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2013-01-02 Info Packet
H O a 0 a Q bb b PQ city or Iowa city FY 14 -FY 16 Financial Plan FY 13 -FY 17 Capital Improvement Plan CITY OF IOWA CITY, IOWA FINANCIAL PLAN Fiscal Year 2014 through 2016 CITY COUNCIL Matthew J. Hayek, Mayor Connie Champion Terry Dickens Rick Dobyns Susan Mims Michelle L. Payne Jim Throgmorton City Manager: Tom Markus Asst. to the City Manager: Geoff Fruin Finance Director: Kevin O'Malley Budget/ Mgmt Admin. Assistant Analyst Finance Secretary to the City Manager Deb Mansfield Cyndi Ambrose Adam Bentley Simon Andrew Wendy Han CITY OF IOWA CITY FY2014 Proposed Budget & FY2014 — 2016 Three Year Financial Plan TABLE OF CONTENTS PAGE City Manager's Transmittal Letter ...................................................................... ............................... 1 AllFunds Summaries .......................................................................................... ............................... 21 OrganizationalChart .......................................................................................... ............................... 26 Strategic Plan StrategicPlan ............................................................................................... ............................... 29 Introduction to Financial Plan Financial & Fiscal Policies ............................................................................ ............................... 37 Preparation of the Financial Plan: Basisof Accounting ............................................................................... ............................... 46 Schedule................................................................................................ ............................... 47 Processto Amend .................................................................................. ............................... 48 EconomicOverview ...................................................................................... ............................... 51 Personnel Listing by Department / Full -Time Equivalents Comparison ....... ............................... 58 General Fund Summary General Fund Revenue ................................................................................ ............................... 63 General Fund Expenditures .......................................................................... ............................... 68 General Fund Year -end Fund Balance ......................................................... ............................... 70 General Fund Financial Summary ................................................................ ............................... 72 Public Safety Police Department: Summary................................................................................................ ............................... 75 Administration........................................................................................ ............................... 83 Patrol...................................................................................................... ............................... 83 CriminalInvestigation ............................................................................. ............................... 84 Records.................................................................................................. ............................... 84 ContractedServices ............................................................................... ............................... 85 ICPDForfeitures .................................................................................... ............................... 85 CrossingGuards .................................................................................... ............................... 85 CrimePrevention ................................................................................... ............................... 86 TIPS....................................................................................................... ............................... 86 StationMaster ........................................................................................ ............................... 86 Grants.................................................................................................... ............................... 87 AnimalCare & Adoption ............................................................................... ............................... 88 DeerControl ................................................................................................. ............................... 89 Fire Department Summary................................................................................................ ............................... 90 Fire Station Four Operations .................................................................. ............................... 97 Equipment Replacement Reserve ......................................................... ............................... 97 Housing & Inspection Services: Summary................................................................................................ ............................... 98 Administration........................................................................................ ............................... 104 HousingInspection ................................................................................. ............................... 105 BuildingInspection ................................................................................. ............................... 105 Public Works Summary...................................................................................................... ............................... 109 Public Works Administration ......................................................................... ............................... 113 Engineering................................................................................................... ............................... 114 Culture and Recreation 130 Library: 131 Summary................................................................................................ ............................... 117 Operations.............................................................................................. ............................... 122 Replacement Reserves ......................................................... ............................... 123 Miscellaneous Other Funds ................................................................... ............................... 124 Parks & Recreation: Summary............................................................................................... ............................... 125 Administration....................................................................................... ............................... 129 Parks..................................................................................................... ............................... 130 Recreation............................................................................................. ............................... 131 Forestry................................................................................................. ............................... 132 CBDMaintenance ................................................................................. ............................... 133 Cemetery............................................................................................... ............................... 134 GovernmentBuildings ........................................................................... ............................... 135 SeniorCenter ............................................................................................... ............................... 136 Senior Center Gift Fund ......................................................................... ............................... 143 NewHorizons Band ............................................................................... ............................... 143 Community and Economic Development Planning and Community Development: Summary................................................................................................ ............................... 147 PCDAdministration ................................................................................ ............................... 152 Urban Planning & Historic Preservation ................................................. ............................... 152 NeighborhoodServices .......................................................................... ............................... 153 PublicArt ................................................................................................ ............................... 153 Community Development Non -Grant Activity ......................................... ............................... 154 Human Services Planning ...................................................................... ............................... 154 Aidto Agencies ...................................................................................... ............................... 155 UniverCity Neighborhood Partnership ................................................... ............................... 156 General Rehabilitation & Improvement Program (GRIP) ...................... ............................... 157 Economic Development ......................................................................... ............................... 158 Downtown Donation Stations ................................................................. ............................... 158 General Government CityCouncil ................................................................................................... ............................... 161 CityManager ................................................................................................ ............................... 163 CommunicationsOffice ................................................................................ ............................... 165 CityClerk ...................................................................................................... ............................... 166 HumanResources ........................................................................................ ............................... 169 CityAttorney ................................................................................................. ............................... 171 HumanRights ............................................................................................... ............................... 174 Finance Department: Summary................................................................................................ ............................... 176 Finance Administration .......................................................................... ............................... 182 Accounting& Reporting ......................................................................... ............................... 183 Purchasing............................................................................................. ............................... 184 Revenue................................................................................................. ............................... 185 Risk Management —Tort Liability ........................................................... ............................... 186 Non - Operational Administration ............................................................. ............................... 187 Community Event & Program Funding .................................................. ............................... 188 Special Revenue Funds Community Development Block Grant (CDBG) — Metro Entitlement ........... ............................... 193 H.O.M.E. Program ........................................................................................ ............................... 196 Road Use Tax Fund (RUT) ......................................................................... ............................... 200 Flood Recovery & Mitigation Grants ............................................................. ............................... 206 Energy Efficiency & Conservation Grant ...................................................... ............................... 207 Metropolitan Planning Organization of Johnson County (MPOJC): Summary................................................................................................ ............................... 209 Administration........................................................................................ ............................... 211 Transportation Planning ......................................................................... ............................... 212 Rural Community Assistance (ECICOG) .............................................. ............................... 212 EmployeeBenefits ........................................................................................ ............................... 213 PeninsulaApartments .................................................................................. ............................... 215 Tax Increment Financing (TIF) Districts ....................................................... ............................... 217 Debt Service DebtService ................................................................................................. ............................... 225 Business Type Activities Transportation Services: ParkingOperations ................................................................................ ............................... 233 ParkingDebt Service ............................................................................ ............................... 240 TransitOperations ................................................................................. ............................... 241 Wastewater Treatment: Wastewater Treatment Operations ........................................................ ............................... 246 Wastewater Treatment Debt Service ..................................................... ............................... 253 Water: WaterOperations ................................................................................... ............................... 254 WaterDebt Service ................................................................................ ............................... 263 Refuse Collection Operations ....................................................................... ............................... 264 Landfill......................................................................................................... ............................... 270 AirportOperations ........................................................................................ ............................... 278 Storm Water Management ........................................................................... ............................... 285 Broadband Telecommunications .................................................................. ............................... 288 HousingAuthority ......................................................................................... ............................... 291 Internal Service Funds Equipment: FundSummary ...................................................................................... ............................... 299 General Fleet Maintenance .................................................................... ............................... 304 Equipment Replacement Reserve ......................................................... ............................... 304 Information Technology Services (ITS): FundSummary ...................................................................................... ............................... 305 Risk Management Loss Reserve ................................................................. ............................... 307 CentralServices ........................................................................................... ............................... 309 Health Insurance Reserve ............................................................................ ............................... 311 Dental Insurance Reserve ............................................................................ ............................... 312 Appendix A ............................... 385 Performance Measures ............................... 388 Police..................................................................................................... ............................... 315 Fire....................................................................................................... ............................... 329 Library.................................................................................................... ............................... 337 SeniorCenter ......................................................................................... ............................... 351 Wastewater Treatment .......................................................................... ............................... 362 Water..................................................................................................... ............................... 367 Airport..................................................................................................... ............................... 375 Appendix B Transfers-In .................................................................................................. ............................... 385 Transfers -Out ............................................................................................... ............................... 388 FY2012 Revenue Comparisons: General Fund Revenues PropertyTax ................................................................................... ............................... 391 Hotel /Motel Tax .............................................................................. ............................... 393 LocalOption Sales Tax ................................................................... ............................... 394 Business Type Revenue UtilityRates ...................................................................................... ............................... 395 Capital Improvement Program (CIP) FY2013 -2017 Program Summary ............................................................... ............................... 399 Project Summary by Name - Presentation ................................................... ............................... 400 Projects by Funding Source — Receipt Detail ................................................ ............................... 418 Unfunded Projects FY2018 and Beyond ....................................................... ............................... 426 ���ti CITY OF IOWA CITY FY2014 PROPOSED BUDGET December 2012 To the Honorable Mayor and City Council Members, It is my pleasure to submit to you Iowa City's operating and capital budget for the 2013 -14 fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three -year financial plan (2014 -2016) and five -year capital improvement program (2013 -2017) are also included for planning purposes. The budget is one of the most important documents that the City prepares because it identifies the services to be provided and the mechanisms that finance those services. This budget aims to continue Iowa City's tradition of providing a balanced budget utilizing conservative assumptions while strengthening core municipal services that our citizens value. Should unexpected expenditures or revenue shortfalls arise during the fiscal year, the budget contains prudent contingency line items and reserve levels that can adequately support the community. Any future modifications of this budget will be fully disclosed to the City Council and the general public through formal City Council actions at public meetings, in accordance with State of Iowa law. In preparing this document, City staff aimed to accomplish four overriding financial goals. First, the budget aims to lower the City's property tax rate, which is critical to ensuring that Iowa City remains economically competitive in the region. Second, the budget attempts to establish conditions Financial Goals that will enhance the community's fiscal condition and ensure that it will maintain its prestigious Moody's Aaa Reduce the City's property tax levy bond rating. Third, the budget includes additional rate for the second consecutive year. information, presented in accordance with industry best Maintain the City's Moody's Aaa bond practices, that serves to better inform elected officials rating for the 37'" consecutive year and the general public. This goal builds upon measures taken in prior fiscal years and looks to Continue to enhance the usefulness of sufficiently lay a foundation for continued the budget to elected officials and the enhancements in future years. Finally, we strive to general public through the provision of achieve the Government Financial Officers Association information in accordance with industry standards and best practices. (GFOA) Distinguished Budget Award for the second consecutive year, as well as the GFOA Certificate of Continue to achieve the GFOA Achievement for Excellence in Financial Reporting Distinguished Budget Award and which the City has received for twenty -seven Certificate of Achievement for consecutive years. Excellence in Financial Reporting At the same time, staff referred to the City Council's strategic plan priorities for additional guidance in developing the budget document. Throughout the budget compilation process, staff utilized the City Council's strategic plan to help prioritize expenditure decisions. In addition, we are working to make sure that the Boards and Commissions are taking note of the organization's priorities and actively incorporating those into processes that involve the allocation of City resources. From a day -to -day management standpoint, the strategic plan is CITY OF IOWA CITY FY2014 PROPOSED BUDGET filtering through the organization, including in individual employee performance reviews. The adopted strategic plan lists the following five priorities for the community: • 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 The financial resources in this budget, will allow the City to continue to pursue initiatives that support these priorities and accomplish the Council's long -term goals. While there are certainly unfunded projects that could further the organization's efforts toward these goals, a fiscally responsible balance needs to be sought and is provided in this budget. Approximately every four months, staff provides Council with a Strategic Plan Status Report that details progress on each priority. This report can be viewed online at www.icgov.org /strategicplan. With these principles serving as a backdrop, staff has carefully crafted a budget that furthers the organization's priorities, achieves the stated financial goals, and continues to improve the health and competitive position of the community. Community Outlook Iowa City benefits from a strong local economy anchored by the presence of the University of Iowa. The local economy consists of a diverse set of successful industries that together help sustain one of the lowest unemployment rates in the nation. As an organization, Iowa City has a rich tradition of conservative economic policies that has created a strong financial foundation. This foundation helped the community weather the recent economic recession and continues to serve as a cornerstone for the community's future. In 2012, Moody's Investors Service noted Iowa City's "long history of favorable financial operations supported by healthy reserve levels and revenue raising flexibility, and manageable debt profile..." and affirmed its highest quality bond rating (Aaa) for the community. Despite the increasing health of the economy and strong financial position of the organization, the community needs to be cognizant of the trends, pressures and opportunities that are shaping the community in various fashions. Iowa City is at a pivotal period in its history as it faces numerous internal and external pressures that will influence the health and vibrancy of the community. Over the last two decades, Iowa City has witnessed a rapid suburban growth in the surrounding communities of Coralville and North Liberty. This trend, which is not unlike that experienced in other metropolitan areas throughout the country, directly threatens the future well -being of our community. It is imperative that the City carefully analyze and address the forces contributing to the suburbanization of our metropolitan area and implement strategies to strengthen our community in a manner that attracts new investment in the residential and commercial sectors. K CITY OF IOWA CITY FY2014 PROPOSED BUDGET In examining the forces behind the sprawling landscape of the larger Eastern Iowa region, there are three predominant factors within our ability to influence. First, is the economic competiveness of our local FY 2012 -13 Municipal government. Specifically, this point addresses Iowa City's Property Tax Rates in property tax rate, utility rates, and other cost of doing Eastern Iowa business factors. The information table to the right shows the property tax rate disparity between Iowa City and other North Liberty $11.03 Eastern Iowa cities. The large difference plays a role in Coralville $13.53 private sector economic development decisions and Iowa Cedar Rapids $15.22 Davenport $16.78 City needs to work to close that gap. However, the Iowa City $17.27 increased rate also reflects enhanced level of services in Iowa City (e.g. paid full -time fire department, Senior Center, Additional comparative metrics are pNote: presented in Appendix B Animal Shelter, Airport, Human Rights Office, etc.), unique ** Iowa City's proposed tax rate for FY State or federal mandates (e.g. increased public pension 2013 -14 in $16.81. At this time the tax rate of other listed jurisdictions listed is contributions), and other factors such as a significant undetermined number of University of Iowa affiliated tax - exempt properties within the jurisdiction Second, is our organization's responsiveness to the changing demands of the business sector. This includes the nimbleness of our development review process and our ability to modify regulations in a manner that facilitates growth in the ever changing marketplace. Third, is to ensure that capital investments are judicially planned and that private incentives are responsibly offered only when the resulting outcome has a justifiable rate of return, quantified both financially and in terms of the organization's strategic plan priorities. While the tax rate and expenditure decisions are well integrated in the budget process, the responsiveness factor is not directly addressed through budgetary decisions, but rather through management initiatives. Other forces that are outside of our control also influence Iowa City's ability to compete with neighboring jurisdictions. Lower costs of land and aggressive economic incentives from neighboring jurisdictions are outside of our span of control. However, we need to be cognizant of those variables and leverage our unique assets and character in ways that clearly illustrate value that cannot be matched in other communities. Fiscal Year 2013 -14 Budget Overview In preparing this budget document, City staff accounted for the previously- mentioned financial goals, strategic plan and the controllable factors that influence desired growth and development in the region. By adhering to these principles, the staff has compiled a budget that balances both the short -term needs and the long -term health and stability of the community. The proposed City budget includes projected expenditures totaling $168,930,989. Of the total operating budget, $51,639,373 is for the General Fund, $48,199,872 is directed to Capital Projects and $46,202,630 is related to various enterprise or business funds. 3 CITY OF IOWA CITY FY2014 PROPOSED BUDGET A breakdown of the proposed budget by fund type is provided below. FY 2013 -14 Expenditure Comparison by Fund Type $60,000,000 F-- e eee lse $40,000,000 $30,000,000 $20,000,000 $10,000,000 $ General Business- ■ Budgeted Amount 1 $51,639,373 1 $46,202,630 Special Revenue $9,392,414 Debt Service $13,496,700 Ca $48,199,872 It is important to look deeper into the types of expenditures that occur within each of these funds. For that purpose the following chart displays the program of expenses across all funds. The majority of outlay is related to business or enterprise funds such as water, sewer, parking and transit. Other significant expenditure categories include public safety and capital projects. Of particular note is the 33.6% decrease in debt service outlay, which is directly related to debt retirement initiatives that the City undertook in the previous year. 4 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 CITY OF IOWA CITY FY2014 PROPOSED BUDGET FY2014 All Funds Expenditures by Program XA CZ a��e� G`�� �GOCo c e`` ^� ci ` q`: CP Ge �Jyo 40.0% 20.0% 0.0% -20.0% -40.0% -60.0% -80.0% - 100.0% d T J O a z E O d c A z U C U d a Iowa City derives the majority of its revenues through property taxes and charges for services. The following table and pie chart details Iowa City's revenue mix across all fund types. The decline in revenue is due to several factors, including the pending expiration of the Local Options Sales Tax and reduced grant income. All Funds Revenue Comparison of FY 2012 -13 versus FY 2013 -14 61 FY 2013 FY 2014 Percent Change Taxes $ 50,407,376 $ 50,200,197 -0.4% Other City Taxes $ 11,613,905 $ 5,554,566 -52.2% Licenses & Permits $ 1,440,389 $ 1,350,968 -6.2% Use of Money & Pro $ 1,671,893 $ 1,682,662 0.6% Intergovernmental $ 67,757,103 $ 42,417,564 -37.4% Charges for Services $ 40,927,108 $ 40,303,766 -1.5% Misc. $ 6,065,656 $ 7,027,790 15.9% Debt Sales $ 13,800,000 $ 16,900,000 22.5% Sales of Assets $ 1,181,586 $ 81,450 -93.1% Total $ 194,865,016 $ 165,518,963 -15.1% 61 CITY OF IOWA CITY FY2014 PROPOSED BUDGET All Funds Revenue Sources W&MK 111 M Isc. 4% Debt Sales 10% Taxes 30% Other City Taxes Charges for 3% Services 25% `Licenses & / Permits 1% Intergovernmental 26% Use of Money & Prop 1% It is important to consider how the overall revenue and expenditure recommendations in this budget will impact local households and businesses. Businesses will realize tax savings from the outlined reduction in the property tax levy to $16.81. Just two years ago, Iowa City's rate was $17.84, which means the fiscal year 2013 -14 rate represents a 5.8% decrease over two years. The amount of services provided, such as water, sewer and stormwater vary considerably among businesses and therefore total financial impact numbers are not able to be quantified for a 'typical' business. However, with the savings in property taxes, it is believed that the majority of businesses in the Iowa City community will pay less in taxes and fees compared to the previous year. On the residential side, it is easier to determine an overall financial impact to an average household. The following bar chart illustrates the estimated financial impact to the average household in Iowa City. Despite a lower property tax rate, it is estimated that a typical household (assumed $100,000 assessed property value) will pay approximately $18 more in taxes and fees for basic services to the city in fiscal year 2013 -14. This is due to the increase in the state rollback percentage, which makes a greater percentage of assessed residential property value taxable. 11 CITY OF IOWA CITY FY2014 PROPOSED BUDGET Financial Impact to a Typical Household $2,000.00 r - $1,800.00 $1,600.00 $1,400.00 $1,200.00 see so :es so ' $200.00 $ FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 � Property Taxes $781 $814 $833 $866 $876 $888 �Stormwater $24.00 $24.00 $24.00 $30.00 $36.00 $42.00 Refuse $174.00 $174.00 $186.00 $186.00 $186.00 $186.00 Sewer -800 cubic feet $432.96 $432.96 $432.96 $432.96 $432.96 $432.96 � Water -- 800 cubic feet $328.08 $328.08 $328.08 $328.08 $328.08 $328.08 - Percent of annual change -0.1% 1.9% 1.8% 2.2% 0.9% 0.9% General Fund Highlights 2.5% 2.0% 1.5% 1.0% 0.5% 0.0% -0.5% The General Fund, which includes services such as police, fire, parks and recreation, and general government represents approximately 30% of the total budget. General Fund operations are largely supported by property taxes, which constitute over 60% of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart. M CITY OF IOWA CITY FY2014 PROPOSED BUDGET Charges for 7% Intergovernmental 4% Use of Money & Prop 1% Licenses & 2% Misc 3% Other Financing Sources 1111106 9% City Taxe 8% For economic competitiveness reasons, reducing the property tax rate was a clear priority in assembling this budget. The taxable valuation of property in Iowa City increased 2.5% for FY 2013 -14, primarily due to continued increase in statewide agricultural land values, which directly influences the State of Iowa rollback percentage on residential properties. The rollback percentage defines how much of residential assessed value becomes taxable in any given year. The following chart depicts the change in taxable valuations over the last six years. $3,500,000,000 $3,000,000,000 $2,500,000,000 $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 Six Year Trend of Taxable Valuations 8.0% 7.0% 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% FY2009 I FY2010 I FY2011 I FY2012 I FY2013 I FY2014 Taxable valuations 1 $2,409,223 1 $2,514,582 1 $2,684,708 1 $2,772,853 1 $2,899,547 1 $2,973,196 of change I 1 4.4% 1 6.8% 1 3.3% 1 4.6% 1 2.5% 8 CITY OF IOWA CITY FY2014 PROPOSED BUDGET The budget reflects a projected reduction of $.46 in the tax levy, which will bring Iowa City's rate to $16.81. The reduction is being achieved through several internal strategies, as well as through an increased rollback figure being applied by the State of Iowa. The internal strategies employed to achieve a lower rate include the following: • Debt restructuring and early bond retirement strategies pursued by the Finance Department • Favorable health insurance rates, primarily due to recently negotiated contractual terms with the City's employee collective bargaining units • Pursuing equitable cost sharing arrangements from other taxing jurisdictions for municipal services provided beyond Iowa City's borders • Achieving operational efficiencies in our departments, including a continued reduction in workforce through attrition measures. The budget contains no new staff positions (excepting two Police Officer positions that are partially grant funded) or notable expansions in services • Selected user fee increases that reduce property tax subsidies The projected reduction in the property tax rate follows similar actions taken by the City Council in FY 2012 -13. Combined these efforts have contributed to narrowing the gap between Iowa City's rate and that of neighboring municipalities and other comparable jurisdictions in Iowa. The projected property tax rate of $16.81 in this budget reflects the lowest level it has been since 2002 -03. These efforts not only produce real savings, but they also send a positive message that Iowa City is committed to enhancing the local business environment. For residential property owners, the combination of the increased State rollback and the lower property tax rate will mean that a property assessed at $100 000 will a an $9,000 $8,900 $8,800 $8,700 $8,600 $8,500 $8,400 $8,300 $8,200 $8,100 p Y estimated additional $12 in City property taxes in the coming year. This is primarily the result of the increased rollback percentage, which causes a larger portion of the assessed value to become taxable. CITY OF IOWA CITY FY2014 PROPOSED BUDGET The following chart is provided for a greater historical perspective on Iowa City's municipal tax rate: . A detailed breakdown of the City's property tax asking for fiscal year 2013 -14 compared to the previous year is provided on the following page: LEVIES Iowa City Property Tax Rate Trend 18 014 d 17.5 A Tax Rate per $1,000 X x A H T N 0 17 General $ 23,486,337 8.100 $ 24,082,892 8.100 Transit $ 2,754,570 0.950 $ 2,824,537 0.950 Tort Liability $ 907,298 a` $ 869,036 0.292 Library $ 782,878 0.270 $ 802,763 0.270 Subtotal: $ 27,931,083 9.633 $ 28,579,228 _T Special Revenue Levies: Emergency $ - - $ - Employee Benefits U 3.193 $ 9,427,709 3.171 Subtotal: $ 9,257,850 3.193 $ 9,427,709 3.171 Debt Service $ 12,934,350 4.443 A 3 4.030 % Change from 1.00% - 3.21/° - 0.15/° ° 0 16.5 16 2002- 2003- 2004- 2005- 2006- 2007- 2008- 2009- 2010- 2011- 2012- 2013- 03 04 05 06 07 08 09 10 11 12 13 14 ■ Iowa City Tax Rate 16.813 17.596 17.314 17.729 17.302 17.297 17.717 17.853 17.757 17.842 17.269 16.813 1 ■ Percent Change 3.22°/ 4.66% -1.60% 2.40% -2.41% -0.03% 2.43% 0.77% -0.54% 0.48% -3.21 %- 2.64% . A detailed breakdown of the City's property tax asking for fiscal year 2013 -14 compared to the previous year is provided on the following page: LEVIES FY2013 Certified 014 Dollars Tax Rate per $1,000 Dollars General Fund Tax Levies: General $ 23,486,337 8.100 $ 24,082,892 8.100 Transit $ 2,754,570 0.950 $ 2,824,537 0.950 Tort Liability $ 907,298 0.313 $ 869,036 0.292 Library $ 782,878 0.270 $ 802,763 0.270 Subtotal: $ 27,931,083 9.633 $ 28,579,228 9.612 Special Revenue Levies: Emergency $ - - $ - Employee Benefits $ 9,257,850 3.193 $ 9,427,709 3.171 Subtotal: $ 9,257,850 3.193 $ 9,427,709 3.171 Debt Service $ 12,934,350 4.443 $ 12,039,001 4.030 % Change from 1.00% - 3.21/° - 0.15/° ° prior year: i[0 CITY OF IOWA CITY FY2014 PROPOSED BUDGET Agland Levy $ 4,349 3.004 $ 4,781 3.004 SSMID Levy $ 279,743 2.000 $ 279,743 2.000 Total Property Taxes $ 50,407,375 - - -- $ 50,330,461 - - -- On the expense side, General Fund operations largely consist of personnel related expenses. As a result, significant reductions in General Fund expenditures typically require a reduction in staffing levels. In the fiscal year 2013 -14 budget, an estimated 72% of General Fund expenditures are personnel related. A complete view on General Fund expenditures by category can be viewed in the following pie chart. FY 2013 -14 General Fund Expenditures by Category Personnel 72% Services 17% 1% - Suppl 3% ies Capital Outlay 8% Over the last two years, there has been a concerted effort to control General Fund expenses through staffing policies. In the last two years, multiple positions have been eliminated, while others have been left vacant or classified to lower pay grades during periods of vacancies. While these initiatives help, they struggle to keep up with rising salary and benefit costs. Of particular concern is the City's mandated contribution increases to the State's MFPRSI public safety retirement system. The budget estimates a one year increase in City police and fire public safety pension contributions of $215,000. From 2010 -11 to 2015 -16 the public pension safety contributions levels of the City will have increased an estimated 106 %, or $1.75 million. This creates considerable pressure on the property tax levy and produces obvious difficulties when trying to reduce General Fund spending. The General Fund budget reflects a status quo approach to current services. With the exception of the UniverCity program and two new previously approved Police Officer positions, there is no significant expansion of services funded in the budget. While there is no funding for expanded or enhanced service levels, staff remains committed to identifying efficiencies that strengthen our services without the need for new financial outlay. A few items of note in the General Fund budget include: 11 CITY OF IOWA CITY FY2014 PROPOSED BUDGET • Rental housing permit fees are slated to increase 4 %, which matches the cost increases for administering the program. • The budget incorporates fee increases that the Council approved for the Parks and Recreation Department in December of 2012. • The General Fund includes funding for ten UniverCity partnership program homes. With the addition of two to be funded from the Housing Authority, next year's total will be twelve, compared to the previous year's total of four. This program is seen as a critical piece to the Council's neighborhood stabilization strategic plan goal. • Funding is provided for two additional police officers, which will be partially funded by the federal grant that Council accepted in 2012. Enterprise / Business Fund Highlights Enterprise or Business Funds refer to specific operations that are intended to be self- sustaining, or without need of subsidy from property taxes or revenue sources other than fees collected that are directly related to the operation. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. Fund Revenue Expenditures Projected Ending Balance June 2014 Percentage of Ex enditures Parking 4,721,734 4,908,800 3,720,096 75.8% Parking Debt Service 840,350 838,300 1,536,425 183.3% Transit 6,626,613 6,602,057 445,464 6.7% Wastewater Treatment 12,995,201 14,485,548 10,101,774 69.7% Wastewater Treatment Debt Service 4,736,638 4,724,176 10,231,272 216.6% Water 8,386,021 9,023,937 5,004,717 55.5% Water Debt Service 2,010,316 1,985,039 3,857,993 194.4% Refuse Collection 2,984,915 2,959,828 301,909 10.2% Landfill 6,108,031 5,792,684 21,929,210 378.6% Airport 391,661 374,584 280,314 74.8% Stormwater Management 1,201,860 799,200 1,041,837 130.4% Broadband Telecommunications 866,569 894,020 1,614,672 180.6% Housing Authority 8,013,212 7,966,268 7,281,569 91.4% Each of the City's enterprise funds are in a stable condition. In order to maintain healthy reserves there are several fee increases included in the budget. Those increases are noted with other significant changes or issues below: 12 CITY OF IOWA CITY FY2014 PROPOSED BUDGET • The Parking Fund contains a completely revised rate schedule that includes a "first hour free" promotion in parking ramps, increased meter charges, increased citation amounts and various other changes to smaller revenue items. The expenditure side contains adequate funds to continue with capital upgrades including deployment of smart meters. • The Transit Fund is in its second year as an enterprise fund and, despite a low fund balance, does not contain a rate increase after fares were bumped to $1 in FY 2012 -13. • There are no fee increases planned in water or wastewater, but revenue and expenditure trends, as well as increasing capital needs are such that a rate increase may be needed in FY 2014 -15. • While there is no rate increase for regular household waste pickup, the Waste Fund includes raising refuse and yard waste bag charges to $1.25 (from $1.00), yard waste stickers to $25 (from $20), tire pickup to $5 and $8 (from $3 and $6), bulk items to $15 and $7 (from $10 and $5), as well as increases in electronic item pickup fees. These specialty pickups are becoming increasingly expensive and are impacting the overall health of these funds. • The landfill tipping fee is not altered in this budget document. However, there are fee increases for compost product ($20 per ton from $10 per ton), wood chip mulch ($10 per ton from $0), and television and computer monitor recycling ($10 or $15 from $5 or $10). These increases reflect the growing costs to provide these specialty services. The large reserve level of the landfill, is primarily related to closure and post - closure regulatory requirements. • This budget is year three of a previously planned four year phased stormwater fee increase. The rate will go to $3.50 per equivalent residential unit (ERU), which is up from $3.00. • The General Fund subsidy of the Airport Fund is projected to be reduced to below $70,000 from $100,000 provided in fiscal year 2012 -13. This is due to the debt retirement strategies and the removal of the City's Economic Development Coordinator salary from non - General Fund operations. • The Cable Fund projects an increase in compensation to the General Fund for services to $200,000 from the previous $100,000 compensation level. • The Housing Authority projects to draw down its Tenant to Owner Program fund balance by $100,000 for the renovation and sale of two homes in the UniverCity program to income eligible families. 13 CITY OF IOWA CITY FY2014 PROPOSED BUDGET Internal Service Fund Highlights Internal Service Funds serve needs that are internal to the City as an organization. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. Fund Revenue Expenditures Projected Ending Percentage of Balance Expenditures June 2014 Equipment 5,885,820 4,919,434 8,845,597 179.8% Risk Management 1,087,931 928,691 3,038,200 327.1% Loss Reserve Information 1,842,517 2,436,123 2,015,937 82.8% Technology Central Services 238,871 189,990 840,259 442.3% Health Insurance 7,935,184 7,926,255 9,180,441 115.8% Reserve Dental Insurance 352,881 368,000 76,462 20.8% Reserve All funds are in good condition with healthy balances. Strong balances create reserves that can provide flexibility to deal with unexpected costs or opportunities. Of particular note is the Health Fund, which has strengthened in recent years due to relatively low increases in premium costs. This is in large part due to changes in the collective bargaining agreements and personnel policies that have required a greater share of health related costs to be covered by employees and their dependants. Capital Improvement Plan Highlights The capital budget proposed for fiscal year 2013 -14 totals $48,199,872 and the five year Capital Improvement Plan (CIP) totals $251,360,892. The majority of CIP projects in the five year period improve the local transportation network and municipal utility system. 14 CITY OF IOWA CITY FY2014 PROPOSED BUDGET Capital Improvement Program By Category FY2013 - FY2017 General Government Public Safety 1% 3% 1 Transportation Culture & Recreation Services ' 6% 14% Airport 3% Water, Wastewater & Stormwater 28% Streets, Bridges & Traffic Eng. 41% Landfill 2% Community & Economic Development 2% The five year program continues to reflect the City Council's priorities established in previous fiscal years. As funding allows, non - committed dollars are directed toward critical infrastructure projects and initiatives that address the City Council's strategic plan priorities. Of particular note, is the end of the 1% voter approved Local Option Sales Tax (LOST) that expires in June of 2013. These funds have been collected to fund flood recovery and mitigation projects, most notably the Gateway Project (Dubuque Street) and the South Wastewater Plant Expansion. Other funding sources, including local monies are expected to be required to supplement LOST revenues on these high dollar projects. In FY 2013 -14, staff is projecting the issuance of approximately $9 million in general obligation bonds. The use of general obligation bonds is required in order to carry out the projects that are being recommended. The level of bonding projected is well below the thresholds established by the State of Iowa and is consistent with Iowa City's own internal debt policies. Significant projects planned for the upcoming 2013 -14 fiscal year include: 15 CITY OF IOWA CITY FY2014 PROPOSED BUDGET (Sorted by strategic plan priority or other critical need identification. Note many projects span several fiscal years and may not be fully completed in 2013 -14. Projected costs include those already incurred in prior years and costs anticipated in future years) Flood Recovery and Mitigation • South wastewater plant expansion ($55.2 million) • Gateway project ($40.1 million) • Animal shelter facility construction ($3 million) • West side levee construction ($5.5 million) • Rocky Shore lift station ($6.6 million) • Normandy Drive restoration / Ned Ashton House ($.8 million) Critical Infrastructure Need / Committed Projects • Reconstruction of fire - destroyed landfill cell ($4.0 million) • Rochester Avenue bridge reconstruction ($1 million) • Dubuque Street / 1 -80 pedestrian bridge ($2.1 million) • City Park master plan and pool upgrade ($.7 million) Community and Economic Development • Moss Ridge Road design and construction ($3.5 million) • Lower Muscatine Road reconstruction ($9.2 million) • First Avenue railroad crossing ($8.6 million) • Williams Street reconstruction ($.5 million) • Towncrest redevelopment ($2.7 million) Downtown and Near Downtown Development • Parking facility and enforcement automation ($2.3 million) • Streetscape enhancement project ($1.9 million) • Riverside Drive pedestrian tunnel ($1.5 million) • Riverfront Crossings development ($1.2 million) Neighborhood Stabilization • Fairmeadows Park splash pad and restroom construction ($.4 million) • Neighborhood park master plan and construction project ($.2 million) • Various miscellaneous utility, road /trail /sidewalk and park repair line items Coordinated Communication and Customer Service Orientation • Enterprise Resource Platform (ERP) software project ($1.3 million) • Projectdox electronic plan review software ($.3 million) iR3 CITY OF IOWA CITY FY2014 PROPOSED BUDGET As illustrated above, staff's recommendations on CIP projects are driven by the strategic plan priorities and those projects that are already committed. While there are several additional projects that would further these goals, the City must balance the need to reduce property tax pressures and limit projects that increase operating costs in future years. Debt Service The State of Iowa limits City debt to no more than 5% of the total assessed value of property within the corporate limits as established by the City Assessor. The budget anticipates an outstanding debt in FY 2013 -14 of approximately $73 million, which is 1.6% of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 32% of the allowable level. The following chart provides a historical view of Iowa City's debt in relation to the allowable debt level. Iowa City's internal fiscal policy was revised in April 2010 to specify that the "debt service levy shall not exceed 30% of the city levy in any one fiscal year ". The FY 2013 -14 budget includes a debt service levy that is approximately 24% of the total levy. This is the lowest percent the City has realized in several years and is well below the organization's policy ceiling of 30 %. The budget continues to reflect prudent borrowing practices, which help preserve financial flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has worked to reduce its debt load, which in turn has helped to lower property tax rates in the community. Issues on the Horizon This year's budget was developed with an understanding that revenue sources in future years may be dramatically affected by decisions at the state level concerning commercial property taxes and the tax classification of multiple - family buildings. In prior years the state legislature has expressed a desire to reform property taxes, however they have failed to garner sufficient 17 General Obligation Debt by Fiscal Year 300 250 200 ■ State of Iowa Allowable Debt 150 Margin 100 ■ Iowa City General Obligation Debt 50 0 Figures in millions of dollars JC3 F JQ,� F F F F F F F Estimated rF =F Iowa City's internal fiscal policy was revised in April 2010 to specify that the "debt service levy shall not exceed 30% of the city levy in any one fiscal year ". The FY 2013 -14 budget includes a debt service levy that is approximately 24% of the total levy. This is the lowest percent the City has realized in several years and is well below the organization's policy ceiling of 30 %. The budget continues to reflect prudent borrowing practices, which help preserve financial flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has worked to reduce its debt load, which in turn has helped to lower property tax rates in the community. Issues on the Horizon This year's budget was developed with an understanding that revenue sources in future years may be dramatically affected by decisions at the state level concerning commercial property taxes and the tax classification of multiple - family buildings. In prior years the state legislature has expressed a desire to reform property taxes, however they have failed to garner sufficient 17 CITY OF IOWA CITY FY2014 PROPOSED BUDGET support on any single proposal. It is expected that reform discussions will continue and many speculate that changes will be approved in 2013. Cities across Iowa are beginning to plan for property tax reform, which is likely to necessitate reductions in services or tax shifts to residential payers. Assuming a phased commercial rollback plan of 3% per year is approved, Iowa City will stand to lose approximately $620,000 in General Fund revenue, compounded annually each year a rollback is enacted. If on top of this loss, multiple - family buildings are reclassified from commercial to residential then Iowa City's annual loss in revenue could exceed $1,000,000 annually. Given the community's need to become more economically competitive in our taxing structure, it is unlikely that increases in the property tax rate to offset the loss in revenue will be a palatable option. Rather, it is more realistic that a combination of service cuts and revenue enhancements will need to be considered by the community. Fortunately, prudent budget decisions in recent years, including staff reductions, reduced debt loads, and the shift of transit operations to an enterprise fund, will help provide the City some flexibility in dealing with this uncertainty. On the expense side, the City will need to prepare for increasing pension mandates, unknown health reform compliance issues and a further stagnation of road use tax revenue. Each of these issues places pressure on the General Fund and thus contributes to inflated property taxes or deterioration of critical transportation network infrastructure. Reforms at the state level may positively impact the pension and road use tax issues, which could potentially provide some measure of relief. The City's enterprise funds are in stable condition. Recent and ongoing capital investments in Water and Wastewater plants will provide a solid utility foundation, however downward trends in water consumption and aging distribution infrastructure will likely place upward pressure on water rates in the foreseeable future. We continue to work through the rebuilding of the landfill cell that was destroyed by the 2012 fire. Fortunately, the landfill reserves appear to be healthy enough to support the rebuilding of the cell without significant cost increases to the public. However, the reserve levels will be depleted to points that will limit short -term flexibility to respond to unexpected operational or capital needs. Further, the City's past practice of internally loaning landfill reserve funds to other operations will not be a viable option in the coming years. From a capital investment standpoint, the City is continuing to move into the flood mitigation construction phase. The flood projects have consumed a significant amount of City staff time and financial resources. As the community initiates and completes these important projects, more focus and attention can be turned to assignments that directly relate to the organization's strategic plan. Conclusion and Acknowledgements This budget document reflects Iowa City's focus on providing high quality municipal services in a fiscally responsible manner. It was crafted with guidance provided by the City Council through the Strategic Plan. Specifically, the budget takes another step forward in becoming more economically competitive in our region, while providing prudent levels of resources for valued iP.l CITY OF IOWA CITY FY2214 PROPOSED BUDGET services and capital projects that align with stated goals and can demonstrate positive returns for the community. The City's financial condition remains strong and our reserve levels provide sufficient flexibility in the event of unexpected conditions. Activities associated with further recovery from the recent recession and rebuilding from the 2008 flood are projected to provide economic stability In the region. However, Iowa City will need to pay close attention to ongoing property tax reform discussions. If reform is enacted, we will need to immediately ccmmence preparations to deal with significant revenue loss that will likely compound for several consecutive years. This issue, as well as ongoing monitoring of City finances and the budget will again be a priority for staff in the coming year. This document builds upon enhancements to last year's budget that armed to improve navigability and better educate elected officials and the general public. Improvements include formatting changes that enhance the readability for bath print and electronic readers including bookmarks and hyperlinks. The document further refines department narratives and performance measures and includes an increased focus on the strategic plan and its relation to the budget. Lastly, staff worked to expand the breadth of financial reporting through the addition of an economic trend analysis section and expanded narrative and illustrative information on the City's financial condition. These changes are designed to improve the availability of information, hopefully improving readers' understanding of municipal operations and haw the City Council's established priorities inform budget decisions. In conclusion, I would be remiss if I did not acknowledge the efforts of our department heads, supervisors and staff in submitting responsible spending plans for the coming year. I would like to specifically recognize the efforts of the Finance Department, led by Director Kevin O' Malley. Additenally, I would like to recognize the hard work and analysis of Budget Analysts, Deb Mansfield, Simon Andrew, and Wendy Han, as well as Administrative Secretary Cyndi Ambrose. The compilation of this complex document requires a significant amount of work, which was largely performed by these five employees in the Finance Department. As this will be Mr. Kevin O'Malley's last budget, I would like to personally thank him for his years of service, leadership and fiscal prudence. Iowa City has been extremely fortunate to have had the benefit of Mr. O'Malley's services for more than twenty seven years. The community owes him a debt of gratitude and we wish him and his family the best in their future endeavors. Sincerely, i/ Thomas M. Markus City Manager iRl Pill Financial Comparisons — All Funds Revenues & Other Financing Sources For All Funds FY2014 Proposed: $213,748,207 Transfers in 22% Miscellaneous/ 3% Sale of Assets 0% Debt Sales 8% Taxes 24% Charges for Services 19% 21 Other City Taxes 2% Licenses & Permits 1% Intergovernmental Use of Money & 20% Property 1% I FY2013 FY2014 FY2012 Amended Proposed Revenue Type Actual Budget Budget Taxes 50,382,625 50,914,436 50,675,275 Other City Taxes 11,314,443 11,106,845 5,079,488 Licenses & Permits 1,315,785 1,440,389 1,350,968 Use of Money & Property 2,404,018 1,671,893 1,682,662 Intergovernmental 35,970,999 67,757,103 42,417,564 Charges for Services 39,974,946 40,927,108 40,303,766 Miscellaneous 5,253,129 6,065,656 7,027,790 Transfers in 57,460,919 101,117,142 48,229,244 Debt Sales 16,410,767 13,800,000 16,900,000 Sale of Assets 3,856,075 1,181,586 81,450 Total Revenue -All Funds: 224,343,706 296,982,168 213,748,207 Revenues & Other Financing Sources For All Funds FY2014 Proposed: $213,748,207 Transfers in 22% Miscellaneous/ 3% Sale of Assets 0% Debt Sales 8% Taxes 24% Charges for Services 19% 21 Other City Taxes 2% Licenses & Permits 1% Intergovernmental Use of Money & 20% Property 1% City of Iowa City -All Funds Total Revenues & Other Financing Sources by Revenue Type -ALL FUNDS - NVA FY2013 FY2014 %Chg FY2012 Amended Proposed from Actual Budget Budget Prior Yr Taxes Levied on Property 49,542,640 50,407,376 50,200,197 0% Delinquent Property Taxes 1,219 0 0 TIF Revenues 838,766 507,060 475,078 -6% Other City Taxes: ............................ ........................... ............................ ........................... ............................ ............................ ........................... ............................ ........................... ............................ .......................... .......................... .......................... .......................... .......................... Utility Tax Replacement Excise Taxes 857,553 773,712 787,106 2% Utility franchise tax 826,450 928,000 831,201 -10% Mobile Home Taxes 70,234 65,546 60,903 -7% Hotel/Motel Taxes 813,896 739,587 1,000,278 35% Other Local Option Taxes 8,746,310 8,600,000 2,400,000 -72% Total - Other City Taxes 11,314,443 11,106,845 5,079,488 54% Licenses& Permits 1,315,785 1,440,389 1,350,968 5% Use of Money& Property 2,404,018 1,671,893 1,682,662 1% Intergovernmental: ............................ ........................... ............................ ........................... ............................ ............................ ........................... ............................ ........................... ............................ ................. .......................... .......................... .......................... .......................... .......................... Federal Grants & Reimbursements 12,129,597 39,719,104 24,025,941 -40% Road Use Taxes 6,447,020 6,379,028 6,548,683 30% Other State Grants & Reimbursements 14,810,878 18,423,401 9,164,966 0% Local Grants & Reimbursements 2,583,504 3,235,570 2,677,974 -17% Total - Intergovernmental 35,970,999 67,757,103 42,417,564 37% Charges for Services ........................... ............................ ........................... ............................ ........................... ............................ ........................... ............................ ..........>: >:8,184, ............... ........................ ......................... ........................ .......................... .......................... .......................... .......................... .......................... .......................... Water Utility 8,225,837 531 8,225,837 1% Sewer Utility 12,561,062 12,758,469 12,561,062 -2% Parking 3,676,288 3,701,583 3,068,220 -17% Landfill/Garbage 7,993,975 8,303,889 8,071,080 3% Transit 1,850,081 2,135,500 2,209,101 3% Cable TV, Internet & Tele hone 820,285 814,200 720000 _120% Housi I Authon 0 0 0 Storm Water Utility 785,450 950,000 1,200,000 0/ 26% Other Fees & Charges for Service 4,061,968 4,078,936 4,248,46r6420%/. Total -Char es for Services 39,974,946 40,927,108 40,303,766 -2% Miscellaneous 5,253,129 6,065,656 7,027,790 16% Other Financing Sources: ............................ ........................... ............................ ........................... ............................ ........................... ............................ ........................... ............................ ........................... ............................ ........................... .......................... .......................... .......................... .......................... .......................... .......................... Re ula peratilnq Transfers In 57,460,919 101,117,142 48,229,244 52% Total - Operating Transfers In 57,460,919 101,117,142 48,229,244 52% Proceeds of Debt 16,410,767 13,800,000 16,900,000 22% Proceeds of Capital Asset Sales 3,856,075 1,181,586 81,450 30% Total -Other Financing Sources 77,727,761 116,098,728 65,210,694 -44% Total Revenues & Other Financing Sources: 224,343,706 295,982,158 213,748,207 -28% NVA Expenditure Type FY2012 Actual FY2013 Amended Budget FY2014 Proposed Budget Public Safety $ 20,575,697 $ 21,554,839 $ 21,914,651 Public Works 13,390,374 7,729,372 7,483,926 Health & Social Services - 290,707 265,175 Culture & Recreation 12,444,588 12,770,999 13,203,612 Community & Economic Development 18,342,208 8,306,974 10,374,482 General Government 7,610,514 7,672,254 7,789,941 Debt Service 28,713,981 20,326,046 13,496,700 Governmental Capital Projects 14,088,384 84,113,334 18,680,982 Proprietary/ Business -Type Funds 50,985,889 96,638,133 75,721,520 Transfers -Out 57,460,916 101,117,142 48,229,244 Total Expenditures & $ 223,612,551 $ 360,519,800 $ 217,160,233 Transfers Out -All Funds: Expenditures & Transfers Out by Program Area For All Funds Governmental LGeneral Gov Capital Projects 4% 9% PAI $217,160,233 Health & Social Services <1% .Culture & Recreation 6% City of Iowa City -All Funds Total Expenditures & Transfers Out By State Program Area -ALL FUNDS - 24 FY2013 FY2014 % Chg FY2012 Amended Proposed from Prior Governmental Activities Actual Budget Budget Year Public Safety Police Department /Crime Pre\,ention 10,725,652 11,560,311 11,607,540 0.4% Fire Department 6,991,839 7,329,726 7,626,716 4.1% Buildinq Inspections 1,571,490 1,645,323 1,605,500 -2.4% Animal Control 663,091 789,199 769,308 -2.5% Other Public Safety 623,625 230,280 305,587 32.7% Total - Public Safety 20,575,697 21,554,839 21,914,651 1.7% Public Works _ Roads, Brid es, & Sidewalks 2,700,357 3,666,185 3,641,031 -0.7% Street Liahtina 553,381 502,636 495,557 -1.4% Traffic Control and Safety 1,017,608 1,053,412 1,036,929 -1.6% Snow Removal 523,734 506,487 375,163 - 25.9% Highway Engineering 1,200,825 1,281,936 1,314,873 2.6% Street Cleaning 383,301 91,174 43,290 -52.5% Other Public Works 7,011,168 627,542 577,083 -8.0% Total - Public Works 13,390,374 7,729,372 7,483,926 3.2% Health & Social Services Other Health and Social Services - 290,707 265,175 -8.89% Total - Health & Social Services - 290,707 265,175 -8.8% Culture & Recreation Library Services 5,758,773 5,822,606 6,177,770 6.1% Parks 2,347,375 2,327,128 2,443,275 5.09% Recreation 3,128,578 3,297,478 3,298,345 0.09% Cemetery 381,119 369,553 381,597 3.3% Other Culture and Recreation 828,743 954,234 902,625 -5.4% Total - Culture & Recreation 12,444,588 12,770,999 13,203,612 3.4% Community& Economic Development _ Communit Beautification 558,922 536,273 628,623 17.2% Economic De�lo ment 1,012,843 885,967 876,176 -1.1% Housing and Urban Renewal 3,283,483 2,063,265 1,506,114 - 27.09% Plannin & Zonin 749,890 749,917 773,837 3.29% Other Com & Econ De\,elo ment 12,737,070 4,071,552 6,589,732 61.89% Total - Community & Economic De\,elopment 18,342,208 8,306,974 10,374,482 24.9% General Government Ma or, Council, & Cit Mana er 711,109 902,910 1,067,750 18.39% Clerk, Treasurer, & Finance Adm. 3,263,512 3,086,057 3,097,483 0.49% Legal Services & City Attorne 654,081 671,956 690,133 2.79% Cit Hall &General Buildin s 490,369 511,382 498,549 -2.59% Tort Liability 854,852 922,125 882,718 -4.39% Other General Government 1,636,591 1,577,824 1,553,308 -1.6% Total - General Government 7,610,514 7,672,254 7,789,941 1.5% 24 City of Iowa City -All Funds Total Expenditures & Transfers Out By State Program Area -ALL FUNDS - Debt Service 28,713,981 20,326,046 13,496,700 33.6% Gov Capital Projects 14,088,384 84,113,334 18,680,982 -77.8% TIF Capital Projects Total - Governmental Capital Projects 14,088,384 84,113,334 18,680,982 -77.8% Total - Governmental Activities 115,165,746 162,764,525 93,209,469 42.7% Business-Type Activities Water Utility 5,698,057 5,937,273 6,069,296 2.2% Sewer Utilit 5,557,776 5,540,837 5,508,910 0.69/. Air ort 330,778 335,651 343,715 2.49/. Landfill /Garba e 7,243,772 7,923,689 7,752,512 2.29/. Transit 0 5,984,050 6,276,733 4.99/. Cable N, Internet & Tele hone 679,691 717,476 814,020 13.59/. Housin Authorit 7,818,879 7,279,101 7,922,279 8.89/. Storm Water Utilit 605,147 731,702 799,200 9.2% Other Business T e 3,094,437 3,257,159 3,168,450 2.79/. Enter rise Debt Service 9,208,697 14,728,719 7,547,515 48.89/. Enterprise Capital Projects 10,748,655 44,202,476 29,518,890 33.29/. Total- Business -Type Expenditures 50,985,889 96,638,133 75,721,520 -21.6% Total -All Expenditures 166,151,635 259,402,658 168,930,989 34.9% Total - Transfers Out 57,460,916 101,117,142 48,229,244 52.3% Total Expenditures & Transfers Out: 223,612,551 360,519,800 217,160,233 39.8% Yb7 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. PM F Y O 1 4 CITY OF IOWA CITY STRATEGIC PLAN Background & Summary of Council Priorities from the October 2012 Progress Report M P1.1 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 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: W] CITY OF IOWA CITY PROPOSED BUDGET FY2o1q • 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. October, 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 October, 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. The full status report is available aticgov.org. Kin CITY OF IOWA CITY PROPOSED BUDGET FY2014 FY 2012 -13 Strategic Planning Status Report: Summary of Council Priorities Council I Goal I Defined Actions I Progress to Date Priorities Economic and Community Development Development of the Downtown and Near Downtown Areas 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. 