Budget Info from ManagerMEM
REVISED 6/16/03
ORANDUM
June 11,2003
TO:
FROM:
The Honorable Mayor and City Council Members
Michael C. Van Milligen, City Manager
SUBJECT: Budget
Like other cities, Dubuque has expeqienced many challenges and overcome ,difficult
obstacles throughout the years. Eac~h experience hgs tested this community s re'solve.
While every city pla;ns carefully to avbid potential 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
unfor[unate, this shortfall comes on the heels of a difficult budgeting process and
represents an additional revenue loss.
Planning for the F sca Year 2004 bu~dget began with City Council goal-setti,ng 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 Cou ncil addres: ~ed a $1 million shortfall, which included a
$312,513 state-mandated increase i~
boost in health insurance. While con
had to take into account stagnating t
Dealing with a budget shortfall is a c
Cou qcil made the difficult, but financ
Fiscal Year 2004 budget, which inck
increase for the average homeowne
the March deadline. Unfortunately,
police and fire pension costs and a 35 percent
~idering these cost increases, Council Members
ax revenues after a national economic downturn.
~allenging task. Throughout the process, the City
ally respon§ible, decisions. After approval, the
ded the ninth consecutive year of no property tax
', was sent to the State, of Iowa for certification by
ne budget stow doesnt end there.
After the budget was certified, the Iorwa Legislature passed laws that dramatically
reduced State aid to cities. The reset for the City of Dubuque is a reduction of
$1,195,425 in revenue or 3.54 percffnt of the general fund operating expense. Also,
health insurance costs have continupd to increase at a rate exceeding budget
expectations. The projected recurrirlg cost in Fiscal Year 2004 to cover heal'~h
insurance is an additional $613,766. After addressing a $1 million shortfall during the
initial budgeting process, the City's eperating budget now faces a reduction of $1.9
million in tax funds and a $200,000 ~'hortfail in non-tax supported funds. The State of
Iowa has permanently eliminated thins funding to cities making this reduction an annuah
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 des with'the b'ud~et s~ortfalf, and City
staff has been exploring all opportuni¢ies to cut costs. Some ideas, after more research,
have been rejected due to funding restrictions, minimal savings, or other concerns.
One proposal has been to use reser~
reserves, dipping into those funds at
downturn. The City Council has esta
reserve or $2,556,000 for the genera
sufficient cash flow to pay bills and p~
event. The City's reserve fund is arr
rating agencies - the "banks" that citi
reserve policy and examine reserve I
to deposit money 'n the future can ds
interest rates. If we spend our resen
increasing project costs. Aisc, the C
catastrophic event.
e funds. Although the City of Dubuque does keep
:his time is risky, especially during the economic
:lished the guideline of maintaining a 10-percen~
fund operating budget. The reserve fund provides
ovides a safety net during a major catastrcphic
easure of its financial health or stability. Bond
as use to borrow money - will ask about that
.~veis. Drawing on those balances without a plan
mage a city's ability to borrow at reasonable
es, we risk lowedng our bond rating and
[y would not be prepared if there was a
Cities FY 02 CAFR indicated a cash
Followihg is an explanation of the ca:
going into the Fiscal Year 2004 bud
-Cash Balance per 6/30/02 CAFR (p
Purchase orders outstanding June 31
Continuing appropriation authority cc
in first budget amendment
)alance of $19,876,418 on June 30. 2002.
balance and the amount that was undesignated
process.
~e 24) $19,876,418
IN (3,330,054)
vered
(9,464,028)
Available Balance
$ 7,082,336
Less 10% reserve 0er Guideline
Less Jan 1, 2002 DRA Di,s, tribution u~sed 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 OlP since non-recurring balance
2
Another suggested solution is to delay or eliminate capital improvement 3rojects, t is
important to note that the capita! imp rovement budget is a separate budget from the
operating budget, and capital impro,vements receive funding from different sources.
Capital improvements are projects that do not occur every year, such as creating a
neighborhood park, repairing 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 Cevenues are not as Credk~table Es other
funding sources and are best used for one-time projects, Although the cu trent budget
cns~s is caused primarily by outside influences, we do not want to take actions that wii
cause a future budget crisis of our o' vn making.
The June 2003 ruling by the U.S. SL
Dubuque Greyhound Park and Casi;
decision further limits the City's abili-
The City stands to lose $17 million fl
because of the higher state tax rate
Park and Casino. Five million dollar
fee but the remaining $12 million wi
preme Court lets stand an Iowa law taxing the
lo at a much higher rate than riverboats. This
y tc use capital improvement money for salaries
om [he five-year capital improvement program
:hat may now be imposed on Dubuque Greyhound
~ will be made up with a higher stormwater utility
I result in cancelled capital projects. While this will
negatively impact the City's ability tqdo capitai projects, it also helps to demonstrate
why these funds are better left out ob' the operating budget.
Money put towards capital improvements often can be leveraged for grant dollars. In
some cases, for every dollar spent ~,y 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. If that maintenance is eliminated or delayed, the cost most
certainly will be higher in the future.
Since learning of the.budget def c t, all departments and divisions have been combing
through their budgets in an attem 3t to eliminate expenses. A hiring freeze planned for
July 1 was implemented mmediatel¥. 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 po ice, fire, and
emergency communications. The r~maining 40 percent funds ail 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 Counoil does eliminate three Fire Equipment Operator
positions and two Police Officer positions. All five Fire Stations would remain open and
no Police Officers woutd 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 nave a Canine U nit. There are sufficient vacancies
'~n 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 em 31oyee assistance program services and
o~u~placement services to any laid-off employees. In addition, each laid-off employee
~ t
will be entitled to unempioymen corr pensa'tion. The ex~pense for a I~id-off employee
will be approximately $10,000.
To encourage people who are currently eligible to retire to do so, to avoid lay-offs, it is
further recommended that a retiremerlt incentive program be established. Employees
who plan to retire between July 1,2003, and January 1, 2004, wi 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 fu~nding to Dubuque. All cities across the state were
impacted 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 all 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 acrpss the
state are looking at ways to reduce e~xpenses and increase revenues while having the
least impact on services.
Every City department will be impactpd by the budget, including the city manager's
office. The city manager's office inclIJdes 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 ho~use, which is organized through the public
information office. Finally, I am recot*nmending the elimination of City Focus in its
current format. Two years ago, CityFocus 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 em 31oyees. The City of Dubuque workforce has declined by nearly 12
percent or 69 positions since 1981, iF spite of adding numerous services. New
programs during that time period have included:
4
Yard waste and recycling
County-wide E911 dis 3atch
Comprehensive housing programs
Community oriented policing
DARE and other drug-related programs
Rental property inspections
Operations of the new leisure pools
McAIeece Recreation Complex
Fifth Street Parking Ramp
Fourth Street Parking Ramp
Thirteen additionaf 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 Outs in next year's budgeting process. This was
before the state reduced City revenu es by $1.2 million. The City is also receiving
preliminary information from the State of Iowa that revenues will be further eroded in
Fiscal Year 2005 with a significant s~ate-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 proje :ts to just delay the Fiscal Year 2004 budget
problem to Fiscal Year 2005 will pro~
facing the City Council for Fiscal Ye~
enhance revenues or cut services.
Council, along with others, will be a
on electric and natural gas bills.
)ably not be productive. One of the challenges
tr 2005 will oe the prospect of considering ways to
'wo options that will be available to the City
)roperty tax increase or establishing a franchise fee
The City is allowed to adopt a francl~ise fee on electric and natural gas bills up to 3%.
The franchise fee adoption is not a r aferendum issue. By state law the fee may be
adopted by a majodty vote of the Cit
affirmative vote of all the members
may no longer apply the 1% local oF
a 3% franchise fee only increases t?
would generate an estimated $1.9
, Council, but the franchise agreement requires an
'the Council. If a franchise fee is adopted, the City
:ion sales tax to these same utility bills. Therefore,
e cost to the consumer by 2%. A 3% franchise fee
illion 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 anU 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 fee.on the cost to transpor[
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 low/moderate income residents, the City could offer a r_ebat¢ to those at 8.0%
of median income and below, on a graduated basis.
As you can see, there are many variCbies in this issue. I am not recommending the
electric and natural gas franchise feeto solve the current budget cdsis, but it could 3e
considered during next year's budge process.
To resolve this year's budget shortfall, am recommending five courses of action. This
includes:
I Wage freeze for non-bargainirlg unit employees;
2. Expense reductions that do not involve cutting City positions;
3. ncreases in certain sources of revenue;
4. Expense reductions that invol~e elimination of City positions; and
5. 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 sacrifice 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 Fireflgi~ters Association, Local #353
Dubuque Police Protecti~/e AsSociation
Amalgamated Transit Union,I~[TOCal #329
ntemat cna Un on 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 acce oted this proposal and no pay
increase was negotiated with the Trat~sit 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 ~ear 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 'nctuded a
~challenge tc the Health Care Committee to save $236,000 through p!an red_esign The
Police Association voted no to the redesign, so this sa~ings ~/a~ not realized. The~
remaining members of the committep supported the changes as long as a two-year
agreement to maintain the Health C~re 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 bargaining upon
contract renewal.
The health plan savings used in this budget recommendation includes only the three
remaining unions and the non-represented employees. Instead of a $236,000 savings,
it is a $167,379 savings.
The budget issues to be addressed are listed in Attachment 1.
In priority order with the first item bein~ 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 reduC, ions that do not involve cuttin~ 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 dudng the 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 hidng freeze.
The C~ is working to fill a nearly $;~ million budget shortfall in the fiscal year that begins
July 1. This must be done realizing that safety of the public cannot be compromised.
7
As the City deals with the stateqmposed 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 aidines 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 ess
investment in the collection. The library is the City's main contribution to culture and
education in our community, it is free to the user, so no one is excluded by ~ncome, and
~erves as a door to a brighter future for disadvantaged ~outh. -_.
The City's budget shortfall is extensiye and its impact 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 face~with a challenge reveals its true character.
Communities that pursue creative sCutions, 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 for6p.m. Wednesday, July 9 at the Five Flags
Theater, at the corner of Fourth and IVlain 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
ATTACHMENT 1
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
GENERALFUND
Cat, Priority Dept Item
0 City-wide
0 City-wide
0 City-wide
0 City-wide
0 City-wide
0 City-wide
0 City-wide
0 City-wide
0 City-wide
FY 04
Amount
FY 05
Amounl
Impact of State cuts 1,157,132 1.157,132
Impact of health cost increases 413,678 413,678
Hiring freeze/confined space revenue 315,000 315.000
One month lag in positions cuts-Aug. 9 50,000 50,000
Unemployment costs.gu(placement, 80,000 80,000
Retirement Incentive 30,000 30.000
SS and IPERS impact 4.OEO 4,OEO
Health TF savings (under)lover target 68,579 {58,438)
ICAP Contribution-liability insurance 12,000 12,000
Cumulative
Fy 04 Total Impact
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 ti~ru retirements/attrition
2.045.810 Assuming 3 retirements
2,049,860
2.118,739 Target of ~235,000, on1¥ came up with 9164.805 in '04 & $190,713 in '05
2,130,739 Billing received 4/22/03 which is $20,000 higher than FY 04 budget estimate
SUMMARY OF DECISION PACKAGEE RECOMMENDED BY FUND
ATTACHMENT 2
Non-Union Wage Freeze
City-wide Non-union wage adjustments (349,876) (355,187} 1,780,863
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
ATTACHMENT3
GENERAl. FUND
Attmnt 8 FY 04 FY 05 Cumulative
Ref. Page Cat. Pdodty Dept Item Amount Amount Fy 04 Total
& Priority
Expense ReduoRens That Do Not Involve Cutting City Positions In priority order with #1
79 #12 2 I Police
53 #4 2 3 Library
27 #3 2 4 City Clerk
29 84 2 5 City Manager
33 #3 2 6 Emerg. Comm
30 810 2 7 City Manager
29 85 2 8 City Manager
35 82 2 S Engineering
82 #1 2 10 Parch of Serv
83 #4 2 11 Recreation
2S 81 2 12 City Council
28 #3 2 13 City Council
28 #2 2 14 City Council
51 #2 2 15 Legal Services
27 #5 2 1S Citj/Clerk
27 #4 2 17 City Clerk
25 82 2 1S Annex Malnt
25/~1 2 19 City Hall
25-~ 2 20 City Hall
25'~ 2 21 City Hall
49 84 2 22 Info Services
63 #5 2 22 Library
49 #2 2 23 Info Servioea
45 #3 2 24 Health
45 #5 2 25 HeaRh
45 84 2 26 Health
51 #4 2 27 Legal Services
49 #3 2 27 Info Services
64 #4 2 2S Parks
71 #2 2 29 Planning
71 #1 2 30 Planning
31 814 2 31 City Manager
25 #3 2 32 Annex Maint
25 #4 2 33 Annex Main1
25 #1 2 34 Annex Malnl
30 #12 2 35 City Manager
32 #3 2 30 Econ. Day
31 #15 2 37 City Manager
31 816 2 38 City Manager
30 #13 2 39 City Manager
30 #9 2 40 City Manager
33 #2 2 41 Emerg~ Comm
34 #1 2 42 Emerg. Mgmt
39 87 2 43 Finance
being cut last.
