Public Information Office_FY 2017 Budget PresentationPublic Information Office
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PUBLIC INFORMATION OFFICE
Budget Highlights
FY 2014/15
Actual
FY 2015/16
Adopted
FY 2015/16
Amended
FY 2016/17
Recomm'd
% Change
from Adopted
FY 2015/16
Employee Expense 284,695 346,577 346,577 363,513 4.9%
Supplies and Services 79,429 122,966 122,966 149,538 21.6%
Machinery and Equipment 925 438 4,838 2,373 441.8%
Total 365,049 469,981 474,381 515,424 9.7%
Resources
Administrative OH Recharges 55,718 40,598 40,598 50,406 24.2%
Misc. Reimbursements 435 ---0.0%
Stormwater Charges 20,022 66,067 66,067 96,670 46.3%
Cable TV Charges 238,718 270,551 270,551 282,474 4.4%
Total 314,893 377,216 377,216 429,550 13.9%
Property Tax Support 50,156 92,765 97,165 85,874 (6,891)
Percent Increase (Decrease)-7.43%
Personnel - Authorized FTE 4.13 4.25 4.25 4.25
Improvement Package Summary
Geographic Information Systems
1 of 2
This decision package would provide funding for a full-time Geographic Information Systems (GIS)
Specialist (GE30-D). The addition of a GIS Specialist to the GIS staff will increase the quality and
quantity of GIS data and projects being completed within the City of Dubuque organization. This
position will report to the GIS Coordinator/Analyst. The primary responsibility of this individual will be to
create, edit, and maintain GIS and mapping projects for departmental requests. This individual will also
be responsible for assisting the GIS Coordinator/Analyst with GIS data management and maintenance.
Being partially funded by Public Works, this individual will also work directly with Public Works staff to
improve Public Works-specific GIS data and mapping, including winter maintenance routes, street
overlay projects, sanitary and storm sewer maintenance and inspection, refuse collection management,
CIP/Construction mapping applications, and Cartegraph/GIS implementation.
GIS has proven to be an integral tool in the City’s economic, social, and sustainable prosperity. It is an
irreplaceable tool for managing growth, promoting economic development, and managing
infrastructure. Between October 1, 2014 and October 1, 2015, the GIS Coordinator/Analyst has
received 360 requests for maps, digital data, and mapping applications. A breakdown of requests by
department/agency is identified at the end of this narrative.
This data does not take any requests for software assistance, training, or general GIS help into
account. The demand for maps and data creation continues to increase as more departments realize
the advantages of GIS as a mapping and asset management tool. This demand continually
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monopolizes the time of the GIS Coordinator/Analyst, thus prohibiting her from achieving her strategic
objectives and promoting the advancement of geospatial tools, data structure and development,
devoting time to larger projects, GIS expansion into other departments, and citizen engagement. The
number of requests is also prohibitive of the GIS Coordinator/Analyst completing each project with the
attentive detail each project deserves, favoring a quick-turnaround over the more desirable data
development and project management.
The GIS Coordinator/Analyst has attempted to train staff from various city departments on using GIS on
their own to create and manage their own data and maps, and in some instances, that has been
successful and the number of maps has decreased. However, it is apparent the demand for more
detailed and technical support is necessary, and it is unlikely other departments, especially with their
equally heavy workloads, are going to be willing or able to take on these additional GIS tasks.
The GIS Specialist position would be created and funded at a GE-30 level, and would replace the
Seasonal GIS Intern position.
This improvement package directly supports several of the City Council’s Goals and Priorities, including
Economic Prosperity, Environmental /Ecological Integrity, Social/Cultural Vibrancy, Planned and
Managed Growth, Partnering for a Better Dubuque, Improved Connectivity: Transportation and
Telecommunications, Arts & Cultural Master Plan, Central Iowa Water Association: Direction &
Funding, City Staffing Level: Evaluation, Direction, and Funding, Five Flags Center: Evaluation and
Direction, Inclusive Community Action Plan, Street Improvement Program, Annexation: Direction on
Specific Actions, Emerald Ash Borer Policy, Program and Funding, Housing Code and Inspection,
Review Update/Upgrade, Indoor Aquatic Center, Port of Dubuque Park Development, and Skate Park.
This package also supports several of the Management Agenda’s Goals, including Dubuque Initiatives,
Project HOPE, Port of Dubuque Marina, Greater Dubuque Development Corporation, Industrial Park
Expansion, Smarter Sustainable Dubuque, St Mary’s Church Preservation, Riverfront Lease
Agreements, Smarter Discards, Green and Healthy Homes Initiative, Iowa Economic Development
Authority Community Energy Management, Fats/Oils/Grease, Fair Housing, Voluntary Compliance
Agreement, Surveillance Cameras, Section 8 Administration, Central Ave Corridor Plan, EPA Consent
Decree/I&I Inspections, Comprehensive Plan, Flood Wall Study and Cell Protection, Historic
Preservation Program, Challenged Properties Acquisition, Four Mounds/HEART Program Support,
Smarter Transportation Program, East/West Corridor Study, Historic Millwork District, Disaster
Preparedness and Recovery Plan, Green Alley Projects, Bee Branch, North Softening Basin
Renovation Project, Miller-Riverview Park, Bunker Hill Golf Course Irrigation Improvements, Comiskey
Park Improvements, NW Arterial Trail connection to Bergfeld Pond, Elm Street Reconstruction, Utility
Extension project to Airport, and SW Arterial Project.
