HomeMy WebLinkAbout2012-06-28 Info PacketJ.
CITY OF IOWA CITY
www.icgov.org
CITY COUNCIL INFORMATION PACKET
MISCELLANEOUS
IP1 Council Tentative Meeting Schedule
June 28, 2012
IP2 Memo from City Attorney: Affidavit to Commence Initiative or Referendum Proceedings
re: "An Ordinance Repealing Title 9, "Motor Vehicles and Traffic ", Chapter 11,
"Automated Traffic Enforcement" to Restrict Use of Automated Traffic Law
Enforcement Systems."
IP3 Copy of Press Release: City and Downtown District Team Up for July 4th Community
Picnic in Iowa City
IN Consumer Confidence Report — Iowa City Water Division Purchasing
IP5 FY2012 Budget & FY2013 -2015 Financial Plan [Hard copies provided to Council]
DRAFT MINUTES
IP6 Planning & Zoning Commission: June 7
IP7 Police Citizens Review Board: June 12
r
City Council Tentative Meeting Schedule IN
'►� June 28, 2012
%A&_ [
CITY OF IOWA CITY
Subject to change
Date Time Meeting Location
Wednesday, July 04, 2012
Independence Day - City Offices Closed
Tuesday, July 10, 2012
5:00 PM
City Conference Board Meeting
Emma J. Harvat Hall
Tuesday, July 10, 2012
5:15 PM
Spec. Formal & Work Session Meeting
I Emma J. Harvat Hall
Tuesday, July 10, 2012
7:OO13M
Regular Formal Meeting
Emma J. Harvat Hall
Tuesday, July 31, 2012
5:00 PM
Work Session Meeting
Emma J. Harvat Hall
Tuesday, July 31, 2012
7:OO13M
Regular Formal Meeting
Emma J. Harvat Hall
Tuesday, August 21, 2012
5:00 PM
Work Session Meeting
Emma J. Harvat Hall
Tuesday, August 21, 2012
7:OOPM
Regular Formal Meeting
Emma J. Harvat Hall
City of Iowa City
MEMORANDUM
Date: June 27, 2012
To: City Council
From: Eleanor M. Dilkes, City Attorney
Re: Affidavit to Commence Initiative or Referendum Proceedings re: "An Ordinance
Repealing Title 9, "Motor Vehicles and Traffic ", Chapter 11, "Automated Traffic
Enforcement" to Restrict Use of Automated Traffic Law Enforcement Systems."
The above - referenced affidavit, copy of which is attached, was filed with the City Clerk on
Friday, June 22, 2012. It is my opinion that the proposed measure is not an "initiative"
under the City Charter, but rather, is a referendum seeking to repeal the ordinance
adopted by the City Council on February 21, 2012. The affidavit is untimely because
Section 7.03(E) of the City Charter requires that referendum petitions be filed "within 60
days after final adoption of the measure sought to be reconsidered, or subsequently at
any time more than two years after such final adoption."
Section 7.01 of the City Charter grants authority for "initiative" and "referendum" as
follows:
(1) Initiative. The qualified electors have the right to propose measures to the
council and, if the council fails to adopt a measure so proposed without any
change in substance, to have the measure submitted to the voters at an election.
(2) Referendum. The qualified electors have the right to require reconsideration
by the council of an existing measure and, if the council fails to repeal such
measure, to have it submitted to the voters at an election.
In essence, a referendum seeks to repeal an enactment of the City Council. If the
requisite signatures are gathered, a referendum requires the Council to "repeal the
referred measure" or submit it to the voters. See Section 7.05(A) of the City Charter. The
title and text of the Petitioners' proposal seeks a repeal of the recently enacted Automated
Traffic Enforcement ( "ATE ") Ordinance (Ordinance 12 -4466 is codified at City Code Title
9, Chapter 11)(the referred measure).
In addition to seeking a repeal of the ATE ordinance, the proposal asks that a new chapter
be substituted in its place as follows:
9 -11 -1: General: The City of Iowa City, including its various boards, agencies and
departments, shall not use any automated traffic law enforcement system or
device for the enforcement of a qualified traffic law violation, unless a law
enforcement officer is present at the location of the device and personally issues
the ticket to the alleged violator at the time and location of the violation.
This proposed substitution does not change the proposal from a "referendum" to an
"initiative ". A principle of statutory construction requires an interpretation that makes each
provision meaningful. A contrary analysis of the Petitioners' proposal would make the
Charter's deadlines for commencing a referendum meaningless as any party who had
missed the deadline on a referendum could add a requirement that for all practical
purposes would be a repeal, and call it an "initiative ".
June 27, 2012
Page 2
For example, if Council passed an ordinance prohibiting smoking in all city parks, a
person who missed the 60 day deadline on filing a referendum seeking repeal of the
measure could simply file an "initiative" proposing that there be no smoking in city parks
unless the person is smoking in the company of persons who do not object to the
smoking. The Petitioners' proposed substitution is similar: The Council has passed an
ordinance that allows an automated mechanical traffic citation and the Petitioners propose
a substitution that prohibits use of an automated traffic citation unless a police officer is
present and gives the citation, i.e. unless it is not automated.
In reaching this opinion I am mindful of Section 7.01(C)(2) of the City Charter, which
states:
(2) Initiative. It is intended that (a) no initiative petition will be invalid because it
repeals an existing measure in whole or in part by virtue of proposing a new
measure and (b) an initiative petition may amend an existing measure.
In order to reconcile this provision with the definitions and time requirements of Article VII
of the Charter, the words "by virtue of must have significance. Often, a proposed
measure will require the repeal of certain other portions of the code. In such cases,
repeal is a coincidence or by- product of the new proposal. For example, a proposed
initiative to prohibit smoking in all city parks would require the repeal of sections of the
City Code that prohibit smoking in some sections of certain city parks but not others (e.g.
Section 6- 10 -1(E) that prohibits smoking in Napolean Park except the parking lots and the
Iowa River Corridor Trail "). This coincidental repeal, or repeal "by virtue of the proposed
measure, is much different than a repeal as a result of a substitution that renders the
recently enacted ordinance completely meaningless.
Please contact me if you have any questions.
Cc: Petitioners
Marian Karr, City Clerk
Tom Markus, City Manager
Geoff Fruin, Assistant to the City Manager
Sue Dulek, Assistant City Attorney
Attachment
AFFIDAVIT TO COMMENCE INITIATIVE OR REFERENDUM PROCEEDINGS
STATE OF IOWA )
COUNTY OF JOHNSON )
The undersigned petitioner(s) hereby propose(s) to commence initiative or referendum
proceedings pursuant to Article VII of the Charter of Iowa City.
1. Each of the undersigned is a voter who is registered to vote in Iowa City.
2. The undersigned will supervise the circulation of the initiative or referendum
petition and will be responsible for tiling it in proper form with the City Clerk of
Iowa City.
3. The name(s), address(es), and phone number(s) of the petitioner(s) is (are) as .
follows (print or type):
GI
5.
hLEME -Y CART -OVOY
k %,Z E Mo Q'r gT
100,,4 CI T 3 4 5�2z45-
3f, 8319 _05G5
aqut-Vo
C�»�ie-l;a,-co ►m..com
nelal
All relevant notices relating to the initiative or referendum proposal shall be
addressed as follows:
4LEu6£yC—uP oIrOY
436,2 E COWPTs ► '
PIVAC!!j, JA 5'U 5
(Name of recipient)
Street Address or Post Office Box
City, State, Zip Code
The ordinance proposed or sought to be reconsidered is attached hereto as an
exhibit and by this referendum made a part hereof.
Witness my (our) hand(s) this day of e 20 ! �.
/4",
Subscribed and swom to before me, a Notary Public, on this day of
Ale Ks e
all f a by and ft�a 4k, to known
to be the �Person(s) who executed the foregoing Affidavit, and who (or each of whom)
acknowled-aed . that he /she executed the same as his/her voluntary act and deed.
=«`
Notaty Public
`� My commission expires
n.
ORDINANCE NO.
AN ORDINANCE REPEALING TITLE 9, "MOTOR VEHICLES AND TRAFFICV CHAPTER 11,
"AUTOMATED TRAFFIC ENFORCEMENT" TO RESTRICT USE OF AUTOMATED TRAFFIC
LAW ENFORCEMENT SYSTEMS.
WHEREAS, the city of Iowa City has recently adopted ordinance 12 -4466, allowing the city to
deploy an automated traffic enforcement system for making video images of vehicles that fail to
obey red light traffic signals at intersections designated by the city manager; and
WHEREAS, studies show that the vast majority of tickets issued from red light traffic cameras
are for minor, technical violations of traffic rules that don't threaten public safety, usually for a rolling
stop before a right turn on red; and
WHEREAS, the preponderance of independent research has also illustrated that red light traffic
cameras typically increase, not decrease, the number of accidents at controlled intersections; and
WHEREAS, studies also show that if intersection controls are properly engineered, installed, and
operated, there will be very few red light violations; simple intersection and signal improvements
such as yellow light timing and an all -red clearance interval can have lasting positive effects, without
negative consequences; and
WHEREAS, automated traffic citations effectively amount to highly regressive taxation, and while
a police officer may use discretion to avoid taking half the weekly paycheck of a poor, working man
or woman for a minor traffic infraction, a camera never will; and
WHEREAS, most importantly, red light camera citations violate a citizen's constitutional right to
due process by impermissibly shifting the burden of proof to the recipient of a citation; and
WHEREAS, it is in the best interests of the citizens of Iowa City to restrict use and deployment of
automated traffic law enforcement systems or devices.
NOW, THEREFORE, BE IT ORDAINED BYTHE CITY COUNCIL OF THE CITY OF IOWA CITY,
IOWA:
SECTION I. AMENDMENT. Title 9, Chapter 11 of the Iowa City Code is hereby repealed and a new
Title 9, Chapter 11 is adopted as follows:
CHAPTER 11
LIMITATIONS ON AUTOMATED TRAFFIC LAW ENFORCEMENT SYSTEMS
9 -11 -1: GENERAL: The city of Iowa City, including its various boards, agencies, and
departments; shall not use any automated traffic law enforcement system or device for the
enforcement of a qualified traffic law violation, unless a law enforcement officer is present at the
location of the device and personally issues the ticket to the alleged violator at the time and
location of the violation.
` Ordinance No.
Page 2
9 -11 -2: DEFINITIONS: As used in this Ordinance:
A. "Law enforcement officer" means any law enforcement officer employed by the city of Iowa
City, or by Johnson County, or any other jurisdiction in Iowa, including the state.
B. "Qualified law traffic violation" means a violation of any of the following: (1) any state or local
law relating to complying with a traffic control signal or a railroad crossing sign or signal; or (2)
any state or local law limiting the speed of a motor vehicle.
C. "Ticket" means any traffic ticket, citation, summons, or other notice of liability, whether civil,
criminal, or administrative, issued in response to an alleged qualified traffic law violation
detected by a traffic law photo- monitoring device or mobile speed enforcement vehicle.
D. "Automated traffic law enforcement system" means a device with one or more sensors
working in conjunction with a traffic control signal or device or a speed- measuring device to
produce recorded images of vehicles being operated in violation of traffic or speed laws.
SECTION II. REPEALER. Ordinance 12 -4466 adopted Feb 21, 2012, and all other ordinances and
parts of ordinances in conflict with the provisions of this Ordinance are hereby repealed.
SECTION III. SEVERABILITY. If any section, provision or part of the Ordinance shall be adjudged to
be invalid or unconstitutional, such adjudication shall not affect the validity of the Ordinance as a
whole or any section, provision or part thereof not adjudged invalid or unconstitutional.
SECTION IV. EFFECTIVE DATE. This Ordinance shall be in effect after its final passage, approval
and publication, as provided bylaw.
City of Iowa City - News & Headlines
((Back to News Releases
Page 1 of 1
a<(i Back t IP3
News Releases
Originally posted on Monday, June 25, 2012 at 5:16:48 PM
CITY AND DOWNTOWN DISTRICT TEAM UP FOR JULY 4TH COMMUNITY PICNIC IN
IOWA CITY
Iowa City fireworks planned at Hubbard Park
[ view hi -res image I
The City of Iowa City and the Iowa City Downtown District have announced plans for a "Community Picnic"
and fireworks display scheduled the evening of July 4th. The fireworks, which will be launched from Hubbard
Park near the Iowa Memorial Union, are slated to begin at dusk, around 9:45 p.m.
Prior to the fireworks viewing, the Iowa City Downtown District will host a community picnic event along Iowa
Avenue. The event will include children's activities beginning at 5:30 p.m. and live music beginning at 7 p.m.
Guests are encouraged to bring along their own picnic dinner or visit one of the many restaurants within the
Downtown District.
The Iowa City Downtown District will hold a contest prior to the fireworks, with a winner being drawn from all
those who can correctly predict the exact minute the last firework of the evening illuminates the sky over the
Old Capitol. The contest winner will receive a $100 community gift card.
The Iowa City Downtown District and the City of Iowa City invite everyone to celebrate our nation's
independence with a little food, fun, music and a stunning fireworks display over the historic Old Capitol. On-
street and parking ramps will be free all day.
For more information, please contact Nick Arnold at the Iowa City Downtown District office, at 319.354.0863 or
nick(cDdowntowniowacitv.com, or visit htto: / /downtowniowacity.com.
Originating Department: City Clerk
Contact Person: Marian Karr
Contact Phone: (319) 356 -5041
g Back to News Releases
http: // www.icgov.org /defaultlapps /GEN/ news. asp ?newsID = 7990 &page= l &output=print 6/25/2012
Consumer
CONFIDENCE
IOWA CITY WATER DIVISION
Drinking water quality has
always been the primary commitment
at the Iowa City Water Division.
The vision of the City's leaders to
construct a new water treatment
plant in 2003 will continue to serve
our community well into the future.
The state of the art treatment
facility delivers fresh, clean drinking
water to 25,544 service connections
through approximately 311 miles
of public and private water main.
The system includes 3,262 hydrants
and 6,342 valves. It is the mission
of the dedicated staff of thirty —two
(32) water professionals in the Water
Division to provide work practices to
manage and maintain the system in
sustainable manner for now and into
the future for the health and vitality
of our community.
Several sustainability projects
were completed in 2011:
Energy efficiency studies and
projects were conducted and
completed with funding from
Public Meeting Information...
We encourage our customers
to attend and participate in the
meetings about our water utility.
The Iowa City City Council
meets the first and third Tuesday
of each month at 7:00 p.m. in
Emma J. Harvat Hall
Iowa City City Hall
410 E. Washington Street
Iowa City, IA 52240 -1826
For meeting information call
(319) 356 -5043
For additional information on this
Consumer Confidence Report or
other water issues please view...
www.icgov.org or call the
Iowa City Water Division,
Carol Sweeting
80 Stephen Atkins Drive
Iowa City, Iowa 52240
(319) 356 -5164
Fax: (319) 356 -5167
CITY OF IOWA CITY
MORE [F@M aDIFIE JUNE 2012
MidAmerican Energy. The result
was an energy reduction of 15%
and $30,000.
The Insurance Services Office
worked with Water Division and
Fire Department staff to evaluate
the strength and reliability of the
City's fire fighting capabilities.
The results are expected to lower
insurance rates for homeowners
in Iowa City in 2012.
We believe that the best way
to assure you that the drinking
water is safe and reliable is to
provide you with accurate facts. This
information may appear technical
because the EPA requires utilities
to inform customers of the contents
of their drinking water using water
regulatory language.
This Consumer Confidence Report
explains where our water comes from
and how it is treated to make it safe
and good tasting. The "2011 Drinking
Water Quality Report" on the back
side of this publication lists the EPA
water quality regulations and the
level of detectable compounds in the
water last year (2011).
The Iowa City Water Division
works around the clock to provide
high quality water to every customer.
We will continue to partner with our
customers to protect and conserve
water resources, and to provide an
economical, safe and dependable
water supply now and into the future.
We are proud to report that our water
far surpasses all federal and state
drinking water quality standards.
The Iowa City water purification
facility utilizes water sources that
come from three different ground
water depths. The water sources are
blended and enter the purification
system through an aerator. The
aerator removes gases trapped in
the raw water. The water from the
aerator then enters the softeners
where lime is added to increase pH,
to improve clarity, and to reduce
water hardness. The softened and
clarified water then enters the
recarbonation process. The water
pH is lowered and stabilized for
customer use. Next, the treated water
passes downward through granular
activated carbon filters to remove the
last particle traces and improve the
taste. The filtered water is disinfected
with chlorine, and then fluoride is
added. The clear, purified water is
now ready for consumption. There
were 2,011,202,300 gallons of water
pumped to residences and businesses
in Iowa City during 2011, an average
of 5,510,300 gallons per day. Peak
water usage for 2011 occurred on
August 22nd, when 7,570,000 gallons
of water were pumped.
A source water evaluation is
available for each of Iowa City's water
sources to evaluate how susceptible
they are to contamination. The state -
of- the -art treatment processes were
designed to treat all of the chosen
water sources. The City of Iowa City
now obtains the largest portion of its
water from an alluvial aquifer. Other
water sources include the Silurian
and Cambrian- Ordovician (Jordan)
aquifers. Surface water sources
included the sandpit pumping station
and the Iowa River. The grounds
surrounding the facility, better known
as Water Works Prairie Park, are a
well head protection zone that provide
a barrier to protect the water sources.
For specific information about the
evaluation, contact the Iowa City
Water Division at (319) 356 -5164.
WATER Definitions
Action Level (AL) - The
concentration of a contaminant
that, if exceeded, triggers a
treatment or other requirement
that a water system must follow.
Inorganic Chemicals -
Chemical substances of mineral
origin, such as lead and copper.
Maximum Contaminant
Level (MCL) - The highest
level of a contaminant allowed
in drinking water. MCLs are
set as close to the MCLGs as
feasible using the best available
treatment technology.
Maximum Contaminant
Level Goal (MCLG) -The level
of a contaminant in drinking
water below which there is no
known or expected risk to health.
Maximum Residual
Disinfectant Level (MRDL) -
the highest level of a disinfectant
allowed in drinking water.
There is convincing evidence
that addition of a disinfectant is
Chlorine Disinfectant
The most common drinking
water treatment is disinfection.
Disinfection is considered to
be the primary mechanism to
kill bacteria and other germs to
prevent the spread of waterborne
diseases. Chlorine is the most
necessary for control of microbial
contaminants.
Maximum Residual
Disinfectant Level Goal
(MRDLG) - The level of a
drinking water disinfectant
below which there is no known
or expected risk to health.
MRDLGs do not reflect the use
of disinfectants to microbial
contaminants.
Microbiological
Contaminants - Very small
organisms, such as bacteria,
algae, virus, plankton, and fungi.
N/A - Not applicable
NTU- Nephelometric Turbidity
Units.
Organic Contaminants -
Naturally occurring or synthetic
substances containing mainly
carbon, hydrogen, nitrogen,
and oxygen. This includes
most pesticides and industrial
chemicals.
widely used disinfectant.
Disinfectants combine with
organic and inorganic matter
present in water to form
chemicals called disinfection
by- products. EPA sets standards
for controlling the levels of
disinfectants and disinfectant
by- products in drinking water.
The chart on the last page reflects
these standards and our utility's
ability to produce water that is
far below those standards.
ppb - Parts of contaminant per
billion parts of water. One part
per billion (ppb) is equivalent
to a single penny in ten million
dollars. "PPB" may also be
referred to as pg/L or micrograms
per liter.
ppm - Parts of contaminant per
million parts of water. One part
per million (ppm) is equivalent
to a single penny in ten thousand
dollars. "PPM" may also be
referred to as mg/L or milligrams
per liter.
RAA - Running Annual Average
TOC - Total organic carbon in
untreated water.
Treatment Technique (TT)
- A required process intended to
reduce the level of a contaminant
in drinking water.
Unregulated
Contaminants
EPA requires cities of our
size to take samples in an
assessment monitoring phase
for Unregulated Contaminant
Monitoring Regulations (UCMR).
There were no detectable levels
in our drinking water. For more
information about unregulated
contaminants, see our contact
information on page one.
M
Some people may be more
vulnerable to contaminants in
drinking water than the general
population. Immuno - compromised
persons such as persons with
cancer undergoing chemotherapy,
persons who have undergone organ
transplants, people with HIV /AIDS
or other immune system disorders,
some elderly, and infants can be
particularly at risk from infections.
These people should seek advice
about drinking water from their
health care providers. EPA Center
for Disease Control guidelines on
appropriate means to lessen the
risk of infection by cryptosporidium
and other microbial contaminants
are available from the Safe
Drinking Water Hotline.
In order to ensure that tap water
is safe to drink, EPA prescribes
regulations which limit the amount
of certain contaminants in water
provided by public water systems.
Nitrate in drinking water at
levels above 10 ppm is a health risk
for infants of less than six months
of age. High nitrate levels in
drinking water can cause blue baby
syndrome. Nitrate levels may rise
quickly for short periods of time
because of rainfall or agricultural
activity. If you are caring for an
infant, you should ask for advice
from your health care provider.
Iowa City's drinking water is well
below the nitrate standard.
Lead. If present, elevated levels
of lead can cause serious health
problems, especially for pregnant
women and young children. Lead
in drinking water is primarily
from materials and components
associated with service lines and
home plumbing. Iowa City is
responsible for providing high
quality drinking water, but cannot
control the variety of materials
used in plumbing components.
When your water has been sitting
for several hours, you can minimize
the potential for lead exposure by
flushing your tap for 30 seconds
to 2 minutes before using water
for drinking or cooking. If you
are concerned about lead in your
water, you may wish to have your
water tested. Information on lead
in drinking water, testing methods,
and steps you can take to minimize
exposure is available from the
Safe Drinking Water Hotline or at
www.epa.gov/safewater/lead.
FDA regulations establish
limits for contaminants in bottled
water that must provide the
same protection for public health.
Any bottled water that is labeled
"drinking water" has to meet
EPA's drinking water regulations.
Drinking water, including bottled
water, may reasonably be expected
to contain at least small amounts
of some contaminants. The
Safe Drinking
Water Hotline:
1- 800 - 426 -4191
www.epa.gov /OGWDW
AWWA Safe Drinking
Water Website:
www.drinktap.org
presence of contaminants does not
necessarily indicate that water
poses a health risk.
More information about
contaminants and potential health
effects can be obtained by calling
the Environmental Protection
Agency's (EPA) Safe Drinking
Water Hotline.
Cryptosporidium
Cryptosporidium is a microscopic
organism found in rivers and
streams that can cause diarrhea,
fever and gastrointestinal
symptoms if ingested. It finds its
way into the watershed through
animal waste. Cryptosporidium
is effectively eliminated by
treatment processes that include
sedimentation, filtration, and
disinfection. In 2011, Iowa City's
drinking water tests did not detect
the presence of cryptosporidium.
EPA is developing regulations
to address the risk from
cryptosporidium in drinking water.
icy
water for life
i r
CITY OF IOWA CITY
410 E. Washington St.
Iowa City, IA 52240
Postal Customer
ECR WSS
2011 DRINKING WATER QUALITY REPORT
PRESORTED
STANDARD
US POSTAGE PAID
IOWA CITY, IA
PERMIT NO. 155
SUBSTANCE VIOLATION
HIGHEST
HIGHEST
UTILITY
EPA MCLG
SOURCES OF
YES /NO
LEVEL
DETECTED
RANGE
(EPA GOAL)
CONTAMINANT
ALLOWED(MCL)
LEVEL
MICROBIOLOGICAL CONTAMINANTS
Total Coliform Bacteria No
5%
<1%
7`77
0
77NIA
Naturally present in the environment
Turbidity (NTU) I No
1 0.05 -0.06
Soil Runoff
INORGANIC • •r
Sodium (ppm) No
N/A
15.0
N/A
N/A
Erosion of natural deposits
Sulfate (ppm)
No
N/A
36.0
26.0 -36.0
N/A
Erosion of natural deposits
Fluoride (ppm)
No
4.0
1.12
0.63 -1.12
4.0
Additive to promote strong teeth;
Discharge from fertilizer and
aluminum factories
Nitrate (as N) (ppm)
No
10.0
6.0
0.9 -6.0
10.0
Runoff from fertilizer use; Leaching
from septic tanks
VOC AND SOC CONTAMINANTS
No
•r:
60.0
RAA
8.3
RANGE
7.0 -11.0
N/A
By- product of drinking water
Total Haloacetic
Acids (ppb)
disinfection
Total Trihalomethane
No
80.0
34.3
27.0 -45.0
N/A
By- product of drinking water
(ppb)
disinfection
••
MRDL
AVERAGE
RANGE
MRDLG
Chlorine (ppm)
No
4.0
1.03
0.4 -1.56
4.0
By- product of drinking water
disinfection
SUBSTANCE
SAMPLE
#SAMPLES
ACTION
MAXIMUM
UTILITY
EPA MCLG
SOURCES OF
DATE
TESTED
LEVEL
DETECTION
RANGE
GO
(EPA )AL)
CONTAMINANT
COPPER AND LEAD
- Regulated
at Customer
Tap
Copper (ppm)
2011
31
1.3
90% 0.02
0 -0.02
0
Corrosion of home
plumbing
Lead (ppb)
2011
31
15.0
90% 15.0
0 -140.0
0
Corrosion of home
95% 19.0
plumbing
LEAD: Infants and young children are typically more vulnerable to lead in drinking water than the general population. It is possible that lead
levels at your home may be higher than at other homes in the community as a result of materials used in your home's plumbing. If you are
concerned about elevated lead levels in your home's water, you may wish to have your water tested and flush your tap for 30 seconds to
two minutes before using tap water. Additional information is available from the Safe Drinking Water Hotline (800 - 426 - 4791).
NOTE: The EPA requires monitoring of over 80 drinking water contaminants. Those listed above are the only contaminants detected in your
drinking water. For a complete list, contact the Iowa City Water Division.
FY2013 BUDGET &
FY2013 -2015 FINANCIAL PLAN
for the
City of Iowa City
City of Iowa City
Adopted Budget for the
Fiscal Year Ending June 30, 2013 &
FY2012 - 2016 Capital Improvements Program (CIP)
Council:
Connie Champion
DISTRICT B
CITY MANAGER
Tom Markus
MANAGEMENT
ANALYST
Leigh Lewis
Matt Hayek,
Mayor
AT -LARGE
eS
Ri
Terry Dickens
AT -LARGE
Susan Mims,
Mayor Pro Tern
AT -LARGE
Rick Dobyns
DISTRICTA
Michelle Payne JIM THROGMORTON
AT -LARGE DISTRICT C
ASSISTANT TO THE
CITY MANAGER FINANCE DIRECTOR
Geoff Fruin Kevin O'Malley
FINANCE
SECRETARY
Cyndi Ambrose
BUDGET
BUDGET
ANALYST
ANALYST
Simon Andrew
Deb Mansfield
ADMIN ASSISTANT TO
THE CITY MANAGER
Adam Bentley
APPRECIATION
This financial plan includes the ideas and recommendations of many citizens,
the City Council and City staff. During the year many suggestions are received
from citizens in the City Council hearings and informal contacts. The major
impact of the City Council upon this financial plan is in the priorities and
programs adopted by the City Council during the current year.
While other departments were intensely involved in the preparation of this
financial plan, most of the credit for this document goes to the members of the
Finance Department. Particular gratitude is expressed to the City Manager,
Finance Director, Budget /Management Analysts, Finance Management Analyst,
Finance Administrative Secretary, Document Services Center and Information
Technology Services.
While we surely appreciate all contributions to this budget, it must be
remembered that the real thanks must go to the City employees, who, on a daily
basis, transform this document into the City's program of services.
CITY OF IOWA CITY
Adopted Budget for the
Fiscal Year Ending June 30, 2013
and the
FY2013 — 2015 Financial Plan
TABLE OF CONTENTS
City Manager's Letter
All Funds Summaries
Organizational Chart
Strategic Plan
Strategic Plan
Introduction to Financial Plan
PAGE
1
14
22
23
Financial & Fiscal Policies
53
Preparation of the Financial Plan:
82
Basis of Accounting
63
Schedule
64
Process to Amend
65
Budgetary Fund Structure
68
Fund Balance
69
Personnel Listing by Department/ Full -Time Equivalents Comparison .
72
Reconciliation of Personnel Changes
74
General Fund Summary
General Fund Revenue
77
General Fund Expenditures
82
General Fund Year -end Fund Balance.
84
General Fund Financial Summaries
86
Public Safety
Police Department:
Summary
91
Administration
95
Patrol
98
Criminal Investigation
100
Records
102
ICPD Forfeitures
103
Crossing Guards
104
Crime Prevention
105
TIPS
106
Contracted Services
106
Station Master
107
Grants
108
Animal Care & Adoption
110
Deer Control
113
Fire Department
Summary
114
Fire Station Four Operations
120
Equipment Replacement Reserve
120
Housing & Inspection Services
Summary 121
Administration 124
Housing Inspection 126
Building Inspection 129
Public Works
Summary
133
Public Works Administration
136
Engineering
138
Culture and Recreation
151
Library:
154
Summary
141
Operations
145
Replacement Reserves .....................................................
............................... 146
Miscellaneous Other Funds
147
Parks & Recreation:
Summary
148
Administration
150
Parks
151
Recreation
154
Forestry
160
CBD Maintenance
162
Cemetery
164
Government Buildings
166
Senior Center 168
Senior Center Gift Fund 174
New Horizons Band 174
Community and Economic Development
Planning and Community Development:
210
Summary
175
PCD Administration
178
Urban Planning & Historic Preservation
180
Neighborhood Services
182
Public Art
184
Community Development Non -Grant Activity-
186
Human Services Planning
188
Aid to Agencies
189
Economic Development
191
Downtown Incubator Feasibility Study
194
Downtown Donation Stations
194
General Government
CityCouncil---------------------------------------------------------
CityManager ------------------------------------------------------
CityClerk ------------------------------------------------------------
Human Resources---------------------------------------------
CityAttorney ------------------------------------------------------
HumanRights---------------------- -------------------------------
---------------------------- ------------------------------- 195
---------------------------- ------------------------------- 197
---------------------------- ------------------------------- 200
---------------------------- ------------------------------- 203
--------------------------- ------------------------------- 205
---------------------------- ------------------------------- 207
Finance Department:
Summary
210
Finance Administration
212
Non - Operational Administration-
214
Community Event & Program Funding
215
Accounting & Reporting
217
Purchasing
219
Revenue
221
Document Services
223
Risk Management —Tort Liability-
225
Special Revenue Funds
Community Development Block Grant (CDBG) — Metro Entitlement.
227
H.O.M.E. Program------------------------------------------------------------ ------------------------------- ---------------
------------- 229
Road Use Tax Fund (RUT)
231
Energy Efficiency & Conservation Grant
234
UniverCity Neighborhood Partnerships
236
Flood Recovery & Mitigation Grants
238
Employee Benefits
241
Tax Increment Financing (TIF) Districts
243
Metropolitan Planning Organization of Johnson County (MPOJC):
Summary
248
Administration
251
Transportation Planning
252
Rural Community Assistance (ECICOG)
252
General Rehabilitation & Improvement Program (GRIP)
253
Peninsula Apartments
255
Debt Service
Debt Service 257
Business Type Activities
Transportation Services:
Parking Operations
Parking Debt Service
Transit Operations
Wastewater Treatment:
Wastewater Treatment Operations
Wastewater Treatment Debt Service
Water:
Water Operations-----------------------------------------------------
Water Debt Service--------------------------------------------------
Refuse Collection Operations -----------------------------------------
Landfill --------------------------------------------------------------------------
Air ort O erations
263
268
269
274
279
--------------- ------------------------------- 280
--------------- ------------------------------- 283
-------------- ------------------------------- 284
-------------- ------------------------------- 288
P P 294
Storm Water Management 297
Broadband Telecommunications 300
Housing Authority 303
Internal Service Funds
Equipment:
Fund Summary 307
General Fleet Maintenance 309
Equipment Replacement Reserve 310
Information Technology Services (ITS)
Fund Summary 311
Risk Management Loss Reserves
315
Central Services
317
Health Insurance Reserve
319
Dental Insurance Reserve
320
Appendix A
Performance Measures
Introduction .
Police .
Fire--- --- --- ---------------------------------------------------------------
Housing & Inspection Services .
Libra
A -1
A -2
-------------------------- ------------------------------- A -11
A -19
A -27
ry.
Senior Center. A -37
Transportation Services A41
Airport . A -50
Appendix B
State Forms.
City Council Budget Resolutions .
Transfers -In .
Transfers -Out .
Property Taxes:
Taxable Valuations by Class.
Overlapping Tax Levies for the Iowa City Area.
Tax Rate Comparison.
FY2012 Revenue Comparisons:
Utility Rates.
Summary of Revenue Bond Indebtedness.
Glossary .
Index by Division.
Capital Improvement Program (CIP)
FY2012— 2016 Program Summary .
Project Summary by Name .
Projects by Funding Source — Receipt Detail .................
Strategic Plan June 2012 Status Report ........................
Recurring Projects .
Unfunded Projects FY2017 and Beyond ........................
B -1
B -10
B -13
B -16
B -19
B -20
B -21
B -25
B -26
B -27
B -31
C -1
C -2
-------------------------- ------------------------------- C -36
-------------------------- ------------------------------- C -44
C -50
-------------------------- ------------------------------- C -51
I
WEEM
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.uses
CITY OF IOWA CITY
June, 2012
To the Honorable Mayor and City Council Members:
With this letter, I am transmitting the City of Iowa City adopted budget for fiscal year
2012 -2013. Although an annual budget is required to be adopted by Iowa State Code,
the three -year financial plan (2013 -2015) and five -year capital improvement program
(2012 -2016) are included for planning purposes. A financial plan is one of the most
important documents that a City prepares because it identifies the services to be
provided and how those services are to be financed.
You will note that the budget document is considerably different in format from prior
years. With a strategic plan in place, we are in the process of adding performance
measurement, goals and objectives to the budgetary units. We are hopeful that these
changes will provide the reader with an improved understanding of municipal operations
and how budgetary decisions relate to city council's established priorities.
PRIORITIES & ISSUES
Over the course of the past year, we undertook a strategic planning effort which
identified the city's main goals for the foreseeable future. The following issue areas
were identified as priorities:
• Economic and community development
• Development of the downtown and near downtown areas
• Neighborhood stabilization
• A strong and sustainable financial foundation
• Coordinated communication and customer service orientation
It is our intent to support these initiatives through budget appropriations, departmental
operations, and employee direction so that the organization as a whole is moving in the
same direction.
There were two uncertainties which influenced the preparation of this budget: 1)
uncertainties in the national economy and their potential impact on municipal
operations; and 2) proposals by both the governor and state legislature for revisions to
commercial property tax law. Fortunately, economic conditions have remained stable
enough that further adjustment to the proposed budget were not necessary, and the
2012 legislative session closed without passing a property tax reform bill.
We are seeing lower growth in property tax valuations when compared with prior years.
Revaluation occurs biennially and the FY2013 budget is based on a revaluation year
(2011) in which total property valuation growth was approximately two percent (2 %).
- 1 -
In addition to this, a recent judgment by the Iowa Supreme Court has generated a
number of appeals with county assessors across the state for reclassification of multi-
unit structures from commercial to residential. Residential properties are subject to an
assessment limitation order in the state of Iowa which established taxable value at
50.75% of assessed value in FY2013, versus the 100% taxable value used for
commercial properties. Since the final ruling in 2011, a number of commercial property
owners in Iowa City have formed cooperative housing units in order to qualify for
reclassification as residential property. This trend is expected to continue in future
years.
The combined effect of slower growth in valuations and the loss of taxable value due to
cooperative housing conversions has limited growth in property tax revenue. This will
require continued review of city operations, service delivery, and alternative revenue
sources.
BUDGET GOALS
My goals in developing this year's budget were to:
• Reduce costs where possible, while continuing to provide high quality services
• Identify and eliminate redundancies that may exist within the organization
• Examine existing and potential new revenue sources
• Promote and plan for economic development and redevelopment throughout the
City to ensure strong property values
• Determine appropriate staffing levels
• Provide for necessary improvements to existing infrastructure and prioritize
capital projects
• Uphold fiscal integrity and maintain adequate cash reserves
FINANCIAL PLAN OVERVIEW
Iowa City's taxable valuation increased 4.6% for FY2013 due to the State of Iowa
increasing the rollback limitation. The assessment limitation order (rollback) worked in
our favor this year due to a significant increase in agricultural land valuations across the
state. We do not expect this trend to continue. Projections for the second and third
years (FY2014 -2015) are based on building permits and remain flat at two percent (2 %).
With the estimated taxable valuations, Iowa City is proposing a decrease in the overall
tax rate, down (3.21 %) from FY2012.
The following graphs depict taxable valuations, tax revenue, tax levies, and the percent
of change from previous year.
-2-
53.500000.000
$3,[00000.000
$2,500000000
$2A00000.000
$1,SOO,000,OOD
$',C o ,m
$sao,Go
55ZWQ
moo.
$as,=
$4kWQ
$40.000
$42.000.
$40000
$36,000
FY30W
"Mm "Mil "MI2
Proparty tall $ mmeeiued compared to %of $ growth
SDX
7A%
6%
SAX
4AX �Tanhle nlua6am
�Permn] of change
3A%
2A%
IDX
OAX
Mon
aaa�TOfal Taa $
—PE R[E NF OF OOWIA GAO'MH
FT20W FY2010 FY l "WU Mon
-3-
Ell
ro 0 0 4
10 0 0 LE
immom
,
aaa�TOfal Taa $
—PE R[E NF OF OOWIA GAO'MH
FT20W FY2010 FY l "WU Mon
-3-
The FY2013 total property tax rate is $17.269 per $1,000 of taxable valuation, and is
(3.21%) less than the FY2012 tax rate. The following graphic illustrates the
combined effect of annual changes in assessed valuations, assessment limitations
(rollback) and the City levy rate.
$17.900
$17.800
$17.700
$17.600
$17.500
$17.400
$17.300
$17200
$17.100
$17.000
$16.900
Total City Tax Levy Rate
Compared to % of Levy Growth
FY2009 FY2010 FY2011 FY2012 FY2013
3.00%
2.00%
1.00%
0.00%
-1.00%
-2.00%
-3.00%
-0.00%
Total City Tax Rate
— Percent of levy growth
The total tax rate is comprised of a number of individual levies, as provided for in the
Code of Iowa Section 384 for specific purposes. The following chart compares
individual levy rates for FY2012 -2013. Of note, the Employee Benefit tax levy for
FY2013 is down (9.4 %) when compared with the FY2012 due to reclassification of
Transit operations to a Business -type Fund. This is discussed further in the budget
highlights section of this document.
-4-
The City's property tax asking for FY2012 and FY2013 are as follows:
LEVIES
FY2012 Certified
-1
�Y2013 Adopted
I
Dollars
Tax Rate
per $1,000
Dollars
Tax Rate
per $1,000
General Fund Tax Levies:
General
$ 22,460,112
8.100
$ 23,486,337
8.100
Transit
$ 2,634,211
0.950
$ 2,754,570
0.950
Tort Liability
$ 961,321
0.347
$ 907,298
0.313
Library
$ 748,670
0.270
$ 782,878
0.270
Subtotal:
$ 26,804,314
9.667
$ 27,931,083
9.633
Special Revenue Levies:
Emergency
$ -
-
$ -
Employee Benefits
$ 9,776,526
3.526
$ 9,257,850
3.193
Subtotal:
$ 9,776,526
3.526
$ 9,257,850
3.193
Debt Service
$ 13, 009,149
4.649
$ 12, 934, 350
4.443
.. I City Levy Property
%Change from
3.78%
0.48%
1.08%
°
prior year:
The following chart demonstrates the combined effect that the assessment limitation
order (rollback) and decreased levy rate will have on residential properties in Iowa City
between FY2012 and FY2013.
Estimated Property Tax on
$100,000 Residential Valuation
(Iowa City portion)
FY2012
$866
Assessed Valuation
Taxable Valuation
City Levy
Property Taxes
FY2012 FY2013
$100,000 $ 100,000
$ 48,530 $ 50,752
$ 17.842 $ 17.269
$ 866 $ 876
-5-
FY2013
$876
Revenue projections for the Special Revenue Funds are based on authorized grants
and funding from other entities. User fee estimates for business -type activities are
based on FY2011 actuals and assume one percent (1 %) growth, annually.
EXPENDITURE TRENDS & PROJECTIONS
Personnel costs are projected to decrease in FY2013 as we return to 26 pay
days, versus the 27 pay days in FY2012 (estimated at $1.1 million). Staff
reductions by attrition were not amended for in FY2012 but are reflected in
projections for FY2013. The cost of employee benefits is increasing at a greater
pace than wages due to legislated increases in retirement contributions.
Salary & Wages
Group Insurance
FICA
Retirement Contributions
Other Employee Benefits
Total Employee Benefits
FY2011 FY2012 FY2013 FY2014 FY2015
Actual Budget Budget Projected Projected
$ 36, 220, 743 $ 39, 788,112
7,130, 293
7,404,731
_
2,140, 466
2, 336, 648
3, 465, 304
4, 676, 438
110,096
102,316
$ 39, 002, 909 , $ 39, 992, 307 , $ 41, 057, 695
7,101,120
7,291,358 1
7,489,837
2,287,260
2,339,269
2,397,626
4,974,345
5,581,353
6,030,922
107.140
107.140
107.140
Total Personnel Costs $49,066,902 $54,308,245 $53,472,774 $55,311,427 $57,083,220
Benefits as a % of
Personnel Costs 26% 27% 27% 28% 28%
Wages and benefits for most employees are determined by collective bargaining
agreements. A three -year agreement with the Fire union will expire June 30,
2013; AFSCME and Police unions have three -year contracts in place for July 1,
2012 through June 30, 2015. Following is a summary of the cost of living
adjustments (COLAs) negotiated by each of the unions:
Cost of Living Adjustments (COLAs)
FY2013
FY2014
FY2015
June 24,
Dec 23,
July 7,
Jan. 5,
July 6,
Union Agreement
2012
2012
2013
2014
2014
AFSCME
1.4%
1.5%
1.3%
1.3%
2.2%
Police (PLR)
1.4%
1.5*
1.3%
1.25*
2.2%
Fire (ICAPFF /IAFF /AFL -CIO)
1.4%
1.5%
N/A
N/A
N/A
*Formula for 12/23/12 and 01/05/14 increases varies for PLR members, applying to Step 6 employees only.
Cost of living adjustments for administrative, confidential, and supervisory
employees have been approved at the same rate as union employees for
FY2013.
-6-
Health insurance premiums and administrative costs are projected to increase
one percent (1%) in FY2013 due to a lower- than - average claims experience in
recent years and increased employee contributions in fiscal years 2013 — 2015.
An increase in employee contributions was negotiated in the AFSCME and
Police union agreements as shown in the following table:
Health Insurance Plan: FY2011 FY2012 FY2013 FY2014 FY2015
Single Deductible
$ 200 $
350 $
350
$ 350
$ 500
Family Deductible
200
350
425
450
700
Single Co -Pay
600/650
800
825
840
900
Family Co -Pay
600/650
800
950
1,100
1,450
Single Contribution/Month
20
40
40
40
40
Family Contribution/Month
60
60
70
75
80
Note: The Unions bargained for different amounts in FY2011.
Three percent (3 %) premium increases are projected for health insurance in
FY2014 and FY2015.
Retirement Contributions - IPERS: The Iowa Public Employees' Retirement
System (IPERS) maintains a 60/40 split between employer and employee plan
contributions, the employer share is set to increase from 8.07% in FY2012 to
8.67% in FY2013. Legislation passed in 2010 does allow IPERS to adjust the
combined contribution rate by up to one percent (1.0 %) annually as of July 1,
2012.
IPERS Retirement Contributions
FY2011 FY2012 FY2013 FY2014 FY2015
Actual Budget Budget Projected Projected
Employer Contribution:
6.95%
8.07%
8.67%
8.67%
8.67%
Employee Contribution:
4.50%
5.38%
5.78%
5.78%
5.78%
Total Annual Rate:
11.45%
13.45%
14.45%
14.45%
14.45%
All Budgetary Funds:
(in millions) $ 1.76 $ 2.34 $
• Increase in dollars: 5.4% 33.0%
• Increase in employer rate: 4.5% 16.1%
• Increase in employee rate: 4.7% 19.6%
2.47 $ 2.53 $ 2.60
5.6% 2.3% 2.6%
7.4% 0.0% 0.0%
7.4% 0.0% 0.0%
IPERS covers all municipal employees, with the exception of sworn police
officers and fire fighters.
-7-
Retirement Contributions - MFPRSI: The Municipal Fire & Police Retirement
System of Iowa (MFPRSI) Board of Trustees sets annual contribution rates for
cities and employees based on independent actuarial opinion. The rate for
FY2013 has been approved at 26.12 %, and is expected to increase to 30.90% by
FY2014 and 33.80% by FY2015. The employee contribution is currently fixed at
9.40 %. As a result of significant increases in recent years and an unbalanced
contribution formula, the Iowa League of Cities is advocating for legislative
changes to the System.
MFPRSI - Public Safety Retirement Contribution
Annual Contribution Rate (asa %of wages)
Employer Contribution
Employee Contribution
Total Annual Rate:
FY2011 FY2012 FY2013 FY2014 FY2015
Actual Budget Budget Projected Projected
19.90% 24.76%1 28.08%1 30.90%1 33.80%
9.4% 9.4%1 9.4%1 9.4%1 9.4%
29.3% 34.2 %' 37.5 %' 40.3 %' 43.2 %'
General Fund Expense:
$-RO53,589
$ 2273,077
$ 3047,296
$ 3012,021
$ ,395,578
• Increase in dollars:
22.7%
37.5%
16.5%
13.8%
12.7%
• Increase in employer rate:
17.1%
24.4%
13.4%
10.0%
9.4%
• Increase in employee rate:
0%
0%
0%
0%
0%
Services and Supplies: We continue to utilize zero -base budgeting for all
professional services, training and education. All other expenditure projections
for services and supplies are based on FY2011 actuals.
A considerable increase in vehicle fuel prices occurred gradually over the course
of FY2011 and on into early FY2012. For this reason, gasoline and diesel fuel
costs are projected at eleven and twelve percent (11%, 12 %), respectively for
FY2012 and FY2013, and two percent (2 %) in FY2014 and FY2015.
Gasohol
Diesel
Annual Percentage Change ( %) in
Average Weekly Rack Price
FY2008
FY2009
FY2010
FY2011
FY2012*
27%
38%
-26%
-26%
9%
1%
22%
24%
19%
18%
Note: Based on Friday prices.
*FY2012 data is through 08.10.11; $.22 sw ing from 07.08.11 to 08.10.11.
WE
Fuel prices also influenced our projections for goods and services due to
transportation costs. We have assumed a four percent (4 %) CPI in FY2012 and
FY2013 for all supplies, as well as for services which are transportation -heavy
such as hauling, courier and postal services.
For other services (repair and maintenance, printing, databank and financial
services), we've assumed a two percent (2 %) CPI for FY2012 and 2013, and
1.8% for FY2014 -15. This includes intra -city charges for administrative services
provided to the business -type funds.
Property, casualty and liability insurance costs are projected at five percent (5 %)
annually. Natural gas and electric rates are not projected to increase until
calendar year 2014, at which point we've allowed for a five percent (5 %) rate
increase.
Capital Improvements: We utilize zero -based budgeting for capital outlay in
excess of $5,000. Capital improvements in excess of $25,000 are budgeted
within the five -year capital improvements program (CIP). Total of all capital
improvements for FY2013 is $49.6 million, with $46.0 million in the capital
improvement program (CIP). Annual repair and maintenance projects budgeted
within the CIP total $2.57 million for FY2013.
Overall, the City's fund balance is projected to decrease by $9.6 million in FY2013 due
to redemption of $5.6 million in General Obligation Bonds, Series 2004 from tax
increment financing cash on hand; and a July 1, 2012 advance refunding of $4.9 million
Water Revenue Bonds, Series 2002 from bond proceeds received in FY2012.
FY2013 BUDGET HIGHLIGHTS
General Fund: There are no new service initiatives presented with this budget. We
are able to present a balanced General Fund budget in FY2013 through a combination
of changes made in operations and a number of external factors.
• A reduction in the city property tax levy was possible due to reclassification of
Transit Operations to a business -type activity outside of General Fund.
• Employer contribution rates from the MFPRSI and IPERS pension systems are
lower than previously estimated.
• Health insurance premiums and administrative costs are projected to increase
one percent (1%) in FY2013 due to a lower- than - average claims experience in
recent years and increased deductibles, co -pays and employee premium
contributions in fiscal years 2013 — 2015.
• Staffing levels have been reduced by (3.5) FTEs. This includes (.50) Human
Rights Investigator, (1.0) Associate Planner and (2.0) Document Services
Specialist)
-s-
A $28.00 Electronic Plat Submission Fee will go into effect as of July 1, 2012,
with revenue assigned to Housing Inspection.
Transit Operations — Fund Reclassification & Fare Increase: Since FY2008, Court
Street Transportation Facility has generated surplus revenue for Transit Operations,
making it viable as a business -type activity. For this reason, Transit Operations will be
reclassified as a business -type activity at the start of FY2013, with existing cash
balances transferred out of General Fund. This change also eliminates funding from the
Employee Benefits Levy, which would have generated an estimated $966,000 for
Transit Operations in FY2013.' To further assist in balancing Transit's FY2013 budget,
there will be a restructuring of transit routes, privatization of the auto body repair
function, and a fee increase from $.75 per ride to $1.00 per ride this fiscal year. Bus
pass fees are also recommended to increase 28 %. The last bus fare increase was in
1997.
Stormwater Management - Fee Increase: A 25% rate increase has been approved
for FY2013 which is projected to generate an additional $160,000 annually. This is the
second year of a proposed three -year rate increase. User fees will be increase from
$2.50 /month per Equivalent Residential Unit (ERU) to $3.00 /month. These rate
increases are necessary to provide funding for stormwater capital projects including
$250,000 in FY2012 for Scott Park Development and $250,000 for Lower Muscatine /
Kirkwood to First Avenue. An additional $500,000 is budgeted in FY2015 for
improvements to the system near Riverside Drive and the University of Iowa Arts
Campus.
UniverCity Neighborhood Partnerships: A proposal was submitted by staff to
continue this program on a smaller scale in FY13, utilizing a combination of City funds
($160,000 from General Fund) for renovation costs and $100,000 from the University of
Iowa for down - payment assistance, as well as a small repair program for landlords and
homeowners. Local banking institutions will continue to provide low- interest loans for
the acquisition of the properties during the renovation phase.
Staff Reductions: In an effort to streamline operations and reduce costs, department
directors and I have begun the task of reviewing city services as permanent staff
positions are vacated. This review began in early 2011. Through this process, we
identified (11.12) FTEs city -wide for elimination by attrition. An additional reduction of
(4.0) FTEs was proposed with this financial plan. Specific position changes can be
found on pages 74 -75 of this document. Department directors are evaluating and
reassigning essential duties of the eliminated positions in order to maintain a level of
service acceptable to internal and external customers. It is my intent to continue this
program and monitor the effect of these decisions in the coming year.
Aaa Bond Rating: The City continues to maintain its Moody's Investor Services' Aaa
bond rating, which is the highest rating achievable. This rating has been accomplished
1 The employee benefits levy can only be utilized for General Fund and Road Use Tax Fund employee
benefits per Iowa Code.
10-
through prudent financial management, a strong local economy, and healthy financial
reserves. The General Fund's unassigned fund balance, which is an indicator of the
City's financial well- being, is projected at 27 -30% of expenditures, in line with Council's
cash balance financial policy. General obligation bond issues planned for FY2013 —
2015 are estimated at $10.2, $7.9 and $3.5 million, respectively.
Bond Refunding/ Redemption: The municipal bond market continues to be in our
favor. Due to the unusually low interest rates, Iowa City's financial advisor continues to
work closely with the Finance Director to identify interest savings on previously issued
bonds. Water Revenue Bonds, Series 2003, will be refunded on July 1, 2012 with an
estimated interest savings of $688,000. General Obligation Bonds, Series 2004, will be
redeemed on June 1, 2013 utilizing TIF monies.
The FY2012 - 2016 Capital Improvements Program (CIP): The five -year program
continues to reflect council- stated priorities from prior fiscal years; placing emphasis on
flood recovery and mitigation projects and economic development initiatives. Federal
and state grant revenue is budgeted at $113.3 million over the five -year period FY2012-
2016. Local Option Sales Tax revenue, approved by voter referendum for flood
recovery projects, ends in FY2014 and is expected to provide $32.4 million for the same
time period.
Significant projects planned for the immediate / near -term include (project costs are for
FY2012- 2016):
Iowa City Multi -Use Parking Facility ($15.6 million): A new multi -use parking/
commercial / residential facility is proposed at the intersection of Linn and Court
Streets with construction to begin in FY2013. This project will provide an
additional 600 parking spaces, with financing to come from the Parking Fund
($4.6 million) and parking revenue bonds ($11.0 million). The
commercial /workforce residential component is expected to be built by a private
developer.
South Wastewater Plant Expansion ($49 million): This project will redirect and
consolidate North Treatment Plant operations into the South Treatment Plant.
Project estimate does not include demolition of the north facility ($5 million).
Funding sources are to include $32.6 million in federal and state grants, $13.6
million from local option sales tax revenue and $1.9 million from user fees / cash
on -hand.
Iowa City Gateway Project ($34.2 million): This project will reconstruct and
elevate 4,200 feet of Dubuque Street, Park Road Bridge and adjacent trails.
Project funding includes 20.2 million from local option sales tax, $11.5 million in
grant funding and $2.1 million from general obligation bonds.
Taft Speedway Levee Project ($11.8 million): This project will provide flood
protection the Idyllwild neighborhood and Parkview Church area, and assist in
- 11 -
maintaining access to the Peninsula neighborhood during flooding conditions by
protecting Foster Road. Funding includes $8.0 million in state disaster
assistance and $3.7 million from general obligation bonds.
Terry Trueblood Recreation Area ($8.0 million): This is the final year for this
project's phased development of the former S &G Materials site on South Gilbert
Street / Sand Road. Funding is to include $2.2 million from state grants, $4.6
million from general obligation bonds, $600,000 from General Fund and
$550,000 in contributions / donations.
First Avenue / Iowa Illinois Railroad Crossing Improvements ($6.6 million):
This project will construct an overpass to replace the at -grade crossing of the
IRIS Railroad at First Avenue. Funding sources include $2.4 million in federal
grants and $4.0 million from general obligation bonds.
Landfill Gas to Energy Project ($2.0 million): This is a joint project with the
University of Iowa which will utilize landfill gas for energy production at the
Oakdale Campus. Iowa City's contribution to the project includes $2.0 million
from Landfill Operations for methane gas conditioning and compression
equipment.
Airport improvement projects total $1.65 million in FY2013, with 95% in federal
grant funding.
Dubuque / 1 -80 Pedestrian Bridge ($2.1 million): This pedestrian bridge
extends an existing pedestrian trail north along Dubuque Street, crossing the
interstate and providing a connection to the Butler Bridge Trailhead.
Burlington / Madison Intersection and Median ($1.6 million): This project will
reconstruct the intersection of Burlington and Madison to improve pedestrian and
traffic flows, including a landscaped median from the Iowa River to Madison
Street. Water and sewer mains will be replaced during the course of
construction. The project is designed to address changes related to the U of I
Recreation Center and future growth. Funding includes a $700,000 contribution
from the University of Iowa and $400,000 in state grant funding.
Animal Shelter Relocation & Replacement ($4.3 million): While this project is
currently budgeted in FY2012, an extension request has been filed with the
Federal Emergency Management Agency (FEMA) for construction through 2015.
Federal funding is approved for a structure of equivalent size and scope as the
facility destroyed in the flood. Staff is currently working with other jurisdictions to
determine their needs and intended participation in order to size the facility
appropriately.
-12-
CONCLUSION
While the City of Iowa City's current financial condition remains strong, the national
economy is still recovering from the recession. I expect, continued debate at the state
level this next legislative season regarding commercial property tax law. We will need
to meet these challenges by continuing to review what we do and how we do it; viewing
it as an opportunity for change. My goal is to place the City in a stronger position than
it's been in order to meet the needs of the future while focusing on the priorities
identified by City Council. Implementation of this year's budget will allow the City to
continue to move forward, meeting its objectives while remaining a vibrant and desirable
community for our residents and businesses.
Preparation of the proposed FY2013 -2015 budget has required a concerted effort on
the part of departmental staff and administration. Each and every individual who
contributed to the process and production of this document has my deepest
appreciation. I particularly want to call out the outstanding performance of the Finance
Department who made a special effort to accommodate this changed budget format.
Respectfully submitted,
Thomas M. Markus
City Manager
-13-
Financial Comparisons —All Funds
Revenue & Other Sources
FY2011
Actual
FY2012
Amended
Budget
FY2013
Adopted
Budget
Taxes
48,679,501
50,440,767
50,914,435
Other City Taxes
10,865,460
11,149,084
11,031,846
Licenses & Permits
1,413,665
1,223,447
1,440,389
Use of Money & Property
1,505,531
1,264,679
1,535,026
Intergovernmental
39,614,750
89,253,297
38,627,081
Charges for Services
40,653,159
40,807,916
41,066,638
Miscellaneous
7,410,013
5,889,590
3,771,813
Transfers in
46,972,625
96,551,554
54,738,103
Debt Sales
29,283,746
17,267,000
11,000,000
Sale of Assets
1 1,194,4941
3,863,3301
944,650
Total Revenue & Other Sources
227,592,944
317,710,664
215,069,981
-All Funds:
Other Financing
Sources
31%
Misc.
Revenue
2% Charges for
Services
19%
Use of Money &
Property -
1%
Revenues & Other Financing Sources
For All Funds
FY2013: $215,069,981
Property Taxes
23%
-14-
18%
TIF Revenues
C1%
:her City
Taxes
5%
Licenses &
Permits
1%
City of Iowa City -All Funds
Total Revenues & Other Financing Sources
by Revenue Type
-ALL FUNDS -
Other Local Option Taxes
FY21311
Actual
FY2012
Amended
Budget
FY2013
Adopted
Budget
% Chg
from
Prior Yr
Taxes Levied on Property
47,825,752
49,594,682
50,407,375
2%
Delinquent Property Taxes
7,688
0
0
18%
TIF Revenues
846,061
846,085,
507060
40%
Other City Taxes:
Utility Tax Replacement Excise Taxes
819,975
862,4301
7737113
1%
Other Local Option Taxes
8,505,0661
8,600,000
8,600,000
Tota I - Other City Taxes
10,865,460
11,149,084
11,031,846
-1%
Licenses& Permits
1,413,665
1,223,447
1,440,389
18%
Use of Money & Property
1,505,531
1,264,679
1,535,026
21%
Intergovernmental:
Federal Grants & Reimbursements
10,214,773
50,002,802
26,091,621
1%
Total - Intergovernmental 1 39,614,1501 89,253,2911 38,621,08:11 -51%
Charges for Services
Water Utility 8,031,7051 8,501,9491 8,184,5311 1
Cable TV, Internet & Telephone
��q�,0�0
786,726
814,200
Housing Authority
0
78
Storm Water Utility
630,966
783,759
950,000
Other Fees & Charges for Service
4,273,8091
4,137,351
4,218,388
Tota I - Charges for Services
40,653,159
40,807,916
41,066,638
1%
Miscellaneous
7,410,013
5,889,590
3,7_71,813
36%
Other Financing Sources:
Regular Operating Transfers In
46,972,625
95,501,560
54,738,103
mernal TIF Loan Transfers In
0
1,049,994
0
roceeds of Debt
29,283,746
17,267,000
11,000,000
Proceeds of Capital Asset Sales
1,194,494
3,863,330
944,6501
Total- Other Financing Sources
77,450,865
117,681,884
-
66,682,753
-43%
FTotal To Revenues &
0
I
r
Other Financing Sources:
227,692,944
317,710,6641
216,069,981
32%
-16-
CITY OF IOWA CITY, IOWA
FY2013 BUDGET
MAJOR REVENUES BY OBJECT
- ALL FUNDS -
Account
Description
FY2011
Actual
FY2012
Budget
FY2013
Adopted
Budget
Amt Chgd °s
From
FY2012
Changed
From
FY2012
Taxes
Property Taxes
47,833,443
49,594,682
50,407,376
812,694
T.I.F Revenues
846,062
846,085
507,060
- 339,025
Other City Taxes
10,865,460
11,149,084
11,031,845
- 117,239
Total Taxes
59,544,965
61,589,851
61,946,281
356,430
.58
Licenses And Permits
Licenses & Permits
1,417,362
1,228,197
1,444,085
215,888
Franchise Fees
804,200
786,726
814,200
27,474
Total Licenses And Permit
2,221,562
2,014,923
2,258,285
243,362
12.08
Intergovernmental Revenue
Federal Grants
9,827,345
28,826,918
24,489,261
- 4,337,657
FEMA Reimbursements
387,428
3,879,584
0
- 3,879,584
State Grants
20,752,997
32,647,615
2,301,992
- 30,345,623
Road Use Tax
5,890,842
5,863,720
6,379,028
515,308
State Disaster Assistance
0
14,683,065
1,602,360
- 13,080,705
Miscellaneous State Revenu
35,250
24,929
24,898
-31
28E Agreements
2,545,346
3,155,448
3,656,000
500,552
Total Intergovernmental R
39,439,208
89,081,279
38,453,539
- 50,627,740
-56.83
Governmental Charges For Services
Building & Development Fee
304,404
313,847
299,819
- 14,028
Police Services
101,050
116,816
110,970
-5,846
Animal Care Servs
24,347
23,171
24,347
1,176
Fire Services
7,179
20,022
9,779
- 10,243
Culture And Recreation
783,129
726,506
847,794
121,288
Library Chgs For Servs
114
92
114
22
Misc Chg For Sery
127,351
89,178
207,204
118,026
Total Governmental Charge
1,347,574
1,289,632
1,500,027
210,395
16.31
Charges For Services Business
Type Activ
Water Charges For Services
8,038,944
8,510,236
8,191,771
- 318,465
Wastewater Charges For Ser
12,682,773
12,717,183
12,682,773
- 34,410
Refuse Charges For Service
3,349,466
3,216,291
3,403,410
187,119
Landfill Charges For Servi
5,083,840
5,195,547
5,083,840
- 111,707
Stormwater Charges For Ser
630,966
783,759
950,000
166,241
Transit Fees
1,060,227
1,034,714
1,364,106
329,392
Total Charges For Service
30,846,216
31,457,730
31,675,900
218,170
.69
Miscellaneous Rev
Fines & Fees
1,400,369
1,402,544
1,400,369
-2,175
Contrib & Donations
359,102
2,265,481
292,475
- 1,973,006
Intra -city Charges
2,779,569
2,687,672
2,627,333
- 60,339
Other Misc Revenue
1,446,140
672,405
694,782
22,377
Total Miscellaneous Rev
5,985,180
'7,028,102
5,014,959
- 2,013,143
-28.64
Special Assessments
Special Assessments
3,322
0
0
0
Total Special Assessments
3,322
0
0
0
.00
Use Of Money & Property
Interest Revenues
988,810
790,899
987,180
196,281
Rents
1,098,725
1,018,859
1,151,002
132,143
Parking Meter Revenue
837,631
827,736
837,631
9,895
Parking Lot Revenue
225,195
240,387
225,195
- 15,192
Pkg Ramp Revenue
3,822,064
3,913,175
- 118,300
_144_031,475
CITY OF IOWA CITY, IOWA
FY2013 BUDGET
MAJOR REVENUES BY OBJECT
- ALL FUNDS -
PY2013 Amt Chgd % Changed
Account FY2011 FY2012 Adopted From From
Description Actual Budget Budget FY2012 FY2012
Parking Impact Fee 590,772 124,000 82,000 - 42,000
Total Use Of Money & Prop 7,563,197 7,033,356 7,196,183 162,827 2.32
Other Financing Sources
Debt Sales
27,488,246
15,060,000
10,200,000
- 4,860,000
Sale Of Assets
1,202,763
4,013,330
944,650
- 3,068,680
Employee Benefits Levy Tra
8,834,770
10,081,096
9,130,917
- 950,179
General Levy Transfer In
293,960
270,912
209,729
- 61,183
Emergency Levy Transfer In
4,997
0
0
0
General Fund CIP Funding
955,543
5,561,412
0
- 5,561,412
From Road Use Tax
1;556,796
1,146,644
1,038,139
- 108,505
Local Option Taxes Transfe
1,403,011
21,859,845
8,505,066
- 13,354,779
Transfers From Ti£ Distric
- 41,274
1,049,994
0
- 1,049,994
Miscellaneous Other Operat
325,810
216,398
3,250,739
3,034,341
From Water Operations
1,810,702
3,136,730
623,784
- 2,512,946
From Wastewater Operations
1,415,261
4,488,292
1,183,784
- 3,304,508
From Parking Operations
551,771
3,209,497
0
- 3,209,497
From Airport Operations
83,644
495,945
11,892
- 484,053
From Refuse Operations
0
56,000
0
- 56,000
From Landfill Operations
7,228,839
6,798,742
500,000
- 6,298,742
From Broadband
80,000
80,000
66,500
- 13,500
From IC Housing Authority
18,000
18,000
18,000
0
From Stormwater
555,437
616,342
0
- 616,342
Debt Service Funding
9,415,147
9,420,018
7,657,418
- 1,762,600
Abatements Funding
955,001
1,907,644
838,147
- 1,069,497
From FY12 GO Bonds
0
9,638,005
0
- 9,638,005
From FY13 GO Bonds
0
0
10,022,156
10,022,156
From 05 GO Bonds
485,667
0
0
0
From 06 GO Bonds
280,383
751,349
0
- 751,349
From 07 GO Bonds
3,704
69,705
0
- 69,705
From 08 GO Bonds
340,014
880,119
0
- 880,119
From 09 GO Bonds
1,580,947
3,067,528
0
- 3,067,528
From 10 GO Bonds
3,830,288
3,122,620
0
- 3,122,620
From 11 GO Bonds
2,534,673
6,494,338
0
- 6,494,338
From Parking Revenue Bonds
0
0
11,000,000
11,000,000
Misc Transfers In
704,133
45,940
223,500
177,560
Interfund Loan Proceeds
887,274
1,568,867
0
- 1,568,867
Interfund Loan Repayment
878,129
499,572
458,332
- 41,240
External Loan Proceeds
2,562,778
383,907
1,142,054
758,147
External Loan Repayments
1,795,500
2,207,000
0
- 2,207,000
Insurance Recoveries
619,822
0
0
0
Total Other Financing Sou 80,641,736 118,215,791 67,024,807 - 51,190,984 -43.30
Total REVENUES 227,592,960 317,710,664 215,069,981 - 102,640,683 -32.31
-17-
Expenditures & Transfers Out
FY2011
Actual
FY2012
Amended
Budget
FY2013
Adopted
Budget
Public Safety
$ 18,703,397
$ 22,167,577
$ 21,449,889
Public Works
13,434,330
14,178,323
7,718,182
Health & Social Services
-
-
290,707
Culture & Recreation
11,804,919
12,898,367
12,685,436
Community& Economic Development
19,119,500
24,882,370
7,217,647
General Government
7,460,374
8,283,931
7,618,655
Debt Service
14,053,245
28,725,872
20,226,046
Governmental Capital Projects
18,654,703
80,670,510
25,723,659
Proprietary/Business -Type Funds
69,838,459
91,866,575
67,003,751
Transfers -Out
46,972,625
96,551,554
54,738,103
Total Expenditures &
$ 220,041,552
$ 380,225,079
$ 224,672,075
Transfers Out -All Funds:
Interfu
Transfer
210/(
Proprietary !
Business -Type
Funds
30%
Expenditures & Transfers Out
by Program Area
For All Funds
FY2013: $224,672,075
Governmental
Capital Projects
9%
Debt
Service
90,10
-18-
lic Works
3%
Health & Social
Services
<1%
-- .._Culture &
Community & Recreation
Economic fi%
Development
3%
Government
3%
City of Iowa City -All Funds
Total Expenditures & Transfers Out
By State Program Area
-ALL FUNDS -
Other Health and Social SeMces
19,119,SUU 1
FY2012
FY2013
% Chg
Total - Health & Social Services
FY2011
Amended
Adopted
from Prior
Governmental Activities
Actual
Budget
Budget
Year
Public Safety
5,863,980
5,822,606
Clerk. Treasurer. & Finance Adm.
5,567,595
Police Department /Crime Prevention
9,953,601
11,341,839
11,503,375
....
Fire Department
6,233,120
7,532,403
7,300,212
Building Inspections
1,544,709
1,660,827
1,645,323
Animal Control
597,548
748,358
728,699
Other Public Safety
374,419
884,150
272,280
-1.7%
Total - Public Safety
18,703,397
22,167,577
21,449,889
-3.2%
Public Works
539,256
719,391
536,273
Roads, Bridges, & Sidewalks
2,832,032
3,562,456
3,659,485
Street Lighting
554,733
502,280
502,636
Traffic Control and Safety
1,049,002
1,054,282
1,053,412
Snow Removal
788,961
363,854
506,487
Highway Engineering
1,124,037
1,321,826
1,281,936
Street Cleaning
322,697
12,413
86,684
11 Other Public Works
6,762,868
7,361,212
627,542
Tntal - Piihlic \/\ /nrkc
13d3d_330
1d_15R_393
771 R_1R9
-d5 _R0
Other Health and Social SeMces
19,119,SUU 1
Z4,88Z,311J
r 290,707
/,21/,64/
Total - Health & Social Services
General Government
290,707
N/A
Culture & Recreation
Mayor, Council, & City Manager
604,418
792,8081
Library Services
5,863,980
5,822,606
Clerk. Treasurer. & Finance Adm.
5,567,595
Parks
2,172,243
214301559
2,327,128
....
Recreation
2,891,578
3,210,426
3,292,076
Cemetery
372,868
4071382
369,553
Other Culture and Recreation
800,635
9861020
874,073
Total - Culture & Recreation
11,804,919
12,898,367
12,685,436
-1.7%
Community & Economic Development
1
Community Beautification
539,256
719,391
536,273
total - Community & Economic Uevelopment I
19,119,SUU 1
Z4,88Z,311J
/,21/,64/
General Government
Mayor, Council, & City Manager
604,418
792,8081
658,625
Clerk. Treasurer. & Finance Adm.
3.081.072
3.482.623
1
3.266.143
Other General Government 1,693,370 1,840,243 1,588,424
Total - General Government 7,460,374 8,283,931 7,618,655 8.0%
-19-
City of Iowa City -All Funds
Total Expenditures & Transfers Out
By State Program Area
-ALL FUNDS -
-20-
FY2012
FY2013
% Chg
FY2011
Amended
Adopted
from Prior
Governmental Activities
Actual
Budget
Budget
Year
Debt Service
14,053,245
28,725,872
20,226,046
-29.6%
Gov Capital Projects
18,654,703
79,620,516
25,723,659
TIF Capital Projects
-
1,049,994.
-
Total - Governmental Capital Projects
18,654,703
80,670,510
25,723,659
-68.1%
Total - Governmental Activities
103,230,468
191,806,950
102,930,221
-46.3%
Business-Type Activities
Water Utility
5,603,536
6,292,589
5,915,667
SewerUtility
5,214,217
5,729,109
5,424,914
Airport
350,678
335,411
335,651
Landfill /Garbage arbage
7,224,609
7,737,025
7,832,589
Transit
0
0
5,979,400
Cable TV, Internet & Telephone
658,492
711,708
717,476
Housing Authority
7,304,023
7,615,102
7,279,101
Storm Water Utility
715,969
736,808
731,702
Other business Type
3,007,144
3,864,334
3,250,859
Enterprise Debt Service
25,836,902
9,231,789
9,313,719
Enterprise Capital Projects
13,922,889
49,612,700
20,222,673
Tota I - Business-Type Expenditures
69,838,459
91,866,575
67,003,751
-27.1%
Total -All Expenditures
173,068,927
283,673,525
169,933,972
40.1%
Total - Transfers Out
46,972,625
96,551,554
54,738,103
-43.3%
Total Expenditures
I& Tra nsfe rs Out:
220,041,552
380,225,0791
224,672,075
40.9%
-20-
CITY OF IOWA CITY, IOWA
FY2013 BUDGET
MAJOR EXPENDITURES BY OBJECT
- ALL FUNDS -
Account
Description
FY2011
Actual
FY2012
Budget
FY2013
Adopted
Budget
Amt Chgd °s
From
FY2012
Changed
From
FY2012
Personnel
Salaries & Wages
36,220,743
39,788,112
39,002,909
- 785,203
Social Security Contrib
2,140,466
2,336,648
2,287,260
- 49,388
Retirement Contributions
3,465,304
4,676,438
4,974,345
297,907
Other Employee Benefits
7,240,389
7,507,047
7,208,260
- 298,787
Total Personnel
49,066,902
54,308,245
53,472,774
- 835,471
-1.54
Services
Court Services
40,684
26,862
38,254
11,392
Professional Serv.
6,815,952
1,827,441
1,380,844
- 446,597
Medical Services
253,136
754,025
258,702
- 495,323
Mailing & Data Services
389,111
385,326
411,854
26,528
Training & Educ.
349,272
496,259
472,077
- 24,182
Insurance
2,400,751
2,177,277
1,689,315
- 487,962
Utility Services
3,071,878
3,177,637
3,049,683
- 127,954
Repair & Maint.
1,665,534
1,655,117
1,612,572
- 42,545
Specialized Services
1,986,454
1,707,184
2,089,167
381,983
Intra -city Chargebacks
9,070,701
8,943,856
8,996,475
52,619
Grants / Loans
7,332,852
7,486,230
3,472,957
- 4,013,273
Miscellaneous Charges & Fe
7,727,154
7,773,086
7,368,255
- 404,831
Total Services
41,103,479
36,410,300
30,840,155
- 5,570,145
-15.30
Supplies
General Supplies
543,532
816,745
632,377
- 184,368
Operating Supplies
2,572,093
2,705,816
2,912,613
206,797
Fuels & Lubricants
560,463
668,609
687,545
18,936
Repair & Maint.
990,703
1,435,764
1,079,982
- 355,782
Total Supplies
4,666,791
5,626,934
5,312,517
- 314,417
-5.59
Capital Outlay
Land & Buildings
14,590,669
13,049,008
1,204,500
- 11,844,508
Improvements Other Than Bu
16,639,984
124,563,646
45,284,867
- 79,278,779
Rolling Stock
4,332,638
1,460,748
1,057,000
- 403,748
Operating Equipment
962,288
2,858,755
1,121,266
- 1,737,489
IT Hardware /Software
373,373
1,402,556
211,000
- 1,191,556
Library Materials
691,010
712,680
738,215
25,535
Total Capital Outlay
37,589,962
144,047,393
49,616,848
- 94,430,545
-65.56
Debt Service
Debt Service
40,641,965
42,917,981
30,354,178
- 12,563,803
Total Debt Service
40,641,965
42,917,981
30,354,178
- 12,563,803
-29.27
Other Financial Uses
Transfers Out
46,972,627
96,551,554
54,738,103
- 41,813,451
Contingency
0
362,638
337,500
- 25,138
Total Other Financial Use 46,972,627 96,914,192 55,075,603 - 41,838,589 -43.17
Total EXPENDITURES 220,041,726 380,225,045 224,672,075 - 155,552,970 -40.91
Net REVENUE /EXPENDITURES - 7,551,234 62,514,381 9,602,094 - 52,912,287 -84.64
-21-
City of Iowa City
Citizens
City Council
Library Board
City
Manager
Library City
Clerk
City
Attorney
Advisory I Airport
Boards & Commission
Commissions
Airport
Broadband S SE Resources Recreation
Planning & Housing & SH[ls Comm. Inspection
Develop. Services
MPO of Iowa City
Johnson Housing
County* Authority
Administration of the Metropolitan Planning Organization of Johnson County (MPOJC) is provided by
Planning and Community Development Staff.
-22-
F
A
2
O
1
3
CITY OF IOWA CITY
STRATEGIC PLAN
Background & Summary of
Council Priorities from the
June 2012 Progress Report
City of Iowa City Strategic Plan
Background: During the spring of 2011, the City of Iowa City initiated a strategic
planning process that included input from various stakeholders in the community. This
included a community survey, conducted by the Thomas Group, which sought input
from the public on community priorities and services. Iowa City then contracted with the
University of Iowa's Institute of Public Affairs (IPA) for facilitation services related to the
FY 2012 -13 Strategic Plan. The strategic planning process involved multiple steps,
including gathering input from the general public, front -line city staff, department
directors and the City Council. The process was completed with two City Council work
sessions taking place on November 29th and December 5th of 2011. The strategic
planning process focused on the following areas:
• Issues, Concerns, Trends and Opportunities
• On -Going or Committed Projects
• Significant and New Projects, Programs, Policies and Initiatives
• Organizational Effectiveness
The FY 2012 -13 Strategic Plan is an outline illustrating the primary areas of focus in the
current year. Numerous additional projects, initiatives and policy matters that are not
mentioned in this document will be carried out or addressed throughout the year as
appropriate. The priorities in the FY 2012 -13 Strategic Plan are intended to be fluid and
may change over time as determined appropriate by the City Council.
Established Priorities: The FY 2012 -13 Strategic Plan established a prevailing
organizational focus as the following:
1. Economic and Community Development
2. Development of the Downtown and Near Downtown Areas
3. Neighborhood Stabilization
4. A Strong and Sustainable Financial Foundation
5. Coordinated Communication and Customer Service Orientation
In addition to acknowledging numerous on -going or committed projects (See Capital
Improvements Program, June 2012 Status Report), the City Council identified the
following new projects and initiatives that fall within the above - mentioned focus areas:
-23-
• Actively work with the Iowa City Community School District (ICCSD) on a joint
strategy to maintain and build upon the success of schools in established
neighborhoods while ensuring new elementary schools are planned as integral
and sustainable components of neighborhoods
(Neighborhood Stabilization)
• Develop an economic development strategy for targeted commercial properties
outside of the previously noted downtown and near downtown districts
(Economic and Community Development)
• Conduct a comprehensive organizational assessment focusing on
communication strategies and the organizational customer service culture
(Coordinated Communication and Customer Service Orientation)
The City Council also discussed a number of topics related to organizational
effectiveness. Many of these issues will be fully examined through the above -
mentioned organizational assessment. City Council also directed staff to undertake a
succession planning process and become more strategic and engaged in working with
state and federal government representatives.
June, 2012 Status Report: The City Manager's office is coordinating various actions
that contribute to successful outcomes in each of the identified focus areas. The June,
2012 Status Report explains each of the following issue areas, names a primary staff
contact, defines the anticipated steps needed to achieve the desired outcomes, and
presents a timeline for completion of specifically outlined projects. The report also
includes pertinent activities or projects identified by staff that Council may wish to
consider in future budget processes. Following is a summary of priorities, specific goals
and actions, and staff progress to date. Additional sections of the June 2012 report are
incorporated throughout this budget document, where appropriate.
-24-
FY 2012 -13 Strategic Planning Status Report:
Summary of Council Priorities
Council
Priorities
Goal
Defined Actions
Progress to Date
- Move forward with
capital investment and
The City strives to
other targeted
expand and diversify
strategies for existing
Strategies for the identified
the economic base
commercial locations
targeted areas have proceeded
of the community,
in the community.
and include such steps as land
Economic and
particularly in
- Work to streamline the
acquisition, traffic studies and
Community
existing planned
economic
environmental reviews
Development
commercial and
development process.
industrial areas that
- Identify policies,
Several tangible steps have been
have established
programs and other
taken to streamline development
supporting
activities that can
and businesses processes
infrastructure.
assist economic
development efforts
community -wide.
- Commence work on
planned capital
projects, including a
new parking facility,
The Washington Street two -way
It is the City's goal to
the conversion of
conversion was completed and
promote growth of
Washington Street to
staff is working to prepare for the
the Downtown and
two -way traffic and the
CDB streetscape improvements.
Near Downtown
Downtown
areas in a manner
maintenance project.
Several investments in small
Development of
that builds upon the
- Facilitate private
businesses have been made.
the Downtown
existing vibrancy of
investment through
Several larger public /private
and Near
the region, serves
partnerships on
partnerships have been
Downtown
persons of all ages
strategic properties.
announced or are being actively
Areas
and backgrounds,
- Investigate new
discussed.
and compliments the
programs aimed to
surrounding
increase the
Staff is actively engaged with the
neighborhoods and
marketability of
Iowa City Downtown District and
University
existing properties and
working on a number of
community.
also increase the
promising issues with that group
amount of usable
and the University.
space within the
district's building
stock.
-25-
Council
Priorities
Neighborhood
Stabilization
A Strong and
Sustainable
Financial
Foundation
FY 2012 -13 Strategic Planning Status Report:
Summary of Council Priorities
Goal
The City aims to
invest in and deliver
core services to
neighborhoods in a
manner that
enhances overall
stability and
maintains the
intended character
while facilitating new
opportunities to
improve the quality
of life.
The City aims to
create a strong and
sustainable financial
foundation that will
provide needed
stability and
flexibility while
utilizing taxpayer
dollars in the most
efficient and
responsible manner.
Defined Actions
Analyze programs,
policies and
investment decisions in
the following areas:
• Land use
regulations,
• Public
infrastructure and
open space,
• Private building
stock,
• Open stakeholder
communication,
• Updated planning
documents,
Nuisance
mitigation
Actively work with the
ICCSD on
collaborative efforts to
strengthen
neighborhood schools
Review and
recommend changes
to financial policies and
practices
Progress to Date
Council adopted several zoning
code modifications and staff is
researching future changes that
will help create a healthy
diversity of housing in
neighborhoods.
Staff has implemented and is
working on various nuisance
mitigation strategies.
Investment in the private building
stock continues through
programs such as UniverCity.
Several key stakeholder groups
have been engaged and will help
shape future progress toward this
priority.
New policies have been adopted,
Maintain City's AAA including a new purchasing
Bond Rating manual. The City also had its
AAA bond rating reaffirmed.
Continue to update
and improve the
analysis within and the
readability of the
annual budget
document
Earn the GFOA
Distinguished Budget
Presentation Award
-26-
The City Council approved
staffing changes, which allowed
for greater resources to focus on
financial analysis and the budget
document.
FY 2012 -13 Strategic Planning Status Report:
Summary of Council Priorities
Council
Priorities
Goal
Defined Actions
Progress to Date
The City strives to
be a high -
functioning,
Conduct a
Council approved a
customer service
comprehensive
reorganization plan that takes
Coordinated
orientated
organizational
effect in July of 2013. This will
Communication
organization that
assessment focusing on
result in an official
and Customer
actively supports
internal and external
communication strategy for the
Service
and engages
communication, as well
City and a greater focus on
Orientation
stakeholders
as overall customer
customer service improvements
through clear, open
service.
in all aspects of the organization.
and innovative
communication
methods.
The City shall
_ Complete a 5 year
Staff is currently developing the
proactively look
succession plan
five year succession plan with
toward the future to
completion targeted for the fall or
ensure that services
_ Enhance working
winter of 2012
are continually able
relationships with State
Organizational
to be delivered at
and Federal
Council has engaged the
Effectiveness
high levels and that
representatives
lobbying services of Davis Brown
relationships with
and is actively working with our
external
stakeholders are
_ Secure state and
partners at the Metro Coalition
strong and
federal funding for
and Iowa League of Cities on
productive.
local projects
State legislative issues.
_27_
FY 2012 -13 City Council Strategic Plan
Priority: Economic and Community Development
Staff Contact: Jeff Davidson, Director of Planning and Community Development
Goal: The City strives to expand and diversify the economic base of the community,
particularly in existing planned commercial and industrial areas that have
established supporting infrastructure.
Action Plan:
The City Council has indicated a strong desire to promote private investment in established commercial
areas and strategic green -field sites that have previously been targeted for new development. The areas
that will be focused on in the coming year include, but are not limited to:
• Towncrest
• Sycamore Mall and First Avenue
• Highway 6 / Highway 1
• 420th Street Industrial Park
• Moss Green and Northgate
Each of these areas have different needs and varied market potentials. In the coming year staff will be
focusing on specific projects in each of these locations. Additionally, staff will be looking at more
generalized strategies that could help facilitate economic development investments throughout the
community.
Towncrest
This area has been the focus of planning efforts over the last several years. In the coming year, staff will
work to facilitate redevelopment of several key properties and also begin work on a streetscape project
that will improve the function and aesthetic of the area. These initial projects are intended to serve as a
catalyst for future investment in this business corridor.
Sycamore Mall and First Avenue
With the pending departure of Von Maur, staff is actively working with the private owners of the
Sycamore Mall on a new strategy for the property. The loss of the anchor tenant presents a great
challenge, but also a unique opportunity to reinvent the commercial space. Staff has been encouraged
after some initial conversations with the property owners and will certainly work closely with the
owners in the next several months. Staff is also preparing for several significant capital projects in this
retail corridor. These street improvement projects will aim to promote better traffic flow in this often
congested region.
-28-
Highway 6/ Highway 1
This area remains a viable commercial corridor, in large part because of the high traffic counts. One of
the primary efforts that staff will be focusing in the coming months is a plan for the City -owned Public
Works and Transit property. As the City transitions its municipal operations to the S. Gilbert Street
location, new prime development space will become marketable. Staff is currently working on
environmental reviews and is planning to prepare a draft RFP for the property in late 2012. The City still
has operations on the site, and as a result any development will likely need to be phased in until such
time that all operations can be relocated. During the budget preparation process for FY 2014, staff will
be looking at options to expedite the transfer of all operations to the S. Gilbert Street campus.
420th Street Industrial Park
The City has invested considerable money in infrastructure development and recently achieved a shovel
ready status designation for prospective industrial enterprises. In the coming year, the public capital
projects should be substantially completed. ICAD and City staff continues to receive inquiries about the
property. It is expected that interest will continue to grow as the economy rebounds and capital projects
are completed. As inquiries about the property increase, staff will be assisting ICAD with the necessary
evaluations.
Moss Urban Village and Northgate
The Moss Urban Village area is one with great potential due to its location off of 1 -80. However, there
are significant infrastructure improvements that are necessary to accommodate the planned growth.
Staff is actively working with Pearson and the Moss Urban Village owners on potential access
arrangements that could allow for a phased development approach to this property. The Northgate
corporate park is continuing to experience build out. Staff will be working with that property owner to
assist with prospective businesses.
In addition to the more location specific actions listed above, staff will be focusing on broader polices
and projects that can influence economic development throughout the community. Examples of such
efforts will include:
• Closer collaboration with ICAD, including helping launch their planned co- working project in
Iowa City
• Investigation of additional co- working projects with private or non - profit entities
• Review of CDBG programs and policies that facilitate economic development activity
• Continued analysis of zoning classifications and provisions, as well as other policies that may be
unnecessarily restricting specific development projects
• Analysis of potential future capital investments that could facilitate private investment
• Streamlining of the internal economic development and business operation processes within the
City
• Investigating the cost /benefit of a retail analysis and recruitment consultant
Creating a healthy economic development environment through appropriate land use policies, incentive
programs, stakeholder relationships and strategic capital investments is a continuing priority for City
-29-
staff. Focus on these broader economic development issues will help maximize the private investment
that results from the more targeted strategies in the specific areas that Council has identified with this
goal.
Progress to Date:
In 2011 the Council adopted a new set of economic development policies that are helping to guide
decisions pertaining to public incentives. These policies are serving as a valuable standard for staff and
elected officials. Staff will continue to evaluate the effectiveness of these policies and recommend any
changes as necessary in the future. Staff is also evaluating the cost and benefits associated with a retail
recruitment consultant. Many cities contract for such services in an effort to boost regional and national
exposure of local commercial properties. This evaluation is ongoing and will be reviewed with Council at
afuture date.
Towncrest
This spring witnessed the completion of the free medical clinic building fa4ade project. This project
illustrates the type of redevelopment that can be expected in the district. Additionally, staff finalized the
acquisition of the Kerr -McGee property on First Avenue and Muscatine. Staff intends to market this
property for redevelopment. Further discussions on a new medical office building and a streetscape
project in the district are progressing and staff is optimistic that these projects will materialize in the
coming months.
Sycamore Mall and First Avenue
Staff continues to have regular discussions with the Sycamore Mall ownership team and the new
General Manager. The mall is working on plans for physical improvements to the property and staff
expects to receive a plan in the summer of 2012. City staff members are currently planning some
landscaping improvements to the vegetation between Highway 6 and the Sycamore Mall. These
improvements will enhance the visibility and provide a more aesthetically welcoming appearance to the
property. Other areas of focus for the mall management team appear to be improvements to the
property signage, an interior common space remodel and additional special events. In June, the City
Council will be considering a CDBG small business loan for Title Boxing, which plans to locate in a vacant
space within the mall.
Staff is also coordinating four significant capital projects in the area that are expected to last two or
more constructions seasons. Those include improvements to Sycamore and Lower Muscatine roads, as
well as the grade separation project on First Avenue and the State's repaving of Highway 6. These
projects will each have a positive impact on the traffic flows in this commercial district.
Highway 6/ Highway 1
Much of staff's focus on this corridor has been on the publicly owned land located at the southeast
corner of Highway 6 and Riverside Drive. A phase one environmental study has been completed and a
phase two study is in- progress. Once the extent of any environmental concerns is known, the City will
initiate remediation actions or will issue an RFP for potential development. The site still houses
municipal facilities. Staff is exploring options for expediting relocation plans for those operations. The
eventual development may likely need to be phased, depending on the timing of such relocations.
-30-
Moss Urban Village and Northgate
Staff continues to work with the property owners of Moss Urban Village as they push forward with
developing their prime real estate. Access to the property remains the most critical issue, as the cost of
connecting Oakdale Boulevard from the west is too prohibitive at this time. As a result, the City has
partnered with the property owner on a traffic study that contemplates alternative access
arrangements. That study is being reviewed by the property owners, the City and Pearson, as the
alternatives would likely involve use of their property. Once access issues are better defined, staff
expects that development discussions will resume.
Staff continues to work with the Northgate property owners and ICAD on attracting new business to the
Northgate business park. There remains interest in the developable property and staff is optimistic that
some new projects will commence in coming year. Also in Northgate the Council recently approved use
of Midwestern Disaster Area Revenue Bonds for an Iowa City Cancer Treatment Center facility.
420th Street Industrial Park
In May of 2012, the City Council approved a bid award for the rail spur project in the industrial Park. This
project, which was funded in part by a State grant, will help increase the marketability of this property.
Also in that same month, the Council received the official shovel ready designation for this property
from the State of Iowa. This designation will help elevate the marketability of the property and will
increase its exposure to companies working with State economic development officials. Both City staff
and ICAD representatives continue to market the property and respond to inquiries from businesses and
site location consultants.
Other Location Specific Projects
The City is actively working to enhance the marketability of the Downtown and Riverfront Crossings
areas. These efforts are detailed in the Downtown strategic plan objective that follows.
Additionally, the City Council partnered with the State on an incentive package to assist with the
expansion of ALPLA, a global bottling company that has a growing operation in Iowa City. The City
should receive confirmation in the coming months as to whether ALPLA will make that investment in its
Iowa City plant.
The City recently agreed to vacate right -of -way to the University of Iowa. This vacation will facilitate a
parking lot development that will allow for a substantial investment in the medical campus, including a
new tower that will serve as the Children's Hospital. This campus expansion will have a significant
economic impact on the local economy.
On a smaller scale, the City funded two small business startups through the CDBG micro - enterprise
program. Those projects include the Trumpet Blossom Cafe and Molly's Cupcakes. A third small business
loan for Title Boxing is pending Council approval. The City also used discretionary economic
development funds to seed the Busy Co- Working startup, which is now open in downtown Iowa City.
The City is hoping that this venture will expose entrepreneurs to business resources and contacts
needed to grow their ideas in the Iowa City community.
-31-
Other Economic Development Efforts
In addition to location specific investments, staff is working on various other initiatives aimed at
assisting economic development efforts and streamlining other processes impacting businesses in the
community. In April, the Council adopted code changes pertaining to the redevelopment of non-
conforming properties. These changes will make it less onerous to redevelop or improve such sites in
the community. The Council also broadened sidewalk cafe standards and gave staff the administrative
authority to approve such uses. This will allow for a turnaround period in a matter of days as opposed to
a couple of weeks. Lastly, staff has initiated a review of the City's commercial zoning classifications. In
conducting this review staff has invited members of the business community to the table for their
insight and input. Changes stemming from this review will be presented to Council at a later date.
In an effort to better accommodate the business community, staff has initiated a pilot program focusing
on our development intake process. One criticism of the City has been that it is too time consuming to
coordinate discussions with all the departments and that some issues or additional legislative
requirements are not identified upfront, thus leading to the expenditure of additional time and money
and delays in the project approval process. In order to mitigate these occurrences, staff is piloting a 'one
stop shop' approach to our intake. A cross - depart mental team is now available to meet with prospective
developers each week. During these meetings all impacted departments are available to provide initial
comments, raise red flags, and make suggestions. At these meetings, staff can also spell out the
legislative timeline and expected fees. The initial feedback on this approach has been very positive and
thus staff will continue to refine this process in the coming year.
The City Council adopted a buy local policy in April of 2012. This policy will encourage more local
business and will foster greater business relationships with those entities in Johnson County. Along with
this policy change, the new procurement regulations simplified the business climate for vendors and
service providers interested in doing business with the City.
With the completion of the fourth fire station, the Fire Department has initiated the process for
updating the City's current Insurance Services Office (ISO) fire protection rating of Class 3. This review
took place in May and the City is currently awaiting results. An improvement in the rating to a Class 2
could positively impact property insurance rates for some commercial and industrial business owners. If
an upgraded ISO rating is achieved, some of the potential cost savings for businesses will be realized at
the same time as the City's property tax rate will drop $.57. This property tax reduction for FY 13 was
the largest among the Metro Coalition cities. Staff will continue to explore ways to further reduce the
City's tax rate, while maintaining valued public services in the coming years.
Future Budget Considerations:
A number of the programs and investment decisions that staff will be analyzing will require budgetary
support. At this time there are no specific recommendations that will require a budget adjustment or
future allocation of funds. Any future recommendations that have a budgetary impact will be detailed in
specific action items or in the FY 14 budget proposal to Council.
-32-
FY 2012 -13 City Council Strategic Plan
Priority: Development of the Downtown and Near Downtown Areas
Staff Contact: Jeff Davidson, Director of Planning and Community Development
Goal: It is the City's goal to promote growth of the Downtown and Near Downtown
areas in a manner that builds upon the existing vibrancy of the region, serves
persons of all ages and backgrounds, and complements the surrounding
neighborhoods and University community.
Action Plan:
Staff will be focusing on three distinct geographic areas including Downtown Iowa City, the Northside
Marketplace and Riverfront Crossings. Each of these areas requires individual, yet coordinated,
development strategies. In the coming year staff will work to build on the policies and projects that the
City has recently undertaken in a manner that will leverage further private investment in these core
central areas of the community.
Downtown Iowa City
The successful formation of the SSMID presents a unique opportunity to bring together property
owners, businesses, the University of Iowa and Iowa City. With a better coordinated vision and
additional resources from all stakeholders, there will be opportunities for desired progress. City staff will
remain integrally involved with the SSMID and will offer needed support throughout this first year and
beyond. In conjunction with the SSMID, the City will be actively looking for ways to build upon the
success of special events that successfully bring visitors to the Downtown. Festivals and other special
events are a critical component to the success of the area and there needs to be a continual effort to
improve and expand the scope of such activities.
In 2007 and 2011, the City partnered on two separate market analyses related to Downtown Iowa City.
The Marketek and Divaris studies both highlighted the market potential for the area. It is now
incumbent upon staff, in partnership with our stakeholders, to pursue policies and projects that will help
more fully realize the potential of the central business district.
Staff is currently preparing for two significant capital projects that will directly impact the Downtown
region. The conversion of Washington Street from one -way to two -way traffic will improve vehicular and
pedestrian traffic flow and advance the marketability of this important retail corridor. The downtown
maintenance project will improve the physical condition of the infrastructure and streetscape. Staff will
be working closely with the SSMID to prioritize potential projects with an eye toward making the area
more attractive and inviting for patrons. Additionally, staff will evaluate other potential public
improvement projects for the region that may be included in future budget proposals to the City
Council.
There are a number of existing projects that are in various stages of development that will have a
positive impact on downtown. The University's announcement of the Voxman -Clapp building location at
-33-
the corner of Clinton and Burlington is tremendously positive. That project will require careful
coordination between the City and University on infrastructure improvements and traffic management.
Staff is currently preparing to market the 'John Wilson building' property on the eastern edge of the
Downtown. This property has great potential to attract significant private investment and add to the
vibrancy of the entire district. ICAD's effort to establish a co- working space in Downtown as well as the
ongoing renovation of the former Vito's space will help to infuse new activity in the coming year. The
recent fire at the Bruegger's and Van Patten House properties also presents unique redevelopment
opportunities. Staff will be working to assist in the successful completion of these projects, as well as
several other potential downtown projects that are currently being contemplated by various property
owners and developers.
Lastly, staff will be investigating ways to facilitate new private investment in the area. Among the items
that staff will be looking at include land use policies and regulations, as well as potential new grant
and /or loan programs to assist in the rehabilitation of exterior and /or interior spaces of existing
buildings. Such programs would aim to increase the marketability of properties and also increase the
amount of usable space within the district's existing building stock.
Riverfront Crossings
The Riverfront Crossing area, located immediately south of Downtown, is intended to serve as a
pedestrian orientated mixed -use neighborhood. Extensive planning for this area has been undertaken.
Staff is working with consultants on zoning code changes that will be necessary to achieve the
established vision for that area. Such changes will be presented to the Council in the coming months.
Earlier this year, Council created a new Urban Renewal Area for the Riverside Drive area, which anchors
the western edge of the district. Staff also expects to recommend that Council expand the City /
University urban renewal area south to encompass a greater portion of the Riverfront Crossings area.
Several critical capital projects are currently underway in the Riverfront Crossing area. The multi -use
parking facility with an accompanying mixed -use development, as well as the decommissioning of the
north wastewater plant will both help facilitate future private investment in the region. Additionally,
staff continues to advocate for a passenger rail connection to Chicago with an eventual station location
in the Riverfront Crossings area. Establishing rail service would be an incredible boost to the community
and would directly impact the marketability of the Riverfront Crossings area.
In the coming year staff will focus on finishing the planning, regulatory and financial incentive policies as
well as commencing work on the initial capital projects. These actions will help lay the groundwork for
future private investment. Additionally, staff will focus on private projects already in some stage of
development, such as the anticipated Riverside Drive hotel project. Evaluation of future public capital
projects that could help speed the development of the area will be considered with the FY 2013 -14
budget submittal to Council.
Northside Marketplace
This area recently benefited from streetscape improvements that advanced the aesthetics and improved
pedestrian and bicycle accommodations. This area will be included in many of the staff analyses that are
described in the neighborhood stabilization goal. Similarly, the efforts to investigate ways to facilitate
new private investment that were described in the Downtown section of this goal will be broad enough
-34-
to encompass the Northside Marketplace. Other potential public investments will be considered for the
FY 2014 budget.
Progress to Date:
Downtown and Northside Marketplace
Staff has been actively participating with the SSMID board and various subcommittees. The group is
currently recruiting an Executive Director. While that process is wrapping up, staff is actively engaged in
a number of critical conversations about the district. Examples of such topics being discussed include
parking policies, taxi stands, sign regulations, and maintenance practices. Staff expects that these
conversations will lead to policy and /or project recommendations that will be forwarded to Council later
in 2012.
Of particular note, the SSMID board and staff have agreed that it would be prudent for the City to
contract with an urban design team before making a several hundred thousand dollar investment in
maintenance projects in the Central Business District. The design team could review the 1998
streetscape plan and suggest modernizations that will meet the changing needs of patrons and also
more definitely tie the downtown to the Northside Marketplace, River front Crossings and the University
property. Staff and the SSMID group are currently discussing the appropriate steps to take for this
initiative.
The SSMID group has initiated their first special event / public art project, called BenchMarks. This
project involves the painting of over 100 public benches in the Central Business District. The pilot
program was completed in May and additional benches will be painted throughout the summer in
conjunction with festivals and other public gatherings. The program is expected to continue in
subsequent years. 2012 also ushered in the inaugural One Book Two Book festival, which was very
successful and showed great promise as an annual event showcasing the library and Downtown Iowa
City. Lastly, the SSMID group and the City worked to facilitate the very successful Asics Fan Fest that
welcomed thousands of wrestling fans from across the country in conjunction with the Olympic
Wrestling Trials.
Earlier this year, the City completed the Washington Street two -way conversion project. The public has
responded very well to this project and there has been no significant challenges post conversion.
Additionally, Council approved new sidewalk cafe standards including allowing for administrative
approvals to expedite business operations. An ordinance change allowing for greater density in
exchange for Class A office space was also approved by Council.
There are several individual projects that are at different phases at the current time. Staff is working to
make certain that the following projects remain active:
• Rehabilitation of the former Vito's building continues and a new office tenant has been secured
for the second story space. Staff is optimistic a first floor tenant will be announced in the coming
months.
• The Park at 201 is the name of the new high rise building at the Wells Fargo site, which was
approved by Council in April. Work has commenced on the site and construction is expected to
be completed in 2013.
• Numerous small business investments have been made in the past few months including:
-35-
• Busy Co- working
• Trumpet Blossom Cafe
• Molly's Cupcakes
• Council has authorized funding for the ICAD Co -Lab and staff is working with the ICAD board to
finalize the business plan for this venture.
• Staff is preparing the 'John Wilson building' RFP, which will be released after the environmental
testing activities are completed.
• A committee comprised of staff and Council members is currently reviewing proposals for the
multi -use parking facility building at the former St. Pat's property.
• Staff is actively working with the owners of the two downtown properties that were damaged
by a fire last fall. The Bruegger's corporation is currently in the process of securing City permits
for their new building.
• Staff is currently assisting with a rezoning application and associated special exception for the
Sabin property repurposing. If approved, this action will facilitate a drive -thru banking facility
and ultimately the University's Voxman -Clapp project.
Riverfront Crossings
Riverfront Crossings is in its early planning stages, however a number of significant happenings are
occurring in 2012. The City Council recently approved an expansion of the south waste water plant,
which will lead to the decommissioning of north plant. This will free up valuable space that will serve as
an anchor for the district.
Council recently created a new Urban Renewal Area on the western edge of the district covering the
Riverside Drive area, immediately west of the river. This financial incentive tool could be used to spur
redevelopment. Demolition has already occurred on the site that will become home to a new hotel in
2013. This project is being initiated with public financial assistance.
In the coming months, staff expects to bring before Council an expansion of the City / University Urban
Renewal Area. Also expected is a new form based zoning code that will help spur the desired mixed use
development in the region.
Future Budget Considerations:
None at this time.
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FY 2012 -13 City Council Strategic Plan
Priority: Neighborhood Stabilization
Staff Contact: Jeff Davidson, Director of Planning and Community Development
Geoff Fruin, Assistant to the City Manager
Goal: The City aims to invest in and deliver core services to neighborhoods in a
manner that enhances overall stability and maintains the intended character
while facilitating new opportunities to improve the quality of life.
Action Plan:
The Council has indicated a strong desire to stabilize the neighborhoods surrounding the city core. An
effective stabilization strategy requires a review and analysis of the City's policies, programs,
communications and capital investment decisions that directly shape and influence a neighborhood's
character and livelihood. Such a strategy should recognize the importance of maintaining a
neighborhood's character while also creating an environment that facilitates complementary
development opportunities.
In the coming year staff will focus on the central planning district neighborhoods, however many aspects
of the neighborhood stabilization review will have implications throughout the community. In order to
achieve Council's goal, staff will be focusing on the elements illustrated by the following radial diagram
that influence strong neighborhoods:
Land Use
Regulations
Updated Public
Planning Infrastructure
Documents and Open Space
Neighborhood
Stabilization
Open Private Building
Stakeholder Stock
Communication
Nuisance
Mitigation
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Land Use Regulations
Land use policies directly influence the manner in which neighborhoods develop. Therefore it is
critical that staff analyze the policies and code provisions that govern land use in the
neighborhoods that Council seeks to stabilize. Throughout the year staff will be reviewing
various aspects of land use regulations, including but not limited to:
o Appropriate densities provided by zoning classifications
o Permitted uses within the zoning classifications
o Permitted number of unrelated habitants per unit
o Permitted number /mix of bedrooms per unit /structure
o Parking requirements
o Open space requirements
o Appropriateness of additional historic or conservation districts
o Potential density bonuses for desirable development characteristics and /or targeted
locations
o Land assembly and subdivision policies
o Demolition permit requirements
o Security plan requirements
Public Infrastructure and Open Space
Public infrastructure and open space plays a critical role in neighborhoods. Well maintained and
appropriately planned infrastructure and open space can directly influence a neighborhood's
character and can further attract private investment that sustains neighborhoods over the long-
term. Over the next year staff will be evaluating the adequacy of planned public investments in
the following areas:
o Street maintenance (including concrete and brick)
o Utilities
o Sidewalks
o Alleys
o Signage and pavement markings
o Traffic calming provisions
o Street trees and plantings
o Parkland amenities
o Recreational trails
Private Building Stock
Facilitating private investment in the existing building stock can reinvigorate neighborhoods
while reducing undesirable redevelopment pressures or the spread of blighted conditions. The
city has several programs that aim to encourage investment in the residential building stock of
neighborhoods. Those include:
o UniverCity
o General Rehabilitation Improvement Program (GRIP)
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o Housing Authority down payment assistance program
Staff will be evaluating the effectiveness of these programs, as well as their funding levels to
ensure they are having the intended impact in the core neighborhoods. In addition, staff will be
researching other programs that aim to accomplish increased investment in the private building
stock, including residential improvement districts and single - family infill programs.
Nuisance Mitigation
Stable neighborhoods benefit from actions that effectively reduce or eliminate habitual sources
of nuisances and quickly address incidents creating sporadic nuisances. Effective nuisance
mitigation strategies can improve the livability of neighborhoods and remove barriers to desired
private investment. In reviewing our nuisance mitigation strategy in the core neighborhoods
staff will consider the following:
• Policies or programs that reduce the number of non - conforming uses and rooming
houses
Amortization of non - conforming uses
Nuisance ordinances that can trigger the loss of non - conforming status
Creation of a City "non- conforming use buyout program' to strategically reduce
such uses in critical areas of neighborhoods
• Requirement that duplexes are 'leased as licensed'
• Evaluation of the existing effectiveness of the rental permit sanction provision of the
code
• Review of Police Department policies on enforcement of disorderly house and other
criminal laws in neighborhoods
• Review of the existing trash, debris and litter ordinance
• Review trash receptacle standards (residential container storage and commercial
dumpsters)
• Active participation on the Partnership for Alcohol Safety (PAS) taskforce
• Exploration of further potential collaboration with the University of Iowa
Open Stakeholder Communication
Any effective neighborhood stabilization strategy must include open dialogue and exchanges of
ideas with stakeholder groups. Staff believes it will be essential to involve both neighborhood
representatives and members of the development community in future neighborhood
stabilization discussions. Additionally, it may be appropriate to conduct more comprehensive
stakeholder surveys.
Similarly, staff will be evaluating mechanisms that can more effectively solicit stakeholder
feedback on a continual basis. This includes evaluation of the optional "Good Neighbor Policy ",
as well enhanced electronic communication channels through website improvements and /or
smartphone applications.
Neighborhood schools also have a role in neighborhood stabilization efforts. Thus
communicating and actively working with the ICCSD will be an important part of the overall
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stabilization strategy. Staff will be seeking to establish two -way communication mechanisms
with the ICCSD that promote increased coordination in school and neighborhood planning.
Finally, the City needs to make sure that it reaches out to the University, which has a keen
interest in making sure that neighborhoods adequately support students, faculty and staff.
Strong neighborhoods and well - planned communities can be strong assets for the University
and support its efforts to recruit a high - quality student body and workforce to the area.
Updated Planning Documents
Ultimately, the success of neighborhoods also depends on well- conceived planning documents
that guide staff and elected officials in future decisions. To this end, staff has initiated processes
that will seek public input on the City's Comprehensive Plan. Furthermore, staff is reviewing
neighborhood scale plans in other communities that may be appropriate to initiate in select
Iowa City neighborhoods.
Progress to Date:
Land Use Regulations
In April and May of 2012, the City Council passed three significant zoning changes that aimed to more
effectively regulate multi - family developments particularly around the off - campus housing area. Those
three ordinances included:
• Amending the definition of a household to include no more than three unrelated persons in all
zoning classifications
• Creating a graduated density formula for the development of one, two and three bedroom
apartments in select zoning classifications
• Increasing the parking requirement for three bedroom units in a newly defined University
Impact Area
These changes will have a profound impact on future development, most notably in those areas close to
downtown and the university campus where a diversity of housing stock is desired to achieve vibrant
neighborhoods.
Staff is currently researching further changes, including the identification of areas where increased
density or a private dormitory concept may be appropriate. Simultaneously, staff is reviewing existing
zoning provisions to ensure that the various provisions are having the intended consequences on
development and our neighborhoods.
Public Infrastructure and Open Space
Most of staff's efforts in this area will be focused in the development of the Capital Improvements
Program budget for FY 14. When developing recommendations, staff will focus on capital improvements
that enhance and strengthen our neighborhoods. Examples of recently completed or scheduled projects
that accomplish this objective would be the North Market Square Park rehabilitation and the planned
brick street replacement on Dewey.
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There is currently a public hearing set in June of 2012 for the repurposing of CDBG funds for a
Fairmeadows Park (2500 Miami Drive) improvement project. Staff identified this park in the southeast
part of town as a good candidate for a splash pad, which will boost the park's appeal to children, young
adults and families. Staff will continue to explore other similar opportunities throughout the year.
Private Building Stock
Although State grant funds are no longer available for the UniverCity program, Council has authorized
funding that will help sustain the program in FY13. In FY12 the program has renovated and sold 14
houses. By the end of the fiscal year, staff expects that 7 additional houses will have closed or have
signed purchase agreements. It is estimated that another four houses will be completed under this
program in FY13. Feedback from this program has been overwhelmingly positive, with many neighbors
crediting it with stabilizing their neighborhoods and spurring additional private investment. Staff will
explore funding sources that can help sustain this widely popular and successful program in the years
ahead.
Staff also continues to implement its more traditional rehabilitation program, General Rehabilitation
Improvement Program (GRIP). To date in FY12 the program rehabilitated 11 homes and has committed
funds for another 10 homes. The investment in these properties totals approximately $380,000. This
program invests in the private building stock and helps preserve structures for owner - occupied
habitants.
As part of the Council approved annual CDBG Action Plan, staff will begin a new program for FY 13 that
will provide a combination of low and no interest loans and forgivable loans to homeowners to make
exterior, emergency and comprehensive repairs to their homes in targeted areas of Iowa City. These
areas include the UniverCity program boundaries, the Towncrest area and the Grant Wood area. 50% of
each loan will be forgiven if the home is maintained as the owner's primary residence for 5 years or 10
years after the project is complete. The rehabilitation projects will be exterior and emergency repairs
with a $10,000 maximum per project, funded through CDBG funds. Comprehensive repairs will be made
with HOME funds, with $24,999 being the maximum project amount. HOME - funded rehabilitation
projects require all code items and other safety issues be addressed on the interior and exterior
(including all fences or outbuildings). Any of the projects may also be supplemented with existing Iowa
City Housing Rehab funds when needed. The Housing and Community Development Commission
recommended $200,000 in funding for assistance with this new effort.
Staff has conducted some preliminary research on single - family infill programs and residential
improvement districts. More research is needed on this subject before any recommendation can be
formulated.
Open Stakeholder Communication
Going forward, staff is making a concerted effort to engage a variety of stakeholders in these important
community discussions. In recent months staff has met with residents in the following neighborhoods:
• College Hill
• Northside
• Goosetown
• Glendale
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• Miller- Orchard
• Parkview Terrace
The recent public discussions on diversity and the City's changing demographics have led to creation of
an ad -hoc committee. This committee will likely discuss issues concerning the stability of our
neighborhoods. It will be important that the City fully engages in these discussions and examines
outcomes that will help strengthen specific neighborhoods and the larger community in general.
As additional regulatory changes are considered staff will meet with neighbors and also engage the
development community. The City Manager intends to continue his Developer Roundtable meeting and
staff had a productive meeting with the Home Builders Association on recent zoning changes that
should serve as a foundation for discussions on future issues pertaining to development.
Staff has also engaged the ICCSD in discussions pertaining to their future plans for both new and existing
facilities in the district. We hope to establish and build an open dialogue that will allow for greater
collaboration in the months and years ahead. Similarly, staff has reached out to the University to involve
them in future development issues that impact housing and neighborhoods that serve their students,
faculty and staff.
Nuisance Mitigation
To date, staff has been reviewing the effectiveness of current nuisance mitigation policies and practices.
