City Manager's Office FY2020 Budget PresentationCity of Dubuque
Copyrighted
February 7, 2019
Public Hearings # 5.
ITEM TITLE:
SUMMARY:
SUGGESTED DISPOSITION:
City Manager's Office FY20 Budget Presentation
Includes: City Manager's Office, Neighborhood
Development, Budget Office, Personnel
Department, Public Information Office, and Geographic
Information System (GIS).
ATTACHMENTS:
Description
City Manager's Office FY2020 Budget Outline
Budget Office FY2020 Budget Outline
Pesonnel Department FY2020 Budget Outline
Public Information and GIS FY2020 Budget Outline
Type
Supporting Documentation
Supporting Documentation
Supporting Documentation
Supporting Documentation
City Manager
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CITY MANAGER'S OFFICE
FY 2018 FY 2019 FY 2020 % Change From
Budget Highlights Actual Budget Requested FY 2019 Budget
Expenses
Employee Expense 966,916 1,096,210 1,135,096 3.5 %
Supplies and Services 282,296 363,462 364,981 0.4 %
Machinery and Equipment 9,000 405 4,950 1,122.2 %
Total 1,258,212 1,460,077 1,505,027 3.1 %
Resources
Administrative Overhead Recharges 569,225 588,646 684,668 16.3 %
Sustainability Conference 43,196 39,000 39,000 — %
Misc. Reimbursements 13,300 4,790 8,400 75.4 %
CDBG Charges 83,956 93,087 98,279 5.6 %
Total 709,677 725,523 830,347 14.4 %
Property Tax Support
548,535 734,554 674,680 (59,874)
Percent Increase (Decrease) (8.2)%
Personnel -Authorized FTE
9.77 9.77 9.67
Improvement Package Summary
1 of 6
This improvement level decision package request is for an increased match commitment to host the
Green Iowa AmeriCorps program in partnership with Operation New View. Green Iowa AmeriCorps
(GIAC) provides approximately 130 audits and 80 weatherizations annually, with significant percentages
serving low-income families and others in need. They also organize an average of 60 community
outreach and education events and engage hundreds of Dubuque volunteers around sustainability topics,
including conducting educational programs at all of Dubuque's Title 1 elementary schools. Existing GIAC
budget funds purchase weatherization supplies for the four -member team. In 2018, state legislative
changes resulted in decreased funding of the program by investor-owned utilities. The requested $8,000
will be used for the local host site's increased required financial match as a result of those changes.
Related Cost: $ 8,000 Tax Funds Recurring
Related Revenue: $ 4,034 Administrative Overhead Recurring
Net Property Tax Cost: $ 3,966
Property Tax Impact: $ 0.0016 0.02%
Activity: Sustainability
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Recommend -Yes
2 of 6
The improvement level decision package request is for purchasing two shirts for all employees on
Leadership Team and City Council members to wear during the Iowa League of Cities conference which
will be held in Dubuque in September 2019. During the conference, City of Dubuque staff and elected
officials will act as representatives of the community. The visibility created by matching shirts will improve
guests' ability to identify and approach City representatives These shirts would also be available to wear
to work and to future events.
Related Cost: $ 5,200 Tax Funds Non -Recurring Recommend -Yes
Related Revenue: $ 2,623 Administrative Overhead Non -Recurring
Net Property Tax Cost: $ 2,577
Property Tax Impact: $ 0.001 0.01%
Activity: City Manager's Office
3 of 6
This improvement level decision package request is for conversion of the part-time Communication
Assistant's workstation to an adjustable standing desk. In Fiscal Year 2018, the three full-time secretaries
workstations were converted to adjustable standing desks. This workstation conversion has provided an
ergonomic working environment. This improvement package relates to Financially Responsible, High
Performance City Organization: Sustainable, Equitable and Effective Service Delivery.
Related Cost: $ 2,000 Tax Funds Non -Recurring Recommend - Yes
Related Revenue: $ 1,008 Administrative Overhead Non -Recurring
Net Property Tax Cost: $ 992
Property Tax Impact: $ 0.0004 —%
Activity: City Manager's Office
4 of 6
This improvement level decision package request is to upgrade the Management Intern/Fellow position
from part-time (0.60 FTE) to full-time (1.00 FTE). The Management Fellow position was created in 2007,
and a Fellow was shared with the City of Lancaster, WI through the International City/County Managers
Association Local Government Management Fellows program. The position was frozen during the
citywide hiring freeze and will be unfrozen in 2019. Hosting a full-time fellow will allow the individual to
work with the City Managers Office and other departments to implement more complex projects and
complete a greater body of work in a one-year time period. Hiring a fellow creates an opportunity for a
recent MPA/MPP to contribute meaningful analytical, management and leadership skills to the City, while
the program also serves as an apprenticeship program of sorts to recruit bright young professionals to
the city management field. The fellow will assist city management staff in implementing practices of a
High Performing Government and also assist in implementation of City Council priorities and special
projects. This position would become full-time effective January 1, 2020.
Related Cost: $ (5,372) Tax Funds Recurring Recommend -Yes
Net Property Tax Cost: $ (5,372) January 1, 2020
Property Tax Impact: $ (0.0021) (0.02)%
Activity: City Manager's Office
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5 of 6
This improvement level decision package request would fund emotional intelligence training for the City's
Leadership Team (approximately 90 individuals). Emotional intelligence refers to the ability to identify
and manage one's own emotions, as well as the emotions of others. The training focuses on developing
employees' self-awareness, self-management, empathy, and relationship management. The skills
covered in the training will assist leadership team members in communicating more effectively with their
teams and providing high-quality customer service to all residents. Ateam of City staff will work with
outside trainers to develop curriculum relevant to City operations that compliments other existing
trainings, including new employee orientation, intercultural competency and equity trainings.
Implementation of this training will assist in achieving the City Council goal of Financially Responsible,
High -Performance City Organization and, and the outcome of Customer -focused City service delivery.
Related Cost: $ 30,000 Tax Funds Recurring
Related Revenue: $ 15,129 Administrative Overhead Recurring
Net Property Tax Cost: $ 14,871
Property Tax Impact: $ 0.0059 0.06%
Activity: City Manager's Office
Recommend - No
6 of 6
This improvement level decision package request would fund a seasonal intern (NA -38) to work 10 hours
per week to assist with scanning of documents and other clerical duties (+0.25 FTE or 520 hours
annually).
Related Cost: $ 7,827 Tax Funds Recurring
Related Revenue: $ 3,947 Administrative Overhead Recurring
Net Property Tax Cost: $ 3,880
Property Tax Impact: $ 0.0015 0.01%
Activity: City Manager's Office
Significant Line Items
Employee Expense
1. FY 2020 employee expense reflects a 1.5% wage package increase.
Recommend -Yes
2. The Iowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2019 The employee contribution of 6.29% is unchanged from FY 2019.
3. The City portion of health insurance expense decreased from $1,193 in FY 2019 to $921 in FY
2020 per month per contract which results in an annual cost savings of $8,522 annually or
22.77%.
4. Overtime expense decreased from $10,000 FY 2019 to $3,400 in FY 2020 due to the frozen full-
time Secretary position being filled January 1, 2019. FY 2018 Actual was $8,497.
5. Afull-time Secretary position was unfrozen January 1, 2019 creating $30,124 in additional cost in
FY20. In addition, a part-time Management Intern position was unfrozen January 1, 2019 creating
$16,806 in additional cost in FY20.
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Supplies & Services
Conferences is unchanged from $45,116 in FY 2019 to $45,116 in FY 2020.
7. Employee Recognition Luncheon expense is unchanged from $17,000 in FY 2019 to $17,000 in
FY 2020. This line item represents both the employee recognition luncheon and the employee gift.
8. Pay to Other Agency increased from $44,290 in FY 2019 to $52,290 in FY 2020. This line item
includes Special Events Grants for $3,500 ; Sustainable Dubuque Collaborative Community
Grants for $25,000 ; and Washington Tool Library for $15,790.
9. Neighborhood Grants is unchanged from $24,560 in FY 2019 to $24,560 in FY 2020. This line
item represents grants for neighborhood clean up and beautification, communications,
neighborhood improvement projects and community building initiatives.
10. Consultant Services is unchanged from $48,000 in FY 2019 to $48,000 in FY 2020 based on
actual cost of goal setting. This line item represents goal setting for City Council and department
managers.
11. City Business Travel increased from $23,554 in FY 2019 to $26,754 in FY 2020 due to adding
$950 for travel liability insurance and $1,000 for City Manager business luncheons in FY 2020.
12. Speakers/Programs is unchanged from $34,530 in FY 2019 to $34,530 in FY 2020. 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 decreased from $29,943 in FY 2019 to $28,442 in FY 2020. The
decrease is due to a one-time improvement package in FY 2019 for the recertification fee for
Dubuque to continue to participate in the STAR Communities rating system (44,000) and an
increase of $2,200 for a membership to the National Forum for Black Public Administrators
(+$2,200).
14. Education and Training decreased from $24,880 in FY 2019 to $15,505 in FY 2020. The decrease
is due to a one-time improvement package in FY 2019 for three employees to attend the Denver
Peak Academy (411,000).
Machinery & Equipment
15. Equipment replacement items include ($4,950):
Administration
Smartphones (3) $ 1,050
Desk Chairs (2) $ 3,300
Wireless Headset (1) $ 200
Chair Mats (4) $ 400
Total Equipment $ 4,950
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Revenue
16. Various Program Fees unchanged from $39,000 in FY 2019 to $39,000 in FY 2020 based on FY
2019 Budget. This line item represents the Growing Sustainable Conference registration fees.
17. Revenue received from Enterprise Funds for administrative overhead charges has increased from
$588,646 in FY 2019 to $684,668 in FY 2020.
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CITY OF DUBUQUE ORGANIZATIONAL CHART
Citizens of Dubuque
City Attorney
Library
Management/Legislalive
Sustainability
Arts & Cultural
Affairs
Ambulance
Services
Emergency
Management
Elected by the
Citizens of Dubuque
City Council
City Manager's
Office
Budget
Economic
Development
Engineering
Department
Fire
Department
Housing &
Community
Development
Information
Services
Personnel
Police
Department
Public Works
Water
Department
Appointed by the
City Council
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City Clerk
Building
Services
Emergency
Communications
Finance
Health Services
Human Rights
Leisure
Services
Planning
Services
Public Information
Office
Transportation
Services
Water &
Resource
Recovery Center
Airport
Neighborhood
Development
Human
Relations
Civic Center
Training &
Workforce
Development
Grand River
Center
Multicultural Park Oivision
Family Center
Recreation
Division
Cable TV
Parking
Division
Apppointed by the
Library Board of
Trustees
Geographic
Information
Systems
Transit
Division
Appointed by the
Airport Commission
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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.
City Manager's Office
Management/
Administrative/
Legislative
Sustainability
Neighborhood
Development
SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS
LEADING TO OUTCOMES
PEOPLE
• Establish a culture of quality
customer service and deliver
services that exceed citizen
expectations.
• Invest in staff development to
improve leadership capacity
and increase leadership
effectiveness
• Attract, engage and retain a
high quality, creative and
diverse workforce
• Promote and invest in
employee health and safety
PLANNING
Work with all City Departments
and Divisions to perform the
duties and responsibilities
specified in the City Charter to
ensure economic prosperity,
environmental/ecological integrity
and social/cultural vibrancy exist
throughout the community and are
incorporated into daily activities.
PARTNERSHIPS
• Develop and foster over 50 Local, State,
Regional, Federal and National partnerships to
implement the City Council's community vision.
• Increase citizen engagement in local governance
processes
■ Develop team -processes that lead to innovative
solutions for communi4y challenges and
opportunities
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S900,000
$800,000
S700.000
$600.000
S500.000
S400.000
S300.000
5200.000
5100,000
50
CITY MANAGER'S OFFICE
FY 2018 FY 2019 FY 2020
Full -Time Equivalent 9.77 9.77 9.67
Resources and Property Tax Support
Administrative OH Recharges Suslainability
Misc. Reimbursements
1�#
CDBG Charges Property Tax Support
■ FY 2018 FY 2019 FY 2020
The City Manager's Office is supported by 9.67 full-time equivalent employees, which accounts for
75.42% of the department expense as seen below. Overall, the departments' expenses are expected to
increase by 3.08% in FY 2020 compared to FY 2019.
Employee Expense
Supplies and Services
Machinery and Equipment
Expenditures by Category by Fiscal Year
$966,916
$1,096,210
1 $9,000
$405
$4.950
$282,296
$363,462
$364,981
$0 $200,000 $400,000 $600,000 $800,000 $1,000,000
FY 2018
FY 2019 1 FY 2020
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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.
ManagementlAdministrativelLegislative Funding Summary
FY 2018 Actual
FY 2019 Budget
FY 2020 Requested
Expenditures
$1,009,600
$1,093,595
$1,133,176
Resources
$500,303
$519, 071
$606,294
Management/Ad ministrativelLegislative Position Summary
FY 2020
City Manager
1.00
Assistant City Manager
2.00
Office Manager
1.00
Secretary
2.00
Communications Assistant
0.00
Management Intern
1.00
Intern
0.25
Total Full -Time Equivalent Employee's
7.25
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CITY MANAGER'S OFFICE
Highlights of the Past Year
• Dubuque was re -designated an Iowa Great Place, this time for the Driftless North End.
The designation will open opportunities for funding for projects completed in the district
in the next three years.
• Through the International City Managers Association (ICMA), Dubuque hosted
environmental management fellows from Myanmar, Brunei, Thailand, Malaysia and
Vietnam. Dubuque also hosted a delegation of municipal and community leaders from
the Ukraine to learn about developing local governments and economic development.
• The City partnered with Cartegraph to conduct a two-day High Performing Government
training for 40 City staff. The training, which will be built upon through the City's EPIC
team, laid the foundation for process improvement, innovation, and cross -department
collaborative projects.
• The U.S. Environmental Protection Agency (EPA) Region 7 awarded the City of
Dubuque the LEAFS Award in April 2018 for excellence in site reuse for the construction
of the Jule Operations and Training Center at the former Peoples Natural Gas Co. EPA
Superfund site.
• The Iowa Chapter of the American Planning Association (APA -Iowa) presented the City
of Dubuque with the 2018 APA -Iowa Environmental Planning Award for the Upper Bee
Branch Creek Restoration Project on 10/18/18
• The City received $200,000 State of Iowa REAP grant for Four Mounds Park: Ecological
Restoration and Site Accessibility
• The City received a $185,00 in Iowa Dept of Natural Resources Sponsored Project
funds for Eagle Point Park Environmental Restoration.
• 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 was awarded $2,999,968 in Lead Based Paint Hazard Reduction grant
program funding and $581,000 in Healthy Homes Supplemental funding.
• The City received $800,000 in federal ICAAP funds for the STREETS program.
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• The City received the Bus and Bus Facilities Infrastructure Investment Program
USDOT federal transit grant for $1.9 million for buses and transit technology for the Jule
and intermodal facility.
• The City of Dubuque will have the entire four lane construction and paving of the
Southwest Arterial completed by 2020 with additional cost of paving valued at an
additional $16 million in funding.
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, including
memorandum of understanding with Cartegraph.
• 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.
• Complete resident survey to identify opportunities for improving customer service and
create a community of choice for all residents.
• Host 2019 Iowa League of Cities Conference in Dubuque, an opportunity to showcase our
community to over 1,000 visitors.
• In partnership with the Human Rights Department, revitalize New Employee Orientation
to ensure all new City employees are equipped with information necessary and supported
to provide high-quality service to residents.
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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 $14.56 per thousand compared to proposed FY20 rate of $10.36 per
thousand. The FY1987 rate is 28.9% higher than the proposed FY20 rate.
62% 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.
In the FY20 budget 78% of budgeted revenue comes from Intergovernmental revenue, charges for
services and miscellaneous revenue while budgeted revenue from taxes is 22%.
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.
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FY 2015116
Actual
FY 2016/17
Actual
FY 2017/18
Actual
Average time to resolve a citizen
issue - City Manager's Office
12.37 days
12.37 days
9.822 days
Percent of issues resolved in 10
days or less - City Manager's Office
73%
73%
83%
Average time to resolve a citizen
issue - All Departments
10.16 days
10.16 days
18.37 days
Percent of issues resolved in 10
days or less - All Departments
82.18%
82.18%
76.59%
Percent of issues resolved in 30
days or less - All Departments
92.5%
92.5%
86.95%
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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.
SUSTAINABLE
DUBUQUE
viable • livable • equitable
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
FY 2018 Actual
FY 2019 Budget
FY 2020
Requested
Expenditures
$103,445
$192,848
$194,389
Resources
$124,572
$112,815
$120,894
Sustainability Position Summary
FY 2020
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 completed its first year of work, utilizing
the STAR Communities rating and other data to advise City Council on resiliency
strategies.
• 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
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capacity of City departments and non-profit organizations located in the Washington
Neighborhood so that they can better engage with traditionally disengaged and
underrepresented populations in our community.
• The City received the Municipal Climate Adaptation Report via a partnership with the
University of Nebraska Lincoln which gives us important climate -related data to base
future decisions on.
• The Iowa Clean Cities Coalition delivered a fleet analysis to the City of Dubuque to
guide our transition to alternative fuel vehicles.
• Sustainable Dubuque Community Grant requirements were updated to include an
equity and inclusion focus, and bonus points were added to the scoring process to
better align funded projects with City Council- and Resilient Community Advisory
Commission -identified priorities.
• The 11th Annual Growing Sustainable Communities Conference attracted nearly 500
attendees to Dubuque.
Future Initiatives
• Completion of 2019 STAR Recertification.
• Update to the 50% by 2030 Community Climate Action & Resiliency Plan to include both
mitigation and adaptation strategies.
• Continued implementation of energy efficiency strategies and exploration of solar
installation on City facilities to decrease municipal utility bills and emissions.
• Partner with Iowa Clean Cities Coalition to begin transition to municipal alternative fleet.
Investments needed include vehicle replacement and charging/fueling infrastructure.
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
NEGoal: 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 /east 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
The Dubuque Urban Farm provided CSA (community -supported
agriculture) shares to 22 families. For 20 consecutive weeks, these
families each received a box which contained 4-6 types of
vegetables, local eggs, spices, recipes, and other miscellaneous
ingredients to help turn the vegetables into a meal. The project's top
priority was to provide easier access to fresh vegetables to low-
income community members, both by making CSA shares
affordable, and by teaching members to grow and process their own
food.
Four Mounds received funding to train hard -to -employ adults in the
restoration trades, using projects at their historic location. Projects
included window and door restoration of the hog shed, rebuilding
doors and trellises and painting the chicken coop.