Specialized police services discontinue {81,7361 (81.7361
Reduce programming by 47% for all (4,285) (4,2851
Eliminates staff support on CS tests (1.350) (1,350)
Sensitivity Training 13,O00) (3,000)
Training expense for Ride-Alongs (1,966) (1,6iiSi
Eliminate employees gifts (4,072) (4,O72i
Wellness Programming (9,70OJ (9,7001
Eliminates ~8,000 for overtime (8,O00) (8,000)
Reduction in alice, by 7.6% {3,94§) (3,945)
Eliminate Ice Rink Warming Houses {5,871) (§.871)
Eliminate Boards and Comm. Picnic (2,400) (2,400}
Reduce Travel Professional Conference (13,750) (13,7501
Sister City Program (2,000) {2,O00)
Eliminated Education & Training (962) (962)
Eliminate microfilming/scanning {8.260i {4.500)
Drop printing of Council Proceedings [1.190) (t,210)
Equipment Maint. Contract (475) 1476}
Reduced Janitorial services 15,688) I11,336i
Reduce property maintenance (2,268) (2.2981
Reduce operating suppEes (1,059} {1.059)
Reduce network maint te 8hfs/5 days (5.000) {5,000)
Reduce materials purchased .17.4% (45,875) (45,676)
Renegetiated service contract [5,000) (5,0001
Eliminates CT for Animal Control Officer (1,494) (1 5391
EEminates tamp clerical {885} 1902)
Elimintes CT for Sanitarians 13,268) {3,400)
Splits health insurance between dep(s (4,301) {4,301 )
Uses comp time vs paid overtime {8.8351 (6,S35)
Eliminate weekend overtime 17,9601 (7,860)
Reduce times zoning map updated (2~00OI (2,000}
Eliminate ECIA contracted services (12,000] (12,O00i
Drop 25 Laserfiche view only licenses (1,960] (1,980)
Boiler Maintenance 1450', (450)
Property Maintenance (2,0881 12.O681
Property Maintenance {615', (615)
Drop Dale Carnegie Training (3.431I {3.431)
Washington DC Initiative reduced (13.218) (13,218)
Budget printing--4 (~opies only 15,3601 (5.360)
Meals for~ budget hearing sessions (2.650) (2.650)
Eliminate catering for meetings (2,600) (2,500)
Subscriptions Services-Personnel (2,000) {2,O00)
CAD maintenance shifted to 911 Fund (15,311) (15,311)
Increased federal funds (3,541J {3,541)
Monitor/Collect Loans Internally-CDBG (S,000) {6.O00}
1.699,127 STOP. Domestic Violence overtimE, accreditation,
1,694,842
1,693,492 Eliminates overtime for staff support. Dept staff and Commissioners would need to help
1,690.492
J,688,827 Net savings (exoense less 1/3 county reimbursement)
1.684,756 Spidt luncheon would continue with no gifts or service awards
1,675,055
1 .ti67,O55 Lower priority Tasks will be delayed
1,657.239
!,654.839
1,641,089
1.939,069
1.638,127
1.629,867 Eliminates intern to scan records end microfilming of CounclJ records.
1,628,077 One book would be orgy}dod to Library and one in City Clerk's Office
1,928,202 Reduce regumr elevator testing and prey. malnt, from monthly [o every two mort[ns
1,622,534~ Monday. Wed, and Friday janitorial service and restrooms on summer weekends
1.620,236 Group replace ballasts, defer maintenance if ~ecessary on other ~tems
1,568.302
1,563,302
1,961,805
1,560,923
1,557,655 Limited after hour time spent on inspections
1,593,354 Same amount of savings in Police
t,635,659
1,536,659
1,524,659
1,522,679 Reduced from 60 to 25 and dropped 2 full licenses.
1,522,229 Reduc{ boiler checks from weekly to every other week during heating season
1,520,141 Reduce nightly custooial service and oreserve resTroom eno floor care nightly
1.519.526 Reduce frequency of rug replacement servic~from b~weekly to monthlV
1.516,095
1.602.877
I 497,517 CD ROM available to nublic at cos[
1.494,867
1.492,367
1.490,367
1,475,056 Net savings (expense less 1/3 county reimbursement}
1,465,515 Revenue will go to Finance instead of to financial institution
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
GENERAL FUND
Attmnt S
Ref. Page Cat, Pdodty Dept
& Priority
40 #8 2 44 Finance
46 #6 2 45 Health
47 #lA 2 46 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 #11 2 51 City Manager
29 86 2 52 Police
83 #6 2 53 Recreation
79 #14 2 54 Police
75 88 2 55 Planning
Item
Recharge addl OH to ~arking
State reimbursement of activities
Shift vehicle expense,reduce supplies
Shift $10,000 salaries to HUD funding
Actual saving~ on SQL mere than antic,
Email management moved in house
Increase Admln. Overhead Chg to Golf
College Reimbursement Funds
Cable funds for public information officer
CDBG funds pay for 50% swim pass
Relmb for tickets Issued by Police
Eliminate staff membership in APWA
FY O4
Amount
(4,000}
{2,200}
H 0,000)
{13,05g)
(10,000)
(7,4001
(60,858]
{13,528}
(20,0001
(900)
ATFACUMENT 3
FY 0g Cumulative
Amounl Fy 04 Total
{4,000)
(5,400)
{2,200)
[10,000)
(1 ~702)
1§,783}
{10,000}
(7,400)
{60,858)
(t3,528)
(20,000)
(900}
1.456,516 Activitres performed will be reimbursed for FY 04 & 05 at min. (ia, bioterrorism)
1,444,315 Housing cases wouKi tat(e priority
1,442,613
1,429,555
1,351,297 Funds public information r~ersonnei In Police and Fire with Cable Franchise fees
1,337,769
1,317.769
1,3tg.869 Will maintain Citv Planner's membership
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
ATTACHMENT 4
GENERAL FUND
Attmnt 8
Raf. Page Cat. Priority Dept
& Pdotity
Item
FY 04 FY 05 Cumulative
Amounl Amount Fy 04 Total Impact
ncrease in Revenues by Department-Not Priority
25 #1 3 I Building Increased contractor 5cerise fees
(17,650)
(4,950)
{2,000)
[2,500)
{5,850)
(1,800]
(21,000)
(33.321)
(4,500}
{4,865)
{34,500)
{2,050)
{3,750)
(3,595)
{10,000)
(4,300)
(7,800)
{9,874)
[7,800}
{2,800)
(58,6201
131,800i
{20.400)
(4,000)
{3,760)
(2,610)
27 #6
33 #4
36 #4
37 #7
36 83
37 88
42 #4
42 #8
43 #4
43 85
43 #2
43 #3
45 #2
46 #7
47 #1
52 #5
65 #6
72 #5
73 #6
72 #4
79 #15
79 #15
79 #16
83 #3
83 #2
83 #1
3 2 City Clerk
3 3 Emerg. Corem
3 4 Engineering
3 6 Engineering
3 6 Engineering
3 7 Engineering
3 B Fire
3 9 Fire
3 10 Five Flags
3 11 Five Flags
3 12 Five Flags
3 13 Five Flags
$20 charge for each tape maas
Adds traffic control oermit fee ~50
Increase permit fee for dumpster
Increase Sidewalk Inspection fee
Adds $1.25/ capita charge for hazmat
Confined space charges To industries
Add 61.00 surcharge on tmkets sold
Increases Public Skating Fees
Increase si(ate rental fee ~1.00 to $1.50
~3 14J:le, a[tL Incr. late penalty on dog/cat license
3 15 Health
3 16 Housing Serv
3 f7 Legal Services
3 18 Library
3 19 Parka
3 20 Parks
3 21 Planning
3 22 Planning
3 23 Planning
3 24 Police
3 25 Recreation
3 26 Police
3 27 Recreation
3 28 Recreation
3 2~ Recreation
Increase rental housing fees
Payment for Bd of Review tax appeals
Meeting room fees,inter-library loan fee
Increase pavilion rental fees 15%
Increase camping fees
New billboard inspect/or fees
Increase spec. excention/setback fee
Zoning fees increased tn budget
New research fee for criminal checks
impact of backg¢ound check fee
Processing fee for impounded vehicles
increase Play Lot/Tot Lot fees by 68
Increase After School Sports fee bv 93
Increase youflt sports fees bv 63.00
(12,900)
(2,000)
{2,600)
(5,850)
{1,800)
(21,000)
133,321 )
(4,500)
(4,865}
(34,500)
[2,050)
(17,400)
(3,59§}
(10,000)
(4,300)
(7,800)
(9,8741
(7,800)
(2,800)
(58.820)
(31,800)
(20,400)
(4,000)
[3,750)
(2,610]
1.299.21~ Additional ~25 ocr contractor license fee
1,294,269 Business licenses from 950 to 975, taxicab from 98 to 910 and add special event
%292.269
1.289,769
1,283.819
1 282.119 Revocable and irrevocable License processing fee for use of public right of way
1.261.119 t~80 if defect is found as part of inspection, ~30 far sidewalk permit requested al Office
1.227,798 Per capita for population outside the cdV vs currently flat fee to County of ~6,00'0
1,223,298
1.218.433
1,183,933
1,181,883 From ~3.§0 to ~4.00 fm adults and 82.00 to 92.50 for youth
1,180,708
1,176,958
ATTACHMENT E
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
GENERAL FUND
Attmnt 8 FY 04
77 #8 4 2 ~otice
77 #9 4 3 Police
63 #2 4 4 Parka
53 #1 4 g Library
53 #1 4 § Library
39 #5 4 7 Finance
43 #1 4 8 Five Flags
78 #10 4 9 Pegce
64 #3 4 10 Parks
38 #10 4 11 Engineering
35 #1 4 12 Engineedng
31 #17 4 13 City Manager
48 #2 4 14 Human Rights
FY 05 Cumulative
Fy 04 Total Impact
Eliminates Traffic Safety pa;rot officer (g0,989) (60,989)
Canine officer ito rag. patrol, -1 officer {64,134I (64,134]
Eliminate one park ranger [43,916) {43,916]
Loss of accreditation on revenues 35,000
Major exhibits/programs omcondnued (126,865} {128,865)
Replace FT Fiscal Coerd w PT {42,206} (42.208)
Reduces I~tdg Supv to PT 134,011 ) (34,011 )
Eliminates computer help desk position (46,343) {46,343]
Eliminate one maintenance worker (50,,6991 (50,699)
Eliminate Traffic Engineer (58,982} [g6,982)
Eliminated Eng II position (19.0501 19,050)
Admln. Serv Mgr->Budget Director (18,135) {33,272)
Eliminate Legal Intern, DDRC {13,872) {13,872)
809.124 Eliminates driversfortha Assistant Chief/Command Vehicle 628
748,135
684,001
640,085
640,085
513,22g
471,014 PT Account Clerklforpayro~;
437,003
390,660
339.961 Assigned to downtown
282,979
263,929
245,794
231.922
Impacts Police
These are all related to 50 hours of service per week
Eliminate I FT professional, .5 PT & reduce 2 FT to .half time & reduce .kO to .25
78 #11 4 ~S Police
53 #3 4 16 Library
51 #1 4 17 Legal Services
39 83 4 1 B Finance
38_~ 4 19 Engineering
24~ 4 20 Airport
24 #1 4 21 Airport
Eliminates civilian computer intern
Cut Amedcorp program, outreach
Eliminates Intern
Eliminate Finance Intern
Shift funds/assignment of Eng g
Savings used to hel~ cover NW rev.
Egm[nate LEO FT and PT positions
(11.587) Ill,587} 220.335
{13,494~ ~13..49~) 200.84"1 This~s long b~849. --
(7,008) (10,011) 199,833
(4,000) 199.833 Keep in FY 04 due to GASB34 changes
{11,934) 111,934} 187,899
18,315 18,315 206.214 Airport reouast [o use these funds to help aodreSs revenue shortfall due to Northwest
[73,614) (73,614', 132,600
85 #2
55 #3
65 #3
TRANSIT FUND (pan of General Fund tax asking shortfall)
0 0 Transit State Trensil Assistance reduction
1 City-wide Non-union wage adlustmen[s
3 2 Transit Increase Fares rag t~ 1 ta (~ 1.50
3 3 Transit Equalize garage recharge rate
2 1 Transit Eliminate Fixed Route Saturday aery.
ROAD USE TAX FUND
0 00par. & Me[nt. Increased health costs
0 Use non-recurring reserves in FY 04 and replenish in FY 05
Total, General Fund,Transit, RUTF
8,000 8,000
(102,082) {102,682)
22,049 22,049
I32,393) (32,393)
30,778 30,778
{53,041) 63,041
(0) (32,442}
140,600 Transit Fund
135,289
32.607 Mini bus fares from 81.00 to t~2.50
54,656 Impact of Operations an~ Maint. decision package
22,263 Eliminates 80 hours per week of PT Drivers
53.041
86 #4
87 #2E
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
WATER OPERATING
FY 04 FY 05 Cumulative
Cateti PdorRy Dept Item Amount Amount Fy 04 Total
0 Water Increased health costs 28,028 28,028
2 Finance Lower Step due to retirement (1,071) (1,071}
2 Water Reduce hydrant repl-preventive matnt. (19,500) (19,500)
2 Water Reduce consultant services rel to CIPe {2,000) (2,000}
2 Water Reduced water demand Ouebecor 55.567 58,567
3 Water Rate adjustment relative to Ouebecor {58.567) I58,587)
Total, Water Operating Fund
5,457 5,457
ATTACHMENT 6
Impact
Savings in Finance offset by reduced recharges to the utilities
Rate increase of 1.68% on top of 3% increased adopted by Counolt for FY 04
Use Water Operating fund balance until Impact ef Quehecor is more certain
SEWER OPERATING
Categ Pdodty Dept Item
0 Oper. & Malnt Increased hca/th costs
40 89 2 Finance
92 #8 2 WPC Plant
91 #3 2 WPC PJant
91.~1 2 WPC Plant
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
25,790 28,790
Lower Step due to retirement 1,071) (1.071)
Reduce subscriptions/travel (2,4~5) (2,475)
Rebidding shifts to reduce CT [5,616) (5,6161
Renting oxygen generating system {20,322) (34,8421
Total, Sewer Operating Fund (684) (15,214)
Impact
Savings in Finance offset by reduced rec~arges to the utilities
Reassigns operators to swing shifts
Equipmen; installation In FY 04
4O #9
57 #2
REFUSEOPERA~NG
FY 04 FY 05 Cumulative
Categ Priority Dept Item Amount Amount Fy 04 Total
Oper. & Maint. Increased health costs 24,719 24,719
Finance Lower Step due to retirement {1,071) {1 071)
Oper. & Maint. Increase fee from $7.49 to $7.80/month (21,7001 [21 700)
Oper. & Maint. Increase appliance pickup fee $10-> $14 (2,000} {2,000)
Total, Refuse Collection {52J (52)
Impact
Savings in Finance offset by reduced reonarg"es to the utilities
Stitl 20% lower than the next lowest solid waster cogectlon fee of other ten largest cities
40 #9
STORMWATER OPERATING
FY 04 FY 05 Cumulative
Categ Prlodty Dept Item Amount Amoum Fy 04 Total
2 Finance Lower Step due to retirement [1,071) (1,071}
Total, Stormwater Fund [1,071 ~ ( t ,071 )
Impact
Savings in Finance offset by reduced recharges to the utilities
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND ATTACHMENT 6
LANDFILL OPERATING FUND
56 #4
cares Prlodty Dept Item
O Oper & Malnt Increased health costs
2 Oper & Maint Use Agencv's FY 04 rate increase
Total, Landfill Oper. Fund
FY O4
Amount
(10,765}
FY 05 Cumulative
Amoum Fy O& Total
10,765)
No impact as covered by 6.75 per ton fee Increased already schedu(ed for 7-1
4O #8
67 88
67 810
67 #9
83 #2
PARKING
Cares Pdedty Dept Item
0 Parking
0 Parking
2 Finance
3 Parking
4 Parking
UDAG FUNDS
Categ Pdodty Dept
0 Comm. Dev.
2 Purch of Serv
Increased health costs
Shortfall ~n revenues
Recharge addl OH to parking
Reimburse poi/ce for tickets written
Eliminate a Maintenance worker
Reduce Cashier hours .57 FTE
Total. Parking Oper. Fund
Item
Increased health costs
Reduction in allec, by 7.§%-Labor Mgmt
Total, UDAG Fund
FY O4
Amount
30,000
4,000
20,000
(13,988}
1,614
FY O4
Amount
717
(717)
0
FY 06 Cumulative
Amount Fy 04 Total Impact
30,000
20.000
(13.988)
4th Street Ramp
Look at rate increase decision packages In FY 0E If necessary.
