Decisions - Budget worksessionsCITY COUNCIL WORKSESSION - JUNE 23, 2003
Airport - No changes
Building Services - No changes
City Hall Maintenance - No changes
City Hall Annex
-- Decision Package #1 - Keep eye on ice accumulation dudng winter
Cable TV
- Decision Package #3 - Keep open for separate discussion
City Clerk's Office - No changes
- Decision Package ~4 - Dan disagreed
- Dec'~ion Package #5 - Dan and Pat disagreed
City Council - No changes
- Decision Package #1 - Dan and Ann disagreed
-- Decision Package ~2 - Dan disagreed
City Manager's Office
-- Decision Package ~ - Keep open for discussion
- Decision Package #6 - Delay elimination until end of August
-- Decision Package #7 - Dan, Ann and Pat disagreed
-- Decision Package #11 - Dan, Pat and Joyce disagreed
- Decision Package #15 - Ann - print as plain copy, Joyce disagreed, Dan - CD has to
be better
Economic Development - No changes
Emergency Communications
- Decision Package ~r2 - Send back to County for their agreement
Emergency Management- No changes
Engineering/Public Works
-- Decision Package #1 - Do not eliminate position but subject to employment freeze
-- Decision Package ~2 - Hold open for discussion
- Decision Package #10 - Dan and Pat disagreed
Finance Department - No changes
-- Decision Package #3 - Bring back as priority next year
-- Decision Package #5 - Pat and John disagreed
Fire Department
-- Decision Package #3 - Closed Session
Five Flags Civic Center - No changes
- Decision Package #1 - Pat and Dan disagreed
- Decision Package #4 - Pat - put surcharge on every ticket sold
Health Services - No changes
Housing Services - No changes
Human Rights
-- Decision Package ~ - Include in next year's budget
Information Services - No changes
Legal Services
-- Decision Package #1 - Hold for separate discussion
- Decision Package #2 - Hold for separate discussion
Library .
-- Decision Package #1 - Hold for separate discussion - do no lose accreditation
- Decision Package ~ - Provide breakdown of each item listed and associated cost
- Decision Package ~4 - Hold for separate discussion
Operations and Maintenance - No changes
Park Division
-- Decision Package #2 - Closed session
-- Decision Package ~ - Closed session
Parking Division
Decision Package #10 - Closed session
Planning Services - No changes
Police Department
- Decision Package #8 - Closed session
- Decision Package #9 - Closed session
- Decision Package #10 - Keep position but subject to hiring freeze
- Decision Package #11 - Keep position but subject to hiring freeze
-- Decision Package #12 - Break out and prioritize each item with associated cost
Pumhase of Services - No changes
Recreation Division - No changes
Transit Division
-- Decision Package #2 - Hold for separate discussion - requested information on the
effect on fidership
- Decision Package #3 - Hold for separate discussion
Water Plant - No changes
Water Pollution Control Plant
- Decision Package #3 - Hold for separate discussion
- Decision Package ~ - Hold for separate discussion
Other Issues to Be Addressed:
Can comp-time be mandated over overtime
For the Library accreditation issue - bring back the cost of having Library open 64 hours
and the staff costs necessary for this.
Interns - High priority and should be reinstated next year.
Capital Improvement Program - Look at what can be delayed or cut.
Position Cuts by employee Group
Group Position
Firefighters Association 3 Fire equipment operators
Police Association 1 Traffic safety patrol officer
1 K9 patrol officer
Teamsters Union 1 Park Ranger
2 Maintenance workers
Transit Union Reduction in part-time hours (60 per week) due to elimination
of fixed-route Saturday service
Operating Engineers Reduction in part-time cashier hours of .57 FTE
Union
Non-bargaining 1 full-time employee (Library)
Employees Unit 1 part-time employee (Library)
Reduce 2 full-time employees to half-time (Library)
Reduce 1 employee from .5 FTE to .25 FTE (Library)
Eliminate full-time fiscal coordinator and replace with part-time
account clerk I
Reduce full-time (Civic Center) building supervisor to part-time
1 Law enforcement computer support specialist
1 traffic engineering assistant
1 engineering asst. II
Reduce administrative services manger to budget director
1 legal intern
1 Human Rights intern
1 police computer intern
1 finance intern
1 full time airport law enforcement officer position
1 part-time airport law enforcement officer position
1 graphic artist.
Attachment 8
AIRPORT
1 Eliminate 1.35 LEO The elimination of 1.35 FTE Airport Security Personnel is
tk' 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 Sheriff's department or the Dubuque Police
Department with a response time necessary of under 15
minutes. This position has not been filled as the Airport
was waiting space availability in a law enforcement training
'1class.
")Clncluded in the City Manager's recommendation 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 been increased in over 10 years.
City Hall Maintenance
1. Reduce cleaning of Reduced response to individual cleaning issues.
"A" City Hall from 5 ~ys toLess floor covering maintenance. Cleaning of City
Attachment 3,. 3 days. Hall after Farmer's Market will wait until 5 PM on
Pg. 11 0~-'~
Monday. Savings $5,668 Genera Fund
2. Reduce Property ~ Requests for service of light ballasts, heating and
1¢r Maintenance. O~'iI 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 Supplieswt may not be replaced as often. Savings $1,059 '
Attachment 3,' 01~ General Fund.
Pg. 11
City Hall Annex
1 Reduce Property This reduces frequency of entry and hallway rug
-~ Maintenance. Savings replacement service from biweelCy to monthly.
Attachmentpage 1I 3, °f $615 Generalil~und.(~.~,, ,~__¢..'~.../d~-'/C../..~..C.F~ ,
2 Reduces Property Reduces the frequency of regular elevator testing
"k Maintenance. Savings and preventive maintenance from monthly to onbe
Attachment 3, of $475 Genera[/,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,pg. 11 Of $450 General;~d.
Reduces evening Nightly custodial service expense would be reduced
4 custodial services. / / by reducing frequency of most tasks, eliminating
~ Savings of $2,088 A/~ some tasks entirely, and if necessary, eliminating
Attachment 3, General Fund and ~ custodial service on Monday nights. Restroornand
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
-~ 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,C~ble TV Administrator.
Fund.
2 Discontinue the Cable These are major focused references and eliminating
-~ Franchise Administrator's them 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 La~/Reporter regarding Cable TV.
and Warren's Cable TV
Regulation Monitor.
Savings of $1,410 ~3,able
TV Fund. 0/~
3 Eliminates the "Promotion" This item is assigned to fund non-traditional promotional
~i~ linf~ item. Sav. ings. of $687. activities and methods for PEG Access Channels,
Attachment 6 :~/~ ~/~ ~./2t../ 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 6 Savings of $726 Cable TV equipment will have to be borrowed.
Pg. 17 Fund. .~ ~
5 Discontinue memberships This will disconnect them from the only national
'k of staffand Tele- organization of public, educational and government
Attachment 6programming Commission access channels and operations.
Pg. 17 members in the Alliance
for Community media.
Savings of $531 Cable TV
Fund. ~/~
-k Included in the City Manager's recommendation to City Council.
-26-
CITY CLERK'S OFFICE
Package Recommendation Reduction/Impact to Current Operations
1 Reduction in Hours of This decision package would reduce the Permit Clerk
Attachment 7Permit Clerk from 40 to to 36 hours per week. The impact would be slower
Pg. 19 36 hours per week. response time to citizens, especially in the area of
Savings $4,106 General special event permits and cat/dog licenses.
Fund
2 Reduction in Hours of This decision package would reduce the Deputy City
Attachment 7Deputy City Clerk from Clerk to 36 hours per week. The impact would be
Pg. 19 40 to 36 hours per week slower response time to citizen and employee
Savings $4,773 General inquiries.
Fund.
3 Elimination of Overtime. Overtime - this decision package would eliminate all
-~- Savings $1,350 General overtime for assistance with Civil Service testing. The
Attachment 3.,Fund- 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 3 Savings $1,190. General ~ Members and the City Manager's office. One book
Pg. 11hula. ~Fu d. , would be provided to the Library and one will be
~..2~/--~;~~ 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 L~_Z-/~F d/~"~ 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
Attachment 3
Pg. 11
2
Attachment 3
Pg. 11
3
Attachment 3
Pg. 11
Eliminates the annual
Boards and Commission
picnic. Estimated
savings of $2,400.
Discontinue the funding
for Sister City's program.
Savings of 2,000.
Eliminates Travel-
Professional
Conferences for all but
one person to attend the
upcoming NLC
conference. Savings of
$13,750. ~/~
This is an annual event used to recognize the contribution
that volunteer board and commission members make to
the community and in partiqular to City gSvemment.
This program is used to cover expenses related to gifts
and event s sponsored by the City for representatives of
D,u/,b~que's Sist, e~rr Cities.
/
City Council members would no longer be able to attend
national conferences to stay up-do-date on federal
legislation and policies. This has been the only opportunity
for council members to exchange ideas with other council
members throughout the country.
Included in the City Manager's recommendation to City Council.
-28-
CITY MANAGER'S OFFICE
1 E~iminates safety training This provides safety training and on site safety and health
Attachment consultant. Savings of inspections by Loss Control Specialist. This also includes the
7 $2,500. confined spaces training and would have to be covered by in
Pg. 19 house training. Specialty testing such as sound level testing
would not be available.
I
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
plan or not at all, which could result in loss time or lower
productivity.
3 Reduces the hours of the Duties such as preparation of the neighborhood newsletters
Attachment Neighborhood would be shifted to the Public information Officer. Suppor-[ 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
-k Training for City training for existing employees.
Attachment employees. Sayings of
3 $3,000.
Pg. 11
5 Elimination of the Wellness The Wellness Program provides among other activities,
-x Program. Savings of diagnostic tests for employees. Eliminating this program could
Attachment $9,700. mean that a disease or sedous condition may go undetected for
3 some time and cost more to treat at a later date.
6 Eliminates the Graphic Forms preparation will need to be done by department clerical
-X 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~Gra~hic Art~t.
Pg. 17 Cable TV funds.,,,,'~/Z_~ ~.,"2/~"~ '~
7 Elimination of City Expo An alternative to this on package is to make this an every
-Z- event. Savings of $9,000 other year program.
Pg. 17
-29-
8 Changes the quarterly City This maintains the informational/educational purpose of the
-k Focus newsletter to a newsletter but diminishes the quality of the final product.
Attachment quarterly, two-page (four
6 sides) insert in the utility
Pg. 17 bills. Savings of $23,700
Cable TV Funds ~,,~
,,,
9 Personnel would eliminate The information would either not be available or other sources
-k some of their reference would be pursued to provide the needed information.
Attachment subscriptions. Sav)ngs of
3 $2,000.
Pg. 11
10 Eliminates employee gifts This program was initiated by the Employee Recognition Task
'k and service awards Force.
Attachment presented bach year as
3 part of the Spirit Luncheon.
Pg. 11 Savings of $4,072.
11 Eliminates college This program was initiated in FY 2001.
* reimbursement funds for~..~¥]
Attachment
City employees taking ~'/~...--~/
Pg. 12 courses. Savings of "~/~'~ -
/
12 Eliminates the opportunity This program has been used for leadership training and
-k to send three to four effective training for new managers.
Attachment managers and supervisors
3 to the Dale Carnegie /.
Pg. 11 training program each ~;~
year. Savings of $3,431.
13 Eliminates catedng 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 printing of The information will still be accessible via CD RQM or at the
Attachment'k for b udg et do cume nts ex ce pt,,~--~,,~---",~--'Library'~ ~'~~~'
copies in Clerk's Office, .¢.~ .., . _
3 City Manager's Office,
Pg. 11 Finance and Library.
Copies will be available to (
the public on CD ROM at
cost. Savings of $5,360.
16 Eliminates the meals Work sessions will be scheduled to begin a half hour later.
w provided during budget
Attachment work sessions with City
3 Council. Savings of
Pg. 1 t $2,650.
17 Eliminates the The Cable TV and Emergency Communication Divisions will be
-X Administrative Services reassigned to report to other department managers. The
Attachment Manager position effective savings reflects a change in classification and filling the position
5 January 1, 2004 and at Step A.
Pg. 14 replaces with Budget
Director position. Savings
of $18,135.
-k Included in the City Manager's recommendation to City Council.
-31-
ECONOMIC DEVELOPMENT
1 Eliminate the position of Eliminate the position of Economic Development Director,
Attachment 7Economic Development assign supervisory duties to Planning Services Director,
Pg. 19 & 20Director. Savings FY 04 and employ an additional full time Associate Planner-
$8,124 General Fund, Economic Development. Position elimination will have a
$3,160 CDBG Funds, short-term impact on City Council initiatives, but can be
$11,757 UDAG Funds); quickly overcome with adequate training of new Associate
FY 05 $47,713 Planner. This recommendation would have a saving
impact of $23,037 in FY 04 and $47,713 in FY 05 with a
two-year total of $70,750.
2 .Fees for Grant and LoanDepartment staff provides services of loan packaging,
Attachment 7Processing and Tax grant and loan applications for state assistance, and tax
Pg. 19 Increment Financing. increment financing deals, all at no cost to the benefiting
Savings $4,000 General business or industry. Economic Development Director
Fund. proposes fees be charged to compensate for staff time.
Minimum fee should be $500, escalating to 1/2 of 1% of
loan amount. Effective on new projects.
3 Federal Initiatives City Washington DC Federal Initiative is a high priodty and
~ Savings $13,218 has been very successful. In FY03 City has received
Attachment 3General 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 Brownflelds Assessments. The
FY03 budget for the Initiative is $22,980. Costs have been
approximately $9,000. This new initiative, with a big
budget, is over-funded for FY 04. I recommend this activity
be reduced to $13,218. Service levels and success in
obtaining federal funds will not be impacte~t.
4 Education, Training, andDepartment staff is experienced and well trained. The
-~ Conferences. Savings $3,459 budgeted for conferences, training and education,
Attachment6 $2,500 C,[:)BG Funds in CDBG (210) can be reduced.
Pg. 16
-k Included in the City Manager's recommendation to City Council.
-32-
EMERGENCY COMMUNICATIONS CENTER
1 Decrease part time This decreases the number of dispatchers working from
Attachment 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. pm. The phone tree would need to be reactivated or one
, administrative line terminated. All wireless calls would
be answered at Cedar Falls State Radio and pre-arrival
instructions on 911 calls would be eliminated.
2 The annual maintenance This is an allowable expense under 34A and would
'"k contract on the Computer impact the ability to use these funds in the future for
Attachment 3Aided Dispatch software equipment replacement or other eligib_le expense.
Pg. 11 would be transferred over
to the County budget to be
surcharge money.
less $7,299 County shar~..-
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 new fee of $20 per tape Tapes are now being produced at no cost. The Public
-)~ 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
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.
-3:t-
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 $3.541
No impact.
Included in the City Manager's recommendation to City Council.
-34-
ENGINEERING/PUBLIC WORKS
1
~ Elimination ofThis currently vacant position would have provided for
Attachment 5 Engineering Assistant II additional inspection of subdivisions to ensure that
Pg. 14 developers construct infrastructure that meet City of
~-~-~-" -'-/"~"¢J' ,/,~,~ ~Dubuque standards. Currently, Engineering inspectors
are
spread thinly over multiple project sites resulting in extended
~eriods of time when infrastructure, that will become City's
maintenance responsibility in the future, is installed without a
proper level of inspection.
The Ell position would have inspected private developments
. ~~ ~. lo ensure that improvements are constructed as approved
- ....¢.~¢,-2~~ [brough the Major and Minor Site review process (planned
~. and manage growth).
/ In addition, the Ell position would have inspected
~. ~onstruction sites to ensure that adequate erosion control
- ~2~¢-¢-¢/ ~"~¢-~' ~easures are in place in the initial stages of the work and
¢././. bhat they are maintained property throughout the project.
'" The position would have provided drafting and preliminary
design, under the supervision of staff engineers, of streets,
sewers, and other miscellaneous Capital Improvement
Projects that are currently budgeted. Over the past few
'ears, a backlog of storm and sanitary sewer projects has
Iormed due to the time demands on current staff. The loss
~f this position will result in longer response time to citizen
'equests for information and to respond to complaints.
nput of GI$ information and project information updates
Nould be delayed. Assistance to other departments for
~ngineering assistance for projects would become a lower
2riority. Savings of $19,050 Gei~eral Fund and $40,577
Service Fund.
2 Reduce Overti.~rne .¢~// Elimination of General Fund overtime pay. Certain tasks will
")r' ~z'~c-e'. -~-'¢'~¢/~"¢'~J be delayed and potentially left undone, particularly in regard
Attachment~~ , to administrative matters. Savings of $8,000.
Pg. 11
-35-
3 Establish a Revocable and Irrevocable License processing for individual
-~ Revocable/Irrevocable Jse of the City's public right-of-way (R.O.W.) ale currently
Attachment 4 License :harged $50 unless otherwise indicated. Many of the
Pg. 13 ~,evocable Licenses are for such things as retaining walls,
./~ awnings, signs, railings, and steps. Irrevocable Licenses are
~' 'or such things as ramps, stair enclosures, fire escapes.
~oth the Revocable and Irrevocable allow the applicant to
Jtilize the City's ROW on a temporary/permanent basis. The
administrative time for documentation and preparation for
City Manager or City Council approval, and field checks
nvolve at least two hours. The license fee for the
applicant's use of the City ROW for an extended time would
be set at a cost of $100 for Revocable and $500 for
Irrevocable Licenses. Since 2001 when the Licenses
replaced the Construction Ordinances, there have been
seven (7) Revocable and seven (7) Irrevocable Licenses
:rocessed. Savings of $1,800.
4 Establish Traffic Control This would create a fee of $50 for City staff to review/create
'k Permit Fee a traffic detour, lane closure, or parking removal permit
Attachmentpg. 13 4,, right-of-way (R.O.W.) Approximately 50 per year = $2,500.
~.,~/ associated with private contracting work within the public
Currently the Traffic Engineer Technician spends a
considerable amount of time to discuss detours, closures,
parking removals, assist in defining best route, and public
notification of traffic detours. This also includes coordination
of multiple closures, detours for various utilities, non-City
projects, and utility repairs. This new revenue generated by
this fee would recover the City's cost to provide this service
' to private contractors. Savings of $2,500.
5 Establish a Site Plan Review Engineering currently reviews proposed site plans for
&ttachment 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-
Attachment 7 ~- --'-~ ~/~J¢~/~ ~/~. ;,nspection of developments to ensure that private
Pg. 19 . construction proceeds as approved and required in the site
~~,~..r.~. ~lan, such as location of curb cuts, stormwater design,
_;,~-~.~ erosion control facilities. The proposed fee will charge the
following: Developments 1 acre: Avg. 2 visits, 1.0 hr. per
visit, @ $35 per hr. = $70; I acre < Developments 10
acres: Avg. 3 visits, 1.5 hr. per visit, @ $35 per hr. $160
Developments > 10 acres: Avg. 5 visits, 2 hr. per visit, @
$35 per hr. = $350. On average, there are:
25 developments @ $70 = $1,750
15 developments @ $160 = $2,400
4 developments @ $350 = $1,400
Savings of $5,550.