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 compliments the surrounding neighborhoods and University community. - Move forward with capital investment and other targeted strategies for existing commercial locations in the community. Work to streamline the economic development process. - Identify policies, programs and other activities that can assist economic development efforts community -wide. Commence work on planned capital projects, including a new parking facility, the conversion of Washington Street to two -way traffic and the Downtown maintenance project. Facilitate private investment through partnerships on strategic properties. Investigate new programs aimed to increase the marketability of existing properties and also increase the amount of usable space within the district's building stock. 31 Strategies for the identified targeted areas have proceeded and include such steps as land acquisition, traffic studies and environmental reviews Several tangible steps have been taken to streamline development and businesses processes The Washington Street two -way conversion was completed and staff is working to prepare for the CDB streetscape improvements. Several investments in small businesses have been made. Several larger public /private partnerships have been announced or are being actively discussed. Staff is actively engaged with the Iowa City Downtown District and working on a number of promising issues with that group and the University. CITY OF IOWA CITY PROPOSED BUDGET I FY2014 FY 2012 -13 Strategic Planning Status Report: Summary of Council Priorities Council I Goal I Defined Actions I Progress to Date Priorities Neighborhood Stabilization A Strong and Sustainable Financial Foundation 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. 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, N u isa nce mitigation Actively work with the ICCSD on collaborative efforts to strengthen neighborhood schools Review and recommend changes to financial policies and practices Maintain City's AAA Bond Rating Continue to update and improve the analysis within and the readability of the annual budget document Earn the GFOA Distinguished Budget Presentation Award Kra 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, including a new purchasing manual. The City also had its AAA bond rating reaffirmed. The City Council approved staffing changes, which allowed for greater resources to focus on financial analysis and the budget document. The FY13 adopted budget earned the GFOA Distinguished Budget Presentation Award CITY OF IOWA CITY PROPOSED BUDGET FY2014 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. BBi 34 F Y 2 O 1 2 INTRODUCTION TO THE FINANCIAL PLAN Financial and Fiscal Policies Preparation of the Financial Plan Economic Overview Full Time Equivalents (FTE) Summary K1y 1911 FINANCIAL AND FISCAL POLICIES 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. KrA 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 effo rts. 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. Kia 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. 1914 • 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 em • 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. • 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 Obligation debt applicable to Enterprise Fund projects will be paid out of the Debt 41 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. 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. E1114 • 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 $130,000 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 $72,000 and $130,000. 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 City Council or Commission o Competitive sealed bidding shall be used for Public Improvement Contracts of horizontal infrastructure — roads, streets, bridges and culverts of $70,000 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 $70,000. This process shall consist of: 1. Invitation to bid 2. Bid opening 3. Bid evaluation E1161 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. 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. 44 • 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. • 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. El 1.1 IUNA:ra Mill 9 Eel ki[•]ad:1:8aInilLl Eel Film »aLl I Introduction This Three -Year Financial Plan is for fiscal years FY2014 through FY2016, 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 FY2013 through FY2017. 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 ere 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.) er1A 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. El 1.1 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 31 st, 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. El &I Financial Plan Preparation Schedule FY2014 — 2016 September 13 September 28 October 1 - 26 October 26 —November 9 November 12 thru December 7 December 13 January 2013 January 27 February 21 Distribution of FY14 financial planning materials to departments. FY14 budget proposals due to Finance Administration. City Manager, Finance Administration, department directors and managers review financial plan. Input approved adjustments from City Manager. Preparation of the proposed financial plan and FY14 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. March 5 Hold Public Hearing. City Council approves FY2014 budget , the FY2014 -2016 Financial Plan and FY13 -17 CIP Plan. 6111 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 ECONOMIC OVERVIEW The national economy continues to move toward recovery after one of the deepest recessions on record. The recession officially spanned from December 2007 to June 2009 (National Bureau of Economic Research). Real GDP has grown in 13 consecutive quarters after declining in five of the six preceding quarters. (Source: Bureau of Economic Analysis) Iowa City's economy has fared better than the state as a whole during the economic downturn. While Iowa City's unemployment rate has increased, it remains well below state and national levels. In 2011, the Iowa City Metropolitan Statistical Area had the fourth lowest unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) The growth in assessed property value has slowed in recent years. The effect of this slow growth on taxable value has been offset by increases in the state - mandated "rollback"; a higher percentage of residential properties" value is taxable. US & Iowa GDP Trends Annual Percent Change .00% 6.00% 4.00% 2.00% Unemployment Rates $5,000 $4,000 12.0% $3,000 $2,000 $1,000 0.00% $0 10.0% FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 0 Assessed $2,959 $3,192 $3,293 $3,807 $3,928 2.00% $4,376 $4,450 $4,520 $4,616 ■Taxable $1,994 6.0% $2,125 $2,363 $2,428 IN $2,679 $2,758 $2,848 $2,960 4.0% 2.0% 0.0% 2004 4.00% 2003 1 2004 1 2005 1 2006 1 2007 1 2008 2009 2010 2011 ■ US 2.50% 1 3.50% 1 3.10% 1 2.70% 1 1.90% -0.30% -3.10% 2.40% 1.80% ■Iowa 3.80% 1 6.97% 1 1.83% 1 0.96% 1 4.67% -2.47% -2.90% 5.07% 1.92% Assessed and Taxable Property Valuations* Unemployment Rates $5,000 $4,000 12.0% $3,000 $2,000 $1,000 $0 10.0% FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 0 Assessed $2,959 $3,192 $3,293 $3,807 $3,928 8.0% $4,376 $4,450 $4,520 $4,616 ■Taxable $1,994 6.0% $2,125 $2,363 $2,428 IN $2,679 $2,758 $2,848 $2,960 4.0% 2.0% 0.0% 2004 2005 2006 2007 2008 2009 2010 2011 4.37% ■National 5.4% 4.9% 4.4% 5.0% 7.3% 9.9% 9.4% 8.5% 15.63% 3.18% ■Iowa 4.6% 4.0% 3.6% 3.9% 4.2% 6.3% 6.2% 5.6% ■ Iowa City 3.8% 2.9% 2.5% 3.1% 3.7% 4.3% 4.4% 4.3% Assessed and Taxable Property Valuations* in millions $5,000 $4,000 $3,000 $2,000 $1,000 $0 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 0 Assessed $2,959 $3,192 $3,293 $3,807 $3,928 $4,264 $4,376 $4,450 $4,520 $4,616 ■Taxable $1,994 $2,075 $2,125 $2,363 $2,428 $2,567 $2,679 $2,758 $2,848 $2,960 • Change, Taxable 4.08% 2.39% 11.22% 2.75% 5.72% 4.37% 2.95% 3.27% 3.93% • Change, Assessed 1.82% 7.87% 3.16% 15.63% 3.18% 8.53% 2.64% 1.68% 1.58% 2.11% *100% assessed valuations before rollback; military exemptions deducted Includes agricultural valuations, applicable increment, and gas & electric utilities Tax collection year displayed Source: Iowa Department of Management 51 The average residential home sale price has rebounded after a sharp decline in 2010. 2012 figures represent activity between January 1 and November 30. CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Iowa City Average Residential Home Sale Price inthousands $220 $200 $180 $160 $140 $120 $100 2002 2003 2004 2005 2010 2011 2012* ■Avg. Sale Price $155 $172 $185 $187 $190 $199 $199 $201 $166 $202 $212 %Change 10.78% 7.36% 1.45% 1.61% 4.73% -0.25% 1 0.92% - 17.19 %21.34% 5.09% Source: Iowa City Area Association of REALTORSO The State of Iowa limits the portion of a property'§ value that is taxable, known as the assessment limitation order or "rollback ". This system is intended to limit the amount taxable value can increase in any one year. Taxable value can differ by property class (e.g. residential, commercial, agricultural, industrial); for City revenue streams, this most notably affects the taxable value of residential properties. Taxable Percentage of Home Value The portion of residential properties" assessed value that is taxable hit a low point in FY09, when forty -four percent of residential property values were taxable. This percentage has increased steadily for five consecutive years. However, this has coincided with slower assessed value growth and an Iowa Supreme Court decision allowing some apartment complexes previously taxed as commercial properties to reorganize as residential cooperatives. Currently, 100% of a commercial property'§ assessed value is taxable, meaning that as apartment complexes are reclassified as residential, the revenue the City realizes in property taxes from these complexes drops by approximately half. As Iowa City has more multi -unit apartment buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City's tax base. WA CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Though the value of building permits issued has declined in recent years, these numbers rebounded significantly in 2012. Through 11 months, the value of permits issued in 2012 has been higher than any complete year since 2003. *'2012 figures represent January- November activity. Building Permits *Value in millions $200 $180 $160 $140 $120 $100 $80 $60 $40 $20 $0 2002 2003 2004 "2007 9 2010 2011 2012 ** ■Value* $111 $170 $119 1 $112 1 $115 1 $119 1 $145 1 $75 1 $96 1 $82 1 $161 Permits 805 967 915 882 872 701 807 688 784 738 681 One measure of our local economic health is hotel /motel tax receipts. The City uses hotel /motel tax receipts to augment funds for public safety, parks & recreation services, and the Convention & Visitors Bureau. Generating revenue from non -Iowa City residents reduces the tax burden on residents. After a dip in revenue during FY10, hotel /motel tax receipts are above pre- recession levels. Hotel /Motel Tax Revenue inthousands $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 ■Hotel /Motel $563 $602 $636 $692 $724 $752 $667 $746 $814 %Change 6.92% 5.60% 8.81% 4.67% 3.92% - 11.39% 11.84% 9.17% 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 City Council passed and approved an ordinance establishing a one percent (1 %) tax. Of the $928,000 estimate for FY2013, $510,000 will fund a portion of the operational costs associated with Fire Station #4. $68,000 is earmarked for maintenance of the right -of -way. The remaining $350,000 is for recurring Capital Improvement Projects (CIP) in the right of way. W Utility Franchise Fee Revenue $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 FY11 OFY12FY13- ■ Utility Franchise $725,478 $826,450 $928,000 Fee Revenue %Change 13.92% 12.29% *FY13 figures are estimated revenue CITY OF IOWA CITY PROPOSED BUDGET I FY2014 The Iowa City property tax levy comprised approximately 44% of City residents" total property tax bill. The Iowa City Community School District and Johnson County make up another 35% and 18% of the total levy, respectively. *Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies. Source: Johnson County Auditor Iowa City's levy rate dropped approximately 3% in FY13, largely facilitated by an increase in the State - mandated ,rollback" and moving Transit operations out of the General Fund. City policy states that year -end General Fund unassigned cash balance will fall between 15% and 25% of total expenditures. The FY12 excess balance was used to repay internal loans for capital projects. Overlapping Taxing Jurisdictions Percent of FY13 Total Levy Rate Kirkwood CC 3% Coun 18% Iowa City 44% Lb.1 City of Iowa City Levy Rate and Percentage of Overlapping Jurisdictions 17.900 17.700 17.500 17.300 17.100 16.900 16.700 16.500 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 0 I Levy Rate 17.596 17.314 17.729 17.302 17.297 17.717 17.853 17.757 17.842 17.272 $2,000 IC %of Total 47.2% 46.8% 46.2% 45.3% 44.5% 43.7% 44.0% 43.4% 43.8% 43.7% FY11 FY12 Total Overlapping 37.247 37.027 38.355 38.226 38.830 40.567 40.596 40.915 40.754 39.499 $17,104 % of Exp. 36.5% 1 38.3% 1 40.1% 1 39.6% 1 31.3% 1 27.2% 1 34.4% 1 36.4% 29.3% General Fund Unassigned Cash Balance inthousands $20,000 $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 0FYG4FM5Y06 $6,000 $4,000 $2,000 $0 FY07 FY08 FY09 FY10 FY11 FY12 ■Cash Balance $14,429 $15,7921$17,4681$18,8401$15,4891$13,6051$16,3271$18,508 $17,104 % of Exp. 36.5% 1 38.3% 1 40.1% 1 39.6% 1 31.3% 1 27.2% 1 34.4% 1 36.4% 29.3% 54 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 City pension contributions continue to grow at a rapid pace. Expenditures for FY12 were a 30% increase over FY11, partially attributable to an extra pay period in FY12. City Pension Contributions in thousands $5,000 $4,000 $3,000 $2,000 $1,000 $0 FY04 I FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13* ■Supplemental $23 $23 $38 $61 $33 $35 $37 $51 $58 $39 0 MFPRSI $1,316 $1,704 $1,925 $1,952 $1,918 $1,425 $1,347 $1,654 $2,277 $2,463 ■IPERS $1,230 $1,294 $1,331 $1,382 $1,519 $1,659 $1,778 $1,874 $2,328 $2,617 Total $2,572 $3,024 $3,297 $3,398 $3,474 $3,122 $3,166 $3,582 $4,667 $5,124 %Change 17.59% 9.04% 3.07% 2.21% - 10.11% 1.39% 13.16% 30.29% 9.78% FY13 budgeted expenditures are an approximately 10% increase over FY12. Pension contributions are expected to increase again in FY14, with public safety pension contributions increasing to 30.12% of salary (a 15.3% increase) and IPERS contributions increasing to 8.93% (a 3.0% increase). MFPRSI employee contributions are City Pension Contribution Rates set by statute, 1 35.00% currently 9.40% City contributions 30.00% are determined by 25.00% 's the system's actuary. IPERS City and 15.00% employee 10.00% contributions are currently a 5.00% 60 %/40% split, 0.00% FY04 I FY05 I FY06 I FY07 I FY08 I FY09 I FY10 I FYll FY12 I FY13 I FY14 with the City PIPERS 5.75% 1 5.75% 1 5.75% 1 5.75% 1 6.05% 1 6.35% 1 6.65% 1 6.95% 8.07% 1 8.67% 1 8.93% paying 60% of total —0--MFPRSI 20.48% 24.92% 28.21% 27.75% 25.48% 18.75% 17.00% 19.90% 24.76%126.12%130 12% contributions. txy CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Property taxes comprise over half of General Fund revenue. This reliance on property tax revenue could become problematic if commercial property tax reform proposals at the state level gain traction. City staff will continue to monitor service and staffing levels, appropriate user fees, and attempt to identify ways to diversify revenue sources in order to plan for a significant drop in property tax revenue. Personnel costs comprise the largest portion of General Fund expenditures. Other financial uses are primarily transfers out to capital projects. FY2012 GF Revenue ■ Taxes ■ Licenses & Permits ■ Intergovernmental 2% ■ Charges for Services ■ Misc Revenue 4% ■ Use of Money & Property 2% 3% 4% 1 FY12 GF Expenditures ■ Personnel ■ Services ■ Supplies • Capital Outlay • Other Fincial Uses Total outstanding General Obligation debt dropped nearly $10 million between FY10 and FY13. Due to unusually low interest rates and the City's strong bond rating, the municipal bond market continues to be in the City's favor. Total Outstanding General Obligation Debt in thousands $95,000 $90,000 $85,000 $80,000 $75,000 $70,000 $65,000 FY04 I FY05 I FY06 I FY07 I FY08 I FY09 I FY10 I FYll I FY12 I FY13 ■ Outstanding Debt $83,000 1 $88,985 1 $85,290 1 $85,060 1 $85,840 1 $87,090 1 $84,995 1 $75,050 1 $80,575 1 $75,320 611 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Debt as a percent of allowable debt margin has also continued to fall. The State of Iowa mandates that outstanding General Obligation debt not exceed five percent of the total assessed value of taxable properties in the municipality. Iowa City outstanding General Obligation debt is approximately 1.6% of assessed value, or approximately one -third of the allowable debt margin. Iowa City has an additional internal policy which states that the debt service property tax levy shall not exceed thirty percent of the total property tax levy. For FY13, the debt service levy was approximately twenty -six percent of the total property tax levy rate. GO Debt as a Percent of Allowable Debt Margin 60% r 0% 0% 0% Debt Service % of Total Levy Rate 0% 0% O% Y36%33% FY04 FY05 I FY06 I FY07 I FY08 FY09 FY10 FY11 ■% 56% 56% 52% 45% 44% 41% 39% 34% I FY08 I FY09 29.00% 27.00% 25.00% 23.00% 21.00% 19.00% 17.00% 15.00% Debt Service % of Total Levy Rate FY04 I FY05 I FY06 I FY07 I FY08 I FY09 I FY10 I FY11 I FY12 I FY13 ■DS %of Total 25.97% 22.83% 23.40% 22.42% 21.89% 24.29% 23.63% 25.00% 26.06% 1 25.73% Debt Service Levy 1 4.570 1 3.954 1 4.149 1 3.879 1 3.786 1 4.303 1 4.219 1 4.438 1 4.649 1 4.443 Total Levy Rate 17.596 17.314 17.729 17.302 17.297 17.717 17.853 17.757 17.842 17.269 6YA City of Iowa City Personnel Comparison of Full -Time Equivalents FY2012 - FY2014 Division FY2012 Adopted FY2013 Adopted FY2014 Proposed Change inFTEs FY2013 -2014 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 - Communications Office 4.00 2.00 3.00 1.00 Personnel 4.00 4.00 3.00 (1.00) Finance Administration 2.65 2.65 3.65 1.00 Accounting 8.00 8.00 8.00 - Purchasing 4.00 3.94 3.44 (0.50) Revenue Division 7.88 7.88 7.88 - Tort Liability, Insurance 1.00 1.00 1.00 - Operations & Maintenance 4.83 4.83 4.83 - Human Rights 2.50 2.00 2.00 - Police Department Administration 5.00 5.00 5.00 - Criminal Investigation 9.00 10.00 12.00 2.00 Patrol 69.00 68.00 69.00 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 - Jo County Task Force Grant 1.00 1.00 1.00 - Domestic Violence Grant 1.00 1.00 1.00 - Fire Department 65.00 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 6.30 (1.50) Housing Inspections 5.75 5.75 5.25 (0.50) Flood Recovery* 0.40 0.40 0.38 (0.02) Public Works Administration 2.00 2.00 2.00 - Engineering Services 12.10 12.10 12.10 - Parks & Rec Admin 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 ** 43.64 43.63 45.63 2.00 Senior Center Operations 6.50 6.50 6.50 - PCD Department Admin 2.55 2.55 2.55 - Urban Planning 3.50 2.50 2.50 - Neighborhood Services 1.00 1.00 1.00 - Non -Grant Community Development 0.85 1.20 1.35 0.15 UniverCity Neighborhood Partnership - - 0.40 0.40 Human Services - 0.15 0.15 - Economic Development 1.00 1 1.00 1 1.00 1 - Total General Fund 354.97 1 351.90 1 355.93 1 2.03 617 City of Iowa City Personnel Comparison of Full -Time Equivalents FY2012 - FY2014 *FTE Count includes temporary permanent position(s), as follows: Accounting: 1.0 Grant Accountant(FY2012 -2014) Flood Recovery & Mitigation Grants: 2.0 Associate Planners (FY2012 -2014) Capital Project Administration: 1.0 Systems Project Manager - ERP Software (FY2012 -2014) ** FTE Corrections to be made to Proposed FY14: Library: -0.75 FTE due to reorganization and retirements Wastewater: -1.0 FTE reduce Lab Technicians from 2.0 to 1.0 by attrition Water: -1.0 Correction, Maint Operators overstated by 1.0 M.] FY2012 FY2013 FY2014 Change inFTEs Division Adopted Adopted Proposed FY2013 -2014 Parking Administration & Operations 32.75 29.25 26.25 (3.00) Transit 56.25 51.75 51.25 (0.50) Wastewater Treatment Admin & Operations ** 25.40 25.40 25.40 - Water Administration & Operations ** 32.75 32.75 33.75 1.00 Refuse Collection Admin & Operations 20.35 20.35 19.35 (1.00) Landfill Administration & Operations 17.50 17.50 16.50 (1.00) Airport Operations 1.75 1.00 1.00 Cable TV Administration & Support 6.63 6.63 6.63 Storm Water Management Operations 2.10 2.10 2.10 Iowa City Housing Authority 13.25 13.13 12.19 1 (0.94) Total - Business Type Funds 208.73 199.86 194.42 (5.44) Non - Reimbursable Personnel 0.55 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 - Streets Repair Programs 24.00 24.00 24.00 - UniverCity Neighborhood Partnership 0.20 0.20 - (0.20) Capital Project Administration* 5.00 6.00 6.00 CDBG Administration 1.28 1.23 1.23 CDBG Rehab - Project Cost 1.60 1.40 1.25 (0.15) Home Administration 0.95 0.70 0.50 (0.20) Flood Recovery & Mitigation Grants 1.60 1.60 1.62 0.02 MPOJC - Municipal Planning Organization of 6.60 5.60 5.60 - Information Technology Services 11.80 10.86 9.86 (1.00) General Fleet Maintenance Services 11.26 10.75 10.75 Mail Service 0.75 0.75 0.50 (0.25) Risk Management Administration 1.80 1.80 1.80 Library Development Office Salary 1.00 1.00 - (1.00) Total - Other Funds 74.04 72.09 69.31 (2.78) GRAND TOTAL - ALL FUNDS: 637.74 623.85 619.66 (4.19) *FTE Count includes temporary permanent position(s), as follows: Accounting: 1.0 Grant Accountant(FY2012 -2014) Flood Recovery & Mitigation Grants: 2.0 Associate Planners (FY2012 -2014) Capital Project Administration: 1.0 Systems Project Manager - ERP Software (FY2012 -2014) ** FTE Corrections to be made to Proposed FY14: Library: -0.75 FTE due to reorganization and retirements Wastewater: -1.0 FTE reduce Lab Technicians from 2.0 to 1.0 by attrition Water: -1.0 Correction, Maint Operators overstated by 1.0 M.] Di0 F Y 2 0 1 4 GENERAL FUND SUMMARY Revenues Expenditures Fund Balance FYd BYJ Cr]AIIA Mil 0 to] LIW 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 FY2014, with revenue and expenditures projected at $57.2 and $57.2 million, respectively. The UniverCity program is expanded in compliance with the City Council Priority on Neighborhood Stabilization. Additional financing of the UniverCity program will come from general obligation bonds and should provide for the purchase of 10 homes. A. General Fund Revenue FY 2014 Revenue Licenses& General Fund Other City Taxes Permlts2% 8% 1/ Property Taxes 66% MI Intergovt.4% Use Of Money& Property it a 1 °% ChargesFor Services7% Miscellaneous 3% Other Financing Sources9% FY2012 FY2013 FY2014 FY2015 FY2016 Actual Amended Proposed Projected Projected Property Taxes $32,997,939 $36,640,690 $ 37,476,096 $38,656,980 $39,645,229 Other City Taxes $10,569,709 $10,367,283 $ 4,715,794 $ 2,322,566 $ 2,329,465 Licenses & Permits $ 1,309,889 $ 1,435,534 $ 1,345,072 $ 1,345,072 $ 1,345,072 Use Of Money & Property $ 728,294 $ 528,110 $ 520,215 $ 520,215 $ 520,215 Intergovernmental $ 2,629,537 $ 2,658,298 $ 2,442,316 $ 2,472,615 $ 2,503,520 Charges For SeMces $ 4,043,103 $ 4,031,591 $ 4,218,259 $ 4,219,127 $ 4,220,013 Miscellaneous $ 1,401,904 $ 1,416,310 $ 1,487,723 $ 1,487,723 $ 1,487,723 Other Financing Sources $ 2,541,382 $ 2,412,642 $ 4,935,777 $ 320,961 $ 322,361 Total Revenue: $56,221,757 $59,490,458 $ 57,141,252 $51,345,259 $52,373,598 FY 2014 Revenue Licenses& General Fund Other City Taxes Permlts2% 8% 1/ Property Taxes 66% MI Intergovt.4% Use Of Money& Property it a 1 °% ChargesFor Services7% Miscellaneous 3% Other Financing Sources9% 1. Property Taxes - Property tax revenue of $37.5 million is the primary funding source for General Fund operations, providing an estimated sixty -four percent (66 %) of total revenue in FY2014. There are a number of factors which determine the City "stax 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 (7 %) in revaluation years and three percent (3 %) in non - revaluation years. Estimated valuations reported by the Johnson County Auditor's office for January 1, 2012 served as the basis for estimating proposed property tax revenue in FY2014. Their report indicates a 1 % increase in total assessed value from $4.53 billion to $4.57 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 residential property valuations. Each year, the Department of Revenue's Assessment Limitation Order sets a rollback" value by class which, when applied, determines taxable valuations. The growth restriction is applied to the residential valuations, limiting the growth percentage 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 FY2005 the residential rollback exempted $75 billion of Iowa City's residential assessed valuation. In FY2014 the residential rollback will exempt $1.65 billion of residential assessed valuations. The rollback for FY2014 is 52.8166 %, compared to 50.7518% for last year. This change amounts to an increase of 4.1 % in taxable valuation. 6L! !I[Yll 4.10 3.60 ur w c 3.10 m 2.60 c 0 R 2.10 7 1.60 fROI 0.60 010 100% Assessed vs. Taxable Residential Valuations ryooh ryo66 �o� �ooa ryoo� ryo�o ryo ^^ ryo^ry �o ^� ryo ^¢ +100% Assessed Valuation Taxable Valuation Taxable Valuation - Iowa City's aggregate taxable valuation for FY2014 has increased 2.62% for the debt service levy and 2.54% for operating levies over FY2013. 2. Other City Taxes — This category, estimated at $4.7 million in FY2014, includes local option sales tax revenue of $2.4 million, $1 million in Hotel Motel Taxes, $450,000 in gas and electric excise taxes, and $830,000 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. M1 • a ryooh ryo66 �o� �ooa ryoo� ryo�o ryo ^^ ryo^ry �o ^� ryo ^¢ +100% Assessed Valuation Taxable Valuation Taxable Valuation - Iowa City's aggregate taxable valuation for FY2014 has increased 2.62% for the debt service levy and 2.54% for operating levies over FY2013. 2. Other City Taxes — This category, estimated at $4.7 million in FY2014, includes local option sales tax revenue of $2.4 million, $1 million in Hotel Motel Taxes, $450,000 in gas and electric excise taxes, and $830,000 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. M1 b) Hotel Motel Tax. This revenue source is a state - administered tax. Estimated at $1 million in FY2014, 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% 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 $830,000 estimate for FY2013, $555,000 will remain in 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 FY2014 budget for Licenses and Permits is estimated at $1.3 million. 4. Use of Money & Property — This revenue source consists of interest income and rents are budgeted at $324,000 for FY2014. 5. Intergovernmental revenue is estimated at $2.4 million in FY2014. This revenue category includes state and federal grants, 28 -E agreements, and contracts with local governmental entities. rYy 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 FY2014, with $1.48 million receipted into the General Fund. The remainder is deposited into the Employee Benefits Fund as reimbursement for a percentage of Fire employee benefits. 6. Charges for Services are estimated at $4.2 million in FY2014. Included within this category is an administrative chargeback of $2.7 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. MA FY2012 FY2013 FY2014 FY2015 FY2016 Intergovernmental Funding Actual Amended Proposed Projected Projected Local Governmental: 28E Agreements Coralville, Johnson County & Other Governments - Animal Services $ 173,081 $ 122,001 $ 195,583 $ 195,583 $ 195,583 IC Comm. Schools - Mercer Pool 98,163 99,404 98,163 98,163 98,163 423,840 County, UnivHeights, Hills - Library 424,363 424,363 424,363 424,363 70,000 JohnsonCounty - SeniorCenter 70,000 59,215 59,215 59,215 UI, County, Coralville Contributions 707 5,715 707 707 707 Local Governmental Revenue: 1,828,718 720,960 778,031 778,031 778,031 State Revenue: Monies & Credits 39,636 13,000 13,000 13,000 13,000 Public Safety Grants 223,097 178,392 124,471 124,471 124,471 University of Iowa - Fire Protection 1,381,759 1,581,845 1,479,926 1,509,525 1,539,716 University of Iowa - Library Services 35,000 35,000 35,000 35,700 36,414 University of Iowa - UniverCity Neighborhood - 100,000 - - - - FEMA Assistance State Portion 1,101 - - - 1,680,593 1,908,237 1,652,397 1,682,696 1,713,601 Total State Revenue: Federal Revenue: Public Safety Grants 65,418 17,203 - - - FEMA Assistance / Reimbursements 72,971 - ICAD CoLab 34,505 Total Federal Revenue: 138,389 17,203 - - - Misc. Other Intergovernmental 9,736 11,898 11,888 11,888 11,888 Total - Intergovernmental Funding: $3,657,436 r $2,658,298 $2,442,316 $2,472,615 $2,503,520 6. Charges for Services are estimated at $4.2 million in FY2014. Included within this category is an administrative chargeback of $2.7 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. MA 7. Miscellaneous Revenue - Miscellaneous revenue is estimated to receive $1.48 million in FY2014. This category includes a variety of revenue sources, including parking fines ($470,000), magistrate court fines and surcharges related to code enforcement ($461,000) and library fines ($200,000). 8. Other Financing Sources include the proceeds from the sale of assets, loan proceeds from financial institutions to purchase homes in the UniverCity program, allocation of funds to equipment replacement reserves, and operating support from other funds for specific staff positions. The category is budgeted at $1.1 million in FY2014. B. GENERAL FUND EXPENDITURES % Change FY 2014 Expenditures General Fund -1.3% 68.7% -32.0% -7.0% 2.6% ril FY2012 FY2013 FY2014 FY2015 FY2016 Actual Amended Proposed Projected Projected Personnel 33,302,535 1 34,147,891 35,247,069 36,592,511 37,693,206 Services 7,229,362 8,620,724 8,370,090 8,458,091 8,555,311 Supplies 1,166,036 1,523,432 1,457,877 1,485,258 1,513,184 Capital Outlay 1,518,407 2,511,667 3,754,870 1,865,275 1,931,489 Transfers Out 6,663,192 36, 999, 805 7,985,901 4,400,143 4,464,231 Contingency - 326,900 367,000 357,000 367,000 Total Expenditures: 49,879,532 84,130,419 57,182,807 53,158,278 54,524,421 % Change FY 2014 Expenditures General Fund -1.3% 68.7% -32.0% -7.0% 2.6% ril 1. Personnel — Personnel costs account for approximately sixty percent (72 %) of budgeted expenditures within the General Fund in FY2014. Employee benefit costs are discussed in greater detail in this document's transmittal letter. 2. Services — Expenditures for services are budgeted at $8.3million in FY2014. Initial projections were based on FY2012 actual expenditures and projected at two percent (2 %) annually. This is in line with the Consumer Price Index for All Urban Consumers (CPI -U). A number of operating costs within the services category have more specific inflationary guidelines and methods of projection. This includes funding for 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 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 re po rt. 4. Capital Outlay — General Fund capital outlay is budgeted at $3.7 million in FY2014 and includes police vehicle replacements, library materials, operating equipment, and building maintenance and improvements of $5,000 or greater. 5. Transfers Out — This category is budgeted at $8.9 million in FY2014. Transfers out include local option sales tax funding of $2.4 million for the Iowa City Gateway Project (Dubuque Street and Park Road Bridge); transit property taxes ($2.8 million) to the Transit Fund; loan repayments ($2 million) to financial institutions on UniverCity loan; and transfers to other funds. M 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 appropriation by formal amendment, subject to recommendation from the Finance Director and City Manager, and approval by City Council. Contingency is budgeted at % of one percent (1%) of General Fund expenditures (excluding transfers) - approximately $367,000 in FY2014. 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 420 h Street Industrial Park in lieu of a loan from the Landfill fund. In FY2013, $1.9 million of the unassigned balance was used to repay the Landfill Fund for construction of Fire Station #2 ($946,000), Fire Station #4 ($822,000), Terry Trueblood Rec Area ($111,000), and Senior Center Building Envelope ($15,000). 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 a@ Receipts Expenditures Shortfall Sept. 30 FY201 3 $ 9,727,204 $ 16, 725, 202 $(6,997,998) FY2012 $12,090,490 $ 15,441,933 $(3, 351 , 443) FY2012 $12,090,490 $ 15,441,933 $(3, 351 , 443) FY201 1 $ 8,976,380 $ 13,778,695 $(4, 802, 31 5) FY201 O $ 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, 1 33, 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, 1 02) FY2003 4,806,797 9,410,440 (4,603,643) rm 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 Cash Balance FY2012 FY2013 FY2014 FY2015 FY2016 Actual Proposed Projected Projected Projected Unassigned: $ 17,104,452 $ 17,695,813 $ 17,734,611 $ 17,577,489 $ 17,082,609 Assigned: (Available for current and/or future operations) Fire Dept. Donations 25 25 25 25 25 Honor Guard Donation 1,054 3,279 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 $ 3.740 $ 5.965 $ 3.740 $ 3.740 $ 3.740 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 Cash Balance: (Forfeitures, Dev. /Constr. Escrows) 109,936 130,428 145,372 186,021 226,624 185,608 185,608 185,608 185,608 185,608 82,962 91,190 75,644 95,098 114,552 23,437 23,437 23,437 23,437 23,437 3,510,848 - - - - 557,188 557,188 557,188 557,188 557,188 $ 4,469,978 $ 987,850 $ 987,248 $ 1,047,351 $ 1,107,408 464,039 452,520 21,836,156 - 1,801,920 1,898,176 440,995 440,995 1,898,176 1,898,176 440,995 1,898,176 $ 24,102,114 $ 2,350,696 $ 2,339,170 $ 2,339,170 $ 2,339,170 General Fund Ending Cash Balance $ 45,680,284 $ 21,040,324 $ 21,064,769 $ 20,967,750 $ 20,532,927 Unassigned Cash Balance as a % 34% 21% 31% 33% 31 of Expenditures: 71 CITY OF IOWA CITY, IOWA Financial Plan for 2014 - 2016 Fund: 1000 General Beginning Balance Property Taxes Other City Taxes Licenses And Permits Construct. Permit & Inspect. Fees Federal Intergovt. Revenue State Intergovt. Revenue Property Tax Credits Local Intergovernmental Revenue Building & Development Fees Transit Fees Culture And Recreation Misc. Charges For Services Miscellaneous Rev. Code Enforcement Parking Fines Library Fines & Fees Contrib & Donations Animal Adoption Misc Merchandise Intra -city Charges Other Misc Revenue Special Assessments Interest Revenues Rents Pkg Ramp Revenue Royalties & Commissions Disposal Of Assets General Fund Cip Funding Road Use Tax Intra£und Reserve Transfers From Seater Operations From Wastewater Operations From Airport Operations From Broadband From Ic Housing Authority Transfers From Go Bonds From 11 Go Bonds Interfund Loans Misc Transfers In Loan Repayments Loan Proceeds Total Receipts Personnel Services Supplies Capital Outlay Transfers Out Contingency Total Expenditures Ending Balance Restricted / Committed /Assigned Unassigned Balance % of Expenditures 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 39,338,060 45,680,285 21,040,324 21,064,769 20,967,750 32,997,939 36,640,690 10,569,709 10,367,283 198,428 194,803 1,111,461 1,240,731 172,894 17,203 1,640,957 1,895,237 49,372 24,898 766,314 720,960 311,445 270,973 2,140 75,600 770,716 837,108 225;075 220,771 245 10 455,264 411,418 470,104 479,911 201,157 211,610 92,951 49,561 13,020 12,268 54,741 63,128 2,665,721 2,627,333 180,688 263,810 1,740 352,015 107,205 338,256 373,894 17,663 20,520 20,360 26,491 1,166,373 944,650 69,996 87,422 23,034 23,034 11,517 55,000 18,000 882,222 6,195 28,589 170,000 70,582 87,422 23,784 23,784 11,892 55,000 18,000 200,000 117,623 37,476,096 38,656,980 39,645,229 4,715,794 2,322,566 2,329,465 197,969 197,969 197,969 1,147,103 1,147,103 1,147,103 1,639,397 24,888 778,031 305,900 2,140 785,676 258,879 235 461,664 470,104 201,157 162,816 13,020 54,795 2,797,614 191,982 1,669,696 24,888 778,031 305,900 2,140 785,676 259,747 235 461,664 470,104 201,157 162,816 13,020 54,795 2,797,614 191.982 1,700,601 24,888 778,031 305,900 2,140 785,676 260,633 235 461,664 470,104 201,157 162,816 13,020 54,795 2,797,614 191,982 157,527 157,527 157,527 346,338 346,338 346,338 22,000 22,000 22,000 20,350 20,350 20,350 2,081,450 931,450 931,450 105,338 73,078 75,600 77,000 87,997 87,997 87,997 55,000 55,000 55,000 18,414 18,414 18,414 500,000 7,905 2,500 2,500 2,500 52,000 52,000 40,000 40,000 800,000 2,000,000 800,000 800,000 56,221,757 59,490,458 57,207,252 53,061,259 54,089,598 33,302,535 34,147,891 35,247,069 36,592,511 37,693,206 7,229,362 8,620,724 8,370,090 8,458,091 8,555,311 1,166,036 1,523,432 1,457,877 1,485,258 1,513,184 1,518,407 2,511,667 3,754,870 1,865,275 1,931,489 6,663,192 36,999,805 7,985,901 4,400,143 4,464,231 326,900 367,000 357,000 367,000 49,879,532 84,130,419 57,182,807 53,158,278 54,524,421 45,680,285 21,040,324 21,064,769 20,967,750 20,532,927 28,575,832 3,344,511 3,330,158 3,390,261 3,450,318 17,104,453 17,695,813 17,734,611 17,577,489 17,082,609 34 % 21 % IiIJ 31 % 33 % 31 % F Y 2 0 1 4 GENERAL FUND PUBLIC SAFETY Police Animal Services Deer Control Fire Housing & Inspection Services rig] 74 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Police Chief: Chief Sam Hargadine Field Operations: Captain Rick Wyss Administrative Services: Captain Jim Steffen Office Location: 410 E. Washington St. Phone (Front desk /non- emergency): (319) 356 -5275 4 3 Police Department Divisions: Field Operations: Administrative Services: Patrol Training & Accreditation 2 Investigations Planning & Research 1 L Animal Services Click on the map for crime stats in your neighborhood. MISSION STATEMENT 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. DEPARTMENT DESCRIPTION Field Operations: Patrol Operations is comprised of uniform officers providing coverage for the City 24 hours a day, 365 days a year. Officers respond to calls for service and engage in pro- active enforcement, including traffic enforcement and neighborhood patrols. These officers strive to build relationships with neighborhood residents and businesses in their assigned area to encompass community policing strategies. Investigations is made up of sworn officers who's primary function is to provide support to the Patrol Division by following up on investigations and complaints initially answered by uniformed officers. W CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Administrative Services: Personnel in the Records Division are responsible for completing all data entry, processing local criminal background checks, and providing requested statistical data. The Property and Evidence Division is made up of two community service officers. They are responsible for the intact, tracking, return, and disposal of all property found or seized by officers. They transport and retrieve evidence taken to the State crime lab for processing. The Training and Accreditation unit is headed up by a uniformed Sgt., who coordinates and documents all the training attended by officers of the department. This Sgt. is also responsible for ensuring that the Department remains in compliance with all applicable CALEA standards. A uniformed Sgt. is assigned to the Planning and Research Division. This Sgt. is the point of contact for the media and oversees the Records Division. They track and produce reports for various police activities. The Animal Services Division operates as a public safety /enforcement agency for the protection of the public and animals of the City. The division also operates an animal center for stray and abandoned animals. The uniformed officer in the Community Relations position participates in a number of community organized programs, including FAS TRAC, Neighborhood Association Meetings, and National Night Out. This officer works out of the Police Substation located in the southeast section of the City. The Citizen Police Academy is organized through this office. - —f HIGHLIGHTS • The Police continued its involvement with the Governor's Traffic Safety Bureau by using grant funding to provide over 600 extra hours of traffic enforcement. The Department was awarded funding for two additional positions under the Department of Justice COPS grant. The two positions will focus on neighborhood stabilization issues. • During the year the Department utilized volunteers who completed 1684 hours of service. VM CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Recent Accomplishments: • The Department entered into an agreement with the Cedar Rapids Police Department to guarantee usage of the CRPD range. With the use of funds from two grants from the Department of Justice, Byrne /JAG, and forfeited funds, the Department is afforded rights to the range and also free tuition to any basic academy class put on by CRPD. Staffing changes for FY 2014: Police Officers from 64.0 FTE to 67.0 FTE Upcoming Challenges: • Keeping up with rapid changes in technology • Implementing and monitoring the new red light camera enforcement • Completing work on funding, design and construction of the new Animal Control Facility • Recruiting and hiring minority applicant • Expanding the usage of the Police substation *Includes animal services Service Level Changes for FY 2014: With the acceptance of the COPS grant the department will provide regular foot and bike patrol to targeted neighborhoods in the City. The work output of the two new officers will be tracked by the Crime Prevention Officer. The trend in recent years is a reduction in grant funding amount. The current EUDL grant to fund enforcement of underage drinking laws has been cut, but was replaced by a similar grant from MECCA. The drug task force officer no longer is a part of the DEA task force. This resulted in a reduction of overtime funding available. ra FY 2012 FY 2013 FY 2014 Proposed Total FTE's 103 103 106 *Includes animal services Service Level Changes for FY 2014: With the acceptance of the COPS grant the department will provide regular foot and bike patrol to targeted neighborhoods in the City. The work output of the two new officers will be tracked by the Crime Prevention Officer. The trend in recent years is a reduction in grant funding amount. The current EUDL grant to fund enforcement of underage drinking laws has been cut, but was replaced by a similar grant from MECCA. The drug task force officer no longer is a part of the DEA task force. This resulted in a reduction of overtime funding available. ra CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Revenue: FY14 Estimated • Property Taxes 3% • Other City Taxes ■ Licenses & Permits • Intergovernmental • Charges for Services ■ Misc ■ Other Financing Sources 93% of the Police Department's budget is supported by property taxes. Projected non - property tax revenues are a 12.1 % increase over FY13 projected revenues. Other City Taxes consists of the hotel /motel tax, 47.5% of which goes toward Police Department operations. The remaining revenue categories combined comprise approximately 3% of Department revenue. CIP Highlights: Expenditures: FY14 Proposed 2% 2% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay FY14 budgeted expenditures are a 0.5% decrease from the FY13 budget. Personnel costs show a 1.9% increase, while services, supplies, and capital outlay are a combined 12.9% decrease. Work will continue on the new Iowa City Animal Care and Adoption facility during FY 2014. Describe FEMA, FACF, service to local jurisdictions, etc. The project's revenue sources are as follows: The Department's 19 AED's are coming to the end of their useful life and need to be replaced. The total number of AED's needs to be increased to keep up with expansion of fleet and to house one in the Police substation. Currently, bike and officers on walking patrol have no ability to record their interaction with the public. The Department would like to expand its capabilities to record these interactions by purchasing body mounted video recorders. na CITY OF IOWA CITY PROPOSED BUDGET I FY2014 DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal Department Objective: Performance Measures: OWI Arrests Neighborhood Stabilization Traffic crash reduction Implement a Red light camera system and increase OWI and traffic enforcement CY2010 Actual CY2011 Actual CY2012 Estimate CY2013 Target 319 452 480 500 Traffic Stops CY2010 Actual CY2011 Actual CY2012 Estimate CY2013 Target 11,804 13,728 13,350 13,617 Traffic Accidents and Average Damage 0.4 CY2010 CY2011 CY2012 CY2013 Actual Actual Estimate Target Accidents 346 324 Not Available 320 Average $4,488 $4,821 Not Available $4'772 Damage 0.4 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Coordinated communication and Customer Service Orientation Department Goal: Keep up with rapid changes in technology by outfitting bike and walking patrol officers with body mounted cameras Department Objective: Assign cameras to enhance officer safety, reduce liability, enhance training, enhance officer performance and professionalism Performance Measures: Number of Body Cameras Issued Number of Complaints Sustained, Formal & Verbal CY2010 Actual CY2011 Actual CY2012 CY2013 Target Target or Goal CY2011 Actual 15 CY2013 Budget Actual Estimated Target 12 New measure New measure 6 Number of Complaints Sustained, Formal & Verbal CY2010 Actual CY2011 Actual CY2012 Estimate CY2013 Target 19 17 15 13 Strategic Plan Goal: Department Goal Department Objectives Performance Measures: Coordinated Communication & Customer Service Orientation Enhance community relations and promote minority recruitment Develop a program designed to promote interaction between teens, young adults, and officers outside of the regular duty hours Community Presentations em CY2011 CY2012 CY2013 CY2010 Actual Actual Estimate Target 117 129 188 200 em CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal Department Objectives Performance Measures: Neighborhood Stabilization Address the impact of underage drinking on downtown and near downtown neighborhoods Continue alcohol compliance checks, bar checks, and directed party patrols, reduce response time to loud party calls Bar Checks Performed Compliance Checks CY2011 CY2012 CY2013 CY2010 Actual Actual Actual Estimate Actual Estimate Target 976 1,800 1,500 1,650 Compliance Checks Response Time: Loud Party Complaints CY2011 CY2012 CY2013 CY2010 Actual Actual Actual Estimate Actual Estimate Target 25 149 275 280 Response Time: Loud Party Complaints eyi CY2010 CY2011 CY2012 CY2013 Actual Actual Estimate Target Call to Dispatch 18:07 11:30 9:09 9:00 (minutes) Dispatch to On 9 :25 4:19 3:57 3:45 Scene (minutes) eyi CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Class: 42100 Police Summary Property Tax - General Levy Other City Taxes Fed Intergov Rev Other Stare Grants Local Govt 28e Agreements Police Services Fire Services Code Enforcement Printed Materials Other Misc Revenue Interest Revenues Sale Of Assets Misc Transfers In Total Receipts Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services ADMINISTRATIVE SECRETARY COMM SERV OFFICER - EVIDENCE COMMUNITY SERVICE OFFICER COMPUTER SYST ANALYST - POLIC CSO /STATION MASTER POLICE CAPTAIN POLICE CHIEF POLICE LIEUTENANT POLICE OFFICER POLICE RECORDS CLERK POLICE SERGEANT RECORDS SUPERVISOR SR POLICE RECORDS CLERK 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 9,858,256 10,808,311 10,890,310 11,515,506 12,026,036 386,601 354,125 386,601 386,601 386,601 30,458 17,203 188,943 192,693 196,520 223,097 178,392 124;471 1241471 124;471 5,000 168,000 4.00 135,035 110,970 135,035 135,035 135,035 5,255 4,345 5,255 5,255 5,255 1,611 2,989 1,611 1,611 1,611 19,423 21,000 20,100 20,100 20,100 21,258 20,562 19,948 19,948 19,948 209 214 209 209 209 38,254 37,200 24,000 24,000 24,000 6,195 67.00 10,725,652 11,560,311 11,607,540 12,232,736 12,743,266 9,526,666 9,990,295 10,243,779 10,886,981 11,404,484 760,130 938,121 916,018 926,862 938,262 156,755 296,534 188,943 192,693 196,520 282,101 335,361 258,800 226,200 204,000 10,725,652 11,560,311 11,607,540 12,232,736 12,743,266 - - -- FTE - - -- 2013 2014 Capital Outlay 2014 1.00 1.00 AED's 24,000 1.00 1.00 Automobiles 168,000 4.00 4.00 PC Hardware 20,000 1.00 1.00 Vehicle Equipment 36,000 5.00 5.00 Video Recording Devices 10,800 2.00 2.00 1.00 1.00 4.00 4.00 67.00 67.00 2.00 2.00 9.00 9.00 1.00 1.00 2.00 2.0C 100.00 100.00 258,800 RN CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 421100 Police Department Administration Total Expenditures 738,253 2012 FTE Actual Property Tax - General Levy 732,058 Misc Transfers In 6,195 Total Receipt= 738,253 Personnel 676,839 Services 50,768 Supplies 10,646 Total Expenditures 738,253 Fund: 1000 General Center: 421220 Patrol - - -- FTE - - -- Personnel Services 2013 386,601 2014 ADMINISTRATIVE SECRETARY 1.00 75,773 1.00 POLICE CAPTAIN COMPUTER SYST ANALYST - POLIC 1.00 Fire Services 1.00 Code Enforcement POLICE CAPTAIN 1.00 14,056 1.00 209 POLICE CHIEF 1.00 Total Receipts 1.00 Personnel POLICE SERGEANT 1.00 508,619 1.00 118,718 Capital Outlay 5.00 69.00 5.00 Fund: 1000 General Center: 421220 Patrol Total Expenditures 7,405,648 Personnel Services 2012 - - -- 2014 Actual Property Tax - General Levy 6,882,887 Other City Taxes 386,601 Fed Intergov Rev 631 Other State Grants 75,773 Local Govt 28e Agreements POLICE CAPTAIN Police Services 430 Fire Services 5,255 Code Enforcement 1,611 Other Misc Revenue 14,056 Interest Revenues 209 Sale Of Assets 38,195 Total Receipts 7,405,648 Personnel 6,566,739 Services 508,619 Supplies 118,718 Capital Outlay 211,572 Total Expenditures 7,405,648 Personnel Services - - -- FTE 2013 - - -- 2014 COMM SERV OFFICER - EVIDENCE 1.00 430 1.00 5,255 COMMUNITY SERVICE OFFICER 4.00 14,079 4.00 214 POLICE CAPTAIN 1.00 24,000 1.00 8,097,352 POLICE LIEUTENANT 3.00 635,802 3,00 238,544 POLICE OFFICER 54.00 258,800 54.00 POLICE SERGEANT 6.00 6.00 69.00 69.00 83 2013 Estimate 741,344 743_.344 666,336 64,039 10,969 741,344 2014 2015 2016 Budget Projection Projection 733,809 758,051 779,364 733.809 685,025 40,172 8,612 733,809 Capital Outlay 2013 2014 Estimate Budget 7,728,506 7,665,243 354,125 386,601 22,000 779,364 5,000 730,195 480 430 4,345 5,255 2,989 1,611 14,079 14,003 214 209 37,200 24,000 8,168,938 8,097,352 6,959,231 7,096,759 635,802 597,464 238,544 144,329 335,361 258,800 8,168,938 8,097,352 758,051 779,364 709,246 730,195 40,020 40,207 8,785 8,962 758,051 779,364 2014 2015 2016 Projection Projection 8,109,020 8,486,914 386,601 386,601 Capital Outlay AEDIs Automobiles PC Hardware Vehicle Equipment Video Recording Devices 430 430 5,255 5,255 1,611 1,611 14,003 14,003 209 209 24,000 24,000 8,541,129 8,919,023 7,561,970 7,950,672 605,745 614,192 147,214 150,159 226,200 204,000 8,541,129 8,919,023 2014 24,000 168, DOD 20,000 36,000 10,800 LJO,OVV CITY OF IOWA CTI'Y, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 421210 Criminal Investigation Property Tax - General Levy Other Misc Revenue 'Iota! Receipts Personnel Services Supplies Total Expenditures Personnel Services POLICE LIEUTENANT POLICE OFFICER POLICE SERGEANT 2012 2013 Actual Estimate 1,129,290 1,150,321 1,286 1,30,576 1,150:321 1,083,702 1,079,652 36,081 55,507 10,793 15,162 1,130,576 1,150,321 - - -- FIE - - -- 2013 2014 1.00 1.00 10.00 10.00 1.00 1.00 12.00 12.00 Fund: 1000 General Center: 421230 Records & Identification Property Tax - General Levy Printed Materials Other Misc Revenue Sale Of Assets Total Receipts Personnel Services Supplies Total Expenditures Personnel Services POLICE RECORDS CLERK POLICE SERGEANT RECORDS SUPERVISOR SR POLICE RECORDS CLERK 2014 Budget 1,290,687 1,290:687 1,219,004 55,131 16,552 1,290,687 2015 2016 Projection Projection 1,397,682 1,464,527 1,397,682 1.464,527 1,325,494 1,391,826 55,335 55,542 16,853 17,159 1,397,682 1,464,527 Capital Outlay 2014 2012 Actual 2013 Estimate 2014 Budget 2015 Projection 2016 Projection 528,780 583,143 601,873 621,322 639,951 19,423 21,000 20,100 20,100 20,100 1,445 1,720 1,445 1,445 1,445 59 549,707 605,863 623,418 642,867 661,496 477,913 486,529 499,915 517,639 534,510 67,398 113,839 118,931 120,564 122,229 4,396 5,495 4,572 4,664 4,757 549,707 605,863 623,418 642,867 661,496 - - -- FTE - - -- 2013 2014 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 6.00 6.00 CE! Capital Outlay 2014 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Division: 01724 Patrol Contracted Services P.b7 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy - 10,985 Police Services 39,689 91,305 41,114 41,982 42,868 Total Receipts 28,704 91,305 41r114 41;982 42,868 Personnel 28,704 91,305 41,114 41,982 42,868 Total Expenditures 28,704 91,305 41,114 41,982 42,868 Fund: 1000 General Center: 421250 ICPD Forfeitures 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Police Services 94,916 19,185 94,916 94,916 94,916 Total Receipts 94,916 19,185 94,916 94,916 94,916 Services 1,163 Supplies 180 15,620 187 191 195 Capital Outlay 70,529 Total Expenditures 71,872 15,620 187 191 195 Fund: 1000 General Center: 421320 Crossing Guards 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 61,196 62,813 63,509 63,520 63,532 Total Receipts 61,196 62,813 63,509 63,520 63,532 Personnel 60,638 62,813 62,953 62,953 62,953 Services 127 132 135 138 Supplies 431 424 432 441 Total Expenditures 61,196 62,813 63,509 63,520 63,532 P.b7 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 421340 Crime Prevention - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 POLICE OFFICER 1.00 1.00 1.00 1.00 Fund: 1000 General Center: 421350 Training Intervention Procedures & Citizens Police Academy 2012 2013 2014 2015 2016 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 104,886 109,928 117,826 123,437 127,934 Total Receipts 104,886 109,928 117,826 123,437 127,934 Personnel 96,803 98,929 99,550 104,813 108,956 Services 4,809 9,427 14,889 15,168 15,452 Supplies 3,274 1,572 3,387 3,456 3,526 Total Expenditures 104,886 109,928 117,826 123,437 127,934 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 POLICE OFFICER 1.00 1.00 1.00 1.00 Fund: 1000 General Center: 421350 Training Intervention Procedures & Citizens Police Academy Fund: 1000 General Center: 421600 Station Master 2012 2012 2013 2014 2015 2016 Actual Estimate Actual Estimate Budget Projection Projection Other Misc Revenue 4,471 4,763 4,500 4,500 4,500 Total Receipts 4,471 4,763 4,500 4,500 4,500 Personnel 343,638 Services 548 56,797 48,380 48,976 Supplies Supplies 2,904 4,215 2,751 2,806 2,863 Total Expenditures 2,904 4,763 2,751 2,806 2,863 Fund: 1000 General Center: 421600 Station Master - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 CSO /STATION MASTER 5.00 5.00 5.00 5.00 1..F3 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 347,253 372,691 376,715 389,975 401,579 Total Receipts 347,253 372,691 376,715 389,975 401,679 Personnel 308,051 310,937 320,206 332,707 343,638 Services 33,789 56,797 48,380 48,976 49,583 Supplies 5,413 4,957 8,129 8,292 8,458 Total Expenditures 347,253 372,691 376,715 389,975 401,679 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 CSO /STATION MASTER 5.00 5.00 5.00 5.00 1..F3 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 421601 Jo County Task Force Grant Property Tax - General Levy Fed Intergov Rev Other State Grants Total Receipts Personnel Services Total Expenditures Personnel Services POLICE OFFICER 2012 2013 2014 2015 201.6 Actual Estimate Budget Projection Projection 44,632 3,429 73,862 79,458 83,937 29,827 17,203 42,224 42,224 42,224 103,446 112,514 82,247 82,247 82,247 177,905 133,146 156,109 161,705 166,184 121,249 131,156 115,910 121,506 125,985 56,656 1,990 40,199 40,199 40,199 177,905 133,146 156,109 161,705 166,184 - - -- FIE - - -- 2013 2014 1.00 1.00 1.00 1.00 Fund: 1000 General Center: 421602 Domestic Violence Grant Property Tax - General Levy Other State Grants Total Receipts Personnel Services Total Expenditures Personnel Services POLICE OFFICER Capital Outlay 2014 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 62,870 59,701 61,839 67,167 71,377 43,878 43,878 42,224 42,224 42,224 106,748 103,579 104,063 109,391 113,601 106,028 102,859 103,343 106,671 112,881 720 720 720 720 720 106,748 103,579 104,063 109,391 113,601 - - -- FTE - --- 2013 2014 1.00 1.00 1.00 1.00 FMA Capital Outlay 2014 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 423100 Shelter Operations & Administration Total Expenditures 582,510 613,700 621,047 634,614 649,059 2012 2013 2014 2015 2016 2013 Actual Estimate Budget Projection Projection Property Tax - General Levy 306,773 3B7,988 318,664 332,231 346,676 Misc Lic & Permits 25,348 23,403 28,348 28,348 28,348 Local Govt 28e Agreements 173,037 122,001 195,583 195,583 195,583 Animal Care Servs 9,539 12,079 12,000 12,000 12,000 Misc Chg For Sery 3,569 4,402 3,569 3,569 3,569 Animal Adoption 13,020 12,268 13,020 13,020 13,020 Misc Merchandise 10,302 11,067 10,302 10,302 10,302 Other Misc Revenue 39,437 40,492 39,561 39,561 39,561 Sale Of Assets 1,485 Total Expenditures Total Receipts 582,510 613,700 621,047 634,614 649,059 Personnel 397,575 392,607 395,182 405,811 417,257 Services 118,084 162,344 166,613 168,366 170,155 Supplies 52,380 58,749 59,252 60,437 61,647 Capital Outlay 14,471 Total Expenditures 582,510 613,700 621,047 634,614 649,059 4.90 4.90 Fund: 1000 General Center: 423200 Animal Control Patrolling 2012 - - -- FIE - - -- 2015 Personnel Services 2013 2014 Capital Outlay 2014 ANIMAL CARE TECHNICIAN 2.00 2.00 ANIMAL CENTER ASSISTANT 1.00 1.00 ANIMAL CONTROL SUPERVISOR .90 .90 ANIMAL SERVICES OFFICER 1.00 1.00 4.90 4.90 Fund: 1000 General Center: 423200 Animal Control Patrolling 1..R1 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 80,356 123,401 91,680 93,573 95,487 Local Govt 28e Agreements 44 Code Enforcement 645 6,400 6,400 6,400 Other Misc Revenue 181 1,453 181 181 181 Total Receipts 80,581 125,499 98,261 100,154 102,068 Personnel 67,760 68,151 83,501 85,208 86,932 Services 12,821 13,843 14,760 14,946 15,136 Supplies 505 Capital Outlay 43,000 Total Expenditures 80,581 125,499 98,261 100,154 102,068 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ANIMAL CONTROL SUPERVISOR .10 .10 ANIMAL SERVICES OFFICER 1.00 1.00 1.10 1.10 1..R1 Fund: 1000 General Center: 423300 Deer Control Property Tax - General Levy Total Receipts services Total Expenditures CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 Actual Estimate 2014 Budget 2015 Projection 2016 Projection 50,000 50,000 50,040 50,081 50,000 50,000 50,000 50,000 50,040 50,040 50,081 50,081 50,000 50,000 50,040 50,081 P.1*1 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Fire Chief: Deputy Fire Chief: Administrative Office Location: Phone (Administration /non- emergency): Andy Rocca Roger Jensen 410 E. Washington Street (319) 356 -5260 Fire Department Divisions • Administration /Support • Fire Prevention • Emergency Operations • Training /Equipment MISSION STATEMENT The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. DEPARTMENT DESCRIPTION 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, and Special Operations Response Team. The department is organized into four functional program areas: Administration and Support, Fire Prevention, Fire Emergency Operations, and Fire Training and Equipment. Fm CITY OF IOWA CITY PROPOSED BUDGET I FY2014 In addition to responding to over 4,500 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 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. Iowa City Fire Department community projects include: fire safety education, fire station tours, juvenile fire setters 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. HIGHLIGHTS In calendar year 2011: • The Iowa City Fire Department responded to 4,636 total calls for service, a 3.6% increase from the previous year. • Fire personnel responded to 162 fire emergencies, resulting in $2.8 million property damage. • Emergency medical calls accounted for the largest number of responses, with 2,765 calls for service. Recent Accomplishments: • Opened Fire Station 4 in the northeast part of the community. • Developed a four district emergency response system and updated the Johnson County Mutual Aid Box Alarm System. • Quint 2, Engine 3, and Engine 4 were purchased and placed into service. • Fire personnel conducted 1,806 fire and life- safety building inspections. • Fire personnel provided over 500 fire and life- safety presentations, accounting for over 740 hours of contact. • Fire personnel participated in 3,489 hours of training. Fyi Upcoming Challenges: • Re- accreditation with the Commission on Fire Accreditation International. • Upgrade the department's Self - Contained Breathing Apparatus (SCBA) and air compressor system. • Purchase NFPA compliant fire apparatus, as per the equipment replacement schedule. • Complete the transition to Emergency Medical Technician, as directed by the Iowa Department of Public Health — Bureau of Emergency Medical Services. • Succession planning for anticipated retirements in the command staff. CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Staffing for FY 2014: No changes proposed Service Level Changes for FY 2014: A fire cadet program is under development. The program will target high school students with a goal of improving minority recruitment in the department. Revenue: FY14 Estimated 0% • Property Taxes • Other City Taxes • Intergovernmental • All Other Sources Approximately %of Fire Department operations are supported by property tax revenue. Other City Taxes consists of utility franchise fee revenue earmarked for Fire Station #4 operations. Intergovernmental revenue is earned from the City's fire protection contract with the University of Iowa. FY14 projected non - property tax revenue is 4.6% less than FY13 projected revenue. ISM Expenditures: FY14 Proposed ■ Personnel • Services • Supplies • Capital Outlay Total proposed expenditures are a 3.0% increase from FY13 estimated expenditures. Personnel expenditures are budgeted to increase 5.7 %, while supplies, capital outlay, and other financial uses are budgeted to decrease a combined 36.9 %. FY 2012 FY 2013 FY 2014 Proposed Total FTE's 65.0 65.0 65.0 Service Level Changes for FY 2014: A fire cadet program is under development. The program will target high school students with a goal of improving minority recruitment in the department. Revenue: FY14 Estimated 0% • Property Taxes • Other City Taxes • Intergovernmental • All Other Sources Approximately %of Fire Department operations are supported by property tax revenue. Other City Taxes consists of utility franchise fee revenue earmarked for Fire Station #4 operations. Intergovernmental revenue is earned from the City's fire protection contract with the University of Iowa. FY14 projected non - property tax revenue is 4.6% less than FY13 projected revenue. ISM Expenditures: FY14 Proposed ■ Personnel • Services • Supplies • Capital Outlay Total proposed expenditures are a 3.0% increase from FY13 estimated expenditures. Personnel expenditures are budgeted to increase 5.7 %, while supplies, capital outlay, and other financial uses are budgeted to decrease a combined 36.9 %. CITY OF IOWA CITY PROPOSED BUDGET I FY2014 CIP Highlights: The department's self- contained breathing apparatus (SCBA) and breathing air compressor are scheduled for replacement in FY14. A Department of Transportation regulation requires the air cylinders to be removed from service after 15 years. New air cylinders, SCBA harnesses, and a breathing air compressor are required to be purchased in FY14. A minimal annual operating budget impact is anticipated which includes annual maintenance, testing, and repair expenses. The 40 year -old kitchen at Fire Station 3, 2001 Lower Muscatine Avenue, is scheduled for an upgrade. New kitchen cabinets, plumbing fixtures, flooring, and appliances, are planned for the upgrade. A minimal annual operating budget impact is anticipated which includes daily cleaning, periodic maintenance, and repair expenses. DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication and Customer Service Orientation Department Goal: Improve internaUexternal department communications and customer service. Department Objective: Trend 1�` unit urban and suburban total response time performance baselines as a means toward continuous improvement (AS 1.E). Objective Timeframe: Consistently meet Fire and EMS response time goals in CY2013. Performance Measures: Fire response time Target or CY2009 CY2010 CY2011 Goal Actual Actual Actual In % In % In % Minutes Compliance Minutes Compliance Minutes Compliance URBAN <6 minutes, 90% of the 6:39 64% 7:29 71% 8:44 50% time SUBURBAN <6 minutes, 90% of the 7:42 63% 8:41 50% 7:16 55% time 1.061 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 EMS response time Target or CY2009 CY2010 CY2011 Goal Actual Actual Actual 1,800 In % In % In % 550 Minutes Compliance Minutes Compliance Minutes Compliance URBAN <6 minutes, 90% of the 733 75% 7:52 68% 8:43 54% time SUBURBAN <6 minutes, 90% of the 826 56% 9:00 51% 9:08 37% time Strategic Plan Goal: Neighborhood Stabilization Department Goal: Ensure fire prevention core programs meet projected jurisdictional and regional service delivery demands & needs. Department Objective: Conduct public education programs and fire & life- safety building inspections that support neighborhood stabilization initiatives (FP 1.D) Objective Timeframe: January 1 — December 31, 2013 Performance Measures: Education programs conducted Fire & life- safety building inspections conducted Target or Goal CY2011 Actual CY2012 CY2013 Budget Target or Goal CY2011 Actual Estimated CY2013 Budget 1,800 1,806 Estimated 1,850 600 500 525 550 Fire & life- safety building inspections conducted Target or Goal CY2011 Actual CY2012 CY2013 Budget Estimated 1,800 1,806 1,825 1,850 PE! CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal Department Objectives Objective Timeframe Performance Measures: Coordinated Communication & Customer Service Orientation Maintain and upgrade fire apparatus and equipment. Update replacement schedule by October 1, 2013 Place new fire apparatus in- service by July 1, 2013 January 1 — December 31, 2013 Align with Capital Improvement Program Fey CY2012 Target or Goal CY2011 Actual CY2013 Budget Estimated 100% 100% 100% 100% Fey CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Class: 42200 Fire Summary Total Expenditures 7,042,248 2012 FTE Actual Property Tax - General Levy 5,184,765 Other City Taxes 489,258 Fed Intergov Rev 34,960 State 28e Agreements 1,311,778 Fire Services 3,831 Other Misc Revenue 2,548 Sale Of Assets 15,108 Total Receipts 7,042,248 Personnel 6,218,982 Services 525,692 Supplies 174,853 Capital Outlay 81,422 Other Financial Uses 41,299 Total Expenditures 7,042,248 Pry 2013 Estimate 5,419,058 510,000 1,478,474 5,434 1.200 2014 Budget 5,732,481 489,258 1,407,146 5,396 2.384 7,414,166 - - -- FTE - - -- Personnel Services 2013 2014 114,900 ADMINISTRATIVE SECRETARY 1.00 1.00 BATTALION CHIEF 4.00 4.00 DEPUTY FIRE CHIEF 1.00 1.00 FIRE CAPTAIN 3.00 3.00 FIRE CHIEF 1.00 1.00 FIRE LIEUTENANT 12.00 12.00 FIRE LIEUTENANT /TRAINING 1.00 1.00 FIREFIGHTER 42.00 42.00 65.00 65.00 Pry 2013 Estimate 5,419,058 510,000 1,478,474 5,434 1.200 2014 Budget 5,732,481 489,258 1,407,146 5,396 2.384 7,414,166 7,636,665 6,371,781 6,731,878 580,111 613,226 270,966 236,761 114,900 54,800 76,408 7,414,166 7,636,665 Capital Outlay Automobile Rescue Vac 800 Strut kit 2015 2016 Projection Projection 5,944,289 6,225,453 489,258 489,258 1,435,289 1,463,995 5,396 5,396 2,384 2,384 7,876,616 8,186,486 7,009,842 7,176,187 620,468 6277856 241,306 245,943 5,000 136,500 7,876,616 8,186,486 2014 34,700 14,100 6,000 74,OVV CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 422250 Fire Station 4 Operations Fund: 1000 General Center: 462300 Fire Equipment Replacement Reserve State 28e Agreements Total Receipts 2012 2012 2013 2014 2015 2016 Estimate Actual Estimate Budget Projection Projection Property Tax - General Levy 279,279 626,927 436,988 470,572 489,102 Other City Taxes 489,258 510,000 489,258 489,258 489,258 Total Receipts 768,537 1,136,927 926,246 959,830 978,360 Personnel 757,211 1,022,782 891,147 924,114 942,014 Services 4,256 39,940 18,713 19,002 19,296 Supplies 7,070 40,886 16,386 16,714 17,050 Other Financial Uses 33,319 Total Expenditures 768,537 1,136,927 926,246 959,830 978,360 - - -- FIE - - -- Personnel Services 2013 2014 Capital Outlay 2014 FIRE LIEUTENANT 3.00 3.00 FIREFIGHTER 6.00 6.00 9.00 9.00 Fund: 1000 General Center: 462300 Fire Equipment Replacement Reserve State 28e Agreements Total Receipts 2012 2D13 2014 2015 2016 Actual Estimate Budget Projection Projection 69,981 103,371 72,780 74,236 75,721 69,981 103,371 72,780 74,236 75,721 DYA CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Housing and Inspection Services Director: Douglas Boothroy Senior Building Inspector: Senior Housing Inspector: Housing Administrator: Office Location: Phone: Tim Hennes Stan Laverman Steven J. Rackis 410 E. Washington St. (319) 356 -5120 Housing & Inspection Services Divisions General Fund • Administration • Building Inspection • Housing Inspection MISSION STATEMENT Business Type Fund • Iowa City Housing Authority 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. DEPARTMENT DESCRIPTION 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. Pia CITY OF IOWA CITY PROPOSED BUDGET I FY2014 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. A description of this division can be found in the Business -Type Fund section of this budget. HIGHLIGHTS • Total value of construction in 2011 was $82 million, down $14 million from 2010 and is $32.7 million below the ten year average of $114.4 million • 734 building permit applications were received in 2011; 689 building permits were issued • Maintained a two -year inspection cycle for all rental properties • Added 92 properties to the rental permit roles Recent Accomplishments: • Reviewed 91 % of building permit applications within 2 days of receipt and 100% were reviewed within 6 days of receipt • Issued 75% of building permits within 14 days of receipt, 88% within 30 days of receipt, and 96% within 60 days of receipt • 1,802 housing assistance inspections conducted for the Iowa City Housing Authority • 98.6% of rental cases brought into voluntary compliance F1*1 Upcoming Challenges: • Update of technologyto 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 • Monitor State Electrical Code adoption and verify local electrical code compliance • Monitor state trade licensing requirements and verify local trade licensing is compliant CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Staffing changes for FY 2014: Building Inspector 5.0 FTE to 4.0 FTE; Housing /Devel Reg Inspector 1.0 FTE to 0.0 FTE *General Fund departments only Revenue: FY14 Estimated 3% • Property Tax 17% • Licenses & Permits • Charges for Services ■ Misc Revenue Property Taxes are used only for the Administration division; the Building and Housing Inspections Divisions are funded through permit, license, and inspection fees. f[1 ➢] Expenditures: FY Proposed 3% • Personnel • Services ■ Supplies FY14 proposed expenditures represent a 2.4% reduction when compared to FY13 estimated expenditures. The reduction in expenditures is in the personnel category. FY 2012 FY 2013 FY 2014 Proposed Total FTE's 15.55 15.55 13.55 *General Fund departments only Revenue: FY14 Estimated 3% • Property Tax 17% • Licenses & Permits • Charges for Services ■ Misc Revenue Property Taxes are used only for the Administration division; the Building and Housing Inspections Divisions are funded through permit, license, and inspection fees. f[1 ➢] Expenditures: FY Proposed 3% • Personnel • Services ■ Supplies FY14 proposed expenditures represent a 2.4% reduction when compared to FY13 estimated expenditures. The reduction in expenditures is in the personnel category. CITY OF IOWA CITY PROPOSED BUDGET I FY201q DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Economic and Community Development Department Goal: Efficiently enforce public health and safety regulations related to building and housing codes Department Objective: Review building permit and site plan applications to protect the health and safety of citizens while facilitating economic development opportunities Performance Measures: Building Permit Applications Site Plan Applications 2010 2011 2012 % reviewed within 2 New measure 91% days of receipt New measure 45% % reviewed within 6 days of receipt New measure 100% % issued within 14 New measure 75% days of receipt % issued within 30 New measure 100% days of receipt New measure 88% % issued within 60 New measure 96% days of receipt Site Plan Applications 101 2010 2011 2012 % reviewed within 1 New measure 45% days of receipt % reviewed within New measure 94% 10 days of receipt % reviewed within 14 days of receipt New measure 100% 101 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Minor Site Plans Approved % approved within New measure 23% 10 Year Average 10 days of receipt $82 million (14.6 %) $114.4 million % approved within New measure 54% 25 days of receipt % approved within New measure 92% 58 days of receipt Major Site Plans Approved % approved within 7 New measure 25% 10 Year Average days of receipt $82 million (14.6 %) $114.4 million % approved within New measure 50% 30 days of receipt % approved within New measure 83% 60 days of receipt % approved within New measure 100% 90 days of receipt Total value of construction 2010 2011 % Change 10 Year Average $96 million $82 million (14.6 %) $114.4 million 111% CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Neighborhood Stabilization Effectively resolve complaints to protect the health, safety, and livability of Iowa City's neighborhoods Expand proactive neighborhood code enforcement efforts Voluntary compliance rate for complaint cases 2009 2010 2011 98% 98% 97% Days to complaint response and compliance 103 2010 2011 Average response time < 2 days < 2 days Average time to < 14 days < 14 days compliance 103 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 424100 HIS Department Administration LJ, D , . 