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_
City staff continue work to implement the Integrated Pest Management program. In the last
year, one additional park was added to our Pesticide -Free Parks program. Total number of
chemical applications in parks was reduced from 108 in 2016 to 50 in 2017 (note that favorable
weather assisted in reaching this number). Additionally, best land management practices have
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FY 2014/15
Actual
FY 2015/16
Actual
FY 201 6/1 7
Actual
FY201 7/1 8
Actual
Number of awards given
(as percent of total applications
received)
25 (56%)
15 (50%)
12 (50%)
17 (77%)
The Dubuque Urban Farm provided CSA (community -supported
agriculture) shares to 22 families. For 20 consecutive weeks, these
families each received a box which contained 4-6 types of
vegetables, local eggs, spices, recipes, and other miscellaneous
ingredients to help turn the vegetables into a meal. The project's top
priority was to provide easier access to fresh vegetables to low-
income community members, both by making CSA shares
affordable, and by teaching members to grow and process their own
food.
Four Mounds received funding to train hard -to -employ adults in the
restoration trades, using projects at their historic location. Projects
included window and door restoration of the hog shed, rebuilding
doors and trellises and painting the chicken coop.
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_
City staff continue work to implement the Integrated Pest Management program. In the last
year, one additional park was added to our Pesticide -Free Parks program. Total number of
chemical applications in parks was reduced from 108 in 2016 to 50 in 2017 (note that favorable
weather assisted in reaching this number). Additionally, best land management practices have
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been added to the contracts the City manages for City -owned farmland, and a new Controlled
Grazing Livestock ordinance enables all landowners in Dubuque to use goats and/or sheep as
a sustainable alternative to chemical or mechanical management of land. Lastly, in April 2017,
the City launched the Adopt A Spot program which engages volunteers in helping to clean up
and maintain our parks, streams, and stormdrains.
t,. Goal: Sustainable Environment -ICA
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.
Res NG
9%
2003 Baseline
Indust NG
Comm NG 3%
7%
Transport
alien
23';.
Indust
Elec
289..
Cori
Elec
8%
Total: 1 ,241 ,729 mt CO2e
NOV
Res Elec
15%
LFG
7%
Res NG
11%
Indust NG
Comm NG
9%
Indust
Elec
21%
2014
Comm
[Inc
104;,
Total: 1,109,916 mt CO2e
Res Elec
126E
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 coordinate 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, education and
outreach, and establishing positive relationships through communication.
Neighborhood Development Funding Summary
FY 2018 Actual
FY 2019 Budget
FY 2020
Requested
Expenditures
$140,122
$168,634
$159,324
Resources
$83, 956
$93, 087
$98, 279
Neighborhood Development Position Summary
FY 2020
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.
Residents are seeking the effectiveness of the improvements leading to higher
confidence and investment in the neighborhood.
• Dubuque's True North executed an agreement with the City to acquire and rehabilitate
50 derelict properties in Downtown/North End and convert them to home ownership
leading to improved conditions and increased stability in the neighborhoods.
• 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 improved code enforcement leads to increased feelings of safety and further
investment in the neighborhoods.
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Washington Neighborhood residents are actively engaged in community garden,
communication, (newsletter) and neighborhood improvement projects with promise of
formalizing a neighborhood group. Resident involvement and ownership of
neighborhood create critical self governance and buy -in to support the continued
improvements in the neighborhood.
City adopted Arts Master Plan and enactment strategy. Implementation of plan will
foster engagement at all levels, increasing desirability of Dubuque as a community of
choice.
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CITY MANAGER'S OFFICE
Future Initiatives
• Continue to support the organization of a resident -led neighborhood group in the
Washington Neighborhood.
• Participation in Inclusive Dubuque's Equity sector workgroup 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.
• Participation in Arts Master Plan Task Force charged with enacting the Arts & Culture
Master Plan.
" DID YOU KNOW?
Dubuque has eight active neighborhood groups that are working to improve their
neighborhoods? There are 74 neighborhoods (representing 4,978 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 it, a.
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
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CITY MANAGER'S OFFICE
Neighborhood Grant Program provides resources for neighborhood revitalization and
community building.
• 24 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, Juneteenth celebration, girls and women's
empowerment conference, and street mural painting.
CDBG Funded Neighborhood Grants
Grantee Partner
Activity
Amount
North End Neighborhood
Communication
Project
$1251
St. Mark Youth Enrichment
Summer Enrichment
Program
$5,000
Valley View Neighborhood
Communication Project
$735
Historic Bluffs Neighborhood
Arlington Community Garden
$124
Dubuque Old House
Enthusiasts
Washington Neighborhood
Tour
$750
Valley View Neighborhood
Neighborhood Beautification
Project
$1,077
Downtown Neighborhood
Beautification Project
$150
Historic Bluffs Neighborhood
Neighborhood Clean -Up
$536
Washington Neighbors
Neighborhood Clean -Up
$688
Total
$9,576
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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.
Music in Jackson Park
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Point Neighborhood Cook -out
FY 2017/18
Actual
FY 2018/19
Estimated
FY 2098/19
Projected
Number of events/
meetings
74
100
90
Number of
participants
4,300
5,000
5,000
Music in Jackson Park
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Point Neighborhood Cook -out
CITY MANAGER'S OFFICE
4, 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, neighborhood groups, and other non -profits working to improve quality of life for
neighborhood residents.
✓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
Dream Center
St. Mark Youth Enrichment
Multicultural Family Center
Steeple Square
✓ 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
FY17 Actual
Revenue
FY18 Actual
Revenue
FY 19 Adopted
Budget
FY20 Recomm'd
Budget
100 45701 STATE GRANTS
9,547
45 STATE GRANTS
9,547
100 51950 VARIOUS PROGRAM FEES
38,052
43,196
39,000
39,000
51 CHARGES FOR SERVICES - Total
38,052
43,196
39,000
39,000
100 53102 PRIVATE PARTICIPANT
100 53605 MISCELLANEOUS REVENUE
100 53620 REIMBURSEMENTS -GENERAL
260 53620 REIMBURSEMENTS -GENERAL
223
662
4,113
46
267
10,894
2,109
30
500
535
3,705
50
267
5,994
2,109
30
53 MISCELLANEOUS
5,043
13,300
4,790
8,400
100 54109 SALVAGE SALES
351
54 OTHER FINANCING SOURCES
351
100 59610 FR WPC OPERATING
100 59620 FR STORMWATER OPERATING
100 59630 FR PARKING OPERATING
100 59640 FR WATER UTILITY
100 59670 FR REFUSE COLLECTION
100 59940 FRDMASWA
158,296
50,433
26,019
195,988
80,511
209,035
48,161
24,050
12,785
170,676
104,518
206,384
48,334
23,631
37,149
169,957
103,191
226,389
62,597
29,114
49,059
204,315
113,194
59 TRANSFER IN AND INTERNAL
511,247 569,225
588,646 684,668
CITY MANAGER'S OFFICE TOTAL 564,241 625,721 632,436 732,068
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Recommended Operating Expenditure Budget - Department Total
72 - CITY MANAGER'S OFFICE
Fund
Account
Account Title
FY17 Actual
Expense
FY18 Actual
Expense
FY19 Adopted
Budget
FY 20 Recomm'd
Budget
100 61010 FULL-TIME EMPLOYEES
260 61010 FULL-TIME EMPLOYEES
100 61020 PART-TIME EMPLOYEES
100 61030 SEASONAL EMPLOYEES
100 61050 OVERTIME PAY
100 61071 HOLIDAY PAY -OVERTIME
100 61092 VACATION PAYOFF
100 61310 IPERS
260 61310 IPERS
100 61320 SOCIAL SECURITY
260 61320 SOCIAL SECURITY
100 61410 HEALTH INSURANCE
260 61410 HEALTH INSURANCE
100 61415 WORKMENS' COMPENSATION
260 61415 WORKMENS' COMPENSATION
100 61416 LIFE INSURANCE
260 61416 LIFE INSURANCE
100 61655 CAR ALLOWANCE
100 61660 EMPLOYEE PHYSICALS
756,479
41,592
32,117
1,817
10,264
575
4,532
66,699
3,714
49,648
3,079
99,113
11,448
2,784
214
429
37
8,005
577
652,551
41,474
32,443
1,500
8,497
0
0
58,100
3,712
42,547
3,034
103,032
8,268
3,016
222
367
37
7,984
131
737,852
37,502
39,017
11,277
10,000
0
0
76,112
3,540
61,747
2,869
98,501
6,440
2,663
140
427
25
8,098
0
819,002
43,047
0
18,218
3,400
0
0
80,926
4,102
55,687
3,293
90,893
5,526
2,133
101
521
28
8,219
0
61 - WAGES AND BENEFITS
1,093,124 966,916
1,096,210 1,135,096
100 62010 OFFICE SUPPLIES 3,119 2,367 3,759 2,366
260 62010 OFFICE SUPPLIES 0 12 50 12
100 62011 UNIFORM PURCHASES 0 0 0 5,200
100 62030 POSTAGE AND SHIPPING 554 452 660 466
260 62030 POSTAGE AND SHIPPING 14 23 14 24
100 62031 PROCESSING MATERIALS 352 288 352 288
100 62032 FLAGS 0 121 1,370 1,370
100 62050 OFFICE EQUIPMENT MAINT 674 453 700 453
100 62061 DP EQUIP. MAINT CONTRACTS 11,416 12,869 11,030 11,573
100 62090 PRINTING & BINDING 5,499 3,883 6,800 4,156
260 62090 PRINTING & BINDING (140) 200 0 214
100 62110 COPYING/REPRODUCTION 4,369 4,824 5,350 5,162
260 62110 COPYING/REPRODUCTION 313 368 313 394
100 62130 LEGAL NOTICES & ADS 0 585 0 21
100 62140 PROMOTION (36) 0 0 0
100 62170 SUBSCRIPTIONS -BOOKS -MAPS 1,470 1,085 2,044 1,163
100 62190 DUES & MEMBERSHIPS 19,577 20,880 29,943 28,442
100 62208 GENERAL LIABILITY INSURAN 3,786 3,129 3,547 3,532
100 62310 TRAVEL -CONFERENCES 18,837 10,766 44,096 44,096
260 62310 TRAVEL -CONFERENCES 750 1,193 1,020 1,020
100 62320 TRAVEL -CITY BUSINESS 23,264 25,996 23,404 26,604
260 62320 TRAVEL -CITY BUSINESS 70 105 150 150
100 62340 MILEAGE/LOCAL TRANSP 459 859 2,312 911
260 62340 MILEAGE/LOCAL TRANSP 92 96 92 104
100 62360 EDUCATION & TRAINING 6,921 7,728 23,840 14,465
-119-
Recommended Operating Expenditure Budget - Department Total
72 - CITY MANAGER'S OFFICE
Fund
Account
Account Title
FY17 Actual
Expense
FY18 Actual
Expense
FY19 Adopted
Budget
FY 20 Recomm'd
Budget
260 62360 EDUCATION & TRAINING
100 62421 TELEPHONE
260 62421 TELEPHONE
100 62424 RADIO/PAGER FEE
100 62436 RENTAL OF SPACE
260 62436 RENTAL OF SPACE
100 62511 FUEL, MOTOR VEHICLE
100 62645 SPECIAL EVENTS
100 62661 MISC. OPER. EXPENS
100 62663 SOFTWARE LICENSE EXP
100 62667 DATA SERVICES
100 62668 PROGRAM EQUIP/SUPPLIES
100 62671 MISC. OPERATING SUPPLIES
100 62713 LEGAL SERVICES
100 62716 CONSULTANT SERVICES
100 62734 SPEAKERS/PROGRAMS
100 62736 CATERING SERVICES
100 62756 EMPLOYEE RECOGNITION
100 62761 PAY TO OTHER AGENCY
260 62761 PAY TO OTHER AGENCY
100 62765 GRANTS
260 62765 GRANTS
100 62785 GIFT CARDS
260 62834 SERVICES FROM PLANNING
115
4,115
340
879
2,520
257
187
3,116
0
897
1,863
1,041
2,500
3,392
44,377
34,530
2,121
14,106
20,434
14,133
0
0
0
17,420
0
3,136
364
903
2,520
278
670
11,189
53
815
979
3,460
0
144
76,762
37,630
1,826
7,253
8,962
15,860
2,500
0
0
8,710
1,040
4,115
340
921
2,779
281
191
10,000
0
896
1,863
1,500
0
0
48,000
34,530
1,500
17,000
28,500
15,790
10,000
14,560
100
8,710
1,040
2,580
660
939
2,520
504
670
10,000
0
856
951
3,409
0
0
48,000
34,530
4,576
17,000
36,500
15,790
10,000
14,560
0
7,710
62- SUPPLIES AND SERVICES
269,704 282,296
363,462 364,981
100 71110 MISC. OFFICE EQUIPMENT 0 180 0 400
100 71156 FURNITURE 0 6,783 0 0
100 71211 DESKS/CHAIRS 2,530 505 0 3,300
100 72410 PAGER/RADIO EQUIPMENT 5,142 0 0 0
100 72418 TELEPHONE RELATED 125 1,532 194 1,050
260 72418 TELEPHONE RELATED 45 0 211 0
100 72421 HEADSETS 0 0 0 200
260 72418 TELEPHONE RELATED 0 45 0 211
71- EQUIPMENT 7,842 9,000 405 4,950
72- CITY MANAGER'S OFFICE TOTAL
1,370,670 1,258,212
1,460,077 1,505,027
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Recommended Expenditure Budget Report by Activity & Funding Source
72 - CITY MANAGER'S OFFICE
FUNDING SOURCE: CABLE TV
Account
FY18 Actual Expense
FY19 Adopted Budget FY20 Recomm'd Budget
EQUIPMENT
SUPPLIES AND SERVICES
WAGES AND BENEFITS
9,000
178,580
822,020
206,113
887,482
4,950
209,303
918,923
MANAGEMENT 1,009,600 1,093,595 1,133,176
SUSTAINABLE COMM COORD - 72200
FUNDING SOURCE: GENERAL
Account
FY18 Actual Expense
FY19 Adopted Budget FY20 Recomm'd Budget
SUPPLIES AND SERVICES
WAGES AND BENEFITS
69,379
34,066
96,335
96,513
SUSTAINABLE COMM COORD 103,445
GRRENCORPS - 72600
FUNDING SOURCE: GENERAL
Account
88,238
106,151
194,389
FY18 Actual Expense
FY19 Adopted Budget FY20 Recomm'd Budget
SUPPLIES AND SERVICES
4,992
5,000
12,946
GREENCORPS 4,992
NEIGHBORHOOD DEVELOPMENT - 72800
FUNDING SOURCE: COMMUNITY DEVELOPMENT
Account
FY18 Actual Expense
FY19 Adopted Budget FY20 Recomm'd Budget
EQUIPMENT
SUPPLIES AND SERVICES
WAGES AND BENEFITS
13,432
110,830
405
40,224
112,215
38,704
110,022
NEIGHBORHOOD DEVELOPMENT 124,262
WASHINGTON TOOL LIBR. - 79221
FUNDING SOURCE: COMMUNITY DEVELOPMENT
Account
FY18 Actual Expense
FY19 Adopted Budget FY20 Recomm'd Budget
SUPPLIES AND SERVICES
WASHINGTON TOOL LIBR.
CITY MANAGER'S OFFICE TOTAL $
15,860
15,790
15,860 15,790
1,258,211.87 $ 1,460,077.00 $
-121-
15,790
1,505,02
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
72 CITY MANAGER'S OFFICE
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
100 9900 Contract
100 9375 GE -44
260 5100 GE -35
100 5100 GE -35
100
100
100
4670
3465
8825
GE -33
NA -44
GE -31
100 225 GE -25
TOTAL
FY 2018
FY 2019
FY 2020
FTE BUDGET FTE BUDGET FTE BUDGET
CITY MANAGER 1.00 $ 284,731 1.00 $ 271,454 1.00 $ 277,653
ASSISTANT CITY MANAGER 2.00 $ 262,331 2.00 $ 241,037 2.00 $ 255,766
NEIGHBORHOOD DEVELOP
SPEC. 0.52 $ 43,194 0.45 $ 37,502 0.51 $ 43,047
NEIGHBORHOOD DEVELOP
SPEC.
SUSTAINABLE COMMUNITY
COORD.
