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HomeMy WebLinkAbout2012-08-23 Info PacketCITY COUNCIL INFORMATION PACKET CIW�c9 IO IOWA CITY August 23, 2012 IP1 Council Tentative Meeting Schedule MISCELLANEOUS IP2 Copy of memo from Planning & Community Development Director: Update on Bicycle Friendly Community designation IP3 Notice of Facility Closure Plan and Public Comment Period for Hazardous Waste Management Unit located at the University of Iowa Research Campus in Coralville IP4 Copy of letter from Edwin Stone: Real needs vs. pseudo -needs IPS Copy of email from Public Works Dir.: South Side Levee Project — Save the Money, the Trees and the Bald Eagles IP6 Copy of memo form Community Development Coordinator: Burlington Street Dam Mitigation Project Update I137 Copy of ICAD News email: Two Creative Corridor Communities make "Best Places to Live" List IP8 Memo from Budget Management Analyst: Fiscal Year 2012 Summary IP9 Bar Check Report — July 2012 _Tff-_2T-T2_ City Council Tentative Meeting Schedule IP1 Vii► August 23, 2012 CITY OF IOWA CITY Subject to change Date Time Me e. tin� g Lot cation I # ICI �I d I �(I ( I ' � ( l I � �„ %llaI N llIl Tuesday, September 4, 2012 5:00 PM Work Session Meeting Emma J. Harvat Hall Tuesday, September 4, 2012 7:OOPM Regular Formal Meeting Emma J. Harvat Hall Tuesday, September 18, 2012 5:00 PM Work Session Meeting Emma J. Harvat Hall Tuesday, September 18, 2012 7:OO13M Regular Formal Meeting Emma J. Harvat Hall +'II III II +"ff�l "'ICI III II'll ,�IFj II IIII Y ��' III - hp'It���l ?II11gE��l�,�l.��t l�illlrll� .a +M�l II III 'I �) At 'v It t (I 61� �I�MI6�h�,III'� I �I ..III�� Tuesday, October 2, 2012 5:00 PM Work Session Meeting Emma J. Harvat Hall Tuesday, October 2, 2012 7:OO13M Regular Formal Meeting Emma J. Harvat Hall Tuesday, October 23, 2012 5:00 PM Work Session Meeting Emma J. Harvat Hall Tuesday, 23, 2012 7:OO13M Special Formal Meeting Emma J. Harvat Hall `October L i- "a . 4111171 , a III II a'r �s "III ild IU rLx'�. �9[�'I i��lil6�bs #LF ^,�'sI Tuesday, November 13, 2012 5:00 PM Work Session Meeting Emma J. Harvat Hall Tuesday, November 13, 2012 7:OO13M Special Formal Meeting Emma J. Harvat Hall Tuesday, November 27, 2012 5:00 PM Work Session Meeting Emma J. Harvat Hall Tuesday, November 27, 2012 7:OO13M Special Formal Meeting Emma J. Harvat Hall Tuesday, December 4, 2012 5:00 PM Work Session Meeting Emma J. Harvat Hall Tuesday, December 4, 2012 7:OO13M Regular Formal Meeting Emma J Harvat Hall Tuesday, December 18, 2012 5:00 PM Work Session Meeting Emma J Harvat Hall Tuesday, December 18, 2012 7:OOPM Regular Formal Meeting Emma J Harvat Hall Date: August 16, 2012 CITY OF IOWA CITY P� MEMORANDUM To: Tom Markus, City Manager From: Jeff Davidson, Director of Planning and Community Development Department Re: Update on Bicycle Friendly Community designation Introduction This memorandum provides an update on the City's designation as a Bicycle Friendly Community, which is due for renewal this winter. The Bicycle Friendly Community Program is administered by the League of American Bicyclists to recognize communities that actively support bicycling. A Bicycle Friendly Community welcomes cyclists by providing safe accommodation for cycling and encouraging people to bike for transportation and recreation. History The City applied to this national award program and was denied in 2007, in part because the City lacked an adopted bicycle master plan. The City asked MPOJC to develop a bicycle master plan and reapply in 2009, which resulted in a 'Bronze' level award. The adopted bicycle plan states that Iowa City will pursue the Platinum level award. If we do not re -apply this winter we will lose our Bronze level designation. Since 2009, the City has achieved several noteworthy improvements to the bicycle network that were recommended in the bicycle master plan, namely: • Reverted Washington Street to two -way traffic to improve east -west access through downtown. • Eliminated moped parking at bike racks in downtown. • Added four sheltered bike racks at entrances to four parking structures. • Designated bike lanes on Rohret Road. • Painted shared -lane- arrows (a.k.a., sharrows) on Dodge Street. • Received a grant to purchase over 150 bike route signs for streets and trails - installation of the signs is planned to begin this fall. • Created partnership between Iowa City Police and local bicycle shops to increase the use of bike lights at night. All of these projects would be cited in the required re- application to the Bicycle Friendly Community Program this winter. The Big Ten Conference communities that have achieved Bicycle Friendly Community designations include: Madison (Gold); Minneapolis (Gold); Bloomington, Indiana (Silver); Ann Arbor (Silver); State College (Bronze); Columbus (Bronze); Champaign- Urbana (Bronze); East Lansing (Bronze); and Lincoln (Bronze). There is also a Bicycle Friendly University designation available from the League of American Bicyclists. The University of Iowa is awaiting news about their application to the Bicycle Friendly University Program to learn how the school can become more bicycle friendly and sustainable. The seven Big Ten Conference recipients of the Bicycle Friendly University Program include Minnesota and Wisconsin (Silver), and Illinois, Indiana, Michigan, Michigan State, and Ohio State (Bronze). Locally, Coralville is applying for the Bronze level this winter after installing bike lanes and adopting new bicycle friendly policies, while University Heights and Cedar Rapids received the Bronze level this year. Discussion of Solution If Iowa City wants to advance to the Silver level designation as cited in the adopted bicycle master plan when it renews its Bicycle Friendly Community designation this winter, there are several improvements that would help make the application more competitive: 1. Adopt zoning code changes that either require installation of bike parking in the right -of- way for new commercial development in CB -5 and CB -10 zones or assess a bicycle parking impact fee. Estimated City cost: $0 (developer funded) 2. Install bike route signs connecting neighborhoods to downtown. Estimated City cost: primarily grant funded; several hundred dollars in matching funds from current Parks & Rec budget will be utilized. 3. Designate bike lanes on Camp Cardinal Boulevard to match planned bike lanes in Coralville on the same road. Estimated cost: $200 4. Install shared lane arrows on Gilbert Street from Market Street to Highway 6. A road diet on this higher volume corridor will take time to evaluate — shared lane arrows are a good intermediate (and possibly enduring) solution. Estimated cost: $350 5. Install additional bike racks at the Iowa City Public Library entrance to the Ped Mall. Estimated cost: $600 6. Evaluate and implement, if appropriate, road diet(s) with bike lanes — options for consideration include Madison Street, Iowa Avenue (west of Madison Street), and First Avenue (south of Bradford Drive). Estimated cost per corridor: $500 — $3,000 Adding new on- street bike lanes and shared lane arrows is the best way to receive a higher designation, and beginning to implement suitable road diet projects with bike lanes will also improve the City's application. Alternatively, the City could submit its renewal application to the Bicycle Friendly Community Program including achievements since 2009 and determine if the community's designation changes. Recommendation If the City wants to make the best effort to achieve the Bicycle Friendly Community Silver level designation, we should proceed to implement items 1 -5 on the above list, as well as design one road diet corridor this fall, for implementation in 2013. The Bicycle Friendly Community initiative should be consistent with the City's adopted strategic plan. Improving bicycle access addresses the strategic plan priority of Neighborhood Stabilization. Additionally, the improvements will increase transportation options and the marketability of the downtown district, which will address the strategic plan priority of Development of the Downtown and Near Downtown Areas. The City's renewal application is due in February 2013 and MPOJC staff will prepare the application. Let me know how you would like us to proceed. Marian Karr From: Tom Markus Sent: Thursday, August 16, 2012 11:51 AM To: Marian Karr Subject: FW: Bicycle Friendly Community designation To go with the previously sent report from Jeff. From: Tom Markus Sent: Thursday, August 16, 2012 11:48 AM To: Jeff Davidson Cc: John Yapp; Steve Long; Kristopher Ackerson; Geoff Fruin; Adam Bentley; Kevin O'Malley Subject: RE: Bicycle Friendly Community designation Please proceed as you have recommended with the upgrades prior to the application to get us