Work Session - COVID-19 Update 6 8 20Copyrighted
June 8, 2020
City of Dubuque Work Session - Bottom # 1.
ITEM TITLE:
SUMMARY:
SUGGESTED DISPOSITION:
COVID-19 Update
City staff and partners will provide updates on the intemal
and community -facing response to COVI D-19.
Community COVI D-19 Update & Communication
Response
• Mary Rose Corrigan, Public Health Specialist
• Alexis Steger, Housing & Community Development
Director (Shelter Update)
Mask of Wellness Campaign Update
• Randy Gehl, Public Information Officer
Community Foundation of Greater Dubuque Update
• Nancy Van Milligen, President/CEO
United Way of Dubuque Update
• Danielle Peterson, President/CEO
Greater Dubuque Development Corporation
• Rick Dickinson, President/CEO
Rental & Mortgage Assistance (Local & Iowa Finance
Authority programs)
• Alexis Steger, Housing & Community Development
Director
Leisure Services Update
• Marie Ware, Leisure Services
Fiscal Year 21 Budget Team Strategies
• Jennifer Larson, Finance & Budget Manager
• Cori Burbach, Assistant City Manager
ATTACHMENTS:
Description
Work Session on COVID-19 - MVM Memo
Staff Memo
Budget Presentation
Type
City Manager Memo
Staff Memo
Supporting Documentation
Masterpiece on the Mississippi
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: City Council Work Session on COVID-19 Response
DATE: June 4, 2020
Dubuque
AFAmer a qq
111111
2007.2012.2013
2017*2019
Assistant City Manager Cori Burbach is transmitting information for the June 8, 2020
work session on COVID-19 Response.
Mic ael C. Van Milligen
MCVM:jh
Attachment
cc: Crenna Brumwell, City Attorney
Teri Goodmann, Assistant City Manager
Cori Burbach, Assistant City Manager
Masterpiece on the Mississippi
Dubuque
btlid
AFAawlaa bq
11111;
2007.2012.2013
2017*2019
TO: Michael C Van Milligen, City Manager
FROM: Cori Burbach, Assistant City Manager
DATE: June 4, 2020
RE: Agenda for 6.8.20 City Council Work Session: re: COVID-19 Response
The purpose of this memo is to provide an agenda for the City Council Work Session
scheduled for June 8, 2020. The presentation will provide updates from City staff and
our partners on the internal and community -facing response to COVID-19.
Tentative presentation order:
6:30 pm Community COVID-19 Update & Communication Response
Mary Rose Corrigan, Public Health Specialist
Alexis Steger, Housing & Community Development Director (Shelter Update)
6:50 pm Mask of Wellness Campaign Update
Randy Gehl, Public Information Officer
6:55 pm Community Foundation of Greater Dubuque Update
Nancy Van Milligen, President/CEO
7:05 pm United Way of Dubuque Update
Danielle Peterson, President/CEO
7:15 pm Greater Dubuque Development Corporation
Rick Dickinson, President/CEO
7:25 pm Rental & Mortgage Assistance (Local & Iowa Finance Authority programs)
Alexis Steger, Housing & Community Development Director
7:35 Leisure Services Update
Marie Ware, Leisure Services
7:50 Fiscal Year 21 Budget Team Strategies
Jennifer Larson, Finance & Budget Manager
Cori Burbach, Assistant City Manager
Additional information is attached to this memorandum, and the most up-to-date
information will be shared verbally during the work session.
Thank you.
Health Services Department
City Hall Annex
1300 Main Street
Dubuque, IA 52001
Office (563) 589-4181
Fax (563) 589-4299
TTY (563) 589-4193
health@cityofdubuque.org
www.cityofdubuque.org
TO: Mike Van Milligen, City Manager
FROM: Mary Rose Corrigan, Public Health Specialist
SUBJECT: COVID-19 update
DATE: June 8, 2020
CURRENT INFORMATION
The Dubuque County Public Health Incident Management team consisting of City
of Dubuque Health Services Department (Mary Rose Corrigan) Dubuque County
Health Department, (Patrice Lambert) VNA (Stacey Killian) and the Dubuque
County Emergency Management Agency (Tom Berger), along with both hospitals
continue in full activation. We are coordinating our response efforts in
conjunction with the Iowa Department of Public Health (IDPH), the Governor’s
Office, and with guidance from CDC via weekly webinars and direct contact with
our regional epidemiologist.