MANANGEMENT INTERN
OFFICE MANAGER
SECRETARY
FULL TIME EMPLOYEES
61020 Part Time Employee Expense
100 3465 NA -44 MANANGEMENT INTERN
SUSTAINABLE DUBUQUE
100 INTERN
COMMUNICATIONS
100 225 GE -25 ASSISTANT
TOTAL PART TIME EMPLOYEES
0.48 $ 39,262 0.55 $ 45,837 0.49 $ 41,359
1.00
0.00
1.00
2.00
$ 72,406
$ 65,679
$ 47,972
1.00
0.00
1.00
2.00
$ 58,635
$66,661
$54,228
1.00
1.00
1.00
2.00
$ 69,601
$ 17,638
$ 68,846
$ 88,139
8.00 $ 815,575 8.00 $ 775,354 9.00 $ 862,049
0.60 $ - 0.60 $ 3,449 0.00 $
0.42 $ 11,109 0.42 $ 11,277 0.42 $ 11,533
0.75 $ 33,307 0.75 $ 35,568 0.00 $
1.77 $ 44,416 1.77 $ 50,294 0.42 $ 11,533
TOTAL CITY MANAGER'S OFFICE 9.77 $ 859,991 9.77 $ 825,648 9.67 $ 880,368
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CITY OF DUBUQUE, IOWA
ACT1VITY PERSONNEL COMPLEMENT SUMMARY
FY 2018 FY 2019 FY 2020
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 $284,731 1.00 $271,454 1.00 $277,653
10072100 61010 100 9250 GE -44 ASSISTANT CITY MANAGER 2.00 $262,331 2.00 $241,037 2.00 $255,766
10072100 61010 100 3465 NA -47 MANAGEMENT INTERN 0.00 $ - 0.00 $ - 1.00 $ 17,638
10072100 61010 100 225 GE -25 SECRETARY 2.00 $ 47,972 2.00 $ 54,228 2.00 $ 88,139
10072100 61010 100 8825 GE -31 OFFICE MANAGER 1.00 $ 65,679 1.00 $ 66,661 1.00 $ 68,846
Total 6.00 $660,713 6.00 $633,380 7.00 $708,042
Sustainable Community - General Fund
10072200 61010 100 4670 GE -33 SUSTAINABLE COMM. COORD. 1.00 $ 72,406 1.00 $ 58,635 1.00 $ 69,601
Total 1.00 $ 72,406 1.00 $ 58,635 1.00 $ 69,601
Sustainable Community - PT General Fund
10072200 61020 100 NA -38 SUSTAINABLE DUBUQUE INTERN 0.42 $ 11,109 0.42 $ 11,277 0.42 $ 11,533
Total 0.42 $ 11,109 0.42 $ 11,277 0.42 $ 11,533
Neighborhood Development - CDBG Fund
26072800 61010 260 5100 GE -35 NEIGHBORHOOD DEVELOP SPEC. 0.52 $ 43,194 0.45 $ 37,502 0.51 $ 43,047
Total 0.52 $ 43,194 0.45 $ 37,502 0.51 $ 43,047
Neighborhood Development - General Fund
10072800 61010 260 5100 GE -35 NEIGHBORHOOD DEVELOP SPEC. 0.48 $ 39,262 0.55 $ 45,837 0.49 $ 41,359
Total 0.48 $ 39,262 0.55 $ 45,837 0.49 $ 41,359
City Manager - PT General Fund
10072100 61020 100 3465 NA -47 MANAGEMENT INTERN 0.60 $ - 0.60 $ 3,449 0.00 $
10072100 61020 100 225 GE -25 COMMUNICATIONS ASSISTANT 0.75 $ 33,307 0.75 $ 35,568 0.00 $
Total 1.35 $ 33,307 1.35 $ 39,017 0.00 $
City Manager - Seasonal General Fund
10072100 61030 100 NA -38 INTERN
Total
TOTAL CITY MANAGER'S OFFICE
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0.00 $
0.00 $
- 0.00 $
- 0.00 $
- 0.25 $ 6,786
- 0.25 $ 6,786
9.77 $859,991 9.77 $825,648 9.67 $880,368
Capital Improvement Projects by Department/Division
CIP
Number Capital Improvement Project Title
FY 17 Actual
Expense
FY 18 Actual
Expense
FY 19 Adopted
Budget
FY 20 Recomm'd
Budget
1012682 GREEN HOUSE GAS INVENTORY
1021238 NEIGHBORHOOD GRANTS
1022317 ALL -AMERICA CITY AWARD
2601238 NEIGHBORHOOD GRANTS
3502681 ENRGY EFFICI REVOL FUND
3502682 GREEN HOUSE GAS INVENTORY
3602807 DT NON-PROFIT WEATHERIZAT
4,268
4,933
15,000
8,484 9,576 14,560
100,000
100,000
!PIRMANAGOVSTICE MIW 12,752 14,510 29,560
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PRGRM/
DEPT PROJECT DESCRIPTION FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 TOTAL PAGE
CITY MANAGERS OFFICE
General Government
Aerial Orthophotography $— $52,500 $— $55,500 $— $108,000 308
Municipal Green House Gas
Inventory $100,000 $— $— $50,000 $— $150,000 309
Non -Profit Weatherization
Assistance $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 310
Total Clty Manager's Office $200,000 $152,500 $100,000 $205,500 $100,000 $758,000
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Budget Office
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BUDGET
FY 2018 FY 2019 FY 2020 % Change From
Budget Highlights Actual Budget Requested FY 2019 Budget
Expenses
Employee Expense 296,578 360,825 373,638 3.6 %
Supplies and Services 47,696 54,697 197,109 260.4 %
Machinery and Equipment 750 — %
Total 344,274 416,272 570,747 37.1 %
Resources
HUD Resiliency Grant
Community Development Block Grant
Administrative Overhead Recharges
Total
Property Tax Support
9,105
30,538
143,529
90,863
153,952 239,302
— %
— %
55.4 %
183,172
244,815 239,302 (2.3)%
161,102 171,457
331,445 159,988
Percent Increase (Decrease) 93.3 %
Personnel -Authorized FTE 3.00
3.00 3.00
Improvement Package Summary
1 of 4
This improvement level decision package request would provide funding to consolidate the Finance and
Budget Departments effective March 29, 2019. The retirement of the Finance Director and Payroll
Specialist and the departure of the Assistant Finance Director provides an opportunity to take
advantage of efficiencies and improved work flows that a consolidated Finance and Budget Department
would provide. The key components of the consolidation include the elimination of the Budget Director,
Finance Director, and Assistant Finance Director positions and the creation of Director of Finance and
Budget, Finance Manager and Budget Manager positions. In addition, a part-time Payroll Specialist
would be upgraded to a full-time Payroll Accountant. There is a Finance Department Office Remodel
capital projected recommended in FY 2020 to accommodate all Finance and Budget positions in the
existing Finance Department on first floor of City Hall.
The cost impact including benefits for the consolidation of the Finance and Budget departments in
Fiscal Year 2020 are as follows:
Change
Eliminate Finance Director Position
$ Change
$ (125,056)
FTE Change
(1.00)
Upgrade Budget Director to Director of Finance and Budget
$ 16,395
—
Upgrade Assistant Finance Director to Finance Manager
$ (2,889)
—
Addition of Full -Time Budget Manager
$ 107,999
1.00
Upgrade Part -Time Payroll Specialist to Full -Time Payroll
$ 24,306
0.30
Accountant Net Change $ 20,755
0.30
-146-
The related savings for the Finance position changes related to the consolidation of Finance and
Budget is reported under the Finance Department and shows $103,639 as an offset to this $124,394 in
cost being moved to the Budget Department for a net cost to the City of $20,755.
Related Cost: $124,394 Tax Funds Recurring Recommend -Yes
Property Tax Impact: $ 0.0489 0.47%
Activity: Budget Department
2 of 4
This improvement level decision package request is for the purchase of a cloud -based software which
would integrate solutions for budget and planning, operational performance, and citizen engagement
and would complement any financial software that is chosen by the City. The cloud -based solution
would streamline and transform the entire budget process and facilitate greater collaboration between
all stakeholders. It would provide value at every phase, from improving collaboration on proposals and
department requests, to gaining insight into current performance, to easily publishing the final budget
book. The cloud -based software would be compatible with Workiva Wdesk, which is the software the
City is currently using to produce all budget documents. This software would be web -based, facilitate
collaborative budget preparation and workforce planning, accommodate multi-year budgets up to six
years, budget cloning and scenario creation, employee roster review with centralized, global
adjustments, workforce planning templates with all standard and government -specific benefits, excel
add-in for modeling and importing customized values, application commenting and conversations, full
activity audit trail to track all changes, would support proposal attachments in multiple formats,
integrated reporting including historical financials, budget milestones, budget versus actual report, role -
based access controls, technology to mirror a government's chart of accounts and financial structure,
and workforce planning module with position cost templates and global change management. This
cloud -based software would improve collaboration and the constant coordination and errors associated
with budgeting in Excel. Budget changes made in real-time would be reflected immediately in native
reports and visualizations. All stakeholders would access proposals or workforce plans and submit
them for approval online. Integrated communication tools would allow users to easily comment on
proposals and tag colleagues with traceable conversations about the budget. Collaborators could invite
others to view or edit a proposal based on the permissions they determine. The cloud -based software
would have integrated reporting that provides a complete historical analysis and generates reports that
"slice and dice" across the chart of accounts with a click of a mouse. This improvement package relates
to Financially Responsible, High Performance City Organization: Sustainable, Equitable, and Effective
Service Delivery specifically a financially sound and responsible City government. The recurring cost
represents the annual maintenance cost of Cloud based software which is $75,000 in FY20 and
$103,000 in FY21 and beyond. The community engagement portion of the software would be
implemented in FY20. The non-recurring cost of $50,000 represents the on-time consulting fee for
assistance of setup of the new software.
Related Cost:
Related Revenue:
Related Cost:
Related Revenue
Net Property Tax Cost:
Property Tax Impact:
Activity: Budget
$ 75,000
$ 37,819
$ 50,000
$ 25,213
$ 61,968
$ 0.0244 0.24%
Tax Funds
Administrative Overhead
Tax Funds
Administrative Overhead
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Recurring
Recurring
Non -Recurring
Non -Recurring
Recommend -Yes
3 of 4
This improvement level decision package request is for the purchase of a cost allocation software. This
cloud -based cost allocation platform would empower users to understand the true cost of providing
goods and services. The cost allocation provides the ability to create federal cost allocation plans,
prepare indirect cost rate proposals, and manage cross -jurisdictional profit and loss. This cost
allocation software would reduce the time spent on preparing agency -wide or department -wide cost
plans, while serving to give the maximum reimbursement. By inputting the city's structure,
expenditures/budgets, and setting up allocation bases that accurately reflect the service received from
each central report item (department/fund/programs), the system would be able to produce a final plan
outlining overhead allocation by report item. This software would allow users to maximize
reimbursements from federal programs by determining each report item's true cost of service. Knowing
the true cost of service is critical to justifying cost reimbursements, determining user fees, making better
managerial decisions, and property leveraging increasingly limited resources to better provide service
to the community. Cost allocation is used most commonly for recovering indirect cost reimbursements
from the federal government, through the creation of a cost allocation plan. As well as, for capturing full
cost of service to charge other funds within the City to get reimbursement for the City's general fund.
Beyond using this software for reimbursement purposes, the City could also benefit from the cost
analysis that preparing an internal cost allocation plan would allow. This plan would help the City to be
more efficient and effective, allowing the City to pinpoint and know the direct and indirect costs of every
department within the agency, and the flow of federal funding, both of which are critical to the vitality of
every community. It is the method which the City gets money back into the general fund for services
performed from other funds or through user fees. Cost allocation plans are all about justification,
transparency, and showing the hard data, all of which are increasingly important within the local
government sector. This improvement package relates to Financially Responsible, High Performance
City Organization: Sustainable, Equitable, and Effective Service Delivery, specifically a financially
sound and responsible City government. The recurring cost of $15,750 represents that annual software
maintenance and the non-recurring cost of $15,000 represents the consultant services for set-up of the
new software.
Related Cost: $ 15,750 Tax Funds Recurring
Related Revenue: $ 7,943 Administrative Overhead Recurring
Related Cost: $ 15,000 Tax Funds Non -Recurring
Related Revenue: $ 7,564 Administrative Overhead Non -Recurring
Net Property Tax Cost: $ 15,243
Property Tax Impact: $ 0.006 0.06%
Activity: Budget
Recommend - Yes
4of4
This improvement level decision package request is for the creation of an Office of Innovation, which
would be a division of the Budget Office. This request would fund a full-time Chief Innovation Officer
(GE -40B), a full-time Senior Performance and Management Specialist (GE -36B) and a full-time
Performance and Management Specialist (GE -32B). The Office of Innovation would identify
improvements in the efficiency and effectiveness of City services and business processes. The primary
focus of this group is to improve City operations at less cost. The team would be comprised of
experienced professionals who are trained in process improvement methodologies and have diverse
backgrounds. The team would serve as internal consultants to City departments and work closely with
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senior management to recommend strategies for improvement. The essential job functions of the
Office of Innovation include developing an annual innovation workplan focused on improving the
delivery of municipal services; analysis of policies, practices, system, procedures, workload standards,
and organizational structures; design of benchmark surveys and quantitative techniques to improve the
productivity and quality of operations and build an effective workforce; recommendation of innovative
management strategies and complex departmental turnaround plans; inspections of business
processes and service delivery methods to help identify efficiencies and reduce cost; analytical
research and recommendation of alternatives on various public administrative functions and service
delivery activities; evaluation of staffing requests and recommendation of staffing levels to ensure the
efficient and effective utilization of human resources; and organizational improvement
recommendations. The tools that would be used by the Office of Innovation include performance audits,
staff interviews and on-site observation, project management, best practice research and surveys,
strategic planning and prioritization, process mapping, empathy mapping/voice of the customer, and
trend analysis, cost analysis and forecasting. This improvement package supports the City Council goal
of Financially Responsible, High Performance City Organization: Sustainable, Equitable and Effective
Service Delivery - Financially Sound and responsible City government and Service Value for taxes and
fees. The recurring cost represents the employee cost of the three full-time positions as well as the
monthly data plan for the three tablets and monthly phone plan. The non-recurring cost represents the
purchase of three computers, three tablets, three smartphones, three desk phones, three desks and
chairs, and office space construction.
Related Cost:
Related Revenue:
Related Cost:
Related Revenue:
Net Property Tax Cost:
Property Tax Impact:
Activity: Budget
Employee Expense
1.
$293,370 Tax Funds
$143,873 Administrative Overhead
$ 48,475 Tax Funds
$ 23,774 Administrative Overhead
$174,198
$ 0.0685 0.66%
Recurring
Recurring
Non -Recurring
Non -Recurring
Significant Line Items
FY 2020 employee expense reflects a 1.5% wage package increase.
Recommend - No
2. The Iowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2019 The employee contribution of 6.29% is unchanged from FY 2019.
3. The City portion of health insurance expense decreased from $1,193 in FY 2019 to $921 in FY
2020 per month per contract which results in an annual cost savings of $9,774 or 22.77%.
4. During FY 2019, the Grant Administrator was reassigned from the Budget Office to the Housing
Department (-1.0 FTE).
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Supplies & Services
5. Software License increased from $28,558 in FY 2019 to $106,453 in FY 2020. This line item
represents the web based software used to write the budget documents. A portion of FY 2020
was prepaid in Fiscal Year 2019 due to switching from capped licenses to unlimited licenses.
The increase is due to FY20 recommended improvement packages.
6. Legal Notices and Ads decreased from $3,700 in FY 2019 to $3,603 in FY 2020 based on FY
2018 Actual. This line item represents the publications required by the Iowa Code for budget
meetings and public hearings related to the budget and general advertisement of budget
meetings open to the public.
7. Conferences is unchanged from $8,500 in FY 2019 to $8,500 in FY 2020. This line item
represents national, regional and local conferences for both the Budget Director and the Senior
Budget Analyst.
8. Education and Training is unchanged from $1,700 in FY 2019 to $1,700 in FY 2020.
9. Catering Services is unchanged from $3,200 in FY 2019 to $3,200 in FY 2020. This line item
represents the cost related to food provided prior to the budget worksessions with City Council.
10. Copying increased from $1,250 in FY 2019 to $1,755 in FY 2020. This line item represents the
cost of producing the annual budget books in-house.
Revenue
11. During FY 2019, the Grant Administrator was reassigned to the Housing and Community
Development Department and the related HUD Resiliency grant funds were transferred to the
Housing and Community Development Department.
12. Revenue received from Enterprise Funds for administrative overhead charges has increased
from $153,952 in FY 2019 to $239,302 in FY 2020.
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BUDGET OFFICE
The Budget Office is responsible for establishing a fiscal plan to guide the allocation of
resources and to provide analysis of financial and performance information to City Council,
management, City Departments and the citizens to maintain fiscal integrity and accountability,
as well as to support effective decision making.
City Manager's
Office
Budget Office
SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS
LEADING TO OUTCOMES
PLANNING
The Budget Office works with all
City Departments and Divisions
to ensure adequate funding to
carry out City Planning
Initiatives.
PEOPLE
The Budget Office encourages
citizens to participate in the
budget process starting with the
annual citizen budget meeting
with the City Manager, budget
hearings with the City Council
and through the City's WebQA
application.
PARTNERSHIPS
To maintain budgetary compliance,
the Budget Office works with State
and County agencies including the
State of Iowa and Dubuque County.
In addition, the Budget Office works
with Bond Counsel, a Financial
Advisor and the Finance Department.
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$200,000
$150,000
$100,000
$50,000
$0
BUDGET OFFICE
FY 2018 FY 2019 FY 2020
Full -Time Equivalent 3.00 3.00 3.00
Resources and Property Tax Support
Administrative Overhead Recharges
FY 2018
MEM
HUD Resiliency Grant Property Tax Support
FY 2019 FY 2020
The Budget Office is supported by 3.00 full-time equivalent employees, which accounts for 65.46% of
the department expense as seen below. Overall, the departments' expenses are expected to increase
by 37.11% in FY 2020 compared to FY 2019.
Expenditures by Category by Fiscal Year
Employee Expense
1 $47,696
Supplies and Services $54.697
$—
Machinery and Equipment $750
$—
$197.109
$296,578
$360,825
$373,638
$0 $100,000 $200,000 $300,000 $400,000 $500.000
FY 2018 - I FY 2019 III FY 2020
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BUDGET OFFICE
Overview
The Budget Office is responsible for the overall preparation, development, reconciliation,
compliance and implementation of the City's annual operating and five-year capital budgets.
Included in this work is the development of all budget reporting guidelines, debt issuance and
compliance with Local and State reporting requirements.
In addition, the Budget Office coordinates with various city departments with reporting and
filing obligations of alternative funding sources such as grants and user fees. Maintenance of
the five-year financial plan is critical in providing decision makers with strategic financial
information. Budget staff regularly monitor and report on operating and capital budget
activities, as well as report on debt related activities.
Budget Position Summary
FY 2020
DIRECTOR OF FINANCE AND BUDGET
1.00
BUDGET DIRECTOR
0.00
BUDGET MANAGER
1.00
SENIOR BUDGET ANALYST
1.00
Total Full -Time Equivalent Employee's
3.00
Highlights of the Past Year
• Continued execution of a debt reduction plan in conjunction with the City Manager's Office.
• Continued implementation of software to create all budget documentsthat eliminates errors
and redundant, time consuming work for the budget office as well as other departments.
• Continued improvement of a new ranking system for the Capital Improvement Program,
which included additional collaboration between Departments to develop the Capital
Improvement Program.
• Launched a new online interactive budget simulation tool and estimated taxpayer receipt
to gather more comprehensive public engagement.
Future Initiatives
• Continue to expand performance measure reporting to include real time reporting to the
public through open data.
• Implement a new program for asset management and a performance measure ranking
system for evaluating funding in the operating budget.
Performance Measures
Budget Office - Activity Statement
Establish a fiscal plan to guide the allocation of resources and to provide analysis of financial
and performance information to City departments, management, Council and the citizens to
maintain fiscal integrity and accountability of City operations.
-154-
i
BUDGET OFFICE
Goal: Financially Responsible, High Performance City Organization n
Outcome #1: The City of Dubuque maintains its financial reliability by receive a bond
rating no lower than Aa2 on City general obligation bonds
A bond credit rating is an indicator of the City's overall financial strength, the amount of debt, the fund
balance reserves and the confidence in the City's revenue stream. Bond ratings indicate long-range
planning and sustainability. AAA rated bonds are considered the safest for investors, with the least risk
of default.
Things we are doing to regain our Aa3 rating:
• Continue to increase the General Fund Reserve each year ($1,050,000) until
we reach a consistent 20% of operating revenues. The City started this in FY
2015.
