Budget, City Manager Info & ResRESOLUTION NO. 211-03
RESOLUTION DIRECTING THE CITY CLERK TO PUBLISH
PROPOSED AMENDMENT TO THE FISCAL YEAR 2004 BUDGET
AND DATE OF PUBLIC HEARING
Whereas, it is proposed that the City of Dubuque amend its Fiscal Year 2004
budget; and
Whereas, Section 384.16 of the Code of Iowa stipulates that a public
hearing must be held on such a budget amendment.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF DUBUQUE, IOWA:
Section 1. That the City Clerk by and is hereby authorized and directed to
publish notice of public hearing on an amendment to the adopted budget for the
City of Dubuque, Iowa.
Passed, approved and adopted this 16th day of
June , 2003.
Terrance M. Duggan, Mayor
Attest:
Jeanne F. Schneider
City Clerk
NOTICE OF PUBLIC HEARING
r~.~ ~.c~ AMENDMENT OF CURRENT CITY BUDGET
The City Council of DUBUQUE in DUBUQUE County, Iowa
wilt meet at Five Flails Theater
at 6:00 p.m. on July/9, 2003
,for the purpose of amending the current budget of the city for the fiscal year ending June 30, 2004
by changing estimates of revenue and expenditure appropriations in the following programs for the reaso~given.
Additional detail Js aveitabta at the city clerk's office showing revenues and expenditures by fund type and by activity.
Total Budget Total Budget
~ as certified Current after Current
or last amended Amendment Amendment
Taxes Levied on Property 15.326,636 15,326,636
Net Current Property Taxes 15,326,636 6 15,326,636
]'iF Revenues 2,477,023 2,477,023
Other City Taxes 9,314,427 9.314,427:
Licenses & Permi~ 935,212 935,21;
sfergovemmesfal 25,019,279 25,019,27.~
~harges for Services 1£ 22,699,769 22,699,76.c
Special Assessments 11 758,000 758,00[
~4iacelianeous 1~ 2,476,441 2,476,441
3~her Financing Sources 13 20,840,336 20,840,33E
rotal Revenues and Other Sources 14 114,046,958 0 114,046,95~
~umlc safety l 5 16,522,31 ." 16,522,313
~u~ic Works 16 7,942,88~ 7,942,888
;[dture and Recrea~3n 18 6,995,76; 6,995,762
;ommunity and Economic Devetspme~t 19 6,815,83; 6,815,832
~enerat Government 20 4,756,32£ 4.756,320
)cbt Service 21 3,414,905 3,414,905
Capital Projects 22 27,984,94£ 27,984,94R
Business Type / En~l~Hses 24 24,998,704 24,998,704
Transfers Out 27 18,570,336 t 8,570.336
Bering Fund sa[ance Ju~y I 30 12.240.419 12,240,419
Explanation_of in_cr~ea s_es or d_e_crea_s_es in rev_enue estimates, a ppmpriation~@ f. a_ v_ajl_a b e c~_sh:
This amendment will address reduced State funding ($1,157,132), increased health costs of
($413,678), and other revenue shortfafls and cost increases ($3'15,000) totalin~ $1.9 million
in the tax funds and $200,088 in other funds. Full time position reductions include 2 Police
Officers, 3 Fire Equipment Operators, Park Ranger, Librarian I, 2 Library Assistants and a
Custodian from FT to PT, Fiscal Coordinator, Building Supervisor from FT to PT,
Programmer/Analyst,-Parks Maintenance Worker, Traffic Engineer, Engineering Assistant 11,
Airport Security position [LEO), Parking Maintenance Worker, Graphic Artist. PT position
and/or reductions in hours include Library Assistants, Legal, Human Rights, Finance and
Computer Intems, Americorp p_rpgram, PT Airport Security personnel, Parking Ca_shier,
Transit Dispatchers, Library hours will be reduced from 69 to 50 per week and Saturday
fixed reute Transit service eliminated (mini-bus continued). Fee increases include $.50
Transit fare, Library meeting room and inter-library loan fees, pavilion rental and camping
fees, rental housing fees from $8.50 to $9.00 per unit, dog and cat licenses and late penalty,
public skating and skate rental fees, Five Flags event tickets (+$1.00), and sidewalk
inspection fees. Refuse collection fees will increase from $7.49 to $7.60 per month and
water fees will increase 4.68% rather than the 3% increased approved in the FY 2004
budget. Other miscellaneous business type licenses and fees will be increased. The
detailed breakdown of the City Manager's Recommended Budget Reductions is on file at the
City Clerk's Office and Carnegie Stout Public Library. T. he presentation of recommendations
is being run daily on CityChannel 8.
There will be no increase in tax levies to be paid in the current tiscal year named above. Any increase in
expenditures set out above will be met from the increased non-properS' tax revenues and cash balaeces not
budgeted or considered in this current budget. This will provide for a balanced budget.
MEM
REVISED 6/16~03
ORANDUM
June 11, 2003
TO:
The Honorable Mayor and City Council Members
FROM: Michael C. Van Vlilligen, City Manager
SUBJECT: Budget
Like other cities, Dubuque has experienced many challenges and overcome difficult
obstacles throughout the years. Each experience has tested this community's resolve.
While every city plans carefully to avoid potentia problems, in some cases the
unexpected strikes,
The City of Dubuque is struggling with a substantial budgetary shortfall - mainly the
result of a $1.2 million funding cut from the State of Iowa. This reduction came without
warning, and it impacts every department and division within the City. Even more
unfortunate, this shortfall comes on the heels of a difficult budgeting process and
represents an additional revenue loss.
Planning for the Fiscal Year 2004 budget began with City Council goal-setting in August
2002 and included a thorough, detailed and intense examination of the City's finances.
The budget process continued with a series of public hearings in February and March.
At that time, the City Council addressed a $1 million shortfall, which included a
$312,513 state-mandated increase m police and fire pension costs and a 35 percent
boost in health insurance. While considering these cost increases, Council Members
had to take into account stagnating [ax revenues after a national economic downturn.
Dealing with a budget shortrtall is a challenging task. Throughout the process, the City
Council made the difficult, but financially responsible, decisions. After approval, the
Fiscal Year 2004 budget, which included the ninth consecutive year of no property tax
increase for the average homeowner, was sent to the State of Iowa for certification by
the March deadline. Unfortunately, the budget stow doesn't end there.
After the budget was certified, the Iowa Legislature passed laws that dramatically
reduced State aid to cities. The result for the City of Dubuque is a reduction of
$1,195,425 in revenue or 3.54 percent of the general fund operating expense. Also,
health insurance costs have continued to increase at a rate exceeding budget
expectations. The projected recurring cost in Fiscal Year 2004 to cover health
insurance is an additional $613,766. After addressing a $1 million shortfall dudng the
initial budgeting process, the City's operating budget now faces a reduction of $1.9
million in tax funds and a $200,000 shortfall in non-tax supported funds. The State of
Iowa has permanently eliminated this funding to cities making this reduction an annual,
recurring loss. Therefore, finding a solution for this revenue loss cannot be a one-time,
short-term solution.
With such a profound funding decrease, the City Council might have considered raising
revenue through a property tax increase. However, once a city has certified its budget
(and tax askings), raising property taxes is no longer an option. With the fiscal year
beginning on July 1, a solution must be found.
There have been many suggestions of how to deal with the budget shortfall, and City
staff has been exploring all opportunities to cut costs. Some ideas, after more research,
have been rejected due to funding restrictions, minima savings, or other concerns.
One proposal has been to use reserve funds. Although the City of Dubuque does keep
reserves, dipping into those funds at this time is dsky, especially during the economic
downturn. The City Council has established the guideline of maintaining a 10~percent
reserve or $2,556,000 for the general fund operating budget. The reserve fund provides
sufficient cash flow to pay bills and provides a safety net during a major catastrophic
event. The City's reserve fund is a measure of its financial health or stability. Bond
rating agencies - the "banks" that cities use to borrow money - will ask about that
reserve policy and examine reserve levels. Drawing on those balances without a plan
to deposit money in the future can damage a city's ability to borrow at reasonable
interest rates. If we spend our reserves, we risk lowering our bond rating and
increasing project costs. Also, the City would not be prepared if there was a
catastrophic event.
Cities FY 02 CAFR indicated a cash balance of $19,876,418 on June 30, 2002.
Following is an explanation of the cash balanoe and the amount that was undesignated
going into the Fiscal Year 2004 budget process.
Cash Balance per 6/30/02 CAFR (page 24)
Purchase orders outstanding June 30~h
Continuing appropriation authority covered
in first budget amendment
$19,876,418
(3,330,054)
(9,464,028)
Available Balance
$ 7,082,336
Less 10% reserve per Guideline
Less Jan 1, 2002 DRA Distribution used to
Support FY 03 ClP's per Guideline
Plus amount of DRA Distr. used in advance
(2,556,000)
(4,358,000)
578,000
Unencumbered funds needed to support next
Years budget per Policy Guideline
Pedod 13 correction to fund 410
(200,000)
(127,209)
Uncommitted balance
$ 419,127
*Used to support FY 04-08 CIP since non-recurnng balance
Another suggested solution is to delay or eliminate capital improvement projects. It is
important to note that the capital improvement budget is a separate budget from the
operating budget, and capital improvements receive funding from different sources.
Capital improvements are projects that do not occur every year, such as creating a
neighborhood park, repaii'ing a street or fixing a sewer. The operating budget pays f~r
recurring expenses like salaries, supplies, and utilities. Money collected through certain
taxes, like the local option sales tax and gaming taxes, is restricted and can only
partially be used to pay salaries. Gaming revenues are not as predictable as other
funding sources and are best used for one-time projects Although the current budget
crisis is caused primarily by outside influences, we do not want to take actions that will
cause a future budget crisis of our own making.
The June 2003 ruling by the U.S. Supreme Court lets stand an Iowa law taxing the
Dubuque Greyhound Park and Casino at a much higher rate than riverboats. This
decision further limits the City's ability to use capital improvement money for salaries.
The City stands to lose $17 million from the five-year capital improvement program
because of the higher state tax rate that may now be imposed on Dubuque Greyhound
Park and Casino. Five million dollars will be maSe up with a higher stormwater utility
fee, but the remaining $12 mitlion will result in cancelled capital projects. While this will
negatively impact the City's ability to do capital projects, it also helps to demonstrate
why these funds are better left out of the operating budget.
Money put towards capital improvements often can be leveraged for grant dollars. In
some cases, for every dollar spent by the City, the state and federal government, along
with foundations, contribute as much as $9. Eliminating these projects means a loss of
more than just the City contribution. Finally, the capital improvement budget pays for
major maintenance projects, tf that maintenance is eliminated or delayed, the cost most
certainly will be higher in the future.
Since learning of the .budget deficit, all departments and divisions have been combing
through their budgets in an attempt to eliminate expenses. A hiring freeze planned for
July 1 was implemented immediately. Training and travel budgets were slashed for all
departments.
The police and fire departments are facing budget cuts, and many have questioned why
these departments are shouldering part of the load. When examining the operating
budget, the departments facing the biggest reductions are those that require the most
funding to operate. Nearly 60 percent of the operating budget supports police, fire, and
emergerlcy communications. The remaining 40 percent funds all other City
departments including the library, parks, streets, engineering, health, finance, utilities,
transportation, planning, building, housing, economic development, human rights, and
the manager's office. Each department was given a target reduction based on its
percentage of the operating budget.
The recommendation to City Council does eliminate three Fire Equipment Operator
positions and two Police Officer positions. All five Fire Stations would remain open and
no Police Officers would be lost to Patrol. The three Fire Equipment Operator positions
3
are the drivers for the Assistant Fire Chief/command car. The Police Officer positions
will be covered by reassigning the Traffic Safety Officer to Patrol and the Canine Officer
to a regular beat. The City will still have a Canine Unit. There are sufficient vacancies
in Police to avoid any layoffs. There are no vacancies in Fire. but some may be created
with the proposed retirement incentive.
It is recommended that the City provide employee assistance program services and
outplacement services to any laid-off employees. In addition, each laid-off employee
will be entitled to unem 31oyment compensation. The expense for a laid-off employee
will be approximately $10,000.
To encourage people who are currently etigible to retire to do so,'to avoid lay-offs, it is
further recommended that a retirement incentive program be established. Employees
who plan to retire between July 1, 2003, and January 1,2004, will receive a $10,000
cash bonus. As you can see that was potentially money that was going to be paid out
any~.ay to the laid-off employee.
Another way to make up the deficit is to increase revenue. To do that, the City is
considering higher fees for services in several departments including building, planning,
and leisure services. Raising fees alone, however, isn't enough to make uP the
difference.
The State of Iowa didn't just cut its funding to Dubuque. All cities across the state were
mpacted with the $60 million state-wide cuts, and most are struggling to deal with the
revenue loss. In Iowa City, for example, the police, fire, finance, and leisure services
departments alt face staff reductions. Des Moines, dealing with a $5 million shortfall,
has recommended eliminating 40 existing positions and not filling 72 others. Library
hours were reduced five librarians eliminated and fines increased. Cities across the
state are looking at ways to reduce expenses and increase revenues while having the
least impact on services.
Every City department will be impacted by the budget, including the city manager's
office. The city manager's office includes human resources, public
information/graphics, administrative services, and neighborhood development. I am
recommending the elimination of one position and related supplies and services for a
savings of $60,858 and restructuring the administrative services division to save more
than $50,000 over the next two years. Another cost-saving measure is eliminating City
Expo, the City's annual free open house, which is organized through the public
information office. Finally, I am recommending the elimination of City Focus in its
current format. Two years ago, City Focus was completely redesigned and printed in
full color. Although the publication has become a popular and effective communication
tool, City Focus was deemed too expensive to continue.
The elimination of staff and services comes after years of working harder and smarter
with fewer employees. The City of Dubuque workforce has declined by nearly 12
percent or 69 positions since 1981, in spite of adding numerous services. New
programs during that time period have included:
4
Yard waste and recycling
County-wide E911 dispatch
Comprehensive housing programs
Community oriented policing
DARE and other drug-related programs
Rental property inspections
Operations of the new leisure pools
McAleece Recreation Complex
Fifth Street Parking Ramp
Fourth Street Parking Ramp
Thirteen additional neighborhood parks
Reinstatement of traffic accident investigations
Police K-9 unit
And many others
Fiscal Year 2005 is already shaping up to be a very difficult year. You may recall that
on page 44 of the Citizen's Guide for the Fiscal Year 2004 budget, I included
information that said the City could be looking at a 10% increase in the property taxes
for the average residential property. We know this size of an increase would not
happen, so the City is already facing cuts in next year's budgeting process. This was
before the state reduced City revenues by $1.2 million. The City fs also receiving
preliminary information from the State of Iowa that revenues will be further eroded in
Fiscal Year 2005 with a significant state-mandated rollback of residential property
values, coupled with a residential equalization order. This impending difficulty with the
Fiscal Year 2005 budget provides further evidence that spending down reserves or
canceling capital improvement projects to just delay the Fiscal Year 2004 budget
problem to Fiscal Year 2005 will probably not be productive. One of the challenges
facing the City Council for Fiscal Year 2005 will be the prospect of considering ways to
enhance revenues or cut services. Two options that will be available to the City
Council, along with others, will be a property tax increase or establishing a franchise fee
on electric and natural gas bills.
The City is allowed to adopt a franchise fee on electric and natural gas bills up to 3%.
The franchise fee adoption is not a referendum issue. By state law the fee may be
adopted by a majority vote of the City Council, but the franchise agreement requires an
affirmative vote of all the members of the Council. If a franchise fee is adopted, the City
may no longer apply the 1% local option sales tax to these same utility bills. Therefore,
a 3% franchise fee only increases the cost to the consumer by 2%. A 3% franchise fee
would generate an estimated $1.9 million per year.
Until Fiscal Year 2002, the State of Iowa had a 5% tax on utility bills. Beginning in
Fiscal Year 2002, the State of Iowa began reducing that utility tax by 1% a year until it
reaches zero in Fiscal Year 2007. Legislation has passed the State Legislature, but not
yet signed by the Governor, that would keep the state tax at 3%, still a 2% reduction.
Three concerns expressed about a franchise fee are its impact on non-taxable
properties, Iow income residents and economic development. In the area of economic
development, that concern is partially relieved in the area of natural gas in that large
5
users can buy their natural gas on the open market. Aquila advises that when the tax is
calculated on gross sales, the company only gets charged a feeon the cost to transport
the natural gas to the company, not the product purchased from another company.
To relieve the concerns of non-taxable property, the City could offer a rebate on the fee
for non-taxable property.
To assist Iow/moderate income residents, the City could offer a rebate to those at 80%
of median income and below, on a graduated basis.
As you can see, there are many variables in this issue. I am not recommending the
electric and natural gas franchise fee to solve the current budget crisis, but it could oe
considered during next year's budget process.
To resolve this year's budget shortfall, I am recommending five courses of action. This
includes:
1. Wage freeze for non-bargaining unit employees;
2. Expense reductions that do not involve cutting City positions;
3. Increases in certain sources of revenue;
4. Expense reductions that involve elimination of City positions; and
A retirement incentive program to help avoid layoffs of new employees and
outplacement and employee assistance services for anyone who is laid off.
First and foremost, I want to recognize the sacdfice of the non-bargaining unit
employees who will not receive a pay raise in Fiscal Year 2004, for a savings of
$551,100.
The City has five collective bargaining agreements with the following:
Teamster's Union, Local ¢421
Dubuque Professional Firefighters Association, Local #353
Dubuque Police Protective Association
Amalgamated Transit Union, Local #329
International Union of Operating Engineers, Local #758
Only the Transit Union does not have an agreement for Fiscal Year 2004 and is
currently involved in negotiations. The four remaining unions were asked to not accept
their Fiscal Year 2004 pay raise. If all four unions accepted this proposal and no pay
increase was negotiated with the Transit Union, the City would save an additional
$779,300, or a total of $1,230,400, including the non-bargaining unit employees.
The unions refused to accept a one year wage freeze.
6
The Health Care Committee consists of a representative from four of the unions, the
non-represented employees and the City Manager's Office. The Firefighters
Association is no longer a member of the Health Care Committee. Any Health Care
Plan changes must receive a unanimous vote of the committee members. The
agreement to maintain this committee expires on June 30, 2003.
The adopted Fiscal Year 2004 budget approved by the City Council included a
challenge to the Health Care Committee to save $236,000 through plan redesign. The
Police Association voted no to the redesign, so this savings was not realized. The
remaining members of the committee supported the changes as long as a ~No-year
agreement to maintain the Health Care Committee is in place. The Health Care
Committee would now exclude the Police Association and the Firefighters Association.
Changes in their health benefits would be a subject of collective uargaining upon
contract renewal.
The health plan savings used in this budget recommendation includes only the three
remaining unions and the non-represented employees, nstead of a $236 300 savings,
it is a $167,379 savings.
The budget issues to be addressed are listed in Attachment 1.
In pdodty order with the first item being the highest priority to keep, I recommend the
budget be amended as follows:
1. Non-bargaining Unit Employee Wage Freeze - $551,000 (Attachment 2).
General Fund expense reductions that do not involve cutting City positions are
listed on Attachment 3.
3. General Fund increase in revenues are listed on Attachment 4
General Fund expense reductions that involve elimination of City positions are
listed on Attachment 5.
5. Cuts/Revenue enhancements for all other funds are listed on Attachment 6.
Cuts/Revenues that were considered, but not recommended are listed on
Attachment 7.
7. Departmental explanations by their priodty are listed on Attachment 8.
Staff reductions will be effective no sooner than 30 days after City Council approval of
the budget amendment, or such time during [he fiscal year as the City Manager
determines best meets the operational needs of the City within the budgeted amount.
The City Manager retains the same flexibility with the hiring freeze.
The City is working [o fill a nearly $3 million budget shortfall in the fiscal year that begins
July 1 This must be done realizing that safety of the public cannot be con- promised.
7
As the City deals with the state-imposed budget crisis, we must also plan for the future
recognizing that tough issues face the City. Over the last few years the City has lost
two of the three airlines that serviced the airport. If the City were to lose the last airline
that would have a devastating effect on the economy of our area. The Carnegie-Stout
Public Library faces loss of accreditation with reduced hours, reduced staff, and less
investment in the collection. The library is the City's main contribution to cuIture and
education in our community. It is free to the user, so no one is excluded by income, and
serves as a door to a brighter future for disadvantaged youth.
The City's budget shortfall is extensive and its im pact will be felt throughout the
community. Although our local economy has managed to stay strong, our state and
national economy are struggling. While it's difficult not to dwell on the negative, what
happens to a community when faced with a challenge reveals its true character.
Communities that pursue creative solutions, engage residents, and make the tough
decisions are often those who emerge stronger in the end.
There is an opportunity for public comment on the budget. A public hearing on the
budget amendment is scheduled for 6 p.m. Wednesday, July 9 at the Five Flags
Theater, at the corner of Fourth and Main Streets.