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If this request is funded the seasonal intern position would be eliminated which would be a savings of
$8,544. This position would be located at the City Hall Annex.
Related Cost: $83,784 – Tax Funds – Recurring Recommend - No
Related Cost: $ 6,880 – Tax Funds – Non-Recurring
Related Savings: ($8,544) – Tax Funds – Recurring
Related Revenue: $ 7,913 – Sanitary Sewer User Fees – Recurring
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Related Revenue: $ 2,796 – Stormwater User Fees – Recurring
Related Revenue: $ 1,443 – Parking User Fees – Recurring
Related Revenue: $10,867– Refuse User Fees – Recurring
Related Revenue: $ 4,464 – Landfill User Fees - Recurring
Related Revenue: $ 724 – Sanitary Sewer User Fees – Non-Recurring
Related Revenue: $ 256 – Stormwater User Fees – Non-Recurring
Related Revenue: $ 132 – Parking User Fees – Non-Recurring
Related Revenue: $ 994 – Refuse User Fees – Non-Recurring
Related Revenue: $ 408 – Landfill User Fees – Non-Recurring
Total Net Cost: $52,123
Property Tax Impact: +$.0221/+.20%
Activity: Geographic Information Systems
2 of 2
This decision package would provide funding for a full-time Geographic Information Systems (GIS)
Analyst (GE-31D). The addition of a GIS Analyst to the GIS staff is necessary to facilitate the
development of mobile GIS and web-mapping applications requested by City departments and strategic
partners. This individual will be responsible for both assisting the GIS Coordinator/Analyst and working
with the Lead Network Application Manager in creating and managing customized mobile, GPS, and
web-mapping applications based on GIS. This position will also handle department-specific projects as
assigned by the GIS Coordinator/Analyst.
In the 2009 Visioning Workshop, City decision makers identified several mapping and data applications
that would be beneficial both internally and externally, including a City of Dubuque web map, economic
development tools for site location, construction project/CIP mapping, urban tree canopy/tree inventory
application, and sustainable resources mapping. The GIS Coordinator/Analyst has already deployed a
number of mobile mapping applications, including one for I&I inspections, one for stormwater runoff at
construction sites, and one for sidewalk maintenance. Each of these projects has required
collaboration with other departments and agencies, a large amount of time for project workflow and
design, testing and deployment.
GIS has proven to be an integral tool in the City’s economic, social, and sustainable prosperity. It is an
irreplaceable tool for managing growth, promoting economic development, and managing
infrastructure. Between October 1, 2014 and October 1, 2015, the GIS Coordinator/Analyst has
received 360 requests for maps, digital data, and mapping applications. A breakdown of requests by
department/agency is identified at the end of this narrative. Data and asset management has seen a
swift change in the past few years with the popularity of mobile devices for collecting and retrieving
data. Mobile and web-based GIS is an ever-expanding opportunity for citizens and employees alike to
use GIS resources in a more simplistic fashion that doesn’t require GIS experience. It gives each
department yet another tool to measure their performance, provide open data to the public on their
projects, and tell their story.
The GIS Coordinator/Analyst has attempted to train staff from various city departments on using GIS on
their own to create and manage their own data and maps, and in some instances, that has been
successful and the number of maps has decreased. However, it is apparent the demand for more
detailed and technical support is necessary, and it is unlikely other departments, especially with their
equally heavy workloads, are going to be willing or able to take on these additional GIS tasks. The
GIS Coordinator/Analyst has found a decent amount of success with deploying web-based applications
and mobile data collection applications – it gets other departments collecting their own data in a digital
format and makes project management and mapping a lot easier. This position would be funded at the
GE-31 level.
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This improvement package directly supports several of the City Council’s Goals and Priorities, including
Economic Prosperity, Environmental /Ecological Integrity, Social/Cultural Vibrancy, Planned and
Managed Growth, Partnering for a Better Dubuque, Improved Connectivity: Transportation and
Telecommunications, Arts & Cultural Master Plan, Central Iowa Water Association: Direction &
Funding, City Staffing Level: Evaluation, Direction, and Funding, Five Flags Center: Evaluation and
Direction, Inclusive Community Action Plan, Street Improvement Program, Annexation: Direction on
Specific Actions, Emerald Ash Borer Policy, Program and Funding, Housing Code and Inspection,
Review Update/Upgrade, Indoor Aquatic Center, Port of Dubuque Park Development, and Skate Park.
This package also supports several of the Management Agenda’s Goals, including Dubuque Initiatives,
Project HOPE, Port of Dubuque Marina, Greater Dubuque Development Corporation, Industrial Park
Expansion, Smarter Sustainable Dubuque, St Mary’s Church Preservation, Riverfront Lease
Agreements, Smarter Discards, Green and Healthy Homes Initiative, Iowa Economic Development
Authority Community Energy Management, Fats/Oils/Grease, Fair Housing, Voluntary Compliance
Agreement, Surveillance Cameras, Section 8 Administration, Central Ave Corridor Plan, EPA Consent
Decree/I&I Inspections, Comprehensive Plan, Flood Wall Study and Cell Protection, Historic
Preservation Program, Challenged Properties Acquisition, Four Mounds/HEART Program Support,
Smarter Transportation Program, East/West Corridor Study, Historic Millwork District, Disaster
Preparedness and Recovery Plan, Green Alley Projects, Bee Branch, North Softening Basin
Renovation Project, Miller-Riverview Park, Bunker Hill Golf Course Irrigation Improvements, Comiskey
Park Improvements, NW Arterial Trail connection to Bergfeld Pond, Elm Street Reconstruction, Utility
Extension project to Airport, and SW Arterial Project.
