Budget MVM Ltr & summariesMEMORANDUM
July 8, 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 overcome difficult
obstacles throughout the years. Each experience has tested this community's resolve.
While every city plans carefully to avoid potential problems, in some cases--the
unexpected strikes.
The City of Dubuque is struggling with a substantial budgetary shortfall - mainly the
result of a $1,070,425 funding cut from the State of Iowa. This reduction came without
warning, and it impacts every department and division within the City. Even more
unfortunate, this shortfall comes on the heels of a difficult budgeting process and
represents an additional revenue loss.
Planning for the Fiscal Year 2004 budget began with City Council goal-setting in August
2002 and included a thorough, detailed and intense examination of the City's finances.
The budget process continued with a series of public hearings in February and March.
At that time, the City Council addressed a $1 million shortfall, which included a
$312,513 state-mandated increase in police and fire pension costs and a 35% 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 story 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
$1,070,425 in revenue or 3.28% 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 (with $315,000 in other budget shortfalls). After addressing a $1
million shortfall during the initial budgeting process, the City's operating budget now
faces a reduction of $1,799,103 in tax funds and a $200,088 shortfall in non-tax
supported funds. The State of Iowa has permanently eliminated this funding to cities
making this reduction an annual, recurring loss. Therefore, finding a solution for this
revenue loss cannot be a one-time, short-term solution.
With such a profound funding decrease, the City Council might have considered raising
revenue through a property tax increase. However, once a city has certified its budget
(and tax askings), raising property taxes is no longer an option. With the fiscal year
beginning on July 1, a solution must be found.
There have been many suggestions of how to deal with the budget shortfall, and City
staff has been exploring all opportunities to cut .costs. Some ideas, after more research,
have been rejected due to funding restrictions, 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 dudng the economic
downturn. The City Council has established the guideline of maintaining a 10% reserve
or $2,556,000 for the general fund operating budget. The reserve fund provides
sufficient cash flow to pay bills and provides a safety net during a major catastrophic
event. The City's reserve fund is a measure of its financial health or stability. Bond
rating agencies - the "banks" that cities use to borrow money - will ask about that
reserve policy and examine reserve levels. Drawing on those balances without a plan
to deposit money in the future can damage a city's ability to borrow at reasonable
interest rates. If we spend our reserves, we dsk lowering our bond rating and
increasing project costs. Aisc, the City would wot 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 balance 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 30th
Continuing appropriation authority covered
in first budget amendment
$19,876,418
(3,330,054)
(9,464,028)
Available Balance
$ 7,082,336
Less 10% reserve per Guideline
Less Jan 1, 2002 DRA Distribution used to
Support FY 03 CIP's per Guideline
Plus amount of DRA Distr. used in advance
(2,§56,000)
(4,358,000)
578,000
Unencumbered funds needed to support next
Years budget per Policy Guideline
Period 13 correction to fund 410
(200,000)
(127,209)
Uncommibed 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 capital improvements receive funding from different sources.
Capital improvements are projects that do not occur every year, such as creating a
neighborhood park, repairing a street or fixing a sewer. The operating budget pays for
recurnng expenses like salaries, supplies, and utilities. Money collected through certain
[axes, like the local option sales tax and gaming taxes, is restricted and can only
partially be used to pay salaries. Gaming revenues are not as predictable as other
funding sources and are best used for one-time projects. Although the current budget
crisis is caused primarily by outside influences, we do not want to take actions that will
cause a future budget crisis of our own making.
The June 2003 ruling by the U.S. Supreme Court lets stand an Iowa law taxing the
Dubuque Greyhound Park and Casino at a much higher rate than riverboats. This
decision further limits the City's ability to use capital improvement money for salaries.
The City stands to lose $17 million from the five-year capital improvement program
because of the higher state tax rate that may now be imposed on Dubuque Greyhound
Park and Casino. Five million dollars will be 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 1 was implemented immediately. Training and travel budgets were slashed for all
departments.
The police and fire departments are facing budget cuts, and many have questioned why
these departments are shouldering part of the load. When examimng the operating
budget, the departments facing the biggest reductions are those that require the most
funding to operate. Neady 60% of the operating budget supports police, fire, and
emergency communications. The remaining 40% funds all other City departments
including [he 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 six 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
~n Police to avoid any layoffs. There is one vacancy in Fire, but more may be created
with the proposed retirement incentive.
It is recommended that the City provide emplOyee assistance program services and
outplacement services to any laid-off employees. In addition, each laid-off employee
will be entitled to 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 January 1,2004, will receive a $10,000
cash bonus. As you can see, that was potentially money that was going to be paid out
anyway to the laid-off employee.
Another way to make up the deficit is to increase revenue. To do that, the City is
considering higher fees for services in several departments including building, planning,
and leisure services. Raising fees alone, however, isn't enough to make up the
difference.
The State of Iowa didn't just cut its funding to Dubuque. All cities across the state were
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 increase revenues while having the
least impact on services.
Every City department will be impacted by the budget, including the city manager's
office. The city manager's office includes human resources, public
information/graphics, administrative services and neighborhood development. I am
recommending the elimination of one position and related supplies and services for a
savings of $60,858 and restructuring the administrative services division to save more
than $50,000 over the next two years. Finally, I am recommending the elimination of
City Focus ~n 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 workfome has declined by nearly 12% or
69 positions since 1981, in spite of adding numerous services. New programs during
that time period have included:
Yard waste and recycling
County-wide E911 dispatch
4
Comprehensive housing programs
Community oriented policing
DARE and other drug-related programs
Rental property inspections
Operations of the new leisure pools
McAleece Recreation Complex
Fifth Street Parking Ramp
Fourth Street Parking Ram p
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 10.54% ($936,407) 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 ne~ year's budgeting process.
This was before the state reduced City revenues by $1,070,425. The City is also
receiving preliminary information from the State of Iowa that revenues will be further
eroded in Fiscal Year 2005 with a significant state-mandated rollback of residential
property values, cou pled with a residential equalization order. This impending difficulty
with the Fiscal Year 2005 budget provides further evidence that spending down
reserves or canceling capital improvement projects to just delay the Fiscal Year 2004
budget problem to Fiscal Year 2005 will probably not be productive. One of the
challenges facing the City Council for Fiscal Year 2005 will be the prospect of
considering ways to enhance revenues or cut services. Two options that will be
available to the City Council, along with others, will be a property tax increase or
establishing a franchise fee on electric and natural gas bills.
The City is allowed to adopt a franchise fee on electric and natural gas bills up to 3%.
The franchise fee adoption is not a referendum issue. By state law the fee may be
adopted by a majority vote of the City Council, but the franchise agreement requires an
affirmative vote of all the members of the Council. If a franchise fee is adopted, the City
may no .longer apply the 1% local option sales tax to these same utility bills. Therefore,
a 3% franchise fee only increases the cost to the consumer by 2%. A 3% franchise fee
would generate an estimated $1.6 million per year.
Until Fiscal Year 2002, the State of Iowa had a 5% tax on utility bills. Beginning in
Fiscal Year 2002, the State of Iowa began reducing that utility tax by 1% a year until it
reaches zero in Fiscal Year 2007.
Three concerns expressed about a franchise fee are its impact on non-taxable
properties, Iow income residents and economic development. In the area of economic
development, that concern is partially relieved in the area of natural gas in that large
users can buy their natural gas on the open market. Aquila advises that when the tax is
calculated on gross sales, the company only gets charged a fee on the cost to transport
the natural'gas to the company, not the product purchased from another company.
5
To relieve the concerns of non-taxable property, the City could offer a rebate on the fee
for non-taxable property.
To assist Iow/moderate income residents, the City could offer a rebate to those at 80%
of median income and below, on a graduated basis.
As you can see, there are many variables in this issue. I am not recommending the
electric and natural gas franchise fee to solve the current budget crisis, but it could be
considered during next year's budget process.
To resolve this year's budget shortfall, I am recommending five courses of action This
includes:
1. Wage freeze for non-bargaining unit employees;
2. Expense reductions that do not involve cutting City positions;
3. Increases in certain sources of revenue;
4. Expense reductions that involve elimination of City positions; and
A retirement incentive program to help avoid layoffs of new employees and
outplacement and employee assistance services for anyone who is laid off.
First and foremost, I want to recognize the sacrifice of the non-bargaining unit
employees wno 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
The five umons representing City employees were asked to accept a wage freeze. If all
five unions accepted this proposal, 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.
The Health Care Committee consists of a representative from four of the unions, the
non-represented employees and the City Manager's Office. The Firefighters
Association is no longer a member of the Health Care Committee. Any Health Care
Plan changes must receive a unanimous vote of the committee members. The
agreement to maintain this committee expires on June 30, 2003.
6
The adopted Fiscal Year 2004 budget approved 5y 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 two-year
agreement to maintain the Health Care Committee is in place. The Health Care
Committee would now exclude the Poi ice Association and the Firefighters Association.
Changes in their health benefits would be a subject of collective bargaining upon
contract renewal.
The health plan savings used in this budget recommendation includes only the three
remaining unions and the non-represented employees. Instead of a $236,000 savings,
it is a $167,379 savings.
The budget issues to be addressed are listed in Attachment 1.
In priority order with the first item 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/Reven ue 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 amount.
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.
I am concerned that some information recently disseminated in the community would
leave people to believe that there is a citizen safety issue related to Fire Department
response capabilities. That simply is not true; in fact, the Dubuque Fire Department
7
provides one of the highest service levels in the country with six fire stations and 90
full-time employees.
A question was raised about the City's ability to meet the National Fire Protection
Association, NFPA 1710, standard for organization and deployment of Fire
Suppression, Medical and Special Operations.
It is important to note that NFPA 1710 is a voluntary guideline that has not been
adopted by many jurisdictions, including the City of Dubuque and the State of
Iowa.
This is not an absolute standard. It allows for equivalency with different systems,
methods or approaches.
The standard does state that companies shall be staffed with four on-duty
personnel, however the definition of "company" modifies this by stating a group of
members dispatched and arriving together, continuously operating together and
managed by a single Company officer allows for personnel to arrive on different
apparatus then assigned together to form a company with a four personnel
minimum. This is accomplished at the incident scene in Dubuque by using the
incident command system.
Current City of Dubuque response involves three engines, two ladders, medic
unit and command unit. At minimum staffing this will place 15 firefighters on the
scene of a structure fire. With the budget reduction recommendation of three
firefighters and maintaining the minimum staffing per shift at 22 personnel, the
response will maintain the 15 minimum firefighters.
A question was also raised about the Dubuque Fire Department's Insurance
Service Office (ISO) rating. This national classification system rates a
community's fire protection capabilities with a score of 1 to 10, with 1 being the
best.
The ISO rates 45,898 fire de partments nationwide. The City of Dubuque finished
higher than 96.2% or 44 148 of the other fire departments in the country with a
Class 3 rating. The City of Dubuque's ability to deal with a fire is in an elite class
of 1,750 departments that are rated between 1 and 3. This puts the City of
Dubuque in the top 3.8% of fire departments in the country. No fire department
in the State of Iowa has a higher classification than Dubuque.
As you know, the City of Dubuque impacts the safety of the public in many ways,
suc'h as safe streets, functioning traffic lights, health inspections, snow plowing,
clean drinking water and others.
As part of this budget cdsis, some people have questioned the city's commitment
to PoliCe Fire and Emergency Communications. I want to put into historical
context for you the level of commitment that has been demonstrated by the city
to Police, Fire and Emergency Communications since Fiscal Year 1998. During
8
this seven year period, the city spent $7.7 million on capital improvements for
these three departments; with $2,291,000 spent on the Police Department,
$2,389,000 spent on the Fire Department and $3,026,000 spent on Emergency
Communications (including the 800 mhz radio system paid with county-wide 911
funds). These figures do not include the annual equipment replacement budgets
for these departments.
Since Fiscal Year 1994 the City has added 15 sworn Police Officer positions and
one full-time Emergency Communications Dispatcher.
Safety of the public has been and remains a high priority of the City of Dubuque.
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 is an opportunity for public comment on the budget. A public hearing on the
budget amendment is scheduled for 6 p.m. Wednesday, July 9 at the Five Flags
Theater, at the corner of Fourth and Main Streets.
IVfichael C. Van Milligen ~
MCVM/jh
Attachment
cc: Barry Lindahl, Corporation Counsel
Cindy Steinhauser, Assistant City Manager
Pauline Joyce, Administrative Services Manager
Department Managers
9
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND AS AMENDED DUE TO HOMESTEAD CREDIT CHANGE AND NON-UNION WAGES
GENERAL FUND
Attmnt S
Ref. Page Cat. Priority Dept
& Priority
0 City-wide
0 Citv-wme
0 City-w~ae
0 City-wide
0 City-wide
0 Citv-wide
0 Citwwide
0 City-wide
0 City-wide
0 City-wide
0 Citv-w~ae
0 City-wide
ATTACHMENT
08-Jul-2003
FY 04- FY 05 Cumulative
tom Amount Amount Fy 04 Total Impacl
Impact of State cuts
Liouor Sales Tax Credil 269,942 269,942 269,942
Municipa Assistance 305,715 305,715 575,657
Personal Property Tax Replacement 449,968 449.968 1.025,625
Monies and Credit Remacement 44,800 44,800 1,070,425
Impact of health cost increases 413,678 413,678
Hiring freeze/confined space revenue 315,000 315,000
One month lag ~n positions cuts-Aug, 9 50.000 §O.000
Unemployment cos[s,ou[placement. 80,000 80,000
Retirement Incentive 30,000 30,000
SS eno IPERS [mDacl 4,050 4,050
Health TF savings (unclert/over target 68,879 (56,438)
ICAP Contribution-liability insurance 12,000 12,000
1,799,103
1,849,103 August 9th for poseidon eliminations or 30 days after Council dems[on
1,929,103 If you assume that 8 positions are cut aha aren't placea tnr~ retirements/attrition
1,959,103 Assuming 3 re[irements
2,032,032 Target of $236,000,only came up with $164,305 I~ '04 &
2,044,032 Billing received 4/22/03 which is ~20,000 higher than FY 04 budget estimate
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND AS AMENDED DUE TO HOMESTEAD CREDIT CHANGE AND NON-UNION WAGES
GENERAL FUND
Attmnt 8 FY 04 FY 05 Cumulative
Ref. Page Cat. Priority Dept Item Amount Amount Fy 04 Total
& Priority
1 City-wide Non-union wage adjustments (349,876) (355,187) 1,69&,156
Impeot
ATTACHMENT
08~ul-2003
SUMMARY OF DEC{SION PACKAGES RECOMMENDED BY FUND AS AMENDED DUE TO HOMESTEAD CREDIT CHANGE AND NON-UNiON WAGES
GENERAL FUND
Attmnt 8 FY 04 FY 05
Ref. Page Cat. Priority Dept Item Amount Amount
& Priority
Expense Reductions That Do Not Involve Cutting City Positions in ~rlority order with #1 being cut last.