Michael C. Van Milligen %
MCVM/jh
Attachment
cc: Barry Lindahl, Corporation Counsel
Cindy Steinhauser, Assistant City Manager
Pauline Joyce, Administrative Services Manager
All City Employees
8
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND ATTACHMENT 1
GENERAL FUND
Cat. Priority Dept Item
0 City-wide
0 Citv-wide
0 City-wide
0 City-wide
0 City-wide
O City-wide
0 City-wide
0 City-wide
0 City-wide
FY 04
Amount
FY 05 Cumulative
Amount Fy 04 Total Impact
Impact of State cuts 1,157,132 1,157,132
Impact of health cost increases 413,678 413,878
Hiring freeze/confined space revenue 315,000 315,000
One month lag in eosifions cuts-Aug. 9 50,000 50,000
Unemployment costs,outplacement, 80,000 80.000
Retirement Incentive 30,000 30,000
SS and IPERS impact 4.050 4,050
Health TF savings (under)lover target 68,879 (56,438)
ICAP Co nt ribution-liability insurance 12.000 12.000
1 157,132
1,570,810
1,885,810
1,935,810 August 9th for position eliminations or 30 days after Council decision
2.015,810 If you assume that 8 positions are cut and aren't placed thru retirements/attrition
2,045.810 Assuming 3 retirements
2,049,860
2,118,739 Target of ~236,000,only came up with $164 805 in '04 & 9190,713 in '05
2,130,739 Billing received 4/22/03 which is t~20,000 higher than FY 04 budget estima[e
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
Non-Union Wage Freeze
1 City-wide Non-umon wage adjustments
(349,876) {355,167) 1,780,863
ATTACHMENT 2
SUMMARY OF DECISION PACKAGE8 RECOMMENDED SY FUND
GENERAL FUND
Attmnt 8 FY 04
Ref. Page Cat. Priority Dept Item Amount
& Priodty
FY 05 Cumulative
Amount Fy 04 Total Impact
Expense Reductions That Do Not Involve Cutting City Positions in priority order with #1 being cut last,
Specialized police services discontinue (81,736) (81.736)
Reduce programming by 47% for all (4,285) (4,285)
Eliminates staff support on CS tests (I ,350) (1,350)
Sensitivity Training (3,000) (3,000)
Training expense for Ride-Alongs (1,665) (1,665)
Eliminate employees gifts (4,072) (4,072)
Wellness Programming (9,700) (9,700)
Eliminates ~8,000 for overtime (8,000) (8,000)
Reduction in alloc, by 7.6% (3,946) (3,945)
Eliminate ice Rink Warming Houses (5,871) (5,87 I)
Eliminate Boards and Comm. Picnic {2,400) (2,400)
Reduce Travel Professional Cohference (13,750) (13,750)
Sister City Program {2,000) (2,000)
Eliminated Education & Training (962) {962)
Eliminate microfilming/scanning (8.260) (4,500)
Drop printing of Council Proceedings (1,190) {1,210)
Equipment Malnt. Contract (475) (475)
Reduced janitorial services (5,668) (11,336)
Reduce pmpmty ~a~ntenance (2,298) (2,298)
Reduce operating supplies 11.059) (1,059) 1,619.177
Reduce network maint to 8hie/5 days (5,O001 (5.000} 1,614,177
Reduce materials purchased 17.4% (45,875] {45,875) I 568,302
Renegotlateo serwce contract (5,000~, (5,000) 1,563,302
Eliminates ST for Animal Control Officer (1,494) (1,539) 1 r561.808
Eliminates tamp clerical (885) {902) 1,560,923
Ellmlntes ST for Sanitarians (3.268~ (3,400) 1,557,655
Splits health insurance between depts (4,301) (4,301} 1,553,354
Uses comp time vs paid overtime (8,835) (6,836) 1,546,519
Eliminate weekend overtime (7,860) (7,860) 1,538,669
:leduce times zoning map updated (2;000) (2,000) 1,536,659
Eliminate ECIA contracted services (12.000) (12,000} 1,E24,659
Drop 25 Laserfiche view only licenses (1,980) (1,980) 1,522,679
gorier Maintenance (450) 1450) 1,522,229
Property Maintenance (2,O88) (2,088) 1,520,141
Property Maintenance (615) {615) 1,519,926
Drop Dale Carnegie Training (3,431) 13.431) 1,516,095
Washington DC Initiative re,lucca i13,218) (13,218) 1,502,877
Budget printing--4 copies only (5,360) 15,360~ 1.497,517
Meals for budget hearing sessions (2,650} 12,650~ 1.494,867
Eliminate catering for meetings {2,500) 12,500) 1.492,367
Subscriptions Services-Personne (2,000) (2,O001 1.490,367
CAD maintenance shifted to 911 Fund (15,311) (15,311) 1,475,058
ncreased federal funds (3,541) (3,541} 1.47t,515
Monitor/Collect Loans/nternariy-CDBG (8,000) (6,000) 1,465,515
ATTACHMENT 3
79812 2 1 Polioe
53 #4 2 3 Library
27 #3 2 4 City Clerk
29 #4 2 5 City Manager
33 #3 2 6 Emerg. Comm
30 #10 2 7 City Manager
29 #5 2 8 City Manager
35 82 2 9 Engineering
82 #1 2 ~ 10 Purch of Serv
83 #4 2 11 Recreation
28 #1 2 12 City Council
28 #3 2 13 City Council
28 #2 2 14 City Council
51 82 2 15 Legal Services
27 #5 2 16 City Clerk
27 #4 2 17 City Clerk
25 #2 2 18 Annex Malnt
25~1 2 19 City Hall
25~ 2 20 City Hall
25'~ 2 21 City Hall
49 #4 2 22 Info Services
53 85 2 22 Library
49 82 2 23 Info Services
45 #3 2 24 Health
45 #5 2 26 Health
45 #4 2 26 Health
51 84 2 27 Legal Services
49 83 2 27 info Services
64 84 2 28 Parks
71 #2 2 29 Planning
71 #1 2 30 Planning
31 #14 2 31 City Manager
25 #3 2 32 Annex Maint
26 #4 2 33 Annex Maint
25 81 2 34 Annex Maint
30 #12 2 35 City Manager
3283 2 36 Econ. Der
31 815 2 37 City Manager
31 816 2 38 C~ty Manager
30 #13 2 39 City Manager
30 #9 2 40 City Manager
33 82 2 41 Emerg. Corem
34#1 2 42 Emerg. Mgmt
39 #7 2 43 Finance
1,699,127 STOP, Domestic Violence overtime, accreditation,
1,894,842
1,693,492 Eliminates overtime for staff support. Dept staff and Commissioners would need to help
1,690,492
1,688,827 Net savings (expense less 1/3 county reimbursement)
1,684,755 Spirit luncheon wourd continue with no gifts or service awards
1,675,065
1,667,055 Lower priority tasks wil~ be delayed
1,657,239
1,6§4.839
1,641,089
1,638,089
1,638,127
1,629,867 EPminates intern to scan records and microfilming of CounciJ records.
1,628,677 One book would be provided to Library and one in City Clerk's Office
1.828,202 Reduce regular elevator testing and prey. maint, from monthly to every two months
1,622,68z~ Monday, Wed, and Friday janitorial service and restrooms on summer weekends
1,620,236 Group replace ballasts, defer maintenance if necessary on o~ner ~ems
Limited after hour time soent on inspections
Same amount of savings in Police
Reduced from 50 to 25 and dropped 2 full licenses.
Reduce boirer checks from week y m every other week during heating season
Reduce nightly custodial service and preserve restroom and floor care nightly
Reduce frequency of rug replacement servic from biweekly to monthly
CD ROM available to oublic at cost
Net savings lexpense less 1/3 county reimbursement)
Revenue will go to Finance instead of tc financial institution
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
GENERAL FUND
Attmnt 8
Ref. Page Cat. Rdodty Dept
& P6odty
40 #8 2 44 Finance
46 #6 2 45 Health
47 #lA 2 4g Housing Serv
48 #1 2 47 Human Rights
49#1 2 48 Info Services
59 #5 2 49 Info Services
83 #5 2 50 Recreation
30 811 2 §1 City Manager
29 86 2 52 Police
83 86 2 53 Recreation
79 814 2 54 Police
75 #8 2 55 Planning
FY 04 FY 05 Cumulative
Item Amount Amount Fy 04 Total
Recharge addl OH to parking (4.000) ~4,O001 1,461,515
State reimbursement of activities (5,000) [5,400) 1,456,515
Shift vehicle expense,reduce suppges (2,200) [2,200) 1,454,315
Shift ~10,000 salaries to HUO funding ;10.0001 (10,000) 1.444,315
Actual savings on SQL more than antic. (1,702) [1,702) 1,442,613
Email management moved in house (13,058) (16,783) 1,429,555
Increase Admin. Overhead Ch# to Goll (10,000) (10,000) 1,419.555
College Reimbursement Funds (7,400) 17.4001 1,412,155
Cable funds for public information officer (60,858) {60,858] 1,351.297
CDBG funds pay for 50% swim pass (13,528) (13,528) 1,337,769
Reimb for tickets issued by Police (20,000) (20.000] 1,317,789
Eliminate staff membership in APWA ~,900) (900) 1.316,869
ATTACHMENT 3
Impact
Activities performed will be reimbursed for FY 04 & 05 at min. (ie, ~loterrorisml
Housing cases would take ~rlorit¥
Funds public information personnel in Police and Fire with Cable Franchise fees
Will maintain City Planner's membership
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
GENERAL FUND
Attrnnt 8
Ref. Page Cat. Priority Depl
& Priority
Increase in Revenues bv Departrnent--Not
25#1 3 I Building
27 #6 3 2 Citv Clerk
33 #4 3 3 Emerg. Comm
36 #4 3 4 Engineering
37 #7 3 5 Englneedng
36 #3 3 B Engineering
37 #8 3 7 Engineering
42 #4 3 8 Fire
42 #5 3 9 Fire
43 #4 3 I 0 Five Flags
43 #5 3 11 Five Flags
43 #2 3 12 Five Flags
43 #3 3 13 Five Flags
45 #2 3 14 Health
46 #7 3 15 Health
47 #I 3 ! 6 Housing Serv
52 #5 3 17 Legal Services
53.i~2 3 18 Library
64~4 3 19 Parks
65 #O 3 20 Parks
72 #5 3 21 Planning
73 #6 3 22 Planning
72 #4 3 23 Planning
79 #15 3 24 Police
79 #15 3 25 Recreation
79 #16 3 26 Police
83 #3 3 27 Recreation
83 #2 3 28 Recreation
83 #1 3 29 Recreation
Item
Priority
increased contractor license fees
(nerease Business License Fees
$20 charge for each tape maas
Adds traffio control permit fee $80
Increase 0errn~t fee for durnpster
Increases license
Increase Sidewalk Inspection fee
Adds $1.25! capita charge for hazmat
Confined space charges to tnoustnes
Increase Labor Rates
Add $1.00 surcharge on tickets sold
Increases Public Skating Fees
Increase skate rental fee $1.00 to $1 .§0
Incr. late penalty on dog/cat license
Increases dog/cat license fees
Increase rental housing fees
Payment for Bd of Review tax appeals
Meeting room fees,inter-library loan fee
Increase pavilion rental fees 1E~
Increase camping fees
New billboard inspection fees
Increase spec. exception/setback fee
Zoning fees increased in budget
New research fee for criminal checks
impact of background check fee
Procesalng Iee for impounded vehicles
Increase Play Lot/Tot Lot fees by $5
Increase After School Sports fee by $3
Increase vouth sports fees by $3.00
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total Impact
rA 7,650) (17.6801
(4.850) (12,900]
(2,000l (2,000]
(2,500) (2,500)
(5,850) (5,850]
[21.000) (2 t,000',
[33,321) (33,321)
(4,500) (4,500)
(4,865) (4,865!
(34,500) (34,500)
(2,050) 12,050)
(3,750} (3,750)
(10,841) (17,400)
(3,595) (3,595)
(10,000) (10,000}
(4,300) (4,300)
(7,800) (7,800)
(9,874) (9,574)
(7,800) (7.800)
(2,800) (2,800)
(58,620) (58,620)
(31,800) (31,800)
(20,400) {20,400)
(4,000) (4,000)
(3,750) (3,750)
(2,610} (2,610)
ATTACHMENT 4
1,299.219
1,294,269
1,282.269
1,289,769
1,283.919
1,282.119
1,261.119
1,227,798
1.223,298
1,218,433
1,183,933
1,181,883
1,180,708
1,176,958
Additional $25 per contractor license fee
Business iicenses from 980 to $75. taxicab from 98 to 910 and add special event
Revocable and irrevocable License processing fee for use of pubgc right of way
$50 if defect is found as part of inspection, $30 for sidewalk permit requested at Office
Per capita for popuration outside the city vs currently fiat fee to County of $6,000
From 93.50 to 94.00 for adults and $2.00 to $2.50 for youth
1,166,117 + $2 forspayed~eutered ($10~ + $7 fornon-spay~on-neutered
1,162,522 From $8.50 to $9.00 aerunit, lastlncreasedm 1998
1,152,522
1,148,222 Shouldtota1193,970
1.140,422
1,130,848
1,123,048
1,120,248
1,061.628
1,029,828
1,030,828 Impact of Police decision package
1,010,428
1,006,428 From $10 to $18
1,002,678
1,000,068
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
GENERAL FUND
Attmnt 8 FY 04 FY 05
Ref. Page Cat, Prlodty Dept Item Amount Amount
& Priority
Expenditure Reductions That Involve Elimination of City Positions in priority order with #1 being cut last.
41 #3 4 I Fire
77 #8 4 2 Police
77 #9 4 3 Police
63 #2 4 4 Parks
53 #1 4 5 Library
53 #1 4 6 Library
39 #5 4 7 Finance
43 #1 4 g Five Flags
78 #10 4 9 Police
64#3 4 10 Perks
38 #10 4 11 Engineering
35#1 4 12 Engineering
31 #17 4 13 City Manager
48 #2 4 14 Human Rights
78#11 4 15 Police
5383 4 16 Library
51 #1 4 17 Legal Services
39 83 4 18 Finance
38~ 4 19 Engineering
Airport
24 #1 4 21 Airport
Eliminates 3 Fire Equip Operators (190,944) (190,944)
Eliminates Traffic Safety patrol officer (50,989) (60,989)
Canine officer ire reg. patrol, ~1 officer (64,134) (64,134)
Eliminate one park ranger (43,916) (43,916)
Loss ef accreditation on revenues 35,000
Major exhibits/programs discontinued {126,865) I128,865)
Replace FT Fiscal Coord w PT (42,206) (42,206}
Reduces Bldg Supv to PT (34,011) (34,011)
Eliminates computer help desk posit[on (46,343) (46,343)
Eliminate one maintenance worker (60,699) (50,699)
Eliminate Traffic Engineer (56,962) (56,982)
Eliminated Eng II position (19,050) (19,050)
Admin. Serv Mgr-:> Budget Director (18,135) (33,272}
Eliminate Legal Intern, DDRC (13,872) (13,8721
Eliminates civilian computer intern (11.597) (11 ,E87)
Cut Amerieorp program, outreach (13,494) (13,494)
Ellminatee Intern {7,008) (10,011)
Eliminate Finance Intern (4,000)
Shift funds/assignment of Eng II (11,934) {11,934)
Savings used to help cover NW rev. 18,315 18,315
Eliminate LEO FT and PT positions (73,614) (73,614)
ATTACHMENT 5
Cumulative
Fy 04 Total impact
809,124 Eliminates drivers for the Assistant Chief/Command Vehicle 528
748,135
684,001
640,085 Impacts Police
640,085 These are all related to 80 hours of service per wee~(
513,220 Eliminate 1 FT professionar, .5 PT & reouce 2 FT to ,half time & reduce .50 to .25
471,014 PT Account Clerk l for payroll
437,003
390,660
339,961 Assigned ~ downtown
282,979
263,929
245,794
231,922
220,335
206,841 This is long by 849.
199,833
199,833 Keep in FY 04 due to GASS34 changes
187,899
206,214 Airport request to use These funds to help address revenue shortfall due to Northwest
132.600
85 #2
55 #3
85 #3
TRANSIT FUND (pert of General Fund tax asking shortfall)
0 0 Transit State Transit Assistanoe reduction 8,000 8,000
1 City-wide Non-union wage adjustments (5,311) (6,311)
3 2 Transit Increase Fares rog $1 to $1.50 (102,682) (102,682)
3 3 Transit Equarize garage recharge rate 22,049 22,049
2 1 Transit Eliminate Fixed Route Saturday serv, (32,393) (32,393)
ROAD USE TAX FUND
0 00per. & Malnt, Increased health costs
0 Use non-recurring reserves in FY 04 and replenish in FY 05
Total. General Fund,Transit, RUTF
30,778 30,778
(53,041) 53,041
(0) (32,442)
140,600 Transit Fund
135.289
32,607 Mini bus fares from ~1.00 to ~2.50
54.669 Impact of Operations ano Malnt. decision package
22,263 Eliminates 60 hours per week of PT Drivers
53.041
86 #3
86 #4
87 #28
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
WATER OPERATING
FY 04 FY 0ti Cumulative
Categ Pdority Dept Item Amount Amount Fy 04 Total
0 Water
2 Finance
2 Water
2 Water
2 Water
3 Water
Increased health costs 28.028 2E.028
Lower Step due to retiremenl (1.071) {1.071)
Reduce hydrant topi-preventive maint. (19,5001 (19,500)
Reduce consultant services ret to CIPs (2.000) (2,000)
Reduced water demand Quebecor 58,667 58.567
Rate adjustment relative to Quebecor (58,567) (58,567)
Total. Water Operating Fund 5.457 5.457
ATTACHMENT 6
Impact
Savrngs in Finance offset by reauceo recharges to the utilities
Rate increase of 1.68% on top of 3% increased adopted by Council for FY 04
Use Water Operating fund balance until impact of Quebecor is more certain
SEWER OPERATING
Cate9 Pdotity Dept
0 Oper. & Malnt
40 #9 2 Finance
92 #E 2 WPC Plant
91 #3 2 WPC Plant
FY 04 FY 05 Cumulative
Item Amount Amount Fy 04 Total
Increased health costs 28,790 28,790
Lower Step due to retirement ( 1,071 ) ( 1 ,O71 )
Reduce subscriptions/trover {2,465) (2,475]
Rebidding shifts to reduce CT (5,616) 15.616)
Renting oxygen generating system (20.3221 (34,842}
Total, Sewer Operating Fund (684) (15,214)
Impact
Savings in F nonce offset by reduced recharges to the ufllRies
Reassigns operators to swing shifts
Equipment installation In FY 04
4O #9
57 #2
REFUSE OPERATING
Categ Priority Dept Item
0 Oper. & Maint,
2 Finance
3 Oper. & Maint,
3 Oper. & Melnt.
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
Increased health costs 24,719 24,719
Lower Step due to retirement (1,071) (1,O71~
increase fee from 67.49 to $7.60/montn 121,700) (21,700~
Increase appliance pickup fee $10->~14 (2,000) {2,O00)
Total. Refuse Collection {52) (52)
Impaot
Savings in Finance offset by reduced recharges To the utilities
Still 20% lower than the next fewest solid waster collection fee of other ten largest cries
4O #9
STORMWATER OPERATING
FY 04 FY 05 Cumulative
Categ P~lotity Dept Item Amount Amount Fy 04 Total
2 Finance Lower Step due to retirement (1,071) [1,071 )
Total, thormwater Fund (1,071) 1,071)
Impact
Savings in Finance offset by reduced recharges ~o the utilities
56 #4
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
LANDFILL OPERATING FUND
FY O4
Categ Priority Dept Item Amount
0 Oper & Meint Increased health costs 10.765 10,765
2 Oper & Malnt Use Agency's FY 04 rate Increase (10,7651 10,765)
Total, Landfill Oper. Fund 0 0
FY 05 Cumulative
Amount Fy 04 Total
ATTACHMENT 6
Impact
No impact as covered By $.75 perton fee Increased already scheduled for 7-1-03
4O #8
67 #8
67 #10
67 #9
83 #2
PARKING
Categ Priority Dept Item
FY 04
Amount
Parking Increased health costs 11,513
Parking Shortfall in revenues 30,000
Finance Recharge addl OH to parking 4,000
Parking Reimburse police for tickets written 20.000
Parking Eliminate a Maintenance worker (49,911 )
Parking Reduce Cashier hours .57 FTE (13,98g)
FY 05 Cumulative
Amount Fy 04 Total
UDAG FUNDS
30,000
4.000
20.000
(13,9881
Total, Parking Oper. Fund 1,614 1,614
FY 04
Categ Priority Dept Item Amounl
0 Comm. Dev. tncreased health costs 717
2 Purch of Serv Reduction in alloc, bV 7.6%-Labor Mgm[ {7171
Total, UDAG Fund 0
FY 05 Cumulative
Amount Fy 04 Total
717
0
Impact
4th Street Ramp
Look at rate increase decision packages in FY 05 if necessarv.
