City Manager's Office_Public Information Office 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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Public Information Office
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PUBLIC INFORMATION OFFICE
Budget Highlights
FY 2017
Actual
FY 2018
Budget
FY 2019
Requested % Change From
FY 2018 Budget
Expenses
Employee Expense 253,967 375,540 432,567 15.2%
Supplies and Services 79,864 155,997 162,248 4.0%
Machinery and Equipment 2,791 750 28,440 3,692.0%
Total 336,622 532,287 623,255 17.1%
Resources
Administrative Overhead Recharges 50,406 50,792 80,820 59.1%
Misc. Reimbursements 142 72 47 -34.7%
Stormwater Charges (21,512)103,870 86,661 -16.6%
Cable TV Charges 244,790 291,334 294,056 0.9%
Total 273,826 446,068 461,584 3.5%
Property Tax Support 62,796 86,219 161,671 75,452
Percent Increase (Decrease)87.51%
Personnel - Authorized FTE 4.5 4.5 5
Improvement Package Summary
Geographic Information Systems
1 of 1
This decision package would provide funding for a full-time Geographic Information Systems (GIS)
Applications Specialist (GE30-B). The GIS office currently operates with a staff of one. The GIS
Coordinator/Analyst is responsible for the supervision, development, use and maintenance of the City’s
Geographic Information System. She is also responsible for coordinating the aforementioned duties with
other city departments, partners to City projects, other government groups, and private sector businesses.
These responsibilities take a back seat to current trends in GIS usage and needs within the organization.
There are over 350 individual users of GIS within the City organization, but most of these users are not
producing data, maps, or applications. The GIS Coordinator/Analyst is the developer of maps, web maps,
and mobile applications for all City departments. Responsibilities also include managing GIS map and
feature services related to legacy and work flow management software including Cartegraph, Accela,
WebQA, and InVision FM (ADA compliance facilities management), and Socrata. The GIS Coordinator/
Analyst also creates the majority of all GIS data and maps for most City departments.
The addition of a GIS Applications Specialist will provide needed relief and support to the GIS Office in a
number of ways. The focus of this position will be on data management, mapping, story map development,
data development, and GIS integration with legacy databases and software. This position will also be
responsible for enhancing the GIS/data-rich relationship between the City and strategic partnering agencies
working on City projects. Approximately one-third of the position’s time would be dedicated to this task.
This position will work with the GIS Coordinator to complete these tasks, as well as plan and scope projects,
handle department-specific project requests as assigned, and troubleshoot software and technical issues
related to the user experience in GIS.
The impact on City operations will be significant. The workload of the GIS Coordinator/Analyst has
consistently grown and the focus of the technology has expanded. What started off as a very desktop-
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oriented mapping application has grown into a mobile, dynamic, and accessible application that is
consuming more data from other systems than just the basic points, lines, and polygons. Being on the cusp
of truly rolling into an outcome-based organization, the possibilities for data and maps and stories are
endless. The current workload being managed by one individual is not advantageous to the City
organization and, in fact, presents liabilities. Having an additional person to split the workload will augment
the service provided, allow the GIS Coordinator/Analyst to work even closer with departments to enhance
their maps, applications, and the stories they tell the public about their operations and projects. The public
in turn is greatly impacted with more opportunities to learn about city operations, projects, and efforts
through maps and applications customized to the topics they’re interested in. This position will also impact
City operations by doubling the output of maps, applications, and data management in the GIS office.
Because of the organization-wide dependence upon GIS data and applications for the delivery of services
and implementation of projects, this position directly supports nearly all City Council goals and priorities.
Some examples of application- and data service-rich projects include the Bee Branch Healthy Homes
Resiliency Program, ADA Compliance on City-owned buildings and properties through InVision FM
software, and applications related to CHANGE.
Non-recurring expenses included are a computer and a one-time office remodel targeted for the storage
area on the third floor of City Hall. This position is recommended for funding effective January 1, 2019. The
Fiscal Year 2020 cost will be $72,862.
Related Cost:$36,441 Tax Funds Recurring Recommend - Yes
Related Cost:$28,440 Tax Funds Non-Recurring January 1, 2019
Related Revenue:$14,286 Administrative Overhead Recurring
Related Revenue:$11,149 Administrative Overhead Non-Recurring
Net Property Tax Cost:$39,446
Property Tax Impact:$0.0158 0.15%
Activity: Public Information Office
Public Information Office
1 of 2
This decision package would provide funding to upgrade the Communications Specialist position in the
Public Information Office from a part-time position (30 hours per week) to a full-time position. Since the
part-time (30 hours/week) Communications Specialist position was added in 2008, the needs and
responsibilities of the Public Information Office have evolved and increased. Currently, the majority of the
Communications Specialist’s time is spent managing WebQA, the City’s work flow and citizen-response
management system: providing technical support to internal users, working with departments to develop
processes and work flows for service requests, and overall management of the WebQA system which
processed over 12,000 requests/work flows last fiscal year. The Communications Specialist has become
the internal WebQA manager/expert/trainer, serving as the “help desk” for the nearly 400 City staff who use
the system. Serving in this capacity prevents the Communications Specialist from working on core
functions of the Public Information Office: marketing City services and programs, coordinating website
content management, publications and graphic design projects for departments, and social media support.,
Making this position full-time by adding 10 hours per week would enable the Communications Specialist to
spend more time assisting departments and divisions with marketing/communications needs currently not
being met. Too often, departments are forced to create their own publications, develop marketing
campaigns, and other communications activities rather than focus on their area of expertise because the
City’s internal marketing/communications staff is unable to assist with their projects in a timely manner.