221 new cases were added to Dubuque County’s total since I last gave a report
to the City Council on June 1, 2020. As of June 8, 2020, Dubuque County has
367 positive COVID-19 cases. To date, we have a total of 21 deaths in Dubuque
County. Currently, Dubuque County has 6 COVID-19 patients who are
hospitalized. Also, 6216 people have been tested in Dubuque County with 5847
negative results. 6% of the cases tested have been positive. 209 people or
about 57% of Dubuque County positive cases have recovered to date.
The State has 21,987 cases, up from 19,698 positive cases on June 1, 2020.
11.3% of individuals tested statewide are positive. Cases continue to be from
meat processing, worksite and long- term care facilities identified by state strike
team testing due to outbreaks. A total of 612 Iowans have died. In all there
have been 194,010 tests administered in Iowa. Currently, 265 cases are
hospitalized. 13,028 or 66% of Iowans have recovered.
Community Testing: On April 29, 2020, The Mayor and Board of Supervisors
Chair, Dave Baker, sent a letter to the Governor requesting a TestIowa site for
Dubuque County. At the time, the TestIowa model provided staffing, test kits,
logistics and supplies. Since the request, Assistant City Manager, Teri
Goodmann and Board of Supervisors Interim Board Executive Director, Ed
Raber, had an initial meeting with the Governor’s Office, followed by the Public
Health Incident Management Team meeting with the Governor’s staff.
Subsequently, I met with local health care providers regarding a TestIowa clinic
in Dubuque. TestIowa now has TestIowa sites, and TestIowa clinics, which
requires local communities to supply site logistics and staffing costs. This is an
additional TestIowa model that has been developed. The cost for the initial
targeted testing for Dubuque County the first week of May was approximately
$30,000 + and was paid for by the Dubuque County Board of Health.
Of TestIowa’s 635,054 assessments Dubuque County residents have completed
15,831 TestIowa assessments. Since I discussed this latest TestIowa model
with local healthcare providers, they voiced additional questions and would like
more information, particularly if the Governor’s office could be flexible on their
proposed model.
The Public Health Incident Management Team continues to request viral test kits
from the IDPH for targeted testing, focusing on individuals identified through
public health contact tracing along with the latest request focusing on childcare
staff and vulnerable populations. A total of 1078 individuals have been tested
via public health, primarily at the VNA. Those included testing for essential
workers and volunteers, high risk and vulnerable and at-risk populations. In
addition, 1670 individuals that were tested the first week in May, primarily long-
term care staff and contact tracing individuals.
We’ve incorporated Smart Testing by having the right infrastructure (within our
means,) right population, right actions based on the test results and other factors.
Testing asymptomatic people also raises questions as the likelihood of identifying
the virus in an infected person increases substantially closer to when symptoms
appear. Also, in low-prevalence settings or areas the predictive value of the test
results can vary based on the test sensitivity and specificity. Predictive value of a
test is the likelihood that a positive test result indicates that a person is truly
positive or negative for COVID-19 infection or antibody. In other words if the
prevalence of the infection is low, accuracy can drops. This is true for all types of
tests.
We want to test as many residents as necessary and continue to be strategic,
utilizing our testing and other resources wisely. A TestIowa site may facilitate
that if we create a partnership that works for the health care providers, the public
health infrastructure, along with our policy makers and citizens.
Currently, of Iowa’s 99 counties, Dubuque County has the 3rd highest number of people
th
tested, among counties with cities over 50,000 population, (7 among all Iowa
counties), the 31st highest number of positive cases (346)/county based on 100,000 per
capita rate.
