City Manager's Office_Sustainable Dubuque, GIS, Neighborhood Devel_FY19 Budget PresentationCopyrighted
February 7, 2018
City of Dubuque Public Hearings # 3.
IT EM T IT LE:City Manager's Office FY2019 Budget Presentation
SUM MARY:
SUGGEST ED DISPOSIT ION:
ATTACHMENTS:
Description Type
FY19 City Manager's Office Budget Recommendation Supporting Documentation
FY19 Public Information Offic e Budget
Rec ommendation Supporting Documentation
FY19 Personnel Office Budget Rec ommendation Supporting Documentation
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City Manager
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CITY MANAGER'S OFFICE
Budget Highlights
FY 2017
Actual
FY 2018
Budget
FY 2019
Requested % Change From
FY 2018 Budget
Expenses
Employee Expense 1,093,124 1,127,334 1,096,210 -2.8%
Supplies and Services 269,704 283,220 363,462 28.3%
Machinery and Equipment 7,842 1,500 405 -73.0%
Total 1,370,670 1,412,054 1,460,077 3.4%
Resources
Administrative Overhead Recharges 511,247 569,225 588,646 3.4%
Sustainability Conference 38,052 37,500 39,000 4.0%
Misc. Reimbursements 5,043 1,300 4,790 268.5%
CDBG Charges 93,494 86,622 93,087 7.5%
Total 657,383 694,147 725,523 4.5%
Property Tax Support 713,287 717,907 734,554 16,647
Percent Increase (Decrease)2.3%
Personnel - Authorized FTE 9.77 9.77 9.77
Improvement Package Summary
1 of 3
This decision package would provide funding for a bi-annual resident satisfaction survey every other
year. The survey would measure resident satisfaction with City services and amenities. Reasons to
administer a survey to residents include: to measure service performance; to assess community needs;
to make long-range, short-term or strategic plans; to demonstrate the City’s receptiveness to feedback/
input of city government, and to establish a baseline to inform future surveying. The results can be used
by the City Council to establish goals and priorities and set funding priorities, and by City staff to improve
service delivery. Administration of a survey will support efforts to track progress towards the Imagine
Dubuque! comprehensive plan. As the City develops its Open Performance system to increase
transparency, it has also identified a variety of objectives where progress could be better tracked by
analyzing results of a resident survey. This request includes $10,000 to administer the survey, and
approximately $3,000 to complete a comprehensive community engagement strategy so that the survey
can be administered by mail, online, and in-person events.
Related Cost:$13,000 Tax Funds Recurring Recommend -Yes
Related Revenue:$6,179 Administrative Overhead Recurring
Net Property Tax Cost:$6,821
Property Tax Impact:$0.0027 0.03%
Activity: City Manager's Office
2 of 3
This decision package would provide funding for the recertification fee for Dubuque to continue to
participate in the STAR Communities rating system. The City first certified, on behalf of the entire
community, in 2015. Participating in the nationally-developed rating system provides a valuable
framework and tool for us to measure our own progress towards the Sustainable Dubuque goals, and
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also provides opportunities to benchmark ourselves against other communities leading the way on
sustainability and resiliency. The STAR certification is good for four years, and so we will need to re-
certify, measuring our progress, in 2019. The re-certification fee includes access to the STAR
Community Rating System and technical assistance guides, online reporting tool (which includes
automatic transfer of all of the data from our 2015 certification), web-based trainings, and technical
assistance from STAR staff.
Staff continue to work to align the data collection process for the STAR certification with the
implementation strategy for the Imagine Dubuque! comprehensive plan and the open data efforts utilizing
Socrata. Data collected through the certification help measure progress towards the City Council Goals
& Priorities.
Related Cost:$4,000 Tax Funds Recurring Recommend -Yes
Related Revenue:$1,901 Administrative Overhead Recurring
Net Property Tax Cost:$2,099
Property Tax Impact:$0.0008 0.01%
Activity: Sustainability
3 of 3
This decision package would provide funding for three employees to attend the Denver Peak Academy
where they will be trained in LEAN principles and how they can be applied in a government setting. The
academy is a one-week training that would designate the employees as "black-belts", which means they
would be able to train other employees, negating the need to pay for the training for any other employees
in the future. LEAN principles focus on ways to reduce waste in a process, therefore saving time, effort
and money at the city. It is also a program that empowers "on-the-ground" employees to suggest
changes that would save time/money. Because those employees perform the tasks everyday, they are
intimately aware of what would make their jobs easier, with guidance from those trained as "black-belts"
in LEAN principles. Denver City/County has saved over $25,000,000 in the past six years applying LEAN
principles to their processes. Due to their success they have been training employees at other cities/
counties/states for the past three years to help others become just as successful. LEAN principles had
never been successfully adapted from their use in industrial factories to use in a government prior to
Denver's initiative. Now that Denver has adapted the program, and proved its success, they are willing to
share the training with other government agencies at their cost to administer the program.
This cost covers airfare, lodging, food and the cost of training for three employees. Two employees would
be trained at the first opportunity available and the third would attend the next training. Based on the high
demand for the training, there is a wait list with only two members from an outside agency allowed per
session.
Related Cost:$11,000 Tax Funds Non-Recurring Recommend -Yes
Related Revenue:$5,229 Administrative Overhead Non-Recurring
Net Property Tax Cost:$5,771
Property Tax Impact:$0.0023 0.02%
Activity: City Manager's Office
Significant Line Items
Employee Expense
1. FY 2019 employee expense reflects a 1.5% wage package increase.
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2. The Iowa Public Employee Retirement System (IPERS) City contribution increased from 8.93% in
FY 2018 to 9.44% in FY 2019. This resulted in an increase of City IPERS expense of $4,134 in
the City Manager's Office. The employee contribution increased from 5.95% in FY 2018 to 6.29%
in FY 2019.
3. The City portion of health insurance expense decreased from $1,325 in FY 2018 to $1,193 in FY
2019 per month per contract which results in an annual cost savings of -$6,359 annually or
-10.00%.
4. Overtime expense is unchanged from $10,000 FY 2018 to $10,000 in FY 2019. FY 2017 Actual
was $10,264.
5. A full-time Secretary position is tentatively unfrozen effective May 1, 2019 with a cost of $9,642
($64,923 in FY 2020). In addition, a part-time Management Intern position is tentatively unfrozen
effective May 1, 2019 with a cost of $6,256 ($38,083 in FY 2020). This is partially offset by the
long-term Assistant City Manager leaving during Fiscal Year 2018 and the position being filled by
an employee with less years of service ($25,358 cost savings).
Supplies & Services
6. Conferences decreased from $47,916 in FY 2018 to $45,116 in FY 2019. There was a non-
recurring improvement package in FY 2018 for an Assistant City Manager to attend the ICMA
International Regional Summit for $2,800.
7. Employee Recognition Luncheon expense increased from $11,086 in FY 2018 to $17,000 in FY
2019. In FY 2019 the employee recognition gift is reinstated.
8. Pay to Other Agency decreased from $46,440 in FY 2018 to $44,290 in FY 2019. This line item
includes Special Events Grants for $3,500 (10% cut in FY 2018 removed); Sustainable Dubuque
Collaborative Community Grants for $25,000 (10% cut in FY 2018 removed); and Washington
Tool Library for $15,790. In FY 2018, the GreenCorps match was inadvertently included twice in
FY 2018 in pay to other agency and multiple other line items.
9. Neighborhood Grants increased from $0 in FY 2018 to $24,560 in FY 2019. This line item
represents grants for neighborhood clean up and beautification, communications, neighborhood
improvement projects and community building initiatives. Neighborhood grants were previously
budgeted in the capital budget; however the expense is more accurately reflected as operating.
10. Consultant Services increased from $25,750 in FY 2018 to $48,000 in FY 2019 based on actual
cost of goal setting. This line item represents goal setting for City Council and department
managers.
11. City Business Travel decreased from $23,800 in FY 2018 to $23,554 in FY 2019 based on actual
cost.
12. Speakers/Programs is increased from $20,000 in FY 2018 to $34,530 in FY 2019. This line item
represents the expense for the Growing Sustainable Communities Conference and is offset by the
registration fees received for the conference.
13. Dues and Memberships increased from $17,789 in FY 2018 to $29,943 in FY 2019. The increase
is due to the addition of Alliance for Innovation ($4,000), Mississippi River Cities ($3,500), and
increases in Star Communities ($500) and Urban Sustainability Directors Network ($150).
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Machinery & Equipment
14. Equipment replacement items include ($405):
(1) Smart phone and Accessories $405
Revenue
15. Various Program Fees increased from $37,500 in FY 2018 to $39,000 in FY 2019 based on FY
2017 Actual of $38,052. This line item represents the Growing Sustainable Conference
registration fees.
16. Revenue received from Enterprise Funds for administrative overhead charges has increased from
$569,225 in FY 2018 to $588,646 in FY 2019.
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CITY OF DUBUQUE ORGANIZATIONAL CHART
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CITY MANAGER’S OFFICE
The City Manager ’s Office plans, organizes and manages all activities of the City organization
so as to provide leadership so that all City Council priorities, policies, and programs are
successfully implemented and effectively managed. This includes the City Council Policy
Agenda and Management Agenda to assure quality public services are responsive to the
citizens and that we operate as a High Performing Organization.
SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS
LEADING TO OUTCOMES
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CITY MANAGER’S OFFICE
The City Manager’s Office is supported by 9.77 full-time equivalent employees, which accounts for
75.08% of the department expense as seen below. Overall, the departments’ expenses are expected to
increase by 3.40% in FY 2019 compared to FY 2018.