Making the Communications Specialist position full-time would help address the increasing shortfall as the
Public Information Office continues to absorb the additional responsibilities related to expanding social
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media and community engagement activities, while continuing traditional outreach, with no additional
staffing.
The Public Information Office strives to assist all City departments and divisions, as well as partner
agencies, in their efforts to achieve the City Council goals and priorities by promoting the services,
programs, and initiatives designed to achieve those goals and priorities. Cynicism of government is high
and misinformation spreads more easily than ever before so it is critical that the City effectively
communicates with its residents and stakeholders through the growing number of channels they use to
communicate. Plus, expectations of transparency and access to and delivery of detailed information
(through traditional media and social media) continue to grow. Additional staffing in the Public Information
Office is needed to address these increasing needs and responsibilities.
Related Cost:$31,530 Tax Funds Recurring Recommend - No
Property Tax Impact:$0.0126 0.12%
Activity: Public Information Office
2 of 2
This decision package would provide funding to change the funding source for the Bee Branch
Communications Specialist position in the Public Information Office from being 100% funded through the
stormwater utility to 75% funded by stormwater and 25% funded by the general fund.
This change would allow for up to 10 hours per week of the Bee Branch Communications Specialist’s time
to be committed to communications activities not related to stormwater and the Bee Branch Project. This
additional flexibility would enable the Public Information Office to assist other City departments and staff
with unmet communications needs.
Related Cost:$20,154 Tax Funds Recurring Recommend - Yes
Property Tax Impact:$0.0081 0.08%
Activity: Public Information Office
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 $1,595 in the
Public Information 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 annual cost savings of $2,385 or -10.00%.
Supplies & Services
4. Printing and Binding is unchanged from $55,915 in FY 2018 to $55,915 in FY 2019. This line item
represents the cost of printing six issues of City Newsletter ($7,200); two issues of City Focus
Magazine which includes mailing costs ($36,000); various print projects ($2,000); translating City
brochures ($1,000); and Bee Branch Watershed materials ($9,715).
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5. Software License Expense increased from $46,340 in FY 2018 to $48,492 in FY 2019. Civic Plus
Website Hosting increased from $15,981 in FY 2018 to $17,930 in FY 2019 based on a 12%
increased. WebQA Hosting is unchanged from $27,020 in FY 2018 to $27,020 in FY 2019.
6. Postage and Shipping is decreased from $13,750 in FY 2018 to $13,650 in FY 2019. Public
Information mailings represent $150 and Bee Branch Watershed mailings represent $13,500.
Machinery & Equipment
7. Equipment replacement items include ($28,440):
Improvement Package Requests $3,440
Revenue
8. Revenue received from Enterprise Funds for administrative overhead charges increased from
$50,792 in FY 2018 to $80,820 in FY 2019 and represents recharges for the GIS Coordinator/
Analyst.
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PUBLIC INFORMATION OFFICE
The City of Dubuque Public Information Office (PIO) facilitates an accurate and consistent flow of
public information to the City´s various constituencies to increase public awareness about the
activities, programs, and services provided by the City of Dubuque
SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS
LEADING TO OUTCOMES
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PUBLIC INFORMATION OFFICE
Includes Public Information Office and Geographic Information Systems.
The Public Information Office is supported by 5.00 full-time equivalent employees, which accounts for
69.40% of the department expense as seen below. Overall, the departments’ expenses are expected to
increase by 17.09% in FY 2019 compared to FY 2018.
Expenditures by Category by Fiscal Year
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PUBLIC INFORMATION OFFICE
Overview
The Public Information Office communicates the goals and activities of city government to the
city’s many publics, both internal and external. The Public Information Office oversees the Cable
TV Coordinator and Geographic Information System (GIS) Coordinator/Analyst. Services
provided by the Public Information Office include:
Publications & Graphic Design
• The Public Information Office assists the City Manager, departments, and divisions with
content development and graphic design assistance for print publications, event displays,
signage, direct mail, and other media.
Online Presence Management
• The Public Information Office is responsible for the overall management of the City’s
website and citizen response management system and supports departments and
divisions through training and direct assistance with their online content management.
• The Public Information Office also manages the City’s main accounts on Facebook,
Twitter, NextDoor, and LinkedIn.
Media Relations
• The Public Information Office issues news releases and announcements to area media
outlets to publicize information related to City programs and services. The Public
Information Office also serves as a liaison to media and coordinates responses to media
inquiries and interview requests.
Bee Branch Watershed Flood Mitigation Project Communications
• The Bee Branch Watershed Communications Specialist is a member of the Public
Information Office staff and coordinates all communications and outreach efforts related to
the Bee Branch Watershed Flood Mitigation Project.