FY 05 Cumulative
Amount Fy 04 Total Impact
717
(717)
0
COMMUNITY DEV. =UNDS
Cares Pdodty Dept Item
0 City Wide
32 #4 2 Econ. Dev.
47 #3 2 Housing/CD
47 #2 2 Housing/CD
47 #3 2 Housing/CD
47 83 2 Housing/CD
Increased health costs
Education and Training Funds
Rahab activity supplies reduced
Admin supplies and services
General Liability Insurenoe
Rental Unit Survey eliminated
FY 04
Amount
12,799
(2,500)
(1,470)
(1,397)
(1,500}
(6,000;
FY 05 Cumulative
Amount Fy 04 Total Impact
12,799
(2,500)
(1,470)
(1,397)
Il,E00}
I6,000)
Reduced due to error in spreading COSTS
Total, Community Day, Block Grant (06) (ti8)
SUMMARY OF DECISION PACKAGES RECOMMENDED DY FUND ATTACHMENT 6
LEAD PAINT PROGRAM
47 #lA
Categ Priority Dept Item
2 Housing/CD Shift vehicle expense,reduce supplies
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
1,000 1,000
Impact
SECTION 8 HOUSING
Categ Pdodty Dept Item
47 #4 2 Housing/CD
47 #4 2 Housing/CO
47 #4 2 Housing/CD
47 #4 2 . Housing/CD
47 #4 2 Housing/CD
79 #15 4 Housing/CD
GABLE TVFUND
Categ Pdedty Dept
0 Cable TV
0 Cable TV
25 #4 2 Annex Maint
26 #5 2 Cable TV
26 84 2 Cable TV
26 #3 2 Cable TV
26 #2 2 Cable TV
26 #1 2 Cable TV
30 #8 2 City Managers
29 #7 2 City Managers
29 #6 4 City Managers
29 86 4 Police
Staff to donate refreshments-FSS
Mileage reduced, fewer visits
Reduced telephone long distance
Change background checks to later
Impact of Increa~e background checks
Total, Section 8
Increased health insurance costs
FY 2004 Operating Budget Surplus
Reduce Machinery/Equip. Rental
Eliminate Promotional activities
Reduce Subscriptions
Reduce Subscriptions
City Focus changed to insert
Eliminate City Expo Event
Graphl= Artist position eliminated
Charge PI function ef Police & Fire
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
(500) (500)
(200) (200)
(590) {590)
(700) (700)
(2,250) (2,250)
9,000 9.000
4,760 4.760
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
7,015 7,015
45,600 42,000
1531) (531)
(7261 (726)
(687) (687)
(1,410) (1,410)
{890) (890)
(23,700) {23,700)
[9,000) (9,000}
(60,858) (60,858)
60,858 60,858
Total, Cable TV Fund 15,359 11,759
Impact
Take min. amount we need to meet health inisurance target
Police ~ 10 fee for background checks
Use fund balance to cover or alternate background check admin, policy
Impact
Includes estimate of FY 05 surnlus but uncer)~ain due to franchise negotiations In process,
Reduce nlghtry custodial service and preserve restroom and floor care nightly
Terminate memberships in Alliance for Community Media for staff and Commission
Reduce rental of ~roguct~on, presentation or lest equipment for event or emergency
Promotion of PEG Access, C/tv ChannelS, Kcline bus cards, pos[ers, spec. events
Eliminate Cable TV Law Reporter and TV Regulation Monitor subscriptions
Drop Mull/channel News subscriptions.
City Focus to be insert In utility bills [quarter[y}
Position and rotated supplies and services
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND ATTACHMENT 6
SERVICE FUND
38 #10
38 #9
35 #1
55 #3
Categ Prlodty Dept Item
0
0
4
4
4
Engineering Increased health costs-Engineering
Oper. & Maint. Increased health costs-Garage
Engineering Eliminate Traffic Engineering position
Engineering Shift funds/assignment of Eng II
Oper. & Maint. Equalize garage rates for Transit
Total, Servloe Fund
FY O4
Amount
FY 05
Amount
18,743
12,360
(9.727)
11,934
(22;050)
12,260
Cumulative
Fy 04 Total
31,103
12,360
11,934
(22,090)
24,620
Impact
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED SY FUND ATTACHMENT 7
~.ttmt g
Ref.
GENERAL FUND
Category Dept
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
Impact
0 Citywide
2 Purch of Serv
2 Purch of Serv
2 Purch of Serv
2 Pumh of Serv
2 Purch of Serv
27 #2 4 City Clerk
27 81 4 City Clerk
2 City Manager
2 City Manager
32 #2 3 Econ. Dev
32 #1 4 Econ, Dev
32 #1 4 Econ. Dev
33 #1
4 Eme~.Comm
36 85' 3 Engineering
36 #6 3 Engineering
39 #1 4 Finance
39 #4 4 Finance
41 #1 4 Fire
41 #2 4 Fire
45 #1 4 Health
52 86 3 Legal Services
52 #3 3 Legal Services
63 #1 4 Parks
Initiate a 3% Franchise Fee on
gas and electric bills (-1% local option)
Less 50% of t % LOST in operating
Less 50% of 1% LOST in operating
Elimination of Purchase of Service
Elimination of CVR Contract
Elimination of GDDC Contract
Elimination of Main St Contract
Elimination of Labor Mgmt Contrast
Reduces Deputy Clerk to 36 hrs/w~
Reduces Permit Clerk to 38 hrs/wk
Safety Consultant
Employee Assistance Program
Charge .5 to 1 fee for loan application
Eliminate Econ Dev. Director
Add Associate Planner
Part time hours reduced 84 to 36/wk
Adds site plan rovlew 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 hrs
Reduces Budget for Damage Claims
(750,0001 [750,0001 Gas--3%
(1.185,0001 11 185,000)Electric--3%
125,000 125,600 Gas
197,500 197,500 Electric
(45,904) (45,964~
(478,770)
127,500)
(43,966)
(8,080) (8,050)
(4,773) (4,916)
(4,106) (4,229)
(2,500) (2,5001
(5,300) (6,300)
Requires unanimous vote of Council, Actual increase to consumers Is 2% because
local option sales tax is no longer collected. Losing Sales Tax on gas and electric would
cost the ClP $322,500 each year. Could exempt non-taxable property through an annual
rebate and could give a discount to Iow/moderate income families, State bas 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 vear over 3 yeras but there is legislation being
considered by the Gevenor to freeze that at 3%.
Transfers UDAG funding To City's Econ. Dev. Dec/to reduce tax asking
Transfers UDAG funding to City's Econ. Dev. Dap/to reduce tax asking
Transfers UDAG funding to City's Econ. Dev, Dap[ to reduce tax asking
(4,000) (4,0001
(19,685) 135,649)
11,681 23,120
(27,312) {27,312)
(13,600) (13,600)
(5,550) (5,550]
(70,000) (70,000]
(4,988) (4,9881
(613.8831 (613,883]
1397.4981 (397.498]
(8,7321 (8,732)
(15,000) (15,000)
(15,500) (15,500)
(50,782) (E0,782)
Chage min. of $500 to 1% for loan packaging, grant application, tax Increment filing
1,103.E36 Net savings of reducing to 2 dispatchera except 4 pm to midnign[
(4,988) From 40 to 36 hours per week
9 positions and shifts rental housing insp,, Key West ambulance, Tactical Medic training
8 positions and closes station. Rental housing, Kev West ambulance service elir~inated
Eagle Point Park personnel
74 #7 3 Planning Historic preservation design review fee (2,675} (2,6751
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED BY FUND
4 Police
4 Police
4 Police
4 Police
4 Police
4 Police
4 Police
3 Police
Eliminates DARE officer and OT (57,071) (57,071)
Eliminates Corporal-staff support (60,989) (60,989)
Eliminates COP position (60,989) (60,989)
Eliminates COP position (§3.609) (63,609)
Eliminates patrol officer (57.945} (57,945}
Eliminates patrol officer (57.945) (57,945)
Eliminates patrol officer (57,945) (57,945)
Use of CDBG funds for COP program (24.144) (24,1
Recreation Reduce Golf Maintenance worker to PT (19,925) (19,925)
4 Oper.& Maint.
4 Opel. & Maint.
4 Opel. & Maint.
Eliminate 3rd Truck Driver position {.54) (58,591) {58,591)
Eliminate Truck Driver position (.46) {85,7z~:6I (65,746)
Eliminate Truck Driver position (.33) (57,922) (57,922)
Tota[,GeneralFund (3,5§3,688) (4,218,595)
1,292,725 Related to decision pkg in CM Office
Impact fog Jn Golf Development Fund and not General Fund
Affects San./Storm Sewer Maim. Snow Removal and asphalt paving
Affects San./Stmm Sewer Maim, Snow Removal and asphalt paving
Affects San./Storm Sewer Maint, Snow Removal and asphalt paving
ATTACHMENT 7
ROAD USE TAX
FY 04 FY 05 Cumulative
Category Dcpt Item Amount Amount Fy 04 Total
14 Opel. & Maint Elimintes 1.00 FTE Truck Drivers (135,412) (135,412)
Oper.& Maint Elimlntes .54 FTE Truck Drivers I118,301) (118,3011
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
2~
2
2
4
4
4
3
FY 04 FY 05 Cumulative
Dept Item Amount Amount Fy 04 Total
Planning
Purch of Serv
City Managers
City Managers
Econ. Dev
Econ. Day
Recreation
Reduce historic pres. consultant (2,506) (2.506)
Reduction in allot, 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) (15,770)
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 Dspt
2 Purch of Serv
4 Econ. Dev.
FY 04 FY 05 Cumulative
Item Amount Amount Fy 04 Total
Reduction in alloc, by 7.6% (12,914} (12,914)
Eliminate Econ Dev. Director (27,341) (54,682)
ATTACHMENT 7
SUMMARY OF DECISION PACKAGES NO7 RECOMMENDED BY FUND
Econ. Dev Add Associate Planner 15,588 31 177
Total, UDAG Funds (24,667) (36,419)
PARKING
Category Dept Item
Parking
Parking
Parking
Parking
Perkln~
Parking
Parking
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
Mov~ daily to top of ramp/incr monthly 118,336) (18.336)
Move daily to top of ramp/incr monthly (16,560) (18,560)
Close lot 810 & Lot #3 to incr 4th St use
Increase parking ticket fines $5 to $7 (50,000) (EO,000)
Terminate lease of Lot 12 from IDOT (3,000) (3,000)
Courtesy Parking Ticket-reduce district 120,000] (20,000)
Increase ramp hourly rates 130,7501 (30,750)
Total, Perking Fund (138,648) 1138,646)
Impact
Locust Ramp
Iowa Ramp
Possibty for FY 05
Revenue [ncmese
Frbm 30 cents to EO cents
TRANSIT
3 Transit
2 Transit
Item
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
Increase Fares rag $1.00 to $2.00 (159,280} (159,280]
Eliminate Sat. mini bus service (14,791) (14,791)
Total, Transit Fund (174,071) i174,071)
Impact
Mini bus fares from $1 00 to $3.00
Reduces PT Dispatch hours and reduces Payment to Project Concern
SEWER OPERATING FUND
Category
Dept
WPC Plant
WPC Plant
WPC Plant
WPC Plant
WPC Plant
Oper, & Maint
Oper, & Meint,
Item
FY 04 FY 05 CumulaUve
Amount Amount Fy 04 Total
Replace Cashier w PT Cashier (5,279) (5,279)
Eliminate calibration service (4,500) (4,5001
Eliminates training to upgrade skills (9,000) (8,000)
Sewer rate increase (19,665) (19,665}
Eliminate weed and insect control (974) (1,002)
Eliminate student intern 12,000) (2,000)
Increase Sewer fee [7,547) {7,547)
Eliminate Truck Driver position (.13) (9,137) (9,137}
Total, Sewer Oper. Fund (57,102) (57, 130)
impact
Savings in Finance offset by reduced recharges to the utilities
Plant 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 Malnt, Snow Removal and asphalt paving
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED RY FUND
WATER/SEWER/REFUSE/STORM SEWER
Category
3
4
FY 04 FY 05 Cumulative
Dept Item Amount Amount Fy 04 Total
Finance Go to Bi-Monthly billing for utlities (40,000) (40,000)
Finance Replace Cashier w PT Cashier (5,279) (5,279)
WATER OPERATING FUND
Category Dept Item
4
2
2
2
3
4
4
4
Water
Water
Water
Water
Water
Water
Water
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
Replace Cashier w PT Cashier (5,279) (5,279)
Reduce hydrant repl-preventive maint. (8,000) ~S.O00)
Reduce pipe/fittings-preventive maint. (20.000) (20,000I
Reduce valve repl-preventiva maint. {8,000) {8,000)
Rate adjustment to address shortfall {122,500) (122,500)ARematlve
Eliminate Water Engineering Assr (45,7321 (45.732)
Eliminate Truck Driver-Distribution {44,136} (44,136I
Eliminate Equip. Operator II (47,214) {47.214)
Total, Water Oper. Fund (295,582) [295,582)
LANDFILL OPERATING FUND
Category
2
4
3
4
FY 04
Dept Item Amount
Oper & Maint Use Agency's FY 04 rate increase (23,472)
Oper. & Meint. Eliminates DMASWA Administrator (34,237)
Oper, & Maint, Increase Landfi~t fee $1.71 /ton (34,250)
Oper. & Maint, Consolidate positions of Admin/Educ (51,950)
Total. Landfill Eund (143,909)
FY 05 CumulatiVe
~.mount Fy 04 Total
{23.472)
(34,237) Alternat{ve
(34.250}Alternative
(51,950) Alternatlve
(143,909)
ATTACHMENT 7
Impact
Savings in Finance offset bv reduced recharges to the utilities
Savings In Finance offset by reduced recharges to the utilities-Stormwater share
Impact
Savings in Finance offset by reduced recharges to the utilities
Rate increase m 3.§% to address shortfall. Total rate increaase would be 6.§%.