104 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 274,436 231,293 236,632 241,828 246,909 Bldg & Development 1,000 800 1,000 1,000 1,000 Misc Chg For Sery 28,448 Code Enforcement 7,047 14,891 7,047 7,047 7,047 Other Misc Revenue 117 510 Misc Other Operating Transfers 25,000 25,000 25,575 25,575 25,575 Total Receipts 307,600 300,942 270,254 275,450 280,531 Personnel 239,467 238,123 244,356 249,450 254,427 Services 68,107 62,679 25,871 25,972 26,075 Supplies 26 140 27 28 29 Total Expenditures 307,600 300,942 270,254 275,450 280,531 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 CODE ENFORCEMENT ASST. 1.00 1.00 HIS DIRECTOR 1.00 1.00 2.00 2.00 Transfers In Transfers Out ICHA /HIS Admin Servs 25,575 LJ, D , . 104 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 424200 Building Inspection Fund: 1000 General Center: 424300 Housing Inspections 2012 2012 2013 2014 2015 2016 Actual Estimate Actual Estimate Budget Projection Misc Permits & Licen Projection General Use Permits 1,200 7,100 11,172 7,100 7,10D 7,100 Professional Licenses 510,000 2,705 59 100 100 1D0 Misc Permits & Licen 2,250 2,100 2,250 2,250 2,250 Construction Permit & Inspection Fe 615,062 586,566 615,062 615,062 615,062 Misc Lic & Permits 52,668 300 300 300 3D0 300 Local Govt 28e Agreements 1,276 707 715 707 707 707 Bldg & Development 260,073 248,381 260,073 260,073 260,073 Misc Chg For Sery 28,448 28,448 28,448 Other Misc Revenue 808 48 Interest Revenues 929 386 929 929 929 Loans 12,315 12,000 12,000 Total Receipts 902,249 861,727 926,969 914,969 914,969 Personnel 680,486 704,233 593,763 606,330 618,905 Services 86,147 117,698 188,293 190,745 193,244 Supplies 8,652 8,427 48,067 48,188 48,311 Total Expenditures 775,285 830,358 830,123 845,263 860,460 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 BUILDING INSPECTOR 4.00 4.00 DEVELOPMENT REG SPECIALIST 1.00 1.00 HOUSING INSPECTOR ASST .30 .30 SR BUILDING INSPECTOR 1.00 1.00 6.30 6.30 Fund: 1000 General Center: 424300 Housing Inspections Total Expenditures 488,605 514,023 505,123 521,231 537,068 Personnel Services BUILDING INSPECTOR HOUSING ASSISTANT HOUSING INSPECTOR ASST SR HOUSING INSPECTOR - -- F 2013 3.00 75 .50 1.00 PE - - -- 2014 Capital Outlay 2014 3.00 .75 50 1.00 5.25 5.25 1"11 2012 2013 2D14 2015 2016 Actual Estimate Budget Projection Projection Misc Permits & Licen 1,200 1,730 1,200 1,200 1,200 Construction Permit & Inspection Fe 474,358 640,030 510,000 510,000 510,000 Other Misc Revenue 98 426 Total Receipts 475,656 642,186 511,200 511,200 511,200 Personnel 432,724 448,205 443,285 458,838 474,107 Services 52,668 64,542 59,422 59,529 60,447 Supplies 3,213 1,276 2,416 2,464 2,514 Total Expenditures 488,605 514,023 505,123 521,231 537,068 Personnel Services BUILDING INSPECTOR HOUSING ASSISTANT HOUSING INSPECTOR ASST SR HOUSING INSPECTOR - -- F 2013 3.00 75 .50 1.00 PE - - -- 2014 Capital Outlay 2014 3.00 .75 50 1.00 5.25 5.25 1"11 IIIII F Y 2 0 1 4 GENERAL FUND PUBLIC WORKS Public Works Administration Engineering Inn 111I7 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Public Works Director: Administrative Office Location: Phone: Rick Fosse 410 E. Washington St. (319) 356 -5141 Public Works Department Divisions General Fund: Business -Type Funds: • Administration • Refuse Collection • Engineering • Wastewater Special Revenue: o Landfill • Streets (RUTF) • Water Internal Service: • Stormwater Management • Equipment MISSION STATEMENT The Public Works Department exists to provide the essential infrastructure and services necessary for the health, safety, and welfare of our community. These services are provided in a manner that will enhance the quality of life of our citizens today and for generations to come. DEPARTMENT DESCRIPTION The Public Works Department is comprised of eight operational areas organized into five divisions which operate from various locations throughout the city. Public Works Administration manages the activities of the eight operational areas and is a General Fund account funded primarily through property tax revenue. The Engineering Division performs work in connection with all municipal public works improvements including bridges, roads, sanitary sewers and stormwater systems and is a General Fund account funded primarily through property tax revenue. Engineering staff review subdivision plans, design public works improvement projects, perform survey work, and inspect the construction of public works projects and subdivision improvements. The Streets Division is funded by the Road Use Tax. This division's description can be found in the Special Revenue Fund section of this budget. 1 nFl CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Water, Wastewater, Refuse Collection, Stormwater Management, and Landfill are supported by user fees and are therefore found in the Business -Type Activities section of this budget. The Equipment Division operates as an internal service fund. Public Works Department highlights, statistics, accomplishments, goals and objectives are covered within the budgets for each specific operational area. City Engineer: Ronald Knoche, PE Administrative Office Location: 410 E. Washington St. Phone: (319) 356 -5138 MISSION STATEMENT The Engineering Division exists to provide the technical expertise for the design and construction management of the 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. ENGINEERING DIVISION FUNCTIONS • Right of Way Management • Capital Improvement Plan (CIP) Project Design • CIP Project Construction Administration and Inspection • Subdivision and Site Plan Review and Inspection • Special Projects Administration and Inspection • Mapping of Streets and Public Utilities Staffing changes for FY 2014: No changes proposed 110 FY 2012 FY 2013 FY 2014 Proposed Total FTE's 12.10 12.10 12.10 110 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Recent Accomplishments: • Completion of the Butler Bridge Pedestrian Bridge Project • Completion of the Iowa River Power Dam Flood Repair Project • Design and bidding of the Lower Muscatine Road Project • Completion of the Taft Speedway Flood Mitigation Report • Completion of the Iowa City Industrial Campus Improvements Revenue: FY14 Estimated 5% 6% • Property Tax • Utility Franchise 40 Fee ■ Misc Revenue Utility Franchise Fees are imposed on gas & electric utilities; a portion of this fee is used to perform right of way maintenance. Miscellaneous Revenue includes construction permit and inspection fees. 111 Upcoming Challenges: • Design of the Iowa City Gateway Project • Design of the First Ave Grade Separation Project • Construction of the Rochester Avenue Bridge • Construction of the Lower Muscatine Road Projects • Adopt the Statewide Urban Design Standards and Construction Specifications • Development of a Right of Way Management Ordinance Expenditures: FY14 Proposed 1% ■ Personnel ■ Services ■ Supplies FY14 proposed expenditures represent a 2.5% increase over FY13 estimated expenditures. CITY OF IOWA CITY PROPOSED BUDGET I FY201q DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Economic and Community Development Department Goal: Effectively perform design and construction management of public infrastructure to ensure the health, safety, and welfare of our citizens. Department Objective: Conduct site plan review and inspection of public infrastructure projects Performance Measures: Workload measures — Public improvement projects accepted by fiscal year 112 FY09 FY10 FY11 FY12 Streets (miles) 1.022 1.699 0.440 3.105 Water Main 4.254 2.019 0.500 2.210 (miles) Sanitary Sewer 0.559 1.881 0.900 2.150 (miles) Storm Sewer 1.929 1.590 1.980 3.400 (miles) Fire Hydrants 60 27 18 55 Trails /Sidewalks 1.479 1.315 1.430 2.930 (miles) Lift Station 0 1 0 0 Traffic Signals 0 0 2 0 112 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 431100 Public Works Administration and Support 2012 Actual Property Tax - General Levy 273,704 Other Misc Revenue 703 Total Receipts 274,407 Personnel 266,684 Services 7,210 Supplies 513 Total Expenditures 274,407 -___ FTE - - -- Personnel Services 2013 2014 PROGRAM ASST - PUB WORKS 1.00 1.00 PUBLIC WORKS DIRECTOR 1.00 1.00 2.00 2.00 113 2013 Estimate 284,056 284,056 270,404 12,876 776 284,056 2014 Budget 291,811 703 292,514 276,764 15,217 533 292,514 Capital Outlay 2015 2016 Projection Projection 297,331 303,158 703 703 298,034 303,861 282,250 288,043 15,241 15,265 543 553 298,034 303,861 2014 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 432100 Engineering Services 114 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 813,625 908,661 909,566 941,718 968,705 Other City Taxes 61,984 63,000 61,984 61,984 61,984 Construction Permit & Inspection Fe 22,041 14,135 22,041 22,041 22,041 Bldg & Development 19,602 4,157 19,602 19,602 19,602 Printed Materials 1,728 5,693 1,728 1,728 1,728 Other Misc Revenue 7,438 2,234 7,438 7,438 7,438 Total Receipts 926,418 997,880 1,022,359 1,054,511 1,081,498 Personnel 807,162 863,320 876,054 906,740 932,232 Services 114,006 124,611 135,912 137,170 138,454 Supplies 5,250 9,949 10,393 10,601 10,812 Total Expenditures 926,418 997,880 1,022,359 1,054,511 1,081,498 - - -- FIE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ARCHITECTURAL SRV /ENERGY COOR 1.00 1.00 CITY ENGINEER 1.00 1.00 CIVIL ENGINEER 2.00 2.00 CONSTRUCTION INSPECTOR II 2.00 2.00 ENGINEERING TECHNICIAN .10 .10 SR CONSTRUCTION INSPECTOR 1.00 1.00 SR ENGINEER 2.00 2.00 SR ENGINEERING TECH 1.00 1.00 SURVEY PARTY CHIEF 1.00 1.00 UTILITIES TECHNICIAN - ENG 1.00 1.00 12.10 12.10 114 F Y 0 1 4 GENERAL FUND CULTURE & RECREATION Library Parks & Recreation Forestry Central Business District Cemetery / Perpetual Care Government Buildings Senior Center 115 fill CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Library Director: Location: Phone: Susan Craig 123 South Linn Street (319) 356 -5200 ICPL Hours of Operation: Mon - Thurs: 10 am -9pm Friday: 10 am -8pm Saturday: 10 am -6pm Sunday: 12 pm -5pm MISSION STATEMENT ICPL 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. DEPARTMENT DESCRIPTION The Iowa City Public Library is the busiest public library building in the state of Iowa. On average, over 225 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 2,100 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 211,000 per year. Online access at www.icpl.oro makes collections and information available 24/7. 117 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 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. The Library also contracts with the University of Iowa to provide access to children's literature materials for education and library science students & faculty. Approximately 83% 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. HIGHLIGHTS • In 2012 The Iowa City Public Library was named one of the Top 5 Children's Libraries by Livability.com • Cooperated with Iowa City UNESCO City of Literature One Book Two Book, a children's literature festival, and on the Bookmarks public art project • 764,911 library building visits Recent Accomplishments: • Increased children's early literacy efforts, including expansion of Book Babies programming; FY2012 attendance at children's programs was 40,360. • Debuted the Local Music Project to offer digital access to works of area musicians. • Shared our story on Facebook, with 3,554 people receiving regular updates. 118 Upcoming Challenges: • Improve customer service through a variety of initiatives, including better telephone service and more customer - focused policies. • Complete Phase 1 of a two year project of building improvements. Increase private support to help fund this project. CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Staffing changes for FY 2014: No net changes proposed Service Level Changes for FY 2014: • Support anticipated continued growth in the use of electronic downloadable collections. This format increased 94.5% during FY2012. • Open new teen space as a part of Phase 2 of the building improvement project. Revenue: FY14 Estimated • General Levy 3% • Library Levy • go Local 28e Agreements ■ Fines & Fee ■ Rents ■ From Broadband ■ All Other Revenue Property tax revenue, including the $0.27 library levy, is expected to increase 2.7% over FY13. Rents consist of revenue from tenants in the Library's commercial space. 119 Expenditures: FY14 Proposed 3% ■ personnel 3% ■ Services ■ Supplies ■ Capital Outlay ■ Other Financial Uses Personnel expenditures are budgeted to increase 1.5 %. Capital Outlay includes the purchase of adult and children's library materials. Other Financial Uses includes $100,000 for 2002 GO bond abatement, paid for from leased commercial space revenue. Transfers to equipment replacement and computer replacement reserves are also included in this category. FY 2012 FY 2013 FY 2014 Proposed Total FTE's 42.88 42.88 42.88 Service Level Changes for FY 2014: • Support anticipated continued growth in the use of electronic downloadable collections. This format increased 94.5% during FY2012. • Open new teen space as a part of Phase 2 of the building improvement project. Revenue: FY14 Estimated • General Levy 3% • Library Levy • go Local 28e Agreements ■ Fines & Fee ■ Rents ■ From Broadband ■ All Other Revenue Property tax revenue, including the $0.27 library levy, is expected to increase 2.7% over FY13. Rents consist of revenue from tenants in the Library's commercial space. 119 Expenditures: FY14 Proposed 3% ■ personnel 3% ■ Services ■ Supplies ■ Capital Outlay ■ Other Financial Uses Personnel expenditures are budgeted to increase 1.5 %. Capital Outlay includes the purchase of adult and children's library materials. Other Financial Uses includes $100,000 for 2002 GO bond abatement, paid for from leased commercial space revenue. Transfers to equipment replacement and computer replacement reserves are also included in this category. CITY OF IOWA CITY PROPOSED BUDGET I FY2014 DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication and Customer Service Orientation Department Goal: Minimize Barriers to Library Use Department Objective: Make the Library easier to use and more accessible, as measured through the number of visitors and registered borrowers Performance Measures: Total number of Library visits Target or Goal FY 2012 Actual F' 2013 Estimated FY 2014 Budget 788,000 764,911 776,385 788,000 Number of registered borrowers Target or Goal FY 2012 Actual F' 2013 Estimated FY 2014 Budget 70,000 69,606 69,800 70,000 120 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Coordinated Communication and Customer Service Orientation Improve the Visibility and Awareness of Library Services, Programs, and Collections Increase the availability of information regarding program and service offerings Install electronic bulletin board and building directory Increase number of Facebook friends Target or Goal FY 2012 Actual F' 2013 FY 2014 Budget Target or Goal FY 2012 Actual Estimated FY 2014 Budget 4 units installed New measure 2 units installed 2 units installed Increase number of Facebook friends Target or Goal FY 2012 Actual F' 2013 Estimated FY 2014 Budget 3,900 3,554 3,731 3,918 Boards and Commissions: Nine - member Board of Trustees appointed by the City Council with powers to set policy, employ a Director and staff, expend tax funds allocated by the City Council, contract with other jurisdictions, and receive and spend gift funds and other revenues. 121 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Division: 03700 Library Cable TV to Libr AV 55,000 PC Repl Reserve Fndg 42,968 Equip Repl Reserve 19,454 2002 GO Abatement 100,000 55,000 162,422 122 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 3,933,803 4,015,168 4,124,258 4,205,688 4,308,754 Current Taxes 747,907 782,878 803,763 818,765 835,082 Other City Taxes 14,041 13,854 13,703 13,892 14,085 State 2Be Agreements 35,000 35,000 35,000 35,700 36,414 Local Govt 28e Agreements 424,363 423,840 424,363 424,363 424,363 Library Fines & Fees 201,157 211,610 201,157 201,157 201,157 Other Misc Revenue 63,755 67,612 63,744 63,744 63,744 Rents 118,948 123,829 123,829 123,829 123,829 Royalties & Commissions 3,068 3,464 3,068 3,068 3,068 From Broadband 55,000 55,000 55,000 55,000 55,000 Total Receipts 5,597,042 5,732,255 5,847,885 5,945,206 6,065,496 Personnel 4,018,230 4,111,917 4,172,588 4,268,071 4,361,493 Services 630,975 655,610 673,845 684,267 694,896 Supplies 135,023 149,091 158,710 161,771 164,896 Capital Outlay 653,385 653,215 680,320 668,675 681,789 Other Financial Uses 159,429 162,422 162,422 162,422 162,422 Total Expenditures 5,597,042 5,732,255 5,847,885 5,945,206 6,065,496 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 CUSTODIAN - LIBRARY 2.00 2.00 Adult Library Materials 541,393 IT SUPPORT SPECIALIST 1,00 1,00 Children's Library Materials 101,427 LIBRARIAN II 7.00 7.00 Children's Technology Table 18,000 LIBRARY ADMIN COORDINATOR 1.00 1.00 RFID Tags 13,000 LIBRARY ASSISTANT I 2.50 2.50 Smartboard 6,500 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 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 42.88 680,320 Transfers In Transfers Out Cable TV to Libr AV 55,000 PC Repl Reserve Fndg 42,968 Equip Repl Reserve 19,454 2002 GO Abatement 100,000 55,000 162,422 122 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 442670 Library Computer Replacement Reserve 42,568 Fund: 1000 General Center: 442680 Library Fyuipment Replacement Reserve Misc Other Operating Transfers Total Receipts Supplies Capital Outlay Total Expenditures 2012 2012 2013 2014 2015 2016 Actual Actual Estimate Budget Projection Projection Misc Other Operating Transfers 42,968 42,968 42,968 42,968 42,968 Total Receipts 42,968 42,968 42,968 42,968 42,968 Supplies 3,365 22,035 2,274 2,319 2,365 Capital Outlay 54,206 25,750 35,000 Total Expenditures 57,571 22,035 28,024 2,319 2,365 - - -_ FTF - - -- Personne'_ Services 2013 2014 Capital Outlay 2014 Computer Server 25,750 25,750 Transfers In Transfers Out Library Res Funding 42,968 42,568 Fund: 1000 General Center: 442680 Library Fyuipment Replacement Reserve Misc Other Operating Transfers Total Receipts Supplies Capital Outlay Total Expenditures 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 19,454 19,454 19,454 19,454 19,454 19,454 19,454 19,454 19,454 19,454 1,929 11,310 35,000 13,239 35,000 -- -- FTE ---- Personnel Services 2013 2014 Transfers In Library Res Funding 19,454 19,454 123 Capital Outlay 2014 Software Upgrade 35,000 35,000 Transfers Out Fund: 1001 General- Library Beginning Balance Operating Grants Refuse Charges For Services Printed Materials Misc Merchandise Other Mice Revenue Interest Revenues Total Receipts Personnel Services Supplies Capital Outlay Total Expenditures Ending Balance CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 301,646 276,279 301,071 256,791 268,108 61,033 65,425 61,033 61,033 61,033 179 179 179 179 16,290 14,778 16,290 16,290 16,290 2,512 1,086 2,512 2,512 2,512 25,035 24,910 670 691 670 670 670 105,719 106,890 80,684 80,684 80,684 42,628 41,952 44,243 46,269 47,940 56,453 15,611 14,246 14,453 14,663 8,148 4,535 8,475 8,645 8,819 23,857 20,000 58,000 131,086 82,098 124,964 69,367 71,422 276,279 301,071 256,791 268,108 277,370 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 LIBRARY ASSISTANT III .50 .50 Building Improvements 30,000 LIBRARY CLERK .25 .25 Digital Signage Equipment 15,000 Self Check Station 13,000 75 .75 124 JO,VUV CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Parks & Recreation Director: Parks & Forestry Superintendent: Parks Division Office Location: Phone: Recreation Superintendent: Recreation Division Office Location: Phone: Mike Moran Terry Robinson 2275 South Gilbert Street (319) 356 -5107 Chad Dyson 220 South Gilbert Street (319) 356 -5100 Parks & Recreation Divisions • Administration • Parks Operation & Maintenance • Central Business District • Forestry • Recreation • Government Buildings • Cemetery MISSION STATEMENT 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. DEPARTMENT DESCRIPTION Parks & Recreation administration oversees the operation of the Parks, Recreation, Forestry, Central Business District, Oakland Cemetery, and Government Buildings Divisions. The Parks Division oversees the maintenance of the City's green space and 43 designated parks. Duties include: cleaning, repairing, and maintaining park shelters; mowing, snow and ice removal; and repair of park fixtures such as picnic tables and garbage racks. Staff also assist organized sports groups through the operation of lighting and irrigation systems. Staff prepare community gardens and manage dog parks, City Park's carnival rides, and the City's disc golf course, among others. 125 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 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. Staff respond to and resolve service requests regarding hazardous trees, low limbs, and diseased trees. 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. The Recreation Division manages the operation of the City's recreation facilities and programs. The City offers programs in youth & adult sports, aquatics, culture & art programs, and special populations involvement programs designed for persons of all ages with special needs. The division also helps organize the annual Farmer's Market and Market Music programs. 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. Staff maintain all cemetery grounds, buildings, equipment, and snow route. Staff assist family members and funeral homes regarding funeral arrangements, manage billing and maintain records, and assist with genealogy requests. 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. HIGHLIGHTS • Parks and Recreation activity registration increased 15% compared to previous year • Over 1,000 activities are offered annually • The Iowa City Farmer's Market celebrated its 40`h year in 2012 • Acquired the Ned Ashton House in the Parkview Terrace neighborhood. The house is listed on the National Register of Historic Places and was damaged during the 2008 flood. The property will be rented as a venue for events such as weddings, receptions, and meetings. 1W CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Recent Accomplishments: • Opened the north parking section of the Terry Trueblood Recreation Area, which provides access to the marina, boat ramp, and lake • Completed the North Market Square Park redevelopment project • Introduced a new online customer registration and information system Staffing changes for FY 2014: No changes proposed Upcoming Challenges: • Continue to pursue collaborations with area schools, neighborhood associations, the University, and the Senior Center • Update fee structure to work toward cost recovery goal • Continue to prioritize maintenance projects and facility upgrades Revenue: FY14 Estimated 2% ■Property Tax 3% ■ Hotel /Motel Tax jJJJ 3% ■ Intergovernmental ■ Charges for Services ■ Use of Money & Property ■ All Other Revenue Approximately 81 % of total Parks & Recreation Department revenue is from property tax revenue. Charges for Services are predominantly revenue earned from recreation division program fees. 127 Expenditures: FY14 Proposed 2% • Personnel • Services • Supplies • Capital Outlay FY14 proposed expenditures represent a 1.7% increase over FY13 estimated expenditures. Most of the increase is in the category of personnel expenditures. FY 2012 FY 2013 FY 2014 Proposed Total FTE's 44.25 44.25 44.25 Revenue: FY14 Estimated 2% ■Property Tax 3% ■ Hotel /Motel Tax jJJJ 3% ■ Intergovernmental ■ Charges for Services ■ Use of Money & Property ■ All Other Revenue Approximately 81 % of total Parks & Recreation Department revenue is from property tax revenue. Charges for Services are predominantly revenue earned from recreation division program fees. 127 Expenditures: FY14 Proposed 2% • Personnel • Services • Supplies • Capital Outlay FY14 proposed expenditures represent a 1.7% increase over FY13 estimated expenditures. Most of the increase is in the category of personnel expenditures. CITY OF IOWA CITY PROPOSED BUDGET I FY2014 DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Strong and Sustainable Financial Foundation Department Goal: Relate program fees to the full cost of providing service Department Objective: Set program fees to fund 50% of program costs Performance Measures: Recreation program cost recovery Target or Goal FY11 Actual FY12 Actual FY13 FY14 Budget Estimated 50% 45.9% 41.6% 41.0% 38.5% Boards and Commissions: A nine member Parks and Recreation Commission is appointed by the City Council to recommend and review policies, rules, regulations, ordinances and budgets relating to parks, playgrounds, recreational centers and cultural functions of the city and make such reports to the City Council as the Commission deems in the public interest. 128 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 441100 Parks & Rec Admin 129 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 273,000 257,403 265,135 270,175 275,326 Other Misc Revenue 10 92 Total Receipts 273,010 257.495 265,135 270,175 275,326 Personnel 237,812 234,948 241,554 246,367 251,289 Services 27,594 20,529 22,679 22,888 23,099 Supplies 1,104 2,018 902 920 938 Capital Outlay 6,500 Total Expenditures 273,010 257,495 265,135 270,175 275,326 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ADMINISTRATIVE SECRETARY 1.00 1.00 PARKS & RECREATION DIRECTOR 1.00 1.00 2.00 2.00 129 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Division: 03300 Parks Operation & Maintenance Property Tax - General Levy Culture And Recreation Contrib & Donations Other Misc Revenue Rents Sale Of Assets Total Receipts Personnel Services Supplies Capital Outlay Other Financial Uses Total Expenditures Personnel Services CLERK /TYPIST - PARKS & FOREST M.W. II - PARKS M.W. III - PARKS SR MW - PARKS SR MW - TURFGRASS SPECIALIST SUPERINTENDENT PARKS /FORESTRY 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 2,193,351 2,162,242 2,283,488 2,311,518 2,385,667 96,711 102,137 96,711 96,711 96,711 7,423 1,154 235 446 446 446 62,630 83,250 62,630 62,630 62,630 5,843 2,367,112 2,347,864 2,443,275 2,471,305 2,545,454 1,422,444 1,425,907 1,474,641 1,495,834 1,517,177 700,146 696,182 747,202 757,110 767,210 165,822 179,534 191,332 195,161 199,067 59,317 25,950 30,100 23,200 62,000 19,383 20,291 2,367,112 2,347,864 2,443,275 2,471,305 2,545,454 - - -- FTE - - -- 2013 2014 Capital Outlay 2014 1.00 1.00 Salt /sand spreader 6,900 5.00 5.00 Utility vehicle 8,200 4.00 4.00 ZTR Mower 15,000 1.00 1.00 1.00 1.00 1.00 1.00 13.00 13.00 30,100 130 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Division: 03200 Recreation 131 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 1,747,439 1,858,356 1,897,172 1,920,648 1,909,713 Other City Taxes 223,821 199,080 223,821 223,821 223,821 Local Govt 28e Agreements 98,163 99,404 98,163 98,163 98,163 Transit Fees 2,140 21140 2,140 2,140 Culture And Recreation 631,417 673,303 632,234 632,234 632,234 Misc Chg For Sery 3,463 4,130 3,368 3,368 3,368 Contrib & Donations 26,642 3,975 Misc Merchandise 9,486 12,081 9,486 9,486 9,486 Other Misc Revenue 1,200 2,016 1,000 1,000 1,000 Rents 152,357 164,470 152,340 152,340 152,340 Royalties & Commissions 13,496 22,723 13,486 13,486 13,486 Total Receipts 2,909,624 3,039,538 3,033,210 3,056,686 3,045,751 Personnel 2,119,571 2,082,988 2,199,724 2,230,675 2,261,967 Services 463,197 539,845 499,872 507,527 515,335 Supplies 211,690 256,803 250,614 255,484 260,449 Capital Outlay 60,631 159,902 83,000 63,000 8,000 Other Financial Uses 54,535 Total Expenditures 2,909,624 3,039,538 3,033,210 3,056,686 3,045,751 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 M.W. I - POOLS 1,00 1.00 Cabin repair 7,000 M.W. I - RECREATION 2.75 2.75 Deck furniture 2,000 M.W. II - RECREATION 1.00 1.00 Entrance ramp 7,500 M.W. III - POOLS 1.00 1.00 Flooring 7,500 OFFICE COORD - RECREATION 1.00 1.00 Grating and tile repairs 10,000 REC PROGRAM SUPERVISOR 5.00 5.00 Maintenance and repairs 20,000 REC. MAINT. SUPR .67 .67 Repair and maintenance 12,000 RECREATION SUPT 1.00 1.00 Signage 12,000 SR CLERK /TYPIST - REC 1.00 1.00 Treadmill 5,000 SWIMMING POOL ASST 1.00 1.00 15.42 15.42 83,000 131 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 441840 Forestry Operations Total Expenditures 452,606 550,328 499,594 507,109 514,985 F Personnel Services 2013 M. W. II - FORESTRY 1.00 M. W. III - FORESTRY 1.00 SR MW - FORESTRY 1.00 3.00 Transfers In RUT Rt of Way Maint CE - - -- 2014 Capital Outlay 2014 1.00 1.00 1.00 3.00 Transfers Out 73,078 73,078 132 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 352,350 474,746 397,066 402,059 408,535 Other City Taxes 4,959 5,000 4,959 4,959 4,959 Contrib & Donations 20,000 20,000 20,000 20,000 Other Misc Revenue 5,301 4,491 4,491 4,491 Road Use Tax 69,996 70,582 73,078 75,600 77,000 Total Receipts 452,606 550,328 499,594 507,109 514,985 Personnel 277,950 287,510 295,168 299,864 304,863 Services 139,169 178,731 189,297 191,813 194,380 Supplies 35,487 25,087 15,129 15,432 15,742 Capital Outlay 59,000 Total Expenditures 452,606 550,328 499,594 507,109 514,985 F Personnel Services 2013 M. W. II - FORESTRY 1.00 M. W. III - FORESTRY 1.00 SR MW - FORESTRY 1.00 3.00 Transfers In RUT Rt of Way Maint CE - - -- 2014 Capital Outlay 2014 1.00 1.00 1.00 3.00 Transfers Out 73,078 73,078 132 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 441860 CBD Maintenance Operations Total Expenditures 544,333 - - -- FTE - - -- Personnel Services 2013 2014 M. W. II - CBD 2.00 2.00 SR M.W. - CBD 1.00 1.00 3.00 3.00 133 2013 Estimate 2012 2015 Projection Actual Property Tax - General Levy 539,395 General Use Permits 4,938 Other Misc Revenue 4,938 Total Receipts 544,333 Personnel 350,634 Services 153,431 Supplies 28,328 Capital Outlay 11,940 Total Expenditures 544,333 - - -- FTE - - -- Personnel Services 2013 2014 M. W. II - CBD 2.00 2.00 SR M.W. - CBD 1.00 1.00 3.00 3.00 133 2013 Estimate 2014 Budget 2015 Projection 2016 Projection 500,923 612,883 619,531 626,346 8,176 4,938 4,938 4,938 24,174 533,273 617,821 624,469 631,284 350,342 369,639 373,952 378,382 138,855 162,371 163,292 164,233 29,076 70,811 72,225 73,669 15,000 15,000 15,000 15,000 533,273 617,821 624,469 631,284 Capital Outlay 2014 Fixture Replace & Surface Repair 15,000 15,000 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center 441850 Cemetery Operations Total Expenditures 381,119 369,553 381,597 390,817 399,214 Personnel Services 2013 CEMETERY SUPR 1.00 M.W. II - CEMETERY 1.00 M.W. III - CEMETERY 1.00 3.00 Fund: 6001 Perpetual Care CE - -- 2014 Capital Outlay 2014 1.00 1.00 1.00 3.00 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 240,911 282,343 283,262 292,482 300,879 Misc Ong For Sery 40,885 29,760 40,885 40,885 40,885 Misc Merchandise 28 266 239 239 239 Sale Of Assets 99,295 57,450 57,450 57,450 57,450 Total Receipts 381,119 369,553 381,597 390, 817 399,214 Personnel 279,840 288,018 292,366 300,351 307,490 Services 55,962 57,001 65,952 66,719 67,503 Supplies 20,777 18,934 23,279 23,747 24,221 Capital Outlay 24,540 5,600 Total Expenditures 381,119 369,553 381,597 390,817 399,214 Personnel Services 2013 CEMETERY SUPR 1.00 M.W. II - CEMETERY 1.00 M.W. III - CEMETERY 1.00 3.00 Fund: 6001 Perpetual Care CE - -- 2014 Capital Outlay 2014 1.00 1.00 1.00 3.00 134 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 114,447 114,686 114,952 115,191 115,430 Interest Revenues 239 266 239 239 239 Total Receipts 239 266 239 239 239 Ending Balance 114,686 114,952 115,191 115,430 115,669 134 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Division: 01300 Government Buildings 135 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 490,359 511,382 498,549 509,114 519,314 Sale Of Assets 10 Total Receipts 490,369 511,382 498,549 509,114 519,314 Personnel 310,237 308,977 316,056 323,136 329,780 Services 147,759 176,303 157,580 160,568 163,617 Supplies 24,154 26,102 24,913 25,410 25,917 Capital Outlay B,219 Total Expenditures 490,369 511,382 498,549 509,114 519,314 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 CUSTODIAN - GOVT BLDGS 2.50 2.50 M. W. II - GOVT BLOCS 1.00 1.D0 M.W. I - GOVT BLDGS 1.0T 1.00 REC. MAINT. SUPR .33 .33 4.83 4.83 135 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Senior Center Coordinator: Location: Phone: T he # Center td A C? JOHWabW CbUp SEW10l CESTd1 Linda Kopping 28 South Linn Street (319) 356 -5220 Senior Center Hours of Operation: Business Hours 8 AM - 5 PM, Monday — Friday Building hours are often extended to accommodate evening Extended Member Hours 7 AM — 7 PM, Monday - Thursday 7 AM — 5 PM, Friday 10:30 AM — 1:30 PM, Saturday & Sunday and weekend programming. Please see Calendar of Events MISSION STATEMENT for program schedule. 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. DEPARTMENT DESCRIPTION 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. Establishing Social Connections • Social interaction and engagement is an essential component of all programming. Classes, programs, special events, performance groups, volunteer activities, clubs, and organizations all incorporate time for participants to interact with each other. 1611 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Keeping Active, Physically and Mentally • Classes: The Center provides abundant educational opportunities. Classes cover everything from literature and fitness to video production, music, and art education. They are taught by knowledgeable volunteers and independent contractors. All are non- credit with no tests or educational prerequisites. • Volunteer Service: Center volunteers work as teachers, leaders, project directors, building supervisors, or special project volunteers. They play a critical role in the successful operation of The Center. Notably, this type of volunteering can bring a sense of purpose or meaningfulness to a person's life. Maintaining Contact with the Community • Community Services Offered at The Center: The AARP Tax Aide Program, University of Iowa Counseling Services, Volunteer Lawyers, Senior Health Insurance Information Program, Visiting Nurses Association, Senior Nutrition Program, and Respecting Your Wishes all ensure that the community comes into The Center. • The Center Reaches Out to the Community: Center volunteers share information about The Center and conduct fundraising activities in a variety of venues. Performances by music, theater, choral, dance and poetry groups are regularly scheduled throughout the community. Performances benefit both the performers and the audience. Performers share their talents with the community and maintain or expand mental fitness and social connections. Viewers enjoy entertainment in an environment that promotes social interaction. HIGHLIGHTS • There were 105,157 visits to Senior Center sponsored programs • There were an additional 15,931 and 7,139 visits to The Center for the Senior Nutrition Program and other services & meetings, respectively • There were 313 classes, 83 special events, 28 performance groups, 101 groups & clubs, 55 volunteer opportunities, and 110 professional services offered at The Center • Membership climbed from 1,391 at the end of FY2011 to over 1,587 at the close of FY2012 • Over 580 volunteers provided services to support Center programming and the community 137 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Recent Accomplishments: • In September 2011, The Center's celebrated its 30`h Anniversary with a month -long series of programs supported by five separate community partners. Events included a Senior Art Exhibit, Membership Appreciation Dinner, dance, and film festival. • Completed extensive preparatory work to obtain national accreditation from the National Institute of Senior Centers, a unit of the National Institute of Senior Centers. • Completed capital improvement project resetting and re- supporting Linn Street steps. Staffing changes for FY 2014: No changes proposed Upcoming Challenges: • Work with volunteer members of the Steering Council and Working Committees, participants, Senior Center Commission, staff, and Friends of the Center to diversify The Center's funding. • Upgrade interior of facility— flooring, window coverings, some furnishings, wall coverings and repairs —to create a safe, welcoming environment conducive to learning, relaxation, and social interaction. • Promote an environment of inclusion to increase the diversity of participant. Revenue: FY14 Estimated ■ General Levy • Local 28e Agreements • Fees & Charges for Services • Donations ■ All Other Revenue Property tax revenue is projected to decline 7.9% compared to FY13. The Center's goal is for non - property tax revenue to support 25% of total expenditures. 138 Expenditures: FY14 Proposed 6% 4% ■ Personnel ■ Services Ob ■ Supplies ■ Capital Outlay Personnel costs comprise approximately 61 % of the Center's budget. Proposed personnel expenditures represent a 4.4% increase over FY13 estimated expenditures. FY 2012 FY 2013 FY 2014 Proposed Total FTE's 6.5 6.5 6.5 Revenue: FY14 Estimated ■ General Levy • Local 28e Agreements • Fees & Charges for Services • Donations ■ All Other Revenue Property tax revenue is projected to decline 7.9% compared to FY13. The Center's goal is for non - property tax revenue to support 25% of total expenditures. 138 Expenditures: FY14 Proposed 6% 4% ■ Personnel ■ Services Ob ■ Supplies ■ Capital Outlay Personnel costs comprise approximately 61 % of the Center's budget. Proposed personnel expenditures represent a 4.4% increase over FY13 estimated expenditures. CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Fee changes: • Fiscal Year 2013 increase in parking permit fees to $100 1year • Center membership fees increased on September 1, 2012 to: • Class fees will be increased to cover the cost associated with on -line registration. Start date of February 2013. • Room rental fees were increased late in fiscal year 2012. ➢ 202, 205, 208, 209; and 211: $20 for <_ every hour of use' ➢ G13 and 103: $30 for <_ every hour of use' ➢ Assembly room: $40 for <_ every hour of use' "One hour and fifteen minutes results in a two -hour rental fee. • Independent contractor fees are 25% of the gross tuition collected by the independent contractor. • Sales of art shown in exhibits has a 25% commission. • Locker rental is $4.00 each month. 139 Iowa City Non -Iowa City Non - Johnson Resident Resident of Johnson County Resident County Single Membership $33 $60 $96 Additional Household $20 $36 $58 Membership • Class fees will be increased to cover the cost associated with on -line registration. Start date of February 2013. • Room rental fees were increased late in fiscal year 2012. ➢ 202, 205, 208, 209; and 211: $20 for <_ every hour of use' ➢ G13 and 103: $30 for <_ every hour of use' ➢ Assembly room: $40 for <_ every hour of use' "One hour and fifteen minutes results in a two -hour rental fee. • Independent contractor fees are 25% of the gross tuition collected by the independent contractor. • Sales of art shown in exhibits has a 25% commission. • Locker rental is $4.00 each month. 139 CITY OF IOWA CITY PROPOSED BUDGET I FY201q DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication and Customer Service Orientation Department Goal: Continue to improve the currency, relevance, and appeal of the Center's internet presence. Department Objective: Introduce new software that will facilitate online and in- person membership and parking sales, donations, class registration, program scheduling, communication, and publication of the program guide. Performance Measures: Complete 25% of participant transactions online Number of participants receiving email newsletters FY 2012 Actual F' 2013 FY 2014 Budget Target or Goal FY 2012 Actual Estimated FY 2014 Budget 500 New measure Estimated 500 25% New measure 25% 25% Number of participants receiving email newsletters Strategic Plan Goal: Department Goal Department Objective: Performance Measure: A Strong and Sustainable Financial Foundation To improve the stability and diversity of Center funding Increase the proportion of revenue generated through fees, grants, corporate sponsors, and fundraising Cost - recovery percentage Target or Goal FY 2012 Actual F' 2013 FY 2014 Budget Target or Goal FY 2012 Actual Estimated FY 2014 Budget 500 New measure New measure 500 Strategic Plan Goal: Department Goal Department Objective: Performance Measure: A Strong and Sustainable Financial Foundation To improve the stability and diversity of Center funding Increase the proportion of revenue generated through fees, grants, corporate sponsors, and fundraising Cost - recovery percentage Target or Goal FY 2012 Actual FY 2013 FY 2014 Budget Estimated 25% 25% 25% 30 -35% 140 CITY OF IOWA CITY PROPOSED BUDGET Strategic Plan Goal: Department Goal Department Objective: Performance Measures: IFY2014 Coordinated Communication & Customer Service Orientation Increase cultural diversify among participants Use the scholarship program, public presentations, and Center programming to increase diversity % of scholarship users among total membership Target or Goal FY 2012 Actual FY 2013 FY 2014 Budget Target or Goal FY 2012 Actual Estimated FY 2014 Budget 10 -12% 8% 10% 10 -12% Number of culturally diverse programs Number of public presentations FY 2013 Target or Goal FY 2012 Actual Estimated FY 2014 Budget 6 -12 6 6 -12 6 -12 Number of public presentations Boards and Commissions: The Senior Center Commission is comprised of seven members with renewable three -year terms. Six members are appointed by the City Council. The seventh at -large member must be a Johnson County resident living outside of Iowa City. This person is appointed by a majority vote of the six Council appointees. Duties and powers of the Commission include serving in an advisory role to the City Council with regard to the needs of the Senior Center. Commission members make recommendations on policies and programs and join staff and other interested persons in seeking adequate financial resources for the operation of The Center. They encourage full participation of older adults in Center programs and activities and work to ensure that The Center is well integrated into the community. Commissioners encourage partnering with other organizations to meet the needs of older adults; serve in an advocacy role with regard to the needs of older adults; and assist the City Manager in the evaluation of personnel. 141 FY 2013 Target or Goal FY 2012 Actual Estimated FY 2014 Budget 36 20 24 36 Boards and Commissions: The Senior Center Commission is comprised of seven members with renewable three -year terms. Six members are appointed by the City Council. The seventh at -large member must be a Johnson County resident living outside of Iowa City. This person is appointed by a majority vote of the six Council appointees. Duties and powers of the Commission include serving in an advisory role to the City Council with regard to the needs of the Senior Center. Commission members make recommendations on policies and programs and join staff and other interested persons in seeking adequate financial resources for the operation of The Center. They encourage full participation of older adults in Center programs and activities and work to ensure that The Center is well integrated into the community. Commissioners encourage partnering with other organizations to meet the needs of older adults; serve in an advocacy role with regard to the needs of older adults; and assist the City Manager in the evaluation of personnel. 141 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 444100 Senior Center Operations Total Expeadi*_ures 822,867 2012 FTE Actual Property Tax - General Levy 620,831 Local Govt 28e Agreements 70,000 Culture And Recreation 42,284 Misc Chu For Sery 16,698 Contrib�& Donations 34,743 Misc Merchandise 12,491 other Misc Revenue 6,618 Rents 1,539 Pkg Ramp Revenue 17,663 Misc Transfers In 40,000 Total Receipts 822,867 Personnel 519,362 Services 234,516 Supplies 55,735 Capital Outlay 6,410 Other Financial Uses 6,844 Total Expeadi*_ures 822,867 Transfers In Sr. Gift Fund Contrb 2,500 2,500 142 2013 Estimate - - -- FTE - - -- Personnel Services 2013 671,586 2014 M. W. III - SENIOR CENTER 1.00 59,215 1.00 56,427 M.W. I - SENIOR CENTER 1.00 13,853 1.00 16,698 OPERATIONS ASST - SR CENTER 1.00 40,000 1.00 40,000 PROGRAM SPECIALIST - SR CENTE 1.00 12,491 1.00 10,604 RECEPTIONIST - SR CENTER .50 27,799 2,125 .50 SENIOR CENTER COORDINATOR 1.00 20,520 1.00 22,000 VOLUNTEER SPECIALIST -SR CNTR 1.00 2,500 1.00 2,500 948,463 6.50 931,330 6.50 518,543 Transfers In Sr. Gift Fund Contrb 2,500 2,500 142 2013 Estimate 2014 Budget 2015 Projection 2016 Projection 706,702 650,772 692,661 671,586 70,000 59,215 59,215 59,215 61,554 56,427 56,427 56,427 13,853 16,698 16,698 16,698 43,586 40,000 40,000 40,000 11,614 12,491 12,491 12,491 10,604 27,799 27,799 27,799 2,125 1,539 1,539 1,539 20,520 22,000 22,000 22,000 7,905 2,500 2,500 2,500 948,463 889,441 931,330 910,255 518,543 541,271 556,698 571,074 269,241 259,443 263,050 266,729 68,780 50,727 51,582 52,452 84,739 38,000 60,000 20,000 7,160 948,463 889,441 931,330 910,255 Capital Outlay 2014 Contracted Improvements 15,000 Hot Steam Serving Table 5,000 PC Hardware 18,000 Transfers Out moo, vw CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1003 Genera] Senior Center Gift Fund 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 33,198 34,014 26,183 24,754 23,325 Contrib & Donations 745 Estimate 1,000 1,000 1,000 Interest Revenues 71 74 71 71 71 Total Receipts 816 74 1,071 1,071 1,071 other Financial Uses 3,712 7,905 2,500 2,500 2,500 Total Expenditures 47 7,905 2,500 2,500 2,500 Ending Balance 34,014 26,183 24,754 23,325 21,896 "transfers In Transfers Out Sr Ctr Scholarship 2,500 2,500 Fund: 1004 General- Senior Center -New Horizons Band 143 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 4,774 5,478 5,427 4,513 3,510 Culture And Recreation 9,665 10,800 10,200 10,200 10,200 Contrib & Donations 3,712 2,000 2,000 2,000 2,000 Mise Merchandise 47 80 70 70 70 Total Receipts 13,424 12,880 12,270 12,270 12,270 Personnel 6,757 9,306 7,577 7,577 7,577 Services 3,701 805 3,675 3,727 3,780 Supplies 2,262 2,820 1,932 1,969 2,007 Total Expenditures 12,720 12,931 13,184 13,273 13,364 Ending Balance 5,478 5,427 4,513 3,510 2,416 143 144 F Y 2 O 1 4 GENERAL FUND COMMUNITY & ECONOMIC DEVELOPMENT Planning & Community Dev. Admin. Urban Planning & Historic Preservation Neighborhood Services Public Art Community Development — Non Grant Human Services UniverCity Neighborhood Partnerships General Rehabilitation & Improvement Program (GRIP) Economic Development 145 i[[d CITY OF IOWA CITY PROPOSED BUDGET I FY2014 PCD Director: Economic Development Coordinator: Community Development Coordinator: Urban Planning, Senior Planner: MPOJC Executive Director: Neighborhood Services, Planner: Office Location: Phone: Jeff Davidson Wendy Ford Stephen Long Bob Miklo John Yapp Marcia Bollinger 410 E. Washington St. (319) 356 -5230 ry e� Artist rendering of possible development at Benton St. /Riverside Dr. intersection PCD Department Divisions General Fund: • Administration • Urban Planning • Community Development • Economic Development • Neighborhood Services • Human Services Special Revenue Funds: • CDBG • HOME • Flood Recovery Grants • GRIP • MPOJC MISSION STATEMENT It is the mission of the Department of Planning and Community Development to facilitate the successful growth of the community. DEPARTMENT DESCRIPTION The Planning & Community Development Department is comprised of the following divisions: Administration provides professional oversight of four PCD divisions and the MPOJC. 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. 147 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 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 promotes 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. 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. Community Development staff are committed to providing Iowa City residents with access to safe and affordable housing, jobs and services to promote the general economic prosperity and welfare of Iowa City. This is accomplished by coordinating efforts with local agencies, businesses, nonprofit organizations and other community partners, and by administering and coordinating activities relating to city, state, and federal housing and community and economic development programs. The division also provides technical assistance and funding opportunities to small businesses for expansion needs. The City Council makes annual allocations to the area's Human Service agencies as part of the budget process. Staff coordinate with United Way of Johnson County and the Housing and Community Development Commission in providing recommendations for the allocation of these funds. 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. Descriptions of the Community Development Block Grant (CDBG) program, HOME Investment Partnership, Flood Recovery & Mitigation grants, and the Metropolitan Planning Organization of Johnson County (MPOJC). 148 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 HIGHLIGHTS • 26 former rental properties have been acquired and restored to single family homes to date through the UniverCity Neighborhood Partnership, a cooperative effort between the City and the University of Iowa. Four more houses are in the program for FY13, with an expected ten additional homes in FY14. • The Good Ideas campaign continues to gather input from the community to create a vision for how Iowa City will grow and develop over the coming decades. Your ideas can be shared online or at public planning workshops. View ideas, give thumbs up to ideas you like, and share your own at icgov.org /goodideas. The Program for Improving Neighborhoods (PIN) funded several neighborhood initiatives, including supplies for the Fairmeadows community garden (Grant Wood Neighborhood Association), neighborhood parties (College Green, Melrose, Miller Orchard, Ty'n Cae, and Goosetown), and little free libraries throughout the City. Recent Accomplishments: Secured EPA Urban Waters Program, Iowa Great Places and Iowa DNR grants to plan and design modifications to the Burlington Street dam that could create recreational opportunities such as whitewater rafting, boating, and integration with Iowa River Water Trail. Modifications would also reduce safety hazards associated with the low -head dam. • Completed flood buyouts in the Park View Terrace and Taft Speedway neighborhoods. 93 homes were purchased through the program, removing these properties from the flood plain. These areas will be returned to green space. The buyouts began in May 2009 and were funded through federal and state grant programs. • Developed a new set of economic development processes and policies intended to streamline the development process and codify policies pertaining to public incentives. 149 Upcoming Challenges: • Redevelopment of the City -owned property on the corner of College and Gilbert Streets. The RFP process is currently underway. • Continue planning for future development in the Riverfront Crossings district south of downtown. • Continue to promote the availability of affordable housing and assist local businesses despite decreasing CDBG and HOME funding. • Continue the Single Family New Home Construction Program. The program was implemented to replace housing stock that was lost in the 2008 flood. Funds are awarded by the Iowa Economic Development Authority. CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Staffing: Community Development Coordinator from 0.15 FTE to 0.30 FTE *General Fund divisions only Revenue: FY14 Estimated 2% • Property Tax 039 % • Hotel /Motel Tax • Other Financing % Sources • All Other Revenue Other Financing Sources includes the sale of homes, loan revenue, and bond proceeds all associated with the UniverCity program. Expenditures: FY14 Proposed 1% • Personnel • Services • Supplies • Capital Outlay 00% ■ Debt Service Capital Outlay and Debt Service include a total of $4.5 million for the acquisition, renovation, and debt service associated with the UniverCity program. The sale of homes through the program is intended to recoup all expenses less renovation costs. DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Neighborhood Stabilization Department Goal: Facilitate Communication & Cooperation between the City and the neighborhood associations Department Objective: Use PIN grants to promote family - friendly neighborhood events and activities Performance Measure: Number of events partially or fully funded through PIN grants FY 2012 Actual FY 2012 FY 2013 FY 2014 Proposed Total FTE's 8.40 8.40 8.55 *General Fund divisions only Revenue: FY14 Estimated 2% • Property Tax 039 % • Hotel /Motel Tax • Other Financing % Sources • All Other Revenue Other Financing Sources includes the sale of homes, loan revenue, and bond proceeds all associated with the UniverCity program. Expenditures: FY14 Proposed 1% • Personnel • Services • Supplies • Capital Outlay 00% ■ Debt Service Capital Outlay and Debt Service include a total of $4.5 million for the acquisition, renovation, and debt service associated with the UniverCity program. The sale of homes through the program is intended to recoup all expenses less renovation costs. DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Neighborhood Stabilization Department Goal: Facilitate Communication & Cooperation between the City and the neighborhood associations Department Objective: Use PIN grants to promote family - friendly neighborhood events and activities Performance Measure: Number of events partially or fully funded through PIN grants FY 2012 Actual FY 2013 Estimated FY 2014 Budget 62 82 76 150 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Neighborhood Stabilization Invest in the City's private residential building stock Stabilize neighborhoods through UniverCity and GRIP reinvestment programs Number of rental properties converted to single family homes (UniverCity) Number of owner - occupied homes rehabilitated (GRIP) Boards and Commissions: • 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. • The Public Art Advisory Committee administers the Public Art Program by determining the placement of public art, the type of art to be used in a specific project, and the artist to be engaged; overseeing the acceptance of gifts of art; overseeing the maintenance and disposition of public art; and overseeing expenditures of the Public Art Program budget. • Housing and Community Development Commission assesses and reviews policies and planning documents related to the provision of housing, jobs, and services for low and moderate income residents, reviews policies and programs of the Community Development Division and makes recommendations regarding the use of public funds to meet the needs of low and moderate income residents. The Commission also seeks public participation in assessing needs and identifying strategies to meet these needs. 151 FY11 /FY12 FY 2013 Estimated FY 2014 Budget Actual UniverCity 26 4 10 GRIP 19 16 14 Boards and Commissions: • 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. • The Public Art Advisory Committee administers the Public Art Program by determining the placement of public art, the type of art to be used in a specific project, and the artist to be engaged; overseeing the acceptance of gifts of art; overseeing the maintenance and disposition of public art; and overseeing expenditures of the Public Art Program budget. • Housing and Community Development Commission assesses and reviews policies and planning documents related to the provision of housing, jobs, and services for low and moderate income residents, reviews policies and programs of the Community Development Division and makes recommendations regarding the use of public funds to meet the needs of low and moderate income residents. The Commission also seeks public participation in assessing needs and identifying strategies to meet these needs. 151 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 451000 PCD Department Admin 2.55 2.55 Fund: 1000 General Center: 452000 Urban Planning & Historic Preservation 2012 2012 2013 2014 2015 2016 Actual Estimate Actual Estimate Budget Projection Projection Property Tax - General Levy 290,583 290,469 298,528 307,208 313,751 320,539 Total Receipts 25,225 290,469 298,528 307,208 313,751 320,539 Personnel 620 262,679 269,089 273,557 279,790 286,259 Services 339,520 20,324 21,977 26,295 26,458 26,626 Supplies Services 7,466 7,462 7,356 7,503 7,654 Total Expenditures 1,906 290,469 298,528 307,208 313,751 320,539 FTE - Personnel Services 2013 2014 Capital Outlay 2014 ADMINISTRATIVE SECRETARY .55 .55 CLERK /PCD .50 .50 ENGINEERING TECHNICIAN .50 .50 PCD DIRECTOR 1.00 1.00 2.55 2.55 Fund: 1000 General Center: 452000 Urban Planning & Historic Preservation Total Expenditures 320,873 309,175 327,532 333,216 339,520 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ASSOCIATE PLANNER 1.50 1.50 SENIOR PLANNER 1.00 1.00 2.50 2.50 152 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 289,483 290,583 301,687 307,371 313,675 Bldg & Development 30,770 17,560 25,225 25,225 25,225 Printed Materials 620 1,032 620 620 620 Total Receipts 320,873 309,175 327,532 333,216 339,520 Personnel 271,365 267,844 274,922 280,354 286,402 Services 47,602 38,796 50,517 50,730 50,947 Supplies 1,906 2,535 2,093 2,132 2,171 Total Expenditures 320,873 309,175 327,532 333,216 339,520 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ASSOCIATE PLANNER 1.50 1.50 SENIOR PLANNER 1.00 1.00 2.50 2.50 152 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Class: 45300 Neighborhood Services Total Expenditures 138,548 142,214 139,097 126,675 129,017 2012 2013 2014 2015 2016 Personnel Services Actual Estimate Budget Projection Projection Property Tax - General Levy 137,766 141,994 139,097 126,675 129,017 Rents 782 220 15,000 Fund: 1000 General Total Receipts 138,548 142,214 139,097 126,675 129,017 Personnel 101,224 101,287 103,252 105,469 107,442 Services 22,295 24,038 19,443 19,776 20,117 Supplies 9,060 1,889 1,402 1,430 1,458 Capital Outlay 5,969 15,000 15,000 826 Printed Materials Total Expenditures 138,548 142,214 139,097 126,675 129,017 - - -- FTE - - -- Personnel Services 2013 2014 capital Outlay 2014 Maint of the Public Art pieces 10,000 10,000 153 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ASSOCIATE PLANNER 1.00 1.00 Neighborhood PIN Grant 15,000 1.00 1.00 15,000 Fund: 1000 General Center: 456100 Public Art 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 13,343 3,000 10,802 814 826 Printed Materials 121 Total Receipts 13,464 3,000 10,802 814 826 Services 1,123 562 590 598 Supplies 212 3,000 220 224 228 Capital Outlay 12,129 10,000 Total Expenditures 13,464 3,000 10,802 814 826 - - -- FTE - - -- Personnel Services 2013 2014 capital Outlay 2014 Maint of the Public Art pieces 10,000 10,000 153 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 456200 Non -Grant Community Development Total Expenditures 86,288 109,558 128,152 131,922 134,883 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ASSOCIATE PLANNER .35 .35 COMMUNITY DEVELOPMENT COORD .30 .30 HOUSING REHAB SPECIALIST .60 .60 PROGRAM ASST - COMM DEVEL .10 .10 1.35 1.35 Fund: 1000 General Center: 456600 Human Services 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 62,120 109,558 120,258 124,028 126,989 Interest Revenues 7,894 290,707 7,894 7,894 7,894 Loans 16,274 13,912 14,204 14,493 14,787 Total Receipts 86,288 109,558 128,152 131,922 134,883 Personnel 65,538 107,911 127,331 131,099 134,058 Services 568 1,386 571 573 575 Supplies 130 261 250 250 250 Other Financial Uses 20,052 Capital Outlay 2014 ASSOCIATE PLANNER Total Expenditures 86,288 109,558 128,152 131,922 134,883 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ASSOCIATE PLANNER .35 .35 COMMUNITY DEVELOPMENT COORD .30 .30 HOUSING REHAB SPECIALIST .60 .60 PROGRAM ASST - COMM DEVEL .10 .10 1.35 1.35 Fund: 1000 General Center: 456600 Human Services 154 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 290,707 265,175 265,476 265,782 Total Receipts 290,707 265,175 265,476 265,782 Personnel 13,912 14,204 14,493 14,787 Services 276,592 250,764 250,772 250,780 Supplies 203 207 211 215 Total Expenditures 290,707 265,175 265,476 265,782 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ASSOCIATE PLANNER .15 .15 .15 .15 154 Aid to Human Service Agencies is recommended at $378,700 in FY2014; with $250,000 budgeted from General Fund, $100,000 from Community Development Block Grant (CDBG), and $28,700 from Water, Sewerand Stormwater utility billing abatements. Aid to Agency funding, previously budgeted within Non -Operational Administration, is budgeted withinthe Human Services Division, effective for FY2013. REQUESTS FOR AID TO AGENCIES Budget Request Recommended Community Devolopment Block Grant (CDBG) FY2013 FY2014 FY2014 Human Service Agencies: (26,656) (28,700) 4 Cs $ 2,000 Arc of SEI N/A $ 250,000 Big Brothers /Big Sisters 32,000 Compeer* 5,000 Consortium for Youth Employment N/A Crisis Center 40,000 Domestic Violence Program 50,000 Elder SeMces Agency 52,000 Four Oaks 1,000 Free Lunch Program 2,000 Free Medical Clinic 7,500 Housing Trust Fund of Iowa City 8,000 ICARE - Iowa Center for Aids Resource /MECCA 18,950 Jo Cc Office of the American Red Cross N/A Mayor's Youth Employment Program N/A Neighborhood Centers 60,000 Pathways Adult Daycare 4,879 Rape Victim Advocacy 12,000 Shelter House 36,500 United Action for Youth (UAY) 60,000 Subtotal: Human Services Agencies $ 391,829 Contingency Funding: Grand Total: Aid to Human Services Agencies $ 391,829 $ 378,700 Less direct funding from: Community Devolopment Block Grant (CDBG) (91,000) (100,000) Water, Sewer and Stormwater (26,656) (28,700) Utility Billing Abatements General Fund Aid to Human Services Agencies: $ 274,173 $ 250,000 155 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 456260 UniverCity Neighborhood Partnership 2012 2013 2014 Actual Estimate Budget Property Tax - General Levy State 28e Agreements Contrib & Donations Sale Of Assets Transfers From Go Bonds Loan Repayment Total Receipts Personnel Services Supplies Capital Outlay Debt Service Total Expenditures 150,000 157,586 100,000 100,000 850,000 2,000,000 500,000 170,000 800,000 2,000,000 170,000 1,900,000 4,757,586 39,568 100,000 213,031 4;987 170,000 1,000,000 2,500,000 800,000 2,000,000 170,000 1,900,000 4,757,586 2015 2016 Projection Projection 111,892 116,306 100,000 100,000 850,000 850,000 800,000 800,000 1,861,892 1,866,306 40,249 40,948 216,557 220,171 5,086 5,187 800,000 800,000 800,000 800,000 1,861,892 1,866,306 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay HOUSING REHAB SPECIALIST .40 .40 House Acquisitions for UniverCity Loan repayment Rehab Costs of UniverCity Houses .40 .40 Transfers In Transfers Out 2014 2,000,000 2,000,000 500,000 4,500,000 From FY14 GO Bonds 500,000 500,000 Fund: 2315 UniverCity Neighborhood Partnerships 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Other State Grants 875,856 Contrib & Donations 6,076 Other Misc Revenue 5,535 Sale Of Assets 2,255,519 750,000 Misc Other Operating Transfers 160,000 Misc Transfers In 77,387 Loan Repayment 1,395,405 Total Receipts 4,615,778 910,000 Personnel 74,974 16,423 Services 152,758 Supplies 4,796 Capital Outlay 2,211,412 Debt Service 2,375,905 Total Expenditures 4,819,845 16,423 Note: This activity is now being financed through the General Fund. M1 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 456270 General Rehabilitation and Improvement Program (GO Bond) Total Expenditures 557,623 240,000 Transfers In 2015 2012 2013 2014 Projection Actual Estimate Budget Property Tax - General Levy 200,000 174,000 Interest Revenues 26,000 Transfers From Go Bonds 200,000 Transfers From Go Bonds 117,623 Loan Repayment 40,000 40,000 Total Receipts 557,623 240,000 Services 517,623 200,000 Other Financial Uses 40,000 40,000 Total Expenditures 557,623 240,000 Transfers In 2015 2016 Projection Projection 174,000 174,000 26,000 26,000 Transfers Out 40,000 40,000 240,000 240,000 200,000 200,000 40,000 40,000 240,000 240,000 GO Bond Abatement 40,000 Fund: 21310 GRIP- General Rehabilitation and Improvement Program 2012 2013 Actual Estimate sv, Uvv 2014 2015 2016 Budget Projection Projection Beginning Balance 118,058 0 0 0 Interest Revenues 24,867 Transfers From Go Bonds 82,378 Loan Repayment 128,805 Total Receipts 236,050 Services 200,436 Other Financial Uses 153,672 Total Expenditures 354,108 Ending Balance 0 0 0 0 Note: This activity is now being financed through the General Fund. 157 0 0 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 457100 Economic Development 158 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 338,041 504,288 561,642 568,074 574,738 Other City Taxes 186,382 186,382 186,382 186,382 Other Misc Revenue 15,000 From Water Operations 23,034 23,784 From Wastewater Operations 23,034 23,764 From Airport Operations 11,517 11,892 Total Receipts 395,626 765,130 748,024 754,456 761,120 Personnel 120,891 123,428 131,843 138,230 144,849 Services 274,056 640,841 615,475 615,506 615,537 Supplies 679 861 706 720 734 Total Expenditures 395,626 765,130 748,024 754,456 761,120 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ECONOMIC DEVELOPMENT COORD 1.00 1.00 1.00 1.00 Fund: 1000 General Center: 456250 Downtown Donation Stations 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy -224 Contrib & Donations 1,224 2,000 1,000 1,000 1,000 Total Receipts 1,000 21000 11000 11000 1,000 Services 1,000 2,000 1,000 1,000 1,000 Total Expenditures 11000 2,000 1,000 11000 11000 158 F Y 2 O it 2 GENERAL FUND GENERAL GOVERNMENT City Council City Manager City Clerk Human Resources City Attorney Human Rights Finance Department Tort Liability Insurance Non - Operational Administration Community Event Funding 159 f[Hs] CITY OF IOWA CITY PROPOSED BUDGET I FY2014 i r t Mayor: Matt Hayek (At- Large) Mayor Pro Tem: Susan Mims (At- Large) tjJlf Connie Champion (District B) *��1■ Terry Dickens (At- Large) Rick Dobyns (District A) CITY OF 10WA CITY Michelle Payne (At- Large) Jim Throgmorton (District C) iii+ k.rv.e ll'J537In�[An Sian rti. ln�v� 5�2AIk. I N26 Office: 410 East Washington Street �319133G -3�4pq Email: councilCcDiowa- citv.ora 11191 356 -sons rnti war W • tcgnv, a rg All correspondence addressed to the entire City Council becomes a permanent public record and is archived on the City website. MISSION STATEMENT 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 Commissions. CITY COUNCIL DESCRIPTION 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. 