Expenditures by Category by Fiscal Year
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CITY MANAGER’S OFFICE
Management/Administrative/Legislative
Overview
The City Manager is employed by the City Council to serve as the chief administrative officer of
the City. In that capacity the City Manager is responsible by virtue of the Code of Iowa for all
personnel functions, enforcements of all laws, advising the City Council, delivery of City
services, supervision of all construction contracts and development agreements, financial
management and conducting the general business affairs of the City. Management promotes
the City’s interests in legislative affairs, grant opportunities and active engagement in city
activities for employees and the citizens of Dubuque.
The City Manager ’s Office works with over 50 Local, State, Regional, Federal and National
partners to implement the City Council’s community vision, policy agenda and management
agenda and to serve as an active participant in various economic and community development
initiatives. These efforts are organized around team building efforts that improve the
productivity, efficiency and transparency of city operations as well as partner organizations.
This is done by building trust, encouraging team work, removing organizational and
interpersonal barriers, which block effective accomplishment of objectives, improving internal
communications and building management and interpersonal skills and capability.
Management/Administrative/Legislative Funding Summary
10072100
29072100 FY 2017 Actual FY 2018 Budget FY 2019 Requested
Expenditures $1,049,217 $1,069,757 $1,093,595
Resources $513,665 $500,040 $519,071
Management/Administrative/Legislative Position Summary
FY 2019
City Manager 1.00
Assistant City Manager 2.00
Office Manager 1.00
Secretary 2.00
Communications Assistant 0.75
Management Intern 0.60
Total Full-Time Equivalent Employee’s 7.35
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CITY MANAGER’S OFFICE
Highlights of the Past Year
• SmartAsset.com named Dubuque as one of the 10 best American cities to work in
technology.
• Dubuque recognized in 2015 by Intelligent Community Forum as one of the world’s
SMART21 Communities.
• Dubuque recognized by Forbes as one of the Top 10 Best Small Place for Business and
Careers.
• In 2017, Dubuque received the All-America City award for its Campaign for Grade-Level
Reading.
• The Bee Branch Watershed Flood Mitigation Project received the Outstanding
Achievement Award from the US Conference of Mayors Livability Awards Program. The
project also was recognized by the US Environmental Protection Agency for excellence
and innovation in clean water infrastructure through the Performance and Innovation in
SRF Creating Environmental Success (PISCES) program.
• Alot Travel ranked Dubuque #12 on its list of the “30 Best Small Cities in the United
States”. Dubuque was the only Midwestern city in the top 20 and one of just two Iowa
cities to make the list.
• The city received $200,00 REAP grant for Eagle Point Park phase two environmental
restoration.
• The city received a $508,000.00 Department of Interior Land and Water Conservation
Fund Outdoor Recreation Legacy Partnership grant for Comiskey Park expansion.
• The city received $200,000 EPA Brownfield cleanup grant for the Blum property.
• The city received $133,507 HUD grant for the Family Self-Sufficiency program.
• The city received an IDOT marketing grant for $7,500 for the promotion of the
intermodal Center.
Future Initiatives
• Continue efforts to address issues of equity, diversity and inclusion, including partnerships
with Inclusive Dubuque and other public and private sector organizations.
• Continued implementation of the City’s open data and open performance measure
transparency tools, and other efforts to create a High Performance Organization.
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CITY MANAGER’S OFFICE
• Continue efforts to improve the city’s response performance rate of citizens issues.
• Continue to advance City partnership with county, state and federal governments to deliver
programs, policies and appropriations for Dubuque residents.
• Continue to work collaboratively with City private sector and non profit partners to realize
City Council goals and priorities.
Performance Measures
Management - Activity Statement
Provides oversight and coordination of daily operations to translate City Council goals and
priorities into active programs in the most cost effective manner possible.
Goal: Robust Local Economy
Outcome #1: Maintain a competitive tax rate that minimizes the tax burden of citizens
Dubuque has the second LOWEST taxes per capita in the state. Dubuque’s proposed FY19 rate is
2.71% less than the FY18 rate. The highest ranked city (Council Bluffs) is 68.98% higher than
Dubuque’s taxes per capita, and the average is 44.3% higher than Dubuque.
Did you know?
The tax rate in 1987 was $14.58 per thousand compared to proposed FY19 rate of $10.60 per
thousand. The FY 1987 rate is 27.2% higher than the proposed FY2019 rate.
Nearly 60% of your city property tax is spent on public safety, public works and infrastructure.
Outcome #2: Provide the resources, tools and partnerships to insure the successful
implementation of the City Council Goals & Priorities
To minimize financial risk, provide fiscal diversity and hold in check the property tax burden, the City
aggressively pursues federal, state and private funding to assist in the implementation of the annual
Policy Agenda.
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CITY MANAGER’S OFFICE
In the past three years, the City has received over $133 million in federal and state grants to help fund
projects and City staff continues to pursue funding and partnership opportunities to help keep taxes and
fees down. In addition, the City received $98.5 million in financial assistance from the State of Iowa for
the Bee Branch Watershed Flood Mitigation Project and a HUD Resiliency Grant Award of $31.5
million.
Outcome #3: Maintain an efficient citizen response rate
Just as actively engaged employees are more productive and committed to the success of their
organizations, highly attached residents are more likely to actively contribute to a community’s growth.
There is also a positive correlation between community attachment and local economic success.
FY 2015 Actual FY 2016 Actual FY 2017 Actual
Average time to resolve a citizen issue 15.72 days 13.81 days 12.37 days
Percent of issues resolved in 10 days or
less 79%79.43%73%
Average time to resolve a citizen issue -
All Departments n/a 16.03 days 10.16 days
Percent of issues resolved in 10 days or
less - All Departments n/a 80.3%82.18%
Percent of issues resolved in 30 days or
less - All Departments n/a 90.8%92.5%
Outcome #4: Make Dubuque a desirable place to live, work and play.
The City of Dubuque is committed to serving our citizens by creating an atmosphere to ensure that
Dubuque remains a community where everyone has a balance of means, opportunity and avenues of
support to prosper. The City of Dubuque’s transition to a more data driven organization translates into a
high performing organization focused on outcomes and community.
Did you know?
Today there are over 60,000 people working in Dubuque County as compared to 37,608 in 1983. The
population in the United States is projected to increase by 28 million people in the next 10 years and
124 million people by 2060.
In 2016, Forbes.com featured Dubuque as among the best places in America to climb the economic
ladder to success. In 2016, Dubuque also received first place by the National League of Cities for our
work in developing creative and effective programs to improve cultural diversity. In 2015, MoneyGeek
also ranked Dubuque 38th out of 29,260 US cities of the “Best Small Cities to Make a Living.” In 2017,
Alot Travel ranked Dubuque #12 on its list of the “30 Best Small Cities in the United States”. Dubuque
was the only Midwestern city in the top 20 and one of just two Iowa cities to make the list.
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CITY MANAGER’S OFFICE
Sustainability
Overview
The Sustainable Dubuque vision, as identified by a community-led task force in 2006, is as
follows: “Dubuque is a viable, livable, and equitable community. We embrace economic
prosperity, social/cultural vibrancy and environmental integrity to create a sustainable legacy
for generations to come.”
The Sustainability Office provides education, outreach,
and coordination on sustainability issues and activities
both within the City organization as well as to the
various stakeholders, business and citizen groups that
comprise the Dubuque community. The Sustainable
Community Coordinator works directly with city
departments to ensure capital projects and operating
programs meet the sustainability vision identified by the
City Council and builds partnerships between the City
of Dubuque and national, state and local entities to
further sustainability initiatives and to strengthen local
leadership in this arena.
The Sustainable Community Coordinator manages the Green Iowa AmeriCorps program,
which provides audit, weatherization, and energy-related education services to the community.
Sustainability Funding Summary
10072200
FY 2017 Actual FY 2018 Budget
FY 2019
Requested
Expenditures $172,376 $188,445 $192,848
Resources $50,007 $106,985 $112,815
Sustainability Position Summary
FY 2019
Sustainable Community Coordinator 1.00
Sustainable Dubuque Intern 0.42
Total Full-Time Equivalent Employee’s 1.42
Highlights of the Past Year
• The Resilient Community Advisory Commission began meeting in March 2017, and
conducted its first strategic planning session in July 2017. Commissioners are utilizing
the STAR Community Rating system to advise City Council regarding strategies to
create a more resilient community.
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CITY MANAGER’S OFFICE
• The City and Community Foundation of Greater Dubuque received a Partners for
Places Equity Grant. The purpose of the grant is to build the skills, knowledge, and
capacity of City departments and non-profit organizations located in the Washington
Neighborhood so that they can better engage with traditionally un-engaged and
underrepresented populations in our community.
• The 10th Annual Growing Sustainable Communities Conference was held in conjunction
with the Heartland Sustainability Directors Network, Upper Midwest American Planning
Association (APA) and Iowa American Public Works Association (APWA) conferences,
attracting nearly 1,000 attendees to Dubuque.
• Green Iowa Americorps extended its reach by securing support to add four Sustainable
Schools Corps members to the Dubuque Community School District and Holy Family
School system. The members will integrate sustainability into curriculum and facilities
management in both systems.
• Dubuque hosted a Design And Resiliency Team (DART) technical assistance visit in
September, where a national team of resiliency experts met with the public and
developed recommendations related to climate adaptation, public health, and social
equity. The Sustainable Community Coordinator participated in a DART visit in
Vinalhaven, Maine, providing technical assistance regarding social resiliency and
downtown design.
• Community-wide solar strategy includes installation of rooftop arrays on five fire
stations, announcement of two solar installations by Alliant totaling nearly 5 MW, and
improvement to permitting and zoning practices to reduce the soft costs of solar
installations on residential and commercial structures.
