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HomeMy WebLinkAbout2013-07-18 Info PacketI - 7k- T4 CITY COUNCIL INFORMATION PACKET CITY OF IOWA CITY wJuly 18, 2013 ww.icgov.org IPI Council Tentative Meeting Schedule JULY 23 WORK SESSION IP2 Work Session Agenda IP3 Memo from Community Development Planner: FY15 Aid to Agencies Allocation Process IP4 Memo from City Attorney: Referendum Seeking Repeal of Ordinance No. 10-4388, which changed the bar -entry age from nineteen (19) to twenty-one (21) IP5 Memo from Adm. Asst. to the City Manager: Review of the City's Draft Succession Plan IP6 Memo from City Clerk: KXIC Radio Show IP7 Pending Work Session Topics MISCELLANEOUS IP8 ICAD Group Annual Meeting IP9 Article from City Manager: Dubuque to Convert One Ways to Two Way Streets IP10 Copy of Press Release: City's FY2014 Adopted Budget Now Available on Website IP11 City Quarterly Investment Report (April 1 to June 30, 2013) DRAFT MINUTES IP12 Housing And Community Development Commission: June 20 IP13 Human Rights Commission: June 18 IP14 Police Citizens Review Board: July 8 FY2014 Adopted Budget & FY2014-2016 Financial Plan: [Distributed to Council on 7/23/13] t- � wam CITY COUNCIL INFORMATION PACKET IQ CITY OF IOWA CITY www.icgov.org July 18, 2013 IPI Council Tentative Meeting Schedule JULY 23 WORK SESSION I I132 Work Session Agenda I133 Mem from Community Development Planner: I34 Memo fr City Attorney: Referendum Seeki changed a bar -entry age from nineteen (1 IPS Memo from AXAsst.o the City Manager: F IP6 Memo from CXIC Radio Show IP7 Pending WoTopics I138 ICAD Group Annual Meeting IP9 Article from City Manager: Dut I1210 Copy of Press Release: City's IPI 1 City Quarterly Investment RE FY2014 Adopted Budget & Fj IP12 Housing And Comm IPI 3 Human Rights Comi IP14 Police Citizens Revi 5 Aid to Agencies Allocation Process speal of Ordinance No. 10-4388, which twenty-one (21) N of the City's Draft Succession Plan MISCRLLANEOUS E t Convert One Ways to Two Way Streets 114 A ted Budget Now Available on Website (April 1 to une 30, 2013) L-2016 Financ I Plan: [Distributed to Council on 7/23/13] I DIZ7= M Development Commission: J on: June 18 Board: July 8 = GNAW ,� ..MId - �`� �o CITY COUNCIL INFORMATION PACKET CITY OF IOWA CITY www.icgov.org July 18, 2013 IP1 Council Tentative Meeting Schedule JULY 23 WORK SESSION IP2 Work Session Agen IP3 Memo from Commun\Reend ment Planner: FY15 Aid t Agencies Allocation Process IP4 Memo from City Attorendum Seeking Repe of Ordinance No. 10-4388, which changed the bar-ennineteen (19) to tw my -one (21) IP5 Memo from Adm. Asty nager: Revie of the City's Draft Succession Plan IP6 Memo from City Clerdio Sh wIP7 Pending Work Sess IP8 ICAD Group Annual Meeting IP9 Article from City Manager: Duk IP10 Copy of Press Release: City's IP11 City Quarterly Investment MISCEL&AKEOUS to Convert One �l H 4 Adopted Budge (April 1 to June 30, DRAFT MINUTES to Two Way Streets ow Available on Website 13) IP12 Housing And Community Development Commission: June 20 IP13 Human Rights Commission: June 18 IP14 Police Citizens Review Board: July 8 3 *,�,-..,r:.� City Council Tentative Meeting Schedule�P�� W .t Subject to change July 18, 2013 ia CITY OF IOWA CITY Date Time Meeting Location Tuesday, July 23, 2013 5:00 PM Work Session Meeting Emma J. Harvat Hall Consultation with Planning & Zoning 7:00 PM Special Formal Meeting Emma J. Harvat Hall Monday, July 29, 2013 4:30 PM Joint Meeting/Work Session North Liberty Tuesday, August 6, 2013 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Emma J. Harvat Hall Tuesday, August 20, 2013 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Emma J. Harvat Hall Tuesday, September 3, 2013 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Emma J. Harvat Hall Tuesday, September 17, 2013 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Emma J. Harvat Hall Tuesday, October 1, 2013 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Emma J. Harvat Hall Tuesday, October 15, 2013 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Emma J. Harvat Hall Tuesday, November 12, 2013 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Special Formal Meeting Emma J. Harvat Hall Tuesday, November 26, 2013 Noon-6PM Strategic Planning TBA Tuesday, December 3, 2013 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Emma J. Harvat Hall Tuesday, December 17, 2013 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Emma J. Harvat Hall MT`r-?r-fr� � r 1 I�� CITY OF IOWA CITY 410 East Washington Street Iowa City, Iowa 52240-1826 (319) 356-5000 (319) 356-5009 FAX www.icgov.org City Council Work Session Agenda (revised) July 23, 2013 5:00 PM Emma J. Harvat Hall - City Hall 410 E. Washington Street ■ Consultation with Planning & Zoning - spacing between drinking establishments [# 4e] ■ Questions from Council re Agenda Items ■ Council Appointments [# 9] ■ FY15 Aid to Agencies Allocation Process [IP #3] ■ Discuss petition related to bar entry age [IP # 4] ■ Review of Succession Plan [IP # 5] ■ Information Packet Discussion [June 20, 27, July 3, 10, 17] ■ Council Time [IP # 6] ■ Meeting Schedule ■ Pending Work Session Topics [IP # 7] ■ Upcoming Community Events/Council Invitations IP2 i" N-111, CITY OF IOWA CITY 410 East Washington Street Iowa City. Iowa 52240-1826 (319) 356-5000 (3 19) 356-5009 FAX WWW.Icgov.org City Council ork Session Ag nda Jul 23, 2013 5: PM Emma J. Harva Hall - Cit He 410 E. Washi ton Str et ■ Questions from Council re Agenda Items ■ Council Appointments [# 91 ■ Consultation with Planning & Zoning re spacing a en drinking establishments [# 4e] ■ Review of Succession Plan [IP # 5] ■ Information Packet Discussion [June 20, 27/July 3, 10, 1 ■ Council Time ■ Meeting Schedule ■ Pending Work Session Topics [IP # 7 ■ Upcoming Community Events/Cou it Invitations r , .�. CITY OF IOWA CITY - IP3 ®� MEMORANDUM Date: July 8, 2013 To: Thomas M. Markus, City Manager From: Tracy Hightshoe, Community Development Planner Re: FY15 Aid to Agencies Allocation Process Introduction: The City annually budgets financial aid to human service agencies serving Iowa City residents. At the May 14, 2013 City Council work session, City Council directed community development staff to formulate recommendations on guidelines for the allocation of Aid to Agency funding. History/Background: Johnson County human service agencies request funding from United Way, Johnson County and the cities of Iowa City and Coralville on one application. For the past three years, the Housing and Community Development Commission (HCDC) has reviewed and formulated a funding recommendation for the applications requesting Iowa City funds under the United Way Joint Funding process. To date, there has been no guidance from City Council on how HCDC should allocate the funds. Discussion of Solutions: Community Development staff met with a committee of HCDC members to formulate guidelines for the allocations of these funds and presented their recommendations to the full commission on June 20, 2013. Staff supports the recommendations approved by a majority of HCDC members as stated below. 1) A letter will be sent to all previous recipients indicating that FY15 funding will not be based on the amounts received in prior years. Funds will be awarded based on how well the agency meets the needs prioritized in the City's Consolidated Plan (a.k.a. CITY STEPS). The Joint Funding Application Guide will also include this information for Iowa City applicants. 2) The City will give priority to applications that are innovative, collaborative, avoid duplicative services and/or support long term fiscal sustainability. 3) The minimum allocation awarded will be $5,000. 4) At least 80% of the total funding will go to applications that meet one or more of the CITY STEPS high priority needs as identified below. To be considered meeting a specific need, at least 50% of the agency budget or staff time must be dedicated to meeting this need. Staff may request additional information to support the agency's claim. Applicant can apply for a certain program within the agency; however funding will be based on the program's budget and impact in addressing the need identified. • Crime Prevention and Awareness • Child Care • Youth Services • Financial Literacy • Substance Abuse • Mental Health Services • Life Skills • Employment Training July 11, 2013 Page 2 • Homeless Services - as it relates to housing (maintaining housing — includes emergency rehab. for accessibility, emergency rent/mortgage, security deposits, utility assistance and shelter) 5) Up to 20% of the total funding may go to applications that meet low or medium CITY STEPS needs. 6) Additional questions will be added to the Joint Application or an Iowa City funding supplement: • What other public entities has your organization sought funding from in the last year? • Who are your ongoing funding partners? • How do you address the specific need(s) checked under the CITY STEPS priorities table? • Do you have a fee structure for services? Please explain. Financial Impact: The City annually budgets funds to human service agencies serving Iowa City residents. These funds consist of funds from the General Fund, Community Development Block Grant (CDBG) program and utility user fees. Recommendation: Staff recommends these guidelines for FY15 and subsequent Aid to Agency applications. City of Iowa City _ MEMORANDUM-. Date: July 17, 2013 To: City Council f1 From: Eleanor M. Dilkes, City Attorney Re: Referendum Seeking Repeal of Ordinance No. 10-4388, which changed the bar - entry age from nineteen (19) to twenty-one (2 1) As you know, on June 29, 2013 the City Clerk certified the above referendum as having the requisite number of signatures. Under the City's Charter this requires the Council to choose between repealing the ordinance and submitting the question to the voters at the regular city election in November 2013. We have scheduled this matter for work session discussion on July 23rd and will need direction from Council so we can place the necessary legislation on the Council's next formal agenda. In addition, while the Iowa Code does not allow the use of public resources for "political purposes" it expressly allows the Council to express an opinion on a ballot issue through the passage of a resolution. If you wish staff to prepare such a resolution for your action please provide that direction at your July 23rd meeting as well. Please give me a call if you have any questions. cc: Tom Markus, City Manager Geoff Fruin, Assistant to the City Manager Marian Karr, City Clerk Sue Dulek, Assistant City Attorney =,"-L MaA CITY OF IOWA CITY MEMORANDUM Date: July 18, 2013 To: Tom Markus, City Manager From: Adam Bentley, Administrative Assistant to the City Manager Re: Review of the City's Draft Succession Plan Introduction The City of Iowa City is in the process of implementing an organizational succession plan to assist with filling key leadership positions within the city organization as current staff migrates to other positions or moves on to retirement. History/Background For the past year, the City of Iowa City has been developing and implementing an organizational succession plan to guide staff with filling key leadership positions within the city. The average city employee is within ten years of being retirement eligible for either the Iowa Public Employee Retirement System (IPERS) or the Municipal Fire and Police Retirement System of Iowa (MFPRSI). Currently, nearly one quarter of city employees are currently eligible for public retirement and nearly 40% will be eligible within five years. The succession plan is a comprehensive approach to develop employees internally for leadership positions in the future. The plan outlines actions to integrate organizational values into all job classifications, provide an approach for professional development for those who seek advancement opportunities, and develop a coordinated effort to ensure a strong applicant pool for future. Recommendation No council action is requested at this time. IP5 FY 2013-14 City of Iowa City Succession Plan � I I � I� ,IMMIF1111141411mr. "'WOW, BpW/i x City of Iowa City Updated: July 2013 Background The City of Iowa City establishes this succession plan to coordinate efforts in preparing the City organization for succession and developing internal staff for professional development. The leadership team of the City of Iowa City, consisting of department and division leadership, including the City Manager's Office, jointly developed key employee values aimed at ensuring the future success of the organization. The succession plan integrates the values identified into a process oriented staff development approach. This process deliberately focuses on developing employees for leadership positions within the organization and integrating the organizational values set by the Iowa City Leadership Team. Value Development In developing the succession plan, the general concept explored was twofold: 1. What values does the organization deem critical to the success of the organization and the success of the employee? 2. What values should employees exhibit to ensure the future success of the organization? The City of Iowa City contracted with Inside Results, a cultural assessment and change management company to assist the leadership team with the following: 1. Develop an understanding of current organizational culture; 2. Assist with identifying opportunities and challenges within the current organizational culture; 3. Develop a vision for the future that addresses identified opportunities and challenges; 4. Develop a set of values the organization interprets as critical to the success of the organization and subsequently critical to the values a future employee should exhibit ; 5. Provide assistance in developing an approach to integrate the values and address long term cultural opportunities and challenges within the organization. Participants in the values development process included members of the leadership team of the City of Iowa City. This team included: n7ame Position c -1 Thomas Markus City Manager Geoff Fruin Assistant to the City Manager Adam Bentley Administrative Assistant to the City Manager Rick Fosse Director of Public Works Chris O'Brien Director of Transportation Services Susan Craig Director of the Public Library Kevin O'Malley Director of Finance 1IPage Doug Boothroy Director of Housing and Inspection Services Jeff Davidson Director of Planning and Community Development Marian Karr City Clerk Eleanor Dilkes City Attorney Andy Rocca Fire Chief Sam Hargadine Police Chief Michael Tharp Operations Specialist of the Iowa City Airport Mike Moran Director of Parks and Recreation Linda Kopping Coordinator of the Senior Center Karen Jennings Human Resources Administrator Robert Hardy Cable Television Administrator Stefanie Bowers Human Rights Coordinator The leadership team participated in all components of the process including the cultural assessment, future assessment, staff retreat, debrief, and value eneration. Established Values To assist in the development of the succession plan, the following values were deemed critical values to the organization and the future leaders of the City of Iowa City. The future leaders should exemplify these values: 1. Integrity 2. Communicatii 3. Leadership 4. Inspiration 5. Life -Long Learning 1W -qa, X `%, In determining measures of the prescribed values, the following behaviors are described: Mean what you say Do as you say Be Honest Be Ethical Be Consistent Be Committed Be expressive See the whole picture Provide feedback Take risks Be friendly/open Show passion Be Clear Be Respectful Be Authentic Be Tactful Be Reflective Engage Listen Empower others Don't quit before you Celebrate others start Be Collaborative Be Supportive Encourage others Be Self -Directed Help set the pace Show creativity Be excited about the Find solutions future multiple sources Show faith in your team Seek to learn Be Visionary Evaluate and Embrace new concepts when needed Don't quit before you Share knowledge start Practice what learn 21 Page from adjust you Values Integration Operationalizing the established values by integrating them into components of the overall culture will ensure the values are expressed and incorporated into the organizational culture of the City of Iowa City. Recruitment r� & Selection Employee , New Hire Communications Orientation Coaching & Value Training & Mentoring Integration Development Reward & ^ Performance Recognition / \ Review Succession Process PIannin Recruitment lection 61h The City is committed to promoting the established values and recruiting talented candidates who exhibit and show an aptitude in the characteristics of the established values. New Hire Orientation *% 4 The City is committed to sharing expectations with new employees and informing them of the values of the organizational cultur Training and Development The City is committed to promoting the established values through professional development opportunities. Performance Review Process The City is committed to an evaluation process with the flexibility to account for department or job specific needs but uniform in its evaluation of the employee's demonstration of the established values. 31 Page Succession Plan The City is committed to ensuring the continuity of the established values through the succession planning process. Rewards and Recognition The City is committed to recognizing not only employees who achieve service milestones at the City, but also exhibit the established organizational values. Coaching/Mentoring IN The City is committed to developing employees who wish to advance in their career through establishing and supporting professional development goal VrX Employee Communications AO The City is committed to developing internal communications that promote the organizational values and aim to emphasize the importance of those values within the organization. Succession Plan: The Four Phase Approach The succession plan for the City of Iowa City focuses primarily on internal staff development for key future position vacancies within the organization. The plan is phased into four steps: Step One: Identify Competencies and Values Integration Core competencies and position requirements have been identified through the position description but will be reviewed annually with the supervisor. Additional sources of competency may be emphasized through the succession planning process that will highlight position competencies, responsibilities, duties, tasks, essential job functions, and include organizational values integration. 41 Page Step Two: Employee Development Review The supervisor will meet with each direct report to review development needs and opportunities. The supervisor and employee will determine opportunities for development through a performance review document. The performance review document will be completed and reviewed annually. Goal setting and professional development will be included in the performance review process. Step Three: Ongoing Assessment of Development Activities Supervisors will monitor development activities of employees throughout the review period to assess progress; adjust the development plan and goals as necessary. Step four: Evaluate Succession Opportunities/Challenges Annually Provide an overview of the department staffing and review the opportunities and challenges regarding succession within the department. This discussion will occur during the annual performance review evaluation of the department head with the City Manager. Succession Plan: Identify Competencies and Value Integration At the point of annual review, each supervisor should review each direct report's job competency requirements and ensure the competencies, duties, tasks, and essential job functions are well understood between the supervisor and employee. Utilizing a performance review document, evaluate core position responsibilities, general performance expectations, values integration, performance goals, and development goals. STEP ONE- IDENTIFY/REVIEW Review competencies, duties, tasks, essential job functions of positions with the organization including organizational values. STEP FOUR -SUBMIT TO HUMAN RESOURCES SSubmit performance evaluation to Human Resources for inclusion in the employee's personnel file. STEP TWO- EVALUATE EMPLOYEE Review competencies, duties, tasks, values, and behavior with employee during performance evaluation STEP THREE-ESTABLISH/REVIEW GOALS Review previous rating period goals, set new goals, and review professional development goals. 51 Page Succession Plan: Employee Development Employees interested in and who demonstrate potential for advancing into vacancies within the City will have the opportunity to orient their training and development with the help of the supervisor. These employees, as a part of their performance evaluation, will work with their supervisor to identify the employee's strengths, areas of improvement, and goals through a performance review document. Once the performance evaluation is complete, professional development goals will be established to ensure development goals are achieved during the rating period. When determining the appropriate development goals, the following items should be considered: 61 Page Succession Plan: Assess Development with assistance of the Supervisor During the annual performance review, the supervisor and the employee will review the specific goals set within a performance review document. The performance review will be adjusted to accommodate new goals or modified to address desired changes. This process of setting goals and assessing the outcome will be a fluid and living process. Completion of established development goals will be documented as part of subsequent evaluations and become part of the employee's personnel file Performance r Modify Goals/Set New Goals nnually Succession Plan: Evaluate Overall Succession Opportunities and Challenges During the annual performance review of the department head, the department's development efforts will be reviewed with the City Manager. During this time, the department head will have the opportunity to highlight the opportunities and challenges with regards to succession within the department. IW 71 Page CITY OF IOWA CITY MEMORANDUM Date: July 17, 2013 To: Mayor and City Council From: Marian K. Karr, City Clerk 1` - Re: KXIC Radio Show KXIC offers a City show at 9:00 AM every Wednesday morning. In the past Council has volunteered for dates, and staff filled in as necessary. Please take a look at your calendars and come prepared to help fill in the schedule at your work session on July 23: July 24 — Dickens July 31 — August 7 — August 14 — Dobyns August 21 - Future commitments: September 18 - Dobyns November 27 - Dobyns U: rad ioshowasking. doc IP6 07-18-13 IP7 -' ",.YID®iefflffi CITY OF IOWA CITY PENDING CITY COUNCIL WORK SESSION TOPICS July 17, 2013 July 23, 2013 1. Consultation with Planning and Zoning Commission (spacing between drinking establishments) 2. Review recommendations for changes to the Aid to Agencies allocation process 3. Discuss petition related to bar entry age 4. Review of the Iowa City Succession Plan August 6, 2013 1. Review staff options regarding half priced fares and Sunday service for para -transit users 2. Discuss PCRB member term limits (ad-hoc Diversity Committee Recommendation) Pending Tonics to be Scheduled 1. Discuss concept of a community business attraction and anti -piracy compact 2. Continue the discussion on the sale or dispersion of public housing units 3. Discuss large assembly event permit fees 4. Discuss Gilbert/Highland/Kirkwood neighborhood concerns 5. Review the National League of Cities Institute for Youth, Education and Families report entitled, "City Leadership to Promote Black Male Achievement" (originally distributed in the 5/16/2013 Information Packet 6. Staff overview of the Gateway Project Status and design considerations 7. Discussion of the design parameters for the Gateway Project (must follow #8) IP8 ICAD Group Annual Meeting- August eeting August 29 at the Riverside Casino and Golf Resort In ICAD Group projects alone, the Iowa City area added more than 500 jobs over the past 12 months. As our economy continues to strengthen and grow, workforce remains our number one challenge, our top priority and one of our greatest opportunities. Our focus for FY2014: Winning in Workforce Please join us Thursday, August 29 at the Riverside Casino and Golf Resort for our annual meeting. Tickets are on sale now. Hear from local companies and our educational partners on current workforce strengths and future opportunities that our Creative Corridor region must embrace over next few years. To RSVP, visit www,_icadgroup.com/signmeup or call Sheri at (319) 354-3939. Cost to attend is $40 for ICAD Group 2030 Visionaries and investors, and $45 for the public. Tables of eight are available for $320. Registration, networking and cash bar starting at 5:45 pm, with dinner and program from 6:30-9:00 pm. The meeting is sponsored by the Eastern Iowa Airport. ;* Please let City Clerk know if you are interested in attending 2 KCRG-TV9 I Cedar Rapids, Iowa News, Sports, and Weather I Dubuque to Convert One ... Page 1 of 2 From the City Manager KCRG-TV9 I Cedar Rapids, Iowa News, Sports, and Weather Print this article Dubuque to Convert One Ways to Two Way Streets Originally printed at http://Www.kcrg.comlnews/local/Dubuque-to-Convert-One-Ways-to-Two-Way- Streets-21561 o941.htm1 By Katie Wiedemann July 15, 2013 DUBUQUE, Iowa - If you don't like driving some of Dubuque's one way streets you're in luck because they are about to change. On Monday the city council voted to move forward with plans to convert five one way streets into two way roads. It's happening around the city's Millwork District. Next summer, the city will convert 9th, loth and lith along with Elm and Pine Streets to two way streets, at a cost of nearly $2 million. Tucked away in an old warehouse, surrounded by one way streets, Lora David knows her business, "The Gym", is hard to find. "I think when people go past it they have a hard time getting turned around to come back to it," David said. That's not just an excuse to skip a workout, but the one way streets make it hard for customers to get in and out. "We're trying to improve pedestrian traffic access, bike access and make it less confusing," Dubuque Civil Engineer, Jon Dienst said. Studies indicate drivers don't speed as often on two way streets as they do on one ways. City leaders say safety reins supreme as more pedestrians are using this area. "We are not going to go in and flip all the signs around and all the signals around and say "surprise," Dienst said. The $1.8 million project includes re -painting the street dividing lines, installing fiber OT "MTIT� IP9 http://www.kcrg.com/intemal?st=print&id=215610941 &path=/news/local 7/18/2013 KCRG-TV9 1 Cedar Rapids, Iowa News, Sports, and Weather I Dubuque to Convert One ... Page 2 of 2 optics and changing stop lights. That's a welcome upgrade for David and her customers. "Maybe people driving by who really didn't know where we were located will drop in and say "can I have a tour?", David added. http://www.kerg.com/intemal?st=print&id=215610941 &path=/news/local 7/18/2013 City'S Fy2014 Adopted Budget Now Available On Website A -Z Index Residents Business Govemment visitors ICgov.oro Home ,News Page 1 of 1 City's Fy2014 Adopted Budget Now Available On Website Mr m-Trm Iwim� Posted on Wednesday, July 17, 2013 at 12:11 Contact Information PM Name: Dennis Bockenstedt The City of Iowa City's operating and capital budget for fiscal year 2014 has Email: Send Mail been posted to the City's website for public viewing at www.icaov.org/budcet. Phone: 319/356-5053 The financial documents include the FY2014 budget, which has been approved and adopted by City Council, as well as the three-year FY2014- 2016 financial plan and five-year 2013-2017 capital improvement program, which provide information on long-range financial plans. The budget went into effect on July 1, 2013, and will run through June 30, 2014. The budget focuses on five priorities outlined in the City Council's strategic plan: economic and community development; development of the Downtown and near -Downtown areas; neighborhood stabilization; a strong and sustainable financial foundation; and coordinated communication and customer service efforts. Four separate financial goals were also outlined, including reducing the City's property tax levy rate for the second year in a row, and maintaining the top -tier Moody's Aaa bond rating for the 37th consecutive year. This year's 594 -page document differs from previous year's budgets in its visual presentation and the level of detail provided. Enhancements that were introduced with the FY2013 budget have been further augmented for FY2014, with more in-depth background about each City department, a list of accomplishments and challenges from the previous year, and information for the new fiscal period, including goals, objectives, performance measures, descriptions of projects and expenditures, and what funding sources will be used. The enhanced presentation offers citizens and taxpayers a transparent view of how tax dollars and other sources of revenue are used to support local government, services, and programs. For more information, contact Finance Director Dennis Bockenstedt at 319/356-5053 or e-mail dennis-bockenstedtV-)iowa-city.org. A -Z Index Residents Business Government Visitors IA 52240 Phone (319)356-5000 Citizen Service Center Transit Routes News E-Subscriotions Jobs Calendar Store Contact Information Web Policies City Employee Resources Copyright © 2006-2012 City of Iowa City 410 E Washington St., Iowa City, http://www.icgov.org/apps/news/?newsID=8928 7/17/2013 U7 -1r -?I IN 1 CITY OF IOWA CITY QUARTERLY INVESTMENT REPORT April 1, 2013 to June 30, 2013 Finance Department Prepared by: Brian Cover Senior Accountant OVERVIEW The City of Iowa City's investment objectives are safety, liquidity and yield. The primary objective of the City of Iowa City's investment activities is the preservation of capital and the protection of investment principal. The City's investment portfolio remains sufficiently liquid to enable the City to meet operating requirements that cash management procedures anticipate. In investing public funds, the City's cash management portfolio is designed with the objective of regularly exceeding the average return on the six month U.S. Treasury Bill. The Treasury Bill is considered a benchmark for riskless investment transactions and therefore comprises a minimum standard for the portfolio's rate of return. The rolling average return on the six-month U.S. Treasury Bill for the prior 365 days was 0.14% at 6/30/13. The investment program seeks to achieve returns above this threshold, consistent with risk limitations and prudent investment principles. The rate of return on the City's entire portfolio for the quarter was 0.46% which is 32 basis points higher than the threshold. (See exhibit A) Investments purchased by the City of Iowa City for the fourth quarter of this fiscal year had an average return of 0.25%. Rates on new investment purchases in our operating cash portfolio for the fourth quarter were approximately 1 basis point higher than investments purchased at this time last year. Municipalities in Iowa are still having trouble finding financial institutions willing to accept public funds. The federal funds rate is the interest rate at which banks lend to each other. In the June meeting of the Federal Open Market Committee, the decision was made to keep the target range for the federal funds rate at 0 to 1/4 percent and currently anticipates that exceptionally low levels for the federal funds rate are likely to be warranted at least as long as the unemployment rate remains above 6-1/2 percent. (See exhibit B) The quarterly investment report lists investments by fund, by institution, by maturity date, and investments purchased and redeemed. New official state interest rates setting the minimum that may be paid by Iowa depositories on public funds in the 180 to 364 day range during this quarter were 0.05% in April, 0.05% in May, and 0.05% in June 2013. i a W a0 L'e'a �L vbrr /A . 3 s L L LL- 4'a S N LL A i 4 OL,� a0 OL,Q,a S 01, 0 o �L' o aje�j Isaaaju I CITY OF IOWA CITY INVESTMENTS ON HAND DETAIL LISTING BY MATURITY DATE 6/30/2013 INSTITUTION INVESTMENT PURCHASE MATURITY INVESTMENT INTEREST NAME TYPE DATE DATE AMOUNT RATE IOWA PUBLIC AGENCY INVEST TRUST IPAIT 13 -Jun -02 N/A $ 1,500,000.00 VARIABLE HILLS BANK MONEY MARKET 30 -Mar -10 N/A $ 9,000,000.00 VARIABLE WELLS FARGO SAVINGS 20 -Apr -10 N/A $ 10,000,000.00 VARIABLE WELLS FARGO SAVINGS 20 -Apr -10 N/A $ 15,000,000.00 VARIABLE IPAIT 2008 GO IPAIT 15 -Jul -09 N/A $ 1,895,575.94 VARIABLE IPAIT 2009 C GO IPAIT 12 -Jun -09 N/A $ 882,347.05 VARIABLE IPAIT 2010 B GO IPAIT 12 -Aug -10 N/A $ 2,150,337.55 VARIABLE IPAIT 2011 A GO IPAIT 08 -Jun -11 N/A $ 3,051,202.57 VARIABLE IPAIT 2012 A GO IPAIT 20 -Jun -12 N/A $ 6,845,387.52 VARIABLE AMERICAN BANK & TRUST CD 12 -Dec -08 12 -Dec -13 $ 6,197,315.00 3.750 MIDWESTONE BANK CD 12 -Dec -08 12 -Dec -13 $ 2,000,000.00 4.180 UICCU CD 28 -Jun -10 26 -Jun -15 $ 846,700.00 2.510 UICCU CD 28 -Jun -10 26 -Jun -15 $ 300,000.00 2.510 WELLS FARGO BANK CD 27 -Feb -12 27 -Feb -14 $ 2,112,014.00 0.450 WELLS FARGO BANK CD 27 -Feb -12 27 -Feb -14 $ 450,000.00 0.450 MIDWESTONE BANK CD 13 -Apr -12 01 -Jul -13 $ 2,000,000.00 0.460 UICCU CD 15 -May -12 01 -Jul -13 $ 750,000.00 0.365 UICCU CD 20 -Jul -12 12 -Jul -13 $ 2,000,000.00 0.396 UICCU CD 20 -Jul -12 05 -Jul -13 $ 2,000,000.00 0.376 UICCU CD 20 -Jul -12 19 -Jul -13 $ 2,000,000.00 0.416 MIDWESTONE BANK CD 24 -Aug -12 26 -Jul -13 $ 2,000,000.00 0.410 MIDWESTONE BANK CD 24 -Aug -12 02 -Aug -13 $ 1,000,000.00 0.290 MIDWESTONE BANK CD 24 -Aug -12 09 -Aug -13 $ 2,000,000.00 0.430 MIDWESTONE BANK CD 24 -Aug -12 16 -Aug -13 $ 1,000,000.00 0.310 CR BANK & TRUST CD 24 -Aug -12 01 -Jul -13 $ 2,000,000.00 0.280 MIDWESTONE BANK CD 11 -Sep -12 30 -Aug -13 $ 1,000,000.00 0.300 MIDWESTONE BANK CD 11 -Sep -12 23 -Aug -13 $ 2,000,000.00 0.270 MIDWESTONE BANK CD 11 -Sep -12 06 -Sep -13 $ 2,000,000.00 0.330 MIDWESTONE BANK CD 25 -Oct -12 01 -Jul -13 $ 1,200,000.00 0.260 MIDWESTONE BANK CD 25 -Oct -12 20 -Sep -13 $ 2,000,000.00 0.270 MIDWESTONE BANK CD 25 -Oct -12 27 -Sep -13 $ 2,000,000.00 0.270 MIDWESTONE BANK CD 25 -Oct -12 04 -Oct -13 $ 2,000,000.00 0.300 MIDWESTONE BANK CD 25 -Oct -12 11 -Oct -13 $ 1,000,000.00 0.350 MIDWESTONE BANK CD 25 -Oct -12 18 -Oct -13 $ 2,000,000.00 0.350 UICCU CD 16 -Nov -12 02 -Jan -14 $ 1,000,000.00 0.351 UICCU CD 16 -Nov -12 25 -Oct -13 $ 2,000,000.00 0.296 UICCU CD 16 -Nov -12 01 -Nov -13 $ 2,000,000.00 0.331 UICCU CD 16 -Nov -12 08 -Nov -13 $ 2,000,000.00 0.331 UICCU CD 16 -Nov -12 15 -Nov -13 $ 2,000,000.00 0.331 MIDWESTONE BANK CD 11 -Dec -12 27 -Nov -13 $ 2,000,000.00 0.265 MIDWESTONE BANK CD 11 -Dec -12 22 -Nov -13 $ 2,000,000.00 0.260 MIDWESTONE BANK CD 11 -Dec -12 06 -Dec -13 $ 2,000,000.00 0.270 TWO RIVERS BANK CD 18 -Jan -13 27 -Dec -13 $ 2,000,000.00 0.300 TWO RIVERS BANK CD 18 -Jan -13 01 -Jul -14 $ 1,000,000.00 0.300 TWO RIVERS BANK CD 18 -Jan -13 02 -Jan -14 $ 145,000.00 0.300 UICCU CD 14 -Feb -13 31 -Jan -14 $ 1,000,000.00 0.226 MIDWESTONE BANK CD 14 -Feb -13 07 -Feb -14 $ 2,000,000.00 0.230 MIDWESTONE BANK CD 14 -Feb -13 14 -Feb -14 $ 1,000,000.00 0.240 MIDWESTONE BANK CD 14 -Feb -13 01 -Jul -14 $ 1,000,000.00 0.270 UICCU CD 14 -Mar -13 21 -Feb -14 $ 2,000,000.00 0.227 UICCU CD 14 -Mar -13 28 -Feb -14 $ 2,000,000.00 0.227 UICCU CD 14 -Mar -13 07 -Mar -14 $ 2,000,000.00 0.231 UICCU CD 14 -Mar -13 14 -Mar -14 $ 2,000,000.00 0.231 CR BANK & TRUST CD 12 -Apr -13 01 -Jun -14 $ 2,000,000.00 0.260 CR BANK & TRUST CD 12 -Apr -13 11 -Apr -14 $ 2,000,000.00 0.260 CR BANK & TRUST CD 12 -Apr -13 04 -Apr -14 $ 2,000,000.00 0.220 CR BANK & TRUST CD 12 -Apr -13 28 -Mar -14 $ 2,000,000.00 0.220 CITY OF IOWA CITY INVESTMENTS ON HAND DETAIL LISTING BY MATURITY DATE 6/30/2013 INSTITUTION INVESTMENT PURCHASE MATURITY INVESTMENT INTEREST NAME TYPE DATE DATE AMOUNT RATE MIDWESTONE BANK CD 17 -May -13 09 -May -14 $ 2,000,000.00 0.250 MIDWESTONE BANK CD 17 -May -13 16 -May -14 $ 2,000,000.00 0.270 MIDWESTONE BANK CD 17 -May -13 02 -May -14 $ 2,000,000.00 0.230 IPAIT CD 17 -Jun -13 17 -Dec -13 $ 1,500,000.00 0.270 TOTAL $ 140,825,879.63 CITY OF IOWA CITY INVESTMENT ACTIVITY FOR THE QUARTER ENDED JUNE 30, 2013 INVESTMENTS ON HAND AT 3/31/13 INVESTMENT PURCHASE MATURITY INVESTMENT INTEREST INSTITUTION TYPE DATE DATE AMOUNT RATE PURCHASES 4/01/13 TO 6/30/13 CR BANK & TRUST CD 12 -Apr -13 01 -Jun -14 $ 2,000,000.00 0.260 CR BANK & TRUST CD 12 -Apr -13 11 -Apr -14 $ 2,000,000.00 0.260 CR BANK & TRUST CD 12 -Apr -13 04 -Apr -14 $ 2,000,000.00 0.220 CR BANK & TRUST CD 12 -Apr -13 28 -Mar -14 $ 2,000,000.00 0.220 MIDWESTQNE BANK CD 17 -May -13 09 -May -14 $ 2,000,000.00 0.250 MIDWESTONE BANK CD 17 -May -13 16 -May -14 $ 2,000,000.00 0.270 MIDWESTONE BANK CD 17 -May -13 02 -May -14 $ 2,000,000.00 0.230 IPAIT CD 17 -Jun -13 17 -Dec -13 $ 1,500,000.00 0.270 TOTAL PURCHASES REDEMPTIONS 4/01/13 TO 6/30/13 CR BANK & TRUST CD 29 -Mar -12 31 -May -13 $ (1,000,000.00) 0.380 MIDWESTONE BANK CD 13 -Apr -12 05 -Apr -13 $ (2,000,000.00) 0.330 MIDWESTONE BANK CD 13 -Apr -12 12 -Apr -13 $ (2,000,000.00) 0.370 MIDWESTONE BANK CD 13 -Apr -12 31 -May -13 $ (2,500,000.00) 0.415 MIDWESTONE BANK CD 27 -Apr -12 05 -Apr -13 $ (2,000,000.00) 0.260 MIDWESTONE BANK CD 27 -Apr -12 12 -Apr -13 $ (2,000,000.00) 0.280 MIDWESTONE BANK CD 27 -Apr -12 19 -Apr -13 $ (2,000,000.00) 0.300 MIDWESTONE BANK CD 27 -Apr -12 26 -Apr -13 $ (2,000,000.00) 0.320 UICCU CD 15 -May -12 03 -May -13 $ (2,000,000.00) 0.315 UICCU CD 15 -May -12 10 -May -13 $ (2,00.0,000.00) 0.335 UICCU CD 15 -May -12 31 -May -13 $ (3,000,000.00) 0.355 MIDWESTONE BANK CD 29 -Jun -12 07 -Jun -13 $ (2,000,000.00) 0.305 MIDWESTONE BANK CD 29 -Jun -12 14 -Jun -13 $ (2,000,000.00) 0.355 MIDWESTONE BANK CD 29 -Jun -12 21 -Jun -13 $ (2,000,000.00) 0.405 UICCU CD 16 -Nov -12 03 -Jun -13 $ (2,500,000.00) 0.276 IPAIT (PARTIAL REDEMPTION) IPAIT 13 -Jun -02 N/A $ (1,500,000.00) VARIABLE IPAIT 2007 GO IPAIT 11 -Dec -09 N/A $ (226,538.38) VARIABLE MIDWESTONE BANK CD 25 -Oct -12 01 -Jun -13 $ (2,500,000.00) 0.250 TOTAL REDEMPTIONS $ 160,552,418.01 $ 15,500,000.00 $ (35,226,538.38) INVESTMENTS ON HAND AT 6/30/13 $ 140,825,879.63 CITY OF IOWA CITY INVESTMENTS ON HAND SUMMARY BY FUND FUND TYPE ALL OPERATING FUNDS GENERAL OBLIGATION BOND FUND BOND RESERVE FUND TOTAL CITY OF IOWA CITY INVESTMENTS ON HAND LISTING BY INSTITUTION 6/30/13 6/30/12 INVESTMENT INVESTMENT AMOUNT AMOUNT $117,824,850.63 $142,184,902.99 $ 2,000,000.00 $ 7,635,000.00 $ 21,001,029.00 $ 21,935,937.49 $140,825,879.63 $171,755,840.48 TOTAL $140,825,879.63 $171,755,840.48 6/30/13 6/30/12 INSTITUTION INVESTMENT INVESTMENT DEPOSITORY NAME AMOUNT AMOUNT LIMIT BANK OF THE WEST $ - $ 75,0 0,000.00 BANKER'S TRUST $ - $ - N/A CEDAR RAPIDS BANK & TRUST $ 10,000,000.00 $ 5,000,000.00 $ 20,000,000.00 FARMERS & MERCHANTS SAVINGS BANK $ - $ - $ 15,000,000.00 FIRST AMERICAN BANK $ - $ - $ 35,000,000.00 FREEDOM SECURITY BANK $ - $ - $ 15,000,000.00 HILLS BANK & TRUST $ 9,000,000.00 $ 9,290,781.67 $ 25,000,000.00 IOWA PUBLIC AGENCY INVESTMENT TRUST $ 17,824,850.63 $ 60,884,029.81 N/A LIBERTY BANK $ - $ - $ 25,000,000.00 MIDWESTONE BANK $ 41,200,000.00 $ 63,425,000.00 $100,000,000.00 TWO RIVERS BANK $ 9,342,315.00 $ 9,197,315.00 $ 10,000,000.00 U OF I COMM CREDIT UNION $ 25,896,700.00 $ 10,896,700.00 $ 50,000,000.00 US BANK $ - $ - $ 65,000,000.00 US TREASURY NOTES AND AGENCIES $ - $ - N/A WELLS FARGO BANK $ 27,562,014.00 $ 13,062,014.00 $ 50,000,000.00 WEST BANK $ - $ - $ 35,000,000.00 TOTAL $140,825,879.63 $171,755,840.48 MINUTES PRELIMINARY HOUSING AND COMMUNITY DEVELOPMENT COMMISSION JUNE 20, 2013 — 6:30 PM HELLING CONFERENCE ROOM, CITY HALL MEMBERS PRESENT: Michelle Bacon Curry, Andrew Chappell, Cheryll Clamon, Holly Jane Hart, Jim Jacobson, Christine Ralston, Rachel Zimmermann Smith MEMBERS ABSENT: Scott Dragoo, Charles Drum STAFF PRESENT: Tracy Hightshoe OTHERS PRESENT: None RECOMMENDATIONS TO COUNCIL: Motion to recommend to City Council the Aid to Agency guidelines for FYI and subsequent funding rounds as identified below. Motion passed 6-0-1 (Hart abstaining) 1. A letter will be sent to all previous recipients indicating that FY15 funding will not be based on the amounts received in prior years. Funds will be awarded based on how well the agency meets the needs prioritized in the City's Consolidated Plan (a.k.a. CITY STEPS). The Joint Funding Application Guide will also include this information for Iowa City applicants. 2. The City will give priority to applications that are innovative, collaborative, avoid duplicative services and/or support long term fiscal sustainability. 3. The minimum allocation awarded will be $5,000. 4. At least 80% of the total funding will go to applications that meet one or more of the CITY STEPS high priority needs as identified below. To be considered meeting a specific need, at least 50% of the agency budget or staff time must be dedicated to meeting this need. Staff may request additional information to support the agency's claim. Applicant can apply for a certain program within the agency; however funding will be based on the program's budget and impact in addressing the need identified. • Crime Prevention and Awareness • Child Care • Youth Services • Financial Literacy • Substance Abuse • Mental Health Services • Life Skills • Employment Training • Homeless Services - as it relates emergency rehab. for accessibility, utility assistance and shelter) IP12 to housing (maintaining housing — includes emergency rent/mortgage, security deposits, 5. Up to 20% of the total funding may go to applications that meet low or medium CITY STEPS needs. 6. Additional questions will be added to the Joint Application or an Iowa City funding supplement: HOUSING AND COMMUNITY DEVELOPMENT COMMISSION JUNE 20, 2013 PAGE 2 of 8 • What other public entities has your organization sought funding from in the last year? • Who are your ongoing funding partners? • How do you address the specific need(s) checked under the CITY STEPS priorities table? • Do you have a fee structure for services? Please explain. CALL TO ORDER: The meeting was called to order by Chair Andrew Chappell at 6:30 p.m. APPROVAL OF MAY 7, 2013 MINUTES: Clamon moved to approve with correction. Zimmerman Smith seconded. A vote was taken and the motion carried 6-0-1 with Hart abstaining. PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA: None received. STAFF/COMMISSION COMMENT: Chappell reminded those Commission members whose terms are drawing to a close what the date is for applying. DISCUSS NOTICE OF FUNDING AVAILABILITY AND FUNDING PARAMETERS DUE TO HOME PROGRAM INCOME AND RETURNED CDBG FUNDS Hightshoe explained that due to more than anticipated program income and projects that were unable to proceed, HCDC will have approximately $250,000 available to reallocate this summer. She said $100,000 came back from Isis Investments as they weren't able to purchase a third property; $30,000 came back from Habitat for Humanity who decided to purchase two instead of three properties, and we received about $100,000 in program income when The Housing Fellowship purchased Saratogs Springs, an affordable housing rental property previously assisted with HOME funds. In this funding round, there will be $110,000 in HOME funds and $140,000 in CDBG available. Due to this large amount, Hightshoe stated that the City is unable to wait until next year to allocate. She said the Commission's choices are to fund existing projects that didn't receive full funding, consider new proposals, or fund unfunded applications. She said staff prefers that the Commission fund two -three projects. Zimmermann Smith asked if they could return the money to HUD with the explanation that the Commission has funded the projects they want to fund, and they don't see anything pressing they wanted to do with the rest of the money. Hightshoe said the funds are returned funds from projects unable to proceed or program income from a previously assisted project and technically the City's funds to reallocate to eligible activities. HUD may frown on not utilizing the funds we have to address the needs identified in our Comprehensive Plan. Staff recommends opening up the applications and funding those projects that make an impact and address the City's identified priorities. Jacobson asked if they could fund an underfunded project instead. Hightshoe said they could if an applicant submitted a new application or request for funds. As this is additional money not identified previously in the FY14 Action plan, it would require an Annual Action Plan amendment regardless if new projects or additional funding to existing projects. Several commissioners said they would rather look at new projects. Hart said considering that they had applicants they might have wanted to fund more, she thought perhaps they should limit HOUSING AND COMMUNITY DEVELOPMENT COMMISSION JUNE 20, 2013 PAGE 3 of 8 it to existing applicants. She stated she doesn't know how many new applicants they would get and whether it would be worth their time and the commissions, but she's not opposed to opening it up to new applicants. Zimmermann Smith said since they had talked about how limited resources were in the last couple funding rounds, it's irresponsible not to ask for new applications. Hart said she thought there were enough commissioners who felt that had they had more funds, they might have allocated more to some of the previously submitted projects. Chappell said he'd like to get new applications with existing applicants able to request additional funding. Clamon said she's fine with getting new applications, but she wants to make sure they fully consider the ones who didn't get funded before. She said she wants everyone to be considered equally. Member asked staff why only 2-3 projects recommended for funding. Hightshoe stated they have limited funds and reviewing ways to make a greater impact with what we have while utilizing staff as efficiently as possible. Due to CDBG and HOME funding cuts over the past two -three years, the City has lost a full time equivalent position to administer these projects. Staff is no longer able to effectively administer 30+ projects annually. Staff is able to administer more than three; however wants to avoid funding 16 additional projects at $15,000 each with these funds. After discussion it was the Commission's consensus to indicate in the application both that the commission anticipates no more than two to three new projects will be funded and priority will be given to applications over $50,000. REVIEW ALLOCATION PROCESS — AID TO AGENCIES Subcommittee Update - Zimmermann Smith reported that both the Commission and the Council had some problems with the Aid to Agencies process and the Council requested that staff develop guidelines to assist the Commission allocate the funds. Staff is requesting HCDC input on the guidelines. She said the subcommittee is trying to develop a streamlined version of the process they follow for the allocation of these funds based on the CITY STEP priorities and putting the agencies on notice that the allocation they are used to getting every year may change. She said the subcommittee has developed a draft proposal for comment. Chappell said they are not suggesting another ranking system but are looking to have some priorities. He said that the consensus was that most of the money should be going to support the high priorities identified in CITY STEPS. He said the number they came up with was at least 80% to go to those agencies addressing high priority needs and then up to 20% to low and medium priorities. Hart asked about the minimum allocation being $5,000. Zimmermann Smith said that was a criticism from some Council members that it doesn't make sense to give an agency $1,000 which creates additional staff time to administer. Hightshoe said the issue to her seemed to be why the City is giving such small amounts and how much impact can that level of allocation make to the agency. What level of contribution makes the most impact to address the needs identified. Hart said she had a problem with using the word "innovation" in the guidelines and suggested instead that they say "priority will be given to sustainable projects that make a beneficial impact," which she thinks covers innovative new things but would also ensure quality. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION JUNE 20, 2013 PAGE 4 of 8 Zimmermann Smith said that part of the criticism was that it was a closed process and the same agencies were getting the funding and previously it was in the hands of one to two persons. She said she believes the City Council wants a more open process that seems fair to everybody, and that was part of them asking to do this system overhaul. She says whether you call it innovation or something else, it encourages new people on a smaller scale because the percentage is limited, and it will perhaps encourage agencies to collaborate and do something new together. Hart said her concern is spending 20% of that money for something that's not critical, and a better term that she would strongly suggest that they use is "sustainable impact or beneficial impact", which is going to be an open incentive to new ideas but will also promote the idea of not just fly by night entrepreneur attitudes. She said they have also talked about if they fund something how likely is it to be able to continue on its own or without consistent funding. She would like to incorporate that term into the process rather than the word "innovation". Zimmermann Smith said she thinks the assumption is that Aid to Agencies will have an impact and they don't have to write that into their guidelines. Jacobson said he thinks this encourages collaboration. He suggested also getting a recommendation from an existing agency when a new agency applies based on what they've seen. He said none of these get prioritized above anything else. Hart said she would like the word "priority" removed. Bacon Curry said what if it said they would "invite innovation". Zimmermann Smith said she thought perhaps that innovation should be included as a priority for all of the money. Hart suggested wording like "would like to invite or consider innovative projects that will lend to sustainability." Zimmermann Smith said you want to welcome people who are new agencies because it's intimidating to come into a city where the same agencies get the same money, and that was the idea behind inviting people who might not otherwise think of new things to come and apply for funding. Hart asked if the idea of the 20% was to allow new agencies to apply. Zimmermann Smith said it was to allow a little flexibility if not a high priority. She said a new agency that would be a great project should still feel comfortable applying for funding, so that is why the sub -committee decided on "up to 20W. Chappell said he still likes the idea of a list of things they will look for and give priority to. Hart asked if 20% is not a huge chunk of money. Chappell said it's about $60,000 - $70,000. He said when you look at the group that applied last year, the vast majority fit under the group that would be eligible for at least 80%. Zimmermann Smith said she thought that funding some medium priority needs might keep people from ending up in critical needs situations. Jacobson says he thinks this serves as a non-profit incubator for new ideas. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION JUNE 20, 2013 PAGE 5 of 8 Chappell asked if the Commission was comfortable with the 80/20% numbers. Hart said her sticking point was still the word "prioritize". The rest of the Commission said it was fine with them, especially if they added the word "or" to read "consideration given to innovation or collaboration, avoiding duplicate services". Chappell said from a conversation he had with a City Council member there is a distinct concern about what are we doing to prioritize. He said he thinks this is a good start to doing that, and this is perhaps a sign that doing what's been done repeatedly in the past is not what the Council is looking for. Hart stated she still had concerns with the language. Jacobson asked if the priority statement applied to all the funds, not just 80% set-aside for high priority needs. After discussion about the language in these items, Chappell asked if there was a consensus to say that the first sentence of paragraph #5 will be applied to all applicants - "innovation, collaboration, avoiding duplicative services, and long-term sustainability of the organization." A majority of six Commission members agreed to this. Hart was in disagreement. Hart said she doesn't have a problem with prioritizing but with what terms the Commission is using to prioritize and with what they are prioritizing. She says she keeps hearing language creeping in and hears an agenda. Hart expressed the concern that she feels members may feel some agencies aren't working well or aren't spending money well. Many members stated they don't feel that way about any of the agencies who received funding. Chappell said his agenda is trying to come up with some priority to guide the allocation process. Zimmermann Smith all the Commissioners were uncomfortable with the process of Aid to Agencies. Hart said the Commissioners might have differences of opinions as to what kind of agencies or what kinds of needs the City has, and if that's the case, that ought to be reflected in the minutes of the meeting. She said she doesn't have a problem with prioritizing but with what terms the Commission is using to prioritize and if there's a difference of opinion, it should be out there. The Commission discussed how to verify if the agency addresses the need they identify on the application. The subcommittee used 50% of staff time or payroll dedicated to an identified need in order to check it on the application. Chappell said they wanted to give the staff the ability to make sure they could categorize the need. Chappell said they are saying that either 50% of the applicant's mission address the identified need or one of their programs focuses on the identified need. The Commission decided to ask applicants about their fees for services. There was more discussion about wording of the application. Chappell said if the City Council doesn't want priorities, they probably don't need the Commission. It was up the Commission to draft prioritizes that the City Council can adopt or amend based on their preference. Zimmermann Smith moved to recommend to City Council the Aid to Agency guidelines for FY15 and subsequent funding rounds as identified below. 1. A letter will be sent to all previous recipients indicating that FY15 funding will not be based on the amounts received in prior years. Funds will be awarded based on how well the agency meets the needs prioritized in the City's Consolidated Plan (a.k.a. CITY STEPS). The Joint Funding Application Guide will also include this information for Iowa City applicants. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION JUNE 20, 2013 PAGE 6of8 2. The City will give priority to applications that are innovative, collaborative, avoid duplicative services and/or support long term fiscal sustainability. 3. The minimum allocation awarded will be $5,000. 4. At least 80% of the total funding will go to applications that meet one or more of the CITY STEPS high priority needs as identified below. To be considered meeting a specific need, at least 50% of the agency budget or staff time must be dedicated to meeting this need. Staff may request additional information to support the agency's claim. Applicant can apply for a certain program within the agency; however funding will be based on the program's budget and impact in addressing the need identified. • Crime Prevention and Awareness • Child Care • Youth Services • Financial Literacy • Substance Abuse • Mental Health Services • Life Skills • Employment Training • Homeless Services - as it relates emergency rehab. for accessibility, utility assistance and shelter) to housing (maintaining housing — includes emergency rent/mortgage, security deposits, 5. Up to 20% of the total funding may go to applications that meet low or medium CITY STEPS needs. 6. Additional questions will be added to the Joint Application or an Iowa City funding supplement: • What other public entities has your organization sought funding from in the last year? • Who are your ongoing funding partners? • How do you address the specific need(s) checked under the CITY STEPS priorities table? • Do you have a fee structure for services? Please explain. Ralston seconded. Motion carried 6-0-1 with Hart abstaining. DISCUSSION OF THE COMMUNITY DEVELOPMENT CELEBRATION Due to the absence of the intern who would be responsible for planning the celebration, it has been postponed until the fall. MONITORING REPORTS FY13 Economic Development Fund (Hightshoe) Trumpet Blossom Cafe, Baroncini and Molly's Cupcakes were all approved at the end of FY12 but spent their funds this year. They are all open and reportedly doing well. She said Economic Development funds also went to the Building Change program for fagade renovations in the downtown urban renewal area. Bo James, Quentins, Active Endeavors and Atlas were funded for exterior improvements. Most of the buildings were originally built in the late 1800s. Active Endeavor was built in the early 1970s. She said they will have about $60,000 left in the fund for Economic Development loans. She said she is reviewing two applications now. She said as of July 1St they will get another $89,000 in that fund. FY13 Housing Rehab — Rental Rehab (Hightshoe) HOUSING AND COMMUNITY DEVELOPMENT COMMISSION JUNE 20, 2013 PAGE 7 of 8 She said as of May 31, Rehab. spent $191,000 for 25 CDBG funded projects with the average median income for those households being 39% of median income. Staff completed HOME rehab projects and home renovations through the GRIP program. GRIP is funded with general obligation loans that the homeowner repays over a 20 -year period. They also continue to work on the UniverCity program. They work with various city departments and non-profit housing organizations for lead inspections and lead safe work practices. Rehab. completes a FY13 year-end summary for City Council in July/August. A copy will be routed to HCDC for review. ADJOURNMENT: Zimmermann Smith moved to adjourn. Jacobson seconded. Motion carried 7-0. 00X�� m 11 11 11 11 zyD-0 O a- IS cn cp CD CD 3 m r. x a0 CD c N CD a n3 c D o 3 =m 3 o a 3 D O m rD z O Or Z = 00 O z N = C- C- r, 0 m r a C 3 vi 3 D 0 m z =i = z z m rr-m r 3 m _ m r r m co co co m co c\o co m co coo -I M O 0 O o O 0 O O O 0 m cn cn � CA) (n W CA) Cn x X x x X x 0 m 0 m 0 m x m 0 X X X m X X X X y Q X X X m X X x x° X X x X X X X o X X X m X 0 X X X co m X X X X m X X x cn m X X X m m X X X w X X X m X X X X X 14 X X x 9 X X X X x y X X X m X X X X m x X X X m m X X X a) o c0 Z mmccn 00NZ 0 00 0 0 > wp O C: z p m m r O m z --I n O CD 0 z Minutes [2 Oki 3*104 1 PIMA Human Rights Commission June 18, 2013 — 6 P.M. Helling Conference Room IN WNEEEN� Members Present: Harry Olmstead, Orville Townsend Sr., Joe Coulter, Diane Finnerty, Kim Hanrahan, Dan Tallon, Shams Ghoneim. Staff Present: Stefanie Bowers, Sue Dulek. Recommendations to Council: Yes, 3 recommendations. 1) For the City Council to direct the City Manager to more fully implement the recommendation of the equity report section of the Ad Hoc Diversity Committee, which states that the report format and composition shall be developed by the City Manager and consultation with the City Council, the City of Iowa City Human Rights Commission, and any other committees determined by the City Council, and further that we support that it is the City Manager, his job is to oversee the implementation of efforts, and we are very pleased that he is requesting and requiring updates on that. The equity reports are not to assess implementation they are to assess outcomes, and that the Iowa City Human Rights Commission is very interested in the assessment of the outcomes from these efforts. 2) The addition of an exception to 2-3-2 Public Accommodation; Exceptions- Developmental Differences between Age Groups. 3) To keep the half fares and the Sunday services for SEATS. Call to Order: Vice Chair Olmstead called the meeting to order at 18:05. Consideration of the Minutes of the May 21, 2013: Coulter moved to approve minutes, seconded by Hanrahan.Motion passed. 5-0. (Townsend & Ghoneim Absent) Public Comment of Items Not on the Aaenda: None. Amendment to 2-3-2 of the Human Rights Ordinance Commissioners approved to recommend proposed amendment E. Moved by Finnerty, seconded by Ghoneim. Motion passed 6-0. (Townsend absent) Motion to adjourn to 6:30 pm. Moved by Finnerty, seconded by Hanrahan. Motion passed 6-0. (Townsend absent) Human Rights Breakfast The upcoming breakfast is on Thursday, October 24, 2013. Finnerty would like to see the breakfast be re - energized and brought back to its former status. Finnerty made a motion to form a subcommittee to look at the revitalization of the Human Rights Breakfast. Moved by Finnerty, seconded by Hanrahan. Motion passed 5-0. (Townsend & Coulter absent). Subcommittee will be Hanrahan, Finnerty and Olmstead. Scope Priorities of the Commission Finnerty discussed the goals and actions that the Commission takes and she would like to see the Commission take a stronger stance in the community. She also added that she would like conversation among the Commission members to look at strategic ways changes could be made to the purpose and work the Commission does. Coulter believes that the Commission needs to be more involved in advising the City Council and City Manager in issues of Human Rights. Finnerty proposed the following motion: that the Iowa City Human Rights Commission request of the City Council that they direct the City Manager to more fully implement the recommendation of the equity report section of the Ad Hoc Diversity Committee, which states that the report format and composition shall be developed by the City Manager and consultation with the City Council, the City of Iowa City Human Rights Commission, and any other committees determined by the City Council, and further that the Commission supports that it is the City Manager, his job is to oversee the implementation of efforts, and we are very pleased that he is requesting and requiring updates on that. The equity reports are not to assess implementation they are to assess outcomes, and that the Iowa City Human Rights Commission is very interested in the assessment of the outcomes from these efforts. Moved by Finnerty, second by Coulter. Motion passed 6-0. (Townsend absent) Finnerty added that she is interested in how the other City Commissions work that seem to be more effective in terms of being heard than our Commission is, or to be more influential and Hanrahan agreed. Coulter feels that the Commission may need a more formal protocol on conducting business on specific issues. Ghoneim would like to see invitations to a Commission meeting extended to the City Manager, and the Police Chief. Coulter proposed a motion that we request of our director to collect information about the operations of other commissions and boards with respect to Human Rights, seconded by Tallon. Motion passed 7-0. Human Rights of Persons Incarcerated Ghoneim asked for input from any Commissioners that visited the jail or spoke to inmates. Ghoneim feels strongly that the living conditions, policies of moving inmates to other jails due to crowding and away from their support system, etc. must be changed, but she is not sure how to address the problem. Discussion continued focusing on disproportionate arrests of minorities in the population and profiling. Ghoneim pointed out that she doesn't want to be at odds with the police force, but educating them and making it a joint effort to produce change. Updates & Reports: Iowa City Pride 2013 Coulter reported that the event went well and was enjoyed. SEATS Olmstead reported that a tentative contract has been made with Johnson County for Sunday services and half fare service for those that live at or below the poverty level. He explained that a tentative contract was given because they would like public hearings on both issues. Olmstead made a motion for the Commission to make a recommendation to encourage them to keep the half fares and the Sunday services. Moved by Olmstead, seconded by Tallon. Motion passed 6-0. (Townsend absent) Education Subcommittee No report. Immigrant Subcommittee No report. 2 Ad Hoc Diversity Committee Coulter reported that the Ad Hoc Diversity Committee should be asked to comment on the staff recommendations. He added that pending further information regarding Council action on the Ad Hoc Diversity Committee, that the Human Rights Commission could offer comments on the staff recommendations. Building Communities No report. University of Iowa Center for Human Rights No report. Commission Hanrahan reported on her Civil Rights tour with Fas Trac. Finnerty wondered about the recreation divisions plans to begin requiring an ID and a fee to access services and whether it will have a disparate impact. Bowers will follow up. Staff Bowers mentioned that it is a good idea for Commissioners to set up detailed plans for initiatives. Adjournment: Motion to adjourn at 19:50. (5-0) (Olmstead & Townsend absent) Next Regular Meeting — July 16, 2013 at 15:00. 3 Human Rights Commission ATTENDANCE RECORD YEAR 2012/2013 (Meeting Date) NAME TERM EXP. 7/17/1 2 8/21/1 2 9/18/1 2 10/16/ 12 11/20/ 12 12/18/ 12 1/15/1 3 1/28/1 3 2/19/1 3 3/19/ 13 4/16/1 3 5/21/1 3 6/18/1 3 Diane Finnerty 1/14/14 O/E X O/E O/E X X O/E X X X O/E X X Orville Townsend, Sr. 1/1/14 X X X X X X X X X x X X X Dan Tallon 1/1/14 - X X X O/E X X X X O/E X X X Kim Hanrahan 1/1/15 X O/E X X X X X X X X O/E X X Shams Ghoneim 1/1/15 X X X O/E X X O/E O/E X X X O/E X Jessie Harper 1/1/15 X X O/E X O/E X X X X X R R R Katie Anthony 1/1/16 - - - - - - X X X X X R R Joe D. Coulter 1/1/16 - - - - - - X X X X X X X Harry Olmstead 1/1/16 X X X X X X X X X X X X X Connie Goeb 1/1/13 X X X X X X - - - - - - - Howard Cowen 1/1/13 O/E X O/E X O/E O/E - - - - - - - David B. Brown 1/1/14 R R R R R R R R R R R R R Henri Harper 1/1/14 R R R R R R R R R R R R R KEY: X = Present O = Absent O/E = Absent/Excused NM = No meeting — = No longer a member R = Resignation DRAFT OT.. IP14 POLICE CITIZENS REVIEW BOARD MINUTES — July 8, 2013 CALL TO ORDER: Vice Chair Melissa Jensen called the meeting to order at 5:36 P.M. MEMBERS PRESENT: Kingsley Botchway and Donald King MEMBERS ABSENT: Royceann Porter and Joseph Treloar STAFF PRESENT: Staff Kellie Tuttle and Catherine Pugh STAFF ABSENT: None OTHERS PRESENT: Marian Karr, City Clerk; Adam Sullivan, IC Press Citizen RECOMMENDATIONS TO COUNCIL 1) Accept PCRB Report on Complaint #13-01 CONSENT CALENDAR Motion by King, seconded by Botchway to adopt the consent calendar as presented or amended. • Minutes of the meeting on 06/24/13 Motion carried, 3/0, Treloar and Porter absent. NEW BUSINESS Council Resolution #13-217 regarding Ad -Hoc Diversity Committee Recommendations (PCRB pages 11-16) — Marian Karr, City Clerk, presented the Ad -Hoc Diversity Committee recommendations that were accepted by City Council and went through the implementation process of those recommendations with the Board. OLD BUSINESS None. BOARD INFORMATION None. STAFF INFORMATION Pugh informed the Board that her e-mail address had changed and she was no longer working at United Action for Youth. Tuttle stated that she would have a draft of the annual report ready for the Board's review in the August meeting packet. PUBLIC DISCUSSION None. PCRB July 8, 2013 Page 2 EXECUTIVE SESSION Motion by King, seconded by Botchway to adjourn into Executive Session based on Section 21.5(1)(a) of the Code of Iowa to review or discuss records which are required or authorized by state or federal law to be kept confidential or to be kept confidential as a condition for that government body's possession or continued receipt of federal funds, and 22.7(11) personal information in confidential personnel records of public bodies including but not limited to cities, boards of supervisors and school districts, and 22-7(5) police officer investigative reports, except where disclosure is authorized elsewhere in the Code; and 22.7(18) Communications not required by law, rule or procedure that are made to a government body or to any of its employees by identified persons outside of government, to the extent that the government body receiving those communications from such persons outside of government could reasonably believe that those persons would be discouraged from making them to that government body if they were available for general public examination. Motion carried, 3/0, Treloar and Porter absent. Open session adjourned at 6:28 P.M. REGULAR SESSION Returned to open session at 7:05 P.M. Motion by King, seconded by Botchway to forward the Public Report as amended for PCRB Complaint #13-01 to City Council. Motion carried, 3/0, Treloar and Porter absent. TENTATIVE MEETING SCHEDULE and FUTURE AGENDAS (subject to change) • August 13, 2013, 5:30 PM, Helling Conference Rm (meeting date TBD) • September 10, 2013, 5:30 PM, Helling Conference Rm • October 8, 2013, 5:30 PM, Helling Conference Rm • November 12, 2013, 5:30 PM, Helling Conference Rm Due to scheduling conflicts, the August 13th meeting will be moved to another date. Staff is checking on meeting room availability for August 12th or the preceding week. ADJOURNMENT Motion for adjournment by King, seconded by Botchway. Motion carried, 3/0, Treloar and Porter absent. Meeting adjourned at 7:07 P.M. 9 o .x o o oCD o M i to � a =t 00 O C7 O N C7 r+ [i7 O DC �C 9C DC yC O x X x O N O Q XCS i C7 A W x W 9 POLICE CITIZENS REVIEW BOARD A Board of the City of Iowa City 410 East Washington Street Iowa City IA 52240-1826 (319)356-5041 From: Police Citizen's Review Board Re: Investigation of PCRB Complaint #13-01 This is the Report of the Police Citizens Review Board's (the "Board") review of the investigation of Complaint PCRB #13-01 (the "Complaint"). BOARD'S RESPONSIBILITY Under the City Code of the City of Iowa City, Section 8-8-713 (2), the Board's job is to review the Police Chief's Report ("Report") of his investigation of a complaint. The City Code requires the Board to apply a "reasonable basis" standard of review to the Report and to "give deference" to the Report "because of the Police Chiefs professional expertise", Section 8-8-7 B (2). While the City Code directs the Board to make "Findings of Fact", it also requires that the Board recommend that the Police Chief reverse or modify his findings only if these findings are "unsupported by substantial evidence', are "unreasonable, arbitrary or capricious" or are "contrary to a Police Department policy or practice, or any Federal, State or local law", Section 8-8-7 B (2) a, b, c. BOARD'S PROCEDURE The Complaint was initiated by the Complainant on March 21, 2013. As required by Section 8- 8-5 (B) of the City Code, the Complaint was referred to the Chief of Police for investigation. The Chief's Report was filed with the City Clerk on June 19, 2013. The Board voted to review the Chiefs Report in accordance with Section 8-8-7 (13)(1)(d), Request additional investigation by the Police Chief or City Manager, or request police assistance in the Board's own investigation. The Board met to consider the Report on June 24, 2013 and July 8, 2013. a July 8, 2013 o c n -•C w To: City Council .�= r Complainant City Manager Sam Hargadine, Chief of Police o Officer(s) involved in complaint From: Police Citizen's Review Board Re: Investigation of PCRB Complaint #13-01 This is the Report of the Police Citizens Review Board's (the "Board") review of the investigation of Complaint PCRB #13-01 (the "Complaint"). BOARD'S RESPONSIBILITY Under the City Code of the City of Iowa City, Section 8-8-713 (2), the Board's job is to review the Police Chief's Report ("Report") of his investigation of a complaint. The City Code requires the Board to apply a "reasonable basis" standard of review to the Report and to "give deference" to the Report "because of the Police Chiefs professional expertise", Section 8-8-7 B (2). While the City Code directs the Board to make "Findings of Fact", it also requires that the Board recommend that the Police Chief reverse or modify his findings only if these findings are "unsupported by substantial evidence', are "unreasonable, arbitrary or capricious" or are "contrary to a Police Department policy or practice, or any Federal, State or local law", Section 8-8-7 B (2) a, b, c. BOARD'S PROCEDURE The Complaint was initiated by the Complainant on March 21, 2013. As required by Section 8- 8-5 (B) of the City Code, the Complaint was referred to the Chief of Police for investigation. The Chief's Report was filed with the City Clerk on June 19, 2013. The Board voted to review the Chiefs Report in accordance with Section 8-8-7 (13)(1)(d), Request additional investigation by the Police Chief or City Manager, or request police assistance in the Board's own investigation. The Board met to consider the Report on June 24, 2013 and July 8, 2013. FINDINGS OF FACT The Complainant alleged that he was being bothered and harassed for "no reagant„at aL'by Officer A.,, F C-) i The Complainant alleged that Officer A followed him to the Police Department Geta thWbffic r found out that he was going to make a complaint against him. "< -o IM The Complainant alleged that Officer A said he was going to stop him again ansk hf questions every time he saw him. o The Complainant alleged that Officer A discriminated against him because he was black. In Chief Hargadine's investigation he reports that the Complainant was asked by Officer A to leave the Post Office located on Clinton Street in Iowa City. This followed a complaint from security personnel at the Post Office reporting the Complainant and other transients were sleeping in the lobby area of the Post Office and requesting that they be asked to leave. Officer A arrived at the Post Office at 5:34 a.m. in response to the complaint. Officer A completed the call and returned to service at 5:51 a.m. Chief Hargadine reported that he spoke with both Officer A and Officer B about this incident. They reported that at least two of the individuals asked to leave the Post Office were African Americans and the others were Caucasian. Chief Hargadine reported that he met with the Complainant on 3/21/13 when the Complainant went to the Iowa City Police Department to file a complaint and attempted to explain that the officer was responding to a complaint from the Post Office requesting that the Complainant and the other subjects at the Post Office move on. The Complainant insisted on filing a complaint. The Complainant was left voice mail messages on 3/28/13 and 3/29/13 and was mailed a letter on 4/2/13 but did not respond until 4/10/13 when he called the Police Department to file a second complaint on Officer A. The Complainant was upset that Officer A again asked him to leave the Post Office. The Police log does verify that an officer was dispatched to the Post Office on 04/10/13 from 4:31 a.m. until 4:51 a.m. The Complainant made arrangements to meet with supervisors on 4/11/13 at 11:30 p.m. and would call if he could not make it. The Complainant was a no call, no show for this appointment. The Complainant reported being asked to leave the Post Office by Officer A. Officer A was responding to a call from the Post Office where the Post Office requested that the group people in the building, which the Complainant was among, be asked to leave to building. This was in line with Officer A's duties and does not constitute harassment on the officer's part. The Complainant did allege that Officer A told him "... every time that I see you that I am gonna stop you again and ask you question." The Officer's statement referred to each time he met the Complainant sleeping in the Post Office he would be asked to leave. The Complainant alleged that Officer A followed him to the Police Department. It is not clear if this occurred, or not, by the reports and no further evidence was provided by the Complainant. The Complainant alleged that Officer A requested to see his identification. Such an action on the part of Officer A would be in line with the regular duties of a police officer and would not constitute harassment on the part of Officer A. The Complainant did not report any actions or statements that were made by Officer A which would indicate that the officer acted in a racist manner. The Police Citizen's Review Board requested and viewed the video of the incident provided to them by Chief Hargadine and found it to contain no inappropriate actions which would support the Complainant's allegations against Officer A. ALLEGATION #1 - Harassment. Not Sustained ALLEGATION #2 - Racist behavior. Not Sustained COMMENTS None. N OP o �-�- w rtec— van- =acs .n �M CA) C:) The Ned Ashton House �.;4 r 7 Sktp. xop �! =s I�j�, air=E , It �� `I ,. u�l ;. ASHTON HOUSE HAS BEEN PLACED ON THE "s� } NATIONAL REGISTER ' OF HISTORIC PLACES"` ` BY THE UNITED STATES77 �\ W DEPARTMENT OF THE INTERIOR ,46 • BUILT 1947 ' I ' • 1 1 � 1 The Ned Ashton House (pictured at the top of the front cover) is located along the Iowa River at 820 Park Road in Iowa City, just west of City Park. The house is the former residence and engineering workshop of Edward L. (Ned) Ashton (1903-1985), considered to be Iowa's most distinguished bridge engineer. Ashton, who received a master's degree in Civil Engineering from the University of Iowa in 1925, earned national recognition for his designs of bridges, telescopes, dams, and other large structures. Construction of the Ashton House began in 1946 and was completed in 1954 with most of the work being done by Ashton, along with help from his family: wife, Gladys, and three daughers, Joye, Ruth, and Jane. Overlooking the Iowa River, the house incorporated Ashton's engineering skills with his aesthetic sense of setting and use of native materials. The home was constructed with reinforced concrete and stone from a quarry in Stone City that Ashton himself hand -cut. Because of its proximity to the river, the lower level was designed to allow water to flow through opened windows and doors during flood events. Ashton's oldest daughter, Joye, and her husband, Marshall McKusick, purchased the Ashton House in 1985 from her father's estate. They restored the home and prepared documentation to place it on the National Register of Historic Places in 2001 . After the flood of 2008, the City of Iowa City purchased the property as part of its flood buy-out program of many homes in the Parkview Terrace neighborhood. Because the Ashton House had been designated as a historic place, it could be saved in place, rather than razed or moved, as was required for other homes purchased as part of the flood mitigation program. The City is currently renovating the property, so that it can be enjoyed by the public for events such as weddings, receptions, and meetings. The Ned Ashton House, which will be managed by the City's Parks and Recreation Department, is expected to be available for public use in 2014. City of Iowa City Adopted Budget for the Fiscal Year Ending June 30, 2014 & FY2013 - 2017 Capital Improvements Program (CIP) Council: Connie Champion DISTRICT B CITY MANAGER Tom Markus Matt Hayek, Mayor AT -LARGE Michelle Payne AT -LARGE Terry Dickens AT -LARGE Susan Mims, Mayor Pro Tem AT -LARGE JIM THROGMORTON DISTRICT C ASSISTANT TO THE CITY MANAGER Geoff Fruin BUDGET ANALYSTS Deb Mansfield, Simon Andrew FINANCE SECRETARY Cyndi Ambrose Rick Dobyns DISTRICTA FINANCE DIRECTOR Dennis Bockenstedt ADMIN ASSISTANT TO THE CITY MANAGER Adam Bentley GOVERNMENT FINANCE OFFICERS ASSOCIATION PRESENTED TO For the Fiscal Year Beginning july 1, 2012 ' ✓' President Exmitive Director APPRECIATION This financial plan includes the ideas and recommendations of many citizens, the City Council and City staff. During the year many suggestions are received from citizens in the City Council hearings and informal contacts. The major impact of the City Council upon this financial plan is in the priorities and programs adopted by the City Council during the current year. While other departments were intensely involved in the preparation of this financial plan, most of the credit for this document goes to the members of the Finance Department. Particular gratitude is expressed to the City Manager, Finance Director, Budget/Management Analysts, Finance Administrative Secretary, Communications Office, and Information Technology Services. While we surely appreciate all contributions to this budget, it must be remembered that the real thanks must go to the City employees, who, on a daily basis, transform this document into the City's program of services. CITY OF IOWA CITY Adopted Budget for the Fiscal Year Ending June 30, 2014 and the FY2014-2016 Financial Plan TABLE OF CONTENTS PAGE Introduction 93 City Manager Transmittal Letter------------------------------------------------------------------------------------------------- 13 Strategic Plan 30 Other Planning Processes 32 Organizational Chart 34 Department Summaries 35 Budgetary Fund Structure 61 Department/Division by Fund 62 Financial Summary 93 Preparation of the Financial Plan - 102 Basis of Accounting 67 Schedule 68 Process to Amend 69 Financial & Fiscal Policies 72 All Funds - Fund Balance Summary 81 Revenue Summary 82 Expenditure Summary 84 Inter Fund Transfers 86 Personnel Listing by Department/ Full -Time Equivalents Comparison . 89 General Fund Summary General Fund Summary 93 Assigned, Committed & Restricted Cash Balance 102 General Fund Revenue 103 General Fund Expenditures 104 Public Safety Police Department - Police Administration 109 Administrative Services 111 Field Operations 114 Fire Department Fire Administration 118 Emergency Operations 120 Fire Prevention 123 Fire Training 126 Housing & Inspection Services - HIS Administration 128 Building Inspection 130 Housing Inspection 134 Public Works Public Works Administration 139 Engineering 141 Transit Operations 144 Culture and Recreation 233 Parks & Recreation: 203 P & R Administration 149 Recreation 152 Park Maintenance Administration 162 Park Maintenance Operations 165 Forestry 166 Central Business District (CBD) Maintenance 167 Cemetery Operations 168 Library: Library Operations 170 LibraryFoundation.................................................................................... 177 Senior Center: Senior Center Operations 179 New Horizons Band 183 Senior Center Gift Fund 183 Community and Economic Development 233 Planning and Community Development: 203 PCD Administration 187 Community Development 189 Economic Development 192 Urban Planning 194 Neighborhood Services 196 Human Services 198 Aid to Agencies 199 Donation Stations 200 General Government 233 City Council 203 City Clerk 205 City Attorney 207 City Manager 209 Communications Office 211 Human Resources 213 Human Rights 215 Finance Department: 233 Finance Administration 217 FEMA Disaster Assistance 221 Individual Disaster Assistance 221 Tort Liability 222 Non -Operational Administration- 223 Accounting 224 Purchasing 227 Revenue 229 Special Revenue Funds Community Development Block Grant (CDBG) 233 H -O -M -E- Program ----------------------------------------------------------------------------------------------------------------------- 238 Road Use Tax Fund (RUT) 243 Road Use Tax Operations 246 Other Shared Revenues 252 Energy Efficiency & Conservation Block Grant Fund 255 UniverCity Neighborhood Partnerships Fund 258 Metropolitan Planning Organization of Johnson County (MPO) 261 Employee Benefits Fund 265 Peninsula Apartments Fund 268 Tax Increment Financing (TIF) Districts 271 General Rehabilitation & Improvement Program (GRIP) 278 Downtown Self Supporting Municipal Improvement District (SSMID) 281 Debt Service Debt Service Fund Summary 287 Debt Schedules 292 Enterprise Fund Activities Transportation Services: Parking Fund Summary 311 Parking Operations 314 Parking Debt Service 321 Transit Fund Summary 324 Transit Operations 327 Wastewater Treatment: 422 Wastewater Fund Summary 334 Wastewater Treatment Operations 337 Wastewater Debt Service 344 Water: Water Fund Summary 350 Water Operations 353 Water Debt Service 361 Refuse Collection: 435 Refuse Collection Fund Summary 367 Refuse Collection Operations 370 Landfill: Landfill Fund Summary 377 Landfill Operations 381 Airport: Airport Fund Summary 389 Airport Operations 392 Storm Water Management: Storm Water Management Fund Summary 396 Storm Water Management Operations 398 Broadband Telecommunications: Broadband Telecommunications Fund Summary 400 Cable Television Operations------------------------------------------------------------------------------------------------- 402 Housing Authority: Housing Authority Fund Summary---------------------------------------------------------------------------------------- 404 Housing Authority Operations 406 Internal Service Funds Equipment: Equipment Fund Summary 413 Equipment Operations 416 Equipment Replacement Reserve 419 Risk Management: Risk Management Fund Summary 420 Risk Management Operations: 422 Information Technology Services (ITS): ITS Fund Summary 424 ITS Operations 426 Central Services: Central Services Fund Summary 428 Central Services Operations 430 Health Insurance Reserve 432 Dental Insurance Reserve 435 Capital Project Funds Fund Summary 441 Summary by Division 443 Summary by Funding Source 449 Project Summary by Name 459 Unfunded Projects FY2019 and Beyond 511 Statistics Performance Measures Police 521 Fire-------------------------------------------------------------------------------------------------------------------------------------- 528 Library 532 Senior Center 541 Wastewater Treatment 547 Water 550 Airport 555 General Information 560 Economic Overview 563 FY2013 Revenue Comparisons: Property Tax Valuations 570 Property Tax History 572 General Fund Revenues Property Tax 573 Hotel/Motel Tax 574 Local Option Sales Tax 575 Business Type Revenue Utility Rates 576 Appendix State Forms 579 Budget Resolutions 587 Glossary 590 F Y 2 O 1 4 INTRODUCTION City Manager Transmittal Letter Strategic Plan Other Planning Processes Organizational Chart Department Summaries Budgetary Fund Structure Department/Division by Fund 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. Financial Goals Second, the budget attempts to establish conditions that will enhance the community's fiscal condition and Reduce the City's property tax levy ensure that it will maintain its prestigious Moody's Aaa rate for the second consecutive year. bond rating. Third, the budget includes additional information, presented in accordance with industry best Maintain the City's o Aaa bond rating for the 37 consecutive onsecusecu tive year practices, that serves to better inform elected officials and the general public. This goal builds upon Continue to enhance the usefulness of measures taken in prior fiscal years and looks to the budget to elected officials and the sufficiently lay a foundation for continued general public through the provision of enhancements in future years. Finally, we strive to information in accordance with achieve the Government Financial Officers Association industry standards and best practices. (GFOA) Distinguished Budget Award for the second Continue to achieve the GFOA consecutive year, as well as the GFOA Certificate of Distinguished Budget Award and Achievement for Excellence in Financial Reporting Certificate of Achievement for which the City has received for twenty-seven Excellence in Financial Reporting consecutive years. 