in the best position to upgrade to the silver status. From: Jeff Davidson Sent: Thursday, August 16, 2012 11:33 AM To: Tom Markus Cc: John Yapp; Steve Long; Kristopher Ackerson Subject: Bicycle Friendly Community designation Tom— It is my understanding that you recently had a discussion with local bicycling advocate Brian Loring, and indicated we would be moving ahead with resubmittal to the Bicycle Friendly Community program. This memo formalizes the issue and asks for direction. We have put the memo in the City Council meeting correspondence format in case you want to cc Council when you give us direction. JD 1 THE UNIVEFSIW Of IOWA NOTICE OF FACILITY CLOSURE PLAN AND PUBLIC COMMENT PERIOD University of Iowa Research Campus Coralville, IA The University of Iowa announces the availability of a Closure Plan for a Hazardous Waste Management Unit located at the University of Iowa Research Campus, Coralville, Iowa 08-23-12 IP3 The University of Iowa is announcing a public review and comment period for the RCRA Administrative Record and Closure Plan submitted by the University of Iowa for a hazardous waste management unit located at University of Iowa, Environmental Management Facility, 2260 Old Farmstead Road, Coralville, IA 52241. This hazardous waste management unit is known as Facility A. The unit was used to store oils, PCBs and other hazardous waste prior to shipment off -site. The RCRA Administrative Record and Closure Plan is available for review at the Coralville Public Library, 1401 5th Street, Coralville, IA 52241, and also at the EPA Region 7 Library, 901 North 5th Street, Kansas City, KS 66101, during normal business hours from August 20, 2012, until September 20, 2012. The University of Iowa invites the public to review and provide comments on the RCRA Administrative Record and Closure Plan. Public comments may be submitted in writing or by email by September 20, 2012, and should be sent to the following: Ruby Crysler EPA Region 7 WRAP /AWMD 901 N. Fifth St. Kansas City, KS 66101 e -mail: Crysler.Ruby�aD-epamail.epa.gov 913- 551 -7409 Jim Pyrz University of Iowa Environmental Health & Safety Environmental Management Facility 2260 Old Farmstead Road Coralville, IA 52241 e -mail: iames -pyrz .uiowa.edu 319- 335 -4625 P� c. .� L G S�att'E4Re1 q IP4 Marian Karr ■� From: Edwin Stone <stone.edwin @g mail. com> Sent: Friday, August 17, 2012 10:34 AM To: Board Cc: Council; Adam Sullivan; opinion @press - citizen.com Subject: Real needs vs. pseudo -needs Dear Board Members, I am writing in response to the article in this morning's Press Citizen about the continued overcrowding at West High. The fact that previous school boards have lacked the political will to move a sufficient number of students from West High to City High to take full advantage of the district's existing resources does not make building a third high school the most pressing need currently facing the district. It is a pseudo -need caused by more than a decade of weak and short- sighted leadership. The real and most pressing need is the crumbling infrastructure of our aging school system -- especially the schools in Iowa City. Rather than having Mr. Murley scouting for land to build a high school that the district cannot at present afford to build or to operate, the board should be asking for his recommendation of which 200+ student elementary enrollment area should be moved to City High. The board should then act on his recommendation so that next year (and every year for the next 4 years) there will be 50 -65 fewer students at West High. If and when the board decides to repurpose Hoover for high school use, it would create an additional 300 students of high school capacity. The board could then move another elementary enrollment area to City High and decrease the number of students at West by another 50 -65 students per year for four years from the date the conversion begins. Doing these things would save a lot of money that could be used to immediately build one or more elementary schools in Iowa City and to refurbish the existing aging schools in Iowa City. If, after all this (some years from now), it turns out that a third high school is absolutely necessary, and if the district has the money at that time to build it and operate it, half of the students needed to populate the new school could be taken from each of the existing (physically and educationally equivalent) schools so that neither existing school would face a giant overnight hit to its curricular or extracurricular programs. Sincerely. Ed Stone IP5 Marian Karr From: Rick Fosse Sent: Friday, August 17, 2012 11:30 AM To: 'Joe Bolkcom' Cc: Tom Markus; "City Council Subject: RE: South Side Levee Project -Save the Money, the Trees and the Bald Eagles Attachments: BACULIS2.jpg Joe Thanks for checking in about the West Side Levee Project and the request that Mr. Hagen has made to preserve the existing levee and its trees. Here are the basics with regard to the existing levee through the Bacullis Mobile Home Park that Mr. Hagen referred to: • There is an existing partial levee along the riverbank by the Bacullis Mobile Home Park. • The existing levee did not break during the 2008 flood, but it did not perform well. There was considerable seepage and not enough freeboard (height). There was also concern that once the soil in the levee was saturated that one or more of the trees would tip over. When trees in saturated soil tip, the roots bring with them a large about of soil that can lead to an abrupt levee failure at that point. • The existing levee was supplemented with plastic sheets to limit seepage and sandbags to add height and structural stability. Implementing these modifications was difficult and slow due to difficulties working with Mr. Bacullis. Progress on this work was greatly enhanced with the assistance of the National Guard, who were not deterred by Mr. Bacullis' threats. • Even with the modifications, the seepage was considerable and Mr. Bacullis requested a number of pumps from the City which we were not able to supply. • Flood protection for the Thatcher Mobile Home Park to the south and the commercial properties to the north are reliant on the performance of the levee along the Bacullis property. In other words, any weak point threatens the entire west bank from McCollister Blvd to the RR tracks. Given our past experience of working with Mr. Bacullis, we are not confident that we would have quick access to perform fortifications or emergency repairs to his existing levee during future floods. • The trees could be saved by routing the new levee around them. A number of additional mobile homes would need to be acquired to do this. This would add considerably to the project cost because of the acquisition /relocation expenses and the length of the levee would increase. • There is some question about how long some of the trees will live. I have attached a photo of a post 2008 Flood modification that Mr. Bacullis performed to his levee. Two things to note in this photo: 1.) the depth of fill around a mature tree, and 2.) the fill has been placed without compaction (the compaction relates to the structural and hydraulic integrity of the levee). • Although Mr. Bacullis will tell you that his levee was engineered, we cannot find an engineer who will certify its structural or hydraulic integrity. Here are a few other relevant points related to the West Side Levee Project: • The funding source is CDBG, not FEMA as Mr. Hagen stated. • CDBG required an environmental assessment of the proposed work. The assessment has been completed and approved. I hope this answers most of your questions. Please feel free to give me a call if you would like to visit in more detail. Thanks, Rick 1 - - - -- Original Message---- - From: Joe Bolkcom [mailto:joe @joebolkcom.org] Sent: Tuesday, July 31, 2012 7:24 PM To: Rick Fosse Cc: 'James Throgmorton' Subject: FW: South Side Levee Project -Save the Money, the Trees and the Bald Eagles Rick. (21 Wondering if there is any way to work around these very nice, big and old trees? I would be happy to visit about this. All best, Joe From: haigman97 @hotmail.com To: joe.bolkcom @legis.state.ia.us Subject: South Side Levee Project -Save the Money, the Trees and the Bald Eagles Date: Sun, 15 Jul 2012 10:59:51 -0500 Being a person who admires and respects your work for IC and Iowa in general, I would appreciate any help or advice you might offer.The pursuit of FEMA money seems to have trumped common sense in our usually fair city. Thank you! My Letter to the Editor is supposed to run in the PC and Gazette soon, hopefully tomorrow. As a resident of Baculis Mobile Home Park, I watched in horror as the 500 year flood in 2008 threatened the houses located there. The earthen berm that was constructed