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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.