• Pursuing alternative financing, mainly through State Revolving Fund Loans to
receive lower interest rates for projects.
Reviewing all administrative policies and
procedures for the administration of grants, as well
as all other finance related administrative policies
to create efficiencies and increased reliability in
procedures.
Outcome #2: The public will be knowledgeable about the City's budget and is provided
several means to obtain information about how their tax dollars are being spent.
-155-
FY 2016/17
Actual
FY 2017/18
Actual
FY 2018/19
Projected
Retain Aa2 Bond
Rating
Aa3
Aa3
Aa3
Things we are doing to regain our Aa3 rating:
• Continue to increase the General Fund Reserve each year ($1,050,000) until
we reach a consistent 20% of operating revenues. The City started this in FY
2015.
• Pursuing alternative financing, mainly through State Revolving Fund Loans to
receive lower interest rates for projects.
Reviewing all administrative policies and
procedures for the administration of grants, as well
as all other finance related administrative policies
to create efficiencies and increased reliability in
procedures.
Outcome #2: The public will be knowledgeable about the City's budget and is provided
several means to obtain information about how their tax dollars are being spent.
-155-
BUDGET OFFICE
The budget office launched a new interactive budget
simulation tool called Balancing Act. The input
gathered through the simulation were incorporated
into the FY 2020 budget hearings for City Council:
Community outreach was conducted via print
and digital marketing and several presentations
to various community groups and events.
Staff presented the new budget simulation tool
at a City Council meeting and hosted a
workshop at the library.
A budget input meeting was held at the City
Council Chambers to gain additional resident
input.
A total of 321 community members attended the budget input presentations.
TMCflMsateleatis N.cur helps eim0se •at,•I,a.etlat,hl, dn„aa
step 1! Learn act.t Sererue ana Sper.:ing
0
Step 2 Sneerer SLeresoQueeo s
• epee eeeperaAse
step x prat spermng ans mtenue ntegories & pro.ae cemmeea
0
L lin
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at*:, -n asaaxn3a,masx¢srei�a[+aF:w:�e>[�:tn[.a DUB OUE
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The Balancing Act budget simulator tool received 870 page views.
A total of 125 budgets were submitted by members of the public.
Citizen Impact: This will help streamline the budget process allowing for more public input,
engagement and transparency.
Receive the Government Finance Officers Association Distinguished Budget
Presentation Award
In order to receive this award, a governmental unit must publish a budget document that meets
program criteria as a policy document as an operating guide, as a financial plan and a communications
device.
r i
• The City of Dubuque has received this award for the past thirteen years.
J
This award recognizes that the budget office is providing budget policies and documents that
are understandable and meaningful to the public. For the FY 2019 budget, the City of Dubuque
received "Special Capital Recognition" for its presentation of capital expenditures and
impact of capital investments on operating budget.
Performance Measures: The GFOA also has a special recognition for outstanding performance
measure reporting during the budget process. Our goal is to receive this recognition in the next
two years through the new reporting available with open data.
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Recommended Operating Revenue Budget - Department Total
68 -BUDGET
Fund
Account
Account Title
FY17 Actual
Revenue
FY18 Actual
Revenue
FY19 Adopted
Budget
FY20 Recomm'd
Budget
100 53201 REFUNDS
800 53530 SPECIALIZED SERVICES
100 53620 REIMBURSEMENTS -GENERAL
0
0
330
290
0
0
0
90,863
0
0
0
0
53 MISCELLANEOUS
330 290
90,863
0
100 59102 FRDRA DISTRIBUTION
100 59610 FR WPC OPERATING
100 59620 FR STORMWATER OPERATING
100 59630 FR PARKING OPERATING
100 59640 FR WATER UTILITY
100 59670 FR REFUSE COLLECTION
100 59940 FRDMASWA
19,950
33,949
10,859
5,602
0
42,193
17,333
0
52,708
12,144
6,064
3,223
43,036
26,354
0
53,977
12,641
6,180
9,716
44,450
26,988
0
101,037
18,874
8,864
14,792
61,604
34,131
59 TRANSFER IN AND INTERNAL
129,886
143,529
153,952
239,302
BUDGET
130,2161
143,819 1
244,815 1
239,302
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Recommended Operating Expenditure Budget - Department Total
68 -BUDGET
Fund
Account
Account Title
FY17 Actual
Expense
FY18 Actual
Expense
FY19 Adopted
Budget
FY 20 Recomm'd
Budget
100 61010 FULL-TIME EMPLOYEES
260 61010 FULL-TIME EMPLOYEES
800 61010 FULL-TIME EMPLOYEES
100 61310 IPERS
260 61310 IPERS
800 61310 IPERS
100 61320 SOCIAL SECURITY
260 61320 SOCIAL SECURITY
800 61320 SOCIAL SECURITY
100 61410 HEALTH INSURANCE
260 61410 HEALTH INSURANCE
264 61410 HEALTH INSURANCE
800 61410 HEALTH INSURANCE
100 61415 WORKMENS' COMPENSATION
100 61416 LIFE INSURANCE
260 61416 LIFE INSURANCE
800 61416 LIFE INSURANCE
201,540
0
0
17,997
0
0
14,600
0
0
31,718
0
0
0
737
147
0
0
194,336
22,247
0
17,382
1,999
0
13,826
1,637
0
31,015
4,114
9,105
0
762
133
22
0
205,432
0
65,354
19,393
0
6,169
15,716
0
5,000
28,620
0
0
14,310
651
150
0
30
290,128
0
0
27,388
0
0
22,195
0
0
33,156
0
0
0
606
165
0
0
61 - WAGES AND BENEFITS
266,740 296,578
360,825 373,638
100 62010 OFFICE SUPPLIES 339 433 350 433
100 62030 POSTAGE AND SHIPPING 13 28 15 28
100 62090 PRINTING & BINDING 0 42 0 45
100 62110 COPYING/REPRODUCTION 1,209 1,640 1,250 1,755
100 62130 LEGAL NOTICES & ADS 3,639 3,603 3,700 3,603
260 62130 LEGAL NOTICES & ADS 0 191 0 0
100 62170 SUBSCRIPTIONS -BOOKS -MAPS 0 0 44 46
100 62190 DUES & MEMBERSHIPS 1,497 880 1,800 898
100 62206 PROPERTY INSURANCE 141 132 0 0
100 62208 GENERAL LIABILITY INSURAN 1,327 1,097 1,243 1,238
100 62310 TRAVEL -CONFERENCES 3,947 2,073 8,500 8,500
100 62320 TRAVEL -CITY BUSINESS 557 0 600 600
260 62340 MILEAGE/LOCAL TRANSP 0 16 0 0
100 62360 EDUCATION & TRAINING 1,000 1,754 1,700 1,700
100 62421 TELEPHONE 1,365 1,321 1,365 1,321
260 62421 TELEPHONE 0 156 0 0
100 62436 RENTAL OF SPACE 1,008 1,008 1,008 1,008
260 62436 RENTAL OF SPACE 0 126 0 0
100 62660 DATA PROCESSING 1,010 1,034 1,068 1,041
100 62663 SOFTWARE LICENSE EXP 51 28,796 28,558 106,453
100 62667 DATA SERVICES 296 240 296 240
260 62667 DATA SERVICES 0 30 0 0
100 62716 CONSULTANT SERVICES 5,397 0 0 65,000
100 62736 CATERING SERVICES 3,192 3,096 3,200 3,200
62- SUPPLIES AND SERVICES
25,987 47,696
54,697 197,109
100 71120 PERIPHERALS, COMPUTER 158 0 0 0
100 71123 SOFTWARE 24,000 0 0 0
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Recommended Operating Expenditure Budget - Department Total
68 -BUDGET
Fund
Account
Account Title
FY17 Actual
Expense
FY18 Actual
Expense
FY19 Adopted
Budget
FY 20 Recomm'd
Budget
100
71211
100 72418
DESKS/CHAIRS
TELEPHONE RELATED
633
554
0
0
0
750
0
0
71- EQUIPMENT
25,345
0
750
0
68 - BUDGET TOTAL
318,072
344,274 416,272
570,747
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Recommended Expenditure Budget Report by Activity & Funding Source
68 - BUDGET
HUD GRANT ADMINISTRATOR - 68400
FUNDING SOURCE: HUD DISASTER RELIEF
Account
FY18 Actual Expense
FY19 Adopted Budget FY20 Recomm'd Budget
WAGES AND BENEFITS
9,105
HUD GRANT ADMINISTRATOR 9,105
HUD RESILIENCY
FUNDING SOURCE: ENGINEERING SERVICE
Account
FY18 Actual Expense
FY19 Adopted Budget FY20 Recomm'd Budget
WAGES AND BENEFITS
Mr—
HUD RESILIENCY
90,863
BUD
FUNDING SOURCE: COMMUNITY DEVELOPMENT
Account
FY18 Actual Expense
FY19 Adopted Budget FY20 Recomm'd Budget
EQUIPMENT
SUPPLIES AND SERVICES
WAGES AND BENEFITS
BUDGET
BUDGET TOTAL $
47,696
287,473
750
54,697
269,962
197,109
3 73,63 8
570,747
570,747.00
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CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
68 BUDGET DEPT.
FY 2018
FY 2019 FY 2020
FD JC WP -GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 GE -44 DIRECTOR OF FINANCE AND 0.00 $ — 0.00 $ — 1.00 $ 136,848
100 1600 GE -42 R1198E± DIRECTOR 1.00 $ 117,169 1.00 $ 119,986 0.00 $ —
100 GE -39 BUDGET MANAGER 0.00 $ — 0.00 $ — 1.00 $ 82,750
100 1215 GE -36 SENIOR BUDGET ANALYST 1.00 $ 84,185 1.00 $ 85,446 1.00 $ 70,530
TOTAL FULL TIME EMPLOYEES 3.00 $ 258,263 3.00 $ 270,786 3.00 $ 290,128
TOTAL BUDGET DEPT 3.00 $ 258,263 3.00 $ 270,786 3.00 $ 290,128
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CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2018 FY 2019 FY 2020
ACCT FD JC WP -GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Budget -General Fund
10072400 61010 100 GE -44 REEF
OF FINANCE AND 0.00 $ — 0.00 $ — 1.00 $ 136,848
10072400 61010 100 9250 GE -42 BUBGET DIRECTOR 1.00 $ 117,169 1.00 $ 119,986 0.00 $ —
10072400 61010 100 GE -39 BUDGET MANAGER 0.00 $ — 0.00 $ — 1.00 $ 82,750
10072400 61010 100 1215 GE -36 SENIOR BUDGET ANALYST 1.00 $ 84,185 1.00 $ 85,446 1.00 $ 70,530
Total 2.00 $ 201,354 2.00 $ 205,432 3.00 $ 290,128
TOTAL BUDGET DEPT. 3.00 $ 258,263 3.00 $ 270,786 3.00 $ 290,128
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Personnel Office
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PERSONNEL OFFICE
FY 2018 FY 2019 FY 2020 % Change From
Budget Highlights Actual Budget Requested FY 2019 Budget
Expenses
Employee Expense 556,668 579,087 733,874 26.7%
Supplies and Services 108,170 134,230 161,306 20.2%
Machinery and Equipment 1,560 350 —%
Total 666,398 713,317 895,530 25.5%
Resources
Administrative Overhead Recharges
Misc. Reimbursements
Total
Property Tax Support
Percent Increase (Decrease)
221,459 237,525 265,324 11.7 %
178,106 211,324 212,504 0.6%
399,565 448,849 477,828 6.5%
266,833 264,468 417,702 153,234
57.9%
Personnel -Authorized FTE 3.63 3.63 3.63
Improvement Package Summary
1 of 6
This improvement package request is for one person to attend the upper Midwest Employment Law
Institute in St Paul, Minnesota. This two-day event will review regulatory changes in employment law,
updates on employment-related Supreme Court cases, and workplace issues and changes including
sexual and gender harassment, wage and hour issues, joint employment, employer policies, and more. By
participating in this institute, the City of Dubuque Personnel Office will be better equipped to ensure
compliance with all new regulations and implementation of best practices to ensure equality and equity in
the workplace. This improvement package supports the City Council goal of "Financially Responsible,
High Performance City Organization" by ensuring the City is responsibly and proactively addressing
employment issues. This will encourage a culture of security among current employees and attract new,
more diverse employees.
Related Cost: $ 1,700 Tax Funds Recurring
Related Revenue: $ 857 Administrative Overhead Recurring
Net Property Tax Cost: $ 843
Property Tax Impact: $ 0.0003 —%
Activity: Personnel
Recommend -Yes
2 of 6
This improvement package request is to provide funding to hire a consultant to conduct a full assessment
of the Personnel Office to compare the operations, policies, practices, and procedures to other human
resource departments in similar -sized communities with a similar -sized workforce. This assessment
would include analysis of job responsibilities, staff size, skills and certifications necessary and typical for
these positions, and an analysis of training, software or other tools needed for staff to operate efficiently
and effectively. Analysis of the office would allow for improvements in identified areas which would
ultimately result in more efficiency and responsiveness to citizens seeking involvement with the City
through employment. This relates to the City Council goal of "Financially Responsible, High Performance
City Organization."
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Related Cost: $ 3,000 Tax Funds Non -Recurring Recommend -Yes
Related Revenue: $ 1,512 Administrative Overhead Non -Recurring
Net Property Tax Cost: $ 1,488
Property Tax Impact: $ 0.0006 0.01 %
Activity: Personnel
3 of 6
This improvement package request is to provide funding for executive coaching services for managers. If
approved, the City would contract with several executive coaches who could be called on by managers on
an as needed basis. The executive coaching service would assist in improving management performance
and accelerating leadership development. A one on one coaching program would increase skill
development which would bring increased productivity and performance. It would foster an environment of
positive talent development while retaining and developing talent in a competitive market. This relates to
the City Council goal of "Financially Responsible, High Performance City Organization."
Related Cost: $ 5,000 Tax Funds Recurring
Related Revenue: $ 2,521 Administrative Overhead Recurring
Net Property Tax Cost: $ 2,479
Property Tax Impact: $ 0.001 0.01 %
Activity: Personnel
Recommend -Yes
4 of 6
This improvement package request is to provide funding for ten Department Managers to attend the Upper
Midwest Employment Law Institute in St. Paul, Minnesota. This two-day event would review regulatory
changes in employment law, provide updates on employment-related Supreme Court cases, and
workplace issues and changes including sexual and gender harassment, wage and hour issues, joint
employment, employer policies, and more. By participating in this institute, the Department Managers
would be better equipped to ensure compliance with all new regulations and implementation of best
practices to ensure equality and equity in the workplace. This improvement package supports the City
Council goal of "Financially Responsible, High Performance City Organization."
Related Cost: $ 17,000 Tax Funds Recurring
Related Revenue: $ 8,572 Administrative Overhead Recurring
Net Property Tax Cost: $ 8,428
Property Tax Impact: $ 0.0033 0.03%
Activity: Personnel
Recommend -Yes
5 of 6
This improvement package request is to provide funding to implement a 50% sick leave conversion/pay
out policy for full-time non -bargaining unit employees that are over the sick leave cap. This policy would
allow 50% of an employee's sick leave accrued above the maximum accrual credited to their vacation
accrual or paid to the employee at their regular rate, plus longevity, for 50% of the sick leave accrued
above the maximum accrual (method to be determined by the Department Manager). This improvement
package relates to the City Council goal of Financially Responsible, High-performance City Organization.
Related Cost:
Property Tax Impact:
Activity: Personnel
$112,000 Tax Funds
$ 0.0441 0.43%
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Recurring Recommend - Yes
6 of 6
This improvement package request is to provide funding to implement a parental leave policy for full-time
non -bargaining unit employees. This policy would allow employees to take paid time away from work for
the birth or adoption of a child under 18 years old. Eligible employees would receive their regular pay and
benefits for six weeks following the date of birth, adoption event or foster to adopt placement. If both
parents are eligible employees, each would receive the leave benefit. This improvement package relates
to the City Council goal of Financially Responsible, High Performance City Organization.
Related Cost:
Property Tax Impact:
Activity: Personnel
Employee Expense
$ 47,015 Tax Funds
$ 0.0185 0.18%
Recurring Recommend - Yes
Significant Line Items
1. FY 2020 employee expense reflects a 1.5% wage package increase.
2. The Iowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2019 The employee contribution of 6.29% is unchanged from FY 2019.
3. The City portion of health insurance expense decreased from $1,193 in FY 2019 to $921 in FY
2020 per month per contract which results in an annual cost savings of -$9,583 or -22.77%.
4. Insurance Premium decreased from $204,324 in FY 2019 to $203,416 in FY 2020 based on FY
2019 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 unchanged from $27,100 in FY 2019 to $27,100 in FY 2020. 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 $53,475 in FY 2019 to $56,475 in FY 2020 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 decreased from $20,486 in FY 2019 to $17,370 in FY 2020 based on
FY 2018 Actual of $14,370 and actual number of checks done in FY 2019.
8. Education and Training is increased from $19,245 in FY 2019 to $28,500 in FY 2020. The
employee tuition reimbursement program increased from $14,000 to $25,000 during FY 2019
based on actual reimbursement requests from the program. This line item also includes employee
safety training ($2,500); and training for Personnel ($1,000).
9. Software License is increased from $9,173 in FY 2019 to $9,964 in FY 2020. This line item
represents the annual maintenance fee for the online job application software.
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Machinery & Equipment
Equipment replacement items include ($350):
Administration
Smartphones (1) $ 350
Total Equipment $ 350
Revenue
10. Miscellaneous Reimbursements increased from $7,000 in FY 2019 to $9,088 in FY 2020. 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 decreased from $204,324 in FY 2019 to $203,416 in FY 2020. 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
$237,525 in FY 2019 to $265,324 in FY 2020.
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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
PEOPLE
Improve the productivity and
efficiency of operations by
continuing organizational
development and team building
with emphasis on development
of supervisory staff, improved
intra and interdepartmental
effectiveness through the use of
Employee Involvement Teams
and maintenance of
management skills and
processes.
PLANNING
The Personnel Office works with
all City Departments and
Divisions to ensure vacancies
are filled and highly skilled
employees are available to carry
out City Planning Initiatives.
PARTNERSHIPS
The Personnel Office works with local partners
including United Way, Prescott School,
Crescent Community Health Center, Maria
House, Multicultural Family Center, the
Dubuque Area Labor Management Council and
the Road to Success/Bridges Initiative.
