and Waterloo. The following table displays the fees for sample projects of $100,000 and $500,000 in valuation and the incremental cost of each additional $1,000 above $500,000: -134-- CITY FEE FOR $100,000 FEE FOR $500,000 EACH PROJECTS PROJECTS ADD'L $1,000 DAVEN PORT $433.00 $1433.00 $2.50 DUBUQUE $461.20 $t 541.20 $2.70 AMES $467.00 $1519,00 $2,23 SIOUX CITY $476.00 $1476.00 $'1,70 COUNCIL BLUFFS $497.00 $1617.00 $2.38 DES MOINES $5'19.75 $'1619.00 $1.65 IOWA CITY $660.00 $2330.00 $3.00 CEDAR RAPIDS $896.00 $2855.30 $4.20 WATERLOO $946.00 $3046.00 $4,38 AVERAGE $595,1 '1 $'1937.36 $2.75 PROPOSED $590.00 $'1900.00 $2.75 Recognizing that affordable owner-occupied housing is a City Council priority, the proposed fee changes would not apply to residential building projects. These fees would remain the same. The City of Cedar Rapids has a split fee schedule that charges a larger fee for commercial and industrial projects. BUDGET IMPACT: The Building Services Department collected $180,665.20 in building permit fees on 221 commercial and industrial projects with a total valuation of $82,908,083 in Fiscal Year Ending 2002. Assuming that each project had an "average" valuation of $375,000, the increase in fees collected would be approximately $117,000. This additional revenue will be adequate to pay forthe Improvement Package that provides for additional inspections software. If we see a few projects with valuations over $1,000,000 and a few projects with a valuation of $100,000 instead of 20 projects with a valuation of $375,000, the revenue will be more in line with the additional $47,000 needed for the improvement package. RECOMMENDATION: I recommend that the building permit fee schedule be amended to reflect the proposed fees shown in the above table, -135- City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 ~PROGRAMIDEPT Building Services PROJECT DESCRIPTION SOURCE OF FUNDS City Ha~l Remodeling Sales Tax Fd/Land Sales/ General/DRA Dist FY 2004 100,000 $ FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGE 175,000 $ 90.000 $ 175.000 $ 50.000 $ 590,000 421 PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Building Services Administration GOAL Provide overall supervision, training, techn.ical aid and clerical assistance to the Building Services Department. DESCRIPTION The Administration Activity is a support center providing complex and backup inspection, code interpretation, first line of appeal, and coordination. The primary functions are to plan, direct, supervise, and coordinate the activities and programs of the Building Services Department. The department is comprised of Building Code Enforcement, Plumbing/Mechanical Code Enforcement, Electrical Code Enforcement and City Hall Maintenance Activities. This Activity is directly involved with the Building Code Advisory and Appeals Board, the Plumbing and Mechanical Code Boards and the Electrical Examining and Appeals Board. The Building ServiCes Administration Activity is staffed by eighty percent of the Building Services Department Manager and one Permit Clerk and is located on the first floor of City Hall. SERVICE OBJECTIVES 1.' To maintain citizen confidence by initiating response to citizen requests for service within one working day and providing an initial response within three working days. 2. To provide administrative and technical assistance to the Building, Electrical, Plumbing and Heating Code Advisory and Appeals Boards by providing staff support and' attendance for all meetings as well as preparing meeting notices and distributing minutes of meetings. 3. To assure the necessary coordination and support services for enforcement activities by: a) b) c) d) e) f) g) h) i) J) establishing general policies and procedures for conduct of the department; preparing the annual budget; representing the department at meetings of the City Council; establishing an acceptable level of public relations; making final departmental decisions on legal actions; insudng that proper action is taken and followed on code amendments; making contact with managers of other departments/divisions on matters of mutual concern and responsibility; compiling and submitting monthly and annual reports to the City Manager and Assistant City Manager; establishing proper and correct methods for handling and depositing funds received; and maintaining departmental correspondence and required notices relative to enforcement of the Building, Electrical, Plumbing and Mechanical Codes. Building Services Administration -137- 10. To maintain the level of service to the general public and other departments and divisions and maintain citizen confidence by: a) aiding the public efficiently and courteously when obtaining permits and scheduJing timely inspections; b) answering procedural questions and providing necessary information regarding permits and inspections; c) freeing inspection personnel from routine office tasks, assunng more inspection time in the field; d) maintaining day-to-day records and journals of the department: e) insuring that fees received are deposited and accounted for in conformance with administrative policy; f) facilitating timely processing of necessary departmental correspondence; g) maintaining office to cellular phone contact with inspection personnel in the field; h) maintaining accurate payroll and absentee records; i) improving the efficiency of office procedures, methods and personnel on a continuous basis; j) compiling and submitting monthly reports to the Bureau of the Census, U.S. Department of Housing and Urban Development Iowa Development Commission and Iowa Department of Public Safety; and k) working toward permit consolidation with other department/divisions that utilize permit-tracking software. To process applications for multi-family and nonresidential new construction, additions or alterations in a timely manner through plan review and in coordination with Planning and Development Services, Engineering, Water, Health Services. the Fire Prevention Bureau, Historic Preservation Commission, Human Rights Department, and the energy conservation and handicapped accessibility requirements mandated ~y the State of Iowa. To provide inspection of establishments licensed to serve alcoholic beverages pdor to license approval to protect the general public from health, safety and fire hazards. To ensure fair and equitable treatment on all building inspections by continuing to work toward uniform interpretation of the Uniform Building Code through active membership of the Building Services Department Manager in the International Conference of Building Officials and the Iowa Association of Building Officials and attendance at appropriate conferences and training seminars. To ensure !air and equitable treatment on all plumbing and mechanical inspections ~y continuing to work toward uniform interpretation of the Uniform Mechanical and Uniform Plumbing Codes through active membership of the Building Services Department Manager or his designee in the International Association of Plumbing and Mechanical Officials and the Iowa Association of Plumbing and Mechanical Officials with attendance at appropriate conferences and training seminars. To ensure fair and equitable treatment on all electrical inspections by continuing to work toward uniform interpretation of the National Electrical Code through active membership of the Building Services Department Manager of his designee in the International Association of Electrical Inspectors and attendance at appropriate conferences and training seminars. To provide the department with up-to-date information on new trends, products and standards in the construction industry through active membership of the Building Services Department Manager in the National Fire Protection Association, National Fire Sprinkler Association and the International Fire Code Institute. To promote public relations and disseminate code information and changes by representing the City through membership in the Dubuque Homebuilders Association. Building Services Administration -138- 12. 13. 