7 Increase Dumpster Permit This would increase the permit fee to place a dumpster in
~ Fee the public right-of-way. The current annual renewal fee is
~,ttachment 4 ~' $10, this would increase the fee to $100/year to Cover the
Pg. 13 ~ 7/ cost of review of the dumpster condition, use and location
for compliance with the permit. Currently the $10 per year
fee does not cover the actual cost for this service. The
temporary dumpster fee would increase from $5 to $20 for a
30-day permit. 60 permanent dumpster permits @ $90
(increase) = $5,400; 30 temporary dumpster permits @ $15
(increase) = $450. Savings of $5,850
8 Sidewalk Inspection Fee The Sidewalk Permit Fee will increase from $10 to $50 if a
-~ _,~ ~ defect is found as part of the City-wide Sidewalk Inspection
Attachment 4~ // / Program. All other sidewalk permit fees will be ir)creased
Pg. 13, ~ ;~.,¢~ .~ from $10 to $30. This fee is to cover the time required to
~ /~.¢ p/?rform the inspections, find ownerships, mail notices,
.~.¢~~ discuss issues with property owners and contractors. This
__~)_~,~ additional fee is representative of the actual cost of this
, "-~"~' program per defect, on the average. Typical sidewalk
~nspection (related to Sidewalk Inspection Program) Costs: 2
" visits, 1/2 hr. per visit, @ $28 per hr. = $28
Associated administrative documentation, 1 hr. per site, @
$28 per hr. = $28
Total estimated cost per site: $56
500 Sidewalk permits (related to sidewalk inspection
program) @ $40.00 (increase) per permit = $20,000
50 Sidewalk permits (as part of regular installation of new,
repair, or replacement of existing sidewalk @ $20.00
(increase) per permit = $ $1,000:
Savings of $21,00.
-3?-
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
~,2,~_~// decrease in the General Fund with an equal increase in the
Service Fund. As a result of the change, the Ell will provide
the following services: Private development inspection - The
Ell will inspect private developments to ensure that
~mprovements are constructed as approved through the
Major and Minor Site review process. In addition, the Ell will
~nspect construction sites to ensure that adequate erosion
control measures are in place and fully operational.
As a result of the change, the Ell will no longer provide the
following services: 1. No longer assist with public utility
location requests resulting in a slight increase in response
:ime. 2. No longer provide drafting/design services for non-
ClP budgeted projects. This will move the responsibility
onto another Ell position increasing the response time.
Savings of $11,934.
10 Elimination of This calls for the reduction of Engineering staff by'
-~ Traffic Engineering Assistant eliminating the vacant Traffic Engineering Assistant (TEA)
Attachment 5 )osition _,4~~~ 2osition. When the position was vacated, the duties (design
Pg. 14 .,-~¢~/ of street lighting, design operation and administration of
maintenance of traffic lights, review of traffic plans, archive
data management, etc.) were taken over by a Civil Engineer
,,,~ ~. I. Savings of $56,982 General Fund and $8,727 Service
Fund.
-k Included in the City Manager's recommendation to City Council.
-38-
Finance Department
I Eliminate investment managers and Returns are difficult to anticipate but possibility for
Attachment 7 custodian for the funds held as longer slippage exists $70,000 net General Fund.
Pg. 19 investments and replace with an intemal
full-time employee who would assume
nvestment management duties and
additional duties in Finance and utilize an
advisor on a limited basis for strategy
2 Bi-weekly mailing of utility bills (savings inCurrent 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 ern /~
~" J./~/,~¢¢"'--_lnt~ Work to assist in preparation of workpapers for the
annual audit would be reassigned to other personnel,
~ncreasing their work load $2,000 in General Fund.
Attachment ~
Pg. 14
4 ~educe hours for the full-time Purchasing Time to assist departments in their purchasing efforts
Attachment 7 Co%rdinator 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.
..~ t~~ 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 hours per and will necessitate other departments entedng payroll
Attachme.~ week. Reduce overtime associated with hours, with the review handled in Finance $42,206 in
Pg.
1-,~.. )osition eliminated General Fund.
6 Replace full-time retidng Cashier in Utility Finance staff would need to provide additional
Attachment 7Billing with a part-time Cashier @ 25. assistance to Utility Billing with limited service level
Pgs. 21 & 22hours per week at a lower pay step. change anticipated $21,117 in Utility Funds.
Would require additional overtime or extra
hours to compensate for less hours.
7
..~ Collect/monitor loans for Community Community Development would reimburse Finance as
Development presently o. utsourced to a opposed to bank $6,000 to General Fund.
Attachmentpg. 11 3 local bank
-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
~,ttachment 3vacation, lunch and breaks, sick leave
Pg. 12
and casual day ~/~
9 Replace retiring full-time Account Clerk I 1'here should not be an impact on services other than
.~ ~n Utility Billing with individual at a lower :he initial time for a new employee to become
pay step /_~, acclimated to the position $4,282 in Utility Funds.
&ttachment
Pg. 15 & 166
-k Included in the City Manager's recommendation to City Council
-40-
FIRE DEPARTMENT
1 Eliminate nine (9) This will cause for the reduction of 9 Firefighter positions
Attachment 7Firefighter Positions. and closing of 2 fire stations. Station #5 at 589 South
Pg. 19 Grandview and #6 at 1500 Rhomberg. This will cause for
This is an alternatelonger response times for medical and fire calls and 3 less
package and not personnel per shift for firefighting duties. It is
interchangeable, recommended that the following activities be eliminated in
order to increase the amount of time for personnel to be
Savings of $613,883 in available for emergency responses. Rental Housing
General Fund Inspections, fire hydrant maintenance, Ist Response ,
Ambulance outside of city in the Key West Fire District.
The Firefighter position that currently spends 8 hours of a
24 hour shift in Fire Marshal office, also recommend
discontinue Tactical Medic monthly training and stand-by
for special events be fully funded by organizing parties.
This will cause for nine (9) employees to be laid off.
2 Eliminate six (6) This will cause for the reduction of 6 Firefighter positions
Attachment 7Firefighter Positions. and closing of 1 fire station. Fire station #5 at 689 South
Pg. 19 Grandview would be closed and this will cause for longer
This is an alternate response times for medical and fire calls and 2 less
package and not personnel per shift for firefighting duties. It is
interchangeable, recommended that the following activities be eliminated in
order to increase the amount of time for personnel to be
Savings of $397,498 in available for emergency responses. Rental Housing
General Fund Inspections, 1st Response Ambulance outside of city in the
Key West Fire District. The Firefighter position that
currently spends 8 hours of a 24-hour shift in Fire Marshal
office. It is also recommended to discontinue Tactical
Medic monthly training and stand-by for special events be
fully funded by organizing parties. This will cause for six
(6) employees to be laid off.
3 Eliminate three (3) FireThis will cause for the reduction of 3 Firefighter positions, 1
--~ Equipment Operator ~er shift. This will be the Fire Equipment Operator on
Attachment 5Positions Command 528. This unit would then be operated by the
Pg. 14 Assistant Chief. It is recommended that this unit would
This is an alternate only respond to structure fires and rescue calls and
package and not discontinue medical It is also
responses.
recommended
to
~ interchangeable, discontinue Rental Housing Inspections in order to
facilitate pre-plan & business inspections, eliminate tactical
Savings of $190,944 in medic monthly training. Stand-by for special events be
General Fund. fully funded by organizing parties to relieve overtime
payments. This package will cause for three (3)
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 4 capita 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
¢,,2 would be an annual cost of $39,321.00 that would replace
the $6,000.00 fiat fee. Several HAZMAT teams in the
¢¢ state of Iowa have similar agreements with their counties.
This approach would be comparable to those.
5 Charge for Confined Currently we provide confined space rescue to local
~ Space Rescue industries at no charge. We are proposing for a confined
Attachment 4Agreements with local space rescue agreement with local industries at $500.00
Pg. 13 industry. Savings $4,500each. This fiscal year we've had nine (9) companies that
O/,,~ 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 ,,¢~j safety and security of the building. With this position limited
/~ to 20 hours per week, some repairs will have to be done by
~;;~/L/' other employees or contracted out. The result would be
longer repair times and a possible increase in the property
maintenance tine 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 ~:~z'~ recharge rates have not increased.
Labor rates are always an issue for the user and this
increase will be met with some negative comments. Any~'~
time there is a rate increase there is this type of reaction. No
decrease in building usage is expected as a result of this
increase but some complaints are expected.
-43-
5 Initiate a $1.00 surcharge on Most all similar facilities have a surcharge ranging from 75
~:. event tickets sold through cents to $3.00 per ticket. We would only put this surcharge
the Center's ticket office, on tickets we sell. The Thunderbirds, Dubuque Symphony, '
Attachment 4 Savings of $34,500 in and high schools sell most of their own tickets and would not
Pg. 13
G.en~ral Fund....¢ _ .¢ be required to have the Center sell their tickets.
There will be a negative public reaction to this surcharge
until the public gets used to the charge. It is a common
cha~'ge in the industry, but it will take a while for it to be
_ .~Z: ~ accepted in Dubuque.
Included in the City Manager's recommendation t~) City Council.
-44-
HEALTH SERVICES
1 Environmental Sanitarian Decrease in expenditures for FY 04 $9838, FY05 $8732.
Attachment 7Assistant position would Nuisance, weed and garbage control response and
Pg. 19 be decreased by eight (8) remediation time would be increased. Less time would
hours to 32 hrs/wk, be available for inspections, notices to violators, personal
Savings of $9,838 in follow-up and re-inspections for compliance.
General Fund
2 Increase late penalty for Increase Revenue of $3750 for FY 04 & 05.
~ purchasing dog/cat This would encourage pet owners to buy licenses on
Attachment 4licenses from $5 to $10. time, reduce staff time, and increase revenue.
Pg. 13 Savings of $3,750 in
General Fund.
3 i Eliminate overtime pay forOvertime would be compensated through flextime and
~ Animal Control Officer. compensation time. This would decrease the availability
Attachment 3Savings of $1,494 in FY of the Animal Control Officer during normal working
Pg. 11 04 & $1,539 in FY 05. hours resulting in less service and/or increased burden
on the Police Department.
4 Eliminate overtime pay for
'k sanitarians. Limited after This would result in fewer evening/weekend temporary
Attachment 3hour time spent on food stand inspections and other activities. This would
Pg. 11 inspections and other ultimately result in longer response time for resolving
activities would result in ' environmental nuisances, weeds, garbage etc.
flex and compensation
time during regular
working hours. Savings of
$3,268 in FY 04 & $3400
in FY 05.
5 Temporary hired staff for
~ secretary would be Other health services/cable TV department staff would
Attachment 3reduced for coverage cover duties while secretary was absent.
Pg. 11 when. secretary is on
vacation/sick. Savings of
$885 for FY 04 & $902 for
FY 05.
-45-
6 Reimbursement for Increased revenue $5000 for FY 04 & $5400 for FY 05.
-~ bioterrorism activities. Activities are reimbursed by Iowa Department of Public
Attachment 3Savings of $5,000 in Health through Region 6 and Dubuque County for
Pg. 12 General Fund. bioterrorism activities including planning, travel, training,
live exercises and drills, West Nile and encephalitis
/~, surveillance, responding to outbreaks, public health
disasters, community education and purchasing supplies.
0 These activities began in FY 03 and funding is projected
(at a minimum) through FY 05. This is a conservative
estimate.
7 Increase dog and cat Increased revenue of $10,841 for FY 04 & $17,400 for
-k' license fees $2 for FY 05.
Attachment 4spayed/neutered animals These fees were last raised in 1998. The increase for
Pg. 13 and $7 for non- cat licenses would not occur until '05 since '04 licenses
spayed/non-neutered are already on sale. This increase would result in the
animals (resulting in animal control activity being more self-supportive and
animal license fees of $10would encourage pet owners to spay/neuter their pets.
for spayed/neutered The average license cost of neutered/spayed animal for
animals and $25 for non- five (5) major cities in Iowa is $11 for non-
spayed/non-neutered spayed/neutered average cost is $29.
animals. 'Savings of
$10,841 in General Fund,.
'~ Included in the City Mana§er's recommendation to City Council.
-48-
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
O ¢~' from $8.00 to $8.50
lA Reducing expenditures A second proposal for this activity reduces costs by
(Alternate) for General Housing $2,200. This includes a proposal to shift $1,000 in
010 Activity: office supplies, vehicle expenses to the Lead Paint (215) Activity. The
-~ printing and vehicle justification for this is that the Senior Housing Inspector
Attachment 3 operating costs, does not use the General Housing Activity vehicle; for
Pg. 12 Savings of $2,200 the past five years, this vehicle has been used by lead
General Fund. paint staff and also as an over-the road Car for all
~¢~,,~' Department staff; no service impact.
2 Reduce expenditures for A proposal reducing costs by $1,397 in CDBG funds. No
210 CDBG Administration: Service impact.
"k copying, travel.
Attachment 6 c.¢/,~'
Pg. 16
3 Reduce expenditures for A proposal of reductions totaling $8,970. Of significance
210 Housing Rehab Activity: is the proposal to eliminate the "River Town Rents"
-~ legal notices printing, survey, saving $6,000.
Attachment 6 memberships, mileage,
Pg. 16 telephone, software
license, chairs, annual
rent survey. Savings of
$8,970 in C~nds.
4 Reduce expenditures for A proposal ceasing "Thank You" letters to landlords;
230 Section 8 Housing cease mailing application packets (will be posted on
~ Activity: overtime, office line); FSS clients visited less frequently in their homes;
Attachment 6 supplies, postage, office cease returning long distance calls to clients. Savings
Pg. 17 equipment maintenance, $4,240 in Section 8 funds. Less impact of police
printing, legal notices,background check fee of $10 per background check.
subscriptions,
memberships, mileage,
training, telephone,
travel, tem~,,~o.~ help.
-k Included in the City Manager's recommendation to City Council.
-47-
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
viewed as contrary to the HUD contract terms, resulting
in a reduction or elimination of HUD funding. It is
especially important that service reductions occasioned
by any other decision packages not be allowed to affect
our ability to carry out fair housing related services or we
will be placing our contract funds in serious jeopardy.
This decision package eliminates the seasonal legal
intern position beginning in May 2004. and allocates
HUD funding from the FY04 budget to cover the intern's
services from July I -August 15. 2003. Elimination of
the intern position will increase the case investigation
duties of the Director, effectively cutting in half the time
that the Director is available for activities beyond case
processing. As a result, the following services will need
to be red uced or eliminated as indicated:
1) Faces & Voices ~ restructured to a one-day event
handled by volunteers
2) Dubuque Dispute Resolution Center - eliminated
Training for employers - eliminated
~41 The Director will no longer hold leadership positions in
professional organizations, and other outreach and
education will be performed based on community needs,
commission priorities, and staff and commissioner
availability as caseload fluctuates.
Included in the City Manager's recommendation to City Council.
-48-
INFORMATION SERVICES
1 This item would drop Some of this change was assumed in the adopted
")c 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 ClP being funded. Savings generated by
be changed from desktop this package for FY04 is $1,702 in General Fund.
to server based licensing. ~,/~
2 This package represents a The hours per month have been maintained at 25 hours
-~ re-negotiation of the per month to be used exclusively for Information
Attachment 3 service contract for server Services and not shared with Carnegie Stout Public
Page 11 support with Information I Library. Installations will be billed separately from the
Services USA. contract. Hours will carryover from month to month.
~:2/~ Savings generated by this package for FY04 is $5,000 in
General .Fund.
3 This package eliminates The service level change for this package may be
~ compensated overtime departments waiting for service to be done to computers,
Attachment 3 and moves to a printers or servers until the following business day.
Pg. 11 compensatory time only Savings generated by this package for FY04 is $6,835
method of overtime..>~,,- General Fund.
compensation. ,/~
4 This package would Any after hours support would be'performed on a time
~ reduce network and materials basis. In our history of work with CEC we
Attachment 3 maintenance hours done have never had occasion to make a service call after
Pg. 11 by Communications 5:00 pm, but service technicians have performed work in
Engineering Company the evenings and on weekends. With this package, this
(CEC) from their current work would be delayed until "normal" business hours or
24 x 7 level to an 8 × 5 would be charged at a time and materials level'if deemed
level. ~/'~ isneCessary'$5,000 inSavingSGeneralgeneratedFunds, by this package for FY04
-40-
5 This package moves the In conversations with Midland Communications, our
~ management of e-mail to existing voice mail server is equipped to handle e-mail in
Attachment 3in-house rather than addition to each voice mail box. Review of that server
Pg. 12 utilizing Lighthouse showed it to have adequate disk and memory resources
Communications for e- for e-mail. A tape backup would need to be purchased
mail hosting services, along with the appropriate software. IS staff is currently
administering mailboxes through an on-line interface.
The effort (once initially configured) would be the same
,~ for staff to perform mailbox changes. This change would
lose the ability for City staff to use a secure web-based
e-mail (web-mail). Dial-up accounts would still be
available through Lighthouse. It would provide a secure
in-house only mail system that the DLEC and other staff
has requested, who wish to have e-mail services for their
employees, but do not wish to give employees full
access to the internet The City currently maintains 333
mailboxes at a cost of $4.20 per month. Savings
generated by this package for FY04 is $13,058 in
General 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
? and .0765 for FICA) to $3,003 (July 1 through July
Pg. 14 ¢ ~ 31, 2003). During the timeframe ofAugust 1
through August 15, 2003, intern will perform fair
housing work for Human Rights and be paid with
HUD funds.
Impact would be as follows:
1. Adds approximately 8-10 hours to work week
in which City Solicitor will have to perform on
weekends or at home, regarding traffic,
administrative search warrants, etc.
' 2. City Solicitor will no longer be able to
efficiently work on updating ordinances,
relating to the Police and Human Rights
Departments.
3. Response time for opinions will be
significantly longer.
2 Eliminate Budgeted This decision package eliminates budgeted amount
'k Amount For "Education for the "Education & Training" line item (74% of
Attachment3 & Training" .¢ j . ~, $1,300 or $962.00 in General Fund).
P§.11~"~ ~ .....~.~,¢c~./~ Impact would be as follows:
..¢.. /%¢,,.-~,,- 1. It is essential for attorneys to keep abreast of
~' -/ ,~¢ the constant changes relating to legal matters
and therefore will require Corporation
Counsel and Assistant City Attorneys to fund
as a personal expense.
3 Reduces Budgeted This decision package reduces budgeted amount for
Amount For "Damage the "Damage Claims" line item from $75,500 to
Claims". $60,000.