Cumulative
Fy 04 Total Impact
25 #3 2 32 Annex Maint
26 #2 2 18 Annex Maint
25 #4 2 33 Annex Ma[nt
25 #1 2 34 Annex Maint
27 #5 2 ~6 City Clerk
27 #4 2 17 City Clerk
27 #3 2 4 City Clerk
28 #1 2 12 City Council
28 #3 2 13 City Counci
28 #2 2 14 City Counci
25 #1 2 19 City Hall
25 #3 2 21 CRv Hall
25 #2 2 20 Citv Hall
31 816 2 38 City Manager
31 #14 2 3! City Manager
30 #12 2 35 City Manager
30 #9 2 40 City Manager
I 31 #16 2 37 City Manage~
~29 #4 2 5 City Manage[
I 30 #13 2 39 City Manager
29 #B 2 8 City Manager
30 #10 2 7 City Manager
30 #11 2 51 City Manager
32 #3 2 36 Econ. Dev
33 #2 2 41 Emerg, Corem
33 #3 2 6 Emerg. Comrr
34 #1 2 42 Emerg. Mgmt
35 #2 2 9 Engineering
40 #8 2 44 Finance
39 #7 2 43 Finance
46 #4 2 26 Health
46 #6 2 4E Health
45 #3 2 24 Health
45 #5 2 25 Health
47 #lA 2 46 Housing Serv
48 #1 2 47 Human Rights
49 #3 2 27 Info Services
69 #5 2 49 Info Services
49 #1 2 48 Info Services
49 #4 2 22 Info Services
49 #2 2 23 nfo Services
51 #2 2 16 Legal Services
51 #4 2 27 Legal Services
63 #6 2 22 Library
Boiler Maintenance (450) (45oi
Equipment Maint. Contract (475) (475)
Property Maintenance (2.0881 (2,O88)
Property Maintenance (615) (61
Eliminate microfilming/scanning (8,260) (4,5001
Crop printing of Council Proceedings (1,190) (1,210',
Eliminates staff support on CS tests (1,3501 (1,350)
Eliminate Boards and Comm. Picnic (2,400)
~educe Travel Professional Conference (13,750) (13,7§0)
Sister City Program [2,000) (2,000)
Reduced lanitodal services (5,668) (11,3361
Reduce operating supplies {1,0591 (1,0Eg)
Reduce property mam[enance 12,296) (2,298)
Meals for buaget hearing sessions (2,6501 (2,650)
DrOD 25 gaserfiche view only licenses (I ,980] (1.9801
Dro~ Dale Carnegie Training 13,431', (3,4311
Subscriptions Services-Personnel (2,000) (2,0001
Budget printing--4 copies onlv (5,360) (5,360)
Sensitivity Training (3,000) 13.CO01
Eliminate catering for meetings {2,500) (2,500)
Wellness Programming (9.700) (9,7001
Eliminate employees gifts (4,072) (4,0721
College Reimbursement Funds (7,400) (7,400i
Washington DC Initiative reduce(I (13,2181 (13,2181
CAD maintenance shifted to 911 FunC (15,3111 (15,3111
Training expense for Ride-Alongs (1.665) (1,665)
Increased federal funds (3,5411 {3,5411
Eliminates ¢~8.000 for overBme (8,000) (8,0001
Recharge add~ OH to parking 14.O001 14,O001
Monitor/Collect Loans Internally-CDBG (6,000} (6,000)
Elimintes CT for Sanitarians (3,268) {3,400)
State reimbursement ef acEr[ties (5.0001 5,400)
Eliminates CT for Animal Control Officer (1.4941 '1.5391
Eliminates temo clerical (885) (902)
Shift vehicle expense,reauce supplies (2,200) (2,200)
Shift $10,000 salaries to HUD funding (10,0001 (10,0001
Uses como time vs pa~d overtime (6,835) 16.835)
Email management moveo ~n house (13.058) (16,7831
Actual savings on SQL more than antic. I1,702) (1,702}
Reduce network maint to 8hfs/5 days (5,0001 (5,000]
Renegotiated serwce contract (5,000) (6,000',
Eliminated Education & Training (9621 (962]
Splits health insurance between depts (4,3011 [4,301
Reduce materials purchased 17.4% (45,875) (45,8751
ATTACHMENT 3
08-Jul-2003
(3,628! Reduce frequency of rug reit acement servic from biweekly to monthly
(11,8881Eliminates ntern To scan records eno microfilming of Council records
13,0781One book would be provided to Library and one in CiW Clerk's Office
(14,428)Eliminates over[~me for staff supper[. Dept staff and Commmsioners would need to held
130.5781
(32,578)
(38,246) Monday, Wed, and Friday janitorial service and restrooms on summer weekends
(39,3051
(41,603)Group replace bagasts, defer maintenance if necessary on other items
',46,233)Reduced from 50 to 26 and qroppea 2 full icenses,
[49.6641
(57,0241CD ROM available to p[tDIIC at cosz
(60,024)
(62.524)
[72,224)
(76,29615olrd [unci~eon would continue with no gifts or service awards
(83,696)
(96.9141
(113,890) Net savings lexpense mss 1/3 county re~moursemen~]
(117,4311
{126,431 ) Lower pnor~[y Tasks will be delayed
(129,4311
(135,431] Revenue will go To Finance instead of to financial institution
143.699)Activities performed will be reimbursed for FY 04 & 05 au m n. ce, bioterrormm)
(146,078]
(158,278) Housing cases would take pnonw
(165,1131
(179,1711
(179,8731
(184,8731
(189,8731
(190,8351
1195,136)Same amount of savings ~n Police
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND AS AMENDED DUE TO HOMESTEAD CREDIT CHANGE AND NON-UNION WAGES
GENERAL FUND
Attmnt 8
Ref. Page Cat. Priority Dept
& Priority
53 #4 2 3 Library
64 #4 2 28 Parks
75 #8 2 55 Planning
71 #1 2 30 Planning
71 #2 2 29 Planning
78 #14 2 54 Police
29 #6 2 52 Police
78 #12 2 I Police
82 #1 2 10 Purch of Serv
83 #5 2 50 Recreation
83 #4 2 11 Recreation
83 #6 2 53 Recreation
FY 04 FY 05 Cumulative
item Amounl Amount Fy 04 Total Impact
Reduce programm*n~ by 47% for all (4.285) (4,285)
Eliminate weeKenD overtime (7.860) (7,860)
Eliminate staff membership in APWA ',900) (900)
Eliminate ECIA contracted services (12.000) (12.000)
Reduce times zoning map updated (2,000) (2,000)
Reimb for tickets ~ssueo Dy Police (20,000) (20,000)
Cable funds for public information officer (60,858) [60,858)
Specialized police services discontinue (81,736) (81,736)
Reductio~ nalloc, oy 7.6% (3,945) (3,945)
Increase Admin. Overhead Chg to Golf (10,000) (10,000)
Eliminate Ic~ Rink Warming Houses (5,871) (5,871)
CDBG funds pay for 50% swim pass (13,528} (13,528)
ATTACHMENT 3
08-Jul-2003
[245,296)
{253.1561
(254,056) Will maintain City Planner's memDersmo
(266,056)
(268,056)
(288,056)
(348,914) Funds public information personnel in Police and Fire with Cabin Franchise fees
(347,792JSTOP, Domestic Violence overtime accreditation,
1351.737)
1367.608)
(381,1
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND AS AMENDED DUE TO HOMESTEAD CREDIT CHANGE AND NON-UNiON WAGES
GENERAL FUND
FY 04 FY 05 Cumulative
Cat. Priority Dept Item Amount Amount Fy 04 Total Impact
ATTACHMENT 4
08-Jul-2003
3 1 Building
3 2 Cit~ Clerk
3 3 Emerg. Corem
3 § Engineering
3 4 Engineering
3 6 Engineering
3 7 Engineering
3 8 Fire
3 9 Fire
3 10 Five Flags
3 12 Five Flags
3 11 Five Flags
3 13 Five Flags
3 15 Health
3 14 Health
3 (6 Housing Serv
3 17 Legal Services
3 18 Library
3 19 Parks
3 20 Parks
3 21 Planning
3 22 Planning
3 23 Planning
3 24 Police
3 28 Police
3 27 Recreation
3 28 Recreation
3 29 Recreation
3 25 Recreation
Increased contractor license fees {17.650) (17,850)
Increase Business License Fees (4,950) (12,900)
~20 charge for each tape maoe (2,000) (2.O00)
~ncrease permn fee for dumpster [5,860) {§,860)
Adds trafRc control permit fee $50 [2,500) (2,500)
Increases ,cense (1,800) (1,800)
Increase Sidewalk Inspection fee (21,000) (21,000)
Adds $1.25/capita charge for hazmat (33,321) (33.321)
Confined space charges to industries (4,500) (4,500}
nctease Labor Rates (4,865) {4,885)
ncreases Public Skating Fees (2,050) (2,050)
Add $1.00 surcharge on tickets sold (34,500) {34,500)
Increase skate rental fee 81.00 to 81.50 (1,175) (1 ,t75)
Increases (log/cai license fees (10,841) (17,4OO)
~nc~ late penalty on dog/cat license (3,750) (3,750)
Increase rental housing fees {3,595) (3 595)
Payment for Bd of Review tax appeals (10.000) I0.000)
Meeting room fees,inter-library loan fee (4,300) (4,3001
~crease pavilion rental fees 15% (7,800} (7,800]
Increase camping fees (9,674) (9,574)
New billboard inspection fees {7,800) (7,800)
Increase spec. excepuon/setback fee (2,800) (2,800)
Zoning fees increased in budget [58,620) (58,620)
New research fee for criminal checks (31,800) (31,800)
Processing fee for impounded vehicles (20,4001 (20,4OOI
Increase Play Lot/Tot Lot fees by 85 (4,000) {4,OO01
Increase After School Sports fee by $3 (3,760) r, 3,760)
Increase youth sports fees by 83.00 (2,610) [2,610)
Imnact of background check fee 1,000 1,000
(369,387) Additional $26 per contractor license fee
(374,337)Business licenses from $50 to 875, taxicab from ~5 to $10 and add special event
(376,337)
1382,187)
(384.687)
(388,487) ~evocable aha irrevocable License processing fee for use of public right of way
.[407,487) t~60 if defect is found es part of inspection, 830 for sidewalk permit reoues[ed at Office
(440,808) Per capita for population outside the city vs currently flat fee to County of ~6,OO0
(445,308~
1450.173)
{452,223] From $3.50 to 84.00 fei adults and s2,00 to 82.§0 for youth
{486,723)
(487,898]
1498.739) +82 for spayed/neutered (~10), +$7 for non-spay/non-neutered
(502,489)
(506,084) From (~8.50 to 89.00 oer um[, last increasbd in 1998
1516,084)
{520,384)Should total 193,970
(528,184)
~537,758)
(545,558)
(548,358)
1606,978)
(638,778)
(659.178)
(663,178) From ~lO to 818
(666,928)
(669,588)
(668,538) Impact of Po(ice decision package
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND AS AMENDED DUE TO HOMESTEAD CREDIT CHANGE AND NON*UNION WAGES
GENERAL FUND
Attmnt 8 FY 04 FY 05
Ref. Page Cat, Priority Dept Item Amou~lt Amount
& Priority
Expenditure Reductions That Involve Elimination of City Positions in priority order with #1 bein~ cut ast.
Cumulative
Fy 04 Total Impact
24//1 4 20 Airport
24 #1 4 21 Airport
31 #17 ~ 13 City Manager
38 #9 4 19 Engineering
35 #1 4 12 Engineering
38 #10 4 11 Engineering
39 #5 4 7 Finance
39#3 4 18 Finance
41 #3 4 1 Fire
43 #1 A 8 Five Flags
48 #2 4 14 Human Rights
51 #1 4 17 Leg~ Services
53#3 4 16 Library
53 #1 4 6 Library
63 #2 4 4 Parks
64 #3 4 t0 Parks
78#11 4 15 Police
177 #8 4 2 Police
~7 #9 4 3 Police
178 #10 4 9 Police
Savings used to help cover NW rev. 18,315 18.315
Eliminate LEO FT and PT positions (73,614] ~73,514)
Admln. aery Mgr-> Budget Director (18,135) (33,272)
Shift funds/assignment of Eng II (11,934) (11,934)
Eliminated Eng II position (19,050) (19,050)
Eliminate Traffic Engineer {56,982] (56.982)
Replace FT Fiscal Coord w PT (42,2061 (42,206)
Eliminate Finance Intern (4,000)
Eliminates 3 Fire Equip Operators {190,944) (190,944)
Reduces Bldg Supv to PT t34,011 ) ',34,011 )
Eliminate Legal Intern, DDRC (13,872) 13,872)
Cut Amedcorp program, outreach (13,494) (13,494)
Egminate one park ranger (43,916) (43.916)
Elim[ncte one maintenance worker (50,699) (50,699)
Eliminates civilian computer ~ntern (11,587i (11,587)
Eliminates Traffic Safety patro~ officer (60,989) 160,989)
Canine officer [to reg. patrol, -1 officer (64,134) (64,134)
Eliminates computer help desk position {46,343) (46,343)
ATTACHMENT 8
08-Jul-2003
1650,223)Airport request to use these funds to he p address revenue shortfall due to Northwest
(723,837)
(741,972)
(753,906)
(772,956)
1829.938)
(872, t44) PT Account Clerk I for payroll
(872,144) Keep in FY 04 due to GASB34 changes
(963,900) Eliminates drivers for the Assistant Chief Command Vehicle 528
(997.911)
,032,285)
(1,088,979)Impacts Police
{1,139,678) Assignee m eown[own
(1,322,731)
85 #2
55 #3
85 #3
TRANSIT FUND (part of General Fund tax asking shortfall)
0 O Transit State Transit Assistance reduction 8,000 5,000 (1,314.7511 Transit Fund
1 City-wine Non-union wage aojustments (5,311) {5,311 ) (1,320,042]
3 2 Transit
Transit
3 3 Transit Equalize garage recharge rate 22,049 22,049
2 I Transit E~iminate Fixed Route Saturday aery. (32.393) {32,393)
(1 385,595) Impact of Operations and Maint. decision package
(1,417,988~Eliminates 50 hours per week of PT Drivers
ROAD USE TAX FUND
0 00per. & Maint Increased health costs 30,778 30,775
0 Use non-recurnng reserv 9~P~
Total. General Fund,Transit, RUTP {0) 17,478
86 #3
86 #4
87 #28
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND AS AMENDED DUE TO HOMESTEAD CREDIT CHANGE AND NON-UNIONWAGES
WATER OPERATING
ATTACHMENT 6
Cate9 Priodty Dept 0 Water
City-Wide
2 Finance
2 Water
2 Water
2 Water
3 Water
Item Amount Amount Fy 04 Total Impact
Increased health costs 28,028 28,028 , r.
Lowe Ste Due to 'etirement (1,071) (1,071 Savings ~n Financ~ offset by r~?uced re?h~rges To z?.~e utilities
Reduce consultant services roi to CIP., [2,000) 12,000)
:{edUCeD water Demand Ouebecor 58.567 58,567
Rate adjustment relative to Quebecor (58,567) (58,567) Rate increase of 1:68% on top of 3% increased adD,ted by Council for FY 04
Total, Water Operating Fund 0 0 Use Water Operating fund balance until impact of Quebecor ts more certmn
SEWER OPERATING
Categ Pdorlty Dept
0 Oper. & Malnt
City-Wide
40 #9 2 Finance
92 #El 2 WPC Plant
191 #3 2 WPC Plant
FY 04 FY 05 Cumulative
Item Amount Amount Fy 04 Total
Increased health costs 28,790 28,790
Lower Step aue tO retirement I1,071) (1,071 )
Renting oxygen generating system 120,322) (34,842)
Total Sewer Operating Fund ,10,012) (24,E32)
Impact
Saving," in Finance offset by reduced reci~arges [o the utilities
Equipmen[ installation n FY 04
40 #9
57 #2
REFUSE OPERATING
Categ Priority Dept
FY 04 FY 05 Cumulative
Item Amount Amount Fy 04 Total Impact
0
2
3
3
ODer. & Maint. Increased health costs 24,719 24,71
City-Wide
TotaL. Refuse Collection (660} (6601
40 #9
STORMWATER OPERATING
FY 04 FY 05 Cumulative
Categ Priority Dept Item Amount Amount Fy 04 Total
2 Finance Lower Step due to retirement 1,0711 ( 1.071 )
TotaL, Stormwater Fund [1,0711 { 1,071 )