Position Summary
FY 2019
Public Information Officer 1.00
Communications Specialist 0.75
Bee Branch Communications Specialist 0.75
Bee Branch Communications Specialist 0.25
Total FT Equivalent Employees 2.75
Highlights of the Past Year
• Bee Branch Creek Greenway Ribbon-Cutting & Opening Celebration in July
• City Expo 2017 held in September after 3-year hiatus
• 11th Annual State of the City Address
• Supported outreach efforts related to “Imagine Dubuque” Comprehensive Plan
• Marketed bidding opportunities for Bee Branch Health Homes to local contractors
• Media day for new cell and Dubuque Metro Landfill
• Communications support of Water Department’s New Water Main Break SOP
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PUBLIC INFORMATION OFFICE
• 35% increase in City of Dubuque Government Twitter Followers
• 16% increase in City of Dubuque Government Facebook Page Likes
• 52% increase in Nextdoor.com Dubuque subscribers
Future Initiatives
• Return of City Expo as an annual event
• Development of “Bee Keeper” Bee Branch Watershed stewardship program
• Continued promotion of Open Budget and Open Expenses transparency tools and other open
data modules including Open Performance (Socrata)
• Internal audit of website content
• Review of social media policy and development of strategy
Performance Measures
Activity Statement
Increase awareness and understanding of City services and programs and facilitate increased
transparency of City government, to promote citizen trust and satisfaction in City government.
Goal: Experiences and Activities
Outcome #1: Actively promote the services, programs, projects, and initiatives of the City
of Dubuque to residents and stakeholders through publications, correspondence, online
content, social media, media outlets, public access television, and presentations.
As more and more people choose social media and other digital communications and their preferred way
to receive information, the City must make these communication channels a high priority. The options
listed above are a direct channel to residents and stakeholders; information is not filtered or modified and
detailed information is made available.
To achieve this objective, the benefits of these
information sources will be promoted to
residents and stakeholders. Those benefits
include:
DID YOU KNOW?
As of Nov 2017, nearly 5,500 Tweets and
Retweets have been shared with
@CityofDubuque followers since the
account was created.
Nearly 120 news items were distributed as
“News Release” Notify Me messages in FY
2017.
• Free, timely, and accurate information
delivered directly to you;
• Links to additional details and
background; and
Opportunities to provide feedback.
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PUBLIC INFORMATION OFFICE
Goal: Financially Responsible, High Performance City Organization
Outcome #2: Maintain an up-to-date, comprehensive, and interactive City website for
residents and stakeholders to access information and communicate with City staff and
elected officials.
Most residents and stakeholders have access to the City’s website which enables them to submit requests
for service, questions, comments, complaints, and information requests at their convenience. This enables
24/7 access to local government – whenever is convenient for residents. By empowering residents and
stakeholders to submit requests directly, they can monitor the progress on their request and receive
responses directly from the appropriate department/division. Additionally, if more requests are submitted
directly by residents, it will reduce the amount of time spent by staff taking calls and entering requests into
the system.
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PUBLIC INFORMATION OFFICE
DID YOU KNOW?
In FY 2017, 17,419 service requests were processed through WebQA, the City’s citizen
response management system. Of that total, 16.8% (2,934) were submitted directly through
the Citizen Support Center on the website by residents. The remainder was entered into the
system by City staff in response to phone calls and staff observations.
To submit a service request, visit www.cityofdubuque.org/citizensupport
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PUBLIC INFORMATION OFFICE
The Public Information Office launched MyDBQ, the City’s free app, in June 2015.
The app integrates with the City’s citizen response management system and offers
residents the option of using a mobile device to make service requests. Users can
choose from more than 40 different service request types. As of November 2017,
the app had been downloaded 1,648 times, a 34% increase since November
2016. As of November 2017, 1,090 service requests were submitted through the
app.
Download details at www.cityofdubuque.org/myDBQ
Top 10 Most-Frequently Used Search Terms
on Website: Nov. 1, 2016 – Nov. 1, 2017
1. Eagle Point Park (169)
2. CODI (City of Dubuque Intranet) (150)
3. Shot Tower (132)
4. Mechanical Permits (129)
5. Swim Lessons (123)
6. Housing (122)
7. Flora Pool (118)
8. Bee Branch (111)
9. Housing Choice Vouchers (101)
10. Parking (95)
Top Ten Page Visits (with exception of homepage):
Nov. 1, 2016 – Nov. 1, 2017
1. Housing and Community Development (53,184)
2. Leisure Services (37,640)
3. Job Opportunities (37,003)
4. Police (29,745)
5. Pay a Bill of Fine (27,781)
6. City Services Guide (25,739)
7. Utility Billing (22,473)
8. The Jule (21,414)
9. Dubuque Employment Opportunities (21,220)
10. Eagle Point Park (17,930)
DID YOU KNOW? In 2017, 48% of the devices used to visit the City website were mobile (smartphone or
tablet), a 6.7% increase of 2016. Of the mobile devices, almost 85% were smartphones.
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PUBLIC INFORMATION OFFICE
Outcome #3: Provide timely and accurate information related to the Bee Branch Creek
Watershed Flood Mitigation Project to residents and businesses directly impacted by the
project and other stakeholders.
The scope, duration, and location of this project significantly impact many residents and
stakeholders. By providing frequent updates on the project timeline, progress, and impacts to
properties, vehicular and pedestrian traffic, schools, and businesses, those residents and
businesses most impacted can prepare and project-related inconveniences can be minimized.
Stakeholders, in the broader sense, include all Dubuque residents and stormwater utility
customers.
•
• All project-related information is available at www.cityofdubuque.org/beebranch All
project-related construction updates, detour notifications, public meeting notices, and other
news are posted to the project’s Notify Me (520 subscribers as of 11/16/2017, a 13%
increase since November 2016), Facebook page (626 likes as of 11/16/2017, a 48%
increase since November 2016), Twitter account (274 followers as of 11/16/2017, a 23%
increase since November 2016), and residents on Nextdoor.com. Many are also shared
on the City’s social media channels.
• A City Journal program updating viewers on the Upper Bee Branch Creek Restoration
Project was produced and aired in January 2017.