Hire part time employee and redistribute work., reduced response time tc contractors
Hire part time employee and redistribute work., reduced response time to contractors
Use outside services of ~ 18,068, reduces response time [o conzractors
Impact
No impact as covered by $.75 per mn fee increased already schaduled for 7-1-03
SERVICE FUNDS
Category Dept
4 Oper, & Maint.
4 Oper. & Maint.
4 Engineering
Item
FY O4
Amoum
FY 05 Cumulative
Amount Fy 04 Total
Elim. Vehicle Supv, b upgrade Mech. (12,947) (12,947)
Eliminates Stock Clerk in Garage {22,977) (22,977)
Eliminated Eh{3 g position (40,577) (40,577)
Total, Service Eunds (76,501) (76,501)
suMMARY OF DECISION PACKAGES NOT RECOMMENDED BY FUND
REFUSE OPERATING
Category Dept
4 Finance
3 Opar. & Maint.
4 Oper. & Maint.
4 Oper. & Matnt.
Item
FY
Amount
Replace Cashlel w PT Cashier (5,279)
Increase fee from $7.60 to S7.641month (8,776I
Reduces CT, Leaf rake out, and other (33,866]
Reduces CT, Leaf rake out, and other (31,881)
Total, Refuse Fund (79,802I
FY 05 Cumulative
Amount Fy 04 Total
(5,279)
(8,776)
(33,868I Atternat~ve
( 31,881 ) Alternative
{79,802)
Impact
Savings in Finance offset by reduced recharges t~ the utilities
Eliminates appliance pickup service, dedicates brush ties, college intern
Elimina[e leaf rake-out collection service
ATTACHMENT 7
Attachment 8
AIRPORT
1 Eliminate 1.35 LEO The elimination of 1.35 FTE Airport Secudty Personnel is
-~. screening Positions. recommended. Currently the Dubuque Regional Airport is
Attachment 5Savings $55,299 not required to have a LEO at the screening checkpoint.
Pg. 14 General Fund. The response in case of emergency will fall to the closest
available unit (determined by dispatch) from either the
~ County Sheriffs dep~rtme~t dr the~Dubuque P01i~ce.
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.
"k included in the City Manageds [ecommendation to City Council.
-24-
BUILDING SERVICES
1. Increase License Fees There are approximately 700 licenses impacted by
-~ 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 b~en increased in over 10 y~ars.
City Hall Maintenance
1. Reduce cleaning of Reduced response to individual cleaning issues.
-~ 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
-~ Operating Supplies may not be replaced as often. Savings $1,059
Attachment 3, General Fund.
Pg. 11
City Hall Annex
I 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 once
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, eliminati.ng
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
1 Eliminate all Cable This is a weekly source of information regarding the
'tv Commission subscriptions Cable industry, its competition, and its regulators. One
Attachment 6to Multi-channel News. subscription would be retained for the Cable Franchise
Pg. 17 Savings of $890 Cable TV Administrator.
Fund.
2 I Discontinue the Cable These are major focused references and eliminating
~ Franchise Administrator'.sthem will reduce the amount and diversity of up-to-date
Attachment 6subscriptions 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.
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 tliem from the only national
-)v of staff and 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 I Recommendation Reduction/Impact to Current Operations
I 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
~ 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
-~. 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
~ 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
~ 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 Eliminates the annual This is an annual event used to recognize the contribution
-~ Boards and Commission that volunteer board and commission members make to
Attachment $picnic. Estimated the community and in particular to City government.
Pg. 11 savings of $2,400.
2~ Discontinue the fun~ingThis pro~ram is used-to co~er'exp~nses related ~o gifts
-~. for Sister City's program, and event s sponsored by the City for representatives of
Attachment 3Savings of 2,000.' Dubuque's Sister Cities.
Pg. 11
$ Eliminates Travef- City Council members would no longer be able to attend
-~ Professional national conferences to stay up-do-date on federal
Attachment 3Conferences for all butlegislation and policies. This has been the only opportunity
Pg. 11 one person to attend the for council members to exchange ideas with other council
upcoming NLC members throughout the country.
conference. Savings of
$13,750.
-k Included in the City Manager's recommendation to City Council.
-28-
CITY MANAGER'S OFFICE
I Eliminates safety training This provides safety training and on site safety and health
Attachment consultant. Savings of ~nspections 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 personal problems. Eliminating this program may mean that
Pg. 19 the employees would obtain this assistance through the health
)lan 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
¢r 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,
-Z- Program. Savings of diagnostic tests for employees. Eliminating this program could
Attachment $9,700. mean that a disease or serious 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 Changesthe 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) inser[ in the utility
Pg. 17 bills. Savings of $23,700
Cable TV Funds
9 =ersonnel 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.
~,ttachment subscriptions. Savings of - ' ~
3 $2,OOO.
Pg. 11
10 Eliminates employee gifts This program was initiated by the Employee Recognition Task
-k and service awards Force.
Attachment 2resented 8ach year as
3 2art 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
$7,4OO.
12 Eliminates the oppor[unity 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 ~icenses 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 pdnting of The information will still be accessible via CD ROM or at the
~ budget documents except Library.
AttachCnent 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 wilt be scheduled to begin a half hot~r later.
I -k provided during budget
Attachment work sessions with City
3 Council. Savings of
Pg. 1 ~1 $2,650.
17 Eliminates the The Cable TV and Emergency Communication Divisions will be
¢r 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 7 Economic 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
$3,180 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 ncrement 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 Init at ve is a high priority and
-.~ 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 impacted.
4 Education, Training, and Department staff is experienced and well trained. The
-~ Conferences. Savings $3,459 budgeted for conferences, training and education,
Attachment8 $2,500 CDBG Funds in CDBG (210) can be reduced.
Pg. 16
-k Included in the City ManageYs recommendation to City Council'.
-32~
EMERGENCY COMMUNICATIONS CENTER
1 Decrease part time This decreases the number of dispatchers working from
Attachment 7dispatcher 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. ~m. The phone tr~ wodld heed-to beYeactiv~ted or one
administrative line terminated. All wireless calls would
be answered at Cedar Fails 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
-'k contract on the Computer ~mpact the ability to use these funds in the future for
Attachment 3Aided 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 3dispatchers. 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 neTM fee of $20 per tapeTapes are now being produced at no cost. The Public
-Jr is initiated. Estimated Safety Committee approved cost recovery at their May
Attachment 4revenue generated of meeting. The base rate will be pro-rated by the hour.to
I 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
Attachment 3
Pg. 11
Notification of official
documentation for this
year's Federal FY2003
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
-~ Elimination ofThis currently vacant position would have provided for
\ttachment 5 Engineering Assistant 11 additional inspection of subdivisions to ensure that
Pg, 14 developers construct infrastructure that meet City of
Dubuque standards. Currently, Engineering inspectors are
spread thinly over multiple project sites resulting in extended
= 3eriods of time when fnfrastructure,~that wilt becdme City's
-naintenance responsibility in the future, is installed without a
9roper level of inspection.
The Ell position would have inspected private developments
lo ensure that improvements are constructed as approved
through 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
years, a backlog of storm and sanitary sewer projects has
'ormed due to the time demands on current staff. The loss
3f 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
~vould be delayed. Assistance to other departments for
engineering assistance for projects would become a lower
)riority. 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.
-35-
3 Establish a I Revocable and Irrevocable License processing for individual
-~ ~evocable/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.
~oth 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
~- Oity Manager or City Council approval, and field checks
revolve 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
rrevocable Licenses. Since 2001 when the Licenses
-eplaced 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
-.~ Permit Fee a traffic detour, lane closure, or parking removal permit
~ssociated with private contracting work within the public
Attachment 4
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,
~arking 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
2rojects, and utility repairs. This new revenue generated by
chis fee would recover the City's cost to provide this service
bo private contractors. Savings of $2,500.
5 Establish a Site Plan Review Engineering currently reviews propose¢ 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
the 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
plaln, such as location of curb cuts, stormwater design,
eresion control facilities. The proposed fee will charge the
roll,owing: Developments 1 acre: Avg. 2 visits, 1.0 hr. per
vist, @ $35 per hr. = $70; 1 acre < Developments 10
acres: Avg. 3 v s ts, 1.5 hr. per visit, @ $35 per hr. $160
De~/elopments > 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 ¢ evelopments @ $350 = $1,400
Sa/ings of $5,550.
7 Increase Dumpster Permit This would increase the permit fee to place a dumpster in
"k Fee the public right-of-way. The current annual renewal fee is
Attachment 4 $1, ), this would increase the fee to $100/year to cover the
Pg.,13 CO~ ;t 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
ter lporary dumpster fee would increase from $5 to $20 for a
30. day permit. 60 permanent dumpster permits @ $90
(in, :tease) = $5,400; 30 temporary dumpster permits @ $15
(in,;rease) = $450. Savings of $5,850
8 Sidewalk Inspection Fee Th .~ Sidewalk Permit Fee will increase from $10 to $50 if a
'k de ect is found as part of the City-wide Sidewalk Inspection
Attachment 4 Pn ~gram. All other sidewalk permit fees will be iocreased
Pg. 13 fro,n $10 to $30. This fee is to cover the time required to
2e form the inspections, find ownerships, mail notices,
discuss issues with property owners and contractors. This
ad Jitional fee is representative of the actual cost of this
pr( gram per defect, on the average. Typical sidewalk
~ne)ection (related to Sidewalk Inspection Program) Costs: 2
vis ts, 1/2 hr. per visit, @ $28 per hr. = $28
As ~ociated administrative documentation, 1 hr. per site,
$2 3 per hr. = $28
To :al estimated cost per site: $56
50 ) Sidewalk permits (related to sidewalk inspection
3r(,gram) @ $40.00 (increase) per permit = $20,000
50 Sidewalk permits (as part of regular installation of new,
'e Cair, or replacement of existing sidewalk @ $20.00
in ;rease) per permit = $ $1,000.'
Sa rings of $21,00.
-37-
9 Engineering Assistant II (re- Currently, an Engineering Assistant II (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
[hq following services: Private development inspection - The
El/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
~nsp. ect construction sites to ensure that adequate erosion
cot trol measures are in place and fully operational.
As a result of the change, the Ell will no longer provide the
foil )wing services: 1. No longer assist with public utility
loc~tion requests resulting in a slight increase in response
Jim.~. 2. No longer provide drafting/design services for non-
CIF' budgeted projects. This will move the responsibility
ant) another Ell position increasing the response time.
Sa,,ings of $11,934.
10 Elimination of ~'hi calls for the reduction of Engineering staff by
'k Traffic Engineering Assistant alir ~inating the vacant Traffic Engineering Assistant (TEA)
&ttachment 5 2osition ~o.' ition. When the position was vacated, the duties (design
Pg. 14 :~f." treet lighting, design operation and administration of
'hantenance of traffic lights, review of traffic plans, archive
:tat ~ management, etc.) were taken over by a Civil Engineer
· ;avings of $56,982 General Fund and $8,727 Service
:U~ d.
-k Included in the City Manager's rec)mmendation to City Council.
-38-
Finance Department
1 Eliminate investment managers and ~eturns are difficult to anticipate but possibility for
Attachment 7 custodian for the funds held as longer slippage exists $70,000 net General Fund.
Pg. 19 investments and replace with an internal
full-time employee who would assL~me
~nvestment management duties and
=~ additional duties in Finance and utiize an
advisor on a limited basis for strate gy
2 Bi-weekly mailing of utility bills (sa~ Ings 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 at 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
"k annual audit would be reassigned to other personnel,
~,ttachrnent 5 increasing their work load $2,000 in General Fund.
Pg. 14
4 Reduce hours for the full-time Purc ~asing Time to assist departments in their purchasing efforts
Attachment 7 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
..)¢ )osition and replace with part-time payroll issues which require changes in procedures
Account Clerk I position @ 25 hour per and will necessitate other departments entedng payroll
Attachment 5 week. Reduce overtime associated with hours, with the review handled in Finance $42,206 in
Pg. 14 )osition eliminated -General Fund.
6 Replace full-time retiring Cashier in UtilityFinance staff would need to provide additional
Attachment 7 Billing with a part-time Cashier @ ~5. 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 hour~.
7
-.)ir. Collect/monitor loans for Communil ! Community Development would reimburse Finance as
Development presently o. utsourced to a opposed to bank $6,000 to General Fund.
~,ttachment 3 ocal bank
Pg. 11
-39-
8 Charge Parking for additional time to There would be no impact on services, simply costs
~ cover for the Cashier assigned full-time to shifted, $4,000 savings to General Fund.
collecting parking tickets when on
Attachment 3 vacation, lunch and breaks, sick leave
Pg. 12 and casual day
9 Replace retiring full-time Account Clerk I There should not be an impact on services other than
~ in Utility Billing with individual at a lower the initial time for a new employee to become
Attachn;~,nt 6 pay step . acclimated to the position $4,282 in Utility Funds.
Pg. 15 & 16
-k Included in the City Manager's recommendation to City Council..
-40-
FIRE DEPARTMENT
I Eliminate nine (9) This w 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 tki'e following activities be eliminated in
or~er to increase the amount of time for personnel to be
Savings of $613,883 in ayailable for emergency responses. Rental Housing
General Fund In~;pections, fire hydrant maintenance, 1st Response
Ar ~bulance outside of city in the Key West Fire District.
TI'e Firefighter position that currently spends 8 hours of a
24 hour shift in Fire Marshal office, also recommend
dj., continue Tactical Medic monthly training and stand-by
fotspecial events be fully funded by organizing parties.
TI-is will cause for nine (9) employees to be laid off.
2 Eliminate six (6) Th 's will cause for the reduction of 6 Firefighter positions
Attachment 7Firefighter Positions. an ;i 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 2e 'sonnel per shift for flrefighting duties. It is
interchangeable, re( ommended that the following activities be eliminated in
orSer to increase the amount of time for personnel to be
Savings of $397,498 in av~'ilable for emergency responses. Rental Housing
General Fund In~ }ections, 1st Response Ambulance outside of city in the
Ke' West Fire District. The Firefighter position that
cu~ rently spends 8 hours of a 24-hour shift in Fire Marshal
off.ce. It is also recommended to discontinue Tactical
M~ dic monthly training and stand-by for special events be
full '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 pe~shift. This will be the Fire Equipment Operator on
Attachment5 Positions Co ~mand 528. This unit would then be operated by the
Pg. 14 As~~istant Chief. It is recommended that this unit would
This is an alternate onl! respond to structure fires and rescue calls and
package and not dis;ontinue reed ca responses. It is atso recommended to
interchangeable, dis, ;ontinue Rental Housing Inspections in order to
faclitate pre-plan & business inspections, eliminate tactical
Savings of $190,944 in me ;lic monthly training. Stand-by for special events be
General Fund. full', funded by organizing parties to relieve overtime
pa~'ments. This package will cause for three (3)
employees to be laid off.
-41-
4 Change County share The city of Dubuque has a 28E agreement with Dubuque
~ 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 woufd replace
the $6,000.00 fiat fee. Several HAZMAT teams in the
-~ state of Iowa have similar agreements with their counties.