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$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0
PERSONNEL OFFICE
FY 2018 FY 2019 FY 2020
Full -Time Equivalent 9.77 9.77 9.67
Resources
Administrative Overhead Recharges Miscellaneous Reimbursements Property Tax Support
II FY2018 FY 2019
FY 2020
The Personnel Office is supported by 3.63 full-time equivalent employees, which accounts for 81.95%
of the department expense as seen below. Overall, the departments' expenses are expected to
increase by 25.54% in FY 2020 compared to FY 2019.
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Expenditures by Category by Fiscal Year
Employee Expense
Supplies and Services
$1,560
Machinery and Equipment $—
$350
$108.170
1 $134.230
- $161,306
$556.668
$579,087
$0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000
FY 2018 FY 2019 III FY 2020
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
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Position Summary
FY 2020
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
• On July 1, 2018, the City selected a new purchasing coalition for the prescription drug
program. The estimated annual savings is $161,696.
• On July 1, 2017, Wellmark Blue Cross Blue Shield of Iowa became the City's third -party
administrator for the medical plan. The annual savings from Fiscal Year 2017 to Fiscal
Year 2018 was $2,151,455.
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 plan in order to
contain the increasing cost of providing this benefit, including implementing wellness
and disease management programs and clinical management programs.
• 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
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PERSONNEL OFFICE
Employee
Fiscal
Demographic
Year 2018
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
640
22
14
1
0
371
24
7
0
0
1079
Retirements
Fiscal
Year
2012
14
Fiscal
Year
2013
31
Fiscal
Year
2014
19
Fiscal
Year
2015
16
Fiscal
Year
2016
21
Fiscal
Year
2017
22
Fiscal
Year
2018
20
Vacancies
90 1 86 1 88 1 82 1 81
1 55 1 114
Applications
Processed
5,407
5,360
3,761
3,349
4,223
2,547
3,099
Civil Service
Applications
862 1,138 I 1,085 863 714 702 633
Employment Applications
Asian o
hite Black Hispanic Pacific
Islande
America
Indian or
Alaskan
Native
Unknown Other
July 2017 through June 2018 12416 I 252 I 103 I 81 I 10 I 185 I 51
k
July 2017 through June 2018 I 272 I 33 I 9
I I 0 I 0 10
1
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
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• 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
6
5
4
3
2
1
0
Retiree's Years of Service FY'18
Average - 29.1 Years
0-10 years
11-15 years
16-20 years
21-25 years
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26-30 years
31-35 years
36-40 years
41-45 years
Recommended Operating Revenue Budget - Department Total
67 -PERSONNEL
Fund
Account
Account Title
FY17 Actual
Revenue
FY18 Actual
Revenue
FY19 Adopted
Budget
FY20 Recomm'd
Budget
100 53550 SELF INSURANCE PREMIUMS
100 53551 SELF INS PREM. COBRA
100 53605 MISCELLANEOUS REVENUE
100 53620 REIMBURSEMENTS -GENERAL
155,657
789
12,402
42
168,999
0
9,088
18
204,324
0
7,000
0
203,416
0
9,088
0
53 MISCELLANEOUS - Total
168,889 178,106
211,324 212,504
100 59610 FR WPC OPERATING
100 59620 FR STORMWATER OPERATING
100 59630 FR PARKING OPERATING
100 59640 FR WATER UTILITY
100 59670 FR REFUSE COLLECTION
100 59940 FRDMASWA
53,786
17,203
8,875
0
66,849
27,461
81,325
18,738
9,356
4,974
66,402
40,663
83,278
19,503
9,535
14,990
68,580
41,639
87,694
24,246
11,387
19,003
79,145
43,849
59 TRANSFER IN AND INTERNAL - Total
174,174 221,458 237,525 265,324
PERSONNEL - Total
343,063 399,564
448,849 477,828
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Recommended Operating Expenditure Budget - Department Total
67 -PERSONNEL
Fund
Account
Account Title
FY17 Actual
Expense
FY18 Actual
Expense
FY19 Adopted
Budget
FY 20 Recomm'd
Budget
100 61010 FULL-TIME EMPLOYEES
100 61020 PART-TIME EMPLOYEES
100 61050 OVERTIME PAY
100 61091 SICK LEAVE PAYOFF
100 61095 PARENTAL LEAVE
100 61310 IPERS
100 61320 SOCIAL SECURITY
100 61410 HEALTH INSURANCE
100 61411 INSURANCE PREMIUM
100 61413 ADMINISTRATION COSTS
100 61415 WORKMENS' COMPENSATION
100 61416 LIFE INSURANCE
100 61660 EMPLOYEE PHYSICALS
231,953
29,223
1,455
0
0
23,453
19,211
47,700
158,777
30,510
919
184
128
231,819
23,823
1,520
0
0
22,953
18,543
47,700
184,924
24,276
927
184
0
235,295
23,920
0
0
0
24,469
19,830
42,930
204,324
27,100
834
185
200
240,672
24,728
0
112,000
47,015
25,054
20,303
32,508
203,416
27,100
695
183
200
61 - WAGES AND BENEFITS
543,511 556,668
579,087 733,874
100 62010 OFFICE SUPPLIES 2,903 2,491 2,903 3,066
100 62030 POSTAGE AND SHIPPING 2,687 2,520 2,687 2,487
100 62031 PROCESSING MATERIALS 352 288 352 318
100 62061 DP EQUIP. MAINT CONTRACTS 1,338 1,403 1,668 1,417
100 62090 PRINTING & BINDING 229 0 680 680
100 62110 COPYING/REPRODUCTION 1,290 1,385 1,290 1,482
100 62130 LEGAL NOTICES & ADS 1,341 0 700 500
100 62170 SUBSCRIPTIONS -BOOKS -MAPS 3,814 1,448 3,814 1,314
100 62190 DUES & MEMBERSHIPS 414 1,024 949 949
100 62208 GENERAL LIABILITY INSURAN 2,320 1,918 2,174 2,165
100 62209 FIDUCIARY LIABILITY 2,820 2,904 4,000 3,902
100 62310 TRAVEL -CONFERENCES 180 0 1,000 19,700
100 62320 TRAVEL -CITY BUSINESS 653 652 1,000 2,500
100 62360 EDUCATION & TRAINING 19,429 13,581 19,245 28,500
100 62421 TELEPHONE 856 873 856 827
100 62436 RENTAL OF SPACE 504 504 504 528
100 62660 DATA PROCESSING 4,041 4,137 4,274 4,162
100 62663 SOFTWARE LICENSE EXP 9,173 9,550 9,173 9,964
100 62697 LABOR RELATIONS 0 1,161 3,000 3,000
100 62716 CONSULTANT SERVICES 58,204 47,940 53,475 56,475
100 62717 CRIMINAL BACKGROUND CHECK 14,431 14,370 20,486 17,370
100 62731 MISCELLANEOUS SERVICES 27 20 0 0
62- SUPPLIES AND SERVICES
127,005 108,170
134,230 161,306
100 71211 DESKS/CHAIRS 0 1,269 0 0
100 72418 TELEPHONE RELATED 0 291 0 350
71 - EQUIPMENT 0
,560
0 350
67- PERSONNEL TOTAL
670,516 666,399
713,317 895,530
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Recommended Expenditure Budget Report by Activity & Funding Source
67 -PERSONNEL
HUl\L&N RESOURCES - 7270 r
FUNDING SOURCE: GENERAL
Account
FY18 Actual Expense
FY19 Adopted Budget FY20 Recomm'd Budget
EQUIPMENT
SUPPLIES AND SERVICES
WAGES AND BENEFITS
HUMAN RESOURCES
PERSONNEL TOTAL $
1,560
108,170
556,668
134,230
579,087
350
161,306
733,874
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CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
67 PERSONNEL DEPT.
FD JC WP -GR JOB CLASS
FY 2018
FY 2019 FY 2020
FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 9300 GE -41 PERSONNEL MANAGER 1.00 $ 115,549 1.00 $ 117,281 1.00 $ 119,966
100 9100 GE -31 PERSONNEL ASSISTANT 1.00 $ 68,613 1.00 $ 69,642 1.00 $ 71,235
100 225 GE -25 SECRETARY 1.00 $ 47,652 1.00 $ 48,372 1.00 $ 49,471
TOTAL FULL TIME EMPLOYEES 3.00 $ 231,814 3.00 $ 235,295 3.00 $ 240,672
61020 Part Time Employee Expense
100 225 GE -25 SECRETARY
TOTAL PART TIME EMPLOYEES
0.63 $ 26,178 0.63 $ 23,920 0.63 $ 24,728
0.63 $ 26,178 0.63 $ 23,920 0.63 $ 24,728
TOTAL PERSONNEL DEPT 3.63 $ 257,992 3.63 $ 259,215 3.63 $ 265,400
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CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2018 FY 2019 FY 2020
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 $ 47,652 1.00 $ 48,372 1.00 $ 49,471
10072700 61010 100 9300 GE -41 PERSONNEL MANAGER 1.00 $115,549 1.00 $ 117,281 1.00 $119,966
10072700 61010 100 9100 GE -31 PERSONNEL ASSISTANT 1.00 $ 68,613 1.00 $ 69,642 1.00 $ 71,235
Total 3.00 $231,814 3.00 $ 235,295 3.00 $240,672
Personnel/Human Services - PT General Fund
10072700 61020 100 225 GE -25 SECRETARY
Total
0.63 $ 26,178 0.63 $ 23,920 0.63 $ 24,728
0.63 $ 26,178 0.63 $ 23,920 0.63 $ 24,728
TOTAL PERSONNEL DEPT. 3.63 $257,992 3.63 $ 259,215 3.63 $265,400
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Public Information Office
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PUBLIC INFORMATION OFFICE
Budget Highlights
Expenses
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Resources
Administrative Overhead Recharges
Misc. Reimbursements
Stormwater Charges
Cable TV Charges
Total
Property Tax Support
Percent Increase (Decrease)
Personnel - Authorized FTE
FY 2018
Actual
307,724
118,210
831
FY 2019 FY 2020 % Change From
Budget Requested FY 2019 Budget
432,567
162,248
28,440
508,437
172,708
2,696
17.5%
6.4%
- 90.5%
426,765 623,255
50,792
52
280,852
80,820
47
86,661
294,056
683,841 9.7%
104,444
70,365
70,313
319,099
29.2%
149,612.8%
- 18.9%
8.5%
331,696 461,584 564,221 22.2%
95,069
161,671 119,620
4.5 5.0
6.4
-42,051
-26.01 %
Improvement Package Summary
Geographic Information Systems
1 of 2
This improvement level decision package request is for funding the GIS Applications Specialist's
participation in the ESRI International User Conference. This conference takes place yearly in San Diego,
CA, and is attended by the GIS Coordinator/Analyst. It is the premiere event for GIS applications, training,
and technical support. The conference fee itself is included in the City's Enterprise Licensing Agreement
(ELA), so this will cover the cost of airfare, hotel, per diem, and ground transportation. This improvement
supports the City Council goal of a financially responsible, high-performance city government.
Related Cost: $ 1,500 Tax Funds
Related Revenue: $ 631 Administrative Overhead
Net Property Tax Cost: $ 869
Property Tax Impact: $ 0.0003 —%
Activity: Public Information Office
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Recurring
Recurring
Recommend -Yes
2 of 2
This improvement level decision package request is for the purchase of a tablet for the GIS Applications
Specialist. This device will allow the GIS Applications Specialist to have access to work email, calendar,
and contacts and internet access. The device will also serve as a tool to create and test mobile GIS, web
maps, map applications, data management, and story map creation and modification. Having a tablet in
addition to a desktop computer allows map and application developers an opportunity to see how developed
applications work on different platforms. This improvement supports the City Council goal of a financially
responsible, high-performance city government.
Related Cost: $ 950 Tax Funds Non -Recurring Recommend - Yes
Related Revenue: $ 400 Administrative Overhead Non -Recurring
Related Cost: $ 360 Tax Funds Recurring
Related Revenue: $ 152 Administrative Overhead Recurring
Net Property Tax Cost: $ 758
Property Tax Impact: $ 0.0003 —%
Activity: Public Information Office
Public Information Office
1 of 5
This improvement level decision package request is to upgrade the part-time Communications Specialist
position to a full-time position (+0.25 FTE or +520 hours annually). As more residents and stakeholders
expect more information and increased transparency from the City through traditional channels and more
social media channels, additional staff time is needed to meet the growing communication needs of the
organization as a whole and to provide more assistance to additional City departments and divisions.
Specifically, these additional hours would enable the Communications Specialist to assist more departments
with digital content, graphics, and publications. Approval of this package would assist the Public Information
Office in increasing and improving communications/outreach to inform and engage residents and
stakeholders, which supports the City Council goals of a financially responsible, high-performance city
government and a connected community. This position would be full-time effective January 1, 2020.
Related Cost: $ 14,263 Cable TV Funds Recurring Recommend -Yes
Activity: Public Information Office January 1, 2020
2 of 5
This improvement level decision package request is to upgrade the part-time Communications Assistant
position to a full-time position (+0.25 FTE or +520 hours annually) and move the position from the City
Manager's Office to the Public Information Office. As more residents and stakeholders expect more
information and increased transparency from the City through traditional channels and more social media
channels, additional staff time is needed to meet the growing communication needs of the organization as a
whole and to provide more assistance to additional City departments and divisions. Specifically, moving this
position from the City Manager's Office to the Public Information Office and making it full-time would enable
the Communications Assistant to better support additional Public Information Office efforts including website
content management, social media channel management and analysis, and employee communications.
Approval of this package would assist the Public Information Office in increasing and improving
communications/outreach to inform and engage residents and stakeholders, which supports the City Council
goals of a financially responsible, high-performance city government and a connected community.
Related Cost: $ 12,599 Property Tax Funds Recurring Recommend - No
Property Tax Impact: $ 0.005 0.05%
Activity: Public Information Office
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3 of 5
This improvement level decision package request is for an additional $7,000 for the department promotions
budget, increasing the annual total from $3,000 to $10,000. The complete Public Information Office
promotions budget of $3,000 is used solely to advertise/promote City Expo. Additional funds would allow
additional promotion of City Expo, promotion/advertising of other City -sponsored special events managed by
the Public Information Office, targeted general promotion of the city, and the purchase of promotional items.
An adequate promotions budget would assist the department in improving communications/outreach to
inform and engage residents and stakeholders, which supports the City Council goals of a financially
responsible, high-performance city government and a connected community.
Related Cost: $ 7,000 Cable TV Funds Recurring Recommend - Yes
Activity: Public Information Office
4 of 5
This improvement level decision package request is for a new digital camera for the Public Information
Office. The current camera used by the department was a "hand-me-down" from the Cable TV Division and
is nearly 10 years old. A new camera with improved video capabilities, better downloading features, and
expanded storage will enable Public Information Office staff to post more photos and videos to the City's
social media channels and provide better still photos for publications. A new camera would assist the
department in improving communications/outreach to inform and engage residents and stakeholders, which
supports the City Council goals of a financially responsible, high-performance city government and a
connected community.
Related Cost:
$ 800 Cable TV Funds Non -Recurring Recommend - Yes
Activity: Public Information Office
5 of 5
This improvement level decision package request is for two new brochure racks to replace the existing rack
on first floor and table on second floor. The existing rack and table are very old and problematic for
displaying the variety of print materials available to residents and stakeholders. New brochure racks would
be designed for a variety of shapes and sizes of materials and would be angled to prevent single -page fliers
from bending over when displayed. New brochure racks in City Hall would improve distribution of materials
to City Hall visitors and assist the department in improving communications/outreach to inform and engage
residents and stakeholders, which supports the City Council goals of a financially responsible, high-
performance city government and a connected community.
Related Cost: $ 600 Cable TV Funds Non -Recurring Recommend - Yes
Activity: Public Information Office
Significant Line Items
Employee Expense
1. FY 2020 employee expense reflects a 1.5% wage package increase.
2. The Iowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2019 The employee contribution of 6.29% is unchanged from FY 2019.
3. The City portion of health insurance expense decreased from $1,193 in FY 2019 to $921 in FY 2020
per month per contract which results in annual cost savings of $1,215 or 22.77%.
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Supplies & Services
Printing and Binding is unchanged from $55,915 in FY 2019 to $55,915 in FY 2020. 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).
5. Software License Expense increased from $48,492 in FY 2019 to $56,456 in FY 2020. Civic Plus
Website Hosting increased from $17,930 in FY 2019 to $19,660 in FY 2020 based on a 10%
increase. WebQA Hosting increased from $27,020 in FY 2019 to $28,517 in FY 2020 based on a 6%
increase.
6. Postage and Shipping decreased from $13,650 in FY 2019 to $13,642 in FY 2020. Public
Information mailings represent $142 and Bee Branch Watershed mailings represent $13,500.
Machinery & Equipment
7. Equipment replacement items include ($2,696):
Smartphones (1) 350
Recommended Improvement Packages 2,346
Total Equipment 2,696
Revenue
8. Revenue received from Enterprise Funds for administrative overhead charges increased from
$80,820 in FY 2019 to $104,444 in FY 2020 and represents recharges for Geographic Information
Services (GIS).
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PUBLIC INFORMATION OFFICE
The City of Dubuque Public Information Office (P10) 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.
City Manager's
Office
Public
Information
Office
Cable TV
Division
Geographic
Information
Systems
SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS
LEADING TO OUTCOMES
PEOPLE
Public Information Office staff
serve on Leadership Team, the
Employee Recognition
Committee, Travel Dubuque
Advisory Board, Intercultural
Communications Marketing
Team, and the Local Emergency
Preparedness Committee.
PLANNING
The Public Information Office
supports all departments/
divisions in planning activities to
promote their programs and
activities and assists with
promoting engagement
opportunities and tools to
provide public input into those
processes.
PARTNERSHIPS
The Public Information Office partners daily with other City departments and divisions
and frequently collaborates with Greater Dubuque Development Corporation, the
Community Foundation of Greater Dubuque, Travel Dubuque, Dubuque Area
Chamber of Commerce, and other strategic partners.
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$300,000
$250,000
S200,000
5150,000
5100.000
$50,000
$0
PUBLIC INFORMATION OFFICE
FY 2018 FY 2019 FY 2020
Full -Time Equivalent 2.75 2.75 3.63
Resources and Property Tax Support
Administrative OH Recharges Misc. Reimbursements Stormwater Charges Cable TV Charges Property Tax Support
II FY 2018 FY 2019 Ind FY 2020
Includes Public Information Office and Geographic Information Systems.
The Public Information Office is supported by 6.38 full-time equivalent employees, which accounts for
74.35% of the department expense as seen below. Overall, the departments' expenses are expected to
increase by 9.72% in FY 2020 compared to FY 2019.