14. To ensure quality construction by making field inspections on complex projects and providing field inspection service in the absence or unavailability of an inspector. To continue to cross-train and assign Generalist Inspectors in all disciplines of construction and to have appropriate personnel attend available training seminars. To provide for department representative at site plan review meetings in conjuntion with Planning Services, Fire, Public Works, and Water Departments. BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay TOTAL BUDGET Funding Budget General Fund FY2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 1.80 1.80 1.80 1.80 $100,208 $101,929 $107,908 $117.100 20,455 44.263 26.519 29,271 223 8,837 38,000 $120,886 $155.029 $134.427 $184.371 $134,427 $120,886 $155,029 $184,371 Building Services -139- Administration PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Building Services Building Code Enforcement GOAL Protect the life, services, health, property, and general welfare of the public by regulating and controlling the design, construction, quality of material, use and occupancy, location and maintenance of all buildings, structures and signs within the City based upon minimum construction and Services standards. DESCRIPTION The Building Code Enfomement Activity's primary function is to ensure compliance with minimum standards regulating building and structure construction, use and occupancy of land as established in the Building Code, Sign Erection Ordinance. Moving and Demolition Ordinance, Unsafe Building Ordinance, Swimming Pool Ordinance. and the cdteria established by the Historic Preservation Commission. Insuring that control and compliance are maintained through a plan review, permit and on-site inspection process protects public Services. The Building Code Enforcement Activity works in conjunction with the Building Code Advisory and Appeals Board. This Activity also performs inspections prior to the issuance or renewal of liquor or beer licenses, day care licenses and health care facility licenses. This Activity is staffed by .20 FTE of the Building Services Department Manager, 1.00 Plan Review Specialist/Inspector and ~80 FTE of a Generalist Inspector and is located on the first floor of City Hall. By State mandate, this Activity is also required to enforce handicapped accessibility standards energy conservation standards, and manufactured structure installation standards. SERVICE OBJECTIVES To maintain the level of service to the general public and other departments and divisions by: a) reviewing plans for compliance with the Building Code, Sign Erection Or~dinance, Swimming Pool Ordinance, Human Rights Department accessibility requirements, and State Handicapped and Energy Conservation Codes; b) making permit inspections of construction projects within one working day of the request for inspection; c) maintaining the cooperative effort in plan review and inspections between the office of the Fire Marshal, Health Services Department, Housing Services DePartment and Building Services Department; d) processing permits for one and two family dwellings, residential garages, residential additions and alterations by issuing a permit or notifying the owner, contractor or designer of plan deficiencies within seven working days; e) processing building permit applications for multi-family construction, additions and alterations by issuing building permits or notifying the owner, designer or Building Services Building Code Enforcement - 140- f) g) h) contractor of plan deficiencies or need of outside plan review within fourteen working days of application for building permits; processing building permit applications for nonresidential construction, additions and alterations by notifying the owner, designer or contractor of plan deficiencies or need of outside plan review within three weeks of application for building permits; insuring compliance with the Sign Erection Ordinance by investigating complaints within one working day and responding to inquiries and complaints within three working days; and providing auxiliary support to the Housing Services Department. BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay TOTAL BUDGET Funding Budget General Fund Revenue Generated FY 2001 FY 2002 FY 2003 FY 2003 ACTUAL ACTUAL BUDGET REVISED 2.00 2.00 2.00 $ 96,778 $189,662 $126,394 14,180 24,311 12,035 11,569 445 12,600 $122,526 $214,418 $151 029 $122,526 $203.394 $214,418 $151,029 $299,401 $300,000 FY 2004 RECOM'D 2.00 $141.129 12.522 $153,651 $153.651 $417,000 PERFORMANCE MEASURES Building permits issued Miscellaneous permits issued Permit Inspections Non-permit inspections Number of inspectors New residential permits Valuation of new residential permits (millions) FY 2001 FY 2002 FY 2003 ACTUAL ACTUAL BUDGET 1,141 1,124 1,200 307 214 300 2~224 1,850 2,200 125 180 250 2.00 2.00 2.00 77 90 60 FY2003 FY 2004 REVISED RECOM'D 1,200 1,200 300 300 2,200 2,200 250 250 2.00 2.00 60 80 15.4 19.3 14.0 14.0 16.0 Building Services -141- Building Code Enforcement PERFORMANCE MEASURES New non-residential permits issued Valuation of new non- residential permits (millions) Valuation of all commercial and industrial renovation (additions) (millions) FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 17 29 20 20 20 24.8 49.4 36.0 36.0 40.0 26.6 23.4 40.0 40.0 25.0 Building Services -142- Building Code Enforcement PROGRAM: Protective Services DEPARTMENT/DIVISION: Building Services ACTIVITY: Plumbing/Mechanical Code Enforcement GOAL Safeguard life and limb, health, property, and public welfare by regulating and controlling the design, construction, installation, quality of material, location, operation and maintenance of plumbing equipment and systems, heating, ventilating, air conditioning and refrigeration systems, incinerators, and other miscellaneous heat producing appliances. DESCRIPTION The Plumbing,qVlechanical Code Enfomement Activity's primary function is to ensure compliance with minimum nationally recognized standards regulating plumbing and mechanical design, construction, installation, quality of materials, location, operation and maintenance of plumbing equipment and systems, heating, ventilating, air conditioning and refrigeration systems, incinerators and other miscellaneous heat producing appliances through plan reviews and field inspections. The Plumbing/Mechancial Code Enforcement Activity works in conjunction with the Mechanical and Plumbing Advisory and Appeals Boards. This Activity is staffed by 1.00 Inspector II and .60 FTE of a Generalist Inspector and is located on the first floor of City Hall. SERVICE OBJECTIVES To maintain the level of service to the general public and other departments and divisions by: a) reviewing plans for compliance with the Plumbing, Mechanical and Building Codes; b) processing plumbing and mechanical permit applications for multi-family dwelling construction, additions and alterations by issuing permits or notifying the owner, designer or contractor of plan deficiencies within fourteen working days of permit application; processing plumbing and mechanical permit applications and plans for nonresidential new construction, addit!ons and alterations by notifying the owner, designer or contractor of plan deficiencies or need of outside plan review within three weeks of permit application; making permit inspections of plumbing; heating, air conditioning, refrigeration and ventilation systems within one working day of the:inspection request; investigating reported plumbing, heating, air conditioning, refrigeration and ventilation hazards within one working day; investigating reported plumbing, heating, air conditioning, refrigeration and ventilation ordinance violations within three working days; assisting the office of the Fire Marshall and Health Services Department by providing licensing inspections and fire damage assessments/investigations; and d) e) g) Building Services -143- Plumbing/Mechanical Code Enforcement h) providing auxiliary support to the Housing Services, Health Services, Engineering, Water and Operations and Maintenance Departments. BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay TOTAL BUDGET Funding Budget General Fund Revenue Generated FY 2001 FY 2002 FY 2003 ACTUAL ACTUAL BUDGET 1.60 1.60 1.60 $91,059 $11,578 $ 99,439 7,036 5,795 9,111 8,953 $98,095 $26,326 $108;550 $98,095 $26,326 $108,550 $76,392 $93,845 $ 90,000 FY 2003 REVISED FY 2004 RECOM'D 1.60 $113,538 $7,811 $121,349 $121,349 $ 9O,0OO PERFORMANCE MEASURES Plumbing - number of: Permits issued Permit inspections Non-permit inspections Inspectors Licenses or certificates of competency Mechanical - number of: Permits issued Permit Inspections Non-permit inspections Inspectors Licenses or certificates. of competency FY 200t FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 615 734 650 650' 700 724 1,232 1,100, 1,100 1,200 26 30 35 35 35 .80 .80 .80 .80 .80 92 97 94 94 95 454 580 600 600 600 283 460 600 600 600 22 20 30 30 30 .80 .80 .80 .80 .80 257 270 260 260 260 Building Services Plumbing/Mechanical Code Enforcement -144- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Protective Services Building Services Electrical Code Enforcement GOAL Protect the life, services, health, property and general welfare of the public by regulating and controlling the design, construction, installation, quality of material, location, operation and maintenance or use of electrical equipment and systems. DESCRIPTION The Electrical Code Enforcement Activity's primary function is to ensure compliance with minimum nationally recognized standards regulating electrical design, construction, installation, quality of materials, location, operation