There has been a particular focus on the rental permit sanction provisions in the code. Staff has
compiled statistics on the number of properties that have been subject to some phase of this process for
each year the ordinance has been in effect (2003 to present). Staff is continuing to review that
information and will determine if any changes should be recommended for adoption by the Council.
Staff is also increasing the use of a code provision that allows for annual property inspections (instead of
once every two years). The annual inspections can be triggered by nuisance and /or criminal complaints.
In cases where properties are generating violations, a more frequent inspection schedule can provide
incentive for property owners to take steps to limit nuisance violations.
Earlier this year, staff sent notice to owners of duplexes that those units must be leased to the public in
a manner consistent in which they are licensed by the City. Prior to this notice there were cases of entire
duplexes being leased to a single tenant or group of tenants. The clarification that staff made with these
property owners is that each unit in a duplex must be leased separately. Staff also updated the City's
rental disclosure form in an effort to provide more clear information on existing regulations. This form is
required to be completed for all rental permits.
The City has also taken steps to increase over - occupancy enforcement efforts. Staff is proactively
looking at rental advertisements and has also worked with University of Iowa officials to use their
student directory. By reviewing these sources staff can attempt to identify over - occupancy situations
before any nuisances are generated.
Staff has had conversations with neighborhood groups about their experiences and top nuisance
concerns. Common themes in those discussions seem to be recurring problems with non - conforming
properties and aesthetic concerns with trash, debris and related receptacles. Staff is reviewing current
policies in these areas and will consider potential methods to alleviate these concerns. This may result
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in ordinance modifications, which would come before Council for review at a later date. Staff is also in
the process of shifting internal resources to conduct more targeted trash and debris patrols. Such
patrols will be targeted to areas where complaints are most often received and will likely be conducted
at times when the problems seem to peak (e.g. following special events).
Finally, staff is investigating ways to enhance community reporting of nuisance violations. This includes
the development of a mobile application that would allow people to submit complaints with location
and picture capabilities via their mobile device. This type of service would likely be rolled out at the
same time the City completes its website redesign.
Updated Planning Documents
Staff launched the "Good Ideas' campaign and held several public forums to solicit input on the City's
Comprehensive Plan. Comments received electronically as well as in the public forums are helping to
shape an update to this important planning document. Staff anticipates that an updated comprehensive
plan will be available for public review and Council approval in late summer or early fall of 2012.
Future Budget Considerations:
A number of the programs and investment decisions that staff will be analyzing will require budgetary
support. At this time there are no specific recommendations that will require a budget adjustment or
future allocation of funds. Any future recommendations that have a budgetary impact will be detailed in
subsequent reports or will be included in the FY 14 budget submittal to Council.
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FY 2012 -13 City Council Strategic Plan
Priority: A Strong and Sustainable Financial Foundation
Staff Contact: Kevin O'Malley, Finance Director
Goal: The City aims to create a strong and sustainable financial foundation that will
provide needed stability and flexibility while utilizing taxpayer dollars in the
most efficient and responsible manner.
Action Plan:
In order to achieve this Strategic Plan goal, the City is focusing in two primary areas. First, staff will be
recommending to Council several new financial policies that will provide a greater level of financial
stability. Secondly, staff will continue to enhance the level of financial analysis presented to the public
so that our elected officials will have a greater informational foundation on which to base future
decisions. This includes a continued emphasis to improve the Financial Plan document and ultimately
achieve the GFOA Distinguished Budget Presentation Award.
Staff has completed or is currently revising or creating the following financial policies:
• Economic Development Policies
• Purchasing Policies and Procedures
• Target Fund Balances
• Debt Service Coverage Levels
• General Fund Contingency Level
• Annual review of rates, user charges and fines
In addition to the above - mentioned specific policies, staff is carefully examining our operations and
noting examples of the City providing subsidized service beyond our borders. In reviewing these
situations, staff will develop plans to ensure that the City is being equitably reimbursed for such
services.
The revised purchasing manual was adopted by the Council in the spring of 2012. The remaining items
will be incorporated into the presentation of the proposed Fiscal Year 2013 -14 budget document.
Throughout the year staff will be working to improve the financial analysis presented to the Council and
general public. Furthermore, staff is continuing efforts to make the annual financial plan more readable
and user friendly. Among the top priorities in this area include:
• Refinement of individual department narratives, including performance and comparative
metrics
• Introduction of a ten -year financial trend analysis section in the Financial Plan
• Expanded detail of line -item expenditures in the budget document
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Through enhanced information, greater transparency and well rooted financial policies, the City can
create a strong and sustainable financial foundation that will provide needed stability and flexibility
while utilizing taxpayer dollars in the most efficient and responsible manner.
Progress to Date:
In 2011, the Council adopted economic development policies that aim to guide decisions on financial
support of private projects. These policies have been applied to numerous projects and appear to be
serving an effective purpose. The policies send a clear message to the private sector as to the type of
projects and level of support that the City is willing to consider. This helps frame discussions and focuses
the attention on projects that provide the desired outcomes for the community.
In April of 2012, the City Council adopted a new purchasing manual. This manual provided much needed
updates to all purchasing related policies. The new policies are intended to streamline the procurement
process while also ensuring that the most competitive pricing options are obtained. Additionally, the
manual created a local preference policy aimed at keeping more public dollars in the local economy.
Staff will closely monitor the effectiveness of the new policies and also solicit feedback from the local
business community. Any needed changes or adjustments will be brought back to Council for
consideration.
In May of 2012, Moody's conducted a review of the City as part of the bond rating process. The review
resulted in Moody's reaffirming the City's AAA bond rating for the recently issued general obligation
bonds. The excellent bond rating led the City to securing the lowest interest rates on bonds in recent
memory. Iowa City remains as one of four Iowa cities with that highest rating. Nationally, less than 200
cities currently have a AAA Moody's bond rating.
Also in May of 2012, the Council approved a shifting of personnel resources within the Finance
Department. That change resulted in the elimination of a three quarter time Purchasing Clerk position
and the addition of a second full -time Budget Analyst position. This change will help facilitate progress
toward the specific items in this strategic plan goal. Specifically, the second Budget Analyst position will
provide the ability to expand upon budget narratives, comparative analysis, financial trends and
performance measures. These efforts will enhance the effectiveness of the organization and also better
inform the general public and elected officials about the City's overall fiscal performance.
Staff has requested that the Government Financial Officers Associations (GFOA) provide feedback on the
City's recently adopted FY 13 budget. The comments received, as well as the initiatives already
underway in the Finance Department will help the City achieve the GFOA Distinguished Budget
Presentation Award in the future.
Lastly, staff continues to evaluate services that stretch beyond our borders. In these instances staff is
reviewing the level of subsidy and determining steps to ensure that in the future the City is equitably
reimbursed for such services.
Future Budget Considerations:
None at this time
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FY 2012 -13 City Council Strategic Plan
Priority: Coordinated Communication and Customer Service Orientation
Staff Contact: Geoff Fruin, Assistant to the City Manager
Goal: The City strives to be a high- functioning, customer service orientated
organization that actively supports and engages stakeholders through clear,
open and innovative communication methods.
Action Plan:
The City Manager's Office is conducting a comprehensive organizational assessment focusing on
communication strategies and the organizational customer service culture. The assessment is targeting
the following issue areas:
1. Communications
a. Internal
i. Review of interdepartmental communication methods
ii. Identification of barriers to effective internal communication (e.g. technology)
b. External
i. Assessment of clarity in City communication to various audiences
ii. Review of effectiveness of current communication methods (e.g. website,
advertisements, direct mail, etc.)
iii. Identification of emerging communication methods and barriers to effective
usage
iv. Initiate a website redesign process
v. Consider any needed changes to the branding of the City and /or activities,
amenities or services (e.g. use of logos)
2. Customer Service Orientation
a. Transactional Processes
i. identification of transaction - orientated public services
ii. Assessment of process efficiency, accessibility, and convenience
iii. Barriers to efficiency (technology, information sharing, training, policies, etc.)
b. Organizational Culture
i. Assessment of policies and programs aimed to recognize and encourage
outstanding customer service
ii. Identification of mechanisms to facilitate and encourage ideas for customer
service enhancement
iii. Opportunities for skill enhancements, cross - training and promotion of increased
awareness pertaining to other city services or programs
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It is anticipated that the assessment will conclude with the development of an organizational
communication and customer service plan. That plan is expected to be ready for presentation to Council
in the late fall or winter of 2012 -13.
Progress to Date:
In April of 2012, the City Council approved a staff reorganization that will serve as the foundation of a
more centralized and strategic approach to organizational communication. That reorganization, which
becomes effective on July I ", eliminates the Document Services division of the Finance Department and
moves the remaining two employees of that division into the City Manager's office. Those two
employees will be joined by the City's Web Developer to form a central communication team. With
guidance from the City Manager, the communication team will work with departments to develop well -
coordinated public messaging. The primary responsibility of the new communication team in the first
year will be to conduct an organizational assessment and develop a communication and customer
service plan for the City. The group will also lead an employee committee tasked with redesigning Iowa
City's main website.
The new communication team will also assume oversight of the front desk responsibilities at City Hall
during regular business hours. Two part-time employees will split desk coverage and offer front line
customer service assistance to visitors and those contacting City Hall via phone or email. Staff is also
preparing plans for an authorized remodel of the front lobby area. The redesign aims to create a more
welcoming environment for both City Hall and the Police Department. After plans are prepared they will
be reviewed with Council and then bid out for completion later in 2012.
Part of the organizational focus in the coming year will be to make sure staff has access to
communication related resources and training opportunities. To that end, the Personnel Division
arranged for communications training for City staff that took place in May. Several staff members
participated in this effort. Similar opportunities will be evaluated throughout the year.
A significant barrier to internal communications lies in the City's decentralized and dated computer
platform. Several years ago the City attempted to rectify this situation; however, the software vendor
failed to perform under the terms of the agreement. The City is currently reviewing additional software
proposals that would allow for a more centralized approach with information sharing advantages. Such
a system will also facilitate the automating of several processes within the organization, and would
result in easier access to information and ultimately better informed decision - making. Implementation
of such a system will likely need to be phased in over several years. Staff expects to bring Council a
formal recommendation on this matter in the summer of 2012.
Future Budget Considerations:
Both the website redesign and new internal computer software platform will require a significant
commitment of public funds. Those items will be presented to Council at a later date after specific
recommendations are formulated by staff.
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FY 2012 -13 City Council Strategic Plan
Priority: Organizational Effectiveness
Staff Contact: Tom Markus, City Manager
Goal: The City shall proactively look toward the future to ensure that services are
continually able to be delivered at high levels and that relationships with
external stakeholders are strong and productive.
Action Plan:
The City Manager's office is focusing on two key areas in order to meet City Council expectations. First,
staff is conducting a succession plan for the organization. This effort is being jointly led by staff from the
City Manager's Office and Human Resources. The succession plan process includes analyzing the staffing
of each department and identifying management and highly skilled positions that are likely to
experience turnover during the next five years. Additionally, the plan will identify key challenges and /or
opportunities presented by the anticipated staff turnover. Such examples may include the loss of highly
technical or specialized skills, and general institutional knowledge. The plan will identify strategies to
better prepare the organization for the anticipated turnover in key positions.
Secondly, the City Manager is actively working to build relationships and establish more effective lines of
communication with our Federal and State elected representatives. As Federal and State lawmakers
consider legislation and appropriations that impacts our community, it is increasingly important that
Iowa City has a strong voice in Des Moines and Washington D.C. With a focus on the adopted 2012
Legislative Priorities, the City Manager is working with our elected officials, lobbyist and membership
organizations to make certain that the City's perspective is fully understood and considered at all levels
of government. Similarly, the City is continually identifying key projects that may align with Federal
and /or State initiatives. This will allow the City to more proactively leverage local funds and progress
with flood mitigation, economic, public safety and other key local projects.
Progress to Date:
Succession Plan
Staff has completed phase one of the organizational succession plan effort. This phase included a high -
level demographic analysis of the organization, as well as an internal analysis of management positions
with a focus on those that have a high probability of turnover due to retirement or other known
circumstances in the next five years. This analysis highlighted the need for further succession planning,
as it revealed a significant number of people holding management level positions that are currently or
will soon become eligible for retirement.
Staff is currently working on phase two of the succession plan effort. Phase two focuses on the following
efforts:
• Identifying strategies that will help transfer institutional knowledge and expertise in the areas of
the organization where management level position turnover is anticipated
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• Evaluating current service delivery strategies and identifying opportunities to achieve greater
efficiencies and value through restructuring when management level position become vacant
• Identifying skill sets and values that will be sought for future management level positions
• Developing opportunities to promote such values and skill sets among current and future
employees through targeted training and performance assessments / professional development
tools
Staff anticipates that the phase two succession planning analysis will produce actions that have
applicability across the entire organization. Additionally, there will likely be more detailed actions that
focus on a few specific areas of the organization, which are expected to experience the greatest amount
of management turnover in the next five years. The largest area of focus will be on the Public Works
department.
Partnership with State and Federal Officials
The City Council adopted its annual legislative priorities in January of 2012 and has authorized the hiring
of the Davis Brown Law Firm for lobbying services at the State level. Staff is actively working with Davis
Brown, the Metro Coalition and the Iowa League of Cities to ensure that the City's position is being
presented effectively. Communication with our lobbyist occurs on a weekly basis at minimum, with
more frequent contact as needed. Communication with our partners in the Metro Coalition occurs every
other week, with more frequent contact as needed.
Staff continues to seek State and Federal funding opportunities for local projects. Below is a listing of
state and federal grants secured since the adoption of the strategic plan:
• The Iowa Economic Development Authority announced a fourth round of funding for the Single
Family New Construction (SFNC) Program, thus extending this program into 2012 -13. Iowa City is
eligible to receive $1,390,227, which will allow for approximately 32 new homes for this
program aimed at rebuilding the housing stock after the 2008 flood. To date, Iowa City has
assisted with 93 new housing units with another 15 to be completed by March of 2012. After
this latest round of funding is spent, Iowa City will have assisted with approximately 140 new
housing units since the 2008 flood.
• The City applied for and was awarded $1.7 million in additional CDBG buyout funds for the Park
View Terrace neighborhood. The additional funds will allow for the acquisition and demolition of
four additional homes. With the newly awarded funding, the total CDBG buyout program since
the flood of 2008 totals over $17 million.
• The City will be applying to access an additional $850,000 in CDBG -DR funds for development of
multi - family affordable housing. A project consisting of seven affordable units to be built by
Skogman on the northeast corner of Hickory Trail and First Avenue was selected after a review
committee considered several alternatives.
• Iowa City was awarded a 6% increase, or $639,218, in federal Community Development Block
Grant (CDBG) funding for the 2012 -13 fiscal year. The increase is especially positive news, given
that most other communities across the country received a 10% or larger reduction in funding.
The long -term CDBG funding trend is still negative as the current allocation is approximately
33% below that of ten years ago.
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• Iowa City's allocation for the federal HOME program, which focuses on affordable housing, was
reduced to $381,851, representing a 36% reduction from last year. This cut is consistent with
cuts from other cities across the country. In the last ten years the City's annual HOME funding
has been reduced by 47 %.
• The Iowa City Police Department filed a joint application with the Johnson County Sheriff's
Office for a $32,164 U.S. Department of Justice grant. This grant will help offset costs to training
police staff at the Cedar Rapids shooting range.
In addition to seeking out funding for community projects, staff has actively been communicating our
position on statewide legislative proposals impacting cities. While most communication is channeled
through our lobbyists, staff also corresponds directly with our legislators and travels to Des Moines,
when deemed appropriate. Examples of such proposals include:
• Commercial Property Tax Reform - Both the House and Senate had advanced discussions and
debates on commercial property tax reform, including reclassifying apartments as residential
uses. However, no agreement was reached and thus the property tax structure remains status
quo.
• Municipal Use of Red Light Cameras — The City communicated its position to continue to allow
municipal governments the right to decide if such technologies were appropriate for use within
their jurisdictions. A ban of such technologies was introduced but did not succeed through both
chambers.
• Preemption of Occupancy Regulations — A legislative proposal surfaced that would have
restricted a city's right to regulate occupancy of residential structures by the number of
unrelated persons. Iowa City is one of many cities throughout the country that uses such
regulations to ensure safe living conditions and mitigate neighborhood nuisances. The proposal
to preempt a city's ability to regulate on this basis did not succeed.
• Low -Head Dam Program Funding — Iowa City advocated for the State to restore the low head
dam program, which had not received funding in the past year. This state program helps
communities ensure that damns are safe and also can allow for greater recreational uses on
rivers. Iowa City is looking at needed changes to the Burlington Street damn and this program
may provide financial assistance to carry that effort forward. The approved state budget
restored a million dollars of funding for this project.
• Road Use Tax — This revenue source has not kept up with increasing maintenance needs of our
transportation infrastructure. As a result, more work is being deferred or completed with other
revenue sources (e.g. general obligation bonds). While there was some discussion on an
increase in the road use tax, no proposals materialized in the spring session.
• Tax Increment Financing — There was significant statewide attention on Tax Increment Financing
(TIF) this session. Iowa City worked with the Metro Coalition to advocate for changes that would
make the process more transparent, provide for a better data collection mechanism and
strengthen the antipiracy regulations that govern the economic development tool. Cities will
now be required to submit annual TIF reports to the State, which will be collected in a
searchable database. Individual TIF projects now require a public hearing, which will invite more
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opportunity for community discussion and input from other taxing jurisdictions. Finally,
municipalities can no longer relocate businesses from other jurisdictions unless there is a
written agreement between the communities or there is a public finding that without such
incentive there will be a statewide loss of employment or wage earnings.
• 411 Pension System - No structural changes to this public safety pension system were seriously
considered. There was an effort to restore State funding to help offset rapidly escalating costs
for cities, however no such funding was secured.
• Passenger Rail Funding — No action was taken in the spring session as the legislature is awaiting
the completion of an IaDOT study on the proposed service from Chicago to Omaha. In May, the
IaDOT announced the preferred route, which runs through Iowa City. Further study is being
conducted on the preferred route and the final report is expected in late 2012 or early 2013.
Staff has attended both IaDOT passenger rail advisory committee meetings in Des Moines this
spring. These meetings help ensure that everyone is updated on the project timeline. The
meetings have also connected staff with other project advocates across the state. Staff is
currently working with those partners to develop an advocacy strategy. In the past few months,
staff made presentations on this project to the IaDOT passenger rail advisory committee, the
Iowa Passenger Rail Association and local service groups. In conjunction with the Greater Des
Moines Partnership and the Iowa City Area Chamber of Commerce, the City sponsored an
educational event in May featuring nationally known transit advocate John Robert Smith, CEO of
Reconnecting America.
Staff attended a number of advocacy events in Des Moines this spring. Examples of such events included
those hosted by the Iowa City Area Chamber of Commerce, Iowa League of Cities and various
professional associations that involve management level staff. The City also actively participated in the
Chamber of Commerce's annual Washington D.C. legislative trip this past spring.
In the coming year, staff will be evaluating the effectiveness of both our state and federal lobbying
efforts. Any recommendations that stem from this evaluation will be forwarded to Council at a later
date and will also be included in subsequent status reports.
Future Budget Considerations:
None at this time
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F
Y
K
O
1
3
INTRODUCTION TO THE
FINANCIAL PLAN
Financial and Fiscal Policies
Preparation of the Financial Plan
Budgetary Fund Structure
Full Time Equivalents (FTE) Summary
aILI /eU[N /lWilL Ilia Riffil111111111i1I N1 *1
The City of Iowa City's financial policies set forth the basic framework for the overall fiscal
management of the City. These policies assist the decision - making process of the City
Council. These policies provide guidelines for evaluating both current activities and
proposals for future programs.
Most of the policies represent long- standing principles, traditions and practices, and follow
generally accepted accounting principles which have guided the City in the past and have
helped maintain financial stability.
OPERATING BUDGET POLICIES
• The City will prepare an annual balanced budget for all operating funds. A
balanced budget is one that has revenues sufficient to equal expenditures.
• The City will maintain a budgetary control system to ensure adherence to the
budget and will prepare monthly reports comparing actual revenues and
expenditures to budgeted amounts.
• Operating budgets are established on a fund /department /program basis.
• A contingency account will be maintained in the annual General Fund operating
budget to provide for unanticipated expenditures or to meet unexpected small
increases in service delivery costs, budgeted annually at approximately % of one
percent of expenditures and transfers out. The City Council will be informed semi-
annually on staff initiated amendments from the contingency account to the
operating programs within the General Fund.
• Budget amendments may be made throughout the year with approval of the
Department Director, Director of Finance and the City Manager. The City Council
formally reviews and approves all amendments processed by staff twice a year in
August /September and May.
• Increases or amendments to operating budgets are made only in the following
situations:
- emergency situations
- transfer from contingency
- expenditures with offsetting revenues or fund balance
- carry-over of prior year budget authority for expenses that had not been paid as of
the end of the fiscal year.
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OPERATING BUDGET PREPARATION CRITERIA
General Guidelines:
- Maintain the fiscal integrity of the City's operating and capital improvement budgets
in order to provide services and to construct and maintain the City's infrastructure.
- Maintain the City's responsible fiscal position and AAA bond rating.
- Present budget data to the City Council in a format that will facilitate annual budget
decisions based on a three -year planning perspective. Provide the City Council
with a summary of the three -year forecasts.
- Encourage citizen involvement in the annual budget decision - making process
through public hearings, informal meetings, budget briefs and related informational
efforts.
Service Level Guidelines:
- Deliver service levels which are consistent with the citizens' willingness to pay and
the City's available resources.
- Base decisions to reduce service levels or eliminate programs on City -wide
priorities.
- Recognize that City employees are one of the City government's most valuable
resources and are essential to the delivery of high quality, efficient services.
Revenue Guidelines:
- Property tax levy rates will not exceed the limits as established by the State of Iowa.
- Revise user fee rate structures to charge the costs of service provided to the
benefiting customers, while maintaining sensitivity to the needs of low income
citizens.
- Support federal and state legislation which provides property tax relief. Oppose
legislation which imposes local service mandates without fiscal support.
Expenditure Guidelines: Support responsible management efforts to increase
productivity by providing resources for office automation, preventive maintenance, risk
management /employee safety, and employee training.
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REVENUE POLICIES
• The City will try to maintain a diversified and stable revenue system to minimize
short -run fluctuations in any one revenue source.
• The City will attempt to maximize benefits from major revenue sources as a way of
maintaining a stable property tax rate.
• The City will follow an aggressive policy of collecting revenues.
• The City will establish all user charges and fees at a level related to the full cost
(operating, direct, and indirect) of providing the service, whenever practical.
• The City will review licenses, fees, and charges annually to determine if the
revenues support the cost of providing the service.
• The finance goal of Recreation programs is for fees to provide 50% of departmental
funding.
• Parking, Refuse, Wastewater Treatment, Stormwater, Landfill, Broadband
Telecommunications and Water funds will be self - supporting through user fees.
- Rate adjustments will be submitted to the City Council by ordinance if state or
locally legislated, or by resolution (if not state or locally legislated).
• The City will use up to 5% of the annual Road Use Tax allocation to fund employee
benefits for the Streets and Traffic Engineering personnel.
ECONOMIC DEVELOPMENT POLICIES
• It shall be the policy of Iowa City to maintain an economic development plan. The
purpose of the plan is to attract new development including residential, commercial
and industrial uses. Further, the purpose of the plan is to retain the city's existing
business operations and to encourage them to expand and foster spin -off business
operations. The city's plan also supports organizations which help to incubate, grow,
foster, and create new business operations by providing non - traditional collaborative
environments.
• The expected results of the economic development plan are: increased economic
activity, more jobs, lower unemployment, higher wages, greater property values,
more tax revenues, more ownership and entrepreneurial opportunities and
revitalization of underutilized or blighted areas.
• The city will consider the use of incentive programs including city, state and federal
economic development funds, tax increment financing, public private partnerships
and other tools in order to achieve the expected results.
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• Various evaluative tools including financial pro forma's, written evaluation reports,
established benefit metrics, and other performance tools shall be used to monitor the
use of economic incentives from the early stages of project development through the
issuance of an incentive and post incentive to make sure the objectives are met.
• Developers who receive incentives will be expected to enter into development
agreements which delineate the terms, conditions, understandings and the expected
results of receiving an incentive.
• It will be the policy of the City of Iowa City to endeavor to attract, recruit, retain,
foster and develop business that is new to our region or metropolitan statistical area
(MSA) through the use of incentives. The city will not actively recruit business from
other jurisdictions within our MSA unless a business is seeking to expand or
considering a relocation outside the state. Should businesses from jurisdictions
within our MSA wish to locate in the City of Iowa City we will notify our neighboring
jurisdiction of the interest. It will be the general practice of the City of Iowa City to not
provide economic incentives to business wishing to relocate from another jurisdiction
within our MSA unless a business is seeking to expand or considering a relocation
outside the state.
• When incentive programs are utilized they will be used to maximize the benefits to
the City of Iowa City. The dollar amount of the incentive and time duration of the
incentive shall be smallest amount necessary to achieve the maximum amount of
city benefit as determined by the City of Iowa City, City Council.
• Despite the need for the program to be flexible and nimble in order to respond to the
ever changing economic conditions of the marketplace it will be the policy of the city
to insure that the process of using incentives is an open and transparent public
process which instills confidence in the public's understanding of how economic
development incentives are utilized.
CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES
• The City will develop a multi -year Capital Improvement Program (CIP), which will be
reviewed and updated annually, comply with City Council goals and be compatible
with the Comprehensive Plan whenever possible.
• The complete multi -year CIP funding plan must be balanced each year by matching
projected expenditures with proposed revenue sources by fund.
• Funding for projects should be obtained through borrowing from:
- bond market, general obligation or revenue bonds
- enterprise fund operations and reserves
- internal loans
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• The City may utilize General Fund cash balances to fund capital projects whenever
available and feasible. For the Airport, it is policy that the General Fund will match
up to $100,000 in grants received per year.
• The City shall utilize available funding sources for capital improvements whenever
practical and feasible such as but not limited to:
- federal and state grant funds
- special assessments
- developer contributions
• The City will maintain its physical assets at a level adequate to protect the City's
capital investment and to minimize future maintenance and replacement costs. The
budget will provide for the adequate maintenance and the orderly replacement of the
capital plant and equipment from current revenues when possible.
RESERVE POLICIES
• The City will establish a contingency line -item in the annual General Fund operating
budget to provide for unanticipated expenditures or to meet unexpected small
increases in service delivery costs, budgeted at % of one percent of expenditures
and transfers out.
• Operating cash balances at fiscal year -end will be maintained at a level to ensure
sufficient cash flow throughout the fiscal year. Undesignated cash balance in the
General Fund will not go below 15% of total expenditures, with a ceiling of 25 %.
Cash balances in excess of 25% will be considered for tax relief.
• Reserves will be maintained in the Water, Wastewater and Parking Funds in
accordance with existing bond covenant provisions.
• Reserves will be maintained for equipment replacement and for unexpected major
repairs in the following areas: Parking, Wastewater, Water, Landfill, Transit,
Broadband Telecommunication, Equipment Replacement, Information Technology
Services, and Central Services as well as Library Computer Equipment and
Parkland Acquisition and Replacement.
• Reserves, based on actuaries, will be maintained for the Risk Management Loss
Reserve, Medical and Dental Insurance Funds.
• All City trucks, cars and necessary accessories will be maintained on a replacement
cost basis each year. A separate reserve fund has been set up to fund these
replacements. Additions to the fleet are made through allocations in the annual
budget. Fire Department vehicles and Transit buses will be purchased through the
issuance of debt.
• All general obligation debt will be paid from the Debt Service Fund. General
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Obligation debt applicable to Enterprise Fund projects will be paid out of the Debt
Service Fund, but will be abated from revenues from the respective Enterprise
Fund(s).
INVESTMENT POLICIES
• Disbursement, collection, and deposit of all funds will be managed to insure
maximum investment opportunity for City funds.
• The City will strive to maximize the return on its investment portfolio, with the primary
objective of preserving capital in accordance with the City's investment policy and
prudent investment practices.
• All City funds not restricted by bond issue covenants will be pooled for investments,
with interest allocations made monthly.
DEBT POLICIES
• The City will confine long -term borrowing to capital improvements and Community
and Economic Development initiatives. Short term borrowing will be applicable for
large dollar rolling stock (buses, fire apparatus) purchases and computer systems.
• Total general obligation debt will not exceed 5% of total taxable assessed value of
real property.
• The debt service property tax levy shall not exceed 30% of the total property tax
levy.
• The City will follow a policy of full disclosure on every financial report and bond
prospectus.
• The City will use "pay as you go" financing to fund general capital improvement
projects, whenever feasible and practical.
COMPENSATED ABSENCES
Administrative employees hired prior to June 15, 1983 and all other employees hired prior
to June 29, 1985, upon death, retirement or termination (except firefighters) are entitled to
be paid for one -half of the total accumulated sick leave hours at the current effective
hourly rate for that employee up to the sick leave payout amount calculated as of June
28, 1985, whichever is less.
After June 28, 1985, employees accumulate vacation, sick leave, and other benefits at
various rates depending on bargaining group and length of service. Employees are paid
for their total unused vacation time upon death, termination (except firefighters) or
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retirement. However, sick leave can only be used during employment. The cost of
compensated absences are recognized when payments are made to employees and the
City amends the budget at that time.
ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES
• Quarterly financial reports will be prepared.
• A three -year financial plan for all operating funds will be prepared by the City
Manager and presented to the City Council for their review.
• A Multi -Year Capital Improvement Program budget will be prepared, reviewed and
revised annually.
• An independent audit will be performed annually for all City funds.
• The City will produce a Comprehensive Annual Financial Report (CAFR) in
accordance with generally accepted accounting principles as outlined by the
Governmental Accounting Standards Board.
PURCHASING POLICIES
Purchases for all City departments for the City of Iowa City shall be in accordance with
the City's Purchasing Policy Manual (April 17, 2012). Methods of source selection are
as follows:
Public Improvements:
o Competitive sealed bidding shall be used for Public Improvement Contracts of
vertical infrastructure — buildings, parking facilities, utilities and trails of $125,000 or
greater (Code of Iowa). This process shall consist of:
1. Public hearing on plans and specifications
2. Approval of plans and specifications by City Council or Commission
3. Invitation for bids
4. Bid opening
5. Bid acceptance and bid evaluation
6. Bid award — City Council /Commission authorization
o The competitive quotation process is required for vertical infrastructure public
improvement projects estimated between $69,000 and $125,000. This process
shall consist of:
1. Notice to bidders
2. Bid opening
3. Bid evaluation
4. Bid acceptance and award by City Manager or Commission
5. Notice of award in minutes of next meeting of
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City Council or Commission
o Competitive sealed bidding shall be used for Public Improvement Contracts of
horizontal infrastructure — roads, streets, bridges and culverts of $67,000 or
greater (Code of Iowa). This process shall consist of:
1. Public hearing on plans and specifications
2. Approval of plans and specifications by City Council or Commission
3. Invitation for bids
4. Bid opening
5. Bid acceptance and bid evaluation
6. Bid award — City Council /Commission authorization
o The informal quotation process is required for public improvement projects and
street, bridge and culvert projects under $67,000. This process shall consist of:
1. Invitation to bid
2. Bid opening
3. Bid evaluation
4. Bid acceptance and award by City Manager over $20,000,
Department Director or designee up to $20,000.
Professional Services: Within approved budgets, the City Manager may approve
contracts up to $50,000 and the City Council approves contracts over $50,000. For
contracts greater than $10,000 but no more than $50,000, the City utilizes the informal
competitive procedure, obtaining a minimum of 3 written proposals. For contracts
greater than $50,000, the competitive bidding procedure is used with formal sealed bids
and request for proposal. Specific guidelines for Professional Services are outlined on
pages 5 & 12 of the Purchasing Policy Manual.
Major Purchases: City Manager approval is required on all purchases $150,000 or less.
City Council approval is required on purchases over $150,000.
Emergency Purchases: In the event of an emergency, supplies, services or construction
may be purchased without regard to normal purchase selection procedures to protect the
health and welfare of the public. The City Manager shall keep the City Council informed
of the extent of the emergency. Please see the Purchasing Policy Manual, page 14, for
emergency purchase procedures.
Gifts /Conflict of Interest /Prohibited Interest in Public Contracts: Conduct shall be in
accordance with the Code of Iowa - Chapters 68B.22 Gifts, 331.342 Conflict of Interest
and 362.5 Prohibited Interest in Public Contract. A City officer or employee shall not have
an interest, direct or indirect, in any contract or job of work or material or the profits
thereof or services to be furnished or performed for the officers or employees of the City.
Please see the Purchasing Policy Manual page 18 for specifics.
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RISK MANAGEMENT POLICIES
• It shall be the policy of the City of Iowa City to assume the risk of property damage,
liability and dishonesty in all cases in which the exposure is so small or dispersed
that the loss would not significantly or adversely affect the operations or financial
position of the City.
• Insurance will not be purchased to cover loss exposures below prevailing
deductible /retention amounts of current insurance held by the City of Iowa City,
unless such insurance is required by statute or by contact, or in those instances in
which it is desirable to obtain special services, such as inspection or claim
adjustment services in connection with insurance. The deductible /retention
amounts will be reviewed once annually by the Director of Finance and the Risk
Manager to ensure appropriateness of the amounts.
• Insurance will be purchased where possible against all major exposures which
might result in loss in excess of the City's insurance reserve through the purchase
of the following types of insurance:
- All risk insurance on real and personal property.
- General liability insurance.
- Automobile liability insurance.
- Fidelity and crime insurance.
- Catastrophic workmen's compensation insurance.
The City will self- insure in those instances where the cost of insurance is so high
that it would be more cost effective to assume the risk.
• Real property will be insured on replacement cost basis, as determined by a
competent appraisal service, against as wide a range of perils as possible. The
value will be reviewed once annually by the Risk Manager and the City's insurance
advisor.
• Loss prevention recommendations made by insurance companies, the state fire
marshal or local fire authorities will, whenever possible, be implemented. In those
cases in which such recommendations are not followed, a written report in which
an explanation or justification is made will be filed with the Director of Finance and
the City Manager within 30 days of receipt of the report.
• Insurance will be purchased only through licensed agents or agencies who have
the staff and technical competence to adequately service the insurance provided.
• Insurance will be placed only in insurance companies rated A+ or A in Bests.
Insurance placed in other companies will require a written report of the particulars,
such report to be filed with the Risk Manager.
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• The administration of the risk management policy will be a responsibility of the Risk
Manager. Such responsibility includes placement of insurance coverage,
maintenance of property appraisals and inventories, processing of claims and
maintenance of loss records, and supervision of loss prevention activities.
• Settlement of claims are handled through the Risk Management Division and /or
City Attorney Office. The Risk Manager is authorized to settle claims up to $3,000,
the City Manager authorizes claim settlements between $3,000 and $20,000 and
City Council approval is needed for settlements above $20,000.
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IUN AVlOT11119 Eel ki[•]a1:1:8aInilLl Eel Film »ilLl I
Introduction
This Three -Year Financial Plan is for fiscal years FY2013 through FY2015, which begins
July 1 and ends June 30. The Financial Plan includes a one -year annual budget as
required by Iowa Code, and provides two projection years as a planning tool. The
purpose of the overview is to disclose the basis on which the financial plan has been
prepared.
The role of a government's operating budget differs from that of a private business.
Budgets are an important internal planning tool for business, but they also play an
external role for governmental entities. A multi -year financial plan informs parties inside
and outside government of future objectives and provision of services to its constituents.
The three -year plan also permits a more comprehensive review of the City's financial
condition, allowing analysis of current and future needs and requirements. During
preparation of the plan, careful review is made of property tax levy rates, utility and user
fee requirements, ending cash balances by fund, debt service obligations, bond financing
needs, capital outlay for equipment purchases, and major capital improvement projects.
This document contains operating budgets for the governmental funds: general, special
revenue, debt service, capital project and permanent funds. It also includes business
type funds and internal service funds. Internal service fund activities are considered non -
budgetary in that they are not formally appropriated, reported to the State of Iowa or
included in the adopted budget resolution approved by City Council each year. This is in
accordance with the state's filing requirements. Financial summaries for "All Funds"
exclude these non - budgetary funds.
Budget projections are summarized by major revenue and expenditure categories within
each division. A separate multi -year Capital Improvements Program (CIP) shows
budgeted revenue and expenditures for FY2012 through FY2016.
Basis of Accounting
The cash basis of accounting has been used for preparation of this document. Revenues
are projected on when they'll be received, not necessarily when they are earned, and
expenditures are projected for when they will be paid out rather than when they are
incurred.
The government -wide financial statements and proprietary funds are accounted for on
the flow of economic resources measurement focus and use the accrual basis of
accounting. Agency funds do not have a measurement focus and use the accrual basis
of accounting. Under the accrual method, revenues are recorded when earned and
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expenses are recorded at the time liabilities are incurred. The City applies all applicable
Financial Accounting Standards Board pronouncements issued on or before November
30, 1989, except those that conflict with GASB pronouncements, in accounting and
reporting for these funds.
All governmental funds are accounted for using a current financial resources
measurement focus, which generally includes only current assets and current liabilities
on the balance sheet. The modified accrual basis of accounting is used for these funds.
Under the modified accrual basis, revenue is recognized when susceptible to accrual,
which is in the period in which it becomes both available (collectible within the current
period or soon thereafter to be used to pay liabilities of the current period) and
measurable (the amount of the transaction can be determined). Revenue accrued
includes property taxes, intergovernmental revenue, and interest earned on investments
(if they are collected within 60 days after the year -end). Expenditures are recorded
when the related fund liability is incurred. Principal and interest on long -term debt, as
well as expenditures related to compensated absences and claims and judgments, are
recorded only when payment is due. The City maintains its records on a modified cash
basis of accounting under which only cash receipts, cash disbursements and
encumbrances, investments, and bonded debt are recorded. These modified cash basis
accounting records have been adjusted to the accrual or modified accrual basis, as
necessary.
Annual Preparation Schedule
In August, the Finance Department writes a manual of directions and updates all forms.
The manual contains: 1) directions for completing the forms, 2) descriptions of
expenditures that may be budgeted in a particular line item, and 3) projected prices or
inflation factors for various supplies, service contracts, vehicle maintenance service,
telephone and postal services, and office furniture and equipment.
The City Manager instructs the Department Heads on whether any changes in level of
service can be factored into the proposed financial plan. This is done before the actual
budget process starts. Changes to the financial plan are done annually during the
budget process. All revenue and expenditure estimates are re- evaluated and revised if
necessary.
In September, the manual and forms for the next financial plan are distributed to
Department and Division Heads. They also receive salary projections, a three year
history of each Department's /Division's actual line item expenditures, and projected
revenues and costs for the three years covered by the Financial Plan. (The Finance
Department projects revenues individually and uses a combination of inflation factors
and individual costs to project expenditures.)
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In October, the forms are returned. These include the Department /Division's
adjustments to line item revenue and expenditure projections, their travel request, their
capital outlay request, and professional services required.
In November, the Finance Department reviews the forms and compiles them all into a
budget. All budget forms and adjustments are forwarded to the City Manager.
By mid - December, the City Manager and Finance Department decide which
modifications to operations will be made. A tax levy is computed. Analysis is done so
all funds have required balances or zero balances. Then the Proposed Financial Plan
document is printed.
City Council reviews the Proposed Financial Plan during the month of January.
In February, The Proposed Financial Plan and a memo of Council's changes are
presented to the public. A public hearing is held at least one week prior to the final
adoption.
In March, the final Financial Plan is adopted. The State of Iowa requires a one -year
budget be adopted by March 15 of each year. The applicable year in Iowa City's three -
year Financial Plan is adopted as the annual budget to satisfy State requirements.
Amending the Adopted Budget
Department Directors and appointed staff are responsible for analyzing monthly
financial reports to determine if expenditures will exceed budgeted appropriations. The
Finance Department also monitors the status of actual revenues and expenses
compared to budget, working directly with department /division management to resolve
any problems identified within the line item budget.
Examples of items which may require an amendment include: grant- funded activities,
unanticipated repair of equipment or buildings, temporary employee wages and
overtime. On amendment requests, departments /divisions explain the reason for
additional funding and are asked to suggest a funding source:
1) Reallocation of budget appropriations within their own budget;
2) New or increased revenues (grant funding, increase participation /user fees);
3) Contingency funding (use of cash balance).
Requests are then reviewed by the Budget /Management Analyst and forwarded to the
Finance Director and City Manager for approval. If the request is approved, the
amendment is processed so that subsequent budget comparison reports will reflect the
change. Requests must be submitted for review by early spring (a date set by the
Finance Department annually) as is necessary to compile reports for publication and
state certification.
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Amendments are typically presented to the City Council twice a year, with a public
hearing held each time to allow for citizen input. The first public hearing is usually held
in early fall, the second and /or final hearing is in late spring. All amendments must be
formally approved and certified to the State of Iowa by May 31st, as required by law.
Financial statements which compare the fiscal year's actual revenues and expenditures
to budgeted authority are published by the 1st of December immediately following the
end of the fiscal year (June 30). These statements are also presented for the City as a
whole in the notes to that year's Financial Report. Legal compliance is met if actual
expenditures do not exceed the budgeted expenditures by program areas: Public
Safety, Public Works, Health & Social Services, Culture and Recreation, Community
and Economic Development, General Government, Debt Service, Capital Projects and
Business Type /Enterprises.
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Financial Plan Preparation Schedule
FY2013 —2015
August 10
August 24 — 31
September 7
September 14 or 21
October 5
October 5 -14
October 17— November 4
October 17 - November 11
November 14
thru December 7
December 15
January 2012
January 25
January 31
February 14
February 28
Distribution of Performance Measure packets to
departments.
Individual meetings with staff. Provide support, as
needed, with measurements, goals and objectives.
Performance Measurement data, goals and objectives
due to Finance Administration
Distribution of FY13 financial planning materials to
departments.
FY13 budget proposals due to Finance
Administration.
Proposals forwarded to City Manager for review.
City Manager, Finance Administration, department
directors and managers review financial plan.
Input approved adjustments from City Manager.
Preparation of the proposed financial plan and FY13
budget by Finance Administration.
Distribution of proposed Financial Plan to City
Council. (PDF due to Clerk's office December 12 -13)
City Council budget work sessions.
State forms prepared.
Set Public Hearing & send hearing notice to
newspaper.
Public Hearing.
City Council approves FY2013 budget , the
FY2013 -2015 Financial Plan and FY12 -16 CIP Plan.
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:11111CIAr!1:ra to] LlI W3 1 :111111 to] NO
A fund is a grouping of related accounts that is used to maintain control over resources
that have been segregated for specific activities or objectives. The City, like other state
and local governments, uses fund accounting to ensure and demonstrate compliance
with finance- related legal requirements. All of the funds of the City can be divided into
three categories: governmental funds, proprietary funds, and fiduciary funds.
Governmental Funds
General Fund is the City's primary operating fund and includes activities in the
following areas: general government administration, public work administration,
public safety, cultural and recreational activities, community and economic
development.
Special revenue funds account for proceeds from specific sources (other than
those accounted for within capital projects funds) which are usually required by law
or regulation to be accounted for in separate funds and to be expended for specific
purposes. Examples include the employee benefits tax levy; Community
Development Block Grant (CDBG), HOME Program, Flood Recovery & Hazard
Mitigation Grant monies: Road Use Tax receipts; activities of the Metropolitan
Planning Organization of Johnson County (formerly known as JCCOG), General
Rehabilitation and Improvement Program (GRIP) and UniverCity; and taxes
generated for a Self- Supporting Municipal Improvement District (SSMID).
TIF Special Revenue Funds account for activities specific to Tax Increment
Financing Districts.
The Debt Service Fund accounts for principal and interest payments on the
City's general long -term debt. Funding is provided by the debt service property
tax levy, transfers from Water Operations, and loan repayments.
Capital Project Funds account for the acquisition and /or construction of major
facilities and assets in excess of $25,000.
Permanent Funds account for resources in which the entity is restricted to
expending earnings and not principal for purposes that support a specific program.
This includes Iowa City's Perpetual Care Fund for Oakland Cemetery.
Business -Type Activities
Proprietary (Enterprise) funds are primarily self - supporting in that they are
financed by program and /or user fees for the services provided. Such functions for
the City of Iowa City include Parking, Transit, Wastewater Treatment, Water,
Refuse / Solid Waste, Landfill, and Stormwater Management. The Iowa City
Airport, Broadband Telecommunications and Iowa City Housing Authority are also
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classified as business -type funds. The Iowa City Airport is not self - supporting at
this time and receives $100,000 property tax subsidy each year. Broadband
Telecommunications is funded through a non - exclusive franchise agreement. The
Iowa City Housing Authority's primary funding source is through the Department of
Housing and Urban Development (HUD)'s federal grant and voucher programs.
Internal service funds are also self - supporting and financed on a cost -
reimbursement basis through charges to the departments and divisions (budgetary
units) which utilize their goods and services. Such activities are not reportable,
based on the State of Iowa's budget filing requirements, nor are they reflected in
the government -wide financial statements. Funds in this category include
Equipment / Fleet Maintenance, Information Technology Services, Risk
Management Loss Reserves, Central Services, and the Health and Dental
Insurance Reserves.
Fiduciary funds account for resources held for the benefit of parties outside the city
government. For this reason, fiduciary funds are not appropriated through the budget
process, nor are they reflected in the government -wide financial statements. The City
has two fiduciary funds: Project Green and Library Foundation.
Fund Balance
Fund balance is the difference between assets and liabilities on the governmental funds
balance sheet. In fund financial statements, governmental funds identify specific fund
balance amounts which are not available for general re- appropriation due to internal or
external legal restrictions; or because the funds have been identified for a specific public
purpose or use.
Portions of fund balance fall under one or more of the following four categories:
• Restricted: Restricted fund balance is cash on hand which has limitations
imposed upon it by external creditors, grantors, contributors, laws and
regulations of other governments or laws through constitutional provisions or
enabling legislation.
• Committed: Monies which are committed have self- imposed limitations imposed
at highest level of decision making within the organization. Such limitations
require formal action at the same level to remove.
• Assigned: The assigned portion of the net position of a governmental fund that
represents resources set aside by the government for a particular purpose.
• Unassigned: Residual net resources. Total fund balance in the general fund in
excess of nonspendable, restricted, committed and assigned fund balance.
-69-
It is the City's policy to maintain an unassigned fund balance within the General Fund at a
minimum of 15% and not to exceed 25% of the fiscal year's expenditures. Fund balance
in excess of 25% is to be considered for tax relief.
The following summaries show projected cash balance through June 30, 2013.
City of Iowa City
Fund Balance Projections by Major Fund
FY2011 — 2013
Fund Type
General
Fund
Debt Service
Fund
Capital
Projects
Non -Major
Funds
Total Govt.
Funds
usiness -Type
Funds
Total
All Funds
Annual Report
FY2011
27,541,067
12,813,002
_
12,057,292
465,973
103,090,523
155,967,857
Beginning Balance
52,877,334
Actual Revenues
59,797,006
24,617,198
34,832,303
1 38,249,390
157,495,897
70,097,047
227,592,944
Actual Expenditures
(50,807,135)
(14,118,274)
(27,753,986)
(33,908,038)
(126,587,433)
(93,454,119)
(220,041,552)
Ending Balance
36,530,938
23,311,926
19,135,609
4,807,325
83,785,798
79,733,451
163,519,249
Re-Estimated
FY2012
36,530,938
23,311,926
19,135,609
4,807,325
79,733,451
163,519,249
Beginning Balance
83,785,798
Revenue
61,885,608
15,305,002
92,603,831
39,917,656
209,712,097
107,998,567
317,710,664
Expenditures
(81,371,086)
(28,725,872)
(104,694,174)
(41,519,496)
(256,310,628)
(123,914,451)
(380,225,079)
Ending Balance
17,045,460
9,891,056
7,045,266
3,205,485
37,187,267
63,817,567
101,004,834
Budget
FY2013
17,045,460
9,891,056
7,045,266
3,205,485
63,817,567
101,004,834
Beginning Balance
37,187,267
Revenue
57,735,884
14,237,901
35,780,266
21,696,847
129,450,898
85,619,083
215,069,981
Expenditures
(57,497,737)
(20,226,046)
(35,926,815)
(21,838,728)
(135,489,326)
(89,182,749)
(224,672,075)
Ending Balance
17,283,607
3,902,911
6,898,717
3,063,604
1 31,148,839
1 60,253,901
91,402,740
Overall, the City's fund balance is projected to decrease by $9.6 million in FY2013 due
to redemption of $5.6 million in General Obligation Bonds, Series 2004 from tax
increment financing cash on hand (Debt Service Fund); and a July 1, 2012 advance
refunding of $4.9 million Water Revenue Bonds, Series 2002 from bond proceeds
received in FY2012 (Business -Type Funds).
-70-
City of Iowa City
Projected Changes in Fund Balance - FY2013
Estimated Total Estimated
Beginning Total Disburse- Ending
Fund Balance Receipts ments Balance
1
General
18,584,519
57,735,884
57,497,737
18,822,666
2
Debt Service
9,891,052
14,237,901
20,226,046
3,902,907
3
Capital Projects - Gen. Government
3,529,148
35,780,266
35,926,815
3,382,599
4
Capital Projects - Proprietary
315,007
25,419,500
31,222,673
(5,488,166)
5
CDBG & CDBG Rehab
1,802,268
703,173
698,542
1,806,899
6
HOME Program
131,534
795,893
704,989
222,438
7
Road Use Tax
76,047
6,837,109
6,924,057
(10,901)
8
Other Shared Revenue
29,409
-
390,163
(360,754)
9
Energy Efficiency and Conservation Grant
(430,283)
12,000
27,165
(445,448)
10
UniverCity Neighborhood Partnership
78,225
1,910,000
1,916,423
71,802
11
Metropolitan Planning Org. of Johnson Co.
47,576
645,644
663,783
29,437
12
Employee Benefits
1,517,661
9,706,070
9,658,198
1,565,533
13
Peninsula Apartments
68,965
59,728
49,734
78,959
14
TIF
(102,516)
507,221
285,931
118,774
15
Council Economic Development Capital
(34)
-
-
(34)
16
GRIP - General Rehab. & Improv. Program
(81,941)
240,000
240,000
(81,941)
17
Self- Supported Municipal Improv. District
-
279,743
279,743
-
18
Perpetual Care
120,932
266
-
121,198
19
Parking
2,688,139
4,863,902
4,351,520
3,200,521
20
Parking Debt Service
1,527,519
846,250
838,975
1,534,794
21
Transit
-
6,489,260
6,033,630
455,630
22
Wastewater Treatment
9,066,164
13,110,517
11,329,423
10,847,258
23
Wastewater Treatment Debt Service
12,158,604
4,726,240
6,411,888
10,472,956
24
Water
5,450,012
8,360,557
9,368,041
4,442,528
25
Water Debt Service
9,287,148
2,093,604
2,062,856
9,317,896
26
Refuse Collection
393,863
2,953,839
3,017,382
330,320
27
Landfill
17,767,939
6,816,906
5,315,207
19,269,638
28
Airport
99,210
394,424
393,375
100,259
29
Stormwater Management
98,560
951,914
731,702
318,772
30
Broadband Telecommunications
1,527,107
829,068
783,976
1,572,199
31
Housing Authority
7,557,863
7,763,102
7,322,101
7,998,864
BUDGETARY TOTAL 103,199,697 215,069,981 224,672,075 93,597,603
32
Equipment
6,522,528
5,768,479
5,582,731
6,708,276
33
Risk Management Loss Reserve
2,943,263
900,389
1,138,749
2,704,903
34
Information Technology
2,209,145
1,900,264
1,998,268
2,111,141
35
Central Services
716,878
248,975
189,342
776,511
36
Health Insurance Reserve
7,652,200
7,902,239
7,506,750
8,047,689
37
Dental Insurance Reserve
75,389
358,672
358,495
75,566
NON - BUDGETARY TOTAL 20,119,403 17,079,018 16,774,335 20,424,086
GRAND TOTAL 123,319,100 232,148,999 241,446,410 114,021,689
Notes:
17 Self- Supported Municipal Improvement District approved for taxation beginning in FY2013.
21 Transit Operations were reclassified from General Fund operations to a stand -alone
business -type activity beginning in FY2013.
-71-
City of Iowa City
Personnel Comparison of Full -Time Equivalents
FY2011 - FY2013
Cost Center/ Operating Division
FY2011
Adopted
FY2012
Adopted
FY2013
Adopted
Change
in FTEs
FY2012 -2013
City Council
7.00
7.00
7.00
-
City Clerk
4.00
4.00
4.00
-
City Attorney
5.60
5.60
5.60
-
City Manager
3.00
3.00
3.00
-
Personnel
4.00
4.00
4.00
-
Finance Administration
2.86
2.65
2.65
-
Accounting*
7.00
8.00
8.00
-
Purchasing
4.00
4.00
3.94
(0.06)
Revenue Division
7.88
7.88
7.88
Document Services
3.50
4.00
2.00
(2.00)
Tort Liability, Insurance
1.00
1.00
1.00
Operations & Maintenance
4.96
4.83
4.83
Human Rights
2.50
2.50
2.00
(0.50)
Police Department Administration
5.00
5.00
5.00
-
Criminallnvestigation
8.00
9.00
10.00
1.00
Patrol
71.00
69.00
68.00
(1.00)
Records & Identification
6.00
6.00
6.00
-
Crime Prevention
1.00
1.00
1.00
-
Station Master
5.00
5.00
5.00
-
Johnson County Task Force Grant
1.00
1.00
1.00
-
Domestic Violence Grant
1.00
1.00
1.00
-
Fire Department
66.00
65.00
65.00
-
Shelter Operations & Administration
6.00
6.00
6.00
-
HIS Department Administration
2.00
2.00
2.00
-
Building Inspection
7.80
7.80
7.80
-
Housing Inspections
5.75
5.75
5.75
-
Flood Recovery*
0.40
0.40
0.40
-
Public Works Administration
2.00
2.00
2.00
-
Engineering Services
12.10
12.10
12.10
-
Parks & Rec Administration
2.00
2.00
2.00
-
Recreation
15.42
15.42
15.42
-
Parks
13.00
13.00
13.00
-
Forestry Operations
3.00
3.00
3.00
-
Cemetery Operations
3.00
3.00
3.00
-
CBD Maintenance Operations
3.00
3.00
3.00
-
Library
43.14
43.64
43.63
(0.01)
Senior Center Operations
6.31
6.50
6.50
PCD Department Admin
2.55
2.55
2.55
Urban Planning
3.50
3.50
2.50
(1.00)
Neighborhood Services
1.00
1.00
1.00
-
Non -Grant Community Development
1.05
0.85
1.20
0.35
Human Services
-
0.15
0.15
Economic Develo ment
1.00
1.00
1.00
-
Total - General Fund
355.32
354.97
351.90
3.07
-72-
City of Iowa City
Personnel Comparison of Full -Time Equivalents
FY2011 - FY2013
* FTE count includes temporary permanent position(s), as follows:
Accounting: 1.0 Grant Accountant (FY2012 -2013)
Flood Recovery & Mitigation Grants: 2.0 Associate Planner (FY2011 -2013)
Capital Project Administration: 1.0 Systems Project Manager - ERP Software (FY2012 -2013)
-73-
Change
FY2011
FY2012
FY2013
in FTEs
Cost Center/ Operating Division
Adopted
Adopted
Adopted
FY2012 -2013
Parking Administration & Operations
32.75
32.75
29.25
(3.50)
Transit
56.25
56.25
51.75
(4.50)
Wastewater Treatment Admin. & Ops
25.60
25.40
25.40
-
Water Administration & Operations
32.75
32.75
32.75
-
Refuse Collection Admin. & Operations
20.35
20.35
20.35
-
Landfill Administration & Operations
15.50
17.50
17.50
-
Airport Operations
1.75
1.75
1.00
(0.75)
Cable TV Administration & Support
4.94
4.88
4.88
Local Access Pass Through
1.75
1.75
1.75
Storm Water Management Operations
1.90
2.10
2.10
Iowa City Housing Authority
13.25
13.25
1 13.13
0.12
Total - Business-Type Funds
206.79
208.73
199.86
8.87
Non - Reimbursable Personnel
0.26
0.55
0.55
-
Road Use Tax - Traffic Engineering
4.15
4.15
4.15
-
Road Use Tax - Street Maint. & Repair
25.50
25.50
25.50
-
UniverCity Neighborhood Partnership
0.20
0.20
-
CDBG Administration
1.28
1.28
1.23
(0.05)
CDBG Rehab - Project Delivery
1.60
1.60
1.40
(0.20)
HOME Administration
0.95
0.95
0.70
(0.25)
Flood Recovery & Mitigation Grants*
1.60
1.60
1.60
MPO of Johnson Co. - Administration
1.60
1.60
1.60
MPO of Jo. Co. - Transportation Planning
4.00
4.00
4.00
MPO of Jo. Co. - Human Services
1.00
1.00
-
(1.00)
Information Technology Services
11.30
11.80
10.86
(0.94)
General Fleet Maintenance
9.88
9.88
9.50
(0.38)
Equipment Replacement
1.38
1.38
1.25
(0.13)
Mail Service
0.75
0.75
0.75
Risk Management Administration
2.01
1.80
1.80
Library Development Office Salary
1.00
1.00
1.00
Capital Project Administration*
3.00
5.00
6.00
1.00
Total - Other Funds
71.26
74.04
72.09
1.95
GRAND TOTAL - ALL FUNDS:
1 633.371
637.741
623.85
13.89
* FTE count includes temporary permanent position(s), as follows:
Accounting: 1.0 Grant Accountant (FY2012 -2013)
Flood Recovery & Mitigation Grants: 2.0 Associate Planner (FY2011 -2013)
Capital Project Administration: 1.0 Systems Project Manager - ERP Software (FY2012 -2013)
-73-
City of Iowa City
FTE Reconciliation FY2012 - FY2013
-74-
FY2012 Amended
FY2013 Adopted
From To Net
From To Net
ion /Position
FTE changes by resolution during FY2011/2012:
Cable Television Division:
Community Programmer
1.00 - (1.00)
Media Production Services Coordinator
- 1.00 1.00
City Manager:
Assistant City Manager
1.00 - (1.00)
Assistant to the City Manager
- 1.00 1.00
Capital Projects Admin.: Special Projects Engineer
- 1.00 1.00
Equipment:
Buyer I - Equip.
0.50 0.75 0.25
Equipment Clerk
0.76 0.50 (0.26)
Library:
Librarian 11
7.16 7.00 (0.16)
Library Web Specialist
0.75 1.00 0.25
Library Assistant 11
1.75 1.00 (0.75)
Library Public Relations Specialist
- 0.65 0.65
12.92 13.90 0.98
2 FTE changes due to reassignment of cost center:
Information Tech. Services: Purchasing Clerk
- 0.06 0.06
Purchasing: Purchasing Clerk
1.00 0.94 (0.06)
Fire:
Captain /Inspector
1.00 - (1.00)
Firefighter
- 1.00 1.00
Police:
Patrol Officer
1.00 - (1.00)
Criminal Investigation Officer
- 1.00 1.00
CDBG
Associate Planner
0.45 0.25 (0.20)
Community Development Coord.
0.45 0.40 (0.05)
HOME Program: Associate Planner
0.50 0.25 (0.25)
Human Services: Associate Planner
- 0.15 0.15
Non -Grant Community Development:
Associate Planner
0.05 0.35 0.30
Community Development Coord.
0.10 0.15 0.05
Parking Admin. & Support:
Operations Supervisor - Trans. Services
2.50 3.00 0.50
M.W. I - Parking
4.00 4.50 0.50
Transit Operations:
Operations Supervisor - Trans. Services
3.50 3.00 (0.50)
M.W. I - Parking
1.00 0.50 0.50
15.55 15.55
-74-
City of Iowa City
FTE Reconciliation FY2012 - FY2013
Also of note, a number of significant changes occurred following formal adoption of the FY2013
budget which should be noted. An amendment will be prepared to reduce spending authority in
the following areas:
e Positions eliminated due to attrition:
FY2012 Amended
FY2013 Adopted
From
To
Net
From To Net
ion /Position
3 Positions eliminated due to attrition:
1.00 - (1.00)
Housing Inspector
1.00 - (1.00)
Airport - M.W. 1
1.00
-
(1.00)
Equipment: Equipment Clerk
0.50
-
(0.50)
Housing Authority: Section 8 Coord.
0.12
-
(0.12)
Human Rights: Human Rights Investigator
1.50
1.00
(0.50)
Info.Tech. Services: Sr. Programmer/ Analyst
1.00
-
(1.00)
MPO of Jo. Co.: Human Services Coordinator
1.00
-
(1.00)
Parking:
Parking Enforcement Attendant
6.50
5.00
(1.50)
Cashier
12.25
11.25
(1.00)
M.W. I - Parking Systems
4.50
3.50
(1.00)
M.W. II -Parking Systems (Night)
1.00
-
(1.00)
Transit:
Custodian
0.50
-
(0.50)
M.W. II -Transit
2.00
1.00
(1.00)
Urban Planning: Associate Planner
2.50
1.50
(1.00)
34.37
23.25
11.12
° Positions approved / eliminated
with the FY2013 Budget Proposal:
Airport Operations Specialist
0.75 1.00 0.25
Document Services: Doc. Services Specialist
2.00 - (2.00)
Transit Operations:
M.W. I -Transit
3.00 2.00 (1.00)
Body Repair Mechanic
1.00 -
6.75 3.00 3.75
Net Change FY2012 - FY2013:
(13.89)
Also of note, a number of significant changes occurred following formal adoption of the FY2013
budget which should be noted. An amendment will be prepared to reduce spending authority in
the following areas:
e Positions eliminated due to attrition:
From To
I Net
Housing Inspections:
Housing /Development Regulations Inspector
1.00 - (1.00)
Housing Inspector
1.00 - (1.00)
Iowa City Housing Authority: Housing Assistant
1.00 - (1.00)
Purchasing: Purchasing Clerk
0.75 - (0.75)
Wastewater: Wastewater Lab Tech
1.00 - 1.00
4.75 - (4.75)
e Positions approved by council resol
Finance Administration: Management Analyst
- 1.00 1.00
-75-
-76-
F
Y
2
0
1
3
GENERAL FUND SUMMARY
Revenues
Expenditures
Fund Balance
leiA01AMI0 to] 01Il
General Fund is the City's main operating fund and includes activities in the following
areas: Public Safety, Public Works, Health and Social Services, Cultural and Recreational
Activities, Community and Economic Development and General Government
Administration. We present a balanced budget for General Fund in FY2013, with
revenue and expenditures projected at $57.5 and $57.3 million, respectively. There are
no new service initiatives with this budget. Transit Operations will be reclassified as a
business -type activity outside of the General Fund as of July 1, 2012. This change is
discussed more thoroughly in this budget's transmittal letter and within the discussion of
Transit Operations' FY2013 budget highlights (page 270).
A. General Fund Revenue
Total Revenue:
% change from prior year
FY 2013 Budget
General Fund Revenue
$57,465,428
$59,448,715 $61,599,090 $ 57,465,428 $51,892,515 $51,025,282
33.1% 3.6%
Licenses & Intergovt.
Permits 5%
2%
Property
Taxes
64%
-6.7% -9.7% -1.7%
77-
Use Of Money
& Property
! c 1%
Charges For
Services
7%
IF Miscellaneous
3%
Other
Financing
Sources
c 1%
FY2011
FY2012
FY2013
FY2014
FY2015
Actual
Amended
Adopted
Projected
Projected
1. Property Taxes
34,609,092
36,473,734
36,640,690
37,634,349
38,760,286
2. Other City Taxes
10,224,345
10,449,163
10,367,283
3,826,666
1,850,659
3. Licenses & Permits
' 1,408,811 '
1,211,428 '
1,435,534 '
1,435,534 '
1,435,534
4. Use Of Money & Property
137,422
114,396
158,714
158,714
158,714
5. Intergo\,ernmental
3,393,060
3,855,983
2,642,643
2,608,634
2,594,870
6. Charges For SeMces
5,970,480
5,892,729
4,164,098
4,166,025
4,167,992
7. Miscellaneous
2,167,340
1,564,371
1,668,852
1,668,653
1,656,743
8. Other Financing Sources
1,538,165
2,037,286
387,614
393,940
400,484
Total Revenue:
% change from prior year
FY 2013 Budget
General Fund Revenue
$57,465,428
$59,448,715 $61,599,090 $ 57,465,428 $51,892,515 $51,025,282
33.1% 3.6%
Licenses & Intergovt.
Permits 5%
2%
Property
Taxes
64%
-6.7% -9.7% -1.7%
77-
Use Of Money
& Property
! c 1%
Charges For
Services
7%
IF Miscellaneous
3%
Other
Financing
Sources
c 1%
1. Property Taxes - Property tax revenue of $36.6 million is the primary funding
source for General Fund operations, providing an estimated sixty -four percent
(64 %) of total revenue in FY2013. There are a number of factors which
determine the City's tax levy each year: property valuations by class, the state's
annual Assessment Limitation Order (rollback), TIF district valuations and
rebates, statutory limits on individual tax levies, the City's own Financial and
Fiscal Policies, restrictions from external entities on other financing sources and
funding requirements for projected expenditures.
100% Assessment - Property valuations are set by the City and County Assessor.
State law requires that all real property be reassessed every two years, specifically
in odd - numbered years. Since 2002, valuations within the Iowa City corporate
limits have increased an average of eight percent (8 %) in revaluation years and
three percent (3 %) in non - revaluation years.
Certified valuations reported by the Johnson County Auditor's office for January 1,
2011 (a revaluation year), served as the basis for estimating property tax revenue
in FY2013. Their report indicates a 2.08% increase in total assessed value from
$4.43 billion to $4.53 billion in the last year.
Assessment Limitation Order / Rollback - The State of Iowa has a statutory
growth limitation of four percent (4 %) annually on taxable property valuations by
class (residential, commercial, industrial, etc). Each year, the Department of
Revenue's Assessment Limitation Order sets a `rollback' value by class which,
when applied, determines taxable valuations. An additional growth restriction is
applied to the residential valuations, limiting growth in taxable value to agricultural
valuations. In other words, the percentage change in taxable valuations for urban
residential property each year is limited to either four percent (4 %) or the growth in
agricultural property, whichever is lower.
The following graph illustrates the impact of the rollback on taxable valuations. In
FY2004 the residential rollback exempted $.75 billion of Iowa City's residential
assessed valuation. In FY2013 the residential rollback will exempt $1.6 billion of
residential assessed valuations. The rollback for FY2013 is 50.7518 %, compared
to 48.5299% for last year. This change amounts to an increase of 4.5% in taxable
valuation.
-78-
4.60
4.10
3.66
ti
0 3.16
m
c 2.66
2.16
3
1.66
1.16
6.60
6.10
100% Assessed vs. Taxable Residential
Valuations
IV ti ° °y ti ° °6 1 ° °� ti ° °$ 1 ° °9 �� ro °N ti °pry ti °��
Fiscal Year (FY)
Taxable Valuation - Iowa City's aggregate taxable valuation for FY2013 has
increased 4.25% for the debt service levy and 4.22% for operating levies over
FY2012.
2. Other City Taxes — This category, estimated at $10.4 million in FY2013, includes
local option sales tax revenue of $8.6 million, $740,000 in Hotel Motel Taxes,
$411,000 in gas and electric excise taxes, and $578,000 in utility franchise taxes.
a) Local Option Sales Tax: A one percent (1 %) sales tax was approved by voter
referendum on May 5, 2009, to provide funding for "remediation, repair and
protection of flood- impacted public infrastructure ". Sales tax revenue is being
receipted into the General Fund and transferred to the following capital projects
designated by city Council as priorities under this definition: relocation of
facilities at North Wastewater, elevation of North Dubuque Street and the
reconstruction of Park Road Bridge. The sales tax went into effect on July 1,
2009 and sunsets on June 30, 2013.
b) Hotel Motel Tax: This revenue source is a state - administered tax.
Estimated at $740,000 in FY2013, the seven percent (7 %) tax on gross
hotel /motel room rental receipts is distributed as follows:
Convention & Visitor's Bureau 25.00%
Police Patrol 47.50%
Parks & Recreational Facilities 27.50%
Total Hotel Motel 7% Tax 100.00%
-79-
�1J
Assessed
Valuation
Taxable
Valuation
IV ti ° °y ti ° °6 1 ° °� ti ° °$ 1 ° °9 �� ro °N ti °pry ti °��
Fiscal Year (FY)
Taxable Valuation - Iowa City's aggregate taxable valuation for FY2013 has
increased 4.25% for the debt service levy and 4.22% for operating levies over
FY2012.
2. Other City Taxes — This category, estimated at $10.4 million in FY2013, includes
local option sales tax revenue of $8.6 million, $740,000 in Hotel Motel Taxes,
$411,000 in gas and electric excise taxes, and $578,000 in utility franchise taxes.
a) Local Option Sales Tax: A one percent (1 %) sales tax was approved by voter
referendum on May 5, 2009, to provide funding for "remediation, repair and
protection of flood- impacted public infrastructure ". Sales tax revenue is being
receipted into the General Fund and transferred to the following capital projects
designated by city Council as priorities under this definition: relocation of
facilities at North Wastewater, elevation of North Dubuque Street and the
reconstruction of Park Road Bridge. The sales tax went into effect on July 1,
2009 and sunsets on June 30, 2013.
b) Hotel Motel Tax: This revenue source is a state - administered tax.
Estimated at $740,000 in FY2013, the seven percent (7 %) tax on gross
hotel /motel room rental receipts is distributed as follows:
Convention & Visitor's Bureau 25.00%
Police Patrol 47.50%
Parks & Recreational Facilities 27.50%
Total Hotel Motel 7% Tax 100.00%
-79-
c) Utility Replacement Excise Tax: The Gas and Electric Excise tax is collected
on the generation, distribution, and delivery of electricity and natural gas. This
tax replaced the taxation on utility property in 1999. Cities are required to
calculate property tax revenues with and without property valuations. The
calculated difference is required to establish the General Property Tax
Equivalents, the basis of the Iowa Department of Revenue distribution formula.
d) Utility Franchise Taxes on utility customers: Senate File 478 was enacted by
the Iowa state legislature during its 2009 session, establishing cities' right to
impose a franchise tax on gas and electric utilities. On February 16, 2010, the
Iowa City Council passed and approved an ordinance establishing a one
percent (1 %) tax to be expended for the following purposes:
1) Inspecting, supervising and otherwise regulating the MidAmerican
Energy Company's gas and electric franchises.
2) Public safety, including the equipping of fire, police and emergency
services.
3) Public infrastructure to support commercial and industrial economic
development.
Of the $853,000 estimate for FY2013, $578,000 will go to the City's General
Fund for maintenance of the right -of -way and operational costs associated with
Fire Station #4. The remaining $275,000 is for recurring Capital Improvement
Projects (CIP) in the right of way.
3. Licenses & Permits —
This category consists of revenue received for building and rental housing
permits /inspections, plumbing license and taxi license fees; beer, liquor and
cigarette permit/license fees (state regulated), sign permits, burial permits, animal
licensing and some miscellaneous fees. The FY2013 budget for Licenses and
Permits is estimated at $1.4 million. The Housing Inspections Division has
recommended an increase of 5% on rental inspections.
4. Use of Money & Property — This revenue source consists of interest income and
is budgeted at $158,714 for FY2013.
5. Intergovernmental revenue is estimated at $2.6 million in FY2013, a reduction
of $1.2 million in federal and state Transit operating grants. This revenue
category includes state and federal grants, 28 -E agreements, and contracts with
local governmental entities.
The majority of intergovernmental revenue is the result of 28E agreements with
local entities for services provided to area residents, as shown in the following
schedule. The largest of these agreements is for fire protection services to the
University of Iowa, estimated at $1.6 million in FY2013, with $1.4 million receipted
into the General Fund. The remainder is deposited into the Employee Benefits
Fund as reimbursement for a percentage of Fire employee benefits.
anz
*Note: Senior Center funding from Johnson County was proposed at $166,000 for FY2013, based on the percentage of
members living outside of Iowa City's corporate limits. Subsequent to budget adoption, the Johnson County Board
of Supervisors approved funding of $70,000. The FY2013 budget will be amended on July 1, 2012 to reflect this
change. Senior Center staff are working with city administrators in order to identify other potential funding sources
at this time.
6. Charges for Services are estimated at $4.2 million in FY2013. This revenue category
is reduced by the exclusion of Transit revenues of $1.6 million. Included within this
category is an administrative chargeback of $2.6 million to the City's proprietary funds
for services rendered by administrative divisions. Other divisions with fee -based
services include: Parks and Recreation, Police (special events, contracted services),
Fire (inspections), Housing & Inspection Services, Animal Care, and Cemetery
services.
7. Miscellaneous Revenue - Miscellaneous revenue is estimated to receive $1.7 million
in FY2013. This category includes a variety of revenue sources, including parking
fines ($480,000), magistrate court fines and surcharges related to code enforcement
($391,000) and library fines ($212,000).
-81-
FY2011
FY2012
FY2013
FY2014
FY2015
Intergovernmental Funding
Actual
Amended
Adopted
Projected
Projected
Local Governmental: 28E Agreements
Coralville, Johnson County & Other
Governments - Animal Services
$ 65,712
$ 92,500
$ 122,001
$ 122,001
$ 122,001
IC Comm. Schools - Mercer Pool
117,908
98,163
99,404
99,404
99,404
County, Univ Heights, Hills - Library
417,592
424,363
423,840
423,840
423,840
JohnsonCounty - SeniorCenter*
75,000
77,250
166,084
166,084
166,084
University Heights - Transit Services
32,844
33,279
-
-
-
UI, County, Coralville Contribution
Joint Public Safety Equipment Purchase
45,805
10,000
5,000
5,000
5,000
Local Governmental Revenue:
754,861
735,555
816,329
816,329
816,329
State Revenue:
Monies & Credits
25,352
13,000
13,000
13,000
13,000
Transit Assistance
503,330
355,099
-
-
-
Transit - Federal Pass -thru
91,035
91,035
-
-
-
Public Safety Grants
266,129
191,875
178,392
178,392
178,392
University of Iowa - Fire Protection
1,337,970
1,487,372
1,581,845
1,547,206
1,532,801
University of Iowa - Library Services
35,000
35,000
35,0001
35,630
36,271
Total State Revenue:
2,258,816
2,173,381
1,808,237
1,774,228
1,760,464
Federal Revenue:
Transit FTA Operating Grants
181,023
904,110
-
-
-
Public Safety Grants
27,405
40,137
17,203
17,203
17,203
FEMA Assistance / Reimbursements
159,224
-
-
-
-
Total Federal Revenue:
367,652
944,247
17,203
17,203
17,203
Misc. Other Intergovernmental
11,731
2,800
874
874
874
Total - Intergovernmental Funding:
$3,393,060
$3,855,983
$2,642,643
$2,608,634
$2,594,870
*Note: Senior Center funding from Johnson County was proposed at $166,000 for FY2013, based on the percentage of
members living outside of Iowa City's corporate limits. Subsequent to budget adoption, the Johnson County Board
of Supervisors approved funding of $70,000. The FY2013 budget will be amended on July 1, 2012 to reflect this
change. Senior Center staff are working with city administrators in order to identify other potential funding sources
at this time.
6. Charges for Services are estimated at $4.2 million in FY2013. This revenue category
is reduced by the exclusion of Transit revenues of $1.6 million. Included within this
category is an administrative chargeback of $2.6 million to the City's proprietary funds
for services rendered by administrative divisions. Other divisions with fee -based
services include: Parks and Recreation, Police (special events, contracted services),
Fire (inspections), Housing & Inspection Services, Animal Care, and Cemetery
services.
7. Miscellaneous Revenue - Miscellaneous revenue is estimated to receive $1.7 million
in FY2013. This category includes a variety of revenue sources, including parking
fines ($480,000), magistrate court fines and surcharges related to code enforcement
($391,000) and library fines ($212,000).
-81-
A
8. Other Financing Sources include proceeds from the sale of assets, allocation of
funds to equipment replacement reserves, and operating support from other funds
for specific staff positions. The category is budgeted at $388,000 in FY2013.
Transactions that occurred within this category in prior years include the following:
capital project funding of $3.9 million to 420th Street industrial park from the
General Fund cash balance. Also, $1.5 million for Fire Station #4 construction, this
transaction and the remodeling of Fire Station #2 were financed by loans from the
Landfill fund. Future years require the General Fund to repay annual principal and
interest payments to the Landfill fund.
GENERAL FUND EXPENDITURES
%Change 7.5% 60.6% -29.5% -9.2% -1.5%
General Fund Expenditures
FY2013: $57,251,568
Personnel
60%
Transfers
Out
21%
-82-
Supplies
14%
Services
_3%
i
__Capital
Outlay
2%
FY2011
FY2012
FY2013
FY2014
FY2015
Actual
Amended
Adopted
Projected
Projected
1. Personnel
34,092,828
38,440,699
34,083,692
35,473,962
36,695,826
2. Services
8,881,362
9,845,103
7,823,727
8,040,831
7,929,906
3. Supplies
2,039,948
2,784,206
1,497,222
1,526,313
1,555,961
4. Capital Outlay
1,895,070
1,577,387
1,365,034
1,046,950
1,055,808
5. Transfers Out
3,635,447
28,156,340
12,144,393
5,540,843
3,599,968
6. Contingency
-
362,638
337,500
337,500
337,500
Total Expenditures:
50,544,655
81,166,373
57,251,568
51,966,399
51,174,969
%Change 7.5% 60.6% -29.5% -9.2% -1.5%
General Fund Expenditures
FY2013: $57,251,568
Personnel
60%
Transfers
Out
21%
-82-
Supplies
14%
Services
_3%
i
__Capital
Outlay
2%
1. Personnel — Personnel costs account for approximately sixty percent (60 %) of
budgeted expenditures within the General Fund in FY2013. Total costs are $4.3
million less than last year due to the reclassification of Transit Operations and the
return to 26 paydays per annum (versus 27 paydays in FY2012). Employee benefit
costs are discussed in greater detail in this document's transmittal letter.
2. Services — Expenditures for services are budgeted at $7.8 million in FY2013. Initial
projections were based on FY2011 actual expenditures and projected at two percent
(2 %) annually. This is in line with the Consumer Price Index for All Urban
Consumers (CPI -U) from May, 2012 (excluding food and energy), which indicates a
2.3% change in service expenditures from May, 2011.
A number of operating costs within the services category have more specific
inflationary guidelines and methods of projection. This includes funding for the self -
insured Risk Management (Loss Reserve) Fund; liability, fire & casualty insurance
premiums; professional and consultant services; internal service fund charges
(Equipment, Information Technology Services, Risk Management, and Central
Services); training & education; building and equipment repair and maintenance
services; vehicle and equipment rentals. These costs are adjusted individually by
year, based on specific operating plans and projects, claims /loss history, trend
analysis, and operations - specific needs, by year.
The Services category also includes funding for Community and Economic
Development initiatives such as Aid to Human Service Agencies, Community Event
Funding, support to the Iowa City Coralville Convention & Visitors Bureau, and
Community and Economic Development Assistance, as follows:
$276,173 Aid to Human Service Agencies
$120,882 Community Event/ Program Funding
$186,382 ICCVB — Community / Economic Development Assistance
$151,016 Economic Development Assistance
Reclassification of Transit Operations reduced this category by $1.3 million in
FY2013. When excluding Transit Operations from FY2012 expenditures for analytic
purposes, the services expenditure category is up only half a percent (.5 %) in
FY2013.
3. Supplies - Supplies consist primarily of commodities that are consumed or depleted,
such as office and cleaning supplies, vehicle fuel and materials for repair and
maintenance of buildings, streets, and equipment. Individual items under $5,000
which may have been categorized as capital outlay in prior years are now budgeted
within the supplies category for FY2012 and beyond. This adjustment is in line with
the capitalization threshold utilized in the comprehensive annual financial report.
4. Capital Outlay — General Fund capital outlay is budgeted at $1.4 million in FY2013
and includes police vehicle replacements, library materials, operating equipment,
and building maintenance and improvements of $5,000 or greater.
-83-
5. Transfers Out — This category is budgeted at $9.3 million in FY2013. Transfers out
include local option sales tax funding of $8.5 million for the Iowa City Gateway
Project (Dubuque Street and Park Road Bridge). The FY2012 budget has carryover
appropriation authority of $28.2 million. That includes project funding for the Iowa
City Gateway Project in the amount of $9.2 million and project funding for the South
Wastewater Plant Expansion in the amount of $12.6 million. These two projects
utilize the one cent sales tax revenue for flood impacted infrastructure. Also in
FY2012, there is a transfer of $3.8 million to the 420th Street Industrial Park and
loan financing of $1.5 million for the construction of Fire Station #4.
6. Contingency — A General Fund contingency amount is established each fiscal year
for those unforeseen expenditures that arise following formal adoption of the annual
budget. This amount is available for reappropriation by formal amendment, subject
to recommendation from the Finance Director and City Manager, and approval by
City Council. Contingency is budgeted at 3/4 of one percent (1 %) of General Fund
expenditures (excluding transfers) - approximately $337,500 in FY2013.
C. FUND BALANCE
It is part of the City's Financial Reserves policy that General Fund's unassigned fund
balance not fall below fifteen percent (15 %) of expenditures, with a ceiling of twenty -
five percent (25 %). During the FY2010 budget process, City Council further revised
this policy, stating that fund balance in excess of twenty -five percent (25 %) of
expenditures could be considered for tax relief. In FY2012, $3.8 million of the
unassigned balance was utilized to finance the 420th Street Industrial Park in lieu of a
loan from the Landfill fund.
General Fund's unassigned fund balance is relied upon to provide cash flow during the
first quarter of the fiscal year as the majority of property taxes are not received until
October /November. The following chart demonstrates how expenditures have
exceeded receipts in the first three months over the past ten years.
3 Months
Sept.
Receipts
Expenditures
Shortfall
FY2012
$ 12,090,490
$ 15,441,933
$ (3,351,443)
FY2011
8,976,380
13,778,695
(4,802,315)
FY2010
8,934,768
13,186,810
(4,252,042)
FY2009
6,496,526
13,877,093
(7,380,567)
FY2008
7,041,379
12,484,773
(5,443,394)
FY2007
7,881,225
13,014,632
(5,133,407)
FY2006
6,315,525
12,105,987
(5,790,462)
FY2005
6,040,943
10,889,278
(4,848,334)
FY2004
4,595,488
11,049,590
(6,454,102)
FY2003
4,806,797
9,410,440
(4,603,643)
-84-
In February, 2009, the Government Finance Officers Association (GFOA) released
GASB Statement No. 54, which redefines the terminology used for fund balance
reporting. Following is a summary of General Fund balances utilizing the new
definitions.
General Fund
Assigned, Committed & Restricted Fund Balance
FY2011 FY2012 FY2013 FY2014 FY2015
Actual Amended Adopted Projected Projected
Unassigned: $ 18,508,052 $ 14,974,708 $ 15,250,990 $ 15,239,528 $ 15,152,263
Assigned:
(Available for current and/ or future operations)
Fire Dept. Donations
500
500
500
500
500
Honor Guard Donation
1,054
1,054
1,054
1,054
1,054
Police Department Donations
1,448
1,448
1,448
1,448
1,448
Cemetery Flags & Flagpoles Program
1,212
1,212
1,212
1,212
1,212
$
4,215 $
4,215 $
4,215 $
4,215 $
4,215
Committed:
(Available for current and/ or future operations)
Library Equipment Replacement Reserve
Park Land Acquisition Reserve
Library Computer Replacement Reserve
Park Land Development Reserve
Transit Reserve: Grant & Levy Restrictions
Fire Equipment Replacement Reserve
Restricted
(Not available for general operations)
Police Forfeiture Share
Local Option Sales Tax
Restricted Cash (Develop /Constr Escrows)
Restricted Fund Balance:
(Forfeitures, Dev. /Constr. Escrows)
103,721
123,175
142,629
162,083
181,537
185,733
185,733
185,733
185,733
185,733
97,564
140,532
183,500
226,468
269,436
23,437
23,437
23,437
23,437
23,437
1,920,703
-
-
-
-
487,207
487,207
487,207
487,207
487,207
$ 2,818,365 $
960,084 $
1,022,506 $
1,084,928 $
1,147,350
440,995 440,995 440,995 440,995 440,995
14,050,814 - - - -
1,629,765 1,629,765 1,629,765 1,629,765 1,629,765
$ 16,121,574 $ 2,070,760 $ 2,070,760 $ 2,070,760 $ 2,070,760
General Fund Ending Fund Balance $ 37,452,206 $ 18,009,766 $ 18,348,470 $ 18,399,430 $ 18,374,587
Unassigned Fund Balance 37% 18% 27.0 29% 30%
as a % of Expenditures:
-85-
Fund: 1000 General
CITY OF IOWA CITY, IOWA
Financial Plan for 2013 - 2015
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance 28,548,145 37,452,205 17,884,922 18,098,782 17,881,868
Property Taxes
34,609.,092
36,473,734
36,640,690
37,634,349
38,760,286
Other City Taxes
10,224,345
10,449,163
10,367,283
3,826,666
1,850,659
Licenses And Permits
215,468
186,679
194,803
194,803
194,803
Construct. Permit & Inspect. Fees
1,193,343
1,024,749
1,240,731
1,097,701
1,240,731
Federal Intergovt. Revenue
367,652
944,247
17,203
17,203
17,203
State Intergovt. Revenue
2,243,761
2,160,381
1,795,237
1,761,228
1,747,464
Property Tax Credits
35,250
24,929
24,898
24,898
24,898
Local Intergovernmental Revenue
756,136
738,165
817,044
817,044
817,044
Building & Development Fees
275,558
283,847
270,973
270,973
270,973
Transit Fees
1,060,227
1,034,714
Culture And Recreation
772,659
716,841
837,108
837,108
837,108
Misc. Charges For Services
179,203
210,889
220,771
222,698
224,665
Miscellaneous Rev.
105
10
10
10
Code Enforcement
411,418
283,581
411,418
411,418
411,418
Parking Fines
479,911
541,723
479,911
479,911
479,911
Library Fines & Fees
211,610
204,827
211,610
211,610
211,610
Contrib & Donations
104,720
30,981
41,475
41,475
41,475
Animal Adoption
12,268
11,270
12,268
12,268
12,268
Misc Merchandise
61,383
61,748
63,128
63,128
63,128
Intra -city Charges
2,779,569
2,687,672
2,627,333
2,627,333
2,627,333
Other Misc Revenue
268,351
261,142
263,810
263,611
263,701
Special Assessments
3,322
Interest Revenues
111,286
87,500
107,205
107,205
107,205
Rents _
486,710
446,457
373,894
373,894
373,894
Pkg Ramp Revenue
548,065
655,582
20,520
20,520
20,520
Royalties & Commissions
27,011
26,983
26,491
26,491
26,491
Disposal Of Assets
557,747
45,500
94,650
94,650
94,650
Road Use Tax
64,410
69,996
70,582
73,078
75,600
Intrafund Reserve Transfers
325,810
216,398
87,422
87,422
87,422
From Water Operations
20,438
23,034
23,784
25,316
26,947
From Wastewater Operations
20,438
23,034
23,784
25,316
26,947
From Airport Operations
10,219
11,517
11,892
12,658
13,418
From Broadband
55,000
55,000
55,000
55,000
55,000
From Ic Housing Authority
18,000
18,000
18,000
18,000
18,000
Interfund Loans
887,274
1,568,867
Misc Transfers In
9,546
5,940
2,500
2,500
2,500
Loan Repayments
41,410
12,000
12,000
12,000
Total Receipts
59,448,715
61,599,090
57,465,428
51,749,485
51,025,282
Personnel
34,092,828
38,440,699
34,083,692
35,473,962
36,695,826
services
8,881,362
9,845,103
7,823,727
8,040,831
7,929,906
Supplies
2,039,948
2,784,206
1,497,222
1,526,313
1,555,961
Capital Outlay
1,895,070
1,577,387
1,365,034
1,046,950
1,055,808
Transfers Out
3,635,447
28,306,340
12,144,393
5,540,843
3,599,966
Contingency
362,638
337,500
337,500
337,500
Total Expenditures
50,544,655
81,316,373
57,251,568
51,966,399
51,174,969
Ending Balance
37,452,205
17,734,922
18,098,782
17,881,868
17,732,181
Restricted / Committed /Assigned
18,944,154
3,035,059
3,097,481
3,159,903
3,222,325
Unassigned Balance
18,508,051
14,699,863
15,001,301
14,721,965
14,509,856
of Expenditures
37 %
18 $
26
28 $
28 %
-86-
CITY OF IOWA CITY, IOWA
FY2013 BUDGET
MAJOR REVENUES BY OBJECT
Account
Description
FY2011
Actual
FY2012
Budget
FY2013
Adopted
Budget
Amt Chgd %
From
FY2012
Changed
From
FY2012
Taxes
Property Taxes
26,168,279
26,809,007
27,935,432
1,126,425
Other City Taxes
10,224,345
10,449,163
10,367,283
- 81,880
Total Taxes
36,392,624
37,258,170
38,302,715
1,044,545
2.80
Licenses And Permits
Licenses & Permits
1,408,811
1,211,428
1,435,534
224,106
Total Licenses And Permit
1,408,811
1,211,428
1,435,534
224,106
18.50
Intergovernmental Revenue
Federal Grants
208,428
944,247
17,203
- 927,044
FEMA Reimbursements
159,224
State Grants
870,791
638,009
178,392
- 459,617
Miscellaneous State Revenu
35,250
24,929
24,896
-31
28E Agreements
2,129,106
2,260,537
2,433,889
173,352
Total Intergovernmental R
3,402,799
3,867,722
2,654,382
- 1,213,340
-31.37
Governmental Charges For Services
Building & Development Fee
275,558
283,847
270,973
- 12,874
Police Services
101,050
116,816
110,970
-5,846
Animal Care Servs
24,347
23,171
24,347
1,176
Fire Services
7,179
20,022
9,779
- 10,243
Culture And Recreation
772,545
716,749
836,994
120,245
Library Chgs For Servs
114
92
114
22
Misc Chg For Sery
51,655
53,863
80,703
26,840
Total Governmental Charge
1,232,448
1,214,560
1,333,880
119,320
9.82
Charges For Services Business
Type Activ
Water Charges For Services
7,240
8,287
7,240
-1,047
Refuse Charges For Service
1,620
Transit Fees
1,060,227
1,034,714
- 1,034,714
Total Charges For Service
1,069,087
1,043,001
7,240
- 1,035,761
-99.31
Miscellaneous Rev
Fines & Fees
1,102,939
1,030,131
1,102,939
72,808
Contrib & Donations
104,720
30,981
41,475
10,494
Intra -city Charges
2,779,569
2,687,672
2,627,333
- 60,339
Other Misc Revenue
355,230
349,873
353,439
3,566
Total Miscellaneous Rev
4,342,458
4,098,657
4,125,186
26,529
.65
Special Assessments
Special Assessments
3,322
Total Special Assessments
3,322
Use Of Money & Property
Interest Revenues
111,286
87,500
107,205
19,705
Rents
486,710
448,457
373,894
- 74,563
Pkg Ramp Revenue
548,065
655,582
20,520
- 635,062
Total Use Of Money & Prop
1,146,061
1,191,539
501,619
- 689,920
-57.90
Other Financing Sources
Sale Of Assets
130,413
45,500
94,650
49,150
Employee Benefits Levy Tra
8,435,816
9,664,727
8,705,258
- 959,469
Emergency Levy Transfer In
4,997
From Road Use Tax
64,410
69,996
70,582
586
Miscellaneous Other Operat
325,810
216,398
87,422
- 128,976
-87-
CITY OF IOWA CITY, IOWA
FY2013 BUDGET
MAJOR REVENUES BY OBJECT
Account
Description
FY2011
Actual
FY2012
Budget
FY2013
Adopted
Budget
Amt Chgd %
From
FY2012
Changed
From
FY2012
From Water Operations
20,438
23,034
23,784
750
From Wastewater Operations
20,438
23,034
23,784
750
From Airport Operations
10,219
11,517
11,892
375
From Broadband
55,000
55,000
55,000
From IC Housing Authority
18,000
18,000
18,000
Misc Transfers In
9,546
5,940
2,500
-3,440
Interfund Loan Proceeds
887,274
1,568,867
- 1,568,867
External Loan Proceeds
41,410
12,000
12,000
Insurance Recoveries
427,334
Total Other Financing Sou
10,451,105
11,714,013
9,104,872
- 2,609,141
-22.27
Total REVENUES
59,448,715
61,599,090
57,465,428
- 4,133,662
-6.71
anz
CITY OF IOWA CITY, IOWA
FY2013 BUDGET
MAJOR EXPENDITURES BY OBJECT
Account
Description
FY2011
Actual
FY2012
Budget
FY2013
Adopted
Budget
Amt Chgd %
From
FY2012
Changed
From
FY2012
Personnel
Salaries & Wages
25,112,438
28,174,556
24,828,191
- 3,346,365
Social Security Contrib
1,305,381
1,455,257
1,219,789
- 235,468
Retirement Contributions
2,721,308
3,746,216
3,745,964
-252
Other Employee Benefits
4,953,701
5,064,670
4,289,748
- 774,922
Total Personnel
34,092,828
38,440,699
34,083,692
- 4,357,007
-11.33
Services
Court Services
26,052
25,819
26,643
824
Professional Serv.
676,131
819,972
789,836
- 30,136
Medical Services
61,666
72,186
65,400
-6,786
Mailing & Data Services
333,426
339,615
357,141
17,526
Training & Educ.
295,799
406,245
388,927
- 17,318
Insurance
1,064,631
987,892
670,017
- 317,875
Utility Services
794,612
849,442
750,126
- 99,316
Repair & Maint.
643,967
886,995
739,043
- 147,952
Specialized Services
580,815
693,178
641,165
- 52,013
Intra -city Chargebacks
2,150,242
2,301,626
2,293,803
-7,823
Grants / Loans
1,804,014
1,966,313
734,453
- 1,231,860
Miscellaneous Charges & Fe
450,007
495,820
367,173
- 128,647
Total Services
8,881,362
9,845,103
7,823,727
- 2,021,376
-20.53
Supplies
General Supplies
409,343
612,269
501,513
- 110,756
Operating Supplies
635,521
778,444
812,831
34,387
Fuels & Lubricants
547,975
659,058
5,442
- 653,616
Repair & Maint.
447,109
734,435
177,436
- 556,999
Total Supplies
2,039,948
2,784,206
1,497,222
- 1,286,984
-46.22
Capital Outlay
Land & Buildings
255,765
79,920
109,500
29,580
Improvements Other Than Bu
307,048
159,749
43,600
- 116,149
Rolling Stock
255,739
312,338
338,000
25,662
Operating Equipment
286,229
334,423
230,719
- 103,704
IT Hardware /Software
177,226
63,113
- 63,113
Library Materials
613,063
627,844
643,215
15,371
Total Capital Outlay
1,895,070
1,577,387
1,365,034
- 212,353
-13.46
Other Financial Uses
Transfers Out
3,635,447
28,156,340
12,144,393
- 16,011,947
Contingency
362,638
337,500
- 25,138
Total Other Financial Use
3,635,447
28,518,978
12,481,893
- 16,037,085
-56.23
Total EXPENDITURES
50,544,655
81,166,373
57,251,568
- 23,914,805
-29.46
Net REVENUE /EXPENDITURES
- 8,904,060
19,567,283
- 213,860
- 19,781,143
- 101.09
-89-
-90-
F
A
2
O
1
3
GOVERNMENT ACTIVITIES
PUBLIC SAFETY
Police
Animal Services
Deer Control
Fire
Housing & Inspection Services
POLICE DEPARTMENT SUMMARY
OW7
66:1
Police Chief:
Field Operations:
Administrative Services:
Administrative Office Location:
Phone (Front desk /non - emergency):
MISSION STATEMENT /GOALS
Sam Hargadine
Captain Rick Wyss
Captain Jim Steffen
410 E. Washington St.
(319) 356 -5275
The mission of the Iowa City Police Department is to protect the rights of all persons
within its jurisdiction to be free from crime, to be secure in their possessions, and to live
in peace. By pursuing the goals of education, prevention and enforcement, it is the
primary objective of the Iowa City Police Department to pursue the ideal of a community
free from crime and disorder in a fair, responsive, collaborative and professional
manner.
The Police Department's goals further the City's strategic plan goals of: Neighborhood
Stabilization, Planning and Development of the Downtown and Near Downtown Areas,
and Coordinated Communication and Customer Service Orientation.
OBJECTIVES
1. Addressing the downtown bar scene, neighborhood house parties and the
related underage drinking and intoxication related offenses.
2. Minimizing the effects of gangs and drugs on the community.
3. Establishing strategies to free up officer time for increasing Community Policing
presence.
4. Effectively utilize the new Juvenile Investigator that was added to the
Investigations Unit to address growing problems related to juvenile crime.
-91-
U A N Wei NLVA /eU M :8 LVA I :riW11 N:RN
'A full performance measure report is available in Appendix A of this document.
FY 2012 HIGHLIGHTS
This past year saw a couple of major projects come to fruition. For years the police
department has needed to move its evidence storage from the basement of the Wilson
Building due to deteriorating conditions. Mold and rodents were a constant problem and
space is limited within the Police Department. For at least five years we have relocated
our evidence storage in the basement of the Water Treatment Facility. Knowing that this
is a temporary solution it gives us time to participate in a space needs study and lobby
for new quarters for future expansion.
The second project was the completion of the Joint Emergency Communications Center
(JECC) where two 911 answering centers were merged into one state of the art
dispatching center. The police department lost 12 communication dispatch employees,
but gained five Station Master positions that run the front desk operation 24 hours a
day, seven days a week.
Major ordinance revisions occurred during this year. A juvenile curfew was enacted by
the City Council and a "21 Only" bar ordinance was enacted also by council and later
upheld by the voting citizens. Both of these ordinances have had a favorable impact on
the quality of life in Iowa City. Citizen involvement and organized neighborhoods
contributed greatly as well.
-92-
2007
2008
2009
2010
Total PAULA Arrests
(Objective #1)
1002
879
852
529
Total DUI Arrests
(Objective #1)
486
424
419
319
Total Violent Crimes
253
259
247
188
(Objective #2)
Total Property Crimes
1526
1688
1575
1541
(Objective #2)
Number of Officers
73
72
74
80
(Objective #3)
Total Juvenile Violent
Crime Arrests
9
16
15
Not available
Objective #4
Total Juvenile Property
Crime Arrests
114
118
96
Not available
Objective #4
'A full performance measure report is available in Appendix A of this document.
FY 2012 HIGHLIGHTS
This past year saw a couple of major projects come to fruition. For years the police
department has needed to move its evidence storage from the basement of the Wilson
Building due to deteriorating conditions. Mold and rodents were a constant problem and
space is limited within the Police Department. For at least five years we have relocated
our evidence storage in the basement of the Water Treatment Facility. Knowing that this
is a temporary solution it gives us time to participate in a space needs study and lobby
for new quarters for future expansion.
The second project was the completion of the Joint Emergency Communications Center
(JECC) where two 911 answering centers were merged into one state of the art
dispatching center. The police department lost 12 communication dispatch employees,
but gained five Station Master positions that run the front desk operation 24 hours a
day, seven days a week.
Major ordinance revisions occurred during this year. A juvenile curfew was enacted by
the City Council and a "21 Only" bar ordinance was enacted also by council and later
upheld by the voting citizens. Both of these ordinances have had a favorable impact on
the quality of life in Iowa City. Citizen involvement and organized neighborhoods
contributed greatly as well.
-92-
PATROL
1 Captain
3 Lieutenants
6 Sergeants
53 Police Officers
4 Community Service Officers
1 Community Service Officer- Evidence
Police
Chief of Police
ADMINISTRATION
1 Police Captain
1 Sergeant
1 Administrative Secretary
1 Computer Systems Analyst
CRIMINAL INVESTIGATION
1 Lieutenant
1 Sergeant
8 Police Officers
CRIME PREVENTION
1 Crime Prevention Officer
GRANTS
1 Domestic Violence Grant Police Officer
1 Jo. County Task Force Grant Officer
-93-
RECORDS & IDENTIFICATION
1 Police Sergeant
1 Records Supervisor
2 Senior Records Clerks
2 Records Clerks
STATIONMASTER
5 CSO /Station Masters
ANIMAL SERVICES
1 Animal Control Supervisor
2 Animal Services Officers
1 Animal Care Assistant
2 Animal Care Technicians
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Class: 42100 Police Summary
-94-
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
8,909,004
10,584,469
10,751,375
11,291,783
11,776,676
Other City Taxes
528,240
370,500
354,125
354,125
354,125
Fed Intergov Rev
27,405
17,203
17,203
17,203
17,203
Other State Grants
266,129
191,875
178,392
178,392
178,392
Local Govt 26e Agreements
45,805
10,000
5,000
5,000
5,000
Police Services
101,050
116,816
110,970
112,897
114,864
Fire Services
4,345
9,822
4,345
4,345
4,345
Code Enforcement
2,989
2,354
2,989
2,989
2,989
Printed Materials
18,166
24,150
21,000
21,000
21,000
Other Misc Revenue
27,007
14,650
20,562
20,651
20,741
Interest Revenues
214
214
214
214
Sale Of Assets
55,622
37,200
37,200
37,200
MisC Transfers In
4,776
Total Receipts
9,990,752
11,341,839
11,503,375
12,045,799
12,532,749
Personnel
8,723,202
9,867,055
9,990,295
10,582,148
11,060,757
Services
815,138
1,011,119
932,746
943,324
953,758
Supplies
204,666
182,727
296,534
302,327
308,234
Capital Outlay
223,680
280,938
283,800
218,000
210,000
other Financial Uses
24,066
Total Expenditures
9,990,752
11,341,839
11,503,375
12,045,799
12,532,749
- - -- FIE
- - --
Personnel Services
2012
2013
Capital Outlay
2013
ADMINISTRATIVE SECRETARY
1.00
1.00
1 CSO truck
25,000
COMM SERV OFFICER - EVIDENCE
1.00
1.00
4 Police Marksman Sniper
Rifles
16,300
COMMUNITY SERVICE OFFICER
4.00
4.00
6 marked and 1 unmarked
squad car
204,000
COMPUTER SYST ANALYST - POLIC
1.00
1.00
Marked squad car equipment
24,000
CSO /STATION MASTER
5.00
5.00
Police canine replacement
(1)
14,500
POLICE CAPTAIN
2.00
2.00
POLICE CHIEF
1.00
1.00
POLICE LIEUTENANT
4.00
4.00
POLICE OFFICER
64.00
64.00
POLICE RECORDS CLERK
2.00
2.00
POLICE SERGEANT
9.00
9.00
RECORDS SUPERVISOR
1.00
1.00
SR POLICE RECORDS CLERK
2.00
2.00
97.00
97.00
283,800
-94-
DEPARTMENT: POLICE
DIVISION: ADMINISTRATION
DESCRIPTION OF ACTIVITIES
The Police Department's administration division is responsible for oversight of
police computer and technology systems, property and evidence, training and
accreditation, planning and research and the following operating budgets:
• Patrol
• Criminal Investigations
• Records & Identification
• Station Master
• School Crossing Guards
• Training Intervention Procedures (TIPS) & Citizens Police Academy
• Johnson County Task Force Grant
• Domestic Violence Grant
• Animal Services
Computer and Technology Systems:
One civilian employee is tasked with the responsibility for the police information
technology, CAD system support, records integration and technology for the
Police Department. This includes wireless solutions and communication
upgrades and the day to day support of all police computer hardware and
software both in the station and mobile applications in the field. He is
responsible to coordinate preparation, testing and implementation of computer
programs and systems for department operations, assists in development of
computer applications for the police department, coordinates computer usage,
training, hardware and software maintenance and implementation, acts as liaison
and interfaces with other city /outside agencies. He is also responsible to
formulate computer system requirements and procedures for processing data,
analyzes existing procedures and information requirements for computer
applications, troubleshoots computer hardware and software problems and other
police - related technology problems and determines the appropriate corrective
action. This position maintains inventories, orders specialized computer supplies
and equipment and provides computer training and education for department
staff as required. Additionally, he participates in intra - governmental and
-95-
intergovernmental teams to evaluate technology - related projects, monitors
systems use, participates in professional development to remain current on
computer and other technology innovations and makes recommendations as
needed.
Property and Evidence:
Property and Evidence maintain all property turned in to the department,
including found property and that which is held for evidentiary purposes.
Evidentiary items are prepared by staff for transport to applicable lab facilities,
carefully recording the disposition of property when it is removed from the
department. Staff is also responsible for the return and final disposition of the
property.
Training and Accreditation:
This position is responsible for coordinating, documenting, and developing all the
training for the Iowa City Police Department. Another large portion of his duties
is to oversee the review of current general orders and the generation of new
orders as part of the CALEA Accreditation process.
Planning and Research:
Staff assigned to Planning and Research provide analysis of statistical
information in order to identify trends in the community. This helps determine
how departmental resources are best deployed. Planning and Research also
ensures the integrity of departmental documentation, and serves as the Media
Public Information Officer.
-96-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 421100 Police Department Administration
Total Expenditures 672,430 734,723
Personnel Services
ADMINISTRATIVE SECRETARY
COMPUTER SYST ANALYST - POLIC
POLICE CAPTAIN
POLICE CHIEF
POLICE SERGEANT
- -- FTE - --
2012 2013
1.00
2011
2012
689,672
Actual
Estimate
Property Tax - General Levy
667,654
734,723
Misc Transfers In
4,776
Total Receipts
672,430
734,723
Personnel
612,425
681,843
Services
50,868
37,559
Supplies
9,137
15,321
Total Expenditures 672,430 734,723
Personnel Services
ADMINISTRATIVE SECRETARY
COMPUTER SYST ANALYST - POLIC
POLICE CAPTAIN
POLICE CHIEF
POLICE SERGEANT
- -- FTE - --
2012 2013
1.00
765,283
1.00
689,672
1.00
64,423
1.00
11,188
1.00
1.00
1.00
1.00
1.00
1.00
5.00 5.00
-97-
2013 2014 2015
Budget Projection Projection
741,344 765,283 785,854
741,344
765,283
666,336
689,672
64,039
64,423
10,969
11,188
741,344 765,283
Capital Outlay
785,854
709,976
64,468
11,410
785,854
0163491
DEPARTMENT: POLICE DEPARTMENT
DIVISION: PATROL
DESCRIPTION OF ACTIVITIES
Personnel assigned to patrol operations are responsible for responding to calls for
service and in- progress crimes. The officers assigned to the Uniform Patrol section
carry out these duties year round, around the clock. Additionally, they participate in
proactive patrol, enforce applicable laws, and are responsible for providing the
community a point of contact for events which occur within their assigned area or "beat ".
Officers assigned to the Patrol section are assigned to a specific watch, which is
generally an eight -hour block of time during which the officer carries out their duties.
The beat to which the officers are assigned is determined by the Watch Commander,
who holds the rank of Lieutenant, and Field Supervisors, who hold the rank of Sergeant.
Once officers are assigned to a beat, they are generally responsible for providing a
police response to all incidents which occur in that beat during their watch. Beat officers
are expected to establish or enhance communication between the Department and
those residents, business employees, school officials and others within their beat so
that the Department can be responsive to concerns. The beat officer is truly the "face of
the Department" for many residents. Within the patrol unit, Officers are selected to
receive specialized training, to including a Special Response Team, Crisis Negotiation
Team, two K9 Units, one member on the Johnson County Metro Bomb Team, Field
Training Officers and Crime Scene Technicians.
Revenue: While the majority of the Patrol Division's revenue comes from General Levy
property taxes, the Division does receive revenue from the reimbursement of costs
associated with special events, the hotel /motel tax, and a small number of grants. The
revenue generated from special event contracted patrol services is typically associated
with events that require street closure; these revenues are reflected in cost center
421240.
-98-
Fund: 1000 General
Center: 421220 Patrol
Property Tax - General Levy
other City Taxes
Fed Intergov Rev
Other State Grants
Local Govt 28e Agreements
Police Services
Fire Services
Code Enforcement
Other Misc Revenue
Interest Revenues
Sale Of Assets
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011
Actual
2012
Estimate
2013
Budget
2014
Projection
2015
Projection
6,237,376
7,564,878
7,671,570
8,075,663
8,443,302
528,240
370,500
354,125
354,125
354,125
11,691
138,625
238,544
243,242
248,033
86,875
22,000
22,000
22,000
22,000
204,000
10,000
5,000
5,000
5,000
480
1,160
460
480
480
4,345
9,822
4,345
4,345
4,345
2,989
2,354
2,989
2,989
2,989
20,878
10,500
14,079
14,079
14,079
214
214
214
214
55,622
37,200
37,200
37,200
6,948,710
7,991,214
8,112,002
8,516,095
8,883,734
6,040,585
6,951,364
6,959,231
7,416,641
7,779,553
534,204
620,287
630,427
638,212
646,148
152,451
138,625
238,544
243,242
248,033
221,470
280,938
283,800
218,000
210,000
6,948,710 7,991,214 8,112,002 8,516,095 8,883,734
Personnel Services
- - -- FIE
2012
- - --
2013
Capital Outlay
2013
COMM SEEN OFFICER - EVIDENCE
1.00
1.00
1 CSO truck
25,000
COMMUNITY SERVICE OFFICER
4.00
4.00
4 Police Marksman Sniper Rifles
16,300
POLICE CAPTAIN
1.00
1.00
6 marked and 1 unmarked squad car
204,000
POLICE LIEUTENANT
3.00
3.00
Marked squad car equipment
24,000
POLICE OFFICER
53.00
53.00
Police canine replacement (1)
14,500
POLICE SERGEANT
6.00
6.00
68.00 68.00 283,800
-99-
DEPARTMENT: POLICE DEPARTMENT
DIVISION: CRIMINAL INVESTIGATIONS
DESCRIPTION OF ACTIVITIES
The investigation unit is comprised of thirteen sworn officers, a sergeant and a
lieutenant. The Unit's primary function is to provide support to the Patrol Division by
following through on investigations and complaints initially answered by uniformed
officers. Police Investigations was established to solve crimes through the questioning
victims, witnesses and suspects, accumulating physical evidence at the scene of a
crime and by tracing stolen property or vehicles associated with a crime.
There are six general investigators who focus on financial crimes, sex crimes, assaults,
crimes against people and property crimes. These investigators have received
specialized training in a number of areas including; sex crimes, processing crime
scenes, homicides, and financial crimes.
One officer is assigned as a computer and other electronic forensics investigator. This
investigator works on cultivating evidence from electronic equipment that has been
seized, assists with crimes that are perpetrated over the internet, and works with the
Iowa Internet Crimes Against Children Task Force to counter the emerging threat of
offenders using the internet or other online technology to exploit children.
One officer is assigned as a juvenile investigator. This investigator follows up leads on
cases that involve juvenile victims and suspects. They work closely with the Iowa City
Community School District, Juvenile Court, Department of Human Services, and the
County Attorney's office through all phases of cases involving juveniles.
Three officers are assigned to the Street Crimes Action Team (SCAT). SCAT
investigators continue to operate under the mission and philosophy of engaging in the
proactive investigation and enforcement of street level criminal and narcotic
investigations. The unit assumes additional responsibilities of investigating crimes of
violence such as home invasions, robberies, weapon violations, gang activity, as well as
a providing for a rapid response to problem locations which may require a sustained
operation to reach successful resolution.
-100-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 421210 Criminal Investigation
Property Tax - General Levy
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services
POLICE LIEUTENANT
POLICE OFFICER
POLICE SERGEANT
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
961,597 1,045,242 1,150,321 1,212,620 1,263,340
961,597 1,045,242 1,150,321 1,212,620 1,263,340
905,062 971,125 1,079,652 1,141,488 1,191,736
46,282 63,457 55,507 55,714 55,924
12,043 10,660 15,162 15,418 15,680
-1,790
961,597 1,045,242 1,150,321 1,212,620 1,263,340
- - -- FIE - - --
2012 2013
1.00 1.00
8.00 8.00
1.00 1.00
10.00 10.00
-101-
Capital Outlay
2013
IT e
Records and Identification is responsible for the recording, maintenance and retention
of departmental records. This includes the reproduction and forwarding of records
and /or data, provision of records to the public and statistical reporting to the National
Crime Reporting System. The Records Division of the Iowa City Police Department is
staffed with 1 Records Supervisor, 2 Senior Records Clerks, 2 Records Clerks, 2 Part
time Temporary Clerks, 2 Part time Work Study Positions, and 2 Senior Citizen
Volunteers. Records Personnel completed data entry and scanning of 10,076 incidents
during 2010.