Savings of $15,500 in
General Fund.
4 Decreases Budgeted No impact. Decreases budgeted amount for Health
~ Amount For "Health Insurance from $17,206 to $12,904. Budgeted
Attachment 3Insurance." Savings Health Insurance amount for Legal Services
Pg. 11 $4,301 i~ G/e. neral Fund. Secretary to be split with the Police Department.
-51 -
5 Creates Revenue For This decision package creates revenue for work
-~ Legal Work Performed done by the Legal Department regarding Board of
Attachment4 Regarding Board Of Review Tax Appeals.
Pg. 13 Review Tax Ap~!~);~ $10,000 in revenue generated.
6 Creates Revenue For This decision package creates revenue for work
Attachment 7Legal Work Performed done by the Legal Department regarding Storm
Pg. 19 Regarding Storm Water Water Retention Projects, to be funded by the Storm
Retention Projects Water Operating Fund.
$10,000 in revenue generated.
7 Would Create Revenue This decision package would create revenue for
For Legal Work work done by the Legal Department for the
Performed Relating To Economic Development Department to be funded by
The Economic TIF Districts.
Development $10,000 in revenue generated
Department (To Be
Funded By TIF Districts)
Included in the City Manager's recommendation to City Council.
-52-
CARNEGIE-STOUT PUBLIC LIBRARY
1 Eliminate one full time Library hours will be cut to 50 from 69 spanning six days
'k 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; exhibits/programs will be discontinued; tours of library cut
Page 14 Reduce hours of two back, reduction in programming overall with in-house
full-time employees to graphics, design and display also reduced. Eliminate
part-time and one half- virtual reference back up, volunteer coordinator, vertical
time employee to ¼ file, proctoring exams, notary public, and extension
time. Savings $126,865 services (deliveries to nursing care facilities, etc.)
General Fund.
2 Increase revenue by Inter-library loan is a service offered to all patrons whereby
~ charging for Inter-library if the library does not own an item it is borrowed from
loan service, meeting another library. This has been offered free of charge in the
Attachment 4room fees, and past. Most Iowa libraries are initiating this charge to offset
Page 13 requesting a donation the high cost of the service. We will begin charging for this
for library cards, service. Meeting room fees will be evaluated for increase
Savings $4,300 General for the first time since 1998. We have never asked for a
Fund. /. donation for a library card, and I believe this is
unprecedented in Iowa.
- I
3 Eliminate the Amedcorp No outreach service to day cares, pre-schools, and
. ~ Member, reduce ads community schools. Elimination of partnerships that take
and promotion, staff time or require time away from the building.
Attachment 5education & training, Reduction in continuing education for staff runs the risk
Page 14 postage, DP that 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 This reduction in programming will result in the "pot" being
-~ expense by 47%. shared 25% for adults, 25% by Young Adults, and 50% for
Savings $4,285 General children's programs.
5 Reduce materials in all Less new materials for the public. Longer waiting lists for
'k formats by 17.4%. popular materials. Increased customer dissatisfaction.
Savings $45,875
Attachmentpage 11 3 General Fund.
-k Included in the City Manager's recommendation to City Council.
OPERATIONS AND MAINTENANCE
Service Eliminate One (1) Stock This decision package provides for the elimination of one
Fund Clerk Position of the two Stock Clerk positions in the Vehicle
I of 3 Maintenance Activity. This package would address the
entire $22,049 shortfall anticipated for the Service Fund
Attachment 7 for FY04. The loss of this clerical position would severely
Page 22 compromise our ability to support the Keyline vehicle
maintenance facility. As a result, the termination of our
management of the Keyline facility is recommended and
anticipated in this package. Also, in addition to the
Vehicle Maintenance Supervisor filling-in for the remaining
Stock Clerk when she is on vacation, at lunch, ill, etc., the
remaining Stock Clerk will likely be forced to work a
significant amount of overtime. In addition, the
administrative overhead charge from the Administration
(54100) activity would be increased to reflect additional
clerical support from 54100's Secretary and Account
Clerk. Estimated net budget reduction: $22,977.
Service Eliminate One (1) This decision package provides for the elimination of the
Fund Mechanic Position and Vehicle Maintenance Supervisor's position and 1.00 FTE
2 of 3 the Mechanic's pQsition, and, the creation of a new "working
Vehicle Maintenance supervisor" position. This package should address
Attachment 7Supervisor Position approximately 60% of the $22,049 shortfall anticipated for
Page 22 (currently vacant) - the Service Fund for FY04. It is strongly recommended
create new "VVorking that the person promoted to this new position be chosen
Supervisor" position from the department's current complement of very capable
personnel assigned to its vehicle maintenance activity. It
would be intended that the "working supervisor" would
directly charge out approximately 1/2 of his time to
vehicles/departments at the current mechanic's rate. The
two Stock Clerks would assume more of the supervisor's
phone call and paperwork duties. Equipment
specifications would be done by the departments actually
purchasing the equipment. Due to the loss of
approximately 940 chargeout hours, some additional
maintenance and repair work would have to be
outsourced. Impact on the community should be relatively
negligible. However, many departments will have to
assume more responsibility with regard to equipment
purchases. Estimated net budget reduction: $12,947.
Service Increase Mechanic - This decision package is intended to address the
Fund Hour Rate Charged anticipated FY04 Service Fund shortfall of $22,049,
3 of 3 Keyline through raising the mechanic-hour rate charged to Keyline
-~ ~ ,,~¢-/,./ to equalize it with the rate charged the other City
departments and divisions. Estimated revenue increase:
Attachment 5 $22,050.
Page 14
Landfill Eliminate the DMASWA This decision package is intended to address the
Fund Administrator position anticipated FY04 Landfill Operating Fund shortfall of
1 of 4 (currently vacant) $34,237. It provides for eliminating the DMASWA
Administrator position. Since this position (newly
Attachment 7 approved for FY03) has not been filled yet, the impact of
Page 22 the expense reduction may not be apparent to the
community. However, without the Administrator to provide
staff support to the Dubuque Metropolitan Area Solid
Waste Agency's Board of Directors, the bulk of the
Operations and Maintenance Department Manager's time
and energy will continue to be dedicated to the Agency's
four activities, to the detriment of the department's other
17 activities. Estimated net budget reduction: $34,237.
Landfill increase the Landfill's This decision package is intended to address the
Fund Solid Waste Tonnage anticipated FY04 Landfill Operating Fund shortfall of
2 of 4 Fee an additional $1.71 $34,237. It provides for increasing the solid waste
tonnage fee charged to non-contract customers at the
Attachment 7 DMASWA Landfill an additional $1.71 per ton - effective
Page 22 July 1, 2003. The fee, already scheduled to increase from
$29.73 to $30.48 on July 1st, would be increased the
additional amount to address the shortfall. This fee was
last adjusted (increased) in July of 2001, when it was
increased from $28.72 to $29.73. At $32.19, it would be
midway in the gate fees charged statewide. The fee
charged to contracted customers (at $23.75, the lowest in
Iowa) cannot be increased due to contract provisions. If
approved, no personnel reductions or service charges
would be required. Impact on community: Increased cost
to businesses, families and institutions - more than
originally anticipated..Estimated revenue increase:
$34,250.
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 7Create new Communication Coordinator positions, replacing both with
Page 22 Administrator/Educator a new, consolidated position - DMASWA
position AdministratodEducator. Consolidation of positions would
result in significant reduction in number of presentations
done for civic and school groups. Also, the partnership
agreement with Loras College would be terminated.
Services at the Agency's waste disposal facilities would
not be significantly impacted; other than facility tours being
terminated. Estimated net budget reduction: $51,950.
I
Landfill Address the DMASWA This decision package is intended to address the
Fund shortfall with monies anticipated 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 fee increase scheduled for July 1, 2003. This fee increase
Tonnage Fee Increase was not recommended by staff last year during the FY04
Attachment 6 budget process, but was authorized by the DMASWA
Page 16 Board of Directors due to concerns that the Agency's
reserves not be compromised by unanticipated expenses
or State/Federal mandates. The additional monies
(86,000 ton x $.75 = $64,500) to be generated by the rate
increase are more than adequate to address the
previously noted shortfall. Using $10,765 ofdecision
package.
Refuse Eliminate One (1) This decision package incorporates a number of revenue
Collection Seasonal Sanitation and expense changes intended to address the anticipated
Fund Driver Position, Leaf FY04 Refuse Collection Fund shortfall of $33,862. Those
1 of 3 Rakeout Collection changes are:
Service and Appliance 1) Reduce Refuse Collection overtime expense by $1,000
Attachment 7Pickup Service per year through greater use of comp time.
Page 23 2) Reduce Refuse and Recycling Collection expenditures
for Legal Notices, Ads and Promotion by $5,800 per year;
3) Eliminate the production and use of dedicated brush
ties, reducing expenses by $2,650 per year;
4) Eliminate the $2,000 per year appropriation for a solid
waste management college intern;
5) Anticipate an annual $4,500 grant from the DMASWA to
cover 50% of the annual cost of recycling bin purchases;
6) Eliminate the Leaf Rakeout Collection Service and the
Appliance Pickup Service; and,
7) Eliminate the Seasonal Sanitation Driver usually hired
to assist with Yard Waste Collection. Estimated net
budget reduction: $33,866.
Refuse Increase the Solid Waste This decision package incorporates a number of revenue
Collection Collection Monthly Fee and expense changes intended to address the anticipated
Fund $.07 and the Appliance FY04 Refuse Collection Fund shortfall of $33,862. Those
2 of 3 Pickup Fee to $14. changes are:
~ Eliminate the Leaf 1 ) Reduce Refuse Collection overtime expense by $1,000
Rakeout Collection per year through greater use of comp time.
Attachment 6Service. Increase 2) Reduce Recycling Collection expenditures for Legal
Page t5 appliance pickup fee Notices, Ads and Promotion by $5,800 per year;
,~,/~ from $10 to $14. 3) Eliminate the production and use of dedicated brush
/[ncrease monthly solid ties, reducing expenses by $2,650 per year;
waste fee by 11¢ per 4) Eliminate the $2,000 per year appropriation for a solid
month from $7.49 in waste management college intern;
adopted 2004 budget to 5) Increase the solid waste collection monthly fee by $.07
$7.60 per month..,~ per month per customer;
~ ~/~ ~p,,/) 6) Anticipate an annual $4,500 grant from the DMASWA to
,,e~ver 50% of the annual cost of recycling bin purchases;
j~ ~'~ncrease the appliance pickup fee from $9/$10 to $14;
8) Eliminate the Leaf Rakeout Collection Service.
Estimated net budget adjustment: $33,881.
Refuse Increase the Solid Waste This decision package is intended to address the
Collection Collection Monthly Fee anticipated FY04 Refuse Collection Fund shortfall of
Fund $.15 $33,862. It provides for increasing the solid waste
3 of 3 collection monthly fee for FY04 from the previously
approved $7.49 per customer per month to $7.64 per
Attachment 7 customer per month. The last time this fee was adjusted
Page 23 was when it was lowered to $7.20 on September 16, 2002.
No personnel reductions or service changes would be
required. While the impact of this change on the
community would be a higher utility fee than originally
anticipated, it would still be 20% lower than the next
lowest solid waste collection fee charged by any of Iowa's
ten largest cities. Estimated revenue increase: $33,862.
Sewer Eliminate One (1) Truck This decision package provides for the elimination of 1.00
Operating Driver Position (currently FTE Truck Driver based in the Sanitary and Storm Sewer
Fund vacant) Maintenance activities. This is the same Truck Driver
1 of 2 noted in all three of the General Fund decision packages
and both RUTF decision packages. Savings to the Sewer
Attachment 7 Operating Fund would equal $9,137, due to the fewer
Page 21 sanitary sewer manholes repaired. Impact of this
personnel/service reduction on the community would be
widespread across other activities and funds, principally
snow and ice control, asphalt paving, and storm sewer
maintenance. In the snow and ice control activity, it would
be likely that solid waste collection services would be
postponed during major snow storms in order to ensure
that there would be adequate personnel available to keep
all the plows on the streets. During light and moderate
snow storms, route completion times would increase by at
least 5%. Also, any RUTF monies saved in the snow and
ice control activity due to the absence of this Truck Driver
during the winter months would be offset by the additional
overtime paid to the remaining snow and ice control
workers to plow and deice the streets formedy his or her
responsibility. Estimated net budget reduction: $9,137.
Sewer Increase Sanitary Sewer This decision package is intended to address the
Operating Fee to Address Shortfall anticipated FY04 Sewer Operating Fund shortfall of
Fund $7,547. It provides for increasing the sanitary sewer fees
2 of 2 charged to Dubuque residents, businesses and institutions
in an appropriate amount to address the shortfall assigned
Attachment 7 to the Operations and Maintenance Department.
Page 21 Estimated revenue increase: $7,547.
-5~-
RUTF Eliminate Two (2) Truck This decision package provides for the elimination of one
1 of 2 Driver Positions (One of the Truck Drivers based in the Sanitary and Storm
currently vacant) Sewer Maintenance activities, along with a second Truck
Attachment 7 Ddver based solely in RUTF activities. These personnel
Page 20
reductions would address the anticipated FY04 RUTF
shortfall of $63,064. The first Truck Driver is the same
termination noted in Sewer Operating Fund package #1,
all three General Fund decision packages, and the other
RUTF decision package. As a result of these personnel
reductions, the asphalt overlay program would be reduced
by at least 25% (2.5 miles), and, snow and ice control
route completion times during light and moderate storms
elongated by at least 10%. In addition, a measure already
under consideration a year ago, the postponement of solid
waste collection services during major winter storms in
order to free those workers to operate snow plows and
shovel our miles of walks, paths and steps, would now be
a necessity. It should be noted that any RUTF monies
saved in the snow and ice control activities due to the
absence of these two Truck Drivers during the winter
months would be offset by the additional overtime paid to
the remaining snow and ice control workers to plow and
deice the streets formerly the responsibility of these two
ddvers. Estimated net budget reduction: $135,412.
RUTF Eliminate One (1) TruCk This decision package provides for the elimination of one
2 of 2 Driver Position (currently of the Truck Drivers based in the Sanitary and Storm
vacant) and Four (4) Sewer Maintenance activities, along with the four (4)
Attachment 7Seasonal Laborer seasonal workers assigned to RUTF activities 54401,
Page 20 Positions 54411 and 54421. These personnel reductions would
address the anticipated FY04 RUTF shortfall of $63,064.
The 1.00 FTE Truck Driver is the same termination noted
in Sewer Operating Fund package #1,rail three General
Fund packages, and the other RUTF package. As a
result of these personnel decreases, the asphalt oveday
program would be impacted by a 30% (3 mile) reduction,
and, snow and ice control route completion times during
light and moderate storms would increase by at least 5%.
Reliance on solid waste collection workers to operate
plows dudng major winter storms would also be likely,
resulting in the postponement of waste collection services.
Any RUTF monies saved in the sno~/and ice control
activity due to the absence of this Truck Ddver during the
winter months would be offset by the additional overtime
paid to the remaining snow and ice control workers to plow
and deice the streets formedy his or her responsibility.
Estimated net budget reduction: $118,301.
General Eliminate Two (2) Truck This decision package provides for the elimination of both
Fund Driver Positions (One Truck Driver positions based in the Sanitary and Storm
1 of 3 Currently Vacant Sewer Maintenance activities, but specifically for this
General Fund decision package, the 0.87 FTE Truck
Attachment 7 Drivers charged to Storm Sewer maintenance and repair.
Page 20 This would include the same Truck Driver noted in Sewer
Operating Fund package #1, the other two General Fund
packages, and both RUTF packages. These personnel
reductions would address the anticipated FY04 General
Fund shortfall of $57,568. As a result of these personnel
decreases, there would be a $58,591 decrease in storm
sewer repairs and cleaning. Specifically, stormwater catch
basins would no longer be reconstructed, and the repair of
all other stormwater infrastructure (catch basins, manholes
and pipes) would be reduced by 60%, Also, the loss of
two Truck Drivers would result in the consolidation of the
city's thirteen snow and ice control routes into twelve, with
a resultant proportional increase in route completion times.
Finally, a measure already under consideration a year
ago, the postponement of solid waste collection services
during major snow storms in order to free those workers to
operate snow plows and shovel our miles of walks, paths
and steps, would be a necessity. It should be noted that
any RUTF monies saved in the snow and ice control
activity due to the absence of these two Truck Ddvers
during the winter months would be offset by the additional
overtime paid to the remaining snow and ice control
workers to plow and deice the streets formedy the
responsibility of these two drivers. Estimated net budget
reduction: $58,591.
General Eliminate One (1) Truck This decision package provides for the elimination of 1.00
Fund Driver Position (Currently FTE Truck Driver based in the Storm and Sanitary Sewer
2 of 3 Vacant) and Four (4) Maintenance activities, along with the seasonal workers
Seasonal Laborer assigned to the general fund activities 64430/54432,
Attachment7 Positions 54446, 54450, 54310, 54340, and 54330. These
Page 20 personnel reductions would address the anticipated FY04
General Fund shortfall of $57,568. The 1.00 FTE Truck
Driver is the same termination noted in Sewer Operating
Fund package #1, the other two General Fund packages
and both RUTF packages. As a result of these personnel
decreases, there would be a $23,475 decrease in storm
sewer repairs and cleaning. Also, the loss of seasonal
workers support would result in significant delays in
repairing street lights and signs, locating and marking
underground utilities, cutting weeds and grass along the
6.5 miles of riverfront, and, a 50% reduction in manpower
available to maintain the Riverwalk/Ice Harbor complex.
Also, the loss of the 1.00 FTE Truck Driver would also
have ramifications for the asphalt paving program
(addressed separately) and our snow and ice control
efforts. With regard to snow and ice control, it would be
likely that solid waste collection services would be
postponed dudng major snow storms, in order to ensure
that we would not have to park snow plows due to a lack
of operators. Also, during light and moderate storms,
snow and ice control route completion times would be
increased by at least 5%. As a result, any RUTF monies
saved in the snow and ice control activity due to the
absence of this Truck Driver during the winter months
would be offset by the additional overtime paid to the
remaining snow and ice control workers to plow and deice
the streets formerly his or her responsibility. Estimated
net budget reduction: $65,746.