in 1994 (following the 1993 flood) held firm and was one of the few success stories during that historical disaster. Now the city is going to spend 3.8 million dollars, part of which will be used to tear out this berm and replace it with another, slightly higher one. During this project, wonderful old trees will be destroyed. These are a bald eagle habitat, not to mention home to many other other bird species. While flood protection is a fine idea, there is no need to remove the trees and waste huge sums of money. The new berm could be tied in to the existing one, protecting the south side businesses and the more vulnerable Thatcher Park further south. It is incredible that this option has not been implemented. It would be much appreciated if the area's environmentalists, birders, and others could be updated on the status of this most unnecessary aspect of this ill- advised endeavor. This project has not received any media attention, possibly due to the focus on the flood protection controversy regarding the more affluent Idlewild/Taft areas. If the city council has a hidden agenda of ridding the area of mobile home parks, let this be known to the citizens. Baculis Mobile Home Park is a well- maintained, clean park. In fact, there are probably more rules for living there than those in many gated communities. Again, the existing berm is well built and there is absolutely no need to remove this effective stretch of flood protection. It is not too late to save the trees, and the money. I hope that there are many otherswho will actually visit the park, and feel compelled to raise their voices. The absurdity of the situation will be most apparent. G. Hagen 2128 S. Riverside Dr. #125 Iowa City. Iowa 52246 319 - 337 -3545 r •� CITY OF IOWA CITY IP6 MEMORANDUM Date: August 22, 2012 To: Tom Markus, City Manager From: Steve Long, Community Development Coordinator Re: Burlington Street Dam Mitigation Project Update This is an update on the Burlington Street Dam mitigation project. On July 1, 2012, the City received an Urban Waters Grant from the Environmental Protection Agency (EPA) for the planning and design necessary to modify the Burlington Street Dam. The modification will address public safety concerns, improve riverbank stability, create fish passage, improve fish habitat and create recreation opportunities. The Request for Proposal for the planning and design phase of the project became available in early August with a deadline of September 14. A number of consultants have contacted me and have indicated that they will be submitting proposals. We are planning to apply for an Iowa Great Places grant which is due August 31 and a Low - Head Dam Safety grant from the DNR which is due in October. Both of these grants will complement the EPA grant for the planning and design of the dam mitigation project. We recently visited Charles City's whitewater and riverfront park and we were very encouraged and impressed by the success of the project. The low -head dam was modified and access to both the river and the riverbank were greatly improved. Despite the record low level of the river, a number of people were in the river tubing, kayaking, fishing and swimming. For more information, please visit our new web page www.icciov.org/Exl2loreOurRiver Marian Karr P From: Tom Markus Sent: Thursday, August 23, 2012 8:56 AM To: Marian Karr Subject: FW: [For Immediate Release] - Two Creative Corridor Communities Make "Best Places to Live" List Info packet please From: ICAD News [mailto:ICADNews @icadgroup.com] Sent: Thursday, August 23, 2012 8:54 AM To: Mark Nolte; DaLayne Williamson, PHR, GHPR; Sheri Jelinek, CAP -OM Subject: [For Immediate Release] - Two Creative Corridor Communities Make 'Best Places to Live" List Good morning — This release is being sent on behalf of /CAD Group and the Cedar Rapids Metro Economic Alliance, representing Iowa's Creative Corridor. Please contact either of our offices for more information. Thank you — Eric Hanson, ICAD Group CNN Money: Iowa City and Cedar Rapids among the Nation's Best Places to Live Cedar Rapids Noted for Affordable Housing; Iowa City Makes Three Lists (Iowa's Creative Corridor) - This week, CNN Money Magazine published their annual list of "America's Best Small Cities" and both Cedar Rapids and Iowa City received recognition. On the overall Top 100 list, Iowa City was ranked #88. For affordable housing, Cedar Rapids was top five with a #4 ranking; Iowa City made the affordable homes list at #21. And, Johnson County was ranked #20 out of 25 counties nationwide in the category of "Where the Jobs Are," posting 19% job growth from 2000 to 2011. "We continue to work with existing industry, entrepreneurs and new companies to provide great careers in Iowa's Creative Corridor," said Mark Nolte, ICAD Group interim president. "These rankings are important when workforce is considering moving to our area." CNN Money released twelve lists this year, including "Best Places to Live," "Where the Jobs Are," "Top Earning Towns," "Hotspots for the Rich and Single," "Where Homes Area Affordable," as well as lists for commute times and climate. Dee Baird, president and CEO of the Cedar Rapids Metro Economic Alliance, said this type of positive recognition is a boost not only for business people and residents living and working in the Creative Corridor, but it draws attention from outside the region. "Site selection consultants and recruiters can use these rankings as another tool to help draw attention to the Creative Corridor as a vibrant region with tremendous assets for companies and potential employees," Baird said. CNN Money creates their rankings using a variety of community metrics and data sources within financial, quality of life and housing criteria. West Des Moines, Dubuque and Ames also included on some of this year's "Best Places to Live" lists. For More Information Mark Nolte, ICAD Group, (319) 354 -3939 or.mnolte@icadgroup.com Pam Hinman, Cedar Rapids Metro Economic Alliance, (319) 730 -1415 or phinman @cedarrapids.ore Eric Hanson Communications Director Iowa City Area Development Group 325 East Washington Street, Suite 101 Iowa City, Iowa 52240 P (319) 354 -3939 E ehanson @icadgroup.com W www.iowacityareadevelopment.com Linkedin: www.linkedin.com /in /ehanson Twitter: www.twitter.com /icadgroup Facebook: www.facebook.com /icadgroup "Extraordinary Opportunities in Unexpected Places" This message and accompanying documents are covered by the Electronic Communications Privacy Act, 18 U.S.C. Ch.119 Sections 2510 -2521 et seq., and contains information intended for the specified individual(s) only. If you are not the intended recipient or an agent responsible for delivering it to the intended recipient, you are hereby notified that you have received this document in error. Any review, dissemination, copying, or the taking of any action based on the contents of this information is strictly prohibited. If you have received this communication in error, please notify the sender immediately by e-mail, and delete the original message. I_, CITY OF IOWA CITY ft tons * � MEMORANDUM Date: August 16, 2012 To: City Council Tom Markus, City Manager From: Simon Andrew, Budget Management Analyst Re: Fiscal Year 2012 Summary Introduction The purpose of this report is to examine cash balance, revenue, and expenditures for the fiscal year ending June 30, 2012. This includes the General Fund, Special Revenue Funds, and each of the Business -Type funds. Each analysis provides a comparison of receipts and expenditures to both original and amended budget estimates. Monitoring fund balances and variance to budget is central to long -term financial planning and maintaining a strong financial foundation. Maintaining the City's Aaa bond rating is a top priority, and this summary is intended to provide analysis as to the City's performance toward achieving this goal. Overview Cash balance remains strong for the General Fund and most Business -Type Funds. Fiscal year 2012 saw several large amendments for capital project financing, often related to ongoing flood recovery and mitigation expenses. Significant variances to FY2011 actuals and FY2012 budget projections are generally related to capital projects. For example, unexpended budget authority continues to be carried forward for large projects including the South Wastewater Plant expansion and the Iowa City Gateway project. Personnel costs, including pension contributions continue to increase; this accounts for General Fund expenditure increases. City contributions to pension plans were over $1 million higher in FY2012 than in FY2011. The mild winter reduced several weather - related operating expenses across the board, including snow /ice removal and heating costs. IP8 GENERAL FUND General Fund - Cash Balance The General Fund cash balance on June 30, 2012 is $46.3 million. This is an increase of over $8.1 million when compared to the FY2011 ending cash balance. Approximately $28.6 million of the FY2012 General Fund ending cash balance is restricted in use, committed, or assigned to specific purposes. The majority of the restricted balance ($21.8 million) is comprised of Local Option Sales Tax revenue restricted to flood recovery and mitigation projects. The remaining $17.7 million of unassigned fund balance is 30% of FY2012 General Fund expenditures. GENERAL FUND CASH BALANCE* Restricted $24,102,000 Committed & Assigned $4,474,000 Unassigned $17,719,000 Total $46,295,000 Restricted: Funds are governed by externally enforceable restrictions, as with the Local Option Sales Tax. Committed: Funds are explicitly limited in use by Council action, as when committed through resolution. Assigned: Funds are designated for an intended use by Council or designee, as through the budget process. Unassigned: City policy states that unassigned General Fund cash balance will fall between fifteen and twenty -five percent of General Fund expenditures. *data in tables are rounded to the nearest thousand Cash Balance Available for Property Tax Relief Consideration The City's reserve policy states that any General Fund cash balance in excess of 25% of expenditures will be considered for tax relief. $3.1 million in tax relief or additional appropriations would bring the unassigned fund balance into compliance with the City's policy. This is after nearly $3.5 million in capital project funding for the 420a' St. industrial park was funded through General Fund cash. At the end of each fiscal year, unexpended budget allocations are reviewed. Amendments are then recommended for the new fiscal year to allow for completion of core operating initiatives. The recommendation for the FY2012/2013 `carryover' amendments includes $81,075 in operating costs, to be funded from cash balance. 2 General Fund - Revenue and Other Financing Sources FY2012 General Fund revenue and other financing sources total $66.3 million. This is an eleven percent (11 %) increase over FY2011. Revenue was 112% of the original budget estimate and 107% of the amended budget projection. FYII /FY12 GENERAL FUND REVENUE COMPARISON General Fund % of $6.5 FY2011 FY2012 Revenue (by Actual Actual Million Revenue Type) Increase Property Taxes 34,609,000 36,369,000 27% Other City Taxes 10,224,000 10,619,000 6% Licenses and Permits 1,409,000 1,310,000 (2 %) Use of Money & 139,000 388,000 4% Property Intergovernmental 3,475,000 5,544,000 32% Charges for Services 5,996,000 6,011,000 0% Miscellaneous 2,394,000 2,112,000 (4 %) Transfers from Other Funds 1,424,000 2,795,000 21% Other Financial Sources 127,000 1,151,000 16% Total Revenue: 59,797,000 66,299,000 100% General Fund Revenue Sources • Property Taxes • Other City Taxes • Intergovernmental • Charges for Services • All Others 3 Significant Variance with FY2011: Intergovernmental: FYI Federal transit operating grant received in FYI (approx. $1 million) Transfer In: $1.6 million transit net operating surplus transferred to the bus replacement reserve Other Financial Sources: Includes $800,000 in revenue from Peninsula development property sales Property Taxes account for 55% of General Fund Revenues. This includes the employee benefits levy. Other City Taxes primarily consist of the Local Option Sales Tax. These funds are restricted for public infrastructure flood recovery and mitigation project funding. These funds will be transferred out of the General Fund as projects progress. Significant FY2012 General Fund Revenue Variance, Projection to Actual REVENUE COMPARISON, BUDGET TO ACTUAL General Fund Original Amended FY2012 % of % of Revenue Budget Budget Actual Original Amended (by Revenue Type) Budget Budget Property Taxes 36,474,000 36,474,000 36,369,000 100% 100% Other City Taxes 9,613,000 10,449,000 10,619,000 110% 102% Licenses and Permits 1,211,000 1,211,000 1,310,000 108% 108% Use of Money & Property 124,000 124,000 388,000 314% 314% Intergovernmental 3,925,000 3,948,000 5,544,000 141% 140% Charges for Services 5,916,000 5,916,000 6,011,000 102% 102% Miscellaneous 1,726,000 1,726,000 2,112,000 122% 122% Transfers from Other Funds 420,000 1,992,000 2,795,000 665% 140% Other Financial Sources 46,000 46,000 1,151,000 2530% 2530% Total Revenue: 59,455,000 61,886,000 66,299,000 112% 107% Other City Taxes Local Option Sales Tax (LOST) revenue was over $900,000 above initial budget projections. LOST revenue totaled $8.75 million in FY2012. This revenue is restricted to flood recovery and mitigation projects. Hotel/Motel Tax revenue was also above FY2012 estimates, totaling almost $875,000. This revenue is used for parks and recreation investments, police patrol, and funding of the Convention and Visitors Bureau. Both of these increases over initial projections may indicate continuing improvements in consumer confidence and discretionary spending. Intergovernmental Intergovernmental revenue was approximately $1.6 million higher than the original estimate. $1 million of this increase resulted from a timing difference in the receipt of an annual Federal transit operating grant. Both the FY2011 and FY2012 grants were received in FY2012. rd Transfers from Other Funds Transfers in from other funds were approximately $2.3 million over the initial projection in the FY2012 budget. $1.6 million in transit operating surplus was transferred to the bus replacement reserve. This operating surplus was increased due to the receipt of two Federal operating grants in FY2012, as discussed above. An additional $800,000 was transferred in from the landfill replacement reserve for Fire Station #4 capital project funding. Other Financial Sources Revenue from other financial sources increased significantly over the initial estimates. Approximately $800,000 in additional revenue was realized in the sale of properties in the Peninsula development. Another $170,000 in bank financing was received for the acquisition of properties through the UniverCity program. General Fund - Expenditures General Fund expenditures of $58.3 million are 96% of the original budget estimate and fifteen percent (15 %) higher than FY2011. I W&IN 1P9104[f1 DI►1 DI 1L1 a 111101 1] D►4 W Biel 111IIU N D[4111017\ N M1101 5 Significant Variance % with FY2011: Change General Fund from Interfund Transfers: Expenditures FY2011 FY2012 Prior Includes transfers to the (by Program Area) Actual Actual Year capital project fund (Fire Public Safety 18,519,000 20,081,000 8% imp ov #4, road mprovements, etc.); Public Works 7,885,000 8,174,000 4% transfers to the Culture & Recreation 11,805,000 12,445,000 5% improvement reserve Community & Economic fund (bus replacement); Development 1,916,000 2,019,000 5% and an interfund loan General Government 7,034,000 7,231,000 3% reversal back to the landfill from the 420 tb Interfund Transfers 3,648,000 8,388,000 130% � St. development, which Total Expenditures: 50,807,000 58,337,000 15% will be funded out of the General Fund. 5 4% General Fund Expenditures Personnel costs comprise the largest portion of General Fund expenditures. General Fund personnel costs increased over $3 million from FY2011 to FY2012. This is partially attributable to an extra pay period in FY12. Other Financial Uses primarily consist of capital project funding. ■ Public Safety ■ Public Works ■ Culture & Recreation • Community & Economic Development • General Government ■ Interfund Transfers Public Safety is the largest expenditure category in the General Fund, accounting for over one -third of expenditures. Total expenditures were fifteen percent higher in FY2012 than in FY2011. Most of this increase was in the category of interfund transfers. General Fund Expenditures `4 % 3% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay ■ Other Financial Uses GENERAL FUND PENSION CONTRIBUTIONS $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 ■ Supplemental $1,500,000 ■ MFPRSI $1,000,000 ■ IPERS $500,000 $0 A 1b F C-1 Increasing costs associated with IPERS and MFPRSI employer contributions are a significant factor in personnel cost increases. The City's contribution to retirement plans in FY2012 was over $1 million greater than in FY2011; nearly $900,000 of this was in the General Fund. *appropriated Significant FY2012 General Fund Expenditure Variance, Budget to Actual EXPENDITURE COMPARISON, BUDGET TO ACTUAL At 96% of the original budget, there were no significant variances in actual expenditures. Interfund transfers The amended budget includes approximately $14 million in carryover amendments for the South Wastewater Plant expansion project and the Iowa City Gateway project. These funds remain unspent at fiscal year -end; they account for the majority of the variance between actual expenditures and the amended budget. 