161 Fund: 1000 General Center: 411100 City Council Property Tax - General Levy Printed Materials Other Misc Revenue Total Receipts Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services CITY COUNCIL CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 133,922 137,230 122,207 122,718 123,240 40 113 133,922 137,383 122,207 122,718 123,240 57,282 56,797 55,085 55,085 55,085 64,569 74,671 65,361 65,857 66,364 2,368 5,915 1,761 1,776 1,791 9,703 133,922 137,383 122,207 122,718 123,240 - - -- FTE - - -- 2013 2014 7.00 7.00 7.00 7.00 1"v Capital Outlay 2014 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 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. DEPARTMENT DESCRIPTION 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 final approval consistent with State law, along with presenting policy and program recommendations to the City Council. The Communications Office serves as the central point of contact for internal and external communications at the City. The communications team coordinates media efforts and informational and promotional campaigns for the City, maintains the City's website and intranet, utilizes social media to promote City events and programs, and works closely with the Cable TV division on public programming. They coordinate with staff to educate citizens and fellow staff on policies and procedures, publicize events, and support customer service functions throughout the organization. The Communications Office also staffs the front lobby information desk, which serves as the customer service hub of City Hall. 163 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 The City Manager's Office also administers the City's lobbyist contract. The City's lobbyist monitors legislative action that will impact the city, and works to affect legislation at the state level to protect the city's interests, support its goals, and ensure state funding for local programs. Staffing changes for FY 2014: 2.0 FTE reassigned from Document Services and 1.0 FTE reassigned from ITS to the new Communications Office "Includes Communications Office Revenue: FY14 Estimated Property Tax The City Manager's Office is supported entirely through property tax revenue. 164 Expenditures: FY14 Proposed 2% 1% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay Proposed expenditures represent a 23.5% increase over FY13 estimated expenditures. Most of this increase is associated with the creation of the Communications Office. FY 2012 FY 2013 FY 2014 Proposed Total FTE's 3.0 6.0 6.0 "Includes Communications Office Revenue: FY14 Estimated Property Tax The City Manager's Office is supported entirely through property tax revenue. 164 Expenditures: FY14 Proposed 2% 1% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay Proposed expenditures represent a 23.5% increase over FY13 estimated expenditures. Most of this increase is associated with the creation of the Communications Office. CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 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 ASSISTANT TO THE CITY MANAGER CITY MANAGER 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 577,182 521,242 549,187 560,537 572,115 5 209,294 297,846 310,349 323,071 577,187 521,242 549,187 560,537 572,115 507,942 411,073 445,444 456,630 468,042 66,600 106,717 99,457 99,544 99,632 2,645 3,452 4,286 4,363 4,441 577,187 521,242 549,187 560,537 572,115 - - -- FTE - - -- 2013 2014 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 Fund: 1000 General Center: 412110 Communications Office Property Tax - General Levy Intra -city Charges Total Receipts Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services COMMUNICATIONS ASSISTANT COMMUNICATIONS COORDINATOR ELECTRONIC COMMUNICATIONS SPE Capital Outlay 2014 2012 2013 Actual Estimate 2014 Budget 2015 Projection 2016 Projection 228,414 396,356 404,252 417,271 15,871 244,285 396,356 404,252 417,271 209,294 297,846 310,349 323,071 20,129 74,312 74,362 74,413 14,862 15,098 15,341 15,587 9,100 4,200 4,200 - -- FTE - -- 2013 2014 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1"I 244,285 396,356 404,252 417,271 Software Capital Outlay 2014 9,100 �, lUu CITY OF IOWA CITY PROPOSED BUDGET I FY2014 City Clerk: Deputy City Clerk: Office Location: Phone: Marian Karr Julie Voparil 410 E. Washington St. (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. DEPARTMENT DESCRIPTION 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. Staffing changes for FY 2014: No changes proposed irHi FY 2012 FY 2013 FY 2014 Proposed Total FTE's 4.0 4.0 4.0 irHi Revenue: CITY OF IOWA CITY PROPOSED BUDGET I FY2014 FY14 Estimated 5% ■ Property Tax ■AII Other Revenue Non - property tax revenue sources include taxi licenses and tobacco fines. Boards and Commissions: Expenditures: FY14 Proposed 2% 25% ■ Personnel ■ Services ■ Supplies FY14 proposed expenditures represent a 1.3% increase over FY12 actual expenditures. 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 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. IM CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Division: 00200 City Clerk IBM 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 504,516 463,603 511,928 520,586 530,144 Professional Licenses 14,605 12,468 14,605 14,605 14,605 Code Enforcement 3,300 1,500 3,300 3,300 3,300 Printed Materials 303 30 303 303 303 Other Misc Revenue 10,445 10,089 10,413 10,413 10,413 Total Receipts 533,569 487,690 540,549 549,607 558,765 Personnel 398,648 398,383 393,406 401,514 409,705 Services 127,056 82,385 135,695 136,482 137,283 Supplies 7,865 6,922 11,448 11,611 11,777 Total Expenditures 533,569 487,690 540,549 549,607 558,765 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ADMINISTRATIVE SECRETARY 1.00 1.00 CITY CLERK 1.00 1.00 DEPUTY CITY CLERK 1.00 1.00 LICENSE SPECIALIST 1.00 1.00 4.00 4.00 IBM CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Human Resources Administrator: Karen Jennings Office Location: 410 E. Washington St. Phone: (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. DIVISION DESCRIPTION The Human Resources Division strives 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 Staffing changes for FY 2014: Personnel Assistant from 2.0 FTE to 1.0 FTE IM FY 2012 FY 2013 FY 2014 Proposed Total FTE's 4.0 4.0 3.0 IM CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 412200 Human Resources 170 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 410,017 502,300 488,766 506,015 523,675 Intra -city Charges 5,965 Other Misc Revenue 170 138 120 120 120 Total Receipts 416,152 502,438 488,886 506,135 523,795 Personnel 327,268 349,092 332,269 347,871 363,851 Services 80,297 140,749 122,638 123,746 124,875 Supplies 7,186 12,597 33,979 34,518 35,069 Capital Outlay 1,401 Total Expenditures 416,152 502,438 488,886 506,135 523,795 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 HUMAN RESOURCES ADMINISTRATOR 1.00 1.00 HUMAN RESOURCES ASSISTANT 1.00 1.00 HUMAN RESOURCES ASSISTANT 1.00 HUMAN RESOURCES GENERALIST 1.00 1.00 4.00 3.00 170 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 City Attorney: First Assistant Attorney: Office Location: Phone: Eleanor Dilkes Sarah Holecek 410 E. Washington St. (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. DEPARTMENT DESCRIPTION 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. Staffing changes for FY 2014: No changes proposed 171 FY 2012 FY 2013 FY 2014 Proposed Total FTE's 5.6 5.6 5.6 171 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Revenue: FY14 Estimated • Property Taxes 41 • Inta -City Charges The City Attorney's Office is partially funded through chargebacks to other City departments for services provided. 172 Expenditures: FY14 Proposed s %1% • Personnel 41 • Services ■ Supplies Proposed expenditures represent a 2.7% increase over FY13 estimated expenditures. 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 ADMINISTRATIVE SECRETARY ASSISTANT CITY ATTORNEY CITY ATTORNEY FIRST ASST CITY ATTORNEY LEGAL ASSISTANT CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 575,225 566,625 611,277 630,291 649,957 409 610 409 409 409 75,874 103,411 75,874 75,874 75,874 2,573 1,310 2,573 2,573 2,573 654,081 671,956 690,133 709,147 728,813 615,541 627,174 646,395 665,139 684,530 30,865 35,155 35,568 35,675 35,783 7,675 9,627 8,170 8,333 8,500 654,081 671,956 690,133 709,147 728,813 - -- FTE - -- 2013 2014 1.00 1.00 2.00 2.00 .60 .60 1.00 1.00 1.00 1.00 5.60 5.60 173 Capital Outlay 2014 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Human Rights Coordinator: Stephanie Bowers Human Rights Investigator: Kristin Watson Office Location: 410 E. Washington St. Phone: (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. DIVISION DESCRIPTION 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. 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 for FY 2014: No changes proposed 174 FY 2012 FY 2013 FY 2014 Proposed Total FTE's 2.0 2.0 2.0 174 Fund: 1000 General Center: 415100 Human Rights Property Tax - General Levy Other Mist Revenue Total Receipts Personnel Services Supplies Total Expenditures Personnel Services HUMAN RIGHTS COORDINATOR HUMAN RIGHTS INVESTIGATOR CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 226,292 240,534 248,464 252,958 257,706 3,277 1,620 1,500 1,500 1,500 229,569 242,154 249,964 254,458 259,206 195,402 203,992 204,170 208,301 212,679 30,122 33,707 40,825 41,089 41,359 4,045 4,455 4,969 5,068 5,168 229,569 242,154 249,964 254,458 259,206 - - -- FTE - - -- 2013 2D14 1.00 1.00 1.00 1.00 2.00 2.00 175 Capital Outlay 2014 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Finance Director: Controller: ITS Coordinator: Revenue /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 Finance Department Divisions: General Fund • Administration • Accounting • Purchasing • Revenue • Non - operational administration Internal Service /Debt Service • Information Technology Services • Central Services • Risk Management • Health /Dental Insurance • Debt Service MISSION STATEMENT FY2013.2015 FINANCI1AL PLAN for the City of Iowa City 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. DEPARTMENT DESCRIPTION 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. lwil CITY OF IOWA CITY PROPOSED BUDGET I FY2014 The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The division 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. The Purchasing Division provides quality service to City departments, protects the City's legal interests, and acts 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. 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. The Non - Operational Administration cost center facilitates financial transactions which are non - operational in nature. This includes revenue from the Employee Benefits Levy and the Local Option Sales Tax, as well as expenses associated with Community Event Funding. 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 and is supported by the Tort Levy. Information Technology Services, Risk Management, Central Services, and Health & Dental Reserves are all internal service funds; complete descriptions can be found in the internal service fund section of this budget. An analysis of the Debt Service Fund can be found in the debt service section. HIGHLIGHTS • Maintained the City's Aaa bond rating from Moody's Investors Service • The City's Comprehensive Annual Financial Report (CAFR) for FY2010 earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 26th consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting. • The City's FY2013 budget document earned the GFOA Distinguished Budget Presentation Award. 177 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Recent Accomplishments: • New purchasing policy developed by staff and adopted by Council during FY2012 • Earned GFOA awards for both financial reporting and budget presentation Staffing changes for FY 2014: Upcoming Challenges: • Implementation of the City's new ERP software • Planning for possible commercial property tax reform at the state level 2.0 FTE moved to Communications Office; Purchasing Clerk/Buyer I positions from combined 1.94 FTE to 1.44 FTE; Budget Management Analyst from 1.0 FTE to 2.0 FTE "Uoes not Include 1.0 I ort Liability F I t Revenue: FY14 Estimated • Property Taxes • Misc • Licenses & Permits • Use of Money & Property • All Other Revenue Property taxes include all general levy and tort levy receipts. Miscellaneous revenue includes magistrate court fines /fees and statutory parking fines. 178 Expenditures: FY14 Proposed • Personnel • Services • Supplies • Other Financial 00,y- l Uses Other Financial Uses includes non- operational administration transfers out to capital projects. FY 2012 FY 2013 FY2014 Total FTE's 26.53 24.47 22.97 "Uoes not Include 1.0 I ort Liability F I t Revenue: FY14 Estimated • Property Taxes • Misc • Licenses & Permits • Use of Money & Property • All Other Revenue Property taxes include all general levy and tort levy receipts. Miscellaneous revenue includes magistrate court fines /fees and statutory parking fines. 178 Expenditures: FY14 Proposed • Personnel • Services • Supplies • Other Financial 00,y- l Uses Other Financial Uses includes non- operational administration transfers out to capital projects. CITY OF IOWA CITY PROPOSED BUDGET I FY2014 DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Strong and Sustainable Financial Foundation Maintain the City's Overall Financial Health Maintain the City's Aaa Bond Rating Moody's Aaa Bond Rating Strategic Plan Goal: Department Goal Department Objective: Performance Measures: A Strong and Sustainable Financial Foundation Maintain Adequate Fund Reserve Levels Maintain a General Fund unassigned fund balance of between 15% and 25% of General Fund expenditures Unassigned General Fund balance on June 30 as a % of General Fund expenditures F' 2013 Target or Goal FY 2012 Actual Estimated FY 2014 Budget Maintain Aaa Estimated 15 % -25% Yes Yes Yes rating Strategic Plan Goal: Department Goal Department Objective: Performance Measures: A Strong and Sustainable Financial Foundation Maintain Adequate Fund Reserve Levels Maintain a General Fund unassigned fund balance of between 15% and 25% of General Fund expenditures Unassigned General Fund balance on June 30 as a % of General Fund expenditures Measure Context: In response to an unassigned General Fund balance in excess of the City's stated policy, at the close of FY2012 a budget amendment was drafted to repay internal loans with General Fund cash balance. 179 FY 2013 Target or Goal FY 2012 Actual FY 2014 Budget Estimated 15 % -25% 30% 25% 25% Measure Context: In response to an unassigned General Fund balance in excess of the City's stated policy, at the close of FY2012 a budget amendment was drafted to repay internal loans with General Fund cash balance. 179 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Coordinated Communication & Customer Service Orientation Improve customer service through expanded payment/service request options Increase the number of transactions conducted online Web Start/Stop Service Payment Method FY 2011 Actual FY 2012 Actual % Change Customer 3,801 4,242 11.60% Trans actions 74,889 83,811 11.91% Payment Method Strategic Plan Goal: Department Goal Department Objective: Performance Measures: CAFR Certificate A Strong and Sustainable Financial Foundation Accurate and timely financial reporting Earn the GFOA Certificate of Achievement for Excellence in Financial Reporting FY 2011 Actual FY 2012 Actual % Change Register Transactions 303,038 298,262 (7.05 %) Web Transactions 74,889 83,811 11.91% Web % of Total 24.71% 28.10% 13.71% Strategic Plan Goal: Department Goal Department Objective: Performance Measures: CAFR Certificate A Strong and Sustainable Financial Foundation Accurate and timely financial reporting Earn the GFOA Certificate of Achievement for Excellence in Financial Reporting 11-L1 F' 2012 Target or Goal FY 2011 Actual FY 2014 Budget Estimated Yes Yes Yes Yes 11-L1 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Budget Award A Strong and Sustainable Financial Foundation Accurate and timely financial reporting Earn the GFOA Distinguished Budget Presentation Award Target or Goal FY 2012 Actual FY 2013 Actual FY 2014 Budget Yes Did not apply Yes Yes 181 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 413100 Finance Administration Total Expenditures 413,633 410,250 473,081 485,768 498,626 - - -- FIE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ADMINISTRATIVE SECRETARY .25 .25 BUDGET MANAGEMENT ANALYST 2.00 2.00 FINANCE DIRECTOR .90 .90 MANAGEMENT ANALYST .50 .50 3.65 3.65 Transfers In Transfers Out PILOT from ICHA 18,414 lb,414 1I1:N 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Current Taxes 22,441,703 23,490,686 24,087,673 24,567,724 25,057,229 Delq Prop Taxes 554 Other City Taxes 421,220 370,639 411,080 416,768 422,541 General Use Permits 40,765 38,680 40,765 40,765 40,765 Food & Liquor Licenses 98,363 96,490 98,363 98,363 98,363 Property Tax Credits 49,372 24,898 24,888 24,888 24,888 Code Enforcement 442,897 390,783 442,897 442,897 442,897 Parking Fines 470,104 479,911 470,104 470,104 470,104 Printed Materials 1 Intra -City Charges 2,564,470 2,507,294 2,564,470 2,564,470 2,564,470 Other Misc Revenue 21 51 Interest Revenues 122,495 106,605 122,495 122,495 122;495 From Ic Housing Authority 18,000 18,000 18,414 18,414 18,414 Total Receipts 26,669,965 27,524,037 28,281,149 28,766,888 29,262,166 Personnel 316,178 325,409 401,952 413,636 425,471 Services 91,532 83,155 67,088 68,009 68,949 Supplies 4,073 1,686 4,041 4,123 4,206 Capital Outlay 1,850 Total Expenditures 413,633 410,250 473,081 485,768 498,626 - - -- FIE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ADMINISTRATIVE SECRETARY .25 .25 BUDGET MANAGEMENT ANALYST 2.00 2.00 FINANCE DIRECTOR .90 .90 MANAGEMENT ANALYST .50 .50 3.65 3.65 Transfers In Transfers Out PILOT from ICHA 18,414 lb,414 1I1:N Fund: 1000 General Center: 413200 Accounting Property Tax - General Levy Printed Materials Intra -city Charges Other Misc Revenue Special Assessments Interest Revenues 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 CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 746,173 782,645 834,140 856,011 876,009 2 375 757 375 375 375 4,519 59,884 4,517 4,517 4,517 1,740 26 752,835 843,286 839,032 860,903 880,901 580,294 663,943 680,325 700,267 718,298 169,453 175,521 155,496 157,360 159,262 3,088 3,822 3;211 3,276 3,341 752,835 843,286 839,032 860,903 880,901 - - -- FTE - - -- 2013 2014 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 8.00 8.00 183 Capital Outlay 2014 Fund: 1000 General Center: 413300 Purchasing Property Tax - General Levy Other Misc Revenue Sale Of Assets Total Receipts Personnel Services Supplies Total Expenditures Personnel Services BUYER I - PURCHASING BUYER II PURCHASING AGENT PURCHASING CLERK CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 318,315 345,940 297,984 305,645 313,502 5,523 4,087 5,523 5,523 5,523 24 323,862 350,027 303,507 311,168 319,025 304,374 327,310 283,639 291,180 298,914 18,556 21,988 18,899 19,000 19,103 932 729 969 986 1,008 323,862 350,027 303,507 311,168 319,025 - -- FTE - -- 2013 2014 .94 .94 1.00 1.00 1.00 1.00 .50 .50 3.44 3.44 184 Capital Outlay 2014 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 413400 Revenue Division 11-11 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Property Tax - General Levy 945,126 986,605 934,270 944,519 961,723 Water Charges For Services 6,680 7,240 6,680 6,680 6,680 Other Misc Revenue 493 959 364 364 364 Sale Of Assets 356 Total Receipts 952,655 994,804 941,314 951,563 968,767 Personnel 589,509 586,350 587,700 599,913 612,512 Services 353,234 402,351 349,010 346,954 351,465 Supplies 4,616 6,103 4,604 4,696 4,790 Capital Outlay 5,296 Total Expenditures 952,655 994,804 941,314 951,563 968,767 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 CASHIER - REVENUE 1.38 1.38 CUSTOMER SERVICE REP - REVENU 5.00 5.00 REVENUE & RISK MANAGER .50 .50 SR ACCOUNTANT - REVENUE 1.00 1.00 7.88 7.88 11-11 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 413610 Tort Liability, Insurance 11-RI 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Current Taxes 961,434 907,298 869,036 888,572 908,631 Delq Prop Taxes 24 Other City Taxes 18,041 16,456 15,059 15,287 15,543 Total Receipts 979,499 923,754 884,095 903,859 924,174 Personnel 113,766 117,550 123,177 126,263 129,069 Services 736,297 792,479 754,560 '771,138 788,545 Supplies 4,789 12,096 4,981 5,081 5,183 Total Expenditures 854,852 922,125 882,718 902,482 922,797 - - -- FIE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ASSISTANT CITY ATTORNEY 1.00 1.00 1.00 1.00 11-RI 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. This tax will expire at the end of FY2013. We are expecting approximately $2.4 million for the Iowa City Gateway project. Aid to Human Service Agencies and Community / Economic Development grant funding were moved out of this cost center with the FY2013 budget proposal. Community and City Sponsored Event Funding is recommended at $106,200 for FY2014. Funding requests total $154,750, as summarized on the following page. 11 -YA City of Iowa City - General Fund Community Event and Program Funding Community event and city sponsored event funding totals $106,200 in FY2O14. Funding requests totaled $154,750. Funding Requests for Community Events & Programs Actual FY2011 Actual FY2012 Budget FY2013 Requested FY2014 Budget FY2014 2013 Firecracker 500 Festival - - - 3,000 - 319 Music Fest - 2,562 3,000 - - 3rd Annual Northside Oktoberfest - - - 10,000 - 3rd Annual Iowa City Juneteenth Celebration - - - 2,500 - 4th of July Fireworks (City of Iowa City) 25,000 23,000 23,000 23,000 - Backyard Abundance - 400 - - - Benefit for IC Community Theatre & IC Shelter Hous - - - 5,000 - Bike to Work Week 1,500 - - - - Access 2 Independence of the Eastern Iowa 1,400 - - - Corridor, Inc. (previously Evert Conner Rights & Resource Center for Independent Living) ADA Celebration City High Work Experience Community - - - 1,400 - Garden Project Extend the Dream Foundation 1,000 500 - - Ralston Creek Fair & Flea Mrkt Field to Family Festival - - - 4,000 - Free Art School: Evening Alternatives 1,000 - Iowa City Book Festival - 1,500 1,000 - - Iowa City Community String Orchestra 400 200 200 800 Fall, Spring & Summer family concerts Johnson Co. Historical Society - 8,500 - - - - Irving B. Weber Days Johnson County Local Food Alliance 1,000 - - Field to Family Landlocked Film Festival 3,000 3,000 3,000 4,000 - Linn St Live - - 3,500 - Mission Creek Festival 3,362 4,000 10,000 Public Space One: 52 Weeks - - 12,550 - Riverside Theatre - Shakespeare Festival 5,000 7,000 5,000 7,000 - Summer of the Arts: 60,000 69,000 67,000 67,000 - Iowa Arts Festival, Friday Night Concert Series, - - - - - Jazz Festival, Free Movie Series - - - - - & Sand in the City Think Globally, Act Locally - - - 1,000 - Contingency - - - - - Community Event I Program Funding: $ 110,162 108,162 106,200 154,750 106,200 11-17 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 1000 General Center: 416100 Non - Operational Administration Current Taxes Other City Taxes Misc Merchandise Interest Revenues Rents Sale Of Assets Empl Benefits Levy Interfund Loans Total Receipts Services Supplies Capital Outlay Other Financial Uses Total Expenditures Personnel Services 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 2,754,570 2,824,537 2,880,839 2,938,250 8,949,784 8,648,747 2,922,947 523,614 524,291 12 22 220,433 2,000 6,000 6,000 6,000 804,380 8,846,299 8,705,258 8,891,087 9,501,080 9,906,037 882,222 19,705,130 20,108,597 14,644,571 12,911,533 13,374,578 624,276 162,100 107,775 107,781 107,787 7,746 8,056 8,217 8,381 810 1,978,736 35,423,324 6,101,479 3,754,721 3,828,809 2,611,568 35,585,424 6,217,310 3,870,719 3,944,977 - - -- FTE - - -- 2013 2014 Transfers In Empl Benefits Levy 8,891,087 capital Outlay 2014 General Fund Contingency 367,000 367.000 Transfers Out Pavement Rehab 100,000 IC Gateway Project 2,400,000 UndergroundingElectr 175,000 Annual ECICOG Supprt 21,391 MPO of JC subsidy 96,737 Airport Oper Subsidy 72,342 Transit Levy to Ops 2,869,009 8,891,087 b,- /34,4 -/y 11.17] IPIC GOVERNMENTAL ACTIVITIES SPECIAL REVENUE FUNDS F Y 2 0 it 2 Community Development Block Grant H.O.M.E. Program Road Use Tax Street System Maintenance Flood Recovery & Mitigation Grants Energy Efficiency & Conservation Grant Metropolitan Planning Organization of Johnson County (MPOJC) Employee Benefits Peninsula Apartments Tax Increment Financing (TIF) Districts 191 WX CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Planning & Community Development Director: Jeff Davidson Community Development Coordinator: Stephen Long Office Location: Phone: MISSION STATEMENT 410 E. Washington St. (319) 356 -5230 Develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low and moderate incomes. DIVISION DESCRIPTION Community Development Block Grant (CDBG) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development. CDBG funds are used throughout the community to address the needs of lower income citizens. CDBG funds may be used for a variety of activities (e.g. public services, public facilities, housing, economic development, fair housing, and job training). View the FY13 Annual Action Plan at www.icoov.oro /actionplan. HIGHLIGHTS FY12 project accomplishments are as follows: • Leveraged $896,263 in private and public funds • Economic Development Fund — Reviewed seven applications; funded three businesses that expect to create 16.0 FTEs. Staff continued to market the fund to the community and local lenders • Rehabilitated 23 owner occupied homes • Constructed and sold three homes to income eligible homebuyers • Assisted 1,995 persons who are homeless with support services and shelter upgrades • Provided operational funding to non - profits that assisted 10,849 persons • Completed improvements to nine non - profits facilities. The mission of these agencies includes assisting those with disabilities, the youth, with substance abuse problems, those in crisis and those in need of health services. 193 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 FY13 projects are identified in the FY13 Annual Action Plan at www.icgov.org /actionplan. The CDBG and HOME allocation process, including the public input process can be found in the City's Citizen Participation Plan. Upcoming Challenges: • Continue to provide housing, jobs and services to low- moderate income residents despite decreasing CDBG and HOME funding. Staffing changes for FY 2014: DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Economic and Community Development Department Goal: Allocate grant and City funds to serve the needs of low -to- moderate income residents in the following areas: housing, homelessness, and community and economic development Department Objective: Create /enhance suitable living environments, provide decent housing, and create economic development opportunities Performance Measure: CDBG Funds Only FY 2012 FY 2013 FY 2014 Proposed Total FTE's 2.63 2.63 2.48 DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Economic and Community Development Department Goal: Allocate grant and City funds to serve the needs of low -to- moderate income residents in the following areas: housing, homelessness, and community and economic development Department Objective: Create /enhance suitable living environments, provide decent housing, and create economic development opportunities Performance Measure: CDBG Funds Only FY11 FY12 FY13 (Est) Funds Spent $865,109 $2,402,893 $1,248,131 Local, State & Other $3,688,070 $896,263 $981,268 Funds Leveraged Housing Units 28 26 21 Assisted Public Facilities 5 10 6 Assisted Persons Receiving 2,882 11,478 420 Services Businesses Assisted in Creating 2 2 2 Low - Moderate Income Jobs 194 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Revenue: FY14 Estimated v • Federal • Misc • Interest ■ Loan Repayment Expenditures: FY14 Proposed 0% ■ Personnel ■ Services ■Supplies 88% of revenue comes from Federal grants, FY14 proposed expenditures represent a with most of the remainder from loan 34.9% decline. repayments. Boards and Commissions: The City created a citizen advisory group, the Housing and Community Development Commission (HCDC), in 1995, to assess Iowa City's community development needs for housing, jobs and services for low and moderate income residents, and to promote public and private efforts to meet such needs. HCDC leads the CDBG /HOME allocation process to determine what projects will be awarded funds based on priorities established in CITY STEPS, Iowa City's Consolidated Plan for Housing, Jobs and Services for Low - Income Residents. Wil CITY OF IOWA CITY PROPOSED BUDGET I FY2014 r 1� X 11 Planning & Community Development Director: Jeff Davidson Community Development Coordinator: Stephen Long Office Location: Phone: MISSION STATEMENT 410 E. Washington St. (319) 356 -5230 Provide safe, decent, affordable housing through the HOME Investment Partnerships program. DIVISION DESCRIPTION HOME Investment Partnerships program (HOME) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development. HOME funds are used throughout the community to address the housing needs of lower income citizens. This is accomplished through: • Acquisition of land and buildings • Rehabilitation of existing housing • Tenant -based rental assistance • New construction of owner - occupied and rental housing HIGHLIGHTS FY12 HOME project accomplishments are as follows: • Leveraged $3,184,232 in private and public funds • Comprehensive rehabilitation completed for three owner occupied homes • Constructed and sold three homes to income eligible homebuyers • Provided down payment assistance to 20 households • Provided tenant based rental assistance to 21 families • Provided operational funds to one non - profit to support affordable housing activities IBRI CITY OF IOWA CITY PROPOSED BUDGET I FY2014 FY13 projects are identified in the FY13 Annual Action Plan at vwvw.icgov.org /actionplan. The CDBG and HOME allocation process, including the public input process can be found in the City's Citizen Participation Plan. Upcoming Challenges: • Securing funds to provide affordable, decent housing in a high land cost community despite decreasing CDBG and HOME funding. Staffing changes for FY 2014: DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal Department Objective: Performance Measure: Neighborhood Stabilization Allocate grant and City funds to provide safe, decent, affordable housing for low-moderate income residents. Create /enhance suitable living environments and provide decent, affordable housing opportunities. HOME Funds Only FY 2012 FY 2013 FY 2014 Proposed Total FTE's 0.70 0.70 0.50 DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal Department Objective: Performance Measure: Neighborhood Stabilization Allocate grant and City funds to provide safe, decent, affordable housing for low-moderate income residents. Create /enhance suitable living environments and provide decent, affordable housing opportunities. HOME Funds Only FY11 FY12 FY13 (Est) Funds Spent $1,025,067 $864,797 $546,191 Local, State & Other Funds Leveraged $6,597,045 $3,184,232 $649,647 Housing Units Assisted 47 47 31 IB71 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Revenue: FY14 Estimated ai ■ Federal ■ Interest ■ Loan Repayment 82% of HOME revenue is from Federal grants, with most of the remainder from loan repayments. Expenditures: FY14 Proposed of ■ Personnel • Services • Supplies FY14 proposed expenditures represent a 14.3% decrease from FY13 estimated expenditures. IBI7 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 2100 CDBG & CDBG Rehab Beginning Balance Fed Intergov Rev Other MiSC Revenue Interest Revenues Loan Repayment Total Receipts Personnel Services Supplies Capital Outlay Total Expenditures Ending Balance Personnel Services ADMINISTRATIVE SECRETARY ASSOCIATE PLANNER COMMMUNITY DEVELOPMENT COORD HOUSING REHAB SPECIALIST PROGRAM ASST - COMM DEVEL Fund: 2110 HOME Program Beginning Balance Fed Intergov Rev Interest Revenues Loan Repayment Total Receipts Personnel Services Supplies Other Financial Uses Total Expenditures Ending Balance Personnel Services ASSOCIATE PLANNER COMMUNITY DEVELOPMENT COORD 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 1,883,213 386,694 - 218,675 122,495 422,556 98,638 605,000 1,045,000 1,045,000 1,045,000 2.773 2,338 2,766 2,766 2,766 8,733 835 8,733 8,733 6,733 798,998 95,000 136,000 102,000 1,977 909,142 703,173 1,192,499 1,158,499 1,056,499 193,086 228,695 227,592 234,144 239,301 2,210,203 1,078,463 619,186 619,652 620,137 722 1_,384 4,551 4,642 4,735 1,650 2,405,661 1,308,542 851,329 858,438 864,173 386,694 - 218,675 122,495 422,556 614,882 - -- FTE - -- 2013 2014 2.48 2.48 Capital Outlay 2012 2013 Actual Estimate 2014 2014 2015 2016 Budget Projection Projection 44,783 -4,358 86,546 182,414 276,100 688,241 .25 .25 575,000 575,000 .20 .20 25,000 25,000 50 .50 110,000 1.00 100,000 1.00 815,658 795,893 53 .53 700,000 2.48 2.48 Capital Outlay 2012 2013 Actual Estimate 2014 2014 2015 2016 Budget Projection Projection 44,783 -4,358 86,546 182,414 276,100 688,241 685,874 575,000 575,000 575,000 22,721 19 25,000 25,000 25,000 104,696 110,000 100,000 100,000 100,000 815,658 795,893 700,000 700,000 700,000 89,092 78,483 52,452 54,303 55,604 737,960 626,506 549,780 550,073 550,380 1,900 1,938 1,977 37,747 864,799 704,989 604,132 606,314 607,961 -4,358 86,546 182,414 276,100 368,139 - -- FTE - -- 2013 2014 .30 .30 .20 .20 .50 .50 IRA Capital Outlay 2014 CITY OF IOWA CITY PROPOSED BUDGET I [Year] Public Works Director: Rick Fosse Streets/Traffic Eng. Superintendent: Bud Stockman Assistant Superintendent: John Sobaski Office Location: 3800 Napoleon Ln. Phone: (319) 356 -5181 MISSION STATEMENT 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. DIVISION DESCRIPTION Street crews provide maintenance and repair of the City's concrete, asphalt, and brick streets, provide maintenance and repair to culverts, catch basins, and other City right of way property, street sweeping, leaf vacuuming, and snow plowing. Traffic Engineering staff coordinate and maintain traffic signals and signage, traffic and pedestrian signs, traffic, bicycle, and pedestrian street painting, street lighting and poles. The Road Use Tax Fund accounts for the activity of the streets division. HIGHLIGHTS • The Leaf Vacuum Program serves all Iowa City residences and businesses that are adjacent to public streets. • Streets in the downtown area are swept every Thursday evening into Friday morning during spring, summer, and fall seasons. • City alleys in the downtown area are swept every Monday morning during spring, summer, and fall seasons. • Response time to the majority of potholes reported during regular business hours is no more than two hours • The Streets Division was able to assist with clearing debris and tree growth from bridges and box culverts throughout he City per the Engineering Division's requests. 0A ➢] CITY OF IOWA CITY PROPOSED BUDGET I [Year] Recent Accomplishments: • The Traffic Engineering & Sign crews have successfully completed approximately 70% of the required retroreflectivity standards throughout Iowa City. • Traffic Engineering staff have successfully completed additional signal interconnect locations, including Melrose Ave. (Hwy 218 to Camp Cardinal Blvd.), Clinton Street (Washington St. to College St.), and Hwy 6 (Heinz Rd. to Scott Blvd.) • The Streets Division has acquired a third street sweeper for seasonal use, enabling our spring sweeping of every strett in town taking far less time than previous years. It has also improved our efficiency of sweeping during the Leaf Vacuum Program. • Due to excellent weather conditions this past construction season, we were able to make considerable progress on our street repair /rehabilitation list. We were also able to clear debris and place rip rap at the North Branch Dam. • The Streets Division was able to assist with Storm Water Management Projects under Carol Sweeting's direction Staffing changes for FY 2014: No changes proposed Upcoming Challenges: Limited road use tax revenues inhibit our ability to perform adequate preventive maintenance This deferred maintenance will result in poorer pavement quality and increased demand for patching and temporary repairs Oily, FY 2012 FY 2013 FY 2014 Proposed Total FTE's 29.65 29.65 29.65 Oily, CITY OF IOWA CITY PROPOSED BUDGET I [Year] Cash Ba lance on June 30, 2012 was $1.6 million, an increase of 254% over the FY2011 year- end balance. Cash Balance $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 1 FY10 I FY11 I FY12 I FY13* I FY14* ■ Cash Balance 1 $1,202,7771 $459,890 1 $1,632,521 *FY13 and FY14 figures are estimates. 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. This increase in fund balance reflects a change in how some projects are funded. Several projects formerly funded through RUT revenue have been funded through other sources. FY13 projected cash balance is a 9.4% decrease compared to FY12; FY14 projected cash balance represents a 47% increase over FY13. Revenue: FY14 Estimated 1% • Road Use Tax • Employee Benefits Levy ■ Misc 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 FY14, Iowa City road use tax revenue is projected to be over $6.5 million, a 2.66% increase over the FY13 estimated revenue. The FY13 estimate is a 1.05% decrease from FY12 revenue. 011% Expenditures: FY14 Proposed • Personnel 2% ■ Services • Supplies • Capital Outlay • Other Financial Uses FY14 Proposed expenditures are a 9.4% decrease from FY13 estimated expenditures. Other Financial Uses includes $400,000 for pavement rehabilitation and approximately $225,000 to fund the Metropolitan Planning Organization of Johnson County. CITY OF IOWA CITY PROPOSED BUDGET I [Year] DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measure: Signs replaced Coordinated Communication & Customer Service Orientation Complete Retroreflectivity Standards Continue sign replacements — complete within 3 years FY10 FY11 FY12 FY13 Estimated FY14 Target 2,904 3,191 5,257 5,240 5,000 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Leaf pickup loads Coordinated Communication & Customer Service Orientation Provide Leaf Removal to Residents and Businesses Continue leaf vacuum program FY12 FY13 Estimated 672loads 663loads 01061 CITY OF IOWA CITY PROPOSED BUDGET I [Year] Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Economic and Community Development Provide Street Maintenance and Repairs Efficiently maintain and repair public streets Input measure: Materials used Workload measures FY08 FY09 FY10 FY11 FY12 5 Year 160 200 Removal /Replacement Average Concrete (yards) 946.50 279.00 1,139.75 1,336.25 1,781.50 1,096.60 Asphalt 518.24 533.57 700.43 450.68 402.37 521.06 (Tons) Workload measures 011111 FY12 FY13 Estimated Potholes Patched 3,500 3,000 Street Panels — 160 200 Removal /Replacement 011111 Fund: 2200 Road Use Tax CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 459,894 1,632,521 1,478,904 1,973,991 2,551,764 Road Use Tax 6,447,020 6,379,028 6,548,683 6,650,476 6,752,269 Bldg & Development 19,489 28,846 30,000 30,000 30,000 Misc Merchandise 2,188 1,432 2,188 2,188 2,188 Other Misc Revenue 34,816 2,144 27,445 27,445 27,445 Empl Benefits Levy 416,369 425,659 419,477 428,765 438,083 Total Receipts 6,919,882 6,837,109 7,027,793 7,138,874 7,249,985 Personnel 2,681,055 2,739,727 2,731,275 2,790,348 2,849,034 Services 1,606,662 1,840,996 1,812,735 1,761,754 1,711,249 Supplies 771,530 1,049,885 919,999 936,399 953,128 Capital Outlay 157,451 266,500 205,450 200,000 200,000 Other Financial Uses 530,557 1,093,618 863,247 872,600 1,381,000 Total Expenditures 5,747,255 6,990,726 6,532,706 6,561,101 7,094,411 Ending Balance 1,632,521 1,478,904 1,973,991 2,551,764 2,707,338 Personnel Services - - -- FTE - - -- 2013 2014 Capital Outlay 2014 ASST SUPT STREETS /SOLID WASTE 1.00 1.00 Arrow board 5,450 ELECTRICIAN - TRAFFIC ENG 2.00 2.00 Crack seal program 40,000 ELECTRONICS TECH /TRAFFIC ENG 1.00 1.00 Painting Equipment 100,000 M. W. II - SIGNS 1.00 1.00 Sidewalk repairs 60,000 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 29.65 205,450 Transfers In Transfers Out Empl Benefits Levy 419,477 Traffic Calming 30,000 Brick Street Repair 20,000 Railroad Crossings 25,000 Pavement Rehab. 400,000 Annual Bridge Maint 60,000 Overwidth Paving 30,000 Forestry Rt /Way Mnt 73,078 MPOofJCTransPlanning 225,169 419,477 863,247 01IR CITY OF IOWA CITY PROPOSED BUDGET I FY2014 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. Assistance Summary: • Buyout: 93 residential properties were acquired in the Park View Terrace and Taft Speedway neighborhoods with disaster recovery buyout grants. The HMGP Buyout has been closed out and the CDBG Buyout will be closed out in 2013. Approximately $22 million in grant funds has been expended for property acquisition, demolition and relocation. • 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: 79 businesses were assisted with either Jumpstart Business funds or Business Rental Assistance Program funds. Approximately $2.3 in business assistance has been distributed. • Single Family New Construction: 103 owner- occupied affordable housing units have been constructed and sold. The City expects to assist 38 additional properties through this program. Approximately $4.4 million has been expended for down payment assistance and an additional $1.6 million will be expended by the end of FY14. • 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 Levee and West Side Levee projects, and flood proofing protection of the water well heads at the Water Treatment Facility site. 010 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. 011YA CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 2300 Flood Recovery & Hazard Mitigation Grants 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance - 874,354 - 1,283,446 - 1,673,609 - 1,698,948 - 1,698,948 Other State Grants 5,956,946 785,000 Misc Transfers In 1,475 Total Receipts 5,958,421 785,000 Personnel 206,721 118,019 152,101 Services 1,317,097 271,489 658,238 Supplies 76 655 Capital Outlay 4,843,619 Total Expenditures 6,367,513 390,163 810,339 Ending Balance - 1,283,446 - 1,673,609 - 1,698,948 - 1,698,948 - 1,698,948 - - -- FIE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ASSOCIATE PLANNER 1.62 1.62 1.62 1.62 Fund: 2310 Energy Efficiency and Conservation Block Grant Program Class: 43500 Energy Efficiency and Conservation Block Grant 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Fed Intergov Rev 406,169 12,000 Other Misc Revenue 24,617 Total Receipts 430,786 12,000 Personnel 26,758 Services 26,711 27,165 Supplies 61,488 Capital Outlay 311,687 Total Expenditures 426,644 27,165 Note: This grant has expired. Personnel costs previously funded through this grant are now being charged to the Eastside Recycling Center. There is a request to develop a revolving loan fund through the General Fund. 011I7 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. 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. 0AF] CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 2350 Metropolitan Planning Organization of Johnson County Summary 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 73,578 140,938 122,799 118,890 111,853 Other State Grants 177,449 175,000 185,000 185,000 185,000 Local Govt 28e Agreements 140,761 139,358 145,562 145,562 145,562 Printed Materials 16 Other Misc Revenue 1,600 4,000 1,500 1,500 1,500 General Levy 170,912 109,729 118,128 124,400 130,400 Road Use Tax 237,776 217,557 225,169 232,000 239,000 Total Receipts 728,514 645,644 675,359 688,462 701,462 Personnel 554,654 539,082 552,272 567,899 584,387 Services 95,824 111,411 111,231 111,653 112,086 Supplies 10,676 13,290 15,765 15,947 16,132 Total Expenditures 661,154 663,783 679,268 695,499 712,605 Ending Balance 140,938 122,799 118,890 111,853 100,710 F Personnel Services 2013 ADMINISTRATIVE SECRETARY .20 ASSOCIATE PLANNER 4.00 ENGINEERING TECHNICIAN .40 MPO DIRECTOR 1.00 5.60 Transfers In GF Prop Tax Support IC Road Use Tax Supp GF ECICOG Support PE - - -- 2014 Capital Outlay 2014 .20 4.00 .40 1.00 5.60 Transfers Out 96,737 225,169 21,391 343,297 Q CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 2350 Metropolitan Planning Organization of Johnson County Center: 459010 Metropolitan Planning Organization of JoCo Administration Total Expenditures 163,623 168,786 166,832 172,421 178,385 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ADMINISTRATIVE SECRETARY .20 .20 ASSOCIATE PLANNER .50 .50 ENGINEERING TECHNICIAN .40 .40 MPO DIRECTOR .50 .50 1.60 1.60 Transfers In Transfers Out GF Prop Tax Support 96,737 96,737 211 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Local Govt 28e Agreements 116,186 115,482 116,186 116,186 116,186 General Levy 150,173 88,368 96,737 103,000 109,000 Total Receipts 266;359 203,850 212.923 219,186 225,186 Personnel 152,456 153,835 155,452 160,821 166,558 Services 10,215 14,336 10,650 10,855 11,067 Supplies 952 615 730 745 760 Total Expenditures 163,623 168,786 166,832 172,421 178,385 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ADMINISTRATIVE SECRETARY .20 .20 ASSOCIATE PLANNER .50 .50 ENGINEERING TECHNICIAN .40 .40 MPO DIRECTOR .50 .50 1.60 1.60 Transfers In Transfers Out GF Prop Tax Support 96,737 96,737 211 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 2350 Metropolitan Planning Organization of Johnson County Center: 459020 Metropolitan Planning Org of JoCo - General Transportation Total Expenditures 429,288 449,760 460,471 471,113 482,255 F Personnel Services 2013 ASSOCIATE PLANNER 3.50 MPO DIRECTOR .50 4.00 Transfers In IC Road Use Tax Supp CE - - -- 2014 Capital Outlay 2014 3.50 .50 4.00 Transfers Out 225,169 225,169 Fund: 2350 Metropolitan Planning Organization of Johnson County Center: 459030 Metropolitan Planning Org of JoCo Rural Community Assistance 2012 2013 2014 2015 2016 2016 Actual Estimate Budget Projection Projection Other State Grants 177,449 175,000 185,000 185,000 185,000 Other Misc Revenue 1,600 4,000 1,500 1,500 1,500 Road Use Tax 237,776 217,557 225,169 232,000 239,000 Total Receipts 416,825 396,557 411,669 418,500 425,500 Personnel 380,719 385,247 396,820 407,078 417,829 Services 38,845 51,838 48,616 48,833 49,054 Supplies 9,724 12,675 15,035 15,202 15,372 Total Expenditures 429,288 449,760 460,471 471,113 482,255 F Personnel Services 2013 ASSOCIATE PLANNER 3.50 MPO DIRECTOR .50 4.00 Transfers In IC Road Use Tax Supp CE - - -- 2014 Capital Outlay 2014 3.50 .50 4.00 Transfers Out 225,169 225,169 Fund: 2350 Metropolitan Planning Organization of Johnson County Center: 459030 Metropolitan Planning Org of JoCo Rural Community Assistance OAK 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Local Govt 28e Agreements 24,575 23,876 29,376 29,376 29,376 General Levy 20,739 21,361 21,391 21,400 21,400 Total Receipts 45,314 45,237 50,767 50,776 50,776 Services 44,626 45,237 51,965 51,965 51,965 Total Expenditures 44,626 45,237 51,965 51,965 51,965 Transfers In Transfers Out GF ECICOG Support 21,391 21.391 OAK 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. 213 Fund: 2400 Employee Benefits CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 2,477,999 1,773,124 1,820,996 1,870,301 1,875,701 Current Taxes 9,767,404 9,257,850 9,576,185 10,142,494 10,559,855 Delq Prop Taxes 242 Other City Taxes 183,360 165,712 162,368 1/0,367 176,023 State 28e Agreements 197,366 249,909 205,261 209,366 213,553 Other Misc Revenue 1,750 32,599 1,750 1,750 1,750 Total Receipts 10,150,122 9,706,070 9,945,564 10,523,977 10,951,181 Personnel 64,526 50,726 51,771 52,808 53,870 Services 788,480 476,555 533,924 535,924 538,004 Other Financial Uses 10,001,991 9,130,917 9,310,564 9,929,845 10,344,120 Total Expenditures 10,854,997 9,658,198 9,896,259 10,518,577 10,935,994 Ending Balance 1,773,124 1,820,996 1,870,301 1,875,701 1,890,888 - - -- FIE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ADMINISTRATIVE SECRETARY .50 .50 FINANCE DIRECTOR .05 .05 .55 .55 Transfers In Transfers Out Empl Benefits Levy 419,477 GF All Other Emp Ben 8,891,087 9,310,564 214 DEPARTMENT: HOUSING & INSPECTION SERVICES DIVISION: PENINSULA APARTMENTS all 01 Ilk W7:J xd Fill III N=kTJ401D1:4 I:I6311i1:vi 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 $58,883 in FY2014, down 1.0% from the estimated FY2013 total. Fund Balance: The FY2014 ending fund balance is projected at $89,739. 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. 001 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 2510 Peninsula Apartments 0A11 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 57,683 71,515 81,509 89,739 97,574 Other Misc Revenue 80 Rents 58,883 59,728 58,883 58,883 58,883 Total Receipts 58,963 59,728 58,883 58,883 58,883 Services 32,697 31,806 32,696 33,090 33,493 Supplies 28 29 30 31 Capital Outlay 1,343 Debt Service 11,063 17,928 17,928 17,928 17,928 Total Expenditures 45,131 49,734 50,653 51,048 51,452 Ending Balance 71,515 81,509 89,739 97,574 105,005 0A11 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. gill 0 Total Estimated ProposecITIF Estimated Certified TIF TIF Receipts TIF Receipts Receipts TIF Debt Urban Renewal Area Debt FY12 & Prior FY13 FY14 6/30/2014 12601 - Highway 6 TIF 700,221 590,221 106,166 3,834 2602- Riverfront Crossings - - - - 2603- City-University 1 11,633,327 7,593,418 128,663 302,939 3,608,307 2604- Sycamore & 1st Ave 2,962,691 2,462,698 - - 499,993 2606 - Northgate Corp Park - - - 2607- Scott 6 Industrial 1,720,549 206,667 - - 1,513,882 2608 -Heinz Road 1,614,948 1,269,719 141,933 141,539 61,757 2614- TowncrestTIF 93,370 - - 9,459 83,911 2615- Riverside Dr URA - - - - Grand Total $18,725,106 $12,122,723 $ 376,762 $ 453,937 $5,771,684 gill Fund: 2601 Highway 6 TIF Beginning Balance T.i.f. Revenues Interest Revenues Total Receipts Services Total Expenditures Ending Balance CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 18,317 18,442 1,011 1,011 1,011 129,725 110,000 125 161 575,335 705,335 267,074 129,850 110,161 302,939 129,725 127,592 267,074 302,939 575,335 129,725 127,592 69,763 69,763 69,763 69,763 18,442 1,011 1,011 1,011 11011 Fund: 2602 Riverfront Crossings Urban Renewal Area 2012 Actual Beginning Balance Services Total Expenditures Ending Balance Fund: 2603 City - University Project I Beginning Balance T.i.f. Revenues Interest Revenues Total Receipts Services Other Financial Uses Total Expenditures Ending Balance Transfers In 0 108 108 -108 2013 2014 2015 2016 Estimate Budget Projection Projection -108 -108 -108 -108 -108 -108 -108 -108 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 86,964 - 180,237 69,763 69,763 69,763 250,000 302,939 575,335 705,335 -127 -127 250,000 302,939 575,335 705,335 267,074 302,939 575,335 705,335 267,074 302,939 575,335 705,335 - 180,237 69,763 69,763 69,763 69,763 Transfers Out RiverfrontXingsEngnr 143,407 RiverfrontXingsAmend 84,197 Park ©201 75,335 302.939 0i 1.3 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 2604 Sycamore & 1st Avenue TIF Fund: 2606 Northgate Corporate Park 2012 2013 2014 2015 2016 2016 Actual Estimate Budget Projection Projection Beginning Balance 549,470 94,382 0 0 0 T.i.f. Revenues 582,207 8,472 Interest Revenues 18 Interest Revenues 550 Total Receipts Total Receipts 582,757 services 34,355 8,472 8,472 8,472 Other Financial Uses 1,003,490 94,382 2,585 Total Expenditures 1,037,845 94,382 61110 3,525 Ending Balance 94,382 0 0 0 0 Fund: 2606 Northgate Corporate Park Fund: 2607 Scott 6 Industrial Park 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 8,454 8,472 8,472 8,472 8,472 Interest Revenues 18 Total Receipts 18 Ending Balance 8,472 8,472 8,472 8,472 8,472 Fund: 2607 Scott 6 Industrial Park 0A 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 9,201 61110 3,525 3,525 3,525 Interest Revenues 14 Total Receipts 14 Services 3,105 2,585 Total Expenditures 3,105 2,585 Ending Balance 61110 3,525 3,525 3,525 3,525 0A CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 2608 Heinz Road Fund: 2613 Moss Ridge Campus 2012 2013 2014 2015 2016 2016 Actual Estimate Budget Projection Projection Beginning Balance 13,269 13,409 13,409 13,409 0 T.i.f. Revenues 126,834 147,060 141,539 48,348 Interest Revenues 140 Total Expenditures Total Receipts 126,974 147,060 141,539 48,348 Services 126,834 147,060 141,539 61,757 Total Expenditures 126,834 147,060 141,539 61,757 Ending Balance 13,409 13,409 13,409 0 0 Fund: 2613 Moss Ridge Campus OYA] 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance - 28,016 - 36,150 - 44,777 - 44,777 - 44,777 Services 8,134 8,627 Total Expenditures 6,134 8,627 Ending Balance - 36,150 - 44,777 - 44,777 - 44,777 - 44,777 OYA] CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 2614 Towncrest Urban Renewal Area TIF Beginning Balance T.i.f. Revenues Total Receipts Services Other Financial Uses Total Expenditures Ending Balance 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Fund: 2615 Riverside Drive Urban Renewal Area 2012 Actual Beginning Balance T.i.f. Revenues Total Receipts Other Financial Uses Total Expenditures Ending Balance Transfers In Towncrest(Kerr -McGee 93,370 2013 2014 2015 2016 -64 -64 -131 - 84,042 - 74,583 9,459 9,459 9,459 5,459 9,459 9,459 67 217,000 217,000 93,370 217,000 217,000 67 93,370 217,000 217,000 -64 -131 - 84,042 - 74,583 - 65,124 Transfers In Transfers Out Fund: 2615 Riverside Drive Urban Renewal Area 2012 Actual Beginning Balance T.i.f. Revenues Total Receipts Other Financial Uses Total Expenditures Ending Balance Transfers In Towncrest(Kerr -McGee 93,370 2013 2014 2015 2016 Estimate Budget Projection Projection 0 0 0 0 0 21,141 217,000 217,000 21,141 217,000 217,000 21,141 217,000 217,000 21,141 217,000 217,000 0 0 0 0 0 Transfers Out RiversideDrive 21,141 221 04% F Y 2 0 it !q DEBT SERVICE Debt Service Fund 223 224 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. FY2014 — FY2016 Financial Plan: The debt service levy for FY2014 is $4.029 per $1,000 in valuation. Future general obligation bond issues are estimated at $9.0 million in FY2014, $10.7 million in FY2015 and $9.6 million in FY2016. 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 FY2015 and FY2016 are estimated at two percent (2 %) growth annually. 0401 300 250 N 200 A 0 0 150 c 0 100 ig 50 Outstanding Debt and Allowable Debt Margin Fiscal Year Total (100 %) Property Valuation Allowable Debt Margin (5% of Total Property Val.) Outstanding Debt at July 1 Debt as % of Allowable Debt Margin Outstanding Debt as a Percentage of Total Valuations FY98 2,185,166,884 109,258,344 31,390,000 29% FY99 2,371,395,259 118,569,763 41,675,000 35% FY00 2,416,782,699 120,839,135 46,165,000 38% 1.9% FY01 2,591,030,038 129,551,502 41,190,000 32% 1.6% FY02 2,692,448,464 134,622,423 61,565,000 46% 2.3% 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% FY10 4,377,975,516 218,898,776 84,995,000 39% 1.9% FY11 4,450,783,925 222,539,196 75,050,000 34% 1.7% FY12 4,521,041,432 226,052,072 80,575,000 36% 1.8% FY13 4,616,107,846 230,805,392 75,320,000 33% 1.6% FY14 4,632,895,548 231,644,777 73,110,000 32% 1.6% *FY15 4,725,553,459 236,277,673 70,380,000 30% 1.5% *FY16 4,820,064,528 241,003,226 69,220,000 29% 1.4% * Estimate doe �aA c� ^Z k NN kA c�� ,A( k K, Fiscal Year (FY) Estimated 226 G.O. Debt Outstanding - by Fiscal Year - ■Allowable 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 the 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 FY2007 through FY2016. Fiscal years 2015 & 2016 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% 0.0% Debt Service Levy As a Percentage of Total Property Tax Levy 24.0% 23.5% 24.5% 0 22.4% 25.0% 25. /°y��� 24.3% 23.6% 21.9% (30% Recommended Maximum) Note: Fiscal years 2007 and 2008 had one -time reductions in the debt levy of $638,200 and $934,947, which resulted in foregone debt levies of $0.27 and $0.385 respectively, funded from the General Fund. Fiscal Year (FY) : Estimated ON Summary of Bonded Indebtedness General obligation and revenue bonds payable at June 30, 2012 are comprised of the following individual issues: Total General Obligation Bonds 75,320,000 Revenue Bonds: Date of Amount Interest Final Outstanding Issue Issued Rates Maturity 06/30/12 General Obligation Bonds: 8,190,000 Refunded Wastewater Treatment Bonds Oct. 2008 24,280,000 3.0-5.0 Taxable -Urban Renewal Mar. 2004 7,305,000 4.0-5.4 8,660,000 6/23 5,595,000 Multi- Purpose Mar. 2005 7,020,000 3.0-4.0 15,080,000 6/15 2,375,000 Multi- Purpose Jun. 2006 6,265,000 3.625-4.0 6/16 2,855,000 Taxable - Multi- Purpose Jun. 2006 1,000,000 5.5-5.6 May 2009 6/16 475,000 Refunded Water Construction Sep. 2006 3,350,000 3.6-3.75 June 2012 6/17 1,495,000 Multi- Purpose May 2007 8,870,000 3.75 6/17 4,845,000 Multi- Purpose June 2008 9,150,000 3.25-3.75 6/18 5,850,000 Refunded Multi- Purpose Oct. 2008 17,005,000 3.0-3.75 6/18 9,350,000 Multi- Purpose June 2009 6,685,000 2.5-4.0 6/19 4,855,000 Taxable -Urban Renewal June 2009 505,000 1.5-3.0 Nov. 2009 6/14 205,000 Refunded Multi- Purpose June 2009 5,840,000 2.0-4.0 6/16 3,465,000 Multi- Purpose Aug. 2010 7,420,000 2.0-2.75 6/20 5,935,000 Multi- Purpose June 2011 7,925,000 2.0-3.625 6/21 7,180,000 Taxable -Urban Renewal June 2011 820,000 0.65-1.1 6/13 420,000 Refunded Multi- Purpose June 2011 10,930,000 2.0-3.625 6/21 10,730,000 Multi- Purpose June 2012 9,070,000 2.0-2.25 6/22 9,070,000 Taxable -Urban Renewal June 2012 620,000 0.5-0.6 6/14 620,000 Total General Obligation Bonds 75,320,000 Revenue Bonds: Refunded Parking Bonds Nov. 2009 9,110,000 3.0-5.0 7/24 8,190,000 Refunded Wastewater Treatment Bonds Oct. 2008 24,280,000 3.0-5.0 7/22 19,560,000 Refunded Wastewater Treatment Bonds May 2009 8,660,000 3.5-5.0 7/25 8,110,000 Refunded Wastewater Treatment Bonds Apr. 2010 15,080,000 3.0-4.0 7/20 12,400,000 Refunded Water Bonds Oct. 2008 7,115,000 3.0-4.375 7/24 6,070,000 Refunded Water Bonds May 2009 9,750,000 4.0-4.5 7/25 8,905,000 Refunded Water Bonds June 2012 4,950,000 1.5-2.1 7/22 4,950,000 Total Revenue Bonds 68,185,000 143,505,000 Subsequent to June 30, 2012 Revenue Bonds: Tax Increment Bonds Nov. 2009 2,655,000 1.0-3.90 6/24 2,655,000 146,160,000 ONQ Funds: DEBT SERVICE Beginning Balance Current Taxes Delq Prop Taxes Other City Taxes Contrib & Donations Interest Revenues Debt Sales Transfers From Tif Districts Debt Service Abatements Funding 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 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 23,311,924 10,146,622 4,728,477 4,234,856 3,241,585 12,992,676 12,934,351 12,039,003 12,114,545 13,076,790 316 General Obligation 854,400 2006A &B General Obligation 917,984 241,722 223,850 201,326 201,564 214,433 1,078,126 170,000 General Obligation 1,097,558 2008B 233,326 162,585 163,782 163,782 163,782 2009E 100,000 950,600 20102 General Obligation 816,976 2011A 75,335 75,335 205,335 12,108,435 1,384,838 2012A & 2012B(taxable) GO. 1,345,474 2,041,196 838,147 444,325 433,225 417,125 1,069,000 40,000 40,000 40,000 40,000 39,442 438,968 39,308 39,658 40,016 27,657,113 14,907,901 13,003,079 13,068,109 14,157,481 3,515 28,713,981 20,322,531 13,496,700 14,061,380 14,607,270 12,108,434 40,822,415 20,326,046 13,496,700 14,061,380 14,607,270 10,146,622 4,728,477 4,234,856 3,241,585 2,791,796 - - -- FIE - - -- 2013 2014 Transfers In Capital Outlay 2014 2005A General Obligation 854,400 2006A &B General Obligation 917,984 2006C GO Refunding(Water) 344,325 2007A General obligation 1,078,126 2008A General Obligation 1,097,558 2008B GO Refunding 1,677,414 2009C & 2009D(Taxable) GO 894,826 2009E GO Refunding 950,600 20102 General Obligation 816,976 2011A General Obligation 989,844 2011C GO Refunding 1,384,838 2012A & 2012B(taxable) GO. 1,345,474 2012D TIF Revenue Bonds 75,335 2013 General Obligation issue 1,069,000 Transfers Out GRIP Loan Repayments 40,000 2006 Water Abatement 344,325 Library Commercial 100,000 Park 9201 75,336 »�, oou GYP] 13.496.700 IRII] BUSINESS TYPE ACTIVITIES F Y 2 O it El Transportation Services Parking Operations Public Transit Wastewater Operations Water Operations Refuse Collection Landfill Operations Airport Stormwater Management Broadband Telecommunications Housing Authority 231 049% CITY OF IOWA CITY PROPOSED BUDGET FY2014 Transportation Services Director: Transit Office Location: Phone: Parking Office Location: Phone: bon BUS ON THE G( Click on image to be redirected to Bongo website Chris O'Brien 1200 South Riverside Drive (319) 356 -5151 335 Iowa Avenue (319) 356 -5096 Transportation Services Department Divisions: Transit Parking Y T The Transportation Services Department oversees the operations of the Transit and Parking Divisions. Summaries for these divisions are presented on the following pages. 233 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 MISSION STATEMENT The Iowa City Parking Division is committed to providing convenient parking options, safe facilities, and quality customer service to citizens and visitors of Iowa City. DEAPRTMENT DESCIPTION The Transportation Services Department parking operation is a self - supporting enterprise fund responsible for providing safe and convenient parking options in downtown Iowa City. • Operate and maintain four parking structures with 2,486 off - street parking spaces. With the beginning of the FY2014 budget these facilities will be operated 24/7. • Operate and maintain 1,302 on- street and surface parking lot spaces. These include a mix of metered and permit only spaces. • Oversee parking options for motorcycles, mopeds, scooters and bicycles in designated facilities, including 148 designated spaces. • Regulate parking in the Central Business District and areas adjacent to downtown. • Offer permit parking options for parking structures and surface parking lots. HIGHLIGHTS • Average stay in gated parking facilities was 3.79 hours • 4,337,326 transient hours parked • 888,266 transient parkers passed through Capitol Street, Dubuque Street and Tower Place facilities • 1,049 citations were appealed, 44% were upheld 234 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Recent Accomplishments: • Partnered with Zipcar and the University of Iowa on implementation of a car sharing program in August of 2012. • Installed additional access and revenue control equipment in parking structures to provide additional options for payment for our customers. This includes pay on foot and pay in lane equipment. • Automated all exit lanes with convenient credit card payment options. • Installed 30 additional motorcycle, moped and scooter spaces at the St. Patrick's Parrish Hall site. • 4.5% increase in transient parking at three gated facilities • 2.9% increase in total transient hours parked • 14.4% decrease in number of faulty parking meters Staffing changes for FY 2014: Upcoming Challenges: • Upcoming development projects that could impact parking demand. There are several downtown development projects looming that could have a wide range of impacts on parking demand. The progress of these project concepts will determine our approach to future parking structures. • Continual increase in mopeds and scooters in downtown Iowa City will result in more flexible uses being required for parking supply downtown. • Decisions on the future of Amtrak in Iowa City will have a substantial impact on future growth for the parking system. Cashier, from 11.25 FTE to 9.75 FTE; Customer Service Representative, from 2.0 FTE to 1.5 FTE; Maintenance Worker I, from 4.0 FTE to 2.5 FTE Service Level Changes for FY 2014: • 24/7 operation of all parking facilities through the automation of exit procedures • Extended enforcement hours of downtown parking meters until 9:00pm • Downtown Ambassador Program • Additional payment options through pay -by -cell, online permit renewal and on- street credit card payment options 0911 FY 2012 FY 2013 FY 2014 Proposed Total FTE's 32.75 29.75 26.25 Service Level Changes for FY 2014: • 24/7 operation of all parking facilities through the automation of exit procedures • Extended enforcement hours of downtown parking meters until 9:00pm • Downtown Ambassador Program • Additional payment options through pay -by -cell, online permit renewal and on- street credit card payment options 0911 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Cash Balance on June 30, 2012 was $5.2 million, an 11.5% decrease from the previous year. Cash Balance $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY10 I FY11 I FY12 I FY13* I FY14* 0 Cash Balance $5,678,333 $5,894,712 $5,219,075 $3,907,162 $3,589,551 *FY13 and FY14 figures are estimates. Revenue: FY14 Estimated 4%3% • Ramp Revenue • Meter Revenue ■ Fines ■ Lot Revenue ■ Misc FY14 revenue is estimated to fall 3.4% when compared to FY13 estimated revenue. Miscellaneous revenue includes interest on investments. 0911 FY13 year -end cash balance is estimated to drop, as there was an increase in capital project funding. FY14 cash balance is projected to decrease another 8.1 %. Expenditures: FY14 Proposed • Personnel • Services 9 • Supplies ■ Capital Outlay 2% • Other Financial Uses FY14 proposed expenditures represent an 18.7% decrease from FY13 estimated expenditures, with the reduction coming from a decrease in capital project expenditures. Other Financial Uses includes approximately $840,000 in debt service payments and $900,000 for the Parking Facility and Enforcement Automation capital project. CITY OF IOWA CITY PROPOSED BUDGET I FY201q DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Development of the Downtown and Near Downtown Areas Department Goal: Provide convenient parking options Department Objective: Increase transient hours parked in downtown on- street and off - street spaces 3% Performance Measure: Transient hours parked FY11 FY12 FY13 Estimated FY14 Target 4,215,164 4,337,326 4,350,000 4,450,000 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Coordinated Communication & Customer Service Orientation Increase convenience and access for parking customers Increase credit card usage as a payment mechanism by 20% Credit card usage — Access controlled facilities FY11 FY12 FY13 Estimated FY14 Target 42% 43% 48% 55% 09YA CITY OF IOWA CITY PROPOSED BUDGET I FY2014 CIP Highlights: The Parking Facility and Enforcement Automation project involves the automation of operations in the parking decks and the upgrade of parking meters on street to a smart meter system. Additional pay on foot and pay in lane equipment will be placed in Capitol St., Dubuque St., and Tower Place facilities. The on street parking meters will be upgraded to allow credit card payment and pay by cell options. This will create the ability to push real -time parking data to our customers related to parking availability on street. This will allow for better access and more convenient payment options for our customers while enhancing operational efficiencies. This project has the potential to increase efficiency and have a favorable operating budget impact. 