and maintenance or use of electrical equipment or systems to protect the services and welfare of the general public. The Electrical Code Enforcement Activity works in conjunction with the Electrical Code Board. This Activity is staffed by an Inspector II and .60 FTE of a Generalist Inspector. SERVICE OBJECTIVES To maintain the level of service to the general public and other departments and divisions by: a) reviewing plans for compliance with the Electrical, Building and Fire Codes; b) making permit inspections of electrical projects within one working day of the request for inspection; c) investigating reported electrical hazards within one working day; d) investigating reported electrical ordinance violations within three working days; e) processing electrical permit applications for multi-family new construction, additions and alterations by issuing permits or notifying the owner, designer or contractor of plan deficiencies within fourteen working days of permit application; f) processing electrical permit applications and reviewing plans for nonresidential new construction, additions and alterations by notifying the owner, designer or contractor of plan deficiencies within three weeks of permit application or plan submittal; g) providing assistance to the office of the Fire Marshal by providing inspections for fire damage assessments and investigation; and h) providing auxiliary support to the Housing Services Department. Building Services Electrical Code Enforcement -145- BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay TOTAL BUDGET Funding Budget General Fund Revenue Generated FY 2001 ACTUAL 1.60 $ 88,977 6,496 $ 95,474 $ 95,474 $ 40,619 FY 2002 FY 2003 FY2003 ACTUAL BUDGET REVISED 1.60 1.60 $79,459 $103,832 9,000 8,391 2,245 $90,703 $112,223 $90,703 $112,223 $49,178 $ 60,000 FY 2004 RECM'D 1.60 $113,355 9,401 $122,756 $122,756 $ 60,000 PERFORMANCE MEASURES Number of permits issued Number of licenses issued Number of permit inspections Number of nonpermit inspections Number of inspectors FY 2001 FY 2002 FY 2003 ACTUAL ACTUAL BUDGET 601 670 800 294 312 300 1,488 1,427 1,300 1.60 FY 2003 FY 2004 REVISED RECOM'D 8OO 7OO 300 300 1,300 1,300 78 200 200 100 1.60 1.60 1.60 1:60 Building Services Electrical Code Enforcement -146- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Administration Building Services City Hall Maintenance GOAL Maintain City Hall in a safe, sanitary and comfor[able condition for conducting City business. DESCRIPTION The City Hall Maintenance Activity is responsible for custodial services, maintenance, repair and replacement of building equipment, remodeling, maintenance and repair of the structure and utility expenses. This Activity is supplemented by contract custodial services. City Hall is the principal place of business for City government and is located at 50 West 13th Street. SERVICE OBJECTIVES To provide custodial services, utilities, communications and mai.ntenance of City Hall and adjoining grounds by: a) maintaining a clean and orderly appearance to employees and the general public by cleaning and dusting occupied areas daily utilizing outside contracted janitorial services; b) maintaining a pleasant, neat and orderly appearance to the adjacent grounds and utilizing the Park Division for plantings and landscaping; c) maintaining a safe and orderly appearance to City Hall and adjoining grounds by utilizing the Operations and Maintenance Department for snow and ice removal dudng the winter season; supervising City Hall security during public access periods outside of normal working hours; maintaining an average temperature within the structure of 68 degrees Fahrenheit during the heating season and 78 degrees Fahrenheit for the remainder of the year; insuring that structural, plumbing, heating, cooling, electrical and communication facilities are maintained and kept in good working order; monitoring and maintaining the fire and secudty alarm systems during and outside of normal working hours; maintaining the appearance of City Hall by insuring that all windows and venetian blinds are cleaned as needed; maintaining the health and safety of employees and the general public by continuing pest control services and maintaining an inventory of hazardous materials for City Hall; and contracting for elevator, boiler and alarm system maintenance. d) e) g) h) i) J) To provide for remodeling of the structure by: a) maintaining contact with other activities housed in City Hall to assess their needs; Building Services City Hall Maintenance -147- b) c) assisting in planning for relocation, expansion or contraction of staff housed in City Hall; and monitoring remodeling projects. BUDGET SUMMARY Expenditure Summary Supplies and Services Capital Outlay TOTAL BUDGET Funding Budget General Fund FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D $89,574 $87,538 $82,720 $132;017 $89,674 $87,538 $82,720 $ 132,017 $89,674 $82,720 $ 132,017 PERFORMANCE MEASURES Custodial care - days Pest control treatments Boiler service Area rug and runner service Clean windows FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 5/week 5/week 5/week 5/week 5/week Monthly Monthly Monthly Monthly Monthly Weekly Weekly Weekly Weekly Weekly in season in season in season in season in season Biweekly Weekly Biweekly Biweekly Weekly Biennially Biennially Biennially Biennially Biennially Building Services -148- City Hall Maintenance PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Administration Building Services City Hall Annex Maintenance GOAL Maintain the City Hall Annex at 1300 Main Street in a safe, sanitary and comfortable condition for conducting City business. DESCRIPTION The City Halt Annex Maintenance Activity is responsible for custodial service, maintenance and repair of building equipment, remodeling, maintenance and repair of the structure and utility expenses for the building. Contract custodial services are used to maintain office and work space on all three floors. Elevator inspection and maintenance boi.ler maintenance, alarm system monitoring, and pest control service are also contracted. SERVICE OBJECTIVES To provide custodial services, utilities, security, communications and maintenance of the City Hall Annex at 1300 Main and adjoining grounds by: a) maintaining a clean and orderly appearance for employees and the general public by cleaning and dusting occupied areas daily utilizing outside contracted janitorial services; b) maintaining a pleasant, neat and orderly appearance to the adjacent grounds and utilizing the Park Division for plantings, landscape, and minor repairs; c) maintaining safe ingress/egress to the building by using the Operations and Maintenance Division for snow and ice removal dudng the winter season: d) insudng that structural, plumbing, heating, cooling and electrical facilities are maintained and kept in good working order; e) monitoring and maintaining the fire and security alarm systems during the outside of normal working hours; f) contracting for pest control, rug service, window cleaning, elevator, boiler and alarm system maintenance; and g) providing back-up electrical power in the event of a utility power outage by maintaining and regularly testing the diesel generator. To provide for necessary maintenance and remodeling of the structure Dy meeting with employees housed in the annex to assess their needs and contracting and monitoring remodeling projects approved in the budget. Building Services City Hall Annex Maintenance -149- BUDGET SUMMARY Expenditure Summary Supplies and Services Capital Outlay TOTAL BUDGET Funding Summary General Fund Cable TV Fund TOTAL BUDGET FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D $29,613 11,410 $41,023 $30,083 10,940 $41,023 $39,027 $39,027 $28,166 t0,861 $39,O27 $32,410 $32,41d $28,246 4,164 $32,410 $36,166 7,000 $43,166 $30,722 12,444 $43,166 PERFORMANCE MEASURES Custodial care - days Pest control treatments Boiler service Fire/burglar alarm service Air conditioning service Carpet cleaning Area rug and runner service Clean windows Exercise generator Generator service FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 5/week 5/week 5/week 5/week 5/week Monthly Bi-monthly Bi-monthly Bi-monthly Bi-monthly Weekly Weekly in Weekly Weekly Weekly in in season season in season in season season Annually Annually Annually Annually Annua y + on-call + on-call + on-call + on-call + on-call Annually + Annually + Annually + Annually + Annually + monthly bi-monthly bi-monthly bi-monthly bi-monthly filter filter filter filter filter change as change change change change needed Annually Annually Annually Annually Annually Biweekly Bi-weekly Biweekly Biweekly Bi-weekly Annually Annually' Annually Annually Annually Weekly Monthly Monthly Monthly Monthly Annually Quarterly Quarterly Quarterly Quarterly Building Services City Hall Annex Maintenance -150- PROGRAM - 1 - COMMUNITY PROTECTION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 57 - Building Safety Division FUND ACCOUNT ......... TITLE ......... 