7 % of % of General Fund Expenditures Original Amended FY2012 Original Amended (by Program Area) Budget Budget Actual Budget Budget Public Safety 20,874,000 21,487,000 20,081,000 96% 93% Public Works 8,481,000 8,631,000 8,174,000 96% 95% Culture & Recreation 12,557,000 12,898,000 12,445,000 99% 96% Community & Economic Development 1,960,000 2,253,000 2,019,000 103% 90% General Government 8,039,000 7,939,000 7,231,000 90% 91% Interfund Transfers 8,778,000 28,162,000 8,388,000 96% 30% Total Expenditures: 60,690,000 81,371,000 58,337,000 96% 72% At 96% of the original budget, there were no significant variances in actual expenditures. Interfund transfers The amended budget includes approximately $14 million in carryover amendments for the South Wastewater Plant expansion project and the Iowa City Gateway project. These funds remain unspent at fiscal year -end; they account for the majority of the variance between actual expenditures and the amended budget. 7 Special Revenue Funds Special Revenue funds account for those activities in which the primary revenue source is dedicated to a specific purpose and must be tracked separately from the General Fund or Business -Type funds. This includes federal grant programs (CDBG, HOME, and EECBG), property management for Peninsula Apartments, tax increment financing (TIF), employee benefit administration, and activities of the Metropolitan Planning Organization of Johnson County (MPOJC). Community Development Block Grant (CBDG) and HOME Investment Partnership Program These programs are funded through the Department of Housing and Urban Development (HUD) for the provision of housing, jobs, and services for low -to- moderate income residents of Iowa City. Local agencies, nonprofit organizations, and developers can apply for funding through the Department of Planning and Community Development. Other revenue includes loan repayments, which are reincorporated into the individual programs and made available for new recipients. CDBG FY2012 year -end cash balance was $386,694. Expenditures were $2.4 million, $1.5 million of which was funded through the drawing down of cash balance. FY2011 year -end cash balance was unusually high due to the receipt of a $2.0 million lump -sum loan repayment on a $2.9 million loan to Aniston Village. These funds were approved for reallocation within the CDBG program by HUD, accounting for the program's increased FY2012 expenditures. HOME FY2012 year -end cash balance was ($4,358). This fund does not typically carry a cash balance. Expenditures of $860,000 were slightly above the five -year average. Road Use Tax Fund Cash Balance on June 30, 2012 was $1.6 million, an increase of $1.2 million over the FY2011 year -end balance. This was the first increase in fund balance in several years, as RUT revenues have not been sufficient to finance the projects undertaken. This balance is 28% of FY2012 expenditures. Several projects formerly funded through RUT revenue have been shifted to the General Fund. RUTF Year -End Cash Balance $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 N 005 006 00'� % 000 O�0 O^' Otis Fyti ��ti ��ti �yti Fyti ��ti ��ti �yti Expenditures of $5.7 million were 86% of the amended budget and a decrease of 19% from FY2011. Road Use Tax revenue was approximately $600,000 higher than the estimate. Capital project funding was down over $1 million from FY2011 and nearly $950,000 less than the amended budget. This is largely the result of some recurring maintenance projects moving to the General Fund to compensate for the inadequacy of RUT revenue. Flood Recovery and Mitigation (Other Shared Revenues) 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, and for the acquisition and removal of properties within the flood plain. 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 residents and businesses affected by the flood. Cash Balance on June 30, 2012 was negative, at ($1,283,446). Expenditures for all of the grant programs in this fund are reimbursed at 100 %; reimbursements for the expenditures incurred thus far are expected to be received in the coming months. Expenditures for FY2012 totaled $6,367,511 on revenue of $5,958,421. Energy Efficiency and Conservation Block Grant Program The Energy Efficiency and Conservation Block Grant (EECBG) Program is a federally - funded initiative intended to spur deployment of clean, economical, and reliable energy efficiency and conservation technologies across the country. The program provides funds to state and local governments for the development, promotion, implementation, and management of energy efficiency and conservation projects and/or programs. The total grant awarded was $692,300; approximately $656,000 has been received to date. The award end date is November 23, 2012. Virtually the entire grant award has been expended. The remaining $36,000 is expected to be received during calendar year 2012. The June 30, 2012 cash balance was negative, at ($33,000). This balance will return to zero once all additional grant funds have been received. UniverCity Neighborhood Partnerships UniverCity Neighborhood Partnerships began in January 2010 as a cooperative effort between the City of Iowa City and the University of Iowa with a goal of restoring the balance between EJ affordable single family homes and rental properties in neighborhoods near the University of Iowa campus. Administered through the City of Iowa City, the program purchases and renovates former or potential rental properties, making them available to income - qualified homebuyers who agree to live there for a minimum of five years. Cash Balance on June 30, 2012 was negative, at ($344,000). Expenditures for the fiscal year totaled $4.8 million, with revenue of $4.6 million. Approximately $876,000 in revenue came from a state of Iowa I -Jobs grant, $2.3 million in revenue was generated through the sale of properties previously acquired through the UniverCity program, and $1.4 million in bank loan proceeds were received for the initial purchase of additional properties. To date, 26 properties have been acquired and 24 homes have been sold. This program will continue in FY2013, using $160,000 from the General Fund to renovate four or five homes. The University of Iowa will contribute $100,000 for down payment assistance, a small repair program, and marketing. Local banking institutions will continue to provide low- interest loans for the acquisition of properties during the renovation phase. Metropolitan Planning Organization of Johnson County Previously known as the Johnson County Council of Governments (JCCOG), the Metropolitan Planning Organization of Johnson County coordinates planning efforts for all of Johnson County in four specific program areas: transportation, human services, solid waste management, and assistance to small communities. Cash Balance on June 30, 2012 was $141,000, a 92% increase over the FY2011 year -end cash balance. Expenditures of $660,000 were a 1.7% decrease from FY2011 and 12% less than the amended budget. Nearly $90,000 in unspent appropriations account for the increase in cash balance. The City of Iowa City contributed 23% of MPO revenue in FY2012. Total revenue was $729,000. 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 state pension retirement contributions; Police and Fire accidental disability and on -the- job injury medical claims; and workers compensation insurance. Cash Balance on June 30, 2012 was $1.8 million, a 28% decrease from the FY2011 year -end cash balance. Cash reserves are 16% of FY2012 expenditures. 10 As noted above, pension costs increased dramatically in FY2012, with approximately $1 million in additional expenditures when compared to FY2011. Nearly $900,000 of this increase was for pension contributions in the General Fund. General Fund employee health insurance expenditures decreased slightly in FY2012 when compared to FY2011; dental and life insurance expenditures increased slightly. FICA employer contributions increased by 7.5 %, or approximately $100,000. During the 2009 state legislative session, a bill was passed amending section 411.I6(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 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. At 16% of expenditures, the FY2012 ending cash balance does not meet this recommendation. Expenditures totaled $10.9 million, a 15% increase over FY2011, despite a $100,000 decrease in the loss reserve payment. Peninsula Apartments 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 seventeen housing units. Other funding for the project included an Economic Development Grant, CDBG, and HOME funds. The City of Iowa City purchased the apartment building from the Housing Fellowship upon completion. It is now managed by the Iowa City Housing Authority, a division of the Department of Housing and Inspection Services (HIS). Cash Balance on June 30, 2012 was $71,515. Principal totaling $210,784 is due in a lump sum to be funded from cash balance in FY2025. Cash balance available for this purpose at FY2012 year -end is $67,041. Both the FY2012 revenue of $59,000 and FY2012 expenditures of $45,000 are consistent with pnor years. 