Tills approach would be comparable to those.
5 Charge for Confined C~~rrently we provide confined space rescue to local
-~ Space Rescue inJustries at no charge. We are proposing for a confined
Attachment 4Agreements with local s~ace rescue agreement with local industries at $500.00
Pg. 13 industry. Savings $4,500e~ch. This fiscal year we've had nine (9) companies that
in the General Fund. have agreements with the Fire Department.
-k Included in the City Manager's recommendation to City Council.
-42-
FIVE FLAGS CIVIC CENTER
1 Reduce the building It is difficult to explain the impact of this reduction because
..~ 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 will have to be done by
other employees or contracted out. The result would be
longer repair times and a possible increase in the proper~y
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
I 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 nqt
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
charge in the industry, but it will take a while for it to be
accepted in Dubuque.
Included in the City Manager's rec )mmendation t~ City Council.
-44-
HEALTH SERVICES
1 Environmental Sanitarian ~,ecrease in expenditures for FY 04 $9838, FYi05 $8732.
Attachment 7Assistant position would r~uisance, weed and garbage control response and
Pg. 19 be decreased by eight (8) ' '
remed~at~on 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 qcrease Revenue of $3750 for FY 04 & 05.
-~ purchasing dog/cat 'his would encourage pet owners to buy licenses on
Attachment4 licenses from $5 to $10. me, reduce staff time, and increase revenue.
Pg. 13 Savings of $3,750 in
General Fund.
3 Eliminate overtime pay for9vertime would be compensated through flextime and
-,)(- Animal Control Officer. ~;ompensation time. This would decrease the availability
Attachment 3Savings of $1,494 in FY.0f the Animal Control Officer during normal working
Pg. 11 04 & $1,539 in FY 05. ~ours resulting in less service and/or increased burden
0n the Police Department.
4 'Eliminate overtime pay for
")r' 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 Ctimately result in longer response time for resolving
activities would result in env ronmenta 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 ()ther health services/cable TV department staff would
Attachment 3reduced for coverage ¢over 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 3
Pg. 12
7
Attachment 4
Pg. 13
Reimbursement for
bioterrorism activities.
Savings of $5,000 in
General Fund.
Increase dog and cat
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 Nite and encephalitis
Surveillance, responding to outbreaks, public health
disasters, community education and purchasing supplies.
These activities began in FY 03 and funding is proiectec
eat a minimum) through FY 05. This is a conservative
stimate. -
ncreased revenue of $10,841 for FY 04 & $17,400 for
--Y 05.
Fhese fees were last raised in 1998. The increase for
;at licenses would not occur until '05 since '04 licenses
ire already on sale. This increase would result in [he
~nimal control activity being more self-supportive and
vould encourage pet owners to spay/neuter their pets.
-he average license cost of neutered/spayed animal for
ive (5) major cities in iowa is $11 for non-
;payed/neutered average cost is $29.
Included in the City Manager's relommendation
to City Council,
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
Pg. 13 increased in 1998, when the per unit fee was increased
from $8.00 to $8.50
lA Reducing expenditures t 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, ehicle 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 ail
Department staff; no service impact.
2 Reduce expenditures for A proposal reducing costs by $1,397 in CDBGfunds. No
210 CDBG Administration: Service impact.
~ copying, travel.
Attachment 6
Pg. 16
3 Reduce expenditures for A proposal of reductions totaling $8,970. Of significance
210 Housing Rehab Activity: i~ the proposal to eliminate the "River Town Rents"
-.~ legal notices printing, ~urvey, 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 ,~, proposal ceasing "Thank You" letters to landlords;
230 Section 8 Housing Cease mailing application packets (will be posted on
~ Activity: overtime, office ~ ..... "
I~ne); FSS clients ws~ted less frequently ~n their homes;
Attachment 6 supplies, postage, office (~ease returning long distance calls to clients. Savings
Pg. 17 equipment maintenance, $4,240 in Section 8 funds. Less impact of police
printing, legal notices, I~ackground check fee of $10 per background check.
subscriptions,
memberships, mileage,
training, telephone,
travel, temporary help.
Included in the City Manager's recommendation to City Council.
-4:/-
HUMAN RIGHTS
1
Attachment 3
Pg. 12
2
Attachment 5
Pg. 14
Reallocate HUD
Administrative Cost Funds
to full-time staff salaries.
Savings $10,000 General
Funds.
Eliminate Human Rights
Intern Position. Savings
$13,872 General Fund.
This decision package allocates $10,000 of
administrative cost funds from our annual HUD contract
to full-time employee salaries. This will allow us to
maintain the same basic level of fair housing related
services, so long as we continue to receive a HUD
contract. There is a slight risk that this action will be
dewed as contrary to the HUD contract terms resulting
n a reduction or elimination of HUD funding. It is
;specially important that service reductions occasioned
~y any other decision packages not be allowed to affect
~ur ability, to carry out fair housing related services or we
viii be placing our contract funds in serious jeopardy.
'his decision package eliminates the seasonal legal
qtern position beginning in May 2004, and allocates
iUD funding from the FY04 budget to cover the intern's
;ervices from July I -August 15. 2003. Elimination of
ne intern position will increase the case investigation
luties of the Director, effectively cutting in half the time
hat the Director is available for activities beyond case
,rocessing. As a result, the following services will need
be reduced or eliminated as indicated:
Faces & Voices - restructured to a one-day event
~ndled by volunteers
Dubuque Dispute Resolution Center - eliminated
Training for employers - eliminated
The Director will no longer hold leadership positions in
ofessional organizations, and other outreach and
~ducation will be performed based on community needs,
commission priorities, and staff and commissioner
availability as caseload fluctuates.
Included in the City Manager's recommendation [o 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 3 several 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 would replacement CIP being funded. Savings generated by
~ be change, d from desktop this package for FY04 is $1,702 i'n General Fuhd.
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 3 service 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. ~',ontract. Hours will carryover from month to month.
', ;avings generated by this package for FY04 is $5,000 in
I ~eneral Fund.
3 This package eliminates "he service level change for this package may be
~- compensated overtime ~[epartments waiting for service to be done to computers,
Attachment 3 and moves to a l,rinters 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 ~,eneral Fund.
compensation.
4 This package would ~ ~ny after hours support would be'performed on a time
~ reduce network and mater a s basis. In our history of work with CEC we
Attach'rnent 3 maintenance hours done ave never had occasion to make a service call after
Pg. 11 by Communications :00 pm, but service technicians have performed work in
Engineering Company ~e evenings and on weekends. With this package, this
(CEC) from their current ~iork would be delayed until "normal" business hours or
24 x 7 level to an 8 x 5 iould be charged at a time and materials level if deemed
level, ecessary. Savings generated by this package for FY04
$5,000 in General Funds.
-49-
5 This package moves the In conversations with Midland Communications, our
-k management of e-malt 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
adm~n~stenng madboxes 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
I-mail (web-mail). Dial-up accounts would still be
vailable through Lighthouse. It would provide a secure
in-house only mail system that the DLEC and other staff
i las requested, who wish to have e-mail services for their
~.'mployees, but do not wish to give employees full
access '¢o the internet. The City currently maintains 333
i nailboxes at a cost of $4.20 per month. Savings
!lenerated by this' package for FY04 is $13,058 in
~ ~eneral Fund.
-50-
LEGAL DEPARTMENT
1 Eliminate Seasonal This decision package eliminates the seasonal
~ Intern. Savings of intern position as of August 1, 2003, decreasing
Attachment 5$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
~ throdgh August 15,. 2003, interh 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 per[orm 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
'k 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
"k 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 Depar[ment.
-51-
5 Creates Revenue For This decision package creates revenue for work
-~ Legal Work Performed done by the Legal Department regarding Board of
Attachment 4Regarding Board Of Review Tax Appeals.
Pg. 13 ~eview 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 rec2mmendation to City Council.
-52-
CARNEGIE-STOUT PUBLIC LIBRARY
I Eliminate one full time Uibrary hours will be cut to 50 from 69 spanning six days
-~ professional position per week. The library will most likely lose accreditation,
and one part-time which equates to $35,000 per year in State funding. Major
Attachment 5assistant position; e~xhibits/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- v rtual reference back up, volunteer coordinator, vertical
time employee to ¼ fi e, proctoring exams, notary public, and extension
time. Savings $126,865 s ~rvices (deliveries to nursing care facilities, etc.)
General Fund.
2 Increase revenue by h~ter-library loan is a service offered to all patrons whereby
~ charging for Inter-library it the library does not own an item it is borrowed from
loan service, meeting snother library. This has been offered free of charge in the
Attachment 4room fees, and I: ast. Most Iowa libraries are initiating this charge to offset
Page 13 requesting a donation ti le high cost of the service. We will begin charging for this
for library cards, sarvice. Meeting room fees will be evaluated for increase
Savings $4,300 General fl~r the first time since 1998. We have never asked for a
Fund. ¢onation for a library card, and I believe this is
Lnprecedented in Iowa.
3 Eliminate the Americorp I~ o outreach service to day cares, pre-schools, and
-A' Member, reduce ads community schools. Elimination of partnerships that take
and promotion, ~[afl time or require time' away from the building.
Attachment 5education & training, F',eduction in continuing education for staff runs the risk
Page 14 postage, DP tlat professionals may not be able to maintain their
maintenance, printing & certification by the State Library of lo,va.
binding. Savings
$13,494 General Fund.
4 Reduce programming '] his reduction in programming will result in the "l~ot' being
-)~ expense by 47%. ., hared 25% for adults, 25% by Young Adults, and 50% for
Savings $4,285 General children's programs.
Attachment 3Fund.
Page 11
5 Reduce materials in all ess new materials for the public. Longer waiting lists for
-~- formats by 17.4%. I~opular materials. Increased customer dissatisfaction.
Savings $45,875
Attachment 3General Fund.
Page 11
-k Included in the City Manager's recommendation to City Council.
OPERATIONS AND MAINTENANCE
Service Eliminate One (1) StockThis decision package provides for the elimination of one
Fund Clerk Position of the two Stock Clerk positions in the Vehicle
1 of 3 Maintenance Activity. This package would address the
~ntire $22 049 shortfall anticipated for the Service Fund
Attachment 7 f~r FY04. The loss of th, is clerical position would severely
Pag~ 22 dompromise our ability ~o suppor~ the Keyline vehicle
inaintenance facility. As a result, the termination of our
anagement of the Keyline facitity is recommended and
ticipated in this package. Also, in addition to the
ehicle Maintenance Supervisor filling-in for the remaining
Stock Clerk when she is on vacation, at lunch, itl, etc., the
r~maining Stock Clerk will likely be forced to work a
., ~gnificant amount of overtime. In addition, the
~dministrative overhead charge from the Administration
(54100) activity would be increased to reflect additional
clerical support from 54100's Secretary and Account
(:lerk. Estimated net budget reduction: $22,977.
Service Eliminate One (1) 'l 'his decision package provides for the elimination of the
Fund Mechanic Position and \'ehicle Maintenance Supervisor's position and 1.00 FTE
2 of 3 the techanic's pc~sition, and, the creation of a new "working
Vehicle Maintenance . upervisor" position. This package should address
Attachment 7Supervisor Position ¢ pproximately 60% of the $22,049 shortfall anticipated for
Page 22 (currently vacant) - t ~e Service Fund for FY04. It is strongly recommended
create new '~/Vorking t ~at the person promoted to this new position be chosen
Supervisor" position f'om the department's current complement of very capable
ersonnel assigned to its vehicle maintenance activity. It
~/ould be intended that the "working supervisor" would
irectly charge out approximately 1/2 of his time to
ehicles/departments at the current mechanic's rate. The
t~o Stock Clerks would assume more of the supervisor's
hone call and paperwork duties. Equipment
)ecifications would be done by the departments actually
urchasing the equipment. Due to the loss of
pproximately 940 chargeout hours, some additional
3aintenance and repair work would have to be
,utsourced. Impact on the community should be relatively
legligible. However, many departments will have to
ssume more responsibility with regard to equipment
lurchases. 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 Keyiine 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:
Attachment 5 922,050.
Page 14
Lan~dfill Eliminate the DMASWA This decision packa~ge is intended to address t~he
Fund Administrator position ~ nticipated FY04 Landfill Operating Fund shortfall of
1 of 4 (currently vacant) ~34,237. It provides for eliminating the DMASWA
t,dministrator position. Since this position (newly
Attachment 7 ~pproved for FY03) has not been filled yet, the impact of
Page 22 t~e expense reduction may not be apparent to the
community. However, without the Administrator to provide
., [afl support to the Dubuque Metropolitan Area Solid
~, Caste Agency's Board of Directors, the bulk of the
()perations and Maintenance Department Manager's time
~nd energy will continue to be dedicated to the Agency's
f)ur activities, to the detriment of the department's other
7 activities. Estimated net budget reduction: $34,237.
Landfill Increase the Landfill's '] 'his decision package is intended to address the
Fund Solid Waste Tonnage ~nticipated FY04 Landfill Operating Fund shortfall of
2 of 4 Fee an additional $1.71 ~ 34,237. It provides for increasing the solid waste
tbnnage fee charged to non-contract customers at the
Attachment 7 [ ~MASWA Landfill an additional $1.71 per ton - effective
Page 22 . uly 1, 2003. The fee, already scheduled to increase from
~'29.73 to $30.48 on July 1st, would be increased the
~ dditional amount to address the shortfall. This fee was
I; tst adjusted (increased) in July of 2001, when it was
i~ icreased from $28.72 to $29.73. At $32.19, it would be
r lidway in the gate fees charged statewide. The fee
i~harged to contracted customers (at $23.75, the lowest in
)wa) cannot be increased due to contract provisions. If
~ pproved, no personnel reductions or service charges
~ Could be required. Impact on community: Increased cost
t ) businesses, families and institutions - more than
( riginally anticipated. Estimated revenue increase:
34,250.
Landfill Eliminate the DMASWA This decision package is intended to address the
Fund Administrator and anticipated FY04 Landfill Operating Fund shortfall of
3 of 4 Educator positions (both $34,237. It provides for eliminating the DMASWA
currently vacant) ~ Administrator and DMASWA Education and
Attachment 7 Create new Communication Coordinator positions, replacing both with
Page 22 Administrator/Educator a new, consolidated position - DMASWA
position Administrator/Educator. Consolidation of positions would
rb~sult in significant reduction in number of presentations
done for civic and school groups. Also, the partnership
.~ . agreement with Loras College would be terminated.
~ervices at the Agency's waste disposal facilities would
rot be significantly impacted; other than facility tours being
t,;rminated. Estimated net budget reduction: $51,950.