04917 CTl'Y OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 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 Misc Other Operating Transfers 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 KAI II - TRANSPORTATION SERV. OPERATIONS SUPV - TRANS SERV PARKING ENFORCEMENT ATTENDANT SR MW - PARKING & TRANSIT TRANSPORTATION SVC DIRECTOR 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 5,895,167 5,219,074 3,907,162 3,720,096 4,353,026 1,697 290 1,677 1,677 1,677 274,181 297,430 474,181 474,181 474,181 69,951 24,461 47,835 47,835 47,835 39,247 41,798 39,247 39,247 39,247 26,555 23,689 3.00 5.00 790,574 798,340 1,090,574 1,090,574 1,090,574 191,355 225,195 177,495 177,495 177,495 3,295,963 3,331,408 2,832,340 2,832,340 2,832,340 162,415 121,291 58,385 58,385 58,385 24,000 4,851,938 4,887,902 4,721,734 4,721,734 4,721,734 1,777,549 1,880,586 1,755,420 1,813,122 1,869,283 1,212,011 1,197,251 1,305,478 1,321,830 1,338,620 80,641 134,322 107,552 109,702 111,892 24,236 165,000 2,433,594 2,822,655 1,740,350 844,150 1,724,750 5,528,031 6,199,814 4,908,800 4,088,804 5,044,545 5,219,074 3,907,162 3,720,096 4,353,026 4,030,215 - -- FTE - -- 2013 2014 .50 .50 11.25 9.75 2.00 1.50 4.00 2.50 3.00 3.00 3.00 3.00 5.00 5.00 .50 .50 .50 .50 29.75 26.25 Transfers In 0491!] Capital Outlay Transfers Out 2009 Pkg Refunded DS 840,350 Parking Automation 900,000 1,740,350 2014 Fund: 7101 Parking Debt Service Beginning Balance Debt Service Total Receipts Debt Service Total Expenditures Ending Balance Personnel Services CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 1,519,600 1,527,100 1,534,375 1,536,425 1,548,325 846,700 846,250 840,350 844,150 1,724,750 646,700 8846,250 8400,350 844,150 1,724,750 839,200 838,975 838,300 832,250 1,715,950 839,200 838,975 838,300 832,250 1,715,950 1,527,100 1,534,375 1,536,425 1,548,325 1,557,125 - - -- FIE - - -- 2013 2014 Transfers In 2009 Pkg Refunded DS 840,350 840,350 oz, 9] Capital Outlay 2014 2009F Parking Refunding Sinking 838,300 838,300 Transfers Out CITY OF IOWA CITY PROPOSED BUDGET I FY2014 MISSION STATEMENT Iowa City Transit is committed to providing safe, courteous, and quality transportation to the citizens and visitors of Iowa City as well as the City of University Heights. DEPARTMENT DESCRIPTION • Fixed route bus service operated with a 27 bus fleet, Monday — Friday from 5:45 am — 11:20 pm, Saturday from 5:45 am — 7:40 pm • ADA mandated complimentary para- transit services to provide certified passengers with demand response service during same operating hours as fixed route services. Contracted through Johnson County SEATS through June, 2013. • Operate the Court Street Transportation Center which includes four commercial spaces and a 600 space parking facility. Burlington Trailways and Megabus utilize this facility as their Iowa City hub. HIGHTL/GHTS • Provided 1,956,419 passenger trips in FY12, an increase from FY11 of 5.5% • Provided service covering 710,000 miles and 55,500 hours • Maintain a bus fleet of 27 heavy duty buses, utilizing 20 during peak service • Contracted para- transit service provided 95,116 passenger trips in FY12 • 550 parking permits issued for Court Street Transportation Center • 183,000 transient hours parked at the Court Street Transportation Center 241 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Recent Accomplishments: • Purchased 2 new 40' Heavy Duty buses utilizing 83 %FTA funding. Nearly 60% of our fleet has been replaced with new buses since 2007. • Utilizing FTA funding and partnering with University of Iowa - Cambus and Coralville Transit purchased 28 LCD monitors to display Bongo information throughout Iowa City, Coralville and the University of Iowa. • Saw an increase in ridership of 5.5% in FY12 • Increased transit fares for the first time since 1997 in FY13 • Communications staff updated transit website to include real -time route information and provided direct comment link for public to make transit inquiries Staffing changes for FY 2014: Upcoming Challenges: • MAP -21 Transportation Bill resulted in a reduction in capital funds for the state of Iowa. In previous years, $5 million to $7 million was allocated for bus replacement in the state. Iowa has the 47`h oldest fleet in the US. • The current transit maintenance and storage facility is located on a former uncontrolled dump site and in proximity to a highly desirable corner in Iowa City for development. Relocation of this facility is a priority for the department but funding this facility may be a challenge due to the decrease in transit capital funding. Customer Service Representative from 1.0 FTE to 0.5 FTE Service Level Changes for FY 2014: Staff are currently in the process of evaluating transit system. Any proposed changes for FY14 would not result in any additional staff. OZIM FY 2012 FY 2013 FY 2014 Proposed Total FTE's 51.75 51.75 51.25 Service Level Changes for FY 2014: Staff are currently in the process of evaluating transit system. Any proposed changes for FY14 would not result in any additional staff. OZIM CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Bus Replacement Reserve: Cash balance in the bus replacement reserve at FY12 year end was just under $1.9 million. Reserves have grown as Transit operations have generated a surplus after the addition of the Court Street Transportation Center. With the FY13 budget, Transit operations were transitioned to an enterprise fund. Future years' budgets will report cash balance trends as with other enterprise funds. Revenue: FY14 Estimated • Federal Grants 1% • State Grants ■ Local Agreements 43 1% ■Transit fees ■ Rents ■ Parking Ramp 2% FY14 revenue less transfers is projected to increase slightly from FY13 estimated revenue. Total revenue is projected to decrease, though FY13 revenue is inflated due to a transfer of existing cash balance as Transit operations were moved to an enterprise fund. Revenue includes a 28e agreement with the City of University Heights for fixed route service. Bus Replacement Reserve inthousands $3,000 $2,500 $2,000 $1,500 $1,000 $500 50 FY08 FY09 Fvlo Fyll FY12 ■Reserve $689 $1,674 $2,456 $1,921 $1,892 %Change 299.53% 143.02% 46.68% - 21.78% -1.49% 243 Expenditures: FY14 Proposed 5% 14% • Personnel • Services • Supplies • Capital Outlay • Other Financial Uses FY14 proposed expenditures represent a 12.9% decrease from the FY13 estimate, with the difference coming from a decrease in capital project expenditures. The 28e agreement with Johnson County SEATS for ADA mandated complimentary para- transit services expires at the end of FY13. CITY OF IOWA CITY PROPOSED BUDGET I FY201q DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Economic and Community Development Department Goal: Provide safe, courteous, and quality transportation services Department Objective: Increase Transit ridership by 5% Performance Measure: Ridership FY11 FY12 FY13 Estimated FY14 Target 1,854,732 1,970,456 1,990,000 2,100,000 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Strong and Sustainable Financial Foundation Increase farebox/expense ratio Farebox /expense ratio CIP Highlights: Farebox revenues to cover 30% of operating costs FY11 FY12 FY13 Estimated FY14 Target 22% 21% 27% 30% • Relocation of transit facility — should have minimal effect on operating budget as new facility should help reduce maintenance costs. • Installation of parking access and revenue control equipment at Court Street Transportation Center — this facility will be fully automated resulting in no additional staff. 244 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 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 - PKG 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 2012 2013 Actual Estimate 2014 2015 2016 Budget Projection Projection - 1,619,012 0 420,908 445,464 670,313 2,631,516 65 49,403 2,194,687 1,025,000 1,025,000 1,025,000 1,025,000 628,538 483,175 483,175 483,175 483,175 35,633 32,844 32,844 32,844 32,844 1,119,269 1,364,106 1,365,129 1,364,106 1,363,756 1,840 50,805 75,000 75,000 75,000 2,518 1,620 2,518 2,518 2,518 1,112 214 1,112 1,112 1,112 44,353 7,590 5,994 5,994 5,994 134,558 159,342 134,558 134,558 134,558 592,274 561,247 632,274 632,274 632,274 16,790 739,324 1,618,372 4,421,689 2,869,009 2,925,979 2,984,067 9,810,252 8,107,632 6,626,613 6,682,560 6,740,298 3,869,012 3,617,143 3,704,263 3,803,827 3,903,245 1,497,172 1,382,047 1,609,225 1,614,985 1,621,188 896,975 984,860 963,245 982,510 1,002,162 228,337 1,699,744 1,702,674 325,324 56,389 29,651 8,191,240 7,686,724 6,602,057 6,457,711 6,556,246 0 420,908 445,464 670,313 854,365 - -- FTE - -- 2013 2014 .50 .50 .50 .50 .50 .50 .50 2.00 2.00 37.75 37.75 2.00 2.00 2.00 2.00 1.00 1.00 3.00 3.00 1.00 1.00 .50 .50 .50 .50 51.75 51.25 Transfers In Transit Levy from GF 2,869,009 2,869,009 oz,w Capital Outlay Transfers Out CourtStAutomation 270,000 Court St. Daycare 55,324 J40, 34q 2014 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Public Works Director: Rick Fosse Wastewater Superintendent: Dave Elias Assistant Superintendent: Roger Overton Location (South Plant): 4366 Napoleon St. SE 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. DIVISION DESCRIPTION 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. 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. oz, 11 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 HIGHLIGHTS • The total treatment capacity for both City plants is 16.6 million gallons /day under average conditions, with approx. 47% capacity available. • Treatment Plant operation accomplish 95.5% removal of CBOD, suspended solids, and ammonia nitrogen — the key pollutants required to be monitored. • Preventive maintenance jetting of the sewer collection system covers 15% per year and video inspection covers 5% per year of the 300 miles of public sewer. • Sewer emergency call response takes place within 30 minutes, 24 hours per day. Recent Accomplishments: Upcoming Challenges: • The South Wastewater Treatment plant completed the installation of energy conservation measures — lighting systems, an aeration blower, and digester gas burner — reducing utility costs by approximately $50,000 per year. • The Wastewater Division analyses 6,376 required samples for compliance with NPDES requirement, with 5 samples exceeding limits in FY12, a compliance rate of 99.9 %. • 18 out 26 Division Staff are certified Treatment Plant Operators by the state of Iowa. The staff collectively carries15 additional technical certifications. • Division staff successfully prevented damage to facilities and maintained compliance when more than 100,000 gallons of "pyrolytic oil" entered the collection system due to the Landfill fire. Staffing changes for FY 2014: No changes proposed • The decommissioning of the North Wastewater Treatment plant will consolidate operations at the South Plant, with a potential for improved efficiency and economic development potential at the former plant location. • Completion and start -up of the expanded facilities at the South Plant will require compliance with new and more stringent effluent limits. • The North River Trunk Sewer reconstruction will provide future development capacity, improve the sewer system reliability, and contribute to flood zone protection. rzrIA FY 2012 FY 2013 FY 2014 Proposed Total FTE's 25.40 25.40 25.40 rzrIA CITY OF IOWA CITY PROPOSED BUDGET FY2o1q Cash Balance: Unrestricted cash balance at FY12 year -end increased to approximately $13.5 million due to interest savings on the 2008, 2009 and 2010 Sewer Revenue Bond Refunding issues. Restricted cash balance for wastewater debt service was approximately $11.9 million. Cash Balance $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY10 I FY11 I FY12 I FY13* I FY14* ■Cash Balance 1 $12,615,156 1 $12,861,866 1 $13,546,590 1 $11,592,121 1 $10,198,099 *FY13 and FY14 figures are estimated. Bond covenant requirements are monitored on an accrual basis and reported in the City's Consolidated Annual Financial Report. User fees will be reevaluated after the completion of the South Plant expansion. FY13 year -end cash balance is estimated to drop 14.4% from FY12 and FY14 year -end balance is estimated to fall another 12 %, as capital project expenditures have increased. Revenue: Wastewater Operations are funded by sewer user fees, per the following schedule: SEWER FEES Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15 Each Additional 100 cu. ft. $3.99 BOD (per pound) 300 mg/L or less included in charge for 00 ft. of water used BOD (per pound) from 301 mg /L to 2000 mg /L $0.28 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 oz, 1.3 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Service Level Changes for FY 2014: New equipment is proposed to streamline manhole repairs in conjunction with the Streets Division. The repair system will allow for faster repairs at an economical rate, utilizing some city equipment that is available in the warmer months. Revenue: FY14 Estimated 1% 2% ■ Charges for Services ■ Misc Revenue ■ Use of Money & Property Approximately 97% of Wastewater operations are funded through charges for services. Use of Money & Property primarily consists of interest on investments. CIP Highlights: Expenditures: FY14 Proposed • Personnel 14% • Services ■ Supplies ■ Capital Outlay 5% 2% ■ Other Financial Uses Other Financial Uses consists of debt service and capital project funding, including over $3.7 million for the North River Corridor Trunk Sewer and $500,000 for annual main replacement. The FY14 proposed budget removes the 20% funding of the Economic Development Coordinator position from the Wastewater Division's budget. 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 I -80. The existing sewers were constructed in 1983 and 1936. Total project estimate is for $4.4 million, funded from Wastewater user fees. No significant operating budget impact is expected. 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. Consolidation of wastewater operations at one facility has the potential to lower operating costs. rz &: CITY OF IOWA CITY PROPOSED BUDGET I FY201q DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Economic and Community Development Department Goal: Protect the City's natural resources and waterways for public health, recreation opportunities and development Department Objective: Meet or exceed DNR permit requirements for sanitary and stormwater sewer systems Objective Timeframe: Comply with all parameters in monthly reports Performance Measure: Number of in -house analyses (monthly) Target FY 2012 Actual F' 2013 FY 2014 Budget Estimated 520 456 494 520 CBOD, TSS, NH3— Percent removal Target FY 2012 Actual F' 2013 FY 2014 Budget Estimated 97% 95.5% 94.8% 96% Q111 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Coordinated Communication & Customer Service Orientation Protect public and private property from water damage and health hazards Control Sanitary Sewer Overflows (sewer backups) Number of SSOs per year Target FY 2012 Actual F' 2013 FY 2014 Budget Target FY 2012 Actual Estimated FY 2014 Budget 0 4 6 4 Sewer Jetting, miles per year Video Inspection, miles per year F' 2013 Target FY 2012 Actual Estimated FY 2014 Budget 50 39.13 42 45 Video Inspection, miles per year 251 F' 2013 Target FY 2012 Actual Estimated FY 2014 Budget 50 39.13 42 45 251 Fund: 7200 Wastewater Treatment CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 13,139,174 13,546,589 11,592,121 10,101,774 12,249,497 Misc Permits & Licen 5,896 4,855 5,896 5,896 5,896 Misc Chg For Sery 8,665 75,696 8,665 8,665 8,665 Wastewater Charges For Services 12,548,976 12,682,773 12,548,976 12,548,976 12,548,976 Refuse Charges For Services 3,421 3,421 3,421 3,421 Misc Merchandise 323 222 323 323 323 Other Misc Revenue 151,486 51,273 151,486 151,486 151,486 Interest Revenues 276,163 295,450 276,163 276,163 276,163 Royalties & Commissions 271 248 271 271 271 Sale Of Assets 469 Total Receipts 12,995,670 13,110,517 12,995,201 12,995,201 12,995,201 Personnel 2,007,555 2,072,197 2,044,586 2,112,886 2,180,405 Services 2,647,519 2,364,059 2,488,473 2,516,955 2,546,216 Supplies 707,353 658,658 680,851 694,474 708,362 Capital Outlay 185,004 445,923 295,000 260,000 260,000 Other Financial Uses 7,040,824 9,524,148 8,976,638 5,263,163 5,232,075 Total Expenditures 12,588,255 15,064,985 14,485,548 10,847,478 10,927,058 Ending Balance 13,546,589 11,592,121 10,101,774 12,249,497 14,317,640 - - -- FIE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ASST SUPT - WASTEWATER 1.00 1.00 Building improvements 20,000 CHEMIST 1.00 1.00 Contracted Improvements 15,000 ELECTRICIAN - WASTEWATER 1.00 1.00 Facility Repairs 50,000 ELECTRONICS TECH - WASTEWATER 1.00 1.00 Facility Repairs & Process Equipm 15,000 LABORATORY TECHNICIAN - WW 2.00 2.00 Inflow & Infiltration Repair 50,000 M. W. I - WASTEWATER TRTMT 1.00 1.00 Lab Equipment 27,500 M.W. III - WASTEWATER COLLECT 1.80 1.80 Landscaping 5,000 MAINT OPERATOR - WASTEWATER 3.00 3.00 Lift Station Process Equip 15,000 MW II - WASTEWATER TRTMNT PIN 5.70 5.70 Lift Station Structure Repair 15,000 SR CLERK /TYPIST - WASTEWATER .50 .50 Mr. Manhole Repair System 20,000 SR M.W. - WASTEWATER PLANT 1.00 1.00 North Plant Maintenance 5,000 SR MW - WASTEWATER COLLECTION .90 .90 Process instruments 50,000 SR TPO - WASTEWATER 1.00 1.00 Sampling Equipment 7,500 TPO - WASTEWATER TREATMENT 4.00 4.00 WASTEWATER SUPERINTENDENT .50 .50 25.40 25.40 295,000 Transfers In Transfers Out 2010 Sewer Refund DS 1,448,400 2008 Sewer Refund DS 2,495,938 2009 Sewer Refund DS 792,300 Annual Main Replcmnt 500,000 DubStrSanitaryTrunk 3,740,000 8,976,638 ozw9 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 7201 Wastewater Treatment Debt Service Beginning Balance Interest Revenues Debt Service Total Receipts Debt Service Total Expenditures Ending Balance Personnel Services 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 11,724,408 11,904,458 10,218,810 10,231,272 9,821,840 5,515 6,488,050 4,720,725 4,736,638 4,763,163 4,732,075 6,488,050 4,726,240 4,736,638 4,763,163 4,732,075 6,308,000 6,411,888 4,724,176 5,172,595 5,199,964 6,308,000 6,411,888 4,724,176 5,172,595 5,199,964 11,904,458 10,218,810 10,231,272 9,821,840 9,353,951 - - -- FTE - - -- 2013 2014 Transfers In 2008 Sewer Refund DS 2,495,938 2009 Sewer Refund DS 792,300 2010 Sewer Refund DS 1,448,400 Capital Outlay 2009A Sewer Refunding Sinking 2010A Sewer Refunding Sinking 9/08 Sewer Refunding Sinking Transfers Out 253 2014 785,175 1,424,375 2,514,626 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Public Works Director: Water Superintendent: Information Coordinator: Location: Phone: Online: Rick Fosse Edward Moreno Carol Sweeting 80 Stephen Atkins Drive (319) 356 -5164 icgov.org /water MISSION STATEMENT is � water for life The mission of the Water Division is to efficiently produce and distribute high quality and abundant quantity of potable water necessary for the residential, commercial, industrial, and firefighting needs of the City while maintaining compliance with EPA drinking water regulations. DIVISION DESCRIPTION The Water Division, as part of the Public Works Department, operates and maintains the potable water system for the City of Iowa City and University Heights. Critical assets include a 16.7 million gallon per day capacity state -of- the -art water treatment facility, 5 ground water reservoirs (GSRs) and pumping stations with a capacity of 9 million gallons of storage , 263 miles of water main and appurtenances that date back to 1882, nearly 26,000 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. Iowa City's award - winning water exceeds all required standards set by the Environmental Protection Agency, with over 200 water quality tests performed each day by professional staff to ensure that quality standards are attained. Water quality data is available through the Consumer Confidence Report that is released to the public annually. 254 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Highlights Administration • Flood '08 Hazard Mitigation projects were completed, including the Peninsula and Water Plant Prairie Park well fields, the Iowa River Power Dam and a river crossing. These projects will protect the City's well sources from future floods. The dam and river crossings repaired and replaced structural and infrastructure damage caused by the Flood of '08. • Energy efficiency projects, funded through MidAmerican Energy's Advantage Efficiency Partners program, were completed at the water plant including lighting, HVAC, and high service pumping • Debrief report of drought planning with recommendations. Operations • A peak day record of 8.6+ million gallons of water was delivered during the worst drought since the 1950's. Increased water demands were met during this period without the need for voluntary or mandatory conservation requests. • Compliance with Safe Drinking Water Standards was 100 %. • Rochester GSR was inspected for structural integrity and repaired. Distribution • Participated with the ICFD to achieve Insurance Service Organization (ISO) Public Protection Classification upgrade to 2 from 3. This measure of firefighting capability and reliability will benefit the City now and in the future. • Updated the model of the water distribution system and identified a critical project to loop Rohret and Melrose for improved fire flow and pressure consistency on the west side of Iowa City. • Replaced 3,000 ft. of water main in the distribution system with in -house staff. Customer Service • The Automatic Meter Reading (AMR) program progressed to 85% with in -house staff with the goal to complete the majority of meters by FY15. • Created a 'critical customer' list for emergency communication during main breaks or planned shut downs. Public Information /Education • Created and delivered 24 valuable and informative message inserts in the City's water bill. • Created and delivered the Consumer Confidence Report to all customers and updated the industrial water quality report for review on the City's website. 04M CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Recent Accomplishments • Division Head completed Chairmanship of the Iowa Section — American Water Works Association (IAVVWA) • Customer Service Coordinator received the 'Customer Service Hero Award' at the Customer Service Conference — IAVWVA • MW III — Water Distribution received national honor for entry in 'Gimmicks and Gadgets' competition. • MW III — Water Customer Service completed IAVWVA Leadership Institute. Upcoming Challenges • Distribution system repair and replacement. o Creation of a decision matrix with the assistance of Cartegraph Asset Management Software to aid in the decision making process of identifying and prioritizing repair and replacement projects in the water distribution system in cost effective and efficient manner. o Transition to distribution infrastructure appurtenance predictive and preventative repair and /or replacement. Hydrants, valves, and system needs will be evaluated by staff for a plan of action to address the aging infrastructure components. • Succession planning for critical Division positions. • Training program for professional development and certification license upgrade will continue for in -house staff. • Temporary staff will be utilized to supplement permanent staff work load with the intention of developing skills and certification to provide current and future staffing needs, i.e., Operations & Distribution areas. • Identifying and implementing regional cooperative opportunities. • Management of change inherent in implementation of new digital systems. • Effectively and efficiently manage the change process of ERP, Project Dox, Cartegraph, GIS, etc. • Identifying, communicating and implementing the system and process change opportunities that will be presented with the implementation of the above projects. • Planning and implementation of pressure zones as the City water system continues to grow. Staffing: Maintenance operator from 4.0 FTE to 5.0 FTE OW FY 2012 FY 2013 FY 2014 Proposed Total FTE's 32.75 32.75 33.75 OW CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Service Level Changes for FY 2014: • Evaluating implementation of fire sprinkler service fees and 'meter in a crate' program(s) and other service revenue sources. • Utilize temporary employees to seed succession plan and create weekend operator program. Cash Ba lance: Cash balance at the close of FY12 was approximately $8.7 million. Though user fees are currently insufficient to cover annual operating costs, fund balance will be utilized to cover the net loss. Fund balance will continue to be monitored and fee adjustments will be recommended as necessary. Fund balance will be augmented as FEMA reimbursements for flood related projects are received. There are no significant non - recurring capital projects currently planned. Cash Balance $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY10 FY11 FY12 FY13* FY14* ■Cash Balance $12,072,309 $10,069,121 $8,733,750 $5,642,633 $4,974,833 *FY13 and FY14 figures are estimates. FY13 year -end cash balance is estimated to fall 35.4% compared to FY12. FY14 cash balance is expected to decrease another 11.8 %. Revenue: The Water Division is funded by sewer user fees, per the following schedule: Minimum Monthly Charge (MMC) Minimum Usage Rates 5/8 (residential) $6.41 3/4 $7.00 First 100 /mo. MMC (by meter size 101 - 3,000 /mo. $2.99/100 cu. ft. 3,001 and over $2.15/100 cu. ft. 1 $8..26 1 % $16.47 2 $22.14 3 $40.91 First 100 /mo. MMC Over 101 /mo. $2.99/100 cu. ft. 4 $71.37 6 $143.61 O&YA Revenue: CITY OF IOWA CITY PROPOSED BUDGET I FY2014 FY14 Estimated 0 %2% • Charges for Services • Misc Revenue • Use of Money & Property Approximately 98% of Water operations are funded through charges for services. Use of Money & Property primarily consists of interest on investments. CIP Highlights: Expenditures: FY14 Proposed Expenditures • Personnel • Services • Supplies • Capital Outlay ■ Other Financial Uses Other Financial Uses consists of debt service funding and GO bond abatement. This includes funds for annual water main projects. Capital Outlay includes funds for contracted main repairs, water meters, and radio read devices. The FY14 proposed budget removes the 20% funding of the Economic Development Coordinator position from the Water Division's budget. There are no significant non - recurring capital projects proposed for FY14. Annual water main capital projects are funded at $600,000 per year, with no operating budget impact. Q& CITY OF IOWA CITY PROPOSED BUDGET I FY2014 DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Economic & Community Development Department Goal: Ensure the water distribution system delivers high quality water in sufficient quantities to meet development opportunities Department Objective: Use Comprehensive Distribution Plan to ensure distribution system will meet current and future water demand. This includes: pressure zoning; asset management; rehabilitation and replacement model and plan; and the GIS migration plan. Performance Measures: Water pumped (millions of gallons) New water main (feet) FY10 FY11 10 Year FY10 FY11 FY12 Average 2,054.6 1989.3 2008.2 2,050.7 New water main (feet) Water main replaced (feet) FY10 FY10 FY11 FY12 Subdivisions 10,513 2,627 5,745 Projects 150 0 4,823 Water main replaced (feet) FY10 FY11 FY12 10 Year 260 261 261 Average 6,627 3,393 3,807 5,189 Miles of main FY09 FY10 FY11 FY12 260 261 261 262 04.X1 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Bacterial Samples Coordinated Communication & Customer Service Orientation Ensure high quality water is supplied in abundant quantities to the residents of Iowa City Surpass EPA water quality standards and minimize service disruptions Target or Goal FY12 FY13 FY14 10.0 Actual Estimate Budget 832 832 832 832 Performance to EPA MCLG, Nitrate (ppm) EPA Goal 2009 2010 2011 10.0 1.6 -5.0 FY12 0.9 -6.0 Performance to EPA MCLG, Fluoride EPA Goal 2009 2010 2011 4.0 0.88 -1.08 FY12 0.63 -1.12 Main breaks Service work orders FY10 FY11 FY12 10 Year FY10 FY11 FY12 Average 4,357 3,691 5,441 Average 39 56 57 63 Service work orders FY10 FY11 FY12 10 Year Average 4,357 3,691 5,441 4,855 0i1-9] CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal Department Objective: Performance Measure: A Strong & Sustainable Financial Foundation Efficiently distribute high quality water to a growing city Identify energy and leak efficiency opportunities Non - Account water percentage FY10 FY11 FY12 10 Year Average 13.4% 11.0% 8.3% 8.8% Strategic Plan Goal: Neighborhood Stabilization Department Goal: Maintain Insurance Services Office (ISO) rating to maintain high level of service and safety for property owners and residents in Iowa City Department Objective: Ensure reliable water supplies for public safety purposes Performance Measures: Number of hydrants FY10 FY11 FY12 10 Year Average 3,223 3,240 3,316 3,048 Number of hydrants flushed FY10 FY11 FY12 10 Year Average 3,878 3,899 4,000 3,660 01.1 Fund: 7300 Water CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 10,065,355 8,733,750 5,642,633 5,004,717 4,484,127 Fed Intergov Rev 2,849 8,809,205 6,360,557 8,386,021 8,386,021 8,386,021 Disaster Assistance 317 2,559,734 2,639,648 2,824,544 2,889,472 2,950,001 Water Charges For Services 8,225,837 8,184,531 8,225,837 8,225,837 8,225,837 Misc Merchandise 5,135 29,043 5,135 5,135 5,135 Intra -city Charges 4,000 4,000 4,000 4,000 Other Misc Revenue 3,827 8,970 3,082 3,082 3,082 Interest Revenues 567,240 138,013 147,967 147,967 147,967 Total Receipts 8,809,205 6,360,557 8,386,021 8,386,021 8,386,021 Personnel 2,559,734 2,639,648 2,824,544 2,889,472 2,950,001 Services 2,088,552 2,029,534 1,996,655 2,020,812 2,045,580 Supplies 523,154 684,544 603,691 615,750 628,055 Capital Outlay 523,043 583,547 644,406 338,636 290,146 Other Financial Uses 4,446,327 5,514,401 2,954,641 3,041,941 2,927,841 Total Expenditures 10,140,810 11,451,674 9,023,937 8,906,611 8,841,623 Ending Balance 8,733,750 5,642,633 5,004,717 4,484,127 4,028,525 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ASST SUPT - WATER 1.00 1.00 Drought Mitigation Projects 20,000 BUILDING INSPECTOR 1.00 1.00 Exhaust Catalyst for Generator 53,000 CUSTOMER SERVICE COORD 1.00 1.00 Liquivision- Reservoir inspection/ 8,490 LABORATORY TECHNICIAN - WATER .50 .50 Radio read devices 105,500 M. W. II - WATER DISTRIBUTION 4.00 4.00 Replace 2 Turbidimeters and Contr 5,146 M. W. II - WATER SERVICE 2.00 2.00 Replace 2 Variable Frequency Driv 40,000 M. W. III - WATER DISTRIBUTIO 2.00 2.00 Silurian Well 41 7,000 M. W. III - WATER SERVICE 1.00 1.00 Water main repairs- contracted imp 217,500 M.W. I - METER READER 1.00 1.00 Water meters 187,770 M.W. I -WATER CUSTOMER SERVICE 3.00 3.00 MAINTENANCE OPERATOR - WATER 5.00 5.00 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 33.75 33.75 644,406 Transfers In Transfers Out 2012C WaterRefunding 543,540 2008 Water Refund DS 608,838 2009 Water Refund DS 857,938 2006 GO Refund Abate 344,325 Water Annual Mains 600,000 2,954,641 01.% Fund: 7301 Water Debt Service Beginning Balance Interest Revenues Debt Sales Debt Service Total Receipts Services Debt Service Total Expenditures Ending Balance CTTY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 4,203,289 9,216,968 3,161 4,989,908 2,085,268 2,090,443 7,075,176 2,093,604 88 2,061,409 7,477,856 2,061,497 7,477,856 9,216,968 3,832,716 - - -- FTE - - -- Personnel Services 2013 2014 Transfers In 2008 Water Refund DS 608,838 2009 Water Refund DS 857,938 2012C WaterRefunding 543,540 04-N 3,832,716 2,010,316 2,010,316 92 1,984,947 1,985,039 3,857,993 3,857,993 3,877,098 2,008,716 2,010,716 2,008,716 2,010,716 94 96 1,989,517 1,987,218 1,989,611 1,987,314 3,877,098 3,900,500 Capital Outlay 2014 2008D Water Refunding Sinking 605,094 2009B Water Refunding Sinking 847,938 2012C Water Refunding Sinking 531,915 Transfers Out CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Public Works Director: Rick Fosse Streets /Solid Waste Superintendent: Bud Stockman Assistant Superintendent: Rodney Walls Office Location: 1200 S. Riverside Dr. Phone: (319) 356 -5180 MISSION STATEMENT Iowa City's solid waste programs are designed to protect the health safety and welfare of our community by providing prompt and safe curbside collection of waste materials. Our programs are designed around sustainable principles that promote recycling and ensure that each specific category of waste is disposed of properly. DIVISION DESCRIPTION Refuse, Recycling, and Yard Waste Collection is administered by the Solid Waste staff within the Streets Division. Crews provide curbside pickup of household waste, recycling, yard waste, bulky items, and appliances to 15,030 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. HIGHLIGHTS In FY12 the Solid Waste Division collected: 9,048.06 tons of refuse 1,638.61 tons of yard waste 1,528.31 tons of recycling 2,382 bulk items from the curbside 243 appliances from the curbside 203 Electronics from the curbside 20 dead deer on City streets 63 bulk items, 12 appliances, & 6 electronics dumped in the downtown alleys 53 bulk items, 9 appliances, 9 electronics, & 14 tires dumped on other City right -of -way or City property 011-11! CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Recent Accomplishments: • Tipper carts have now been delivered to 14,462 Iowa City residents, making the collection process safer and more efficient. The conversion to tipper carts has been a 10 year process. • In 2012 the City's third fully automated truck was purchased and put into service, allowing the reduction of one FTE, accomplished through attrition. Staffing changes for FY 2014: Upcoming Challenges: • Improve the recycling rate of our customers. Refuse Maintenance Worker I from 7.0 FTE to 6.0 FTE Service Level Changes for FY 2014: No new service initiatives proposed Cash Balance on June 30, 2012 was approximately $487,000, a 5.6% increase. Cash Balance $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 FY13 cash balance is estimated to decrease by 43.2% compared to FY12. FY14 cash balance is projected to increase 12.1 %. User fees have not increased since November 2010; a proposed fee schedule is presented below. $0 FY10 I FY11 I FY12 I FY13• FY14• 0 Cash Balance $309,697 $461,737 $487,465 1 $276,822 $310,192 01*1 FY 2012 FY 2013 FY 2014 Proposed Total FTE's 20.35 20.35 19.35 Service Level Changes for FY 2014: No new service initiatives proposed Cash Balance on June 30, 2012 was approximately $487,000, a 5.6% increase. Cash Balance $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 FY13 cash balance is estimated to decrease by 43.2% compared to FY12. FY14 cash balance is projected to increase 12.1 %. User fees have not increased since November 2010; a proposed fee schedule is presented below. $0 FY10 I FY11 I FY12 I FY13• FY14• 0 Cash Balance $309,697 $461,737 $487,465 1 $276,822 $310,192 01*1 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Revenue: The Refuse Collection Division is funded by user fees. The following schedule presents current user fees and the proposed FY14 fees. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. Service Level Changes for FY 2014: No new service initiatives proposed Revenue: FY14 Estimated of • Charges for Services • Misc Refuse charges for services fund nearly 100% of refuse collection operations. Miscellaneous Revenue includes general use permits and interest on investments; these fund less than 0.2% of Refuse Collection operations. iiii Expenditures: FY14 Proposed ■ Personnel • Services • Supplies ■ Capital Outlay The FY14 proposed budget represents a 6.7% decrease from FY13 estimated expenditures. The reduction is predominantly from decreases in capital outlay and capital project funding. Current FY14 Proposed Solid Waste (Garbage & Recycling) $11.40 min $11.40 min Curbside Recycling per Unit $4.10 $4.10 Appliance Collection $20.00 $20.00 Bulky Item Pickup First item $10.00 $12.50 Additional items $5.00 $6.00 Yard Waste Perbag $1.00 $1.25 Annual sticker $20.00 $25.00 Service Level Changes for FY 2014: No new service initiatives proposed Revenue: FY14 Estimated of • Charges for Services • Misc Refuse charges for services fund nearly 100% of refuse collection operations. Miscellaneous Revenue includes general use permits and interest on investments; these fund less than 0.2% of Refuse Collection operations. iiii Expenditures: FY14 Proposed ■ Personnel • Services • Supplies ■ Capital Outlay The FY14 proposed budget represents a 6.7% decrease from FY13 estimated expenditures. The reduction is predominantly from decreases in capital outlay and capital project funding. CITY OF IOWA CITY PROPOSED BUDGET I FY201q DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Provide sustainable and cost - effective services for residents that divert material from the landfill Department Objective: Continue to provide exceptional curbside recycling, yard waste, appliance, and electronic waste collection services to Iowa City residents. Performance Measures: Residential refuse collection accounts Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Neighborhood Stabilization Continue the collection of illegally dumped material on City property and rights of way Maintain clean and safe neighborhoods FY08 FY09 FY10 FY11 FY12 Residential refuse collection accounts 14,616 14,710 14,850 14,960 15,030 Refuse tonnages 8,834 8,657 8,869 8,969 8,935 Recycling tonnages 1,748 1,608 1,448 1,471 1,528 Yard waste tonnages 1,928 1,816 1,675 1,730 1,638 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Neighborhood Stabilization Continue the collection of illegally dumped material on City property and rights of way Maintain clean and safe neighborhoods QM FY10 FY11 FY12 Bulk items 71 34 53 Appliances 15 10 9 Electronics 9 10 9 Tires 17 38 14 Deer 23 10 20 QM CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Development of the Downtown and Near Downtown Areas Continue the collection of illegally dumped material in the Central Business District alleys Maintain a clean and safe environment for a vibrant downtown 0iH7 FY10 FY11 FY12 Bulk items 36 53 63 Appliances 3 9 12 Electronics 2 12 6 Tires 0 9 0 0iH7 Fund: 7400 Refuse Collection CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 Actual Beginning Balance 461,736 General Use Permits 4,150 Refuse Charges For Services 2,953,846 Other Misc Revenue 29 Interest Revenues 661 Total Receipts 2,958,686 Personnel 1,466,784 Services 1,367,434 Supplies 37,494 Capital Outlay 61,245 Other Financial Uses 1.00 Total Expenditures 2,932,957 Ending Balance 487,465 2013 2014 2015 2016 Estimate Budget Projection Projection 487,465 276,822 301,909 308,360 3,696 4,150 4,150 4,150 2,949,384 2,980,104 2,980,104 2,980,104 144 615 661 661 661 2,953,839 2,984,915 2,984,915 2,984,915 1,483,662 1,475,685 1,514,762 1,550,382 1,407,681 1,393,025 1,403,911 1,415,032 89,039 58,618 59,791 60,986 128,100 32,500 56,000 3,164,482 2,959,828 2,978,464 3,026,400 276,822 301,909 308,360 266,875 Capital Outlay 2014 Refuse carts and lids 32,500 04*1 �a,ow - - -- FIE - - -- Personnel Services 2013 2014 ASST SUPT STREETS /SOLID WASTE 1.00 1.00 CLERK /TYPIST - SOLID WASTE 1.00 1.00 M. W. III - REFUSE 1.00 1.00 M.W. I - REFUSE 6.00 6.00 M.W. II - REFUSE 10.00 10.00 SUPT STREETS /SOLID WASTE .35 .35 19.35 19.35 2013 2014 2015 2016 Estimate Budget Projection Projection 487,465 276,822 301,909 308,360 3,696 4,150 4,150 4,150 2,949,384 2,980,104 2,980,104 2,980,104 144 615 661 661 661 2,953,839 2,984,915 2,984,915 2,984,915 1,483,662 1,475,685 1,514,762 1,550,382 1,407,681 1,393,025 1,403,911 1,415,032 89,039 58,618 59,791 60,986 128,100 32,500 56,000 3,164,482 2,959,828 2,978,464 3,026,400 276,822 301,909 308,360 266,875 Capital Outlay 2014 Refuse carts and lids 32,500 04*1 �a,ow CITY OF IOWA CITY PROPOSED BUDGET I FY2014 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. DIVISION DESCRIPTION The Iowa City Landfill and Recycling Center is managed by the Wastewater Division. The Landfill serves Johnson County, Kalona and Riverside. Trash is landfilled according to stringent federal and state regulations to ensure that environmental protection is in place. The landfill has been at its current location since 1971. In total, the landfill is about 400 acres in size, about half which contains buried trash. Remaining land is used as a buffer for surrounding properties and wetlands. 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. The Iowa Waste Reduction and Recycling Act was legislated in 1989 and banned several items from Iowa landfills, including yard waste, tires, lead acid batteries, appliances, and oil. This initiated recycling programs for these items that are still in place today. rNn: CITY OF IOWA CITY PROPOSED BUDGET I FY2014 HIGHLIGHTS • The landfill takes in about 125,000 tons of trash and collects hundreds of groundwater and stormwater samples to evaluate environmental compliance. • Iowa City Community Compost is produced from local yard waste and food waste. The annual production of nearly 4000 tons is often "sold out ". • The household hazardous waste facility accepts material from 3,000 households and small businesses annually, diverting around 60,000 pounds of hazardous waste from the landfill. • Landfill staff gives around 30 tours at the landfill and the East Side Recycling Center annually, and talk to several thousand people about waste reduction, reuse, and recycling. • Landfill recycling programs continue to expand: • Five drop -off sites collect about 500 tons of materials annually. • Rummage in the Ramp diverts about 25 tons of waste each year, supporting around 30 local non - profit groups with the proceeds. • The electronic waste recycling program has been expanded to the East Side Recycling Center. Recent Accomplishments: • The landfill was accepted as a DNR Environmental Management System, setting goals for continuous progress in designated environmental program areas. • The East Side Recycling Center opened in April 2012. City staff hosts events to educate and promote environmental goals to the community. • The Landfill has managed the Energy Conservation Block Grant, completing projects in eight city facilities and re- establishing an ongoing energy efficiency program. • The Landfill staff has completed a City wide sustainability assessment, providing a bench mark for future policy decisions and actions. Staffing changes for FY 2014: Landfill operator from 6.0 FTE to 5.0 Upcoming Challenges: • The 2012 landfill fire will require a significant re- investment and commitment to decreasing risks while maintaining efficient operations. • The results of a pilot project for recycling in multi - family residences should guide the City into community -wide recycling service improvements. • Drawing public and private organizations toward the adoption and implementation of sustainability as a guiding principle for community wide activities. 271 FY 2012 FY 2013 FY 2014 Proposed Total FTE's 1 17.50 17.50 16.50 271 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Cash Balance on June 30, 2012 was $22.3 million, a 7.5% decline from the FY2011 year -end cash balance. Cash Balance $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY10 FY11 FY12 FY13* FY14* ■Cash Balance $29,535,389 $24,166,693 $22,343,551 $21,613,863 $21,853,189 *FY13 and FY14 figures are estimates. 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 future capacity needs. FY14 projected cash balance is a 1.1% increase over the FY13 estimated year -end cash balance. 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 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. Revenue: The Landfill is supported by user fees: Iowa City residents: $38.50 per ton Non -Iowa City residents: $43.50 per ton $3 for load less than 140 lbs.; approx.. $0.50 for each 20 lb. increment over 140 OrM CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Proposed FY14 fee changes: Service Level Changes Proposed for FY14: Staff is working with Solid Waste Planners at the East Central Iowa Council of Governments to set up a structure for an ongoing outreach and education program at the East Side Recycling Center. Revenue: Expenditures: FY14 Estimated • Refuse Charges for 1% Services 3% 1% ■ Landfill Charges for 1% Services • Misc Revenue 3% • Interest 3% • Rents • From Landfill Operations • Interrund Loans FY14 Proposed • personnel • Services • Supplies • Capital Outlay • Other Financial Uses FY14 estimated revenue from interfund loan Other Financial Uses (capital project repayments drops significantly from FY13, funding) includes $500,000 for as many interfund loans were paid off improvements to Hebl Ave. ahead of schedule, some with General Fund cash balance. 273 Current Proposed Change Iowa City Community $10 $20 Unchanged in more than Compost er ton a decade. Costs and demand have increased. Iowa City Community $1 $2 Compost (minimum Wood chip mulch (per ton) Free $10 Costs associated with processing wood waste into mulch continue to Wood chip mulch (minimum) Free $2 increase. TV or monitor ( <18 ", includes $5 $10 peripherals) Electronics recycling charges have not TV or monitor ( >_ 18", $10 $15 includes peripherals) changed since the inception of the program, Bulk electronic waste (with $2 total $2 per no TV or monitor) item approximately ten years. Service Level Changes Proposed for FY14: Staff is working with Solid Waste Planners at the East Central Iowa Council of Governments to set up a structure for an ongoing outreach and education program at the East Side Recycling Center. Revenue: Expenditures: FY14 Estimated • Refuse Charges for 1% Services 3% 1% ■ Landfill Charges for 1% Services • Misc Revenue 3% • Interest 3% • Rents • From Landfill Operations • Interrund Loans FY14 Proposed • personnel • Services • Supplies • Capital Outlay • Other Financial Uses FY14 estimated revenue from interfund loan Other Financial Uses (capital project repayments drops significantly from FY13, funding) includes $500,000 for as many interfund loans were paid off improvements to Hebl Ave. ahead of schedule, some with General Fund cash balance. 273 CITY OF IOWA CITY PROPOSED BUDGET I FY201q DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Provide innovative and cost - effective services for residents that divert material from the landfill Department Objective: Provide residents with convenient and efficient recycling opportunities Objective Timeframe: Show improvement in FY2014 Performance Measure: Decrease tons of waste landfilled Target FY 2012 Actual FY 2013 Estimated FY 2014 Budget 100,000 117,000 115,000 110,000 Increase organics (food waste) for composting Increase dropsite recycling tons FY 2013 Target FY 2012 Actual Estimated FY 2014 Budget 500 103 195 250 Increase dropsite recycling tons 274 FY 2013 Target FY 2012 Actual FY 2014 Budget Estimated 750 550 575 600 274 CITY OF IOWA CITY PROPOSED BUDGET FY2o1q Strategic Plan Goal: Department Goal Department Objective: Objective Timeframe Performance Measure: A Strong and Sustainable Financial Foundation Provide stable and cost effective solid waste management capacity Maintain solid waste processing capacity between 15 and 25 years Achieve reserve capacity within one year Built out landfill cell capacity Target FY 2012 Actual F' 2013 Estimated FY 2014 Budget 20 years 23 years 5 years 14 years *Note: capacity was lost during the 2012 fire Identify landfill gas end use Target FY 2012 Actual F' 2013 FY 2014 Budget FY 2014 Estimated Actual 20 years 1 year 1 year 20 years Strategic Plan Goal: Department Goal Department Objective: Performance Measure: Economic and Community Development Provide framework for sustainable resource utilization policy and actions Adopt guiding principles for continuous improvement 001 Target FY 2012 FY 2013 FY 2014 Actual Estimated Budget Establish Landfill EMS 6 2 4 6 implementation of focus areas Disseminate EMS principles to 5 0 1 2 other divisions Establish Sustainability goals for "Action Plan' Data "Assessment "Goal community Collection" Report" Setting" 001 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 CIP Highlights: FY09 cell reconstruction will overlap into FY14. Additional costs of $2 -3 M will be incurred The position of City insurance compensation is yet undetermined. Operating budget impact: This project is not expected to add operational costs. The Landfill /Public Works is evaluating a concept which could dramatically increase recycling rates and resource recovery with Fiberight Inc. The concept involves leasing property for a Material Recovery Facility (MRF) at the landfill, supplying the solid waste for processing into recyclable components, and transporting organic waste as pulp to an ethanol production facility The City may also sell landfill gas for the facility's energy needs. The stated performance goal is an 80% reduction in landfilled waste. The evaluation of this project is at an early stage. Operating budget impact: This project is currently being evaluated; operating budget impact will be analyzed with this evaluation. OW Fund: 7500 Landfill CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 24,169,947 22,343,552 21,613,863 21,929,210 22,729,835 Other State Grants 10,425 Refuse Charges For Services 433,607 452,116 484,454 484,454 484,454 Landfill Charges For Services 4,778,585 5,083,840 4,778,585 4,778,585 4,778,585 Contrib L Donations 250 Misc Merchandise 23,105 21,216 23,105 23,105 23,105 Other Misc Revenue 25,059 47,605 24,738 24,738 24,738 Interest Revenues 170,245 207,297 170,245 170,245 170,245 Rents 40,711 46,500 40,711 40,711 40,711 Sale Of Assets 6,660 From Landfill Operations 500,000 So0,o00 500,000 500,000 500,000 Interfund Loans 1,410,603 2,984,650 86,193 88,516 63,001 Total Receipts 7,399,250 9,343,224 6,108,031 6,110,354 6,084,839 Personnel 1,213,194 1,458,942 1,413,364 1,446,527 1,479,873 Services 2,895,914 3,004,584 3,053,655 3,079,321 3,105,548 Supplies 162,828 156,681 160,665 163,881 167,159 Capital Outlay 38,879 195,000 165,000 120,000 140,000 Other Financial Uses 4,914,830 5,257,706 1,000,000 500,000 500,000 Total Expenditures 9,225,645 10,072,913 5,792,684 5,309,729 5,392,580 Ending Balance 22,343,552 21,613,863 21,929,210 22,729,835 23,422,094 - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 ASSIST SUPT - LANDFILL 1.00 1.00 Contracted Improvements 60,000 ENVIRONMENTAL COORD /LANDFILL 1.00 1.00 Contracted improvements 55,000 LANDFILL OPERATOR 5.00 5.00 Facility improvements 10,000 M.W. III - LANDFILL 2.00 2.00 Landscaping 5,000 MW II - EASTSIDE RECYCLING 1.00 1.00 Monitoring instruments 10,000 RECYCLE CLERK - LANDFILL 1.00 1.00 Non - contracted improvements 5,000 RECYCLING COORDINATOR 1.00 1.00 Other Operating Equipment 5,000 SCALEHOUSE OPERATOR 1.50 1.50 Roll off containers 15,000 SR CLERK /TYPIST - WASTEWATER .50 .50 SR ENGINEER 1.00 1.00 SR MW - LANDFILL 1.00 1.00 WASTEWATER SUPERINTENDENT .50 .50 16.50 16.50 165,000 Transfers In Transfers Out LF Repl Reserve Fndg 500,000 LF Repl Reserve Fndg 500,000 Court St. Daycare 55,324 HeblRoadImprovements 500,000 Corp Hangar In Repay 16,048 UI Hangar Expan Repy 14,821 586,193 1,000,000 00A CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Operations Specialist: Michael Tharp Location: 1801 S. Riverside Drive Phone: (319) 356 -5045 Online: iQqov.org/airpo Iowa Citv Municipal Airport Five Year Strategic Plan 2011 -2015 VISION STATEMENT 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. MISSION STATEMENT The mission of the Iowa City Municipal Airport is to support the strategic goals of the City of Iowa City and to meet the needs of its stakeholders. DEPARTMENT DESCRIPTION Iowa City's Municipal Airport is a general aviation airport located in the southwest part of Iowa City. It is the oldest, continuously operating airport west of the Mississippi. 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 over 240,000 gallons of jet fuel and aviation gasoline to aircraft operators in FY2012. 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. rWe3 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 HIGHLIGHTS • The Iowa City Municipal Airport has secured over $12.5 million in outside grant funding for improvement projects since 2007 • The University of Iowa Center for Computer Aided Design continued to conduct research at their Operator Performance Laboratory at the Airport • Hosted Sertoma Club's annual Pancake Breakfast Fly -In; 2011 Air Race Classic Start Site • The Iowa Department of Transportation estimates that the Airport has an economic impact of over $11 million on the Iowa City area annually Recent Accomplishments: • Completed Phase 1 of the Runway 7/25 parallel taxiway project, 90% of which is funded through a federal grant. Phase 2 is expected to be completed during FY2013. • Awarded Iowa Department of Transportation grant funding for LED lighting installation. • The construction of new hangars is nearly complete, partially funded through the Iowa Department of Transportation. Staffing changes for FY 2014: No changes proposed Upcoming Challenges: • Maintenance of the Airports aging buildings. • Improve public outreach by hosting more events and activities at the Airport. • Airspace Obstruction Mitigation projects are planned for approach ends of Runway 12 and Runway 30. OW FY 2012 FY 2013 FY 2014 Proposed Total FTE's .75 1.0 1.0 OW CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Cash Balance on June 30, 2012 was $676,000, a 16.4% increase over the FY2011 year -end cash balance. Cash Balance $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $o FY10 I FYll I FY12 FY13* I FY14* 0 Cash Balance 1 $287,676 1 $581,309 1 $676,368 1 $263,237 1 $280,314 *FY13 and FY14 figures are estimates. The increase in cash balance was the result of revenue generated through the sale of land. A portion of this balance was used to repay existing loans for capital improvements. 70% of airport land sale proceeds are used for loan repayment, per policy adopted 9/6/11. In FY12 and FY13, this resulted in $280,000 and $237,000 payments, respectively, to principle in addition to scheduled principle and interest payments. Year -end cash balance is expected to drop as a result of these accelerated loan repayments. Revenue: FY14 Estimated o% ■Interest • Rents 6% • Royalties & Commissions ■ General Levy General fund property tax support for the airport is budgeted to drop 28% in FY14. 01:L1 Expenditures: FY14 Proposed ■ Personnel • Services 2% • Supplies • Capital Outlay ■ Other Financial Uses With the FY14 budget proposal, funding for the Economic Development Coordinator position has been removed from the airport's budget. This position will be funded entirely from the General Fund. CITY OF IOWA CITY PROPOSED BUDGET I FY201q DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Strong and Sustainable Financial Foundation Department Goal: Develop and maintain adequate funding mechanisms for airport operations and improvements; increase revenue generated by airport operations Department Objectives: Accelerate loan repayments through the sale of airport land for development Annual review of hangar rates to maximize revenue Performance Measures: Revenue generated through airport land sales Target or Goal FY 2012 Actual FY 2013 FY 2014 Budget Accelerate loan $1,138,898 Estimated $827,599 Generate revenue $323,882 $281,687 $45,832 and encourage $400,000 $336,936 $0 development Outstanding loan principle Target or Goal FY 2012 Actual FY 2013 Estimated FY 2014 Budget Accelerate loan $1,138,898 $866,074 $827,599 repayments $323,882 $281,687 $45,832 Interfund loan repayments (includes interest payments) Target or Goal FY 2012 Actual FY 2013 Estimated FY 2014 Budget 70% of land sale $238,266 $235,283 $250,000 revenue used to $323,882 $281,687 $45,832 reduce principle Hangar rental revenue Target or Goal FY 2012 Actual FY 2013 Estimated FY 2014 Budget $250,000 $238,266 $235,283 $250,000 r1:y CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Economic and Community Development Increase the usefulness of the Airport for economic development On an annual basis, track the number of flights by type Allow for privately funded hangar construction Host more events designed to draw attention to the Airport as it relates to Iowa City area businesses Fuel flowage, as a proxy for Airport activity Target or Goal FY 2012 Actual F' 2013 FY 2014 Budget Target or Goal FY2012 Actual Estimated FY 2014 Budget Jet Fuel Sold 153,525 150,000 170,000 170,000 Gallons 84 84 87 Av Gas Sold 70,988 70,000 70,000 70,000 Gallons Total 240,000 Gallons 224,513 220,000 240,000 Based aircraft (number of hangar spaces) SERTOMA Pancake Breakfast Fly -In Attendees F' 2013 Target or Goal FY2012 Actual FY 2014 Budget Estimated 87 84 84 87 SERTOMA Pancake Breakfast Fly -In Attendees *FY13 attendance dropped due to inclement weather. r1.ya F' 2013 Target or Goal FY2012 Actual FY 2014 Budget Estimated 2000 2500 1000* 3500 *FY13 attendance dropped due to inclement weather. r1.ya CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Boards and Commissions: The Iowa City Airport Commission is a five member commission of Iowa City residents. Duties: To exercise all the powers granted to cities and towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. To annually certify the amount of taxes within the limitations of the Statutes of the State of Iowa to be levied for airport purposes. All funds derived from taxation or otherwise for airport purposes shall be under the full and absolute control of the Airport Commission, deposited with the City Treasurer, and disbursed only on the written warrants or order of the Airport Commission. 01:x3 Fund: 7600 Airport Beginning Balance Other Miss Revenue Interest Revenues Rents Royalties & Commissions Sale Of Assets General Levy Total Receipts Personnel Services Supplies Capital Outlay Other Financial Uses Total Expenditures Ending Balance Personnel Services AIRPORT OPERATIONS SPEC CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 Actual Estimate 2014 2015 2016 Budget Projection Projection 580,651 676,368 263,237 280,314 291,334 3,156 1,314 1,170 1,314 1,314 1,314 282,023 276,226 293,757 293,757 293,757 24,248 17,028 24,248 24,248 24,248 400,747 336,936 100,000 100,000 72,342 72,342 72,342 811,488 731,360 391,661 391,661 391,661 47,182 63,008 67,483 70,107 71,681 242,041 245,986 230,447 232,506 229,847 7,718 6,657 5,785 5,901 6,019 33,837 20,000 40,000 40,000 40,000 384,993 808,840 30,869 32,127 33,350 715,771 1,144,491 374,584 380,641 380,897 676,368 263,237 280,314 291,334 302,098 --- FTE ____ 2013 2014 1.00 1.00 1.00 1.00 Transfers In CF Prop Tax Support Capital Outlay Life Cycle Rehabilitation Transfers Out 72,342 UI Hangar Expan Repy Corp Hangar Ln Repay /L, � ' 4:E! 14,821 16,048 JV,OOJ 2014 40,000 sue, Vw CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Public Works Director: Senior Civil Engineer: Location: Phone: Rick Fosse Brian Boelk 410 E. Washington St. (319) 356 -5437 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. DIVISION DESCRIPTION When it rains in Iowa City, water passes over roofs, streets, parking lots and other land surfaces picking up pollutants such as oil, chemicals, pesticides and eroded soil along the way. Any pollutant that is directed into the stormwater drainage system bypasses any treatment and flows directly into our waterways and to those downstream from us. This creates hazards for people, wildlife, and the environment. Protecting stormwater quality keeps our waterways healthy and preserves wildlife habitat. The local Stormwater Management Program is administered by the Engineering Division of the Public Works Department. Staffing changes for FY 2014: No changes proposed 01:11 FY 2012 FY 2013 FY 2014 Proposed Total FTE's 2.10 2.10 2.10 01:11 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Cash Balance on June 30, 2012 was $743,000, an 11.7% increase from the previous year. Cash Balance $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 FY10 FY11 FY12 FY13* I ■Cash Balance $1,303,355 $664,826 $742,905 $639,17 *FY13 and FY14 figures are estimates. Revenue: FY14 Estimated 0% ■ Charges for 0 Services ■ Interest & Misc 100% of Stormwater operations are funded through stormwater utility charges. An annual rate increase was recommended each year from FY12 to FY14. In FY14, this would increase the Equivalent Residential Unit (ERU) from $3.00 /month to $3.50 /month. Incorporating recommended fee changes, FY14 revenue is projected to increase 26.3 %. 01.11 FY13 cash balance is estimated to fall 14.0% over the previous year. FY14 projected cash balance represents a 65.1 % increase over the FY13 estimated year -end balance. Expenditures: 0% FY Proposed ■ personnel ■ Services ■ Supplies ■ Capital Outlay FY14 proposed expenditures represent a 25.6% decrease from FY13 estimated expenditures. The reduction is in capital project funding. Capital Outlay includes $200,000 for storm sewer maintenance projects and $40,000 for the drain tile program. CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 7700 Stormwater Management Beginning Balance Stormwater Charges For Services Other Misc Revenue Interest Revenues Total Receipts Personnel Services Supplies Capital Outlay Other Financial Uses Total Expenditures Ending Balance Personnel Services 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 664,830 742,905 639,177 1,041,837 1,437,534 785,450 950,000 1,200,000 1,212,000 1,224,120 629 629 629 629 1,231 1,914 1,231 1,231 1,231 787,310 951,914 1,201,860 1,213,860 1,225,980 208,503 236,031 263,871 269,054 274,133 257,000 256,943 292,492 294,236 296,020 2,118 3,728 2,837 2,873 2,911 137,526 235,000 240,000 252,000 264,600 104,088 323,940 709,235 1,055,642 799,200 818,163 837,664 742,905 639,177 1,041,837 1,437,534 1,825,850 - -- FTE - -- 2013 2014 M.W. III - WASTEWATER COLLECT .20 .20 I11W II - WASTEWATER TRTMNT PLN .30 .30 PUBLIC INFO /ED COORD - PUB WK .50 .50 SR ENGINEER 1.00 1.00 SR MW - WASTEWATER COLLECTION .10 .10 2.10 2.10 01-YA Capital Outlay 2014 Drain Tile Program 40,000 Storm sewer maintenance projects 200,000 240,000 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Cable Administrator: Bob Hardy Location: 10 S. Linn St. Phone: (319) 356 -5046 MISSION STATEMENT citychannef 0 Y'll „. 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. DIVISION DESCRIPTION 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. 01:R3 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Staffing changes for FY 2014: Cash Balance on June 30, 2012 was just under $1.6 million, a 6.2% increase over the previous year. Cash Balance $2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 FY1 FFY11 #IFY13- Y14* Em Cash Balance $1,408,470 1 $1,503,639 1 $1,597,031 1 $1,642,123 1 $1,714,672 *FY13 and FY14 figures are estimates. Revenue: FY14 Estimated 3% 41 ■ Franchise Fees ■ Other Revenue FY14 projected revenue represents a 4.5% increase over FY13 estimated revenue. 97% of FY14 revenue is estimated to come from cable franchise fees, with the remainder from interest on investments and a cable equipment replacement reserve transfer. 01:1*: FY13 year -end cash balance is estimated to be a 2.8% increase over FY12. FY14 projected balance is expected be another 4.4% increase. Expenditures: FY14 Proposed ■ personnel 2% 0% ■Services ■ Supplies ■ Capital Outlay ■ Other Financial Uses FY14 proposed expenditures are a 1.3% increase from FY13 estimated expenditures. This includes an annual transfer of franchise fee revenue to the Library's channel 10 operations. FY 2012 FY 2013 FY 2014 Proposed Total FTE's 6.63 6.63 6.63 Cash Balance on June 30, 2012 was just under $1.6 million, a 6.2% increase over the previous year. Cash Balance $2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 FY1 FFY11 #IFY13- Y14* Em Cash Balance $1,408,470 1 $1,503,639 1 $1,597,031 1 $1,642,123 1 $1,714,672 *FY13 and FY14 figures are estimates. Revenue: FY14 Estimated 3% 41 ■ Franchise Fees ■ Other Revenue FY14 projected revenue represents a 4.5% increase over FY13 estimated revenue. 97% of FY14 revenue is estimated to come from cable franchise fees, with the remainder from interest on investments and a cable equipment replacement reserve transfer. 01:1*: FY13 year -end cash balance is estimated to be a 2.8% increase over FY12. FY14 projected balance is expected be another 4.4% increase. Expenditures: FY14 Proposed ■ personnel 2% 0% ■Services ■ Supplies ■ Capital Outlay ■ Other Financial Uses FY14 proposed expenditures are a 1.3% increase from FY13 estimated expenditures. This includes an annual transfer of franchise fee revenue to the Library's channel 10 operations. CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 7800 Broadband Telecommunications 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 1,507,873 Franchise Fees 820,285 Other Miss Revenue 131 Interest Revenues 3,101 Sale Of Assets 332 From Broadband 25,000 Total Receipts 848,849 Personnel 511,644 Services 157,368 Supplies 10,679 Capital Outlay 866,569 Other Financial Uses 80,000 Total Expenditures 759,691 Ending Balance 1,597,031 - - -- FTE - - -- Personnel Services 2013 2014 CABLE TV ADMINISTRATOR 1.00 1.00 CLERICAL ASSISTANT - CABLE TV .75 .75 COMMUNICATIONS TECH - CABLE 1.00 1.00 CUSTODIAN - GOVT BLDGS .13 .13 GOVERNMENT PROGRAMMER - CABLE 1.00 1.00 MEDIA PRODUCTION SERVICE COOP, 1.00 1.00 PRODUCTION ASST - CABLE TV 1.00 1.00 SPECIAL PROJECTS ASST - CABLE .75 .75 6.63 6.63 Transfers In Cable Equip Reserve 25,000 25.000 1,597,031 1,642,123 1,614,672 1,573,443 814,200 838,468 838,468 838,468 117 3,251 3,101 3,101 3,101 11,500 25,000 25,000 25,000 829,068 866,569 866,569 866,569 527,817 537,236 554,417 572,317 163,352 257,204 258,528 256,834 26,307 14,580 14,853 15,132 5,000 66,500 80,000 80,000 80,000 783,976 894,020 907,798 924,283 1,642,123 1,614,672 1,573,443 1,515,729 Capital Outlay Video Production Equipment Will Transfers Out Cable TV to Libr AV Cable Equip Reserve 55,000 25.000 o0, uw 2014 5,000 �, wv CITY OF IOWA CITY PROPOSED BUDGET I FY2014 HIS Director: Housing Administrator: Location: Phone: Douglas Boothroy Steven J. Rackis 410 E. Washington St. (319) 356 -5400 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. DIVISION DESCRIPTION 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. Annually, the Housing Authority assists approximately 1,300 low- income families to acquire and maintain affordable housing through rental and ownership programs. Rental assistance includes the Housing Choice Voucher /Section 8 (HCV), Public Housing, and Veterans' Supportive Housing (VASH) Programs. Homeownership opportunities exist under the Tenant -to -Owner Program, Affordable Dream Homeownership Program, and the HCV Homeownership Program. Participation in all programs requires the family be within federally established income guidelines. The Housing Authority works with over 400 owners/ landlords and administers 1250 HCV and VASH vouchers. These Owners /landlords receive approximately $6 million /year in rental subsidy paid on behalf of Housing Authority participants. 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. rRy CITY OF IOWA CITY PROPOSED BUDGET I FY2014 HIGHLIGHTS • The Housing Choice Voucher Program paid approximately $5.8 million in Housing Assistance Payments to landlords /owners of rental properties in Johnson County in CY 2012 (1,250 vouchers utilized) • The Housing Authority paid over $334,000 to private sector Iowa City contractors for the capital improvement, general maintenance, and repair of Public Housing properties in 2011 • Since 1998, 159 families have moved to homeownership with assistance from the Housing Authority. Recent Accomplishments: • Maintained a minimum 98% lease -up rate for the HCV, VASH, and Public Housing programs. • Maintained a 90% lease -up rate (100% for the 5 1- bedroom and 4 2- bedroom units) for the Peninsula Apartments. Staffing changes for FY 2014: Upcoming Challenges: • Dispelling damaging myths regarding Housing Authority programs and participants • Maintain lease -up rates of at least 98% for the HCV, VASH, and Public Housing programs. • Maintain existing lease -up rate for the Peninsula Apartments. • Continue efforts to ensure program integrity by monitoring landlord /tenant compliance with program responsibilities. • Continue to support homeownership opportunities. Housing Program Assistant reduced to 5.0 FTE from 6.0; Section 8 Coordinator increased from 0.88 FTE to 0.94. 