010 61010 010 61050 010 61310 010 61320 010 61410 010 61430 010 6].450 010 61620 010 6]650 TOTAL Wages FULL=TIME EMPLOYEES OVERTIME PAY IPERS SOCIAL SECURITY HEALTH INSURANCE WORMMENS' COMPENSATION LIFE INSURANCE SAFETY EQUIPMENT EMPLOYEE PHYSICALS and Benefits 010 62010 I 010 62030 ~ 010 62061 ~'~ 010 62090 010 621.10 0]0 62130 0]0 62170 010 62190 010 62310 010 62320 010 62340 0]0 62360 010 62421 0]0 62441 010 62443 010 62511 010 62521 010 62528 0]0 626].1 010 62614 010 62663 010 62671 010 62731 010 S2732 01.0 62741 OFFICE SUPPLIES POSTAGE AND SHIPPING DP EQUIP. MAINT CONTRACTS PRINTING & BINDING COPYING/REPRODUCTION LEGAL NOTICES & ADS SUBSCRIPTIONS-BOOKS-MAPS DUES & MEMBERSHIPS TRAVEL-CONFERENCES TRAVEL-CITY BUSINESS MILEAGE/LOCAI TRANSP EDUCATION & TRAINING TELEPHONE INSURANCE, PROPERTY GENERAL LIABILITY INS FUEL, MOTOR VEHICLE MOTOR VEHICLE MAINT. MOTOR VEH. MAINT. OUTSOUR MACH/EQUIP MAINTENANCE EQUIP MAINT CONTRACT SOFTWARE LICENSE EXP MISC. OPERATING SUPPLIES MISCELLANEOUS SERVICES TEMP HELP\CONTRACT SERV. FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2004 RECOMMENDED 1,338 1,621 1,37]. 1,653 1,480 1,898 1,518 1,639 1,689 1,933 1,735 2,099 684 229 1,010 1,145 485 648 500 7].2 130 330 133 620 3,]99 1,000 t,000 1,319 932 t,352 1,352 3,166 1,363 3,500 3,500 559 298 600 600 900 900 923 923 8,323 15,616 [2,000 12,000 7,272 4,43] 3,558 4,131 4 5 4 75 3,840 3,539 3,650 5,777 2,217 1,574 2,372 1,684 -1~240 2,073 2,327 2,125 4,243 764 1,144 674 13 300 300 996 249 996 498 22,645 9,794 9,990 397 431 494 595 7 8,761 4,000 4,000 685 1~848 ],728 2,400 9,050 7~699 292,780 299,967 341,548 372,313 215 205 16,847 17,260 19,638 21~292 21,938 22,469 26,130 28,328 40,992 38,949 47,375 60,3].4 3,090 3,245 1,345 1,285 425 423 684 740 200 200 736 ]12 653 650 377,023 382,628 437,573 4~5,122 PROGRAN - ] - COMMUNITY PROTECTION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGE~ - RECOMMENDED DEPARTMENT - 57 - Building Safety Division FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL 010 6276] PAY TO OTHER AGENCY TOTAL Supplies and Services 48,167 010 71110 MISC. OFFICE EQUIPMENT 010 71123 SOFTWARE 010 71.124 MICRO-COMPUTER 010 71211 DESKS/CHAIRS 390 010 71224 PARTITIONS 223 010 71310 AUTO/JEEP REPLACEMENT 11,179 TOTAL Machinery and Equipment ]1,792 010 OlO ~nTOTAL TOTAL 7241.0 PAGER/RADIO EQUIPMENT 72417 CAMERA RELATED EQUIPMENT Machinery and Equipment DEP/DIV: Building Safety Division FY 2002 ACTUAL 83,369 2,245 8,500 8j953 19,698 337 445 782 FY 2003 BUDGET FY 2004 RECOMMENDED 5O 56,056 59,005 38,000 600 12,000 12,600 38,000 436,981 486,477 506,229 582,127 FUND - 010 GENERAL FUND PROGRAM--PROTECTIVE SERVICES ACT. ACCT ......... TITLE ......... 57200 42307 57400 42301 57400 44732 57400 53302 57700 42303 57700 42309 ELECTRICAL PERMITS BUILDING PERMITS PLAN CHECK FEES MISCELLANEOUS REVENUE PLUMBING PERMITS MECHANICAL PERMITS TOTAL BUILDING SERVICES DEPARTMENT CITY OF DUBUQUE RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT BUILDING SERVICES DEPARTMENT FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM. 40,619 49,178 60,000 60,000 60,000 198,553 292,132 290,000 290,000 407,000 4,636 7,222 10,000 10,000 10,000 206 47 46,942 59,400 52,000 52,000 52,000 29,450 34,445 38,000 38,000 38,000 320,405 442,423 450,000 450,000 567,000 CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 57 BUILDING SAFETY DEPARTMENT FD JC WP-GR JOB CLASS 61010 Full Time Employee Expense 010 5800 010 5450 010 8875 010 5350 GE-38 BUILDING SAFETY MANAGER GE-34 INSPECTOR Ii GE-26 PERMIT CLERK OE-17 INSPECTORI-GENERALIST TOTAL FULL TIME EMPLOYEES TOTAL BUILDING SAFETY DEPT. FY 2002 FY 2003 FY 2004 1.00 58,594 1.00 60,886 1.00 66,108 3.00 144,435 3.00 156,686 5.00 268,410 1.00 33,271 1.00 34,798 1.O0 35,795 2.00 80,789 2.00 8~178 7.00 317,089 7.00 341,548 7.00 370,313 7.00 317,089 7.00 341,548 7.00 370,313 'FTE BUDGET FTE BUDGET FTE BUDGET PROGRAM - 4 - POLICY & ADMINISTRATION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 57 - Building Safety Division--City Nail/Annex Maint. FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL FY 2002 ACTUAL 010 61030 SEASONAL EMPLOYEES 2,392 010 61320 SOCIAL SECURITY 183 TOTAL Wages and Benefits 2,575 FY 2003 BUDGET FY 2004 RECOMMENDED 010 62411 UTILITY EXP-ELECTRICITY 21,156 21,774 23,071 26,748 540 62411 UTILITY EXP-ELECTRICITY 2,073 2,363 910 1,010 010 62412 UTILITY EXP-GAS 19,667 8,163 20,414 9,749 540 62412 UTILITY EXP-GAS 1,689 599 623 311 0t0 62414 UTILITY EXP-FUEL OIL 37 37 540 62414 UTILITY EXP-FUEL OIL 6 6 0t0 62415 UTILITY EXPENSE STORMWATR 34,307 010 62421 TELEPHONE 2,865 2,896 2,062 3,586 540 62421 TELEPHONE 133 236 80 105 010 62431 PROPERTY MAINTENANCE 26,195 28,392 17,125 29,378 540 62431 PROPERTY MAINTENANCE 504 3,430 318 7,780 010 62432 PROPERTY MAINT INSURED 686 5,989 627 010 62433 CUSTODIAL SERVICES 28,111 32,824 30,927 42,579 540 62433 CUSTODIAL SERVICES 3,142 3,071 1,362 1,672 0t0 62434 HVAC MAINTENANCE 2,140 1,548 2,757 1,610 540 62434 HVAC MAINTENANCE 876 732 412 762 010 62441 INSURANCE, PROPERTY 1,973 2,299 2,570 3,500 540 62441 INSURANCE, PROPERTY 130 200 010 62442 BOILER INSURANCE 419 419 406 467 540 62442 BOILER INSURANCE 13 15 010 62443 GENERAL LIABILITY INS 498 459 437 540 62443 GENERAL LIABILITY INS 13 010 62614 EQUIP MAINT CONTRACT 3,901 5,007 5,936 6,093 540 62614 EQUIP MAINT CONTRACT 77 79 010 62664 LICENSE FEES 75 75 010 62665 FALSE ALARM CHARGES 417 467 540 62665 FALSE ALARM CHARGES 18 ].8 010 62671 MISC. OPERATING SUPPLIES 2,979 3,170 3,851 3,946 540 62671 MISC. OPERATING SUPPLIES 4 430 164 447 010 62731 MISCELLANEOUS SERVICES 278 189 254 197 540 62731 MISCELLANEOUS SERVICES 38 39 PROGRAM - 4 - POLICY & ADMINISTRATION CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 57 - Building Safety Division--City Hall/Annex Maint. FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL TOTAL Supplies and Services 010 71116 COPIER MACHINE 540 711].6 COPIER MACHINE 540 71212 SIDE CHAIRS 540 71213 TABLES 540 71223 CARPET TOTAL Machinery and Equipment 540 72320 CgRTAIN 540 72412 CABLE TV RELATED EQUIP 540 72416 VIDEO EQUIPMENT 540 72420 ~URGLAR ALARM TOTAL Machinery and Equipment TOTAL DEP/DIV: Building Safety Division 119,287 8,890 2,520 11,410 FY 2002 ACTUAL 123,990 FY 2003 BUDGET FY 2004 RECOMMENDED 115,130 175,t83 2,500 5OO 2,750 5,750 1,450 150 3,300 400 5,300 130,697 126,565 126,180 175,183 Water Pollution Control PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Facilities and Environmen( Water Pollution Control Plant Paul J. Horsfall, Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: PLANT IMPROVEMENTS Construction of the Catfish Creek Lift Station was completed during May 2001. The upgrade added approximately 25% more capacity to the lift station capability, and increased the electrical efficiency through the use of variable frequency drives. Through May of 2002 we experienced many failures of the drives; drive components and software glitches. We worked with the drive manufacturer, software programmers, and engineers to correct problems with the reliability of the station. One new stainless steel grease day tank was installed during September of 2002. New rubber membrane roofs were installed on the Oxygen Plant Building; Final Pump Station Building and a section of the Administration Building is scheduled for late fall 2002. The Water Pollution Control Plant received a Title V Clean Air Permit dudng July of 2001. The length of the permit is for 5 years. The first report for Annual Compliance was reported to the State of Iowa DNR during March of 2002 and the first Semi Annual Report of Compliance was reported during September of 2002. These are new reports that must be reported annually and semi annually each year. During February 2002 a preliminary report on Cedar Street Lift Station was received from Stanley Consultants with a proposed cost of $900,000. The pumping capacity was evaluated due to flow reductions as a result of the elimination of the packing facility and evaluation of the conversion of the 2300 volt electrical service to 480V; and application of architectural treatments to the brick superstructure to improve appearance and better conform to neighboring buildings. A new pump was purchased for the Terminal Street Eift Station and one of the existing pumps was rebuilt to save approximately $80,000 in pump costs. (2) Two new lift stations were started during FY2003. They are 1; Lake Ridge Drive just off Stadite Drive and 2; Asbury Plaza serving Asbury Plaza Shopping Center. LABORATORY ISSUES The Water Pollution Control Plant's Laboratory again was recertified under EPA/IDNR Certification Rules for Water and Wastewater parameters. -158- The Water Pollution Control Plant's Laboratory continued a partnership with the University of Dubuque's Environmental Science