Landfill Address the DMASWA 'l his decision package is intended to address the
Fund shortfall with monies snticipated FY04 Landfill Operating Fund shortfall of
4 of 4 from the previously ~34,237. It provides for using revenues from the $.75/ton
-~ authorized July 1, 2003 f~ ;e increase scheduled for July 1, 2003. This fee increase
Tonnage Fee Increase v,as not recommended by staff last year during the FY04
Attachment 6 l: udget process, but was authorized by the DMASWA
Page 16 Eoard of Directors due to concerns that the Agency's
r;serves not be compromised by unanticipated expenses
¢r State/Federal mandates. The additional monies-
(]6,000 ton x $.75 = $64,500) to be generated by the rate
i~ ~crease are more than adequate to address the
I: reviously noted shortfall. Using $10,765 of decision
I: ackage.
Refuse Eliminate One (1) '1 his decision package incorporates a number of revenue
Collection Seasonal Sanitation ~- nd expense changes intended to address the anticipated
Fund Driver Position, Leaf I: Y04 Refuse Collection Fund shortfall of $33,862. Those
I of 3 Rakeout Collection ¢hanges are:
Service and Appliance IReduce Refuse Collection overtime expense by $1,000
Attachment 7 Pickup Service I~er year through greater use of comp time.
Page 23 2) Reduce Refuse and Recycling Collection expenditures
f~ Dr Legal Notices, Ads and Promotion by $5,800 per year;
,! ) Eliminate the production and use of dedicated.brush
ti ~s, reducing expenses by $2,650 per year;
4 ) Eliminate the $2,000 per year appropriation for a solid'
v 'aste management college intern;
9) Anticipate an annual $4,500 grant from the DMASWA to
qover 50% of the annual cost of recycling bin purchases;
6) Eliminate the Leaf Rakeout Collection Service and the
~ ppliance Pickup Service; and,
7 ) Eliminate the Seasonal Sanitation Driver usually hired
t~ ~ assist with Yard Waste Collection. Estimated net
~udget reduction: $33,866.
I
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 ~) Reduce Refuse Collection overtime expense by $1,000
Rakeout Collection i~er year through greater use of comp time.
Attachment 6Service. Increase ;'.) Reduce Recycling Collection expenditures for Legal
Page 15 appliance pickup fee l~otices, Ads and Promotion by $5,800 per year;
from $10 to $14. ;~) Eliminate the production and use of dedicated brush
=~ Increase monthly solid ~ies, reducing expenses by $2 650 per year; ~
waste fee by 11¢ per ,.) Eliminate the $2,000 per year appropriation for a solid
month from $7.49 in ~ ¢aste management college intern;
adopted 2004 budget to ~,) Increase the solid waste collection monthly fee by $.07
$7.60 per month. I,er month per customer;
~) Anticipate an annual $4,500 grant from the DMASWA to
over 50% of the annual cost of recycling bin purchases;
') In-crease the appliance pickup fee from $9/$10 to $14;
nd,
) Eliminate the Leaf Rakeout Collection Service.
I !stimated net budget adjustment: $33,881.
Refuse Increase the Solid Waste 'his decision package is intended to address the
Collection Collection Monthly Fee nticipated FY04 Refuse Collection Fund shortfall of
Fund $.15 33,862. It provides for increasing the solid waste
3 of 3 ollection monthly fee for FY04 from the previously
pproved $7.49 per customer per month to $7.64 per
Attachment 7ustomer per month. The last time this fee was adjusted
Page 23 ~~as when it was lowered to $7.20 on September 16, 2002.
lo personnel reductions or service changes would be
~quired. While the impact of this change on the
ommunity would be a higher utility fee than originally
nticipated, it would still be 20% lower than the next
)west solid waste collection fee charged by any of Iowa's
t;n largest cities. Estimated revenue increase: $33,862.
Sewer
Operating
Fund
lof2
Attachment 7
Page 21
Sewer
Operating
Fund
2 of 2
Attachment 7
Page 21
Eliminate One (1) Truck
Driver Position (currently
vacant)
Increase Sanitary Sewer
Fee to Address Shortfall
This decision package provides for the elimination of 1.00
FTE Truck Driver based in the Sanitary and Storm Sewer
Maintenance activities. This is the same Truck Driver
noted in all three of the General Fund decision packages
qd both RUTF decision packages. Savings to the Sewer
perating Fund would equal $9,137, due to the fewer
~nitary sewer manholes repaired. Irt pact of this
;rsonnel/service reduction on the community would be
tcidespread across other activities and funds, principally
snow and ice control, asphalt paving, and storm sewer
tintenance. In the snow and ice control activity, it would
likely that solid waste collection services would be
stponed during major snow storms in order to ensure
~at there would be adequate personnel available to keep
I the plows on the streets. During light and moderate
~ow storms, route completion times would increase by at
~ast 5%. Also, any RUTF monies saved in the snow and
e control activity due to the absence of this Truck Driver
uring the winter months would be offset by the additional
~ertime paid to the remaining snow and ice control
orkers to plow and deice the streets formedy his or her
;sponsibility. Estimated net budget reduction: $9,137.
his decision package is intended to address the
nticipated FY04 Sewer Operating Fund shortfall of
7,547. It provides for increasing the sanitary sewer fees
~arged to Dubuque residents, businesses and institutions
~ an appropriate amount to address the shortfall assigned
~ the Operations and Maintenance Department.
stimated revenue increase: $7,547.
RUTF
I of 2
Attachment 7
Page 20
RUTF
2of2
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,
~11 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
r~at least 25% (2.5 miles), and, snow and ice control
ute completion times during light and moderate storms
[ongated by at least 10%. In addition, a measure alread~
nder consideration a year ago, the postponement of solid
aste collection services during major winter storms in
rder to free those workers to operate snow plows and
~ovel our miles of walks, paths and steps, would now be
necessity. It should be noted that any RUTF monies
aved in the snow and ice control activities due to the
Dsence of these two Truck Drivers during the winter
ionths would be offset by the additional overtime paid to
~e remaining snow and ice control workers to plow and
eice the streets formedy the responsibility of these two
rivers. Estimated net budget reduction: $135,412.
fhis decision package provides for the elimination of one
the Truck Drivers based in the Sanitary and Storm
ewer Maintenance activities, along with the four (4)
~asonal workers assigned toRUTF activities 54401,
4411 and 54421. These personnel reductions would
ddress the anticipated FY04 RUTF shortfall of $63,064.
he 1.00 FTE Truck Driver is the same termination noted
Sewer Operating Fund package #1 ,.all three General
und packages, and the other RUTF package. As a
;suit of these personnel decreases, the asphalt overlay
rogram would be impacted by a 30% (3 mile) reduction,
nd, snow and ice control route completion times during
;Iht and moderate storms would increase by at least 5%.
.eliance on solid waste collection workers to operate
lows during major winter storms would also be likely,
;suiting in the postponement of waste collection services.
ny RUTF monies saved in the snow and ice control
ctivity due to the absence of this Truck Driver dudng the
'inter months would be offset by the additional overtime
aid to the remaining snow and ice control workers to plow
nd deice the streets formerly his or her responsibility.
stimated net budget reduction: $118,301.
General
Fund
1 of 3
Atlachment 7
Page 20
Eliminate Two (2) Truck
Driver Positions (One
Currently Vacant
This decision package provides for the elimination of both
Truck Driver positions based in the Sanitary and Storm
Sewer Maintenance activities, but specifically for this
General Fund decision package, the 0.87 FTE Truck
Drivers charged to Storm Sewer maintenance and repair.
Iis ~vould include the same Truck Driver noted in Sewer
perating Fund package #1, the other two General Fund
ckages, and both RUTF packages. These personnel
uctions would address the anticipated FY04 General
lurid shortfall of $57,568. As a result of these personnel
ecreases, there would be a $58,591 decrease in storm
ewer repairs and cleaning. Specifically, stormwater catch
asins would no longer be reconstructed, and the repair of
I1 other stormwater infrastructure (catch basins, manholes
nd pipes) would be reduced by 60%. AIso, the loss of
vo Truck Drivers would result in the consolidation of the
ity's thirteen snow and ice control routes into twelve, with
resultant proportional increase in route completion times.
inally, a measure already under consideration a year
go, the postponement of solid waste collection services
uring major snow storms in order to free those workers to
perate snow plows and shovel our miles of walks, paths
nd steps, would be a necessity. It should be noted that
ny RUTF monies saved in the snow and ice control
ctivity due to the absence of these two Truck Drivers
uring the winter months would be offset by the additional
vertime paid to the remaining snow and ice control
forkers to plow and deice the streets formerly the
.~sponsibility of these two drivers. Estimated net budget
.~duction: $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,
Attachment 7Positions ~4446, 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
nd both RUTF packages. As a result of these personnel
ecreases, there would be a $23,475 decrease in storm
.ewer repairs and cleaning. Also, the loss of seasonal
~Corkers support would result in significant delays in
~paidr~g street lights and signs, locating and marking
nderground utilities, cutting weeds and grass along the
.5 miles of riverfront, and, a 50% reduction in manpower
vailable to maintain the Riverwalk/Ice Harbor complex.
J,Iso, the loss of the 1.00 FTE Truck Driver would also
ave ramifications for the asphalt paving program
addressed separately) and our snow and ice control
fforts. With regard to snow and ice control, it would be
kely that solid waste collection services would be
ostponed during major snow storms, in order to ensure
tlat we would not have to park snow plows due to a lack
f operators. Also, during light and moderate storms,
now and ice control route Completion times would be
lcreased by at least 5%. As a result, any RUTF monies
aved in the snow and ice control activity due to the
bsence of this Truck Driver during the winter months
~fould be offset by the additional overtime paid to the
~maining snow and ice control workers to plow and deice
tle streets formerly his or her responsibility. Estimated
et budget reduction: $65,746.
-¢~1-
General Eliminate One (1) Truck This decision package provides for the elimination of 1.00'
Fund Driver Position (Currently FTE Truck Ddver 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 rpductions would address the anticipated FY04 General
Fund shortfall of $57,568. The 1.00 FTE Truck Driver is
t~e same termination noted in Sewer Operating Fund
package #1, the other two General Fund packages and
~ t: oth RUTF packages. As a result of these personnel
¢ ecreases, there would be a $23,475 decrease in storm
sawer repairs and cleaning. Also, the loss of seasonal
v'orkers support would result in significant delays in
r ;pairing street lights and signs, locating and marking
underground utilities, and cutting weeds and grass along
ti ~e 6.5 miles of riverfront. Also, the loss of the 1.00 FTE
'f ruck Ddver would also have ramifications for the asphalt
1: aving program (addressed separately) and our snow and
i~ :e control efforts. With regard to snow and ice control, it
¥ 'ould be likely that solid waste collection services would
I: e postponed during major snow storms, in order to
~nsure that we would not have to park snow plows due to
a lack of operators. Also, during light and moderate
s :orms, snow and ice control route completion times would
1: e increased by at least 5%. As a result, any RUTF
n ~onies saved in the snow and ice control activity due to
the absence of this Truck Driver during the winter months
,,~ould be offset by the additional overtime paid to the
r~maining snow and ice control workers to plow and deice
tl~e streets formedy his or her responsibility. Estimated
der budget reduction: $57,922.
-k Included in the City Manager's re~;ommendation to City Council.
PARK DIVISION
1 Eliminate one ~he impact of this decision package is: '1) This position
maintenance worker ~ould 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
eimination of this second maintenance worker position,
~e would no longer have time to haul picnic tables for
g'oups to use. 4) Snow removal of park sidewalks and
tr ails will take longer. 5) The number of new picnic tables
r~ ade and repaired would be reduced. 6) We would need
t¢ be more selective of allowing vacations during the
~inter to make sure we have people to cover snow
r~ moval.
2 Eliminate one park ]~e impact of this decision package is: 1) Greatly
")r ranger (currently filled) rE duced presence of sworn law enforcement in our park
and replace him with a s,,stem. One sworn park ranger would be left to cover five
Attachment 5seasonal worker on n ghts a week with one seasonal worker and the other two
Page 14 two nights. Savings n]ghts would be covered by two seasonal park rangers.
$43,916 General Fund. T le one sworn ranger will have to cover all areas of
cc~ncern, leaving the seasonal ranger the easier areas to
cc~ver. It is expected that behavior problems will increase
a~ a result of this reduced coverage. 2) After the park
sc~ason ends, the two park rangers have assisted forestry
fcsix to eight weeks. This would no longer be done,
r~sulting in an increase in the backlog of calls for the tree
cr~w. 3) Ice rinks would not be flooded. Volunteers
c(,uld be used to flood the dnks but I would be concerned
al~out volunteers having keys to our buildings, using our
w n that transports the flooding hoses, using our trucks to
pi)w the snow, and what liability they, and we, would have
a,, a result_of their work. 4) Snow removal on the ramps
w,)uld take longer.
-63-
3 Eliminate one The impact of this decision package would be: 1) All
'~r maintenance worker, Main and 8th Street sidewalk maintenance would go back
(currently filled) to the property owners· This includes sweeping and
Attachment 5assigned 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 Il.ave the time to perform it, if this position is eliminated·
General Fund. /he revenue reduction shown below is the charge for
Snow removal· 2) Cleaning of the tables and chairs
,4'outd become the property owners where they are
=~ located, if the property owners choose not to do this, they
~sOUld be removed· Damage repair would continue with
· 3) Mowing of the leased areas of Marshall Park
~ould revert to the Arboretum Association, as required by
ti e lease agreement· This maintenance worker was
g)ing to maintain the Peri of Dubuque so the mowing
efort at Marshall.Park would be moved to the Port of
[:ubuque. 4) Trash collection on Main Street would be
d )ne on Mondays, Wednesdays and Fridays only, by
e dsting staff, lengthening the time frame needed to make
t~eir rounds. 5) The 7th Street plaza area would be
s'vept on Tuesdays and Thursdays only. 6) Maintenance
o'the planters would move to the gardner· 7) In the
w nter, we would not be able to assist Operations and
IVaintenance Department with snow removal from Main
a id 8th Streets·
4 Eliminate weekend Ifemployees agree, one full time employee will take a day
"k overtime for full time otduring the week and work four hours on Saturday and
emp oyees that open fcur hours on Sunday. If they do not agree to this, one
Attachment 3)arks and rest rooms e~nployee will be assigned to work Sunday through
Page 11 and collect the trash. TI ~ursday and another assigned Tuesday through
Each Saturday and S~turday. Either way, their "normal" work duties would
Sunday a full time and ta <e longer to complete because the employee would be
seasonal employee a/Jay eight hours per week from those duties.
work four hours per
day to complete these
tasks. Savings $7,860
General Fund.