04% FY 2012 FY 2013 FY 2014 Proposed Total FTE's 13.13 13.13 12.19 04% CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Cash Balance on June 30, 2012 was approximately $6.8 million, a 6.5% decrease from FY11 year -end cash balance. Cash Balance $7,400,000 $7,200,000 $7,000,000 $6,800,000 $6,600,000 $6,400,000 $6,200,000 $6,000,000 FY10 FYll FY12 FY13* FY14* ■Cash Balance $6,555,893 $7,269,172 $6,793,623 $7,234,625 $7,291,699 *FY13 and FY14 figures are estimates. Revenue: FY14 Estimated 1% 116 • Federal • Misc • Interest • Rents ■ Loans HUD allocations account for 96% of ICHA revenue. ICHA is projected to receive $7.7 million in federal funding through HUD in FY14. rWx3 FY13 estimated year -end balance is a 6.5% increase over FY12; FY14 projected balance is less than a 1 % increase over FY13 estimated balance. These funds are restricted for Housing Authority operations; subsidy payments to landlords; maintenance and development of Public Housing units; and, development of affordable homeownership opportunities. Expenditures: FY14 Proposed ■ Personnel ■ Services • Supplies • Capital Outlay ■ Other Financial Uses FY14 proposed budget expenditures represent a 8.7% over FY13 estimated expenditures. FY13 estimated expenditures are a 4.8% decrease from FY12 actual expenditures. CITY OF IOWA CITY PROPOSED BUDGET I FY201q DEPARTMENT GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Neighborhood Stabilization Department Goal: Assist low income families in bridging the economic gap through building assets, improving employment opportunities, and transitioning from renters of units to owners of homes. Department Objective: The Family Self- Sufficiency Program: Promote self- sufficiency and asset development by providing supportive services to participants to increase their employability, to increase the number of employed participants, and to encourage increased savings through an escrow savings program. Performance Measures: Family Self- Suff iciency Program Participants Escrow Savings Accounts FY 2012 Actual CY 2013 FY 2014 Target Target or Goal CY 2012 Actual Estimated CY 2014 Target Participants with 93 Estimated 85 122 129 116 122 Escrow Savings Accounts 0411! FY 2012 Actual F' 2013 FY 2014 Target Estimated Participants with 93 85 85 savings account 0411! CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Neighborhood Stabilization Department Goal: Maintain a scattered sites Public Housing program. Department Objective: Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low- income families, elderly persons, and persons with disabilities. Performance Measures: Target or Goal CY 2012 Actual CY 2013 Target Average vacant unit turnaround days must be 18.39 days <_ 20 days less than or equal to 20 calendar days Estimate HCV Rental Assistance All emergency work orders must be completed 100% 100% within 24 hours $107,702 $105,169 All non - emergency work orders must be Assistance completed within an average of 25 calendar 3.4 days <_ 25 days days $176,518 $176,518 Strategic Plan Goal: Neighborhood Stabilization/Economic Development Department Goals: 1. Increase affordable housing choices for low- income families, the elderly, and persons with disabilities in private market rental units. 2. Provide homeownership opportunities through the HCV homeownership program. Department Objectives Performance Measures: Affordable Rental Housing: 1. Pay rental subsidies directly to private market landlords on behalf of eligible families. 2. Provide mortgage assistance payments to lenders on behalf of eligible families. 0Pb7 CY 2012 CY 2013 CY 2014 Projected Estimated Estimate HCV Rental Assistance $5,693,534 $5,967,687 $5,967,687 HCV Homeownership $107,702 $105,169 $105,169 Assistance VASH $148,433 $176,518 $176,518 0Pb7 Fund: 7900 Housing Authority CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 7,282,481 6,793,624 7,234,625 7,281,569 7,270,076 Fed Intergov Rev 6,634,544 7,440,000 7,684,859 '7,684,859 7,684,859 Local Govt 28e Agreements 1,350 2013 1,350 1,350 1,350 Other Misc Revenue 91,663 14,215 35,8 79 35,879 35,879 Interest Revenues 16,492 16,536 16,492 16,492 16,492 Rents 2 08, 255 210,9 "73 208,001 20B, 001 208,001 Royalties & Commissions 20,545 35,292 20,545 20,545 20,545 Sale Of Assets 211,658 HOUSING OFFICE MANAGER Loans 20,016 46,086 46,086 46,086 46,086 Total Receipts 7,204,543 7,763,102 8,013,212 8,013,212 8,013,212 Personnel 979,009 1,031,230 1,018,800 1,043,622 1,067,104 Services 6,662,075 6,240,23'7 6,784,320 6,917,556 7,050,503 Supplies 8,682 7,634 9,029 9,208 9,392 Capital Outlay 19 100,000 Transfers Other Financial Uses 43,000 43,000 43,989 43,989 43,989 Total Expenditures 7,692,766 7,322,101 7,956,138 8,014,375 8,170,988 Ending Balance 6,794,258 7,234,625 7,291,699 7,280,406 7,112,300 PILOT to Gen Fund 18,414 HIS Director 25,575 Y�,Jov ORN - - -- FTE - - -- Personnel Services 2013 2014 Capital Outlay 2014 BUILDING INSPECTOR 1.00 1.00 2 House Renovations 100,000 FSS PROGRAM COORDINATOR 1.00 1.00 HOUSING ADMINISTRATOR 1.00 1.00 HOUSING ASSISTANT 1.25 1.25 HOUSING OFFICE MANAGER 1.00 1.00 HOUSING PROGRAM ASSISTANT 5.00 5.00 PUBLIC HSG. COORD 1.00 1.00 SECTION 8 COORD .94 .94 12.19 12 19 100,000 Transfers In Transfers Out PILOT to Gen Fund 18,414 HIS Director 25,575 Y�,Jov ORN INTERNAL SERVICE FUNDS F Y 2 0 it El Equipment / Fleet Maintenance Information Technology Services (ITS) Risk Management Loss Reserves Central Services Health and Dental Insurance Reserves ONA 041:] CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Public Works Director: Equipment Superintendent: Location: Rick Fosse Tom Hansen 1200 S Riverside Drive MISSION STATEMENT The Equipment Division exists to ensure that City vehicles and major equipment operate safely, reliably, and meet the needs of our staff while minimizing lifecycle cost. DIVISION DESCRIPTION The Equipment Division provides repair, preventive maintenance and equipment management services for all major City -owned vehicular equipment with the exception of Transit buses. Fueling services are also the responsibility of the Equipment Division, along with acquisition of new vehicles /equipment and disposition of replaced vehicles /equipment. The Equipment Division operates as an internal service fund. HIGHLIGHTS • The Equipment Division managed four fuel sites that dispensed a combined total of 573,123 gallons of fuel for City vehicles and outside entities. • The Division maintains 524 vehicles and major equipment with 3,046 repair orders this past fiscal year. OW CITY OF IOWA CITY PROPOSED BUDGET FY2o1q Recent Accomplishments • Disposed of 27 vehicle /equipment units, recovering over $282,000. • 88.5% of repairs completed in less than one day. Staffing changes for FY 2014: No proposed changes Upcoming Challenges: • Transition to a new fuel facility • Implementation of the new non - emergency radio system • Transition to new Police squad car model; address ouffitting new model with police duty accessory equipment Service Level Changes for FY 2014: • Continue oil sampling program to optimize service intervals Department Goals, Objectives and Performance Measures Strategic Plan Goal: A Strong and Sustainable Financial Foundation Department Goal: Maximize revenue from surplus vehicles/equipment Department Objective: Dispose of all replaced units Performance Measure: Cash basis revenue — sale of autos and equipment 8100 - 462200- 363220 & 392300 FY11 FY 2012 FY 2013 FY 2014 Proposed Total FTE's 10.75 10.75 10.75 Service Level Changes for FY 2014: • Continue oil sampling program to optimize service intervals Department Goals, Objectives and Performance Measures Strategic Plan Goal: A Strong and Sustainable Financial Foundation Department Goal: Maximize revenue from surplus vehicles/equipment Department Objective: Dispose of all replaced units Performance Measure: Cash basis revenue — sale of autos and equipment 8100 - 462200- 363220 & 392300 FY11 FY12 FY13 Mid -year FY14 Projected $124,366 $227,518 $123,168 $200,000 01111 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Strategic Plan Goal: Coordinated Communication and Customer Service Orientation Department Goal: Serve internal customers efficiently and effectively Department Objective: Maintain City vehicles and equipment cost effectively and respond to internal service requests in a timely manner Performance Measures: Total vehicles and equipment maintained FY11 FY12 516 524 Percent of repairs completed in less than one day FY11 FY12 New Measure 88.5% Strategic Plan Goal: A Strong and Sustainable Financial Foundation Department Goal: Provide fleet maintenance services cost - effectively Department Objectives: Recover costs when applicable and contract with outside vendors when efficient Performance Measures: Hours billed as a percentage of hours available FY11 FY12 69% 74% Percentage of expenditures contracted with outside vendors FY11 FY12 14% 14% 011 CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Equipment Replacement Reserve Equipment Cash Balance $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $o Fvos FY09 I FY10 I FY11 I FY12 • Equipment Replacement Reserve $4,815,422 $5,309,110 $5,401,144 $5,227,781 $5,814,854 • Cash on Hand $976,032 $1,411,891 $1,795,531 $2,046,704 $2,314,484 Total $5,791,455 $6,721,001 $7,196,675 $7,274,485 $8,129,338 Replacement schedule totals, FY14 -FY16 Changes in chargeback rates: While the equipment replacement reserve cash balance is trending upward, nearly $3.2 million in replacement expenditures are projected for FY15. • Labor rate and chargebacks adjusted to reflect actual cost of service • Chargeback rate for fuel adjusted to include replacement value of fuel facility equipment CIP Highlights: Public Works Fuel Facility This project will replace the existing fuel facility that has reached the end of its life cycle. The new fuel facility will be located at the South Gilbert public works site. Operating Budget Impact The new facility will reduce the City's financial risk associated with leaking underground fuel tanks. No new staffing requirements are expected. 01% FY14 FY15 FY16 Number of 24 34 33 Vehicles/Equipment Total Projected $643,400 $3,181,600 $1,800,900 Cost Changes in chargeback rates: While the equipment replacement reserve cash balance is trending upward, nearly $3.2 million in replacement expenditures are projected for FY15. • Labor rate and chargebacks adjusted to reflect actual cost of service • Chargeback rate for fuel adjusted to include replacement value of fuel facility equipment CIP Highlights: Public Works Fuel Facility This project will replace the existing fuel facility that has reached the end of its life cycle. The new fuel facility will be located at the South Gilbert public works site. Operating Budget Impact The new facility will reduce the City's financial risk associated with leaking underground fuel tanks. No new staffing requirements are expected. 01% CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 8100 Equipment Summary Beginning Balance Local Govt 28e Agreements Refuse Charges For Services Intra -city Charges Other Misc Revenue Interest Revenues 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 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 7,274,489 8,129,338 7,879,211 8,845,597 7,435,069 849,174 873,246 891,628 891,628 891,628 2,948 3,080 2,948 2,948 2,948 4,555,636 4,800,806 4,773,817 4,787,502 4,801,461 2,025 71 2,025 2,025 2,025 15,402 16,276 15,402 15,402 15,402 227,519 75,000 200,000 200,000 200,000 5,652,704 5,768,479 5,885,820 5,899,505 5,913,464 906,222 940,870 944,822 967,844 990,227 323,413 453,107 362,671 362,175 358,282 2,395,576 2,771,254 2,743,541 2,798,414 2,854,384 1,172,644 1,853,375 868,400 3,181,600 1,800,900 4,797,855 6,018,606 4,919,434 7,310,033 6,003,793 8,129,338 7,879,211 8,845,597 7,435,069 7,344,740 - -- FTE - -- 2013 2014 .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 WIG] Capital Outlay Light duty refuse truck Other vehicular equipment Snow removal equipment Trucks 2014 225,000 140,700 5,000 497,700 868,400 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 8100 Equipment Center: 462100 General Fleet Maintenance Local Govt 28e Agreements Refuse Charges For Services Intra -city Charges Other Misc Revenue Interest Revenues Total Receipts Personnel Services Supplies Total Expenditures 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 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 849,174 873,246 691,628 891,628 891,628 2,948 3,D80 2,948 2,948 2,948 2,896,428 3,124,217 3,063,697 3,077,382 3,091,341 2,025 71 2,025 2,025 2,025 11,077 11,940 11,077 11,077 11,077 3,761,652 4,012,554 3,971,375 3,985,060 3,999,019 799,692 830,698 830,254 850,868 870,733 299,474 379,506 336,232 335,433 331,231 2,394,710 2,768,707 2,742,640 2,797,494 2,853,445 3,493,876 3,978,911 3,909,126 3,983,795 4,055,409 - -- FIE - -- 2013 2014 1.00 2012 1.00 Actual .50 1,659,208 .50 4,325 2.00 227,519 2.00 1,891,052 3.00 106,530 3.00 23,939 1.00 866 1.00 1,172,644 1.00 114,568 1.00 119,494 1.00 26,439 1.00 27,051 9.50 9.50 Fund: 8100 Equipment Center: 462200 Equipment Replacement Total Expenditures 1,303,979 - - -- FTE - --_ Personnel Services 2013 2014 BUYER I - EQUIPMENT .75 .75 EQUIPMENT SUPERINTENDENT .50 .50 1.25 1.25 fill, ! Capital Outlay 2014 2013 Estimate 2012 2015 Projection Actual Intra -city Charges 1,659,208 Interest Revenues 4,325 Sale Of Assets 227,519 Total Receipts 1,891,052 Personnel 106,530 Services 23,939 Supplies 866 Capital Outlay 1,172,644 Total Expenditures 1,303,979 - - -- FTE - --_ Personnel Services 2013 2014 BUYER I - EQUIPMENT .75 .75 EQUIPMENT SUPERINTENDENT .50 .50 1.25 1.25 fill, ! Capital Outlay 2014 2013 Estimate 2014 Budget 2015 Projection 2016 Projection 1,676,589 1,710,120 1,710,120 1,710,120 4,336 4,325 4,325 4,325 75,000 200,000 200,000 200,000 1,755,925 1,914,445 1,914,445 1,914,445 110,172 114,568 116,976 119,494 73,601 26,439 26,742 27,051 2,547 901 920 939 1,853,375 868,400 3,181,600 1,800,900 2,039,695 1,010,308 3,326,238 1,948,384 Capital Outlay 2014 Light duty refuse truck 225,000 Other vehicular equipment 140,700 Snow removal equipment 5,000 Tricks 497,700 �b6,YVU CITY OF IOWA CITY PROPOSED BUDGET I FY2014 Finance Director: Kevin O'Malley ITS Coordinator: Gary Cohn Location: 410 E. Washington St. MISSION STATEMENT In partnership with our clients, we will increase efficiency and productivity through the effective use of Information Technology. DIVISION DESCRIPTION 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. The Division: • Provides standardization, integration, and security for City data systems • Monitors critical services for early alerting to problems • Provides 24x7 support for our clients • Maintains Disaster Recovery site for all City data • Maintains Virtual Environment to reduce hardware costs, increase efficiency of hardware in -use, and augment Disaster Recovery plan for City data • Effectively administers the Replacement Schedule to ensure technology is meeting client requirements • Supports and enhances e- government services wherever possible • Protects, manages, and creates redundant connections in the fiber optic network • Monitors technology changes for potential cost savings Staffing changes for FY 2014: Web developer, from 1.0 FTE to 0.0 FTE (position moved to Communications Office) Oil FY 2012 FY 2013 FY 2014 Proposed Total FTE's 10.80 10.86 9.86 Oil CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 8300 Information Technology 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 2,470,688 2,726,870 2,609,543 2,015,937 1,863,078 Misc Chg For Sery 1,800 3,600 1,800 1,800 1,800 Intra -city Charges 1,890,070 1,869,754 1,834,423 1,897,858 1,912,032 Other Misc Revenue 114,672 21,170 Interest Revenues 6,294 5,740 6,294 6,294 6,294 Sale Of Assets 4,910 Total Receipts 2,017,746 1,900,264 1,842,517 1,905,952 1,920,126 Personnel 1,073,348 1,086,824 1,017,623 1,050,284 1,082,590 Services 487,238 601,806 661,456 669,309 677,317 Supplies 36,564 57,676 58,643 59,754 60,889 Capital Outlay 164,414 271,285 698,401 279,464 126,896 Total Expenditures 1,761,564 2,017,591 2,436,123 2,058,811 1,947,692 Ending Balance 2,726,870 2,609,543 2,015,937 1,863,078 1,835,512 - - -- FIE - - -- Personnel Services 2013 2014 Capital Outlay 2014 BUYER I - PURCHASING .06 .06 Central UPS Installation 75,000 DATA BASE ADMINISTRATOR 2.00 2.00 Fiber Optic Cable 92,750 ITS COORDINATOR 1.00 1.00 File Servers 177,330 OPERATIONS CLERK - ITS .80 .80 Laptops /Mobile PCs 76,245 PC TECHNICIAN 1.00 1.00 Network Switches /Firewalls 44,960 SR PROGRAMMER /ANALYST 2.00 2.00 PC Hardware 107,751 SR SYSTEMS ENGINEER 1.00 1.00 Peripherals 2,000 SYSTEMS ENGINEER 1.00 1.00 Printers 31,865 VOICE /DATA NETWORK ANALYST 1.00 1.00 SQL Software 7,000 Scanner 2,500 Scanners /Video 20,000 Storage Area Network Upgrade 50,000 Storage Systems 11,000 9.86 9.86 698,401 qQ 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. 101:111x01W*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, 2012 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. aim CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 8200 Risk Management Loss Reserve 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 2,769,589 Intra -city Charges 1,451,916 Other Misc Revenue 71,774 Interest Revenues 6,840 Total Receipts 1,530,530 Personnel 170,848 Services 671,977 Supplies 3,432 Capital Outlay 1,200 Total Expenditures 847,457 Ending Balance 3,452,662 Personnel Services ADMINISTRATIVE SECRETARY FINANCE DIRECTOR OCC SAFETY & TRNG SPEC REVENUE & RISK MANAGER - -- FTE - - -- 2013 2014 25 .25 .05 .05 1.00 1.00 .50 .50 1.80 1.80 3,117,320 2,878,960 3,038,200 3,340,938 875,892 1,080,341 1,080,341 1,080,341 17,782 750 750 750 6,715 6,840 6,840 6,840 900,389 1,087,931 1,087,931 1,087,931 171,954 177,668 184,084 190,517 942,944 729,303 580,180 583,114 23,851 20,109 20,510 20,921 1,200 1,138,749 928,280 784,774 794,552 2,878,960 3,038,611 3,341,357 3,634,317 Capital Outlay Other operating equipment alp] 2014 1,200 1, LuV DEPARTMENT: FINANCE DIVISION: CENTRAL SERVICES /PURCHASING all zIIlk 0:21 IIL rr=INJAI&9=I:w[d=1111 all IIC ILY,I M [0]ki I&I Ift'll!1:1dil:1ki 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 011*1 Fund: 8400 Central Services Beginning Balance Local Govt 28e Agreements Library Chgs For Servs Printed Materials Intra -city Charges Interest Revenues Sale Of Assets Total Receipts Personnel Services Supplies Capital Outlay Total Expenditures Ending Balance Personnel Services PURCHASING CLERK CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection 694,098 731,745 791,378 840,259 885,519 11,550 15,825 11,550 11,550 11,550 11 223 196 223 223 223 225,641 231,402 225,641 225,641 225,641 1,457 1,552 1,457 1,457 1,457 107 238,989 248,975 238,871 238,871 238,871 38,808 42,838 25,458 25,987 26,528 142,107 143,650 151,739 154,755 157,830 3,647 2,854 3,793 3,869 3,946 16,780 9,000 9,000 8,000 201,342 189,342 189,990 193,611 196,304 731,745 791,378 840,259 885,519 928,086 - - -- FTE - - -- 2013 2014 .50 .50 .50 .50 oil] Copiers Capital Outlay 2014 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 $125,000 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. FY2014 Budget Highlights: Health insurance premiums and administrative costs are projected to remain flat in FY2014 due to a lower- than - average claims experience in recent years and increased employee contributions in fiscal years 2014 — 2016. 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. Two percent (2 %) premium increases are projected for health insurance in FY2015 and FY2016. 311 CITY OF IOWA CITY, IOWA FINANCIAL PLAN FOR 2014 - 2016 Fund: 8500 Health Insurance Reserve 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 7,368,916 8,777,073 9,171,512 9,180,441 8,669,248 Misc Chg For Sery 367,695 351,993 375,000 375,000 375,000 Intra -city Charges 7,495,976 7,531,995 7,540,000 7,540,000 7,540,000 Interest Revenues 16,949 16,059 16,949 16,949 16,949 Royalties & Commissions 3,235 2,192 3,235 3,235 3,235 Sale Of Assets 414 358,672 352,881 367,181 377,681 Total Receipts 7,884,269 7,902,239 7,935,184 7,935,184 7,935,184 Services 6,464,964 7,501,800 7,925,916 8,446,032 8,446,151 Supplies 326 91,581 339 345 351 Capital Outlay 10,822 6,000 Total Expenditures 6,476,112 7,507,800 7,926,255 8,446,377 8,446,502 Ending Balance 8,777,073 9,171,512 9,180,441 8,669,248 8,157,930 Fund: 8600 Dental Insurance Reserve 2012 2013 2014 2015 2016 Actual Estimate Budget Projection Projection Beginning Balance 79,246 91,404 91,581 76,462 63,643 Misc Chg For Sery 15,664 14,811 16,000 16,000 16,000 Intra -city Charges 328,475 343,678 336,700 351,000 361,500 Interest Revenues 181 183 181 181 1B1 Total Receipts 344,320 358,672 352,881 367,181 377,681 Services 332,162 358,495 368,000 380,000 386,000 Total Expenditures 332,162 358,495 368,000 380,000 386,000 Ending Balance 91,404 91,581 76,462 63,643 55,324 ON F A O 1 4 APPENDIX Performance Measurement Snapshots Police Department Fire Department Library Senior Center Wastewater Treatment Water Airport Operations 313 314 CITY OF IOWA CITY PERFORMANCE MEASURES Police Chief: Chief Sam Hargadine Field Operations: Captain Rick Wyss Administrative Services: Captain Jim Steffen Office Location: 410 E. Washington St. Phone (Front desk /non- emergency): (319) 356 -5275 MISSION STATEMENT 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. DEPARTMENT DESCRIPTION Field Operations: Patrol Operations is comprised of uniform officers providing coverage for the City 24 hours a day, 365 days a year. Officers respond to calls for service and engage in pro - active enforcement, including traffic enforcement and neighborhood patrols. These officers strive to build relationships with neighborhood residents and businesses in their assigned area to encompass community policing strategies. Investigations is made up of sworn officers who's primary function is to provide support to the Patrol Division by following up on investigations and complaints initially answered by uniformed officers. Administrative Services: Personnel in the Records Division are responsible for completing all data entry, processing local criminal background checks, and providing requested statistical data. The Property and Evidence Division is made up of two community service officers. They are responsible for the intact, tracking, return, and disposal of all property found or seized by officers. They transport and retrieve evidence taken to the State crime lab for processing. OR CITY OF IOWA CITY PERFORMANCE MEASURES The Training and Accreditation unit is headed up by a uniformed Sgt., who coordinates and documents all the training attended by officers of the department. This Sgt. is also responsible for ensuring that the Department remains in compliance with all applicable CALEA standards. A uniformed Sgt. is assigned to the Planning and Research Division. This Sgt. is the point of contact for the media and oversees the Records Division. They track and produce reports for various police activities. The Animal Services Division operates as a public safety /enforcement agency for the protection of the public and animals of the City. The division also operates an animal center for stray and abandoned animals. The uniformed officer in the Community Relations position participates in a number of community organized programs, including FAS TRAC, Neighborhood Association Meetings, and National Night Out. This officer works out of the Police Substation located in the southeast section of the City. The Citizen Police Academy is organized through this office. HIGHLIGHTS • The Police continued its involvement with the Governor's Traffic Safety Bureau by using grant funding to provide over 600 extra hours of traffic enforcement. • The Department was awarded funding for two additional positions under the Department of Justice COPS grant. The two positions will focus on neighborhood stabilization issues. • During the year the Department utilized volunteers who completed 1684 hours of service. Recent Accomplishments: • The Department entered into an agreement with the Cedar Rapids Police Department to guarantee usage of the CRPD range. With the use of funds from two grants from the Department of Justice, Byrne /JAG, and forfeited funds, the Department is afforded rights to the range and also free tuition to any basic academy class put on by CRPD. 011 Upcoming Challenges: • Keeping up with rapid changes in technology • Implementing and monitoring the new red light camera enforcement • Completing work on funding, design and construction of the new Animal Control Facility • Recruiting and hiring minority applicant Expanding the usage of the Police substation CITY OF IOWA CITY PERFORMANCE MEASURES EXPENDITURE & REVENUE TRENDS FY12 Actual Expenditures $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 Personnel expenditures comprised approximately 88% of Police Department ■Personnel expenditures in FY12. ■Services Capital Outlay consists of equipment, ■Supplies furniture, and supplies with a unit cost of ■Capital Outlay greater than $5,000. Total Expenditures 50 FvoB I Fv09 I Fvlo I Fvll ■Total Expenditures 1$1Q239,1061$1 0,068,557 $10,573,744 $10,588,2 %Change 5.83% -1.67% 5.02% 0.14% FY12 expenditures and FY13 budgeted expenditures represent 7.5% and 8% increases, respectively, after remaining flat in FY11. 4- FY12FY13 *All FY13 figures are $11,388,728I$12,306,010I 1 budgeted amounts 7.56% 1 8.05% 011151 Costs associated with the state - administered public safety pension program have increased dramatically in recent years. The FY13 and FY14 projections show this trend continuing. For FY14, City public safety pension contributions are set at 30.12% of employee salary. City Pension Contributions $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 WFYOM9 $400,000 $200,000 $o FYll FY12 FY13* FE Pension Exp. $1,231,345 $939,381 $921,127 1$1,062,3621$1,425,5011$1,562,993 %Change 0.74% - 23.71% -1.94% 15.33% 34.18% 9.65% 011151 Costs associated with the state - administered public safety pension program have increased dramatically in recent years. The FY13 and FY14 projections show this trend continuing. For FY14, City public safety pension contributions are set at 30.12% of employee salary. CITY OF IOWA CITY PERFORMANCE MEASURES FY12 Revenue • General Levy • Hotel /Motel Tax • Intergovernmental • Charges for Services • Misc Revenue Property Tax Support Property taxes are the largest funding source for the Police Department, with approximately 90% coming from the General Levy. The Hotel /Motel Tax is distributed among the Police Department, Parks & Recreation, and the Convention & Visitors Bureau. This is a 7% tax on hotel and motel rooms, and thus paid primarily by non -Iowa City residents. $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 #FY12FY13- FY0 FFY09 FY10 FY11 ■ Property Tax Support $8,069,332 $8,179,531 $9,410,816 $9,335,841 $10,243,558 $12,034,573 %Change 1 7.80% 1.37% 15.05% -0.80% 9.72% 17.48% PD Hotel /Motel Tax Revenue $400,000 $350,000 — $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 FY08 FY09 FY10 FY11 FY12 FY13* ■Hotel/Motel Tax $343,866 $357,354 $316,635 $354,125 $386,601 $354,125 %Change 4.67% 1 3.92% 1 - 11.39% 1 11.84% 1 9.17% -8.40% «r.3 Property tax support is expected to increase by 17% in FY13, after an approximately 10% increase in FY12. 47.5% of hotel /motel tax revenue is earmarked for Police Department operations. 27.5% goes toward Parks & Recreation expenditures and the remaining 25% helps fund the Iowa City /Coralville Convention and Visitors Bureau. CITY OF IOWA CITY PERFORMANCE MEASURES ICMA and Metro Coalition Comparisons The information below compares Iowa City crime statistics, Police Department characteristics, and expenditures to members of the Metro Coalition as well as communities that participate in the International City /County Management Association (ICMA) Center for Performance Measurement. The Metro Coalition consists of Iowa's ten largest cities; ICMA data includes participating cities with populations between 25,000 and 100,000. 2011 data are used for ICMA comparisons; this is the most recent ICMA report available. While steps were taken to standardize data, measures will be affected by differences in definitions, reporting practices, and data collection measures. Most notably, some departments report data on a calendar year basis while others report based on fiscal years. Thus, it is more appropriate to focus on data trends rather than any one individual data point. *All FY13 figures are budgeted amounts. Number of Officers" 80 79 78 77 76 75 74 73 72 71 70 2008 2009 2010 2011 2012 ICMA Comparison: ICPD officers per 1,000 population of 1.16 is significantly lower than the ICMA peer group median of 1.71. Metro Coalition Comparison: Officers per 1,000 population is higher than the Metro Coalition average of 1.03. "Under the terms of a US Department of Justice COPS grant secured during 2012, ICPD will staff a minimum of 82 officers through May of 2016. ICMA Comparison: FY11 per capita expenditures of $153.98 are lower than the ICMA peer group median of $194.47. Metro Coalition Comparison: FY11 per capita expenditures were also less than the Metro Coalition average of $192.62. OR CITY OF IOWA CITY PERFORMANCE MEASURES 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. UCR1 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 • Arson • Burglary • Larceny • Shoplifting • All other forms of theft UCR 1 Violent Crimes • Murder /Non - Negligent Manslaughter • Forcible Rape • Robbery • Aggravated Assault 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. '2012 figures are estimates. UCR 1 Crimes Iowa City ICMA Metro 2011 Rate per Peer 2200 Statistics 1,000 Group Coalition 70o population Median Average 1200 Property 700 300 25.76 30.10 38.19 200 Crimes -300 2008 2009 2010 2011 2012* Violent Crimes 2.40 1.85 4.79 ■Property Crimes 1688 1575 1541 1748 1925 ■violent Crimes 259 247 183 163 170 Total 28.16 32.37 42.98 428 456 • Violent Crime 104 109 96 105 Total 1947 1822 1724 1911 2095 563 533 544 ICMA Comparison: While 2011 violent crimes in Iowa City exceeded the ICMA peer group average, property crimes and total crimes were significantly lower in Iowa City. Metro Coalition Comparison: Iowa City crime rates were lower than the Metro Coalition average in 2011 in terms of violent, property, and total crimes. UCR 1 Crime Arrests 700 600 500 400 300 200 12012- 100 0 2008 2009 2010 2011 • Property Crime 483 483 467 428 456 • Violent Crime 104 109 96 105 88 Total 587 592 563 533 544 ICMA Comparison: 2011 property crime arrests of 6.31 per 1,000 population exceed the ICMA peer group median of 5.96. Violent crime arrests of 1.55 per 1,000 residents are also higher than the ICMA median of 1.19. The Iowa City total UCR 1 arrest rate of 7.85 is slightly higher than the ICMA median of 7.49. WZ1 CITY OF IOWA CITY PERFORMANCE MEASURES In terms of UCR 1 crime reporting, Iowa City arrest rates are higher than the ICMA peer group median though the City experiences lower crime rates. UCR1 Arrests per Sworn Officer s.s s 7.5 7 6.5 6 2008 2009 2010 2011 2012* INCIDENT BASED REPORTING (IBR) The number of UCR 1 arrests has fallen slightly while the number of officers has increased. The Metro Coalition arrest comparisons below use the IBR reporting format. Data are filed with the Iowa Department of Public Safety. The incident -based reporting (IBR) of criminal offenses or incidents is a data collection strategy that differs markedly from the Federal Bureau of Investigation's traditional summary -based Uniform Crime Reporting (UCR) Program. In IBR systems, law enforcement agencies maintain a database of the details of criminal incidents that are reported to them and report these details to their state UCR programs. In summary reporting, most local law enforcement agencies provide a monthly count of offenses and arrests for certain offense categories to their state UCR systems, which in turn report these totals to the FBI. Localities with IBR can fulfill the summary reporting requirements of the FBI's UCR program by aggregating selected incident -level data. Group A offenses include both violent and property crimes, including murder, robbery, and burglary. Group B offenses include disorderly conduct, driving under the influence, and trespassing. A full description of reported categories can be found at http: / /wvvw.dps.state.ia.us /. 321 CITY OF IOWA CITY PERFORMANCE MEASURES *Rates are calculated as arrests per 100,000 residents using 2009 data. Metro Coalition Comparison: Iowa City arrest rates are higher than the Metro Coalition average despite lower average crime rates. IBR Clearances - Metro Coalition Comparison 40.00% Metro Coalition Arrest Rates* 9,000 30.00% 25.00% 8,000 7,000 20.00% 6,000 5,000 15.00% 4,000 10.00% 3,000 5.00% 0.00% Iowa City Avg w/o IC Ames Cedar Rapids Council Bluffs Davenport Des Moines 2,000 Sioux City Waterloo West Des Moines 111%Cleared 37.00% 29.67% 23.00% 36.00% 24.00% 30.00% 40.00% 1,000 29.00% 34.00% 23.00% Cleared 1491 2969 734 4092 2268 4223 8454 0 Iowa City Avg w/o IC Ames Cedar Rapids Council Bluffs Davenport Des Moines Dubuque Sioux City Waterloo West Des Moines ate 6,714 5,690 5,531 5,616 7,232 6,133 4,591 6,146 8,267 5,642 2,051 2,252 2,724 1,527 3,243 3,875 3,960 2,768 1,406 3,002 3,503 1,231 EGA ;Ae 4,462 2,966 4,004 2,373 3,357 2,173 1,823 4,740 5,264 2,139 821 str 4,174 4,96 3 2,641 7,232 4,315 6,201 9,035 3,515 6,826 3,748 1,157 *Rates are calculated as arrests per 100,000 residents using 2009 data. Metro Coalition Comparison: Iowa City arrest rates are higher than the Metro Coalition average despite lower average crime rates. IBR Clearances - Metro Coalition Comparison 40.00% Metro Coalition Comparison: ICPD clears IBR crimes at a higher rate than the Metro Coalition average. Iowa City ranks second in this measure among Metro Coalition cities. W% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Iowa City Avg w/o IC Ames Cedar Rapids Council Bluffs Davenport Des Moines Dubuque Sioux City Waterloo West Des Moines 111%Cleared 37.00% 29.67% 23.00% 36.00% 24.00% 30.00% 40.00% 28.00% 29.00% 34.00% 23.00% Cleared 1491 2969 734 4092 2268 4223 8454 1039 2540 2682 693 Metro Coalition Comparison: ICPD clears IBR crimes at a higher rate than the Metro Coalition average. Iowa City ranks second in this measure among Metro Coalition cities. W% CITY OF IOWA CITY PERFORMANCE MEASURES Efficiency Measure: Cases cleared per sworn officer IBR Clearances per Sworn Officer 30.00 25.00 Council 20.00 Des 15.00 6.55% 10.00 West Des 5.00 0.00 10.38% Davenport Iowa City Avg w/o IC Ames Officer 20.15 1 20.60 1 14.68 Metro Coalition Comparison: Cedar Council 6.10% Des 5.84% 6.55% ■ % of Violent Crime Arrests West Des 6.07% 10.38% Davenport 8.24% Dubuque Sioux City Waterloo 7.66% Rapids Bluffs Juvenile Property Crime Arrests Moines 96 113 102 Moines 20.26 20.62 26.23 22.66 12.76 20.00 22.35 10.50 ICPD IBR clearances per sworn officer are slightly less than the Metro Coalition average. Juvenile Arrests as a % of Total Arrests 1 2.00% 1 0.00% 8.00% 6.00% 4.00% 2.00% 0.00 % 2008 200iW ■ % of Property Crime Arrests 6.99% 6.10% 7.33% 5.84% 6.55% ■ % of Violent Crime Arrests 6.18% 6.07% 10.38% 7.36% 8.24% ■ % of Total Arrests 6.88% 6.09% 7.66% 5.97% 6.68% Juvenile Property Crime Arrests 118 96 113 102 126 Juvenile Violent Crime Arrests 16 15 19 12 14 Total Juvenile Arrests 134 111 132 114 140 2011 Juvenile ICMA Peer Arrests as a % of Iowa City Group Total Arrests Median Property Crimes 5.84% 17.3% Violent Crimes 7.36% 14.2% 323 1CMA Comparison: A lower percentage of 2011 arrests in Iowa City were juveniles than the ICMA peer group median. CITY OF IOWA CITY PERFORMANCE MEASURES DUI Arrests per 1,000 Population and per Officer Officer 7.50 12 6.50 10 5.50 8 4.50 6 3.50 !jjjjj!!!jjjjj 2.50 !2008 0 1.50 0.50 zolo zou zo z* ■ Arrests per 1,000 -0.50 7.8 7.29 4.42 ■ Arrests per Officer zoos 2009 zolo zou zolz* ■ per 1,000 population 6.25 6.17 4.70 6.66 6.48 300 ■ per Sworn Officer 5.81 5.59 4.25 5.72 5.64 DUI Arrests 424 419 319 452 440 PAULA Arrests per 1,000 Population and per Officer 14 12 10 8 6 4 2 !2008 0 zoo9 zolo zou zo z* ■ Arrests per 1,000 12.57 7.8 7.29 4.42 ■ Arrests per Officer 11.36 7.05 6.27 3.85 Total Arrests 852 529 495 300 Metro Coalition Comparison: 2009 DUI arrests per 1,000 population of 6.17 were above the Metro Coalition average of 4.43. DUI arrests per sworn officer of 5.59 were above the Metro Coalition average of 2.96. Possession of alcohol under the legal age (PAULA) arrests have dropped in recent years while the total number of officers has increased, as seen in the number of arrests per officer. The Partnership for Alcohol Safety, a collaboration between the City and the University of Iowa began in 2009. Officer presence downtown will be increased with additional staffing through a US Department of Justice COPS grant. City code regarding the presence of individuals under the legal age in licensed /permitted establishments was amended in 2010 and 2012. The City curfew for minors also went into effect in 2009. 324 CITY OF IOWA CITY PERFORMANCE MEASURES ICPD GOALS & OBJECTIVES IN SUPPORT OF CITY COUNCIL'S STRATEGIC PLAN Strategic Plan Goal: Department Goal Department Objective: Performance Measures: OWI Arrests Neighborhood Stabilization Traffic crash reduction Implement a Red light camera system and increase OWI and traffic enforcement CY2010 Actual CY2011 Actual CY2012 Estimate CY2013 Target 319 452 480 500 Traffic Stops CY2010 Actual CY2011 Actual CY2012 Estimate CY2013 Target 11,804 13,728 13,350 13,617 Traffic Accidents and Average Damage W21 CY2010 CY2011 CY2012 CY2013 Actual Actual Estimate Target Accidents 346 324 Not Available 320 Average $4,488 $4,821 Not Available $4'772 Damage W21 CITY OF IOWA CITY PERFORMANCE MEASURES Strategic Plan Goal: Coordinated communication and Customer Service Orientation Department Goal: Keep up with rapid changes in technology by outfitting bike and walking patrol officers with body mounted cameras Department Objective: Assign cameras to enhance officer safety, reduce liability, enhance training, and enhance officer performance and professionalism Performance Measures: Number of Body Cameras Issued Number of Complaints Sustained, Formal & Verbal CY2010 Actual CY2011 Actual CY2012 CY2013 Target Target or Goal CY2011 Actual 15 CY2013 Budget Actual Estimated Target 12 New measure New measure 6 Number of Complaints Sustained, Formal & Verbal CY2010 Actual CY2011 Actual CY2012 Estimate CY2013 Target 19 17 15 13 Strategic Plan Goal: Department Goal Department Objectives Performance Measures: Coordinated Communication & Customer Service Orientation Enhance community relations and promote minority recruitment Develop a program designed to promote interaction between teens, young adults, and officers outside of the regular duty hours Community Presentations WIN CY2011 CY2012 CY2013 CY2010 Actual Actual Estimate Target 117 129 188 200 WIN CITY OF IOWA CITY PERFORMANCE MEASURES Strategic Plan Goal: Neighborhood Stabilization Department Goal: Address the impact of underage drinking on downtown and near downtown neighborhoods Department Objectives: Continue alcohol compliance checks, bar checks, and directed party patrols, reduce response time to loud party calls Performance Measures: Bar Checks Performed Compliance Checks CY2011 CY2012 CY2013 CY2010 Actual Actual Actual Estimate Actual Estimate Target 976 1,800 1,500 1,650 Compliance Checks Response Time: Loud Party Complaints CY2011 CY2012 CY2013 CY2010 Actual Actual Actual Estimate Actual Estimate Target 25 149 275 280 Response Time: Loud Party Complaints WIN CY2010 CY2011 CY2012 CY2013 Actual Actual Estimate Target Call to Dispatch 18:07 11:30 9:09 9:00 (minutes) Dispatch to On 9 :25 4:19 3:57 3:45 Scene (minutes) WIN CITY OF IOWA CITY PERFORMANCE MEASURES Metro Coalition UCR 1 Known Offense Data, 2010: • Variations in population coverage and reporting practices may cause differences in reporting from year to year. • Rates are the number of reported offenses per 100,000 population. • Sources. FBI, Uniform Crime Reports, prepared by the National Archive of Criminal Justice Data. W11.3 West Average Cedar Council Des Sioux Des w/o Iowa Agency Ames Rapids Bluffs Davenport Moines Dubuque City Waterloo Moines City Population 58,965 126,326 62,230 99,685 203,433 57,637 82,678 68,406 56,609 90,663 Violent crime total 177 386 637 868 1,084 168 292 437 110 462 Murder and nonnegligent Manslaughter 1 2 1 2 5 0 0 3 0 I 2 Forcible ape 24 38 60 61 118 18 23 35 23 44 Robbery 10 123 77 209 224 36 32 70 11 88 Aggravated 40.7 30.1 96.4 61.2 58.0 31.2 27.8 51.2 40.6 48.6 assault 142 223 499 596 737 114 237 329 76 328 Property crime total 1,556 4,985 3,664 4,913 9,813 1,772 3,133 2,569 1,743 3,794 Burglary 289 1,028 805 1,152 2,249 464 622 815 173 844 Larceny theft 1,217 3,716 2,425 3,535 6,823 1,257 2,357 1,643 1,523 2,722 Motorvehicle 490.1 813.8 1,293.6 1,155.6 1,105.5 805.0 752.3 1,191.4 305.6 879.2 theft 50 241 434 226 741 51 154 111 47 228 • Variations in population coverage and reporting practices may cause differences in reporting from year to year. • Rates are the number of reported offenses per 100,000 population. • Sources. FBI, Uniform Crime Reports, prepared by the National Archive of Criminal Justice Data. W11.3 West Average Cedar Council Des Sioux Des w/o Iowa Agency Ames Rapids Bluffs Davenport Moines Dubuque City Waterloo Moines City Population 58,965 126,326 62,230 99,685 203,433 57,637 82,678 68,406 56,609 90,663 Violent Crime rate 300.2 305.6 1,023.6 870.7 532.9 291.5 353.2 638.8 194.3 I 501.2 Murder and nonnegligent manslaughter rate 1.7 1.6 1.6 2.0 2.5 0.0 0.0 4.4 0.0 I I 1.5 Forcible ape rate 40.7 30.1 96.4 61.2 58.0 31.2 27.8 51.2 40.6 48.6 Robbery ate 17.0 97.4 123.7 209.7 110.1 62.5 38.7 102.3 19.4 86.8 Aggravated assault ate 240.8 176.5 801.9 597.9 362.3 197.8 286.7 481.0 134.3 364.4 Property crime rate 2,638.9 3,946.1 5,887.8 4,928.5 4,823.7 3,074.4 3,789.4 3,755.5 3,079.0 I : 3,991.5 Burglary rate 490.1 813.8 1,293.6 1,155.6 1,105.5 805.0 752.3 1,191.4 305.6 879.2 Larceny theft rate 2,063.9 2,941.6 3,896.8 3,546.2 3,353.9 2,180.9 2,850.8 2,401.8 2,690.4 2,880.7 Motorvehicle theft rate 84.8 190.8 697.4 226.7 364.2 88.5 186.3 162.3 83.0 I 231.6 • Variations in population coverage and reporting practices may cause differences in reporting from year to year. • Rates are the number of reported offenses per 100,000 population. • Sources. FBI, Uniform Crime Reports, prepared by the National Archive of Criminal Justice Data. W11.3 CITY OF IOWA CITY PERFORMANCE MEASURES Fire Chief: Deputy Fire Chief: Administrative Office Location: Phone (Administration /non- emergency): Andy Rocca Roger Jensen 410 E. Washington Street (319) 356 -5260 Fire Department Divisions • Administration /Support • Fire Prevention • Emergency Operations • Training /Equipment MISSION STATEMENT The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. DEPARTMENT DESCRIPTION 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, and Special Operations Response Team. The department is organized into four functional program areas: Administration and Support, Fire Prevention, Fire Emergency Operations, and Fire Training and Equipment. WI&I CITY OF IOWA CITY PERFORMANCE MEASURES EXPENDITURE & REVENUE TRENDS *All FY13 figures are budgeted /estimated amounts. FY12 Actual Expenditures v 2 %� 12% 7% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay ■ Other Financial Uses Capital Outlay consists of equipment, furniture, and supplies with a unit cost of greater than $5,000. Other Financial Uses primarily consists of capital project funding. Specifically in FY2012, these funds were expended in the construction of Fire Station 4 and an interfund loan repayment for the remodel of Fire Station 2. $9,000,000 $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 Total Expenditures FY11 F112 Fy13* ■ Total Expenditures 1$5,655,2581$5,739,4991$5,948,6181$6,274,8421$7,924,997 $7,514,166 %Change 2.93% 1.49% 3.64% 5.48% 1 26.30% -5.18% Pension Expenditures $1,200,000 $1,000,000 $800,000 $600,000 _MF_ 1111111110 $400,000 $200,000 $0 FY08 FYq$571,438 FYll FY12 FY13* 0 MFPRSI $802,445 $61 $708,350 $989,978 $1,046,688 %Change -4.05% - 23. 1 23.96% 1 39.76% 1 5.73% 09111 Fire Station 4 came online during FY12, requiring the staffing of additional fire personnel. The increase in expenditures from FY11 to FY12 is largely the result of this additional staffing. Asignificant portion of the utility franchise fee is earmarked for Fire Station 4 operations; this is discussed in greater detail below. Costs associated with the state - administered public safety pension program have increased dramatically in recent years. The FY13 and FY14 projections show this trend continuing. For FY14, City public safety pension contributions are set at 30.12% of employee salary. CITY OF IOWA CITY PERFORMANCE MEASURES FY12 Revenue 0% 1 • General Levy 6% ■ Utility Franchise • Intergovernmental • Other Other financial uses is an expenditure category that is primarily used for capital project funding. Most of the spike in FY12 is associated with the construction of Fire Station 4 (approximately $822,000). The remainder is repayment of an interfund loan for the Fire Station 2 remodel. Intergovernmental revenue comes predominantly from the service contract with the University of Iowa. The Utility Franchise Fee is discussed in greater detail below. 331 General Levy property tax support is projected to decline approximately 9% in FY13 after a 34% increase in FY12. Property Tax Support* $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 #5.70%J $1,000,000 $0 FY10 FY11 FY12 FY13- ■PropertyTaxSupport $4,472,8651$4,507,8571$4,695,6551$4,522,5971$6,067,515 $5,519,0'. %Change 4.17% -3.69% 34.16% -9.04% 331 General Levy property tax support is projected to decline approximately 9% in FY13 after a 34% increase in FY12. CITY OF IOWA CITY PERFORMANCE MEASURES University of Iowa 28E Agreement for Fire Protection $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $1,200,000 $600,000 $aoo,000 $zoo,000 $1,000,000 $0 FY08 F10 F11 F12 F13* FE U. of l Contract $1,162, ,214, ,244,0 $1,271,134 $1, 1,478% %Change 3.2 1% 4.41% $zoo,o Utility Franchise Tax, FD Allocation $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 *FY1 FY12 FY13 ■ Utility Franchise Tax 1 $257,545 1 $489,258 1 $510,000 The Iowa City Fire Department provides fire protection for the University of Iowa Campus. The trend in revenue from this agreement is depicted in the chart to the left. 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 (10/6) 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 operational costs associated with Fire Station #4 and maintenance of the right -of -way. The remaining $275,000 is for recurring Capital Improvement Projects (CIP) in the right of way. Fire Station 4 Expenses Compared to Utility Franchise As noted above, a portion of Fee Revenue the utility franchise fee is $1,200,000 earmarked for Fire Station 4 $1,000,000 operations. The fee covered $s $800,000 $600,000 64% of expenditures during $400,000 FY12, however, the station $zoo,o was not operational for the $00 0 FY12 FY13* entire fiscal year. FY13 figures in this chart are budgeted /projected • Fire Station 4 Expenditures $768,537 $1,136,927 • Utility Franchise Fee $489,258 $510,000 Revenue numbers. Percent Funded 64% 45% 09% CITY OF IOWA CITY PERFORMANCE MEASURES Fire Department Goals & Objectives in Support of City Council's Strategic Plan Strategic Plan Goal: Coordinated Communication and Customer Service Orientation Department Goal: Improve internaUexternal department communications and customer service. Department Objective: Trend Vt unit urban and suburban total response time performance baselines as a means toward continuous improvement (AS 1.E). Objective Timeframe: Consistently meet Fire and EMS response time goals in CY2013. Performance Measures: Fire response time Target or CY2009 CY2010 CY2011 Goal Actual Actual Actual In % In % In % Minutes Compliance Minutes Compliance Minutes Compliance URBAN <6 minutes, 7.33 75% 7:52 68% 8:43 54% 90% of the 6:39 64% 7:29 71% 8:44 50% 90% of the time SUBURBAN 826 56% 9:00 51% 9:08 37% <6 minutes, 7:42 63% 8:41 50% 7:16 55% 90% of the time EMS response time Target or CY2009 CY2010 CY2011 Goal Actual Actual Actual In % In % In % Minutes Compliance Minutes Compliance Minutes Compliance URBAN <6 minutes, 7.33 75% 7:52 68% 8:43 54% 90% of the time SUBURBAN <6 minutes, 826 56% 9:00 51% 9:08 37% 90% of the time 333 CITY OF IOWA CITY PERFORMANCE MEASURES Strategic Plan Goal: Neighborhood Stabilization Department Goal: Ensure fire prevention core programs meet projected jurisdictional and regional service delivery demands & needs. Department Objective: Conduct public education programs and fire & life- safety building inspections that support neighborhood stabilization initiatives (FP 1.D) Objective Timeframe: January 1 — December 31, 2013 Performance Measures: Education programs conducted Fire & life- safety building inspections conducted Target or Goal CY2011 Actual CY2012 CY2013 Budget Target or Goal CY2011 Actual Estimated CY2013 Budget 1,800 1,806 Estimated 1,850 600 500 525 550 Fire & life- safety building inspections conducted Target or Goal CY2011 Actual CY2012 CY2013 Budget Target or Goal CY2011 Actual Estimated CY2013 Budget 1,800 1,806 1,825 1,850 Strategic Plan Goal: Department Goal Department Objectives Objective Timeframe Performance Measures: Coordinated Communication & Customer Service Orientation Maintain and upgrade fire apparatus and equipment. Update replacement schedule by October 1, 2013 Place new fire apparatus in- service by July 1, 2013 January 1 — December 31, 2013 Align with Capital Improvement Program 334 CY2012 Target or Goal CY2011 Actual CY2013 Budget Estimated 100% 100% 100% 100% 334 CITY OF IOWA CITY PERFORMANCE MEASURES ICMA and Selected Metro Coalition Comparisons The following graphs compare the Iowa City Fire Department to communities that participate in ICMA's performance measurement program. Specifically, Iowa City data are compared to cities with populations between 25,000 and 100,000. While steps were taken to standardize data, measures will be affected by differences in definitions, reporting practices, and data collection measures. Most notably, some departments report data on a calendar year basis while others report based on fiscal years. Thus, it is more appropriate to focus on data trends rather than any one individual data point. $95.00 $90.00 $85.00 $80.00 $75.00 Expenditures per Capita 2007 2008 2009 2010 2011 Total Non -Fire Incidents 5000 4500 4000 3500 2007 2008 2009 2010 2011 Fire Incidents ■Total Structure Fires ■Total Non - Structure Fires 89 158 77 100 59 114 85 93 72 100 2007 2008 2009 2010 2011 Residential Structure Fires 100 50 0 2007 2008 2009 2010 2011 ICMA COMPARISON: Iowa City expenditures per capita of $92.46 for FY11 are well below the ICMA median of $153.71. FY12 expenditures increased, as Fire Station 4 came online. FY12 expenditures per capita were $116.78, still below the ICMA median. FY11 expenditures averaged $1,329 per call. ICMA COMPARISON: Iowa City non -fire incidents (per 1,000 population) of 65.87 is below the ICMA median of 74.5. ICMA COMPARISON: Iowa City structure fires (per 1,000 population) of 1.06 is below the ICMA median of 1.21. Non - structures fires of 1.47 are also below the ICMA median of 1.69. ICMA COMPARISON: Residential structure fires (per 1,000 population) of 0.75 are below the ICMA median of 0.90. 0911 CITY OF IOWA CITY PERFORMANCE MEASURES • Sworn Fire personnel (per 1,000 population) of 0.94 is below the ICMA median of 1.32. The table below compares workload and staffing levels of the Iowa City Fire Department to other Iowa Fire Departments. Again, it is important to recognize differences in service levels and data collection methods. Jurisdictions provide varying levels of medical services as part of their operation. For instance, Iowa City Fire Department personnel provide basic life support, but are not equipped to provide transport services to the hospital. EMS Categories First Responder: Fire -based EMS providers that provide basic life support (BLS) and do not provide transport services to the hospital. (FR) 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. (PP) Paramedic EMS (full EMS): Fire -based EMS providers that provide ALS services and transport patients to the hospital via an ambulance. (PE) 0911 ines Cedar Council Dubuque West Des Rapids Bluffs Moines EMS Category PP PE PE FR Population j.V203,433 126,326 60,391 57,637 57,609 Sworn Firefighters per 4 1.14 1.64 1.54 0.78 1,000 population Non -Fire 18,922 9,806 7,182 4,902 2,420 Incidents Structure Fires 298 232 73 65 81 Non - Structure 466 199 250 107 97 Fires Residential 237 160 58 91 54 Fires Commercial/ 61 69 15 20 unavailable Industrial Fires Avg Response 437 5:21 528 4:21 Time — Fire 0 90% of responses Avg Response 315 441 604 424 < 6:07 Time — Non -Fire Per Capita $157 $130 $202 $160 $111 Costs Avg Cost per $1,622 $1,718 $1,622 $1,823 unavailable Cal 0911 CITY OF IOWA CITY PERFORMANCE MEASURES Library Director: Location: Phone: Susan Craig 123 South Linn Street (319) 356 -5200 ICPL Hours of Operation: Mon - Thurs: 10 am -9pm Friday: 10 am -8pm Saturday: 10 am -6pm Sunday: 12 pm -5pm MISSION STATEMENT ICPL ice: 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. 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. 06YA CITY OF IOWA CITY PERFORMANCE MEASURES DEPARTMENT DESCRIPTION The Iowa City Public Library is the busiest public library building in the state of Iowa. On average, over 225 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 2,100 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 211,000 per year. Online access at www.icpl.org 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. The Library also contracts with the University of Iowa to provide access to children's literature materials for education and library science students & faculty. Seventy -nine percent (79 %) 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. HIGHLIGHTS • In 2012 The Iowa City Public Library was named one of the Top 5 Children's Libraries by Livability.com • Cooperated with Iowa City UNESCO City of Literature One Book Two Book, a children's literature festival, and on the Bookmarks public art project • 764,911 library building visits Recent Accomplishments: • Increased children's early literacy efforts, including expansion of Book Babies programming; FY2012 attendance at children's programs was 40,360. • Debuted the Local Music Project to offer digital access to works of area musicians. • Shared our story on Facebook, with 3,554 people receiving regular updates. 0x1:3 Upcoming Challenges: • Improve customer service through a variety of initiatives, including better telephone service and more customer - focused policies. • Complete Phase 1 of a two year project of building improvements. Increase private support to help fund this project. CITY OF IOWA CITY PERFORMANCE MEASURES EXPENDITURE & REVENUE TRENDS The following figures present expenditure and revenue trends. Comparisons to other Metro Coalition cities as well as cities participating in the International City /County Management Association (ICMA) Center for Performance Measurement are presented. The Metro Coalition consists of Iowa's ten largest cities; ICMA data includes participating cities nationwide with populations between 25,000 and 100,000. Comparisons use the most recent fiscal year information available from all jurisdictions. *All FY13 figures are budgeted amounts. Data collection differences between communities should be noted. The number of registered borrowers is influenced by the frequency with which borrower records are purged. In calculating the per capita metrics below, Metro Coalition comparisons use the population within each city's corporate limits, while ICMA comparisons use the service area of the library. Using service area population is important for national comparisons, especially when comparing to regional libraries that serve multiple jurisdictions. 2 °/ FY2012 Expenditures 3% ■ Personnel • Services ■Supplies • Capital Outlay • Other Financial Uses Capital Outlay includes expenditures on adult and children's collection materials. Other Financial Uses includes General Obligation bond repayments for capital improvements. FY13 budgeted expenditures remained flat when compared to FY12 expenditures. FY12 expenditures were approximately 3.5% higher than the previous year; FY12 expenditures per capita were approximately $85. 3BI!] Total Expenditures $6,000,000 $5,000,000 — $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013' ■Total Expenditures $4,981,979 $5,120,018 $5,620,570 $5,604,027 $5,798,934 $5,836,388 %Change 7.26% 2.77% 9.78% -0.29% 3.48% 0.65% Total Expenditures per Capita $73.41 $75.45 $82.82 $82.58 $85.45 $86.00 3BI!] CITY OF IOWA CITY PERFORMANCE MEASURES Metro Coalition Comparison: ICMA Comparison: Iowa City Metro FY2011 Figures Public Coalition Library Average Total Expenditures $5,604,027 $3,831,900 Expenditures per $82.58 $45.42 Capita $79.17 $41.94 ICMA Comparison: ICPL total expenditures and expenditures per capita are significantly higher than the Metro Coalition average. Per capita calculations use City population, not service area. ICPL operating and maintenance expenditures per registered borrower are significantly higher than the ICMA peer group median. Operating and maintenance expenditures exclude bond repayments for capital improvements. Iowa City ICMA FY2011 Figures Public Median Library $4,000,000 O & M Expenditures $5,442,768 $1,416,481 O & M Expenditures per Registered $79.17 $41.94 Borrower 68.8% $1,000,000 ICPL total expenditures and expenditures per capita are significantly higher than the Metro Coalition average. Per capita calculations use City population, not service area. ICPL operating and maintenance expenditures per registered borrower are significantly higher than the ICMA peer group median. Operating and maintenance expenditures exclude bond repayments for capital improvements. Metro Coalition Comparison: Personnel Expenditures Metro FY2011 Figures $5,000,000 Coalition Library $4,000,000 Personnel $3,853,600 $2,708,864 $3,000,000 % of Total $2,000,000 68.8% $1,000,000 Expenditures $0 FY08 FY09 FY10 FY11 FY12 FY13' ■personnel Expenditures $3,386,516 $3,568,2681$3,738,3301$3,853,600 $4,060,858 $4,153,869 %Change 4.97% 5.37% 4.77% 3.08% 5.38% 2.29% %of Expenditures 67.98% 69.69% 66.51% 68.76% 70.03% 71.17% Metro Coalition Comparison: X011 Personnel expenditures have shown gradual increases, as well as comprising a larger portion of ICPL's total expenditures. ICPL personnel expenditures account for approximately the same percentage of total expenditures as the Metro Coalition average. Iowa City Metro FY2011 Figures Public Coalition Library Average Personnel $3,853,600 $2,708,864 Expenditures % of Total 68.8% 70.7% Expenditures X011 Personnel expenditures have shown gradual increases, as well as comprising a larger portion of ICPL's total expenditures. ICPL personnel expenditures account for approximately the same percentage of total expenditures as the Metro Coalition average. CITY OF IOWA CITY PERFORMANCE MEASURES Collection Expenditures $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 FY08 I FY09 I FY10 I FY11 I FY12 $7FY13' ■Collection Expenditures $605,9381$619,0431$673,4391$674,526 $706,352 27,655 Per Capita $8.93 1 $9.12 1 $9.92 1 $9.94 1 $10.41 1 $10.72 Metro Coalition Comparison: FY2012 Revenue 2% 2% ■ City Tax Revenue 5% F ■ Intergovernmental ■Misc Revenue • Use of Money & Property ■Other Financing Sources Collection expenditures have increased steadily. This should be analyzed in conjunction with ICPL's high circulation rate, presented below. ICPL maintains a collection that is in high demand amongst borrowers. ICPL collection expenditures are significantly higher than the Metro Coalition average. ICPL compares favorably in terms of circulation, registered borrowers, and total visits, and noted below. Misc Revenue includes library fines and fees. Use of Money & Property includes the rent paid by businesses operating in the Library's commercial space. Other Financing Sources includes transfers for capital projects and payments from the Broadband Telecommunications Fund. 341 Iowa City Metro FY2011 Figures Public Coalition Library Average Collection $674,526 $436,752 Expenditures Per Capita $9.94 $5.36 FY2012 Revenue 2% 2% ■ City Tax Revenue 5% F ■ Intergovernmental ■Misc Revenue • Use of Money & Property ■Other Financing Sources Collection expenditures have increased steadily. This should be analyzed in conjunction with ICPL's high circulation rate, presented below. ICPL maintains a collection that is in high demand amongst borrowers. ICPL collection expenditures are significantly higher than the Metro Coalition average. ICPL compares favorably in terms of circulation, registered borrowers, and total visits, and noted below. Misc Revenue includes library fines and fees. Use of Money & Property includes the rent paid by businesses operating in the Library's commercial space. Other Financing Sources includes transfers for capital projects and payments from the Broadband Telecommunications Fund. 341 CITY OF IOWA CITY PERFORMANCE MEASURES $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 Iowa City Property Tax Support $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 FY08 I FY09 I FY10 I FY11 I FY12 I FY13' ■ City Tax Revenue $4,015,577 $4,036,931 $4,530,136 $4,507,192 $4,729,520 $4,746,721 %Change 5.72% 0.53% 12.22% -0.51% 4.93% 0.36% %of Total Revenue 80.60% 78.85% 80.60% 80.43% 81.56% 81.33% Per Capita $59.17 $59.49 $66.76 $66.42 $69.69 $69.95 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 Non - Property Tax Revenue Metro FY2011 Figures Public Coalition Library FY08 I FY09 I FY10 I FY11 FY12 FY13' % of Total Revenue ■Non-City Revenue $966,402 1$1,083,0871$1,090,4341$1,096,835 $1,069,414 $1,089,667 of Total Revenue 19.40% 21.15% 19.40% 19.57% 18.44% 18.67% Metro Coalition Comparison: Kira Approximately 80% of ICPL's budget is supported by Iowa City property tax revenue. This includes the voter - approved $0.27 library levy (per $1,000 of taxable valuation). City tax revenue per capita increased 17.8% between fiscal years 2008 and 2012. ICPL receives significant revenue from non - property tax sources. This includes contracts for services with other local jurisdictions, state grants, and user charges & fees. ICPL revenue from sources other than City property taxes far exceeds all other Metro Coalition members. A significant portion of ICPL borrowers are non -Iowa City residents; accordingly, ICPL receives the more state and county revenue than other Iowa public libraries. Iowa City Metro FY2011 Figures Public Coalition Library Average Non - Property Tax $1,096,835 $464,875 Revenue % of Total Revenue 19.57% 11.54% Kira Approximately 80% of ICPL's budget is supported by Iowa City property tax revenue. This includes the voter - approved $0.27 library levy (per $1,000 of taxable valuation). City tax revenue per capita increased 17.8% between fiscal years 2008 and 2012. ICPL receives significant revenue from non - property tax sources. This includes contracts for services with other local jurisdictions, state grants, and user charges & fees. ICPL revenue from sources other than City property taxes far exceeds all other Metro Coalition members. A significant portion of ICPL borrowers are non -Iowa City residents; accordingly, ICPL receives the more state and county revenue than other Iowa public libraries. CITY OF IOWA CITY PERFORMANCE MEASURES ICPL LEASED COMMERCIAL SPACE, EXPENDITURES & REVENUES The Iowa City Public Library operates and leases commercial space located in the west side of the ICPL facility. The expenditures and revenues associated with the commercial space are presented below. Expenditures resulting from bond abatement and property tax payments for this space increase ICPL total expenditures relative to other jurisdictions that do not operate similar ventures. Revenue in excess of expenditures is used for General Obligation bond repayment. While these expenditures and revenues are included in the ICPL budget, it is important to be mindful of their impact when comparing ICPL to other operations. ICPL Commercial Space Expenditures $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 • Bond Abatement ■Operational Expenditures Total FY08 FY09 FY10 FY11 I FY12 $71,021 $93,584 $79,776 $98,836 $97,007 W,820 $49,619 $69,214 $65,836 $68,600 3121,841 $143,2031$148,9911$164,672 $165,60, FY13* $66,868 343 Revenue in excess of commercial space operational expenditures is used to repay General Obligation bonds. $100,000 in GO bond abatement is budgeted for FY13. Property tax payments received from tenants are pass through funds; these payments are the majority of commercial space expenditures. ICPL Commercial Space Revenue $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 FY08 FY09 FY10 FY11 FY12 FY13* ■Property Taxes $18,252 $22,535 $36,293 $39,843 $46,659 $48,264 ■Rent $103,589 $120,668 $116,695 $123,829 $118,948 $123,829 Total $121,841 $143,203 $152,988 $163,672 $165,607 $172,093 343 Revenue in excess of commercial space operational expenditures is used to repay General Obligation bonds. $100,000 in GO bond abatement is budgeted for FY13. Property tax payments received from tenants are pass through funds; these payments are the majority of commercial space expenditures. CITY OF IOWA CITY PERFORMANCE MEASURES SERVICE LEVEL: ICMA and METRO COALITION COMPARISONS 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 ACTIVITY LEVEL • Total Collection 241,533 240,622 228,904 225,622 236,495 ■Circulation 1,395,987 1,464,643 1,523,810 1,513,052 1,570,822 ■visits 680,568 716,412 745,077 746,556 768,033 ■ Registered Borrowers 64,141 65,786 66,539 67,892 68,751 Collection per Capita 3.56 3.55 3.37 3.32 3.48 Circulation per Capita 20.57 21.58 22.45 22.30 23.15 Visits per Capita 10.03 10.56 10.98 11.00 11.32 Registered Borrowers as %of Population 94.52% 96.94% 98.05% 100.04% 101.31% • Total collection has remained flat as the proliferation of electronic delivery has reduced physical collection size. • Circulation continues to climb; increased circulation per item demonstrates a high demand for the collection chosen by ICPL. • Library visits increased nearly 13% between FY2007 and FY2011. • Registered borrowers increased over 7% between FY2007 and FY2011. Registered Borrowers 70,000 68,000 66,000 64,000 62,000 60,000 FY07 FY08 FY09 FY10 FY11 ICMA Comparison: ICPL's total number of registered borrowers is 89.5% of the library's service area population, far exceeding the ICMA peer group median of 68 %. Metro Coalition Comparison: ICPL's registered borrower count is 101.3% of the City's population, again far exceeding the Metro Coalition average of 70.5 %. 344 1,600,000 1,550,000 1,500,000 1,450,000 1,400,000 1,350,000 1,300,000 CITY OF IOWA CITY PERFORMANCE MEASURES Total Circulation FY07 FY08 FY09 FY10 FY11 ICPL Visits 800,000 600,000 400,000 200,000 0 2007 2008 2009 2010 2011 ICMA Comparison: Total circulation per registered borrower is 22.85, more than double the ICMA peer group median of 10.63. Metro Coalition Comparison: Total circulation per capita of 23.15 is approximately double the Metro Coalition average of 11.68. ICMA Comparison: ICPL total visits per registered borrower of 11.17 are substantially higher than the ICMA peer group median of 8.74. Metro Coalition Comparison: ICPL visits per capita of 11.32 are nearly double the Metro Coalition average of 6.04. Reference Transactions & Internet Uses Iowa City Public Library 160,000 FTE Count 66.00 46.00 FTE per 1,000 0.84 140,000 population 120,000 100,000 80,000 60,000 40,000 20,000 0 FY0 FFY08 FY09 FY10 FY11 ■ Reference Transactions 88,084 85,079 85,131 81,298 83,973 ■Internet Terminal Uses 134,888 132,080 131,300 123,636 122,012 Public Internet Terminals 44 48 46 46 47 Metro Coalition Comparison: Reference transactions of nearly 84,000 exceed the Metro Coalition average of 77.000. Internet uses of over 122,000 surpass the Metro Coalition average of 92,000. FY11 FTE (Total Staff) Iowa City Public Library Metro Coalition Average FTE Count 66.00 46.00 FY11 FTE (Total Iowa City Public ICMA Median Staff) Library FTE per 1,000 0.84 0.42 population �if7 ICPL staffing exceeds both the Metro Coalition average and ICMA median for peer communities. CITY OF IOWA CITY PERFORMANCE MEASURES ICPL GOALS & OBJECTIVES IN SUPPORT OF CITY COUNCIL'S STRATEGIC PLAN Strategic Plan Goal: Coordinated Communication and Customer Service Orientation Department Goal: Minimize Barriers to Library Use Department Objective: Make the Library easier to use and more accessible, as measured through the number of visitors and registered borrowers Performance Measures: Total number of Library visits Target or Goal FY 2012 Actual FY 2013 Estimated FY 2014 Budget 788,000 764,911 776,385 788,000 Number of registered borrowers Target or Goal FY 2012 Actual FY 2013 Estimated FY 2014 Budget 70,000 69,606 69,800 70,000 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Coordinated Communication and Customer Service Orientation Improve the Visibility and Awareness of Library Services, Programs, and Collections Increase the availability of information regarding program and service offerings Install electronic bulletin board and building directory Increase number of Facebook friends Target or Goal FY 2012 Actual FY 2013 FY 2014 Budget Target or Goal FY 2012 Actual 3,731 FY 2014 Budget Estimated 4 units installed New measure 2 units installed 2 units installed Increase number of Facebook friends Target or Goal FY 2012 Actual FY 2013 Estimated FY 2014 Budget 3,900 3,554 3,731 3,918 3E rd CITY OF IOWA CITY PERFORMANCE MEASURES IOWA URBAN PUBLIC LIBRARIES ASSOCIATION COMPARISON DATA The data presented below compare ICPL's measures to select members of the Iowa Urban Public Libraries Association (IUPLA). The average for Metropolitan Coalition members is presented; this group is comprised of Iowa's ten largest cities. Data were compiled by ICPL staff. FY2011 data are used, the most recent for comparison communities. Per capita metrics are based on the population of each city's jurisdiction, not the service area of the library. The Metro Coalition average and rank include all ten Coalition cities. Revenue & Expenditures • Cedar Council Des • Ames Rapids Bluffs Moines Waterloo Ames 2010 City ;, Population 58,965 126,326 62,230 203,433 68,406 126,483 City Revenue • •� $2,911,494 $4,099,450 $2,035,684 $6,917,381 $2,158,709 City Revenue per $66.59 $49.38 $32.45 $32.71 $34.00 $31.56 or $4203 Capita Total Expenditures per $84.99 $57.20 $33.57 $32.82 $37.28 $35.60 Items Capita Total Physical and Total Staff (FTE) • • 44 44 27 92 31 129,597 Materials 3E 11 • Cedar Council Des •. Ames Rapids Bluffs Moines Waterloo Total Physical 217,319 126,483 191,033 571,476 166,326 Items E -Books �.. 