Impact
Savings in Finance offset by reduced recharges to the utilities
56 #4
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND AS AMENDED DUE TO HOMESTEAD CREDIT CHANGE AND NON-UNiON WAGES
LANDFILL OPERATING FUND
FY 04 FY 05 Cumulative
Categ Priority Dept Item Amount Amount Fy 04 Total
Increased health costs 10,765 10,76§
0 ODer & Maint
City-Wide
2 Oper & MaJnt
Impact
Total, Landfill Oper. Fund 6,520 6,520
ATTACHMENT 6
4O #8
67 #8
67 #10
67 #9
83 #2
PARKING
FY 04 FY 05 Cumulative
Categ Priority Dept item Amount Amount Fy 04 Total Impact
0 Parking
City-Wide
0 Parking
2 Finance
3 Parking
4 Parking
4 Parking
UDAG FUNDS
Categ Priority Dept
0 Comm. Dev.
City Wide
2 Purch of Serv
increased health costs 11,513 11,513
Shortfa in revenues 30,000 30.000
Recharge addl OH ~o parKinc~ 4,000 4,000
Reimburse oolite for tickets written 20,000 20,000
Eliminate a Maintenance worKe- (49,91 I) 149,911 r
Reduce Cask er hours .57 FTE (13,988) (13,988) 4th Street Ramp
Total, Parking Oper, Fund 12.4811 (2,4811
Look at rate increase decision packages in FY 05 if necessary
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total Impact
717 717
Total, UDAG Func {1,4701 (1,470)
COMMUNITY DEV. FUNDS
Categ Priority Dept
0 City Wide
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
Total, Community Dev. Block Grant
FY 04 FY 05 Cumulative
Amount Amounl Fy 04 Total Impact
12,799 12,799
(1,500] (1,500. Reduced oue to error - soreaamg costs
',6,701) (6,701)
47 #1A
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND AS AMENDED DUE TO HOMESTEAD CREOIT CHANGE AND NON-UNION WAGES
LEAD PAINT PROGRAM
Categ Priority Dept
2 Housing/CD
Housing/CD
FY 04 FY 05 Cumulative
Item Amount Amount Fy 04 Total Impact
ATTACHMENT 6
SECTION 8 HOUSING
Categ Priority Dept
City Wide
Housing/CD
47 #4 2 Housing/CO
47 #4 2 Housing/CD
47 #4 2 Housing/CD
47 #4 2 Housing/CD
47 #4 2 Housing/CD
I 79 #15 4 Housing/CO
25 #4
26 #9
26 #4
26 #3
26 #2
26 #1
CABLE TV FUND
Categ Priority Dept
0 Cable TV
0 Cable TV
City Wide
2 Annex Maint
2 Cable TV
2 Cable TV
2 Cable TV
2 Cable ~l'V
2 Cable TV
30 #9 2 Citv Managers
29 #7 2 City Managers
29 #6 4 City Managers
29 #6 4 Police
FY 04 FY 09 Cumulative
Item Amount Amount Fy 04 Total Impact
Increased health costs 13,853 13,883
Reduce postage, more [nternet {500) (500)
Staff to donate refreshments-FSS (200) {2001
Mileage reduced, fewer visits (590) (590)
Reduced telephone Ion~ distance (700) (700)
Change background checks to later (2,250) (2,250)
Impact of increase background checks 9,000 9,000
Total, Section 8 4,790 4,760
Police $10 fee for oacKgrouno checks
Use fund balance to cover or alternate background check aom~n policy
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total Impact
7,015 7.015
City Focus changea To insert (23,700) (23,700) Cd¥ Focus to be insert in utility bills (quarter]yl
GraPhic Artist pos~t~on el~mmatec (60,858} (SO.958) Position and rotated supplies and services
Charge PI function of Police & Fire 60.858 60,859
Total, Cable TV Fund (29,152) (29,152)
SUMMARY OF DECISION PACKAGES RECOMMENDED BY FUND AS AMENDED DUE TO HOMESTEAD CREDIT CHANGE AND NON-UNION WAGES
ATTACHMENT 6
38 #10
38 #9
35 #1
55 #3
SERVICE FUND
FY 04 FY 05 Cumulative
Categ Priork¥ Depl Item Amount Amount Fy 04 Total Impact
Engineering Increased health costs-Eng~neenng 18.743 31,103
City Wide
City Wide
Ooer. & Maim. Increased health costs-Garage 12,360 12,360
Eng~naenng Eliminate Traffic Engineering position r8,727) (8,727
Engineering Shift funds~ass~gnment of Lng II 11,934 11,934
Oper. & Maint. Equalize garage rates for Transit (22,0501 (22,050)
TotaL, Service Fund 0 0
~crease recharges To projects and to garage recharges
SUMMARY OF DECISION PACI(AGES NOT RECOMMENDED BY FUND
GENERAL FUND
FY 04
Category Dept Item Amounl
0 CitywIda
2 Purch of Serv
2 Purch of Serv
2 Purch of Serv
2 Purch of Serv
2 Purch of Sarv
FY 05 Cumulative
Amount Fy 04 Total
27 #2 4 City Clerk
27 #1 4 Citv Clerk
Initiate a 3% Franchise Fee on
gas and electric bills '-1% local ootionl
Less 50% of 1% LOST in operanng
Less 50% of 1% LOST in operating
{750,000) (750,000)Gas-3%
{1,18§,000) (1155,000)Erect~c--3%
125,000 125.000 Gas
197,500 197,500 Electric
29 #1 2 City Manager
I 29 #2 2 City Manager
32 #2 3 Econ. Dev
32 #1 4 Econ. Dev
32 #1 4 Econ. Der
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 #9 3 Legal Services
52 #3 g Legal Services
63 #1 4 Parks
74 #7 3 Planning
77 #7 4 Police
Elimination of Purchase of Service
Elimination of CVB Contract
Elimination of GDDC Contract
Elimination of Main St Contract
Elimination of Labor Mgmt Contract
Reduces Deputy Clerk to 36 hrs/wk
Reduces Permit Clerk to 36 hrs/wk
Safety Consultant
Employee Assistance Program
{45,964)
(8,080!
(4,773)
(4,106)
(2,500)
(5,300)
(45.964)
(478,770~
(127,E00)
(43,966)
(8,080)
(4,916)
(4,229)
(2,500)
(5,300)
Attachment 7
Impact
sales taxes on utility bills from 6% to 3% in last two years, State sales tax is currently
scheduled to be phased out I% per year over 3 yeras but there is legislation being
considered by tbs Govenor to freeze that at 3%.
Transfers UDAG funding to City's Econ. Dev, Deot to reduce tax asking
Transfers UDAG fundinc~ to City's Econ. Dev. Dept to reduce tax asking
Transfers UDAG funding to City's Econ. Dev. Dep[ to reduce tax asking
Charge .5 to 1 fee for loan application
Eliminate Econ Dev. Director
Add Associate Planner
Part time hours reduced 84 to 36/wk
Adds site plan review fee
Adds site plan inspection fee
Eliminate Investment Managers/Cust.
Reduce hours for Purchasing Coord
Closes Grandview and Rhomberg
Closes South Grandview Statior
Reduces Asst, Env. San. to 32 hrs
Reduces Budget for Damage Claims
Eliminates DARE officer and eT
(4,000)
(19,685)
11.561
(27,312)
r13,600)
{5,550)
[70,000)
(4,988)
(613,883)
1397,498}
(8,732)
(15,000)
{15.500)
(50,782)
(2,675)
{57,071)
(4,000)
{35,649)
23,120
(27,312)
(13.600)
(5,550)
(70,000)
(4,988)
(613,883)
(397,498)
(8,732)
{15,500)
(50,782)
{2,675)
(57,071)
Chage min. of ~500 to 1% for loan pacKa~ ng, gram appncanon, zax increment filing
(543,396) Net savings of reducing to 2 dispatchers except 4 pm to midnight
(4,988) From 40 to 36 hours 9er week
9 positions and shifts rental housing insp., Key West ambulance, Tactical Medic training
6 positions and closes station. Rental housing, Key West ambulance service eliminated
Eagle Point Park oersonnel
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED BY FUND
77 #6 4 Police
76 #5 4 Police
76 #4 4 Police
76 #3 4 Police
76 #2 4 Police
76 #1 4 Police
29 #3 3
60 #1
61 #2
62 #3
Eliminates Corporal-staff suppor[ (60,989) (60,9891
Eliminates COP r~osition (60.9891 (60.969)
Eliminates COP position (63,609) (63,609}
Eliminates oatrol officer (57.945) [57,945)
Eliminates natrol officer (57,945) (57.945)
Eliminates patrol officer (67,945) (57,945)
Use of CDBG funds for COP program (24,144) (24.144)
4 Recreation Reduce Golf Maintenance worker to PT (19;925) (19,9251
4 Oper. & Maint
4 Oper, & Maint
4 ODer, & Maint
Eliminate 3rd Truck Driver position {.54) (58,591J (58,591~,
Eliminate Truck Drwer potation (.4g) (65,746) (65,746)
Eliminate Truck Driver position (.33) (57.922) (57,922)
TotaI, GeneralFund (3,563,688} (4.218,595)
Attachment 7
{312,200) Related to decision 9Kg in CM Office
impact felt in Golf Develooment Fund and not General Fund
Affects San,/Storm Sewer Maint, Snow Removal and asphalt paving
Affects Sam/Storm Sewer Main[, Snow Remora and asphalt paving
Affects San./Storm Sewer Main[, Snow Removal and asphalt paving
59 #1
59 #2
ROAD USE TAX
FY 04
Category Dept Item Amount
4 Oper. & MaJnt Elimintes 1.00 FTE Truck Drivers (135,412 (135,412)
4 Oper. & Maint Elimintes .54 FTE Truck Drivers (118,301 ) (118,301 )
Total, Road Use Tax Fund (263,713) (253,713)
COMMUNITY DEV. BLOCK GRANT
FY 04
Category Dept Item Amount
71 #3 2 Planning
2 Purch of Serv
29 #3 2 City Managers
29 #3 4 City Managers
32 #1 4 Econ. Dev
32#1 4 Eco~ Der
32 #4 2 Econ. Dev.
47 #3 2 Housing CD
47 #2 2 Housing/CD
47 #3 2 Housing/CD
84 #1 3 Recreation
FY 05 Cumulative
Amount Fy 04 Total
LEAD PAINT FUNDB
Housing/CD
FY 06 Cumulative
Amount Fy 04 Total
Reduce historic ores, consultant (2,506) (2,506)
Reductmn in alroc, by 7.6% (5,466; (5,466)
Neighborhood News LetTers (1,500] (1,500)
Neighborhood Dev. Spec to PT (24,t44] [24,144)
Add Assocmte Planner 4;496 8,991
Eliminate Econ Der, Director [7,656) (15,7701
Education and Trmning Funds (2,§00) (2,500)
Rahab act~w~y supplies reduced (2,470) (2,4701
Admin supplies and services 1,397) (1,397)
Rental Unit Survey eHm~natee ',6.000J (6,000)
Reduce 2 hours of Saturday Open Gym (2,599) (2.599)
Total, Community Dev. Block Grant (51,742) (65,361 I
Shift of vehicle expense associated with (1,000) (1,000)
CDBG
{mpact
and e minates 2,500 ton asohalt and is related to eliminating 2 FTE Truck Drivers
aha ~liminates 3,000 ton asDna~[
Impact
Funds freed u~ shifted to COPs program in Police Department
UDAG FUNDS
SUMMARY OF DECISION PACKAGES NOT RECOMMENDED BY FUND
FY 04 FY 05 Cumulative
Category Dept Item Amount Amount Fy 04 Total
2 Purch of Serv Reduction in alloc, bV 7.6% (13,631) (13,631)
32 #1 4 ECOn. Dev. Eliminate Econ Dev. Director (27,341) [54,682)
32 #1 4 Eoon Day Add Associate Plarner 15,588 31,177
Total, UDAG Funds (25.384) [37, [36)
PARKING
Category
Dept
66 #6 3 Parking
66 #5 3 Parking
66 #3 2 Parking
66 #2 3 Parking
66 #1 2 Parking
67 #7 2 Parking
66 #4 3 Parking
[tam
FY 04 FY 05 Cumulative
Amount Ameunl Fy 04 Total
Move daily to top of rampnncr momn~y (18,336) (18,336)
Move daily to top of ramp/incr monznly (16,660) (16,560)
Close lot #10 & Lot #3 to incr 4th St use
Increase parking ticket fines $5 to ~7 150,000) {50.000)
Terminate lease of Lot 12 from IDOT (3,000) (3,000)
Courtesy Parking Ticket-reduce district (20,000) (20,000)
increase ramp hourly razes r30,750) (30,750)
Total, Parking Fund (138,546) (138.646)
Impact
Impact
Possibly for FY 05
Attachment 7
TRANSIT
I Category Dept
I 85 #1 3 Transit
85 #4 2 Transit
FY 04 FY 0E Cumulative
Item Amount Amount Fy 04 Total
Increase Fares rag $1.00 [o $2.00 (169,280) (159.280)
Eliminate Sat. mini bus service (14,791) (14,791)
Total, Transit Fund (174,071 ) { 174,071 )
Impact
Mini bus fares from ~1.00 to (~3.00
Reduces PT Dispatch hours and reduces Payment to Project Concern
39 #6
92 #8
91 #3
92 #7
92 #4
91 #2
92 #5
92 #6
58 #2
58 #1
SEWER OPERATING FUND
Category Dept Item
WPC Plant
WPC Plant
WPC Plant
WPC Plant
WPC Plant
WPC Plant
WPC Plant
Replace Cashier w PT Cashier
Reduce subset ptlons/travel
Rebidding shifts to reduce ST
Eliminate calibration service
Eliminates training to upgrade skills
Sewer rate increase
Eliminate weed and insect control
Eliminate student Intern
Opel, & Maint. Eliminate Truck Driver position (.13)
Total, Sewer Oper. Fund
FY 04 FY 06 Cumulative
Amount Amount Fy 04 Total
(5,279) (5,279)
(2,475) (2,475',
(4,500) (4,500;
(8,000) (8,000)
(19,865) (t 9,665)
(974) {1,002)
(2,000) (2,000)
{7,547) (7,547)
(9,137) (9,137)
(65,193) {65,221}
Impact
Savings in Finance offset by reduced recnarges to the utilities
Plant narsonnal to calibrate CO Monitor
Adds .5% to the sewer raze ~ncrease of 3% approved for FY 04
Increases fees by .2%
Affects San./Storm Sewer Maint, Snow Removal and asphalt paving
39//2
39 #6
SUMMARY OF DECISION PACI(AGES NOT RECOMMENDED BY FUND
WATER/SEWERIREFUSEISTORM SEWER
FY 04
Category Dept Item Amount
3 Finance Ge to Bi-Monthly billing for utlities (40,000}
4 Finance RePlace Cashier w PT Cashier (g,279)
FY 05 Cumulative
Amount Fy 04 Total
(40,000)
(5 279)
Attachment 7
Savings in Finance offset by reduced recharges to the utilities
WATER OPERATING FUND
Category Dept Item
39 #6 4 Finance
86 #3 2 Water
66 #2 2 Water
86 81 2 Water
87 #2B 3 Water
55 #q
55 #2
56 #3
FY 04 FY 05 Cumulative
Amount Amount Fy 04 Total
LANDFILL OPERATING FUND
Category
2
4
3
4
Dept
Oper & Maint
Oper. & Maint
Oper, & Maint
Oper. & Maint,
Replace Cashier w PT Cashier (5,279) 15,279:
Reduce hydrant reDI-greventive mmn[. (19,300)
Reduce DiDo/fittings-preventive mamt. (20,000) (20,000i
Reduce valve repl-preventive mamt, (8,000) (8.000)
Rate ad.~stment to address shortfal (122,500) (122,500)Alternative
Eliminate Water Engineering Assl (45,732) (45,732)
Eliminate Truck Driver-Distribu[mn (44.136) (44,136)
Eliminate Equip. Operator II (47,214) (47,214)
Total, Water Oper. Fund (306.882) (306,862)
FY 04 FY 05 Cumulative
Item Amount Amount Fy 04 Total
Use Agency's FY 04 rate increase (29,992) (29,992r
Eliminates DMASWA AdminJs[ramr (34,237) (34,237)Alternative
Increase Landfill fee 91.71 /ton (34,250J (34,250)Alternative
Consolioam positions of Admin/Educ (51,950) (51.950) Alternative
Total, Landfill Fun~ {150,4291 1150,429)
Impact
Savings in Finance offset by reduced recharges to the utilities
Rata increase of 3.5% to address shortfall. Total -ate increaase WOUld be 5.5%
Hire Dart time emDmyee and redistribute work., reduced response t~rne to contractors
Hire Dart time employee and redistribute work., reduced resDonse ~'lme to cunzraczors
Use outside services of ~ 15,068 reduces response time [o con~raczors
Impact
No imoact as covered by 9.75 per ton fee increased already, scheduled for 7-1-03
54 #2
54 #1
SERVICE FUNDS
Category Dept
Oper. & Maint.
Oper. & Maint.