Program to monitor the Catfish Creek Water Shed and set up parameters for testing the water sheds in the Dubuque area. The laboratory and the Iowa DNR set up electronic transfer of reports for the City of Dubuque's Water Quality Operation Reports, FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: PLANT IMPROVEMENTS Preliminary engineering and course of action for the Cedar Street Lift Station and Dog Track Lift Station was received late February 2002 and engineering for actual design modifications is expected late FY2003 and construction started in late FY2003 and eady 2004. Modifications to, and replacement computer and software systems for the Water Pollution Control Plant's S.C.A.D.A. is expected to start late 2003 with completion in FY2004. It is anticipated that the (3) three major lift stations will be monitored with inputs to the plant S.C.A.D.A. System via wireless or cell phone technology. New control gates for the Oxygen Plant will be installed late FY2003 and eady FY2004 to assist in sealing the Oxygen Plant aeration basins. Fence improvements and landscaping to the east side of the Water Pollution Control Plant is expected to take place during late FY2003 and early FY2004, to coincide with the opening of the new girl's softball complex. LABORATORY ISSUES The (3) three remaining large industrial user contracts are expected to be renegotiated during FY2003. Review of the local limits program was completed during FY2002 and submitted to IDNR dudng FY2003 for their approval. Once approval is granted, a new Chapter 44; Division 6 will be instituted. Engineering for the Water Pollution Control Plant Environmental Monitoring Lab addition is expected late FY2003 and construction started during FY2004. Laboratory personnel are working with IDNR on electronic submittal of Wastewater Monitoring reports and expect to submit reports via the internet dudng FY2004. It is anticipated that the partnership formed with the University of Dubuque's Environmental Science Program for monitoring the Catfish Creek Water Shed will continue. -159- WATER POLLUTION CONTROL DEPARTMENT Budget Highlights FY 2003 Adopted FY 2004 Recommended Dollar Change Requirements Employee Expense Supplies and Services Machinery and Equipment Subtotal $ 1,058,771 1,421,150 24.100 $ 2,504,021 $ 1,141,206 1,424,307 32.730 $ 2,598,243 $ $ 82,435 3,157 8.630 94,222 City Manager's Office/Legal Charges 70,784 Engineering 77,039 Payroll Overhead 3,311 O&M Sewer Maint. Charges 426,181 Finance-Utility Billing and Other 181,761 Total Requirements w/o Debt $ 3,263,097 73,910 81,626 3,439 383,216 __ 167 522 3,307,956 3,126 4,587 128 (42,965) (14.239) 44,859 Debt Service-Landfill Agency Loan 438,750 Debt service ~ Total Requirements $ 3,855,569 174.250 $ 3,482,206 (438,750) 20.528 $ (373,363) Resources Operating Revenue Payments to Depreciation Total Resources $ 4,789,867 $ 4,873,087 $ 83,220 (933,500) * (1,390,800) (457,300) $ 3,856,367 $ 3,482,287 ** $ (374,080) Net Operating Surplus (Deficit) $ 798 $ 81 $ (717) * Reduced Deprec. by $34,000 for 3/4 ton pickup and $24,000 operating budget relief (FY 03) and adjusted FY 2004 by $438,750 Landfill Loan repayment amount that was one time. ** Revenue projection includes a 3% rate increase generating $50,800 increased Depreciation Payment and $60,200 for the operating budget. Significant Line Items The FY 2003 recommended budget included an 8% increase for the industrial contracts effective 7-1-02. This was estimated to generate an additional $52,000. Revised revenue projections indicate this is only generating an additional $4,000 due to Sanofi Bio-Industry which is dropping from $352,080 to $272,000 per year due to reduced loadings. 2. The personnel complement remains unchanged from the prior year. -160- Electrical expense is projected to increase by $47,000 from the budgeted fiscal year 2003 amount based on actual fiscal year 2002 experience and an estimated 15% rate increase from Alliant. The fiscal year 2003 estimate included $3,000 for the Power Cure Program offered by Alliant Energy to help address electrical fluctuations caused by internal plant equipment. 4. Gas expense has been decreased from $85,663 to $67,141 based on actual fiscal year 2002 expense of $56,687. WPC signed a contract with the gas company to lock in the cost per therm at 70 cents. Incinerator Fuel has been increased from $69,700 to $74,700 based on actual FY 2002. They will be reinstating the annual inspections and shutting down each incinerator for at least two months for inspections and repair. 6. Equipment replacement items at the maintenance level include: Used Van 3,000 Custodial Equipment 1,300 Lab equipment 5,000 Shop equipment 4,300 Saws 680 Compressor 18,450 -1 $1 - City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROGRAMIDEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGE - $ - $ 21,650 351 - $ - $ 76,000 352 Street and Terminal Street Lift Rebrick Nodh Incinerator Atomic Absorption Spectrometer Replace Furnace-Bar & Screen Bldg Wastewater Plant Road Repair Terminal Street Motor Control Center and Motor Replacement Sandblast and Paint Primary Clarifier RepaidExchange 02 Plant Mixers Roadway Light RepaiflReplacement Painting of SPU Incinerator Room Rebuild DS705 Centrifuge Scroll Assemblies Primary Dome Sealing Insulated Fiberglass E~lend Tank Capacity Upgrade Sanitary Sewer Const Fd $ $ 214,355 $ - $ - $ - $ 214,355 355 Sanitary Sewer Const Fd $ $ $ 55,000 $ - $ - $ 55,000 356 Sanitary SewerConst Fd $ $ $ 18,200 $ - $ - $ 18,200 357 Sanitary SewerConst Fd $ - $ $ 72,400 $ - $ - $ 72,400 358 Sanitary SewerConst Fd $ - $ $ 360,000 $ - $ - $ 360,000 359 Sanitary SewerConst Fd $ - $ $ 18,500 $ 9,500 $ - $ 25,000 360 Sanitary SewerConst Fd $ $ $ - $ 140,000 $ - $ 140,000 361 Sanitary SewerConstFd $ - $ $ - $ 11,920 $ - $ 11,920 362 Sanitary SewerConst Fd $ - $ $ - $ 9,200 $ - $ 9,200 363 Sanitary SewerConst Fd $ - $ $ - $ 52,980 $ 54,300 $ 107,280 364 Sanitary Sewer Const Fd $ $ $ $ - $ 43,500 $ 43,500 365 Sanitary Sewer Const Fd $ $ $ $ - $ 22.500 $ 22,500 366 Sanitary Sewer Const Fc $ $ $ $ - $ 50.000 $ 50,000 367 Water Pollution Replace Podions of Grease Tanks Sanitary Sewer Const Fd $ 21,650 $ $ $ Control Plant Repair Basin Gates in 02 Plant Sanitary Sewer Const Fd $ 76,000 $ $ $ Splitter Gas Chromatograph Sanitary Sewer Co0st Fd $ 38,500 $ $ $ - $ - $ 38,500 353 Automatic Bar Screens at Cedar Sanitary Sewer Const Fd $ 265,000 $ $ - $ - $ - $ 265.000 354 CITY OF DUBUQUE Water Pollution Control Department 1 Department Manager 1 Assistant Plant Supervisor/Chemist 8 Operators 2 Lab Tec Ihnicians II 1 Lab Technician I · 16 Intern 1 WPC Plm~t Maintenance Supervisor 1 Material Clntrol Clerk / 1 Electrician 2 Meclanics PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Facilities and Environment Water Pollution Control Administration GOAL Manage the business and various activities of the Water Pollution Control Plant in a cost effective manner that allows all federal and state water and air quality criteria to be met at a reasonable cost to the community. To maintain a long-range Capital Improvement Program that will provide for cost effective operations. DESCRIPTION The Water Pollution Control Plant Manager is responsible for overall management, planning, supervision and direction of all water pollution control operations. This includes preparation of operating and capital budgets, development of rate structures, evaluating plant operations and recommending improvements, monitoring industrial accounts, acting as state and federal liaison and evaluating new techn01ogy for application in plant operations to reduce cost. This Activity is staffed by the Water Pollution Control Plant Manager. SERVICE OBJECTIVES To effectively manage and control operations of the water pollution control facilities by: a) managing wastewater treatment functions to maintain optimum efficiency while continuing to meet discharge standards; b) researching new technology for application in the treatment facility; c) reviewing alternate methods of operation to determine if more cost effective operations are available; d) working with the Solid Waste Management Supervisor to develop methods of handling solid wastes and sewage sludge in conjunction with other waste products; e) administering the continuation of the industrial pretreatment program; f) ensuring compliance with rules and regulations as established by the United States Environmental Protection Agency and Iowa Department of Natural Resources; g) attending training sessions for continuing education units (CEU's) to maintain professional license as a Plant Operator as mandated by state law; h) seeking new and/or innovative ideas for improved wastewater treatment by attending various state meetings of the Water Pollution Control Association and the national meeting of the Water Environment Federation; and i) actively looking for existing