• Wrote script and helped produce a seven-minute “Bee Branch Watershed Flood Mitigation
Project Overview” video which is now featured on the project’s homepage.
• Created several new sections of the project website including Bee Branch Healthy Homes
Resiliency Program (www.cityofdubuque.org/bbhh), Bee Branch Watershed Beekeepers
(www.cityofdubuque.org/beekeepers), Bee Branch Creek Greenway
(www.cityofdubuque.org/beebranchcreekgreenway), and the Bee Branch Maintenance
Facility and Brownfield Cleanup Grant (www.cityofdubuque.org/
beebranchbrownfieldcleanup).
• Designed postcard, created handout, wrote press release, and promoted Bee Branch
Healthy Homes contractor information session in March 2017. Over 100 contractors
attended the event.
• A four-page Bee Branch Watershed Flood Mitigation Project newsletter was mailed to all
properties in the Bee Branch Watershed in May 2017. This is approximately 13,000
addresses. The next is scheduled to be mailed by in late-November or early-December
2017.
• Wrote copy and designed 20-page Beekeepers Activity Book which was distributed to the
elementary schools in the watershed before the opening of the Bee Branch Creek
Greenway. Created a five-minute animated video to accompany the activity book using the
free website PowToon. The video was used during creek and stormwater safety
presentations to students. Both the activity book and video are available online.
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PUBLIC INFORMATION OFFICE
• Designed all graphic elements along the Bee Branch Creek Greenway including the
interpretive signs, light pole banners, utility cabinet vinyl wraps, the static and electronic
signs at the 22nd St. and 24th St. kiosks, dedication plaque, and the no swimming, no
wading signs.
• Designed materials and promoted all Bee Branch-related leisure services programming
including the Lower Bee Branch Cleanup and Geocaching event, Free Family Fishing Day,
Bicycle Safety Check, four classes offered in partnership with Iowa State University
Extension and Outreach, the Dubuque School District Elementary Fun Run, and the
inaugural Bee Branch Creek Greenway Fall Festival.
• Work on the East Blum site U.S. EPA Brownfield Cleanup grant community relations plan
and West Blum site grant application including all community engagement related to the
project. To date, we’ve received 290 online forms from residents providing input on the
future maintenance facility with space for public use and recreational area along the Lower
Bee Branch Creek.
• Held 13 community engagement events between November 2016 and November 2017
including presentations and/or tours of the Bee Branch Creek Greenway to community
service organizations, travel groups, neighborhood associations, and local schools.
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GEOGRAPHIC INFORMATION SYSTEMS (GIS)
(Maps & Data)
The Geographic Information Systems (GIS) office is responsible for the supervision,
development, use, and maintenance of the City’s Geographic Information System, and
coordinates these duties with other City departments, partners to City projects, other
government groups and private sector businesses.
SUCCESS IS ABOUT PEOPLE, PARTNERSHIPS, AND PLANNING
LEADING TO OUTCOMES
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GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Overview
GIS stands for Geographic Information System: a combination of computer hardware, software,
customized applications, and geographic data used to perform data capture, analysis, cool map
displays, production, and asset management. The City of Dubuque uses GIS in all city departments
and divisions, both in the office and in the field.
What does GIS look like? Imagine a layer cake. On the bottom, there’s a plate (aerial images
- picture Google Maps), then there’s your first layer of cake (the land you live on), then maybe a
layer of raspberry filling (streets), another layer of cake (utilities), a layer of frosting (buildings),
and finally it’s topped with sprinkles (hydrants). When you slice yourself a piece of the cake,
you’re grabbing an area - maybe you would compare it to a neighborhood or a block. GIS contains
layers upon layers of data and features (the land parcels, utilities, etc) for the entire City and
beyond.
DID YOU KNOW? The City of Dubuque has over 1,200 GIS data layers in its main
database. This number has doubled in the past 3 years. This does not include hundreds more
layers of department-specific data maintained elsewhere in project folders. That’s one tall
cake!
GIS, as it relates to the City of Dubuque, is very complex. GIS is an office of one full-time person:
the GIS Coordinator/Analyst. During the summer months, a seasonal GIS Technician joins the
staff and updates a number of useful datasets. This individual is typically a college student or
recent graduate with previous experience in GIS. An architectural intern also assists in the
implementation of the ADA Transition Plan and asset management system in GIS.
GIS has evolved significantly since its beginning in the City Organization in 1996. What began
as a mapping tool has evolved into a massive data store of geographic information and a library
of Dubuque- and geographic-specific data. This data is used for everything from the creation of
a simple road map of the City, to a highly complex and complete asset management system, with
links to videos and pictures of maintenance activities, records, and all the information about each
feature we need to keep.
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GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Position Summary
FY 2019
GIS Coordinator 1.00
GIS Applications Specialist 0.50
Architectural Intern 0.50
GIS Intern - Seasonal 0.25
Total FT Equivalent Employees 2.25
Below is a visual example of what GIS looks like - assets in the field, mapped, with data about
that asset contained in the database attached to the point in the map.
GIS is no longer confined to a desktop application. City employees are currently utilizing over
200 unique mobile mapping and web applications. Web maps and applications specifically
designed for certain users or projects are quickly replacing the pdfs and hard copy maps we’ve
used consistently in the past. Users can gather and identify information about their projects
quickly and easily wherever they are, and can complete mapping and asset management tasks
on their iPads, phones, or the internet wherever they are. Users no longer have to wait until they
get back to their offices to do their updates or to find the information they’re looking for.