5 Increase pavilion N~decrease in usage is anticipated with this increase of
~ reservation fees fifteen fe;s. Reservation fees have not been increased for at
~ercent. Example: a le; ~st nine years and usage remains strong.
Attachment 4 ,$40.00 pavilion would
Page 13 increase to $46.00.
This increase would be
effective with the 2004
)ark season. Savings
$7,800 General Fund.
-64-
6 Increase the camping No decrease in usage is anticipated as a result of these
--~ fees in Miller-Riverview fee increases. This increase would be effective with the
Park for the 2004 2004 park season.
Attachment 4season as follows:
Page 13 campers $10 to $12
tents $6 to $8
Savings $9,574
-k Included in the City Manager's re2ommendation to City Council.
I
-6,5-
PARKING DIVISION
1 Terminate lease of This parking lot is no longer needed with the 4th Street
~arking lot #12 from Ramp in use. We may have to return the lot to its pre-
Attachment 7 I DOT--$3,000 lease condition. There could be a one time cost for doing
Page 21 that. Even though this is a ClP, we would save the costs
of snow plowing and other maintenance--S3,000 savings.
2 Increase parking ticket E~/en 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 T] lis would close parkin.~ lots #3 (5th and Bluff Streets by
and #10 for evening use P )st Office) and #10 (5® and Main Streets by ECumenical
Attachment 7 T, )wers) for evening use. This would be done on selected
· Page 21 ni ghts depending on events. We provide over 200 free
p; irking spaces in these lots and these vehicles could be
d rected to use the 4th Street Ramp.
4 Increase houdy parking ]' lis would increase the fees to $.50 per hour for all time
fees in Locust and Iowa w th a maximum of $6.00 per day. The current rate is $.30.
Attachment 7 Ramps--S30,750 f¢ r hours one and two and then $.45 for the remaining
Page 21 h, )uts with a maximum of $5.10. This would increase
rE venue by $30,750.
5 Relocating monthly stall B ' moving 115 monthly spaces undercover and relocating
patrons-S16,560 ti' e daily patrons to the roof top would increase 115
Attachment 7 rfonthly rentals by $12.00 a month--S16,560 additional
Page 21 r~,venue.
6 Relocating monthly stall ~y moving 93 monthly spaces from roof top to undercover
patrons-S18,336 tills 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 a ~dition, reassigning 20 daily spaces to monthly due to Iow
u sage in ramp would generate an additional $7,680. Total
p 'ojected 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
~ reimbursement to Police parking.citations. Of those, 2,500 were paid tot¢ling
Department for parking $~16,07. In calendar year 2002, the police issued 6,250
Attachment 6 code enforcement.--- ti0kets, 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 4~h Street per week. This adjustment was made after review of
,Ramp---S13,988 r( venues and usage times with little or no effect on users.
Attachment 6 $ 3,998 savings
Page 16
10 Eliminate 1 Maintenance Tle elimination of I Maintenance Worker will have minimal
-~ Worker Position--- d, ;partmental impact. Will widen the times between ramp
$49,911 cl aanings and ether minor day-to-day activities. End user
Attachment 6 ',~11 not notice a significant change in service. $49,911
Page 16 savings
-k' Included in the City Manager's reC~ommendation to City Council.
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 Parking 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 priority to retain (1) to
lowest priority (10).
BACKGROUND
On May 9, 2003 the Parking Division recei~,ed a memorandum from Pauline Joyce, Administrative
Services Manager, outlining the proposed ~eduction 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 mlnimum base level of $11,513 and an assigned base level
of $19,269. The difference between the twp amounts allows consideration and flexibility in the review
process to ensure maintenance level services are maintained and provided.
DISCUSSION:
Of the three expense reductions recommer~dations, one o7 them (priority 2.) has already been
completed, that being the reduction of 23 hburs of cashiering time at the 4~ Street Ramp for a
reduction of $13,988 annually to help with ~ projected shortfall of $30,000 in revenues. The other
expense reduction option presented is the reduction of one maintenance position (pdodty 1). This
option has been discussed prior to this situation developing. Even with the addition of the 4t' 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 of the 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
lave 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 currently 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 $6i00 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 roof top parking. The logistics would have to be carefully thought out, but this
could be very well received.
Priority-~6 provides information relating to in~;reasi*ng the hourl~ rate Charged' at the IOwa ~nd Locust
Ramps for transient parking. We contacted a few cities regarding their rates. Of those contacted,
Cedar Rapids is now $.35 per hour and inc 'easing to $.50, Des Moines is $.75 per hour going to
$1.00, and Sioux City is at $.50 per hour g~
same rate per hour set in the street meters
hours and then $.45 per hour thereafter to
,ing to $.60. In addition, most of these cities have the
~s for the ramp. We are currently at $.35 for the first two
maximum of $5.10.
Regarding priority 7, we in a way ar® our own worst enemy. We are operating the 4th Street ramp in
some evenings on the weekends and othef special event hours, but we provide over 200 free parking
spaces in the indicated lots (Lot 3/5th & Bl¥ff and Lot 10/5~ & Main). I think we haVe the equipment
in stock to close these lots on selected niglhts 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, i
Pdority 8 deals with a further increase of parking fines. Through the budget process, fines were
ncreased to the State of Iowa maximum amounts at that time. Since then, the State has removed
most limitations with the only one remainin~g being the restriction relating to increasing delinquent
fines. This remains to be only after 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 Lo
Street Ramp, there is no longer a need for
We may ho~wever have substantial costs a,
original condition should we abandon this
and that could be worth the annual cost as
: 12 at 4th and Central With the completion of the 4th
this lot as most of those have now moved into the ramp.
~sociated with this as we may have to return this lot to it's
.~ase. We may also want to maintain control of this area,
ociated with the lease.
Pdodty 10 recommendS a reimbursement ~o the Police Department of $20,000 annually. This amount
would be evaluated on an annual basis. IA 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 p¢id 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 have 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 tl~e 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 reasonalqle and justified to reimburse the Finance Department an
additional $4,000. This payment would befo¢ staff coverage for four weeks of vacation and other
absences such as breaks, sick time or staff meetings.
RECOMMENDATION:
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
Budget Reduction -
Contract with ECIA
for DMATS Extra
Services. Savings
$12,000 General
Fund.
2
Attachment 3
Page 11
Budget Reduction -
Consultant Services
for Zoning Map
Updates. Savings
$2,000 General
Fund.
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 td~ Planning service~ budget. The
othe~r two departments are in concurrence with the elimination
of th~se extra DMATS services. We do not expect significant
chaqges in the service levels of any of these departments as
a reCult of this contract being eliminated. The estimated FY03
balaOce for DMATS Extra Services will be approximately
$9,0~)0. Due to turnover and staffing shortages, DMATS has
not I~rovided much service under this contract in FY03.
Weare recommending that the $9,000 balance in FY03 be
carried over into FY04 to allow EClA to plan for the elimination
of the $12,000 contract for DMATS Extra Services.
Miss~nan, Stanley & Associates is the consultant that updates
our Zoning map each quarter.
2001 we added this consultant to our budget. At that time,
map had not been updated in many years. The
cost to add all of the rezonings and make corrections
necessary took a good deal of time and money.
update the zoning map each quarter and have
eted $5,000 for this service in FY04. Now that our map
dated and most of the errors have been corrected, we
reduce the number of updates by half. We
pdate the zoning map twice per year beginning
· and reduce the budget amount by $2,000 to $3,000.
3
Attachment 7
Page 20
Budget Reduction -
CDBG allocation for
consultant services
for historic
preservation.
Savings $2,506
CDBG Funds.
Certified Local Government (CLG), the City of Dubuque
uired conduct historical and architectural surveys and
preservation projects related to planning and
; education. The City has budgeted $10,000 annually for
match for state grants for these types of services.
/ of Dubuque has received state grants for various
of an architectural/historic survey/evaluation of the
nunity. For each phase, the City has used CDBG funds
e local cash match to hire an histodc preservation
Jltant to conduct each phase of the survey.
the budget reduction goal of $2,506 in CDBG funds
for the Planninc Services De we are recommending
-71-
that the amount budgeted for consultant services for historic
)reservation 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
)lanried 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 I~ave identified projected additional revenue of $58,620
- -~- Enhancements - due 1 ~ development fee increases approved by the City
Approved FY04 Cour cil for FY04, that were not included in the FY04 budget.
Attachment 4 Development Fee Incr~ ases for variance, conditional use, rezoning, planned unit
Page 13 Increases. Savings deve opment (PUD), and sign application fees are estimated
$58,620 General at $~72,575. Increases for minor arid 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 ere recommending a new fee for billboard inspections at
-,~ Enhancements - $10£ per billboard per year. With 78 billboards in the city, this .
New Fee: Billboards. fee v rould generate $7,800 annually. We would conduct an
A~tachment 4 Savings $7,800 annL al inspection for each billboard to verify copy, add-ons,
Page 13 General Fund. square footage and conformity with the Zoning Ordinance.
Fee LAnalvsis
Anm ~al inspection programs have been implemented by a
hum )er of cities. A cursory review of programs indicates that
fees vary from $47 to $1,000 annually per billboard s~ructure.
City )f Dubuque permit fees for on-premise signs vary from
$25 bra panel change to $55 for a new wall mounted or
~reeCanding sign.
The recommended fee of $100 would be consistent with
current inspection fees for on-premise signs within the city
and tcith the annual billboard inspection fees charged by other ,
com ~unities. Based on estimated typical annual revenue of
$10, )00 per year per sign panel, an annual inspection fee of
$10¢ for a billboard typically would represent less than 0.01%
of revenue .generated.
SerVice Impact
The~'e will be an adjustment in service levels in the
enfo 'cement activity based on this new service. Enforcement
wou d include verifying compliance for copy changes,
billb, )ard reconstruction and design. A photo inventory would ·
I be developed and maintained to document the sign status.
These inspections would help to alleviate the problems we
have had in the past with off-premise signage displaying on-
uremise 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, billbeard
recotnstruction, and design as it regards add-ons and other
appurtenances.
These inspections would insure code compliance, ~elp protect
publi; safety and improve neighborhood aesthetics, especially
for ti' ose billboards that are located within, or in close
proxi rnity to, residential areas.
The ~_oning Enforcement Officer would assume responsibility
for ti' is new service. The Planning Services Department's
servi 2e objective for zoning enforcement is to investigate,
rese. ~rch and issue violation notices within 10 working days.
Generally, this person is able to meet this service objective
withi ~ 7 to 10 working days.
The 'esponse time would be adjusted with a slightly longer
resp, )nse time for her enforcement activities to accommodate
billb~ ,ard inspections. It will be much more likely that this
pers, )n will take 10 working days for zoning enforcement.
Thisis still within the Department's service objective.
6 Revenue We ~re recommending increases in two zoning fees. The
-~ Enhancements -' projE cted increase in revenue is $2,800.
Zoning Fee
Attachment4 Increases. Savings Spe~.ial Exception
Page 13 $2,800 General The ;urrent fee for a special exception is $75. We propose to
Fund. incrE ase the fee by $25 to $100. The fee increase better
retie ,-ts the amount of staff time and citizen contact necessary
to pr )cass a special exception application for review by the
Zoni~g Board of Adjustment at a public meeting.
Limil ed Setback Waiver
'The urrent fee for a limited setback waiver is $1'0._We
prop)se to increase the fee by $40 to $50. The fee increase
bert( r reflects the amount of staff time and Citizen contact
necessary to process a limited setback waiver application.
The imited setback waiver represents a savings in time and
mon ;y 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 Ac Ijustment. A limited setback waiver is signed off by
Plan ~ing Services staff.
Since the City of Dubuque is the. only city in Iowa we know of
-7,t-
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 App¢opdateness, Certificates of Economic Non-Viability and
Page 19 Fees: DeMolition Permits. These new fees would increase revenue
Historic Preservation by $;~,675 for the preferred rates (or by $1,170 for the
Commission Design alternative rates).
Reviews. Savings
~ $2,675 General Fee Analysis _
Fund. At th s time, there is no charge f-or th~se aPPlicatio~ns;
how~ ,vet, the staff time spent on them is considerable.
Char ~ing a fee for these services is appropriate given the
amo~ ~nt of staff review and citizen .contact necessary to
prochss these applications. The preferred fee schedule better
retie, ~s the amount of staff time. The alternative rates may be
more acceptable since there are no fees for Historic
Pres ,~rvation Commission Design Reviews now.
The City of Des Moines just recently implemented a $10.00
appli~cation fee and the City of Council Bluffs is looking at
impl,~menting a $25.00 application fee. The majority of the
C~G's do not charge for Historic Preservation reviews;
how.~ver, a majority of the CLG's also indicated that they are
looki ~g into raising fees because of the current budget issues
their 2[ties face.
Certi' icate of Appropriateness
We ~ re recommending a $25.00 application fee for
Certi'icates of Appropriateness. An alternative fee of $10.00
is als 2 being proposed as an option.
Certi' icate of Economic Non-Viability
We s re recommending a $500.00 application fee for
Certi: icates of Economic Non-Viability. An alternative fee of
$250 00 is ·also being proposed as an option.
Dem~ ~lition Permits
We a re recommending a two-tier application fee for
Dem~ ~lition Permits. Currently, the City of Dubuque is the only
CLG bhat reviews demolition permits located outside of
histo~ ic distdcts.
We a "e recommending that properties with no architectural or
historic significance be charged a $25.00 fee. These
appli~ ',ations requ re the same amount of staff time to process
as Certificates of Appropriateness.
We a 'e 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-
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.
8 Budget Reduction - We ~re recommending eliminating membership payments to
~ APA Membership ' the American Planning Association (APA) for the Associate
~: Fees. Savings $900 Planner and the Assistant Planners.-.The membership fee for
Attachment 3General Fund. the Planning Services Manager will be retained so that we can
Page 12 cont;nue to receive APA services and information. '
Thisreduction in membership fees is an annual savings of
$9o(
-k Included in the City Manager's re~;ornmendation 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. police response, the department operates a minimum 48-
person schedule. Although authorized for 54, the patrol
~ ~sche~dule consistently operates under strength due to
regular training of replacement officers caused by an
a~ ~nual turnover rate of 4.8 officers. The elimination of any
sl 'eet patrol officer places the department in a very
tenuous position. As street patrol officer positions are
· rE duced reliance must be made on other supplemental
pc ~sitions to fill vacancies to maintain adequate staffing.
These supplemental positions include the remaining COP
te am, school resource officers, drug task force officers and
fir ally members of the investigative unit.
Ir~pact relates to experience found in Package #1.
2
Eliminate
Street
Police
Officer Position.
Attachment 7Savings $57,945
Page 20 General Fund.
3 Eliminate Street Police In pact relates to experience found in Package #1.
Officer Position.
Attachment 7Savings $57,945
Page 20 General Fund.