Contact tracing: since VNA has turned contact tracing over to the IDPH, VNA
staff has been able to provide strategic public health services specifically for
Dubuque County, including provide support to long term care facilities, worksites
and facilities with positive cases, and targeted testing.
Long Term Care facility status: The Long-Term Care Coalition continues meeting
weekly and provides for communication with the Public Health Incident
Management Team on needs, planning and capacity. One long term care facility
in Dubuque County continues to experience an outbreak and we are monitoring
their needs on a daily basis. Long term care facilities have received new
guidance from the Center for Medicare and Medicaid Services (CMS) for a three
phase approach regarding ongoing testing and surveillance of staff and
residents, criteria for relaxing certain restrictions and mitigating the risk of
resurgence, visitation and service considerations and restoration of survey
activities. The IDPH has provided additional guidance on the staff and resident
testing component of the recommendations that strikes a balance between the
need to maintain mitigation efforts that minimize exposure to COVID-19 and the
need to maintain the quality of life and dignity necessary for the psychosocial
well-being of residents.
Housing needs, and special isolation needs, along with other human service
needs are addressed by the Human Resources section of our Incident
Management Team, and are managed by Human Rights Director, Kelly Larson,
and Housing and Community Development Director, Alexis Steger. City staff is
working with the Dubuque County Board of Supervisors on an agreement for cost
sharing and management of the shelter in order to allow county residents to
utilize the housing isolation service. Other needs, such as food, continues to be
provided to a variety of individuals via delivery, and through distribution by
several community-based organizations.
Personal protective equipment (PPE) requests, donations, sourcing products -
See report from Tom Berger
PIO Randy Gehl continues to coordinate responses to COVID inquiries from the
media and provides daily COVID-19 specific media/news releases at least 6 days
per week and sometimes more depending on what’s happening.
Looking ahead
Pursue additional information from the Governor’s Office on a TestIowa clinic site
in conjunction with local health care providers
Continue to work with county groups, organizations, schools, and businesses on
planning for events.
Conduct food inspections and assist food establishments in meeting
recommended COVID-19 public health measurers.
Planning for fall and influenza season
What you can do now
Continue to stay home as much as possible and practice physical and social
distancing.
Encourage citizens to take the TestIowa assessment
Limit trips to grocery stores and for other necessities – for example, once a week
at the most
Utilize curbside pick-up, carry-out and delivery for food and other purchases
Consider your own personal risk factors before venturing to retail stores and
places of business or for personal or recreational services. Risks to consider
include age, underlying and/or chronic health conditions – especially respiratory
and cardiac conditions, diabetes and if you smoke, are obese or live with
someone who has any of these risk factors.
Strictly follow self-isolation practices. If you are not sure whether you have been
exposed, start self-isolating anyway.
Follow the 3 C’s - (clean, cover, contain) and emphasize handwashing- which is
ideal. When handwashing is not available, use hand sanitizer.
Encourage citizens to continue to seek and utilize factual information from the
city of Dubuque, IDPH and CDC websites and postings, being mindful that this is
an ever changing and emerging pandemic.
Do research before traveling- so you are totally prepared for other communities’
risk, and potential illness.
For community groups, plan ahead for events and cancelations.
Dubuque County Emergency Management Agency (EMA)
st
Update Information through May 31, 2020
Tom Berger, EMA Manager
We have a healthy supply of inventory at the Emergency Operations Center. Early on,
the goal was to be able to provide for a burn rate of 1,000 masks per day for 30 days.
The mitigation efforts apparently worked as the curve was flattened and we did not
experience a major surge and decrease of PPE stock.
The direct shipments of the PPE from FEMA to the long-term care centers started to
arrive during the last week of May. We are sitting pretty good with supplies and better
prepared to handle a second surge or awaiting the anticipated spike in cases this fall.
The Dubuque County Board of Supervisors allocated $200,000 to Emergency
Management for procurement of local PPE.