Related Cost: $89,612– Tax Funds – Recurring Recommend - No
Related Cost: $ 3,440 – Tax Funds – Non-Recurring
Related Revenue: $ 9,424 – Sanitary Sewer User Fees – Recurring
Related Revenue: $ 3,331 – Stormwater User Fees – Recurring
Related Revenue: $ 1,718 – Parking User Fees – Recurring
Related Revenue: $12,943 – Refuse User Fees – Recurring
Related Revenue: $ 5,317 – Landfill User Fees - Recurring
Related Revenue: $ 362 – Sanitary Sewer User Fees – Non-Recurring
Related Revenue: $ 128 – Stormwater User Fees – Non-Recurring
Related Revenue: $ 66 – Parking User Fees – Non-Recurring
Related Revenue: $ 497 – Refuse User Fees – Non-Recurring
Related Revenue: $ 204 – Landfill User Fees – Non-Recurring
Total Net Cost: $59,062
Property Tax Impact: +$.0250/+.22%
Activity: Geographic Information Systems
Public Information Office
1 of 2
This decision package would provide funding to upgrade the Communications Specialist position in the
Public Information Office from a part-time position (30 hours per week) to a full-time position. In 2003,
the City had a full-time Public Information Officer and a full-time Graphic Artist. The Graphic Artist
position was cut in 2004. Since 2005, the Public Information Office has assumed many additional
responsibilities. One of the most significant was the rebuild of the City website in 2008 and the addition
of a citizen response management system. The part-time (30 hours/week) Communications Specialist
position was added in 2008 and intended to spend 20 hours per week on graphic design work and 10
hours per week on website management and support. In reality, the majority of the Communications
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Specialist’s time is spent managing WebQA, the City’s citizen-response management system: providing
technical support to internal users, developing workflows for service requests, and overall management
of the system which processed over 12,000 requests last fiscal year. Ideally, the Public Information
Office would be responsible for promotion of this service to residents and not management of the
system. This would enable the Communications Specialist to work on assisting departments and
divisions with website content management, publication development, and graphic design. However,
making the position full-time by adding 10 hours per week would help address the shortfall in website
management and support as well as graphic design needs within the organization.
Related Cost: $35,023– Tax Funds – Recurring Recommend - No
Related Revenue: $ 3,683 – Sanitary Sewer User Fees – Recurring
Related Revenue: $ 1,302 – Stormwater User Fees – Recurring
Related Revenue: $ 672 – Parking User Fees – Recurring
Related Revenue: $5,058 – Refuse User Fees – Recurring
Related Revenue: $ 2,078– Landfill User Fees - Recurring
Total Net Property Tax Cost: $22,230
Property Tax Impact: +$.0094/+.08%
Activity: Public Information Office
2 of 2
This improvement package would provide ongoing funding for translation of City publications each year
($1,000). The American Community Survey for 2013 for the City of Dubuque estimates that 725 of all
households in Dubuque speak English less than “very well,” meaning that no one over the age of 14 in
the household speaks English only or English “very well.” Of those households, 177 speak Spanish, 87
speak Chinese, 51 speak Vietnamese, 50 speak “other Pacific Island languages” (likely Marshallese)
and 48 speak German. To add further context to this data, the Dubuque Community School District
English Language Learner program for the 2015-2016 school year includes 235 children speaking 18
different languages. Of these children, 147 speak Marshallese, 45 speak Spanish, 12 speak Chinese,
6 speak Bosnian, and 6 speak Arabian as identified by the District. With respect to hearing and vision
difficulties, the American Community Survey for 2013 for the City of Dubuque imputes that there are
approximately 1,100 people with a hearing impairment and approximately 1,300 with a vision
impairment.
At a cost of 14 cents per word, a standard tri-fold brochure can be translated into one other language
for approximately $100. The Public Information Office requests an ongoing budgeted amount of $1,000
per year to translate publications produced by the Public Information Office on a case-by-case basis.
Related Cost: $1,000– Cable TV Funds – Recurring Recommend - Yes
Activity: Public Information Office
Significant Line Items at Maintenance Level
(Without Recommended Improvement Packages)
Employee Expense
1. FY 2017 employee expense reflects a 2.5% wage package increase.
2. The Iowa Public Employee Retirement System (IPERS) City contribution remains at 8.93% and
the employee contribution remains at 6.18% in FY 2017.
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3. The City portion of health insurance expense increased from $1,040 in FY 2016 to $1,325 in FY
2017 per month per contract, resulting is an increase of $10,260 (27.40%).
Supplies & Services
4. The Communications Specialist for the Bee Branch Watershed Project had the following line
items added to the budget in FY 2017 which are funded by Stormwater User Fees:
Office Supplies $105
Postage & Shipping $13,500
Printing & Binding $9,715
Copying $175
Promotion $700
Dues & Memberships $50
City Business Travel $330
Mileage $30
Education & Training $60
Telephone $55
Special Events $500
Software License $555
Catering Services $250
Total $26,025
These expenditures were previously charged directly to the Bee Branch Watershed Project; in
Fiscal Year 2017 the expenditures are being budgeted in an internal service fund in the Public
Information Office budget and then recharged to the Bee Branch Watershed Project.