Expenditures by Category by Fiscal Year
Employee Expense
Supplies and Services
$307,724
$432,567
$508.437
$831
Machinery and Equipment $28,440
$2,696
$118,210
$162,248
$172,708
0 100,000 200,000 300.000 400,000 500,000 600.000
FY 2018 FY 2019 Ill FY 2020
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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 (WebQA) 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, Linkedln, YouTube, and Instagram.
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 2020
PUBLIC INFORMATION OFFICER
1.00
COMMUNICATIONS SPECIALIST
0.75
COMMUNICATIONS SPECIALIST
0.25
COMMUNICATIONS SPECIALIST
0.50
COMMUNICATIONS ASSISTANT
0.75
COMMUNICATIONS SPECIALIST
0.38
Total FT Equivalent Employees
13.63
Highlights of the Past Year
• City Expo 2018
• Jule Operations & Training Center Ribbon -Cutting Event
• Launch of WaterSmart Water Management Tool
• Skate Park Groundbreaking Ceremony
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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
• Five Flags Center Project Public Information Campaign
• Development of "Bee Keeper" Bee Branch Watershed stewardship program
• Increased utilization of video in social media posts
• Development of City of Dubuque Instagram account
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:
• Free, timely, and accurate information
delivered directly to you;
• Links to additional details and
background; and
Opportunities to provide feedback.
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DID YOU KNOW?
As of Nov 2018, nearly 6,500 Tweets and
Retweets have been shared with
@CityofDubuque followers since the
account was created.
More than 120 news items were distributed
as "News Release" Notify Me messages in
FY 2018.
6.000
5,000
4.000
3.000
2.000
I.000
0
1.000
X00
600
400
200
0
PUBLIC INFORMATION OFFICE
Subscriber Growth in City Communication Channels
3.865
3.45
3.012
2,4721
1,051
1
1
Twitter
Oct. 2014
2.986
2.395, 2.242
1.758
1,'_34
■I
4,8110
4.372
2,868
Facebook Nextdoor.com Members
No‘. 2015 n Nov, 2016 1 Nov. 2017 U Nov. 2018
Notify Me Subscribers
792 840 810
704
587 11
i(i7
524 550
478
427
380
Nays Releases
520 541
459
City Council Agenda Bee Branch Watershed Updates
Oct. 2014 1 Nov. 2015 1 Nov. 2010 1 Nov. 2017 1 Nov. 2018
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
Service Requests Processed Through Website
25,000
20,000 17.419
15,000 12,848 12.962. 12,595
10,000 . 1
12,340
18,059
5,000 2,529 _ 2 2� �■ ,763 2,934 2,848 2�
0 _
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
• Submitted by Citizens Entered by Staff
DID YOU KNOW?
In FY 2018, 20,907 service requests were processed through WebQA, the City's citizen
response management system. Of that total, 13.6% (2,848) 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.orgicitizensupport
Top 5 Service Requests Submitted by Residents: FY 2018
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• Contact Us
Abandoned Vehicle
Grass/Weed Complaint
Garbage/Junk/Nuisance
▪ Recycling Bin Request
PUBLIC INFORMATION OFFICE
Top Ten Page Visits (with exception of homepage):
Nov. 1, 2017 — Nov. 1, 2018
1. Job Opportunities (38,974)
2. Leisure Services (36,115)
3. Pay a Bill or Fine (30,239)
4. Utility Billing (27,276)
5. Police (22,175)
6. The Jule (21,105)
7. Dubuque Employment Opportunities (19,978)
8. Miller Riverview Park (18,336)
9. Eagle Point Park (16,485)
10. Flora Park Swimming Pool (16,091)
Top 10 Most -Frequently Used Search Terms
on Website: Nov. 1, 2017 — Nov. 1, 2018
1. Eagle Point Park (192)
2. Housing (129)
3. Shot Tower (119)
4. Parking (116)
5. Swim Lessons (116)
6. Jobs (115) Sma
7. Flora Pool (95) 41
8. Bids (84)
9. Applicant Partner Portal (78)
10. Police (77)
Website Visits by Device
Tablet,
8°!
Computer:
•6t4%
DID YOU KNOW? In 2018, 49% of the devices used to visit the City website were mobile (smartphone or
tablet). Of the mobile devices, 86% were smartphones.
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.
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PUBLIC INFORMATION OFFICE
• All project -related information is available at www.cityofdubuque.orgibeebranch All
project -related construction updates, detour notifications, public meeting notices, and other
news are posted to the project's Notify Me (541 subscribers as of 11/19/2018, a 4%
increase since November 2017), Facebook page (758 follows as of 11 /19/2018, a 21 %
increase since November 2017), Twitter account (305 followers as of 11/19/2018, a 11%
increase since November 2017), and residents on Nextdoor.com. Many are also shared
on the City's social media channels.
• A City Journal program updating viewers on the completed Upper Bee Branch Creek
Restoration Project and remaining phases of the overall flood mitigation project was
produced and aired in February 2018.
• Created the completed projects map for the Bee Branch Healthy Homes Resiliency
Program using ArcGIS Online. The map features before and after photos of each property
along with a summary of the repairs and renovations made to the site. The map is updated
every two to three months as more housing units are completed. The map can be viewed
at www.cityofdubuque.org/bbhh or the direct link is http://arcq.is/1 mgrzC.
• Created detailed webpages for the 22nd St./Kaufmann Ave. and 17th St.NV. Locust St.
storm sewer improvement construction projects including custom project maps, estimated
construction schedules, road closure and detour maps, and potential impacts to residents.
As the 2018 construction season comes to an end, the webpages will be updated to reflect
the next phases of the projects which will start in spring 2019. View those webpages at
www.cityofdubuque.org/22ndkaufmann and www.cityofdubuque.org/17thwlocust.
• Sent a series of letters to property owners, tenants, and businesses impacted by the two
Bee Branch Project -related storm sewer improvement projects. Letters included:
1.) a pre -construction letter with a summary of the project and potential impacts to
residents,
2.) a notice that construction was scheduled to begin, and
3.) a notice that the project was progressing, and additional sections of the street would be
closing for construction.
The initial pre -construction letter also included an invitation for residents to call the City to
schedule a time to meet and discuss the project. In addition, open house public
information meetings were held for the two projects. Property owners and current
residents were informed of the open house public meetings via direct-mail postcard.
• Designed a two-page Bee Branch Creek Restoration handout detailing the upper and
lower portions of the completed Bee Branch Creek as well as the Railroad Culverts phase
and project funding.
• A four-page Bee Branch Watershed Flood Mitigation Project newsletter was mailed to all
properties in the Bee Branch Watershed in June 2018. This is approximately 13,000
addresses. The next is scheduled to be mailed by in early -January 2019.
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PUBLIC INFORMATION OFFICE
• Designed all materials for the America's River III campaign including the campaign website
(www.cityofdubuque.org/ar3), case statement booklet, tri -fold brochure, donation forms,
and online naming opportunities map (http:/larcg.is/1 PKTTP). Serve as a point person for
all questions and donations. Provided training to the leisure services department on how to
recognize donors and change the status of amenities on the naming opportunities map.
• Wrote and submitted several nominations to regional and national award competitions for
the Upper Bee Branch Creek Restoration and Bee Branch Watershed Flood Mitigation
Project. The project received the following awards:
2018 Eddy Award for Design, River Action - April 2018
2018 James Lee Witt Award for Excellence in Floodplain Management, Association of
State Floodplain Managers - June 2018
2018 Environmental Planning, Iowa Chapter of the American Planning Association -
October 2018
2018 Project of the Year Award, Iowa Chapter of the American Public Works Assoc. -
October 2018
• Updated and redesigned the 8 -page Road Construction Tool Kit for businesses. The guide
is to be provided to all businesses impacted by City projects before construction begins. It
outlines resources the City provides before and during construction projects, things
businesses can do to proactively prepare for a construction project, and other helpful
information including City noise ordinance for construction, dust control measures, and
parking and transportation alternatives. During the redesign process, the Public
Information Office worked with the Engineering Department to establish standard
temporary directional signs for businesses during road construction projects.
• Provided educational tours of the completed Bee Branch Creek Greenway to several
groups including Mazzucchelli Middle School, University of Dubuque, Wahlert High
School, Marshall Elementary School, the Dubuque Police Chiefs Forum, the University of
Iowa Office of Strategic Communication, and the Growing Sustainable Communities
mobile tour.
• Partnered with Laura Klavitter and Heidi Zull, representatives from the Washington
Neighborhood, and Green Iowa AmeriCorps to do community engagement about the
redevelopment of the Blum site. Residents were asked to submit art to be displayed on
temporary vinyl banners that will be attached to the fence surrounding the property. After
the artwork was gathered, it was scanned, converted it into digital art, and laid it out as a
collage. The result is colorful banners of artwork created by community members that is
both a celebration and reflection of the Washington Neighborhood and North End
residents, especially its youth. The banners are expected to be installed in December
2018.
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-179-
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
(Maps & Data)
The Geographic Information Systems (GIS) Office is responsiblefor 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.
City Manager's
Office
Public
Information
Office
SUCCESS IS ABOUT PEOPLE, PARTNERSHIPS, AND PLANNING
LEADING TO OUTCOMES
PEOPLE
The GIS Office works with every department.
division, and partnering agency. People are a
critical piece in the success of GIS.
Communication, ideas, data development. and
projects depending on the people working mr ,�omrcaacrao
thein.
Projects start with an idea and data. GIS
provides data for all city projects. Irom
utilities to demographics. Using the
mlormation available, the City can carefully
plan and execute successful projects
benelitling residents and the community as a
whole.
l
PARTNERSHIPS
Partnerships are fundamental la the success
al City projects. The GIS 011ice works in with
consultants, partnering agencies. students,
schools, law enforcement and emergency
response. private developers. residents. and
government agencies.
-180-
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Overview
GIS stands for Geographic Information ystem: a combination of hardware, software, people,
data, and analysis 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.
Bunker Nil/ Golf Course - Hillshade
What is GIS? Most people are familiar with mapping applications like Google Maps, Apple
Maps, and Waze. Some might still be using the hard copy road atlas to find their way around.
GIS is several steps beyond these tools, but also incorporates the information they provide to
make smarter maps and smarter decisions. The maps and information created in GIS not only
serve as wayfinding applications and atlases, but can also be an important component of
successful project management.
DID YOU KNOW? Data in GIS maps and apps are not limited to just map layers and may
include data from spreadsheets, scanned documents, and web services. Information is often
aggregated from other databases the City uses to map out different information, from licensed
pets to building permits. As long as the information has a location tied to it (address, coordinates,
name), it can be put on a map.
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 which must be tracked.
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GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Position Summary
FY 2020
GIS APPLICATIONS SPECIALIST
1.00
GIS COORDINATOR
1.00
ARCHITECTURAL INTERN
0.50
GIS INTERN - SEASONAL
0.25
Total FT Equivalent Employees
2.75
In the winter of 2019, the GIS Office became an office of 2 full-time and 2 intern employees. The
GIS Coordinator/Analyst position has been a part of the City since 2006. The GIS Applications
Specialist was added in 2019. The seasonal GIS technician joins the office for about 1/4 of the
year - typically in the summer as most of these individuals are college students completing their
degrees. An architectural intern is funded for 1/2 the year and assists in the implementation of
the ADA Transition Plan and asset management system in GIS. This position is funded through
a GIS Office CIP, but is managed through the Engineering Department.
GIS is Asset Management An important focus of GIS development is organizing and
documenting City assets - hydrants, manholes, pipes, inspections, and any other information
which can be gathered and identified on a map. Each feature in the map exists in the real world,
in the map as a symbol, and in a database with all the important information.
Below is a visual example of what asset management in GIS looks like - assets in the field,
mapped, and data about that asset contained in the database attached to the point in the map.
Here's a storm inlet just outside
City Hall on the corner of W 13th
St and Iowa St.
Here's that same inlet in GIS.
We see it from above, and can
see how it fits into the storm
sewer network.
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Ox
leobC IS.SM6HA1534Yl.SSl94IFtt
rdd Iyrs
OBECTD (tel
P.dtem VO 0.27
Gttiya atd>
kale Norte <V>
Mess Mated aenfo ed Ceoelle
Aria Td. oed>
0.N* tL AaeIY
w pea fn wymty
Via Wu. :oda
GWOO Win A-1
wean Demme; aom
SOwt lagan EITM ST
SRttANt, 10. 51
Suva .taxe
CdaetnOAua CPS S IO
Cal.*. Me .P./2011)
CRNe, labe..1nem n%aNa> W
O A1! ELEVAIICR1 aSS>
Nan Oman +nd>
Se.t ONE•(?) oJ>
NBIeCt OAR •nJ>
JrdaMidl feature
I Here is the information for that
inlet. Not only is there specific
information about the size/year
it was installed, but we also
track inspections, maintenance,
and repair.
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
GIS is on the Move For a long time, GIS use was confined to a desk and it was difficult to learn
to use, build maps, and determine ways to make different types of data work together. However,
GIS has become easier to use than ever before. GIS applications may now be accessed from a
smart phone, so maps can be viewed the same whether in the office or on -the -go. The data does
not need to be downloaded to a device and is accurate and up-to-date when the user needs it.
If an event occurs outside the workday, employees can log in to a website or check their mobile
device instead of returning to the office to consult a paper map.
GIS on mobile devices
DID YOU KNOW? The majority of data edits are done on mobile devices. Departments
including Public Works, Engineering, and Fire and Rescue capture information about their
activities in the field on mobile devices connected to GIS. This information is immediately available
to anyone else using that same dataset. Some of the most active GIS -users in the City have never
edited a single feature in desktop GIS software!
a
A sample of city tree
r:ork using mobile maps.
The GiS Office is Busy There's never a dull day in the GIS Office. Below are some examples
of activities keeping GIS staff active.
Data Intern
Standards Supervision
Mobile Map Plotter
Development Maintenance
SupDlleS
Partnering Users vs
Agencies Policies Editors
Greater Versioned
Dubuque Editing
Data Legacy
GIS Training
Creation �ApplicaGun
Citizen Connection
Response Data Editing
Address Data
Database Reconiliation
Trouble
Shooting
Service
Publishing
Database Community
Design Foundation
GIS CAAADA
Compliance
Map
Creation
Census
Mapping
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Story Maps
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Highlights of the Past Year
Esti Significant Achievement in GIS (SAG) Award
Special Achievement in GIS
2018 Award Winner
The City of Dubuque was recognized for its use of GIS by Esri, the international leader in
mapping and spatial data analytics technology. The award was presented to GIS Coordinator/
Analyst Nikki Rosemeyer at the annual Esri International Users Conference in San Diego, CA.
The City of Dubuque was selected from over 300,000 eligible candidates and received its
award for innovative application of mapping, data analytics, and leadership in government.
The SAG Awards are meant to show appreciation for organizations that are using GIS to solve
some of the world's toughest challenges. According to Esri, "through The Science of Where -
the technology of GIS combined with the science of geography - the users honored with these
awards are demonstrating the most groundbreaking and transformative possibilities of GIS
software."
Dubuque was one of over 180 organizations in areas such as commercial industry, defense,
transportation, non-profit work, telecommunications, and government to receive a SAG Award.
Esri staff annually nominate hundreds of candidates from around the world for consideration,
and Jack Dangermond, president and founder of Esri, personally selects recipients and
presides over the ceremony.
Why is this important? Generally, GIS is a fairly obscure application and many are unfamiliar
with the GIS or Ersi software functionalities. Many users of these softwares still treat it as a
simple mapping tool. Since the inception of GIS in the City of Dubuque in 1996, the City has
teetered on cutting edge applications and deployment of GIS. City leaders identified early the
importance of the application and have supported its expansion from less than 10 shared
desktop licenses to an enterprise -wide solution with over 350 unique users. The City of
Dubuque has tied GIS into almost every applicable project or activity. Dubuque frequently
implements innovative applications, uses, and methods at a faster and more aggressive and
successful rate than many larger cities. Receiving the SAG award testifies to that.
GIS and Legacy/Enterprise Database Integration
A legacy or enterprise system is a database andlor application that houses a large amount of
data and is used by multiple departments within an organization, making its existence and use
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GEOGRAPHIC INFORMATION SYSTEMS (GIS)
very important in day-to-day tasks. The City has several legacy/enterprise applications, including
but not limited to:
• GIS;
• Accela, which is used to issue building, construction, rental, demolition permits,
and to manage and monitor rental licenses and rental properties;
• WebQA, 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 further integrate GIS with these applications. The most
important part of this integration is addressing. Other features GIS was able to provide include
maps of the city, parcel information, district boundaries, and ownership.
Why is this important? Address consistency across the organization is crucial. Since the City
first began using the systems listed above, the system permitted any format for address entry.
Since each system is used by multiple departments, there were multiple entries for the same
address. Additionally, it is time-consuming and difficult to attempt to match up addresses (100
Main, 100 Main St, 100 Main Street, 100 Main St #1) when comparing information across different
systems.
In emergency response situations, addresses, street names and address ranges are incredibly
important. The dispatch operator and the software they use must be able to quickly identify a
correct address or intersection and 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 with Emergency Communications to keep
this data accurate and consistent throughout the City and County. Every minute counts in an
emergency situation.
The address database in GIS also includes other information such as wards, neighborhoods,
zoning, subdivisions, refuse collection days, historic districts, and address types. With this
information readily available in GIS, it is easily transferred to another application if necessary.
Additionally, with GIS serving as a one -stop -shop for important and organized data, it mitigates
unnecessary work to gather data which has already been compiled.
Did you Know...?
• The most common zip code in the city is "52001" -- 21,643 addresses have this zip code!
• There were 650 new or modified addresses in the city in FY2018.
• Nearly 40% ofthe city's addresses are located in areas eligible for Community Development
Block Grant funding for new projects and neighborhood improvements!
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GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Bee Branch/Healthy Homes HUD Resiliency Project
GIS continues to be an integral part of data collection and management for the Bee Branch/
Healthy Homes HUD Resiliency project. There are essentially three components to the Healthy
Homes portion of the project: Home Advocate work administered bythe Visiting Nurse Association
(VNA), inspections completed by East Central Intergovernmental Association (ECIA), and
applications and project administration performed in-house by City administrative and project
management staff. Each home has an address and a project ID in GIS which these three groups
use to track their work.
Using the GIS platform, the GIS Office developed surveys based on the information each group
was collecting. This information, based on address, 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 transporting
paper documents from place to place. This information is also web -enabled, so the data may be
accessed anywhere. This interactive type GIS model is shown below:
•
•
•••
• •
••
•
• •
•
• • • • •
• • •. • • •
•
• •
• • •
1
•
•
•
••
•
Each dot on the map (left) identifies the
location of a Bee Branch/Health Homes
Participant:
— The colors vary depending on the
type of applicant (single-family
homeowner, single-family rental, or
multi -family resident).