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 filtering through the organization, including in individual employee performance reviews. The adopted strategic plan lists the following five priorities for the community: 13 • 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. 14 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, 'Note: Additional comparative metrics are presented in Appendix B Animal Shelter, Airport, Human Rights Office, etc.), unique "Iowa City's tax rate for FY 2013-14 is State or federal mandates (e.g. increased public pension $1 this a taxratesof other listed is ns list no listed jurisdictions listed have not been contributions), and other factors such as a significant certified 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 $169,012,660. Of the total operating budget, $51,481,923 is for the General Fund, $48,383,101 is directed to Capital Projects and $45,981,637 is related to the operations of various enterprise or business funds. A breakdown of the proposed budget by fund type is provided below 15 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 13 FY 2013-2014 Expenditures by Fund Type excludes transfers General ■ Expenditues I $51,481,923 Business -Type Special Debt Service Revenue $45,981,637 $9,669,299 $13,496,700 Capital Projects $48,383,101 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. $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 FY2014 All Funds Expenditures by Program excludes transfers I � ��Y I � � 1 II ■ r■ ■ ■ I oc .a ct ua N5 ey ate` o� Ia a ON C` a° z a°c�5QGti. G'2P 0 �Q �J ec me CP G Jy`c 0 iM 40.0% A 20.0% N 0.0% 5 v -20.0% w r !trAY 0 -60.0% c A -80.0% � -100.0% `w a 4\` G& e�. \\moo Ci 5° �e `k J�tiJ oc .a ct ua N5 ey ate` o� Ia a ON C` a° z a°c�5QGti. G'2P 0 �Q �J ec me CP G Jy`c 0 iM 40.0% A 20.0% N 0.0% 5 v -20.0% w r !trAY 0 -60.0% c A -80.0% � -100.0% `w 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 All Funds Revenue Sources Other Financial Sources 11% Misc. 12% Charges for Services 18% Intergovernmencai 24% 17 TIF Revenues 0% Cher City Taxes 3% enses & Permits 1% f Money & Prop 4% FY2013 Revised FY2014 Adopted Percent Change Taxes $ 50,407,376 $ 50,307,189 -0.2% TIF Revenues 507,060 453,937 -10.5% Other City Taxes 11,106,845 5,007,347 -54.9% Licenses & Permits 2,258,285 2,193,586 -2.9% Use of Money & Prop 7,337,709 7,003,480 -4.6% Intergovernmental 69,939,461 43,157,183 -38.3% Charges for Services 33,537,143 33,463,088 -0.2% Misc. 21,376,420 21,874,746 2.3% Other Financial Sources 16,148,640 20,823,015 28.9% Total $ 212,618,939 $184,283,571 -13.3% All Funds Revenue Sources Other Financial Sources 11% Misc. 12% Charges for Services 18% Intergovernmencai 24% 17 TIF Revenues 0% Cher City Taxes 3% enses & Permits 1% f Money & Prop 4% 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. Financial Impact to a Typical Household $2,000.00 1 1 2.5% $1,800.00 $1,600.00 $1,400.00 $1,200.00 $800.00 $600.00 $400.00 $200.00 2.0% 1.5% 0.5% 0.0% $ FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 -0.5% 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% iP.l General Fund Highlights 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 approximately 50% of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart. FY2013-2014 Revenues & Other Financing Sources: Licenses & Permits 2% Intergov't Misc 4% 8% Property Taxes 50% Other Financial Sources 24% Other City Taxes Use Of Money & 8% Property AW Charges For Fees & Services 3% For economic competitiveness reasons, reducing the property tax rate was a clear priority in assembling this budget. The taxable valuation of property subject to all levies in Iowa City increased 2.6% 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. iFl $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 $0 Val Six Year Trend in Taxable Valuations excludes applicable increment FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 $2,410,633,025 $2,515,989,363 $2,686,242,752 $2,774,415,800 $2,900,995,801 $2,975,085., 5.2% 4.4% 6.896 3.3% 4.6% 2.6% The budget reflects a 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. Iowa City Property Taxes Paid on a $500,000 Commercial Property $9,000 $8 900 A projected reduction of $8 800 $518 in City taxes over the three year period $8,700 $8,600 — $8,500 — $8,400 $8,300 $8,200 $8,100 FY 2012 FY 2013 FY 2014 ■City Property $8 921 $8,634 $8,403 Taxes 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 pay an 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. The following chart is provided for a greater historical perspective on Iowa City's municipal tax rate: Iowa City Property Tax Rate Trend $18.00 $17.50 $17.00 $16.50 $16.00 FY03 I FY04 I FY05 I FY06 I FY07 I FY08 I FY09 I FY10 I FY11 I FY12I FY13 I FY14 0 Rate $16.81 $17.60 $17.31 $17.73 $17.30 $17.30 $17.72 $17.85 $17.76 $17.84 $17.27 $16.81 % Change 13.22% 4.65% -1.60% 2.40% -2.41 % -0.03% 2.43% 0.77% -0.54% 0.48% -3.21 % -2.68% Below is a detailed breakdown of the City's property tax asking for fiscal year 2013-14 compared to the previous year: 21 11 MWITM FIT. General Fund Tax Levies: General $ 23,486,337 8.100 $ 24,085,298 8.100 Transit $ 2,754,570 0.950 $ 2,824,819 0.950 Tort Liability $ 907,298 0.313 $ 869,033 0.292 Libra $ 782,878 0.270 $ 802,843 0.270 Subtotal: $ 27,931,083 9.633 $ 28,581,993 9.612 Special Revenue Levies: Emergency $ - - $ - - Ernployee Benefits $ 9,257,850 3.193 $ 9,406,082 3.163 Subtotal: $ 9,257,850 3.193 $ 9,406,082 3.163 Debt Service $ 12,934,350 4.443 $ 12,039,013 4.030 Total City Levy Property $ 50,123,283 MML027,088 16.805 % Change from 1.00% -3.21% -0.19/° ° -2.68/° prior year: Agland Levy $ 4,349 3.004 $ 4,781 3.004 SSMID Levy $ 279,743 2.000 $ 275,320 2.000 Total Property Taxes $ 50,407,375 ---- $ 50,307,189 ---- 21 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 68% 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 excluces transfers Contingency 1% Debt Service 4% Capital Cutlz 8% S 3% 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 $227,000. From 2010-11 to 2015-16 the public pension safety contributions levels of the City will have increased an estimated 107%, or $1.77 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: • 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. Including homes funded through the Housing Authority and grants secured subsequent to budget adoption, the total for FY2014 is expected to be seventeen. This program is seen as a critical piece to the Council's neighborhood stabilization strategic plan goal. PON • 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. 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: • 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. rxt Estimated Fund Estimated Transfers Budgeted Transfers Balance % of Exp & Revenues In Expenditures Out 6/30/2014 Trans Out Parking $ 4,721,734 $ 840,350 $ 3,970,588 $ 1,740,350 $ 5,292,688 92.7% Transit $ 3,757,604 $2,869,291 $ 6,276,733 $ 325,324 $ 4,367,087 66.1% Wastewater $ 12,995,201 $ 4,736,638 $ 10,172,004 $ 8,976,638 $ 20,394,134 106.5% Treatment Water $ 8,386,021 $ 2,010,316 $ 7,930,586 $ 2,954,641 $ 8,792,001 80.8% Refuse $ 2.984,915 $ - $ 2,959,828 $ - $ 301,910 10.2% Collection Landfill $ 5,521,838 $ 586,193 $ 4,792,684 $1,000,000 $21,929,213 378.6% Airport $ 319,319 $ 72,342 $ 343,715 $ 30,869 $ 255,316 68.2% Stormwater $ 1,201,860 $ - $ 799,200 $ - $ 1,041,838 130.4% Management Broadband $ 841,569 $ 25,000 $ 814,020 $ 80,000 $ 1,614,672 180.6% Telecomm. Housing $ 8,013,212 $ - $ 7,922,279 $ 43,989 $ 7,281,577 91.4% Authority 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: • 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. rxt • 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 Refuse Collection 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 three 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 approximately $72,000 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. 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 Balance June 2014 Percentage of Expenditures Equipment 5,885,820 4,919,434 8,845,597 179.8% Risk Management Loss Reserve 1,087,931 928,691 3,038,200 327.1% I nformation Technology 1,842,517 2,436,123 2,024,147 83.1% Central Services 238,871 189,990 840,259 442.3% Health Insurance Reserve 7,935,184 7,926,255 9,180,441 115.8% Dental Insurance Reserve 352,881 368,000 76,462 20.8% 24 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 Insurance Reserve 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 dependents. Capital Improvement Plan Highlights The capital budget proposed for fiscal year 2013-14 totals $48,383,101 and the five year Capital Improvement Plan (CIP) totals $256,538,369. The majority of CIP projects in the five year period improve the local transportation network and municipal utility system. Capital Improvement Program By Category FY2013-FY2017 General Government 1% Culture & Public Safety _ Recreation 3% Transportation 6%u Services Airport 14% 3% Water, Wastewater & Stormwater 27% Streets, Bridges & Traffic Eng. 40% Landfill 40%6 2%u Community & Economic Development 3% 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. r2.y 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: (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 ($4.0 million) • Rochester Avenue bridge reconstruction ($.9 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 ($8.7 million) • Williams Street reconstruction ($.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 ($.3 million) • Various miscellaneous utility, road/trail/sidewalk and park repair line items PM Coordinated Communication and Customer Service Orientation • Enterprise Resource Platform (ERP) software project ($1.3 million) • Projectdox electronic plan review software ($.3 million) As illustrated above, staffs 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 taxable property within the corporate limits as established by the City Assessor. The budget anticipates an outstanding debt at FY 2013-14 year end of approximately $69 million, which is 1.5% of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 29% of the allowable level. The following chart provides a historical view of Iowa City's debt in relation to the allowable debt level. 300 250 200 150 100 50 0 General Obligation Debt by Fiscal Year FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 *FY15 *FY16 ■ Debt Limit ■Outstanding Debt on June 30 Figures in millions of dollars *Estimated 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. PN 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 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. PM 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 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 commence 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 aimed to improve navigability and better educate elected officials and the general public. Improvements include formatting changes that enhance the readability for both 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 how 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. Additionally, 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, Thomas M. Markus City Manager r&I City of Iowa City, Iowa Strategic Plan Background: The City of Iowa City formally adopted its 2012-2013 Strategic Plan in January of 2012. The planning process involved multiple steps, including gathering input from the general public, front line employees, department directors and the City Council. The process of developing the plan focused on the following discussion topics: 1. Issues, Concerns, Trends and Opportunities 2. On -Going or Committed Projects 3. Significant and New Projects, Programs, Policies and Initiatives 4. Organizational Effectiveness The adopted plan, which was the first cohesive city-wide document in a number of years, serves as a guide to elected officials and staff. The priorities outlined in the plan guide day -day operations and also aid in the prioritization of projects and special initiatives. Throughout the year, City staff prepares a Strategic Plan status report that outlines progress made toward each of the stated priorities. That report is presented publicly and is available online at http://www.icgov.org/?id=1115. Established Priorities: The 2012-2013 Strategic Plan established the prevailing organizational focus areas 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 the City Council identified the following new projects and initiatives that fall within the above-mentioned focus areas: • 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 RIO (Economic and Community Development) Conduct a comprehensive organizational assessment focusing on communication strategies and the organizational customer service culture (Coordinated Communication and Customerservice Orientation) The City Council also discussed a number of topics related to organizational effectiveness. In addition, the City Council has also directed staff to undertake a succession planning process and become more strategic and engaged in working with State and Federal government representatives. Strategic Plan and the Budget: This FY 2014 budget is the first budget that was prepared with a strategic plan serving as a backdrop. In preparing the budget, the City recognized the impact that funding decisions would have on future progress to the organization's stated priorities in the plan. As a result, this budget aims to provide resources that accomplish the following objectives: 1. Maintain the City's core municipal services at levels that meet or exceed community expectations, and 2. Direct discretionary funding to projects and initiatives that directly align with the stated priorities of the Strategic Plan, and 3. Continues to strengthen the City's strong financial foundation and enhance the budget document through the incorporation of best practices in the industry. Each year as the strategic plan is modified or updated, the City will incorporate such changes throughout the organization, including into the budget document. Through a continual improvement process that is guided by an organizational strategic plan, the City will continue to make progress toward the community's stated goals and priorities. 31 City of Iowa City Other Planning Processes Comprehensive Plan/District Plans - The City of Iowa City Comprehensive Plan was adopted in 1997; it presents a vision for Iowa City, provides a strategy for realizing the vision and sets policies for the growth and development of specific geographic areas of the city. The Comprehensive Plan guides decisions on planning and development issues as they arise. The plan evolves as amendments are made. The plan divides the community into ten planning districts. Detailed plans will be conducted for each planning district to address the unique issues, features and goals of the different parts of the city. This process involves extensive citizen participation so that the people of Iowa City help determine the future of their community. Once adopted by the City Council, the district plans become part of the Iowa City Comprehensive Plan. Airport Five -Year Strategic Plan - The Iowa City Municipal Airport exists to serve the general aviation needs of the greater Iowa City community. This strategic plan is to guide the direction of the Iowa City Municipal Airport for the period fiscal years 2011-2015. Through implementation of the 1996 Iowa City Municipal Airport Master Plan and FAA Airport Layout Plan, facilities will be maintained and upgraded to comply with the latest safety features and Federal Aviation Administration regulations. Fire Strategic Plan - In an effort to work toward self-improvement, the ICFD contracted with the Center for Public Safety Excellence (CPSE) to facilitate a method to document the department's path into the future - this resulted in the development and implementation of a "Community - Driven Strategic Plan." The strategic plan was written in accordance with the guidelines set forth in the CFA I Fire & Emergency Service Self -Assessment Manual 8th Ed., and is intended to guide the organization within established parameters set forth by the authority having jurisdiction. The CPSE utilized the Community—Driven Strategic Planning process to go beyond just the development of a document. It challenged the membership of the ICFD to critically examine paradigms, values, philosophies, beliefs and desires, and challenged individuals to work in the best interest of the "team." Furthermore, it provided the membership with an opportunity to participate in the development of their organization's long-term direction and focus. Members of the department's external and internal stakeholders' groups performed an outstanding job in committing to this important project and remain committed to the document's completion. The Iowa City Fire Department's Strategic Plan sets forth a comprehensive vision and mission statement that provides the agency with a clear path into the future. Additionally, this strategic plan identifies the core values that embody how the agency's members, individually and collectively, will carry out the agency's mission. In the following pages, the ICFD identifies its goals, objectives, and strategies that will allow the agency to realize its vision. Kra Capital Improvement Plan — The five-year capital improvement program is developed and updated annually through a process involving all City departments in the collection and review of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion needs of the City in coordination with the City's financial strengths. The first year of the City's five-year capital improvement plan is integrated into the City's financial plan in the Capital Projects fund section. Park Master Plan - The Iowa City Parks, Recreation and Trails Master Plan is intended to help meet the needs of current and future residents by positioning Iowa City to build on the community's unique parks and recreation assets and identify new opportunities. The citizen - driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community's parks system, open space, trails, recreation facilities, programs, and services. Long Range Transportation Plan - The Long Range Transportation Plan is the transportation vision for the community in the same way that a comprehensive plan is the land use vision for a municipality. A comprehensive plan provides the basis for subsequent zoning and subdivision laws in a municipality, and the long range transportation plan should provide a similar basis for the programming of projects for all modes of transportation, specifically federally -funded transportation. The Long Range Transportation Plan should be consistent with the land use plans of individual entities that belong to Metro Planning Organization of Johnson County (MPOJC). The Long Range Transportation Plan is subject to a public comment process which assures that members of the public have had adequate opportunity to comment on the provisions of the proposed plan. The Plan should reflect priorities for the community that can be translated into politically and financially feasible transportation projects. Metro Bicycle Master Plan - The Johnson County Council of Governments (JCCOG) Metro Bicycle Master Plan outlines a strategy to create an accessible, coordinated, safe, and comfortable bike network that is bolstered by targeted education and encouragement programs, as well as enforcement and policy recommendations that expand the bicycle network. The scope of the plan includes the Urbanized Area and important links to surrounding areas. The process involved the coordination of plans from five communities, Johnson County, and the University of Iowa as well as a public input process. BBi C) / \ U c_ \[/_ ƒ R »\\ ( o \\)\ _ / ) \ o § J))ƒ / C) / \ \[/_ ƒ j »\\ % \\)\ \ _ ) \ - .0 § J))ƒ §)!,! {{ / 2 ° » �)t3 15 /) C) / \ \[/_ ƒ % \\)\ \ �� ) \ - .0 o 0. §)!,! / 2 ° » �)t3 15 /) 0m0 m \ C) / \ \[/_ ƒ % \\)\ Police Chief: Office Location: Phone (Front desk/non-emergency): Chief Sam Hargadine 410 E. Washington St. (319)356-5275 Police Department Divisions: • Administration • Administrative Services • Field Operations • Police Forfeitures Iowa City Police Officers participate in the Polar Plunge for the Special Olympics of Iowa. 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 The Administration division oversees the Department's 82 sworn officers and 39 non - sworn personnel, as well as the Department's computer systems. Administration is responsible for the management of the Department's two operating divisions, Field Operations and Administrative Services. The Administrative Services division supports or provides services to Field Operations. In addition, Administrative Services provides support activities to groups and organizations throughout the City. Administrative Services consists of Records, Property and Evidence, Training /Accreditation, Crime Prevention, Planning and Research, Animal Control, and Community Relations. Kiy The Field Operations division is the part of the police department normally associated with the provision of police services. Field Operations consists of the Patrol and Investigations Sections. Police Forfeitures can be a component of the criminal prosecution process. Money or items that are forfeited can be used only for law enforcement related activities. Police Department Personnel: BIc3 FY2012 FY2013 FY2014 Total FTEs 1 103.00 103.00 105.00 BIc3 Interim Fire Chief: Administrative Office Location: Phone (Administration/non-emergency): Roger Jensen 410 E. Washington Street (319)356-5260 Fire Department Divisions • Fire Administration • Emergency Operations • Fire Prevention • Fire Training 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 divisions: Fire Administration, Emergency Operations, Fire Prevention, and Fire Training. KrA 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. The department's community -driven strategic plan for fire protection services will guide the department's path into the future. Fire Administration is responsible for all departmental activities, accreditation, the purchase and maintenance of computer hardware & software, and building maintenance. The department attained accredited agency status through the Commission on Fire Accreditation International in 2008. The reaccreditation process is currently underway. Emergency Operations services include fire suppression, emergency medical services, technical rescue, and hazardous materials response. The Fire Department responds to over 4,500 emergency incidents annually. Fire Prevention provides proactive prevention services, such as fire safety inspections of commercial and University properties, site plan reviews, and fire and environmental safety education. Fire Training plans, develops, and coordinates in-house training activities with the assistance of the Training Committee. Training emphases include emergency medical services, technical rescue, fire suppression, and hazardous materials. Equipment and apparatus purchases are also overseen by this division. Fire Department Personnel: Kia FY2012 FY2013 FY2014 Adopted Total FTE's 1 65.0 65.0 65.0 Kia Housing and Inspection Services Director: Douglas Boothroy Office Location: 410 E. Washington St. Phone: (319) 356-5120 Housing & Inspection Services Divisions General Fund Enterprise Fund • Administration • Housing Authority • Building Inspection • Housing Inspection MISSION STATEMENT The mission of the Department of Housing & Inspection Services is to protect the health, safety, and welfare of the general public through the enforcement of a broad range of public health and safety regulations (i.e., zoning, nuisance, building codes, rental housing, environmental, etc.). The department is responsible for providing affordable housing opportunities through the Housing Choice Voucher, Public Housing, and Homeownership programs. DEPARTMENT DESCRIPTION Housing and Inspection Services (HIS) includes the following General Fund divisions: HIS Administration, Building Inspection, and Housing Inspection. The Iowa City Housing Authority, also part of HIS, is funded with federal grants; this division is found in the Enterprise Fund section of this budget. HIS Administration supports departmental divisions to provide high quality, proactive services and programs that protect and enhance the quality of life for all citizens through opportunities for affordable housing and the equitable, timely, and effective enforcement of land use regulations while conserving the integrity of neighborhoods. 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. 1914 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) division acts as a community leader for affordable housing, family self-sufficiency, and homeownership opportunities. We provide: Information & Education, Housing Assistance, Public & Private partnership opportunities. The ICHA also manages the operations of the Peninsula Apartments reported in the Special Revenue Funds — Peninsula Apartments Fund. Housing & Inspection Personnel: em FY2012 FY2013 FY2014 Total FTEs 1 28.80 28.68 25.74 em Public Works Director: Administrative Office Location: Phone: Rick Fosse 410 E. Washington St. (319)356-5141 Public Works Department Divisions General Fund: • Administration • Engineering Special Revenue: • Streets Operations (Road Use Tax Fund) Enterprise: • Wastewater Treatment • Water • Refuse Collection • Landfill • Storm Water Internal Service: • Equipment Replacement 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 which operate from various locations throughout the city. The Public Works Administration division manages the activities of the nine divisions. Administration also oversees the Energy Efficiency & Conservation Block Grant reported in the Special Revenue Funds — Energy Efficiency & Conservation Block Grant Fund. 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 Operations division is funded by the Road Use Tax. The Streets Division is responsible for the maintenance of the City's street system. The work duties include maintenance and repair of the City's concrete and asphalt streets, street sweeping, leaf vacuum program and snow plowing. 41 The Wastewater Treatment division ensures the public health and safety of the citizens of Iowa City and locally protects the Iowa River as a water resource for the people of Iowa. The division provides proper care, operation, and maintenance of City wastewater and storm water collection systems, treatment plants, and the local environment. The division is supported primarily through user fees. The Water division is responsible for maintaining clean, safe drinking water for the community. Because of the many water sources on two water well sites, Iowa City has the ability to provide an excellent blend of high quality water as well as an abundant capacity. The division produces and distributes high quality water in a quantity sufficient to meet the residential, commercial, industrial, and firefighting needs of the City. The division is supported primarily through user fees. The Refuse Collection division protects the health safety and welfare of our community by providing prompt and safe curbside collection of waste materials. The division is supported primarily through user fees. The Landfill division serves Johnson County, Kalona and Riverside. Each year, the landfill takes in about 125,000 tons of trash. Trash is landfilled according to stringent federal and state regulations to ensure that environmental protection is in place. The division is supported primarily through user fees. The Storm Water Management division is administered by the Engineering Division of the Public Works Department. The City of Iowa City has developed programs to reduce the discharge of pollutants carried by storm water into our local waterways. Revenue to support its mission is derived from monthly stormwater utility fees collected from local residents and businesses. The Equipment Replacement 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 division operates as an internal service fund and is supported through chargebacks to City divisions. Public Works Personnel: era FY2012 FY2013 FY2014 Total FTEs 1 153.11 152.60 148.60 era Parks & Recreation Director: Mike Moran Parks Division Office Location: 2275 South Gilbert Street Phone: (319) 356-5107 Recreation Division Office Location: 220 South Gilbert Street Phone: (319) 356-5100 Parks & Recreation Divisions • Administration • Parks Operation & Maintenance • Recreation • Cemetery Operations 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 The Parks & Recreation Administration division oversees the operation of the Parks Maintenance, Recreation, and Oakland Cemetery Divisions. The division also manages City Hall maintenance operations (Government Buildings), and supports the City's Farmers Markets. 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. E1161 The Park Maintenance 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. This division also oversees Forestry and Central Business District maintenance operations. The Cemetery Operations division 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. 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. Parks & Recreation Personnel: 44 FY2012 FY2013 FY2014 Total FTEs 1 42.25 42.25 42.25 44 Library Director: Location: Phone: Susan Craig 123 South Linn Street (319)356-5200 ICPL Hours of Operation: Mon-Thurs: 10am-9pm Friday: 10am—bpm Saturday: 10 am—bpm Sunday: 12pm-5pm MISSION STATEMENT Iowa City Public Library Divisions: Library General Library Foundation 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. Q4:7A:4IIJd=IZ1119Q* ddlill[•P 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 items 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. Approximately 82% 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. The Iowa City Public Library is separated into two budgetary divisions: Library Operations and the Library Foundation. Operations accounts for Library programs, services, materials, and building maintenance. The Library Foundation's budget accounts for personnel costs in the Iowa City Public Library Friends Foundation development office. These expenditures are fully reimbursed by the Foundation. 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. Library Personnel: ere FY2012 FY2013 FY2014 Total FTEs 1 43.64 43.63 43.13 ere Senior Center Coordinator: Location: Phone: The C'40)� Center le A CInjJ&1N]On COUNTY SENIOR CENTER Linda Kopping 28 South Linn Street (319)356-5220 Senior Center Hours of Operation: Business Hours Extended Member Hours 8 AM - 5 PM, 7 AM — 7 PM, Monday — Friday Monday - Thursday 7 AM — 5 PM, Friday Building hours are 10:30 AM — 1:30 PM, often extended to Saturday & Sunday accommodate evening and weekend programming. Please see Calendar of Events for program schedule. MISSION STATEMENT 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. El VA 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. 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. Senior Center Personnel: era FY2012 FY2013 FY2014 Total FTEs 1 6.50 6.50 6.50 era PCD Director: Jeff Davidson Office Location: 410 E. Washington St. Phone: (319)356-5230 Artist rendering of possible development at Benton St./Riverside Dr. MISSION STATEMENT It is the mission of the Department of Planning and Community Development to facilitate the successful growth of the community. DEPARTMENT DESCRIPTION PCD Department Divisions: General Fund: • Administration • Community Development • Economic Development • Urban Planning • Neighborhood Services • Human Services Special Revenue Funds: • Metro Planning Organization of Johnson County (MPOJC) The Planning & Community Development (PCD) Department is comprised of the following divisions: The Planning & Community Development Administration division provides professional oversight of PCD divisions. The PCD Administration also oversees the City's Tax Increment Financing funds budgeted in the Special Revenue Funds — Tax Increment Financing Fund. The Community Development division is 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 oversees the following programs budgeted in the Special Revenue Funds: • The Community Development Block Grant (CDBG) program and CDBG Rehab are federally funded programs for community and economic development. Staff makes assessments of community employment opportunities, housing, and services for low and moderate income residents, and use CDBG funds to fulfill identified needs. e101 • The HOME Investment Partnership program is a federally funded program through the US Department of Housing & Urban Development (HUD). The program provides safe, decent, affordable housing. • Other Shared Revenue grants, including Jumpstart Iowa, Hazard Mitigation Grant Project Buyout, and Supplemental Community Development Block Grants provide assistance to business and residential flood recovery efforts. • The Self -Supporting Municipal Improvement District (SSMID) collects and remits a property tax collected in a special taxing district that is used to promote the downtown development district. 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. The Urban Planning division 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 Neighborhood Services division supports and encourages citizens to help shape the future of their neighborhood. By assisting in the establishment of neighborhood associations, and coordinating with 33 neighborhood associations, this division seeks to encourage action by providing ideas and resources that help associations address their needs and interests within the goals of the larger community. The Human Services division makes annual allocations to the area's human service agencies. Staff coordinates with United Way of Johnson County and the Housing and Community Development Commission in providing recommendations for the allocation of these funds. The division also manages the donation stations for homeless citizens. The Metropolitan Planning Organization of Johnson County (MPOJC) is the County- wide planning organization for Johnson County, Iowa. Assistance is provided to MPOJC member agencies in three specific program areas: transportation planning, transportation assistance to small communities, and general human service issues. 50 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. Planning & Community Development Personnel: 51 FY2012 FY2013 FY2014 Total FTEs 1 20.88 19.13 19.15 51 Il t i CITY OF IOWA CITY 410 Ea St waihin5h?n Skrrrl Iowa Lily, Iowa $2240-1926 i31913S6-5000 13191 356-5009 FAX www. icgov.org Mayor: Matt Hayek (At -Large) Mayor Pro Tem: Susan Mims (At -Large) Connie Champion (District B) Terry Dickens (At -Large) Rick Dobyns (District A) Michelle Payne (At -Large) Jim Throgmorton (District C) Office: 410 East Washington Street Email: councilaiowa-city.org 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. City Council Personnel: MIA FY2012 FY2013 FY2014 Total FTEs 1 7.00 7.00 7.00 MIA City Manager: Office Location: Phone: Tom Markus 410 E. Washington St. (319)356-5010 City Manager's Office Divisions General Fund: Enterprise Fund: • City Manager • Broadband Tele- • Communications Office -communications • Human Resources • Human Rights 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 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. The Human Resources division provides services in the areas of employee & labor relations, collective bargaining, civil service compliance, employee benefits administration, recruitment of prospective employees, personnel policy development & administration, and administration of applicable employment laws. The Human Rights division enforces antidiscrimination laws, conduct training, and act as a liaison to the Human Rights Commission. The division also assists the City in its compliance with civil rights laws. W The Broadband Telecommunications division schedules programming for City Channel 4 and manages the channel's website. The division also operates cable Channel 5 and produces local government and community video programming. Cable Television monitors cable franchise agreement compliance, regulates basic cable service rates, and provides a complaint resolution service for citizens with the local cable company. City Manager Personnel": 'Communications Office added to the City Manager's Office in FY13. Staff were previously organized under the Finance Department. 54 FY2012 FY2013 FY2014 Total FTEs 1 16.13 15.63 17.63 'Communications Office added to the City Manager's Office in FY13. Staff were previously organized under the Finance Department. 54 City Clerk: Marian Karr Office Location: 410 E. Washington St. Phone: (319)356-5043 MISSION STATEMENT The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. 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). Boards and Commissions: 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. City Clerk Personnel: 61.7 FY2012 FY2013 FY2014 Total FTEs 1 4.00 4.00 4.00 61.7 City Attorney: Eleanor Dilkes Office Location: 410 E. Washington St. Phone: (319)356-5030 MISSION STATEMENT The City Attorney's Office represents the City in court litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. 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. City Attorney Personnel: 613 FY2012 FY2013 FY2014 Total FTEs 1 5.60 5.60 5.60 613 Finance Director: Office Location: Phone: Dennis Bockenstedt 410 E. Washington St. (319)356-5050 Finance Department Divisions: General Fund: Internal Service: • Administration . Information Technology Services • Accounting . Risk Management • Purchasing • Revenue MISSION STATEMENT FY2013-20155 FINANCIAL PLAN for the City of Iowa City It is the mission of the Finance Department to provide quality services to 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. Administration also oversees the City's Health & Dental Reserves as Internal Service Funds which are maintained for permanent employees' health care coverage through the City's self- insurance plan. Finance Administration also manages the City's Employee Benefits Fund which is a Special Revenue Fund that collects property taxes levied for the purpose of funding public employee benefits such as IPERS, MFPRSI, health insurance, dental insurance, Social Security and Medicare, as well as other similar benefits. M 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. This division also operates the Central Services Internal Service Fund that manages the City's mail and copier operations and other central functions. 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 Information Technology Service (ITS) division provides 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 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. Finance Department Personnel": 'Communications Office added to the City Manager's Office in FY13. Staff was previously organized under the Finance Department. 617 FY2012 FY2013 FY2014 Total FTE's 42.43 39.44 36.68 'Communications Office added to the City Manager's Office in FY13. Staff was previously organized under the Finance Department. 617 Transportation Services Director: Chris O'Brien Parking Office Location: 335 Iowa Avenue Phone: (319)356-5096 Transit Office Location: 1200 South Riverside Dr. Phone: (319) 356-5151 bonwww.ebono.or BUS ON THE GO Q Q MISSION STATEMENT Transportation Services Department Divisions: General Fund: • Public Transportation Enterprise Funds: • Parking • Public Transportation The Iowa City Transportation Services Department is committed to providing convenient, safe parking options, safe and courteous transit services, and quality customer service to the citizens and visitors of Iowa City. DEPARTMENT DESCRIPTION The Transportation Services Department manages the City's Parking and Public Transportation divisions. Both divisions are self-supporting enterprise funds; the Public Transportation division was transferred out of the General Fund and into its own enterprise fund starting in fiscal year 2013. The Parking division consists of Administration, On -street, Parking Lot, and Parking Ramp operations. The division oversees the operation of four parking structures with 2,486 off-street spaces, 1,302 on -street and surface parking lot spaces, and 148 designated motorcycle/scooter spaces. The Public Transportation division consists of Administration, Mass Transit Operations, Fleet Maintenance, and Court Street Transportation Center management. The division operates and maintains a 27 bus fleet serving 19 routes during weekday peak service, as well as contracting with Johnson County SEATS for paratransit service. The Court Street Transportation Center is maintained and operated by the Transit Division. Transportation Services Personnel: 6*1 FY2012 FY2013 FY2014 Total FTEs 1 89.00 81.00 77.50 6*1 Operations Specialist Location: Phone: Michael Tharp 1801 S. Riverside Drive (319)356-5045 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. Airport Personnel: r i0 FY2012 FY2013 FY2014 Total FTEs 11.75 1.00 1.00 r i0 City of Iowa City Budgetary Fund Structure HOME Grant (2110) Transit (7150) Risk ManagementServices(8200) Road Use Tax (2200) Special Revenue Debt Service Enterprise Internal Service Capital Projects General Fund (2300) (2810) Refuse Collection Energy Efficiency & Conservation Block Funds Fund Funds Funds Fund Community Debt Service Equipment Capital Projects General (100*) Development Block (5***) Parking (7100) Replacement (8100) (3***&4***) Grant (2100) HOME Grant (2110) Transit (7150) Risk ManagementServices(8200) Road Use Tax (2200) Communications (7500) Public Housing Wastewater Treatment (7200) Intormation Technolog Services (8300) Other Shared Revenues Water (7300) Central Services (8400) (2300) (2810) Refuse Collection Energy Efficiency & Conservation Block (7400) Health Insurance (8500. UniverCity(2315) 1 1 Landfill (7500) 11 Dental Insurance Metro Planning Organization of Johnson Airport (7600) County (2350) Employee Benefits Stormwater (2400) Management (7700) Peninsula Apartments (2510) Communications (7500) Public Housing Tax Increment Financing (26**) Authority (7900) General Rehabilitation & Improvement Program (2810) Self Supporting Municipal Improvement District (2820) Major funds 61 Departments & Divisions by Fund General Fund Police Public Works Police Administration Public Works Administration Police Administrative Services Engineering Services Police Field Operations Fire Fire Administration Fire Emergency Operations Fire Prevention Fire Training Housing & Inspection Services Housing & Inspection Administration Building Inspections Housing Inspections Housing Authority City Council City Clerk City Attorney City Manager City Manager Communications Office Human Resources Human Rights rra Parks & Recreation Parks & Recreation Administration Recreation Administration Park Maintenance Cemetery Operations Planning & Community Development Planning & Community Development Admin Urban Planning Community Development Economic Development Neighborhood Services Human Services Library Library General Library Foundation Senior Center Finance Finance Administration Accounting Purchasing Revenue Departments & Divisions by Fund Special Revenue Funds CDBG Fund Peninsula Apartments Fund Planning & Community Development Housing & Inspection Services Community Development Housing Authority HOME Grant Fund Planning & Community Development Community Development Road Use Tax Fund Public Works Streets Operations Other Shared Revenues Fund Planning & Community Development Community Development Energy Efficiency & Conservation Block Grant Public Works Public Works Administration UniverCity Fund Planning & Community Development UniverCity Neighborhood Partnerships Metro Planning Organization of Johnson County Planning & Community Development Metro Planning Organization of Johnson County Employee Benefits Fund Finance Finance Administration M] Tax Increment Financing Fund Planning & Community Development Planning & Community Development Admin General Rehabilitation & Improvement Program Planning & Community Development Community Development Self -Supporting Municipal Improvement District Planning & Community Development Community Development Departments & Divisions by Fund Parking Fund Transportation Services Parking Operations Transit Fund Transportation Services Public Transportation Wastewater Treatment Fund Public Works Wastewater Treatment Water Fund Public Works Water Operations Refuse Collection Fund Public Works Refuse Collection Enterprise Funds Landfill Fund Public Works Landfill Operations Airport Fund Airport Operations Airport Operations Storm Water Management Fund Public Works Storm Water Broadband Communications Fund City Manager Broadband Communications Housing Authority Fund Housing & Inspection Services Housing Authority Internal Service Funds Equipment Replacement Fund Central Services Fund Public Works Finance Equipment Replacement Purchasing Risk Management Services Fund Finance Risk Management Information Technology Services Fund Finance Information Technology Services 6L! Health Insurance Fund Finance Finance Administration Dental Insurance Fund Finance Finance Administration F Y 2 0 1 4 FINANCIAL SUMMARY Financial Plan Preparation Schedule Financial and Fiscal Policies All Funds Fund Balance Summary Revenue Summary Expenditure Summary Inter Fund Transfers Personnel Full Time Equivalents (FTE) iU:1:11:0V111l1 kiKola ra:8aikiFilkiMFilm UWil kii 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 MA 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.) Biz 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. M Amendments are typically presented to the City Council twice a year, with a public hearing held each time to allow for citizen input. The first public hearing is usually held in early fall, the second and/or final hearing is in late spring. All amendments must be formally approved and certified to the State of Iowa by May 31St, as required by law. Financial statements which compare the fiscal year's actual revenues and expenditures to budgeted authority are published by the 1st of December immediately following the end of the fiscal year (June 30). These statements are also presented for the City as a whole in the notes to that year's Financial Report. Legal compliance is met if actual expenditures do not exceed the budgeted expenditures by program areas: Public Safety, Public Works, Health & Social Services, Culture and Recreation, Community and Economic Development, General Government, Debt Service, Capital Projects and Business Type/Enterprises. rm Financial Plan Preparation Schedule FY2014 — 2016 September 13, 2012 Distribution of FY14 financial planning materials to departments. September 28 FY14 budget proposals due to Finance Administration. October 1 - 26 City Manager, Finance Administration, department directors and managers review financial plan. October 26 —November 9 Input approved adjustments from City Manager. November 12 Preparation of the proposed financial plan and FY14 thru December 7 budget by Finance Administration. December 13 Distribution of proposed Financial Plan to City Council. (PDF due to Clerk's office December 12-13) January 2013 City Council budget work sessions. January 27 State forms prepared. February 21 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. 71 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 3/4 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. rra OPERATING BUDGET PREPARATION CRITERIA General Guidelines: - Maintain the fiscal integrity of the City's operating and capital improvement budgets in order to provide services and to construct and maintain the City's infrastructure. - Maintain the City's responsible fiscal position and AAA bond rating. - Present budget data to the City Council in a format that will facilitate annual budget decisions based on a three-year planning perspective. Provide the City Council with a summary of the three-year forecasts. - Encourage citizen involvement in the annual budget decision-making process through public hearings, informal meetings, budget briefs and related informational efforts. Service Level Guidelines: - Deliver service levels which are consistent with the citizens' willingness to pay and the City's available resources. - Base decisions to reduce service levels or eliminate programs on City-wide priorities. - Recognize that City employees are one of the City government's most valuable resources and are essential to the delivery of high quality, efficient services. Revenue Guidelines: - Property tax levy rates will not exceed the limits as established by the State of Iowa. - Revise user fee rate structures to charge the costs of service provided to the benefiting customers, while maintaining sensitivity to the needs of low income citizens. - Support federal and state legislation which provides property tax relief. Oppose legislation which imposes local service mandates without fiscal support. Expenditure Guidelines: Support responsible management efforts to increase productivity by providing resources for office automation, preventive maintenance, risk management/employee safety, and employee training. VA] 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. 74 • 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 rM • 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 3/4 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 VM 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. ra • 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 na 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. r*1 • 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. rm CITY OF IOWA CITY ALL FUNDS SUMMARY FY 2014 50- Debt Service 4,728,477 12,396,568 559,660 13,496,700 - 4,188,005 Fund Estimated Balance 7/1/2013 Budgeted Revenues Transfers In Budgeted Expenditures Transfers Out Estimated Balance 613012014 Budgetary Funds Parking 5,441,542 4,721,734 840,350 3,970,588 100' General Fund 21,673,922 47,814,518 9,610,582 51,481,923 5,988,683 21,628,416 6,276,733 Special Revenue Funds 4,367,087 720' Wastewater Treatment 21,810,937 12,995,201 2100 CDBG &CDBG Rehab (218,675) 1,192,499 - 851,329 - 122,495 2110 HOME Program 86,546 700,000 - 604,132 - 182,414 2200 Road Use Tax 1,476,219 6,608,316 405,477 5,669,459 863,247 1,957,306 2300 Other Shared Revenue (1,673,608) 785,000 - 810,339 - (1,698,947) 2310 Energy Efficiency and Conservation (48,303) - - - - (48,303) 2315 UniverCity Neighborhood Partnership 550,721 - - - - 550,721 2350 Metropolitan Planning Organization 116,071 332,977 343,297 680,833 - 111,512 2400 Employee Benefits 1,820,996 9,775,069 - 585,695 9,173,732 1,836,638 2510 Peninsula Apartments 81,509 58,883 - 50,653 - 89,739 26- TIF 51,053 453,937 - 141,539 417,450 (53,999) 2810 GRIP -General Rehabilitation and Impn - - - - - - SSMID: Self Supported Municipal Internal Service Funds 2820 Improvement District - 275,320 - 275,320 - - 50- Debt Service 4,728,477 12,396,568 559,660 13,496,700 - 4,188,005 1..51 Business Funds 710' Parking 5,441,542 4,721,734 840,350 3,970,588 1,740,350 5,292,688 715' Transit 4,342,249 3,757,604 2,869,291 6,276,733 325,324 4,367,087 720' Wastewater Treatment 21,810,937 12,995,201 4,736,638 10,172,004 8,976,638 20,394,134 730' Water 9,280,891 8,386,021 2,010,316 7,930,586 2,954,641 8,792,001 7400 Refuse Collection 276,823 2,984,915 - 2,959,828 - 301,910 750' Landfill 21,613,866 5,521,838 586,193 4,792,684 1,000,000 21,929,213 760' Airport 238,239 319,319 72,342 343,715 30,869 255,316 770' Stormwater Management 639,178 1,201,860 - 799,200 - 1,041,838 7800 Broadband Telecommunications 1,642,123 841,569 25,000 814,020 80,000 1,614,672 79- Housing Authority 7,234,633 8,013,212 - 7,922,279 43,989 7,281,577 3'-4- Capital Improvement Projects 3,604,468 37,804,007 26,033,548 48,383,101 16,497,771 2,561,151 Sub -total Budgetary Funds $ 104,769,877 $ 166,940,367 $ 48,092,694 $ 169,012,660 $ 48,092,694 $ 102,697,584 Non -Budgetary Funds Internal Service Funds 8100 Equipment 7,879,212 5,885,820 - 4,919,434 - 8,845,598 8200 Risk Management Loss Reserve 2,878,960 1,087,931 - 928,691 - 3,038,200 8300 Information Technology 2,617,753 1,842,517 - 2,436,123 - 2,024,147 8400 Central Services 791,378 238,871 - 189,990 - 840,259 8500 Health Insurance Reserve 9,171,512 7,935,184 - 7,926,255 - 9,180,441 8600 Dental Insurance Reserve 91,581 352,881 - 368,000 - 76,462 Custodial Funds 9102 Project Green 204,408 - - 62,029 - 142,379 9105 Library Foundation 15 - - 1,365 - (1,350) Sub -total Non -Budgetary Funds $ 23,634,819 $ 17,343,204 $ - $ 16,831,887 $ - $ 24,146,136 Total All Funds $ 128,404,696 $ 184,283,571 $ 48,092,694 $ 185,844,547 $ 48,092,694 $ 126,843,720 1..51 City of Iowa City All Funds Revenues and Other Financina Sources RN 2011 Actual 2012 Actual 2013 Revised 2014 Budget 2015 Projected 2016 Projected Taxes Levied On Property Taxes 47,825,754 49,542,640 50,407,376 50,307,189 51,714,901 54,007605 Current Taxes 47,825,754 49,542,640 50,407,376 50,307,189 51,714,901 54,005,605 Delinquent Property Taxes 7,688 1,219 Delinquent Taxes 7,688 1,219 - - - - TIF Revenues 846,062 838,766 507,060 453,937 850,142 931,794 Tif Revenues 846,062 838,766 507,060 453,937 850,142 931,794 Other City Taxes 10,865,460 11,314,443 11,106,845 5,007,347 2,625,564 2,657,286 Other City Taxes 10,865,460 11,314,443 11,106,845 5,007,347 2,625,564 2,657,286 Licenses And Permits 2,221,561 2,140,219 2,258,285 2,193,586 2,193,586 2,193,586 General Use Permits 61,723 56,953 61,724 56,953 56,953 56,953 Food & Liq Licenses 114,805 99,187 96,595 98,363 98,363 98,363 Professional License 14,982 17,310 12,527 14,705 14,705 14,705 Franchise Fees 804,200 820,285 814,200 838,468 838,468 838,468 Misc Permits & Licenses 8,685 9,346 8,685 9,346 9,346 9,346 Const Per& Ins Fees 1,193,343 1,111,460 1,240,731 1,147,103 1,147,103 1,147,103 Misc Lic & Permits 23,823 25,678 23,823 28,648 28,648 28,648 Use Of Money And Property 7,742,803 8,014,989 7,337,709 7,003,480 7,003,719 7,003,719 Interest Revenues 1,035,857 1,790,309 1,033,705 1,036,669 1,038,908 1,038,908 Rents 1,148,723 1,104,933 1,163,962 1,082,248 1,082,248 1,082,248 Parking Meter Revenue 798,340 790,574 798,340 1,090,574 1,090,574 1,090,574 Parking Lot Revenue 225,195 191,355 225,195 177,495 177,495 177,495 Parking Ramp Revenue 3,822,064 3,905,899 3,913,175 3,486,614 3,486,614 3,486,614 Misc Parking Revenue 630,063 162,414 121,291 58,385 58,385 58,385 Royalties & Commissions 82,561 69,505 82,041 69,495 69,495 69,495 Intergovernmental 40,170,806 36,665,097 69,939,461 43,157,183 29,666,105 23,642,198 Fed Intergovnt Revenue 10,214,771 12,129,597 41,178,676 24,025,941 14,303,259 11,859,799 Property Tax Credits 35,250 49,372 24,898 24,888 24,888 24,888 Road Use Tax 5,890,842 6,447,020 6,379,028 6,548,683 6,650,476 6,752,269 State 28E Agreements 1,526,712 1,614,125 1,966,754 1,720,187 2,454,591 2,289,683 Operating Grants 81,781 61,033 65,425 61,033 61,033 61,033 Disaster Assistance - 1,418 282,864 336,615 - - Other State Grants 20,671,216 14,532,429 17,776,806 8,577,956 4,309,978 792,646 Local 28E Agreements 1,750,234 1,830,103 2,265,010 1,861,880 1,861,880 1,861,880 Charges For Fees And Services 32,592,378 32,590,534 33,537,143 33,463,088 33,476,306 33,488,962 Building & Devlpmt 304,404 330,934 299,819 335,900 335,900 335,900 Police Services 101,050 135,035 110,970 136,460 137,328 138,214 Animal Care Services 12,078 9,539 12,079 12,000 12,000 12,000 Fire Services 7,179 9,086 9,779 10,651 10,651 10,651 Transit Fees 1,060,227 1,121,409 1,364,106 1,367,269 1,367,619 1,367,269 Culture & Recreation 783,127 780,074 847,794 795,572 795,572 795,572 Library Charges 169 315 114 304 304 304 Misc Charges For Services 535,075 460,398 577,608 569,553 569,553 569,553 Water Charges 8,038,944 8,232,517 8,191,771 8,232,517 8,232,517 8,232,517 Wastewater Charges 12,682,773 12,548,976 12,682,773 12,548,976 12,548,976 12,548,976 Refuse Charges 3,352,546 3,398,216 3,406,490 3,475,301 3,475,301 3,475,301 Landfill Charges 5,083,840 4,778,585 5,083,840 4,776,565 4,778,585 4,778,585 Stormwater Charges 630,966 785,450 950,000 1,200,000 1,212,000 1,224,120 Miscellaneous 22,253,303 21,911,714 21,376,420 21,874,746 21,383,039 21,427,469 Code Enforcement 411,418 455,264 411,418 461,664 461,664 461,664 Parking Fines 777,341 744,285 777,341 944,285 944,285 944,285 Library Fines &Fees 211,610 201,157 211,610 201,157 201,157 201,157 Contrib & Donations 510,668 415,713 1,020,561 895,816 305,816 305,816 Printed Materials 42,687 43,302 43,348 39,264 39,264 39,264 Animal Adoption 12,268 13,020 12,268 13,020 13,020 13,020 Misc Merchandise 94,792 67,091 88,087 66,724 66,724 66,724 Intra -City Charges 18,896,862 18,724,053 18,289,070 16,592,536 18,683,956 18,722,589 Other Misc Revenue 1,292,335 1,246,089 522,717 660,280 667,153 672,950 Special Assessments 3,322 1,740 - - - - RN City of Iowa City All Funds Revenues and Other Financing Sources 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projected Projected Other Financial Sources 33,804,696 21,676,179 16,148,640 20,823,015 25,359,194 11,938,552 Debt Sales 27,488,246 14,845,362 12,200,000 16,181,000 23,100,000 9,781,000 Sale Of Assets 1,338,552 4,292,226 2,406,586 2,261,450 1,131,450 1,131,450 Insurance Recoveries 619,822 54,640 - - - - Loans 4,358,278 2,685,951 1,542,054 2,360,565 1,127,744 1,026,102 Total All -Funds Revenues & Other Financing Sources $ 198,330,713 $ 184,897,800 $ 212,618,939 $ 184,283,571 $ 174,272,556 $ 157,289,171 Total Revenues and Other Financing Sources by Major Object Other Financial Sources 11% Miscellaneous 12% Charges For Fees And Services 18% Taxes Levied On Property Taxes 970 Intergovernmental 24% rIF Revenues 0% her City Taxes 3% Licenses And Permits 1% Money And operty 4% Budpetary Funds Expenditures Public Safety Finance Police Fire Housing and Inspection Service Park and Rec Adminstration Public Works Parks Maintenance Public Works Health and Social Services Planning & Community Dvlpmnt Culture and Recreation Park and Rec Adminstration Recreation Parks Maintenance Cemetery Library Senior Center Community and Economic Dvlpmnt Housing Authority Parks Maintenance Planning & Community Dvlpmnt General Government City Council City Clerk City Attorney City Manager Finance Park and Rec Adminstration Debt Service Finance Governmental Capital Projects Finance Capital Improvement Projects Business Type Activities City Manager Housing Authority Public Works Transportation Services Airport Business Type Capital Projects Public Works Transportation Services Airport Total Budgetary Expenditures City of Iowa City All Funds Expenditures by Function and Department 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projected Projected 18,907,106 20,561,448 21,563,049 21,784,088 22,719,550 23,591,353 350,988 613,987 222,248 295,638 297,177 298,728 10,564,227 11,388,735 12,349,510 12,246,285 12,903,813 13,428,080 6,243,478 7,001,473 7,337,758 7,636,665 7,876,616 8,186,486 1,748,413 1,577,128 1,653,533 1,605,500 1,641,944 1,678,059 - 125 - - - - 7,413,629 7,296,766 7,759,222 7,483,926 7,548,155 7,613,755 471,772 452,604 550,328 499,594 507,109 514,985 6,941,857 6,844,162 7,208,894 6,984,332 7,041,046 7,098,770 290,707 265,175 265,476 265,782 - - 290,707 265,175 265,476 265,782 11,805,316 12,445,566 12,770,999 13,127,603 13,108,894 13,300,634 282,893 326,542 316,165 326,866 332,468 338,192 2,608,160 2,801,548 2,980,868 2,971,479 2,994,393 2,982,885 2,173,164 2,348,849 2,327,573 2,443,275 2,471,305 2,545,454 372,869 381,117 369,553 361,597 390,817 399,214 5,567,592 5,758,770 5,822,606 6,101,961 5,975,308 6,111,270 800,638 828,740 954,234 902,625 944,603 923,619 18,647,243 17,908,790 8,286,537 10,700,289 6,947,058 6,946,493 46,438 45,131 49,734 50,653 51,048 51,452 531,175 544,331 533,273 617,821 624,469 631,284 18,069,630 17,319,328 7,703,530 10,031,815 6,271,541 6,263,757 7,460,334 7,610,511 7,634,044 7,789,941 7,934,845 8,112,257 133,840 133,922 137,383 122,207 122,718 123,240 541,679 533,569 487,690 540,549 549,607 558,765 601,424 654,080 671,956 690,133 709,147 728,813 1,403,535 1,509,148 1,510,119 1,684,393 1,725,382 1,772,387 4,300,261 4,289,424 4,315,514 4,254,110 4,318,877 4,409,738 479,595 490,368 511,382 498,549 509,114 519,314 11,245,963 15,318,019 20,326,046 13,496,700 14,285,740 14,607,270 11,245,963 15,318,019 20,326,046 13,496,700 14,285,740 14,607,270 21,738,069 27,481,352 84,145,482 18,864,211 19,372,249 12,858,696 2,838,806 13,416,419 2,872,819 183,229 - 269,740 18,899,263 14,064,933 81,272,663 18,680,982 19,372,249 12,588,956 62,147,445 46,743,528 52,690,005 45,981,637 46,619,771 48,203,184 658,491 679,691 717,476 814,020 827,798 844,283 7,304,019 7,818,871 7,404,987 7,922,279 7,980,716 8,137,533 43,728,938 27,460,315 34,031,707 26,654,302 27,020,679 27,347,643 10,105,321 10,453,875 10,200,184 10,247,321 10,442,064 11,526,178 350,676 330,776 335,651 343,715 348,514 347,547 13,703,850 10,765,547 45,920,476 29,518,890 15,053,869 2,737,536 12,606,276 7,616,910 38,484,190 27,657,790 1,421,869 2,432,336 573,046 1,725,226 2,138,478 1,170,000 12,000,000 - 524,528 1,423,411 5,297,808 691,100 1,632,000 305,200 $ 173,068,955 $ 166,151,527 $ 261,386,567 $ 169,012,660 $ 153,855,607 $ 138,236,960 CEI City of Iowa City All Funds Expenditures by Function and Department 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projected Projected Non-Budoetary Funds Expenditures Internal Service _ 16,040,625 14,751,829 17,230,583 16,768,493 19,174,025 17,775,270 Finance 10,635,463 9,953,975 11,211,977 11,849,059 11,863,992 11,771,477 Public Works 5,405,162 4,797,854 6,018,606 4,919,434 7,310,033 6,003,793 Internal Service CIP 177,742 Finance - 177,742 - - - - Agency 178,383 166,235 63,394 Library 97,086 107,394 - 1,365 - - Agency 81,297 58,841 - 62,029 - - Total Non -Budgetary Expenditures $ 16,219,008 $ 15,095,806 $ 17,230,583 $ 16,831,887 $ 19,174,025 $ 17,775,270 Total Expenditures-AllFunds $ 189,287,963 $ 181,247,333 $ 278,617,150 $ 185,844,547 $ 173,029,632 $ 156,012,230 d Expenditures by Program Area pital 3ovt Capital Projects 11% Cbl VI PF I IF I i 6% and Social vices 0% and Recreation 8% �eneral Government Debt Service 5% 8% City of Iowa City Inter -Fund Transfers FY 2014 Budget Transfers Out: TIF Government Capital Project Funding 2,724,000 565,000 9,497,771 13,510,000 26,296,771 Special Special Capital Debt 417,450 Debt Service Funding General Revenue Revenue Projects Service Enterprise Total Transfers In: Employee Benefits Levy 9,173,732 9,173,732 General Levy 190,470 Empl Benefits Levy 8,768,255 405,477 Operating Subsidy 73,414 9,173,732 General Levy 2,934,213 118,128 550,575 3,783,035 Interfund Loan 72,342 190,470 General Fund CIP Funding 86,193 Total Transfers Out: 5,988,683 324,000 - 22,151,811 48,092,694 324,000 Road Use Tax 73,078 225,169 565,000 863,247 Local Option Taxes 2,400,000 2,400,000 Transfers from TI F Districts 105,338 236,777 75,335 417,450 Misc Other Operating Transfers 87,997 2,869,291 2,957,288 From Water Operations 600,000 600,000 From Wastewater Operations 4,240,000 4,240,000 From Parking Operations 900,000 900,000 From Landfill Operations 1,000,000 1,000,000 From Broadband 55,000 25,000 80,000 From IC Housing Authority 18,414 18,414 Debt Service 7,587,304 7,587,304 Abatements Funding 444,325 444,325 From FY13 GO Bonds 500,000 500,000 From FY14 GO Bonds 8,782,216 34,555 8,816,771 From Sewer Rev Bonds 7,000,000 7,000,000 Interfund Loan Repayment 86,193 86,193 Misc Transfers In 2,500 181,000 40,000 270,000 493,500 Total Transfers In: 9,610,582 748,774 - 12,488,993 559,660 24,684,685 48,092,694 Transfers Out: Capital Project Funding 2,724,000 565,000 9,497,771 13,510,000 26,296,771 TIF Capital Transfers Out 417,450 417,450 Debt Service Funding 7,587,304 7,587,304 GO Bond Abatement 140,000 344,325 484,325 Employee Benefits Levy 9,173,732 9,173,732 General Levy 190,470 190,470 Operating Subsidy 73,414 73,414 Misc Transfers Out 2,934,213 298,247 550,575 3,783,035 Interfund Loan 86,193 86,193 Total Transfers Out: 5,988,683 10,036,979 417,450 9,497,771 - 22,151,811 48,092,694 1.I4 City of Iowa City Inter -Fund Transfers FY 2015 Projected Transfers Out: TIF Government Capital Project Funding 275,000 565,000 10,875,640 13,200,000 24,915,640 Special Special Capital Debt 792,335 Debt Service Funding General Revenue Revenue Projects Service Enterprise Total Transfers In: Employee Benefits Levy 9,946,146 9,946,146 General Levy 196,742 Empl Benefits Levy 9,531,381 414,765 Operating Subsidy 73,414 9,946,146 General Levy 2,991,197 124,400 550,575 3,849,372 Interfund Loan 72,342 196,742 General Fund CIP Funding 88,516 Total Transfers Out: 3,602,939 275,000 - 21,861,759 47,951,419 275,000 Road Use Tax 75,600 232,000 565,000 872,600 Transfers from TI F Districts 717,000 75,335 792,335 Misc Other Operating Transfers 87,997 2,926,275 3,014,272 From Water Operations 100,000 600,000 700,000 From Wastewater Operations 500,000 500,000 From Landfill Operations 500,000 500,000 From Broadband 55,000 25,000 80,000 From IC Housing Authority 18,414 18,414 Debt Service 7,616,029 7,616,029 Abatements Funding 433,225 433,225 From 2015 GO Bonds 10,794,040 81,600 10,875,640 From Pkg Rev Bonds 12,000,000 12,000,000 Interfund Loan Repayment 88,516 88,516 Misc Transfers In 2,500 40,000 42,500 Total Transfers In: 9,770,892 771,165 - 12,451,040 548,560 24,409,762 47,951,419 Transfers Out: Capital Project Funding 275,000 565,000 10,875,640 13,200,000 24,915,640 TIF Capital Transfers Out 792,335 792,335 Debt Service Funding 7,616,029 7,616,029 GO Bond Abatement 140,000 333,225 473,225 Employee Benefits Levy 9,946,146 9,946,146 General Levy 196,742 196,742 Operating Subsidy 73,414 73,414 Misc Transfers Out 2,991,197 307,600 550,575 3,849,372 Interfund Loan 88,516 88,516 Total Transfers Out: 3,602,939 10,818,746 792,335 10,875,640 - 21,861,759 47,951,419 IM City of Iowa City Inter -Fund Transfers FY 2016 Projected Transfers Out: TIF Government Capital Project Funding 275,000 1,065,000 9,511,260 1,100,000 11,951,260 Special Special Capital Debt 922,335 Debt Service Funding General Revenue Revenue Projects Service Enterprise Total Transfers In: Employee Benefits Levy 10,703,047 10,703,047 General Levy 202,742 Empl Benefits Levy 10,278,964 424,083 Operating Subsidy 73,414 10,703,047 General Levy 3,049,300 130,400 550,575 3,915,875 Interfund Loan 72,342 202,742 General Fund CIP Funding 63,001 Total Transfers Out: 3,667,042 275,000 - 10,571,656 36,756,340 275,000 Road Use Tax 77,000 239,000 1,065,000 1,381,000 Transfers from TI F Districts 717,000 205,335 922,335 Misc Other Operating Transfers 87,997 2,984,378 3,072,375 From Water Operations 600,000 600,000 From Wastewater Operations 500,000 500,000 From Landfill Operations 500,000 500,000 From Broadband 55,000 25,000 80,000 From IC Housing Authority 18,414 18,414 Debt Service 8,467,541 8,467,541 Abatements Funding 417,125 417,125 From FY16 GO Bonds 8,815,000 515,260 9,330,260 Interfund Loan Repayment 63,001 63,001 Misc Transfers In 2,500 181,000 40,000 223,500 Total Transfers In: 10,519,875 793,483 - 11,053,000 662,460 13,727,522 36,756,340 Transfers Out: Capital Project Funding 275,000 1,065,000 9,511,260 1,100,000 11,951,260 TIF Capital Transfers Out 922,335 922,335 Debt Service Funding 8,467,541 8,467,541 GO Bond Abatement 140,000 317,125 457,125 Employee Benefits Levy 10,703,047 10,703,047 General Levy 202,742 202,742 Operating Subsidy 73,414 73,414 Misc Transfers Out 3,049,300 316,000 550,575 3,915,875 Interfund Loan 63,001 63,001 Total Transfers Out: 3,667,042 12,084,047 922,335 9,511,260 - 10,571,656 36,756,340 1..S1 City of Iowa City Personnel Full -Time Equivalents Last Four Years Budgetary Funds General Fund City Council City Clerk City Attorney City Manager: City Manager Communications Office Human Resources Human Rights Finance: Finance Adminstration Accounting Purchasing Revenue Tort Liability Disaster Individual Assistance Police: Police Administration Police Administrative Services Police Field Operations Fire: Fire Administration Fire Emergency Operations Fire Prevention Fire Training Housing & Inspection Services: Housing and Inspection Admin Building Inspection Housing Inspections Parks and Recreation: Park and Rec Admin Government Buildings Recreation Administration Recreation Building Maintenance Social & Cultural Activities Acquatics Special Populations Adult Sports Park Maintenance Administration Park Maintenance Operations Forestry CBD Maintenance Operations Cemetery Operations Library: General Library Library Board Controlled Funds Library Foundation Office Senior Center Administrations Planning & Community Development: Planning & Comm Dvlp Admin Community Development Economic Development Urban Planning Neighborhood Services Changein FTEs 2011 2012 2013 2014 FY2013- Adopted Adopted Adopted Adopted 2014 7.00 7.00 7.00 7.00 - 4.00 4.00 4.00 4.00 - 5.60 5.60 5.60 5.60 - 3.00 3.00 3.00 3.00 - 3.50 4.00 2.00 3.00 1.00 4.00 4.00 4.00 3.00 (1.00) 2.50 2.50 2.00 2.00 - 2.86 2.65 2.65 3.65 1.00 7.00 8.00 8.00 8.00 - 4.00 4.00 3.94 3.44 (0.50) 7.88 7.88 7.88 7.88 - 1.00 1.00 1.00 1.00 - 0.40 0.40 0.40 0.38 (0.02) 5.00 5.00 5.00 5.00 - 18.00 18.00 18.00 20.00 2.00 81.00 80.00 80.00 80.00 - 4.00 3.00 4.00 4.00 - 59.00 59.00 59.00 59.00 - 2.00 2.00 1.00 1.00 - 1.00 1.00 1.00 1.00 - 2.00 2.00 2.00 2.00 - 7.80 7.80 7.80 6.30 (1.50) 5.75 5.75 5.75 5.25 (0.50) 2.00 2.00 2.00 2.00 - 4.96 4.83 4.83 4.83 - 4.00 4.00 3.00 3.00 - 4.77 4.77 5.77 5.77 - 1.00 1.00 1.00 1.00 - 3.65 3.65 3.65 3.65 - 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 - 2.00 2.00 2.00 2.00 - 11.00 11.00 11.00 11.00 - 3.00 3.00 3.00 3.00 - 3.00 3.00 3.00 3.00 - 3.00 3.00 3.00 3.00 - 42.39 42.89 42.88 42.38 (0.50) 0.75 0.75 0.75 0.75 - 0.00 0.00 0.00 2.00 2.00 6.31 6.50 6.50 6.50 - 2.55 2.55 2.55 2.55 - 1.05 0.85 1.20 1.75 0.55 1.00 1.00 1.00 1.00 - 3.50 3.50 2.50 2.50 - 1.00 1.00 1.00 1.00 - 89 City of Iowa City Personnel Full -Time Equivalents Last Four Years Changein FTEs 2011 2012 2013 2014 FY2013- Adopted Adopted Adopted Adopted 2014 Human Services 0.00 0.00 0.15 0.15 - Public Works: 51.75 51.25 (0.50) 25.60 25.40 Public Works Administration 2.00 2.00 2.00 2.00 - Engineering Services 12.10 12.10 12.10 12.10 - Transportation Services: 1.75 1.75 1.00 1.00 - Mass Transit 56.25 56.25 0.00 0.00 - Sub -Total General Fund 411.57 411.22 351.90 354.43 2.53 Special Revenue Funds 6.63 - 13.25 13.25 13.18 Community Development Block Grant 2.88 2.88 2.63 2.48 (0.15) HOME Program 0.95 0.95 0.70 0.50 (0.20) Road Use Tax: Traffic Engineering 4.15 4.15 4.15 4.15 - Streets System Maintenance 25.50 25.50 25.50 25.50 - Other Shared Revenues 1.60 1.60 1.60 1.62 0.02 UniverCity Neighbporhood Partnership 0.00 0.20 0.20 0.00 Metro Planning Org of Johnson County 6.60 6.60 5.60 5.60 - Employee Benefits 0.26 0.55 0.55 0.55 - Sub -Total Special Revenue Funds 41.94 42.43 40.93 40.40 (0.33) Capital Projects Fund ERP Software -Finances and HR/Payroll 1.00 1.00 1.00 1.00 - Fire Station #4 1.00 1.00 0.00 0.00 - Iowa City Gateway Project (Dubuque St) 0.00 1.00 1.00 1.00 - 420th Street Industrial Park 1.00 1.00 0.00 0.00 - West Side Levee Project 0.00 0.00 1.00 1.00 - S Wastewater Plant Expansion 0.00 1.00 3.00 3.00 - Sub -Total Capital Projects Fund 3.00 5.00 6.00 6.00 - Enterprise Funds Parking Mass Transit Wastewater Water Refuse Collection Airport Operations Landfill Storm Water Broadband Telecommunications Housing Authority Sub -Total Enterprise Funds Total Budgetary Funds Non -Budgetary Funds Internal Service Funds Central Services Information Technology Services Risk Management Equipment Replacement Sub -Total Internal Service Funds Custodial Funds Library Foundation Office Sub -Total Custodial Funds Total Non -Budgetary Funds Total Full -Time Equivalents 32.75 32.75 29.25 26.25 (3.00) 0.00 0.00 51.75 51.25 (0.50) 25.60 25.40 25.40 24.40 (1.00) 32.75 32.75 32.75 31.75 (1.00) 20.35 20.35 20.35 19.35 (1.00) 1.75 1.75 1.00 1.00 - 15.50 17.50 17.50 16.50 (1.00) 1.90 2.10 2.10 2.10 - 6.69 6.63 6.63 6.63 - 13.25 13.25 13.18 12.19 (0.99) 150.54 152.48 199.91 191.42 (8.49) 607.05 611.13 598.74 592.25 (6.29) 0.75 0.75 0.76 0.50 (0.26) 11.30 11.80 10.86 9.86 (1.00) 2.01 1.80 1.80 1.80 - 11.26 11.26 10.75 10.75 - 25.32 25.61 24.17 22.91 (1.26) 1.00 1.00 1.00 0.00 (1.00) 1.00 1.00 1.00 0.00 (1.00) 26.32 26.61 25.17 22.91 (2.26) 633.37 637.74 623.90 615.16 (8.54) OR GENERAL FUND SUMMARY F Y 2 0 1 4 Fund Summary Assigned, Committed & Restricted Cash Balance Revenues Expenditures Fund Balance Public Safety Public Works Culture & Recreation Community & Economic Development General Government Cr]AIIAMil 0to] LlIW The 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 $57.4 and $57.5 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 ten of the seventeen homes projected to be a part of the program in FY2014. A. General Fund Revenue Revenues & Other Financing 2012 Sources: Actual Taxes Levied On Property Taxes Delinquent Property Taxes Other City Taxes Licenses And Permits Use Of Money And Property Intergovernmental Charges For Fees And Services Miscellaneous Other Financial Sources 26,782,560 661 2013 2014 2015 2016 Revised Budget Projection Projection 27,935,432 28,586,774 29,158,807 29,742,249 10,619,112 10,367,283 4,656,733 2,263,503 2,270,399 1,309,888 1,435,534 1,345,072 1,345,072 1,345,072 1,456,551 529,499 547,642 547,642 547,642 5,549,428 2,723,723 2,503,349 2,533,648 2,564,553 2,442,843 1,339,652 1,362,974 1,363,842 1,364,728 4,371,667 4,311,891 4,678,524 4,685,397 4,691,194 13,762,165 11,117,900 13,744,032 11,542,342 12,291,325 Total Revenues & Other Financing $ 66,294,875 $ 59,760,914 $ 57,425,100 $ 53,440,253 $ 54,817,162 Sources Revenues & Other Financing Sources: Licenses & Permits 2% IntergoA Misc 4% 8% Other Financial Sources 24% Other C ty Taxes Use Of Money & 8% Property 1 °6o Charges For Fees & Services 3% 93 Prope"T,4 50% 1. Property Taxes - Property tax revenue of $28.6 million is the primary funding source for General Fund operations, providing approximately 49.8% of total revenue in FY2014. This does not include a transfer -in of the Employee Benefits Levy from the Employee Benefits Special Revenue Fund. There are a number of factors which determine the City's tax levy each year: property valuations by class, the state's annual Assessment Limitation Order (rollback), TIF district valuations and rebates, statutory limits on individual tax levies, the City's own Financial and Fiscal Policies, restrictions from external entities on other financing sources, and funding requirements for projected expenditures. 100% Assessment - Property valuations are set by the City and County Assessor. State law requires that all real property be reassessed every two years, specifically in odd - numbered years. Since 2002, valuations within the Iowa City corporate limits have increased an average of 7.2% in revaluation years and 2.3% in non -revaluation years. Valuations reported by the Johnson County Auditor's office for January 1, 2012 served as the basis for determining property tax revenue in FY2014. Their report indicates a 1.1 % increase in total assessed value in the last year, from $4.62 billion to $4.67 billion. 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. Growth restrictions for future years were changed with state legislation in 2013; the resulting reduction in City revenue will be monitored and does not affect FY2014 taxable valuation. The following graph illustrates the impact of the rollback on residential taxable valuations. In FY2005 the residential rollback exempted $1.1 billion of Iowa City's residential assessed valuation. In FY2014 the residential rollback will exempt $1.59 billion of residential assessed valuations. The rollback for FY2014 is 52.8166%, compared to 50.7518% for last year. FE! 100% Assessed vs. Taxable Residential Valuations $4.00 $3.50 $3.00 N c $2.50 m $2.00 $1.50 $1.00 $0.50 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 —9— 100% Residential Valuations --m—Taxable Residential Valuations Taxable Valuation - Iowa City's aggregate taxable valuation for FY2014 has increased 1.66% for the debt service levy and 2.55% 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, $940,000 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. b) Hotel Motel Tax. This revenue source is a state -administered tax. Estimated at $940,000 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 Fey 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 FY2014, approximately $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. FY2014 revenue 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 $548,000 for FY2014. 5. Intergovernmental - revenue is estimated at $2.5 million in FY2014. This revenue category includes state and federal grants, 28-E agreements, and contracts with local governmental entities. The majority of intergovernmental revenue is the result of 28E agreements with local entities for services provided to area residents, as shown in the following schedule. The largest of these agreements is for fire protection services to the University of Iowa, estimated at $1.7 million in FY2014, with $1.5 million receipted into the General Fund. The remainder is deposited into the Employee Benefits Fund as reimbursement for a percentage of Fire employee benefits. Fiy *Transit moved out of General Fund in FY2013 6. Charges for Services - are estimated at $1.4 million in FY2014. Divisions with fee-based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Inspection Services, Animal Care, and Cemetery services. 7. Miscellaneous Revenue - Miscellaneous revenue is estimated to receive $4.7 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 ($462,000) and library fines ($201,000). Also included within this category is an administrative chargeback of $2.8 million to the City's proprietary funds for services rendered by administrative divisions. 8. Other Financing Sources - includes an approximate $8.8 million transfer -in of the Employee Benefits Levy from the Employee Benefits Special Revenue Fund. This category also includes the proceeds from the sale of assets, loan proceeds from financial institutions to PYA FY2012 FY2013 FY2014 FY2015 FY2016 Intergovernmental Funding Actual Amended Budget Projected Projected Local Governmental: 28EAgreements Coralville, Johnson County & Other Governments -Animal Services $ 173,081 $ 122,001 $ 195,583 $ 195,583 $ 195,583 IC Comm.Schools- MercerPool 98,163 99,404 98,163 98,163 98,163 County, Univ Heights, Hills -Library 424,363 423,840 424,363 424,363 424,363 Johnson County - Senior Center 70,000 70,000 59,215 59,215 59,215 Other Local Governmental 36,340 5,715 707 707 707 Local Governmental Revenue: 801,947 1 720,960 778,031 1 778,031 778,031 State Revenue: 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 Operating Grants 61,033 65,425 61,033 61,033 61,033 Property Tax Credits 49,372 24,898 24,888 24,888 24,888 UniverCity Funding - 100,000 - - - Other State Grants 628,538 - FEMA Assistance State Portion 1,101 - - 2,379,900 1,985,560 1,725,318 1,755.617 1.786.522 Total State Revenue: Federal Revenue: Public Safety Grants 65,418 17,203 - - - FEMA Assistance / Reimbursements 72,971 - ICAD CoLab 34,505 Transit Grant*2,194,687 - - - - 2,367,581 17,203 Total Federal Revenue: Total - Intergovernmental Funding: $5,549,428 $2,723,723 $2,503,349 $2,533,648 $2,564,553 *Transit moved out of General Fund in FY2013 6. Charges for Services - are estimated at $1.4 million in FY2014. Divisions with fee-based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Inspection Services, Animal Care, and Cemetery services. 7. Miscellaneous Revenue - Miscellaneous revenue is estimated to receive $4.7 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 ($462,000) and library fines ($201,000). Also included within this category is an administrative chargeback of $2.8 million to the City's proprietary funds for services rendered by administrative divisions. 8. Other Financing Sources - includes an approximate $8.8 million transfer -in of the Employee Benefits Levy from the Employee Benefits Special Revenue Fund. This category also includes the proceeds from the sale of assets, loan proceeds from financial institutions to PYA 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 $13.7 million in FY2O14. B. GENERAL FUND EXPENDITURES Expenditures less Transfers f 91 Personnel 68% Contingency 1% Debt Service 4% FI7 Supplies 3% nces 2012 2013 2014 2015 2016 Expenditures & Transfers Out Actual Revised Budget Projection Projection Personnel 37,220,932 34,199,149 35,252,708 36,638,718 37,751,703 Services 8,799,389 8,647,088 8,439,158 8,527,798 8,625,327 Supplies 2,085,437 1,540,816 1,480,187 1,508,013 1,536,394 Capital Outlay 1,865,148 2,668,540 3,942,870 1,865,275 1,931,489 Debt Service - 800,000 2,000,000 800,000 800,000 Contingency - 288,690 367,000 357,000 367,000 Sub -total Expenditures 49,970,906 48,144,283 51,481,923 49,696,804 51,011,913 Transfers Out 8,365,822 36,237,710 5,988,683 3,602,939 3,667,042 Total Expenditures & Transfers Out $ 58,336,728 $ 84,381,993 $ 57,470,606 $ 53,299,743 $ 54,678,955 Expenditures less Transfers f 91 Personnel 68% Contingency 1% Debt Service 4% FI7 Supplies 3% nces 1. Personnel - Personnel costs account for approximately 68% of budgeted expenditures (excluding transfers out) 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 $8.4 million 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: $249,200 Aid to Human Service Agencies $106,200 Community Event/ Program Funding $235,304 ICCVB — Community / Economic Development Assistance $100,000 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 report. 4. Capital Outlay - General Fund capital outlay is budgeted at $3.9 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 $6.0 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 of $2.9 million to the Transit Fund, and transfers to other funds. 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 property tax relief. In FY2012, $3.8 million of the unassigned balance was utilized to finance the 4201" 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 Octo- ber/November. The following chart demonstrates how expenditures have exceeded receipts in the first three months over the past ten years. 