5. Consultant Services decreased from $6,000 in FY 2016 to $2,000 in FY 2017 based on
historical use of freelance photographers and design services.
Revenue
6. Revenue received from Enterprise Funds for administrative overhead charges has increased
from $40,598 in FY 2016 to $48,868 in FY 2017 and represents recharges for the GIS
Coordinator/Analyst.
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PUBLIC INFORMATION OFFICE
The City of Dubuque Public Information Office (PIO) facilitates an accurate and
consistent flow of public information to the City´s various constituencies to increase
public awareness about the activities, programs, and services provided by the City of
Dubuque
SUCCESS IS ABOUT PEOPLE, PLANNING AND
PARTNERSHIPS LEADING TO OUTCOMES
PEOPLE
Public Information Office staff serve
on Leadership Team, the Green
Team, the Employee Recognition
Committee, Convention and Visitors
Bureau Advisory Board,
Multicultural Family Center
Marketing Committee, The Jule
Marketing Committee, and the Local
Emergency Preparedness
Committee.
PLANNING
The Public Information Office supports
all departments/divisions in their
planning activities and assists with
promoting opportunities and tools to
provide public input into those
processes.
PARTNERSHIPS
The Public Information Office frequently collaborates with
Greater Dubuque Development Corporation, Community
Foundation of Greater Dubuque, Dubuque Area
Convention and Visitors Bureau, Dubuque Area Chamber
of Commerce, East Central Intergovernmental
Association, Dubuque Main Street, and Dubuque
Community School District.
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PUBLIC INFORMATION OFFICE
Includes Public Information Office, Cable TV Division and Geographic Information Systems.
The Public Information Office is supported by 4.25 full-time equivalent employees, which
accounts for 71% of the department expense as seen below. Overall, the departments’
expenses are expected to increase by 8.5% in FY 2017 compared to FY 2016.
Expenditures by Category by Fiscal Year
0
50000
100000
150000
200000
250000
300000
Administrative Overhead
Recharges
Stormwater Charges Cable TV Charges Property Tax Support
Resources and Property Tax Support
FY2015 FY2016 FY2017
$0
$100,000 $200,000 $300,000 $400,000
Employee Expense
Supplies and Services
Machinery and Equipment
$284,695
$79,429
$925
$346,577
$122,966
$738
$363,513
$149,538
$2,373
FY2017 FY2016 FY2015
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PUBLIC INFORMATION OFFICE
Overview
The Public Information Office communicates the goals and activities of city government
to the city’s many publics, both internal and external. The Public Information Office
oversees the Cable TV Coordinator and Geographic Information System (GIS)
Coordinator/Analyst. Services provided by the Public Information Office include:
Publications & Graphic Design
The Public Information Office assists the City Manager, departments, and
divisions with content development and graphic design assistance for print
publications, event displays, signage, direct mail, and other media.
Online Presence Management
The Public Information Office is responsible for the overall management of the
City’s website and citizen response management system and supports
departments and divisions through training and direct assistance with their online
content management.
The Public Information Office also manages the City’s main accounts on
Facebook, Twitter, NextDoor, and LinkedIn.
Media Relations
The Public Information Office issues news releases and announcements to area
media outlets to publicize information related to City programs and services. The
Public Information Office also serves as a liaison to media and coordinates
responses to media inquiries and interview requests.
Bee Branch Watershed Flood Mitigation Project Communications
The Bee Branch Watershed Communications Specialist is a member of the
Public Information Office staff and coordinates all communications and outreach
efforts related to the Bee Branch Watershed Flood Mitigation Project.
P os i ti onS umma r y
FY 2016/17 FTE’s
Public Information Officer 1.00
Communications Specialist 0.75
Bee Branch Communications Specialist 1.00
T ota lFT Equi v a l entEmpl oyees 2. 75
Highlights of the Past Year
Development and launch of MyDBQ Mobile Device App for Service Requests
Development and launch of City of Dubuque Intranet (CODI)
Upper Bee Branch Creek Restoration Project Kick-Off Events
Community engagement campaign for Bee Branch Bench Designs
Marketing campaign for “Come to the Table” Budget Public Input Process
Development and distribution of Bee Branch Project Update newsletter
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PUBLIC INFORMATION OFFICE
Future Initiatives
Development of “Bee Keeper” Bee Branch Watershed stewardship program
Development of stormwater safety public education campaign
Development of Safe Neighborhoods awareness campaign
New issue of City Focus magazine
Continued promotion of Open Budget transparency tool and other open data
modules
Performance Measures
Goal: Partnering for a Better Dubuque
Outcome #1: Actively promote the services, programs, projects, and initiatives of
the City of Dubuque to residents and stakeholders through publications,
correspondence, online content, social media, media outlets, public access
television, and presentations.
As more and more people choose social media and other digital communications and their
preferred way to receive information, the City must make these communication channels a high
priority. The options listed above are a direct channel to residents and stakeholders; information
is not filtered or modified and detailed information is made available.