• Through the International City Managers Association (ICMA), Dubuque hosted
environmental management fellows from Cambodia, Singapore, Indonesia, and
Vietnam. Dubuque also completed its obligation to provide technical assistance through
an ICMA Climate Change exchange by sending three staff to Santiago, Dominican
Republic.
Performance Measures
Sustainability - Activity Statement
Coordinate, facilitate, and implement sustainability initiatives, including capacity building for
the community and technical guidance for the City organization, to assist Dubuque in
becoming a more sustainable city, environmentally, socio-culturally, and economically.
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CITY MANAGER’S OFFICE
Goal: Partnership for a Better Dubuque
Outcome #1: Partner for sustainability.
Through the Sustainable Dubuque Community Grants program, increase the number of
opportunities for residents, businesses, and non-profits to lead efforts to become a
more viable, livable and equitable community.
This measure tracks the number of Sustainable Dubuque Community grants given, which must focus
on at least one Sustainable Dubuque principle and include a component of community education or
engagement. Each grantee is required to report on community impact; a sample of those impacts is
below.
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
Number of awards
given (as percent of
total applications
received)
25 (56%)15 (50%)12 (50%)
St. Marks Youth Enrichment received funds to support nature and
sustainability-focused enrichment opportunities. Funding was used to
transport students to Sinsinawa Mound and Swiss Valley Nature Center,
and complete gardening activities. Eighty-nine percent of students in the
2017 summer program maintained or increased their literacy skills.
The Smokestack received funding to create a 2,000 square foot pocket
park adjacent to their building, incorporating native plantings, educational
signage, and public art. Forty-five volunteers engaged in the project, 60%
of which lived within walking distance of the location. The property
manages stormwater and reduces urban heat island affects.
Goal: Financially Responsible, High Performance Organization
Outcome #2: City government use of sustainable practices in daily operations.
Adopting sustainability practices in a variety of ways helps to save citizens money, protect the
environment and improve the quality of life for residents.
Five solar arrays were installed on fire station roofs in 2017. Total capacity is approximately
150 kW, and is anticipated to save the City approximately 30% over utility rates. The
environmental benefits equate to displacing CO2 emissions from the annual electric use of 425
homes.
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CITY MANAGER’S OFFICE
Goal: Sustainable Environment
Outcome #3: Reduce the community’s carbon footprint 50% below 2003 levels by 2030.
The 50% by 2030 Community Climate Action & Resiliency Plan is a non-binding, voluntary effort to
identify opportunities to reduce Dubuque’s community GHG emissions. The plan provides information
to inform goal-setting and budget decisions, provides an adjustable roadmap to achieve the 50% goal,
and provides community education about Dubuque’s GHG emissions.
Total: 1,241,729 mt CO2e Total: 1,109,916 mt CO2e
The community has experienced an 11% reduction in GHGs as compared to the 2003 baseline. An
update of the baseline is anticipated in 2018.
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CITY MANAGER’S OFFICE
Neighborhood Development
Overview
Neighborhood Development works to organize and to develop the resources needed to create
and maintain a vital community by working closely with citizens to determine the priorities of
each neighborhood and to collaborate in finding the best way to meet those priorities. The
approach focuses on citizen involvement, leveraging resources, and establishing positive
relationships through communication.
Neighborhood Development Funding Summary
FY 2017 Actual FY 2018 Budget
FY 2019
Requested
Expenditures $146,203 $143,852 $162,169
Resources $93,795 $86,622 $93,087
Neighborhood Development Position Summary
FY 2019
Neighborhood Development Specialist 1.00
Total Full-Time Equivalent Employee’s 1.00
Highlights of the Past Year
• Bee Branch Greenway opened in 2017 resulting in Improved safety, reduced risk of
flooding, increased property values, increased desirability of neighborhood, and
additional green space and recreational opportunities for neighborhood residents.
• Neighbor2Neighbor pilot has continued throughout the community empowering people
to get to know their neighbors and build better relations and safer communities.
• Concentrated Community Housing Initiatives investment in purchasing and rehabilitating
homes in the Washington Neighborhood has resulted in additional owner occupied
properties. Improved housing conditions and additional homeowners will help stabilize
the neighborhood and increase property values making it a more attractive
neighborhood where people want to live and invest.
• Significant improvements to the physical appearance of Dubuque’s east side and north
side neighborhoods through the green alley program, bee branch, housing acquisition,
and improvement code enforcement will lead to increased feelings of safety and further
investment in the neighborhoods.
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CITY MANAGER’S OFFICE
Future Initiatives
• Support the organization of a resident-led neighborhood group in the Washington
Neighborhood.
• Evaluation and possible expansion of Neighbor2Neighbor from a pilot program to a fully
implemented program throughout the community.
• Participation in Inclusive Dubuque’s Equity sector work group on Housing and Safe
Neighborhoods.
• Support efforts of the True North Development Corporation to revitalize Dubuque’s
Urban Core and North End.
• Development of a Coalition of Neighborhoods so neighborhood associations can learn
from each other and work cooperatively on issues of mutual concern. Encourage
coalition to identify training opportunities to grow capacity building and leadership.
• Work with the Fenelon-Hill and Hilltop Ivy-League neighborhoods to return them to
active functioning neighborhood groups.
DID YOU KNOW?
Dubuque has nine active neighborhood associations that are working to improve their
neighborhoods? There are 68 neighborhoods (representing 4,382 members) who share
ideas and information through a secure on-line website, NextDoor. City is also supporting
the pilot program, called Neighbor2Neighbor, a resident driven program aimed at
increasing interaction, collaboration, and strong relationships among neighbors with intent
of making our neighborhoods healthier, safer, and friendlier.
Performance Measures
Neighborhood Development - Activity Statement
Develop strong neighborhoods by empowering neighborhood associations and residents to
identify and address quality-of-life partnerships with the City to create stronger, safer, and
more resilient neighborhoods.
Goal: Partnership for a Better Dubuque
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CITY MANAGER’S OFFICE
Outcome #1: Have safe, healthy, inclusive neighborhoods citywide
Neighborhood Grant funds allow neighbors opportunities to design projects to improve
conditions in the neighborhoods and meet the needs of neighborhood residents. The
Neighborhood Grant Program provides resources for neighborhood revitalization and
community building.
• 22 separate grants were awarded to neighborhood groups and non-profits operating in
our community’s low/moderate income neighborhoods. Sixteen smaller community
building grants were awarded to groups for activities such as neighborhood block
parties, family fun day at Comiskey, Music in Jackson Park, movies in the park,
neighborhood holiday celebrations, and Juneteenth celebration.
CDBG Funded Neighborhood Grants
Grantee Partner Activity Amount
North End Neighborhood Communication
Project
$691
St. Mark Youth Enrichment Summer Enrichment
Program
$5,000
NorNorth End Neighborhood Communication Project $735
Historic Bluffs Neighborhood Arlington Community Garden $859
Valley View Neighborhood Communication Project $80
Valley View Neighborhood Neighborhood Beautification
Project
$1,000
Downtown Neighborhood Beautification Project $115
Total $8,480
Arlington Community Garden Downtown Beautification Project
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CITY MANAGER’S OFFICE
Did you know? 12,115 residents benefited from the Community Development Block Grant
funded neighborhood grant program. These included summer enrichment programs for
neighborhood youth, clean-up and beautification projects, newsletters, and projects to build
pride in one’s neighborhood.
Goal: Experiences and Activities
Outcome #2: Have community events and festivals that bring the Dubuque community
together-residents meeting residents.
Outcome #3: Have family oriented programs and activities.
Successful neighborhoods require engaged citizens in efforts to promote capacity building and
community involvement to improve the overall quality of life. Increased community involvement
through neighborhood events and participation in resident interaction activities will result in
neighbors feeling safer and more connected in their neighborhoods. Staff provides support for
these activities through planning, funding, and technical assistance.
Did you know? The Safe Community Task Force recommended increasing resident
participation using such vehicles as clean up campaigns, neighborhood picnics, new welcome
events and other strategies developed by residents.
FY 2016/17
Actual
FY 2017/18
Estimated
FY 2018/19
Projected
Number of events/
meetings 89 100 100
Number of
participants 4,200 5,000 5,000
Music in Jackson Park Point Neighborhood Cook-out
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CITY MANAGER’S OFFICE
Goal: Financially Responsible, High Performance City Organization
Outcome #4: Easy, convenient access to City information and services.
Outcome #5: Opportunities to become involved in City governance and planning.
Neighborhood Development Specialist facilitates communication and cooperation between
the City and neighborhood associations.
Residents are empowered through increased awareness and education including
access to city services, and other community resources, leading to problem solving
and healthy communities.