— The brighter each dot is, the more
contact various components of the
project have had with that particular
location.
Since all the information for assessment,
inspections, and family information is
overlaid on the map, users can quickly
identify the necessary information for each
household.
-186-
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Future Initiatives
Continue Work with the Bee Branch Healthy Homes - HUD Resiliency Project
The GIS Office plans to continue to
build upon the momentum of data
gathering and organization occurring
internally and involve stakeholders
outside the organization as well.
Specific goals include sharing the
mapping applications and data with
the Iowa Economic Development
Authority and the US Department of
Housing and Urban Development. In
addition to ensuring detailed data
may be extracted from the web
mapping application, the GIS Office
also plans to create dashboards
related to specific points of data
being collected in the project.
�anple '.
S.unple 2
Sample 3
iln
NM • SIC 400 • Hee
Story Map Generation
Story maps are a way to share stories and background about City projects and engage the
public with narrative, pictures, maps, and data. The City is currently uses story maps for
several projects, including Green Alley development and various Bee Branch related
activities. The GIS Coordinator/Analyst hopes to expand these story maps into more
comprehensive information in each department with the addition of the GIS Applications
Specialist. These story maps, coupled with the City's Open Data Initiative, will give the public
more insight to the daily operations and background of City functions.
STORY MAP COLLECTION
Our Favorite
Community Story
Maps of 201:7
STORY MAP COLLECTION '
Our Favorite Team
Story Maps of2017
w...,iwy K.ptOHlv,t rer,i.rm Women • Cho tewa.Cannvnitt Store .Arp, or 20:2 Cue few... ]..n Story.Ap, et.Jfi
fly )A.M&d 11.11.L1r•w O.cI :r erowen Mr...`. weer ...� ..
Pu.eM,u.:alo:, '
Where Harvey Hit Hardest
Where trimly Hf H..o.+,
-187-
1 ti
elM NM PEW
aa.ve roue.. Welton
Recommended Operating Revenue Budget - Department Total
69 - PUBLIC INFORMATION OFFICE
Fund
Account
Account Title
FY17 Actual
Revenue
FY18 Actual
Revenue
FY19 Adopted
Budget
FY20 Recomm'd
Budget
800 53530 SPECIALIZED SERVICES
100 53620 REIMBURSEMENTS -GENERAL
290 53620 REIMBURSEMENTS -GENERAL
0
95
47
0
30
22
86,661
0
47
70,313
30
22
53 MISCELLANEOUS
142 52
86,708
70,365
100 59610
100 59620
100 59630
100 59640
100 59670
100 59940
FR WPC OPERATING
FR STORMWATER OPERATING
FR PARKING OPERATING
FR WATER UTILITY
FR REFUSE COLLECTION
FRDMASWA
15,608
4,972
2,565
0
19,323
7,938
22,847
5,264
2,629
1,397
18,655
0
34,360
8,047
3,934
6,184
28,295
0
41,355
11,435
5,370
8,961
37,323
0
59 TRANSFER IN AND INTERNAL
50,406 50,792
80,820 104,444
PUBLIC INFORMATION OFFICE TOTAL
50,548 50,844
167,528 174,809
-188-
Recommended Operating Expenditure Budget - Department Total
69 - PUBLIC INFORMATION OFFICE
Fund
Account
Account Title
FY17 Actual
Expense
FY18 Actual
Expense
FY19 Adopted
Budget
FY 20 Recomm'd
Budget
100 61010 FULL-TIME EMPLOYEES
290 61010 FULL-TIME EMPLOYEES
620 61010 FULL-TIME EMPLOYEES
800 61010 FULL-TIME EMPLOYEES
100 61020 PART-TIME EMPLOYEES
290 61020 PART-TIME EMPLOYEES
100 61030 SEASONAL EMPLOYEES
100 61050 OVERTIME PAY
100 61310 IPERS
290 61310 IPERS
620 61310 IPERS
800 61310 IPERS
100 61320 SOCIAL SECURITY
290 61320 SOCIAL SECURITY
620 61320 SOCIAL SECURITY
800 61320 SOCIAL SECURITY
100 61410 HEALTH INSURANCE
290 61410 HEALTH INSURANCE
620 61410 HEALTH INSURANCE
800 61410 HEALTH INSURANCE
100 61415 WORKMENS' COMPENSATION
290 61415 WORKMENS' COMPENSATION
620 61415 WORKMENS' COMPENSATION
800 61415 WORKMENS' COMPENSATION
100 61416 LIFE INSURANCE
290 61416 LIFE INSURANCE
620 61416 LIFE INSURANCE
800 61416 LIFE INSURANCE
100 61660 EMPLOYEE PHYSICALS
66,450
91,045
0
(28,606)
0
42,555
10,864
41
5,970
11,930
0
48
5,579
10,021
0
34
14,175
15,771
0
6,837
342
487
0
174
50
73
0
0
126
72,690
95,599
9,392
0
0
42,704
8,977
167
6,981
12,378
839
0
5,656
10,275
532
0
15,900
15,900
8,425
0
354
504
180
0
55
73
14
0
128
113,373
91,971
0
42,440
0
43,976
33,805
0
13,894
12,833
0
4,006
11,259
10,400
0
3,246
25,043
14,310
0
10,732
301
433
0
171
108
75
0
41
150
143,205
123,822
0
30,727
36,376
22,659
34,573
0
20,216
13,828
0
2,928
16,384
11,206
0
2,351
24,381
16,362
0
8,127
395
365
0
114
152
101
0
41
124
61- WAGES AND BENEFITS 253,967 307,724 432,567 508,437
100 62010 OFFICE SUPPLIES 462 396 462 396
290 62010 OFFICE SUPPLIES 108 25 400 400
800 62010 OFFICE SUPPLIES 0 0 105 105
290 62030 POSTAGE AND SHIPPING 17 138 150 142
800 62030 POSTAGE AND SHIPPING 0 0 13,500 13,500
100 62050 OFFICE EQUIPMENT MAINT 0 0 800 0
290 62050 OFFICE EQUIPMENT MAINT 225 0 225 0
100 62061 DP EQUIP. MAINT CONTRACTS 2,215 2,515 2,572 2,212
290 62061 DP EQUIP. MAINT CONTRACTS 3,212 3,562 3,208 3,367
290 62090 PRINTING & BINDING 16,475 32,611 46,200 46,200
800 62090 PRINTING & BINDING 0 0 9,715 9,715
100 62110 COPYING/REPRODUCTION 23 34 23 36
290 62110 COPYING/REPRODUCTION 534 829 1,179 887
800 62110 COPYING/REPRODUCTION 0 0 175 175
290 62140 PROMOTION 21 3,000 3,000 10,000
-189-
Recommended Operating Expenditure Budget - Department Total
69 - PUBLIC INFORMATION OFFICE
Fund
Account
Account Title
FY17 Actual
Expense
FY18 Actual
Expense
FY19 Adopted
Budget
FY 20 Recomm'd
Budget
800
290
800
62140
62190
62190
PROMOTION
DUES & MEMBERSHIPS
DUES & MEMBERSHIPS
0
450
0
0
400
0
700
390
50
700
390
50
290 62208 GENERAL LIABILITYINSURAN 1,443 1,193 1,352 1,346
100 62310 TRAVEL -CONFERENCES 515 2,763 3,500 5,000
290 62310 TRAVEL -CONFERENCES 0 605 2,600 2,600
100 62320 TRAVEL -CITY BUSINESS 572 0 572 572
290 62320 TRAVEL -CITY BUSINESS 0 0 290 780
800 62320 TRAVEL -CITY BUSINESS 0 0 330 330
100 62340 MILEAGE/LOCAL TRANSP 0 21 0 22
290 62340 MILEAGE/LOCAL TRANSP 0 46 0 50
800 62340 MILEAGE/LOCAL TRANSP 0 0 30 30
100 62360 EDUCATION & TRAINING 225 1,270 2,500 2,500
290 62360 EDUCATION & TRAINING 730 280 730 730
800 62360 EDUCATION & TRAINING 0 0 60 60
100 62421 TELEPHONE 666 624 666 624
290 62421 TELEPHONE 714 980 714 714
800 62421 TELEPHONE 0 0 55 55
290 62424 RADIO/PAGER FEE 293 301 310 313
100 62436 RENTAL OF SPACE 504 504 504 504
290 62436 RENTAL OF SPACE 504 504 504 504
100 62627 CAMERA MAINTENANCE 0 0 0 360
290 62645 SPECIAL EVENTS 0 3,638 3,200 3,500
800 62645 SPECIAL EVENTS 0 0 500 500
100 62663 SOFTWARE LICENSE EXP 51 4,560 51 4,788
290 62663 SOFTWARE LICENSE EXP 45,269 49,521 47,886 51,113
800 62663 SOFTWARE LICENSE EXP 0 0 555 555
100 62667 DATA SERVICES 480 313 480 313
290 62667 DATA SERVICES 120 120 120 120
290 62671 MISC. OPERATING SUPPLIES 0 20 0 0
100 62716 CONSULTANT SERVICES 0 2,322 0 0
290 62716 CONSULTANT SERVICES 0 115 2,000 2,000
100 62732 TEMP HELPCONTRACT SERV. 4,035 0 4,035 0
290 62736 CATERING SERVICES 0 5,000 5,600 4,000
800 62736 CATERING SERVICES 0 0 250 250
290 62785 GIFT CARDS 0 0 0 200
62- SUPPLIES AND SERVICES 79,864 118,210 162,248 172,708
100 71120 PERIPHERALS, COMPUTER 0 0 0 950
290 71120 PERIPHERALS, COMPUTER 220 0 0 0
100 71124 COMPUTER 0 0 3,440 0
290 71550 MISCELLANEOUS EQUIPMENT 0 240 0 600
290 72410 PAGER/RADIO EQUIPMENT 2,571 0 0 0
290 72417 CAMERA RELATED EQUIPMENT 0 0 0 800
100 72418 TELEPHONE RELATED 0 300 0 346
-190-
Recommended Operating Expenditure Budget - Department Total
69 - PUBLIC INFORMATION OFFICE
Fund
Account
Account Title
FY17 Actual
Expense
FY18 Actual
Expense
FY19 Adopted
Budget
FY 20 Recomm'd
Budget
290 72418 TELEPHONE RELATED
0
291
0
0
71- EQUIPMENT
2,791
831
3,440
2,696
100 73210 CONST CONTRACT -BLDG
0
0
25,000
0
73 - CIP EXPENDITURES
0
0
25,000
0
69 - PUBLIC INFORMATION OFFICE TOTAL
336,622 426,764
623,255 683,84
-191-
Recommended Expenditure Budget Report by Activity & Funding Source
69 - PUBLIC INFORMATION OFFICE
PUBLIC INFORMATION/GIS -=-72311
FUNDING SOURCE: CABLE TV
Account
FY18 Actual Expense
FY19 Adopted Budget FY20 Recomm'd Budget
CIP EXPENDITURES
EQUIPMENT
SUPPLIES AND SERVICES
WAGES AND BENEFITS
831
118,210
307,724
25,000
3,440
136,223
371,931
r v
PUBLIC INFORMATION/GIS 426,764 536,594
BEE BRANCH COMM SPEC - 72620
FUNDING SOURCE: ENGINEERING SERVICE
Account
FY18 Actual Expense
2,696
146,683
464,149
FY19 Adopted Budget FY20 Recomm'd Budget
SUPPLIES AND SERVICES
WAGES AND BENEFITS
BEE BRANCH COMM SPEC
PUBLIC INFORMATION OFFICE TOTAL $ 426,764.27 $
26,025
60,636
26,025
44,288
-192-
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
69 PUBLIC INFORMATION OFFICE DEPT.
FY 2018
FY 2019 FY 2020
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 90,608 1.00 91,971 1.00 94,068
800 1950 GE -35 COMMUNICATIONS SPECIALIST 1.00 52,890 0.75 42,440 0.75 30,727
100 1950 GE -35 COMMUNICATIONS SPECIALIST 0.00 0 0.25 14,147 0.25 14,992
100 GE -30 GIS APPLICATIONS SPECIALIST 0.00 0 0.50 24,991 1.00 52,295
100 8400 GE -33 GIS COORDINATOR 1.00 72,679 1.00 74,235 1.00 75,918
TOTAL FULL TIME EMPLOYEES 3.00 216,177 3.50 247,784 4.50 297,754
61020 Part Time Employee Expense
100 GE -25 COMMUNICATIONS ASSISTANT 0.00 0 0.00 0 0.75 36,376
290 1950 GE -29 COMMUNICATIONS SPECIALIST 0.75 43,328 0.75 43,976 0.38 22,659
TOTAL PART TIME EMPLOYEES 0.75 43,328 0.75 43,976 1.13 59,035
61030 Seasonal Employee Expense
100 NA -34 ARCHITECTURAL INTERN
100 2850 NA -37 GIS INTERN - SEASONAL
TOTAL SEASONAL EMPLOYEES
0.50 26,005 0.50 26,395 0.50 26,996
0.25 7,447 0.25 7,410 0.25 7,577
0.75 33,452 0.75 33,805 0.75 34,573
TOTAL PUBLIC INFORMATION OFFICE DEPT 4.50 292,957 5.00 325,565 6.38 391,362
-193-
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACCT FD JC WP -GR POSITION CLASS
Public Information - FT Cable TV Fund
29072300 61010 290 8400 GE -35
29072300 61010 100 1950 GE -29
Public Information - FT General Fund
10072300
10072300
10072300
61010 100 8400 GE -35
61010 100 1950 GE -35
61010 100 GE -30
Public Information -
80072620 61010
Public Information -
10072300 61020
Public Information -
29072300 61020
FT Stormwater Fund
FY 2018 FY 2019 FY 2020
FTE BUDGET FTE BUDGET FTE BUDGET
PUBLIC INFORMATION OFFICER 1.00 $ 90,608 1.00 $ 91,971 1.00 $ 94,068
COMMUNICATIONS SPECIALIST 0.00 $ 0.00 $ 0.50 $ 29,754
Total 1.00 $ 90,608 1.00 $ 91,971 1.50 $ 123,822
GIS COORDINATOR
COMMUNICATIONS SPECIALIST
GIS APPLICATIONS SPECIALIST
Total
1.00
0.00
0.00
$ 72,679 1.00
$ 0.25
$ 0.50
$ 74,235
$ 14,147
$ 24,991
1.00
0.25
1.00
$ 75,918
$ 14,992
$ 52,295
1.00 $ 72,679 1.75 $ 113,373 2.25 $ 143,205
620 1950 GE -29 COMMUNICATIONS SPECIALIST 1.00 $ 52,890 0.75 $ 42,440 0.75 $ 30,727
Total 1.00 $ 52,890 0.75 $ 42,440 0.75 $ 30,727
PT General Fund
100 GE -25 COMMUNICATIONS ASSISTANT
Total
PT Cable TV Fund
0.00 $ - 0.00 $
0.00 $ - 0.00 $
- 0.75 $ 36,376
- 0.75 $ 36,376
100 1950 GE -29 COMMUNICATIONS SPECIALIST 0.75 $ 43,328 0.75 $ 43,976 0.38 $ 22,659
Total 0.75 $ 43,328 0.75 $ 43,976 0.38 $ 22,659
Public Information - Seasonal General Fund
10072300 61030 100 NA -34 ARCHITECTURAL INTERN
10072300 61030 100 2850 NA -37 GIS INTERN -SEASONAL
Total
0.50 $ 26,005 0.50 $ 26,395 0.50 $ 26,996
0.25 $ 7,447 0.25 $ 7,410 0.25 $ 7,577
0.75 $ 33,452 0.75 $ 33,805 0.75 $ 34,573
TOTAL PUBLIC INFORMATION OFFICE DEPT. 4.50 $ 292,957 5.00 $ 325,565 6.38 $ 391,362
-194-
Capital Improvement Projects by Department/Division
PUBLIC INFORMATION OFFICE ■
CIP Number Capital Improvement Project Title
FY 17 Actual FY 18 Actual FY 19 Adopted FY 20 Recomm'd
Expense Expense Budget Budget
1021070 GIS SYSTEM IMPLEMENTATION 0 0 160,500 0
3501070 GIS SYSTEM IMPLEMENTATION 0 0 0 0
3502564 ADA COMPLIANCE SOFTWARE 59,100 0 0 0
3502624 AUGMENTED DATE SUPPORT SV 0 20,476 0 0
3502625 GEOEVENTPROCESSOREXT 3,575 0 0 0
PUBLIC INFORMATION OFFICE TOTAL ,476 160,500
-195-
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
Anne Schreyer, Secretary
“Dubuque 2035 is a sustainable and resilient city and an inclusive and equitable
community. Dubuque 2035 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 2035 Vision Statement
2
Creating an
Equitable
Community
of Choice
3
City Administration Partnerships
4
•Private businesses
•GDDC
•Dubuque Area
Chamber of Commerce
•Fountain of Youth
•Dubuque Initiatives
•ECIA
•Dubuque County
•DALMC
Robust Local
Economy:Diverse
Businesses & Jobs
With Economic
Prosperity
•Crescent
Community Health
Center
•Dream Center
•Local & State
Colleges &
Universities
Vibrant
Community:
Healthy & Safe
•CHI
•Community Foundation
of Greater Dubuque
•HEART
•Dubuque Main Street
•Steeple Square
•Neighborhood
Associations
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
•Four Mounds
•DMASWA
Sustainable
Environment:
Preserving &
Enhancing Natural
Resources
•Inclusive Dubuque
•3rd Grade Reading
Initiative
•NAACP
•My Brothers Keeper
network
•Dubuque County
Historical Society
•Multicultural Family
Center
•Boards & Commissions
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
Highlights of the Past Year 6
•Implementation of City
Council Policy Agenda
•Iowa Great Places re-
designation for Driftless
North End
•Cartegraph High Performing
Government launch
•New employee orientation
re-development
•WebQA Citizen Response
•ICMA International
Fellowship Exchanges:
Myanmar, Brunei, Thailand,
Malaysia, Vietnam, Ukraine
Highlights of the Past Year
•State and Federal Legislative Advocacy
•Four lane funding from IDOT for SW Arterial
•Awards & Recognitions:
•US EPA Region 7 LEAFS Award: Jule Operations & Training Center
•Iowa APA Environmental Planning Award: Upper Bee Branch Creek Restoration Project
•Major Funding Awards over $7 million:
•REAP: Four Mounds Park Ecological Restoration
•IDNR Sponsored Project : Eagle Point Park Environmental Restoration
•EPA Brownfield Cleanup: Blum property
•HUD Lead Based Paint & Healthy Homes
•ICAAP: STREETS program
•USDOT Transit Grant: Jule buses & technology
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
•National League of Cities Finance, Administration & Intergovernmental Relations Committee
•US Conference of Mayors
8
Outcome: Maintain a
competitive tax rate
that minimizes the tax
burden of citizens
Dubuque’s proposed tax rate of $10.33 for FY20 is 2.43% less than FY19, and
29.1% lower than the FY1987 rate of $14.58 per thousand.
