Finance / Budget Department FY21 Budget PresentationCopyrighted
February 24, 2020
City of Dubuque Public Hearings # 5.
IT E M T I T L E:F inance / B udget Department F Y21 Budget P resentation
S UM M ARY:
S UG G E S T E D D I S P O S I T I O N:
AT TAC H ME N TS:
Description Type
Finance/Budget Department F Y21 Policy Budget
Outline Supporting Documentation
Presentation Supporting Documentation
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DEPARTMENT OF
FINANCE & BUDGET
FISCAL YEAR 2021
BUDGET PRESENTATION
MISSION STATEMENT
Finance Department
Provide reports and financial data that is accurate, timely, and meaningful —
and which satisfies the need for sound fiscal policy information, efficient City
financial management, and full disclosure of City Finances.
Help decision makers make informed choices for the provision of services
and capital assets and to promote stakeholder participation in the decision
process.
Ensure accuracy and efficiency in the billing and collection of utility charges,
provide the best customer service that will exceed all expectations by
listening to customers and responding to their needs in a timely, professional,
courteous, and respectful manner.
Retirements + New Faces
Finance Manager
Jen Raber
Started 5/30/19
Budget/Financial Analyst
Elena Fox
Started 1/28/20
Budget/Financial Analyst
Kayla Morrison
Started 2/04/20
Cashier
Chuck Harris
Started 12/20/19
Accountant
Nathan Kelleher
Started 6/03/19
Finance Director
Jean Nachtman
Retired 3/29/19
Payroll Specialist
Janel Stoffel
Retired 3/29/19
INVESTMENT OVERSIGHT COMMISSION
3-Year Term
Meets Quarterly
Stephen Residorf, Chair
Paul Lassance
Luke Schiltz
Gary Ruden
Vacant
Purpose
•To review the actions and decisions of the
City's investments and all money managers
for compliance with the City's Investment
Policy, and to report any noncompliance to
the City Council
•To recommend, as needed, changes in the
City's Investment Policy to the City Council
•To review the investment performance of the
City's investments and money managers
and to report to the City Council concerning
same at least quarterly
Director of Finance & Budget
Finance Department (20.00 Full-Time Equivalents)
Finance ManagerConfidential
Account Clerk
Purchasing &
Contracts Coordinator
Utility Billing
SupervisorFinance Interns (2)FT Accountants
(3)
Cashiers (4)Account Clerk I
Account Clerk I
(3)
Budget &
Financial
Analysts (3)
FISCAL YEAR 2020 HIGHLIGHTS
Finance
•Consolidation of Finance and Budget
•Finance Newsletter = Improving Communication
•Department remodel: Safety/Security/Collaboration
•Contracted mowing services RFPs: Savings of $54,162 over 2 years
•Paperless Accounts Payable Process: Laserfiche Forms/OPG-3
•Kicked Off New ERP System Selection Process
FISCAL YEAR 2020 HIGHLIGHTS
Paperless Accounts Payable Testimonials
Peggy Kraus-Abidi, Confidential Account Clerk at Leisure Services:
“Wow, what a timesaver!”
“The new paperless accounts payable process is wonderful! I’m still learning
some of the functions, but the time it’s saved me and the managers is
amazing! Now I can get a purchase order in the system, approved, and into
the check run batch in a matter of minutes, whereas before it would have
been an all-day process! Love the new system!!!”
FISCAL YEAR 2020 HIGHLIGHTS
Paperless Accounts Payable Testimonials
Dawn Young, Confidential Account Clerk at Police:
“Automating Accounts Payable has reduced a process that can potentially span
several days, to a few hours or even less. Purchase orders are produced and
invoices are reviewed and scheduled to pay electronically, which greatly reduces
the need for additional printing. Other positives include less trips to city hall to
transport paper copies, resulting in increased time management, decrease in use of
a city vehicle which means less vehicle emissions. The process aligns with City of
Dubuque Council Goals, which include a sustainable environment. In addition to
being a city employee, I am also a resident of Dubuque, and I fully support tools
provided to me as an employee which gives value for tax dollars by better time
management, increased workflow efficiencies, and reduces our carbon footprint.”
FISCAL YEAR 2020 HIGHLIGHTS
Paperless Accounts Payable Testimonials
Nathan Kelleher, Accountant in Finance:
“Between auditing, confirming that Finance had received all payments
intended for a specific week, matching paper purchase orders and invoices
to checks, scanning all documentation, and counting pages to ensure that
everything was scanned in correctly, a typical check run took approximately
26-30 hours split between multiple positions. With the paperless process,
many of these steps have been combined or entirely eliminated. I would
estimate that a typical check run now takes approximately 12-14 hours.