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 421230 Records & Identification
Total Expenditures 517,796 630,979
Personnel Services
- - -- FTE - - --
2012 2013
POLICE RECORDS CLERK 2.00 2.00
POLICE SERGEANT 1.00 1.00
RECORDS SUPERVISOR 1.00 1.00
SR POLICE RECORDS CLERK 2.00 2.00
6.00 6.00
-102-
2013
2011
2012
Budget
Actual
Estimate
Property Tax - General Levy
497,910
606,829
Printed Materials
18,166
24,150
Other Misc Revenue
1,720
1,720
Total Receipts
517,796
630,979
Personnel
444,884
499,286
Services
67,799
127,102
Supplies
5,113
4,591
Total Expenditures 517,796 630,979
Personnel Services
- - -- FTE - - --
2012 2013
POLICE RECORDS CLERK 2.00 2.00
POLICE SERGEANT 1.00 1.00
RECORDS SUPERVISOR 1.00 1.00
SR POLICE RECORDS CLERK 2.00 2.00
6.00 6.00
-102-
2013
2014
2015
Budget
Projection
Projection
583,143
602,925
621,516
21,000
21,000
21,000
1,720
1,720
1,720
605,863
625,645
486,529
504,749
113,839
115,292
5,495
5,604
605,863 625,645
Capital Outlay
644,236
521,748
116,772
5,716
644,236
2013
Criminal forfeiture is an action brought as a part of the criminal prosecution of a
defendant. It is an in personam (against the person) action and requires that the
government indict (charge) the property used or derived from the crime along with the
defendant. The money or items that are forfeited can only be used by law enforcement
for law enforcement equipment or law enforcement related activities. The money or
items cannot be used to supplant a budget or budgeted item. Forfeiture is governed by
State of Iowa Code chapter 1133 in addition to federal guidelines.
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 421250 ICPD Forfeitures
-103-
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Police Services
19,185
50,000
19,165
19,185
19,185
Total Receipts
19,185
50,000
19,185
19,185
19,185
Services
6,138
Supplies
14,524
15,620
15,929
16,244
other Financial Uses
24,066
Total Expenditures
44,728
15,620
15,929
16,244
-103-
1 . T n' -
11
Crossing Guards cover the City's 12 approved school crossings for the 180 scheduled
days of school. Each guard is paid a salary of $12.50 per crossing (once in the morning
and once in the afternoon). Hand held stop signs and safety vests are provided by the
City. Each crossing guard receives annual training in August before school begins in the
fall. When a crossing guard cannot cover their assigned crossing, and a substitute is not
available, the police department's Community Service Officers or Police Officers are
assigned the task.
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 421320 Crossing Guards
-104-
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
60,554
65,649
62,813
62,813
62,813
Total Receipts
60,554
65,649
62,813
62,813
62,813
Personnel
60,524
64,988
62,813
62,813
62,813
Services
231
Supplies
30
430
Total Expenditures
60,554
65,649
62,813
62,813
62,813
-104-
The Crime Prevention Office of the Iowa City Police Department is staffed by one
officer, based out of the Iowa City Police Substation on the City's Southeast side. The
Crime Prevention Officer provides Crime Prevention programming and educational
materials to youth and other members of the community, and acts as a liaison between
the department and community groups. The Crime Prevention Officer is involved in the
coordination and implementation of the following community activities: Safety Village,
Citizen's Police Academy, Neighborhood Watch, Crime Free Business and National
Night Out. Graffiti documentation and reporting, school notifications, business security
cameras, and police activity reporting to schools and landlords is a part of the
Community Monitoring and Action program of the Crime Prevention Division.
Fund: 1000 General
Center: 421340 Crime Prevention
Property Tax - General Levy
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
POLICE OFFICER
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
72,208
112,984
109,928
115,404
119,780
72,208
112,984
109,928
115,404
119,780
67,459
96,080
98,929
104,289
108,548
3,474
13,004
9,427
9,511
9,596
1,275
3,900
1,572
1,604
1,636
72,208
112,984
109,928
115,404
119,780
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1,00
-105-
Capital Outlay
2013
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 421350 Training Intervention Procedures & Citizens Police Academy
Fund: 1000 General
Center: 421240 Patrol Contracted Services
2011
2011
2012
2013
2014
2015
Actual
Estimate
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
-700
-25
Police Services
81,385
other Misc
Revenue
4,409
4,150
4,763
4,852
4,942
Total
Receipts
3,709
4,125
4,763
4,852
4,942
Personnel
95,199
Total Expenditures
622
548
560
571
Supplies
3,709
3,503
4,215
4,292
4,371
Total
Expenditures
3,709
4,125
4,763
4,852
4,942
Fund: 1000 General
Center: 421240 Patrol Contracted Services
-106-
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
- 34,123
1,624
Police Services
81,385
65,656
91,305
93,232
95,199
Total Receipts
47,262
67,280
91,305
93,232
95,199
Personnel
47,262
67,280
91,305
93,232
95,199
Total Expenditures
47,262
67,280
91,305
93,232
95,199
-106-
J 1 i5
Stationmasters staff the front desk of the Police Department twenty four hours a day
seven days a week. They are the initial contact person for the public walk in traffic and
for incoming phone calls. Stationmasters assess the reported issue and determine
whether to transfer the complaint to the Joint Emergency Communication Center for
follow up. They also release impounded vehicles, take messages for officers and
supervisors, process active warrants following arrest for the department and assist
officers in critical times.
Fund: 1000 General
Center: 421600 Station Master
Property Tax - General Levy
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services
CSO /STATION MASTER
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011
2012
Actual
Estimate
312,472
401,910
312,472
401,910
271,641 308,335
30,447 87,981
6,384 5,594
4,000
312,472 401,910
- - -- FTE - - --
2012 2013
5.00 5.00
5.00 5.00
-107-
2013 2014 2015
Budget Projection Projection
372,691 385,646 399,054
372,691
310,937
56,797
4,957
372,691
Capital Outlay
385,646
399,054
323,142
335,786
57,454
58,124
5,050
5,144
385,646
399,054
2013
DEPARTMENT: POLICE DEPARTMENT
DIVISION: GRANTS
DESCRIPTION OF ACTIVITIES
Johnson County Drug Task Force Grant:
One officer is assigned as a narcotics investigator. They investigate drug trafficking and
assist in drug overdose death investigations. They are a member of the Johnson
County Drug Task Force and the Cedar Rapids DEA task force. This investigator works
closely with State and Federal agencies. The position of the narcotics investigator is
partially paid through the Governor's Office on Drug Control Policy (ODCP) from the
federally funded Byrne -JAG grant. The statistics generated through this grant are
reported to the ODCP on a monthly basis. The grant also requires a semi - annual and
annual report, along with a yearly audit and onsite inspection.
Domestic Violence Grant:
One officer is assigned as the domestic violence investigator. They follow up with
victims whose perpetrator meets the definition of a domestic partner under the state
code. This investigator works closely with the Domestic Violence Intervention Program
and the Rape Victim Advocacy Program. This is funded in part from a grant received
from the US Department of Justice, Office on Violence Against Women, which is
administered by the Iowa Crime Victim Assistance Division of the Iowa Attorney
General's Office. The domestic violence investigator also is required to make monthly,
quarterly and annual reports to the state on the cases that are reported.
-708-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 421601 Jo County Task Force Grant
Fund: 1000 General
Center: 421602 Domestic Violence Grant
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
27,459
47,498
3,429
9,557
14,503
Fed Intergov Rev
15,714
17,203
17,203
17,203
17,203
Other State Grants
131,854
122,475
112,514
112;514
112,514
Total Receipts
175,027
187,176
133,146
139,274
144,220
Personnel
116,257
126,295
131,156
137,276
142,214
Services
58,770
60,778
1,990
1,998
2,006
Supplies
103
Total Expenditures
175,027
187,176
133,146
139,274
144,220
- - -- FTE - - --
Personnel Services
2012 2013
Capital Outlay
2013
POLICE OFFICER
1.00 1.00
1.00 1.00
Fund: 1000 General
Center: 421602 Domestic Violence Grant
Personnel Services
POLICE OFFICER
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
-109-
Capital Outlay
2013
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
46,124
53,157
59,701
65,128
69,455
Other State Grants
47,400
47,400
43,878
43,878
43,878
Total Receipts
93,524
100,557
103,579
109,006
113,333
Personnel
92,804
99,837
102,859
108,286
112,613
Services
720
720
720
720
720
Total Expenditures
93,524
100,557
103,579
109,006
113,333
Personnel Services
POLICE OFFICER
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
-109-
Capital Outlay
2013
DEPARTMENT: POLICE DEPARTMENT
DIVISION: ANIMAL SERVICES
MISSION STATEMENT /GOALS
Protect the health and safety of the public and animals through the enforcement of local
and state laws. Operate a facility that embodies best practice standards in the humane
treatment and housing of all animals in our care. Reduce euthanasia by promoting
responsible pet care of all animals through education, progressive animal placement
programs, and compassionate accessible population control resources. Provide
programs and services that engage the public with the animal shelter community.
Maintain a high standard of integrity, commitment, compassion and professionalism.
DESCRIPTION OF ACTIVITIES
Field Enforcement: The division's two animal service officers, under the direction of
the supervisor, are responsible for ensuring public health and safety through the
enforcement of laws and ordinances which pertain to animals, issuance of licenses and
permits for the keeping of animals both privately and commercially, investigation of
animal neglect and cruelty including animal fighting, management of urban wildlife, the
capture of stray domestic pets, livestock and exotic animals, and the quarantine of biting
animals. Officers are also involved in public education throughout the community and
within the Iowa City school district with regard to responsible care of animals, bite
prevention, zoonotic disease prevention, and population control. Officers respond to
service requests within Iowa City and contracted jurisdictions within Johnson County.
Animal Care and Adoption Center: The Iowa City Animal Care and Adoption Center
is operated by the Animal Services division for the purpose of housing and caring for
stray and abandoned animals throughout the Johnson County area. The Center houses
approximately 125 animals per day. Two Animal Care Technicians (ACT's) and two
temporary kennel assistants, under the direction of the supervisor, are responsible for
the daily care and cleaning of all animals and holding areas, medical treatments,
screening tests, exercise of animals, evaluation of temperament, and record keeping for
each individual animal. Animal Care Technicians work directly with the public, assisting
them with information about animals available for adoption.
-110-
One Animal Center Assistant and one temporary Center Assistant under the direction of
the supervisor are responsible for office functions including the sale of animal licenses,
permits, dog park tags, data input, preparation of adoption documents, statistical
documentation for regional billing, and public relations.
Facility Replacement and Local Animal Service Agreements: The City is currently
in the process of replacing the Animal Care and Adoption Center that was irreparably
damaged during the flood of 2008. The Division currently operates out of a temporary
facility on Sand Road. The new facility, to be constructed on Napoleon Lane, is slated
to be funded through a combination of FEMA and State reimbursements, City funds,
private donations, and contributions from local jurisdictions that will participate
financially in the ongoing operation of the facility. CIP funds budgeted for FY 2012 will
be carried forward to fund this facility, which is in the design process and is projected to
be completed during FY 2015. The service area and exact size of the facility remain
unknown as of the printing of this budget; agreements with local jurisdictions that will
contract with the City for animal services are being finalized.
Non - recurring CIP project impact on operating costs: It is not expected that the
new facility will substantially affect the Division's operating costs. When the new facility
becomes operational, the Division will no longer budget for the temporary facility lease
payments. No staffing changes are expected.
Animal Services
Animal Control Supervisor
2 Animal Services Officers I I Animal Center Assistant 1 1 2 Animal Care Technicians
111 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Division: 01900 Animal Care & Adoption
-112-
2011
2012
2013
2014
2015
Actual
Estimate
Budget Projection
Projection
Property Tax - General Levy
428,870
550,537
450,889
455,697
471,229
Misc Lic & Permits
23,403
22,661
23,403
23,403
23,403
Local Govt 28e Agreements
65,712
92,500
122,001
122,001
122,001
Animal Care Servs
12,079
11,901
12,079
7.2,079
12,079
Misc Chg For Sery
4,402
4,489
4,402
4,402
4,402
Code Enforcement
645
645
645
645
Animal Adoption
12,268
11,270
12,268
12,268
12,268
Misc Merchandise
11,067
16,000
11,067
11,067
11,067
Other Misc Revenue
39,103
39,000
41,945
41,945
41,945
Total Receipts
597,549
748,358
678,699
683,507
699,039
Personnel
420,469
496,318
460,758
473,836
486,588
Services
111,037
141,961
134,187
135,767
137,375
Supplies
51,959
58,144
57,754
58,904
60,076
Capital Outlay
14,084
51,935
26,000
15,000
15,000
Total Expenditures
597,549
748,358
678,699
683,507
699,039
- - -- FTE - - --
Personnel Services
2012
2013
Capital Outlay
2013
ANIMAL CARE TECHNICIAN
2.00
2.00 Animal Services Officers
Truck
26,000
ANIMAL CENTER ASSISTANT
1.00
1.00
ANIMAL CONTROL SUPERVISOR
1.00
1.00
ANIMAL SERVICES OFFICER
2.00
2.00
6.00
6.00
26,000
Note: FY2012 Patrolling is
$79,125.
FY2013
Patrolling
is $82,499.
These amounts are
included in the expenditures
shown above.
-112-
T � T
` )w
Deer Control works to ensure the protection of public safety and property by
monitoring and maintaining a safe deer population within the city limits of Iowa
City.
The Deer Management Plan was developed in an effort to address the excessive
deer population within the Iowa City community. The City Manager's office is
responsible for reviewing population and deer - vehicle accident counts, herd
health, and previously implemented population control programs to determine the
appropriate action for reducing the deer herd. The Deer Management Plan is
updated annually and submitted to the City Council and the Natural Resource
Commission for approval.
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 423300 Deer Control
-113-
2011 2012 2013
2014
2015
Actual Estimate Budget
Projection
Projection
Property Tax - General Levy
50,000
50,036
50,073
Total Receipts
50,000
50,036
50,073
Services
50,000
50,036
50,073
Total Expenditures
50,000
50,036
50,073
-113-
FIRE DEPARTMENT SUMMARY
Fire Chief: Andy Rocca
Deputy Fire Chief: Roger Jensen
Administrative Office Location: 410 E. Washington St.
Phone (Administration /non - emergency): (319) 356 -5260
DESCRIPTION OF ACTIVITIES
The Iowa City Fire Department is dedicated to providing the community
progressive, high quality emergency and preventive services. Sixty -four full -time
firefighters provide fire, medical, technical rescue, and hazardous materials
emergency response to approximately 68,000 residents in the 24.4 square -mile
incorporated area of Iowa City, including the University of Iowa main campus.
The department operates from four fire stations and staffs four engine
companies, one truck company, and a command vehicle. The Iowa City Fire
Department collaborates with many other fire protection agencies at the local,
state, and federal levels. Specialty areas include: Fire Investigations, the
Johnson County Hazardous Materials Response Team, Special Operations
Response Team, and Homeland Security and Emergency Management.
The department is organized into four functional program areas: Administration
and Support, Fire Prevention, Fire Emergency Operations, and Fire Training and
114-
Equipment. The Administration and Support Division is under the direction of the
Fire Chief. The Fire Chief is responsible for all department activities as set out
by Federal or State laws, and City ordinances. The Fire Chief reports to the City
Manager. The Deputy Fire Chief is the second in command officer in the
department and is responsible for homeland security initiatives, fire service
accreditation, the maintenance and purchase computer hardware and software,
and other special projects. The Battalion Chief assigned to the Administration
and Support Division is responsible for maintenance of buildings and grounds,
calendar administration, the Health & Safety Committee, uniforms, physicals and
immunizations. The Administrative Secretary performs a wide variety of office -
related duties to include: office receptionist, personnel transactions, payroll, bill
processing, and maintaining office supplies and office machines.
The Fire Prevention Bureau is staffed by a Battalion Chief assigned as Fire
Marshal and as such reports to the Deputy Fire Chief. The Fire Marshal is
directly responsible for organizing all fire prevention activities, including fire /arson
investigation, code enforcement inspections, and public education. A shift fire
inspector conducts inspections of liquor license establishments, schools, day
care centers, churches, and City buildings. Emergency operations personnel
conduct fire safety inspections of all commercial and University of Iowa buildings.
The Fire Emergency Operations Division works a three -shift system. Each
duty shift is comprised of 24 hours and consists of one Battalion Chief, one
Captain, four Lieutenants, and 14 Firefighters. Minimum staffing for the
department is 16 emergency response personnel. This division is directly
responsible for all emergency incident response including: fire suppression,
emergency medical responses, hazardous materials responses, and technical
rescue.
The Training and Equipment Division is under the direction of the assigned
Battalion Chief and the Training Officer. They plan, develop, and coordinate in-
house training activities with the assistance of the Training Committee. This
division is directly responsible for training in the areas of emergency medical
services, technical rescue, fire suppression, and hazardous materials; The
Division is also responsible for purchasing tools, equipment, radios, protective
clothing; and purchase and repair of fire apparatus.
In addition to responding to over 4,400 emergency incidents annually, the Iowa
City Fire Department provides proactive prevention services, such as fire safety
inspections of commercial and University properties, site plan reviews, and fire
115-
and environmental safety education. The department's community- driven
strategic plan for fire protection services will guide the department's path into the
future. The department attained accredited agency status through the
Commission on Fire Accreditation International in 2008. The department
Training Center is a regional facility that articulates with the Iowa Fire Service
Training Bureau, Kirkwood Community College, and the Johnson County Mutual
Aid Association. Iowa City Fire Department community projects include: fire
safety education, fire station tours, juvenile firesetters intervention, a mobile fire
safe house, a mobile fire sprinkler trailer, ride -along program, the Safety Village,
and is a co- leader with Mercy Hospital of the Johnson County SAFE KIDS
Coalition.
MISSION STATEMENT /GOALS
The mission of the Iowa City Fire Department is to protect our community by
providing progressive, high quality emergency and preventive services.
The Fire Department's strategic plan and annual goals directly support the City's
strategic plan goals of Neighborhood Stabilization and Coordinated
Communication and Customer Service Orientation.
OBJECTIVES
1. Improve emergency response times through data analysis and continuous
improvement
2. Protect the community through fire prevention programs and services
3. Respond to emergency calls for service (fire, medical, haz -mat, and technical
rescue)
4. Conduct individual, company, shift, and department training
5. Maintain facilities, apparatus, and equipment
6. Update the Fire Department FY2011 -2016 Strategic Plan
Performance Measures: A full performance measure report is available in
Appendix A of this document, in addition to the measures presented below.
116-
PERFORMANCE MEASURES
117-
2008
2009
2010
2011
Average Response Time,
Fire Incident
5:34
5:43
5:30
4:48
(Objective #1)
Average Response Time,
Non -Fire Incident
5:53
5:23
6:10
4:52
(Objective #1)
Structure /Non - structure
Fires per 1000 Population
2.61
2.55
2.62
2.50
(Objective #2)
Total Structure Fires
77
59
85
72
(Objective #2)
Total Non - Structure Fires
100
114
93
100
(Objective #2)
Total Residential
Structure Fires
57
42
62
51
(Objective #2)
Total 1 or 2 Family
Residential Structure
17
20
24
23
Fires
Objective #2
Total Commercial Fires
69
87
79
88
(Objective #2)
Total Industrial Fires
1
2
3
5
(Objective #2)
Non -Fire incidents per
1000 Population
60.20
58.75
63.29
65.07
(Objective #3)
Total Non -Fire Incidents
4,080
3,982
4,295
4,470
(Objective #3)
Sworn Firefighters per
82
82
82
93
1000 Population
117-
Training Officer/
Lieutenant
Fire Department
Administration
Fire Chief
Administration /
Special Projects
Deputy Fire Chief
Training/
Equipment
Battalion Chief
(56 hrs /wk)
Administration/
Support
Battalion Chief
(56 hrs /wk)
Support Services
Admin Secretary
Emergency
Operations
Battalion Chief
(56 hrs /wk)
Fire Prevention
Battalion
Chief /Fire
Marshall
Shift A Shift B Shift C
1.0 Captain 1.0 Captain 1.0 Captain
4.0 Lieutenants 4.0 Lieutenants 4.0 Lieutenants
14.0 Firefighters 1 14.0 Firefighters 14.0 Firefighters
118-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Class: 42200 Fire Summary
Total Expenditures 6,274,841 9,206,705 7,384,652 7,734,789 8,078,121
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
4,522,595
7,281,949
5,389,544
5,765,339
6,103,285
Other City Taxes
257,545
497,000
510,000
518,000
535,000
Food & Liquor Licenses
105
23
105
105
105
Fed Intergov Rev
1.00
22,934
Inflatable Fire Education House
8,500
FIRE CAPTAIN
State 28e Agreements
1,271,134
1,387,995
1,478,474
1,444,816
1,433,202
Fire Services
2,834
10,200
5,434
5,434
5,434
Contrib & Donations
1,730
12.00
12.00
Printed Materials
8
FIRE LIEUTENANT /TRAINING
8
8
8
Misc Merchandise
54
FIREFIGHTER
42.00
Other Misc Revenue
1,087
6,550
1,087
1,087
1,087
Sale Of Assets
8,625
108,900
Transfers
Interfund Loans
209,178
Transfers Out
Total Receipts
6,274,841
9,206,705
7,384,652
7,734,789
8,078,121
Personnel
5,467,914
6,467,019
6,371,781
6,760,709
7,078,129
Services
446,348
599,852
576,577
578,966
581,334
Supplies
190,248
334,844
250,986
255,893
260,897
Capital Outlay
138,973
142,722
108,900
59,700
75,000
Other Financial Uses
31,358
1,662,268
76,408
79,521
82,761
Total Expenditures 6,274,841 9,206,705 7,384,652 7,734,789 8,078,121
-119-
- - --
FTE
-
- --
Personnel Services
2012
2013
Capital Outlay
2013
ADMINISTRATIVE SECRETARY
1.00
1.00
Automated External Defibrillators
10,000
BATTALION CHIEF
4.00
4.00
Building Collapse Kit
5,400
DEPUTY FIRE CHIEF
1.00
1.00
Inflatable Fire Education House
8,500
FIRE CAPTAIN
3.00
3.00
Respirator Fit Tester
14,000
FIRE CHIEF
1.00
1.00
Sidewalk /Driveway Replacement
8,000
FIRE LIEUTENANT
12.00
12.00
Tow Vehicle
63,000
FIRE LIEUTENANT /TRAINING
1.00
1.00
FIREFIGHTER
42.00
42.00
65.00
65.00
108,900
Transfers
In
Transfers Out
Fire Station 2 Repay 43,089
Fire Station 44 33,319
76,408
-119-
CITY OF IOWA CITY, IOWA
FINANCIAL. PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 422250 Fire Station 4 Operations
Property Tax - General Levy
Other City Taxes
Contrib & nonations
Total Receipts
Personnel
Services
Supplies
Other Financial Uses
Total Expenditures
Personnel Services
FIRE LIEUTENANT
FIREFIGHTER
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
187,733
417,247
626,927
699,791
757,893
66,836
497,000
510,000
518,000
535,000
500
18B,233
914,247
1,136,927
1,217,791
1,292,893
153,487
761,647
1,022,782
1,102,838
1,177,115
540
77,067
39,940
38,582
37,169
34,206
23,431
40,886
41,695
42,520
52,102
33,319
34,676
36,089
188,233 914,247 1,136,927 1,217,791 1,292,893
- -- FTE - --
2012 2013
3.00 3.00
9.00 9.00
12.00 12.00
Transfers In
Fund: 1000 General
Center: 462300 Fire Equipment Replacement Reserve
State 28e Agreements
Total Receipts
Capital Outlay
Transfers Out
Fire Station #4 33,319
33,319
2013
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
66,836
99,377
103,371
102,390
99,599
66,836
99,377
103,371
102,390
99,599
-120-
HOUSING & INSPECTION SERVICES
DEPARTMENT SUMMARY
Housing and Inspection Services Director:
Doug Boothroy
Senior Building Inspector:
Tim Hennes
Senior Housing Inspector:
Stan Laverman
Housing Administrator:
Steve Rackis
Office Location:
410 E. Washington St.
Phone:
(319) 356 -5120
DESCRIPTION OF ACTIVITIES
Housing and Inspections Services Department (HIS) includes the following General
Fund cost centers: HIS Administration, Building Inspection, and Housing Inspection.
The Iowa City Housing Authority, also part of HIS, is funded with federal grants and
shown separately here for this reason.
The Building Inspection Division enforces a number of codes and ordinances which
relate to new construction and the maintenance of existing structures in order to protect
the health and safety of the general public, and is entirely supported by permit and
inspection - related fees. The division issues building permits for new construction,
additions, alterations and repairs, sign and professional permits including mechanical,
plumbing, fire sprinkler, and alarms. All building site plans are reviewed and inspections
are conducted to ensure safe and proper construction in adherence with code. The
division also enforces zoning ordinances and responds to complaints of nuisance -
related ordinance violations.
The Housing Inspection Division inspects more than 16,780 rental units annually,
working with property owners, managers, and tenants to ensure conformance with the
Iowa City Housing Code. Code language establishes minimum health and safety
standards considered necessary to protect and promote the welfare of tenants and the
general public. The division also enforces zoning ordinances and responds to
complaints of nuisance - related ordinance violations.
The Iowa City Housing Authority (ICHA) acts as a community leader for affordable
housing, family self- sufficiency, and homeownership opportunities. We provide:
Information & Education, Housing Assistance, Public & Private partnership
opportunities.
The funding for all inspection services is projected to come from permit and inspection
fees in FY2013.
121-
► Vi1E ,�y Eel Ll &Iril1:11►ViI:ILl III Wi•7a1y
The department is responsible for enforcing a broad range of public health and safety
regulations (i.e., zoning, nuisance, building codes, rental housing, environmental, etc.)
to protect the health, safety, and welfare of the general public. In addition, the
department is responsible for providing affordable housing opportunities through the
Housing Choice Voucher, Public Housing, and Homeownership programs.
The Housing and Inspection Services Department goals further the City's strategic plan
goals of: Neighborhood Stabilization, Economic and Community Development, and
Planning and Development of the Downtown and Near Downtown Areas.
OBJECTIVES
1. The inspection of all rental properties located in the City on a two year cycle.
2. Administration and compliance of the codes and ordinances adopted by the City
of Iowa City that regulate buildings and properties located in the City.
3. Ensure that those individuals and companies that do business in the City meet
the regulatory standards set forth in the building code and local ordinances for
business and occupation in which they are operating.
4. Investigating and resolving housing and nuisance complaints for all properties.
5. Maintain a 90% lease -up rate (100% for the 5 1- bedroom and 4 2- bedroom units)
for the Peninsula Apartments.
PERFORMANCE MEASURES*
* A full performance measure report is available in Appendix A of this document.
-122-
2008
2009
2010
Active Rental Permits
3,584
3,658
3,768
(Objective #1)
Percent of Rental Voluntary
Compliance
98.5%
98%
98.6%
Objective #1
Building Permits Issued
889
704
779
(Objective #2)
Construction Permits Issued
2,945
2,172
2,384
(Objective #2)
Zoning /Nuisance Complaints
2,026
2,053
2,140
(Objective #4)
Housing Authority Federal
$6,307,111
$6,643,329
$7,793,433
Revenue
Housing Authority Rental Revenue
$145,438
$179,485
$180,311
(Objective #5)
* A full performance measure report is available in Appendix A of this document.
-122-
Housing & Inspection Services
Administration
Iowa City Housing Building Inspection Housing Inspection
Authority
123-
DEPARTMENT: HOUSING & INSPECTION SERVICES
DIVISION: ADMINISTRATION
MISSION STATEMENT
Support departmental divisions (i.e., Housing Authority, Building Inspection, and
Housing Inspection) to provide high quality, proactive services and programs that
protect and enhance the quality of life for all citizens through opportunities for
affordable housing (i.e., Section 8 Rental Assistance Program, Public Housing,
and Homeownership) and the equitable, timely, and effective enforcement of land
use regulations (i.e., zoning, nuisance, rental housing, building codes, etc.) while
conserving the integrity of neighborhoods.
OBJECTIVES
• Assist all department divisions in meeting their objectives.
• Provide a higher degree of supervisory, administrative and professional
development and performance by all division heads.
• Complete all assigned projects and schedules prescribed by the City
Manager.
• Promote customer service as the mission for everyone in the department.
The FY2013 budget includes a $28.00 electronic plat submission fee to go
into effect July 1, 2012.
124-
CITY OF IOWA CITY, IOWA
FINANCIAL FLAN FOR 2013 - 2015
Fund: 1000 General
Center: 424100 HIS Department Administration
Property Tax - General Levy
Bldg & Development
Misc Chg For Sery
Code Enforcement
Printed Materials
Other Misc Revenue
Misc Other Operating Transfers
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
CODE ENFORCEMENT ASST.
HIS DIRECTOR
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
236,040
278,735
231,293
254,010
275,888
800
1,900
800
800
800
28,448
28,448
26,448
14,891
14,891
14,891
14,891
479
479
479
479
31
31
31
31
25,000
25,000
25,000
25,000
25,000
277,241
305,635
300,942
323,659
345,537
223,562
239,315
238,123
243,073
248,305
53,549
66,121
62,679
80,443
97,086
130
199
140
143
146
277,241 305,635 300,942 323,659 345,537
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
2.00 2.00
Transfers In
ICHA /HIS Admin Servs 25,000
25,000
-125-
Capital Outlay
Transfers Out
2013
DEPARTMENT: HOUSING & INSPECTION SERVICES
DIVISION: HOUSING INSPECTION
MISSION STATEMENT /GOALS
The mission of the Housing Inspection Division is to ensure the housing facilities
are of the quality necessary to protect and promote the health, safety, and
welfare of not only those persons utilizing these facilities, the general public as
well. We strive to achieve these goals and contribute to the overall mission of the
City by:
• The inspection of all rental properties located in the City on a two year
cycle.
• The inspection of all housing related to the Housing Authority's Housing
Choice Voucher Program.
• Investigating and resolving housing and nuisance complaints for all
properties.
101:111x01W*9
• Continue to monitor all available resources to find over - occupies rentals and
properties rented without permits.
• Expand pro- active neighborhood code enforcement efforts.
• Increase the use of technology to allow for in- the -field case entry and
reporting.
• Increase the use of e-mail to send inspection reports and rental permits to
property managers and owners.
Revenue: The Housing Inspection Division does not receive property tax support.
The majority of the Division's revenue comes from rental permit fees. Projections
for FY 2013 are based on FY 2011 actual receipts. Staff estimates a two and one -
half (2.5 %) increase in permitting activity due to increased enforcement in FY 2011
and FY 2012. A five percent (5 %) fee increase was recommended by staff and
approved by City Council for rental inspections effective July 1, 2012.
-126-
Beginning in FY 2009, rental housing inspections began operating on a two -year
cycle. Previously, inspections occurred on a three -year cycle. Consequently,
inspection revenue increases every other budget year. Future odd - numbered
budget years will reflect higher revenues from rental housing inspections, while
even - numbered years will show lower inspection revenues.
Housing Inspections
Senior Housing Inspector
Housing /Development
Reg. Inspector (.50)
Housing Inspectors (3.0)
Housing Inspector Assistant (.70)
Housing Assistant (.75)
127-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 424300 Housing Inspections
Misc Permits & Licen
Construction Permit & Inspection Fe
Bldg & Development
Printed Materials
Other Misc Revenue
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
HOUSING ASSISTANT
HOUSING INSPECTOR
HOUSING INSPECTOR ASST
HOUSING /DEVEL REG INSPECTOR
SR HOUSING INSPECTOR
2011
Actual
2012
Estimate
2013
Budget
2014
Projection
2015
Projection
1,730
880
1,730
1,730
1,730
594,217
473,000
640,030
497,000
640,030
75
1.00
75
75
75
33
33
33
33
318
318
318
318
596,373
473,880
642,186
499,156
642,186
416,651
442,655
448,205
466,442
482,978
49,815
61,109
64,542
65,033
65,506
2,332
3,070
1,276
1,302
1,328
468,798 506,834 514,023 532,777 549,812
- -- FTE - --
2012 2013
.75
.75
3.00
3.00
.50
.50
.50
.50
1.00
1.00
5.75 5.75
-128-
Capital Outlay
2013
DEPARTMENT: HOUSING & INSPECTION SERVICES
DIVISION: BUILDING INSPECTION
MISSION STATEMENT /GOALS
The mission of the Building Inspection Division is to promote the general health,
safety, and welfare of the citizens of Iowa City by assisting citizens with the code
and permit process, by working with developers and contractors in achieving
their goals, and by working with other City departments for a coordinated effort.
DESCRIPTION OF ACTIVITIES
We strive to achieve these goals and contribute to the overall mission of the City
by:
• Administration and compliance of the codes and ordinances adopted by
the City of Iowa City that regulate buildings and properties located in the
City.
• Provide information to the public and to assist them in understanding and
the application of the adopted codes and ordinances.
• Ensure that those individuals and companies that do business in the City
meet the regulatory standards set forth in the building code and local
ordinances for business and occupation in which they are operating.
Objectives specific to the coming year include the following:
• Adopted the 2012 International Codes:
Review new requirement to protect lightweight construction
materials.
Review requirement to install fire suppression in all newly
constructed homes.
• Monitor State Electrical Code adoption and verify local electrical code
compliance.
• Conduct ongoing analysis for improved service delivery.
129-
• Monitor state trade licensing requirements and verify local trade licensing is
compliant.
• Update of technology to increase efficiency and enhance customer service.
• Allow electronic submittals of plan documents.
• Scanning of subdivisions files to make accessible electronically.
• Activate process to allow inspection activities to be e- mailed to
clients after each inspection.
Revenue: The Building Inspection Division does not receive property tax support.
The vast majority of the Division's revenue comes from permit and plan review
fees. FY 2013 revenue projections are based on FY 2011 actual receipts. These
projections are subject to change, based on the number of construction permits
issued and building inspections conducted. Actual revenues will respond to the
level of development in the community.
Building Inspections
Senior Building Inspector
Housing /Development
Reg. Inspector (.50)
Development Reg. Specialist
5 Building Inspectors
Housing Inspector Assistant (.30)
130-
CITY OF IOWA CITY, IOWA
FINANCIAL. PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 424200 Building Inspection
Total Expenditures 798,680 848,358 830,358 850,722 868,876
Personnel Services
BUILDING INSPECTOR
DEVELOPMENT REG SPECIALIST
HOUSING INSPECTOR ASST
HOUSING /DEVEL REG INSPECTOR
SR BUILDING INSPECTOR
- -- FTE - --
2012 2013
5.00
2011
2012
2013
2014
2015
1.00
Actual
Estimate
Budget
Projection
Projection
General Use Permits
11,172
7,098
11,172
11,172
11,172
Food & Liquor Licenses
18,210
107
Professional Licenses
2,514
59
59
59
Misc Permits & Licen
2,100
1,815
2,100
2,100
2,100
Construction Permit & Inspection Fe
584,991
535,749
586,566
586,566
586,566
Misc Lic & Permits
300
300
300
300
Local Govt 28e Agreements
715
2,610
715
715
715
Bldg & Development
248,381
251,929
248,381
246,381
248,381
Printed Materials
9
9
9
9
Other Misc Revenue
39
39
39
39
Interest Revenues
386
386
386
386
Loans
30,994
12,000
12,000
12,000
Total Receipts
899,811
811,308
861,727
861,727
849,727
Personnel
636,418
696,850
704,233
723,217
739,965
Services
157,383
141,346
117,698
118,909
120,143
Supplies
4,879
10,162
8,427
8,596
8,768
Total Expenditures 798,680 848,358 830,358 850,722 868,876
Personnel Services
BUILDING INSPECTOR
DEVELOPMENT REG SPECIALIST
HOUSING INSPECTOR ASST
HOUSING /DEVEL REG INSPECTOR
SR BUILDING INSPECTOR
- -- FTE - --
2012 2013
5.00
5.00
1.00
1.00
.30
.30
.50
.50
1.00
1.00
-131-
Capital Outlay
2013
132-
F
Y
2
0
it
3
GOVERNMENT ACTIVITIES
PUBLIC WORKS
Public Works Administration
Engineering
PUBLIC WORKS
DEPARTMENT SUMMARY
Public Works Director:
City Engineer:
Wastewater Superintendent:
Streets /Solid Waste Superintendent:
Water Superintendent:
Equipment Superintendent:
Administrative Office Location:
Phone (Public Information):
-133-
Rick Fosse
Ron Knoche
Dave Elias
Bud Stockman
Ed Moreno
Tom Hansen
410 E. Washington St.
(319) 356 -5164
► Vi1E ,�y Eel Ll &Iril1:11►ViI:ILl III Wi•7a1y
The Iowa City Public Works Department exists to provide the essential
infrastructure and services necessary for the health, safety, and welfare of our
community. These services will be provided in a manner that will enhance the
quality of life of our citizens today and for generations to come.
The Public Works Department strives to further the City's strategic plan goals of:
Economic and Community Development. Planning and Development of the
Downtown and Near Downtown Areas. and Neighborhood Stabilization.
DESCRIPTION OF ACTIVITIES
The Public Works Department provides oversight for the following operating
budgets:
• Administration
• Engineering
• Streets Division (Road Use Tax Fund)
• Wastewater Treatment
• Water
• Refuse Collection
• Landfill
• Stormwater Management
• Equipment
Administration and Engineering are General Fund accounts and funded primarily
through property tax revenue.
The Streets Division is funded by Road Use Tax, as found within the Special
Revenue Fund section of this budget.
Utility operations (Water, Wastewater, Refuse, Stormwater) and Landfill are
supported by user fees and are therefore found within the Business -Type
Activities section of this budget.
The Equipment Division operates as an Internal Service Fund.
-134-
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DEPARTMENT: PUBLIC WORKS
DIVISION: ADMINISTRATION
I Q *111] N 129 Eel 11ONFAQIDl1191 *1
The Public Works Department is comprised of six divisions which operate from
various locations throughout the city. These divisions include: Administration,
Engineering, Streets, Equipment, Wastewater / Landfill, and Water. Engineering
provides direction to the Stormwater Management program and Streets provides
oversight to Refuse Collection.
-136-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 431100 Public Works Administration and Support
-137-
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
262,545
290,627
284,056
289,755
295,535
Other Misc Revenue
500
400
Total Receipts
263,045
291,027
284,056
289,755
295,535
Personnel
256,336
274,710
270,404
276,069
281,864
Services
6,454
16,030
12,876
12,894
12,862
Supplies
255
287
776
792
809
Total Expenditures
263,045
291,027
284,056
289,755
295,535
- - -- FIE - - --
Personnel Services
2012 2013
Capital Outlay
2013
PROGRAM ASST - PUB WORKS
1.00 1.00
PUBLIC WORKS DIRECTOR
1.00 1.00
2.00 2.00
-137-
DEPARTMENT: PUBLIC WORKS
DIVISION: ENGINEERING
MISSION STATEMENT /GOALS
The Engineering Division exists to provide the technical expertise for the design
and construction management of public infrastructure to enhance the quality of
life of our citizens. The Division also manages the public right -of -way to maintain
the health, safety, and welfare of our community, and operates the stormwater
utility.
DESCRIPTION OF ACTIVITIES
The Engineering Division performs work in connection with all municipal public
works improvements including bridges, roads, sanitary sewers, and stormwater
systems. Engineering staff review subdivision plans, design public works
improvement projects, perform survey work, and inspect the construction of
public works projects and subdivision improvements.
-138-
Engineering Services
Design /Engineering
Senior Engineers (2)
Architectural Services/
Energy Coordinator (1)
Civil Engineers (2)
Survey Party Chief (1)
Senior Engineering Technician (1)
Engineering Technician (0.1)
City Engineer
Construction /Inspection
Senior Construction Inspector (1)
Construction Inspector II (2)
(Capital Improvement Funds)
Right -of -Way (ROW) Management
Utilities Technician (1)
Stormwater Management
See Business Type Funds
-139-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 432100 Engineering Services
Total Expenditures 860,992 1,030,799 997,880 1,028,173 1,056,053
Personnel Services
ARCHITECTURAL SRV /ENERGY COOR
CITY ENGINEER
CIVIL ENGINEER
CONSTRUCTION INSPECTOR II
ENGINEERING TECHNICIAN
SR CONSTRUCTION INSPECTOR
SR ENGINEER
SR ENGINEERING TECH
SURVEY PARTY CHIEF
UTILITIES TECHNICIAN - ENG
- -- FTE - --
2012 2013
1.00
2011
2012
2013
2014
2015
1.00
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
780,362
937,541
908,661
938,954
966,834
Other City Taxes
54,411
63,000
63,000
63,000
63,000
Construction Permit & Inspection Fe
14,135
16,000
14,135
14,135
14,135
Bldg & Development
4,157
10,758
4,157
4,157
4,157
Printed Materials
5,693
2,000
5,693
5,693
5,693
Other Misc Revenue
2,234
1,500
2,234
2,234
2,234
Total Receipts
860,992
1,030,799
997,880
1,028,173
1,056,053
Personnel
747,326
897,447
863,320
892,443
919,142
Services
95,574
118,887
124,611
125,582
126,561
Supplies
9,739
14,465
9,949
10,148
10,350
Capital Outlay
8,353
Total Expenditures 860,992 1,030,799 997,880 1,028,173 1,056,053
Personnel Services
ARCHITECTURAL SRV /ENERGY COOR
CITY ENGINEER
CIVIL ENGINEER
CONSTRUCTION INSPECTOR II
ENGINEERING TECHNICIAN
SR CONSTRUCTION INSPECTOR
SR ENGINEER
SR ENGINEERING TECH
SURVEY PARTY CHIEF
UTILITIES TECHNICIAN - ENG
- -- FTE - --
2012 2013
1.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
.10
.10
1.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
12.10 12.10
-140-
Capital Outlay
2013
F
Y
2
0
1
3
GOVERNMENT ACTIVITIES
CULTURE & RECREATION
Library
Parks & Recreation
Forestry
Central Business District
Cemetery / Perpetual Care
Government Buildings
Senior Center
LIBRARY
DEPARTMENT SUMMARY
Library Director: Susan Craig
Location: 123 S. Linn St.
Phone: (319) 356 -5200
DESCRIPTION OF ACTIVITIES
The Iowa City Public Library is the busiest public library building in the state of Iowa. On
an average, over 220 people enter the building every hour and an average of over
4,300 things are checked out each day. Five public meeting rooms are booked more
than 2,200 times a year for a variety of community uses. Programs for children are
offered almost every day and in house computer and wireless use is over 200,000 per
year. Online access at www.icpl.orq makes collections and information available 24/7.
The Library is governed by a semi - autonomous nine - member board of trustees; which is
empowered by state law and city ordinance to set policy, determine goals and
objectives, direct the use of monies appropriated or gifted to the Library, and to employ
staff.
Services are offered to residents of Iowa City and, through contract, residents of
University Heights, Hills, and rural Johnson County. Reciprocal agreements with other
public libraries across Iowa provide for a sharing of services through the Open Access
Program.
Revenue: Eighty -four percent (84 %) of funding comes from Iowa City tax support
which includes a voter approved .27 levy (per $1,000 taxable valuation). Other major
funding sources include contracts for service, library fines, gifts, and building rent.
Approximately 8% of the Library's revenue comes from service agreements with other
governmental jurisdictions; most of this consists of a contract for service with Johnson
County. Another 4% of the Library's revenue comes from fines and fees.
Staffing changes: In FY12, there was no net change in staffing at ICPL. However,
positions were adjusted following a retirement to strengthen efforts in the area of
communications, a city -wide priority.
MISSION STATEMENT /GOALS
The Iowa City Public Library is an innovative and responsive community center that
supports lifelong learning, literacy, and access to the world of ideas.
The Library values and is committed to: intellectual freedom, excellence in customer
service, community building, working collaboratively, minimizing barriers to use,
providing a welcoming environment, and a well- trained staff.
The Library's goals further the City's strategic plan goals of: Coordinated
Communication and Customer Service Orientation and Planning and Development of
the Downtown and Near Downtown Areas.
OBJECTIVES
1. Making the Library easier to use and more accessible.
2. Improving visibility and awareness of Library services, programs and collections.
3. Developing partnerships that build community and support the Library's mission.
4. Providing resources that inform, entertain and enrich.
-142-
PERFORMANCE MEASURES*
* A full performance measure report is available in Appendix A of this document.
-143-
2007
2008
2009
2010
Library Visits
680,568
716,412
745,077
746,556
(Objective #1)
Registered Borrowers
64,141
65,786
66,539
67,892
(Objective #2)
Circulation per Capita
20.91
21.61
22.49
22.30
(Objective #2)
Children's Program
Attendance
34,777
29,468
26,461
25,802
(Objective #4)
Public Internet Uses
134,888
132,080
131,300
123,636
(Objective #4)
* A full performance measure report is available in Appendix A of this document.
-143-
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-144-
CITY OF IOWA CITY, IOWA
FINANCIAL. PLAN FOR 2013 - 2015
Fund: 1000 General
Division: 03700 Library
-145-
2011
2012
2013
2014
2015
Actual
Estimate
Budget Projection
Projection
Property Tax - General Levy
3,779,553
4,105,874
4,015,168
4,113,453
4,224,981
Current Taxes
725,411
748,670
782,878
796,534
812,297
Delq Prop Taxes
117
Other City Taxes
13,523
14,075
13,854
14,046
14,241
State 28e Agreements
35,000
35,000
35,000
35,630
36,271
Local Govt 28e Agreements
417,592
424,363
423,840
423,840
423,840
Library Chgs For Servs
114
92
114
114
114
Library Fines & Fees
211,610
204,827
211,610
211,610
211,610
Other Misc Revenue
59,105
62,560
67,498
67,498
67,498
Rents
123,829
116,695
123,829
123,829
123,829
Royalties & Commissions
3,464
2,910
3,464
3,464
3,464
Sale Of Assets
655
From Broadband
55,000
55,000
55,000
55,000
55,000
Total Receipts
5,424,973
5,770,066
5,732,255
5,845,018
5,973,145
Personnel
3,804,195
4,159,094
4,111,917
4,207,992
4,299,137
Services
643,906
643,764
655,610
663,644
671,837
Supplies
124,560
150,842
149,091
151,990
154,941
Capital Outlay
691,054
653,944
653,215
658,970
684,808
Other Financial Uses
161,258
162,422
162,422
162,422
162,422
Total Expenditures
5,424,973
5,770,066
5,732,255
5,845,018
5,973,145
- - --
FTE - - --
Personnel Services
2012
2013
Capital
Outlay
2013
CUSTODIAN - LIBRARY
2.00
2.00
Library Material
for Adults
530,777
LIBRARIAN II
7.00
7.00
Library Material
for Children
99,438
LIBRARY ADMIN COORDINATOR
1.00
1.00
Light System
10,000
LIBRARY ASSISTANT I
2.50
2.50
RFID tags
13,000
LIBRARY ASSISTANT II
1.00
1.00
LIBRARY ASSISTANT III
5.23
5.23
LIBRARY BUILDING MANAGER
1.00
1.00
LIBRARY CLERK
6.25
6.25
LIBRARY COORDINATOR
6.00
6.00
LIBRARY DIRECTOR
1.00
1.00
LIBRARY WEB SPECIALIST
1.00
1.00
M. W. II - LIBRARY
1.00
1.00
MICROCOMPUTER SPECIALIST - LI
1.00
1.00
MWI - LIBRARY
.50
.50
NETWORK DATABASE SPEC - LIB
1.00
1.00
PULIC RELATIONS SPECIALIST
.65
.65
SR. LIBRARIAN
1.00
1.00
SR LIBRARY ASSISTANT
3.75
3.75
42.88
42.88
653,215
Transfers
In
Transfers
Out
Cable TV to Libr
AV
55,000
Equip Repl
Reserve
19,454
PC Repl Reserve
Fndg
42,968
2002 GO Abatement
100,000
55.000
162.422
-145-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 442670 Library Computer Replacement Reserve
Transfers In
Library Res Funding 42,968
42,968
Fund: 1000 General
Center: 442680 Library Equipment Replacement Reserve
2011
Actual
Misc Other Operating Transfers 19,454
Total Receipts 19,454
Services
Supplies
Capital Outlay 15,445
Total Expenditures 15,445
Transfers In
Library Res Funding 19,454
19,454
2013
2011
2012
Budget
Actual
Estimate
Sale Of Assets
294
19,454
Misc Other Operating Transfers
42,968
42,968
Total Receipts
43,262
42,968
Services
10
22,926
Supplies
7,620
39,500
Capital Outlay
44,667
22,926
Total Expenditures
52,297
39,500
Transfers In
Library Res Funding 42,968
42,968
Fund: 1000 General
Center: 442680 Library Equipment Replacement Reserve
2011
Actual
Misc Other Operating Transfers 19,454
Total Receipts 19,454
Services
Supplies
Capital Outlay 15,445
Total Expenditures 15,445
Transfers In
Library Res Funding 19,454
19,454
2013
2014
2015
Budget
Projection
Projection
Projection
Projection
19,454
42,968
42,968
42,968
42,968
42,968
42,968
22,035
22,476
22,926
3,000
22,035
22,476
22,926
Transfers Out
2012
2013
2014
2015
Estimate
Budget
Projection
Projection
19,454
19,454
19,454
19,454
19,454
19,454
19,454
19,454
20
3,000
29,000
32,020
Transfers Out
-146-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1001 General- Library
Division: 03710 Library - Other
Total Expenditures 111,316
- - -- FIE - - --
Personnel Services 2012 2013
LIBRARY ASSISTANT III .50 .50
LIBRARY CLERK .25 .25
75 .75
2012
Estimate
2011
2014
Projection
Actual
Operating Grants
81,781
Refuse Charges For Services
410
Printed Materials
14,778
Misc Merchandise
7,036
Other Misc Revenue
23,056
Interest Revenues
691
Total Receipts
127,752
Personnel
49,410
Services
38,666
Supplies
18,892
Capital Outlay
4,348
Total Expenditures 111,316
- - -- FIE - - --
Personnel Services 2012 2013
LIBRARY ASSISTANT III .50 .50
LIBRARY CLERK .25 .25
75 .75
2012
Estimate
2013
Budget
2014
Projection
2015
Projection
91,616
65,425
65,425
65,425
14,000
14,778
14,778
14,778
1,779
1,086
1,086
1,086
30,000
24,910
24,910
24,910
4,951
691
691
691
142,346
106,890
106,890
106,890
46,961
41,952
43,836
45,830
22,399
15,611
15,831
16,056
1,609
4,535
4,626
4,718
10,000
20,000
80,969 82,098 64,293 66,604
Capital Outlay
Self -check station
Teen Area
-147-
2013
9,000
11,000
20.000
PARKS & RECREATION
DEPARTMENT SUMMARY
Parks and Recreation Director: Mike Moran
Parks Superintendent: Terry Robinson
Recreation Superintendent: Chad Dyson
Administrative Office Location: 220 S. Gilbert St.
Phone: (319) 356 -5110
MISSION STATEMENT /GOALS
Provide a high - quality level of leisure time opportunities, increase the number of
people served, improve the quality of program delivery, and advocate the
benefits of recreational involvement to the general public.
We strive to enhance the quality of life for residents of Iowa City by providing cost
effective quality programs and services, facilities, parks, open spaces, and
information as an essential link in creating a dynamic, vital community.
-148-
The goals of the Parks and Recreation Department further the City's strategic
plan goals of: Neighborhood Stabilization, Planning and Development of the
Downtown and Near Downtown Areas, and Coordinated Communication and
Customer Service Orientation.
101:111x01D/ *y
• Maximize the planning process
• Track performance measures
• Enhance program development
• Pursue comprehensive service delivery
• Solicit community involvement and feedback
• Increase awareness of program offerings
• Assure financial sustainability
• Collaborate with community organizations and businesses
• Continue to provide equitable level of service in existing parks and
facilities
• Plan for continued equitable level of service as community grows
• Increase level of service for trails
Parks & Recreation
Administration
Parks Operation & Cemetery Recreation
Maintenance
Central Business Forestry Government Buildings
District (CBD)
-149-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 441100 Parks & Rec Admin
Total Expenditures 245,612 258,983 257,495 262,769 267,974
Personnel Services
ADMINISTRATIVE SECRETARY
PARKS & RECREATION DIRECTOR
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
2.00 2.00
-150-
Capital Outlay
8162!%3
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
245,520
258,983
257,403
262,677
267,882
Misc Merchandise
10
10
10
10
Other Misc Revenue
82
82
82
82
Total Receipts
245,612
258,983
257,495
262,769
267,974
Personnel
219,719
237,962
234,948
240,002
244,983
Services
22,161
19,207
20,529
20,710
20,894
Supplies
2,655
1,814
2,018
2,057
2,097
Capital Outlay
1,077
Total Expenditures 245,612 258,983 257,495 262,769 267,974
Personnel Services
ADMINISTRATIVE SECRETARY
PARKS & RECREATION DIRECTOR
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
2.00 2.00
-150-
Capital Outlay
8162!%3
DEPARTMENT: PARKS & RECREATION
DIVISION: PARKS
DESCRIPTION OF ACTIVITIES
The Parks Division oversees maintenance of the following City -owned assets:
• 1,506 acres of parkland and open /green space
• 43 designated parks
• 45 outdoor shelters
• 31 playground structures
• 14 restroom facilities
Daily staff responsibilities include visiting all designated parks, cleaning and securing
restroom facilities and providing for trash removal. Other regular duties include the
following:
• Park Shelters: Staff is responsible for shelter cleaning, preparation, maintenance
and repair. Annual repair and maintenance includes siding, roofs, plumbing,
windows and doors; painting, concrete work, and construction of building
additions to any or all of these facilities. There were 1,108 shelter reservations in
2011.
• Mowing: Scheduled mowing includes 486 acres of residential -style turf, and 212
acres of rough areas along highways and in water retention areas. Efforts are
also made to remove invasive vegetation when possible.
• Snow and ice removal: Access roads, parking areas, 27.4 miles of trails and
sidewalks and the City Park ice skating area, are maintained during winter
months, weather permitting.
• Repair of park fixtures: Fixtures such as picnic tables (350) and garbage racks
(250) are also repaired by staff during winter months.
Organized sports: A number of private sports organizations utilize Iowa City's 45
competitive -use fields for practice, games, soccer camps and tournaments:
• Iowa City Kickers Soccer
• Iowa City Girls Softball
• Iowa City Boys Baseball
• Iowa City Babe Ruth Baseball
_151-
• City High Baseball
• Iowa Premiere Soccer League, including the Iowa City Alliance Soccer Club
• USSSA Baseball traveling squads
Parks staff provide support for these groups through field maintenance (including three
practice fields); eleven lighting systems and over 60,000 linear feet of irrigation systems.
Support for City High Baseball at the Mercer Park facility is provided through a 28E
agreement with the Iowa City Community School District. There were 4,130 games and
practices for the Iowa City sports affiliates in 2011.
Other facilities: There are a number of unique facilities within Iowa City's parks which
require special maintenance and /or management service arrangements. These include:
• Riverside Festival stage
• City Park's winter ice-skating area
• Terrell Mill skateboard park
• Wetherby Park splash pad
• Thornberry and Rita's Ranch Off Leash Dog Parks
• Iowa City disk golf course
• City Park carnival rides
• Numerous volleyball, horseshoe and bocce ball courts
The five children's carnival rides located at City Park must be inspected and serviced
daily during months of operation. This includes a miniature train track and antique
carousel.
Other activities: The Parks Division also assists with other Parks and Recreation
programs, as needed. Staff prepare community gardens prior to planting season and
clear them after harvest season. Services are also provided in support of the Benton Hill
Neighborhood Association's garden space. Parks staff assists the Recreation division
with Farmers Market, demonstration gardens, T -ball and kiddie soccer; and the Forestry
division with storm debris clean -up and difficult tree removals.
Revenue: While the majority of the Parks Division's funding is supported by tax
revenues, the Division receives significant revenue from facility rentals and program
participation fees.
-152-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Division; 03300 Parks Operation & Maintenance
-153-
2011
2012
2013
2014
2015
Actual
Estimate
Budget Projection
Projection
Property Tax - General Levy
2,042,526
2,322,965
2,162,242
2,192,361
2,206,068
Culture And Recreation
85,965
75,712
102,137
102,137
102,137
Misc Merchandise
1,030
334
Other Misc Revenue
932
235
235
235
Rents
58,582
50,931
83,250
83,250
83,250
Sale Of Assets
2,293
Total Receipts
2,191,328
2,449,942
2,347,864
2,377,983
2,391,690
Personnel
1,292,797
1,416,961
1,425,907
1,447,992
1,471,370
Services
699,517
731,471
696,182
703,696
711,337
Supplies
133,056
194,577
179,534
183,124
186,787
Capital Outlay
47,412
87,550
25,950
21,950
Other Financial Uses
18,546
19,383
20,291
21,221
22,196
Total Expenditures
2,191,328
2,449,942
2,347,864
2,377,983
2,391,690
- - -- FTE
- - --
Personnel Services
2012
2013
Capital Outlay
2013
CLERK /TYPIST - PARKS & FOREST
1.00
1.00
Infield groomer
conditioner
18,000
M.W. II - PARKS
5.00
5.00
Rougharea 72
inch mower
7,950
M.W. III - PARKS
4.00
4.00
SR MW - PARKS
1.00
1.00
SR MW - TURFGRASS SPECIALIST
1.00
1.00
SUPERINTENDENT PARKS /FORESTRY
1.00
1.00
13.00
13.00
25,950
Transfers
In
Transfers Out
TT Park Acq
Ln Repay
20,291
20,291
-153-
DEPARTMENT: PARKS & RECREATION
DIVISION: RECREATION
I Q *111] N 129Eel [0]yeX111I Dl1191 *1
General Recreation Activities
OPEN GYM AND GAME ROOM PLAY includes basketball, volleyball, table
tennis, billiards, foosball, and table games. In addition to scheduled programs,
day -to -day open public use is available in the weight room and exercise room.
FARMERS' MARKET makes homegrown fruits, vegetables, homemade baked
goods, foodstuffs, handcrafts, and flowers available. The market season is May
through October and is held on Wednesday evenings and Saturday mornings.
MARKET MUSIC features performances by local musicians on Wednesdays,
June through August, in Chauncey Swan Park before and during the Farmers'
Market.
RECREATION CENTERS: The Iowa City Recreation Division provides
recreational facilities for everyone. The Robert A. Lee Community Recreation
Center houses a variety of activity spaces including: A gymnasium, weight room,
pool, game room, racquetball courts, craft room, social hall, photo darkroom, and
potter's studio. A kitchen and meeting rooms are also available for public use.
The Scanlon Gymnasium addition at the Mercer Park Aquatic Center provides
gymnasiums, a game room, and multipurpose rooms.
GRANT WOOD GYM is located at Grant Wood elementary school
Social & Cultural Activities
CULTURAL/SOCIAL PROGRAMS are provided year -round for all ages. Most art
programs are offered in 4, 5, 8, and 10 week sessions and are available 48
weeks of the year. The Division sponsors a children's theatre in cooperation with
the Young Footliters and the Iowa City Community Theatre. A potter's studio,
darkroom, watercolor studio, painting facilities, print shop, and craft room are
available year- round.
-154-
SPECIAL EVENTS, WORKSHOPS, AND CLINICS include coach's training, trips,
teen dances, artist residencies, music performances, holiday events, and no-
school day activities.
SUMMER CAMP offers eight weeks of swimming, crafts, roller skating, field trips,
sports, and elective camps. This indoor /outdoor camp consists of eight one -
week sessions for children completing grades K -6.
PLAYGROUNDS provide supervised activities in several Iowa City park sites.
Sports, games, crafts, and special events are included. This eight -week summer
program is designed for children completing grades K -6.
Aquatics
AQUATICS PROGRAM offers a variety of levels in swimming instruction. Along
with lessons, the Robert A. Lee Community Recreation Center pool is available
at various hours for public swimming, lap swim, and specialty classes. The
Mercer Park Aquatic Center, completed in 1988, is indoors and offers a variety of
programs as well. The division maintains one outdoor pool at City Park for
summer classes and open swim.
CITYPARK POOL is located outdoors on Park Road in Upper City Park on the
northwest side of Iowa City. This is a T- shaped pool featuring a super shallow
area on both sides of the 'T,' a 50 -meter and 25 -yard lap swim area, and two (2)
one -meter and two (2) three -meter diving boards. The pool depth ranges from 1
to 14 feet. The facility also features a small wading pool for use by young
children being directly supervised by a responsible adult (16 years or older).
The City Park Pool is open from Memorial Day to Labor Day.
MERCER AQUATIC CENTER is divided into three separate sections. The
deep section is on the east end of the pool. This section is 25 yards long; depth
ranges from 4'6" to 12' and contains two (2) one -meter diving boards. The middle
section is 25 yards long; depth ranges from 42" to 46 ". The shallow section is on
the west end of the pool. It is approximately 2'6" to 4'. There is an outside
wading pool area which requires children to have adult supervision.
The Mercer Park Aquatic Center is equipped with a 12 person spa. Use of the
spa is restricted to adults (16 years or older) and children who are directly
supervised by a responsible adult (someone 16 years or older). Those with heart
conditions, high blood pressure, pregnant women, young children, and others
with health concerns should consult a physician before using the spa. To insure
proper function of the spa, the pool manager reserves the right to restrict use by
-155-
children (15 years and younger) during times of peak use. The spa is not open
for use during times reserved for swimming lessons.
ROBERT A. LEE POOL is located at 220 S. Gilbert St. in downtown Iowa City.
This is an L- shaped pool featuring a 25 -yard main body, with the water ranging
from 3 to 5 feet in this area. The bottom of the 'L' is a 10 -foot deep diving well
which does not have a diving board. There is a wading pool area which requires
children to have adult supervision. This pool is in operation on a year -round
basis.
Special Populations Involvement (SPI)
THE SPECIAL POPULATIONS INVOLVEMENT (S.P.I.) PROGRAMS provide
year -round recreation for persons with special needs of all ages and ability
levels. A principal goal for the programs is to enhance independent leisure skills
and lifestyles of persons with various disabilities. S.P.I. programs promote skill
development and offer educational activities, while maintaining the recreational
values. The S.P.I. programs are offered year -round through five- and ten -week
programming sessions. Each session includes programs and activities in the
following recreation areas: sports and fitness, arts, music and movement,
independent living skills, special events, clubs, and social activities. The S.P.I.
program offers year -round Special Olympics sports training and competition.
Adult Sports
ADULT SPORTS PROGRAMS include men's, women's and co- recreational
basketball, volleyball, and softball leagues. Over 100 teams participate in our
summer softball leagues and 40 in the fall league. Up to 100 teams are involved
in volleyball and 50 teams in basketball. Competitive and recreational fall, winter,
and spring leagues are established to meet participants' interests.
AEROBICS, FITNESS, AND WELLNESS CLASSES run year- round. Classes
are established for those persons just beginning to those individuals who are
advanced. Both low- impact and high- intensity aerobics are offered. Step
aerobics, aquacise, and exercise classes are popular.
Youth Sports
YOUTH SPORTS AND WELLNESS PROGRAMS offered by the Iowa City
Recreation Division are diverse and well- attended by community residents.
Year -round programs are established for all ages. Youth sports include flag
football, basketball, volleyball, softball, baseball, tennis, and a variety of special
events such as the Hershey Track and Field Meet. The youth sports programs
-156-
follow a basic philosophy that the child and learning come first and competition
second. Programs are designed to allow for instruction, full - participation, and
fun. The Recreation Division also works cooperatively with local sports
associations to provide program opportunities.
TENNIS LESSONS for youth run approximately eight weeks in the summer (two
four -week sessions) at both City Park and Mercer Park. In addition to our regular
tennis program, the Iowa City Recreation Division works closely with the United
States Tennis Association (USTA) to provide classes, tournaments, and special
events.
GYMNASTICS INSTRUCTION is offered year- round. Parent Tot Tumbling (2 -3
year olds) and Tiny Tumblers (3 -5 year olds) meet twice weekly during the school
year. Saturday classes (2 -8 year olds) are offered for five -week sessions,
meeting one time per week throughout the year.
TEEN PROGRAMING provides various after - school activities and special events
for teens to participate in. The Scanlon Gymnasium's main focus is to provide a
safe environment for teens
Revenue: The Recreation Division receives significant funding from program
participation fees, agreements with other local jurisdictions, and facility rentals.
The Recreation Division's goal is for all non - property tax revenue sources to fund
50% of program costs. The formula for calculating this cost - recovery ratio uses
all non - property tax revenue including the hotel /motel tax as a percentage of
costs excluding capital outlay and transfers out.
-157-
The following charts display all revenues and expenditures and do not reflect the
cost - recovery percentage formula described above.
2013 Recreation Expenditure Budget
3%
S -/
• GENERAL REC ACTIVITIES
• SOCIAL & CULTURAL
ACTIVITIES
■ ACQUATICS
■ SPI
■ SPORTS
2013 Recreation Revenue Budget
■ PROPERTY TAXES
1%
6%
-158-
T.10117NOA11111 In M.4
■ LOCAL
INTERGOVERNMENTAL
■ CULTURE AND
RECREATION FEES
■ OTHER MISC REVENUE
■ RENTS
CITY OF IOWA CITY, I ®WA
FINANCIAL FLAN FOR 2013 - 2015
Fund: 1000 General
Division: 03200 Recreation
Total Expenditures 2,645,455 2,951,443 3,034,136 2,965,062 2,987,142
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
1,459,886
1,867,795
1,852,954
1,783,880
1,805,960
Other City Taxes
205,020
214,500
199,080
199,080
199,080
Local Govt 28e Agreements
117,908
98,163
99,404
99,404
99,404
Transit Fees
740
770
Dive Stand Refurbishment
4,000
M.W. III - POOLS
Culture And Recreation
644,413
591,759
673,303
673,303
673,303
Misc Chg For Sery
2,725
2,734
4,130
4,130
4,130
Contrib & Donations
42,687
5.00
3,975
3,975
3,975
Misc Merchandise
10,155
8,320
12,081
12,081
12,081
Other Misc Revenue
-593
2,500
2,016
2,016
2,016
Rents
142,612
144,480
164,470
164,470
164,470
Royalties & Commissions
19,762
22,922
22,723
22,723
22,723
Sale Of Assets
140
1.00
P &R Equipment
10,500
Total Receipts
2,645,455
2,951,443
3,034,136
2,965,062
2,987,142
Personnel
1,873,265
2,077,883
2,082,988
2,119,807
2,152,415
Services
511,261
561,658
539,845
547,452
548,835
Supplies
196,408
244,322
256,803
261,803
266,892
Capital Outlay
64,521
67,580
154,500
36,000
19,000
Total Expenditures 2,645,455 2,951,443 3,034,136 2,965,062 2,987,142
15.42 15.42 154,500
-159-
- - --
FTE
- -
--
Personnel Services
2012
2013
Capital Outlay
2013
M.W. I - POOLS
1.00
1.00
Deck Painting
15,000
M.W. I - RECREATION
2.75
2.75
Decl. Refurbish
24,000
M.W. II - RECREATION
1.00
1.00
Dive Stand Refurbishment
4,000
M.W. III - POOLS
1.00
1.00
Facility Improvements
5,000
OFFICE COORD - RECREATION
1.00
1.00
HVAC system controllers
25,000
REC PROGRAM SUPERVISOR
5.00
5.00
LG Stand
4,000
REC. MAINT. SUPR
.67
.67
Lane Line Replacement
2,500
RECREATION SUPT
1.00
1.00
Migrate 11 video cameras
7,500
SR CLERK TYPIST - REC
1.00
i.00
New Diving Board
3,500
SWIMMING POOL ASST
1.00
1.00
P &R Equipment
10,500
Pool Caulking /Deck Tile
2,500
Wibit Float Add -on
5,000
accessible ramp
7,000
built in storage
7,000
deck surface repairs
3,000
facility painting
6,000
mudjack deck /sidewalk
2,500
new reception area counter
12,000
stabilization of cabins
7,000
tank caulk repair
1,500
15.42 15.42 154,500
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DEPARTMENT: PARKS & RECREATION
DIVISION: FORESTRY
DESCRIPTION OF ACTIVITIES
Forestry staff provide arboricultural services for the trees located in the city right -of -way,
city parks, open space, and other public property as needed. Forestry staff respond to
and resolve service requests regarding hazardous trees, low limbs, and diseased trees.
Forestry staff continually perform routine street tree pruning throughout the city. Forestry
staff respond to after -hours storm damage of public and private trees when they impact
a public facility or service. Forestry staff issue and inspect contracts for tree and stump
removal and tree planting. Forestry staff regularly advise Engineering and Housing
Inspection Services staff regarding tree protection during construction and /or demolition
projects, species selection for building permits, zoning requests, and hazardous tree
assessment on private property.
Forestry staff plant trees on the right -of -way, in city parks, and as part of the memorial
tree program; and maintain a city nursery of difficult -to -find trees for right -of -way and
park plantings. Forestry staffinspect and advise citizens regarding species selection and
location for right -of -way planting permits. The division also advises other City
departments with general landscape and tree care guidelines.
In addition to the Forestry staff's winter pruning responsibilities, they assist Parks staff by
clearing snow and ice from sidewalks and trails along designated snow routes, and they
participate in weekend call -in for snow and ice removal.
Forestry staff will complete or provide action on all service requests within 30 days of
receipt of the request. The division will plant a minimum of 125 trees per year, and will
prune 1800 per year. Hazardous tree or limb requests will be considered to pose an
imminent threat and will be inspected within 72 hours of receipt of the request, and will
be prioritized according to the degree of threat. Staff is also responsible for keeping
streets open for emergency vehicles and emergency work (caused by wind, ice, etc.).
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CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 441840 Forestry Operations
Property Tax - General Levy
Other City Taxes
Contrib & Donations
Misc Merchandise
Other Misc Revenue
Sale Of Assets
Road Use Tax
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services
M. W. II - FORESTRY
M. W. III - FORESTRY
SR MW - FORESTRY
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
379,484
408,653
474,746
421,583
427,278
5,000
5,000
5,000
5,000
20,000
800
7,028
50
64,410
69,996
70,582
73,078
75,600
471,772
483,649
550,328
499,661
597,878
268,024
287,696
287,510
292,910
298,139
163,097
177,262
178,731
181,162
183,637
40,651
18,691
25,087
25,589
26,102
59,000
471,772
483,649
550,328
499,661
507,878
- -- FIE - --
2012 2013
1.00 1.00
1.00 1.00
1.00 1.00
3.00 3.00
Transfers In
Capital Outlay
Flatbed Truck w/ Arbor box
Transfers Out
RUT Rt of Way Maint 70,582
70,582
-161-
2013
59,000
D7,vvu
DEPARTMENT: PARKS & RECREATION
DIVISION: CENTRAL BUSINESS DISTRICT (CBD)
DESCRIPTION OF ACTIVITIES
Central Business District (CBD) staff provide for grounds maintenance in the City
Plaza (pedestrian mall) and adjacent areas, including City Hall and Chauncey
Swan Park. This includes, but is not limited to the following responsibilities:
• Ground litter and leaf removal in the City Plaza on a daily basis throughout
the year, and twice per week in outer areas for the spring, summer, and
fall seasons
• Design, installation and maintenance of planting beds with annuals and
perennials in the aforementioned areas and various city parks
• Assist organizations and persons in preparations for special events held in
the City Plaza
• Snow and ice removal of natural accumulations in the City Plaza, including
clearing sidewalk areas, the fire lane and a minimum of two crosswalks
per half block.
• Snow and ice removal to various City -owned park areas, bridges, and
right -of -ways on assigned routes, as needed.
• Maintenance of site furnishings: play equipment and surfaces, trash
receptacles, bicycle racks, benches, kiosks, posting pillars, drinking
fountains, trellises, the Weather Dance Fountain, recycling units and tree
grates.
• Staff also monitors contracts and vendors as needed to ensure quality and
efficient services.
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CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 441860 CBD Maintenance Operations
Total Expenditures 531,175
- - -- FTE - - --
Personnel Services 2012 2013
M. W. II - CBD 2.00 2.00
SR M.W. - CBD 1.00 1.00
3.00 3.00
2012
Estimate
2011
2014
Projection
Actual
Property Tax - General Levy
498,825
General Use Permits
8,176
Other Misc Revenue
24,174
Total Receipts
531,175
Personnel
323,691
Services
124,627
Supplies
16,744
Capital Outlay
66,113
Total Expenditures 531,175
- - -- FTE - - --
Personnel Services 2012 2013
M. W. II - CBD 2.00 2.00
SR M.W. - CBD 1.00 1.00
3.00 3.00
2012
Estimate
2013
Budget
2014
Projection
2015
Projection
683,380
500,923
491,799
497,807
7,406
8,176
8,176
8,176
24,174
24,174
24,174
690,786
533,273
524,149
530,157
345,386
350,342
354,995
359,759
152,156
138,855
139,495
140,146
136,820
29,076
29,659
30,252
56,424
15,000
690,786 533,273 524,149 530,157
Capital Outlay
Contracted Improvements
-163-
2013
15,000
15,000
DEPARTMENT: PARKS & RECREATION
DIVISION: OAKLAND CEMETERY
DESCRIPTION OF ACTIVITIES
• Continued assistance with family members /funeral homes regarding
funeral arrangements; determine right of interment, interment placement,
lot sales /repurchases; complete billing and maintain records.
• Assist the general public /funeral homes /monument dealers with genealogy
requests, lot locations and explanation, enforcement of cemetery rules
and regulations.
• Maintain all cemetery grounds, buildings, equipment, and snow route.
• Oakland Cemetery occupies 40+ acres adjacent to the western edge of
Hickory Hill Park. There have been an estimated 18,000 interments in the
cemetery to date.
• Recent expansion: 64 niche infant columbarium.
• Future expansion: mausoleum, columbarium addition, purchase
surrounding property and /or expand to the east.
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CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 441850 Cemetery Operations
Property Tax - General Levy
Misc Chg For Sery
Contrib & Donations
Other Mist Revenue
Sale Of Assets
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services
CEMETERY SUPR
M.W. II - CEMETERY
M.W. III - CEMETERY
Fund: 6001 Perpetual Care
Beginning Balance
Interest Revenues
Rents
Total Receipts
Ending Balance
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
279,061
327,610
282,343
299,994
296,341
29,760
34,272
29,760
29,760
29,760
600
1,683
266
266
266
6,000
4,802
57,450
45,500
57,450
57,450
57,450
372,871
407,382
369,553
387,204
383,551
257,500
278,400
288,018
297,283
305,627
57,573
67,508
57,001
57,606
58,223
11,366
23,725
18,934
19,315
19,701
46,432
37,749
5,600
13,000
372,871 407,382 369,553 387,204 383,551
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
1.00 1.00
3.00 3.00
Capital Outlay
Pole Building Doors
2013
5,600
D, ouv
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
114,181
114,447
120,932
121,198
121,464
266
1,683
266
266
266
4,802
266
6,485
266
266
266
114,447
120,932
121,198
121,464
121,730
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DEPARTMENT: PARKS & RECREATION
DIVISION: GOVERNMENT BUILDINGS
DESCRIPTION OF ACTIVITIES
Government Buildings staff provide routine custodial services and other periodic
maintenance projects for City Hall, utilizing a combination of in -house and
contracted services. Staff provide daily cleaning and maintenance for this 64,445
sq. ft. building, including Police and Fire facilities which are in operation 24/7.
HVAC zones are also maintained daily for optimal energy efficiency, productivity,
and comfort.
-166-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Division: 01300 Government Buildings
Total Expenditures 479,595 515,138 511,382 521,653 532,163
Personnel Services
CUSTODIAN - GOVT BLDGS
M. W. II - GOVT BLDGS
M.W. I - GOVT BLDGS
REC. MAINT. SUPR
- - -- FIE - - --
2012 2013
2.50 2.50
1.00 1.00
1.00 1.00
.33 .33
4.83 4.83
-167-
Capital Outlay
2013
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
479,595
515,138
511,382
521,653
532,163
Total Receipts
479,595
515,138
511,382
521,653
532,163
Personnel
285,585
294,920
308,977
316,485
324,145
Services
168,158
181,662
176,303
178,543
180,860
Supplies
24,267
30,337
26,102
26,625
27,158
Capital Outlay
1,585
8,219
Total Expenditures 479,595 515,138 511,382 521,653 532,163
Personnel Services
CUSTODIAN - GOVT BLDGS
M. W. II - GOVT BLDGS
M.W. I - GOVT BLDGS
REC. MAINT. SUPR
- - -- FIE - - --
2012 2013
2.50 2.50
1.00 1.00
1.00 1.00
.33 .33
4.83 4.83
-167-
Capital Outlay
2013
DEPARTMENT / DIVISION:
SENIOR CENTER
Senior Center Coordinator:
Location:
Phone:
Linda Kopping
28 S. Linn St.
(319) 356 -5220
11111] *11111] N 12 111M kiIM NA" IIU /1191 *9
The Senior Center's program components provide a variety of opportunities for
education, social engagement, physical activity, and community involvement.
Educational classes cover everything from literature and fitness classes to video
production, music, and art education.
Social engagement among participants and within the community is promoted.
Classes, which are often open to non - members or intergenerational, incorporate time
for participants to interact with each other. Volunteer groups are involved with
community activities to teach, share information about The Center, and conduct
fundraising activities. The AARP Tax Aide Program, University of Iowa Counseling
Services, Volunteer Lawyers, Senior Health Insurance Information Program, Visiting
Nurses Association, and Senior Nutrition Program all ensure that the community comes
into The Center. In addition, The Center's role in the Respecting Your Wishes initiative
-168-
will bring people of all ages into The Center for consultation with trained senior
volunteers on the preparation and distribution of advanced care directives.
Another community outreach service offered by The Center involves performances in
venues throughout the county by the New Horizons Band and ensemble groups, New
Horizons Orchestra, Voices of Experience, Senior Standing Room Only Theatre Group,
Senior Center Dance Team, and Reading Aloud Poetry Group. These performances
benefit both the performers and the audience. Performers are able to share their talents
with the community and maintain or expand mental fitness and social connections.
Viewers can enjoy entertainment in an environment that promotes social interaction.
Working as teachers, leaders, project directors, building supervisors, or special project
volunteers, Center volunteers play a critical role in the successful operation of The
Center. Staff members routinely recognize the significant and meaningful contributions
made by volunteers. Notably, this type of volunteering can bring a sense of purpose or
meaningfulness to a person's life.
Establishing social connections, keeping active physically and mentally, and maintaining
contact with the community are cornerstones of optimal aging, and they are what we do
best at The Center.
MISSION STATEMENT /GOALS
The mission of the Senior Center is to promote optimal aging among older adults by
offering programs and services that promote wellness, social interaction, community
engagement, and intellectual growth. The Center serves the public through
intergenerational programming and community outreach.
The Senior Center's goals further the City's strategic plan goals of Coordinated
Communication and Customer Service Orientation and Planning and Development of
the Downtown and Near Downtown Areas.
OBJECTIVES
1. Provide a wide variety of classes and educational opportunities.
2. Increase the amount and quality of social engagement for members and non-
members.
3. Provide access to resources that increase participants' physical activity.
4. Increase community involvement.
5. Improve the stability and diversity of Center funding.
-169-
PERFORMANCE MEASURES*
. A full performance measure report is available in Appendix A of this document.
Revenue: The Center is primarily funded through property tax revenues. In FY 2012,
General Levy comprised over seventy -seven percent (77 %) of the Center's revenues.
Johnson County also provides funding to The Center. This is in support of those
patrons who live outside of Iowa City's corporate limits. From The Center's inception in
1981, until 2003, the City and the County maintained a 28E agreement that split
operational costs 80% to 20 %, respectively. County funding peaked at $141,410 in FY
2002. In 2003, the County withdrew from this agreement and decreased funding to
$75,000 annually in FY2004. In FY 2012, the City was asked to submit an Economic
Development/Quality of Life Block Grant application to Johnson County in order to
receive funding. For FY 2012 and FY 2013, this grant has been $70,000 annually, or
approximately eight percent (8 %) of the Center's funding. Nineteen percent (19 %) of
the Center's members are county residents not living in Iowa City.
For this reason, The Center's membership and program participation was reviewed
during preparation of the FY 2013 adopted budget, County grant revenue was
estimated at approximately $166,000 (19% of the Center's operating budget), based on
this review. Subsequent to budget adoption, the Johnson County Board of Supervisors
approved FY 2013 funding of $70,000 on April 26, 2012.
-170-
2007
2008
2009
2010
Total Members
(Objectives #1 -3)
1003
1071
1217
1287
Senior Center
Visits
56,189
73,431
92,324
93,419
(Objectives #1 -3)
Volunteers
445
453
498
500
(Objective #4)
Rental Income
$371
$1,084
$1,511
$2,151
(Objective #5)
Contributions and
Donations
$93,525
$27,720
$48,394
$20,499
(Objective #5)
County Revenue
$75,000
$75,000
$75,000
$75,000
(Objective #5)
. A full performance measure report is available in Appendix A of this document.
Revenue: The Center is primarily funded through property tax revenues. In FY 2012,
General Levy comprised over seventy -seven percent (77 %) of the Center's revenues.
Johnson County also provides funding to The Center. This is in support of those
patrons who live outside of Iowa City's corporate limits. From The Center's inception in
1981, until 2003, the City and the County maintained a 28E agreement that split
operational costs 80% to 20 %, respectively. County funding peaked at $141,410 in FY
2002. In 2003, the County withdrew from this agreement and decreased funding to
$75,000 annually in FY2004. In FY 2012, the City was asked to submit an Economic
Development/Quality of Life Block Grant application to Johnson County in order to
receive funding. For FY 2012 and FY 2013, this grant has been $70,000 annually, or
approximately eight percent (8 %) of the Center's funding. Nineteen percent (19 %) of
the Center's members are county residents not living in Iowa City.
For this reason, The Center's membership and program participation was reviewed
during preparation of the FY 2013 adopted budget, County grant revenue was
estimated at approximately $166,000 (19% of the Center's operating budget), based on
this review. Subsequent to budget adoption, the Johnson County Board of Supervisors
approved FY 2013 funding of $70,000 on April 26, 2012.
-170-
In order to compensate for the difference in County revenue, the FY 2013 budget will be
amended on July 1, 2012 to reflect greater property tax support and a new fee structure
for memberships and parking passes. The new fee structures are expected to generate
an additional $23,288 during FY 2013.
The following charts display the Center's major revenue sources and reflect the
changes noted above in the Center's FY 2013 budgeted revenues.
FY 2013 Proposed Budget Amendment
do„
■ Property Tax -General Levy
■Johnson County Grant*
• Membership Fees, Special
Events, Lessons, Entry Fees
■ Contributions and Donations
73%
• All Other Revenue Sources
*Reflects $70,000 actual Johnson County funding and new fee structures.
- 171 -
Senior Center Operations
Senior Center Coordinator
Operations Assistant
SENIOR CENTER
1 M.W. III — Senior Center
1 M.W. I —Senior Center
Receptionist (.50)
-172-
SPECIALISTS
1 Program Specialist
1 Volunteer Specialist
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 444100 Senior Center Operations
Total Expenditures 793,607
Personnel Services
2011
- - --
2013
Actual
Property Tax - General Levy
599,238
Local Govt 28e Agreements
75,000
Culture And Recreation
42,167
Misc Chg For Sery
13,853
Contrib & Donations
25,927
Misc Merchandise
11,614
Other Misc Revenue
5,415
Rents
2,125
Pkg Ramp Rcvcnue
17,400
Royalties & Commissions
304
Sale Of Assets
284
Misc Transfers In
280
Total Receipts
793,607
Personnel
464,905
Services
229,656
Supplies
62,844
Capital Outlay
29,657
Other Financial Uses
6,545
Total Expenditures 793,607
Personnel Services
- - -- FTE
2012
- - --
2013
M. W. III - SENIOR CENTER
1.00
543,948
1.00
598,007
M.W. I - SENIOR CENTER
1.00
166,084
1.00
49,278
OPERATIONS ASST - SR CENTER
1.00
61,554
1.00
13,853
PROGRAM SPECIALIST - SR CENTE
1.00
30,500
1.00
35,500
RECEPTIONIST - SR CENTER
10,000
.50
.50
11,614
SENIOR CENTER COORDINATOR
1.00
10,300
1.00
2,151
VOLUNTEER SPECIALIST -SR CNTR
1.00
2,125
1.00
20,520
7L3� =:fFY
2012
Estimate
2013
Budget
2014
Projection
2015
Projection
694,068
543,948
556,956
598,007
77,250
166,084
166,084
166,084
49,278
61,554
61,554
61,554
12,368
13,853
13,853
13,853
30,500
35,500
35,500
35,500
10,000
11,614
11,614
11,614
5,040
10,300
10,300
10,300
2,151
2,125
2,125
2,125
16,161
20,520
20,520
20,520
1,151
304
304
304
5,940
2,500
2,500
2,500
903,907
868,302
881,310
922,361
511,682
518,543
536,005
552,699
260,575
260,480
263,322
266,399
71,106
64,050
65,145
66,263
53,700
18,069
9,330
37,000
6,844
7,160
7,508
903,907 868,302 881,310 922,361
Capital Outlay 2013
Addressable Alarm Panel 18,069
Transfers In Transfers Out
Sr. Gift Fund Contrb 2,500 Bldg Env Loan Repay
L, DVV
-173-
7.160
lo, uuy
CI'T'Y OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1003 General Senior Center Gift Fund
2011
Actual
Beginning Balance 29,693
Contrib & Donations 3,711
Interest Revenues 74
Total Receipts 3,785
Other Financial Uses 280
Total Expenditures 280
Ending Balance 33,198
Transfers In
Fund: 1004 General - Senior Center -New horizons Band
2012 2013 2014 2015
Estimate Budget Projection Projection
33,198 37,621
10,000
363 74
35,195
74
32,769
74
10,363 74
74
74
5,940 2,500
2,500
2,500
5,940 2,500
2,500
2,500
37,621 35,195
32,769
30,343
Transfers Out
2,000
2,000
Sr Ctr Scholarship
2,500
240
80
2,500
80
201.1 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance
6,163
4,773
3,313
3,262
3,154
Culture And Recreation
10,584
9,757
10,800
10,800
10,800
Contrib & Donations
1,559
2,500
2,000
2,000
2,000
Misc Merchandise
44
240
80
80
80
Total Receipts
12,167
12,497
12,880
12,880
12,880
Personnel
7,825
8,184
9,306
9,306
9,306
Services
1,411
611
805
806
807
Supplies
4,341
4,962
2,820
2,876
2,934
Total Expenditures
13,577
13,957
12,931
12,988
13,047
Ending Balance
4,773
3,313
3,262
3,154
2,987
-174-
GOVERNMENTAL ACTIVITIES
COMMUNITY & ECONOMIC
F
Y
2
O
1
3
DEVELOPMENT
Planning & Community Dev. Admin.
Urban Planning & Historic Preservation
Neighborhood Services
Public Art
Community Development — Non Grant
Human Services
Economic Development
PLANNING & COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
7
J
.vh
I
Artist rendering of development in the Riverfront Crossings District on Gilbert St., south of Burlington St.
Planning and Community Development Director: Jeff Davidson
Economic Development Coordinator:
Wendy Ford
Community Development Coordinator:
Stephen Long
Urban Planning, Senior Planner:
Bob Miklo
MPOJC Executive Director:
John Yapp
Neighborhood Services, Planner:
Marcia Bollinger
Office Location:
410 E. Washington St.
Phone:
(319) 356 -5230
MISSION STATEMENT /GOALS
It is the mission of the Department of Planning and Community Development to
facilitate the successful growth of the community.
The goals of the Department of Planning and Community Development further
the City's strategic plan goals of Economic and Community Development,
Planning and Development of the Downtown and Near Downtown Areas, and
Neighborhood Stabilization.
-175-
I1]:9161N129Eel kite] yeTel I Dl 1119I *1
Coordinate all land use planning functions consistent with the goals of the
adopted Comprehensive Plan.
• Promote economic development activities which grow the property tax
base and create jobs.
• Facilitate communication and cooperation between the City and the
neighborhood associations.
• Fulfill all requirements of federal grant programs.
• Fulfill all requirements of the federal 3 -C transportation planning process
and the federally- mandated MPO process.
• Promote neighborhood stabilization.
• Data collection and analysis to support land use planning, economic
development, grant applications and administration, and other department
functions.
Staffing changes: During FY 2012, staff time in the Planning and Community
Development Department was reassigned, due to reductions in Housing and
Urban Development programming and an increased focus on Economic
Development. This affected MPO of Johnson County, CDBG, and HOME
programming. The changes resulted in a net reduction of 2.0 FTE positions.
-176-
Planning & Community Development
Administration
PCD Director
Administrative Secretary
PCD Clerk
Engineering Technician
Urban Planning Community Economic Neighborhood
(Historic Development Development Services
Preservation) (Public Art)
Human Services'
CDBG'
HOME'
Flood Recovery & Mitigation Grants
General Rehabilitation &
Improvement Program (GRIP')
UniverCity'
'Special Revenue Funds
-177-
MPOJC
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: ADMINISTRATION
MISSION STATEMENT
Professional oversight of four PCD divisions and the MPO.
I1]:9161N129Eel kite] WiToI Dl 1119I *1
• Obtain adequate resources for the operation of the department.
• Perform clerical and administrative tasks.
• Liaison between the Department, the City Manager's Office, and the City Council.
• Coordinate the PCD /MPOJC Management Team.
• Implementation of elements of the City Council Strategic Plan.
• Administer unique capital, research, and /or policy- oriented projects as directed by
the City Council.
-178-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 8015
Fund: 1000 General
Center: 451000 PCD Department Adman
Total Expenditures 264,654 305,385 298,528 305,060 311,493
Personnel Services
ADMINISTRATIVE SECRETARY
CLERK /PCD
ENGINEERING TECHNICIAN
PCD DIRECTOR
- -- FTE - --
2012 2013
.55 .55
.50 .50
.50 .50
1.00 1.00
2.55 2.55
-179-
Capital Outlay
2013
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
264,654
305,385
298,528
305,060
311,493
Total Receipts
264,654
305,385
298,528
305,060
311,493
Personnel
242,646
277,476
269,089
275,423
281,734
Services
15,533
22,595
21,977
22,076
22,098
Supplies
5,362
5,314
7,462
7,561
7,661
Capital Outlay
1,113
Total Expenditures 264,654 305,385 298,528 305,060 311,493
Personnel Services
ADMINISTRATIVE SECRETARY
CLERK /PCD
ENGINEERING TECHNICIAN
PCD DIRECTOR
- -- FTE - --
2012 2013
.55 .55
.50 .50
.50 .50
1.00 1.00
2.55 2.55
-179-
Capital Outlay
2013
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: URBAN PLANNING & HISTORIC PRESERVATION
MISSION STATEMENT
To promote sustainable growth and development within the city by establishing
comprehensive plans and associated policies and regulations that ensure that the best
qualities of the city's residential, commercial, and employment areas are preserved and
supported while promoting new development opportunities that will create long term
value for the community. The division fulfills state statutory requirements pertaining to
zoning, development, and historic preservation.
I1]:9161N129Eel kite] WiToID / Ill 91 *1
Urban Planning coordinates preparation of the Comprehensive Plan; including district
plans that focus on development, redevelopment, preservation and conservation issues
within the city's ten neighborhood districts. Drafting of these plans includes extensive
citizen participation through public planning workshops, surveys and interviews with
property owners, developers, realtors, environmental organizations and neighborhood
groups.
The division also provides staffing for the following boards and commissions, which are
associated with developmental regulations and zoning:
• The Planning and Zoning Commission is charged with drafting and
implementation of the zoning code and subdivision regulations in accordance
with the Comprehensive Plan. Commission members review annexations and
requests for rezoning and subdivision; making a final recommendation to City
Council.
• The Board of Adjustment reviews requests for special exceptions, variances and
other appeals pertaining to the zoning code.
• The Historic Preservation Commission conducts studies and implements
regulations designed to promote the preservation of historic landmarks and
districts.
Urban Planning staff research these topics, provide planning services and make
recommendations to these boards and commissions. Staff prepare the meeting agendas
and minutes. Staff also administers the design review process for infill apartment
buildings and urban renewal projects.
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CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 452000 Urban Planning & historic Preservation
Property Tax - General Levy
Other State Grants
Bldg & Development
Printed Materials
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
ASSOCIATE PLANNER
SENIOR PLANNER
2011
Actual
2012
Estimate
2013
Budget
2014
Projection
2015
Projection
322,777
422,775
290,583
296,259
301,861
10,297
22,145
19,260
17,560
17,560
17,560
1,032
1,032
1,032
1,032
356,251
442,035
309,175
314,851
320,453
326,106
357,782
267,844
273,294
278,866
27,565
81,555
38,796
38,974
38,956
2,580
2,698
2,535
2,583
2,631
356,251 442,035 309,175 314,851 320,453
- - -- FTE - - --
2012 2013
1.50 1.50
1.00 1.00
2.50 2.50
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Capital Outlay
2013
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: NEIGHBORHOOD SERVICES
MISSION STATEMENT
Provide a conduit between all City departments and the network of neighborhood
associations within Iowa City, and facilitate the distribution of funds made available
by the City Council for small -scale neighborhood improvements.
11:9161N129 Eel Ll[01�9:1C,9[WRI
Neighborhood Services supports and encourages citizens to help shape the
future of their neighborhood. By assisting in the establishment of neighborhood
associations, and coordinating with 33 neighborhood associations, this division
seeks to encourage action by providing ideas and resources that help
associations address their needs and interests within the goals of the larger
community.
The City Council has made funds available to neighborhood associations through
the PIN (Program for Improving Neighborhoods) grant program, with $15,000 available,
annually. Administration of this program involves making applications available to
the neighborhoods, clarifying the administrative rules, assisting with project
development, review by the Neighborhood Council, preparation of a
recommendation to the City Council, formal approval by the City Council,
execution of contract documents, and implementation of projects.
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CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Class: 45300 Neighborhood Services
Total Expenditures 128,578
- - -- FTE - - --
Personnel Services 2012 2013
ASSOCIATE PLANNER 1.00 1.00
1.00 1.00
2012
2011
2014
Actual
Property Tax - General Levy
122,108
Contrib & Donations
6,250
Rents
220
Total Receipts
128,578
Personnel
94,743
Services
29,410
Supplies
2,220
Capital Outlay
2,205
Total Expenditures 128,578
- - -- FTE - - --
Personnel Services 2012 2013
ASSOCIATE PLANNER 1.00 1.00
1.00 1.00
2012
2013
2014
2015
Estimate
Budget
Projection
Projection
134,093
141,994
144,447
147,171
220
220
220
134,093
142,214
144,667
147,391
100,942
101,287
103,325
105,704
15,914
24,038
24,415
24,721
2,237
1,889
1,927
1,966
15,000
15,000
15,000
15,000
134,093
142,214
144,667
147,391
PIN Grant
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Capital Outlay
2013
15.000
10, UUU
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: PUBLIC ART
MISSION STATEMENT
Develop and maintain the City's inventory of public art, and encourage privately -
owned art in public spaces.
DESCRIPTION OF ACTIVITIES
The Public Art program was established by City Council in 1997 and initiated by
the Arts /Business Partnership of the Iowa City Area Chamber of Commerce. An
advisory committee is charged with commissioning, procurement, maintenance,
and decommissioning of public art. It maintains a relationship with the City of
Literature and the literary arts. Although originally involved in the funding and
commissioning of public art, budget realities have resulted in a culture of
facilitating no -cost and low -cost public art opportunities.
Examples of Public Art Program - facilitated installations include Herky on Parade
(2004), Bookmarks (2011), and numerous art pieces throughout downtown Iowa
City and within Iowa City parks.
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CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 456100 Public Art
Total Expenditures 7,693 28,605 3,000 3,060 3,121
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2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
6,984
28,605
3,000
3,060
3,121
Printed Materials
216
Misc Merchandise
493
Total Receipts
7,693
28,605
3,000
3,060
3,121
Services
1,719
Supplies
974
3,000
3,060
3,121
Capital Outlay
5,000
28,605
Total Expenditures 7,693 28,605 3,000 3,060 3,121
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: COMMUNITY DEVELOPMENT
MISSION STATEMENT
Augment federal funding of community development and economic development
activities.
DESCRIPTION OF ACTIVITIES
Community Development staff are committed to providing Iowa City residents
with access to safe and affordable housing, jobs and services. This is
accomplished by coordinating efforts with local agencies, non profit organizations
and other community partners, and by administering and coordinating activities
relating to city, state, and federal housing and community development
programs.
Economic development activities include:
• Neighborhood redevelopment
• Entrepreneurial development
• Working with financial institutions
The Housing Rehabilitation program works to help residents maintain and update
their homes by providing financial assistance to income eligible homeowners.
The availability of affordable, low or no- interest loans provides lower income
homeowners the opportunity to make repairs on their homes and ultimately helps
to maintain Iowa City's housing stock. Funding is available through the federally -
funded Community Development Block Grant (CDBG) and HOME Investment
Partnership programs, and through the General Rehabilitation and Improvement
Program (GRIP), which is funded by general obligation bonds.
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CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 456200 Non -Grant Community Development
Total Expenditures 96,276
- - -- FIE - - --
Personnel Services 2012 2013
ASSOCIATE PLANNER .35 .35
COMMUNITY DEVELOPMENT COORD .15 .15
HOUSING REHAB SPECIALIST .60 .60
PROGRAM ASST - COMM DEVEL .10 .10
1.20 1.20
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2012 2013 2014 2015
Estimate Budget Projection Projection
73,969 109,558 112,525 115,558
73,969
2011
112,525
Actual
Property Tax - General Levy
81,791
Interest Revenues
4,069
Loans
10,416
Total Receipts
96,276
Personnel
52,208
Services
2,716
Supplies
185
Other Financial Uses
41,167
Total Expenditures 96,276
- - -- FIE - - --
Personnel Services 2012 2013
ASSOCIATE PLANNER .35 .35
COMMUNITY DEVELOPMENT COORD .15 .15
HOUSING REHAB SPECIALIST .60 .60
PROGRAM ASST - COMM DEVEL .10 .10
1.20 1.20
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2012 2013 2014 2015
Estimate Budget Projection Projection
73,969 109,558 112,525 115,558
73,969
109,558
112,525
115,558
72,978
107,911
110,867
113,889
737
1,386
1,397
1,408
254
261
261
261
73,969 109,558 112,525 115,558
Capital Outlay
2013
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: HUMAN SERVICES —GENERAL FUND
MISSION STATEMENT
Coordinate with United Way of Johnson County and the Housing and Community
Development Commission in providing funds for human service agencies.
OBJECTIVES
This cost center is new with the FY2013 budget proposal and assumes some of
the duties previously provided by the MPO of Johnson County's Human Services
Division. The City Council makes annual allocations to the area's human service
agencies as part of the budget process. This is reflected in the following
schedule. These monies were accounted for in the General Fund's Non -
Operational Administration account in prior years.
Staff support will provide for the following:
• Examine needs of community
• Determine funding priorities
• Allocate funds
• Implement performance measures
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Aid to Human Service Agencies is recommended at $391,829 in FY2013; with $274,173 budgeted from General Fund,
$91,000 from Community Development Block Grant (CDBG), and $26,656 from Water, Sewer and Stormwater utility
billing abatements. Aid to Agency funding, previously budgeted within Non -Operational Administration, is budgeted
within the Human Services Division, effective for FY2013.
REQUESTS FOR AID TO AGENCIES
Actual
Actual
Budget
Request
Recommended
Community Development Block Grant (CDBG)
FY2010
FY2011
FY2012
FY2013
FY2013
Human Service Agencies:
(28,044)
(26,656)
(28,044)
(26,656)
4 C's
$ -
$ -
$ 2,000
$ 2,000
$ 2,000
Arc of SEI
-
-
2,000
N/A
$ 274,173
Big Brothers /Big Sisters
35,000
32,000
32,000
35,000
32,000
Compeer
-
5,000
5,000
10,000
5,000
Consortium for Youth Employment
14,000
14,000
14,000
N/A
Crisis Center
36,500
46,557
40,000
42,000
40,000
Domestic Violence Program
52,000
48,344
52,000
55,000
50,000
Elder Services Agency
54,055
54,000
54,000
55,620
52,000
Four Oaks
-
-
1,000
1,000
1,000
Free Lunch Program
-
-
2,000
2,000
2,000
Free Medical Clinic
7,263
13,330
7,500
8,000
7,500
Housing Trust Fund of Iowa City
8,000
8,000
8,000
8,000
8,000
(CARE - Iowa Center for Aids Resource /MECCA
8,950
8,950
8,950
20,000
18,950
Jo Cc Office of the American Red Cross
6,000
6,000
6,000
N/A
M ayots Youth Employment Program
14,000
11,965
10,000
N/A
_
Neighborhood Centers
55,000
54,896
60,000
63,000
60,000
Pathways Adult Daycare
5,000
4,879
Rape Victim Advocacy
12,000
12,000
12,000
14,000
12,000
Shelter House
35,500
40,112
36,500
40,000
36,500
United Action for Youth (UAY)
60,000
58,940
60,000
65,000
60,000
Subtotal: Human Services Agencies
$ 398,268
$ 414,094
$ 412,950
$ 425,620
$ 391,829
Contingency Funding:
10,000
24,128
7,197
Grand Total: Aid to Human Services Agencies
$ 408,268
$ 438,222
$ 420,147
$ 391,829
Less direct funding from:
Community Development Block Grant (CDBG)
(115,000)
(120,000)
(115,000)
(91,000)
Water, Sewer and Stormwater
(28,044)
(26,656)
(28,044)
(26,656)
Utility Billing Abatements
General Fund Aid to Human Services Agencies:
$ 265,224
$ 285,794
$ 277,103
$ 274,173
-189-
Fund: 1000 General
Center: 456600 Human Services
Property Tax - General Levy
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
ASSOCIATE PLANNER
CITY OF IOWA CITY, I ®WA
FINANCIAL PLAN FOR 2013 - 2015
2011 2012 2013
2014
2015
Actual Estimate Budget
Projection
Projection
290,707
291,032
291,367
290,707
291,032
291,367
13,912
14,217
14,532
276,592
276,606
276,624
203
207
211
290,707
291,032
291,367
- - -- FTE - - --
2012 2013
.15 .15
.15 .15
-190-
Capital Outlay
2013
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: ECONOMIC DEVELOPMENT
MISSION STATEMENT
Facilitate growing the community, increasing the property tax base, and creating
jobs. Serve as a resource for businesses operating in or considering operating in
Iowa City.
DESCRIPTION OF ACTIVITIES
The Economic Development Division researches, compiles and analyzes
demographic and economic data in order to recommend, implement, and
advocate policies and programs designed to further the economic development
of Iowa City. Staff members work closely with the Chamber of Commerce, Iowa
City Area Development Group (ICAD), University of Iowa, and others in
promoting the City as a viable business location. They assist developers and
prospective companies with commercial and industrial development projects.
Staff advises the City Council, boards and commissions regarding economic
development projects and proposals. Staff also prepare grant applications and
monitor award agreements when applicable.
The following chart summarizes past
community and economic development.
from the General Fund:
and future funding commitments for
These monies are budgeted to come
Community & Economic Development Assistance
i The three - yearcommitment through FY2015 is recommended for extension bythe EconomicDevelopment
Committee through FY2015.
2 Twenty- fivepercent(25 %) of Hotel MotelTax revenue isdedicated by Council resolutionto providefunding
to the Iowa City / Coralville Convention &Visitors Bureau (ICCV B). This activity was previously budgeted in
General Fund Non- OperationalAdmin and moved tothe Economic Development cost ce nterwith the
FY2013 budget proposal.
3 Three - yearcommitment recommended bythe Economic Deve lopme nt Committee through FY2015.
-192-
Downtown Co -Work Space:
$
36,276
$
150,000
50,000
50,000
50,000
Englert Theatre:
$
50,000
$
50,000
50,000
50,000
50,000
(Three -year commitment through FY2012)
City of Literature:
$
50,000
$
50,000
50,000
50,000
50,000
Iowa City / Coralville Convention
$
186,382
$
186,382
$
186,382
$
186,382
$ 186,382
& Visitors Bureau:2
Iowa City Area Development Group, Inc.:
$
100,000
$
100,000
$
100,000
$
100,000
$ 100,000
Riverside Theatre:3
$
-
$
-
30,000
25,000
20,000
Other Economic Development Assistance:
$
3,622
$
196,378
$
-
$
100,000
$ -
Total Community & Economic
826,279
732,760
466,382
461,382
456,382
Development Assistance:
$
$
$
$
$
i The three - yearcommitment through FY2015 is recommended for extension bythe EconomicDevelopment
Committee through FY2015.
2 Twenty- fivepercent(25 %) of Hotel MotelTax revenue isdedicated by Council resolutionto providefunding
to the Iowa City / Coralville Convention &Visitors Bureau (ICCV B). This activity was previously budgeted in
General Fund Non- OperationalAdmin and moved tothe Economic Development cost ce nterwith the
FY2013 budget proposal.
3 Three - yearcommitment recommended bythe Economic Deve lopme nt Committee through FY2015.
-192-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 457100 Economic Development
Total Expenditures 330,967
- - -- FTE - - --
Personnel Services 2012 2013
ECONOMIC DEVELOPMENT COORD 1.00 1.00
1.00 1.00
Transfers In
Water 201 ED Coord 23,784
Wastewtr 20% EDCoord 23,784
Airport 10°s ED Coord 11,892
�7, vov
-193-
2012
Estimate
2011
2014
Projection
Actual
Property Tax - General Levy
264,872
Other City Taxes
312,551
Other Misc Revenue
15,000
From Water Operations
20,438
From Wastewater Operations
20,438
From Airport Operations
10,219
Total Receipts
330,967
Personnel
105,286
Services
224,873
Supplies
808
Total Expenditures 330,967
- - -- FTE - - --
Personnel Services 2012 2013
ECONOMIC DEVELOPMENT COORD 1.00 1.00
1.00 1.00
Transfers In
Water 201 ED Coord 23,784
Wastewtr 20% EDCoord 23,784
Airport 10°s ED Coord 11,892
�7, vov
-193-
2012
Estimate
2013
Budget
2014
Projection
2015
Projection
520,981
342,584
415,018
312,551
186,382
186,382
186,382
15,000
15,000
15,000
23,034
23,784
25,316
26,947
23,034
23,784
25,316
26,947
11,517
11,892
12,658
13,418
578,566
603,426
679,690
581,245
120,639
123,428
129,650
136,163
457,103
479,137
549,163
444,189
824
861
877
893
578,566 603,426 679,690 581,245
Capital Outlay
Transfers Out
2013
CI'T'Y OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 458010 Downtown Incubator Feasibility Study
Fund: 1000 General
Center: 456250 Downtown Donation Stations
2011
2012 2013 2014 2015
2014
Actual
Estimate Budget Projection Projection
Property Tax - General Levy
36,276
150,000
Total Receipts
36,276
150,000
Services
36,276
other Financial Uses
3,035
150,000
Total Expenditures
36,276
150,000
Fund: 1000 General
Center: 456250 Downtown Donation Stations
-194-
2011 2012
2013
2014
2015
Actual Estimate
Budget
Projection
Projection
Property Tax - General Levy
-2,255
Contrib & Donations
3,035
2,000
2,000
2,000
Total Receipts
780
2,000
2,000
2,000
Services
780
2,000
2,000
2,000
Total Expenditures
760
2,000
2,000
2,000
-194-
GOVERNMENTAL ACTIVITIES
F
Y
O
1
3
GENERAL GOVERNMENT
City Council
City Manager
City Clerk
Human Resources
City Attorney
Human Rights
Non - Operational Administration
Community Event Funding
Finance Department
Tort Liability Insurance
DEPARTMENT/ DIVISION: CITY COUNCIL
Mayor:
Mayor Pro Tem:
Office:
Email:
Matt Hayek
(At- Large)
Susan Mims
(At- Large)
Connie Champion
(District B)
Terry Dickens
(At- Large)
Rick Dobyns
(District A)
Michelle Payne
(At- Large)
Jim Throgmorton
(District C)
410 E. Washington St.
counciloiowa- city.org
All correspondence addressed to the entire City Council becomes a
permanent public record and is archived on the City website.
►Vi16�9 Eel &I fill 9:11►Vil:ILl III l
The mission of the Iowa City City Council is to serve faithfully the residents and
businesses of Iowa City and develop the City's overall quality of life. The Council
does this by setting policy for the City and direction for Iowa City's City Manager
and its Boards and Commission.
With input from citizens, City staff, and Department Heads, the City Council developed
and adopted the City's strategic plan.
DESCRIPTION OF ACTIVITIES
The City Council provides policy direction for the City of Iowa City. The Council
conducts public meetings, passes resolutions and ordinances, conducts
legislative oversight for the residents and businesses in Iowa City, and overseas
all Boards and Commissions. The City Council is composed of seven (7) council
members on staggered terms. Councilmembers represent the community at-
large and three districts. The Mayor of Iowa City is elected internally by the
Council and maintains office for one year.
-195-
CITY OF I ®WA CITY, I ®WA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 411100 City Council
Total Expenditures 133,841 143,996 137,383 137,909 138,447
Personnel Services
CITY COUNCIL
- - -- FTE - - --
2012 2013
7.00 7.00
7.00 7.00
-196-
Capital Outlay
2013
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
133,841
143,843
137,230
137,756
138,294
Printed Materials
40
40
40
40
Other Misc Revenue
113
113
113
113
Total Receipts
133,841
143,996
137,383
137,909
138,447
Personnel
55,922
57,114
56,797
56,797
56,797
Services
72,524
71,161
74,671
75,099
75,537
Supplies
2,732
3,221
5,915
6,013
6,113
Capital Outlay
2,663
12,500
Total Expenditures 133,841 143,996 137,383 137,909 138,447
Personnel Services
CITY COUNCIL
- - -- FTE - - --
2012 2013
7.00 7.00
7.00 7.00
-196-
Capital Outlay
2013
DEPARTMENT/ DIVISION: CITY MANAGER
City Manager: Tom Markus
Assistant to the City Manager: Geoff Fruin
Administrative Assistant to the City Manager: Adam Bentley
Office Location: 410 E. Washington St.
Phone: (319) 356 -5010
MISSION STATEMENT
The City Manager strives to ensure City services are provided in an efficient,
responsible manner. Through effectively managing the City's operating
departments, the City Manager seeks to implement policy that is consistent with
the preferences of Iowa City's citizens, as reflected in the direction provided by
the City Council. Further, the City Manager provides Council with information
needed to make informed policy decisions.
DESCRIPTION OF ACTIVITIES
The City Manager is the chief administrative officer for the City and is appointed
by the City Council, managing the City's day -to -day operations under broad
policy direction from Council. The City Manager supervises the activities of all
City departments and advises the City Council on matters relating to planning,
development, and municipal operations. The City Manager implements policy
decisions of the City Council and enforces City ordinances through the
management of the City's operating departments and the administration of the
City's personnel system. The City Manager also oversees administration of City
contracts, execution of public improvements, as well as construction,
improvement, and maintenance of all City facilities. The City Manager prepares a
proposed annual budget and submits it to the City Council for consideration and
-197-
final approval consistent with State law, along with presenting policy and program
recommendations to the City Council.
In FY12, the City engaged in a lobbying contract with the Des Moines -based law
firm Davis Brown. This contract and the lobbyists' activities are overseen by the
City Manager's Office.
Staffing changes: In FY 2012, the Assistant City Manager position was
reclassified as the Assistant to the City Manager following the retirement of the
City's longtime Assistant City Manager.
Effective in FY 2013, three City staff members will be reassigned to the City
Manager's Office as part of the City's new Public Information Office.
-198-
We. WE
Fund: 1000 General
Center: 412100 City Manager
Property Tax - General Levy
Other Misc Revenue
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
ADM ASSISTANT TO CITY MANAGER
ASST CITY MANAGER
CITY MANAGER
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
470,574
648,812
521,242
531,818
542,723
4
470,578
648,812
521,242
531,818
542,723
400,218
557,789
411,073
421,465
432,223
67,349
87,768
106,717
106,840
106,925
3,011
3,255
3,452
3,513
3,575
470,578
648,812
521,242
531,818
542,723
- -- FTE - --
2012 2013
1.00 1.00
1.00 1.00
1.00 1.00
3.00 3.00
-199-
Capital Outlay
2013
DEPARTMENT/ DIVISION: CITY CLERK
City Clerk: Marian Karr
Deputy City Clerk: Julie Voparil
Office Location: 410 E. Washington St.
Phone: (319) 356 -5043
MISSION STATEMENT
The City Clerk is the official recordkeeping office of the City, performing
recordkeeping duties as prescribed by State Law, the City Charter, and the
Municipal Code.
DESCRIPTION OF ACTIVITIES
The City Clerk is appointed by the City Council, reports directly to the Council
and attends all City Council meetings. The City Clerk is charged with custody of
deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping
of all ordinances, resolutions, minutes, and the City Code. The office publishes
public notices, ordinances, and minutes as required by law. The City Clerk's
office assists both staff and the general public in researching information. Taxi
company licenses and driver authorization, dancing permits, outdoor service
areas, cigarette licenses, beer /liquor licenses, and cemetery deeds are issued
from the Clerk's office. City subdivision files, project files, the Domestic
Partnership Registry, and an index of Council proceedings are also maintained in
the office. The Clerk's office also provides staff support for the Police Citizens
Review Board (PCRB) and the Youth Advisory Commission.