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GEOGRAPHIC INFORMATION SYSTEMS (GIS)
The GIS office manages all functions related to the City’s GIS as shown below:
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GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Highlights of the Past Year
GIS and Legacy/Enterprise Database Integration
A legacy or enterprise database are a databases and applications that house a large amount of
data and are used by multiple departments within an organization, making their existence and
use very important in day-to-day tasks. The City has several legacy/enterprise databases,
including but not limited to:
• GIS
• Accela permitting software, used to issue building, construction, rental, demolition
permit;
• WebQA Citizen Response Management, an application that collects non-
emergency calls for service, including weed complaints, icy streets and sidewalks,
overgrown trees, etc.;
• Community/Finance Plus, the City’s utility billing and finance and budgeting
software;
• Superion, the City and County’s emergency computer aided dispatch software.
This year, the GIS Office was able to integrate GIS with these databases and applications. The
most important part of this integration is addressing. Other features GIS was able to provide
include maps of the City, parcel information, and ownership.
Why is this important?
Consistency is Key. Po-TAY-to, Po-TOT-o.
Address consistency is crucial. Since time began, anyone using any of the systems above has
been able to type in any address they wanted for an entry in the system. Because each system
is used by multiple departments, there were multiple entries for the same address.
In emergency response situations, addresses, street names and address ranges are incredibly
important. The dispatch operator and the software they use need to be able to quickly identify a
correct address or intersection, and be able to effectively route the emergency vehicles and
responders to that location. Consistent addressing and road centerline address ranges allow this
to happen. The City GIS Office and the County GIS Office work together with Emergency
Communications to keep this data accurate and consistent throughout the City and County. Every
minute counts in an emergency situation.
Data Automation. Absorb the information.
When people fill out online forms, a lot of times the data they need to enter will auto-populate.
“You mean if I type in my address, I don’t have to fill in my city, state, and zip every time? Awesome!”
The address database in GIS is more than addresses. It includes other information like wards,
neighborhoods, zoning, subdivisions, refuse collection days, historic districts, and address types
to name a few. With this information being readily available in GIS, much of that information, if
necessary to the other application, can be sucked right in without someone having to go find that
information on their own.
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GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Bee Branch/Healthy Homes HUD Resiliency Project
GIS has been an integral part of data collection and management for this project.
There are many different moving pieces. There are essentially three components to the healthy
home portion of the project: the Home Advocate work being done by the Visiting Nurse Association
(VNA), the inspections completed by East Central Intergovernmental Association (ECIA), and
applications and project administration being done in-house. Both the VNA and ECIA are
subcontractors on this project. Each home has an address and a project ID. When we were looking
for the best way to track all the information we’d be gathering, it made the most sense to put it
into GIS. GIS is available to everyone related to the project through web applications. GIS has
great tools for data capture and reporting.
Using our GIS platform, the GIS Office as able to develop geospatial surveys based on the
information each group was collecting. This information, in turn, has been mapped out using GIS,
and all the related data from each survey has been connected using the Project ID. This model
allows all the stakeholders to view information from other parts of the project, and doesn’t require
them to carry paper documents from place to place. Everything is also web-enabled, so the data
can be accessed anywhere. This interactive type GIS model is shown below:
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GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Future Initiatives
Continued Work with the Bee Branch Healthy Homes - HUD Resiliency Project
The work for this project is far from over. While the ball for information is rolling within the
organization, we want to roll the ball outside the organization, as well. We want to share the
mapping applications and data with the Iowa Economic Development Authority and the US
Department of Housing and Urban Development. On top of the web mapping applications and
ability to extract data from there, the GIS Office also plans to create dashboards related to
specific points of data being collected in the project.
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GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Story Map Generation: Story maps are a way we can share stories and background about
our everyday tasks and projects. There are many templates we can use to engage the public
with narrative, pictures, maps, and data. The City is currently using a couple of different story
maps on a few projects, including Green Alley development. The GIS Coordinator/Analyst
hopes to expand these story maps into more comprehensive information in each department.
The story maps, couple with the City’s Open Data Initiative, will give the public more insight to
the daily operations and background of City functions.
Implementing new GIS Software - ArcMap to ArcGIS Pro
The future of desktop GIS is in a newer produce called ArcGIS Pro. The majority of the
functionality from ArcMap still exists, but it also incorporates some helpful tools from GIS’s
past. The GIS Coordinator/Analyst will participate in a number of instructor-led courses to
familiarize herself with the application, and will in turn train desktop GIS users in the
organization.