Engineering
FY 04 FY 05 Cumulative
Item Amount Amount Fy 04 Total
Elim Vehicle Suov. & upgrade Mech. {12.947) 12,947)
Eliminates Stock Clerk in Garage (22,977) (22,977)
Eliminated Eng II position (40,577) (40,§77)
Total, Service Funds (76,501) (76,501)
Impact
SUMMARY OF DECISION PACKAGES NOT RECOMMENOED SY FUND Attachment 7
39 #6
57 #3
56 #1
56 #1
REFUSE OPERATING
Category
FY 04 FY 05 Cumulative
Dept Item Amount Amount Fy 04 Total
Finance Replace Cashier w PT Cashier (5,279} 15,279)
Oper. & Maint Increase fee from ~7.60 to $7.64 mon[n (10,776) (10,776)
Oper. & Maint. Reduces OT, Leaf rake out. anQ other (33,866) (33,866) Alternative
Oper. & Maint. Reduces OT, Leaf rake out, end other (31,881) (31,881)Alternative
Tote[, Refuse Fund (81.802) (81,802)
CABLE TV FUND
Category
FY 04 FY 05 Cumulative
Dept Item Amount Amount Fy 04 Total
Impact
EJiminate leaf rake-out collection service
Impect
25 #4
26 #5
26 #4
26 #3
26 #2
26 #1
129 #7
Annex Mainl Property Maintenance (312) (312)
Cable TV Reduce membership expense 1531 ) (531 )
Cable TV Reduce Machinery/Equip. Rental (726) (726)
Cable TV Eliminate Promotional activities (687) (8871
Cable TV Reduce Subscriptions (1,410) (1,410)
Cable TV Reduce Subscriptions (890) (890)
City Managers Eliminate City Expo Event 19,000) 19,000)
Attachment 8
Council Summary #2 - July 8, 2003
CITYWIDE
Citywide Non-Union wage FY04 ($349,876)
adjustment FY05 ($355,187)
AIRPORT
1 Eliminate 1.35 LEO The elimination of 1.35 FTE Airport Security Personnel is
~ screening Positions. recommended. Currently the Dubuque Regional Airport is
Attachment 5 Savings $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
class.
'~ Included in the City Manager's recommendation to City Council.
BUILDING SERVICES
1. Increase License Fees I There are approximately 700 licenses impacted by this
-~ for Most Tradespeople~increase. The fees currently range from $25 to $150.
Attachment 4, Savings $17,650 The new range iS $50 to $150. The City of Dubuque's
Pg. 13 .General Fund. 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.
'~ Included in the City Manager's recommendation to City Council.
City Hall Maintenance
1. Reduce cleaning of Reduced response to individual cleaning issues. LeSs
-~- City Hall from 5 days to floor covedng maintenance. Cleaning of City Hall after
Attachment 3, 3 days. Farmer's Market will wait .until 5 PM on Monday.
Pg. ll Savings $5,668 General Fund.
2. Reduce PrOperty Requests for service of light ballasts, heating and
'k Maintenance. cooling problems will be grouped to reduce service call
Attachment 3, costs. Savings $2,298 General Fund.
Pg. 11
-,tl-
3. Reduce Miscellaneous Minimal impact to operations. Items such as flags may
'~c Operating Supplies not be replaced as often. Savings $1,059 General
Attachment 3, Fund.
Pg. 11
'~ Included in the City Manager's recommendation to City Council.
City Hall Annex
1 Reduce Property This reduces frequency of entry and hallway rug
, ~ Maintenance. Savings replacement service from biweeklyto monthly.
Attachment 3, of $615 General Fund.
Page 11
2 Reduces Property Reduces the frequency of regular elevator testing and
~ Maintenance. Savings preventive maintenance from monthly to once every two
Attachment 3, of $475 General Fund. months.
Pg. 11
3 Reduces HVAC This reduces heating season boiler checks from weekly
~ir Maintenance. Savings to every other week;
Attachment 3, of $450 General Fund.
Pg. 11
Reduces evening Nightly custodial service expense would be reduced by
4 custodial services, reducing frequency of most tasks, eliminating some
'k Savings of $2,088 tasks entirely, and if necessary, eliminating custodial
Attachment 3, General Fund. service on Monday nights. Restroom and floor cleaning
Pgs. 11 would remain priorities.
'~ Included in the City Manager's recommendation to City Council.
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
to Multi-channel News. subscription would be retained for the Cable Franchise
Savings of $890 Cable 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
subscriptions to KAGAN's information on legal and regulatory deve opments
Cable TV Law Reporter regarding Cable TV.
and Warren's Cable TV
Regulation Monitor.
Savings of $1,410 Cable
'TV Fund.
3 Eliminates the "Promotion" This item is assigned to fund non-traditional promotional
line item. Savings of $687. activities and methods for PEG Access Channels,
including CityChannel 8, Keyline bus cards, posters,
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.,
Savings of $726 Cable TV equipment wild have to be borrowed.
Fund.
5 Discontinue memberships This will disconnect them from the only national
of staffandTele- organization of public, educational and government
programming Commission access channels and operations.
members in the Alliance
for Community media.
Savings of $531 Cable TV
Fund.
')~lncluded in the City Manager's recommendation to City Council.
CITY CLERK'S OFFICE
Package Recommendation Reduction/Impact to Current Operations
1 Reduction in Hours of This decision package would reduce the Permit Clerk to
Attachment 7Permit Clerk from 40 to 36 hours per week. The impact would be slower response .
Pg. 19 36 hours per week. time to citizens, especially in the area of special event
Savings $4,106 General permits and cat/dog licenses.
Fund
2 Reduction in Hours of This decision package would reduce the Deputy City. Clerk
Attachment 7Deputy City Clerk from to 36 hours per week. The impact would be slower
Pg. 19 40 to 36 hours per week response time to citizen and employee inquiries.
Savings $4,773 General
Fund.
3 Elimination of Overtime. Overtime - this decision package would eliminate all
-~ Savings $1,350 General overtime for assistance with Civil Service testing. The
Attachment 3Fund. impact is that for large tests I would have to depend more
Pg. 11 on Civil Service Commissioners and department heads for
assistance with large tests.
4 City Council This decision package eliminates printing and binding of
-~- Proceedings. Council Proceedings ("red" books) for four Council
Attachment 3Savings $1,190. General Members and the City Manager's office. One book would
Pg. 11 Fund. be provided to the Library and one will be retained in the
City Clerk's Office.
5 Council Records/Council This decision package eliminates the $4,500 payment to
"A-' Proceedings Book. Loras College for microfilming old Council records and
Attachment 3Savings $8,260 General eliminates the part-time seasonal intern to scan Council
Pg. -~1 Fund. records into Laserflche.
6 Business Licenses. This decision package woUld increase the buSiness
~ Savings $4,950 General license fee from $50.00 to $75.00 (transient merchants,
Attachment 4 Fund junk dealers, secondhand dealers, etc); taxicab driver
- Pg. 43 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.
CITY COUNCIL
1 Eliminates the annual This is an annual event used to recognize the contribution
--~ Boards and Commission that volunteer board and commission members make to
Attachment 3 picnic. Estimated the community and in particular to City government,
Pg. 11 savings of $2,400.
2 DisContinue the funding This program is used to cover expenses related to gifts
-~ for SiSter City's program, and event s sponsored by the City for representatives of
Attachment 3 Savings of 2,000. Dubuque's Sister Cities.
Pg. 11
3 Eliminates Travel- CitY Council members would no longer be able to attend
~ Professional national conferences to stay up-do-date on federal
Attachment 3 Conferences for all but legislation and policies. This has been the only opportunity
Pg. 11 one person to attend the for Council members to exchange ideas With other council
upcoming NLC members throughout the country.
conference. Savings of
$13,750.
~ InCluded in the City Manager's recommendation to City CoUncil.
CITY MANAGER'S OFFICE
I Eliminates Safety training This provides safety training and on site safety and health
Attachment 7 consultant. Savings of inspections by Loss Control Specialist. This also includes the
Pg. 19 $2,500. confined spaces training and would have to be covered by in
house training. Specialty testing such as sound level testing
would not be available.
2 Discontinue Employee The Employee Assistance Program provides confidential
Attachment 7 Assistance Program. counseling to employees and their family members for a vadety
Pg. 19 Savings of $5,300~. of personal problems. Eliminating this program may mean that
the employees would obtain this assistance through the health
plan or not at all, which coUld result in loss time or lower
productivity.
-34-
3
Attachment 7
Pg. 20
4
Attachment 3
Pg. 11
8
Attachment 6
Pg. 17
9
Attachment 3
Pg. 11
Reduces the hours of the
Neighborhood
Development Specialist
from 40 hours per week to
30 hours and eliminate
Neighborhood Newsletter.
Savings of $25,644 CD
Block Grant Funds
Eliminates Sensitivity
Training for City
employees. Savings of
$3,000.
Elimination of the Wellness
Program. Savings of
$9,700.
Eliminates the Graphic
Artist position and related
supplies & services.
Savings of $60,858 in
Cable TV funds.
Elimination of City Expo
event. Savings of $9,000
Cable TV Funds.
Changes the quarterly City
Focus newsletter to a
quarterly, two-page (four
sides) insert in the utility
bills. Savings of $23,700
Cable TV Funds
Personnel would-eliminate
some of their reference
subscriptions. Savings of
$2,000.
Duties such as preparation of the neighborhood newsletters
would be shifted to the Public Information Officer. Support of
neighborhood organizations would be diminished. Block grant
funds freed up from this decision package would be used to
support the Community policing Program if eligible.
This training is provided to new employees and
training for existing employees.
refresher
The Wellness Program provides among other activities,
diagnostic tests for employees. Eliminating this program could
mean that a disease or sedous condition may go undetected [or
some time and cost more to treat at a later date.
Forms preparation will need to be done by department clerical
staff. Promotional materials will be prepared in-house, with
existing software tools. The quality will not be the same level
produced by the Graphic Artist. Less $10,150 to hold position
open until end of August.
An alternative to this decision package is to make this an every
other year program.
This maintains the informational/educational purpose of the
newsletter but diminishes the quality of the final product.
The information would either not be available or other sources
would be pursued to provide the needed information.
-35-
10
Attachment 3
Pg. 11
11
Attachment 3
Pg. 12
12
Attachment 3
Pg. 11
13
Attachment 3
Pg. 1I
14
Attachment 3
Pg. 11
15
Attachment 3
Pg. 11
Eliminates service awards
~resented each year as
~art of the Spirit Luncheon.
Savings of $4,072.
Breakdown: luncheon
$3,670; gifts $3,600; Years
of Service pins $1,122; 25-
Years of Service gift
$1,200, retirement
watches, $1,750.
Eliminates college
reimbursement funds for
City employees taking
eligible college level
courses. Savings of
$7,40O.
Eliminates the opportunity
to send three to four
managers and supervisors
to the Dale Carnegie
training program each
year. Savings of $3,431.
Eliminates catering for
employee coffees, special
council work sessions and
meeting room expense.
Savings of $2,500.
Reduces the number of full
LaserFiche licenses by two
and reduces the number of
read only licenses from 50
to 25. Savings of $1,980.
Eliminates printing of
budget documents except
for copies in Clerk's Office,
City Manager's Office,
Finance and Library.
Copies will be available to
the public on CD ROM at
cost. Savings of $5,360.
Costs of cover & dividers
for budget documents
$790.
This program was initiated by the Employee Recognition Task
Force.
Follow up only items
This program was initiated in FY 2001.
This program has been used for leadership training and
effective training for new'managers.
Work sessions will be scheduled to avoid the need for meals.
This program is used for scanning and ease of information
storage and retrieval. The number of active uses is less than
originally anticipated and should not impact current users.
The information will still be accessible via CD ROM or at the
Library.
Follow up only item.
-,t6-
16 Eliminates the meals Work sessions will be scheduled to begin a half hour later.
-k provided during budget
Attachment 3 work sessions with City
Pg. 11 Council. Savings of
$2,650.
17 Eliminates the The Cable TV and Emergency Communication Divisions will be
¢r Administrative Services reassigned to report to other department managers. The
Attachment 5 Manager position effective savings reflects a change in classification and filling the position
Pg. 14 January 1,2004 and at Step A.
replaces with Budget
Director position. Savings
of $18,135.
'~ Included in the City Manager's recommendation to City Council.
ECONOMIC DEVELOPMENT
1 Eliminate the position of Eliminate the position of Economic Development Director,
Attachment 7 Economic Development assign supervisory duties to Planning Services Director,
Pg. 19 & 20 Director. Savings FY 04 and employ an additional full time Associate Planner-
$8,124 General Fund, Economic Development. Position elimination will have a
$3,160 CDBG Funds, Short-term impact on City Council initiatives, but can be
$11,757 UDAG Funds); quickly overcome with adequate training of new Associate
FY 05 $47,713 Planner. This recommendation would have a saving
impact of $23,037 in FY 04 and $47,713 in FY 05 with a
two-year total of $70,750.
2 Fees for Grant and Loan Department staff provides services of loan packaging,
Attachment 7 Processing and Tax grant and loan applications for state assistance, and tax
Pg. 19 Increment Financing. increment financing deals, all at no cost to the benefiting
Savings $4,000 General business or industry. Economic Development Director
Fund. proposes fees be charged to compensate for staff time.
Minimum fee should be $500, escalating to 1/2 of 1% of
loan amount. Effective on new projects.
3 Federal Initiatives City Washington DC Federal Initiative is a high priority and
--)(- Savings $13,218 has been very successful. In FY03 City has received
Attachment 3 General Fund $2,000,000 from EDA for Adams Company purchase,
Pg. 11 $2,000,000 for the IA32 project, $360,000 from HUD EDI
for property acquisition and mitigation in Port of Dubuque,
and $2000,000 from EPA 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 impacted.
-37-
4 Education, Training, andDePartment staff is exPerienced and well trained. The
-k Conferences. Savings $3,459 budgeted for conferences training and education,
Atta~C_hm?t 6 $2,500 CDBG Funds in CDBG (210)can be reduced.
Included in the 'City Manager's recommendation to City Council.
EMERGENCY COMMUNICATIONS CENTER
1
Attachment 7
Pg. 19
2
Attachment 3
Pg. 11
3
Attachment 3
Pg. 11
4
Attachment 4
Pg. 13
Decrease part time
dispatcher hours from 84
to 36 per week. Savings
$41,009 less $13,696
County share. Net sawngs
$27,312.
The annual maintenance
contract on the Computer
Aided Dispatch software
would be transferred over
to the County budget to be
allocated out of the
surcharge money.
Savings would be $22,999
less $7,299 County share.
Net Savings $15,311.
Eliminate Ride Along
training program for
dispatchers. Savings of
$2,500 less $835 County
share. Net Savings
$1,665.
A new fee of $20 per tape
is initiated. Estimated
revenue generated of
$2, O00.
This decreases the number of dispatchers working from
three down to two during morning and afternoon shifts.
Three dispatchers would still be scheduled from 4:00 pm
until midnight, except on Sunday evening when the
schedule would drop down to two dispatchers at 10:00
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.
This is an allowable expense under 34A and would
impact the ability to use these funds in the future for
equipment replacement or other eligible expense.
Follow up only item.
This program provides annua~ ride along time with Police
or County Deputies or observation time in a hospital
emergency room. This gives a dispatcher a better
understanding of Public Safety roles outside of the 911
Center and what takes place in an emergency by staff at
the scene. This package eliminates the hours currently
budgeted for this program.
Follow up only item.
Tapes are now being produced at no cost. The Public
Safety Committee approved cost recovery at their May
meeting. The base rate will be pro-rated by the hour to
cover requests exceeding one hour to copy the call(s).
Follow up only item.
Included in the City Manager's recommendation to City Council.
EMERGENCY MANAGEMENT
Attachment 3
pg. tl
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.
ENGINEERING/PUBLIC WORKS
Elimination of
Engineering Assistant II
This currently vacant position would have provided for
additional inspection of subdivisions to ensure that
Jevelopers construct infrastructure that meet City of
~)ubuque standards. Currently, Engineering inspectors are
spread thinly over multiple project sites resulting in extended
3eriods of time when infrastructure, that will become City's
maintenance responsibility in the future, is installed without ~
proper level of inspection.
The Ell position would have inspected private developments
Lo ensure that improvements are constructed as approved
Lhrough the Major and Minor Site review process (planned
and manage growth).