To achieve this objective, the benefits of these
information sources will be promoted to
residents and stakeholders. Those benefits
include:
Free, timely, and accurate information
delivered directly to you;
Links to additional details and
background; and
Opportunities to provide feedback.
DI D YO U KN O W ?
More than 3,150 Tweets and Retweets have
been shared with @CityofDubuque followers
since the account was created.
Nearly 130 news items were distributed as
“News Release” Notify Me messages in FY
2015.
Activity Statement
Increase awareness and understanding of City services and programs and facilitate increased
transparency of City government, to promote citizen trust and satisfaction in City government.
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PUBLIC INFORMATION OFFICE
@CityOfDubuque
www.twitter.com/CityOfDubuque
City of Dubuque Government
www.facebook.com/CityOfDubuque/
Not i fyM e®www.cityofdubuque.org/NotifyMe
Outcome #2: Maintain an up-to-date, comprehensive, and interactive City website
for residents and stakeholders to access information and communicate with City
staff and elected officials.
Most residents and stakeholders have access to the City’s website which enables them to
submit requests for service, questions, comments, complaints, and information requests at their
convenience. This enables 24/7 access to local government – whenever is convenient for
residents. By empowering residents and stakeholders to submit requests directly, they can
monitor the progress on their request and receive responses directly from the appropriate
department/division. Additionally, if more requests are submitted directly by residents, it will
reduce the amount of time spent by staff taking calls and entering requests into the system.
0
500
1,000
1,500
2,000
2,500
3,000
Twitter Facebook News Release Notify
Me
City Council Agendas &
Minutes Notify Me
Subscriber Growth in City Communication Channels
Oct. 2014 Nov. 2015
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PUBLIC INFORMATION OFFICE
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
FY2013 FY2014 FY2015
Service Requests Processed Through Website
Submitted by Citizens Entered by Staff
DI D YO U KN O W ?
In FY 2015, 12,595 service requests were processed through WebQA, the City’s citizen
response management system. Of that total, 16.8% (2,119) were submitted directly
through the Citizen Support Center on the website by residents. The remainder was
entered into the system by City staff in response to phone calls and staff observations.
T os ubmi tas er v i c er eques t, v i s i twww. c i tyof dubuque. or g/c i ti zens uppor t
1,102
112
94
76 75
Top 5 Service Requests Submitted by Residents:
FY2015
Contact Us
I &I Inspection
Recycling Bin Request
Garbage/Junk/Nuisance Complaint
Winter Yard Waste/Food Scraps Collection
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PUBLIC INFORMATION OFFICE
The Public Information Office launched MyDBQ, the City’s free app, in
June 2015. The app integrates with the City’s citizen response
management system and offers residents the option of using a mobile
device to make service requests. Users can choose from more than 40
different service request types.
Download details at www.cityofdubuque.org/myDBQ
Top 10 Most-Frequently Used Search Terms on Website:
Oct. 1, 2014 – Oct. 1, 2015
1. Waiting list (230)
2. Housing (131)
3. Eagle Point Park (130)
4. Flora Pool (129)
5. Police (112)
6. Shot Tower (108)
7. Hotels (107)
8. Jobs (102)
9. Softball (100)
10.Population (99)
Top Ten Page Visits (with exception of homepage):
Oct. 1, 2014 – Oct. 1, 2015
1. Leisure Services
2. Job Opportunities
3. Dubuque Employment Opportunities
4. ID4PD
5. Pay a Bill or Fine
6. Police
7. Utility Billing
8. The Jule
9. Citizen Support Center
10. Eagle Point Park
DI D YO U KN O W ?
I ntr a c ki ngwebs i tetr a f f i c , a
“uni quepa gev i ew”i s
c ommonl yc a l c ul a teda s the
f i r s tti meas pec i f i cI P
a ddr es s v i s i ts yours i te
dur i ngas pec i f i edti me
per i od( i . e.f i s c a lyea r . )
T heCi tywebs i te’ s i ndex
pa ger ec ei v edamonthl y
a v er a geof14, 119 uni que
pa gev i ews i nFY2015.
283,675
140,358
38,283
Website Visits by
Device
Computer Smartphone Tablet
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PUBLIC INFORMATION OFFICE
Outcome #3: Provide timely and accurate information related to the Bee Branch
Creek Watershed Flood Mitigation Project to residents and businesses directly
impacted by the project and other stakeholders.
The scope, duration, and location of this project significantly impact many residents and
stakeholders. By providing frequent updates on the project timeline, progress, and
impacts to properties, vehicular and pedestrian traffic, schools, and businesses, those
residents and businesses most impacted can prepare and project-related
inconveniences can be minimized. Stakeholders, in the broader sense, include all
Dubuque residents and stormwater utility customers.
All project-related information is available at
www.cityofdubuque.org/beebranchAll project-related construction updates,
detour notifications, public meeting notices, and other news are posted to the
project’s Notify Me (380 subscribers as of 12/11/2015), Facebook page (243 likes
as of 12/11/2015), Twitter account (141 followers as of 12/11/2015), and
residents on Nextdoor.com. Many are also shared on the City’s social media
channels.
A four-page project update newsletter was created and mailed to all properties
with a postal address in the watershed (12,959 properties).
Most project-related phone and email inquiries are handled by the
communications specialist. Between February and December 1, 2015 she
received 240 phone calls from residents regarding Bee Branch construction and
green alley projects.