1• The General Rehabilitation and Improvement Program (GRIP) provides City - funded, long -term, low- interest loans to qualifying homeowners for home maintenance and improvement projects. 11 The program is funded through City general obligation bond proceeds for up to $200,000 annually. Effective FY2013, this program will be financed through the General Fund. There was no cash balance on June 30, 2012. Expenditures totaled $354,000 on revenue of $236,000. Excess expenditures were funded through the FY2012 beginning cash balance of $118,000. TIF Cash Balance for all TIE funds on June 30, 2012 was negative, at ($75,857). This is down from the FY2011 year -end cash balance of $657,480, of which $549,470 was designated for infrastructure on Lower Muscatine /Kirkwood to First Avenue. Remaining cash balance is used to reduce the tax asking from the individual districts on an annual basis. TIT FUNDS: FY2012 ENDING CASH BALANCE, REVENUE, AND EXPENDITURES TIE District Cash Balance Revenue Expenditures Highway 6 $18,442 $129,850 $129,725 Riverfront Crossings ($108) $0.00 $108 City - University Project ($180,237) ($127) $267,073 Sycamore & 1st Ave. $94,382 $582,757 $1,037,845 Northgate Corporate Park $8,472 $18 $0.00 Scott 6 Industrial Park $6,110 $14 $3,104 Heinz Road $13,409 $126,975 $126,834 Lower Muscatine Road ($113) $0.00 $0.00 Moss Green Urban Village ($36,150) $0.00 $8,134 Towncrest URA ($64) $0.00 $0.00 Totals ($75,857) $839,486 $1,572,823 Business -Type Funds Operations for Business -Type Funds are primarily funded from user fees and charges for the services provided to individual customers. The following summaries examine fund cash balances, revenues, and expenditures. 12 Revenue: rraula parking revenue was down 9.3% compared to FY2011. This is largely the result of the receipt of some final parking Parking Fund Cash Balance on June 30, 2012 was $5.2 million, an 11.5% decrease when compared to the FY2011 year -end cash balance. A new 580 -space parking facility is slated for construction within the next three years. Funding for this project is expected to come from cash balance and parking revenue bonds, which may necessitate an increase in parking rates. Parking fund cash balance increased 36.8% between year -end 2008 and 2012. Revenue: FY2011 FY20 LO/o Change Parking % of 5,349,913 4,851,939 (9.3%) Revenue Original Amended Budget impact fee payments in FY2011. Parking impact fee revenue is applied to the Near Southside Parking Facility interfund loan. This revenue totaled $590,772 in FY2011 and $124,030 in FY2012. Revenue Projection Variance, Budget to Actual No significant variances to original or amended projections. Expenditures: Expenditures increased 7.7 %. There was an increase of $747,000 in CIP expenditures when compared wit FY2011. Expenditure Variance, Budget to Actual Actual expenditures were 114% of the original budget, but 67% of the amended budget. The amended budget contains carryover amendments of over $3 million for capital projects, including the multi -use parking facility and the LED lighting retrofit project. These unspent funds account for the variance between actual expenditures and the amended budget. 13 Actual as Actual MI % of % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Bud et 4,871,521 4,995,521 4,851,939 100% 97% Expenditures: FY2011 FY2012 % Change h Parking nditures 5,132,874 5,528,026 7.7% Actual as Actual % of as % of Original Amended FY2012 Original Amended Budget Budget k Actual Budget Budget 4,855,749 8,202,094 5,528,026 114% 67% budget. The amended budget contains carryover amendments of over $3 million for capital projects, including the multi -use parking facility and the LED lighting retrofit project. These unspent funds account for the variance between actual expenditures and the amended budget. 13 WASTEWATER TREATMENT CASH BALANCE $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY2008 FY2009 FY2010 FY2011 FY2012 Revenue: FY2012 Wastewater revenue was down 1.0% when compared to FY2011. Revenue Projection Variance, Budget to Actual No significant variance to original or amended budgets. Wastewater Operations Fund Cash Balance on June 30, 2012 was $13.5 million, a 5.3% increase when compared to the FY2011 year -end cash balance. Expansion of the South Wastewater Treatment Plant is estimated at $49.2 million, a portion of which is to be funded from Wastewater cash balance. evcnuc: I FY2011 I FY2012 % Change W astewater % of % of Original Amended 13,121,368 12,9 i,669 95 (1.0 %) R evenue Actual Budget Budget Expenditures: The 4.0% decrease in expenditures compared to FY2011 is a factor of unexpended capital project funds. Expenditure Variance, Budget to Actual Actual expenditures were 93% of the original budget and 75% of the amended budget. The amended Expenditure: FY2011 Actual as MEE as Wastewater % of % of Original Amended FY2012 Original Amended Bud et Budget Actual Budget Budget 12,909,749 12,909,749 12,995,669 101% 101% Expenditures: The 4.0% decrease in expenditures compared to FY2011 is a factor of unexpended capital project funds. Expenditure Variance, Budget to Actual Actual expenditures were 93% of the original budget and 75% of the amended budget. The amended Expenditure: FY2011 FY2012 % Change Wastewater % of 13,115,303 12,588,247 (4.0 %) Expenditures Original Amended Budget budget includes carryover amendments for capital projects including the South Wastewater Plant expansion and sewer system capital maintenance. These unspent capital funds account for the variance between the amended budget and actual expenditures. 14 Actual as Actual % of as % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 13,598,231 16,705,451 12,588,247 93% 75% budget includes carryover amendments for capital projects including the South Wastewater Plant expansion and sewer system capital maintenance. These unspent capital funds account for the variance between the amended budget and actual expenditures. 14 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 WATER CASH BALANCE FY2008 FY2009 FY2010 FY2011 FY2012 Revenue: Revenue increased 7.0% over FY2011 revenue. Interest on investments increased by $430,000 and water meter revenue increased by $115,000. Revenue Projection Variance, Budget to Actual No significant variance to original or amended budgets. Water Operations Fund Cash Balance on June 30, 2012 was $8.7 million, a 13.3% decrease when compared to the FY2011 year- end cash balance. This was the fourth consecutive annual decrease in cash balance. This trend is expected to continue due to increased repairs and gradual replacement of an aging distribution system. venue: NEW FY2011 I FY2012 I % Change Water 8,234,050 8,809,205 7.0% Revenue 10,240,458 10,140,794 as % of Expenditures: Expenditures declined 1.0% compared to FY2011, despite increased personnel costs. Expenditure Variance, Budget to Actual Expenditures were 103% of the original budget and 76% of the amended budget. The variance between the Expenditure: FY2011'Z FY2012 % Change Actual Actual as 10,240,458 10,140,794 as % of % of al Amended FY2012 Original Amended Bud et Budget Actual Bud et Bud et 8,703,123 8,703,123 8,809,205 101% 101% Expenditures: Expenditures declined 1.0% compared to FY2011, despite increased personnel costs. Expenditure Variance, Budget to Actual Expenditures were 103% of the original budget and 76% of the amended budget. The variance between the Expenditure: FY2011'Z FY2012 % Change Water Actual as 10,240,458 10,140,794 (1.0 %) Expenditures Original Amended amended budget and actual expenditures is due to unspent carryover CIP funds for water main repair and replacement. 15 Actual Actual as as % of % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 9,845,042 13,322,231 10,140,794 103% 76% amended budget and actual expenditures is due to unspent carryover CIP funds for water main repair and replacement. 