Conducted education and outreach efforts on:
Before and After School Programs
Successful Rental Property Management Program
Inclusive Dubuque and Equity Profile
Education opportunities for adults such as Opportunity Dubuque
Community Gardening and healthy food options
Imagine Dubuque
HUD Resiliency Grant Opportunities
Provided information/assistance with educational enrichment programs such as:
After school Programs
Summer Enrichment Programs
Resource Fairs
Opportunity Dubuque
Multicultural Family Center ’s event
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Recommended Operating Revenue Budget - Department Total
72 - CITY MANAGER'S OFFICE
Fund Account Account Title
FY16 Actual
Revenue
FY17 Actual
Revenue
FY18 Adopted
Budget
FY19 Recomm'd
Budget
100 45701 STATE GRANTS —9,547 ——
45 - STATE GRANTS —9,547 ——
100 51950 VARIOUS PROGRAM FEES 39,829 38,052 37,000 39,000
51 - CHARGES FOR SERVICES 39,829 38,052 37,000 39,000
100 53102 PRIVATE PARTICIPANT 3,943 223 500 500
100 53201 REFUNDS 4,467 ———
100 53605 MISCELLANEOUS REVENUE 263 662 300 535
100 53620 REIMBURSEMENTS-GENERAL 3,808 4,113 500 3,705
260 53620 REIMBURSEMENTS-GENERAL 50 46 —50
53 - MISCELLANEOUS 12,531 5,044 1,300 4,790
100 54109 SALVAGE SALES —351 ——
54 - OTHER FINANCING SOURCES —351 ——
100 59610 FR WPC OPERATING 62,575 158,296 209,035 206,384
100 59620 FR STORMWATER OPERATING 43,675 50,433 48,161 48,334
100 59630 FR PARKING OPERATING 22,533 26,019 24,050 23,631
100 59640 FR WATER UTILITY ——12,785 37,149
100 59670 FR REFUSE COLLECTION 169,725 195,988 170,676 169,957
100 59940 FR DMASWA 69,724 80,511 104,518 103,191
59 - TRANSFER IN AND INTERNAL 368,232 511,247 569,225 588,646
72 - CITY MANAGER'S OFFICE TOTAL 420,592 554,343 607,525 632,436
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Recommended Operating Expenditure Budget - Department Total
72 - CITY MANAGER'S OFFICE
Fund Account Account Title
FY16 Actual
Expense
FY17 Actual
Expense
FY18 Adopted
Budget
FY 19 Recomm'd
Budget
100 61010 FULL-TIME EMPLOYEES 740,622 756,479 772,381 737,852
260 61010 FULL-TIME EMPLOYEES 39,981 41,592 43,194 37,502
100 61020 PART-TIME EMPLOYEES 22,636 32,117 33,307 39,017
100 61030 SEASONAL EMPLOYEES 8,095 1,817 11,109 11,277
100 61050 OVERTIME PAY 9,146 10,264 10,000 10,000
100 61071 HOLIDAY PAY-OVERTIME 0 575 0 0
100 61092 VACATION PAYOFF 0 4,532 0 0
100 61310 IPERS 64,401 66,699 74,545 76,112
260 61310 IPERS 3,570 3,714 3,858 3,540
100 61320 SOCIAL SECURITY 48,286 49,648 51,796 61,747
260 61320 SOCIAL SECURITY 2,993 3,079 3,304 2,869
100 61410 HEALTH INSURANCE 103,225 99,113 103,032 98,501
260 61410 HEALTH INSURANCE 9,735 11,448 8,268 6,440
100 61415 WORKMENS' COMPENSATION 3,035 2,784 3,016 2,663
260 61415 WORKMENS' COMPENSATION 148 214 222 140
100 61416 LIFE INSURANCE 440 429 1,238 427
260 61416 LIFE INSURANCE 37 37 86 25
100 61655 CAR ALLOWANCE 7,690 8,005 7,978 8,098
100 61660 EMPLOYEE PHYSICALS 347 577 0 0
61 - WAGES AND BENEFITS 1,064,387 1,093,123 1,127,334 1,096,210
100 62010 OFFICE SUPPLIES 4,187 3,119 4,392 3,759
260 62010 OFFICE SUPPLIES 10 0 10 50
100 62030 POSTAGE AND SHIPPING 287 554 600 660
260 62030 POSTAGE AND SHIPPING 27 14 27 14
100 62031 PROCESSING MATERIALS 318 352 324 352
100 62032 FLAGS 0 0 1,397 1,370
100 62050 OFFICE EQUIPMENT MAINT 658 674 695 700
100 62061 DP EQUIP. MAINT CONTRACTS 11,125 11,416 12,869 11,030
100 62090 PRINTING & BINDING 5,102 5,499 7,795 6,800
260 62090 PRINTING & BINDING 0 (140)0 0
100 62110 COPYING/REPRODUCTION 21,254 4,369 8,070 5,350
260 62110 COPYING/REPRODUCTION 30 313 30 313
100 62130 LEGAL NOTICES & ADS 343 0 350 0
100 62140 PROMOTION 0 (36)0 0
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 1,178 1,470 2,000 2,044
100 62190 DUES & MEMBERSHIPS 22,050 19,577 17,789 29,943
100 62208 GENERAL LIABILITY INSURAN 3,664 3,786 3,976 3,547
100 62310 TRAVEL-CONFERENCES 18,950 18,837 46,896 44,096
260 62310 TRAVEL-CONFERENCES 1,956 750 1,020 1,020
100 62320 TRAVEL-CITY BUSINESS 16,409 23,264 23,548 23,404
260 62320 TRAVEL-CITY BUSINESS 133 70 252 150
100 62340 MILEAGE/LOCAL TRANSP 2,127 459 2,345 2,312
260 62340 MILEAGE/LOCAL TRANSP 181 92 185 92
100 62360 EDUCATION & TRAINING 4,315 6,921 12,490 23,840
260 62360 EDUCATION & TRAINING 0 115 1,040 1,040
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Recommended Operating Expenditure Budget - Department Total
72 - CITY MANAGER'S OFFICE
Fund Account Account Title
FY16 Actual
Expense
FY17 Actual
Expense
FY18 Adopted
Budget
FY 19 Recomm'd
Budget
100 62421 TELEPHONE 3,181 4,115 3,619 4,115
260 62421 TELEPHONE 640 340 333 340
100 62424 RADIO/PAGER FEE 860 879 885 921
100 62436 RENTAL OF SPACE 2,544 2,520 2,767 2,779
260 62436 RENTAL OF SPACE 504 257 293 281
100 62511 FUEL, MOTOR VEHICLE 24 187 25 191
100 62645 SPECIAL EVENTS 3,221 3,116 10,000 10,000
100 62663 SOFTWARE LICENSE EXP 636 897 848 896
100 62667 INTERNET SERVICES 1,296 1,863 1,249 1,863
100 62668 PROGRAM EQUIP/SUPPLIES 1,416 1,041 1,500 1,500
100 62671 MISC. OPERATING SUPPLIES 1,494 2,500 0 0
100 62713 LEGAL SERVICES 5,821 3,392 0 0
100 62716 CONSULTANT SERVICES 50,991 44,377 25,750 48,000
100 62734 SPEAKERS/PROGRAMS 34,057 34,530 20,000 34,530
100 62736 CATERING SERVICES 4,083 2,121 1,500 1,500
100 62756 EMPLOYEE RECOGNITION 8,747 14,106 11,086 17,000
100 62761 PAY TO OTHER AGENCY 29,310 20,434 30,650 28,500
260 62761 PAY TO OTHER AGENCY 12,194 14,133 15,790 15,790
100 62765 GRANTS 0 0 0 10,000
260 62765 GRANTS 0 0 0 14,560
100 62785 GIFT CARDS 100 0 115 100
260 62834 SERVICES FROM PLANNING 8,710 17,420 8,710 8,710
62 - SUPPLIES AND SERVICES 284,133 269,703 283,220 363,462
100 71120 PERIPHERALS, COMPUTER 880 0 0 0
100 71211 DESKS/CHAIRS 1,771 2,530 0 0
100 72410 PAGER/RADIO EQUIPMENT 0 5,142 0 0
100 72418 TELEPHONE RELATED 442 125 1,500 194
260 72418 TELEPHONE RELATED 0 45 0 211
71 - EQUIPMENT 3,093 7,842 1,500 405
72 - CITY MANAGER'S OFFICE TOTAL 1,351,613 1,370,668 1,412,054 1,460,077
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Recommended Expenditure Budget Report by Activity & Funding Source
72 - CITY MANAGER'S OFFICE
MANAGEMENT - 72100
FUNDING SOURCE: CABLE TV
Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget
EQUIPMENT 7,780 1,125 —
SUPPLIES AND SERVICES 159,416 167,522 206,113
WAGES AND BENEFITS 882,021 901,110 887,482
MANAGEMENT 1,049,217 1,069,757 1,093,595
SUSTAINABLE COMM COORD - 72200
FUNDING SOURCE: GENERAL
Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget
EQUIPMENT —375 —
SUPPLIES AND SERVICES 72,416 74,346 96,335
WAGES AND BENEFITS 99,960 113,724 96,513
SUSTAINABLE COMM COORD 172,376 188,445 192,848
GREENCORPS - 72600
FUNDING SOURCE: GENERAL
Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget
SUPPLIES AND SERVICES 2,873 10,000 5,000
GREENCORPS 2,873 10,000 5,000
NEIGHBORHOOD DEVELOPMENT - 72800
FUNDING SOURCE: COMMUNITY DEVELOPMENT
Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget
EQUIPMENT 62 —405
SUPPLIES AND SERVICES 20,865 15,562 40,224
WAGES AND BENEFITS 111,143 112,500 112,215
NEIGHBORHOOD DEVELOPMENT 132,070 128,062 152,844
WASHINGTON TOOL LIBR. - 79220
FUNDING SOURCE: COMMUNITY DEVELOPMENT
Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget
SUPPLIES AND SERVICES 14,133 15,790 15,790
WASHINGTON TOOL LIBR.14,133 15,790 15,790
CITY MANAGER'S OFFICE TOTAL $1,370,670.07 $1,412,054.00 $1,460,077.00
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C I T Y O F D U B U Q U E , I O W A
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
72 CITY MANAGER'S OFFICE
FY 2017 FY 2018 FY 2019
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 9900 Contract CITY MANAGER 1.00 $270,993 1.00 $284,731 1.00 $271,454
100 9375 GE-44 ASSISTANT CITY MANAGER 2.00 $258,175 2.00 $262,331 2.00 $241,037
260 5100 GE-35
NEIGHBORHOOD DEVELOP
SPEC.0.72 $57,626 0.52 $43,194 0.45 $37,502
100 5100 GE-35
NEIGHBORHOOD DEVELOP
SPEC.0.28 $22,410 0.48 $39,262 0.55 $45,837
100 4670 GE-33
SUSTAINABLE COMMUNITY
COORD.1.00 $71,260 1.00 $72,406 1.00 $58,635
100 8825 GE-31 OFFICE MANAGER 1.00 $64,638 1.00 $65,679 1.00 $66,661