Resources from State
To date we have received thirteen deliveries from IDPH and the State of Iowa
Deliveries / Distribution – first delivery 3-15-2020
We have made a total of 264 deliveries
To date we have delivered the following:
12,380 N95 Masks/KN95 Masks
42,131 Surgical/procedural masks
4,790 Face Shields
51 glasses/goggles
102 Tyvek Suits
16,645 surgical and isolation gowns
656 boxes of gloves
173 bottles/jugs of hand sanitizer
314 Disinfecting wipes
1375 Test kits
23 Thermometers
200 booties
250 Bouffant caps
Contract Hours Assisting with Emergency Operations Center – 524 hours
March Total hours, three people, 96.5 hours
April Total hours, four people, 262 hours
May Total hours, four people, 166 hours
Emergency Operations Center
EOC Operational period runs for a week and begins on Friday at 8:00 a.m. We
continue to have City EOC Planning Section Meetings weekly – led by Chief Steines,
Planning Section Chief. We also continue to meet with our full EOC partners and other
communities every other Thursday.
Health Services Department
City Council June 8, 2020 Work session
Mary Rose Corrigan, Public Health Specialist
Dubuque County Healthcare Preparedness Coalition Steering
Committee (DCHCPC)
Public Health Incident Management Team
•Patrice Lambert-Dubuque County Health •Tom Berger-Dubuque County EMA•Mary Rose Corrigan-City of Dubuque•Stacey Killian-VNA Director
DCHCPC Steering Committee
•UnityPoint
Finley
Hospital
•MercyOne
Iowa Status-June 8, 2020
Iowa
COVID -19 cases since March 2020
Iowa COVID-19 deaths since March
Dubuque County COVID-19 since March,
2020
0
1
2
3
4
5
6
7
8
DUBUQUE COUNTY 14 DAY COVID-19 TRENDLINE
Community
COVID -19 testing
Combined effort to plan a surge community testing site
Ongoing assessment of test supplies
Testing expanded among state and local providers
Public health targeted testing
•VNA site
•Community health care providers -GRC
Statewide Testing
Capability
Increases
Long Term Care Outbreaks
Long Term Care Facilities
Iowa resources
•COVID -19 Questions for Individuals: Dial 2-1-1
•COVID -19 Questions for Healthcare Providers: 800.362.2736
•Iowa Multilingual COVID-19 Phone Line: 877.558.2609
Legal Information Hotline for COVID-19:
800.332.0419
•Iowa Domestic Violence Hotline: 800.770.1650
•Iowa Dept. of Corrections COVID-19 Hotline: 515.373.5457
Thank-you •Questions/Discussion
COVID IMPACTS ON FY21
BUDGET PRESENTATION TO
CITY COUNCIL
6.8.20
Strategies to Review Revenue & Adjust
,B ud-g et 1
Approved:
DECREASE in property taxes for the average
residential, commercial, and industrial properties
DECREASE in refuse/trash collection fees
NO INCREASE in City water, sanitary sewer, and
stormwater rates
NO INCREASE in pay for City employees
Strategies to Review Revenue & Adjust
Budgets — FY91
Quarterly (minimum) revenue review & expenditure
adjustments reviewed by 4 budget teams:
Operating Budget Team
CIPs & Equipment Budget Team
Staffing/Reduction in Force Team
Purchase of Services/Contracts Team
Summary of presentation
Revenue sources review
Essential vs. non -essential
services
3. Guidance from 4 budget
review teams
4. Next steps & feedback
What budget analysis should be done
now?
Every department should prepare a 10-20-30%
budget reduction plan for your department to be
used cis needed for quarterly budget reviews in
FY21 and/or cis needed.*
Consider the operating, capital project, staffing,
and contracted services implications of those
decisions and provide that information to the City
Manager and budget teams.
* 1 0-20-30% Reduction Exceptions
Some departments may be asked to prepare
additional revenue reduction plans, based on their
funding sources.