Monthly videos on construction progress are
aired on CityChannel Dubuque, shared
through the project’s social media channels
listed above, and posted to the City’s
YouTube channel.
42 project related mailings were sent
between October 1, 2014, and June 30,
2015: 37 green alley letters, two pre-
condition building review letters, one
postcard about the Upper Bee Branch
Creek Restoration, and two utility bill
inserts.
10 community engagement events were
conducted including public information
meetings, construction safety presentations
to schools and youth groups, and two
project kick-off events.
Approximately 1,360 Bee Branch
Project Construction Safety Activity
Books were distributed through
schools in CY2015 and a total of 585
elementary students attended safety
presentations at Audubon, Fulton,
Holy Ghost, and Marshall schools.
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Recommended Operating Revenue Budget - Department Total
69 - PUBLIC INFORMATION OFFICE
Fund Account Account Title FY14 Actual
Revenue
FY15 Actual
Revenue
FY16 Adopted
Budget
FY17 Recomm'd
Budget
800 53530 SPECIALIZED SERVICES 0 0 64,109 96,670
290 53605 MISCELLANEOUS REVENUE 35 0 0 0
290 53620 REIMBURSEMENTS-GENERAL 26 5,672 0 0
100 53645 MAP REPRODUCTION FEES 370 435 0 0
53 - MISCELLANEOUS 431 6,107 64,109 96,670
100 59610 FR WPC OPERATING 10,639 13,259 6,899 15,608
100 59620 FR STORMWATER OPERATING 410 2,629 4,815 4,972
100 59630 FR PARKING OPERATING 1,884 2,353 2,484 2,565
100 59640 FR WATER UTILITY 10,269 12,873 0 0
100 59670 FR REFUSE COLLECTION 14,395 17,162 18,713 19,323
100 59940 FR DMASWA 6,101 7,442 7,687 7,938
59 - TRANSFER IN AND INTERNAL 43,698 55,718 40,598 50,406
69 - PUBLIC INFORMATION OFFICE TOTAL 44,129 61,825 104,707 147,076
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Recommended Operating Expenditure Budget - Department Total
69 - PUBLIC INFORMATION OFFICE
Fund Account Account Title FY14 Actual
Expense
FY15 Actual
Expense
FY16 Adopted
Budget
FY 17 Recomm'd
Budget
100 61010 FULL-TIME EMPLOYEES 68,500 69,526 69,754 71,260
290 61010 FULL-TIME EMPLOYEES 84,887 86,143 86,436 88,299
800 61010 FULL-TIME EMPLOYEES 0 4,886 45,738 46,730
290 61020 PART-TIME EMPLOYEES 39,984 40,482 41,752 42,642
100 61030 SEASONAL EMPLOYEES 6,436 6,111 20,222 20,645
100 61310 IPERS 6,165 6,209 8,035 8,207
290 61310 IPERS 11,151 11,308 11,447 11,693
800 61310 IPERS 0 436 4,084 4,173
100 61320 SOCIAL SECURITY 5,560 5,600 6,883 7,031
290 61320 SOCIAL SECURITY 9,397 9,522 9,806 10,017
800 61320 SOCIAL SECURITY 0 291 3,499 3,575
100 61410 HEALTH INSURANCE 14,441 14,280 12,480 15,900
290 61410 HEALTH INSURANCE 14,441 14,280 12,480 15,900
620 61410 HEALTH INSURANCE 0 14,280 0 0
800 61410 HEALTH INSURANCE 0 0 12,480 15,900
100 61415 WORKMENS' COMPENSATION 295 287 308 342
290 61415 WORKMENS' COMPENSATION 483 470 474 487
800 61415 WORKMENS' COMPENSATION 0 0 174 174
100 61416 LIFE INSURANCE 55 55 140 143
290 61416 LIFE INSURANCE 73 73 173 177
800 61416 LIFE INSURANCE 0 9 92 93
100 61660 EMPLOYEE PHYSICALS 236 325 120 125
800 61660 EMPLOYEE PHYSICALS 0 119 0 0
61 - WAGES AND BENEFITS 262,103 284,695 346,577 363,513
100 62010 OFFICE SUPPLIES 453 443 150 400
290 62010 OFFICE SUPPLIES 29 173 400 150
800 62010 OFFICE SUPPLIES 0 0 0 105
100 62030 POSTAGE AND SHIPPING 15 0 0 0
290 62030 POSTAGE AND SHIPPING 253 29 350 250
800 62030 POSTAGE AND SHIPPING 0 0 0 13,500
290 62050 OFFICE EQUIPMENT MAINT 152 215 220 220
100 62061 DP EQUIP. MAINT CONTRACTS 1,774 1,735 2,164 2,215