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Recommended Operating Revenue Budget - Department Total
69 - PUBLIC INFORMATION OFFICE
Fund Account Account Title
FY16 Actual
Revenue
FY17 Actual
Revenue
FY18 Adopted
Budget
FY19 Recomm'd
Budget
800 53530 SPECIALIZED SERVICES 0 0 103,870 86,661
290 53620 REIMBURSEMENTS-GENERAL 0 95 0 0
100 53645 MAP REPRODUCTION FEES 72 47 72 47
53 - MISCELLANEOUS 72 142 103,942 86,708
100 59610 FR WPC OPERATING 6,899 15,608 22,847 34,360
100 59620 FR STORMWATER OPERATING 4,815 4,972 5,264 8,047
100 59630 FR PARKING OPERATING 2,484 2,565 2,629 3,934
100 59640 FR WATER UTILITY 0 0 1,397 6,184
100 59670 FR REFUSE COLLECTION 18,713 19,323 18,655 28,295
100 59940 FR DMASWA 7,687 7,938 0 0
59 - TRANSFER IN AND INTERNAL 40,598 50,406 50,792 80,820
69 - PUBLIC INFORMATION OFFICE TOTAL 40,670 50,548 154,734 167,528
-130-
Recommended Operating Expenditure Budget - Department Total
69 - PUBLIC INFORMATION OFFICE
Fund Account Account Title
FY16 Actual
Expense
FY17 Actual
Expense
FY18 Adopted
Budget
FY 19 Recomm'd
Budget
100 61010 FULL-TIME EMPLOYEES 69,812 66,450 72,679 113,373
290 61010 FULL-TIME EMPLOYEES 86,498 91,045 90,608 91,971
800 61010 FULL-TIME EMPLOYEES 1,718 (28,606)52,890 42,440
290 61020 PART-TIME EMPLOYEES 40,228 42,555 43,328 43,976
100 61030 SEASONAL EMPLOYEES 7,177 10,864 20,447 33,805
100 61050 OVERTIME PAY 0 41 0 0
100 61310 IPERS 6,234 5,970 8,316 13,894
290 61310 IPERS 11,317 11,930 11,960 12,833
800 61310 IPERS 153 48 4,723 4,006
100 61320 SOCIAL SECURITY 5,688 5,579 7,125 11,259
290 61320 SOCIAL SECURITY 9,527 10,021 10,247 10,400
800 61320 SOCIAL SECURITY 103 34 4,046 3,246
100 61410 HEALTH INSURANCE 16,137 14,175 15,900 25,043
290 61410 HEALTH INSURANCE 16,137 15,771 15,900 14,310
800 61410 HEALTH INSURANCE 16,137 6,837 15,900 10,732
100 61415 WORKMENS' COMPENSATION 308 342 354 301
290 61415 WORKMENS' COMPENSATION 474 487 504 433
800 61415 WORKMENS' COMPENSATION 174 174 180 171
100 61416 LIFE INSURANCE 55 50 146 108
290 61416 LIFE INSURANCE 73 73 181 75
800 61416 LIFE INSURANCE 5 0 106 41
100 61660 EMPLOYEE PHYSICALS 122 126 0 150
61 - WAGES AND BENEFITS 288,077 253,966 375,540 432,567
100 62010 OFFICE SUPPLIES 429 462 438 462
290 62010 OFFICE SUPPLIES 29 108 400 400
800 62010 OFFICE SUPPLIES 0 0 105 105
290 62030 POSTAGE AND SHIPPING 66 17 250 150
800 62030 POSTAGE AND SHIPPING 0 0 13,500 13,500
100 62050 OFFICE EQUIPMENT MAINT 783 0 800 800
290 62050 OFFICE EQUIPMENT MAINT 219 225 224 225
100 62061 DP EQUIP. MAINT CONTRACTS 2,164 2,215 2,515 2,572
290 62061 DP EQUIP. MAINT CONTRACTS 3,114 3,212 3,562 3,208
290 62090 PRINTING & BINDING 12,796 16,475 46,200 46,200
800 62090 PRINTING & BINDING 0 0 9,715 9,715
100 62110 COPYING/REPRODUCTION 12 23 180 23
290 62110 COPYING/REPRODUCTION 192 534 1,179 1,179
800 62110 COPYING/REPRODUCTION 0 0 175 175
290 62140 PROMOTION 140 21 3,000 3,000
800 62140 PROMOTION 0 0 700 700
290 62190 DUES & MEMBERSHIPS 415 450 440 390
800 62190 DUES & MEMBERSHIPS 0 0 50 50
290 62208 GENERAL LIABILITY INSURAN 1,397 1,443 1,516 1,352
100 62310 TRAVEL-CONFERENCES 0 515 3,500 3,500
290 62310 TRAVEL-CONFERENCES 0 0 2,600 2,600
-131-
Recommended Operating Expenditure Budget - Department Total
69 - PUBLIC INFORMATION OFFICE
Fund Account Account Title
FY16 Actual
Expense
FY17 Actual
Expense
FY18 Adopted
Budget
FY 19 Recomm'd
Budget
100 62320 TRAVEL-CITY BUSINESS 0 572 0 572
290 62320 TRAVEL-CITY BUSINESS 30 0 320 290
800 62320 TRAVEL-CITY BUSINESS 0 0 330 330
100 62340 MILEAGE/LOCAL TRANSP 33 0 50 0
290 62340 MILEAGE/LOCAL TRANSP 0 0 50 0
800 62340 MILEAGE/LOCAL TRANSP 0 0 30 30
100 62360 EDUCATION & TRAINING 135 225 2,500 2,500
290 62360 EDUCATION & TRAINING 270 730 275 730
800 62360 EDUCATION & TRAINING 0 0 60 60
100 62421 TELEPHONE 877 666 696 666
290 62421 TELEPHONE 720 714 744 714
800 62421 TELEPHONE 0 0 55 55
290 62424 RADIO/PAGER FEE 287 293 295 310
100 62436 RENTAL OF SPACE 528 504 539 504
290 62436 RENTAL OF SPACE 504 504 514 504
290 62645 SPECIAL EVENTS 0 0 3,200 3,200
800 62645 SPECIAL EVENTS 0 0 500 500
100 62663 SOFTWARE LICENSE EXP 42 51 43 51
290 62663 SOFTWARE LICENSE EXP 40,245 45,269 45,742 47,886
800 62663 SOFTWARE LICENSE EXP 0 0 555 555
100 62667 INTERNET SERVICES 405 480 480 480