The Police Citizens Review Board, based on a citizen initiative, was
established in 1997. The board reviews police policies, procedures, and
practices and may recommend modifications to them. The PCRB also reviews
reports prepared after investigation of complaints about alleged police
misconduct and then issues its own written report. The Board is also required to
-200-
maintain a central registry of complaints and holds at least one community forum
each year for the purpose of hearing citizens' views on the policies, practices and
procedures of the Iowa City Police Department.
The Youth Advisory Commission promotes understanding and awareness of
Iowa City among Iowa City youth; allows a select group of youth to help make
decisions concerning them and their peers; enables youth members to utilize and
expand on their leadership abilities to serve as a mechanism for communication
between youth and adults in Iowa City; and creates a bridge whereon youth and
adults can develop partnerships. The Iowa City Youth Advisory Commission
empowers, engages, and fosters youth participation in its local community; and
more specifically provides a "sounding board" for youth issues affecting the Iowa
City community youth.
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Fund: 1000 General
Division: 00200 City Clerk
Property Tax - General Levy
Professional Licenses
Code Enforcement
Printed Materials
Other Misc Revenue
Rents
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
ADMINISTRATIVE SECRETARY
CITY CLERK
DEPUTY CITY CLERK
LICENSE SPECIALIST
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
517,593
546,637
463,603
569,151
482,925
12,468
10,913
12,468
12,468
12,468
1,500
1,500
1,500
1,500
1,500
30
30
30
30
10,089
10,089
10,089
10,089
225
541,680
559,275
487,690
593,238
507,012
376,442
401,405
398,383
406,846
415,546
158,817
151,564
82,385
179,331
84,264
6,421
6,306
6,922
7,061
7,202
541,680
559,275
487,690
593,238
507,012
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
4.00 4.00
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Capital Outlay
2013
DEPARTMENT:
DIVISION:
Human Resources Administrator:
Office Location:
Phone:
CITY MANAGER
HUMAN RESOURCES
Karen Jennings
410 E. Washington St.
(319) 356 -5020
MISSION STATEMENT
To provide quality, comprehensive Human Resources services to the City of Iowa City and
its employees with integrity, responsiveness, and sensitivity to the employees of the City
and other customer, consistent with appropriate best practices and legal requirements.
DESCRIPTION OF ACTIVITIES
To provide quality, comprehensive Human Resources services to the City of Iowa City
and its employees in the areas of:
• Employee and labor relations for approximately 1,000 City employees, both
permanent and temporary
• Collective bargaining and contract administration for three collective bargaining
agreements: AFSCME, Police, and Fire unions
• Civil Service compliance per Chapter 400 of the Code of Iowa
• Comprehensive benefits administration for approximately 640 permanent
employees
• Internal and external recruitment for permanent and temporary positions in
compliance with Chapter 400 of the Iowa Code, collective bargaining
agreements, and Personnel Policies
• Personnel policy development and administration
• Administration of applicable state and federal employment laws
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Fund: 1000 General
Center: 412200 Human Resources
Property Tax - General Levy
Misc Chg For Sery
Printed Materials
Intra -city Charges
Other Misc Revenue
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
PERSONNEL ADMINISTRATOR
PERSONNEL ASSISTANT
PERSONNEL GENERALIST
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011
Actual
2012
Estimate
2013
Budget
2014
Projection
2015
Projection
448,805
478,805
502,300
523,537
544,702
110
110
110
110
20
20
20
20
9,084
8
8
8
8
458,027
478,805
502,438
523,675
544,840
313,269
344,335
349,092
368,726
388,256
132,734
118,249
140,749
142,145
143,568
12,024
16,221
12,597
12,804
13,016
458,027 478,805 502,438 523,675 544,840
- - -- FIE - - --
2012 2013
1.00 1.00
2.00 2.00
1.00 1.00
4.00 4.00
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Capital Outlay
2013
DEPARTMENT/ DIVISION: CITY ATTORNEY
City Attorney: Eleanor Dilkes
First Assistant Attorney: Sarah Holecek
Office Location: 410 E. Washington St.
Phone: (319) 356 -5030
MISSION STATEMENT
The City Attorney's Office represents the City in court litigation and provides legal
advice, opinions, and services to City staff, boards, and commissions.
I1]:9161N129Eel kite] WiToI Dl 1119I *1
The City Attorney is appointed by the City Council and works at the direction of
the City Council. The City Attorney supervises the City Attorney's Office,
including four Assistant City Attorneys. In addition, the City Attorney acts as Chief
Legal Counsel to the City Council, City Manager, the various City departments
and staff, and most City commissions, committees and boards. The City Attorney
also reviews and approves proposed City ordinances, resolutions, contracts, and
other legal documents; oversees property acquisition needed for public
improvements; prepares legal opinions for Council and City staff; and represents
the City in litigation in which the City is involved, including violations of City
ordinances.
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Fund: 1000 General
Center: 411300 City Attorney
Property Tax - General Levy
Code Enforcement
Intra -city Charges
Other Misc Revenue
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011
Actual
2012
Estimate
2013
Budget
2014
Projection
2015
Projection
500,070
593,437
566,625
586,421
606,950
610
945
610
610
610
99,434
81,226
103,411
103,411
103,411
1,310
1,310
1,310
1,310
601,424
675,608
671,956
691,752
712,281
562,482
630,632
627,174
646,656
666,901
28,261
33,858
35,155
35,279
35,369
10,681
11,118
9,627
9,817
10,011
601,424 675,608 671,956 691,752 712,281
- -- FIE - --
2012 2013
Capital Outlay
ADMINISTRATIVE SECRETARY 1.00 1.00
ASSISTANT CITY ATTORNEY 2.00 2.00
CITY ATTORNEY .60 .60
FIRST ASST CITY ATTORNEY 1.00 1.00
LEGAL ASSISTANT 1.00 1.00
5.60 5.60
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2013
DEPARTMENT: CITY MANAGER
DIVISION: HUMAN RIGHTS
Human Rights Coordinator:
Human Rights Investigator:
Office Location:
Phone:
Stefanie Bowers
Kristin Watson
410 E. Washington St.
(319) 356 -5022
MISSION STATEMENT
The staff of the Human Rights Commission strives to ensure equal opportunity in
education, employment, credit, housing, and public accommodation with
efficiency and competency.
DESCRIPTION OF ACTIVITIES
The Human Rights Coordinator enforces the local antidiscrimination laws,
receives, evaluates, investigates and makes recommendations on complaints of
unlawful discrimination. Conducts training, prepares specialized materials
including correspondence, brochures, and advertisements. Receives daily
inquiries, makes public presentations, plans programs for both cable and the
community, provides specialized reports to state agencies and serves as
secretary and liaison to the Human Rights Commission. Other responsibilities
include but are not limited to assisting the City in its compliance with local, state,
and federal civil rights laws and reviewing contract compliance with the Equal
Opportunity Program. The Human Rights Division receives, processes, and
investigates complaints of unlawful discrimination. Responds to requests and
concerns, provides assistance to the public, makes referrals to appropriate
agencies as needed, and participates in training regarding civil rights and
discrimination issues.
The mission of the Human Rights Commission is to foster inclusiveness in the
community by disseminating information to educate the public on illegal
discrimination and civil rights.
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The Commission has the authority to make recommendations to the City
Council for such further policy or legislation concerning discrimination as the
Commission may deem necessary and desirable. In addition, the Commission
organizes and plans programs of community need or concern by itself or in
cooperation with other agencies both public and private whose purposes are not
inconsistent with the Human Rights Ordinance.
Staffing changes: In FY 2012, an unfilled, .50 FTE Human Rights Investigator
position was eliminated. This is consistent with the City's practice of staff
reductions occurring primarily through attrition.
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Fund: 1000 General
Center: 415100 Human Rights
Property Tax - General Levy
Misc Lic & Permits
Contrib & Donations
Other Misc Revenue
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
HUMAN RIGHTS COORDINATOR
HUMAN RIGHTS INVESTIGATOR
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011
Actual
2012
Estimate
2013
Budget
2014
Projection
2015
Projection
204,634
282,572
240,534
244,957
249,460
120
120
120
120
100
5,257
1,500
1,500
1,500
1,500
210,111
284,072
242,154
246,577
251,080
177,478
235,288
203,992
208,165
212,429
28,053
42,870
33,707
33,869
34,017
4,580
5,914
4,455
4,543
4,634
210,111 284,072 242,154 246,577 251,080
- - -- FIE - - --
2012 2013
1.00 1.00
1.00 1.00
2.00 2.00
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Capital Outlay
"I 1K]
FINANCE
DEPARTMENT SUMMARY
Finance Director:
Controller:
ITS Coordinator:
Revenue and Risk Manager:
Purchasing Agent:
Office Location:
Phone:
Kevin O'Malley
Robin Marshall
Gary Cohn
Melissa Miller
Mary Niichel - Hegwood
410 E. Washington St.
(319) 356 -5050
►Vi16�9 Eel &I fill 9:11►Vil:ILl III l
It is the mission of the Finance Department to provide quality services to the
residents and to safeguard City assets. The role of the Finance Department is to
support the operating departments in achieving their program objectives utilizing
effective and efficient financial planning, reporting, and central support systems.
The goals of the Finance Department further the City's strategic plan goals of: A
Strong and Sustainable Financial Foundation and Economic and Community
Development.
OPERATING DIVISIONS
The Finance Department encompasses the following operating divisions and
accounts:
• Finance Administration
• Accounting
• Document Services
• Central Services / Purchasing
• Information Technology Services
• Revenue
• Risk Management
Staffing changes: This budget contains staff reorganization that affects the
Finance Department. Effective in FY 2013, the four - person Document Services
Division will be eliminated, with two staff members from Document Services and
a third from Information Technology Services joining the City Manager's Office as
part of the new Public Information Office. This reorganization will be completed
at the start of the fiscal year, July 1, 2013. The reorganization entails a net loss
of two staff positions organization -wide.
-210-
(:General Fund
Accounts
Accounting
Document Services
Purchasing
Revenue
Non - Operational
Administration
Finance
Administration
Internal Service/
Special
Revenue Funds
Information Technology Services
(ITS)
Central Services
Risk Management
Health Insurance
Dental Insurance
Debt Service
DEPARTMENT: FINANCE
DIVISION: ADMINISTRATION
MISSION STATEMENT
Finance Administration provides direction and administrative support to
departmental operating divisions. It supervises the preparation and
dissemination of financial data for use by City Council and staff in making
managerial decisions and coordinates the annual budget process.
DESCRIPTION OF ACTIVITIES
• Monitor financial trends and provide analysis of budget to actual data and three -
year financial projections
• Monitor and provide oversight of long and short -term investment portfolio
• Monitor cash flows and reserves
• Maintain overall financial health and preserve the City's Aaa bond rating
• Oversee preparation of general liability, fire & casualty and workers
compensation insurance specifications
• Coordinate annual health and dental insurance renewals
• FEMA claim administration and recovery
• Preparation of the annual budget, three -year financial plan and five -year capital
improvements program (CIP) and subsequent amendments thereof
-212-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 413100 Finance Administration
Total Expenditures 351,681 418,574 410,250 418,359 426,940
- - -- FTE - - --
Personnel Services 2012 2013 Capital Outlay 2013
ADMINISTRATIVE SECRETARY .25 .25
BUDGET MANAGEMENT ANALYST 1.00 1.00
FINANCE DIRECTOR .90 .90
MANAGEMENT ANALYST .50 .50
2.65 2.65
Transfers In Transfers Out
PILOT from ICHA 18,000
18,000
-213-
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Current Taxes
21,766,883
22,464,805
23,490,686
23,900,271
24,373,147
Delq Prop Taxes
3,507
Other City Taxes
405,707
422,218
370,639
421,392
427,237
General Use Permits
38,680
37,882
38,680
38,680
38,680
Food & Liquor Licenses
96,490
97,894
96,490
96,490
96,490
Property Tax Credits
35,250
24,929
24,898
24,898
24,898
Code Enforcement
390,783
278,782
390,783
390,783
390,783
Parking Fines
479,911
541,723
479,911
479,911
479,911
Contrib & Donations
1,500
Intra -city Charges
2,655,062
2,589,070
2,507,294
2,507,294
2,507,294
Other Misc Revenue
51
51
51
51
Interest Revenues
106,605
87,500
106,605
106,605
106,605
Sale Of Assets
1,000
From Ic Housing Authority
18,000
18,000
18,000
18,000
18,000
Misc Transfers In
4,490
Total Receipts
26,003,919
26,562,803
27,524,037
27,984,375
26,463,096
Personnel
264,628
333,868
325,409
332,212
339,463
Services
70,981
80,745
83,155
84,428
85,724
Supplies
1,617
3,961
1,686
1,719
1,753
Other Financial Uses
14,455
Total Expenditures 351,681 418,574 410,250 418,359 426,940
- - -- FTE - - --
Personnel Services 2012 2013 Capital Outlay 2013
ADMINISTRATIVE SECRETARY .25 .25
BUDGET MANAGEMENT ANALYST 1.00 1.00
FINANCE DIRECTOR .90 .90
MANAGEMENT ANALYST .50 .50
2.65 2.65
Transfers In Transfers Out
PILOT from ICHA 18,000
18,000
-213-
DEPARTMENT: FINANCE
DIVISION: NON - OPERATIONAL ADMINISTRATION
The Non - Operational Administration cost center facilities financial transactions
which are non - operational in nature.
Employee Benefits Levy: State code requires that a separate fund be
established to account for revenue from the Employee Benefits Levy. Monies
are then transferred into Non -Op Admin to cover General Fund's share of
Employee Benefit costs levied.
Local Option Sales Tax: A one percent (1 %) sales tax was approved by voter
referendum in May, 2009. These funds are transferred out to the respective
capital projects in FY2012 and 2013.
Other Financial Uses includes $3.8 million in funding for the 420th Street
Industrial Park from undesignated General Fund cash balance in FY2012.
Aid to Human Service Agencies and Community / Economic Development grant
funding were moved out of this cost center with the FY2013 budget proposal.
Community Event Funding is recommended at $106,200 for FY2013. Funding
requests total $168,467, as summarized on the following page.
-214-
Community event and city sponsored event funding totals $106,200 in FY2013.
Funding requests totaled $168,467.
Funding Requestsfor
Actual
Actual
Budget
Requested
Budget
Community Events& Programs
FY2010
FY2011
FY2012
FY2013
FY2013
319 Music Fest
-
-
2,562
4,000
3,000
Backyard Abundance
-
-
400
-
-
Bike to Work Week
1,500
1,500
1,500
-
not eligible
Celebrating Ramadan
-
-
-
-
-
Community Supported Agriculture Fair
-
-
-
-
Access 2 Independence of the Eastern Iowa
972
1,400
-
1,300
-
Corridor, Inc. (previously Evert Conner Rights &
Resource Center for Independent Living)
ADA Celebration
Corridor Black Business Committee:
Congolias Independence Day
-
-
-
6,420
-
Dr Martin Luther King Day
-
-
-
3,665
-
African American History Month
-
-
-
14,982
-
Disability Awareness Month Kickoff
-
-
-
-
-
not eligible
Eidul -Fitr Celebration
-
-
-
-
500
Extend the Dream Foundation
1,000
1,000
-
-
Ralston Creek Fair & Flea Mrkt
Free Art School: Evening Alternatives
-
-
1,000
-
-
Habeas Corpus
-
-
-
-
-
Iowa Dance Fest & Iowa City Dance Labs
Iowa City Book Festival
-
-
1,500
2,500
1,000
Iowa City Community String Orchestra
400
400
200
800
200
Fall, Spring & Summer family concerts
Johnson Co. Historical Society
-
-
-
-
-
Johnson Co. Historical Society -
7,790
8,500
-
4,000
-
Irving B. Weber Days
Johnson County Local Food Alliance
1,000
1,000
-
-
-
Field to Family
Jaycees _
-
-
-
-
-
4th of July Fireworks (City of Iowa City)
22,500
25,000
25,000
25,000
23,000
Landlocked Film Festival
3,500
3,000
3,000
10,000
3,000
Mission Creek Festival
5,000
3,362
-
15,000
4,000
Phenomenal Education Lecture Event
-
-
-
3,300
-
Power Up Your Preschool
-
-
-
-
-
Riverside Theatre - Shakespeare Festival
4,000
5,000
7,000
7,000
5,000
Summer of the Arts:
60,000
60,000
69,000
69,000
67,000
Iowa Arts Festival, Friday Night Concert Series,
-
-
-
-
-
Jazz Festival, Free Movie Series
-
-
-
-
-
& Sand in the City
Contingency
-
-
-
-
-
Community Event/ Program Funding:
$ 107,662
$ 110,162
110,162
168,467
106,200
-215-
CITY OF IOWA CITY, IOWA
FINANCIAL, PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 416100 Non - Operational Administration
Current Taxes
Other City Taxes
Misc Merchandise
Empl Benefits Levy
Emergency Levy
Interfund Loans
Total Receipts
Personnel
Services
Capital Outlay
Other Financial Uses
Total Expenditures
Personnel Services
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
2,754,570 2,802,620 2,858,081
8,691,448 8,795,000 8,648,747 2,049,423 50,108
22 22 22 22
7,510,307 8,925,403 8,705,258 9,240,623 9,801,724
4,997
678,096 1,568,867
16,884,870 19,289,270 20,108,597 14,092,688 12,709,935
1,836
590,896 594,964 162,100 162,212 162,325
6,275
2,416,253 22,290,326 11,855,612 5,407,671 3,470,089
3,015,260 22,885,290 12,017,712 5,569,883 3,632,414
- - -- FTE - - --
2012 2013
Transfers In
Capital Outlay 2013
FY2013 General Fund Contingency 337,500
337,500
Transfers Out
Empl Benefits Levy 8,705,258 DubuqueStElevation
DubuqueStElevation
Annual ECICOG Supprt
MPO of JC subsidy
Airport Oper Subsidy
Transist Levy to Ops
8,705,258
-216-
2,820,000
5,685,066
21,361
88,368
100,000
2,803,317
11,518,112
DEPARTMENT: FINANCE
DIVISION: ACCOUNTING
MISSION STATEMENT
The purpose of the Accounting and Reporting activity is to provide processing
and reporting of all financial transactions for the City of Iowa City. The activity
also provides financial controls for departments to help ensure proper
stewardship of public funds. Accounting provides services that support
management decisions through timely and accurate processing and reporting of
payroll, accounts payable, accounts receivable, and cash transactions.
I1]:9161N129Eel kite] WiToI Dl 1119I *1
Process payments for goods and services and pay all vendors timely and
accurately, taking advantage of any discounts offered;
Monitor the City's debt and ensure accurate and timely principal and
interest payments;
Process and distribute payroll for all City employees accurately and timely.
File quarterly and annual payroll tax returns and W -2 forms accurately and
timely;
Receive unqualified opinions on the City's annual audited financial
statements and compliance with requirements described in OMB Circular
A -133;
Prepare a Comprehensive Annual Financial Report in conformance with
GAAP that meets the requirements of the GFOA excellence in financial
reporting program;
Request funds for City programs funded by Federal and State grants on a
monthly basis and monitor these funds to ensure compliance with
applicable laws and guidelines.
-217-
Fund: 1000 General
Center: 413200 Accounting
Property Tax - General Levy
Local Govt 28e Agreements
Printed Materials
Intra -city Charges
Other Misc Revenue
Special Assessments
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
ACCOUNT CLERK - ACCTNG
ACCOUNTANT - PAYROLL
ASSISTANT CONTROLLER
CONTROLLER
GRANT ACCOUNTANT
INTERNAL AUDITOR
SR ACCOUNTANT - ACCOUNTING
SR ACCOUNTS PAYABLE CLERK
CITY OF IOWA CI'T'Y, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011
Actual
681,716
560
2
728
3,954
3,322
690,282
522,849
163,892
3,541
690,282
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
�6 s �1
-218-
2012 2013 2014 2015
Estimate Budget Projection Projection
782,465 782,645 805,487 828,310
376
757
65,895
59,884
848,736
843,286
662,749
663,943
183,247
175,521
2,740
3,822
848,736
843,286
Capital
Outlay
757 757
59,884 59,884
866,128
888,951
684,496
704,985
177,734
179,990
3,898
3,976
866,128
888,951
2013
DEPARTMENT: FINANCE
DIVISION: PURCHASING — GENERAL FUND
MISSION STATEMENT
To provide quality service to City departments, protect the City's legal interests,
and act responsibly on behalf of the public by maintaining the integrity of the
City's procurement system through the encouragement of open competition and
the impartial and fair treatment of vendors.
I1]:9161N129 Eel kite] WiToIW1119I *1
The Purchasing Division provides services to internal clients /staff and the general
public in the following areas:
• Develops and issues solicitations for the City's procurement requirements
for commodities and services — including Request for Bids, Request for
Proposals, and Request for Quotes.
• Administers contracts for commodity and services.
• Assists with the procurement of office furniture, equipment, and supplies.
• Assists with the transfer and sale of City's Surplus Equipment, Vehicles,
etc. - Participation in the State of Iowa Surplus Agreement for the sale of
surplus equipment.
• Administers City Procurement Card Program — Includes issuing cards,
training internal clients, answering procurement card questions, and
assisting with problem resolution.
Administers the Information Desk and the City's General Information Phone Line
- Provides information and directions to the public regarding the City of Iowa City
and the various departments and divisions within the City. Sorts and distributes
incoming mail for the City's departments and divisions.
-219-
Fund: 1000 General
Center: 413300 Purchasing
Total Expenditures 321,454 352,810 350,027 357,280 364,628
Personnel Services
BUYER I - PURCHASING
BUYER II
PURCHASING AGENT
PURCHASING CLERK
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
1.00 1.00
1.00 .94
=616= M3!
-220-
Capital Outlay
2013
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
317,367
352,810
345,940
353,193
360,541
Other Misc Revenue
4,087
4,087
4,087
4,087
Total Receipts
321,454
352,810
350,027
357,280
364,628
Personnel
304,282
329,888
327,310
334,420
341,629
Services
16,498
21,821
21,988
22,117
22,242
Supplies
674
1,101
729
743
757
Total Expenditures 321,454 352,810 350,027 357,280 364,628
Personnel Services
BUYER I - PURCHASING
BUYER II
PURCHASING AGENT
PURCHASING CLERK
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
1.00 1.00
1.00 .94
=616= M3!
-220-
Capital Outlay
2013
DEPARTMENT: FINANCE
DIVISION: REVENUE
DESCRIPTION OF ACTIVITIES
The Revenue Division is responsible for the customer service, billing, and
collection procedures for 25,500 City of Iowa City utility accounts and 200 Landfill
accounts. The division also records and reconciles all City receipts and banking
activity.
SERVICE GOALS
Provide excellent customer service to City and Iowa City utility and landfill
customers.
• Provide timely and accurate billings to utility and landfill customers.
• Minimize revenue written off as uncollectible.
Accurately record all customer receipts.
-221-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 413400 Revenue Division
Total Expenditures 924,641 975,098 994,804 1,007,071 1,025,374
Personnel Services
CASHIER - REVENUE
CUSTOMER SERVICE REP - REVENU
REVENUE & RISK MANAGER
SR ACCOUNTANT - REVENUE
- -- FIE - --
2012 2013
1.38 1.38
5.00 5.00
.50 .50
1.00 1.00
-222-
Capital Outlay
Yi6iwl
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
921,060
966,811
986,605
998,872
1,017,175
Water Charges For Services
7,240
8,287
7,240
7,240
7,240
Other Misc Revenue
-3,659
959
959
959
Total Receipts
924,641
975,098
994,804
1,007,071
1,025,374
Personnel
550,145
579,677
586,350
600,249
613,616
Services
368,845
384,872
402,351
400,596
405,408
Supplies
5,651
5,253
6,103
6,226
6,350
Capital Outlay
5,296
Total Expenditures 924,641 975,098 994,804 1,007,071 1,025,374
Personnel Services
CASHIER - REVENUE
CUSTOMER SERVICE REP - REVENU
REVENUE & RISK MANAGER
SR ACCOUNTANT - REVENUE
- -- FIE - --
2012 2013
1.38 1.38
5.00 5.00
.50 .50
1.00 1.00
-222-
Capital Outlay
Yi6iwl
DEPARTMENT: FINANCE
DIVISION: DOCUMENT SERVICES
MISSION STATEMENT
To offer support for City administration, departments and divisions for providing
information to the public, including creation of media releases, informational and
promotional materials, and social media content, as well as writing, graphic design,
transcription, and other document support services.
I1]:9161N129Eel kite] WiToI Dl 1119I *1
• Serve as the communications liaison between the City and the public we serve.
• Integrate and provide services that relay information to the public about City
programs, events, and services in a professional manner.
• Support and implement new communications methods, including social media.
• Provide other support services, such as transcription and word processing, for the
Police and other departments for use in documentation.
Staffing changes: Effective in FY 2013, the Document Services Division will be
eliminated. Two staff members will be reassigned to the City Manager's Office as
part of the new Public Information Office. Two other full time Document Services
staff positions will be eliminated.
-223-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 413500 Document Services
Total Expenditures 264,822 328,130 180,086 188,098 196,566
Personnel Services
DOCUMENT SERVICES SUPV
SR, DOCUMENT SPECIALIST
DOCUMENT SPECIALIST
- -- FTE - --
2012 2013
1.00 1.00
1.00 1.00
2.00
4.00 2.00
-224-
Capital Outlay
2013
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Property Tax - General Levy
249,561
311,130
164,215
172,227
180,695
Intra -city Charges
15,261
17,000
15,871
15,871
15,871
Total Receipts
264,822
328,130
180,086
188,098
196,566
Personnel
241,840
297,546
145,095
152,758
160,870
Services
17,618
19,714
20,129
20,242
20,357
Supplies
5,364
10,870
14,862
15,098
15,339
Total Expenditures 264,822 328,130 180,086 188,098 196,566
Personnel Services
DOCUMENT SERVICES SUPV
SR, DOCUMENT SPECIALIST
DOCUMENT SPECIALIST
- -- FTE - --
2012 2013
1.00 1.00
1.00 1.00
2.00
4.00 2.00
-224-
Capital Outlay
2013
DEPARTMENT: FINANCE
DIVISION: TORT LIABILITY
Chapter 384.12 of the Iowa State Code provides municipalities within the state of
Iowa the legal authority with which to levy "a tax to pay the premium costs on tort
liability insurance, property insurance, and any other insurance that may be
necessary in the operation of the city, the costs of a self- insurance program, the
costs of a local government risk pool and amounts payable under any self -
insurance program, or local government risk pool."
The Tort Liability cost center accounts for General Fund's contribution to the Risk
Management Loss Reserve; general liability, fire and casualty and workers
compensation premium costs. The account is administered by the Finance
Department's Revenue and Risk Manager.
Revenue: Tort Liability is supported by the Tort Levy. This tax levy was reduced
for FY 2013 by 10% to $0.313 per $1,000 of taxable value.
-225-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 1000 General
Center: 413610 Tort Liability, Insurance
Current Taxes
Delq Prop Taxes
Other City Taxes
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
ASSISTANT CITY ATTORNEY
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
1,119,406
961,321
907,298
894,301
915,037
180
20,868
18,351
16,456
16,218
16,486
1,140,454
979,672
923,754
910,519
931,523
104,209
115,147
117,550
122,968
126,221
885,085
846,956
792,479
773,564
791,088
11,200
15,408
12,096
12,338
12,585
1,000,494 977,511 922,125 908,890 929,894
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
-226-
Capital Outlay
2013
GOVERNMENTAL ACTIVITIES
SPECIAL REVENUE FUNDS
F
Y
O
1
3
Community Development Block Grant
H.O.M.E. Program
Road Use Tax
Street System Maintenance
Flood Recovery & Mitigation Grants
Energy Efficiency & Conservation Grant
UniverCity Neighborhood Partnerships
Metropolitan Planning Organization of
Johnson County (MPOJC)
Employee Benefits
Peninsula Apartments
Tax Increment Financing (TIF) Districts
General Rehabilitation & Improvement
Program (GRIP)
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: COMMUNITY DEVELOPMENT BLOCK GRANT
PROGRAM (CDBG)
MISSION STATEMENT
Make assessment of community regarding jobs, housing, and service for low and
moderate income residents, and use CDBG funds to fulfill identified needs.
I1]:9161N129Eel kite] WiToID / Ill 91 *1
• Coordinate with local service agencies, small businesses, and lenders
• Use CDBG funds to acquire property, construct new buildings, rehab
existing buildings, rehab owner - occupied homes, and operate service
agencies
• Encourage micro - enterprise economic development
Revenue: CDBG and CDBG Rehab is a federally funded program for
community development. The federal entitlement for FY13 is $638,918
compared to the FY12 entitlement of $603,931, an increase of 6 %. Budget
projections are projected stable at $605,000 since each year's entitlement will be
received as expenses are incurred, which may take more than one year based
on the construction process.
Non - recurring revenues in FY11 included a one -time receipt of $2.7 million
construction loan proceeds from The Housing Fellowship's Aniston Village LP
project which the state has allowed the city to retain. Fund balance includes $2
million of this extra - ordinary receipt in FY11. The remaining $700,000 of this
transaction has been received in FY12 loan proceeds; however the loan
proceeds revenue account was not amended so fund balance for FY12 is
understated by this amount.
-227-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 2100 CDFG & CDBG Rehab
Beginning Balance
Fed Intergov Rev
Other Misc Revenue
Interest Revenues
Loans
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Ending Balance
Personnel Services
ADMINISTRATIVE SECRETARY
ASSOCIATE PLANNER
COMMUNITY DEVELOPMENT COORD
HOUSING REHAB SPECIALIST
PROGRAM ASST - COMM DEVEL
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
.40
1.20
1.20
-221
1,883,210
1,802,268
1,806,899
1,845,382
652,809
815,000
605,000
605,000
605,000
2,338
2,338
2,338
2,338
835
835
835
835
2,094,900
135,984
95,000
136,000
102,000
2,750,882
950,984
703,173
744,173
710,173
183,237
257,049
228,695
235,298
242,076
681,376
771,421
468,463
468,981
468,870
1,288
3,456
1,384
1,411
1,439
1,550
867,451 1,031,926 698,542 705,690 712,385
1,883,210 1,802,268 1,806,899 1,845,382 1,843,170
- -- FIE - --
2012 2013
2.63 2.63
-228-
Capital Outlay
2013
.25
.25
.25
.25
.40
.40
1.20
1.20
.53
.53
2.63 2.63
-228-
Capital Outlay
2013
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: HOME PROGRAM
MISSION STATEMENT
Provide safe, decent, affordable housing through the HOME Investment
Partnerships program.
I1]:9161N129Eel kite] WiToI Dl 1119I *1
Create and maintain affordable housing through:
• Acquisition of land and buildings
• Rehabilitation of existing housing
• Tenant -based rental assistance
• New construction of owner - occupied and rental housing
Funds are budgeted during FY 2013 to support the renovation of 26 rental units through
partnerships with HACAP and Charm Homes LLC.
Revenue: The HOME program is a federally funded program designed to create
affordable housing for low- income households. The federal entitlement for
FY2013 is $385,380 compared to the FY2012 entitlement of $596,097, a
decrease of 35 %. The U.S. Department of Housing and Urban Development
administers the program and requires a 25% local match from participating
jurisdictions.
Fund Balance: The FY2013 ending fund balance is projected to be $222,438, a
69.11 % increase over the estimated FY2012 ending balance. The FY2012 estimated
ending fund balance of $131,534 is a 194% increase over the FY2011 ending fund
balance.
-229-
Fund: 2110 HOME Program
Beginning Balance
Fed Intergov Rev
Interest Revenues
Loans
Total Receipts
Personnel
Services
Supplies
Other Financial Uses
Total Expenditures
Ending Balance
Personnel Services
ASSOCIATE PLANNER
COMMUNITY DEVELOPMENT COORD
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
-3,398
44,781
131,534
222,438
299,580
862,299
770,000
685,874
685,874
685,874
19
179
19
19
19
210,929
100,000
110,000
100,000
100,000
1,073,247
870,179
795,893
785,893
785,893
65,385
99,907
78,483
81,950
85,448
879,369
683,376
626,506
626,801
627,106
143
80,314
1,025,068 783,426 704,989 708,751 712,554
44,781 131,534 222,438 299,580 372,919
- -- FTE - --
2012 2013
.25 .25
.45 .45
.70 .70
-230-
Capital Outlay
2013
DEPARTMENT: PUBLIC WORKS
DIVISION: ROAD USE TAX FUND
MISSION STATEMENT
The Road Use Tax Fund accounts for activity of the Streets Division. The
mission of the Streets Division is to provide a high quality driving surface on city
streets and bridges during all seasons of the year, and to maintain and optimize
traffic control to accommodate efficient and safe traffic movement.
I1]:9161N129Eel kite] WiToI Dl 1119I *1
Street crews provide maintenance and repair of the City's concrete, brick, and
asphalt streets, street sweeping, leaf vacuuming, and snow plowing. Traffic
Engineering staff coordinate and maintain street lighting and signage, traffic and
pedestrian signs, traffic signals, and poles.
Revenue: The Road Use Tax Fund consists of revenues collected from fuel
taxes, vehicle registration and title fees, and driver's license fees. The taxes and
fees are collected by the State, with a portion distributed to local governments for
the purpose of road construction, maintenance, and repair. In FY2013, Iowa City
road use tax revenue is projected to be over $6.3 million, an 8.79% increase over
the FY2012 estimated revenue. FY2012's estimate is a 0.46% decrease from
FY2011 revenue.
Fund Balance: Road Use Tax revenue is currently insufficient to fund
necessary street maintenance. The projected FY2013 ending fund balance is a
$10,901 deficit, down approximately $87,000 from the estimated FY 2012 ending
balance. The FY2012 estimated ending balance is down 83.5% from the
FY2011 ending balance of $459,890.
During FY2012, the Iowa Department of Transportation and a Citizen Advisory
Commission released a report with a number of recommendations, including an
increase in the motor fuel tax. The participants in the process recognized Iowa's
deteriorating roadways and the inability of current revenue streams to finance
necessary maintenance. The Commission recommended reforms that would
raise an additional $215 million in revenue for the State's Road Use Tax Fund,
with a portion distributed to local governments according to the current
distribution formula.
-231-
Supt. Streets /Solid Waste (.65)
Assistant Supt. Streets /Solid Waste
TRAFFIC ENGINEERING
2 Electricians
1 Electronics Tech
Senior Clerk/Typist (.50)
-232-
STREET STSTEM MAINTENANCE
2 Senior M.W.s
1 M.W. I II — Lead Sweeper Operator
7 M.W. I Its - Streets
7 M.W. I Is —Streets
1 M.W. II —Signs
6 M.W. Is - Streets
Senior Clerk/Typist (.50)
Fund: 2200 Road Use Tax
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011 2012
Actual Estimate
2013 2014 2015
Budget Projection Projection
Beginning Balance
1,202,788
459,890 76,047
- 10,901
- 31,582
Road Use Tax
5,890,842
5,863,720 6,379,028
6,480,821
6,616,545
Other State Grants
12,595
Bldg & Development
28,846
30,000 28,846
28,846
28,846
Misc Merchandise
1,432
1,432
1,432
1,432
Other Misc Revenue
27,074
2,144
2,144
2,144
Sale Of Assets
3,804
Empl Benefits Levy
398,954
416,369 425,659
504,078
517,229
Total Receipts
6,363,547
6,310,089 6,837,109
7,017,321
7,166,196
Personnel
2,618,026
2,669,381 2,739,727
2,805,309
2,867,675
Services
1,685,845
1,773,961 1,829,806
1,847,065
1,864,679
Supplies
971,769
828,392 1,049,885
1,070,881
1,092,296
Capital Outlay
274,008
275,554 266,500
266,500
266,500
Other Financial Uses
1,556,797
1,146,644 1,038,139
1,048,247
1,057,600
Total Expenditures
7,106,445
6,693,932 6,924,057
7,038,002
7,148,750
Ending Balance
459,890
76,047 - 10,901
- 31,582
- 14,136
-
- -- FTE - - --
Personnel Services
2012
2013
Capital Outlay
2013
ASST SUPT STREETS /SOLID WASTE
1.00
1.00
Crack Seal Program
40,000
ELECTRICIAN - TRAFFIC ENG
2.00
2.00
Sidewalk and ROW Repair
61,500
ELECTRONICS TECH /TRAFFIC ENG
1.00
1.00
UPS Sys, Processors, Cameras,
etc
165,000
M. W. II - SIGNS
1.00
1.00
M.W. I - STREETS
6.00
6.00
M.W. II - STREETS
7.00
7.00
M.W. III - STREETS
7.00
7.00
MW III - LEAD SWEEPER OPERATO
1.00
1.00
SR CLERK /TYPIST - STREETS
1.00
1.00
SR M.W. - STREETS
2.00
2.00
SUPT STREETS /SOLID WASTE
.65
.65
29.65
29.65
266,500
Transfers
In
Transfers Out
Empl Benefits Levy
425,659
Traffic Calming
30,000
Pavement Rehab.
400,000
Brick Street Repair
20,000
Railroad Crossings
25,000
Street Pavmt Marking
185,000
Annual Bridge Maint
60,000
Overwidth Paving
30,000
Forestry Rt /Way Mnt
70,582
MPOo£JCTransPlanning
217,557
425,659
1,038,139
-233-
DEPARTMENT: PUBLIC WORKS
DIVISION: ENERGY EFFICIENCY & CONSERVATION
BLOCK GRANT PROGRAM
PROGRAM DESCRIPTION
The Energy Efficiency and Conservation Block Grant (EECBG) Program is a
federally- funded initiative intended to spur deployment of the cleanest, most
economical and reliable energy efficiency and conservation technologies across
the country by providing funds to state and local governments for the
development, promotion, implementation, and management of energy efficiency
and conservation projects and /or programs.
The City of Iowa City was awarded $692,300 in November, 2009, with an
expenditure deadline of November 2012. Funding is being used to retrofit 8
municipal buildings, advertise free residential energy audits, and employs one
intern to track municipal utility usage.
-234-
-235-
2013
CITY OF IOWA CITY, IOWA
2015
FINANCIAL. PLAN FOR
2013 - 2015
Fund: 2310 Energy Efficiency
and Conservation Block Grant
Program
2011
2012
24,081
Actual Estimate
12,000
Beginning Balance
261,597
- 37,283
Fed Intergov Rev
- 29,944
485,000
Interest Revenues
-756
Total Receipts
- 30,700
485,000
Personnel
18,577
Services
137,011
43,000
Supplies
2,800
Capital Outlay
109,792
350,000
Total Expenditures
268,180
393,000
Ending Balance
- 37,283
54,717
-235-
2013
2014
2015
Budget
Projection
Projection
54,717
39,552
24,081
12,000
12,000
12,000
12,000
12,000
12,000
27,165
27,471
27,784
27,165 27,471 27,784
39,552 24,081 8,297
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: UNIVERCITY NEIGHBORHOOD PARTNERSHIPS
MISSION STATEMENT
UniverCity Neighborhood Partnerships began in January, 2010, as a cooperative
effort between the City of Iowa City and University of Iowa with a goal of restoring
the balance between affordable single family homes and rental properties in
neighborhoods near the U of I campus.
Ul *1d:71i1[Q01 to] yiCet ID /1111 :W
Administered through the City of Iowa City, this program purchases and
renovates former or potential rental properties, making them made available to
income - qualified homebuyers who agree to live there for a minimum of five
years.
Revenue: The program received appropriations of $1.25 million through I -JOBS,
allowing for a maximum of $50,000 in restoration costs per property. Local
banking institutions provide low- interest loans on the properties during
renovation, with other administrative costs paid for by the City of Iowa City. The
University of Iowa authorized a grant of $215,000 to provide down payment
assistance to those purchasing the homes. Carrying costs on the properties
(property taxes, insurance, utilities, and property maintenance costs) are paid by
the new owner(s) at closing.
Revenue includes loan proceeds for initial purchase of the property and from sale
of the property to the homeowner. Likewise, program expenditures include
purchase of individual properties and loan repayment from when the property is
sold.
The UniverCity program purchased 26 properties and sold 23 properties. Three
properties are currently available.
FY2013 Highlights: A proposal was submitted by staff to continue the program
on a smaller scale (four or five homes) in FY13, utilizing a combination of City
funds ($160,000 from General Fund) for the renovation costs and $100,000 in
University of Iowa funds for down payment assistance and costs for a small
repair program for landlords and homeowners. Local banking institutions will
continue to provide low- interest loans for the acquisition of the properties during
the renovation phase.
-236-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 2315 UniverCity Neighborhood Partnerships
2011 2012
Actual Estimate
Beginning Balance
State 26e Agreements
Other State Grants
Contrib & Donations
Other Misc Revenue
Sale Of Assets
Misc Other Operating Transfers
Misc Transfers In
Misc Transfers In
Loans
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Debt Service
Total Expenditures
Ending Balance
Personnel Services
HOUSING REHAB SPECIALIST
2013 2014 2015
Budget Projection Projection
66,775 - 120,962 78,225 71,802 71,802
100,000
296,774 1,018,356
57,500
20,985 25,000
682,170 3,817,830 850,000
160,000
72,325
22,161
1,795,500 2,207,000 800,000
2,947,415 7,068,186 1,910,000
72,325 13,206 16,423
99,371 143,070 100,000
1,237
2,284,719 2,890,223 1,000,000
677,500 3,822,500 800,000
3,135,152 6,668,999 1,916,423
- 120,962 78,225 71,802 71,802 71,802
- - -- FTE - - --
2012 2013
.20 .20
20 .20
Transfers In
Capital Outlay
Purchase of homes
Remodel purchased homes
Repayment of bank loans
Transfers Out
UniverCity Rehab 160,000
Low, �vv
-237-
2013
800,000
200,000
800,000
1,800,000
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: FLOOD RECOVERY AND MITIGATION GRANTS
DESCRIPTION OF ACTIVITIES
This fund accounts for federal and state disaster and stimulus grants, including
Jumpstart Iowa, Hazard Mitigation Grant Project (HMGP) Buyout, and
Supplemental Community Development Block Grants (CDBG). Individual
programs provide public assistance for business and residential flood recovery
efforts, the acquisition and removal of properties within the flood plain, down
payment assistance for owner - occupied affordable housing to replace the tax
base lost from the buyout. Infrastructure projects related to flood protection
include levees, water well head protection, and bridge and roadway elevation.
The City of Iowa City's role in the majority of grant programs is to manage pass -
through grants and distribute them to Iowa City businesses and residents
affected by the flood.
Year -to -Date Assistance Summary:
Buyout: 85 residential properties have been acquired and 10 additional
properties are expected to be acquired by May 2012. Approximately $18.5
million in grant funds has been expended for property acquisition.
Residential Rehabilitation: 106 households received assistance from state
Jumpstart and federal Jumpstart grants. Approximately $3.3 million in
residential rehabilitation assistance was distributed.
Business Assistance: 82 businesses were assisted with either Jumpstart
Business funds or Business Rental Assistance Program funds.
Approximately $2.1 in business assistance has been distributed.
Single Family New Construction: 93 owner - occupied affordable housing
units have been constructed and sold. The City expects to assist 45
additional properties through this program. Approximately $4.1 million has
been expended for down payment assistance.
-238-
Infrastructure: CDBG Public Infrastructure funding, management, and
monitoring is being provided for the Wastewater Treatment Facility
relocation, Rocky Shore Lift Station project, construction of the East Side,
West Side, and Taft Speedway Levee projects, and flood proofing
protection of the water well heads at the Water Treatment Facility site.
-239-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 2300 Flood Recovery and Hazard Mitigation Grants
Other State Grants
Interest Revenues
Mice Transfers In
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Other Financial Uses
Total Expenditures
Personnel Services
ASSOCIATE PLANNER
2011 2012
Actual Estimate
13,215,057 12,892,019
2013 2014 2015
Budget Projection Projection
214
83,324
13,298,595 12,892,019
201,411 113,289 118,019
4,268,829 3,290,437 271,489
606 655
6,326,010 8,589,864
12,620
10,809,476 11,993,590 390,163
- - -- FTE - - --
2012 2013
1.60 1.60
1.60 1.60
Fund: 1000 General
Center: 425800 Disaster Individual Assistance
Property Tax - General Levy
Other Mice Revenue
Interest Revenues
Total Receipts
Personnel
Services
Other Financial Uses
Total Expenditures
Personnel Services
ASSOCIATE PLANNER
Capital Outlay
2013
2011
2012
2013 2014 2015
Actual
Estimate
Budget Projection Projection
129,988
33,836
34,651
288
288
12
130,288
33,836
34,939
17,126
30,529
31,784
30,263
3,307
3,155
82,899
130,288
33,836
34,939
- - -- FTE - - --
2012 2013
.40 .40
.40 .40
-240-
Capital Outlay
2013
DEPARTMENT: FINANCE
DIVISION: EMPLOYEE BENEFITS
This fund accounts for annual employee benefit costs for the General Fund and a
share of Road Use Tax employees. Costs include health, dental, life and
disability insurance; employer -share FICA and IPERS retirement contributions;
Chapter 411 Police and Fire retirement contributions, accidental disability and
on- the -job injury medical claims; and workers compensation insurance.
Legal authority for the fund is established by two sections code. Iowa State
Code chapter 386.6.1 provides authority for municipalities to establish a fund for
the purpose of "accounting for pension and related employee benefit funds as
provided by the City Finance Committee ", while also providing the authority to
levy a tax in the amount necessary to meet these obligations. Chapter 545.4 of
the Administrative Code of Iowa provides the City Finance Committee's definition
of eligible benefits and how they are must be accounted for.
During the 2009 legislative session, a bill was passed amending section
411.16(5)(c)(2) of the Iowa State Code. This amendment added a presumption
for police and fire personnel, that any infectious disease and /or cancer is
presumed to have been contracted during the performance of the duties, placing
fiduciary responsibility for all related medical claims upon the employer. As with
other accidental disability and on- the -job medical claims, cash reserves will be
utilized to prevent a spike in the tax levy in any given year from such claims. For
this reason, cash balance is recommended to be twenty -five percent (25 %) of
total fund expenditures.
-241-
Fund: 2400 Employee Benefits
Beginning Balance
Current Taxes
Delq Prop Taxes
Other City Taxes
State 28e Agreements
Other Misc Revenue
Total Receipts
Personnel
Services
Other Financial Uses
Total Expenditures
Ending Balance
Personnel Services
ADMINISTRATIVE SECRETARY
FINANCE DIRECTOR
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011 2012
Actual Estimate
2013 2014 2015
Budget Projection Projection
1,932,049 2,477,998 1,517,661 1,565,533 1,663,504
9,623,376 9,776,526 9,257,850 9,866,708 10,380,339
1,551
179,392
184,218
165,712
174,511
182,069
153,742
185,558
249,909
299,152
355,111
32,864
32,599
32,599
32,599
9,990,925
10,146,302
9,706,070
10,372,970
10,950,118
50,566
50,951
50,726
51,829
52,954
559,640
974,592
476,555
478,469
480,458
8,834,770
10,081,096
9,130,917
9,744,701
10,318,953
9,444,976 11,106,639 9,658,198 10,274,999 10,852,365
2,477,998 1,517,661 1,565,533 1,663,504 1,761,257
- -- FTE - --
2012 2013
.50 .50
.05 .05
.55 .55
Transfers In
Capital Outlay
Transfers Out
GF All Other Emp Ben 8,705,258
Empl Benefits Levy 425,659
9.130.917
-242-
2013
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: TAX INCREMENT FINANCING
MISSION STATEMENT
Facilitate the creation of Tax Increment Financing projects consistent with the
City Council's adopted economic development goals in order to grow the
property tax base and create jobs.
DESCRIPTION OF ACTIVITIES
Tax Increment Financing (TIF) Districts have been established in various
locations in Iowa City to encourage economic development. TIF revenues are
used to repay debt incurred for specific projects and to pay property tax rebates
on increased valuation per development - specific agreements within the districts.
As TIF agreements expire and /or their legal requirements are satisfied, tax
revenue generated by the incremental valuation (increase in property values for
the district since it was established) is distributed to all taxing authorities. The
objective of Iowa City's TIF capacity is to provide gap financing for development
projects which meet the adopted goals and criteria of the respective TIF district.
Valuation
Urban Renewal Date Jan. 1, 2011 Total
TIF Area (URA) Established Base Valuation Valuation Increment
Sycamore Mall &
First Avenue
2000
$ 22,284,430
$ 36,602,870
$ 14,318,440
City University 1
2001
109,554,650
200,033,840
90,479,190
Scott Six
2001
2,315,755
38,673,220
36,357,465
Northgate
2002
6,712,217
25,781,200
19,068,983
Heinz Road
2003
34,933,220
55,109,370
20,176,150
Highway 6
2003
8,745,932
12,610,980
3,865,048
Total - Iowa City:
$ 162,261,774
$ 332,208,610
$ 169,946,836
-243-
Developer agreements typically utilize a base valuation which is specific to the
individual project. The following table shows the base and incremental values
utilized for those projects with debt certified in FY2013.
TIF Rebate Agreements
FY2013 Estimated Payments +Certfied Debt
FY2013
FY2013 Estimated
Urban Renewal Incremental Rebate I
TIF Area (URAI Contract Holder Proiect Valuation Certified De
City University I Narc Moen 118 E. College Street $ 3,925401 $ 250,000
Heinz Road Alpla Inc #2 Apia Plant Expansion 4,454,770 147,059
Highway 6 Southgate Development Pepperwood Plaza 3,332,156 127,592
Total Estimated Rebates I Debt Repayment - FY2013: $ 11,712,327 $ 524,651
The total increase in valuation of Iowa City's six existing urban renewal areas
since their inception is $170 million. Of this incremental value, only $11.7 million
was diverted for rebate and debt repayment of $524,651 in FY2013.
2012 TIF Legislative Changes: During the 2012 Iowa State legislative session,
several changes were made to TIF statutes. Most notably, these reforms include
more robust reporting requirements for increased transparency, a requirement
that any project using TIF funds to construct a public facility includes an analysis
of alternate development and funding options, and with some exceptions
prohibits cities from using TIF incentives to lure business from an existing
location in the same county or contiguous county.
A detailed discussion of each urban renewal area can be found in the Strategic
Plan Status Report, page 28 of this document.
244-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 2601 Highway 6 TIF
Fund: 2603 City - University Project I
Beginning Balance
T.i.f. Revenues
Interest Revenues
Total Receipts
Services
Other Financial Uses
Total Expenditures
Ending Balance
Fund: 2604 Sycamore & 1st Avenue TIF
Beginning Balance
T.i.f. Revenues
Interest Revenues
Total Receipts
Services
Other Financial Uses
Total Expenditures
Ending Balance
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
2,515 86,963 - 163,037 86,963 86,963
250,000
35
35 250,000
8,246 250,000
- 92,659
- 84,413 250,000
66,963 - 163,037 86,963 86,963 86,963
2011
2011
2012
2013
2014 2015
Actual
Actual
Estimate
Budget
Projection Projection
Beginning Balance
18,156
18,317
18,392
961 961
T.i.f. Revenues
130,853
130,853
110,000
Interest Revenues
161
75
161
Total Receipts
131,014
130,928
110,161
Services
130,853
130,853
127,592
Total Expenditures
130,853
130,853
127,592
Ending Balance
18,317
18,392
961
961 961
Fund: 2603 City - University Project I
Beginning Balance
T.i.f. Revenues
Interest Revenues
Total Receipts
Services
Other Financial Uses
Total Expenditures
Ending Balance
Fund: 2604 Sycamore & 1st Avenue TIF
Beginning Balance
T.i.f. Revenues
Interest Revenues
Total Receipts
Services
Other Financial Uses
Total Expenditures
Ending Balance
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
2,515 86,963 - 163,037 86,963 86,963
250,000
35
35 250,000
8,246 250,000
- 92,659
- 84,413 250,000
66,963 - 163,037 86,963 86,963 86,963
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
47,461
549,470
54,728
54,728
54,728
587,272
587,294
776
2,612
588,048
589,906
34,654
34,654
51,385
1,049,994
86,039
1,084,648
549,470
54,728
54,728
54,728
54,728
-245-
CITY OF IOWA CITY, IOWA
FINANCIAL FLAN FOR 2013 - 2015
Fund: 2607 Scott 6 Industrial Park
Fund: 2608 Heinz Road
2011
2012
2013
2014
2015
Actual
Actual
Estimate
Budget
Projection
Projection
Beginning 'Balance
11,660
9,201
9,379
6,794
4,157
Interest Revenues
27
178
238
3,858
Total Receipts
27
178
131,796
147,060
130,000
Services
2,486
127,938
2,585
2,637
2,690
Total Expenditures
2,486
147,060
2,585
2,637
2,690
Ending Balance
9,201
9,379
6,794
4,157
1,467
Fund: 2608 Heinz Road
-246-
2011
2012
2013
2014 2015
Actual
Estimate
Budget
Projection Projection
Beginning Balance
46,128
13,268
17,126
17,126 66
T.i.f. Revenues
127,937
127,938
147,060
130,000
Interest Revenues
238
3,858
Total Receipts
128,175
131,796
147,060
130,000
Services
7.61,035
127,938
147,060
147,060
Total Expenditures
161,035
127,938
147,060
147,060
Ending Balance
13,268
17,126
17,126
66 66
-246-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 2613 Moss Green Urban Village Development
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance
- 18,840
- 28,016
- 47,382
- 56,009
- 64,806
Services
9,176
19,366
8,627
8,797
8,970
Total Expenditures
9,176
19,366
8,62 "T
8,797
8,970
Ending Balance
- 28,016
- 47,382
- 56,009
- 64,806
- 73,776
Fund: 2614 Towncrest Urban Renewal Area TIF
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance
0
-64 -64
-131
-199
Services
64
67
68
69
Total Expenditures
64
67
68
69
Ending Balance
-64
-64 -131
-199
-268
-247-
METROPOLITAN PLANNING ORGANIZATION OF JOHNSON COUNTY
MISSION STATEMENT
It is the mission of the Metropolitan Planning Organization (MPO) of Johnson
County to fulfill state and federal requirements necessary and beneficial to
receive state and federal transportation capital and operating funds; to conduct
transportation and traffic studies related to public and private development
projects; to provide traffic data collection and analysis services, prepare and
administer transportation- related grants; and serve as a body for regional policy
and project - related discussions.
Q:9161 N 12 Ice] [0]yeT "9W III I *'
Metropolitan Planning Organization (MPO) designations are made by the
Governor of the State of Iowa. The MPO of Johnson County services the Iowa
City Urbanized Area, which includes Iowa City, Coralville, North Liberty, Tiffin,
University Heights, and the University of Iowa. The MPO coordinates planning
efforts for all of Johnson County in: transportation planning, data collection and
analysis, and assistance to small communities. Member agencies outside of the
Iowa City Urbanized Area include Johnson County, Lone Tree, Oxford,
Shueyville, Solon, and Swisher.
The Transportation Planning Division fulfills federal requirements involving the
transportation planning process in order to maintain eligibility for grant programs
through the Federal Transit Administration (FTA) and Federal Highway
Administration (FHA). The "3 -C" transportation planning process consists of a
comprehensive, coordinated and continuing planning effort for all modes of
transportation. Projects include short- and long -range transportation development
plans, corridor studies, intersection analyses, survey reports, and review of
development projects. The Transportation Planning Division also prepares state
and federal grant applications and fulfills the associated administration and
regulation compliance.
In past years, the MPO has also facilitated discussion on regional issues
including a fire protection mutual aid agreement, joint animal control facilities, a
Joint Emergency Communications Center.
-248-
Revenue: Although funding is received from all MPO members, the MPO is
organized under the City of Iowa City. Through a 28(E) agreement, staff provide
assistance to the other members of MPOJC. This provides for cost - effective
sharing of clerical, accounting, office space and vehicle pool expenditures.
Staffing changes: The MPO Human Services Coordinator position has been
vacant since August 2011, and is proposed to be formally eliminated in the FY13
budget. Duties associated with this position are being distributed amongst other
divisions, including Transportation Planning (Human Service Agency Transit
Planning, investigation of ADA issues, SEATS eligibility verification); Community
Development (Aid to Agencies coordination, assistance with grant programs);
Transit (distribution of free and reduced price bus passes); and other
departments that interact with human services agencies.
Some duties associated with this position will be eliminated, most notably,
participation on human service agency boards and committees, and maintenance
and distribution of services directories and resources. Internet -based information
directories, agency web sites and other local government information will help fill
this gap. Elimination of this position results in a reduction 1.0 FTE.
-249-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 2350 Metropolitan Planning Organization of Johnson County
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance 69,551 73,576 47,576 29,437 12,661
Other State Grants
175,445
175,000
175,000
175,000
175,000
Local Govt 28e Agreements
127,107
139,353
139,358
142,476
145,676
Other Misc Revenue
6,523
4,000
4,000
4,000
General Levy
193,960
170,912
109,729
118,128
124,400
Road Use Tax
173,563
237,776
217,557
225,169
232,000
Total Receipts
676,598
723,041
645,644
664,773
681,076
Personnel
569,056
618,181
539,082
556,139
572,619
Services
91,365
118,484
111,411
111,938
104,158
Supplies
4,814
12,376
13,290
13,472
13,656
Capital Outlay
7,338
Total Expenditures 672,573 749,041 663,783 681,549 690,433
Ending Balance 73,576 47,576 29,437 12,661 3,304
- - -- FIE - - --
Personnel Services 2012 2013 Capital Outlay 2013
ADMINISTRATIVE SECRETARY .20 .20
ASSOCIATE PLANNER 4.00 4.00
ENGINEERING TECHNICIAN .40 .40
MPO DIRECTOR 1.00 1.00
5.60 5.60
Transfers In Transfers Out
GF Prop Tax Support 88,368
IC Road Use Tax Supp 217,557
GF ECICOG Support 21,361
327,286
-250-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 2350 Metropolitan Planning Organization of Johnson County
Center: 459010 Metropolitan Planning Organization of JoCo Administration
Local Govt 28e Agreements
General Levy
Total Receipts
Personnel
Services
Supplies
Total Expenditures
Personnel Services
ADMINISTRATIVE SECRETARY
ASSOCIATE PLANNER
ENGINEERING TECHNICIAN
MPO DIRECTOR
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
103,231
115,482
115,482
118,600
121,800
173,220
150,173
88,368
96,737
103,000
276,451
265,655
203,850
215,337
224,800
134,322
151,624
153,835
159,113
164,726
10,266
15,317
14,336
14,590
9,300
793
925
615
627
639
145,381 167,866 168,786 174,330 174,665
- -- FTE - --
2012 2013
Capital Outlay
.20 .20
.50 .50
.40 .40
.50 .50
1.60 1.60
Transfers In
Transfers Out
GF Prop Tax Support 88,368
88,366
-251-
2013
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 2350 Metropolitan Planning Organization of Johnson County
Center: 459020 Metropolitan Planning Org of JoCo - General Transportation
Total Expenditures 400,093 441,356 449,760 461,952 470,492
F
Personnel Services 2012
ASSOCIATE PLANNER 3.50
MPO DIRECTOR .50
4.00
Transfers In
IC Road Use Tax Supp
rE
2013 Capital Outlay 2013
3.50
.50
4.00
Transfers Out
217,557
217,557
Fund: 2350 Metropolitan Planning Organization of .Johnson County
Center: 459030 Metropolitan Planning Org of JoCo Rural Community Assistance
2011
2012
2013
2014
2015
2015
Actual
Estimate
Budget
Projection
Projection
Other State Grants
175,445
175,000
175,000
175,000
175,000
Other Misc Revenue
6,323
23,876
4,000
4,000
4,000
Road Use Tax
173,563
237,776
217,557
225,169
232,000
Total Receipts
355,331
412,776
396,557
404,169
411,000
Personnel
355,542
376,382
385,247
397,026
407,893
Services
33,380
53,723
51,838
52,081
49,582
Supplies
3,833
11,251
12,675
12,645
13,017
Capital Outlay
7,338
21,361
Total Expenditures 400,093 441,356 449,760 461,952 470,492
F
Personnel Services 2012
ASSOCIATE PLANNER 3.50
MPO DIRECTOR .50
4.00
Transfers In
IC Road Use Tax Supp
rE
2013 Capital Outlay 2013
3.50
.50
4.00
Transfers Out
217,557
217,557
Fund: 2350 Metropolitan Planning Organization of .Johnson County
Center: 459030 Metropolitan Planning Org of JoCo Rural Community Assistance
-252-
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Local Govt
28e Agreements
23,676
23,871
23,876
23,876
23,876
General Levy
20,740
20,739
21,361
21,391
21,400
Total
Receipts
44,616
44,610
45,237
45,267
45,276
Services
44,626
44,610
45,237
45,267
45,276
Total
Expenditures
44,626
44,610
45,237
45,267
45,276
Transfers In
Transfers Out
GF ECICOG Support
21,361
21,361
-252-
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: GENERAL REHABILITATION & IMPROVEMENT PROGRAM
DESCRIPTION OF ACTIVITIES
The General Rehabilitation and Improvement Program (GRIP) GRIP was
designed to stabilize and revitalize neighborhoods through the broader
applicability of Iowa City's Housing Rehabilitation and Historic Preservation
programs, by providing city- funded long -term, low- interest loans to qualifying
homeowners for home maintenance and improvement projects.
History: GRIP is the successor to TARP (Targeted Area Rehabilitation
Program), a similar program implemented in 2001 that was offered to residents in
targeted areas of the City. The success of the TARP program and the interest
expressed by citizens who lived outside of the target areas led the Housing and
Community Development Commission to recommend expanding the program to
make it available city -wide. City Council provided formal approval of the GRIP by
resolution on April 29, 2008.
Funding: Prior to FY2013, this program was financed by the issuance of
general obligation debt of up to $200,000, annually. Starting this year, GRIP will
be financed by the General Fund.
Objectives: This program is offered as a complement to the federally- funded
CDBG /HOME programs by utilizing a different level of income targeting; making
loans available to residents whose household earnings fall at or below 110% of
the city's median income. These low- interest loans are repayable over a 20 -year
period, with the money awarded to qualified homeowners on a first -come, first -
serve basis.
In addition to the loan, GRIP also extends the technical assistance and support
of the City's Housing Rehabilitation staff, who can help participating homeowners
with remodeling ideas, assistance in choosing a contractor, and helping oversee
the project's progress.
FY2013 Highlights: Program authority of $200,000 in FY2013 will be financed
from General Fund cash.
-253-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 2810 GRIP - General Rehabilitation and Improvement Program
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance
46,143
118,059
- 81,941
- 81,941
- 81,941
Misc Other Operating Transfers
200,000
200,000
200,000
Transfers From Go Bonds
170,383
Loans
101,129
40,000
40,000
40,000
40,000
Total Receipts
271,512
40,000
240,000
240,000
240,000
Services
98,467
200,000
200,000
200,000
200,000
Other Financial Uses
101,129
40,000
40,000
40,000
40,000
Total Expenditures
199,596
240,000
240,000
240,000
240,000
Ending Balance
118,059
- 81,941
- 81,941
- 81,941
- 81,941
Transfers In
Transfers
Out
GRIP
200,000
GO Bond Abatement
40,000
4VV,vuv
-254-
4V,VVU
DEPARTMENT: HOUSING & INSPECTION SERVICES
DIVISION: PENINSULA APARTMENTS
11110U>r02 IIIIIIIIIIIIIII1192 x3 /e10dAV1z11,11110
I:I61111 to] Zvi
In 2003, City Council voted to support the development of affordable housing by
committing to a bond - funded $320,000 loan to The Housing Fellowship for
purchase of six lots and construction of 17 housing units. Other funding for the
project included an Economic Development Grant, CDBG and HOME funds. The
City of Iowa City then purchased the apartment building from The Housing
Fellowship upon completion. The units are now managed by the Iowa City
Housing Authority, a division of the Department of Housing and Inspection
Services (HIS).
Revenue: Rental income is projected at $59,728 in FY 2013, up 3.8% from the
estimated FY 2012 total.
Fund Balance: The FY2013 ending fund balance is projected at $78,959. Cash
balance will be allowed to increase until reaching $210,784. This is the amount
of a lump sum payment which is due in FY2025 as part of the original financing
for this project.
-255-
Fund: 2510 Peninsula Apartments
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011 2012 2013 2014 2015
Tactual Estimate Budget Projection Projection
Beginning Balance
44,216
57,506
68,965
78,959
88,667
Rents
59,728
57,563
59,728
59,728
59,728
Total Receipts
59,728
57,563
59,728
59,728
59,728
Services
35,762
34,907
31,806
32,092
32,384
Supplies
197
Debt Service
10,676
11,000
17,928
17,928
17,928
Total Expenditures
46,438
46,104
49,734
50,020
50,312
Ending Balance
57,506
68,965
78,959
88,667
98,083
-256-
GOVERNMENT ACTIVITIES
F
Y
2
0
it
3
DEBT SERVICE
Debt Service Fund
DEPARTMENT: FINANCE
DIVISION: DEBT SERVICE
Chapter 384.4 of the Iowa State Code provides legal authority for a city to
establish a debt service fund and certify taxes to be levied in the amount
necessary to pay for the principal and interest on general obligation bonds issued
by the city.
This fund accounts for annual principal and interest payments due on general
obligation debt of the City. Funding is provided by the debt service property tax
levy, transfers from Water Operations, and loan repayments.
FY2013 — FY2015 Financial Plan: The debt service levy for FY2013 is $4.443
per $1,000 in valuation. Future general obligation bond issues are estimated at
$10.2 million in FY2013, $7.9 million in FY2014 and $3.5 million in FY2015.
General Obligation Bonds, Series 2004, will be refunded on June 1, 2013,
utilizing TIF monies.
Debt Margin: As stated in the City's Fiscal Policy, "Debt incurred as a general
obligation of the City of Iowa City shall not exceed statutory limits: presently 5%
of the total assessed value of property within the corporate limits as established
by the City Assessor." The following schedule and graph depict current and
estimated future debt margins for the City. Property valuations for FY2014 and
FY2015 are estimated at two percent (2 %) growth annually.
257-
Outstanding Debt &
Allowable Debt Margin
Fiscal
Year
TotaI(100 %)
Property
Valuation
Allowable
Debt Margin
(5% of Total
Property Val.)
Outstanding
Debt
at July 1
Debt as %of
Allowable
Debt Margin
Outstanding
Debt asa
Percentage of
Total Valuations
FY03
2,907,341,314
145,367,066
85,260,000
59%
2.9%
FY04
2,960,278,057
148,013,903
83,000,000
56%
2.8%
FY05
3,193,203,010
159,660,151
88,985,000
56%
2.8%
FY06
3,294,183,749
164,709,187
85,290,000
52%
2.6%
FY07
3,809,062,375
190,453,119
85,060,000
45%
2.2%
FY08
3,930,249,676
196,512,484
85,840,000
44%
2.2%
FY09
4,265,444,384
213,272,219
87,090,000
41%
2.0%
FYI
4,377,975,516
218,898,776
84,995,000
39%
1.9%
FYI
4,450,783,925
222,539,196
75,050,000
34%
1.7%
FYI
4,521,041,432
226,052,072
80,575,000
36%
1.8%
FYI
4,616,107,846
230,805,392
75,320,000
33%
1.6%
*FY14
4,708,430,003
235,421,500
73,960,000
31%
1.6%
*FY15
4,802,598,603
240,129,930
70,880,000
30%
1.5%
Estimate
300 -
250-
w
200
R
O
`0 150
0
O
100
50
0-
jE1 boa cA CI c ry c^�.cA .4;i ^y
Fiscal Year (FY) * Estimated
-258-
G.O. Debt Outstanding
-by Fiscal Year -
UAllowab €e Debt Margin
®Outstanding Debt
at July 1
:
jE1 boa cA CI c ry c^�.cA .4;i ^y
Fiscal Year (FY) * Estimated
-258-
G.O. Debt Outstanding
-by Fiscal Year -
UAllowab €e Debt Margin
®Outstanding Debt
at July 1
Iowa City's internal fiscal policy was revised in April, 2010, upon recommendation
of the Finance Director to specify that the "debt service levy shall not exceed
30% of the city levy in any one fiscal year." The following chart shows the debt
service levy as a percentage of the city levy rate for FY2006 through 2015.
Fiscal years 2014 and 2015 are based on estimated financing requirements for
capital projects and are subject to changes in other levy rates (based on
operating costs) and future changes in property valuations.
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
Debt Service Levy
As a Percentage of
Total Property Tax Levy
25.7% 25.6% 25.9%
234%
25.0% ' °
24.3 ° /a 23.6%
22A°/a Pil o
(30% Recommended Maximum)
Note: Fiscal years 2007 and 2008 had one -time reductions in the debt levy of
$038,200 and $934,947, whlcn resulted in foregone debt Was of $0.27 and
$0.385 respectively, funded from the General Fund.
0.0%
AP
Fiscal Year (FY) : Estimated
259-
Summary of Bonded Indebtedness
General obligation and revenue bonds payable at June 30, 2012 are comprised of the following
individual issues:
Amount
Issued
Purpose
Date of
Issue
Final
Maturity
Interest
Rates
Principal
Outstanding
06/30/12
$ 7,305,000
Taxable -Urban Renewal
Mar. 2004
2023
4.0-5.4
$ 5,595,000
7,020,000
Multi- Purpose
Mar. 2005
2015
3.0-4.0
2,375,000
6,265,000
Multi- Purpose
Jun. 2006
2016
3.625-4.0
2,855,000
1,000,000
Taxable - Multi- Purpose
Jun. 2006
2016
5.5-5.6
475,000
3,350,000
Refunded Water Construction
Sep. 2006
2017
3.6-3.75
1,495,000
8,870,000
Multi- Purpose
May 2007
2017
3.75
4,845,000
9,150,000
Multi- Purpose
June 2008
2018
3.25-3.75
5,850,000
17,005,000
Refunded Multi- Purpose
Oct. 2008
2018
3.0-3.75
9,350,000
6,685,000
Multi- Purpose
June 2009
2019
2.5-4.0
4,855,000
505,000
Taxable -Urban Renewal
June 2009
2014
1.5-3.0
205,000
5,840,000
Refunded Multi- Purpose
June 2009
2016
2.0-4.0
3,465,000
7,420,000
Multi- Purpose
Aug. 2010
2020
2.0-2.75
5,935,000
7,925,000
Multi- Purpose
June 2011
2021
2.0-3.625
7,180,000
820,000
Taxable -Urban Renewal
June 2011
2013
0.65 - 1.1
420,000
10,930,000
Refunded Multi- Purpose
June 2011
2021
2.0-3.625
10,730,000
9,070,000
Multi- Purpose
June 2012
2022
2.0-2.25
9,070,000
620,000
Taxable -Urban Renewal
June 2012
2014
0.5-0.6
620,000
Total - Principal
Outstanding as of June 30, 2012:
$ 75,320,000
-260-
Beginning Balance
Current Taxes
Delq Prop Taxes
Other City Taxes
Interest Revenues
Debt Sales
Abatements Funding
Transfers From Go Bonds
Misc Transfers In
Loans
Total Receipts
Services
Debt Service
Other Financial Uses
Total Expenditures
Ending Balance
Personnel Services
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
12,812,999 23,311,922 9,893,052 3,902,907 3,472,357
12,033,351 13,009,149 12,934,351 13,302,838 13,861,262
1,922
222,283
240,703
223,850
228,359
235,413
158,516
57,669
162,585
147,272
147,272
11,142,546
955,001
1,907,644
838,147
808,552
802,687
671
65,030
40,000
40,000
40,000
40,000
37,881
49,837
38,968
39,308
13,179
24,617,201 15,305,002 14,237,901 14,566,329 15,099,813
4,265 3,515 3,515 3,515
14,048,983 28,725,872 20,222,531 14,993,364 15,236,726
65,030
14,118,278 28,725,872 20,226,046 14,996,879 15,240,241
23,311,922 9,891,052 3,902,907 3,472,357 3,331,929
- - -- FIE - - - --
2012 2013
Transfers In
Capital Outlay 2013
FY2011 -2012 G O Bond Issue 1,262,600
GO Issue 12/03 Interest 39,640
GO Issue 12/03 Principal 560,000
GO Issue CY2010 815,675
Interest payments on Mar /05 GO 93,088
Issue FY06 taxable and tax exempt 915,633
June 2008 General Obligation Bond 1,098,706
June 2009 GO bonds taxable L tax 893,450
June 2009 General Obligation Refu 951,225
June 2011 GO taxable and tax exem 1,369,564
June 2011 Refunding of May 2002 G 1,386,738
May 2007 General Obligation Bonds 1,076,688
Oct 2008 General Obligation Refun 2,271,063
October 2002 GO Refunding 486,600
Plaza Tower TIF taxable bonds 5,876,403
Principal payments for Mar /2005 G 765,000
Sept 2006 GO refunding 360,458
Transfers Out
GRIP Loan Repayments 40,000
2002 Water Abatement 377,689
2006 Water Abatement 360,458
Library Commercial 100,000
878,147
-261-
20,222,531
-262-
BUSINESS TYPE ACTIVITIES
F
Y
PAI
0
1
3
Transportation Services
Parking Operations
Public Transit
Wastewater Operations
Water Operations
Refuse Collection
Landfill Operations
Airport
Stormwater Management
Broadband Telecommunications
Housing Authority
DEPARTMENT: TRANSPORTATION SERVICES
DIVISION: PARKING OPERATIONS
DESCRIPTION OF ACTIVITIES
Parking Structures:
The Capitol Street Parking Facility was constructed in 1980 at 220 S.
Capitol Street, adjacent to Old Capitol Town Centre. It provides 875
parking spaces, with 220 parking permits issued annually.
The Dubuque Street Parking Facility was also constructed in 1980, at 220
S. Dubuque Street, adjacent to the Sheraton Hotel. It provides 625
parking spaces, with 325 parking permits issued annually. The City has
annual parking contracts with Sheraton Hotel and Hotel Vetro for guest
parking at this facility.
Chauncey Swan Parking Facility is located at 415 E. Washington Street,
across from City Hall. This facility was built in 1993 to provide 475 parking
spaces, with 400 parking permits issued annually.
Tower Place Parking Facility is a city- owned, multi -use facility.
Constructed in 2001 at 335 Iowa Avenue, it contains nine condominium
spaces and 511 parking spaces, with 325 parking permits issued annually.
Surface Lots & On- Street Parking: Transportation Services operates and
maintains six (6) surface parking lots which provide a mix of permit and metered -
parking. On and off - street parking meter rates vary from $.50 to $75 per hour,
with time limits from 30 minutes to 10 hours. Surface Lots include:
• Burlington Street Lot
• Market Street Lot
• Schuman Lot
• City Hall Lot
• Recreation Center Lot
• Maiden Lane Lot
-263-
Parking enforcement: These duties include enforcement of the following
regulations: expired meters, permit only, odd /even, commercial loading zones, 15
minute loading zones, alleys in addition to other regulatory signage.
Enforcement is also necessary for hourly and permit parking in the parking lots,
Chauncey Swan Parking Facility and Court Street Transportation Center located
at 150 E. Court Street.
FY2012 Accomplishments:
Completion of the LED lighting retrofit project. This project was partially
funded through a grant from the Iowa Office of Energy Independence and
has resulted in an energy usage reduction of 48% - 52% for the five
parking facilities.
Replacement / renovation of elevators at the Capitol Street and Dubuque
Street parking facilities.
Funding / Revenue: Parking operations are funded entirely by parking
revenues. This includes revenues from hourly parking, permit parking, parking
meters, expired meter parking citations and other miscellaneous parking
revenues. Contracts with the Sheraton Hotel and Hotel Vetro are for annual
guest parking at the Dubuque Street Ramp. Revenue projections for FY2013 are
based on FY2011 actuals.
A parking impact fee was established in June of 1994 to provide funding for
improvement of parking facilities in the Near Southside Neighborhood. Iowa City
Code section 14 -713 determines how these funds may be used. Approximately
$2.1 million in impact fees have been applied in recent years to repayment of
principal on a loan for land acquisition at the intersection of Linn and Court
Streets (see FY2013 Capital Improvement Program Highlights, below).
FY2013 Highlights: The following reductions in staff have occurred through
attrition during the past year for a net decrease of (3.5) FTEs:
• Parking Enforcement Attendants — reduced from 6.5 to 5.0 FTE due to
investments in technology and resulting efficiencies
• Cashiers — reduced from 12.25 to 11.25 FTE, also due to investments in
technology and resulting efficiencies
• Maintenance Worker I / Parking — Reduced from 4.0 to a net 3.5 following
elimination of one full -time position (1.0) and reallocation of +.50 from
what was previously a shared position withTransit. These changes are
possible due to the privatization of some the duties.
• Maintenance Worker II / Parking (Nights) — This position (1.0 FTE) was
eliminated due to privatization of some of the duties.
-264-
FY2013 Capital Improvement Program Highlights: A new multi -use parking /
commercial / residential facility is proposed at the intersection of Linn and Court
Streets with construction to begin in FY2013. This project will provide an
additional 600 parking spaces financed by parking impact fees and revenue
bonds. The commercial / workforce residential component is expected to be built
by a private developer.
PERFORMANCE MEASURES*
* A full performance measure report is available in Appendix A of this document.
-265-
2010
2011
Web Payments — Parking
54.4%
59.5%
Citations
Parking Citations Issued
119,039
109,555
Parking Meter
679
561
Maintenance Requests
* A full performance measure report is available in Appendix A of this document.
-265-
Parking
Transportation Services Director (.50)
Associate Director — Trans. (.50)
TRANSPORTATION SERVICES
3 Operations Supervisors
3 M.W. Its
-266-
PARKING
11.25 Cashiers
1 Customer Service Rep.
Senior M.W. — Parking & Transit (.50)
M.W. I —Transit (.50)
3.50 M.W. Is- Parking Systems
5 Parking Enforcement Attendants
1 Parking Clerk
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 7100 Parking
Beginning Balance
Refuse Charges For Services
Parking Fines
Other Misc Revenue
Interest Revenues
Rents
Parking Meter Revenue
Parking Lot Revenue
Pkg Ramp Revenue
Misc Pkg Revenue
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Other Financial Uses
Total Expenditures
Ending Balance
Personnel Services
ASSOC DIR -TRANS SERVICE
CASHIER - PARKING
CUSTOMER SERVICE REP - PKG
M.W. I - PARKING SYSTEMS
M.W. I - TRANSIT
MW II - TRANSPORTATION SERV.
OPERATIONS SUPV - TRANS SERV
PARKING CLERK
PARKING ENFORCEMENT ATTENDANT
SR MW - PARKING & TRANSIT
TRANSPORTATION SVC DIRECTOR
MW II - PARKING (NIGHT)
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
5,677,671 5,894,712 2,688,139 3,200,521 3,617,544
290
290
290
290
297,430
372,413
297,430
297,430
297,430
59,111
24,461
24,461
24,461
41,798
30,000
41,798
41,798
41,798
23,689
25,092
23,689
23,689
23,689
798,340
789,441
798,340
798,340
798,340
225,195
240,387
225,195
225,195
225,195
3,273,999
3,375,893
3,331,408
3,331,408
3,331,408
630,063
162,295
121,291
39,291
39,291
5,349,915
4,995,521
4,863,902
4,781,902
4,781,902
1,647,651
2,024,063
1,880,586
1,950,300
2,020,117
1,251,432
1,381,265
1,190,951
1,210,992
900,237
53,682
339,006
134,322
137,005
139,743
54,379
120,000
45,000
45,000
45,000
2,125,730
4,337,760
1,100,661
1,021,582
1,034,654
5,132,874 8,202,094 4,351,520 4,364,879 4,139,751
5,894,712 2,688,139 3,200,521 3,617,544 4,259,695
- -- FIE - --
2012 2013
.50
.50
12.25
11.25
1.00
1.00
4.00
3.50
.50
3.00
3.00
2.50
3.00
1.00
1.00
6.50
5.00
.50
.50
.50
.50
1.00
32.75 29.75
Transfers In
Capital Outlay 2013
Multi Space Parking Meters 45,000
Transfers Out
S.Side Pkg Ln Repay 172,411
2009 Pkg Refunded DS 846,250
S.Side Pkg Ln Repay 82,000
1.100.661
-267-
45.000
Fund: 7101 Parking Debt Service
Beginning Balance
Debt Service
Total Receipts
Services
Debt Service
Total Expenditures
Ending Balance
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Transfers In
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
1,484,276 1,520,050 1,527,519 1,534,794 1,536,844
846,700
846,700
846,250
840,350
844,150
846,700
846,700
846,250
840,350
844,150
31
810,926
839,200
838,975
838,300
832,250
810,926
839,231
838,975
838,300
832,250
1,520,050
1,527,519
1,534,794
1,536,844
1,548,744
2009 Pkg Refunded DS 846,250
Transfers Out
2009 Prkng Principal 515,000
2009 Prkng Interest 323,975
-268-
DEPARTMENT: TRANSPORTATION SERVICES
DIVISION: TRANSIT
IQ*111] N li9 Eel kite] WiTel9 W 1191 *1
Fixed Route Operations: Iowa City Transit fixed route operations include 19
routes during weekday peak service within the corporate limits of Iowa City while
also servicing University Heights. Hours of service are 5:45 AM — 11:00 PM,
Monday — Friday and 5:45 AM — 7:40 PM on Saturday. During peak hours, most
routes operate on 30 minute headways while providing hourly service during off -
peak and Saturdays. Complimentary para- transit service is provided mirroring the
hours of operation of the fixed route service. These services are contracted
through an agreement with Johnson County SEATS with vehicles provided by
the City of Iowa City. Iowa City Transit maintains a fleet of 27 40 ft. heavy duty
buses and 10 para- transit buses, all of which are ADA accessible.
Court Street Transportation Center: This multi -use facility houses a 600 space
parking facility and four commercial properties. This facility was FTA funded
resulting in all revenues being directed to the transit fund.
FY2012 Service Accomplishments / Highlights:
• Representatives from Iowa City, Coralville and University of Iowa were
awarded the IOWA award from the University of Iowa for Bongo transit
AVL system.
• Provided nearly 1.9 million rides
• Received funding for nine heavy duty buses over the past two years. Six
have been implemented into our fleet, three are in process.
• Completed FTA triennial review
• Received grant funding to replace existing farebox system
• Began study to relocate transit facility. Current facility was constructed on
a former dump /landfill site.
-269-
Funding / Revenue:
Transit property tax levy - Iowa State Code chapter 384.12.10 provides
the legal authority for municipalities to levy "a tax for the operation and
maintenance of a municipal transit system... and for creation of a reserve
fund for the system... in an amount not to exceed ninety -five cents per
thousand dollars of assessed value each year, when the revenues from
the transit system or district are insufficient for such purposes." Tax
revenue from the FY2013 transit levy ($.95 per $1,000 of taxable
valuation) is estimated at $2.8 million.
Federal Operating Assistance — Based on an MPOJC formula, funds are
split between Cambus, Coralville Transit and Iowa City Transit.
State Operating Assistance
J.A.R.C. — This is a federally- funded, application -based grant.
Farebox and bus pass revenue: It has been 15 years since the last fare
increase for Iowa City Transit. At that time single fares increased $0.15
to $0.75 for a one -way fare. The FY2013 budget proposal includes an
increase in bus fares and passes would result in the following:
Court Street Transportation Facility:
Parking fees are hourly ($.60 per hour) and permitted ($80 per month),
with $561,247 total projected in FY2013, based on FY2011 actuals.
Rent from commercial properties is projected to be $159,342, based on
FY2011 actuals.
FY2013 Highlights:
Transit Operations will be reclassified as a business -type activity at the start of
FY2013, with existing cash balances transferred out of General Fund. This
change effectively eliminates an estimated $966,000 from the Employee Benefits
tax levy asking, annually, as the employee benefits levy can only be utilized for
General Fund and Road Use Tax Fund employee benefits per Iowa Code. Court
-270-
Current
Proposed
One way fare
$75
$1.00
Off peak discount rate
$.35
$.50
31 -Day Pass
$25.00
$32.00
Discount 31 -day pass
$20.00
$27.00
10 -Ride Pass
$6.50
$8.50
Student Semester Pass
$80.00
$100.00
Court Street Transportation Facility:
Parking fees are hourly ($.60 per hour) and permitted ($80 per month),
with $561,247 total projected in FY2013, based on FY2011 actuals.
Rent from commercial properties is projected to be $159,342, based on
FY2011 actuals.
FY2013 Highlights:
Transit Operations will be reclassified as a business -type activity at the start of
FY2013, with existing cash balances transferred out of General Fund. This
change effectively eliminates an estimated $966,000 from the Employee Benefits
tax levy asking, annually, as the employee benefits levy can only be utilized for
General Fund and Road Use Tax Fund employee benefits per Iowa Code. Court
-270-
Street Transportation Center was constructed in FY2006 with the assistance of
federal grant monies which were designated for transit - related facilities.
Operating revenues were then assigned to Transit Operations within the General
Fund. Since FY2008, Court Street has generated a surplus for Transit
Operations, making it viable as a business -type activity in that it is primarily
supported through user fees. The FY2013 budget assumes a restructuring of
transit routes, privatization of the auto body repair function, and a fee increase of
$.25 per ride. The last fare increase was in 1997.
Bus passes and fares will increase as of July 1, 2012, as summarized below:
FY2012 FY2013
One way fare
$
.75
$
1.00
Off peak discount rate
$
.35
$
.50
31 -Day Pass
$25.00
1,867,370
$
32.00
Discount 31 -day pass
$20.00
2.70
$
27.00
10 -Ride Pass
$ 6.50
$
8.50
Student Semester Pass
$80.00
$100.00
In addition to this, Iowa City Transit will more aggressively pursue advertising,
including bus wraps which could result in a substantial revenue source.
A number of changes in operations that reduce operating costs will also be
necessary in order to fill the funding gap left by the elimination of property tax
funding. Substantial changes reflected in the FY2013 budget include:
• Elimination of two positions by attrition during FY2012 : Custodian (.50)
and Maintenance Worker II (1.0)
• Privatization of body repair shop operations, including elimination of a
Body Repair Mechanic position (1.0)
• Split of MWI responsibilities between parking and transit
• Elimination of one Maintenance Worker I — Transit position (1.0)
• Reallocation of one half of the Maintenance Worker I — Parking position
(.50) to Parking for shared responsibilities
• Reallocation of one half of an Operations Supervisor position (.50) to
Parking for shared responsibilities
• Reduced Scheduled Overtime through improved scheduling of transit runs
UAN Wei NLVA /e1Ll to] :8►Vil :eF0111N *N
`A full performance measure report is available in Appendix A of this document.
-271-
2007
2008
2009
2010
Farebox Ratio
22%
19%
25%
24%
Total Ridership
1,676,353
1,867,370
1,986,738
1,885,828
Ridership per Revenue
Vehicle Mile
2.49
2.70
2.76
2.75
`A full performance measure report is available in Appendix A of this document.
-271-
Transit
Transportation Service Director (.50)
Associate Transportation Services Director (.50)
3 Operations Supervisors — Trans. Services
PARKING/TRANSIT
Senior M.W. — Parking/Transit (.50)
2 Mechanic Ills — Transit
2 Mechanic Is —Transit
1 M.W. II — Transit
2 M.W. Is— Transit
M.W. I — Parking Systems (.50)
1 Parts/ Data Entry Clerk —Transit
-272-
TRANSIT SERVICES
37.75 Mass Transit Operators
1 Customer Service Representative
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 7150 Transit
Beginning Balance
Current Taxes
Delq Prop Taxes
Other City Taxes
Fed Intergov Rev
Other State Grants
Local Govt 28e Agreements
Transit Fees
Misc Chg For Sery
Refuse Charges For Services
Misc Merchandise
Other Misc Revenue
Rents
Pkg Ramp Revenue
Sale Of Assets
Empl Benefits Levy
Misc Other Operating Transfers
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Other Financial Uses
Total Expenditures
Ending Balance
Personnel Services
ASSOC DIR -TRANS SERVICE
CUSTOMER SERVICE REP - TRANSI
M.W. I - PARKING SYSTEMS
M.W. I - TRANSIT
MASS TRANSIT OPERATOR
MECHANIC II - TRANSIT
MECHANIC III - TRANSIT
MW II - TRANSIT
OPERATIONS SUPV - TRANS SERV
PARTS /DATA ENTRY CLK - TRANSI
SR MW - PARKING & TRANSIT
TRANSPORTATION SVC DIRECTOR
BODY REPAIR MECHANIC
CUSTODIAN - TRANSIT
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
494,451 0 - 195,854 259,776 652,819
2,552,364
2,634,211
411
47,583
49,519
181,023
904,110
1,025,000
1,025,000
1,025,000
594,365
446,134
483,175
483,175
483,175
32,844
33,279
32,844
32,844
32,844
1,059,487
1,033,944
1,364,106
1,364,106
1,364,106
805
50,805
50,805
50,805
1,620
1,620
1,620
1,620
214
214
214
214
52,813
63,934
7,590
52,816
52,816
159,342
133,975
159,342
159,342
159,342
530,665
639,421
561,247
561,247
561,247
4,000
925,509
739,324
238,388
126,976
2,803,317
2,852,043
2,908,189
6,381,433
6,806,827
6,489,260
6,583,212
6,639,358
3,665,957
3,943,562
3,617,143
3,725,851
3,832,114
1,500,378
1,628,894
1,377,397
1,386,671
1,393,038
874,718
1,168,879
984,860
1,022,323
1,042,766
247,833
9,225
586,998
252,121
54,230
55,324
56,389
6,875,884 7,002,681 6,033,630 6,190,169 6,324,307
0 - 195,854 259,776 652,819 967,870
- -- FTE - --
2012 2013
.50 .50
1.00 1.00
1.00 .50
3.00 2.00
38.50 37.75
2.00 2.00
2.00 2.00
2.00 1.00
3.50 3.00
1.00 1.00
.50 .50
.50 .50
1.00
.50
57.00 51.75
Transfers In
Capital Outlay
Transfers Out
Transit Levy from OF 2,803,317 Court St. Daycare
L, ov.s, Ali
-273-
54.230
74,'>v
2013
DEPARTMENT:
DIVISION:
PUBLIC WORKS
WASTEWATER TREATMENT
Public Works Director: Rick Fosse
Wastewater Superintendent: Dave Elias
Assistant Superintendent: Roger Overton
Phone: (319) 356 -5170
MISSION STATEMENT
The Iowa City Wastewater Division exists in order to economically ensure the
public health and safety of the citizens of Iowa City and locally protect the Iowa
River as a water resource for the people of Iowa. The Division will achieve the
mission by providing proper care, operation, and maintenance of City wastewater
and storm water collection systems, treatment plants, and the local environment.
BACKGROUND
Facilities and Operations: The Wastewater Division operates and maintains
two treatment plants, 17 lift stations, and 300 miles of sanitary sewer piping
throughout the city, processing an average of 9.7 million gallons of wastewater
per day. Staff members measure and report 120 different tests per month to the
Iowa Department of Natural Resources (DNR) for both influent waste and treated
effluent.
The South Plant, located at 4366 Napoleon St. SE, was expanded in 2002 to
accommodate more stringent ammonia removal standards and future growth in
residential and industrial customers. Maximum flow capacity of both facilities is
42 million gallons a day.
Other major work elements for this Division include sewer main repairs,
preventative maintenance, and 24/7 response to emergency sewer calls. Staffing
is seven days a week for operations staff. Administrative, lab, and maintenance
staff are on -site five days a week.
Funding: Wastewater Operations are funded by sewer user fees, per the
following schedule.
-274-
Minimum Monthly Charge (includes the first 100 cu. ft. used)
$8.15
Each Additional 100 cu. ft.
1$3.99
BOD (per pound) 300 mg/L or less
BOD (per pound) from 301 mg /L to 2000 mg /L
included in charge
cu. ft. of water
$0.28
for 00
used
per pound
BOD (per pound) greater than 2000 mg /L
$0.425
per pound
Suspended Solids (SS) per pound
$0.227
per pound
Monthly Minimum, Unmetered User
$33.36
per month
Manufactured Housing Park, Monthly Minimum per
lot
$33.36
per month
Holding Tank Waste - plus landfill fees
$0.032
per gallon
Holding Tank Waste Hauler - Annual Permit
$907.00
per year
Fund Balance: Unrestricted fund balance is projected to increase to an
estimated $10.9 million by June 30, 2013 due to interest savings on the 2008,
2009 and 2010 Sewer Revenue Bond Refunding issues. Restricted fund balance
for wastewater debt service is projected at $10.5 million on a cash basis. Bond
covenant requirements are monitored on an accrual basis and reported in the
City's Consolidated Annual Financial Report.
User fees will be re- examined once the South Plant expansion is completed.
FY2013 Expenditure Highlights: There are no significant changes within the
operating expenses for Wastewater Operations. Other Financial Uses is
projected to decrease to $5.9 million in FY 2013 compared to $11 million in FY
2012 and estimated $9 million in FY 2014. The $5.9 million in FY 2013
represents the base level of operating transfers from operations to debt service
and annual sewer mains replacements. Fiscal years 2011, 2012 and 2014
include additional funding from wastewater operations to Wastewater Capital
Improvement Projects.
FY2012 -2016 CIP Highlights: Reconstruction of the North River Corridor Trunk
Sewer is scheduled for FY2013 -2014 and is to be constructed in conjunction with
the Gateway project. It will replace two existing sewers with a single sewer the
will be sized to the existing drainage area plus 5,700 acres of the Rapid Creek
watershed north of 1 -80. The existing sewers were constructed in 1983 and
1936. Total project estimate is for $4.4 million, funded from Wastewater user
fees.
-275-
The South Wastewater Plant Expansion project will relocate the North
Wastewater Treatment Plant and consolidate operations into the South Plant by
expansion of existing facilities at 4366 Napoleon Street SE. Project estimate is
for $49.2 million, with funding of $32.6 million from state and federal grants,
$13.6 million from Local Option Sales Tax revenue and $1.9 million from
Wastewater user fees. This project will span several years and is scheduled for
completion in FY2015.
-276-
Wastewater Treatment
Wastewater Superintendent (.50)
Assistant Wastewater Superintendent
WASTEWATER COLLECTION
Senior M.W. (.90)
1.80 M.W. Ills
WASTEWATER
1 Senior M.W. — WW Plant
1 Senior TPO
3 Maintenance Operators
1 Electrician
1 Electronics Tech.
2 Laboratory Technicians
Senior Clerk/Typist (.50)
-277-
WASTEWATER TREATMENT
1 Chemist
5.70 M.W. Its
1 M.W. 1
4 TPOs
Fund: 7200 Wastewater Treatment
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance 12,855,812 12,861,866 9,066,164 10,847,258 9,409,544
Misc Permits & Licen
4,855
12,019
4,855
4,855
4,855
Misc Chg For Sery
75,696
35,315
75,696
75,696
75,696
Wastewater Charges For Services
12,682,773
12,717,183
12,682,773
12,682,773
12,682,773
Mice Merchandise
222
222
222
222
Other Misc Revenue
53,537
45,000
51,273
51,273
51,273
Interest Revenues
295,450
100,000
295,450
295,450
295,450
Royalties & Commissions
248
232
248
248
248
Sale Of Assets
8,588
12,861,866
9,066,164 10,847,258 9,409,544
12,452,565
Total Receipts
13,121,369
12,909,749 13,110,517 13,110,517
13,110,517
Personnel
1,908,563
2,064,005 2,072,197 2,131,484
2,190,076
Services
2,632,757
2,759,559 2,364,059 2,483,020
1,647,156
supplies
591,194
558,045 658,658 671,773
685,154
Capital Outlay
81,645
347,500 330,000 260,000
255,000
Other Financial Uses
7,901,156
10,976,342 5,904,509 9,001,954
5,290,110
Total Expenditures
13,115,315
16,705,451 11,329,423 14,548,231
10,067,496
Ending Balance
12,861,866
9,066,164 10,847,258 9,409,544
12,452,565
- - --
FTE
- - --
Personnel Services
2012
2013
Capital Outlay
2013
ASST SUPT - WASTEWATER
1.00
1.00
Chip Seal Roads
15,000
CHEMIST
1.00
1.00
Lab Equipment - New
10,000
ELECTRICIAN - WASTEWATER
1.00
1.00
Lab Equipment Replacement
7,500
ELECTRONICS TECH - WASTEWATER
1.00
1.00
Landscaping
5,000
LABORATORY TECHNICIAN - WW
2.00
2.00
Lift Station Repair
37,500
M. W. I - WASTEWATER TRTMT
1.00
1.00
N. Plant Building Maintenance
5,000
M.W. III - WASTEWATER COLLECT
1.80
1.80
N. Plant Facility Repairs
10,000
MAINT OPERATOR - WASTEWATER
3.00
3.00
NP Instruments Upgrade /Repairs
5,000
MW II - WASTEWATER TRTMNT PLN
5.70
5.70
S. Plant Facility Repairs
75,000
SR CLERK /TYPIST - WASTEWATER
.50
.50
S. Plant Maintenance
50,000
SR M.W. - WASTEWATER PLANT
1.00
1.00
SP Instruments Repair /Upgrade
50,000
SR MW - WASTEWATER COLLECTION
.90
.90
Safety Equipment Upgrade /Repair
10,000
SR TPO - WASTEWATER
1.00
1.00
Sewer Main Repair
50,000
TPO - WASTEWATER TREATMENT
4.00
4.00
WASTEWATER SUPERINTENDENT
.50
.50
25.40
25.40
330,000
Transfers
In
Transfers Out
2009 Sewer Refund DS 793,050
2008 Sewer Refund IS 2,487,325
2010 Sewer Refund IS 1,440,350
Econ Dev Coord 20% 23,784
Annual Main Replcmnt 500,000
DubStrSanitaryTrunk 660,000
5,904,509
-278-
CITE' OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 7201 Wastewater Treatment Debt Service
Beginning Balance
Interest Revenues
Debt Service
Total Receipts
Services
Debt Service
Total Expenditures
Ending Balance
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
28,524,296 12,001,703
5,515
6,485,896 6,488,050
6,491,411 6,488,050
23,149
23,014,004 6,308,000
23,014,004 6,331,149
12,001,703 12,158,604
12,158,604
5,515
4,720,725
4,726,240
6,411,888
6,411,888
10,472,956
Transfers In Transfers Out
2008
Sewer
Refund
DS
2,487,325
2008
Sewer
Principal
2009
Sewer
Refund
DS
793,050
2008
Sewer
Interest
2010
Sewer
Refund
DS
1,440,350
2009
Sewer
Principal
2009
Sewer
Interest
2010
Sewer
Principal
2010
Sewer
Interest
-279-
10,472,956 10,546,428
5,515 5,515
4,736,638 4,763,163
4,742,153 4,768,678
4,668,681 4,674,901
4,668,681 4,674,901
10,546,428 10,640,205
1,680,000
779,625
435,000
350,663
2,750,000
416,600
MMIINIMM
DEPARTMENT:
DIVISION:
Public Works Director:
Water Superintendent:
Information Coordinator:
Location:
Phone:
PUBLIC WORKS
WATER
Rick Fosse
Edward Moreno
Carol Sweeting
80 Stephen Atkins Drive
(319) 356 -5164
►Vi16�9 Eel &I fill 9ALVAIALl 11l
The Water Division exists to provide high quality and abundant quantity of water
necessary for the residential, commercial, industrial, and firefighting needs of the
city.
History: The Water Division, as part of the Public Works Department, operates
and maintains the potable water system for the City of Iowa City. Critical assets
include a 16.7 million gallon per day capacity state -of- the -art water treatment
facility, 261 miles of water main and appurtenances that date back to 1882, and
over 25,000 service accounts that are billed monthly. 24/7 system operation is
maintained to provide regulatory approved quality, at satisfactory pressures, and
in quantities and rates of flow to satisfy all customer demands.
State and federal regulations: Iowa City's award - winning water exceeds all
required standards set by the Environmental Protection Agency, with over 200
tests performed each day by water treatment plant operators to ensure that
quality standards are met. The Division's Consumer Confidence Report is
released to the public annually and can be accessed at www.icgov.orp /water.
User Fees and Fund Balance: User fees are currently insufficient to cover
annual operating costs. This has been allowed to continue by utilizing fund
balance to cover the net loss. Fund balance is projected to be $5.5 million as of
June 30, 2012, $1 million of which is expected to be used for expenditures during
FY2013. Combined with the fact that there are no significant non - recurring
capital projects planned in the current CIP document, the net operating loss is
not a concern at this time. Fund balance will continue to be monitored in the
future and user fees recommended for adjustment when necessary. Fund
balance will also be augmented as FEMA reimbursements for projects
undertaken after the flood of 2008 are received.
-280-
Water Division
Public Info /Ed Coord
(.50)
Water Operation and
Maintenance
1 Senior MW —Water Plant
1 MW I —Water Plant
1 Senior TPO
4 TPO
4 Maintenance Operators
Laboratory Technician (.50)
Superintendent
Assist. Superintendent
Customer Water
Service
1 Customer Service
Coordinator
1 MW III
2MW11
3MW1
1 MW I Meter Reader
1.75 Clerks
-281-
Backflow Program
Building Inspector
(1.0)
Water Distribution
1 Senior MW
2 MW III
4MW11
1 Utilities Tech
Fund: 7300 Water
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance
12,075,528
10,069,120 5,450,012
4,442,528
3,610,520
Fed Intergov Rev
26,319
Water Charges For Services
8,031,704
8,501,949 8,184,531
8,184,531
8,184,531
Printed Materials
30
30
30
30
Misc Merchandise
29,043
26,508 29,043
29,043
29,043
Other Misc Revenue
7,500
7,500
7,500
7,500
Interest Revenues
138,013
173,426 138,013
138,013
138,013
Rents
650
600 650
650
650
Royalties & Commissions
790
640 790
790
790
Total Receipts
8,234,049
8,703,123 8,360,557
8,360,557
8,360,557
Personnel
2,342,807
2,645,570 2,639,648
2,706,943
2,773,780
Services
2,130,065
2,273,657 2,029,534
2,052,389
2,104,650
Supplies
584,369
748,562 662,938
676,194
689,718
Capital Outlay
544,954
624,800 583,547
230,000
230,000
Other Financial Uses
4,638,262
7,029,642 3,452,374
3,527,039
3,422,055
Total Expenditures
10,240,457
13,322,231 9,368,041
9,192,565
9,220,203
Ending Balance
10,069,120
5,450,012 4,442,528
3,610,520
2,750,874
- - --
FTE
- - --
Personnel Services
2012
2013
Capital Outlay
2013
ASST SUPT - WATER
1.00
1.00
1 -Ton Dump Truck
25,000
BUILDING INSPECTOR
1.00
1.00
Catalyst Exhaust Converter
35,000
CUSTOMER SERVICE COOED
1.00
1.00
Contracts Concrete Replacement
190,000
LABORATORY TECHNICIAN - WATER
.50
.50
Other Operating Equipment
104,000
M. W. II - WATER DISTRIBUTION
4.00
4.00
Turbidimeter & Controller
2,547
M. W. II - WATER SERVICE
2.00
2.00
Var. Frequency Drive Replacements
40,000
M. W. III - WATER DISTRIBUTIO
2.00
2.00
Water Meters
187,000
M. W. III - WATER SERVICE
1.00
1.00
M.W. I - METER READER
1.00
1.00
M.W. I -WATER CUSTOMER SERVICE
3.00
3.00
MAINTENANCE OPERATOR - WATER
4.00
4.00
MW I - WATER PLANT
1.00
1.00
PUBLIC INFO /ED COORD - PUB WK
.50
.50
SR M.W. - WATER DISTRIBUTION
1.00
1.00
SR MW WATER PLANT
1.00
1.00
SR TPO - WATER
1.00
1.00
TPO - WATER
4.00
4.00
UTILITIES TECHNICIAN - WATER
1.00
1.00
WATER SERVICES CLERK
1.75
1.75
WATER SUPERINTENDENT
1.00
1.00
32.75
32.75
583,547
Transfers
In
Transfers Out
2002 Water Debt Sery
621,155
2008 Water Refund DS
611,350
2009 Water Refund DS
857,938
2002 GO Abatement
377,689
2006 GO Refund Abate
360,458
Econ Dev Coord 200
23,784
Water Annual Mains
600.000
6,482,3/4
-282-
Fund: 7301 Water Debt Service
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance
4,129,549
4,203,289
9,287,148
4,257,896
4,287,421
Interest Revenues
3,161
857,938
3,161
3,161
3,161
Debt Sales
2008
5,060,000
Interest
2009
Debt Service
2,082,551
2,085,268
2,090,443
2,093,171
2,092,421
Total Receipts
2,085,712
7,145,268
2,093,604
2,096,332
2,095,582
Debt Service
2,011,972
2,061,409
7,122,856
2,066,807
2,067,796
Total Expenditures
2,011,972
2,061,409
7,122,856
2,066,807
2,067,796
Ending Balance
4,203,289
9,287,148
4,257,896
4,287,421
4,315,207
Transfers In
2002 Water Debt Sery
2008 Water Refund DS
2009 Water Refund DS
Transfers Out
621,155
2002
Water
Principal
611,350
2002
Water
Interest
857,938
2008
Water
Principal
2008
Water
Interest
2009
Water
Principal
2009
Water
Interest
2,090,443
400,000
218,055
370,000
232,363
475,000
367.438
G, UUZ, Ono
Note: The inflated fund balance noted in FY2012 is due to the receipt of bond
proceeds issued to refund the 2002 Water Revenue Bonds dated November 1,
2002. By calling these bonds early the City saved approximately $688,000.
-283-
DEPARTMENT: PUBLIC WORKS
DIVISION: REFUSE COLLECTION
Public Works Director: Rick Fosse
Streets / Solid Waste Superintendent: Bud Stockman
Assistant Superintendent: Rodney Walls
Office Location: 1200 S. Riverside Drive
Phone: (319) 356 -5180
Solid Waste crews provide curbside pickup of household waste, recycling, yard
waste, bulky items, and appliances to 14,806 households on a weekly basis in
Iowa City. Services are provided to residential properties ranging from one to
four units. In addition, Solid Waste crews provide elderly and handicap carryout
service to residents whom document need.
The City purchased its first automated garbage truck in 2002, making refuse
collection faster, more efficient, and safer. Wheeled carts are easier to
maneuver, more stable, and designed to not blow over in high winds. Lids are
attached and snug - fitting to keep pests and animals out. Automated carts and
recycling containers are provided free of charge to the resident. Yard waste
stickers and bags are available for purchase at various locations throughout the
city.
Stats / Performance Measures:
-284-
2008
2009
2010
2011
Residential Refuse
14,616
14,710
14,850
14,960
Collection Accounts
Refuse Tons per Year
8,834
8,657
8,869
8,969
Yard Waste Tons
1,928
1,816
1,675
1,730
Recycling Tons
1,748
1,608
1,448
1,471
Bulk Item Pickups —
1599
2480
2271
2414
Total Number of Items
-284-
Revenue: Projections for refuse collection and curbside recycling fees are
based on FY2011 actual receipts, plus one percent (1 %) growth annually.
Following is a history of rate changes for monthly billings on refuse and recycling
fees:
Fund balance: Fund balance is projected to decrease by $63,543 or 13.7% in
FY2013 as user fees have not increased since November 2010. Increased fuel
and personnel costs will make a fee increase necessary in the new future.
FY2013 Highlights: No change in user fees is recommended at this time.
Fluctuating fuel costs are being monitored. Capital outlay includes 500 refuse
carts, annually, for expanded use of automated trucks.
-285-
Refuse
Recycling
Total
Minimum
a
Effective
Minimum
Minimum
Monthly
Total
ar
Date
Billing Increase
Billing Increase
Billing
Increase
2002
May 2002
$ 9.00 $ 0.80
$ 3.10 $ 0.30
$ 12.10
$ 1.10
2006
July 2005
9.40 0.40
3.10 -
12.50
0.40
2007
July 2006
9.90 0.50
3.10 -
13.00
0.50
2008
July 2007
10.40 0.50
3.60 0.50
14.00
1.00
2009
July 2_008
10.90 0.50
3.60 -
14.50
0.50
2010
July 2009
11.40 0.50
3.60
15.00
0.50
2011
Nov2010
11.90 0.50
3.60
15.50
0.50
Fund balance: Fund balance is projected to decrease by $63,543 or 13.7% in
FY2013 as user fees have not increased since November 2010. Increased fuel
and personnel costs will make a fee increase necessary in the new future.
FY2013 Highlights: No change in user fees is recommended at this time.
Fluctuating fuel costs are being monitored. Capital outlay includes 500 refuse
carts, annually, for expanded use of automated trucks.
-285-
Yard Waste
Maint. Worker III (1.0)
Maint. Worker II (1.0)
Maint. Worker 1 (1.0)
Streets & Solid Waste Division
Refuse Collection
Superintendent (.35)
Asst. Superintendent
Streets / Solid Waste (1.0)
Clerk/Typist (1.0)
Recycling
Maint. Worker II (5.0)
-286-
Refuse
Maint.Worker II (4.0)
Maint. Worker 1 (4.0)
White Goods
Maint. Worker 1 (1.0)
CITY OF IOWA CITY, IOWA
FINANCIAL, PLAN FOR 2013 - 2015
Fund: 7400 Refuse Collection
Beginning Balance
General Use Permits
Refuse Charges For Services
Other Misc Revenue
Interest Revenues
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Other Financial Uses
Total Expenditures
Ending Balance
Personnel Services
ASST SUPT STREETS /SOLID WASTE
CLERK /TYPIST - SOLID WASTE
M. W. III - REFUSE
M.W. I - REFUSE
M.W. II - REFUSE
SUPT STREETS /SOLID WASTE
2011 2012
Actual Estimate
2013 2014 2015
Budget Projection Projection
309,694 461,737 393,863 330,320 263,115
3,696 4,750 3,696 3,696 3,696
2,895,030 2,962,791 2,949,384 2,969,923 2,990,666
144 144 144 144
615 875 615 615 615
2,899,485 2,968,416 2,953,839 2,974,378 2,995,121
1,340,907 1,451,425 1,483,662 1,525,918 1,567,003
1,324,093 1,327,390 1,407,681 1,397,345 1,224,842
82,442 69,475 89,039 90,820 92,637
132,000 37,000 27,500 27,500
56,000
2,747,442 3,036,290 3,017,382 3,041,583 2,911,982
461,737 393,863 330,320 263,115 346,254
- -- FTE - --
2012 2013
1.00 1.00
1.00 1.00
1.00 1.00
7.00 7.00
10.00 10.00
.35 .35
20.35 20.35
Capital Outlay 2013
200 Yard Waste Carts 9,500
500 Refuse Carts 27,500
-287-
n i , V"
DEPARTMENT: PUBLIC WORKS
DIVISION: LANDFILL
Public Works Director:
Landfill Superintendent:
Recycling Coordinator:
Landfill Site:
Eastside Recycling Facility:
Phone:
Rick Fosse
Dave Elias
Jennifer Jordan
3900 Hebl Avenue
2401 Scott Boulevard
(319) 356 -5185
MISSION STATEMENT
The Iowa City Landfill and Recycling Center is committed to providing
environmentally and fiscally responsible solid waste, composting, and recycling
facilities while working towards significantly reducing reliance on the Landfill. The
Landfill will operate in accordance with all rules and regulations of the U.S.
Environmental Protection Agency and the Iowa Department of Natural
Resources.
Facilities: The Iowa City Landfill & Recycling Center handles waste disposal,
recycling, and composting for all of Johnson County. Located at 3900 Hebl
Avenue SW, the Landfill is open from 7 AM to 4:30 PM Monday- Saturday, with
hazardous waste accepted by appointment. In FY2007, the landfill handled over
143,000 tons of material, 103,100 tons of which was landfilled. Curbside and
drop -off recycling exceeded 2,050 tons and 6,400 tons of yard waste was
accepted; an estimated 2,300 tons of compost was redistributed throughout the
county as a soil amendment.
The City began construction of a new landfill cell in FY2009; this cell was
completed in FY2012. Subsequent to completion, this cell was damaged in a
fire. This event is described in the fund balance section below.
The Eastside Recycling Center was completed in FY2012 and is located at
2401 Scott Boulevard. Facilities include an environmental education building,
bulk water and concrete washout stations, and drop -off areas for waste oil and
electronic items. The complex also provides space for the Furniture Project and
Salvage Barn.
Government regulations: There are numerous types of special waste which
are received, but separated out for material - specific handling. This includes
electronic and hazardous waste, yard waste, tires, recycled products (paper,
plastics, glass, cardboard), reusable furniture, and building materials.
-288-
Electronic and Hazardous Waste: The Landfill contracts with a DNR- approved
recycler to provide environmentally safe disposal and /or recycling of electronic
products which contain lead and other substances that can be harmful to the
environment if disposed of improperly. A Hazardous Waste Collection Facility
was added in 2000 to accept used oil, old paint, batteries, household and
commercial chemicals, which previously were landfilled.
Yard Waste and Composting: Iowa City residents can take yard waste directly
to the Landfill and deposit it at no charge. These materials are composted and
made available to the public as mulch and compost.