290 62061 DP EQUIP. MAINT CONTRACTS 2,636 2,639 3,114 3,213
100 62090 PRINTING & BINDING 154 0 0 0
290 62090 PRINTING & BINDING 31,962 27,692 41,942 46,200
800 62090 PRINTING & BINDING 0 0 0 9,715
100 62110 COPYING/REPRODUCTION 0 14 0 25
290 62110 COPYING/REPRODUCTION 0 463 20 375
800 62110 COPYING/REPRODUCTION 0 0 0 175
100 62130 LEGAL NOTICES & ADS 333 0 300 0
290 62140 PROMOTION 6,455 15 3,000 3,000
800 62140 PROMOTION 0 0 0 700
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 384 0 3,995 0
290 62190 DUES & MEMBERSHIPS 440 440 680 440
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Recommended Operating Expenditure Budget - Department Total
69 - PUBLIC INFORMATION OFFICE
Fund Account Account Title FY14 Actual
Expense
FY15 Actual
Expense
FY16 Adopted
Budget
FY 17 Recomm'd
Budget
800 62190 DUES & MEMBERSHIPS 0 0 0 50
290 62208 GENERAL LIABILITY INSURAN 1,307 1,305 1,390 1,458
100 62310 TRAVEL-CONFERENCES 2,665 0 3,500 3,500
290 62310 TRAVEL-CONFERENCES 125 0 2,600 2,600
100 62320 TRAVEL-CITY BUSINESS 120 120 0 0
290 62320 TRAVEL-CITY BUSINESS 185 155 320 320
800 62320 TRAVEL-CITY BUSINESS 0 0 0 330
100 62340 MILEAGE/LOCAL TRANSP 68 24 250 0
290 62340 MILEAGE/LOCAL TRANSP 9 0 50 50
800 62340 MILEAGE/LOCAL TRANSP 0 0 0 30
100 62360 EDUCATION & TRAINING 0 0 2,500 2,500
290 62360 EDUCATION & TRAINING 124 30 100 100
800 62360 EDUCATION & TRAINING 0 0 0 60
100 62421 TELEPHONE 718 565 564 744
290 62421 TELEPHONE 1,167 1,784 1,044 740
800 62421 TELEPHONE 0 0 0 55
290 62424 RADIO/PAGER FEE 274 280 494 288
100 62436 RENTAL OF SPACE 480 480 480 540
290 62436 RENTAL OF SPACE 444 444 0 504
290 62641 HOSPITALITY EXPENSE 8,854 0 0 0
290 62645 SPECIAL EVENTS 0 0 3,200 3,200
800 62645 SPECIAL EVENTS 0 0 0 500
100 62663 SOFTWARE LICENSE EXP 0 45 0 90
290 62663 SOFTWARE LICENSE EXP 42,142 40,340 37,459 42,551
800 62663 SOFTWARE LICENSE EXP 0 0 0 555
100 62667 INTERNET SERVICES 0 0 1,080 120
290 62667 INTERNET SERVICES 0 0 0 120
290 62671 MISC. OPERATING SUPPLIES 9 0 0 0
290 62716 CONSULTANT SERVICES 2,209 0 6,000 2,000
290 62736 CATERING SERVICES 0 0 5,600 5,600
800 62736 CATERING SERVICES 0 0 0 250
62 - SUPPLIES AND SERVICES 105,940 79,429 122,966 149,538
290 71120 PERIPHERALS, COMPUTER 1,372 76 0 0
290 71211 DESKS/CHAIRS 0 359 0 0
290 72410 PAGER/RADIO EQUIPMENT 0 0 0 2,373
100 72418 TELEPHONE RELATED 0 490 438 0
71 - EQUIPMENT 1,372 925 438 2,373
100 73210 CONST CONTRACT-BLDG 0 5,555 0 0
73 - CIP EXPENDITURES 0 5,555 0 0
69 - PUBLIC INFORMATION OFFICE TOTAL 369,416 370,604 469,981 515,424
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Recommended Expenditure Budget Report by Activity & Funding Sounce
69 - PUBLIC INFORMATION OFFICE
PUBLIC INFORMATION/GIS - 72300
FUNDING SOURCE: CABLE TV
Account FY14 Actual Expense FY15 Actual Expense FY16 Adopted Budget FY17 Recomm'd Budget
CIP EXPENDITURES 0 5,555 0 0
EQUIPMENT 1,372 925 438 2,373
SUPPLIES AND SERVICES 105,940 79,429 122,966 123,513
WAGES AND BENEFITS 262,103 278,953 280,510 292,868
PUBLIC INFORMATION/GIS 369,416 364,862 403,914 418,754
BEE BRANCH COMM SPEC - 72620
FUNDING SOURCE: ENGINEERING SERVICE
Account FY14 Actual
Expense
FY15 Actual
Expense
FY16 Adopted
Budget
FY17 Recomm'd
Budget
SUPPLIES AND SERVICES 0 0 0 26,025
WAGES AND BENEFITS 0 5,742 66,067 70,645
BEE BRANCH COMM SPEC 0 5,742 66,067 96,670
PUBLIC INFORMATION OFFICE
TOTAL
$369,416.38 $370,603.95 $469,981.00 $515,424.00
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C I T Y O F D U B U Q U E , I O W A