General Eliminate One (1) Truck This decision package provides for the elimination of 1.00
Fund Driver Position (Currently FTE Truck Driver based in the Storm and Sanitary Sewer
3 of 3 Vacant) and Three (3) Maintenance activities, along with the seasonal workers
Seasonal Laborer assigned to the general fund activities 64430/54432,
Attachment 7Positions 54446, 54310, 54340, and 54330. These personnel
Page 20 reductions would address the anticipated FY04 General
Fund shortfall of $57,568. The 1.00 FTE Truck Driver is
the same termination noted in Sewer Operating Fund
package #1, the other two General Fund packages and
both RUTF packages. As a result of these personnel
decreases, there would be a $23,475 decrease in storm
sewer repairs and cleaning. Also, the loss of seasonal
workers support would result in significant delays in
repairing street lights and signs, locating and marking
underground utilities, and cutting weeds and grass along
the 6.5 miles of riverfront. Also, the loss of the 1.00 FTE
Truck Driver would also have ramifications for the asphalt
paving program (addressed separately) and our snow and
ice control efforts. With regard to snow and ice control, it
would be likely that solid waste collection services would
be postponed during major snow storms, in order to
ensure that we would not have to park snow plows due to
a lack of operators. Also, dudng light and moderate
storms, snow and ice control route completion times would
be increased by at least 5%. As a result, any RUTF
monies saved in the snow and ice control activity due to
the absence of this Truck Driver during the winter months
would be offset by the additional overtime paid to the
remaining snow and ice control workers to plow and deice
the streets formedy his or her responsibility. Estimated
net budget reduction: $57,922.
-k Included in the City Manager's recommendation to City Council.
PARK DIVISION
1 Eliminate one The impact of this decision package is: 1) This position
maintenance worker would be shared by the Murphy and Flora maintenance
Attachment 7(currently filled), workers, reducing the maintenance level at all three parks.
Page 19 assigned to Eagle The grass mowing cycle would be increased, trimming
Point Park. Savings would not get done as often, rest rooms would not be
Fund. cleaned as often, and repairs would take longer. 2) With
elimination of this second maintenance worker position,
we would no longer have time to haul picnic tables for
~ groups to use. 4) Snow removal of park sidewalks and
trails will take longer. 5) The number of new picnic tables
made and repaired would be reduced. 6) We would need
to be more selective of allowing vacations during the
winter to make sure we have people to cover snow
removal.
2 Eliminate one park The impact of this decision package is: 1) Greatly
~ ranger (currently filled) reduced presence of sworn law enforcement in our park
and replace him with a system. One sworn park ranger would be left to cover five
Attachment 5seasonal worker on nights a week with one seasonal worker and the other two
Page 14 two nights. Savings nights would be covered by two seasonal park rangers.
und. The one swom ranger will have to cover all areas of
;¢:,,, concern, leaving the seasonal ranger the easier areas to
cover. It is expected that behavior problems will increase
as a result of this reduced coverage. 2) After the park
season ends, the two park rangers have assisted forestry
for six to eight weeks. This would no longer be done,
resulting in an increase in the backlog of calls for the tree
crew. 3) Ice rinks would not be flooded. Volunteers
could be used to flood the rinks but I would be concerned
about volunteers having keys to our buildings, using our
van that transpor[s the flooding hoses, using our trucks to
plow the snow, and what liability they, and we, would have
as a resultof their work. 4) Snow removal on the ramps
would take longer.
3 Eliminate one The impact of this decision package would be: 1) All
-Jr maintenance worker, Main and 8th Street sidewalk maintenance would go back
(currently filled) to the property owners. This includes sweeping and
Attachment 5 assigned to the cleaning, snow removal and sealing. Even if the property
Page 14 downtown area. owners would be willing to pay for this service, we do not
Savings $50,699 have the time to perform it, if this position is eliminated.
General Fun,dr-~ The revenue reduction shown below is the charge for
/./
snow removal. 2) Cleaning of the tables and chairs
,,) would become the property owners where they are
located. If the property owners choose not to do this, they
would be removed. Damage repair would continue with
us. 3) Mowing of the leased areas of Marshall Park
would revert to the Arboretum Association, as required by
the lease agreement. This maintenance worker was
going to maintain the Port of Dubuque so the mowing
effort at Marshall Park would be moved to the Port of
Dubuque. 4) Trash collection on Main Street would be
done on Mondays, Wednesdays and Fridays only, by
existing staff, lengthening the time frame needed to make
their rounds. 5) The 7th Street plaza area would be
swept on Tuesdays and Thursdays only. 6) Maintenance
of the planters would move to the gardner. 7) In the
winter, we would not be able to assist Operations and
Maintenance Department with snow removal from Main
and 8th Streets.
4 Eliminate weekend If employees agree, one full time employee will take a day
-Jo overtime for full time off during the week and work four hours on Saturday and
employees that open four hours on Sunday. If they do not agree to this, one
Attachment 3 parks and rest rooms employee will be assigned to work Sunday through
Page 11 and collect the trash. Thursday and another assigned Tuesday through
Each Saturday and Saturday. Either way, their "normal" work duties would
Sunday a full time and take longer to complete because the employee would be
seasonal employee away eight hours per week from those duties.
t, work four hours per
day to complete these
tasks. Savings $7,860
General Fund.
5 Increase pavilion No decrease in usage is anticipated with this increase of
~k' reservation fees fifteenfees. Reservation fees have not been increased for at
percent. Example: a least nine years and usage remains strong.
Attachment 4 $40.00 pavilion would
Page 13 increase to $46.00.
~,/J-~ This increase would be
effective with the 2004
park season. Savings
$7,800 General Fund.
-64-
6
Attachment 4
Page 13
Increase the camping
fees in Miller-Riverview
Park for the 2004
season as follows:
campers $10 to $12
tents $6 to $8
Savings $9,574 ~/,~
No decrease in usage is anticipated as a result of these
fee increases. This increase would be effective with the
2004 park season.
Included in the City Manager's recommendation to City Council.
-65-
PARKING DIVISION
1 Terminate lease of This parking lot is no longer needed with the 4th Street
parking lot #12 fromRamp in use. We may have to return the lot to its pre-
Attachment 7IDOT---$3,000 lease condition. There could be a one time cost for doing
Page 21 that. Even though this is a ClP, we would save the costs
of snow plowing and other maintenance--S3,000 savings.
2 Increase parking ticket Even though the fines were increased with the approved
fines--S50,000 2004 budget, increasing the initial fine amount from $5.00
Attachment 7 to $7.00 could potentially increase revenue by $50,000 to
Page 21 $75,000 based on 55,000 tickets per year being issued
and collecting 65% of those issued.
3 Close parking lots #3 This would close parking lots #3 (5~h and Bluff Streets by
and #10 for evening use Post Office) and #10 (5th and Main Streets by Ecumenical
Attachment 7 Towers) for evening use. This would be done on selected
Page 21 nights depending on events. We provide over 200 free
parking spaces in these lots and these vehicles could be
directed to use the 4th Street Ramp.
4 Increase houdy parking This would increase the fees to $.50 per hour for all time
fees in Locust and Iowa with a maximum of $6.00 per day. The current rate is $.30
Attachment 7Ramps--S30,750 for hours one and two and then $.45 for the remaining
Page 21 hours with a maximum of $5.10. This would increase
revenue by $30,750.
5 Relocating monthly stallBy moving 115 monthly spaces undercover and relocating
patrons--S16,560 the daily patrons to the roof top would increase 115
Attachment 7 monthly rentals by $12.00 a month--S16,560 additional
Page 21
revenue.
6 Relocating monthly stallBy moving 93 monthly spaces from roof top to undercover
patrons--S18,336 this would generate an additional $6.00/mo. for 38 spaces
Attachment 7 and $12.00 for 55 spaces for a total of $10,656. In
Page 21 addition, reassigning 20 daily spaces to monthly due to Iow
usage in ramp would generate an additional $7,680. Total
projected increase in Locust Ramp revenue would be
$18,336.00.
7 Reduce courtesy ticket Currently approximately 30% of meter violations are issued
program area---S20,000 as courtesy tickets causing a reduction in projected
Attachment 7 ,,,Z¢~,~/¢~ ~ revenue in this area. This package would adjust the policy
Page2t _ ..~,~ 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 totaling
Department for parking $16,07. In calendar year 2002, the police issued 6,250
Attachment 6code enforcement.--- tickets, of which 4,038 paid totaling $24,912.
Page 16 $20,000
9 Reduce 23 Casher Weekly hours for cashiers have been reduced by 23 hours
-~- hours at 4~h Street per week. This adjustment was made after review of
Ramp--S13,988 revenues and usage times with little or no effect on users.
Attachment 6 $13,998 savings
Page 16
10 Eliminate 1 Maintenance The elimination of 1 Maintenance Worker will have minimal
-~- Worker Position--- departmental impact. Will widen the times between ramp
$49,911 ~ cleanings and other minor day-to-day activities. End user
Attachment 6~.~'~..,-~' J I will not notice a significant change in service. $49,911
Page 16 ~~ savings
'k Included in the City Manager's recommendation to City Council.
-67-
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 received a memorandum from Pauline Joyce, Administrative
Services Manager, outlining the proposed reduction process for each department to achieve budget
reductions due to financial shortfalls in FY 2004. The citywide shortfall totals $1,774,103 with the
Parking Division sharing the burden at a minimum base level of $11,513 and an assigned base level
of $19,269. The difference between the two amounts allows consideration and flexibility in the review
process to ensure maintenance level services are maintained and provided.
DISCUSSION:
Of the three expense reductions recommendations, one o~ them (priority 2.)~ has already been
completed, that being the reduction of 23 hours of cashiering time at the 4"' Street Ramp for a
reduction of $13,988 annually to help with a projected shortfall of $30,000 in revenues. The other
expense reduction option presented is the reduction of one maintenance position (priority 1). This
th
option has been discussed pdor to this situation developing. Even with the addition of the 4 Street
parking ramp, it is rather obvious that the elimination of this position would have very little impact on
the service provided with added coordination between other employees 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 ara courtesy tickets. This was not considered
when the recommended Fiscal 2004 parking enfomement revenue was budgeted. Thus, this
program will have a remarkable effect on projected revenue. I would estimate that this program will
have a negative impact of between $50,000 and $75,000 on this line item. Priority 3 recommend~
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 $6.00 for others. We would then relocate all daily or transient
parking to the roof level. We currently have a very high demand for undercover space and some
vacant spaces for rooftop parking. The logistics would have to be carefully thought out, but this
could be very well received.
Priority 6 provides information relating to increasing the hourly rate charged at the Iowa and Locust
Ramps for transient parking.. We contacted a few cities regarding their rates. Of those contacted,
Cedar Rapids is now $.35 per hour and increasing to $.50, Des Moines is $.75 per hour going to
$1.00, and Sioux City is at $.50 per hour going to $.60. In addition, most of these cities have the
same rate per hour set in the street meters as for the ramp. We are currently at $.35 for the first two
hours and then $.45 per hour thereafter to a maximum of $5.10.
Regarding priority 7, we in a way are our own worst enemy. We are operating the 4th Street ramp in
some evenings on the weekends and other special event hours, but we provide over 200 free parking
spaces in the indicated lots (Lot 3/5th & Bluff and Lot10/5~ & Main). I think we have the equipment
in stock to close these lots on selected nights and still allow exit only options for those monthly
renters remaining in the lot after it was closed. We would have installation costs associated with this
package.
Priority 8 deals with a further increase of parking fines. Through the budget process, fines were
~ncreased to the State of Iowa maximum amounts at that time. Since then, the State has removed;
most limitations with the only one remaining being the restriction relating to increasing delinquent
fines. This remains to be only after 30 days. So, any increase in the initial fine amount would have a
proportionate effect on revenues generated.
Priodty 9 simply eliminates the rental of Lot 12 at 4th and Central. With the completion of the 4th
Street Ramp, there is no longer a need for this lot as most of those have now moved into the ramp.
We may ho~vever have substantial costs associated with this as we may have to retum this lot to it's
original condition should we abandon this lease. We may also want to maintain control of this area,
and that could be worth the annual cost associated with the lease.
Priority 10 recommends a reimbursement to the police Department of $20,000 annually. This amount
would be evaluated on an annual basis. In reviewing revenues in the area of parking enforcement
over the past two caler~dar years, it was noted that the Police Department is issuing a substantial
quantity of parking tickets. In calendar year 2001, the police issued a total of 5,033 parking citations,
Of those issued in that year, 2,500 were paid accounting for $16,075.00 in collected fines.
Subsequently, in calendar year 2002, the department issued 6,250 parking citations, with 4,038 being
paid totaling $24,912.00 in collected fines.
Additionally, over the past couple of months, there t~ave been discussions between the Finance
Department and the Parking Division regarding how coverage for vacations and other absences are
covered at the parking ticket window. In the budget process, the Parking Division reimburses the
costs of one staff person to collect payments and all other obligations to collections of fines.
However, I think it would also be reasonable and justified to reimburse the Finance Department an
additional $4,000. This payment would be for staff coverage for four weeks of vacation and other
absences such as breaks, sick time or staff meetings.
RECOMMENDATION:
To make the necessary financial reductions and/or revenue increases, I recommend the listed
reduction packages with the reductions to occur from the highest priority (1) to the lowest priority (10).
ACTION REQUESTED:
To review the above information for consideration regarding the budget reductions.
PLANNING SERVICES
1
Attachment 3
Page 11
2
ttachment 3
Page 11
3
Attachment 7
Page. 20
Budget Reduction -
Contract with ECIA
for DMATS Extra
Services. Savings
$12,000 General
Fund.
Budget Reduction -
Consultant Services
for Zoning Map
Updates. Savings
$2,000 General
Fund.
Budget Reduction -
CDBG allocation for
consultant services
for historic
preservation.
Savings $2,506
CDBG Funds.
Recommending elimination of the $12,000 for DMATS Extra
Services. These services are provided to the Planning
Services Department, the Economic Development
Department and its Transit Division, and the Public Works
Depar[ment's Engineering Division. Funding for these
services is entirely in the Planning Services budget. The
other two departments are in concurrence with the elimination
of these extra DMATS services. We do not expect significant
changes in the service levels of any of these departments as
a resu[t of this contract being eliminated. The estimated FY03
balance for DMATS Extra Services will be approximately
$9,000. Due to turnover and staffing shortages, DMATS has
not provided much service under this contract in FY03.
We are recommending that the $9,000 balance in FY03 be
carded over into FY04 to allow ECIA to plan for the elimination
of the $12,000 contract for DMATS Extra Services.
Missman, Stanley & Associates is the consultant that updates
our zoning map each quarter.
In 2001 we added this consultant to our budget. At that time,
the zoning map had not been updated in many years. The
start-up cost to add all of the rezonings and make corrections
where necessary took a good deal of time and money.
Currently, we update the zoning map each quarter and have
budgeted $5,000 for this service m FY04. Now that our map
is updated and most of the errors have been corrected, we
propose to reduce the number of updates by half. We
propose to update the zoning map twice per year beginning
FY04 and reduce the budget amount by $2,000 to $3,000.
As a Certified Local Government (CLG), the City of Dubuque
is required to conduct historical and architectural surveys and
other historic preservation projects related to planning and
public education. The City has budgeted $10,000 annually for
as local match for state grants for these types of services.
The City of Dubuque has received state grants for various
phases of an architectural/historic survey/evaluation of the
community. For each phase, the City has used CDBG funds
for the local cash match to hire an historic preservation
consultant to conduct each phase of the survey.
To meet the budget reduction goal of $2,506 in CDBG funds
for the Planning Services Department, we are recommendin!
-71-
that the amount budgeted for consultant services for historic
preservation be reduced by this amount to $7,494.
Although the amount of State grant funds that we will be able
to leverage will be less, we will still have enough money
budgeted to conduct phased surveys as required by our
agreement with the State. The subsequent phases will cover
smaller areas, so the overall architectural/historic
survey/evaluation of the community will take longer than we
planned originally. We will still be meeting our requirements,
and we will still be able to have the local match necessary to
apply for these State grants.
4 Revenue We have identified projected additional revenue of $58,620
-~ Enhancements - due to development fee increases approved by the City
Approved FY04 Council for FY04, that were not included in the FY04 budget.
Attachment 4Development Fee Increases for variance, conditional use, rezoning, planned unit
Page 13 Increases. Savings development (PUD), and sign application fees are estimated
$58,620 G¢/~eral at $32,575. Increases for minor and preliminary plats are
Fund. /~-/~ estimated to be $3,770. Increases due to new fee schedule
for temporary uses are estimated to be $22,275.
5 Revenue We are recommending a new fee for billboard inspections at
~ Enhancements - $100 per billboard per year. With 78 billboards in the city, this
New Fee: Billboards. fee would generate $7,800 annually. We would conduct an
Attachment 4Savings $7,800 annual inspection for each billboard to verify copy, add-ons,
Page 13 General Fund. square footage and conformity with the Zoning Ordinance.
/~ Fee Analysis
Annual inspection programs have been implemented by a
number of cities. A cursory review of programs indicates that
fees vary from $47 to $1,000 annually per billboard structure.
City of Dubuque permit fees for on-premise signs vary from
$25 for a panel change to $55 for a new wall mounted or
freestanding sign.
The recommended fee of $100 would be consistent with
current inspection fees for on-premise signs within the city
and with the annual billboard inspection fees charged by other
communities. Based on estimated typical annual revenue of
$10,000 per year per sign panel, an annual inspection fee of
$100 for a billboard typically would represent less than 0.01%
of revenue .generated.
Service Impact
There will be an adjustment in service levels in the
enforcement activity based on this new service. Enforcement
would include verifying compliance for copy changes,
billboard reconstruction and design. A photo inventory would .
be developed and maintained to document the sign status.
These inspections would help to alleviate the problems we
-7?-
have had in the past with off-premise signage displaying on-
premise copy, repair or rebuilding of non-conforming signs,
and illegal add-ons that exceed square footage limits or
violated safety standards.
The annual inspection fee would also include an informational
letter inviting outdoor sign contractors to contact Planning
Staff to verify compliance for copy changes, billboard
reconstruction, and design as it regards add-ons and other
appurtenances.
These inspections would insure code compliance, help protect
public safety and improve neighborhood aesthetics, especially
for those billboards that are located within, or in close
proximity to, residential areas.
The Zoning Enforcement Officer would assume responsibility
for this new service. The Planning Services Department's
service objective for zoning enforcement is to investigate,
research and issue violation notices within 10 working days.
Generally, this person is able to meet this service objective
within 7 to 10 working days.
The response time would be adjusted with a slightly longer
response time for her enforcement activities to accommodate
billboard inspections. It will be much more likely that this
person will take 10 working days for zoning enforcement.
This is still within the Department's service objective.
6 Revenue We are recommending increases in two zoning fees. The
'k Enhancements -. projected increase in revenue is $2,800.
Zoning Fee
Attachment 4Increases. Savings Special Exception
Page 13 $2,800 General The current fee for a special exception is $75. We propose to
Fund. increase the fee by $25 to $100. The fee increase better
¢/~/~:; reflects the amount of staff time and citizen contact necessary
to process a special exception application for review by the
Zoning Board of Adjustment at a public meeting.
Limited Setback Waiver
The current fee for a limited setback waiver is $1'0. We
propose to increase the fee by $40 to $50. The fee increase
better reflects the amount of staff time and citizen contact
necessary to process a limited setback waiver application.