operations that can be outsourced to provide better use of operational staff time. To maintain financial soundness of the wastewater operation which will assure a favorable bond rating and enable sound maintenance of the system by: a) monitoring industrial accounts and adjusting contracts when applicable; Water Pollution Control Plant Administration -164- b) c) developing an equitable rate structure for ail users and adjusting as necessary; and providing for administrative overhead charges of $73,910. To maintain public confidence by initiating responses and providing accurate and timely public information to citizen requests within twenty-four hours and actively participating in community affairs. To improve productivity and efficiency of the Water Pollution Control Plant by: a) utilizing the team approach in internal and external division operations; and b) increasing the efficiency and effectiveness of the Water Pollution Control Plant operations through implementation of recommendations made by the Plant Review Team. To establish and maintain new operating procedures mandated by the Resource Conservation and Recovery Act (RCRA), Supeffund legislation and Superfund Amendments Reauthorization Act (SARA) by: a) maintaining close contact with both federal and state governmental officials to ensure knowledge of rapidly changing laws, rules and regulations pertaining to hazardous substance discharge into the environment; b) using a consultant for specialized work when needed in relation to the RCRA, SARA and Superfund requirements for toxic substances; c) speaking to issues of critical concern at public hearings; d) using a consultant for specialized work needed to maintain a Title V operating and construction permit for state and federal clean air regulations; and e) utilizing a consultant to set up a Risk Management Program and Process Safety Management Program for the Water Pollution Control Plant. To establish and maintain new operating procedures mandated by the EPA regarding 503 regulations for burning sewage sludge. To ensure City compliance with the testing, sampting and program setup of a plant storm water management program by using a consultant and outside laboratory services as necessary ($6,000). To provide the interest payment ($6,458) and principal ($170,000) on a $1,300.00 revenue-backed G.O. Bond issue for the Phase 111 Water Pollution Control Plant renovation project. Water Pollution Control Plant Administration -165- BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay Debt Service Subtotal Non-Expense Accounts TOTAL BUDGET Funding Budget Sewage Utility Operation Fund FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 1.00 1.00 1.00 $ 73,483 $ 75,999 $ 79,806 107,410 105,635 150,541 886 174,456 1,047,474 592,472 $355,349 $1,229,994 $822,819 4,682 4,822 3,311 $360,031 $1,234,816 $826,130 $360,031 $1,234,816 $826,130 1.00 $ 87,911 112,805 174,250 $374,966 3,439 $378,405 $378,405 Water Pollution Control Plant Administration -166- PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Facilities And Environment Water Pollution Control Environmental Monitoring GOAL Perform the chemical, biological and bacterial sampling and analysis associated with the operations of the Water Department and Water Pollution Control Plant and those required to ensure the safety of private potable water supplies. DESCRIPTION This Activity provides chemical, biological and bacterial analysis and sampling services to the Water Pollution Control Plant, Water Department, Dubuque Metropolitan Area Solid Waste Agency landfill, industrial pretreatment program, and private water monitoring. Its laboratory services assist in maintaining the availability of safe drinking water, as well as protection of the environmental integrity of Mississippi River and Catfish Creek Basin. In addition, it ensures compliance with all federal and state mandated quality standards and monitoring requiEements and generates the database necessary for industrial user fees. This Activity is staffed by a Chemist and three Technicians and is located in the administrative building of the Water Pollution Control Plant. SERVICE OBJECTIVES To provide the sampling and analytical services needed to operate a municipal water pollution control system by: a) monitoring influent and effluent parameters to ensure compliance with discharge limits mandated by federal and state regulatory agencies; b) performing lab analysis necessary to monitor and optimize plant operations; and c) maintaining and submitting all necessary industrial and operating records to pertinent agencies. To monitor industrial users and preven~ discharge of toxic pollutants into the wastewater treatment system and ultimately into potential drinking water sources and/or aquatic environment by maintaining an industrial pretreatment program as mandated by P.L. 92-500, Section 403, 40 CFR by: a) acting as the City's industrial pretreatment coordinator; b) contacting and advising industrial dischargers of the existence and requirements of the program; c) maintaining a record of industrial dischargers to determine types and amounts of pollutants being discharged; d) sampling and analyzing appropriate industrial effluents to confirm discharge parameters and their compliance with prescribed limitations; e) preparing, maintaining and submitting to federal and state regulatory agencies Water Pollution Control Plant -167- Environmental Monitoring all appropriate records to ensure the City's compliance with the mandates of the law; and providing database for industrial user fees. To provide laboratory analysis required for the safe, efficient and economical operation of a municipal water system by: a) monitoring raw and treated water for chemical and bacterial contaminations; b) optimizing the addition of disinfectant, softening and fluoride chemicals; c) insudng compliance with safe drinking water regulations as set forth by the Environmental Protection Agency and Iowa Department of Natural Resources; d) fulfilling requirements of lead and copper program including sample collection, anatysis and maintaining records; and e) monitoring the corrosion control plan for lead and copper by conducting sampling and analysis. To ensure the safety of private water supplies by: a) examining for bacterial contamination; and b) determining nitrate and fluoride levels. To ensure the safety of public water supplies by: a) examining for bacterial contamination at the Dubuque Regional Airport and provide operational and technical support for operation of the water system; and b) maintaining and filing necessary records for the Iowa Department of Natural Resources. To provide analytical services for the Dubuque Metropolitan Area Solid Waste Agency by: a) monitoring groundwater samples; b) maintaining and submitting necessary records for the Iowa Department of Natural Resources; and c) analyzing leachate samples. To provide each of the above services in a prompt, fair and financially self-sustaining manner. To maintain laboratory cedification for water and wastewater analysis administered by the Iowa Department of Natural Resources and University Hygienic Laboratory. To develop and maintain water quality parameter database for Catfish Creek basin. Water Pollution Control Plant -168- Environmental Monitoring BUDGET SUMMARY Personnel Summary Full-Time Equivalents Seasona! Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay TOTAL BUDGET Funding Budget Sewage Utility Operation Fund Revenue Generated FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 4.00 4.00 4.00 .16 .16 .16 $234,728 $235,996 $254,816 45,573 38,396 57,744 5,363 2,773 8,100 $285,664 $277,165 $320,660 $285,664 $277,165 $320,660 $124,141 $133~255 $125,800 4.00 .16 $271,770 54,350 8,000 $334,120 $334,120 $134,398 PERFORMANCE MEASURES Wastewater/I ndustdal Pretreatment Program BOD tests Industry Plant Lift Stations Special tests and quality Control Annual Average/day Graveimetedc Analysis Industry Plant Lift Stations Special tests and quality Control Annual Average/day COD* analysis Industry Plant Special tests and quality control FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 7,535 6,500 6,500 6,500 6,500 3,650 3,650 3,650 3,650 3,650 3,285 3,585 3,585 3,585 3,585 3,285 3,285 4,000 3,285 3,285 17,755 17,020 17,435 17,020 17,020 49 47 48 47 47 4,400 4,400 4,000 4,000 4,000 6,500 6,500 8,500 6,500 6,500 2,000 2,000 2,000 2,000 2,000 1,100 1,500 1,500 1,500 1,500 14,000 14,000 14,000 13,100 14,000 35 38 38 36 38 730 730 730 730 730 730 365 365 365 365 365 365 365 365 365 Water Pollution Control Plant -169- Environmental Monitoring PERFORMANCE MEASURES Annual Average/day TOC analysis (Total Organic Carbon) Industry Plant Lift Stations Special tests and quality control Annual Average/day Ammonia, TKN**and anions Analysis Industry Plant Special tests and quality control Annual Average/day Metal analysis*** Industry