3Months @ Sept. 30 Receipts Expenditures Shortfall FY2013 $ 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) FY2011 $ 8,976,380 $ 13,778,695 $ (4,802,315) FY2010 $ 8,934,768 $ 13,186,810 $ (4,252,042) FY2009 6,496,526 13,877,093 (7,380,567) FY2008 7,041,379 12,484,773 (5,443,394) FY2007 7,881,225 13,014,632 (5,133,407) FY2006 6,315,525 12,105,987 (5,790,462) FY2005 6,040,943 10,889,278 (4,848,334) FY2004 4,595,488 11,049,590 (6,454,102) FY2003 4,806,797 9,410,440 (4,603,643) f[1➢] City of Iowa City General (1000 - 1010) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 29,002,340 38,069,998 $ 46,295,001 $ 21,673,922 $ 21,628,416 $ 21,768,926 Revenues & Other Financing Sources: Taxes Levied On Property Taxes Delinquent Property Taxes Other City Taxes Licenses And Permits Use Of Money And Property Intergovernmental Charges For Fees And Services Miscellaneous Other Financial Sources Total Revenues & Other Financing Sources Expenditures by Department: City Council City Clerk City Attorney City Manager Finance Police Fire Housing and Inspection Service Parks and Recreation Library Senior Center Planning & Community Development Public Works Transportation Services Sub -Total Expenditures Transfers Out: Capital Project Fund GO Bond Abatement Improvement Res Fund General Levy Emergency Levy Operating Subsidy Misc Transfers Out IntrFund Loan Sub -Total Transfers Out Total Expenditures & Transfers Out 26,169,027 26,782,560 27,935,432 28,586,774 29,158,807 29,742,249 4,215 661 - - - - 10,224,378 10,619,112 10,367,283 4,656,733 2,263,503 2,270,399 1,408,810 1,309,888 1,435,534 1,345,072 1,345,072 1,345,072 1,174,459 1,456,551 529,499 547,642 547,642 547,642 3,484,579 5,549,428 2,723,723 2,503,349 2,533,648 2,564,553 2,300,258 2,442,843 1,339,652 1,362,974 1,363,842 1,364,728 4,572,602 4,371,667 4,311,891 4,678,524 4,685,397 4,691,194 10,458,680 13,762,165 11,117,900 13,744,032 11,542,342 12,291,325 $ 59,797,008 $ 66,294,875 $ 59,760,914 $ 57,425,100 $ 53,440,253 $ 54,817,162 133,840 133,922 137,383 122,207 122,718 123,240 541,679 533,569 487,690 540,549 549,607 558,765 601,424 654,080 671,956 690,133 709,147 728,813 1,403,535 1,509,148 1,510,119 1,684,393 1,725,382 1,772,387 4,041,083 4,050,405 4,010,481 3,964,053 4,027,322 4,116,592 10,564,227 11,388,735 12,349,510 12, 246,285 12,903,813 13,428,080 6,243,478 7,001,473 7,337,758 7,636,665 7,876,616 8,186,486 1,748,413 1,577,128 1,653,533 1,605,500 1,641,944 1,678,059 6,919,628 7,345,484 7,589,142 7,739,181 7,829,675 7,931,328 5,567,592 5,758,770 5,822,606 6,101,961 5,975,308 6,111,270 800,638 828,740 954,234 902,625 944,603 923,619 1,180,404 1,468,335 4,337,935 6,933,498 4,038,124 4,067,915 1,124,033 1,200,824 1,281,936 1,314,873 1,352,545 1,385,359 6,288,884 6,520,244 - - - - $ 47,158,858 $ 49,970,857 $ 48,144,283 $ 51,481,923 $ 49,696,804 $ 51,011,913 2,358,554 5,364,893 30,796,042 2,724,000 275,000 275,000 108,862 117,059 140,000 140,000 140,000 140,000 - 1,618,372 - - - - 293,960 4 997 270,912 209,729 190,470 196,742 202,742 - - 160,000 - - - 773,371 195,819 2,873,644 2,934,213 2,991,197 3,049,300 108,554 798,767 2,058,295 - - 3,648,298 8,365,822 36,237,710 5,988,683 3,602,939 3,667,042 $ 50,807,156 $ 58,336,679 $ 84,381,993 $ 57,470,606 $ 53,299,743 $ 54,678,955 Cash Balance, June 30 $ 37,992,192 $ 46,028,194 $ 21,673,922 $ 21,628,416 $ 21,768,926 $ 21,907,133 Adjustments to Cash / Non -Cash Assel/Liab 77,806 266,806 - - - - Adjusted Cash Balance, June 30 38,069,998 46,295,001 21,673,922 21,628,416 21,768,926 21,907,133 Restricted / Committed /Assigned 19,561,946 29,190,545 5,022,800 5,004,309 5,228,103 5,448,899 Unassigned Balance $ 18,508,051 $ 17,104,455 $ 16,651,121 $ 16,624,106 $ 16,540,822 $ 16,458,233 of Expenditures 36% 29% 20% 29% 31% 30% 101 Unassigned: Assigned: (Available for current and / or future operatons) Library Special Revenue Funds Library Escrow Senior Center Gift Funds New Horizons Band Fire Dept. Donations Honor Guard Donation Police Department Donations Cemetery Flags & Flagpoles Program Housing Trust Acct Council Committed: (Available for current and / or future operatons) 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 Transit State Capital Restricted (Not available for general operations) Police Forfeiture Share Local Option Sales Tax Restricted Cash (Develop/Constr Escrows) Moose Lodge/Hwy 6 Silvercrest Sidewalk Assessment Scott 6 Sidewalk Assessment Restricted Cash Balance: (Forfeitures, Dev./Constr. Escrows) General Fund Ending Cash Balance General Fund (1000 -1010) Assigned, Committed & Restricted Cash Balance FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 Actual Actual Proposed Projected Projected Projected $ 18,508,052 $ 17,104,456 $ 16,651,121 $ 16,624,106 $ 16,540,822 $ 16,458,233 $ 301,648 $ 276,279 $ 301,071 $ 256,791 $ 268,108 $ 277,370 278,173 298,942 300,914 300,546 429,902 558,976 33,198 34,014 26,183 24,754 23,325 21,896 4,773 5,478 5,427 4,513 3,510 2,416 500 25 25 25 25 25 1,054 1,054 1,054 1,054 1,054 1,054 1,448 1,448 1,448 1,448 1,448 1,448 1,212 1,212 1,212 1,212 1,212 1,212 $ 622,008 $ 618,453 $ 637,335 $ 590,344 $ 728,585 $ 864,398 103,721 109,936 217,689 173,409 184,726 193,988 185,733 185,608 185,608 185,608 185,608 185,608 97,564 82,962 - - - - 23,437 23,437 23,437 23,437 23,437 23,437 1,920,703 3,510,848 - - - - 487,207 557,188 660,559 733,339 807,575 883,296 $ 2,818,365 $ 4,469,978 $ 1,087,293 $ 1,115,793 $ 1,201,346 $ 1,286,329 440,995 464,039 464,039 14,050,814 21,836,156 1,032,214 1,629,765 1,801,920 1,801,920 464,039 464,039 464,039 1,032,214 1,032,214 1,032,214 1,801,920 1,801,920 1,801,920 $ 16,121,574 $ 24,102,114 $ 3,298,172 $ 3,298,172 $ 3,298,172 $ 3,298,172 $ 38,069,998 $ 46,295,001 $ 21,673,922 $ 21,628,416 $ 21,768,926 $ 21,907,133 General Fund Expenditures: $ 50,807,156 $ 58,336,679 $ 84,381,993 $ 57,470,606 $ 53,299,743 $ 54,678,955 nassfgne Cash Balance as a % 36% 29% 20% 29% 31% 30% of Expenditures: City of Iowa City General Fund Revenues by Tvoe 103 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projected Projected Taxes Levied On Property Taxes 26,169,027 26,782,560 27,935,432 28,586,774 29,158,807 29,742,249 Current Taxes 26,169,027 26,782,560 27,935,432 28,586,774 29,158,807 29,742,249 Delinquent Property Taxes 4,215 661 Delinquent Taxes 4,215 661 - - - - Other City Taxes 10,224,378 10,619,112 10,367,283 4,656,733 2,263,503 2,270,399 Other City Taxes 10,224,378 10,619,112 10,367,283 4,656,733 2,263,503 2,270,399 Licenses And Permits 1,408,810 1,309,888 1,435,534 1,345,072 1,345,072 1,345,072 General Use Permits 58,027 52,803 58,028 52,803 52,803 52,803 Food & Liq Licenses 114,805 99,187 96,595 98,363 98,363 98,363 Professional License 14,982 17,310 12,527 14,705 14,705 14,705 Misc Permits & Lic 3,830 3,450 3,830 3,450 3,450 3,450 Const Per & Ins Fees 1,193,343 1,111,460 1,240,731 1,147,103 1,147,103 1,147,103 Misc Lic & Permits 23,823 25,678 23,823 28,648 28,648 28,648 Use Of Money And Property 1,174,459 1,456,551 529,499 547,642 547,642 547,642 Interest Revenues 112,675 353,442 108,594 158,954 158,954 158,954 Rents 486,708 472,812 373,894 346,338 346,338 346,338 Parking Ramp Revenue 548,065 609,937 20,520 22,000 22,000 22,000 Royalties& Commiss 27,011 20,360 26,491 20,350 20,350 20,350 Intergovernmental 3,484,579 5,549,428 2,723,723 2,503,349 2,533,648 2,564,553 Fed Intergovnt Rev 367,651 2,367,581 17,203 - - - Property Tax Credits 35,250 49,372 24,898 24,888 24,888 24,888 State 28E Agreements 1,372,970 1,416,759 1,716,845 1,514,926 1,545,225 1,576,130 Operating Grants 81,781 61,033 65,425 61,033 61,033 61,033 Disaster Assistance - 1,101 - - - - Other State Grants 870,791 851,635 178,392 124,471 124,471 124,471 Local 28E Agreements 756,136 801,947 720,960 778,031 778,031 778,031 Charges For Fees And Services 2,300,258 2,442,843 1,339,652 1,362,974 1,363,842 1,364,728 Building & Devlpmt 275,558 311,445 270,973 305,900 305,900 305,900 Police Services 101,050 135,035 110,970 136,460 137,328 138,214 Animal Care Services 12,078 9,539 12,079 12,000 12,000 12,000 Fire Services 7,179 9,086 9,779 10,651 10,651 10,651 Transit Fees 1,060,227 1,121,409 - 2,140 2,140 2,140 Culture & Recreation 783,127 780,074 847,794 795,572 795,572 795,572 Library Charges 114 304 114 304 304 304 Misc Charges For Svc 51,655 66,574 80,703 93,088 93,088 93,088 Water Charges 7,240 6,680 7,240 6,680 6,680 6,680 Refuse Charges 2,030 2,697 - 179 179 179 Miscellaneous 4,572,602 4,371,667 4,311,891 4,678,524 4,685,397 4,691,194 Code Enforcement 411,418 455,264 411,418 461,664 461,664 461,664 Parking Fines 479,911 470,104 479,911 470,104 470,104 470,104 Library Fines& Fees 211,610 201,157 211,610 201,157 201,157 201,157 Contnb & Donations 300,385 236,566 200,561 305,816 305,816 305,816 Pnnted Matenals 40,466 38,607 43,122 39,041 39,041 39,041 Animal Adoption 12,268 13,020 12,268 13,020 13,020 13,020 Misc Merchandise 42,879 36,340 35,960 34,861 34,861 34,861 Intra -City Charges 2,779,569 2,665,720 2,627,333 2,797,614 2,797,614 2,797,614 Other Misc Revenue 290,774 253,149 289,708 355,247 362,120 367,917 Special Assessments 3,322 1,740 - - - - Other Financial Sources 10,458,680 13,762,165 11,117,900 13,744,032 11,542,342 12,291,325 Sale Of Assets 130,413 1,183,162 944,650 2,081,450 931,450 931,450 Insurance Recovenes 427,334 - - - - - Trans -Govt Activities 8,831,033 11,361,412 8,863,262 9,034,668 9,694,978 10,443,961 Trans -Bus Type Funds 124,095 130,585 132,460 73,414 73,414 73,414 Trans -Go Bonds - - 317,623 500,000 - - Interfund Loans 887,274 882,222 - - - - MiscTransfersln 17,121 6,195 7,905 2,500 2,500 2,500 Loans 41,410 198,589 852,000 2,052,000 840,000 840,000 Total Revenues & Other Financing Sources 59,797,008 66,294,875 59,760,914 57,425,100 53,440,253 54,817,162 103 City of Iowa City General Fund Expenditures by Department and Division 104 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projected Projected City Council 133,840 133,922 137,383 122,207 122,718 123,240 City Council 133,840 133,922 137,383 122,207 122,718 123,240 City Clerk 541,679 533,569 487,690 540,549 549,607 558,765 City Clerk 539,037 530,647 484,292 536,988 546,040 555,192 Police Citizen Review Board 2,642 2,922 3,398 3,561 3,567 3,573 City Attorney 601,424 654,080 671,956 690,133 709,147 728,813 City Attorney 601,424 654,080 671,956 690,133 709,147 728,813 City Manager 1,403,535 1,509,148 1,510,119 1,684,393 1,725,382 1,772,387 City Manager 470,578 577,187 521,242 549,187 560,537 572,115 Communications Office 264,822 286,241 244,285 396,356 404,252 417,271 Human Resources 458,025 416,151 502,438 488,886 506,135 523,795 Human Rights 210,110 229,569 242,154 249,964 254,458 259,206 Finance 4,041,083 4,050,405 4,010,481 3,964,053 4,027,322 4,116,592 Finance Administration 337,266 413,633 410,250 473,081 485,768 498,626 Accounting 690,281 752,835 843,286 839,032 860,903 880,901 Purchasing 321,452 323,862 350,027 303,507 311,168 319,025 Revenue 925,574 953,372 994,804 941,314 951,563 968,767 Tort Liability 1,000,494 854,852 922,125 882,718 902,482 922,797 Non -Operational Admin 599,006 632,832 450,790 482,831 472,998 483,168 FEMA Disaster Assistance 119,621 79,677 4,260 - - - Disaster Individual Assistance 47,389 39,342 34,939 41,570 42,440 43,308 Police 10,564,227 11,388,735 12,349,510 12,246,285 12,903,813 13,428,080 Police Administration 672,428 738,252 741,344 733,809 758,393 779,713 Police Administrative Services 1,645,019 1,729,034 1,945,257 2,095,879 2,182,475 2,248,110 Police Field Operations 8,246,780 8,921,449 9,662,909 9,416,597 9,962,945 10,400,257 Fire 6,243,478 7,001,473 7,337,758 7,636,665 7,876,616 8,186,486 Fire Administration 643,292 796,569 833,080 889,631 916,432 936,124 Fire Emergency Operations 5,114,338 5,851,931 6,088,224 6,283,108 6,512,806 6,664,394 Fire Prevention 317,028 197,402 237,050 231,824 245,103 380,448 Fire Training 168,820 155,571 179,404 232,102 202,275 205,520 Housing and Inspection Service 1,748,413 1,577,128 1,653,533 1,605,500 1,641,944 1,678,059 Housing and Inspection Admin 277,240 307,600 300,942 270,254 275,450 280,531 Building Inspection 1,002,375 780,924 838,568 830,123 845,263 860,460 Housing Inspections 468,798 488,604 514,023 505,123 521,231 537,068 Parks and Recreation 6,919,628 7,345,484 7,589,142 7,739,181 7,829,675 7,931,328 Park and Rec Admin 762,488 817,035 827,547 825,415 841,582 857,506 Recreation 2,608,160 2,801,548 2,980,868 2,971,479 2,994,393 2,982,885 Park Maintenance 3,176,111 3,345,784 3,411,174 3,560,690 3,602,883 3,691,723 Cemetery Operations 372,869 381,117 369,553 381,597 390,817 399,214 Library 5,567,592 5,758,770 5,822,606 6,101,961 5,975,308 6,111,270 General Library 4,663,676 4,822,816 4,939,618 4,966,834 5,066,479 5,181,147 Library Materials 600,036 614,796 630,215 642,820 655,675 668,789 Library Board Controlled Funds 152,337 201,895 104,133 187,988 71,686 73,787 Library Giftsand Bequests 77,053 27,705 51,200 54,128 14,404 14,686 Library Gifts - Materials 74,490 91,558 97,440 90,000 - - Library Foundation Office - - - 160,191 167,064 172,861 Senior Center 800,638 828,740 954,234 902,625 944,603 923,619 Senior Center Administrations 787,061 816,022 941,303 889,441 931,330 910,255 Senior Center Programs 13,577 12,718 12,931 13,184 13,273 13,364 Planning & Community Dvlpmnt 1,180,404 1,468,335 4,337,935 6,933,498 4,038,124 4,067,915 Plan ning & Comm Dvlp Ad min 264,652 290,469 298,528 307,208 313,751 320,539 Community Development 55,212 258,360 2,527,181 5,085,738 2,193,814 2,201,189 Economic Development 367,243 445,625 765,130 796,946 803,378 810,042 Urban Planning 356,248 320,870 309,175 327,532 333,216 339,520 Neighborhood Services 136,269 152,011 145,214 149,899 127,489 129,843 Human Services - - 290,707 265,175 265,476 265,782 104 City of Iowa City General Fund Expenditures by Department and Division 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projected Projected Donation Stations 780 1,000 2,000 1,000 1,000 1,000 Public Works 1,124,033 1,200,824 1,281,936 1,314,873 1,352,545 1,385,359 Pu blic Works Ad mi nistration 263,045 274,406 284,056 292,514 298,034 303,861 Engineeri ng Services 860,988 926,418 997,880 1,022,359 1,054,511 1,081,498 Transportation Services 6,288,884 6,520,244 - - - - Mass Transit 6,288,884 6,520,244 - - - - Total Expenditures: 47,158,858 49,970,857 48,144,283 51,481,923 49,696,804 51,011,913 F Y 2 0 1 4 GENERAL FUND PUBLIC SAFETY Police Fire Housing & Inspection Services lil4 Eel Wil W LVAI Iki139 0A 1107 ki The Police Department's administration division is responsible for oversight of police computer and technology systems and the Department's two operating divisions, Administrative Services and Field Operations. Administrative Services activities: • Records • Property & Evidence • Training & Accreditation • Crime Prevention • Planning & Research • Animal Services • Community Relations Recent Accomplishments: • The Iowa City Police Department is a Nationally Accredited Police Department, receiving its initial accreditation from the Commission on Accreditation for Law Enforcement Agencies (CALEA) in March of 2002. The next reaccreditation review will occur in December of 2013. Staffing: Field Operations activities: • Patrol • Investigations Upcoming Challenges: • Keeping up with rapid changes in technology inFl FY2012 FY2013 FY2014 Adopted Total FTE's 5.00 5.00 5.00 inFl City of Iowa City Activity Summary Division: Police Administration (410100) Department: Police Revenues & Other Financing Sources: General Revenues Subsidy Other Financial Sources Misc Transfers In Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Administrative Secretary Computer Syst Analyst - Police Police Captain Police Chief Police Sergeant Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 667,652 $ 732,057 $ 741,344 $ 733,809 $ 758,393 $ 779,713 4,776 6,195 - - - $ 672,428 $ 738,252 $ 741,344 $ 733,809 $ 758,393 $ 779,713 612,425 676,839 666,336 685,025 709,246 730,195 50,866 50,767 64,039 40,172 40,362 40,556 9,137 10,646 10,969 8,612 8,785 8,962 $ 672,428 $ 738,252 $ 741,344 $ 733,809 $ 758,393 $ 779,713 2012 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 1.00 110 5.00 5.00 5.00 MI]IT, I1011,111:7AIkyj:MA:INM:61 The Administrative Services Division supports or provides services to Field Operations. The division is commanded by a Captain and is organized into the following activities: • Records is responsible for the recording of information, the housing and maintenance of departmental records, reproduction and forwarding of records or data, providing copies of records to the public, and compiles statistics for the National Crime Reporting System. • Property & Evidence maintains all property turned into the department. This includes found property as well of property held for evidentiary purposes. Additionally, the property section prepares evidentiary items for transport applicable lab facilities. • Training & Accreditation is responsible for maintaining the mandated level of training for members of the department as well as ensuring those personnel are trained in those areas that are necessary for the efficient functioning of the department. • Crime Prevention The officer holding the position of Crime Prevention Officer is certified as a Crime Prevention Specialist by the American Crime Prevention Institute. The Crime Prevention Office adheres to the philosophy that open communication is key to making our community a safer place to live. • Planning & Research is responsible for the analyzing of statistical information compiled by the Records Section in order to identify trends affecting the public so departmental resources may best be deployed. • Animal Services 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. • Community Relations is responsible for involving the community in the operations of the police department. This may be in participating in educational programs in the schools or participating in educational programs such as the Citizen Police Academy or neighborhood watch activities. HIGHLIGHTS • During the year the Department utilized volunteers who completed 1,684 hours of service. Recent Accomplishments: Upcoming Challenges: • An agreement with the Cedar Rapids Police Department • Funding, design, and guarantees usage of the CRPD range. Using funds from construction of the two grants from the Dept. of Justice and forfeited funds, new Animal Control the Department is afforded rights to the range and also Facility free tuition to any basic academy class put on by CRPD. 111 Staffing: 2 additional Police Officers largely grant funded Service Level Changes for FY2014: 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. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Enhance community relations and promote minority recruitment Department Objectives: Develop a program designed to promote interaction between teens, young adults, and officers outside of the regular duty hours Performance Measures: Community Presentations CY2010 Actual CY2011 Actual CY2012 Actual FY2014 117 FY2012 FY2013 200 Adopted Total 18.00 18.00 20.00 FTE's Service Level Changes for FY2014: 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. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Enhance community relations and promote minority recruitment Department Objectives: Develop a program designed to promote interaction between teens, young adults, and officers outside of the regular duty hours Performance Measures: Community Presentations CY2010 Actual CY2011 Actual CY2012 Actual CY2013 Target 117 129 174 200 Minority recruitment: To further the goal of developing a diverse workforce, recruitment materials are distributed to numerous minority -focused organizations across Iowa. This distribution will be tracked in future years to measure performance toward this goal. 112 City of Iowa City Activity Summary Division: Police Administrative Services (410200) Department: Police Revenues & Other Financing Sources: General Revenues Subsidy Licenses And Permits Misc Lic & Permits Intergovernmental Local 28E Agreements Charges For Fees And Services Animal Care Services Misc Charges For Svc Miscellaneous Animal Adoption Code Enforcement Contrib & Donations Misc Merchandise Other Misc Revenue Printed Materials Other Financial Sources Sale Of Assets 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 1,404,221 $ 1,425,860 $ 1,689,964 $ 1,759,054 $ 1,845,650 $ 1,911,285 23,403 25,348 23,403 28,348 28,348 28,348 111,517 173,081 122,001 195,583 195,583 195,583 12,078 9,539 12,079 12,000 12,000 12,000 4,402 3,569 4,402 3,569 3,569 3,569 12,268 13,020 12,268 13,020 13,020 13,020 645 - 645 6,400 6,400 6,400 2,020 1,818 - 1,816 1,816 1,816 11,067 10,302 11,067 10,302 10,302 10,302 45,232 45,531 48,428 45,687 45,687 45,687 18,166 19,423 21,000 20,100 20,100 20,100 Total Revenues & Other Financing Sources $ 1,645,019 $ 1,729,034 $ 1,945,257 $ 2,095,879 $ 2,182,475 $ 2,248,110 Expenditures: Animal Center Assistant 1.00 1.00 1.00 Animal Control Supervisor 1.00 Personnel 1,329,276 1,408,740 1,420,514 1,603,659 1,684,193 1,743,644 Services 229,190 237,026 406,250 413,705 418,195 422,774 Supplies 68,469 68,797 75,493 78,515 80,087 81,692 Capital Outlay 18,084 14,471 43,000 1.00 - - Total Expenditures & Transfers Out $ 1,645,019 $ 1,729,034 $ 1,945,257 $ 2,095,879 $ 2,182,475 $ 2,248,110 Personnel Services - FTE 2012 2013 2014 Animal Care Technician 2.00 2.00 2.00 Animal Center Assistant 1.00 1.00 1.00 Animal Control Supervisor 1.00 1.00 1.00 Animal Services Officer 2.00 2.00 2.00 CSO/Station Master 5.00 5.00 5.00 Police Officer 1.00 1.00 3.00 Police Records Clerk 2.00 2.00 2.00 Police Sergeant 1.00 1.00 1.00 Records Supervisor 1.00 1.00 1.00 Sr Police Records Clerk 2.00 2.00 2.00 Total Personnel 18.00 18.00 20.00 Capital Outlay 2013 2014 Animal Services Officers Truck 26,000 - Animal Control Truck 17,000 Total Capital Outlay 43,000 - 113 Ia1:1111111111»ZAVA11010W The Police Department's Field Operations Division is organized into three activities, Patrol, Investigations, and Forfeitures. The division is commanded by a Captain. • Patrol: The Patrol section is the largest section in the department and is responsible for handling calls for service from the public in addition to handling special assignments and self -initiated activities. Officers are responsible for the protection of life and property, and help maintain peace, order, and safety for all. The patrol section is divided in to three watches (shifts) providing 24-hour service. Each watch is under the supervision of a Lieutenant and two Sergeants. In addition to the traditional patrol units, the patrol section also has a canine unit, bicycle officers, Community Service Officers, Street Crimes Unit, Special Response Team (SRT) and provides Crime Scene Technicians (CST) for the processing of crime scenes. • Investigations: The Investigations section is responsible for the investigation of criminal activity beyond that which is conducted by the patrol section. The Investigations section is headed by a Lieutenant and a Sergeant. The Investigations section has investigators assigned to the Johnson County Drug Task Force, Domestic Abuse, in addition to general investigators. • Forfeitures: Criminal forfeiture is an action brought as a part of the criminal prosecution of a defendant. It is an in personam (against the person) action and requires that the government indict (charge) the property used or derived from the crime along with the defendant. The money or items that are forfeited can only be used by law enforcement for law enforcement equipment or law enforcement related activities. The money or items cannot be used to supplant a budget or budgeted item. Forfeiture is governed by State of Iowa Code chapter 1133 in addition to federal guidelines. 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. Recent Accomplishments: • 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. 114 Upcoming Challenges: • Recruiting and hiring minority applicants • Expanding the usage of the Police substation Staffing: GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: OWI Arrests Neighborhood Stabilization Traffic crash reduction Increase OWI and traffic enforcement CY2010 Actual FY2012 FY2013 FY2014 Adopted Total FTE's 80.00 80.00 80.00 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: OWI Arrests Neighborhood Stabilization Traffic crash reduction Increase OWI and traffic enforcement CY2010 Actual CY2011 Actual CY2012 Actual CY2013 Estimate 319 452 476 500 Traffic Stops CY2010 Actual CY2011 Actual CY2012 Actual CY2013 Estimate 11,804 13,728 11,981 13,617 Traffic Accidents and Average Damage *Iowa City Police Officers respond to all calls for traffic accidents. Average damage is collected only for reportable accidents, reportable accidents include those causing personal injury or property damage over $1,000. 115 CY2010 CY2011 CY2012 CY2013 Actual Actual Estimate Estimate Accidents' 1,889 1,886 1,913 1,900 Average Damage, $4,488 $4,821 $5,521 $4,772 Reportable Accident* *Iowa City Police Officers respond to all calls for traffic accidents. Average damage is collected only for reportable accidents, reportable accidents include those causing personal injury or property damage over $1,000. 115 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 Target or Goal CY2011 Actual CY2012 Actual CY2013 Estimate 12 New measure 9 6 Number of Complaints Sustained, Formal & Verbal CY2010 Actual CY2011 Actual CY2012 Actual CY2013 Estimate 19 17 18 13 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 CY2010 Actual CY2011 Actual CY2012 Actual CY2013 CY2010 Actual CY2011 Actual CY2012 Actual Estimate 976 1,800 1,365 1,650 Compliance Checks CY2010 Actual CY2011 Actual CY2012 Actual CY2013 CY2013 Actual Estimate 25 149 273 280 Response Time: Loud Party Complaints CY2010 CY2011 CY2012 CY2013 Actual Actual Actual Estimate Call to Dispatch (minutes) 18:07 11:30 9:03 9:00 Dispatch to On Scene 9:25 4:19 4:01 3:45 minutes City of Iowa City kctivity Summary Division: Police Field Operations (410300) Department: Police Personnel Services - FTE 2012 2011 2014 2012 1.00 2013 1.00 2014 4.00 2015 2016 Police Captain 1.00 Actual 1.00 Actual 4.00 Revised 4.00 Budget 63.00 Projection Projection Revenues & Other Financing Sources: 7.00 7.00 7.00 Total Personnel 80.00 80.00 80.00 Capital Outlay 2013 2014 General Revenues Subsidy $ 7,268,751 $ 8,091,841 $ 8,938,392 $ 8,663,511 $ 9,208,991 $ 9,645,417 Other City Taxes 528,240 24,000 386,601 354,125 168,000 447,077 447,077 447,077 Use Of Money And Property - 20,000 Police Canine Replacement (1) 14,500 - Trucks 51,561 - Interest Revenues 214 36,000 209 214 10,800 209 209 209 Intergovernmental Fed Intergovnt Rev 27,404 30,458 17,203 - - - Local 28E Agreements - - 5,000 - - - Other State Grants 266,129 223,097 178,392 124,471 124,471 124,471 Charges For Fees And Services Fire Services 4,345 5,255 4,345 5,255 5,255 5,255 Police Services 101,050 135,035 110,970 136,460 137,328 138,214 Miscellaneous Code Enforcement 2,989 1,611 2,989 1,611 1,611 1,611 Other Misc Revenue 20,878 15,342 14,079 14,003 14,003 14,003 Other Financial Sources Sale Of Assets 55,622 38,195 37,200 24,000 24,000 24,000 Total Revenues & Other Financing Sources $ 8,275,622 $ 8,927,644 $ 9,662,909 $ 9,416,597 $ 9,962,945 $ 10,400,257 Expenditures: Personnel 7,201,970 7,906,418 8,364,203 8,303,215 8,870,488 9,318,091 Services 646,113 603,239 694,019 693,514 701,999 710,653 Supplies 179,017 129,691 269,326 161,068 164,258 167,513 Capital Outlay 219,680 282,101 335,361 258,800 226,200 204,000 Sub -Total Expenditures $ 8,246,780 $ 8,921,449 $ 9,662,909 $ 9,416,597 $ 9,962,945 $ 10,400,257 Transfers Out: Capital Project Fund 24,066 - - - - - Misc Transfers Out 4,776 6,195 - - - Sub -Total Transfers Out 28,842 6,195 - - - - Total Expenditures & Transfers Out $ 8,275,622 $ 8,927,644 $ 9,662,909 $ 9,416,597 $ 9,962,945 $ 10,400,257 Personnel Services - FTE 2012 2013 2014 Comm Sery Officer- Evidence 1.00 1.00 1.00 Community Service Officer 4.00 4.00 4.00 Police Captain 1.00 1.00 1.00 Police Lieutenant 4.00 4.00 4.00 Police Officer 63.00 63.00 63.00 Police Sergeant 7.00 7.00 7.00 Total Personnel 80.00 80.00 80.00 Capital Outlay 2013 2014 1 CSO Truck 25,000 - 4 Police Marksman Sniper Rifles 16,300 - 6 Marked And 1 Unmarked Squad Cars 204,000 - AED'S - 24,000 Automobiles - 168,000 Marked Squad Car Equipment 24,000 - PC Hardware - 20,000 Police Canine Replacement (1) 14,500 - Trucks 51,561 - Vehicle Equipment - 36,000 Video Recording Devices - 10,800 Total Capital Outlay 335,361 258,800 117 I a I N AMWLVA 11Ll11310 1101 Ll The Fire Administration division is under the direction of the Fire Chief. The Fire Chief is responsible for all department activities as set out by Federal or State laws, and City ordinances. The Deputy Fire Chief is the second in command officer in the department and is responsible for homeland security initiatives, fire service accreditation, the maintenance and purchase computer hardware and software, and other special projects. The Battalion Chief assigned to the Administration and Support Division is responsible for maintenance of buildings and grounds, calendar administration, the Health & Safety Committee, uniforms, physicals and immunizations. The Administrative Secretary performs a wide variety of office -related duties to include: office receptionist, personnel transactions, payroll, bill processing, and maintaining office supplies and office machines. The ICFD continues to accomplish many goals and objectives to improve services, as determined by stakeholders. The department was first accredited by the Commission on Fire Accreditation International (CFAI) in August 2008. The department recently completed its first reaccreditation in 2013. Maintaining accredited status demonstrates a commitment to excellence and continuous quality improvement. HIGHLIGHTS • Mobile Data Computers (MDCs) were installed in all ICFD apparatus, allowing personnel to better track response times, receive information regarding calls for service, utilize mapping capabilities, and research information pertinent to the incident while en route to, or at the scene of, an emergency. • The ICFD developed iStation, a portal for information exchange and scheduling. Recent Accomplishments: • The Department was reaccredited through the Commission on Fire Accreditation International (CFAI) • Obtained an ISO rating of Class 2 Staffing: 118 Upcoming Challenges: • Succession planning for anticipated retirements in the command staff. 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. FY2014 FY2012 FY2013 Adopted Total FTE's 3.00 4.00 4.00 118 Upcoming Challenges: • Succession planning for anticipated retirements in the command staff. 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. City of Iowa City Activity Summary Division: Fire Administration (450100) Department: Fire 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Intergovernmental State 28E Agreements 1,271,134 1,311,778 1,478,474 1,407,146 1,435,289 1,463,995 Miscellaneous Contrib & Donations 30 25 - - - - Printed Materials 8 - 8 - - - Other Financial Sources Sale Of Assets 1,025 Total Revenues & Other Financing Sources $ 1,272,197 $ 1,311,803 $ 1,478,482 $ 1,407,146 $ 1,435,289 $ 1,463,995 Expenditures: Personnel 381,047 528,589 546,461 575,500 598,241 613,792 Services 136,434 196,774 194,546 239,667 242,279 244,942 Supplies 67,588 57,570 84,073 74,464 75,912 77,390 Capital Outlay 58,223 13,636 8,000 - - Total Expenditures & Transfers Out $ 643,292 $ 796,569 $ 833,080 $ 889,631 $ 916,432 $ 936,124 Personnel Services - FTE 2012 2013 2014 Administrative Secretary 1.00 1.00 1.00 Battalion Chief 0.00 1.00 1.00 Deputy Fire Chief 1.00 1.00 1.00 Fire Chief 1.00 1.00 1.00 Total Personnel 3.00 4.00 4.00 Capital Outlay 2013 2014 Sidewalk/Driveway Replacement 8,000 Total Capital Outlay 8,000 - 119 1:1LVA l:1 NOALl[y1111113:1AMill 9Eel Ll6y The Fire Emergency Operations division works a three -shift system. Each duty shift is comprised of 24 hours and consists of one Battalion Chief, one Captain, four Lieutenants, and 14 Firefighters. Minimum staffing for the department is 16 emergency response personnel. This division is directly responsible for all emergency incident response. Calls for service are divided into four categories: fire suppression, emergency medical services, technical rescue, and hazardous materials. • Fire Suppression: Over the course of 2012, ICFD personnel spent 215 hours mitigating various types of fires. False alarms occupied an additional 250 hours. Evaluating response time data demonstrates that the ICFD puts an effective response force (ERF) on the scene of a structure fire within 11 minutes, 41 seconds, 90 percent of the time. An ERF includes two engine companies, a ladder company, and a battalion chief. The department continually seeks ways to decrease response times to all emergencies. • Emergency Medical Services: All ICFD personnel are certified to at least the Emergency Medical Technician—Basic (EMT -B) level. The department does not transport patients, but rather serves as first responders in conjunction with Johnson County Ambulance Service paramedics as part of Johnson County's tiered response system. • Technical Rescue: The ICFD provides several technical rescue services: water and ice emergencies, trench and structural collapse rescue, vehicle and heavy machinery rescue, rope rescue, and confined space rescue. The Special Operations Response Team (SORT) keeps skill levels high with team training in addition to regular company and shift training on various rescue disciplines. The ICFD responded to 15 calls involving some type of technical rescue in 2012. Additionally, the SORT was placed on standby a total of 150 times due to confined space entries throughout the fire district—this compares to 68 occurrences in 2011. Responses and standbys equate to over 500 hours spent on technical rescue incidents in 2012. • Hazardous Materials Response: The department continues to be active and take a leading role in the Johnson County Hazardous Materials Response Team (JCHMRT), which includes 14 ICFD personnel. The JCHMRT consists of 27 members who are trained and certified to the Hazmat Technician level. The ICFD responded to 139 hazardous conditions in 2012. Over 88 hours were spent mitigating these types of incidents in 2012. HIGHLIGHTS • In 2012, the ICFD responded to 5,173 calls – a 10.3 percent increase from 2011. • Fire personnel responded to 225 fire emergencies, resulting in $4.9 million property damage. The largest single fire loss was estimated at over $4 million for a fire that occurred at the Iowa City Landfill, located at 3900 Hebl Avenue. • Emergency medical calls accounted for the largest number of responses, with 3,103 calls for service. • Total call volume has increased 20% over the last five years. 120 Recent Accomplishments: • Developed a four district emergency response system and updated the Johnson County Mutual Aid Box Alarm System • Opened Fire Station 4 in the northeast part of the community Staffing: Upcoming Challenges: • Complete the transition to Emergency Medical Technician, as directed by the Iowa Department of Public Health — Bureau of Emergency Medical Services GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication and Customer Service Orientation Department Goal: Improve internal/external department communications and customer service. Department Objective: Trend 1't unit urban and suburban total response time performance baselines as a means toward continuous improvement (AS 1.E). Performance Measures: Fire response time FY2012 FY2013 FY2014 Adopted Total FTE's 159.00 59.00 59.00 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication and Customer Service Orientation Department Goal: Improve internal/external department communications and customer service. Department Objective: Trend 1't unit urban and suburban total response time performance baselines as a means toward continuous improvement (AS 1.E). Performance Measures: Fire response time EMS response time CY2009 Actual CY2010 Actual CY2011 Actual Target or Goal In % In % In % Target or Goal Minutes Compliance Minutes Compliance Minutes Compliance URBAN Minutes Compliance Minutes Compliance Minutes Compliance URBAN 7:33 75% 7:52 68% 8:43 54% 90% <6 minutes 6:39 64% 7:29 71% 8:44 50% SUBURBAN 7:42 63% 8:41 50% 7:16 55% 90% <6 minutes 8:26 56% 9:00 51% 9:08 37% EMS response time 121 CY2009 Actual CY2010 Actual CY2011 Actual Target or Goal In % In % In % Minutes Compliance Minutes Compliance Minutes Compliance URBAN 7:33 75% 7:52 68% 8:43 54% 90% <6 minutes SUBURBAN 90% <6 minutes 8:26 56% 9:00 51% 9:08 37% 121 City of Iowa City Activity Summary Division: Fire Emergency Operations (450200) Department: Fire Revenues & Other Financing Sources: General Revenues Subsidy Other City Taxes Other City Taxes Charges For Fees And Services Fire Services Miscellaneous Contrib & Donations Other Misc Revenue Other Financial Sources Interfund Loans Sale Of Assets Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Intrfund Loan Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE Battalion Chief Fire Captain Fire Lieutenant Firefighter Total Personnel Capital Outlay Automated External Defibrillators Building Collapse Kit Rescue Vac 800 Respirator Fit Tester Stmt Kit Tow Vehicle Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 4,674,710 $ 5,382,556 $ 5,650,444 $ 5,788,070 $ 6,017,768 $ 6,169,356 257,545 489,258 510,000 489,258 489,258 489,258 2,834 3,396 3,434 3,396 3,396 3,396 500 - - - - - 754 2,384 754 2,384 2,384 2,384 209,178 - - - - - 175 15,108 - - - $ 5,145,696 $ 5,892,702 $ 6,164,632 $ 6,283,108 $ 6,512,806 $ 6,664,394 4,774,986 5,443,757 5,573,367 5,888,629 6,132,673 6,278,392 207,482 260,980 276,681 271,732 275,431 279,205 99,139 82,343 145,776 102,647 104,702 106,797 32,731 64,323 92,400 20,100 - - 5,114,338 5,851,403 6,088,224 6,283,108 6,512,806 6,664,394 31,358 41,299 76,408 31,358 41,299 76,408 - - - $ 5,145,696 $ 5,892,702 $ 6,164,632 $ 6,283,108 $ 6,512,806 $ 6,664,394 2012 2013 2014 3.00 2.00 2.00 3.00 3.00 3.00 12.00 12.00 12.00 41.00 42.00 42.00 122 59.00 59.00 59.00 2013 2014 10,000 5,400 - 14,100 14,000 - - 6,000 63,000 92,400 20,100 aINQUNW/401111Eel Ll The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code compliance, fire origin and cause determination, and public education programs. The Fire Prevention Bureau is staffed by a Battalion Chief assigned as Fire Marshal and as such reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all fire prevention activities, including fire/arson investigation, code enforcement inspections, and public education. A shift fire inspector conducts inspections of liquor license establishments, schools, day care centers, churches, and City buildings. Emergency operations personnel conduct fire safety inspections of all commercial and University of Iowa buildings. The FPB continues to conduct regular inspections for businesses, churches, daycares, schools, and university buildings. Multiple educational opportunities exist with each inspection: an opportunity to increase fire safety awareness through explanation of a violation and associated hazard, firefighters can become familiar with the building, and an opportunity to foster community relationships. The wide range of activities provided by fire and life -safety educators include daycare/preschool and school presentations, Kids Safety House visits, Safety Village, UI Resident Assistant Fire Academy, senior safety tips for older adults, and crowd manager training for assembly occupancy employees. Building on a long partnership with SAFE KIDS Johnson County, the department has also trained additional personnel and designated Station 4 as a child safety seat "FIT Station." Investigation of fires is an integral part of fire prevention. All reported fires are investigated by a company officer and/or a member of the fire investigation team in an attempt to determine the origin and cause. Fire investigation team members have received specialized training and are required to complete continuing education requirements. HIGHLIGHTS • In 2012, the FPB conducted 1,977 fire and life -safety inspections • In 2012, fire and life -safety educators provided over 200 activities, resulting in more than 575 staff/customer encounters, and accounted for over 800 hours of interaction • In 2012, the FPB investigated 225 reported fire incidents. The kitchen is the reported area of origin for 23% of fires; unattended cooking accounted for the majority of these fires. 123 Recent Accomplishments: • The City Council adopted the 2012 International Fire Code as amended Staffing: Upcoming Challenges: • Complete the transition to Emergency Medical Technician, as directed by the Iowa Department of Public Health — Bureau of Emergency Medical Services GOALS, OBJECTIVES, and 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 FY2012 FY2013 FY2014 Adopted Total FTE's 1 2.00 1.00 1.00 GOALS, OBJECTIVES, and 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 CY2013 Target or Goal CY2011 Actual CY2012 Actual Estimate 600 500 200 550 Fire & life -safety building inspections conducted 124 CY2013 Target or Goal CY2011 Actual CY2012 Actual Estimate 1,800 1,806 1,977 1,850 124 City of Iowa City Activity Summary Division: Fire Prevention (450300) Department: Fire 2011 2012 2013 2014 2015 2016 Revenues & Other Financing Sources: General Revenues Subsidy Licenses And Permits Food & Liquor Licenses Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Battalion Chief Fire Captain/Inspector Total Personnel Actual Actual Revised Budget Projection Projection 309,165 $ 179,707 $ 236,612 $ 231,824 $ 245,103 $ 380,448 105 82 105 - - - - 17,613 - - - - 333 - 333 - - - $ 317,028 $ 197,402 $ 237,050 $ 231,824 $ 245,103 $ 380,448 215,296 141,593 147,234 157,597 165,001 167,951 44,505 35,143 61,290 45,923 46,334 46,754 12,179 17,203 20,026 28,304 28,768 29,243 45,048 3,463 8,500 5,000 136,500 $ 317,028 $ 197,402 $ 237,050 $ 231,824 $ 245,103 $ 380,448 2012 2013 2014 1.00 1.00 1.00 1.00 0.00 0.00 2.00 1.00 1.00 Capital Outlay 2013 2014 Inflatable Fire Education House 8,500 Total Capital Outlay 8,500 - 125 a I Mil ILIILcc The Fire Training division is under the direction of the assigned Battalion Chief and the Training Officer. They plan, develop, and coordinate in-house training activities with the assistance of the Training Committee. This division is directly responsible for training in the areas of emergency medical services, technical rescue, fire suppression, and hazardous materials. The division is also responsible for purchasing tools, equipment, radios, protective clothing; and purchase and repair of fire apparatus. HIGHLIGHTS 2012 training activities included: • Company level training: • Department level training: • Outside training & education: • Physical fitness training: • Training Center utilized by other agencies/departments: Recent Accomplishments: • Obtained an ISO rating of Class 2 Staffing: 1,006 hours provided 592 hours provided 5,623 hours logged 2,685 hours logged 1.000 hours Upcoming Challenges: • Upgrade the department's Self - Contained Breathing Apparatus (SCBA) and air compressor system GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Maintain and upgrade fire apparatus and equipment. Department Objectives: Update replacement schedule by October 1, 2013 Place new fire apparatus in-service by July 1, 2013 Performance Measures: Align with Capital Improvement Program FY2012 FY2013 FY2014 Adopted Total FTE's 1.00 1.00 1.00 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Maintain and upgrade fire apparatus and equipment. Department Objectives: Update replacement schedule by October 1, 2013 Place new fire apparatus in-service by July 1, 2013 Performance Measures: Align with Capital Improvement Program 1W CY2013 Goal CY2011 Actual CY2012 Estimate 100% 100% 100% 100% 1W City of Iowa City Activity Summary Division: Fire Training (450400) 96,585 105,042 104,719 110,152 Department: Fire 116,052 Services 57,924 32,793 47,594 55,904 56,424 2011 2012 2013 2014 2015 2016 31,924 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: - Total Expenditures & Transfers Out $ 168,820 $ 155,571 $ 179,404 $ 232,102 $ General Revenues Subsidy $ 167,620 $ 137,733 $ 177,404 $ 230,102 $ 200,275 $ 203,520 Intergovernmental Fire Lieutenantliraining 1.00 1.00 1.00 Fed Intergovnt Rev - 17,347 - - - - Charges For Fees And Services Capital Outlay 2013 2014 Fire Services - 435 2,000 2,000 2,000 2,000 Miscellaneous Other Operating Equipment 6,000 Contrib & Donations 1,200 - - - - - Other MiscRevenue - 56 - - - Total Revenues & Other Financing Sources $ 168,820 $ 155,571 $ 179,404 $ 232,102 $ 202,275 $ 205,520 Expenditures Personnel 96,585 105,042 104,719 110,152 113,927 116,052 Services 57,924 32,793 47,594 55,904 56,424 56,955 Supplies 11,341 17,736 21,091 31,346 31,924 32,513 Capital Outlay 2,970 - 6,000 34,700 - - Total Expenditures & Transfers Out $ 168,820 $ 155,571 $ 179,404 $ 232,102 $ 202,275 $ 205,520 Personnel Services - FTE 2012 2013 2014 Fire Lieutenantliraining 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 Capital Outlay 2013 2014 Automobile - 34,700 Other Operating Equipment 6,000 Total Capital Outlay 6,000 34,700 127 1:16ye1WLVA IILl1139OTA 9Eel >•I The Department of Housing & Inspection Services Administration Division is responsible for oversight and support of the department's three operating divisions, Building Inspection, Housing Inspection, and the Iowa City Housing Authority. Administration personnel include the Housing and Inspection Services Director and a Code Enforcement Assistant. HIGHLIGHTS • The City is currently in the process of implementing a new web -based plan and document workflow system that allows citizens, architects, and developers to initiate and complete plan submission, reviews, and approval. Staffing: 128 FY2012 FY2013 FY2014 Adopted Total FTE's 2.00 2.00 2.00 128 City of Iowa City Activity Summary Division: Housing and Inspection Admin (470100) 223,562 Department: Housing and Inspection Service 244,356 249,450 254,427 Services 53,548 2011 2012 2013 2014 2015 2016 130 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 307,600 $ 300,942 $ 270,254 $ 275,450 $ 280,531 Personnel Services - FTE General Revenues Subsidy $ 236,039 $ 274,436 $ 231,293 $ 236,632 $ 241,828 $ 246,909 Charges For Fees And Services 1.00 1.00 1.00 H.I.S. Director Building & Devlpmt 800 1,000 800 1,000 1,000 1,000 Misc Charges For Svc - - 28,448 - - - Miscellaneous Code Enforcement 14,891 7,047 14,891 7,047 7,047 7,047 Other Misc Revenue 31 10 31 - - - Printed Materials 479 107 479 - - - Other Financial Sources Trans -Govt Activities 25,000 25,000 25,000 25,575 25,575 25,575 Total Revenues & Other Financing Sources $ 277,240 $ 307,600 $ 300,942 $ 270,254 $ 275,450 $ 280,531 Expenditures Personnel 223,562 239,467 238,123 244,356 249,450 254,427 Services 53,548 68,107 62,679 25,871 25,972 26,075 Supplies 130 26 140 27 28 29 Total Expenditures & Transfers Out $ 277,240 $ 307,600 $ 300,942 $ 270,254 $ 275,450 $ 280,531 Personnel Services - FTE 2012 2013 2014 Code Enforcement Asst. 1.00 1.00 1.00 H.I.S. Director 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 129 1:1,1111QILl"ILl69:1x09Eel >•I The Building Inspection Division is responsible for enforcement of all codes and ordinances regulating the protection of the public health, safety and general welfare as it relates to the built environment and maintenance of existing structures. Issuing all permits for new construction, additions, alterations, repairs and signs is one of the key functions to the Building Inspection Division. The Building Inspection Division enforces the following construction codes: 2009 International Building / Residential Code, as amended 2009 International Mechanical Code 2009 Uniform Plumbing Code, as amended 2009 International Fire Code 2009 International Fuel Gas Code 2008 National Electrical Code, as amended In addition to the above codes, the Building Inspection Division enforces the Zoning, Sign, Nuisance, Weed, Noise, Graffiti, Site Plan Review, Floodplain Management and Construction Site Runoff Ordinances. Enforcement of snow and ice removal from public sidewalks is also a responsibility of the Building Inspection Division. HIGHLIGHTS • Total value of construction in 2012 was $169 million, up $87 million from 2011 and is the highest total since calendar year 2003 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 130 Upcoming Challenges: • Update of technology to increase efficiency and enhance customer service o Allow electronic submittals of plan documents o Scanning of subdivisions files to make accessible electronically o Activate process to allow inspection activities to be emailed to clients after each inspection Staffing: 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 FY2012 FY2013 FY2014 Adopted Total FTE's 7.80 7.80 6.30 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 days of New measure 45% 57% receipt New measure 91% 89% receipt % reviewed within 6 days of New measure 94% 86% receipt New measure 100% 97% receipt % issued within 14 days of New measure 75% 80% receipt % issued within 30 days of New measure 88% 91% receipt % issued within 60 days of New measure 96% 97% receipt Site Plan Applications 131 2010 2011 2012 % reviewed within 1 days of New measure 45% 57% receipt % reviewed within 10 days of New measure 94% 86% receipt % reviewed within 14 days of New measure 100% 91% receipt 131 Minor Site Plans Approved Major Site Plans Approved 2010 2011 2012 % approved within 10 days of New measure 23% 47% receipt % approved within 25 days of New measure 54% 68% receipt New measure 50% 42% % approved within 58 days of % approved within 60 days of New measure 92% 95% receipt New measure 83% 83% Major Site Plans Approved Total value of construction 2011 2010 2011 2012 % approved within 7 days of New measure 25% 17% receipt % approved within 30 days of New measure 50% 42% receipt % approved within 60 days of New measure 83% 83% receipt % approved within 90 days of New measure 100% 100% receipt Total value of construction 2011 2012 % Change 10 Year Average $82 million $169 million 106.1% $120.3 million 132 City of Iowa City Activity Summary Expenditures Personnel 636,417 680,486 704,233 593,763 606,330 Division: Building Inspection (470200) Services 166,079 Department: Housing and Inspection Service 188,293 190,745 193,244 Supplies 4,879 8,652 2011 2012 2013 2014 2015 2016 - Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 838,568 $ 830,123 $ 845,263 $ 860,460 Personnel Services - FTE General Revenues Subsidy $ 97,497 - - - - - Licenses And Permits 5.00 4.00 Development Reg Specialist Const Per & Ins Fees 584,991 615,061 586,566 615,062 615,062 615,062 Food & Liq Licenses 18,210 742 - - - - General Use Permits 11,172 7,100 11,172 7,100 7,100 7,100 Misc Lic & Permits 300 300 300 300 300 300 Misc Permits & Lic 2,100 2,250 2,100 2,250 2,250 2,250 Professional License 2,514 2,705 59 100 100 100 Use Of Money And Property Interest Revenues 386 929 386 929 929 929 Intergovernmental Local 28E Agreements 715 707 715 707 707 707 Charges For Fees And Services Building & Devlpmt 248,381 260,073 248,381 260,073 260,073 260,073 Misc Charges For Svc - - - 28,448 28,448 28,448 Miscellaneous Other Misc Revenue 5,106 142 39 - - - Printed Materials 9 6 9 - - - Loans 30,994 12,315 12,000 12,000 - - Sale Of Assets - 200,353 - - - Total Revenues & Other Financing Sources $ 1,002,375 $ 1,102,683 $ 861,727 $ 926,969 $ 914,969 $ 914,969 Expenditures Personnel 636,417 680,486 704,233 593,763 606,330 618,905 Services 166,079 91,786 125,908 188,293 190,745 193,244 Supplies 4,879 8,652 8,427 48,067 48,188 48,311 Capital Outlay 195,000 - - - - Total Expenditures & Transfers Out $ 1,002,375 $ 780,924 $ 838,568 $ 830,123 $ 845,263 $ 860,460 Personnel Services - FTE 2012 2013 2014 Building Inspector 5.00 5.00 4.00 Development Reg Specialist 1.00 1.00 1.00 Housing Inspector Asst 0.30 0.30 0.30 Housing/Devel Reg Inspector 0.50 0.50 - Sr Building Inspector 1.00 1.00 1.00 Total Personnel 7.80 7.80 6.30 133 I:[01IMILl[H1Ll69Ux09Eel >•I The mission of the Housing Inspection Division is to ensure the housing facilities are of the quality necessary to protect and promote the health, safety, and welfare of not only those persons utilizing these facilities, the general public as well. We strive to achieve these goals and contribute to the overall mission of the City by: • The inspection of all rental properties located in the City on a two year cycle. • The inspection of all housing related to the Housing Authority's Housing Choice Voucher Program. • Investigating and resolving housing and nuisance complaints for all properties. The City of Iowa City began the rental housing inspection division in the mid 1970's. The division has four full-time inspectors, inspecting more than 16,780 rental units annually. We work with owners, property managers and tenants to ensure conformance with the Iowa City Housing Code, which establishes minimum health and safety standards necessary to protect and promote the welfare of tenants and the general public as well. We achieve this purpose by inspecting all rental property on a systematic basis. Multi -family structures, those buildings with three or more units, are inspected on a two-year cycle. Single family and duplex structures are inspected every two years. Fraternities and sororities are inspected annually. Complaint inspection may be made upon request. HIGHLIGHTS • Maintained a two-year inspection cycle for all rental properties • Added 92 properties to the rental permit roles Recent Accomplishments: • 1,802 housing assistance inspections conducted for the Iowa City Housing Authority • 98.6% of rental cases brought into voluntary compliance Staffing: Upcoming Challenges: • Continue to monitor all available resources to find over -occupied rentals and properties rented without permits • Expand pro -active neighborhood code enforcement efforts 134 FY2012 FY2013 FY2014 Adopted Total FTE's 15.75 5.75 5.25 134 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Neighborhood Stabilization Department Goal: Effectively resolve complaints to protect the health, safety, and livability of Iowa City's neighborhoods Department Objective: Expand proactive neighborhood code enforcement efforts Performance Measures: Voluntary compliance rate for complaint cases 2009 2010 2011 98% 98% 97% Days to complaint response and compliance 135 2010 2011 Average response time < 2 days < 2 days Average time to compliance < 14 days < 14 days 135 City of Iowa City Activity Summary Activity: Housing Inspections (470300) Division: Housing Inspections (470300) 2012 2013 Department: Fund: General (1000) Housing and Inspection Service 0.00 2011 2012 2013 2014 2015 2016 Housing Inspector Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Housing/Devel Reg Inspector 0.50 0.50 0.00 Sr Housing Inspector 1.00 General Revenues Subsidy - $ 12,948 - - $ 10,031 $ 25,868 Licenses And Permits Const Per & Ins Fees 594,217 474,358 640,030 510,000 510,000 510,000 Misc Permits & Lic 1,730 1,200 1,730 1,200 1,200 1,200 Charges For Fees And Services Building & Devlpmt 75 - 75 - - - Miscellaneous Other Misc Revenue 318 95 318 - - - Printed Materials 33 3 33 - - Total Revenues & Other Financing Sources $ 596,373 $ 488,604 $ 642,186 $ 511,200 $ 521,231 $ 537,068 Expenditures: Personnel 416,651 432,724 448,205 443,285 458,838 474,107 Services 49,815 52,667 64,542 59,422 59,929 60,447 Supplies 2,332 3,213 1,276 2,416 2,464 2,514 Total Expenditures & Transfers Out $ 468,798 $ 488,604 $ 514,023 $ 505,123 $ 521,231 $ 537,068 Personnel Services - FTE 2012 2013 2014 Building Inspector 0.00 0.00 3.00 Housing Assistant 0.75 0.75 0.75 Housing Inspector 3.00 3.00 0.00 Housing Inspector Asst 0.50 0.50 0.50 Housing/Devel Reg Inspector 0.50 0.50 0.00 Sr Housing Inspector 1.00 1.00 1.00 Total Personnel 5.75 5.75 5.25 F Y 2 O 1 4 GENERAL FUND PUBLIC WORKS Public Works Administration Engineering Public Transportation 1111:14 Dlyly ] N arvye1ILY, I101Pill I C7evill 11010 1 The Public Works Department is comprised of six divisions which operate from various locations throughout the city. These divisions include: Administration, Engineering, Streets, Equipment, Wastewater / Landfill, and Water. Engineering provides direction to the Stormwater Management program and Streets provides oversight to Refuse Collection. Administration also oversees the Energy Efficiency & Conservation Block Grant reported in the Special Revenue Funds — Energy Efficiency & Conservation Block Grant Fund. Administration personnel include the Public Works Director and a Project Coordinator. The division provides oversight and support for the department's operating divisions. Staffing: 139 FY2012 FY2013 FY2014 Adopted Total FTE's 1 2.00 2.00 2.00 139 City of Iowa City Activity Summary Activity: Public Works Administration (710100) Division: Public Works Administration (710100) Fund: General (1000) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy 262,545 309,534 284,056 291,811 297,331 303,158 Miscellaneous Other Misc Revenue 500 703 - 703 703 703 Total Revenues & Other Financing Sources $ 263,045 $ 310,237 $ 284,056 $ 292,514 $ 298,034 $ 303,861 Expenditures: Personnel 256,336 266,684 270,404 274,851 280,299 286,053 Services 6,454 7,209 12,876 15,217 15,241 15,265 Supplies 255 36,344 776 2,446 2,494 2,543 Total Expenditures & Transfers Out $ 263,045 $ 310,237 $ 284,056 $ 292,514 $ 298,034 $ 303,861 Personnel Services - FTE 2012 2013 2014 Program Asst- Pub Works 1.00 1.00 1.00 Public Works Director 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 140 ALl cc] ILlIAANILl RIM AZINN** 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. The Engineering Division performs work in connection with all municipal public works improvements including bridges, roads, sanitary sewers, and stormwater systems. Engineering staff review subdivision plans, design public works improvement projects, perform survey work, and inspect the construction of public works projects and subdivision improvements. Engineering Division functions include: • 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 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 Staffing: 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 141 FY2012 FY2013 FY2014 Adopted Total FTE's 12.10 12.10 12.10 141 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 142 FY09 FY10 FY11 FY12 Streets (miles) 1.022 1.699 0.440 3.105 Water Main (miles) 4.254 2.019 0.500 2.210 Sanitary Sewer (miles) 0.559 1.881 0.900 2.150 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 0 142 City of Iowa City Activity Summary Activity: Engineering Services (710210) Division: Engineering Services (710210) 2012 2013 2014 Fund: General (1000) Department: Public Works 1.00 2011 2012 2013 2014 2015 2016 Civil Engineer Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Engineering Technician 0.10 0.10 0.10 Sr Construction Inspector 1.00 General Revenues Subsidy 780,358 813,625 908,661 909,566 941,718 968,705 Other City Taxes 54,411 61,984 63,000 61,984 61,984 61,984 Licenses And Permits 1.00 1.00 1.00 Total Personnel 12.10 12.10 Const Per& Ins Fees 14,135 22,041 14,135 22,041 22,041 22,041 Charges For Fees And Services Building & Devlpmt 4,157 19,602 4,157 19,602 19,602 19,602 Miscellaneous Other Misc Revenue 2,234 7,438 2,234 7,438 7,438 7,438 Printed Materials 5,693 1,728 5,693 1,728 1,728 1,728 Total Revenues & Other Financing Sources $ 860,988 $ 926,418 $ 997,880 $ 1,022,359 $ 1,054,511 $ 1,081,498 Expenditures: Personnel 747,324 807,162 863,320 876,054 906,740 932,232 Services 95,572 114,006 124,611 135,912 137,170 138,454 Supplies 9,739 5,250 9,949 10,393 10,601 10,812 Capital Outlay 8,353 Total Expenditures & Transfers Out $ 860,988 $ 926,418 $ 997,880 $ 1,022,359 $ 1,054,511 $ 1,081,498 Personnel Services - FTE 2012 2013 2014 Architectural Sry/Energy Coord 1.00 1.00 1.00 City Engineer 1.00 1.00 1.00 Civil Engineer 2.00 2.00 2.00 Construction Inspector Ii 2.00 2.00 2.00 Engineering Technician 0.10 0.10 0.10 Sr Construction Inspector 1.00 1.00 1.00 Sr Engineer 2.00 2.00 2.00 Sr Engineering Tech 1.00 1.00 1.00 Survey Party Chief 1.00 1.00 1.00 Utilities Technician - Eng 1.00 1.00 1.00 Total Personnel 12.10 12.10 12.10 143 LVA FTIM01119Mil L69Y9i]»OTA 9Eel Ll6y Transit Operations were reclassified as an enterprise fund at the start of FY2013, with existing cash balances transferred out of the General Fund. In FY2006, Court Street Transportation Center was constructed with the assistance of federal grant monies which were designated for transit -related facilities. Operating revenues were then assigned to Transit Operations within the General Fund. Since FY2008, Court Street has generated a surplus for Transit Operations, making it viable as an enterprise fund in that it is primarily supported through user fees. Current budgets and future projections for Mass Transit Operations can be found in the Enterprise Fund section of this budget. This change effectively eliminates approximately $1 million from the Employee Benefits tax levy asking annually, as the employee benefits levy can only be utilized for General Fund and Road Use Tax Fund employee benefits per Iowa Code. Transit operations, staffing, and fare prices have all been reviewed to ensure adequate revenues are available to maintain the operation's viability as a self-supporting enterprise fund. The following schedule presents transit operations in the General Fund through fiscal year 2012. Fiscal years 2013 through 2016 are presented in the Enterprise Fund section. Staffing: 144 FY 2012 Actual FY 2013 Actual FY 2014 Adopted Total FTE's 51.75 51.75 51.25 144 City of Iowa City Activity Summary Activity: Mass Transit (810200) Division: Mass Transit (810200) 3,665,957 3,869,012 - - - - Fund: Transit (1000) Department: Transportation Services 1,500,376 2011 2012 2013 2014 2015 2016 897,039 - - - - Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 6,288,884 6,520,244 - - - - Total Expenditures & Transfers Out Taxes Levied On Property Taxes 2,552,364 2,631,516 " Transit Moved to Business Fund 7150 in FY13 " Delinquent Property Taxes 411 65 - - - - OtherCityTaxes 47,583 49,403 - - - Use Of Money And Property 1.00 M.W. I - Parking Systems Parking Ramp Revenue 530,665 592,274 - - - - Rents 159,342 134,558 - - - - Intergovernmental 37.75 Mechanic 11 -Transit Fed Intergovnt Rev 181,023 2,194,687 - - - - Local 28E Agreements 32,844 35,633 - - - - Other State Grants 594,365 628,538 - - - - Charges For Fees And Services Sr MW - Parking & Transit 0.50 Misc Charges For Svc 805 1,840 - - - - Refuse Charges 1,620 2,518 - - - - Transit Fees 1,059,487 1,119,269 - - - - Miscellaneous Misc Merchandise 214 1,112 - - - - OtherMiscRevenue 52,813 44,353 - - - - Other Financial Sources Sale Of Assets 4,000 16,790 - - - - Trans -Govt Activities 1,163,897 739,324 - - - - Trans -Govt Activities - 1,618,372 - - - Total Revenues & Other Financing Sources $ 6,381,433 $ 9,810,252 $ - $ - $ - $ - Expenditures Personnel 3,665,957 3,869,012 - - - - Services 1,500,376 1,525,856 - - - - Supplies 874,718 897,039 - - - - Capital Outlay 247,833 228,337 - - - Sub -Total Expenditures 6,288,884 6,520,244 - - - - Transfers Out Capital Project Fund 296,505 28,227 - - - - Improvement Res Fund - 1,618,372 - - - - Intrfund Loan 52,105 53,145 - - - - Misc Transfers Out 238,388 - - - - Sub -Total Transfers Out 586,998 1,699,744 - - - Total Expenditures & Transfers Out $ 6,875,882 $ 8,219,988 $ - $ - $ - $ - Personnel Services - FTE 2012 2013 2014 Assoc Dir -Trans Service 0.50 ** See Fund 7150 ** Body Repair Mechanic 1.00 Customer Service Rep - Transit 1.00 M.W. I - Parking Systems 1.00 M.W. I -Transit 3.00 M.W. I I -Transit 1.00 Mass Transit Operator 37.75 Mechanic 11 -Transit 2.00 Mechanic III -Transit 2.00 MW II -Transportation Serv. 1.00 Operations Supv - Trans Sery 3.50 Parts/Data Entry Clk - Transit 1.00 Sr MW - Parking & Transit 0.50 Transportation Svc Director 0.50 Total Personnel 55.75 - - 145 GENERAL FUND CULTURE & RECREATION F Y 2 0 1 4 Parks & Recreation Cemetery Library Senior Center IVilNAWN:11N*]N :fill 9 Eel Llril•LVA IILI IR] IMill 9Eel LlI Parks & Recreation Administration is responsible for the oversight and support of the department's operating divisions. The division's budget is organized into four activities: Administration, Parkland Acquisition, Farmers Market, and Government Buildings. ler il'ilTiil:3mot6 1 Administration personnel includes the Parks & Recreation Director and an Administrative Secretary responsible for management of the department. Parkland Acquisition This activity accounts for the costs association with acquiring additional parkland. Farmers' Market Farmers' Market makes homegrown fruits, vegetables, homemade baked goods, foodstuffs, handcrafts, and flowers available. The market season is May through October and is held on Wednesday evenings and Saturday mornings. Market Music features performances by local musicians on Wednesdays, June through August, in Chauncey Swan Park before and during the Farmers' Market. Government Buildings 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. The Iowa City Farmer's Market celebrated its 40`" year in 2012 Staffing: 149 FY2012 FY2013 FY2014 Adopted Total FTE's 1 6.83 6.83 6.83 149 City of Iowa City Activity Summary Division: Park and Rec Admin (510100) Department: Parks and Recreation Revenues & Other Financing Sources: General Revenues Subsidy Miscellaneous Misc Merchandise Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Administrative Secretary Parks & Recreation Director Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 245,520 $ 273,000 $ 257,403 $ 265,135 $ 270,175 $ 275,326 10 10 10 82 82 $ 245,612 $ 273,010 $ 257,495 $ 265,135 $ 270,175 $ 275,326 219,719 237,812 234,948 241,554 246,367 251,289 22,161 27,594 20,529 22,679 22,888 23,099 2,655 1,104 2,018 902 920 938 1,077 6,500 - - - $ 245,612 $ 273,010 $ 257,495 $ 265,135 $ 270,175 $ 275,326 2012 2013 2014 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 Activity Summary Activity: Parkland Acquisition (510400) Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 150 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy $ - $ 125 $ - $ - $ - $ - Total Revenues & Other Financing Sources $ - $ 125 $ - $ - $ - $ - Expenditures: Services - 125 - - - Total Expenditures & Transfers Out $ - $ 125 $ - $ - $ - $ 150 City of Iowa City Activity Summary Division: Park and Rec Admin Department: Parks and Recreation Revenues & Other Financing Sources: Use Of Money And Property Rents Charges For Fees And Services Misc Charges For Svc Miscellaneous Contrib & Donations Misc Merchandise Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 49,100 60,305 58,620 60,305 60,305 60,305 2,725 3,462 4,130 3,368 3,368 3,368 3,601 3,100 3,100 - - - 5,272 5,282 5,000 5,282 5,282 5,282 $ 60,698 $ 72,149 $ 70,850 $ 68,955 $ 68,955 $ 68,955 10,341 16,606 20,463 20,436 20,436 20,436 23,384 28,241 28,617 32,549 32,936 33,331 3,556 8,685 9,590 8,746 8,921 9,099 $ 37,281 $ 53,532 $ 58,670 $ 61,731 $ 62,293 $ 62,866 Activ Division: Park and Rec Admin Department: Parks and Recreation 151 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 479,595 $ 490,358 $ 511,382 $ 498,549 $ 509,114 $ 519,314 Other Financial Sources Sale Of Assets - 10 - - - Total Revenues & Other Financing Sources $ 479,595 $ 490,368 $ 511,382 $ 498,549 $ 509,114 $ 519,314 Expenditures: Personnel 285,585 310,237 308,977 316,056 323,136 329,780 Services 168,158 147,759 176,303 157,580 160,568 163,617 Supplies 24,267 24,153 26,102 24,913 25,410 25,917 Capital Outlay 1,585 8,219 Total Expenditures & Transfers Out $ 479,595 $ 490,368 $ 511,382 $ 498,549 $ 509,114 $ 519,314 Personnel Services - FTE 2012 2013 2014 Custodian - Govt Bldgs 2.50 2.50 2.50 M. W. II - Govt Bldgs 1.00 1.00 1.00 M.W. I - Govt Bldgs 1.00 1.00 1.00 Rec. Maint. Supr 0.33 0.33 0.33 Total Personnel 4.83 4.83 4.83 151 N*]N:e19Eel Ll 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 population involvement programs designed for persons of all ages with special needs. The division's budget is organized into eight activities: Administration, Rec Center Operations, Building Maintenance, Social & Cultural Activities, Aquatics, Special Populations Involvement (SPI), Youth Sports, and Adult Sports. Recreation Administration Administration personnel include the Recreation Superintendent, Office Coordinator, and a Senior Clerk Clerk/Typist. Administration provides oversight and support for the division. Rec Center Operations The Iowa City Recreation Division provides recreational facilities for everyone. The Robert A. Lee Community Recreation Center houses a variety of activity spaces including: a gymnasium, weight room, pool, game room, racquetball courts, craft room, social hall, photo darkroom, and potter's studio. A kitchen and meeting rooms are also available for public use. Open gym and game room play includes basketball, volleyball, table tennis, billiards, foosball, and table games. In addition to scheduled programs, day-to-day open public use is available in the weight room and exercise room. The Scanlon Gymnasium addition at the Mercer Park Aquatic Center provides gymnasiums, a game room, and multipurpose rooms. Grant Wood Gym is located at Grant Wood elementary school. Building Maintenance Recreation Division staff are responsible for maintenance, repair, and improvements at the City's recreation facilities. This includes recreation equipment within these facilities. Social & Cultural Activities Cultural and social programs are provided year-round for all ages. Most art programs are offered in 4, 5, 8, and 10 week sessions and are available 48 weeks of the year. The division sponsors a children's theatre in cooperation with the Young Footliters and the Iowa City Community Theatre. A potter's studio, darkroom, watercolor studio, painting facilities, print shop, and craft room are available year-round. Special events, workshops, and clinics include coach's training, trips, teen dances, artist residencies, music performances, holiday events, and no -school day activities. 152 Summer camp offers eight weeks of swimming, crafts, roller skating, field trips, sports, and elective camps. This indoor/outdoor camp consists of eight one-week sessions for children completing grades K-6. Playgrounds provide supervised activities in several Iowa City park sites. Sports, games, crafts, and special events are included. This eight-week summer program is designed for children completing grades K-6. Aquatics Aquatics programs offer a variety of levels in swimming instruction. Along with lessons, the Robert A. Lee Community Recreation Center pool is available at various hours for public swimming, lap swim, and specialty classes. The Mercer Park Aquatic Center, completed in 1988, is indoors and offers a variety of programs as well. The division maintains one outdoor pool at City Park for summer classes and open swim. City Park Pool is located outdoors on Park Road in Upper City Park on the northwest side of Iowa City. This is a T-shaped pool featuring a super shallow area on both sides of the 'T,' a 50 -meter and 25 -yard lap swim area, and two (2) one -meter and two (2) three -meter diving boards. The pool depth ranges from 1 to 14 feet. The facility also features a small wading pool for use by young children being directly supervised by a responsible adult (16 years or older). The City Park Pool is open from Memorial Day to Labor Day. Mercer Aquatic Center is divided into three separate sections. The deep section is on the east end of the pool. This section is 25 yards long; depth ranges from 4'6" to 12' and contains two (2) one -meter diving boards. The middle section is 25 yards long; depth ranges from 4'2" to 4'6". The shallow section is on the west end of the pool. It is approximately 2'6" to 4'. There is an outside wading pool area which requires children to have adult supervision. The Mercer Aquatic Center is also equipped with a 12 person spa. Robert A. Lee Pool is located at 220 S. Gilbert St. in downtown Iowa City. This is an L- shaped pool featuring a 25 -yard main body, with the water ranging from 3 to 5 feet in this area. There is a wading pool area which requires children to have adult supervision. This pool is in operation on a year-round basis. Special Populations Involvement Special Populations Involvement (SPI) programs provide year-round recreation for persons with special needs of all ages and ability levels. A principal goal for the programs is to enhance independent leisure skills and lifestyles of persons with various disabilities. SPI programs promote skill development and offer educational activities, while maintaining the recreational values. The SPI programs are offered year-round through five- and ten -week programming sessions. Each session includes programs and activities in the following recreation areas: sports and fitness, arts, music and 153 movement, independent living skills, special events, clubs, and social activities. The SPI program offers year-round Special Olympics sports training and competition. Youth Sports Youth sports and wellness programs offered by the Iowa City Recreation Division are diverse and well -attended by community residents. Year-round programs are established for all ages. Youth sports include flag football, basketball, volleyball, softball, baseball, tennis, and a variety of special events such as the Hershey Track and Field Meet. The youth sports programs follow a basic philosophy that the child and learning come first and competition second. Programs are designed to allow for instruction, full - participation, and fun. The Recreation Division also works cooperatively with local sports associations to provide program opportunities. Tennis lessons for youth run approximately eight weeks in the summer (two four-week sessions) at both City Park and Mercer Park. In addition to our regular tennis program, the Iowa City Recreation Division works closely with the United States Tennis Association (USTA) to provide classes, tournaments, and special events. Gymnastics instruction is offered year-round. Parent Tot Tumbling (2-3 year olds) and Tiny Tumblers (3-5 year olds) meet twice weekly during the school year. Saturday classes (2-8 year olds) are offered for five-week sessions, meeting one time per week throughout the year. Teen programming provides various after-school activities and special events for teens to participate in. The Scanlon Gymnasium's main focus is to provide a safe environment for teens. Adult Sports Adult sports programs include men's, women's and co -recreational basketball, volleyball, and softball leagues. Over 100 teams participate in our summer softball leagues and 40 in the fall league. Up to 100 teams are involved in volleyball and 50 teams in basketball. Competitive and recreational fall, winter, and spring leagues are established to meet participants' interests. Aerobics, fitness, and wellness classes run year-round. Classes are established for those persons just beginning to those individuals who are advanced. Both low -impact and high-intensity aerobics are offered. Step aerobics, aquacize, and exercise classes are popular. HIGHLIGHTS • Over 1,000 activities are offered annually • Parks and Recreation activity registration increased 15% compared to previous year 154 Recent Accomplishments: • Introduced a new online customer registration and information system Staffing: 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 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 FY2012 FY2013 FY2014 Adopted Total FTE's 1 15.42 15.42 15.42 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 Estimated FY14 Budget 50% 45.9% 41.6% 402% 39.7% 155 City of Iowa City Activity Summary Activity: Recreation Administration (520100) Division: Recreation 2013 Department: Fund: General (1000) Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 1.00 1.00 4,896 General Revenues Subsidy $ 460,578 $ 478,117 $ 371,278 $ 395,145 $ 385,822 $ 396,928 Use Of Money And Property - - Rents - (51) - (51) (51) (51) Miscellaneous 87,787 Misc Merchandise 948 798 948 798 798 798 Other Misc Revenue (6811 (2321 66 - - - Total Revenues & Other Financing Sources $ 460,845 $ 478,632 $ 372,292 $ 395,892 $ 386,569 $ 397,675 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Office Coord - Recreation Rec Program Supervisor Recreation Supt Sr Clerk/Typist - Rec Total Personnel Capital Outlay Flooring Total Capital Outlay 360,619 382,996 272,272 281,723 290,688 300,558 82,724 85,179 90,636 87,972 89,049 90,148 8,868 9,074 9,384 6,697 6,832 6,969 8,634 1,383 19,500 $ 460,845 $ 478,632 $ 372,292 $ 395,892 $ 386,569 $ 397,675 2012 2013 2014 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 Activ 4.00 3.00 3.00 2013 2014 7,55'0- 7,500 ,5007,500 Division: Recreation Department: Parks and Recreation Revenues & Other Financing Sources: General Revenues Subsidy Use Of Money And Property Rents Royalties & Commiss Charges For Fees And Services Culture & Recreation Miscellaneous Contrib & Donations Printed Materials Other Financial Sources Sale Of Assets Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 32,742 $ 53,091 $ 22,593 $ 51,821 $ 51,991 $ 52,165 32,447 30,211 42,530 30,211 30,211 30,211 5,915 5,421 7,582 5,411 5,411 5,411 2,219 (872) 14,000 - - - 601 400 - - - - 3 429 $ 73,924 $ 88,683 $ 86,705 $ 87,443 $ 87,613 $ 87,787 68,772 78,509 78,255 78,430 78,430 78,430 968 1,178 3,600 4,117 4,189 4,262 4,184 4,653 4,850 4,896 4,994 5,095 - 4,343 - - $ 73,924 $ 88,683 $ 86,705 $ 87,443 $ 87,613 $ 87,787 W1 City of Iowa City Activity Summary ng Division: Recreation Department: Parks and Recreation Revenues & Other Financing Sources: General Revenues Subsidy Other City Taxes Other City Taxes Use Of Money And Property Rents Charges For Fees And Services Culture & Recreation Miscellaneous Contrib & Donations Other Financial Sources Sale Of Assets Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE M.W. I - Pools M.W. I - Recreation M.W. 11 - Recreation M.W. III - Pools Rec Program Supervisor Rec. Maint. Supr Total Personnel Capital Outlay Entrance Ramp Facility Improvements Grating And Tile Repairs Hvac System Controllers Migrate 11 Video Cameras P&R Equipment Registrationcounter Treadmill Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 327,617 $ 371,080 $ 530,962 $ 466,487 $ 512,687 $ 473,663 93,191 101,737 90,491 117,652 117,652 117,652 38,486 41,846 40,717 41,830 41,830 41,830 19,665 21,348 16,858 21,348 21,348 21,348 18,130 6,390 - - - - 140 $ 497,229 $ 542,401 $ 679,028 $ 647,317 $ 693,517 $ 654,493 377,058 412,282 515,813 532,303 541,276 550,492 64,441 60,224 67,457 62,068 63,187 64,328 38,416 29,300 42,356 30,446 31,054 31,673 17,314 40,595 53,402 22,500 58,000 8,000 $ 497,229 $ 542,401 $ 679,028 $ 647,317 $ 693,517 $ 654,493 2012 2013 2014 0.40 0.40 0.40 2.30 2.30 2.30 1.00 1.00 1.00 0.40 0.40 0.40 0.00 1.00 1.00 0.67 0.67 0.67 4.77 5.77 5.77 2013 2014 - 7,500 5,000 - - 10,000 25,000 - 7,500 - 10,500 - 5,402 - - 5,000 53,402 22,500 157 City of Iowa City Activity Summary Division: Recreation Department: Parks and Recreation Revenues & Other Financing Sources: General Revenues Subsidy Charges For Fees And Services Culture & Recreation Miscellaneous Contrib & Donations Misc Merchandise Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Rec Program Supervisor Total Personnel Capital Outlay Built In Storage Cabin Repair Stabilization Of Cabins Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 64,527 $ 150,777 $ 159,821 $ 192,625 $ 193,794 $ 192,038 178,432 151,243 177,512 151,223 151,223 151,223 16,200 35 650 - - - 3,129 3,406 5,133 3,406 3,406 3,406 1,000 1,950 1,000 1,000 1,000 $ 262,288 $ 306,461 $ 345,066 $ 348,254 $ 349,423 $ 347,667 206,585 249,710 247,933 250,294 252,159 254,072 32,722 31,117 45,246 47,430 48,006 48,595 19,981 25,634 37,887 43,530 44,258 45,000 3,000 - 14,000 7,000 5,000 - $ 262,288 $ 306,461 $ 345,066 $ 348,254 $ 349,423 $ 347,667 2012 2013 2014 1.00 1.00 1.00 158 1.00 1.00 1.00 2013 2014 7,000 - - 7,000 7,000 14,000 7,000 City of Iowa City Activity Summary Division: Recreation Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 431,670 $ 544,474 $ 577,028 $ 554,092 $ 533,724 $ 546,528 Other City Taxes Other City Taxes 111,829 122,084 108,589 141,182 141,182 141,182 Use Of Money And Property Rents 20,807 18,504 21,209 18,504 18,504 18,504 Royalties & Commiss 8,140 7,956 10,110 7,956 7,956 7,956 Intergovernmental Local 28E Agreements 117,908 98,163 99,404 98,163 98,163 98,163 Charges For Fees And Services Culture & Recreation 305,767 318,422 326,738 318,422 318,422 318,422 Miscellaneous Contrib & Donations - 13,000 - - - - Misc Merchandise 806 - 1,000 - - - OtherMiscRevenue 88 - - - - Total Revenues & Other Financing Sources $ 997,015 $ 1,122,603 $ 1,144,078 $ 1,138,319 $ 1,117,951 $ 1,130,755 Expenditures: Personnel 624,970 740,109 690,490 772,296 779,713 786,179 Services 238,678 201,736 233,889 204,247 207,906 211,639 Supplies 101,434 114,063 127,199 127,776 130,332 132,937 Capital Outlay 31,933 12,160 92,500 34,000 - - Sub -Total Expenditures 997,015 1,068,068 1,144,078 1,138,319 1,117,951 1,130,755 Transfers Out: Misc Transfers Out - 54,535 - - - Sub -Total Transfers Out - 54,535 - - - - TotalExpenditures&Transfers Out $ 997,015 $ 1,122,603 $ 1,144,078 $ 1,138,319 $ 1,117,951 $ 1,130,755 Personnel Services - FTE 2012 2013 2014 M.W. I - Pools 0.60 0.60 0.60 M.W. I - Recreation 0.45 0.45 0.45 M.W. III - Pools 0.60 0.60 0.60 Rec Program Supervisor 1.00 1.00 1.00 Swimming Pool Asst 1.00 1.00 1.00 Total Personnel 3.65 3.65 3.65 Capital Outlay 2013 2014 Accessible Ramp 7,000 - Deck Furniture - 2,000 Deck Painting 15,000 - Deck Surface Repairs 3,000 - Decl. Refurbish 24,000 - Dive Stand Refurbishment 4,000 - Facility Painting 6,000 - Lane Line Replacement 2,500 - Lg Stand 4,000 - Maintenance And Repairs - 20,000 Mudjack Deck/Sidewalk 2,500 - New Diving Board 3,500 - New Reception Area Counter 12,000 - Pool Caulking/Deck Tile 2,500 - Repair And Maintenance - 12,000 Tank Caulk Repair 1,500 - Wibit Float Add -On 5,000 Total Capital Outlay 92,500 34,000 159 City of Iowa City Activity Summary Activity: SPI (520600) Division: Recreation Fund: General (1000) Department: Parks and Recreation Fund: General (1000) Department: Parks and Recreation 2011 2012 2011 2012 2013 2014 2015 2016 Actual Revised Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 10,363 $ 11,897 $ 10,559 General Revenues Subsidy $ 110,148 $ 114,157 $ 125,134 $ 124,348 $ 126,367 $ 128,438 Charges For Fees And Services $ 17,146 Expenditures: Culture & Recreation Supplies 12,593 14,890 13,189 14,891 14,891 14,891 Transit Fees 740 2,140 - 2,140 2,140 2,140 Miscellaneous $ 11,897 $ 10,559 $ 16,480 $ 16,809 $ 17,146 Contrib & Donations - 500 - - - Total Revenues & Other Financing Sources $ 123,481 $ 131,687 $ 138,323 $ 141,379 $ 143,398 $ 145,469 Expenditures: Personnel 107,917 118,199 121,368 125,775 127,640 129,553 Services 12,815 11,145 12,691 13,670 13,786 13,904 Supplies 2,749 2,343 4,264 1,934 1,972 2,012 Total Expenditures & Transfers Out $ 123,481 $ 131,687 $ 138,323 $ 141,379 $ 143,398 $ 145,469 Personnel Services - FTE 2012 2013 2014 Rec Program Supervisor 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 Activity Summary Activity: Youth Sports (520700) Division: Recreation Fund: General (1000) Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 10,363 $ 11,897 $ 10,559 $ 16,480 $ 16,809 $ 17,146 Total Revenues & Other Financing Sources $ 10,363 $ 11,897 $ 10,559 $ 16,480 $ 16,809 $ 17,146 Expenditures: Supplies 10,363 9,747 10,559 16,480 16,809 17,146 Capital Outlay 2,150 Total Expenditures & Transfers Out $ 10,363 $ 11,897 $ 10,559 $ 16,480 $ 16,809 $ 17,146 11Hr] City of Iowa City Activity Summary Division: Recreation Department: Parks and Recreation Revenues & Other Financing Sources: General Revenues Subsidy Use Of Money And Property Rents Royalties & Commissions Charges For Fees And Services Culture & Recreation Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Rec Program Supervisor Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 53,695 $ 67,269 $ 87,676 $ 85,028 $ 87,556 $ 90,143 1,771 1,541 1,394 1,541 1,541 1,541 5,544 (26) 4,810 (26) (26) (26) 73,962 73,773 67,390 73,738 73,738 73,738 $ 134,972 $ 142,557 $ 161,270 $ 160,281 $ 162,809 $ 165,396 89,364 97,945 108,036 111,893 113,759 115,673 35,112 36,422 42,520 38,279 38,738 39,205 6,856 8,190 10,714 10,109 10,312 10,518 3,640 - - - $ 134,972 $ 142,557 $ 161,270 $ 160,281 $ 162,809 $ 165,396 2012 2013 2014 1.00 1.00 1.00 1.00 1.00 1.00 161 VelNArt LVA VilILl III IALl/eUNd The Park Maintenance division cares for the City's 1,500+ acres of parkland and open/green space. This includes 43 designated parks with 45 outdoor shelters, 31 playground structures, 14 restroom facilities, and over 27 miles of trails. The division also maintains City -owned trees. The division's budget is organized into four activities: Administration, Operations, Forestry, and Central Business District (CBD) Maintenance. Park Maintenance Administration Administration personnel include the Superintendent of Parks & Forestry, and a Clerk/Typist. Administration provides oversight and support for the division. Park Maintenance Operations Daily staff responsibilities include visiting all designated parks, cleaning and securing restroom facilities and providing for trash removal. Other regular duties include the following: • Park Shelters: Staff is responsible for shelter cleaning, preparation, maintenance and repair. Annual repair and maintenance includes siding, roofs, plumbing, windows and doors; painting, concrete work, and construction of building additions to any or all of these facilities. • Mowing: Scheduled mowing includes 486 acres of residential -style turf, and 212 acres of rough areas along highways and in water retention areas. Efforts are also made to remove invasive vegetation when possible. • Snow and ice removal: Access roads, parking areas, 27.4 miles of trails and sidewalks and the City Park ice skating area are maintained during winter months, weather permitting. • Repair of park fixtures: Fixtures such as picnic tables (350) and garbage racks (250) are also repaired by staff during winter months. Forestry Forestry staff provide arboricultural services for the trees located in the city right-of-way, city parks, open space, and other public property as needed. Forestry staff respond to and resolve service requests regarding hazardous trees, low limbs, and diseased trees. Staff continually perform routine street tree pruning throughout the city. Forestry staff respond to after-hours storm damage of public and private trees when they impact a public facility or service. Forestry staff issue and inspect contracts for tree and stump removal and tree planting. Forestry staff regularly advise Engineering and Housing Inspection Services staff regarding tree protection during construction and/or demolition projects, species selection for building permits, zoning requests, and hazardous tree assessment on private property. Forestry staff will complete or provide action on all service requests within 30 days of receipt of the request. The division will plant a minimum of 125 trees per year, and will IM prune 1800 per year. Hazardous tree or limb requests will be considered to pose an imminent threat and will be inspected within 72 hours of receipt of the request, and will be prioritized according to the degree of threat. Staff is also responsible for keeping streets open for emergency vehicles and emergency work (caused by wind, ice, etc.). Central Business District (CBD) Maintenance This activity provides for grounds maintenance in the City Plaza (pedestrian mall) and adjacent areas, including City Hall and Chauncey Swan Park. This includes, but is not limited to the following responsibilities: • Ground litter and leaf removal in the City Plaza on a daily basis throughout the year, and twice per week in outer areas for the spring, summer, and fall seasons • Design, installation and maintenance of planting beds with annuals and perennials in the aforementioned areas and various city parks • Assist organizations and persons in preparations for special events held in the City Plaza • Snow and ice removal of natural accumulations in the City Plaza, including clearing sidewalk areas, the fire lane and a minimum of two crosswalks per half block. • Snow and ice removal to various City -owned park areas, bridges, and right-of-ways on assigned routes, as needed. • Maintenance of site furnishings: play equipment and surfaces, trash receptacles, bicycle racks, benches, kiosks, posting pillars, drinking fountains, trellises, the Weather Dance Fountain, recycling units and tree grates. HIGHLIGHTS • 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. Recent Accomplishments: Upcoming Challenges: • Opened the north parking section of the Terry Trueblood Continue to prioritize Recreation Area, which provides access to the marina, maintenance projects boat ramp, and lake and facility upgrade • Completed the North Market Square Park redevelopment project Staffing: 163 FY2012 FY2013 FY2014 Adopted Total FTE's 1 18.00 18.00 18.00 163 City of Iowa City Activity Summary Division: Park Maintenance Department: Parks and Recreation Revenues & Other Financing Sources: General Revenues Subsidy Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Intertund Loan Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE Clerk/Typist- Parks & Forest Superintendent Parks/Forestry Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 248,835 $ 261,923 $ 259,318 $ 245,018 $ 249,596 $ 254,463 18 25 $ 248,853 $ 261,948 $ 259,318 $ 245,018 $ 249,596 $ 254,463 188,115 200,104 198,161 203,776 207,910 212,325 35,055 37,710 35,855 36,486 36,834 37,188 4,299 4,751 5,011 4,756 4,852 4,950 2,838 - - - 230,307 242,565 239,027 245,018 249,596 254,463 2012 2013 2014 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 164 City of Iowa City Activity Summary Division: Park Maintenance Department: Parks and Recreation Revenues & Other Financing Sources: General Revenues Subsidy Use Of Money And Property Rents Charges For Fees And Services Culture & Recreation Miscellaneous Contrib & Donations Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Personnel Services - FTE M.W. II - Parks M.W. III - Parks Sr MW - Parks Sr MW - Turfgrass Specialist Total Personnel Capital Outlay Infield Groomer Conditioner Rougharea 72 Inch Mower Salt/Sand Spreader Utility Vehicle Ztr Mower Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 1,793,205 $ 1,931,574 $ 1,902,924 $ 2,038,470 $ 2,061,922 $ 2,131,204 58,581 62,629 83,250 62,630 62,630 62,630 85,964 96,711 102,137 96,711 96,711 96,711 870 8,398 - - - - 1,030 - - - - - 914 1.129 235 446 446 446 2,293 5,843 - - - $ 1,942,857 $ 2,106,284 $ 2,088,546 $ 2,198,257 $ 2,221,709 $ 2,290,991 1,104,681 1,222,340 1,227,746 1,270,865 1,287,924 1,304,852 664,460 662,433 660,327 710,716 720,276 730,022 129,142 162,194 174,523 186,576 190,309 194,117 44,574 59,317 25,950 30,100 23,200 62,000 1,942,857 2,106,284 2,088,546 2,198,257 2,221,709 2,290,991 2012 2013 2014 5.00 5.00 5.