100 225 GE-25 SECRETARY 2.00 $45,978 2.00 $47,972 2.00 $54,228
TOTAL FULL TIME EMPLOYEES 8.00 $791,080 8.00 $815,575 8.00 $775,354
61020 Part Time Employee Expense
100 3465 NA-44 MANANGEMENT INTERN 0.60 -0.60 $—0.60 $3,449
100
SUSTAINABLE DUBUQUE
INTERN 0.42 $11,152 0.42 $11,109 0.42 $11,277
100 225 GE-25
COMMUNICATIONS
ASSISTANT 0.75 $32,682 0.75 $33,307 0.75 $35,568
TOTAL PART TIME EMPLOYEES 1.77 $43,834 1.77 $44,416 1.77 $50,294
TOTAL CITY MANAGER'S OFFICE 9.77 $834,914 9.77 $859,991 9.77 $825,648
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CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2017 FY 2018 FY 2019
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Management-General Fund
10072100 61010 100 9900 CONT CITY MANAGER 1.00 $270,993 1.00 $284,731 1.00 $271,454
10072100 61010 100 9250 GE-44 ASSISTANT CITY MANAGER 2.00 $258,175 2.00 $262,331 2.00 $241,037
10072100 61010 100 4670 GE-33 SUSTAINABLE COMM. COORD.0.00 $—0.00 $—0.00 $—
10072100 61010 100 225 GE-25 SECRETARY 2.00 $45,978 2.00 $47,972 2.00 $54,228
10072100 61010 100 8825 GE-31 OFFICE MANAGER 1.00 $64,638 1.00 $65,679 1.00 $66,661
Total 6.00 $639,784 6.00 $660,713 6.00 $633,380
Sustainable Community - General Fund
10072200 61010 100 4670 GE-33 SUSTAINABLE COMM. COORD.1.00 $71,260 1.00 $72,406 1.00 $58,635
Total 1.00 $71,260 1.00 $72,406 1.00 $58,635
Sustainable Community - PT General Fund
10072200 61020 100 NA-38 SUSTAINABLE DUBUQUE INTERN 0.42 $11,152 0.42 $11,109 0.42 $11,277
Total 0.42 $11,152 0.42 $11,109 0.42 $11,277
Neighborhood Development - CDBG Fund
26072800 61010 260 5100 GE-35 NEIGHBORHOOD DEVELOP SPEC.0.72 $57,626 0.52 $43,194 0.45 $37,502
Total 0.72 $57,626 0.52 $43,194 0.45 $37,502
Neighborhood Development - General Fund
10072800 61010 260 5100 GE-35 NEIGHBORHOOD DEVELOP SPEC.0.28 $22,410 0.48 $39,262 0.55 $45,837
Total 0.28 $22,410 0.48 $39,262 0.55 $45,837
City Manager - PT General Fund
10072100 61020 100 3465 NA-47 MANAGEMENT INTERN 0.60 $—0.60 $—0.60 $3,449
10072100 61020 100 225 GE-25 COMMUNICATIONS ASSISTANT 0.75 $32,682 0.75 $33,307 0.75 $35,568
Total 1.35 $32,682 1.35 $33,307 1.35 $39,017
TOTAL CITY MANAGER'S OFFICE 9.77 $834,914 9.77 $859,991 9.77 $825,648
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Capital Improvement Projects by Department/Division
CITY MANAGER'S OFFICE
CIP
Number Capital Improvement Project Title
FY 16 Actual
Expense
FY 17 Actual
Expense
FY 18 Adopted
Budget
FY 19 Recomm'd
Budget
1002177 BUDGET OFFICE REMODEL 11,266 ———
1021070 GIS SYSTEM IMPLEMENTATION ———160,500
1021238 NEIGHBORHOOD GRANTS 3,405 4,268 10,000 —
1022317 ALL-AMERICA CITY AWARD ———15,000
2601238 NEIGHBORHOOD GRANTS 11,945 8,484 14,560 14,560
3502218 SUSTAINABILITY INITIATIVE 752 ———
CITY MANAGER'S OFFICE TOTAL 27,367 12,752 24,560 190,060
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PRGRM/
DEPT PROJECT DESCRIPTION FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 TOTAL PAGE
CITY MANAGERS OFFICE
Community and Economic Development
Neighborhood Grants $14,560 $14,560 $14,560 $14,560 $14,560 $72,800 311
General Government
Aerial Orthophotography
$160,500 $—$52,500 $—$55,500 $268,500 312
All American City Award $15,000 $—$—$—$—$15,000 314
Municipal Green House Gas
Inventory
$—$—$25,000 $—$25,000 $50,000 315
Total CIty Manager's Office $190,060 $14,560 $67,060 $14,560 $70,060 $406,300
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Personnel Office
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PERSONNEL OFFICE
Budget Highlights
FY 2017
Actual
FY 2018
Budget
FY 2019
Requested % Change From
FY 2018 Budget
Expenses
Employee Expense 543,511 375,719 579,087 54.1 %
Supplies and Services 127,005 117,798 134,230 13.9 %
Machinery and Equipment ————%
Total 670,516 493,517 713,317 44.5 %
Resources
Administrative Overhead Recharges 174,174 227,399 237,525 4.5 %
Misc. Reimbursements 168,889 —211,324 —%
Total 343,063 227,399 448,849 97.4 %
Property Tax Support 327,453 266,118 264,468 (1,650)
Percent Increase (Decrease)(0.6)%
Personnel - Authorized FTE 3.63 3.63 3.63
Improvement Package Summary
1 of 2
This decision package would provide funding to hire a consulting firm to design, benchmark and prepare
an estimated cost to implement a health savings account option.
Related Cost:$5,000 Tax Funds Recurring Recommend - Yes
Related Revenue:$2,376 Administrative Overhead Recurring
Net Property Tax Cost:$2,624
Property Tax Impact:$0.001 0.01%
Activity: Personnel
2 of 2
This decision package would provide funding for five wellness committee members to attend the
Healthiest State Initiative Conference in Des Moines. Improved employee health and wellness and
savings in health care costs are the goals of the Wellness Committee. Funding attendance for five
wellness committee members to attend the Healthiest State Initiative Conference in Des Moines will equip
wellness committee members with information to implement effective employee wellness strategies. The
one-day conference provides access to training, tools, information, and resources necessary to change
organizational culture, increase participation, contain costs, and improve employee health and well-being.
The annual one-day conference is an opportunity to learn best practices and innovative methods for
improving employee health and wellness.
Related Cost:$725 Tax Funds Recurring Recommend - Yes
Related Revenue:$345 Administrative Overhead Recurring
Net Property Tax Cost:$380
Property Tax Impact:$0.0002 —%
Activity: Personnel
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Significant Line Items
Employee Expense
1. FY 2019 employee expense reflects a 1.5% wage package increase.
2. The Iowa Public Employee Retirement System (IPERS) City contribution increased from 8.93% in
FY 2018 to 9.44% in FY 2019. This resulted in an increase of City IPERS expense of $1,270 in the
Personnel Office. The employee contribution increased from 5.95% in FY 2018 to 6.29% in FY
2019.
3. The City portion of health insurance expense decreased from $1,325 in FY 2018 to $1,193 in FY
2019 per month per contract which results in an annual cost savings of -$4,770 or -10.00%.
4. Insurance Premium increased from $0 in FY 2018 to $204,324 in FY 2019 based on FY 2018
actual cost. This line item represents the dental insurance premiums paid which is completely
offset by employee payments in dental insurance premium revenue.
5. Administration Costs increased from $25,662 in FY 2018 to $27,100 in FY 2019. This line item
represents flex medical spending plan administrative costs ($24,000), State of Iowa fee for the
509(A) certificate ($100), and Patient Centered Outcomes Research Initiative fee ($3,000), which
are costs that cannot be paid from the self-insurance reserve.
Supplies & Services
6. Consultant Services increased from $46,875 in FY 2018 to $53,475 in FY 2019 based on actual
cost of health and prescription drug plan actuarial and benefit services ($36,500), 509(A)
Certificate of Compliance ($975), Affordable Care Act compliance reporting ($8,000) and GASB 45
actuarial valuation ($3,000).
7. Criminal Background Check increased from $17,718 in FY 2018 to $20,486 in FY 2019 based on
FY 2017 Actual of $14,431 and actual number of checks done in FY 2018.
8. Education and Training is increased from $9,470 in FY 2018 to $19,245 in FY 2019. This line item
includes the employee tuition reimbursement program ($14,000); employee safety training
($2,500); and training for Personnel ($2,020). The employee tuition reimbursement program was
increased from $5,000 in FY 2018 to $14,000 in FY 2019 based on actual reimbursement requests
from the program.
9. Software License is increased from $9,038 in FY 2018 to $9,173 in FY 2019. This line item
represents the annual maintenance fee for the online job application software.
Revenue
10. Miscellaneous Reimbursements increased from $0 in FY 2018 to $7,000 in FY 2019. This line item
represents the mid-range of actual employee flex plan forfeitures which partially covers the
administrative costs of the employee flex plan ($24,000).