Some departments may have restrictions (such cis
CARES funding) that prohibit them from meeting
these goals.
Not an "across the board" approach.
1. Logistics: Budget Review Teams
Purchase of Services &
Contracts Tearr
Anderson Sainci (chair)
Alexis Steger
Steve Fehsal
Jerelyn O'Connor
Jeremy Jensen
Renee Tyler
Jon Dienst
Tony Breitbach
Arielle Swift (chair)
Bob Schiesl
Denise Blakely Ihrig
Chris Kohlmann
Marie Ware
Mark Dalsing
Willie O'Brien
Collins Eboh (chair)
Kelly Larson
Jenny Larson
Gina Bell
Jerelyn O'Connor
Chris Lester
Sharon Gaul
Jenni Petersen Brant
Rio Farren
Cori Burbach (chair)
Crenna Brumwell
Shelley Stickfort
Kelly Larson
Rahim Akrami
Shante Weston
Mike Van Milligen
Jenny Larson
+ Finance staff (Jenny Larson, Rachel Kilburg, Elena Fox, Kayla Morrison)
Criteria for all budget decisions
Is revenue available?
Essential vs non -essential service?
Does it advance a City Council goal or priority?
Leadership Team Prioritization Exercise: how does the
decision advance our goals to create an equitable,
resilient, sustainable, compassionate community?
Additional criteria established by each of the four
budget teams
2. Revenue Resources
General Fund Property Tax
No restrictions, can be
used for any legal city
function.
Most except Water,
Stormwater, W&RRC,
Parking, Refuse, Cable TV
Transit Fund Property Tax
Restricted to Transit System
subsidy. Levy limitation
established by State is
$0.95.
Transit
Debt Service Property Tax
Restricted to GO bond
debt expense and
judgements by State Code.
Departments with
outstanding debt
except Water, Stormwater,
W&RRC, Parking & Refuse
2. Revenue Resources (continued)
Tort Liability Property Tax
Restricted to Liability
Insurance Costs by State
Code.
Most, except Water,
Stormwater, W&RRC,
Parking, Refuse, Cable TV
Trust and Agency Property
Tax
Restricted by State Code to
fringe benefit expense as
defined by the City Finance
Committee.
Most, except Water, Storm
water, W&RRC, Parking,
Refuse, Cable TV
Ag Land Tax
No restrictions, can
be used for any legal
city function.
Most, except Water, Storm
water, W&RRC, Parking, Re
fuse, Cable TV
2. Revenue Resources (continued)
Hotel/Motel Tax
TIF Increment Property Tax
50% of past four quarters
actual receipts to the
Convention and Visitors
Bureau (CVB) . The
remaining 50% goes to the
General fund to reduce tax
asking.
Recover eligible costs from
Urban Renewal Areas
based on actual expense
and principal and interest
on borrowing repaid by TIF.
Most, except Water, Storm
water, W&RRC, Parking,
Refuse, Cable TV
Economic Development
2. Revenue Resources (continued)
IMESIWANIFMEEPu
Local Option Sales Tax
Referendum : 50%
property tax relief, 30%
street special assessment
relief and street
construction, 20% for
facility maintenance,
riverfront and economic
development, and transit
equipment. Local option
sales tax is established by
State Code.
Most, except Water, Storm
water, W&RRC, Parking,
Refuse, Cable TV
2. Revenue Resources (continued)
IMITTEIPu
Utility Franchise Fees
No restrictions, can be used
for any legal city function.
Most, except Water, Storm
water, W&RRC, Parking,
Refuse, Cable TV
Road Use Tax
Iowa Code 312.6. Any Engineering and Public
purpose relating to the Works
construction, maintenance,
and supervision of the
public streets.
2. Revenue Resources (continued)
Industrial and Commercial No restrictions, can be used
State Backfill
for any legal city function.