Reusable Furniture and Construction Materials: The Landfill works with
organizations like Furniture Project, Habitat for Humanity's Restore and Salvage
Barn, which divert reusable furniture and building materials from landfilling to
people who can use them.
Revenue Sources: Rates have remained constant since FY2000, when they
were reduced.
• Iowa City residents, charge per ton: $38.50
• Non Iowa City residents, charge per ton: $43.50
• $3 for any garbage load less than 140 pounds; approximately $0.50
for each additional 20 lb. over 140 pounds.
• Special Fees:
-Appliances - $12.50 per appliance; $1 /cu. ft. for large commercial
appliances
-Asbestos (Friable - $105 /cu. yd.; Non - friable - $105 /ton)
-Petroleum contaminated soil - $43.50 /ton (3 ton minimum)
-Tires - $0.07 per lb ($3 minimum)
Fund Balance / Reserve Funding Requirements: As of June 20, 2012, the
landfill fund balance is approximately $20.88 million. Over $14.57 million is
restricted to certain uses, described below, by State code. Another $4.76 million
is reserved per City policy to plan for future capacity.
• Financial Assurance for Closure and Post - Closure: The State of Iowa
requires that the owner /operator of a landfill set aside funds to provide for
the costs associated with closing the landfill and ongoing maintenance of
the closed landfill site. The City is mandated to have separate accounts
with balances sufficient to provide for: the costs associated with closing
the landfill in a manner that satisfies State environmental and safety
requirements, including minimizing infiltration and erosion; and sufficient to
provide for the costs related to post - closure requirements. Post - closure
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costs include, but are not limited to: drainage and erosion control systems
maintenance; groundwater to waste separation systems maintenance; gas
control systems maintenance, monitoring, and reports; and groundwater
and surface water monitoring systems maintenance and reports.
• Solid Waste Surcharge Reserve: Landfill operators are also required to
retain a portion of user fees for environmental protection, waste reduction,
and recycling programs. The Solid Waste Surcharge Reserve in the
landfill fund balance is reserved for these uses and is not accessible for
other City projects.
111k,I111:U Will k,IQ4
Subsequent Event: Beginning on May 26, 2012, the Iowa City landfill
experienced a fire in the recently completed cell. The cell was lined with
shredded tires per Iowa Department of Natural Resources recommendations to
protect the clay lining and minimize infiltration. The shredded tires ignited on
May 26 and the extinguishment operation was completed on June 10. The
damage to the landfill cell is estimated to be between $4 million and $6 million.
This fire will affect the landfill's self- mandated replacement reserve. While the
landfill fund has a high fund balance, most of this balance is reserved for closure
and post - closure costs and cannot be accessed for any other reason.
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June 30,
June 30,
June 20,
2010
2011
2012
Restricted
Landfill Assurance —
$4,532,434
$4,900,134
$4,900,134
Closure
Landfill Assurance —
$8,310,045
$8,741,693
$8,741,693
Post - Closure
Solid Waste Surcharge
$905,595
$1,003,765
$921,426
Reserve
Misc. Restricted Cash
$14,340
$14,979
$15,771
Total Restricted
$13,762,414
$14,660,572
$14,579,024
Assigned
Landfill Replacement
$4,420,524
$5,079,255
$4,762,428
Reserve
Cash on Hand
Including Cash
$11,352,451
$4,426,866
$1,540,257
Equivalents
Total Fund Balance
$29,535,389
$24,166,693
$20,881,709
Subsequent Event: Beginning on May 26, 2012, the Iowa City landfill
experienced a fire in the recently completed cell. The cell was lined with
shredded tires per Iowa Department of Natural Resources recommendations to
protect the clay lining and minimize infiltration. The shredded tires ignited on
May 26 and the extinguishment operation was completed on June 10. The
damage to the landfill cell is estimated to be between $4 million and $6 million.
This fire will affect the landfill's self- mandated replacement reserve. While the
landfill fund has a high fund balance, most of this balance is reserved for closure
and post - closure costs and cannot be accessed for any other reason.
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Interfund Loan Repayment: Interfund loans are made from the self- mandated
landfill replacement reserve to fund various City projects. As of June 30, 2012,
there is approximately $4.3 million in outstanding principle to be repaid to the
landfill replacement reserve.
FY2012 -2016 CIP Highlights:
The City is collaborating on a project with the University of Iowa to utilize landfill
gas for energy production at the Oakdale Campus. Iowa City's contribution to
the project is estimated at $2.0 million for gas conditioning and compression
equipment. The City's investment is expected to be recovered through the sale of
landfill gas to the University, gas that would otherwise be burned off.
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FY2013
Total
Principal
Outstanding
Principal &
Loan
As of 06130/12
Principal
Interest
Interest
General Fund:
Sr. Ctr. Envelope - FINAL in FY2014
14,667.52
7,160.12
514.24
7,674.36
Transit - Court St. Daycare
FINAL in FY2015
195,591.84
54,229.24
3,418.76
57,648.00
Terry Trueblood Rec Area
111,201.83
20,290.38
4,588.86
24,879.24
Fire Station #2 Demo /Reconstruction
946,343.41
43,088.53
37,075.65
80,164.18
Fire Station #4 - (CIP #4407 estimate)
1,000,000.00
33,318.45
39,399.15
72,717.60
Total General Fund:
2,267,804.60
158,086.72
84,996.66
243,083.38
Airport:
University of Iowa Hangar
367,860.64
14,240.82
14,457.44
28,698.26
South East T-Hanger
273,704.28
9,118.59
10,782.09
19,900.68
Corporate Hangar
521,457.35
15,419.59
20,580.41
36,000.00
South West T-Hangar
255,875.65
7,052.00
10,108.00
17,160.00
Total Airport
1,418,897.92
45,831.00
55,927.94
101,758.94
Transportation Services / Parking:
Southside Parking Facility -
Land Acquisition
631,472.55
172,410.42
27,677.58
200,088.00
Total All Internal Loans
to be repaid to Landfill
4,318,175.07
376,328.14
168,602.18
544,930.32
FY2012 -2016 CIP Highlights:
The City is collaborating on a project with the University of Iowa to utilize landfill
gas for energy production at the Oakdale Campus. Iowa City's contribution to
the project is estimated at $2.0 million for gas conditioning and compression
equipment. The City's investment is expected to be recovered through the sale of
landfill gas to the University, gas that would otherwise be burned off.
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Landfill
Wastewater Superintendent (.50)
Assistant Superintendent — Landfill
LANDFILL
1 Environmental Coordinator
1 Senior Engineer
1.50 Scalehouse Operators
6 Landfill Operators
1 Senior M.W.
2 M.W. I I Is
Senior Clerklrypist— WW (.50)
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RECYCLING
1 Recycling Coordinator
1 Recycle Clerk —Landfill
1 M.W. I - Landfill
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 7500 Landfill
Beginning Balance
Other State Grants
Refuse Charges For Services
Landfill Charges For Services
Contrib & Donations
Misc Merchandise
Other Misc Revenue
Interest Revenues
Rents
Sale Of Assets
From Landfill Operations
Interfund Loans
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
29,536,035 24,166,692 17,767,939 19,269,638 20,580,045
5,221
452,116
5,083,840
700
21,216
48,680
207,297
26,531
206
500,000
878,129
253,500 452,116 452,116 452,116
5,195,547 5,083,840 5,083,840 5,083,840
12,330 21,216
47,605
234,559 207,297
30,083 46,500
500,000 500,000
499,572 458,332
21,216
47,605
191,870
46,500
500,000
392,504
21,216
47,605
175,138
46,500
500,000
401,491
Total Receipts
7,223,936
6,725,591
6,816,906
6,735,651
6,727,906
Personnel
1,176,154
1,499,422
1,458,942
1,502,069
1,541,140
Services
3,133,500
2,826,935
3,004,584
3,128,419
2,689,327
Supplies
125,962
214,673
156,681
159,756
162,887
Capital Outlay
41,551
215,705
195,000
135,000
115,000
Other Financial Uses
8,116,112
8,367,609
500,000
500,000
500,000
Total Expenditures 12,593,279 13,124,344 5,315,207 5,425,244 5,008,354
Ending Balance 24,166,692 17,767,939 19,269,638 20,580,045 22,299,597
- - -- FIE - - --
Personnel Services 2012 2013
Capital Outlay
2013
ASSIST SUPT - LANDFILL 1.00
1.00
Chip Seal
25,000
ENVIRONMENTAL COORD /LANDFILL 1.00
1.00
Contracted Improvements - Recycle
5,000
LANDFILL OPERATOR 6.00
6.00
Facility Equipment Repairs
5,000
M.W. I - LANDFILL 1.00
1.00
Facility Improvements
10,000
M.W. III - LANDFILL 2.00
2.00
Groundwater Monitoring
30,000
RECYCLE CLERK - LANDFILL 1.00
1.00
HHW Management Programs
5,000
RECYCLING COORDINATOR 1.00
1.00
Landfill shops
30,000
SCALEHOUSE OPERATOR 1.50
1.50
Landscaping
5,000
SR CLERK /TYPIST - WASTEWATER
.50
.50
Monitoring Instruments
15,000
SR ENGINEER 1.00
1.00
Mower & Blower - Grounds Maintena
20,000
SR MW - LANDFILL 1.00
1.00
Non - Contracted Improvements
5,000
WASTEWATER SUPERINTENDENT
.50
.50
Perimeter Fencing
25,000
Roll -off Containers
15,000
17.50
17.50
195,000
Transfers
In
Transfers Out
LF Repl Reserve Fndg
500,000
LF Repl Reserve Fndg 500,000
Corp Hangar Ln Repay
15,420
TT Park Acq In Repay
20,291
UI Hangar Expan Repy
14,241
SW T- Hangar Ln Repay
7,052
Fire Station 2 Repay
43,089
S.Side Pkg Ln Repay
172,411
Fire Station #4
33,319
Court St. Daycare
54,230
S.Side Pkg Ln Repay
82,000
Sr Ctr Env Ln Repay
7,160
SE T- Hangar Ln Repay
9,119
958,332
500,000
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DEPARTMENT/ DIVISION: AIRPORT
DEPARTMENT DESCRIPTION
Iowa City's Municipal Airport is a general aviation airport located in the southwest part of Iowa
City. Of the 113 pubic airports in Iowa, the Iowa City Municipal Airport is one of the busiest
general aviation airports in the state.
A Fixed Base Operator on the airfield provides fuel service, aircraft maintenance, flight
instruction, and charter services. The airport has approximately 30,000 take -offs and landings
annually and sold just under 103,000 gallons of jet fuel and 60,000 gallons of aviation gasoline
to aircraft operators in 2010.
Airport staff is responsible for daily operation and maintenance of all airport facilities, including
59 T- Hangars, 6 corporate hangars, other airfield buildings, runways and equipment. The
Operations Specialist staffs an administrative office, manages leased areas and contracts, plans
and oversees airport - related capital improvements. Iowa City also hosts Sertoma Club's annual
Fly -in /Drive -in Breakfast fundraiser event.
Funding: Airport revenue accounts for $294,000. General levy property tax support is estimated
at $100,000. These funds support Airport operations and maintenance projects.
Airport hangar maintenance and runway improvements are generally funded by federal grants.
These projects are ninety -five percent (95 %) federally funded with a five percent (5 %) local
match from general obligation bonds. This budget includes an apron reconstruction and
connecting taxiway project; total project cost is budgeted at $1,659,500, with $1,576,525 coming
from federal grants.
Fund Balance: The ending fund balance for FY 2013 is projected to be $100,259, a 1.05%
increase over the FY 2012 estimated ending fund balance.
FY2013 Budget Proposal: This proposal includes an increase in authorized positions for
Airport Operations Specialist position from .75 to 1.0 FTEs.
The Iowa City Municipal Airport, through the direction of the Airport Commission, will
provide a safe, cost - effective general aviation airport that creates and enriches
economic, educational, health care, cultural, and recreational opportunities for the
greater Iowa City area.
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The Airport's goals further the City's strategic plan goal of: Economic and Community
Development.
OBJECTIVES
1. Capacity Needs:
• T- hangar Waiting list holds 20+ entries
• Demand for hangar space for larger business class aircraft, specifically for
King Air 200 series, and Citation I -IV series aircraft
• Additional Aircraft parking spaces are needed during high traffic times
(football weekends)
2. Budget:
• Airport Operations budget is supplemented by general fund contributions.
Cuts to general fund contributions would impact airport operations
• Seek additional funding opportunities and steady income streams
3. Airspace:
o Airspace Obstruction Mitigation projects are planned for approach ends of
Runway 12 and Runway 30.
4. Maintenance:
o Most buildings around airport are from 1960 -1970s era. This requires a
higher dollar upkeep than modern buildings. Main Terminal built in 1951.
Many buildings are coming due for rehabilitation at the same time which
impacts budget.
5. Public Outreach:
• Seek more events and activities to host at the airport. This draws non -
aviation people to the airport and increases awareness of the airport.
• Communication of airport economic impact to area officials, elected and
non - elected.
PERFORMANCE MEASURES*
* A full performance measure report is available in Appendix A of this document.
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2007
2008
2009
2010
Rents
$218,849
$232,207
$244,045
$273,810
(Objective #1)
Based Aircraft
84
84
84
84
(Objective #1)
General Levy
Support
$159,120
$112,000
$130,000
$120,000
Objective #2
Fuel Flowage
(Objective #5)
189,612.68
170,493.00
136,327.41
165,112.47
* A full performance measure report is available in Appendix A of this document.
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Fund: 7600 Airport
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance
287,024
581,309 99,210
100,259
113,752
Interest Revenues
1,170
600 1,170
1,170
1,170
Rents
276,226
273,810 276,226
276,226
276,226
Royalties & Commissions
17,028
20,083 17,028
17,028
17,028
Sale Of Assets
376,500
General Levy
100,000
100,000 100,000
100,000
100,000
Total Receipts
770,924
394,493 394,424
394,424
394,424
Personnel
42,320
47,058 63,008
66,427
69,010
Services
269,115
246,818 245,986
247,357
248,746
Supplies
5,748
12,535 6,657
6,791
6,925
Capital Outlay
33,495
29,000 20,000
Other Financial Uses
125,961
541,181 57,724
60,356
63,059
Total Expenditures
476,639
876,592 393,375
380,931
387,740
Ending Balance
581,309
99,210 100,259
113,752
120,436
- -
-- FTE - - --
Personnel Services 2012 2013
Capital Outlay
2013
AIRPORT OPERATIONS SPECIALIST
.75 1.00
Cleanup /Improvements
20,000
.75 1.00
20,000
Transfers
In
Transfers Out
OF Prop Tax Support
100,000
Econ Dev Coord 100
11,892
SE T- Hangar Ln Repay
9,119
UT Hangar Expan Repy
14,241
SW T- Hangar In Repay
7,052
Corp Hangar Ln Repay
15,420
100,000
57,724
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DEPARTMENT: PUBLIC WORKS
DIVISION: STORMWATER MANAGEMENT
MISSION STATEMENT
The Iowa City Stormwater utility exists to provide safe, clean, and healthy
waterways for our community. We do this by using education, outreach,
community involvement, volunteers, capital projects, and enforcing our City's
Ordinances that provide for and protect our watersheds.
DESCRIPTION OF ACTIVITIES
In prior years, stormwater management focused on handling large quantities of
water run -off in an urban environment and the prevention of flooding in low -lying
areas. Storm sewers, ditches, and detention /retention ponds were built to carry
stormwater away from homes and businesses during such events. In order to
protect and improve valuable water resources, new federal regulations focus on
the pollutants which are known to be carried by stormwater into streams and
rivers. Iowa City is now required to implement various programs related to
stormwater quality under a federally mandated Stormwater Permit.
Management of the Stormwater utility is provided through the Engineering
Division.
Revenue: A 25% rate increase in stormwater user fees was recommended for
each year during FY2012- FY2014. In FY 2013, this will increase user fees from
$2.50 /month per Equivalent Residential Unit (ERU) to $3.00 /month, and is
expected to generate an additional $160,000 annually. These rate increases are
necessary to provide funding for stormwater capital projects including $250,000
in FY2012 for Scott Park Development and $250,000 for Lower
Muscatine /Kirkwood to First Avenue. An additional $500,000 is budgeted in
FY2015 for improvements to the system near Riverside Drive and the University
of Iowa Arts Campus.
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Fund Balance: The projected ending fund balance for FY2013 is $318,772, a
223% increase over the estimated FY2012 ending fund balance. FY2012 fund
balance was used to fund the capital projects noted above.
Stormwater Management
Senior Engineer
Public Info. / Educ. Coordinator (.50)
Sr. M.W. —Wastewater Collection (.10)
M.W. II —Wastewater Collection (.30)
M.W. III —Wastewater Collection (.20)
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CITY OF IOWA CITY, IOWA
FINANCIAL. PLAN FOR 2013 - 2015
Fund: 7700 Stormwater Management
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance
1,303,352
664,826
98,560
318,772
511,209
Stormwater Charges For Services
630,966
783,759
950,000
959,500
969,095
Interest Revenues
1,914
3,125
1,914
1,914
1,914
Total Receipts
632,880
786,884
951,914
961,414
971,009
Personnel
181,112
230,012
236,031
241,456
246,665
Services
149,564
264,158
256,943
288,719
217,762
Supplies
5,747
7,638
3,728
3,802
3,877
Capital Outlay
379,546
235,000
235,000
235,000
235,000
Other Financial Uses
555,437
616,342
500,000
Total Expenditures
1,271,406
1,353,150
731,702
768,977
1,203,304
Ending Balance
664,826
98,560
318,772
511,209
278,914
-
- -- FTE - - --
Personnel Services
2012
2013
Capital Outlay
2013
M.W. III - WASTEWATER COLLECT
.20
.20
Storm Sewer
Maintenance
200,000
MW II - WASTEWATER TRTMNT PLN
.30
.30
Sump Pump Discharge
Tiles
35,000
PUBLIC INFO /ED COORD - PUB WK
.50
.50
SR ENGINEER
1.00
1.00
SR MW - WASTEWATER COLLECTION
.10
.10
2.10
2.10
235,000
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DEPARTMENT / DIVISION: BROADBAND TELECOMMUNICATIONS /
CABLE TV
MISSION STATEMENT
The mission of the Iowa City Cable Division is to inform and educate the Iowa
City community about the civic and public activities, issues and political events of
local governments and community organizations; to recommend to the City
Council through its Commission policies related to the regulation development
and operation of cable television, broadband, and interactive systems in Iowa
City, to support cable television subscribers in resolution of problems with service
providers; to provide general audio /visual support to City departments and to
facilitate and support other local cable channels in their efforts to provide news,
information and entertainment to the Iowa City community.
OBJECTIVES
Broadband Telecommunications, also known as the Cable TV Division, is
comprised of three units: Cable TV Administration, the Media Production
Services Unit, and the Cable Programming /Interactive Services Unit.
Cable TV Administration oversees the Cable Division's operations, monitors
cable franchise agreement compliance, provides a complaint resolution service
for citizens with the local cable company, regulates basic cable service rates,
monitors the public access service contract compliance and supports other local
cable television programming channels. Administration also serves as staff for
the Iowa City Telecommunications Commission (ICTC), manages their official
triennial review of cable provider's performance and conducts special projects
such as research or community surveys. Administration also monitors changes
in Federal and State laws and regulations and relevant legal decisions related to
cable television, broadband or telecommunications
The Media Production Services Unit produces local government and
community video programming including local public meetings such as the Iowa
City City Council and Foreign Relations Council meetings; balanced political
programming such as League of Women Voters and other NGO forums;
informational programming such as City departmental and community
organizational profiles, services, projects, or activities and a wide variety of local
musical public performances.
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The Division's Cable Programming /Interactive Services Unit schedules
programming on City Channel 4, operates cable Channel 5, an interactive
service providing local video programming on demand, and manages Channel
4's web presence including streaming video. The Unit also supports City
Department's development of multimedia programming and interactive training.
Additionally the Unit operates the www.citychannel4.com website which provides
Internet video on demand services, Division information, and general information
about cable services in Iowa City.
Funding: Cable TV is funded entirely by cable user fees, which are part of a
non - exclusive franchise agreement. A small portion of this funding is allocated
annually by the Iowa City Telecommunication Commission as grant funding for
improvements in local programming. Eligible recipients include the Iowa City
Public Library for Channel 10, Senior Center for SCTV video programming, the
schools for Channel 21, Public Access Television (PATV) Channel 18 and CTS
and City Channel 4.
Broadband
Telecommunications
Cable TV Administrator
Media Productions
Services Coordinator
Administration
Media Production I Interactive Service I 13 Custodian
75 Clerical Assistant Service 1.0 Communications
Technician
1.0 Govt. Programmer
1.0 Production Asst.
.75 Special Projects
Assistant
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CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 7800 Broadband Telecommunications
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance
1,408,481
1,503,639
1,527,107
1,572,199
1,597,532
Franchise Fees
804,200
786,726
814,200
814,200
814,200
Other Misc Revenue
117
3,251
200
3,250
117
3,251
117
3,251
117
3,251
Interest Revenues
Sale Of Assets
From Broadband
1,082
25,000
25,000
11,500
11,500
11,500
Total Receipts
833,650
815,176
829,068
829,068
829,068
Personnel
448,394
525,847
527,817
543,564
558,164
Services
148,051
162,886
163,352
166,958
64,535
Supplies
11,719
22,975
26,307
26,713
27,129
Capital Outlay
Other Financial Uses
50,328
80,000
80,000
66,500
66,500
66,500
Total Expenditures
738,492
791,708
783,976
803,735
716,328
Ending Balance
1,503,639
1,527,107
1,572,199
1,597,532
1,710,272
- - -- FTE - - --
Personnel Services
2012
2013
Capital Outlay
2013
CABLE TV ADMINISTRATOR
1.00
1.00
CLERICAL ASSISTANT - CABLE TV
.75
.75
COMMUNICATIONS TECH - CABLE
1.00
1.00
COMMUNITY PROGRAMMER
1.00
1.00
CUSTODIAN - GOVT BLDGS
.13
.13
GOVERNMENT PROGRAMMER - CABLE
1.00
1.00
PRODUCTION ASST - CABLE TV
1.00
1.00
SPECIAL PROJECTS ASSISTANT
.75
.75
6.63
6.63
Transfers
In
Transfers Out
Cable Equip Reserve
11,500
Cable TV to
Libr AV
55,000
Cable Equip
Reserve
11,500
11,500
66,500
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DEPARTMENT: HOUSING & INSPECTION SERVICES
DIVISION: HOUSING AUTHORITY
MISSION STATEMENT
To improve quality of life, the Iowa City Housing Authority acts as a
community leader for affordable housing, family self - sufficiency, and
homeownership opportunities. We provide information and education,
housing assistance, and public and private partnership opportunities.
DESCRIPTION OF ACTIVITIES
The Housing Authority is a division of the City of Iowa City established in 1969
to administer housing assistance programs throughout its jurisdiction, including
all of Johnson County and portions of Iowa and Washington Counties.
It currently assists approximately 1,300 low- income families to acquire and
maintain affordable housing through rental and ownership programs. Rental
assistance includes the Section 8 Housing Choice Voucher and Public Housing
Programs. Homeownership opportunities exist under the Tenant -to -Owner
Program, Affordable Dream Homeownership Program, and the Section 8
Homeownership Program. Participation in all programs requires the family be
within federally established income guidelines.
The Housing Authority works with approximately 450 landlords. There are
approximately 1214 vouchers with a total Housing Assistance Payments (HAP)
contract in excess of $6 million to landlords within the Housing Authority jurisdiction. In
addition, the City of Iowa City owns 81 public housing units; the Housing Authority
serves as the landlord and rents these units to eligible tenants. They are low- density
units scattered throughout Iowa City and were constructed to conform and blend into
the existing neighborhood architecture.
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The Federal Department of Housing and Urban Development (HUD) develops policy,
regulations, and other guidance that interprets housing legislation.
Revenue: HUD allocations account for 100% of the Housing Authority's operating
budget. The Iowa City Housing Authority is projected to receive $7.7 million in federal
funding through HUD in FY 2013. These monies finance programs to assist
individuals and families in obtaining affordable housing.
Fund Balance: The FY 2013 projected fund balance is $7,998,864; a 5.83% increase
over the FY 2012 estimated ending fund balance.
OBJECTIVES
• Maintain lease -up rates in both the HCV and Public Housing programs.
• Maintain involvement with the National Association of Housing and Rehabilitation
Officials (NAHRO), Public Housing Authorities Directors Association (PHADA), to
ensure that federal funding continues to fully support the Housing Choice Voucher,
Public Housing, and Family Self- Sufficiency Programs.
• Maintain national criminal background checks through the Iowa Department of
Criminal Investigation (DCI) and Federal Bureau of Investigation (FBI).
• Promote Housing Authority Mission, Priorities, and Goals and educate the general
public on the administration of federal housing programs.
• Seize opportunities to reduce waiting list and serve eligible families while
maintaining HUD required staff /tenant caseload ratios.
• Continue Good Neighbors — Strong Neighborhoods initiative and partnership with
Neighborhood Services and Neighborhood Associations.
• Continue working with Mediation Services and the 6`h Judicial District on our
"Family Council" approach to dealing with youth engaging in criminal activity that
may jeopardize housing assistance.
• Maintain partnership with Iowa Area Association of Realtors working together on
homebuyer education projects and affordable homeownership new construction
projects.
• Utilize public and private forums to dispel myths and stereotypes about the
households that need affordable housing.
• Continue exploration of implementing direct deposit of landlord /owner HAP with the
Finance Department.
• Maintain a lease -up rate for the Peninsula Apartments.
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Section 8
Coordinator (.88)
6 Housing
Program
Assistants
Housing Authority
Housing Administrator
-305-
Public Housing
Coordinator
FSS Program
Coordinator
Housing Office
Manager
Housing Assistant
(1.25)
Housing Inspector
Fund: 7900 Housing Authority
Beginning Balance
Fed Intergov Rev
Contrib & Donations
Other Mist Revenue
Interest Revenues
Rents
Royalties & Commissions
Misc Transfers In
Loans
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Other Financial Uses
Total Expenditures
Ending Balance
Personnel Services
FSS PROGRAM COORDINATOR
HOUSING ADMINISTRATOR
HOUSING ASSISTANT
HOUSING INSPECTOR
HOUSING OFFICE MANAGER
HOUSING PROGRAM ASSISTANT
PUBLIC HSG. COORD
SECTION 8 COORD
CITY OF IOWA CITY, IOWA
FINANCIAL FLAN FOR 2013 - 2015
2011 2012
Actual Estimate
2013 2014 2015
Budget Projection Projection
6,641,995 7,269,172 7,557,863 7,998,864 8,296,485
7,479,382 7,603,041 7,440,000 7,440,000 7,440,000
515
104,659
8,000
14,215
14,215
14,215
16,536
82,184
16,536
16,536
16,536
210,973
178,452
210,973
210,973
210,973
35,292
29,030
35,292
35,292
35,292
80,314
76,529
46,086
46,086
46,086
8,004,200
7,946,793
7,763,102
7,763,102
7,717,016
936,382
1,034,913
1,031,230
1,062,854
1,091,916
6,327,754
6,566,638
6,240,237
6,351,839
6,465,462
17,835
13,551
7,634
7,788
7,945
22,052
73,000
43,000
43,000
43,000
43,000
7,377,023 7,658,102 7,322,101 7,465,481 7,608,323
7,269,172 7,557,863 7,998,864 8,296,485 8,405,178
- - -- FTE - - --
2012 2013
1.00 1.00
1.00 1.00
1.25 1.25
1.00 1.00
1.00 1.00
6.00 6.00
1.00 1.00
.88 .88
13.13 13.13
Transfers In
Capital Outlay
Transfers Out
PILOT to Gen Fund 18,000
HIS Director 25.000
-306-
Y3'Uvv
0112m]
INTERNAL SERVICE FUNDS
F
Y
PAI
0
1
3
Equipment / Fleet Maintenance
Information Technology Services (ITS)
Risk Management Loss Reserves
Central Services
Health and Dental Insurance Reserves
DEPARTMENT:
DIVISION:
PUBLIC WORKS
EQUIPMENT
MISSION STATEMENT
The Equipment Division exists to ensure that City vehicles and major equipment
operate reliably and meet the needs of our staff while minimizing lifecycle cost.
BACKGROUND
The Equipment Division provides repair, preventative maintenance, and
equipment management services (including initial purchase and resale) for all
major city -owned vehicular equipment, with the exception of Transit buses.
Currently, the Division maintains 516 vehicles and major equipment with 3,329
repair orders this past fiscal year. The Equipment Division dispensed 492,351
gallons of fuel for City vehicles and outside entities. Vehicle repairs,
maintenance, and replacement are recovered by chargebacks to individual
departments and divisions.
General Fleet Maintenance
1 Equipment Shop Supervisor
1 Mechanic III —Day
1 Mechanic III —Evening
3 Mechanic II
2 Mechanic I
1 Parts /Inventory Clerk
Equipment
Superintendent
-307-
Equipment Replacement
Buyer 1(.75)
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 8100 Equipment Summary
Beginning Balance
Local Govt 28e Agreements
Refuse Charges For Services
Misc Merchandise
Intra -city Charges
Other Misc Revenue
Interest Revenues
Rents
Sale Of Assets
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Ending Balance
Personnel Services
BUYER I - EQUIPMENT
EQUIPMENT SHOP SUPERVISOR
EQUIPMENT SUPERINTENDENT
MECHANIC I - EQUIPMENT
MECHANIC II - EQUIPMENT
MECHANIC III - EQUIPMENT(DAY)
MECHANIC III - EQUIPMENT(EVE)
PARTS /INVENTORY CLERK - EQUIP
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
7,196,671 7,274,485 6,522,528 6,708,276 7,431,248
715,775
639,641
873,246
873,246
873,246
3,080
3,000
3,080
3,080
3,080
1.00
327
2.00
2.00
4,569,833
4,456,619
4,800,806
4,819,004
4,837,693
3,653
1,000
71
71
71
16,276
99,970
16,276
16,276
16,276
50,000
10,000
124,366
20,000
75,000
75,000
75,000
5,482,983
5,230,557
5,768,479
5,786,677
5,805,366
905,813
966,870
940,870
962,948
983,897
379,005
531,886
453,107
460,280
467,763
2,311,721
2,118,390
2,771,254
2,826,677
2,883,211
1,808,630
2,365,368
1,417,500
813,800
3,181,600
5,405,169 5,982,514 5,582,731 5,063,705 7,516,471
7,274,485 6,522,528 6,708,276 7,431,248 5,720,143
-. -.- FTE .___
2012 2013
10.75 10.75
Capital Outlay
2 Ton Dump Truck / Plow
Automobiles
Mowers
Other Vehicular Equipment - Out y
Recycle Truck
Refuse Packer
Skidsteer
Snow Removal Equipment
Trucks
-308-
2013
321,600
77,000
82,700
188,300
131,800
197,400
103,000
29,400
286,300
" " ,,JVV
.75
.75
1.00
1.00
1.00
1.00
2.00
2.00
3.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
10.75 10.75
Capital Outlay
2 Ton Dump Truck / Plow
Automobiles
Mowers
Other Vehicular Equipment - Out y
Recycle Truck
Refuse Packer
Skidsteer
Snow Removal Equipment
Trucks
-308-
2013
321,600
77,000
82,700
188,300
131,800
197,400
103,000
29,400
286,300
" " ,,JVV
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 8100 Equipment
Center: 462100 General Fleet Maintenance
Total Expenditures 3,441,001 3,359,701 3,978,911 4,058,720 4,139,938
Personnel Services
EQUIPMENT SHOP SUPERVISOR
EQUIPMENT SUPERINTENDENT
MECHANIC I - EQUIPMENT
MECHANIC II - EQUIPMENT
MECHANIC III - EQUIPMENT (DAY
MECHANIC III - EQUIPMENT (EVE
PARTS /INVENTORY CLERK - EQUIP
- -- FTE - --
2012 2013
1.00
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Local Govt 28e Agreements
715,775
639,641
873,246
873,246
873,246
Refuse Charges For Services
3,080
3,000
3,080
3,080
3,080
Misc Merchandise
327
Intra -city Charges
2,957,728
2,932,567
3,124,217
3,142,415
3,161,104
Other Misc Revenue
3,653
1,000
71
71
71
Interest Revenues
11,940
78,122
11,940
11,940
11,940
Total Receipts
3,692,176
3,654,657
4,012,554
4,030,752
4,049,441
Personnel
804,676
848,334
830,698
848,964
867,440
Services
326,962
393,069
379,506
385,677
391,937
Supplies
2,309,363
2,11.8,298
2,768,707
2,824,079
2,8801561.
Total Expenditures 3,441,001 3,359,701 3,978,911 4,058,720 4,139,938
Personnel Services
EQUIPMENT SHOP SUPERVISOR
EQUIPMENT SUPERINTENDENT
MECHANIC I - EQUIPMENT
MECHANIC II - EQUIPMENT
MECHANIC III - EQUIPMENT (DAY
MECHANIC III - EQUIPMENT (EVE
PARTS /INVENTORY CLERK - EQUIP
- -- FTE - --
2012 2013
1.00
1.00
.50
.50
2.00
2.00
3.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
-309-
Capital Outlay
2013
Fund: 8100 Equipment
Center: 462200 Equipment Replacement
Total Expenditures 1,964,168
- - -- FTE - - --
Personnel Services 2012 2013
BUYER I - EQUIPMENT .75 .75
EQUIPMENT SUPERINTENDENT .50 .50
1.25 1.25
2012
Estimate
2011
2014
Projection
Actual
Intra -city Charges
1,612,105
Interest Revenues
4,336
Rents
50,000
Sale Of Assets
124,366
Total Receipts
1,790,807
Personnel
101,137
Services
52,043
Supplies
2,358
Capital Outlay
1,808,630
Total Expenditures 1,964,168
- - -- FTE - - --
Personnel Services 2012 2013
BUYER I - EQUIPMENT .75 .75
EQUIPMENT SUPERINTENDENT .50 .50
1.25 1.25
2012
Estimate
2013
Budget
2014
Projection
2015
Projection
1,524,052
1,676,589
1,676,589
1,676,589
21,848
4,336
4,336
4,336
10,000
20,000
75,000
75,000
75,000
1,575,900
1,755,925
1,755,925
1,755,925
118,536
110,172
113,984
116,457
138,817
73,601
74,603
75,826
92
2,547
2,598
2,650
2,365,368
1,417,500
813,800
3,181,600
2,622,813 1,603,820 1,004,985 3,376,533
Capital Outlay
2 Ton Dump Truck / Plow
Automobiles
Mowers
Other Vehicular Equipment - Out y
Recycle Truck
Refuse Packer
Skidsteer
Snow Removal Equipment
Trucks
-310-
2013
321,600
77,000
82,700
188,300
131,800
197,400
103,000
29,400
286.300
1,",, JVv
DEPARTMENT: FINANCE
DIVISION: INFORMATION TECHNOLOGY SERVICES (ITS)
MISSION STATEMENT
"In partnership with our clients, we will increase efficiency and productivity
through the effective use of Information Technology"
The services provided by the ITS Division include server management, legacy
system management, software development, system integration, desktop
computer management and support, data network design and management,
website application development and management, City phone systems support,
and fiber optic network design and management.
DESCRIPTION OF ACTIVITIES
Provide standardization, integration, and security for City data systems
Monitor critical services for early alerting to problems
Provide 24x7 support for our clients
Maintain Disaster Recovery site for all City data
Maintain Virtual Environment to reduce hardware costs, increase
efficiency of hardware in -use, and augment Disaster Recovery plan for
City data
Effectively administer the Replacement Schedule to ensure technology is
meeting client requirements
Support and enhance e- government services wherever possible
Protect, manage, and create redundant connections in the fiber optic
network
Monitor technology changes for potential cost savings
Accomplishments and Challenges this Year
• Upgraded Microsoft Exchange platform to Exchange 2010
• Reduced license costs for Exchange by changing to "per- user" licensing
• Continued expansion of the VMware Virtual server environment
• Implemented CIMS — Cemetery Information Management Software
• Developed system for Electronic Data Interchange (EDI) with
MidAmerican to automate processing of 300 utility bills per month
• Migrated clients to Office 2010 Professional
• Implemented uniform PC rollout with software deployment via policy
• Expanded VPN access (via cell card and NetMotion) for Police, Fire,
Parking, Water and Wastewater.
• Expanded data network to Fire Station 4 and East Side Recycling
• Utilized 1 -80 DOT fiber for redundant connection between Fire Stations 2
and 4
• Increased interoperability with JECC for Police and Fire data, as well as
Fire Station Alerting
• Developed "web store" for 247 citizen access to purchase City items
online, including order fulfillment process
• Developed data feed to Twitter for Snow Emergency notifications
• Developed online employment applications for Fire and Police recruitment
• Upgraded City phone system with new processors, latest version of
software, new voice mail /auto attendant system, automated call
distribution system
• Added 18 VoIP phones at Fire Station 4 and 2 at East Side Recycling
Center
• Contracted for underground duct installation to facilitate connections from
Tower Place to Cemetery, Tower Site, Fire Station 4, East Side Recycling,
and 1 -80 DOT Fiber
• Installed fiber cable (in partnership with IC Schools, University of Iowa,
and Johnson County) where appropriate in route (approximately 6 miles of
fiber)
• Partnered with Iowa Network Services and the University of Iowa to install
underground duct along Highways 1 and 6
• Facilitated duct and fiber installation at Airport from Building G to Terminal
• Planned with Engineering for Lower Muscatine and South Sycamore
streets projects duct and fiber cable issues.
-312-
Major Issues to Address in the Near Future
1. Admins programmer retiring, creating a lack of support for legacy system
applications
2. Alpha system running Admins no longer supported by HP after 12/31/11
3. Email archiving and reporting software for City Attorney to conduct
information request searches
4. ERP /Time Capture, and legacy applications software project(s)
5. ProjectDox software project
6. Recware software end -of -life issues
7. Video Management project
8. Internet Service contract expiring; need for redundant connection?
9. Expansion of WiFi access to more facilities
10. Construction to connect Water Plant to 1 -80 Fiber — key for Dubuque St
raising project
11. Inter - governmental cooperation is causing issues with I addressing
schemes
12. Rapid expansion of devices connecting to City resources (smart phones,
tablets, etc.)
13. Development of applications for mobile devices
14. Re- design of current ICGOV.ORG web site. How best to accomplish?
15. Centralized PIO in the City Manager's Office
16. North Wastewater Site — Fiber optic hub at Admin Building for all
connections West, South and East. Demolition would require re- locating
fiber cable.
17. Population of INS - project buried duct with fiber cable. The U of I is ready
to go, and the City should install at the same time
18. South Gilbert Street fiber (from Napoleon Lift to South Wastewater) no
longer accessible after Sand Road reconstruction.
Staffing Changes: Effective at the start of FY 2013, an ITS staff position will be
reassigned to the City Manager's Office as part of the new Public Information
Office.
-313-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 8300 Information Technology
2011 2012 2013 2014 2015
Actual Estimate Budget Projection Projection
Beginning Balance 2,826,766 2,470,684 2,209,145 2,111,141 2,104,487
Misc Chg For Sery
3,600
2,727 3,600 3,600
3,600
Intra -city Charges
1,797,839
2,049,242 1,869,754 1,869,754
1,869,754
Other Misc Revenue
21,170
10,000 21,170 21,170
21,170
Interest Revenues
5,740
46,836 5,740 5,740
5,740
Sale Of Assets
9,714
Total Receipts
1,838,063
2,108,805 1,900,264 1,900,264
1,900,264
Personnel
1,001,160
1,159,947 1,086,824 1,123,264
1,158,760
Services
485,239
629,349 601,806 607,893
614,090
Supplies
64,985
138,336 57,676 58,831
60,007
Capital Outlay
642,741
442,712 251,962 116,930
15,300
Total Expenditures
2,194,145
2,370,344 1,998,268 1,906,918
1,848,157
Ending Balance
2,470,684
2,209,145 2,111,141 2,104,487
2,156,594
- - -- FTE
- - --
Personnel Services
2012
2013
Capital Outlay
2013
DATA BASE ADMINISTRATOR
2.00
2.00
Email Archive software
25,000
ITS COORDINATOR
1.00
1.00
Fiber Optic:Gilbert /Burlington 54
39,500
OPERATIONS CLERK - ITS
.80
.80
Fiber Optic:Riverside to Gilbert
19,000
PC TECHNICIAN
1.00
1.00
File Servers, Replacements
32,000
PURCHASING CLERK
.06
Network equipment
19,452
SR PROGRAMMER /ANALYST
2.00
2.00
Optical Time Domain Reflectometer
11,500
SR SYSTEMS ENGINEER
1.00
1.00
PC hardware
20,910
SYSTEMS ENGINEER
1.00
1.00
Printers
5,700
VOICE /DATA NETWORK ANALYST
1.00
1.00
Replacement Computers
23,900
WEB DEVELOPER
1.00
1.00
Storage Area Network upgrade
50,000
Technician desk
5,000
10.80
10.86
251.962
-314-
DEPARTMENT: FINANCE
DIVISION: RISK MANAGEMENT
MISSION STATEMENT
The Risk Management division is responsible for managing the City's property and
casualty risks and selecting prudent and cost effective solutions to minimize the
financial impact of losses to the City. Risk Management also coordinates the City's
safety and OSHA programs.
101:111x09W*9
• To promote a safe and healthy work environment.
• Reduce costs related to accidents and injuries.
• Protect the resources and assets of the City of Iowa City.
• Manage in an efficient manner the City's self- insured workers' compensation,
liability, and property claims.
The City is exposed to various risks of loss related to torts; theft of, damage to, and
destruction of assets; workplace accidents, errors and omissions; and natural disasters.
During fiscal year 1988 the City established the Loss Reserve Fund, an internal service
fund, to account for and finance its uninsured risks of loss. funds pay annual premiums
to the Loss Reserve Fund based on actuarial estimates of the amounts needed to pay
prior- and current -year claims and to establish a reserve for catastrophic losses.
Accumulated monies in the Loss Reserve Fund are available to cover the self- insured
retention amounts and any uninsured losses.
During the year ended June 30, 2011 the City purchased property, liability, and workers'
compensation insurance under the program that provides for a $100,000 self- insured
retention per occurrence on property losses, a $500,000 self- insured retention per
occurrence on liability, and a $400,000 self- insured retention on workers' compensation
losses. Liability insurance provides coverage for claims in excess of the
aforementioned self- insured retention up to a maximum of $21.0 million annual
aggregate of losses paid. Settled claims have not exceeded this commercial coverage
in any of the past twenty four fiscal years.
The Housing Authority Fund is insured under a separate policy with the Assisted
Housing Risk Management Association. The remaining funds participate in the Loss
Reserve Fund.
-315-
CITY OF I ®WA CITY, I ®WA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 8200 Risk Management Loss Reserve
Beginning Balance
Intra -city Charges
Other Misc Revenue
Interest Revenues
Total Receipts
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Ending Balance
Personnel Services
ADMINISTRATIVE SECRETARY
FINANCE DIRECTOR
OCC SAFETY & TRNG SPEC
REVENUE & RISK MANAGER
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
2,327,059
2,769,591
2,943,263
2,704,903
2,625,032
1,784,168
1,528,655
875,892
875,892
875,892
39,028
17,782
17,782
17,782
6,715
6,000
6,715
6,715
6,715
1,829,911
1,534,655
900,389
900,389
900,389
163,927
169,240
171,954
178,584
185,269
1,210,246
1,146,410
942,944
777,348
779,280
12,090
45,333
23,851
24,328
24,816
1,116
1,387,379
1,360,983
1,138,749
980,260
989,365
2,769,591
2,943,263
2,704,903
2,625,032
2,536,056
- -- FTE - --
2012 2013
.25 .25
.05 .05
1.00 1.00
.50 .50
iw-111 w[If.
-316-
Capital Outlay
2013
DEPARTMENT: FINANCE
DIVISION: CENTRAL SERVICES /PURCHASING
11101UJr0:2 I0111194N01 /e1MR114:ATJIN=1111 all 01U7
►Vi16�9Eel 6 "]rilIALVAIAki Ill I
To provide quality service to City departments, protect the City's legal interests, and act
responsibly on behalf of the public by maintaining the integrity of the City's procurement
system through the encouragement of open competition and the impartial and fair
treatment of vendors.
OBJECTIVES
The internal service fund of the Central Services / Purchasing Division provides services
to internal clients /staff in the following areas:
Mailroom processing of outgoing City Mail, UPS, and Fed -Ex
Assists with the procurement of City copiers and maintenance contracts.
Assists with the City's Radio System and 28 E Agreements
-317-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2013 - 2015
Fund: 8400 Central Services
Total Expenditures 185,735 313,934 189,342 192,918 196,493
Ending Balance 694,098 716,878 776,511 832,568 885,050
Personnel Services
PURCHASING CLERK
- - -- FTE - - --
2012 2013
.76 .76
.76 .76
-318-
Capital Outlay
2013
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Beginning Balance
639,673
694,098
716,878
776,511
832,568
Local Govt 28e Agreements
15,825
29,510
15,825
15,825
15,825
Library Chgs For Servs
55
Printed Materials
196
196
196
196
Intra -city Charges
222,502
297,650
231,402
231,402
231,402
Interest Revenues
1,552
9,554
1,552
1,552
1,552
Sale Of Assets
30
Total Receipts
240,160
336,714
248,975
248,975
248,975
Personnel
43,887
47,386
42,838
43,836
44,787
Services
135,164
221,524
143,650
146,171
148,737
Supplies
2,642
1,612
2,854
2,911
2,969
Capital Outlay
4,042
43,412
Total Expenditures 185,735 313,934 189,342 192,918 196,493
Ending Balance 694,098 716,878 776,511 832,568 885,050
Personnel Services
PURCHASING CLERK
- - -- FTE - - --
2012 2013
.76 .76
.76 .76
-318-
Capital Outlay
2013
DEPARTMENT: FINANCE
FUND: HEALTH INSURANCE RESERVE
The City maintains insurance reserves for permanent employees' health care
coverage. The health insurance plan is partially self- insured, with a stop -loss
policy which provides coverage for claims in excess of $100,000 per employee.
Operating funds and participating employees are charged premiums which are
deposited into the Health Insurance Reserve Fund. The City reimburses a health
insurance provider for actual medical costs incurred, plus a claims processing /
administrative fee.
The State of Iowa requires all public entities which maintain a self- funded health
insurance plan file an annual certificate of compliance with the Iowa Insurance
Commissioner, along with an independent actuarial opinion and financial
statement which demonstrate that the plan continues to meet the requirements of
Iowa Code 509A.14 & .15 as well as applicable provisions of the Iowa
administrative code.
FY2013 Budget Highlights: Health insurance premiums and administrative
costs are projected to increase one percent (1 %) in FY2013 due to a lower -than-
average claims experience in recent years and increased employee contributions
in fiscal years 2013 — 2015. An increase in employee contributions was
negotiated in the AFSCME and Police union agreements as shown in the
following table:
Health Insurance Plan: FY2011 FY2012 FY2013 FY2014 FY2015
Single Deductible
$ 200 $
350 $
350
$ 350
$ 500
Family Deductible
200
350
425
450
700
Single Co -Pay
600/650
800
825
840
900
Family Co -Pay
600/650
800
950
1,100
1,450
Single Contribution /Month
20
40
40
40
40
Family Contribution/Month
60
60
70
75
80
Note: The Unions bargained for different amounts in FY2011.
Three percent (3 %) premium increases are projected for health insurance in
FY2014 and FY2015.
-319-
CITY OF IOWA CITY, IOWA
FINANCIAL PLATY FOR 2013 - 2015
Fund: 8500 Health Insurance Reserve
Beginning Balance
2011
2012
2013
2014
2015
Misc Chg For Sery
Actual
Estimate
Budget
Projection
Projection
Beginning Balance
6,077,971
7,368,915
7,652,200
8,047,689
8,201,970
Misc Chg For Sery
386,760
319,200
351,993
362,553
373,430
Intra -city Charges
7,421,909
6,979,430
7,531,995
7,757,955
7,990,694
Interest Revenues
16,059
15,000
16,059
16,059
16,059
Royalties & Commissions
2,192
1,344
2,192
2,192
2,192
Sale Of Assets
1,679
75,389
75,566
76,993
77,497
Total Receipts
7,828,599
7,314,974
7,902,239
8,138,759
8,382,375
Services
6,519,898
7,024,510
7,500,750
7,984,478
8,504,592
Supplies
1,179
179
Capital Outlay
16,578
7,000
6,000
Total Expenditures
6,537,655
7,031,689
7,506,750
7,984,478
8,504,592
Ending Balance
7,368,915
7,652,200
8,047,689
8,201,970
8,079,753
-
- -- FIE - - --
Personnel Services
2012 2013
Capital
Outlay
2013
Cardio Equipment - Treadmill
6,000
6,000
Fund: 8600 Dental Insurance Reserve
2011
2012
2013
2014
2015
Actual
Estimate
Budget
Projection
Projection
Beginning Balance
71,214
79,247
75,389
75,566
76,993
Misc Chg For Sery
17,364
13,377
14,811
15,255
15,713
Intra -city Charges
321,042
313,179
343,678
353,989
364,608
Interest Revenues
183
1,084
183
183
183
Total Receipts
338,589
327,640
358,672
369,427
380,504
Services
330,556
331,498
358,495
368,000
380,000
Total Expenditures
330,556
331,498
358,495
368,000
380,000
Ending Balance
79,247
75,389
75,566
76,993
77,497
-320-
F
Y
2
0
1
3
APPENDIX
Performance Measurement Snapshots
Police Department
Fire Department
Housing & Inspection Services Dept.
Library
Senior Center
Transportation Services
Airport Operations
FY2011 -2012 PERFORMANCE MEASURE REPORTS
This budget document contains the City's initial departmental performance measure
reports. The process of generating these reports began during the summer of 2011
with involvement from department heads, line staff, the City Manager's Office, and
Finance Department. The metrics chosen, the format in which they are presented, and
their integration into the budget document will continue to be refined in the coming
years.
The departments for which reports are presented in this appendix include the Police
Department, Fire Department, Housing and Inspection Services, the Iowa City Public
Library, the Senior Center, Transportation Services, and the Iowa City Airport. The
City's goal is to conduct similar reports for every City operating division during future
budget years.
Future performance measurement will be guided by the City Council's strategic plan
goals. Departmental goals and objectives driven by the City's organizational goals will
be identified; each department's performance in achieving these goals and objectives
will be measured and communicated through the budget document.
A -1
City of Iowa City, Iowa Performance Reports
2011 Iowa City Police Department Performance Snapshot
Sam Hargadine, Police Chief
Why We Exist: The mission of the Iowa City Police Department is to protect the rights of all persons
within its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace. By
pursuing the goals of education, prevention and enforcement, it is the primary objective of the Iowa City
Police Department to pursue the ideal of a community free from crime and disorder in a fair, responsive,
collaborative and professional manner.
1. Too Accomplishments and Challenges this Year
• Continue to transition into a new Dispatch Center and Operations.
• Continue to implement a new Records Management System.
• There was an 8% decrease in calls for service for a total of 58,726 compared to 67,609 last year.
• A total of 5,639 criminal charges were issued resulting in an 8% decrease from last year.
• A reduction in total traffic citations to 4,446 resulted in a 1% decrease from 2009.
• Investigated 1227 motor vehicle crashes, including 122 personal injury accidents and 1 fatality.
• Hired and continue to train 10 new Police Officers who replaced three long -term Police Officers and
filled vacant positions.
• The Investigations Unit added a Juvenile Investigator to address growing problems related to juvenile
crime.
• Records Personnel completed data entry and scanning of 10,076 incidents during 2010. This was a
10.3% increase of incidents completed for 2009.
• The Iowa City Police Department was re- accredited from the Commission on Accreditation for Law
Enforcement (CALEA) in March of 2011.
• Opened a Police Sub - Station on the southeast side of Iowa City.
• Worked toward securing FEMA funding and schematic design to rebuild the Iowa City Animal Shelter.
• Investigations: 2010 STATS 905 Cases were assigned. 930 cases were cleared (including cases
assigned in previous years). 54 cases were carried over into 2011. The total number of cases
assigned in 2009 was 875. 869 cases were cleared (including cases assigned in previous years but
cleared in 2009). 54 cases were carried over into 2010 for investigation.
• Officers received in excess of 6000 hours of training, including over 3000 hours of in -house training.
• In 2010 Crime Prevention made 96 presentations to schools, businesses, and community groups
resulting in contact with over 6,029 members of the community.
• Acquisition and placinq into service a Crime Scene /Accident Investiqation Van.
2. Maior Issues to Address in the Near Future
• Complete the conversion to the TAC10 Records Management System, and provide adequate training
to Officers to properly utilize the program.
• Complete building maintenance needs, including remodeling of the Police Crime Lab, Station Master
Room and Police Break room.
• Work with Management and Staff to develop a long -range plan for a new Police Station.
• Fund the replacement of all vehicle cages and equipment which will become obsolete when the old
style Ford Crown Vic is no longer available from the manufacturer.
• Secure funding for the replacement of one K -9.
• Securing funding for the retention of and expansion of services offered at the Police Sub - Station.
A -2
• Addressing both the downtown bar scene, neighborhood house parties and the related underage
drinking and intoxication related offenses.
• Minimizing the effects of gangs and drugs on the community.
• Management and staffing needs associated with Red Light cameras, if the program is implemented.
• Maintaining training at an acceptable level with a shrinking budget.
• Recruiting and hiring from a diverse applicant pool.
• Providing services for a growing Hispanic /Spanish speaking community.
• Limited or restricted access to an approved firearms range.
• Keeping up to date with equipment and training for computer related crime.
• Expanding intelligence information access (crime mapping, data analysis).
• Establishing strategies to free up Officer time for increasing Community Policing presence.
• Identify clear vision of what type of animal services the community desires.
• Construct new animal shelter facility.
3. General Police Data Discrepancies
Performing a comparative analysis between local jurisdictions is an imperfect process. Data is influenced
by differences in definitions, reporting, and collection measures. It must be noted that it is important to
focus on the trends in the data between communities rather than any one specific data point. While
measures have been taken to universalize and standardize the data, the trend in the data is the most
valuable information provided.
UNIVERSAL CRIME REPORTING (UCR 1)
Crimes can be reported in various ways. The UCR system has been a standard used by police
departments across the United States and is utilized by the State of Iowa as a means of reporting data.
UCRI data specifically refers to two groups of crimes: UCR 1 Property Crimes and UCR 1 Violent Crimes.
The following crimes are represented in these groups:
UCR 1 Property Crimes
UCR 1 Violent Crimes
Arson
Murder /Non -Neg Manslaughter
Burglary
Forcible Rape
Larceny
Robbery
Shoplifting
Aggravated Assault
All forms of Theft
While more crimes exist, these crimes are utilized to provide an overview of workload and highlight
serious crimes in a community. Even with universal reporting, actual reporting of the crimes may vary
between communities
A -3
4. ICMA Performance Measures
The data presented below represents the raw data collected by the Iowa City Police Department and
information gathered from the Iowa Department of Public Safety. Data synthesis was based on the
International City /County Management Association (ICMA) performance measurement structure. The
Iowa City data has been benchmarked against the 2010 ICMA Measurement Performance Data.
Specifically, the analysis and benchmarks are for communities with a population between 25k and 100k.
Outcomes & 2007 2008 2009 2010 Trend
Trend
Measures (pop. 66,775) (pop. 67,768) (pop. 67,768) (pop. 67,862) Comment
Receipts:
Expenditures:
Personnel
$7,955,623
$8,353,124
$8,281,913
$8,843,956
Increase in 2010 is due to
General Levy
$7,125,869
$7,739,431
$7,806,415
$8,993,112
T
Employee Bluded" line
Supplies
$229,610
$153,407
$130,580
I
i tem being inccluded in
General Fund.
Other City Taxes
$328,527
$343,866
$357,354
$316,635
H
Other State
$176,117
$166,553
$167,702
$194,171
H
G rants
Federal Grants
-
$14,090
$23,393
$12,070
H
The 2010 increase is due
Local 28E
to the City providing
Agreements
$21,138
$52,844
$67,328
$247,046
services that JECC
currently provides to local
communities.
Police Services
$89,988
$68,737
$50,428
$121,452
T
Increase is due to federal
I
forfeitures.
Fire Services
$8,970
$6,665
$10,465
$9,822
Assisting on alarm calls.
Cade
Enforcement
$2,738
$2,256
$2,174
$2,354
H
Contributions
$1,300
$1,000
-
-
and Donations
Printed Materials
$14,223
$17,484
$17,690
$17,634
H
Other Misc.
$139,124
$118,476
$133,719
$14,680
I
Shifting of forfeitures to
"Police
Revenue
y
Services' line item.
Sale of Assets
68,400
$33,261
$50,376
$49,484
Employee
Employee benefits levy
Benefits Levy
$1,086,488
$1,062,625
$792,524
-
dissolved into the general
fund le
Total Receipts
$9,087,584
$9,627,288
$9,479,580
$9,978,652
Expenditures:
Personnel
$7,955,623
$8,353,124
$8,281,913
$8,843,956
Services
$632,440
$735,887
$751,284
$759,188
Supplies
$229,610
$153,407
$130,580
$147,992
H
A -4
Capital Outlay
$269,911
$384,870
$315,803
$227,516
H
Iowa City Hired Additional
Total
Expenditures
$9,087,584
$9,627,288
$9,479,580
$9,978,652
T
Officers
Total Violent
Police Metrics (Raw)
Number of Police
Iowa City Hired Additional
t7fmbe
73
73
75
75
T
Officers
Total Violent
1.09
1.07
1.10
1.10
average of 1.7
Crimes UCR 1
253
259
247
-
H
Total Property
Iowa City remains above the
Crimes UCR 1
1526
1688
1575
-
H
average of 2.91
Total Violent
Crime Arrests
104
104
109
-
H
UCR1
Iowa City remains above the
Total Property
1.55
1.53
1.60
-
H
average of 1.21
Crime Arrests
482
483
483
-
H
UCR 1
Total Juvenile
Violent Crime
9
16
15
Iowa City hasremained
Arrests UCR 1
2285
24.9
23.24
_
H
below the national average
Total Juvenile
of 33.68
Property Crime
114
118
96
-
H
Arrests UCR 1
Iowa City is a little less than
Total DUI
486
424
419
319
H
the 7.59 ICMA average.
Arrests
Total PAULA
1002
879
852
529
Arrests
Police Synthesized
Outcomes& 2007 2008 2009 2010 Trend ICMAComment
Measures
Sworn Police
Officers Per
Iowa City is below the
1000 Population
1.09
1.07
1.10
1.10
average of 1.7
Total Violent
Crimes Per 1000
Iowa City remains above the
Population
3 .78
3.82
3.63
-
H
average of 2.91
(UCR1)
Total Violent
Crime Arrests
Iowa City remains above the
Per 1000
1.55
1.53
1.60
-
H
average of 1.21
Population
(UCR1)
Total Property
Crimes Per 1000
Iowa City hasremained
Population
2285
24.9
23.24
_
H
below the national average
(UCR1)
of 33.68
Total Property
Crime Arrests
Iowa City is a little less than
Per 1000
7.21
7.12
7.12
-
H
the 7.59 ICMA average.
Population
_(UCR1)
A -5
Total Arrests of
Iowa
84
Cedar
Council
1.61
Des
UCR 1 Offenses
Sioux
1.79
North
West
AVG
Iowa City officers are
City
8.02
8.04
7.89
Davenport
H
arresting more UCR
Per Sworn
Coralville
Liberty
Des
Measures
than the 5.00
Officer
ICMA av e.
Juvenile Violent
Moines
Population
(2010)
67,862
(6)
58,965
Crime Arrests as
62,630
99,685
203,433
57,637
82,684
Iowa City has increased to
a % of Total
8.6%
15.3%
13.7%
near the national ICMA
Violent Crime
5.84
5.09
5.13
4.12
1.27
average of 15.7%
Arrests UCRl
4.46
(6)
Juvenile
Property Crime
Population
Iowa City is well below the
Arrests as a %
national ICMA average of
of Total Property
7.4%
6.9%
9.4%
22.6%
Crime Arrests
Total Violent
(UCRI)
Total DUI
Crime Arrests
Iowa City has been above
Arrests Per 1000
7.27
6.25
6.18
4.70
the ICMA average of 5.02
Population
1.60
but has recently dipped
below that average
Total DUI
Per 1000
(6)
1.81
1.54
Arrests Per
6.65
5.80
5.58
4.25
3.24
NoICMABenchmark
Sworn Officer
2.05
Population
Total PAULA
Arrests Per 1000
15
12.97
12.57
7.79
NoICMABenchmark
Population
Total PAULA
Arrests Per
13.72
12.04
11.36
7.05
NoICMABenchmark
Sworn Officer
5. Iowa Metro Coalition Comparison
The Metropolitan Coalition is a coalition of Iowa's largest communities. Staff contacted city departments in each
community to provide the comparison below. Coralville and North Liberty have been included but not calculated
in the rankings. Metropolitan data is provided through the Department of Public Safety and is updated through
2009.
Outcomes
Iowa
84
Cedar
Council
1.61
Des
1.71
Sioux
1.79
North
West
AVG
&
City
Ames
Rapids
Bluffs
Davenport
Moines
Dubuque
City
Coralville
Liberty
Des
Measures
rank
Moines
Population
(2010)
67,862
(6)
58,965
126,326
62,630
99,685
203,433
57,637
82,684
17,269
12,200
56,609
-
Metro Coalition Metrics
Sworn
Officers Per
1000
Population
1.10
(8)
84
1.59
1.76
1.61
1.83
1.71
1.53
1.79
.98
1.16
1.45
Total Violent
Crimes Per
3.63
1000
3.00
3.21
8.90
5.84
5.09
5.13
4.12
1.27
2.62
1.28
4.46
(6)
Population
UCRl
Total Violent
Crime Arrests
1.60
Per 1000
(6)
1.81
1.54
3.76
2.76
2.61
2.61
1.41
3.24
1.80
.40
2.05
Population
UCR1
A -6
Total
This metric reflects the ratio of police officers relative to the population protected. This metric
can be used as an indicator to baseline protection /service levels in a community. This data can
be used to supplement other metrics to enhance overall understanding of service performance.
ICMA Summary
Metro Summary
Iowa City remains below the average for peer
Iowa City is below the metropolitan average
communities across the country.
for the ratio of police officers to the overall
population.
Property
23.24
Crimes Per
(9)
27.50
44.64
73.79
52.54
42.83
32.25
34.77
34.39
7.37
31.54
40.34
1000
Population
Total
Property
Crime Arrests
7.12
63
165
15
Per 1000
(7)
6.02
12.4
16.5
14.49
9.38
6.59
10.48
21.77
.
.
10.95
Population
UCRl
Total UCR1
Arrests Per
7.89
9.2
8.72
11.46
10.6
6.54
5.3
7.74
13.9
Sworn
(6)
3.5
13.77
9.02
Officer
Juvenile
Violent Crime
Arrests as a
% of Total
13.7%
9.3%
13.3%
21.7%
18.4%
15%
26.4%
31.6%
8.9%
(6 )
Violent Crime
4.5%
4.3%
18.06%
Arrests
UCRl
Juvenile
Property
Crime Arrests
as a % of
9.4%
Total
(9)
27.5%
29.7%
29.4%
39.7%
33.9%
27.1%
50.8%
36.4%
30%
33.9%
31.26%
Property
Crime Arrests
UCRl
Total DUI
Arrests Per
4.70
3.74
4.61
3.16
2.46
4.65
8.58
8.28
9.03
1000
(3)
6.88
2.13
4.7
Population
Total DUI
Arrests Per
4.25
Sworn
(4)
4.42
2.88
1.79
1.52
2.53
4.6
5.39
5.03
7
1.83
3.24
Officer
Police Per
$147
$120
$227
$224
$160
$244
$208
$214
$196
Capita Cost
7 Tie
92
147
187
% of General
21.2%
Fund
24.8%
28%
34%
38.5%
36.1%
24.8%
38.3%
22.7%
18.1%
17.2%
29.2%
($)
Expenditures
Information based on most accurate data reflected in the budgeted, estimated, or re- estimated municipal budgets for each community
6. Metric Comparative Analysis ICMA vs. Metro Coalition
Sworn Police Officers per 1000 Population Served
This metric reflects the ratio of police officers relative to the population protected. This metric
can be used as an indicator to baseline protection /service levels in a community. This data can
be used to supplement other metrics to enhance overall understanding of service performance.
ICMA Summary
Metro Summary
Iowa City remains below the average for peer
Iowa City is below the metropolitan average
communities across the country.
for the ratio of police officers to the overall
population.
A -7
Consider:
The University of Iowa
provides 45 police officers to
safeguard the University of
Iowa. They have provided
assistance in downtown Iowa
City.
Total Violent Crimes (UCR P1) Per 1000 Population
This number measures how many UCR 1 Violent Crimes occur per 1000 population. Higher ratios
indicate more violent crimes in the community.
ICMA Summary
Metro Summary
While Iowa City is lower for our metro-
Iowa City is below the average for violent
coalition, Iowa City remains higher nationwide
crimes in the metro - coalition.
for violent crimes per 1000 population but
arrests.
hovers around the average.
Total Arrests of Violent Crimes (UCR P1) Per 1000 Population
This metric highlights the number or arrests made for UCR 1 violent crimes in the community.
Arrests made indicate a level of workload demand for Iowa City officers and assist in gauging the
level of violent crimes in Iowa City.
ICMA Summary
Metro Summary
Iowa City is slightly above the national
At 1.60, Iowa City is below the average for
average for violent crime arrests.
violent crime arrests.
Total Property Crimes (UCR1) Per 1000 Population
This number measures how many UCR 1 Property Crimes occur per 1000 population. Higher
ratios indicate more violent crimes in the community.
ICMA Summary
Metro Summary
Iowa City, at 23, is significantly below the
Iowa City has significantly fewer UCR 1
national average.
property crimes than local peers.
Total Arrests of Property Crimes (UCR 1) Per 1000 Population
This metric highlights the number or arrests made for UCR 1 property crimes in the community.
Arrests made indicate a level of workload demand for Iowa City officers and assist in gauging the
level of property crimes in Iowa City.
ICMA Summary
Metro Summary
Iowa City is about average for property crime
Iowa City remains below the average for peer
arrests.
communities.
A -8
Consider:
Iowa City Officers are busier
than the average officer in the
area of violent crimes but not
as busy as local communities.
Consider:
Iowa City Officers are
arresting slightly less than the
average for property crimes
nationwide and has on
average fewer property crimes
nationwide. Locally, Iowa City
is below average for both
metrics.
Total UCR 1 Arrests Per Sworn Officer
This metric indicates how many UCR arrests sworn officers made in 2009. The metric helps
define workload per sworn officer.
ICMA Summary Metro Summary
Iowa City is moderately higher than the Iowa City ranks 6th for number of UCR arrests
national average. in 2009.
Juvenile Violent Crime Arrests as a Percentage of Total Violent Crime UCR 1
Arrests ( %)
This metric highlights the percentage of UCRI Violent Crime Arrests that are performed by those
being arrested as juveniles.
ICMA Summary
Metro Summary
Iowa City is slightly below the national
Iowa City ranks 6" amongst the metro - coalition
average of 15.7.
and is about average for violent juvenile
crimes.
Juvenile Property Crime Arrests as a Percentage of Total Property Crime
UCR 1 Arrests ( %)
This metric highlights the percentage of UCRI Property Crime Arrests that are performed by
those being arrested as juveniles.
ICMA Summary
Metro Summary
Iowa City is below the national average of
Iowa City is well below the average.
22.6.
A -9
Consider:
Iowa City Officers are on
average busier arresting
people for UCR1 crimes than
jurisdictions nationwide and
locally.
Consider:
On average, Iowa City officers
do not arrest as many
juveniles for crimes both
nationally or locally.
Prepared by: Adam Bentley
Email: Adam - Bentley @Iowa - City.org
Phone: (319) 356 -5010
A -10
Metro Summary
Total DUI Arrests Per 1000 Population
This number indicates how many Driving Under the Influence violations occur per 1000
Iowa City ranks 3rd and is average for
population.
local communities.
Total DUI Arrests Per Sworn Officer
Iowa City is above the average but is 4'^
This number indicates the number of DUI arrests made per sworn officer in 2010.
overall in the rankings.
Police per Capita Costs per Resident
Iowa City is below average and is tied for
This metric highlights how much each resident is paying for police service. The number is
7t' with West Des Moines.
derived from total general fund expenditures and total police general fund expenditures.
Percent of General Fund Expenditures
Iowa city ranks 8t' and is below the local
This metric indicates how much, as a percentage, is spent on police services out of the
average by 8 %.
General Fund.
Prepared by: Adam Bentley
Email: Adam - Bentley @Iowa - City.org
Phone: (319) 356 -5010
A -10
City of Iowa City, Iowa Performance Reports
2011 Iowa City Fire Department Performance Snapshot
Andy Rocca, Fire Chief
Why We Exist: The mission of the Iowa City Fire Department is to protect our community by providing
progressive, high quality emergency and preventive services.
1. Too Accomplishments and Challenges this Year
• Implemented a county -wide P25 compliant, digital 800 MHz radio system.
• Conducted ongoing response time analysis for improved service delivery.
• Developed a four district emergency response plan and updated the Johnson County Mutual Aid Box
Alarm System.
• Employed nine additional firefighters for Fire Station 4.
• Opened Fire Station 4 in the northeast part of the community on October 1, 2011.
• Responded to 4,472 total calls for service, a 7.7% increase from the previous year.
• Responded to 2,535 emergency medical calls.
• Administered year one of the FY2011- FY2016 Strategic Plan.
• Fire Prevention and Operations personnel presented 350 fire and life- safety programs and conducted
2,145 fire and life- safety inspections.
• Implemented an electronic -based fire inspection and pre -fire planning program.
• Eliminated the Captain -Fire Inspector position.
• Video conferencing utilized to conduct continuing education for personnel and improve emergency
response times.
• Identified potential sites for the relocation of the Training Center due to the Riverfront Crossings
project.
• Purchased three fire apparatus: two replacement engines and one engine for Fire Station 4.
• Provided 1,339 hours of hours of training and education and conducted 1,619 hours of physical
fitness training.
2. General Fire Data Discrepancies
Performing a comparative analysis between local jurisdictions is an imperfect process. Data is influenced
by differences in definitions, reporting, and collection measures. It must be noted that it is important to
focus on the trends in the data between communities rather than any one specific data point. While
measures have been taken to universalize and standardize the data, the trend in the data is the most
valuable information provided.
Broadly speaking, the physical, political, and demographic characteristics of each reporting jurisdiction
influence performance. Examples include unusually good or bad weather, major budget cuts, and median
household income. Citizen preferences, council or board priorities, local tax resources, and state- imposed
spending limits cause additional variation in the resources available for providing fire and EMS services.
More specifically, some of the factors that influence the comparability of fire and EMS data are:
A -11
Building stock — Industrial structures are more likely to be involved in fire or hazardous materials
events. Older structures are less likely to meet current fire codes or to be equipped with fire detection
and suppression systems. High -rise structures may pose additional challenges.
Geograahy— Street layout, terrain, the fire /EMS station locations, and traffic flow can significantly
impact the ability for one jurisdiction to achieve the same level of service as another.
staffing— Jurisdictions can vary in the numbers assigned per fire apparatus, the minimum scheduled to
work each day, the percentage of sworn vs. civilian staff, and the percentage of volunteers.
she— Jurisdictions have varying levels of EMT - medical services offered by fire departments. The
three levels are first responder, paramedic provisional and full paramedic EMS. Cost of service may vary
depending on the degree to which different departments perform EMS services.
4. ICMA Performance Measures
The data presented below represents the raw data collected by the Iowa City Fire Department and
information gathered from the Iowa Department of Public Safety. Data synthesis was based on the
International City /County Management Association (ICMA) performance measurement structure. The
Iowa City data has been benchmarked against the 2010 ICMA Measurement Performance Data.
Specifically, the analysis and benchmarks are for communities with a population between 25k and 100k.
Outcomes & 2007 2008 2009 2010 Trend Trend Comment
Measures I (pop. 66,775) (pop. 67,768) 1 (pop. 67,768) (pop. 67,862)
Receipts:
A -12
Employee Benefits Levy is
General Levy
$3,395,266
$3,670,485
$3,896,515
$4,695,652
�'
now included in the
General Fund Le
Food /Liquor
$75
_
_
_
Service now provided by
License
the Clerk's Office.
Federal Grants
$63,800
-
-
-
Iowa City has a 28E
28E Agreements
$1,126,807
$1,162,923
$1,244,990
$1,244,990
T
agreement with the
I
University of Iowa for fire
protection.
Fire Services
$4,972
$6,898
$5,151
H
Printed Materials
$160
$168
$81
Misc.
-
$50
-
Merchandise
Employee
This has been dissolved
Benefits Levy
$836,303
$802,390
$611,343
into the General Fund
Levy.
Contributions
$32,320
$525
-
220
and Donations
The jumps have been
Other Misc.
from reimbursements
Revenue
$3,898
$70
$9,489
$1,978
H
from travel for
certifications and
accreditations.
A -12
Sale of Assets
$30,826
$11,759
$1,590
$325
Total Receipts
$5,494,427
$5,655,268
$5,739,501
$5,948,615
H
Expenditures:
personnel
$4,831,783
$4,905,812
$4,855,601
$5,018,089
Services
$301,696
$361,726
$368,517
$381,274
H
Total Non -Fire
Supplies
$136,389
$129,233
$161,082
$155,156
Incidents
Capital Outlay
$210,371
$187,140
$166,502
$150,339
H
Total Structure
The continued increase is
89
77
59
85
H
due to loan repayments
for the fire station two
Other Financial
$14,188
$71,375
187,799
$243,757
T
remodel. This number
Uses
will continue to get larger
64
61
45
60
H
as fire station four loan
133
69
87
79
repayments will come
from this line item.
F T,p
$5,494,427
$5,655,268
$5,739,501
$5,948,615
T
4
Ex enditures
2
3
H
Average
Fire Metrics (Raw)
Number of
Firefighters
56
56
56
56
H
Total Non -Fire
Incidents
3,896
4,080
3,982
4,295
H
Total Structure
Fires
89
77
59
85
H
Total Non-
Structure Fires
158
100
114
93
H
Residential
Building Fires
64
61
45
60
H
Commercial
133
69
87
79
Building Fires
Industrial
Building Fires
4
1
2
3
H
Average
Response Time-
Fire incident
5:22
5:34
5:43
5:30
H
Min
Average
Response Time-
5:37
5:53
5:23
6:10
Non -Fire
Incident (Min)
A -13
Fire Synthesized
outcomes& 2007 2008 2009 2010 Trend ICMAComment
Measures
S. Iowa Metro Coalition Comparison
The Metropolitan Coalition is a coalition of Iowa's largest communities. Staff contacted city departments in each
community to provide the comparison below. Coralville and North Liberty have been included but not calculated
in the rankings. Metropolitan data is provided through the Department of Public Safety and is updated through
2009. Jurisdictions provide varying levels of medical services as a part of their operation. Below are the levels
provided:
EMS Categories
First Responder: Fire -based EMS providers that provide basic life support (BLS) and do not provide transport services to the hospital.
Paramedic Provisional: Fire -based EMS providers that provide BLS and advanced life support (ALS), typically on an engine company,
provided if and when a paramedic is present, and do not provide transport services to the hospital.
Paramedic EMS (full EMS): Fire -based EMS providers that provide ALS services and transport patients to the hospital via an
ambulance.
A -14
Iowa City is below the
Sworn Firefighters
average of 1.25 but with
Per 1000 Population
.83
.82
.82
.82
H
the additional firefighters
in 2011, will be closer to
average (1.04).
Total Residential
Iowa City is about average
Structure Fires per
.95
.90
.66
,88
H
with ICMA communities
1000 Population
surveyed (89).
Total Residential
Structure Fires Per
Iowa City is above the
1000 Residential
3'29
-
average of 2.95 for ICMA
Structure Fires
peer communities.
Total
Commercial /Industrial
Iowa City is much higher
Fires Per 1000
-
-
-
36.09
_
than the ICMA peer
Commercial /Industrial
community group of 8.67.
Structures
Total Structure Fires
1.33
1.13
.87
1.25
H
Iowa City is about average,
Per 1000 Population
hovering around the ICMA
average of 1.17.
Total Non - Structure
Fires Per 1000
2.36
1.47
1.68
1.37
Iowa City is below the
Population
I
I
average of 2.05.
Total Structure /Non-
Structure Fires Per
3.69
2.61
2.55
2.62
H
Iowa City is below the
1000 Population
average of 3.15.
Total Non -Fire
Incidents Per 1000
58.36
60.20
58.75
63.29
'f'
Iowa City is below the
Population
average of 76.84.
Fire Department Per
Iowa City is lower than the
$84.99
$83.45
$84.69
$87.65
average of $166 but will be
Capita Costs
closer to the average in
FY12 due to Fire Station 4.
Average Cost Per Call
-
$1,330
$1,381
$1,329
H
No ICMABenchmark
S. Iowa Metro Coalition Comparison
The Metropolitan Coalition is a coalition of Iowa's largest communities. Staff contacted city departments in each
community to provide the comparison below. Coralville and North Liberty have been included but not calculated
in the rankings. Metropolitan data is provided through the Department of Public Safety and is updated through
2009. Jurisdictions provide varying levels of medical services as a part of their operation. Below are the levels
provided:
EMS Categories
First Responder: Fire -based EMS providers that provide basic life support (BLS) and do not provide transport services to the hospital.
Paramedic Provisional: Fire -based EMS providers that provide BLS and advanced life support (ALS), typically on an engine company,
provided if and when a paramedic is present, and do not provide transport services to the hospital.
Paramedic EMS (full EMS): Fire -based EMS providers that provide ALS services and transport patients to the hospital via an
ambulance.
A -14
Outcomes &
Iowa
Cedar
Council
Des
Sioux
North
West
AVG
Measures
city
Ames
Rapids
Bluffs
Davenport
Moines
Dubuque
City
Comhrille
Liberty
Des
(rank)
.93
1.13
1.59
1.41
-
1.52
1.36
*.17
Moines
Population
(2010)
67,862
(6)
58,965
126,326
62,630
99,685
203,433
57,637
82,684
17,269
12,200
56,609
-
Medical
Services
FR
FR
PP
PE
PP
PE
PE
PP
FR
FR
FR
-
Provided
FR: First Responder PP: Paramedic Provisional PE: Paramedic EMS (Full)
Metro Coalition Metrics
Sworn
Firefighters
.82
.93
1.13
1.59
1.41
-
1.52
1.36
*.17
Per 1000
(8)
*.16
-.85
1.20
Population
Total
Residential
Structure Fires
Per 1000
.88
(5)
42
1.08
.96
.8
-
.91
1.22
1.33
1.14
-
.89
Population
Served
Total
Residential
Structure Fires
3.29
1.80
2.72
1.5
2.78
2.77
2.41
-
2.69
3.61
3.24
Per 1000
(2)
-
Residential
Structures
Total
Commercial /In
dustrial
16.41
Structure Fires
36.09
23.03
17.39
4.37
16.01
-
9.52
8.46
.003
per 1000
(1)
0
-
Commercial /In
dustrial
Structures
Total
Structure Fires
1.25
1.23
1.34
1.1
1.09
-
3.59
1.56
1.5
per 1000
(7)
1.47
1.3
1.55
Population
Total Non -
Structure Fires
7.89
per 1000
(6)
9.2
8.72
11.46
10.6
6.54
5.3
7.74
13.9
3.5
13.77
9.02
Population
Total
Structure /Non
2.62
- Structure
(6)
2.96
2.43
4.29
4.13
-
5.91
2.97
4.78
2.21
-
3.61
Fires Per 1000
Population
Total Non -Fire
Incidents Per
63.29
1000
(4)
62.85
42.08
84.39
144.7
-
80.46
60.96
42.56
55
-
76.96
Population
Fire
Department
$87
$67
$125
$206
$110
$148
$144
$153
$31
Per Capita
(7)
$32
-
$130
Costs
Average Cost
$1,329
$1,020
$2,827
$2,332
$744
-
$1,674
$2,406
$653
Per Call
5
707
$1,761
Percent of
General Fund
12.6%
13.8%
15.5%
19%
26%
22%
18%
26%
3.5%
1.5%
11%
18"7a
(8)
.4
Ex nditures
Square Miles
24. 4
Served
(8)
24.7
71.8
44
64.9
-
31
59
14
56
42
45.2
A -15
Cost Per
This metric reflects the ratio of firefighters relative to the population protected. This metric can
be used as an indicator to baseline protection /service levels in a community. This data can be
used to supplement other metrics to enhance overall understanding of service performance.
ICMA Summary
Metro Summary
Across the country, peer communities tend to
In 2010, Iowa City had a smaller ratio of
have a higher firefighter /population ratio.
Firefighters to the general population.
Service levels and staffing needs are based on
However, with the addition of nine firefighters
community needs. Having a lower or higher
Square Mile
243.7
160.3
207.8
292.5
170.3
-
268.9
215.6
38.1
69.9
146.4
213.1
(3)
(1,000's)
General Fund
Expenditures
.51
.55
.22
.43
.40
-
.58
.47
.25
Per Square
(3)
.026
.26
.42
Mile
Information based on most accurate data reflected in the budgeted, estimated, or re- estimated municipal budgets for each community
6. Metric Comparative Analysis ICMA vs. Metro Coalition
Total Number of Firefighters per 1000 Population Served
This metric reflects the ratio of firefighters relative to the population protected. This metric can
be used as an indicator to baseline protection /service levels in a community. This data can be
used to supplement other metrics to enhance overall understanding of service performance.
ICMA Summary
Metro Summary
Across the country, peer communities tend to
In 2010, Iowa City had a smaller ratio of
have a higher firefighter /population ratio.
Firefighters to the general population.
Service levels and staffing needs are based on
However, with the addition of nine firefighters
community needs. Having a lower or higher
in 2011, that number will increase.
ratio is not exclusively indicative of the level
of protection.
Total Number of Residential Press per 1000 Population Served
The ratio between residential structure fires and total population served provides an indication on
the level of protection the fire department is offering relative to residential fires. Communities
with a higher ratio have more fires per person than communities with lower ratios.
ICMA Summary
Metro Summary
Iowa City has an average ratio compared to
Iowa City has a lower ratio compared to
peer communities across the country.
communities in our metro coalition.
However, the City's ratio has steadily
decreased since 2007.
Total Number of Residential Fires per 1000 Structure Fires
The ratio between residential structure fires and total residential structures indicates the
workload staff assumes with relation to residential fires and how well a community prevents
residential fires.
ICMA Summary
Metro Summary
Iowa City has a higher ratio when compared
Iowa City has a relatively medium to high ratio
to peer communities across the country. This
when compared to our neighbors.
indicates that Iowa City has more fires per
1000 structures than similar size communities
nationwide.
A -16
Consider:
Staffing levels may be
different in peer communities
as most communities provide
either provisional or full
paramedic services.
Consider:
Ratios can be related to the
balance of
residential/commercial
housing, housing stock,
environmental factors, and
demographics.
Total Number of Commercial and Industrial Structure Fires per 1000
Commercial and Industrial Structure Fires
The ratio between commercial /industrial structure fires and total commercial /industrial structures
indicates the workload staff assumes with relation to commercial and industrial fires and how well
a community prevents such fires.
ICMA Summary
Peer communities have, on average, a
significantly lower ratio than Iowa City. Of the
peer communities in the ICMA study, very few
included large student populations relative to
the total city population.
Metro Summary
Iowa City has the highest ratio of these fires
when compared to our local neighbors. An
interesting point to note is that the community
with the second highest ratio is the City of
Ames.
Total Structure Fires per 1000 Population
The ratio between structure fires and total population served provides an indication on the level
of protection the fire department is offering relative to structure fires and the workload
associated with structure fires. Communities with a higher ratio have more structure fires per
person than communities with lower ratios.
ICMA Summary
Metro Summary
Iowa City remains average with peer
Iowa City has a mid -range ratio compared to
communities nationwide on this metric.
local communities.
per
The ratio between non -fire incidents and population indicates the workload our fire staff assumes
when responding to emergencies /non - emergencies not relating to a fire. Examples of such a
service could include medical or rescue.
ICMA Summary
Iowa City remains slightly below average
nationwide for this metric. Many of the
communities in the ICMA study provide
advanced medical services that would raise
this metric for such communities.
Metro Summary
Iowa City ranks in the middle between the
metro coalition.
A -17
Consider:
In Iowa City, commercial
property includes multi - family
houses that have 3 or more
rental units and apartment
buildings zoned commercially.
Consider:
While we may be slightly
below average nationwide and
similar to local communities,
services provided must be
considered to further enhance
understanding of this metric.
Fire Department Per Capita Costs
This metric simply measures the total general fund expenditures for the Fire Department on a per
capita basis for the community. Tied with other measures, this metric provides further clarity in
terms of level of service and costs.
ICMA Summary
Metro Summary
Iowa City below the average for per capita
Iowa City is the second cheapest fire
costs compared to our peer communities
department in the metro coalition. However, in
nationwide. However, with implementation of
2011, Iowa City will be average for local
the new fire station, Iowa City rises to just
communities in per capita costs rising from $87
slightly below the average.
to $125 per taxpayer.
6. Maior issues to address in the near future
• Development and implementation of a Human Capital /Workforce Plan
• Reaccreditation with the Commission on Fire Accreditation International
• Relocation of the Fire Training Center
• Relocation of Fire Station 1
• Construction of Fire Station 5 in the South Planning District
• Ensure core programs meet jurisdictional service delivery demands and needs
Prepared by: Adam Bentley
Email: adam- bentley(Nowa- city.org
Phone: (319) 356-5010
A -18
Metro Summary
Average Cost Per Call
This metric simply measures the total general fund expenditures for the fire department
Iowa City pays relatively less per call
into the number of responded calls. In a comparative analysis, this highlights the per call
than the majority of peer local
costs between communities
communities.
Percent of General Fund Expenditures
This number compares how much the City of Iowa City spends on fire services relative to
Iowa City ranks second to last in terms of
expenditures from the general fund.
overall general fund expenditures.
Square Miles Protected /Served
Iowa City has the smallest amount of
This is just a metric defining amount of space protected by the fire department.
protected territory to cover compared to
the metro - coalition communities.
Cost Per Square Mile
Iowa City ranks third and is $30,000
This highlights how much Iowa City is spending per square mile protected. Higher totals
above the average per square mile.
indicate larger amounts of money being spent.
General Fund Expenditure Per Square Mile
Iowa City ranks third overall for general
This number compares how much the City of Iowa City spends out of its general fund for
fund expenditures per square mile.
fire expenditures per protected mile.
6. Maior issues to address in the near future
• Development and implementation of a Human Capital /Workforce Plan
• Reaccreditation with the Commission on Fire Accreditation International
• Relocation of the Fire Training Center
• Relocation of Fire Station 1
• Construction of Fire Station 5 in the South Planning District
• Ensure core programs meet jurisdictional service delivery demands and needs
Prepared by: Adam Bentley
Email: adam- bentley(Nowa- city.org
Phone: (319) 356-5010
A -18
City of Iowa City, Iowa Performance Reports
2011 Iowa City Housing and Inspection Department Performance Snapshot
Doug Boothroy, Director
Why We Exist: The Housing and Inspection Services Department is responsible for administering and
enforcing the building codes as well as portions of the Municipal Code and local City Ordinances. This is
done through the plan - checking stage and then again at the Feld inspection stage.
The mission of the Building Inspection Division is to promote the general health, safety, and welfare of
the citizens of Iowa City by assisting citizens with the code and permit process, by working with
developers and contractors in achieving their goals, and by working with other City departments for a
coordinated effort. We strive to achieve these goals and contribute to the overall mission of the City by:
• Administration and compliance of the codes and ordinances adopted by the City of Iowa City that
regulate buildings and properties located in the City.
• Provide information to the public and to assist them in understanding and the application of the
adopted codes and ordinances.
• Insure that those individuals and companies that do business in the City meet the regulatory
standards set forth in the building code and local ordinances for business and occupation in which
they are operating.
The mission of the Housing Inspection Division is to ensure the housing facilities are of the quality
necessary to protect and promote the health, safety, and welfare of not only those persons utilizing these
facilities, the general public as well. We strive to achieve these goals and contribute to the overall
mission of the City by:
• The inspection of all rental properties located in the City on a two year cycle.
• The inspection of all housing related to the Housing Authority's Housing Choice Voucher Program.
• Investigating and resolving housing and nuisance complaints for all properties
The Iowa CdyHousing Authority (ICHA) acts as a community leader for affordable housing, family self -
sufficiency, and homeownership opportunities. We provide: Information & Education, Housing Assistance,
Public & Private partnership opportunities.
1. Top Accomplishments and Challenaes this Year
• Total value of construction in 2010 was 96 million dollars, up 21 million from 2009 but remains
22.5 million below a ten year average of 118.5 million.
• Building Plan reviews completed within two (2) day average from permit application date.
• Building permits issued within fifteen (15) days average from date application was received.
Land Use and Site Plan Review
• Site Plans were reviewed within 3 days average from date received.
• Minor Site plans were approved within 28 days average from date application received.
• Major Site plans approved within 45 days average from date application received.
Rental Inspections
• Maintained 2 year inspection cycle for all rental properties.
• Added 110 properties to the rental permit roles.
• 1,418 housing assistance inspections conducted for the Housing Authority.
• 98.6 % of rental cases brought into voluntary compliance.
A -19
• Maintained less than two day average to respond to complaints from date complaint received.
• Maintained less than fourteen (14) days average to gain compliance from date complaint was
received.
• Voluntary compliance on 84% of Complaint cases.
• Implemented Temporary Use permit for Iowa football home game vendors.
• Administered the acquisition, nuisance abatement and sale of two abandoned properties.
• Maintained a minimum 98% lease -up rate for both the Housing Choice Voucher (HCV) and Public
Housing programs.
• Achieved High Performance status for both programs.
• Utilized public and private forums to dispel myths and stereotypes about the households that need
affordable housing. Met with the new Iowa City Community School District Superintendent, who
then arranged for the Housing Authority to address the District Parents Organization.
• Completed with Cable TV a short program providing "Who We Are and What We Do" information;
will develop a more detailed program, designed to "Tell the Housing Authority's Story" (a multi -
segment program).
• Partnered with the Domestic Violence Intervention Project (DVIP) to use Tenant Based Rental
Assistance (TBRA) funds to assist 4 families in their Transitional Housing Opportunities for victims
of domestic violence.
• Maintained a 90% lease -up rate (100% for the 5 1- bedroom and 4 2- bedroom units) for the
Peninsula Apartments.
• Peninsula Apartments revenues exceed expenses.
• Finding suitable tenants for the 3- bedroom unit in Peninsula Apartments.
2. Maior Issues to Address in the Near Future
• Adopt the 2012 International Codes
• Review new requirement to protect light weight construction materials.
• Review requirement to install fire suppression in all newly constructed homes.
• Monitor State Electrical Code adoption and verify local electrical code compliance.
• Conduct ongoing analysis for improved service delivery
• Monitor state trade licensing requirements and verify local trade licensing is compliant
• Update of technology to increase efficiency and enhance customer service.
• Allow electronic submittals of plan documents
• Scanning of subdivisions files to make accessible electronically.
• Activate process to allow inspection activities to be emailed to clients after each
inspection.
• Continue to monitor all available resources to find over - occupied rentals and properties rented
without permits.
• Expand pro - active neighborhood code enforcement efforts.
• Increase the use of technology to allow for in the field case entry and reporting.
• Increase the use of e-mail to send inspection reports and rental permits to property managers
and owners.
Maintain lease -up rates in both the HCV and Public Housing programs.
A -20
• Maintain involvement with the National Association of Housing and Rehabilitation Officials
(NAHRO), Public Housing Authorities Directors Association (PHADA), to ensure that Federal
funding continues to fully support the Housing Choice Voucher, Public Housing, and Family Self -
Sufficiency programs.
• Maintain involvement with Iowa Home Ownership Education Project (IHOEP).
• Maintain National criminal background checks through the Iowa Department of Criminal
Investigation (DCI) and Federal Bureau of Investigation (FBI).
• Increase efforts to cooperate with local law enforcement agencies, including participating in the
MATS 2012 training; specifically, building a stronger relationship with Coralville, North Liberty,
and the Johnson County Sheriff.
• Promote Housing Authority Mission, Priorities, and Goals and educate the general public on the
administration of Federal Housing programs.
• Seize opportunities to reduce waiting list and serve eligible families while maintaining Housing
and Urban Development (HUD) required staff /tenant caseload ratios.
• Continue Good Neighbors — Strong Neighborhoods initiative and Partnership with Neighborhood
Services and Neighborhood Associations.
• Continue working with Mediation Services and the 6 1 Judicial District on our "Family Council"
approach to dealing with youth engaging in criminal activity that may jeopardize housing
assistance.
• Maintain partnership with Iowa Area Association of Realtors working together on Homebuyer
Education projects and Affordable Homeownership New Construction projects.
• Utilize public and private forums to dispel myths and stereotypes about the households that need
affordable housing.
• Continue exploration of implementing direct deposit of landlord /owner Housing Assistance
Payments (HAP) with the Finance Department.
• Maintain a 90% lease -up rate (100% for the 5 1- bedroom and 4 2- bedroom units) for the
Peninsula Apartments.
• Find suitable tenants for the 3- bedroom unit in Peninsula Apartments.
3. General HIS Data Discrepancies
Performing a comparative analysis between local jurisdictions is an imperfect process. Data are
influenced by differences in definitions, reporting, and collection measures. It must be noted that it is
important to focus on the trends in the data between communities rather than any one specific data
point. While measures have been taken to universalize and standardize the data, the trend in the
data is the most valuable information provided.
More specifically, some of the factors that influence the comparability of HIS data are:
• The ability for communities to collect data and maintain records of data (ex. Some track CY
others track F17.
• Differences in the services offered and reported by similar departments (the degree to which
these functions are executed are very diverse).
• How services are highlighted in the budget document.
• Staff worked to universalize the data; however, some communities had very fractured systems;
this required staff to execute latitude in combining services and budgets.
A -21
4. ICMA Performance Measures
The data presented below represents the raw data collected by the Iowa City Housing and Inspection
Services Department. Data synthesis was based on the International City /County Management
Association (ICMA) performance measurement structure. The Iowa City data has been benchmarked
against the 2010 ICMA Measurement Performance Data. Specifically, the analysis and benchmarks are
for communities with a population between 25k and 100k.
outcomes & 2007 2008 2009 2010 Trend
Trend
Measures (pop. 66,775) (pop. 67,768) (pop. 67,768) (pop. 67,862) Comment
Receipts:
HIS Department Administration
General Levy
$294,284
$309,029
$307,271
257,635
H
Bldg and
$350
$750
$1,050
$1,900
Development
Code
$5,378
$5,092
$7,858
$16,368
Heavy snow season in
Enforcement
2010
Printed Materials
$139
$412
$218
$44
Other Misc.
$10
$111
$218
$895
Revenue
Total Receipts
$300,161
$315,394
$316,492
$277,112
H
Housing Inspections
General Levy
$77,832
$52,565
$73,516
($8,797)
Misc. Permits and
$480
$320
$720
$880
Licenses
Construction
Permit and
$354,002
$377,064
$375,792
$460,388
Inspection Fees
Printed Materials
$129
$93
$30
$33
H
Other Misc.
_
-
-
$335
Revenue
Total Receipts
$432,443
$430,042
$450,058
$452,839
Building Inspection
General Use
$12,856
$15,679
$9,871
$7,098
Permits
Food and Liquor
$145
$135
$141
$107
H
License
Misc. Permits and
$1,530
$1,450
$1,930
$1,815
L i censes
Professional
$59,095
$63,855
$34,799
$7,025
L i censes
Construction
Permit and
$786,716
$638,730
$664,687
$535,749
A -22
Inspection Fees
Misc. License and
$210
$830
$290
-
Permits
Local
Government 28E
-
$1,502
$1,411
$2,534
Agreements
Building and
$292,562
$355,360
$288,339
$251,929
Development
Printed Materials
$927
$1,173
$1,054
$465
Other Misc.
-
$55
$4,288
$1,089
Revenue
Interest
-
-
$946
$949
H
Revenues
Sale of Assets
-
$76
-
-
Loans
-
-
$8,862
$11,376
T
The A2 Occupancy
Program -Loan Payments
Total Receipts
$1,154,041
$1,078,845
$1,016,139
$819,636
Housing Authority
Federal
Increase due to American
Intergov.
$7,192,364
$6,307,111
$6,643,329
$7,793,433
H
Renewal /Reinvestment
Revenue
Act(APRA)
Contributions
$1,161
$4,669
$1,051
-
and Donations
Other Misc.
Increase due to the
Revenue
$75,187
$36,965
$85,662
$148,182
Tenant to Own Program
TOPS
Interest Revenue
$272,572
$281,031
$139,537
$89,408
Rents
$138,711
$145,438
$179,485
$180,311
Royalties and
$21,851
$24,354
$23,287
$29,030
Commissions
Sale of Assets
$777,787
$331,658
$1,935
$412,159
Sold a building
. Transfers
$1,506
$245,080
$49,525
$45,055
I n
In
Loans
$85,788
67,583
$97,462
$570,805
T
Broadway Mortgage
I
Refinance
Total Receipts
$8,566,927
$7,443,902
$7,222,623
$9,268,383
A -23
Expenditures:
HIS Department Administration
Personnel
$243,986
$253,672
$307,271
$223,272
H
Relocation of Support
Staff
Services
$50,618
$61,591
$57,777
$53,137
H
Supplies
$545
-
$929
$193
H
Capital Outlay
$5,012
$131
-
$510
Total
Expenditures
$300,161
$315,394
$316,492
$277,112
H
Housing Inspection
Personnel
$344,981
$365,802
$365,557
$393,092
Services
$53,030
$62,615
$76,984
$56,767
Supplies
$1,502
$1,625
$7,517
$2,980
Capital Outlay
$32,930
-
-
-
Total
Expenditures
$432,443
$430,042
$450,058
$452,839
Building Inspection
Personnel
$532,332
$550,702
$542,784
$608,062
T
I
Relocation of Support
Staff
Services
$79,580
$133,197
$198,032
$130,338
Supplies
$12,006
$14,828
$14,355
$8,614
Capital Outlay
$1,219
$1,226
$17,825
-
Total
Expenditures
$625,137
$699,953
$772,996
$747,014
Housing Authority
Personnel
$833,493
$862,510
$902,423
$933,482
Services
6,383,275
$6,358,736
$6,080,004
$6,951,261
Supplies
$8,414
$11,562
$9,126
$10,958
H
Capital Outlay
$230,774
$497,909
399,433
$164,106
H
Land Acquisition
Other Financial
Uses
$1506
-
-
$18,000
Total
Expenditures
$7457,462
$7,730,717
$7,390,986
$8,077,807
A -24
Building Inspection Metrics
Outcomes & 2007 2008 2009 2010 Trend Trend Comment
Measures
Building Permits
Issued
744
889
704
779
H
Electrical Permits
Issues
346
555
322
326
H
Plumbing
175
230
120
107
Permits Issued
Mechanical
157
185
116
238
Permits Issued
Construction Site
162
149
140
117
Run -Off Permits
Demolition
27
19
47
74
Permits Issued
Fire Sprinkler
Permits
50
69
50
42
H
Fire Alarm
Permits
8
45
53
45
H
Sign Permits
247
192
118
160
Flood Plan
Development
22
107
48
33
Permits
Liquor Permits
155
155
155
155
H
Moving Permits
7
4
1
1
Temporary Use
19
22
13
16
Permits
Construction
2,457
2,945
2,172
2,384
H
Permits Issued
Site Plan
Development
33
44
31
20
H
Reviews
BackFlow
85
70
78
59
Prevention Cases
Water Tap
Applications
202
194
162
192
H
Water Hydrant
Connections
18
16
14
20
H
Single Family
Dwellings
133
114
127
108
A -25
Duplex Dwelling
26
16
10
8
Units
3,529
3,584
3,658
3,768
Multi - Family
16,310
16,437
16,591
16,780
H
Dwelling Unites
83
141
71
80
H
Total Building
Permits Issued
1,418
1,468
H
Per 1000
Population
Total Permit
Issued Per FTE
_
15,326
15,483
16,465
H
Housing Inspection Metrics
Outcomes & 2007 2008 2009 2010 Trend Trend Commant
Measures
Active Rental
Permits
3,529
3,584
3,658
3,768
Total Rental
16,310
16,437
16,591
16,780
H
Units
Housing
Assistants Units
1,418
1,468
H
Inspected
Total Inspection
Activity Related
to Rental Unit
_
15,326
15,483
16,465
H
and Housing
Authority
Inspections
Percent of
Rental Voluntary
98.9%
98.5%
98%
98.6%
H
Compliance
Housing Code
Complaint Cases
Related to
175
179
172
219
H
Criminal
Complain Cases
Zoning /Nuisance
Complaints
2,194
2,026
2,053
2,140
H
Snow
1,194
986
790
788
Complaints
Weed
Complaints
346
333
345
412
H
Junk/Salvage
114
117
200
165
Complaints
Other
540
590
718
775
Complaints
Citation
47
52
101
69
Complaints
Prepared by: Adam Bentley
Email: Adam - Bentley @Iowa - City.org
Phone: (319) 356 -5010
A -26
City of Iowa City, Iowa Performance Reports
2011 Iowa City Public Library Performance Snapshot
Susan Craig, Library Director
Why We Exist: The Iowa City Public Library is an innovative and responsive community center that
supports lifelong learning, literacy, and access to the world of ideas.
Strategic Plan Goals:
• Make the Library easier to use and more accessible.
• Improve visibility and awareness of library services, programs and collections.
• Develop partnerships that build community and support the Library's mission.
• Provide resources that inform, entertain, engage and inspire.
1. Too Accomplishments and Challenges this Year
Adopted a facilities master plan after studying community needs for remote service locations as well
as layout and operations of main library.
• Circulated 1,577,730 materials, all time circulation record.
768,033 library building visits.
Finalized contract with the University of Iowa to provide access to children's literature materials.
Provided orientation and tours to Department of Education and School of Library and Information
Science students and faculty.
Expanded delivery of children's early literacy programming outside the building (327 programs for
7,404 children.)
Improved customer service through cross- training of staff, offering more options to renew materials,
adding a self- checkout station in the Children's Room, and redesigning the public access catalog to
make it easier to use and to improve visibility of premium databases.
Expanded use of social media including Facebook and Twitter.
• Partnered with Iowa City UNESCO City of Literature on various projects, including BookMarks.
Offered more technology assistance to patrons through partnerships with the Johnson County Livable
Communities to provide Senior Tech Zone, and Library staff offered assistance to walk -in patrons at
Tech Help- Tuesdays.
• Increased offerings of downloadable audio and e- books. Saw increases in circulation of 107% for
electronic materials.
• Began a pilot project in March to stream video programming. By June 30, 2011, there were 1,176
views of 40 programs.
• Reorganized library departments to better reflect community needs and improve service.
2. Maior Issues to Address in the Near Future
• Implement recommendation of the new facility plan including work in the main building and opening
a public access computer center in the Police substation at Pepperwood Plaza.
• Identify core competencies and train staff in order to improve customer service.
• Plan and deliver major programming initiatives with the Johnson County Civil War Sesquicentennial
Committee, Dan Gable Museum, and Iowa City UNESCO City of Literature.
• Offer Iowa Workforce Development software and assist users.
• Work with the Iowa City Public Library Friends Foundation to set and accomplish fundraising goals.
• Plan program to offer downloadable access to the work of local musicians.
• Expand technology support for the public.
A -27
• Continue to offer collections users want and need in a variety of formats.
• Improve public access to the internet and technology training.
• Raise awareness of library programs and services.
• Identify and work with partners to provide support for children who struggle with reading.
3. ICMA Performance Measures
The data presented below was collected by the Iowa City Public Library. Data synthesis was based on the
International City /County Management Association (ICMA) performance measurement structure. The Iowa
City data has been benchmarked against the 2010 ICMA Performance Measurement Data. Specifically, the
analysis and benchmarks are for communities with a population between 25k and 100k
Outcomes & 2007 2008 2009 2010 Trend ICMA
Measures I (pop. 66,775) (pop. 67,768) 1 (pop. 67,768) (pop. 67,862) 1 1 Comment
Operating Revenue:
City Revenue
$3,843,675
$4,002,757
$4,189,162
$4,415,502
�t
ICPL's per capita
per Capita
ICPL's revenues have
increased gradually and
City Revenue
$57.56
$59.07
$61.82
$65.07
per Capita
$8.57
$8.99
$9.16
$9.96
significantly, while the
percentage of total
revenue provided by the
City has fallen slightly.
Total Revenue
$4,849,492
$5,109,824
$5,283,812
$5,681,875
T
Total Revenue
$7262
$75.40
$77.97
$83.73
per Capita
Expenditures
$4.763,672
$5,307,079
$5,283,812
$5,798,743
�'
Operating Expenditures:
Total Collection
Expenditures
$572,223
$608,928
$621,044
$676,169
�t
ICPL's per capita
per Capita
operating expenditures of
$85.45 are 2.5 times
Total Collection
Expenditures
$8.57
$8.99
$9.16
$9.96
higher than the 2010 peer
r Capita
group average of $32.91.
This should be analyzed in
Total Operating
Expenditures
$4.763,672
$5,307,079
$5,283,812
$5,798,743
�'
conjunction with
per Capita
10.19
10.57
10.99
11.00
circulation and registered
borrower data, which are
Total Operating
Expenditures
$71.34
$78.31
$77.97
$85.45
�'
also very high for ICPL.
per Capita
registered borrowers as
Iowa City has residents,
services:
Circulation
20.91
21.61
22.49
22.30
�t
Circulation per capita of
per Capita
22.30 is significantly
higher than ICMA's 2010
Library Visits
680,568
716,412
745,077
746,556
peer group average of
12.3. Visits per capita of
Library Visits
�t
11.00 are also much
per Capita
10.19
10.57
10.99
11.00
greater than the peer
group average of 7.4.
Registered
64,141
65,786
66,539
67,892
T
ICPL has as many
Borrowers
registered borrowers as
Iowa City has residents,
Borrowers as %
much higher than the
of Population
96.1%
97.1%
98.2%
100.0%
ICMA average of 65 %.
This may help explain
A -28
Outcomes & 2007 2008 2009 2010 Trend ICMA Comment
Measures
Reference
60.55
65.20
65.00
66.53
H
higher circulation, staff
Transactions
88,084
85,079
85,131
81,298
,�,
size, and operations
Total Collection
expenditures. ICPL has a
Public Internet
44
48
46
46
H
high number of borrowers
Terminals
Serial
the 2010 peer group
average of 0.53.
that live outside of Iowa
Subscriptions
546
514
522
527
(per 1,000)
Internet
0.96
0.96
0.98
H
City. 71% of registered
Terminal Users
134,888
132,080
131,300
123,636
borrowers are City
residents.
Employees:
FTE Total Staff
60.55
65.20
65.00
66.53
H
Total collection size has
ICPL's FTE staff per capita
is significantly higher than
Total Collection
FTE MLS
14.90
14.90
14.90
14.90
H
y
become more rapid as
electronic materials
Serial
the 2010 peer group
average of 0.53.
FTE per Capita
Subscriptions
546
514
522
527
(per 1,000)
0.91
0.96
0.96
0.98
H
Collections:
Total Collection
241,533
240,622
228,904
225,622
H
Total collection size has
diminished slightly; this
reduction will likely
Total Collection
per Capita
3.62
3.55
3.38
3.32
y
become more rapid as
electronic materials
Serial
Subscriptions
546
514
522
527
H
become more prevalent.
3. General Library Data Discrepancies
Performing a comparative analysis between local jurisdictions is an imperfect process. Data are influenced by
differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on
the trends in the data between communities rather than any one specific data point. While measures have been
taken to universalize and standardize the data, the trend in the data is the most valuable information provided.
More specifically, some of the factors that influence the comparability of Library data are:
• Nonresident borrower ratio: The ratio of resident to nonresident borrowers can influence funding for
materials acquisition and program planning. Generally, jurisdictions are more inclined to fund
materials and programming for their own residents.
• Some variation in the number of borrowers may be attributed to the frequency with which jurisdictions
purge their borrower records. All other conditions being equal, jurisdictions that purge records
frequently tend to report fewer registered borrowers than jurisdictions that purge infrequently.
• Because some jurisdictions provide library services to neighboring jurisdictions by means of contract or
other official agreement, the size of the service area may be larger than the population of the
jurisdiction.
• Variations in library expenditures may be attributed to differences in the number of library facilities,
the hours of operation, and the size and scope of holdings and programs.
• Also possibly influencing expenditure levels is citizen demand for library services; traditional library
services such as book loans and reference assistance as well as less traditional library-based services
such as Internet access, adult literacy programs, and more.
• Some differences in the number of items circulated during the reporting period may be attributed to
the size of a jurisdiction's library collection and the proportion of the collection that circulates outside
the library. For example, an increasing number of jurisdictions offer access (both in- library and remote)
to substantial electronic holdings that do not circulate outside the library per se and, therefore, may not
be reflected in circulation statistics.
A -29
4. Iowa Urban Public Libraries (IUPLA) Comparison
The data presented below represent performance measures from the Iowa Urban Public Libraries members;
these are the public libraries from Iowa's largest communities. Population for each city is based on 2010 Census
data; the populations of contracting cities and outlying rural areas are not included. This can affect per capita
analyses; it is important to analyze data with respect to a library's level of registered borrowers.
Outcomes
Iowa City
Ames
Cedar
Council
Davenport
port
Des
Dubuque
Sioux City
Waterloo
& Measures
(rank)
Rapids
Bluffs
Moines
Population
67,862
58,965
126,326
62,630
99,685
203,433
57,637
82,684
68,406
(2010)
(6)
$0
$203,000
$0
$990,042
$0
$0
$0
$530,196
Employees
FTE
66.53
44.35
44.10
24.41
65.40
94.93
28.73
35.20
30.53
Registered
15
MLS in FTE
(1)
8
12
7
17
29
9
6
4
FTE
$677,784
$0
$203,000
$0
$990,042
$0
$0
$0
$530,196
Expenditures
0.98
per Capita
tl)
0.75
0.35
0.39
0.66
0.47
0.50
0.43
0.45
(per 1,000)
(3)
Borrowers
Total
Registered
Borrowers
67,892
(2)
34,202
58,478
51,072
45,703
167,795
43,172
52,007
47,599
Registered
1.00
Borrowers
(1)
0.58
0.46
0.82
0.46
0.82
0.75
0.63
0.70
per Capita
$677,784
$0
$203,000
$0
$990,042
$0
$0
$0
$530,196
Expenditures
(2)
per
$85.41
$96.64
$73.04
$42.48
$92.69
$44.58
$57.58
$51.66
$47.32
Registered
(3)
Borrower
(1)
$54.08
$26.99
$27.94
$31.03
$33.06
$43.13
$31.17
$23.16
Receipts
City
$3,7
$3,188,615
$3,409,423
$1,738,490
$3,093,506
$6,725,210
$2,485,652
$2,576,947
$1,584,149
Appropriation
(2)
(2)
City Income
Received
$677,784
$0
$203,000
$0
$990,042
$0
$0
$0
$530,196
from Special
(2)
Levies
Per Capita
$55.08
City
(1)
$54.08
$26.99
$27.94
$31.03
$33.06
$43.13
$31.17
$23.16
Appropriation
County
$381,180
$125,528
$85,826
$195,352
$0
$60,056
$0
$0
$59,721
(1)
Federal
$0
$0
$0
$0
$0
$0
$0
$0
$0
Assistance
State
$99,749
$80,715
$77,280
$29,791
$55,034
$127,756
$41,712
$58,272
$60,354
Revenues
(2)
Fines /Fees
$2362,630 6 3
$116,697
$80,987
$86,722
$49,358
$438,243
$77,042
$79,593
$41,147
Endowments
$226,848
and
(1)
$101,893
$113,697
$157,574
$43,212
$172,335
$4,223
$65,953
$138,949
Gifts
Other
$321,966
$54,256
$146,085
$168,614
$5,0000
$143,805
$58,750
$29,709
$103,501
(1)
A -30
outcomes
Iowa City
$3,667,704
Cedar
Council
$4,236,152
Des
$2,667,379
$2,810,474
$2,518,017
8, Measures
(rank)
Ames
Rapids
Bluffs
Davenport
Moines
Dubuque
Sioux City
Waterloo
Total
Receipts
$5,681,875
(2)
$3,667,704
$4,116,298
$2,376,543
$4,236,152
$7,667,405
$2,667,379
$2,810,474
$2,518,017
Expenditures
(2)
(2)
$405,798
$478,000
$363,903
$500,000
$764,238
$419,522
$343,596
$201,338
Per Capita
$83.73
$62.20
$32.58
$38.19
$42.50
$37.69
$46.28
$33.99
$36.81
Total Income
(1)
$502,588
$776,161
$282,407
$838,444
$1,495,571
$346,764
$543,245
$462,068
Expenditures
Total
$5,7
$3,305,438
$4,271,101
$2,169,707
$4,446,573
$7,480,332
$2,485,652
$2,686,758
$2,252,582
Expenditures
(2)
(2)
$405,798
$478,000
$363,903
$500,000
$764,238
$419,522
$343,596
$201,338
Salaries
$2,987,137
(2)
$1,901,394
$2,180,730
$1,011,206
$2,187,962
$4,088,185
$1,348,784
$1,413,043
$1,295,858
Benefits
$2,526
$502,588
$776,161
$282,407
$838,444
$1,495,571
$346,764
$543,245
$462,068
Material
(2)
$6.88
$3.78
$5.85
$5.02
$3.76
$7.28
$4.16
$2.94
Personnel
$57,563
Costs per
(5)
$54,205
$67,050
$52,995
$46,275
$58,820
$59,017
$55,576
$57,580
FTE
(5)
12.28%
11.19%
16.77%
11.24%
10.22%
16.88%
12.79%
8.94%
Benefits as a
74656
5
6,5
% of
22.0%
20.9%
26.2%
21.8%
27.7%
26.8%
20.5%
27.8%
26.3%
Personnel
(6)
Costs
11.00
Personnel
(1)
7.39
2.91
7.01
5.13
6.61
4.97
5.08
4.02
Costs as a %
66.0%
72.7%
69.2%
59.6%
68.1%
74.6%
68.2%
72.8%
78.0%
of Total
(8)
Expenditures
Expenditures - Materials
Total
$676,169
1,431,023
708,139
600,372
695,036
1,527,788
666,138
584,104
441,746
Material
(2)
$405,798
$478,000
$363,903
$500,000
$764,238
$419,522
$343,596
$201,338
Expenditures
(2)
Per Capita
$9.96
Material
(1)
$6.88
$3.78
$5.85
$5.02
$3.76
$7.28
$4.16
$2.94
Expenditures
Material
11.66%
32,267
16,058
24,595
10,627
16,094
23,186
16,594
14,469
Exp.as a %
(5)
12.28%
11.19%
16.77%
11.24%
10.22%
16.88%
12.79%
8.94%
of Total Exp.