32 #4
47 #3
47 #2
47 #3
47 #3
COMMUNITY DEV. FUNDS
Categ Priority Dept Item
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
0 City Wide Increased health costs 12,799
2 Econ. Dev. Education and Training Funds (2,500)
2 Housing/CD Rehab activity supplies reduced (1,470}
2 Housing/CD Admin supplies and services (1,3971
2 Housing/CD General Liability Insurance (1,5001
2 Housing/CD Rental Unit Survey eliminated (0,0001
12,799
(2,5OO)
(1,470)
(1,3971
(1,500)
(0,0001
Impact
Reduced due to error in spreading costa
Total, Community Dev. Block Grant (68) [681
ATTACHMENT 6
SUMMARY OF DECISION PACKAGES RECOMMENDED SY FUND
LEAD PAINT PROGRAM
47 #lA
Categ Pdotity Dept Item
2 Housing/CD Shift vehicle expense,reduce supplies
FY 04
Amount
1,000
FY 05 Cumulative
Amount Fy 04 Total
1,000
Impact
SECTION 8 HOUSING
Categ Pdorlty Dept Item
47 84 2 Housing/CD
47 #4 2 Housing/CD
47 #4 2 Housing/CD
47 #4 2 Housing/CD
47 #4 2 Housing/CD
79 #15 4 Housing/CD
CABLE TV FUND
Categ Priodty Dept
0 Cable TV
0 Cable TV
25 #4 2 Annex Maint
26 #5 2 Cable TV
26 #4 2 Cable TV
26 #3 2 Cabie TV
26 #2 2 Cable TV
26 #1 2 Cable TV
30 #8 2 City Managers
29 #7 2 City Managers
29 #6 ~1, City Managers
29 #6 4 Police
Reduce postage, more internet
Staff to donate refreshments-FSS
Mileage reduced, fewer visits
Reduced telephone long alStance
Change background checks to later
impact of increase background checks
Total, Section 8
Item
Increased health insurance costs
FY 2004 Operating Budget Surplus
Properw Maintenance
Reduce membership expense
Reduce Machinery/Equip. Rental
Eliminate Promotional activities
City Focus changed to inser~
Eliminate City Exoo Event
Graphic Artist position eliminated
Charge PI function of Police & Fire
FY 04
Amount
(500)
(200)
(690[
(700]
(2,250~
9,000
4,760
FY 04
Amount
7,015
45,600
{312)
[531)
[726)
[687)
(1,410)
(890)
(23,700)
(9,000)
(6O,858)
60,858
FY 05 Cumulative
Amount Fy 04 Total
[500)
[200)
(590)
(700)
(2,260)
9.000
4,760
FY 05 Cumulative
Amount Fy 04 Total
7.015
42,000
{3t2}
(726]
(687]
(890)
[23,700)
{9,000)
(60,858)
60,856
Take min. amount we need to meet health insurance target
Police $1(3 fee for background checks
Use fund balance [o cover or alternate background check admin, policy
Impact
Includes estimate of FY 05 surplus but uncertain due to franchise negotiations in process.
Reduce nightly custoo al service and preserve reszroom and floor care nightly
Terminate memberships in Alliance for Communitv Media for staff and Commission
Reduce rental of production, ~resentation or [es[ equrpment for event or emergencv
Promotion of PEG Access, City ChannelS, Keline bus cards, posters, spec. events
Eliminate Cable TV Law Reporter and TV Regulation Monitor subscriptions
Droo Uulti¢hannel News subscriptions.
City Focus to be insert in utility bills (quarterly)
Position and related supplies and services
TotaL, Cable TV Fund 15,359 11,759
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
SERVICE FUND
FY 04 FY 05 Cumulative
Categ Priority Dept Item Amount Amounl Fy 04 Total impact
0
38 #10 0
38 #9 4
35 #1 4
55 #3 4
Engineering Increased health costs-Engineering 18,743 31 .I03
ODer. & Maint. Increased health costs-Garage 12.360 12,360
Engineering Eliminate Traffic Engineenng position {8.727) (8,727)
Engineering Shift funds/assignment of Eng Ii 11,934 11,934
ODer. & Ma[nt. Equalize garage rates for Transll (22,050) (22,050)
Total, Service Fund 12,260 24.620
ATTACHMENT 6
SUMMARY DF DECISION PACKAGES NOT RECOMMENDED BY FUND ATTACHMENT 7
Attmt g
Ref.
GENERAL FUND
Category Dap!
Item
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
Impact
0 CRywide
2 Purch of Serv
2 Pumh of Serv
2 Pureh of Serv
2 Purch of Serv
2 Purch of 9erv
27 #2 4 City Clerk
27 #1 4 City Clerk
2~t~2
2 City Manager
2 City Manager
Initiate a 3% Franchise Fee on
bas and electric bills [-1% local option}
Less 50% of 1% LOST in operating
Less 50% of 1% LOST In ooerating
Elimination of Purchase of Service
Elimination of CVB Contract
Elimination of GDDC Contract
Elimination of Main St Contract
Elimination of Labor Mgmt Contract
Reduces Deputy Clerk to 36 hrs/wk
Reduces Permit Clerk to 38 hrs/wk
Safety Consultant
Employee Assistance Program
(7§0,000} (750,000) Gas--3%
126,000 125,000 Gas
197,§00 197,500 Electric
(45,964] (45,964)
(478,7701
(127,500}
143,966)
(8,080} {8,080)
14,773) (4,916)
:4,106) (4,229)
(2,500) (2.$00)
(5,9001 (5,300)
Requires unanimous vote of Council. Actual Increase to consumers is 2% because
~oeal option sales tax is no longer collected, Losing Sales Tax on gas and electric would
cost the CIP ~322,500 each year. Could exempt non-taxable oroperty through an annual
rebate and could give a discount to Iow/moderate income families. State has reduced
sales taxes on utility bills from 5% to 3% in last two years. State sa~es tax Is currently
scheduled to be phased out I% per year over 3 yeras but there is legislation being
considered by the Govenor to freeze that at 3%.
Transfers UDAG funding to City's Econ. Dev. Dept to reduce tax asking
Transfers UDAG funding to City's Econ. Dev. Dept to reduce tax asking
Transfers UDAG funding to City's Econ. Dev. Dept to reduce tax asking
32 #2 3 Econ. Dev
32#1 4 Econ. Dev
32 #1 4 Econ. Dev
33 #1 4 Emerg. Comm
38 #5 3 Engineering
36 #6 3 Engineering
39 #~ 4 Finance
39 #4 4 Finance
41 #1 4 Fire
41 #2 4 Fire
45 #1 4 Health
52 #6 3 Legal Services
82 #3 3 Legal Services
63 #1 4 Parks
Charge .8 to I fee for loan application
Eliminate Econ Dev. Director
Add Associate Planner
Part time hours reduced 84 to 36/wk
Adds site plan review fee
Adds site plan inspection fee
Eliminate Investment Managers/Cust,
Reduce hours for Purchasing Coord
Closes Grandview and Rhomberg
Closes South Grandview Station
Reduces Asst. Env. San. to 32 hfs
Recharges service to Stormwater
Reduces Budget for Damage Claims
Eliminate one Maintenance worker
(4,000) (4,000!
(19,685) (35,649)
11.561 23,120
{27,312) {27,312)
(13.S00) (13,600)
15,550)
(70,000) (70,000)
(4,988) (4,988)
(397.4981 (397,498]
(8,732) (8,732)
(15,000) [1 §,000)
(15,§00) II§.EO0)
(50,782) (50,782)
Chage min. of t~§00 to 1% for loan packaging, grant application, tax increment filing
1,103,536 Net savings of reducing to 2 dispatchers except 4 pm to m[dnignz
(4,988) From 40 to 36 hours per weel~
9 positions and shifts rental housing insp., Key West ambulance, Tactical Medic training
6 =ositions and closes station. Rental housing, Key West ambulance service eliminate(I
Eagle Point Park ~ersonnel
74 #7 3 Planning Historic preservation design review fee (2,075} (2,97§)
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED BY FUND
Police
Police
Police
Police
Police
Police
Police
Police
Eliminates DARE officer and PT (57,071) {57,071)
Eliminates Corporal-staff suppor[ (60,989) (60,989)
Eliminates COP position (60,959) (60,989)
Eliminates COP position (63,609) (63,609)
Eliminates r)atrol officer (57,945) (57,945)
Eliminates ~)atrol officer (57,945) (57.945)
Eliminates patrol officer (57,945) (57,945)
Use of CDBG funds for COP program (24,144) (24,144)
4 Recreation Reduce Golf Maintenance worker to PT (19,925} (19,925)
4 Oper, & Maint.
4 Oper. & Msint.
4 Oper. & Maint.
Eliminate 3rd Truck Driver position (.54) {58,591) (58,591)
Eliminate Truck Driver position (.46) (65,746) (65,7461
Eliminate Truck Driver 9osition (.33) (57,922) (57,922)
TotaI, GeneralFund (3,563,688) {4,218,595)
1,292,725 Related to decision pkg in CM Office
Impact felt in Golf Developmem Fund and not General Fund
Affects San./Storm Sewer Maim, Snow Removal and asphalt paving
Affects San./Storm Sewer Maint, Snow Removal and asphalt pavtng
Affects San./Storm Sewer Maint, Snow Removal and asphalt paving
ATTACHMENT 7
ROAD USE TAX
FY 04 FY 05 Cumulative
Category Dept Item Amount Amount Fy 04 Total
t4 Oper, & Maint Elimintes 1,00 FTE Truck Drivers (135,4121 (135.412}
~ Oper. & Maint Elimintes .54 FTE Truck Drivers I118,3011 (118,301)
Total, Road Use Tax Fund (253,713) (253,713)
Impact
and eliminates 2,500 ton asphalt and is related to eliminating 2 FTE Truck Drivers
and eliminates 3,000 ton asphalt
COMMUNITY DEV. BLOCK GRANT
Category Dept Item
.2 Planning
2 Pumh of Sarv
2 City Managers
4 City Managers
4 Econ. Der
4 Econ, Dev
3 Recreation
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
Reduce historic pres. consultant (2,506) (2,506)
Reduction in atloc, by 7.6% (5,466) (5,466)
Neighborhood News Letters (1,500) (1 500)
Neighborhood Dev. Spec to PT (24,144) [24,144)
Add Associate Planner 4,496 8,991
Eliminate Econ Dev. Director (7,656) (15,7701
Reduce 2 hours of Saturday Open Gym (2,599) (2,599]
Total, Community Dev. Block Grant (39,375} (42,994)
Impact
Funds freed up shifted to COPs program in Police Department
UDAG FUNDS
Category Dept
2 Pumh of Serv
4 Econ. Dev.
FY 04
Item Amount
Reduction in alloc, by 7.6% (12,914)
Eliminate Econ Dev. Director (27,341)
FY 05 Cumulative
Amount Fy 04 Total
(12,914)
(54,682)
Impacl
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED BY FUND ATTACHMENT 7
Econ. Dev Add Associate Planner 16,588 31,177
Total, UDAG Funds (24,667) (36,4191
PARKING
Category Dept Item
3 Parking
3 Parking
2 Parking
3 Parking
2 Parking
2 Parking
3 Parking
FY 04
Amount
FY 05 Cumulative
Amount Fy 04 Total
Move daily m top of ramp/incr monthly (16,3361 (18,336)
Move daiN to top of ramp/incr monthty (16,5601 (16,560}
Close lot//10 & Lot #3 to incr 4th Si use
Increase parking ticket fines $5 to $7 (50,000) (50,000)
Terminate lease of Lot 12 from IDOT (3,0001 (3,000)
Courtesy Parking Ticket-reduce district (20,0001 (20,000)
Increase romp hourly rajas (30,750) (30,750}
Total, Parking Fund (138,6461 (138,6461
Impact
Locust Ramp
Iowa Ramp
Possibly for FY 05
Revenue increase
Frbm 3(~ cents to 50 cents
TRANSIT
Ca~gory Dept
3 Transit
2 Transit
FY 04 FY 05 Cumulative
Item Amount Amount Fy 04 Total
ncrease Fares reg ~ 1.00 to $2.00 {159,2801 {159,2801
Eliminate Sat, mini bus service (14,7911 (14,791
Total, Transit Fund 1174,0711 {174,0711
Impact
Mini bus fares from $1 .{30 to $3.00
Reduces PT Dispatch hours ane reduces Payment to Projecl Concern
SEWER OPERATING FUND
Category
Oept
Finance
WPC Plant
WPC Plant
WPC Plant
WPC Plant
WPC Plant
Oper. & Maint
0per. & Maint.
FY 04 FY 05 Cumulative
Item Amount Amount Fy 04 Total
Replace Cashier w PT Cashier (5,279} (5,279)
Eliminate calibration service (4,500) (4,500)
Eliminates training to upgrade skirls 18,000} (8,000)
Sewer rate increase (19,665) (19,805)
Eliminate weed and insect control (974) (1,002)
Eliminate student Intern (2,0001 (2,000)
Increase Sewer fee 17,5471 (7,5471
Eliminate Truck Driver position (.131 (9, 1371 (9,1371
Total, Sewer Oper. Fund (57, 1021 (57,130)
Impact
Savings in Finance offset by reduced recharges to the utilities
Ptant personnel to calibrate CO Monitor
Adds .5% to the sewer rate increase of 3% approved for FY 04
Increases fees by .2%
Affects Sam/Storm Sewer Main[~ Snow Removal and asphalt paving
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED BY FUND
WATERISEWERIREFUSEISTORM SEWER
Category
3
FY 04 FY 05 Cumulative
Dept Item Amount Amount Fy 04 Total
Finance Go to Bi-Monthly bilring for utlities 140,000) (40,000}
Finance Replace Cashier w PT Cashier (5,279) (5,2791
WATER OPERATING FUND
Category
FY 04 FY 05 Cumulative
Dept Item Amount Amount Fy 04 Total
Water
Water
Water
Water
Water
Water
Water
Replace Cashier w PT Cashier {5,2791 (5,279)
Reduce hydrant repl-preventive malnt. (8,000) (8,000)
Reduce pipe/fittings-preventive maint. {20.000) (20,000}
Reduce valve repl-preventive maint. (8,000) {8,000}
Rate adjustment to address shortfall (122,500) (122,500)Alternative
Eliminate Water Engineering Asst (45,732) (45,732)
Eliminate Truck Driver-Distribution (44,1361 (44,136)
Eliminate Equip. Operator II (47,214) (47,214)
Total, Water Oper. Fund (295,582) (295,582)
LANDFILL OPERATING FUND
Category
2
4
3
4
Dept
Oper & Maint
0per. & Maint.
0per. & Maint.
Oper. & Maint.
FY 04
Item Amount
Use Agency's FY 04 rats increase (23,472)
Eliminates DMASWA Administrator (34,237)
Increase Landfill fee 91.71 /ton (34,250}
Consolidate positions of Admin/Educ {51,950)
Total, Landfill Fund (143,909)
FY 05 CumulatiVe
Amount Fy 04 Total
(23,472)
(34,237) Alternative
(34,250} Alternative
(51,950) Agernative
(143,909)
ATTACHMENT 7
Impact
Savings in Finance offset by reduced recharges to the utilities
Savings in Finance offset by reduced recharges to the utiI[ties-Stormwater share
Impact
Savings in Finance offset by reduced recharges to the utilities
Rate increase of 3.5% to address shortfall. Total rate increaase would be 6.5%.
Hire part t}me employee and redistribute work., reduced response time to contractors
Hire part time employee and redistribute work., reduced response time to contractors
Use outside services of $15,068, reduces response time to contrac[ors
Impact
No impact as covered by ~.75 per ton fee increased alreaoy scheduled for 7-1-03
SERVICE FUNDS
Category Dept
4 Oper. & Maint.
4 Oper. & Maint.
4 Engineering
FY 04 FY 05 Cumulative
Item Amount Amounl Fy 04 Total
Elim. Vehicle Supv. & upgrade Mech. (12,947) (12,947)
Eliminates Stock Clerk in Garage {22,977} (22,977}
Eliminated Eng II position (40,577} (40,577)
Total. Service Funds (76,501) (76,501)
Impact
ATTACHMENT 7
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED BY FUND
REFUSE OPERATING
Category Dept Item
FY O~t FY 05 Cumulative
Amount Amount Fy 04 Total
4
3
4
4
Oper. & Maint,
Oper. & Maint
Oper. & Maint.
Replace Cashier w PT Cashier (5,279) (5,279)
Increase fee from $7.60 to $7.64/month (8,776) (8,776}
~educes OT, Leaf rake out, and other 133,886) {33,886] Alternative
Reduces OT, Leaf rake out. and other (31,881} 131,881 Alternative
Total. Refuse Fund (79,802) I79.802)
Impact
Savings in Finance offset by reduced recharges m the utilities
Eliminates appliance pickup service, dedicates brush ties, college intern
E~iminate leaf rake-ou[ collection service
Attachment 8
AIRPORT
1
Attachment 5
Pg. 14
Eliminate 1.35 LEO
screening Positions.
Savings $55.299
Geneml Fund.
The elimination of 1.35 FTE Airport Security Personnel is
recommended, Currently the Dubuque Regional Airport is
not required to have a LEO at the screening checkpoint.
The response.in case of emergency will fall to the closest
available unit (determined by dispatch) from either the
County Sheriff's department or the Dubuque Police
Department with a response time necessary of under 15
minutes. This position has not been filled as the Airport
was waiting space availability in a law enforcement training
class.
'~lncluded in the City Manager's recommendation to City Council.
BUILDING SERVICES
1. Increase License Fees There are approximately 700 licenses impacted by
-k' for Most Tradespeople. this increase. The fees currently range from $25 to
Attachment 4, Savings $17,650 $150. The new range is $50 to $150. The City of
Pg. 13 General FUnd. Dubuque's licensing fees will be mid-range when
comparing them to other large cities in Iowa. These
fees have not been increased in over 10 years.
City Hall Maintenance
1. Reduce cleaning of Reduced response to individual cleaning issues.
"k City Hall from 5 days to Less floor covering maintenance. Cleaning of City
Attachment 3,. 3 days. Hall after Farmer's Market will wait until 5 PM on
Pg. 11 Monday. Savings $5,668 General Fund.
2. Reduce Property Requests for service of light ballasts, heating and
~ Maintenance. cooling problems will be grouped to reduce service
Attachment 3, call costs. Savings $2,298 General Fund.
Pg. 11
3. Reduce Miscellaneous Minimal impact to operations. Items.such as flags
'k Operating Supplies may not be replaced as often. Savings $1,059
Attachment 3, ' General Fund.
Pg. 11
City Hall Annex
1 Reduce Property This reduces frequency of entry and hallway rug
-~ Maintenance. Savings replacement service from biweekly to monthly.
Attachment 3, of $615 General Fund.
Page 11
2 Reduces Property Reduces the frequency of regular elevator testing
-~ Maintenance. Savings and preventive maintenance from monthly to
Attachment 3, of $475 General Fund. every two months.
Pg. 11.
3 Reduces HVAC This reduces heating season boiler checks from
-.~ Maintenance. Savings weekly to every other week.
Attachment 3, of $450 General Fund.
Pg. 11
Reduces evening Nightly custodial service expense would be reduced
4 custodial services, by reducing frequency of most tasks, eliminating
.~ Savings of $2,088 some tasks entirely, and if necessary, eliminating
Attachment 3, General Fund and custodial service on Monday nights. Restroom and
Pgs. 11 & 17 $312 Cable TV Funds. floor cleaning would remain priorities.
Included in the citY Manager's recommendation to City Council.
-25-
CABLE TV
I Eliminate all Cable This is a weekly source of information regarding the
-.~ Commission subscriptions Cable industry, its competition, and its regulators. One
Attachment6 to Multi-channel News. subscription would be retained for the Cable Franchise
Pg. 17 Savings of $890 Cable TV Administrator.
Fund.
2 Discontinue the Cable These are major focused references and eliminating
-~- Franchise Administrator'.sthem will reduce the amount and diversity of up-to-date
Attachment6 subscriptions to KAGAN's information on legal and regulatory developments
Pg. 17 Cable TV Law Reporter regarding Cable TV.
and Warren's Cable TV
Regulation Monitor.
Savings of $1,410 Cable
TV Fund.
3 Eliminates the "Promotion"This item is assigned to fund non-traditional promotional
.~ line item. Savings of $687. activities and methods for PEG Access Channels,
Attachment 6 including CityChannel 8, Keyline bus cards, posters,
Pg. 17 advertising proceeds, and special events.
I
4 Reduce equipment rental If there is a need for production, presentation or test
-~ from $826 to $100. equipment for an event, emergency backup, etc.,
Attachment 6Savings of $726 Cable TV equipment will have to be borrowed.
Pg. 17 Fund.
5 Discontinue memberships This will disconnect them from the only national
~ of staffand Tele- organization of public, educational and government
Attachment 6programming Commission access channels and operations.
Pg. 17 members in the Alliance
for Community media.
Savings of $531 Cable TV
Fund.
'k Included in the City Manager's recommendation to City Council.