The limited setback waiver represents a savings in time and
money for the applicant relative to the special exception
application process. Unlike the special exception, a limited
setback waiver does not require review by the Zoning Board
of Adjustment. A limited setback waiver is signed off by
Planning Services staff.
Since the City of Dubuque is the only city in Iowa we know of
-7,3-
that that offers these types of streamlined reviews, we do not
have a comparison of fees.
7 Revenue We are recommending new fees for Historic Preservation
Enhancements - Commission Design Reviews for Certificates of
Attachment 7New Application Appropriateness, Certificates of Economic Non-Viability and
Page 19 Fees: Demolition Permits. These new fees would increase revenue
Historic Preservationby $2,675 for the preferred rates (or by $1,170 for the
Commission Design alternative rates).
Reviews. Savings
$2,675 General Fee Analysis
Fund. At this time, there is no charge for these applications;
however, the staff time spent on them is considerable.
Charging a fee for these services is appropriate given the
amount of staff review and citizen .contact necessary to
process these applications. The preferred fee schedule better
reflects the amount of staff time. The alternative rates may be
more acceptable since there are no fees for Historic
Preservation Commission Design Reviews now.
The City of Des Moines just recently implemented a $10.00
application fee and the City of Council Bluffs is looking at
implementing a $25.00 application fee. The majority of the
CLG's do not charge for Historic Preservation reviews;
however, a majority of the CLG's also indicated that they are
looking into raising fees because of the current budget issues
their cities face.
Certificate of Appropriateness
We are recommending a $25.00 application fee for
Certificates of Appropriateness. An alternative fee of $10.00
is also being proposed as an option.
Certificate of Economic Non-Viability
We are recommending a $500.00 application fee for
Certificates of Economic Non-Viability. An alternative fee of
$250.00 is also being proposed as an option.
Demolition Permits
We are recommending a two-tier application fee for
Demolition Permits. Currently, the City of Dubuque is the only
CLG that reviews demolition permits located outside of
historic districts.
We are recommending that properties with no architectural or
historic significance be charged a $25.00 fee. These
applicat, ions require the same amount of staff time to process
as Certificates of Appropriateness.
We are recommending that applications that demonstrate the
property cannot yield a reasonable economic return be
charged a $500.00 fee. These applications take the same
amount of time to process as a Certificate of Economic Non-
8
Attachment 3
Page 12
Budget Reduction -
APA Membershi p
Fees. Savings $900
General Fund.
Viability. An alternative fee of $250.00 is also being proposed
as an option.
Service Impacts
There will be no reduction in service levels based on these
fees. We do not expect any changes in the projected FY04
caseloads for the Histodc Preservation Commission.
We are recommending eliminating membership payments to
the American Planning Association (APA) for the Associate
Planner and the Assistant Planners. The membership fee for
the Planning Services Manager will be retained so that we can
continue to receive APA services and information.
This reduction in membership fees is an annual savings of
$900,
Included in the City Manager's recommendation to City Council.
POLICE DEPARTMENT
1 Eliminate Street Police The elimination of a street officer position severely restricts
Officer Position. the ability to withstand any significant patrol staff
Attachment 7Savings $57,945 movement. With the constant struggle to achieve adequate
Page 20 General Fund. police response, the department operates a minimum 48-
person schedule. Although authorized for 54, the patrol
schedule consistently operates under strength due to
regular training of replacement officers caused by an
annual turnover rate of 4.8 officers. The elimination of any
street patrol officer places the department in a very
tenuous position. As street patrol officer positions are
reduced reliance must be made on other supplemental
positions to fill vacancies to maintain adequate staffing.
These supplemental positions include the remaining COP
team, school resource officers, drug task force officers and
finally members of the investigative unit.
2 Eliminate Street Police Impact relates to experience found in Package #1.
Officer Position.
Attachment 7Savings $57,945
Page 20 General Fund.
3 Eliminate Street Police Impact relates to experience found in Package #1.
Officer Position.
Attachment 7Savings $57,945
Page 20 General Fund.
4 Eliminate COP Police Elimination of a COP Police Officer position reduces our
Officer Position. COP territories from two to one. Many functions performed
Attachment 7Savings $63,609 by the COP officers have safeguarded neighborhood
Page 20 General Fund. concerns and helped to build needed partnerships and
community. The elimination lessens our ability to attend
neighborhood meetings and work directly with other
community members and departments to resolve ongoing
concerns before they reach a critical stage. If eliminated,
many of these concerns will be forwarded to Patrol
Services to handle as time permits.
5 Eliminate COP Police Impact relates to experience found in Package #4.
Officer Position.
Attachment ? Savings $60,989
Page 20 General Fund.
6 Eliminate Corporal The elimination of this position creates a tremendous
Support Services Police hardship to continue in the accreditation process. This
Attachment 7Officer Position. position's primary function is to safeguard our compliance
Page 20 Savings $60,989 with the accreditation standards and to ensure day-to-day
General Fund. compliance. Although our commitment to these standards
must remain strong, the elimination of the structured
program allows the department to collapse and combine
two Support Services positions.
7 Eliminate DARE Police The elimination of the DARE program reassigns one full-
Officer Position. time police officer to the patrol division and eliminates
Attachment 7Savings $57,071 DARE overtime. Included within the elimination of DARE is
Page 20 General Fund. the elimination of DARE revenue in the amount of $30,000.
Although the elimination of DARE is a significant departure
and loss of an important crime prevention initiative, we are
encouraged by the availability of a number of similar
substance abuse programs offered to area schools through
private and public organizations instructed by classroom
teachers and/or Iowa Department of Health Substance
Abuse Prevention Specialists.
8 Eliminate Traffic SafetyEliminates traffic safety police officer position resulting in
-~- Police Officer Position.little or no preventative traffic safety initiatives and creates
Savings $60,989 additional pressure on the patrol division to respond to high
Attachment 5General Fuod, ~-- traffic violations and accident scenes and follow up on
Page 14(i~--¢~~'¢~';¢~ other traffic safety concerns.
, 9 Eliminates the Police Eliminates the police canine officer as an independent
'k Canine Officer Position.position, placing the canine into regular patrol lessening
Savings $64,134 the canine's availability for drug, tracking and other related
Attachment 5 General Fund. searches.
Page 14 ~
-77-
10 Eliminate Computer Elimination of this position poses a hardship on the
'k Support Help Desk development of our computer users located within the
Position. Savings .department. The police department in cooperation with
Attachment 5$46,343 General Fund. communications and the Dubuque County Sheriff's Office
Page 14 implemented a new and innovative criminal collection
database- Emergitech. This $500,000+ system integrates
all computer systems located in the law enforcement
center eliminating double entry and allows comprehensive
searches throughout the system. The system remains new
to many and has great depth and a wealth of information.
This system and the many other software packages can be
a tremendous tool if persons are trained and equipped in
their use. Unfortunately, many users of the system are
self-taught or minimally trained, making use of these
systems limited at best. This position was created to
provide monthly training and initial trouble shooting to
develop individual computer abilities. Without the position,
we continue to rely on those self-taught and Information
Services to provide technical and training support.
11 Eliminates the civilian Elimination of this position creates additional pressure on
-~ position of Computer Information Services in providing consistent attention to the
Intern. Savings $11,587 police department mobile computer terminals (MCT)
Attachment 5General Fund. located in each of our patrol vehicles. The Intern ams as
Page 14 the primary contact regarding malfunctions and repairs
re~ated to the MCT. Due to the age of these computers,
daily interaction has become necessary to maintain their
function ability. Additionally, the communications center will
be called upon to relay and research the Iowa System for
driver's license verifications, motor vehicle registrations,
wants and warrants, and other criminal history checks
normally accompl!shed through the individual officer and
his/her use of the MCT.
12 Eliminates individual line Reduction of the line items results in the roll back of
~ items regarding Traffic several specialized police services. STOP is a traffic
Sa~fety initiative - STOP~ safety program allowing officers to work special traffic
Attachment..__/3 "¢educes Domestic grar~t safety assignments on an overtime basis to impact high
Page_11 /' monies available for ) traffic and violation areas. Domestic violence funds
,~//,~ Domestic Violence ,/ provides overtime funding to specialized trained officers to
v~;~V~_me follow u__u4~ spend additional time and effort in the development of case
eliminates formal work related to the incidences of domestic violence.
accreditation awarded Although a critical element in the pursuit of a professional
every three years by the police department, accreditation has served the
Commission on department well in our quest for excellence by participating
Accreditation For Law in this voluntary program as we strived for professional
Enforcement Agencies, excellence in meeting and exceeding mandatory standards
and eliminates one in professional law enforcement.
patrol vehicle from the
vehicle fleet. Savings
$81,736 General Fund~--
13 Transfer expenditure Transfer of Community Development Block Grant (CDBG)
savings from CDBG funds from City Manager's budget to help fund the COP
Attachment 7 funds from City program in the amount of $24,144.
Page 20 Manager's budget
created through the
reduction of the
Neighborhood Specialist
from full-time to part-
time.
14 Transfer Parking Returns parking revenue generated by police officers
~ Revenue from Parking during evening and weekend hours. This revenue amount
Division to Police is $20,000.
Attachment 3 Department regarding
Page 12 Officer generated
parking tickets ¢¢//I'
15 New revenue service Adds a research fee for local criminal checks, equals $10 X
~ fee for Criminal Records 265 checks per mo X 12 mos. = $31,800
/,
Attachment 4 check. O,/~
Page 13
16 New revenue Adds a service fee for towed vehicles, equals $20 X 85
'k processing fee for tows per mo. X 12 mos. = $20,400
impounded vehicles.
Attachment 4 ,/~
Page 13
W 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) [o lowest priority (16).
BACKGROUND
On May 9, 2003 the police department received a memorandum from Pauline Joyce, Administrative
Services Manager, outlining the proposed reduction process for each department to achieve budget
reductions due to financial shortfalls in FY 2004. The citywide shortfall totals $1,774,103 with the
~olice department sharing the burden at a minimum base level of $540,000 and an assigned base
level of $791,385. The difference between the two amounts allows consideration and flexibility in the
review process to ensure maintenance level services are maintained and provided.
DISCUSSION:
As the police department considered the reductions, the May 9, 2003 memorandum from Pauline
Joyce was shared with the Senior Management Staff, consisting of all Captains and the Assistant
Chief. On May 15, 2003 a Full Management Team (FMT) meeting was held inviting full management
team members (Lieutenants, Captains, and Assistant Chief) to a brainstorming session to solicit ideas
and suggestions to resolve the police department reduction. On May 21, 2003 a meeting was held
with the leadership of the Dubuque Police Protective Association to discuss the budget concem and
to explain how the reduction process would proceed.
As ideas and suggestions were collected, reductions were established through independent budget
packages. On May 29, 2003 a meeting was held with the Senior Management Team to review the
initial reduction packages by priority. The recommended reductions incorporate the use of new
revenues coupled with line item reductions and reductions of two civilian and up to nine sworn staff.
The reductions are ranked by 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 i~ 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 reductions and/or revenue increases, I recommend the listed
reduction packages with the reductions to occur from the least priority (16) to the highest priority (1).
See attachment #1.
ACTION REQUESTED:
To review the above information for consideration regarding the budget reductions.
PURCHASE OF SERVICES
1 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
Substance Abuse Services Center $941
Total savings: $3,945
2 Reduce Labor
~ Management by $717 in
UDAG Funding
Attachment 6
Page 16
-k' included in the City Manager's recommendation to City Council.
RECREATION DIVISION
1 Increase the registration No decrease in participation is anticipated as a result of
~ fee for boys' baseball, these increases. Fees were last increased in Fiscal Year
girls' softball, junior 1992. Savings $2,610 General Fund.
Attachment4 tennis, and junior golf
Page 13 from $13 to $16; raises
the registration fee for
teen golf league from $5
to $10; and raises the
registration fee for tennis
camp and swim from $20
to $30.
2 Increase the registration There is no decrease in participation anticipated as a
~ fee for the After School result of this fee increase. Fees were last increased in
Sports Program Fiscal Year 1999. Savings $3,750 General Fund.
Attachment 4(volleyball, flag football,
Page 13 basketball and track) from
$10 to $13.~:¢,~/
3 Increase the registration Both of these programs are very popular, class limits are
-j~ fee for the Play Lot and reached quickly, and they are considered a great deal for
Tot Lot programs from the money. Fees were last increased in Fiscal Year 1993.
Attachment4 $10 to $18. ~)//_-_-~ Savings $4,000 General Fund.
Page 13
4 Eliminate the ice rink A park division decision package eliminates the flooding
~ warming house of the outdoor ice rinks. Savings $5,871 General Fund.
supervisors and close the
Attachment 3warming housesz¢
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.
Attachment 3$20,156 to $30,~156
Page 12
6 Provide for CDBG Funds One site of the Playtime for Tots program will be
~ from the UptOwn eliminated to fund this, but participation has decreased to
Recreation Program to the point that this reduction was going to be done anyway.
Attachment 3pay the 50% discount Savings $13,528 General Fund.
Page 12 given o~n~m passes
-R3-
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 s[udents, seniors and persons with
disabilities and $3.00 ADA paratransit and factoring in20%
attrition in overall ddership due to fare increases, this
decision package could generate an additional $159,280 in
farebox revenue.
2 Increase Fixed Route By increasing fixed route and ADA paratransit passengers
-~ and Paratransit fares to $1.50 general public fixed route, $0.75 half fare fixed
option B. Savings route 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~;:~.. )~/-~f.~...~,,/~',~ overall ridership due to fare increases, this decision
~ .j,.~.,~.~ package could generate an additional $102,682 in farebox
~ revenue. ,
3 Eliminate Fixed route Current Saturday schedules require a total of 60 hours of
~ Saturday service. Net service and are delivered using part time drivers. At an
Savings $32,393 Transit average of $12.44 per hour for driver wage plus IPERS
Atta¢hment 5 Fund. and SSI, the driver expense alone total $44,015 per year.
Page 14 ~--~ Farebox collections for Saturdays total $11,648 per year.
"~ _~ By eliminating Saturday fixed route service, this decision
package could generate a sawngs of $32,367 ~n dnver
¢~/~z__~..~-d_.,4.~ expenses. An additional indirect savings would also be
realized in the transit garage by eliminating the need for
~ 624 hours of Serviceworker schedules that are direct
~ charged back to the transit division. At an average hourly
employee expense of $25.87 per hour, this decision
package could generate an additional savings of $16;143
for a total decision package savings of $48,510
4 Eliminate Fixed route In addition to the potential cost savings ~elated to Decision
and Paratransit #3 of $48,510, elimination of ADA paratransit service on
Attachment 7Saturday service. Net Saturday could eliminate an additional $14,791 in
Page 21 Savings $14,791 Transit employee expense for a total decision package savings of
Fund. $63,301. ADA paratransit service is only required when a
transit system operates fixed route service.
-k Included in the City Manager's recommendation to City Council.
WATER PLANT
OPTION 1 VALVES The elimination of this activity through our
450-62675 operational budget would require that this program
1 of 4 Eliminate this activity from our be performed through the accessibility of our
operational account. Savings Capital Improvement Project Funds. This would
Attachment 6$8,000 Water Fund. result in a less aggressive approach to
Page 15 maintenance and our change out program.
The elimination of this activity through our
2 of 4 PIPE-SPECIAL FITTINGS operational budget would require that this program
450-62676 be performed through the accessibility of our
Attachment7 Eliminated this activity from Capital Improvement Project Funds. This would
Page 22 our operational account, result in a less aggressive approach to
Savings $20,000 Water Fund. maintenance and our change out program.
~ The elimination of this activity through our
3 of 4 HYDRANTS operational budget would require that this program
~ 450-71510 be performed through the accessibility of our
Eliminate this activity from our Capital Improvement Project Funds. This would
Attachment 6operational account. Savings result in a less aggressive approach to
Page 15 $19,500 Water Fund. Total maintenance and our change out program.
savings offered of $27,500.
4 of 4 CONSULTANT SERVICES The reduction of expense is being reduced based
~ 450-62716 on less services needed as projects are modified.
Reduce the appropriated
Attachment 6monies allocated in this
Page 15 account. Savings $2,000
Water Fund.
NOTE: These four (4) proposed
packets provides the cost
saving methods to support
approximately 50% of the
estimated $118,000 needed to
offset the department's
shortfall.
This request is for the implementation of an
OPTION 2 RATE INCREASE 5% additional 2% rate increase above the previous
3% that is to take effect July 1, 2003. This
lA Meter Rates 42001-44110 additional 2% rate increase will provide the funds
Fire Protection Rates needed to support current maintenance and
42001-44114 service needs due to the proposed $59,553
shortfall. This rate increase would raise the
average water users monthly fee by sixty four
($.64) cents. In comparison of our rates with other
cities in Iowa, the City of Dubuque would be the
second lowest, with Cedar Rapids being the
lowest.
NOTE: Option 2, lA would provide The proposed monthly fee 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
"k Meter Rates 42001-44110 3% that is to take effect July 1, 2003. This
Fire Protection 'Rates additional 3.5% rate increase will provide the
Attachment6 42001-44114. Rate Increase additional funds needed to support current
Pagel5 1.68% effective July 10 to maintenance and service needs due to the
generate $58,567. proposed $59,553 State and Insurance Funding
~,~~,.~.~,~.~ shortfall. This will also include the proposed
~. ~'-? 1.68% or $58,566 estimated revenue shortfall due
.-~;7--'~'~ ~;Z''~~ to the reduction of water used from one of our
~, large users. This rate increase would raise the
average water users monthly fee by eighty ($.80)
cents. In comparison of our rates with other cities
in Iowa, the City of Dubuque would be the second
lowest with Cedar Rapids being the lowest.
NOTE: Option 2, 2-B would provide The proposed monthly fee increase of eighty
100% of the revenues needed ($.80) cents includes the 3% rate increase of forty
Attachment 7to offset ($.40) cents that has been approved for
Page 22 the department's estimated implementation on July 1, 2003.
$118,000 shortfall.
This would be a newly created fee to help support
OPTION 3 SERVICE FEES the cost of these services. Currently the City
METER READS pay's Aquila $0.456 to read its water meters. By
42100-450-41113 establishing this new fee would pass
approximately 50% of this cost to the user. In
addition there are Commercial and Industrial
accounts that require staff to perform special
reads. In evaluating the cost of the employee's
time and equipment used, the proposed rate fee
being recommended is $4.50 per read.
Implementing both rate fees would result in the
City receiving an additional $62,454.12 in
revenues to help support this activity in our
operations.
NOTE: Option 3 would provide
approximately 53% of
revenues needed to offset the
department's estimated
$118,000 shortfall.