4 Eliminate COP Police Elmination of a COP Police Officer position reduces our
Officer Position. C~)P territories from two to one. Many functions performed
Attachment 7Savings $63,609 b~the COP officers have safeguarded neighborhood
Page 20
General Fund. ccncerns and helped to build needed partnerships and
. ccmmunity. The elimination lessens our ability to attend
neighborhood meetings and work directly with other
cc mmunity members and departments to resolve ongoing
. cc ncerns before they reach a critical stage. If eliminated,
m~ ~ny of these concerns will be forwarded to Patrol
S~rvices to handle as time permits.
5 Eliminate COP Police Irt pact relates to experience found in'Package #4.
Qfficer Posit on
Attachment 7 Savings $60,989
Page 20 General Fund.
-?4-
6 Eliminate Corporal The elimination of this position creates a tremendous
Support Services Police hardship to continue in the accreditation process. This
Attachment 7 Officer 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 '1' he elimination of the DARE program reassigns one full-
Officer Position. ti 'ne police officer to the patrol division and eliminates
Attachment 7 Savings $57,071 E ARE overtime. Included within the elimination of DARE is
Page 20 General Fund. t[ e elimination of DARE revenue in the amount of $30,000
AIthough the elimination of DARE is a significant departure
a id loss of an important crime prevention initiative, we are
e lcouraged by the availability of a number of similar
sH. bstance abuse programs offered to area schools through
p~vate and public organizations instructed by classroom
teachers and/or Iowa Department of Health Substance
A ouse Prevention Specialists.
8 Eliminate Traffic Safety E iminates traffic safety police officer position resulting in
-k Police Officer Position. lil lie or no preventative traffic safety initiatives and creates
Savings $60,989 a Jditional pressure on the patrol division to respond to high
Attachment 5 General Fund. tr~ffic violations and accident scenes and follow up on
Page 14 o'her traffic safety concems.
9. Eliminates the Police E iminates the police canine officer as an independent
'k Canine Officer Position. p,)sition, placing the canine into regular patrol lessening
Savings $64,134 ti' e canine's availability for drug, tracking and other related
Attachment 5 General Fund. s~arches.
Page 14
-'/7-
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 - Emergltech. 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 in(ormation.
7 ~is system and the many other software packages can be
a tremendous tool if persons are trained and equipped in
ti eir use. Unfortunately, many users of the system are
s ;If-taught or minimally trained, making use of these
s~,stems limited at best. This position was created to
p 'ovide monthly training and initial trouble shooting to
d .~velop individual computer abilities. Without the position,
~ e continue to rely on those self-taught and Information
S ~=rvices to provide technical and training support.
11 Eliminates the civilian I~timination of this position creates additional pressure on
~ position of Computer Ir formation Services in providing consistent attention to the
Intern. Savings $11,587 p,)lice department mobile computer.terminals (MCT)
Attachment 5General Fund. lccated in each of our patrol vehicles. The Intern acts as
Page 14 tl' e primary contact regarding malfunctions and repairs
rElated to the MCT. Due to the age of these computers,
d;lily interaction has become necessary to maintain their
fLnction ability. Additionally, the communications center will
b,called upon to relay and research the Iowa System for
dliver's license verifications, motor vehicle registrations,
w ants and warrants, and other criminal history checks
n~)rmally accomplished through the individual officer and
his/her use of the MCT.
12 Eliminates individual line Reduction of the line items results in the roil 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 }rOvides 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 ~n [his voluntary program as we strived for professional
Enforcement Agencies, e> cetlence 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 T~ ansfer of Community Development Block Grant (CDBG)
savings from CDBG fu ~ds from City Manager's budget to help fund the COP
Attachment 7 funds from City pr ~gram 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 R ;tums parking revenue generated by police officers
-)c Revenue from Parking d~ ifing 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 A ids a research fee for local criminal checks, equals $10 X
--~ fee for Criminal Records 2~5 checks per mo X 12 mos. = $31,800
check.
Attachment 4 t
Page 13
16 New revenue A~dds a service fee for towed vehicles, equals $20 X 85
~ processing fee for tdws per mo. X 12 mos. = $20,400
impounded vehicles.
Attachment 4
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 [1eduction 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 r~mimum 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 retductions, 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, an(~ 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 leadersh'ip of the Dubuque Police Protective Association to discuss the budget concern 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 priority.
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 anticipated 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 reduction~ 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.
-8t-
PURCHASE OF SERVICES
1 Reduce General Fund This impacts the following agencies:
~ supported agencies by Dubuque Area Labor-Management Council $614
7.6%. Savings of Helping Services of Northeast Iowa $149
Attachment 3 $3,945. Operation: New View $1,270
Page 11 Project Concern Foster Grandparent Program $413
~ RSVP .... -~ $558
SlJbstance Abuse Services Center $941
' T~ )tal savings: $3,945
2 Reduce Labor
-~ Management by $717 in
UDAG Funding
Attachment 6
Page 16
-k Included in the City Manager's re,;ommendation to City Council.
I
I
RECREATION DIVISION
1 Increase the registration '40 decrease in participation is anticipated as a result of
~ fee for boys' baseball, :hese increases. Fees were last increased in Fiscal Year
1992. Savings $2,610 General Fund.
girls' softball, junior
Attachment 4tennis, 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
")r 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 Ihe money. Fees were last increased in Fiscal Year 1993.
Attachment4 $10 to $18. Savings $4,000 General Fund.
Page 13
4 Eliminate the ice dnk A park division decision package eliminates the flooding
-)~. warming house 3f the outdoor ice dnks. Savings $5,871 General Fund.
' supervisors and close the
Attachment 3warming houses
Page 11 ,.
5 Increase the This money would come from the "profit" that is budgeted
~ 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 ;liminated to fund this, but participation has decreased to
Recreation Program to [he point that this reduction was going to be done anyway.
Attachment 3pay 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
Attachment 7Option A. Savings disabilities fixed route 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 '
di ~abilities and $3.00 ADA para'~ransit and factoring in 20%
al :rition in overall ridership due to fare increases, this
decision package could generate, an additional $159 280 in
fa~rebox revenue.
2 Increase Fixed Route B~/increasing fixed route and ADA paratransit passengers
-~ and Paratransit fares tc $1.50 general public fixed route, $0.75 half fare fixed
option B. Savings re ute 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 o~/erall ridership due to fare increases, this decision
~PCvCkage could generate an additional $102,682 in farebox
enue.
3 Eliminate Fixed route urrent 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 a~/erage of $12.44 per hour fei' ddver wage plus IPERS
Atta¢hment 5Fund. a id SSI, the driver expense alone total $44,015 per year.
Page 14 F ~rebox collections for Saturdays total $11,648 per year.
B t eli'minating Saturday fixed route service, this decision
p¢ckage could generate a savings of $32,367 in driver
e~(penses. An additional indirect savings would also be
realized in the transit garage by e minating the needfor
6~24 hours of Serviceworker schedules that are direct
cl larged back to the transit division. At an average hourly
e ~ployee expense of $25.87 per hour, this decision
p ~ckage could generate an additional savings of $16,143
fcr a total decision package savings of.$48,5!0
!
4 Eliminate Fixed route Ir addition to the potential cost savings Celated to Decision
and Paratransit # 3 of $48,510, elimination of ADA paratransit service on
Attachment 7Saturday service. Net Saturday could eliminate an additional $14,791 in
Page 21 Savings $14,791 Transit e ~ployee expense for a total decision package savings of
Fund. $ 33,301. ADA paratransit service is only required when a
tqansit 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. SaWngs Capital improvement Project Funds. This would
Attachment 6$8,000 Water Fund. result in a less aggressive approach to
Pa.~e 15 maintenance-and our change out program.
J 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
Attachment 7Eliminated this activity f'om Capital Improvement Project Funds. This would
Page 22 our operational acco Jnt.result in a less aggressive approach to
Savings $20,000 Water Fu;~d. maintenahce and our change out program.
The elimination of this activity through our l
3 of 4 HYDRANTS operational budget would require that this program
-~r 450-71510 be performed through the accessibility of our
Eliminate this activity from ,ur Capital Improvement Project Funds. This would
Attachment6 operational account. Savin s 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 le§s services needed as projects are modified.
Reduce the appropri~- ted
Attachment 6monies allocated in :his
Page 15 I account. Savings $27)00
Water Fund.
NOTE: These four (4) proposed
packets provides the cost
saving methods to support
approximately 50% of the
estimated $118,000 needec 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 Iowe~st, with Cedar Rapids bein~ the
lowest.
NOTE:' Option 2, lA would prozide The proposed monthlyfee increase of sixty 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
~ 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
Page 15 1.68% effective July 16 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 dompadson of our rates with other cities
~n Iowa, the City of Dubuque would be the second
lowest with Cedar Rapids being the lowest.
NOTE: Option 2, 2-B would pro, ride The proposed monthly fee increase of eighty
100% of the revenues nee "led ($.80) cents includes the 3% rate increase of forty
Attachment 7to offset ($.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
I revenues needed to offset :he
department's estimated
$118,000 shortfall. I
This person would be laid off and this position
OPTION 4 STAFF REDU(:;TIONS would be converted to a part time position until full
time status is restored. Services would be
1 of 4 Water Engineering Assista~ ~t distributed to other employees and be performed
GE-33 Layoff. Savings by the hiring of a part time employee. The
Attachment 7$45,732 Water Fund. proposed estimated cost for a part time employee
Page22 Is.S15,210 annually. The modification of this
)osition 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
~n safety concerns, additional property damage
and extending longer periods of time that fire
)rotection is out of servi.ce.
This person would be laid off and the position
2 of 4 Truck Driver OE-8 ~ Layo ~. would become vacant until full time status is
Savings $44,136 Water Fu~d. restored. The current duties and responsibilities
Attachment 7that 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
pedods 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 extendin, g Ionge~ per ods 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 additi2nal Distribution Equipment Operator II and
Attachment 7cost to Water Fund. Engineering Assistant.
Page 22
W ncluded in the City Manager's recommendation to City Council.
THE CI'Z~ O~ ~--~
MEMORANDA
bate: 'June 1~, 2003
To:
Michael C. Van Milligen
City Manager
From: Bob Green
Water Department Manager
Re: Fiscal Year 2004 Budget Reduction Recommendation/Summary
The purpose of this memorandum is to proyide for your review and support of a
method in the reduction and modification olour F.Y. 2004 Department Operating Budget.
/
The targeted amount of monies proposed f°r 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 the~
to their operational equipment improvemez
rate increase to compensate for this loss.
The total combined revenue shortfall in the
There are four (4) specific proposed option
prioritized Options will have multiple pack~
of our department shortfall needs as some
needed.
n is in the estimated amount of $58,566.48. This is related
ts. This projected revenue shortfall would require a 1.68%
;e th ree areas is estimated to be $11 $, 119.48.
; being submitted for review and they are
;ts for review, some may support a portion
trill provide support for 100% of the funds
It is our position in review of these proposeU 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 purchase 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 una~ended. Rental of this system will
re,duce the cost of oxygen by $85,842 per year. Electrical
c¢ st will rise by $48,600.00 and phone service is expected
to~ncrease $2,400.00. The total expected savings is
$:4,842.00 in year two and beyond.
2 0.5% rate increase over Tfis package provides for an increase in sewage rental
approved FY04 3.0% ra:es (43001-44171) of 0.5% over the FY04 approved
Attachment 7increase in sewage 3.)% rate increase. The additional 0.5% increase is
Page 21 rental. Savings $19,665 n¢cessary to offset a 5 month delay (loss of savings) for
Sewer Fund. th .~ procurement and installation of the Praxair VPSA
S:'stem as outlined in Package 1. Thedded 0.5% increase
wi I raise sewage rental.a rates from $1.64 per CCF to
$1.65 per CCF or approximately $0.08 per month for the
a~erage user. Even with this increase, Dubuque s
proposed rate is the second lowest of the 9 largest cities in
Io~.a. The 9 city average is 39% higher than the proposed
Dubuque rate.
3 Reduction of operation&
--)(- Maintenance expense R, ;duction of plant operation and maintenance expense by
by reassignment of re assigning operators to swing shifts. The reassignment of
Attachment 6operational shifts and sf ifts will eliminate the possibility of operators training as
Page 15 elimination of cross m aintenance staff and eliminate the use of operators to
training activities, sL pplement maintenance activities. Reduction in the
Savings $5,616 Sewer training opportun~bes w~ll save approximately 208 hrs./yr. ~n
Fund. o~ 'ertime expenses by placing operators on 2® & 3® shifts
~el minating part of the need for replacements necessitated'
b!' vacation and/or sick leave. The cross training
Ol ~portunities were suggestions of the WPC Plant's
Efficiency Committee as a means to achieve total
p~ ~)ductive operations. Elimination of the ability to use
Ol ~erators as maintenance personnel will put additional
b~ ~rdens on the already short maintenance staff that has
seen 3 new lift stations in FY03 adding more hours for lift
st ation maintenance and reducing time for plant
maintenance
-91
4 Elimination of funds forEliminates funding for training and professional
~rofessional 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 atthe WPCP wi!l save
Services for plant weed $,r90.00/year. However, weeds will rapidly take over in the
Attachment 7control and insect s~ndy soil and choke out the existing grass. Elimination of
Page 21 control at lift stations, fulding to carw out insect control at lift stations will save
Savings $975 Sewer Sz00.00/year and may pose a health risk for employees
Fund. ard surrounding homes and businesses.
6 Elimination of student N~it funding this package will eliminate the partnership with
intern. Savings $2,000 th. University of Dubuque Environmental Science
Attachment 7Sewer Fund. P~ogram. We will lose a student intern that tests the
Page 21 waters and maintains records of environmental concerns
fo'the Catfish Creek Water Shed. As the E.P.A. and
I.[ ).N.R. focus their attention on water sheds we will lose
blckground information on the major water shed that flows
th'ough the City of Dubuque.
7 Eliminate calibration El mination of the calibration services for the sewage
services for the C.O. si, Jdge incinerators will place added burdens on the Water
Attachment 7monitor. Savings P~llution Control Plant Manager and Asst. Plant Manager
Page 21 $4-,500 Sewer Fund. b requiring them to set aside more time for calibration
sc -vices. The calibration is required by 40CFR 503 and
! the I.D.N.R. Title V Clean Air Regulations.
8 Elimination of non R moval of non essential services such as the Department
~ essential services in the M ~nager's physical, subscriptions and books and the
Administration Budget. dlopping 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. piant Operation. Removal of the Department Manager's
tn~vel to the Annual Water Environment Federation
C )nvention will impact the community by not keeping
al~raast of new technologies, equipment and govemment
regulations.
5r Included in the City Manager's recommendation to City Council.