15 REFUSE COLLECTION CASH BALANCE $500,000 eA $400,000 $300,000 $200,000 $100,000 $o . i—A FY2008 FY2009 FY2010 FY2011 FY2012 Revenue: Revenue increased 2.0% over FY2011 revenue, based on an increase of over $66,000 in curbside recycling revenue and revenue from the sale of recycled items. Revenue Projection Variance, Budget to Actual No significant variance to original or amended budgets Refuse Collection Fund Cash Balance on June 30, 2012 was $487,000, a 5.6% increase over the FY2011 year -end cash balance. The increase in bulk item pickups has outpaced other refuse collection activities. The number of bulk items increased 51.0% between 2008 and 2011. Residential refuse collection accounts increased 2.4% and refuse tons increased 1.5% over the same period. Yard waste tons and recycling tons are down since 2008, 10.3% and 15.8 %, respectively. RP Revenue: I FY20 FY201 % Change Refuse Actual as 2,899,483 2,958,687 2.0% Revenue Original Amended Expenditures: Expenditures increased 6.8% over FY2011, the result of increased personnel costs. Expenditure Variance, Budget to Actual No significant variance to original or amended budgets. Expenditure: FY2011 FY2012 Actual Actual as as % of % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 2,968,416 2,986,416 2,958,687 100% 99% Expenditures: Expenditures increased 6.8% over FY2011, the result of increased personnel costs. Expenditure Variance, Budget to Actual No significant variance to original or amended budgets. Expenditure: FY2011 FY2012 % Change Refuse as % of 2,747,443 2,932,960 6.8% Expenditures Original Amended Budget 16 Actual Actual as as % of % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 2,969,190 3,036,290 2,932,960 99% 97% 16 LANDFILL CASH BALANCE $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 IflIlt So FY2008 FY2009 FY2010 FY2011 FY2012 17 Landfill Operations Fund Cash Balance on June 30, 2012 was $22.3 million, a 7.5% decline from the FY2011 year -end cash balance. Of this amount, $15.6 million is restricted in use per Iowa State code for site closure, post closure, and environmental protection costs. Another $6.3 million is assigned per City policy for site expansion and is intended to be used to satisfy fixture capacity needs. The unassigned fund balance on June 30, 2012 was $531,000. Landfill Fire: The fire in the recently completed landfill cell at the end of FY2012 highlights the importance of formal reserve policies and long -term capital planning. The estimated cost of the fire is expected to exceed $4 million. Though this will place strain on the landfill's cash balance, the landfill replacement reserve balance currently exceeds $6.2 million. The ability of the City to use interfixnd loans to provide low -cost financing for City capital projects will be restricted by the reduction in reserves. June 30, 2011 June 30, 2012 Restricted Landfill Assurance— $4,900,134 $5,886,575 Closure Landfill Assurance — $8,741,693 $8,563,811 Post - Closure Solid Waste $1,003,765 $1,092,178 Surcharge Reserve Misc. Restricted $14,979 $185227 Cash Total Restricted $145660,572 $1555605790 Assigned Landfill Replacement $550795255 $652515372 Reserve Cash on Hand Including Cash $454265866 $5315389 Equivalents Total Fund Balance $245166,693 $2253435551 17 Landfill Operations Fund Cash Balance on June 30, 2012 was $22.3 million, a 7.5% decline from the FY2011 year -end cash balance. Of this amount, $15.6 million is restricted in use per Iowa State code for site closure, post closure, and environmental protection costs. Another $6.3 million is assigned per City policy for site expansion and is intended to be used to satisfy fixture capacity needs. The unassigned fund balance on June 30, 2012 was $531,000. Landfill Fire: The fire in the recently completed landfill cell at the end of FY2012 highlights the importance of formal reserve policies and long -term capital planning. The estimated cost of the fire is expected to exceed $4 million. Though this will place strain on the landfill's cash balance, the landfill replacement reserve balance currently exceeds $6.2 million. The ability of the City to use interfixnd loans to provide low -cost financing for City capital projects will be restricted by the reduction in reserves. Revenue: Revenue increased 2.4% over FY2011, despite a $310,000 decrease in landfill tipping fee and charge account revenue. Interfund loan Revenue: FY2011 FY2012 % Change Landfill % of 7,223,939 7,399,249 2.4% Revenue Original Amended Budget repayments to the landfill increased over FY2011 by $532,000, accounting for the overall increase in revenue. Revenue Projection Variance, Budget to Actual Actual revenue was 112% of the original budget and 110% of the amended budget. Though charge account and trppmg fee revenue were below projections, increased recycling revenue and accelerated interfund loan repayments were enough to offset this drop and account for the overall revenue increase over projections. Expenditures: FY2012 expenditures were down 26.7% when compared to FY2011, due to a $3.2 million decrease in capital project spending. Expenditure Variance, Budget to Actual Expenditures were 128% of the original budget and 70% of the amended budget. These variances are the result of capital project funding. Budget amendments included carryover funding for the FY09 landfill cell and the Eastside Recycling Center. Expenditure: FY2011 FY2012 Actual as Actual as % of % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 6,601,591 6,725,591 7,399,249 112% 110% account and trppmg fee revenue were below projections, increased recycling revenue and accelerated interfund loan repayments were enough to offset this drop and account for the overall revenue increase over projections. Expenditures: FY2012 expenditures were down 26.7% when compared to FY2011, due to a $3.2 million decrease in capital project spending. Expenditure Variance, Budget to Actual Expenditures were 128% of the original budget and 70% of the amended budget. These variances are the result of capital project funding. Budget amendments included carryover funding for the FY09 landfill cell and the Eastside Recycling Center. Expenditure: FY2011 FY2012 % Change Landfill as % of 12,593,275 9,225,638 (26.7 %) Expenditures Original Amended Budget rM Actual Actual as % of as % of Original Amended FY2012 Original Amended Budget Budget Actual Bud et Bud et 7,196,030 13,124,344 9,225,638 128% 70% 18 AIRPORT CASH BALANCE $800,000 $600,000 $400,000 $200,000 $0 FY2007 FY2008 FY2009 FY2010 FY2011 Revenue: FY2012 revenue increase 5.3% when compared to FY2011. The biggest factor in this increase was the sale of airport land; land sale revenue was up $24,000 over FY2011. Revenue Projection Variance, Budget to Actual Actual revenue was 206% of budget. The $400,000 land sale was not anticipated during the budget process and was therefore not included in projected revenue. Airport Fund Cash Balance on June 30, 2012 was $676,000, a 16.4% increase over the FY2011 year -end cash balance. The increase in cash balance was the result of revenue generated through the sale of land. Revenue: FY2011 FY2012 % Change Airport as % of % of Original 7Amended 770,925 811,488 5.3% Revenue Actual Bud et Bud et Expenditures: Expenditures during FY2012 increased 50.2% over FY2011. Additional payments to principal were made on interfund loans from landfill reserves. Interfund loan repayments increased $282,000 over FY2011. Expenditure Variance, Budget to Actual Expenditures were 180% of the original budget and 82% of the amended budget. Interfund loan advance repayments were made possible by land sales and were not included in the original budget. Significant capital project funds included in the amended budget remain unspent. Ex enditur FY2011 Actual Actual as Airport as % of % of Original 7Amended FY2012 Original Amended Bud et d et Actual Bud et Bud et 394,493 ,493 811,488 206% 206% Expenditures: Expenditures during FY2012 increased 50.2% over FY2011. Additional payments to principal were made on interfund loans from landfill reserves. Interfund loan repayments increased $282,000 over FY2011. Expenditure Variance, Budget to Actual Expenditures were 180% of the original budget and 82% of the amended budget. Interfund loan advance repayments were made possible by land sales and were not included in the original budget. Significant capital project funds included in the amended budget remain unspent. Ex enditur FY2011 FY2012 % Change Airport 476,637 715,769 50.2% Expenditures Amended FY2012 19 Actual Actual as % of as % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 396,667 876,592 715,769 180% 82% 19 STORMWATER MANAGEMENT CASH BALANCE $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 FY2008 FY2009 FY2010 FY2011 FY2012 Revenue: The 24.5% increase over FY2011 revenue is based on a large increase in stormwater management fee revenue. FY2012 was the first Stormwater Management Fund Cash Balance on June 30, 2012 was $743,000, an 11.7% increase over the FY2011 year -end cash balance. Revenue: FY2011 FY2012 % Change Stormwater 632,880 787,311 24.5% Revenue Amended FY2012 year of a recommended three -year phased fee increase, which contributed to the revenue increase. Revenue