This person would be laid off and this position
OPTION 4 STAFF REDUCTIONS would be converted to a part time position until full
time status is restored. Services would be
1 of 4 Water Engineering Assistant distributed to other employees and be performed
'GE-33 Layoff. Savings by the hiring of a part time employee. The
Attachment 7$45,732 Water Fund. proposed estimated cost for a part time employee
Page 22 is $15,210 annually. The modification of this
position will result in delayed responses and
services provided to contractors, developers, City
departments and the water users. This will reduce
our response time to watermain breaks resulting
in safety concerns, additional property damage
and extending longer pedods of time that fire
protection is out of service.
This person would be laid off and the position
2 of 4 Truck Driver OE-8 - Layoff. would become vacant until full time status is
Savings $44,136 Water Fund. restored. The current duties and responsibilities
Attachment 7 that is performed by this employee would be
Page 22 distributed to other employees and will result in
delayed responses and services beingprovided 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 extending longer periods of time that fire
protection is out of service.
These funds would support the needs for part time
Package 4 Part time and contract help and contract services in performing some of
of 4 Services required due to the tasks that were provided by the Water
Lay offs $33,278 additional Distribution Equipment Operator II and
Attachment 7cost to Water Fund. Engineering Assistant.
Page 22
Included in the City Manager's recommendation to City Council.
Tt-IE CITY OF
MEMORANDA
Date: June 16, 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 provide for your review and support of a
method in the reduction and modification of our F.Y. 2004 Department Operating Budget.
The targeted amount of monies proposed for reduction related to State funding and insurance
requirements has been identified to be $59,553.00.
In addition, we have evaluated the proposed eStimated revenue shortfall from QUebecor Printing.
The estimated revenue reduction from them is in the estimated amount of $58,566.48. This is related
to their operational equipment improvements. This projected revenue shortfall would require a 1.68%
rate increase to compensate for this loss.
The total combined revenue shortfall in these three areas is estimated to be $118,119.48.
There are four (4) specific proposed options being submitted for review and they are
prioritized. Options will have multiple packets for review, some may support a portion
of our department shortfall needs as some will provide support for 100% of the funds
needed.
It is our position in review of these proposed options that a solution to our needs will be aChieved.
cc: Pauline Joyce, Administrative Service Manager
File
-q0-
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 unattended. Rental of this system will
reduce the cost of oxygen by $85,842 per year. Electrical
cost will rise by $48,600.00 and phone service is expected
to increase $2,400.00. The total expected savings is
$34,842.00 in year two and beyond.
2 0.5% rate increase over This package provides for an increase in sewage rental
approved FY04 3.0% rates (43001-44171) of 0.5% over the FY04 approved
Attachment 7 increase in sewage 3.0% rate increase. The additional 0.5% increase is
Page 21 rental. Savings $19,665 necessary to offset a 5 month delay (loss of savings) for
Sewer Fund. the procurement and installation of the Praxair VPSA
System as outlined in Package 1. Thedded 0.5% increase
will raise sewage rental a rates from $1.64 per CCF to
$1.65 per CCF or approximately $0.08 per month for the
average user. Even with this increase, Dubuque's
proposed rate is the second lowest of the 9 largest cities in
Iowa. The 9 city average is 39% higher than the proposed
Dubuque rate.
3 Reduction of operation&
"k Maintenance expense Reduction of plant operation and maintenance expense by
by reassignment of reassigning operators to swing shifts. The reassignment of
Attachment 6 operational shifts and shifts will eliminate the possibility of operators training as
Page 15 elimination of cross maintenance staff and eliminate the use of operators to
training activities, supplement maintenance activities. Reduction in the
Savings $5,616 Sewer training opportunities will save approximately 208 hrs./yr, in
nd rd
Fund. overtime expenses by placing operators on 2 & 3 shifts
eliminating part of the need for replacements necessitated
~ by vacation and/or sick leave. The cross training
opportunities were suggestions of the WPC Plant's
.~~__ Efficiency Committee as a means to achieve total
~¢~j~~ productive operations. Elimination of the ability to use
operators as maintenance personnel will put additional
I burdens on the already short maintenance staff that has
seen 3 new lift stations in FY03 adding more hours for lift
station maintenance and reducing time for plant
maintenance
4 Elimination of funds forEliminates funding for training and professional
professional development that would increase operational and
Attachment 7development and maintenance skills of plant personnel. The funding was
Page 21 training. Savings recommended as a means to a total productive workforce
$8,000 Sewer Fund. using workforce flexibility. Failure to provide the funding
will flexibility. Failure to provide the funding will stagnate
operational and mechanical skills of plant personnel.
5 Eliminate Contract The elimination of weed control at the WPCP will save
Services for plant weed $590.00/year. However, weeds will rapidly take over in the
Attachment 7 control and insect sandy soil and choke out the existing grass. Elimination of
Page 21 control at lift stations, funding to carry out insect control at lift stations will save
Savings $975 Sewer $400.00/year and may pose a health risk for employees
Fund. and surrounding homes and businesses.
6 Elimination of student Not funding this package will eliminate the partnership with
intern. Savings $2,000 the University of Dubuque Environmental Science
Attachment 7Sewer Fund. Program. We will lose a student intern that tests the
Page 21 waters and maintains records of environmental concerns
for the Catfish Creek Water Shed. As the E.P.A. and
I.D.N.R. focus their attention on water sheds we will lose
background information on the major water shed that flows
through the City of Dubuque.
7 Eliminate calibration Elimination of the calibration services for the sewage
services for the C.O. sludge incinerators will place added burdens on the Water
Attachment 7monitor. Savings Pollution Control Plant Manager and Asst. Plant Manager
Page 21 $4,500 Sewer Fund. by requiring them to set aside more time for calibration
services. The calibration is required by 40CFR 503 and
the I.D.N.R. Title V Clean Air Regulations.
8 Elimination of non Removal of non essential services such as the Department
"k essential services in theManager's physical, subscriptions and books and the
Administration Budget. dropping of the Department Manager's membership in the
Attachment 6Savings $2,465 Sewer A.W.W.A. will have little or no affect on the community or
Page 15 Fund.,,~. / plant operation. Removal of the Department Manager's
~¢'~'~-¢-- ~~ ~------'~¢¢¢. ~ travel to the Annual Water Environment Federation
Convention will impact the community by not keeping
~ abreast of new technologies, equipment and government
regulations.
-k Included in the City Manager's recommendation to City Council.
-9?-
UBLJQtJE
REVISED 6/16/03
MEMORANDUM
June 11, 2003
TO:
The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Budget
Like other cities, Dubuque has experienced many challenges and ovemorr 9 difficult
obstacles throughout the years. Each experience has tested this community's resolve.
While every city plans carefully to avoid potentia! problems, in some cases the
unexpected strikes:
The City of Dubuque is struggling with a substantial budgetary shoed'all - mainly the
result of a $1.2 million funding cut from the State of Iowa. This reduction came without
warning, and it impacts every department and division within the City. Even more
unfortunate, this shortfall comes on the heels of a difficult budgeting process and
represents an additional revenue loss.
Planning for the Fiscal Year 2004 budget began with City Council goal-setting in August
2002 and included a thorough, detailed and intense examination of the City's finances.
The budget process continued with a sedes of public hearings in February and March.
At that time, the City Council addressed a $1 million shortfall, which included a
$312,513 state-mandated ~ncrease in police and fire pension costs and a 35 percent
boost in health insurance. While considering these cost increases, Council Members
had to take into account stagnating tax revenues after a national economic downturn.
Dealing with a budget shortfall is a challenging task. Throughout the process, the City
Council made the difficult, but financially responsible, decisions. After approval, the
Fiscal Year 2004 budget, which included the ninth consecutive year of no property tax
increase for the average homeowner, was sent to the State of Iowa for certification by
the March deadline. Unfortunately, the budget stow doesn't end there.
After the budget was certified, the Iowa Legislature passed laws that dramatically
reduced State aid to cities. The result for the City of Dubuque is a reduction of
$1,195,425 in revenue or 3.54 percent of the general fund operating expense. Also,
health insurance costs have continued to increase at a rate exceeding budget
expectations. The projected recurring cost in Fiscal Year 2004 to cover health
insurance is an additional $613,766. After addressing a $1 million shortfall during the
initial budgeting process, the City's operating budget now faces a reduction of $1.9
million ~ tax funds and a $200,000 shortfall in non-tax supported funds. The State of
Iowa has permanently eliminated this funding to cities making this reduction an 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 peen many suggestions of how to deal with the budget shortfall, and City
staff has been exploring all opportunities to cut costs. Some ideas, after more research,
have been rejected due to funding restrictions, minimal savings, or other concerns.
One proposal has been to use reserve funds. Although the City of Dubuque does keep
reserves, dipping into those funds at this time is risky, especially during the economic
downturn. The City Council has established the guideline of maintaining a 10-percent
reserve or $2,556,000 for the general fund operating budget. The reserve fund provides
sufficient cash flow to pay bills and provides a safety net during a major catastrophic
event. The City's reserve fund is a measure of its financial health or stability. Bond
rating agencies - the "banks" that cities use to borrow money - will ask about that
reserve policy and examine reserve levels. Drawing on those balances without a plan
to deposit money in the future can damage a city's ability to borrow at reasonab e
interest rates. If we spend our reserves, we risk lowering our bond rating and
increasing project costs. AIso, the City would not be prepared if there was a
catastrophic event.
Cities FY 02 CAFR indicated a cash balance of $19,876,418 on June 30, 2002.
Following is an explanation of the cash balanoe and the amount that was undesignated
going into the Fiscal Year 2004 budget process.
Cash Balance per 6/30/02 CAFR (page 24)
Purchase orders outstanding June 30~
Continuing appropriation authority covered
in first budget amendment
$19,876,418
(3,33O,O54)
(9,464,028)
Available Balance
$ 7,082,336
Less 10% reserve per Guideline
Less Jan 1,2002 DRA Distribution used to
Suppor[ FY 03 ClP's per Guideline
Plus amount of DRA Distr. used in advance
(2,556,000)
(4,358,OOO)
578,000
Unencumbered funds needed to support next
Years budget per Policy Guideline
Period 13 correction to fund 410
(200,000)
(127,209)
Uncommitted balance
$ 419,127
*Used to support FY 04-08 CIP since non-recurring balance
2
Another suggested solution is to delay or eliminate capital improvement projects. It is
important to note that the capital improvement budget is a separate budget from the
operating budget, and cs pital improvements receive funding from different sources.
Capital improvements are projects that do not occur every year, such as creating a
neighborhood park, repaii'ing a street or fixing a sewer. The operating budget pays for
recurring expenses like salaries, supplies, and utilities. Money collected through certain
taxes, like the local option sales tax and gaming taxes, is restricted and can only
partially be used to pay salaries. Gaming revenues are not as predictable as other
funding sources and are best used for one-time projects. Although the current budget
crisis is caused primarily by outside influences, we do not want to take actions that will
cause a future budget crisis of our own making.
The June 2003 ruling by the U.S. Su oreme Court lets stand an Iowa law taxing the
Dubuque Greyhound Park and Casino at a much higher rate than riverboats. This
decision further limits the City's ability to use capital improvement money for salaries.
The City stands to lose $17 million from the five-year capital improvement program
because of the higher state tax rate that may no~, be imposed on Dubuque Greyhound
Park and Casino. Five million dollars will be made up with a higher stormwater utility
fee, but the remaining $12 million will result in cancelled capital projects. While this will
negatively impact the City's ability to do capital projects, it also helps to demonstrate
why these funds are better left out of the operating budget.
Money put towards capital improvements often can be leveraged for grant dollars. In
some cases, for every dollar spent by the City, the state and federal government, along
with foundations, contribute as much as $9. Eliminating these projects means a loss of
more than just the City contribution. Finally, the capital improvement budget pays for
major maintenance projects. If that maintenance is eliminated or delayed, the cost most
certainly will be higher in the future.
Since learning of the budget deficit, all departments and divisions have been combing
through their budgets in an attempt to eliminate expenses. A hiring freeze planned for
July I was implemented immediately. Training and travel budgets were slashed for all
departments.
The police and fire departments are facing budget cuts, and many have questioned why
these departments are shouldering part of the load. When examining the operating
budget, the departments facing the biggest reductions are those that require the most
funding to operate. Neady 60 percent of the operating budget supports police, fire, and
emergency communications. The remaining 40 percent funds all other City
departments including the library, parks, streets, engineering, health, finance, utilities,
transportation, planning, building, housing, economic development, human rights, and
the manager's office. Each department was given a target reduction based on its
percentage of the operating budget.
The recommendation to City Council does eliminate three Fire Equipment Operator
positions and two Police Officer positions. All five Fire Stations would remain open and
no Police Officers would be lost to Patrol. The three Fire Equipment Operator positions
3
are the drivers for the Assistant Fire Chief/command car. The Police Officer positions
will be covered by reassigning the Traffic Safety Officer to Patrol and the Canine Officer
to a regular beat. The City will still have a Canine Unit. There are sufficient vacancies
in Police to avoid any layoffs. There are no vacancies in Fire, but some may be created
with the proposed retirement incentive.
It is recommended that the City provide employee assistance program services and
outplacement services to any laid-off employees, n addition, each laid-off employee
will be entitled to unemplOyment compensation. The expense for a laid-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 retirement incentive program be established. Employees
who plan to retire between July 1, 2003, and Januar~ 1,2004, will receive a $10,000
cash bonus. As you can see, that was potentially money that was going to be paid out
anyway to the laid-off em ployee.
Another way to make up the deficit is to increase revenue. To do that, the City is
considering higher fees for services in several departments including building, planning,
and leisure services. Raising fees alone, however, isn't enough to make up the
difference.
The State of Iowa didn't just cut its funding to Dubuque. All cities across the state were
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 across the
state are looking at ways to reduce expenses and tncrease revenues while having the
least impact on services.
Every City department will be impacted by the budget, including the city manager's
office. The city manager's office includes human resources, public
information/graphics, administrative services, and neighborhood development. I am
recommending the elimination of one position and related supplies and services for a
savings of $60,858 and restructuring the administrative services division to save more
than $50.000 over the next two years. Another cost-saving measure is eliminating City
Expo, the City's annual free open house, which is organized through the public
information office. Finally, I am recommending the elimination of City Focus in its
current format. Two years ago, City Focus was completely redesigned and printed in
full color. Although the publication has become a popular and effective communication
tool, City Focus was deemed too expensive to continue.
The elimination of staff and services comes after years of working harder and smarter
with fewer employees. The City of Dubuque workforce has declined by nearly 12
percent or 69 positions since 1981 in spite of adding numerous services. New
programs during [hat time pedod have included:
4
Yard waste and recycling
County-wide E911 dispatch
Comprehensive housing programs
Community odented policing
DARE and other drug-related programs
Rental property inspections
Operations of the new leisure pools
McAleece Recreation Complex
Fifth Street Parking Ramp
Fourth Street Parking Ramp
Thirteen additional neighborhood parks
Reinstatement of traffic accident investigations
Police K-9 unit
And many others
Fiscal Year 2005 is already shaping up to be a very difficult year. You may recall that
on page 44 of the Citizen's Guide for the Fiscal Year 2004 budget, I included
information that said the City could be looking at a 10% increase in the property taxes
for the average residential property. We know this size of an increase would not
happen, so the City is already facing cuts in next year's budgeting process. This was
before the state reduced City revenues by $1.2 million. The City ts also receiving
preliminary information from the State of Iowa that revenues will be further eroded in
Fiscal Year 2005 with a significant state-mandated rollback of residential property
values, coupled with a residential equalization order. This impending difficulty with the
Fiscal Year 2005 budget provides further evidence that spending down reserves or
canceling capital improvement projects to just delay the Fiscal Year 2004 budget
problem to Fiscal Year 2005 will probably not be productive. One of the challenges
facing the City Council for Fiscal Year 2005 will be the prospect of considering ways To
enhance revenues or cut services. Two options that will be available to the City
Council, atong with others, will be a property tax increase or establishing a franchise fee
on electric and natural gas bills.
The City is allowed to adopt a franchise fee on electric and natural gas bills up to 3%.
The franchise fee adoption is not a referendum issue. By state law the fee may be
adopted by a majority vote of the City Council, but the franchise agreement requires an
affirmative vote of all the members of the Council. If a franchise fee is adopted, the City
may no longer apply the 1% local option sales tax to these same utility bills. Therefore,
a 3% franchise fee only increases the cost to the consumer by 2%. A 3% franchise fee
would generate an estimated $1.9 million per year.
Until Fiscal Year 2002, the State of Iowa had a 5% tax on utility bills. Beginning 'n
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 ~ncome residents and economic development. In the area of economic
development, that concern is partially relieved in the area of natural gas in that large
users can buy their natural gas on the open market. Aquila advises that when the tax is
calculated on gross sales, the company only gets charged a feeon the cost to transport
the natural gas to the company, not the product purchased from another company.
To relieve the concerns of non-taxable property, the City could offer a rebate on the fee
for non-taxable property.
To assist Iow/moderate income residents the City could offer a rebate to those at 80%
of median income and below, on a graduated basis.
As you can see, there are many variables in this issue. I am not recommending [he
electric and natural gas franchise fee to solve the current budget crisis, but it could be
considered during next year's budget process.
To resolve this year's budget shortfall, am recommending five courses of action. This
includes:
1. Wage freeze for non-bargaining unit employees;
2. Expense reductions that do not involve cutting City positions;
3. Increases In certain sources of revenue;
4. Expense reductions that involve elimination of City positions; and
A retirement incentive program to help avoid layoffs of new employees and
outplacement and employee assistance services for anyone who is laid off.
First and foremost, I want to recognize the sacrifice of the non-bargaining unit
employees who will not receive a pay raise in Fiscal Year 2004 for a sawngs of
$551,100.
The City has five collective bargaining agreements with the following:
Teamster's Union, Local #421
Dubuque Professional Firefighters Association, Local #353
Dubuque Police Protective Association
Amalgamated Transit Union, Local #329
International Union of Operating Engineers, Local ¢758
Only the Transit Union does not have an agreement for Fiscal Year 2004 and is
currently involved in negotiations. The four remaining unions were asked to not accept
their Fiscal Year 2004 pay raise. If all four unions accepted this proposal and no pay
increase was negotiated with the Transit Union. the City would save an additional
$779,300, or a total of $1,230,400, including the non-bargaining unit employees.
The unions refused to accept a one year wage freeze.
6
The Health Care Committee consists of a representative from four of the unions, the
non-represented employees and the City Manager's Office. The Firefighters
Association is no longer a member of [he Health Care Committee. Any Health Care
Plan changes must receive a unanimous vote of the committee members. The
agreement to maintain this committee expires on June 30, 2003.
The adopted Fiscal Year 2004 budget approved by the City Council included a
challenge to the Health Care Committee to save $236,000 through plan redesign. The
Police Association voted no to the redesign, so this savings was not realized. The
remaining members of the committee supported the changes as long as a ~vo-year
agreement to maintain the Health Care Committee is in place. The Health Care
Committee would now exclude the Police Association and the Firefighters Association.