Because of the time saved, we have been able to catch up on the audit of
purchasing cards, and have been able to focus on bank reconciliations, the
monthly financial reporting, and investment reporting.”
FISCAL YEAR 2020 HIGHLIGHTS
Utility Billing
•2,487 customers enrolled in electronic billing, up from 1,800
•26% of customers using automatic direct payment, up from 25%
•6% of customers enrolled in credit card/e-check through WaterSmart
•Total of 7,727 Automatic Payment customers or 32%
–6,152 Automatic Payment customers enrolled through Utility Billing
–1,575 Automatic Payment customers enrolled through
WaterSmart/Paymentus
•20% of customers pay online and by phone (4,891 total phone & online)
FISCAL YEAR 2020 HIGHLIGHTS
Utility Billing
•March 2019: Stopped using EGOV and switched to Paymentus for online payment
processing vendor
•March 2019: Implemented 24/7 automated phone payments
•WaterSmart customers increased from 1,485 in March 2019 to 7,140 as of 2/18/20
29% of total customers
640 of the increase occurred in the past 3 months
•November 2019: Automatic alerts sent to all customers with valid e-mail address by
WaterSmart. Typically unusual water usage notifications.
Previously only single family residences received alerts
•Monthly Utility Billing Staff Meetings -Improved Communication/Best Practices
FISCAL YEAR 2020 HIGHLIGHTS
Budget
•Automated workflow: tracked deadlines, issued reminders, and introduced
mandatory supervisory sign-offs for all department operating budgets and vehicle
replacement requests
•CIP ranking improvements: prioritizing projects that are considered deferred
maintenance and/or meet City Council goals and priorities and implementing
measures to accommodate the rankings for “intangible” infrastructure (such as fiber or
cybersecurity)
•Coordination between budget performance measures + Open Performance
Portal: ensure departmental performance measures were consistent across the Open
Performance Portal and budget documents.
•Budget presentation templates: standardized budget presentation template was
implemented for the FY21
FUTURE
INITIATIVES
Finance
•Department remodel completion
•New Chart of Accounts
•ERP: Business Process Envisioning
•ERP: Request for Proposals/Software Demo
•ERP: Beginning of Implementation
•New Grant Reporting-Laserfiche Forms/Wdesk
•New Purchasing Card System
•Increased Focus on Education and Training
FUTURE INITIATIVES -REMODEL Cashier Counter
Inward “U”
FUTURE
INITIATIVES
Utility Billing
•Customer Service Training
•Increased Focus on Education and Training
•Process Improvements
•PDF Utility Bill attached to e-mail notification for
paperless bill customers within 12 months
•Paymentus exclusively used for all credit card
transactions (in person/garbage tags/yard waste)
•Online payment enhanced features
–Storing credit card/bank information
–Scheduling one-time payments
Finance Department
FY2021 REQUESTED PROPERTY TAX SUPPORT
$823,005 $14.14
Net Property Tax
Support
Average homeowner’s*
property tax cost for the
Finance Department
(*Avg. home value of $146,567)
FINANCIAL SERVICES
•Financial Policy
•Cash Management
•Debt Management
•Accounting
•Payroll
•Accounts Payable
•Purchasing
•Risk Management
•Grant Assistance
•Auditing + Reporting
•Utility Billing
•Budget
FUTURE
INITIATIVES
Budget
•Targeted outreach: Marshellese population
•Implement equity tools + measures into budget
process
•Transition budget documents from Wdesk Classic to
Wdesk Next Generation
•Process Improvements
•Develop grant management process
–Budget/Financial Analyst assistance to
departments with grants
–Oversight of grant applications/reporting/draws
–Creation of grant best practice aids
UTILITY BILLING
•Water, Sanitary Sewer, Refuse, and Stormwater Billing
•24,000 Meters in Service
•Manage Customer Database
•Prompt and Courteous Customer Service
•WaterSmart Portal
•Offset Program
•Parking Tickets
•Garbage Stickers, Yard Waste Stickers, Large Item Pick-up
•Bus Passes
WATER SMART
WATER SMART
Leak Alerts
View your water usage, check for leaks, and set-up
alerts through the WaterSmart Portal
Paperless
Billing
Hate paper clutter? Get rid of it by enrolling in eBill
and have instant access to current and past bills.