1,964 1,388 2,028 1,999 1,160 .� Total Downloadable 8,690 3,114 9,208 5,321 6,254 Items Total Physical and Downloadable 226,009 129,597 200,241 576,797 172,580 Materials Licensed 43 52 41 38 30 Databases 3E 11 CITY OF IOWA CITY PERFORMANCE MEASURES Patronage X0.3 Cedar Council Des .. Ames Rapids Bluffs Moines Waterloo Per Capita 23.54 6.53 9.95 6.86 6.13 Circulation Registered 37,723 64,636 51,840 161,862 54,338 Borrowers Total Visits 438,170 502,366 414,137 1,335,720 290,161 Reference Transactions 43,398 15,614 43,555 213,483 71,360 Children's Program 42,736 26,669 23,679 68,385 20,717 Attendance Adult Program 12,466 3,271 1,558 13,861 3,593 Attendance Internet Computer 58,478 72,195 80,360 205,536 117,05 6 Uses per Year X0.3 CITY OF IOWA CITY PERFORMANCE MEASURES Selected National Library Comparison The charts below present data from selected public libraries. Data was compiled by ICPL. 2010 reported data are used, the most recent available for some comparison libraries. Libraries were selected based on their similarities to ICPL services and their cities' similarities to Iowa City. *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. Outcomes Westerville Bloomington, Boulder, Ann Arbor, Daniel Boone & . .. Ohio Measures Illinois Colorado Michigan Regional (Missouri) Population* 71,431 74,975 100,418 155,611 172,462 Number of Outlets Central 58.0 79.0 169.0 120.0 1 1 1 1 1 Librar Branch 1.29 1.27 0.92 1.43 0 0 3 4 2 Libraries Bookmobiles 0 ji 1 0 0 2 Total Outlets 1 2 4 5 5 Staffing s o 69.0 58.0 79.0 169.0 120.0 in FTE •� 21.0 I. 12.0 16.0 29.0 23.0 per ta 1.03 1.29 1.27 0.92 1.43 1,000 $65.73 $69.63 $102.44 $50.10 Operating Revenue Local Revenue ; $26.53 $58.44 $68.12 $95.77 $45.92 er Ca ita Total Revenue $84.77 $65.73 $69.63 $102.44 $50.10 er Ca ita Total $6,055,323 $4,927,950 $6,852,765 $15,941,548 $8,640,169 Revenue �i &I CITY OF IOWA CITY PERFORMANCE MEASURES Outcomes Westerville Bloomington, Boulder, Ann Arbor, Daniel Boone & . .. Ohio Measures Illinois Colorado Michigan Regional (Missouri) Population* 71,431 74,975 100,418 155,611 172,462 Operating Expenditures Total Collection .. $617,302 $ $513,266 $ $722,651 $ $1,903,118 $ $1,245,481 Ex enditures Collection Expenditures $8.64 $ $6.85 $ $7.20 $ $12.23 $ $7.22 er Ca ita Total Operating $5,685,764 $ $4,167,625 $ $6,852,765 $ $12,057,936 $ $7,503,036 Ex enditures Operating Expenditures M Collections A ; .�, 479,626 259,025 404,573 497,964 552,674 6.7 3.5 4.0 3.2 3.2 432 550 559 1,451 917 325 43 54 32 41 Services Total 2,149,919 1,012,109 1,354,742 9,172,180 1,966,123 Circulation Circulation per Capita 30.10 13.50 13.49 58.94 11.40 Library Visits 1,155,076 335,994 991,599 1,713,595 874,467 Library Visits 16.17 4.48 9.87 11.01 5.07 per Capita Reference 163,644 74,424 52,213 59,801 263,395 Transactions Public Internet 202 60 63 241 67 Terminals Internet Terminal 1,191,944 69,041 193,489 265,749 198,733 Uses 01.111 Services Total 2,149,919 1,012,109 1,354,742 9,172,180 1,966,123 Circulation Circulation per Capita 30.10 13.50 13.49 58.94 11.40 Library Visits 1,155,076 335,994 991,599 1,713,595 874,467 Library Visits 16.17 4.48 9.87 11.01 5.07 per Capita Reference 163,644 74,424 52,213 59,801 263,395 Transactions Public Internet 202 60 63 241 67 Terminals Internet Terminal 1,191,944 69,041 193,489 265,749 198,733 Uses 01.111 01.111 CITY OF IOWA CITY PERFORMANCE MEASURES Senior Center Coordinator: Location: Phone: T he Center r6WA CftJJOHNabN CbUx 3lN11PF CL'. Lle Linda Kopping 28 South Linn Street (319) 356 -5220 Senior Center Hours of Operation: Business Hours 8 AM - 5 PM, Monday — Friday Building hours are often extended to accommodate evening and weekend programming. MISSION STATEMENT Extended Member Hours 7 AM — 7 PM, Monday - Thursday 7 AM — 5 PM, Friday 10:30 AM — 1:30 PM, Saturday & Sunday Please see Calendar of Events for program schedule. 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. 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. 351 CITY OF IOWA CITY PERFORMANCE MEASURES DEPARTMENT DESCRIPTION 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. Establishing Social Connections • Social interaction and engagement is an essential component of all programming. Classes, programs, special events, performance groups, volunteer activities, clubs, and organizations all incorporate time for participants to interact with each other. Keeping Active, Physically and Mentally • Classes: The Center provides abundant educational opportunities. Classes cover everything from literature and fitness to video production, music, and art education. They are taught by knowledgeable volunteers and independent contractors. All are non- credit with no tests or educational prerequisites. • Volunteer Service: Center volunteers work as teachers, leaders, project directors, building supervisors, or special project volunteers. They play a critical role in the successful operation of The Center. Notably, this type of volunteering can bring a sense of purpose or meaningfulness to a person's life. Maintaining Contact with the Community • Community Services Offered at The Center: The AARP Tax Aide Program, University of Iowa Counseling Services, Volunteer Lawyers, Senior Health Insurance Information Program, Visiting Nurses Association, Senior Nutrition Program, and Respecting Your Wishes all ensure that the community comes into The Center. • The Center Reaches Out to the Community: Center volunteers share information about The Center and conduct fundraising activities in a variety of venues. Performances by music, theater, choral, dance and poetry groups are regularly scheduled throughout the community. Performances benefit both the performers and the audience. Performers share their talents with the community and maintain or expand mental fitness and social connections. Viewers enjoy entertainment in an environment that promotes social interaction. Highlights • Earned national accreditation through the National Institute of Senior Centers • There were 105,157 visits to Senior Center sponsored programs • There were an additional 15,931 and 7,139 visits to The Center for the Senior Nutrition Program and other services & meetings, respectively • There were 313 classes, 83 special events, 28 performance groups, 101 groups & clubs, 55 volunteer opportunities, and 110 professional services offered at The Center • Membership climbed from 1,391 at the end of FY2011 to over 1,587 at the close of FY2012 • Over 580 volunteers provided services to support Center programming and the community «4a CITY OF IOWA CITY PERFORMANCE MEASURES Recent Accomplishments: • In September 2011, The Center's celebrated its 30`h Anniversary with a month -long series of programs supported by five separate community partners. Events included a Senior Art Exhibit, Membership Appreciation Dinner, dance, and film festival. • Completed extensive preparatory work to obtain national accreditation from the National Institute of Senior Centers, a unit of the National Institute of Senior Centers. • Completed capital improvement project resetting and re- supporting Linn Street steps. Upcoming Challenges: • Work with volunteer members of the Steering Council and Working Committees, participants, Senior Center Commission, staff, and Friends of the Center to diversify The Center's funding. • Upgrade interior of facility— flooring, window coverings, some furnishings, wall coverings and repairs —to create a safe, welcoming environment conducive to learning, relaxation, and social interaction. • Promote an environment of inclusion to increase the diversity of participants. EXPENDITURE & REVENUE TRENDS The following graphs present expenditure trends from FY2008 to FY2013. 'FY2008 expenditures include $462,750 for building improvements that would typically be financed over a number of years. "FY2013 figures are budgeted expenditures. $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 Total Expenditures tFY08�� FY09 FY10 FY11 FY12 FY13- ■Total Exp. 69,111 $766,076 $793,604 $859,493 $940,377 Percent Change 53.02% 1 - 30.56% 1 - 11.86% 1 3.59% 1 8.30% 9.41% 353 Total expenditures increased 8.3% between FY2011 and FY2012. FY2013 budgeted expenditures are 9.4% higher than FY2012 actual expenditures. CITY OF IOWA CITY PERFORMANCE MEASURES Personnel Expenditures $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 #FY08*FY09 "FY111 ■Personnel Costs $422,043 1$442,917 1$454,454 $464,905 $519,360 $518,54: Personnel as % of Exp. 33.72% 50.96% 59.32% 58.58% 60.43% 55.14% Personnel Exp. %Change -0.93% 4.95% 2.60% 2.30% 1 11.71% 1 -0.16% Total Expenditures per Capita, per Visit $20.00 $18.00 $16.00 $14.00 $12.00 $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY08 FY09 FY10 FY11 FY12 ■ Total Exp. per Capita $18.44 1 $12.81 $11.29 $11.69 $12.67 ■ Total Exp. per Center Visit 1 $17.04 1 $9.41 1 $8.20 $8.06 $8.17 FY2012 personnel expenditures were approximately 60% of total expenditures. This was an 11.7% increase over FY2011. FY2013 budgeted personnel expenditures are a slight decrease from FY2012, when there were 27 pay periods. Per capita expenditures have risen over the last two years. 2010 census data were used in the calculation. Expenditures per visit have remained stable after falling in FY2010. Revenue trends are presented for property tax receipts, grant and donation revenue, rental income, and appropriations per capita, per visit, and per member. Approximately 75% of the Center's expenditures are supported by property tax revenue. Property Tax Revenue $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 FY08 FY09 FY10 FY11 FY12 FY13 ** ■Property Tax Revenue $1,077,632 $667,610 $570,274 $599,234 $657,457 $706,702 Property Tax Rev. as %of Exp. 86.10% 76.82% 74.44% 1 75.51% 76.49% 75.15% 354 CITY OF IOWA CITY PERFORMANCE MEASURES Property Tax Dollars per Capita, per Visit $18.00 $16.00 $14.00 $12.00 $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY08 FY09 FY10 FY11 FY12 • Property Tax Dollars per $15.88 $10.33 $8.32 $8.83 $9.69 Capita • Property Tax Dollars per $14.68 $7.59 $6.04 $6.09 $6.25 Visit Contributions & Donations $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 FY08 FY09 FY10 FY11 FY12 Contributions and donations totaled approximately $35,000 in FY2012. They are estimated to be $35,500 in the FY2013 budget. 01-1.1 Property tax dollars per capita increased 16.5% between FY2010 and FY2012, while property tax dollars per visit remained relatively stable. FY2012 rental income fell 27.5 %. Income is earned through the rental of lockers to patrons and Senior Center rooms for special events. CITY OF IOWA CITY PERFORMANCE MEASURES Membership and Associated Revenue Sources Members by Jurisdiction 1% ■ Iowa City ■Johnson County ■ Non - Johnson County Members by Age Group 3% 12% ■ so -s9 4 ■ 60 -69 ■ 70 -79 30% ■ 80 -89 ■ 90+ Total Membership 1500 1000 500 0 ■Total Members 1071 1217 1287 1391 1587 0"0 Change 6.78% 13.63% 5.75% 8.08% 14.09% FY2012 total membership increased 14% over FY2011. 80% of the Center's membership resides within the corporate limits of Iowa City; approximately 19% of the Center's members are Johnson County residents outside of Iowa City. 68% of members are between the ages of 60 and 79. During FY2012, 76% of the Center's expenditures were supported by Iowa City property taxes; Iowa City residents were 80% of the Center's membership. Johnson County residents comprise 19% of the Center's members; the Johnson County grant of $70,000 was just over 8% of the Center's budget. Iowa City /Johnson County Revenue and % of Expenditures $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 m� FY08 I FY09 I FY10 1 FY11 FY12 I FY13- ■Iowa City Contribution $1,077,632 $677,610 $570,274 $599,234 $657,457 $706,702 • Johnson County Contribution $75,000 $75,000 $75,000 $75,000 $70,000 $70,000 IC% of Expenditures 86.10% 77.97% 74.44% 75.51% 76.49% 75.15% Johnson County% of Expenditures 5.99% 8.63% 9.79% 9.45% 8.14% 7.44% 01.11 CITY OF IOWA CITY PERFORMANCE MEASURES From the inception of the Center in 1981 until 2003, the City and the County maintained a 28E agreement that split operational costs 80% to 20 %. County funding of the Center peaked at $141,410 in FY 2002. In 2003 the County withdrew from this agreement; by FY 2004 County funding of the Center dropped to $75,000 annually. 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 FY2012 and FY2013 this amount was $70,000. It is important to note that approximately half of County property tax receipts which support the Center grant also come from Iowa City taxpayers. IC & Johnson County Revenue per Visit $16.00 $14.00 $12.00 $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY08 FY09 "FY11 ■ IC Contribution per Visit $14.68 $7.34 ■ Johnson County $1.02 $0.81 Contribution per Visit City & County Contribution per Member $1,400.00 $1,200.00 $1,000.00 $800.00 $600.00 $400.00 $200.00 $0.00 FY08 FY09 FY10 FY11 FY12 ■IC Contribution per IC $1,241.51 $687.23 $540.37 $545.31 $520.45 Member • Johnson County Contribution per Non -IC $412.09 $362.32 $342.79 $283.78 $229.73 County Member Cost Recovery 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.000/110 FY08 FY09 FY10 FY11 FY12 fb�l The Johnson County grant does not increase as visits increase; thus the Johnson County contribution per visit continues to fall. Iowa City tax revenue per Center member residing in Iowa City is well more than double the amount of the Johnson County contribution per County member. The Center's goal is for revenue from sources other than Iowa City property taxes to support 25% of the Center's budget. This goal of 25% includes but is not limited to: intergovernmental grants, membership & program fees, contributions &donations, parking permit sales, and rental fees. CITY OF IOWA CITY PERFORMANCE MEASURES Membership Fee Revenue $40,000 $35,000 $30,000 $25,000 $20,000 $15, 000 $10, 000 $5,000 $0 "$31393 Membership Fee Revenue %Change 8.26% 9.68% 13.09% 5.42% SERVICES volunteer Involvement In the center remains strong. Total volunteers dropped by 4 between FY2011 and FY2012 after several consecutive years of increases. Membership fee revenue has increased significantly each year. Membership dues and parking permit fees both increased during FY2013. The effect these increases have on total revenue and memberships will be monitored. E 125 146 104 110 109 136 170 139 139 137 106 161 128 111 127 126 180 147 149 147 493 657 518 509 520 The number of programs offered has remained flat after spiking in FY09. Senior Center Attendance 140,000 100,000 60,000 20,000 - 20,000 FY08 FY09 FY10 FY11 FY12 ■Other Services 11,124 11,672 9,357 9,808 7,139 ■Meals Served 19,593 17,934 17,197 15,787 15,931 ■Center Visits 73,431 92,324 93,419 98,401 105,157 Total Attendance 104,148 121,930 119,973 123,996 128,227 fbY7 Center attendance continues to increase, despite lower attendance numbers for programs offered at the Center by outside agencies. Meal service is administered by ElderServices. Other services include programming provided through outside agencies, including AARP income tax filing assistance. Senior Center Programs 700 600 500 400 300 200 loo 0 FY08 F FY09 F FY10 F FY11 F FY12 125 146 104 110 109 136 170 139 139 137 106 161 128 111 127 126 180 147 149 147 493 657 518 509 520 The number of programs offered has remained flat after spiking in FY09. Senior Center Attendance 140,000 100,000 60,000 20,000 - 20,000 FY08 FY09 FY10 FY11 FY12 ■Other Services 11,124 11,672 9,357 9,808 7,139 ■Meals Served 19,593 17,934 17,197 15,787 15,931 ■Center Visits 73,431 92,324 93,419 98,401 105,157 Total Attendance 104,148 121,930 119,973 123,996 128,227 fbY7 Center attendance continues to increase, despite lower attendance numbers for programs offered at the Center by outside agencies. Meal service is administered by ElderServices. Other services include programming provided through outside agencies, including AARP income tax filing assistance. The number of programs offered has remained flat after spiking in FY09. Senior Center Attendance 140,000 100,000 60,000 20,000 - 20,000 FY08 FY09 FY10 FY11 FY12 ■Other Services 11,124 11,672 9,357 9,808 7,139 ■Meals Served 19,593 17,934 17,197 15,787 15,931 ■Center Visits 73,431 92,324 93,419 98,401 105,157 Total Attendance 104,148 121,930 119,973 123,996 128,227 fbY7 Center attendance continues to increase, despite lower attendance numbers for programs offered at the Center by outside agencies. Meal service is administered by ElderServices. Other services include programming provided through outside agencies, including AARP income tax filing assistance. fbY7 Center attendance continues to increase, despite lower attendance numbers for programs offered at the Center by outside agencies. Meal service is administered by ElderServices. Other services include programming provided through outside agencies, including AARP income tax filing assistance. CITY OF IOWA CITY PERFORMANCE MEASURES Center Goals & Objectives in Support of City Council's Strategic Plan Strategic Plan Goal: Coordinated Communication and Customer Service Orientation Department Goal: Continue to improve the currency, relevance, and appeal of the Center's internet presence. Department Objective: Introduce new software that will facilitate online and in- person membership and parking sales, donations, class registration, program scheduling, communication, and publication of the program guide. Performance Measures: Complete 25% of participant transactions online Target or Goal FY 2012 Actual F' 2013 FY 2014 Budget Target or Goal FY 2012 Actual Estimated FY 2014 Budget 25% New measure 25% 25% Number of participants receiving email newsletters Strategic Plan Goal: Department Goal Department Objective: Performance Measure: A Strong and Sustainable Financial Foundation To improve the stability and diversity of Center funding Increase the proportion of revenue generated through fees, grants, corporate sponsors, and fundraising Cost - recovery percentage Target or Goal FY 2012 Actual F' 2013 FY 2014 Budget Target or Goal FY 2012 Actual Estimated FY 2014 Budget 500 New measure New measure 500 Strategic Plan Goal: Department Goal Department Objective: Performance Measure: A Strong and Sustainable Financial Foundation To improve the stability and diversity of Center funding Increase the proportion of revenue generated through fees, grants, corporate sponsors, and fundraising Cost - recovery percentage Target or Goal FY 2012 Actual FY 2013 FY 2014 Budget Estimated 25% 25% 25% 30 -35% «x: CITY OF IOWA CITY PERFORMANCE MEASURES Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Coordinated Communication & Customer Service Orientation Increase cultural diversify among participants Use the scholarship program, public presentations, and Center programming to increase diversity % of scholarship users among total membership Target or Goal FY 2012 Actual FY 2013 FY 2014 Budget Target or Goal FY 2012 Actual Estimated FY 2014 Budget 10 -12% 8% 10% 10 -12% Number of culturally diverse programs Number of public presentations FY 2013 Target or Goal FY 2012 Actual Estimated FY 2014 Budget 6 -12 6 6 -12 6 -12 Number of public presentations fiia FY 2013 Target or Goal FY 2012 Actual FY 2014 Budget Estimated 36 20 24 36 fiia CITY OF IOWA CITY PERFORMANCE MEASURES 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 (Wisconsin) 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. 2011 data are used, the most recent annual report available for the Madison Senior Center. Outcomes & Iowa City Madison Comment Measures pop. 67,862 pop. 233,209 All program costs in Madison are funded through City Appropriations Y $599,234 $492,575 donations and program fees. The City of Madison funds operational costs only. Iowa City City Appropriations $8.83 $2.11 appropriations per capita are dramatically higher per Capita than Madison. Personnel Costs $464,905 $415,189 Iowa City spent nearly $50,000 more than Madison on personnel costs in FY2011. Personnel Costs as Iowa City spends significantly more on building a Percentage of City 77.6% 84.3% maintenance, services, and supplies than Appropriations Madison. The percentage of the budget used for personnel costs is lower in Iowa City. Rental Income $2,125 $28,982 Rental income in Madison is higher by a factor of 13. Contribution, Donation, and $25,927 $14,420 Iowa City receives significantly more donation Foundation Revenue revenue than Madison. Visits 98,401 42,518 Iowa City experiences more than double the duplicated patron visits and volunteers than Madison despite Madison having a population of Volunteers 584 285 3.5 times the size of Iowa City. 0.1 CITY OF IOWA CITY PERFORMANCE MEASURES Public Works Director: Rick Fosse Wastewater Superintendent: Dave Elias Assistant Superintendent: Roger Overton Location (South Plant): 4366 Napoleon St. SE 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. DIVISION DESCRIPTION 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. 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. 0M CITY OF IOWA CITY PERFORMANCE MEASURES Cash Balance: Unrestricted cash balance at FY12 year -end increased to approximately $13.5 million due to interest savings on the 2008, 2009 and 2010 Sewer Revenue Bond Refunding issues. Restricted cash balance for wastewater debt service was approximately $11.9 million. Bond covenant requirements are monitored on an accrual basis and reported in the City's Consolidated Annual Financial Report. User fees and fund balance will be reevaluated after the completion of the South Plant expansion. I N =01 ml01119 Wastewater Charges for Services inthousands $13,000 $12,000 $11,000 $10,000 $9,000 $8,000 FY08 FY09 FY10 Full FY12 ■Charges for $12,525 k$12,610 $12,671 $12,758 $12,561 Services -2.30% 8% 0.48% 0.69% -1.55% SEWER FEES 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 $o 2008 2009 2010 2011 2012 Charges for services have remained flat over the last five fiscal years. Wastewater Operations are funded by sewer user fees, per the following schedule: Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15 Each Additional 100 cu. ft. $3.99 BOD II used ii cu. ft. of water BOD (per pound) from 301 mg /L to 2000 mg /L $0.28 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 a-V CITY OF IOWA CITY PERFORMANCE MEASURES Expenditures: FY12 Actual Expenditures ■ Personnel ■ Services • Supplies • Capital Outlay • Other Financial Uses 1% Wastewater Expenditures inthousands $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 FY08 FY09 FY10 FY11 FY12 ■ Expenditures $11,8971$12,7431$12,693 $13,115 $12,588 %Change 1.01% 7.12% -0.39% 3.32% -4.02% Five year expenditure history by major object Personnel $2,200,000 $2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 FYO8 FY09 FY10 FY11 FY12 Supplies $800,000 $600,000 $400,000 $200,000 $0 FVO1 FY09 FY10 FY11 FY12 Other Financial Uses primarily consists of debt service funding. An operating subsidy for the Economic Development Coordinator position was also funded from this category; this subsidy has been removed from Wastewater's budget and is funded entirely through the General Fund with the FY14 proposed budget. While Wastewater expenditures have remained relatively flat in recent fiscal years, transfers out related to the North River Corridor Trunk Sewer project are budgeted to increase expenditures in the coming fiscal years. Services $2,700,000 $2,600,000 $2,500,000 $2,400,000 $2,300,000 $2,200,000 $2,100,000 iifll FYO8 FY09 FY10 FY11 FY12 Capital Outlay $200,000 $150,000 $100,000 $50,000 $0 FVOS FV09 Fvlo FY11 FY12 0-III $8,200,000 $8,000,000 $7,800,000 $7,600,000 $7,400,000 $7,200,000 $7,000,000 $6,800,000 $6,600,000 $6,400,000 CITY OF IOWA CITY PERFORMANCE MEASURES Other Finacial Uses FY08 FY09 FY10 FY11 FY12 Capital projects include annual main replacement projects funded at $500,000. FY12 transfers out represent the base level of operating transfers from operations to debt service necessary for debt service costs and annual main replacements. Other fiscal years include funding for Wastewater capital improvement projects. Wastewater Goals & Objectives in Support of City Council's Strategic Plan Strategic Plan Goal: Department Goal Department Objective: Objective Timeframe Performance Measure: Economic and Community Development Protect the City's natural resources and waterways for public health, recreation opportunities and development Meet or exceed DNR permit requirements for sanitary and stormwater sewer systems Comply with all parameters in monthly reports Number of in -house analyses (monthly) Target FY 2012 Actual F' 2013 FY 2014 Budget Target FY 2012 Actual Estimated FY 2014 Budget 520 456 494 520 CBOD, TSS, NH3— Percent removal 311.7 F' 2013 Target FY 2012 Actual FY 2014 Budget Estimated 97% 95.5% 94.8% 96% 311.7 CITY OF IOWA CITY PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Protect public and private property from water damage and health hazards Department Objective: Control Sanitary Sewer Overflows (sewer backups) Performance Measures: Number of SSOs per year Target FY 2012 Actual F' 2013 FY 2014 Budget Target FY 2012 Actual Estimated FY 2014 Budget 0 4 6 4 Sewer Jetting, miles per year Video Inspection, miles per year F' 2013 Target FY 2012 Actual Estimated FY 2014 Budget 50 39.13 42 45 Video Inspection, miles per year 01-V F' 2013 Target FY 2012 Actual Estimated FY 2014 Budget 50 39.13 42 45 01-V CITY OF IOWA CITY PERFORMANCE MEASURES Public Works Director: Water Superintendent: Information Coordinator: Location: Phone: Online: Rick Fosse Edward Moreno Carol Sweeting 80 Stephen Atkins Drive (319) 356 -5164 icgov.org /water MISSION STATEMENT is � water for life The mission of the Water Division is to efficiently produce and distribute high quality and abundant quantity of potable water necessary for the residential, commercial, industrial, and firefighting needs of the City while maintaining compliance with EPA drinking water regulations. DIVISION DESCRIPTION The Water Division, as part of the Public Works Department, operates and maintains the potable water system for the City of Iowa City and University Heights. Critical assets include a 16.7 million gallon per day capacity state -of- the -art water treatment facility, 5 ground water reservoirs (GSRs) and pumping stations with a capacity of 9 million gallons of storage , 263 miles of water main and appurtenances that date back to 1882, nearly 26,000 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. Iowa City's award - winning water exceeds all required standards set by the Environmental Protection Agency, with over 200 water quality tests performed each day by professional staff to ensure that quality standards are attained. Water quality data is available through the Consumer Confidence Report that is released to the public annually. 01M CITY OF IOWA CITY PERFORMANCE MEASURES Administration Flood '08 Hazard Mitigation projects were completed, including the Peninsula and Water Plant Prairie Park well fields, the Iowa River Power Dam and a river crossing. These projects will protect the City's well sources from future floods. The dam and river crossings repaired and replaced structural and infrastructure damage caused by the Flood of '08. Energy efficiency projects, funded through MidAmerican Energy's Advantage Efficiency Partners program, were completed at the water plant including lighting, HVAC, and high service pumping Debrief report of drought planning with recommendations. Operations A peak day record of 8.6+ million gallons of water was delivered during the worst drought since the 1950's. Increased water demands were met during this period without the need for voluntary or mandatory conservation requests. Compliance with Safe Drinking Water Standards was 100 %. Rochester GSR was inspected for structural integrity and repaired. Distribution Participated with the ICFD to achieve Insurance Service Organization (ISO) Public Protection Classification upgrade to 2 from 3. This measure of firefighting capability and reliability will benefit the City now and in the future. Updated the model of the water distribution system and identified a critical project to loop Rohret and Melrose for improved fire flow and pressure consistency on the west side of Iowa City. Replaced 3,000 ft. of water main in the distribution system with in -house staff. Customer Service The Automatic Meter Reading (AMR) program progressed to 85% with in -house staff with the goal to complete the majority of meters by FY15. Created a 'critical customer' list for emergency communication during main breaks or planned shut downs. Public Information /Education Created and delivered 24 valuable and informative message inserts in the City's water bill. Created and delivered the Consumer Confidence Report to all customers and updated the industrial water quality report for review on the City's website. 01*3 CITY OF IOWA CITY PERFORMANCE MEASURES CASH BALANCE WATER CASH BALANCE inthousands $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 50 FY08 I FY09 I FY10 Full FY12 ■Cash Balance 1 $13,266 1 $12,616 1 $12,072 $10,069 $8,734 REVENUE Water Charges for Services Cash balance at the close of FY12 was approximately $8.7 million. Though user fees are currently insufficient to cover annual operating costs, fund balance will be utilized to cover the net loss. Fund balance will continue to be monitored and fee adjustments will be recommended as necessary. Fund balance will be augmented as FEMA reimbursements for flood related projects are received. There are no significant non - recurring capital projects currently planned. $9,000,000 $8,500,000 $8,000,000 $7,500,000 $7,000,000 $6,500,000 $6,000,000 $5,500,000 $5,000,000 $4,500,000 $4,000,000 FY08 FY09 FY10 FY11 FY12 ■ Charges for5ervice $8,309,843 $8,143,908 $7,997,337 $8,031,705 $8,225,836 %Change -0.43% -2.00% -1.80% 0.43% 2.42% Revenue from water charges for services in FY12 increased 2.42% over FY11. FY13 is expected to be higher than initially projected as well, as water usage increased during the 2012 drought. Water fees are calculated per the following schedule: Minimum Monthly Charge (MMC) Minimum Usage Rates 5/8 (residential) $6.41 3/4 $7.00 First 100 /mo. MMC (by meter size) 101 - 3,000 /mo. $2.99/100 cu. ft. 3,001 and over $2.15/100 cu. ft. 1 $8..26 1 % $16.47 2 $22.14 3 $40.91 First 100 /mo. MMC Over 101 /mo. $2.99/100 cu. ft. 4 $71.37 6 $143.61 43.6 a*] CITY OF IOWA CITY PERFORMANCE MEASURES EXPENDITURES 44 FY12 Actual Expenditures 5% 5% ■ Personnel ■ Services ■Supplies • Capital Outlay ■Other Financial Uses Total Expenditures Other Financial Uses primarily consists of debt service funding and general obligation bond abatement. The majority of Capital Outlay expenses are for contracted main repairs, water meters, and radio read devices. $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FYO8 FY09 FY10 FY11 FY12 ■Total Expenditures $10,191,932 $9,594,365 $8,878,444 $10,240,458 $10,140,794 %Change 10.07% -5.86% -7.46% 1534% -0.97% Five year expenditure history by major object $2,600,000 $2,500,000 $2,400,000 $2,300,000 $2,200,000 $2,100,000 $2,000,000 Personnel Expenditures FYO8 FY09 FY10 FY11 FY12 Capital Outlay $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 FY08 FY09 FY10 FY11 FY12 The FY10 reduction in expenditures is predominantly attributable to lower debt service and capital project funding. Services $2,200,000 $2,100,000 $2,000,000 $1,900,000 $1,800,000 $1,700,000 FYO8 FY09 FY10 FY11 FY12 Supplies $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $o FY08 FY09 FY10 FY11 FY12 Will $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 CITY OF IOWA CITY PERFORMANCE MEASURES Other Financial Uses FY08 FY09 FY10 FY11 FY12 Due to unusually low interest rates, 2002 Water Revenue Bonds were refunded with bond proceeds during FY12. By calling these bonds early, the City saved approximately $688,000. Other Financial Uses includes annual water main project funding. Water Division Goals & Objectives in Support of City Council's Strategic Plan Strategic Plan Goal: Economic & Community Development Department Goal: Ensure the water distribution system delivers high quality water in sufficient quantities to meet development opportunities Department Objective: Use Comprehensive Distribution Plan to ensure distribution system will meet current and future water demand. This includes: pressure zoning; asset management; rehabilitation and replacement model and plan; and the GIS migration plan. Performance Measures: Water pumped (millions of gallons) FY10 FY11 FY12 10 Year Subdivisions 10,513 2,627 Average 2,054.6 1989.3 2008.2 2,050.7 New water main (feet) 371 FY10 FY11 FY12 Subdivisions 10,513 2,627 5,745 Projects 150 0 4,823 371 CITY OF IOWA CITY PERFORMANCE MEASURES Water main replaced (feet) FY10 FY11 FY12 10 Year 260 261 261 Average 6,627 3,393 3,807 5,189 Miles of main FY09 FY10 FY11 FY12 260 261 261 262 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Bacterial Samples Coordinated Communication & Customer Service Orientation Ensure high quality water is supplied in abundant quantities to the residents of Iowa City Surpass EPA water quality standards and minimize service disruptions Target or Goal FY12 FY13 FY14 10.0 Actual Estimate Budget 832 832 832 832 Performance to EPA MCLG, Nitrate (ppm) EPA Goal 2009 2010 2011 10.0 1.6 -5.0 2.2 -4.7 0.9 -6.0 Performance to EPA MCLG, Fluoride EPA Goal 2009 2010 2011 4.0 0.88 -1.08 0.93 -1.18 0.63 -1.12 MA CITY OF IOWA CITY PERFORMANCE MEASURES Main breaks Service work orders FY10 FY11 10 Year FY10 FY11 FY12 3,691 5,441 4,855 8.3% Average 39 56 57 63 Service work orders 40.00 35.00 30.00 25.00 20.00 15.00 0.00 5.00 0.00 FY10 FY11 FY12 10 Year Average Identify energy and leak efficiency opportunities 4,357 3,691 5,441 4,855 8.3% 40.00 35.00 30.00 25.00 20.00 15.00 0.00 5.00 0.00 Main Breaks per 100 Miles of Main Water main breaks per 100 miles of main have declined in recent years. Low amounts of moisture in the ground after the 2012 drought could cause more breaks as the ground freezes during the winter of 2012 -2013. Efficiently distribute high quality water to a growing city Department Objective: Identify energy and leak efficiency opportunities FY12 Average 13.4% 11.0% 8.3% 8.8% FY03 FY04 FY0 FFY06 FY07 FY0 FFY09 FY10 FY11 FY12 ■ Breaks per 100 Miles 37.66 30.86 21.05 31.60 23.44 23.35 23.85 1 14.94 21.46 21.76 Strategic Plan Goal: A Strong & Sustainable Financial Foundation Department Goal: Efficiently distribute high quality water to a growing city Department Objective: Identify energy and leak efficiency opportunities Performance Measure: Non - Account water percentage 373 10 Year FY10 FY11 FY12 Average 13.4% 11.0% 8.3% 8.8% 373 CITY OF IOWA CITY PERFORMANCE MEASURES Strategic Plan Goal: Neighborhood Stabilization Department Goal: Maintain Insurance Services Office (ISO) rating to maintain high level of service and safety for property owners and residents in Iowa City Department Objective: Ensure reliable water supplies for public safety purposes Performance Measures: Number of hydrants FY10 FY11 FY12 10 Year Average 3,223 3,240 3,316 3,048 Number of hydrants flushed FY10 FY11 FY12 10 Year Average 3,878 3,899 4,000 3,660 374 CITY OF IOWA CITY PERFORMANCE MEASURES Operations Specialist Location: Phone: Online: Michael Tharp 1801 S. Riverside Drive (319) 356 -5045 icgov. org Iowa City Municipal Airport Five Year Strategic Plan 2011 -2015 VISION STATEMENT 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. MISSION STATEMENT The mission of the Iowa City Municipal Airport is to support the strategic goals of the City of Iowa City and to meet the needs of its stakeholders. DEPARTMENT DESCRIPTION Iowa City's Municipal Airport is a general aviation airport located in the southwest part of Iowa City. It is the oldest, continuously operating airport west of the Mississippi. 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 over 240,000 gallons of jet fuel and aviation gasoline to aircraft operators in FY2012. 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. MAI CITY OF IOWA CITY PERFORMANCE MEASURES CASH BALANCE $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 June 30 Cash Balance FY07 FY08 FY09 FY10 FY11 FY12 REVENUE General Levy Subsidy $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 FY07 FY08 FY09 FY10 FY11 FY12 FY13* W1 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. Iowa City property tax support of the Airport has remained constant at $100,000 for the last three fiscal years. *All FY13 figures are budgeted /estimated amounts. Hangar space has been at capacity for the duration of this analysis. Hangar lease rates are derived through a comparison with other area airports. New hangars are currently under construction and are nearly complete. Funding included a $200,000 grant from the Iowa Department of Transportation's Office of Aviation. The two new hangar units will be able to house larger business aircraft. These hangars are expected to generate an additional $12,000 annually in rental fees. $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 CITY OF IOWA CITY PERFORMANCE MEASURES Asset Sales FY07 FY08 FY09 FY10 FY11 FY12 FY13* Total Revenue $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $o FY07 FY08 FY09 FY10 FY11 FY12 FY13* EXPENDITURES $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 Personnel Expenditures FY07 FY08 FY09 FY10 FY11 FY12 FY13* M &A Though asset sales were estimated at zero for FY13, over $300,000 in revenue was already received as of October of 2012. Asset sales have been used to fund capital projects and payments to principle for existing capital improvement loans. 70% of airport land sale proceeds are used for loan repayment, per policy adopted 9/6/11. In FY2012, this resulted in a $280,000 payment to principle in addition to scheduled principle and interest payments. During FY08, approximately $1.6 million in revenue was realized through the sale of Airport property. Approximately $1.5 million of this revenue was transferred to debt service for the repayment of bonds issued when the property was originally developed. The reduction in personnel expenditures in FY09 and FY10 was the result of one vacant maintenance worker position going unfilled. This position was officially eliminated with the FY13 budget. This was in accordance with the City's practice of personnel reductions occurring primarily through attrition. The FY13 budget also increased the Operations Specialist position from 0.75 FTE to 1.0 FTE. $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 CITY OF IOWA CITY PERFORMANCE MEASURES Services FY07 FY08 FY09 FY10 FY11 FY12 FY13* Expenditures less "Other Financial Uses" $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 FY07 FY08 FY09 FY10 FY11 FY12 FY13* Total Expenditures $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 Services include: insurance payments, utilities, building and grounds maintenance, interest expense, and the FBO payment. Other Financial Uses primarily consists of capital project funding. $o FY07 I FY08 I FY09 I FY10 I FY11 I FY12 I FY13* Expenditures 1 $838,881 $2,456,002 $499,012 $679,256 $476,637 $715,769 $907,641 W -3 During FY08, over $1.5 million in Airport land sale revenue was used to refund a 2001 General Obligation Bond issue. CITY OF IOWA CITY PERFORMANCE MEASURES AIRPORT ACTIVITY 250,000 200,000 150,000 100,000 50,000 0 Gallons of Fuel Sold FY08 FY09 FY10 FY11 FY12 Iowa General Aviation Airport Comparison Fuel sold is a useful proxy measure for airport activity. There is a timing difference between when fuel is sold and payments received. The chart at left presents the fiscal year in which payments were received. This timing difference and /or fiscal year vs. calendar year tracking can account for some inconsistencies in comparative data. Thus, it is more important to focus on data trends rather than one particular data point. The data presented below compare performance measures from selected Iowa General Aviation airports; the airports presented are all enhanced service airports. Expenditures are FY13 budget amounts. Operational expenditures consist of personnel, services, and supplies. *Estimated economic output is derived from the Iowa Department of Transportation's Economic Impact of Aviation report, 2009. Outcomes Iowa City Ames Ankeny ** Davenport Muscatine & Measures (rank) 78 110 118 30 Expenditures Operational $315,651 $117,058 $311,617 $217,138 $102,400 Expenditures 84 78 110 118 30 Personnel $63,008 $48,749 $0 $95,213 $0 Costs **** Total Expenditures $393,375 $117,058 $311,617 $286,898 $116,800 Activity Based $11,207,300 Economic 84 78 110 118 30 Aircraft Economic Impact Estimated $11,207,300 Economic (3) $7,789,400 $14,780,700 $20,270,500 $4,671,000 Output* Economic Output per $35.51 $66.54 $47.43 $93.35 $45.62 O s Dollar MR CITY OF IOWA CITY PERFORMANCE MEASURES Outcomes & Iowa City Ames Ankeny ** Davenport Muscatine Measures (rank) Muscatine Comment Expenditures* Revenues General Fund Subsidy $100,000 ($91,010 ) $7,905 ** $30,000 $47,300 GF Subsidy Davenport Muscatine Comment Expenditures* as % of Ops. 31.7% (77.7 %) 2.5% 13.8% 46.2% Ex p. Iowa City spends more on operational expenses than the Ops. Dollar per Rental $1.83 $0.53 Unavailable comparison airports. 2009 Fuel Flowage Revenue * ** $276,226 $155,168 Hangar lease $130,000 $56,000 $0.71 $1.04 2010 = $170 /month * *Ankeny has an airport authority levy which was estimated at $303,712 for FY13 ** *Rental revenue includes hangar and land leases * ** *Ankeny and Muscatine use contractual services for all operations; there are no city personnel costs in addition to the contracted amount 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. Annual Activity and Operational Iowa City Davenport Muscatine Comment Expenditures* 2008 Fuel Flowage 211,270 360,000 183,200 Iowa City spends more on operational expenses than the Ops. Dollar per Gallon $1.83 $0.53 $0.61 comparison airports. 2009 Fuel Flowage 192,370 225,000 106,566 Activity dropped at all three airports during the economic Ops. Dollar per Gallon $1.42 $0.71 $1.04 2010 Fuel Flowage 144,603 280,000 57,841 downturn, with the public spending less on travel and Ops. Dollar per Gallon $2.02 $0.60 $1.98 recreation. Increased fuel prices also likely played a role 2011 Fuel Flowage 169,311 71,234 in the decrease. Ops. Dollar per $1.87 $1.27 Gallon 2012 Fuel Flowage 241,397 83,000 2011 -2012 data were unavailable for Davenport when Ops. Dollar per Gallon $1.23 $1.16 this analysis was conducted. 0-111 CITY OF IOWA CITY PERFORMANCE MEASURES Comparative Analysis Consider: 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 here. However, Iowa City funded by business activities. does not have the highest percentage of operational expenditures funded through general fund support. Personnel costs have Operational costs will vary diminished significantly over the dramatically based on the Personnel Costs last three years as one full -time Iowa GA Airport Comparison number of services provided. personnel costs are subsumed in Not every airport contracts for has been eliminated. The Operational Expenditures P P Iowa City ranks first in this land leases. the same services through their respective FBO's, Iowa City FBO Operations Specialist position comparison group for airport has low personnel costs service expenditures cover snow Personnel, Services, and Supplies operational expenditures. for an airport its size. The removal, building, and grounds FTE with the FY13 budget. Services are approximately reduction in personnel costs has maintenance. 78% of operational costs. been the largest factor in 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 here. However, Iowa City funded by business activities. does not have the highest percentage of operational expenditures funded through general fund support. Personnel costs have diminished significantly over the Consider: Personnel Costs last three years as one full -time In many general aviation airports, position (Maintenance Worker I) personnel costs are subsumed in Costs not included in FBO service has been eliminated. The the FBO contract. The Iowa City land leases. Operations Specialist position 2.5% during FY12. Additional airport has low personnel costs reviewed by staff and was increased from 0.75 to 1.0 aircraft spaces would be in the for an airport its size. The compared to other eastern FTE with the FY13 budget. highest demand during University reduction in personnel costs has Iowa airports. of Iowa home football games. been the largest factor in declining operational costs in recent fiscal years. 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 here. However, Iowa City funded by business activities. does not have the highest percentage of operational expenditures funded through general fund support. 0.75 Iowa City generates the most rental revenue of any airport Consider: Rental Revenue analyzed here. There is also a waiting list of more than 20 Rental revenue has steadily aircraft for hangar spaces increased in recent years. Hangar Revenue generated from hangar and Rental rates are continuously rental rates were increased by land leases. 2.5% during FY12. Additional reviewed by staff and aircraft spaces would be in the compared to other eastern highest demand during University Iowa airports. of Iowa home football games. 0.75 CITY OF IOWA CITY PERFORMANCE MEASURES Based Aircraft Number of hangar spaces rented Fuel Flowage Proxy for Activity Iowa GA Airport Comparison Iowa City has 84 leased hangar spaces plus one based helicopter. There is a waiting list of over twenty aircraft for hangar spaces. Iowa City < ranks third in the number of based aircraft among airports analyzed here. Fuel flowage (activity) dropped significantly during 2009 -2010, but 2011 activity increased to nearly 2008 levels. 0 -N Consider: Funding additional projects would have to be weighed against rehabilitating existing hangars, runway improvements, etc. F A 0 1 4 APPENDIX B Transfers FY2012 Revenue Comparisons: General Fund Revenues Property Tax Hotel /Motel Tax Local Option Sales Tax Business Type Revenue Utility Rates 0.191 0.111 CITY OF IOWA CITY, IOWA SUMMARY OF TRANSFERS BETWEEN FUNDS RECEIPTS - TRANSFERS IN Trar,.sfer Tel Transfer orem: ucscr iG tion 2014 GENERAL FUND FINANCE CEPART'MENI' NON - OPERATIONAL A- MINIS7RA7ION HOUSING & 1NSPECI'ION SERVICFS PARRS & RECREAT'iON LIBRARY SENIOR CENTER COMMUNITY & ECON )VLP TOTAL GENERAL FUND DEBT SERVICE DEBT SERVICE TOTAL DEBT SERVICE ENTERPRISE FUNDS PARKTNC MASS TRANSIT WASIEWAT'ER WATER LANDFILL AIRP03T BROADBAND TELECOMMUNICATIONS TOTAL ENTERPRISE FUNDS OTHER FUNDS - BUDGETARY PARKING CAPITAL P30JECTS Finance Admins PILOT from ICHA Non- Operational Adm Emil Hcncfiis Levy HIS Department Admi ICHA /HIS Aditin Servs Forestry Operations RUI' Rt of Way Mai.nt. Library Admins Cable 'I'V to Libr AV Lib Computer 3epl Library Res Funding Library Equip Rep! Library Res Funding Senior Center Oper Sr. Gift E'uad Contrb UniverCity Neighbor From FY14 CO Bonds Community & Econ Dv RiverfrontX- ngsAmend Community & Econ Dv RiversideDrive GO Debt Service Adm 2006 Water Abatement GO Debt Service Adm GRIP Loan Repayments GO Debt Service Adm Library Commercial T'Ik' Debt .Svc: Admi.n Park 9201 09 Parking Rev Bond 20C9 Pkg Refunded DS FY15 Parking Issue FY15 Parking Sinking Mass 'ITansit Adniin Transit Levy from CF 9/O8 Sewer Rev Bond 2008 Sewer Refund DS 2.009 Sewer Refundin 2009 Sewer Refund DS 2C10 Sewer Refundin 2010 Sewer Refund DS 9/08 water8cfund 3d 2008 Water Refund DS 2009 Water Refundin 2009 Water Refund OS 2C12C Refunding Bon 2012C WaterRefunding Landfill Rcpl Rsry Corp Hangar an Repay Landfill Repl Rsry Court St. Daycare Landfill Repl Rsry LF Repl Reserve Fndg Landfill Repl Rsry UI Hangar Expan Repy Airport Operations GF Prop Tax Support B'I'C Equip Berl Rsry Cable Equip Reserve Facility /Enforce All From Parking operati i$ji 2015 2016 18,414 18,414 10,414 8,891,087 9,501,080 9,906,03/ 25,575 25,575 25,515 73,078 75,600 1 ;,000 55,000 55,000 55,000 42,968 42,968 42,968 19,454 19,454 19,454 2,500 2,500 2,500 500,000 541,555 0 84,197 0 0 21,141 0 0 9,733,414 9,740,591 10,146,948 344,325 333,225 317,125 40,000 40,000 40,000 100,000 100,000 100,000 75,335 75,335 205,335 559,660 548,560 662,460 840,350 844,150 841,750 0 0 683,000 2,869,009 2,925,979 2,984,067 2,495,938 2,517,9-18 2,507,250 792,300 796,025 /96,625 1,448,400 1,449,2C0 1,428,200 608,838 610,013 610,663 857,938 857,138 855,538 543,540 541,555 544,515 16,048 16,702 17,331 55,324 56,389 29,651 500,000 500,000 5001000 14,821 15,425 16,019 72,342 72,342 72,342 25,000 25,000 25,000 11,139,646 11,227,866 12,111,951 900,000 .. 0 CITY OF IOWA CITY, IOWA SUMMARY OF TRANSFERS BETWEEN FUNDS RECEIPTS - TRANSFERS IN Transfer To: Transfer Fr'on,: Description 2014 2015 2016 IC Multi UsePrk Fac From Pkg Rev Bonds 0 1210001000 0 WASTEWATFR TREATMENT CAPITAL PROJECT Annie Sewer Main Pro Was',cwater Treatment 500,000 500,000 500,000 SoWaste,oaterPlntEXp From 20145ewcrR"BOn 7,000,000 0 0 NRiverCcrrdTruukSwr DubStrSanitaryTrunk 3,740,000 0 0 WATER CAPITAL PROJECTS Annual Wtr Main Pro From Water Op-r. 600,000 600,000 600,000 LANDFILL CAPITAL PROJECTS Hcbl Road Tmprovemn From Landfill Operat So0,oC0 0 C AIRPORT CAPITAL PROJFCT6 Apron Recon &Con few From 2015 GO Bonds 0 21,600 _ Rnwy2- 300bstc Mtgtn From FY14 GO Bonds 29 305 0 0 Airport Equip Shelf From P'Y16 GO bonds 0 0 15,266 Airport Master flan From FY14 GO Bonds 7,250 0 0 STORM SFWFR CAPITAL PROJECTS RvrsdDrvArtsCampus From PY16 GO bonds 0 0 500,000 'TRANSIT CAPITAL PROJECTS CourtSt P'cltyAUtcmat CourtStAutomation 210,000 D 0 STREET & TRAFFIC CAPITA! PROJECTS Moss Ridqe Road From PY14 GO Bonds 1,250,000 0 0 Harrison St Reccnst From 2015 CO Bonds 0 500,000 0 Park Road 3rd Lark From 2015 GO Bonds 0 1,440,000 0 IowaCityGatewayProj From 2015 GO Bonds D D 3,000,000 0 1owaCityCatcwayPrcj From FY14 GO Bonds 2,000,000 0 0 IowaCityGatewayPrcj Prom P'Y16 GO bonds C C 0 2,600,000 1cwaCityCa CewayProj Local Option Taxes 2,400,000 0 C AmrcnLgn /ScttBldInt From 2015 00 Bonds 0 600,000 0 'Traffic Signal Proj From 2015 GO Bonds 0 1A0,000 C Traffic Signal Brij From P'Y14 00 Bonds 120,000 0 0 Traffic Signal Proj From F'Y16 GO bonds 0 0 120,000 Traffic Calming Road Use Tax 30,000 30,000 30,000 Overwidth Paving /SW Ovsrwidth Paving 30,000 30,000 30,000 Curb Ramps -ADA Fr'oni 2015 GO Bonds 0 50,000 0 Brick Street Repair Brick Street Repair 20,000 20,000 20,000 Pavement Fenabiliti Ccnc-al Fund CIP Fun 100,000 100,000 100,000 Pavement Rehabiliti Pavement Rehab. 400,000 400,000 400,000 UndergroundElectric General Fund CIF Fun 175,000 175,000 175,000 Sidewalk Infill From 2015 GO Bonds 0 lno'Doo C Alley Assessment Mlsc Transfers in 181,000 0 151,000 9ringtn /Clntn Intrs From 2015 00 Rends 0 1,040,000 0 Brlogto /Clntn -nt -s From Water Operation 0 100,000 n RR Crossings- City Railroad Crossings 25,000 25,000 25,000 Brick St Reconstrr.t From F'Y16 GO bonds 0 D 400,000 MrmnTrkBlvd RghtTrn M0rTT10BfrckImprovemnt 0 D 500,000 1st Ave /IAIS RR From 2015 GO Bonds 0 2,250,000 0 1st Ave /IAIS FR Flom P'Y14 GO Bonds 1,000,000 0 0 BRIDGE CAPITAL PROJECTS Bridge Maintenance Annual Bridge. Maint 60,000 60,000 60,000 ISO Aesthetic Imp From FY14 GO Bonds 30,000 0 0 Dubuque /I- 8DPedBrid Prom FY14 GO Bonds 325,000 0 0 OTHER PUBLIC WORKS CAFTTAT, PROJECTS Vehicle Wash System From FY16 GO bonds 0 0 700,000 CID Streetscape Pro From FY14 GO Bonds 500,ODO 0 0 CBD Streetscapc Pro Trsfs from TIP Distr 0 500,000 500,000 Refuse Building From P'Y16 CO bonds 0 D /00,000 Traffic Cng 5uildln From PY16 GO bonds 0 0 700,000 RlversideDrPedTunne From P'Y16 GO bonds 0 0 11000,000 Riverside3iPed'Fuune Trsfs from TIF ❑ietr C 217,000 217,000 PARKS & RECREATION CAPITAL PROJECTS Parks Anrmal Improv From 14 GO Bonds 80,000 0 0 Parks Annual Improv Prom 2015 GO Bonds D 80,000 0 Parks Annual Improv From FT16 GO bonds 0 0 80,000 HckryHi115afe /Rest1 From FY14 GO Bonds n41000 C D Frauenholtz - Miller Prom FY16 00 bonds 0 D 223,000 Cemetery Resurfacng Prom FY14 GO Sends 50,000 n - n - Cemetery Resur Facng Prom Fv16 GO bonds 0 0 50,000 Soccer Park Improve From P'Y16 CC bonds 0 0 256,000 LwrC'tyPark2ndryAcc From FY14 GO Bonds 210,000 0 0 0.11 CITY OF IOWA CITY, IOWA S13MMARY OF TRANSFERS BETWEEN FUNDS RECEIPTS - TRANSFERS IN Transfer To 'Transfer Prom: Description 2014 2015 2016 NormandyllrHestoi'atn From FY14 GO ROn_3 405,05_ 0 0 SandPrairielnhancem From PY16 GO bonds 0 0 273,000 P'airmeadows Park RS From PY14 GO Bonds 95,000 0 0 MasterParkP '-an &Cons From PY14 GO Bonds 250,000 0 .. TRAILS CAPITAL PROJECTS Red Bridge RckyShor Prom PY16 GO bonds 0 0 260,000 Intra -C ''.. ty Bike Trl From 2015 GO Bonds 0 50,000 0 Intra -City Bike 'Trl From FYi4 GO Bonds 50,000 0 0 Intra-CS_y Bike Tr] From FY16 GO bonds 0 0 50,000 CULTURE 5 RECREATION CAPI'T'AL PROJECT CityPrkMStr'Pln &Pool From FY14 GO Bonds 650,000 0 0 W11wCrk /RWnPrkM9trP From 2015 CO Bonds 0 350,000 0 Library PUbl.ICSpaceR From FY14 CO Bonds 100,OOJ 0 0 RecCenterPhase2lmp Prom PY16 GO bonds 0 0 225,000 PUBLIC SAFETY CAPITAL PROJECTS Fire Apparatus From FY16 GO bonds 0 0 734,000 Fire SCRA/Air Syste From FY14 GO Bonds SS0,000 0 0 ECONOMIC DEVELOPMENT CAPITAL PROJECT RiverfrontCrossings From 2015 GO Bonds 0 200,000 .. RiverfrontCrossings From FY14 GC Bonds 200,000 0 0 RiverfrontCrossings From PY16 GO bonds 0 0 200,000 RiverfrontCrossings RiverfrontXingsEngnr 143,407 0 0 To,mcrestRedevelopm From 2015 GO Bonds 0 200,000 0 rowncr'estFCdcve lop. From PY14 GO Bonds 575,000 0 0 To,mcreetRedevelopm From PY16 GO bonds 0 .. 200,000 '1'owmrestRede.. lop. Trsis from TIP Distr 93,370 0 0 CTHER COMMUNITY 5 ECONOMIC DEVELOPME Burlington St Dam BurlingtonStreetDam 49,000 0 0 OTHER GENERAL GOVERNMENT CAPITAL PRO City Hall -Othr Proj From 2015 GO Bonds 0 164,040 0 City Hall -Otter Proj From FY14 CO Bonds 244,1.65 0 0 City Hall -Othr Proj From FY1r GO bonds 0 0 50,000 GIS Software Fr'oio 2015 00 Bonds - 650,000 0 STREET SYSTEM MAINTENANCE Road Use Tax Emp'. Benefits Levy 419,477 428,765 438,083 MFTROPOLTTAN PLANNING ORGANIZATION O MPO Jo Co Admin OF Prop Tax Support 96,737 103,000 109,000 MPOJC- General Trans IC Road Use Tax Sapp 225,1.69 232,OOC 239,000 MPOJC -Rural Commnit CF ECTCOG Support 21,391 21,400 21,400 TOTAL OTHER FUNDS - BUDGETARY 26,796,322 26,417,805 13,475,743 GRAND TOTAL - TRANSFERS BETWEEN FUNDS i$]0 48,229,244 47,934,822 36,397,102 CITY OF IOWA CITY, IOWA SUMMARY OF TRANSFERS BETWEEN FUNDS DISBURSEMENTS - TRANSFERS OUT Transfer From: Transfer To: Description 2014 2015 2016 GENERAL FUND DEBT SERVICE GO Bond Abatement 40,000 40,000 40,000 COMMUNITY & ECON DVLP BURLINGTON ST DAM Burlington5treetDam 49,000 16,702 0 LIERARY DEBT SERVICE 2002 GO Abatement "_00,000 100,000 1001000 PROADEAND TFLECCMM'JNI CATIONS GENERAL Equip Repl Reserve 19,454 19,454 19,454 LTERARY PC Repl Reserve Fndg 42,968 42,968 42,968 NON -CPFRATTGNAi. ADMTNTSTRATION AIRPORT Airport Cper Subsidy 72,342 72,342 72,342 MPO O3 JOHNSON CO Annul ECICOG Suppit 21,391 21,400 21,400 LANDFILL HEBL ROAD IMPKOVBMN MPO of JC subsidy 96,737 103,000 109,000 STNE'E°P SYSTEM MAINT IC Gateway Prejeat 2,400,000 0 0 MASS TRANSIT LANDFILL Pavement Rehab 100,000 100,000 100,000 TRANSIT UndergroundingRlecti 175,000 175,000 175,000 PARKING TRANSIT Transit Levy to Ops 2,869,009 2,925,919 2,984,067 SENIOR CENTER GENERAL Sr Orr Scnolarsnip 2,500 2,500 2,500 TOTAL GENERAL FIIND k'Y15 Parking Sicking 5,988,401 3,602,643 3,666,731 ENTERPRISE FIINDS AIRPORT LANDFILL Corp Hangar Ln kcpay 16,048 16,702 17,331 UI Hangar Expan Repy 14,821 15,425 16,019 PROADEAND TFLECCMM'JNI CATIONS BROADBAND TELECOMMU Cable Equip Reserve 25,000 25,000 2S,O00 LTERARY Cable TV to Libr AV 55,000 55,000 55,000 HOUSING AUTHORITY FTNANCF DFPT PIT,GT to Gen Fund 18,414 18,414 16,414 HOUSING & INSFECTIO HIS Director 25,575 25,575 25,575 LANDFILL HEBL ROAD IMPKOVBMN HeblROadImpi'ovcmcnts 5001000 0 0 i,T.NDFILL LF Peel Reserve Fndg 500,000 500,000 500,000 MASS TRANSIT LANDFILL Court, St.. Daycare 55,324 56,369 29,651 TRANSIT COUrtStAUtOmation 270,000 0 0 PARKING FACILITY /ENFORCH AU Parking Automation 900,000 0 0 PARKTNG BERT SERVIC 2009 Pkg Refunded IS 840,350 844,150 841,750 k'Y15 Parking Sicking 0 0 883,000 PARKING CAPITAL AQUISITION, /CIP PARKING Multi -use ParkicgGar 0 12,000,C00 C SOUTH PLANT OPERATIONS WASTEWATER So Wastewater Fapans 7,000,000 0 .. WASTEWATER ANNL SEWER MAIN PRO Annual Malin Replcmnt 50C,000 500,000 500,000 NRIVERCORRDTR=SWR DubStrSanitaryTrunk 3,' /40,000 0 0 WSTWTk DERT SERVTCF 2008 Sewer Retund IS 2,495,936 2,517,936 2,507,250 2'05 Sewer Kefund DS '792,300 796,025 796,625 2010 Sewer Retund DS 1,446,400 1,449,200 1,428,260 WA'1'EK ANNUAL WTR MAIN PRO Water Annua'_ Mains 600,600 600,060 60',000 BKLNGTN /CLNTN INTRS Eur]. /Clinten Tntrsct_ 0 100,000 0 DEBT SERVICE 2006 GO Refund Abate 344,325 333,225 317,125 WATER DERT SERVTCF. 2008 Water Returd IS 609,838 610,013 610,663 2009 Water Refund IS 857,938 857,136 855,538 2012C WaterRefunding 543,540 541,565 544,515 TOTAL ENTERPRISE FIINDS 22,151,811 21,861,759 10,571,656 i$$] CITY OF IOWA CITY, IOWA SUMMARY OF TRANSFERS BETWEEN FUNDS DISBURSEMENTS - TRANSFERS OUT Transfer Prom: Transfer To: ❑cscription ].014 2015 2016 OTHER PUNDB - EUDGETARY 2013 CO C'ONSTRUC'T EN PARKS & RECREATION LowerCityParkSecondr 2/0,00) 0 0 NorirandyDrRestcratn 409,051 0 0 2014 GO CONSTRUCTION UniverCity 500,000 0 0 AIRPORT Runwav12- 300GstrMit 29,305 0 0 UpdateAirporcMasterF 7,250 0 0 COMMUNITY & ETON DV EconomicASSt- 41units 375,000 0 0 Ri,,rfront Crossings 200,000 0 0 Riverfront Crossings 0 200,000 0 Tox.....t Redzve' -op 200,)00 0 C Townerest Redevelop, 0 200,000 .. CULTURE & RFCRFATT City Park Poo: Upgrd 650,000 U 0 FIRE SCBA replacement 550,000 0 .. GENERAL COVT CAP AC City Hall HVAC & Rf 134,165 0 0 City Hall -Other Pro; 50,000 0 0 LISRARY LibraryPublitSpaceRm 1GU,000 C 0 OTHER PW CAF ACQ /C1 CBD Streetscape 500,000 .. 0 PARKS k RECREATION Cemetery Resurfacing 50,000 0 0 P'air'meaduwsPrkRestrm 95,000 0 0 HickorySafe /Rest Brd 34,000 0 0 Tntr City Bike Trail 50,000 0 0 MasterParkPlan &Const 250,000 0 0 ParksA.... IImprovemt 80,000 0 0 STREET SYSTEM MAINT 1st Ave /IAIS RRxing 11000,000 0 0 Dubuque /T- 50PedEridg 325,000 0 0 Dubua_ueSCElevation 2,000,000 0 .. I 50 Aesthetic Impr 30,000 0 0 ;moss Ridge Roar 11250,000 0 0 TRAFFIC ENCINFRRING Traffic Signal Proj 120,000 0 0 2015 GO CONSTRUCTION AIRPORT Apron Expansion /Taxi C 81,600 0 GCNERAL GOVT CAP AC City Hall HVAC & R1 0 114,040 0 City Ball -Other Proj 0 50,000 0 CIS software 0 650,00) 0 PARKS & RECREATION Intra -City BikeTrail C 50,000 0 Parks Annual Improv 0 80,000 0 WI1WCrk /KwnsyrkSplsh C 350,000 0 STREET SYSTEM FAINT 15tAvP_ /IAIS RR Xing 0 2,250,000 0 AmrcnLgn /ScttBlvint 0 600,000 0 B.,J /CI '..ton In to rsc 0 1,04U,000 0 Curb Ramps -ADA 0 50,000 0 Harrison SC ReCOnstr 0 500,000 0 Iowa City Gateway 0 3,000,000 .. ParkROad 3rd Lane 0 1,440,000 0 Sidewalk Infill 0 100,000 0 TRAFFIC ENOINEERINC Traffic Signal Proj 0 120,000 0 COMMUNITY k ECON DVLP GENERAL RiVersidzDrive 21,141 C 0 TOMNCRESTREDEVELOPM TOWncr'est(XCI'r -MCCee 93,370 0 0 EMPLOYEE BENEFITS NON- OPERATIONAL ADM CF All Other Flop Ben 5,891,089 9,501,080 3,306,03/ STREET SYSTEM MAINZ' Empl Benefits Levy 419,477 428,765 438,083 PY16 GO CONSTRUCTION ATRPORT Sno'sEqu_pSTOrageBldg 0 0 15,260 CCMMUNI'1Y & ECON DV Riverfro.tCross ings 0 0 200,000 To'Nncresi RedeV0lQpo1 0 0 200,00) CULTURE & RFCRFATT RecCenterImprvPhas2 0 0 225,000 FIRE Eire Apparatus 0 0 734,000 CENF.RAL COVT CAF AC City Ball Improv 0 0 50,000 UTHER PW CAP ACQ /CI RefuseBuilCingRelcct 0 0 700,000 RiversideDrFed'funnel 0 0 1,000,000 Traf' cEngBuildReloc 1 0 700,0)0 Vehicle Wash System .. 0 71JU,000 PARKS & RECREATION Bike Trails 0 0 501000 Cemetery Resurfacing 0 0 50,000 0.1*1 CITY OF IOWA CITY, IOWA SUMMARY OF TRANSFERS BETWEEN FUNDS DISBURSEMENTS - TRANSFERS OUT Transfer From: Transfer '1'o. Description 2014 2o15 2015 TOTAL OTHER FUNDS - BUDGETARY 20,089,032 22,470,420 22,158,715 GRAND TOTAL - TRANSFERS BETWEEN FUNDS 01411 48,229,244 47,934,822 36,397,102 Ffauenh" Ir- Miller 0 D 223,000 Parks improvements 0 0 80, Doc Rccky Shr Red Bridge 0 D 260,000 Sand P r a f r i CErHul n Cem 0 0 273,000 Soecar Park Improve 0 0 250,000 STORM WATER MANAGEM Riverside Dr Arts 0 0 50010Uo STRL'E1 SYSTEM MAINT Prick St Reccr,stuct 0 0 40C,000 IowaCityGo Ceway(Dub) 0 0 2,60U,000 TRAPYIC ENGINEERING Traffic Sicnal5 C 0 - 20,000 ROAD USE TAX MPO OF JOHNSON CO MPCof JCTransPlanning 225,169 212,000 239,000 PARKS & RECREAI'IUN Forestry Rt /Way Mat 73,075 '/5,600 77,000 STREET SYSTEM MAINT Annual Bridge Maim 601000 60,000 60,000 Erick Streat Repair 2C,000 20,000 20,000 Mcrmon'1'rekImprovemnl 0 0 500,000 Overwldth Pavi cg sU,OUo 30,CCD 30,000 Pavement. Rehab. 400,000 400,000 400,000 Rail: -oad Crossings 25,000 ..5,000 25,000 TRAFFIC ENGINEERING Traffic Ca'miug 30,000 30,000 301000 SPECIAL ASSESSMENTS STREET SYSTEM MAINT Spec is 1ASsessn,encs 181,000 0 181,000 TIF COMMUNITY & EGON DV Rive If rontXing.sAmen d P4,197 0 0 RivertrontXingSCngnr 143,401 0 0 DEPT SERVICE Park X201 75,315 75,335 2C5,335 UTH6R °W CAP ACQ/CI CEO Staetscape TIF 0 500,000 500,000 RivarsidcDr PedTUnne' - 217,000 217,000 TOTAL OTHER FUNDS - BUDGETARY 20,089,032 22,470,420 22,158,715 GRAND TOTAL - TRANSFERS BETWEEN FUNDS 01411 48,229,244 47,934,822 36,397,102 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* Kirkwood Community 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 8 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 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 «y Property Tax Rate Comparison (Levy Rate per $1,000 Valuation) Ames Rate $10.72 1 Change -1.11% Dubuque $10.78 2 3.16% North Liberty $11.03 3 0.00% West Des Moines $12.05 4 0.00% Coralville $13.53 5 0.00% Cedar Rapids $15.22 6 0.00% Sioux City $15.99 7 - 4.02% Davenport $16.78 8 8.05% Des Moines $16.92 9 2.05% Iowa City $17.27 10 - 3.20% Council Bluffs $17.85 11 0.00% Waterloo $18.21 12 - 1.73% FY2013 Estimated General Fund Revenue FY13 Adopted Budget Dubuque Revenues $49,934,068 Transfers In $11,121,385 Debt Proceeds/ Asset Sales $52,250 . . Revenue $61,107,703 Revenue* $1,060.22 Rank 1 West Des Moines $42,932,524 $11,485,636 $6,000 $54,424,160 $961.40 2 Cedar Rapids $81,406,611 $30,822,058 $100,000 $112,328,669 $889.20 3 Coralville $14,327,091 $2,461,252 $7,500 $16,795,843 $888.34 4 Iowa City $48,643,012 $8,998,222 $94,650 $57,735,884 $850.78 5 Council Bluffs $38,467,428 $13,275,000 $0 $51,742,428 $831.47 6 Des Moines $116,250,640 $30,559,492 $85,200 $146,895,332 $722.08 7 Waterloo $39,357,238 $9,409,647 $85,700 $48,852,585 $714.16 8 Sioux City $39,798,099 $18,914,422 $68,933 $58,781,454 $710.92 9 Davenport $50,442,128 $19,955,524 $10,000 $70,407,652 $706.30 10 North Liberty $6,713,745 $1,370,064 $0 $8,083,809 $604.44 11 Ames $22,807,027 $8,040,011 $0 $30,847,038 $523.14 12 'Per Capita calculations use 2010 US Census data ORN FY2012 Hotel /Motel Tax city- Des Moines Effective Date 4/1/1979 FY1 2 Receipts $4,366,762 West Des Moines 4/1/1979 $3,071,320 Cedar Rapids 4/1/1979 $2,835,100 Council Bluffs 4/1/1979 $2,579,387 Coralville 7/1/1983 $2,138,911 Davenport 4/1/1981 $2,055,052 Dubuque 4/1/1979 $1,896,796 Ames 4/1/1988 $1,596,570 Sioux City 4/1/1979 $1,301,109 Waterloo 4/1/1981 $1,246,022 Iowa City 4/1/1983 $810,539 'All cities listed impose the state allowed maximum rate of 7% Source: Iowa Department of Revenue «x3 FY2012 Local Option Sales Tax Source: Iowa Department of Revenue 31*E! Effective Sunset FY1 2 Actual City Rate Date Date Receipts Purpose Cedar Rapids 1% 04/01/09 06/30/14 $17,410,497 90% flood recovery, 10% property tax relief Davenport 1% 01/01/89 N/A $15,019,969 60% property tax relief, 40 % capital mprovements and equipment 60% property tax relief, 20% infrastructure Sioux City 1% 01/01/87 N/A $11,703,322 projects, 10% city facilities projects, 10% economic development Waterloo 1% 04/01/91 12/31/15 $9,735,945 100% street repair 100% remediation, repair, and Iowa City 1% 07/01/09 06/30/14 $8,824,896 protection of flood - impacted public infrastructure 50% property tax relief, 20% City facilities Dubuque 1% 04/01/88 N/A $8,360,022 maintenance, 30% special assessment relief Council Bluffs 1% 04/01/90 N/A $8,188,591 Streets and sewers Ames 1% 01/01/87 N/A $6,605,821 60% property tax relief 40% community betterment Des Moines 0% N/A West Des Moines 0% N/A Source: Iowa Department of Revenue 31*E! FY2013 Utility Rate Comparison (average monthly bill per residential unit) city Water' Sewerl Solid Waste Storm Sewer Total Overall Rank Ames $25.96 $26.34 $0.003 $3.45 $55.75 1 Council Bluffs $24.13 $17.24 $16.00 $0.00 $57.37 2 Coralville $17.80 $22.62 $19.002 $2.00 $61.42 3 Dubuque $20.30 $27.37 $11.69 $5.60 $64.96 4 Cedar Rapids $23.93 $20.86 $17.55 $4.78 $67.12 5 Sioux City $25.69 $34.54 $14.90 $0.83 $75.96 6 Des Moines $23.82 $31.10 $13.00 $8.50 $76.42 7 Iowa City $27.34 $36.08 $15.50 $3.00 $81.92 8 (rank) (g) (9) (7) (6) North Liberty $32.77 $40.46 $9.352 $2.00 $84.58 9 Davenport $34.69 $34.95 $13.402 $2.35 $85.39 10 Average residential household estimated at 8 ccf per month. 2 Volume based. Average residential household estimate for 65 gallon. 3 Privatized service. ORR Wil r 1 A,*RI CITY OF IOWA CITY Capital Improvement Program FY2 013 — FY2 017 December 2012 «n 31I7 City of Iowa City Capital Improvements Program Summary by Category FY2013 — FY2017 Total Projects: 125,565,810 48,199,872 34,426,118 15,326,492 27,842,600 251,360,892 Capital Improvement Program By Category FY2013 - FY2017 Public Safety 3% Water, Wastewater & Stormwater 28% Landfill 2% General Government 1 "% Culture & Recreation 6% Airport 3% Community & / Economic Development ..de 2 °/ Streets, Bridges & Traffic Eng. 41% i:1*F] FY2013 FY2014 FY2015 FY2016 FY2017 Project Category Amended Adopted Projected Projected Projected Total Streets, Bridges &Traffic Eng. 58,863,961 12,142,820 17,281,482 7,251,915 6,310,000 101,850,178 Water/Wastewater /Stormwater 37,361,649 27,157,790 1,521,869 2,432,336 1,100,000 69,573,644 Transportation Services 2,342,793 1,170,000 12,000,000 700,000 20,000,000 36,212,793 Culture & Recreation 8,213,995 2,613,050 680,000 2,651,000 130,000 14,288,045 Public Safety 4,807,553 2,456,152 - 734,000 - 7,997,705 Airport 4,488,656 691,100 1,632,000 305,200 252,600 7,369,556 Landfill 4,757,706 500,000 - 700,000 - 5,957,706 Community & Economic Development 3,256,915 1,016,370 400,000 400,000 - 5,073,285 General Government 1,472,582 452,590 910,767 152,041 50,000 3,037,980 Total Projects: 125,565,810 48,199,872 34,426,118 15,326,492 27,842,600 251,360,892 Capital Improvement Program By Category FY2013 - FY2017 Public Safety 3% Water, Wastewater & Stormwater 28% Landfill 2% General Government 1 "% Culture & Recreation 6% Airport 3% Community & / Economic Development ..de 2 °/ Streets, Bridges & Traffic Eng. 41% i:1*F] Activity CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation F rior Years 2013 2C11 2015 2016 2017 Total 3009 - Parking Facility and Enforcement Automation This project involves Lhe a'.,tomation operations in the parking decks and the upgrade of parking meters on street to a smart. meter system. Additional pay on fool and pay in lane equipment will be placed in Capitol Street, Dubuque Street, and Tower Place facilities. The on street parking meters will be upgraded to allow credit card payment and pay by cell op' -ions. This will create the ability to push real -time parking data to our customers related to parking availability on street. 'Phis wit= allow for better access and more convenient payment options for our customers while enhancing operational etficienc -es. 393230 k'rom Parking Operations 908,119 526,478 900,00C 334, 197 Receipts Total 908,119 526,478 900,000 2,334,597 51C400 Capitol Street Garage Operations 376,OE7 376,08/ 510500 Dubuque SireeL Garage Operations 2/1,302 211,302 510700 Tower Place Garage Operations 260,731 260,/31 51090U Parking Capital Aquisiticn /CIP 526,479 900,000 1,426,17E Expense Total 908,120 526,478 900,000 2,334,598 3012 - Iowa City Multi -Use Parking Facility This project involves the constructior, of a 600 space parking facility in a location south of Purlington Street to support continued economic development. As the Riverfront Crossings ccntir,uc.s to evolve, parking will be essential as the area develops. Commercial properties and high density residential developments will impact the parking system and those facilities south 01 Burlington Street,. The facility will assist in being a catalyst for continued economic development in this area. 393230 From Parking Operations 3,592,048 550,000 4,142,049 393423 From Pkg Rcv Ponds 1210001000 12,000,000 393900 Misc Transfers In 2,500 2,500 Receipts Total 3,594,548 550,000 12,000,000 16,144,548 456000 Community & Econ Dvlp CTP 11269 1,269 510800 Parking Capital Aquisit'_on /CIP 3,593,279 550,000 12,000,000 16,143,279 Expense Total 3,594,548 550,000 12,000,000 16,144,548 3050 - FY15 Parking Revenue Bonds Tssuance of bonds to finance multi -use parking facility. 