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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.