-26-
CITY CLERK'S OFFICE
Package Recommendation Reduction/Impact to Current Operations
1 Reduction in Hours of This decision package would reduce the Permit Clerk
Attachment 7Permit Clerk from 40 to to 36 hours per week. The impact would be slower
Pg. 19 36 hours per week. response time to citizens, especially in the area of
Savings $4,106 General special event permits and cat/dog licenses.
Fund
2 Reduction in Hours of This decision package would reduce the Deputy City
Attachment 7Deputy City Clerk from Clerk to 36 hours per week. The impact would be
Pg, 19 40 to 36 hours per week slower response time to citizen and employee
Savings $4,773 General inquiries.
Fund.
3 Elimination of Overtime. Overtime - this decision package would eliminate all
CC Savings $1,350 General overtime for assistance with Civil Service testing. The
Attachment 3Fund. impact is that for large tests I would have to depend
Pg. 11 more on Civil Service Commissioners and department
heads for assistance with large tests.
4 City Council This decision package eliminates printing and binding
CC Proceedings. of Council Proceedings ("red" books) for four Council
Attachment 3Savings $1,190. General Members and the City Manager's office. One book
Pg. 11 Fund. would be provided to the Library and one will be
retained in the City Clerk's Office.
5 Council Records/Council This decision package eliminates the $4,500 payment
Cc Proceedings Book. to Loras College for microfilming old Council records
Attachment 3Savings $8,260 General and eliminates the part-time seasonal intern to scan
Pg. 11 Fund. Council records into Laserfiche.
6 Business Licenses. This decision package would increase the business
CC Savings $4,950 General license fee from $50.00 to $75.00 (transient
Attachment 4Fund merchants, junk dealers, secondhand dealers, etc);
Pg. 13 taxicab driver permits from $5.00 to $10.00; and
initiates a fee for special event permits ($10.00 for
parades and walks, $25.00 for festivals and large
events). Business licenses have not been increased
since approximately 1975.
Included in the City Manager's recommendation to City Council
-27-
CITY COUNCIL
1
Attachment 3
Pg. 11
2
Attachment 3
Pg. 11
3
Attachment 3
Pg. 11
Eliminates the annual
Boards and Commission
picnic. Estimated
savings of $2,400.
Discontinue the funding
for Sister City's program.
Savings of 2, 00Q
Eliminates Travel-
Professional
Conferences for all but
one person to attend the
upcoming NLC
conference. Savings of
$13,750.
This is an annual event used to recogmze the contribution
that volunteer board and commission members make to
the community and in particular to City government.
This program is used to cover expenses related to gifts
and event s sponsored by the City for representatives of
Dubuque's Sister Cities.
City Council members would no longer be able to attend
national conferences to stay up-do-date on federal
legislation and policies. This has been the only opportunity
for council members to exchange ideas with other council
members throughout the country.
Included in the City Manager's recommendation to City Council.
-28-
CITY MANAGER'S OFFICE
1 Eliminates safety training This provides safety training and on site safety and health
Attachment consultant. Savings of inspections by Loss Control Specialist. This also includes the
7 $2,500. confined spaces training and would have to be covered by in
Pg. 19 house training. Specialty testing such as sound level testing
would not be available.
2 Discontinue Employee The Employee Assistance Program provides confidential
Attachment Assistance Program. counseling to employees and their family members for a variety
7 Savings of $5,300. of personat problems. Eliminating this program may mean that
Pg. 19 the employees would obtain this assistance through the health
plan or not at all, which could result in loss time or lower
productivity.
3 Reduces the hours of the Duties such as preparation of the neighborhood newsletters
Attachment Neighborhood would be shifted to the Public Information Officer. Support of
7 Development Specialist neighborhood organizations would be diminished. Block grant
Pg. 20 from 40 hours per week to funds freed up from this decision package would be used to
30 hours and eliminate support the Community policing Program if eligible.
' Neighborhood Newsletter.
Savings of $25,644 CD
Block Grant Funds
4 Eliminates Sensitivity This training is provided to new employees and refresher
* ' Training for City training for existing employees.
Attachment employees. Savings of
3 $3,000.
Pg. 11
5 Elimination of the Wellness The Wellness Program provides among other activities,
~ Program. Savings of diagnostic tests for employees. Eliminating this program could
Attachment $9,700. mean that a disease or sedous condition may go undetected for
3 some time and cost more to treat at a later date.
Pg. 11
6 Eliminates the Graphic Forms preparation will need to be done by department clerical
-k Artist position and related staff. Promotional materials will be prepared in-house, with
Attachment supplies & services, existing software tools. The quality will not be the same level
6 Savings of $60,858 in produced by the Graphic Artist.
Pg. 17 Cable TV funds.
7 Elimination of City Expo An alternative to this decision package is to make this an every
-k event. Savings of $9,000 other year program.
Attachment Cable TV Funds.
6
Pg. 17
-29-
8 Changes the quarterly City This maintains the informational/educational purpose of the
-k Focus newsletter to a newsletter but diminishes the quality of the final product.
Attachment quarterly, two-page (four
6 sides) insert in the utility
Pg. 17 bills. Savings of $23,700
Cable TV Funds
9 Personnel would eliminate The information would either not be available or other sources
-k some of their reference would be pursued to provide the needed information.
Attachment subscriptions. Savings of
3 $2,000.
Pg. 11
10 Eliminates employee gifts This program was initiated by the Employee Recognition Task
-k and service awards Force.
Attachment presented each year as
3 part of the Spirit Luncheon.
Pg. 11 Savings of $4,072.
11 Eliminates college This program was initiated in FY 2001.
-k reimbursement funds for
Attachment City employees taking
3 eligible college level
Pg. 12 courses. Savings of
157,400.
12 Eliminates the opportunity This program has been used for leadership training and
-k to send three to four effective training for new managers.
Attachment managers and supervisors
3 to the Dale Carnegie
Pg. 11 training program each
year. Savings of $3,431.
13 Eliminates catering for Work sessions will be scheduled to avoid the need for meals.
-k employee coffees, special
Attachment council work sessions and
3 meeting room expense.
Pg. 11 Savings of $2,500.
-30-
14 Reduces the number of full This program is used for scanning and ease of information
-k LaserFiche licenses by two storage and retrieval. The number of active uses is less than
Attachment and reduces the number of originally anticipated and should not impact current users.
3 read only licenses from 50
Pg. 11 to 25. Savings of $1,980.
15 Eliminates printing of The information will still be accessible via CD ROM or at the
~ budget documents except Library.
Attachment for copies in Clerk's Office,
3 City Manager's Office,
Pg. 11 Finance and Library.
Copies will be available to
the public on CD ROM at
cost. Savings of $5,360.
16 Eliminates the meals Work sessions will be scheduled to begin a half hour later.
-k provided dudng budget
Attachment work sessions with City
3 Council. Savings of
Pg. I t $2,650.
17 Eliminates the The Cable TV and Emergency Communication Divisions will be
-k Administrative Services reassigned to report to other department managers. The
Attachment Manager position effective savings reflects a change in classification and filling the position
5 January 1, 2004 and- at Step A.
Pg. 14 replaces with Budget
Director position. Savings
of $18,135.
-k Included in the City Manager's recommendation to City Council.
-31-
ECONOMIC DEVELOPMENT
1 Eliminate the position of Eliminate the position of Economic Development Director,
Attachment 7Economic Development assign supervisory duties to Planning Services Director,
Pg. 19 & 20 Director. Savings FY 04 and employ an additional full time Associate Planner-
$8,124 General Fund, Economic Development. Position elimination will have a
$3,160 CDBG Funds, short-term impact on City Council initiatives, but can be
$11,757 UDAG Funds); quickly overcome with adequate training of new Associate
FY 05 $47,713 Planner. This recommendation would have a saving
impact of $23,037 in FY 04 and $47,713 in FY 05 with a
two-year total of $70,750.
2 Fees for Grant and Loan Department staff provides services of loan packaging,
Attachment 7 Processing and Tax grant and loan applications for state assistance, and tax
Pg. 19 Increment Financing. increment financing deals, all at no cost to the benefiting
Savings $4,000 General business or industry. Economic Development Director
Fund. proposes fees be charged to compensate for staff time.
Minimum fee should be $500, escalating to 1/2 of 1% of
loan amount. Effective on new projects.
3 Federal Initiatives City Washington DC Federal Initiative is a high priority and
"k Savings $13,218 has been very successful. In FY03 City has received
Attachment 3 General Fund $2,000,000 from EDA for Adams Company purchase,
Pg. 11 $2,000,000 for the IA32 project, $360,000 from HUD EDI
for property acquisition and mitigation in Port of Dubuque,
~ and $2000,000 from EPA Brownfields Assessments. The
FY03 budget for the Initiative is $22,980. Costs have been
approximately $9,000. This new initiative, with a big
budget, is over-funded for FY 04. I recommend this activity
be reduced to $13,218. Service levels and success in
obtaining federal funds will not be impacte~t.
4 Education, Training, andDepartment staff is experienced and well trained. The
-~ Conferences. Savings $3,459 budgeted for conferences, training and education,
Attachment 6 $2,500 CDBG Funds in CDBG (210) can be reduced.
Pg. 16
'k Included in the City Manager's recommendation to City Council.
-32-
EMERGENCY COMMUNICATIONS CENTER
1 Decrease part time This decreases the number of dispatchers working from
Attachment 7 dispatcher hours from 84 three down to two during morning and afternoon shifts.
Pg. 19 to 36 per week. Savings Three dispatchers would still be scheduled from 4:00 pm
$41,009 less $13,696 until midnight, except on Sunday evening when the
County share. Net savings schedule would drop down to two dispatchers at 10:00
$27,312. pm. The phone tree would need to be reactivated or one
administrative line terminated. All wireless cal~s would
be answered at Cedar Falls State Radio and pre-arrival
instructions on 911 calls would be eliminated.
2 The annual maintenance This is an allowable expense under 34A and would
-~ contract on the Computer impact the ability to use these funds in the future for
Attachment 3 Aided Dispatch software equipment replacement or other eligible expense.
Pg. 11 would be transferred over
to the County budget to be
allocated out of the
surcharge money.
Savings would be $22,999
less $7,299 County share.
Net Savings $15,311.
3 Eliminate Ride Along This program provides annual ride along time with Police
-~ training program for or County Deputies or observation time in a hospital
Attachment 3 dispatchers. Savings of emergency room. This gives a dispatcher a better
Pg. 11 $2,500 less $835 County understanding of Public Safety roles outside of the 911
share. Net Savings Center and what takes place in an emergency by staff at
$1,665. the scene. This package eliminates the hours currently
budgeted for this program.
4 A new fee of $20 per tape Tapes are now being produced at no cost. The Public
'k is initiated. Estimated Safety Committee approved cost recovery at their May
Attachment4 revenue generated of meeting. The base rate will be pro-rated by the hour to
Pg. 13 $2,000. cover requests exceeding one hour to copy the call(s).
'k Included in the City Manager's recommendation to City Council.
-33-
EMERGENCY MANAGEMENT
1 Notification of official
documentation for this
Attachment 3 year's Federal FY2003
Pg. '~1 allocation is $2,542.01
This is an increase for the
current year of $3,541.
No impact.
Included in the City Manager's recommendation to City Council.
-34-
ENGINEERING/PUBLIC WORKS
1
-~ Elimination of This currently vacant position would have provided for
Attachment 5 Engineering Assistant II ~dditional inspection of subdivisions to ensure that
Pg. 14 developers construct infrastructure that meet City of
~)ubuque standards. Currently, Engineering inspectors are
spread thinly over multiple project sites resulting in extended
3eriods of time when infrastructure, that will become City's
-naintenance responsibility in the future, is installed without a
~roper level of inspection.
The Ell position would have inspected private developments
Io ensure that improvements are constructed as approved
Ihrough the Major and Minor Site review process (planned
and manage growth).
In addition, the Ell position would have inspected
construction sites to ensure that adequate erosion control
measures are in place in the initial stages of the work and
that they are maintained property throughout the project.
The position would have provided drafting and preliminary
design, under the supervision of staff engineers, of streets,
sewers, and other miscellaneous Capital Improvement
Projects that are currently budgeted. Over the past few
~ears, a backlog of storm and sanitary sewer projects has
formed due to the time demands on current staff. The loss
of this position will result in longer response time to citizen
requests for information and to respond to complaints.
Input of GIS information and project information updates
would be delayed. Assistance to other departments for
engineering assistance for projects would become a lower
priority. Savings of $19,050 Ge.neral Fund and $40,577
Service Fund.
2 Reduce Overtime Elimination of General Fund overtime pay. Certain tasks will
~ be delayed and potentially left undone, particularly in regard
Attachment 3 to administrative matters. Savings of $8,000.
Pg. 11
3 Establish a Revocable and Irrevocable License processing for individual
-~ Revocable/Irrevocable use of the City's public right-of-way (R.O.W.) are currently
Attachment 4 License charged $50 unless otherwise indicated. Many of the
Pg. 13 Revocable Licenses are for such things as retaining walls,
awnings, signs, railings, and steps. Irrevocable Licenses are
for such things as ramps, stair enclosures, fire escapes.
Both the Revocable and Irrevocable allow the applicant to
utilize the City's ROW on a temporary/permanent basis. The
administrative time for documentation and preparation for
City Manager or City Council approval, and field checks
involve at least two hours. The license fee for the
applicant's use of the City ROW for an extended time would
be set at a cost of $100 for Revocable and $500 for
Irrevocable Licenses. Since 2001 when the Licenses
replaced the Construction Ordinances, there have been
seven (7) Revocable and seven (7) Irrevocable Licenses
)rocessed. Savings of $1,800.
4 Establish Traffic Control This would create a fee of $50 for City staff to review/create
'k Permit Fee a traffic detour, lane closure, or parking removal permit
Attachment 4 associated with private contracting work within the public
Pg. 13 right-of-way (R.O.W.) Approximately 50 per year = $2,500.
Currently the Traffic Engineer Technician spends a
considerable amount of time to discuss detours, closures,
parking removals, assist in defining best route, and public
notification of traffic detours. This also includes coordination
of multiple closures, detours for various utilities, non-City
projects, and utility repairs. This new revenue generated by
this fee would recover the City's cost to provide this service
~ to private contractors. Savings of $2,500.
5 Establish a Site Plan Review Engineering currently reviews proposed site plans for
Attachment 7 Fee developments, assessing impacts to and use of City utilities
Pg. 19 and the impacts to storm water drainage and traffic flow in
Ihe vicinity of the development: Major Site Plan Review:
$320 (Average 8 hours per review at $40/hour)
Minor Site Plan Review: $240 (Average 6 hours per review
at $40/hour). There are approximately 20 Major Site Plans
and 30 Minor Site Plans per year. Savings of $13,600.
-36-
6 Site Plan Inspection This improvement would create new fee to fund the
Attachment 7 ~nspection of developments to ensure that private
Pg. 19 construction proceeds as approved and required in the site
~lan, such as location of curb cuts, stormwater design,
erosion control facilities. The proposed fee will charge the
following: Developments 1 acre: Avg. 2 visits, 1.0 hr. per
visit, @ $35 per hr. = $70; 1 acre < Developments 10
acres: Avg. 3 visits, 1.5 hr. per visit, @ $35 per hr. $160
Developments > 10 acres: Avg. 5 visits, 2 hr. per visit, @
$35 per hr. = $350. On average, there are:
25 developments @ $70 = $1,750
15 developments @ $160 = $2,400
4 developments @ $350 = $1,400
Savings of $5,550.
7 Increase Dumpster Permit This would increase the permit fee to place a dumpster in
~r Fee the public right-of-way. The current annual renewal fee is
~,ttachment 4 $10, this would increase the fee to $100/year to Cover the
Pg. 13 cost of review of the dumpster condition, use and location
for compliance with the permit. Currently the $10 per year
fee does not cover the actual cost for this service. The
temporary dumpster fee would increase from $5 to $20 for a I
30-day permit. 60 permanent dumpster permits @ $90
(increase) = $5,400; 30 temporary dumpster permits @ $15
(increase) = $450. Savings of $5,850
8 Sidewalk Inspection Fee The Sidewalk Permit Fee will increase from $10 to $50 if a
-~ defect is found as part of the City-wide Sidewalk Inspection
Attachment 4 Program. All other sidewalk permit fees will be increased
Pg. 13 from $10 to $30. This fee is to cover the time required to
~erform the inspections, find ownerships, mail notices,
discuss issues with property owners and contractors. This
additional fee is representative of the actual cost of this
program per defect, on the average. Typical sidewalk
~nspection (related to Sidewalk Inspection Program) Costs: 2
visits, 1/2 hr. per visit, @ $28 per hr. = $28
Associated administrative documentation, 1 hr. per site, @
$28 per hr. = $28
Total estimated cost per site: $56
500 Sidewalk permits (related to sidewalk inspection
program) @ $40.00 (increase) per permit = $20,000
50 Sidewalk permits (as part of regular installation of new,
'epair, or replacement of existing sidewalk @ $20.00
(increase) per permit = $ $1,000.
Savings of $21,00.
-37-
9 Engineering Assistant II (re- Currently, an Engineering Assistant 1t (Ell) position
~ appropriation of Funding) $59,627) is funded by a 32% to 68% split between the
Attachment 5 General Fund and the Service Fund respectively. This
Pgs. 14 & 18 would modify the split to 12% from the General Fund, and
88% from the Service Fund. This results in a $11,934
decrease in the General Fund with an equal increase in the
Service Fund. As a result of the change, the Ell will provide
the following services: Private development inspection - The
Ell will inspect private developments to ensure that
~mprovements are constructed as approved through the
Major and Minor Site review process. In addition, the Ell will
~nspect construction sites to ensure that adequate erosion
control measures are in place and fully operational.
As a result of the change, the Ell will no longer provide the
following services: 1. No longer assist with public utility
location requests resulting in a slight increase in response
:ime. 2. No longer provide drafting/design services for non-
31P budgeted projects. This will move the responsibility
2nto another Ell position increasing the response time.
Savings of $11,934.
10 Elimination of This calls for the reduction of Engineering staff by
~ Traffic Engineering Assistant ~liminating the vacant Traffic Engineering Assistant (TEA)
Attachment 5 ~osition )osition. When the position was vacated, the duties (design
Pg. 14 of street lighting, design operation and administration of
maintenance of traffic lights, review of traffic plans, archive
data management, etc.) were taken over by a Civil Engineer
1. Savings of $56,982 General Fund and $8,727 Service
Fund.
'k Included in the City Manager's recommendation to City Council.
-38-
Finance Department
I Eliminate investment managers and Returns are difficult to anticipate but possibility for
~,ttachment 7;ustodian for the funds held as longer slippage exists $70,000 net General Fund.
Pg. 19 investments and replace with an internal
uli-time employee who would assume
investment management duties and
additional duties in Finance and utilize an
advisor on a limited basis for strategy
2 Bi-weekly mailing of utility bills (savings in Current meter reading contract does not expire until
Attachment 7 postage, envelopes & mailing) 7/1/04 and firm unwilling to terminate early or readjust
Pg. 22 ~t this time. Would lose investment income due to the
delay in receiving funds and customers would ,
probably not respond positively $40,000 net in Utility
Fund.
3 Eliminate summer Intern Work to assist in preparation of workpapers for the
~ annual audit would be reassigned to other personnel,
~ncreasing their work load $2,000 in General Fund.
Attachment 5
Pg. 14
4 :~educe hours for the full-time Purchasing Time to assist departments in their purchasing efforts
~,ttachment ?Coordinator to 36 vs. 40 per week may be delayed slightly and time to assist Finance on
Pg. 19 other projects would be limited $4,988 in General
Fund.
5 Eliminate full-time Fiscal Coordinator Fiscal Coordinator spends nearly 100% of efforts on
~ aosition and replace with part-time payroll issues which require changes in procedures
&ccount Clerk I position @ 25 hours per and will necessitate other departments entering payroll
~.ttachment 5week. Reduce overtime associated with hours, with the review handled in Finance $42,206 in
Pg. 14 ~osition eliminated General Fund.
6 Replace full-time retidng Cashier in UtilityFinance staff would need to provide additional
Attachment 7 Billing with a part-time Cashier @ 25 assistance to Utility Billing with limited service level
Pgs. 21 & 22 hours per week at a lower pay step. change anticipated $21,117 in Utility Funds.
Would require additional overtime or extra
hours to compensate for less hours.
7
~ Collect/monitor loans for Community Community Development would reimburse Finance as
Development presently eutsourced to a ~pposed to bank $6,000 to General Fund.
Attachment 3 local bank
Pg. 11
-39-
8 Charge Parking for additional time to
.~ cover for the Cashier assigned full-time to
, . ~lcollecting parking tickets when on
AttaF~nr~n' '~ vacation, lunch and breaks, sick leave
g' and casual day
9
Attachment 6
Pg. 15 & 16
Replace retiring full-time Account Clerk I
in Utility Billing with individual at a lower
pay step
There would be no impact on services, simply costs
shifted, $4,000 savings to General Fund.
There should not be an impact on services other than
[he initial time for a new employee to become
acclimated to the position $4.282 in Utility Funds.