Plant Lift Stations Special tests and quality control Annual Average/day Distribution sampling surveyANater quality testing Bacterial analysis (coliform, HPC) Inorganic species analysis (nitrate, hardness, alkalinity, et al) Metal analysis for Water Plant Private-public potable water tests Bacterial analysis Nitrate analysis Fluoride analysis FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 1,852 1,460 1,465 1,460 1,460 5 5 4 4 4 2,190 1,100 1,900 1,100 1,100 2,920 2,700 2,700 2,700 2,700 1,100 1,000 1,000 1,000 1,000 2,000 2,000 2,200 2,200 2,200 8,210 6,800 7,800 7,000 7,000 23 19 21 19 19 730 400 400 800 800 1,200 2,000 1,200 2,200 2,200 500 1,000 1,000 1,000 1,000 2,430 3,400 2,555 4,000 4,000 6.7 9 7 11 11 150 t75 175 175 175 40 100 100 100 100 40 100 100 100 100 100 200 200 200 200 330 275 747 575 575 1 2 1,6 2 2 52 52 52 52 52 3~000 3,500 3,500 3,500 3,500 2,400 3,000 2,400 3,500 3,500 600 600 600 600 600 1,600 1,800 1,800 1,800 1,800 300 400 400 400 400 100 100 100 100 100 Water Pollution Control Plant -170- Environmental Monitoring FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D M~als analysis-lead and copper 60 300 80 300 30 TOC Analysis(t~alo~an~ carbon) 200 150 150 150 150 COD - Chemical Oxygen Demand is used as a measure of the oxygen equivalent of the organic matter content of a sample that is susceptible to oxidation by a strong chemical oxidant. Ammonia, TKN, and anions -Ammonia and Total Kjeldahl Nitrogen are tests that measure ammonia and organic nitrogen concentration - anions measure nitrate, nitrite, chloride, phosphate and sulfate. Each metal analysis represents a group of 5-7 metals. Water Pollution Control Plant -171- Environmental Monitoring PROGRAM: DEPARTMENT/DIVISION: ACTIVITY: Facilities And Environment Water Pollution Control Plant Operation And Maintenance GOAL Operate and maintain equipment and records necessary to collect, pump, treat and dispose of the liquid wastes discharged into the sanitary sewer system as required by state and federal regulatory agencies at the lowest possible cost while still effecting appropriate maintenance programs for plant reliability. DESCRIPTION This Activity operates and maintains a pure oxygen activated sludge secondary treatment plant. Unit processes include screening, grit removal, pdmary settling, trickling filters, activated sludge, secondary settling, and disinfection by chlorination of final effluent, and excess chlorine removal. Primary and secondary solids are dewatered by a centrifuge conditioning process, filter belt press and final treatment by incineration. The plant has a design capacity of 15 million gallons a day, with a peak hydraulic capacity of 28 million gallons a day. The plant is designed to handle 25,000 pounds per day of BOD and suspended solids. This Activity is also responsible for operation and maintenance of the sewage lift stations and is staffed by a Material Control Clerk, eight Plant Operators and four maintenance personnel. SERVICE OBJECTIVES To maintain a degree of treatment that enhances the quality of the receiving stream by: a) operating the Water Pollution Control Plant effectively to meet federat Environmental Protection Agency and Iowa Department of Natural Resources discharge and air permits; b) maintaining a safe application of chlorine to disinfect the plant's final effluent prior to discharging to the receiving stream during the recreational season; c) removing free chlorine safely by using magnesium bisdlfide; d) monitoring discharge of industrial accounts to ascertain compliance with contracts; e) conducting experiments with chemicals that will provide improved treatment and incineration of sludge; and training operators and maintenance personnel for effective and safe operation and maintenance of the plant. To reduce utility costs by experimenting with techniques of plant operation, which will optimize the use of electricity, water, gas and lubricants, and to continue to work with various chemical suppliers to find a more economical polymer used in the dry sotids centrifuges. To assure the health and welfare of employees by monitoring and implementing effective safety practices. Water Pollution Control Plant Plant Operations and Maintenance -172- 10. 11. 12. To ensure environmental air quality by conducting annual air emission tests, and to comply with CFR 40-503 regulations for sewage sludge incineration, and iowa Title V air permit requirements. To ensure compliance with the Title V Clean Air Permit by hiring environmental consulting engineers to keep abreast of state and federal rutes. To continue to cross-train operators in all areas of plant operations and have appropriate personnel attend available training seminars, as part of the recommendations made to improve Water Pollution Control Plant efficiency and effectiveness by the Plant Review Team. To provide operational services for the Airport lagoon system by: a) performing monthly surveillance checks; b) maintaining monthly operational reports; c) assisting Airport personnel in obtaining Iowa DNR licensing for the lagoon system and water system. To provide for financing of sewer related capital improvements by making a payment to the construction fund each year. To represent the City at various state meetings of the Iowa Water Pollution Control Association and to keep the City abreast of changes in legislation and technological breakthroughs. To develop a new database for inventory control and preventive maintenance through a new program utilizing the Material Control Clerk and the Phase III SCADA System. To continue safety awareness by providing monthly safety meetings. To provide yearly operational and maintenance staff training in IockoutJtagout and confined space entry procedures, and right to know information. BUDGET SUMMARY Personnel Summary Full-Time Equivalents Expenditure Summary Employee Expense Supplies and Services Capital Outlay TOTAL BUDGET Funding Budget Sewage Utility Operation Fund FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 ACTUAL ACTUAL BUDGET REVISED RECOM'D 14.00 14,00 13.00 $ 686,805 $ 660,324 $ 724,149 1,117,060 1,259,406 1,228,190 11,237 4,493 16,000 $1,815,102 $1,924,223 $1,968,339 $1,815,102 $1,924,223 $1,968,339 13.00 $ 781,525 1,257,152 24,730 $2,063,407 $2,063,407 Water Pollution Control Plant Plant Operations and Maintenance -173- FY 2001 FY 2002 FY 2003 FY 2003 FY 2004 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Maintenance areas and Equipment Pump Stations 9 10 10 11 12 Incinerators 2 2 2 2 2 Centrifuges 8 6 6 6 6 Process air compressors 28 28 28 28 28 Belt Press 1 1 1 1 1 Air blowers 60 60 58 58 58 Motor pumps and associated switch gear 174 174 174 Trickling filters 2 2 2 Gdt chambers 2 2 2 Clarifiers 7 7 7 Gravity thickener I 1 1 Chlorinators 2 2 2 Boilers and heat recovery 2 0 0 Oxygen dissolution basin (9 mixer units) 3 3 3 Dechlorination Unit 1 1 1 Cost/1,000 gallons treated Cost/pound of BOD* treated Cost/pound of SS**treated 174 174 2 2 2 2 7 7 I 1 2 2 0 0 3 3 I 1 $.171 $.232 $.225 $.236 $.265 $.106 $.097 $.120 $.099 $.111 $.124 $.148 $.175 $.150 $.169 Operation-Flow loadings (million gallons per day) Residential 6.20 5.00 5.00 5.00 5.08 Commercial 1,70 1,53 2.19 1.45 1.45 Industrial 2.69 .54 .21 .54 .54 Infiltration .30 .50 1.26 .50 .50 Total flow 10,89 7.57 8.66 7.57 7.57 BOD loadings (pounds Per day) Residential 6,000 6,960 6,436 Commercial 2,433 4,802 2,739 Industrial 9,167 6,279 7,147 Total 17,600 18;041 16,322 6,960 6,960 4,802 4,802 6,279 6,279 18,041 18,041 Suspended solids loading (pounds per day) Residential 6,000 5,800 5,268 5,800 5,800 Commercial 3,592 4,447 3,653 4,447 4,447 Industrial 4,608 1,549 2,039 1,549 1,549 Infiltration/inflow 80q 100 200 100 100 Total 15,000 11,896 11,160 11,896 11,896 Water Pollution Control Plant Plant Operations and Maintenance -174- PERFORMANCE MEASURES Tons of sludge incinerated/day Pdmary Secondary Pounds of secondary sludge processed per day Average electrical demand (KW) Average fuel usage(gallons/day) Average power factor (plant) Average polymer usage pounds/day of operation) Average chlodne usage (pounds per day) April I to October 31 Average percent BOD* removal Average percent SS** removal FY 2001 FY 2002 FY 2003 FY 2003 ACTUAL ACTUAL BUDGET REVISED 10.00 5.72 6.40 5.72 8.00 4.88 5.17 4.88 16,500 9,760 10,340 9,760 900 850 900 850 250 540 250 250 80% 83% 80% 83% 5,703 4,821 5,300 5,300 FY 2004 RECOM'D 5.72 4.88 9,760 85O 25O 83% 5,276 250 250 250 250 250 95 96 95 96 96 90 90 92 90 90 BOD - Biochemical Oxygen Demand is a measure of the oxygen consumed as pollUtants in a sample are broken down through natural biological processes over the course of five days. SS - Suspended Solids is the residue retained on a glass fibre filter after a known sample is filtered across the glass fibre. Polymer for Fiscal Year 2001, Fiscal Year 2002, Fiscal Year 2003, and proposed Fiscal