Projection Variance, Budget to Actual No significant variance to original or amended budgets. Expenditures: Expenditures for FY2012 were down 44.2% compared to FY2011, the result of decreased capital project expenditures. Expenditure Variance, Budget to Actual Actual expenditures were 57% of the original budget and 52% of the amended budget. $450,000 in capital project funds were unused. Expenditure: FY2011 FY2012 Actual Actual as as % of % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 786,884 786,884 787,311 100% 100% Expenditures: Expenditures for FY2012 were down 44.2% compared to FY2011, the result of decreased capital project expenditures. Expenditure Variance, Budget to Actual Actual expenditures were 57% of the original budget and 52% of the amended budget. $450,000 in capital project funds were unused. Expenditure: FY2011 FY2012 % Change Stormwater as % of 1,271,408 709,232 (44.2 %) Expenditures Original Amended Budget 20 Actual Actual as % of as % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 1,236,808 1,353,150 709,232 57% 52% 20 BROADBAND TELECOMMUNICATIONS CASH BALANCE $2,000,000 $1,500,000 $1,000,000 $500,000 $o -t Ion FY2008 FY2009 FY2010 FY2011 FY2012 Revenue: Revenue increased 1.8% over FY2011. Revenue Projection Variance, Budget to Actual Actual revenue was 104% of both the original and amended budgets. Cable franchise fee revenue was higher than projected. Expenditures: FY2012 expenditures increased 2.9% when compared to FY2011. Expenditure Variance, Budget to Actual No significant variance with original or amended budgets. Broadband Telecommunications Fund Cash Balance on June 30, 2012 was $1.6 million, a 6.2% increase over the FY2011 year- end cash balance. Revenue: FY2011 FY2012 % Change Broadband as % of 833,650 848,849 1.8% Revenue Original Amended Budget Expenditure FY2011 FY2012 ual TLW as as % of % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 815,176 815,176 848,849 104% 104% Expenditure FY2011 FY2012 % Change Broadband as % of 738,491 759,692 2.9% Expenditures Original Amended Budget WActual Actual as as % of % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 791,708 791,708 759,692 96% 96% 21 HOUSING AUTHORITY CASH BALANCE $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY2008 FY2009 FY2010 FY2011 FY2012 Revenue: A $714,000 decrease in federal grant revenue accounts for the 7.9% in total revenue compared to FY2011. Revenue Projection Variance, Budget to Actual Lower federal grant revenue also accounts for the variance to budget. Expenditures: Rental assistance increased $374,000, causing a 6.6% increase over FY2011 expenditures. Expenditure Variance, Budget to Actual Variance to budget was not significant. Housing Authority Cash Balance: Cash balance on June 30, 2012 was $6.8 million, a 6.5% decrease from the FY2011 year- end cash balance. Revenue: FY2011 FY2012 % Change Housing Authority 7,377,018 7,861,871 6.6% as % of 8,004,201 7,373,021 (7.9 %) Revenue Original Amended Budget Expenditure: FY2011 FY2012 Actual Actual 7,377,018 7,861,871 6.6% as % of as % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 7,946,793 7,946,793 7,373,021 93% 93% Expenditure: FY2011 FY2012 % Change Housing Authority 7,377,018 7,861,871 6.6% Expenditures as % of Original Amended 22 Actual Actual as % of as % of Original Amended FY2012 Original Amended Budget Budget Actual Budget Budget 7,658,102 7,658,102 7,861,871 103% 103% 22 C C C C E E C C C C C C C C C E E E C C C C C I Business Name Occupancy (occupancy loads last updated Oct 2008) = University of Iowa Monthly Totals Bar Checks Under2l PAULA Prev 12 Month Totals Bar Checks Under2l PAULA Under 21 PAULA Ratio Ratio (Prev 12 Mo) (Prev 12 Mo) 2 Dogs Pub 120 0 0 0 4 0 0 0 0 Airliner 223 8 2 0 104 ! 3 29 0.0288462 0.2788462 Airliner 223 1 0 0 104 3 29 0.0288462 0.2788462 American Legion 140 0 0 0 7 0 0 0 0 Aoeshe Restaurant 156 0 0 0 Atlas World Grill 165 0 0 0 lBaroncini— 0 0 0 (Basta 176 0 0 0 (Blackstone- 297 1 0 0 1 0 0 0 0 (Blue Moose- 436 2 0 0 137 13 6 0.0948905 0.0437956 (Blue Moose 436 16 3 1 137 13 6 0.0948905 0.0437956 (Bluebird Diner 82 0 0 0 (Bob's Your Uncle 260 0 0 0 IBo -James 200 '" 7 1 1 62 2 1 0.0322581 0.0161290 IBo -James 200 4 1 0 62 2 1 0.0322581 0.0161290 Bread Garden Market & Bakery ^ 0 0 0 (Brothers Bar & Grill, [It's] 556 11 0 0 302 124 55 0.4105960 0.1821192 I Brothers Bar & Grill, [It's] 556 22 10 0 302 124 55 0.4105960 0.1821192 (Brown Bottle, [The]— 289 0 0 0 2 0 0 0 0 (Buffalo Wild Wings Grill & Bar— 189 0 0 0 3 0 0 0 0 ICaliente Night Club 498 3 0 0 36 3 2 0.0833333 0.0555556 (Carl & Ernie's Pub & Grill 92 2 0 0 19 0 0 0 0 Carlos O'Kelly's— 299 0 0 0 (Chili Yummy Yummy Chili 0 0 0 20 6 1 0.3 0.05 IChipotle Mexican Grill— 119 0 0 0 Tuesday, August 21, 2012 Page 1 of 5 ❑Club Car, [The] 56 0 0 0 1 ❑ Coach's Corner 160 1 0 0 8 ❑Colonial Lanes- 502 0 0 0 1 3 ❑Dave's Foxhead Tavern 87 0 0 0 2 W DC's 120 23 12 0 129 ❑ DC's 120 4 1 0 129 ❑ Deadwood, '[The] 218 1 0 0 41 d Deadwood, [The] 218 ❑ 9 0 0 41 ❑ Devotay- 45 0 0 0 Fv�Donnelly's Pub 49 4 0 0 32 ❑Dublin Underground, [The] 57 2 0 0 = 38 ©Dublin Underground, [The] 57 8 0 0 38 ❑Eagle's, [Fraternal Order of] 315 0 0 0 1 ❑EI Banditos 25 0 0 0 ❑EI Cactus Mexican Cuisine 0 0 0 ❑EI Dorado Mexican Restaurant 104 0 0 0 ❑EI Ranchero Mexican Restaurant 161 - 0 0 0 ❑ Elks #590, [BPO] 205 0 0 0 ❑Englert Theatre- 838 D 0 0 ❑Fieldhouse 178 5 2 0 122 F%-*1Fieldhouse 178 15 4 0 122 ❑ First Avenue Club- 280 0 0 0 ❑Formosa Asian Cuisine- 149 0 0 0 nGabes 261 3 0 0 45 El George's Buffet 75 1 0 0 6 ❑Gilbert St Piano Lounge 114 2 0 0 11 ❑Givanni's- 158 0 0 0 ❑Godfather's Pizza- 170 0 0 0 ❑Graze 49 0 0 0 2 ❑Grizzly's South Si& ub 265 2 0 0 11 F-1 Hilltop Lb"ge, [Tbej 90 0 0 0 2 El IC Ugly's c,wa' 72 2 0 0 7 L ;. El India Ca%o• t- 100 0 0 0 C W] Tuesday, August 21, 2012 0 0 0 0 0 0 0 0 0 0 0 0 36 8 0.2790698 36 8 0.2790698 0 0 0 0 0 0 0 0 0 1 0 0.0263158 1 0 0.0263158 0 0 0 20 4 20 4 8 3 0 0 0 0 0 0 4 3 0 0 0 0 0.1639344 0.1639344 0.1777778 0 0 0 0.3636364 0 0 0 0 0' 0 0.0620155 0.0620155 0 0 0 0 0 0 0.0327869 0.0327869 0.0666667 0 0 0 0.2727273 0 0 Page 2 of 5 ❑Jimmy Jack's Rib Shack 71 0 0 0 ❑Jobsite 120 1 0 0 12 0 0 0 0 ❑d Joe's Place 281 8 0 0 67 2 0 0.0298507 0 ❑Joe's Place 281 1 0 0; 67 2 0 0.0298507 0- ❑Joseph's Steak House— 226 0 0 0 1 0 0 0 0 ❑Leaf Kitchen 0 0 0 ❑Linn Street Cafe 80 0 0 0 ❑Los Portales 161 0 0 0 WMartini's 200 21 1 0 163 56 5 0.3435583 0.0306748 ❑Martini's 200 8 2 0 163 56 5 0.3435583 0.0306748 ❑Masala 46 0 0 0 El Mekong Restaurant— 89 0 0 0 Mill Restaurant, [The]— 325 1 0 0 16 1 0 0.0625 0 ❑Mill Restaurant, [The]— 325 1 0 0 16 1 0 0.0625 0 ❑Moose, [Loyal Order of] 476 0 0 0 1 0 0 0 0 ❑ Motley Cow Cafe- 82 0 0 0 ❑Noodles & Company— 0 0 0 ❑Okoboji Grill— 222 0 0 0 El Old Capitol Brew Works 294 0 0 0 7 0 0 0 0 ❑One- Twenty -Six 105 0 0 0 VIOrchard Green Restaurant— 200 1 0 0 1 0 0 0 0 ❑Oyama Sushi Japanese Restaurant' 87 0 0 0 ❑Pagliai's Pizza— 113 0 0 0 ❑Panchero's (Clinton St)- 62 0 0 0 ❑Panchero's Grill (Riverside Dr)— 95 0 0 0 ❑Perries 0 0 0 d❑Pints 180 21 9 0 156 35 3 0.224359 0.0192308 ❑Pints 180 8 0 0 156 35 3 0.224359 0.0192308 ❑ Pit Smokefiouse— •'! 40 0 0 0 El Pizza Hui#^ 116 0 0 0 ❑Pizza Raawah"' 226 0 0 0 ❑Quality*rlh /Highlander ;— 971 0 0 0 OQuinton's Bar & cam' - 149 2 1 0 18 1 0 0.0555556 0 Tuesday, August 21, 2012 Page 3 of 5 El Ridge Pub 0 0 0 ❑ Riverside Theatre- 118 0 0 0 1 v Saloon^' 120 ❑ 1 0 0 14 0 0 0 0 ❑Saloon 120 1 0 0 14 0 0 0 0 OSam's Pizza 174 1 0 0 11 0 3 0 0.2727273 ❑Sanctuary Restaurant, [The] 132 0 0 0 5 0 0 0 0 ❑Shakespeare's 90 0 0 0 5 0 0 0 0 ❑Sheraton 0 0 0 OShort's Burger & Shine- 56 1 0 0 17 0 2 0 0.1176471 ❑d Sports Column 400 18 2 0 159 35 25 0.2201258 0.1572327 ❑Sports Column 400 3 0 0 159 35 25 0.2201258 0.1572327 ❑d Studio 13 206 15 5 1 43 7 1 0.1627907 0.0232558 WSummit. [The] 736 1 2 0 274 47 81 0.1715328 0.2956204 ❑Sushi Popo 84 0 0 0 ❑Takanami Restaurant- 148 0 0 0 d TCB 250 ❑ 14 5 0 127 11 1 0.0866142 0.0078740 ❑TCB 250 1 0 0 127 11 1 0.0866142 0.0078740 ❑Thai Flavors 60 0 0 0 ❑Thai Spice 91 - 0 0 0 ❑Times Club @ Prairie Lights 60 0 0 0 ❑Trumpet' Blossom Cafe 94 0 0 0 d Union Bar 854 17 9 0 223 70 42 0.3139013 0.1883408 ❑Union Bar 854 9 2 0 223 70 42 0.3139013 0.1883408 F-1 VFW Post #3949 197 0 0 0 1 0 0 0 0 ❑Vine Tavern, [The]- 170 6 0 0 42 0 5 0 0.1190476 W Vine Tavern, [The]- 170 1 0 0 42 0 5 0 0.1190476 ❑Wig & Pen Pizza Rub- 154 0 0 0- ❑Yacht Club, [Iowa City]- 206 2 0 0 72 3 2 0.0416667 0.0277778 ❑d Yacht Club, [Iowa City)^ 206 11 3 0 72 3 2 0.0416667 0.0277778 ❑Z'Mariks Noodle Hose 47 0 0 0 P 4`'rl Tuesday, August 21, 2012 Page 4 of 5 Off Premise Grand 1 * includes outdoor seating area exception to 21 ordinance Totals 334 0 77 3 0 5 4567 0 900 0 468 162 0.1970659 0.1024743 0 0 .otals 8 630 Tuesday, August 21, 2012 Page 5 of 5