290 62667 INTERNET SERVICES 159 120 120 120
290 62716 CONSULTANT SERVICES 295 0 2,000 2,000
100 62732 TEMP HELPCONTRACT SERV.0 4,035 0 4,035
290 62736 CATERING SERVICES 0 0 5,600 5,600
800 62736 CATERING SERVICES 0 0 250 250
62 - SUPPLIES AND SERVICES 66,286 79,863 155,997 162,248
100 71120 PERIPHERALS, COMPUTER 780 0 0 0
290 71120 PERIPHERALS, COMPUTER 0 220 0 0
100 71124 MICRO-COMPUTER 3,875 0 0 3,440
290 72410 PAGER/RADIO EQUIPMENT 0 2,571 0 0
100 72418 TELEPHONE RELATED 0 0 375 0
290 72418 TELEPHONE RELATED 0 0 375 0
71 - EQUIPMENT 4,655 2,791 750 3,440
100 73210 CONST CONTRACT-BLDG 0 0 0 25,000
73 - CIP EXPENDITURES 0 0 0 25,000
69 - PUBLIC INFORMATION OFFICE TOTAL 359,018 336,620 532,287 623,255
-132-
Recommended Expenditure Budget Report by Activity & Funding Source
69 - PUBLIC INFORMATION OFFICE
PUBLIC INFORMATION/GIS - 72300
FUNDING SOURCE: CABLE TV
Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget
CIP EXPENDITURES ——25,000
EQUIPMENT 2,791 750 3,440
SUPPLIES AND SERVICES 79,864 129,972 136,223
WAGES AND BENEFITS 275,479 297,695 371,931
PUBLIC INFORMATION/GIS 358,134 428,417 536,594
BEE BRANCH COMM SPEC - 72620
FUNDING SOURCE: ENGINEERING SERVICE
Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget
SUPPLIES AND SERVICES —26,025 26,025
WAGES AND BENEFITS (21,512)77,845 60,636
BEE BRANCH COMM SPEC (21,512)103,870 86,661
PUBLIC INFORMATION OFFICE TOTAL $336,621.83 $532,287.00 $623,255.00
-133-
C I T Y O F D U B U Q U E , I O W A
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
69 PUBLIC INFORMATION OFFICE DEPT.
FY 2017 FY 2018 FY 2019
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
290 8400 GE-35 PUBLIC INFORMATION OFFICER 1.00 88,299 1.00 90,608 1.00 91,971
800 1950 GE-35 COMMUNICATIONS SPECIALIST 1.00 46,730 1.00 52,890 0.75 42,440
100 1950 GE-35 COMMUNICATIONS SPECIALIST 0.00 0 0.00 0 0.25 14,147
100 GE-30 GIS APPLICATIONS SPECIALIST 0.00 0 0.00 0 0.50 24,991
100 8400 GE-33 GIS COORDINATOR 1.00 71,260 1.00 72,679 1.00 74,235
TOTAL FULL TIME EMPLOYEES 3.00 206,289 3.00 216,177 3.50 247,784
61020 Part Time Employee Expense
290 1950 GE-29 COMMUNICATIONS SPECIALIST 0.75 42,642 0.75 43,328 0.75 43,976
TOTAL PART TIME EMPLOYEES 0.75 42,642 0.75 43,328 0.75 43,976
61030 Seasonal Employee Expense
100 NA-34 ARCHITECTURAL INTERN 0.50 25,495 0.50 26,005 0.50 26,395
100 2850 NA-37 GIS INTERN - SEASONAL 0.25 7,329 0.25 7,447 0.25 7,410
TOTAL SEASONAL EMPLOYEES 0.75 32,824 0.75 33,452 0.75 33,805
TOTAL PUBLIC INFORMATION OFFICE DEPT 4.50 281,755 4.50 292,957 5.00 325,565
-134-
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
Public Information - Cable TV Fund
29072300 61010 290 8400 GE-35 PUBLIC INFORMATION OFFICER 1.00 $88,299 1.00 $90,608 1.00 $91,971
Total 1.00 $88,299 1.00 $90,608 1.00 $91,971
Public Information - General Fund
10072300 61010 100 8400 GE-35 GIS COORDINATOR 1.00 $71,260 1.00 $72,679 1.00 $74,235
10072300 61010 100 1950 GE-35 COMMUNICATIONS SPECIALIST 0.00 $—0.00 $—0.25 $14,147
10072300 61010 100 GE-30 GIS APPLICATIONS SPECIALIST 0.00 $—0.00 $—0.50 $24,991
Total 1.00 $71,260 1.00 $72,679 1.75 $113,373
Public Information - Stormwater Fund
80072620 61010 620 1950 GE-29 COMMUNICATIONS SPECIALIST 1.00 $46,730 1.00 $52,890 0.75 $42,440
Total 1.00 $46,730 1.00 $52,890 0.75 $42,440
Public Information - PT Cable TV Fund
29072300 61020 290 1950 GE-29 COMMUNICATIONS SPECIALIST 0.75 $42,642 0.75 $43,328 0.75 $43,976
Total 0.75 $42,642 0.75 $43,328 0.75 $43,976
Public Information - Seasonal General Fund
10072300 61030 100 NA-34 ARCHITECTURAL INTERN 0.50 $25,495 0.50 $26,005 0.50 $26,395
10072300 61030 100 2850 NA-37 GIS INTERN-SEASONAL 0.25 $7,329 0.25 $7,447 0.25 $7,410
Total 0.75 $32,824 0.75 $33,452 0.75 $33,805
TOTAL PUBLIC INFORMATION OFFICE DEPT.4.50 $281,755 4.50 $292,957 5.00 $325,565
Public Information
Office
Fiscal Year 2019 Budget Presentation
Feb. 7, 2018
1
Public Information Office Staff
•Public Information Officer
Randy Gehl (1 FTE)
•Bee Branch Communications Specialist
Kristin Hill (1 FTE)
•Communications Specialist
Kelli Buchenau (.75 FTE)
2
Public Information Core Functions:
•Publications & Graphic Design
•Online Presence Management
•Media Relations & Promotion
•Bee Branch Watershed Flood Mitigation Project Communications
3
4