Year 2004 are based on liquid mannich polymer Water Pollution Control Plant Plant Operations and Maintenance -175- PROGRAM - 3 - HOME & COMMUNITY ENVIRON. · cITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT ' 43 - Water Pollution Control FUND ACCOUNT ...... TITLE ......... FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2004 RECOMMENDED 460 6].010 FULL-TIME EMPLOYEES 707,838 700,401 759,368 803,962 460 61030 SEASONAL EMPLOYEES 1,300 2,000 2,000 460 61050 OVERTIME PAY 36,410 35,148 39,697 37,901 460 61071 HOLIDAY PAY-OVERTIME 15,041 14,323 15,479 15,866 460 61092 VACATION PAYOFF ].,304 3,478 460 61310 IPERS 43,659 43,117 46,836 49,320 460 61320 SOCIAL SECURITY 57,849 57,340 62,313 65,617 460 61410 HEALTH INSURANCE 115,613 104,603 121,827 155,100 460 6].430 WORRq~ENS' COMPENSATION 11,907 10,111 5,467 5,537 460 61450 LIFE INSURANCE 1,027 987 1,519 1,608 460 61620 SAFETY EQUIPMENT 2,769 2,328 3,415 3,4].5 460 61640 MEAL ALLOWANCE 68 400 400 460 61650 EMPLOYEE PHYSICALS 345 450 480 460 61651 OTHER MEDICAL COSTS 300 70 TOTAL Wages and Benefits 995.016 972,319 ],058,771 1,141,206 95, 2~ 297, 92, 279 080 727 974 493 745 45 118 354 356 212 493 565 764 511 223 263 460 62010 460 62011 460 62030 460 62050 460 62061 460 62090 460 62110 460 62130 460 62170 460 62190 460 62230 460 62310 460 62320 460 62340 460 62360 460 62411 460 62412 460 62415 460 62416 460 62421 1,057 1,531 2,345 645 1,708 1,005 1 485 585 92,882 2,242 50 564 6,043 320,114 56,687 28,685 8,043 OFFICE SUPPLIES UNIFORM PURCHASE/MAINT POSTAGE AND SHIPPING OFFICE EQUIPMENT MAINT DP EQUIP. ~LAINT CONTRACTS PRINTING & BINDING COPYING/REPRODUCTION LEGAl NOTICES & ADS SUBSCRIPTIONS-BOOKS-MAPS DUES ~ MEMBERSHIPS SALES TAX TRAVEL-CONFERENCES TRAVEL-CITY BUSINESS MILEAGE/LOCAL TRANSP EDUCATION & TRAINING UTILITY EXP-ELECTRICITY UTILITY EXP-GAS UTILITY EXPENSE STORMWATR UTILITY EXP-WATER TELEPHONE 800 1,200 1,607 800 2,380 1,210 50 2OO 150 950 125,000 4,503 500 540 16,300 325,000 85,663 28,284 5,099 29, 800 1,270 1,585 11780 3,158 ].,225 50 2OO 550 872 95,000 4,761 500 540 12,830 372,565 67,141 4,728 28,860 7,038 PROGRAM - 3 - HOME & COMMUNITY ENVIRON. CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 43 - Water Pollution Control FUND ACCOUNT ........ ~ TITLE ......... FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2004 RECOMMENDED 460 63314 PAYROLL OVERHEAD 4,682 4,822 3,311 3,439 TO~IAL Admin/Overhead/Stores Gar 4,682 4,822 3,311 3,439 460 62424 PAGER FEE 577 577 595 595 460 62431 PROPERTY MAINTENANCE 11,727 9,116 8,619 9,609 460 62441 INSURANCE, PROPERTY 27,036 3].,508 29,000 35,200 460 62442 BOILER INSURANCE 24,942 25,626 25,626 29,470 460 62443 GENERAL LIABILITY INS 1].,988 1].,046 11,400 14,546 460 625].1 FUEL, MOTOR VEHICLE 5,006 3,058 4,091 3,498 460 62521 MOTOR VEHICLE MAINT. 4,332 1,142 5,260 3,200 460 62528 MOTOR VEH. MAINT. OUTSOUR 3,927 4,516 2,960 4,910 450 626].1 MACH/EQUIP MAINTENANCE 13,501 42,735 23,550 24,950 460 62612 MAJOR REPAIR ELEMENT 7,159 15,596 ].9,000 17,200 460 62614 EQUIP MAINT CONTRACT 384 384 400 400 460 6262]. 02 PLA~T MAINTENANCE 2,803 244 6,200 6,200 ~460 62622 BELT FILTER MAINTENANCE 9,721 5,650 ~460 62623 CETRIF~GE MAINTENANCE 46,439 196 6,485 6,685 460 62625 LIFT STATION MAINTENANCE 21,973 24,696 21,230 24,025 460 62626 INCINERATOR MAINTENANCE 14,392 43,809 20,890 1],870 460 62628 INSTRUMENTATION MAINT 9,098 10~549 11,410 11,910 460 62629 INSTR MAINT CONTRACT 60,444 60,444 63,960 63,960 460- 62633 CHLORINE 14,227 17~395 15,435 ]7,565 460 62638 POLYMER 61,033 53~004 79,950 65,500 460 62639 LIQUID CO2/O2 215,945 250.799 253,727 268,122 460 6267] MISC. OPERATING SUPPLIES 52,693 44,166 58,869 58,768 460 62677 FLINT SHOT SAND 2,708 2,100 2,900 460 6268] LUBRICATION PRODUCTS 3,121 6,357 5,951 7,915 460 62682 INCINERATOR FUEL 60,832 164.474 69,700 74,700 460 62692 LANDFILL FEES 6,797 7,332 8,046 8,046 460 62726 AUDIT SERVICES 2,500 2,600 460 62731 MISCELLANEOUS SERVICES 27,859 29~650 51,110 31,060 460 62732 TEMP HELP\CONTRACT SERV. 1,500 460 62733 CONTRACT CUSTODIAL 10,620 9,210 10,050 11,050 460 62763 PAYMENT TO IOWA DNR 1,263 1,197 2,800 2,800 TOTAL Supplies and Services 1,270,043 1,403,437 1,421,150 1,424,307 PROGR~/~ - 3 - HOME & COMMUNITY ENVIRON. CITY OF DUBUQUE DEPARTMENT OPERATING BUDGET - RECOMMENDED DEPARTMENT - 43 - Water Pollution Control FUND ACCOUNT ......... TITLE ......... FY 2001 ACTUAL 460 71117 TIME CLOCK 460 71].24 MICRO-COMPUTER 460 71211 DESKS/CHAIRS 460 71312 VAN/PICKUP/WAG REPL 460 71314 TRUCK-REPLACEMENT 460 71410 SHOP EQUIPMENT 460 7].413 LABORATORY EQUIPMENT 460 71415 SAWS 460 71512 COMPRESSORS 460 71522 TRUCKSTER 460 71610 CUSTODIAL EQUIPMENT 460 71616 SNOW BLOWER TOTAL Machinery and Equipmen5 ~460 72111 GAS SAFETY MONITOR 460 72418 TELEPHONE SYSTEM TOTAL Machinery and EquipmenE 2,512 -8,500 3,203 18,042 15~258 1,343 1,343 460 74111 PRINCIPAL PAYMENT 460 74112 INTEREST PAYMENT TOTAL Debt Service 460 91010 TO GENERAL 460 91310 TO SANITARY SEWER CONST 460 91450 TO WATER OPERATING TOTAL TRANSFERS OUT FY 2002 ACTUAL 4,493 2,773 7,266 886 886 FY 2003 BUDGET FY 2004 RECOMMENDED 350 600 3,000 5,000 4,300 8,100 5,000 680 18,450 7,500 1, 300 550 22,100 32,730 2,000 2,000 140,000 1,004,502 578,750 170,000 34,456 42,972 13,722 4,250 174,456 1,047,474 592.472 174,250 197,597 1,406,134 40,000 1,643,731 204,511 212.545 201,432 927,228 933.500 1,390,800 40,000 40,000. 40,000 1,171,739 1,186,045 1,632,232 TOTAL DEP/D1V: Water Pollution Control 4,].04,528 4,607,944 4,285,849 4,408,164 FUND 460 SEWER OPERATING FUND PRGRAM 3--FACILITIES AND ENVIRONMENT ACT. ACCT ......... TITLE ......... CITY OF DUBUQUE RECOMMENDED REVENUE BUDGET BY FUND AND DEPARTMENT WATER POLLUTION CONTROL DEPARTMENT FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM. 43001 42340 SEWAGE DISPOSAL PERMITS 250 300 300 350 350 43001 44171 SEWAGE FEES 3,481,659 3,629,184 3,747,100 3,822,042 3,933,042 43001 44173 PENALTIES 24,669 25,810 26,500 26,500 26,500 43001 44182 FDL SEWAGE CONTRACT 52,927 43001 44184 SWISS VALLEY FARMS 163,949 155,230 172,800 172,000 172,000 43001 44186 INLAND PROTEIN 127,583 110,845 140,400 172,000 172,000 43001 44187 SEWAGE DUMPING FEES 27,588 30,540 28,687 29,047 31,047 43001 44189 SANOFI BIO-INDUSTRY 311,698 206,017 352,080 272,000 272,000 43001 52110 INVESTMENT EARNINGS 80,884 65,941 40,000 35,000 35,000 43001 52505 SALVAGE SALES 20,018 15 100 50 50 43001 53302 MISCELLANEOUS REVENUE 3,113 1,000 1,000 1,000 43001 54201 REFUNDS 30 100 100 100 43001 54502 SALES TAX COLLECTION 95,856 92,660 125,000 95,600 95,600 I. 43700 44146 WATER TESTS&OUTSIDE 24,477 27,775 25,000 27,500 27,500 ~:> 43700 44188 WW IND. PRETREATMENT 29,405 26,127 25,000 25,968 25,968 43700 45210 WATER SAMPLING-PLANT 45,000 45~000 46,800 50,000 50,000 43700 45211 WWT SAMPLING-AIRPORT 2,000 2,000 2,000 2,130 2,130 43700 45212 LANDFILL PAYMENT-LAB TEST 15,000 15,000 15,000 15,960 ~ 15,960 43700 45215 WWT SAMPLING~OUTS]DE 8,259 17,353 12,000 12,840 12,840 ACT. ACCT ......... TITLE ......... 54301 43274 FEMA PUBLIC ASSISTANCE 3,137 54301 53302 MISCELLANEOUS REVENUE 1,320 TOTAL OPERATION AND MAINT. DEPARTMENT 1,320 3,137 OPERATION AND MAINTENANCE DEPARTMENT FY 2001 ACTUAL FY 2002 ACTUAL FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM. ACT. 55405 55904 55904 TOTAL TOTAL ACCT ......... TITLE ......... ENGINEERING DEPARTMENT FY 2001 ACTUAL FY 2002 ACTUAL 44813 SEWER CONNECTION CHARGES 2,540 10,564 44813 SEWER CONNECTION CHARGES 5,961 9,516 52112 INT.INSTALLMENT CONTRACTS 542 181 Engi ne ing Department 9,043 20,26 t SANITARY SEWER OPERATING FUND FY 2003 BUDGET FY 2003 REVISED FY 2004 RECOM. 30,000 30,000 4,521,614 4,476,307 4,789,867 4,760,087 4,873,087 CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 43 WATER POLLUTION CONTROL FD JC WP-GR JOB CLASS 61010 Full Time Employee Expense FY 2002 FY 2003 FY 2004 FTE BUDGET FTE BUDGET FTE BUDGET 460 3300 GE-37 WASTEWATER PLANT MANAGER 1.00 61,524 1.00 63,930 1.00 69,413 460 3400 GE-36 CHEMIST 1.00 54,224 1.00 56,326 1.00 61,733 460 3030 GE-34 MAINTENANCE SUPERVISOR WWT 1.00 44,334 1.00 50,208 1.00 54,419 460 2100 GE-31 LAB TECHNICIAN Il 2.00 84,641 2.00 90,914 2.00 93,565 460 2900 GE-29 MATERIAL CONTROL CLERK 1.00 38,984 1.00 41,634 1.00 42,827 460 2400 OE-14 EQUIPMENT MECHANIC - WWT 2.00 75,348 2.00 76,491 2.00 81,287 460 2800 OE-14 MAINTENANCE ELECTRICIAN 1.00 35,790 1.00 38,213 1.00 40,201 460 2600 OE-13 WWT PLANT OPR CERT GR Ill & IV 3.00 109,036 3.00 116,050 3.00 122,145 460 2025 OE-12 LAB TECHNICIAN I 1.00 34,895 1.00 37,351 1.00 40,327 460 2500 OE-12 WWT PLANT OPERATOR CERT GR II 3.00 106,646 3.00 113,419 3.00 119,335 460 2450 OE-11 WWT PLANT OPERATOR (NC/GR I C) 2.00 70,545 2.00 74,832 2.00 78,710 TOTAL FULL TIME EMPLOYEES 18.00 715,967 18.00 759,368 18.00 803,962 61030 SEASONAL EMPLOYEES 460 0650 NA-28 INTERN 0.16 2,000 0.16 2,000 0.16 2,000 0.16 2,000 0.16 2,000 0.16 2,000 TOTAL WATER POLLUTION CONTROL 18.16 717,967 18.16 761,368 18.16 805,962