391100 Pond Sales 12,00C,000 12,000,000 Receipts Total 12,000,000 12,000,000 3055 - Transit Facility Relocation This project involves the coustruction of a new transit facility for maintenanc operations and storage. As part Of this project, the storage area will be expanded allowing for an increase in fleet s -zc antl the ,vaintenauce facility will be upgraded. The relocation wiI; address the enircnmcntal issues that exist at the current facility site and allow for the redevelopment of a major commercial site at the corner of Highway 6 and Riverside Drive. 331100 Federal Grants 393427 From 201/ G 0 Pond Receipts Total .dill 16,0001000 16,000,000 4,000,000 4,000,000 20,000,000 20,000,000 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Activity Prior Years 2013 2014 2015 A016 A017 Tot.'_ 517600 Transit Capital Acquisitions /C1P 20,000,000 20,000,000 Expense Total 20,000,000 20,000,000 3058 - Court Street Facility Automation Thzs project involves Lhe automation of operations in the Court Steel- Transportation Center with the installation of gates, pay on foot, and pay in lane c-qulpmen L. This will create the ability to push real -time parkin, data Lo our customers related to parking availability on street. This will allow for better access and more convenient payment options for our customers while enhancing operational efficiencies. 393900 Miss: Transfers In 270,000 210,000 Receipts Total 270,000 270,000 517900 Court St 'ranspm-tation Center 210,000 270,000 Expense Total 270,000 270,000 3101 - Annual Sewer Main Projects Annual costs to rehabilitate or replace sewer rains. 363150 Copies /Computc-r Queries 1,770 1'10 369100 3eimb of Expenses 19,693 19,623 369900 Miscellaneous OLhe: income 40 40 393220 From Wastewater Operations 976,476 500,000 500,000 500,000 500,000 500,000 3,476,476 Receipts Total 997,909 500,000 500,000 500,000 500,000 500,000 3,497,909 520300 Sewer Systems 997,908 500,000 5001000 500,000 500,000 500,000 3,497,908 Expense Total 997,908 500,000 500,000 500,000 500,000 500,000 3,497,908 3135 - South Wastewater Plant Expansion ^his project will relocate the North WasLCwa Ler Treatment Plant and cons,l,dal-c Operations inLO the South Wastewater Treatment Plant by expansion of the SWTP facilities. 331100 Federal Gr,,L9 2,163 11,000,000 11,000,000 22,002,563 334900 Other State Crants 542,425 400,265 4,05:,310 5,000,000 334910 1 -JOBS 4,281,528 1,207,765 5,495,293 393160 Local Option Taxes 1,493,509 12,116,491 13,610,000 393220 From Wail- cwater Operations 1,890,000 1,890,000 393422 From Sewer Rev Bonds 7,000,000 7,000,000 Receipts Total 6,332,025 26,614,521 22,051,310 54,997,B56 520400 South P1anL Operations 5,327,439 26,917,694 22,317,790 321,869 332,336 55,217,128 Expense Total 5,327,439 26,917,694 22,317,790 321,669 332,336 55,217,128 3137 - North River Corridor Trunk Sewer Reconstruction This project will be constructed in conjunction with the Gatcway 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 i.n 1963 and 1`.'36. 393220 From Wastewater Operations 660,000 3,740,000 4,400,000 Receipts Total 660,000 3,740,000 4,400,000 52030U Sewer Systems 660,000 3,740,000 4,400,000 Expense Total 660,000 3,740,000 4,400,000 aoy Activity CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Prior Years 2013 2014 2015 2016 2017 'total 3180 - 2014 Sewer Revenue Bonds Issuance tc provide funding for South Wastewater Plant Expansion. 391100 9ond Sales 7, DOG, O00 7, 000, DOC Receipts Total 7,000,000 7,000,000 3204 - Annual water Main Projects Annual replacement of water mains. 363150 Copies /Computer Queries 540 540 393210 From Water OperaLi ons 65,371 600,000 600,000 60D,000 600,000 600,000 3,065,311 Receipts Total 65,911 600,000 600,000 600,000 600,000 600,000 3,065,911 530300 Water Distribution, System 69,312 600,000 600,000 600,CDO 600,000 600,000 3,069,312 expense Total 69,312 600,000 600,000 600,000 600,000 600,000 3,069,312 3322 - Hebl Road Improvements 'Phis project includes upgrading and asphalt overlay of Hebl Road from Melrose Avenue to the landfill entrance. This roadway is currently unimproved rural chip scaled road,ay. In the future there will be more heavy truce traffic because the fill for Pilo Catcway protect on Dubuque Street will be hauled from the landfill stockpiles by trucks. Potentially, a material recycling facility may be located at the Landfill adding to traffic on Hebl Road. 393260 From Landfill Operations 500,000 500,000 Receipts Total 500,000 500,000 550900 Landfill Capital Acquisition /CIP 500,0OC 500,000 Expense Total 500,000 500,000 3430 - Apron Reconstruction & Connecting Taxiway Existing terminal apron is showing signs of pavcnicnL failurc and needs replacement. In addition, the ever- growing amount of general aviation trattic using the Facility requires the expansion of the apron and the necessity to provide additional connector Taxiways to the runway system. 331100 Federal Grants 1,550,400 1,550,400 393412 From 2015 CO Bonds 81,600 81,600 Receipts Total 1,632,000 1,632,000 560300 Airport Capital Acquisition /CIP 1,632,000 1,'32,000 Expense Total 1,632,000 1,632,000 3442 - Runway 12 -30 Obstruction Mitigation & Part77 Removals Romoval of obstructions per FAA Airport Layout Plan. 331100 Federal Crants 518,795 518,795 393413 Prom PY14 GO Bonds 27,305 21,305 Receipts Total 546,100 546,100 560300 Airport Capital Acquisition /C1P 546,100 546,100 Expense Total 546,100 546,100 aora CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Act IVI Ly F"'-- Years 2013 2014 2015 2016 2017 Total 3443 - Airport Equipment Shelter Snow removal eq:11pTTnnL was previously stored in United Hangar. EquipUlenL sI'a Lte wo.i id provide room for snow removal equipmenL. 331100 Federal GranLs 269,940 289,940 393426 From FY16 GO bonds 15,26C 15,260 Receipts Total 305,200 305,200 560300 AirporL Capital Acquisition /CIP 305,200 3051200 Expense Total 305,200 305,200 3448 - Airport Perimeter Rd Consfruct perimeter road for airerafL vehicles Lo travel to south development area. 331100 Federal Grants 2.-,9,970 239,370 393427 From 2017 G O Send 12,630 12,630 Receipts Total 252,600 252,600 56030n Airport Capital Acquis_ICi.on /CIF 252,600 252,600 Expense Total 252,600 252,600 3454 - Airport Master Plan 331100 Federal C,,.' S 137,750 13Y,I50 393413 From FY14 GO Bonds 7,250 7,250 Receipts Total 145,000 145,000 560300 Airpor'_ Capital Acquisition /CIP 145,CDO 145,000 Expense Total 145,000 145,000 3624 - Riverside Dr & Arts Campus Stormsewer Modifications This will be a joint project wIfh the University of Iowa to upgrade Che Riverside Drive / Arts Campus storm sewer and lift station to perform better during future floods. 334e]D University of Iowa 500,000 SOO,OCC 393290 From Stormwater 19 19 3 -3426 From FYIe GO bonds 500,000 500,OOC Receipts Total 19 11000,000 1,000,019 560200 Storm Water Mgmt Capital Acquisiti 19 11000,On0 1,0n0,C19 Expense Total 19 11000,000 1,0001019 3802 - Moss Ridge Road Prejer.t wi'l build a street to Moss office Park. An appiication for Revitalize Iowa's Sound Economy (RISE) grant to the Iowa Departmenf of Transportation will be submitted. 334900 Other State Grants 1,7SO,CUO 1,750,000 393411 From FYl3 GO Bonds 500,000 S00,C00 393413 From PY14 GO Bonds 11,250,DUO 1,250,000 Receipts Total 500,000 3,000,000 3,500,000 434710 Roads 500,000 3,n00,000 3,500,OOD Expense Total 500,000 3,000,000 3,500,000 :0x3 Act ivi Ly CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Prior Years 2013 2D14 2015 20'_6 2017 ToLal 3806 - Harrison Street Reconstruction 9,528,329 This project reconstruct Harrison Street from Dubuque St- to Clinton St. subjec 17,287,451 to the private development of the adjacent parcel. 20,625,065 353150 Road Use 'Pax '1,630 1,080,000 7,63D 393412 From 2015 GO Bonds 11080,000 50),001) 500,00D Receipts Total 7,630 31000,000 500,000 507,630 434110 Roads 7,63) 500,OOo 5)7,630 Expense Total 7,630 2,000,000 500,000 507,630 3808 - Park Road 3rd Lane Improvement 2,600,000 2,600,000 This project will add a center turn lane to Park Read from the entrance of Lowe 3,000,000 City Park Co Riverside Drive and will be constructed in conjunction with the 22,996,401 Gateway Project. 3,109,486 2,71S,300 35,117,644 393412 From 2015 GO Bonds 5,000,000 1,440,000 1,44),000 Receipts Total 5,018,000 1,440,000 1,440,000 411710 Roads 1,440,000 1,440,000 Expense Total 27,996,401 1,440,000 1,440,000 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 Read Bridge. Federal funding of this project is identified as a $6 million grant from the Surface 'rransperta Cicn Program; $3 Million grant from Economic Development Administration; and $1.5 million from Transportation, Sousing & IIrban Development. 331100 Federal Grants 393160 Local Option Taxes 393411 From FY13 GO Bonds 393412 From 2D15 GO Bonds 393413 From FY14 GO Bonds 393426 Prom FY16 GO bonds Receipts Total 434710 Roads 434720 Bridge Construction 434730 Other PW Capital Acqui.siticn /CIP Expense Total 971,671 9,528,329 1)15)D,DOo 937,614 17,287,451 2,4)o,000 20,625,065 1,080,000 11080,000 31000,000 3,OD0,000 2,000,OOC 2,000,000 2,600,000 2,600,000 1,909,285 27,895,780 4,400,000 3,000,000 2,600,000 39,805,065 - ,790,646 22,996,401 4,506,011 3,109,486 2,71S,300 35,117,644 18,000 5,000,000 5,018,000 2,014 2,014 1,810,660 27,996,401 4,506,011 3,109,486 2,715,300 40,137,858 3812 - American Legion /Scott Blvd Intersection Improvements 'Phis project will construct turn lanes at American Legion and Scott Blvd intersection. '1'raffic signals will be funded by the annual traltic signal projects appropriation. 3:3412 Prom 2015 GO Bends Receipts Total 434710 Roads Expense Total :[ByI 600,000 600,000 600,000 600,000 600,000 600,000 6)D,000 600,000 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Annual appropriation for the repair of brick streets :1"11 Project Summary by Name - Presentation Activity Prior Years 2013 2014 2015 2016 2017 Tota' 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 Tie4 /MCC011ister,and Scott Blvd /American Legion Rd. 334500 other State Grants 61,000 61,000 393150 Road Use Tax 113,084 113,084 393410 From FY12 GO Bonds 120,000 120,OOD 393411 From FY13 GO Bonds 200,000 200,000 393412 From 2015 GO Bonds 120,000 120,OOD 393413 From PY14 GO Bonds 120,000 1.20,000 393,115 From 10 CO Bonds 95,345 40,651 120,000 393420 From 11 GO Bonds 120,000 120,000 393426 From PY16 GO bonds 120,000 120,OD0 393427 Prom 2017 G o Bond 120,Ouo 120,000 Receipts Total 192,433 541,651 120,000 120,000 120,000 120,000 1,214,084 433500 Traffic ',no Lights 192,432 541,651 120,000 120,000 120,000 120,000 1,214,083 Expense Total 192,432 541,651 120,000 120,000 120,000 120,000 1,214,083 3816 - Traffic Calming Annual appropriation for providing traffic calming. 393150 Road Use Tax 9D, 927 50,301 30,OOD 30,000 30,ODD 30,OD0 261,20.8 Receipts Total 90,927 50,301 30,000 30,000 30,000 30,000 261,228 433500 Traffic Ong Lights n7,609 50,301 30,000 30,000 30,000 301000 257,910 434710 Roads 31318 3,318 Expense Total 90,927 50,301 30,000 30,000 30,000 30,000 261,228 3821 - Overwidth Paving /Sidewalks Annual appropriation for providing extra width pavement on roadways. 393150 Road Use Tax 71,795 301OD0 301000 30,ODD 30,DOD 30,000 221,795 Receipts Total 71,795 30,000 30,000 30,000 30,000 30,000 221,795 434710 Roads 20,548 20,848 434740 Sidewalks 50,947 30,000 30,000 301000 30,000 30,000 200,947 Expense Total 71,795 30,000 30,000 30,000 30,000 30,000 221,795 3822 - Curb Ramps -ADA Biennial appropriati.00 [or the construction of ADA accessible curb ramps. 393150 Road Use Tax 202,298 202,298 393411 From FY13 GO Bonds 50,000 50,000 393412 From 2015 GO Bonds 50,000 50,000 393420 From 11 GO lands 13,931 35,072 49,003 393427 From 201/ C C Bond 50,C00 50,000 Receipts Total 216,229 85,072 50,000 50,000 401,301 434740 Sidewalks 216,230 85,072 5O,C00 50,000 401,302 Expense Total 216,230 85,072 50,000 50,000 401,302 3823 - Brick Street Repairs Annual appropriation for the repair of brick streets :1"11 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Activity Prior Years 2013 2014 2015 2016 2,117 Total 369200 Reiribursement of Damages 24,505 324,269 24,505 393150 Road Use Tax 77,312 20,000 20,000 20,000 A0,000 20,000 177,312 537,142 Receipts Total 101,817 20,000 20,000 20,000 20,000 20,000 201,817 434710 Roads 101,817 20,000 20,000 20,000 20,000 20,000 201,811 Expense Total 101,B17 20,000 20,000 20,000 20,000 20,000 201,817 3824 - Pavement Rehabilitation 500,000 393150 Road Use Tax 3,902,070 6A0,172 400,000 400,000 400,000 Annual appropriation for resurfaCing roadways 313500 ULility Franchise Tax. 324,269 324,269 334900 Other State Grants 545,633 545,633 334910 T -.TOES 537,142 537,142 363150 Copies / Computer Queries 1,345 1,345 369100 Reimb of Expenses 30,355 30,355 393140 General Fund CTP Funding 100,000 100,000 100,000 100,000 100,000 500,000 393150 Road Use Tax 3,902,070 6A0,172 400,000 400,000 400,000 400,000 6,122,248 393220 From Wastewater Operations 23, 9'1 L' 23, 970 393240 From Airport operations 41,228 41,228 393260 Prom Landfill Opc -a Lions 20,020 20,020 393290 From 5to -nwa ter 17,940 17,940 Receipts Total 5,340,B14 823,336 500,000 500,000 500,000 500,000 B,164,150 434710 Roads 5,271,615 '180,930 500,000 500,000 500,000 500,000 9,052,545 520300 Sewer Systems 23,970 23,970 550900 Landfill CapiLat Acquisition /CIP 20,020 20,020 560;00 Airport Capital Acquisition /CIP 41,229 41,229 58021'0 Storm Wafer Mgmt Capital Acquisiti 17,940 17,940 Expense Total 5,271,615 884,088 500,000 500,000 500,000 500,000 8,155,703 3826 - Underground Electrical Facilities Annual average expense to converC ove -head electrical systems to undo - ground. Dubuque StreeC, Riverside Drive, and Gilbert Street a -e currently the priority nor -idors for undergroundina electrical facilities. 313500 Utility Fran c9'_se Tax 98,330 98,330 393140 General Fund CIP e'unding 115,000 175,000 175,000 175,000 700,010 Receipts Total 98,330 175,000 175,000 175,000 175,000 798,330 434110 Roads 175,000 175,000 175,000 175,000 700,000 Expense Total 175,000 175,000 175,000 175,000 700,000 3828 - Sidewalk Infill Annual program to ConstrucL sidewaiks Were gaps exist. 363150 Copses /Computer Queries 340 340 393150 Road Use Ta, 3,250 3,250 393410 From PY12 GC Bonds 100,000 100,000 393411 From PY13 GO Bonds 100,000 100,000 393412 From 2015 GO Bonds 100,000 100,000 353418 From 09 GO Bonds 991660 99,660 391419 From 10 CO Fonds 100,000 100,000 393420 F -om 11 GO Bonds 28,53n 71,462 100,000 393427 From 2017 G 0 Bond 100,000 100,000 Receipts Total 231,78B 271,462 100,000 100,000 703,250 434710 Roads 63 63 134740 Sidewalks 231,725 271,462 100,000 10G,00o 703,187 Expense Total 231,788 271,462 100,000 100,000 703,250 HIII] CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Activity -i'1 or Years 2013 2014 2015 2016 2019 Total 3830 - Alley Assessment This project will include new concrete paving and storm sewer for one block of alley. The cost of this projecL will bs assessed to the adjacent properly owners. 393910 Misc Transfers In 121,000 1811000 362"000 Receipts Total 181,000 181,000 362,000 434910 Roads 121,000 191,000 362,000 Expense Total 181,000 181,000 362,000 3834 - Burlington /Madison Intersection and Median This project will reccnstruct Lhe irfLersecLion of nurlingtcn and Madison to add turn lanes on Madison, signal improvements, and the replaCcUlen- 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 Rccrea Lion Center and future growth. 324610 University of lowa 70D,OD0 700,000 334900 Other Stain Grants 400,000 400,000 393150 Road _Ise Tax 53,774 53,774 393210 From Water Operations 84,154 39,595 123,]49 393419 From 10 CO Bonds 192 289,808 290,000 Receipts Total 138,120 329,403 1,100,000 1,567,523 434710 Roads 138,120 289,202 1,100,000 1,527,922 53o30U Water DistribuLion System 39,595 39,595 Expense Total 138,120 329,403 111001000 1,567,523 3840 - Burlington /Clinton Intersection Improvements Thus project will reconstruct the inLCrsec Lion of Darlington 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 propo.scd for compleLion during construction of the voxman Music Building and Clapp Recital Fall. 393210 PTcm Water Opera Lions 100,000 1CO3C00 393412 From 2015 GO Bonds 110401000 1,040,000 Receipts Total 1,140,000 1,140,000 434/10 Roads 1,040,000 1,040,000 5303300 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. 365100 Reimb of Expenses 2,625 2,625 393150 Road Use Tax 171,902 25,000 25,DOD 25,000 25,000 25,000 296,902 Receipts Total 174,527 25,000 25,000 25,000 25,000 25,000 299,527 434710 Roads 174,527 25,000 2S100D 25,000 25,000 25,000 295,527 Expense Total 174,527 25,000 25,000 25,000 25,000 25,000 299,527 :[171 Activity CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Prior Years 2013 2014 2015 2,1G 2017 Total 3849 - Brick Street Reconstruction This project will reconstruct one block of brick street and will include comcletc 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 PY12 CC funds 290,000 230,000 39342E From FY1G GO bonds 400,000 400,000 393427 From 2017 C 0 Bond 400,000 400,000 Receipts Total 290,000 400,000 400,000 1,090,000 434710 Roads 290,000 400,000 400,000 1,090,000 Expense Total 290,000 400,000 400,000 1,090,000 3854 - American Legion Road Scott Blvd to Taft Ave Reconstruct road to urban standards and include an 8- sidewalk. 341500 Rev Fee -Sdwlk /Paving 27,425 2/,425 393427 From 2017 G 0 Band 4,800,000 4,800,000 Receipts Total 27,425 4,800,000 4,827,425 434710 Roads 4,800,000 4,800,000 Expense Total 4,800,000 4,800,000 3868 - Mormon Trek Blvd - Right Turn at Benton & 3 Lane Conversion This project will install a right turn lane from northbound Mormon Trek to eastbound Benton Street. The existing four lane section from Rohret Read to Cameron Way will be. converted to a three lane section and necessary signal modifications will be made. 393150 Road Use Tax 5001000 5001000 Receipts Total 500,000 500,000 434/10 Roads 500,000 500,000 Expense Total 500,000 500,000 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 2,423,000 2,423,000 393150 Road Use Tax 8911S5 8911S5 193410 From FY12 GO Bonds 2,190,000 2,190,000 393412 Front 2015 GO Bonds 2,250,000 2,250,000 393413 From FY14 GO Bonds 1,000,000 1,000,000 393417 From o8 GO Bonds 230,0,0 230,000 393418 From 09 CC Bonds 36,164 463,816 500,000 Receipts Total 355,939 2,653,816 1,000,000 4,673,000 8,682,755 434710 Roads 08,772 2,190,000 1,000,000 4,673,000 7,931,772 434920 Bridge Construction 287,167 463,816 750,983 Expense Total 355,939 2,653,816 1,000,000 4,673,000 9,692,755 :1IP.3 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Activity Prior Ycars 2013 2014 2015 201E 2019 ToLal 3910 - Bridge Maintenance /Repair Annual appropriation for Lhe repair and minor maintenance of bridge.;. 393150 Read Use Tax 221,806 60,000 60,000 &0,000 60,000 60,000 521,606 Receipts Total 221,806 60,000 60,000 60,000 60,000 60,000 521,806 434300 Streets Cleaning Programs 4,152 4,152 434720 Bridge Construction 217,654 60,000 60,000 601DOo 60,000 60,000 511,654 Expense Total 221,806 60,000 60,000 60,000 60,000 60,000 521,806 3921 - Interstate 80 Aesthetic Improvements Landscaping and aesthetic treatments in the Interstate 80 corridor. The objetLive of this project is to mitigate the vi.suai impact of the addition of a third lane to 1 80 and to provide cohesive and pleasing feel to the Iowa City corridor. Local funds are proposed for design, outside funding is proposed for implementation. i34900 Other State Grants 100,000 100,000 200,000 336130 Cora L✓i11c 15,838 19,638 393150 Road Use Tax 20,102 20,102 393413 From 1,'Y14 GO Bonds 30,000 30,000 Receipts Total 39,940 130,000 100,000 269,940 434720 Bridge Construction 35,540 130,000 100,000 269,940 Expense Total 39,940 130,000 100,000 269,940 3930 - Dubuque St /I -80 Pedestrian Bridge 'Phis project will construct a pedestrian bridge along Dubuque Street over L 80, and extendthe trail north along Cubuque Street to the Butler Bridge- Portions of this project will ze constructed with the TDOT's project to reconfigure this interchange. 331300 Federal Grants 500,000 435,000 935,000 393410 From FY12 GO Bonds 3,572 376,422 380,000 393411 From FY13 GO Bonds 460,000 460,000 393413 From PY14 CO Bonds 325,000 325,000 Receipts Total 3,572 1,336,428 760,000 2,100,000 434920 Bri.dce Construction 3,S72 1,336,426 9 &0,000 2,100,000 Expense Total 3,572 1,336,428 760,000 2,100,000 3957 - Vehicle Wash System at Public Works Facility -S Gilbert St Construct an automated vehicle. ✓ash system for large vehlc Les and prow'!de .sash racks for the manual cleaning of large vehiclea at the 5o Gilbert St Public Works P'acili Ly. 393420 From 11 GO Bonds 12,601 27,393 40,000 393426 From FY15 GO bonds 700,000 7001000 Receipts Total 12,607 27,393 700,000 740,000 434/30 Other PW Capital Accuisition /DIP 12,607 27,393 700,000 740,000 Expense Total 12,607 27,393 700,000 740,000 3961 - West Side Levee Project Phis project will construct a levee along the wesi side of the Iowa River between McCollister Blvd. and the CRANDIC railroad bridge. :CIF;] ACtivlty CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Prior Years 20 -3 2014 2015 2016 201'/ Total 334900 otner State Grants 79,101 3,720,n99 1,0 U0,U00 500,000 4,800,000 393410 From FY12 GO Bonds 151,062 248,938 400.000 Receipts Total 230,163 3,969,637 1,000,000 350,000 5,200,000 434/10 Roads 72 393413 From PY14 GO Bonds '12 414730 other PW Capital Acquisi U on /CIP 230,U91 4,037,415 1,070,809 74,664 98,615 5,491,594 350,000 Expense Total 230,163 4,037,415 1,070,809 74,664 78,615 5,491,666 3962 - East Side Levee Project 5001000 500,000 500,000 1,917,311 This project will construct a levee along the, east side o'_ the Iowa River Erom 1,917,318 Owy 6 to the rail-oad tracks to protect Gilbert Street and the surrounding area from 1- boding. 334900 Other State Grants 82,660 2,81 /,332 2,900,000 393410 From FY12 GO Bonds 100,000 100,000 393415 From 06 GO Bonds 41,518 41,518 Receipts Total 124,186 100,000 2,817,332 3,041,518 434930 Other PW Capital Acquisition /CIP 117,029 100,000 2,017,332 3,034,351 Expense Total 117,029 100,000 2,817,332 3,034,361 3971 - CBD Streetscape Project This project includes Lhe development and implemenLaLlon of a streetscape plan the downtown area, including the Pedestrian Plaza. It is expected that a study will commence in FY13 and that a phased implementation will begin in PY14 393170 '1'ransfcrs frog, TIP Districts 500,000 500,000 1,000,000 393410 From PY12 CO Bonds 67,318 57,318 393411 From FYi3 CO Ponds 350,000 350,000 393413 From PY14 GO Bonds 500,000 500,000 Receipts Total 67,318 350,000 500,000 500,000 500,000 1,917,318 434130 Other PW Capital Acquisition /C1P 57,318 350,OU0 5001000 500,000 500,000 1,917,311 Expense Total 67,318 350,000 500,000 500,000 500,000 1,917,318 3972 - Refuse Building This project will construct a new So1'_d Waste building with offices, lockers & neetinq rooms, and storage areas. This project is necessary to replace outdated facilities and allow for the relocation of the Public Works Operations from the Riverside give site to the South Gilbert Street Facility, which is a prerequisite for redevelopment of the Riverside [wive site. 393426 From FY16 CO bonds 700,000 700,000 Receipts Total 700,000 700,000 434730 other PW Capital Acquisition /CIP 700,000 7U0,000 Expense Total 700,000 700,000 3973 - Traffic Engineering Building This project will construct a new Trartic engineering building with a tech room work bench, sign shop, materials & equipment storage, and vehicle parking. This project is necessary to replace outdated facilities and facilitate the relaocation of the Public Works operations form the Riverside Drive site to the .South Cilbert Street Facility and Ls a prerequisite to redevelopment of the Riverside Drive site. :f[1] CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Activity Prior Years 2013 2014 2015 2016 2017 Total 393426 From FY16 CO bonds 700,000 700,00C Receipts Total 700,000 700,000 434 /30 Other PW Capital Acqul S L on /CTP 7"0,000 ']00,000 Expense Total 700,000 700,000 3974 - Riverside Drive Pedestrian Tunnel Construct a pedestrian tunnel through the railroad overpass on Lhe west_ side of Riverside Drive. 393170 Transfers from TIN Districts 217,000 217,000 434,000 393426 From FY16 GO bonds 110001030 1,000,000 Receipts Total 217,000 1,217,000 1,434,000 434730 Other PW Capital Acquisition /CiY 35,OOC 217,000 1,217,000 1,469,000 Expense Total 35,000 217,000 1,217,000 1,469,000 4130 - Parks Annual Improvements /Maint. Annual approprlal,ion -or maintenance and improvmenus in parks. FY08 includes $700,000 for potential trails allocation by City Council. 334900 Other State Grants 13,936 13,936 362100 Contrib 5 Donations 19,127 19,127 369100 Reimb of Expenses 4,635 4,635 39341) From FY12 GO Bonds 200,000 200,000 39341.1 Frnm FY13 GO Bonds 194,590 200,000 394,590 393412 From 2015 GC Bonds 140,882 60,032 220,882 393413 From PY14 GO Bonds 80,000 80,000 353414 From 05 GO Bonds 400,000 400,000 39341.6 From 07 GO bonds 200,000 200,000 393417 From 08 GO Bonds 200,000 200,000 393418 From 09 GO Bonds 61,954 61,954 3934'9 From 10 GO Bonds 73,701 73,701 393420 From 11 GO Bonds 7,511 96,467 103,978 393426 From PY16 GO bonds 80,000 80,000 393427 From 2017 G 0 Bond 80,000 801003 Receipts Total 1,316,336 496,467 80,000 80,000 80,000 80,000 2,132,803 441820 Parks Operations 6 Main Lenance 34,669 34,669 441870 Parks Capital Acquisition /CIP 1,281,057 496,467 80,000 80,000 80,000 80,000 2,097,524 Expense Total 1,315,726 496,467 80,000 801000 801000 80,000 2,132,193 4136 - Hickory Hill Park Safe /Restroom Construct a saferoom /restrcom and replace oldest pedestrian bridge in 5ickcry Bill Park, approximately 50'. A federal_ hazard miLigation grant of $172,000, state grant of $23,003 and our share of this project will be $34,030. 334810 State Disaster Assistance 1951000 195,000 334900 Other State Grants 810 610 393413 From FY14 GO Bonds 34,000 34,000 393414 From 05 GO Bends 10,810 10,81D 393420 ?rom 11 GO Bonds 3,792 145,398 149,190 Receipts Total 15,412 145,398 229,000 389,810 441870 Parks Capital Acquisition /CTP 15,412 145,394 229,000 389,810 Expense Total 15,412 145,398 229,000 389,810 411 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Activity Prior Years 2013 2014 2015 2016 2011 fetal 4137 - Frauenholtz- Miller Park Development Develop newly acquired parkland on Lower West Branch Rd adjacent to St. Patrick's church site. 369100 Reimb of Expenses 16,650 16,650 393426 From FY16 Go bonds 223,000 223,000 Receipts Total 16,650 223,000 239,650 441890 Barks Capital Acquisition /CIP 16,650 223,000 239,650 Expense Total 16,650 223,000 239,650 4145 - Cemetery Resurfacing Resurlace specified roadways within Oakland Cemetery as part of the city -wide biennial asphalt resurfacing program. 35341.0 From FY12 GO Bonds 50,000 50,000 393413 From PY14 GO Bonds 50,000 50,000 393419 From 10 GO Bonds 46,398 3,602 50,U00 393426 Prom P'Y16 GO bonds 50,000 50,000 Receipts Total 46,398 53,602 50,000 50,000 200,000 441870 Parks Capital Acquisirion /CIP 96,500 53,602 50,000 50.000 iS0,102 Expense Total 96,500 53,602 50,000 50,000 250,102 4153 - Soccer Park Improvements 'Phis project provides for the continued dovclopmcnt and improvement to the Iowa City Kickers Soccer Park. Planned l.mprovements include a system of trails to enhance accccslbi tiny, and to create a more park -like a_mosphere in the open space areas of the facility. 393416 From 07 GO Bonds 13,914 13,914 3934x6 From P'Y16 GO bends 2S0,000 250,000 Receipts Total 13,914 250,000 263,914 441890 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 or the Iowa River extending from Peninsula Park(and Thornberry Cog Park) towards waterworks Prairie Pari<. The trail will access to trail users, including persons with disabilities. This project also includes interpretive signage and benches. The 2,950 linear feet 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 appliod for and granted for 62U0,000. 334900 Other State Grants 200,000 200,C00 Receipts Total 200,000 200,000 441890 Parks Capital Acquisition /CIP 200,000 200,000 Expense Total 200,000 200,000 4177 - Lower City Park Secondary Access Road Fxtend the Lower City Park Access Road along ball diamonds and into Normandy Drive to create a secondary access road for better Crai -lic ]'low and emergency access. MN Activity CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation P, r" Years 2013 2314 2015 2uie 2011 Tot,l 393413 From FY14 GO Bonds 270,000 210,000 393420 From 11 GC tends 126 122 Receipts Total 128 270,000 270,128 441870 Parks Cap cal Acquisition /CIP 128 f70,000 270,126 Expense Total 128 270,000 270,128 4178 - Normandy Drive Restoration Project Design and development of parkland in Lhe Normandy Drive areas where housing ha been removed due ro flooding. This project is a two year phased project and will also include the rcpurposina of the Ned Ashton (louse. 391411 From FY13 GO Bonds 409,050 409,050 353413 From YY14 GO Bonds 409,051 409,051 393420 From 11 GO Bonds 12,454 1.2,454 Receipts Total 12,454 409,050 409,051 830,555 441810 Parks Capital Acquisition /CIP 12,454 409,051 409,050 830,555 Expense Total 12,454 409,051 409,050 830,555 4179 - Sand Prairie Enhancement 393426 From FY16 GO bonds 273,000 2731000 Receipts Total 273,000 273,000 441870 Parks Capital Acquisition /CIP 273,000 273,000 Expense Total 273,000 273,000 4180 - Fairmeadows Park Restroom and Splash Pad Th'a project consists of a restrcom that will be build adjacent to the new splash pad. The splash pad will be funded by a $330,0000 Community DcvclopinenC Block Grant. 331100 Federal Grants 330,000 330,000 393413 From PY14 GO Bonds 95,000 95,000 Receipts Total 425,000 425,000 441470 Parks Capital Acquisition /CIP 425,000 42x,000 Expense Total 425,000 425,000 4181 - Master Park Plan and Construction Develop a master plan for parks and construct facilities at an older park. 393413 From F'Y14 00 Bonds 250,000 250,000 Receipts Total 250,000 250,000 441270 Parks Capital Acquisition /CTP 250,000 250,000 Expense Total 250,000 250,000 4203 - Pedestrian Bridge Rocky Shore to Peninsula Construct pedestrian bridge over the Iowa River to connect the low, River Trail to the Pen lnsuia 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 393426 From FY16 GO bonds Receipts Total 413 1,240,000 1,240,000 260,000 260,000 1,500,000 1,500,000 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Activity 441880 frail Construction Expense Total 4206 - Intra -City Bike Trails Prior Years 2013 2014 2015 2016 Annual appropriation for the construction or repair of bike trails. 393150 Road Use Tax 393411 From FY13 GC Bonds 393412 From 2015 GO Bonds 393413 From FY14 GC Bonds 393426 From FY16 GO bonds 393127 From 201/ G O Bond Receipts Total 441970 Parks Capital Acquisition /C1P 441880 'trail Construction Expense Total 1,500,000 1,500,000 2019 Total 1,500,000 1,500,000 68,110 650,000 650,000 Receipts Total 650,000 650,000 68,110 650,000 50,000 Expense Total 650,000 650,000 4322 - Willow Creek /Riwanis Park Master Plan and Splash Pad 501000 This project will have the Parks & Recreation Department develop a master plan 50,000 for the 50,000 50,000 360,000 350,000 Receipts Total 50,000 350,000 4418/0 Parks Capital Acquisition /CIP 350,000 350,000 501000 350,000 50,000 4328 - Library Public Space Remodelling Implementation of consultants' recommendations to improve public use areas of 50,000 50,000 68,110 50,000 50,000 50,000 50,000 50,000 318,110 2,362 393140 General Fund CIP Funding 2,886 2,886 393411 From FY13 GO Bonds 100,000 2,3G2 65,748 50,000 50,000 50,000 50,000 50,001, 315,/48 68,110 50,000 50,000 50,000 50,000 50,000 318,110 4321 - City Park Master Plan & Pool Upgrade This project will bring City Park Pool into compliance with the Americans with Disabli'itl.es Act by the removal of the wading pool and construction of a splash pad. The project also includes an expansion of the '' -awn area surround-rig the pool to allow for more seating and picnic areas. In addition, we will conduct a Park Master Plan to ensure the lung term stability of this park area and amenities. The pool improvements are estimated at $575,000 and the park master plan is estimated to cost $75,000. 393413 From FY14 GO Bonds 650,000 650,000 Receipts Total 650,000 650,000 446100 Culture & Recreation Capital Aceui 650,000 650,000 Expense Total 650,000 650,000 4322 - Willow Creek /Riwanis Park Master Plan and Splash Pad This project will have the Parks & Recreation Department develop a master plan for these two parks and include the construction f a Splash Pad for the residents on the west side of Iowa City. 393412 From 2015 GO Bonds 360,000 350,000 Receipts Total 350,000 350,000 4418/0 Parks Capital Acquisition /CIP 350,000 350,000 Expense Total 350,000 350,000 4328 - Library Public Space Remodelling Implementation of consultants' recommendations to improve public use areas of the library, including improved efficiency or public service desks, additional . self - service options, and a new teen space. 362100 Ccntrib & Donations 100,000 100,000 200,000 393140 General Fund CIP Funding 2,886 2,886 393411 From FY13 GO Bonds 100,000 100,000 393413 From PY14 GO Bonds 100,OCo 100,000 Receipts Total 2,886 200,000 200,000 402,886 442/00 Library Capital Acquisition /C1P 2,9RG 200,000 2001000 402,886 Expense Total 2,886 200,000 200,000 402,886 414 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Activity Friar Years 2013 2014 2015 2016. 2017 Total 4329 - Recreation Center Phase 2 Improvements 393426 From FY16 GO bonds 225,000 22S,D00 Receipts Total 225,000 225,000 44SIDO Culture & Recreation Capital Acqui 225,ODD 225,000 Expense Total 225,000 225,000 4406 - Fire Apparatus Vehicles scheduled for -eplacement within, this plan are: PY12 Spartan Engine $634,000 PY13 Beatty F_ous, $ 60,000 FY13 Pumper $634,OOD FY16 Pumper( #355) $734,000 369100 Reimb of Expenses 134,355 134,355 392360 Sal, of Equipment 360,000 360,000 393410 From FY12 GO Bonds 634,000 634,000 393411 From FY13 GO Bonds 694,000 694,000 393415 From O6 GO Bonds 1,624,000 1,624,000 393,116 From 0'/ CO Bonds 44/,156 447,156 393417 From 09 GO Ponds 948,102 8481102 393418 From D9 GO Bonds 509,000 509,000 393420 From 11 CO Bonds 293,905 293,905 393426 From FY16 GO bonds 734,000 734,000 Receipts Total 4,216,518 1,328,000 734,000 6,278,518 422800 Fire Capital A,yuis Ltion/C1P 4,216,518 1,328,00D '/34,OOD 6,278,518 Expense Total 4,216,518 1,328,000 734,000 6,278,518 4411 - Fire SCBA /Air System Replacement Rcplacin5 aging Self Contained Brcathiny Apparatus (SCBA.) and air cylinders in FY14. 393413 From FY14 GO Bonds SS0,000 550,000 Receipts Total 550,000 550,000 422800 Fire Capital Acquisition/CIp 550,000 550,000 Expense Total 550,000 550,000 4422 - Animal Shelter Repl PW 3039 This project will relocate the Animal Shelter to a site outside the floodplain. Federal Emergency Management Agency (FEIN) will fund a building of equivalent sii.e to the existing building. Acd Lticnal space and feature=_ will be funded locally. 331200 FEhIA Reimbursements 1,274,537 1,274,537 334810 State Disaster Assistance 141,615 141,615 362100 Contrib & DonaCions 119,902 4901000 609,902 392600 Tnsurance Recoveries 65,741 65,741 393410 From FY12 CO Bonds 700,000 700,000 393910 Mise Transfers In 295,021 295,027 Receipts Total 480,670 700,000 1,906,152 3,086,822 423400 Animal Control Capital Acquisition 97,501 1,063,169 1,906,152 3,086,822 Expense Total 97,501 1,083,169 1,906,152 3,086,822 :11M Activity CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Prier Years 2013 2C14 2015 2016 2017 'feral 4513 - Riverfront Crossings Redevelopment The priority of FY14 is to begin the master plan of Lhe riverfrent park and trail, including bank stabillza Lin,. The planning will be done cencuren Lly with the BurlingUon Street Dam study. 334900 Other State Gr -anus 42,299 42,299 393170 Transfers from TIF Czstricts 143,407 143,40/ 39341_0 From PY12 CO Bonds 200,000 200,000 3934]l From FY13 CO Bonds 200,000 200,000 393412 From 2015 CO Ronde 200,000 200,000 393413 From PY14 GO Bonds 200,C00 200,000 393420 From 11 GO Bonds 86,927 113,073 200,000 393426 From PY16 GO bonds 200,000 200,000 Receipts Total 129,226 513,073 343,407 200,000 200,000 1,385,706 459000 Community 4 F,con Delp CIP 107,027 535,272 200,00C 200,000 200,000 1,242,299 Expense Total 107,027 535,272 200,000 200,000 200,000 1,242,299 4514 - Towncrest Redevelopment Bevin public elements of the Towncrest Redevelopment Plan, Budget Ior FY13 includes the MDK project$950k= ($625kGeneral Fund;$325k -FY12 GO Bonds). Budget for FY14 includes the 3 Diamond Project $675k= ($100k -FY13 GO Bonds:S2001t-FY14 GO Bondsrand $3751,-FY14 20 Bonds). 393140 Cencral Fund CIP Funding 625,000 625,000 393170 Transfers from TIF DisLriaLS 93,370 93,370 393410 From FY]2 GG Bonds 400,000 400,000 393411 From FY13 GO Bonds 200,000 200,000 393412 From 2015 GG Ponds 200,000 200, OOC 393413 From YY14 C0 Bonds 575,000 575,OOC 393420 From 11 GO Bonds 180,556 219,443 399,999 393426 From FY16 CO bonds 200,000 200,000 Receipts Total 180,556 1,444,443 668,370 200,000 200,000 2,693,369 458000 Community & Econ Dvlp CIP 180,556 1;444,443 668,370 20C,000 200,000 2,693,369 Expense Total 180,556 1,444,443 668,370 200,000 200,000 2,693,369 4609 - Burlington St Dam This study will examine the modification of the BurlingLOn Street Cam to addres public safety concerns, improve riverbank stability, improve fish hablLa L,and create recreation opportunities. 331100 Federal Grants 60,000 6C,000 334900 Other State Grants 152,OOC 99,000 251,000 393140 Ceneral Fund CIr Funding 9,000 49,000 5B,C00 Receipts Total 221,000 148,000 369,000 458000 Community & Coon Dv:p CIP 221,000 148,000 369,000 Expense Total 221,000 148,000 369,000 4704 - City Hall -Other Projects Annual appropriaLion for improvements to City Hall. 393410 From PY12 CO Bonds 141,300 141,300 393411 From PY13 GO Bonds 116,400 11.6,400 393412 From 2015 CG 5onds 164,040 164,040 393412 From FY14 GO Bonds 244,165 244,165 311 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Project Summary by Name - Presentation Activity 393416 From 07 CC Ponds 353417 From OB GC Bonds 393418 From 09 CC Ponds 353419 From 10 GO Bonds 393420 From 11 GO Pond, 393426 From FY16 GO bonds 39342/ From 2017 G 0 Pond Receipts Total 410,200 General Government Capital Acquisi Expense Total Prior Years 2013 2014 2015 2016 125,001 650,000 650,000 Receipts Total 8,437 41,553 650,000 419200 General Government Capital Acquisi 12,443 37,557 Expense Total 650,000 65D,OOD 50,000 Phase I web based plan /document workflow system that SD,000 citizens /architects /developers to initiate and complete plan (building,site,lcgal docs,etc) submission, reviews, 60,000 145,881 436,820 244,165 164,040 50,000 257,602 236,820 244,165 164,040 50,00D 257,608 436,820 244,165 164,040 50,000 4712 - ERP Software - Finances and HR /Payroll Implement nca payroll and human resources software. 369100 Feimb of B'xpeuscs Receipts Total 20,001 20,000 2017 Total 125,001 50,000 000 =0,oeo 000 90 000 50,000 50,000 50,D00 1,09D,906 50,000 1,202,633 50,000 1,202,633 CC 20,000 419200 Genera]. Government Capital Acquisi 424,104 579,727 93,225 96,729 102,041 1,296,024 Expense Total 424,104 579,787 93,425 96,727 102,041 1,296,084 4716 - Geographic Informations System Software Procure and install a geographical Intormatiou system that would provide an interactive reterenc ed database for City faclliicies From infrastructure records to permitting, with crime and acc'.dent data also included. Annual operating expenses For this system will be in the range of $150,000 to $200,000. 393412 From 2015 GO Ponds 650,000 650,000 Receipts Total 650,000 650,000 419200 General Government Capital Acquisi 6501000 6501000 Expense Total 650,000 65D,OOD 4719 - Projectdox Quickstart Phase I web based plan /document workflow system that allows citizens /architects /developers to initiate and complete plan (building,site,lcgal docs,etc) submission, reviews, and approval. Phase II includes Public Works, Planning, City Clcrk, and Fire Departments. 419200 General Government Capital Acquisi 191,000 1151000 306,000 Expense Total 191,000 115,0DO 306,00D Report Receipts Total 28,220,321 74,808,331 54,656,555 45,823,372 14,698,20D 27,842,600 246,049,37 Report Expense Total 27,149,250 76,516,611 48,199,872 34,426,118 15,326,492 27,842,600 229,460,94 °.fll CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Projects by Funding Source - Receipts Detail Project 2013 2014 2015 2016 2017 Utility Franchise Tax 3803 Lower Muscatine - Kirkwood to Fi 350,000 Total: 350,000 Federal Grants Inverted Siphon Sewer Pipes 180,000 3055 Transit Facility Relocation 324,125 16,000,000 3135 South Wastewater Plant Expansi 11,000,000 11,000,000 3425 FAA Runway 7 Grading /Obstr Mit 165,908 320,400 3427 Runway 7 Parallel Taxiway Grad 777,377 3264 3428 Runway 7 -25 Parallel Taxiway P 2,088,000 Animal Shelter Repl PW 3039 3430 Apron Reconstruction & Connect Total: 1,550,400 3442 Runway 12 -30 Obstruction Mitig 3624 518,795 3443 Airport Equipment Shelter Burlington /Madison Intersectio 289,940 3444 Rehab Runway 7/25 &12/30 FAA #1 149,514 State Disaster Assistance 3446 Airport Perimeter Rd 239,970 3454 Airport Master Plan 137,750 3603 Lower Muscatine - Kirkwood to Fi 1,720,000 3809 Iowa City Gateway Project (Dub 9,528,329 3671 1st Ave /IAIS RR Crossing Impro 2,423,000 3925 Dodge St /I -80 Pedestrian Bridg 1,300,000 3930 Dubuque St /I -80 Pedestrian Bri 500,000 435,000 4180 Fairmeadows Park Restroom and 330,000 4203 Pedestrian Bridge Rocky Shore 1,240,000 4219 Scntt Park Development & Trail 416;159 4428 Police Crime Lab 27,525 4609 Burlington St Dam 60,000 Total: 27,732,812 12,421,545 3,973,400 1,529,940 16,239,970 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 360,000 3282 Collector Well 44- Hazard Mitig 320,400 3283 Plant Site Well House Source P 426,750 3264 Silurian Well 44- Hazard Mitiga 27,000 4422 Animal Shelter Repl PW 3039 1,274,537 Total: 2,201,215 1,274,537 University of Iowa 3624 Riverside Dr & Arts Campus Ste 500,000 3634 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 40,000 3282 Collector Well #4- Hazard Mitig 35,600 3283 Plant Site Well House Source P 142,250 3284 Silurian Well 44- Hazard Mitiga 9,000 4136 Hickory Hill Park Safe /Restroo 195,000 4422 Animal Shelter Repl PW 3039 141,615 Total: 282,664 336,615 aP.3 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Projects by Funding Source - Receipts Detail Project 2013 2014 2015 2016 2017 Other State Grants 3135 South Wastewater Plant Expansi 400,265 4,051,310 3437 Hangar L 6 Units 9I110IOW300 172,395 3450 FY12 Airport Electrical Rehab 125,403 3451 Rehabilitate Terminal Building 21,574 3452 Install Taxiway & Utility Line 90,525 3453 Rehabilitate Terminal Building 75,000 3802 Moss Ridge Road 1,750,000 3811 Sycamore St- Highway 6 to City 460,000 3814 Traffic Signal Projects 61,000 3834 Burlington /Madison Intersectio 400,000 3911 Iowa River Power Dam Pedestria 13,457 3919 Rochester Avenue Bridge 657,232 3921 Interstate 80 Aesthetic Improv 100,000 100,000 3961 West Side Levee Project 3,720,899 1,000,000 3962 East Side Levee Project 2,817,332 3964 Rocky Shore Lift Station /Flood 6,265,551 4152 Terry Trueblood Recreation Are 1,740,973 4160 Iowa River Corridor Trail -Peni 200,000 4217 Butler Bridge Pedestrian Trail 440,000 4221 Terry Trueblood Rec Area Trail 180,000 4512 420th Street Industrial Park 1,056,200 4609 Burlington St Dam 152,000 99,000 Total: 15,632,474 7,000,310 3,517,332 I -JOBS 3135 South Wastewater Plant Expansi 1,207,765 4407 Fire Station 44 100,000 Total: 1,307,765 Johnson County 4217 Butler Bridge Pedestrian Trail 70,000 Total: 70,000 Other Local Governments 3803 Lower Muscatine - Kirkwood to Fi 405,654 Total: 405,654 Contrib & Donations 4152 Terry Trueblood Recreation Are 550,000 4328 Library Public Space Remodelli 100,000 100,000 4422 Animal Shelter Repl PW 3039 490,000 Total: 650,000 590,000 Housing Rents 3803 Lower Muscatine - Kirkwood to Fi 12,960 Total: 12,960 Bond Sales 3050 FY15 Parking Revenue Bonds 12,000,000 3180 2014 Sewer Revenue Bonds 7,000,000 Total: 7,000,000 12,000,000 :1R CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Projects by Funding Source - Receipts Detail Project 2013 2014 2015 2016 2017 Sale of Buildings 3803 Lower Muscatine - Kirkwood to Fi 300,000 Total: 300,000 General Fund CIP Funding 3824 Pavement Rehabilitation 100,000 100,000 100,000 100,000 100,000 3826 Underground Electrical Facilit 175,000 175,000 175,000 175,000 4407 Fire Station #4 100,000 4512 420th Street Industrial Park 528,100 4514 Towncrest Redevelopment 625,000 4609 Burlington St Dam 9,000 49,000 Total: 1,362,100 324,000 275,000 275,000 275,000 Road Use Tax 3816 Traffic Calming 50,301 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 620,178 400,000 400,000 400,000 400,000 3843 RR Crossings- City Wide 25,000 25,000 25,000 25,000 25,000 3868 Mormon Trek Blvd - Right Turn 500,000 3910 Bridge Maintenance /Repair 60,000 60,000 60,000 60,000 60,000 Total: 805,479 565,000 565,000 1,065,000 565,000 Local Option Taxes 3135 South Wastewater Plant Expansi 12,116,491 3809 Iowa City Gateway Project (Dub 17,287,451 2,400,000 Total: 29,403,942 2,400,000 Transfers from TIF Districts 3803 Lower Muscatine - Kirkwood to Fi 94,382 3971 CBD Streetscape Project 500,000 500,000 3974 Riverside Drive Pedestrian Tun 217,000 217,000 4513 Riverfront Crossings Redevelop 143,407 4514 Towncrest Redevelopment 93,370 Total: 94,382 236,777 717,000 717,000 Misc Other Operating Transfers 4718 City Hall Camera Upgrade 6,072 Total: 6,072 From water Operations 3202 Muscatine (2700 -3400) (Arthur 940,000 3204 Annual Water Main Projects 600,000 600,000 600,000 600,000 600,000 3207 800 - 900 Blocks North Gilbert 60,000 3209 900 -1100 Blks Davenport St & 3 80,000 3211 500 Block Olive Water Main 58,000 3281 Collector Well #3- Hazard Mitig - 400,000 3282 Collector Well #4- Hazard Mitig - 356,000 3283 Plant Site Well House Source P - 100,000 3284 Silurian Well #4- Hazard Mitiga - 36,000 3295 ERP - Utility Billing Software 62,631 3297 Utility Asset Management Softw 83,592 3298 Rochest Ave Ground Storage Res 75,000 3803 Lower Muscatine - Kirkwood to Fi 945,000 :YA] CITY OF IOWA CITY, IOWA CAPTTAL TMPROVEMENT PROJECTS Projects by Funding Source - Receipts Detail Project 2013 2014 2015 2016 2017 3811 Sycamore St- Highway 6 to City 100,000 3834 Burlington /Madison Intersectio 39,595 3840 Burlington /Clinton Intersectio 100,000 3925 Dodge St /I -80 Pedestrian Bridg 510,209 Total: 2,662,027 600,000 700,000 600,000 600,000 From Wastewater Operations 3101 Annual Sewer Main Projects 500,000 500,000 500,000 500,000 500,000 3134 Inverted Siphon Sewer Pipes 155,255 3135 South Wastewater Plant Expansi 1,890,000 3137 North River Corridor Trunk Sew 660,000 3,740,000 3295 ERP - Utility Billing Software 224,000 3803 Lower Muscatine- Kirkwood to Fi 320,000 3824 Pavement Rehabilitation 23,970 3925 Dodge St /I -80 Pedestrian Bridg 400,000 4512 420th Street Industrial Park 606,414 Total: 4,779,639 4,240,000 500,000 500,000 500,000 From Parking Operations 3004 Parking Facility Restoration R 220,000 3009 Parking Facility and Enforceme 526,478 900,000 3011 Elevator Upgrades 45,000 3012 Iowa City Multi -Use Parking Fa 550,000 4718 City Hall Camera Upgrade 45,484 Total: 1,386,962 900,000 From Airport Operations 3437 Hangar L 6 Units 9I110IOW300 399,943 3450 FY12 Airport Electrical Rehab 25,500 3452 Install Taxiway & Utility Line 15,975 3453 Rehabilitate Terminal Building 27,000 3824 Pavement Rehabilitation 41,228 4718 City Hall Camera Upgrade 4,620 Total: 514,266 From Refuse Operations 3295 ERP - Utility Billing Software 56,000 Total: 56,000 From Landfill Operations 3316 Eastside Recycling Center 275,000 3320 2011 Landfill Acquisition (17 453,850 3321 Reconstruct FY09 Landfill Cell 4,000,000 3322 Hebl Road Improvements 500,000 3824 Pavement Rehabilitation 20,020 4718 City Hall Camera Upgrade 8,836 Total: 4,757,706 500,000 From Stormwater 3295 ERP - Utility Billing Software 56,000 3803 Lower Muscatine - Kirkwood to Fi 250,000 3824 Pavement Rehabilitation 17,940 Total: 323,940 421 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Projects by Funding Source - Receipts Detail Project 2013 2014 2015 2016 2017 From FY12 GO Bonds 500,000 3428 Runway 7 -25 Parallel Taxiway P 53,400 3626 First Avenue Storm Sewer Impro 315,388 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 376,426 3961 West Side Levee Project 248,938 3962 East Side Levee Project 100,000 4130 Parks Annual Improvements /Main 200,000 4145 Cemetery Resurfacing 50,000 4222 Highway 1 Sidewalk /Trail -River 829,721 4406 Fire Apparatus 634,000 4422 Animal Shelter Repl PW 3039 700,000 4427 Fire Station #1 Kitchen Remode 121,395 4428 Police Crime Lab 76,225 4429 Police Station Master Remodeli 192,756 4430 Police Breakroom /Restroom Remo 54,980 4513 Riverfront Crossings Redevelop 200,000 4514 Towncrest Redevelopment 400,000 4704 City Hall -Other Projects 141,300 4718 City Hall Camera Upgrade 54,975 From Total: 7,989,506 From FY13 GO Bonds 3802 Moss Ridge Road 500,000 3803 Lower Muscatine - Kirkwood to Fi 375,000 3809 Iowa City Gateway Project (Dub 1,080,000 3814 Traffic Signal Projects 200,000 3822 Curb Ramps -ADA 50,000 3828 Sidewalk Infill 100,000 3930 Dubuque St /I -80 Pedestrian Bri 460,000 3963 Taft Speedway Levee Project 149,640 3970 Warm Storage Building, Napoleo 178,250 3971 CBD Streetscape Project 350,000 3975 Williams St Reconstruction 540,000 4130 Parks Annual Improvements /Main 200,000 4152 Terry Trueblood Recreation Are 2,000,000 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 4719 Projectdox Quickstart 306,000 Total: 8,657,181 From 2015 GO Bonds 3430 Apron Reconstruction & Connect 81,600 3806 Harrison Street Reconstruction 500,000 3808 Park Road 3rd Lane Improvement 1,440,000 3809 Iowa City Gateway Project (Dub 3,000,000 3812 American Legion /Scott Blvd Int 600,000 3814 Traffic Signal Projects 120,000 3822 Curb Ramps -ADA 50,000 3828 Sidewalk Infill 100,000 3840 Burlington /Clinton Intersectio 1,040,000 :11% CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Projects by Funding Source - Receipts Detail Project 3871 1st Ave /IAIS RR Crossing Impro 4130 Parks Annual Improvements /Main 4206 Intra -City Bike Trails 4322 Willow Creek /Kiwanis Park Mast 4513 Riverfront Crossings Redevelop 4514 Towncrest Redevelopment 4704 City Hall -Other Projects 4716 Geographic Informations System Total: 2013 2014 2015 2016 2017 2,250,000 80,000 50,000 350,000 200,000 200,000 164,040 650,000 10,875,640 From FY14 GO Bonds 700,000 3442 Runway 12 -30 Obstruction Mitig 27,305 3454 Airport Master Plan 7,250 3802 Moss Ridge Road 1,250,000 3809 Iowa City Gateway Project (Dub 2,000,000 3814 Traffic Signal Projects 120,000 3871 1st Ave /IAIS RR Crossing Impro 1,000,000 3921 Interstate 80 Aesthetic Improv 30,000 3930 Dubuque St /I -80 Pedestrian Bri 325,000 3971 CBD Streetscape Project 500,000 4130 Parks Annual Improvements /Main 80,000 4136 Hickory Hill Park Safe /Restroo 34,000 4145 Cemetery Resurfacing 50,000 4177 Lower City Park Secondary Acce 270,000 4178 Normandy Drive Restoration Pro 409,051 4180 Fai.rmeadows Park Restroom and 95,000 4181 Master Park Plan and Construct 250,000 4206 Intra -City Bike Trails 50,000 4321 City Park Master Plan & Pool U 650,000 4328 Library Public Space Remodelli 100,000 4411 Fire SCBA /Air System Replaceme 550,000 4513 Riverfront Crossings Redevelop 200,000 4514 Towncrest Redevelopment 575,000 4704 City Hall -Other Projects 244,165 Total: 8,816,771 From 07 GO Bonds 3811 Sycamore St- Highway 6 to City 700,000 4152 Terry Trueblood Recreation Are 208,409 4222 Highway 1 Sidewalk /Trail -River 120,000 4404 Radio System Upgrade and Migra 54,040 4712 ERP Software- Finances and HR /P 391,986 Total: 1,474,435 From 08 GO Bonds 3626 First Avenue Storm Sewer Impro 1,125,000 3803 Lower Muscatine - Kirkwood to Fi 600,000 4404 Radio System Upgrade and Migra 600,000 4405 Police Records & CA Dispatch 35,636 4704 City Hall -Other Projects 41,563 4712 ERP Software- Finances and HR /P 112,609 Total: 2,514,608 From 09 GO Bonds 3871 1st Ave /IAIS RR Crossing Impro 463,816 3956 Public Works Facility Site Wor 263,712 4163 Napoleon Softball Field Renova 176,183 4404 Radio System Upgrade and Migra 100,000 4405 Police Records & CA Dispatch 500,000 4704 City Hall -Other Projects 37,557 423 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Projects by Funding Source - Receipts Detail Project 4714 Remodel City Hall Lobby and Re Total: From 10 GO Bonds 2013 2014 2015 2016 2017 210,000 1,751,268 3803 Lower Muscatine- Kirkwood to Fi 543,909 3814 Traffic Signal Projects 40,651 3834 Burlington /Madison Intersectio 289,808 3911 Iowa River Power Dam Pedestria 27,500 3925 Dodge St /I -80 Pedestrian Bridg 538,949 3958 Public Works Fuel Facility 658,654 4145 Cemetery Resurfacing 3,602 4404 Radio System Upgrade and Migra 300,000 4704 City Hall -Other Projects 50,000 3919 Total: 2,453,073 From 11 GO Bonds 15,260 3437 Hangar L 6 Units 9I110IOW300 224,540 3450 FY12 Airport Electrical Rehab 20,826 3803 Lower Muscatine - Kirkwood to Fi 1,091,261 3811 Sycamore St- Highway 6 to City 664,308 3814 Traffic Signal Projects 120,000 3822 Curb Ramps -ADA 35,072 3828 Sidewalk Infill 71,462 3911 Iowa River Power Dam Pedestria 100,000 3919 Rochester Avenue Bridge 108,513 3957 Vehicle Wash System at Public 27,393 4130 Parks Annual Improvements /Main 96,467 4136 Hickory Hill Park Safe /Restroo 145,398 4170 Court Hill Park Restroom 50,001 4316 Recreation Center Improvements 160,000 4320 North Market Square Park Redev 5,000 4323 Recreation Center Elevator Rep 10,000 4513 Riverfront Crossings Redevelop 113,073 4514 Towncrest Redevelopment 219,443 4704 City Hall -Other Projects 50,000 Total: 3,312,757 From Sewer Rev Bonds 3135 South Wastewater Plant Expansi 7,000,000 Total: 7,000,000 From Pkg Rev Bonds 3012 Iowa City Multi -Use Parking Fa 12,000,000 Total: 12,000,000 From FY16 GO bonds 3443 Airport Equipment Shelter 15,260 3624 Riverside Dr & Arts Campus Sto 500,000 3809 Iowa City Gateway Project (Dub 2,600,000 3814 Traffic Signal Projects 120,000 3849 Brick Street Reconstruction 400,000 3957 Vehicle Wash System at Public 700,000 3972 Refuse Building 700,000 3973 Traffic Engineering Building 700,000 3974 Riverside Drive Pedestrian Tun 1,000,000 4130 Parks Annual Improvements /Main 80,000 4137 Frauenholtz- Miller Park Develo 223,000 4145 Cemetery Resurfacing 50,000 424 CITY OF IOWA CITY, IOWA CAPITAL IMPROVEMENT PROJECTS Projects by Funding Source - Receipts Detail Project 2013 2014 2015 2016 2017 4153 Soccer Park Improvements 250,000 4179 Sand Prairie Enhancement 273,000 4203 Pedestrian Bridge Rocky Shore 260,000 4206 Intra -City Bike Trails 50,000 4329 Recreation Center Phase 2 Impr 225,000 4406 Fire Apparatus 734,000 4513 Riverfront Crossings Redevelop 200,000 4514 Towncrest Redevelopment 200,000 4704 City Hall -Other Projects 50,000 Total: 9,330,260 From 2017 G O Bond 3055 Transit Facility Relocation 4,000,000 3448 Airport Perimeter Rd 12,630 3814 Traffic Signal Projects 120,000 3822 Curb Ramps -ADA - 50,000 3828 Sidewalk Infill 100,000 3849 Brick Street Reconstruction 400,000 3854 American Legion Road Scott Blv 4,800,000 4130 Parks Annual Improvements /Main 80,000 4206 Intra -City Bike Trails 50,000 4704 City Hall -Other Projects 50,000 Total: 9,662,630 Misc Transfers In 3058 Court Street Facility Automati 270,000 Total: 270,000 Misc Transfers In 3830 Alley Assessment 181,000 181,000 Total: 181,000 181,000 Receipts Total: 123,251,28 54,656,555 45,823,372 14,698,200 27,842,600 :Yb7 City of Iowa City Capital Improvements Program Unfunded Projects Project Name Description 1 - Bridges BURLINGTON ST BRIDGE- The south bridge is having a problem with delaminating SOUTH concrete on the bottom side of the arches. 2 F STREET BRIDGE This project involves the removal and replacement of the existing corrugated metal arch bridge with a larger bridge. 3 FOURTH AVENUE BRIDGE This project will replace the bridge over the South Branch 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 existing triple corrugated metal pipe culvert with a bridge. 5 SECOND AVENUE BRIDGE This project will replace the bridge over Ralston Creek at Second Avenue and will include sidewalks. 6 SIXTH AVENUE BRIDGE 7 THIRD AVENUE BRIDGE 2 - Streets 8 BENTON STREET - ORCHARD TO OAKNOLL 9 DODGEST - GOVERNOR TO BOWERY 10 DUBUQUE RD PAVING - BRISTOL TO DODGE This project involves the removal and replacement of the existing twin box culvert with a larger bridge. This project will replace the bridge over the South Branch of Ralston Creek at Third Avenue. This is a capacity related improvement identified by the Arterial Street Plan. Street reconstruction and storm sewer improvements. Reconstruct and upgrade to urban cross sections. 11 EMERALD STREET This project will diamond grind all of Emerald Street to DIAMOND GRINDING remove the slab warping that interferes with the use of this street by fire trucks. 12 FOSTER RD- DUBUQUE TO This project will pave this portion of Foster Road and PRAIRIE DU CHIEN extend the sanitary sewer. 13 GILBERT / US 6 INTERSECTION LEFT TURN LANES 14 GILBERT ST IAIS UNDERPASS Reconstruct the intersection of Gilbert & US 6 to include dual left turn lanes on Gilbert St. This project relocates the sidewalks of the Gilbert St. underpass at the IAIS Railroad. The sidewalks are moved further from the street and existing erosion problems are addressed. arz1 Unfunded Amt FY14 $1,236,000 $773,000 $773,000 $927,000 $773,000 $773,000 $773,000 $5,150,000 $10,712,000 $1,339,000 $212,000 $2,472,000 U SCI $327,000 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 MELROSE - WEST - 218 /CITY Reconstruct and improve street to urban design standards. LIMITS 20 MORMON TREK - ROHRET This project will install left turn lanes on Mormon Trek Blve RD INTERSECTION at the Rohret Road intersection. The necessary modification to the traffic signals will be made. 21 MORMON TREK - BENTON This project will install continuous two way left turn lane STREET TO CAMERON from Benton Street to Cameron Way. This project will WAY include reconstruction of the pavement, box culvert, and traffic signal modifications. 22 MYRTLE/ RIVERSIDE Signalization of intersection based on warrants. The INTERSECTION project will also include paving improvements. (Part of Riverfront Crossings - West(Riverside Drive) URA). 23 NORMANDY /MANOR Raising this intersection should provide reliable access to INTERSECTION ELEVATION the residents during floods. This project is contingent on outside funding 24 NORTH GILBERT ST This project will reconstruct the 900 block of North Gilbert PAVING Street to improve the pavement form a chip seal to concrete pavement with curbs, gutters, and sidewalks. 25 OAKDALE BLVD This project would construct an extension north across 1 -80 to a new intersection with Iowa Hwy 1. 26 OAKDALE BLVD -HWY 1 TO This project would construct Oakdale Blvd from Hwy 1, PRAIRIE DU CHIEN RD west to Prairie Du Chien Road. 27 PENINSULA SECONDARY This project will establish a more reliable access to the ACCESS ROAD 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. :11IN $812,000 $9,167,000 $1;236,000 $12,463,000 $3,914,000 $500,000 $2,700,000 $900,000 $1,100,000 $743.000 $15,000,000 $8,240,000 $3,183,000 City of Iowa City Capital Improvements Program Unfunded Projects 28 RIVERSIDE DRIVE Streetscape improvements on Riverside Drive between STREETSCAPE Myrtle Avenue and US Hwy 6. Project includes consolidation of driveways, undergrounding of utilities, installing sidewalks and landscaping. (Part of Riverfront Crossings - West(Riverside Drive) URA). 29 ROHRET RD Project will reconstruct Rohret Rd to urban standards. IMPROVEMENTS - LAKESHORE TO LIMITS 30 S GILBERT ST Reconstruction from Benton Street to Stevens Drive, This IMPROVEMENTS project does not include improvements to the Gilbert St. ! REDESIGN & Highway 6 intersection. (Part of the Riverfront Crossings DEVELOPMENT amendment to City- University URA). 31 SOUTH ARTERIAL AND Construction of a south arterial street and bridge over the 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 . 32 SYCAMORE -CITY LIMITS Reconstruct Sycamore to arterial standards from City limits TO'L' to the Sycamore L. Storm sewer, sidewalk improvements and bike lanes are included. 33 SYCAMORE -HWY 6 TO DEFOREST 34 TAFT AVENUE 3 - Transportation Services This project involves additional lanes to improve capacity Herbert Hoover Hwy to 420th Street. 35 ROCK ISLAND RAILROAD Preparation of Old Rock Island Railroad Depot for Amtrak DEPOT RESTORATION service, including platform construction, lighting, utilities, passenger informations display, ticketing kiosks, canopy, warming shelter, signage, parking, and accessibility improvements. (Part of the Riverfront Crossings amendment to City- University URA). 4 - Ped & Bike Trails 36 CITY PARK TRAIL This project calls for the replacement of the old section of 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. 37 CITY PARK TRAIL LIGHTING Install pedestrian lighting on the trail system in City Park. 38 HICKORY HILL PARK TRAIL This project realigns the existing trail system into a more REDESIGN & conducive and eco- friendly configuration while also DEVELOPMENT redesigning the bridges to withstand flash flooding and water erosion in bothe the North and South parts of the Park 428 $2,320,000 $1,813,000 $4,326,000 $15,987,000 $2,472,000 $1,236,000 $17,399,000 $5,381,000 $319,000 $254,000 $1,000,000 City of Iowa City Capital Improvements Program Unfunded Projects 39 HWY 1 SIDEWALK / TRAIL Construct a 10 foot wide sidewalk along IA Hwy 1 between Sunset Street and Mormon Trek Boulevard. 40 HWY 6 TRAIL - Extend existing trail along Hwy 6 between Broadway to BROADWAY /SYCAMORE Sycamore Streets. 41 HWY 6 TRAIL - SYCAMORE Extend existing trail along Hwy 6 between Sycamore Street TO LAKESIDE and Lakeside Drive. 42 IA RIVER TRAIL - BENTON Relocate a portion of Iowa River Corridor Trail between ST /HWY 6 Benton Street and Clinton Street , approximately 1,500 feet. Project would relocate this portion of the trail from a high truck traffic location in front of City Carton , to along the river in back of City Carton. (Part of the Riverfront Crossings amendment to City- University URA). 43 IA RIVER TRAIL- Continue the River Trail project from Benton St., along the BENTON /STURGIS west bank, through Sturgis Ferry Park, and construct a pedestrian /bicycle bridge over the Iowa River to connect with the existing trail on the east bank, near Napoleon Park. (Part of Riverfront Crossings - West(Riverside Drive) URA). 44 IRC -ELKS PROPERTY Construction of a trail along the Iowa River Corridor (IRC) on the south side of the Elks property. 45 LINN ST PED Installation of pedestrian and streetscape improvements in IMPROVEMENTS walkway next to Van Allen Hall between Iowa Avenue and Jefferson Street. 46 N DISTRICT NATURE TRAIL Construct a trail along Williams pipeline easement from Bristol Drive to Dubuque Street. 47 SAND LAKE TRAIL (Behind Develop a walking /biking trail around Sand Lake (behind Hills Bank) Hills Bank) to tie in with existing Iowa River Trail and the Highway 6 Trail. 48 SHIMEK SCHOOL / FOSTR Construct a trail north of Shimek School to future Foster RDEXTTRAIL Road. 49 WILLOW CREEK TRAIL - Construct a trail from Willow Creek Drive, under Highway PHASE III One, around perimeter of airport, to connect with Iowa River Corridor (I RC) Trail. 50 WILLOW CREEK TRAIL- Connect Willow Creek Trail from its current west terminus 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 TRUNK SEWER North Branch Dam to Scott Boulevard. :Y0] $678,000 $2,588,000 $1,855,000 $129,000 $2,320,000 $927,000 $392,000 $348,000 $464,000 $870,000 $2,814,000 $3,860,000 City of Iowa City Capital Improvements Program Unfunded Projects 52 NORTHEAST TRUNK Reconstruction of an under -sized sewer through the $5,221,000 SEWER northeast neighborhoods. Highway 218. This facility will serve development west of 53 NORTH WASTEWATER Demolish and remove the NWWTP facility and prepare site $6,000,000 PLANT DECOMMISSIONING for parkland or redevelopment. This project will preserve This project will repair a box culvert that carries Ralston $348,000 REPAIRS the Admin and Filter buildings and prepare them for 59 N BRANCH BASIN Aerial mapping done for the update to the flood plain maps $135,000 repurposing. All other structures will be removed to 2 feet revealed that sedimentation has consumed a portion of the SEWER below grade. (Part of the Riverfront Crossings amendment Park. to City - University URA). 54 ROHRET SOUTH SEWER This project would extend the 30" sanitary sewer along $1,160,000 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 $1,391,000 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 $1,545,000 STORAGE RESERVOIR storage reservoir including pumping facilities. Land acquisition is complete. 7 - 5tormwater 57 CARSON LAKE REGIONAL Construction of a regional storm water management facility $1,160,000 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 $348,000 REPAIRS Creek under Iowa Avenue. 59 N BRANCH BASIN Aerial mapping done for the update to the flood plain maps $135,000 EXCAVATION revealed that sedimentation has consumed a portion of the SEWER capacity of the facility. This basin is located in Hickory Hill Park. 60 NO NAME ROAD STORM This project will construct a storm sewer to intercept runoff $450,000 SEWER that enters the northwest corner of the Idyllwild development and route it along the west edge of the subdivision to the Iowa River. Low flows will continue along the existing storm sewer route to keep a fresh water supply to the ponds within Idyllwild. 61 OLYMPIC COURT Stormsewer retrofit to relieve localized flooding from $464,000 STORMWATER stormwater runoff. 62 SUNSET ST STORM The area just north and south of Kineton Green, east of $440,000 SEWER Sunset, has experienced back yard flooding and drainage problems. :1911] City of Iowa City Capital Improvements Program Unfunded Projects 8 - Parks & Recreation 63 OUTDOOR ICE RINK/ Construct outdoor ice rink suitable for figure skating or SKATE PARK hockey. During warm weather rink could be used as skate park. (Part of the Riverfront Crossings amendment to City - University URA). 64 PARK SHELTER Replace Creekside and Happy Hollow Shelter /Restroom IMPROVEMENTS buildings. 65 REC CENTER EXPANSION Expand the Robert A. Lee Community Recreation Center; 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 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 & PARK Receation Master Plan. 68 SCANLON ELEVATED Construct an elevated running /walking track in the Scanlon RUNNING /WALKING TRACK Gym facility. 69 SOCCER PARK POND 70 WATERWORKS PARK HOSPICE MEMORIAL 71 WEST SIDE PARK 9 - Other Projects Construct a pond at Kickers Soccer Park to accommodate a field irrigation system. Develop a parklike Hospice Memorial area in Waterworks Prairie Park for passive enjoyment/contemplation. Acquire and develop land for a major new park in the west part of the city, as recommended in the Parks & Recreation Master Plan. 72 BURLINGTON STREET Construct the Burlington Street median from Gilbert Street MEDIAN to Madison Street. Project includes relocation of water and sewer utilities. This project will require a traffic signal preemption system. (Part of the Riverfront Crossings amendment to City - University URA). 73 CEMETERY MAUSOLEUM Construction of a mausoleum. 74 CHAUNCEY SWAN FOUNTAIN 75 POLICE EVIDENCE STORAGE FACILITY 76 FIBER OPTIC SYSTEM This project involves the reuse of components of the old City plaza fountain. Construction of a permanent evidence storage facility. This project connects outlying City buildings onto the fiber optic backbone, greatly increasing data transmission capacity. 431 $1,591,000 $185,000 $5,797,000 $16,000,000 $328,000 $933,000 $358,000 $115,000 $1,804,000 $1,973,000 $405,000 $129,000 $929,000 $405,000 City of Iowa City Capital Improvements Program Unfunded Projects 77 FIRE STATION #1 Relocate and expand / modernize Central Fire Station #1. $11;593,000 RELOCATION 78 FIRE STATION #5 Construction of Fire Station #5 in the South Planning $2,898,000 District. 79 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning $2,898,000 District. 80 FIRE TRAINING FACILITY This project will construct a state of the art fire training $1,031,000 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. (Part of the Riverfront Crossings amendment to City- University URA). 81 FLOOD BUYOUTS This project will provide funds for the purchase of houses in $530,000 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 $2,122,000 STABILIZATION PROJECT of locations throughout the city that have experienced significant erosion after the 2008 Flood. (Part of the Riverfront Crossings amendment to City- University URA.) 83 EQUIPMENT Construction of new Equipment Maintenance Facility at the $9,454,000 MAINTENANCE FACILITY So. Gilbert St. Public Works site, replacing the existing facility at Riverside Dr. (Part of the Riverfront Crossings amendment to City- University URA). 84 STREETS AND WATER Construct new building at the So. Gilbert St. Public Works $6,869,000 DISTRIBUTION FACILITY site to accommodate the Streets, Traffic Engineering, Refuse, and Water Distribution Divisions. 85 RIVERSIDE DRIVE This project includes methane abatement, excavation, and $2,527,000 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. (Part of Riverfront Crossings - West(Riverside Drive) URA). 86 SUMMIT ST. HISTORIC Streetscape and intersection elements through Summit $302,000 PLAN Street Historic District. 87 TRAFFIC SIGNAL PRE- This project will install a city -wide Geographic Information $1,221,000 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: $ 251,581,000 asra