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 11.00 11.00 1"I 2013 2014 18,000 7,950 - - 6,900 8,200 - 15,000 25,950 30,100 City of Iowa City Activity Summary Division: Park Maintenance Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Revenues & Other Financing Sources: General Revenues Subsidy Other City Taxes Miscellaneous Contrib & Donations Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Trans -Govt Activities Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Personnel Services - FTE M. W. II - Forestry M. W. I I I - Forestry Sr MW - Forestry Total Personnel Capital Outlay Flatbed Truck W/ Arbor Box Total Capital Outlay Actual Actual Revised Budget Projection Projection $ 379,484 $ 352,348 $ 474,746 $ 397,066 $ 402,059 $ 408,535 - 4,959 5,000 4,959 4,959 4,959 20,000 800 7,028 20,000 5,301 20,000 20,000 4,491 4,491 20,000 4,491 50 - - - - - 64,410 69,996 70,582 73,078 75,600 77,000 $ 471,772 $ 452,604 $ 550,328 $ 499,594 $ 507,109 $ 514,985 268,024 277,950 287,510 295,168 299,864 304,863 163,097 139,167 178,731 189,297 191,813 194,380 40,651 35,487 25,087 15,129 15,432 15,742 59,000 471,772 452,604 550,328 499,594 507,109 514,985 2012 2013 2014 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2013 2014 59,000 59,000 City of Iowa City Activity Summary Division: Park Maintenance Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy Licenses And Permits General Use Permits Miscellaneous Other Misc Revenue $ 498,825 $ 539,393 $ 500,923 $ 612,883 $ 619,531 $ 626,346 8,176 4,938 8,176 4,938 4,938 4,938 174 174 Total Revenues & Other Financing Sources $ 531,175 $ 544,331 $ 533,273 $ 617,821 $ 624,469 $ 631,284 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE M. W. 11 - Cbd Sr M.W. - Cbd Total Personnel Capital Outlay Contracted Improvements Fixture Replace & Surface Repair Total Capital Outlay 323,691 350,634 350,342 369,639 373,952 378,382 124,627 153,430 138,855 162,371 163,292 164,233 16,744 28,327 29,076 70,811 72,225 73,669 66,113 11,940 15,000 15,000 15,000 15,000 $ 531,175 $ 544,331 $ 533,273 $ 617,821 $ 624,469 $ 631,284 2012 2013 2014 2.00 2.00 2.00 1.00 1.00 1.00 3.00 3.00 3.00 IIAA 2013 2014 15,000 - 15,000 15,000 15,000 INAdi1:1111AWK91»Mill I 0W 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. • Assistance with family members/funeral homes regarding funeral arrangements; determine right of interment, interment placement, lot sales/repurchases; complete billing and maintain records. • Assist the general public/funeral homes/monument dealers with genealogy requests, lot locations and explanation, enforcement of cemetery rules and regulations. • Recent expansion: 64 niche infant columbarium. • Future expansion: mausoleum, columbarium addition, purchase surrounding property and/or expand to the east. Staffing: f[H7 FY2012 FY2013 FY2014 Adopted Total FTE's 2.00 2.00 2.00 f[H7 City of Iowa City Activity Summary Division: Cemetery Operations (540100) Department: Parks and Recreation Revenues & Other Financing Sources: General Revenues Subsidy Charges For Fees And Services Misc Charges For Svc Miscellaneous Contrib & Donations Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 279,059 $ 240,909 $ 282,343 $ 283,262 $ 292,482 $ 300,879 29,760 40,885 600 - - 28 6,000 - 29,760 40,885 40,885 40,885 57,450 99,295 57,450 57,450 57,450 57,450 Total Revenues & Other Financing Sources $ 372,869 $ 381,117 $ 369,553 $ 381,597 $ 390,817 $ 399,214 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Cemetery Supervisor M.W. I I -Cemetery M.W. III -Cemetery Total Personnel Capital Outlay Pole Building Doors Total Capital Outlay 257,500 279,840 288,018 292,366 300,351 307,490 57,571 55,961 57,001 65,952 66,719 67,503 11,366 20,776 18,934 23,279 23,747 24,221 46,432 24,540 5,600 $ 372,869 $ 381,117 $ 369,553 $ 381,597 $ 390,817 $ 399,214 2012 2013 2014 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2013 2014 5,600 5,600 4WMil Z Y01UAMil9EeLK The Iowa City Public Library is the busiest public library building in the state of Iowa. The City of Iowa City is proud to have been named the third UNESCO City of Literature in 2009. There are currently six cities in the world who share this distinction; Iowa City is the only one in the western hemisphere. This honor is reflected in and supported by the City's public library services. The Library Operations budget is organized into General Library, Library Materials, Computer & Equipment Replacement Activity, Board Controlled Funds, Gifts & Bequests, and Gifts — Materials. General Library This activity accounts for the bulk of the Library's budget, accounting for Library staffing, programs, public services, building repair & maintenance, and activities associated with the Library's commercial space. This budget also includes transfers to computer and equipment replacement reserves. Library Materials This activity accounts for the acquisition & replacement of Library materials. Materials budgets are organized into Children's Materials and Adult Materials. An increasing number of materials acquisitions in recent years are in electronic or downloadable formats. Computer & Equipment Replacement Funded through a transfer from Library General, this activity accounts for funds set aside for the scheduled replacement of Library equipment and computer hardware. Board Controlled Funds This activity is funded largely through Library Open Access (reciprocal borrowing) and Enrich Iowa grants. 0.75 FTE are budgeted within reciprocal borrowing. Gifts & Bequests This activity includes contributions & donations, both designated and undesignated, for Library operations, programs, and building improvements. Gifts — Materials These are donated funds used for materials acquisitions. 170 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 • By the numbers it was another record year: 0 69,306 cardholders 0 1,576,755 checkouts 0 764,911 visits 0 211,220 computer users 0 76,111 questions answered 0 62.9% of checkouts done by self -check 0 94.5% increase in e -downloads 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. Staffing: 171 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. Service Level Changes for FY2014: • Support anticipated continued growth in the use of electronic downloadable collections. • Open new teen space as a part of Phase 2 of the building improvement project. FY2014 FY2012 FY2013 Adopted Total 43.64 43.63 43.13 FTE's 171 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. Service Level Changes for FY2014: • Support anticipated continued growth in the use of electronic downloadable collections. • Open new teen space as a part of Phase 2 of the building improvement project. 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 Number of registered borrowers Goal Goal FY12 Actual FY13 Estimated FY14 Budget 69,606 788,000 764,911 776,385 788,000 Number of registered borrowers Goal FY12 Actual FY13 Estimated FY14 Budget 70,000 69,606 69,800 70,000 Strategic Plan Goal: Department Goal: Department Objective: Performance Measure: Coordinated Communication and Customer Service Orientation Improve the Visibility andAwareness of Library Services, Programs, and Collections Increase the availability of information regarding program and service offerings Increase number of Facebook friends Goal FY12 Actual FY13 Estimated FY14 Budget 3,900 3,554 3,731 3,918 172 City of Iowa City Activity Summary Activity: General Library (550100) Division: Library Operations 2012 2013 2014 Custodian - Library Fund: General (1000) Department: Library 2.00 2011 2012 2013 2014 2015 2016 7.16 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 2.50 2.50 5.50 Library Assistant 11 1.75 1.00 General Revenues Subsidy $ 3,179,514 3,319,006 3,384,953 3,406,549 3,489,299 3,586,739 Taxes Levied On Property Taxes 725,411 747,907 782,878 802,843 818,849 835,170 Delinquent Property Taxes 117 18 - - - - Other City Taxes 13,523 14,041 13,854 13,703 13,892 14,085 Use Of Money And Property Microcomputer Specialist - Lib 1.00 1.00 0.00 MW I - Library 0.50 Rents 123,829 118,948 123,829 123,829 123,829 123,829 Royalties & Commiss 3,464 3,068 3,464 3,068 3,068 3,068 Intergovernmental 3.75 3.75 3.75 Supervising Librarian 0.00 0.00 Local 28E Agreements 417,592 424,363 423,840 424,363 424,363 424,363 State 28E Agreements 35,000 35,000 35,000 35,000 35,700 36,414 Charges For Fees And Services 10,000 - RFID tags 13,000 13,000 Library Charges 114 304 114 304 304 304 Miscellaneous 173 Library Fines & Fees 211,610 201,157 211,610 201,157 201,157 201,157 Other Misc Revenue 59,105 63,433 67,498 63,440 63,440 63,440 Other Financial Sources Sale Of Assets 655 - - - - - Trans -Bus Type Funds 55,000 55,000 55,000 55,000 55,000 55,000 Total Revenues & Other Financing Sources $ 4,824,934 $ 4,982,245 $ 5,102,040 $ 5,129,256 $ 5,228,901 $ 5,343,569 Expenditures: Personnel 3,804,194 4,018,230 4,111,917 4,096,779 4,207,441 4,308,355 Services 643,649 630,975 655,610 673,845 684,267 694,896 Supplies 124,560 135,023 149,091 158,710 161,771 164,896 Capital Outlay 91,273 38,588 23,000 37,500 13,000 13,000 Sub -Total Expenditures 4,663,676 4,822,816 4,939,618 4,966,834 5,066,479 5,181,147 Transfers Out: GO Bond Abatement 98,836 97,007 100,000 100,000 100,000 100,000 Misc Transfers Out 62,422 62,422 62,422 62,422 62,422 62,422 Sub -Total Transfers Out 161,258 159,429 162,422 162,422 162,422 162,422 Total Expenditures & Transfers Out $ 4,824,934 $ 4,982,245 $ 5,102,040 $ 5,129,256 $ 5,228,901 $ 5,343,569 Personnel Services - FTE 2012 2013 2014 Custodian - Library 2.00 2.00 2.00 IT Support Specialist 0.00 0.00 1.00 Librarian II 7.16 7.00 6.00 Library Admin Coordinator 1.00 1.00 1.00 Library Assistant 1 2.50 2.50 5.50 Library Assistant 11 1.75 1.00 1.00 Library Assistant 111 5.23 5.23 5.23 Library Building Manager 1.00 1.00 1.00 Library Clerk 6.25 6.25 2.75 Library Coordinator 6.00 6.00 5.00 Library Director 1.00 1.00 1.00 Library Web Specialist 0.75 1.00 1.00 M. W. 11 - Library 1.00 1.00 1.00 Microcomputer Specialist - Lib 1.00 1.00 0.00 MW I - Library 0.50 0.50 0.50 Network Database Spec - Lib 1.00 1.00 1.00 Pulic Relations Specialist 0.00 0.65 0.65 Sr Librarian 1.00 1.00 2.00 Sr Library Assistant 3.75 3.75 3.75 Supervising Librarian 0.00 0.00 1.00 Total Personnel 42.89 42.88 42.38 Capital Outlay 2013 2014 Children's Technology Table - 18,000 Light System 10,000 - RFID tags 13,000 13,000 Smartboard - 6,500 Total Capital Outlay 23,000 37,500 173 City of Iowa City Activity Summary Division: Library Operations Department: Library Revenues & Other Financing Sources: General Revenues Subsidy Total Revenues & Other Financing Sources Expenditures: Services Capital Outlay Total Expenditures & Transfers Out Capital Outlay Adult Library Materials Children's Library Materials Library Material for Adults Library Material for Children Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 600,036 614,796 630,215 642,820 655,675 668,789 $ 600,036 $ 614,796 $ 630,215 $ 642,820 $ 655,675 $ 668,789 256 - - - - - 599,780 614,796 630,215 642,820 655,675 668,789 $ 600,036 $ 614,796 $ 630,215 $ 642,820 $ 655,675 $ 668,789 Activ 2013 2014 541,393 - 101,427 530,777 - 99,438 630,215 642,820 Division: Library Operations Department: Library (Previously Library Computer & Equipment Replacement Activity) 2011 2012 2013 2014 2015 2016 Revenues & Other Financing Sources: Other Financial Sources Sale Of Assets Transfer In From General Fund Total Revenues & Other Financing Sources Expenditures: Services Supplies Capital Outlay Total Expenditures & Transfers Out Capital Outlay Computer Server Software Upgrade Total Capital Outlay Actual Actual Revised Budget Projection Projection 294 - - - - - 62,422 62,422 62,422 62,422 62,422 62,422 $ 62,716 $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 10 - - - - - 7,620 5,294 22,035 2,274 2,319 2,365 60,112 65,516 - 60,750 - - $ 67,742 $ 70,810 $ 22,035 $ 63,024 $ 2,319 $ 2,365 174 2013 2014 25,750 35,000 60,750 City of Iowa City Activity Summary Division: Library Operations Department: Library Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Intergovernmental Operating Grants Charges For Fees And Services Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Printed Materials Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Library Assistant In Library Clerk Total Personnel Capital Outlay Building Improvements Digital Signage Equipment Self Check Station Teen Area Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 691 670 691 670 670 670 81,781 61,033 65,425 61,033 61,033 61,033 410 179 - 179 179 179 7,036 2,512 1,086 2,512 2,512 2,512 23,056 25,035 24,910 - - - 14,778 16,290 14,778 16,290 16,290 16,290 $ 127,752 $ 105,719 $ 106,890 $ 80,684 $ 80,684 $ 80,684 49,410 42,628 41,952 44,243 46,269 47,940 30,551 56,452 15,611 14,246 14,453 14,663 4,634 8,148 4,535 8,475 8,645 8,819 - 23,857 20,000 58,000 - - $ 84,595 $ 131,085 $ 82,098 $ 124,964 $ 69,367 $ 71,422 2012 2013 2014 0.50 0.50 0.50 0.25 0.25 0.25 175 0.75 0.75 0.75 2013 2014 0,000- 30,050- - 15,000 9,000 13,000 11,000 20,000 58,000 City of Iowa City Activity Summary Division: Library Operations Department: Library Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Miscellaneous Contrib & Donations Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Capital Project Fund Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Capital Outlay Building Improvements Remodelling Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 624 686 624 686 686 686 78,111 44,814 54,000 50,000 50,000 50,000 988 3,074 988 3,074 3,074 3,074 $ 79,723 $ 48,574 $ 55,612 $ 53,760 $ 53,760 $ 53,760 47,209 12,700 1,738 2,225 2,263 2,302 23,390 12,016 9,462 11,903 12,141 12,384 6,454 2,989 40,000 40,000 - - 77,053 27,705 51,200 54,128 14,404 14,686 - 2,886 - - - - 7,575 7,575 2,886 - - - - $ 84,628 $ 30,591 $ 51,200 $ 54,128 $ 14,404 $ 14,686 Activ 2013 2014 - 40,000 40,000 40,000 Division: Library Operations Department: Library 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Miscellaneous Contrib & Donations 112,286 94,344 95,000 90,000 90,000 90,000 Other Financial Sources Misc Transfers In 7,575 Total Revenues & Other Financing Sources $ 119,861 $ 94,344 $ 95,000 $ 90,000 $ 90,000 $ 90,000 Expenditures: Supplies 525 - 567 - - - Capital Outlay 73,965 91,558 96,873 90,000 - - Total Expenditures & Transfers Out $ 74,490 $ 91,558 $ 97,440 $ 90,000 $ - $ - Capital Outlay 2013 2014 Adult Library Materials 70,000 70,000 Children's Library Materials 25,000 20,000 Total Capital Outlay 95,000 90,000 IN1:1Mil Z M10111L117A9EeL The mission of The Iowa City Public Library Friends Foundation is to generate private resources to support the Iowa City Public Library. The ICPL Friends Foundation is an IRS designated non-profit organization. Board members are our neighbors, business and community leaders. Each is dedicated to helping our Library provide the very best materials, programs and services. The Board of Directors and the Development Office of the Iowa City Public Library work together on Library fundraising efforts. The Library Foundation budgetary division accounts for personnel costs associated with the Foundation's development activities. These activities were budgeted in fund 9105 in previous years. City expenditures are fully reimbursed by the Foundation. 2.0 FTE's are budgeted in this division: Library Coordinator — Development, and a Senior Library Assistant. Staffing: 177 FY2012 FY2013 FY2014 Adopted Total FTE"s 0.00 0.00 2.00 177 City of Iowa City Activity Summary Division: Library Foundation Office (550600) Department: Library * Activity Prior to 2013 in Fund 9105 Revenues & Other Financing Sources: Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Total Expenditures & Transfers Out Personnel Services - FTE Library Coord - Development Sr Library Assistant Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection - - - 160,191 167,064 172,861 $ - $ - $ - $ 160,191 $ 167,064 $ 172,861 - - - 160,191 167,064 172,861 $ - $ - $ - $ 160,191 $ 167,064 $ 172,861 2012 2013 2014 0.00 0.00 1.00 0.00 0.00 1.00 178 2.00 69ALl1Eel :ZyALl1119A:001UAOe3111[0L6� The Iowa City/Johnson County Senior Center is a department of the City of Iowa City and has been serving older adults, age 50 and above, since 1981. Located in a beautifully restored historic post office on the corner of Linn and Washington Streets in downtown Iowa City, the Center offers a full array of classes, activities, and volunteer opportunities which support independence and encourage involvement in the community. The Senior Center's budget is organized into three activities: Administration, New Horizons Band, and Gifts & Memorials. Senior Center Administration Administration oversees and supports the operation of Center programs, building maintenance, volunteer service, and development. Administration also supports the activities of the Senior Center Commission. The Senior Center's program components provide a variety of opportunities for education, social engagement, physical activity, and community involvement. Educational classes cover everything from literature and fitness classes to video production, music, and art education. Social engagement among participants and within the community is promoted. Classes, which are often open to non-members or intergenerational, incorporate time for participants to interact with each other. Volunteer groups are involved with community activities to teach, share information about The Center, and conduct fundraising activities. The AARP Tax Aide Program, University of Iowa Counseling Services, Volunteer Lawyers, Senior Health Insurance Information Program, Visiting Nurses Association, and Senior Nutrition Program all ensure that the community comes into The Center. Senior Center Programs (New Horizons Band) This activity accounts for the Iowa City New Horizons Band (IC-NHB). The Iowa City New Horizons Band was founded in January 1995. The IC-NHB's mission is to provide the opportunity for all persons age 50 and older to learn and make music. In addition to the band itself, the IC-NHB will encourage entry-level group -music opportunities for members and nonmembers alike and facilitate the many current self -formed ensembles and those that will emerge. Gifts & Memorials This activity accounts for contributions and donations made to the Senior Center Gift Fund. 179 HIGHLIGHTS • There were 105,157 visits to Senior Center sponsored programs in FY12 • 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 Recent Accomplishments: • The Center earned a second, five-year accreditation from the National Institute of Senior Centers. Approximately 200 senior centers have been accredited nationwide; Iowa City's facility is currently the only accredited senior center in the state of Iowa. • In September 2011, The Center celebrated its 30`" 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. Staffing: 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. 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. 11-L1 FY2012 FY2013 FY2014 Adopted Total FTE's 1 6.50 6.50 6.50 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. 11-L1 Performance Measures: Complete 25% of participant transactions online Goal FY12 Actual FY13 Estimated FY14 Budget 25% New measure 25% 25% Number of participants receiving email newsletters Goal FY12 Actual FY13 Estimated FY14 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 Goal FY12 Actual FY13 Estimated FY14 Budget 25% 25% 25% 30-35% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Coordinated Communication & Customer Service Orientation Increase cultural diversity among participants Use the scholarship program, public presentations, and Center programming to increase diversity % of scholarship users among total membership Goal FY12 Actual FY13 Estimated FY14 Budget 10-12% 8% 10% 10-12% Number of culturally diverse programs Goal FY12 Actual FY13 Estimated FY14 Budget 6-12 6 6-12 6-12 Number of public presentations Goal FY12 Actual FY13 Estimated FY14 Budget 36 20 24 36 181 City of Iowa City Activity Summary Activity: Senior Center Administrations (570100) Division: Senior Center Operations 2013 2014 Fund: General (1000) Department: Senior Center 1.00 2011 2012 2013 2014 2015 2016 1.00 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 1.00 1.00 1.00 1.00 1.00 6.50 General Revenues Subsidy 599,237 620,831 706,702 650,772 692,661 671,586 Use Of Money And Property - 15,000 5,000 Parking Ramp Revenue 17,400 17,663 20,520 22,000 22,000 22,000 Rents 2,125 1,539 2,125 1,539 1,539 1,539 Royalties & Commiss 304 299 304 299 299 299 Intergovernmental Local 28E Agreements 75,000 70,000 70,000 59,215 59,215 59,215 Charges For Fees And Services Culture & Recreation 42,167 42,283 61,554 56,427 56,427 56,427 Misc Charges For Svc 13,853 16,698 13,853 16,698 16,698 16,698 Miscellaneous Contrib & Donations 25,927 34,743 43,586 40,000 40,000 40,000 Misc Merchandise 11,614 12,491 11,614 12,491 12,491 12,491 Other Misc Revenue 5,415 5,483 10,300 27,500 27,500 27,500 Other Financial Sources Misc Transfers In 280 - 7,905 2,500 2,500 2,500 Sale Of Assets 284 836 - - - Total Revenues & Other Financing Sources $ 793,606 $ 822,866 $ 948,463 $ 889,441 $ 931,330 $ 910,255 Expenditures: Personnel 464,905 519,362 518,543 541,271 556,698 571,074 Services 229,655 234,516 269,241 259,443 263,050 266,729 Supplies 62,844 55,734 68,780 50,727 51,582 52,452 Capital Outlay 29,657 6,410 84,739 38,000 60,000 20,000 Sub -Total Expenditures 787,061 816,022 941,303 889,441 931,330 910,255 Transfers Out: Intrfund Loan 6,545 6,844 7,160 Sub -Total Transfers Out 6,545 6,844 7,160 - - - Total Expenditures & Transfers Out $ 793,606 $ 822,866 $ 948,463 $ 889,441 $ 931,330 $ 910,255 Personnel Services - FTE M. W. III - Senior Center M.W. I - Senior Center Operations Asst - Sr Center Program Specialist - Sr Center Receptionist - Sr Center Senior Center Coordinator Volunteer Specialist -Sr Center Total Personnel Capital Outlay Addressable Alarm Panel Contracted Improvements Hot Steam Serving Table PC Hardware Senior Center Step Project Senior Center Step Supplemental Total Capital Outlay 2012 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 0.50 0.50 0.50 1.00 1.00 1.00 1.00 1.00 1.00 6.50 6.50 6.50 2013 2014 18,069 - - 15,000 5,000 - 18,000 47,290 - 19,380 84,739 38,000 11-N City of Iowa City Activity Summary rograms Division: Senior Center Operations Department: Senior Center Activ Division: Senior Center Operations Department: Senior Center 2011 2012 2013 2014 2015 2016 Projection Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Charges For Fees And Services 71 71 Miscellaneous Culture & Recreation 10,584 9,665 10,800 10,200 10,200 10,200 Miscellaneous Contrib & Donations 1,558 3,712 2,000 2,000 2,000 2,000 Misc Merchandise 44 47 80 70 70 70 Total Revenues & Other Financing Sources $ 12,186 $ 13,424 $ 12,880 $ 12,270 $ 12,270 $ 12,270 Expenditures: Personnel 7,825 6,756 9,306 7,577 7,577 7,577 Services 1,411 3,700 805 3,675 3,727 3,780 Supplies 4,341 2,262 2,820 1,932 1,969 2,007 Total Expenditures & Transfers Out $ 13,577 $ 17,124 $ 13,685 $ 15,945 $ 15,997 $ 16,050 Activ Division: Senior Center Operations Department: Senior Center Total Revenues & Other Financing Sources $ 3,785 $ 816 $ 74 $ 1,071 $ 1,071 $ 1,071 Transfers Out: Misc Transfers Out 280 7,905 2,500 2,500 2,500 Total Expenditures & Transfers Out $ 280 $ - $ 7,905 $ 2,500 $ 2,500 $ 2,500 183 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Fund Subsidy Use Of Money And Property Interest Revenues 74 71 74 71 71 71 Miscellaneous Contrib & Donations 3.711 745 - 1.000 1.000 1.000 Total Revenues & Other Financing Sources $ 3,785 $ 816 $ 74 $ 1,071 $ 1,071 $ 1,071 Transfers Out: Misc Transfers Out 280 7,905 2,500 2,500 2,500 Total Expenditures & Transfers Out $ 280 $ - $ 7,905 $ 2,500 $ 2,500 $ 2,500 183 184 GENERAL FUND COMMUNITY & ECONOMIC F Y 2 0 1 4 DEVELOPMENT Planning & Community Dev. Admin. Community Development Economic Development Urban Planning Neighborhood Services Human Services IWil 010110ME619lLY, ILY, 010l111 vaI]ANAIWULY, IA0111re11LY, 1101Pill I:7evill11010 Planning and Community Development (PCD) Administration provides professional oversight and support for the department's operating divisions. The division's personnel is comprised of the Planning and Community Development Director, Administrative Secretary, Engineering Technician, and Planning & Community Devlepment Clerk. The division acts as a liaison between the department, City Manager's Office, and the City Council. The division ensures proper implementation of the elements of the City Council's strategic plan pertinent to the department's activities. Further, administration coordinates the PCD/MPOJC management team, administering unique capital, research, and/or policy -oriented projects as directed by the City Council. Staffing: 11-YA FY2012 FY2013 FY2014 Adopted Total FTE's 2.55 2.55 2.55 11-YA City of Iowa City Activity Summary Division: Planning & Comm Dvlp Admin (610100) Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Fund Subsidy 264,652 290,469 298,528 307,208 313,751 320,539 Total Revenues & Other Financing Sources $ 264,652 $ 290,469 $ 298,528 $ 307,208 $ 313,751 $ 320,539 Expenditures Personnel 242,646 262,679 269,089 273,557 279,790 286,259 Services 15,531 20,324 21,977 26,295 26,458 26,626 Supplies 5,362 7,466 7,462 7,356 7,503 7,654 Capital Outlay 1,113 - - 2.55 - - Total Expenditures & Transfers Out $ 264,652 $ 290,469 $ 298,528 $ 307,208 $ 313,751 $ 320,539 Personnel Services - FTE 2012 2013 2014 Administrative Secretary 0.55 0.55 0.55 Clerk/PCD 0.00 0.50 0.50 Engineering Technician 0.50 0.50 0.50 PCD Director 1.00 1.00 1.00 Planning & Comm Dev Clerk 0.50 0.00 0.00 Total Personnel 2.55 2.55 2.55 11-17 Isle] LVA I LVA [I]LlIIII vaQWAAIto] :1LVA IALl III I Community Development staff are committed to providing Iowa City residents with access to safe and affordable housing, jobs and services. This is accomplished by coordinating efforts with local agencies, nonprofit organizations and other community partners, and by administering and coordinating activities relating to city, state, and federal housing and community development programs. Economic development activities include: • Neighborhood redevelopment • Entrepreneurial development • Working with financial institutions The Housing Rehabilitation program works to help residents maintain and update their homes by providing financial assistance to income eligible homeowners. The availability of affordable, low or no -interest loans provides lower income homeowners the opportunity to make repairs on their homes and ultimately helps to maintain Iowa City's housing stock. Funding is available through the federally -funded Community Development Block Grant (CDBG) and HOME Investment Partnership programs, and through the General Rehabilitation and Improvement Program (GRIP), which is funded by general obligation bonds. CDBG and HOME descriptions can be found in the Special Revenue Fund section of this budget. 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 twelve additional homes in FY14 (two funded through the Iowa City Housing Authority). Recent Accomplishments: • Completed flood buyouts in the Park 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. 1r.1*: 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. Upcoming Challenges: • Continue to promote the availability of affordable housing and assist local businesses despite decreasing CDBG and HOME funding. Staffing: • 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. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Neighborhood Stabilization Department Goal: Invest in the City's private residential building stock Department Objective: Stabilize neighborhoods through UniverCity and GRIP reinvestment programs Performance Measures: Number of rental properties converted to single family homes (UniverCity) Number of owner -occupied homes rehabilitated (GRIP) FY2012 FY2013 FY2014 Adopted Total FTE's 1 0.85 1.20 1.75 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Neighborhood Stabilization Department Goal: Invest in the City's private residential building stock Department Objective: Stabilize neighborhoods through UniverCity and GRIP reinvestment programs Performance Measures: Number of rental properties converted to single family homes (UniverCity) Number of owner -occupied homes rehabilitated (GRIP) IRX FY11/FY12 FY 2013 Estimated FY 2014 Budget Actual UniverCity 26 4 10 GRIP 19 16 14 IRX City of Iowa City Activity Summary Activity: Community Development (610200) Division: Community Development (610200) 2013 2014 House Acquisitions for UniverCity (8) Department: Fund: General (1000) Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Fund Subsidy Use Of Money And Property Interest Revenues 4,069 7,894 - 33,894 33,894 33,894 Intergovernmental State 28E Agreements - - 100,000 - - - Miscellaneous Contrib & Donations - - - 100,000 100,000 100,000 Other Financial Sources Loans 10,416 186,274 840,000 2,040,000 840,000 840,000 Sale Of Assets - - 850,000 2,000,000 850,000 850,000 Trans -GO Bonds - - 317,623 500,000 - - Total Revenues & Other Financing Sources $ 14,485 $ 194,168 $ 2,107,623 $ 4,673,894 $ 1,823,894 $ 1,823,894 Expenditures: Personnel 52,207 65,538 107,911 166,899 171,348 175,006 Services 2,716 568 619,009 413,602 417,130 420,746 Supplies 185 130 261 5,237 5,336 5,437 Capital Outlay - 170,000 1,000,000 2,500,000 800,000 800,000 Other Financial Uses 800,000 2,000,000 800,000 800,000 Sub -Total Expenditures 55,108 236,236 2,527,181 5,085,738 2,193,814 2,201,189 Transfers Out: GO Bond Abatement 10,026 20,052 40,000 40,000 40,000 40,000 Misc Transfers Out 31,141 - - - - Sub -Total Transfers Out 41,167 20,052 40,000 40,000 40,000 40,000 Total Expenditures & Transfers Out $ 96,275 $ 256,288 $ 2,567,181 $ 5,125,738 $ 2,233,814 $ 2,241,189 Personnel Services - FTE 2012 2013 2014 Associate Planner 0.05 0.35 0.35 Community Development Coord 0.10 0.15 0.30 Housing Rehab Specialist 0.60 0.60 1.00 Program Asst - Comm Devel 0.10 0.10 0.10 Total Personnel 0.85 1.20 1.75 Capital Outlay 2013 2014 House Acquisitions for UniverCity (8) - 2,000,000 Loan repayment to Banks - UniverCity - 2,000,000 Rehab Costs of UniverCity Houses (8) - 500,000 Purchase of Homes 800,000 Total Capital Outlay 800,000 4,500,000 191 xK•]Ll101LVA Icoo Q:LTJ AIto] :1LVA IALl III r The Economic Development Division facilitates growing the community, increasing the property tax base, and creating jobs. The division serves as a resource for businesses operating in or considering operating in Iowa City. The Economic Development Division is the municipal office to contact when an individual or business requires assistance from the City of Iowa City regarding business activities. As a division of the Iowa City Department of Planning and Community Development, the Division has access to information and individuals throughout the city organization and will assist those involved in pursuing business endeavors. In addition to providing access to information throughout the city organization, the Economic Development Division compiles a database of economic and demographic information for the area. The Division can also direct individuals to other sources of information. Also prepared by the Division are various regional analyses, such as market area analyses and population projections. Working in cooperation with other city departments and the Iowa City Area Development Group, the Economic Development Division assists developers and prospective companies with specific commercial, office, and industrial development projects. This assistance ranges from helping businesses understand local regulations to determining available local public financial assistance for a specific firm. The Economic Development Division acts as a municipal resource for the business community. Recent Accomplishments: • Developed a new set of economic development processes and policies intended to streamline the development process and codify policies pertaining to public incentives. Staffing: Upcoming Challenges: Redevelopment of the City -owned property on the corner of College and Gilbert Streets. • Continue planning for future development in the Riverfront Crossings district south of downtown. Fra FY2012 FY2013 FY2014 Adopted Total FTE's 1 1.00 1.00 1.00 Fra City of Iowa City Activity Summary Activity: Economic Development (610500) Division: Economic Development (610500) Department: Fund: General (1000) Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy Other City Taxes Other City Taxes - - 186,382 235,304 235,304 235,304 Miscellaneous Other Misc Revenue 15,000 - 15,000 - - - Other Financial Sources Trans -Bus Type Funds 51,095 57,585 59,460 Total Revenues & Other Financing Sources $ 66,095 $ 57,585 $ 260,842 $ 235,304 $ 235,304 $ 235,304 Expenditures: Personnel 105,286 120,891 123,428 131,843 138,230 144,849 Services 261,149 324,055 640,841 664,397 664,428 664,459 Supplies 808 679 861 706 720 734 Total Expenditures & Transfers Out $ 367,243 $ 445,625 $ 765,130 $ 796,946 $ 803,378 $ 810,042 Personnel Services - FTE 2012 2013 2014 Economic Development Coord 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 193 J1NMILI Wil ILlIILl[r The Urban Planning 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 division also provides staffing for the following boards and commissions, which are associated with developmental regulations and zoning: • The Planning and Zoning Commission is charged with drafting and implementation of the zoning code and subdivision regulations in accordance with the Comprehensive Plan. Commission members review annexations and requests for rezoning and subdivision; making a final recommendation to City Council. • The Board of Adjustment reviews requests for special exceptions, variances and other appeals pertaining to the zoning code. • The Historic Preservation Commission conducts studies and implements regulations designed to promote the preservation of historic landmarks and districts. Urban Planning staff research these topics, provide planning services and make recommendations to these boards and commissions. Staff prepare the meeting agendas and minutes. Staff also administers the design review process for infill apartment buildings and urban renewal projects. HIGHLIGHTS • 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 icoov.oro/000dideas. Staffing: 194 FY2012 FY2013 FY2014 Adopted Total FTE's 3.50 2.50 2.50 194 City of Iowa City Activity Summary Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Associate Planner Senior Planner Total Personnel 326,105 271,364 267,844 274,922 280,354 286,402 27,563 47,601 38,796 50,517 50,730 50,947 2,580 1,905 2,535 2,093 2,132 2,171 $ 356,248 $ 320,870 $ 309,175 $ 327,532 $ 333,216 $ 339,520 2012 2013 2014 2.50 1.50 1.50 1.00 1.00 1.00 WX 3.50 2.50 2.50 Division: Urban Planning (610600) Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy 322,774 289,480 290,583 301,687 307,371 313,675 Intergovernmental Other State Grants 10,297 - - - - - Charges For Fees And Services Building & Devlpmt 22,145 30,770 17,560 25,225 25,225 25,225 Miscellaneous Printed Materials 1,032 620 1,032 620 620 620 Total Revenues & Other Financing Sources $ 356,248 $ 320,870 $ 309,175 $ 327,532 $ 333,216 $ 339,520 Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Associate Planner Senior Planner Total Personnel 326,105 271,364 267,844 274,922 280,354 286,402 27,563 47,601 38,796 50,517 50,730 50,947 2,580 1,905 2,535 2,093 2,132 2,171 $ 356,248 $ 320,870 $ 309,175 $ 327,532 $ 333,216 $ 339,520 2012 2013 2014 2.50 1.50 1.50 1.00 1.00 1.00 WX 3.50 2.50 2.50 LlIAcc] :I:Zi]N00Cole] ��9A:,9N*9 The Neighborhood Services Division provides a conduit between all City departments and the network of neighborhood associations within Iowa City, and facilitates the distribution of funds made available by the City Council for small-scale neighborhood improvements. Neighborhood Services supports and encourages citizens to help shape the future of their neighborhood. By assisting in the establishment of neighborhood associations, and coordinating with 33 neighborhood associations, this division seeks to encourage action by providing ideas and resources that help associations address their needs and interests within the goals of the larger community. The City Council has made funds available to neighborhood associations through the PIN (Program for Improving Neighborhoods) grant program, with $15,000 available, annually. Administration of this program involves making applications available to the neighborhoods, clarifying the administrative rules, assisting with project development, review by the Neighborhood Council, preparation of a recommendation to the City Council, formal approval by the City Council, execution of contract documents, and implementation of projects. • 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. Staffing: GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measure: Neighborhood Stabilization Facilitate Communication & Cooperation between the City and the neighborhood associations Use PIN grants to promote family -friendly neighborhood events and activities Number of events partially or fully funded through PIN grants FY12 Actual FY2012 FY2013 FY2014 Adopted Total FTE's 1 1.00 1.00 1.00 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measure: Neighborhood Stabilization Facilitate Communication & Cooperation between the City and the neighborhood associations Use PIN grants to promote family -friendly neighborhood events and activities Number of events partially or fully funded through PIN grants FY12 Actual FY13 Estimated FY14 Budget 62 82 76 City of Iowa City Activity Summary Division: Neighborhood Services (610700) Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 101,224 General Revenues Subsidy 129,091 151,108 Use Of Money And Property 107,442 Rents 220 782 Miscellaneous 20,025 Contrib & Donations 6,250 - Misc Merchandise 492 - Printed Materials 216 121 144,994 149,899 127,489 129,843 220 Total Revenues & Other Financing Sources $ 136,269 $ 152,011 $ 145,214 $ 149,899 $ 127,489 $ 129,843 Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Personnel Services - FTE Associate Planner Total Personnel Capital Outlay Maint Of The Public Art Pieces Neighborhood Pin Grant Pin Grant Total Capital Outlay 94,742 101,224 101,287 103,252 105,469 107,442 31,129 23,417 24,038 20,025 20,366 20,715 3,193 9,272 4,889 1,622 1,654 1,686 7,205 18,098 15,000 25,000 - - 136,269 152,011 145,214 149,899 127,489 129,843 2012 2013 2014 1.00 1.00 1.00 1.00 1.00 1.00 2013 2014 10,05,0- - 0,000- 15,000 15,000 15,000 25,000 : Lei LVA raLNAZI N The Human Services division coordinates with United Way of Johnson County and the Housing and Community Development Commission in providing funds for human service agencies. This division was new with the FY2013 budget proposal and assumes some of the duties previously provided by the Metropolitan Planning Organization of Johnson County's Human Services Division. Aid to Agencies The City Council makes annual allocations to the area's human service agencies as part of the budget process. This is reflected in the following schedule. These monies were accounted for in the General Fund's Non -Operational Administration account in prior years. Donation Stations The City has also placed nine purple parking meters throughout downtown to serve as donation stations for local residents wishing to donate to local human service agencies serving the homeless. Contributions are made to such organizations as Shelter House, Crisis Center, Free Lunch, Free Medical Program, Community Mental Health, and United Action for Youth. Staffing: FY2012 FY2013 FY2014 Adopted Total FTE's 1 0.00 0.15 0.15 Aid to Human Service Agencies funding is $378,700 for FY2014; with $249,200 budgeted from General Fund, $100,OOOfrom Community Development Block Grant(CDBG), and $29,500 from Water, Sewer, and Stormwater utility billing abatements. REQUESTS FOR AID TO AGENCIES FY2013 FY2014 Request FY2014 Adopted Human Service Agencies: (90,000) (100,000) (100,000) 4 C's $ 2,000 $ 2,000 $ 1,850 Are of SEI 4,000 2,163 Big Brothers/Big Sisters 32,000 40,000 29,325 Compeer 5,000 6,000 3,313 Crisis Center 40,000 49,540 38,000 Domestic Violence Program 50,000 52,500 47,500 Elder Services Agency 52,000 60,000 48,819 Extend the Dream Foundation - 20,000 Not Eligible Free Lunch Program 2,000 2,000 2,000 Hillcrest Family Services - 4,000 - Housing Trust Fund of Iowa City 8,000 8,000 8,000 IC Free Medical Clinic/Free Dental Clinic 7,500 10,000 7,500 ICCSD Family Resource Centers - 50,000 10,000 Johnson County Social Services 10,000 6,000 Mayor's Youth Employment Program - 15,000 6,000 MECCA Services 18,950 33,022 16,880 Neighborhood Centers 60,000 70,000 51,000 Pathways Adult Daycare 4,879 5,000 4,000 Rape Victim Advocacy 12,000 15,400 10,325 Shelter House 36,500 64,500 32,525 The Dream Center - 39,300 - United Action for Youth (UAY) 1 60,0001 65,000 53,500 Total: Aid to Human Services Agencies $ 390,829 $ 625,262 $ 378,700 Less direct funding from: Community Development Block Grant (CDBG) (90,000) (100,000) (100,000) Water, Sewer and Stormwater (23,856) (29,500) (29,500) Utility Billing Abatements U General Fund Aid to Human Services Agencies: $ 276,973 $ 250,000 $ 249,200 City of Iowa City Activity Summary Division: Human Services (610820) Department: Planning & Community Dvlpmnt Revenues & Other Financing Sources: General Revenues Subsidy Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Associate Planner Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 35,831 290,707 265,175 265,476 265,782 - - 13,912 12,291 12,542 12,797 - - 276,592 250,764 250,772 250,780 - 35,831 203 2,120 2,162 2,205 $ - $ 35,831 $ 290,707 $ 265,175 $ 265,476 $ 265,782 Activ 2012 2013 2014 0.00 0.15 0.15 - 0.15 0.15 Division: Human Services Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Fund Subsidy Miscellaneous Contrib & Donations 3,035 1,224 2,000 1,000 1,000 1,000 Total Revenues & Other Financing Sources $ 3,035 $ 1,224 $ 2,000 $ 1,000 $ 1,000 $ 1,000 Expenditures: Services 780 1,000 2,000 (913) (951) (990) Total Expenditures & Transfers Out $ 780 $ 1,000 $ 2,000 $ (913) $ (951) $ (990) 011P1 GENERAL FUND GENERAL GOVERNMENT F Y 2 O 1 4 City Council City Manager Communications Office City Clerk Human Resources City Attorney Human Rights Finance Department Tort Liability Insurance Non -Operational Administration Community Event Funding IN II WYK0111 LIEN I The City has seven (7) Council members, who serve staggered, four-year terms. Four Council members are "at -large" and are nominated by all voters and elected by all voters. Although the three "district' Council members (Districts A, B, and C) are nominated solely by voters within their districts and any primary is held only within the district, they are elected by voters city-wide. Council elections are held in odd -numbered calendar years. Council members select the Mayor from among themselves at their first meeting of the calendar year after each city council election. The Mayor is a voting member of the council and has no veto power. The Mayor is the official representative of the City, presiding officer of the Council and its policy spokesperson. The Council appoints a City Manager, City Attorney and City Clerk. The City Manager serves as the Chief Administrative Officer of the City. Staffing: 01061 FY2012 FY2013 FY2014 Adopted Total FTE's 7.00 7.00 7.00 01061 City of Iowa City Activity Summary Division: City Council (110100) Department: City Council Revenues & Other Financing Sources: General Revenues Subsidy Miscellaneous Printed Materials 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 133,840 133,922 137,343 122,207 122,718 123,240 40 Total Revenues & Other Financing Sources $ 133,840 $ 133,922 $ 137,383 $ 122,207 $ 122,718 $ 123,240 Expenditures: Personnel 55,922 57,282 56,797 55,085 55,085 55,085 Services 72,523 64,569 74,671 65,361 65,857 66,364 Supplies 2,732 2,368 5,915 1,761 1,776 1,791 Capital Outlay 2,663 9,703 - - - Sub -Total Expenditures 133,840 133,922 137,383 122,207 122,718 123,240 Total Expenditures & Transfers Out $ 133,840 $ 133,922 $ 137,383 $ 122,207 $ 122,718 $ 123,240 Personnel Services - FTE 2012 2013 2014 City Council 7.00 7.00 7.00 Total Personnel 7.00 7.00 7.00 011111 Cy11WYyNANAN 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. 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). 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. Staffing: 0101 FY2012 FY2013 FY2014 Adopted Total FTE's 4.00 4.00 4.00 0101 City of Iowa City Activity Summary Activity: City Clerk (120100) Division: City Clerk (120100) 2012 2013 2014 Administrative Secretary 1.00 1.00 1.00 City Clerk Fund: General (1000) Department: City Clerk 1.00 1.00 2011 1.00 2012 1.00 2013 1.00 2014 2015 2016 4.00 4.00 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 514,950 $ 501,994 $ 460,205 $ 508,367 $ 517,419 $ 526,571 Licenses And Permits Professional License 12,468 14,605 12,468 14,605 14,605 14,605 Miscellaneous Code Enforcement 1,500 3,300 1,500 3,300 3,300 3,300 Other Misc Revenue 10,089 10,445 10,089 10,413 10,413 10,413 Printed Materials 30 303 30 303 303 303 Total Revenues & Other Financing Sources $ 539,037 $ 530,647 $ 484,292 $ 536,988 $ 546,040 $ 555,192 Expenditures: Personnel 376,442 398,648 398,383 393,406 401,514 409,705 Services 156,174 124,134 78,987 132,134 132,915 133,710 Supplies 6,421 7,865 6,922 11,448 11,611 11,777 Total Expenditures & Transfers Out $ 539,037 $ 530,647 $ 484,292 $ 536,988 $ 546,040 $ 555,192 Personnel Services - FTE 2012 2013 2014 Administrative Secretary 1.00 1.00 1.00 City Clerk 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 License Specialist 1.00 1.00 1.00 Total Personnel 4.00 4.00 4.00 Activity Summary Police Citizen Review Board (120200) Fund: General (1000) Division: City Clerk Department: City Clerk Revenues & Other Financing Sources General Revenues Subsidy $ 2,642 $ 2,922 $ 3,398 $ 3,561 $ 3,567 $ 3,573 Total Revenues & Other Financing Sources $ 2,642 $ 2,922 $ 3,398 $ 3,561 $ 3,567 $ 3,573 Expenditures: Services 2,642 2,922 3,398 3,561 3,567 3,573 Total Expenditures & Transfers Out $ 2,642 $ 2,922 $ 3,398 $ 3,561 $ 3,567 $ 3,573 0W RINwail ato] :701VA The City Attorney's Office represents the City in court litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. 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: 011YA FY2012 FY2013 FY2014 Adopted Total FTE's 5.60 5.60 5.60 011YA City of Iowa City Activity Summary Division: City Attorney (130100) Department: City Attorney Revenues & Other Financing Sources: General Revenues Subsidy Miscellaneous Code Enforcement Intra -City Charges Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Administrative Secretary Assistant City Attorney City Attomey First Asst City Attorney Legal Assistant Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 500,070 $ 575,224 $ 566,625 $ 611,277 $ 630,291 $ 649,957 610 409 610 409 409 409 99,434 75,874 103,411 75,874 75,874 75,874 1,310 2,573 1,310 2,573 2,573 2,573 $ 601,424 $ 654,080 $ 671,956 $ 690,133 $ 709,147 $ 728,813 562,482 615,541 627,174 646,395 665,139 684,530 28,261 30,864 35,155 35,568 35,675 35,783 10,681 7,675 9,627 8,170 8,333 8,500 $ 601,424 $ 654,080 $ 671,956 $ 690,133 $ 709,147 $ 728,813 2012 2013 2014 1.00 1.00 1.00 2.00 2.00 2.00 0.60 0.60 0.60 1.00 1.00 1.00 1.00 1.00 1.00 011I7 5.60 5.60 5.60 INIII WdIT, lel0/ear]AV 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. 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 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. The City Manager's Office oversees the operations of four divisions within the department: the Communications Office, Human Resources, Human Rights, and Cable Television, which operates as an enterprise fund. Staffing: 0AF] FY2012 FY2013 FY2014 Adopted Total FTE's 3.00 3.00 3.00 0AF] City of Iowa City Activity Summary Division: City Manager (210100) Department: City Manager Revenues & Other Financing Sources: General Revenues Subsidy Miscellaneous Other Misc Revenue 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 470,574 $ 577,182 $ 521,242 $ 549,187 $ 560,537 $ 572,115 4 5 Total Revenues & Other Financing Sources $ 470,578 $ 577,187 $ 521,242 $ 549,187 $ 560,537 $ 572,115 Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Adm Assistant To City Manager Assistant To The City Manager Asst City Manager City Manager Total Personnel 400,218 507,942 411,073 445,444 456,630 468,042 67,349 66,600 106,717 99,457 99,544 99,632 3,011 2,645 3,452 4,286 4,363 4,441 $ 470,578 $ 577,187 $ 521,242 $ 549,187 $ 560,537 $ 572,115 2012 2013 2014 1.00 1.00 1.00 - - 1.00 1.00 1.00 - 1.00 1.00 1.00 0A 3.00 3.00 3.00 Isle] LVA ILVA [I] LII [Nei 1101 LIRXIIIII a a IN d 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. Staffing: 211 FY2012 FY2013 FY2014 Adopted Total FTE's 4.00 2.00 3.00 211 City of Iowa City Activity Summary Activity: Communications Office (210200) Division: Communications Office (210200) Fund: General (1000) Department: City Manager 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 249,561 $ 267,205 $ 228,414 $ 396,356 $ 404,252 $ 417,271 Miscellaneous Intra -City Charges 15,261 19,036 15,871 - - Total Revenues & Other Financing Sources $ 264,822 $ 286,241 $ 244,285 $ 396,356 $ 404,252 $ 417,271 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Communications Assistant Communications Coordinator Document Services Supv Document Specialist Electronic Communications Spec Sr. Document Specialist Total Personnel Capital Outlay Software Total Capital Outlay 241,840 266,548 209,294 297,846 310,349 323,071 17,618 16,383 20,129 74,312 74,362 74,413 5,364 3,310 14,862 15,098 15,341 15,587 9,100 4,200 4,200 $ 264,822 $ 286,241 $ 244,285 $ 396,356 $ 404,252 $ 417,271 2012 2013 2014 1.00 1.00 OAK 1.00 1.00 2.00 - - - 1.00 1.00 1.00 4.00 2.00 3.00 2013 2014 9,100 9,100 Lei LVA 1e1 :910111 No] *I The Human Resources Division provides 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. 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: 213 FY2012 FY2013 FY2014 Adopted Total FTE's 4.00 4.00 3.00 213 City of Iowa City Activity Summary Division: Human Resources (210300) Department: City Manager Revenues & Other Financing Sources: General Revenues Subsidy Charges For Fees And Services Misc Charges For Svc Intra -City Charges Other Misc Revenue Printed Materials Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Human Resources Administrator Human Resources Assistant Human Resources Generalist Personnel Administrator Personnel Assistant Personnel Generalist Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 448,803 $ 410,016 $ 502,300 $ 488,766 $ 506,015 $ 523,675 110 120 9,084 5,965 8 50 20 - 110 120 8 332,269 20 363,851 120 120 $ 458,025 $ 416,151 $ 502,438 $ 488,886 $ 506,135 $ 523,795 313,268 327,267 349,092 332,269 347,871 363,851 132,734 80,297 140,749 122,638 123,746 124,875 12,023 7,186 12,597 33,979 34,518 35,069 1.00 1,401 4.00 4.00 3.00 $ 458,025 $ 416,151 $ 502,438 $ 488,886 $ 506,135 $ 523,795 2012 2013 2014 1.00 1.00 - - 1.00 1.00 1.00 - 2.00 2.00 1.00 1.00 4.00 4.00 3.00 214 Ia11IT, Fil01NEel :111K The staff of the Human Rights Commission strives to ensure equal opportunity in education, employment, credit, housing, and public accommodation with efficiency and competency. 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: 0A FY2012 FY2013 FY2014 Adopted Total FTE's 2.50 2.00 2.00 0A City of Iowa City kctivity Summary Division: Human Rights (210400) Department: City Manager Revenues & Other Financing Sources: General Revenues Subsidy Licenses And Permits Misc Lic & Permits Contrib & Donations Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Human Rights Coordinator Human Rights Investigator Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 204,633 $ 226,292 $ 240,534 $ 248,464 $ 252,958 $ 257,706 120 30 120 - - - 100 100 - - - - 5,257 3,147 1,500 1,500 1,500 1,500 $ 210,110 $ 229,569 $ 242,154 $ 249,964 $ 254,458 $ 259,206 177,478 195,402 203,992 204,170 208,301 212,679 28,053 30,122 33,707 40,825 41,089 41,359 4,579 4,045 4,455 4,969 5,068 5,168 $ 210,110 $ 229,569 $ 242,154 $ 249,964 $ 254,458 $ 259,206 2012 2013 2014 1.00 1.00 1.00 1.50 1.00 1.00 2.50 2.00 2.00 a I Ll/eU N Aril W LVA11 Ll1131 Mil Eel Ll 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. The division's budget is organized into five activities: Administration, FEMA Disaster Assistance, Disaster Individual Assistance, Tort Liability, and Non -Operational Administration. Administration Administration monitors financial trends and provides analysis of budget to actual data and three-year financial projections. Staff provide oversight of long and short-term investment portfolios, cash flows and reserves, and oversees the preparation of general liability, fire & casualty, and workers compensation insurance specifications. Administration coordinates annual health and dental insurance renewals. Administration prepares the annual budget, three year financial plan, and five year capital improvement program and subsequent amendments thereof. FEMA Disaster Assistance This activity accounts for Federal Emergency Management Agency (FEMA) reimbursements for repairs to public facilities damaged in the June 2008 floods. Revenue includes State of Iowa matching funds. In addition to public facility repairs, reimbursements are also provided for some flood recovery services. Disaster Individual Assistance This activity accounts for expenses incurred from the June 2008 flood for which the City does not expect reimbursement. Tort Liability Chapter 384.12 of the Iowa State Code provides municipalities within the state of Iowa the legal authority with which to levy "a tax to pay the premium costs on tort liability insurance, property insurance, and any other insurance that may be necessary in the operation of the city, the costs of a self-insurance program, the costs of a local government risk pool and amounts payable under any self-insurance program, or local government risk pool." The Tort Liability cost center accounts for General Management Loss Reserve; general liability, fir compensation premium costs. The account is Department's Revenue and Risk Manager. rein Fund's contribution to the Risk e and casualty and workers administered by the Finance Non -Operational Administration The Non -Operational Administration cost center facilities financial transactions which are non -operational in nature. Employee Benefits Levy: State code requires that a separate fund be established to account for revenue from the Employee Benefits Levy. Monies are then transferred into Non -Op Admin to cover General Fund's share of Employee Benefit costs levied. Local Option Sales Tax: A one percent (1%) sales tax was approved by voter referendum in May, 2009. These funds are transferred out to the respective capital projects in FY2012 and 2013. The sunset for this tax is June 30, 2013. Aid to Human Service Agencies and Community / Economic Development grant funding were moved out of this cost center with the FY2013 budget proposal. • Maintained the City's Aaa bond rating from Moody's Investors Service Recent Accomplishments: • The City's FY2013 budget document earned the GFOA Distinguished Budget Presentation Award. Staffing: Upcoming Challenges: • Planning for the effects of commercial property tax reform at the state level. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: A Strong and Sustainable Financial Foundation Maintain the City's Overall Financial Health Maintain the City's Aaa Bond Rating Performance Measure: Moody's Aaa Bond Rating Goal FY2012 FY2013 FY2014 Adopted Total FTE's 3.65 3.65 4.65 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: A Strong and Sustainable Financial Foundation Maintain the City's Overall Financial Health Maintain the City's Aaa Bond Rating Performance Measure: Moody's Aaa Bond Rating Goal I FY12 Actual FY13 Estimated FY14 Target Maintain Aaa rating I Yes Yes Yes ii 1.3 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 Goal FY12 Actual FY13 Estimated FY14 Target 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. Strategic Plan Goal: Department Goal: Department Objective: Performance Measure: Budget Award A Strong and Sustainable Financial Foundation Accurate and timely financial reporting Earn the GFOA Distinguished Budget Presentation Award Goal FY12 Actual FY13 Actual FY14 Target Yes Did not apply Yes Yes 0A City of Iowa City Activity Summary Division: Finance Adminstration (310100) 264,628 316,178 325,409 401,952 Department: Finance 425,471 Services 70,981 91,532 83,155 67,088 68,009 2011 2012 2013 2014 2015 2016 4,123 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Total Personnel Sub -Total Expenditures 337,226 413,633 410,250 473,081 Taxes Levied On Property Taxes 498,626 Transfers Out: Current Taxes 21,766,882 22,441,703 23,490,686 24,090,079 24,570,251 25,059,884 Delinquent Property Taxes Sub -Total Transfers Out 14,455 - - - Delinquent Taxes 3,507 554 - - - - Other City Taxes Other City Taxes 405,707 421,220 370,639 411,080 416,768 422,541 Licenses And Permits Food & Liq Licenses 96,490 98,363 96,490 98,363 98,363 98,363 General Use Permits 38,679 40,765 38,680 40,765 40,765 40,765 Use Of Money And Property Interest Revenues 106,605 122,495 106,605 122,495 122,495 122,495 Intergovernmental Property Tax Credits 35,250 49,372 24,898 24,888 24,888 24,888 Miscellaneous Code Enforcement 390,783 442,897 390,783 442,897 442,897 442,897 Contrib & Donations 1,500 - - - - - Intra -City Charges 2,655,062 2,564,470 2,507,294 2,721,365 2,721,365 2,721,365 Other Misc Revenue 51 22 51 - - - Parking Fines 479,911 470,104 479,911 470,104 470,104 470,104 Other Financial Sources Misc Transfers In 4,490 - - - - - Sale OfAssets 1,000 - - - - - Trans -Bus Type Funds 18,000 18,000 18,000 18,414 18,414 18,414 Total Revenues & Other Financing Sources $ 26,003,917 $ 26,669,965 $ 27,524,037 $ 28,440,450 $ 28,926,310 $ 29,421,716 Expenditures Personnel 264,628 316,178 325,409 401,952 413,636 425,471 Services 70,981 91,532 83,155 67,088 68,009 68,949 Supplies 1,617 4,073 1,686 4,041 4,123 4,206 Capital Outlay 0.90 1,850 0.50 0.50 0.50 Total Personnel Sub -Total Expenditures 337,226 413,633 410,250 473,081 485,768 498,626 Transfers Out: Misc Transfers Out 14,455 Sub -Total Transfers Out 14,455 - - - - - Total Expenditures & Transfers Out $ 351,681 $ 413,633 $ 410,250 $ 473,081 $ 485,768 $ 498,626 Personnel Services - FTE 2012 2013 2014 Administrative Secretary 0.25 0.25 0.25 Budget Management Analyst 1.00 1.00 2.00 Finance Director 0.90 0.90 0.90 (1) Management Analyst 0.50 0.50 0.50 Total Personnel 2.65 2.65 3.65 (1) Position Eliminated by Resolution May 2013, subsequent to FY14 Budget Adoption. OKI] City of Iowa City kctivity Summary Division: FEMA Disaster Assistance (310720) Department: Finance Revenues & Other Financing Sources: Intergovernmental Disaster Assistance Fed Intergovnt Rev Other Financial Sources Insurance Recoveries Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection - 1,101 159,224 72,971 427 $ 586,558 $ 74,072 $ - $ - $ - $ - 31,597 4,803 - - - - 45,936 38,605 4,087 - - - 160 - 173 - - - 41,928 36,269 - - - 119,621 79,677 4,260 - - - 295,026 295,026 - - - - - $ 414,647 $ 79,677 $ 4,260 $ - $ - $ - Activity Summary Activity: Disaster Individual Assistance (310730) Fund: General (1000) Division: Disaster Individual Assistance (310730) Department: Finance Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE Associate Planner Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 12 29 288 6.071 288 $ 300 $ 6,100 $ 288 $ - $ - $ 17,126 29,697 31,784 39,415 40,281 41,145 30,263 9,645 3,155 2,155 2,159 2,163 47,389 39,342 34,939 41,570 42,440 43,308 82,899 1,475 - - - 82,899 1,475 - - - - $ 130,288 $ 40,817 $ 34,939 $ 41,570 $ 42,440 $ 43,308 2012 2013 2014 221 0.40 0.40 0.38 0.40 0.40 0.38 City of Iowa City Activity Summary Division: Finance Administration Department: Finance Revenues & Other Financing Sources: Taxes Levied On Property Taxes Delinquent Property Taxes Other City Taxes Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Assistant City Attorney Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 1,119,406 961,434 907,298 869,033 888,572 908,634 180 24 - - - - 20,868 18,041 16,456 15,062 15,287 15,540 $ 1,140,454 $ 979,499 $ 923,754 $ 884,095 $ 903,859 $ 924,174 104,209 113,766 117,550 123,177 126,263 129,069 885,085 736,297 792,479 754,560 771,138 788,545 11,200 4,789 12,096 4,981 5,081 5,183 $ 1,000,494 $ 854,852 $ 922,125 $ 882,718 $ 902,482 $ 922,797 2012 2013 2014 04% 1.00 1.00 1.00 City of Iowa City Activity Summary Division: Finance Administration Department: Finance Revenues & Other Financing Sources: Taxes Levied On Property Taxes Other City Taxes Use Of Money And Property Interest Revenues Rents Miscellaneous Misc Merchandise Other Financial Sources Intertund Loans Sale Of Assets Transfer -In from Employee Benefits Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay General Fund Contingency Sub -Total Expenditures Transfers Out: Capital Project Fund General Levy Misc Transfers Out: Transit Levy to Transit Intertund Loans Emergency Levy Sub -Total Transfers Out Total Expenditures & Transfers Out 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 4,964 - 8,691,481 8,949,784 - 220,433 2,000 22 12 2,754,570 2,824,819 8,648,747 2,719,472 - 6,000 22 - 2,881,135 2,938,561 320,140 320,817 6,000 6,000 678,096 882,222 - - - - - 804,380 - - - - 7,515,304 8,846,298 8,705,258 8,768,255 9,531,381 10,278,964 $ 16,889,867 $ 19,705,129 $ 20,108,597 $ 14,318,546 $12,738,656 $ 13,544,342 1,836 - - - - - 590,895 624,276 162,100 107,775 107,781 107,787 - 7,746 - 8,056 8,217 8,381 6,275 810 - - - - 288,690 367,000 357,000 367,000 599,006 632,832 450,790 482,831 472,998 483,168 2,081,108 952,341 30,128,942 2,675,000 275,000 275,000 293,960 270,912 209,729 190,470 196,742 202,742 41,185 77,387 2,803,317 2,869,291 2,926,275 2,984,378 - 678,096 1,954,436 - - - d QQ7 _ _ 223 /i1KK0111Ll11191Ll[c The Accounting and Reporting 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 division processes payments for goods and services and pays all vendors timely and accurately, taking advantage of any discounts offered, monitors the City's debt and ensures accurate and timely principal and interest payments, and processes and distributes payroll for all City employees accurately and timely. Accounting files quarterly and annual payroll tax returns, receives unqualified opinions on the City's annual audited financial statements and compliance with requirements described in OMB Circular A-133, and prepares a Comprehensive Annual Financial Report in conformance with GAAP that meets the requirements of the GFOA excellence in financial reporting program. The division also requests funds for City programs funded by Federal and State grants on a monthly basis and monitors these funds to ensure compliance with applicable laws and guidelines. Recent Accomplishments: Upcoming Challenges: • The City's Comprehensive Annual Financial Report Implementation of the (CAFR) for FY2011 earned the Government Finance City's new ERP Officers Association (GFOA) Certificate of Achievement software for Excellence in Financial Reporting for the 27th consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting. Staffing: 224 FY2012 FY2013 FY2014 Adopted Total FTE's 8.00 8.00 8.00 224 GOALS, OBJECTIVES, and PERFORMANCE MEASURES 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 Goal FY11 Actual FY12 Target FY13 Target Yes Yes Yes Yes 0407 City of Iowa City Activity Summary Division: Accounting (310200) Department: Finance Revenues & Other Financing Sources: General Revenues Subsidy Use Of Money And Property Interest Revenues Intergovernmental Local 28E Agreements Miscellaneous Intra -City Charges Other Misc Revenue Printed Materials Special Assessments Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Account Clerk - Acctng Accountant - Payroll Assistant Controller Controller Grant Accountant Internal Auditor Sr Accountant - Accounting Sr Accounts Payable Clerk Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 681,715 $ 746,173 $ 782,645 $ 834,140 $ 856,011 $ 876,009 26 560 728 375 757 375 375 375 3,954 4,519 59,884 4,517 4,517 4,517 2 2 3,322 1,740 $ 690,281 $ 752,835 $ 843,286 $ 839,032 $ 860,903 $ 880,901 522,849 580,294 663,943 680,325 700,267 718,298 163,891 169,453 175,521 155,496 157,360 159,262 3,541 3,088 3,822 3,211 3,276 3,341 $ 690,281 $ 752,835 $ 843,286 $ 839,032 $ 860,903 $ 880,901 2012 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 8.00 8.00 OKI 101No] 00FTM Ikicc] 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 Purchasing Division provides services to internal clients/staff and the general public in the following areas: • Develops and issues solicitations for the City's procurement requirements for commodities and services — including Request for Bids, Request for Proposals, and Request for Quotes. • Administers contracts for commodity and services. • Assists with the procurement of office furniture, equipment, and supplies. • Assists with the transfer and sale of City's Surplus Equipment, Vehicles, etc. - Participation in the State of Iowa Surplus Agreement for the sale of surplus equipment. • Administers City Procurement Card Program — Includes issuing cards, training internal clients, answering procurement card questions, and assisting with problem resolution. • Sorts and distributes incoming mail for the City's departments and divisions. HIGHLIGHTS • A new purchasing policy was developed by staff and adopted by Council during FY2012 Staffing: ON FY2012 FY2013 FY2014 Adopted Total FTE's 4.00 3.94 3.44 ON City of Iowa City Activity Summary Activity: Purchasing (310300) Division: Purchasing (310300) Fund: General (1000) Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 317,365 $ 318,315 $ 345,940 $ 297,984 $ 305,645 $ 313,502 Miscellaneous Other Misc Revenue 4,087 5,523 4,087 5,523 5,523 5,523 Sale Of Assets 24 Total Revenues & Other Financing Sources $ 321,452 $ 323,862 $ 350,027 $ 303,507 $ 311,168 $ 319,025 Expenditures: Personnel 304,282 304,374 327,310 283,639 291,180 298,914 Services 16,496 18,556 21,988 18,899 19,000 19,103 Supplies 674 932 729 969 988 1,008 Total Expenditures & Transfers Out $ 321,452 $ 323,862 $ 350,027 $ 303,507 $ 311,168 $ 319,025 Personnel Services - FTE 2012 2013 2014 Buyer I - Purchasing 1.00 1.00 0.94 Buyer 11 1.00 1.00 1.00 Purchasing Agent 1.00 1.00 1.00 Purchasing Clerk 1.00 0.94 0.50 Total Personnel 4.00 3.94 3.44 ONQ INW9AR11:4 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 division strives to provide excellent customer service and timely and accurate billings to City and Iowa City utility and landfill customers, minimize revenue written off as uncollectible, and accurately record all customer receipts. Staffing: GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Improve customer service through expanded payment/service request options Department Objective: Increase the number of transactions conducted online Performance Measures: Web Start/Stop Service FY2012 FY2013 FY2014 Adopted Total FTE's 7.88 7.88 7.88 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Improve customer service through expanded payment/service request options Department Objective: Increase the number of transactions conducted online Performance Measures: Web Start/Stop Service Payment Method FY11 Actual FY12 Actual % Change Customer Transactions 3,801 4,242 11.60% Payment Method FY11 Actual FY12 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% City of Iowa City Activity Summary Activity: Revenue (310400) Division: Revenue (310400) Fund: General (1000) Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 921,599 $ 945,503 $ 986,605 $ 934,270 $ 944,519 $ 961,723 Charges For Fees And Services Water Charges 7,240 6,680 7,240 6,680 6,680 6,680 Miscellaneous Misc Merchandise 395 340 - - - - Other Misc Revenue (3,660) 493 959 364 364 364 Other Financial Sources Sale Of Assets - 356 - - - Total Revenues & Other Financing Sources $ 925,574 $ 953,372 $ 994,804 $ 941,314 $ 951,563 $ 968,767 Expenditures: Personnel 550,144 589,509 586,350 587,700 599,913 612,512 Services 369,140 353,951 402,351 349,010 346,954 351,465 Supplies 6,290 4,616 6,103 4,604 4,696 4,790 Capital Outlay - 5,296 - - - Total Expenditures & Transfers Out $ 925,574 $ 953,372 $ 994,804 $ 941,314 $ 951,563 $ 968,767 Personnel Services - FTE 2012 2013 2014 Cashier- Revenue 1.38 1.38 1.38 Customer Service Rep - Revenue 5.00 5.00 5.00 Revenue & Risk Manager 0.50 0.50 0.50 Sr Accountant - Revenue 1.00 1.00 1.00 Total Personnel 7.88 7.88 7.88 04911] SPECIAL REVENUE FUNDS F Y 2 0 1 4 Community Development Block Grant H.O.M.E. Program Road Use Tax Street System Maintenance Other Shared Revenue Energy Efficiency & Conservation Block Grant UniverCity Neighborhood Partnerships Metropolitan Planning Organization of Johnson County (MPO) Employee Benefits Peninsula Apartments Tax Increment Financing (TIF) Districts General Rehabilitation & Improvement Program (GRIP) Downtown Self Supporting Municipal Improvement District (SSMID) COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND 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). The CDBG fund has a budgeted ending cash balance of $122,495 in fiscal year 2014 versus an estimated ending cash balance of ($218,675) in fiscal year 2013. The increase is related to the timing of grant revenues. FY14 Estimated - $1,192,499 1% ■ Interest Revenue ■ Federal Grants ■ Misc ■ Loan Repayment 88% of revenue comes from Federal grants, with most of the remainder from loan repayments. 233 Expenditures: FY14 Adopted - $851,329 0% ■ personnel ■ Services ■ Supplies FY14 adopted expenditures represent a 34.9% decline. Most of the reduction represents a decrease in services. City of Iowa City CDBG & CDBG Rehab (2100) Fund Summary Expenditures: CDBG & CDBG Rehab Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures 867,449 2,405,661 1,308,542 851,329 858,438 864,173 $ 867,449 $ 2,405,661 $ 1,308,542 $ 851,329 $ 858,438 $ 864,173 $ 1,883,213 $ 386,694 $ (218,675) $ 122,495 $ 422,556 $ 614,882 $ 1,883,213 $ 386,694 $ (218,675) $ 122,495 $ 422,556 $ 614,882 217% 16% -17% 14% 49% 71% 234 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ (220) $ 1,883,213 $ 386,694 $ (218,675) $ 122,495 $ 422,556 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 835 8,733 835 8,733 8,733 8,733 Intergovernmental Federal Intergovernmental Revenue 652,809 98,638 605,000 1,045,000 1,045,000 1,045,000 Miscellaneous Other Misc Revenue 2,338 2,773 2,338 2,766 2,766 2,766 Other Financial Sources Loans 2,094,900 798,998 95,000 136,000 102,000 - Total Revenues & Other Financing Sources $ 2,750,882 $ 909,142 $ 703,173 $ 1,192,499 $ 1,158,499 $ 1,056,499 Expenditures: CDBG & CDBG Rehab Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures 867,449 2,405,661 1,308,542 851,329 858,438 864,173 $ 867,449 $ 2,405,661 $ 1,308,542 $ 851,329 $ 858,438 $ 864,173 $ 1,883,213 $ 386,694 $ (218,675) $ 122,495 $ 422,556 $ 614,882 $ 1,883,213 $ 386,694 $ (218,675) $ 122,495 $ 422,556 $ 614,882 217% 16% -17% 14% 49% 71% 234 IN I]*CYQUARA1[0]061 The mission of Community Development Block Grant operations is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low and moderate incomes. As part of the Department of Planning and Community Development, the Community Development office is responsible for administering and coordinating activities relating to federal, state, and local community development programs. This includes Community Development Block Grant (CDBG) programs. CDBG funds are used to acquire property, construct new buildings, rehabilitate existing buildings and owner -occupied homes, operate service agencies, and encourage micro -enterprise development. Community Development staff coordinate with local service agencies, small businesses, and lenders in the administration of these programs. 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. HIGHLIGHTS • Over $32 million in CDBG funds have been invested in Iowa City since 1974 • In FY12, programs leveraged $896,263 in private and public funds • In FY12, programs assisted 1,995 persons who are homeless with support services and shelter upgrades • Provided operational funding to non -profits that assisted 10,849 persons during fiscal year 2012 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. Textures Salon (left) is a past recipient of CDBG micro - enterprise funding. FY12 CDBG Economic Development low-interest loans were approved for: Trumpet Blossom Cafe, Molly's Cupcakes, and IBlitz Boxing & Fitness Club. Combined, these businesses are expected to create or retain 16 full-time equivalent positions. Recent Accomplishments • 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 • 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. Staffing: Upcoming Challenges: • Continue to provide housing, jobs and services to low -moderate income residents despite decreasing CDBG and HOME funding. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Economic and Community Development 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 Create/enhance suitable living environments, provide decent housing, and create economic development opportunities CDBG Funds Only FY2012 FY2013 FY2014 Adopted Total FTE's 1 2.63 2.63 2.48 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Economic and Community Development 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 Create/enhance suitable living environments, provide decent housing, and create economic development opportunities CDBG Funds Only FY11 FY12 FY13 (Est) Funds Spent $865,109 $2,402,893 $1,248,131 Local, State & Other Funds Leveraged $3,688,070 $896,263 $981,268 Housing Units Assisted 28 26 21 Public Facilities Assisted 5 10 6 Persons Receiving Services 2,882 11,478 420 Businesses Assisted in Creating Low- Moderate Income Jobs 2 2 2 0911 City of Iowa City kctivity Summary Division: Community Development Department: Planning & Community Dvlpmnt Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Other Financial Sources Loans Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Administrative Secretary Associate Planner Community Development Coord Housing Rehab Specialist Program Asst - Comm Development Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 835 8,733 835 8,733 8,733 8,733 652,809 98,638 605,000 1,045,000 1,045,000 1,045,000 2,338 2,773 2,338 2,766 2,766 2,766 2,094,900 798,998 95,000 136,000 102,000 - $ 2,750,882 $ 909,142 $ 703,173 $ 1,192,499 $ 1,158,499 $ 1,056,499 183,237 193,086 228,695 227,592 234,144 239,301 681,375 2,210,203 1,078,463 619,186 619,652 620,137 1,287 722 1,384 4,551 4,642 4,735 1,550 1,650 - - - $ 867,449 $ 2,405,661 $ 1,308,542 $ 851,329 $ 858,438 $ 864,173 2012 2013 2014 0.25 0.25 0.25 0.45 0.25 0.20 0.45 0.40 0.50 1.20 1.20 1.00 0.53 0.53 0.53 0Rt'1 2.88 2.63 2.48 HOME PROGRAM FUND The HOME Program Fund accounts for HOME Investment Partnerships program (HOME) funds that are provided to the City on an annual basis from the U.S. Department of Housing and Urban Development. Budgeted cash balance at the end of fiscal year 2014 is $182,414 which is a 110.8% increase from the fiscal year 2013 estimate. This is primarily due to a reduction in program expenditures. Revenue: 4c FY14 Estimated - $700,000 ■ Federal Grants ■ Interest Loan Repayment 82% of HOME revenue is from Federal grants with most of the remainder from loan repayments. 04917 Expenditures: FY14 Adopted - $604,132 0% ■ Personnel ■ Services Supplies FY14 proposed expenditures represent a 14.3% decrease from FY13 estimated expenditures. City of Iowa City HOME Program (2110) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ (3,396) $ 44,783 $ (4,358) $ 86,546 $ 182,414 $ 276,100 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 19 22,721 19 25,000 25,000 25,000 Intergovernmental Fed Intergovnt Rev 862,299 688,241 685,874 575,000 575,000 575,000 Other Financial Sources Loans 210,929 104,696 110,000 100,000 100,000 100,000 Total Revenues & Other Financing Sources $ 1,073,247 $ 815,658 $ 795,893 $ 700,000 $ 700,000 $ 700,000 Expenditures: HOME Program 944,754 827,052 704,989 604,132 606,314 607,961 Sub -Total Expenditures $ 944,754 $ 827,052 $ 704,989 $ 604,132 $ 606,314 $ 607,961 Transfers Out: Misc Transfers Out 80,314 37,747 - - - - Sub -Total Transfers Out 80,314 37,747 - - - - Total Expenditures & Transfers Out $ 1,025,068 $ 864,799 $ 704,989 $ 604,132 $ 606,314 $ 607,961 Cash Balance, June 30 $ 44,783 $ (4,358) $ 86,546 $ 182,414 $ 276,100 $ 368,139 Restricted / Committed /Assigned Unassigned Balance $ 44,783 $ (4,358) $ 86,546 $ 182,414 $ 276,100 $ 368,139 % of Expenditures 4% -1% 12% 30% 46% 61% 0Rg] I:1:0] IT, 1:8UNoTelZUIT, to] UARA11:0]ki61 The mission of the HOME Investment Partnership program is to provide safe, decent, affordable housing. 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 • Over $10 million in HOME funds invested in Iowa City since 1994 • In FY12, the program leveraged $3,184,232 in private and public funds • The program also provided down payment assistance to 20 households, tenant based rental assistance to 21 families, and operational funds to a nonprofit organization to support affordable housing activities in fiscal year 2012 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. Recent Accomplishments: • Comprehensive rehabilitation completed for three owner occupied homes • Constructed and sold three homes to income eligible homebuyers Staffing: Upcoming Challenges: • Securing funds to provide affordable, decent housing in a high land cost community despite decreasing CDBG and HOME funding FY2012 FY2013 FY2014 Adopted Total FTE's 1 0.95 0.70 0.50 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 31 241 City of Iowa City activity Summary Division: Community Development Department: Planning & Community Dvlpmnt Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Other Financial Sources Loans Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE Associate Planner Community Development Coord Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 19 22,721 19 25,000 25,000 25,000 862,299 688,241 685,874 575,000 575,000 575,000 210,929 104,696 110,000 100,000 100,000 100,000 $ 1,073,247 $ 815,658 $ 795,893 $ 700,000 $ 700,000 $ 700,000 65,385 89,092 78,483 52,452 54,303 55,604 879,369 737,960 626,506 549,780 550,073 550,380 - - - 1,900 1,938 1,977 $ 944,754 $ 827,052 $ 704,989 $ 604,132 $ 606,314 $ 607,961 37,747 Ou,o14 01,141 - - - - 2012 2013 2014 0.50 0.25 0.30 0.45 0.45 0.20 0.95 0.70 0.50 I:iiMI 1XIM :111 EWA 111 ki 111 The Road Use Tax fund accounts for revenue sharing from state taxes related to transportation (road use taxes). Road use taxes include gasoline taxes, weight taxes, and license fees collected through a state and deposited into the Iowa Road Use Tax Fund (RUTF). After some off -the -top diversions, receipts into the RUTF are distributed according to a formula of 47.5 percent for the state primary road system, 24.5 percent for secondary county roads, 8 percent for farm -to -market county roads, and 20 percent for city streets. In 2008, an additional source of state revenue was established through legislation creating a separate "TIME -21 " funding stream. This revenue is dedicated primarily to maintenance and construction of certain primary highways in the state (60 percent), but also of secondary roads (20 percent) and municipal streets (20 percent). The new revenue stream was created by changing certain vehicle registration fees and schedules and by increasing trailer and title fees. The road use tax funds are allocated to cities on a per capita basis. The population counts used for distribution are based on the U.S. Census Bureau figures, which are updated every ten years. The 2010 census was finalized in the summer of 2011 and resulted in an increase in the City's population from 62,220 in 2000 to 67,862 in 2010. This result caused the City's road use revenues to take a step-up during fiscal year 2012. The city use of these funds is restricted for street and storm sewer maintenance, repair, and construction. This includes engineering, street lighting, streets signs and signals, snow removal, street cleaning, right-of-way maintenance, and related activities. Road Use Tax Fund cash balance on June 30, 2012 was $1.6 million, an increase of 255% over the FY2011 year-end balance. FY13 projected cash balance is a 9.6% decrease compared to FY12; FY14 projected cash balance represents a 32% increase over FY13. Unassigned Cash Balance $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 IFY10 FY11FY12 FY13* FY14* ■Cash Balance $1,202,777 $459,894 1 $1,632,521 $1,476,219 $1,957,306 *FY13 and FY14 figures are estimates. 243 FY12 fund balance increase reflects the growth in the City's share of the road use revenues as well as a change in how some capital projects are funded. Several projects formerly funded through RUT revenue have been funded through other sources. FY12 Cash balance is 28% of FY12 expenditures. Revenue: FYI Estimated - $7,013,793 6% 1% ■ Road Use Tax ■ Employee Benefits Levy ■ Misc The Road Use Tax fund revenue consists of state shared road use tax revenues, transfers in from the City's employee benefits fund, and other miscellaneous revenues. 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. 244 Expenditures: FYI Adopted - $5,669,459 4% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay FY14 budgeted expenditures excluding transfers out are a 3.9% decrease from the FY13 estimated expenditures. This is primarily due to reductions supply and capital outlay budgets. City of Iowa City Road Use Tax (2200) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 1,202,790 $ 459,894 $ 1,632,521 $ 1,476,219 $ 1,957,306 $ 2,521,079 Revenues & Other Financing Sources: Intergovernmental Other State Grants Road Use Tax Charges For Fees And Services Building & Devlpmt Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Trans -Govt Activities 12,595 - - - - - 5,890,842 6,447,020 6,379,028 6,548,683 6,650,476 6,752,269 28,846 19,489 28,846 30,000 30,000 30,000 1,432 2,188 1,432 2,188 2,188 2,188 27,073 34,816 2,144 27,445 27,445 27,445 3,804 - - - - - 398,954 416,369 425,659 405,477 414,765 424,083 Total Revenues & Other Financing Sources $ 6,363,546 $ 6,919,882 $ 6,837,109 $ 7,013,793 $ 7,124,874 $ 7,235,985 Expenditures: Road Use Tax Administration 2,214 2,489 77,214 77,489 77,489 2,489 Sidewalk Inspection 61,217 35,474 83,831 82,712 82,809 82,907 Traffic Engineering 1,603,738 1,570,987 1,556,048 1,532,486 1,557,319 1,582,684 Streets System Maintenance 3,882,476 3,607,748 4,182,700 3,976,772 3,970,884 4,045,331 Sub -Total Expenditures $ 5,549,645 $ 5,216,698 $ 5,899,793 $ 5,669,459 $ 5,688,501 $ 5,713,411 Transfers Out: Capital Project Fund 1,318,824 222,785 805,479 565,000 565,000 1,065,000 Misc Transfers Out 237,973 307,772 288,139 298,247 307,600 316,000 Sub -Total Transfers Out 1,556,797 530,557 1,093,618 863,247 872,600 1,381,000 Total Expenditures & Transfers Out $ 7,106,442 $ 5,747,255 $ 6,993,411 $ 6,532,706 $ 6,561,101 $ 7,094,411 Cash Balance, June 30 $ 459,894 $ 1,632,521 $ 1,476,219 $ 1,957,306 $ 2,521,079 $ 2,662,653 Restricted / Committed /Assigned Unassigned Balance $ 459,894 $ 1,632,521 $ 1,476,219 $ 1,957,306 $ 2,521,079 $ 2,662,653 % of Expenditures 6% 28% 21% 30% 38% 38% oz,W STREETS DIVISION (RUTF) OPERATIONS 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. The division's budget is organized into four activities: Road Use Tax Administration, Traffic Engineering, Streets System Maintenance, and Sidewalk Inspection. The Road Use Tax Fund accounts for the activity of the Streets Division. Road Use Tax Administration Road Use Tax Administration accounts for Road Use Tax receipts, receipt of the Streets Division's portion of the Employee Benefits Levy, and costs associated with an annual audit and loss reserve payment. Sidewalk Inspection Iowa City is divided into ten geographical areas for sidewalk inspection. Each year, the sidewalks in one of those ten areas are thoroughly inspected in accordance with the criteria established by the City Engineer to determine if sidewalk repairs are necessary. Traffic Engineering Traffic Engineering staff coordinate and maintain traffic signals and signage, traffic and pedestrian signs, traffic, bicycle, and pedestrian street painting, street lighting and poles. Streets System Maintenance 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. 