In addition, the Ell position would have inspected
construction sites to ensure that adequate erosion control
measures are in place in the initial stages of the work and
that they are maintained property throughout the project.
The position would have provided drafting and preliminary
design, under the supervision of staff engineers, of streets,
sewers, and other miscellaneous Capital Improvement
Projects that are currently budgeted. Over the past few
years, a backlog of storm and sanitary sewer projects has
formed due to the time demands on current staff. The loss
of this position will result in longer response time to citizen
requests for information and to respond to complaints.
Input of GIS information and project information updates
would be delayed. Assistance to other departments for
engineering assistance for projects would become a lower
pdodty. Savings of $19,050 General Fund and $40,577
Service Fund
-39-
'~ ~educe Overtime Elimination of General Fund overtime pay. Certain
tasks
be delayed and potentially left undone, particularly in regard
[o administrative matters. Savings of $8,000.
3 Establish a Revocable and Irrevocable License processing for individual
-~ Revocable/Irrevocable use of the City's public right-of-way (R.O.W.') are currently
Attachment 4 License 2harged $50 unless otherwise indicated. Manyofthe
Pg. 13 :~evocable Licenses are for such things as retaining walls,
awnings, signs, railings, and steps. Irrevocable Licenses are
for such things as ramps, stair enclosures, fire escapes.
Both the Revocable and Irrevocable allow the applicant to
utilize the City's ROW on a temporary/permanent basis. Th~
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
~ Permit Fee a traffic detour, lane closure, or parking removal permit
&ttachment 4 associated with private contracting work within the public
Pg. 13 right-of-way (R.O.W.) Approximately 50 per year = $2,500.
Currently the Traffic Engineer Technician spends a
considerable amount of time to discuss detours, closLires,
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 pdvate contractors. Savings of $2,500.
5 Establish a Site Plan Review Engineering currently reviews proposed site plans for
Attachment 7 Fee developments, assessing impacts to and use of City utilities,
Pg. 19 ~nd the impacts to storm water drainage and traffic flow in
:he 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.
-40-
7
Plan Inspection
Look at again for FY 05
Pg. 13
8
Pg. 13
ncrease Dumpster Permit
Fee
Sidewalk Inspection Fee
]'his improvement would create new fee to fund the
nspection of developments to ensure that private
;onstruction proceeds as approved and required in the site
~lan, such as location of curb cuts, stormwater design,
;rosion control facilities. The proposed fee will charge the
ollowing: Developments <_1 acre: Avg. 2 visits, 1.0 hr. per
~isit, @ $35 per hr. = $70; 1 acre < Developments _<10
acres: Avg. 3 visits, 1.5 hr. per visit, @ $35 per hr. ~$160
Developments > 10 acres: Avg. 5 visits, 2 hr. per visit, @
$35 per hr. = $350. On average, there are:
25 developments @ $70 = $1,750
15 developments @ $160 = $2,400
4 developments @ $350 = $1,400
Savings of $5,550.
This would increase the permit fee to place a dumpster in
the public right-of-way. The current annual renewal fee is
$10, this would increase the fee to $100/year to cover the
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
The Sidewalk Permit Fee will increase from $10 to $50 if a
defect is found as part of the City-wide Sidewalk Inspection
Program. All other sidewalk permit fees will be increased
from $10 to $30. This fee is to cover the time required to
perform 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
inspection (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
~ncrease) per permit = $ $1,000.
avings of $21,00.
-41-
9 Engineering Assistant II (re- Currently, an Engineering Assistant II (Ell) position
'k ~ppropriation of Funding) ($59,627) is funded by a 32% to 68% split between the
~.ttachrnent 5 General Fund and the Service Fund respectively. This
Pgs. 14 & 18 would modify the split to 12% from the General Fund, and
88% from the Service Fund. This results in a $11,934
decrease in the General Fund with an equal increase in the
Service Fund. As a result of the change, the Ell will provide
the following services: Private development inspection - Thc
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
ocation requests resulting in a slight increase in response
Iime. 2. No longer provide drafting/design services for non-
CIP budgeted projects. This will move the responsibility
~nto another Ell position increasing the response time.
Savings of $11,934.
10 Elimination of This calls for the reduction of Engineering staff by
lk' l'raffic Engineering Assistant eliminating the vacant Traffic Engineering Assistant (TEA)
~ttachment 5 ~osition ~osition. When the position was vacated, the duties (design '
Pg. 14 of street lighting, design operation and administration of
maintenance of traffic lights, review of traffic plans, archive
data management, etc.) were taken over by a Civil Engineer
I. Savings of $56,982 General Fund and $8,727 Service
! Fund.
I
')~ Included in the City' Manager's recommendation to City Council.
Finance Department
1 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 internal ,,
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 3i-week y ma ng of utility bills (savings in Current meter reading contract does not expire until
Attachment 7 }ostage, 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.
-42-
Eliminate summer Intern Work to assist in preparation of workpapers for the
annual audit would be reassigned to other personnel,
increasing their work load $2,000 in General Fund.
Reduce hours for the full-time Purchasing Time to assist departments in their purchasing efforts
Coordinator to 36 vs. 40 per week may be detayed slightly and time to assist Finance on
other projects woutd be limited $4,988 in General
Fund.
Eliminate full-time Fiscal Coordinator ' Fiscal Coordinator spends nearly 100% of efforts on
position and replace with part-time payroll issues which require changes in procedures
Account Clerk I position @ 25 hours per and will necessitate other departments entering payroll
week. Reduce overtime associated with hours, with the review handled in Finance $42,206 in
position eliminated General Fund.
Replace full-time retiring Cashier in Utility Finance staff would need to provide additional
Billing with a part-time Cashier @ 25 assistance to Utility Billing with limited service level
hours per week at a lower pay step. change anticipated $21,117 in Utility Funds.
Would require additional overtime or extra -
hours to compensate for less hours.
Collect/monitor loans for Community Community Development would reimburse Finance as
Development presently outsourced to a opposed to bank $6,000 to General Fund.
local bank
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 i
vacation, lunch and breaks sick leave
and casual day
Replace retiring full-time Account Clerk I There should not be an impact on services other than
in Utility Billing with individual at a lower the initial time for a new employee to become
pay step acclimated to the position $4,282 in Utility Funds.
IA'Included in the City Manager's recommendation to City Council.
FIRE DEPARTMENT
1 Eliminate nine (9) This will cause for the reduction of 9 Firefighter positions
Attachment 7 Firefighter Positions. and closing of 2 fire stations. Station #5 at 689 South
Pg. 19 Grandview and #6 at 1500 Rhomberg. This will cause for
This is an alternate longer 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
-43-
Savings of $613,883 in available for emergency responses. Rental Housing
General Fund Inspections, fire hydrant maintenance, 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, also recommend
discontinue Tactical Medic monthly training and stand-by
for special events be fully funded by organizing parties.
This will causefor 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) Fire'This will cause for the reduction of 3 Firefighter positions, 1
-~ Equipment Operator per 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 responses. It is also recommended to
interchangeable, discontinue Rental Housing Inspections in order to
facilitate pre-plan & business inspections, eliminate tactical
Savings of $190,944 in medic monthly training. Stand-by for special events be
General Fund. fully funded by organizing parties to relieve overtime
payments. This package will cause for three (3)
employees to be laid off.
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
Attachment4 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
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.
I This approach would be comparable to those.
-44-
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 4 Agreements with local space rescue agreement with local industries at $500.00
Pg. 13 industry. Savings $4,500 each. This fiscal year we've ha~l nine (9) companies that
in the General Fund. have agreements with the Fire Department.
'~ Included in the City Manager's recommendation to City Council.
FIVE FLAGS CIVIC CENTER
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, genera~ repairs around the building and general
Pg. 14 safety and security of the building. With this position
limited to 20 hours per week, some repairs will have to be
done by other employees or contracted out. The result
would be longer repair times and a possible increase in the
property maintenance line item of the budget. I have
added $2,000 to property maintenance to cover the
~ ~ossible 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 resuft of
.~ fees by 50 cents: this increase. This fee was last increased in Fiscal Year
adults $3.50 to $4.00 2000.
Attachment 4 youth $2.00 to $2.50.
Pg. 13 Savings of $2 050 General
Fund.
$ Increase the skate rental fee No decrease in participation is anticipated as a result of
~ from $1.00 to $1.50. This is this increase. It is not known when this fee was ~ast
the fee paid for rental of ice increased.
Attachment 4 skates for public skating
Pg. 13 sessions. Savings of $1,17'5
in General Fund.
~4 Increase all labor rates 50 Labor rates are recharged to the user group and are a
~ cents per hour. Savings of revenue stream for the Center. These rates were last
$4,865 in General Fund. increased in Fiscal Year 2001. As pay rates increased the
Attachment 4 last few years, the "profit" margin has reduced because our
Pg. 13 recharge rates have not increased.
Labor rates are always an issue for the user and this
-45-
T increase will be met with some negative comments. Any
time there is a rate increase there is this type of reaction.
No decrease in buitding usage is expected as a result of
this increase but some complaints are expected.
5 Initiate a $1.00 surcharge on Most all similar facilities have a surcharge ranging
~ event tickets sold through from 75 cents to $3.00 per ticket. We would only put
the Center's ticket office, this surcharge on tickets we sell. The Thunderbirds,
Attachment 4 Savings of $34,500 in Dubuque Symphony, and high schools sell most of
Pg. 13 General Fund. their own tickets and would not be required to have
· the Center sell their tickets.
There will be a negative public reaction to this surcharge
until the public gets used to the charge. It is a common
charge in the industry, but it will take a while for it to be
accepted in Dubuque.
~l~lncluded in the City Manager's recommendation to City Council.
HEALTH SERVICES
1 Environmental Sanitarian Decrease in expenditures for FY 04 $9838, FY 05 $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.
~I~ 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 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.
-46-
4 Eliminate overtime pay for
-~ sanitarians. Limited afterThis would result in fewer evening/weekend temporary
Attachment 3hour time spent on food stand inspections and other activities. This would
Pg. 11 inspections and other ultimately result in longer response time for resolving
activities would result inenvironmental nuisances, weeds, garbage etc.
flex and compensation
time during regular
working hours. Savings of
$3,268 in FY 04 & $3400 · ·
~n 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.
6 Reimbursement for Increased revenue $5000 for FY 04 & $5400 for FY 05.
"k 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.
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
-)~ 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 Manager's recommendation to City Council.
-47-
HOUSING SERVICES
1 increase Rental License A proposal to raise the unit cost of license fees by $.50.
-~ Fees. Savings of $3,595 The increase from $8.50 to $9.00 per unit,, will produce
Attachment 4 in General Fund. $3595 in additional annual revenues. The fee was last
Pg. 13 increased in 1998, when the per unit fee was increased
from $8.00 to $8.50
lA Reducing expenditures A second proposal for this activity reduces costs by
-)c for General Housing $2,200. This includes a proposal to shift $1,000 in
Attachment 3 Activity: office supplies, vehicle expenses to the Lead Paint (215) Activity. The
Pg. 12 printing and vehicle justification for this is that the Senior Housing Inspector
operating costs, does not use the General Housing Activity vehicle; for
Savings 0f$2,200 the past five Years, this vehicle has been used by lead
General Fund. saint 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.
210 CDBG Administration: No Service impact.
copying, travel.
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.
memberships, mileage,
telephone, software
license, chairs, annual
rent survey. Savings of
$8,970 in CDBG funds.
4 Reduce expenditures for A proposal ceasing "Thank You" letters to landlords;
230 Section 8 Housing cease mailing application packets (will be posted on
-)c Activity: overtime, office line); FSS clients visited less frequently in their homes;
Attachment 6 supplies, postage, officecease returning long distance calls to clients. Savings
Pg. 17 equipment maintenance, $4,240 in Section 8 funds. Less impact of police
printing, legal notices, background check fee of $10 per background check.
subscriptions,
memberships, mileage,
training, telephone,
travel, temporary help.
HUMAN RIGHTS
1
Attachment 3
Pg. 12
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 ~s a slight risk that this action will be
viewed as contrary to the HUD contract terms, resulting
~n 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 1 -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
)rocessing. As a result, the following services will need
[o be reduced or eliminated as indicated:
1) Faces & Voices - restructured to a one-day event
handled by volunteers
2) Dubuque Dispute Resolution Center - eliminated
3) Training for employers - eliminated
4) The Director will no longer hold leadership positions in
)rofessional organizations, and other outreach and
education will be performed based on community needs,
~ommission priorities, and staff and commissioner
availability as caseload fluctuates.
Included in the City Manager's recommendation to City Council.
INFORMATION SERVICES
1
Attachment
3
Pg. 12
This item would drop
support and licensing for
several GIS and database
software that are either
used infrequently or would
be changed from desktop
to server based licensing.
Some of this change was assumed in the adopted
maintenance budget. The service level change is to
necessitate the upgrade to new versions of the software.
Dropping this maintenance is dependent on the server
replacement CIP being funded. Savings generated by
this package for FY04 is $1,702 in General Fund.
2 This package represents a The hours per month have been maintained at 25 hours
-~ re-negotiation of the per month to be used exclusively for Information
Attachment 3service contract for server Services and not shared with Carnegie Stout Public
Page 11 support with Information Library. Installations will be billed separately from the
Services USA. contract. Hours will carryover from month to month.
Savings generated by this package for FY04 is $5,000 in
General Fund.
3 This package eliminates The service level change for this package may be
-~ compensated overtime departments waiting for service to be done to computers,
Attachment 3and moves to a printers or servers until the following business day.
Pg. 11 compensatory time only Savings generated by this package for FY04 is $6,835
method of overtime General Fund.
compensation.
4 This package would Any after hours support would be performed on a time
-¢~ reduce network and materials basis. In our history of work with CEC we
Attachment 3maintenance hours done have never had occasion to make a service call after
Pg. 11 by Communications 5:00 pm, but service technicians have performed work in
Engineering Company the evenings and on weekends. With this package, this
(CEC) from their current work would be delayed until "normal" business hours or
24 x 7 level to an 8 x 5 would be charged at a time and materials level if deemed
level, necessary. Savings generated by this package for FY04
~s $5,000 in General Funds.
5 This package moves the In conversations with Midland Communications, our
'k 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.
'~ Included in the City Manager's recommendation to City Council.
-50-
LEGAL DEPARTMENT
4
Attachment 3
Pg. 11
5
Attachment 4
Pg. 13
Eliminate Seasonal
Intern. Savings of
$7,008 in General Fund.
Eliminate Budgeted
Amount For "Education
& Training"
Reduces Budgeted
Amount For "Damage
Claims".
Savings of $15,500 in
General Fund.
Decreases Budgeted
Amount For "Health
Insurance." Savings
$4,301 in General Fund.
Creates Revenue For
Legal Work Performed
Regarding Board Of
Review Tax Appeals
This decision package eliminates the seasonal intern
position as of August 1, 2003, decreasing budgeted
amount from $10,011 ($9,300 in wages and .0765 for
FICA) to $3,003 (July I through July 31,2003). During the
timeframe of August 1 through August 15, 2003, intern will
perform fair housing work for Human Rights and be paid
with HUD funds.
Impact .would be as follows:
1. Adds approximately 8-10 hours to work week in
which City Solicitor will have to perform on
weekends or at home, regarding traffic,
administrative search warrants, etc.
2. City Solicitor will no longer be able to efficiently
work on updating ordinances, relating to the Police
and Human Rights Departments.
3. Response time ¢or opinions will be significantly
longer.
This decision package eliminates budgeted amount for the
"Education & Training" line item (74% of $1,300 or
$962.00 in General Fund).
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.
This decision package reduces budgeted amount for the
"Damage Claims" line item from $75,500 to $60,000.
No impact. Decreases budgeted amount for Health
Insurance from $17,206 to $12,904. Budgeted Health
Insurance amount for Legal Services Secretary to be split
with the Police Department.
This decision package creates revenue for work done by
the Legal Department regarding Board of Review Tax
Appeals.
$10,000 in revenue generated.
6 Creates Revenue For
Attachment 7
Pg. 19
7
Legal Work Performed
Regarding Storm Water
Retention Projects
WOuld Create Revenue
For Legal Work
Performed Relating To
The Economic
Development
Department (To Be
Funded By TIF Districts)
This decision package creates revenue for work done by
the Legal Department regarding Storm Water Retention
Projects, to be funded by the Storm Water Operating
Fund.