Changes in their health benefits would be a subject of collective 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 pdodty order with the first item being the highest priority to keep, I recommend the
budget be amended as follows:
1. Non-bargaining Unit Employee Wage Freeze - $551,000 (Attachment 2).
General Fund expense reductions that do not involve cutting City positions are
listed on Attachment 3.
3. General Fund increase in revenues are listed on Attachment 4
General Fund expense reductions that involve elimination of City positions are
listed on Attachment 5.
5. Cuts/Revenue enhancements for all other funds are listed on Attachment 6.
Cuts/Revenues that were considered, but not recommended are listed on
Attachment 7.
7. Departmental explanations by their priority are listed on Attachment 8.
Staff reductions will be effective no sooner than 30 days after City Council approval of
the budget amendment, or such time during the fiscal year as the City Manager
determines best meets the operational needs of the City within the budgeted a mount.
The City Manager retains the same flexibility with the hiring freeze.
The City is working to fill a nearly $3 million budget shortfall in the fiscal year that begins
July 1. This must be done realizing that safety of the public cannot be compromised.
As the City deals with the state-imposed budget crisis, we must also plan for the future,
recognizing that tough issues face the City. Over the last few years the City has lost
two of the three airlines that serviced the airport. If the City were to lose the last airline
that would have a devastating effect on the economy of our area. The Carnegie-Stout
Public Library faces loss of accreditation with reduced hours, reduced staff, and less
investment in the collection. The library is the City's main contribution to culture and
education in our community. It is free to the user, so no one is excluded by income, and
serves as a door to a brighter future for disadvantaged youth.
The City's budget shortfall is extensive and its 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 faced with a challenge reveals its true character.
Communities' that pursue creative solutions, engage residents, and make the tough
decisions are often those who emerge stronger in the end
There 'ts an opportunity for public comment on the budget. A public hearing on the
budget amendment is scheduled for 6 p.m. Wednesday, July 9 at the Five Flags
Theater, at the corner of Fourth and Main Streets.
Michael C. Van Milligen
MCVM/jh
Attachment
cc: Barry Lindahl, Corporation Counsel
Cindy Steinhauser, Assistant City Manager
Pauline Joyce, Administrative Services Manager
All City Employees
8
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND ATTACHMENT
GENERALFUND
Cat. Priority Dept Item
0 City-wide
0 Citv-wide
0 Citv-wide
0 City-wide
0 City-wide
0 City-wide
0 City-wide
0 City-wide
0 City*wide
FY 04
Amount
FY 05 Cumulative
Amount Fy 04 Total Impact
Impact of State cuts 1,157,132 1.157.132
Impact of health cost increases 413,678 413,678
Hiring freeze/confined space revenue 315,000 315,000
One month lag in aositions cuts-Aug. 9 50,000 50,000
Unemployment coets,outplacement, 80,000 80,000
Retirement Incentive 30,000 30,000
SS end IPERS impact 4.050 4,050
Health TF savings {under)/over target 68,879 (56,438)
{CAP Contribution-liability insurance 12.000 12,000
1,157,132
1,570,810
1,885.810
1,935,810 August 9th for position eliminations or 30 days after Council decisio~
2,015.810 If you assume that 5 positions are cut and aren't placed thru retirements/attrition
2,045,810 Assuming 3 retirements
2,049,860
2,118,739 Target of ~236,000,only came up with $164,805 in '04 & $190,713 in
2,130,739 Billing received 4122103 which is 620,000 higner than FY 04 bt~dge[ estimate
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
ATTACHMENT 2
I City-wide Non-union wage adjustments 1349,876) {355,187) 1,780,863
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
GENERAL FUND
Attmnt 8 FY 04 FY 05 Cumulative
Ref. Page Cat. Priority Dept Item Amount Amount Fy 04 Total Impact
& Priority
Expense Reducgons That Do Not Involve Cutting City Positions in pdorit~ order with #1
79812 2 I Police
53 84 2 3 Library
27//3 2 4 City Clerk
29//4 2 5 City Manager
33 #3 2 5 Emerg. Comm
30 #10 2 7 City Manager
29//5 2 8 City Manager
35//2 2 9 Engineering
82 81 2 10 Purch of Serv
83//4 2 11 Recreation
28 81 2 12 City Council
28 83 2 13 CItv Council
28 #2 2 14 City Council
51 //2 2 15 Legal Services
27//5 2 16 City Clerk
27//4 2 17 City Clerk
25 82 2 18 Annex Malnt
25~1 2 19 City Hall
25-~ 2 20 City Hall
25'~ 2 21 City Hall
49 #4 2 22 Info Services
63 85 2 22 Library
49 82 2 23 Info Services
45 83 2 24 Health
45//S 2 28 Health
45 84 2 28 Health
51 84 2 27 Legal Services
49//3 2 27 Info Services
64//4 2 28 Parks
71 #2 2 29 Planning
71 #1 2 30 Planning
31 814 2 31 City Manager
25 83 2 32 Annex Maint
25 84 2 33 Annex Main1
25 81 2 34 Annex Main1
30 812 2 36 City Manager
32 83 2 30 Econ. Dev
31 //15 2 37 City Manager
31 //16 2 38 City Manager
30//13 2 39 City Manager
30 89 2 40 City Manager
33//2 2 41 Emerg Comm
3481 2 42 Emerg, Mgmt
39//7 2 43 Finance
beln~ cut last,
Specialized Delrue services discontinue (81,736) (81,736)
Reduce programming by 47% for a (4,285) (4,286)
Eliminates staff support on CS tests (1,350) (1,350)
Sensitivity Training 13,OOOI (3.000)
Training expense for Ride-Alongs (1,665) ',1,665)
Eliminate employees gifts (4,072) [4,072)
Wellness Programming (9,700) [9,700)
Eliminates 98.000 for overtime (8,000) (8,000)
Reduction in alloc, by 7,6% (3,945) (3,945)
Eliminate Ice Rink Warming Houses (5,871) (6.871)
5[iminate Boards and Comm. Picnic (2,400) {2,4001
Reduce Travel Professional Conference 13,750) (13,7501
Sister City Program 12,000) (2,000]
Eliminated Education & Training (962) (9621
Eliminate microfilming/scanning (8.260) (4,E00]
Drop printing of Council Proceedings (1,190) {1
Equipment Maint. Contract (475) (475}
Reduced janiterial services (5,668) (11,336}
Reduce property maintenance (2,298) (2,298)
Reduce operating supplies (1,059) (1,059)
Reduce network maint to 8hrs/5 days (5,000) (5,000)
Reduce materials ourchased 17.4% (45,875} (45,875)
Renegotiateu serwce con[rac! (5,000) (5.000)
Eliminates OT fei Animal Control Officer (1,494) (1,539)
Eliminates tamp clerical (885) {902)
Ellmintes OT for Sanitarians (3,268) (3,400)
Splits health insurance between depm (4,301) 14,301)
Uses comp time vs paid overtime [6,835) {6,8351
ESminate weekend overtime [7,S60) (7,860)
Reduce times zoning map updated (2;000) (2.000)
Eliminate ECIA contracted services (12,000) (12,000)
Drop 25 Laserfiche view only licenses (1,980) (1,980)
Boiler Maintenance (450) 450)
Property Maintenance {2.0SSI {2,O88}
Property Maintenance (615)
Drop Dale Carnegie Training (3,43t) 13,431)
Washington DC Initiative ,educed ( 13,218] 13,21 B)
Budget ;)rintlng--4 copies only (5,360) (5,360)
Meals for budget hearing sessions (2,650) (2,850)
Eliminate catering for meetings 12,§001 (2,500)
Subscriptions Services-Personnel (2,000) (2,000)
CAD maintenance shifted to 911 Fund (15,311) 15,31 I)
Increased federal funds (3,541] (3,541
Monitor/Collect Loans Internally-CDBG (B,000) (6,000)
ATTACHMENT3
1,698,127 STOP, Domestic Violence overtime, accreditation,
1,694,842
1,693,492 Eliminates overtime for staff supper[. Dept staff and Commissmners would need to held
1,690,492
1,688,827 Net savings {expense less 1/3 counw reimbursement)
1,684,755 Spirit luncheon would continue with no g~fts or service awards
1,675.O55
1,657,055 Lower ~rierlty tasks will be delayed
1,663,110
1,657,239
1,654,839
1,641,089
t,639,089
1,638,127
1,629,867 Eliminates intern to scan records and microfilming of Council records,
1.628,577 One peek would be provided to Library and one in City Clerk's Office
1.628,202 Reduce regular erevator testing ana ~rev. malnt, from monthly to every two months
1,622,534 Monday, Wed, and Friday janitorial service and restrooms on summer weekends
1,620,236 Group replace ballasts, Defer maintenance if necessary on other items
1,619.177
1,614,177
1.568,302
1,683,302
t,SB1.80S
1,560,923
1,557,855 Limited after hour time spent on inspections
1,553,3§4 Same amount of savings in Police
1,546,519
1,538,659
1,536,659
1,524,659
1,522,679 Reduced from 50 to 25 and drooped 2 full licenses
1,822,229 Reduce boiler checks from weekly [o every other week during heating season
1.520,141 Reduce nightly custodial service and preserve res[room and floor care nightly
1,519,526 Reduce frequency of rug replacement servic from biweekly to monthly
1,516,O95
1,502.877
1,497.517 CD ROM available to public at cost
1,494,867
1,492.367
1,490,367
1,475.056 Net savings lexpense mss 1/3 county reimbursement)
1,471,515
1.4Be. S15 Revenue will ge To Finance instead of to financial institutio;
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
GENERAL FUND
Attmnt 8 FY 04 FY 05 CumulaSve
Ref. Page Cat. Priority Dept item Amount Amount Fy 04 Total
Priority
40 #8 2 44 Finance Recharge addl OH to parking (4,000) {4,0001 1,46t,515
46 #6 2 45 Health State reimbursement of activities (5,000) {5,400) 1.456,515
47 #lA 2 46 Housing Serv Shift vehicre expense,reduce supplies (2,200) (2,200) 1.454,31§
4S #1 2 47 Human Rights Shift $10,000 salaries to HUD funding 10,000) (10,000] 1,444,31§
49 #1 2 48 Info Services Actual savings on SQL more than antic. (1,702~ (1,7021 1,442,613
59 #5 2 49 Info Services Emall management moved rn hOUSe 113,058) (16,7831 1,429,555
83 #5 2 50 Recreation Increase Admln. Overhead Chg [e Golf {10,000) (10,000: 1,419,555
30 #11 2 51 City Manager College Reimbursement Funds {7,400} {7.4001 1,412,155
29 #6 2 52 Police Cable funds for public information officer {60,858) (60,858) 1,351,297
83 #6 2 53 Recreation CDBG funds pav for 50% swim pass (13,528) (13,528) 1,337,769
79 #14 2 54 Police Reimb for tickets Issued by Police (20,000) (20,000) 1.317,769
75 88 2 55 Planning Eliminate staff membership in APWA (900) (900) 1,316.869
ATTACHMENT 3
Impact
Activities performed will be reimbursed for FY 04 & 05 at min. (ie, bioterrorism)
Housing cases would take priority
Funds oublic information personnel ~n Police and Fire with Cable Franchise fees
Will maintain City Planner's membership
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
ATTACHMENT 4
GENERALFUND
Attmnt 8
Ref. Page Cat. Pdorl~ Dept
& Ptiodw
Item
Increase in Revenues by Department--Not Priority
25 #1 3 1 Building
27 86 3 2 Citv Clerk
33 #4 3 3 Emerg, Camm
36 #4 3 4 Engineering
37 #7 3 5 Engineering
38 #3 3 6 Engineering
37 #8 3 7 Engineering
42 #4 3 8 Fire
42#5 3 9 Fire
43 #4 3 10 Five Flags
43 #5 3 11 Five Flags
43 #2 3 12 Five Flags
43 #3 3 13 Five Flags
4582 3 14 Health
46#7 3 15 Health
47 #1 3 16 Housing Serv
52 #5 3 17 Legal Services
53JIL2 3 18 Library
64c~4 3 19 Parks
65 #6 3 20 Parks
72 85 3 21 Planning
73 #6 3 22 Planning
72 #4 3 23 Planning
79 #15 3 24 Police
79 #18 3 25 Recreation
79 #16 3 26 Police
83 #3 3 27 Recreation
83 #2 3 28 Recreation
83 #1 3 29 Recreation
Increase Business License Fees
~20 charge for each taoe made
Adds traffic control permit fee $50
increase permit fee for dumpster
Increase Sidewalk inspection fee
Adds $1.25/ capita charge for hazma1
Confined space charges to industries
Increase Labor Rates
Add $1.00 surcharge on tickets sold
Increases Public Skating Fees
Increase skate rental fee $1.00 to 91.50
~ncr. ~ate penalty on dog/cat license
Increases dog/cat license fees
Increase renta~ housing fees
Paymenz for Bd of Review tax appeals
Meeting room fees,Inter-library loan fee
Increase pavilion rental fees 15%
New bitlboard inspection fees
Increase spec. exception/setback fee
Zonin,e fees increased in budget
New research fee for criminal checks
Imoact of background check fee
Processing fee for impounded vehicles
Increase Play Lot/Tot Lot fees by $5
Increase After School Soorts fee by
Increase youth sports fees by $3.00
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total Impact
(17,650) (17,650)
{4,950) (12,900)
(2,000[ 12,000)
[2,500i (2,500)
',5,850} (5,850)
(1,800) (1,800)
(21,000} (21,000)
(33,321) (33,321)
[4,500) (4,§00)
{4,865} (4,865)
(34,500} (34.500)
{2.050) (2,050)
[1,175) (1,17g)
[3,750} (3,750)
(10.841) (17,400)
(3,595) (3,595}
(10,000) ,10,000}
[4,300) (4,300}
[7,800) (7,800)
(9,574) (9,574)
(7,800) (7,800)
12,800) (2,800)
{58,620) [58,620)
131,800) [31,800)
(20,400) [20,400)
{4,000) (4,000)
{3,750) (3,750)
[2,610) (2.610)
1,299,219 Additional ~25 oar contractor license fee
1,294,269 Business licenses from $50 to 875, taxicab fram ~5 to $10 and ago special evenz
1,292,269
1.289,769
1,283,919
1,262,119 Revocable and irrevocabre License r~rocesslng fee for use of oublic right of way
1,261,119 $50 if defect is found as part of inspection. $30 for sidewalk permit requested at Office
1,227,798 Per capita for population outside the city vs currently fiat fee to County of 98,000
1,223,298
1,183,933
1,181,883 From 83.50 to ~4.00 for adults and $2.00 to 92.50 for youth
1,180,708
1,178,958
1,166,117 + t~2 for spayed/neutered ($10), + $7 for non-spay/non-neutered
1,182,522 From 98.50 to $9.00 per unit, last increased in 1998
1,152,522
1,148,222 Should total 193.970
1,140,422
1,130,848
1,123.048
1,120,248
1.061,628
1,029,828
1,030,828 Impact of Police decision package
1,010,428
1,006,428 From ~t0 to $15
1,002,678
1,000,068
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
GENERAL FUND
Attmnt 8 FY 04 FY 05
Ref. Page Cat. Pdodty DeFt Item Amount Amount
& Priority
Expenditure Reductions That tnvolve Elimination of City Positions in priority order with//1 being cut last.
41 #3 4 1 Fire
77 #8 4 2 Police
77 89 4 3 Police
63 #2 4 4 Parks
53 #1 4 6 Library
53 81 4 6 Library
39 85 4 7 Finance
43 #1 4 6 Five Flags
78 #10 4 9 Police
64 #3 4 10 Parks
38 810 4 11 Engineering
3581 4 12 Engineering
31 817 4 13 City Manager
48 82 4 14 Human Rights
53 83 4 16 Library
51 81 4 17 Legal Services
39 #3 4 18 Finance
38_~9 4 19 Engineering
24~'1 4 20 Airport
24 #1 4 21 Airport
Cumulative
Fy 04 Total Impact
ATTACHMENT 5
Eliminates 3 Fire Equip Operators (190,944) (190,844)
Eliminates Traffic Safety patrol officer (80.989) (60,98g( 748,136
Canine officer itu reg. patrol, -1 officer 164,134) (64,134) 684,001
Eliminate one park ranger 143,916) 143,916) 640.085
Loss of accreditation on revenues 36,000 640.085
Major exhibits/programs discontinued (126,865} (126,865) 513.220
Replace FT Fiscal Coord w PT (42,208) (42,208) 471,014
Reduces Bldg Supv to PT (34,011 ) (34,011) 437,003
Eliminates computer help desk position (46,343) {46,343) 390,660
Eliminate one maintenance wod(m (50,.699) (50,699i 339,961
Eliminate Traffic Engineer {56,982) (56,982) 282,979
Eliminated Eng II pos(tier {19,050) (19,050) 263,929
Admin. Serv Mgr->Budget Director {18,135) (33,272} 245.794
Eliminate Legal Intern, DDRC {13,872} (13,872) 231.922
Eliminates civilian computer intern (11,587) (11,587) 220,335
Cut Americorp program, outreach H3,494i (13,4941 206.841
Eliminates Intern {7,008) (10,011) 199,833
Eliminate Finance Intern (4.000) 199,833
Shift funds/assignment of Eng II (11,934) (11.9341 187,899
Savings used to helc cover NW rev. 18,315 18.315 206.214
Eliminate LEO FT and PT positions ~73,6141 (73,614~, 132,600
609,124 Eliminates drivers for the Assistant Chief/Command Vehicm 628
Impacts Police
These are all related to 60 hours of service per Week
Eliminate 1 FT ~rofessional, .6 PT & reduce 2 FT to .half time & reduce .60 to .26
PT Account Clerk I for payroll
Assigned to downtown
This is long by 849.