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 the City. Recent Accomplishments: • Successful completion of approximately 70% of the required retroreflectivity standards throughout Iowa City • Traffic Engineering staff have successfully completed additional signal interconnect locations • The Streets Division has acquired a third street sweeper for seasonal use • Due to excellent weather conditions this past construction season, considerable progress was made on the street repair/rehabilitation list • Assisted with Stormwater Management projects Staffing: 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 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Complete Retroreflectivity Standards Department Objective: Continue sign replacements — complete within 3 years Performance Measure: Signs replaced FY10 FY2012 FY2013 FY2014 Adopted Total FTE's 29.65 29.65 29.65 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Complete Retroreflectivity Standards Department Objective: Continue sign replacements — complete within 3 years Performance Measure: Signs replaced FY10 FY11 FY12 FY13 FY14 Target Estimated 2,904 3,191 5,257 5,240 5,000 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Leaf pickup loads Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Coordinated Communication & Customer Service Orientation Provide Leaf Removal to Residents and Businesses Continue leaf vacuum program FY12 FY13 Estimated 672loads 663loads Economic and Community Development Provide Street Maintenance and Repairs Efficiently maintain and repair public streets Input measure: Materials used Workload measures FY12 FY13 Estimated Potholes Patched 3,500 3,000 5 Year FY08 FY09 FY10 FY11 FY12 Average Concrete 946.50 279.00 1,139.75 1,336.25 1,781.50 1,096.60 (yards) Asphalt 518.24 533.57 700.43 450.68 402.37 521.06 (Tons) Workload measures oz, 1.3 FY12 FY13 Estimated Potholes Patched 3,500 3,000 Street Panels — 160 200 Removal/Replacement oz, 1.3 City of Iowa City kctivity Summary Division: Streets (RUTF) Department: Public Works Revenues & Other Financing Sources: Intergovernmental Road Use Tax Other Financial Sources Trans -Govt Activities Total Revenues & Other Financing Sources Expenditures: Services Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 5,890,842 6,447,020 6,379,028 6,548,683 6,650,476 6,752,269 398,954 416,369 425,659 405,477 414,765 424,083 $ 6,289,796 $ 6,863,389 $ 6,804,687 $ 6,954,160 $ 7,065,241 $ 7,176,352 2,214 2,489 77,214 77,489 77,489 2,489 $ 2,214 $ 2,489 $ 77,214 $ 77,489 $ 77,489 $ 2,489 237,973 307,772 288,139 298,247 307,600 316,000 237,973 307,772 288,139 298,247 307,600 316,000 $ 240,187 $ 310,261 $ 365,353 $ 375,736 $ 385,089 $ 318,489 Summ Division: Streets (RUTF) Department: Public Works Revenues & Other Financing Sources: Charges For Fees And Services Building & Devlpmt Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Capital Outlay Sidewalk And R.O.W. Repairs Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 28,846 19,489 28,846 30,000 30,000 30,000 $ 28,846 $ 19,489 $ 28,846 $ 30,000 $ 30,000 $ 30,000 6,246 12,328 15,941 16,263 16,263 16,263 4,985 4,878 5,615 6,234 6,327 6,421 32 207 775 215 219 223 49,954 18,061 61,500 60,000 60,000 60,000 $ 61,217 $ 35,474 $ 83,831 $ 82,712 $ 82,809 $ 82,907 oz, 101 2013 2014 61,500 60,000 61,500 60,000 City of Iowa City Activity Summary Activity: Traffic Engineering (710320) Division: Streets (RUTF) 520,830 587,673 414,755 Fund: Road Use Tax (2200) Department: Public Works 431,248 2011 2012 2013 2014 2015 2016 575,586 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 282,248 400,707 411,226 417,451 Intergovernmental Capital Outlay 159,069 134,252 165,000 Other State Grants 12,595 - - - - - Miscellaneous 1,556,048 $ 1,532,486 $ 1,557,319 $ 1,582,684 Misc Merchandise 289 1,591 289 1,591 1,591 1,591 Other Misc Revenue 24,712 6,732 700 1,561 1,561 1,561 Total Revenues & Other Financing Sources $ 37,596 $ 8,323 $ 989 $ 3,152 $ 3,152 $ 3,152 Expenditures Personnel 520,830 587,673 414,755 423,361 431,248 439,327 Services 552,513 566,814 575,586 597,899 608,620 619,556 Supplies 371,326 282,248 400,707 411,226 417,451 423,801 Capital Outlay 159,069 134,252 165,000 100,000 100,000 100,000 Sub -Total Expenditures $ 1,603,738 $ 1,570,987 $ 1,556,048 $ 1,532,486 $ 1,557,319 $ 1,582,684 Transfers Out: UPS Sys, Processors, Cameras, Etc. 165,000 Total Capital Outlay Capital Project Fund 163 9,699 50,301 30,000 30,000 30,000 Sub -Total Transfers Out 163 9,699 50,301 30,000 30,000 30,000 Total Expenditures & Transfers Out $ 1,603,901 $ 1,580,686 $ 1,606,349 $ 1,562,486 $ 1,587,319 $ 1,612,684 Personnel Services - FTE 2012 2013 2014 Asst Supt Streets/Solid Waste 0.50 0.50 0.50 Electrician - Traffic Eng 2.00 2.00 2.00 Electronics Tech/Traffic Eng 1.00 1.00 1.00 Sr Clerk/Typist - Streets 0.50 0.50 0.50 Supt Streets/Solid Waste 0.15 0.15 0.15 Total Personnel 4.15 4.15 4.15 Capital Outlay 2013 2014 Painting Equipment - 100,000 UPS Sys, Processors, Cameras, Etc. 165,000 Total Capital Outlay 165,000 100,000 0i City of Iowa City kctivity Summary Division: Streets (RUTF) Department: Public Works Revenues & Other Financing Sources: Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Asst Supt Streets/Solid Waste M. W. II - Signs M.W. I - Streets M.W. 11 - Streets M.W. III -Streets Mw III - Lead Sweeper Operator Sr Clerk/Typist - Streets Sr M.W. - Streets Supt Streets/Solid Waste Total Personnel Capital Outlay Building Improvement Arrow Board Crack Seal Program Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 1,143 597 1,143 597 597 597 2,361 28,084 1,444 25,884 25,884 25,884 3,804 $ 7,308 $ 28,681 $ 2,587 $ 26,481 $ 26,481 $ 26,481 2,090,950 2,081,054 2,309,031 2,291,651 2,342,837 2,393,444 1,126,130 1,032,481 1,182,581 1,131,113 1,069,318 1,082,783 600,411 489,075 648,403 508,558 518,729 529,104 64,985 5,138 42,685 45,450 40,000 40,000 $ 3,882,476 $ 3,607,748 $ 4,182,700 $ 3,976,772 $ 3,970,884 $ 4,045,331 2012 2013 2014 0.50 0.50 0.50 1.00 1.00 1.00 6.00 6.00 6.00 7.00 7.00 7.00 7.00 7.00 7.00 1.00 1.00 1.00 0.50 0.50 0.50 2.00 2.00 2.00 0.50 0.50 0.50 25.50 25.50 25.50 251 2013 2014 - 5,450 40,000 40,000 42,685 45,450 All 100IAM-1aelNANJ NAVA0111:8to] 0U7 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 have 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. Two temporary Associate Planners that were added after the 2008 flood to manage these flood recovery programs. OM City of Iowa City Other Shared Revenue (2300) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ (3,363,474) $ (874,354) $ (1,283,445) $ (1,673,608) $(1,698,947) $ (1,698,947) Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Intergovernmental Other State Grants Other Financial Sources Misc Transfers In 214 13,215,057 5,956,946 785,000 83,324 1,475 - - - Total Revenues & Other Financing Sources $ 13,298,595 $ 5,958,421 $ - $ 785,000 $ Expenditures: Community Development Grants: Hazard Mitigation Flood Buyout 447,720 661,283 2,298 - - - Jumpstart Business Rental Assistance 55,142 167,080 290 60,000 - - Non -Hazard Mitigation Grant Buyout 6,483,056 4,539,931 365,408 25,339 - - Supplemental CDBG - Residential Project 1 7,360 5,020 137 600,000 - - Supplemental CDBG - Residential 3,803,577 994,198 22,030 125,000 - - Sub -Total Expenditures $ 10,796,855 $ 6,367,512 $ 390,163 $ 810,339 $ Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures 12,620 - - - - a in uno a71 a a aa7 r19 a eon ia2 A Ain 239 Q Q $ (874,354) $ (1,283,445) $ (1,673,608) $ (1,698,947) $(1,698,947) $ (1,698,947) $ (874,354) $ (1,283,445) $ (1,673,608) $ (1,698,947) $(1,698,947) $ (1,69$947) -8% -20% -429% -210% 253 City of Iowa City kctivity Summary ue Division: Community Development (610200) Department: Planning & Community Dvlpmnt Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Intergovernmental Other State Grants Other Financial Sources Misc Transfers In Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE Associate Planner Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 214 13,215,057 5,956,946 785,000 83,324 1,475 - - - $ 13,298,595 $ 5,958,421 $ - $ 785,000 $ - $ - 201,410 206,721 118,019 152,101 - - 4,268,829 1,317,096 271,489 658,238 - - 606 76 655 - - - 6,326,010 4,843,619 - - - $ 10,796,855 $ 6,367,512 $ 390,163 $ 810,339 $ - $ - 2012 2013 2014 1.60 1.60 1.62 1.60 1.60 1.62 254 ENERGY EFFICIENCY & CONSERVATION BLOCK GRANT FUND 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. This fund has no budgeted activities in fiscal year 2014. OW City of Iowa City Energy Efficiency & Conservation Block Grant (2310) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 261,598 $ (37,281) $ (33,138) $ (48,303) $ (48,303) $ (48,303) Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Energy Eff Revolving Loan Fund Environmental Coordinator Municipal Energy Conservation Public Aware Midam Audit Frog Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures (756) (29,944) 406,169 12,000 - - 24,617 - - - $ (30,700) $ 430,786 $ 12,000 $ - $ - $ 186 - 193 - - - 24,827 17,913 10,729 - - - 227,803 408,580 580 - - - 15,363 150 15,663 - - $ 268,179 $ 426,643 $ 27,165 $ - $ - $ - $ (37,281) $ (33,138) $ (48,303) $ (48,303) $ (48,303) $ (48,303) $ (37,281) $ (33,138) $ (48,303) $ (48,303) $ (48,303) $ (48,303) -14% -8% -178% OW City of Iowa City kctivity Summary Division: Public Works Administration Department: Public Works 0i 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues (756) - - - - - Intergovernmental Fed Intergovnt Rev (29,944) 406,169 12,000 - - - Miscellaneous Other Misc Revenue - 24,617 - - - Total Revenues & Other Financing Sources $ (30,700) $ 430,786 $ 12,000 $ - $ - $ - Expenditures: Personnel 18,577 26,758 - - - - Services 137,010 26,711 27,165 - - - Supplies 2,800 61,488 - - - Capital Outlay 109,792 311,686 - Total Expenditures & Transfers Out $ 268,179 $ 426,643 $ 27,165 $ - $ - $ - 0i UNIVERCITY NEIGHBORHOOD PARTNERSHIPS FUND The UniverCity Neighborhood Partnership program is a collaboration between the City and the University of Iowa. The program purchases rental homes in designated neighborhoods, restores them to single-family homes, and then sells them to income - qualifying families. The property renovations are to be between $40,000 and $50,000, and the University provides down payment assistance to University employees. Local lenders provide low- interest loans for the purchase of properties. Homebuyers who are selected to purchase one of the homes will pay the original acquisition price plus loan and carrying costs, which may include interest for the time that the property is held in City ownership, recording fee for construction loan mortgage, mowing and snow removal, utilities, real estate taxes, and insurance. The cost of renovations will NOT be passed on to the homebuyers so long as the homebuyers retain ownership of the property as their primary residence for seven years. In addition, all homes must be maintained as owner - occupied housing and affordable housing for twenty years. The program began in fiscal year 2010 when the City initially received $1.25 million through the State of Iowa I -JOBS program. The first 'round' of the UniverCity program (using I -JOBS funds) renovated 26 homes. The program was moved to the General Fund in fiscal year 2013 which included funds for four homes. The program is being expanded in fiscal year 2014 with funds for 12 homes (including 2 funded through the Housing Authority). The 2014 budget information for this program can be found in the Community and Economic Development section of the General Fund. Q& City of Iowa City UniverCity Neighborhood Partnership (2315) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 48,948 $ (138,789) $ (342,856) $ 550,721 $ 550,721 $ 550,721 Revenues & Other Financing Sources: Intergovernmental Other State Grants 296,774 875,856 - - - - Miscellaneous Contrib & Donations 57,500 6,076 - - - - Other Misc Revenue 20,985 5,535 - - - - Other Financial Sources Loans 1,795,500 1,395,405 - - - - Sale OfAssets 682,170 2,255,519 750,000 - - - Misc Transfers In 94,486 77,387 - - - - Trans -Govt Activities - - 160,000 - - Total Revenues & Other Financing Sources $ 2,947,415 $ 4,615,778 $ 910,000 $ - $ - $ - Expenditures: Univercity Neighborhood Partnership 3,135,152 4,819,845 16,423 - - Total Expenditures & Transfers Out $ 3,135,152 $ 4,819,845 $ 16,423 $ - $ - $ - Cash Balance, June 30 $ (138,789) $ (342,856) $ 550,721 $ 550,721 $ 550,721 $ 550,721 Restricted / Committed /Assigned - - - - - - Unassigned Balance $ (138,789) $ (342,856) $ 550,721 $ 550,721 $ 550,721 $ 550,721 % of Expenditures -4% -7% 3353% 1= City of Iowa City kctivity Summary Activity: Community Development (610200) Fund: UniverCity Neighborhood Partnership (2315) Division: Community Development (610200) Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Intergovernmental $ 2,947,415 $ 4,615,778 $ Other State Grants 296,774 875,856 - Miscellaneous Personnel Contrib & Donations 57,500 6,076 - Other Misc Revenue 20,985 5,535 - Other Financial Sources Supplies 1,237 Loans 1,795,500 1,395,405 - Sale OfAssets 682,170 2,255,519 750,000 Misc Transfers In 94,486 77,387 - Trans -Govt Activities - - 160.000 Total Revenues & Other Financing Sources $ 2,947,415 $ 4,615,778 $ 910,000 $ - $ - $ Expenditures: Personnel 72,325 74,974 16,423 - - - Services 99,371 152,758 - - - - Supplies 1,237 4,796 - - - Capital Outlay 2,284,719 2,211,412 - - - - Other Financial Uses 677,500 2,375,905 - - - Total Expenditures & Transfers Out $ 3,135,152 $ 4,819,845 $ 16,423 $ - $ - $ Personnel Services - FTE 2012 2013 2014 Housing Rehab Specialist 0.20 0.20 0.00 METROPOLITAN PLANNING ORGANIZATION (MPO) OF JOHNSON COUNTY The Metropolitan Planning Organization (MPO) of Johnson County Fund is a special revenue fund that accounts for the operations of the MPO. Funding for the MPO is derived from multiple sources including the City's General Fund and the Road Use Tax Fund. Contributions are also received from the MPO's other government members in Johnson County and from State of Iowa grants. Estimated revenues and transfers -in in fiscal year 2013 are 11.4% lower than the actual fiscal year 2012 due to decreased contributions from the City funds. Budgeted revenues and transfers -in in fiscal year 2014 are expected to increase by 4.7% which is also primarily due to the change in the City's contributions. Fund balance in the MPO fund is trending slightly downward from fiscal year 2012 through fiscal year 2016. The fund balance as a percentage of expenditures ranges from 21 % in fiscal year 2012 to 13% in fiscal year 2016. 01.1 City of Iowa City Metro Planning Organization of Johnson County (2350) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 69,551 $ 73,578 $ 140,938 $ 116,071 $ 111,512 $ 103,825 Revenues & Other Financing Sources: 672,571 661,154 670,511 680,833 697,064 714,170 Intergovernmental $ 672,571 $ 661,154 $ 670,511 $ 680,833 $ 697,064 $ 714,170 Local 28E Agreements 127,107 140,761 139,358 146,477 146,477 146,477 Other State Grants 175,445 177,449 175,000 185,000 185,000 185,000 Miscellaneous $ 73,578 $ 140,938 $ 116,071 $ 111,512 $ 103,825 $ 92,032 Other Misc Revenue 6,523 1,616 4,000 1,500 1,500 1,500 Other Financial Sources Transfer -In from General Fund and RUT 367,523 408,688 327,286 343,297 356,400 369,400 Total Revenues & Other Financing Sources $ 676,598 $ 728,514 $ 645,644 $ 676,274 $ 689,377 $ 702,377 Expenditures Metro Planning Org of Johnson County 672,571 661,154 670,511 680,833 697,064 714,170 Total Expenditures & Transfers Out $ 672,571 $ 661,154 $ 670,511 $ 680,833 $ 697,064 $ 714,170 Cash Balance, June 30 $ 73,578 $ 140,938 $ 116,071 $ 111,512 $ 103,825 $ 92,032 Restricted / Committed /Assigned - - - - - - Unassigned Balance $ 73,578 $ 140,938 $ 116,071 $ 111,512 $ 103,825 $ 92,032 % of Expenditures 11% 21% 17% 16% 15% 13% METROPOLITAN PLANNING ORGANIZATION (MPO) OF JOHNSON COUNTY OPERATIONS 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. 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. Although funding is received from all MPO members, the MPO is organized under the City of Iowa City. Through a 28(E) agreement, staff provides assistance to the other members of MPOJC. This provides for cost-effective sharing of clerical, accounting, office space and vehicle pool expenditures. Staffing: 01x3 FY2012 FY2013 FY2014 Adopted Total FTE's 6.60 5.60 5.60 01x3 City of Iowa City kctivity Summar% ng Division: Metro Planning Org of Jo Co (610810) Department: Planning & Community Dvlpmnt Revenues & Other Financing Sources: Intergovernmental Local 28E Agreements Other State Grants Miscellaneous Other Misc Revenue Other Financial Sources Transfer -In from General Fund and RUT Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Administrative Secretary Associate Planner Engineering Technician Human Services Coordinator JCCOG Director MPO Director Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 127,107 140,761 139,358 175,445 177,449 175,000 6,523 1,616 4,000 146,477 146,477 185,000 185,000 1,500 1,500 146,477 185,000 1,500 367,523 408,688 327,286 343,297 356,400 369,400 $ 676,598 $ 728,514 $ 645,644 $ 676,274 $ 689,377 $ 702,377 569,055 554,654 539,082 552,272 567,899 584,387 91,364 95,824 118,139 112,796 113,218 113,651 4,814 46,507 13,290 15,765 15,947 16,132 7,338 $ 672,571 $ 696,985 $ 670,511 $ 680,833 $ 697,064 $ 714,170 2012 2013 2014 0.20 0.20 0.20 4.00 4.00 4.00 0.40 0.40 0.40 1.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 6.60 5.60 5.60 0iciil AIT, IU11iMAM-.]:10I:1aIII &Ito] 01C 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. The fund's cash balances versus expenditures including transfers out since 2011 are as follows: 2011 2012 2013 2014 Actual Actual Estimate Budget Expenditures $ 9,444,976 $ 10,854,997 $ 9,658,198 $ 9,759,427 Cash Balance $ 2,477,998 $ 1,773,124 $ 1,820,996 $ 1,836,638 26.2% 16.3% 18.9% 18.8% .zi.7 City of Iowa City Employee Benefits (2400) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 1,932,050 $ 2,477,999 $ 1,773,124 $ 1,820,996 $ 1,836,638 $ 1,852,280 Revenues & Other Financing Sources: Taxes Levied On Property Taxes 9,623,376 9,767,404 9,257,850 9,406,082 10,166,223 10,911,250 Delinquent Property Taxes 1,551 242 - - - - Other City Taxes 179,392 183,360 165,712 161,976 173,181 184,010 Intergovernmental State 28E Agreements 153,742 197,366 249,909 205,261 209,366 213,553 Miscellaneous Other Misc Revenue 32,864 1,750 32,599 1,750 1,750 1,750 Total Revenues & Other Financing Sources $ 9,990,925 $ 10,150,122 $ 9,706,070 $ 9,775,069 $ 10,550,520 $ 11,310,563 Expenditures: General Government Employee Benefits 426,228 358,038 344,232 331,627 333,995 336,454 Public Safety Employee Benefits 183,978 494,968 183,049 254,068 254,737 255,420 Sub -Total Expenditures $ 610,206 $ 853,006 $ 527,281 $ 585,695 $ 588,732 $ 591,874 Transfers Out: Empl Benefits Levy to Gen Fund & RUT Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restncted / Committed /Assigned Unassigned Balance % of Expenditures 10.001.991 9.130.917 9.1 146 $ 2,477,999 $ 1,773,124 $ 1,820,996 $ 1,836,638 $ 1,852,280 $ 1,867,922 $ 2,477,999 $ 1,773,124 $ 1,820,996 $ 1,836,638 $ 1,852,280 $ 1,867,922 26% 16% 19% 19% 18% 17% City of Iowa City kctivity Summary Division: Finance Administration Department: Finance Revenues & Other Financing Sources: Taxes Levied On Property Taxes Taxes Levied On Property Taxes Delinquent Property Taxes Other City Taxes Total Revenues & Other Financing Sources Expenditures: Personnel Services Sub -Total Expenditures Transfers Out: Empl Benefits Levy Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE Administrative Secretary Finance Director Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 9,623,376 9,767,404 9,257,850 9,406,082 10,166,223 10,911,250 1,551 242 - - - - 179,392 183,360 165,712 161,976 173,181 184,010 $ 9,804,319 $ 9,951,006 $ 9,423,562 $ 9,568,058 $ 10,339,404 $ 11,095,260 50,566 64,526 50,726 51,771 52,808 53,870 375,662 293,512 293,506 279,856 281,187 282,584 426,228 358,038 344,232 331,627 333,995 336,454 8,834,770 10,001,991 9,130,917 9,173,732 9,946,146 10,703,047 8,834,770 10,001,991 9,130,917 9,173,732 9,946,146 10,703,047 $ 9,260,998 $ 10,360,029 $ 9,475,149 $ 9,505,359 $ 10,280,141 $ 11,039,501 2012 2013 2014 0.50 0.50 0.50 0.05 0.05 0.05 0.55 0.55 0.55 Activity Summary Activity: Public Safety Employee Benefits (310650 - 310660) Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance Expenditures: Services 183,978 494,968 183,049 254,068 254,737 255,420 Total Expenditures & Transfers Out $ 183,978 $ 494,968 $ 183,049 $ 254,068 $ 254,737 $ 255,420 041-)1 2011 2012 2013 2014 2015 2016 ;ion Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Intergovernmental State 28E Agreements 153,742 197,366 249,909 205,261 209,366 213,553 Miscellaneous Other Misc Revenue 32,864 1,750 32,599 1,750 1,750 1,750 Total Revenues & Other Financing Sources $ 186,606 $ 199,116 $ 282,508 $ 207,011 $ 211,116 $ 215,303 Expenditures: Services 183,978 494,968 183,049 254,068 254,737 255,420 Total Expenditures & Transfers Out $ 183,978 $ 494,968 $ 183,049 $ 254,068 $ 254,737 $ 255,420 041-)1 UA ki I I ki R111 WiViUMA9ITil:1ki III &yto] kiU] In 2003, City Council voted to support the development of affordable housing by committing to the construction of 17 housing units in conjunction with The Housing Fellowship. The City, under the management of the Iowa City Housing Authority, a division of the Department of Housing and Inspection Services (HIS), owns and operates seven (7) of the rental units. The remaining ten (10) units are owned and operated by The Housing Fellowship. This fund accounts for the operation of the seven units owned by the Housing Authority. Funding for the project included an Economic Development Grant, CDBG funds, and HOME funds. In addition, general obligation bonds were issued to finance a $410,000 loan to The Housing Fellowship and a $256,000 internal loan to the Housing Authority. The internal loan payments are accounted for in this fund. Both of these loans are payable to the City's Debt Service Fund. The outstanding balance owed to the Debt Service fund from the Peninsula Apartments fund at June 30, 2013 is $175,740. Also as part of the financing structure, The Housing Fellowship issued an interest -only loan to the Housing Authority for $210,784 for the Peninsula Apartments. The repayment of the full principal balance will be due in a balloon payment in fiscal year 2025. These interest -only payments are accounted for in this fund. 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. 0ii7 City of Iowa City Peninsula Apartments (2510) Fund Summary 04*1 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 44,393 $ 57,683 $ 71,515 $ 81,509 $ 89,739 $ 97,574 Revenues & Other Financing Sources: Use Of Money And Property Rents 59,728 58,883 59,728 58,883 58,883 58,883 Miscellaneous Other Misc Revenue - 80 - - - Total Revenues & Other Financing Sources $ 59,728 $ 58,963 $ 59,728 $ 58,883 $ 58,883 $ 58,883 Expenditures: Housing Authority Property Management 46,438 45,131 49,734 50,653 51,048 51,452 Total Expenditures & Transfers Out $ 46,438 $ 45,131 $ 49,734 $ 50,653 $ 51,048 $ 51,452 Cash Balance, June 30 $ 57,683 $ 71,515 $ 81,509 $ 89,739 $ 97,574 $ 105,005 Restricted / Committed /Assigned - - - - - - Unassigned Balance $ 57,683 $ 71,515 $ 81,509 $ 89,739 $ 97,574 $ 105,005 % of Expenditures 124% 158% 164% 177% 191% 204% 04*1 City of Iowa City kctivity Summary Division: Housing Authority Administration (490100) Department: Housing Authority Revenues & Other Financing Sources: Use Of Money And Property Rents Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Services Supplies Capital Outlay Other Financial Uses Total Expenditures & Transfers Out 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 59,728 58,883 59,728 58,883 58,883 58,883 80 $ 59,728 $ 58,963 $ 59,728 $ 58,883 $ 58,883 $ 58,883 35,762 32,697 31,806 32,696 33,090 33,493 - 28 - 29 30 31 - 1,343 - - - - 10,676 11,063 17,928 17,928 17,928 17,928 $ 46,438 $ 45,131 $ 49,734 $ 50,653 $ 51,048 $ 51,452 OW TAX INCREMENT FINANCING FUNDS 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. The City has established eleven TIF districts and is in the process of creating a twelfth district. The table below presents debt that has been certified against the City's TIF districts and their respective collections to repay those debts. 271 - Total Estimated Proposed TIF Estimated Certified TIF TIF ReceiptsTIF Receipts Receipts TIF Debt Urban Renewal Area Debt FY12 & Prior FY13 FY14 6/30/2014 2601 - Highway 6 TIF 700,227 590,227 106,166 3,834 2602 - Riverfront Crossings - - - - 2603 - City -University 1 11,633,327 7,593,418 128,663 302,935 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 1,269,719 141,933 141,535 61,757 2614 - Towncrest TI F 93,370 - - 9,459 83,911 2615 - Riverside Dr URA 21,141 - - 21,141 Grand Total $18,746,247 $12,122,723$ 376,762 $ 453,937 $5,792,825 271 City of Iowa City TIF: Tax Increment Financing (2601 - 2615) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 142,843 $ 657,482 $ (75,855) $ 51,053 $ (53,999) $ (57,949) Revenues & Other Financing Sources TIF Revenues 846,062 838,766 507,060 453,937 850,142 931,794 Use Of Money And Property Interest Revenues 1,315 720 161 - - Total Revenues & Other Financing Sources $ 847,377 $ 839,486 $ 507,221 $ 453,937 $ 850,142 $ 931,794 Expenditures By Urban Renewal Area Highway TIF 130,853 129,725 127,592 - - - City -University 1 (84,413) 267,073 - 302,939 575,335 705,335 Sycamore & 1st Ave 86,039 1,037,845 94,382 - - - Northgate Corp Park 27,499 - - - - - Scott 6Industrial 2,486 3,104 2,585 - - - Heinz Road 161,035 126,834 147,060 141,539 61,757 - MossRidgeCampus 9,175 8,134 8,627 - - - TowncrestTlF 64 - 67 93,370 - - Riverside Or URA - 108 - 21,141 217,000 217,000 Total Expenditures & Transfers Out $ 332,738 $ 1,572,823 $ 380,313 $ 558,989 $ 854,092 $ 922,335 Cash Balance, June 30 $ 657,482 $ (75,855) $ 51,053 $ (53,999) $ (57,949) $ (48,490) Restricted / Committed /Assigned 657,482 (75,855) 51,053 (53,999) (57,949) (48,490) Unassigned Balance $ - $ - $ - $ - $ - $ - % of Expenditures 0% 0% 0% 0% 0% 0% 0i City of Iowa City Highway 6 URA (2601) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 18,156 $ 18,317 $ 18,442 $ 1,011 $ 1,011 $ 1,011 Revenues & Other Financing Sources: TIF Revenues Use Of Money And Property Interest Revenues Total Revenues & Other Financing Sources Expenditures: TIF Administration Sub -Total Expenditures Transfers Out: Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures City -University Project I URA (2603) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 2,515 $ 86,963 $ (180,237) $ 69,763 $ 69,763 $ 69,763 Revenues & Other Financing Sources: TIF Revenues Use Of Money And Property Interest Revenues Total Revenues & Other Financing Sources Expenditures: TIF Administration Sub -Total Expenditures Transfers Out: TIF Capital Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures - - 250,000 302,939 575,335 705,335 35 (127) - - - $ 35 $ (127) $ 250,000 $ 302,939 $ 575,335 $ 705,335 8,246 267,073 - - - $ 8,246 $ 267,073 $ (92,659) 130,853 161 129,725 125 110,000 161 705,335 - - - - - $ 131,014 130,853 $ 129,850 129,725 $ 110,161 127,592 $ - $ - $ - - - $ 130,853 $ 129,725 $ 127,592 $ - $ - $ - 69,763 $ $ 130,853 18,317 18,317 $ 129,725 $ 18,442 18,442 $ 127,592 $ 1,011 1,011 $ $ - $ 1,011 $ 1,011 - $ 1,011 $ 1,011 - 1,011 1,011 0% 0% 0% 0% 0% 0% City -University Project I URA (2603) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 2,515 $ 86,963 $ (180,237) $ 69,763 $ 69,763 $ 69,763 Revenues & Other Financing Sources: TIF Revenues Use Of Money And Property Interest Revenues Total Revenues & Other Financing Sources Expenditures: TIF Administration Sub -Total Expenditures Transfers Out: TIF Capital Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures - - 250,000 302,939 575,335 705,335 35 (127) - - - $ 35 $ (127) $ 250,000 $ 302,939 $ 575,335 $ 705,335 8,246 267,073 - - - $ 8,246 $ 267,073 $ (92,659) - - 302,939 575,335 705,335 (92,659) - - 302,939 575,335 705,335 $ (84,413) $ 267,073 $ - $ 302,939 $ 575,335 $ 705,335 $ 86,963 $ (180,237) $ 69,763 $ 69,763 $ 69,763 $ 69,763 86,963 (180,237) 69,763 69,763 69,763 69,763 0% 0% 273 City of Iowa City Sycamore & 1st Avenue URA (2604) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 47,461 $ 549,470 $ 94,382 $ - $ - $ - Revenues & Other Financing Sources: TIF Revenues Use Of Money And Property Interest Revenues Total Revenues & Other Financing Sources Expenditures: TIF Administration Sub -Total Expenditures Transfers Out: TIF Capital Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures 587,272 582,207 - 776 550 $ 588,048 $ 582,757 $ - $ 34,654 34,355 - - - $ 34,654 $ 34,355 $ 51,385 1,003,490 94,382 - - 51,385 1,003,490 94,382 - - $ 86,039 $ 1,037,845 $ 94,382 $ $ 549,470 $ 94,382 $ 549,470 94,382 0% 0% 0% 0% 0% 0% Northgate Corporate Park URA (2606) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 35,876 $ 8,455 $ 8,473 $ 8,473 $ 8,473 $ 8,473 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 78 18 - - - Total Revenues & Other Financing Sources $ 78 $ 18 $ - $ - $ - $ - Expenditures: TIF Administration 27,499 - - - - Sub -Total Expenditures $ 27,499 $ - $ - $ - $ - $ - Transfers Out: 0 Sub -Total Transfers Out - - - - - Total Expenditures & Transfers Out $ 27,499 $ - $ - $ - $ - $ - Cash Balance, June 30 $ 8,455 $ 8,473 $ 8,473 $ 8,473 $ 8,473 $ 8,473 Restricted / Committed /Assigned 8,455 8,473 8,473 8,473 8,473 8,473 Unassigned Balance $ - $ - $ - $ - $ - $ - % of Expenditures 0% 0% 0% 0% 0% 0% 274 City of Iowa City Scott 6 Industrial Park URA (2607) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 11,660 $ 9,201 $ 6,111 $ 3,526 $ 3,526 $ 3,526 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Total Revenues & Other Financing Sources Expenditures: TIF Administration Sub -Total Expenditures Transfers Out: 0 Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures Heinz Road URA (2608) Fund Summary 27 14 2013 2014 2015 2016 Actual Actual $ 27 2,486 $ 14 3,104 $ - 2,585 $ - $ - $ - - - $ 2,486 $ 3,104 $ 2,585 $ - $ - $ - 147,060 141,539 48,348 Use Of Money And Property $ $ 2,486 9,201 9,201 $ 3,104 $ 6,111 6,111 $ 2,585 $ 3,526 3,526 $ $ - 3,526 3,526 $ $ - $ 3,526 $ 3,526 - 3,526 3,526 $ 147,060 $ 141,539 $ 48,348 $ - 0% 0% 0% 0% 0% 0% Heinz Road URA (2608) Fund Summary Expenditures: TIF Administration 161,035 126,834 147,060 141,539 61,757 - Sub -Total Expenditures $ 161,035 $ 126,834 $ 147,060 $ 141,539 $ 61,757 $ - Transfers Out: 0 Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 161,035 $ 126,834 $ 147,060 $ 141,539 $ 61,757 $ - $ 13,269 $ 13,409 $ 13,409 $ 13,409 $ - $ - 13,269 13,409 13,409 13,409 - - 0% 0% 0% 0% 0% 0% Ora 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 46,129 $ 13,269 $ 13,409 $ 13,409 $ 13,409 $ - Revenues & Other Financing Sources: TIF Revenues 127,937 126,834 147,060 141,539 48,348 Use Of Money And Property Interest Revenues 238 140 - - - Total Revenues & Other Financing Sources $ 128,175 $ 126,974 $ 147,060 $ 141,539 $ 48,348 $ - Expenditures: TIF Administration 161,035 126,834 147,060 141,539 61,757 - Sub -Total Expenditures $ 161,035 $ 126,834 $ 147,060 $ 141,539 $ 61,757 $ - Transfers Out: 0 Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 161,035 $ 126,834 $ 147,060 $ 141,539 $ 61,757 $ - $ 13,269 $ 13,409 $ 13,409 $ 13,409 $ - $ - 13,269 13,409 13,409 13,409 - - 0% 0% 0% 0% 0% 0% Ora City of Iowa City Lower Muscatine Rd URA (2611) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ (113) $ (113) $ (113) $ (113) $ (113) $ (113) Revenues & Other Financing Sources: Total Revenues & Other Financing Sources Expenditures: Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ (113) $ (113) $ (113) $ (113) $ (113) $ (113) (113) (113) (113) (113) (113) (113) 0% 0% 0% 0% 0% 0% Moss Green Urban Village URA (2613) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ (18,841) $ (28,016) $ (36,150) $ (44,777) $ (44,777) $ (44,777) Revenues & Other Financing Sources: Total Revenues & Other Financing Sources $ - $ - $ - $ - $ - $ - Expenditures: TIF Administration 9,175 8,134 8,627 - - Sub -Total Expenditures $ 9,175 $ 8,134 $ 8,627 $ Transfers Out: 0 Sub -Total Transfers Out - - - - - Total Expenditures & Transfers Out $ 9,175 $ 8,134 $ 8,627 $ - $ - $ - Cash Balance, June 30 $ (28,016) $ (36,150) $ (44,777) $ (44,777) $ (44,777) $ (44,777) Restricted / Committed /Assigned (28,016) (36,150) (44,777) (44,777) (44,777) (44,777) Unassigned Balance $ - $ - $ - $ - $ - $ - % of Expenditures 0% 0% 0% 0% 0% 0% OW City of Iowa City Towncrest URA (2614) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ - $ (64) $ (64) $ (131) $ (84,042) $ (74,583) Revenues & Other Financing Sources: TIF Revenues - - - 9,459 9,459 9,459 Total Revenues & Other Financing Sources $ - $ - $ - $ 9,459 $ 9,459 $ 9,459 Expenditures: Economic Development Sub -Total Expenditures Transfers Out: TIF Capital Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures 64 67 $ 64 $ - $ 67 $ - - - 93,370 - - - - - 93,370 - - $ 64 $ - $ 67 $ 93,370 $ $ (64) $ (64) $ (131) $ (84,042) $ (74,583) $ (65,124) (64) (64) (131) (84,042) (74,583) (65,124) 0% 0% 0% 0% 0% 0% Riverside Drive URA (2615) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ - $ - $ (108) $ (108) $ (21,249) $ (21,249) Revenues & Other Financing Sources TIF Revenues - - - 217,000 217,000 Total Revenues & Other Financing Sources $ - $ - $ - $ - $ 217,000 $ 217,000 Expenditures: TIF Administration - 108 - - - Sub -Total Expenditures $ - $ 108 $ - $ - $ - $ - Transfers Out: TIF Capital Transfers Out - - - 21,141 217,000 217,000 Sub -Total Transfers Out - - - 21,141 217,000 217,000 Total Expenditures & Transfers Out $ - $ 108 $ - $ 21,141 $ 217,000 $ 217,000 Cash Balance, June 30 $ - $ (108) $ (108) $ (21,249) $ (21,249) $ (21,249) Restricted / Committed /Assigned - (108) (108) (21,249) (21,249) (21,249) Unassigned Balance $ - $ - $ - $ - $ - $ - % of Expenditures 0% 0% 0% 0% 0% 0% OM GENERAL REHABILITATION AND IMPROVEMENT PROGRAM (GRIP) FUND The General Rehabilitation and Improvement (GRIP) program offers low-interest loans to income -qualifying individuals (20 year term) for home improvement projects. Homes must be owner -occupied with enough equity to secure a loan. A similar program was considered successful in 2001 (TARP — Targeted Area Rehabilitation Program). The current program was recommended by the Housing and Community Development Commission and authorized by Council resolution April 29, 2008. GRIP was initially financed annually with $200,000 of General Obligation bonds. The program was transferred to the General Fund in fiscal year 2013 and is now being funded with general property tax revenue. The 2014 budget information for this program can be found in the Community and Economic Development section of the General Fund. OW -3 City of Iowa City GRIP -Gen Rehab & Improve Prog (2810) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 46,142 $ 118,058 $ - $ - $ - $ - Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Other Financial Sources Loans Transfers -In from GO Bonds Total Revenues & Other Financing Sources Expenditures: Grip Sub -Total Expenditures Transfers Out: To GO Bonds for Abatement Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures - 24,867 101,129 128,805 - - 17n 3A3 A9 37A $ 271,512 $ 236,050 $ - $ - $ - $ 98,467 200,436 - - - $ 98,467 $ 200,436 $ 101,129 153,672 - - - 101,129 153,672 - - - A 199 596 A 354 108 $ 118,058 $ - $ - $ - $ - $ - $ 118,058 $ - $ - $ - $ - $ 59% 0% OW City of Iowa City kctivity Summary Division: Community Development (610200) Department: Planning & Community Dvlpmnt 01:L1 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues - 24,867 - - - - Other Financial Sources Loans 101,129 128,805 - - - - Transfers -In From GO Bonds 82,378 Total Revenues & Other Financing Sources $ 101,129 $ 236,050 $ - $ - $ - $ - Expenditures: Services 98,292 200,436 - - - Sub -Total Expenditures $ 98,292 $ 200,436 $ - $ - $ - $ - Transfers Out: GO Bond Abatement 101,129 153,672 - - - Sub -Total Transfers Out 101,129 153,672 Total Expenditures & Transfers Out $ 199,421 $ 354,108 $ - $ - $ - $ - 01:L1 DOWNTOWN SELF -SUPPORTED MUNICIPAL IMPROVEMENT DISTRICT (SSMID) In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created a Self -Supporting Municipal Improvement District as allowed under Iowa property tax code in downtown Iowa City. The City levies a property tax of $2.00 per $1,000 of taxable valuable on property that is within the boundaries of the downtown district. The taxes that are collected are then remitted to the Iowa City Downtown District (TCDD) which uses the funds to promote and enhance the downtown district. In addition to the property tax funds, the ICDD receives annual assistance of $100,000 from the University of Iowa. Below is a map of the improvement district: All of the funds received by the City through the SSMID property tax levy are remitted to the TCDD, therefore the fund does not maintain a fund balance. 0131 City of Iowa City SSMID-Downtown District (2820) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ - $ - $ - $ - $ - $ - Revenues & Other Financing Sources: Taxes Levied On Property Taxes - - 279,743 275,320 275,320 275,320 Total Revenues & Other Financing Sources $ - $ - $ 279,743 $ 275,320 $ 275,320 $ 275,320 Expenditures: SSMID - - 279,743 275,320 275,320 275,320 Sub -Total Expenditures $ - $ - $ 279,743 $ 275,320 $ 275,320 $ 275,320 Total Expenditures & Transfers Out $ - $ - $ 279,743 $ 275,320 $ 275,320 $ 275,320 Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures 0M City of Iowa City Activity Summary Activity: Community Development Division: Community Development Fund: Department: SSMID-Downtown District (2820) Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Taxes Levied On Property Taxes - - 279,743 275,320 275,320 275,320 Total Revenues & Other Financing Sources $ - $ - $ 279,743 $ 275,320 $ 275,320 $ 275,320 Expenditures: Services 279,743 275,320 275,320 275,320 Total Expenditures & Transfers Out $ - $ - $ 279,743 $ 275,320 $ 275,320 $ 275,320 01.193 F Y 2 0 1 4 DEBT SERVICE Debt Service Fund II] A3 1111&1AUNIN:8to] kiU7 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. 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. The debt service levy for FY2014 is $4.03 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. Annual principal and interest payments as of June 30, 2013 are as follows: Fiscal Year IM Annual Payments Principal Outstanding Beginning of Fiscal Year Principal Interest Total 2014 10,575,000 1,852,690 12,427,690 61,205,000 2015 10,435,000 1,537,623 11,972,623 50,630,000 2016 10,000,000 1,346,515 11,346,515 40,195,000 2017 8,400,000 1,037,923 9,437,923 30,195,000 2018 7,255,000 793,889 8,048,889 21,795,000 2019 4,770,000 566,054 5,336,054 14,540,000 2020 4,130,000 429,529 4,559,529 9,770,000 2021 2,790,000 307,376 3,097,376 5,640,000 2022 1,150,000 228,938 j 1,378,938 2,850,000 2023 150,000 207,845 357,845 1,700,000 2024 150,000 203,945 353,945 1,550,000 2025 155,000 204,745 359,745 1,400,000 2026 160,000 205,095 365,095 1,245,000 2027 165,000 204,975 369,975 1,085,000 2028 170,000 204,365 374,365 920,000 2029 175,000 203,245 378,245 750,000 2030 185,000 206,770 391,770 575,000 2031 190,000 204,925 394,925 390,000 2032 200,000 207,800 407,800 200,000 Totals at June 30, 2013 61,205,000 10,154,245 71,359,245 01-YA City's Debt Policies There are currently two benchmarks used by the City of Iowa City to evaluate its financial position concerning its debt: the 5% statutory debt limit and the internal restriction on the debt service levy of 30% of the City's total levy. Statutory limitations which govern the issuance of debt in Iowa include Article XI Section 3 of the state constitution, entitled "Indebtedness of Political or Municipal Corporations." Language in this section restricts the level of indebtedness for Iowa municipalities to five percent (5%) of "the value of ...taxable property within such county or corporation." This is commonly referred to as the "debt ceiling or debt limit." The graph below compares Iowa City's outstanding general obligation (G.O.) debt with the statutory debt limit. Total valuations for Iowa City in the spring of 2014 are approximately $4.67 billion. The debt limit, or five percent (5%) of this amount, is about $233.6 million. Outstanding G.O. debt at June 30, 2014, totals $68 million, which is 29% of the debt limit and 1.5% of total valuations. When compared with the increase in taxable property valuations and the debt limit, Iowa City's general obligation outstanding debt has decreased since FY2011. 01 300 i i 2 2 i i i i i i G.O. Debt Outstanding 250 i i i i - by Fiscal Year - 200 i i N i i O i i w O N C p 150 ©Debt Limit 100 i ■Outstanding Debt at J u ne 30 i 50 0 O`O Qy 01 QJ 00 09 Qy Qy Fiscal Year (FY) 01 i i 2 2 i i i i i i i i i i i i i i i i i i :I7 This City's internal fiscal policy, which limits its ability to levy taxes for repayment of debt, specifically states that "debt service levy shall not exceed 30% of the city levy in any one fiscal year." Iowa City's internal fiscal policy was revised in April 2010, upon recommendation of the Finance Director to specify that the "debt service levy shall not exceed 30% of the City levy in any one fiscal year." The following chart shows the debt service levy as a percentage of the city levy rate for FY2007 through FY2016. Fiscal years 2015 & 2016 are based on estimated financing requirements for the City's five-year capital improvement program. The City's debt service property tax levy rate for FY14 is proposed at $4.03 per $1,000 of value while the City's total property tax levy rate is proposed at $16.813 per $1,000 of value. 30.0% 25.0% e j 20.0% m J R O 15.0% 0 5.0% 0.0% 26.1% 25.2% 25.2°/ 24.3% 25.0% 25.7% 22.4% maximum: 30%) 2007 2008 2009 2010 2011 2012 2013 2014 "2015 "2016 Fiscal Year (FY) =Estimate The City obtains its General Obligation bond rating from Moody's Investors Service each time a new bond is issued. The City's current bond rating is Aaa. Maintaining the City's Aaa bond is a strategic priority for the City. Fund Balance The estimated ending fund balance in the Debt Service fund for fiscal year 2013 is $4,728,477. This is a decline of $5,418,145 or 53.4% from the fiscal year 2012 ending cash balance. The decrease in fund balance is primarily related to the early extinguishment of debt. On June 1, 2013, the City plans to retire the 2004 General Obligation bonds issued for the development of the Plaza Tower. Funds have been accumulated in the Debt Service fund since 2010 to make the $5,210,000 payment to retire the bonds. It has been the City's practice to retire bonds early if there is sufficient cash on hand. Ending cash balance for fiscal year 2014 is estimated to be $4,188,005 which is a decrease of 11.4% from fiscal year 2013. The debt service plan is to lower the Debt Service levy and to use a portion of fund balance for the repayment of debt over the next several years in order to reduce the City's property tax rate. Will Debt Service (5000 - 5999) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $12,812,998 $23,311,924 $10,146,622 $ 4,728,477 $ 4,188,005 $ 3,160,712 Revenues & Other Financing Sources: Taxes Levied On Property Taxes Delinquent Property Taxes Other City Taxes Use Of Money And Property Interest Revenues Miscellaneous Contrib & Donations Other Financial Sources Loan Repayments Debt Sales Transfers -In from Other Funds Total Revenues & Other Financing Sources Expenditures: Financial Services & Charges Issuance Costs GO Bonds Principal GO Bonds Interest Revenue Bonds Interest Sub -Total Expenditures Transfers Out: Debt Service Funding Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 12, 033, 351 12, 992, 676 1,922 316 222,283 241,722 158,516 233,326 12,934,351 12,039,013 12,114,551 13,076,786 223,850 188,638 162,585 142,438 170,000 - 188,880 202,877 142,438 142,438 37,881 39,442 438,968 26,479 39,658 40,016 11,142,546 - 100,000 - - - 1,020,701 14,149,631 878,147 559,660 548,560 662,460 $24,617,200 $27,657,113 $14,907,901 $12,956,228 $13,034,087 $14,124,577 4,265 - 3,515 - - - 28,896 - - - - - 10,990,000 25,525,000 17,952,600 11,644,000 12,523,750 13,260,750 3,030,083 3,188,981 2,369,931 1,777,365 1,462,295 1,141,185 - - - 75,335 75,335 205,335 14,053,244 28,713,981 20,326,046 13,496,700 14,061,380 14,607,270 12,108,434 65,030 12,108,434 - - - - $14,118,274 $ 40,822,415 $20,326,046 $13,496,700 $14,061,380 $14,607,270 $23,311,924 $ 10,146,622 $ 4,728,477 $ 4,188,005 $ 3,160,712 $ 2,678,019 rRy General Obligation/TIF Revenue Bonds Outstanding Debt Obligation Summary by Individual Issue Fiscal Year Principal Debt Service Payments Amount of Debt Paid Outstanding Issue / Use of Funds Issue in Full June 30, 2013 FY2015 FY2016 2005 G.O. - Multi-purpose $ 7,020,000 2015 $ 1,610,000 $ 854,400 $ 852,800 $ - 2006A G.O. - Mufti -purpose $ 6,265,000 2016 2,190,000 782,600 789,800 795,600 2006B G.O. - Taxable $ 1,000,000 2016 365,000 135,383 134,000 137,280 2006C G.O. -.Refunding 1997A $ 3,350,000 2017 1,190,000 344,325 333,225 317,125 Capital Loan Notes 2007 G.O. - Mufti -purpose $ 8,870,000 2017 3,950,000 1,078,125 1,083,250 1,081,875 2008A G.O. - Mufti -purpose $ 9,150,000 2018 4,960,000 1,097,556 1,100,356 1,101,931 2008B G.O. - Refunding 1998, 1999 & $ 17,005,000 2018 7,395,000 1,677,413 1,656,263 1,639,300 2000 Capital Loan Notes 2009C G.O. - Multi-purpose $ 6,685,000 2019 4,220,000 786,675 790,425 792,000 2009D G.O. -Taxable $ 505,000 2014 105,000 108,150 - - 2009E G.O. - Refunding 2001 G.O. $ 5,840,000 2016 2,640,000 950,600 951,800 951,600 2010B G.O. - Mufti -purpose $ 7,470,000 2020 5,250,000 816,975 812,975 813,775 2011A G.O. - Mufti -purpose $ 7,925,000 2021 6,425,000 989,844 983,544 987,044 2011C G.O. - Refunding 2002 G.O. $ 10,930,000 2021 9,635,000 1,384,838 1,382,538 1,374,838 2012A GO - Mufti -purpose $ 9,070,000 2022 8,305,000 1,033,613 1,026,313 1,018,813 2012B GO - Taxable $ 620,000 2014 310,000 311,860 - - 2012D TIF Revenue Bonds $ 2,655,000 2032 2,655,000 75,335 75,335 335,335 2013 GO - Proposed $ 9,350,000 2023 9,350,000 1,069,000 1,069,000 1,069,000 2014 GO - Proposed $ 9,000,000 2024 - - 1,019,750 1,019,750 2015 GO - Proposed $ 11,100,000 2025 - - - 1,172,000 04% 2005 General Obligation Bond Issue Principal payable 6-1 beginning June 1, 2006; Interest payable 12-1 and 6-1 beginning December 1, 2005. This bond provides funding of $7.020 million for the City's 2005 Capital Improvement Program, including land acquisition costs for Fire Station #4; Iowa City's portion of the Grant Wood gymnasium's construction costs; targeted area housing rehabilitation improvements; art acquisition for public buildings and areas; acquisition of low income housing facilities; construction of a transit intermodal facility; construction, repair and maintenance of streets, bridges and the municipal airport; rehabilitation, improvement and equipping of city parks; and equipping of the fire and police departments. Payments Principal Paid from Outstanding Fiscal Year Principal Interest Total Property Tax Be Revenue Beginning of Coupon Fiscal Year Rate 2014 790,000 64,400 854,400 854,400 1,610,000 4.00% 4.00% 2015 820,000 32,800 852,800 852,800 820,000 Totals @ 1,610,000 97,200 1,707,200 1,707,200 6(30(13 This bond has a yearly abatement of $28,082, due to an external loan repayment from GICHF (Greater Iowa City Housing Fellowship, Peninsula Duplexes & Townhouses) Bonds due after June 1, 2013 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call ON 2006A General Obligation Bond Issue Principal payable 6-1 beginning June 1, 2007; Interest payable 12-1 and 6-1 beginning December 1, 2006. This bond provides funding of $6.265 million for the City's Capital Improvement Program, including the construction, reconstruction and repairing of improvements to public ways and streets; the acquisition, installation and repair of traffic control devices and signals; equipping of the fire and police departments; the improvement and equipping of recreation grounds, including the Soccer Park; improvements to the Waterworks Prairie Park, including canoe/kayak launch area and nature trails, construction of one or more park shelters and a fishing pier;; acquisition of land for development of the Sand Lake Recreational Area; improvements to Mercer baseball fields; and targeted area housing rehabilitation improvements; the acquisition of art for public buildings and areas and window replacement to a Recreation Center. Payments Paid from Principal FiscalOutstanding Property Tax Coupon C Year Principal Interest FTotal Beginning of Be Revenue g g Rate Fiscal Year 2014 695,000 87,600 782,600 782,600 2,190,000 4.00% 2015 730,000 59,800 789,800 789,800 1,495,000 4.00% 2016 765,000 1 30,600 795,600 795,600 765,000 4.00% Totals @ 2,190,000 178,000 2,368,000 2,368,000 6/30/13 Bonds due after June 1, 2014 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call 0411! The annual principal and interest due, starting FY14, is 100% abated by external loan repayments from Southgate Development Company, Inc. Bonds due after June 1, 2014 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call 0Pb7 2006B General Obligation Taxable Bond Issue Principal payable 6-1 beginning June 1, 2007; Interest payable 12-1 and 6-1 beginning December 1, 2006. This series was issued to provide funds for the purpose of paying costs of the construction, reconstruction and repairing of improvement to public ways and streets. Payments Principal Paid from Outstanding Coupon Fiscal Principal Interest Total Property Tax Revenue Beginning of Rate Year Fiscal Year 5.550% 5.600% 2014 115,000 20,383 135,383 135,383 365,000 2015 120,000 14,000 134,000 134,000 250,000 2016 130,000 7,280 137,280 137,280 130,000 5.600% Totals @ 365,000 41,663 406,663 406,663 6/30/13 The annual principal and interest due, starting FY14, is 100% abated by external loan repayments from Southgate Development Company, Inc. Bonds due after June 1, 2014 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call 0Pb7 Bonds due after June 1, 2014 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call ORN 2006C General Obligation Refunding Bond Issue Principal payable 6-1 beginning June 1, 2007; Interest payable 12-1 and 6-1 beginning June 1, 2007. This series was issued for the purpose of paying costs of refunding the remaining outstanding indebtedness of $3.3 million on Iowa City's General Obligation Bond Series 1997A, dated November 1, 1997. Payments Principal Paid from Outstanding Coupon Fiscal Year Principal Interest Total Water Beinnin of Revenue g g Rate Fiscal Year 3.700% 2014 300,000 44,325 344,325 344,325 1,190,000 2015 300,000 33,225 333,225 333,225 890,000 3.700% 3.750% 3.750% 2016 295,000 22,125 317,125 317,125 590,000 2017 295,000 11,063 306,063 306,063 295,000 Totals @ 1,190,000 110,738 1,300,738 1,300,738 6/30/13 Bonds due after June 1, 2014 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call ORN 2007 General Obligation Taxable Bond Issue Principal payable 6-1 beginning June 1, 2008; Interest payable 12-1 and 6-1 beginning December 1, 2007. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways and streets; the reconstruction, extension and improvement of the existing Municipal Airport; the reclamation of properties from flood and construction of flood control improvements; the construction, reconstruction and repair of water mains; the rehabilitation, improvement and equipping of existing city parks; equipping of the fire and police departments; the construction, reconstruction and improvement of Fire Station #2; improvements to the Mercer baseball fields and the Sand Lake Recreational Area; improving low income housing facilities for the Greater Iowa City Housing Fellowship to provide affordable housing within the City and contributions to targeted area housing rehabilitation improvements; the acquisition of art for public buildings and areas, window replacement to a Recreation Center and miscellaneous city hall remodeling and improvements. Payments Principal Paid from Outstanding Coupon Fiscal Principal Interest Total Property Tax ue Beginning of Rate Year Revenue Fiscal Year 3.750% 2014 930,000 148,125 1,078,125 1,078,125 3,950,000 2015 970,000 113,250 1,083,250 1,083,250 3,020,000 3.750% 3.750% 3.750% 2016 1,005,000 76,875 1,081,875 1,081,875 2,050,000 2017 1,045,000 39,188 1,084,188 1,084,188 1,045,000 Totals @ 3,950,000 377,438 4,327,438 4,327,438 6/30/13 Bonds due after June 1, 2014 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call rRn 2008A General Obligation Bond Issue Principal payable 6-1 beginning June 1, 2009; Interest payable 12-1 and 6-1 beginning December 1, 2008. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways and streets; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks; equipping of the fire, police and public works departments; improvements to the Senior Center, including tuck pointing, roof, boiler and chiller repairs; remodeling of the lower level of City Hall and other miscellaneous improvements to City Hall including purchase of an emergency generator; equipment for city offices and the acquisition of art for public buildings and areas; improvements to the Mercer baseball field and General Rehabilitation and Improvement Program housing improvements. Payments Principal Paid from Outstanding Coupon Fiscal Principal Interest Total Property Tax Beginning Revenue of Rate Year Fiscal Year 3.500% 2014 920,000 177,556 1,097,556 1,097,556 4,960,000 2015 955,000 145,356 1,100,356 1,100,356 4,040,000 3.500% 3.500% 3.625% 2016 990,000 111,931 1,101,931 1,101,931 3,085,000 2017 1,025,000 77,281 1,102,281 1,102,281 2,095,000 2018 1,070,000 40,125 1,110,125 1,110,125 1,070,000 3.750% Totals @ 4,960,000 552,250 5,512,250 5,512,250 6/30/13 Bonds due after June 1, 2015 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call 041.3 2008B General Obligation Refunding Bond Issue Principal payable 6-1, beginning June 1, 2009; Interest payable 6-1 and 12-1, beginning June 1, 2009. These notes were issued to provide funds to current refund outstanding General Obligation Bonds Series 1998, 1999 and 2000 in the amounts of $2.75, $4.75 and $9.58 million, respectively. Payments Principal Paid from Outstanding Coupon Property Tax Beginning of Rate Fiscal Revenue Fiscal Year Year Principal Interest Total 3.250% 2014 1 11420,000 257,413 1,677,413 1,677,413 7,395,000 2015 1,445,000 211,263 1,656,263 11656,263 5,975,000 3.250% 3.500% 3.625% 2016 1,475,000 164,300 1,639,300 1,639,300 41530,000 2017 1,510,000 11 2,67L1,622,675 1,622,675 3,055,000 2018 1,545,000 57,938 1,602,938 1,602,938 1,545,000 3.750% Totals @ 7,395,000 803,588 8,198,588 8,198,588 6/30/13 Notes due after June 1, 2016 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call OW 2009C General Obligation Bond Issue Principal payable 6-1 beginning June 1, 2010; Interest payable 12-1 and 6-1 beginning December 1, 2009. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways, sidewalks, overpasses and streets; the opening, widening, extending, grading and draining of the right-of-way of public grounds and the removal and replacement of dead or diseased trees thereon; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, installation and repair of traffic control devices; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks; equipping of the fire department; improvements to the Salt Storage Building; the renovation, improvement and equipping of recreation grounds, including the Soccer Field and the napoleon Softball Field; the acquisition of art for public buildings and areas; roof repair and elevator improvements to a Recreation Center; City hall remodeling; miscellaneous improvements to city Hall; improvements to Mercer Swimming pool, including filter system replacement and roof repair to the Senior Center. Payments Principal Paid from Outstanding Coupon Fiscal Principal Interest Total Property Tax Revenue ue Beginning of Rate Year Fiscal Year 2.500% 2014 650,000 136,675 786,675 786,675 4,220,000 2015 670,000 120,425 790,425 790,425 3,570,000 2.750% 3.000% 3.000% 2016 690,000 102,000 792,000 792,000 2,900,000 2017 710,000 81,300 791,300 791,300 2,210,000 2018 735,000 60,000 795,000 795,000 1,500,000 4.000% 4.000% 2019 765,000 30,600 795,600 795,600 765,000 Totals @ 4,220,000 531,000 4,751,000 4,751,000 6/30/13 This bond has a yearly abatement of $20,052, due to an external loan repayment from GICHF (Greater Iowa City Housing Fellowship, Berry Court) Bonds due after June 1, 2017 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call 2009D General Obligation Taxable Bond Issue Principal payable 6-1 beginning June 1, 2010; Interest payable 12-1 and 6-1 beginning December 1, 2009. The proceeds will be used to pay costs of General Rehabilitation and Improvement Program housing improvements and low income housing improvements in connection with the Housing Fellowship necessary for the operation of the City and the health and welfare of its citizens. Payments Principal Paid from Outstanding Coupon Fiscal Principal Interest Total Property Tax Revenue Beginning of Rate Year Fiscal Year 3.000% 2014 105,000 3,150 108,150 108,150 105,000 Totals @ 105,000 3,150 108,150 108,150 6/30/13 The bonds are NOT subject of early redemption. 011, 2009E General Obligation Refunding Bond Issue Principal payable 6-1, beginning June 1, 2010; Interest payable 6-1 and 12-1, beginning June 1, 2009. These notes were issued to provide funds to current refund, on June 8, 2009, $6.06 million of the outstanding General Obligation Bonds, Series 2001. Payments Principal Property Outstanding Coupon Fiscal Tax Revenue Beginning of Rate Year Principal Interest Total Fiscal Year 4.000% 4.000% 2014 845,000 105,600 950,600 950,600 2,640,000 2015 880,000 71,800 951,800 951,800 1,795,000 2016 915,000 36,600 1 951,600 951,600 915,000 4.000% Totals @ 2,640,000 214,000 2,854,000 2,854,000 6/30/13 The bonds are NOT subject to early redemption. ON 2010B General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2011; Interest payable 6-1 and 12-1, beginning December 1, 2010. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways, sidewalks, overpasses and streets; the opening, widening, extending, grading and draining of the right-of-way of public grounds and the removal and replacement of dead or diseased trees thereon; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, installation and repair of traffic control devices; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks and equipping of the fire, police and civil defense department and the acquisition and improvement of real estate for cemeteries, and the construction, reconstruction and repair of receiving vaults, mausoleums and other cemetery facilities; construction, reconstruction and improvement of Fire Station #4; construction of a new public works fuel facility; and renovation, improvement and equipping of recreation grounds, including soccer field renovation; elevator improvements to a recreation center; construction of a city owned evidence storage facility and miscellaneous improvements to City Hall and other departments. Payments Property Principal Coupon Tax Outstanding Fiscal Revenue Beginning of Rate Year Principal Interest Total Fiscal Year 2.000% 2.000% 2014 700,000 116,975 816,975 816,975 5,250,000 2015 710,000 102,975 812,975 1 812,975 4,550,000 2016 725,000 88,775 813,775 1 813,775 3,840,000 2.000% 2.000% 2.250% 2017 745,000 74,275 819,275 819,275 3,115,000 2018 765,000 59,375 824,375 824,375 2,370,000 2019 790,000 42,163 832,163 832,163 1,605,000 2.500% 2.750% 2020 815,000 22,413 837,413 837,413 815,000 Totals @ 5,250,000 506,950 5,756,950 5,756,950 06/30/`0 3 Notes due after June 1, 2018 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 0061 2011A General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2012; Interest payable 6-1 and 12-1, beginning December 1, 2011. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways, sidewalks, overpasses, pedestrian underpasses and overpasses, bridges and streets; the opening, widening, extending, grading and draining of the right-of-way of streets, highways, avenues and public grounds and the removal and replacement of dead or diseased trees thereon; the construction, reconstruction, improvement and equipping of recreation grounds and buildings, including the construction of a marina and shelter area and elevator and entrance improvements to a recreation center, and of City Hall, including miscellaneous improvements to City Hall and other departments; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, installation and repair of traffic control devices; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks; and the equipping of the fire department. Payments Principal Property Outstanding Coupon Tax Fiscal Revenue Beginning of Rate Fiscal Year Year Principal Interest Total 2.000% 2.000% 2014 815,000 174,844 989,844 989,844 6,425,000 2015 825,000 158,544 983,544 983,544 5,610,000 2016 845,000 142,044 987,044 987,044 4,785,000 2.250% 2.500% 3.000% 2017 860,000 123,031 983,031 983,031 3,940,000 2018 885,000 101,531 986,531 986,531 3,080,000 2019 910,000 74,981 984,981 984,981 2,195,000 3.250% 3.500% 3.625% 2020 940,000 45,406 985,406 985,406 1,285,000 2021 345,000 12,506 357,506 357,506 345,000 Totals @ 6,425,000 832,888 7,257,888 7,257,888 06/30/13 Notes due after June 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 01111 2011C General Obligation Refunding Bond Issue Principal payable 6-1, beginning June 1, 2012; Interest payable 6-1 and 12-1, beginning December 1, 2011. These notes were issued in advance of a refunding to take place on June 1, 2012, $10.58 million of the outstanding General Obligation Bonds, Series 2002 dated May 1, 2002. Fiscal Year Payments Principal Property Outstanding Tax Revenue Beginning of Fiscal Year Coupon Rate Principal Interest Total 2.000% 2.000% 2014 1,115,000 269,838 1,384,838 1,384,838 9,635,000 2015 1 11135,000 247,538 1,382,538 1 1,382,538 8,520,000 2016 1,150,000 224,838 1,374,838 1 1,374,838 7,385,000 2.250% 2.500% 3.000% 2017 1,180,000 198,963 1,378,963 1,378,963 6,235,000 2018 1,205,000 169,463 1,374,463 1,374,463 5,055,000 2019 1,240,000 133,313 1,373,313 1,373,313 3,850,000 3.250% 3.500% 3.625% 2020 1,280,000 93,013 1,373,013 1,373,013 2,610,000 2021 1,330,000 48,213 1,378,213 1,378,213 1,330,000 Totals @ 5/3&13 9,635,000 1,385,175 11,020,175 11,020,175 This bond has an estimated annual abatement of $100,000 from Library rental income Notes due after June 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Wil 2012A General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2013; Interest payable 6-1 and 12-1, beginning December 1, 2012 This series was issued to pay the cost of construction, reconstruction, and repair of public ways, sidewalks, bridges, culverts, retaining walls, overpasses, and pedestrian underpasses and overpasses; the opening, widening, extending, grading and draining of the right-of-way of public grounds and the removal and replacement of dead or diseased trees thereon; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, construction, improvement and installation of street lighting fixtures, connections, and facilities; the acquisition, installation and repair of traffic control devices; the acquisition, construction, reconstruction, extension, improvement, and equipping of works and facilities useful for the collection and disposal of surface waters and streams; the improvement, reconstruction and repair of cemetery facilities; the rehabilitation, improvement and equipping of existing city parks; the acquisition, construction, reconstruction, and improvement of all waterways useful for the protection or reclamation of property situated within the corporate limits of the city from floods or high waters, and for the protection of property in the city from the effects of flood waters, including the construction of levees, embankments, structures, impounding reservoirs, or conduits, as well as the development and beautification of the banks and other area adjacent to flood control improvements; the construction, reconstruction, enlargement, improvement and equipping of City Hall, police stations, and fire stations; the construction, reconstruction, improvement and equipping of city facilities, including the construction of Payments Principal Property Outstanding Coupon Tax Fiscal Revenue Beginning of Rate Year Principal Interest Total Fiscal Year 2.00% 2014 865,000 168,613 1,033,613 1,033,613 8,305,000 2015 1 875,000 151,313 1,026,313 1,026,313 7,440,000 2.00% 2.00% 2.00% 2016 885,000 133,813 1,018,813 1,018,813 6,565,000 2017 900,000 116,113 1,016,113 1,016,113 5,680,000 2018 915,000 98,113 1,013,113 1,013,113 4,780,000 2.00% 2.00% 2.00% 2019 930,000 79,813 1,009,813 1,009,813 3,865,000 2020 955,000 61,213 1,016,213 1,016,213 2,935,000 2021 975,000 42,113 1,017,113 1,017,113 1,980,000 2.00% 2.225% 2022 1,005,000 22,613 1,027,613 1,027,613 1,005,000 Totals @ 8,305,000 873,713 9,178,713 9,178,713 06/30/13 Notes due after June 1, 2018 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Wil 2012B General Obligation Taxable Bond Issue Principal payable 6-1 beginning June 1, 2013; Interest payable 12-1 and 6-1 beginning December 1, 2012. This bond proceeds will be used to pay costs of aiding in the planning, undertaking, and carrying out or urban renewal projects under the authority of Chapter 403, and all of the purposes set out in Section 403.12, including the acquisition of property in the Towncrest Urban Renewal Area and further development of the Urban Renewal Area, including streets, streetscapes and rehabilitation projects; the planning and design of Rivertront Crossings District and the acquisition of property necessary for the operation of the City and the health and welfare of its citizens, including property within the area the City know as the Rivertront Crossings District Payments Principal Property Outstanding Coupon Fiscal Tax Revenue Beginning of Rate Year Principal Interest Total Fiscal Year 2014 310,000 1,860 311,860 311,860 310,000 6.00% Totals @ 310,000 1,860 311,860 311,860 06/30/13 The bonds are NOT subject to early redemption aim 2012D Taxable Urban Renewal Revenue Bonds Principal payable 6.1, beginning June 1, 2016; Interest payable 6.1 and 12.1, beginning June 1, 2013. This bond were issued to provide funds to pay costs of aiding in the planning, undertaking and carrying out of an urban renewal project, including one or more grants to Central Park, L.L.C. (the "Developer") totaling $2.5 million. Fiscal Year Principal Payments Interest Total Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2014 75,335 75,335 75,335 2,655,000 2015 75,335 75,335 75,335 2,655,000 2016 130,000 205,335 335,335 335,335 2,655,000 1.000% 1.300% 1.600% 2017 130,000 204,035 334,035 334,035 2,525,000 2018 135,000 207,345 342,345 342,345 2,395,000 2019 135,000 205,185 340,185 340,185 2,260,000 2.000% 2.100% 2.300% 2020 140,000 207,485 347,485 347,485 2,125,000 2021 140,000 204,545 344,545 344,545 1,985,000 2022 145,000 206,325 351,325 351,325 1,845,000 2.400% 2.600% 2.800% 2023 150,000 207,845 357,845 357,845 1,700,000 2024 150,000 203,945 353,945 353,945 1,550,000 2025 155,000 204,745 359,745 359,745 1,400,000 3.000% 3200% 3.400% 2026 160,000 205,095 365,095 365,095 1,245,000 2027 165,000 204,975 369,975 369,975 1,085,000 2028 170,000 204,365 374,365 374,365 920,000 3.600% 3.700% 3.700% 2029 175,000 203,245 378,245 378,245 750,000 2030 185,000 206,770 391,770 391,770 575,000 2031 190,000 204,925 394,925 394,925 390,000 3.750% 3.900% 2032 200,000 207,800 407,800 407,800 200,000 ToWs 06/30(13 06/30/1 2,655,000 3,644,635 6,299,635 6,299,635 Bonds maturing after June 1, 2021 are subject to call on said date or any date thereafter Upon terms of par plus accrued interest to date of call ON ENTERPRISE FUND ACTIVITIES F Y 2 0 1 4 Transportation Services Parking Operations Public Transit Wastewater Operations Water Operations Refuse Collection Landfill Operations Airport Stormwater Management Broadband Telecommunications Housing Authority :WN r/121 Lem to] 21U] The Parking enterprise fund accounts for the City's parking operations activity. The parking enterprise fund is a self-sustaining business -like activity. Revenues are primarily derived from parking meter revenue, parking ramp revenue, and parking fines which fully fund the parking fund's expenditures. In fiscal year 2014, the Parking operations will also be implementing a new parking revenue structure. The new structure includes an increase in on -street parking rates and parking fines, but institutes a new "first -hour -free" program in the parking garages. The structure of this program is intended to raise the usage rate of the City's parking garages and has been endorsed by the Iowa City Downtown District (TCDD). The effect will be to lower parking ramp revenue, but raise parking meter and parking fine revenue. Unassigned 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 FY11 FY12 FY13* FY14* ■Cash Balance $5,678,333 $5,895,167 $5,219,079 $3,772,796 $3,621,892 *FY13 and FY14 figures are estimates. The Parking fund's unassigned cash balance on June 30, 2012 was $5.2 million, an 11.5% decrease from the FY11. FY13 year-end unassigned cash balance is estimated to drop 27.7%, and FY14 cash balance is projected to decrease 4.0%. These decreases are due to an increase in capital project funding, and the repayment of a loan from the Landfill fund. The Parking Facility and Enforcement Automation capital project began during fiscal year 2012. The 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. The total project cost is approximately $2.3 million and is being funded entirely from parking revenues. The Parking fund transferred $1.4 million towards this project in fiscal years 2012 and 2013. $900,000 is budgeted to be transferred towards this project in FY2014. This project, however, has the potential to greatly increase efficiency and favorably impact the operating budget. Estimated restricted cash balance at June 30, 2013 is $1.67 million. Restricted cash balance represents $1.5 million in funds held in accordance with parking revenue bond provisions, and $134,371 in parking impact fees. 311 A parking facility impact fee, which deals with off-street parking requirements, is required for residential development in most of the Near Southside Neighborhood. The Near Southside is bound by Burlington Street to the north, Madison Street to the west, Gilbert Street to the east, and the Iowa Interstate Railway main -line to the south. The revenues from the impact fee are used by the City to provide parking facilities in the Near Southside. A formula is used to determine the amount of required off-street parking and the amount of required parking impact fee. The Department of Housing and Inspection Services collects the fee, which may be paid in three installments, with the first installment due before the certificate of occupancy is issued. Revenue: FYI Estimated -$4,721,734 0 10% ° ■ Ramp Revenue 4% ■Meter Revenue ■ Lot Revenue ■ Fines ■ Interest, Refuse Charges, & Misc FY14 revenue is estimated to fall 3.4% when compared to FY13 estimated revenue. This reduction is a result of the parking revenue structure changes. ON Expenditures: FYI Adopted -$3,970,588 • 21% ■Personnel 3%44° ■Services ■ Supplies 2% ■ Debt Service FY14 adopted expenditures represent a 5.8% decrease from FY13 estimated expenditures, with the reduction coming primarily from a decrease in On -Street Operations capital outlay expenditures. Cash Balance, July 1 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Rents Parking Meter Revenue Parking Lot Revenue Parking Ramp Revenue Misc Parking Revenue Charges For Fees And Services Refuse Charges Miscellaneous Parking Fines Other Misc Revenue Other Financial Sources Transfer In -Transit 20% (2) Sweepers 1) Bond Ordinance Transfer Total Revenues &Other Financing Sources Expenditures: Parking Administration On Street Operations Parking Lot Operations Parking Ramp Operations Parking Debt Service Sub -Total Expenditures City of Iowa City Parking (7100 - 7101) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 7,161,953 $ 7,414,767 $ 6,746,179 $ 5,441,542 $ 5,292,688 $ 5,973,680 41,798 39,247 41,798 39,247 39,247 39,247 23,689 26,555 23,689 - - - 798,340 790,574 798,340 1,090,574 1,090,574 1,090,574 225,194 191,355 225,195 177,495 177,495 177,495 3,273,999 3,295,964 3,331,408 2,832,340 2,832,340 2,832,340 630,063 162,414 121,291 58,385 58,385 58,385 290 1,698 290 1,677 1,677 1,677 297,430 274,181 297,430 474,181 474,181 474,181 59,110 69,951 24,461 47,835 47,835 47,835 - - 24,000 - - - 846,700 846,700 846,250 840,350 844,150 1,724,750 $ 6,196,613 $ 5,698,639 $ 5,734,152 $ 5,562,084 $ 5,565,884 $ 6,446,484 1,002,192 1,001,217 994,732 1,050,817 1,072,484 1,094,596 807,830 739,644 952,933 778,290 802,151 825,090 2,633 3,750 2,633 - - - 1,194,488 1,349, 822 1,426, 861 1,303,181 1,333, 857 1,363, 947 810,926 839,200 838,975 838,300 832,250 1,715,950 3,818,069 3,933,633 4,216,134 3,970,588 4,040,742 4,999,583 Transfers Out: $ 5,943,799 $ 6,367,227 $ 7,038,789 $ 5,710,938 Capital Improvement Projects 551,772 1,298,938 1,386,962 900,000 - - 1)Debt Service Transfers 846,700 846,700 846,250 840,350 844,150 1,724,750 Interfund Loan Repayment to Landfill 727,258 287,956 589,443 - - - Sub -Total Transfers Out 2,125,730 2,433,594 2,822,655 1,740,350 844,150 1,724,750 Total Expenditures & Transfers Out $ 5,943,799 $ 6,367,227 $ 7,038,789 $ 5,710,938 $ 4,884,892 $ 6,724,333 Cash Balance, June 30 $ 7,414,767 $ 6,746,179 $ 5,441,542 $ 5,292,688 $ 5,973,680 $ 5,695,831 Restricted / Committed /Assigned 1,519,600 1,527,100 1,668,746 1,670,796 1,682,696 1,691,496 Unassigned Balance $ 5,895,167 $ 5,219,079 $ 3,772,796 $ 3,621,892 $ 4,290,984 $ 4,004,335 % of Expenditures 99% 82% 54% 63% 88% 60% 1) Same Fund Transfers required by bond covenants 313 :0NrN10ICYQUARA11:01061 The Parking Division of the Transportation Services Department is a self-supporting enterprise fund responsible for providing safe and convenient parking options in downtown Iowa City. The division oversees the operation of four ramps, five surface lots, and on -street (metered) parking. Parking Services enforces parking regulation in the central business district, while the Police Department enforces parking regulations in residential areas. The division's budget is organized into five activities: Parking Administration Parking Administration personnel consists of 3 Operations Supervisors and half of the Transportation Services Director and Associate Director positions. Administration oversees the operation of: On -Street Operations Short-term meters (1-2 hours) are concentrated in the core of the downtown. These meters are intended for shopper's use. Parking Lot Operations North Area • Schumann Lot (near Market & Dubuque) • Market Street Lot (near Gilpin's Paint) Central Area • Recreation Center Lot • Burlington Street Lot (near Mill Restaurant) South Area • Maiden Lane Parking Lot (west of Gilbert Street) Parking Ramp Operations Cashiered Garages: • Dubuque Street Garage (220 S. Dubuque Street) One block south of the Public Library • Capitol Street Garage (Burlington & Capitol Street) Adjoins Old Capitol Town Center • Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed-use commercial/parking facility Unattended Garages: • Chauncey Swan Garage (Washington Street across from City Hall) • Court Street Transportation Center (Dubuque and Court Street) mixed-use commercial/parking facility. Managed by the Transit Division. Parking Debt Service Parking debt service consists of principal and interest payments on parking revenue bonds, which are repaid with parking revenue. 314 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 Recent Accomplishments: • Partnered with Zipcar and the University of Iowa on implementation of a car sharing program. • 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 • 14.4% decrease in number of faulty parking meters Staffing: 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 ON Upcoming Challenges: • The effect of downtown development projects 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. Service Level Changes for FY2014: • 24/7 operation of parking facilities through the automation of exit procedures • Downtown Ambassador Program: a partnership with the Iowa City Downtown District to welcome and ensure guests and community members feel invited and safe Downtown. Ambassadors interact with business owners, help maintain and keep Downtown clean by providing litter removal, and work with the Downtown beat police officer on safety concerns. • Additional payment options through pay - by -cell, online permit renewal, and on - street credit card payment options FY2012 FY2013 FY2014 Actual Actual Adopted Total FTE's 32.75 29.25 26.25 ON Upcoming Challenges: • The effect of downtown development projects 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. Service Level Changes for FY2014: • 24/7 operation of parking facilities through the automation of exit procedures • Downtown Ambassador Program: a partnership with the Iowa City Downtown District to welcome and ensure guests and community members feel invited and safe Downtown. Ambassadors interact with business owners, help maintain and keep Downtown clean by providing litter removal, and work with the Downtown beat police officer on safety concerns. • Additional payment options through pay - by -cell, online permit renewal, and on - street credit card payment options 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 Actual FY12 Actual FY13 Estimated FY14 Target 4,215,164 4,337,326 4,350,000 4,450,000 Strategic Plan Goal: Coordinated Communication & Customer Service Orientation Department Goal: Increase convenience and access for parking customers Department Objective: Increase credit card usage as a payment mechanism by 20% Performance Measure: Credit card usage — Access controlled facilities FY11 Actual FY12 Actual FY13 Estimated FY14 Target 42% 43% 48% 55% The Parking Division has reduced staff by Parking Division Full Time Equivalents 7.0 FTEs since fiscal year 2010. These 35 staff reductions were accomplished 33 primarily through efficiencies resulting 31 from investments in technology and the 29 privatization of some duties. 27 25 FY10 FY11 FY12 FY13 FY14 --$— FTEs 33.25 32.75 32.75 29.25 26.25 011 City of Iowa City Activity Summary Activity: Parking Administration (810110) Fund: Parking (7100) Division: Parking (810100) Department: Transportation Services Revenues & Other Financing Sources: Use Or Money And Property Parking Fines Interest Revenues Miscellaneous Other Misc Revenue 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 297,430 274,181 297,430 41,798 39,247 41,798 2 474,181 474,181 474,181 39,247 39,247 39,247 Total Revenues & Other Financing Sources $ 339,149 $ 313,430 $ 339,228 $ 513,428 $ 513,428 $ 513,428 Expenditures Personnel 313,904 358,184 411,123 436,119 453,202 470,525 Services 682,649 639,203 581,556 612,483 617,022 621,766 Supplies 4,067 2,130 2,053 2,215 2,260 2,305 Capital Outlay - 1,701 - - - - Sub -Total Expenditures 1,000,620 1,001,218 994,732 1,050,817 1,072,484 1,094,596 Transfers Out: Capital Project Fund - 15,640 - - - - Debt Service Funding - - - - - 883,000 InterFund Loan - Repay Landfill 136,486 163,926 507,443 - - - Sub -Total Transfers Out 136,486 179,566 507,443 - - 883,000 Total Expenditures & Transfers Out $1,137,106 $1,180,784 $ 1,502,175 $ 1,050,817 $ 1,072,484 $ 1,977,596 Personnel Services - FTE 2012 2013 2014 Assoc Dir -Trans Service 0.50 0.50 0.50 Operations Supv - Trans Sery 2.50 3.50 3.00 Parking Clerk 1.00 - - Transportation Svc Director 0.50 0.50 0.50 Total Personnel 4.50 4.50 4.00 City of Iowa City Activity Summary Activity: On Street Operations (810120) Fund: Parking (7100) Division: Parking (810100) Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 553,602 577,631 588,083 571,458 592,443 612,448 Use Of Money And Property 226,804 149,310 187,229 193,619 196,231 198,896 Parking Meter Rev 798,340 790,574 798,340 1,090,574 1,090,574 1,090,574 Parking Lot Revenue 208,814 177,495 208,815 177,495 177,495 177,495 Misc Parking Revenue 39,291 38,385 39,291 58,385 58,385 58,385 Miscellaneous $ 807,831 $ 739,645 $ 952,933 $ 778,290 $ 802,151 $ 825,090 Other Misc Revenue 134 (166) - - - - Other Financial Sources - - - - - - Transfer In -Transit 20% (2) Sweepers - - 24,000 - - - Total Revenues & Other Financing 3.00 3.00 3.00 Sources $ 1,046,579 $ 1,006,288 $ 1,070,446 $ 1,326,454 $ 1,326,454 $ 1,326,454 Expenditures Personnel 553,602 577,631 588,083 571,458 592,443 612,448 Services 226,804 149,310 187,229 193,619 196,231 198,896 Supplies 13,145 12,704 12,621 13,213 13,477 13,746 Capital Outlay 14,280 - 165,000 - - - Sub -Total Expenditures 807,831 739,645 952,933 778,290 802,151 825,090 Total Expenditures & Transfers Out $ 807,831 $ 739,645 $ 952,933 $ 778,290 $ 802,151 $ 825,090 Personnel Services - FTE 2012 2013 2014 Cashier -Parking 0.75 - - Customer Service Rep - Pkg 1.00 1.00 1.50 MW II -Transportation Serv. 3.00 3.00 3.00 Parking Clerk - 1.00 - Parking Enforcement Attendant 6.50 5.00 5.00 Total Personnel 11.25 10.00 9.50 Capital Outlay Multi Space Parking Meters 45,000 - Sweepers (2) 120,000 - Total Capital Outlay $ 165,000 $ - City of Iowa City Activity Summary Activity: Parking Lot Operations (810130) Fund: Parking (7100) Division: Parking (810100) Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Use Of Money And Property Parking Lot Revenue 16,380 13,860 16,380 - - Total Revenues & Other Financing Sources $ 16,380 $ 13,860 $ 16,380 $ - $ - $ - Expenditures: Services Total Expenditures & Transfers Out OR City of Iowa City Activity Summary Activity: Parking Ramp Operations (810140) Fund: Parking (7100) Division: Parking (810100) Department: Transportation Services Revenues & Other Financing Sources: Use Or Money And Property Rents Parking Ramp Revenue Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 23,689 26,555 23,689 3,273,999 3,295,964 3,331,408 290 1,698 290 2,832,340 2,832,340 2,832,340 1,677 1,677 1,677 58,556 70,115 24,461 47,835 47,835 47,835 $3,356,534 $3,394,332 $ 3,379,848 $ 2,881,852 $ 2,881,852 $ 2,881,852 Personnel 780,143 841,733 881,380 747,843 767,477 786,310 Services 339,409 419,744 425,833 463,214 472,415 481,796 Supplies 36,387 65,810 119,648 92,124 93,965 95,841 Capital Outlay 38,549 22,535 - - Sub -Total Expenditures 1,194,488 1,349,822 1,426,861 1,303,181 1,333,857 1,363,947 Transfers Out: Debt Service Funding 846,700 846,700 846,250 840,350 844,150 841,750 Sub -Total Transfers Out 846,700 846,700 846,250 840,350 844,150 841,750 Total Expenditures & Transfers Out $2,041,188 $2,196,522 $ 2,273,111 $ 2,143,531 $ 2,178,007 $ 2,205,697 Personnel Services - FTE Cashier- Parking M.W. I - Parking Systems M.W. 11 - Parking Syst (Night) Sr M.W. - Parking & Transit Total Personnel 2012 2013 2014 11.50 11.25 9.75 4.00 3.50 2.50 1.00 - - 0.50 0.50 0.50 17.00 15.75 12.75 WZ1 City of Iowa City Activity Summary Activity: Parking Debt Service (810180) Fund: Parking (7100 - 7101) Division: Parking (810100) Department: Transportation Services Expenditures Services 2011 2012 2013 2014 2015 2016 Other Financial Uses: Revenue Bonds Actual Actual Revised Budget Projection Projection Revenues &Other Financing Sources: 810,926 839,200 838,975 838,300 832,250 1,715,950 Other Financial Sources 810,866 839,200 838,975 838,300 832,250 1,715,950 Misc Parking Revenue: Parking Impact Fees 590,772 124,030 82,000 - - - Bond Ordinance Transfer (From 590,772 124,030 82,000 - - - Parking Unrestricted to Restricted for 590,772 124,030 82,000 - - - Debt Service) 846,700 846,700 846,250 840,350 844,150 1,724,750 Total Revenues & Other Financing Sources $ 1,437,472 $ 970,730 $ 928,250 $ 840,350 $ 844,150 $ 1,724,750 Expenditures Services (60) - - - - - Other Financial Uses: Revenue Bonds Principal & Interest Payments 810,926 839,200 838,975 838,300 832,250 1,715,950 Sub -Total Expenditures 810,866 839,200 838,975 838,300 832,250 1,715,950 Transfers Out: To Landfill - Repay for S Side Parking Land Acquisition. 590,772 124,030 82,000 - - - Sub -Total Transfers Out 590,772 124,030 82,000 - - - Total Expenditures & Transfers Out $ 1,401,638 $ 963,230 $ 920,975 $ 838,300 $ 832,250 $ 1,715,950 321 W% Parking Revenue Bonds Outstanding Debt Obligation at June 30, 2013 Summary by Individual Issue Fiscal Year Principal & Outstanding June 30, 2013 Interest Total Amount of Debt Paid Payments Issue / Use of Funds in Full Principal Interest Issue FY2013 Obligation 2009F Revenue Refunding 9,110.000 2025 838.975 7.675.000 2.156.913 9.831.913 of Series 1999 Revenue Bonds 2015 Parking Revenue Bonds - Proposed 12,000,000 2035 0 0 0 0 Total - Parking Revenue Bonds 838,975 7,675,000 2,156,913 9,831,913 W% 2009 Parking Revenue Bond Issue Principal payable 7-1, beginning July 1, 2010; Interest payable 7-1 and 1-1, beginning January 1, 2011 This $9,110,000 bond issue was used to refund the 1999 Parking Revenue Bonds. Fiscal Year WRevenues Principal Payments Paid by Parking Principal Outstanding Beginning of Fiscal Year Coupon Rate 3.00% 3.00% 2014 530,000 308,300 838,300 838,300 7,675,000 2015 540,000 292,250 832,250 832,250 7,145,000 2016 560,000 272,950 832,950 832,950 6,605,000 4.00% 4.00% 4.00% 2017 580,000 250,150 830,150 830,150 6,045,000 2018 605,000 226,450 831,450 831,450 5,465,000 2019 625,000 201,850 826,850 826,850 4,860,000 4.00% 4.00% 4.25% 2020 650,000 176,3501 826,350 826,350 4,235,000 2021 680,000 148,900 828,900 828,900 3,585,000 2022 705,000 119,469 824,469 824,469 2,905,000 4.25% 4.25% 5.00% 2023 7357000 887869 823,869 823,869 272007000 2024 770,000 54,000 824,000 824,000 17465,000 2025 695,000 17,375 712,375 7127375 695,000 5.00% a s 0666/30/93 7,675,000 2,156,913 9,831,913 9,8,913 31 Bonds due after July 1, 2017 will be subject to call for prior redemption 323 IIM106y1112to] 0U7 The Transit fund accounts for the operations of the City's public transportation operations. The Transit enterprise fund utilizes user fees, property taxes, and State and Federal funding to provide transportation services throughout the City including para -transit services. These activities were transferred from the General fund to the enterprise fund in fiscal year 2013. The Transit fund is funded through several revenue sources: • Federal Operating Assistance: Based on an MPOJC formula, these funds are distributed annually between Cambus, Coralville Transit, and Iowa City Transit. These funds are expected to dcrease dramatically in fiscal year 2014. • State Operating Assistance: Job Access and Reverse Commute Program (JARC), is a Federally -funded, application -based grant program, with annual allocations. • Transit Property Tax Levy: Iowa State Code chapter 384.12.10 provides the legal authority for municipalities to levy additional taxes, including "a tax for the operation and maintenance of a municipal transit system..." Iowa City transit property tax levy is $.95 per thousand of valuation. These property tax funds are collected in the General fund and transferred to the Transit fund. • Fares: Fares amount to 36% of the Transit fund revenue. Fare increases were last implemented during fiscal year 2013. • Court Street Transportation Parking and Rent Revenues: These revenues include all hourly ($.60 per hour) and permit ($80 per month) parking as well as rent from the commercial properties. • Other Revenue: In addition to fare increases, the Transit fund receives revenue from advertising and other miscellaneous sources. Bus Replacement Reserve: Cash Bus Replacement Reserve balance assigned for bus replacement at in thousands FYI year end was just under $1.9 $3,000 million. $zsoo With the FYI budget, Transit operations $2,000 were transitioned to an enterprise fund. $1,500 Future years' budgets will report cash $1,000 balance trends as with other enterprise $500 , funds. $0 FY08 FY09 FY10 FY11 FY12 ■ Reserve $689 $1,674 $2,456 $1,921 $1,892 % Change 299.53% 143.02% 46.68% -21.78% -1.47% An interfund loan was made in fiscal year 2006 from the Landfill fund to the Transit operations for the construction of a day care center at the Court Street Transportation Facility. The loan was a 10 year loan for 513,181. A loan payment transfer is budgeted in FYI for $55,324 to the Landfill fund. The loan will be fully repaid in fiscal year 2016. 