$10,000 in revenue generated.
This decision pacl(age would create revenue for work
done by the Legal Department for the Economic
Development Department to be funded by TIF Districts.
$10,000 in revenue generated
Included in the City Manager's recommendation to City Council.
CARNEGIE-STOUT PUBLIC LIBRARY
Reduce overtime.
Eliminate one full time
professional position
and one part-time
assistant position;
Reduce hours of two
full-time employees to
part-time and one half-
time employee to ¼
time. Savings $126,865
General Fund by
$12,778.
Library hours will be cut to 65 from 69 per week.
2
Attachment 4
Page 13
Increase revenue by
charging for Inter-library
loan service, meeting
room fees, and
requesting a donation
for library cards.
Savings $4,300 General
Fund.
Inter-library loan is a service offered to all patrons whereby
if the library does not own an item it is borrowed from
another library. This has been offered free of charge in the
past. Most Iowa libraries are initiating this charge to offset
the high cost of the service. We will begin charging for this
service. Meeting room fees will be evaluated for increase
for the first time since 1998. We have never asked for a
donation for a library card, and I believe this is
unprecedented in Iowa.
-52-
minate the Americorp
Member, reduce ads
and promotion,
education & training,
postage, DP
maintenance, printing &
binding. Savings
$13,494 General Fund.
Reduce programming
expense by 47%.
Savings $4,285 General
Fund.
Reduce materials in all
formats by 17.4%.
Savings $45,875
General Fund.
No outreach service to day cares, pre-schools, and
community schools. Elimination of partnerships that take
staff time or require time away from the building.
Reduction in continuing education for staff runs the risk
that professionals may not be able to maintain their
certification by the State Library of Iowa.
Follow up Item only. (See Attachment B)
This reduction in programming will result in the "pot" being
shared 25% for adults, 25% by Young Adults, and 50% for
children's programs.
Less new materials for the public. Longer waiting lists for
popular materials, increased customer dissatisfaction.
Follow up item only.
'A"lncluded in the City Manager's recommendation to City Council.
OPERATIONS AND MAINTENANCE
Service
Fund
lof3
Attachment 7
Page 22
Eliminate One (1) Stock
Clerk Position
This decision package provides for the elimination of one
of the two Stock Clerk positions in the Vehicle
Maintenance Activity. This package would address the
entire $22,049 shortfall anticipated for the Service Fund
for FY04. The loss of this clerical position would severely
compromise our ability to support the Keyline vehicle
maintenance facility. As a result, the termination of our
management of the Keyline facility is recommended and
anticipated in this pacl~age. Aisc, 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.
-53-
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 position, 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 '~Norking 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
-k 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
~rovide 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.
-54-
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 previsions. 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 Educatorpositions (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:
$51,95O.
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 $6,520. It provides for using revenues from the $.75/ton
-k authorized July 1, 2003 fee increase scheduled for July 1,2003.
Tonnage Fee Increase
Attachment 6
Page 16
Refuse
Collection
Fund
1 of 3
Attachment 7
Page 23
Eliminate One (1)
Seasonal Sanitation
Driver Position, Leaf
Rakeout Collection
Service and Appliance
Pickup Service
This decision package incorporates a number of revenue
and expense changes intended to address the anticipated
FY04 Refuse Collection Fund shortfall of $33,862. Those
changes are:
1) Reduce Refuse Collection over[ime expense by $1,000
per year through greater use of comp time.
2) Reduce Refuse and Recycling Collection expenditures
for Legal Notices, Ads and Promotion by $5,800 per year;
3) Eliminate the production and use of dedicated brush
ties, reducing expenses by $2,650 per year;
4) Eliminate the $2,000 per year appropriation for a solid
waste management college intern;
5) Anticipate an annual $4,500 grant from the DMASWA
to cover 50% of the annual cost of recycling bin
purchases;
6) Eliminate the Leaf Rakeout Collection Service and the
Appliance Pickup Service; and,
7) Eliminate the Seasonal Sanitation Driver usually hired
to assist with Yard Waste Collection. Estimated net
budget reduction: $33,866.
Refuse
Collection
Fund
3 of 3
Attachment 7
Page 23
Increase monthly solid
waste fee by 11¢ per
month from $7.49 in
adopted 2004 budget to
$7.60 per month.
Sawngs will be $21,700.
Increase the Solid Waste
Collection Monthly Fee
$.15
This decision package incorporates a revenue change
intended to address the anticipated FY04 Refuse
Collection Fund shortfall of $21,700 by increasing the
solid waste collection monthly fee by $.11 per month per
customer $21,700);
This decision package is intended to address the
anticipated FY04 Refuse Collection Fund shortfall of
$33,862. It provides for increasing the solid waste
collection monthly fee for FY04 from the previously
approved $7.49 per customer per month to $7.64 per
customer per month. The last time this fee was adjusted
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 h gher 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.
-56-
Sewer Eliminate One (1) Truck This decision package provides for the elimination of 1.00
Operating :)river Position (currently FTE Truck Ddver 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
~ersonnel/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 formerly
his or her responsibility. Estimated net budget reduction:
$9,137.
ISewer 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
Attachment 7 shortfall assigned to the Operations and Maintenance
Page 21 Department. Estimated revenue increase: $7,547.
RUTF Eliminate Two (2) Truck This decision package provides for the elimination of one
I 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 Driver 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 drivers. 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, all 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 during major winter storms would also be likely,
resulting in the postponement of waste collection
services. Any RUTF monies saved in the snow and ice
control activity due to the absence of this Truck Driver
during the winter months would be offset by the additional
overtime paid to the remaining snow and ice control
workers to plow and deice the streets formedy his or her
responsibility. Estimated net budget reduction: $118,301.
General Eliminate Two (2) Truck This decision package provides for the elimination of both
Fund Driver Positions (One Truck Driver positions based in the Sanitary and Storm
I 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
-,58-
routes into twelve, with a resultant proportional increase
in route completion times. Finally, a measure already
under consideration a year ago, the postponement of
solid waste collection services during major snow storms
in order to free those workers to operate snow plows and
shovel our miles of walks, paths and steps, would be a
necessity. It should be noted that any RUTF monies
saved in the snow and ice control activity due to the
absence of these two Truck Drivers during the winter
months would be offset by the additional overtime paid to
the remaining snow and ice control workers to plow and
deice the streets formerly 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,
Attachment 7 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 Riverwalldlce 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 during major snow storms, in order to ensure
that we would not have to park snow plows due to a lack
of operators. Also, during light and moderate storms,
snow and ice control route completion times would be
increased by at least 5%. As a result, any RUTF monies
saved in the snow and ice control activity due to the
absence of this Truck Driver during the winter months
would be offset by the additional overtime paid to the
I 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 (CurrentlyFTE Truck Driver based in the Storm and Sanitary Sewer
-,59-
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 formerly his or her responsibility.
Estimated net budget reduction: $57,922.
"~r'lncluded 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, tdmming
Point Park. Savings would not get done as often, rest rooms would not be
$50,782 General Fund. cleaned as often, and repairs would take longer. 2) With
elimination of this second maintenance worker position,
we would no longer have time to haul picnic tables for
groups to use. 4) Snow removal of park sidewalks and
trails will take longer. 5) The number of new picnic tables
made and repaired would be reduced. 6) We would need
to be more selective of allowing vacations during the
winter to make sure we have people to cover snow
removal.
-60-
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 5 seasonal worker on nights a week with one seasonal worker and the other two
Page 14 two nights. Savings nights would be covered by two seasonal park rangers.
$43,916 General Fund. The one swom ranger will have to cover all areas of
concern, leaving the seasonal ranger the easier areas to
cover. It is expected that behavior problems will increase
as a result of this reduced coverage. 2) After the park
season ends, the two park rangers have assisted forestry
for six to eight weeks. This would no longer be done,
i 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 concemed
about volunteers having keys to our buildings, using our
van that transports the flooding hoses, using our trucks to
plow the snow, and what liability they, and we, would have
as a result of their work. 4) Snow removal on the ramps
. would take longer.
3 Eliminate one The impact of this decision package would be: 1) All
'k 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 Fund. The revenue reduction shown below is the charge for
snow removal. 2) Cleaning of the tables and chairs
would become the property owners where they are
located. If the property owners choose not to do this, they
would be removed. Damage repair would continue with
us. 3) Mowing of the leased areas of Marshall Park
would revert to the Arboretum Association, as required by
the lease agreement. This maintenance worker was
going to maintain the Port of Dubuque so the mowing
effort at Marshall Park would be moved to the Port of
Dubuque. 4) Trash collection on Main Street would be
done on Mondays, Wednesdays and Fridays only, by
existing staff, lengthening the time frame needed to make
their rounds. 5) The 7th Street plaza area would be
swept on Tuesdays and Thursdays only. 6) Maintenance
of the planters would move to the gardner. 7) In the
winter, we would not be able to assist Operations and
Maintenance Department with snow removal from Main
and 8th Streets.
-61-
4 Eliminate weekend If employees agree, one full time employee will take a day
~ overtime for full time off during the week and work four hours on Saturday and
employees that open four hours on Sunday. If they do not agree to this, one
Attachment 3parks and rest rooms employee will be assigned to work Sunday through
Page 11 and collect the trash. Thursday and another assigned Tuesday through
Each Saturday and Saturday. Either way, their "normal" work duties would
Sunday a full time and take longer to complete because the employee would be
seasonal employee away eight hours per week from those duties.
work four hours per
day to complete these
tasks. Savings $7,860
General Fund.
5 Increase pavilion No decrease in usage is anticipated with this increase of
~ reservation fees fifteen fees. Reservation fees have not been increased for at
percent. Example: a least nine years and usage remains strong.
Attachment 4$40.00 pavilion would
Page 13 increase to $46.00.
This increase would be
effective with the 2004
park season. Savings
$7,800 General Fund.
6 Increase the camping No decrease in usage is anticipated as a result of these
-~ fees in Miller-Riverview fee increases. This increase would be effective with the
Park for the 2004 2004 park season.
Attachment 4season as follows:
Page 13 campers $10 to $12
tents $6 to $8
Savings $9,574
'klncluded in the City Manager's recommendation to City Council.
PARKING DIVISION
1 Terminate lease of This parking lot is no longer needed with the 4~ Street
parking lot #12 from Ramp in use. We may have to return the lot to its pre-
Attachment 7I DOT--$3,000 lease condition. There could be a one time cost for doing
Page 21 that. Even though this i~ a CIP, we would save the costs
of snow plowing and other maintenance-S3,000 savings.
2 Increase parking ticket Even though the fines were increased with the approved
fines--S50,000 2004 budget, increasing the initial fine amount from $5.00
Attachment 7 to $7.00 could potentially increase revenue by $50,000 to
Page 21 $75,000 based on 55,000 tickets per year being issued
and collecting 65% of those issued.
-§2-
3
Attachment 7
Page 21
4
Attachment 7
Page 21
5
Attachment 7
Page 21
6
Attachment 7
Page 21
8
Attachment 6
Page 16
9
Attachment 6
Page 16
Close parking lots #3
and #10 for evening use
Increase hourly parking
fees in Locust and Iowa
Ramps-S30,750
Relocating monthly stall
3atrons--$16,560
Relocating monthly stall
patrons-S18,336
Reduce courtesy ticket
program area---S20,000
Credit and expense
reimbursement to Police
Department for parking
code enforcement.--
$20,000
Reduce 23 Casher
hours at 4~ Street
Ramp---S13,988
This would close parkin~ lots #3 (5u* and Bluff Streets by
Post Office) and #10 (5"' and Main Streets by Ecumenical
Towers) for evening use. This would be done on selected
nights depending on events. We provide over 200 free
parking spaces in these lots and these vehicles could be
directed to use the 4u~ Street Ramp.
This would increase the fees to $.50 per hour for all time
with a maximum of $6.00 per day. The current rate is $.30
for hours one and two and then $.45 for the remaining
hours with a maximum of $5.10. This would increase
revenue by $30,750.
By moving 115 monthly spaces undercover and relocating
the daily patrons to the roof top would increase 115
monthly rentals by $12.00 a month--S16,560 additional
revenue.
By moving 93 monthly spaces from roof top to undercover
this would generate an additional $6.00/mo. for 38 spaces
and $12.00 for 55 spaces for a total of $10,656. In
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,
Currently approximately 30% of meter violations are issued
as courtesy tickets causing a reduction in projected
revenue in this area. This package would adjust the policy
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.
In calendar year 2001 the Police Department issued 5,033
parking citations. Of those, 2,500 were paid totaling
$16,07. In calendar year 2002, the police issued 6,250
tickets, of which 4,038 paid totaling $24,912.
Weekly hours for cashiers have been reduced by 23 hours
per week, This adjustment was made after review of
revenues and usage times with little or no effect on users.
$13,998 savings
-6.3-
10 Eliminate 1 Maintenance The elimination of 1 Maintenance Worker will have minimal
-~ Worker Position--- departmental impact. Will widen the times between ramp
$49,911 cleanings and other minor day-to-day activities. End user
Attachment 6 will not notice a significant change in service. $49,911
Page 16 savings
~ Included in the City Manager's recommendation to City Council.
MEMORANDUM
Date: July 8, 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
)rocess to ensure maintenance level services are maintained and provided.
DISCUSSION:
Of the three expense reductions recommendations, one of them (priority 2,)~ has already been
completed, that being the reduction of 23 hours of cashiering time at the 4"' Street Rar~p for a
reduction of $13,966 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
option has been discussed prior to this situation developing. Even with the addition of the 4~h Street
-64-
~arking ramp, it is rather obvious that the elimination of this position would have very little impact on
the service provided with added coordination between Other employees of the division. So, I would
strongly recommend this reduction be made at this time.
The one revenue enhancement option is the elimination of the "courtesy parking ticket" program.
After reviewing data gathered in five weeks of operating the new software system, it indicated that
approximately 33% of our expired meter violations are courtesy tickets. This was not considered
when the recommended Fiscal 2004 parking enforcement revenue was budgeted. Thus, this
program Will have a remarkable effect on projected revenue. I would estimate that this program will
haVe a negative impact of between $50,000 and $75,000 on this line item. Priority 3 recommends the
reduction of this program.
Pdority 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 conbacts 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 3/5t~ & Bluff and Lot 10/5th & Main). I think we have the equipment
in stock to close these lots on selected nights and still allow exit only options for those monthly
renters remaining in the lot after it was closed. We would have installation costs associated with this
package.
Priority 8 deals with a further increase of parking fines. Through the budget process, fines were
~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 tobe only after 30 days. So, any increase in the initial fine amount would have a
proportionate effect on revenues generated.
Priority 9 simply eliminates the rental of Lot 12 at 4th and Central. With the completion of the 4th
Street Ramp, there is no longer a need for this lot as most of those have now moved into the ramp.
We may however have substantial costs associated with this as we may have to return this 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 basis1 In reviewing revenues in the area of parking enforcement
over the past two calendar 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.
-§5-
Subsequently, in calendar year 2002, the department issued 6,250 parking citations, with 4,038 being
paid totaling $24,912.00 in collected fines.
Additionally, over the past couple of months, there have been discussions between the Finance
Department and the Parking Division regarding how coverage for vacations and other absences are
covered at the parking ticket window. In 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.
-66-
PLANNING SERVICES
1 Budget Reduction - Recommending elimination of the $12,000 for DMATS Extra
-~ Contract with ECIA Services. These services are provided to the Planning
for DMATS Extra Services Department, the Economic Development Department
Attachment 3Services. Savings and its Transit Division, and the Public Works Department's
Page 11 $12,000 General Engineering Division. Funding for these services is entirely in
Fund. 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 result of this contract
being eliminated. The estimated FY03 balance for DMATS
Extra Services will be approximately $9,000. Due to turnover
and staffing shortages, DMATS has not provided much service
under this contract in FY03.
We are recommending that the $9,000 balance in FY03 be
carried over into FY04 to allow EClA to plan for the elimination
of the $12,000 contract for DMATS Extra Services.
2 Budget Reduction - Missman, Stanley & Associates is the consultant that updates
-.~ Consultant Servicesour zoning map each quarter.
for Zoning Map
Attachment 3Updates. Savings In 2001 weradded this consultant to our budget. At that time,
Page 11 $2,000 General the zoning map had not been updated in many years. The
Fund. start-up cost to add all of the rezonings and make corrections
where necessary took a good deal of time and money.