Most, except Water, Storm
Water, W&RRC, Parking,
Refuse, Cable TV
Mobile Home Tax
No restrictions, can be Most, except Water, Storm
used for any legal city Water, W&RRC, Parking, R
function. efuse, Cable TV
Dubuque Racing Association Established by City/DRA
Equity Distribution lease agreement - 100%
capital improvement
budget.
Most, except Water, Storm
Water, W&RRC, Parking,
Refuse, Cable TV
2. Revenue Resources (continued)
Dubuque Racing Association
Rent (Lease/Slots/Table
Games/Sports Betting)
Diamond Jo Admissions
Established by City/DRA
lease agreement - City
Council sets % used for
opera ting/ca pita I.
No restrictions, can be
used for any legal city
function.
Most, except Water, Storm
Water, W&RRC, Parking,
Refuse, Cable TV
Most, except Water, Storm
Water, W&RRC, Parking, R
efuse, Cable TV
Riverfront Leases
No restrictions, can be
used for any legal city
function.
Most, except Water, Storm
Water, W&RRC, Parking, R
efuse, Cable TV
2. Revenue Resources (continued)
III
Loan Repayments
No restrictions, can be used Economic Development and
for any legal city function. Housing
Land Sales — Industrial
Parks
Chapter 403 State Code -
Restricted to pay internal
loans for development of
TIF district in TIF district
land sold.
Economic Development
Farmland Rents No restrictions, can be used Economic Development,
for any legal city function. Airport, Engineering
2. Revenue Resources (continued)
Federal and State Grants
Specified in grant
agreements.
Housing, Health, Recreation,
Police, Transit, Engineering,
Airport, Planning
Enterprise Fund Fees
(Water, Sanitary Sewer,
Refuse, Parking,
Stormwater, Landfill)
The enterprise funds are
required by General
Government Accounting
Standards to be self-
supporting. Sanitary, water
and stormwater funds have
additional restrictions
established by bond
covenants.
Water, W&RRC,
Engineering, Public Works,
Parking, Parks
2. Revenue Resources (continued)
Resource
Departments
Interest Earnings
General Fund — No
restrictions. All other funds
follows fund restrictions.
Most
Iowa District Court Fines
Rates are set by Iowa Code Police, Health, Housing,
and go into the General Planning, Building, Parking,
Fund to offset cost of Legal
service enforcement
expense.
Administrative Overhead
Charges can't exceed Engineering, Finance, CMO,
related administrative GIS, Planning, Legal, HR,
expense. City Clerk
2. Revenue Resources (continued)
Departments
Golf Surplus
Treated as enterprise fund
per City Council policy.
Surplus is transferred to
Golf Construction to
support golf's capital
projects.
Recreation
Operating Receipts
Charges for service can't
exceed all related costs of
providing the service or the
excess cap can be
considered a tax not
authorized by State Code.
Most. Examples:
Ambulance, Animal Licenses,
Business Licenses/Permits,
Inspection Fees, Library
Fees, Program Fees,
Pavilion Fees.
2. Revenue Resources (continued)
1"11=11.11-1. •
1T
1W111,11F-
Private Funding
The City can accept
donations for any legal
operating or capital
expense.
Examples of private
funding include
contributions by Diamond
Jo for maintenance of the
Port of Dubuque Parking
Ramp, contributions from
the colleges for the
Nightrider bus route,
contributions from Dubuque
Community School District
for School Resource
Officers.
2. Revenue Resources (continued)
MIIIIM51111--_ _ ,_
General Obligation
Bonds/State Revolving Fund
Loans
City only issues debt for
capital projects. Use is
restricted by purpose
statement in resolution
authorizing issuance.
Any departments with
capital projects.
Special Assessments
Restricted for intended Engineering
street improvement.
Internal Service Funds
Expenses recharged to Engineering and Public
capital projects or user Works
departments.