Included in the City Manager's recommendation to City Council..
FIRE DEPARTMENT
1 Eliminate nine (9) This will cause for the reduction of 9 Firefighter positions
Attachment 7Firefighter Positions. and closing of 2 fire stations. Station #5 at 689 South
Pg. 19 Grandview and #6 at 1500 Rhomberg. This will cause for
This is an alternatelonger response times for medical and fire calls and 3 less
package and not personnel per shift for firefighting duties. It is
interchangeable, recommended that the following activities be eliminated in
order to increase the amount of time for personnel to be
Savings of $613,883 in available for emergency responses. Rental Housing
General Fund Inspections, fire hydrant maintenance, Ist Response
Ambulance outside of city in the Key West Fire District.
The Firefighter position that currently spends 8 hours of a
24 hour shift in Fire Marshal office, also recommend
discontinue Tactical Medic monthly training and stand-by
for special events be fully funded by organizing parties.
This will cause for nine (9) employees to be laid off.
2 Eliminate six (6) This will cause for the reduction of 6 Firefighter positions
Attachment 7Firefighter Positions. and closing of 1 fire station. Fire station #5 at 689 South
Pg. 19 Grandview would be closed and this will cause for longer
This is an alternate response times for medical and fire calls and 2 less
package and not personnel per shift for firefighting duties. It is
interchangeable, recommended that the following activities be eliminated in
order to increase the amount of time for personnel to be
Savings of $397,498 in available for emergency responses. Rental Housing
General Fund Inspections, 1st Response Ambulance outside of city in the '
Key West Fire District. The Firefighter position that
currently spends 8 hours of a 24-hour shift in Fire Marshal
office. It is also recommended to discontinue Tactical
Medic monthly training and stand-by for special events be
fully funded by organizing parties. This will cause for six
(6) employees to be laid off.
3 Eliminate three (3) FireThis will cause for the reduction of 3 Firefighter positions, 1
~:- Equipment Operator per shift. This will be the Fire Equipment Operator on
Attachment5 Positions Command 528. This unit would then be operated by the
Pg. 14 Assistant Chief. It is recommended that this unit would
This is an alternate only respond to structure fires and rescue calls and
package and not discontinue medical responses. It is also recommended to
interchangeable, discontinue Rental Housing Inspections in order to
facilitate pre-plan & business inspections, eliminate tactical
Savings of $190,944 in medic monthly training. Stand-by for special events be
General Fund. fully funded by organizing parties to relieve overtime
payments. This package will cause for three (3)
I employees to be laid off.
-41-
4 Change County share The city of Dubuque has a 28E agreement with Dubuque
'k for HAZMAT to a per County to provide Hazardous Material response by the
Attachment 4capita charge. Savings Dubuque Fire Department. Under that agreement the
Pg. 13 of $33,321 in General county pays $6,000.00 annually to the Fire Department for
Fund. equipment, training and supplies. The Fire Department is
proposing a $1.25 per capita for population outside the
city, which is 31,457 as per the 2000 US Census. This
would be an annual cost of $39,321.00 that would replace
the $6,000.00 fiat fee. Several HAZMAT teams in the
state of Iowa have similar agreements with their counties.
This approach would be comparable to those.
5 Charge for Confined Currently we provide confined space rescue to local
-~ Space Rescue industries at no charge. We are proposing for a confined
Attachment 4Agreements with local space rescue agreement with local industries at $500.00
Pg. 13 industry. Savings $4,500each. This fiscal year we've had nine (9) companies that
in the General Fund. have agreements with the Fire Department.
Included in the City Manager's recommendation to City Council.
FIVE FLAGS CIVIC CENTER
I
I Reduce the building It is difficult to explain the impact of this reduction because
"k supervisor position to 20 there are so many variables. This position is primarily
hours per week. Savings of responsible for repairs to the heating and air conditioning
Attachment 5 $34,011 General Fund. systems, general repairs around the building and general
Pg. 14 safety and security of the building. With this position limited
to 20 hours per week, some repairs wilt have to be done by
other employees or contracted out. The result would be
longer repair times and a possible increase in the property
maintenance line item of the budget. I have added $2,000 to
property maintenance to cover the possible increase. Also,
this position is in charge of building operations when the
Operations Supervisor is off and serves as the backup
person to control the temperature of the building from his
home. Other staff would need to be scheduled to open and
close the building. Impact on the public would only be
noticed if delayed repairs impact their event.
2 Increase the public skating No decrease in participation is anticipated as a result of this
fees by 50 cents: increase. This fee was last increased in Fiscal Year 2000.
"~ adults $3.50 to $4.00
Attachment 4 youth $2.00 to $2.50.
Pg. 13 Savings of $2,050 General
Fund.
3 Increase the skate rental fee No decrease in participation is anticipated as a result of this
.,~ from $1.00 to $1.50. This is increase. It is not known when this fee was last increased.
the fee paid for rental of ice
Attachment 4 skates for public skating
Pg. 13 sessions. Savings of $1,175
in General Fund.
4 Increase all labor rates 50 Labor rates are recharged to the user group and are a
..~ cents per hour. Savings of revenue stream for the Center. These rates were last
$4,865 in General Fund. increased in Fiscal Year 2001. As pay rates increased the
Attachment 4 last few years, the "profit" margin has reduced because our
Pg. 13 recharge rates have not increased.
Labor rates are always an issue for the user and this
increase will be met with some negative comments. Any
time there is a rate increase there is this type of reaction. No
decrease in building usage is expected as a result of this
increase but some complaints are expected.
-43-
5 Initiate a $1.00 surcharge on Most all similar facilities have a surcharge ranging from 75
.~ event tickets sold through cents to $3.00 per ticket. We would only put this surcharge
the Center's ticket office, on tickets we sell. The Thunderbirds, Dubuque Symphony,
Attachment 4 Savings of $34,500 in and high schools sell most of their own tickets and would not
Pg. 13 General Fund. be required to have the Center sell their tickets.
There will be a negative public reaction to this surcharge
until the public gets used to the charge. It is a common
cha~-ge in the industry, but it will take a while for it to be
accepted in Dubuque.
Included in the City Manager's recommendation tO City Council.
-44-
HEALTH SERVICES
I Environmental Sanitarian Decrease in expenditures for FY 04 $9838, FYi05 $8732.
Attachment 7Assistant position would Nuisance, weed and garbage control response and
Pg. 19 be decreased by eight (8) remediation time would be increased. Less time would
hours to 32 hrs/wk, be available for inspections, notices to violators, personal
Savings of $9,838 in follow-up and re-inspections for compliance.
General Fund
2 Increase late penalty for Increase Revenue of $3750 for FY 04 & 05.
~ purchasing dog/cat This would encourage pet owners to buy licenses on
Attachrnent4licenses from $5 to $10. time, reduce staff time, and increase revenue.
Pg. 13 Savings of $3,750 in
General Fund.
3 Eliminate overtime pay forOvertime would be compensated through flextime and
-~ Animal Control Officer. compensation time. This would decrease the availability
Attachment 3Savings of $1,494 in FY of the Animal Control Officer during normal working
Pg. 11 04 & $1,539 in FY 05. hours resulting in less service and/or increased burden
on the Police Department.
4 Eliminate overtime pay for
-~ sanitarians. Limited afterThis would result in fewer evening/weekend temporary
Attachment 3hour time spent on food stand inspections and other activities. This would
Pg. 11 inspections and other ultimately result in longer response time for resolving
activities would result inenvironmental nuisances, weeds, garbage etc.
flex and compensation
time during regular
working hours. Savings of
$3,268 in FY 04 & $3400
in FY 05.
5 Temporary hired staff for
~ secretary would be Other health services/cable TV department staff would
Attachment 3reduced for coverage cover duties while secretary was absent.
Pg. 11 when secretary is on
vacation/sick. Savings of
$885 for FY 04 & $902 for
FY 05.
-45-
6
Attachment
Pg. 12
7
Attachment 4
Pg. 13
Reimbursement for
bioterrorism activities.
Savings of $5,000 in
General Fund.
Increase dog and oat
license fees $2 for
spayed/neutered animals
and $7 for non-
spayed/non-neutered
animals (resulting in
animal license fees of $10
for spayed/neutered
animals and $25 for non-
spayed/non-neutered
animals. Savings of
$10,841 in General Fund.
Increased revenue $5000 for FY 04 & $5400 for FY 05.
Activities are reimbursed by Iowa Department of Public
Health through Region 6 and Dubuque County for
bioterrorism activities including planning, travel, training,
live exercises and drills, West Nile and encephalitis
surveillance, responding to outbreaks, public health
disasters, community education and purchasing supplies.
These activities began in FY 03 and funding is projected
(at a minimum) through FY 05. This is a conservative
estimate.
Increased revenue of $10,841 for FY 04 & $17.400 for
FY 05.
These fees were last raised in 1998. The increase for
cat licenses would not occur until '05 since '04 licenses
are already on sale. This increase would result in the
animal control activity being more self-supportive and
would encourage pet owners to spay/neuter their pets.
The average license cost of neutered/spayed animal for
five (5) major cities in Iowa is $11 for non-
spayed/neutered average cost is $29.
Included in the City Manager's recommendation to City Council.
-46-
HOUSING SERVICES
1 Increase Rental License A proposal to raise the unit cost of license fees by $.50.
~ Fees. Savings of $3,595 The increase from $8.50 to $9.00 per unit,, will produce
Attachment 4 in General Fund. $3595 in additional annual revenues. The fee was last
increased in 1998, when the per unit fee was increased
Pg. 13
from $8.00 to $8.50
lA Reducing expenditures A second proposal for this activity reduces costs by
(Alternate) for General Housing $2,200. This includes a proposal to shift $1,000 in
010 Activity: office supplies, vehicle expenses to the Lead Paint (215) Activity. The
.~ printing and vehicle justification for this is that the Senior Housing Inspector
Attachment 3 operating costs, does not use the General Housing Activity vehicle; for
Pg. 12 Savings of $2,200 the past five years, this vehicle has been used by lead
General Fund. paint staff and also as an over-the road car for all
Department staff; no service impact.
2 Reduce expenditures for A proposal reducing costs by $1,397 in CDBG funds. No
210 CDBG Administration: Service impact.
'Cc copying, travel.
Attachment 6
Pg. 16
3 Reduce expenditures for A proposal of reductions totaling $8,970. Of significance
210 Housing Rehab Activity: is the proposal to eliminate the "River Town Rents"
-~ legal notices printing, survey, saving $6,000.
Attachment 6 memberships, mileage,
Pg. 16 telephone, software
license, chairs, annual
rent survey. Savings of
$8,970 in CDBG funds.
4 Reduce expenditures for A proposal ceasing "Thank You" letters to landlords;
230 Section 8 Housing cease mailing application packets (will be posted on
~ Activity: overtime, office line); FSS clients visited less frequently in their homes;
Attachment 6 supplies, postage, office cease returning long distance calls to clients. Savings
Pg. 17 equipment maintenance, $4,240 in Section 8 funds. Less impact of police
printing, legal notices,background check fee of $10 per background check.
subscriptions,
memberships, mileage,
training, telephone,
travel, temporary help.
-k Included in the City Manager's recommendation to City Council.
-47-
HUMAN RIGHTS
1 Reallocate HUD This decision package allocates $10,000 of
~ Administrative Cost Funds administrative cost funds from our annual HUD contract
Attachment 3to full-time staff salaries, to full-time employee salaries. This will allow us to
Pg. 12 Savings $10,000 General maintain the same basic level of fair housing related
Funds. services, so long as we continue to receive a HUD
contract. There is a slight risk that this action will be
viewed as contrary to the HUD contract terms, resulting
in a reduction or elimination of HUD funding. It is
especially important that service reductions occasioned
by any other decision packages not be allowed to affect
our ability to carry out fair housing related services or we
will be placing our contract funds in serious jeopardy.
2 Eliminate Human Rights This decision package eliminates the seasonal legal
'A' Intern Position. Savings intern position beginning in May 2004, and allocates
Attachment 5$13,872 General Fund. HUD funding from the FY04 budget to cover the intern's
Pg. 14 services from July I -August 15, 2003. Elimination of
the intern position will increase the case investigation
duties of the Director, effectively cutting in half the time
that the Director is available for activities beyond case
processing. As a result, the following services will need
to be reduced or eliminated as indicated:
1) Faces & Voices - restructured to a one-day event
handled by volunteers
2) Dubuque Dispute Resolution Center - eliminated
3) Training for employers - eliminated
4) The Director will no longer hold leadership positions in
professional organizations, and other outreach and
education will be performed based on community needs,
commission priorities, and staff and commissioner
availability as caseload fluctuates.
-k Included in the City Manager's recommendation to City Council.
-48-
INFORMATION SERVICES
1 This item would drop Some of this change was assumed in the adopted
-~ support and licensing for maintenance budget. The service level change is to
Attachment 3several GIS and database necessitate the upgrade to new versions of the software.
Pg. 12 software that are either Dropping this maintenance is dependent on the server
used infrequently or wouldreplacement ClP being funded. Savings generated by
be changed from desktop this package for FY04 is $1,702 in General Fund.
to server based licensing.
2 This package represents a The hours per month have been maintained at 25 hours
-~ re-negotiation of the per month to be used exclusively for Information
Attachment 3service contract for server Services and not shared with Carnegie Stout Public
Page 11 support with Information Library. Installations will be billed separately from the
Services USA. contract. Hours will carryover from month to month.
Savings generated by this package for FY04 is $5,000 in
General .Fund.
3 This package eliminates The service level change for this package may be
~ compensated overtime departments waiting for service to be done to computers,
Attachment 3and moves to a printers or servers until the following business day.
Pg. 11 compensatory time only Savings generated by this package for FY04 is $6,835
method of overtime General Fund.
compensation.
4 This package would Any after hours support would be'performed on a time
-~ reduce network and materials basis. In our history of work with CEC we
Attachment 3maintenance hours done have never had occasion to make a service call after
Pg. 11 by Communications 5:00 pm, but service technicians have performed work in
Engineering Company the evenings and on weekends. With this package, this
(CEC) from their current work would be delayed until "normal" business hours or
24 x 7 level to an 8 x 5 would be charged at a time and materials ]eveHf deemed
level, necessary. Savings generated by this package for FY04
is $5,000 in General Funds.
-49-
5 This package moves the In conversations with Midland Communications, our
")r management of e-mail to existing voice mail server is equipped to handle e-mail in
Attachment 3in-house rather than addition to each voice mail box. Review of that server
Pg. 12 utilizing Lighthouse showed it to have adequate disk and memory resources
Communications for e- for e-mail. A tape backup would need to be purchased
mail hosting services, along with the appropriate software. IS staff is currently
administering mailboxes through an on-line interface.
The effort (once initially configured) would be the same
for staff to perform mailbox changes. This change would
lose the ability for City staff to use a secure web-based
e-mail (web-mail). Dial-up accounts would still be
available through Lighthouse. It would provide a secure
in-house only mail system that the DLEC and other staff
has requested, who wish to have e-mail services for their
employees, but do not wish to give employees full
access to the internet. The City currently maintains 333
mailboxes at a cost of $4.20 per month. Savings
generated by thispackage for FY04 is $13,058 in
General Fund.
-50-
LEGAL DEPARTMENT
I Eliminate Seasonal This decision package eliminates the seasonal
-~ Intern. Savings of intern position as of August 1, 2003, decreasing
Attachment5 $7,008 in General Fund. budgeted amount from $10,011 ($9,300 in wages
Pg. 14 and .0765 for FICA) to $3,003 (July 1 through July
31, 2003). During the timeframe of August 1
through August 15, 2003, intern will perform fair
housing work for Human Rights and be paid with
~ HUD funds.
Impact would be as follows:
1. Adds approximately 8-10 hours to work week
in which City Solicitor will have to perform on
weekends or at home, regarding traffic,
administrative search warrants, etc.
2. City Solicitor will no longer be able to
efficiently work on updating ordinances,
relating to the Police and Human Rights
Departments.
3. Response time for opinions will be
significantly longer.
2 Eliminate Budgeted This decision package eliminates budgeted amount
~ Amount For "Education for the "Education & Training" line item (74% of
Attachment 3& Training" $1,300 or $962.00 in General Fund).
Pg. 11 Impact would be as follows:
1. It is essential for attorneys to keep abreast of
the constant changes relating to legal matters
and therefore will require Corporation '
Counsel and Assistant City Attorneys to fund
as a personal expense.
3 Reduces Budgeted This decision package reduces budgeted amount for
Amount For "Damage the "Damage Claims" line item from $75,500 to
Claims". $60,000.
Savings of $15,500 in
General Fund.
4 Decreases Budgeted No impact. Decreases budgeted amount for Health
-~ Amount For "Health Insurance from $17,206 to $12,904. Budgeted
Attachment 3Insurance.~ Savings Health Insurance amount for Legal Services
Pg. 11 $4,301 in General Fund. Secretary to be split with the Police Department.
-51-
5 Creates Revenue For This decision package creates revenue for work
-.~ Legal Work Performed done by the Legal Department regarding Board of
Attachment4 Regarding Board Of Review Tax Appeals.
Pg. 13 Review Tax Appeals $10,000 in revenue generated.
6 Creates Revenue For This decision package creates revenue for work
Attachment 7Legal Work Performed done by the Legal Department regarding Storm
Pg. 19 Regarding Storm Water Water Retention Projects, to be funded by the Storm
Retention Projects Water Operating Fund.
$10,000 in revenue generated.
7 Would Create Revenue This decision package would create revenue for
For Legal Work work done by the Legal Department for the
Performed Relating To Economic Development Department to be funded by
The Economic TIF Districts.
Development $10,000 in revenue generated
Department (To Be
Funded By TIF Districts)
Included in the City Manager's recommendation to City Council.
-52-
CARNEGIE-STOUT PUBLIC LIBRARY
1 Eliminate one full time Library hours will be cut to 50 from 69 spanning six days
--~ professional position )er week. The library will most likely lose accreditation,
and one part-time which equates to $35,000 per year in State funding. Major
Attachment 5 assistant position; exhibits/programs will be discontinued; tours of library cut
Page 14 Reduce hours of two back, reduction in programming overall with in-house
full-time employees to graphics, design and display also reduced. Eliminate
part-time and one half- virtual reference back up, volunteer coordinator, vertical
time employee to ¼ file, proctoring exams, notary public, and extension
time. Savings $126,865 services (deliveries to nursing care facilities, etc.)
General Fund.
2 Increase revenue by Inter-library loan is a service offered to all patrons whereby
-)~ charging for Inter-library if the library does not own an item it is borrowed from
loan service, meeting another library. This has been offered free of charge in the
Attachment 4 room fees, and past. Most Iowa libraries are initiating this charge to offset
Page 13 requesting a donation the high cost of the service. We will begin charging for this
for library cards, service. Meeting room fees will be evaluated for increase
Savings $4,300 General for the first time since 1998. We have never asked for a
Fund. donation for a library card, and I believe this is
unprecedented in Iowa.
3 Eliminate the Americorp No outreach service to day cares, pre-schools, and
. ~(- Member, reduce ads community schools. Elimination of partnerships that take
and promotion, staff time or require time away from the building.
Attachment 5 education & training, Reduction in continuing education for staff runs the risk
Page 14 postage, DP that professionals may not be able to maintain their
maintenance, pdnting & certification by the State Library of Io~Na.
binding. Savings
$13,494 General Fund.
4 Reduce programming This reduction in programming will result in the "pot" being
-~ expense by 47%. shared 25% for adults, 25% by Young Adults, and 50% for
Savings $4,285 General children's programs.
Attachment 3 Fund.
Page 11
5 Reduce materials in all Less new materials for the public. Longer waiting lists for
-~ formats by 17.4%. popular materials. Increased customer dissatisfaction.
Savings $45,875 '
Attachment 3 General Fund.
Page 11
-k Included in the City Manager's recommendation to City Council.
OPERATIONS AND MAINTENANCE
Service
Fund
1 of 3
Attachment 7
Page 22
Service
Fund
2 of 3
Attachment 7
Page 22
Eliminate One (1) Stock
Clerk Position
This decision package provides for the elimination of one
of the two Stock Clerk positions in the Vehicle
Maintenance Activity. This package would address the
entire $22,049 shortfall anticipated for the Service Fund
for FY04. The loss of this clerical position would severely
compromise our ability to support the Keyline vehicle
maintenance facility. As a result, the termination of our
management of the Keyline facility is recommended and
anticipated in this package. Also, in addition to the
Vehicle Maintenance Supervisor filling-in for the remaimng
Stock Clerk when she is on vacation, at lunch, itl, etc., the
remaining Stock Clerk will likely be forced to work a
significant amount of overtime. In addition, the
administrative overhead charge from the Administration
(54100) activity would be increased to reflect additional
clerical support from 54100's Secretary and Account
Clerk. Estimated net budget reduction: $22,977.