11. Dental Insurance Premium increased from $0 in FY 2018 to $204,324 in FY 2019. This line item
represents employee paid premiums for Dental Insurance and offsets the expense.
12. Revenue received from Enterprise Funds for administrative overhead charges has increased from
$227,399 in FY 2018 to $237,525 in FY 2019.
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PERSONNEL OFFICE
The Personnel Office is committed to providing expertise in attracting, developing and
sustaining a high quality workforce committed to excellent services.
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE
LEADING TO OUTCOMES
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PERSONNEL OFFICE
The Personnel Office is supported by 3.63 full-time equivalent employees, which accounts for 81.18%
of the department expense as seen below. Overall, the departments’ expenses are expected to
increase by 44.54% in FY 2019 compared to FY 2018.
Expenditures by Category by Fiscal Year
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PERSONNEL OFFICE
Overview
The City of Dubuque Personnel Office is responsible for carrying out all the activities essential
to the effective administration of the personnel function such as:
1. Assisting operating departments in the areas of recruitment, selection, placement,
and training of employees
2. Representing the City in collective bargaining with five employee unions and
administering union contracts
3. Maintaining centralized personnel records
4. Administering the Non-bargaining Unit Personnel Manual
5. Administering all benefits
6. Ensuring compliance with state and federal employment related laws and
regulations and overseeing the safety function
7. Administering, through the Health Care Committee, health, prescription drug, dental,
life, and disability insurance plans
8. Maintaining all workers compensation records and coordinating claims management
with the third party administrator and department managers
Position Summary
FY 2019
Personnel Manager 1.00
Personnel Assistant 1.00
Secretary 1.00
Secretary PT 0.63
Total FT Equivalent Employees 3.63
Highlights of the Past Year
The Healthcare Committee implemented three additional clinical drug prescription
programs since 2012. The programs are step therapy, prior authorization and drug
quantity management. Savings related to these programs from June 1, 2012 through
August 31, 2017 is $307,256.
On August 3, 2015, the City entered into an agreement with our pharmacy benefit
manager that will provide additional savings through higher formulary rebates and drug
discounts. The annual savings over the next three years is $756,465.
On July 1, 2017, Wellmark Blue Cross Blue Shield of Iowa became the City’s third-party
administrator for the medical plan. The projected savings for Fiscal Year 2018 is
$1,215,000.
In the spring of 2017, agreements were reached for a five-year period with the
Firefighters Association and the Teamsters, Transit and Operating Engineers Unions.
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PERSONNEL OFFICE
Future Initiatives
Continue staff participation on the ICC Steering Committee to increase understanding
across cultures when delivering City services and creating a welcoming community and
organization.
Continue to implement changes to the health and prescription drug plans in order to
contain the increase in cost of providing these coverages.
Conduct a market check of the City’s pharmacy benefit management services.
Conduct a request for proposal for health benefit consulting and actuarial services.
Performance Measures
Personnel Office - Activity Statement
The Personnel Office is committed to providing expertise in attracting, developing and
sustaining a high quality workforce committed to excellent services.
Goal: Financially Responsible, High Performance City Organization
Outcome #1: Ensure equal employment opportunities for all employees and applicants
for employment.
The Personnel Office provides leadership and services to maximize the potential and ability of
employees and promote employee success.
• Top talent is recruited by coordinating, advertising, screening, interviewing, testing and
selection
Employee Demographics
Fiscal Year 2017
Male Female
White Black Hispanic
Asian or
Pacific
Islander
American
Indian or
Alaskan
Native
White Black Hispanic
Asian or
Pacific
Islander
American
Indian or
Alaskan
Native
Total All
Columns
650 22 13 1 0 342 16 8 2 0 1054
Fiscal
Year 2012
Fiscal
Year 2013
Fiscal
Year 2014
Fiscal
Year 2015
Fiscal
Year 2016
Fiscal
Year 2017
Retirements 14 31 19 16 21 22
Vacancies 90 86 88 82 81 55
Applications Processed 5,407 5,360 3,761 3,349 4,223 2,547
Civil Service
Applications
862 1,138 1,085 863 714 702
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PERSONNEL OFFICE
Employment
Applications White Black Hispanic
Asian or
Pacific
Islander
American
Indian or
Alaskan
Native
Unknown Other
July 2016
through June
2017
2047 199 63 45 12 133 46
New Hires
July 2016
through June
2017
207 11 7 5 0 0 0
Outcome #2: Provide compensation and benefits plan that promotes a satisfied and
engaged workforce.
The City is able to attract and retain highly skilled employees by providing a competitive compensation
and benefit package resulting in high quality and innovative services for the Citizens of Dubuque.
Maintain a comprehensive and sustainable benefits package:
• Analyze benefits and recommend changes as needed to ensure a competitive benefit
package
• Oversee the medical, prescription drug, disability and life insurance programs, the
flexible spending program and all other employee benefit programs
• Minimize healthcare premium increases for the City and employees
• Support the development and maintenance of the City’s classification system to ensure
competitive salaries to enable the City to hire and retain the best qualified employees
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Recommended Operating Revenue Budget - Department Total
67 - PERSONNEL
Fund Account Account Title
FY16 Actual
Revenue
FY17 Actual
Revenue
FY18 Adopted
Budget
FY19 Recomm'd
Budget
100 53550 SELF INSURANCE PREMIUMS 0 155,657 0 204,324
100 53551 SELF INS. PREM. COBRA 0 789 0 0
100 53605 MISCELLANEOUS REVENUE 11,722 12,402 5,941 7,000
100 53620 REIMBURSEMENTS-GENERAL 9 42 0 0
53 - MISCELLANEOUS 11,731 168,890 5,941 211,324
100 59610 FR WPC OPERATING 21,014 53,786 81,325 83,278
100 59620 FR STORMWATER OPERATING 14,667 17,203 18,738 19,503
100 59630 FR PARKING OPERATING 7,567 8,875 9,356 9,535
100 59640 FR WATER UTILITY 0 0 4,974 14,990
100 59670 FR REFUSE COLLECTION 56,999 66,849 66,402 68,580
100 59940 FR DMASWA 23,415 27,461 40,663 41,639
59 - TRANSFER IN AND INTERNAL 123,662 174,174 221,458 237,525
67 - PERSONNEL TOTAL 135,393 343,064 227,399 448,849
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Recommended Operating Expenditure Budget - Department Total
67 - PERSONNEL
Fund Account Account Title
FY16 Actual
Expense
FY17 Actual
Expense
FY18 Adopted
Budget
FY 19 Recomm'd
Budget
100 61010 FULL-TIME EMPLOYEES 219,999 231,953 231,814 235,295
100 61020 PART-TIME EMPLOYEES 25,836 29,223 26,178 23,920
100 61050 OVERTIME PAY 654 1,455 0 0
100 61310 IPERS 22,011 23,453 23,039 24,469
100 61320 SOCIAL SECURITY 18,061 19,211 19,736 19,830
100 61410 HEALTH INSURANCE 48,411 47,700 47,700 42,930
100 61411 INSURANCE PREMIUM (2,260)158,777 0 204,324
100 61413 ADMINISTRATION COSTS 25,662 30,510 25,662 27,100
100 61415 WORKMENS' COMPENSATION 890 919 927 834
100 61416 LIFE INSURANCE 184 184 463 185
100 61660 EMPLOYEE PHYSICALS 806 128 200 200
61 - WAGES AND BENEFITS 360,254 543,513 375,719 579,087
100 62010 OFFICE SUPPLIES 3,066 2,903 3,127 2,903
100 62030 POSTAGE AND SHIPPING 2,415 2,687 2,415 2,687
100 62031 PROCESSING MATERIALS 318 352 324 352
100 62061 DP EQUIP. MAINT CONTRACTS 1,338 1,338 1,403 1,668
100 62090 PRINTING & BINDING 79 229 680 680
100 62110 COPYING/REPRODUCTION 1,557 1,290 1,557 1,290
100 62130 LEGAL NOTICES & ADS 7 1,341 700 700
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 3,723 3,814 3,797 3,814
100 62190 DUES & MEMBERSHIPS 645 414 840 949
100 62208 GENERAL LIABILITY INSURAN 2,245 2,320 2,437 2,174
100 62209 FIDUCIARY LIABILITY 0 2,820 6,900 4,000
100 62310 TRAVEL-CONFERENCES 0 180 1,000 1,000
100 62320 TRAVEL-CITY BUSINESS 312 653 1,000 1,000
100 62360 EDUCATION & TRAINING 12,229 19,429 9,470 19,245
100 62421 TELEPHONE 827 856 876 856
100 62436 RENTAL OF SPACE 528 504 504 504
100 62660 DATA PROCESSING 3,955 4,041 4,137 4,274
100 62663 SOFTWARE LICENSE EXP 9,066 9,173 9,038 9,173
100 62697 LABOR RELATIONS 0 0 3,000 3,000
100 62713 LEGAL SERVICES 4,670 0 0 0
100 62716 CONSULTANT SERVICES 35,079 58,204 46,875 53,475
100 62717 CRIMINAL BACKGROUND CHECK 17,370 14,431 17,718 20,486
100 62731 MISCELLANEOUS SERVICES 42 27 0 0
62 - SUPPLIES AND SERVICES 99,471 127,006 117,798 134,230
100 72418 TELEPHONE RELATED 0 0 375 0
71 - EQUIPMENT 0 0 375 0
67 - PERSONNEL TOTAL 459,725 670,519 493,892 713,317
-85-
Recommended Expenditure Budget Report by Activity & Funding Source
67 - PERSONNEL
HUMAN RESOURCES - 72700
FUNDING SOURCE: GENERAL
Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget
EQUIPMENT —375 —
SUPPLIES AND SERVICES 127,005 117,798 134,230
WAGES AND BENEFITS 543,511 375,719 579,087
HUMAN RESOURCES 670,516 493,892 713,317
PERSONNEL TOTAL $670,516.03 $493,892.00 $713,317.00
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C I T Y O F D U B U Q U E , I O W A