Currently, we update the zoning map each quarter and have
budgeted $5,000 for this service in FY04. Now that our map is
updated and most of the errors have been corrected, we
propose to reduce the number of updates by half. We propose
to update the zoning map twice per year beginning FY04 and
reduce the budget amount by $2,000 to $3,000.
3 Budget Reduction - As a Certified Local Government (CLG), the City of Dubuque is
CDBG allocation forrequired to conduct historical and architectural surveys and
Attachment 7consultant servicesother historic preservation projects related to planning and
Page 20 for historic public education. The City has budgeted $10,000 annually for
preservation, as local match for state grants for these types of services.
Savings $2,506 The City of Dubuque has received state grants for various
CDBG Funds. 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 histodc 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 recommending
that the amount budgeted for consultant services for historic
-67-
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 id'entitled 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.
Attachment4Development Fee Increases for variance, conditional use, rezoning, planned unit
Page 13 Increases. Savings development (PUD), and sign application fees are estimated at
$58,620 General $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
"k Enhancements - $100 per billboard per year. With 78 billboards in the city, this
New Fee: Billboards. fee would generate $7,800 annually. We would conduct an
Attachment 4 Savings $7,800 annual inspection for each billboard to 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
I 'have had in thepast with off-premise
signage
displaying
on-
-de--
)remise 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 vedfy 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 safe{y 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
}erson will take 10 working days for zoning enforcement. This
~s still within the Department's service objective.
6 :~evenue We are recommending increases in two zoning fees. The
-~ Enhancements - projected increase in revenue is $2,800.
Zoning Fee
Attachment4 Increases. Savings Special Exception
Page 13 $2,800 General The current fee for a special exception is $75. We propose to
Fund. 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 $10. 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
-6,9-
~at 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 7 New Application Appropriateness, Certificates of Economic Non-Viability and
Page 19 Fees: Demolition Permits. These new fees would increase revenue
Historic Preservation by $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
applications require the same amount of staff time to process
as Certificates of Appropriateness.
We are recommending that applications that demonstrate the
p_roperty cannot yield a reasonable economic return be
charged a $500.00 fee. These applications take the same
amount of time to process as a Certificate of Economic Non-
Viability. An alternative fee of $250.00 is also being proposed
-70-
as an option.
Service Impacts
There will be no reduction in service levels based on these
fees. We do not expect any changes in the projected FY04
caseloads for the Historic Preservation Commission.
8 Budget Reduction - We are recommending eliminating membership payments to
~ APA Membership the American Planning Association (APA) for the Associate
Fees. Savings $900 Planner and the Assistant Planners. The membership fee for
Attachment 3General Fund. the Planniqg Services Manager will be retained so that we can
. Page 12 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 tumover 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.
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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 7 Savings $63,609 by the COP officers have safeguarded neighborhood
Page 20
General Fund. concerns and helped to build needed partnerships and
community. The elimination lessens our ability to attend
neighborhood meetings and work directly with other
community members and departments to resolve ongoing
concerns before they reach a critical stage. If eliminated,
many of these concerns will be forwarded to Patrol Services
to handle as time permits.
5 Eliminate COP Police Impact relates to experience found in Package #4.
Officer Position.
Attachment 7 Savings $60,989
Page 20 General Fund.
6 Eliminate Corporal The elimination of this position creates a tremendous
~Support Services Police hardship to continue in'the accreditation process. This
Attachment 7 Officer Position. ~osition'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 7 Savings $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
2rivate and public organizations instructed by classroom
teachers and/or Iowa Department of Health Substance
Abuse Prevention Specialists.
8 Eliminate Traffic Safety Eliminates traffic safety police officer position resulting in
'~r 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 5 General Fund. traffic violations and accident scenes and follow up on other
Page 14 traffic safety concerns.
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III * I ~r p, atr..ol less. e.nin.g the
Ill_ d°therrelated~
III 1 General Fund. searches.
Page 14
Eliminate Computer
Support Help Desk
Position. Savings
$46,343 General Fund.
Eliminates the civilian
position of Computer
Intern. Savings $11,587
General Fund.
Eliminates individual line
items regarding Traffic
Safety initiative - STOP,
reduces Domestic grant
monies available for
Domestic Violence
overtime follow up,
eliminates formal
Elimination of this position poses a hardship on the
development of our computer users located within the
department. The police department in cooperation with
communications and the Dubuque County Sheriff's Office
implemented a new and innovative cdminal 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 Informatio~
Services to provide technical and training support.
Elimination of this position creates additional pressure an
Information Services in providing consistent attention to the
police department mobile computer terminals (MCT)
located in each of our patrol vehicles. The Intern acts as
the primary contact regarding malfunctions and repairs
related to the MCT. Due to the age of these computers,
daily interaction has become necessary to maintain their
function ability. Additionally, [he communications center will
be called upon to relay and research the Iowa System for
ddver's license verifications, motor vehicle registrations,
wants and warrants, and ether criminal history checks
normally accomplished through the individual officer and
his/her use of the MCT.
Reduction of the line items results in the roll back of several
specialized police services. STOP is a traffic safety
program allowing officers to work special traffic safety
assignments on an overtime basis to impact high traffic and
violation areas. Domestic violence funds provides overtime
funding to specialized trained officers to spend additional
time and effort in the development of case work related to
the incidences of domestic violence. Although a critical
-'/3-
13
Attachment 7
Page 20
14
-k
~,ttachment 3
Page 12
15
Attachment 4
16
Attachment 4
accreditation awarded
every three years by the
Commission on
Accreditation For Law
Enforcement Agencies,
and eliminates one
patrol vehicle from the
vehicle fleet. Savings
$81,736 General Fund.
Transfer expenditure
savings from CDBG
funds from City
Manager's budget
created through the
reduction of the
Neighborhood Specialist
from full-time to part-
time.
Transfer Parking
Revenue from Parking
Division to Police
Department regarding
Officer generated
parking tickets
New revenue service fee
for Criminal Records
check.
New revenue processing
fee for impounded
vehicles.
element in the pursuit of a professional police department,
accreditation has served the department well in our quest
for excellence by participating in this voluntary program as
we strived for professional excellence in meeting and
exceeding mandatory standards in professional law
enforcement.
Follow up item only. (See attachment C)
Transfer of Community Development Block Grant (CDBG)
funds from City Manager's budget to help fund the COP
program in the amount of $24,144.
Returns parking revenue generated by police officers during
evemng and weekend hours. ;This revenue amount is
$20,000.
Adds a research fee for local cdminal checks, equals $10 X
265 checks per mo X 12 mos. = $31,800
Adds a service fee for towed vehicles, equals $20 X 85
tows per mo. X 12 mos. = $20,400
Included in the City Manager's recommendation to City Council.
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MEMORANDA
Date: July 8, 2003
To:
Michael C. Van Milligen
City Manager
From: Klm B. Wadding
Police Chief
Re: Police Department Service Reduction
INTRODUCTION:
The purpose of this memorandum is to outline the police department's reduction recommendations.
The police department's Assigned Base level is $791,385. The recommendations contain 16
reduction packages listed from highest priority to retain (1) to lowest priority (16).
BACKGROUND
On May 9, 2003 the police department received a memorandum from Pauline Joyce, Administrative
Services Manager, outlining the proposed reduction process for each department to achieve budget
reductions due to financial shortfalls in FY 2004. The citywide shortfall totals $1,774,103 with the
police department sharing the burden at a mimmum 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 concern and
to explain how the reduction process would proceed.
As ideas and suggestions were collected, reductions were established through independent budget
packages. On May 29, 2003 a meeting was held with the Senior Management Team to review the
initial reduction packages by priority. The recommended reductions incorporate the use of new
revenues coupled with line item reductions and reductions of two civilian and up to nine sworn staff.
The reductions are ranked by priority.
-7,5-
SWORN STAFF REDUCTION
Regarding the proposed officer reductions, three positions are currently vacant due to officer
resignations with three other positions vacant due to extended leaves. As a result, no personnel
layoffs are anticipated with the elimination of these first three sworn positions. Those officers on
extended leave are scheduled to return in February 2004. With an average department turnover rate
of 4.8 officers per year, it is anticipated future officer vacancies will occur prior to the return of officers
on extended leave reducing the prospect of personnel layoffs.
RECOMMENDATION:
To make the necessary financial 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 reduc[ions.
-76-
PURCHASE OFSERVICES
Reduce General Fund
supported agencies by
7.6%. Savings of
$3,945.
Reduce Labor
Management by $717 in
UDAG Funding
This impacts the following agencies:
Dubuque Area Labor-Management Council $614
Helping Services of Northeast Iowa $149
Operation: New View $1~270
Project Concern Foster Grandparent Program $413
RSVP $558
Substance Abuse Services Center $941
Total savings: $3,945
RECREATION DIVISION
1
Attachment 4
P,ag'e 13
2
Attachment 4
Page 13
3
Attachment 4
Page 13
Increase the registration
fee for boys' baseball,
gids' softball, junior
tennis, and junior golf
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.
ncrease the registration
fee for the After School
Sports Program
(volleyball, flag football,
basketball and track) from
$10 to $13.
Increase the registration
fee for the Play Lot and
Tot Lot programs from
$10 to $18.
No decrease in participation is anticipated as a result of
these increases. FeeS were last increased in Fiscal Year
1.992. Savings $2,610 General Fund.
There is no decrease in participation anticipated as a
result of this fee increase. Fees were last increased in
Fiscal Year 1999. Savings $3,750 General Fund.
Both of these programs are very popular, class limits are
reached quickly, and. they are considered a great deal for
the money. Fees were last increased in Fiscal Year
1993. Savings $4,000 General Fund.
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4
Attachment 3
Page 11
5
Attachment 3
Page 12
6
Attachment 3
Page 12
1
CDBG
Attachment7
Page 20
Eliminate the ice rink
warming house
supervisors and close the
warming houses
Increase the
administrative overhead
in golf by $10,000, from
$20,156 to $30,156
Provide for CDBG Funds
from the Uptown
Recreation Program to
pay the 50% discount
given on swim passes
Eliminate the two-hour
Saturday morning open
gym program at Audubon
and Fulton Schools.
A park division decision package eliminates the flooding
of the outdoor ice rinks. Savings $5,871 General Fund.
This money would come from the "profit" that is budgeted
for the golf course development fund. Savings $10,000
General Fund.
One site of the Playtime for Tots program wil] be
eliminated to fund this, but participation has decreased to
the point that this reduction was going to be done
anyway. Savings $13,528 General Fund.
The afternoon 1:00 to 5:00 p.m. program remains at both
schools, plus Fdd ay, 6:00 to 9:00 p.m., Saturday, 6:00 to
9:00 p.m., and Sunday, 1:00 to 5:00 p.m. at St. Patrick's
will remain in place. Savings $2,599 CDBG funds.
Included in the City Manager's recommendation to City Council.
Transit
1
Attachment 7
Page 21
Increase Fixed Route
and Pa.ratransit fares
Option A. Savings
$159,280 Transit Fund
Increase Fixed Route
and Paratransit fares
option B. Savings
$84,602 Transit Fund
and $3,000 Transit
Fund
Current fares structure is $1.00 general public fixed route,
$0.50 half fare for students, seniors and persons with
disabilities fixed route and $1.00 ADA paratransit
(minibus). By increasing fixed route and ADA paratransit
passenger fares to $2.00 general public fixed route, $1.00
half fare fixed route for students, seniors and persons with
disabilities and $3.00 ADA paratransit and factoring in
20% attrition in overall ridership due to fare increases, this
decision package could generate an additional $159,280
in farebox revenue.
By increasing fixed mute and ADA paratransit passengers
to $1.50 general public fixed mute, $0.75 half fare fixed
route for students, seniors and persons with disabilities
and $2.00 ADA paratransit and factoring in 15% attrition in
overall ridershi p due to fare increases, this decision
package could generate an additional $84,602 in farebox
revenue. Add $40 charge to departments for tours and
take $2,000 software maintenance sawngs.
-78-
4
Attachment 7
Page 21
Fixed route
Saturday service. Net
Savings $32,393 Transit
Fund.
Eliminate Fixed route
and Paratransit
Saturday service. Net
Savings $14,791 Transit
Fund.
Current Saturday schedules require a total of 60 hours of
service and are delivered using part time drivers. At an
average of $12.44 per hour for driver wage plus IPERS
and SSI, the driver expense alone total $44,015 per year.
Farebox collections for Saturdays total $11,648 per year.
By eliminating Saturday fixed route service, this decision
package could generate a savings of $32,367 in driver
expenses. An additional indirect savings would also be
realized in the transit garage by eliminating the need for
624 hours of Serviceworker schedules that are direct
charged back to the transit division. At an average houdy
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
In addition to the potential cost savings related to Decision
#3 of $48,510, elimination of ADA paratransit service on
Saturday could eliminate an additional $14,791 in
employee expense for a total decision package savings of
$63,301. ADA paratransit service is only required when a
transit system operates fixed route service.
Included in the City Manager's recommendation to City Council.
WATER PLANT
OPTION
1
1 of 4
Attachment
6
Page 15
2 of 4
Attachment
7
Page 22
3 of 4
Attachment
6
VALVES
450-62675
Eliminate this activity from our
'operational account. Savings
$8,000 Water Fund.
PIPE-SPECIAL FITTINGS
450-62676
Eliminated this activity from
our operational account.
Savings $20,000 Water Fund.
HYDRANTS
450-71510
Reduce this activity in our
operational account. Savings
$8,200 Water Fund.
The elimination of this activity through our operational
budget would require that this program be performed
through the accessibility of our Capital Improvement
Project Funds. This would result in a less aggresSive
approach to maintenance and our change out
)rogram.
I'he elimination of this activity through our operational
budget would require that t. his program be performed
through the accessibility of our Capital Impro~/ement
Project Funds. This would result in a less aggressive
approach to maintenance and our change out
program.
The reduction of this activity through our operational
budget will require that some of this program be
performed through the accessibility of our Capital
Improvement Project Funds. This will result in a less
aggressive approach to maintenance and the change
out program.
-79-
4 of 4 CONSULTANT SERVICES The reduction of expense is being reduced based on
~ 450-62716 less services needed as projects are modified.
Reduce the appropriated
Attachmentmonies allocated in this
6 account. Savings $2,000
Page 15 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 additional
OPTION RATE INCREASE 5% 2% rate increase above the previous 3% that is to take
2 effect July 1,2003. This additional 2% rate increase
Meter Rates 42001-44110 will provide the funds needed to support current
lA Fire Protection Rates maintenance and service needs due to the proposed
42001-44114 $59,553 shortfall. This rate increase would raise the
average water users monthly fee by sixty four ($.64)
cents. In comparison of our rates with other cities in
Iowa, the City of Dubuque would be the second lowest
with Cedar Rapids being the lowest.
NOTE: Option 2, lA would provide The proposed monthlyfee increase of sixty four ($.64)
60% cents includes the 3% rate increase of forty ($.40)
Of the revenue needed to cents that has been approved for implementation on
offset July 1, 2003.
the Department's $118,000
shortfall.
This request is for the implementation of an additional
2B RATE INCREASE 6.5% 3.5% rate Increase above the previous 3% that is to
~ Meter Rates 42001-44110 take effect July 1,2003. This additional 3.5% rate
Fire Protection Rates increase will provide the additional funds needed to
Attachment42001-44114. Rate Increase support current maintenance and service needs due to
6 1.68% effective July 10 -to the proposed $59,553 State and Insurance Funding
Page 15 generate $58,567. shortfall. This will also include the proposed 1.68% or
$58,566 estimated revenue shortfall due to the
reduction of water used from one of our large users.
This rate increase would raise the average water users
monthly fee by eighty ($.80) cents. In comparison of
our rates with other cities in Iowa, the City of Dubuque
would be the second lowest with Cedar Rapids being
the lowest.
NOTE: Option 2, 2-B would provide The proposed monthly fee increase of eighty ($.80)
100% of the revenues needed cents includes the 3% rate increase of forty ($.40)
Attachmentto offset cents that has been approved for implementation on
7
Page 22 the department's estimated July 1, 2003.
$118,000 shortfall.