74656
5
6,5
Services
Circulation
1,513 ) 52
1,431,023
708,139
600,372
695,036
1,527,788
666,138
584,104
441,746
Circulation
22.30
24.27
5.61
9.65
6.97
7.51
11.56
7.06
6.46
per Capita
(2)
Circulation
6'7
per Item
(1)
6.5
6.6
3.1
2.2
2.7
3.3
2.5
2.6
Turnover
Circulation
22,742
32,267
16,058
24,595
10,627
16,094
23,186
16,594
14,469
per FTE
(4)
Annual
74656
5
6,5
Building
,
435,572
367,295
436,136
511,259
1,344,334
286,416
419,635
274,903
Traffic
Building
11.00
Traffic per
(1)
7.39
2.91
7.01
5.13
6.61
4.97
5.08
4.02
Capita
A -31
Outcomes Iowa City Cedar Council Des
& Measures (rank) Ames Rapids Bluffs Davenport Moines Dubuque Sioux City Waterloo
Reference
Transactions
81,298
(4) 4)
52,442
23,429
52,290
107,527
216,448
29,589
118,716
74,781
Reference
1.20
0.89
0.19
0.84
1.08
1.06
0.51
1.44
1.09
per Capita
(1)
Ohio
Illinois
Colorado
Michigan
(Missouri)
Libraries
rank
0
Children's
25,802
0
3
4
2
Population*
78,4214
58,047
63,348
Program
(3)
38,099
21,215
20,280
14,896
65,787
12,858
11,037
20,255
Attendance
(6)
5
5
Technology
Total
Iowa City,
Daniel Boone
Outcomes
Licensed
(3)
36
51
41
58
33
39
37
26
Databases
Illinois
Ohio
Illinois
Colorado
Michigan
(Missouri)
Libraries
rank
0
Internet
0
0
3
4
2
Population*
78,4214
58,047
63,348
Computers
46
28
54
83
50
126
45
24
64
for Public
(6)
5
5
Use
City
Residents
1,475
2,106
2,339
750
1,994
1,615
1,281
3,445
1,069
per
(6)
Computer
Public
Internet Uses
123,636
(2)
66,015
45,044
70,047
97,398
242,791
43,490
72,172
108,430
S. Selected National Library Comparison
The charts below present data from selected public libraries. Data was compiled by ICPL using metrics based on
the ICMA Center for Performance Measurement report. 2009 reported data are used, the most recent available
for some comparison libraries. *Population includes residents for each library's entire service area, including
contracting cities and proportional representations of rural county populations. For instance, the population used
for Iowa City includes a portion of rural county residents, Hills, and University Heights. This is important to help
standardize data, especially when comparing to regional libraries such as Daniel Boone in the Columbia, Missouri
area.
Number of Outlets
Central
Iowa City,
Daniel Boone
Outcomes
Iowa
Fayetteville,
Skokie,
Westerville,
Bloomington,
Boulder,
Ann Arbor,
Regional
& Measures
(per Capita
Arkansas
Illinois
Ohio
Illinois
Colorado
Michigan
(Missouri)
Libraries
rank
0
0
0
0
3
4
2
Population*
78,4214
58,047
63,348
71,431
74,975
100,418
155,611
172,462
Outlets
0
1
2
1
2
4
5
5
Number of Outlets
Central
Library
1
1
1
1
1
1
1
1
Branch
Libraries
0
0
0
0
0
3
4
2
Bookmobiles
0
0
1
0
1
0
0
2
Outlets
0
1
2
1
2
4
5
5
Employees
FTE 65.00 44.0 111.0 69.0 58.0 79.0 169.0 120.0
A -32
MLS in FTE
Iowa City,
11.0
31.0
21.0
12.0
16.0
29.0
Daniel Boone
Outcomes
Iowa
Fayetteville,
Skokie,
Westerville,
Bloomington,
Boulder,
Ann Arbor,
Regional
&Measures
(per Capita
Arkansas
Illinois
Ohio
Illinois
Colorado
Michigan
(Missouri)
Capita
rank
1.31
5.70
1.03
1.29
1.27
0.92
1.43
MLS in FTE
14.90
11.0
31.0
21.0
12.0
16.0
29.0
23.0
FTE per
(4)
$53.62
$151.70
$26.53
$58.44
$68.12
$95.77
$45.92
r Capita
1.20
Capita
$67.56
1.31
5.70
1.03
1.29
1.27
0.92
1.43
Revenue
(6)
$62.90
$165.18
$84.77
$65.73
$69.63
$102.44
$50.10
(per 1,000)
Operating Revenue
Local
$58.65
252,171
629,321
479,626
259,025
404,573
497,964
552,674
Revenue
(4)
$53.62
$151.70
$26.53
$58.44
$68.12
$95.77
$45.92
r Capita
(8)
Total
$67.56
458
835
432
550
559
1,451
917
Revenue
(5)
$62.90
$165.18
$84.77
$65.73
$69.63
$102.44
$50.10
r Capita
Total
$5,283,812
$3,429,097
$10,463,820
$6,055,323
$4,927,950
$6,852,765
$15,941,548
$8,640,169
Revenue
$5,283,812
$3,429,097
$9,144,895
$5,685,764
$4,167,625
$6,852,765
$12,057,936
$7,503,036
Operating Expenditures
Total
228,904
252,171
629,321
479,626
259,025
404,573
497,964
552,674
Collection
$621,044
$429,252
$1,165,148
$617,302
$513,266
$722,651
$1,903,118
$1,245,481
Expenditures
(8)
Collection
$794
458
835
432
550
559
1,451
917
Expenditures
(4)
$7.39
$18.39
$8.64
$6.85
$7.20
$12.23
$7.22
per Capita
Total
Operating
$5,283,812
$3,429,097
$9,144,895
$5,685,764
$4,167,625
$6,852,765
$12,057,936
$7,503,036
Expenditures
Operating
$67.56
Expenditures
(5)
$59.07
$144.36
$79.60
$55.59
$68.24
$77.49
$43.51
per Capita
Collections
Total
Collection
228,904
252,171
629,321
479,626
259,025
404,573
497,964
552,674
Collection
2.9
4.3
9.9
6.7
3.5
4.0
3.2
3.2
per Capita
(8)
Serial
Subscriptions
522
458
835
432
550
559
1,451
917
Databases
43
101
54
325
43
54
32
41
Services
Total
Circulation
1,523,810
1,056,178
1,731,452
2,149,919
1,012,109
1,354,742
9,172,180
1,966,123
Circulation
19.48
per Capita
(4)
18.20
27.33
30.10
13.50
13.49
58.94
11.40
A -33
Library Visits
Iowa City,
594,387
783,819
1,155,076
335,994
991,599
1,713,595
Daniel Boone
Outcomes
Iowa
Fayetteville,
Skokie,
Westerville,
Bloomington,
Boulder,
Ann Arbor,
Regional
&Measures
(per Capita
Arkansas
Illinois
Ohio
Illinois
Colorado
Michigan
(Missouri)
Reference
rank
71,267
75,102
163,644
74,424
52,213
59,801
263,395
Library Visits
745,077
594,387
783,819
1,155,076
335,994
991,599
1,713,595
874,467
Library Visits
9.53
10.24
12.37
16.17
4.48
9.87
11.01
5.07
per Capita
(6)
Reference
85,131
71,267
75,102
163,644
74,424
52,213
59,801
263,395
Transactions
Number of
Public
46
104
86
202
60
63
241
67
Internet
Terminals
Users of
Public
Internet
131,300
101,843
137,698
1,191,944
69,041
193,489
265,749
198,733
Terminals
6. Metric Comoarative Analysis ICMA vs. IUPLA
Operating Expenditures per Capita
ICMA Summary
ICPL has per capita operating expenditures
dramatically higher than the ICMA peer group
average. Expenditures for ICPL average
$85.45 per resident compared to the ICMA
average of $32.91.
IUPLA Summary
ICPL's per capita operating expenditures are
also much higher than the IUPLA average of
$44.66. ICPL has the highest per capita
expenditures among IUPLA members and is
$29.39 more than the next highest IUPLA
�
library (Ames).
Registered Borrowers per Capita
ICMA Summary
ICPL has many more registered borrowers per
capita than ICMA peer communities. ICPL has
more registered borrowers than Iowa City has
residents, with a registered borrower
percentage of just over 100°/x. The ICMA
average for communities of 25,000 to 100,000
residents is 65 %.
IUPLA Summary
ICPL also has a very high per capita registered
borrower percentage when compared to other
Iowa public libraries. The average for IUPLA
libraries is 69 %. ICPL ranks first in this metric
among IUPLA members.
A -34
Consider:
While this metric is affected by
ICPL's large number of non-
resident borrowers, it is still
exceptionally high. This tends to
be the case with cities that are
home to large universities; ICPL's
per capita expenditures are
comparable to libraries in
Bloomington (IL), Ann Arbor (MI),
and Boulder (CO). However, ICPL
expenditures are significantly
higher than Ames, also home to a
large state university.
Consider:
ICPL has a significant number of
non - resident borrowers. 71% of
the library's registered borrowers
are City residents. This additional
activity may have the effect of
increasing the per capita cost of the
library for City residents, but may
also serve as an attraction that
brings visitors to the City from
outlying areas. Fittingly, ICPL
receives the most county financial
support among IUPLA members.
Consider:
Staff per Capita
(FTE employees per 1,000 residents) Fintffpreted
should also be
ICMA Summary IUPLA Summary in context. High staff
ld demonstrate ineff icient
ICPL staffs 0.98 FTE employees per 1,000 ICPL's average is also dramatically higher than but could also be a factor
residents, nearly double the ICMA peer group the IUPLA average of 0.55. a higher level of library
average of 0.53. traffic.
Library Visits per Capita
(Total building traffic per resident)
ICMA Summary
ICPL's per capita library visits of 11.0 are
significantly higher than the ICMA peer
community average of 7.4.
IUPLA Summary
ICPL also outpaces the IUPLA per capita visit
average of 6.0. ICPL ranks first among IUPLA
libraries in this metric.
A -35
Consider:
High levels of library visits can
necessitate higher staffing levels.
However, it should also be noted that
while ICPL ranks first among IUPLA
libraries in visits per capita and
second in circulation per capita
(noting the effect of bookmobile
services in Ames), its ranking in
circulation per FTE is fourth. ICPL's
comparatively low percentage of
expenditures on collection
acquisitions viewed in light of high
patron traffic and circulation data
may demonstrate a high quality
(demand) in the materials acquired.
While increased circulation can
Consider:
This metric must be understood in
context with other variables. A
necessitate increased operational
expenditures, it should be noted
higher percentage of expenditures
devoted to collection acquisitions
that Ames has a higher per capita
Circulation per Capita
circulation and much lower per
capita expenditures. However,
Ames operates a bookmobile that
circulates a significant number of
ICMA Summary
IUPLA Summary
children's materials during visits to
ICPL spends a slightly smaller percentage of its
area schools. After backing out
ICPL's circulation per capita of 22.30 is
ICPL's circulation is also much greater than the
Ames' bookmobile service, ICPL
significantly higher than the ICMA peer group
IUPLA per capita average of 11.27. ICPL ranks
would rank first among IUPLA
average of 12.30.
second among IUPLA members in this metric
members in this measure. ICPL
behind Ames (24.27). Ames operates a
ranks fourth among IUPLA member
bookmobile that circulates a significant
libraries in circulation per FTE, but
administration.
amount of children's materials to area schools.
first in circulation per item
(turnover).
Staff per Capita
(FTE employees per 1,000 residents) Fintffpreted
should also be
ICMA Summary IUPLA Summary in context. High staff
ld demonstrate ineff icient
ICPL staffs 0.98 FTE employees per 1,000 ICPL's average is also dramatically higher than but could also be a factor
residents, nearly double the ICMA peer group the IUPLA average of 0.55. a higher level of library
average of 0.53. traffic.
Library Visits per Capita
(Total building traffic per resident)
ICMA Summary
ICPL's per capita library visits of 11.0 are
significantly higher than the ICMA peer
community average of 7.4.
IUPLA Summary
ICPL also outpaces the IUPLA per capita visit
average of 6.0. ICPL ranks first among IUPLA
libraries in this metric.
A -35
Consider:
High levels of library visits can
necessitate higher staffing levels.
However, it should also be noted that
while ICPL ranks first among IUPLA
libraries in visits per capita and
second in circulation per capita
(noting the effect of bookmobile
services in Ames), its ranking in
circulation per FTE is fourth. ICPL's
comparatively low percentage of
expenditures on collection
acquisitions viewed in light of high
patron traffic and circulation data
may demonstrate a high quality
(demand) in the materials acquired.
Consider:
This metric must be understood in
context with other variables. A
Collection Expenditures as a Percentage of Total Operational Expenditures
� 9 � �
higher percentage of expenditures
devoted to collection acquisitions
ICMA Summary
IUPLA Summary
could demonstrate more efficient
operations, with more budgetary
ICPL spends a lower percentage of operational
ICPL spends a slightly smaller percentage of its
flexibility to expand collections.
expenditures on material acquisitions
operational budget on material acquisitions
However, it could also demonstrate
(11.66°/x) than the ICMA peer group average
than the IUPLA average of 12.44°/x.
fewer staff available for patron
of 14.3°/x.
assistance or program
administration.
Staff per Capita
(FTE employees per 1,000 residents) Fintffpreted
should also be
ICMA Summary IUPLA Summary in context. High staff
ld demonstrate ineff icient
ICPL staffs 0.98 FTE employees per 1,000 ICPL's average is also dramatically higher than but could also be a factor
residents, nearly double the ICMA peer group the IUPLA average of 0.55. a higher level of library
average of 0.53. traffic.
Library Visits per Capita
(Total building traffic per resident)
ICMA Summary
ICPL's per capita library visits of 11.0 are
significantly higher than the ICMA peer
community average of 7.4.
IUPLA Summary
ICPL also outpaces the IUPLA per capita visit
average of 6.0. ICPL ranks first among IUPLA
libraries in this metric.
A -35
Consider:
High levels of library visits can
necessitate higher staffing levels.
However, it should also be noted that
while ICPL ranks first among IUPLA
libraries in visits per capita and
second in circulation per capita
(noting the effect of bookmobile
services in Ames), its ranking in
circulation per FTE is fourth. ICPL's
comparatively low percentage of
expenditures on collection
acquisitions viewed in light of high
patron traffic and circulation data
may demonstrate a high quality
(demand) in the materials acquired.
Prepared by: Simon Andrew
Email: simon- andrew @iowa - city.org
Phone: (319) 356 -5014
A -36
Consider:
Again, university communities spend much
more per capita on their public libraries
than other cities; Ames spends just $1 less
per capita than Iowa City. Both cities
spend well above the IUPLA average.
Consider:
ICPL's rental revenue from leased space
accounts for approximately $2 per capita
that is not used for operational expenses.
Consider:
While Iowa City appropriates more per
resident to its library than any other IUPLA
member community, the ICPL also generates
more charitable and county income than any
other IUPLA library. Furthermore, ICPL
receives the second most in state
appropriations and generates the second most
in fines /fees, behind Des Moines.
Consider:
ICPL expenditures per borrower remain high
despite its high number of registered borrowers
per capita. While non - resident borrowers do
influence per capita expenditures, operational
costs are still far above the IUPLA average after
non - resident borrowers are accounted for.
Consider:
While ICPL has a high per capita FTE staff, total
personnel costs still comprise a lower than
average percentage of the library's total budget.
IUPLA Summary
ICPL's per capita City
City Appropriations per Capita
appropriations of $55.08 are
much higher than the IUPLA
City financial support per resident
average of $36.18, ranking
borrower
first among member libraries
in this metric.
Total revenue per capita of
Total Revenue per Capita
over $80 per resident is also
dramatically higher than the
Per capita expenditures on materials
IUPLA average of $46.00.
Total library income per resident
Again ICPL ranks first in this
measure.
ICPL generates more than
Personnel Costs as a Percentage of
$100,000 annually in charitable
Endowments and Gifts
gifts over the IUPLA average.
In 2010, ICPL received nearly
Total charitable income in dollars
$227,000 in endowments and
Personnel costs , including benefits, as a
gifts compared to the IUPLA
percentage of total operational costs (not
average of just over $116,000.
Prepared by: Simon Andrew
Email: simon- andrew @iowa - city.org
Phone: (319) 356 -5014
A -36
Consider:
Again, university communities spend much
more per capita on their public libraries
than other cities; Ames spends just $1 less
per capita than Iowa City. Both cities
spend well above the IUPLA average.
Consider:
ICPL's rental revenue from leased space
accounts for approximately $2 per capita
that is not used for operational expenses.
Consider:
While Iowa City appropriates more per
resident to its library than any other IUPLA
member community, the ICPL also generates
more charitable and county income than any
other IUPLA library. Furthermore, ICPL
receives the second most in state
appropriations and generates the second most
in fines /fees, behind Des Moines.
Consider:
ICPL expenditures per borrower remain high
despite its high number of registered borrowers
per capita. While non - resident borrowers do
influence per capita expenditures, operational
costs are still far above the IUPLA average after
non - resident borrowers are accounted for.
Consider:
While ICPL has a high per capita FTE staff, total
personnel costs still comprise a lower than
average percentage of the library's total budget.
IUPLA Summary
I expenditures per
Expenditures per Borrower
boo rr rr ower of $85.41 is
significantly higher than the
Total operational expenditures per registered
IUPLA average of $65.71; ICPL
borrower
is the third highest IUPLA
member in this metric behind
Ames and Davenport.
Collection Expenditures per Capita
ICPL spends more on materials
acquisition per capita than any
Per capita expenditures on materials
other IUPLA member library.
acquisition
The ICPL expenditure of $9.96
per capita far exceeds the
average of $5.51.
Personnel Costs as a Percentage of
ICPL's personnel costs are
Total Expenditures
66.0% of operational
expenditures, less than the
IUPLA average of 69.9°/x.
Personnel costs , including benefits, as a
ICPL has the second lowest
percentage of total operational costs (not
percentage among member
including capital expenditures)
libraries in this metric.
Prepared by: Simon Andrew
Email: simon- andrew @iowa - city.org
Phone: (319) 356 -5014
A -36
Consider:
Again, university communities spend much
more per capita on their public libraries
than other cities; Ames spends just $1 less
per capita than Iowa City. Both cities
spend well above the IUPLA average.
Consider:
ICPL's rental revenue from leased space
accounts for approximately $2 per capita
that is not used for operational expenses.
Consider:
While Iowa City appropriates more per
resident to its library than any other IUPLA
member community, the ICPL also generates
more charitable and county income than any
other IUPLA library. Furthermore, ICPL
receives the second most in state
appropriations and generates the second most
in fines /fees, behind Des Moines.
Consider:
ICPL expenditures per borrower remain high
despite its high number of registered borrowers
per capita. While non - resident borrowers do
influence per capita expenditures, operational
costs are still far above the IUPLA average after
non - resident borrowers are accounted for.
Consider:
While ICPL has a high per capita FTE staff, total
personnel costs still comprise a lower than
average percentage of the library's total budget.
City of Iowa City, Iowa Performance Reports
2011 Iowa City Senior Center Performance Snapshot
Linda Kopping, Senior Center Coordinator
Why We Exist: The mission of the Senior Center is to encourage optimal aging among older adults by
offering programs and services that promote wellness, social interaction, community engagement, and
intellectual growth. The Center serves the public through intergenerational programming and community
outreach.
Strategic plan goals 2010 -2015:
To provide opportunities and advocacy to
empower seniors in order to combat ageism,
create a positive image of aging, and a
positive image of the Senior Center.
To improve stability and diversity of
financing.
To increase cultural diversity among
participants.
• To promote an environment of inclusion.
• To be synonymous with the highest quality
programs that promote optimal aging.
• To involve the Senior Center in the
community and the community in The
Center.
• To improve accountability and transparency.
1. Top Accomplishments and Challenges this Year
• Challenged negative images of The Center and aging by producing effective television commercials
that helped change the image of The Center and aging. Very effective in spreading information and
creating a little "buzz."
• Without additional funding or staff, expanded and enriched programming with community
partnerships.
• Memberships increased to 1391.
• Successfully served the varied interests of older adults from 50 to 100 years of age; total of 123,996
visits in FY11.
• Conducted outcome based surveys of fitness and performance group participants. Results were
overwhelmingly positive and demonstrated self - perceived health- related changes.
• Maintained quality of cardio room by acquiring 3 state -of -art pieces of exercise equipment for
participant use.
• Identified and coordinated the work of 500 volunteers served The Center /community.
• Increased participant involvement in the operation of The Center by forming the steering council and
working committees. Committees selected new logo, conducted class evaluations, developed
promotional brochure, etc.
• Expanded evening and weekend programming to better serve the community.
• Participated in community initiatives — advance care planning, visibility action team (LGBT creating an
environment of inclusion); major partner in both initiatives.
• Increased recycling, moving toward a paperless building. Community recycling center for cell
phones.
• Lowered operating costs with new boiler, chiller, and roof.
A -37
2. Maior Issues to Address in the Near Future
• Complete accreditation process through the National Institute of Senior Centers, a subunit of the
National Council on Aging.
• Secure and stabilize funding to support operational expenses.
• Begin to establish relationships with leaders in various ethnic communities.
• Conduct and analyze a community survey of people 50+ years of age.
• Replace malfunctioning emergency panel.
• We have more participant demand for classes than space in which to accommodate them. How we
can satisfy the demand we have created is a challenge for FY12.
• Establish The Center as a central location for community members to meet with trained volunteers to
receive counseling as a part of the Honoring Your Wishes: A Community -Wide Advance Care Planning
Initiative.
• Begin transition to electronic production /transmission of program guide or a weekly news brief.
3. Senior Center Performance Measures
The data below were collected by the Iowa City /Johnson County Senior Center. Data are influenced by
several factors, most notably the manner in which capital projects are budgeted and the operations of meal
service controlled by an outside agency rather than the City. Thus, it is more important to analyze data
trends than to focus on any one particular data point.
Outcomes & 2007 2008 2009 2010 Trend Comment
Measures . 66,775) . 67,768) . 67,768) . 67,862)
Revenue
A -38
*In FY08,
$462,750 was
City Appropriations
$587,712
$1,077,632*
$667,613
$570,277
H
appropriated for
building
improvements to
restrooms, boiler,
City Appropriations
$8.80
$15.90
$9.85
$8.40
H
and roof. These
per Capita
are typically
financed through
loans. City
City Appropriations
appropriation
per SC Member
.
$75155
.
$124151
$67709
.
$53397
.
I
FYII estimate is
Residing in Iowa
y
$652,119.
City
Meal service is
administered by
ElderServices;
this use of Center
City Appropriations
per Total Visit
$10.46
$14.68
$7.23
$6.10
facilities
introduces a cost
without
generating
revenue.
Contributions and
$93,525
$27,720
$48,394
$20,499
H
2006 donations
Donations
totaled $13,062.
Though there are
spikes, the trend
Rental Income
$371
$1,084
$1,511
$2,151
T
is labeled flat.
A -38
Outcomes & 2007 2008 2009 2010 Trend Comment
Measures I (pop. 66,775) 1 (pop. 67,768) 1 (pop. 67,768) 1 (pop. 67,862)
County Revenue
$75,000
$75,000
$75,000
$75,000
H
County revenue will
drop to $70,000 in
County Revenue as
1003
1071
1217
1287
the upcoming FY.
City appropriations
a Percent of Total
9.2%
6.0%
8.6%
9.8%
H
per City resident
Expenditures
$12.25
$18.47
$12.82
$11. 29
H
member are $145.37
County Revenue
4,774
11,124
11,672
9,357
H
higher than County
per Member
appropriations per
Residing in Johnson
$355.45
$412.09
$362.32
$388.60
H
County resident.
County Outside of
80,224
104,148
121,930
119,973
$15 of this difference
Iowa City
is paid for by County
members themselves
County Revenue
$1.33
$1.02
$0.81
$0.80
through higher
per Total Visit
membership fees.
Expenditures
Total Expenditures
$817,930
$1,251,599
$869,113
$766,080
H
FY11 estimate
Total Members
1003
1071
1217
1287
for total
Meals Served
19,261
19,593
17,934
17,197
expenditures is
Total Expenditures
$12.25
$18.47
$12.82
$11. 29
H
$870,900; the
per Capita
4,774
11,124
11,672
9,357
H
trend is labeled
Flat despite peak.
Expenditures per
$14.56
$17.04
$9.41
$8.20
Increase from
FY10 to FY11 is
Senior Center Visit
80,224
104,148
121,930
119,973
decrease in
in services.
Some debt was
Personnel Costs
$425,992
$422,044
$442,918
$454,454
retired in FYll.
FY08 % decrease
Personnel as
was due to the
Percentage of
52.1%
33.7%
51.0%
59.3%
T
inclusion of
Expenditures
capital projects
in a single FY
budget.
Services
Senior Center Visits
56,189
73,431
92,324
93,419
T
Not unique
Total Members
1003
1071
1217
1287
visitors
Meals Served
19,261
19,593
17,934
17,197
Administered by
y
ElderServices
Other Services
4,774
11,124
11,672
9,357
H
Leveled off after
increase.
Up despite
Total Attendance
80,224
104,148
121,930
119,973
decrease in
meals.
Steady,
Volunteers
445
453
498
500
significant
increase.
Membership
A -39
Steady,
Total Members
1003
1071
1217
1287
significant
increase.
Members in their
Percent, Age 50 -59
9.0%
11.0%
12.3%
11.5%
H
60's are the
A -39
Percent of
Iowa City
Madison
Comment
Measures
pop. 67,862
growing
Percent, Age 60 -69
29.0%
32.0%
34.2%
36.0%
membership
Residents
and program fees. The City funds operational costs only.
Iowa City appropriations per capita are dramatically higher
City Appropriations
per Capita
demographic.
Percent Johnson
than Madison.
Personnel Costs as a
As a fixed dollar amount, Iowa City spends slightly more on
This could
Percent, Age 70 -79
33.0%
31.0%
30.4%
29.9%
possibly help
(Outside Iowa City)
$766,080
$472,126
More than $140,000 of the difference in expenditures is from
inform
Percent, Age 80 -89
25.0%
23.0%
20.3%
20.0%
Visit
programming
Johnson County
1%
2%
2%
1%
y
decisions.
Percent of
Iowa City
Madison
Comment
Measures
pop. 67,862
pop. 233,209
Members, Iowa City
78%
81%
81%
82%
In FY11, Iowa
Residents
and program fees. The City funds operational costs only.
Iowa City appropriations per capita are dramatically higher
City Appropriations
per Capita
City membership
Percent Johnson
than Madison.
Personnel Costs as a
As a fixed dollar amount, Iowa City spends slightly more on
fell to 79.2% and
County Residents
21%
17%
17%
17%
Johnson County
(Outside Iowa City)
$766,080
$472,126
More than $140,000 of the difference in expenditures is from
increased to
Percent non-
Expenditures per
Programs at Iowa City's Senior Center are much better
Visit
19.2%
Johnson County
1%
2%
2%
1%
H
Rental Income
4. Comparative Analysis: Iowa City vs. Madison. Wisconsin
The organizational structure and services provided by the Iowa City /Johnson County Senior Center are
fairly unique; thus, comparative analysis with similar departments is challenging. A comparison to the
Madison Senior Center is provided below. This comparison is used due to organization, program, and
budget similarities, despite the difference in community size. There are no ICMA benchmarks for Senior
Centers.
Outcomes &
Iowa City
Madison
Comment
Measures
pop. 67,862
pop. 233,209
City Appropriations
$570,277
$445,578
All program costs in Madison are funded through donations
and program fees. The City funds operational costs only.
Iowa City appropriations per capita are dramatically higher
City Appropriations
per Capita
$8.40
$1.91
than Madison.
Personnel Costs as a
As a fixed dollar amount, Iowa City spends slightly more on
Percentage of Total
59.3%
86.3%
personnel costs than Madison; most of the difference in
Expenditures
percentage is from Iowa City's larger total budget.
Total Expenditures
$766,080
$472,126
More than $140,000 of the difference in expenditures is from
purchased services.
Expenditures per
Programs at Iowa City's Senior Center are much better
Visit
$8.20
$11.06
attended than Madison's; expenditures per visit are much
lower.
Rental Income
$2,151
$28,208
Rental income in Madison is higher by a factor of 13.
Contribution,
Iowa City receives more donation revenue than Madison.
Donation, and
$20,499
$16,794
Iowa City donations were more than $93,000 in FY07.
Foundation Revenue
Iowa City logs far more visits than Madison despite the
Visits*
93,419
42,696
difference in population and Madison's practice of providing
free memberships. Madison has 7,568 unique users. *Meals
served and other services' not included.
Iowa City engages many more volunteers than Madison
Volunteers
500
297
despite a far lower population; Iowa City volunteers have
increased every year since 2007.
Prepared by: Simon Andrew
Email: simon- andrew @iowa - city.org
Phone: (319) 356-5014
A -40
City of Iowa City, Iowa Performance Reports
2011 Iowa City Transportation Services Performance Snapshot
Chris O'Brien, Transit Director
Why We Exist: To provide the citizens and visitors of Iowa City safe, convenient, economical and clean
transportation alternatives through customer focus and efficient use of resources. This includes
moped/scooter, bicycle and vehicular parking as well as public transit
1. Too Accomplishments and Challenges this Year
• Along with the University of Iowa and City of Coralville, implemented a transit AVL system, Bongo.
• Provided over 1.8 million transit rides.
• Took Delivery of six new 40' heavy duty buses, two more will be delivered.
• Completed FTA Triennial Review
• Completed installation of 1100 LED fixtures in parking facilities which was partially funded through grant
funds. This has led to a reduction in energy usage in parking facilities by nearly 52 %.
• Installed new pay stations at Chauncey Swan Parking Facility and Court Street Transportation Center
• Initiated a process for car sharing program.
• Purchase of additional access control equipment for three parking facilities.
• Performed expanded role in snow removal in downtown Iowa City and along bus routes.
• Began design process for new multi -use parking facility south of Burlington Street.
• Initiated a process for mobile license plate recognition system.
• In preliminary stages of a study to relocate /replace existing transit facility.
• Implementation of changes for moped /scooter parking.
• In the process of modernizing elevators in Capitol Street and Dubuque Street parking facilities.
• Awarded grant funds to replace existing transit farebox system.
• Relocated customer service operations to Iowa Avenue location.
• 60% complete on project to rehabilitate the steel frames of 10 40' buses. This will extend the life of the
vehicles an estimated 7 years.
•
Filled two Operation Supervisor positions.
2. Maior Issues to Address in the Near Future
• On time performance of our transit system. Routes need to be assessed and adjusted to provide a more
reliable system for our users.
• Automation of parking facilities, 24/7 facility operations.
• PCI compliance.
• Booting vehicles vs. impounding vehicles for excess parking tickets.
• Ongoing parking facility maintenance.
• Reduction of scheduled overtime.
• Event parking for major downtown events and University home football weekends.
• Implementation of new camera security systems at parking and transit locations.
• Continue to use technology and phone applications to enhance our services, (i.e. transit trip maker
system, online payments and permit renewals, make data available to customers showing them open
parking spaces, etc.).
• Evaluate transition from single space to multi space parking meters.
• New transit facility.
• Amtrak service.
• Expansion /reallocation of transit services in Iowa City.
• Para - transit services — contract expires after FY2013 .
• Expansion /Modification of parking regulations ( i.e. expand metered areas, add time limit parking, etc.).
• Federal & State transit funding.
• Expansion of Customer Service hours. A - 41
The data presented below was collected by Iowa City Transit. It is important to note that data are
influenced by year - to-year differences in asset sales and capital projects. Thus, it is more important to
focus on data trends than any given data point.
Outcomes & 2007 2008 2009 2010 Trend Comment
Measures . 66,775) . 67,768) . 67,768) . 67,862)
Receipts
General Levy
Support
$2,121,422
$2,167,470
$2,286,555
$2,384,714
�t
I
General Levy
support consists of
income funded by
Per Capita General
$31.76
$31.98
$33.74
$35.14
property taxes
Levy Support
only.
Other City
**
$44,835
$42,971
$46,297
$45,592
Taxes
Federal
Intergovernmental
$856,154
1,104,494
$993,132
$904,110
H
Revenue
Other State Grants
$439,355
$548,281
$667,137
$591,537
H
Local 28E
$29,723
$29,804
$29,804
$32,310
Agreements
Transit Fees
$904,801
$858,904
$1,133,284
$1,033,944
Misc. Charge for
$130
$1,740
$940
$2,179
Services
Misc. Revenue*
$67,964
$100,66
$72,870
$96,226
Rents
$136,406
$155,623
$150,171
$133,975
H
The jump in 2010
includes two
Parking Ramp
$369,396
$414,758
$442,776
$766,925
�t
payments made
Revenue
by the university
at the Court Street
Transit Center.
Sale of Assets
$5,200
$10,394
$1,200
-
Employee Benefits
$731,973
$807,257
$860,335
$980,385
Levy
Interfund Loans
$24,586
-
-
Revenues from
transit are
Misc. Other
deposited into a
Operating
-
-
-
$922,367
T
reserve account.
Transfers
This money is
used by transit for
certain capital
expenses.
Total Receipts
$5,731,946
$6,242,032
$6,634,679
$7,894,264
*includes printed materials ,miscellaneous merchandise, refuse charges for services. ** includes outstanding taxes.
A -42
Outcomes & 2007 2008 2009 2010 Trend Comment
Measures I (pop. 66,775) (pop. 67,768) 1 (pop. 67,768) 1 (pop. 67,862)
Expenditures
Operational
Expenditures
$4,832r649
$5,289,383
$5,447,993
$5,758,285
59.5%
Personnel
$3,009,548
$3,228,422
$3,336,630
$3,563,936
Operational
Expenditures
Citations
-
-
-
expenditures
109,555
Issued
consist of
Personnel Exp. as
Citations
personnel,
a Percentage of
62.27%
61.03%
61.24%
61.89%
H
services, and
Ops. Exp.
supplies. The
largest
Services
$1,056,948
$1,144,976
$1,347,302
$1,358,121
1.30%
expenditure is
personnel, which
# of Parking
continues to rise
Meters
_
_
_
has remained
Services as a
H
stable.
Percentage of
21.87%
21.64%
24.73%
23.58%
H
Ops. Exp.
Supplies
$766,153
$915,985
$764,061
$836,228
H
Capital Outlay
$29,299
$85,251
$65,468
$295,194
Other Financial
Money used from
uses
$196,699
$1,656,888
$1,121,218
$1,016,388
H
reserve to fund
capital expenses.
Total Expenditures
$5,058,647
$7,031,522
$6,634,679
$7,069,867
Activity- Parking Performance Factors
Outcomes & FY2007 FY2008 FY2009 FY2010 FY2011
Measures . 66,775) . 67,768) . 67,768) . 67,862) .67 862 Trend Comment
Web Citation
_
_
_
54.4%
59.5%
Payments
Citations
-
-
-
119,039
109,555
Issued
Citations
1,374
1,428
Appealed
% of Citations
Appealed
-
-
_
1.15%
1.30%
# of Parking
Meters
_
_
_
1131
1131
H
A -43
Activity- Transit Performance Factors
Outcomes & 2007 2008 2009 2010 FY2O11
Measures . 66,775) . 67,768) . 67,768) . 67,862) . 67 862 Trend Comment
Ridership
1,676,353
1,867,370
1,986,738
1,885,828
1,854,732
H
This includes
# of Faulty
25.10
27.55
29.31
27.78
27.33
H
general
Parking Meters
-
561
maintenance of
(maintenance
672,247
_
_
679
709,630
H
the meters (i.e.
requests)
Battery
Hours
53,403
54,214
55,073
52,138
55,543
H
replacement).
# On Street
$2.43
$2.44
$2.32
$2.32
$2.61
Parking
-
-
-
1,131
1,131
H
Spaces
# of Off - Street
Parking
-
-
-
3,086
3,086
H
Spaces
Total Parking
Spaces Per
-
-
62.14
62.14
H
1000
Population
Transient
Hours Parked
_
-
-
4,203,448
4,215,164
Transient
Total of utilized
Hours Parked
-
-
-
996.78
999.56
hours per space.
r Space
Total number of
Transient
62.11
hours parked
Hours Parked
-
-
-
61.94
per Capita
per person in
Iowa City.
Avg Hourly
Duration-
3.8
Access
-
-
-
3.77
Controlled
Facilities
Credit Card
Usage - Access
31%
Controlled
42%
Facilities
Vehicle
_
_
-
3,535
2,943
Impounds
Vehicle
Impounds per
-
-
-
.83
.69
Parking Space
Activity- Transit Performance Factors
Outcomes & 2007 2008 2009 2010 FY2O11
Measures . 66,775) . 67,768) . 67,768) . 67,862) . 67 862 Trend Comment
Ridership
1,676,353
1,867,370
1,986,738
1,885,828
1,854,732
H
Rides per Capita
25.10
27.55
29.31
27.78
27.33
H
Revenue Vehicle
Miles
672,247
692,490
719,403
686,087
709,630
H
Revenue Vehicle
Hours
53,403
54,214
55,073
52,138
55,543
H
Cost Per Ride
$2.43
$2.44
$2.32
$2.32
$2.61
A -44
Cost per In-
Service Vehicle
$6.05
$6.57
$6.41
$6.38
$6.83
Mile
Cost per In-
Service Vehicle
$76.14
$83.98
$83.68
$84.00
$87.28
Hour
This is the
Farebox/Espense
22%
19%
25%
24%
H
percentage of
Ratio
22%
costs covered by
the farebox.
Average Fare
$.54
$.46
$.57
$.55
$.57
H
Operating Deficit
$1.89
$1.98
$1.75
$1.77
$2'04
Per Trip
Riders per
Revenue Vehicle
2.49
2.7
2.76
2.75
2.61
H
Mile
Riders per Vehicle
31.39
34.44
36.07
36.17
33.39
H
Revenue Hour
4. General Transit Data Discrepancies
Performing a comparative analysis between local jurisdictions is an imperfect process. Data are
influenced by differences in definitions, reporting, and collection measures. It must be noted that it is
important to focus on the trends in the data between communities rather than any one specific data
point. While measures have been taken to universalize and standardize the data, the trend in the data is
the most valuable information provided.
More specifically, some of the factors that influence the comparability of Transit data are:
• The ability for communities to collect data and maintain records of data (ex. Some track CY
others track FY)
• The level to which capital expenditures and loan servicing are included in the budget.
• Differences in the services offered and reported by transit departments (some include airport,
university -city partnerships).
• The amount of federal and state grants secured and how these are accounted for in the transit
budget.
• How services are highlighted in the budget document.
• Staff worked to universalize the data; however, some communities had very fractured systems.
This required staff to execute latitude in combining services and budgets.
A -45
S. Iowa Transit Comparison
The data presented below compare performance measures from selected Iowa transit departments in the
Iowa Metro- Coalition. Expenditures are FY2010 budget estimates. Operational expenditures consist of
personnel, services, and supplies. Communities that were too dissimilar in operations and structure were
excluded. North Liberty and Coralville were combined and included in the rankings. Current FY10 data
was used in the comparative analysis.
Outcomes &
Iowa City
Ames*
North
Coralville
Cedar
Dubuque*
Davenport*
Sioux City
pyG
Measures
(rank)
Liberty
Rapids*
Ridership Per
2778
Expenditures
Operational
$5,758,285
$7,785,924
$125,000
-
$7,209,800
$3,727,117
$5,412,039
$3,506,829
$5,566,665
Expenditures
(3)
Ridership Per
2778
Personnel Costs
$3,5(3)936
$5,541,962
$0
$1,034,603
$4,395,716
$1,853,006
$2,856,887
$2,015,328
$3,371,139
Total
$7,069,867
$7,786,424
$125,000
$1,926,027
$11,809,256
$6,895,160
$6,197,265
$4,788,014
$7,745,335
Expenditures
(3)
$3,008,118
Contracts
fund for
Parking
686,087
1,189,089
Transit
949,084
*Parking and Transit budgeted separately
Receipts
General Fund Levy
$2,3(3)714
1,315,294
$58,256
$594,623
$3,984,886
$1,161,393
$3,323,302
-
$2,433,917
$1,495
Ridership Per
2778
Grants (All)
Grants (All)
(4)
$2,233,871
-
$999,025
$3,003,823
$1,110,950
$985,110
$1,935,134
$1,794,069
*17.89
8.48
6.75
11.93
Enterprise
26.97
All fee based.
$3,008,118
Contracts
fund for
Parking
686,087
1,189,089
Transit
949,084
Comment
Comment ent
766,664
(ppo
with
Parking and
fee based.
d.
_
-
combined
Support)
Coralville
52,138
with
Hours
(5)
transit.
*15,513
70,456
45,898
urchasi
69,426
Activity- Transit Performance Factors 2010
Ridership
1,8(5)828
5,447,289
*527,220
1,071,568
389,285
1,189,586
1,202,255
1,864,301
Ridership Per
2778
Capita
(2)
92.38
*17.89
8.48
6.75
11.93
14.54
26.97
Revenue Miles
686,087
1,189,089
*182,912
949,084
550,493
766,664
822,733
827,358
(5)
Revenue Vehicle
52,138
Hours
(5)
113,182
*15,513
70,456
45,898
55,355
69,426
67,742
Cost Per Revenue
$10.30
Vehicle Mile
(3)
$6.54
*$11.21
$12.44
$12.52
$8.08
$5.81
$9.28
Cost Per Revenue
$135.59
Vehicle Hour
(3)
$63.79
*$132.21
$167
$150.22
$112
$68.96
$117
Riders per Vehicle
2.49
Mile
(2)
4.58
*2.88
1.12
.7
1.55
1.46
1.98
Riders Per Vehicle
31.39
Hour
(2)
48.12
*33.98
15.2
8.48
21.4
17.31
23.65
Fare Price -Base
.7
$1.00
*$.75
$1.25
$1.00
$1.00
$1.80
$1.16
*North Liberty contracts with Coralville, their data has been combined.
Fare Price includes only one way
A -46
6. Metric Comparative Analysis
Operational Expenditures
Iowa Transit Comparison
Iowa City ranks third in this
comparison group for
Personnel, Services, and Supplies
operational expenditures and i
The amount of transit operations funded by
slightly above average
the general fund
amongst peer communities.
Iowa City ranks third in this
comparison group for
Personnel Costs
personnel expenditures and is
Grants
slightly above average
Costs only related to Personnel
amongst peer communities.
Grant monies received for various operational
Personnel costs have steadily
and capital projects
risen since 2007
General Fund Subsidy
Iowa Transit Comparison
Iowa City ranks third in this
comparison group for general
fund support and is slightly
The amount of transit operations funded by
below average amongst peer
the general fund
communities. General Fund
support has steadily risen since
2007
Iowa City ranks fourth in this
Grants
comparison group for grants
and is slightly below average
Grant monies received for various operational
amongst peer communities.
Federal and State grants have
and capital projects
remained level in Iowa City
since 2007.
Ridership
Amount of riders utilizing the bus system
annually
Iowa Transit Comparison
Iowa City ranks second in
ridership amongst the
comparison group and is
slightly above average
amongst peer communities.
A -47
Consider:
Operational costs will vary dramatically based
on the number of services provided but also
age of the fleet and the scope of transit
department in general.
Consider:
Ames stands out as a community that receives
significantly more grant monies.
Consider:
The City of Ames will skew all the data due to
the sheer count difference. Iowa City
ridership has remained relatively level from
2007.
Iowa Transit Comparison
Riders Per Vehicle Mile
Iowa City ranks second in
riders per vehicle mile amongst
Number of riders per mile peer communities and is
higher than the average.
A -48
Consider:
When compared to peer communities, Iowa
City buses are traveling less distances or are
on the road for less time. This could be
affected by the size of the jurisdiction and
service levels.
Consider:
Coinciding with revenue miles, Iowa City is
last for revenue hours. This would indicate
Iowa City is spending less time per hour on
the road than peer communities.
Consider:
Ames is by far the most efficient as providing
the most miles at the cheapest price per mile.
Iowa City is second to Cedar Rapids which
covers approximately 260,000 more revenue
miles with almost 800,000 less riders.
Consider:
By including students, Ames is almost double
Iowa City in terms of riders per vehicle mile.
However, Iowa City has high ridership
numbers per mile than the remaining peer
communities.
Iowa City ranks second in
Ridership Per Capita
ridership per capita amongst
the comparison group and is
Number of rides per person in Iowa City
slightly above average
Hours operated by vehicles available for
amongst peer communities.
Revenue Miles
Iowa City is second to last in
revenue miles amongst the
Cost Per Revenue Mile
comparison group and is
Miles operated by vehicles available for
significantly below average
passenger service
amongst peer communities.
Iowa Transit Comparison
Riders Per Vehicle Mile
Iowa City ranks second in
riders per vehicle mile amongst
Number of riders per mile peer communities and is
higher than the average.
A -48
Consider:
When compared to peer communities, Iowa
City buses are traveling less distances or are
on the road for less time. This could be
affected by the size of the jurisdiction and
service levels.
Consider:
Coinciding with revenue miles, Iowa City is
last for revenue hours. This would indicate
Iowa City is spending less time per hour on
the road than peer communities.
Consider:
Ames is by far the most efficient as providing
the most miles at the cheapest price per mile.
Iowa City is second to Cedar Rapids which
covers approximately 260,000 more revenue
miles with almost 800,000 less riders.
Consider:
By including students, Ames is almost double
Iowa City in terms of riders per vehicle mile.
However, Iowa City has high ridership
numbers per mile than the remaining peer
communities.
Iowa Transit Comparison
Revenue Hours
Iowa City is second to last in
revenue hours amongst the
Hours operated by vehicles available for
comparison group and is
passenger service
significantly below average
amongst peer communities.
Cost Per Revenue Mile
Iowa City ranks third in cost
per revenue mile amongst peer
communities and is
Cost of operating a bus per mile
approximately $1.00 higher
(total expend itures /RM)
per mile than the average.
Cost Per Revenue Hour
Iowa City ranks third in cost
per revenue hour amongst
Cost of operating a bus per hour
peer communities and is
(total expenditures /RH)
approximately $18 higher per
hour than the average.
Iowa Transit Comparison
Riders Per Vehicle Mile
Iowa City ranks second in
riders per vehicle mile amongst
Number of riders per mile peer communities and is
higher than the average.
A -48
Consider:
When compared to peer communities, Iowa
City buses are traveling less distances or are
on the road for less time. This could be
affected by the size of the jurisdiction and
service levels.
Consider:
Coinciding with revenue miles, Iowa City is
last for revenue hours. This would indicate
Iowa City is spending less time per hour on
the road than peer communities.
Consider:
Ames is by far the most efficient as providing
the most miles at the cheapest price per mile.
Iowa City is second to Cedar Rapids which
covers approximately 260,000 more revenue
miles with almost 800,000 less riders.
Consider:
By including students, Ames is almost double
Iowa City in terms of riders per vehicle mile.
However, Iowa City has high ridership
numbers per mile than the remaining peer
communities.
Prepared by: Adam Bentley
Email: adam- bentley @iowa - city.org
Phone: (319) 356-5010
A -49
Consider:
By including students, Ames almost doubles
the comparison average and has roughly 17
more riders per hour than Iowa City.
Iowa City ranks second in
Riders Per Vehicle Hour
riders per vehicle hour
amongst peer communities.
Cost of operating a bus per hour
Iowa City has roughly eight
(total expend itures /RM)
more people riding the bus per
hour than peer communities.
Fare Price
In comparison, Iowa City is
Cost of a one -way fare
last in charging for its one -way
fare.
Prepared by: Adam Bentley
Email: adam- bentley @iowa - city.org
Phone: (319) 356-5010
A -49
Consider:
By including students, Ames almost doubles
the comparison average and has roughly 17
more riders per hour than Iowa City.
City of Iowa City, Iowa Performance Reports
2011 Iowa City Airport Performance Snapshot
Michael Tharp, Airport Operations Specialist
Why We Exist: The Iowa City Municipal Airport, through the direction of the Airport Commission, will
provide a safe, cost - effective general aviation airport that creates and enriches economic,
educational health care cultural and recreational opportunities for the greater Iowa City area.
1. Too Accomplishments and Challenges this Year
• Maintain effective management structure and strong communication with the City Council and City
administration.
• Adopted FYII -FY15 Strategic Plan — presented plan to council
• Work with administration and council to accelerate payback of previously issued debt
• Attend Council meetings and give brief updates of airport activities
• Attendance at regular City Staff/CIP meetings
• Develop and maintain adequate funding mechanisms for airport operations and improvements, and
increase revenue generated by airport operations.
• Agreement with City Council /City Manager to accelerate payback of airport debts; provides
for participation in grant planning for Federal and State grant opportunities
• Raised hangars rates by 2.5% for 2011 -2012 period
• Continue working with Realtor to lease or sell lots in North Commerce Park
• Increase use of the airport for aviation and other community uses.
o Hosted 2011 Air Race Classic start
• Hosted SERTOMA Pancake Breakfast Fly -In
• Hosted IC Aerohawks winter swap meet
• Partnered with Airport Businesses to host Open House
• Increase the usefulness of the airport for economic development.
o Hosted 2011 Air Race Classic start
• Hosted SERTOMA Pancake Breakfast Fly -In
• Worked with Iowa DOT to help communicate results of Economic Impact Study
• Continue to meet with area representatives to communicate Economic Impact and use of the
airport
• Upgrade taxiways, runways and other airport infrastructure.
• Work with FAA to secure grant funding for Parallel Taxiway project on Runway 7 -25
• Work with Iowa DOT Office of Aviation to secure funding for Hangar L Project
• Received grant funding for FY2010 Pavement Rehab program
• Work with Public Works department to add parking lot repairs to major city rehab project
• Enhance appearance, curb appeal, and accessibility of the airport; develop a public viewing area on
the airport grounds.
• Repair entry road and parking lot to main terminal building.
• Viewing area open with covered shelter and picnic tables.
• Continue work on hangars to rehabilitate as needed.
A -50
2. Maior Issues to Address in the Near Future
• Capacity Needs:
• T- hangar Waiting list holds 20+ entries
• Demand for hangar space for larger business class aircraft, specifically for King Air 200
series, and Citation I -IV series aircraft
• Additional Aircraft parking spaces are needed during high traffic times (football weekends)
• Budget:
• Airport Operations budget is supplemented by general fund contributions. Cuts to general
fund contributions would impact airport operations
• Seek additional funding opportunities and steady income streams
• Airspace:
o Airspace Obstruction Mitigation projects are planned for approach ends of Runway 12 and
Runway 30.
• Maintenance:
o Most buildings around airport are from 1960 -1970s era. This requires a higher dollar
upkeep than modern buildings. Main Terminal built in 1951. Many buildings are coming
due for rehabilitation at the same time which impacts budget.
• Public Outreach:
• Seek more events and activities to host at the airport. This draws non - aviation people to
the airport and increases awareness of the airport.
• Communication of airport economic impact to area officials, elected and non - elected.
3. Airport Performance Measures
The data presented below was collected by the Iowa City Airport. It is important to note that data are
influenced by year - to-year differences in asset sales and capital projects. Thus, it is more important to
focus on data trends than any given data point.
Outcomes & 2007 2008 2009 2010 Trend Comment
Measures . 66,775) . 67,768) . 67,768) . 67,862)
Receipts
General Levy
Support
$159,120
$112,000
$130,000
$120,000
General Levy
support consists of
income funded by
Per Capita General
$2.38
$1.65
$1.92
$1.77
property taxes
Levy Support
only.
Hangar rentals
Rents
$218,849
$232,207
$244,045
$273,810
T
I
have been at
capacity for the
duration of this
analysis. Rates
Rents as a
are derived by
P
Percentage of
54.08%
51.61%
45.08%
42.64%
comparisons to
Receipts
other area
*less asset sales
airports.
Asset Sales
$859,649
$1,610,007
$0
$223,000
Note: Asset sales
have funded
Total Receipts
$1,264,309
$2,059,905
$541,344
$865,096
capital projects.
A -51
Outcomes & 1 2007 2008 2009 2010 Trend Comment
Measures (pop. 66,775) . 67,768) . 67,768) . 67,862)
Expenditures
Activity
Fuel Flowage
189,612.68
170,493.00
136,327.41
165,112.47
Operational
Operational
$279,879
$385,703
$272,350
$292,557
H
expenditures
Expenditures
84
84
84
84
H
consist of
Helico ter.
Ops. Dollars per
personnel,
Personnel
$1.48
$2.26
$2.00
$1.77
H
services, and
Expenditures
$85,894
$101,868
$68,037
$40,164
supplies. One
unfilled full time
position has
Personnel Exp. as
accounted for the
a Percentage of
30.69%
26.41%
24.98%
13.73%
decline in
Ops. Exp.
personnel.
Services includes
Services
$183,067
$275,069
$196,664
$242,495
H
insurance
payments, utilities,
building and
grounds
Services as a
maintenance,
Percentage of
65.41%
71.32%
72.21%
82.89%
interest expense,
Ops. Exp.
etc.
Total Expenditures
$838,880
$2,456,004
$499,019
$679,256
Includes capital
expenditures.
Activity
Fuel Flowage
189,612.68
170,493.00
136,327.41
165,112.47
Fuel flowage is
used as a proxy
for airport activity.
84 hanger spaces
Based Aircraft
84
84
84
84
H
and 1 based
Helico ter.
Ops. Dollars per
One full -time staff
Fuel Gallon (Ops.
$1.48
$2.26
$2.00
$1.77
H
position went
Exp. per Activity)
unfilled as activity
decreased.
4. General Airport Data Discrepancies
Performing a comparative analysis between local jurisdictions is an imperfect process. Data are
influenced by differences in definitions, reporting, and collection measures. Thus, it is important to focus
on the trends in the data between communities rather than any one specific data point. While measures
have been taken to universalize and standardize the data, the trend in the data is the most valuable
information provided.
More specifically, some of the factors that influence the comparability of Airport data are:
• Differences in services offered at general aviation airports (e.g. types of fuel, maintenance
services, instruction and rental services).
• The level to which capital expenditures and loan servicing are included in the airport's budget.
• The amount of asset sales and the level to which these may be used for capital improvements.
A -52
• Differences in airport size, runway length, number of hangars operated, and types of aircraft
accommodated.
• Three types of general aviation airports are analyzed in section 5: enhanced service,
general service, and basic service. The specific criteria for each general aviation airport
category are detailed in section 8.
• Enhanced service airports have runways 5,000 feet or greater in length with facilities and
services that can accommodate a full range of general aviation activity, including most
business jets. These airports serve business aviation and are regional transportation
centers and economic catalysts.
• General service airports have runways 4,000 feet or greater in length with facilities and
services customized to support most general aviation activity, including small to mid -size
business jets. These airports serve as a community economic asset.
• Basic service airports have runways 3,000 feet or greater in length with facilities and
services customized to meet local aviation demands.
• The amount of federal and state grants secured and how these are accounted for in airport
budgets.
• Whether data are collected on a calendar year or fiscal year basis.
• Controlling authority and management structure of the airport:
• For some airports, an airport commission has the authority to control nearly all aspects of
airport operations, however, they do not have the authority to levy taxes. Iowa City has
an airport commission.
• An aviation authority may be created through public referendum and does have the
authority to levy taxes.
• Some airports are a department of City government and have a full -time airport
manager; others operate as a division of another department, such as Public Works.
Smaller airports may not use City staff at all by including management responsibilities in
their FBO contracts.
S. Iowa General Aviation Airport Comparison
The data presented below compare performance measures from selected Iowa General Aviation airports.
Expenditures are FY2010 budget estimates. Operational expenditures consist of personnel, services, and
supplies. General service airports are listed parenthetically; the sole basic service airport analyzed is in
brackets. All other airports included are enhanced service airports. *Estimated economic output is
derived from the Iowa Department of Transportation's Economiclmpact ofAviation report, 2009.
Outcomes &
Measures
Iowa City
(rank)
Ames
Ankeny
(Boone)
Davenport
Muscatine
(Pella)
[Sioux
Center]
Expenditures
Operational
Expenditures
$292,557
(1)
$130,398
$274,659
$86,052
$167,858
$114,295
$66,630
$86,788
Personnel
$40,164
$42,6143
$0
unavailable
$45,718
$0
$0
$70,704
Costs
(4)
Total
$679,256
$130,398
$274,659
$179,848
$233,433
$139,006
$66,630
$86,788
Expenditures
(1)
A -53
Outcomes &
Measures
Iowa City
(rank)
Ames
Ankeny
(Boone)
Davenport
Muscatine
(Pella)
Center]
Activity
Based
85
Operational
Iowa City
Davenport
Muscatine
Aircraft
(3)
65
103
47
104
32
37
15
Economic Impact
Estimated
$11,207,300
Operational
Iowa City
Davenport
Muscatine
Economic
3)
(3)'
$7,789,400
$14,780,700
$7,735,400
$20,270,500
$4,671,000
$4,446,700
$5,406,900
Output*
*Muscatine's 2007
operational expenses
are an estimate; exact
Economic
$38.31
Ops. Dollar per Gallon
$1.48
$0.44
estimated
data was unavailable.
2008
Output per
(8)
$59.74
$53.81
$89.42
$120.76
$40.87
$66.74
$62.30
Ops Dollar
lowest activity of these
three airports, yet the
Ops. Dollar per Gallon
Revenues
General
$120,000
Operational
Iowa City
Davenport
Muscatine
Fund
(1)
$40,821
$3,988 **
$0
unavailable
$89,959
$0
$74,936
Subsidy
*Muscatine's 2007
operational expenses
are an estimate; exact
GF Subsidy
410%
Ops. Dollar per Gallon
$1.48
$0.44
estimated
data was unavailable.
2008
as % of Ops.
(3)
31.3%
1.5%
0%
unavailable
78.7%
0%
86.3%
Ex p.
lowest activity of these
three airports, yet the
Ops. Dollar per Gallon
Rental
$273,810
$122,042
unavailable
$67,807 * **
$116,389
$26,612
$25,300
$33,840
Revenue*
(1)
*Rental revenue includes hangar and land leases.
* *Ankeny has a special airport levy which was budgeted for $270,671 in FY10.
** *During FY10, Boone had a one -time $40,000 advance hangar rental payment. FY09 rentals totaled $28,634.
6. Iowa General Aviation Airport Activity Comparison
The chart below presents data from Iowa City compared to two Iowa general aviation airports. All three
are categorized as enhanced service. Fuel flowage is an accurate proxy for airport activity. Operational
expenses include personnel costs, services, and supplies. Services vary by airport, thus data should be
analyzed in conjunction with all metrics; trends are more indicative of performance than any one data
point. *Data discrepancy: Iowa City fuel flowage data is calculated by calendar year; Davenport and
Muscatine are tallied by fiscal year.
Annual Activity and
Operational
Iowa City
Davenport
Muscatine
Comment
Expenditures*
200 Flowage
189,612.68
340,000
249,000
*Muscatine's 2007
operational expenses
are an estimate; exact
$0.53*
Ops. Dollar per Gallon
$1.48
$0.44
estimated
data was unavailable.
2008
During 2008, the Iowa
Fuel Flowage
170,493.00
360,000
183,200
City Airport had the
lowest activity of these
three airports, yet the
Ops. Dollar per Gallon
$2.26
$0.53
$0.61
highest operational
expenditures.
A -54
2009
Fuel Flowage
136,327.41
225,000
106,566
Activity dropped
Personnel, Services, and Supplies
operational expenditures.
The amount of airport operations not funded
Services are approximately
significantly in all three
airports in 2009; this is
83% of operational costs.
Iowa City's airport ranks fourth
Ops. Dollar per Gallon
$2.00
$0.71
$1.04
most likely the result of
over the last three years as
Costs not included in FBO service
one full -time position
diminished travel and
(Maintenance Worker I) has
gone unfilled.
Revenue generated from hangar and land
recreation after the
leases.
need for additional hangar
space and seasonal aircraft
2010
165,112.47
280,000
57,841
national economic
Fuel Flowage
downturn. Increased
fuel prices likely
Ops. Dollar per Gallon
$1.77
$0.60
$1.98
contributed as well
7. Metric Comparative Analysis
Operational Expenditures
Iowa GA Airport Comparison
Iowa City ranks first in this
General Fund Subsidy
comparison group for
Personnel, Services, and Supplies
operational expenditures.
The amount of airport operations not funded
Services are approximately
by business activities.
83% of operational costs.
Iowa City's airport ranks fourth
in this comparison group in
Personnel Costs
this metric. Personnel costs
have diminished significantly
over the last three years as
Costs not included in FBO service
one full -time position
(Maintenance Worker I) has
gone unfilled.
A -55
Consider:
Operational costs will vary dramatically based
on the number of services provided. Not every
airport contracts for the same services through
their respective FBO's; Iowa City FBO service
expenditures cover snow removal, building,
Iand grounds maintenance.
Consider:
In many general aviation airports, personnel
costs are subsumed in the FBO contract. The
Iowa City airport has low personnel costs for
an airport its size. The reduction in personnel
costs has been the largest factor in declining
operational costs over the last three years.
Consider
Rental revenue has increased every year since
in this analysis. Furthermore, hangar rental
rates have increased by 2.5% during the
current fiscal year (FY12). Additional aircraft
parking spaces would be in the highest
demand during University of Iowa home
football games.
Iowa GA Airport Comparison
Iowa City provides the most
General Fund Subsidy
general fund support for its
airport of any city analyzed
The amount of airport operations not funded
here. However, Iowa City
by business activities.
ranks third in this group for
the percentage of operations
funded through general fund
support.
Iowa City generates the most
rental revenue of any airport
Rental Revenue
analyzed here. There is also a
waiting list of more than 20
aircraft for hangar spaces.
Revenue generated from hangar and land
Airport staff has indicated the
leases.
need for additional hangar
space and seasonal aircraft
parking.
A -55
Consider:
Operational costs will vary dramatically based
on the number of services provided. Not every
airport contracts for the same services through
their respective FBO's; Iowa City FBO service
expenditures cover snow removal, building,
Iand grounds maintenance.
Consider:
In many general aviation airports, personnel
costs are subsumed in the FBO contract. The
Iowa City airport has low personnel costs for
an airport its size. The reduction in personnel
costs has been the largest factor in declining
operational costs over the last three years.
Consider
Rental revenue has increased every year since
in this analysis. Furthermore, hangar rental
rates have increased by 2.5% during the
current fiscal year (FY12). Additional aircraft
parking spaces would be in the highest
demand during University of Iowa home
football games.
Enhanced Service:
Consider:
A waiting list for hangar spaces that is nearly
one - fourth of total current capacity
demonstrates Iowa City has the demand for
additional units. Funding additional projects
would have to be weighed against
rehabilitating existing hangars, runway
improvements, etc.
Consider:
J I Iowa City has high operational costs for its
level of activity when compared to Davenport.
However, personnel costs are lower in Iowa
City than in Davenport.
8. General Aviation Airport Category Criteria
5,000 foot or greater paved runway
• Airport Reference Code (ARC) of C -II or greater
Full -time staffing during regular weekday and weekend business hours
Availability of the following based services:
• Aircraft maintenance and repair
• Flight training
• Rental aircraft
• Aircraft charter
Airport or Fixed Base Operator (FBO) staffing 24 hours a day
Availability of jet fuel
Weather observing system located on airport (ASOS or AWOS)
General Service:
4,000 foot or greater paved runway
Availability of the following based services:
• Aircraft maintenance and repair
• Flight training
• Rental aircraft
• Aircraft charter
• Staffing during regular business hour
Basic Service:
3,000 feet or greater paved runway
Availability of aircraft fuel
Some availability of airport or FBO personnel or on -call availability 24 hours
Prepared by: Simon Andrew
Email: simon- andrew @iowa - city.org
Phone: (319) 356-5014
A -56
Iowa GA Airport Comparison
Iowa City has 84 leased
Based Aircraft
hangar spaces plus one based
helicopter. There is a waiting
list of over twenty aircraft for
Number of hangar spaces rented
hangar spaces. Iowa City
ranks third in the number of
based aircraft among airports
analyzed here.
Fuel Flowage (activity) dropped
significantly during 2009, but
Fuel Flowage
2010 activity increased to
nearly 2008 levels. While
activity in Muscatine has
Proxy for Activity
declined every year since
2007, Davenport and Iowa City
saw increases in 2010.
Enhanced Service:
Consider:
A waiting list for hangar spaces that is nearly
one - fourth of total current capacity
demonstrates Iowa City has the demand for
additional units. Funding additional projects
would have to be weighed against
rehabilitating existing hangars, runway
improvements, etc.
Consider:
J I Iowa City has high operational costs for its
level of activity when compared to Davenport.
However, personnel costs are lower in Iowa
City than in Davenport.
8. General Aviation Airport Category Criteria
5,000 foot or greater paved runway
• Airport Reference Code (ARC) of C -II or greater
Full -time staffing during regular weekday and weekend business hours
Availability of the following based services:
• Aircraft maintenance and repair
• Flight training
• Rental aircraft
• Aircraft charter
Airport or Fixed Base Operator (FBO) staffing 24 hours a day
Availability of jet fuel
Weather observing system located on airport (ASOS or AWOS)
General Service:
4,000 foot or greater paved runway
Availability of the following based services:
• Aircraft maintenance and repair
• Flight training
• Rental aircraft
• Aircraft charter
• Staffing during regular business hour
Basic Service:
3,000 feet or greater paved runway
Availability of aircraft fuel
Some availability of airport or FBO personnel or on -call availability 24 hours
Prepared by: Simon Andrew
Email: simon- andrew @iowa - city.org
Phone: (319) 356-5014
A -56
F
Y
2
0
1
3
APPENDIX B
State Forms
Budget Resolutions
Transfers
Assessed Property Valuations
Property Tax Levies
FY2012 Revenue Comparisons:
General Fund Revenue
Other Revenue Sources
Utility Franchise Tax
Gaming Revenue
Local Option Sales Tax
Utility Rates
Revenue Bond Indebtedness
Glossary
Index by Department
384.1 390375 Ag Lana 26 4 348 4 348 63 3.UU3 /S
Total General Fund Tax Levies (25+26) 27 28.392.065 27.935.432 D� xm Add
384.8 027000 Emergency (if general fund at levy limit)
Form 635.1
0
0
64 0
1i Amt Nee Police & Fire Retirement
Depaamenr of Management
2,581,365
2,539,842
Adoption Budget Certification
0.87604
City Taxes
*52=483
2,797,663
2 752 660
of and
0.04084
of
31
4,030,190
3,965,361
SSMID4 w
FISCAL YEAR BEGINNING JULY 1, 2012 - ENDING JUNE 30, 2013
Total Employee Bencl Levies (29,30,31)
32
The
City of:
Iowa City County Name:
Sub Total Special Revenue Levies (28 +32)
JOHNSON
Date Budget Adopted:
03/06/12
rda-
Ata heard
of ary
Can rich held after the puboc hearing as lend ired bylaw, as ape goad a bay a,
the prepdead
on dget was ad opted as so mmaexed an it
athMad he rate and tax levies, as itemize it
below, we
re approved for
au Road a propany of ary. mere is attache it a Long Tarm Be of Schad
old Farm
703 for the debt service needs, irany.
na
nu
0
0
(319) 3565041
fiapdaraa
38
279,743
County Auditor Date Stamp
January 1, 2011 Property Valuations
With Gas &Electric
Without Gas & Electric
fast Fund l Census
Regular
2.
2,946,951,863 m
2,899,547,813
s7 as2
DEBTSERViCE
3a
2,958,664,19031R
2,911,260,140
Ag Land
4a
1,447,988
TAXES LEVIED
(A)
nu
(Q
Code
Dollar
Request with
Property Taxes
Sec.
Limit
Purpose
Utility Replacement
Lesied
Rate
384.1
8.10000
Regular General levy
5
23,870,310
23,486,337
43 8.10000
(384)
Non
-Voted Other Permissible Levies
12 (8)
8.67500
Contract for use of Bridge
6
0
44 0
1ry1D)
095000
Opr & Maint publicly owned Transit
7
2,799,604
2 754 570
45 0.95000
12(11)
Amt Nee
Rent, Ins. Maint of Civic Center
e
0
46 0
12(12)
8.13500
Opr & Maint of City owned Civic Center
9
0
47 0
12(13)
0.06750
Planning a Sanitary Disposal Project
10
0
48 0
12(14)
027000
Aviation Authority (under sec.330A.15)
1-I
0
49 0
12(15)
Amt Nee
Joint city -county building lease
12
0
50 0
12(16)
006750
Levee Iml fund in special charter city
13
0
51 0
being)
Amt Nee
Liability, property & self insurance costs
14
922,125
907,298
52 0.31291
12(2)
Amt Nee
Support of Local Emerg.Mgmt.Comm.
462
0
465 0
(384)
Voted Other Permissible Levies
12p)
613500
InstmmentalNocal Music Groups
15
0
si 0
1221
081000
Memonal Building
16
0
54 0
12 as
013500
Symphony Orchestra
17
0
55 0
12(4)
027000
Cultural & Scientific Facilities
18
0
56 0
1207
As vatad
County Bridge
19
0
57 0
120)
135000
Missi or Missouri River Bridge Const.
20
0
58 0
12(9)
003375
Aid to a Transit Company
21
0
59 0
12(17)
020500
Maintain Institution received by gift/devise
22
0
60 0
12(19)
100000
City Emergency Medical District
461
0
466 0
12RR
027000
Support Public Library
23
795,677
782,878
61 0.27000
28E.22
150000
Unified Law Enforcement
24
0
62 0
384.1 390375 Ag Lana 26 4 348 4 348 63 3.UU3 /S
Total General Fund Tax Levies (25+26) 27 28.392.065 27.935.432 D� xm Add
384.8 027000 Emergency (if general fund at levy limit)
28
0
0
64 0
1i Amt Nee Police & Fire Retirement
11
2,581,365
2,539,842
35
0.87604
Amt Nee FICA & IPERS (if general fund at levy limit)
30
2,797,663
2 752 660
na
0.04084
Rules Amt Nee Other Employee Benefits
31
4,030,190
3,965,361
SSMID4 w
1.36750
Total Employee Bencl Levies (29,30,31)
32
9,409,218
9,257,850
65 3.19286
Sub Total Special Revenue Levies (28 +32)
33
9,409,218
9,257,850
0
Valuation
0
SSMID6 AF
R)
556
386 As Re, With Gas 6 Elec Without Gas 6 Ekc
0
566
0
SSMID7 w
SSMI D 1 w
139,871,680 a,
139,871,680 34
279,743
279,743
66
2.00000
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0
67
0
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0
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0
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R)
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0
565
0
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R)
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Total SSMO
38
279,743
279,743
Do rvm Aaa
384.4 Amt Nee weight JerviCe Levy Iad (trial 40 I S, 144,90L 40 1 L,tls4 JOB 70 4.elI
m4.7 LLb/h00 Capital Projects (Capital Improv. Reserve) 41 41 0 of 0
Total Property Taxes (27 +39 +40 +41) 42 51,225,978 42 50,407,375 72 17.26864
COUNTY AUDITOR - I certify the budget is in compliance with ALL the following:
Budgets that DO NOT meet ALL the criteria below are not statutorily compliant & must be returned to the city for correction.
1) The prescribed Nonce of Puboc Haarmg Budget E9imate(Form6311)was lawfully publlshed, arrested ioapponame, and notarized, filed prootwas evidenced.
2) Budget hearing nonmswere published orposed nouesman to days, normorethan20 days, pdormme budget hearing.
3) Adopted properetaxesdo notexceed published orposed amounts.
4) Adopted expendiwresdo notexceed published arrested amountsin each onhe nine program areas ,orin futal.
5) The budgetfile uploadedtothe SUBMITArea matchedthe paper copy certified bythe city to this office.
6) The city is receiving TIT Revenuesand has completed the TIT Indebtedness second otthe TIFDEBttorm In comphancowith3 ¢4.16(1)
B -1
Form 631 .1 DePxtlment or Management
NOTICE OF PUBLIC HEARING
BUDGET ESTIMATE
FISCAL YEAR BEGINNING JULY 1, 2012- ENDING JUNE 30, 2013
City of IOWA City , Iowa
The City Council will conduct a public hearing on the proposed Budget at 410 E. Washington St., City Hall
on 03/06/12 at 7:00 p.m.
(nate)xx/xx/xx (hour)
The Budget Estimate Summary of proposed receipts and expenditures is shown below.
Copies of the the detailed proposed Budget may be obtained or viewed at the offices of the Mayor,
City Clerk, and at the Library.
The estimated Total tax levy rate per $1000 valuation on regular property .......... $ 17.26864
The estimated tax levy rate per $1000 valuation on Agricultural land is .. ......... $ 3.00375
At the public hearing, any resident or taxpayer may present objections to, or arguments in favor of, any part
of the proposed budget.
(319) 356 -5041 Marian K. Karr
phone number city Clerk /Finance officer's NAME
B -2
Budget FY
2013
Re- estimated FY
2012
Actual FY
2011
(a)
(b)
(c)
Revenues & Other Financing Sources
Taxes Levied on Property
1
50,407,375
49,594,682
47,825,752
Less: Uncollected Property Taxes -Levy Year
2
0
0
0
Net Current Property Taxes
3
50,407,375
49,594,682
47,825,752
Delinquent Property Taxes
4
0
0
7,688
TIF Revenues
5
507,060
846,085
846,061
Other City Taxes
6
11,031,846
10,400,955
10,865,460
Licenses & Permits
7
1,440,389
1,223,447
1,413,665
Use of Money and Property
8
1,535,026
1,264,679
1,505,531
Intergovernmental
9
38,627,081
89,040,109
39,614,750
Charges for Fees &Service
10
41,066,638
40,683,916
40,653,159
Special Assessments
11
0
0
0
Miscellaneous
12
3,771,813
5,782,600
7,410,013
Other Financing Sources
13
66,682,753
110,692,668
77,450,865
Total Revenues and Other Sources
14
215,069,981
309,529,141
227,592,944
Expenditures & Other Financing Uses
Public Safety
15
21,449,889
21,401,631
18,703,397
Public Works
16
7,718,182
13,994,820
13,434,330
Hearth and Social Services
17
290,707
0
0
Culture and Recreation
18
12,685,436
12,743,563
11,804,919
Oommunity and Economic Development
19
7,217,647
24,626,370
19,119,500
General Government
20
7,618,655
8,282,244
7,460,374
Debt Service
21
20,226,046
15,225,884
14,053,245
Capital Projects
22
25,723,659
80,282,918
18,654,703
Total Government Activities Expenditures
23
102,930,221
176,557,430
103,230,468
Business Type /Enterprises
24
67,003,751
91,149,983
69,838,459
Total ALL Expenditures
25
169,933,972
267,707,413
173,068,927
Transfers Out
26
54,738,103
97,722,338
46,972,625
Total ALL ExpendituresMansfers Out
27
224,672,075
365,429,751
220,041,552
Excess Revenues & Other Sources Over
(under] ExpendituresRransfers Out
28
- 9,602,094
- 55,900,610
7,551,392
Continuing Appropriation
29
0
0
Beginning Fund Balance July 1
30
101,618,639
163,519,249
155,967,857
Ending Fund Balance June 30
31
98,016,545
107,618,6391
163,519,249
B -2
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The Total Outstanding TIF Indebtedness is not used to determine the constitutional debt limit. Indebtedness as defined in Iowa Code Section 384.16,
subsection 1, includes any TIF- financed agreement including all remaining payments for any annual appropriation agreements. Include the TOTAL amount
for all remaining years of the agreement. Use best estimates for any agreement where the actual amount for future years is not known.
Include the total amount of outstanding loans, advances, indebtedness, or bonds outstanding, including interest, at the close of themost recently ended
fiscal year through the remaining term of the indebtedness, which will be paid from TIF revenues.
TOTAL OUTSTANDING TIF INDEBTEDNESS INCLUDING INTEREST OWED
PRINCIPAL on All Bonds Paid with TIF Revenues including Interest to term
ACTUAL
2011
8,143,849
TIF Non -Bond Loans & Debt - Owed to Other Entities
Self - Financed or Internal Loan TIF Debt
Tax Rebatements & Other Agreements Paid with TIF Revenues
647,075
TOTAL OUTSTANDING TIF INDEBTEDNESS 8,790,92
TIF Revenues are those moneys paid into the Special Fund created in section 403.19. THE DATA BELOW NO LONGER
DO NOT include bond payments made with a Debt Service levy on property
Include ONLY debt that is to be repaid from future Tax Increment Financing revenues. CARRIES TO A "REBATES" LINE OF
All debt and interest should only be listed once. THE RE -EXP P2 & EXP P2 FORMS
Include principal and interest to term in all amounts.
Click to view Help with Rebates EXP P2 RE -EST EXP Pa
REBATES OR PAYMENTS TO ENTITIES FROM TAXES FUNDED BY TIF BUDGET RE- ESTIMATED ACTUAL
ENTITY NAME (Rebates DO NOT include bonds, SRF, project names, etc. See Help page for definition 2013 2012 2011
1 Southgate Development Co. 127,592 129,725 130,853
2
Gerry Ambr_ose
36,964
34,356
34,654
3
Mercer
0
0
27,499
4
____
ALPLA
147,060
126,834
127,937
5-United
6
Natural Foods, Inc.
Marc Moen
0
0
0
250,000
33,098
0
8
9
10
11
12
13
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
--
35
_
36
37
38
39
40
41
—
42
43
44
45
" TOTAL Rebates or Payments to Entities
311,616
540,915
354,041
B -9
Prepared by: Kevin O'Malley, Finance Director, 410 E. Washington St., Iowa City, IA 52240; 319 -356 -5053
RESOLUTION NO. 12 ®101
• i ! ARNIAL Biiiir-�ET—F-nR—TAE—Fi—%r-,AL-YEAR
ENDING JUNE r
WHEREAS, a public hearing on the proposed budget for the fiscal year ending June 30, 2013
was held on March 6, 2012, at a regularly scheduled City Council meeting and public comments
were received.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IOWA
CITY, IOWA, THAT:
1. The annual budget for the fiscal year ending June 30, 2013, as set forth in the Adoption of
Budget and Certification of Taxes and on the Adopted Budget Summary, together with the
detailed budget in support thereof showing revenue estimates, appropriation expenditures,
and program allocations for said fiscal year should be and hereby is adopted.
2. The City Clerk is hereby directed to make the filings required by law, and to set up the
books in accordance with the summary and details, as adopted.
Passed and approved this 6th day of March , 2012.
AI- Ai u
MAYOR
Approved by �
FITTEST: /'
CITY LERK City Attorney's Office
It was moved by Dobyns and seconded by Throemorton the Resolution be
adopted, and upon roll call there were:
AYES:
X
X
X
X
X
x
X
5nadm\res\ann1bdgt- 2013.do
NAYS: ABSENT:
B -10
Champion
Dickens
Dobyns
Hayek
Mims
Payne
Throgmorton
Prepared by: Kevin O'Malley, Finance Director, 410 E. Washington St., Iowa City, PA 52240; 319 - 356 -5053
is R r
WHEREAS, the City Council of the City of Iowa City deems it in the public interest and in the
interest of good and efficient government for the City of Iowa City, Iowa, to adopt a three -year
Financial Plan for operations and a multi -year Capital Improvements Program budget; and
WHEREAS, the three -year Financial Plan and multi -year Capital Improvements Program are
subject to annual review and revisions; and
WHEREAS, a public hearing was held on March 6, 2012, at a regularly scheduled City Council
meeting and public comments were received.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IOWA
CITY, IOWA, THAT:
1. The City Council of the City of Iowa City does hereby adopt the three -year Financial Plan
for the Fiscal Years 2013 through 2015 and the multi -year Capital Improvements Program
through Fiscal Year 2016.
2. This Resolution is an expression of the Council's legislative intent for planning future
operation and capital improvements for the City of Iowa City, Iowa; and the anticipated
means of financing said plan, subject to applicable laws.
Passed and approved this 6th day of march , 2012.
MAYOR
Approved by
ATTEST: , ¢r�/j.
CI CLERK City Attorney's Office
fi nadmtresVinplan- 2011doc
B -11
Resolution No.
Page ___2
It was moved by Paine and seconded by Dickens the
Resolution be adopted, and upon roll call there were:
AYES:
x
_x
x
x
x
Y
1R &YS
B -12
ABSENT:
Champion
Dickens
Dobyns
Hayek
Mims
Layne
Throgmorton
CITY OF I ®WA CITY, IOWA
SUMMARY OF TRANSFERS BETWEEN FUNDS
RECEIPTS - TRANSFERS IN
Transfer To: Transfer From: Description 2013
GENERAL FUND
FINANCE DEPARTMENT
NON - OPERATIONAL ADMINISTRATION
HOUSING & INSPECTION SERVICES
PARKS & RECREATION
LIBRARY
SENIOR CEN'TE'R
TIT
TOTAL GENERAL FUND
2014 2015
Finance Admires
PILOT from TCHA
18,000
18,000
18,000
Non - Operational Adm
Empl Benefits Levy
8,705,258
9,240,623
9,801,724
HIS Department Admi
ICHA /HIS Admin Servo
25,000
25,000
25,000
Forestry Operations
RUT Rt of Way Saint
70,582
73,078
75,600
Library Admires
Cable TV to Lib, AV
55,000
55,000
55,000
Lib Computer Reel
Library Res Funding
42,968
42,968
42,968
Library Equip Repl
Library Res Funding
19,454
19,454
19,454
Senior Center Oper
Sr. Gift Fund Contrb
2,500
2,500
2,500
Economic Developmen
Airport 10% ED Coord
11,892
12,658
13,418
Economic Developmen
Wastewtr 20% EDCoord
23,784
25,316
26,947
Economic Developmen
Water 20% ED Coord
23, 184
25,316
26,947
DEBT SERVICE
PARKING
09 Parking Rev Bond
DEBT SERVICE GO
Debt
Service
Adm
2002 Water Abatement
377,689
364,227
369,462
GO
Debt
Service
Adm
2006 Water Abatement
360,458
344,325
333,225
GO
Debt
Service
Adm
GRIP Loan Repayments
40,000
40,000
40,000
GO
Debt
Service
Adm
Library Commercial
100,000
100,000
100,000
TOTAL DEBT SERVICE 878,147 848,552 842,687
ENTERPRISE FUNDS
PARKING
09 Parking Rev Bond
2009 Pkg Refunded IS
846,250
840,350
844,150
MASS TRANSIT
Mass Transit Admin
Transit Levy from OF
2,803,317
2,852,043
2,906,189
WASTEWATER
9/0B Sewer Rev Bond
2008 Sewer Refund US
2,487,325
2,495,938
2,517,938
2009 Sewer Refundin
2009 Sewer Refund IS
793,050
792,300
796,025
2010 Sewer Refundin
2010 Sewer Refund IS
1,440,350
1,448,400
1,449,200
WATER
2002 Water Rev Bond
2002 Water Debt Sery
621,155
626,395
625,270
9/08 WaterRefund Ed
2008 Water Refund IS
611,350
608,838
610,013
2009 Water Refundin
2009 Water Refund DS
857,938
657,938
857,138
LANDFILL
Landfill Repl Rsry
Corp Hangar On Repay
15,420
16,048
16,702
Landfill Dept Rsry
Court St. Daycare
54,230
55,324
56,389
Landfill Repl Rsry
Fire Station #4
33,319
34,676
36,089
Landfill Dept Rsry
Fire Station 2 Repay
43,089
44,845
46,672
Landfill. Repl Rsry
LF Reel Reserve Fndg
500,000
500,000
500,000
Landfill Reel Rsry
S.Side PEN Ln Repay
254,411
181,232
190,504
Landfill Reel Rsry
SE T- Hangar Ln Repay
9,119
9,469
9,875
Landfill Repl Rsry
SW T- Hangar Ln Repay
7,052
7,340
7,639
Landfill Repl Rsry
Sr Ctr Env an Repay
71160
91508
0
Landfill Repl Rsry
TT Park AIM In Repay
20,291
21,221
22,196
Landfill Repl Rsry
UI Hangar Expan Repy
14,241
14,821
15,425
AIRPORT Airport Operations OF Prop Tax Support 100,000 100,000 100,000
BROADBAND 'TELECOMMUNICATIONS ETC Equip Reel Rsry Cable Equip Reserve 11,500 11,500 11,500
B -13
CITY OF IOWA CITY, IOWA
SUMMARY OF TRANSFERS BETWEEN FUNDS
RECEIPTS - TRANSFERS IN
Transfer To: Transfer From: Description 2013 2014 2015
TOTAL ENTERPRISE FUNDS 11,530,567 11,526,206 11,620,914
OTHER FUNDS - BUDGETARY
PARKING CAPITAL PROJECTS IC Multi- USePrk Two From Rog Rev Bonds 11,000,000 0 0
WASTEWATER TREATMENT CAPI'T'AL
PROJECT Annl Sewer Main Pro
Wastewater Treatment
500,000
500,000
500, 0 0 C
NRiverCorrdTrunkSwr
DubStrSanitaryTrunk
660,000
3,740,000
0
WATER CAPITAL PROJECTS
Annual Wtr Main Pro
From Water Oper.
600,000
600,000
600,000
AIRPORT CAPITAL PROJECTS
Apron Recon&COn Few
From PY13 GO Bonds
82,975
0
0
Rnwyl2- 30ObstrMtgtn
From FY14 GO Bonds
0
23,750
0
10 Unit T- Hangar
Flom 2015 GO Bonds
0
0
50,000
Airport Perimeter R
From PY14 GO Bonds
0
10,000
0
S Arprt Dvlp- F1oodM
From 2015 GO Bonds
0
0
1,038,950
STORM SEWER CAPITAL PROJECTS
RvrsdDrvArtsCampus
From Stcrmwater
0
0
500,000
STREET & TRAFFIC CAPITAL PROJECTS
BRIDGE CAPI'T'AL PROJECTS
Street Pavement Mrk Street Pavmt Marking
Park Road 31d Lane From FY13 GO Bonds
Park Road 3rd Lane From FY14 GO Bonds
IowaCityGatewayProj From FY13 GO Bonds
IowaCityGatewayProj From FY14 GO Bonds
IowaCityGatewayProj Local Option Taxes
AmrcnLgn /SCttBldlnt From FY13 GO Bonds
Traffic Signal Proj From 13 GO Bonds
'Traffic Signal Proj From 2015 GO Bonds
'Traffic Signal Proj From PY13 GO Bonds
Traffic Signal Proj From PY14 GO Bonds
Traffic Calming Road Use Tax
Ovex'width Paving /SW Overwidth Paving
Curb Ramps -ADA From 2015 GO Bonds
Curb Ramps -ADA From FY13 GO Bonds
Brick Street Repair Brick Street Repair
Pavement Rehabiliti Pavement Rehab.
Sidewalk Infill From 13 GO Bonds
Sidewalk Infill From 2015 GO Bonds
Sidewalk Infill From FY14 GO Bonds
US 6 East Rehabilit From FY13 GO Bonds
Alley Assessment Rise Transfers In
Bringtn /Clntn intrs From FY14 GO Bonds
Bringtn /C1ntn Intrs From Water operation
RR Crossings- City Railroad Crossings
Brick St Reconstrct From FY14 GO Bonds
1st Ave /IAIS RR From FY13 GO Bonds
ist Ave /IAIS RR From FT14 GO Bonds
Bridge Maintenance Annual Bridge Maint
Dubuque /I- 80PedBrid From FY13 GO Bonds
Dubuque /I -SOPed ➢rid From FY14 GO Bonds
185,000
200,000
0
80,000
0
8,505,066
600,000
120,000
0
80,000
0
30,000
30,000
0
50,000
20,000
400,000
100,000
0
0
375,000
181,000
0
0
25,000
0
225,000
0
60,000
460,000
0
OTHER PUBLIC WORKS CAPITAL PROJECTS Taft Speedway Levee From FY13 GO Bonds 749,640
WarmStrgBldg- Napoln From PY13 GO Bonds 178,250
CBE Maintenance Pro Prom PY13 GO Bonds 850,000
PARKS k RECREATION CAPITAL PROJECTS
Parks Annual Improv From 13 GO Bonds
Parks Annual Improv From 14 GO Bonds
Parks Annual Improv From 2015 GO Bonds
Frauenholtz- Miller From 2015 GO Bonds
Cemetery Resurfacng From FY14 GO Bonds
T Trueblood Rec Are From FY13 GO Bonds
IaRvrCOrrTrl- Pen /Wt From 2015 GO Bonds
Kiwanis Park Restrm From FY14 GO Bonds
LwrCityPark2ndryACC From FY13 GO Bonds
B -14
200,000
0
0
0
0
z, 000, 000
0
c
270,000
185,000
0
940,000
0
2,000,000
2, OOO, OOO
0
0
0
0
120,000
30,000
30,000
0
0
20,000
400,000
0
0
100,000
0
0
1,040,000
100,000
25,000
290,000
0
900,000
60,000
0
325,000
0
200,000
0
0
50,000
0
0
95,000
0
185,000
0
0
0
0
O
0
0
120,000
0
0
30,000
30,000
50,000
0
20,000
400,000
a
100,000
0
0
181,000
0
0
25,000
0
0
0
60,000
0
0
0
0
zoo,000
223,000
0
0
300,000
0
0
CITY OF IOWA CITY, IOWA
SUMMARY OF TRANSFERS BETWEEN FUNDS
RECEIPTS - TRANSFERS IN
Transfer I. Transfer From: Description 2013 2014 2015
TOTAL OTHER FUNDS - BUDGETARY 33,331,167 16,390,176 6,870,579
GRAND TOTAL - TRANSFERS BETWEEN FUNDS
B -15
54,738,103 38,304,847 29,441,738
NormandyDrRestoratn
From
FY13
GO
Bonds
409,050
0
0
NormandyDrRestoratn
From
PY14
GO
Bonds
0
409,051
0
;RAILS CAPITAL PROJECTS
Red Bridge RckyShor
From
2015
GO
Bonds
0
0
260,000
Intre -City Bike Trl.
From
2015
GO
Bonds
0
0
50,000
Intra -City Bike Trl
From
FY13
GO
Bonds
50,000
0
0
Infra -Ci.ty Bike Trl
From
PY14
GO
Bonds
0
50,000
0
SCOttPrkDev &Trail
From
PY13
GO
Bonds
363,841
0
0
CULTURE & RECREATION CAPITAL PROJECT
Wtrwrks Pk Hospice
From
2015
GO
Bonds
0
0
90,000
LibraryPublicSpaceR
From
PY13
CO
Bonds
100,000
0
0
LibraryPublicSpaceR
From
PY14
GO
Bonds
0
100,000
0
PUBLIC SAFETY CAPITAL PROJECTS
Fire Apparatus
From
2015
GO
Bonds
0
0
734,000
Fire Apparatus
From
FY13
GO
Bonds
6694,000
0
0
Fire SC'BA /Air Syste
From
FY14
GO
Bonds
0
550,000
0
Fir'eSt#3KitchenRemo
From
FY13
GO
Bonds
35,000
0
0
ECONOMIC DEVELOPMENT CAPITAL PROJECT
RiverfrontCrossings
From
FY13
GO
Bonds
200,000
0
0
RiverfrontCrossings
From
FY14
GO
Bonds
0
200,000
0
TowncrestRedevelopm
From
FY13
GO
Bonds
200,000
0
0
TowncrestRedevelcpm
From
FY14
GO
Bonds
0
200,000
0
OTHER GENERAL GOVERNMENT CAPITAL PRO
City Hall -OChr Proj
From
2015
GO
Bonds
0
0
50,000
City Hall -Othr Proj
From
FY13
GO
Bonds
116,400
0
0
City Hall. -Othr Proj
From
FY14
GO
Bonds
0
50,000
0
HIS Software
From
FY13
GO
Bonds
927,000
0
0
Prcjectdox
From
FY13
GO
Bonds
306,000
0
0
STREET SYSTEM MAINTENANCE
Road Use Tax
Hurl
Benefits
Levy
425,659
504,078
517,229
COMMUNITY & ECON EVER.
Community & Econ Dv
GRIP
200,000
200,000
200,000
Community & Econ Dv
UniverCity
Rehab
160,000
0
0
METROPOLITAN PLANNING ORGANIZATION 0
MPO Jo Cc Admin
GF Prop
Tax
Support
88,368
96,737
103,000
MPOJC- Genera]. Trans
IC Road Use
Tax Step
217,557
225,169
232,000
MPOJC -Aural Commnit
GF ECICOG
Support
21,361
21,391
21,400
TOTAL OTHER FUNDS - BUDGETARY 33,331,167 16,390,176 6,870,579
GRAND TOTAL - TRANSFERS BETWEEN FUNDS
B -15
54,738,103 38,304,847 29,441,738
CITY OF IOWA CITY, IOWA
SUMMARY OF TRANSFERS BETWEEN FUNDS
DISBURSEMENTS - TRANSFERS OUT
Transfer From Transfer To: Description 2013 .
GENERAL FUND
2014 2015
COMMUNITY & ECON DVLP
GRIP -GEN REB & IMPR
GRIP
200,000
200,000
200,000
UNIVERCITY NEIGHBOR
UniverCity Rehab
160,000
0
0
FIRE
LANDFILL
Fire Station #4
33,319
34,676
36,089
Fire Station 2 Repay
43,089
44,845
46,672
LIBRARY
DEBT SERVICE
2002 GO Abatement
100,000
1.00,000
100,000
BROADBAND TELECOMMUNICATIONS
GENERAL
Equip Reel Reserve
19,454
19,454
19,454
LIBRARY
PC Repl Reserve F'ndg
42,968
42,966
42,968
NON - OPERATIONAL ADMINISTRATION
AIRPORT
Airport Open Subsidy
100,000
100,000
100,000
MPO OF SOHNSON CO
Annual ECICOG Suppit
21,361
21,391
21,400
LANDFILL
LANDFILL
MPG of JC subsidy
88,368
96,737
103,000
MASS TRANSIT
STREET SYSTEM MAINT
DubuqueSt Elevation
8,505,066
0
0
PARKING
LANDFILL
IC Gateway Project
0
2,000,000
0
TRANSIT
Transist Levy to Ops
2,803,317
2,852,043
2,908,189
PARKS & RECREATION
LANDFILL
IT Park Acq Ln Repay
20,291
21,227.
22,196
SENIOR CENTER
GENERAL
Sr Ctr Scholarship
2,500
2,500
2,500
WASTEWATER
LANDFILL
Bldg Env Loan Repay
7,160
7,508
0
TOTAL GENERAL FUN➢
NRIVERCORRDTRUNKSWR
DubStrSanitaryTrunk
12,146,893
5,543,343
3,602,468
ENTERPRISE FuP s
AIRPORT
LANDFILL
Corp Hangar Ln Repay
15,420
16,048
16,702
SE T- Hangar be Repay
9,119
9,469
9,875
SW T- Hangar Ln Repay
7,052
7,340
'7,639
UI Hangar Expan Repy
14,241
14,821
15,425
TIF
Econ Dev Coord 10%
1.1,892
12,658
13,418
BROADBAND TELECOMMUNICATIONS
BROADBAND 'PELECOMMU
Cable Equip Reserve
11,500
11,500
11,500
LIBRARY
Cable ''IV to Libr AV
55,000
55,000
55,000
HOUSING AUTHORITY
FINANCE DEPT
PILOT to Gen Fund
18,000
18,000
1.8,000
HOUSING & INSPECTIO
HIS Director
25,000
25,000
25,000
LANDFILL
LANDFILL
LF Repl Reserve Fndg
500,000
500,000
500,000
MASS TRANSIT
LANDFILL
Court St. Daycare
54,230
55,324
56,389
PARKING
LANDFILL
S.Side Pkg Ln Repay
254,411
181,232
190,504
PARKING DEBT SERVIC
2009 Pkg Refunded DS
846,250
840,350
844,150
PARKING CAPITAL AQUISITION /CIP
PARKING
MultiUSeParkingFacil
11,000,000
0
0
STORM WATER MANAGEMENT
RVRSDDRVARTSCAMPUS
Riverside Dr Arts
0
0
500,000
WASTEWATER
ANNL SEWER MAIN PRO
Annual Main Replcmnt
500,000
5001000
500,000
NRIVERCORRDTRUNKSWR
DubStrSanitaryTrunk
660,000
3,740,000
0
'PIP
Econ Dev Coord 20%
23,784
25,316
26,947
WSTWTR DEBT SERVICE
2008 Sewer Refund DS
2,487,325
2,495,936
2,517,938
2009 Sewer Refund DS
793,050
792,300
796,025
2010 . Sewer Refund DS
1,440,350
1,448,400
1,449,200
WATER
ANNUAL WTR MAIN PRO
Water Annual Mains
600,000
600,000
600,000
BRLNGTN /CLNTN INTRS
Burl /Clinton Intrsct
0
100,000
0
DEBT SERVICE
2002 GO Abatement
377,689
364,227
369,462
2006 GO Refund Abate
360,458
344,325
333,225
TIP
Econ Dev Coord 20%
23,784
25,316
26,947
WATER DEBT SERVICE
2002 Water Debt Sery
621,155
626,395
625,270
2008 Water Refund DS
61.1,350
608,838
610,013
B -16
CITY OF IOWA CITY, IOWA
SUMMARY OF TRANSFERS BETWEEN FUNDS
DISBURSEMENTS - TRANSFERS OUT
Transfer From: Transfer Tea Description 2013
TOTAL ENTERPRIS8 FUNDS
2009 Water Refund IS 857,938
2014 2015
857,938 857,138
22,178,998 14,275,755 10,975,767
2013 GO CONSTRUCT FN AIRPORT
Termi n a lAprou Rehab
82,975
0
0
COMMUNITY & F,CON DV
Riverfront Crossings
200,000
0
0
Towncrest Redevelop
200,000
0
0
FIRE
Fire Apparatus
694,000
0
0
FireSt93Ki LChenRemod
35,000
0
0
GENERAL GOVT CAP AC
City Hall -other
116,400
0
0
GIB software
927,000
0
0
Projectdox
306,000
0
0
LIBRARY
LibraryPublic5paceRm
100,000
0
0
O'T'HER PW CAP ACQ /CI
CBD Maintenance Proj
850,000
0
0
Taft Speedway Levee
749,640
0
0
WrmStorageBuilding
178,250
0
0
PARKS & RECREATION
Intr City Bike Trail
50,000
0
0
LwrCtyPrk2ndryAccss
270,000
0
0
NormandyDrRestoratn
409,050
409,051
0
Parks annual Impr
200,000
0
0
Scott ParkDev &Trail
363,841
0
0
TerryTruebloodRecAra
2,000,000
0
0
STREET SYSTEM MAINT
1st Ave /TATS
225,000
0
0
AmrcnLgn /SctBlvdlntr
600,000
0
0
Biennial Curb Ramp
50,000
0
0
Dubuque St Elevation
80,000
0
0
Dubuque /I- 80PedBridg
460,000
0
0
ParkRoad 3rd Lane
200,000
0
0
Sidewalk Infill
100,000
0
0
US 6 East Rehabilita
375,000
0
0
TRAFFIC ENGINEERING
TrafficSigna7.L&218Mel.
80,000
0
0
TrafficSignalProject
120,000
0
0
2014 GO CONS'T'RUCTION AIRPORT
Airport Perimeter Rd
0
10,000
0
Runway12- 300bstrMit
0
23,750
0
COMMUNITY & EACH DV
Riverfront Crossings
0
200,000
0
Towncrest Redevelop
0
200,000
0
FIRE
SCBA replacement
0
550,000
0
GENERAL GOVT CAP AC
City Hall -Other Prot
0
50,000
0
LIBRARY
Li.braryPublicSpaceRm
0
100,000
0
PARKS & RECREATION
Cemetery Resurfacing
0
50,000
0
Intr City Bike Trail
0
50,000
0
KiWan.isParkRestroom
0
95,000
0
ParksAnnuallmprovemt
0
200,000
0
STREET SYSTEM MAINT
let Ave /IAIS
0
900,000
0
Brick St Reconstuct
0
290,000
0
Burl /Clinton Intersc
0
1,040,000
0
Dubuque /I- 80PedBridg
0
325,000
0
DubuqueSt Elevation
0
2,000,000
0
ParkROad 3rd Lane
0
940,000
0
Sidewalk Infill
0
100,000
0
TRAFFIC ENGINEERING
Traffic Signal Prot
0
120,000
0
2015 GO CONSTRUCTION AIRPORT
10 Unit 'T'- Hangar
0
0
50,000
SoAirportDevelp -F1dM
0
0
1,038,950
FIRE
Fire Apparatus
0
0
734,000
GENERAL GOVT CAP AC
City Hall -Other Proj
0
0
50,000
PARKS & RECREATION
Frauenholtz- Miller
0
0
223,000
Intra -City BikeTrail
0
0
50,000
Parks Annual Improv
0
0
200,000
Peninsula Park
0
0
300,000
Rocky Shr Ped Bridge
0
0
260,000
Wtrwrks Pik Hospice
0
0
90,000
STREET SYSTEM MAINT
Curb Ramps -ADA
0
0
50,000
B -17
CITY OF IOWA CITY, IOWA
SUMMARY OF TRANSFERS BETWEEN FUNDS
DISBURSEMENTS - TRANSFERS OUT
Transfer From: Transfer i'o: Description 2013 2014 2015
GRAND TOTAL - TRANSFERS BETWEEN FUNDS
B -18
54,738,103 38,304,847 29,441,738
Sidewalk Infill
0
0
100,000
TRAFFIC ENGINEERING
Traffic signal PrOj
0
0
120,000
COMMUNITY & B'CON DVLP
DEBT SERVICE
GO Bond Abatement
40,000
40,000
40,000
EMPLOYEE BENEF'I1'S
NON - OPERATIONAL ADM
OF All Other Ems Ben
8,705,258
9,240,623
9,801,724
STREET SYSTEM SAINT
Empl Benefits Levy
425,659
504,078
519,229
ROAD USE TAX
MPO OF JOHNSON CO
MPOofJCTransPlanninq
217,557
229,169
232,000
PARKS & RECREATION
Forestry Rt /Way Mnt
70,582
73,078
75,600
STREET SYSTEM MAINT
Annual Bridge Ma.nt
60,000
60,000
60,000
Brick Street Repair
20,000
20,000
20,000
Overwidth Paving
30,000
30,000
30,000
Pavement Reran.
400,000
400,000
400,000
Railroad Crossings
25,000
25,000
25,000
Street Pavmt Marking
185,000
185,000
185,000
TRAFFIC ENGINEERING
Traffic Calming
30,000
30,000
30,000
SPECIAL ASSESSMENTS
STREET SYSTEM MAIN'T
SpecialAssessments
181,000
0
181,000
TOTAL OTHER FUNDS - BUDGETARY
20,412,212
18,485,749
14,863,503
GRAND TOTAL - TRANSFERS BETWEEN FUNDS
B -18
54,738,103 38,304,847 29,441,738
City of Iowa City
Taxable Valuation by Class"
FY2009 - FY2013
Does not include Tax Exempt Properties or Ag Land /Buildings
B -19
Commercial, Total
Industrial , Valuation
Description
Residential
RR & Utilities All Classes
Fiscal Year 2013
January 1, 2011 - 100% Assessment
$ 3,285,609,160
1,330,498,686 $ 4,616,107,846
Assessment Limitation (state rollback)
50.7518%
- (1,654,347,114)
Less: Exemptions
-
- (3,096,542)
Less Gas & Electric
-
- (47,404,050)
Taxable Assessed Value
for the Debt Service Levy
1,667,396,105
$ 2,911,260,140
Less: TIF Increment (available for debt only)
(1,360,024)
(11,712,327)
Taxable Assessed Value - Regular Levies
1,666,036,081
$ 2,899,547,813
Fiscal Year 2012
January 1, 2010- 100% Assessment
$ 3,183,160,330
1,304,979,022 $ 4,488,139,352
Assessment Limitation (state rollback)
48.5299%
- (1,638,375,949)
Less: Exemptions
-
- (3,163,216)
Less Gas & Electric
-
- (48,337,968)
Taxable Assessed Value
for the Debt Service Levy
1,544,784,381
$ 2,798,262,219
Less: TIF Increment (available for debt only)
(25,408,841)
Taxable Assessed Value - Regular Levies
$ 2,772,853,378
Fiscal Year 2011
January 1, 2009- 100% Assessment
$ 3,123,398,460
1,294,522,256 $ 4,417,920,716
Assessment Limitation (state rollback)
46.9094%
- (1,658,230,825)
Less: Exemptions
-
- (3,239,146)
Less Gas & Electric
-
- (46,333,208)
Taxable Assessed Value
for the Debt Service Levy
1,465,167,635
$ 2,710,117,537
Less: TIF Increment (available for debt only)
(25,408,841)
Taxable Assessed Value - Regular Levies
$ 2,684,708,696
Fiscal Year 2010
January 1, 2008- 100% Assessment
$ 3,089,816,108
1,272,250,326 $ 4,362,066,434
Assessment Limitation (state rollback)
45.5893%
- (1,681,190,479)
Less: Exemptions
-
- (3,324,338)
Less Gas & Electric
-
- (45,156,750)
Taxable Assessed Value
for the Debt Service Levy
1,408,625,629
$ 2,632,394,867
Less: TIF Increment (available for debt only)
(117,812,738)
Taxable Assessed Value - Regular Levies
$ 2,514,582,129
Fiscal Year 2009
January 1, 2007- 100% Assessment
$ 3,011,803,441
1,253,640,943 $ 4,265,444,384N
Assessment Limitation (state rollback)
44.0803%
- (1,696,688,413)
Less: Exemptions
-
- (3,395,642)
Less Gas & Electric
-
- (44,597,261)
Taxable Assessed Value
for the Debt Service Levy
1,327,611,977
$ 2,520,763,068
Less: TIF Increment (available for debt only)
(111,540,045)
Taxable Assessed Value - Regular Levies
$ 2,409,223,023
Does not include Tax Exempt Properties or Ag Land /Buildings
B -19
City of Iowa City
Property Tax History - All Direct and Overlapping Governments
(per $1,000 assessed valuation)
Collection
Year
Iowa City
Community
School
District
Johnson
County"
I
ommu
Communi ty
College
State of
Iowa
' Total
Residential
Rollback %
2003 -04
12.865
6.102
0.679
0.004
'. 37.247
51.3874
2004 -05
12.875
6.166
0.668
0.004
37.027
.: 48.4558
2005 -06
13.582
6.391
0.649
0.004
' 38.355
. 47.9642
2006 -07
13.632
6.415
0.872
0.004
1 38.226
45.9960
2007 -08
13.852
6.823
0.855
0.004
' 38.830
45.5596
2008 -09
14.192
7.803
0.852
0.004
40.567
44.0803
2009 -10
14.191
7.708
0.840
0.003
40.596
1 45.5893
2010 -11
14.690
7.540
0.926
0.003
40.915
46.9094
2011 -12
14.591
7.320
0.999
0.003
40.754
48.5299
2012 -13
14.073
7.075
1.079
0.003
.' 39.499
50.7518
*Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies.
Source: Johnson County Auditor
B -20
FY2012 Tax Rate Comparison
(Levy Rate per $1,000 in Valuation)
City
Tax Rate
Rank
Waterloo
$18.21
1
Council Bluffs
$17.85
2
Iowa City
$17.27
3
Des Moines
$16.92
4
Davenport
$16.78
5
Sioux City
$16.51
6
Cedar Rapids
$15.22
7
Coralville
$13.53
8
Dubuque
$11.07
9
North Liberty
$11.03
10
Ames
$10.72
11
B -21
FY2012 General Fund Comparison
Revenue & Other Financing Sources
(In millions)
City
Revenues
Transfers
Des Moines
$113.53
$29.47
$143.16
Cedar Rapids
$ 75.76
$30.34
2
Davenport
w
$16.96
$.046
Iowa City
$ 49.33
$10.09
$ 59.34
Sioux City
$=
$19.45
6
Dubuque
$ 48.02
$ 8.88
$.133
Council Bluffs
8
$11.75
Waterloo
$ 38.13
$ 9.27
Ames
Coralville
$ 13.17
$ 2.93
North Liberty
Debt /Sale of Total
i Assets
Revenue
Rank
$.156
$143.16
1
$.200
$106.30
2
-
6.40
3
$.046
$ 59.456
4
$.058
$ 59.34
5
—
$.041
$ 56.95
6
50.96
7
$.133
$ 47.54
8
B -22
FY2012 Revenue Comparison
Other Revenue Sources:
(General Fund Only)
City
Utility Franchise Tax
Revenue ($) Rate ( %)
Gaming
Revenue
Iowa City
$ 565,000
1.0%
N/A
Waterloo
$ 819,500
0
Cedar Rapids'
$ 1,600,000
1.0%
N/A
Council Bluffs
$ 1,850,000
2.0%
$ 925,000
Dubuque
$ 2,595,559
3.0%
$ 633,992
Sioux City
$ 2,870,000
2.0%
$ 6=
Des Moines
$13,502,000
5.0%
$1,300,000
Ames
N/A
Coralville
est. $250,000
1.0%
N/A
Davenport
N/A
0
North Liberty
N/A
N/A
N/A
NR: Information pending: not available online / awaiting response from city officials
'Cedar Rapids: Tax is on electric utility only
B -23
FY2012 Revenue Comparison
Other Revenue Sources:
Local Option Sales Tax
Total Sunset
City %Rate Receipts Date
Iowa airy
Ames
Cedar Rapids
Council Bluffs
Davenport
Dubuque
Sioux City
Waterloo
Coralville
Des Moines
North Liberty
1.00% $ 6,935,154 N/A
1W $1 14
1.00% $ 7,800,000 N/A
1.00% $ 8,515,307 N/A
Purpose
remeaiation, repair ana pr
of flood- impacted public
infrastructure
60% property tax relief 40%
community betterment
90% flood 10% property tax relief
Streets and sewers
60% property tax relief 40% capital
improvements and equipment
50% property tax relief 20% City
facilities maintenance 30% special
assessment relief
1.00% $11,100,000 60% property tax relief 20%
infrastructure projects 10% city
facilities projects 10% economic
development
1.00% NR 12/31/2015 NR
0% N/A
NR: Information pending: not available online / awaiting response from city officials
B -24
FY2012 Utility Rate Comparison
(average monthly billing per residential unit)
city
Water'
Franchise
Tax
Sewer'
Solid
Waste
Storm
Sewer
Total
Overall
Rank
North Liberty
$32.77
$40.46
$ 9
$86.55
1
Iowa City
$27.34
$1.91
$36.08
$15.50
$2.50
$83.33
2
(3)
(4)
(2)
(4)
(5)
Davenport
$36.
27.233
$12.902
3
Sioux City
$25.69
$1.92
$34.55
$13.90
$0.83
$76.89
4
Des Moines
$1 aMEELm&8
.50
$76.44
5
Cedar Rapids
$23.50
$1.65
$19.92
$16.72
$4.56
$66.35
6
Coralville
1.09
7
Dubuque
$18.48
$1.29
$23.76
$10.72
$5.60
$59.85
8
Council Bluffs
0
0$0..