Nearly 55% 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 FY20 budget 78% of budgeted revenue comes from
Intergovernmental revenue, charges for services and miscellaneous revenue
while budgeted revenue from taxes is 22%.
Outcomes 10
Outcome: Maintain an
efficient citizen
response rate
Outcomes 11
Recommended Funding
•City shirts for leadership team and City
Council $5,200 ($2,577 Net Property
Tax)
•Upgrade PT ICMA Management
Fellow to Full-Time –(-$5,372)
•Communication Assistant Standing
Desk $2,000 ($992 Net Property Tax)
•City Manager’s Office Intern $7,827
($3,880 Net Property Tax)
12
•City Council 2017-2019 Policy
Agenda
•High Performing Organization
efforts: Cartegraph MOU, open
data, open performance measure
transparency tools
•Partnerships to advance equity,
diversity and inclusion
•Partnership Strategy at State and
Federal Level
•Iowa League of Cities Conference
Future Initiatives
13
“Dubuque is a sustainable, resilient
city and an inclusive, equitable
community.”
Economic Prosperity | Social/Cultural Vibrancy |
Environmental Integrity 14
Sustainable Dubuque is the City’s Brand
An Organized & Collaborative
Approach By and For Citizens
Community Engagement is Occurring
Across a Broad Spectrum
15
Resilient Community Advisory Commission
•2018-2019 Strategic Planning
•STAR Communities Rating & intersection
with Imagine Dubuque Comp Plan
•Climate Action Planning
•Energy Efficiency
16Highlights of the Past Year
Partners 4 Places Equity Grant
•Ongoing partnership building
and support of grassroots
leadership
•Continued development of ways
to institutionalize equity in City
departments
•Implement projects identified as
priorities by residents of the
Washington Neighborhood
17Highlights of the Past Year
Highlights of the Past Year 18
Green Iowa AmeriCorps, Sept –Dec 2018
•43 audits performed, 24 of which were for
populations in need
•32 weatherizations & direct installs performed, 19
of which were for populations in need
•24 outreach & education programs:
•St Mark’s Youth Enrichment
•Tree Plantings & Roadside Cleanup
•Upcycle Light Bulb Holiday event
Growing Sustainable Communities Conference
19Highlights of the Past Year
201
96
80
43 16
Attendees
Government
Business
Education - Students + Faculty
Nonprofit
Individuals
11th Anniversary:
436 attendees from 20 states
Outcomes: Partner for Sustainability 20
Sustainable Dubuque Community Grants Program
Dubuque Urban Farm CSA share
Alternative Learning Center
Area Residential Care
Clark University
Community Foundation of Greater Dubuque
Dubuque Community School District
Dubuque Fest Fine Arts Festival
Dubuque Main Street
Dubuque Rescue Mission
Dubuque Urban Farm
Empower Birth Expo
Fountain of Youth
Four Mounds
Holy Family Schools
Millwork Night Market
Multicultural Family Center
St. Mark Youth Enrichment
Washington Neighborhood Garden
FY 15 FY 16 FY 17 FY 18
# of awards given (as a % of
total applications received)
25
(56%)
15
(50%)
12
(50%)
14
(74%)
Future Initiatives
•Green Iowa AmeriCorps Program -$8,000 ($3,966
Net Property Tax)
•Municipal & Community Greenhouse Gas Inventory
CIP -$100,000 in FY2020 and $50,000 in FY2023
•Non-Profit Weatherization Improvements CIP -
$100,000 per year FY2020 –FY2024
21
Recommended Funding
Future Initiatives 22
•Update of 50% by 2030 Community Climate Action & Resiliency
Plan including a Community-Wide Energy Strategy and a
greenhouse gas inventory
•2019 Sustainability Tools for Assessing and Rating (STAR)
Communities Re-certification
•Growing Sustainable Communities Conference transition
•Host community for a 2019 USDN Equity, Diversity and Inclusion
Fellow
Neighborhood Development
23
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 24
Downtown Neighborhood Association
25
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
•VNA
•Old House Enthusiasts 26
Neighborhood Development 27
Building Pride and Building Community
28
29Neighborhood Development
Community
Building
and
Neighborhood
Grants
Future Initiatives
•Support organization of a resident led Washington
Neighborhood Association—Block coordinators are
energizing around model of Neighbor2Neighbor
•Support efforts for a meaningful community engagement
in the redevelopment of Comiskey Park
•Support efforts of True North Development Corporation to
revitalize Dubuque’s urban core and north end.
30
Future Initiatives
•Active participation in the Arts Task Force which is charged
with enacting the Arts and Culture Master Plan
•Continue to address issues of equity, diversity and
inclusion with our programming and partnerships
31
Budget office
Jennifer Larson, Budget Director
Rachel Kilburg, Senior Budget Analyst
Erica Haugen, Community Development Specialist
32
BUDGET AWARD
•Received GFOA Distinguished Budget Presentation
Award
•13th Consecutive Year
•Special Recognition for Capital Budget Presentation
33
BUDGET ENGAGEMENT SOFTWARE
•Launched interactive budget
simulation
•Increase, decrease, or comment
on City expenditures and revenue
•Users face same budget
constraints as City Council
•Multiple levels of information
34
BUDGET ENGAGEMENT
•345 community members attended a
budget input presentation.
•Balancing Act Budget Simulator
Tool received 1,020 page views.
•A total of 138 budgets were
submitted by members of the
public.
0 20 40 60 80 100 120 140 160
FY 2019
FY 2020
Level of Online Budget Engagement
FY 2019 FY 2020
Increase in the level of submitted
Public Input from FY19 –FY20
due to launch of Balancing Act +
increased efforts by Budget
Office to conduct public
outreach.
452%
BUDGET ENGAGEMENT SOFTWARE
•Launched Taxpayer Receipt
36
BUDGET + FINANCE CONSOLIDATION 37
•FY2019 Finance & Budget Organization Structures
= Position Impacted in Proposed FY20 Budget
BUDGET + FINANCE CONSOLIDATION 38
•Consolidated FY2020 Finance & Budget Organization Structures
= New Position in Proposed FY20 Budget
BUDGET + FINANCE CONSOLIDATION 39
Position FTE Change
Budget Impact
(Includes Benefits)
Director of Finance & Budget +1.00 +$171,342
Budget Director -1.00 -$154,947
Budget Manager +1.00 + $107,999
Finance Director -1.00 -$125,056
Finance Manager +1.00 + $107,999
Assistant Finance Director -1.00 -$110,888
Payroll Accountant (Full-Time)+1.00 + $70,965
Payroll Specialist (Part-Time)-0.70 -$46,659
Total Impact +0.30 FTE + $20,755
Summary of FTE Impacts (FY20 Impact)
PAST & FUTURE INITIATIVES
•Outcome: Financially Responsible, High
Performance City Organization
•Performance Measure Reporting
•Efficiencies Through Process Improvements
•Public Outreach
40
IMPROVEMENT PACKAGES
•Consolidation of Finance and Budget ($20,755)
•Cloud-Based Software to integrate budget and
planning, operational performance, citizen
engagement & workforce budgeting ($61,968)
•Cost Allocation Software for federal cost
allocation plans and indirect cost rate
proposals ($15,243)
41
Randy Peck, Personnel Manager
Gina Noel, Personnel Assistant
Tusdee Blus, Secretary
Amanda Koppes, Part-Time Secretary
42
PERSONNEL OFFICE
HIGHLIGHTS OF THE PAST YEAR 43
▪On July 1, 2018, the City selected a new purchasing coalition
for the prescription drug program. The estimated annual
savings is $161,696.
▪On July 1, 2017, Wellmark Blue Cross Blue Shield of Iowa
became the City’s third-party administrator for the medical
plan. The annual savings for Fiscal Year 2017 to Fiscal Year
2018 was $2,151,455.
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.
44
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
640 22 14 1 0 371 24 7 00000 0 1079
59.3%2%1.3%.09%.0%34.4%2.2%.65%0%0%
45EMPLOYEE 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 2018 2416 252 103 81 10 185 51
New Hires
Fiscal Year 2018 272 33 9 1 0 0 0
46
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.
47
OUTCOMES
Manage:
▪Medical
▪Prescription drugs
▪Disability and life insurance programs
▪Flexible spending program
▪Other employee benefit programs
48
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
49
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
50
▪One Personnel staff member to attend Upper Midwest Employment Law
Institute -$1,700 ($843 Net Property Tax Impact)
▪Consultant to assess Personnel Office operations -$3,000 ($1,488 Net
Property Tax Impact)
▪Executive coaching services for managers -$5,000 ($2,479 Net Property
Tax Impact)
▪10 Department Managers to attend Upper Midwest Employment Law
Institute -$17,000 ($8,428 Net Property Tax Impact)
▪Parental Leave Policy for FT Non-Bargaining Unit Employees -$47,015
IMPROVEMENT PACKAGES 51
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
52
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 Office
Activity Statement:
Increase awareness and understanding of City
services and programs and facilitate increased
transparency of City government, to promote
resident and stakeholder trust and satisfaction
in City government.
3
Public Information Core Functions:
•Publications & Graphic Design
•Online Presence Management
•Media Relations & Promotion
•Bee Branch Watershed Flood Mitigation Project Communications
4
5
Past Year’s
Highlights
6
Public Information Office: Utility Bill
Inserts, Social Media, Misc.
Public Information Office: Utility Bill
Inserts, Social Media, Misc.
Housing & Community Development
Water Department
Leisure Services Department
Leisure Services Department (cont.)
Public Works Department
Transportation services Department
Economic Development, Finance,
Engineering
Police and Fire Departments
Special Events
17
Communication/Outreach
18
21
22
Social Media, Website,
and More
Connecting with More Residents &
Stakeholders
23
3,927 3,447
4,901
0
1,000
2,000
3,000
4,000
5,000
6,000
Twitter Facebook Nextdoor.com Members
Oct. 2014 Nov. 2015 Nov. 2016 Nov. 2017 Jan. 2019
Facebook
July –December 2018:
•Average Daily Page-Engaged
Users: 227
•Average Daily Total Reach: 1,889
•Average Daily Total Impressions:
4,053
24
Twitter
Calendar Year 2018:
•652 Tweets & Retweets
•Total Impressions: 416,900
•Average Daily Impressions: 1,140
•Total Clicks: 1,495
•Total Retweets: 550
•Engagement Rate: 0.725%
25
Nextdoor
Calender Year 2018:
•235 City Stories/Posts
•Total Impressions =
101,032
•Average Impressions per
Post = 430
•Range = 4,366 to 1
26
5,149 members in
85 neighborhoods
Connecting with More Residents &
Stakeholders
27
823
551 550
0
100
200
300
400
500
600
700
800
900
News Releases City Council Agendas & Minutes Bee Branch Watershed Project
UpdatesOct. 2014 Nov. 2015 Nov. 2016 Nov. 2017 Jan. 2019
Connecting with More Residents &
Stakeholders
Citizen Support Center (WebQA)
•Over 18,000 service requests processed in FY2018
•Nearly 14% submitted directly by the public
•MyDBQ App: To date, more than 2,000 service requests have
been submitted through the app
28
Connecting with More Residents &
Stakeholders
29
965
176
150
136
131
Top 5 Service Requests Submitted by
Residents: FY2018
Contact Us
Abandonded Vehicle
Grass/Weed Complaint
Garbage/Junk/Nuisance
Recycling Bin Request
Website Visits by Device Type
55.9%59.7%55.9%50.8%50.5%
24.0%
28.9%33.9%
40.4%41.3%
7.0%7.8%7.1%7.2%6.6%
13.1%
3.6%3.1%1.6%1.6%0%
10%
20%
30%
40%
50%
60%
70%
CY2014 CY2015 CY2016 CY2017 CY2018
Computer Smartphone Tablet Other
30
Connecting with More Residents &
Stakeholders
31
Top 10 Search Terms
(Nov. 1, 2017 –Nov. 1, 2018):
1.Eagle Point Park (192)
2.Housing (129)
3.Shot Tower (119)
4.Parking (116)
5.Swim Lessons (116)
6.Jobs (115)
7.Flora Pool (95)
8.Bids (84)
9.Applicant Partner Portal (78)
10.Police (77)
Top Ten Page Visits (NOT Homepage):
(Nov. 1, 2017 –Nov. 1, 2018)
1.Job Opportunities (38,974)
2.Leisure Services (36,115)
3.Pay a Bill or Fine (30,239)
4.Utility Billing (27,276)
5.Police (22,175)
6.The Jule (21,105)
7.Dubuque Employment Opportunities (19,978)
8.Miller Riverview Park (18,336)
9.Eagle Point Park (16,485)
10.Flora Park Swimming Pool (16,091)
LinkedIn
•973 followers
•233 new followers and 83 posts in last 12 months
YouTube Channel
•157 Followers, 137 videos, 90K+ views since Oct. 2010
Instagram
•Created account in December
•1 post and 153 followers
32
Connecting with More Residents &
Stakeholders
Current & Future Initiatives
•Street Construction/Closure Notifications
•Banners & Signage Projects
•Growing Sustainable Communities Conference
•Imagine Dubuque Comp Plan Marketing
•Social Media Streaming, Videos, & Animations
•Boards & Commissions Recruitment
•Website Redesign
•Departmental Equity Plan
•EB Lyons Interpretive Center
•City Focus Magazine
33
Recommended Improvement
Packages
34
•Upgrade PT Communications Specialist
to FT (+0.25 FTE)
•Increase department promotions budget
•Digital Camera
•City Hall Brochure Racks
GIS OFFICE
(GEOGRAPHIC INFORMATION
SYSTEMS & MAPS)
NIKKI ROSEMEYER
GIS COORDINATOR/ANALYST
RECOMMENDED GIS OFFICE IMPROVEMENTS
IMPROVEMENT PACKAGES
•FULL-TIME GIS APPLICATIONS SPECIALIST ATTEND ESRI INTERNATIONAL USER CONFERENCE -
$1,500 ($869 NET PROPERTY TAX COST)
•TABLET FOR GIS APPLICATIONS SPECIALIST -$950 ($758 NET PROPERTY TAX COST)
CAPITAL IMPROVEMENT PACKAGE (CIP)
•AERIAL ORTHOPHOTOGRAPHY AND LIDAR DATA COLLECTION -$52,500 IN FY2020,
$55,500 IN FY2023, AND $57,500 IN FY2025
•UPDATED AERIAL IMAGERY MEETING FAA STANDARDS
•UPDATED CONTROL NETWORK FOR SURVEYING DUBUQUE-AREA PROJECTS
•CREATION OF NEW CONTOURS BASED ON LI DAR INFORMATION
THANK YOU!
QUESTIONS/COMMENTS?
GIS OFFICE
(GEOGRAPHIC INFORMATION
SYSTEMS & MAPS)
NIKKI ROSEMEYER
GIS COORDINATOR/ANALYST
RECOMMENDED GIS OFFICE IMPROVEMENTS
IMPROVEMENT PACKAGES
•FULL-TIME GIS APPLICATIONS SPECIALIST ATTEND ESRI INTERNATIONAL USER CONFERENCE -
$1,500 ($869 NET PROPERTY TAX COST)
•TABLET FOR GIS APPLICATIONS SPECIALIST -$950 ($758 NET PROPERTY TAX COST)
CAPITAL IMPROVEMENT PACKAGE (CIP)
•AERIAL ORTHOPHOTOGRAPHY AND LIDAR DATA COLLECTION -$52,500 IN FY2020,
$55,500 IN FY2023, AND $57,500 IN FY2025
•UPDATED AERIAL IMAGERY MEETING FAA STANDARDS
•UPDATED CONTROL NETWORK FOR SURVEYING DUBUQUE-AREA PROJECTS
•CREATION OF NEW CONTOURS BASED ON LI DAR INFORMATION
Masterpiece on the Mississippi
PERSONNEL OFFICE
Randy Peck, Personnel Manager
Gina Noel, Personnel Assistant
Tusdee Blus, Secretary
Amanda Koppes, Part -Time Secretary
1
• On July 1, 2018, the City selected a new purchasing
coalition for the prescription drug program. The
estimated annual savings is $161,096.
II On July 1, 2017, Well_mark Blue Cross Blue shield of
Iowa became the City's third -party administrator for
the medical plan. The annual savings for Fiscal Year
2017 to Fiscal Year 2018 was $2,151,455.
HIGHLIGHTS OF THE PAST YEAR
2
Goal: Financially Responsible, High
Performance City Organization
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.
OUTCOMES
3
Employee Demographics
Fiscal Year 2018
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
640
22
14
1
0
371
24
7
0
0
1079
59.3%
2%
1.3%
.09%
.0%
34.4%
2.2%
.65%
0%
0%
EMPLOYEE DEMOGRAPHICS OF WORKFORCE
4
KI
Employment
Applications
merican
Indian or
Alaskan
Native
Unknown
Fiscal Year 2018
2416
252
103
81
10
185
51
jrej , 1
Fiscal Year 2018
272
33
9
1
0
0
0
APPLICATIONS / NEW HIRE DEMOGRAPHICS
5
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.
OUTCOMES
Manage:
• Medical plan
• Prescription drug plan
• Disability and life insurance programs
• Flexible spending program
• Other employee benefit programs
OUTCOMES
7
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
OUTCOMES
8
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
9
• One Personnel staff member to attend Upper Midwest Employment Law Institute - $1,700
($843 Net Property Tax Impact)
• Consultant to assess Personnel Office operations - $3,000 ($1,488 Net Property Tax Impact)
• Executive coaching services for managers - $5,000 ($2,479 Net Property Tax Impact)
• 10 Department Managers to attend Upper Midwest Employment Law Institute - $17,000
($8,428 Net Property Tax Impact)
• 50% sick leave conversion/pay out policy for full-time non -bargaining unit employees who
are over the sick leave cap - $112,000
• Parental Leave Policy for FT Non -Bargaining Unit Employees - $47,015
IMPROVEMENT PACKAGES
10
• 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
PARTNERSHIPS
11
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�1/4S
§c),D QUESTIO
NSA
QUESTIONS?