Eliminate One (1)
Mechanic Position and
the
Vehicle Maintenance
Supervisor Position
(currently vacant) -
create new "~Norking
Supervisor" position
This decision package provides for the elimination of the
Vehicle Maintenance Supervisor's position and 1.00 FTE
Mechanic's position, and, the creation of a new "working
supervisor" position. This package should address
approximately 60% of the $22,049 shortfall anticipated for
the Service Fund for FY04. It is strongly recommended
that the person promoted to this new position be chosen
from the department's current complement of very capable
personnel assigned to its vehicle maintenance activity. It
would be intended that the "working supervisor" would
directly charge out approximately 1/2 of his time to
vehicles/departments at the current mechanic's rate. The
two Stock Clerks would assume more of the supervisor's
phone call and paperwork duties. Equipment
specifications would be done by the departments actually
purchasing the equipment. Due to the loss of
approximately 940 chargeout hours, some additional
maintenance and repair work would have to be
outsourced, impact on the community should be relatively
negligible. However, many departments will have to
assume more responsibility with regard to equipment
purchases. Estimated net budget reduction: $12,947.
Service Increase Mechanic - This decision package is intended to address the
Fund Hour Rate Charged anticipated FY04 Service Fund shortfall of $22,049,
3 of 3 Keyline through raising the mechanic-hour rate charged to Keyline
-~ to equalize it with the rate charged the other City
departments and divisions. Estimated revenue increase:
~.ttachment 5 $22,050.
Page 14
Landfill Eliminate the DMASWA This decision package is intended to address the
Fund Administrator position anticipated FY04 Landfill Operating Fund shortfall of
I of 4 (currently vacant) $34,237. It provides for eliminating the DMASWA
Administrator position. Since this position (newly
Attachment 7 approved for FY03) has not been filled yet, the impact of
Page 22 the expense reduction may not be apparent to the
community. However, without the Administrator to provide
staff support to the Dubuque Metropolitan Area Solid
Waste Agency's Board of Directors, the bulk of the
Operations and Maintenance Department Manager's time
and energy will continue to be dedicated to the Agency's
four activities, to the detriment of the department's other
17 activities. Estimated net budget reduction: $34,237.
Landfill Increase the Landfill's This decision package is intended to address the
Fund Solid Waste Tonnage anticipated FY04 Landfill Operating Fund shortfall of
2 of 4 Fee an additional $1.71 $34,237. It provides for increasing the solid waste
tonnage fee charged to non-contract customers at the
Attachment 7 DMASWA Landfill an additional $1.71 per ton - effective
Page 22 July 1, 2003. The fee, already scheduled to increase from
$29.73 to $30.48 on July 1st, would be increased the
additional amount to address the shortfall. This fee was
last adjusted (increased) in July of 2001, when it was
I increased from $28.72 to $29.73. At $32.19, it would be
midway in the gate fees charged statewide. The fee
charged to contracted customers (at $23.75, the lowest in
Iowa) cannot be increased due to contract provisions. If
approved, no personnel reductions or service charges
would be required. Impact on community: Increased cost
to businesses, families and institutions - more than
originally anticipated. Estimated revenue increase:
$34,250.
-55-
Landfill
Fund
3of4
Attachment 7
Page 22
Landfill
Fund
4 of 4
Attachment 6
Page 16
Refuse
Collection
Fund
lof3
Attachment 7
Page 23
Eliminate the DMASWA
Administrator and
Educator positions (both
currently vacant) -
Create new
Administrator/Educator
)osition
Address the DMASWA
shortfall with monies
from the previously
authorized July 1, 2003
Tonnage Fee Increase
This decision package is intended to address the
anticipated FY04 Landfill Operating Fund shortfall of
$34.237. It provides for eliminating the DMASWA
Administrator and DMASWA Education and
Communication Coordinator positions, replacing both with
a new, consolidated position - DMASWA
Administrator/Educator. Consolidation of positions would
result in significant reduction ~n number of presentations
done for civic and school groups. Aisc, the partnership
agreement with Loras College would be terminated.
Services at the Agency's waste disposal facilities would
not be significantly impacted; other than facility tours bein~e
terminated. Estimated net budget reduction: $51,950.
This decision package is intended to address the
anticipated FY04 Landfill Operating Fund shortfall of
$34,237. It provides for using revenues from the $.75/ton
fee increase scheduled for July 1,2003. This ~ee increase
was not recommended by staff last year during the FY04
budget process, but was authorized by the DMASWA
Board of Directors due to concerns that the Agency's
reserves not be compromised by unanticipated expenses
or State/Federal mandates. The additional monies
(86,000 ton x $.75 = $64,500) to be generated by the rate
increase are more than adequate to address the
previously noted shortfall. Using $10,765 of decision
package.
Eliminate One (1)
Seasonal Sanitation
Driver Position, Leaf
Rakeout Collection
Service and Appliance
Pickup Service
This decision package incorporates a number of revenue
and expense changes intended to address the anticipated
FY04 Refuse Collection Fund shortfall of $33,862. Those
changes are:
1 ) Reduce Refuse Collection overtime eXpense by $1,000
per year through greater use of comp time.
2) Reduce Refuse and Recycling Collection expenditures
for Legal Notices, Ads and Promotion by $5,800 per year;
3) Eliminate the production and use of dedicated brush
ties, reducing expenses by $2,650 per year;
4) Eliminate the $2,000 per year appropriation for a solid'
waste management college intern;
5) Anticipate an annual $4,500 grant from the DMASWA to
cover 50% of the annual cost of recycling bin purchases;
6) Eliminate the Leaf Rakeout Collection Service and the
Appliance Pickup Service; and,
7) Eliminate the Seasonal Sanitation Driver usually hired
to assist with Yard Waste Collection. Estimated net
budget reduction: $33,866.
Refuse Increase the Solid Waste This decision package incorporates a number of revenue
Collection Collection Monthly Fee and expense changes intended to address the anticipated
Fund $.07 and the Appliance FY04 Refuse Collection Fund shortfall of $33,862. Those
2 of 3 Pickup Fee to $14. changes are:
-~ Eliminate the Leaf 1) Reduce Refuse Collection overtime expense by $1,000
Rakeout Collection per year through greater use of comp time.
Attachment 6Service. Increase 2) Reduce Recycling Collection expenditures for Legal
Page 15 appliance pickup fee Notices, Ads and Promotion by $5,800 per year;
from $10 to $14. 3) Eliminate the production and use of dedicated brush
Increase monthly solid ties, reducing expenses by $2,650 per year;
waste fee by 11¢ per 4) Eliminate the $2,000 per year appropriation for a solid
month from $7.49 in waste management college intern;
adopted 2004 budget to 5) Increase the solid waste collection monthly fee by $.07
$7.60 per month, per month per customer;
6) Anticipate an annual $4,500 grant from the DMASWA to
cover 50% of the annual cost of recycling bin purchases;
7) Increase the appliance pickup fee from $9/$10 to $14;
and,
8) Eliminate the Leaf Rakeout Collection Service.
Estimated net budget adjustment: $33,881.
I
Refuse I Increase the Solid Waste This decision package is intended to address the
Collection Collection Monthly Fee anticipated FY04 Refuse Collection Fund shortfall of
Fund $.15 $33,862. It provides for increasing the solid waste
3 of 3 collection monthly fee for FY04 from the previously
approved $7.49 per customer per month to $7.64 per
Attachment 7 customer per month. The last time this fee was adjusted
Page 23 was when it was lowered to $7.20 on September 16, 2002.
No personnel reductions or service changes would be
required. While the impact of this change on the
community would be a higher utility fee than originally
anticipated, it would still be 20% lower than the next
lowest solid waste collection fee charged by any of Iowa's
ten largest cities. Estimated revenue increase: $33,862.
Sewer Eliminate One (1) Truck This decision package provides for the elimination of 1.00
Operating Driver Position (currently =TE Truck Ddver based in the Sanitary and Storm Sewer
Fund vacant) Maintenance activities. This is the same Truck Ddver
1 of 2 noted in all three of the General Fund decision packages
and both RLITF decision packages. Savings to the Sewer
Attachment 7 Operating Fund would equal $9,137, due to the fewer
Page 21 sanitary sewer manholes repaired. Impact of this
personnel/service reduction on the community would be
widespread across other activities and funds, principally
snow and ice control, asphalt paving, and storm sewer
maintenance. In the snow and ice control activity, it would
be likely that solid waste collection services would be
postponed during major snow storms in order to ensure
that there would be adequate personnel available to keep
all the plows on the streets. Dudng light and moderate
snow storms, route completion times wc~uld increase by at
least 5%. Also, any RUTF monies saved in the snow and
ice control activity due to the absence of this Truck Driver
during the winter months would be offset by the additional
overtime paid to the remaining snow and ice control
workers to plow and deice the streets formerly his or her
responsibility. Estimated net budget reduction: $9,137.
Sewer Increase Sanitary Sewer This decision package is intended to address the
Operating Fee to Address Shortfall anticipated FY04 Sewer Operating Fund shortfall of
Fund $7,547. It provides for increasing the sanitary sewer fees
2 of 2 charged to Dubuque residents, businesses and institutions
in an appropriate amount to address the shortfall assigned
Attachment 7 to the Operations and Maintenance Department.
Page 21 Estimated revenue increase: $7,547.
-.~-
RUTF
1 of 2
Attachment 7
Page 20
RUTF
2 of 2
Attachment 7
Page 20
Eliminate Two (2) Truck
Driver Positions (One
currently vacant)
Eliminate One (1)Truck
Driver Position (currently
vacant) and Four (4)
Seasonal Laborer
Positions
This decision package provides for the elimination of one
of the Truck Drivers based in the Sanitary and Storm
Sewer Maintenance activities, along with a second Truck
Driver based solely in RUTF activities. These personnel
reductions would address the anticipated FY04 RUTF
shortfall of $63,064. The first Truck Driver is the same
termination noted in Sewer Operating Fund package #1,
all three General Fund decision packages, and the other
RUTF decision package. As a result of these personnel
reductions, the asphalt overlay program would be reduced
by at least 25% (2.5 miles), and, snow and ice control
route completion times during light and moderate storms
elongated by at least 10%. In addition, a measure already
under consideration a year ago, the postponement of solid
waste collection services during major winter storms in
order to free those workers to operate snow plows and
shovel our miles of walks, paths and steps, would now be
a necessity. It should be noted that any RUTF monies
saved in the snow and ice control activities due to the
absence of these two Truck Drivers during the winter
months would be offset by the additional overtime paid to
the remaining snow and ice control workers to plow and
deice the streets formerly the responsibility of these two
drivers. Estimated net budget reduction: $135,412.
This decision package provides for the elimination of one
of the Truck Drivers based in the Sanitary and Storm
Sewer Maintenance activities, along with the four (4)
seasonal workers assigned to RUTF activities 54401,
54411 and 54421. These personnel reductions would
address the anticipated FY04 RUTF shortfall of $63,064.
The 1.00 FTE Truck Driver is the same termination noted
in Sewer Operating Fund package #1 ,.all three General
Fund packages, and the other RUTF package. As a
result of these personnel decreases, the asphalt overlay
program would be impacted by a 30% (3 mile) reduction,
and, snow and ice control route completion times during
light and moderate storms would increase by at least 5%.
Reliance on solid waste collection workers to operate
plows during major winter storms would also be likely,
resulting in the postponement of waste collection services.
Any RUTF monies saved in the snow and ice control
activity due to the absence of this Truck Driver during the
winter months would be offset by the additional overtime
paid to the remaining snow and ice control workers to plow
and deice the streets formedy his or her responsibility.
Estimated net budget reduction: $118,301.
General Eliminate Two (2) Truck This decision package provides for the elimination of both
Fund Driver Positions (One Truck Driver positions based in the Sanitary and Storm
1 of 3 Currently Vacant Sewer Maintenance activities, but specifically for this
General Fund decision package, the 0.87 FTE Truck
Attachment 7 Ddvers charged to Storm Sewer maintenance and repair.
Page 20 This would include the same Truck Driver noted in Sewer
Operating Fund package #1, the other two General Fund
packages, and both RUTF packages. These personnel
reductions would address the anticipated FY04 General
Fund shortfall of $57,568. As a result of these personnel
decreases, there would be a $58,591 decrease in storm
sewer repairs and cleaning. Specifically, stormwater catch
basins would no longer be reconstructed, and the repair of
all other stormwater infrastructure (catch basins, manholes
and pipes) would be reduced by 60%. Also, the loss of
two Truck Drivers would result in the consolidation of the
city's thirteen snow and ice control routes into twelve, with
a resultant proportional increase in route completion times.
Finally, a measure already under consideration a year
ago, the postponement of solid waste collection services
during major snow storms in order to free those workers to
operate snow plows and shovel our miles of walks, paths
and steps, would be a necessity. It should be noted that
any RUTF monies saved in the snow and ice control
activity due to the absence of these two Truck Drivers
during the winter months would be offset by the additional
overtime paid to the remaining snow and ice control
workers to plow and deice the streets formedy the
responsibility of these two drivers. Estimated net budget
reduction: $58,591.
General Eliminate One (1) Truck This decision package provides for the elimination of 1.00
Fund Driver Position (Currently FTE Truck Driver based in the Storm and Sanitary Sewer
2 of 3 Vacant) and Four (4) Maintenance activities, along with the seasonal workers
Seasonal Laborer assigned to the general fund activities 64430/54432,
Attachment7 Positions 54446, 54450, 54310, 54340, and 54330. These
Page 20 personnel reductions would address the anticipated FY04
General Fund shortfall of $57,568. The 1.00 FTE Truck
Driver is the same termination noted in Sewer Operating
Fund package #1, the other two General Fund packages
and both RUTF packages. As a result of these personnel
decreases, there would be a $23,475 decrease in storm
sewer repairs and cleaning. Also, the loss of seasonal
workers support would result in significant delays in
repairing street lights and signs, locating and marking
underground utilities, cutting weeds and grass along the
6.5 miles of riverfront, and, a 50% reduction in manpower
available to maintain the Riverwalk/Ice Harbor complex.
Also, the loss of the 1.00 FTE Truck Driver would also
have ramifications for the asphalt paving program
(addressed separately) and our snow and ice control
efforts. With regard to snow and ice control, it would be
likely that solid waste collection services would be
postponed dudng major snow storms, in order to ensure
that we would not have to park snow plows due to a lack
of operators. Also, dudng light and moderate storms,
snow and ice control route completion times would be
increased by at least 5%. As a result, any RUTF monies
saved in the snow and ice control activity due to the
absence of this Truck Driver dudng the winter months
would be offset by the additional overtime paid to the
remaining snow and ice control workers to plow and deice
the streets formerly his or her responsibility. Estimated
net budget reduction: $65,746.
-fi1-
General Eliminate One (1) Truck This decision package provides for the elimination of 1.00
Fund Driver Position (Currently FTE Truck Driver based in the Storm and Sanitary Sewer
3 of 3 Vacant) and Three (3) Maintenance activities, along with the seasonal workers
Seasonal Laborer assigned to the general fund activities 64430/54432,
Attachment 7Positions 54446, 54310, 54340, and 54330. These personnel
Page 20 reductions would address the anticipated FY04 General
Fund shortfall of $57,568. The 1.00 FTE Truck Driver is
the same termination noted in Sewer Operating Fund
package #1, the other two General Fund packages and
both RUTF packages. As a result of these personnel
decreases, there would be a $23,475 decrease in storm
sewer repairs and cleaning. Also, the loss of seasonal
workers support would result in significant delays in
repairing street lights and signs, locating and marking
underground utilities, and cutting weeds and grass along
the 6.5 miles of riverfront. Also, the loss of the 1.00 FTE
Truck Driver would also have ramifications for the asphalt
paving program (addressed separately) and our snow and
ice control efforts. With regard to snow and ice control, it
would be likely that solid waste collection services would
be postponed during major snow storms, in order to
ensure that we would not have to park snow plows due to
a lack of operators. Also, during light and moderate
storms, snow and ice control route completion times would
be increased by at least 5%. As a result, any RUTF
monies saved in the snow and ice control activity due to
the absence of this Truck Driver during the winter months
would be offset by the additional overtime paid to the
remaining snow and ice control workers to plow and deice
the streets formedy his or her responsibility. Estimated
net budget reduction: $57,922.
'k Included in the City Manager's recommendation to City Council.
-6?-
PARK DIVISION
1 Eliminate one The impact of this decision package is: 1) This position
maintenance worker would be shared by the Murphy and Flora maintenance
Attachment 7(currently filled), workers, reducing the maintenance level at all three parks.
Page 19 assigned to Eagle The grass mowing cycle would be increased, trimming
Point Park. Savings would not get done as often, rest rooms would not be
$50,782 General Fund. cleaned as often, and repairs would take longer. 2) With
elimination of this second maintenance worker position,
we would no longer have time to haul picnic tables for
groups to use. 4) Snow removal of park sidewalks and
trails will take longer. 5) The number of new picnic tables
made and repaired would be reduced. 6) We would need
to be more selective of allowing vacations during the
winter to make sure we have people to cover snow
removal.
2 Eliminate one park The impact of this decision package is: 1) Greatly
~ ranger (currently filled) reduced presence of sworn law enforcement in our park
and replace him with a system. One sworn park ranger would be left to cover five
Attachment 5seasonal worker on nights a week with one seasonal worker and the other two
Page 14 two nights. Savings nights would be covered by two seasonal park rangers.
$43,916 General Fund. The one swom ranger will have to cover all areas of
concern, leaving the seasonal ranger the easier areas to
cover. It is expected that behavior problems will increase
as a result of this reduced coverage. 2) After the park
season ends, the two park rangers have assisted forestry
for six to eight weeks. This would no longer be done,
resulting in an increase in the backlog of calls for the tree
crew. 3) Ice rinks would not be flooded. Volunteers
could be used to flood the rinks but I would be concerned
about volunteers having keys to our buildings, using our
van that transports the flooding hoses, using our trucks to
plow the snow, and what liability they, and we, would have
as a resultof their work. 4) Snow removal on the ramps
would take longer.
3 Eliminate one The impact of this decision package would be: 1) All
-.~ maintenance worker, Main and 8th Street sidewalk maintenance would go back
(currently fi~led) to the property owners. This includes sweeping and
~,ttachment 5 assigned to the cleaning, snow removal and sealing. Even if the property
Page 14 downtown area. owners would be willing to pay for this service, we do not
Savings $50,699 have the time to perform it, if this position is eliminated.
General Fund. The revenue reduction shown below is the charge for
snow removal. 2) Cleaning of the tables and chairs
would become the property owners where they are
located. If the property owners choose not to do this, they
would be removed. Damage repair would continue with
us. 3) Mowing of the leased areas of Marshall Park
would revert to the Arboretum Association, as required by
the lease agreement. This maintenance worker was
going to maintain the Port of Dubuque so the mowing
effort at Marshall Park would be moved to the Port of
Dubuque. 4) Trash collection on Main Street would be
done on Mondays, Wednesdays and Fridays only, by
existing staff, lengthening the time frame needed to make
their rounds. 5) The 7th Street plaza area would be
swept on Tuesdays and Thursdays only. 6) Maintenance
of the planters would move to the gardner. 7) In the
winter, we would not be able to assist Operations and
Maintenance Department with snow removal from Main
and 8th Streets.
4 Eliminate weekend If employees agree, one full time employee will take a day
-~- overtime for full time off during the week and work four hours on Saturday and
employees that open four hours on Sunday. If they do not agree to this, one
Attachment 3parks and rest rooms employee will be assigned to work Sunday through
Page 11 and collect the trash. Thursday and another assigned Tuesday through
Each Saturday and Saturday. Either way, their "normal" work duties would
Sunday a full time and take longer to complete because the employee would be
seasonal employee away eight hours per week from those duties.
work four hours per
day to complete these
tasks. Savings $7,860
General Fund.
5 Increase pavilion No decrease in usage is anticipated with this increase of
~¥ reservation fees fifteen fees. Reservation fees have not been increased for at
percent. Example: a least nine years and usage remains strong.
Attachment 4$40.00 pavilion would
Page 13 increase to $46.00.
This ihcrease would be
effective with the 2004
park season. Savings
$7,800 General Fund.
-64-
6
Attachment 4
Page 13
Increase the camping
fees in Miller-Riverview
Park for the 2004
season as follows:
campers $10 to $12
tents $6 to $8
Savings $9,574
No decrease in usage is anticipated as a result of these
fee increases. This increase would be effective with the
2004 park season.
Included in the City Manager's recommendation to City Council.
-65-
PARKING DIVISION
1 Terminate lease of This parking lot is no longer needed with the 4t~ Street
parking lot #12 fromRamp in use. We may have to return the lot to its pre-
Attachment 7IDOT--$3,000 lease condition. There could be a one time cost for doing
Page 21 that. Even though this is a CIP, we would save the costs
of snow plowing and other maintenance-S3,000 savings.
2 Increase parking ticket Even though the fines were increased with the approved
fines-S50,000 2004 budget, increasing the initial fine amount from $5.00
Attachment 7 to $7.00 could potentially increase revenue by $50,000 to
Page 21 $75,000 based on 55,000 tickets per year being issued
and collecting 65% of those issued.