Online Quick
Pay
Have real-time access to account information and pay
your bill in seconds with ease.
Auto Pay
Sign up for AutoPay to have your bill automatically
deducted from your bank account.
dubuque.watersmart.com
BUDGET OFFICE
•Online Tools: Open Budget,
Balancing Act, Taxpayer Receipt
•Develop/Manage City’s annual
operating budget and 5-year
Capital Improvement Plan
•Budget Documents: Resident’s
Guide, Policy Budget, CIP
Budget
BUDGET
ENGAGEMENT
Launched
Interactive Budget
Simulation &
Taxpayer Receipt in
FY2019
*FY20 includes presentation to Young
Professionals
FY2021
RECOMMENDED
IMPROVEMENT
REQUESTS
1.First Floor City Hall Security Cameras (8)
Non-Recurring | $12,500
Net Property Tax Support: $6,209
2.Seasonal Finance Intern (0.51 FTE)
Recurring | $16,147 + Non-Recurring | $2,525
Net Property Tax Cost: $0
3.Overtime Hours for Utility Billing Staff Meetings
Recurring | $2,283 (Enterprise Funds)
Net Property Tax Cost: $0
4.Education & Training -Accounting & UB
Recurring | $6,000
Net Property Tax Cost: $4,490
5.City of Dubuque Logo Uniform Shirts
Recurring | $700
Net Property Tax Cost: $698
Project FY 21 Cost FY22 Cost
General Ledger Software $250,000 $750,000
FY 21 CAPITAL IMPROVEMENT PROJECTS
Finance Department
Project Timeline
Jan -Feb 2020
Consult with
GFOA &
Business
Process
Mapping
April 2020
Consult
with GFOA
& To-Be
Workshops
May-July
2020
Consult with
GFOA &
Develop &
Release RFP
July-Sept
2020
Consult
with GFOA
& Software
Demos
Sept-Dec
2020
Consult with
GFOA &
Contract
Negotiations
Jan-March 2021
Start Software
Implementation
What is an ERP System?
Finance Department
Enterprise Resource Planning System
ERP Selection Process
Finance Department
•Standardize and improve business processes based on public
sector best practices
•Replace the City’s current finance and human resources systems
•Develop a Request for Proposals (RFP) to implement the
recommendations
•Facilitate a selection process that results in the best solution for the
best value
ERP Selection Process -Scope
Finance Department
Finance
Accounting
Chart of Accounts
General Ledger
Projects & Grants
Financial Reporting
Treasury
Loan portfolio
Procure to Pay
Asset Management
Budget
Payroll
Human Resources
Employee File
Benefits
Recruitment
Personnel Actions
Time Entry
Workforce Management
Learning Management
Utility Billing
Customer & Property Files
Meter Inventory
Billing
Community
Development
Permit Application
Plan Review
Inspections
Code Enforcement
Organizational Change Management
Finance Department
Most Enterprise System Projects consist of:
•20% technical effort
•80% organizational/functional change management effort
How do we prepare the City for this project?
•Define Organizational Change Management early in project
•Utilize City Process Improvement Teams
•Minimize the number of enhancements/customizations
•Plan for future support of organization
•Communicate and participate
ERP Success Factors
Finance Department
•Identify potential process improvements and best practices
•Engage entire organization
•Executive sponsorship
•Manageable scope
•Competitive RFP and Selection
•Clearly defined scope and negotiated contract
•Mitigate risks
PERFORMANCE MEASURES
Finance Department
Goals On Track:
•GFOA Certificate of
Excellence in Financial
Reporting for CAFR
•GFOA Distinguished
Budget Presentation
Award
Goals Improving:
•% of City water
customers using the
WaterSmart water
management portal
•# of individuals reached
through budget public
engagement sessions
Goals That Needs Work:
•# of resident budgets
submitted on Balancing
Act Budget Simulation
Online Tools
Finance Department
•Dollars and Cents
http://www.cityofdubuque.org/DocumentCenter/View/32983
•Open Budget
https://www.cityofdubuque.org/ImageRepository/Document?documentID=30295
•Balancing Act
http://dubuque.abalancingact.com/fiscal-year-2020-budget-simulation
•Taxpayer Receipt
http://dubuque.abalancingact.com/fy2020-estimated-taxpayer-receipt
THANK YOU
www.cityofdubuque.org/Finance
www.cityofdubuque.org/Budget