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
69 PUBLIC INFORMATION OFFICE DEPT.
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
290 8400 GE-35 PUBLIC INFORMATION OFFICER 1.00 86,155 1.00 86,436 1.00 88,299
620 1950 GE-35 COMMUNICATIONS SPECIALIST 1.00 47,749 1.00 45,738 1.00 46,730
100 8400 GE-33 GIS COORDINATOR 1.00 69,523 1.00 69,754 1.00 71,260
TOTAL FULL TIME EMPLOYEES 3.00 203,427 3.00 201,928 3.00 206,289
61020 Part Time Employee Expense
290 1950 GE-29 COMMUNICATIONS SPECIALIST 0.75 41,613 0.75 41,752 0.75 42,642
TOTAL PART TIME EMPLOYEES 0.75 41,613 0.75 41,752 0.75 42,642
61030 Seasonal Employee Expense
100 NA-34 ARCHITECTURAL INTERN 0.25 7,614 0.25 13,048 0.25 13,316
100 2850 NA-37 GIS INTERN - SEASONAL 0.25 7,153 0.25 7,174 0.25 7,329
TOTAL SEASONAL EMPLOYEES 0.50 14,766 0.50 20,222 0.50 20,645
TOTAL PUBLIC INFORMATION OFFICE DEPT 4.25 259,807 4.25 263,902 4.25 269,576
FY 2016 FY 2017FY 2015
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Run Date: 01/22/16
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2015 FY 2017FY 2016
Public Information - Cable TV Fund
29072300 61010 290 8400 GE-35 PUBLIC INFORMATION OFFICER 1.00 86,155 1.00 86,436 1.00 88,299
Total 1.00 86,155 1.00 86,436 1.00 88,299
Public Information - General Fund
10072300 61010 100 8400 GE-35 GIS COORDINATOR 1.00 69,523 1.00 69,754 1.00 71,260
Total 1.00 69,523 1.00 69,754 1.00 71,260
Public Information - Stormwater Fund
80072620 61010 620 1950 GE-29 COMMUNICATIONS SPECIALIST 1.00 47,749 1.00 45,738 1.00 46,730
Total 1.00 47,749 1.00 45,738 1.00 46,730
Public Information - PT Cable TV Fund
29072300 61020 290 1950 GE-29 COMMUNICATIONS SPECIALIST 0.75 41,613 0.75 41,752 0.75 42,642
Total 0.75 41,613 0.75 41,752 0.75 42,642
Public Information - Seasonal General Fund
10072300 61030 100 NA-34 ARCHITECTURAL INTERN 0.25 7,614 0.25 13,048 0.25 13,316
10072300 61030 100 2850 NA-37 GIS INTERN-SEASONAL 0.25 7,153 0.25 7,174 0.25 7,329
Total 0.50 14,766 0.50 20,222 0.50 20,645
TOTAL PUBLIC INFORMATION OFFICE DEPT. 4.25 259,807 4.25 263,902 4.25 269,576
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Capital Improvement Projects by Department/Division
PUBLIC INFORMATION OFFICE
CIP
Number
Capital Improvement Project
Title
FY 14 Actual
Expense
FY 15 Actual
Expense
FY 16 Adopted
Budget
FY 17 Recomm'd
Budget
1001070 GIS SYSTEM IMPLEMENTATION 0 0 0 0
1002165 GIS TRAINING 592 0 0 0
1021946 GIS ENHANCEMENTS 0 0 0 0
3501070 GIS SYSTEM IMPLEMENTATION 0 0 0 0
3502564 ADA COMPLIANCE SOFTWARE 0 0 0 0
7101946 GIS ENHANCEMENTS 0 0 0 0
7301946 GIS ENHANCEMENTS 0 0 0 0
7401946 GIS ENHANCEMENTS 0 0 0 0
PUBLIC INFORMATION OFFICE TOTAL 592 0 0 0
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Copyright 2014
City of Dubuque Public Hearings # 4.
IT EM T IT LE:City Council FY 2017 Budget Presentation
SUM MARY:
SUGGEST ED DISPOSIT ION:
ATTACHMENTS:
Description Type
City Council FY 17 Rec ommended Budget Supporting Documentation
Public Information
Office
Fiscal Year 2017 Budget Presentation
33
Public Information Office Staff
•Public Information Officer Randy Gehl (1 FTE)
•Bee Branch Communications Specialist Kristin Hill (1 FTE)
•Communications Specialist Kelli Buchenau (.75 FTE)
34
Past Year’s Highlights
Launch of MyDBQ Mobile App
•Launched in late June 2015
•42 service request types
•Links to Notify Me, Calendar, Call
City Hall, FAQs, Find a Job, and Pay
a Bill or Fine
•876 Android downloads and 559
Apple downloads as of Jan. 15, 2016
35
Past Year’s Highlights
Bee Branch Project Kick-Off
•Groundbreaking and Community
Kick-Off events on July 1, 2015
36
Past Year’s Highlights
Development & Launch of City
of Dubuque Intranet (CODI)
•Multi-department project to offer online
resources for City employees
•30+ pages of content
•Launched in November 2015
37
Past Year’s Highlights
Bee Branch Bench Designs
Community Engagement
•549 votes/ballots
38
Past Year’s Highlights
Marketing Campaign for
Budget Public Input Process
•Concept/theme, graphic
development, ad placement,
promotion
•# of ads designed
•Flyer, ads, social media
39
Past Year’s Highlights
Development of Bee Branch Project
Update Newsletter
•Issue #1 mailed in August to 13,000 addresses in
watershed
•Issue #2 set for March 2016
40
Recommended Improvement Packages
Public Information Office:
•Translation Services: $1,000 recurring
41
Future Initiatives
•Roundabouts Education Campaign
•“Bee Keeper” Bee Branch Watershed Stewardship Program
•Disaster Resiliency Grant Outreach/Marketing
•Stormwater Safety Public Education Campaign
•Safe Neighborhoods Awareness Campaign
•City Focus magazine
•Open Data & Transparency Tools Promotion
•Community Engagement Marketing
•Port of Dubuque Marina Marketing
42