3 Close parking lots #3 This would clbse parkin,~ lots #3 (5th and Bluff Streets by
and #10 for evening use Post Office) and #10 (5"' and Main Streets by ECumenical
Attachment 7 Towers) for evening use. This would be done on selected
Page 21 nights depending on events. We provide over 200 free
parking spaces in these lots and these vehicles could be
directed to use the 4th Street Ramp.
4 Increase hourly parking This would increase the fees to $.50 per hour for all time
fees in Locust and Iowa with a maximum of $6.00 per day. The current rate is $.30
Attachment 7Ramps--S30,750 for hours one and two and then $.45 for the remaining
Page 21 hours with a maximum of $5.10. This would increase
revenue by $30,750.
5 Relocating monthly stallBy moving 115 monthly spaces undercover and relocating
patrons-S16,560 the daily patrons to the roof top would increase 115
Attachment 7 monthly rentals by $12~00 a month--S16,560 additional
Page 21 revenue.
6 Relocating monthly stallBy moving 93 monthly spaces from roof top to undercover
patrons-S18,336 this would generate an additional $6.00/mo. for 38 spaces
Attachment 7 and $12.00 for 55 spaces for a total of $10,656. In
Page 21 addition, reassigning 20 daily spaces to monthly due to Iow
usage in ramp would generate an additional $7,680. Total
projected increase in Locust Ramp revenue would be
$18,336.00.
7 Reduce courtesy ticket Currently approximately 30% of meter violations are issued
program area---S20,000 as courtesy tickets causing a reduction in projected
Attachment 7 revenue in this area. This package would adjust the policy
Page 21 that courtesy tickets would only be issued in an area from
Bluff Street to Iowa Street and from First Street to Fifth
Street with an increase of $20,000 in revenue.
8 Credit and expense In calendar year 2001 the Police Department issued 5,033
"A' reimbursement to Police parking citations. Of those, 2,500 were paid totaling
Department for parking $16,07. In calendar year 2002, the police issued 6,250
Attachment 6code enforcement.--- tickets, of which 4,038 paid totaling $24,912.
Page 16 $20,000
9 Reduce 23 Casher Weekly hours for cashiers have been reduced by 23 hours
-)~ hours at 4th Street per week. This adjustment was made after review of
Ramp--S13,988 revenues and usage times with little or no effect on users.
Attachment 6 $13,998 savings
Page 16
10 Eliminate 1 Maintenance The elimination of 1 Maintenance Worker will have minimal
~ Worker Position--- departmental impact. Will widen the times between ramp
$49,911 cleanings and other minor day-to-day activities. End user
Attachment 6 will not notice a significant change in service. $49,911
Page 16 savings
'k Included in the City Manager's recommendation to City Council.
TI-~ CITY OF ~
Du
MEMORANDUM
Date: June 16, 2003
To:
Michael C. Van Milligen
City Manager
From: Tim Horsfield
Parking System Supervisor
Re: Parking Division Service Reduction
INTRODUCTION:
The purpose of this memorandum is to outline the Parki ng Division's reduction recommendations.
The Parking Division's Assigned Base level is $19,269. The recommendations contain three
reduction packages and six revenue enhancement options listed from highest pdority to retain (1) to
lowest priority (10).
BACKGROUND
On May 9, 2003 the Parking Division received a memorandum from Pauline Joyce, Administrative
Services Manager, outlining the proposed reduction process for each department to achieve budget
reductions due to financial shortfalls in FY 2004. The citywide shortfall totals $1,774,103 with the
Parking Division sharing the burden at a minimum base level of $11,513 and an assigned base level
of $19,269. The difference between the two amounts allows consideration and flexibility in the review
process to ensure maintenance level services are maintained and provided.
DIscUssION:
Of the three expense reductions recommendations, one o7 them (priority 2,), has already been
completed, that being the reduction of 23 hours of cashiering time at the 4"' Street Ramp for a
reduction of $13,988 annually to help with a projected shortfall of $30,000 in revenues. The other
expense reduction option presented is the reduction of one maintenance position (priority l!tk This
option has been discussed prior to this situation developing. Even with the addition of the 4 Street
parking ramp, it is rather obvious that the elimination of this position would have very little impact on
the service provided with added coordination between other employees ofthe division. So, I would
strongly recommend this reduction be made at this time.
The one revenue enhancement option is the elimination of the "courtesy parking ticket" program.
After reviewing data gathered in five weeks of operating the new software system, it indicated that
approximately 33% of our expired meter violations are courtesy tickets. This was not considered
when the recommended Fiscal 2004 parking enforcement revenue was budgeted. Thus, this
program will have a remarkable effect on projected revenue. I would estimate that this program will
have a negative impact of between $50,000 and $75,000 on this line item. Priority 3 recommends the
reduction of this program.
Priority 4 and 5 are related to relocating monthly space rentals in both the Locust and Iowa Street
Ramps. Basically this would involve bringing as many monthly contracts ourrently on the roof down
undercover as space allows. This would increase the monthly revenue charged by as much as
$12.00 per month for some spaces and $6.00 for others. We would then relocate all daily or transient
parking to the roof level. We currently have a very high demand for undercover space and some
vacant spaces for rooftop parking. The logistics would have to be carefully thought out, but this
could be very well received.
Priority 6 provides information relating to increasing the hourly rate charged at the Iowa and Locust
Ramps for transient parking.. We contacted a few cities regarding their rates. Of those contacted,
Cedar Rapids is now $.35 per hour and increasing to $~50, Des Moines is $.75 per hour going to
$1.00, and Sioux City is at $.50 per hour going to $.60. In addition, most of these cities have the
same rate per hour set in the street meters as for the ramp. We are currently at $.35 for the first two
hours and then $.45 per hour thereafter to a maximum of $5.10.
Regarding pfiodty 7, we in a way are our own worst enemy. We are operating the 4th Street ramp in
some evenings on the weekends and other special event hours, but we provide over 200 free parking
spaces in the indicated lots (Lot 3/5~ & Bluff and Lot 10/5th & Main). I think we have the equipment
in stock to close these lots on selected nights and still allow exit only options for those monthly
renters remaining in the lot after it was closed. We would have installation costs associated with this
package.
Priority 8 deals with a further increase of parking fines. Through the budget process, fines were
increased to the State of towa maximum amounts at that time. Since then, the State has removed'
most limitations with the only one remaining being the restriction relating to increasing delinquent
fines. This remains to be only al[er 30 days. So, any increase in the initial fine amount would have a
proportionate effect on revenues generated.
Priority 9 simply eliminates the rental of Lot 12 at 4th and Central. With the comPletion of the 4th
Street Ramp, there is no longer a need for this lot as most of those have now moved into the ramp.
We may however have substantial costs associated with this as we may have to return this lotto it's
original condition should we abandon this lease. We may also want to maintain control of this area,
and that could be worth the annual cost associated with the lease.
Priority 10 recommends a reimbursement to the police Department of $20,000 annually. This amount
would be evaluated on an annual basis. In reviewing revenues in the area of parking enforcement
over the past two caler~dar years, it was noted that the Police Department is issuing a substantial
quantity of parking tickets. In calendar year 2001, the police issued a total of 5,033 parking citations.
Of those issued in that year, 2,500 were paid accounting for $16,075.00 in collected fines.
Subsequently, in calendar year 2002, the department issued 6,250 parking citations, with 4,038 being
paid totaling $24,912.00 in collected fines.
Additionally, over the past couple of months, there I~ave been discussions between the Finance
Department and the Parking Division regarding how coverage for vacations and other absences are
covered at the parking ticket window. In the budget process, the Parking Division reimburses the
costs of one staff person to collect payments and all other obligations to collections of fines.
However, I think it would also be reasonable and justified to reimburse the Finance Department an
additional $4,000. This payment would be for staff coverage for four weeks of vacation and other
absences such as breaks, sick time or staff meetings.
RECOMMENDATION:
To make the necessary financial reductions and/or revenue increases, I recommend the listed
reduction packages with the reductions to occur from the highest priority (1) to the lowest priority (10).
ACTION REQUESTED:
To review the above information for consideration regarding the budget reductions.
PLANNING SERVICES
1
Attachment 3
Page 11
2
Attachment 3
Page 11
3
Attachment 7
Page 20
Budget Reduction -
Contract with ECIA
for DMATS Extra
Services. Savings
$12,000 General
Fund.
Budget Reduction -
Consultant Services
for Zoning Map
Updates. Savings
$2,000 General
Fund.
Budget Reduction -
CDBG allocation for
consultant services
for histodc
)reservation.
Savings $2,506
CDBG Funds.
Recommending elimination of the $12,000 for DMATS Extra
Services. These services are provided to the Planning
Services Department, the Economic Development
Department and its Transit Division, and the Public Works
Department's Engineering Division. Funding for these
services is entirely in the Planning Services budget. The
other two departments are in concurrence with the
of these extra DMATS services. We do not expect significant
changes in the service levels of any of these departments as
a result of this contract being eliminated. The estimated FY03
balance for DMATS Extra Services will be approximately
$9,000. Due to turnover and staffing shortages, DMATS has
not provided much service under this contract in FY03.
We are recommending that the $9,000 balance in FY03 be
carried over into FY04 to allow ECIA to plan for the elimination
of the $12,000 contract for DMATS Extra Services.
Missman, Stanley & Associates is the consultant that updates
our zoning map each quarter,
In 2001 we added this consultant to our budget. At that time,
the zoning map had not been updated in many years. The
start-up cost to add all of the rezonings and make corrections
where necessary took a good deal of time and money.
Currently, we update the zoning map each quarter and have
budgeted $5,000 for this service in FY04. Now that our map
is updated and most of the errors have been corrected, we
propose to reduce the number of updates by half. We
propose to update the zoning map twice per year beginning
FY04 and reduce the budget amount by $2,000 to $3,000.
As a Certified Local Government (CLG), the City of Dubuque
is required to conduct historical and architectural surveys and
other histodc preservation projects related to planning and
public education. The City has budgeted $10,000 annually for
as local match for state grants for these types of services.
The City of Dubuque has received state grants for various
phases of an architectural/historic survey/evaluation of the
community. For each phase, the City has used CDBG funds
for the local cash match to hire an historic preservation
consultant to conduct each phase of the survey.
To meet the budget reduction goal of $2,506 in CDBG funds
for the Planning Services Department, we are recommendin(
-71-
I that the amount budgeted for consultant services for histodc
I preservation be reduced by this amount to $7,494.
Although the amount of State grant funds that we will be able
to leverage will be less, we will still have enough money
budgeted to conduct phased surveys as required by our
agreement with the State. The subsequent phases will cover
smaller areas, so the overall architectural/historic
survey/evaluation of the community will take longer than we
planned originally. We will still be meeting our requirements,
and we will still be able to have the local match necessary to
apply for these State grants.
4 Revenue We have identified projected additional revenue of $58,620
.~ I Enhancements - due to development fee increases approved by the City
Approved FY04 Council for FY04, that were not included in the FY04 budget.
Attachment 4Development Fee Increases for variance, conditional use, rezoning, planned unit
Page 13 Increases. Savings development (PUD), and sign application fees are estimated
$58,620 General at $32, 575. Increases for minor and preliminary plats are
Fund. estimated to be $3,770. Increases due to new fee schedule
for temporary uses are estimated to be $22,275.
5 Revenue We are recommending a new fee for billboard inspections at
-~ Enhancements - $100 per billboard per year. With 78 billboards in the city, this
New Fee: Billboards. fee would generate $7,800 annually. We would conduct an
Attachment 4 Savings $7,800 annual inspection for each billboard to redly copy, add-ons,
Page 13 General Fund. square footage and conformity with the Zoning Ordinance.
Fee Analysis
Annual inspection programs have been implemented by a
number of cities. A cursory review of programs indicates that
fees vary from $47 to $1,000 annually per billboard structure.
City of Dubuque permit fees for on-premise signs vary from
$25 fora panel change to $55 for a new wall mounted or
freestanding sign.
The recommended fee of $100 would be consistent with
current inspection fees for on-premise signs within the city
and with the annual billboard inspection fees charged by other
communities. Based on estimated typical annual revenue of
$10,000 per year per sign panel, an annual inspection fee of
$100 for a billboard typically would represent less than 0.01%
of revenue generated.
Service Impact
There will be an adjustment in service levels in the
enforcement activity based on this new service. Enforcement
would include verifying compliance for copy changes,
billboard reconstruction and design. A photo inventory would ~
be developed and maintained to document the sign status.
These inspections would help to alleviate the problems we
-'/2-
have had in the past with off-premise signage displaying on-
premise copy, repair or rebuilding of non-conforming signs,
and illegal add-ons that exceed square footage limits or
violated safety standards.
The annual inspection fee would also include an informational
letter inviting outdoor sign contractors to contact Planning
Staff to verify compliance for copy changes, billboard
reconstruction, and design as it regards add-ons and other
appurtenances.
These inspections would insure code compliance, help protect
public safety and improve neighborhood aesthetics, especially
for those billboards that are located within, or in close
proximity to, residential areas.
The Zoning Enforcement Officer would assume responsibility
for this new service. The Planning Services Department's
service objective for zoning enforcement is to investigate,
research and issue violation notices within 10 working days.
Generally, this person is able to meet this service objective
within 7 to 10 working days.
The response time would be adjusted with a slightly longer
response time for her enforcement activities to accommodate
billboard inspections. It will be much more likely that this
3erson will take 10 working days for zoning enforcement.
This is still within the Department's service objective.
6 Revenue We are recommending increases in two zoning fees. The
'A' Enhancements -. projected increase in revenue is $2,800.
Zoning Fee
Attachment4 Increases. Savings Special Exception
Page 13 $2,800 General The current fee for a special exception is $75. We propose to
Fund. ~ncrease the fee by $25 to $100. The fee increase better
reflects the amount of staff time and citizen contact necessary
to process a special exception application for review by the
Zoning Board of Adjustment at a public meeting.
Limited Setback Waiver
The current fee for a limited setback waiver is $i0. We
propose to increase the fee by $40 to $50. The fee increase
better reflects the amount of staff time and citizen contact
necessary to process a limited setback waiver application.
The limited setback waiver represents a savings in time and
money for the applicant relative to the special exception ,
application process. Unlike the Special exception, a limited
setback waiver does not require review by the Zoning Board
of Adjustment. A limited setback waiver is signed off by
Planning Services staff.
Since the City of Dubuque is the only city in Iowa we know of
-7,3-
that that offers these types of streamlined reviews, we do not
have a comparison of fees.
7 Revenue We are recommending new fees for Historic Preservation
Enhancements - Commission Design Reviews for Certificates of
Attachment 7New Application Appropriateness, Certificates of Economic Non-Viability and
Page 19 Fees: Demolition Permits. These new fees would increase revenue
Historic Preservationby $2,675 for the preferred rates (or by $1,170 for the
Commission Design alternative rates).
Reviews. Savings
$2,675 General Fee Analysis
Fund. At this time, there is no charge for these applications;
however, the staff time spent on them is considerable.
Charging a fee for these services is appropriate given the
amount of staff review and citizen .contact necessary to
process these applications. The preferred fee schedule better
reflects the amount of staff time. The alternative rates may be
more acceptable since there are no fees for Historic
Preservation Commission Design Reviews now.
The City of Des Moines just recently implemented a $10.00
application fee and the City of Council Bluffs is looking at
implementing a $25.00 application fee. The majority of the
CLG's do not charge for Historic Preservation reviews;
however, a majority of the CLG's also indicated that they are
looking into raising fees because of the current budget issues
their cities face.
Certificate of Appropriateness
We are recommending a $25.00 application fee for
Certificates of Appropriateness. An alternative fee of $10.00
~s also being proposed as an option.
Certificate of Economic Non-Viability
We are recommending a $500.00 application fee for
Certificates of Economic Non-Viability. An alternative fee of
$250.00 is also being proposed as an option.
Demolition Permits
We are recommending a two-tier application fee for
Demolition Permits. Currently, the City of Dubuque is the only
CLG that reviews demolition permits located outside of
historic districts.
We are recommending that properties with no architectural or
historic significance be charged a $25.00 fee. These
applicat, ions require the same amount of staff time to process
as Certificates of Appropriateness.
We are recommending that applications that demonstrate the
property cannot yield a reasonable economic return be
charged a $500.00 fee. These applications take the same
amount of time to process as a Certificate of Economic Non-
8
Attachment 3
Page 12
Budget Reduction -
APA Membership
Fees. Savings $900
General Fund.
Viability. An alternative fee of $250.00 is also being proposed
as an option.
Service Impacts
There will be no reduction in service levels based on these
fees. We do not expect any changes in the projected FY04
caseloads for the Historic Preservation Commission.
We are recommending eliminating membership payments to
the Amedcan Planning Association (APA) for the Associate
Planner and the Assistant Planners. The membership fee for
the Planning Services Manager will be retained so that we can
continue to receive APA services and information.
This reduction in membership fees is an annual savings of
$900.
Included in the City Manager's recommendation to City Council.
POLICE DEPARTMENT
1 Eliminate Street Police The elimination of a street officer position severely restricts
Officer Position. the ability to withstand any significant patrol staff
Attachment 7Savings $57,945 movement. With the constant struggle to achieve adequate
Page 20 General Fund. )olice response, the department operates a minimum 48-
~erson schedule. Although authorized for 54, the patrol
schedule consistently operates under strength due to
regular training of replacement officers caused by an
annual turnover rate of 4.8 officers. The elimination of any
street patrol officer places the department in a very
tenuous position. As street patrol officer positions are
reduced reliance must be made on other supplemental
~ositions to fill vacancies to maintain adequate staffing.
These supplemental positions include the remaining COP
team, school resource officers, drug task force officers and
finally members of the investigative unit.
2 Eliminate Street Police Impact relates to experience found in Package #1.
Officer Position.
Attachment 7Savings $57,945
Page 20 General Fund.
3 Eliminate Street Police Impact relates to experience found in Package #1.
Officer Position.
Attachment 7Savings $57,945
Page 20 General Fund.
4 Eliminate COP Police Elimination of a COP Police Officer position reduces our
Officer Position. COP territories from two to one. Many functions performed
Attachment 7Savings $63,609 by the COP officers have safeguarded neighborhood
Page 20 General Fund. concerns and helped to build needed partnerships and
, community. The elimination lessens our ability to attend
neighborhood meetings and work directly with other
community members and departments to resolve ongoing
concerns before they reach a critical stage. If eliminated,
many of these concerns will be forwarded to Patrol
Services to handle as time permits.
5 Eliminate COP Police Impact relates to experience found in Package #4.
Officer Position.
Attachment 7 Savings $60,989
Page 20 General Fund.
6 Eliminate Corporal The elimination of this position creates a tremendous
Support Services Police hardship to continue in the accreditation process. This
Attachment 7Officer Position. position's primary function is to safeguard our compliance
Page 20 Savings $60,989 with the accreditation standards and to ensure day-to-day
General Fund. compliance. Although our commitment to these standards
must remain strong, the elimination of the structured
program allows the department to collapse and combine
two Support Services positions.
7 Eliminate DARE Police The elimination of the DARE program reassigns one full-
Officer Position. time police officer to the patrol division and eliminates
Attachment 7Savings $57,071 DARE overtime. Included within the elimination of DARE is
Page 20 General Fund. the elimination of DARE revenue in the amount of $30,000.
Although the elimination of DARE is a significant departure
and loss of an important crime prevention initiative, we are
encouraged by the availability of a number of similar
substance abuse programs offered to area schools through
private and public organizations instructed by classroom
teachers and/or Iowa Department Of Health Substance
Abuse Prevention Specialists.
8 Eliminate Traffic SafetyEliminates traffic safety police off~cer POsition resulting in
-k Police Officer Position.little or no preventative traffic safety initiatives and creates
Savings $60,989 additional pressure on the patrol division to respond to high
Attachment 5General Fund. traffic violations and accident scenes and follow up on
Page 14 other traffic safety concerns.
9 Eliminates the Police Eliminates the police canine officer as an independent
-~ Canine Officer Position.position, placing the canine into regular patrol lessening
Savings $64,134 the canine's availability for drug, tracking and other related
Attachment 5General Fund. searches.
Page 14
-77-
10 Eliminate Computer Elimination of this position poses a hardship on the
'k Support Help Desk development of our computer users located within the
Position. Savings department. The police department in cooperation with '
Attachment 5$46,343 General Fund. communications and the Dubuque County Sheriff's Office
Page 14 implemented a new and innovative criminal collection
database - Emergitech. This $500,000+ system integrates
all computer systems located in the law enforcement
center eliminating double entry and allows comprehensive
searches throughout the system. The system remains new
to many and has great depth and a wealth of information.
This system and the many other software packages can be
a tremendous tool if persons are trained and equipped in
their use. Unfortunately, many users of the system are
self-taught or minimally trained, making use of these
systems limited at best. This position was created to
provide monthly training and initial trouble shooting to
develop individual computer abilities. Without the position,
we continue to rely on those self-taught and Information
Services to provide technical and training support.