324 Revenue: 3( 1% FY14 Estimated - $3,757,604 2% ■Ramp Revenue ■Rents •Federal Grants •State Grants •Local Agreements •Transit Fees ■Charges for Services 8 Misc FY14 revenue is projected to decrease by $619,539 or 14.2% due a reduction in Federal grant revenue. Unknown at this time is the impact of the expiration of the 28e agreement with Johnson County SEATS for ADA mandated para -transit services at the end of FY13. The City pays Johnson County as a contract provider for these services. W21 Expenditures: FY14 Adopted - $6,276,733 ■ Personnel ■ Services ■ Supplies FY14 adopted expenditures represent a 4.9% increase from the FY13 estimate, with the difference coming from an increase in Transit Operations contractual service expenditures. The FY14 budget also includes a $270,000 capital project transfer for automation upgrades to the Court Street Transportation center parking facility. City of Iowa City Transit (7150) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ - $ - $ 4,027,141 $ 4,342,249 $ 4,367,087 $ 4,593,605 Revenues & Other Financing Sources: - 431,331 484,357 503,342 522,696 Use Of Money And Property - 3,899,995 4,160,431 4,235,054 4,309,379 Interest Revenues - - - - - - Rents - - 159,342 134,558 134,558 134,558 Parking Ramp Revenue - - 561,247 632,274 632,274 632,274 Intergovernmental Fed Intergovnt Rev - - 1,716,200 1,025,000 1,025,000 1,025,000 Other State Grants - - 483,175 483,175 483,175 483,175 Local 28E Agreements - - 32,844 32,844 32,844 32,844 Charges For Fees And Services - 881,302 325,324 56,389 29,651 Transit Fees - - 1,364,106 1,365,129 1,365,479 1,365,129 Misc Charges For Svc - - 50,805 75,000 75,000 75,000 Refuse Charges - - 1,620 2,518 2,518 2,518 Miscellaneous - $ 2,449,773 $ 2,474,611 $ 2,701,129 $ 2,886,865 Misc Merchandise - - 214 1,112 1,112 1,112 Other Misc Revenue - - 7,590 5,994 5,994 5,994 Other Financial Sources Transfer In -Transit Property Tax Levy - - 2,803,317 2,869,291 2,926,275 2,984,378 Total Revenues &Other Financing Sources $ - $ - $ 7,180,460 $ 6,626,895 $ 6,684,229 $ 6,741,982 Expenditures Mass Transit Admin - - 431,331 484,357 503,342 522,696 Mass Transit Operations - - 3,899,995 4,160,431 4,235,054 4,309,379 Fleet Maintenance - - 1,495,097 1,482,792 1,512,538 1,542,700 Court St Transportation Center - - 157,627 149,153 150,388 151,820 Sub -Total Expenditures - - 5,984,050 6,276,733 6,401,322 6,526,595 Transfers Out: Capital Project Fund - - 803,072 270,000 - - Misc Transfers Out -to Parking - - 24,000 - - - InterFund Loan Repay Landfill - - 54,230 55,324 56,389 29,651 Sub -Total Transfers Out - - 881,302 325,324 56,389 29,651 Total Expenditures & Transfers Out $ - $ - $ 6,865,352 $ 6,602,057 $ 6,457,711 $ 6,556,246 Cash Balance, June 30 $ - $ - $ 4,342,249 $ 4,367,087 $ 4,593,605 $ 4,779,341 Restricted / Committed /Assigned - - 1,892,476 1,892,476 1,892,476 1,892,476 Unassigned Balance $ - $ - $ 2,449,773 $ 2,474,611 $ 2,701,129 $ 2,886,865 % of Expenditures 36% 37% 42% 44°/e * See General Fund for Transit Activity Prior to 2013, Beginning Cash Reclassified from General Fund in 2013 WIN IIM106y111091UARA1101061 The Transit Division is a self-supporting enterprise fund that provides fixed -route and paratransit bus services as well as operating the Court Street Transportation Center. The division 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. The division's budget is organized into four activities: Transit Administration Transit Administration personnel consists of two Operations Supervisors, a 0.5 FTE Customer Service Representative, and half of the Transportation Services Director and Associate Director positions. Administration oversees the operation of: Mass Transit Operations (fixed -route and paratransit services) Iowa City Transit fixed route operations include 19 routes during weekday peak service within the corporate limits of Iowa City and University Heights. Fixed route bus service is operated with a 27 bus fleet, Monday - Friday from 5:45 am - 11:20 pm, Saturday from 5:45 am - 7:40 pm. During peak hours, most routes operate on 30 minute headways while providing hourly service during off-peak and Saturdays. Complimentary paratransit service is provided mirroring the hours of operation of the fixed route service. These services are contracted through an agreement with Johnson County SEATS with vehicles provided by the City of Iowa City. Fleet Maintenance Iowa City Transit maintains a fleet of 27 40 ft. heavy duty buses and 10 paratransit buses, all of which are ADA accessible. Court Street Transportation Center In addition to operating the public transit services, Iowa City Transit also operates the Court Street Transportation Center. This multi -use facility houses a 600 space parking facility and four commercial properties. This facility was FTA funded resulting in all revenues being directed to the transit fund. HIGHLIGHTS 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 Contracted paratransit service provided 95,116 passenger trips in FY12 183,000 transient hours parked at the Court Street Transportation Center WIN 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 • Communications staff updated transit website to include real-time route information and provided direct comment link for public to make transit inquiries Staffing: Customer Service Representative, reduced from 1.0 FTE to 0.5 FTE W11.3 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`" oldest fleet in the US. • The current transit maintenance and storage facility is located on a former uncontrolled dump site which is also a highly desirable location 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. Service Level Changes for FY 2014: Staff is currently in the process of evaluating transit system. Any proposed changes for FY14 would not result in any additional staff. FY 2012 FY 2013 FY 2014 Actual Actual Adopted Total FTE's 56.25 51.75 51.25 W11.3 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`" oldest fleet in the US. • The current transit maintenance and storage facility is located on a former uncontrolled dump site which is also a highly desirable location 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. Service Level Changes for FY 2014: Staff is currently in the process of evaluating transit system. Any proposed changes for FY14 would not result in any additional staff. 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 Actual FY12 Actual FY13 Estimated FY14 Target 1,854,732 1,970,456 1,990,000 2,100,000 Strategic Plan Goal: A Strong and Sustainable Financial Foundation Department Goal: Increase farebox/expense ratio Department Objective: Farebox revenues to cover 30% of operating costs Performance Measure: Farebox/expense ratio FY11 Actual FY12 Actual FY13 Estimated FY14 Target 22% 21% 27% 30% The Transit Division has reduced staff by 7.25 FTEs since fiscal year 2010. This has been accomplished through sharing maintenance responsibilities and the associated personnel costs between the Parking and Transit Divisions, the reduction of scheduled overtime through improved transit run scheduling, and the privatization of some duties. Transit Division Full Time Equivalents 60 58 56 54 52 50 48 46 FY10 FY11 FY12 FY13 FY14 --*--FTEs 58.5 56.25 56.25 51.75 51.25 3YI&] City of Iowa City Activitv Summan Activity: Mass Transit Admin (810210) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Charges For Fees And Services Transit Fees Miscellaneous Other Misc Revenue Other Financial Sources Transfer In - Transit Property Tax Levy Transfer In - Impry Resry to Operations Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Assoc Dir -Trans Service Customer Service Rep - Pkg Operations Supv - Trans Sery Transportation Svc Director Total Personnel - 350 216 - - - - 2,869,291 2,926,275 2,984,378 - - 1,618,372 - - - $ - $ - $ 1,618,588 $ 2,869,291 $ 2,926,625 $ 2,984,378 - - 309,010 361,005 377,491 394,227 - - 121,900 122,999 125,491 128,102 - - 421 353 360 367 $ - $ - $ 431,331 $ 484,357 $ 503,342 $ 522,696 * See General Fund for Transit activity prior to 2013 2012 2013 2014 0.50 0.50 0.50 - - 0.50 2.50 2.00 2.00 0.50 0.50 0.50 3.50 3.00 3.50 fBia City of Iowa City Activity Summary Activity: Mass Transit Operations (810220) Division: Mass Transit (810200) - - 2,764,475 Department: Fund: Transit (7150) Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Sub -Total Expenditures - - 3,899,995 4,160,431 4,235,054 Intergovernmental Transfers Out: 1.00 1.00 1.00 Fed Intergovnt Rev - - 1,716,200 1,025,000 1,025,000 1,025,000 Other State Grants - - 483,175 483,175 483,175 483,175 Local 28E Agreements - - 32,844 32,844 32,844 32,844 Charges For Fees And Services Transit Fees - - 1,364,106 1,365,129 1,365,129 1,365,129 Misc Charges For Svc - - 50,805 75,000 75,000 75,000 Miscellaneous Other Misc Revenue - - 625 1,107 1,107 1,107 Other Financial Sources Transfer In - Transit Property Tax Levy 2,803,317 Total Revenues & Other Financing Sources $ - $ - $ 6,451,072 $ 2,982,255 $ 2,982,255 $ 2,982,255 Expenditures Personnel - - 2,764,475 2,789,388 2,860,985 2,932,220 Services - - 1,117,777 1,349,601 1,352,199 1,354,851 Supplies - - 17,743 21,442 21,870 22,308 Sub -Total Expenditures - - 3,899,995 4,160,431 4,235,054 4,309,379 Transfers Out: 1.00 1.00 1.00 M.W. II -Transportation Serv. Capital Project Fund - - 6,072 - Sr. M.W. - Parking & Transit 0.50 Sub -Total Transfers Out - - 6,072 - - - Total Expenditures & Transfers Out $ - $ - $ 3,906,067 $ 4,160,431 $ 4,235,054 $ 4,309,379 Personnel Services - FTE 2012 2013 2014 Custodian - Transit 0.50 - - CustomerServiceRep- Transit 1.00 1.00 - Mass Transit Operator 37.75 37.75 37.75 M.W.I-Transit 3.00 2.00 2.00 M.W. I I -Transit 1.00 1.00 1.00 M.W. II -Transportation Serv. 1.00 - - Sr. M.W. - Parking & Transit 0.50 0.50 0.50 Total Personnel 44.75 42.25 41.25 * See General Fund for Transit activity prior to 2013 331 City of Iowa City Activity Summary Activity: Fleet Maintenance (810230) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation Services Revenues & Other Financing Sources: Charges For Fees And Services Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Mechanic II - Transit Mechanic III - Transit Operations Supv - Trans Sery Parts/Data Entry Clk - Transit Body Repair Mechanic Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection - - 1,620 2,518 2,518 2,518 - - 214 1,112 1,112 1,112 - - 4,113 4,887 4,887 4,887 $ - $ - $ 5,947 $ 8,517 $ 8,517 $ 8,517 - - 511,585 521,266 532,008 542,786 - - 34,892 34,071 34,525 34,988 - - 948,620 927,455 946,005 964,926 $ - $ - $ 1,495,097 $ 1,482,792 $ 1,512,538 $ 1,542,700 * See General Fund for Transit activity prior to 2013 2012 2013 2014 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 6.00 6.00 09% City of Iowa City Activity Summary Activity: Court St Transportation Center (810240) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation Services Expenditures: Personnel Services Supplies Sub -Total Expenditures Transfers Out: Capital Project Fund Misc Transfers Out IntrFund Loan Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE M.W. I - Parking Systems Total Personnel - - 32,073 2011 2012 2013 2014 2015 2016 102,554 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 14,561 - - 157,627 149,153 150,388 Use Of Money And Property Rents - - 159,342 134,558 134,558 134,558 Parking Ramp Revenue - - 561,247 632,274 632,274 632,274 Miscellaneous Other Misc Revenue - - 2,636 - - - Total Revenues & Other Financing Sources $ - $ - $ 723,225 $ 766,832 $ 766,832 $ 766,832 Expenditures: Personnel Services Supplies Sub -Total Expenditures Transfers Out: Capital Project Fund Misc Transfers Out IntrFund Loan Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE M.W. I - Parking Systems Total Personnel - - 32,073 32,604 33,343 34,012 - - 107,478 102,554 102,770 103,247 - - 18,076 13,995 14,275 14,561 - - 157,627 149,153 150,388 151,820 270,000 - - 24,000 - - - - - 54,230 55,324 56,389 29,651 - - 78,230 325,324 56,389 29,651 $ - $ - $ 235,857 $ 474,477 $ 206,777 $ 181,471 * See General Fund for Transit activity prior to 2013 2012 2013 2014 1.00 0.50 0.50 1.00 0.50 0.50 333 PI%F1IAh%A1:1:iI: :FA I IT, 1 :10 1112 to] 0 1 C The Wastewater Treatment fund accounts for the business -like operations of the City's wastewater/sewer utility. The wastewater utility operates the City's two waste treatment plants, the sanitary sewer collection system, and the wastewater monitoring operations. The Wastewater fund is primarily supported through user fees. The wastewater operations are currently undergoing a major transformation. The City is currently expanding the South Wastewater Plant and relocating the North Wastewater Treatment Plant operations into the South Plant. The project estimate is $55.2 million, with funding of $32.5 million from state and federal grants, $13.6 million from Local Option Sales Tax revenue, $7 million in sewer revenue bonds, and $2.1 million from Wastewater user fees. This project will span several years and is scheduled for completion in FY15. Reconstruction of the North River Corridor Trunk Sewer is also 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 and is to be funded from Wastewater user fees. These two capital improvement projects will be partially paid for with a large piece of current cash balances. The fiscal year 2014 budget includes a transfer of $3.74 million for this project. The Wastewater fund's unassigned 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 approximately $11.9 million at the end of fiscal year 2012. These funds are restricted in accordance with revenue bond covenants. Unassigned 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 IFY10 FY11 I FY12 I FY13* I FY1V I ■ Cash Balance 112,615,016 112,861,879 113,546,595 111,592,127 110,162,8621 *FY13 and FY14 figures are estimated 334 FY13 year-end cash balance is estimated to drop 14.4% from FY12, and FY14 year-end balance is estimated to fall another 12.3%, as capital project expenditures continue. Bond covenant requirements are monitored on an accrual basis and reported in the City's Consolidated Annual Financial Report. Restricted cash balance is expected to decrease to $10.2 million in fiscal year 2014. SEWER FEES 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 (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 No changes are proposed in the FY14 budget to the City's sewer rate structure. Revenue: FYI Estimated - $12,995,201 1% 2% ■ Charges for Services ■ Misc Revenue ■ Use of Money & Property Approximately 97% of Wastewater operations are funded through charges for services. The FY14 budget is estimated at the FY12 levels which is lower than the FYI estimate be less than 1%. Use of Money & Property primarily consists of interest on investments. Expenditures: FYI Adopted - $10,172,004 ■ Personnel ■ Services 46% ■ Supplies ■ Capital Outlay ■ Debt Service 3% The FY14 adopted budget removes the 20% funding of the Economic Development Coordinator position from the Wastewater Division's budget. The FY14 budgeted expenditures are $1.8 million lower than the estimated FY2013 expenditures due a decrease in the 2010 revenue bond annual payment from the refunding of the 2002 revenue bonds. 0911 Cash Balance, July 1 Revenues & Other Financing Sources: Licenses And Permits Misc Permits & Lic Use Of Money And Property Interest Revenues Royalties & Commiss Charges For Fees And Services Misc Charges For Svc Wastewater Charges Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Debt Sales ') Bond Ordinance Trans Total Revenues & Other Financing Sources Expenditures City of Iowa City Wastewater Treatment (7200 - 7201) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 41,380,120 $ 24,863,582 $ 25,451,053 $ 21,810,937 $ 20,394,134 $ 22,194,746 4855 5,896 4,855 5,896 5,896 5,896 300,965 276,163 300,965 276,163 276,163 276,163 248 271 248 271 271 271 75,696 8,665 75,696 8,665 8,665 8,665 12,682,773 12, 548,976 12,682,773 12, 548,976 12, 548,976 12, 548,976 - 3,421 - 3,421 3,421 3,421 222 323 222 323 323 323 53,537 151,486 51,273 151,486 151,486 151,486 8,588 469 - - - - - - - 7,000,000 - - 6,485,896 6,488,050 4,720,725 4,736,638 4,763,163 4,732,075 $ 19,612,780 $ 19,483,720 $ 17,836,757 $ 24,731,839 $ 17,758,364 $ 17,727,276 Wastewater Administration 1,753,074 1,759,669 1,495,522 1,682,245 1,695,291 1,713,733 Wastewater Treatment Plant Ops 2,707,145 2,918,215 3,240,267 2,914,034 2,953,427 3,024,083 Wastewater Collection Systems 753,939 869,541 805,048 851,549 873,276 893,574 Wastewater Debt Service 23,014,004 6,308,000 6,411,888 4,724,176 5,172,595 5,199,964 Sub -Total Expenditures 28,228,162 11,855,425 11,952,725 10,172,004 10,694,589 10,831,354 Transfers Out: Capital Project Fund 1,394,822 529,740 4,779,639 11,240,000 500,000 500,000 'I Debt Service Funding 6,485,896 6,488,050 4,720,725 4,736,638 4,763,163 4,732,075 Operating Subsidy 20,438 23,034 23,784 - - - Sub -Total Transfers Out 7,901,156 7,040,824 9,524,148 15,976,638 5,263,163 5,232,075 Total Expenditures & Transfers Out $ 36,129,318 $ 18,896,249 $ 21,476,873 $ 26,148,642 $ 15,957,752 $ 16,063,429 Cash Balance, June 30 $ 24,863,582 $ 25,451,053 $ 21,810,937 $ 20,394,134 $ 22,194,746 $ 23,858,593 Restricted/ Committed /Assigned 12,001,703 11,904,458 10,218,810 10,231,272 9,821,840 9,353,951 Unassigned Balance $ 12,861,879 $ 13,546,595 $ 11,592,127 $ 10,162,862 $ 12,372,906 $ 14,504,642 of Expenditures 36% 72% 54% 39% 78% 90% ') Same Fund Transfers required by bond covenants 0911 VITERI I ATIVIA I AZaI:»11IT, IA0111091UA 111010K 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. Wastewater Treatment processes 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. 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. The division's budget is organized into five activities: Wastewater Administration Wastewater Administration personnel consists of 0.5 FTE Wastewater Superintendent, 1.0 FTE Assistant Superintendent, and 0.5 FTE Senior Clerk. Administration oversees the operation of: Wastewater Treatment Plant Operations The Wastewater Division operates and maintains two treatment plants. 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. Wastewater Collection Systems The Wastewater Division maintains 300 miles of sanitary sewer. The division also operates and maintains 17 lift stations throughout the City. Wastewater lift stations are facilities designed to move wastewater from lower to higher elevation, particularly where the elevation of the source is not sufficient for gravity flow and/or when the use of gravity conveyance will result in excessive excavation depths and high sewer construction costs. Wastewater Debt Service Wastewater debt service consists of principal and interest payments on wastewater revenue bonds, which are repaid with wastewater revenue. QGYA HIGHLIGHTS • The total treatment capacity for both City plants is 16.6 million gallons/day under average conditions. • Treatment Plant operations 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: • 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 carriesl5 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: Lab Technician, 2.0 FTE to 1.0 FTE 0x1:3 Upcoming Challenges: • 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. Service Level Changes for FY2014: 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. FY2012 FY2013 FY2014 Actual Actual Adopted Total 25.40 25.40 24.40 FTE's 0x1:3 Upcoming Challenges: • 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. Service Level Changes for FY2014: 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. 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 Performance Measure: Number of in-house analyses (monthly) Goal FY12 Actual FY13 Estimated FY14 Target 520 456 494 520 CBOD, TSS, NH3— Percent removal Goal FY12 Actual FY13 Estimated FY14 Target 97% 95.5% 94.8% 96% 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 Goal FYI Actual FY13 Estimated FY14 Target 0 4 6 1 4 Sewer Jetting, miles per year Goal FY12 Actual FY13 Estimated FY14 Target 50 39.13 42 45 Video Inspection, miles per year Goal FY12 Actual FY13 Estimated FY14 Target 20 15.7 17 20 0x1*: City of Iowa City Activitv Summan Activity: Wastewater Administration (720110) 2013 2014 Fund: Wastewater Treatment (7200) Division: Wastewater (720100) 1.00 0.50 0.50 Department: Public Works 0.50 0.50 0.50 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 295,450 276,163 295,450 276,163 276,163 276,163 Charges For Fees And Services Wastewater Charges 12,681,817 12,548,566 12,681,817 12,548,566 12,548,566 12,548,566 Miscellaneous Other Misc Revenue 94 - 94 - - - Other Financial Sources Sale Of Assets 8,588 429 - - - - Total Revenues & Other Financing Sources $ 12,985,949 $ 12,825,158 $ 12,977,361 $ 12,824,729 $ 12,824,729 $ 12,824,729 Expenditures: Personnel 198,011 205,669 201,807 206,456 213,396 220,302 Services 1,495,080 1,507,861 1,195,991 1,400,812 1,410,967 1,421,534 Supplies 60,158 46,139 70,224 47,477 48,428 49,397 Sub -Total Expenditures 1,753,249 1,759,669 1,495,522 1,682,245 1,695,291 1,713,733 Transfers Out: Capital Project Fund - 17,494 224,000 - - - Debt Service Funding 6,485,896 6,488,050 4,720,725 4,736,638 4,763,163 4,732,075 Operating Subsidy 20,438 23,034 23,784 - - - Sub -Total Transfers Out 6,506,334 6,528,578 4,968,509 4,736,638 4,763,163 4,732,075 Total Expenditures & Transfers Out $ 8,259,583 $ 8,288,247 $ 6,464,031 $ 6,418,883 $ 6,458,454 $ 6,445,808 Personnel Services - FTE Asst Supt- Wastewater Sr ClerkrFypist - Wastewater Wastewater Superintendent Total Personnel 2012 2013 2014 1.00 1.00 1.00 0.50 0.50 0.50 0.50 0.50 0.50 2.00 2.00 2.00 City of Iowa City Activity Summary Activity: Wastewater Treatment Plant Ops (720120) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works Revenues & Other Financing Sources: Licenses And Permits Misc Permits & Licenses Use Of Money And Property Royalties & Commissions Charges For Fees And Services Misc Charges For Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 907 - 907 - - - 248 271 248 271 271 271 75,696 8,665 75,696 8,665 8,665 8,665 - 3,421 - 3,421 3,421 3,421 192 148,496 192 148,496 148,496 148,496 $ 76,136 $ 160,853 $ 76,136 $ 160,853 $ 160,853 $ 160,853 1,283,389 1,357,737 1,429,707 1,283,019 1,325,081 1,367,862 937,915 951,714 964,509 895,618 911,440 927,579 476,675 605,464 515,128 575,397 586,906 598,642 8,332 3,300 330,923 160,000 130,000 130,000 2,706,311 2,918,215 3,240,267 2,914,034 2,953,427 3,024,083 1,890,000 - - $ 2,706,311 $ 2,918,215 $ 5,130,267 $ 2,914,034 $ 2,953,427 $ 3,024,083 Personnel Services - FTE 2012 2013 2014 Chemist 1.00 1.00 1.00 Electrician -Wastewater 1.00 1.00 1.00 Electronics Tech - Wastewater 1.00 1.00 1.00 Laboratory Technician - WW 2.00 2.00 1.00 M. W. I - Wastewater Trtmt 1.00 1.00 1.00 Maint Operator- Wastewater 3.00 3.00 3.00 M.W. II - Wastewater Trtmnt Plnt 3.00 3.00 2.00 Sr M.W. - Wastewater Plant 1.00 1.00 1.00 Sr TPO - Wastewater 1.00 1.00 1.00 TPO- Wastewater Treatment 4.00 4.00 4.00 Total Personnel 18.00 18.00 16.00 341 City of Iowa City Activity Summary Activity: Wastewater Treatment Plant Ops (720120) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works Capital Outlay Building improvements Chip Seal Roads Contracted Improvements Facility Repairs Facility Repairs & Process Equipment Landscaping N. Plant Building Maintenance N. Plant Facility Repairs North Plant Maintenance NP Instruments Upgrade/Repairs Process instruments S. Plant Facility Repairs S. Plant Maintenance SP Instruments Repair/Upgrade Total Capital Outlay a1:ra 2013 2014 - 20,000 15,000 - 115,923 15,000 - 50,000 - 15,000 5,000 5,000 5,000 - 10,000 - - 5,000 5,000 - - 50,000 75,000 - 50,000 330,923 160,000 City of Iowa City Activity Summary Activity: Wastewater Collection Systems (720140) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE M.W. III -Wastewater Collect. M.W. 11 - Wastewater Trtmnt Pint Sr M.W. -Wastewater Collection Total Personnel Capital Outlay Inflow & Infiltration Repair Lift Station Process Equip Lift Station Repair Lift Station Structure Repair Mr. Manhole Repair System Sampling Equipment Sewer Main Repair Total Capital Outlay 427,163 2011 2012 2013 2014 2015 2016 187,941 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 57,977 59,140 60,323 73,313 181,704 87,500 Licenses And Permits 107,500 107,500 753,939 869,541 805,048 851,549 Misc Permits & Licenses 3,948 5,896 3,948 5,896 5,896 5,896 Charges For Fees And Services Wastewater Charges 956 410 956 410 410 410 Miscellaneous Misc Merchandise 30 323 30 323 323 323 Other Misc Revenue 51,179 2,990 51,179 2,990 2,990 2,990 Other Financial Sources Sale Of Assets - 40 - - - - Total Revenues & Other Financing Sources $ 56,113 $ 9,659 $ 56,113 $ 9,619 $ 9,619 $ 9,619 Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE M.W. III -Wastewater Collect. M.W. 11 - Wastewater Trtmnt Pint Sr M.W. -Wastewater Collection Total Personnel Capital Outlay Inflow & Infiltration Repair Lift Station Process Equip Lift Station Repair Lift Station Structure Repair Mr. Manhole Repair System Sampling Equipment Sewer Main Repair Total Capital Outlay 427,163 444,148 440,683 493,529 511,588 528,148 198,928 187,941 203,559 192,543 195,048 197,603 54,535 55,748 73,306 57,977 59,140 60,323 73,313 181,704 87,500 107,500 107,500 107,500 753,939 869,541 805,048 851,549 873,276 893,574 1,394,822 512,246 2,665,639 4,240,000 500,000 500,000 1,394,822 512,246 2,665,639 4,240,000 500,000 500,000 $ 2,148,761 $ 1,381,787 $ 3,470,687 $ 5,091,549 $ 1,373,276 $ 1,393,574 2012 2013 2014 1.80 1.80 1.80 2.70 2.70 3.70 0.90 0.90 0.90 5.40 343 5.40 6.40 2013 2014 50,000 - 15,000 37,500 - - 15,000 20,000 - 7,500 50,000 - 87,500 107,500 City of Iowa City Activity Summary Activity: Wastewater Debt Service (720800) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works Expenditures: Other Financial Uses Revenue Bonds Principal & Interest Payments 23,014,004 6,308,000 6,411,888 4,724,176 5,172,595 5,199,964 Capital Project Funding 7,000,000 Sub -Total Expenditures 23,014,004 6,308,000 6,411,888 11,724,176 5,172,595 5,199,964 Total Expenditures & Transfers Out $ 23,014,004 $ 6,308,000 $ 6,411,888 $ 11,724,176 $ 5,172,595 $ 5,199,964 344 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 5,515 - 5,515 - - - Other Financial Sources Bond Ordinance Trans 6,485,896 6,488,050 4,720,725 4,736,638 4,763,163 4,732,075 Total Revenues & Other Financing Sources $ 6,491,411 $ 6,488,050 $ 4,726,240 $ 4,736,638 $ 4,763,163 $ 4,732,075 Expenditures: Other Financial Uses Revenue Bonds Principal & Interest Payments 23,014,004 6,308,000 6,411,888 4,724,176 5,172,595 5,199,964 Capital Project Funding 7,000,000 Sub -Total Expenditures 23,014,004 6,308,000 6,411,888 11,724,176 5,172,595 5,199,964 Total Expenditures & Transfers Out $ 23,014,004 $ 6,308,000 $ 6,411,888 $ 11,724,176 $ 5,172,595 $ 5,199,964 344 Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2013 Summary by Individual Issue Fiscal Year Principal & Outstanding June 30, 2013 Debt Paid Interest Issue / Use of Funds Amount of in Full Payments Principal Interest Total Issue kLFY2013 Obligation 2008C Sewer Revenue Refunding 24,280,000 2023 2,459,625 17,880,000 3,831,038 21,711,038 of Series 1996, 1997 and 1999 Revenue Bonds 2009A Sewer Refunding 8,660,000 2026 785,663 7,675,000 2,590,625 10,265,625 of Series 2000 Revenue Bonds 2010A Sewer Revenue Refunding 15,080,000 2021 3,166,600 9,650,000 1,608,475 11,258,475 of Series 2001 and 2002 Revenue Bonds 2014 Sewer Revenue Bonds -Proposed 7,000,000 2034 0 0 0 0 Total Sewer Revenue Bonds: —00 35,205,000 8,030,138 M all Notes due after July 1, 2016 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 2008 Sewer Revenue Refunding Capital Loan Notes Principal payable 7.1, beginning July 1, 2009; Interest payable 7.1 and 1.1, beginning January 1, 2009. These notes were issued to provide funds for refunding the outstanding Sewer Revenue Bonds Series 1996, 1997, and 1999. Payments Principal Coupon Fiscal LSaidOutstanding Beginning of Rate Fiscal Year Year Princi al Interest Total 3.25% 2014 1,735,000 724,131 2,459,131 2,459,131 17,880,000 2015 1,800,000 664,438 2,464,438 2,464,438 16,145,000 3.50% 3.75% 4.00% 2016 1,885,000 597,594 2,482,594 21482,594 14,345,000 2017 1,945,000 523,350 2,468,350 2,468,350 12,460,000 2018 2,035,000 443,750 2,478,750 2,478,750 10,515,000 4.00% 4.00% 5.00% 2019 2,095,000 361,150 2,456,150 2,456,150 8,480,000 2020 2,205,000 264,125 2,469,125 21469,125 6,385,000 2021 1,775,000 164,625 1,939,625 1,939,625 4,180,000 5.00% 5.00% 5.00% 2022 1,850,000 74,000 1,924,000 1,924,000 2,405,000 2023 555,000 13,875 568,875 568,875 555,000 Totals @ 17,880,000 3,831,038 21,711,038 21,711,038 6130✓13 Notes due after July 1, 2016 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 2009 Sewer Revenue Refunding Capital Loan Notes Principal payable 7.1, beginning July 1, 2010; Interest payable 7.1 and 1.1, beginning January 1, 2010. These notes were issued to provide funds for refunding the outstanding Sewer Revenue Bonds Series 2000. Fiscal Year Payments Paid by Sewer Revenues Principal Outstanding Beginning of Fiscal Year Coupon Rate Princi al Interest Total 3.50% 2014 450,000 335,175 785,175 785,175 7,675,000 2015 465,000 319,163 784,163 784,163 7,225,000 3.50% 4.00% 4.00% 2016 485,000 301,325 786,325 786,325 6,760,000 2017 505,000 281,525 786,525 786,525 6,275,000 2018 525,000 260,925 785,925 785,925 5,770,000 4.00% 4.50% 4.50% 2019 550,000 238,050 788,050 788,050 5,245,000 2020 575,000 212,738 787,738 787,738 4,695,000 2021 605,000 186,188 791,188 1 791,188 4,120,000 4.50% 4.50% 5.00% 2022 635,000 158,288 793,288 793,288 3,515,000 2023 665,000 127,375 792,375 792,375 2,880,000 2024 700,000 93,250 793,250 793,250 2,215,000 5.00% 5.00% 5.00% 2025 740,000 57,250 797,250 797,250 1,515,000 2026 775,000 19,375 794,375 794,375 775,000 T 675,000 2,590,625 10,265,625 10,265,625 Notes due after July 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 2010 Sewer Revenue Refunding Capital Loan Notes Principal payable 7-1, beginning July 1, 2011; Interest payable 7-1 and 1-1, beginning January 1, 2011. These notes were issued to provide funds for refunding the outstanding Sewer Revenue Bonds Series 2001 and 2002 Refunding. Fiscal Year Payments Principal Paid Outstanding Sewerr Beginning of Revenues Fiscal Year Coupon Rate Princi a 3.00% 4.00% 2014 1,065,000 359,375 1,424,375 1,424,375 9,650,000 2015 1,105,000 321,300 1,426,300 1,426,300 8,585,000 2016 1,150,000 276,200 1,426,200 1,426,200 7,480,000 4.00% 4.00% 4.00% 2017 1,175,000 229,700 1,404,700 1,404,700 6,330,000 2018 1,215,000 181,900 1,396,900 1,396,900 5,155,000 2019 1,270,000 132,200 1,402,200 1,402,200 3,940,000 4.00% 4.00% 4.00% 2020 1 1,310,000 80,600 1,390,600 1,390,600 2,670,000 2021 1,360,000 27,200 1,387,200 1,387,200 1,360,000 T Notes due after July 1, 2018 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call X0.3 Sewer Revenue Bonds - Summary Debt Repayment Schedule Fiscal Year Principal iInterest Payments Total Paid by Sewer Revenue Principal Outstanding Beginning of Fiscal Year 2014 3,250,000 1,418,681 4,668,681 4,668,681 35,205,000 2015 3,370,000 1,304,900 4,674,900 4,674,900 31,955,000 2016 3,520,000 1,175,119 4,695,119 4,695,119 28,585,000 2017 3,625,000 1,034,575 4,659,575 4,659,575 25,065,000 2018 3,775,000 886,575 4,661,575 4,661,575 21,440,000 2019 3,915,000 731,400 4,646,400 4,646,400 17,665,000 2020 4,090,000 557,463 4,647,463 4,647,463 13,750,000 2021 3,740,000 378,013 4,118,013 4,118,013 9,660,000 2022 2,485,000 232,288 2,717,288 2,717,288 5,920,000 2023 1,220,000 141,250 1,361,250 1,361,250 3,435,000 2024 700,000 93,250 793,250 793,250 2,215,000 2025 740,000 57,250 797,250 797,250 1,515,000 2026 775,000 19,375 794,375 794,375 775,000 Totals @ 06/30/13 35,205,000 8,0 43,235,138 43,235,138 7* NVIAIAM1I10111] The Water enterprise fund accounts the City's water utility operations including the operation of a water production plant, water storage facilities, water distribution system, water meter reading, and water quality monitoring. The business -like fund is primarily supported through user fees. The Water fund's cash balance at the close of FY12 was approximately $8.7 million. Though user fees are currently sufficient to cover annual operating costs, they are insufficient to cover debt service and capital project expenditures. 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, however, $600,000 is budgeted to transfer to the capital projects fund for the annual water main replacement program. Unassigned 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 FY12i.i ■Cash Balance $12,072,309 $10,065,355 $8,733754 *FY13 and FY14 figures are estimates. FY13 year-end unassigned cash balance is estimated to fall 37.6% compared to FY12. FY14 cash balance is expected to decrease another 9.4%. The Water fund will have an estimated $3.86 million in restricted cash at the end of FY1 3 for revenue bond covenants Revenue: The Water Division is funded by water user fees, per the following schedule: Minimum 5/8 (residential) $6.41 3/4 $7.00 1 $8.26 1 % $16.47 2 $22.14 3 $40.91 4 $71.37 6 $143.61 Minimum Usage Rates First 100/mo. MMC (by meter size) 101-3,000/mo. $2.99/100 cu. ft. 3,001 and over $2.151100 cu. ft. First 100/mo. I MMC Over 101/mo. $2.99/100 cu. ft. There are no user fee changes scheduled for fiscal year 2014. 31.-10 Revenue: FY14 Estimated - $8,386,021 Z% 0% ■ Charges for Fees & Services ■ Use of Money & Property ■ Misc Revenue Approximately 98% of Water operations are funded through charges for services. The estimated change in revenues from FY13 to FY14 is a 0.3% increase. Use of Money & Property primarily consists of interest on investments. 351 Expenditures: FY14 Adopted -$7,930,586 ■ Personnel ■ Services ■ Supplies ■ Capital Outlay ■ Debt Service 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. City of Iowa City Water (7300 - 7301) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 16,147,654 $ 14,268,644 $ 17,950,722 $ 9,280,891 $ 8,792,001 $ 8,425,063 Revenues & Other Financing Sources: 1,234,179 1,319,931 1,152,826 1,169,368 1,181,134 1,193,283 Use Of Money And Property 2,003,682 1,846,513 2,151,012 2,137,662 2,102,856 2,091,709 Interest Revenues 141,174 567,240 141,174 147,967 147,967 147,967 Rents 650 - 650 - - - Royalties & Commiss 790 846 790 846 846 846 Intergovernmental 2,011,972 2,061,497 7,477,856 1,985,039 1,989,611 1,987,314 Fed Intergovnt Rev 26,319 2,849 - - - - Disaster Assistance - 317 - - - - Charges For Fees And Services 1,790,265 567,560 2,848,027 600,000 700,000 600,000 Water Charges 8,031,704 8,225,837 8,184,531 8,225,837 8,225,837 8,225,837 Miscellaneous 745,009 1,770,465 738,147 344,325 333,225 317,125 Printed Materials 30 16 30 - - - Misc Merchandise 29,043 5,135 29,043 5,135 5,135 5,135 Intra -City Charges - 4,000 - 4,000 4,000 4,000 Other Misc Revenue 7,500 2,236 7,500 2,236 2,236 2,236 Other Financial Sources Debt Sales - 4,989,908 - - - - Sale OfAssets - 729 - - - - ') Bond Ordinance Trans 2,082,551 2,085,268 2,090,443 2,010,316 2,008,716 2,010,716 Total Revenues & Other Financing Sources $ 10,319,761 $ 15,884,381 $ 10,454,161 $ 10,396,337 $ 10,394,737 $ 10,396,737 Expenditures Water Administration 1,234,179 1,319,931 1,152,826 1,169,368 1,181,134 1,193,283 Water Treatment Plant Ops 2,003,682 1,846,513 2,151,012 2,137,662 2,102,856 2,091,709 Water Distribution System 1,118,935 1,248,509 1,356,548 1,361,944 1,339,560 1,360,059 Water Customer Service 1,124,819 1,207,553 1,223,474 1,203,857 1,032,469 1,051,785 Water Public Relations 66,922 71,973 61,875 72,716 74,104 75,495 Water Debt Service 2,011,972 2,061,497 7,477,856 1,985,039 1,989,611 1,987,314 Sub -Total Expenditures 7,560,509 7,755,976 13,423,591 7,930,586 7,719,734 7,759,645 Transfers Out: Capital Project Fund 1,790,265 567,560 2,848,027 600,000 700,000 600,000 'Debt Service Funding 2,082,550 2,085,268 2,090,443 2,010,316 2,008,716 2,010,716 GO Bond Abatement 745,009 1,770,465 738,147 344,325 333,225 317,125 Operating Subsidy 20,438 23,034 23,784 - - - Sub -Total Transfers Out 4,638,262 4,446,327 5,700,401 2,954,641 3,041,941 2,927,841 Total Expenditures & Transfers Out $ 12,198,771 $ 12,202,303 $ 19,123,992 $ 10,885,227 $ 10,761,675 $ 10,687,486 Cash Balance, June 30 $ 14,268,644 $ 17,950,722 $ 9,280,891 $ 8,792,001 $ 8,425,063 $ 8,134,314 Restricted / Committed /Assigned 4,203,289 9,216,968 3,832,716 3,857,993 3,877,098 3,900,500 Unassigned Balance $ 10,065,355 $ 8,733,754 $ 5,448,175 $ 4,934,008 $ 4,547,965 $ 4,233,814 % of Expenditures 83% 72% 28% 45% 42% 40% ' Same Fund Transfers required by bond covenants 014% Ih%AIAZKOIUAMA1[0]06y 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. 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. 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. The division's budget is organized into five activities: Water Administration Water Administration personnel consists of the Water Superintendent and Assistant Superintendent. Administration oversees the operation of: Water Treatment Plant Operations Iowa City's state-of-the-art water treatment facility, located at 80 Stephen Atkins Drive, has a 16.7 million gallon per day capacity. Water Distribution System The division operates and maintains 263 miles of water main and appurtenances that date back to 1882. In FY12, in-house staff replaced 3,000 ft. of water main in the distribution system. Customer Service Nearly 26,000 service accounts are billed monthly. The division recently created a 'critical customer' list for emergency communication during main breaks or planned shut downs. Public Information/Education The Water Division creates and delivers the Consumer Confidence Report to all customers and updates the industrial water quality report for review on the City's website. The division also generates informative inserts for the customers' water bills. Water Debt Service Water debt service consists of principal and interest payments on water revenue bonds, which are repaid with water revenue. 353 HIGHLIGHTS • 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. • 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 • 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%. • 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. • The Automatic Meter Reading (AMR) program progressed to 85% with in-house staff with the goal to complete the majority of meters by FY15. Recent Accomplishments • Division Head completed Chairmanship of the Iowa Section —American Water Works Association 0AWWA) • Customer Service Coordinator received the 'Customer Service Hero Award' at the Customer Service Conference — IAWWA • MW III — Water Distribution received national honor for entry in 'Gimmicks and Gadgets' competition. • MW III — Water Customer Service completed IAWWA Leadership Institute. Staffing: Maintenance operator from 4.0 FTE to 3.0 FTE 354 Upcoming Challenges • Transition to distribution infrastructure appurtenance predictive and preventative repair and/or replacement. Hydrants, valves, and system needs will be evaluated to address the aging infrastructure components. • Succession planning for critical Division positions. • Effectively and efficiently manage the change process associated with the City's new software platforms • Planning and implementation of pressure zones as the City water system continues to grow. Service Level Changes for FY2014: • 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. FY2012 FY2013 FY2014 Actual Actual Adopted Total FTE's 32.75 32.75 31.75 354 Upcoming Challenges • Transition to distribution infrastructure appurtenance predictive and preventative repair and/or replacement. Hydrants, valves, and system needs will be evaluated to address the aging infrastructure components. • Succession planning for critical Division positions. • Effectively and efficiently manage the change process associated with the City's new software platforms • Planning and implementation of pressure zones as the City water system continues to grow. Service Level Changes for FY2014: • 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. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Economic & Community Development Department Goal: Ensure the water distribution system delivers high quality water in 1989.3 2008.2 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 Actual FY11 Actual FY12 Actual 10 Year Average 2,054.6 1989.3 2008.2 2,050.7 New water main (feet) FY10 Actual FY11 Actual FY12 Actual Subdivisions 10,513 2,627 5,745 Projects 150 0 4,823 Water main replaced (feet) FY10 Actual FY11 Actual FY12 Actual 10 Year Average 6,627 3,393 3,807 5,189 Miles of main FY09 Actual FY10 Actual FY11 Actual FY12 Actual 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 Goal FY12 Actual FY13 Estimate FY14 Estimate 832 832 832 832 01-1.7 Main breaks FY10 Actual FY11 Actual FY12 Actual 10 Year Average 39 56 57 63 Service work orders FY10 Actual FY11 Actual FY12 Actual 10 Year Average 4,357 3,691 5,441 4,855 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 Actual FY11 Actual FY12 Actual 10 Year Average 13.4% 11.0% 8.3% 8.8% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of hydrants Neighborhood Stabilization Maintain Insurance Services Office (ISO) rating to maintain high level of service and safety for property owners and residents in Iowa City Ensure reliable water supplies for public safety purposes FYI Actual FY11 Actual FY12 Actual 3,223 3,240 3,316 Number of hydrants flushed FY10 Actual FY11 Actual FY12 Actual 3,878 3,899 4,000 01-11 City of Iowa City Activitv Summan Activity: Water Administration (730110) Fund: Water (7300) Division: Water (730100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Use Or Money And Property Interest Revenues 138,013 567,240 138,013 147,967 147,967 147,967 Royalties & Commiss 790 846 790 846 846 846 Charges For Fees And Services Water Charges 7,695,498 7,805,858 7,848,325 7,805,858 7,805,858 7,805,858 Miscellaneous Printed Materials 30 16 30 - - - Intra -City Charges - 4,000 - 4,000 4,000 4,000 Other Misc Revenue 1,500 494 1,500 494 494 494 Other Financial Sources Sale Or Assets - 729 - - - - Total Revenues & Other Financing Sources $ 7,835,831 $ 8,379,183 $ 7,988,658 $ 7,959,165 $ 7,959,165 $ 7,959,165 Expenditures: Personnel 213,678 238,090 235,583 241,000 245,919 250,955 Services 1,011,456 1,074,857 909,617 924,138 930,901 937,928 Supplies 9,045 4,717 7,626 4,230 4,314 4,400 Capital Outlay - 2,267 - - - - Sub -Total Expenditures 1,234,179 1,319,931 1,152,826 1,169,368 1,181,134 1,193,283 Transfers Out: Capital Project Fund 11,265 38,939 146,223 - - - Debt Service Funding 2,082,550 2,085,268 2,090,443 2,010,316 2,008,716 2,010,716 GO Bond Abatement 745,009 1,770,465 738,147 344,325 333,225 317,125 Operating Subsidy 20,438 23,034 23,784 - - - Sub -Total Transfers Out 2,859,262 3,917,706 2,998,597 2,354,641 2,341,941 2,327,841 Total Expenditures & Transfers Out $ 4,093,441 $ 5,237,637 $ 4,151,423 $ 3,524,009 $ 3,523,075 $ 3,521,124 Personnel Services - FTE Asst Supt- Water Water Superintendent Total Personnel 2012 2013 2014 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 City of Iowa City Activity Summary Activity: Water Treatment Plant Ops (730120) Fund: Water (7300) Division: Water (730100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues &Other Financing Sources: Miscellaneous Other Misc Revenue 6,000 1,742 6,000 1,742 1,742 1,742 Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE Laboratory Technician -Water Maintenance Operator - Water M.W. I -Water Plant Sr. M.W. Water Plant Sr. T.P.O. -Water T. P.O. - Water Total Personnel $ 6,000 $ 1,742 $ 6,000 $ 1,742 $ 1,742 $ 1,742 786,240 847,317 906,832 900,551 914,946 931,075 723,904 671,238 757,242 719,030 732,141 745,511 379,403 325,315 409,391 384,445 392,133 399,977 114,135 2,643 77,547 133,636 63,636 15,146 2,003,682 1,846,513 2,151,012 2,137,662 2,102,856 2,091,709 51,254 7,910 (100,000) - - - 51,254 7,910 (100,000) - - - $ 2,054,936 $ 1,854,423 $ 2,051,012 $ 2,137,662 $ 2,102,856 $ 2,091,709 Capital Outlay Catalyst Exhaust Converter Drought Mitigation Projects Exhaust Catalyst for Generator Liquivision-Reservoir inspection/clean Replace 2 Turbidimeters and Controllers Replace 2 Variable Frequency Drives Silurian Well #1 Turbidimeter & Controller Var. Frequency Drive Replacements Total Capital Outlay 2012 2013 2014 0.50 0.50 0.50 4.00 4.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 11.50 11.50 10.50 01-17 2013 2014 35,000 - - 20,000 - 53,000 - 8,490 - 5,146 - 40,000 - 7,000 2,547 - 40,000 - 77,547 133,636 City of Iowa City Activity Summary Activity: Water Distribution System (730130) Fund: Water (7300) Division: Water (730100) Department: Public Works Expenditures Personnel 2011 2012 2013 2014 2015 2016 Services Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 178,914 179,872 248,612 200,320 204,323 208,408 Use Of Money And Property 156,975 208,362 215,000 217,500 175,000 175,000 Rents 650 - 650 - - - Intergovernmental Fed Intergovnt Rev 26,319 2,849 - - - 600,000 Disaster Assistance - 317 - - - - Charges For Fees And Services $ 2,846,681 $ 1,769,220 $ 4,158,352 $ 1,961,944 $ 2,039,560 $ 1,960,059 Water Charges 24,873 80,239 24,873 80,239 80,239 80,239 Miscellaneous 4.00 4.00 4.00 Misc Merchandise 10,902 4,384 10,902 4,384 4,384 4,384 Total Revenues &Other Financing 1.00 1.00 1.00 Sources $ 62,744 $ 87,789 $ 36,425 $ 84,623 $ 84,623 $ 84,623 Expenditures Personnel 599,355 676,380 703,570 728,590 742,570 756,805 Services 183,691 183,895 189,366 215,534 217,667 219,846 Supplies 178,914 179,872 248,612 200,320 204,323 208,408 Capital Outlay 156,975 208,362 215,000 217,500 175,000 175,000 Sub -Total Expenditures 1,118,935 1,248,509 1,356,548 1,361,944 1,339,560 1,360,059 Transfers Out: Capital Project Fund 1,727,746 520,711 2,801,804 600,000 700,000 600,000 Sub -Total Transfers Out 1,727,746 520,711 2,801,804 600,000 700,000 600,000 Total Expenditures & Transfers Out $ 2,846,681 $ 1,769,220 $ 4,158,352 $ 1,961,944 $ 2,039,560 $ 1,960,059 Personnel Services - FTE 2012 2013 2014 M. W. II -Water Distribution 4.00 4.00 4.00 M. W. III - Water Distribution 2.00 2.00 2.00 Sr. M.W. - Water Distribution 1.00 1.00 1.00 Utilities Technician -Water 1.00 1.00 1.00 Total Personnel 8.00 8.00 8.00 Capital Outlay 2013 2014 1 -Ton Dump Truck 25,000 - Contracts Concrete Replacement 190,000 - Water main repairs -contracted improvemnt - 217,500 Total Capital Outlay 215,000 217,500 ON.] City of Iowa City Activity Summary Activity: Water Customer Service (730140) Fund: Water (7300) Division: Water (730100) Department: Public Works Revenues & Other Financing Sources: Charges For Fees And Services Water Charges Miscellaneous Misc Merchandise Total Revenues &Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE Building Inspector Customer Service Coord M. W. 11 - Water Service M. W. III - Water Service M.W. I - Meter Reader M.W. I -Water Customer Service Water Services Clerk Total Personnel Capital Outlay MRX920 WtrMtrReading Other Operating Equipment Radio read devices Water Meters Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 311,333 339,740 311,333 339,740 339,740 339,740 18,141 751 18,141 751 751 751 $ 329,474 $ 340,491 $ 329,474 $ 340,491 $ 340,491 $ 340,491 695,669 757,364 754,222 778,044 798,079 815,513 144,023 128,038 151,240 118,953 120,527 122,132 16,620 12,380 18,550 13,590 13,863 14,140 268,507 309,771 299,462 293,270 100,000 100,000 $ 1,124,819 $ 1,207,553 $ 1,223,474 $ 1,203,857 $ 1,032,469 $ 1,051,785 2012 2013 2014 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 1.75 1.75 1.75 10.75 10.75 10.75 2013 2014 8,462 - 104,000 - - 105,500 187,000 187,770 299,462 293,270 ads] City of Iowa City Activity Summary Activity: Water Public Relations (730150) Fund: Water (7300) Division: Water (730100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Total Revenues & Other Financing Sources Expenditures: Personnel 45,079 40,582 39,441 40,810 41,611 42,402 Services 21,457 30,522 22,069 30,800 31,376 31,963 Supplies 386 869 365 1,106 1,117 1,130 Total Expenditures & Transfers Out $ 66,922 $ 71,973 $ 61,875 $ 72,716 $ 74,104 $ 75,495 Personnel Services - FTE Public Info/Ed Coord - Pub Wks Total Personnel 2012 2013 2014 0.50 0.50 0.50 0.50 0.50 0.50 Activity: Water Debt Service (730800) Fund: Water (7300) Division: Water (730100) Department: Public Works Expenditures Services - 88 - 92 94 96 Other Financial Uses Revenue Bonds Principal & Interest Payments 2,011,972 2,061,409 7,477,856 1,984,947 1,989,517 1,987,218 Total Expenditures & Transfers Out $ 2,011,972 $ 2,061,497 $ 7,477,856 $ 1,985,039 $ 1,989,611 $ 1,987,314 0.1 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 3,161 - 3,161 - - - Other Financial Sources Debt Sales - 4,989,908 - - - - Bond Ordinance Trans 2,082,551 2,085,268 2,090,443 2,010,316 2,008,716 2,010,716 Total Revenues & Other Financing Sources $ 2,085,712 $ 7,075,176 $ 2,093,604 $ 2,010,316 $ 2,008,716 $ 2,010,716 Expenditures Services - 88 - 92 94 96 Other Financial Uses Revenue Bonds Principal & Interest Payments 2,011,972 2,061,409 7,477,856 1,984,947 1,989,517 1,987,218 Total Expenditures & Transfers Out $ 2,011,972 $ 2,061,497 $ 7,477,856 $ 1,985,039 $ 1,989,611 $ 1,987,314 0.1 Water Revenue Bonds Outstanding Debt Obligation at June 30, 2013 Summary by Individual Issue Fiscal Year Principal & Outstanding June 30, 2013 Interest Total Amount of Debt Paid Payments Issue / Use of Funds..j in Full Principal Interest IssueFY2013 Obligation 2008 / Refunding 1999B Capital Loan 7,115,000 2025 605,094 5,700,000 1,526,938 7,226,938 Notes 2009 Water Revenue Refunding of Series 2000 Revenue Bonds 9,750,000 2026 847,938 8,430,000 2,608,731 11,038,731 2012C Water Revenue Refunding of Series 2002 Revenue Bonds 4,950,000 2023 531,915 4,950,000 472,705 5,422,705 0 l -Water Revenue Bonds 1,984,946 19,080,000 4,608,374 23,688,374 a.% 2008 Water Revenue Refunding Capital Loan Notes Principal payable 7.1, beginning July 1, 2009; Interest payable 7.1 and 1.1, beginning January 1, 2009. These notes were issued to provide funds to current refund outstanding Water Revenue Bonds Series 1999B. Fiscal Year Princi al Payments Interest Paid from Water Revenues Principal Outstanding Beginning of Fiscal Year Coupon Rate 3.250% 2014 385,000 220,094 605,094 605,094 5,700,000 2015 1 395,000 206,925 601,925 601,925 5,315,000 3.500% 3.500% 3.750% 2016 410,000 192,838 602,838 602,838 4,920,000 2017 425,000 177,694 602,694 602,694 4,510,000 2018 445,000 160,825 605,825 605,825 4,085,000 4.000% 4.000% 4.000% 2019 460,000 142,725 602,725 602,725 3,640,000 2020 475,000 124,025 599,025 599,025 3,180,000 2021 495,000 104,625 599,625 599,625 2,705,000 4.000% 4.125% 4.250% 2022 515,000 84,103 599,103 599,103 2,210,000 2023 540,000 62,006 602,006 602,006 1,695,000 2024 565,000 38,172 603,172 603,172 1,155,000 4.375% 4.375% 2025 590,000 12,906 602,906 602,906 590,000 5,700,000 1,526,938 7,226,938 7,226,938 Notes due after July 1, 2016 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 0w 2009 Water Revenue Refunding Capital Loan Notes Principal payable 7-1, beginning July 1, 2010; Interest payable 7-1 and 1-1, beginning January 1, 2010. These notes were issued to provide funds to current refund outstanding Water Revenue Bonds Series 2000. JEPayments Interest in 6. Paid by Water Revenues Principal Outstanding Beginning of Fiscal Year Coupon Rate 4.000% 2014 500,000 347,938 847,938 847,938 8,430,000 2015 520,000 327,538 847,538 847,538 7,930,000 4.000% 4.000% 4.000% 2016 540,000 306,338 846,338 846,338 7,410,000 2017 560,000 284,338 844,338 844,338 6,870,000 2018 585,000 261,438 846,438 846,438 6,310,000 4.000% 4.000% 4.000% 2019 610,000 237,538 847,538 847,538 5,725,000 2020 635,000 212,638 847,638 847,638 5,115,000 2021 665,000 185,806 850,806 850,806 4,480,000 4.250% 4.500% 4.500% 2022 695,000 156,038 851,038 851,038 3,815,000 2023 725,000 124,088 849,088 849,088 3,120,000 2024 760,000 90,675 850,675 850,675 2,395,000 4.500% 4.500% 4.500% 2025 800,00055,575 855,575 855,575 1,635,000 2026 835,000 18,788 853,788 853,788 835,000 Tot"' � 06/30(1 8,430,000 2,608,731 11,038,731 11,038,731 Notes due after July 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 2012 Water Revenue Refunding Bond Principal payable 7.1, beginning July 1, 2013; Interest payable 7.1 and 1.1, beginning January 1, 2013. This bond was issued for the purpose of the current refunding of $5,015,000 of the 2002 Water Revenue Bonds. Fiscal Year Princi Payments Paid by Water Revenues Principal Outstanding Beginning of Fiscal Year Coupon Rate y1nteeTotal2014 1.500% 1.500% 450,000 531,915 531,915 4,950,000 2015 465,000 540,053 540,053 4,500,000 2016 470,000 538,040 538,040 4,035,000 1.500% 1.500% 1.500% 2017 480,000 60,915 1 540,915 540,915 3,565,000 2018 490,000 53,640 543,640 543,640 3,085,000 2019 495,000 46,253 541,253 541,253 2,595,000 1.500% 2.000% 2.000% 2020 510,000 37,440 547,440 547,440 2,100,000 2021 520,000 27,140 547,140 547,140 1,590,000 2022 530,000 16,640 546,640 546,640 1 1,070,000 1 2.000% 2.100% 2023 1 540,000 5,670 545,670 545,670 540,000 T 4,950,000 472,705 5,422,705 5,422,705 Notes due after July 1, 2020 are subject to call on said date or any date thereafter Upon terms of par plus accrued interest to date of call 0*1 01- Water Revenue Bonds - Summary Debt Repayment Schedule by Fiscal Year Payments Principal Principal Interest Paid by Water Revenue Outstanding Beginning of Fiscal Year 2014 1,335,000 649,946 1,984,946 1,984,946 19,080,000 2015 1,380,000 609,515 1,989,515 1,989,515 17,745,000 2016 1,420,000 567,215 1,987,215 1,987,215 16,365,000 2017 1,465,000 522,946 1,987,946 1,987,946 14,945,000 2018 1,520,000 475,903 1,995,903 1,995,903 13,480,000 2019 1,565,000 426,515 1,991,515 1,991,515 11,960,000 2020 1,620,000 374,103 1,994,103 1,994,103 10,395,000 2021 1,680,000 317,571 1,997,571 1,997,571 8,775,000 2022 1,740,000 256,781 1,996,781 1,996,781 7,095,000 2023 1,805,000 191,764 1,996,764 1,996,764 5,355,000 2024 1,325,000 128,847 1,453,847 1,453,847 3,550,000 2025 1,390,000 68,481 1,458,481 1,458,481 2,225,000 2026 835,000 18,788 853,788 853,788 835,000 o a s 9 06/30/13 19,080,000 23,688,374 23,688,374 01- INAZI M619144x01111M21111121U] The Refuse Collection enterprise fund accounts for the activities of the City's curbside pickup program for household waste, yard waste, bulky items, and appliances. The Refuse Collection fund is operated as a business and is primarily supported by user fees. The Refuse Collection unassigned fund balance on June 30, 2012 was approximately $487,000, a 5.6% increase. $0 FY10 FY11 FY12 FY13* FY14* ■Cash balance $309,697 $461,736 $487,466 $276,823 $301,910 Revenue: The Refuse Collection operation is funded by user fees. The following schedule presents current user fees and the adopted FY14 fees. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. The FY14 schedule includes fee increases for bulky item pickup and yard waste bags and stickers. FY13 unassigned cash Unassigned Cash Balance Solid Waste (Garbage & Recycling) $11.40 min balance is estimated to $600,000 decrease by 43.2% compared $500,000 to FY12 primarily due to $20.00 capital outlay expenditures. $400,000 FY14 cash balance is projected to increase 12.1 %. $300,000 $12.50 $200,000 The Refuse Collection fund $6.00 has no restricted or assigned $100,000 cash balances. $0 FY10 FY11 FY12 FY13* FY14* ■Cash balance $309,697 $461,736 $487,466 $276,823 $301,910 Revenue: The Refuse Collection operation is funded by user fees. The following schedule presents current user fees and the adopted FY14 fees. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. The FY14 schedule includes fee increases for bulky item pickup and yard waste bags and stickers. 011-1 Current FY14 Adopted 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 Per bag $1.00 $1.25 Annual sticker $20.00 $25.00 011-1 Revenue: FY14 Estimated -$2,984,915 0% ■ Charges for Services ■ General Use Permits ■ Interest on Investments Refuse charges for services fund nearly 100% of refuse collection operations. General use permits and interest on investments comprise less than 0.2% of Refuse Collection estimated revenue. Fiscal year 2014 revenue is estimated at 1 % higher than fiscal year 2013 revenue. 01-V Expenditures: FY14 Adopted - $2,959,828 ■ Personnel ■ Services ■ Supplies ■ Capital Outlay The FY14 adopted budget represents a 4.8% decrease from FY13 estimated expenditures. The reduction is predominantly from decreases in capital outlay funding in the Refuse Operations and the reduction of one FTE overall. City of Iowa City Refuse Collection (7400) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 309,692 $ 461,736 $ 487,466 $ 276,823 $ 301,910 $ 308,361 Revenues & Other Financing Sources: Licenses And Permits General Use Permits Use Of Money And Property Interest Revenues Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Refuse Administration Refuse Operations Yard Waste Collection Curbside Recycling Collection White Goods/Bulky Collection Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures 3,696 4,150 3,696 4,150 4,150 4,150 615 661 615 661 661 661 2,895,030 2,953,846 2,949,384 2,980,104 2,980,104 2,980,104 144 29 144 - - $ 2,899,485 $ 2,958,686 $ 2,953,839 $ 2,984,915 $ 2,984,915 $ 2,984,915 484,281 509,411 533,990 518,582 524,957 531,498 1,153, 522 1,266, 536 1,390,022 1,321,132 1,312,852 1,334,397 321,686 338,974 445,253 220,638 224,018 227,475 625,208 633,688 615,992 705,323 717,035 729,268 162,744 184,347 123,225 194,153 199,602 203,762 2,747,441 2,932,956 3,108,482 2,959,828 2,978,464 3,026,400 - - 56,000 - - - - - 56,000 - - - $ 2,747,441 $ 2,932,956 $ 3,164,482 $ 2,959,828 $ 2,978,464 $ 3,026,400 $ 461,736 $ 487,466 $ 276,823 $ 301,910 $ 308,361 $ 266,876 $ 461,736 $ 487,466 $ 276,823 $ 301,910 $ 308,361 $ 266,876 17% 17% 9% 10% 10% 9% NAAIMM619144x01111M0K91UAM 111M0K Iowa City's refuse collection 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. 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. The Refuse Collection budget is organized into five activities: Refuse Collection Administration Refuse Collection Administration personnel consists of 0.35 FTE Streets/Solid Waste Superintendent, an Assistant Superintendent, and a Solid Waste Clerk. Administration oversees the operation of: Refuse Collection Operations The city is divided into 5 sectors for garbage pickup. Visit www.icgov.org or call (319)- 356-5180 for pickup schedules. 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. Yard Waste Collection Yard waste such as grass, leaves and garden residue can be bagged in special Iowa City yard waste bags imprinted with the City logo. The bags are available for purchase at participating Iowa City grocery, hardware and general merchandise stores, and at the Iowa City City Hall Cashier (410 E. Washington St.). Residents may also purchase annual yard waste stickers. This sticker is to be placed on a container no larger than 35 gallons that you supply. These stickers are effective beginning April 1 and are valid for one year. Curbside Recycling Collection A recycling container is provided for each single-family residence, and each unit of multiple dwelling of 4 units or fewer. White Goods/Bulky Items Customers may call the Solid Waste Division (319) 356-5180 to schedule special item collection; additional fees apply. Items available for pickup include furniture, electronics, appliances, and tires. Usable furniture in good condition may also be donated to Habitat for Humanity's Furniture Project, which provides good, used furniture to households in need while diverting material from the landfill. M11 HIGHLIGHTS In fiscal year 2012 Refuse Collection handled: 9.048 tons of refuse 1,639 tons of yard waste 1,528 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 Recent Accomplishments: • In 2012 the City's third fully automated truck was purchased and put into service, allowing the reduction of one FTE, accomplished through attrition. • Customers have fewer sorting requirements for recyclables than in the past; bags are no longer required. 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 Upcoming Challenges: • Communicate/implement recommendations from the 2012 recycling pilot program for multifamily complexes/condos. Staffing: Refuse Maintenance Worker I from 7.0 FTE to 6.0 FTE 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. 371 FY2012 Actual FY2013 Actual FY2014 Adopted Total FTE's 20.35 20.35 19.35 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. 371 Performance Measures: Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: 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 Actual FY09 Actual FY10 Actual FY11 Actual FY12 Actual 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: 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 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 FY10 Actual FY11 Actual FY12 Actual Bulk items 71 34 53 Appliances 15 10 9 Electronics 9 10 9 Tires 17 38 14 Deer 23 10 20 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 MA FY10 Actual FY11 Actual FY12 Actual Bulk items 36 53 63 Appliances 3 9 12 Electronics 2 12 6 Tires 0 9 0 MA City of Iowa City Activitv Summan MI LIV ILy. RCI UJV MU I III I I MLIQLIVI I k YV I IV/ 213,718 215,682 FU11V. RCIUJV NUIIVLLIVII tIYVV) Division: Refuse Collection (740100) 285,391 294,933 Department: Public Works 295,455 297,305 299,212 487 760 2011 2012 2013 2014 2015 2016 509,411 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Use Or Money And Property Interest Revenues 615 661 615 661 661 661 Charges For Fees And Services Refuse Charges 175 175 175 175 175 175 Miscellaneous Other Misc Revenue 34 - 34 - - - Other Financial Sources Total Revenues & Other Financing Sources $ 824 $ 836 $ 824 $ 836 $ 836 $ 836 Expenditures: Personnel Services Supplies Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE Asst Supt Streets/Solid Waste Clerk/Typist - Solid Waste Supt Streets/Solid Waste Total Personnel 198,403 213,718 215,682 222,336 226,845 231,463 285,391 294,933 317,782 295,455 297,305 299,212 487 760 526 791 807 823 484,281 509,411 533,990 518,582 524,957 531,498 - - - 56,000 - - - $ 484,281 $ 509,411 $ 589,990 $ 518,582 $ 524,957 $ 531,498 2012 2013 2014 1.00 1.00 1.00 1.00 1.00 1.00 0.35 0.35 0.35 2.35 2.35 2.35 373 City of Iowa City Activity Summary Activity: Refuse Operations (740120) Fund: Refuse Collection (7400) Division: Refuse Collection (740100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Licenses And Permits General Use Permits Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE M.W. I - Refuse M.W. II - Refuse M. W. III - Refuse Total Personnel Capital Outlay 500 Refuse Carts Prior Yr Encumbrance Refuse carts and lids Total Capital Outlay 3696 4,150 3,696 4,150 4,150 4,150 2,029,857 2,023,519 2,070,325 2,027,420 2,027,420 2,027,420 110 29 110 - - - $ 2,033,663 $ 2,027,698 $ 2,074,131 $ 2,031,570 $ 2,031,570 $ 2,031,570 441,607 487,832 518,474 556,240 575,342 591,670 704,676 710,962 745,128 724,635 729,597 734,656 7,239 6,497 7,820 7,757 7,913 8,071 - 61,245 118,600 32,500 - - $ 1,153,522 $ 1,266,536 $ 1,390,022 $ 1,321,132 $ 1,312,852 $ 1,334,397 2012 2013 2014 4.00 4.00 3.00 4.00 4.00 4.00 - - 1.00 8.00 8.00 8.00 2013 2014 27,500 - 91,100 - - 32,500 118,600 32,500 374 City of Iowa City Activity Summary Activity: Yard Waste Collection (740130) Fund: Refuse Collection (7400) Division: Refuse Collection (740100) Department: Public Works Revenues & Other Financing Sources: Charges For Fees And Services Refuse Charges Total Revenues &Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures & Transfers Out Personnel Services - FTE M.W. I - Refuse M.W. II - Refuse M. W. III - Refuse Total Personnel Capital Outlay 200 Yard Waste Carts Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 131,389 130,124 131,389 145,264 145,264 $ 131,389 $ 130,124 $ 131,389 $ 145,264 $ 145,264 $ 145,264 216,274 67,966 37,446 - 233,672 75,065 30,237 - 324,296 71,014 40,443 9,500 108,073 78,545 34,020 - 109,519 79,799 34,700 - 111,003 81,078 35,394 - $ 321,686 $ 338,974 $ 445,253 $ 220,638 $ 224,018 $ 227,475 2012 2013 2014 2.00 2.00 1.00 1.00 1.00 - 1.00 1.00 - 4.00 4.00 1.00 2013 2014 MR 9,500 City of Iowa City Activity Summary Activity: Curbside Recycling Collection (740140) Fund: Refuse Collection (7400) Division: Refuse Collection (740100) Department: Public Works Revenues & Other Financing Sources: Charges For Fees And Services Refuse Charges Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE M.W. 11 - Refuse Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 705,261 771,445 719,147 771,445 771,445 771,445 $ 705,261 $ 771,445 $ 719,147 $ 771,445 $ 771,445 $ 771,445 374,249 401,583 355,741 450,729 459,828 469,397 213,790 232,105 220,109 238,544 240,836 243,173 37,169 - 40,142 16,050 16,371 16,698 $ 625,208 $ 633,688 $ 615,992 $ 705,323 $ 717,035 $ 729,268 2012 2013 2014 5.00 5.00 6.00 5.00 5.00 6.00 Activity: White Goods/Bulky Collection (740150) Fund: Refuse Collection (7400) Division: Refuse Collection (740100) Department: Public Works Revenues & Other Financing Sources: Charges For Fees And Services Refuse Charges Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE M.W. I - Refuse Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 28,348 28,583 28,348 35,800 35,800 35,800 $ 28,348 $ 28,583 $ 28,348 $ 35,800 $ 35,800 $ 35,800 110,374 129,978 69,469 138,307 143,228 146,849 52,270 54,369 53,648 55,846 56,374 56,913 100 - 108 - - - $ 162,744 $ 184,347 $ 123,225 $ 194,153 $ 199,602 $ 203,762 2012 2013 2014 1.00 1.00 2.00 1.00 1.00 2.00 M1 Iwe1ki111aI1011111ki111 The Landfill enterprise fund accounts for the business -like operations of the City's municipal landfill and recycling operations. The Landfill fund is primarily supported user fees. The Landfill fund's total cash balance on June 30, 2012 was $22.3 million, a 7.5% decline from the FY2011 year-end cash balance. On May 26, 2012, a cell in the municipal landfill caught fire and destroyed a disposal cell. The fire was not extinguished until June 10, 2012. Reconstruction of the cell with new fire protection measures will take place in 2013 at an estimated cost of $4,000,000. As a result of the fire, the Landfill fund called many of its inter - fund loans in order to generate funds to complete the necessary repairs. This incident will cause the Landfill cash balance to continue to decline in fiscal years 2012 and 2013. Of the $22.3 million, $15.56 million is restricted in use per Iowa State code for site closure, post closure, and environmental protection costs at the end of FY12. Total 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* ■Total Cash Balance $29,535,389 $24,169,947 $22,343,555 $21,613,866 $21,929,213 *FY13 and FY14 figures are estimates State law requires landfill fund balance restrictions as follows: FY14 projected cash balance is a 1.1% increase over the FY13 estimated year- end cash balance as the fund starts to recover from the incident. • 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 provide for the future 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. • 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. The Landfill has estimated restricted fund balances of $16.5 million at the end of FY13. M&A The Landfill fund has several outstanding interfund loans. Over the past two years, the Landfill has called most of its interfund loans, however, the following loans remain outstanding at the end of fiscal year 2013: A Hangar #3436-560300 2030 353,619.82 28,698.26 14,820.99 """Pa' Rates Corp. Hangar #37330 6/30/2000 723,439.83 2034 506,037.76 36,000.00 Acquis. Loan Final Outstanding I Total 64,698.26 30,868.80 Loan Date Amount Payment Asof6/30/13 Payment Principal Interest Transit Fund: $10 Costs associated with processing wood waste into mulch continue to Transit- Court St. Daycare 6/30/2005 400,000.00 2015 141,362.60 57,648.00 55,323.81 2,324.19 Total Transit $5 $10 141,362.60 57,648.00 55,323.81 2,324.19 A Hangar #3436-560300 2030 353,619.82 28,698.26 14,820.99 13,877.27 Rates Corp. Hangar #37330 6/30/2000 723,439.83 2034 506,037.76 36,000.00 16,047.81 19,952.19 Unchanged in more than Total Airport 859,657.58 64,698.26 30,868.80 33,829.46 $1 Total interfund loans 1,001,020.18 122,346.26 86,192.61 36,153.65 Wood chip mulch (per ton) 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 Ib. increment over 140 Fiscal year 2014 fee changes: M1.3 FY13 FY14 Rates Rates 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 TV or monitor (>_ 18", $10 $15 charges have not 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. M1.3 Revenue: FY14 Estimated -$5,521,838 4% 1% ■ Landfill & Refuse Charges for Services ■ Use of Money & Property ■ Misc Revenue Landfill charges ($4,778,585) and Refuse charges ($484,454) comprise approximately 95% of the landfill's revenue. Total revenues are estimated to decrease by 5.7% from FY13 to FY14 partly due to the City's own recycling efforts. erg: Expenditures: FY14 Adopted - $4,792,684 3% 3% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay FY14 budgeted expenditures represent a slight decrease from the FY13 amended budget (0.47%). The Landfill fund FY14 budget includes a $500,000 transfer to the Capital Projects fund for Hebl Road improvements. Cash Balance, July 1 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Rents Intergovernmental Other State Grants Charges For Fees And Services Refuse Charges Landfill Charges Miscellaneous Contrib & Donations Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Interfund Loans Total Revenues & Other Financing Sources Expenditures: Landfill Administration Landfill Operations Hazardous Waste - Public Education Solid Waste Surcharge Reserve Sub -Total Expenditures Transfers Out: Capital Project Funding Interfund Loan Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures City of Iowa City Landfill (7500 - 7504) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 28,845,573 $ 24,169,947 $ 22,343,555 $ 21,613,866 $ 21,929,213 $ 22,729,838 207,297 170,245 207,297 170,245 170,245 170,245 26,531 40,711 46,500 40,711 40,711 40,711 5,221 10,425 - - - - 452,116 433,607 452,116 484,454 484,454 484,454 5,083,840 4,778,585 5,083,840 4,778,585 4,778,585 4,778,585 700 250 - - - - 21,216 23,105 21,216 23,105 23,105 23,105 48,680 25,059 47,605 24,738 24,738 24,738 206 6,660 - - - - 878,129 1,410,603 2,984,650 86,193 88,516 63,001 $ 6,723,936 $ 6,899,250 $ 8,843,224 $ 5,608,031 $ 5,610,354 $ 5,584,839 918,778 739,412 967,404 894,623 902,317 909,925 3,455,701 3,480,925 3,779,782 3,796,509 3,804,463 3,878,329 88 2,675 - 2,782 2,838 2,895 86,979 87,800 68,021 98,770 100,111 101,431 4,461,546 4,310,812 4,815,207 4,792,684 4,809,729 4,892,580 6,728,838 3,532,608 4,757,706 500,000 - - 209,178 882,222 - - - - 6,938,016 4,414,830 4,757,706 500,000 - - $ 11,399,562 $ 8,725,642 $ 9,572,913 $ 5,292,684 $ 4,809,729 $ 4,892,580 $ 24,169,947 $ 22,343,555 $ 21,613,866 $ 21,929,213 $ 22,729,838 $ 23,422,097 14,660,572 15,560,790 16,477,265 17,363,266 18,247,926 19,131,266 $ 9,509,375 $ 6,782,765 $ 5,136,601 $ 4,565,947 $ 4,481,912 $ 4,290,831 83% 78% 54% 86% 93% 88% 0.111 we10U]a14Si1UAMA11010 R1 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. 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 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. The Landfill's budget is organized into five activities: Landfill Administration Landfill Administration personnel consists of 0.50 FTE Wastewater/Landfill Superintendent, 1.0 FTE Assistant Superintendent, and 0.50 FTE Senior Clerk. Administration oversees the operation of: Landfill Operations The landfill takes in about 125,000 tons of trash and collects hundreds of groundwater and stormwater samples to evaluate environmental compliance annually. The landfill has been at its current location at 3900 Hebl Avenue 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. In an effort to meet the State of Iowa's waste reduction goals, Iowa City has implemented garbage and recycling programs to encourage waste reduction. These programs are designed to promote recycling and re -use of materials rather than disposal of these materials into the City's landfill. Landfill Assurance Reserves for Closure and Post -Closure Assurance Reserves account for state -mandated set -asides for costs associated with closing the landfill and ongoing maintenance of the closed landfill site in accordance with Iowa Department of Natural Resources environmental requirements. MY, Solid Waste Surcharge Reserve This activity accounts for the portion of user fees required by state law to be set aside for environmental protection, waste reduction, and recycling programs. • 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 recycling programs continue to expand: o Five drop-off sites collect about 500 tons of materials annually. o Rummage in the Ramp diverts about 25 tons of waste each year, supporting around 30 local non-profit groups with the proceeds. o 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 staff has completed a City wide sustainability assessment, providing a bench mark for future policy decisions and actions. Staffing: 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. Service Level Changes for FY2014: 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. FY2012 FY2013 FY2014 Actual Actual Adopted Total FTE's 17.50 17.50 16.50 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. Service Level Changes for FY2014: 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. 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 Performance Measure: Decrease tons of waste landfilled Goal FY12 Actual FY13 Estimated FY14 Target 100,000 117,000 115,000 110,000 Increase organics (food waste) for composting Goal FY12 Actual FY13 Estimated FY14 Target 500 103 195 250 Increase dropsite recycling tons Goal FY12 Actual FY13 Estimated FY14 Target 750 550 575 600 Strategic Plan Goal: Department Goal: Department Objective: Objective Timeframe 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 Performance Measure: Built out landfill cell capacity Goal FY12 Actual FY13 Estimated FY14 Target 20 years 23 years 5 years 14 years *Note: capacity was lost during the 2012 fire Identify landfill gas end use Goal FY12 Actual FY13 Estimated FY14 Target 20 years 1 year 1 year 20 years 0.191 Strategic Plan Goal: Department Goal: Department Objective: Economic and Community Development Provide framework forsustainable resource utilization policy and actions Adopt guiding principles for continuous improvement Mrll FY13 Performance Measure: Goal FY12 Actual FY14 Target Estimated 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 "Data Assessment "Goal Plan' community Collection" Report" Setting" Mrll City of Iowa City Activity Summary Activity: Landfill Administration (750110) Fund: Landfill (7500) Division: Landfill (750100) Department: Public Works Revenues & Other Financing Sources: Use Or Money And Property Interest Revenues Miscellaneous Other Misc Revenue Other Financial Sources Sale Or Assets Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE Assist Supt - Landfill Sr Clerk/Typist - Wastewater Wastewater Superintendent Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 33,278 16,640 33,278 16,640 16,640 16,640 - 665 - 665 665 665 $ 33,278 $ 23,965 $ 33,278 $ 17,305 $ 17,305 $ 17,305 179,649 177,081 187,681 195,471 200,652 205,649 737,040 560,520 767,466 698,153 700,646 703,237 2,089 1,811 12,257 999 1,019 1,039 918,778 739,412 967,404 894,623 902,317 909,925 - 11,628 - - - - $ 918,778 $ 751,040 $ 967,404 $ 894,623 $ 902,317 $ 909,925 2012 2013 2014 1.00 1.00 1.00 0.50 0.50 0.50 0.50 0.50 0.50 0-V 2.00 2.00 2.00 City of Iowa City Activity Summary Activity: Landfill Operations (750120) Fund: Landfill (7500) Division: Landfill (750100) Department: Public Works Expenditures Personnel 2011 2012 2013 2014 2015 2016 Services Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 123,802 160,260 144,424 158,879 162,059 165,301 Use Of Money And Property 30,721 38,879 195,000 165,000 120,000 140,000 Interest Revenues 6,142 9,870 6,142 9,870 9,870 9,870 Rents 26,531 40,711 46,500 40,711 40,711 40,711 Intergovernmental 1.00 Total Personnel 14.75 14.75 13.75 Other State Grants 5221 10,425 - - - - Charges For Fees And Services Refuse Charges 452,116 433,607 452,116 484,454 484,454 484,454 Landfill Charges 4,099,344 3,793,814 4,099,344 3,793,814 3,793,814 3,793,814 Miscellaneous Contrib & Donations 700 250 - - - - MiscMerchandise 21,216 23,105 21,216 23,105 23,105 23,105 Other Misc Revenue 48,680 24,394 47,605 24,073 24,073 24,073 Total Revenues &Other Financing Sources $ 4,659,950 $ 4,336,176 $ 4,672,923 $ 4,376,027 $ 4,376,027 $ 4,376,027 Expenditures Personnel 944,475 983,076 1,212,143 1,157,070 1,183,770 1,210,859 Services 2,356,703 2,298,710 2,228,215 2,315,560 2,338,634 2,362,169 Supplies 123,802 160,260 144,424 158,879 162,059 165,301 Capital Outlay 30,721 38,879 195,000 165,000 120,000 140,000 Total Expenditures & Transfers Out $ 3,455,701 $ 3,480,925 $ 3,779,782 $ 3,796,509 $ 3,804,463 $ 3,878,329 Personnel Services - FTE 2012 2013 2014 Environmental Coord/Landfill 1.00 1.00 1.00 Landfill Operator 6.00 6.00 5.00 M.W. I - Landfill 1.00 1.00 - M.W. 11 - Eastside Recycling - - 1.00 M.W. III - Landfill 2.00 2.00 2.00 Recycle Clerk - Landfill 1.00 1.00 1.00 Recycling Coordinator 0.25 0.25 0.25 Scalehouse Operator 1.50 1.50 1.50 Sr. Engineer 1.00 1.00 1.00 Sr. M.W. - Landfill 1.00 1.00 1.00 Total Personnel 14.75 14.75 13.75 0.11 City of Iowa City Activity Summary Activity: Landfill Operations (750120) Fund: Landfill (7500) Division: Landfill (750100) Department: Public Works Capital Outlay Chip Seal Contracted Improvements Contracted Improvements - Recycle Area Facility Equipment Repairs Facility Improvements Groundwater Monitoring HHW Management Programs Landfill shops Landscaping Monitoring Instruments Mower & Blower - Grounds Maintenance Non -Contracted Improvements Other Operating Equipment Perimeter Fencing Roll off containers Total Capital Outlay 2013 2014 25,000 - - 115,000 5,000 - 5,000 - 10,000 10,000 30,000 - 5,000 30,000 - 5,000 5,000 15,000 10,000 20,000 - 5,000 5,000 - 5,000 25,000 - 15,000 15,000 195,000 165,000 Activity: Hazardous Waste - Public Education (750130) Fund: Landfill (7500) Division: Landfill (750100) Department: Public Works Revenues & Other Financing Sources: Total Revenues & Other Financing Sources Expenditures: Services Supplies Total Expenditures & Transfers Out 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 17 2,200 - 2,288 2,334 2,381 71 475 - 494 504 514 $ 88 $ 2,675 $ - $ 2,782 $ 2,838 $ 2,895 03A City of Iowa City Activity Summary Activity: Solid Waste Surcharge Reserve (750230) Fund: Landfill (7500) Division: Landfill (750100) Department: Public Works Revenues & Other Financing Sources: Charges For Fees And Services Landfill Charges Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Recycling Coordinator Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 185,147 176,213 185,147 176,213 176,213 176,213 $ 185,147 $ 176,213 $ 185,147 $ 176,213 $ 176,213 $ 176,213 47,762 53,036 59,118 39,217 34,482 8,903 - 282 - 60,823 62,105 63,365 37,654 37,707 37,761 293 299 305 $ 86,979 $ 87,800 $ 68,021 $ 98,770 $ 100,111 $ 101,431 2012 2013 2014 0.75 0.75 0.75 0.75 0.75 0.75 0.1.3 FilIN101:42to] 011] The Airport fund accounts for the operations of the municipal airport operations. The Airport is management like a business -like operation, however, is subsidized by the City's General fund. The Airport fund's cash balance on June 30, 2012 was $676,370, 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. A portion of this balance was used to repay existing loans for capital improvements. ■Cash Balance $287,676 $580,651 $676,370 $238,239 $255,316 *FY13 and FY14 figures are estimates 70% of airport land sale proceeds were 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 principal in addition to scheduled principal and interest payments. Year-end cash balance is expected to drop as a result of these accelerated loan repayments. At June 30, 2013, the Airport fund still had outstanding interfund loans with the Landfill fund. A summary of the outstanding loans is as follows: Loan UlHangar #3436-560300 Corp. Hangar #37330 Total Interfund Loans Principal Total Outstandina Pvmt Interest 353,619.82 28,698.26 14,820.99 13,877.27 506,037.76 36,000.00 16,047.81 19,952.19 859.657.58 64.698.26 30.868.80 33.829.46 The Airport fund had no restricted cash balances at June 30, 2013. MR] Unassigned Cash Balance $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 FY10 FY11 FY12 FY13* FY14* ■Cash Balance $287,676 $580,651 $676,370 $238,239 $255,316 *FY13 and FY14 figures are estimates 70% of airport land sale proceeds were 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 principal in addition to scheduled principal and interest payments. Year-end cash balance is expected to drop as a result of these accelerated loan repayments. At June 30, 2013, the Airport fund still had outstanding interfund loans with the Landfill fund. A summary of the outstanding loans is as follows: Loan UlHangar #3436-560300 Corp. Hangar #37330 Total Interfund Loans Principal Total Outstandina Pvmt Interest 353,619.82 28,698.26 14,820.99 13,877.27 506,037.76 36,000.00 16,047.81 19,952.19 859.657.58 64.698.26 30.868.80 33.829.46 The Airport fund had no restricted cash balances at June 30, 2013. MR] Revenue: FY14 Estimated - $319,319 0% ■ Rents ■ Interest Revenue ■ Royalties & Commissions 92% of the Airport fund is supported through rentals of airport property. In addition to the revenue presented in the above chart, the general fund will provide a subsidy to the Airport. General fund property tax support for the Airport is budgeted to drop 28% in FY14 from $100,000 to $72,342. «n: Expenditures: FY14 Adopted - $343,715 2% ■ Personnel ■ Services Supplies ■ Capital Outlay In the FY14 adopted budget, support for 10% of the Economic Development Coordinator position has been removed from the airport's budget. This position will be funded entirely from the General fund without airport assistance. The reduced the airport's operating budget by $11,892. Cash Balance, July 1 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Rents Royalties & Commiss Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Transfer In from General Fund - Subsidy Total Revenues & Other Financing Sources Expenditures: Airport Operations Sub -Total Expenditures City of Iowa City Airport (7600) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection S 286,364 $ 580,651 $ 676,370 $ 238,239 $ 255,316 $ 266,336 1,170 1,314 1,170 1,314 1,314 1,314 276,226 282,023 276,226 293,757 293,757 293,757 17,028 24,248 17,028 24,248 24,248 24,248 - 3,156 - - - - 376,500 400,747 336,936 - - - 100,000 100,000 100,000 72,342 72,342 72,342 $ 770,924 $ 811,488 $ 731,360 $ 391,661 $ 391,661 $ 391,661 350,676 330,776 335,651 343,715 348,514 347,547 350,676 330,776 335,651 343,715 348,514 347,547 Transfers Out: Capital Project Fund 73,425 49,594 539,266 - - - OperatingSubsidy-General Fund 10,219 11,517 11,892 - - - InterFund Loan FY14 Repay Principal -Landfill 42,317 323,882 282,682 30,869 32,127 33,350 Sub -Total Transfers Out 125,961 384,993 833,840 30,869 32,127 33,350 Total Expenditures & Transfers Out Cash Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 476,637 $ 715,769 $ 1,169,491 $ 374,584 $ 380,641 $ 380,897 $ 580,651 $ 676,370 $ 238,239 $ 255,316 $ 266,336 $ 277,100 $ 580,651 $ 676,370 $ 238,239 $ 255,316 $ 266,336 $ 277,100 122% 94% 20% 68% 70% 73% «>i UINlilaWi]UARA1[0]061 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. The Iowa City Airport Commission is a five member commission of Iowa City residents. The Airport Commission duties are as follows: 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. 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. ORN 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. Staffing: 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 FY12 Actual FY2012 Actual FY2013 Actual FY2014 Adopted Total FTE's 1 1.75 1.0 1.0 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 FY12 Actual FY13 Estimated FY14 Budget $400,000 $336,936 $0 Outstanding loan principal FY12 Actual FY13 Estimated FY14 Budget $1,138,898 $866,074 $827,599 Interfund loan repayments (includes interest payments) FY12 Actual FY13 Estimated FY14 Budget $323,882 $281,687 $45,832 Note: 70% of land sale revenue is directed to interfund loan repayments Hangar rental revenue Goal FY12 Actual FY13 Estimated FY14 Budget $250,000 $238,266 $235,283 $250,000 «x3 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 Goal FY12 Actual FY13 Estimated FY14 Budget Jet Fuel Sold 187 153,525 150,000 170,000 170,000 Gallons Av Gas Sold 70,988 70,000 70,000 70,000 Gallons Total 224,513 220,000 240,000 240,000 Gallons Based aircraft (number of hangar spaces) FY12 Actual FY13 Estimated FY14 Budget 84 84 187 SERTOMA Pancake Breakfast Fly -In Attendees FY12 Actual FY13 Estimated FY14 Goal 2500 1000" 13500 *FY13 attendance dropped due to inclement weather. 01`11! City of Iowa City Activity Summary Activity: Airport Operations (850110) Fund: Airport (7600) Division: Airport Operations (850100) Department: Airport Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Rents Royalties & Commiss Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Transfer In from General Fund - Subsidy Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Capital Project Fund Operating Subsidy InterFund Loan Repay Landfill Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE Airport Operations Specialist M.W. I - Airport Total Personnel Capital Outlay Cleanup/Improvements Life Cycle Rehabilitation Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 1,170 1,314 1,170 1,314 1,314 1,314 276,226 282,023 276,226 293,757 293,757 293,757 17,028 24,248 17,028 24,248 24,248 24,248 - 3,156 - - - - 376,500 400,747 336,936 - - - 100,000 100,000 100,000 72,342 72,342 72,342 $ 770,924 $ 811,488 $ 731,360 $ 391,661 $ 391,661 $ 391,661 42,320 47,181 63,008 67,483 70,107 71,681 269,113 242,040 245,986 230,447 232,506 229,847 5,748 7,718 6,657 5,785 5,901 6,019 33,495 33,837 20,000 40,000 40,000 40,000 350,676 330,776 335,651 343,715 348,514 347,547 - 2,048 4,620 - - - 10,219 11,517 11,892 - - - 42,317 323,882 282,682 30,869 32,127 33,350 52,536 337,447 299,194 30,869 32,127 33,350 $ 403,212 $ 668,223 $ 634,845 $ 374,584 $ 380,641 $ 380,897 2012 2013 2014 WX 0.75 1.00 1.00 1.00 - - 1.75 1.00 1.00 2013 2014 20,000 20,000 40,000 1,.1to] : MRViTIAIA M►viP_1kiFMAMIAki1112111kiU] The Storm Water Management enterprise fund accounts for the activities of the City's stormwater utility. The Storm Water Management fund's cash balance on June 30, 2012 was $742,906, 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 hFY1OFY11jFY12 FY13* FY14* ■Cash Balance $1,303,355 $664,830 $742,906 $639,178 $1,041,8 *FY13 and FY14 figures are estimates FY14 Estimated -$1,201,860 0%0% ■ Charges for Services ■ Interest Revenue ■ Misc Revenue Nearly 100% of the Storm Water fund's operations are funded through storm water utility charges. Interest on investments and miscellaneous revenue comprise less than 0.2% of Stormwater revenue. Annual rate increases were recommended for FY12-FY14. In FY14, the Equivalent Residential Unit (ERU) increases from $3.00/month to $3.50/month. Incorporating recommended fee changes, the FY14 revenue is projected to increase 26.3%. 0141 FY13 cash balance is estimated to fall 14.0% over the previous year. FY14 projected cash balance represents a 63% increase over the FY13 estimated year-end balance. This is due to budgeted increases in the storm water utility charges and a decrease in the capital improvement fund transfer. FY14 Adopted - $799,200 ■ personnel 30% ■ Services ■ Supplies ° 0 ■Capital Outlay FY14 adopted expenditures represent a 9.2% increase from FY13 estimated expenditures. The increase is primarily attributed to increases in intra -city chargebacks, temporary employee expenditures, and increases in technical & engineering services. FY14 capital outlay includes $200,000 for storm sewer maintenance projects and $40,000 for the drain tile program. City of Iowa City Storm Water Management (7700) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 1,303,356 $ 664,830 $ 742,906 $ 639,178 $ 1,041,838 $ 1,437,535 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Charges For Fees And Services Storm Water Charges Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Storm Water Operations Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out 1,914 630,966 1,231 1,914 1,231 1,231 1,231 785,450 950,000 1,200,000 1,212,000 1,224,120 629 629 629 629 $ 632,880 $ 787,310 $ 951,914 $ 1,201,860 $ 1,213,860 $ 1,225,980 715,969 605,146 731,702 799,200 818,163 837,664 715,969 605,146 731,702 799,200 818,163 837,664 555,437 104,088 323,940 - - - 555,437 104,088 323,940 - - - Total Expenditures & Transfers Out $ 1,271,406 $ 709,234 $ 1,055,642 $ 799,200 $ 818,163 $ 837,664 Cash Balance, June 30 $ 664,830 $ 742,906 $ 639,178 $ 1,041,838 $ 1,437,535 $ 1,825,851 Restricted / Committed /Assigned - - - - - - Unassigned Balance $ 664,830 $ 742,906 $ 639,178 $ 1,041,838 $ 1,437,535 $ 1,825,851 % of Expenditures 52% 105% 61% 130% 176% 218% «n �3to] :lIT, lh%AIA:A IT, lel0/ArlA IT, I A 0 11101 U A RA 11010 R1 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. 