2. Revenue Projections
General Fund Resource
Property Taxes
$0
$267,000
DRA Rent
$1,111,685
$1,209,933
Gaming Taxes
$135,069
$163,769
Hotel/Motel Tax
$404,5 87
$389,000
Local Option Sales Tax
(Operating)
$0 $997,391
Five Flags
$201,049 $0
Electric Franchise Fees
$0 $125,000
Gas Franchise Fees $0 $49,518
2. Revenue Projections (Continued)
General Fund Resource
FY20 Estimated Loss
Investment Earnings
$0
$305,038
Police Court Fines
$142,000
$247,549
Camping/Pavilion Fees
$122,000
$122,000
Recreation Programs
$443,000
$300,000
Aviation Fuel Net Profit
$293,000 $400,000
Building Permits
$126,403 $315,700
Housing Inspections
$60,387 $100,000
Zoning Inspections
$41,041 $25,640
Business Licenses $38,61 1 $48,900
2. Revenue Projections (Continued)
eneral Fund Resource
FY20 Estimated Loss
Business Licenses
$0
$305,038
Police Court Fines
$142,000
$247,549
Camping/Pavilion Fees
$122,000
$122,000
Recreation Programs
$443,000
$300,000
Aviation Fuel Net Profit
$293,000 $400,000
Building Permits
$126,403 $315,700
Housing Inspections
$60,387 $100,000
Zoning Inspections
$41,041 $25,640
Total General Fund
$3,118, 832 $5,066,43 8
2. Revenue Projections (Continued)
ACEME1211w-
DRA Distribution
$0
$1,599,417
Local Option Sales Tax
0
$997,391
Total Capital
$0
$2,596,808
Road Use Tax
$538,527
$2,978,351
Total Road Use Tax
$538,527
$2,978,351
2. Revenue Projections (Continued)
Passenger Facility Charge
$32,763
9,500
Customer Facility Charge
$15,069
$18,000
Total Airport Restricted
$47, 832
$67,500
2. Revenue Projections (Continued)
Parking
$543,000
$1,039,542
Water
$27,513
$50,000
Sanitary Sewer
$33,828
$50,000
Stormwater
$11,841 $0
Refuse
$10,263 $0
Transit
$74,916 $56,000
Total Enterprise
$701,351 $1,195, 542
2. Revenue Projections (Continued
General Fund Operating
$3,1 18,832
$5,066,438
General Fund Capital
$0
$2,596,808
Road Use Tax
$538,527
$2,978,351
Airport Restricted
$47,832
$67,500
Parking
$543,000 $1,039,542
Water
$27,513 $50,000
Sanitary
$33,828 $50,000
Stormwater $1 1,841 $0
2. Revenue Projections (Continued
Refuse
$10,263 $0
Transit
$74,916
$56,000
Total Estimated Revenue
Loss — All Funds
$4,406,552
$11,904,639
Between Fiscal Year 2020 and Fiscal Year 2021, the City of Dubuque could lose an
estimated $16.3 million in revenue.
3a. Essential vs Non -Essential Service
This is the first criteria to consider when making
budgetary decisions, not the only criteria.
Not essential vs non -essential personnel decision.
3a. Summary of essential vs non-
essential
Health care/public health
Law enforcement, public
❑ Water & wastewater
❑ Transportation & logistics
Public works & infrastructure
❑ Communications & IT
Financial services
Residential/shelter services & management
Core governance functions (limited Legal, City Clerk, City Manager, Human
Rights, Human Resources, Economic Development, Planning Services)
4a. Operating Budget Review Criteria
Can I make this purchase?
• Revenue source is unaffected by COVID-19.
• Project or service is already under contract for completion.
• Project or service is grant -funded, and grant has been confirmed.
• Purchase is under $5,000, related to essential service delivery (see definition
below) AND revenue is available to support the purchase.
4a. Operating Budget Review Criteria
Can I make this purchase?
NO. These purchases are frozen at this time.
• All travel, conferences, or education if the employee does not need the training to maintain a
certification (yes, attend) or the employee is not a member of the board (may be able to attend).
• Most equipment and technology purchases. Please note exceptions listed under "Maybe".
• Dues & subscriptions.
• Vacant positions.