Keep in FY 04 due to GASB34 cnanges
Airport request to use these funds to help address revenue shortfalJ due to Northwest
85//2
55 83
85 83
TRANSIT FUND (part of General Fund tax asking shortfall)
0 0 Transit State Transit Assistance reduction 8,000 8.000
1 City-wide Non-union wage adjustments (5,311) (5.311)
3 2 Transit Increase Fares rag t~l to $1.50 (102,682) 102,582)
3 3 Transit Equalize garage recharge rate 22,049 22,049
2 1 Transit Eliminate Fixed Route Saturday aery, (32,393) (32,393)
ROAD USE TAX FUND
0 00per. & Maint. Increased health costs
0 Use non-recurring reserves in FY 04 and replenish in FY 05
Total, General Fund,Transit, RUTF
30,778 30,778
(53,041) 53,041
{0) (32,442)
140,600 Transit Fund
135,289
32,607 Mini bus fares from $1.00 to $2.50
54,656 Impact of Operations and Maint. decision DocKage
22.263 Eliminates 60 hours per week of PT Drivers
53,041
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND ATTACHMENT 6
WATER OPERATING
86 #3
86 #4
87 #2B
Categ Priority Dept Item
0 Water
2 Finance
2 Water
2 Water
2 Water
3 Water
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
Increased health costs 28,028 28,028
Lower Ste; due to retirement (1,071) (1,071)
Reduce hydrant topi-preventive maint. (19,500) {19,500)
Reduce consultant services tel to CIPs (2,000) (2,000)
Reduced water demand QueDecor 58,567 58,5S7
Rate adjustment relative to Quebecer (58,567) (58,567)
Total, Water Operating Fund 5,457 5,457
Impact
Savings in Finance offset by reduced recharges to the utilities
Rate increase of 1 .S8% on top of 3% increased adopted by Council for FY 04
Use Water Operating fund balance until impact of Quebecor ia more certain
SEWER OPERATING
Categ PdoriW Dept
0 Oper. & Maint
40 #9 2 Finance
92 #8 2 WPC Plant
91 #3 2 WFC Ptanl
91J~1 2 WPC Plan!
FY 04 FY 05 Cumulative
Item Amount Amount Fy 04 Total
Increased health costs 28,790 28,790
Lower Step due to retirement (1,071 ) 11,071 )
Reduce subscriptions/travel (2,455) [2,475)
Rebidding shifts to reduce CT (5,616) (5,61S}
Renting oxygen generating system (20,322) (34,542)
Total, Sower Operating Fund {684) (18,214)
Impact
Savings in Finance offset by reduced recharges to the utilities
Reassigns operators to swing shifts
Equipment installation in FY 04
40 #9
57 #2
REFUSE OPERATING
Categ Priority Dept
0 Oper. & Maint,
2 Finance
3 Oper. & Maint,
3 Oper. & Maint,
FY 04 FY 05 Cumulative
Item Amounl Amount Fy 04 Total
Increased health costs 24,719 24,719
Lower Step due to retirement (1,071) (1,071',
Increase fee from t~7.49 to $7.80/mont~ (21,700) (21,7OO;
Increase appliance pickup fee $1 O- > 814 12,000) (2,000~,
TotaL, Refuse Collection (52) (52)
Impact
Savings in Finance offset by reduced recharges to t~e utilities
Still 20% lower than the next lowest solid waster collection fee of other ton targeat cities
40 #9
STORMWATER OPERATING
Categ Primlty Dept Item
2 Finance Lower Step due to retirement
FY 04 FY 05
Amounl Amount
Cumulative
Fy 04 Total
Impact
Savings in Finance offset by reduced recharges to the utilities
Total, Stormwater Fund {1,071) {1,071)
68 #4
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND
LANDFILL OPERATING FUND
FY 04 FY 05 Cumulative
Categ Pdodty Dept Item Amount Amount Fy 04 Total
0 Oper & Maint Increased health costs 10,765 10,765
2 Oper & Maint Use Agency's FY 04 rate ncrease 10,765) (10,765]
Total, Landtill Oper. Fund 0 0
ATTACHMENT 6
Impact
No impact as covered by $.75 per ton fee increased alreaay scheduled for 7-1-03
4O #8
67 #8
67 #10
67 #9
83 #2
PARKING
FY 04 FY 05 Cumulative
Categ Pdodty Dept item Amounl Amount Fy 04 Total
Parking
Parking
Finance
Parking
Parking
Parking
UDAG FUNDS
Categ Pdodty Dept
0 Comm. Dev,
2 Purch of Serv
Increased health costs 11,513 11,513
Shortfall in revenues 30,000 30,000
Recharge addl OH to parking 4,000 4,000
Reimburse porice for tickets written 20,000 20,000
Eliminate a Maintenance worker 149,911) (49,911~
Reduce Cashier hours .57 FTE {13,988) (13,98BI
Total. Parking Oper. Fund 1,614 1,614
FY 04 FY 05 Cumulative
Item Amounl Amount Fy 04 Total
Increased health costs 717 717
Reduction in alloc, by 7.6%-Labor Mgm[ (717) (717}
Total UDAG Fund 0 0
Impact
4th Street Ramp
Look at rate ~crease decision packages in FY 05 if necessary.
Impact
COMMUNITY DEV. FUNDS
Categ Priority 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 #3 2 Housing/CD
Increased health costs
Education and Training Funds
Rehab activity supplies reduced
Admin supplies and services
General Liability Insurance
Rental Unit Survey eliminated
FY 04
Amount
12,799
(2,900)
I1,470)
(1,397)
(1,500)
(6,000)
FY 05 Cumulative
Amount Fy 04 Total
12,799
(2,5001
(1,470)
(1,397)
I1,500)
[6.0001
Impact
Reduced due to error in spreading cos[s
Total Community Dev. Block Grant (58) [68)
SUMMARY OF DECISION PACKAGES RECOMMENDED BY 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 Tota(
1,000 1,O00
Impact
SECTION 8 HOUSING
Categ Pdorlty Dept Item
47 #4 2 Housing/CD
47//4 2 Housing/CD
47//4 2 Housing/CD
47 84 2 Housing/CD
47//4 2 Housing/CD
79//15 4 Housing/CD
25 #4
CABLE TV FUND
Categ Pdorlty Dept
0 Cabte TV
0 Cable TV
2 Annex Malnt
26//5 2 Cable TV
26 #4 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//6 4 Police
Staff to donate refreshments-FSS
Total, Section 8
Item
Increased health insurance costs
FY 2004 Operating Budget Surplus
Property Maintenance
Reduce Machinery/Equip. Rental
Eliminate Promotional activities
Reduce Subscr.pttons
Reduce Subscriptions
City Focus changed to insert
Eliminate City Expo Event
Graphic Artist position eliminated
Charge PI function of 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
{312) (312)
{5311 (531)
(726) (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 t 5,359 11,759
Impact
Police 910 fee for background checks
Use fund balance to cover or alternate background check admin, policy
impact
Includes estimate of FY 05 surplus but uncertain due to franchise negotiations in process.
Reduce nightly custodial service and preserve res[room and floor care nightly
Terminate memPersi~ips in Alliance for Community Media for staff and Commission
Reduce rental of production, presentation or [est equipment for event or emergencv
Promotion cf PEG Access, City Channel9, Keline bus cards, posters, spec. events
Eliminate Cable TV Law Reporter ane TV Regulation Monitor subscriptions
Drop Multichannel News subscriptions.
City Focus [o be insert in utility bills (quarterly)
Position and related supplies and services
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND ATTACHMENT 6
SERVICE FUND
38 #10
38 #S
35 #1
55 #3
Categ Priority Dept Item
Engineering Increased health costs-Engineering
Oper, & Maint. Increased health costs-Garage
Engineering Eliminate Traffic Engineering position
Engineering Shift funds/assignment of Eng tl
Oper. & Maint. Equalize garage rates for Transil
Total, Service Fund
FY 04
Amount
FY OS
Amount
18,743
12,360
(8,727)
11,934
(22,080)
12,260
Cumulative
Fy 04 Total
31,103
12,360
(8,727)
11,934
(22,050}
24,620
Impact
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED BY FUND ATTACHMENT 7
Atlmt 8
Ref.
GENERALFUND
Category Dept Item
0 Citywide
2 Pureh of Serv
2 Pureh of 8erv
2 Pureh of Serv
2 Purch of Serv
2 Purch of Serv
27 #2 4 City Clerk
27 #1 4 City Clerk
29~1
2 City Manager
2 City Manager
32 #2 3 Econ. Dev
32 #1 4 Econ. Oev
32 #1 4 Econ. Dev
33 #1
4 Emerg. Corem
36 #5 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 1% LOST in operating
Less 50% of 1% LOST in operating
Elimination of Purchase of Service
Elimination of eVB Contract
Elimination of GDDC Contract
Elimination of Main St Contract
Elimination of Labor Mgmt Contract
Reduces Deputy Clerk to 36 hrs/wk
Reduces Permit Clerk to 38 hrs/wk
Safety Consultanl
Employee Assistance Program
Charge .5 to 1 fee for loan application
E}iminate Econ Dev. Director
Add Associate Planner
Part time hours reduced 84 to 36/wk
Adds site clan review fee
Adds site plan inspection fee
Eliminate Investment Managers/Cust.
Reduce hours for Purchasing Coord
Closes Grandview and Rhomberg
Closes South Grandview Station
Reduces Assr. Env. San. to 32 hrs
Recharges service to Stormwater
Reduces Budget for Damage Claims
Eliminate one Maintenance worker
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total Impact
1750,000) 1750,000} Gas--3%
11,185,0001 11,185,0001 Electric-3%
.125,000 125,000 Gas
t97,500 197,500 E~ectric
(45,9ti41 (45,964)
1478,770)
1127,500)
(43,966)
18,080) (8,080)
(4,773) 14,9161
14,1061 14,229)
12,500) 12,500)
15,3001 {5,3001
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
cosl the CIP ~322.500 each year. Could exempt non-taxable property through an annual
rebate and could give a discount to Iow/moderate income families. State has reduced
sales taxes on utility bigs from 5% to 3% in last two vears. State sales tax is currently
scheduled to be pnaseo out I% per year over 3 yeras but there is legmlation being
considered by the Govenor to freeze that at 3%,
Transfers UDAG funding to City's Econ. Dev. Dept to reduce tax asking
Transfers UDAG funding to City's Econ. Dev. Dept to reduce tax asking
Transfers UDAG funding to City's Econ. Dev. Dept to reduce tax asking
(4,000) 14.000)
119,688} 135,649}
11.561 23,120
127,3121 127,3121
113,6001 113.6001
(5,550) 15,5501
(70,000) (70.000)
{4,9881 (4,988)
1613,8831 (613,8831
1397.498) (397,498)
(8,7321 (5,732)
115,0001 115,000)
1t5,500} 115,5001
(50,782) (50,782)
Chage min. of ~500 to 1% for loan packaging, grant application, tax increment filing
1,103,536 Net savings of reducing to 2 dispa[cners except 4 pm to midnight
(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, Key West ambulance service egminated
Eagle Point Park personnel
74 #7 3 Planning Historic preservation design review fee (2,6751 (2,675]
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 ST (57,071] (57.071)
Eliminates Corporal-staff support (60,989] (00,989}
Eliminates COP position (60,989', (60,989)
Eliminates COP position (63,609) (63,609)
El/m/nares patrol officer (57,945} (57,9451
Eliminates pazrol officer {57,9451 (57,945)
Eliminates patrol officer {57,945) (57,945)
Use of CDBG funds for COP program {24,144) (24,144)
Recreation Reduce Golf Maintenance worker to PT (19,925} (19,925)
4 Spar. ~ Maint.
4 Spar. & Maint.
4 Spar. & Maim.
Eliminate 3rd Truck Ddver position (.54) (58,591} (58,591)
Eliminate Truck Driver position (.46) (65,746i (65,746)
Eliminate Truck Driver position (.33) (57,922) (57,922)
Totai, GeneralFund (3,563,688) (4,218,595)
1,292,725 Related to decision pkg m CM Office
Impact felt in Golf Development Fund and not General Fund
Affects San./Storm Sewer Maint, Snow Removal and asphalt pavm{~
Affects San./Storm Sewer Maint, Snow Removal and asphalt paving
Affects SanJSrorm Sewer Msint, Snow Removal and asphalt paving
ATTACHMENT 7
ROAD USE TAX
FY 04 FY 05 Cumulative
Category Dept Item Amount Amount Fy 04 Total
O~14 Spar. & Maint Elimintes 1.00 FTE Truck Drivers {135,412) (135,4121
Spar. & Maint Elimintes .54 FTE Truck Drivers {118,301) I118,301)
Total, Road Use Tax Fund (253,713) (253,713)
Impact
and eliminates 2,500 ton asphalt and is related to eliminating 2 FTE Truck Drivers
and eliminates 3,000 ton asphalt
COMMUNITY DEV. BLOCK GRANT
FY 04 FY 05 Cumulative
Category Dept Item Amount Amount Fy 04 Total
2 Planning
2 Purch of Serv
2 City Managers
4 City Managers
4 Econ. Dev
4 Econ, Der
3 Recreatior
Reduce historic pres~ consultant (2,506) (2,506]
Reduction in atloc, by 7.6% (5,466) (5,466)
Neighborhood News Letters (1,500) (1,500)
Neighborhood Dev. Spec to PT (24,144) (24,144)
Add Associate Planner 4.496 8,991
Eliminate Econ Dev. Director (7,666) {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 Potice Department
UDAG FUNDS
Category Dept
2 Pumh of Serv
4 Econ. Dev.
FY 04
Item Amount
Seduction in alloc, by 7.6% (12,914)
Eliminate Econ Dev. Director (27,341)
FY 05 Cumulative
Amount Fy 04 Total
(12,914)
{54,682)
Impact
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED BY FUND
Econ. Day Add Associate Planner 15,588 31,177
Total, UDAG Funds (24,667) [36,419]
ATTACHMENT7
PARKING
FY 04 FY 05 Cumulative
Category Dept Item Amount Amount Fy 04 Total Impact
3 Parking Move daily to top of ramp/incr monthly (18,336) (18,336} Locust Ramp
3 Parking Move daily to top of ramp/Incr monthly (16,560) (16,560) Iowa Ramp
2 Parking Close lot #10 & Lot #3 to incr 4th St use
3 Parking Increase r)arking ticket fines ~5 to $7 {80,000) (50,000) Possibly for FY 05
2 Parking Terminate lease of Lot 12 from IDOT (3,000) (3,000}
2 Parking Courtesy Parking Ticket-reduce districl 120.000) (20,000¥ Revenue increase
3 Parking Increase ramp hourly ra[es (30,750) (30,750) Fr~m 30 cents to 50 cents
Total. Parking Fund (138,646) (138,646)
TRANSIT
FY 04 FY 05 Cumulative
Ca~gory Dept Item Amount Amount Fy 04 Total
3 Transit Increase Fares rag $1,00 to 92.00 (159,280) {159,280)
2 Transit Eliminate Sat. mini bus service (14,791) (14,791)
TotaL. Transit Fund (174,071) (174.071)
{mpeot
Mini bus fares frem ~1.00 to $3.00
Reduces PT DisDatc[q hours and reduces Payment to Projecl Concern
SEWER OPERATING FUND
Category
FY 04 FY 0S Cumulative
Oept item Amount Amount Fy 04 Total
4 Finance
2 WPC Plant
2 WPC Plant
3 WPC Plant
2 WPC Plant
4 WPC Plant
3 Oper. & Maint
4 Oper. & Maint.
Replace Cashier w PT Cashier (5,279) (5,279)
Eliminate calibration service (4,500) (4,500)
Eliminates training to upgrade skills {8,000) (8,000)
Sewer rate increase (19,665) (19,666)
Eliminate weed and insect control (974) {1,002)
Eliminate student Intern (2,000} (2,000)
Increase Sewer fee {7,547) (7,547)
Eliminate Truck Driver position (.13) (9,137) (9,1371
Total, Sewer Oper. Fund (57,102) 157,1301
Impact
Savings in Finance offset by reduced recharges to the ut)rifles
Plant personnel to calibrate CO Monitor
Adds .5% to the sewer rate increase of 3% approved for FY 04
Increases fees by .2%
Affects San./Storm Sewer Maint, Snow Removal and asphalt paving
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED BY FUND
WATER/SEWER/REFUSE/STORM SEWER
Category
FY 04 FY 05 Cumulative
Dept Item Amount Amount Fy 04 Total
3 Finance
4 Finance
Go to Bi-Monthly billing for utlities (40,000) {40,000)
Replace Cashier w PT Cashier (5,279) (5,279)
WATER OPERATING FUND
Category Dept Item
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
4 Finance
2 Water
2 Water
2 Water
3 Water
4 Water
4 Water
4 Water
Replace Cashier w PT Cashier (5.279) (5,279)
Reduce hydrant repl-pmventive maint. (8,000) {8,000)
Reduce pipe/fittings-preventive malnt. (20,000) (20,000}
Reduce valve topi-preventive maint, (8.000) {8,000)
Rate adjustment to address shortfall (122,500) (122,500)Alternative
Eliminate Water Engineering Assr (45,732) {45,732)
Eliminate Truck Driver-Distribution (44,136) (44,136)
Eliminate Equip. Operator II (47,214) (47,214)
Total, Water Oper. Fund (295,582) (295,582)
LANDFILL OPERATING FUND
Category
2
4
3
4
Dept
Oper & Maint
0per. & Maint.
0per. & Maint.
Oper. & Maint.
FY 04
item Amount
Use Agency's FY 04 rate increase (23,472)
Eliminates DMASWA Administrator (34,237)
Increase Landfill fee t~1.71 /ton (34,250}
Consolidate positions of Admin/Educ (51,950)
Total, Landfill Fund (143,909)
FY 05 Cumulative
Amount Fy 04 Total
(23,472)
(34,237) Alternative
(34,250) Alternative
(51,950) Alternative
(143,909)
ATTACHMENT 7
Savings in Finance offset bv reduced recharges to the utilities
Savings in Finance offset by reduced recharges td the utilities-Stormwater share
Impact
Savings in Finance offset by reduced recharges to the utilities
Rate increase of 3.5% to address shortfall. Total rate increaase would be 6.E%.
Hire part time employee and redistribute work., reduced response time to contractors
Hire part time employee and redistribute work., reduced response time to contractors
Use outside services of ~18,068, reduces response time to contractors
Impact
No impact as covered by ~.75 per ton fee increased already scheduled for 7-1-03
SERVICE FUNDS
Category Dept
4 Oper, & Maint.
4 Oper. & Maint.
4 Engineering
FY 04
Amount
FY 05 Cumulative
Amount Fy 04 Total
Elim. Vehicle Supv. & upgrade Mech. (12,947) (12,947)
Eliminates Stock Clerk in Garage (22,977) (22,977)
Eliminated Eng b position (40,577) (40,577)
Total, Service Funds (76,501) (76,501)
Impact
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED BY EUND ATTACHMENT 7
REFUSE OPERATING
Category Dept Item
4
3
4
4
Oper. & Maint.
Oper. & Maint.
Oper. & Maint.
FY
Amount
FY 05
Amount
Cumulative
Fy 04 Total
Replace Cashier w PT Cashier (5,279) (5,279)
Increase fee from $7.60 to $7.64/month (8,776) (8,776~
Reduces OT, Leaf rake out. and other {33,866) (33,866) Alternative
Reduces OT, Leaf rake out. and other (31,881) (31,881}Alternative
Total, Refuse Fund (79,802) (79,802}
Impact
Savings in Finance offset by reduced recharges to the utilities
Eliminates appliance pickup service, dedicates brush ties. college intern
Eliminate leaf rake-out collection service