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 National Pollutant Discharge Elimination System (NPDES) is a federal program that regulates storm water discharge into waterways. To comply with the federal requirements, the City of Iowa City received a permit to discharge storm water and develop programs to reduce the discharge of pollutants carried by storm water into our local waterways. The local Stormwater Management Program is administered by the Engineering Division of the Public Works Department. Revenue to support its mission is derived from monthly stormwater utility fees collected from local residents and businesses. HIGHLIGHTS Volunteers logged 3,300 hours of service to clean up the City's watersheds, waterways, wetlands, prairies, and other natural spaces in 2012 The Iowa River Clean -Up drew 56 volunteers. Their efforts removed 8.6 tons of garbage from the river, including 188 tires and 1,850 pounds of metal, all of which were recycled. Staffing: «ia FY2012 Actual FY2013 Actual FY2014 Adopted Total FTE's 2.10 2.10 2.10 «ia City of Iowa City Activitv Summan Division: Storm Water (770100) Department: Public Works Revenues & Other Financing Sources: Use Or Money And Property Interest Revenues Charges For Fees And Services Storm Water Charges Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Personnel Services - FTE M.W. III -Wastewater Collection Mw 11 -Wastewater Treatment Plant Public Info/Ed Coord - Public Works Sr. Engineer Sr. M.W. -Wastewater Collection Total Personnel Capital Outlay Storm Sewer Maintenance Sump Pump Discharge Tiles Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 1,914 1,231 1,914 1,231 630,966 785,450 950,000 1,200,000 1,231 1,231 1,212,000 1,224,120 - 629 - 629 629 629 $ 632,880 $ 787,310 $ 951,914 $ 1,201,860 $ 1,213,860 $ 1,225,980 181,112 208,503 236,031 263,871 269,054 274,133 147,153 256,999 256,943 292,492 294,236 296,020 8,158 2,118 3,728 2,837 2,873 2,911 379,546 137,526 235,000 240,000 252,000 264,600 715,969 605,146 731,702 799,200 818,163 837,664 56,000 - - 56,000 - - - $ 715,969 $ 605,146 $ 787,702 $ 799,200 $ 818,163 $ 837,664 2012 2013 2014 0.20 0.20 0.20 0.30 0.30 0.30 0.50 0.50 0.50 1.00 1.00 1.00 0.10 0.10 0.10 2.10 2.10 2.10 i:1*F] 2013 2014 200,000 200,000 35,000 40,000 235,000 240,000 1:16MI]1-MLlIIII IA1xK0]IT, IIT, [0►I[Will IIs] ►6y10►111, The Broadband Telecommunications enterprise fund accounts for the City's cable television administration and the City's media production unit. The fund's activities are primarily supported by City franchise fees collected by the City's primary cable television operator, Mediacom. The fund also accounts for the equipment replacement activities of the media production unit. The Broadband Telecommunications fund's total cash balance on June 30, 2012 was just under $1.6 million, a 5.9% increase over the previous year. Total Cash Balance $1,700,000 $1,650,000 $1,600,000 $1,550,000 $1,500,000 $1,450,000 $1,400,000 $1,350,000 $1,300,000 $1,250,000 FY10 FYll FY12 FY13* FY14* ■Cash Balance $1,408,470 $1,507,873 $1,597,031 $1,642,123 $1,614,672 *FY13 and FY14 figures are estimates. Revenue: FY14 Estimated - $841,569 of A& ■ Franchise Fees ■ Interest Revenue 1 100% FY14 projected revenue represents a 2.9% increase over FY13 estimated revenue. 99.6% 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. aonl FY13 year-end total cash balance is estimated to be a 2.8% increase over FY12. FY14 projected balance is expected to decrease 1.7%. The Broadband Tele- communications fund estimates $231,059 in restricted cash balances at the end of FY13 for Public Access Television and for equipment replacement. FY14 Adopted - $814,020 2%1% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay FY14 adopted expenditures are a 13.5% increase from FY13 estimated expenditures. This is primarily due to an increase in internal service charges. City of Iowa City Broadband Telecommunications (7800) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 1,412,714 $ 1,507,873 $ 1,597,031 $ 1,642,123 $ 1,614,672 $ 1,573,443 Revenues & Other Financing Sources: Licenses And Permits 658,491 679,691 707,276 803,020 821,678 838,041 Franchise Fees 804,200 820,285 814,200 838,468 838,468 838,468 Use Of Money And Property 658,491 679,691 717,476 814,020 827,798 844,283 Interest Revenues 3,251 3,101 3,251 3,101 3,101 3,101 Miscellaneous 55,000 55,000 55,000 55,000 55,000 55,000 Other Misc Revenue 117 131 117 - - - Other Financial Sources 80,000 80,000 66,500 80,000 80,000 80,000 Sale Of Assets 1,082 332 - - - - Transfer Into Equip Reserve from Oper. 25,000 25,000 11,500 25,000 25,000 25,000 Total Revenues &Other Financing 200,524 229,759 231,059 245,059 263,939 282,697 Sources $ 833,650 $ 848,849 $ 829,068 $ 866,569 $ 866,569 $ 866,569 Expenditures: Cable Administration 658,491 679,691 707,276 803,020 821,678 838,041 Cable Reserves - - 10,200 11,000 6,120 6,242 Sub -Total Expenditures 658,491 679,691 717,476 814,020 827,798 844,283 Transfers Out: Operating Subsidy -General Fund 55,000 55,000 55,000 55,000 55,000 55,000 Misc Transfers Out - to Equip Reserve 25,000 25,000 11,500 25,000 25,000 25,000 Sub -Total Transfers Out 80,000 80,000 66,500 80,000 80,000 80,000 Total Expenditures & Transfers Out $ 738,491 $ 759,691 $ 783,976 $ 894,020 $ 907,798 $ 924,283 Cash Balance, June 30 $ 1,507,873 $ 1,597,031 $ 1,642,123 $ 1,614,672 $ 1,573,443 $ 1,515,729 Restricted / Committed /Assigned 200,524 229,759 231,059 245,059 263,939 282,697 Unassigned Balance $ 1,307,349 $ 1,367,272 $ 1,411,064 $ 1,369,613 $ 1,309,504 $ 1,233,032 % of Expenditures 177% 180% 180% 153% 144% 133% :1 [By, ISM -.14:0 1 A MAN N 1070K91UA A 111M 001 The mission of the Iowa City Cable Division (also known as Broadband Telecommunications) 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. The division's budget is organized into two activities, Administration and Reserves. Cable TV Administration 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 monitors changes in Federal and State laws and regulations and relevant legal decisions related to cable television. broadband or telecommunications The division 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. The division also schedules programming on City Channel 4, operates cable Channel 5, an interactive service providing local video programming on demand, and manages Channel 4's web presence including streaming video. Cable TV's annual budget includes transfers to an equipment replacement reserve that is used to purchase equipment and supplies, including computer hardware and software. Staffing: sora FY2012 Actual FY2013 Actual FY2014 Adopted Total FTE's 1 6.63 6.63 6.63 sora City of Iowa City Activity Summary Activity: Cable Administration (210510) Division: Cable (210500) 448,394 511,644 Fund: Broadband Telecommunications (7800) Department: City Manager 537,236 2011 2012 2013 2014 2015 2016 161,352 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 18,107 8,580 8,733 8,890 Capital Outlay Licenses And Permits - - - - - Franchise Fees 804,200 820,285 814,200 838,468 838,468 838,468 Use Or Money And Property Transfers Out: Interest Revenues 3,251 3,101 3,251 3,101 3,101 3,101 Miscellaneous Programming 55,000 55,000 Other Misc Revenue 117 131 117 - - - Other Financial Sources 11,500 25,000 25,000 25,000 Sub -Total Transfers Out Sale Or Assets 1,082 332 - - - - Total Revenues & Other Financing Sources $ 808,650 $ 823,849 $ 817,568 $ 841,569 $ 841,569 $ 841,569 Expenditures Personnel 448,394 511,644 527,817 537,236 554,417 572,317 Services 148,050 157,368 161,352 257,204 258,528 256,834 Supplies 11,719 10,679 18,107 8,580 8,733 8,890 Capital Outlay 50,328 - - - - - Sub -Total Expenditures 658,491 679,691 707,276 803,020 821,678 838,041 Transfers Out: Operating Subsidy- Iowa City Library Programming 55,000 55,000 55,000 55,000 55,000 55,000 Misc Transfers Out - To Repl Reserve 25,000 25,000 11,500 25,000 25,000 25,000 Sub -Total Transfers Out 80,000 80,000 66,500 80,000 80,000 80,000 Total Expenditures & Transfers Out $ 738,491 $ 759,691 $ 773,776 $ 883,020 $ 901,678 $ 918,041 Personnel Services - FTE Cable Production Coordinator Cable T.V. Administrator Clerical Assistant - Cable T.V. Communications Tech - Cable Community Programmer Custodian - Govt Bldgs Government Programmer- Cable Media Production Service Coordinator Production Asst - Cable T.V. Special Projects Asst -Cable Total Personnel 2012 2013 2014 1.00 - - 1.00 1.00 1.00 0.75 0.75 0.75 1.00 1.00 1.00 1.00 1.00 - 0.13 0.13 0.13 - 1.00 1.00 - - 1.00 1.00 1.00 1.00 0.75 0.75 0.75 6.63 6.63 6.63 H*] 1911by I Wd 111 U] The Housing Authority enterprise fund accounts for the public housing programs operated by the Iowa City Housing Authority (ICHA) including the rental assistance programs and the City - owned public housing units. These programs are primarily funded through Federal funds from the U.S. Department of Housing and Urban Development (HUD). The Housing Authority fund's total cash balance on June 30, 2012 was approximately $6.8 million, a 6.7% decrease from FY11 year-end cash balance. Total Cash Balance $7,400,000 *FY13 and FY14 figures are estimates Revenues: FYI Estimated - $7,967,126 ■ Federal 3% ■ Rents ■ Interest Revenue ■ Royalties & Commissions ■ Local Agreements ■ Misc Revenue HUD allocations account for approximately 97% of ICHA revenue. ICHA is projected to receive $7.68 million in federal funding through HUD in FY14. This is a 1.6% increase from FY13. :1111 FY13 estimated year-end cash balance is a 6.5% increase over FY12; FY14 projected balance is less than a 1 % increase over FY13 estimated balance. At the end of FY13, an estimated $3.15 million in fund balance will be restricted for Housing Authority operations; subsidy payments to landlords; maintenance and development of Public Housing units; and, development of affordable homeownership opportunities. Expenditures: FYI Adopted - $7,922,279 0% 1% ■ Personnel ■ Services Supplies 40 ■ Capital Outlay FY14 adopted budget expenditures represent a 7% increase over FY13 estimated expenditures. This increase is primarily due to an increase in the Housing Voucher program expenditures. Cash Balance, July 1 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Local 28E Agreements Miscellaneous Other Misc Revenue Other Financial Sources Loan Repayments Sale Of Assets Misc Transfers In Total Revenues & Other Financing Sources Expenditures: Voucher Program Public Housing Program Sub -Total Expenditures Transfers Out City of Iowa City Housing Authority (7900) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection $ 6,655,300 $ 7,282,481 $ 6,793,632 $ 7,234,633 $ 7,281,577 $ 7,270,084 16,536 16,492 16,536 16,492 16,492 16,492 210,973 208,255 210,973 208,001 208,001 208,001 35,292 20,545 35,292 20,545 20,545 20,545 7,479,382 6,765,226 7,565,886 7,684,859 7,684,859 7,684,859 - 1,350 - 1,350 1,350 1,350 105,174 91,733 14,215 35,879 35,879 35,879 76,529 20,016 46,086 46,086 46,086 46,086 - 211,658 - - - - 80,314 37,747 - - - - $ 8,004,200 $ 7,373,022 $ 7,888,988 $ 8,013,212 $ 8,013,212 $ 8,013,212 6,902,414 7,287,896 7,029,127 7,514,936 7,666,142 7,816,087 401,605 530,975 375,860 407,343 314,574 321,446 7,304,019 7,818,871 7,404,987 7,922,279 7,980,716 8,137,533 Operating Subsidy - PILOT Gen Fund 18,000 18,000 18,000 18,414 18,414 18,414 Misc Transfers Out - Director Reimb 55,000 25,000 25,000 25,575 25,575 25,575 Sub -Total Transfers Out 73,000 43,000 43,000 43,989 43,989 43,989 Total Expenditures & Transfers Out $ 7,377,019 $ 7,861,871 $ 7,447,987 $ 7,966,268 $ 8,024,705 $ 8,181,522 Cash Balance, June 30 $ 7,282,481 $ 6,793,632 $ 7,234,633 $ 7,281,577 $ 7,270,084 $ 7,101,774 Restricted / Committed /Assigned 3,447,991 3,155,215 3,155,215 3,155,215 3,155,215 3,155,215 Unassigned Balance $ 3,834,490 $ 3,638,417 $ 4,079,418 $ 4,126,362 $ 4,114,869 $ 3,946,559 % of Expenditures 52% 46% 55°/a 52% 51% 48% 1 MA 11010 �1 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. The Housing Authority is a division of the Department of Housing & Inspection Services 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 families meet federally established income guidelines. The Housing Authority's budget is organized into three activities: Administration, Voucher Programs, and Public Housing. The division also manages Peninsula Apartments units; a description of this activity may be found in the Special Revenue Fund section of this document. Housing Authority Administration Housing Authority Administration personnel manage all of the housing programs. These expenditures are fully allocated to the Voucher and Public Housing programs. Voucher Programs 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. Public Housing 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. 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. HIN Recent Accomplishments: • 1,802 housing assistance inspections conducted for the Iowa City Housing Authority • 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: 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. • Continue efforts to ensure program integrity by monitoring landlord/tenant compliance with program responsibilities. • Continue to support homeownership opportunities. Housing Program Assistant reduced from 6.0 FTE to 5.0; Section 8 Coordinator increased from 0.88 FTE to 0.94. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: FY2012 FY2013 FY2014 Adopted Total FTE's 13.25 13.13 12.19 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Neighborhood Stabilization Department Goal: Assist low income families in bridging the economic gap through 122 building assets, improving employment opportunities, and 116 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 -Sufficiency Program Participants Goal CY12 Actual CY13 Estimated CY14 Target 122 129 116 122 :[171 Escrow Savings Accounts 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: Goal FY12 Actual FY13 Estimated FY14 Target Participants with 93 85 85 savings account All emergency work orders must be completed 100% 100% 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: Goal CY12 Actual CY13 Target Average vacant unit turnaround days must be 18.39 days <_ 20 days less than or equal to 20 calendar days units. HCV Homeownership Assistance All emergency work orders must be completed 100% 100% within 24 hours Affordable Rental Housing: $176,518 All non -emergency work orders must be behalf of eligible families. completed within an average of 25 calendar 3.4 days <_ 25 days days Performance Measures: Strategic Plan Goal: Neighborhood Stabilization/Economic Development Department Goals: 1. Increase affordable housing choices for low-income families, HCV Rental Assistance the elderly, and persons with disabilities in private market rental $5,967,687 units. HCV Homeownership Assistance 2. Provide homeownership opportunities through the HCV $105,169 homeownership program. Department Objectives: Affordable Rental Housing: $176,518 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. Performance Measures: :111.1 CY12 Projected CY13 Estimated CY14 Estimate HCV Rental Assistance $5,693,534 $5,967,687 $5,967,687 HCV Homeownership Assistance $107,702 $105,169 $105,169 VASH $148,433 $176,518 $176,518 :111.1 City of Iowa City Activity Summary Activity: Housing Authority Voucher (490200) Fund: Housing Authority (7900) Department: Housing Authority Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Royalties & Commiss Intergovernmental Fed Intergovnt Rev Local 28E Agreements Miscellaneous Other Misc Revenue Other Financial Sources Misc Transfers In Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures & Transfers Out Personnel Services - FTE Building Inspector F.S.S. Program Coordinator Housing Administrator Housing Assistant Housing Inspector Housing Office Manager Housing Program Assistant Public Hsg. Coord Section 8 Coord Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 3,235 3,959 3,235 3,959 3,959 3,959 34,968 20,273 34,968 20,273 20,273 20,273 7,016,560 6,479,324 7,140,000 7,377,333 7,377,333 7,377,333 - 1,350 - 1,350 1,350 1,350 104,650 78,431 13,765 28,705 28,705 28,705 80,314 37,747 - - - - $ 7,239,727 $ 6,621,084 $ 7,191,968 $ 7,431,620 $ 7,431,620 $ 7,431,620 840,831 878,048 927,475 905,313 926,451 946,720 6,053,605 6,401,600 6,094,510 6,601,045 6,730,942 6,860,442 7,978 8,248 7,142 8,578 8,749 8,925 $ 6,902,414 $ 7,287,896 $ 7,029,127 $ 7,514,936 $ 7,666,142 $ 7,816,087 2012 2013 2014 - - 0.71 0.95 0.95 0.95 0.95 0.95 0.95 1.19 1.19 1.19 0.71 0.71 - 0.95 0.95 0.95 5.70 5.70 4.75 0.50 0.50 0.50 0.95 0.88 0.89 11.90 11.83 10.89 :1 BY] City of Iowa City Activity Summary Activity: Housing Authority Public Housing (490300) Fund: Housing Authority (7900) Department: Housing Authority Revenues & Other Financing Sources: Use Or Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Other Financial Sources Sale Or Assets Loans Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 13,301 12,533 13,301 12,533 12,533 12,533 210,973 208,255 210,973 208,001 208,001 208,001 324 272 324 272 272 272 462,822 285,902 425,886 307,526 307,526 307,526 524 13,302 450 7,174 7,174 7,174 - 211,658 - - - - 76,529 20,016 46,086 46,086 46,086 46,086 $ 764,473 $ 751,938 $ 697,020 $ 581,592 $ 581,592 $ 581,592 93,692 100,960 103,755 113,487 117,171 120,384 276,004 409,231 271,613 193,405 196,944 200,595 9,857 5,372 492 451 459 467 22,052 15,412 - 100,000 - - 401,605 530,975 375,860 407,343 314,574 321,446 Transfers Out: Misc Transfers Out - Director Reimb 55,000 25,000 25,000 25,575 25,575 25,575 Operating Subsidy - PILOT Gen Fund 18,000 18,000 18,000 18,414 18,414 18,414 Sub -Total Transfers Out 73,000 43,000 43,000 43,989 43,989 43,989 Total Expenditures & Transfers Out Personnel Services - FTE Building Inspector F.S.S. Program Coordinator Housing Administrator Housing Assistant Housing Inspector Housing Office Manager Housing Program Assistant Public Hsg. Coord Section 8 Coord Total Personnel Capital Outlay 2 House Renovations Total Capital Outlay $ 474,605 $ 573,975 $ 418,860 $ 451,332 $ 358,563 $ 365,435 2012 2013 2014 :1111 1.35 1.30 1.30 100,000 100,000 0.29 0.05 0.05 0.05 0.05 0.05 0.05 0.06 0.06 0.06 0.29 0.29 - 0.05 0.05 0.05 0.30 0.30 0.25 0.50 0.50 0.50 0.05 - 0.05 :1111 1.35 1.30 1.30 100,000 100,000 INTERNAL SERVICE FUNDS F Y 2 0 1 4 Equipment / Fleet Maintenance Information Technology Services (ITS) Risk Management Loss Reserves Central Services Health and Dental Insurance Reserves EQUIPMENT REPLACEMENT RESERVE The Equipment Replacement Reserve is an internal service fund created to account for the City's fuel facility, maintenance of the City's vehicle and equipment fleet, and the accumulation of funds for the replacement of vehicles and equipment. Internal customers and departments and other local governments are charged labor and parts for the cost to repair vehicles and equipment by the City's fleet maintenance division. Those charges are designed to cover the division's actual cost of service. Fuel has been charged at actual cost, however, it will be adjusted in the future to recover the cost of replacing the fuel facility. The Equipment Replacement Reserve also charges departments for the replacement cost of their vehicles and equipment. These charges are calculated at the estimated replacement cost less the estimated resale value of the piece of equipment. Purchases of new vehicles and equipment are budgeted in the departmental budgets. When new equipment is added, the departments are then charged by the reserve for their future replacement. The graph below represents the Equipment Replacement Reserve's actual and projected cash balances. While the equipment replacement reserve cash balance has been trending upward, nearly $3.2 million in replacement expenditures are anticipated for FY15 and $1.8 million in FY16 which is projected to change that trend. $10,000,000 $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 FY08 Equipment Replacement Cash Balance FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 ■ Desi gnated for Equ i p $4,815,422 $5,309,110 $5,401,144 $5,227,781 $5,814,854 $5,531,084 $6,435,221 $5,023,428 $4,989,489 ■ Una ssigned $976,032 $1,411,891 $1,795,531 $2,046,704 $2,314,484 $2,348,127 $2,410,376 $2,411,641 $2,355,251 Total $5,791,455 $6,721,001 $7,196,675 $7,274,485 $8,129,338 $7,879,211 $8,845,597 $7,435,069 $7,344,740 413 The table below presents the actual and projected number and cost of vehicles and equipment replaced: In the City's five-year capital improvement program for fiscal year 2013, there is a project to 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. The fuel facility replacement was funded from General Obligation bonds; however, fuel charges will be adjusted to accumulate funds for the future replacement of the facility. The new facility will not have a noticeable operating impact on the Equipment Replacement Reserve, but it will reduce the City's financial risk associated with leaking underground fuel tanks. 414 FY12 FY13 FY14 FY15 FY16 Actual Estimate Budget Projection Projection Number of 24 38 24 34 33 Vehicles/Equipment Total Projected Cost $819,293 $1,701,411 $643,400 $3,181,600 $1,800,900 In the City's five-year capital improvement program for fiscal year 2013, there is a project to 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. The fuel facility replacement was funded from General Obligation bonds; however, fuel charges will be adjusted to accumulate funds for the future replacement of the facility. The new facility will not have a noticeable operating impact on the Equipment Replacement Reserve, but it will reduce the City's financial risk associated with leaking underground fuel tanks. 414 City of Iowa City Equipment (8100) Fund Summary :1641 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 7,196,669 $ 7,274,489 $ 8,129,339 $ 7,679,212 $ 8,845,598 $ 7,435,070 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 16,276 15,402 16,276 15,402 15,402 15,402 Rents 50,000 - - - - - Intergovernmental Local 28E Agreements 715,775 849,174 873,246 891,628 891,628 891,628 Charges For Fees And Services Refuse Charges 3,080 2,948 3,080 2,948 2,948 2,948 Miscellaneous Intra -City Charges 4,569,833 4,555,636 4,800,806 4,773,817 4,787,502 4,801,461 Other Misc Revenue 3,652 2,025 71 2,025 2,025 2,025 Other Financial Sources Sale Of Assets 124,366 227,519 75,000 200,000 200,000 200,000 Total Revenues & Other Financing Sources $ 5,482,982 $ 5,652,704 $ 5,768,479 $ 5,885,820 $ 5,899,505 $ 5,913,464 Expenditures: General Fleet Maintenance 3,441,097 3,493,875 3,978,911 3,909,126 3,983,795 4,055,409 Equipment Replacement Reserves 1,964,065 1,303,979 2,039,695 1,010,308 3,326,238 1,948,384 Total Expenditures & Transfers Out $ 5,405,162 $ 4,797,854 $ 6,018,606 $ 4,919,434 $ 7,310,033 $ 6,003,793 Cash Balance, June 30 $ 7,274,489 $ 8,129,339 $ 7,879,212 $ 8,8455596 $ 7,435,070 $ 7,344,741 Restricted / Committed /Assigned 5,227,781 5,814,854 5,526,748 6,426,560 5,010,442 4,972,178 Unassigned Balance $ 2,046,708 $ 2,314,485 $ 2,352,464 $ 2,419,038 $ 2,424,628 $ 2,372,563 % of Expenditures 38% 48% 39% 49% 33% 40% :1641 EQUIPMENT OPERATIONS 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. 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. Recent Accomplishments: • Disposed of 27 vehicle/equipment units, recovering over $282,000. • 88.5% of repairs completed in less than one day. Staffing: 311 Upcoming Challenges: • Transition to a new fuel facility • Implementation of the new non- emergency radio system • Transition to new Police squad car model; address outfitting new model with police duty accessory equipment Service Level Changes for FY2014: • Continue oil sampling program to optimize service intervals FY2014 FY2012 FY2013 Adopted Total 11.26 10.75 10.75 FTE's 311 Upcoming Challenges: • Transition to a new fuel facility • Implementation of the new non- emergency radio system • Transition to new Police squad car model; address outfitting new model with police duty accessory equipment Service Level Changes for FY2014: • Continue oil sampling program to optimize service intervals 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: $200,000 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 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: 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: FY11 FY12 Total vehicles & equipment 69% 74% % of expenditures contracted with 516 524 maintained 14% 14% % of repairs completed in less than New Measure 88.5% one day 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: 3VA FY11 FY12 Hours billed as a % of hours available 69% 74% % of expenditures contracted with 14% 14% outside vendors 3VA City of Iowa City Activitv Summar Activity: General Fleet Maintenance (710510) Fund: Equipment (8100) Division: Equipment (710500) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: - - 1.00 1.00 1.00 0.50 Use Of Money And Property 0.50 2.00 2.00 2.00 3.00 3.00 Interest Revenues 11,940 11,077 11,940 11,077 11,077 11,077 Royalties & Comm iss 1.00 1.00 9.88 9.50 9.50 Intergovernmental Local 28E Agreements 715,775 849,174 873,246 891,628 891,628 891,628 Charges For Fees And Services Refuse Charges 3,080 2,948 3,080 2,948 2,948 2,948 Miscellaneous Printed Materials Intra -City Charges 2,957,728 2,896,428 3,124,217 3,063,697 3,077,382 3,091,341 Other Misc Revenue 3,652 2,025 71 2,025 2,025 2,025 Other Financial Sources Sale Of Assets Misc Transfers In - - - - - - Total Revenues & Other Financing Sources $ 3,692,175 $ 3,761,652 $ 4,012,554 $ 3,971,375 $ 3,985,060 $ 3,999,019 Expenditures: Personnel 804,675 799,692 830,698 630,254 850,868 870,733 Services 326,957 299,474 379,506 336,232 335,433 331,231 Supplies 2,309,363 2,394,709 2,768,707 2,742,640 2,797,494 2,853,445 Capital Outlay Other Financial Uses Sub -Total Expenditures 3,440,995 3,493,875 3,978,911 3,909,126 3,983,795 4,055,409 Transfers Out: Capital Project Fund Debt Service Funding GO Bond Abatement Operating Subsidy Sub -Total Transfers Out - - - - - - Total Expenditures & Transfers Out $ 3,440,995 $ 3,493,875 $ 3,978,911 $ 3,909,126 $ 3,983,795 $ 4,055,409 Personnel Services - FTE Equipment Clerk Equipment Shop Supervisor Equipment Superintendent Mechanic I - Equipment Mechanic II - Equipment Mechanic III - Equipment (Day) Mechanic III - Equipment (Eve) Parts/Inventory Clerk - Equip Total Personnel 2012 2013 2014 0.38 - - 1.00 1.00 1.00 0.50 0.50 0.50 2.00 2.00 2.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.88 9.50 9.50 aP.l City of Iowa City Activity Summary Activity: Equipment Replacement Reserves (710520) Fund: Equipment (8100) Division: Equipment (710500) Department: Public Works Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Miscellaneous Intra -City Charges Other Financial Sources Sale Of Assets Total Revenues & Other Financing Sources Expenditures: 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 4336 4,325 1,612,105 1,659,208 4,336 4,325 4,325 4,325 1,676,589 1,710,120 1,710,120 1,710,120 124,366 227,519 75,000 200,000 200,000 200,000 $ 1,740,807 $ 1,891,052 $ 1,755,925 $ 1,914,445 $ 1,914,445 $ 1,914,445 Personnel 101,137 106,530 110,172 114,568 116,976 119,494 Services 52,043 23,939 73,601 26,439 26,742 27,051 Supplies 2,357 866 2,547 901 920 939 Capital Outlay 1,808,528 1,172,644 1,853,375 868,400 3,181,600 1,800,900 Total Expenditures & Transfers Out $ 1,964,065 $ 1,303,979 $ 2,039,695 $ 1,010,308 $ 3,326,238 $ 1,948,384 Personnel Services - FTE Buyer I - Equipment Equipment Clerk Equipment Superintendent Total Personnel Capital Outlay 2 Ton Dump Truck / Plow Automobiles Light duty refuse truck Mowers Other vehicular equipment Recycle Truck Refuse Packer Skidsteer Snow Removal Equipment Tractors Trucks Total Capital Outlay 2012 2013 2014 0.50 0.75 0.75 0.38 - - 0.50 0.50 0.50 1.38 1.25 1.25 321,600 - 77,000 - - 225,000 82,700 - 304,247 140,700 131,800 - 197,400 103,000 29,400 5,000 72,313 533,915 497,700 1,853,375 868,400 N W rNIT,Fil0F CIA IT, 1A01112to] 0U] 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. The fiscal year 2013 revised fund balance is $2.88 million which is 7.6% lower than the fiscal year 2012 ending fund balance. The budgeted ending fund balance for fiscal year 2014 is $3.0 million which is higher than the 2013 revised fund balance by 5.5%. In fiscal 2012, the landfill fire occurred. The Risk Management fund incurred $289,458 of expenses related to the fire in fiscal year 2012 and $1,055,442 of expenses in fiscal year 2013. The City's reinsurance reimbursed the City for $154,708 of the expenses through fiscal year 2013. The budget as presented estimates a full recovery of the Risk Management fund's expenses through the City's reinsurance provider or through the Landfill fund. arzu City of Iowa City Risk Management Loss Reserve (8200) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 2,327,055 $ 2,769,589 $ 3,117,320 $ 2,878,960 $ 3,038,200 $ 3,340,938 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 6,715 6,840 6,715 6,840 6,840 6,840 Miscellaneous Intra -City Charges 1,784,168 1,451,916 875,892 1,080,341 1,080,341 1,080,341 Other Misc Revenue 39.028 71.774 17.782 750 750 750 Total Revenues & Other Financing Sources $ 1,829,911 $ 1,530,530 $ 900,389 $ 1,087,931 $ 1,087,931 $ 1,087,931 Expenditures: Risk Management Loss Reserve 1,387,377 1,182,799 1,138,749 928,691 785,193 794,979 Total Expenditures & Transfers Out $ 1,387,377 $ 1,182,799 $ 1,138,749 $ 928,691 $ 785,193 $ 794,979 Cash Balance, June 30 $ 2,769,589 $ 3,117,320 $ 2,878,960 $ 3,038,200 $ 3,340,938 $ 3,633,890 Restricted / Committed /Assigned Unassigned Balance $ 2,769,589 $ 3,117,320 $ 2,878,960 $ 3,038,200 $ 3,340,938 $ 3,633,890 % of Expenditures 200% 264% 253% 327% 425% 457% 421 1N6yart IT, /e10/ACIAIT, IA011191i]»:ATA1101061 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. The Risk Management Division strives 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 Staffing: :11% FY2012 FY2013 FY2014 Adopted Total FTE's 11.80 1.80 1.80 :11% City of Iowa City Activity Summary Activity: Risk Management (310600) Division: Risk Management (310600) Fund: Risk Management Loss Reserve (8200) Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 6,715 6,840 6,715 6,840 6,840 6,840 Miscellaneous Intra -City Charges 1,784,168 1,451,916 875,892 1,080,341 1,080,341 1,080,341 Other Misc Revenue 39,028 71,774 17,782 750 750 750 Total Revenues & Other Financing Sources $ 1,829,911 $ 1,530,530 $ 900,389 $ 1,087,931 $ 1,087,931 $ 1,087,931 Expenditures: Personnel 163,927 271,654 171,954 177,668 184,084 190,517 Services 1,210,244 717,651 942,944 729,714 580,599 583,541 Supplies 12,090 6,722 23,851 20,109 20,510 20,921 Capital Outlay 1,116 186,772 - 1,200 - - Total Expenditures &Transfers Out $ 1,387,377 $ 1,182,799 $ 1,138,749 $ 928,691 $ 785,193 $ 794,979 Personnel Services - FTE 2012 2013 2014 Administrative Secretary 0.25 0.25 0.25 Finance Director 0.05 0.05 0.05 Occ Safety & Tmg Spec 1.00 1.00 1.00 Revenue & Risk Manager 0.50 0.50 0.50 Total Personnel 1.80 1.80 1.80 Capital Outlay 2013 2014 Other Operating Equipment - 1,200 Total Capital Outlay - 1,200 423 1101701NIT, EVA 11010 a1xya0[0]11iZH'&yAANIN: y1110U. The Information Technology Services (ITS) fund is an internal service fund that accounts for the cost of providing computer and computer related services to the City's departments. Those services include personal computer support and replacement, network and internet support, fiber optic networking, file server management, telephone administration and support, and computer programming and application support. Internal customers are charged annual service fees depending on the number of devices they use, how many users they have, how many phone sets they have, the number of hours spent on special applications, and other factors. Internal customers are also responsible for budgeting funds for new computer equipment, however, replacement costs are then recovered by the ITS fund for the future replacement of that equipment. The ITS fund has an estimated ending fund balance of $2.6 million at June 30, 2013. This is an decrease of 4% from fiscal year 2012. Fund balance is expected to decline even further during fiscal year 2014 by 22.7% to $2.0 million. The reduction in fund balance is directly related to capital outlay in 2013 and 2014. 424 City of Iowa City Information Technology (8300) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 2,826,766 $ 2,470,688 $ 2,726,870 $ 2,617,753 $ 2,024,147 $ 1,871,288 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets 5,740 6,294 5,740 6,294 6,294 6,294 3,600 1,800 3,600 1,800 1,800 1,800 1,797,839 1,890,070 1,877,964 1,834,423 1,897,858 1,912,032 21,170 114,672 21,170 - - - Total Revenues & Other Financing Sources $ 1,838,063 $ 2,017,746 $ 1,908,474 $ 1,842,517 $ 1,905,952 $ 1,920,126 Expenditures: Information Technology 2,194,141 1,761,564 2,017,591 2,436,123 2,058,811 1,947,692 Total Expenditures & Transfers Out $ 2,194,141 $ 1,761,564 $ 2,017,591 $ 2,436,123 $ 2,058,811 $ 1,947,692 Cash Balance, June 30 $ 2,470,688 $ 2,726,870 $ 2,617,753 $ 2,024,147 $ 1,871,288 $ 1,843,722 Restricted / Committed /Assigned Unassigned Balance $ 2,470,688 $ 2,726,870 $ 2,617,753 $ 2,024,147 $ 1,871,288 $ 1,843,722 % of Expenditures 113% 155% 130% 83% 91% 95% :Yb1 I1017i1N IT, FA1[0]0aIto] a0[0]to] H'Jy:IANIN* 111111U: I:ATA1[0]0M In partnership with our clients, we will increase efficiency and productivity through the effective use of Information Technology. The services provided by the ITS Division include server management, legacy system management, software development, system integration, desktop computer management and support, data network design and management, website application development and management, City phone systems support, and fiber optic network design and management. 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: Web developer, from 1.0 FTE to 0.0 FTE (position moved to Communications Office) 900 FY2012 FY2013 FY2014 Adopted Total FTE's 11.80 10.86 9.86 900 City of Iowa City kctivity Summary Division: Information Technology (310500) Department: Finance Expenditures Personnel 2011 2012 2013 2014 2015 2016 Services Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: 64,985 36,564 57,676 58,643 59,754 60,889 Use Of Money And Property 642,741 164,414 271,285 698,401 279,464 126,896 Interest Revenues 5,740 6,294 5,740 6,294 6,294 6,294 Charges For Fees And Services Systems Engineer 1.00 1.00 1.00 Voice/Data Network Analyst 1.00 Misc Charges For Svc 3,600 1,800 3,600 1,800 1,800 1,800 Miscellaneous 10.86 9.86 Capital Outlay 2013 2014 Intra -City Charges 1,797,839 1,890,070 1,877,964 1,834,423 1,897,858 1,912,032 Other Misc Revenue 21,170 114,672 21,170 - - - Other Financial Sources - Fiber Optic:Riverside To Gilbert 2500 Ft 19,000 - File Servers Sale Of Assets 9,714 4,910 - - - Total Revenues & Other Financing Sources $ 1,838,063 $ 2,017,746 $ 1,908,474 $ 1,842,517 $ 1,905,952 $ 1,920,126 Expenditures Personnel 1,001,178 1,073,348 1,086,824 1,017,623 1,050,284 1,082,590 Services 485,237 487,238 601,806 661,456 669,309 677,317 Supplies 64,985 36,564 57,676 58,643 59,754 60,889 Capital Outlay 642,741 164,414 271,285 698,401 279,464 126,896 Total Expenditures & Transfers Out $ 2,194,141 $ 1,761,564 $ 2,017,591 $ 2,436,123 $ 2,058,811 $ 1,947,692 Personnel Services - FTE 2012 2013 2014 Buyer I - Purchasing 0.00 0.00 0.06 Data Base Administrator 2.00 2.00 2.00 I.T.S. Coordinator 1.00 1.00 1.00 Operations Clerk - I.T.S. 0.80 0.80 0.80 P.C. Technician 1.00 1.00 1.00 Purchasing Clerk 0.00 0.06 0.00 Sr Programmer/Analyst 3.00 2.00 2.00 Sr Systems Engineer 1.00 1.00 1.00 Systems Engineer 1.00 1.00 1.00 Voice/Data Network Analyst 1.00 1.00 1.00 Web Developer 1.00 1.00 0.00 Total Personnel 11.80 10.86 9.86 Capital Outlay 2013 2014 Central Ups Installation - 75,000 Email Archive Software 25,000 - Fiber Optic Cable - 92,750 Fiber Optic:Gilbert/Burlington 5400 Ft 39,500 - Fiber Optic:Riverside To Gilbert 2500 Ft 19,000 - File Servers - 177,330 File Servers, Replacements 32,000 - Laptops/Mobile PC's - 76,245 Network Equipment 19,452 - Network Switches/Firewalls - 44,960 Optical Time Domain Reflectometer 11,500 - P.C. Hardware 20,910 107,751 Peripherals - 2,000 Printers 5,700 31,865 Prior Yr Encumbrance 19,323 - Replacement Computers 23,900 - Scanner - 2,500 Scanners/Video - 20,000 Sql Software - 7,000 Storage Area Network Upgrade 50,000 50,000 Storage Systems 11,000 Technician Desk 5,000 Total Capital Outlay 271,285 698,401 BIN INAkiIIIIMIINAZININ*� The Central Services internal service fund provides services to internal clients/staff and other local governments 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 related 28E Agreements The cost of these services is recovered through service charges to the internal clients and to other local governments for the services that they consume. The Central Services fund had an estimated ending fiscal year 2013 fund balance of $791,378. This was an increase of 8.1% from fiscal year 2012. The fiscal year 2014 estimated ending fund balance is $840,259 which is an increase of 6.2%. :1117 City of Iowa City Central Services (8400) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 639,672 $ 694,098 $ 731,745 $ 791,378 $ 840,259 $ 885,519 Revenues & Other Financing Sources: 185,734 201,342 189,342 189,990 Use Of Money And Property 196,304 Total Expenditures & Transfers Out $ 185,734 $ 201,342 $ Interest Revenues 1,552 1,457 1,552 1,457 1,457 1,457 Intergovernmental $ 791,378 $ 840,259 $ 885,519 $ 928,086 Restricted / Committed /Assigned Local 28E Agreements 15,825 11,550 15,825 11,550 11,550 11,550 Charges For Fees And Services Unassigned Balance $ 694,098 $ 731,745 $ 791,378 Library Charges 55 11 - - - - Miscellaneous 418% 442% 457% 473% Intra -City Charges 222,502 225,641 231,402 225,641 225,641 225,641 Printed Materials 196 223 196 223 223 223 Other Financial Sources Sale Of Assets 30 107 - - - Total Revenues &Other Financing Sources $ 240,160 $ 238,989 $ 248,975 $ 238,871 $ 238,871 $ 238,871 Expenditures Central Services 185,734 201,342 189,342 189,990 193,611 196,304 Total Expenditures & Transfers Out $ 185,734 $ 201,342 $ 189,342 $ 189,990 $ 193,611 $ 196,304 Cash Balance, June 30 $ 694,098 $ 731,745 $ 791,378 $ 840,259 $ 885,519 $ 928,086 Restricted / Committed /Assigned Unassigned Balance $ 694,098 $ 731,745 $ 791,378 $ 840,259 $ 885,519 $ 928,086 % of Expenditures 3740/6 363% 418% 442% 457% 473% :Y0] INAki III IMIINAZININ*111111»Mill 1[0]kiRI The mission of the Central Services Division is 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. The Central Services activity is within the Finance Department and is operated as part of the Purchasing division. The central services activity primarily involves the management and replacement of copy machines and the processing of incoming and outgoing mail. Departments are charged for the use of these services, and those funds are accounted for separately for the replacement of copier equipment and mail room equipment. Staffing: :1911] FY2012 FY2013 FY2014 Adopted Total FTE's 0.75 0.76 0.50 :1911] City of Iowa City activity Summary Division: Purchasing (310300) Department: Finance Capital Outlay Copiers Total Capital Outlay 431 2013 2014 9,000 9,000 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 1,552 1,457 1,552 1,457 1,457 1,457 Intergovernmental Local 28E Agreements 15,825 11,550 15,825 11,550 11,550 11,550 Charges For Fees And Services Library Charges 55 11 - - - - Miscellaneous Intra -City Charges 222,502 225,641 231,402 225,641 225,641 225,641 Printed Materials 196 223 196 223 223 223 Other Financial Sources Sale Of Assets 30 107 - - - Total Revenues & Other Financing Sources $ 240,160 $ 238,989 $ 248,975 $ 238,871 $ 238,871 $ 238,871 Expenditures: Personnel 43,887 38,808 42,838 25,458 25,987 26,528 Services 135,163 142,107 143,650 151,739 154,755 157,830 Supplies 2,642 3,647 2,854 3,793 3,869 3,946 Capital Outlay 4,042 16,780 - 9,000 9,000 8,000 Total Expenditures & Transfers Out $ 185,734 $ 201,342 $ 189,342 $ 189,990 $ 193,611 $ 196,304 Personnel Services - FTE 2012 2013 2014 Purchasing Clerk 0.75 0.76 0.50 Total Personnel 0.75 0.76 0.50 Capital Outlay Copiers Total Capital Outlay 431 2013 2014 9,000 9,000 I:Ike1111111119:11kiR111:UkiIs] QN*IAUWA 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. The City also provides dental coverage for permanent employees and maintains insurance reserves for this purpose. The City's dental insurance plan is self-insured. Operating funds and participating employees are charged premiums which are deposited into the Health Insurance Reserve Fund. The City reimburses a dental insurance provider for actual costs incurred plus a claims processing/ administrative fee. Covered benefits are limited to $1,000 per eligible member. 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 Out -of -Pocket Max 600/650 800 825 840 900 Family Out -of -Pocket Max 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. The fiscal year 2014 ending fund balance is estimated at $9.2 million. This is virtually no change from the revised 2013 ending fund balance but is 4.6% increase over the fiscal year 2012 ending fund balance. arra City of Iowa City Health Insurance Reserve (8500) Fund Summary 433 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 6,077,972 $ 7,368,916 $ 8,777,073 $ 9,171,512 $ 9,180,441 $ 8,669,248 Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 16,059 16,949 16,059 16,949 16,949 16,949 Royalties & Commissions 2,192 3,235 2,192 3,235 3,235 3,235 Charges For Fees And Services Misc Charges For Services 386,760 367,695 351,993 375,000 375,000 375,000 Miscellaneous Intra -City Charges 7,421,909 7,495,976 7,531,995 7,540,000 7,540,000 7,540,000 Other Financial Sources Sale Of Assets 1,679 414 - - - Total Revenues & Other Financing Sources $ 7,828,599 $ 7,884,269 $ 7,902,239 $ 7,935,184 $ 7,935,184 $ 7,935,184 Expenditures: Health Insurance Reserve 6,537,655 6,476,112 7,507,800 7,926,255 8,446,377 8,446,502 Total Expenditures & Transfers Out $ 6,537,655 $ 6,476,112 $ 7,507,800 $ 7,926,255 $ 8,446,377 $ 8,446,502 Cash Balance, June 30 $ 7,368,916 $ 8,777,073 $ 9,171,512 $ 9,180,441 $ 8,669,248 $ 8,157,930 Restricted / Committed /Assigned Unassigned Balance $ 7,368,916 $ 8,777,073 $ 9,171,512 $ 9,180,441 $ 8,669,248 $ 8,157,930 % of Expenditures 113% 136% 122% 116% 103% 97% 433 City of Iowa City kctivity Summary Division: Health Insurance Reserves (310750) Department: Finance Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Royalties & Commiss Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Other Financial Sources Sale Of Assets Total Revenues & Other Financing Sources Expenditures: Services Supplies Capital Outlay Total Expenditures & Transfers Out Capital Outlay Cardio Equipment -Treadmill Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 16,059 16,949 16,059 16,949 16,949 16,949 2,192 3,235 2,192 3,235 3,235 3,235 386,760 367,695 351,993 375,000 375,000 375,000 7,421,909 7,495,976 414 7,531,995 7,540,000 7,540,000 7,540,000 $ 7,810,348 $ 7,864,085 $ 7,883,988 $ 7,915,000 $ 7,915,000 $ 7,915,000 6,519,898 6,464,964 7,501,800 7,925,916 8,446,032 8,446,151 1,179 326 - 339 345 351 16,578 10,822 6,000 $ 6,537,655 $ 6,476,112 $ 7,507,800 $ 7,926,255 $ 8,446,377 $ 8,446,502 434 2013 2014 6,000 6,000 U]Aki III IM01kiP111Mil kiINQN:MAUNa The City provides dental coverage for permanent employees and maintains insurance reserves for this purpose. The City's dental insurance plan is self-insured. Operating funds and participating employees are charged premiums which are deposited into the Dental Insurance Reserve Fund. The City reimburses a dental insurance provider for actual costs incurred plus a claims processing/ administrative fee. Covered benefits are limited to $1,000 per eligible member. The Dental Insurance Reserve's fund balance at the end of fiscal year 2013 is expected to be $91,581 or $177 higher than the fiscal year 2012 ending fund balance. This is an increase of less than one percent. A decrease in fund balance is expected for fiscal year 2014 to $76,462 which is a change of $15,119 or 16.51 %. :1917 City of Iowa City Dental Insurance Reserve (8600) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection Cash Balance, July 1 $ 71,213 $ 79,246 $ 91,404 $ 91,581 $ 76,462 $ 63,643 Revenues & Other Financing Sources: 330,556 332,162 358,495 368,000 Use Of Money And Property 386,000 Total Expenditures & Transfers Out $ 330,556 $ 332,162 $ Interest Revenues 183 181 183 181 181 181 Charges For Fees And Services $ 91,581 $ 76,462 $ 63,643 $ 55,324 Restricted / Committed /Assigned Misc Charges For Svc 17,364 15,664 14,811 16,000 16,000 16,000 Miscellaneous Unassigned Balance $ 79,246 $ 91,404 $ 91,581 Intra -City Charges 321,042 328,475 343,678 336,700 351,000 361,500 26% 21% 17% 140/6 Total Revenues & Other Financing Sources $ 338,589 $ 344,320 $ 358,672 $ 352,881 $ 367,181 $ 377,681 Expenditures Dental Insurance Reserves 330,556 332,162 358,495 368,000 380,000 386,000 Total Expenditures & Transfers Out $ 330,556 $ 332,162 $ 358,495 $ 368,000 $ 380,000 $ 386,000 Cash Balance, June 30 $ 79,246 $ 91,404 $ 91,581 $ 76,462 $ 63,643 $ 55,324 Restricted / Committed /Assigned Unassigned Balance $ 79,246 $ 91,404 $ 91,581 $ 76,462 $ 63,643 $ 55,324 % of Expenditures 240/6 28% 26% 21% 17% 140/6 :Sid City of Iowa City activity Summary Division: Dental Insurance Reserves (310760) Department: Finance Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Total Revenues & Other Financing Sources Expenditures: Services Total Expenditures & Transfers Out 2011 2012 2013 2014 2015 2016 Actual Actual Revised Budget Projection Projection 183 181 183 181 181 181 17,364 15,664 14,811 16,000 16,000 16,000 321,042 328,475 343,678 336,700 351,000 361,500 $ 338,589 $ 344,320 $ 358,672 $ 352,881 $ 367,181 $ 377,681 330,556 332,162 358,495 368,000 380,000 386,000 $ 330,556 $ 332,162 $ 358,495 $ 368,000 $ 380,000 $ 386,000 :Bil :1917 CAPITAL PROJECT FUNDS F Y 2 O 1 4 Fund Summary Summary by Division Summary by Funding Source Project Summary by Name Unfunded Projects CAPITAL IMPROVEMENT PROJECTS FUND The Capital Improvement Projects fund accounts for the collection and disbursement of funds related to capital improvements or significant capital equipment. The capital projects involve construction, purchase, or renovation of city facilities or property. They are generally non-recurring major improvements to the City's physical plant which necessitate long-term financing and are permanent in nature. The funding sources for these projects are generally not from operating funds but are instead from bond proceeds, grants, donations, or other one-time sources of income. The City annually updates and issues a five-year capital improvement program. This program is the planning guide for the City's issuance of general obligation bonded debt and for the construction and replacement of the City's buildings and infrastructure. The City's total five-year capital improvement program is $321,378,147. The upcoming year of the plan is integrated into the City's adopted budget. The adopted capital improvement fund expenditure budget for fiscal year 2014 is $48,383,101. Fund balance in the Capital Improvement Projects fund typically represents unspent bond proceeds. This fluctuates based on the timing of the issuance of the bonds and the timing of the project expenditures. The estimated ending fund balance for fiscal year 2014 is $2,561,151. 441 City of Iowa City Capital Improvement Projects (3000 - 4999) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Revised Budget Projection Projection Projection Cash Balance, July 1 $ 18,274,393 $ 25,102,181 $ 3,604,468 $ 2,561,151 $ 1,958,405 $ 1,330,113 Revenues & Other Financing Sources: Other City Taxes Use Of Money And Property Interest Revenues Rents Intergovernmental Fed Intergovnt Rev Disaster Assistance Other State Grants State 28E Agreements Local 28E Agreements Miscellaneous Contrib & Donations Printed Materials Other Misc Revenue Other Financial Sources Sale Of Assets Insurance Recoveries Transfers -In from: General Fund, Road Use Tax and TIF Transfers -In from Enterprise Funds Transfers -In from G.O. Bonds Transfers -In from Revenue Bonds Debt Sales 270,249 350,000 - - 22,991 - 3,976,777 15,694 12,960 - - 1,800,893 30,576,513 13,696,082 3,973,400 - 282,864 336,615 - 6,660,118 16,940,239 7,000,310 3,517,332 - - - 700,000 25,321 482,777 - - 11,500 650,000 590,000 - 4,440 - - 495,508 - - - - 300,000 - - 54,640 - - 1,529,940 16,239,970 500,000 6,645,703 31,701,975 3,976,777 1,557,000 2,238,000 840,000 6,082,529 15,488,540 6,240,000 1,200,000 1,100,000 1,100,000 5,722,976 28,089,032 8,816,771 10,875,640 9,330,260 9,662,630 - - 7,000,000 12,000,000 - - 9,855,454 12,100,000 16,181,000 23,100,000 9,781,000 - Total Revenues &Other Financing Sources $ 37,668,016 $136,974,900 $ 63,837,555 $ 56,923,372 $ 24,479,200 $ 27,842,600 Capital Expenditures: Airport Finance Administration Fire Landfill Library Parking Operations Parks Maintenance Planning & Community Development Police Public Transportation Public Works Administration Recreation Storm Water Streets Operations Wastewater Treatment Water Operations Sub -Total Expenditures Transfers Out Capital Project Fund Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Cash Balance, June 30 1,423,411 5,343,656 691,100 1,632,000 305,200 252,600 406,363 1,715,401 635,819 1,135,127 421,781 50,000 572,163 1,684,395 550,000 - 734,000 - 3,495,411 4,757,706 500,000 - - - 2,886 200,000 200,000 - - - 1,695,730 1,386,962 900,000 12,000,000 - - 2,334,054 5,787,654 1,713,050 630,000 876,000 80,000 1,537,540 7,791,593 1,066,370 450,000 1,950,000 50,000 267,103 2,873,158 1,906,152 - - - 28,227 803,072 270,000 - - 20,000,000 1,003,402 12,030,615 1,605,809 3,608,996 3,895,615 - 167,656 182,742 650,000 - 225,000 - 428,512 1,958,328 - - 1,000,000 - 7,959,237 47,961,355 10,537,011 13,672,486 4,756,300 6,310,000 3,176,289 29,803,333 26,557,790 821,869 832,336 500,000 530,697 5,785,988 600,000 700,000 600,000 600,000 25,028,681 130,065,958 48,383,101 34,650,478 15,596,232 27,842,600 5,805,352 28,406,655 16,497,771 22,875,640 9,511,260 - 6,195 - - F R11 rA7 9R Ansi Fi5F 16 AQ7 771 99 R7r Rdn Q F11 9Rn _ $ 25,102,181 $ 3,604,468 $ 2,561,151 $ 1,958,405 $ 1,330,113 $ 1,330,113 City of Iowa City Five Year Capital Improvement Program Summary by Division Total: 3012 Iowa City Multi -Use Parking Facility 3911 Iowa River Power Dam Pedestrian Bridge 4203 Pedestnan Bndge Rocky Shore to Penins. 4206 Intra -City Bike Tails 4217 Butler Bndge Pedestnan Tail 4219 Scott Park Development & Tail (incl 4221 Terry Trueblood Rec Area Trail Conne 4222 Highway 1 Sidewalk/Tail-Riverside Dr. 4512 420th Street Industnal Park 4513 Riverfront Crossings Redevelopment 4514 Towncrest Redevelopment 4609 Burlington St Dam 4918 2012D TIF Revenue Bonds Central Park Total: Fire 4406 Fire Apparatus 4407 Fire Station #4 4411 Fire SCBA/Air System Replacement 4427 Fire Station #1 kitchen Remodel & Admin 4432 Fire Station #3 kitchen Remodel Total: 4911 2013 GO Construction Funds 4913 2014 GO Construction Funds 49142015 GO Construction Funds 4916 FY16 GO Construction proceeds. 4704 City Hall -Other Projects 4712 ERP Software -Finances and HR/Payroll 4714 Remodel City Hall Lobby and Revenue 4716 Geographic Informations System Software 4718 City Hall Camera Upgrade 4719 Projectdox Quickstart Total: $ 4,998,833 $ 5,343,656 $ 691,100 $ 1,632,000 $ 305,200 $ 252,600 $ 13,223,389 $ 1,269 2013 2014 2015 2016 2017 Project Name Prior Years Revised Budget Projection Projection Projection Total Air 224,360 1,500,000 1,500,000 3403 Airport North Commercial Park $ 118,587 $ 25,000 50,000 50,000 $ 143,587 3425 FAA Runway 7 Gading/Obstr Mitigation 1,559,095 165,908 1,296,084 1,725,003 3427 Runway 7 Parallel Taxiway Grading FA 996,998 858,000 1,854,998 3428 Runway 7-25 Parallel Taxiway Paving 178,600 3,021,400 3,200,000 3430 Apron Reconstruction &Connecting 949,721 115,000 1,632,000 1,632,000 3437 Hangar L 6 Units 911101OW300 92,442 818,000 910,442 3442 Runway 12-30 Obstruction Mitigation 535,272 200,000 546,100 546,100 3443 Airport Equipment Shelter 1,444,443 668,370 200,000 200,000 305,200 305,200 3444 Rehab Runway 7/25&12/30 FAA#18 1,914,660 148,000 1,914,660 3448 Airport Perimeter Rd 2,630,000 252,600 252,600 3450 FY12 Airport Electncal Rehab & Security 25,277 191,000 216,277 3451 Rehabilitate Terminal Building 91120 113,174 10,000 123,174 3452 Install Taxiway & Utility Lines 9113 106,500 106,500 3453 Rehabilitate Terminal Building D & R 102,000 102,000 3454 Airport Master Plan 145,000 145,000 3824 Pavement Rehabilitation 41,228 41,228 4718 City Hall Camera Upgrade 4,620 4,620 Total: 3012 Iowa City Multi -Use Parking Facility 3911 Iowa River Power Dam Pedestrian Bridge 4203 Pedestnan Bndge Rocky Shore to Penins. 4206 Intra -City Bike Tails 4217 Butler Bndge Pedestnan Tail 4219 Scott Park Development & Tail (incl 4221 Terry Trueblood Rec Area Trail Conne 4222 Highway 1 Sidewalk/Tail-Riverside Dr. 4512 420th Street Industnal Park 4513 Riverfront Crossings Redevelopment 4514 Towncrest Redevelopment 4609 Burlington St Dam 4918 2012D TIF Revenue Bonds Central Park Total: Fire 4406 Fire Apparatus 4407 Fire Station #4 4411 Fire SCBA/Air System Replacement 4427 Fire Station #1 kitchen Remodel & Admin 4432 Fire Station #3 kitchen Remodel Total: 4911 2013 GO Construction Funds 4913 2014 GO Construction Funds 49142015 GO Construction Funds 4916 FY16 GO Construction proceeds. 4704 City Hall -Other Projects 4712 ERP Software -Finances and HR/Payroll 4714 Remodel City Hall Lobby and Revenue 4716 Geographic Informations System Software 4718 City Hall Camera Upgrade 4719 Projectdox Quickstart Total: $ 4,998,833 $ 5,343,656 $ 691,100 $ 1,632,000 $ 305,200 $ 252,600 $ 13,223,389 $ 1,269 $ 242,819 $ 1,269 10,851 40,957 183,229 51,808 224,360 224,360 1,500,000 1,500,000 65,748 50,000 50,000 50,000 50,000 50,000 315,748 905,590 54,000 96,727 102,041 1,296,084 959,590 108,779 780,000 210,000 888,779 241,053 650,000 20,025 54,975 241,053 170,279 949,721 115,000 1,120,000 100,258 1,056,200 1,156,458 107,027 535,272 200,000 200,000 200,000 1,242,299 180,556 1,444,443 668,370 200,000 200,000 2,693,369 251,000 148,000 399,000 2,630,000 2,630,000 $ 1,891,410 $ 7,791,593 $ 1,066,370 $ 450,000 $ 1,950,000 $ 50,000 $ 13,199,373 $ 4,216,518 $ 1,328,000 $ 734,000 $ 6,278,518 4,954,557 200,000 5,154,557 550,000 550,000 8,510 121,395 129,905 35,000 35,000 $ 9,179,585 $ 1,684,395 $ 550,000 $ 734,000 $ 12,147,980 $ 242,819 $ 242,819 183,229 183,229 224,360 224,360 269,740 269,740 257,608 436,820 244,165 164,040 50,000 50,000 1,202,633 424,104 579,787 93,425 96,727 102,041 1,296,084 210,000 210,000 650,000 650,000 20,025 54,975 75,000 191,000 115,000 306,000 $ 701,737 $ 1,715,401 $ 635,819 $ 1,135,127 $ 421,781 $ 50,000 $ 4,659,865 443 City of Iowa City Five Year Capital Improvement Program Summary by Division Total: Ubrary 4328 Library Public Space Remodelling Total: Public Works Administration 3809 Iowa City Gateway Project (Dubuque St) 3956 Public Works Facility Site Work 3957 Vehicle Wash System at Public Works 3958 Public Works Fuel Facility 3961 West Side Levee Project 3962 East Side Levee Project 3963 Taft Speedway Levee Project 3964 Rocky Shore Lift Station/Flood Gates 3970 Warm Storage Building, Napoleon Park 3971 CBD Streetscape Project 3972 Refuse Building 3973 Traffic Engineering Building 3974 Riverside Dme Pedestnan Tunnel $ 4,569,484 $ 4,757,706 $ 500,000 $ 9,827,190 $ 2,886 $ 200,000 $ 200,000 $ 402,886 $ 2,886 $ 200,000 $ 200,000 $ 402,886 $ 2,014 496,467 $ 2013 2014 2015 2016 2017 Project Name Prior Years Revised Budget Projection Projection Projection Total Landfill 27,393 3011 Elevator Upgrades 700,000 740,000 3316 Eastside Recycling Center $ 4,421,485 $ 275,000 550,000 12,000,000 $ 4,696,485 33202011 Landfill Acquisition (17 acres) 147,999 453,850 78,615 601,849 3321 Reconstruct FY09 Landfill Cell/Fire Damage 100,000 4,000,000 250,000 4,000,000 3322 Hebl Road Improvements 149,640 500,000 500,000 3824 Pavement Rehabilitation 6,265,551 20,020 20,020 4718 City Hall Camera Upgrade 178,250 8,836 8,836 Total: Ubrary 4328 Library Public Space Remodelling Total: Public Works Administration 3809 Iowa City Gateway Project (Dubuque St) 3956 Public Works Facility Site Work 3957 Vehicle Wash System at Public Works 3958 Public Works Fuel Facility 3961 West Side Levee Project 3962 East Side Levee Project 3963 Taft Speedway Levee Project 3964 Rocky Shore Lift Station/Flood Gates 3970 Warm Storage Building, Napoleon Park 3971 CBD Streetscape Project 3972 Refuse Building 3973 Traffic Engineering Building 3974 Riverside Dme Pedestnan Tunnel $ 4,569,484 $ 4,757,706 $ 500,000 $ 9,827,190 $ 2,886 $ 200,000 $ 200,000 $ 402,886 $ 2,886 $ 200,000 $ 200,000 $ 402,886 $ 2,014 496,467 $ 80,000 $ 80,000 $ 80,000 $ $ 2,014 16,288 263,712 $ 1,160,233 3009 Parking Facility and Enforcement Autom. 280,000 12,607 27,393 3011 Elevator Upgrades 700,000 740,000 42,589 658,654 3,593,279 550,000 12,000,000 701,243 230,091 4,037,415 1,070,809 74,664 78,615 5,491,594 117,029 100,000 2,817,332 250,000 3,034,361 125,994 149,640 200,000 275,634 341,021 6,265,551 6,606,572 7,240 178,250 185,490 67,318 350,000 500,000 500,000 500,000 1,917,318 128 270,000 700,000 700,000 12,454 409,051 409,050 700,000 700,000 35,000 217,000 1,217,000 1,469,000 Total: $ 962,191 $ 12,030,615 $ 1,605,809 $ 3,608,996 $ 3,895,615 $ 22,103,226 Paadna Operations 496,467 $ 80,000 $ 80,000 $ 80,000 $ 3004 Parking Facility Restoration Repair $ 940,233 $ 220,000 $ 1,160,233 3009 Parking Facility and Enforcement Autom. 908,120 526,478 900,000 2,334,598 3011 Elevator Upgrades 747,024 45,000 792,024 3012 Iowa City Multi -Use Parking Facility 3,593,279 550,000 12,000,000 16,143,279 4718 City Hall Camera Upgrade 4,455,365 45,484 45,484 Total: $ 6,188,656 $ 1,386,962 $ 900,000 $12,000,000 $ 20,475,618 Parks Maintenance 4130 Parks Annual ImprovementsfMaint. 4136 Hickory Hill Park Safe/Restroom 4137 Frauenholbr-Miller Park Development 4145 Cemetery Resurfacing 4152 Terry Trueblood Recreation Area 4153 Soccer Park Improvements 4160 Iowa River Corridor Trail -Peninsula 4163 Napoleon Softball Field Renovation 4170 Court Hill Park Restroom 4171 IGwanis Park Restroom 4177 Lower City Park Secondary Access Road 4178 Normandy Dnve Restoration Project 4179 Sand Praine Enhancement 4180 Fairmeadows Park Restroom and Splash 4181 Master Park Plan and Construction 4206 Intra -City Bike Trails 4320 North Market Square Park Redevelop. 4322 Willow Creek/IGwanis Park Master Plan 4324 Mercer Pod Filter System Replacement Total: $ 1,315,726 $ 496,467 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 2,132,193 15,412 145,398 229,000 389,810 16,650 223,000 239,650 96,500 53,602 50,000 50,000 250,102 3,759,997 4,455,365 8,215,362 84,809 250,000 334,809 200,000 200,000 3,818 184,121 187,939 44,999 31,697 76,696 7,068 1,340 8,408 128 270,000 270,128 12,454 409,051 409,050 830,555 273,000 273,000 425,000 425,000 250,000 250,000 2,362 2,362 409,352 10,613 419,965 350,000 350,000 20,350 20,350 $ 5,789,625 $ 5,787,654 $ 1,713,050 S 630,000 S 876,000 $ 80,000 $ 14,876,329 444 City of Iowa City Five Year Capital Improvement Program Summary by Division 2013 2014 2015 2016 2017 Project Name Prior Years Revised Budget Projection Projection Projection Total Recreation 4316 Recreation Center Improvements 4321 City Park Master Plan & Pod Upgade 4323 Recreation Center Elevator Replacement 4324 Mercer Pod Filter System Replacement 4329 Recreation Center Phase 2Improvement Total: Police 4404 Radio System Upgade and Migration 4405 Police Records & CA Dispatch 4422 Animal Shelter Rept PW 3039 4423 PD 09 JAG Firearms Range & Tactical 4424 PD ARRA JAG Equipment, Software, Veh 4428 Police Crime Lab 4429 Police Station Master Remodeling 4430 Police Breakroom/Restroom Remodel Total: Streets Operations 3802 Moss Ridge Road 3803 Lower Muscatine -Kirkwood to First Ave 3804 Dodge St Reconstruction-180/Govemor 3806 Harrison Street Reconstruction 3808 Park Road 3rd Lane Improvement 3809 Iowa City Gateway Project (Dubuque St) 3811 Sycamore St -Highway 6 to City Limits 3812 Amencan Legion/Scott Blvd Intersect 3814 Traffic Signal Projects 3816 Traffic Calming 3821 Overwidth Paving/Sidewalks 3822 Curb Ramps -ADA 3823 Bnck Street Repairs 3824 Pavement Rehabilitation 3826 Underground Eledncal Facilities 3828 Sidewalk Infill 3830 Adley Assessment 3834 Burlington/Madison Intersection 3840 Burlington/ainton Intersection Impr. 3843 RR Crossings- City Wide 3849 Bnck Street Reconstruction 3854 Amencan Legion Road Scott Blvd to Taft 3868 Mormon Trek Blvd -Right Tum at Benton 3871 1st Ave/IAIS RR Crossing Improvement 3872 Hwy 6/Lakeside-420th St 3910 Badge Maintenance/Repair 3911 Iowa River Power Dam Pedestrian Bridge 3919 Rochester Avenue Badge 3921 Interstate 80 Aesthetic Improvements 3925 Dodge SUI -80 Pedestnan Badge 3930 Dubuque St/1-80 Pedestnan Bridge 3961 West Side Levee Project 3975 Williams St Reconstruction 4320 North Market Square Park Redevelop. 4512 420th Street Industnal Park Total: $ 46,195 $ 160,000 $ 206,195 650,000 650,000 123,526 5,462 128,988 226,252 17,280 243,532 225,000 225,000 $ 395,973 $ 182,742 $ 650,000 $ 225,000 $ 1,453,715 $ 457,949 $ 1,054,040 $ 1,511,989 464,477 285,636 750,113 97,501 1,083,169 1,906,152 3,086,822 61,338 61,338 277,813 37,489 315,302 6,375 103,750 110,125 5,694 192,756 198,450 4,270 54,980 59,250 $ 1,314,079 $ 2,873,158 $ 1,906,152 $ 6,093,389 $ 19,352,800 $ 47,961,355 $ 10,537,011 $13,672,486 $ 4,756,300 $ 6,310,000 $ 102,589,952 $ 500,000 $ 3,000,000 $ 3,500,000 1,829,921 5,314,024 7,143,945 1,493,108 1,062,888 2,555,996 7,630 500,000 507,630 1,440,000 1,440,000 1,808,646 27,996,401 4,506,011 3,109,486 2,715,300 40,135,844 2,610,298 1,824,308 4,434,606 600,000 600,000 192,432 541,651 120,000 120,000 120,000 120,000 1,214,083 90,927 50,301 30,000 30,000 30,000 30,000 261,228 71,795 30,000 30,000 30,000 30,000 30,000 221,795 216,230 85,072 50,000 50,000 401,302 101,817 20,000 20,000 20,000 20,000 20,000 201,817 5,271,615 780,930 500,000 500,000 500,000 500,000 8,052,545 175,000 175,000 175,000 175,000 700,000 231,788 271,462 100,000 100,000 703,250 181,000 181,000 362,000 138,120 289,808 1,100,000 1,527,928 1,040,000 1,040,000 174,527 25,000 25,000 25,000 25,000 25,000 299,527 290,000 400,000 400,000 1,090,000 4,800,000 4,800,000 500,000 500,000 355,939 2,653,816 1,000,000 4,673,000 8,682,755 322,169 1,150,000 1,472,169 221,806 60,000 60,000 60,000 60,000 60,000 521,806 100,000 100,000 101,079 798,920 899,999 39,940 130,000 100,000 269,940 360,471 1,838,949 2,199,420 3,572 1,336,428 760,000 2,100,000 72 72 540,000 540,000 161 161 3,708,737 401,397 4,110,134 $ 19,352,800 $ 47,961,355 $ 10,537,011 $13,672,486 $ 4,756,300 $ 6,310,000 $ 102,589,952 City of Iowa City Five Year Capital Improvement Program Summary by Division 2013 2014 2015 2016 2017 Project Name Prior Years Revised Budget Projection Projection Projection Total 3101 Annual Sewer Main Projects $ 997,908 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 3,497,908 3134 Inverted Siphon Sewer Pipes 1,158,836 355,255 20,000,000 3058 Court Street Facility Automation 1,514,091 3135 South Wastewater Plant Expansion 270,000 5,327,439 26,917,694 22,317,790 321,869 332,336 6,072 55,217,128 3137 North River Corridor Trunk Sewer Rec Total: 660,000 3,740,000 803,072 $ 270,000 $20,000,000 $ 21,073,072 4,400,000 3803 Lower Muscatine -Kirkwood to First Ave 340,000 3202 Muscatine (2700-3400) (Arthur to Scott) $ 340,000 3824 Pavement Rehabilitation 940,000 23,970 3204 Annual Water Main Projects 69,312 23,970 3925 Dodge SUI -80 Pedestrian Bridge 3,069,312 3205 800 Block of Gilbert Ct 400,000 72,526 16,000 400,000 4512 420th Street Industrial Park 51,898 606,414 60,000 111,898 3209 900-1100 Bilks Davenport St & 300600 606,414 Total: $ 7,484,183 $ 29,803,333 $ 26,557,790 $ 821,869 $ 832,336 $ 500,000 $ 65,999,511 Stam Water 90,033 3278 IRP Dam Flood Repairs 360,139 3624 Riverside Dr B Arts Campus Stamsewer $ 19 107,715 $ 1,000,000 $ 1,000,019 3626 First Avenue Stam Sewer Improvement 465,259 394,613 1,440,388 465,259 3282 Collector Well #4 -Hazard Mitigation- 1,835,001 3803 Lower Muscatine -Kirkwood to First Ave 500,000 3283 Plant Site Well House Source Protect 141,514 500,000 3824 Pavement Rehabilitation 610,514 3284 Silurian Well#4-Hazard Mitigation 17.940 83,182 17.940 Total: $ 394,632 $ 1,958,328 $ 1,000,000 $ 3,352,960 3051 Bus Acquisition $ 797,000 $ 797,000 3055 Transit Facility Relocation 20,000,000 20,000,000 3058 Court Street Facility Automation 270,000 270,000 4718 City Hall Camera Upgrade 6,072 6,072 Total: $ 803,072 $ 270,000 $20,000,000 $ 21,073,072 Water Operations 3202 Muscatine (2700-3400) (Arthur to Scott) $ 1,881 $ 940,000 $ 941,881 3204 Annual Water Main Projects 69,312 600,000 600,000 600,000 600,000 600,000 3,069,312 3205 800 Block of Gilbert Ct 72,526 16,000 88,526 3207 800 - 900 Blocks North Gilbert St 51,898 60,000 111,898 3209 900-1100 Bilks Davenport St & 300600 12,640 250,000 262,640 3211 500 Block Olive Water Main 32,033 58,000 90,033 3278 IRP Dam Flood Repairs 360,139 360,139 3279 Water Mains Crossings Flood Repairs 107,715 562,940 670,655 3281 Collector Well #3 -Hazard Mitigation- 465,259 465,259 3282 Collector Well #4 -Hazard Mitigation- 402,976 402,976 3283 Plant Site Well House Source Protect 141,514 469,000 610,514 3284 Silurian Well#4-Hazard Mitigation 83,182 83,182 3295 ERP - Utility Billing Software 172,668 407,332 580,000 3297 Utility Asset Management Software 83,592 83,592 3298 Rochest Ave Ground Storage Reservoir 75,000 75,000 3803 Lower Muscatine -Kirkwood to First Ave 1,254,181 1,254,181 3811 Sycamore St -Highway 6 to City Limits 100 100,000 100,100 3834 Burlington/Madison Intersection 39,595 39,595 3840 Burlington/Linton Intersection Imprv. 100,000 100,000 3925 Dodge SUI -80 Pedestrian Bridge 510,209 510,209 Total: $ 1,613,704 $ 5,785,988 $ 600,000 $ 700,000 $ 600,000 $ 600,000 $ 9,899,692 Expense Total $64,839,778 $130,065,958 $48,383,101 $34,650,478 $15,596,232 $27,842,600 $321,378,147 City of Iowa City Five Year Capital Improvement Program Summary by Division 2013 2014 2015 2016 2017 Project Name Prior Years Revised Budget Projection Projection Projection Total $140,000,000 $120,000,000 $100,000,000 $80,1)00,000 $60,000,000 $40,000,000 $20,000,000 $1) Capital Improvement Project Expenditures by Year 2013 2014 2015 2016 2017 Revised Budget Projection Projection Projection Fiscal Year Five Year Capital Improvement Program by Division $321,378,147 Water Operations, Public Storm Water, $3,352,960 Transportation, $21,073,072 Wastewater Treatment, $65,999,511 Street $11 Airport, $13,223,389 Planning & Community tvelopment, $13,199,373 Fire, $12,147,980 Finance Administration, $4,659,865 :[[7 $9,827,190 Library, $402,886 Parking Operations, $20,475,618 Parks Maintenance, ` $14,876,329 F Recreation, $1,453,715 Police, $6,093,389 City of Iowa City Capital Improvement Projects Summary by Funding Source 2013 2014 2015 2016 2017 Revised Budget Projection Projection Projection Utility Franchise Tax 3803 Lower Muscatine -Kirkwood to Fi 350,000 Total: 350,000 Federal Grants 3055 Transit Facility Relocation 16,000,000 3135 South Wastewater Plant Expansi 11,000,000 11,000,000 3425 FAA Runway 7 Grading/Obstr Mit 165,908 3427 Runway 7 Parallel Taxiway Grading 777,377 3428 Runway 7-25 Parallel Taxiway 2,880,000 3430 Apron Reconstruction & Connect 1,550,400 3442 Runway 12-30 Obstruction Mitig 518,795 3443 Airport Equipment Shelter 289,940 3448 Airport Perimeter Rd 239,970 3454 Airport Master Plan 137,750 3803 Lower Muscatine -Kirkwood to First 1,720,000 3809 Iowa City Gateway Project (Dubuque) 9,528,329 3871 1st Ave/IAIS RR Crossing Improvement 2,423,000 3925 Dodge St/I-80 Pedestrian Bridge 1,300,000 3930 Dubuque SUI -80 Pedestrian Bridge 500,000 435,000 4180 Fairmeadows Park Restroom 330,000 4203 Pedestrian Bridge Rocky Shore 1,240,000 4219 Scott Park Development & Trail 416,159 4428 Police Crime Lab 27,525 4609 Burlington St Dam 60,000 Total: 28,375,298 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 Repair 562,940 3281 Collector Well #3 -Hazard Mitig 360,000 3282 Collector Well #4 -Hazard Mitig 320,400 3283 Plant Site Well House Source Protection 426,750 3284 Silurian Well #4 -Hazard Mitigation 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 Storm 500,000 3834 Burlington/Madison Intersection 700,000 Total: 700,000 500,000 State Disaster Assistance City of Iowa City Capital Improvement Projects Summary by Funding Source Total: Other State Grants 282,864 336,615 3135 South Wastewater Plant Expansion 2013 Revised 2014 2015 2016 2017 Budget Projection Projection Projection 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 Protection 142,250 3284 Silurian Well #4 -Hazard Mitiga 9,000 1,750,000 4136 Hickory Hill Park Safe/Restroom 460,000 195,000 4422 Animal Shelter Repl PW 3039 61,000 141,615 Total: Other State Grants 282,864 336,615 3135 South Wastewater Plant Expansion 400,265 4,051,310 3437 Hangar L6 Units 911101OW300 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 Intersection 400,000 3911 Iowa River Power Dam Pedestrian Bridge 13,457 3919 Rochester Avenue Bridge 657,232 3921 Interstate 80 Aesthetic Improvements 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 Area 1,740,973 4160 Iowa River Corridor Trail -Peninsula 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 Expansion 1,207,765 4407 Fire Station #4 100,000 Total: 1,307,765 Johnson County 4217 Butler Bridge Pedestrian Trail 70,000 Total: 70,000 :6111 City of Iowa City Capital Improvement Projects Summary by Funding Source 2013 2014 2015 2016 2017 Revised Budget Projection Projection Projection Iowa City Comm Schools 4324 Mercer Pool Filter System Replacement Total: 7,123 7,123 3824 Pavement Rehabilitation Other Local Governments 3826 Underground Electrical Facility 3803 Lower Muscatine -Kirkwood to First 3803 Lower Muscatine -Kirkwood to First 405,654 4512 420th Street Industrial Park Total: 405,654 12,960 Contributions & Donations 39,000 49,000 4152 Terry Trueblood Recreation Area 550,000 4328 Library Public Space Remodelling 100,000 100,000 4422 Animal Shelter Repl PW 3039 490,000 Total: 650,000 590,000 Housing Rents 3824 Pavement Rehabilitation 100,000 100,000 3826 Underground Electrical Facility 3803 Lower Muscatine -Kirkwood to First 12,960 100,000 4512 420th Street Industrial Park 528,100 Total: 12,960 4609 Burlington St Dam 39,000 49,000 Bond Sales 3050 FY15 Parking Revenue Bonds 12,000,000 3180 2014 Sewer Revenue Bonds 7,000,000 4911 2013 GO Construction Funds 9,400,000 4913 2014 GO Construction Funds 9,000,000 4914 2015 GO Construction Funds 11,100,000 4916 FY16 GO Construction proceeds. 9,600,000 4918 2012D TIF Revenue Bonds Central 2,700,000 4949 Special Assessments 181,000 181,000 Total: 12,100,000 16,181,000 23,100,000 9,781,000 Sale of Buildings 3803 Lower Muscatine -Kirkwood to First 300,000 Total: 300,000 General Fund CIP Funding 3824 Pavement Rehabilitation 100,000 100,000 3826 Underground Electrical Facility 175,000 4407 Fire Station #4 100,000 4512 420th Street Industrial Park 528,100 4514 Towncrest Redevelopment 625,000 4609 Burlington St Dam 39,000 49,000 451 100,000 100,000 100,000 175,000 175,000 175,000 City of Iowa City Capital Improvement Projects Summary by Funding Source 50,301 30,000 2013 2014 2015 2016 2017 Revised Budget Projection Projection Projection 30,000 30,000 30,000 Total: 1,392,100 324,000 275,000 275,000 275,000 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 Expansion 12,116,491 3809 Iowa City Gateway Project (Dubuque) 17,287,451 2,400,000 Total: 29,403,942 2,400,000 Transfers from TIF Districts 3803 Lower Muscatine -Kirkwood to First 94,382 3971 CBD Streetscape Project 500,000 500,000 3974 Riverside Drive Pedestrian Tunnel 217,000 217,000 4513 Riverfront Crossings Redevelopment 143,407 4514 Towncrest Redevelopment 93,370 Total: 94,382 236,777 717,000 717,000 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 3205 800 Block of Gilbert Ct 16,000 3207 800 - 900 Blocks North Gilbert 60,000 3209 900-1100 Elks Davenport St & 3 250,000 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 Mitig (36,000) 3295 ERP - Utility Billing Software 62,631 3297 Utility Asset Management Software 83,592 3298 Rochest Ave Ground Storage Reservoir 75,000 3803 Lower Muscatine -Kirkwood to First 945,000 3811 Sycamore St -Highway 6 to City 100,000 3834 Burlington/Madison Intersection 39,595 3840 Burlington/Clinton Intersection 100,000 3925 Dodge St/1-80 Pedestrian Bridge 510,209 City of Iowa City Capital Improvement Projects Summary by Funding Source From Mass Transit Operations 3051 Bus Acquisition 797,000 3058 Court Street Facility Automation 270,000 4718 City Hall Camera Upgrade 6,072 Total: 803,072 270,000 From Airport Operations 2013 2014 2015 2016 2017 3450 FY12 Airport Electrical Rehab Revised Budget Projection Projection Projection Total: 2,848,027 600,000 700,000 600,000 600,000 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 Expansion 1,890,000 3137 North River Corridor Trunk Sewer 660,000 3,740,000 3295 ERP - Utility Billing Software 224,000 3803 Lower Muscatine -Kirkwood to First 320,000 3824 Pavement Rehabilitation 23,970 3925 Dodge St/1-80 Pedestrian Bridge 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 220,000 3009 Parking Facility and Enforcement 526,478 900,000 3011 Elevator Upgrades 45,000 3012 Iowa City Multi -Use Parking Facility 550,000 4718 City Hall Camera Upgrade 45,484 Total: 1,386,962 900,000 From Mass Transit Operations 3051 Bus Acquisition 797,000 3058 Court Street Facility Automation 270,000 4718 City Hall Camera Upgrade 6,072 Total: 803,072 270,000 From Airport Operations 3403 Airport North Commercial Park 25,000 3437 Hangar L6 Units 911101OW300 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: 539,266 From Refuse Operations 3295 ERP - Utility Billing Software 56,000 Total: 56,000 From Landfill Operations 3316 Eastside Recycling Center 275,000 453 City of Iowa City Capital Improvement Projects Summary by Funding Source Total: From Stormwater 4,757,706 500,000 3295 ERP - Utility Billing Software 56,000 3803 Lower Muscatine -Kirkwood to First 250,000 3824 Pavement Rehabilitation 17,940 Total: 323,940 From FY12 GO Bonds 3428 2013 2014 2015 2016 2017 3626 Revised Budget Projection Projection Projection 3320 2011 Landfill Acquisition (17 453,850 540,000 3321 Reconstruct FY09 Landfill Cell 4,000,000 120,000 3322 Hebl Road Improvements Sidewalk Infill 500,000 3824 Pavement Rehabilitation 20,020 290,000 4718 City Hall Camera Upgrade 8,836 2,190,000 Total: From Stormwater 4,757,706 500,000 3295 ERP - Utility Billing Software 56,000 3803 Lower Muscatine -Kirkwood to First 250,000 3824 Pavement Rehabilitation 17,940 Total: 323,940 From FY12 GO Bonds 3428 Runway 7-25 Parallel Taxiway 141,400 3626 First Avenue Storm Sewer Improvements 315,388 3803 Lower Muscatine -Kirkwood to First 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 Improvement 2,190,000 3930 Dubuque SUI -80 Pedestrian Bridge 376,428 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 Remodel 121,395 4428 Police Crime Lab 76,225 4429 Police Station Master Remodeling 192,756 4430 Police Breakroom/Restroom Remodel 54,980 4513 Riverfront Crossings Redevelopment 200,000 4514 Towncrest Redevelopment 400,000 4704 City Hall -Other Projects 141,300 4718 City Hall Camera Upgrade 54,975 Total: 8,077,506 From FY13 GO Bonds 3802 Moss Ridge Road 500,000 3803 Lower Muscatine -Kirkwood to First 375,000 3809 Iowa City Gateway Project (Dubuque) 1,080,000 3814 Traffic Signal Projects 200,000 3822 Curb Ramps -ADA 50,000 454 City of Iowa City Capital Improvement Projects Summary by Funding Source Total: 8,657,181 From 2015 GO Bonds 3430 Apron Reconstruction & Connect 2013 2014 2015 2016 2017 3806 Harrison Street Reconstruction Revised Budget Projection Projection Projection 3828 Sidewalk Infill 100,000 3930 Dubuque SUI -80 Pedestrian Bridge 460,000 3963 Taft Speedway Levee Project 149,640 3970 Warm Storage Building, Napoleon 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 Area 2,000,000 4178 Normandy Drive Restoration 409,050 4206 Intra -City Bike Trails 50,000 4219 Scott Park Development & Trail 363,841 4328 Library Public Space Remodeling 100,000 4406 Fire Apparatus 694,000 4432 Fire Station #3 Kitchen Remodel 35,000 4513 Riverfront Crossings Redevelopment 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 (Dubuque) 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 Intersection 1,040,000 3871 1st Ave/IAIS RR Crossing Improvement 2,250,000 4130 Parks Annual Improvements/Main 80,000 4206 Intra -City Bike Trails 50,000 4322 Willow Creek/Kiwanis Park Mast 350,000 4513 Riverfront Crossings Redevelopment 200,000 4514 Towncrest Redevelopment 200,000 4704 City Hall -Other Projects 164,040 4716 Geographic Informations System 650,000 Total: 10,875,640 From FY14 GO Bonds 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 (Dubuque) 2,000,000 3814 Traffic Signal Projects 120,000 3871 1st Ave/IAIS RR Crossing Improvement 1,000,000 3921 Interstate 80 Aesthetic Improvement 30,000 3930 Dubuque SUI -80 Pedestrian Bridge 325,000 3971 CBD Streetscape Project 500,000 :1&V City of Iowa City Capital Improvement Projects Summary by Funding Source Total: 8,816,771 From 07 GO Bonds 3811 Sycamore St -Highway 6 to City 700,000 4152 Terry Trueblood Recreation Area 208,409 4222 Highway 1 Sidewalk/Trail-River 120,000 4404 Radio System Upgrade and Migration 54,040 4712 ERP Software -Finances and HR/P 391,986 Total: 1,474,435 From 06 GO Bonds 3444 Rehab Runway 7/25&12/30 FAA #1 95,798 3626 First Avenue Storm Sewer Improvement 1,125,000 3803 Lower Muscatine -Kirkwood to First 600,000 4404 Radio System Upgrade and Migration 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: 2,610,606 From 09 GO Bonds 3871 1st Ave/IAIS RR Crossing Improvement 463,816 3956 Public Works Facility Site Work 263,712 4163 Napoleon Softball Field Renovation 176,183 4404 Radio System Upgrade and Migration 100,000 4405 Police Records & CA Dispatch 250,000 4704 City Hall -Other Projects 37,557 4714 Remodel City Hall Lobby 210,000 Total: 1,501,268 From 10 GO Bonds :1&V 2013 2014 2015 2016 2017 Revised Budget Projection Projection Projection 4130 Parks Annual Improvements/Main 80,000 4136 Hickory Hill Park Safe/Restroom 34,000 4145 Cemetery Resurfacing 50,000 4177 Lower City Park Secondary Access 270,000 4178 Normandy Drive Restoration 409,051 4180 Fairmeadows Park Restroom 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 Remodeling 100,000 4411 Fire SCBA/Air System Replacement 550,000 4513 Riverfront Crossings Redevelopment 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 Area 208,409 4222 Highway 1 Sidewalk/Trail-River 120,000 4404 Radio System Upgrade and Migration 54,040 4712 ERP Software -Finances and HR/P 391,986 Total: 1,474,435 From 06 GO Bonds 3444 Rehab Runway 7/25&12/30 FAA #1 95,798 3626 First Avenue Storm Sewer Improvement 1,125,000 3803 Lower Muscatine -Kirkwood to First 600,000 4404 Radio System Upgrade and Migration 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: 2,610,606 From 09 GO Bonds 3871 1st Ave/IAIS RR Crossing Improvement 463,816 3956 Public Works Facility Site Work 263,712 4163 Napoleon Softball Field Renovation 176,183 4404 Radio System Upgrade and Migration 100,000 4405 Police Records & CA Dispatch 250,000 4704 City Hall -Other Projects 37,557 4714 Remodel City Hall Lobby 210,000 Total: 1,501,268 From 10 GO Bonds :1&V City of Iowa City Capital Improvement Projects Summary by Funding Source 2013 2014 2015 2016 2017 Revised Budget Projection Projection Projection 3803 Lower Muscatine -Kirkwood to First 543,909 3814 Traffic Signal Projects 40,651 3834 Burlington/Madison Intersection 289,808 3911 Iowa River Power Dam Pedestrian Bridge 27,500 3925 Dodge St/1-80 Pedestrian Bridge 538,949 3958 Public Works Fuel Facility 658,654 4145 Cemetery Resurfacing 3,602 4404 Radio System Upgrade and Migration 300,000 4704 City Hall -Other Projects 50,000 Total: 2,453,073 From 11 GO Bonds 3437 Hangar L6 Units 911101OW300 224,540 3450 FY12 Airport Electrical Rehab 20,826 3803 Lower Muscatine -Kirkwood to First 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 Pedestrian 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/Restroom 145,398 4163 Napoleon Softball Field Renovation 7,938 4170 Court Hill Park Restroom 31,697 4171 Kiwanis Park Restroom 1,340 4316 Recreation Center Improvements 160,000 4320 North Market Square Park Redevelopment 10,613 4323 Recreation Center Elevator Repl 5,462 4324 Mercer Pool Filter System Repl 10,157 4513 Riverfront Crossings Redevelop 113,073 4514 Towncrest Redevelopment 219,443 4704 City Hall -Other Projects 50,000 Total: 3,314,963 From Sewer Rev Bonds 3135 South Wastewater Plant Expansion 7,000,000 Total: 7,000,000 From Pkg Rev Bonds 3012 Iowa City Multi -Use Parking Facility 12,000,000 Total: 12,000,000 From FY16 GO bonds City of Iowa City Capital Improvement Projects Summary by Funding Source Total: 9,330,260 From 2017 G O Bond 3055 Transit Facility Relocation 3448 Airport Perimeter Rd 3814 Traffic Signal Projects 3822 Curb Ramps -ADA 3828 Sidewalk Infill 3849 Brick Street Reconstruction 3854 American Legion Road Scott Blv 4130 Parks Annual Improvements/Main 4206 Intra -City Bike Trails 4704 City Hall -Other Projects Total: Misc Transfers In 3830 Alley Assessment Total: 181,000 181,000 181,000 181,000 4,000,000 12,630 120,000 50,000 100,000 400,000 4,800,000 80,000 50,000 50,000 9,662,630 Receipts Total: 136,974,900 63,837,555 56,923,372 24,479,200 27,842,600 :617 2013 2014 2015 2016 2017 Revised Budget Projection Projection Projection 3443 Airport Equipment Shelter 15,260 3624 Riverside Dr & Arts Campus Storm 500,000 3809 Iowa City Gateway Project (Dubuque) 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 Tunnel 1,000,000 4130 Parks Annual Improvements/Main 80,000 4137 Frauenholtz-Miller Park Development 223,000 4145 Cemetery Resurfacing 50,000 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 Redevelopment 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 3448 Airport Perimeter Rd 3814 Traffic Signal Projects 3822 Curb Ramps -ADA 3828 Sidewalk Infill 3849 Brick Street Reconstruction 3854 American Legion Road Scott Blv 4130 Parks Annual Improvements/Main 4206 Intra -City Bike Trails 4704 City Hall -Other Projects Total: Misc Transfers In 3830 Alley Assessment Total: 181,000 181,000 181,000 181,000 4,000,000 12,630 120,000 50,000 100,000 400,000 4,800,000 80,000 50,000 50,000 9,662,630 Receipts Total: 136,974,900 63,837,555 56,923,372 24,479,200 27,842,600 :617 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3004 - Parking Facility Restoration Repair 2,334,598 Operating Impact: This project reduces the need for staff to monitor parking and to staff parking decks. This project includes routine concrete restoration, application of sealant and repair of stairwells. 393230 From Parking Operations 715,547 220,000 935,547 Receipts Total 715,547 220,000 935,547 510800 Parking Capital Acquisition/CIP 940,233 220,000 1,160,233 Expense Total 940,233 220,000 1,160,233 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3009 - Parking Facility and Enforcement Automation This project involves the automation 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 Street, Dubuque Street 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 option for our customers while enhancing operational efficiencies. 393230 From Parking Operations 908,119 526,478 900,000 2,334,597 Receipts Total 908,119 526,478 900,000 2,334,597 510400 Capitol Street Garage Operations 376,087 376,087 510500 Dubuque Street Garage Operations 271,302 271,302 510700 Tower Place Garage Operations 260,731 260,731 510800 Parking Capital Acquisition/CIP 526,478 900,000 1,426,478 Expense Total 908,120 526,478 900,000 2,334,598 Operating Impact: This project reduces the need for staff to monitor parking and to staff parking decks. Staff is being shifted from these duties to assist in the cleaning of the facilities and to provide public relations. 3011- Elevator Upgrades Elevator upgrades to Capitol and Dubuque garages. 393230 From Parking Operations 747,024 45,000 792,024 Receipts Total 747,024 45,000 792,024 510800 Parking Capital Acquisition/CIP 747,024 45,000 792,024 Expense Total 747,024 45,000 792,024 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. :1Wl City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3012 - Iowa City Multi -Use Parking Facility This project involves the construction of a 600 space parking facility in a location south of Burlington Street to support continued economic development. As the Rive rfront Crossings continues 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 of Burlington Street. The facility will assist in being a catalystfor continued economic development in this area. 393230 From Parking Operations 3,592,048 550,000 4,142,048 393423 From Pkg Rev Bonds 12,000,000 12,000,000 393900 Misc Transfers In 2,500 2,500 Receipts Total 3,594,548 550,000 12,000,000 16,144,548 458000 Community & Econ Dvlp CIP 1,269 1,269 510800 Parking Capital Acquisition/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 Operating Impact: This project will produce net income to the City when it is complete and established. The net income to the City will vary, however, should increase as the facility establishes a regular customer base. Whether or notthe facility would have a net income or a net loss in the firstyear and what that would be, is difficult to determine and is currently not estimated. 3050 - FY15 Parking Revenue Bonds Issuance of bonds to finance multi -use parking facility. 391100 Bond Sales Receipts Total 12,000,000 12,000,000 Operating impact: The issuance of parking revenue bonds requires additional administration and compliance expense. The estimated expense is less than $10,000 per year. 3051- Bus Acquisition This project involves the replacement of four City buses. 393235 From Mass Transit Operations Receipts Total 517600 Transit Capital Acquisitions/CIP Expense Total 12,000,000 12,000,000 797,000 797,000 797,000 797,000 797,000 797,000 797,000 797,000 Operating impact: The replacement of City buses will decrease operating expenses due to the replacement of older equipmentwith new equipment. The estimated savings is less than $10,000 per year. City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3055 - Transit Facility Relocation This project involves the construction of anew transit facility forma intenance operations and storage. As part of this project, the storage area will be expanded allowingfor an increase in fleetsize and the maintenance facility will be upgraded. The relocation will addressthe environmental issuesthat 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 1,770 16,000,000 16,000,000 393427 From 2017 G O Bond 4,000,000 4,000,000 Receipts Total 19,623 20,000,000 20,000,000 517600 Transit Capital Acquisitions/CIP 20,000,000 20,000,000 Expense Total 40 20,000,000 20,000,000 Operating impact: The replacement of transitfacility should be to a newer and more energy efficient facility, 40 however, the new facility will be larger and contain more operational functionality. The additional size and capability 500,000 500,000 of the facility will most likely offset the potential savings from the newer facility. Additional savings/cost from this 500,000 3,476,476 facility has not been determined. 997,909 500,000 500,000 500,000 500,000 500,000 3,497,909 3058 - Court Street Facility Automation 997,908 500,000 500,000 This project involves the automation of operations in the Court Street 500,000 500,000 3,497,908 Transportation Center with the installation of gates, payon foot, and pay in 997,908 500,000 500,000 lane equipment. This will create the ability to push real-time parking data to 500,000 500,000 3,497,908 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 Misc Transfers In 270,000 270,000 Receipts Total 270,000 270,000 517900 Court St Transportation Center 270,000 270,000 Expense Total 270,000 270,000 Operating Impact: This project reduces the need for staff to monitor parking and to staff parking decks. Staff will be shifted from these duties to assist in the cleaning of the facilities and to provide public relations. 3101- Annual Sewer Main Projects Annual costs to rehabilitate or replace sewer mains. 363150 Copies/Computer Queries 1,770 1,770 369100 Reimb of Expenses 19,623 19,623 369900 Miscellaneous Other Income 40 40 393220 From Wastewater Operations 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 997,908 500,000 500,000 500,000 500,000 500,000 3,497,908 Expense Total 997,908 500,000 500,000 500,000 500,000 500,000 3,497,908 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. :r..1 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3134 - Inverted Siphon Sewer Pipes Repair three sewer mains that cross the Iowa River that were damaged during the Flood of 2008. 