Past Year’s
Highlights
5
Bee Branch Creek Greenway Ribbon-
Cutting & Opening Celebration
Bee Branch Creek Greenway Ribbon-
Cutting & Opening Celebration
6
Bee Branch Creek Greenway Ribbon-
Cutting & Opening Celebration
7
Special Events
8
Special Events
9
Return of City Expo
10
Landfill Cell Construction Media Day
11
City Focus Magazine Publication
12
24-page publication focusing on:
•Business Retention & Expansion,
•Tax Increment Financing,
•Downtown Transformation,
•Workforce Solutions,
•Sustainable Innovations, and
•Improved Connectivity
Printed and mailed to 29,608
addresses in Dubuque for
approximately $0.67 per piece
Outreach Support for ‘Imagine Dubuque”
13
Outreach Related to July 12 Severe Storm
Cleanup:
•City’s Free Curbside Collection of Storm Debris
•Coordination with Dubuque County Emergency
Management, United Way, and UMC Disaster
Services for additional assistance (Chainsaw
Responders)
14
Emergency Communications
Outreach Support for Water Department
15
Westside Water System
Conversion Outreach
16
17
New Publications
18
New Publications
19
New Publications
20
New Publications
21
New Publications
New Publications
22
23
New Publications
Bee Branch Project Communication/Outreach
24
Bee Branch Project Communication/Outreach
25
Bee Branch Project Communication/Outreach
26
Bee Branch Project Communication/Outreach
27
Bee Branch Project Communication/Outreach
28
Monthly Project Update Videos (and more)
29
Monthly Project Update Videos
30
Connecting with More Residents &
Stakeholders
31
3,485
2,395
4,372
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
Twitter Facebook Nextdoor.com Members
Oct. 2014 Nov. 2015 Nov. 2016 Nov. 2017
Connecting with More Residents &
Stakeholders
32
840
567 520
0
100
200
300
400
500
600
700
800
900
News Releases City Council Agendas & Minutes Bee Branch Watershed Project Updates
Notify Me Subscribers
Oct. 2014 Nov. 2015 Nov. 2016 Nov. 2017
Connecting with More Residents &
Stakeholders
Citizen Support Center (WebQA)
•Over 17,000 service requests processed in FY2017
•Nearly 17% submitted directly by the public
•MyDBQ App: Downloaded 1,648 times as of November 2017, a
34% increase since November 2015
-Over 1,000 requests submitted through the app to date
33
Connecting with More Residents &
Stakeholders
34
1,000
174
157
150
131
Top 5 Service Requests Submitted by
Residents: FY2017
Contact Us
Abandonded Vehicle
Grass/Weed Complaint
Garbage/Junk/Nuisance
Recycling Bin Request
Connecting with More Residents &
Stakeholders
35
374,196293,205
52,396
Website Visits by
Device Type
Computer
Smartphone
Tablet
City Website
•Home page received a monthly
average of 15,788 unique page
views in FY2017.
•Unique Pageviews: Number of
pages visited, only counted
once per user session.
Connecting with More Residents &
Stakeholders
36
Top 10 Search Terms
(Nov. 1, 2016 –Nov. 1, 2017):
1.Eagle Point Park (169)
2.CODI (City of Dubuque Intranet) (150)
3.Shot Tower (132)
4.Mechanical Permits (129)
5.Swim Lessons (123)
6.Housing (122)
7.Flora Pool (118)
8.Bee Branch (111)
9.Housing Choice Voucher (101)
10.Parking (95)
Top Ten Page Visits (NOT Homepage):
Nov. 1, 2016 –Nov. 1, 2017
1.Housing and Community Development (53,184)
2.Leisure Services (37,640)
3.Job Opportunities (37,003)
4.Police (29,740)
5.Pay a Bill or Fine (27,781)
6.City Services Guide (25,739)
7.Utility Billing (22,473)
8.The Jule (21,414)
9.Dubuque Employment Opportunities (21,220)
10.Eagle Point Park (17,930)
•Greater Dubuque Development Corporation
•Travel Dubuque
•Dubuque Metropolitan Area Solid Waste Agency
•Dubuque County Emergency Management
•Community Foundation of Greater Dubuque
•Dubuque Main Street
37
Partnerships for a Better Dubuque
Current & Future Initiatives
•Return of City Expo as an annual event
•Development of “Bee Keeper” Bee Branch Watershed
stewardship program
•Continued promotion of Open Budget and Open
Expenses transparency tools and other open data
modules including Open Performance (Socrata)
•Internal audit of website content
•Review of social media policy and strategy
development
38
Recommended Improvement
Package
39
Funding Change for Bee Branch
Communications Specialist Position
from 100% Stormwater Utility Fund to
75% from Stormwater Utility Fund and
25% from General Fund