9
Ames
$24.52
$1.72
$23.95
00
$3.45
$53.64
10
' Average residential household estimated at 8 ccf per month.
2 Volume based. Average residential household estimate for 65 gallon.
3 Pending Council approval in July 2012.
° Privatized service.
B -25
Summary of Revenue Bonded Indebtedness
Revenue bonds payable at June 30, 2012 are comprised of the following individual issues:
Principal
Amount Date of Final Interest Outstanding
Issued Purpose Issue Maturity Rates 06/30/12
$ 9,110,000
Refunded Parking Bonds
Nov. 2009
24,280,000
Refunded Wastewater Treatment Bonds
Oct. 2008
8,660,000
Refunded Wastewater Treatment Bonds
May 2009
15,080,000
Refunded Wastewater Treatment Bonds
Apr. 2010
8,500,000
Water Bonds
Oct. 2002
7,115,000
Refunded Water Bonds
Oct. 2008
9,750,000
Refunded Water Bonds
May 2009
4,950,000
Refunded Water Bonds
June 2012
Total - Principal Outstanding as of June 30, 2012:
2024
3.0-5.0
$ 8,190,000
2022
3.0-5.0
19,560,000
2025
3.5-5.0
8,110,000
2020
3.0-4.0
12,400,000
2012
2.0-4.65
5,415,000
2024
3.0-4.375
6,070,000
2025
4.0-4.5
8,905,000
2022
1.5
- 2.1
4,950,000
$ 73,600,000
* Water Revenue Bonds, Series 2002 will be called on July 1, 2012, utilizing Water fund balance and proceeds
from the Water Revenue Refunding Bonds, Series 2012.
B -26
GLOSSARY
Assessed Valuation: The estimated value placed upon real and personal property by the
City Assessors as the basis for levying property taxes.
Assigned Fund Balance: The portion of the net position of a governmental fund that
represents resources set aside by the government for a particular purpose.
Bonded Debt: A written promise to pay a specified sum of money at a future date along
with periodic interest. Proceeds from bonds are typically used for long -term debt to
pay for construction of capital projects.
Budget: A financial plan for a specific time period that estimates the expenditures and the
means of financing those expenditures which are associated with all services and
functions performed by the City.
Business Type Activities: One of two classes of activities reported in the government -
wide financial statements. Business -type activities are finance in whole or in part by
fees charged to external parties for goods or services. These activities are usually
reported as enterprise funds.
Capital Improvements Program (CIP): A management tool used to assist in the
scheduling, planning, and execution of a series of capital improvements over a five -
year period. The CIP is updated annually. It sets forth the estimated expenditures by
year and specifies the resources estimated to be available to finance the project
expenditures.
Capital Improvements Projects: The specific projects that make up the Capital
Improvements Program. The projects involve construction, purchase, or renovation of
city facilities or property. They are generally non - recurring major improvements to the
City's physical plant which necessitate long -term financing and are permanent in
nature.
Capital Outlay: Expenditures for fixed assets, such as equipment, remodeling, minor
building improvements, and vehicles, that are funded from the operating budget.
Since long -term financing is not necessary and expenditures of this type are of such
recurring character, these items are not part of the Capital Improvements Program.
Cash Basis: A basis of accounting in which transactions are recognized only when cash
is increased or decreased. Or, a basis of accounting in which transactions are
recorded when cash is expended or received for goods and services which are sold.
Committed Fund Balance: Self- imposed limitation imposed at highest level of decision
making that requires formal action at the same level to remove.
Commodities: Items or supplies needed for routine maintenance and operations. They
include cleaning, maintenance and office supplies, repair materials, minor
equipment, and tools.
Contingency: Funds set aside, but not appropriated or approved for use. These funds could
be used for unanticipated expenditure requirements, new programs, or to absorb
unexpected revenue losses.
B -27
Contractual Service: Services such as utilities, postage, printing, employee travel, repairs and
rentals, which are purchased from private contractors.
Debt Service: Payment of principal and interest to holders of the City debt instruments.
Deficit: Excess of an entity's liabilities over its assets (a negative fund balance). The term may
also be used to describe a situation where expenditures exceed revenues.
Department: A major organizational unit in the City comprised of related work activities
aimed at accomplishing a major service or regulatory program.
Division: An organizational subdivision of a department.
Employee Benefits: Contributions made by the City to designated funds to meet
commitments or obligations for employee fringe benefits. Included are the City's
share of costs for Social Security, Iowa Retirement System, and the other pension,
medical, and life insurance plans.
Enterprise Fund: Separate financial entity used for government operations that are
financed mainly from user fees — see Business -Type Activities.
Equity Transfers: Non - recurring or non - routine transfers of equity between funds.
Expenditures: The cost of goods received and services rendered.
Fiscal Year: A 12 -month time period to which the annual operating budget applies. In Iowa, the fiscal
year begins July 1 and ends the following June 30.
Full -time Equivalent (FTE) Positions: A part -time position converted to the decimal equivalent
position based on total hours per year. Full -time positions charged to more than one program
are shown as an appropriate fraction in each program.
Fund: An independent fiscal and accounting entity with a self - balancing set of accounts recording
cash, which are segregated for the purpose of carrying on specific activities or attaining certain
objectives.
Fund Balance: The cash balance that remains in a fund on a given date after all receipts and
expenditures have been recorded.
General Fund: The fund supported by taxes, fees, and other revenues that may be used for any
lawful purpose.
General Obligation Bonds: When the city pledges its full faith and credit to the repayment of the
bonds it issues, then those bonds are general obligation (G.O.) bonds.
Governmental Activities: Activities generally financed through taxes, intergovernmental revenues,
and other nonexchange revenues. These activities are usually reported in governmental
funds and internal services funds.
Grants: Contributions or gifts of cash or other assets from another governmental entity to be used or
expended for a specified purpose, activity or facility.
B -28
Intergovernmental Revenue: A contribution of assets (usually cash) by one governmental unit or
other organization to another. Typically, these contributions are made to local governments
from the State and Federal governments. Grants are usually made for specified purposes.
Internal Service Fund: Funds used to account for the financing of goods or services provided by one
department or agency to other departments or agencies of the City, on a cost reimbursement
basis.
Interfund Loan: Loans between funds.
IPERS: Iowa Public Employees' Retirement System ( IPERS). Established by the Iowa
Legislature in 1953 to provide a secure defined benefit retirement plan for Iowa's public
employees. IPERS covers all municipal employees, with the exception of sworn police
officers and fire fighters.
Levy Rate: The property tax rate stated in terms of dollars and cents for every thousand dollars of
assessed property value.
Market Value: The estimated value of real and personal property based upon the current price at
which both buyers and sellers are willing to do business.
MFPRSI: The Municipal Fire & Police Retirement System of Iowa (MFPRSI) is a defined benefit
public retirement system for public safety staff. The System was created by act of the 1990
Iowa Legislature, with formal operations beginning on January 1, 1992. MFPRSI is
administered under the direction of a Board of Trustees, with representatives from the
membership, participating cities, citizens of Iowa and the Iowa General Assembly under Iowa
Code Chapter 411.
Non - Program: Program costs that do not relate to any one department, but represent costs of a
general City -wide nature.
Nonspendable Fund Balance: Portion of net resources that cannot be spent because of their form
or because they must be maintained intact.
Operating Transfer: Routine and /or recurring transfers of assets between funds.
Ordinance: A formal legislative enactment by the City Council, which implements or amends local
law. Any budgetary change which affects total appropriations, levies, use of reserved
appropriations, personnel authorizations, or duties and powers of appointed officials
requires the adoption of an ordinance.
Personnel Services: Services rendered by full -time and part -time employees to support the functions
of City departments. Costs include salaries, fringes and other related benefits.
Program: A distinct function of city government which provides services to the public or other city
departments.
Reserves: An account used to earmark a fund balance or a portion of a fund balance for a specific
use. A reserve may be established formally by ordinance or resolution or informally by
administrative action.
B -29
Restricted Fund Balance: Limitations imposed by creditors, grantors, contributors, laws and
regulations of other governments or laws through constitutional provisions or enabling
legislation.
Revenue: Income derived from taxes, fees, grants and charges. In the broader sense, 'revenue"
refers to all government income, regardless of source, to fund services.
Revenue Bonds: A bond that is payable from a specific source of revenue and to which full faith and
credit of the city is not pledged.
Services and Charges: A category of expenditures used for the purchase of services provided by
individuals, businesses or agencies who are not in the direct employ of the city.
Special Assessment: A tax levied against a property owner to offset all or part of the cost of public
capital improvements which are deemed to benefit that particular property. Special
assessments are commonly used to finance improvement projects such as street
construction, sidewalk construction, or installation of sewer lines. Special assessments are
levied in addition to regular property taxes.
Subsidy: Financial aid given to a governmental unit by another governmental unit. For example, in
Iowa City, the General Fund subsidizes the Airport with property tax monies.
Tax Incremental Financing District (T.I.F.): A geographical area designated for public end private
development. Public improvements are funded by debt which is repaid through segregating
the increased property taxes resulting from private development.
Tax Levy: The total amount of property taxes imposed by a government.
Tort Liability: A tort is a wrong against an individual or property that is neither a crime nor a violation
of a contract. The City could be found liable or responsible by a court when a tort occurs on
City property, as a result of the actions of a City employee, or the function of a City operated
activity. The City levies a special taxto purchase tort liability insurance and to cover the cost of
tort damages for which the City is found responsible.
Transfers: Financial transactions that occur between City funds.
Trust and Agency: Funds used to account for monies held by the City in a trustee, custodial or agent
capacity for the City's pension and retirement funds and for other entities such as other
governmental units. The budget includes the Johnson County Council of Governments
(JCCOG) which is a joint endeavor among city governments within Johnson County and the
county government.
Unassigned Fund Balance: Residual net resources. Total fund balance in the general fund
in excess of nonspendable, restricted, committed and assigned fund balance.
B -30
INDEX BY DIVISION
Page
Accounting------------------------------------------------------------------------------------------------------------------
------------------------------- 217
Airport------------------------------------------------------------------------------------------ -------------------------------
--------------- -------------294
Animal Care & Adoption
111
Broadband Telecommunications
300
Building Inspection
130
Central Business District (C.B.D.) Maintenance ........................................................
......................... . . . . .. 162
Cemetery
164
Central Services
317
City Attorney
205
City Clerk
200
City Council
195
City Manager
197
Community Development Block Grant (CDBG)
227
Community Development/ Non -Grant Activity.
186
Debt Service Fund
257
Deer Control
114
Dental Insurance Reserve
320
Document Services
223
Economic Development
191
Employees Benefits
241
Energy Efficiency & Conservation Grant
234
Engineering
138
Equipment
307
Finance - Administration.
212
Fire Department
115
Flood Recovery & Mitigation Grants
238
Forestry / Horticulture
160
Government Buildings
166
General Rehabilitation & Improvement Program ( G. R. I. P.) ........... .........................
. . . . .. ............................253
H.O.M.E. Program-------------------------------------------------------------------------- -------------------------------
--------------- -------------229
Health Insurance Reserve
319
Housing & Inspection Services - Administration .
125
Housing Authority
303
Housing Inspection
127
Human Resources
203
B -31
Human Rights
Human Services Planning...........
Information Technology Services
KIYA
188
311
Parks
151
Peninsula Apartments
255
Planning & Community Development — Administration.
178
Police Department
91
:mIr -A ii
IBE
Public Works - Administration. 136
Purchasing 219
Recreation 154
Refuse Collection 284
Revenue 221
Risk Management - Tort Liability. 225
Risk Management - Loss Reserves. 315
Road Use Tax (RUT) 231
Senior Center 168
Stormwater Management 297
Tax Increment Financing Districts (TIF) 243
Transit 269
UniverCity Neighborhood Partnerships
236
Urban Planning & Historic Preservation
180
Wastewater Treatment
274
Water
280
B -32
l ®_
CITY OF IOWA CITY
Capital Improvement
Program
FY2012 — FY2016
June 2012
City of Iowa City
Capital Improvements Program
Summary by Category
FY2012 - FY2016
Total Projects: $130,283,210 $45,946,332 $37,189,194 $10,055,241 $33,228,000 $256,701,977
Capital Improvement Program
by Category
FY2012- FY2016
4%
Landfill
3%
Culture A
Recreation
6%
General
Government
1%
Public Safety
5%
C -1
Water /
Wastewater /
Stormwater
25%
Community &
Economic
Development
-1%
FY2012
FY2013
FY2014
FY2015
FY2016
Total - All
Project Category
Amended
Adopted
Projected
Projected
Projected
Years
Streets ,Bridges& Traffic Engineering
$ 59,652,741
$18,361,016
$12,550,553
$ 1,760,731
$12,628,000
$104,953,041
Water / Wastewater /Stormwater
33,519,402
13,063,173
16,251,279
2,421,182
-
65,255,036
Transportation Services
4,269,497
5,500,000
5,500,000
-
20,000,000
35,269,497
Culture & Recreation
7,027,952
4,909,051
1,004,050
2,388,000
550,000
15,879,053
Public Safety
9,925,750
729,000
550,000
734,000
-
11,938,750
Airport
6,349,939
1,659,500
675,000
2,602,900
11,287,339
Landfill
6,287,020
-
-
-
-
6,287,020
Community & Economic Development
2,159,407
400,000
400,000
2,959,407
General Government
1,091,502
1,324,592
258,312
148,428
50,000
2,872,834
Total Projects: $130,283,210 $45,946,332 $37,189,194 $10,055,241 $33,228,000 $256,701,977
Capital Improvement Program
by Category
FY2012- FY2016
4%
Landfill
3%
Culture A
Recreation
6%
General
Government
1%
Public Safety
5%
C -1
Water /
Wastewater /
Stormwater
25%
Community &
Economic
Development
-1%
Activity
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Prior Years 2012 2013 2014 2015 2016 Total
3004
- Parking Facility Restoration Repair
This project includes routine concrete restoration,
application of sealant
and
repair
of stairwells.
393230
From Parking Operations
715,547
220,000
935,547
Receipts Total
715,547
220,000
935,547
510800
Parking Capital Aquisition /CIP
940,233
220,000
1,160,233
Expense Total
940,233
220,000
1,160,233
3009
- Parking Facility and Enforcement
Automation
Replace existing parking access control equipment as current equipment is
obsolete.
New equipment would allow credit
card transactions and improve
traffic
flow.
393230
From Parking Operations
674,598
760,000
1,434,595
Receipts Total
674,598
760,000
1,434,598
510400
Capitol Street Garage Operations
281,566
281,566
510500
Dubuque Street Garage Operations
201,802
201,802
510700
Tower Place Garage Operations
191,231
191,231
510800
Parking Capital Aquisition /CIP
760,000
760,000
Expense Total
674,599
760,000
1,434,599
3011
- Elevator Upgrades
Elevator
upgrades to Capitol and Dubuque garages.
393230
From Parking Operations
62,668
721,526
784,194
Receipts Total
62,668
721,526
784,194
510600
Parking Capital Aquisition /CIP
62,668
721,526
784,194
Expense Total
62,668
721,526
784,194
3012
- Iowa City Multi -Use Parking Facility
Design
and construct a multi -use parking /commercial /residential facility.
393230
From Parking Operations
3,299,092
1,350,930
4,650,022
393423
From Pkg Rev Bonds
11,000,000
11,000,000
393900
Misc Transfers In
2,500
2,500
Receipts Total
3,301,592
1,350,930 11,000,000
15,652,522
510800
Parking Capital Aquisition /CIP
3,301,592
1,350,930 5,500,000
5,500,000
15,652,522
Expense Total
3,301,592
1,350,930 5,500,000
5,500,000
15,652,522
3013
- Cap St \Dub St Ramps Doors
and Windows Replacement
Project
Doors
and windows replacements in Capitol
and Dubuque
parking garages.
4
393230
From Parking Operations
162,996
16,200
179,196
Receipts Total
162,996
16,200
179,196
510860
Parking Capital Aquisition /CIP
159,038
16,200
175,238
Expense Total
159,038
16,200
175,238
C -2
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
3015
- LED Fixture Retrofit
1,770
Replace lighting in parking garages with energy
efficient Light Emitting Diode
369100
Reimb of Expenses
(LED)
fixtures.
19,623
334900
Other State Grants
40
272,754
272,754
369100
Reimb of Expenses
30,000
106,990
866,103
136,990
393230
From Parking Operations
149,159
135,841
285,000
907,536
Receipts Total
179,159
515,585
500,000
694,744
510800
Parking Capital Aquisition /CIP
149,159
485,841
500,000
635,000
500,000
Expense Total
149,159
485,841
907,535
635,000
3016
- Parking Office Remodel
500,000
2,907,535
Remodel Iowa Avenue Parking entry to provide better
customer service.
393230
From Parking Operations
63,803
5,000
68,803
Receipts Total
63,803
51000
68,803
510800
Parking Capital Aquisition /CIP
63,803
5,000
68,803
Expense Total
63,803
5,000
68,803
3055
- Transit Facility Relocation
This project will provide for the construction
of a
new Transit
Facility.
331100
Federal Grants
16,000,000
16,000,000
393140
General Fund CIP Funding
70,000
70,000
393426
From FY16 GO bonds
4,000,000
4,000,000
Receipts Total
70,000
20,000,000
20,070,000
517600
Transit Capital Acquisitions /CIP
70,000
20,000,000
20,070,000
Expense Total
70,000
20,000,000
20,070,000
3057
- Rock Island Railroad Depot
Acquisition
331100
Federal Grants
640,000
640,000
Receipts Total
640,000
640,000
517600
Transit Capital Acquisitions /CIP
640,000
640,000
Expense Total
640,000
640,000
3101
- Annual Sewer Main Projects
Annual costs to rehabilitate or replace sewer mains
363150
Copies /Computer Queries
1,770
1,770
369100
Reimb of Expenses
19,623
19,623
369900
Miscellaneous Other Income
40
40
393220
From Wastewater Operations
866,103
500,000
500,000
500,000
500,000
500,000 3,386,103
Receipts Total
907,536
500,000
500,000
500,000
500,000
500,000 3,407,536
520300
Sewer Systems
907,535
500,000
500,000
500,000
500,000
2,907,535
Expense Total
907,535
500,000
500,000
500,000
500,000
2,907,535
C -3
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
3134 - Inverted Siphon Sewer Pipes
Repair 3 sewer mains that cross the Iowa River that
were damaged during the
Flood of 2008.
331200 FEMA Reimbursements 879,439
180,000
1,059,439
334810 State Disaster Assistance
20,000
20,000
393220 From Wastewater Operations 234,652
200,000
434,652
Receipts Total 1,114,091
400,000
1,514,091
520300 Sewer Systems 1,114,091
400,000
1,514,091
Expense Total 1,114,091
400,000
1,514,091
3135 - South Wastewater Plant Expansion
This project will relocate the North Wastewater Treatment
Plant and consolidate
operations into the South Wastewater Treatment Plant
by expansion of the SWTP
facilities.
331100 Federal Grants 2,563
11,000,000 11,000,000
22,002,563
334900 Other State Grants 143,160
143,160
334910 I -JOBS 1,209,133
9,290,867
10,500,000
393160 Local Option Taxes 1,014,107
12,595,893
13,610,000
393220 From Wastewater Operations
11890,000
1,890,000
Receipts Total 2,368,963
23,776,760 11,000,000 11,000,000
48,145,723
520400 South Plant Operations 2,368,964
23,873,762 11,303,173 11,311,279 321,162
49,178,360
Expense Total 2,368,964
23,873,762 11,303,173 11,311,279 321,182
49,178,360
3136 - Snyder Creek Trunk Sewer
This project will construct the sanitary sewer trunk
line off the Scott Blvd
Trunk Sewer from Sioux Ave to Taft Ave. This trunk
line will service the
industrial park on 420th St and surrounding area.
This will be a tap -on fee
project.
393220 From Wastewater Operations 1,394,106
226,191
1,620,297
Receipts Total 1,394,106
226,191
1,620,297
520300 Sewer Systems 1,373,809
226,191
1,600,000
Expense Total 1,373,809
226,191
11600,000
3137 - North River Corridor Trunk Sewer
Reconstruction
This project will be constructed in conjunction with the Gateway project and
will replace two existing sewers with a single sewer
that will be sized to serve
the existing drainage area plus 5,700 acres of the
Rapid Creek watershed north
of I -80. The existing sewers were constructed in 1983
and 1936.
393220 From Wastewater Operations
660,000 3,740,000
4,400,000
Receipts Total
660,000 3,740,000
4,400,000
520300 Sewer Systems
660,000 3,740,000
4,400,000
Expense Total
660,000 3,740,000
4,400,000
3202 - Muscatine (2700 -3400) (Arthur to
Scott Blvd) Water Main
393210 From Water Operations
532,260
532,260
Receipts Total
532,260
532,260
530300 Water Distribution System
532,260
532,260
C -4
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity
Prior Years
2012
2013 2014 2015
2016 Total
Expense Total
532,260
532,260
3204
- Annual Water Main Projects
Annual replacement of water mains.
363150
Copies /Computer Queries
540
540
393210
From Water Operations
377
600,000
600,000 600,000 600,000
600,000 3,000,377
Receipts Total
917
600,000
600,000 600,000 600,000
600,000 3,000,917
530300
Water Distribution System
4,318
600,000
600,000 600,000 600,000
2,4D4,318
Expense Total
4,318
600,000
600,000 600,000 600,000
2,404,318
3211
- 500 Block Olive Water
Main
393210
From Water Operations
24,857
65,000
89,857
Receipts Total
24,857
65,000
89,857
530300
Water Distribution System
24,857
65,000
89,857
Expense Total
24,857
65,000
89,857
3254
- 1600 Morningside /1600
Wilson Dr Water Main
393210
From Water Operations
4,416
156,500
160,916
Receipts Total
4,416
156,500
160,916
530300
Water Distribution System
4,416
156,500
160,916
Expense Total
4,416
156,500
160,916
3277
- Muscatine (2300 -2600 Blocks)
Repair water mains.
363150
Copies /Computer Queries
665
665
393210
From Water Operations
419,515
165,000
584,515
Receipts Total
420,180
165,000
585,180
530300
Water Distribution System
420,180
165,OOD
585,180
Expense Total
420,180
165,000
585,180
3278
- IRP Dam Flood Repairs
Repairs sections of the Iowa River Power
Dam that were
damaged in
the Flood of
2006.
331200
FEMA Reimbursements
324,125
324,125
334810
State Disaster Assistance
36,014
36,014
Receipts Total
360,139
360,139
530300
Water Distribution System
360,139
360,139
Expense Total
360,139
360,139
3279
- Water Mains Crossings
Flood Repairs
Repairs watermain crossings under the
Iowa River that were damaged
from the
Flood
of 2008.
331200
FEMA Reimbursements
562,940
562,940
393210
From Water Operations
69,252
69,252
Receipts Total
69,252
562,940
632,192
C -5
Activity
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Prior Years 2012 2013 2014 2015 2016 Total
530300
Water Distribution System
69,252
562,940
632,192
Expense Total
69,252
562,940
632,192
3281
- Collector Well #3-
Hazard Mitigation- PW5946
This
project includes replacing
and elevating voltage
loop switch and
transformer,
installing a Medium
Voltage loop manual
transfer switch, hardening
well
house building, and raising
the electrical equipment
above the 500 year
flood
elevation.
331200
FEMA Reimbursements
442,614
442,614
334810
State Disaster Assistance
9,551
9,551
392600
Insurance Recoveries
66,468
66,466
393210
From Water Operations
376,909
376,909
Receipts Total
443,377
452,165
895,542
530300
Water Distribution System
443,378
452,165
895,543
Expense Total
443,378
452,165
895,543
3282
- Collector Well #4-
Hazard Mitigation -PW #6072
This
project includes replacing
and elevating voltage
loop switch and
transformer,
installing a Medium
Voltage loop manual
transfer switch, hardening
wellhouse
building, and raising
electrical equipment
above 500 year flood
elevation.
331200
FEMA Reimbursements
379,947
379,947
334810
State Disaster Assistance
10,210
10,210
392600
Insurance Recoveries
47,609
47,609
393210
From Water Operations
337,384
337,384
Receipts Total
384,993
390,157
775,150
530300
Water Distribution System
384,992
390,157
775,149
Expense Total
384,992
390,157
775,149
3283
- Plant Site Well House Source Protection
This
project includes replacing
and elevating voltage
loop switch and
transformers,
hardening well house
building, and raising
electrical equipment
above
the 500 year flood.
331200
FEMA Reimbursements
426,750
426,750
334810
State Disaster Assistance
142,250
142,250
393210
From Water Operations
102,840
102,840
Receipts Total
102,840
569,000
671,840
530200
Water Plant Operations
102,840
569,000
671,840
Expense Total
102,840
569,000
671,840
3284
- Silurian Well #4- Hazard Mitigation -PW #6081 -1
This
project will remove medium
voltage loop switch &
transformer and re -feed
wellhouse
from CW #3, harden wellhouse
building, and raise
electrical equipment
in wellhouse
above 500 year flood
elevation.
331200
FEMA Reimbursements
52,579
103,562
156,141
334810
State Disaster Assistance
6,557
6,557
392600
Insurance Recoveries
5,715
5,715
393210
From Water Operations
31,363
31,363
Receipts Total
89,657
110,119
199,776
C-6
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
530300
Water Distribution System
79,015
110,119
189,134
Expense Total
79,015
110,119
189,134
3285
- Plum St Water Main from Highland Ave to Ridge St (Ph 1 & 2)
Replace water main.
393210
From Water Operations
165,547
260,000
425,547
Receipts Total
165,547
260,000
425,547
530300
Water Distribution System
165,547
260,000
425,547
Expense Total
165,547
260,000
425,547
3286
- Second Ave Water Main from Court
to D St and D to First Ave
Replace water main.
393210
From Water Operations
90,535
106,000
198,535
Receipts Total
90,535
108,000
198,535
530300
Water Distribution System
90,535
108,000
198,535
Expense Total
90,535
108,000
198,535
3287
- Wales St Water Main from
Court St
to Friendship St
Replace water main.
363150
Copies /Computer Queries
245
245
393210
From Water Operations
13,824
120,000
133,824
Receipts Total
14,069
120,000
134,069
530300
Water Distribution System
14,069
120,000
134,069
Expense Total
14,069
120,000
134,069
3295
- Utility Billing Software
upgrade aging billing and customer service software.
369100
Reimb of Expenses
5,000
5,000
393210
From Water Operations
142,420
81,580
224,000
393220
From Wastewater Operations
224,000
224,000
393250
From Refuse Operations
56,000
56,000
393290
From Stormwater
56,000
56,000
Receipts Total
147,420
417,580
565,000
530100
Water System Administration & Supp
147,420
482,335
629,755
Expense Total
147,420
482,335
629,755
3297
- Utility Asset Management
Software
393210
From Water Operations
83,592
83,592
Receipts Total
83,592
83,592
530300
Water Distribution System
83,592
83,592
Expense Total
83,592
83,592
3315
- Landfill Cell FY09
Acquire land and construct new landfill cell
C -7
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
393260 From Landfill Operations 5,034,750 2,812,000 7,846,750
Receipts Total 5,034,750 2,812,000 7,846,750
550900 Landfill Capital Acquisition /CIP 5,034,750 2,812,000 7,846,750
Expense Total 5,034,750 2,812,000 7,846,750
3316 - Eastside Recycling Center
This project will develop the existing site at 2401 Scott Blvd. The project
will enhance the appearance of the existing building and construct an addition
to house the Furniture Project and Salvage Barn. The project scope also includes
the construction of an environmental education building, and a bulk water
station. Drop off areas for waste oil and electronics and a concrete washout
station will also be constructed.
331200
FEMA Reimbursements 5,143
5,143
393260
From Landfill Operations 3,841,941
855,000
4,696,941
Receipts Total 3,847,084
855,000
4,702,084
550310
Eastside Recycle Operations 12,149
12,149
550900
Landfill Capital Acquisition /CIP 3,834,934
855,000
4,689,934
Expense Total 3,847,083
855,000
4,702,083
3319
- Landfill Gas to Energy Project
This
will be a joint project with the University of
Iowa to utilize landfill ga
for energy
production at the Oakdale Campus. Iowa
City's contribution to the
project
will be related to the gas conditioning and
compression equipment.
393260
From Landfill Operations
2,000,000
2,000,000
Receipts Total
2,000,000
2,000,000
550900
Landfill Capital Acquisition /CIP
2,000,000
2,000,000
Expense Total
2,000,000
2,000,000
3320
- 2011 Landfill Acquisition (17 acres)
393260
From Landfill Operations 1,849
600,000
601,849
Receipts Total 1,849
600,000
601,849
550900
Landfill Capital Acquisition /CIP 1,849
600,000
601,849
Expense Total 1,849
600,000
601,849
3425
- FAA Runway 7 Grading /obstr Mitigation #3190047 -13 -2006
Runway 7 Obstruction Mitigation and Grading contracts.
331100
Federal Grants 1,473,384
169,442
1,642,826
393416
From 07 GO Bonds 114,124
114,124
Receipts Total 1,587,508
169,442
1,756,950
560300
Airport Capital Acquisition /CIP 1,552,894
183,596
1,736,490
Expense Total 1,552,094
103,596
1,736,490
3426
- Runway 7 -25 Rehab PCC Full Depth
Repl 3 -19- 0047 -15 -2008
The existing Runway 7 -25 pavement is in excess of 60 years old and is showing
signs of pavement distress. This phase will reconstruct the norteasterly section
of Runway 7 -25.
C -8
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
331100
Federal Grants
1,424,335
239,924
1,664,259
393240
From Airport Operations
19
Receipts Total
19
393412
From 2015 GO Bonds
67,430
118,434
67,430
393416
From 09 GO Bonds
80,146
1,696,566
80,146
Receipts Total
1,571,930
239,924
1,811,854
560300
Airport Capital Acquisition /CIP
1,499,319
319,963
1,819,282
Expense Total
1,499,319
319,963
1,819,282
3427
- Runway 7 Parallel Taxiway
Grading
FAA #3 -19- 0047 -20 -2011
A parallel taxiway for the main runway is needed to allow for safe taxi of
aircraft from Runway 7 -25 to and from terminal area and to allow for lower
instrument approach minimums for Runway 7 -25. This is the grading project.
331100 Federal
Grants
1,724,250
393420 From 11
GO Bonds
90,750
Receipts Total
90,750
1,724,250
560300 Airport
Capital Acquisition /CIP
118,434
1,696,566
Expense
Total
118,434
1,696,566
3428 - Runway 7 -25 Parallel Taxiway Paving & Lighting
A parallel taxiway for the main runway is needed to allow for safe taxi
of aircraft from Runway 7 -25 to and from terminal area. This project is the
paving and lighting construction.
331100 Federal Grants
393410 From FY12 GO Bonds
Receipts Total
2,088,000
232,000
2,320,000
1,724,250
90,750
1,815,000
1,815,000
1,815,000
2,088,000
232,000
2,320,000
560300 Airport Capital Acquisition /CIP 2,320,000 2,320,000
Expense Total 2,320,000 2,320,000
3429 - Runway 12/30 Rehabilitation Phase 2 ARRA 3 -19- 0047 -19
The existing Runway 12 -30 pavement is in excess of 60 years and shows signs of
pavement distress. This phase will complete the reconstruction of Runway 12 -30
at a width of 75 feet. This project includes the replacement of runway edge
lighting system.
331100 Federal Grants 1,815,794 37,093
393240 From Airport Operations 72
Receipts Total 1,815,866 37,093
560300 Airport Capital Acquisition /CIP 1,815,866 37,093
Expense Total 1,815,866 37,093
3430 - Apron Reconstruction & Connecting Taxiway
Existing terminal apron is showing signs of pavement failure and needs
replacement. in addition, the ever - growing amount of general aviation traffic
using the facility requires the expansion of the apron and the necessity to
provide additional connector taxiways to the runway system.
1,852,887
72
1,852,959
1,852,959
1,852,959
331100 Federal Grants 1,576,525 1,576,525
393411 From FY13 GO Bonds 82,975 62,975
C -9
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years
2012 2013 2014 2015
2016 Total
Receipts Total
1,659,500
11659,500
560300
Airport Capital Acquisition /CIP
11659,500
1,659,500
Expense Total
1,659,500
1,659,500
3437
- Hangar L 6 Units 91110IOW300
Construct large bay hangar for storage of business jet
and large aircraft
traffic.
334900
Other State Grants
200,000
200,000
393240
From Airport Operations
400,000
400,000
393420
From 11 GO Bonds 6,760
291,240
300,000
Receipts Total 8,760
891,240
900,000
560300
Airport Capital Acquisition /CIP 8,760
891,240
900,000
Expense Total 8,760
891,240
900,000
3442
- Runway 12 -30 Obstruction Mitigation
& Part77 Removals
Removal of obstructions per FAA Airport Layout Plan.
331100
Federal Grants
451,250
451,250
393413
From FY14 GO Bonds
23,750
23,750
Receipts Total
475,000
475,000
560300
Airport Capital Acquisition /CIP
475,000
475,000
Expense Total
475,000
475,000
3443
- Airport Equipment Shelter
snow removal equipment was previously stored in United
Hangar. Equipment shelte
would
provide room for snow removal equipment.
331100
Federal Grants
142,500
142,500
393420
From 11 GO Bonds
7,500
7,500
Receipts Total
150,000
150,000
560300
Airport Capital Acquisition /CIP
150,000
150,000
Expense Total
150,000
150,000
3444
- Rehab Runway 7/25 &12/30 FAA #18 Intersection Reconstruction
331100
Federal Grants 1,698,358
270,000
1,968,358
393240
From Airport Operations 18
18
Receipts Total 1,698,376
270,000
1,968,376
560300
Airport Capital Acquisition /CIP 1,914,660
50,000
1,964,660
Expense Total 1,914,660
50,000
1,964,660
3445
- FY10 Rehab Pavement & Hangar A Taxilane Drainage 911001OW100
This CIP includes 4 maintenance projects. Hangar A Taxilane Improvements,
Overlay Taxiway to Runway 25 End, Pavement maintenance
on South Taxilanes, and
Pavement Maintenance on Terminal Apron and Taxiway.
334900
Other State Grants 66,682
115,473
182,155
393240
From Airport Operations 32,145
32,145
Receipts Total 98,827
115,473
214,300
560300
Airport Capital Acquisition /CIP 82,047
132,253
214,300
Expense Total 82,047
132,253
214,300
C -10
Activity
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Prior Years 2012 2013 2014 2015 2016 Total
3446
- 10 Unit T- Hangar
Project will provide space for 10 aircraft.
331100
Federal Grants
475,000
475,000
393412
From 2015 GO Bonds
50,000
50,000
Receipts Total
525,000
525,000
560300
Airport Capital Acquisition /CIP
525,000
525,000
Expense Total
525,000
525,000
3448
- Airport Perimeter Rd
Construct perimeter road for aircraft vehicles to
travel to south development
area.
331100
Federal Grants
190,000
190,000
393413
From FY14 GO Bonds
10,000
10,000
Receipts Total
200,000
200,000
560300
Airport Capital Acquisition /CIP
200,000
200,000
Expense Total
200,000
200,000
3449
- South Airport Development -Flood
Mitigation
Flood
Plain Mitigation work for development of South Airfield- Improvements to
Willow Creek.
331100
Federal Grants
1,038,950
1,038,950
393412
From 2015 GO Bonds
1,038,950
1,038,950
Receipts Total
2,077,900
2,077,900
560300
Airport Capital Acquisition /CIP
2,077,900
2,077,900
Expense Total
2,077,900
2,077,900
3450
- FY12 Airport Electrical Rehab &
Security Improve 9I12010WI00
Anticipated hangar maintenance with IDOT grant.
Hangar building reskinning and
resealing.
331100
Federal Grants
204,000
204,000
334900
Other State Grants
144,500
144,500
393240
From Airport Operations
25,500
25,500
393420
From 11 GO Bonds
36,000
36,000
Receipts Total
410,000
410,000
560300
Airport Capital Acquisition /CIP
410,000
410,000
Expense Total
410,000
410,000
3451
- Rehabilitate Terminal Building
9I120IOW300
334900
Other State Grants
100,300
100,300
393240
From Airport Operations
17,700
17,700
Receipts Total
118,000
118,000
560300
Airport Capital Acquisition /CIP
118,000
118,000
Expense Total
118,000
118,000
C -11
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014
2015
2016 Total
3621 - Sandusky Stormsewer
70,000
363150
Construct a larger stormsewer system to reduce the depth of pending in the road
350
and the stormwater management basin south of Sandusky Dr and east of Pepper Dr.
393210
From Water Operations
363150 Copies /Computer Queries 525
66,738
525
393290 From Stormwater 597,202 42,402
From Wastewater Operations
639,604
Receipts Total 597,727 42,402
60,000
640,129
580200 Storm Water Mgmt Capital Acquisiti 597,727 42,402
8,005
640,129
Expense Total 597,727 42,402
393414
640,129
3624 - Riverside Dr & Arts Campus Stormsewer Modifications
175,986
This will be a joint project with the University of Iowa to upgrade the
From 11 GO Bonds
500,000
Riverside Drive / Arts Campus storm sewer and lift station to perform better
500,000
393910
during future floods.
26,820
334610 University of Iowa
500,000
500,000
393290 From Stormwater
500,000
500,000
Receipts Total
1,000,000
1,000,000
580200 Storm Water Mgmt Capital Acquisiti
1,000,000
11000,000
Expense Total
1,000,000
11000,000
3626 - First Avenue Storm Sewer Improvements
530300
Water Distribution System
This project will replace and upgrade the storm sewer system between Mall Drive
162,059
and First Avenue, north of Lower Muscatine Road.
Expense Total
874,422
393410 From FY12 GO Bonds 710,000
973,367
710,000
393415 From 06 GO Bonds 363,335
to First
363,335
Receipts Total 1,073,335
1,073,335
580200 Storm Water Mgmt Capital Acquisiti 710,000
710,000
Expense Total 710,000
710,000
3751 - Northside Marketplace Streetscape
This project would install sidewalk, bench, lighting, and similar streetscape
improvements in the vicinity of Linn and Market Streets.
334900
Other State Grants
70,000
70,000
363150
Copies /Computer Queries
350
350
393210
From Water Operations
93,262
66,738
160,000
393220
From Wastewater Operations
60,000
60,000
393412
From 2015 GO Bonds
8,005
8,005
393414
From 05 GO Bonds
175,986
175,986
393420
From 11 GO Bonds
500,000
500,000
393910
Mist Transfers In
26,820
26,820
Receipts Total
874,423
126,738
1,001,161
434730
Other PW Capital Acquisition /CIP
656,578
70,000
726,578
520300
Sewer Systems
55,785
28,945
84,730
530300
Water Distribution System
162,059
162,059
Expense Total
874,422
98,945
973,367
3803
- Lower Muscatine - Kirkwood
to First
Avenue
Reconstruct Lower Muscatine from Kirkwood to First Avenue. Construction
includes stormsewer, water mains, sanitary sewer, undergrounding of aerial
utilities and sidewalks on both sides of street. This project is utilizing
Federal SIP funds.
C -12
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014
2015 2016 Total
313500
Utility Franchise Tax
87,057
175,000
262,057
331100
Federal Grants
1,296,289
1,720,000
1,720,000
336190
Other Local Governments
200,000
500,000
500,000
382500
Housing Rents
9,900
794,072
9,900
392200
Sale of Buildings
165,000
150,000
150,000
393150
Road Use Tax
2,939
185,000
2,939
393170
Transfers from TIF Districts
288,440
1,049,994
1,338,434
393210
From Water Operations
150,819
309,181
460,000
393220
From Wastewater Operations
150,000
20,000
170,000
393290
From Stormwater
1,551,044
250,000
250,000
393410
From FY12 GO Bonds
540,000
540,000
393412
From 2015 GO Bonds
397
397
393418
From 09 CO Bonds
125,000
125,000
393420
From 11 GO Bonds
1,091,261
1,091,261
Receipts Total
814,552
5,805,436
6,619,988
434710
Roads
815,451
5,184,585
6,000,036
520300
Sewer Systems
20,000
20,000
530300
Water Distribution System
309,181
309,181
580200
Storm Water Mgmt Capital Acquisiti
250,000
250,000
Expense Total
815,451
5,763,766
6,579,217
3804 - Dodge St Reconstruction -280 /Governor
This project will reconstruct Dodge Street between the Governor /Dodge
intersection and Interstate 80. Included with this project will be the
replacement of existing 6 and 12 inch water mains, and reconstruction of a
sanitary sewer along Dodge Street between Scott Boulevard and ACT Circle. This
sanitary sewer will increase the capacity for future growth north of Interstate
80.
334900
Other State Grants
1,298,289
1,298,289
constructed in conjunction with the
Receipts Total
1,298,289
1,296,289
434710
Roads
1,493,108 1,062,888
2,555,996
200,000
Expense Total
1,493,108 1,062,888
2,555,996
3807
- Street Pavement Marking
794,072
165,000
Annual appropriation for contract painting crosswalks and centerlines on
roadways.
363150
Copies /Computer queries
40
City Park to Riverside Drive and will be
constructed in conjunction with the
40
369100
Reimb of Expenses
16,932
393411 From FY13 GO Bonds
200,000
200,000
16,932
393150
Road Use Tax
794,072
165,000
185,000
185,000
165,000
185,000 1,719,072
200,000
Receipts Total
811,044
185,000
185,000
185,000
185,000
185,000 1,736,044
434710
Roads
811,044
185,000
185,000
185,000
185,000
1,551,044
Expense Total
811,044
185,000
185,000
185,000
185,000
1,551,044
3808
- Park Road 3rd Lane
Improvement
This project will add a center turn lane
to Park Road from the entrance of Lowe
City Park to Riverside Drive and will be
constructed in conjunction with the
Gateway Project.
393411 From FY13 GO Bonds
200,000
200,000
393413 From FY14 GO Bonds
940,000
940,000
Receipts Total
200,000
940,000
1,140,000
434710 Roads
200,000
940,000
1,140,000
Expense Total
200,000
940,000
1,140,000
C -13
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014
3809 - Iowa City Gateway Project (Dubuque St)
This project will reconstruct and elevate approx. 4,200 feet of Dubuque Street
and replace the Park Road Bridge with a structure that is higher and longer than
the existing bridge. The project will incorporate multi -modal features and be
designed to provide flood protection for the Dubuque Street corridor and reduce
flood peaks upstream from the Park Road Bridge.
331100 Federal Grants 299,603 8,200,396
334900 Other State Grants 3,000,000
393160 Local Option Taxes 456,047 9,263,952 8,505,066 2,000,000
393411 From FY13 GO Bonds 80,000
393413 From FY14 GO Bonds 2,000,000
Receipts Total 755,650 20,464,348 8,585,066 4,000,000
434710 Roads 735,637 20,561,585 3,685,688 4,104,295
434720 Bridge Construction 18,000 5,000,000
434730 Other PW Capital Acquisition /CIP 2,014
Expense Total 755,651 20,561,585 8,685,688 4,104,295
3811 - Sycamore St- Highway 6 to City Limits
This project will reconstruct Sycamore St from Burns Ave to the City Limits as
three lane portland cement concrete street with curb and gutter. The project
also includes sidewalks and stormsewer. Sycamore St from US 6 to Burns Ave will
be converted from a four lane roadway to a three lands section. The project may
include improvements at the US 6 intersection. This project may include IDOT
U -STEP funds for the US 6 intersection.
2015 2016 Total
8,499,999
3,000,000
20,225,065
80,000
2,000,000
33,805,064
109,623 29,196,828
5,018,000
2,014
109,623 34,216,842
334900
Other State Grants
200,000
200,000
341500
Dev Fee -Sdwlk /Paving
26,795
26,795
363150
Copies /Computer Queries
2,775
2,775
369100
Reimb of Expenses
15,502
15,502
393412
From 2015 GO Bonds
116,448
116,448
393418
From 09 GO Bonds
55,629
55,829
393419
From 10 GO Bonds
1,930,000
1,930,000
393420
From 11 GO Bonds
175,439
919,561
1,095,000
Receipts Total
2,322,788
1,119,561
3,442,349
434710
Roads
2,355,145
1,119,561
3,474,706
Expense Total
2,355,145
1,119,561
3,474,706
3812
- American Legion /Scott Blvd
Intersection Improvements
This project will construct turn lanes
at American Legion and Scott Blvd
intersection. Traffic signals will be
funded by the
annual traffic signal
projects appropriation.
393411
From FY13 GO Bonds
600,000
600,000
Receipts Total
600,000
600,000
434710
Roads
600,000
600,000
Expense Total
600,000
600,000
3814
- Traffic Signal Projects
Annual appropriation for the signalization of intersections. This project will
signalize the following intersections, in order of priority:Old Hwy 218 /Mormon
Trek /McCollister, Scott Blvd /American Legion Rd, and Hwy 218 /Melrose southbound
exit ramp.
C -14
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years
2012
2013
2014
2015
2016
Total
334900
Other State Grants
61,000
61,000
393150
Road Use Tax
113,084
113,084
393410
From FY12 GO Bonds
120,000
120,000
393411
From FY13 GO Bonds
200,000
200,000
393412
From 2015 GO Bonds
120,000
120,000
393413
From FY14 GO Bonds
120,000
120,000
393419
From 10 GO Bonds
120,000
120,000
393420
From 11 GO Bonds
120,000
120,000
393426
From FY16 GO bonds
120,000
120,000
Receipts Total
113,084
421,000
200,000
120,000
120,000
120,000
1,094,084
433500
Traffic Eng Lights
113,084
421,000
200,000
120,000
120,000
120,000
1,094,084
Expense Total
113,084
421,000
200,000
120,000
120,000
120,000
1,094,084
3815
- Gilbert Street Streetscape
Streetscape elements including brick, trees,
lighting,
and bike
racks on
segments
of Gilbert St between Prentiss & Burlington.
363150
Copies /Computer Queries
50
50
393150
Road Use Tax
27,159
27,159
393412
From 2015 GO Bonds
8,276
8,276
393415
From 06 GO Bonds
44,869
44,869
393419
From 10 GO Bonds
40,248
234,267
274,515
Receipts Total
48,574
306,295
354,869
434710
Roads
46,574
261,426
310,000
Expense Total
48,574
261,426
310,000
3816
- Traffic Calming
Annual
appropriation for providing traffic
calming.
393150
Road Use Tax
81,228
30,000
30,000
30,000
30,000
30,000
231,228
Receipts Total
81,228
30,000
30,000
30,000
30,000
30,000
231,228
433500
Traffic Eng Lights
77,910
30,000
30,000
30,000
30,000
197,910
434710
Roads
3,316
3,318
Expense Total
81,228
30,000
30,000
30,000
30,000
201,228
3821
- overwidth Paving /Sidewalks
Annual
appropriation for providing extra width
pavement
on roadways.
393150
Road Use Tax
56,640
30,000
30,000
30,000
30,000
30,000
208,640
Receipts Total
58,640
30,000
30,000
30,000
30,000
30,000
208,640
434710
Roads
16,297
16,297
434740
Sidewalks
42,343
30,000
30,000
30,000
30,000
162,343
Expense Total
58,640
30,000
30,000
30,000
30,000
178,640
3822
- Curb Ramps -ADA
Biennial appropriation for the construction
of ADA accessible curb ramps.
393150
Road Use Tax
201,302
201,302
393411
From FY13 GO Bonds
50,000
50,000
393412
From 2015 GO Bonds
50,000
50,000
393420
From 11 GO Bonds
50,000
50,000
Receipts Total
201,302
50,000
50,000
50,000
351,302
434740
Sidewalks
201,302
50,000
50,000
50,000
351,302
C -15
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
Expense Total 201,302 $0,000 50,000 50,000 351,302
3823 - Brick Street Repairs
Annual appropriation for the repair of brick streets.
369200
Reimbursement of Damages
24,505
24,505
393150
Road Use Tax
76,251
20,000
20,000
20,000
20,000
20,000
176,251
Receipts Total
100,756
20,000
20,000
20,000
20,000
20,000
200,756
434710
Roads
100,757
20,000
20,000
20,000
20,000
160,757
Expense Total
100,757
20,000
20,000
20,000
20,000
180,757
3824
- Pavement Rehabilitation
Annual appropriation for resurfacing roadways.
313500
Utility Franchise Tax
152,350
100,000
100,000
100,000
100,000
100,000
652,350
334900
Other State Grants
75,568
75,566
334910
I -JOBS
537,142
537,142
363150
Copies /Computer Queries
1,145
1,145
369100
Reimb of Expenses
30,355
30,355
393150
Road Use Tax
3,722,248
400,000
400,000
400,000
400,000
400,000
5,722,248
393220
From Wastewater Operations
23,970
23,970
393240
From Airport Operations
41,228
41,228
393260
From Landfill Operations
20,020
20,020
393290
From Stormwater
17,940
17,940
393419
From 10 GO Bonds
64,537
64,537
393420
From 11 GO Bonds
400,000
400,000
Receipts Total
4,518,808
1,067,695
500,000
500,000
500,000
500,000
7,586,503
434710
Roads
4,518,809
900,000
500,000
500,000
500,000
6,918,809
441870
Parks Capital Acquisition /CIP
64,537
64,537
520300
Sewer Systems
23,970
23,970
550900
Landfill Capital Acquisition /CIP
20,020
20,020
560300
Airport Capital Acquisition /CIP
41,228
41,228
580200
Storm Water Mgmt Capital Acquisiti
17,940
17,940
Expense Total
4,518,809
1,067,695
500,000
500,000
500,000
7,086,504
3826
- Underground Electrical Facilities
Annual average expense to convert overhead
electrical
systems to
underground.
313500
Utility Franchise Tax
50,000
175,000
225,000
Receipts Total
50,000
175,000
225,000
434710
Roads
50,000
175,000
225,000
Expense Total
50,000
175,000
225,000
3828
- Sidewalk Infill
Annual program to construct sidewalks where
gaps exist.
363150
Copies /Computer Queries
340
340
393150
Road Use Tax
3,250
3,250
393410
From FY12 GO Bonds
100,000
100,000
393411
From FY13 GO Bonds
100,000
100,000
393412
From 2015 GO Bonds
100,000
100,000
393413
From FY14 GO Bonds
100,000
100,000
393418
From 09 GO Bonds
99,660
99,660
393419
From 10 GO Bonds
100,000
100,000
393420
From 11 GO Bonds
14,883
85,117
100,000
C -16
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012
2013
2014
2015
2016
Total
393426 From FY16 GO bonds
Other State Grants
100,000
100,000
Receipts Total 218,133 185,117
100,000
100,000
100,000
100,000
803,250
434710 Roads 63
From Water Operations
84,154
39,595
63
434740 Sidewalks 218,071 185,117
100,000
100,000
100,000
100,000
803,188
Expense Total 218,134 185,117
100,000
100,000
100,000
100,000
803,251
3829 - US 6 East Rehabilitation
Roads
137,929
290,000
1,100,000
1,527,929
This will be a joint project with the IDOT that will construct an
asphalt
39,595
39,595
overlay on US 6 from Riverside Dr. to Lakeside Dr. and include paved
shoulders,
137,929
329,595
1,100,000
1,567,524
improved medians, and drainage.
- Burlington /Clinton
Intersection Improvements
313500 Utility Franchise Tax
175,000
125,000
300,000
334900 Other State Grants
2,000,000
2,000,000
393411 From FY13 GO Bonds
375,000
375,000
Receipts Total
550,000
2,125,000
2,675,000
434710 Roads
550,000
2,125,000
2,675,000
Expense Total
550,000
2,125,000
2,675,000
3830 - Alley Assessment
This project will include new concrete paving and storm sewer for
one block
of
alley. The cost of this project will be assessed to the adjacent
property
owners.
393910 Wise Transfers In
181,000
181,000
362,000
Receipts Total
181,000
181,000
362,000
434710 Roads
181,000
1811000
362,000
Expense Total
181,000
181,000
362,000
3834 - Burlington /Madison Intersection and Median
This project will reconstruct the intersection of Burlington and Madison to add
turn lanes on Madison, signal improvements, and the replacement of water and
sewer mains. The project also includes a landscaped median from the Iowa River
to Madison Street. The project is designed to address pedestrian and traffic
flows related to the U of I Recreation Center and future growth.
334610
University of Iowa
700,000
700,000
334900
Other State Grants
400,000
400,000
393150
Road Use Tax
53,774
53,774
393210
From Water Operations
84,154
39,595
123,749
393419
From 10 GO Bonds
290,000
290,000
Receipts Total
137,928
329,595
1,100,000
1,567,523
434710
Roads
137,929
290,000
1,100,000
1,527,929
530300
Water Distribution System
39,595
39,595
Expense Total
137,929
329,595
1,100,000
1,567,524
3840
- Burlington /Clinton
Intersection Improvements
This project will reconstruct the intersection of Burlington and Clinton to add
turn lanes on Clinton, signal improvements, and replace water mains. This
project will be designed to reduce the accident rate at this location. This
project is proposed for completion during construction of the Voxman Music
Building and Clapp Recital Hall.
393210 From Water Operations
C -17
100,000
100,000
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity
Prior Years
2012
2013
2014
2015 2016
Total
393413
From FY14 GO Bonds
1,040,000
1,040,000
Receipts Total
1,140,000
1,140,000
434710
Roads
1,040,000
1,040,000
530300
Water Distribution System
100,000
100,000
Expense Total
1,140,000
1,140,000
3843
- RR Crossings- City Wide
Annual appropriation for the repair of railroad crossings.
369100Reimb
of Expenses
2,625
2,625
393150
Road Use Tax
134,643
25,000
25,000
25,000
25,000 25,000
259,643
Receipts Total
137,268
25,000
25,000
25,000
25,000 25,000
262,268
434710
Roads
137,268
25,000
25,000
25,000
25,000
237,268
Expense Total
137,268
25,000
25,000
25,000
25,000
237,268
3849
- Brick Street Reconstruction
This project will reconstruct one block
of brick street
and will include
complete removal of the existing pavement,
salvage of
existing
bricks,
construction of new 7 inch concrete pavement
base with
asphalt
setting bed
and
brick
surface.
393410
From FY12 GO Bonds
290,000
290,000
393413
From FY14 GO Bonds
290,000
290,000
Receipts Total
290,000
290,000
580,000
434710
Roads
290,000
290,000
580,000
Expense Total
290,000
290,000
580,000
3854
- American Legion Road Scott
Blvd to
Taft Ave
Reconstruct road to urban standards and
include an 81
sidewalk.
341500
Dev Fee -Sdwlk /Paving
27,425
27,425
393426
From FY16 GO bonds
3,000,000
3,000,000
Receipts Total
27,425
3,000,000
3,027,425
434710
Roads
31000,000
31000,000
Expense Total
3,000,000
3,000,000
3871
- 1st Ave /IAIS RR Crossing
Improvements
This project will construct an overpass
to replace the at grade crossing of
the
IAIS Railroad and First Avenue.
331100
Federal Grants
1,211,500
1,211,500
2,423,000
393150
Road Use Tax
89,755
89,755
393410
From FY12 GO Bonds
2,190,000
2,190,000
393411
From FY13 GO Bonds
225,000
225,000
393413
From FY14 GO Bonds
900,000
900,000
393417
From 08 GO Bonds
145,514
84,486
230,000
393418
Prom 09 GO Bonds
500,000
500,000
Receipts Total
235,269
3,985,986
1,436,500
900,000
6,557,755
434710
Roads
4,445
3,401,500
1,436,500
900,000
5,742,445
434720
Bridge Construction
230,824
584,486
615,310
Expense Total
235,269
3,985,986
1,436,500
900,000
6,557,755
C -18
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
3872 - Hwy 6 /Lakeside -420th St
This project will widen Highway 6 to a three lane cross section from Lakeside
Drive to 420th Street. Intersection improvements at Heinz Road and at Scott
Boulevard will also be made.
393150
Road Use Tax
322,169
- 322,169
393418
From 09 GO Bonds
1,150,000
1,150,000
- 54,115
Receipts Total
322,169 1,150,000
1,472,169
434710
Roads
322,169 1,150,000
1,472,169
From 07 GO Bonds
Expense Total
322,169 1,150,000
1,472,169
3883
- McCollister
Blvd- Highway 921 to Gilbert Street
- 353,854
McCollister Boulevard will connect the future Mormon Trek Boulevard (at Hwy 921
to Gilbert Street. This section of paving is 4000 feet long, including a Soo
foot long bridge over the Iowa River.
334900
Other State Grants
3,822,383
214,626
3,822,383
393150
Road Use Tax
251,156
- 54,115
197,041
393210
From Water Operations
477,000
60,000 476,457
477,000
393416
From 07 GO Bonds
1,876,368
1,876,368
393417
From 08 GO Bonds
1,700,000
- 353,854
1,346,146
393414
Receipts Total
8,126,907
- 407,969
7,718,938
434710
Roads
4,652,078
50,000
4,702,078
434720
Bridge Construction
3,017,190
3,017,190
Expense Total
7,669,268
50,000
7,719,268
3888
- 420th Street
Improvements -Hwy 6 to
City Limits
3,975,545
This project will reconstruct 420th St from Hwy 6 to the City Limits. The
project will include portland cement concrete streets, stormsewer, watermains,
and sidewalks. The project will utilize Iowa DOT RISE grant funds.
334900
Other State Grants
1,029,174
214,626
1,243,800
363150
Copies /Computer Queries
2,525
96,457
2,525
382100
Land Rental
20,000
60,000 476,457
20,000
393140
General Fund CID Funding
658,305
658,305
393412
From 2015 GO Bonds
131,324
140,000
131,324
393414
From 05 GO Bonds
348,765
Expense Total
348,765
393415
From 06 GO Bonds
60,000
301,625
301,625
393418
From 09 GO Bonds
1,356,199
1,356,199
Receipts Total
3,546,292
516,251
4,062,543
434710
Roads
3,760,919
214,626
3,975,545
Expense Total
3,760,919
214,626
3,975,545
3910
- Bridge Maintenance /Repair
Annual appropriation for the repair and minor maintenance of bridges
393150 Road Use Tax
96,457
140,000
60,000
60,000
60,000
60,000 476,457
Receipts Total
96,457
140,000
60,000
60,000
60,000
60,000 476,457
434300 Streets Cleaning Programs
4,152
4,152
434720 Bridge Construction
92,305
140,000
60,000
60,000
60,000
412,305
Expense Total
96,457
140,000
60,000
60,000
60,000
416,457
C -19
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
3911
- Iowa River Power
Dam Pedestrian Bridge Repair
This
project will replace one
pedestrian section damaged by a tree. This projec
will
remove the damaged section
and replace it with a new section.
334900
Other State Grants
21,600 2,400
24,000
393419
From 10 GO Bonds
27,500
27,500
393420
From 11 GO Bonds
100,000
1001000
Receipts Total
21,600 129,900
151,500
434720
Bridge Construction
100,000
100,000
441880
Trail Construction
51,500
51,500
Expense Total
151,500
151,500
3919
- Rochester Avenue
Bridge
This
project will replace the
Rochester Avenue Bridge over Ralston Creek. The
project
will include sidewalks
on both sides of Rochester Avenue. This project
will
be funded with 80/20 federal
bridge funds.
331100
Federal Grants
720,000
720,000
393420
From 11 GO Bonds
1,665 178,335
180,000
Receipts Total
1,665 898,335
900,000
434720
Bridge Construction
1,665 898,335
900,000
Expense Total
1,665 898,335
900,000
3921
- Interstate 80 Aesthetic Improvements
Landscaping and aesthetic treatments in the Interstate 80 corridor. The
objective of this project is to mitigate the visual impact of the addition of a
third lane to I -80 and to provide cohesive and pleasing feel to the Iowa City
corridor. This project is contingent on outside funding.
334900 Other State Grants
336130 Coralville 19,838
393150 Road Use Tax 20,102
Receipts Total 39,940
100,000 100,000
100,000 100,000
200,000
19,838
20,102
239,940
434720 Bridge Construction 39,940 100,000 100,000 239,940
Expense Total 39,940 100,000 100,000 239,940
3925 - Dodge St /I -80 Pedestrian Bridge
Pedestrian bridge over Interstate 60 at North Dodge Street(Hwy 1). Project
includes an oversized circle from ACT Circle to Northgate Drive. The sanitary
sewer and water main will be replaced. Funding will be from the American
Recovery and Reinvestment Act.
331100 Federal Grants
393150 Road Use Tax
393210 From Water Operations
393220 From Wastewater Operations
393419 From 10 GO Bonds
Receipts Total
434720 Bridge Construction
520300 Sewer Systems
530300 Water Distribution System
Expense Total
1,300,000
54,000
295,420 510,209
400,000
5,001 544,999
354,421 2,755,208
354,421 1,844,999
400,000
510,209
354,421 2,755,208
C -20
1,300,000
54,000
805,629
400,000
550,000
3,109,629
2, 199,420
400,000
510,209
3,109,629
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
3930 - Dubuque St /I -80 Pedestrian Bridge
This project will construct a pedestrian bridge along
Dubuque Street over 1 -80,
and extendthe trail north along Dubuque Street to the
Butler Bridge. Portions
of this project will be constructed with the TDOT's project
to reconfigure this
interchange.
331100 Federal Grants
500,000 435,000
935,000
393410 From PY12 GO Bonds
380,000
380,000
393411 From FY13 GO Bonds
460,000
460,000
393413 From FY14 GO Bonds
325,000
325,000
Receipts Total
380,000 960,000 760,000
2,100,000
434720 Bridge Construction
380,000 960,000 760,000
2,100,000
Expense Total
380,000 960,000 760,000
2,100,000
3956 - Public Works Facility Site Work
This project will consist of grading, undergrounding utilities, partial paving,
and landscaping /screening of the So Gilbert St Public
Works Facility site.
393418 From 09 GO Bonds 350
279,650
280,000
Receipts Total 350
279,650
280,000
434730 Other PW Capital Acquisition /CIP 350
279,650
280,000
Expense Total 350
279,650
280,000
3957 - Vehicle Wash System at Public Works Facility -S Gilbert St
Construct an automated vehicle wash system for large vehicles and provide wash
racks for the manual cleaning of large vehicles at the So Gilbert St Public
Works Facility.
393420 From 11 GO Bonds
440,000
440,000
Receipts Total
440,000
440,000
434730 Other PW Capital Acquisition /CIP
440,000
440,000
Expense Total
440,000
440,000
3958 - Public Works Fuel Facility
Construct new fuel tanks and fueling island at the So
Gilbert St Public Works
Facility, replacing the existing fuel facilities at Riverside Dr.
393416 From 09 GO Bonds 1,243
1,243
393419 From 10 GO Bonds 5,833
694,167
700,000
Receipts Total 7,076
694,167
701,243
434730 Other PW Capital Acquisition /CIP 7,076
694,167
701,243
Expense Total 7,076
694,167
701,243
3961 - West Side Levee Project
This project will construct a levee along the west side of the Iowa River
between McCollister Blvd. and the CRANDIC railroad bridge.
334810 State Disaster Assistance 3,800,000 3,800,000
393410 From PY12 GO Bonds 400,000 400,000
Receipts Total 4,200,000 4,200,000
434730 Other PW Capital Acquisition /CIP 5,392 4,200,000 67,578 71,258 75,108 4,419,336
C -21
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014
2015 2016
Total
Expense Total 5,392 4,200,000 67,578 71,258
75,108
4,419,336
3962 - East Side Levee Project
This project will construct a levee along the east side of the Iowa River from
Hwy 6 to the railroad tracks to protect Gilbert Street and the surrounding area
from flooding.
334810 State Disaster Assistance 3,900,000
3,900,000
393410 From FY12 GO Bonds 100,000
100,000
393415 From 06 GO Bonds 41,520
41,520
Receipts Total 4,041,520
4,041,520
434730 Other PW Capital Acquisition /CIP 195 4,000,000
4,000,195
Expense Total 195 4,000,000
4,000,195
3963 - Taft Speedway Levee Project
This project will provide flood protection for the Idyllwild neighborhood and
Parkview Church area. This project will also protect Foster Road from flooding,
thereby maintaining access to the Peninsula neighborhood during flooding
conditions.
334810 State Disaster Assistance 1,602,360
6,409,440
8,011,800
393411 From FY13 GO Bonds 749,640
749,640
393426 From FY16 GO bonds
2,998,560
2,998,560
393910 Misc Transfers In 12,011
12,011
Receipts Total 12,011 2,352,000
9,408,000
11,772,011
434730 Other PW Capital Acquisition /CIP 11,953 2,352,000
9,408,000
11,771,953
Expense Total 11,953 2,352,000
9,408,000
11,771,953
3964 - Rocky Shore Lift Station /Flood Gates Project
This project will construct a pump station near Rocky Shore Drive and construct
flood gates on the C RAN DIC railroad bridge at Rocky Shore Drive to minimize
future flooding of the Hwy 6 corridor. This project is part of a larger flood
control strategy developed by the City of Coralville.
334810 State Disaster Assistance 6,596,300
6,596,300
334900 Other State Grants 1,360
1,360
Receipts Total 1,360 6,596,300
6,597,660
434730 Other PW Capital Acquisition /CIP 108,877 6,487,423
6,596,300
Expense Total 108,877 6,487,423
6,596,300
3967 - Normandy /Manor Intersection Elevation
This project will elevate the intersection to reduce the frequency that
it floods and provide more reliable access to the residents in the neighborhood.
This project will include stormsewer backflow prevention valves and intake
modifications to facilitate pumping of stormwater. This project is contingent on
outside funding.
334810 State Disaster Assistance 1,100,000
1,100,000
393410 From FY12 GO Bonds 80,000
80,000
Receipts Total 80,000 1,100,000
1,180,000
434730 Other PW Capital Acquisition /CIP 80,000 1,100,000
1,160,000
Expense Total 80,000 11100,000
1,180,000
C -22
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
3970 - Warm Storage Building, Napoleon Park Public
Works
13,936
Site preparation for and construction of a 801x 80' building to be
used for war
equipment storage in the winter. This building will replace space
lost by
Contrib & Donations
development of the Terry Trueblood Recreation Area.
393411 From FY13 GO Bonds
178,250
178,250
Receipts Total
178,250
178,250
434730 Other PW Capital Acquisition /CIP
176,250
178,250
Expense Total
178,250
178,250
3971 - Central Business District Maintenance Project
This project will take a comprehensive look at the CEO and make repairs and
200,000
upgrades. This will include painting light poles and posting pillars,
replacing
194,590
tree grates, maintaining planters, and sidewalk repairs.
200,000
393410 From FY12 GO Bonds 75,500
393412
75,500
393411 From FY13 GO Bonds
850,000
850,000
Receipts Total 75,500
850,000
925,500
434730 Other PW Capital Acquisition /CIP 75,500
850,000
925,500
Expense Total 75,500
850,000
925,500
4130 - Parks Annual Improvements /Maint.
From 05 GO Bonds
400,000
Annual appropriation for maintenance and improvments in parks. FY08 includes
$700,000 for potential trails allocation by City Council.
334900
Other State Grants
13,936
13,936
362100
Contrib & Donations
17,627
17,627
369100
Reimb of Expenses
4,635
4,635
393410
From FY12 GO Bonds
200,000
200,000
393411
From FY13 GO Bonds
194,590
200,000
394,590
393412
From 2015 GO Bonds
140,882
200,000
340,882
393413
From FY14 GO Bonds
200,000
200,000
393414
From 05 GO Bonds
400,000
400,000
393416
From 07 GO Bonds
200,000
200,000
393417
From 08 GO Bonds
200,000
200,000
393418
From 09 GO Bonds
30,556
31,398
61,954
393419
From 10 GO Bonds
73,702
73,702
393420
From 11 GO Bonds
103,978
103,978
393426
From FY16 GO bonds
200,000
200,000
Receipts Total
1,202,226
409,078
200,000 200,000
200,000 200,000
2,411,304
441870
Parks Capital Acquisition /CIP
1,201,371
409,078
200,000 200,000
200,000 200,000
2,410,449
Expense Total
1,201,371
409,078
200,000 200,000
200,000 200,000
2,410,449
4136
- Hickory Hill Park Restroom and Bridge
Construct a restroom and replace oldest
pedestrian bridge in Hickory Bill Park,
approximately 501.
393414
From 05 GO Bonds
10,810
10,810
393420
From 11 GO Bonds
329
149,671
150,000
Receipts Total
11,139
149,671
160,810
441870
Parks Capital Acquisition /CIP
11,139
149,671
160,810
Expense Total
11,139
149,671
160,810
C -23
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014
2015 2016 Total
4137
- Frauenholtz- Miller Park Development
Develop
newly acquired parkland on Lower West Branch
Rd adjacent
to St.
Patrick's
church site.
362100
Contrib & Donations
57,000
57,000
369100
Reimb of Expenses
16,650
16,650
393412
From 2015 GO Bonds
223,000
223,000
Receipts Total
16,650
57,000
223,000
296,650
441870
Parks Capital Acquisition /CIP
16,650
57,000
223,000
296,650
Expense Total
16,650
57,000
223,000
296,650
4145
- Cemetery Resurfacing
Resurface
specified roadways within Oakland Cemetery
as part of
the city -wide
biennial
asphalt resurfacing program.
393410
From FY12 GO Bonds
50,000
50,000
393413
From PY14 GO Bonds
50,000
50,000
393419
From 10 GO Bonds
50,000
50,000
393426
From FY16 GO bonds
50,000 50,000
Receipts Total
100,000
50,000
50,000 200,000
441870
Parks Capital Acquisition /CIP
50,102
100,000
50,000
50,000 250,102
Expense Total
50,102
100,000
50,000
50,000 250,102
4146
- Soccer Park Shelters
Construct
two large park shelters to
accommodate park
patrons when
large
tournaments
are hosted.
393419
From 10 GO Bonds
38,117
38,117
Receipts Total
38,117
38,117
441870
Parks Capital Acquisition /CIP
38,117
38,117
Expense Total
38,117
38,117
4152
- Terry Trueblood Recreation Area
This
project provides for the phased
development,in accordance
with the concept
plan,
of the newly acquired Sand Lake
Recreation Area
(former S
& G Materials
site).
The area will include both recreation and conservation
components.
An
Iowa
Community Attraction and Tourism
grant application
will be
submitted.
334900
Other State Grants
1,200,000
1,000,000
2,200,000
362100
Contrib & Donations
550,000
550,000
369100
Reimb of Expenses
2,433
-
2,433
382100
Land Rental
6,300
6,300
393140
General Fund CIP Funding
591,833
591,833
393150
Road Use Tax
100,000
100,000
393410
From FY12 GO Bonds
500,000
500,000
393411
From FY13 GO Bonds
2,000,000
2,000,000
393415
From 06 GO Bonds
200,000
200,000
393416
From 07 GO Bonds
500,000
500,000
393417
From 08 GO Bonds
499,999
499,999
393419
From 10 GO Bonds
312,110
294,278
606,388
393420
From 11 GO Bonds
250,000
250,000
Receipts Total
2,212,675
2,794,278
3,000,000
81006,953
441100
Parks & Bee Admin
1,051
1,051
441870
Parks Capital Acquisition /CIP
2,211,625
2,794,278
3,000,000
8,005,903
C -24
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014
2015
2016 Total
Expense Total 2,212,676 2,794,278 3,000,000
8,006,954
4153 - Soccer Park Improvements
This project provides for the continued development and improvement to the Iowa
City. Kickers Soccer Park. Planned improvements include a system of trails to
enhance accessibility, and to create a more park -like atmosphere in the open
space areas of the facility.
393414 From 05 GO Bonds 18,119
18,119
393415 From 06 GO Bonds 46,971
46,971
393416 From 07 GO Bonds 13,914
13,914
393426 From FY16 GO bonds
250,000 250,000
Receipts Total 79,004
250,000 329,004
441870 Parks Capital Acquisition /CIP 84,809
250,000 334,809
Expense Total 84,809
250,000 334,809
4160 - Iowa River Corridor Trail- Peninsula Park to Waterworks Prair
This project is a meandering trail along riparian corridor of the Iowa River
extending from Peninsula Park(and Thornberry Dog Park) towards Waterworks
Prairie Park. The trail will access to trail users, including persons with
disabilities. This project also includes interpretive signage and benches. The
2,950 linear foot trail project will be part one Of a two part project in
linking these two park systems. A Resource Enhancement and Protection (REAP)
grant was applied for and granted for $200,000.
334900 Other State Grants
200,000
200,000
393412 From 2015 GO Bonds
300,000
300,000
Receipts Total
500,000
500,000
441870 Parks Capital Acquisition /CIP
500,000
500,000
Expense Total
500,000
500,000
4163 - Napoleon Softball Field Renovation
Regrade and relocate fields 3 and 4 to provide better drainage and more
spectator space between these fields and fields 1 and 2.
393418 From 09 GO Bonds 180,000
180,000
Receipts Total 180,000
180,000
441870 Parks Capital Acquisition /CIP 180,000
180,000
Expense Total 180,000
180,000
4170 - Court Hill Park Restroom
Construct a restroom in Court Bill Park.
393420 From 11 GO Bonds 1,575 93,425
95,000
Receipts Total 1,575 93,425
95,000
441870 Parks Capital AcquiSition /CIP 1,575 93,425
95,000
Expense Total 1,575 93,425
95,000
4171 - Kiwanis Park Restroom
Construct a new restroom in Kiwanis Park
393413 From FY14 GO Bonds
393418 From 09 GO Bonds
2,277
C -25
95,000
95,000
2,277
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012
2013
2014 2015
2016 Total
Receipts Total 2,277
95,000
97,277
441870 Parks Capital Acquisition /CIP 2,277
95,000
97,277
Expense Total 2,277
95,000
97,277
4172 - College Green Park Light Replacement
Replace entire light system in College Green Park,
393419 From 10 GO Bonds 16,793
16,793
393420 From 11 GO Bonds 5,971 84,029
90,000
Receipts Total 5,971 100,822
106,793
441870 Parks Capital Acquisition /CIP 5,971 100,822
106,793
Expense Total 5,971 100,822
106,793
4174 - Park Sidewalk Replacements
Remove 3,100 lineal feet of 4 foot sidewalk and replace with 8
foot sidewalk
at
Mercer Park and Fairmeadows Park.
393419 From 10 GO Bonds 6,968
6,968
393420 From 11 GO Bonds 34,174 55,364
89,538
Receipts Total 34,174 62,332
96,506
441870 Parks Capital Acquisition /CIP 34,174 62,332
96,506
Expense Total 34,174 62,332
96,506
4177 - Lower City Park Secondary Access Road
Extend the Lower City Park Access Road along ball diamonds and
into Normandy
Drive to create a secondary access road for better traffic flow and emergency
access.
393411 From FY13 GO Bonds
270,000
270,000
Receipts Total
270,000
270,000
441870 Parks Capital Acquisition /CIP
270,000
270,000
Expense Total
270,000
270,000
4178 - Normandy Drive Restoration Project
Design and development of parkland in the Normandy Drive areas
where housing
ha
been removed.
393411 From FY13 GO Bonds
409,050
409,050
393413 From FY14 GO Bonds
409,051
409,051
Receipts Total
409,050
409,051
818,101
441870 Parks Capital Acquisition /CIP
409,051
409,050
818,101
Expense Total
409,051
409,050
818,101
4203 - Pedestrian Bridge Rocky Shore to Peninsula
Construct pedestrian bridge over the Iowa River to connect the Iowa River Trail
to the Peninsula parkland trails, and to provide better access to the dog park
and disc golf course. This project is contingent on outside funding.
331100 Federal Grants 1,040,000 1,040,000
393412 From 2015 GO Bonds 260,000 260,000
Receipts Total 1,300,000 1,300,000
C -26
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
441880
Trail Construction
281,000
281,000
1,300,000
1,300,000
525
Expense Total
525
393420
From 11 GO Bonds
1,300,000
1,300,000
4206
- Intra -City Bike Trails
Receipts Total
51,249
324,276
375,525
441880
Annual appropriation for the construction
or repair of
bike trails.
375,000
393150
Road Use Tax
68,110
375,000
68,110
393410
From FY12 GO Bonds
50,000
50,000
393411
From FY13 GO Bonds
50,000
50,000
393412
From 2015 GO Bonds
50,000
50,000
393413
From FY14 GO Bonds
50,000
50,000
393426
From FY16 GO bonds
50,000 50,000
Receipts Total
68,110
50,000
50,000 50,000
50,000
50,000 318,110
441870
Parks Capital Acquisition /CIP
2,362
2,362
441880
Trail Construction
65,748
50,000
50,000 50,000
50,000
50,000 315,748
Expense Total
68,110
50,000
50,000 50,000
50,000
50,000 318,110
4217
- Butler Bridge Pedestrian
Trail
Construction of a separate pedestrian bridge on widened
piers on
the Butler
Bridge, allowing for separated pedestrian
and bicycle
travel. This project will
be utilizing
Federal SIT grant funds.
334900
Other State Grants
440,000
440,000
336110
Johnson County
70,000
70,000
393419
From 10 GO Bonds
82,500
82,500
393420
From 11 GO Bonds
367,500
367,500
Receipts Total
82,500
877,500
960,000
441880
Trail Construction
88,311
877,500
965,811
Expense Total
88,311
877,500
965,811
4219
- Scott Park Development &
Trail (incl Court
Hill Trail Ph 3)
Development of Scott Park into a neighborhood /regional
park, some excavation to
the detention basin, and the construction
of a new trail
to connect with other
trails in east Iowa City. Restroom included.
331100
Federal Grants
416,159
416,159
393290
From Stormwater
38,591
250,000
288,591
393411
From FY13 GO Bonds
363,841
363,841
Receipts Total
38,591
250,000
780,000
1,068,591
441880
Trail Construction
38,591
780,000
818,591
580200
Storm Water Mgmt Capital Acquisiti
250,000
250,000
Expense Total
38,591
250,000
780,000
1,068,591
4221
- Terry Trueblood Rec Area
Trail Connection
Construct an extension of the Iowa River Corridor Trail from Napoleon Park to
Terry Trueblood Recreation Area,
334900
Other State Grants
281,000
281,000
363150
Copies /Computer Queries
525
525
393420
From 11 GO Bonds
50,724
43,276
94,000
Receipts Total
51,249
324,276
375,525
441880
Trail Construction
51,249
323,751
375,000
Expense Total
51,249
323,751
375,000
C -27
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
4222
- Highway 1 Sidewalk /Trail - RiversideDr to Sunset
Construct
a 10 foot wide sidewalk along IA Hwy 1 between Riverside Drive (Old
218)
and Sunset.
393410
From FY12 GO Bonds
1,000,000
1,000,000
Receipts Total
11000,000
11000,000
441860
Trail Construction
1,000,000
1,000,000
Expense Total
1,000,000
11000,000
4316
- Recreation Center Improvements
Rebuild
east entrance to Robert A. Lee Center including
accessible ramp,
railing,
fencing, steps, and lighting. Also, enclose
the pool balcony so it can
be used
and enjoyed by center patrons.
393420
From 11 GO Bonds 8,000
217,000
225,000
Receipts Total 8,000
217,000
225,000
445100
Culture & Recreation Capital Acqui 8,000
217,000
225,000
Expense Total 8,000
217,000
225,000
4318
- Senior Center Boiler & Chiller Replacement
Replacement
of boiler, air cooled chiller, pumps, air
handling units, and
ugrading
building HVAC control system.
393140
General Fund CIP Funding 150,988
36,634
187,622
393417
From 08 GO Bonds 627,746
627,746
Receipts Total 778,734
36,634
815,368
444300
Senior Center Capital Acquisition/ 778,734
36,634
815,368
Expense Total 778,734
36,634
815,368
4320
- North Market Square Park Redevelopment
Work
with the Northside Neighborhood Association and
Horace Mann School to
redevelop
the park.
393418
From 09 GO Bonds
16,903
18,903
393420
From 11 GO Bonds 28,020
278,077
306,097
Receipts Total 28,020
296,980
325,000
441870
Parks Capital Acquisition /CIP 28,020
296,980
325,000
Expense Total 28,020
296,980
325,000
4321
- Waterworks Park Hospice Memorial
Develop a parklike Hospice Memorial area in Waterworks Prairie Park for passive
enjoyment /contemplation.
362100 Contrib & Donations 25,000 25,000
393412 From 2015 GO Bonds 90,000 90,000
Receipts Total 115,000 115,000
441870 Parks Capital Acquisition /CIP 115,000 115,000
Expense Total 115,000 115,000
C -28
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
4323
- Recreation Center Elevator Replacement
Replace the elevator car, hydraulics, and controls on the elevator at the
Recreation Center.
393418
From 09 GO Bonds 2,675 42,456
45,131
393419
From 10 GO Bonds 70,000
70,000
393420
From 11 GO Bonds 25,000
25,000
Receipts Total 72,675 67,456
140,131
445100
Culture & Recreation Capital Acqui 72,675 67,456
140,131
Expense Total 72,675 67,456
140,131
4324
- Mercer Pool Filter System Replacement
Replace the 20 year old filtration system at Mercer Pool.
336120
Iowa City Comm Schools 4,424
4,424
393418
From 09 GO Bonds 213,686 7,131
220,817
393420
From 11 GO Bonds 40,387
40,387
Receipts Total 218,110 47,518
265,628
441870
Parks Capital Acquisition /CIP 17,850
17,850
445100
Culture & Recreation Capital Acqui 200,260 47,516
247,776
Expense Total 218,110 47,518
265,628
4325
- Mercer Pool Solarium Renovation
Replace all windows,doors, and ventilation system in the solarium at Mercer
Park.
336120
Iowa City Comm Schools 44,841
44,841
393418
From 09 GO Bonds 175,902 10,353
186,255
Receipts Total 220,743 10,353
231,096
441870
Parks Capital Acquisition /CIP 220,744 10,353
231,097
Expense Total 220,744 10,353
231,097
4328
- Library Public Space Remodelling
Implementation
of consultants' recommendations to improve public use areas of
the library,
including improved efficiency of public service desks, additional
self- service options, and a new teen space.
362100
Contrib & Donations 100,000
100,000
200,000
393411
From FY13 GO Bonds 100,000
100,000
393413
From FY14 GO Bonds
100,000
100,000
Receipts Total 200,000
200,000
400,000
442700
Library Capital Acquisition /CIP 200,000
200,000
400,000
Expense Total 200,000
200,000
400,000
4404
- Radio System Upgrade and Migration
Replacement of the Radio Communications System that was originally purchased
in
1991.
336110
Johnson County 127,625
127,625
336130
Coralville 47,707
47,707
336190
Other Local Governments 35,900
35,900
393414
From 05 GO Bonds 100,000
100,000
C -29
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
393415
From 06 GO Bonds 100,000
134,355
100,000
393416
From 07 GO Bonds 33,425
66,575
100,000
393417
From 08 GO Bonds
600,000
600,000
393418
From 09 GO Bonds
100,000
100,000
393419
From 10 GO Bonds
300,000
300,000
634,000
Receipts Total 444,657
1,066,575
1,511,232
421700
Police Capital Acquisition /CIP 444,658
1,066,575
1,511,233
393412
Expense Total 444,658
1,066,575
1,511,233
4405
- Police Records & CA Dispatch
734,000
393415
Replace current disparate software systems with a unified software package
393417 From 08 GO Bonds 321,516 178,597
393418 From 09 GO Bonds 500,000
Receipts Total 321,516 678,597
421700 Police Capital Acquisition /CIP 321,516 678,597
Expense Total 321,516 678,597
4406 - Fire Apparatus
vehicles scheduled for replacement within this plan are:
FY11 Heavy Rescue Truck $700,000
FY12 Spartan Engine $634,000
FY13 Scotty House $ 60,000
FY13 Pumper $634,000 FY15 Pumper $734,000
500,113
500,000
1,000,113
1,000,113
1,000,113
369100
Reimb of Expenses
134,355
134,355
392300
Sale of Equipment
360,000
360,000
393410
From FY12 GO Bonds
634,000
634,000
393411
From FY13 GO Bonds
694,000
694,000
393412
From 2015 GO Bonds
734,000
734,000
393415
From 06 GO Bonds
1,624,000
1,624,000
393416
From 07 GO Bonds
447,156
447,156
393417
From 08 GO Bonds
848,102
848,102
393418
From 09 GO Bonds
509,000
509,000
393420
From 11 GO Bonds
239,590
514,410
754,000
Receipts Total
4,162,203
1,148,410
694,000
734,000
6,738,613
422800
Fire Capital Acquisition /CIP
4,205,628
1,148,410
694,000
734,000
6,782,038
Expense Total
4,205,628
1,148,410
694,000
734,000
6,782,038
4407
- Fire Station #4
This project will construct a new fire station located at the
Dodge Street /
Scott
Blvd intersection and the purchase
of a ladder
truck and
pumper truck.
334910
I -JOBS
1,015,372
1,253,495
2,268,867
393140
General Fund CIP Funding
1,568,867
1,568,867
393412
From 2015 GO Bonds
250,711
250,711
393414
From 05 GO Bonds
200,000
200,000
393419
From 10 GO Bonds
700,000
700,000
393420
From 11 GO Bonds
1,276,000
1,278,000
Receipts Total
3,444,083
2,822,362
6,266,445
422800
Fire Capital Acquisition /CIP
4,401,793
1,937,406
6,339,199
Expense Total
4,401,793
1,937,406
6,339,199
C -30
Activity
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Prior Years 2012 2013 2014 2015 2016 Total
4411
- Fire SCBA /Air System Replacement
1,459,646
1,459,646
Replacing aging Self Contained Breathing Apparatus (SCEA) and air cylinders
in
FY14.
162,183
362100
Contrib & Donations
109,902
393413
From FY14 GO Bonds
392600
550,000
550,000
Receipts Total
393410
550,000
550,000
422800
Fire Capital Acquisition /CIP
393910
550,000
550,000
Expense Total
550,000
550,000
4421
- Evidence Storage Facility
423400
Animal Control Capital Acquisition
64,659
Construction of a 12,000 sf facility to house evidence
for criminal trials.
Expense Total
393412
From 2015 GO Bonds 251,720
4,292,498
4423
251,720
393414
From 05 GO Bonds 177,449
331100
Federal Grants
177,449
393418
From 09 GO Bonds 7,410
381100
Interest on Investments
7,410
393419
From 10 GO Bonds 2,634
270,366
Receipts Total
273,000
Receipts Total 439,213
270,366
Police Capital Acquisition /CIP
709,579
421700
Police Capital Acquisition /CIP 439,213
270,366
Expense Total
709,579
61,338
Expense Total 439,213
270,366
- PD ARRA JAG Equipment, Software,
709,579
4422
- Animal Shelter Repl PW 3039
Federal Grants
299,441
This project will relocate the Animal Shelter to a site outside the floodplain
Federal Emergency Management Agency (FEMA) will fund a building of equivalent
size to the existing building. Additional space and features will be funded
locally.
331200
FEMA Reimbursements
1,459,646
1,459,646
334810
State Disaster Assistance
162,183
162,183
362100
Contrib & Donations
109,902
1,500,000
1,609,902
392600
Insurance Recoveries
65,741
65,741
393410
From FY12 GO Bonds
700,000
700,000
393910
Misc Transfers In
295,027
295,027
Receipts Total
470,670
3,821,829
4,292,499
423400
Animal Control Capital Acquisition
64,659
4,227,839
4,292,498
Expense Total
64,659
4,227,839
4,292,498
4423
- PD 09 JAG Firearms Range &
Tactical Equipment
331100
Federal Grants
60,597
60,597
381100
Interest on Investments
741
741
Receipts Total
61,338
61,338
421700
Police Capital Acquisition /CIP
61,336
61,338
Expense Total
61,338
61,338
4424
- PD ARRA JAG Equipment, Software,
Vehicle, OT, Supplies
331100
Federal Grants
299,441
299,441
381100
Interest on Investments
1,982
1,982
Receipts Total
301,423
301,423
421700
Police Capital Acquisition /CIP
263,934
37,489
301,423
Expense Total
263,934
37,489
301,423
C -31
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
4427
- Fire Station #1 Kitchen Remodel &
Admin Office Upgrade
393410
From FY12 GO Bonds
129,905
129,905
Receipts Total
129,905
129,905
422800
Fire Capital Acquisition /CIP
129,905
129,905
Expense Total
129,905
129,905
4428
- Police Crime Lab
331100
Federal Grants
27,525
27,525
393410
From FY12 GO Bonds
82,600
82,600
Receipts Total
110,125
110,125
421700
Police Capital Acquisition /CIP
110,125
110,125
Expense Total
110,125
110,125
4429
- Police Station Master Remodeling
393410
From FY12 GO Bonds
198,450
198,450
Receipts Total
198,450
198,450
421700
Police Capital Acquisition /CIP
198,450
198,450
Expense Total
198,450
198,450
4430
- Police Sreakroom /Restroom Remodel
393410
From FY12 GO Bonds
59,250
59,250
Receipts Total
59,250
59,250
421700
Police Capital Acquisition /CIP
59,250
59,250
Expense Total
59,250
59,250
4432
- Fire Station #3 Kitchen Remodel
Replace existing aging kitchen and appliances.
393411
From FY13 GO Bonds
35,000
35,000
Receipts Total
35,000
35,000
422800
Fire Capital Acquisition /CIP
35,000
35,000
Expense Total
35,000
35,000
4512
- 420th Street Industrial Park
This project will construct the infrastructure and site grading for the
industrial park on 420th Street.
334900 Other State Grants
382100 Land Rental
393140 General Fund CIP Funding
393220 From Wastewater Operations
Receipts Total
434710 Roads
458000 Community & Been Dvlp CIP
520300 Sewer Systems
Expense Total
1,056,200
4,318
19,792 3,863,980
21,228 900,000
45,338 5,820,180
32,157 3,945,893
13,181 1,056,200
900,000
45,338 5,902,093
C -32
1,056,200
4,318
3,883,772
921,228
5,865,518
3,978,050
1,069,381
900,000
5,947,431
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014
2015 2016 Total
4513
- Riverfront Crossings Redevelopment
Begin
public elements for the Riverfront Crossings Redevelopment
Plan.
393410
From PY12 GO Bonds
200,000
200,000
393411
From PY13 GO Bonds
200,000
200,000
393413
From FY14 GO Bonds
200,000
200,000
393420
From 11 GO Bonds
166
199,834
200,000
Receipts Total
166
399,834
200,000
200,000
800,000
458000
Community & Econ Dvlp CIP
166
399,834
200,000
200,000
800,000
Expense Total
166
399,834
200,000
200,000
800,000
4514
- Towncrest Redevelopment
Begin
public elements of the Towncrest Redevelopment
Plan.
393410
From FY12 GO Bonds
400,000
400,000
393411
From FY13 GO Bonds
200,000
200,000
393413
From FY14 GO Bonds
200,000
200,000
393420
From 11 GO Bonds
96,627
303,373
400,000
Receipts Total
96,627
703,373
200,000
200,000
1,200,000
458000
Community & Boon Dvlp CIP
96,627
703,373
200,000
200,000
1,200,000
Expense Total
96,627
703,373
200,000
200,000
1,200,000
4701
- Iowa Network Service Fiber
Duct Install Project
This
is a joint project with the University
of Iowa and Iowa Network Services
t
construct
a buried fiber optic duct system
for telecommunications
in the public
right
of way.
393140
General Fund CIP Funding
21,931
21,931
393150
Road Use Tax
35,828
35,828
393210
From Water Operations
16,041
16,041
393220
From Wastewater Operations
21,097
21,097
393260
From Landfill Operations
11,722
11,722
Receipts Total
106,619
106,619
461200
Information Services - Capital Acqui
106,619
106,619
Expense Total
106,619
106,619
4704
- City Hall -Other Projects
Annual
appropriation for improvements to City
Hall.
363150
Copies /Computer Queries
345
345
393140
General Fund CIP Funding
111,383
111,383
393410
From FY12 GO Bonds
141,300
141,300
393411
From PY13 GO Bonds
116,400
116,400
393412
From 2015 GO Bonds
50,000
50,000
393413
From FY14 GO Bonds
50,000
50,000
393416
From 07 GO Bonds
121,871
3,130
125,001
393417
From 08 GO Bonds
3,169
46,831
50,000
393418
From 09 GO Bonds
12,363
37,637
50,000
393419
From 10 GO Bonds
50,000
50,000
393420
From 11 GO Bonds
50,000
50,000
393426
From FY16 GO bonds
50,000
50,000
Receipts Total
249,131
328,898
116,400
50,000
50,000 50,000
844,429
419200
General Government Capital Acquisi
249,131
328,896
116,400
50,000
50,000 50,000
644,429
Expense Total
249,131
328,898
116,400
50,000
50,000 50,000
844,429
C -33
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015
2016 Total
4712 - ERP Software - Finances and HR /Payroll
Implement new payroll and human resources software.
369100 Reimb of Expenses 51000
51000
393417 From 08 GO Bonds 334,881 181,833
516,714
Receipts Total 339,881 181,833
521,714
419200 General Government Capital Acquisi 339,881 181,833 90,192 93,312 98,428
803,646
Expense Total 339,881 181,833 90,192 93,312 98,428
803,646
4713 - Remodel Lower Level City Hall
Remodel Accounting, Puchasing, and ITS to accommodate staffing.
393417 From 08 GO Bonds 12,773 142,226
154,999
Receipts Total 12,773 142,226
154,999
419200 General Government Capital Acquisi 12,773 142,226
154,999
Expense Total 12,773 142,226
154,999
4714 - Remodel City Hall Lobby and Revenue
Remodel City Hall lobby for cashiering function and remodel Revenue.
393418 From 09 GO Bonds 210,000
210,000
Receipts Total 210,000
210,000
419200 General Government Capital Acquisi 210,000
210,000
Expense Total 210,000
210,000
4716 - Geographic Informations System Software
Procure and install a geographical information system that would provide an
interactive referenced database for City facililties from infrastructure records
to permitting, with crime and accident data also included. Annual operating
expenses for this system will be in the range of $150,000 to $200,000.
393411 From FY13 GO Bonds 927,000
927,000
Receipts Total 927,000
927,000
419200 General Government Capital Acquisi 927,000
927,000
Expense Total 927,000
927,000
4717 - Space Needs Study
This study will identify long term space needs of each of the City's department
to facilitate short term decisions and long term planning.
393419 From 10 GO Bonds 33,074 46,926
80,000
Receipts Total 33,074 46,926
80,000
419200 General Government Capital Acquisi 33,074 46,926
80,000
Expense Total 33,074 46,926
80,000
4718 - City Hall Camera Upgrade
Project would upgrade the surveilance cameras in and around City Hall and
parking lot. Cameras would be Internet Protocol (IP) based to allow for viewing
via web portal.
C -34
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Project Summary by Name
Activity Prior Years 2012 2013 2014 2015 2016 Total
393410 From FY12 GO Bonds 75,000 75,000
Receipts Total 75,000 75,000
419200 General Government Capital Acquisi 75,000 75,000
Expense Total 75,000 75,000
4719 - Projectdox Quickstart
Phase I web -based plan /document workflow system that allows
citizens /architects /developers to initiate and complete plan
(building,site,legal docs,etc) submission, reviews, and approval.
Phase
II
includes Public Works, Planning, City Clerk, and Fire Departments.
393411 From FY13 GO Bonds
306,000
306,000
Receipts Total
306,000
306,000
419200 General Government Capital Acquisi
191,000
115,000
306,000
Expense Total
191,000
115,000
306,000
Report Receipts Total 70,096,471 129,876,63 50,999,766
30,994,051 9,450,900 35,178,000
326,595,82
Report Expense Total 70,985,875 130,283,21 45,946,332
37,189,194 10,055,241 33,228,000
327,687,85
C -35
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Projects by Funding Source - Receipts Detail
Project 2012 2013 2014 2015 2016
utility Franchise Tax
3803
Lower Muscatine- Kirkwood to Fi
175,000
3824
Pavement Rehabilitation
100,000
100,000 100,000 100,000 100,000
3826
Underground Electrical Facilit
50,000 175,000
3829
US 6 East Rehabilitation
175,000 125,000
Total:
275,000
275,000 275,000 275,000 100,000
Federal Grants
3055
Transit Facility Relocation
16,000,000
3057
Rock Island Railroad Depot Acq
640,000
3135
South Wastewater Plant Expansi
11,000,000 11,000,000
3425
FAA Runway 7 Grading /Obstr Mit
169,442
3426
Runway 7 -25 Rehab PCC Full Dep
239,924
3427
Runway 7 Parallel Taxiway Grad
1,724,250
3428
Runway 7 -25 Parallel Taxiway P
2,088,000
3429
Runway 12/30 Rehabilitation Ph
37,093
3430
Apron Reconstruction & Connect
1,576,525
3442
Runway 12 -30 Obstruction Mitig
451,250
3443
Airport Equipment Shelter
142,500
3444
Rehab Runway 7/25 &12/30 FAA #1
270,000
3446
10 Unit T- Hangar
475,000
3448
Airport Perimeter Rd
190,000
3449
South Airport Development -Floo
1,038,950
3450
FY12 Airport Electrical Rehab
204,000
3803
Lower Muscatine - Kirkwood to Fi
1,720,000
3809
Iowa City Gateway Project (Dub
8,200,396
3871
1st Ave /IAIS RR Crossing Impro
1,211,500
1,211,500
3919
Rochester Avenue Bridge
720,000
3925
Dodge St /I -80 Pedestrian Bridg
1,300,000
3930
Dubuque St /I -80 Pedestrian Bri
500,000 435,000
4203
Pedestrian Bridge Rocky Shore
1,040,000
4219
Scott Park Development & Trail
416,159
4428
Police Crime Lab
27,525
Total:
18,694,630
14,704,184 12,076,250 2,553,950 16,000,000
FEMA
Reimbursements
3134
Inverted Siphon Sewer Pipes
180,000
3278
IRP Dam Flood Repairs
324,125
3279
Water Mains Crossings Flood Re
562,940
3281
Collector Well #3- Hazard Mitig
442,614
3282
Collector Well #4- Hazard Mitig
379,947
3283
Plant Site Well House Source P
426,750
3284
Silurian Well #4- Hazard Mitiga
103,562
4422
Animal Shelter Repl PW 3039
1,459,646
Total:
3,879,584
University of Iowa
3624
Riverside Dr & Arts Campus Sto
500,000
3834
Burlington /Madison Intersectio
700,000
Total:
700,000 500,000
State Disaster Assistance
3134
Inverted Siphon Sewer Pipes
20,000
3278
IRP Dam Flood Repairs
36,014
3281
Collector Well #3- Hazard Mitig
9,551
3282
Collector Well #4- Hazard Mitig
10,210
3283
Plant Site Well House Source P
142,250
3284
Silurian Well #4- Hazard Mitiga
6;557
C -36
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Projects by Funding Source - Receipts Detail
Project 2012 2013 2014 2015 2016
3961
West Side Levee Project
3,800,000
3962
East Side Levee Project
3,900,000
3963
Taft Speedway Levee Project
1,602,360 6,409,440
3964
Rocky Shore Lift Station /Flood
6,596,300
3967
Normandy /Manor Intersection E1
1,100,000
4422
Animal Shelter Repl PW 3039
162,183
Total:
14,683,065
1,602,360 1,100,000 6,409,440
Other State Grants
3015
LED Fixture Retrofit
272,754
3437
Hangar L 6 Units 9I110IOW300
200,000
3445
FY10 Rehab Pavement & Hangar A
115,473
3450
FY12 Airport Electrical Rehab
144,500
3451
Rehabilitate Terminal Building
100,300
3809
Iowa City Gateway Project (Dub
3,000,o00
3811
Sycamore St- Highway 6 to City
200,000
3814
Traffic Signal Projects
61,000
3829
US 6 East Rehabilitation
2,000,000
3834
Burlington /Madison Intersectio
400,000
3888
420th Street Improvements -Hwy
214,626
3911
Iowa River Power Dam Pedestria
2,400
3921
Interstate 80 Aesthetic Improv
100,000 100,000
4152
Terry Trueblood Recreation Are
1,200,000
1,000,000
4160
Iowa River Corridor Trail -Peni
200,000
4217
Butler Bridge Pedestrian Trail
440,000
4221
Terry Trueblood Rec Area Trail
281,000
4512
420th Street Industrial Park
1,056,200
Total:
7,288,253
1,400,000 2,100,000 300,000
I -JOSS
3135
South Wastewater Plant Expansi
9,290,867
4407
Fire Station #4
1,253,495
Total:
10,544,362
Johnson County
4217
Butler Bridge Pedestrian Trail
70,000
Total:
70,000
Other Local Governments
3803
Lower Muscatine - Kirkwood to Fi
500,000
Total:
500,000
Contrib & Donations
4137
Frauenholtz- Miller Park Develo
57,000
4152
Terry Trueblood Recreation Are
550,000
4321
Waterworks Park Hospice Memori
25,000
4328
Library Public Space Remodelli
100,000 100,000
4422
Animal Shelter Repl PW 3039
1,500,000
Total:
2,107,000
100,000 100,000 25,000
Reimb of Expenses
3015 LED Fixture Retrofit 106,990
Total: 106,990
C -37
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Projects by Funding Source - Receipts Detail
Project 2012 2013 2014 2015 2016
Sale of Buildings
3803 Lower Muscatine - Kirkwood to Fi 150,000
Total: 150,000
General Fund CIP Funding
3055
Transit Facility Relocation
70,000
4318
Senior Center Boiler & Chiller
36,634
4407
Fire Station #4
1,568,867
4512
420th Street Industrial Park
3,863,980
4701
Iowa Network Service Fiber Duc
21,931
Total:
5,561,412
Road
Use Tax
3807
Street Pavement Marking
185,000
185,000 185,000 185,000 185,000
3815
Gilbert Street Streetscape
27,159
3816
Traffic Calming
30,000
30,000 30,000 30,000 30,000
3821
Overwidth Paving /Sidewalks
30,000
30,000 30,000 30,000 30,000
3823
Brick Street Repairs
20,000
20,000 20,000 20,000 20,000
3824
Pavement Rehabilitation
400,000
400,000 400,000 400,000 400,000
3843
RR Crossings- City Wide
25,000
25,000 25,000 25,000 25,000
3883
McCollister Blvd- Highway 921 t
- 54,115
3910
Bridge Maintenance /Repair
140,000
60,000 60,000 60,000 60,000
4701
Iowa Network Service Fiber Duc
35,828
Total:
838,872
750,000 750,000 750,000 750,000
Local
Option Taxes
3135
South Wastewater Plant Expansi
12,595,893
3809
Iowa City Gateway Project (Dub
9,263,952
8,505,066 2,000,000
Total:
21,859,845
8,505,066 2,000,000
Transfers from TIF Districts
3803
Lower Muscatine - Kirkwood to Fi
1,049,994
Total:
1,049,994
From
Water Operations
3202
Muscatine (2700 -3400) (Arthur
532,260
3204
Annual Water Main Projects
600,000
600,000 600,000 600,000 600,000
3211
500 Block Olive Water Main
65,000
3254
1600 Morningside /1600 Wilson D
156,500
3277
Muscatine (2300 -2600 Blocks)
165,000
3285
Plum St Water Main from Highla
260,000
3286
Second Ave Water Main from Cou
108,000
3287
Wales St Water Main from Court
120,000
3295
Utility Billing Software
81,580
3297
Utility Asset Management Softw
83,592
3751
Northside Marketplace Streetsc
66,738
3803
Lower Muscatine- Kirkwood to Fi
309,181
3834
Burlington /Madison Intersectio
39,595
3840
Burlington /Clinton Intersectio
100,000
3925
Dodge St /I -80 Pedestrian Bridg
510,209
4701
Iowa Network Service Fiber Duc
16,041
Total: 3,113,696 600,000 700,000 600,000 600,000
C -38
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Projects by Funding Source - Receipts Detail
Project 2012 2013 2014
From Wastewater Operations
2015 2016
3101
Annual Sewer Main Projects
500,000
500,000 500,000 500,000 500,000
3134
Inverted Siphon Sewer Pipes
200,000
Elevator Upgrades
3135
South Wastewater Plant Expansi
1,890,000
1,350,930
3136
Snyder Creek Trunk Sewer
226,191
3015
3137
North River Corridor Trunk Sew
3016
660,000 3,740,000
3295
Utility Billing Software
224,000
3,209,497
3751
Northside Marketplace Streetsc
60,000
3437
3803
Lower Muscatine - Kirkwood to Fi
20,000
FY12 Airport Electrical Rehab
3824
Pavement Rehabilitation
23,970
17,700
3925
Dodge St /I -80 Pedestrian Bridg
400,000
4512
420th Street Industrial Park
900,000
Refuse Operations
4701
Iowa Network Service Fiber Duc
21,097
Total:
4,465,258
1,160,000 4,240,000 500,000 500,000
From Parking Operations
3004
Parking Facility Restoration R
220,000
3009
Parking Facility and Enforceme
760,000
3011
Elevator Upgrades
721,526
3012
Iowa City Multi -Use Parking Fa
1,350,930
3013
Cap St \Dub St Ramps Doors and
16,200
3015
LED Fixture Retrofit
135,841
3016
Parking Office Remodel
5,000
Total:
3,209,497
From
Airport Operations
3437
Hangar L 6 Units 9I110IOW300
400,000
3450
FY12 Airport Electrical Rehab
25,500
3451
Rehabilitate Terminal Building
17,700
3824
Pavement Rehabilitation
41,228
Total:
484,428
From
Refuse Operations
3295 Utility Billing Software 56,000
Total: 56,000
From Landfill Operations
3315 Landfill Cell FY09 2,812,000
3316 Eastside Recycling Center 855,000
3319 Landfill Gas to Energy Project 2,000,000
3320 2011 Landfill Acquisition (17 600,000
3824 Pavement Rehabilitation 20,020
4701 Iowa Network Service Fiber Duc 11,722
Total: 6,298,742
From Stormwater
3295 Utility Billing Software 56,000
3621 Sandusky Stormsewer 42,402
3624 Riverside Dr & Arts Campus Sto 500,000
3803 Lower Muscatine - Kirkwood to Fi 250,000
3824 Pavement Rehabilitation 17,940
4219 Scott Park Development & Trail 250,000
Total: 616,342 500,000
C -39
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Projects by Funding Source - Receipts Detail
Project 2012 2013 2014 2015 2016
From FY12 GO Bonds
3428
Runway 7 -25 Parallel Taxiway P
232,000
3626
First Avenue Storm Sewer Impro
710,000
3803
Lower Muscatine - Kirkwood to Fi
540,000
3814
Traffic Signal Projects
120,000
3828
Sidewalk Infill
100,000
3849
Brick Street Reconstruction
290,000
3871
1st Ave /IAIS RR Crossing Impro
2,190,000
3930
Dubuque St /I -80 Pedestrian Bri
380,000
3961
West Side Levee Project
400,000
3962
East Side Levee Project
100,000
3967
Normandy /Manor Intersection E1
80,000
3971
Central Business District Main
75,500
4130
Parks Annual Improvements /Main
200,000
4145
Cemetery Resurfacing
50,000
4152
Terry Trueblood Recreation Are
500,000
4206
Intra -City Bike Trails
50,000
4222
Highway 1 Sidewalk /Trail - Riv
1,000,000
4406
Fire Apparatus
634,000
4422
Animal Shelter Repl PW 3039
700,000
4427
Fire Station #1 Kitchen Remode
129,905
4428
Police Crime Lab
82,600
4429
Police Station Master Remodeli
198,450
4430
Police Breakroom /Restroom Remo
59,250
4513
Riverfront Crossings Redevelop
200,000
4514
Towncrest Redevelopment
400,000
4704
City Hall -Other Projects
141,300
4718
City Hall Camera Upgrade
75,000
Total:
9,638,005
From
FY13 GO Bonds
3430
Apron Reconstruction & Connect
82,975
3808
Park Road 3rd Lane Improvement
200,000
3809
Iowa City Gateway Project (Dub
80,000
3812
American Legion /Scott Blvd Int
600,000
3814
Traffic Signal Projects
200,000
3822
Curb Ramps -ADA
50,000
3828
Sidewalk Infill
100,000
3829
US 6 East Rehabilitation
375,000
3871
1st Ave /IAIS RR Crossing Impro
225,000
3930
Dubuque St /I -80 Pedestrian Bri
460,000
3963
Taft Speedway Levee Project
749,640
3970
Warm Storage Building, Napoleo
178,250
3971
Central Business District Main
850,000
4130
Parks Annual Improvements /Main
200,000
4152
Terry Trueblood Recreation Are
2,000,000
4177
Lower City Park Secondary Acce
270,000
4178
Normandy Drive Restoration Pro
409,050
4206
Intra -City Bike Trails
50,000
4219
Scott Park Development & Trail
363,841
4328
Library Public Space Remodelli
100,000
4406
Fire Apparatus
694,000
4432
Fire Station #3 Kitchen Remode
35,000
4513
Riverfront Crossings Redevelop
200,000
4514
Towncrest Redevelopment
200,000
4704
City Hall -Other Projects
116,400
4716
Geographic Informations System
927,000
4719
Projectdox Quickstart
306,000
Total: 10,022,156
From 2015 GO Bonds
3446 10 Unit T- Hangar 50,000
C -40
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Projects by Funding Source - Receipts Detail
Project
2012
2013 2014
2015 2016
3449
South Airport Development -Floo
1,038,950
3814
Traffic Signal Projects
120,000
3822
Curb Ramps -ADA
50,000
3828
Sidewalk Infill
100,000
4130
Parks Annual Improvements /Main
200,000
4137
Frauenholtz- Miller Park Develo
223,000
4160
Iowa River Corridor Trail -Peni
300,000
4203
Pedestrian Bridge Rocky Shore
260,000
4206
Intra -City Bike Trails
50,000
4321
Waterworks Park Hospice Memori
90,000
4406
Fire Apparatus
734,000
4704
City Hall -Other Projects
50,000
Total:
3,265,950
From
FY14 GO Bonds
3442
Runway 12 -30 Obstruction Mitig
23,750
3448
Airport Perimeter Rd
10,000
3808
Park Road 3rd Lane Improvement
940,000
3809
Iowa City Gateway Project (Dub
2,000,000
3814
Traffic Signal Projects
120,000
3828
Sidewalk Infill
100,000
3840
Burlington /Clinton Intersectio
1,040,000
3849
Brick Street Reconstruction
290,000
3871
let Ave /IAIS RR Crossing Impro
900,000
3930
Dubuque St /I -80 Pedestrian Bri
325,000
4130
Parks Annual Improvements /Main
200,000
4145
Cemetery Resurfacing
50,000
4171
Kiwanis Park Restroom
95,000
4178
Normandy Drive Restoration Pro
409,051
4206
Intra -City Bike Trails
50,000
4328
Library Public Space Remodelli
100,000
4411
Fire SCBA /Air System Replaceme
550,000
4513
Riverfront Crossings Redevelop
200,000
4514
Towncrest Redevelopment
200,000
4704
City Hall -Other Projects
50,000
Total:
7,652,801
From
06 GO Bonds
3626
First Avenue Storm Sewer Impro
363,335
3815
Gilbert Street Streetscape
44,869
3888
420th Street Improvements -Hwy
301,625
3962
East Side Levee Project
41,520
Total:
751,349
From
07 GO Bonds
4404
Radio System Upgrade and Migra
66,575
4704
City Hall -Other Projects
3,130
Total:
69,705
From
08 GO Bonds
3871
1st Ave /IAIS RR Crossing Impro
84,486
3883
McCollister Blvd- Highway 921 t
- 353,854
4404
Radio System Upgrade and Migra
600,000
_
4405
Police Records & CA Dispatch
178,597
4704
City Hall -Other Projects
46,831
4712
ERP Software - Finances and HR /P
181,833
4713
Remodel Lower Level City Hall
142,226
Total:
880,119
C -41
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Projects by Funding Source - Receipts Detail
Project 2012 2013 2014 2015 2016
From
09 GO Bonds
120,000
3871
1st Ave /IAIS RR Crossing Impro
500,000
3672
Hwy 6 /Lakeside -420th St
1,150,000
3956
Public Works Facility Site Wor
279,650
4130
Parks Annual Improvements /Main
31,398
4163
Napoleon Softball Field Renova
180,000
4320
North Market Square Park Redev
18,903
4323
Recreation Center Elevator Rep
42,456
4324
Mercer Pool Filter System Repl
7,131
4325
Mercer Pool Solarium Renovatio
10,353
4404
Radio System Upgrade and Migra
100,000
4405
Police Records & CA Dispatch
500,000
4704
City Hall -other Projects
37,637
4714
Remodel City Hall Lobby and Re
210,000
4421
Total:
3,067,528
From
10 GO Bonds
50,000
3814
Traffic Signal Projects
120,000
3815
Gilbert Street Streetscape
234,267
3824
Pavement Rehabilitation
64,537
3834
Burlington /Madison Intersectio
290,000
3911
Iowa River Power Dam Pedestria
27,500
3925
Dodge St /I -80 Pedestrian Bridg
544,999
3958
Public Works Fuel Facility
694,167
4130
Parks Annual Improvements /Main
73,702
4145
Cemetery Resurfacing
50,000
4146
Soccer Park Shelters
38,117
4152
Terry Trueblood Recreation Are
294,278
4172
College Green Park Light Repla
16,793
4174
Park Sidewalk Replacements
6,968
4404
Radio System Upgrade and Migra
300,000
4421
Evidence Storage Facility
270,366
4704
City Hall -Other Projects
50,000
4717
Space Needs Study
46,926
4174
Total:
3,122,620
From
11 GO Bonds
367,500
3437
Hangar L 6 Units 9I110IOW300
291,240
3443
Airport Equipment Shelter
7,500
3450
FY12 Airport Electrical Rehab
36,000
3803
Lower Muscatine - Kirkwood to Fi
1,091,261
3811
Sycamore St- Highway 6 to City
919,561
3814
Traffic Signal Projects
120,000
3822
Curb Ramps -ADA
50,000
3824
Pavement Rehabilitation
400,000
3828
Sidewalk Infill
85,117
3911
Iowa River Power Dam Pedestria
100,000
3919
Rochester Avenue Bridge
178,335
3957
Vehicle Wash System at Public
440,000
4130
Parks Annual Improvements /Main
103,978
4136
Hickory Hill Park Restroom and
149,671
4152
Terry Trueblood Recreation Are
250,000
4170
Court Hill Park Restroom
93,425
4172
College Green Park Light Repla
84,029
4174
Park Sidewalk Replacements
55,364
4217
Butler Bridge Pedestrian Trail
367,500
4221
Terry Trueblood Rec Area Trail
43,276
4316
Recreation Center Improvements
217,000
4320
North Market Square Park Redev
278,077
4323
Recreation Center Elevator Rep
25,000
4324
Mercer Pool Filter System Repl
40,387
4406
Fire Apparatus
514,410
C -42
CITY OF IOWA CITY, IOWA
CAPITAL IMPROVEMENT PROJECTS
Projects by Funding Source - Receipts Detail
Project 2012 2013 2014 2015 2016
4513
Riverfront Crossings Redevelop
199,834
4514
Towncrest Redevelopment
303,373
4704
City Hall -Other Projects
50,000
Total:
6,494,338
From
Pkg Rev Bonds
3012
Iowa City Multi -Use Parking Fa
11,000,000
Total:
11,000,000
From
FY16 GO bonds
3055
Transit Facility Relocation
4,000,000
3814
Traffic Signal Projects
120,000
3828
Sidewalk Infill
100,000
3854
American Legion Road Scott Blv
3,000,000
3963
Taft Speedway Levee Project
2,998,560
4130
Parks Annual Improvements /Main
200,000
4145
Cemetery Resurfacing
50,000
4153
Soccer Park Improvements
250,000
4206
Intra -City Bike Trails
50,000
4704
City Hall -Other Projects
50,000
Total:
10,818,560
Misc
Transfers In
3830 Alley Assessment 181,000 181,000
Total: 181,000 181,000
Receipts Total: 129,876,63 50,999,766 30,994,051 9,450,900 35,178,000
C -43
City of Iowa City
Strategic Plan
June 2012 Status Report
Capital Improvement Program (CIP) - Significant Projects Status Report
ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
Organizational Effectiveness
NS: Neighborhood Stabilization SF: Strong Financial Foundation CC: Coordinated Communication
C -44
Strat-
Project
Description
egic
Current Status
Plan*
Public Facilities
South
This project will expand the South
ED, DT
The project has been
Wastewater
Wastewater Plant to accept the flow
awarded to J.J. Henderson.