11 Eliminates the civilian Elimination of this position creates additional pressure on
--~ position of Computer Information Services in providing consistent attention to the
Intem. Savings $11,587 police department mobile computer terminals (MCT)
Attachment 5General Fund. located in each of our patrol vehicles. The Intern acts as
Page 14 the primary contact regarding malfunctions and repairs
related to the MCT. Due to the age of these computers,
daily interaction has become necessary to maintain their
function abi~y. Additionally, the communications center will
be called upon to relay and research the Iowa System for
driver's license verifications, motor vehicle registrations,
wants and warrants, and other criminal history checks
normally accompl!shed through the individual officer and
his/her use of the MCT.
12 Eliminates individual line Reduction of the line items results in the mil back of
--~ items regarding Traffic several specialized police services. STOP is a traffic
Safety initiative - STOP, safety program allowing officers to work special traffic
Attachment 3 reduces Domestic grant safety assignments on an overtime basis to impact high
Page 11 monies available for traffic and violation areas. Domestic violence funds
Domestic Violence provides overtime funding to specialized trained officers to
overtime follow up, spend additional time and effort in the development of case
eliminates formal work related to the incidences of domestic violence.
accreditation awarded Although a critical element in the pursuit of a professional
every three years by the police department, accreditation has served the
Commission on department well in our quest for excellence by participating
Accreditation For Law in this voluntary program as we stdved for professional
Enfomement Agencies, excellence in meeting and exceeding mandatory standards
and eliminates one in professional law enforcement.
patrol vehicle from the
vehicle fleet. Savings
$81,736 General Fund.
13 Transfer expenditure Transfer of Community Development Block Grant (CDBG)
savings from CDBG funds from City Manager's budget to help fund the COP
Attachment 7 funds from City program in the amount of $24,144.
Page 20 Manager's budget
created through the
reduction of the
Neighborhood Specialist
from full-time to part-
time.
14 Transfer Parking Returns parking revenue generated by police officers
"k Revenue from Parking during evening and weekend hours. This revenue amount
Division to Police is $20,000.
Attachment 3 Department regarding
Page 12 Officer generated
parking tickets
15 New revenue service Adds a research fee for local criminal checks, equals $10 X
-~ fee for Criminal Records 265 checks per mo X 12 mos. = $31,800
check.
Attachment 4
Page 13
16 New revenue Adds a service fee for towed vehicles, equals $20 X 85
-k processing fee for tows per mo. X 12 mos. = $20,400
impounded vehicles.
Attachment 4 1
Page 13
'k Included in the City Manager's recommendation to City Council.
MEMORANDA
Date: June 16, 2003
To;
Michael C. Van Milligen
City Manager
From: Klm B. Wadding
Police Chief
Re: Police Department Service Reduction
INTRODUCTION:
The purpose of this memorandum is to outline the police department's reduction recommendations.
The police department's Assigned Base level is $791,385. The recommendations contain 16
reduction packages listed from highest priority to retain (1)to lowest priority (16).
BACKGROUND
On May 9, 2003 the police department received a memorandum from Pauline Joyce, Administrative
Services Manager, outlining the proposed reduction process for each department to achieve budget
reductions due to financial shortfalls in FY 2004. The citywide shortfall totals $1,774,103 with the
police department shadng the burden at a minimum base level of $540,000 and an assigned base
level of $791,385. The difference between the two amounts allows consideration and flexibility in the
review process to ensure maintenance level services are maintained and provided.
DISCUSSION:
As the police department considered the reductions, the May 9, 2003 memorandum from Pauline
Joyce was shared with the Senior Management Staff, consisting of all Captains and the Assistant
Chief. On May 15, 2003 a Full Management Team (FMT) meeting was held inviting full management
team members (Lieutenants, Captains, and Assistant Chief) to a brainstorming session to solicit ideas
and suggestions to resolve the police department reduction. On May 21, 2003 a meeting was held
with the leadership of the Dubuque Police Protective ASsociation to discuss the budget concem and
to explain how the reduction process would proceed.
As ideas and suggestions were collected, reductions were established through independent budget
packages. On May 29, 2003 a meeting was held with the Senior Management Team to review the
initial reduction packages by priority. The recommended reductions incorporate the use of new
revenues coupled with line item reductions and reductions of two civilian and up to nine sworn staff.
The reductions are ranked by pdodty.
SWORN STAFF REDUCTION
Regarding the proposed officer reductions, three positions are currently vacant due to officer
resignations with three other positions vacant due to extended leaves. As a result, no personnel
layoffs are anticipated with the elimination of these first three sworn positions. Those officers on
extended leave are scheduled to return in February 2004. With an average department turnover rate
of 4.8 officers per year, it is antici pared future officer vacancies will occur prior to the return of officers
on extended leave reducing the prospect of personnel layoffs.
RECOMMENDATION:
To make the necessary financial reductions and/or revenue increases, I recommend the listed
reduction packages with the reductions to occur from the least priority (16) to the highest priority (1).
See attachment #1.
ACTION REQUESTED:
To review the above information for consideration regarding the budget reductions.
PURCHASE OF SERVICES
1
Attachment 3
Page 11
2
Attachment 6
Page 16
Reduce GeneralFund
supported agencies by
7.6%. Savings of
$3,945.
Reduce Labor
Managementby $717in
UDAG Funding
This impacts the following agencies:
Dubuque Area Labor-Management Council $614
Helping Services of Northeast Iowa $149
Operation: New View $1,270
Project Concern Foster Grandparent Program $413
RSVP $558
Substance Abuse Services Center $941
Total savings: $3,945
Included in the City Manager's recommendation to City Council.
RECREATION DIVISION
1 Increase the registration No decrease in participation is anticipated as a result of
~I~ fee for boys' baseball, these increases. Fees were last increased in Fiscal Year
gids' softball, junior 1992. Savings $2,610 General Fund.
Attachment4 tennis, and junior golf
Page 13 from $13 to $16; raises
the registration fee for
teen golf league from $5
to $10; and raises the
registration fee for tennis
camp and swim from $20
to $30.
2 Increase the registration There is no decrease in participation anticipated as a
-,~ fee for the After School result of this fee increase. Fees were last increased in
Sports Program Fiscal Year 1999. Savings $3,750 General Fund.
Attachment 4 (volleyball, flag football,
Page 13 basketball and track) from
$10 to $13.
3 Increase the registration Both of these programs are very popular, class limits are
~ fee for the Play Lot and reached quickly, and they are considered a great deal for
Tot Lot programs from the money. Fees were last increased in Fiscal Year 1993.
Attachment4 $10 to $18. Savings $4,000 General Fund.
Page 13
4 Eliminate the ice rink A park division decision package eliminates the flooding
~ warming house of the outdoor ice rinks. Savings $5,871 General Fund.
supervisors and close the
Attachment 3 warming houses'
Page 11
5 Increase the This money would come from the "profit" that is budgeted
'A' I administrative overhead for the golf course development fund. Savings $10,000
in golf by $10,000, from General Fund.
Attachment3 $20,156to $30,156
Page 12
6 Provide for CDBG Funds One site of the Playtime for Tots program will be
~ from the Uptown eliminated to fund this, but participation has decreased to
Recreation Program to the point that this reduction was going to be done anyway.
Attachment 3 pay the 50% discount Savings $13,528 General Fund.
Page 12 given on swim passes
1 Eliminate the two-hour The afternoon 1:00 to 5:00 p.m. program remains at both
CDBG Saturday morning open schools, plus Friday, 6:00 to 9:00 p.m., Saturday, 6:00 to
gym program at Audubon 9:00 p.m., and Sunday, 1:00 to 5:00 p.m. at St. Patrick's
Attachment 7and Fulton Schools. will remain in place. Savings $2,599 CDBG funds.
Page 20
'k Included in the City Manager's recommendation to City Council.
Transit
1 Increase Fixed Route Current fares structure is $1.00 general public fixed route,
and Paratransit fares $0.50 half fare for students, seniors and persons with
&ttachment 7Option A. Savings disabilities fixed mute and $1.00 ADA paratransit
Page 21 $159,280 Transit Fund. (minibus). By increasing fixed route and ADA paratransit
passenger fares to $2.00 general public fixed route, $1.00
half fare fixed route for students, seniors and persons with
disabilities and $3.00 ADA paratransit and factoring in 20%
attrition in overall ridership due to fare increases, this
decision package could generate an additional $159,280 in
farebox revenue.
2 Increase Fixed Route By increasing fixed route and ADA p'aratransit passengers
~ and Paratransit fares to $1.50 general public fixed route, $0.75 half fare fixed
option B. Savings rout.e for students, seniors and persons with disabilities
Attachment 5 $102,682 Transit Fund. and $2.50 ADA paratransit and factoring in 15% attrition in
Page 14 overall ddership due to fare increases, this decision
package could generate an additional $102,682 in farebox
revenue.
3 Eliminate Fixed mute Current Saturday schedules require a total of 60 hours of
~ Saturday service. Net service and are delivered using part time drivers. At an
Savings $32,393 Transit average of $12.44 per hour for driver wage plus IPERS
Attaphment 5 Fund. and SSI, the driver expense alone total $44,015 per year.
Page 14 Farebox collections for Saturdays total $11,648 per year.
By eliminating Saturday fixed route service, this decision
package could generate a savings of $32,367 in driver
expenses. An additional indirect savings would also be
realized in the transit garage by eliminating the need for
624 hours of Serviceworker schedules that are direct
charged back to the transit division. At an average hourly
employee expense of $25.87 per hour, this decision
! package could generate an additional savings of $16,143
for a total decision package savings of $48,510
4 Eliminate Fixed route In addition to the potential cost savings ~elated to Decision
and Paratransit #3 of $48,510, elimination of ADA paratransit service on
Attachment 7 Saturday service. Net Saturday could eliminate an additional $14,791 in
Page 21 Savings $14,791 Transit employee expense for a total decision package savings of
Fund. $63,301 ADA paratransit service is only required when a
transit system operates fixed route service.
'k Included in the City Manager's recommendation to City Council.
WATER PLANT
OPTION 1 VALVES The elimination of this activity through our
450-62675 operational budget would require that this program
1 of 4 Eliminate this activity from our be performed through the accessibility of our
operational account. Savings Capital Improvement Project Funds. This would
Attachment 6$6,000 Water Fund. result in a less aggressive approach to
Page 15 maintenance and our change out program.
The elimination of this activity through our
2 of 4 PIPE-SPECIAL FITTINGS operational budget would require that this program
450-62676 be performed through the accessibility of our
Attachment7 Eliminated this activity from Capital Improvement Project Funds. This would
Page 22
our operational account, result in a less aggressive approach to
Savings $20,000 Water Fund. maintenance and our change out program.
The elimination of this activity through our
3 of 4 HYDRANTS operational budget would require that this program
'k 450-71510 be performed through the accessibility of our
Eliminate this activity from our Capital Improvement Project Funds. This would
Attachment 6 operational account. Savings result in a less aggressive approach to
Page 15 $19,500 Water Fund. Total maintenance and our change out program.
savings offered of $27,500.
4 of 4 CONSULTANT SERVICES The reduction of expense is being reduced based
"k 450-62716 on less services needed as projects are modified.
Reduce the apprepdated
Attachment 6monies allocated in this
Page 15 account. Savings $2,000
Water Fund.
NOTE: These four (4) proposed
packets provides the cost
saving methods to support
approximately 50% of the
estimated $118,000 needed to
offset the department's
shortfall.
This request is for the implementation of an
OPTION 2 RATE INCREASE 5% additional 2% rate increase above the previous
3% that is to take effect July 1, 2003. This
lA Meter Rates 42001-44110 additional 2% rate increase will provide the funds
Fire Protection Rates needed to support current maintenance and
42001-44114 service needs due to the proposed $59,553
shortfall. This rate increase would raise the
' average water users monthly fee by sixty four
($.64) cents. In comparison of our rates with other
cities in Iowa, the City of Dubuque would be the
second lowest, with Cedar Rapids being the
lowest.
NOTE: Option 2, lA would provide The proposed monthlyfee increase ofsixty four
60% ($.64) cents includes the 3% rate increase of forty
Of the revenue needed to ($.40) cents that has been approved for
offset implementation on July 1,2003.
the Department's $118,000
shortfall.
This request is for the implementation of an
2B RATE INCREASE 6.5% additional 3.5% rate Increase above the previous
'k Meter Rates 42001-44110 3% that is to take effect July 1, 2003. This
Fire Protection 'Rates additional 3.5% rate increase will provide the
Attachment 642001-44114. Rate Increase additional funds needed to support current
Page15 1.68% effective July 10 to maintenance and service needs due to the
generate $58,567. proposed $59,553 State and Insurance Funding
shortfall. This will also include the proposed
1.68% or $58,566 estimated revenue shortfall due
to the reduction of water used from one of our
large users. This rate increase would raise the
average water users monthly fee by eighty ($.80)
cents, in comparison of our rates with other cities
in Iowa, the City of Dubuque would be the second
lowest with Cedar Rapids being the lowest.
NOTE: Option 2, 2-B would provide The proposed monthly fee increase of eighty
100% of the revenues needed ($.80) cents includes the 3% rate increase of forty
Attachment 7to offset ($.40) cents that has been approved for
Page 22 the department's estimated implementation on July 1,2003.
$118,000 shortfall.
This would be a newly created fee to help support
OPTION 3 SERVICE FEES the cost of these services. Currently the City
. METER READS pay's Aquila $0.456 to read its water meters. By
42100-450-41113 establishing this new fee would pass
approximately 50% of this cost to the user. In
addition there are Commercial and Industrial
accounts that require staff to perform special
reads. In evaluating the cost of the employee's
time and equipment used, the proposed rate fee
being recommended is $4.50 per read.
Implementing both rate fees would result in the
City receiving an additional $62,454.12 in
revenues to help support this activity in our
operations.
NOTE: Option 3 would provide
approximately 53% of
revenues needed to offset the
department's estimated
$118,000 shortfall.
This person would be laid off and this position
OPTION 4 STAFF REDUCTIONS would be converted to a part time position until full
time status is restored. Services would be
1 of 4 Water Engineering Assistant distributed to other employees and be performed
GE-33 Layoff. Savings by the hidng of a part time employee. The
Attachment 7$45,732 Water Fund. proposed estimated cost for a part time employee
Page 22 IS.$15,210 annually. The modification of this
position will result in delayed responses and
services provided to contractors, developers, City
departments and the water users. This will reduce
our response time to watermain breaks resulting
in safety concerns, additional property damage
and extending longer periods of time that fire
protection is out of servi.ce.
This person would be laid off and the position
2 of 4 Truck Driver OE-8 - Layoff. would become vacant until full time status is
Savings $44,136 Water Fund. restored. The current duties and responsibilities
Attachment 7 that is performed by this employee would be
Page 22 distributed to other employees and will result in
delayed responses and services being provided to
contractors~ developers, City departments and the
water users. This will reduce our response time to
watermain breaks resulting in safety concerns,
additional property damage and extending longer
)eriods of time that fire protection is out of service.
This person would be laid off and the services
3 of 4 Equipment Operator II required would be provided by contract services
OE-10 - Layoff. Savings until full time status is restored. The proposed
Attachment 7 $47,214 Water Fund. estimated funds needed to support outside
Page 22
services is $18,068.80. The modification of this
, position will result in delayed responses and
services provided to contractors, developers, City
departments and our water users. This will reduce
our response time to water'main breaks, resulting
in safety concerns, additional property damage
and extending longer periods of time that fire
protection is out of service.
These funds would support the needs for part time
Package 4 Part time and contract help and contract services in performing some of
of 4 Services required due to the tasks that were provided by the Water
Lay offs $33,278 additional Distribution Equipment Operator II and
Attachment 7 cost to Water Fund. Engineering Assistant.
Page 22
-k Included in the City Manager's recommendation to City Council.
I
MEMORANDA
To:
Michael C. Van Milligen
City Manager
From: Bob Green
Water Department Manager
Re:
Date: June 16, 2003
Fiscal Year 2004 Budget Reduction Recommendation/Summary
purpose of this memorandum is to provide for your review and support of a
method in the reduction and modification of our F.Y. 2004 Department Operating Budget.
The targeted amount of monies proposed for reduction related to State funding and insurance
requirements has been identified to' be $59,553.00.
In addition, we have evaluated the proposed estimated revenue shortfall from Quebecor Printing:
The estimated revenue reduction from them is in the estimated amount of $58,566.48. This is related
to their operational equipment improvements. This projected revenue shortfall would require a 1.68%
rate increase to compensate for this loss.
The total combined revenue shortfall in these three areas is estimated to be $118,119.48.
There are four (4) specific proposed options being submitted for review and they are
prioritized. Options will have multiple packets for review, some may support a portion
of our department shortfall needs as some will provide support for 100% of the funds
needed.
It is our position in review of these proposed options that a solution to our needs will be achieved.
cc: Pauline Joyce, Administrative Service Manager
File
WATER POLLUTION CONTROL
1 Installation of a Praxair The elimination of the pumhase of oxygen on the open
~ VPSA System. Savings market and renting a Praxair VPSA Oxygen Generating
$20,322 Sewer Fund. System. A VPSA system separates oxygen from air using
Attachment 6 a patented adsorption system that is 10%-30% more
Page15 efficient than other systems. The Praxair system is
automatic and runs unattended. Rental of this system will
reduce the cost of oxygen by $85,842 per year. Electrical
cost will rise by $48,600.00 and phone service is expected
to increase $2,400.00. The total expected savings is
$34,842.00 in year two and beyond.
2 0.5% rate increase over This package provides for an increase in sewage rental
approved FY04 3.0% rates (43001-44171) of 0.5% over the FY04 approved
Attachment 7increase in sewage 3.0% rate increase. The additional 0.5% increase is
Page 21 rental. Savings $19,665 necessary to offset a 5 month delay (loss of savings), for
Sewer Fund. the procurement and installation of the Praxair VPSA
System as outlined in Package 1. Thedded 0.5% increase
will raise sewage rental a rates from $1.64 per CCF to
$1.65 per CCF or approximately $0.08 per month for the
average user. Even with this increase, Dubuque's
proposed rate is the second lowest of the 9 largest cities in
Iowa. The 9 city average is 39% higher than the proposed
Dubuque rate.
3 Reduction of operation&
~ Maintenance expense Reduction of plant operation and maintenance expense by
by reassignment of reassigning operators to swing shifts. The reassignment of
Attachment 6operational shifts and shifts will eliminate the possibility of operators training as
Page 15 elimination of cross maintenance staff and eliminate the use of operators to
training activities, supplement maintenance activities. Reduction in the
Savings $5,616 Sewer training opportunities will save approximately 208 hrs./yr, in
Fund. overtime expenses by placing operators on 2® & 3® shifts
eliminating part of the need for replacements necessitated
by vacation and/or sick leave. The cross training
opportunities were suggestions of the WPC Plant's
Efficiency Committee as a means to achieve total
productive operations. Elimination of the ability to use
operators as maintenance personnel will put additional
Burdens on the already short maintenance staff that has
seen 3 new lift stations in FY03 adding more hours for lift
station maintenance and reducing time for plant
maintenance
4 Elimination of funds forEliminates funding for training and professional
professional development that would increase operational and
Attachment 7development and maintenance skills of plant personnel. -The funding was
Page 21 training. Savings recommended as a means to a total productive workforce
$8,000 Sewer Fund. using workforce flexibility. Failure to provide the funding
will flexibility. Failure to provide the funding will stagnate
operational and mechanical skills of plant personnel.
5 Eliminate Contract The elimination of weed control at the WPCP will save
Services for plant weed $590.00/year. However, weeds will rapidly take over in the
Attachment 7control and insect sandy soil and choke out the existing grass. Elimination of
Page 21 control at lift stations, funding to carry out insect control at lift stations will save
Savings $975 Sewer $400.00/year and may pose a health risk for employees
Fund. and surrounding homes and businesses.
6 Elimination of student Not funding this package will eliminate the partnership with
intern. Savings $2,000 the University of Dubuque Environmental Science
Attachment 7Sewer Fund. Program. We will lose a student intern that tests the
Page 21 waters and maintains records of environmental concerns
for the Catfish Creek Water Shed. As the E.P.A. and
I.D.N.R. focus their attention on water sheds we will lose
background information on the major water shed that flows
through the City of Dubuque.
7 Eliminate calibration Elimination of the calibration services for the sewage
services for the C.C. sludge incinerators will place added burdens on the Water
Attachment 7monitor. Savings Pollution Control Plant Manager and Asst. Plant Manager
Page 21 $4,500 Sewer Fund. by requiring them to set aside more time for calibration
services. The calibration is required by 40CFR 503 and
the I.D.N.R. Title V Clean Air Regulations.
8 Elimination of non Removal of non essential services such as the Department
-~ essential services in the Manager's physical, subscriptions and books and the
Administration Budget. dropping of the Department Manager's membership in the
Attachment 6Savings $2,465 Sewer A.W.W.A. will have little or no affect on the community or
Page 15 Fund. plant operation. Removal of the Department Manager's i
travel to the Annual Water Environment Federation
Convention will impact the community by not keeping
abreast of new technologies, equipment and government
regulations.
'k Included in the City Manager's recommendation to City Council.