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
67 PERSONNEL DEPT.
FY 2017 FY 2018 FY 2019
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 9300 GE-41 PERSONNEL MANAGER 1.00 $113,720 1.00 $115,549 1.00 $117,281
100 9100 GE-31 PERSONNEL ASSISTANT 1.00 $63,371 1.00 $68,613 1.00 $69,642
100 225 GE-25 SECRETARY 1.00 $46,666 1.00 $47,652 1.00 $48,372
TOTAL FULL TIME EMPLOYEES 3.00 $223,757 3.00 $231,814 3.00 $235,295
61020 Part Time Employee Expense
100 225 GE-25 SECRETARY 0.63 $23,190 0.63 $26,178 0.63 $23,920
TOTAL PART TIME EMPLOYEES 0.63 $23,190 0.63 $26,178 0.63 $23,920
TOTAL PERSONNEL DEPT 3.63 $246,947 3.63 $257,992 3.63 $259,215
-87-
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2017 FY 2018 FY 2019
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Personnel/Human Services - FT General Fund
10072700 61010 100 225 GE-25 SECRETARY 1.00 $46,666 1.00 $47,652 1.00 $48,372
10072700 61010 100 9300 GE-41 PERSONNEL MANAGER 1.00 $113,720 1.00 $115,549 1.00 $117,281
10072700 61010 100 9100 GE-31 PERSONNEL ASSISTANT 1.00 $63,371 1.00 $68,613 1.00 $69,642
Total 3.00 $223,757 3.00 $231,814 3.00 $235,295
Personnel/Human Services - PT General Fund
10072700 61020 100 225 GE-25 SECRETARY 0.63 $23,190 0.63 $26,178 0.63 $23,920
Total 0.63 $23,190 0.63 $26,178 0.63 $23,920
TOTAL PERSONNEL DEPT.3.63 $246,947 3.63 $257,992 3.63 $259,215
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City Manager’s Office
Administration –Management -Legislative
1
Michael C. Van Milligen, City Manager
Teri Goodmann, Assistant City Manager
Cori Burbach, Assistant City Manager
Juanita Hilkin, Office Manager
Stephanie Valentine, Secretary
“Dubuque 2032 is a sustainable and resilient city and an inclusive and equitable
community. Dubuque 2032 has preserved our Masterpiece on the Mississippi, has
a strong, diverse economy and expanding connectivity. Our residents experience
healthy living and active lifestyles; have choices of quality, livable neighborhoods;
have an abundance of fun things to do; and are engaged in the community.”
The Dubuque 2032 Vision Statement
2
People
-Quality Customer
Service & deliver
services that exceed
expectations
-Improve leadership
capacity & increase
leadership effectiveness
-Attract, engage &
retain high quality,
diverse workforce
-Invest in employee
health & safety
Planning
-Perform the duties &
responsibilities in the
City Charter
-Insure economic
prosperity,
environmental/ecologica
l integrity and
social/cultural vibrancy
exist and are part of
daily activities
Partnering
-Foster Local, State,
Regional, Federal and
International
partnerships to
implement community
vision
-Increase citizen
engagement in local
governance
-Develop team-
processes that lead to
innovative solutions
Performing
-Measures of
productivity, how much
did we do?
-Measures of efficiency,
how well did we do it
-Measurement of
quality, is anyone better
off?
-Value to Citizens and
Community
Success is about People, Planning & Partnering Leading to Outcomes
3
City Administration Partnerships
4
•Private businesses
•GDDC
•Dubuque Area
Chamber of Commerce
•Fountain of Youth
•Dubuque Initiatives
•Dubuque area
colleges/universities
Robust Local
Economy:Diverse
Businesses & Jobs
With Economic
Prosperity
•Crescent
Community
Health Center
•Dream Center
•University of
Iowa Flood
Center
Vibrant
Community:
Healthy & Safe
•CHI
•Community
Foundation of
Greater Dubuque
•HEART
•Dubuque Main
Street
•Steeple Square
Livable
Neighborhoods &
Housing: Great
Places to Live
•ESRI
•Cartegraph
•Socrata
Financially
Responsible, High
Performance City
Organization
City Administration Partnerships
5
•Alliant Energy
•Black Hills Energy
•Catfish Creek
Watershed
Management
Authority
Sustainable
Environment:
Preserving &
Enhancing Natural
Resources
•Inclusive Dubuque
•3rd Grade Reading
Initiative
•NAACP
•My Brothers Keeper
members
Partnership for a
Better Dubuque:
Building our
Community that is
Viable & Equitable
•Dubuque
Community School
District
•Travel Dubuque
•America’s River
•Arts Master Plan
Implementation
Task Force &
Workgroups
Diverse Arts, Culture,
Parks & Recreation:
Experiences &
Activities
•Broadband
partnerships
•Smarter Travel
partners
Connected
Community: Equitable
Transportation,
Technology,
Infrastructure &
Mobility
•All-America City award for
Campaign for Grade-Level
Reading
•Grant funding for Eagle Point
Park environmental restoration,
Comiskey Park expansion,
Blum property cleanup, Family
Self-Sufficiency program,
Intermodal Center promotion
•Bee Branch Watershed
receives Outstanding
Achievement Award from US
Conference of Mayors
Highlights of the Past Year 6
Highlights of the Past Year
•State and Federal
Legislative Advocacy
•Performance Measurement:
Socrata implementation
team
•ICMA International
Fellowship Exchanges
•WebQA Citizen Response
•Implementation of City
Council Policy Agenda
7
Modeling Leadership
Staff serving in leadership positions with National Organizations including:
•National Civic League (NCL)
•International City/County Management Association (ICMA)
•EPA –Local Government Advisory Committee
•Urban Sustainability Directors Network
•STAR Communities
•Mississippi River Cities & Towns Initiative
•Metro Coalition
•Iowa Environmental Council
•National League of Cities Finance, Administration & Intergovernmental Relations Committee
8
Outcome: Maintain a
competitive tax rate
that minimizes the tax
burden of citizens
Dubuque’s proposed tax rate for FY19 is 2.71% less than FY18, and 27.2%
lower than the FY1987 rate of $14.58 per thousand.
Nearly 60% of city property tax is spent on public safety, public works and
infrastructure.
IMPACT: Dubuque has
the second LOWEST
taxes per capita in the
state.
Outcomes 9
Outcome: Provide the
resources, tools and
partnerships to insure
the successful
implementation of the
City Council Goals &
Priorities
IMPACT: In the past three years, the City has received over $133
million in federal and state grants to help fund projects and keep City
taxes and fees down.
Outcomes 10
Outcome: Maintain an
efficient citizen
response rate
IMPACT: In Fiscal Year
2017 over 82% of citizen
issues in the City
Manager’s office were
resolved in 10 days or
less
The average time to resolve a citizen issue from initiation to completion was
less than 13 days. This is a 10% improvement from FY16 and a 21%
improvement from FY15.
Outcomes 11
Recommended Funding
•Bi-Annual Resident Satisfaction
Survey -$13,000 ($6,821 Net Property
Tax)
•Denver Peak Academy LEAN
Training-$11,000 ($5,771 Net
Property Tax)
•All America City Award CIP -$15,000
in FY2019
12
•City Council 2017-2019 Policy
Agenda
•Socrata & Performance
Measurement Work
•HUD Resiliency Grant
implementation –Year 3
•Partnership Strategy at State and
Federal Level
•Management Philosophy & New
Employee training
•International Fellowship Exchange
Programs
•Supporting partnership to achieve
community goals
Future Initiatives
13
Neighborhood Development
14
Neighborhood Development Specialist Jerelyn O’Connor
Neighborhood Development ~
To empower citizen leaders to
create sustainable networks
that promote a vibrant, healthy
and livable community.
Neighborhood Associations
are critical partners in
improving the quality of life in
Dubuque.
Neighborhood Development 15
Downtown Neighborhood Association
16
Partnerships
•Neighborhood Associations
•Downtown Dubuque Christian Outreach
•St. Mark Youth Enrichment
•Multicultural Family Center
•Americorps
•Steeple Square
•Immanuel Church
•Local colleges
•Community Housing Initiatives
•True North Development Corporation
•Inclusive Dubuque
•Community Foundation
17
Neighborhood Development 18
19Neighborhood Development
Arlington Garden
Community Building
and
Neighborhood
Grants
Future Initiatives 20
•Support organization of a resident led Washington
Neighborhood Association
•Work with Fenelon-Hill and Hilltop Ivy-League
Neighborhoods to return them to active functioning
neighborhood groups.
•Support efforts of True North Development Corporation
to revitalize Dubuque’s urban core and north end.
•Development of a Coalition of Neighborhoods so
Associations can learn from each other and facilitate
partnerships. Encourage coalition to identify training
opportunities to grow capacity building and leadership.
“Dubuque is a viable, livable and equitable
community.”