This would be a newly created fee to help support the
OPTION SERVICE FEES cost of these services. Currently the City pay's Aquila
3 METER READS $0.456 to read its water meters. By establishing this
42100-450-41113 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
acti~/ity 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 would
OPTION STAFF REDUCTIONS be converted to a part time position until full time
4 status is restored. Services would be distributed to
Water Engineering Assistant other employees and be performed by the hiring of a
1 of 4 GE-33 Layoff. Savings part time employee. The proposed estimated cost for a
$45,732 Water Fund. part time employee is $15,210 annually. The '
Attachment modification of this position will result in delayed
7 responses and services provided to contractors,
Page 22 developers, City departments and the water users.
This will reduce our response time to watermain
breaks resulting in safety concerns additional property
damage and extending longer periods of time that fire
protection is out of service.
This person would be laid off and the position would
2 of 4 Truck Ddver OE-8 - Layoff. become vacant until full time status is restored. The
Savings $44,136 Water Fund. current duties and responsibilities that is performed by
Attachment this employee would be distributed to other employees
7 and will result in delayed responses and services
Page 22 being provided to contractors, developers,City
departments and the water users. This will reduce our
response time to watermain breaks resulting in safety
concems, additional property damage and extending
longer periods of time that fire protection is out of
service.
This person would be laid off and the services required
3 of 4 Equipment Operator I1 would be provided by contract services until full time
OE-10 - Layoff. Savings status is restored. The proposed estimated funds
Attachment$47,214 Water Fund. needed to support outside services is $18,068.80. The
7 modification of this position will result in delayed
Page 22
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
-81-
that fire protection is out of service.
These funds would support the needs for par[ time
Package ' Part time and contract help and contract services in performing some of the
4 of 4 Services required due to tasks that were provided by the Water Distribution
Lay offs $33,278 additional Equipment Operator II and Engineering Assistant.
Attachment cost to Water Fund.
7
Page 22
'k Included in the City Manager's recommendation to City Council.
THE (%XTY OF ~
MEMORANDA
Date: July 8, 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 $58,566.46. This is related
to their operational equipment improvements. This projected revenue shortfall would require a 1.68%
rate ~ncrease to compensate for this loss.
The total combined revenue shortfall in these three areas is estimated to be $118,119.46.
There are four (4) specific proposed options being submitted for review and they are
~rioritized. 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
-82-
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 ai~ using
~,ttachment 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 ·
I 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&
Maintenance expense Reduction of plant operation and maintenance expense by
by reassignment of reassigning operators to swing shifts. The reassignment of
operational shifts and shifts will eliminate the possibility of operators training as
elimination of cross maintenance staff and eliminate the use of operators to
training activities, supplement maintenance activities. Reduction in the
Savings $5,616 Sewer training opportunities will save approximately 208 hrs./yr, in
Fund. overtime expenses by placing operators on 2"d & 3rd-shifts
eliminating part of the need for replacements necessitated
by vacation and/or sick leave. The cross training
opportunities were suggestions of the WPC Plant's
Efficiency Committee as a means to achieve total
productive operations. Elimination of the ability to use
operators as maintenance personnel will put additional
burdens on the already short maintenance staff that has
seen 3 new lift stations in FY03 adding more hours for lift
station maintenance and reducing time for plant
maintenance
-83-
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 contrc~l at the WPCP will save
Services for plant weed $590.00~year. However, weeds will rapidly take over in the
Attachment 7control and insect sandy soil and choke out the existing grass. Elimination of
Page 21 control at lift stations, funding to carry out insect control at lift stations will save
Savings $975 Sewer $400.00/year and may pose a health risk for employees
Fund. and surrounding homes and businesses.
6 Elimination of student Not funding this package will eliminate the partnership with
intern. Savings $2,000 the University of Dubuque Environmental Science
Attachment 7Sewer Fund. Program. We will lose a student intern that tests the
Page 21 waters and maintains records of environmental concerns
for the Catfish Creek Water Shed. As the E.P.A. and
I.D.N.R. focus their attention on water sheds we will lose
background information on the major water shed that flows
through the City of Dubuque.
7 Eliminate calibration Elimination of the calibration services for the sewage
services for the C.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 timefor calibration
services. The calibration is required by 40CFR 503 and
the I.D.N.R. Title V Clean Air Regulations.
8 Elimination of non Removal of non essential services such as the Department
essential services in the Manager's physical, subscriptions and books and the
Administration Budget. dropping of the Department Manager's membership in the
Savings $2,465 Sewer A.W.W.A. will have little or no affect on the community or
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.
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Carnegie-Stou~ Public Library
360 West 11~ Street
Dubuque. Iowa 52001-4697
(319) 58%4225
FAX (3t9) 589-4217
Attachment A
MEMORANDUM
Date: June 24, 2003
To: Mike Van Milligen, City Manager
From: Susan Heradcks, Library Director.,~
Re: Review of Budget Cat Recommendations
In response to the City Council's questions regarding accreditation for the Cmmegie Smut
Public Library, I have attached a summary of staffing requirements. This table indicates
that at 69 hours the library should have 34 FTE; we currently have 20.5 FTE. To
continue as an accredited library, hours of operation should not go below 64 hours.
At 64 hours the library would need all existing staff (20.5 FTE.) If the five-hour cut were
taken by closing on Sundays a savings of $12,778 in overtime wages could be realized.
Also attached is an itemized list by line item of proposed curs wh/ch a City Council
member asked to review. The recommendation to cut the Americorps worker represents
a savings of $4,160. This covers one fall-time employee. Another option would be ~o
hire a part-time Amer/corps worker at $1800 per year.
Please feel free to contact me with any questions.
Attachment B
Recommended Cuts in Budget - Operations and Personnel to Support 50 hours of
Service to the Community and Meet the Requirement to Cut $193,452
Operations
Fund Account Title
Cut
62732
Temp He[p/Contract Services
(Americoq: Program)
$ 4,160
62130 Legal Notices & Ads $ 2,334
62360 Education & Trmning $ 1,000
62030 Pqstage & Shipping $ 2,000
62061 DP Maintenance $ 1,000
62090 Printing & Binding $ 2,500
(Cut newsletter & $500 additional)
62140 Promotion
62651
62652
62653
62654
62657
62659
62671
62734
62736
Books
Audio/Visual
Periodicals
Continuations/Serials
CD-ROM
Video
17.4% Reduction Materials:
Misc. Operating
Speakers/Programs
Catering
47% Reduction Programming:
Operations
Total
$ 5O0
$45,875
$ 4,285
$ 63,654
-87-
Attachment C
TI-IE CITY OF ~
DATE: June 24, 2003
TO:
Michael C. Van Mi] gen. City Manager
FROM: Kim B. Wadding, Police Chief
RE:
Breakout- Budget Reduction Package ¢12 by Pdority
Regarding the Council workshop held June 23, 2003; a request was made to priorize
items in Police Reduction Package ~12. Reduction Package ¢12 contains reductions
n four primary areas: Accreditation, Domestic Violence Overtime, Traffic Safety
Overtime, and the elimination of one marked police squad with emergency lights. The
recommenoation contains s~x priorities listed from highest to retain (1) to lowest (6).
Package #12 - Line Item Reductions
Eliminate expenses The police department's accreditation program
associated with the ~s voluntary and is designed to assist in
Commission on regulating, reviewing, and assessing police
1 $12,500 Accreditation for Law2olicies and procedures through external
Enforcement review and evaluation of. compliance
Agencies (CALEA) standards. The elimination internalizes this
accreditation processreview and relies directly on internal audits to
ensure policies and procedures are updated
and verified.
Eliminate expenses National Accreditation meetings are held
associated with the quarterly throughout the U.S. providing
2 $4,000 attendance at an training and assessment of new and updated
upcoming compliance standards. Elimination prevents
accreditation our attendance at these informational
conference conferences.
Reduction in This reduces domestic violence overtime
3 $9,459 Domestic Violence funds from $12,959 to $3,500. Domestic
Overtime for violence funds provides overtime to
specialized teams specialized trained officers to spend additional
t time and effort in the development of casework
I t I related to the incidences of domestic violence.
.~r~',;,;ll ~B~get .~ll'Recornmen~ti~n ~.~ll,~! ~edu~bof~rnr~act to Current O~erat~on~.
Eliminate one This eliminates one marked police unit,
4 $22,500 marked police unit dropping our marked unit fleet from 19 to 18.
from vehicle fleet.
Eliminate a set of Visibar lights are the red and blue emergency
emergency lights for ti.ghts located on top of all pglice marked units.
5 $1,700 one marked police The elimination of one squad police unit
unit eliminated eliminates the need for this visibar light.
above.
Eliminate special STOP is a traffic safety program allowing
traffic safety over[line officers to work special traffic safety
6 $31,577 - Special Traffic assignments on an overtime basis to impact
Operations Program high traffic and violation areas.
(STOP).
TOTAL $81,736
TO:
FR:
Subject:
CITY OF DUBUQUE, IOWA
MEMORANDUM
June 24, 2003
Pauline Joyce, Administrative,Se -vices Manager
Mark Munson Transit Manager
Council requested budget inf¢'mation
Attachment D
PURPOSE
At the special session held by the City Counc Monday June 23 2003, several
members of the council requested additional information concerning the proposed
changes in the FY 2004 Transit buoget. The following is a summary of the requested
information:
Ridership Attrition History
The last time the City Council increased fares without any concurrent ctianges in the
service (route reductions, increased headways), was in 1996 when the fixed route
general fares were increased from $0.80 to $1.00. half fares from $0.40 to $0.50 and
ADA paratransit from $0.80 to $1.00. The attrition in ddership after these fare increases
was 7%. In 1991 and 1992. fares were increased, routes were eliminated and
headways were increased from half hour to hourly which resulted in much higher
attritions.
Staff has estimated ddership attrition for the proposed fare increases at 15% and feels
very confident in this estimate. Also, the current KeyLine ridership's somewhat captive
as opposed to the ridership makeup of 10 years ago when more riders by choice used
the service.
Fare Increase
I have conducted a brief survey of Iowa transit systems and their current fixed route and
ADA paratransit fare structures to assist council in selecting a satisfactory rate for
Dubuque. KeyLine offers door to door service to persons with disabilities and seniors
over age 60. It bears noting that the City of Dubuque's cost per ride fcr fixed route
service is $3.36 and $5.78 for paratransit (Based on FY 2002 statistics). Dubuque offers
more than required ADA paratransit service at the full fare fixed route rate. ADA
provides a ceiling of 2 times the full fare fixed route rate
-91-
City Fixed Route Full Rate
Ames $0.75
Cedar Rapids $1.00
Dubuque $1.00
Iowa City $0.75
Sioux City $1.25.
Waterloo $1 50
ADA Paratransit Rate
$1.50 (1)
$2.00
$1,00
$1.50
$2.25 (2)
$3.00 (3)
(1) This service is only for persons with disabilities not seniors
(2) This rate is curb to curb. Door to Door is $7.25 per ride
(3) This service is only curb to curb
IR response to your question, if the City increases the paratransit fare from $1 to $2
instead of $2.50. the likely increased revenue will be $36,160 instead of $54,240
(difference of $18.080).
Additional Revenue and Expense Alternatives ($3,000))
· The Transit system could charge $40.00 per hour to all other departments for
transportation service for Tours. conventions e~c. Based on ast year's requests
this could add approximately $1,000 in additional revenue to the Transit budget.
KeyLine's service agreement with RouteMatch software could be reduced by
$2,000 (from $6.000 to $4,000) due to delays in software implementation. Staff
could also consult with peer systems for technical assistance and utilize current
Information Services support service contract on a limited basis for some
software related issues.
Cc:
William Baum, Economic Development Director
Pauline Joyce, Administrative Services Manager
-92-
Attachment E
MEMORANDUM
June 26,2003
TO:
FROM:
SUBJECT:
Michael C. Van Milligen, City Manager
Pauline Joyce, Administrative Services Manager
28E Agreement for Emergency Communication Center
The purpose of this memorandum is to respond to concerns regarding the City's ability
to make the recommended changes outlined for the Emergency Communication Center.
Those change include a $20 fee for prepa ration of tapes, discontinuing Ride-Along
training and shifting maintenance of CAD software over to the 911 surcharge.
The Public Safety Committee is established under the 28E agreement to manage and
administer the Center. The Committee is charged with establishing the operating
procedures for the Center and meets monthly to provide direction and oversight
necessary for the effective dperation of the Center. This Committee. at their June 4
meeting, reviewed and approved the decision packages presented by Sandi Hutchcroft,
including the discontinuance of Ride-Alon~ training, $20 fee for tapes and shiftiRg of
CAD software maintenance costs to the 911 surcharge.
The E911 Service Board meets once a year in January. The E911 Board authorized
the Public Safety Committee to deal with day to day operating decisions for the board
and to approve 911 surcharge expenditures. The Committee approved the use of
surcharge funds for CAD software maintenance and this, along with other surcharge
expenditures that have been approved by the Committee during the year, will be
presented to the full E911 Board in January, 2004 for amending their budget.
-93-
31-288
CITY Bt, DGET AMENDMENT AND CERTIFICATION RESOLUTION
To the Auditor of DUBUQUE County, cwo:
The City Council of DUBUQUE in said County/Counties met on July ~c, 2003
,at the place and hour set n the notice, a copy of which accompanies this caCdficate and is certified as to
publication. Upon taking up the prepose~ amendment, it was considered and taxpayers were neard for and against
t~e amendment.
The Council. after headng all taxpayers wishing to be hearc and considering ina statements made by them, gave
final consideration to the proposed amendment(e) to the budget and modifications propose~ at the headng, if any.
mereupon, the following resolution was intraducea.
RESOLUTION No.
A RESOLUTION AMENDING THE CURRENT BUDGET FOR THE FISCAL YEAR ENDING JUNE 30, 2004
(AS AMENDED LAST ON
Be it Resolved by the Council of the City of DUBUQUE
Section 1. Following notice published
and the public headn~ ne{~. the ~urrant budget (as previously amended~ is amended as se[ out
herein and in the detail by fund type anQ activity that supports this resolution which was considered at that hearing:
Total Budget I Total Budget
as carafiedI Current after Current
ar last amended Amendment Amendment
Taxes Levied on Prnger~ 1 15,326,636 0 15,326,63E
Less: Uncolleceed Properby Taxes-Levy Year 2 0 0
Net Current Property Taxes 3 15,326,638 0 15,326,63E
De]ffiquent Pmperb/Taxes 4 0 0
TIF Revenues 5 2,477,023 0 2,477,02E
Other City Taxes E 9,314,427 0 9,314,427i
Licenses & PelT~ife 7 935,212 0 935,2121
Use of Money and Properly 8 14,199,835 0 14,199,835;
intergovernmental c 25,019,279 0 25,019,279
Charges for Services t £ 22,699,769 0 22,699,769
Specfo[ Assessments 11 758,000 0 758,000
Miscellaneous 1~ 2,478,441 0 2,476,441
}thor Financing Sources 13] 20,840,336 0 20,840,336
total Revenues and Other Sources 14 114,046,958 0 114,046,958
3ublic Safety 15 16,522,313 C 16,522,313
=ublic Works 16 7,942,888 C 7,942,888
flealth and Social Services 17 1,196,610 C 1,196,610
ulture and Recreation 16 6,995,762 ¢ 6,995,762
2ommun~y and Economic Deveiepmerlt 19 6,815,832 C 8,815,832
3eneral Government 20 4,756,320 E 4,756,320
]ebt Service 21 3,414,905 3,414,90U
3apifel Projects 22 27,984,940 27,984,940
Total Government Activities Expenditures 23 75,829,570 01 75,629,570
~usiness Type / Entergdses 24 24,998,704 0; 24,998,704
rotfe 6ay Activities & Business Expenditures 26 100,628,274 0 100,628.274
Transfers Out 27 18,570,336 0 18,570,33~
Total ExpendEures/Tr~nsfers Out 28 119,198,610 0 119,198,610
Snder) Expenditures/Transfers Out 29 -5,151,652 0 -5,151,652
3egffictng Fund Balance July 1 30 12,240,41~c 0 12,240,419
Ending Fund Bafence June 30 31 7,088,767 0 7,088,767
Passed this day of
City Clerk/Finance Officer Mayor