• Staffing requests, including seasonal staffing, should be evaluated to in light of any changes
made to service or program delivery. Then, determine whether the existing citywide labor pool
can provide that service.
4a. Operating Budget Review Criteria
Can I make this purchase?
MAYBE. Additional criteria ma a • • I , or a • • royal ma be needed.
• Any substantial changes to service or program delivery should be submitted to the City
Manager for approval.
• Equipment, facilities -related expenses, and program delivery costs for essential services over
$5,000 must follow existing procurement policy.
• Expenses related to non -essential services under $5,000 department manager has discretion to
approve purchase based on updated service delivery changes approved by the City Manager.
• Ex•enses related to non -essential services over $5,000 must be •re -a• •roved b Finance de•t.
4b. Staffing Review Criteria — Avoid
� �av-off
Things for consideration before RIF/Layoff
Delay or eliminate capital expenditures
o Identifying and eliminating non-essential/wasteful
practices (exempt status application, overly generous
OT, service redundancies)
Reducing hours worked
Last resort — Reduction in Force
4b. Staffing Review Criteria
Multiple Criteria Ranking
Skills, abilities, knowledge, and versatility across the
organization
Education and experience levels
Quantity and quality of work
Attendance history
Tenure within the City
4c. CIP & Equipment Review Criteria
Revenue source availability
Essential v non -essential service
Is there a signed agreement, grant in place, or other outside commitment
established?
Are all the conditions that the agreement assumed (staffing, availability of other
funding, etc) still in place?
Is funding of this CIP considered "emergency" to address a life safety
issue or critical infrastructure fail at this time?
Use FY21 CIP request rankings, which incorporate City Council goals &
priorities, regulatory compliance, equity, long-term maintenance costs, and
other key criteria.
Tiers of CIPs will be release to move forward quarterly; until approved,
all CIPs are frozen.
4c. CIP Team Review Criteria:
Eauh,ment purchase
Extend the life of technology by one year unless it's
"dead or dying" (applies to computers, ipads, cell
phones, multifunctions).
❑ Extend the life of vehicles and equipment by one
year unless there are significant maintenance costs.
Leasing is not preferred, generally, as it adds to the
City's debt level.
4d. Purchase of Services & Contracts
R-e-vi-ew
Included: All POS, Contracted Services, Arts
Operating & Special Projects grants, Sustainable
Dubuque grants, Neighborhood grants
Not included: facade grants or other similar grants
whose revenue source remains unaffected
4d. Purchase of Service & Contracts
-Review
All POS, contracts, and grant funds were approved at normal
levels as part of the FY21 budget process, but are assumed
frozen.
All partners in these categories will receive letter alerting them
that contracts will not be signed until revenues are guaranteed
and approved payments may be made quarterly instead of
annually to ensure availability of funds.
POS/Contracts Team will establish decision criteria with heavy
focus on measurable equity outcomes and impact on essential
service delivery for vulnerable populations.
Measuring Equity Impact
What is the policy, activity or budget decision under
consideration?
2. Who is or will experience burden based on this decision?
3. Who is or will experience benefit based on this decision?
4. Which of the following collateral consequences are likely
if this action takes place?
5. What strategies might mitigate or avoid unintended
consequences for people of color?
Creativity & Cross -Silo Thinking are
Essential.
Our goal is to meet budget expectations without
staff cuts.
Cross -department teams are considering shared
activities such cis nuisance enforcement and lawn
mowing to identify potential savings that also
consider service level commitments to our customers.
Summary: How Budget Decisions Will
Be Made
Is revenue available?
Essential vs non -essential service?
Doe it advance a City Council goal or priority?
Leadership Team Prioritization Exercise: how does
the decision advance our goals to create an
equitable, resilient, sustainable, compassionate community?
Additional criteria established by each of the four budget
teams
Moving Forward
Financial & service change plans due to City
Manager by June 12, 2020.
Quarterly (minimum) review, decisions & updates to
City Council
What questions can we answer for you?