Economic Prosperity | Social/Cultural Vibrancy |
Environmental Integrity
21
The Beginning
Citizen Engagement from the Start
An Organized & Collaborative
Approach By and For Citizens
Community Engagement is Occurring
Across a Broad Spectrum
Sustainable Dubuque is the City’s Brand
22
Resilient Community Advisory Commission
•Recruitment & Orientation
•2017-2018 Strategic Planning
•STAR Communities Rating Analysis &
Planning
•University of Nebraska-Lincoln Climate
Adaptation Report
•Design and Resiliency Team Assessment:
Climate Adaptation & Social Resiliency
23Highlights of the Past Year
Community-Wide Solar Strategy
•Utility-scale Installations:
5 MW
•City of Dubuque Fire Stations:
150 kW on 5 stations
24Highlights of the Past Year
Partners 4 Places Equity Grant
•Develop equitable engagement
learning cohort
•Develop equity action plans in
pilot City departments
•Implement projects identified as
priorities by residents of the
Washington Neighborhood
25Highlights of the Past Year
Highlights of the Past Year 26
Green Iowa Americorps, Q 1 2018
•41 audits performed, 32 of which were for populations
in need
•41 outreach & education programs:
•St Mark’s Youth Enrichment
•EcoMovie Night
•Loras College Food Waste Audit
•Tree Plantings & Roadside Cleanup
Highlights of the Past Year 27
Expansion: Sustainable Schools Corps
Roosevelt Marker Recycling Program
St. Columbkille’s Biology
Exploration
Game of Floods @ Roosevelt STEM Day
Growing Sustainable Communities Conference
28Highlights of the Past Year
546
170
250
20
Attendees
Growing Sustainable Communities
IA APWA
Upper Midwest APA
Heartland Sustainability Directors Network
10th Anniversary:
546 attendees from 23 states
Outcomes: Partner for Sustainability 29
Sustainable Dubuque Community Grants Program
Smokestack Pocket Park
FY
2014/15
Actual
FY
2015/16
Actual
FY
2016/17
Actual
Number of
awards given
(as percent
of total
applications
received)
25 (56%)15 (50%)12 (50%)
Driftless Farm & Food Fest
Dubuque Farmers Market (Dubuque Main
Street)
Dubuque Museum of Art
The Smokestack
St Mark’s Youth Enrichment
Winter Farmers Market
Crescent Community Health Center
Dubuque Trees Forever
Opening Doors
Camp Albrecht Acres
Dubuque Democratic Socialists
Dubuque Interfaith Power & Light
Future Initiatives
•2019 STAR Community
Recertification: $4,000
($2,099 Net Property Tax)
•Municipal Greenhouse Gas
Inventory CIP: $25,000 in
FY2021 and FY2023
30
Recommended Funding
Future Initiatives 31
•Sustainable Community Coordinator Hiring
•Implementation of Community-Wide Energy Strategy
•Global Covenant of Mayors:
•Reporting of Municipal & Community GHG Emissions
•Update of 50% by 2030 Community Climate Action & Resiliency Plan
•2019 STAR Communities Re-certification
GIS OFFICE
NIKKI BREITSPRECKER
GIS COORDINATOR/ANALYST
RECOMMENDED GIS OFFICE IMPROVEMENTS
IMPROVEMENT PACKAGE
•FULL-TIME GIS APPLICATIONS SPECIALIST
•BEGIN JANUARY 2019
•ADDITIONAL SUPPORT FOR STRATEGIC PARTNERING AGENCIES AND TRUE NORTH INITIATIVE
•INCLUDES OFFICE RENOVATION ON 3RD FLOOR OF CITY HALL
•DESKTOP COMPUTER
CAPITAL IMPROVEMENT PACKAGE (CIP)
•AERIAL ORTHOPHOTOGRAPHY AND LIDAR DATA COLLECTION
•UPDATED AERIAL IMAGERY MEETING FAA STANDARDS
•UPDATED CONTROL NETWORK FOR SURVEYING DUBUQUE-AREA PROJECTS
•CREATION OF NEW CONTOURS BASED ON LIDAR INFORMATION
Budget office
Jennifer Larson, Budget Director
Alexis Steger, Senior Budget Analyst
John Tharp, Grant Administrator
81
BUDGET AWARD
•Received GFOA Distinguished Budget Presentation Award
•12th Consecutive Year
•Special Recognition for Capital Budget Presentation
•Working towards Special Recognition in Performance Measures within the
next two years.
82
HUD RESILIENCY
•$31.5 Million Award
•John Tharp –Grant Administrator
•Manage Budget, Expenses, & Regulations for procurement
•Day-to-day processing
•Collaboration with the Iowa Economic Development Authority
and University of Iowa Flood Center
•Tracking progress and developing a replicable model
•Assisting in public notifications & updates
83
BUDGET DOCUMENT SOFTWARE
•Implemented Remainder of Wdesk
•Citizen’s Guide Completed Summer 2017
•New CIP Prioritization Process Completed
84
BUDGET PROCESS
•Budget Leadership Group was formed to create
efficiencies in the budget process
•FY 2019 –New Capital Improvement Program Process
•Upcoming Task for the Group –Using equity tools
through the entire budget process
85
BUDGET PROCESS 86
FUTURE INITIATIVES
•Outcome: Financially Responsible, High
Performance City Organization
•Performance Measure Reporting
•Efficiencies through process
•Public outreach
•Process Review of Budgeting for Assets
•Research Priority Based Budgeting for
Operating
87
Randy Peck, Personnel Manager
Gina Noel, Personnel Assistant
Tusdee Blus, Secretary
Amanda Koppes, Part-Time Secretary
88
PERSONNEL OFFICE
HIGHLIGHTS OF THE PAST YEAR
The City implemented two additional
prescription drug programs –Step Therapy
and Enhanced Prior Authorization. These
programs went into effect in June of 2012.
As of December 31, 2017, the cost savings
related to these programs is $352,786. The
calendar year 2017 savings was $101,820.
89
HIGHLIGHTS OF THE PAST YEAR
Current discounts and rebates will save the city
over $750,000 in prescription drug costs over three
years.
On July 1, 2017, Wellmark Blue Cross Blue Shield of
Iowa became the City’s third-party administrator
and stop loss insurance for the medical plan. The
projected savings for Fiscal Year 2018 is $1,600,000.
Completed a market check of the City’s pharmacy
benefit management services. The projected annual
savings is $243,808.
90
City portion of city employee health insurance expense projected to decrease from
$1,325/month per contract to $1,192/month per contract
10% reduction in FY2019 = General Fund savings of $634,875
Estimates for FY2019-2022 increased by 6.32%/year
New Third Party Administrator Savings
for FY2018 projected at $897,443 (8.1%)
under FY2017
HEALTH INSURANCE
HIGHLIGHTS OF THE PAST YEAR
$12,525,253
$10,499,899
$2,025,354 FY2019 Savings Due to New TPA and
Pharmacy Coalition
HIGHLIGHTS OF THE PAST YEAR 9
2
HEALTH INSURANCE
Fiscal Year Amount % Change Amount % Change Amount
2016 Actual $9,622,297
2017 Actual $11,080,429 15.15 %
2018 Projected $11,780,712 6.32%$10,182,986 -8.10%
2019 Projected $12,525,253 6.32%$10,499,899
Without TPA RFP With Wellmark
With
Wellmark and
New
Pharmacy
Coalition
In the spring of 2017, agreements
were reached for a five-year period
with the Firefighters Association and
the Teamsters, Transit and Operating
Engineers Unions.
HIGHLIGHTS OF THE PAST YEAR 93
OUTCOMES
Goal: Planned and Managed Growth
Outcome #1:
Ensure equal employment opportunities for all
employees and applicants for employment.
Top talent is recruited by coordinating,
advertising, screening, interviewing, testing
and selection.
94
Employee Demographics
Fiscal Year 2017
Male Female
White Black Hispanic
Asian or
Pacific
Islander
American
Indian or
Alaskan
Native
White Black Hispanic
Asian or
Pacific
Islander
American
Indian or
Alaskan
Native
Total All
Columns
650 22 13 1 0 342 16 8 2 0 1054
61.7%2.1%1.2%.09%.0%32.4%1.5%.76%.19%0%99.94%
95EMPLOYEE DEMOGRAPHICS OF WORKFORCE
APPLICATIONS / NEW HIRE DEMOGRAPHICS
Employment
Applications White Black Hispanic
Asian or
Pacific
Islander
American
Indian or
Alaskan
Native
Unknown Other
Fiscal Year 2017 2047 199 63 45 12 133 46
New Hires
Fiscal Year 2017 207 11 7 5 0 0 0
96
OUTCOMES
Outcome #2:
Provide compensation and benefits plan that
promotes a satisfied and engaged workforce.
Maintain a comprehensive and sustainable
benefits package:
Analyze benefits and recommend changes as
needed to ensure a competitive benefit
package.
97
OUTCOMES
Manage:
Medical
Prescription drugs
Disability and life insurance programs
Flexible spending program
Other employee benefit programs
98
OUTCOMES
Minimize healthcare premium increases
City and employees
Manage City’s pay classification system:
System is based on internal equity
Competitive salaries
Hire and retain best qualified employees
Increase the diversity of applicants for City
positions
99
Intercultural Competency Steering Committee
Increase understanding across cultures
when delivering city services
Create a welcoming community and
organization
Health and prescription drug plans
Contain increase in cost of providing
coverage
.
FUTURE INITIATIVES 100
Funding to hire a consulting firm to design,
benchmark and prepare an estimated cost to
implement a health savings account option.
$5,000 (Net Property Tax Impact $2,624)
Funding for five wellness committee members to
attend the Healthiest State Initiative Conference in
Des Moines.
$725 (Net Property Tax Impact $380)
IMPROVEMENT PACKAGES 101
PARTNERSHIPS
For the People
Fountain of Youth
Local Colleges
Iowa Works
Iowa Vocational Rehabilitation Services
NAACP
Greater Dubuque Development Corporation
Dubuque Area Labor Management Council
Home Base Iowa
United Way
102
QUESTIONS?
103