Plant Capacity
from the North Wastewater Plan,
Construction is underway.
Expansion
allowing the decommissioning and
demolition of the flood prone North
Plant
Animal Shelter
This project will reconstruct the Animal
OE, SF
Phase one of the design,
Shelter destroyed in the Flood of 2008 at
programming and schematic
a new location on Napoleon Lane.
design, based on the
participation of neighboring
communities and also the
fundraising prospects of the
Friends of the Animal Shelter
Foundation. Council
approved size of the facility.
Riverfront
The project will construct a 575 space
DT
Proposals due 2/17
Crossings
City parking facility, with an adjacent
Parking Facility
mixed us private tower
Airport Parallel
This project will construct a full - length
ED
Construction Phase 1 of the
Taxiway
taxiway parallel to Runway 7/25.
project is currently 60%
complete.
Phase 2 will bid late Spring
2012 and construction will
follow pending FAA funding.
Eastside
This project provides a full range of
ED
Grand opening was held on
Recycling Center
recycling opportunities on the east side
Earth Day. Punch list items
of Iowa City and includes an education
still need to be addressed.
center as well as space for our non - profit
partners assisting with waste diversion.
Landfill Gas to
Iowa City is partnering with the
ED, SF
The University is evaluating
Energy
University of Iowa to use landfill gas to
proposals from private
help power the Oakdale Campus.
partners to condition,
compress and transport the
ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
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Strat-
Project
Description
egic
Current Status
Plan*
gas.
Public Facility
Developing an inventory of City owned
OE
Reviewing draft 2 which was
Space Needs
buildings and determining the status of
distributed to staff May
Analysis
each building based on various metrics.
2012. Report will be finalized
Estimate major maintenance and
in June 2012.
additional space requirements for City
operations.
North
This project will remove most structures
ED, DT
Preliminary demolition
Wastewater
and prepare the site to become parkland
estimates have been
Plant
and open space integrated in the
prepared and Staff is seeking
Riverfront Crossings District. Removal of
funding.
the wastewater plant and transforming
the land into a resilient riverfront park
will be a catalyst for sustainable
redevelopment in this central city
neighborhood.
Flood Recovery
Flood Buy -Out
Purchasing property in the flood hazard
In the process of purchasing
Program
zone.
property as it becomes
available.
West Side Levee
This project includes the construction of
The Environmental
an earthen levee, riverbank stabilization,
Assessment has been
and interior storm water drainage
completed and approved by
improvements. The levee will extend
CDBG. The funding has been
approximately 3,000 linearfeet along
released and the City can
the western bank of the Iowa River from
start drawing down on the
the CRANDIC Railroad Bridge to
CDBG grant. Property
McCollister Boulevard. Storm water
acquisition is scheduled to
improvements will include the
begin in late spring of 2012.
construction of new storm sewer and
Construction is scheduled to
storm water pumping stations and
begin in late summer of
backflow prevention valves.
2012.
East Side Levee
This project includes the construction of
NS, ED
MMS Consultants, Inc. from
a levee system and related interior
Iowa City held the first public
storm water drainage improvements.
meeting for the East Side
The proposed levee will extend
Levee Project on January 191h
approximately 4,200 linear feet along
2012. Survey work is nearing
the eastern bank of the Iowa River from
completion. MMS is currently
U.S. Highway 6 to the CRANDIC Railroad
analyzing the existing storm
Bridge. Storm water improvements will
sewer system and starting
ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
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ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
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Strat-
Project
Description
egic
Current Status
Plan*
include storm water pumping stations
the work on the preliminary
and backflow prevention valves.
design. The environmental
review process will begin in
spring of 2012.
Taft Speedway
This study will identify and evaluate the
NS
The consultant has
Levee
feasibility of various flood mitigation
completed the alternative
alternatives for the Taft Speedway /
analysis and analyzed the
Idyllwild area in Iowa City. The study will
screened alternatives in
determine the impacts each alternative
greater detail. Soils testing
will have on the surrounding area and all
and additional hydraulic
those affected. Upon completion of the
modeling hs been completed.
study, a final report detailing the
There will be an open house
findings will be drafted and issued to
on May 31, 2012 and a
City Council. This report will provide the
formal public meeting on
Council with the necessary information
June 6 to present the findings
to make a decision on how to proceed.
of the study. The final
report, which will include the
public comments, will be
completed in June of 2012.
Gateway Project
This project will elevate Dubuque Street
ED, NS
16 months into an 18 month
and reconstruct Park Road Bridge to
long National Environmental
reduce closures due to localized flash
Policy Act (NEPA) Review
floods and Iowa River flood events;
Process. Final Design &
minimize backwaterflood impacts
Engineering to begin in
created by the existing bridge; better
September, 2012.
serve transit, pedestrians and bicyclists;
Construction planned for
and rehabilitate existing infrastructure
Spring 2014 -Fall 2015
deficiencies within the corridor.
Rocky Shore
This project will Install a flood gate and
ED
The design is 60% complete
Flood Gate /Lift
permanent stormwater pumps to
Station
mitigate future flooding of the Highway
6 corridor.
Iowa River Power
This project will repair damage to the
The preliminary concept and
Dam Repairs
downstream face of the dam from the
FEMA project worksheet
Flood of 2008.
have been approved. The
final design and construction
is scheduled for 2012. A
preliminary study will be
performed to review
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ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
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NS: Neighborhood Stabilization SF: Strong Financial Foundation CC: Coordinated Communication
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Strat-
Project
Description
egic
Current Status
Plan*
alternative repair options.
Watermain
This project will install new watermains
Project has been awarded to
Crossing Repair
under the Iowa River at the Old Water
Vieth Construction.
Plant site and south of Highway 6.
Construction will begin in
June 2012.
Public
Infrastructure
Central Business
This project will repair or replace various
DT
The Washington Street Two -
District
streetscape features in the Central
way conversion is complete.
Maintenance
Business District. This will include such
The City in conjunction with
items as light pole painting, tree grate
the SSMID will hire a
replacement, Washington Street Two-
consultant to review the
way conversion, Pedestrian Mall
current streetscape plan and
electrical upgrade, sidewalk and brick
recommend changes
repair.
First Avenue
This project will provide grade
ED,NS
Final design is near
Railroad Grade
separation between the Iowa Intestate
completion. Property
Separation
Railroad and 1" Avenue to eliminate
acquisition is currently
traffic delays due to trains and increase
underway. Construction to
pedestrian/ student safety.
begin in 2013.
Dubuque Street
This project will construct a pedestrian
Preliminary concept has been
Pedestrian
bridge over Interstate 80 at the
developed. Consultant will
Bridge
Dubuque Street interchange. This will
be hired in 2012. Planned for
include the extension of the multi -use
construction in 2014.
path along Dubuque from Foster Road to
Butler Bridge.
Lower Muscatine
This project will reconstruct Lower
ED, NS
The project was bid in April
Road
Muscatine Road form Kirkwood Avenue
and all bids were rejected
Reconstruction
to 1" Avenue. This will include a new
due to coming in well above
traffic signal at the Sycamore Street
the estimate. The project
intersection.
will be rebid in September.
Highway 1 Trail
This project will construct a 10 -foot wide
NS
Shive -Hattery is designing the
trail along the north side of Highway 1
project. Construction is
form Orchard Street to Sunset Street.
planned for Fall 2012.
This will include 4 -foot sidewalks along
Miller Avenue and Hudson Avenue.
Library Remodel
Recommendations of a facilities
OE
Architects have been hired
consultant will be implemented over
and are developing
two years. Project includes internal
plans. Plans will be approved
building improvements including new
by the Board on May 291h.
service desks, increased self -check
Work on Phase I is expected
options, creating a new teen area and
to begin in September 2012.
upgrading worn furnishings.
Work on Phase 2 is expected
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ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
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NS: Neighborhood Stabilization SF: Strong Financial Foundation CC: Coordinated Communication
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Strat-
Project
Description
egic
Current Status
Plan*
to begin in September 2013.
Snyder Creek
This project will construct a sanitary
ED
Currently under construction
Trunk Sewer
sewer trunk line to service the Iowa City
and should be complete in
Industrial Park and areas east of Taft
2012.
Avenue.
Park Road 3�d
This project will reconstruct Park Road
ED, NS
The design is being done as
Lane
from Riverside Drive to approximately
part of the Gateway Project
the new bridge approach section.
and will be constructed with
that project.
Sycamore Street
This project will reconstruct the left turn
ED, NS
This project was delayed to
Improvement
lanes on Highway 6 and add a left turn
allow for the Lower
lane on the north leg of the intersection.
Muscatine Project to be
This will include reconstructing the
completed. The project is
retaining wall at Sycamore Mall.
under review to see if it can
be bid and completed in
2012.
American Legion
This project will add turn lanes and a
NS, ED
The project is currently being
/ Scott Blvd
traffic signal system at this intersection.
designed in house.
Improvement
Construction is planned for
2012.
US 6 East
This project will be an asphalt overlay of
ED, NS
The project is in the concept
Rehabilitation
Highway 6 from the Riverside Drive to
stage. The project will be
Lakeside Drive. This will include paved
designed by the DOT and is
shoulders. This is a joint project with the
planned for construction in
Iowa DOT.
2013.
Burlington /Madi
This project will install a median in
DT
Staff is currently pursuing
son Intersection
Burlington Street from Madison Street
additional funding
to the Iowa River. This will also include
opportunities. Plans will be
pedestrian crossing improvements. This
completed in 2012 and
is a joint project with the University of
construction in 2013.
Iowa and Iowa DOT.
Burlington /Clint
This project will install left turn lanes on
DT
This project is in concept
on Intersection
Clinton Street. This is a joint project
stage.
with the University of Iowa. This project
will not include medians on Burlington
Street.
Normandy Drive
This project will develop the properties
Concept has been developed
Restoration
purchased through the Flood Buyout
based on expected buyout
Program into parkland.
properties. Consultant will
be hired to finalize the plans
after property buyouts are
completed. Construction is
planned for 2013.
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ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
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NS: Neighborhood Stabilization SF: Strong Financial Foundation CC: Coordinated Communication
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Strat-
Project
Description
egic
Current Status
Plan*
Parkland
Development
Terry Trueblood
Iowa Cities largest Park, developed in
The project has been
Recreation Area
three phases. Third phase is currently
awarded. Construction is
under construction which includes a
underway.
park lodge, playground, and park
shelters.
Court Hill Trail -
This project will construct a 10 -foot wide
NS
The project has been
Phase 3
trail from Scott Boulevard to an existing
awarded. Construction will
trail near Arlington Drive through Scott
begin in July.
Park. This will include connections to
the Dog Park, a trail north of Court
Street and an 8 -foot neighborhood
sidewalk.
Lower City Park
This project will develop an access from
Concept has been developed.
Secondary Access
Normandy Drive to Lower City Park
Consultant will be hired in
access road. This is for secondary access
2012 to finalize design.
for better traffic flow and emergency
Construction planned for
access. This will also provide additional
2012.
access during the Gateway Project.
Other / General
Government
Utility Billing and
This project will update computer
CC
Staff is currently reviewing
ERP Software
software systems to enhance overall
possible vendors.
services, enhance communications
between departments, and provide a
new software mainframe for the many
of the City computer systems.
Projectdox
CC
Staff is currently reviewing a
Software
vendor contract. Software is
expected to go live
August /September 2012
GIS Software
This project will update the GIS needs
CC, ED
Develop an RFP for
assessment conducted in 2001. This
consultant services.
assessment will be used to determine
the system architecture need for the GIS
system. The project will research
opportunities to partner with other
governmental organizations.
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C -49
City of Iowa City
Capital Improvement Program FY2012 - 2016
Recurring Projects
The following allocations have been made for annual improvement and maintenance of
municipal infrastructure, including public streets, bridges, traffic control and park facilities.
Project Type
Primary
Funding
Source
FY12
FY13
FY14
FY15
FY16
Bike / Pedestrian Trails
GO Debt
50,000
50,000
50,000
50,000
50,000
Brick Street Repair
Road Use Tax
20,000
20,000
20,000
20,000
20,000
Bridge Maintenance
Road Use Tax
140,000
60,000
60,000
60,000
60,000
Cemetery Resurfacing
GO Debt
100,000
-
50,000
-
50,000
City Hall - Other Projects
GO Debt
328,898
116,400
50,000
50,000
50,000
Curb Ramps
GO Debt
50,000
50,000
-
50,000
-
Overwidth Paving / Sidewalks
Road Use Tax
30,000
30,000
30,000
30,000
30,000
Parks Maintenance /Improv.
GO Debt
409,078
200,000
200,000
200,000
200,000
Pavement Rehab
RUT &Franchise Tax
1,067,695
500,000
500,000
500,000
500,000
Railroad Crossings
Road Use Tax
25,000
25,000
25,000
25,000
25,000
Sewer Main Replacement
Sewer User Fees
500,000
500,000
500,000
500,000
500,000
Sidewalk Infill
GO Debt
185,117
100,000
100,000
100,000
100,000
Street Pavement Marking
Road Use Tax
185,000
185,000
185,000
185,000
185,000
Traffic Calming
Road Use Tax
30,000
30,000
30,000
30,000
30,000
Traffic Signal
GO Debt
421,000
200,000
120,000
120,000
120,000
Underground Electrical *
Franchise Tax
-
-
50,000
175,000
-
Water Main Replacement
Water User Fees
600,000
600,000
600,000
600,000
600,000
Total - Recurring Projects:
4,141,788
2,666,400
2,570,000
2,695,000
2,520,000
C -50
City of Iowa City
Capital Improvements Program
Unfunded Projects
Project Name
Description
Unfunded Amt
dual left turn lanes on Gilbert St.
LANES
As of 12114/11
1 - Bridges
This project relocates the sidewalks of the Gilbert St. $317,000
UNDERPASS
1 BURLINGTON ST BRIDGE-
The south bridge is having a problem with delaminating
$1,200,000
SOUTH
concrete on the bottom side of the arches.
2 F STREET BRIDGE
This project involves the removal and replacement of the
$750,000
existing corrugated metal arch bridge with a larger bridge.
3 FOURTH AVENUE BRIDGE
This project will replace the bridge over the South Branch
$750,000
of Ralston Creek at Fourth Avenue and will include
sidewalks. Possibility of approximately $75,000 state
funding.
4 PRENTISS ST. BRIDGE
This project involves the removal and replacement of the
$900,000
existing triple corrugated metal pipe culvert with a bridge.
5 SECOND AVENUE BRIDGE
This project will replace the bridge over Ralston Creek at
$750,000
Second Avenue and will include sidewalks.
6 SIXTH AVENUE BRIDGE
This project involves the removal and replacement of the
$750,000
existing twin box culvert with a larger bridge.
7 THIRD AVENUE BRIDGE
This project will replace the bridge over the South Branch
$750,000
of Ralston Creek at Third Avenue.
2 - Streets
8 BENTON STREET -
This is a capacity related improvement identified by the
$5,000,000
ORCHARD TO OAKNOLL
Arterial Street Plan.
9 DODGE ST - GOVERNOR
Street reconstruction and storm sewer improvements.
$10,400,000
TO BOWERY
10 DUBUQUE RD PAVING -
BRISTOL TO DODGE
11 EMERALD STREET
DIAMOND GRINDING
12 FOSTER RD- DUBUQUE TO
PRAIRIE DU CHIEN
Reconstruct and upgrade to urban cross sections. $1,300,000
This project will diamond grind all of Emerald Street to $206,000
remove the slab warping that interferes with the use of this
street by fire trucks.
This project will pave this portion of Foster Road and $2,400,000
extend the sanitary sewer.
13 GILBERT / US 6
Reconstruct the intersection of Gilbert & US 6 to include $4,699,000
INTERSECTION LEFT TURN
dual left turn lanes on Gilbert St.
LANES
14 GILBERT ST IAIS
This project relocates the sidewalks of the Gilbert St. $317,000
UNDERPASS
underpass at the IAIS Railroad. The sidewalks are moved
further from the street and existing erosion problems are
addressed.
C -51
City of Iowa City
Capital Improvements Program
Unfunded Projects
15 OLD HWY 218 Streetscape improvements on Old Hwy 218 entrance -
STREETSCAPE Sturgis Ferry Park to US Hwy 6. This project includes
landscaping, lighting and sidewalk improvements. The
project should be coordinated with Sturgis Ferry Park
upgrade and /or Riverside Drive Redevelopment project.
16 HIGHWAY 965 EXTENSION This project will be initial phase of constructing Hwy 965
extended from the south side of Hwy 218 to Melrose
Avenue to arterial standards.
17 LAURA DRIVE This project would reconstruct Laura Drive between Foster
RECONSTRUCTION Rd. and Forest View Trailer Court.
18 MCCOLLISTER - GILBERT Extend proposed McCollister Boulevard from Gilbert Street
ST TO SCOTT BLVD to Scott Boulevard.
19 MORMOM TREK - LEFT Construct left turn lanes at major intersections or a
TURN LANES continuous center lane through the corridor between
Melrose and Abbey Lane. Federal STP funds are
proposed for this project.
20 MELROSE -WEST- 218 /CITY Reconstruct and improve street to urban design standards.
LIMITS
21 MYRTLE/ RIVERSIDE
INTERSECTION
22 NORTH GILBERT ST
PAVING
110 dti7G1: /b7_1Iae3A0 /91
24 OAKDALE BLVD -HWY 1 TO
PRAIRIE DU CHIEN RD
25 PENINSULA SECONDARY
ACCESS ROAD
26 RIVERSIDE DRIVE
STREETSCAPE
27 ROHRET RD
IMPROVEMENTS -
LAKESHORE TO LIMITS
28 S GILBERT ST
IMPROVEMENTS
Signalization of intersection based on warrants. The
project will also include paving improvements.
This project will reconstruct the 900 block of North Gilbert
Street to improve the pavement form a chip seal to
concrete pavement with curbs, gutters, and sidewalks.
This project would construct an extension north across 1 -80
to a new intersection with Iowa Hwy 1.
This project would construct Oakdale Blvd from Hwy 1,
west to Prairie Du Chien Road.
This project will establish a more reliable access to the
Peninsula neighborhood by either elevating Foster Rd from
Laura Dr to No Name road by creating a secondary access
to the area. This project will not be necessary if the Taft
Speedway Levee Project is constructed.
Streetscape improvements on Riverside Drive between
Myrtle Avenue and US Hwy 6. Project includes
consolidation of driveways, undergrounding of utilities,
installing sidewalks and landscaping.
Project will reconstruct Rohret Rd to urban standards.
Reconstruction from Benton Street to Stevens Drive. This
project does not include improvements to the Gilbert St. /
Highway 6 intersection.
C -52
$1,200,000
$12,100,000
$3,863,000
$3,800,000
$874,000
$721,000
$10,600,000
$3,090,000
$2,252,000
$1,760,000
$4,200,000
City of Iowa City
Capital Improvements Program
Unfunded Projects
29 SOUTH ARTERIAL AND Construction of a south arterial street and bridge over the $15,521,000
BRIDGE, US218 TO Iowa River, connecting from Old Hwy 218/US 218
GILBERT STREET interchange on the west side of the Iowa River to Gilbert
Street /Sycamore'L' intersection .
30 SYCAMORE -CITY LIMITS Reconstruct Sycamore to arterial standards from City limits $2,400,000
TO'L' to the Sycamore L. Storm sewer, sidewalk improvements
and bike lanes are included.
31 SYCAMORE -HWY 6 TO This project involves additional lanes to improve capacity. $1,200,000
DEFOREST
32 TAFT AVENUE Herbert Hoover Hwy to 420th Street. $16,892,000
3 - Transportation Services
33 ROCK ISLAND RAILROAD Preparation of Old Rock Island Railroad Depot for Amtrak $5,224,000
DEPOT RESTORATION service, including platform construction, lighting, utilities,
passenger informations display, ticketing kiosks, canopy,
warming shelter, signage, parking, and accessibility
improvements.
34 U SMASH'EM DEMOLITION Demolition of the U- Smash'm bulding, securing adjacent $214,000
foundations, and restoration of the area to grass. This
does not include demolition of the Wilson's building. (A
water pipe will need to be relocated before demolition can
occur.)
4 - Ped & Bike Trails
35 CITY PARK TRAIL
This project calls for the replacement of the old section of $310,000
IMPROVEMENTS
trail in the southeast portion of the park and relocating it
closer to the river. Another part of the project is to expand
the trail system by constructing a new section of trail near
the bottom of the wooded hill south of the Boys' Baseball
fields.
36 CITY PARK TRAIL LIGHTING
Install pedestrian lighting on the trail system in City Park. $247,000
37 HWY 1 SIDEWALK/ TRAIL
Construct a 10 foot wide sidewalk along IA Hwy 1 between $658,000
Sunset Street and Mormon Trek Boulevard.
38 HWY 6 TRAIL - Extend existing trail along Hwy 6 between Broadway to $2,513,000
BROADWAY /SYCAMORE Sycamore Street.
39 HWY 6 TRAIL -SYCAMORE Extend existing trail along Hwy 6 between Sycamore Street $1,801,000
TO LAKESIDE and Lakeside Drive.
C -53
City of Iowa City
Capital Improvements Program
Unfunded Projects
40 IA RIVER TRAIL - BENTON
Relocate a portion of Iowa River Corridor Trail between
$125,000
ST /HWY 6
Benton Street and Clinton Street , approximately 1,500
TUNNEL
embankment to provide a pedestrian route on the west side
feet. Project would relocate this portion of the trail from a
high truck traffic location in front of City Carton , to along
46
the river in back of City Carton.
Develop a walking /biking trail around Sand Lake (behind
41 IA RIVER TRAIL-
Continue the River Trail project from Benton St., along the
$2,252,000
BENTON /STURGIS
west bank, through Sturgis Ferry Park, and construct a
pedestrian /bicycle bridge over the Iowa River to connect
47
with the existing trail on the east bank, near Napoleon
Construct a trail north of Shimek School to future Foster
$78,000
Park.
RD EXT TRAIL
42 IRC -ELKS PROPERTY
Construction of a trail along the Iowa River Corridor (IRC)
$900,000
SIDEWALK -OLD 218
on the south side of the Elks property.
$676,000
43 LINN ST PED
Installation of pedestrian and streetscape improvements in
$381,000
IMPROVEMENTS
walkway next to Van Allen Hall between Iowa Avenue and
Mormon Trek Boulevard.
Jefferson Street.
44 N DISTRICT NATURE TRAIL
Construct a trail along Williams pipeline easement from
$338,000
Bristol Drive to Dubuque Street.
45
RIVERSIDE DRIVE PED
Construction of a pedestrian tunnel through the railroad
$900,000
TUNNEL
embankment to provide a pedestrian route on the west side
of Riverside Drive south of Myrtle Avenue.
46
SAND LAKE TRAIL (Behind
Develop a walking /biking trail around Sand Lake (behind
$450,000
Hills Bank)
Hills Bank) to tie in with existing Iowa River Trail and the
Highway 6 Trail.
47
SHIMEK SCHOOL / FOSTR
Construct a trail north of Shimek School to future Foster
$78,000
RD EXT TRAIL
Road.
48
SIDEWALK -OLD 218
Construct a 10 foot wide sidewalk along S. Riverside Drive
$676,000
(Old 218) between US Hwy 6 and the future extension of
Mormon Trek Boulevard.
49 WILLOW CREEK TRAIL - Construct a trail from Willow Creek Drive, under Highway $845,000
PHASE III One, around perimeter of airport, to connect with Iowa
River Corridor (IRC) Trail.
50 WILLOW CREEK TRAIL- Connect Willow Creek Trail from its current west terminus $2,732,000
WEST via a tunnel under Highway 218, to connect with the trail in
Hunters Run Park and further west.
5 - Wastewater
51 NORTH BRANCH DAM This project extends easterly along Ralston Creek from the $3,748,000
TRUNK SEWER North Branch Dam to Scott Boulevard.
52 NORTHEAST TRUNK Reconstruction of an under -sized sewer through the $5,069,000
SEWER northeast neighborhoods.
C -54
City of Iowa City
Capital Improvements Program
Unfunded Projects
53 NORTH WASTEWATER
Demolish and remove the NWWTP facility and prepare site
$5,800,000
PLANT DECOMMISSIONING
for parkland or redevelopment. This project will preserve
the Admin and Filter buildings and prepare them for
repurposing. All other structures will be removed to 2 feet
below grade.
54 ROHRET SOUTH SEWER
This project would extend the 30" sanitary sewer along
$1,126,000
Abbey Lane from Burry Drive to the west side of Highway
218. This project will allow development within the
watershed of Highway 218.
55 SCOTT BLVD TRUNK
This project will extend the Scott Boulevard Trunk Sewer
$1,350,000
SEWER - IAIS/WINDSOR
from the north side of the Iowa Interstate Railroad at the
RIDGE
Scott Six Industrial Park to the lift station currently serving
the Windsor Ridge Subdivision.
6 - Water
56 TAFT /COURT GROUND Construction of a one million gallon buried potable water $1,500,000
STORAGE RESERVOIR storage reservoir including pumping facilities. Land
acquisition is complete.
7 - Stormwater
57 CARSON LAKE REGIONAL Construction of a regional storm water management facility $1,126,000
STORMWATR on the middle branch of Willow Creek immediately west of
Highway 218. This facility will serve development west of
Highway 218 and south of Rohret Road. Rohret South
Sewer project is a prerequisite.
58 IOWA AVENUE CULVERT This project will repair a box culvert that carries Ralston $338,000
REPAIRS Creek under Iowa Avenue.
59 N BRANCH BASIN Aerial mapping done for the update to the flood plain maps $131,000
EXCAVATION revealed that sedimentation has consumed a portion of the
capacity of the facility. This basin is located in Hickory Hill
Park.
60 OLYMPIC COURT Stormsewer retrofit to relieve localized flooding from $450,000
STORMWATER stormwater runoff.
61 SUNSET ST STORM The area just north and south of Kineton Green, east of $427,000
SEWER Sunset, has experienced back yard flooding and drainage
problems.
8 - Parks & Recreation
62 OUTDOOR ICE RINK/ Construct outdoor ice rink suitable for figure skating or $1,545,000
SKATE PARK hockey. During warm weather rink could be used as skate
park.
63 PARK SHELTER Replace Creekside and Happy Hollow Shelter /Restroom $180,000
IMPROVEMENTS buildings.
C -55
City of Iowa City
Capital Improvements Program
Unfunded Projects
64 PENINSULA PARK ENTRY Construct a sidewalk adjacent to the entry road in to $106,000
SIDEWALK Peninsula Park to reduce safety concerns with pedestrians
utilizing the same narrow road utilized by motor vehicles.
65 REC CENTER EXPANSION
Expand the Robert A. Lee Community Recreation Center,
$5,628,000
likely expansion would be to the east over the existing
parking lot which would allow for an expanded gymnasium
as well as additional space for racquetball, arts and crafts,
community meetings and other activities.
66 RECREATION / AQUATIC
As recommended in the Parks and Recreation Master
$1,910,000
CENTER
Plan, construct a major new Recreation & Aquatic Center,
probably in the western part of Iowa City.
67 REDEVELOP CREEKSIDE
Renovate Creekside Park as recommended in the Parks &
$318,000
PARK
Receation Master Plan.
68 SAND PRAIRIE
Take steps to clear, re -seed and perform low impact
$281,000
ENHANCEMENT &
development on the 38 acre sand prairie and adjacent
PRESERVATION
McCollister property acquired in 2004/05. The primary
objective is to re- introduce sand prairie grasses in this area
and construct a nature trail and small parking area.
69 SCANLON ELEVATED
Construct an elevated running /walking track in the Scanlon
$906,000
RUNNING/WALKING TRACK
Gym facility.
70 SOCCER PARK POND
Construct a pond at Kickers Soccer Park to accommodate
$348,000
a field irrigation system.
71 WEST SIDE PARK
Acquire and develop land for a major new park in the west
$1,751,000
part of the city, as recommended in the Parks & Recreation
Master Plan.
9 - Other Projects
72 BURLINGTON STREET Construct the Burlington Street median from Gilbert Street $1,916,000
MEDIAN to Madison Street. Project includes relocation of water and
sewer utilities. This project will require a traffic signal
preemption system.
73 CEMETERY MAUSOLEUM Construction of a mausoleum. $393,000
74 CHAUNCEY SWAN This project involves the reuse of components of the old $125,000
FOUNTAIN City plaza fountain.
75 POLICE EVIDENCE Construction of a permanent evidence storage facility. $902,000
STORAGE FACILITY
76 FIBER OPTIC SYSTEM This project connects outlying City buildings onto the fiber $393,000
optic backbone, greatly increasing data transmission
capacity.
77 FIRE STATION #1 Relocate and expand / modernize Central Fire Station #1. $11,255,000
RELOCATION
C -56
City of Iowa City
Capital Improvements Program
Unfunded Projects
78 FIRE STATION #5
80 FIRE TRAINING FACILITY
81 FLOOD BUYOUTS
Construction of Fire Station #5 in the South Planning
District.
Construction of Fire Station #6 in the Southwest Planning
District.
This project will construct a state of the art fire training
facility to address all aspects of emergency service delivery
including fire suppression, emergency medical services,
hazardous material releases and rescue. The facility will
be used for new recruits, continuing education for
firefighters, and shared with the Johnson County Mutual
Aid Association.
This project will provide funds for the purchase of houses in
designated flood hazard buyout areas after FEMA and
CDBG buyout programs have ended.
82 IOWA RIVER BANK This project will stabilze the Iowa River banks at a number
STABILIZATION PROJECT of locations throughout the city that have experienced
significant erosion after the 2008 Flood.
83 EQUIPMENT
Construction of new Equipment Maintenance Facility at the
MAINTENANCE FACILITY
So. Gilbert St. Public Works site, replacing the existing
facility at Riverside Dr.
84 STREETS AND WATER
Construct new building at the So. Gilbert St. Public Works
DISTRIBUTION FACILITY
site to accommodate the Streets, Traffic Engineering,
Refuse, and Water Distribution Divisions.
85 RIVERSIDE DRIVE
This project includes methane abatement, excavation, and
REDEVELOPMENT
fill at the 7 acre site owned by the City at Riverside Dr. and
Hwy 6. This site preparation would allow for marketing of
this property for commercial development.
86 SUMMIT ST. HISTORIC
Streetscape and intersection elements through Summit
PLAN
Street Historic District.
87 NEIGHBORHOOD
Provide pedestrian scale lighting in neighborhoods.
PEDESTRIAN LIGHTING
88 TRAFFIC SIGNAL PRE-
This project will install a city -wide Geographic Information
EMPTION SYSTEM
System based traffic signal pre - emption system for
emergency vehicles. This system is necessary when the
Burlington St Median Project is constructed between
Madison St and Gilbert St.
GRAND TOTAL - ALL PROJECTS:
C -57
$2,814,000
$2,814,000
$1,001,000
$515,000
$2,060,000
$9,179,000
$6,669,000
$2,453,000
$293,000
$103,000
$1,185,000
$ 227,085,000
C -58
IP6
PLANNING AND ZONING COMMISSION PRELIMINARY
JUNE 7, 2012 — 7:00 PM — FORMAL
EMMA J. HARVAT HALL, CITY HALL
MEMBERS PRESENT: Caroline Dyer, Charlie Eastham, Anne Freerks, Phoebe Martin,
Paula Swygard, John Thomas, Tim Weitzel
MEMBERS ABSENT: None
STAFF PRESENT: Robert Miklo, Sarah Holecek, Julie Tallman
OTHERS PRESENT: Tom Gelman, Mike Pugh, Duane Musser, Gary Watts
RECOMMENDATIONS TO CITY COUNCIL:
None.
CALL TO ORDER:
The meeting was called to order at 7:00 PM.
PUBLIC DISCUSSION OF ANY ITEM NOT ON THE AGENDA:
There was none.
COMPREHENSIVE PLAN ITEM
CPA12- 00002: Consider setting a public hearing for June 21 on an amendment to the
Southwest District Plan to change the land use map to show medium to high density multi -famly
housing in the area between George and Streb Streets north of Benton Street, including lots at
the corner of Oakcrest and George Streets.
Eastham declared that as he is member of a board for an organization that owns a property on
Streb Street, he would not be taking part in this consideration.
Miklo explained that this is a procedural matter and that the Commission is being asked to set a
public hearing to amend the Comprehensive Plan regarding the land use map for the area
between Streb and George Street north of Benton Street. He said there is an associated
proposal for a rezoning from Oaknoll to allow expansion of their retirement community. He said
the amendment would be to show this as multi - family residential (RM), as there is no elderly
housing designation. He said at the next Commission meeting on June 21St there will be a report
on the Comprehensive Plan amendment proposal as well as a zoning proposal for these
properties.
Weitzel moved to set a public hearing for June 21St on CPA12 -00002
Thomas seconded.
Planning and Zoning Commission
June 7, 2012 - Formal
Page 2 of 6
A vote was taken and the motion carried 6 -0 with Eastham recused.
MAJOR SITE PLAN REVIEW
Review of a major site plan for a proposed multi - family building on property located at 201 N. 1St
Avenue (Montclair Apartments)
Miklo introduced Julie Tallman from the City's Housing and Inspection Services Office, which
administers the site plan review process.
Tallman said the status of the plan is such that it has been reviewed by staff, the Fire
Department, the Building and the Planning Departments with respect to zoning, the Public
Works Department with respect to the design of storm water management, and the Water
Division with respect to connections to public utilities for water.
Miklo said questions from the work session had been conveyed to various staff. He said they
had received a memo from John Yapp regarding the driveway question and an email from
Denny Gannon, the Assistant City Engineer, indicating that he has reviewed the storm water
management plans and finds them to meet City standards.
Tallman said that the property was initially developed in the 1960s before there were standards
for on -site storm water management, so the design in 2012 had to incorporate new standards
for detaining storm water and releasing it at a specified rate. She said those calculations were
what Denny Gannon was reviewing for compliance with current ordinances. She said that during
site review, it was noted that the entire site had to be brought into compliance with current
lighting and landscaping standards. She said there was one additional review with the Traffic
Planners and Traffic Engineers, based on the fact that there are three existing drives leading to
First Avenue, which is an arterial street. She said they concluded that it was preferable to leave
those drives in place rather than closing one or more of them.
Freerks asked if only one dumpster was required.
Tallman said that the City doesn't specify a minimum cubic yard of storage for solid waste. She
said the Code states there will be an adequate number of containers, and if it's found to be
inadequate because of complaints, the City has the right to require additional screening or
enclosures. She said this occurs most frequently in developments that are occupied by the
student population. She explained that the dumpster enclosure has to be designed to be
compatible with the exterior of the building.
Weitzel asked if there are any standards in 14.213 of the Zoning Code that are not met.
Tallman said in the multi - family site development standards there are no provisions that were
not met. She said the one provision that wasn't met was the Access Management Standard for
arterial streets, which were reviewed by the traffic engineers. She said the frontage on this tract
is over 500 feet. She said typical development along an arterial could have up to ten access
points separated by 50 feet. She said this is another reason the current layout of entrances and
exits to 1 st Avenue is not deemed to be problematic.
Eastham asked Holecek to explain his scope of review as a Commissioner.
Holecek said as a Commissioner, his charge is to step into the shoes of the building official and
Planning and Zoning Commission
June 7, 2012 - Formal
Page 3 of 6
determine if any standards have not been met, to then articulate why he believes a standard
has not been met, and make a suggestion or requirement in addition to what has already been
reviewed by staff and the building official consistent with what he found to be deficient.
Eastham said that in Section 18 of the Zoning Code the site plan design standards don't specify
anything about building design so he wants to know if this means he has no charge to review
building design.
Holecek said that is correct.
Tallman further clarified the general objectives of site plan review that are found in Section 16 of
the Code.
Freerks stated that the scope is quite limited compared to what the Commission would normally
look at.
Freerks opened public hearing.
Mike Pugh, representing the applicant, stated that they had two levels of review on this project:
a site plan review that was done by staff and design review. He said the applicant spent many
hours with staff going over the building design and making sure that it met the site plan design
standards. He said that during discussions with some of the neighbors, particularly with those to
the west on Rita Lyn Court, they became aware of some issues of concerns for the neighbors.
He said very early on in this process the project was designed to alleviate some of their
concerns, especially the western side of the building that faces the backyards on Rita Lyn Court.
He pointed out that there are no balconies, windows, lighting, or traffic and the air conditioners
were moved with some difficulty to the north side of the building. He noted that because of the
new code requirements, the entire site had to come up to standards, which included 37 new
trees in addition to arbor vitae trees that have already been planted along the western boundary
in response to the concerns of the neighbors. He said they are ten feet tall and are expected to
ultimately be 20 -25 feet tall, which will be a nice screening for the property. He pointed out spots
on the site plan where trees from Rita Lyn Court substantially overhang onto the subject
property. He said agreement was reached that if any of those property owners agreed to trim
those trees and pay for additional arbor vitae, the applicant would plant them at those spots and
offered to secure the trees and the installation at his cost. Pugh said that the applicant has
agreed to pay for and plant three blue spruce trees about 10 -12 feet high on the northern side of
the property to screen any noise from where the air conditioning units will be located. In
response to a question by Freerks, Pugh reiterated that the arbor vitae are not included in the
37 new trees that have to be planted. He passed around an exhibit prepared by his engineer
that showed how the screening of the arbor vitae will prevent the neighbors on Rita Lyn Court
from seeing anything but the roof of the proposed building and half of the top floor. He noted
that in regard to the air conditioners on the south side of the building there's a retaining wall on
the southwest corner of the building that's about ten feet higher than where the air conditioners
are located. He remarked that currently the residents of the existing buildings bring their trash to
the basement where it's then removed. He said something similar will be done in the proposed
building. He said that the new units will be marketed to the same type of tenant who currently
resides there now, which is people who are retirement age. In response to a question by
Freerks, Pugh told the Commission that there are three three - bedroom units and the rest are
two- bedrooms.
Eastham asked what the height of the proposed building is in relation to the current buildings on
Planning and Zoning Commission
June 7, 2012 - Formal
Page 4 of 6
the site.
Pugh referred that question to Duane Musser.
Duane Musser of MMS Consultants said that the existing buildings are two -story, and the
proposed building is considered a four -story building, with the parking garage at the first level.
He said the west side of the building is a three -story because the grade would cover the back of
the parking garage, and on the east side the grade would make it a 3 -1/2 story building.
Weitzel asked if the applicant feels that the design review was adequate and they'd rather not
do anything more.
Pugh said that through a rigorous review process, at least six different changes were made to
the plan. He said both the applicant and the City are happy with the design.
Tom Gelman on behalf of most Rita Lyn Court and 1 st Avenue neighbors to the subject property
said there have been some significant changes and adjustments to the design and site plan
since he filed the request for Commission review. He stated that one of the first things he and
the neighbors did was to request a meeting with the developer, and although that request was
denied, they have had access to Mike Pugh. He agreed with how Pugh had earlier
characterized the substance of their meetings and conversations.
Gelman said this project is a material change for the neighborhood that was not foreseen by
most of the neighbors. He said the neighbors have tried to focus their concerns on things that
can be somewhat mitigated, like privacy, noise, view and lighting. He said adjustments and
accommodations not required by Code have already been made by the applicant in response to
concerns. He said some of the changes had been made unilaterally, and they would have
appreciated a little more give and take on some of the items that were addressed. He said the
neighbors appreciated some of the changes that had been made. Gelman said the neighbors
are requesting from the applicant continued cooperation to be reasonably responsive to their
legitimate concerns as the project progresses. He said so far the applicant has shown a
willingness to be responsive. He said the neighbors are asking the Commission to carefully
scrutinize the plan and confirm that 'it meets the required standards, and based on their
experience, make any suggestions about this project they feel will be useful.
Freerks wanted to know, even though the issue is not within the scope of the Commission, if
there are handicapped accessible apartments here, seeing as how these apartments are
geared toward retirees. She was told there is an elevator.
Tallman explained how the building plan review is about enforcing the Fair Housing Act as well
as Americans with Disabilities guidelines and how the building code requirements for multi-
family dwellings mandate that units be either accessible or adaptable.
Freerks closed public hearing.
Eastham moved to approve the major site plan for a proposed multi - family building on
property located on 201 N. First Avenue in Iowa City.
Swygard seconded.
Freerks invited discussion.
Planning and Zoning Commission
June 7, 2012 - Formal
Page 5 of 6
Weitzel said what he thought they could do here is to encourage the developer to continue to
look at the Good Neighbor Policy and consider using it. He said that since design review has
passed through staff review, he has no comments in that regard.
Eastham noted that he believes this proposed site plan meets the design standards contained in
the Code. He said he had particular concerns about traffic issues that might arise because of
the additional vehicles coming onto 1st Avenue, but the staff report that says there hasn't been
any collision pattern along 1st Avenue with the existing development indicates that the
driveways don't present any more hazard than any other similar section in town. He said he is
comfortable with number of units, the proposed additional traffic and maintaining the three
access points that are there now.
Thomas said he also supports the efforts toward cooperation between the property owner and
the neighbors. He said he visited the site and was pleased to see some very large trees along
the property line adjacent to the neighbors, but he would suggest that where there are gaps in
the screen of trees, trees larger than what are proposed are planted to act as a secondary layer
to the east of the arbor vitae to help with the screening of the upper portions of the building. He
said the proposed addition will have a tremendous impact on the existing apartment complex.
He said he would have preferred that the proposed building have had more of a relationship to
the existing structures, but it appears to meet the design requirements. He said there seems to
be a need to revisit the requirements based on the lack of usable open space, for example.
Freerks agreed with Thomas that the proposed building does seem to be pigeon -holed into a
small area, but it meets all the requirements and she will be in favor of it. She said the proposed
building is massive and will create some change. She said she thinks it meets a need for
housing in the area. She also urged communication to stay open. She said she appreciates the
time and effort that have gone into trying to make this a better project.
A vote was taken and the motion carried 7 -0.
CONSIDERATION OF MEETING MINUTES: April 30th, May 3'd and May 17`h, 2012.
Eastham moved to approve the minutes with minor corrections.
Dyer seconded.
The motion carried 7 -0.
OTHER:
The Commission decided that there probably would be a quorum for the July 5th meeting.
ADJOURNMENT:
Eastham moved to adjourn.
Swygard seconded.
The meeting was adjourned on a 7 -0 vote.
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DRAFT
POLICE CITIZENS REVIEW BOARD
MINUTES — June 12, 2012
CALL TO ORDER: Vice Chair Joseph Treloar called the meeting to order at 5:32 P.M.
MEMBERS PRESENT: Kingsley Botchway, Melissa Jensen, Donald King (5:45 P.M.),
Royceann Porter (5:44 P.M.)
MEMBERS ABSENT: None
STAFF PRESENT: Staff Kellie Tuttle and Catherine Pugh
STAFF ABSENT: None
OTHERS PRESENT: Captain Jim Steffen of the ICPD.
�j
RECOMMENDATIONS TO COUNCIL
1) Accept PCRB Report on Complaint #12 -02
2) Accept PCRB Community Forum Summary
3) To change the name to Citizens Police Review Board
4) To remove the language regarding Formal Mediation within the City Code and from the
Standard Operating Procedures
5) To offer as an option, the ability for a Board member to accompany the complainant during
the police investigation interview process for a PCRB complaint, at the complainant's
request
CONSENT
CALENDAR Motion by Jensen and seconded by Botchway to adopt the consent calendar as
presented or amended.
• Minutes of the meeting on 04/30/12
• Minutes of the meeting on 05/09/12
• ICPD Use of Force Report — November 2011
• ICPD Use of Force Report — December 2011
• ICPD Department Memo #12 -16 (Nov -Dec 2011 Use of Force Review)
Motion carried, 3/0, King and Porter absent.
OLD BUSINESS Community Forum — The Board reviewed the forum summary draft and made
revisions and also confirmed the motion made during the community forum
regarding the proposed name change to the Citizens Police Review Board.
Motion by Jensen, seconded by Treloar to approve the amended summary draft
and forward to Council.
Motion carried, 5/0.
The Board then discussed the following other recommendations:
It was moved by Treloar, seconded by Jensen to remove the language regarding
Formal Mediation within the City Code and from the Standard Operating
Procedures.
June 12, 2012
Page 2
In order for mediation to take place both the complainant and the officer must
agree to it. The Board feels that it's misleading to offer mediation to a
complainant when the officer is being advised by the Union /Association to not
participate in the mediation process. Therefore, offering false hope to the
complainant.
Motion carried, 5/0.
Based on public concern it was moved by Treloar, seconded by King that all
complaints go to both the Police Department and the PCRB.
The Board discussed what a complaint was and concluded that they were talking
only about the written formal complaints. They then talked about what the
advantages /disadvantages would be for all complaints to be reviewed by the
Board, especially if the complainant is satisfied by the outcome of response they
receive from the ICPD and that the option of filing with both the Board and the
ICPD are offered when they speak with someone from the ICPD. The Board also
receives a quarterly report from ICPD, which lists the formal written complaints
that are filed at the ICPD and issued IAIR # and also the complaints that are filed
with the PCRB, which are also issued an IAIR #, and lists a date, location, type of
investigation, and resolution. The Board also agreed that more education needs
to be done regarding the PCRB so that the public is aware of their options. The
Board is open to ideas and suggestions on the different ways to educate and get
the word out to the public.
Motion defeated, 0/5.
(Break 6:54 -6:56)
Motion by Botchway, seconded by Porter, to offer as an option, the ability for a
Board member to accompany the complainant during the police investigation
interview process for a PCRB complaint, at the complainant's request.
The Board felt that if a complainant was uneasy about meeting with the ICPD
they could offer the option of a member going with them and possibly making
them feel more at ease; therefore more complainants would participate in the
interview process giving more information to the investigation process than just
the written form.
Motion carried, 5/0.
The Board discussed the additional changes concerning the ordinance, by -laws,
or standard operating procedures that they had previously been looking into
when former member Braverman was on the Board. It was agreed that many of
those changes were addressed in the recommendations or at the forum, such as
the name change, making the process more welcoming and less intimidating,
more education regarding the Board and the complaint process, hiring an
independent investigator, and keeping statistics for the complaints filed.
The Board agreed that they would add an item regarding keeping statistics on
the next meeting agenda to discuss further.
June 12, 2012
Page 3
The Board agreed these are the current recommendations. No other
recommendations will be made at this time.
NEW BUSINESS King welcomed new member Kingsley Botchway to the Board.
PUBLIC
DISCUSSION None.
BOARD
INFORMATION None.
STAFF
INFORMATION Tuttle stated that she would work on a draft of the annual report for the next
meeting.
:FA Xd111LIUt
SESSION Motion by Porter and seconded by Jensen to adjourn into Executive Session
based on Section 21.5(1)(a) of the Code of Iowa to review or discuss records
which are required or authorized by state or federal law to be kept confidential or
to be kept confidential as a condition for that government body's possession or
continued receipt of federal funds, and 22.7(11) personal information in
confidential personnel records of public bodies including but not limited to cities,
boards of supervisors and school districts, and 22 -7(5) police officer investigative
reports, except where disclosure is authorized elsewhere in the Code; and
22.7(18) Communications not required by law, rule or procedure that are made to
a government body or to any of its employees by identified persons outside of
government, to the extent that the government body receiving those
communications from such persons outside of government could reasonably
believe that those persons would be discouraged from making them to that
government body if they were available for general public examination.
Motion carried, 5/0.
Open session adjourned at 7:34 P.M.
REGULAR
SESSION Returned to open session at 7:37 P.M.
Motion by Jensen, seconded by Botchway to forward the Summary Dismissal for
PCRB Complaint #12 -02 to City Council. Motion carried, 5/0.
TENTATIVE MEETING SCHEDULE and FUTURE AGENDAS (subject to change)
• July 10, 2012 5:30 PM, Helling Conference Rm
• August 14, 2012, 5:30 PM, Helling Conference Rm
• September 11, 2012, 5:30 PM, Helling Conference Rm
• October 9, 2012, 5:30 PM, Helling Conference Rm
ADJOURNMENT Motion for adjournment by Porter, seconded by Treloar.
Motion carried, 5/0. Meeting adjourned at 7:40 P.M.
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PCRB REPORT OF SUMMARY DISMISSAL TO THE CITY
COUNCIL
Re Investigation of Complaint PCRB #12 -02
Complaint PCRB #12 -02, filed May 7, 2012, was summarily dismissed as
required by the city Code, Section 8 -8 -3 E, requiring that only those complaints
which do not involve the conduct of an Iowa City sworn police officer may be
subject to summary dismissal by the board.
DATED: June 12, 2012
1-7-41LE7)
Z'1/5p A�-
JUN 112012
City Clerk
Iowa City, Iowa
POLICE CITIZENS REVIEW BOARD
A Board of the City of Iowa City
410 East Washington Street
Iowa City, IA 52240 -1826
(319) 356 -5041
June 12, 2012
Iowa City City Council
City of Iowa City
410 E. Washington St.
Iowa City, Iowa 52240
Re: Police Citizen Review Board's Annual Community Forum Conducted 9 May 2012
To Whom It May Concern:
The Police Citizens Review Board held its annual forum at the Iowa City Public Library in
Room A at 7:OOpm. Board members present were Donald King, Chairperson, Joseph Treloar,
Melissa Jensen, and Royceann Porter. New member Kingsley Botchway was present but not on
the panel due to just being appointed. The Board's Legal Counsel Catherine Pugh was also
present.
The Chairperson called the forum to order and the agenda was presented.
Legal Counsel Pugh started the presentation with a quick outline of the responsibilities and
procedures that the board must follow (See Attached). She highlighted some of the questions that
have been posed about what the board can and cannot do. She pointed out that the primary
federal law that governs these issues is the Fifth Amendment, to avoid incriminating oneself.
Chapter 400 of the Civil Service is the limitation that the PCRB has no ability to discipline any
police officer.
Ms. Pugh went on to explain the procedure for filing a complaint with the PCRB. The PCRB
gives the complaint to the Police Chief to investigate. The Chief and the City Manager are the
only individuals who have the ability to compel the testimony of police officers. This power is
particular to a public employee. Private employers cannot compel their employees to testify.
This is why the Chief investigates the complaints. If complaints were investigated by the PCRB
alone or by a private investigator, there would be no accused officer's testimony. The standard of
review that the PCRB uses is one of reasonable basis that is outlined in our ordinance and is
described very specifically. Since the Chief makes a decision and he has the expertise in police
matters, the PCRB's review of his decision is a reasonable basis review. The only reason the
PCRB cannot sustain a decision of the Chief is if it is "unsupported by substantial evidence',
"unreasonable, arbitrary or capricious" or "contrary to a Police Department policy or practice, or
any Federal, State or local law ", according to Section 8 -8 -7 B (2) a, b, c of the Iowa City City
Code. This is the standard of review that was chosen at the time the ordinance was created. It can
be changed but that's what we have to work with right now.
Member Treloar and Member Jensen answered several of the questions that had been submitted
by the public to the City Clerk's Office. Questions regarding Police Department procedures were
directed to the Iowa City Police Department.
Chair King shared the statistics. Since 1997, eighty complaints were filed with 177 allegations.
Six allegations were sustained during those complaints. King explained that the
recommendations to the City Council were on the web site along with all of the complaints since
1997. Chair King advised the attending group of the meetings being open to the public and held
on the second Tuesday of the month.
The forum was then opened to the public for questions.
The Board was asked if they had gone to the City Council to have the name changed and Chair
King advised that it had not been taken to the City Council.
A former Board member asked that her letter to the PCRB be read into the record. Member
Jensen read the letter into the record. The former member stated that most of the changes had
been discussed at length and that they were ready to go to the City Council with
recommendations. She said we had been looking at the procedures, bylaws, and ordinances. She
felt that those issues were abandoned.
Member Treloar explained that he had received information from four other citizen review
boards. When comparing their laws with our laws, their laws being quite different, there were a
lot of things we couldn't apply. Some had powers to discipline officers. That's not in our Charter.
Treloar then asked if he could make a motion to recommend to the City Council that we change
the name.
Treloar motioned and Member Jensen seconded the motion to recommend to the City Council
that the name be changed to Citizens Police Review Board. Motion carried 4 -0.
A question from the public was presented about training to deal with active mental illness. A
member from the police department, in attendance, explained training procedures and stated
training was given to cover mental illness this year.
The four members present were asked to give their thoughts on the structure of the board. All
members responded. The consensus was that the feeling from the public about openness could
not be helped since the privacy and confidentiality of the complainant did not allow us to discuss
our procedures during Executive Sessions.
One concern expressed was about spending too much time on officer misconduct and not enough
time in dealing with the disproportionate arrest and citations rates for black youth in the
community. A community member suggested the PCRB should make more recommendations to
the City Council about police policies, practices and procedures.
Another community member asked if the City Council had asked the Human Rights Commission
to take a look at the PCRB process. Iowa City Mayor Matt Hayek, in attendance, responded that
it was on their pending work session.
Some members of the public spoke on the transparency of the complaint process. It was again
pointed out that we are limited on the information we can share with the public about our process
in keeping the identity of the individuals involved private. Treloar pointed out that our police
department strives hard to keep their officers' actions transparent by wearing microphones and
having videos in the patrol cars. Policy requires the officers to use both on all calls.
One person questioned the process of knowing the officers involved and keeping the number of
complaints filed against him. The board wants to remain blind to the identity of the officers
involved so their decisions wouldn't be tainted by that knowledge. PCRB again has no authority
to discipline officers.
The process of where the complaint is filed was brought up. Complaint can be filed at the Police
Department or the PCRB. Thought was that maybe all complaints should go to the PCRB. This
again would require the current practice to be changed. PCRB currently gets the statistics from
the department but does not review the internal complaints.
A motion for adjournment was raised by Jensen and seconded by Treloar and voted 4 -0 to
adjourn.
Adjournment 8:30pm
/LT
Donald King
Chairperson
Police Citizen Review Board
Transcriptions attached per Council request.
Forum agenda, minutes, transcriptions, correspondence, and handouts are all available on the
City website. (www.icg_ov.org)
Police Citizens Review Board
May 9th, 2012 Community Forum
I. History of Police Citizens Review Board (PCRB)
The PCRB was created under Iowa home rule authority on July 15, 1997 to assure external
accountability of the Iowa City Police Department. In response to a community referendum
and following an Iowa Supreme Court decision upholding the amendment, on December 12,
2007, the PCRB was made a permanent entity by amendment to the Iowa City Charter.
Additionally, the PCRB was granted the power to subpoena evidence and was required to
hold one public forum per year. The PCRB is comprised of five citizens who are appointed
by the City Council for four year terms.
II. Laws Governing the PCRB
Although Iowa home rule law allows the City of Iowa City to create a police citizens review
board, the board's authority is limited by Federal and State Law.
A. 5th Amendment to the U.S. Constitution
No person may be compelled to testify against himself. The PCRB cannot force the
testimony of any police officer accused of misconduct.
B. Iowa Code Ch. 400 CIVIL SERVICE
The state of Iowa has established a Civil Service Commission to oversee civil service
operations in the cities of our state. Under this law, only the police chief and city
manager have the power to discipline a police officer. (Iowa Code 400.19) Iowa City
Code section 8 -8 -2 (E) reiterates that limitation upon the PCRB.
III. Investigations of PCRB Complaints
A. Investigations by Chief of Police
Complaints made to the PCRB are investigated by the ICPD. The reason investigations
are structured in this way is to allow the most comprehensive investigation into alleged
police misconduct. The Command staff has the power to compel police officers to
cooperate with all internal investigations. This right of the public employer was
established in Uniformed Sanitation Men Association v. Commissioner of Sanitation of
City of New York (392 US 280). This power is particular to the public employer and
cannot be transferred to another entity. Under Iowa's Civil Service law, this power to
compel is held only by the City Manager and the Police Chief.
B. Investigations by PCRB
If cases were not investigated within the Police Department, the PCRB would have no
other access to the officer's side of the story. Even with subpoena power, the 5th
amendment right to avoid self- incrimination prevents anyone, other than the public
employer from compelling an officer's testimony. The PCRB ordinance allows the PCRB
Police Citizens Review Board
May 9th, 2012 Community Forum
to do its own further investigation after reviewing the Police Chiefs findings. The
current system allows the PCRB the benefit of information it would have no way of
obtaining unless investigations were conducted internally. The PCRB is committed to
making the complaint procedure more comfortable and less intimidating for
complainants and is interested in ideas to promote complainant participation in the
investigation.
IV. Standard of Review: Reasonable Basis Standard
The Iowa City Police Citizen's Board is the first and only such review board in the state of
Iowa. In determining a manner for this board to review the findings of the Chief of
Police, the drafters looked to the Administrative Procedure Act, Ch. 17A of the Code of
Iowa. The Administrative Procedures Act requires a reviewing agency to use a
reasonable basis test to review decisions made by the entity with expertise in the
subject at hand. Since internal investigation by the Police Department was believed to
be the most effective method of fact finding, it followed that a reasonable basis
standard would apply to the Police Chiefs conclusions. The PCRB cannot substitute its
own judgment in cases before it. The PCRB is required to review the Chiefs decisions
with deference to his expertise and sustain those decisions unless they are
"unreasonable ".
V. Changing Name of PCRB
The citizens of Iowa City went through a fair amount of effort to accomplish the referendum
which survived a challenge to the Supreme Court of Iowa to make the Police Citizens Review
Board a permanent entity in our city. The Iowa City Charter was amended to require the
existence of the Police Citizens Review Board. Given that the name was specifically included
in the Charter amendment in 2007, it should remain the formal name of the board with any
other version of the name being designated "a.k.a ".
May 9, 2012 Iowa City Police Citizens Review Board — Annual Community Forum
Members Present: Melissa Jensen, Royceann Porter, Joseph Treloar (Vice - Chair), Donald
King (Chair)
Non - Participating Member: Kingsley Botchway II (new)
Members Absent: None
Staff Present: Catherine Pugh
Call to Order/Roll Call:
King: I'd like to call the quorum to order, and roll call. Royceann Porter.
Porter: Here.
King: Joseph Treloar.
Treloar: Here.
King: Melissa Jensen.
Jensen: Here.
King: Catherine Pugh
Pugh: Here.
King: Don King is here.
Introduction of Board /Overview of Complaint Review Process and Purview of Board:
Page I
King: Good evening. Uh, on tonight's agenda, uh, what we'd like to do is we have a
presentation from our legal counsel. After the ... her presentation, then we will
have, uh ... the Board Members have questions that were sent in to us that, uh,
we've reviewed and we'll answer those questions. Then we'll open it up to the
public. Um, when we do open up to the public we ask that you keep your
comments to five minutes or less. If there's time towards the end, you can always
come up. Um, we ask that you turn pagers and cell phones off so there's not any
interruptions. Are you ready, Catherine?
Pugh: Yes, thank you.
King: All right!
Pugh: Good evening. Um, if you have had ... haven't had an opportunity, I have
prepared a, uh, summary, an outline, um, concerning several of the questions that
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May 9, 2012 Iowa City Police Citizens Review Board — Annual Community Forum Page 2
have been raised and posed to the PCRB, and those are available on the back
table. Uh, it may be a little easier to follow along on that and uh, there's a lot of
information that I want to cover rather quickly. So that might be...helpful to have
that to...to glance at. Some of the questions that have been posed, uh, to the
PCRB concern, uh, what we can and cannot do. Uh, in my preparation for
answering some of those questions, I had the opportunity to go through the
ancient archives of the, uh, PCRB legal counsel. Um, my predecessor, uh, who is
now a district court jud ... judge, Dough Russell, kept copious notes about how the
PCRB came into being and ... why we do things the way we do. Some of the
things that I want to share with you are, uh, the laws that govern the PCRB, and
the limitations. A lot of times, uh, people have said, well, why can't you do
things the way they do in another jurisdiction. Um, we have certain laws that we
need to follow here in Iowa, and I wanted to outline a couple of those for you.
The PCRB was created under Iowa Home Rule Law, and that basically means that
a city can create entities to carry out duties if they're not otherwise accounted
under a state, federal law. So in July 15 of 1997 the, uh, City Council created the
PCRB. A citizen referendum, uh, in 2006 requested that the PCRB be made a
permanent entity. Uh, and requested that PCRB have additional powers,
including sub ... the power to subpoena evidence, uh, the responsibility to hold one
public forum per year, uh, yeah, and ... after a supreme court challenge to several
other items that had been passed as part of that referendum. The changes to the
PCRB were the ... were the only ones that were held up. So as a ro ... result of that,
on December 12, 2007, uh, the PCRB was created as a permanent entity and part
of the City ... Iowa City Charter. Although Home Rule allows the City of Iowa
City to create a Police Citizens Review Board, the Police Citizens Review Board
still has to operate under federal and state law. The primary federal law that
makes our job interesting is the Fifth Amendment, and that is the right of any
person ... to avoid incrimination, um, by testifying against themselves. The second
is a state code, uh, which is Chapter 400 Civil Service, and this is something that
has been talked about a lot, and that is the limitation that the PCRB has no ability
to discipline any police officer. Uh, and that is because that privilege is
specifically limited to the Police Chief and uh, in Iowa City the City Manager.
The second area that has been, um, had a lot of questions... concerning... is the
way in which PCRB complaints are investigated. When a PCRB complaint is
made, we receive a copy of it and the Police Department receives a copy of it.
Then for a period of 90 days the PCRB doesn't do much with that complaint, until
they receive a report from the Chief. Now, the Chief and his staff, uh, the
command staff, investigate the complaint. The Chief has the ability to compel the
testimony of police officers, and he is the only one, the Police Chief and the City
Manager are the only individuals who have the ability compel the testimony of
police officers, and I've reiterated the case in which, urn ... that right is created.
It's Uniform Sanitation Men Association vs. the Commissioner of Sanitation of
the City of New York. Uh, this power is particular to a public employer. It
doesn't go to private employers. Private employers can't compel their employees
to testify, or to ... uh, to give evidence, but the Chief can. This is why the PCRB
complaints are investigated by the Chief. Unless they were, they were ... if they
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were investigated by the PCRB alone or by a private investigator, there would be
no access to the accused officer's testimony. And, the drafters of the ordinance
felt that this would be the best way to get a... a balanced accounting of what
happened. That the investigators would have access to the complainants and to
the officers. Uh, something that ... with the subpoena power that the PCRB would
have access to that, but again, the officers, uh, Fifth Amendment rights prevent
the PCRB from compelling that testimony. The standard of review that the PCRB
uses is one of reasonable basis, and ... and that is outlined in our ordinance, uh,
and described rather specifically. Since the Chief makes a decision and he has
expertise in ... in police matters, the PCRB's review of his decisions is a
reasonable basis review, and that means that the only reason that the PCRB can,
uh, not sustain a decision of the Chief is if it is unreasonable. The PCRB does not
get to take a brand new look at the evidence and insert their own judgment in the
case. They're limited to ... that ... difference, given to the Chief s ... Chief s
decisions, and this is a common standard of review when a reviewing body is
looking at a decision made by an entity with expertise in an area. This is the
standard of review that was chosen at the time the ordinance was created. Uh, it
can be changed, but that's what we have to work with right now. The last thing I
wanted to comment on is changing the name of the PCRB, and I guess the only
thing that we need to keep in mind ... I .... the board has no objection to whatever
name, uh, people feel would be ... would better describe what the PCRB does, but
keep in mind that the Charter specifically states that we are the Police Citizens
Review Board. So in order to make a change to that, there would have to be a
change to the Charter. Okay. I think I've covered my duties here. I'll be happy
to answer additional questions as they come up, and hopefully the outline will
clear up any, uh, ambiguity I ... I left in my presentation.
King: (mumbled)
Treloar: Sure. Um, one of the questions we received, um, do you think it is possible that
the fact that the police chief investigates the complaint is a deterrent to people
who have a complaint? That may be. I ... and may not be, but as is specified by
the guidelines on which we have to operate ... we ... there's really no choice in the
matter. That's the way the system is set up. Um ... do the records of the PCRB
include information on the race, socioeconomic status of the person who filed the
complaint? If yes, do you notice a pattern of any kind and what is it? Um, on the
back table there there's the complaint forms, and... on the very back page of the
complaint form is the complainant statistical information. We ask if this ... be
filled out. If they don't want to fill it out, that's fine too. But that'd be the
information that we have to go off of for this (mumbled) indicate your age, color
and national origin, gender identity, sexual orientation, marital status, mental
disability, physical disability, and religion. Um ... often times that's not filled out
and I, you know, we have not compiled a study to see if there's a pattern because
there's not a whole lot of information to develop a study from. Um ... do the
police personnel/officers get any training on cultural competency, racial profiling,
and/or training on systemic racial disparity and law enforcement? If so, what
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specifically does the training cover and how often do they receive update
training? I contacted the Police Department on this, um ... the Iowa City Police
Department subscribes to the Police Legal Sciences, uh, Inc., and it's a
corporation dedicated to helping police officers and dispatchers strengthen their
decision - making skills, professionalism, customer service. Um, once a year the
training focuses on racial profiling. This year they've also been training month...
have a training month on dealing with... immigrants and this year Iowa City PD
received four hours of diversity training on a countywide, uh, in countywide
sessions. The four -hour diversity training doesn't occur every year, but usually
happens about every other or every third year. Um, and the Police Department
also tracks all traffic stops by race, reason for stop, vehicle searches, and outcome
of stop. And... and... what type of training on racial disparities and how to review
complaints for racial profiling do the members of the PCRB receive? Actually,
there's no formal training for us in that regards. Urn ... I personally have been
through cultural competency training with my other ... with my regular
employment in racial profiling but as a board member ... we don't have training
that we receive to be board members. We're just volunteers so ... and uh ... has the
PCRB ever watched a video, listened to an audio from a police car of a specific
situation related to a complaint? Why or why not? And if you have listened, who
selects what you listen to and watch? Yes we do that regularly. Um, the officers
have monitors on them. They have cameras in the cars. It's very common for us
to request to see the tapes. When we see the tapes, the officer's specific face is
blocked out because that's a safeguard to keep us from ... um ... developing a
pattern on a particular officer or just to protect the identity of the officer. But um,
all it takes for us to request that is just any one board member can request to listen
to the tapes or see the audios, and ... we do that with regularity. I mean, we've
even just to make sure we're thorough on cases that seemed pretty cut and dried
right up front, um, requested to hear the audios and see the tapes, just to make
sure we weren't missing something. So that's... that's a common practice of the
board. Melissa (mumbled)
Jensen: Okay. Um, one of the ... one of the next questions is ... one of the next questions is
do you know that sometimes the Police Chief has shown or played a police
recording of a situation to a complainant filer? If you are aware of this and the
PCRB members sometimes see or hear a recording related to a case, do you know
whether the filer and the PCRB board members actually see or hear the same
footage, or different footage? Is that reported to you as part of the investigative
process? Um, as Joe mentioned, um, we are aware that a complainant may
sometimes view or listen to an audio recording, and that is part of typically the
investigative report that we get if a complainant has viewed or has watched that.
Um, and we do occasionally, um, request that information. It's provided for us to
view that ... to view that information whether it's ... it's video or audio recording.
Often times that information'll be stated in the police ... in the police report.
That's typically where we would find that information, that, uh, someone who has
filed a complaint has viewed or listened to an audio recording. That would be
included in the report that we would receive. The next question, is the PCRB
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provided with a complete record of the steps in each investigation? Do the
investigation records let you know whether the Chief or another investigating
officer has had a conversation with the filer and the content of that conversation?
Yes, that again is part of the report, uh, that we receive. So, regarding
conversations involved with that ... that the Chief or the investigating officers may
have had with the person that filed the complaint. Next one, there is ... there is,
excuse me, there's always communication between the PCRB and the Chief
regarding every case. Does the PCRB always have direct face -to -face
communication with every complaint filer? Why or why not? That particular
face -to -face conversation with the complaint filer, um, may or may not occur. It
depends in part on the review level that is set for the complaint itself. Um, and
also the wishes of the complaint filer. In some cases the complaint filer chooses
to not ... to not do that. Um, the complaint filer is also ... always welcome to come
to the open portion of the meeting, um, if they choose to do that, as well. So, that
depends on each individual case. Again, it depends on the case itself, on the
wishes of the person filing the complaint. Next question, has anyone who made a
complaint withdrawn it during the investigation process? Do you know the
reasons given for that? Um, I can't speak for what has happened prior to my
being on the board. I've been on the board about a year, but my understanding is
is if someone does choose to withdraw their complaint, they're welcome to do
that. That's their prerogative, and as far as reasons given, they're not required to
provide a reason to us. If someone changes their mind or for whatever reason
chooses to withdraw that, that is totally within that individual's prerogative. And
then the last one, um, who reviewed the questions submitted by the public, and
who created the answers? Uh, the PCRB board itself reviewed the questions and
discussed the responses to the questions.
King: One of the, uh, other questions was, uh, the number of complaints filed since the
board, uh, was certified in 97. Uh, there's been 80 total complaints. Out of those
complaints there was 177 allegations. Out of those 177 allegations, six of `em
were sustained. Um... one of the questions, has the board ever made any
recommendations to the City Council regarding changes to pol ... police practice,
procedures, and policies? Under the complaint resolution in the annual report, uh,
from 1998 to 2011, um, they're online. There's instructions back there on the
yellow sheet, um, how to get online to the Police Citizens Review Board and you
can review our annual reports. Uh, what is the process for citizens to make a
request that the board review a police practice, procedure, or policy? Um, please
describe exactly how the board would respond to such a request. Um, every
month, it's the ... second Tuesday? Of the month ... um, when we have our
meetings. They're open to the public. The public can come in. Uh, if there's a
particular thing that they want to look at, um, let us know, um, and then we can
research it and get back to, um, that person. Um ... we did just receive ... um, a
letter tonight, um ... from a citizen who was once on the board. Um, some of the
things that we had discussed prior was, uh, some of the procedures and changing
them. Um ... they were put, um ... I don't want to say they were put on the back
burner, but ... we had, uh, a lot of complaints to review and our ... forum, we
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wanted to get ready, um, and we've moved those back. Um ... we, I think they're
on the ... May or June's agenda. Um, the other thing was... was... how we have to
change `em. One of `em was if you change one policy or procedure, that makes
you change another policy or procedure, and that may have to go to the City
Council to be changed. Um, one of `em was the ... was the name. Um, the City
Council, um, I think there's three options that they can do, uh, for our name
change. Um, they can initiate it, um, a citizen can initiate it to them, and—they,
the Council can turn it over for a, uh, vote. Is that correct? To have the public...
vote on whether they want to change the name?
Pugh: Two of those options would involve a public vote. The Council can change it
within its own internal vote, uh, a... a citizen can, um, create a referendum, sort of
like what was done, um, previously for the PCRB, and then it goes to a vote that
way; or the ...the Council can request that it be ... that it be up for a vote. (several
talking) May I just make one clarification? Um, in one of the previous questions
about, um, face -to -face contact with complainants. Um, aside from the fact that
the complainant can, you know, request an opportunity to speak to the PCRB, the
PCRB ... on occasional also requests the opportunity to interview the complainant,
and that decision is made after the PCRB receives the Chief's report. Then they
can determine, uh, they make a determination as to what level of review they want
to apply to that report. Um, and they can ... feel that the report was sufficient on
its face and that they don't need to do any additional investigation. They can
request an opportunity to meet with the complainant; um, they can ... request the
opportunity to meet with other witnesses; and they can, uh, request additional
investigation by the Chief or the City Manager, um, subpoena witnesses, hire
independent investigators. So there's a ... a whole array of things that the board
can do, including requesting a meeting with the .... with the complainant.
Public Discussion With Police Citizens Review Board:
King: I'd like to open it to the public. Um, when you come up if you'd sign your name,
um, fill in the ... I think it's your name and address on there and we'll take your
questions.
Dieterle: Um, I'm Caroline Dieterle and I just wanted to ask whether the, um, review board
has requested the name change that the... requested the ... sent a request to the
Council requesting, um, the name change, because I'm aware that, and have been
aware for a long time, that the procedure would involve the Council doing it. It's
not something that you can do, and it is my understanding that the Council can
vote and just do it. Um, it would seem to me that it would be in their best interest
to change the name and get it done, and um, rather than, uh, you know, messing
around about with it anymore, simply you know make that part of your
recommendation to the City Council to please change that, I mean it's... doesn't,
you know, it doesn't really change anything about what you're doing. It just is
making a better name that I think would be more acceptable to the public. Thank
you.
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King: To answer that, currently we have not, um, taken that to the City Council.
(several talking)
Braverman: Hi, I know most of you. I'm Janie Braverman. I'm a, uh, former member of the
board, and it, Don, I have a couple questions. I'm assuming that that was my
letter that you referred to, but did not read?
King: Yes.
Braverman: Um, I would like to have you read that into the record tonight, if you would, and
I'm also just a little bit concerned because, um... one of the questions you
answered ... your response was that the board's been busy because there have been
a lot of complaints. You know, the process that we were going through was when
I was on the board. That's been two years ago. I just wanted to make that clear,
that it's been two years ago since the board was actually looking at those things.
When you answered it sounded like that that was a very recent thing. So, but
anyway, I would like you to read... since you did read other people's in, because
my question really was much broader than are you looking, have you looked, and
what you're doing. So if you would do that, I'd appreciate that.
Jensen: Um, okay, I'll go ahead and read it. It was actually, um, addressed to the City of
Iowa City, um, to the person that the question were to be submitted to. Here's a
question for tomorrow night's public forum. When I resigned from the PCRB in
the summer of 2010, the board had been engaged in a review of its policies,
standard operating procedures, bylaws, and ordinance, with the intent that the
board would make one or more recommendations to the City Council for changes.
One recommendation that the board had agreed on was to change the name of the
board to make its purpose more clear. As I recall, the suggestion was the name be
changed to Citizens Police Review Board. The board members had had
preliminary discussions about various matters, including one, the name of the
board; two, whether the process was intimidating or less than welcoming to the
community; three, whether there were barriers to community participation; four,
whether the procedure of the board reviewing the Police Chief's report was the
best procedure; five, what if anything it meant that so few complaints against the
police were sustained; six, whether the current policy of not keeping statistics
about individual officers limited the board's ability to look at the Police
Department as a whole, and whether keeping various statistics might be useful for
other purposes; and seven, whether the board should be looking at the department
as a whole rather than just on a complaint -by- complaint basis. When I left the
board, the only remaining preparatory work to be done was the review of the
citizens boards of other jurisdictions. I believe Joe ... board member Joe Treloar
was tasked with that. Following that the board would have been ready to discuss
what recommendations it would make to the City Council, and then make the
recommendations. As I look at the subsequent agendas, it appears that the effort
to review and make recommendations was abandoned. Is that correct? If so,
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why? If not, what was the result of the review? Were there any recommendations
ever made? Janie Braverman.
Treloar: Urn ... I did receive information about other police citizen review boards. One of
`em I think was Portland, Oregon, and there are three or four other states. Uh ... in
looking at the confines under which we operate, it ... under our law, and their laws
being quite different, there are a lot of things that just ... we couldn't apply. Um...
other citizens review boards had powers to recommend disciplinary procedures,
things like that. That's just not in our abilities, our Charter. Um, I'm trying to
think of what other changes we were looking at at that time, and it escapes me,
but ... yeah, it was looked into at that time. Um...is there any reason we can't just
take a motion to...
King: To what?
Treloar: To ... recommend to the City Council we change the name? Can I make ... making
motion (mumbled) change the name? We recommend to the City Council that
they change the name of our board to the Citizens Police Review Board. (several
talking)
King: (several talking) seconded by Melissa. All in favor say aye. All opposed same
sign. Motion carries 4 -0. We will be making a recommendation to the, um, City
Council that we change the name. Actually kind of like that name better. We
found the other name a little bit confusing ourselves. But, uh, it's not within our
power to change, but we can certainly recommend, so we will definitely do that.
Braverman: (mumbled) Let me just speak to one thing you said. I just wanted to be really
clear that what I was talking about was recommendations to come from the PCRB
to go to the City Council. I think Catherine did an excellent job of summarizing
what the current ordinance is. But what we were doing is we were looking at the
procedures. We were looking at the bylaws. We were looking at the ordinance,
with an eye to looking at what we had and thinking about whether or not we
wanted to say to the City Council, we don't think we have the best that we can
offer the City of Iowa City. We don't think we have the best that we can offer to
the Police Department or to the community. You know, I think that what you said
is true, and as you know, I'm a lawyer by training. Uh, and what Catherine said is
true. This is what the current ordinance is. But, what we were doing two years
ago, what we were looking at is, is it the best that we can offer this community or
should we be looking to our charge to report to the City Council as an opportunity
to say to the City Council, the PCRB has been here this period of years. This has
been our experience. These are our concerns. These are the things that we need
to look at. You know, I think it's clear to everyone that the PCRB itself has no
ability to change, um, its bylaws and its ordinance. So I just wanted to make that
clear. Thank you and I also want to say thank you for coming to the Library.
That is something we talked about quite a bit when I was on the board was the
inaccessibility of the board, barriers between the community and the board,
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whether or not the board needed to get out of City Hall, away from the Police
Department's front doorstep, and I just want to say I'm very pleased to see that
you did that. So, thank you.
Davidson: My name is Barbara Davidson and I'd like to know, I don't have a formal
question, but I'd like to know what ongoing training the police force receives in
dealing with... community members who have active mental illness, and may
present in a variety of ways to the force?
Treloar: Um, in my response I received from Sergeant Steffan, it says I also attend a
number of meetings concerning, uh, disparate juvenile minority contacts. These
meetings have members of the school system, juvenile court system, DHS, and
others concerned with this issue. This allows us to find out and respond to local
issues in a more timely manner. Urn ... I'm not aware of specific, uh, trainings the
Police Department receives with mental illness, but that doesn't mean they don't
exist. I'm just not personally aware of them. If...there was a member of the
Police Department that was aware of those that could address that, I'd sure
appreciate it, but I'm not aware of...we don't get a list of all the training the
police officers go through. So ... I'm not aware of that.
King: But we ... we can check into it (both talking)
Treloar: I know that's typically common, um, I work for the Department of Correctional
Services. We go through extensive training on such things but ... (unable to hear
person away from mic)
Treloar: If you would please! Sure. We'll wait until after her question and... fortunately
we do have a member of the Police Department that's volunteered to answer that
question cause he's more aware of the training that they receive than I am.
Smithey: Um, my name is Mike Smithey. I am, uh, the Vice President of our union, the
Police Union. To answer your question, um, we do, uh, and I don't intend to
respond to all the questions tonight, but uh, I want to make ... I think it's important
that the public know that we do receive regular training, uh, with regards to, uh,
persons with disabilities. Urn ... uh, usually at the same in- service trainings that
we receive, uh, the ... the profiling training or urn ... there's a wide variety of issues
that we go through. We have a couple of days worth of training that, um, as a
department each year, uh, some in a row; some ... we call it MATS, which is
Multi- Agency Training Session, I think, where we get together with the other...
with other members of other departments in the area and we, uh, I know this year
we had, um ... we had people come in, uh, that provided training, urn ... regarding
suicidal persons and other persons with, uh, with disabilities, um, that were both
apparent and un- apparent upon immediate contact and how to deal with those
people and what the proper protocol was to, uh, get people help when help was
what we needed to do. So, it...it...it's also contained within the, uh, police legal
sciences training that we receive every month, that is usually... well, that's always
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on a single topic or maybe two topics that we go through, um, it's a computer
training that each individual officer has to take and then, uh ... uh, there's a test at
the end that we have to pass or we have to take it again. Um, so ... that topic may
be, uh, mental illness on one month and it may be racial profiling in another
month, um. ... I think one of the board members mentioned it was ... it had to do
with immigration status this month, uh, and immigrants and how to ... uh, how to
deal with, uh, immigration issues that come up during the job. So, uh, the—the
variety of training is ... is quite vast. Urn, but we do receive training, um,
sometimes four hours at a time; sometimes two hours at a time; sometimes from
an outside, um, organization, uh, social workers at the University of Iowa
Hospitals may come in and assist in the training, as they did this year during
MATS. So, there's quite a bit that ... that goes on. Uh, I think probably most of
all the training we ... we receive is certainly limited by the amount of time that we,
uh, are given each year for training, but uh, there ... there are certain things that are
required every year or every other year, such as CPR and so on, that are simply
required by law to keep us up to date on certain things, um, and then there's other
training, and I'm not sure which one that falls into, but, um, we do receive
training on it. (several talking)
Carrie Norton: Um, I understand that if you're not pleased with your name that you can discuss it
among yourselves and then ask the City Council, and similarly, if you're not
pleased or satisfied with your structure, what you can do, what you can't do. You
could as a group go to the City Council and say, you know, we've been doing this
for a while and ... and we're finding that this structure isn't working for us. And I
...and I'm sensing that that was the nature of ..of your letter, Janie.
Braverman: Yes.
Norton: So, what would be helpful for me is to maybe hear each of you speak to that issue.
Are you frustrated with the structure? Do you think the structure is ... is serving
the purpose that the ... the review board was established for? Is it working? And I
guess it would be interesting to hear from each of you, and ... and I'm ... I'm sorry,
I came a little late so I don't know. Are you a member of the board or.. .
Pugh: I'm not a member of the board. I'm counsel to the board.
Norton: So they can ask you questions when they review? Okay. And this is the complete
board? There are four of you.
King: There's five.
Norton: There's five. Okay.
King: (mumbled) Um, he was just appointed at the last City Council meeting, um, and
he (mumbled) (several talking and laughing)
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Norton: So... so my question is, are you frustrated with the structure, or is the structure
working for you as a board, and/or do you wish it could be changed and... and if
so, how?
Treloar: There are very frustrating things about the structure, um ... I don't know if I would
change them or not. A lot of our investigations have high levels of confidentiality
and there are times that we all wish that we could discuss in more detail what we,
um, looked into, what we thought when we conducted our investigations and
make the public more aware of that, but we can't. And so (laughter) sometimes
that's frustrating! And uh ... um ... at first when I was a member of the board, I
thought, gee this board has very limited power. But, I've come to realize even
though our power is limited, um, we the citizens of Iowa City have more power
than anybody else in the entire state of Iowa with their police department... cause
we're the only ones that have such a board, and part of our power is having the
annual public forum. I've come to believe that's probably why they mandated we
have an annual forum in the original Charter. It gives the citizens a chance to
come on ... to the forum; it's televised; this'll probably be repeated numerous
times over the public access television; and it gives the citizens a... citizens a
voice. Um ... I think as Iowans, we're all aware of how powerful just small voices
can be. I mean, think about our voices at the national caucuses. Now, as a voting
bloc, we don't have that much of a block, but with our status (mumbled) we have
a huge impact on the nation, and that's just from... exercising our voice! This
gives, um, the citizens of Iowa City similar power. If they're displeased with the
Police Department, it's a quick and easy way to make Council know about it.
And, although that's not the part of the discipline, and it's limited... that's still a
lot of power! And I think City of Iowa City citizens have used that well! I've
been very happy to see them participate to the level they do at our forums, and our
meetings. I hope that answers your question!
King: Um, yeah the name change, um, I think that's a big thing. Um... and it wouldn't
even necessarily have to be citizens. It could be community, um, to make it more
community friendly. I ... I think ... not so much that the procedures and stuff have
to change, um, some of the perception of the public on what we can and can't do,
um, might be ... I don't know, more of a problem or more of a ... cloud on it than
actually changing the policies and procedures. Um, so ... if ..if you change the
name and we ... and you change one thing and it has to change a whole bunch, um,
then maybe we have to look at all that, but um ... I think the way that it was set up,
um, is working, um ... like I said, I think a lot of the problems could be the
perception of what we can and can't do, and why we can't do that, um—when we
do have our... our meetings and we go into executive session, that's more for the
privacy of the individuals involved in it than it is to be secretive about it. Um... I
don't think anybody here that made a complaint would want their name out, um,
for everybody to see if they're making complaints. Um ... I think that the ... the
police department that we have here is a very good police department. Um, I
don't think that there's, um ... any problems with the administration of the Police
Department. Um, again, it might be some people's perception because the ... the
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Chief has an investigation, or an investigator, do the investigation that is slanted
towards the police. Um, I've been on the board ... uh, probably close to five years,
and—when you see the reports and you see what goes on, and then you listen to
the audio, it...it falls right in line. Um, and I think maybe because it's so
secretive that the public may get the perception that there's something going on
when there really isn't. Um ... I think Chief Hargadine, um, Chief Hargadine in all
his dealings with the public is very fair with `em. Um, when we've asked, um,
complainants, um, they either refuse to talk to us, um, sometimes when they're
doing it, it's in the heat of the moment. They're, I don't want to say they're all
drunk, but... alcohol has a big factor to it. Um, the college kids, um, they
complain that they got hurt by the police, uh, excessive use of force. Um, and
then when you talk to `em, they barely remember the (coughing, unable to hear).
Um ... there are other cases that, um, like I said, we've looked at it and ... and I
think that the Chief does a fair job. Uh, so I don't know of anything that I would
change right off.
Jensen: Yeah, I've been on the board...a year. I think I came on last year, um, to fulfill a
term of someone who has resigned and I'm not sure who that—who that
individual was. Um... so I don't have some of the history that I think some of the
other board members have. Um, one of the things that ... one of my ... my
objectives in being here and, um, asking to be on the board was that ... it was a
way for me, I felt like to give back to the community, and to get involved. So that
was important to me to do that. And, I ... it's been a learning process. Um, but
one of the things that has really stood out to me is that how ... um, important the
City and the members of this board take each and every item that comes before
them. And how I think the board ... takes a really, um, strong look at trying to be
objective, trying to be fair, looking at all the facts, considering all the information
that they have, and I would agree with Joe. I think the frustrating thing if I had a
frustration is that ... there are times that if we were able to share more information,
then we could share about a particular situation, that would perhaps explain some
of the misconceptions that some individuals may have. But on the other hand,
um, that is totally to respect the confidentiality of the people involved, and the
circumstances. So I think that's very important to maintain that confidentiality.
But as far as the board itself, um, I think it's a tremendous board. And I think the
board takes each and every, um, situation seriously. And, situation that we
address, um, the board does everything it can to be very thorough. Um, as far as
things like the name change, I don't think any of us have any objection to things
like that, or to looking at other issues, and those things that we can do that are
within our power. So, I ... I would agree, I mean, that would be my one frustration
is the same that Joe has ... has talked about, and that's just ... that's part ... that's
part of doing what we do is we need to maintain that confidentiality and um,
that's very, very important. If it was me in that position, I would want that for
myself, um, and I think it's important to maintain that for the individuals involves
in potentially filing those complaints.
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Porter: Me personally I'm very frustrated at, um ... the way that this board is set up, cause
personally I feel like we can't do anything. Personally, I'm going to tell the truth,
um, I personally filed a complaint myself. Um, I had a situation; I don't want to
go into it cause I'm trying to put it behind me. Um, I decided to stay on this
board because I want to make a difference so that others, if they ever fall into the
shoes or had to walk through my shoes of what I went through and filed a
complaint, I wouldn't want anyone to feel the way that I felt, but the way that it's
governed, um, yes, in 1997 rules were made because of something this board
came together, because of something that happened, and me personally, I saw
shuttin' up the community they came up with this board. So, this board, uh, was
put together so that ... um ... it can look at some policies and procedures of the
Police Department... which is good. I have no objections to them. I've been on
this board. Um, we've had many cases and out of 177 cases, six sustained. Um, I
just think that it really needs to be looked into because to me personally it's like
the fox watching the hen. Honestly, name change or no name change it's not
about the name change. There's more need to be done than just the name change.
Um, when I came on this board, Janie, you had this paper. Everything you stated
in here. These were the things we were working on, back then. These were the
things we talked about and it was about community. It wasn't about just one or
two people. It's not about me. It's about just doing the right thing, and ... when
we met last week, we talked about what is it that we as a board can do and
personally, we can't do nothing! Personally, we can send, give a recommendation
to the City Council, but nobody up here has any recommendations to give because
they're okay with what's going on. So, to me, this is what it is and it's not about a
name change. You know, I have no problems with ... I'm trying to move on. I
have no problems with the Iowa City Police. I ... I try to speak to `em when I see
`em ... everybody on the Police didn't do anything to me. I had some issues with
several of the police. Some things happened to me. So, therefore, that should
have been looked at. That's all I wanted. Not the whole police force because I
love what the Iowa City Police is doing here, as far as drugs in our community,
far as the safety. They are doing things that I'm pleased with. I live here because
I choose to live here because I feel it's safe for me and my family ... than from
where I come from. So when we're talking about what is it and frustrations, yes.
The policy and procedures of the Police need to be looked into. That's my
personal opinion. Not just the name change. It's more than a name change. But,
we need to just make sure that the community, we as a community, feel safe as a
whole. So ... that's my concerns. When you file a complaint, in that complaint
you get a call, which I did too, from ... you get a call from somebody in the Police
Department who wants you to come in and talk to `em. Personally, a lot of people
feel like if I'm filing a complaint with the Police, why do I have to go talk to the
Police? So therefore... um, my question was why couldn't there be an outside
agency to handle this? Why couldn't somebody else handle this? But then an
officer explained to me last week that he is the president of the union and he
recommends that no police officer do a mediation, because he let me know that
the person that comes in for a mediation cannot discipline a police officer if he
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needs to be disciplined, you know, and follow the procedures that they have to go
through. So, that's my concerns.
Eastham: (mumbled) My name is Charlie Eastham, um... and I actually sent one of the
letters to the board about, uh, making recommendations about police procedures
and practices, not the board's composition and duties and, uh, structure. But
police procedures and practices. Uh, I just want to say that it...it seems very
apparent to me that, um, moving policing in any direction from where it is right
now is not something that can be done by continuing to spend effort looking into
officer misconduct. It's a very good idea for a citizens' board to be able to review
officer misconduct. I think that's a fine idea. But I think the ... the community
that I'm in contact with is looking for this board to do things other than looking at
officer misconduct. Um, if you take a look at the disproportionate, uh ... uh, arrest
and citation rates for black youth in the community, which are much, much higher
than (mumbled) should be. None of those rates can actually change if we
continue to use all of our effort looking at individual officer misconduct. To
change something like that, we have to look at police practices, you know, in a
much more, um, generally as well as, uh, specifically, and not ... not at the
(mumbled) officer level, but at, uh, the way the police department is going about,
uh, providing policing services for the community. So I hope the board will in the
future will, uh, realize that it has two major sets of powers. One is investiga...
investigating officer misconduct, but the other is the general power to actually
make recommendations to the police, uh, I mean to the Council about police
policies, practices, and procedures, and... and use more time to, uh, to do the
latter, and I think that's in part what I understand, uh, Janie was trying ... was
getting at in her letter.
King: Thank you. Anyone else?
Dieterle: Well I heartily agree with, um, Charlie Eastham and his remarks because
um ... you know, within the scope of the Police Department there... there's just so
much they can do with the number of officers they have and the amount of time
that they have. That has to be decided I ... presumably by the Chief, you know,
where the emphasis is going to be placed. Um, and you know, in the ... in the
years that I've been watching this and I was one of the people who helped pass
the petition to get the ... the whole, uh, thing onto the, uh, onto the ... ballot, um,
and was one of the people who pressed for the, uh, police review board in 1997
because of the Eric Shaw disaster. And, um, it...it seems to me that all of the
people that I've talked to, pretty much, have been much more interested in the
police having their resources placed, um, on ... on victimed- crime. Crimes that
have a victim. People who have actually robbed, beaten, assaulted, um, in some
way or another, uh, victimized by somebody. And I've had people complain that
they've had, you know, what they suspected was burglaries and... and things
going on, where they called the police but the amount of time it took for someone
to get there was insufficient, that ... it was less than useful, and I, you know, I
appreciate that you can't just direct them away from what they ... what they're
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doing, but you... it would seem to me that the whole business about their
discretionary power and how to prioritize, you know, what is the most important
thing to be done is something that could be looked into. Um, you know, of course
we have traffic laws and we have laws against drinking and all those kinds of
things, and you know, you can't just ignore those things, but you also don't need
to make that the priority when there are people who are actually being assaulted,
beaten, chased, you know, stalked, and ... and whatever. Thanks.
King: Anyone else? Um, our next meeting....
Tucker: Hi ... Annie ... Annie Tucker. Um ... sorry, writing my address. I appreciate
that ... that you're required to have this review and that you're open to all the
questions and that you're here doing it. And I appreciate you giving the
background, and I appreciate you ... um ... in this room considering what you
would like changed, and I really urge you to go back to the point where you were
when Janie was on the board. And, look beyond the constraints that you see, or
like just step way back from it and look at what would be a good process. I
believe ... I believe, Matt, did you ask the Human Rights Commission to take a
look at the PCRB process? Where is that?
Hayek: It's ... it's, well, I can't talk because the Councils here but it's on our pending work
session, uh, so we're going ... we're going ... we scheduled it for after, uh, this
forum. So, we're going to have a conversation.
Tucker: And ... and did the, can I just ask a procedural thing? Did the ... did the ... maybe I
can ask Orville ... did the Human Rights Commission approach the Council about
the PCRB process?
Townsend: I think we made a recommendation (mumbled)
Tucker: Okay.
(male): (mumbled)
Tucker: Okay. So I just wanted to (several talking)
Orville Townsend: I just shared that the Human Rights Commission, uh, requested that the,
uh, City Council make it an agenda item and uh, you know, take a look at it. We
expressed some concerns.
Tucker: Okay. And I guess I just want to raise, or I want to reiterate support for Charlie
Eastham's encouragement to look at not just individual officer's behaviors
but ... but practices and policies and procedures. That makes all the sense in the
world. I'm also concerned about one thing that I've heard from someone is that
the officers are ... it's a 24/7 crew, and how often can you get ... any percentage of
officers focused or able to attend any given topic. I ... I just, that's a question.
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That's a question. Um, I also just want to, um, say if ..if we had a business... and
we had an accountant that was doing our books, and a ... we had a question about
how the accountant was doing the books. Would we go to that accountant's co-
worker to ask them to double check it? I don't think we would. I think we want a
process that is above suspicion or doubt. As ... as we back up and look at what
could that look at, I want something ... I encourage us to find a process that is
above suspicion or doubt of people saying, ooh, is there a conflict of interest here?
Ooh, is there a, you know ... and the, um, the part of the process where someone
who makes a complaint has to come in to the Police department and speak to an
officer seems intimidating to me, but it's inherent because the police department
is doing the ... the investigation. So given the structure, it's an inherent part of it,
but I think it could be a deterrent or a real ... it could be intimidating. Separate
from the people involved. Just structurally intimidating. And then I guess, I
guess I want to go to ... I think Mr. King, I think you were the one who said, or
one of the people who said the secrecy piece creates suspicion. You know, so it's
like, it's too bad you have things that you would want to say, but nobody can hear
them because your part of the process is confidential, at least.
King: Correct. Yes.
Tucker: So, I just wonder, are there times when different... different people or entities
benefit from that confidentiality. What if someone who made a complaint is fine
about the world knowing it? You know? I just ... I just think that's something to
consider. That there may be people who make a complaint... that are fine with
anyone knowing. They would want people to know. That's a possibility. That as
you're looking at the process I'd want you to look at. So ... that's all. Thank you.
Thank you for this opportunity, and thanks for a really rigorous look at the
process. And thanks to the Human Rights Commission for raising the concern.
Finnerty: Good evening. My name is Diane Finnerty and I'm with the, uh, Iowa City
Human Rights Commission and I apologize for coming in late. We just had a
wonderful event at the Englert. Um, giving Human Rights Awards to youth in
our community doing great stuff. So ... um, got here when we could, but several
of us commissioners just showed up after ... about 60 awards. It was really great.
Um, so I just want to offer also, um, my own individual support too for just
looking at the model. Um, part of our conversation at the commission was, um,
hearing concerns in the community, both ones that were given to us directly as a
commission, as well as anecdotal ones as we work on issues of immigration, of
people feeling, uh, whether they can or can't come forth, even to file concerns,
um, to the Police Department, but then also concerns about treatment and the...
it's not a look at whether the Police Department is doing their job well. It's
whether there is transparency in our community for citizens, for residents, to be
able to believe there's a transparent process. I ... I think the current model really
doesn't benefit anyone. Um, we'd want a model that supports the Police
Department in doing their incredibly important work in the community, at the
same time engenders trust in the ... the actual community members that there's
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response and that there's ... it's not an insular, circular investigation process that's
going on. So, um, our recommendation for looking at the model is to look at both
the strengths, but also the challenges, um, and our understanding and our
commitment particularly as the commission is to ... as we continue to diversify in
our community that we call feel like we have access to our, um, city government
at all realms, um, and uh, our concerns this past year has been particularly on
issues of immigration, on issues of racial profiling in terms of some of the
national issues, as well as local ones, and um, we ... we just believe that a look -see
at this current process would benefit us all, um, so I ... I thank you for your service
to the community, and uh, we look forward to working as partners in the future as
we go forward.
King: Thank you.
Treloar: Um, there seems to be quite a bit of concern about transparency and I understand
that, and um, I appreciate that actually. One thing I would like to point out
though is, I ... this is Iowa City. We expect a lot from our police, and that's good.
We should also look at what we get from our police in response to our
expectations. Um, as far as transparency, our officers do have microphones on
them when they get out at calls. They're required to turn them on. Urn ... I think I
can say this because it's not a particular case. There was one instance where one
of the officers did not have his microphone turned on. The Chief's response was
that he received training with the Chief on the importance of that. Now, I've been
in law enforcement since 1975. I've been a police chief. I've been a police
officer. When you read something like that you know that that was not a good
day for that officer (laughter). That the training ... was not a good day for that
officer. The Chief obviously took keeping that microphone turned on extremely
seriously. They have the cameras in the cars. Our Police Department is
nationally accredited. There are very few police departments in the nation that
achieve national accreditation status. What that involves is having a... an
enormous, um, amount of policies that are scrutinized by a national review board
on all the practices of the police department, and they come in and they go over
those, about every three years. It's lengthy. It's expensive! It's thorough, but
that is one of the steps that our city has seen fit to do to make sure that we have a
top -flight police department, and that things are transparent and above - board.
The microphones, the cameras, most police departments in the state do not have
those. They're going above and beyond what is expected throughout the rest of
the state to be transparent. Another thing that our Police Department in
conjunction with the Sheriff's Department and the University Police Department,
um, and the Coralville Police Department does is they annually have a police... a
citizen's police academy. I was fortunate enough to attend that last year. Like I
said, I've been in law enforcement since 75. Things change a lot, and in that 12-
week session I learned a lot of new things, and ... there are a lot of things that the
police do that I'm going to use the words "don't make common sense," because
common sense implies that understanding that we all have about something.
Well, some of the things in the police world, we don't have a common
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May 9, 2012 Iowa City Police Citizens Review Board — Annual Community Forum Page 18
understanding about how that all works. There are very many legal ramifications
to why they do what they do, and ... often times I've caught myself doing that too.
I thought, well, why do they do that, that doesn't make sense? But then when I
researched further and found the details of what was actually involved, then it
made sense. It wasn't common sense because your common person doesn't know
all the details involved, but it does make sense. Um, so I'll just ... the reason we
have these ... we also have a new crime prevention officer in the last few years.
That's another effort on the Police Department's part to be proactive. It's
extremely important for law enforcement to be proactive, and by proactive that
means getting citizens involved, citizens' trust, citizen participation. If we had to
depend on the officers to do all the crime fighting for us, we'd really be behind
the ball. The officers depend on the citizens to call them to report things, to let
`em know what's going on, and that involves developing good public relations.
That again is another reason why they developed the Police Citizens Review
Board is to help foster those public relations. These things all again happened
because you the citizens expect a lot of your police department. And, they're not
perfect, and we're not perfect, but ... you're doing a lot of good things and don't
...don't soft -sell that. There's a lot of good going on here in Iowa City and law
enforcement. So ... thank you for your input (mumbled).
(male): (mumbled) (several talking) Yes.
Hanson: My name is Peter Hanson. I'm a resident of, uh, Iowa City since 1999. I know a
few years ago if one individual repeatedly filed complaints, say ten complaints
over a period of three years, on the tenth complaint you knew this individual was
kind of a repeat complainer and it's difficult for that knowledge not to color your
treatment of that person's complaint. On the other hand, at least a few years ago,
if many complaints were made against the same officer, the way the system
worked you did ... the Police Citizens Review Board, did not know that repeated
complaints of the same nature had been made against the same officer. Is that still
the case in your operation or has that been changed?
King: Do we know the identity? No we do not.
Treloar: We don't know the identity of the officers (mumbled) of the complaint.
Hanson: But you do know the identity of the complainant?
Treloar: Yes.
Hanson: Is that fair?
Treloar: Well... since I've been on the board, I ... I don't know of any case where we've
had a repeat complaint from, uh, a citizen. But um, in fairness to the officer...
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Hanson: See, if there's a pattern, I mean, if one officer has ten similar complaints filed
against him or her over a period of five years, I would think that would put up a
red flag.
King: Well that would ... that would be to the Chief, because we couldn't do
anything ... we don't have ... we can't discipline him. We can't discipline that
officer, even if we knew that officer had ten. That would be up to the Chief.
Hanson: No, I'm not talking about discipline but just the, uh ... I would think it would have
an effect on how you viewed the complaint.
King: (mumbled)
Pugh: And I think that's the very effect that they're trying to avoid, um... since the
officer's the one being accused of the wrongdoing, they ... PCRB wants to remain
blind to the identity of that officer so there wouldn't... their judgment wouldn't be
tainted by that knowledge. If it was (mumbled) the same person doing the same
thing again.
Hanson: But that same blindness isn't necessary with respect to the complainant?
Pugh: Well, the complainant's not the one being accused of anything. So I ... I guess
(both talking)
Hanson: Well, in a sense ... in a sense often they are, uh ... if they're very young maybe or if
they're from a particular ethnic group and so forth ... uh ... I would ... I would
suggest that ... that can color, uh, a normal human being's opinion (mumbled).
But, there's no change in that practice (mumbled)
Treloar: No. I mean... I'm sure an officer that receives a complaint comes to the attention
of the Chief (mumbled). And that's the one who has the (mumbled) and looking
at the situation and ... with ultimate responsibility for the department. I'm
confident the Chief takes those complaints seriously.
Hanson: Yeah, but see I would think that for the same reason that the Chief would ... you
know, his ears would perk up that yours would also if you knew it. But you're
not ... you don't have that information available, see and ... so...
Townsend: Good evening, my name is Orville Townsend. A couple questions. If there are
ten complaints made ... who decides, I mean, whether or not they come to you?
(mumbled) to the board.
King: Who decides what comes to us?
Townsend: Yeah, I mean, you know, do you get all ... get to see all that information or what's
the process? If there are ten complaints made, you may end up ... do you get all
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May 9, 2012 Iowa City Police Citizens Review Board — Annual Community Forum Page 20
ten of `em or do you get five of `em? Who decides, you know, what you guys get
to deal with?
King: (mumbled) ...if there's like, um, a complaint and there's like ten allegations in
that complaint, or ten different people complaining?
Jensen: Do I ... do I understand your question correctly, is how do ... how does
a ... complaint come to the Police Citizens Review Board itself?
Townsend: Right, you're the review board so I guess what I'm trying to find out is, who
decides what you get to review?
Treloar: When the citizens file a complaint with us, we review it.
Townsend: Okay.
King: It goes to the Chief and then (several talking)
Townsend: Okay. Why does it have to go to the Chief? It looks like it would come to the
review board.
King: The Chief ..the Chief is the one that does the reviews.
Townsend: Okay.
King: The Chief does the reviews.
Pugh: Although the board does receive a copy of the complaint.
King: Right (several talking)
Townsend: Okay. But doesn't that seem, um, you know, perception is 90 ... perception is just
as damaging as reality, and doesn't it seem that, you know, people would be a
little suspicious, especially if they don't get... if they feel they don't get a positive
result, that they feel a little suspicious with the Police Department being...
determining what you guys get to deal with?
Smithey: I don't think you guys are understanding the question. (unable to hear; away from
mic)
Jensen: Yeah. Yeah, I...
Smithey: The complainant decides if they get the complaint. Nobody else. It's entirely
based on where the complainant files the complaint. Do they file it with the
Police Department, in which case only the Police Department does the internal. If
they file with the PCRB, in which case the PCRB gets the complaint but the
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May 9, 2012 Iowa City Police Citizens Review Board — Annual Community Forum Page 21
Police Department still does the internal investigation. (unable to hear; away from
mic)
Townsend: Okay.
Pugh: There are complaint filed with the Police Department that the PCRB may never
see. (unable to hear; away from mic) (several talking)
Jensen: Because the person filing the complaint doesn't file it with the PCRB. They... it
goes straight to the Police Department.
Townsend: Okay. So in order to improve perception, it would probably be better if the Police
Department, even if...when it's filed with you, it would probably be better if the
Police Department weren't involved in it then.
King: Well, again, it goes back to if we have our own investigator, the police officer's
not compelled to ... to talk to us at all.
Townsend: Okay.
King: To get that side of the story. Then you go ... take it from the police aspect to the
citizen's aspect. You're only going to hear one side, no matter how you do it. So
the ... the Police Chief can compel his officers to, uh ... uh, to testify to ... to
complete, uh, with the investigation, or as if it was our investigator to talk to the
police, the police don't have to talk to us. That's why the ... that's why it's to the
Police Department.
Townsend: So ... what power do you have?
King: Well, we have the power to ... to, uh, send it back to the Chief if we feel it wasn't,
um, investigated thoroughly or properly. Um ... we can do our own investigation,
um, as to ... interviewing the complainant. We can subpoena the complainant to
come in, um ... so we can ... we're limited to what we can do, but we ... there's
things that we can do if...it'll have to go back to the Chief. Would have to go
back to the Chief.
Townsend: Okay.
Treloar: And another example of a complaint that might go to the Police Department,
might not come to us. Say I have a patrol car parked in front of my house. It's
there several days that week. And I'm worried ... why is he watching me or
something like that. So I go to the Chief, and the Chief explains we've had
numerous complaints about people speeding in that neighborhood and we're
stepping up the radar traffic enforcement there. That's why he's there. Well, that
might be all I need. Oh, okay! So ... that wouldn't necessarily go on farther.
That's why a lot of complaints get resolved by the police department, is they're
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May 9, 2012 Iowa City Police Citizens Review Board — Annual Community Forum Page 22
able to explain what they're doing and why they're doing it to ... to the
complainant's satisfaction.
Townsend: Okay. Thank you.
Dieterle: I have a quick questions that's kind of a follow up to ... to his. Um, there was
some discussion about changing the, uh, complaint form. So that it would say on
the bottom, you know, that you can also file a complaint directly with the Police
Review Board, as well as filing it with the Police. And, I wondered whether that
might be a procedure that you might want to talk about having changed. Maybe
via the Council, that all complaints go both to you and to the Police, so that there
isn't anything that is ... that you're left out of essentially. And the other thing is is
that some of the times that I've attended the board meetings, uh, there's been
quite a long discussion about, um, identification of...of the, uh, officer and the
whole question, because you don't get a name. You get a number or ... or a letter
or something. Um, and this is to preserve confidentiality for the police. But, um,
it seems to me that, you know, if you're going to keep some statistics it would be
a good idea to do that, so that if you had a statistic showing up that the same
number, you know, turned up over and over again, technically the person may not
have done anything, uh, that would cause the complaint to be sustained, but it
would be a case where you could say, well, uh, in the case of five or six
complaints involving the same numbered, um, officer, maybe we should ask the
Chief to ... to, whether he's talked to this person, to do anything about this, to
modify his behavior somehow cause maybe he's provoking some of the problems
that he's involved in. Um, even though technically he's within the law. So, I ... it
just seems to me that part of this transparency is having all of the complaints go to
both board members, and that you keep some sort of statistics... about what you're
doing too.
Pugh: And I would make the comment that the board does receive a summary of all
complaints internal or PCRB, although we don't review the internal complaints.
We do receive like a summary of what those complaints were. Yeah.
King: And the City Council does too.
Pugh: Uh -huh.
King: Anyone else? Motion for adjournment.
Adiournment•
(male): (several talking)
Hansen: A couple years ago, uh, I attended one of these meetings and the question came
up about your annual report and uh ... we were told that, well, you just go to the
web site and... you know, you can download our annual report that we make to
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May 9, 2012 Iowa City Police Citizens Review Board — Annual Community Forum Page 23
the, uh, City Council each year. Well I, you know, I've got, I don't know, 60
years of computer experience and I spent about an hour trying to find it!
And ... and I couldn't, and I haven't visited your web site, uh, recently, but I'm
wondering have you, uh...
King: The yellow sheet tells you how to get there, cause (both talking) all the
complaints, or all the annual reports are on the ... on the computer.
Hansen: They're more access ... but it's ... and they're more accessible (both talking)
King: Yeah, you can .... you can read each one of `em and they have a section, um...
Hansen: Cause you gotta find it before you can read it! I mean, they're easy to find...
King: Yeah, yeah, they're easy to find.
Hansen: Cause I remember ... I ended up calling the City Clerk's office and someone kind
of stepped me through it and it took her a long time to ... to find it.
King: Yeah! I think if you went to the City web site and go to A to Z, and go to P for
the Police Citizens Review Board; click on that and it lists in ... in red all our
annual reports.
Hansen: Right on that...
King: Right on that page.
Hansen: That wasn't the case a few years ago.
King: There's three pages of it, um, I know they're on there now because I just reviewed
it in the last few days. Thank you!
King: Uh, again, our next public meeting is June 12th at, uh, City Hall in the small
conference room they have there in the lobby, um ... (several talking)
(female): What time?
Jensen: 5:30 (several responding)
King: Motion for adjournment?
Jensen: Motion to adjourn.
King: Motion by Melissa.
Treloar: Second.
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May 9, 2012 Iowa City Police Citizens Review Board — Annual Community Forum Page 24
King: Second by Joe. All in favor say aye. All opposed same sign. Motion carries 4 -0.
Thank you very much. (several talking)
This represents only a reasonably accurate transcription of the Iowa City Police Citizens Review
Board annual community forum of May 9, 2012.