331200 FEMA Reimbursements 879,439 180,000 334810 State Disaster Assistance 1,493,509 20,000 393220 From Wastewater Operations 279,397 155,255 Receipts Total 1,158,836 355,255 520300 Sewer Systems 1,158,836 355,255 Expense Total 1,158,836 355,255 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3135 -South Wastewater Plant Expansion This projectwill relocate the North Wastewater Treatment Plant and consolidate operations into the South Wastewater Treatment Plant by expansion of the SWTP facilities. 331100 Federal Grants 334900 Other State Grants 334910 I -JOBS 393160 Local Option Taxes 393220 From Wastewater Operations 393422 From Sewer Rev Bonds Receipts Total 520400 South Plant Operations Expense Total 2,563 11,000,000 11,000,000 548,425 400,265 4,051,310 4,287,528 1,207,765 1,493,509 12,116,491 3,740,000 1,890,000 520300 Sewer Systems 7,000,000 6,332,025 26,614,521 22,051,310 5,327,439 26,917,694 22,317,790 5,327,439 26,917,694 22,317,790 1,059,439 20,000 434,652 1,514,091 1,514,091 1,514,091 22,002,563 5,000,000 5,495,293 13,610,000 1,890,000 7,000,000 54,997,856 321,869 332,336 55,217,128 321,869 332,336 55,217,128 Operating impact: The expansion of the south treatment plant and the closure of the north treatment plant will most likely achieve savings for the City as it decreases from two facilities to one. The potential savings has not been estimated, and the project is primarily related to the mitigation of future flood damage, however, potential savings could be in excess of $100,000. 3137 - North River Corridor Trunk Sewer This projectwill be constructed in conjunction with the Gateway project and will replace two existing sewers with a single sewer that will be sized to serve the existing drainage area plus 5,700 acres of the Rapid Creek watershed north of 1-80. The existing sewers were constructed in 1983 and 1936. 393220 From Wastewater Operations 660,000 3,740,000 4,400,000 Receipts Total 660,000 3,740,000 4,400,000 520300 Sewer Systems 660,000 3,740,000 4,400,000 Expense Total 660,000 3,740,000 4,400,000 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. :1M City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3180 - 2014 Sewer Revenue Bonds Issuance to provide funding for South Wastewater Plant Expansion. 391100 Bond Sales 7,000,000 7,000,000 Receipts Total 7,000,000 7,000,000 Operating impact: The issuance of sewer revenue bonds requires additional administration and compliance expense. The estimated expense is less than $10,000 per year. 3202 - Muscatine (2700-3400) (Arthur to Scott) Repair and replace aging water mains. 393210 From Water Operations 1,881 940,000 941,881 Receipts Total 1,881 940,000 941,881 530300 Water Distribution System 1,881 940,000 941,881 Expense Total 1,881 940,000 941,881 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3204 - Annual Water Main Projects Annual replacement of water mains 363150 Copies/Computer Queries 540 Repair and replace aging water mains. 540 393210 From Water Operations 65,371 600,000 600,000 600,000 600,000 600,000 3,065,371 Receipts Total 65,911 600,000 600,000 600,000 600,000 600,000 3,065,911 530300 Water Distribution System 69,312 600,000 600,000 600,000 600,000 600,000 3,069,312 Expense Total 69,312 600,000 600,000 600,000 600,000 600,000 3,069,312 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3205 - 800 Block of Gilbert Ct Repair and replace aging water mains. 393210 From Water Operations 320 16,000 16,320 Receipts Total 320 16,000 16,320 530300 Water Distribution System 72,526 16,000 88,526 Expense Total 72,526 16,000 88,526 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. :1"1 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3207 - 800-900 Bilks North Gilbert Street Repair and replace aging water mains. 393210 From Water Operations 51,898 60,000 111,898 Receipts Total 51,898 60,000 111,898 530300 Water Distribution System 51,898 60,000 111,898 Expense Total 51,898 60,000 111,898 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3209 - 900-1100 Bilks Davenport St & 300-600 Bilks Reno Repair and replace aging water mains. 393210 From Water Operations 12,640 250,000 262,640 Receipts Total 12,640 250,000 262,640 530300 Water Distribution System 12,640 250,000 262,640 Expense Total 12,640 250,000 262,640 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3211- 500 Block Olive Water Main Repair and replace aging water mains. 393210 From Water Operations 32,033 58,000 90,033 Receipts Total 32,033 58,000 90,033 530300 Water Distribution System 32,033 58,000 90,033 Expense Total 32,033 58,000 90,033 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3278 - IRP Dam Flood Repairs Repairs sections of the Iowa River Power Dam thatwere damaged in the Flood of 2008. 331200 FEMA Reimbursements 324,125 324,125 334810 State Disaster Assistance 36,014 36,014 Receipts Total 360,139 360,139 530300 Water Distribution System 360,139 360,139 Expense Total 360,139 360,139 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. :BL! City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3279 - Water Mains Crossings Flood Repairs Repairs water main crossings under the Iowa River that were damaged from the Flood of 2008. 331200 FEMA Reimbursements 562,940 393210 From Water Operations 107,715 Receipts Total 107,715 562,940 530300 Water Distribution System 107,715 562,940 Expense Total 107,715 562,940 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3281 - Collector Well #3 -Hazard Mitigation-PW5946 This project includes replacing and elevating voltage loop switch and transformer, installing a Medium Voltage loop manual transfer switch, hardening well house building, and raising the electrical equipment above the500 year flood elevation. 562,940 107,715 670,655 670,655 670,655 331200 FEMA Reimbursements 360,000 360,000 334810 State Disaster Assistance 40,000 40,000 392600 Insurance Recoveries 66,468 66,468 393210 From Water Operations 398,791 (400,000) (1,209) Receipts Total 465,259 465,259 530300 Water Distribution System 465,259 465,259 Expense Total 465,259 465,259 Operating Impact: This project reduces expenditures through the replacement of aged/damaged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3282 - Collector Well #4 -Hazard Mitigation-PW#607 This project includes replacing and elevating voltage loop switch and transformer, installing a Medium Voltage loop manual transfer switch, hardening well house building, and raising electrical equipment above 500 year flood elevation. 331200 FEMA Reimbursements 320,400 320,400 334810 State Disaster Assistance 35,600 35,600 392600 Insurance Recoveries 47,609 47,609 393210 From Water Operations 355,461 (356,000) (539) Receipts Total 403,070 403,070 530300 Water Distribution System 402,976 402,976 Expense Total 402,976 402,976 Operating Impact: This project reduces expenditures through the replacement of aged/damaged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3283 - Plant Site Well House Source Protection This project includes replacing and e I evatingvoltage loop switch and transformers, hardening well house building, and raising electrical equipment above the 500 year flood. 331200 FEMA Reimbursements 52,579 426,750 334810 State Disaster Assistance 334810 State Disaster Assistance 142,250 334900 Other State Grants 33,371 392600 Insurance Recoveries 393210 From Water Operations 108,143 (100,000) Receipts Total 141,514 469,000 530200 Water Plant Operations 141,514 469,000 Expense Total 141,514 469,000 Operating Impact: This project reduces expenditures through the replacement of aged/damaged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3284 -Silurian Well #4 -Hazard Mitigation-PW#6081-1 This projectwill remove medium voltage loop switch & transformer and re -feed well house from CW#3, harden well house building, and raise electrical equipment in wellhouse above 500 year flood elevation. 426,750 142,250 33,371 8,143 610,514 610,514 610,514 331200 FEMA Reimbursements 52,579 27,000 79,579 334810 State Disaster Assistance 161,369 9,000 9,000 392600 Insurance Recoveries 5,715 224,000 5,715 393210 From Water Operations 35,529 (36,000) (471) Receipts Total 93,823 56,000 93,823 530300 Water Distribution System 83,182 83,182 Expense Total 83,182 83,182 Operating Impact: This project reduces expenditures through the replacement of aged/damaged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3295 - ERP - Utility Billing Software Upgrade aging billing and customer service software. 369100 Reimb of Expenses 20,000 20,000 393210 From Water Operations 161,369 62,631 224,000 393220 From Wastewater Operations 224,000 224,000 393250 From Refuse Operations 56,000 56,000 393290 From Stormwater 56,000 56,000 Receipts Total 181,369 398,631 580,000 530100 Water System Administration & Supp 172,668 407,332 580,000 Expense Total 172,668 407,332 580,000 Operating impact: The City should experience less programming cost and hardware maintenance through the replacement of this computer software, however, these savings will be offset by additional software maintenance charges. The change in operating costs should be minimal. City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3297 - Utility Asset Management Software This project will implement asset management software for the Water Division. The software will facilitate evaluating and prioritizing distribution infrastructure(water mains, hydrants, valves, and appurtenances) for repair or replacement. 393210 From Water Operations 83,592 Receipts Total 83,592 530300 Water Distribution System 83,592 Expense Total 83,592 Operating impact: The software should create efficiencies through better identification and timing of infrastructure replacement. However, these savings will be offset by additional software maintenance charges. The change in operating costs should be minimal. 3298 - Rochester Ave Ground Storage Reservoir Repair Inspect and repair Rochester Avenue GSR. 83,592 83,592 83,592 83,592 393210 From Water Operations 75,000 75,000 Receipts Total 75,000 75,000 530300 Water Distribution System 75,000 75,000 Expense Total 75,000 75,000 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3316 - Eastside Recycling Center This project will develop the existing site at 2401 Scott Blvd. The project will enhance the appearance of the existing building and construct an addition to house the Furniture Project and Salvage Barn. The project scope also include the construction of an environmental education building, and a bulkwater station. Drop off areas for waste oil and electronics and a concrete washout station will also be constructed. 331200 FEMA Reimbursements 5,143 5,143 393260 From Landfill Operations 4,416,343 275,000 4,691,343 Receipts Total 4,421,486 275,000 4,696,486 550310 Eastside Recycle Operations 12,149 12,149 550900 Landfill Capital Acquisition/CIP 4,409,336 275,000 4,684,336 Expense Total 4,421,485 275,000 4,696,485 Operating impact: This project constructs additional facilities that will have operating and maintenance costs. The facilities should also generate some revenue, however, the overall impact should be an additional expense of approximately $150,000 - $200,000 per year. :1ffA City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3320 - 2011 Landfill Acquisition (17 acres) Acquire adjacent propertyto expand Landfill. 393260 From Landfill Operations 147,999 453,850 601,849 Receipts Total 147,999 453,850 601,849 550900 Landfill Capital Acquisition/CIP 147,999 453,850 601,849 Expense Total 147,999 453,850 601,849 Operating impact: The acquisition of property will add expense to maintain that property. The estimated expense will be less than $10,000 per year. 3321 -Reconstruct FY09 Landfill Cell Due to Fire This project consists of rebuilding the landfill FY09 Cell thatwas destroyed by the fire in 2012. The fire destroyed almost 2/3 of the recently opened FY09 cell before being extinguished. This project is necessary to rebuild the cell for proper solid waste disposal and the continued operation of the landfill. 393260 From Landfill Operations 4,000,000 4,000,000 Receipts Total 4,000,000 4,000,000 550900 Landfill Capital Acquisition/CIP 4,000,000 4,000,000 Expense Total 4,000,000 4,000,000 Operating impact: This project replaces the landfill cell that was previously damaged and should not increase or decrease the cost of financial operations. 3322 - Hebl Road Improvements This project includes upgrading and asphalt overlay of Hebl Road from Melrose Avenue to the landfill entrance. This roadway is currently unimproved rural chip sealed roadway. In the future there will be more heavy truck traffic because the fill for the Gateway project on Dubuque Street will be hauled from the landfill stockpiles by trucks. Potentially, a material recycling facility may be located atthe 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 500,000 500,000 Expense Total 500,000 500,000 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. :rH7 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3403 -Airport North Commercial Park This project includes the acquisition of property for the expansion of the Airport North Commercial Business Park. 393240 From Airport Operations 68,850 25,000 93,850 Receipts Total 68,850 25,000 93,850 560300 Airport Capital Acquisition/CIP 118,587 25,000 143,587 Expense Total 118,587 25,000 143,587 Operating impact: The acquisition of property will add expense to maintain that property. The estimated expense will be less than $10,000 per year. Future development could add revenue for the City. 3425 - FAA Runway 7 Grading/Obstr Mitigation #3190047-13-2006 Runway 7 Obstruction Mitigation and Grading contracts. 331100 Federal Grants 1,476,918 165,908 1,642,826 393416 From 07 GO Bonds 114,124 114,124 Receipts Total 1,591,042 165,908 1,756,950 560300 Airport Capital Acquisition/CIP 1,559,095 165,908 1,725,003 Expense Total 1,559,095 165,908 1,725,003 Operating impact: The operating impact of this project will be negligible. 3427 - Runway 7 Parallel Taxiway GradingFAA #3-19-00440744 A parallel taxiway for the main runway is needed to allow for safe taxi of aircraft from Runway 7-25 to and from terminal area and to allow for lower instrument approach minimums for Runway 7-25. This is the grading project. 331100 Federal Grants 946,873 777,377 393420 From 11 GO Bonds 90,750 Receipts Total 1,037,623 777,377 560300 Airport Capital Acquisition/CIP 996,998 858,000 Expense Total 996,998 858,000 Operating impact: The addition of more taxiway will require additional maintenance and utilities bythe City. The estimated additional cost is less than $10,000 per year. :1W 1,724,250 90,750 1,815,000 1,854,998 1,854,998 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3428 - Runway 7-25 Parallel Taxiway Paving&Lighting #3190047212012 A parallel taxiway for the main runway is needed to allow for safe taxi of aircraft from Runway 7-25 to and from terminal area. This project is the paving and lighting construction. 331100 Federal Grants 2,880,000 2,880,000 393410 From FY12 GO Bonds 178,600 141,400 320,000 Receipts Total 178,600 3,021,400 3,200,000 560300 Airport Capital Acquisition/CIP 178,600 3,021,400 3,200,000 Expense Total 178,600 3,021,400 3,200,000 Operating impact: The addition of more taxiway will require additional maintenance and utilities bythe City. The estimated additional cost is less than $10,000 per year. 3430 - Apron Reconstruction & Connecting Taxiway Existing terminal apron is showing signs of pavement failure and needs replacement. In addition, the ever-growing amount of general aviation traffic using the facility requires the expansion of the apron and the necessity to provide additional connect or taxiways to the runway system. 331100 Federal Grants 1,550,400 1,550,400 393412 From 2015 GO Bonds 81,600 81,600 Receipts Total 1,632,000 1,632,000 560300 Airport Capital Acquisition/CIP 1,632,000 1,632,000 Expense Total 1,632,000 1,632,000 Operating impact: The expansion of the apron will require additional maintenance and utilities by the City, however, the replacement of the existing apron should lower maintenance costs. The estimated change in operating costs is less than $10,000 per year. 3437 - Hangar L 6 Units 911101OW300 Construct large bay hangar for storage of businessjet and large aircraft traffic. 334900 Other State Grants 27,605 172,395 200,000 393240 From Airport Operations 57 399,943 400,000 393420 From 11 GO Bonds 75,460 224,540 300,000 Receipts Total 103,122 796,878 900,000 560300 Airport Capital Acquisition/CIP 92,442 818,000 Expense Total 92,442 818,000 Operating impact: The addition of new hangar units will add both revenue and expense to the airport's operating budget. The net effect should be a net income of less than $10,000 per year. 910,442 910,442 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3442 - Runway 12-30 Obstruction Mitigation & Part77 Removals Removal of obstructions per FAA Airport Layout Plan. 331100 Federal Grants 518,795 1,818,844 518,795 393413 From FY14 GO Bonds 27,305 18 27,305 Receipts Total 546,100 95,798 546,100 560300 Airport Capital Acquisition/CIP 546,100 1,818,862 95,798 546,100 Expense Total 546,100 1,914,660 546,100 Operating impact: The operating impact of the removals should be negligible to the operating budget. 1,914,660 1,914,660 3443 - Airport Equipment Shelter Snow removal equipment was previously stored in United Hangar. Equipment shelter would provide room for snow removal equipment. 331100 Federal Grants 289,940 289,940 393426 From FY16 GO bonds 15,260 15,260 Receipts Total 305,200 305,200 560300 Airport Capital Acquisition/CIP 305,200 305,200 Expense Total 305,200 305,200 Operating impact: The operating impact of the equipment shelter includes insurance and utilities. The impact is estimated to be less than $10,000 per year. 3444 - Rehab Runway 7/258,12/30 FAA #18 Intersection Reconstruction 331100 Federal Grants 1,818,844 1,818,844 393240 From Airport Operations 18 18 393417 From 08 GO Bonds 95,798 95,798 Receipts Total 1,818,862 95,798 1,914,660 560300 Airport Capital Acquisition/CIP 1,914,660 1,914,660 Expense Total 1,914,660 1,914,660 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 3448 -Airport Perimeter Rd Construct perimeter road for aircraft vehicles to travel to south development area. 331100 Federal Grants 239,970 239,970 393427 From 2017 G O Bond 12,630 12,630 Receipts Total 252,600 252,600 560300 Airport Capital Acquisition/CIP 252,600 252,600 Expense Total 252,600 252,600 Operating impact: The addition of a new road will add maintenance expense to the City's operations. The estimated expenses are less than $10,000 per year. 471 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3450 - FY12 Airport Electrical Rehab & Security Improve 911201OW 100 Anticipated hangar maintena nce with IDOT grant. Hangar building reskinning and resealing. 334900 Other State Grants 19,097 125,403 144,500 393240 From Airport Operations 25,500 25,500 393420 From 11 GO Bonds 15,174 20,826 36,000 Receipts Total 34,271 171,729 206,000 560300 Airport Capital Acquisition/CIP 25,277 191,000 216,277 Expense Total 25,277 191,000 216,277 Operating impact: Repairing aged facilities will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. 3451- Rehabilitate Terminal Building 911201OW300 334900 Other State Grants 78,726 21,574 100,300 393240 From Airport Operations 17,700 17,700 Receipts Total 96,426 21,574 118,000 560300 Airport Capital Acquisition/CIP 113,174 10,000 123,174 Expense Total 113,174 10,000 123,174 Operating impact: Repairing aged facilities will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. 3452 - Install Taxiway & Utility Lines 911301OW300 334900 Other State Grants 90,525 90,525 393240 From Airport Operations 15,975 15,975 Receipts Total 106,500 106,500 560300 Airport Capital Acquisition/CIP 106,500 106,500 Expense Total 106,500 106,500 Operating impact: The installation of a new utility lines will add maintenance expense to the City's operations. The estimated expenses are less than $10,000 per year. 3453 - Rehabilitate Terminal Building D &Roof 911301OW300 334900 Other State Grants 75,000 75,000 393240 From Airport Operations 27,000 27,000 Receipts Total 102,000 102,000 560300 Airport Capital Acquisition/CIP 102,000 102,000 Expense Total 102,000 102,000 Operating impact: Repairing aged facilities will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. :11% City of Iowa City Capital Improvement Projects Project Summary by Name 560300 Airport Capital Acquisition/CIP Expense Total Operating impact: This will have a negligible impact on the City's operating budget. 3624 - Riverside Dr & Arts Campus Storm Sewer Modification This will be a joint project with the University of Iowa to upgrade the Riverside Drive / Arts Campus storm sewer and lift station to perform better during future floods. 145,000 145,000 145,000 145,000 334610 University of Iowa 2013 2014 2015 2016 2017 500,000 393290 From Stormwater Prior Years Revised Budget Projection Projection Projection Total 3454 - Airport Master Plan 346,035 500,000 331100 Federal Grants 137,750 137,750 393413 From FY14 GO Bonds 7,250 7,250 Receipts Total 145,000 145,000 560300 Airport Capital Acquisition/CIP Expense Total Operating impact: This will have a negligible impact on the City's operating budget. 3624 - Riverside Dr & Arts Campus Storm Sewer Modification This will be a joint project with the University of Iowa to upgrade the Riverside Drive / Arts Campus storm sewer and lift station to perform better during future floods. 145,000 145,000 145,000 145,000 334610 University of Iowa 630 500,000 393290 From Stormwater 19 30,647 393426 From FY16 GO bonds 346,035 500,000 Receipts Total 19 1,000,000 580200 Storm Water Mgmt Capital Acquisition 19 1,000,000 Expense Total 19 1,000,000 Operating impact: The storm sewer upgrade will have a negligible effect on the operating budget, however, the potential benefit could be significant in another flood event. 3626 - First Avenue Storm Sewer Improvements This projectwill replace and upgrade the storm sewer system between Mall Drive and First Avenue, north of Lower Muscatine Road. 500,000 19 500,000 1,000,019 1,000,019 1,000,019 363150 Copies/Computer Queries 630 630 393410 From FY12 GO Bonds 30,647 315,388 346,035 393415 From 06 GO Bonds 363,336 363,336 393417 From 08 GO Bonds 1,125,000 1,125,000 Receipts Total 394,613 1,440,388 1,835,001 580200 Storm Water Mgmt Capital Acquisition 394,613 1,440,388 1,835,001 Expense Total 394,613 1,440,388 1,835,001 Operating impact: Repairing aged facilities will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. 473 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3802 - Moss Ridge Road Project will build a street to Moss Office Park. Anapplication for Revitalize Iowa's Sound Economy (RISE) grant to the Iowa Department of Transportation will be submitted. 334900 Other State Grants 87,057 1,750,000 1,750,000 393411 From FY13 GO Bonds 500,000 1,720,000 500,000 393413 From FY14 GO Bonds 1,250,000 1,250,000 Receipts Total 500,000 3,000,000 3,500,000 434710 Roads 500,000 3,000,000 3,500,000 Expense Total 500,000 3,000,000 3,500,000 Operating impact: The addition of a new road will add maintenance expense to the City's operations. The estimated expenses are less than $10,000 per year. 3803 - Lower Muscatine -Kirkwood to First Avenue Reconstruct Lower Muscatine from Kirkwood to First Avenue. Construction includes storm sewer, water mains, sanitary sewer, undergrounding of aerial utilities and sidewalks on both sides of street. This project is utilizing Federal STP funds. 313500 Utility Franchise Tax 87,057 350,000 437,057 331100 Federal Grants 1,720,000 1,720,000 336190 Other Local Governments 405,654 405,654 382500 Housing Rents 20,880 12,960 33,840 392200 Sale of Buildings 300,000 300,000 393150 Road Use Tax 2,939 2,939 393170 Transfers from TIF Districts 1,291,929 94,382 1,386,311 393210 From Water Operations 150,819 945,000 1,095,819 393220 From Wastewater Operations 150,000 320,000 470,000 393290 From Stormwater 250,000 250,000 393410 From FY12 GO Bonds 540,000 540,000 393411 From FY13 GO Bonds 375,000 375,000 393412 From 2015 GO Bonds 397 397 393417 From 08 GO Bonds 600,000 600,000 393418 From 09 GO Bonds 125,000 125,000 393419 From 10 GO Bonds 543,909 543,909 393420 From 11 GO Bonds 1,091,261 1,091,261 Receipts Total 1,829,021 7,548,166 9,377,187 434710 Roads 1,829,921 5,314,024 7,143,945 520300 Sewer Systems 340,000 340,000 530300 Water Distribution System 1,254,181 1,254,181 580200 Storm Water Mgmt Capital Acquisition 500,000 500,000 Expense Total 1,829,921 7,408,205 9,238,126 Operating impact: Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. 474 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3804 - Dodge St Reconstruction-180/Governor This project will reconstruct Dodge Street between the Governor/Dodge intersection and Interstate 80. Included with this project will be the replacement of existing 6 and 12 inch water mains, and reconstruction of a sanitary sewer along Dodge Street between Scott Boulevard and ACT Circle. This sanitary sewer will increase the capacity for future growth north of Interstate 80. 334900 Other State Grants 1,298,289 1,298,289 Receipts Total 1,298,289 1,298,289 434710 Roads 1,493,108 1,062,888 2,555,996 Expense Total 1,493,108 1,062,888 2,555,996 Operating impact: Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. 3806 - Harrison Street Reconstruction This project reconstruct Harrison Street from Dubuque St.to Clinton Street subject to the private development of the adjacent parcel. 393150 Road Use Tax 7,630 7,630 393412 From 2015 GO Bonds 500,000 500,000 Receipts Total 7,630 500,000 507,630 434710 Roads 7,630 500,000 507,630 Expense Total 7,630 500,000 507,630 Operating impact: Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. 3808 - Park Road 3rd Lane Improvement This project will add a center turn lane to Park Road from the entrance of Lower City Park to Riverside Drive and will be constructed in conjunction with the Gateway Project. 393412 From 2015 GO Bonds 1,440,000 1,440,000 Receipts Total 1,440,000 1,440,000 434710 Roads 1,440,000 1,440,000 Expense Total 1,440,000 1,440,000 Operating impact: The addition of a third lane to the bridge will increase maintenance costs annual. The estimated increase in operating costs is less than $10,000 per year. :l61 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3809 - Iowa City Gateway Project (Dubuque St) This project will reconstruct and elevate approx. 4,200 feet of Dubuque Street and replace the Park Road Bridge with a structure that is higher and longer than the existing bridge. The project will incorporate multi -modal features and be designed to provide flood protection for the Dubuque Street corridor and reduce flood peaks upstream from the Park Road Bridge. Federal funding of this project is identified as a $6 million grant from the Surface Transportation Program; $3 million grant from Economic Development Administration; and $1.5 million from Transportation, Housing & Urban Development. 331100 Federal Grants 393160 Local Option Taxes 393411 From FY13 GO Bonds 393412 From 2015 GO Bonds 393413 From FY14 GO Bonds 393426 From FY16 GO bonds Receipts Total 971,671 9,528,329 937,614 17,287,451 2,400,000 1,080,000 3,000,000 2,000,000 2,600,000 1,909,285 27,895,780 4,400,000 3,000,000 2,600,000 10,500,000 20,625,065 1,080,000 3,000,000 2,000,000 2,600,000 39,805,065 434710 Roads 1,790,646 22,996,401 4,506,011 3,109,486 2,715,300 35,117,844 434720 Bridge Construction 18,000 5,000,000 5,018,000 434730 Other PW Capital Acquisition/CIP 2,014 100,000 2,014 Expense Total 1,810,660 27,996,401 4,506,011 3,109,486 2,715,300 40,137,858 Operating impact: The project will not only add new infrastructure and replace old infrastructure, but it will also lower operating costs due to the decrease in the number of times that the road will have to be closed during rain and flood events. Estimated savings is between $10,000 and $20,000 per year. 3811- Sycamore St -Highway 6 to City Limits This project will reconstruct Sycamore St from Burns Ave to the City limits as three lane portland cement concrete street with curb and gutter. The project also includes sidewalks and storm sewer. Sycamore St from US 6 to Burns Ave will be converted from a four lane roadway to a three lane section. The project may include improvements at the US 6 intersection. This project may include IDOT U -STEP funds for the US 6 intersection. 334900 Other State Grants 460,000 460,000 363150 Copies/Computer Queries 2,775 2,775 393210 From Water Operations 100,000 100,000 393412 From 2015 GO Bonds 116,448 116,448 393416 From 07 GO Bonds 700,000 700,000 393418 From 09 GO Bonds 55,829 55,829 393419 From 10 GO Bonds 1,930,000 1,930,000 393420 From 11 GO Bonds 430,693 664,308 1,095,001 Receipts Total 2,535,745 1,924,308 4,460,053 434710 Roads 2,610,298 1,824,308 4,434,606 530300 Water Distribution System 100 100,000 100,100 Expense Total 2,610,398 1,924,308 4,534,706 Operating impact: Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3812 -American Legion/Scott Blvd Intersection Improvements This project will construct turn lanes at the American Legion and Scott Blvd intersection. Traffic signals will be funded by the annual traffic signal projects appropriation. Old Hwy 218/Mormon 393412 From 2015 GO Bonds 600,000 600,000 Receipts Total 600,000 600,000 434710 Roads 600,000 600,000 Expense Total 600,000 600,000 Operating impact: The effect on the City's operating budget will increase due to the additional lanes. The estimated increase to the City's operating budget is negligible. 3814 - Traffic Signal Projects Annual appropriation for the signalization of intersections. This project will signalize the following intersections, in order of priority: Old Hwy 218/Mormon Trek/McCollister and Scott Blvd/American Legion Rd. 334900 Other State Grants 61,000 61,000 393150 Road Use Tax 113,084 113,084 393410 From FY12 GO Bonds 120,000 120,000 393411 From FY13 GO Bonds 200,000 200,000 393412 From 2015 GO Bonds 120,000 120,000 393413 From FY14 GO Bonds 120,000 120,000 393419 From 10 GO Bonds 79,349 40,651 120,000 393420 From 11 GO Bonds 120,000 120,000 393426 From FY16 GO bonds 120,000 120,000 393427 From 2017 G O Bond 120,000 120,000 Receipts Total 192,433 541,651 120,000 120,000 120,000 120,000 1,214,084 433500 Traffic Eng 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 Operating impact: The addition of new traffic signals will add maintenance expense to the City's operating budget. The estimated increase in operating expenses is less than $10,000 per year. 3816 - Traffic Calming Annual appropriation for providing traffic calming. 393150 Road Use Tax 90,927 50,301 30,000 30,000 30,000 30,000 1,228 Receipts Total 90,927 50,301 30,000 30,000 30,000 30,000 261,228 433500 Traffic Eng Lights 87,609 50,301 30,000 30,000 30,000 30,000 257,910 434710 Roads 3,318 3,318 Expense Total 90,927 50,301 30,000 30,000 30,000 30,000 261,228 Operating impact: The addition of infrastructure of this nature adds maintenance expense to the City's operating budget The estimated increase in operating expenses is less than $10,000 per year. :!/1 City of Iowa City Capital Improvement Projects Project Summary by Name 3822 - Curb Ramps -ADA 2013 2014 2015 2016 2017 Biennial appropriation for the construction of ADA Prior Years Revised Budget Projection Projection Projection Total 3821 - Overwidth Paving/Sidewalks 202,298 202,298 Annual appropriation for providing extra width pavement on roadways. 50,000 393150 Road Use Tax 71,795 30,000 30,000 30,000 30,000 30,000 221,795 Receipts Total 71,795 30,000 30,000 30,000 30,000 30,000 221,795 434710 Roads 20,848 20,848 434740 Sidewalks 50,947 30,000 30,000 30,000 30,000 30,000 200,947 Expense Total 71,795 30,000 30,000 30,000 30,000 30,000 221,795 Operating impact: This project creates additional infrastructure to maintain. The estimated increase in 216,230 85,072 operating costs is negligible. 50,000 401,302 Operating impact: This project creates additional infrastructure to maintain. The estimated increase in 3822 - Curb Ramps -ADA Biennial appropriation for 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 Bonds 13,931 35,072 49,003 393427 From 2017 G O Bond 50,000 50,000 Receipts Total 216,229 85,072 50,000 50,000 401,301 434740 Sidewalks 216,230 85,072 50,000 50,000 401,302 Expense Total 216,230 85,072 50,000 50,000 401,302 Operating impact: This project creates additional infrastructure to maintain. The estimated increase in operating costs is negligible. 3823 - Brick Street Repairs Annual appropriation for the repair of brick streets. 369200 Reimbursement of Damages 24,505 24,505 393150 Road Use Tax 77,312 20,000 20,000 20,000 20,000 20,000 177,312 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 20,000 201,817 Expense Total 101,817 20,000 20,000 20,000 20,000 20,000 201,817 Operating impact: Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. :![7 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3824 - Pavement Rehabilitation Annual appropriation for resurfacing roadways. 313500 Utility Franchise Tax 324,269 324,269 334900 Other State Grants 545,633 545,633 334910 I -JOBS 537,142 537,142 363150 Copies/Computer Queries 1,345 1,345 369100 Reimb of Expenses 30,355 30,355 393140 General Fund CIP Funding 100,000 100,000 100,000 100,000 100,000 500,000 393150 Road Use Tax 3,902,070 620,178 400,000 400,000 400,000 400,000 6,122,248 393220 From Wastewater Operations 23,970 23,970 393240 From Airport Operations 41,228 41,228 393260 From Landfill Operations 20,020 20,020 393290 From Stormwater 17,940 17,940 Receipts Total 5,340,814 823,336 500,000 500,000 500,000 500,000 8,164,150 434710 Roads 5,271,615 780,930 500,000 500,000 500,000 500,000 8,052,545 520300 Sewer Systems 23,970 23,970 550900 Landfill Capital Acquisition/CIP 20,020 20,020 560300 Airport Capital Acquisition/CIP 41,228 41,228 580200 Storm Water Mgmt Capital Acquisition 17,940 17,940 Expense Total 5,271,615 884,088 500,000 500,000 500,000 500,000 8,155,703 Operating impact: Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. 3826 - Underground Electrical Facilities Annual average expense to convert overhead electrical systems to underground. Dubuque Street, Riverside Drive, and Gilbert Street are currently the priority corridors for undergrounding electrical facilities. 313500 Utility Franchise Tax 98,330 98,330 393140 General Fund CIP Funding 175,000 175,000 175,000 175,000 700,000 Receipts Total 98,330 175,000 175,000 175,000 175,000 798,330 434710 Roads 175,000 175,000 175,000 Expense Total 175,000 175,000 175,000 Operating impact: Maintenance of the electrical lines is the responsibility of the utility companies. This project has a negligible impact on the City's operating budget. °!4] 175,000 700,000 175,000 700,000 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3828 - Sidewalk Infill Annual program to construct sidewalks where gaps exist. 363150 Copies/Computer Queries 340 340 393150 Road Use Tax 3,250 3,250 393410 From FY12 GO Bonds 100,000 100,000 393411 From FY13 GO Bonds 100,000 100,000 393412 From 2015 GO Bonds 100,000 100,000 393418 From 09 GO Bonds 99,660 99,660 393419 From 10 GO Bonds 100,000 100,000 393420 From 11 GO Bonds 28,538 71,462 100,000 393427 From 2017 G O Bond 100,000 100,000 Receipts Total 231,788 271,462 100,000 100,000 703,250 434710 Roads 63 63 434740 Sidewalks 231,725 271,462 100,000 100,000 703,187 Expense Total 231,788 271,462 100,000 100,000 703,250 Operating impact: This project creates additional infrastructure to maintain. The estimated increase in operating costs is negligible. 3830 - Alley Assessment This project will include new concrete paving and storm sewer for one block of alley. The cost of this project will be assessed to the adjacent property owners. 393910 Misc Transfers In 181,000 181,000 362,000 Receipts Total 181,000 181,000 362,000 434710 Roads 181,000 181,000 362,000 Expense Total 181,000 181,000 362,000 Operating impact: Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. :[:L] City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3834- Burlington/Madison Intersection and Median This projectwill reconstructthe intersection of Burlington and Madison to add turn lanes on Madison, signal improvements, and the replacement of water and sewer mains. The project also includes a landscaped median from the Iowa River to Madison Street. The project is designed to address pedestrian and traffic flows related to the U of I Recreation Center and future growth. 334610 University of Iowa 700,000 700,000 334900 Other State Grants 400,000 400,000 393150 Road Use Tax 53,774 53,774 393210 From Water Operations 84,154 39,595 123,749 393419 From 10 GO Bonds 192 289,808 290,000 Receipts Total 138,120 329,403 1,100,000 1,567,523 434710 Roads 138,120 289,808 1,100,000 1,527,928 530300 Water Distribution System 39,595 39,595 Expense Total 138,120 329,403 1,100,000 1,567,523 Operating impact: This projectwill replace old infrastructure which should reduce operating costs, but also adds additional turning lanes and traffic signals which will require additional maintenance. The net impact of the changes on the City's operating budget will be negligible. 3840 - Burlington/Clinton Intersection Improvements This projectwill reconstructthe intersection of Burlington and Clinton to add turn lanes on Clinton, signal improvements, and replace water mains. This project will be designed to reduce the accident rate at this location. This project is proposed for completion during construction of the Voxman Music Building and Clapp Recital Hall. 393210 From Water Operations 100,000 100,000 393412 From 2015 GO Bonds 1,040,000 1,040,000 Receipts Total 1,140,000 1,140,000 434710 Roads 1,040,000 1,040,000 530300 Water Distribution System 100,000 100,000 Expense Total 1,140,000 1,140,000 Operating impact: This projectwill replace old infrastructure which should reduce operating costs, but also adds additional turning lanes and traffic signals which will require additional maintenance. The net impact of the changes on the City's operating budget will be negligible. :11.5 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3843 - RR Crossings -City Wide Annual appropriation forthe repair of railroad crossings. 369100 Reimb of Expenses 2,625 2,625 393150 Road Use Tax 171,902 25,000 25,000 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 25,000 25,000 25,000 25,000 9,527 Expense Total 174,527 25,000 25,000 25,000 25,000 25,000 299,527 Operating impact: Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. 3849 - Brick Street Reconstruction This project will reconstruct one block of brick street and will include complete removal of the existing pavement, salvage of existing bricks, construction of new 7 inch concrete pavement base with asphalt setting bed and brick surface. 393410 From FY12 GO Bonds 290,000 290,000 393426 From FY16 GO bonds 400,000 400,000 393427 From 2017 G O 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 Operating impact: Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. 3854 - American Legion Road Scott Blvd to Taft Ave Reconstruct road to urban standards and include an 8' sidewalk. 341500 Dev Fee-Sdwlk/Paving 27,425 393427 From 2017 G O Bond 4,800,000 Receipts Total 27,425 4,800,000 434710 Roads 4,800,000 Expense Total 4,800,000 Operating impact: This projectwill replace old infrastructure which should reduce operating costs, but also adds additional pavement and trails which will require additional maintenance. The net impact of the changes on the City's operating budget will be less than $10,000 per year. 27,425 4,800,000 4,827,425 4,800,000 4,800,000 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 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 Road to Cameron Waywill be converted to a three lane section and necessary signal modifications wil l be made. 393150 Road Use Tax 500,000 500,000 Receipts Total 500,000 500,000 434710 Roads 500,000 500,000 Expense Total 500,000 500,000 Operating impact: This projectwill replace old infrastructure which should reduce operating costs. The net impact of the changes on the City's operating budgetwill be negligible. 3871 -1st Ave/IAIS RR Crossing Improvements This projectwill construct an overpass to replace the atgrade crossing of the IAIS Railroad and First Avenue. 331100 Federal Grants 68,772 2,190,000 1,000,000 4,673,000 2,423,000 2,423,000 393150 Road Use Tax 89,755 750,983 Expense Total 89,755 393410 From FY12 GO Bonds 8,682,755 2,190,000 operating costs due 2,190,000 393412 From 2015 GO Bonds overpass. The estimated increase in operating costs is less than $10,000 per year. 2,250,000 2,250,000 393413 From FY14 GO Bonds 1,000,000 1,000,000 393417 From 08 GO Bonds 230,000 230,000 393418 From 09 GO Bonds 36,184 463,816 500,000 Receipts Total 355,939 2,653,816 1,000,000 4,673,000 8,682,755 434710 Roads 68,772 2,190,000 1,000,000 4,673,000 7,931,772 434720 Bridge Construction 287,167 463,816 750,983 Expense Total 355,939 2,653,816 1,000,000 4,673,000 8,682,755 Operating impact: This projectwill increase operating costs due to the increased cost of maintenance on the overpass. The estimated increase in operating costs is less than $10,000 per year. 3872 - Hwy 6/Lakeside-420th St This projectwill widen Highway 6 to a three lane cross section from Lakeside Drive to 420th Street. Intersection improvements at Heinz Road and at Scott Boulevard will also be made. 393150 Road Use Tax 322,169 322,169 393418 From 09 GO Bonds 1,150,000 1,150,000 Receipts Total 1,472,169 1,472,169 434710 Roads 322,169 1,150,000 1,472,169 Expense Total 322,169 1,150,000 1,472,169 Operating impact: This projectwill replace old infrastructure which should reduce operating costs, but also adds additional turning lanes which will require additional maintenance. The net impact of the changes on the City's operating budget will be negligible. :1:191 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3910 - Bridge Maintenance/Repair Annual appropriation for the repair and minor maintenance of bridges. 393150 Road Use Tax 221,806 60,000 60,000 60,000 60,000 60,000 521,806 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 60,000 60,000 60,000 517,654 Expense Total 221,806 60,000 60,000 60,000 60,000 60,000 521,806 Operating impact: This project should reduce operating costs due to the upkeep and maintenance of older infrastructure. The decrease in operating costs is negligible. 3911 - Iowa River Power Dam Pedestrian Bridge Repair This project will replace one pedestrian section damaged by a tree. This project will remove the damaged section and replace it with a new section. 334900 Other State Grants 10,543 13,457 24,000 393419 From 10 GO Bonds 308 27,500 27,808 393420 From 11 GO Bonds 100,000 100,000 Receipts Total 10,851 140,957 151,808 434720 Bridge Construction 100,000 100,000 441880 Trail Construction 10,851 40,957 51,808 Expense Total 10,851 140,957 151,808 Operating impact: This project should reduce operating costs due to the repair of older infrastructure. The decrease in operating costs is negligible. 3919 - Rochester Avenue Bridge This project will replace the Rochester Avenue Bridge over Ralston Creek. The project will include sidewalks on both sides of Rochester Avenue. This project will be funded with 80/20 federal bridge funds. 334900 Other State Grants 62,768 657,232 640,000 393210 From Water Operations - - 393420 From 11 GO Bonds 71,486 108,513 214,999 Receipts Total 134,254 765,745 854,999 434720 Bridge Construction 101,079 798,920 899,999 Expense Total 101,079 798,920 899,999 Operating impact: This projectwill reduce operating costs due to the replacement of older infrastructure. The estimated decrease in operating expenses is less than $10,000 per year. City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 to Northgate Drive. The sanitary Prior Years Revised Budget Projection Projection Projection Total 3921- Interstate 80 Aesthetic Improvements 331100 Federal Grants Landscaping and aesthetic treatments in the Interstate 80 corridor. The objective 1,300,000 393150 Road Use Tax 54,000 of this project is to mitigate the visual impact of the addition of a third lane 393210 From Water Operations 295,420 510,209 805,629 to 1-80 and to provide cohesive and pleasing feel to the Iowa City corridor. 400,000 400,000 393419 From 10 GO Bonds Local funds are proposed for design; outside funding is proposed for implementation. 550,000 Receipts Total 360,471 2,749,158 334900 Other State Grants 100,000 100,000 200,000 336130 Coralville 19,838 400,000 400,000 19,838 393150 Road Use Tax 20,102 510,209 Expense Total 20,102 393413 From FY14 GO Bonds 30,000 30,000 Receipts Total 39,940 130,000 100,000 269,940 434720 Bridge Construction 39,940 130,000 100,000 269,940 Expense Total 39,940 130,000 100,000 269,940 Operating impact: This projectwill increase operating costs due to the maintenance that will be necessaryfor the landscaping improvements. The estimated increase in operating costs is less than $10,000 per year. 3925 - Dodge St/1-80 Pedestrian Bridge Pedestrian bridge over Interstate 80 at North Dodge Street(Hwy 1). Project includes an oversized circle from ACT Circle to Northgate Drive. The sanitary sewer and water main will be replaced. Funding will be from the American Recovery and Reinvestment Act. 331100 Federal Grants 1,300,000 1,300,000 393150 Road Use Tax 54,000 54,000 393210 From Water Operations 295,420 510,209 805,629 393220 From Wastewater Operations 400,000 400,000 393419 From 10 GO Bonds 11,051 538,949 550,000 Receipts Total 360,471 2,749,158 3,109,629 434720 Bridge Construction 360,471 1,838,949 2,199,420 520300 Sewer Systems 400,000 400,000 530300 Water Distribution System 510,209 510,209 Expense Total 360,471 2,749,158 3,109,629 Operating impact: This project will increase operating costs due to the maintenance that will be necessary for the pedestrian bridge improvements. The estimated increase in operating costs is less than $10,000 per year. City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3930 - Dubuque St/1-80 Pedestrian Bridge This project will construct a pedestrian bridge along Dubuque Street over 1-80, and extend the trail north along Dubuque Street to the Butler Bridge. Portions of this project will be constructed with the IDDT's project to reconfigure this interchange. 331100 Federal Grants 500,000 435,000 935,000 393410 From FY12 GO Bonds 3,572 376,428 380,000 393411 From FY13 GO Bonds 460,000 460,000 393413 From FY14 GO Bonds 325,000 325,000 Receipts Total 3,572 1,336,428 760,000 2,100,000 434720 Bridge Construction 3,572 1,336,428 760,000 2,100,000 Expense Total 3,572 1,336,428 760,000 2,100,000 Operating impact: This projectwill increase operating costs due to the maintenance that will be necessaryfor the pedestrian bridge improvements. The estimated increase in operating costs is less than $10,000 per year. 3956 - Public Works Facility Site Work This project will consist of grading, undergrounding utilities, partial paving, and landscaping/screening of the South Gilbert Street Public Works Facility site. 393418 From 09 GO Bonds 16,288 263,712 280,000 Receipts Total 16,288 263,712 280,000 434730 Other PW Capital Acquisition/CIP 16,288 263,712 280,000 Expense Total 16,288 263,712 280,000 Operating impact: This project will increase operating expenses due to the maintenance necessary for the improvements. The estimated increase in operating costs is negligible. 3957 - Vehicle Wash System at Public Works Facility -S. Gilbert Street Construct an automated vehicle wash system for large vehicles and provide wash racks for the manual cleaning of large vehicles at the South Gilbert Street Public Works Facility. 393420 From 11 GO Bonds 12,607 27,393 40,000 393426 From FY16 GO bonds 700,000 70,000 Receipts Total 12,607 27,393 700,000 740,000 434730 Other PW Capital Acquisition/CIP 12,607 27,393 700,000 740,000 Expense Total 12,607 27,393 700,000 740,000 Operating impact: This system replaces the current system at the old public works facility. The system should be more energy efficient and water efficientwhich should lower the City's operating costs. The estimated decrease in operating costs is negligible. :F:RI City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3958 - Public Works Fuel Facility Construct new fuel tanks and fueling island at the South Gilbert Street Public Works Facility, replacing the existing fuel facilities at Riverside Dr. 393418 From 09 GO Bonds 1,243 3,720,899 1,243 393419 From 10 GO Bonds 41,346 658,654 700,000 Receipts Total 42,589 658,654 701,243 434730 Other PW Capital Acquisition/CIP 42,589 658,654 701,243 Expense Total 42,589 658,654 701,243 Operating impact: This system replaces the current system at the old public works facility. The system should be more efficient which should lower the City's operating costs. The estimated decrease in operating costs is negligible. 3961- West Side Levee Project This projectwill construct a levee along the west side of the Iowa River between McCollister Blvd. and the CRANDIC railroad bridge. 334900 Other State Grants 79,101 3,720,899 1,000,000 4,800,000 393410 From FY12 GO Bonds 151,062 248,938 334900 Other State Grants 82,668 2,817,332 400,000 Receipts Total 230,163 3,969,837 1,000,000 5,200,000 434710 Roads 72 72 434730 Other PW Capital Acquisition/CIP 230,091 4,037,415 1,070,809 74,664 78,615 5,491,594 Expense Total 230,163 4,037,415 1,070,809 74,664 78,615 5,491,666 Operating impact: There will be maintenance costs associated with the new levee. The estimated increase in operating costs is less than $10,000 per year. 3962 - East Side Levee Project This projectwill construct a levee along the east side of the Iowa River from Hwy 6 to the railroad tracks to protect Gilbert Street and the surrounding area from flooding. 334900 Other State Grants 82,668 2,817,332 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 434730 Other PW Capital Acquisition/CIP 117,029 100,000 2,817,332 3,034,361 Expense Total 117,029 100,000 2,817,332 3,034,361 Operating impact: There will be maintenance costs associated with the new levee. The estimated increase in operating costs is less than $10,000 per year. :4351 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 6,265,551 Prior Years Revised Budget Projection Projection Projection Total 3963 - Taft Speedway Levee Project 6,597,660 This projectwill provide flood protection for the Idyllwild neighborhood and 6,265,551 Parkview Church area. This projectwill also protect Foster Road from flooding, Expense Total 341,021 thereby maintaining access to the Peninsula neighborhood during flooding 6,606,572 conditions. 334900 Other State Grants 63,959 63,959 393411 From FY13 GO Bonds 149,640 149,640 393910 Misc Transfers In 12,011 12,011 Receipts Total 75,970 149,640 225,610 434730 Other PW Capital Acquisition/CIP 125,994 149,640 275,634 Expense Total 125,994 149,640 275,634 Operating impact: There will be maintenance costs associated with the new levee. The estimated increase in operating costs is less than $10,000 per year. 3964 - Rocky Shore Lift Station/Flood Gates Project This project will construct a pump station near Rocky Shore Drive and construct flood gates on the CRANDIC railroad bridge at Rocky Shore Drive to minimize future flooding of the Hwy 6 corridor. This project is part of a larger flood control strategy developed by the City of Coralville. 334900 Other State Grants 332,109 6,265,551 6,597,660 Receipts Total 332,109 6,265,551 6,597,660 434730 Other PW Capital Acquisition/CIP 341,021 6,265,551 6,606,572 Expense Total 341,021 6,265,551 6,606,572 Operating impact: There will be maintenance costs associated with the new lift station. The estimated increase in operating costs is less than $10,000 per year. 3970 - Warm Storage Building, Napoleon Park Public Works Site preparation for and construction of a 80'x 80' building to be used for war equipment storage in the winter. This building will replace space lost by development of the Terry Trueblood Recreation Area. 363150 Copies/Computer Queries 40 40 393150 Road Use Tax 7,200 7,200 393411 From FY13 GO Bonds 178,250 178,250 Receipts Total 7,240 178,250 185,490 434730 Other PW Capital Acquisition/CIP 7,240 178,250 185,490 Expense Total 7,240 178,250 185,490 Operating impact: The addition of the storage building will increase the City's operating costs for utilities and insurance. The estimated increase in operating costs is $10,000 to $20,000 per year. :L:I7 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3971- CBD Streetsca pe Project This project includes the development and implementation of a streetscape plan for 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 FY14 393170 Transfers from TIF Districts 700,000 700,000 Receipts Total 500,000 500,000 11000,000 393410 From FY12 GO Bonds 67,318 Expense Total 700,000 700,000 Operating impact: The replacement of the building will increase the City's operating costs for utilities and insurance. 67,318 393411 From FY13 GO Bonds 350,000 350,000 393413 From FY14 GO Bonds This project will construct a new Traffic Engineering building with a tech room 500,000 work bench, sign shop, materials & equipment storage, and vehicle parking. This 500,000 Receipts Total 67,318 350,000 500,000 500,000 500,000 1,917,318 434730 Other PW Capital Acquisition/CIP 67,318 350,000 500,000 500,000 500,000 1,917,318 Expense Total 67,318 350,000 500,000 500,000 500,000 1,917,318 Operating impact: This projectwill increase operating costs due to the maintenance that will be necessaryfor the streetscape improvements. The estimated increase in operating costs is less than $10,000 per year. 3972 - Refuse Building This projectwill construct a new Solid Waste building with offices, lockers & meeting rooms, and storage areas. This project is necessaryto replace outdated facilities and allow for the relocation of the Public Works Operations from the Riverside Drive site to the South Gilbert Street Facility, which is a prerequisite for redevelopment of the Riverside Drive site. 393426 From FY16 GO bonds 700,000 700,000 Receipts Total 700,000 700,000 434730 Other PW Capital Acquisition/CIP 700,000 700,000 Expense Total 700,000 700,000 Operating impact: The replacement of the building will increase the City's operating costs for utilities and insurance. The estimated increase in operating costs is $10,000 to $20,000 per year. 3973 -Traffic Engineering Building This project will construct a new Traffic 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 relocation of the Public Works Operations form the Riverside Drive site to the South Gilbert Street Facility and is a prerequisite to redevelopment of the Riverside Drive site. 393426 From FY16 GO bonds 700,000 700,000 Receipts Total 700,000 700,000 434730 Other PW Capital Acquisition/CIP 700,000 700,000 Expense Total 700,000 700,000 Operating impact: The replacement of the building will increase the City's operating costs for utilities and insurance. The estimated increase in operating costs is $10,000 to $20,000 per year. :1M City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 3974 - Riverside Drive Pedestrian Tunnel Construct a pedestrian tunnel through the railroad overpass on the west side of Riverside Drive. 393170 Transfers from TIF Districts 217,000 217,000 434,000 393426 From FY16 GO bonds 1,000,000 1,000,000 Receipts Total 217,000 1,217,000 1,434,000 434730 Other PW Capital Acquisition/CIP 35,000 217,000 1,217,000 1,469,000 Expense Total 35,000 217,000 1,217,000 1,469,000 Operating impact: Operating costs will increase due to the required maintenance of the tunnel. The estimated increase in operating costs is less than $10,000 per year. 3975 - Williams St Reconstruction Reconstruct Williams Street and include streetscape improvements beginning at the intersection of Muscatine Avenue. This project is dependent on the redevelopment of property on the east side of Williams Street. 393411 From FY13 GO Bonds 540,000 540,000 Receipts Total 540,000 540,000 434710 Roads 540,000 540,000 Expense Total 540,000 540,000 Operating impact: This projectwill increase operating costs due to the maintenance that will be necessaryfor the streetscape improvements. The estimated increase in operating costs is less than $10,000 per year. :1 RX City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4130 - Parks Annual Improvements/Maint. Annual appropriation for maintenance and improvements in parks. 334900 Other State Grants 13,936 195,000 195,000 334900 Other State Grants 810 13,936 362100 Contrib & Donations 19,127 393413 From FY14 GO Bonds 34,000 34,000 19,127 369100 Reimb of Expenses 4,635 10,810 393420 From 11 GO Bonds 3,792 145,398 4,635 393410 From FY12 GO Bonds Receipts Total 200,000 145,398 229,000 389,810 441870 Parks Capital Acquisition/CIP 200,000 393411 From FY13 GO Bonds 194,590 200,000 Expense Total 15,412 145,398 229,000 394,590 393412 From 2015 GO Bonds 140,882 80,000 220,882 393413 From FY14 GO Bonds 80,000 80,000 393414 From 05 GO Bonds 400,000 400,000 393416 From 07 GO Bonds 200,000 200,000 393417 From 08 GO Bonds 200,000 200,000 393418 From 09 GO Bonds 61,954 61,954 393419 From 10 GO Bonds 73,701 73,701 393420 From 11 GO Bonds 7,511 96,467 103978 393426 From FY16 GO bonds 80,000 80,000 393427 From 2017 G O Bond 80,000 80,000 Receipts Total 1,316,336 496,467 80,000 80,000 80,000 80,000 2,132,803 441820 Parks Operations & Maintenance 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 80,000 80,000 80,000 2,132,193 Operating impact: This projectwill reduce operating costs due to the replacement of older infrastructure. The estimated decrease in operating expenses is less than $10,000 per year. 4136 - Hickory Hill Park Safe/Restroom Construct a saleroom/restroom and replace oldest pedestrian bridge in Hickory Hill Park, approximately 50'. A federal hazard mitigation grant of$172,000, state grant of $23,000 and our share of this project will be $34,000. 334810 State Disaster Assistance 195,000 195,000 334900 Other State Grants 810 810 393413 From FY14 GO Bonds 34,000 34,000 393414 From 05 GO Bonds 10,810 10,810 393420 From 11 GO Bonds 3,792 145,398 149,190 Receipts Total 15,412 145,398 229,000 389,810 441870 Parks Capital Acquisition/CIP 15,412 145,398 229,000 389,810 Expense Total 15,412 145,398 229,000 389,810 Operating impact: This additional facility will require maintenance, insurance and utilities. The estimated increase in operating expenses is less than $10,000 per year. arty City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4137 - Frauenholtz-Miller Park Development Develop newly acquired parkland on Lower West Branch Rd adjacentto 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 441870 Parks Capital Acquisition/CIP 16,650 223,000 239,650 Expense Total 16,650 223,000 239,650 Operating impact: This projectwill increase operating expenses due to the additional maintenance required for the new features and amenities. Estimated additional operating costs are less than $10,000 per year. 4145 - Cemetery Resurfacing Resurface specified roadways within Oakland Cemetery as part of the city-wide biennial asphalt resurfacing program. 393410 From FY12 GO Bonds 50,000 50,000 393413 From FY14 GO Bonds 50,000 50,000 393419 From 10 GO Bonds 46,398 3,602 50,000 393426 From FY16 GO bonds 50,000 50,000 Receipts Total 46,398 53,602 50,000 50,000 200,000 441870 Parks Capital Acquisition/CIP 96,500 53,602 50,000 50,000 250,102 Expense Total 96,500 53,602 50,000 50,000 250,102 Operating impact: Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. arts City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4152 - Terry Trueblood Recreation Area This project provides for the phased development, in accordance with the concept plan, of the newly acquired Sand Lake Recreation Area (former S & G Materials site). The area will include both recreation and conservation components. An Iowa Community Attraction and Tourism grant application will be submitted. 334900 Other State Grants 459,027 1,740,973 2,200,000 362100 Contrib & Donations 550,000 550,000 393140 General Fund CIP Funding 591,833 591,833 393410 From FY12 GO Bonds 500,000 500,000 393411 From FY13 GO Bonds 2,000,000 2,000,000 393416 From 07 GO Bonds 500,000 208,409 708,409 393417 From 08 GO Bonds 499,999 499,999 393419 From 10 GO Bonds 606,388 606,388 393420 From 11 GO Bonds 250,000 250,000 Receipts Total 3,407,247 4,499,382 7,906,629 441100 Parks & Rec Admin 1,051 1,051 441870 Parks Capital Acquisition/CIP 3,758,946 4,455,365 8,214,311 Expense Total 3,759,997 4,455,365 8,215,362 Operating impact: This projectwill increase operating costs through the addition of facilities, shelters, a lodge, trails, and other amenities. The estimated increase in operating costs is $50,000 per year. 4153 -Soccer Park Improvements This project provides for the continued development and improvement to the Iowa City Kickers Soccer Park. Planned improvements include a system of trails to enhance accessibility, and to create a more park -like atmosphere in the open space areas of the facility. 393416 From 07 GO Bonds 13,914 13,914 393426 From FY16 GO bonds 250,000 250,000 Receipts Total 13,914 250,000 263,914 441870 Parks Capital Acquisition/CIP 84,809 250,000 334,809 Expense Total 84,809 250,000 334,809 Operating impact: This projectwill increase operating expenses due to the additional maintenance required for the new trail and amenities. Estimated additional operating costs are less than $10,000 per year. :1 1.061 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4160 - Iowa River Corridor Trail -Peninsula Park to Waterworks Prairie This project is a meandering trail along riparian corridor of the Iowa River extend ingfrom Peninsula Parkland Thornberry Dog Park) towards Waterworks Prairie Park. The trail will access to trail users, including persons with disabilities. This project al so includes interpretive signage and benches. The 2,950 linear foot trail projectwill be partone of a two part project in I inking these two park systems. A Resource Enhancement and Protection (REAP) grant was applied for and granted for $200,00 334900 Other State Grants 200,000 200,000 Receipts Total 200,000 200,000 441870 Parks Capital Acquisition/CIP 200,000 200,000 Expense Total 200,000 200,000 Operating impact: This project will increase operating expenses due to the additional maintenance required for the new trail and amenities. Estimated additional operating costs are less than $10,000 per year. 4163 - Napoleon Softball Field Renovation Regrade and relocate fields 3 and 4 to provide better drainage and more spectator space between these fields and fields 1 and 2. 393418 From 09 GO Bonds 3,818 176,183 180,001 393420 From 11 GO Bonds 7,938 7,938 Receipts Total 3,818 184,121 187,939 441870 Parks Capital Acquisition/CIP 3,818 184,121 187,939 Expense Total 3,818 184,121 187,939 Operating impact: The impact on operating costs is negligible. 4170 - Court Hill Park Restroom Construct restroom in Court Hill Park. 393420 From 11 GO Bonds 44,999 31,697 76,696 Receipts Total 44,999 31,697 76,696 441870 Parks Capital Acquisition/CIP 44,999 31,697 76,696 Expense Total 44,999 31,697 76,696 Operating impact: This additional facility will require maintenance, insurance and utilities. The estimated increase in operating expenses is less than $10,000 per year. City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4171- Kiwanis Park Restroom Construct anew restroom in Kiwan is Park. 393418 From 09 GO Bonds 2,277 been removed due to flooding. This project is a two year phased project and 393420 From 11 GO Bonds 4,791 1,340 Receipts Total 7,068 1,340 441870 Parks Capital Acquisition/CIP 7,068 1,340 Expense Total 7,068 1,340 Operating impact: This additional facility will require maintenance, insurance and utilities. The estimated increase in operating expenses is less than $10,000 per year. 4177 - Lower City Park Secondary Access Road Extend the Lower City Park Access Road along ball diamonds and into Normandy Drive to create a secondary access road for better traffic flow and emergency access. 2,277 6,131 8,408 8,408 8,408 393413 From FY14 GO Bonds 270,000 270,000 393420 From 11 GO Bonds 128 128 Receipts Total 128 270,000 270,128 441870 Parks Capital Acquisition/CIP 128 270,000 270,128 Expense Total 128 270,000 270,128 Operating impact: Operating costs will increase due to the additional maintenance for the road. The estimated increase in operating costs is less than $10,000 per year. 4178 - Normandy Drive Restoration Project Design and development of parkland in the Normandy Drive areas where housing has been removed due to flooding. This project is a two year phased project and will also include the repurposing of the Ned Ashton House. 393411 From FY13 GO Bonds 409,050 409,050 393413 From FY14 GO Bonds 409,051 409,051 393420 From 11 GO Bonds 12,454 12,454 Receipts Total 12,454 409,050 409,051 830,555 441870 Parks Capital Acquisition/CIP 12,454 409,051 409,050 830,555 Expense Total 12,454 409,051 409,050 830,555 Operating impact: This project will increase operating costs due to the City adding a community facility and additional park land. Increased costs include maintenance and utilities. Estimated increase in operating costs is $10,000 to $25,000 per year. :1 RX City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4179 - Sand Prairie Enhancement 393426 From FY16 GO bonds 273,000 273,000 Receipts Total 273,000 273,000 441870 Parks Capital Acquisition/CIP Expense Total Operating impact: The impact on operating costs is negligible. 4180 - Fairmeadows Park Restroom and Splash Pad This project consists of a restroom that will be build adjacent to the new splash pad. The splash pad will be funded by a $330,0000 Community Development Block Grant. 331100 Federal Grants 393413 From FY14 GO Bonds Receipts Total 441870 Parks Capital Acquisition/CIP Expense Total 273,000 273,000 273,000 273,000 330,000 330,000 95,000 95,000 425,000 425,000 425,000 425,000 425,000 425,000 Operating impact: This project will increase operating costs due to the addition of a new splash pad. The increase in operating costs is estimated to be approximately $10,000 per year. 4181- Master Park Plan and Construction Develop a master plan for parks and construct facilities at an older park. 393413 From FY14 GO Bonds Receipts Total 441870 Parks Capital Acquisition/CIP Expense Total Operating impact: The impact on operating costs is negligible. 4203 - Pedestrian Bridge Rocky Shore to Peninsula Construct pedestrian bridge over the Iowa River to connect the Iowa River Trail to the Peninsula park land 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 441880 Trail Construction Expense Total 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,240,000 11240,000 260,000 260,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 Operating impact: This project will increase operating expenses due to the additional maintenance required for the new bridge. Estimated additional operating costs are less than $10,000 per year. City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4206 - Intro -City Bike Trails Annual appropriation for the construction or repair of bike trails. 393150 Road Use Tax 336110 Johnson County 70,000 68,110 68,110 393411 From FY13 GO Bonds 50,000 50,000 393412 From 2015 GO Bonds 50,000 50,000 393413 From FY14 GO Bonds 50,000 50,000 393426 From FY16 GO bonds 50,000 50,000 393427 From 2017 G O Bond 50,000 50,000 Receipts Total 68,110 50,000 50,000 50,000 50,000 50,000 318,110 441870 Parks Capital Acquisition/CIP 2,362 2,362 441880 Trail Construction 65,748 50,000 50,000 50,000 50,000 50,000 315,748 Expense Total 68,110 50,000 50,000 50,000 50,000 50,000 318,110 Operating impact: This projectwill increase operating expenses due to the additional maintenance required for the new trail. Estimated additional operating costs are less than $10,000 per year. 4217 - Butler Bridge Pedestrian Trail Construction of a separate pedestrian bridge on widened piers on the Butler Bridge, allowing for separated pedestrian and bicycle travel. This projectwill be utilizing Federal STP grant funds. 334900 Other State Grants 440,000 440,000 336110 Johnson County 70,000 70,000 393419 From 10 GO Bonds 82,500 82,500 393420 From 11 GO Bonds 367,500 367,500 Receipts Total 450,000 510,000 960,000 441880 Trail Construction 905,590 54,000 959,590 Expense Total 905,590 54,000 959,590 Operating impact: This projectwill increase operating expenses due to the additional maintenance required for the new trail. Estimated additional operating costs are less than $10,000 per year. 4219 - Scott Park Development & Trail (incl Court Hill Trail Ph. 3) Development of Scott Park into a neighborhood/regional park, some excavation to the detention basin, and the construction of a new trail to connect with other trails in east Iowa City. 331100 Federal Grants 416,159 416,159 393290 From Stormwater 108,779 108,779 393411 From FY13 GO Bonds 363,841 363,841 Receipts Total 108,779 780,000 888,779 441880 Trail Construction 108,779 780,000 888,779 Expense Total 108,779 780,000 888,779 Operating impact: This project will increase operating expenses due to the additional maintenance required for the new trail. Estimated additional operating costs are less than $10,000 per year. :1 RYA City of Iowa City Capital Improvement Projects Project Summary by Name Operating impact: This project will increase operating expenses due to the additional maintenance required for the new trail. Estimated additional operating costs are lessthan $10,000 per year. 4222 - Highway 1 Sidewalk/Trail-Riverside Drive to Sunset Construct a 10 foot wide sidewalk along IA Hwy 1 between Riverside Drive (Old 218) and Sunset. 393410 From FY12 GO Bonds 170,279 829,721 1,000,000 393416 From 07 GO Bonds 120,000 120,000 Receipts Total 170,279 949,721 1,120,000 441880 Trail Construction 170,279 949,721 1,120,000 Expense Total 170,279 949,721 1,120,000 Operating impact: This projectwill increase operating expenses due to the additional maintenance required for the new trail. Estimated additional operating costs are less than $10,000 per year. 4316 -Recreation Center Improvements Rebuild east entrance to Robert A. Lee Center including accessible ramp, railing, fencing, steps, and lighting. Also, enclose the pool balcony so it can be used and enjoyed by center patrons. 393420 From 11 GO Bonds 46,195 160,000 206,195 Receipts Total 46,195 160,000 206,195 445100 Culture & Recreation Capital Acquis. 46,195 160,000 206,195 Expense Total 46,195 160,000 206,195 Operating impact: The impact on operating costs from this project is negligible. :1 RM 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4221 -Terry Trueblood Rec Area Trail Connection Construct an extension of the Iowa River Corridor Trail from Napoleon Park to Terry Trueblood Recreation Area. 334900 Other State Grants 180,000 180,000 363150 Copies/Computer Queries 525 525 393420 From 11 GO Bonds 94,000 94,000 Receipts Total 94,525 180,000 274,525 441880 Trail Construction 241,053 241,053 Expense Total 241,053 241,053 Operating impact: This project will increase operating expenses due to the additional maintenance required for the new trail. Estimated additional operating costs are lessthan $10,000 per year. 4222 - Highway 1 Sidewalk/Trail-Riverside Drive to Sunset Construct a 10 foot wide sidewalk along IA Hwy 1 between Riverside Drive (Old 218) and Sunset. 393410 From FY12 GO Bonds 170,279 829,721 1,000,000 393416 From 07 GO Bonds 120,000 120,000 Receipts Total 170,279 949,721 1,120,000 441880 Trail Construction 170,279 949,721 1,120,000 Expense Total 170,279 949,721 1,120,000 Operating impact: This projectwill increase operating expenses due to the additional maintenance required for the new trail. Estimated additional operating costs are less than $10,000 per year. 4316 -Recreation Center Improvements Rebuild east entrance to Robert A. Lee Center including accessible ramp, railing, fencing, steps, and lighting. Also, enclose the pool balcony so it can be used and enjoyed by center patrons. 393420 From 11 GO Bonds 46,195 160,000 206,195 Receipts Total 46,195 160,000 206,195 445100 Culture & Recreation Capital Acquis. 46,195 160,000 206,195 Expense Total 46,195 160,000 206,195 Operating impact: The impact on operating costs from this project is negligible. :1 RM City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4320- North Market Square Park Redevelopment Work with the North side Neighborhood Association and Horace Mann School to redevelop the park. 363150 Copies/Computer Queries 475 369200 Reimbursement of Damages 18,178 393418 From 09 GO Bonds 84,763 393420 From 11 GO Bonds 306,097 10,613 Receipts Total 409,513 10,613 434710 Roads 161 441870 Parks Capital Acquisition/CIP 409,352 10,613 Expense Total 409,513 10,613 Operating impact: The estimated impact on the operations of the City is negligible. 4321- City Park Master Plan & Pool Upgrade This project will bring City Park Pool into compliance with the Americans with Disabilities Act by the removal of the wading pool and construction of a splash pad. The project also includes an expansion of the lawn area surrounding the pool to allow for more seating and picnic areas. In addition, we will conduct Park Master Plan to ensure the long 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 Receipts Total 445100 Culture & Recreation Capital Acquis. Expense Total 475 18,178 84,763 316,710 420,126 161 419,965 420,126 650,000 650,000 650,000 650,000 650,000 650,000 650,000 650,000 Operating impact: The replacement of the wading pool with a splash pad is expected to reduce the City's operating costs. The estimated decrease in operating costs is less than $10,000 per year. 4322 - Willow Creek/Kiwanis 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 of a Splash Pad for the residents on the west side of Iowa City. 393412 From 2015 GO Bonds Receipts Total 441870 Parks Capital Acquisition/CIP Expense Total 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 Operating impact: This project will increase operating costs due to the addition of a new splash pad. The increase in operating costs is estimated to be approximately $10,000 per year. :RRA City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4323- Recreation Center Elevator Replacement Replace the elevator car, hydraulics, and controls on the elevator at the Recreation Center. 393418 From 09 GO Bonds 45,131 7,123 45,131 393419 From 10 GO Bonds 77,303 2,886 77,303 393420 From 11 GO Bonds 1,092 5,462 6,554 Receipts Total 123,526 5,462 128,988 445100 Culture & Recreation Capital Acquis. 123,526 5,462 128,988 Expense Total 123,526 5,462 128,988 Operating impact: This projectwill reduce maintenance costs due to the replacement of old and outdated equipment. The estimated decrease in operating costs is less than $10,000 per year. 4324 - Mercer Pool Filter System Replacement Replace the 20 year old filtration system at Mercer Pool. 336120 Iowa City Comm Schools 4,424 7,123 11,547 393418 From 09 GO Bonds 170,713 2,886 170,713 393420 From 11 GO Bonds 21,361 10,157 31,518 393910 Misc Transfers In 50,103 100,000 50,103 Receipts Total 246,601 17,280 263,881 441870 Parks Capital Acquisition/CIP 20,350 200,000 20,350 445100 Culture & Recreation Capital Acquis. 226,252 17,280 243,532 Expense Total 246,602 17,280 263,882 Operating impact: This projectwill reduce maintenance costs due to the replacement of old and outdated equipment. The estimated decrease in operating costs is less than $10,000 per year. 4328 - Library Public Space Remodeling Implementation of consultants' recommendations to improve public use areas of the library, including improved efficiency of public service desks, additional self-service options, and a new teen space. 362100 Contrib & Donations 100,000 100,000 100,000 393140 General Fund CIP Funding 2,886 - 193,143 393411 From FY13 GO Bonds 100,000 100,000 393413 From FY14 GO Bonds 100,000 100,000 Receipts Total 2,886 200,000 200,000 493,143 442700 Library Capital Acquisition/CIP 2,886 200,000 200,000 402,886 Expense Total 2,886 200,000 200,000 402,886 Operating impact: The impact on operating costs from this project is negligible. ID] City of Iowa City Capital Improvement Projects Project Summary by Name 421700 Police Capital Acquisition/CIP 457,949 1,054,040 1,511,989 Expense Total 457,949 1,054,040 1,511,989 Operating impact: This projectwill reduce maintenance costs due to the replacement of old and outdated equipment. The estimated decrease in operating costs is less than $10,000 per year. 4405 - Police Records & CA Dispatch Replace current disparate software systems with a unified software package. 2013 2014 2015 2016 2017 35,636 500,113 Prior Years Revised Budget Projection Projection Projection Total 4329 -Recreation Center Phase 2Improvements 464,477 285,636 750,113 421700 Police Capital Acquisition/CIP 393426 From FY16 GO bonds 285,636 750,113 225,000 225,000 Receipts Total 750,113 225,000 225,000 445100 Culture & Recreation Capital Acquisition 225,000 225,000 Expense Total 225,000 225,000 Operating impact: The impact on operating costs from this project is negligible. 4404 - Radio System Upgrade and Migration Replacement of the Radio Communications System that was originally purchased in 1991. 336110 Johnson County 127,625 127,625 336130 Coralville 47,707 47,707 336190 Other Local Governments 35,900 35,900 393414 From 05 GO Bonds 100,000 100,000 393415 From 06 GO Bonds 100,000 100,000 393416 From 07 GO Bonds 46,717 54,040 100,757 393417 From 08 GO Bonds 600,000 600,000 393418 From 09 GO Bonds 100,000 100,000 393419 From 10 GO Bonds 300,000 300,000 Receipts Total 457,949 1,054,040 1,511,989 421700 Police Capital Acquisition/CIP 457,949 1,054,040 1,511,989 Expense Total 457,949 1,054,040 1,511,989 Operating impact: This projectwill reduce maintenance costs due to the replacement of old and outdated equipment. The estimated decrease in operating costs is less than $10,000 per year. 4405 - Police Records & CA Dispatch Replace current disparate software systems with a unified software package. 393417 From 08 GO Bonds 464,477 35,636 500,113 393418 From 09 GO Bonds 250,000 250,000 Receipts Total 464,477 285,636 750,113 421700 Police Capital Acquisition/CIP 464,477 285,636 750,113 Expense Total 464,477 285,636 750,113 Operating impact: The software will have maintenance costs associated with it that will increase the City operating costs. These costs have been funded for several year, but should amount to approximately $50,000 per year. lily, City of Iowa City Capital Improvement Projects Project Summary by Name Operating impact: The operating expenses for the City should decrease due to the replacement of older equipment with newer equipment. The estimated decrease in operating expenses is less than $10,000. 4407 - Fire Station #4 2013 2014 2015 2016 2017 Scott Blvd intersection and the purchase of a ladder truck and pumper truck. Prior Years Revised Budget Projection Projection Projection Total 4406 - Fire Apparatus 982,222 393412 From 2015 GO Bonds 250,711 250,711 393414 From 05 GO Bonds 200,000 Vehicles scheduled for replacement within this plan are: 700,000 393420 From 11 GO Bonds 1,278,000 1,278,000 FY12 Spartan Engine $634,000 5,116,532 FY13 Scotty House $ 60,000 FY13 Pumper $634,000 FY16 Pumper(#355) $734,000 369100 Reimb of Expenses 134,355 134,355 392300 Sale of Equipment 360,000 360,000 393410 From FY12 GO Bonds 634,000 634,000 393411 From FY13 GO Bonds 694,000 694,000 393415 From 06 GO Bonds 1,624,000 1,624,000 393416 From 07 GO Bonds 447,156 447,156 393417 From 08 GO Bonds 848,102 848,102 393418 From 09 GO Bonds 509,000 509,000 393420 From 11 GO Bonds 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 Acquisition/CIP 4,216,518 1,328,000 734,000 61278,518 Expense Total 4,216,518 1,328,000 734,000 6,278,518 Operating impact: The operating expenses for the City should decrease due to the replacement of older equipment with newer equipment. The estimated decrease in operating expenses is less than $10,000. 4407 - Fire Station #4 This project will construct a new Fre station located at the Dodge Street / Scott Blvd intersection and the purchase of a ladder truck and pumper truck. 334910 I -JOBS 1,585,899 100,000 1,685,899 369100 Reimb of Expenses 19,700 19,700 393140 General Fund CIP Funding 882,222 100,000 982,222 393412 From 2015 GO Bonds 250,711 250,711 393414 From 05 GO Bonds 200,000 200,000 393419 From 10 GO Bonds 700,000 700,000 393420 From 11 GO Bonds 1,278,000 1,278,000 Receipts Total 4,916,532 200,000 5,116,532 422800 Fire Capital Acquisition/CIP 4,954,557 200,000 Expense Total 4,954,557 200,000 Operating impact: This station will increase personnel and operating costs by approximately $1.2 million per year. This costs will be offset by an increase in the utility tax excise tax of approximately $500,000 per year for a net increase in operating costs of $700,000 per year. YtYJ 5,154,557 5,154,557 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4411- Fire SCRA/Air System Replacement Replacing aging Self Contained Breathing Apparatus (SCBA)and air cylinders in FY14. 393413 From FY14 GO Bonds Receipts Total 422800 Fire Capital Acquisition/CIP Expense Total Operating impact: The estimated impact on the City's operating budget is negligible. 4422 -Animal Shelter Repl PW 3039 This project will relocate the Animal Shelter to a site outside the flood plain. Federal Emergency Management Agency (FEMA) will fund a building of equivalent size to the existing building. Additional space and features will be funded locally. 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 331200 FEMA Reimbursements 1,274,537 1,274,537 334810 State Disaster Assistance 141,615 141,615 362100 Contrib & Donations 119,902 490,000 609,902 392600 Insurance Recoveries 65,741 65,741 393410 From FY12 GO Bonds 700,000 700,000 393910 Misc Transfers In 295,027 295,027 Receipts Total 480,670 700,000 1,906,152 3,086,822 423400 Animal Control Capital Acquisition 97,501 1,083,169 1,906,152 3,086,822 Expense Total 97,501 1,083,169 1,906,152 3,086,822 Operating impact: The cost to operate a new, larger facility should increase, however that may be minimized depending on the energy efficiency of the new facility. The City currently has significant operating expenditures due to the use of a temporary facility. The overall impact on the operating budget is difficultto estimate, but is expected to be an increase of less than $10,000 per year. 4423 - PD 09 JAG Firearms Range & Tactical Equipment 331100 Federal Grants 60,597 60,597 381100 Interest on Investments 869 869 Receipts Total 61,466 61,466 421700 Police Capital Acquisition/CIP 61,338 61,338 Expense Total 61,338 61,338 Operating impact: The estimated impact on the City's operating budget is negligible. YtR3 City of Iowa City Capital Improvement Projects Project Summary by Name Operating impact: The estimated impact on the City's operating budget is negligible 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4424 -PD ARRAJAG Equipment, Software, Vehicle, OT, Supplies 331100 Federal Grants 299,441 299,441 381100 Interest on Investments 2,047 2,047 Receipts Total 301,488 301,488 421700 Police Capital Acquisition/CIP 277,813 37,489 315,302 Expense Total 277,813 37,489 315,302 Operating impact: The estimated impact on the City's operating budget is negligible. 4427 - Fire Station #1 Kitchen Remodel &Admin Office Upgrade 393410 From FY12 GO Bonds 8,510 121,395 129,905 Receipts Total 8,510 121,395 129,905 422800 Fire Capital Acquisition/CIP 8,510 121,395 129,905 Expense Total 8,510 121,395 129,905 Operating impact: The estimated impact on the City's operating budget is negligible. 4428 - Police Crime Lab 331100 Federal Grants 27,525 27,525 393410 From FY12 GO Bonds 6,375 76,225 82,600 Receipts Total 6,375 103,750 110,125 421700 Police Capital Acquisition/CIP 6,375 103,750 110,125 Expense Total 6,375 103,750 110,125 Operating impact: The estimated impact on the City's operating budget is negligible. 4429 - Police Station Master Remodeling 393410 From FY12 GO Bonds 5,694 192,756 198,450 Receipts Total 5,694 192,756 198,450 421700 Police Capital Acquisition/CIP 5,694 192,756 198,450 Expense Total 5,694 192,756 198,450 Operating impact: The estimated impact on the City's operating budget is negligible. 4430 - Police Break room/Restroom Remodel 393410 From FY12 GO Bonds 4,270 54,980 59,250 Receipts Total 4,270 54,980 59,250 421700 Police Capital Acquisition/CIP 4,270 54,980 59,250 Expense Total 4,270 54,980 59,250 Operating impact: The estimated impact on the City's operating budget is negligible City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4432 -Fire Station #3 Kitchen Remodel Replace existing aging kitchen and appliances. 393411 From FY13 GO Bonds 35,000 35,000 Receipts Total 35,000 35,000 422800 Fire Capital Acquisition/CIP 35,000 35,000 Expense Total 35,000 35,000 Operating impact: The estimated impact on the City's operating budget is negligible. 4512 -420th Street Industrial Park This project will construct the infrastructure and site grading for the industrial park on 420th Street. 334900 Other State Grants 401,397 1,056,200 1,056,200 363150 Copies/Computer Queries 2,775 520300 Sewer Systems 2,775 382100 Land Rental 9,032 2,064,011 9,032 393140 General Fund CIP Funding 3,482,375 528,100 4,010,475 393220 From Wastewater Operations 314,814 606,414 921,228 Receipts Total 3,808,996 2,190,714 5,999,710 434710 Roads 3,708,737 401,397 4,110,134 458000 Community & Econ Dvlp CIP 100,258 1,056,200 1,156,458 520300 Sewer Systems 606,414 606,414 Expense Total 3,808,995 2,064,011 5,873,006 Operating impact: This project adds maintenance costs to the City due to the addition of infrastructure and property. The area has potential to generate additional property tax revenue. The estimated increase in operating costs is less than $10,000 per year. 200,000 4513 - Riverfront Crossings Redevelopment The priority for FY14 is to begin the master plan of the riverfront park and trail, including bank stabilization. The planning will be done concurrently with the Burlington Street Dam study. 334900 Other State Grants 42,299 42,299 393170 Transfers from TIF Districts 143,407 143,407 393410 From FY12 GO Bonds 200,000 200,000 393411 From FY13 GO Bonds 200,000 200,000 393412 From 2015 GO Bonds 200,000 200,000 393413 From FY14 GO Bonds 200,000 200,000 393420 From 11 GO Bonds 86,927 113,073 200,000 393426 From FY16 GO bonds 200,000 200,000 Receipts Total 129,226 513,073 343,407 200,000 200,000 1,385,706 458000 Community & Econ Dvlp CIP 107,027 535,272 200,000 200,000 200,000 11242,299 Expense Total 107,027 535,272 200,000 200,000 200,000 1,242,299 Operating impact: This project is to re -develop an aging part of the City which could lower infrastructure costs and raise property tax revenues. The estimated increase in revenues and decrease in expenditures is less than $10,000 per year combined at this time. 505 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4514 - Towncrest Redevelopment Begin public elements of the Towncrest Redevelopment Plan. Budget for FY13 includes the MDK project$950k-($625k-GeneralFund;$325k-FY12 GO Bonds). Budget for FY14 includes the 3 Diamond Project $675k-($100k-FY13 GO Bonds;$200k-FY14 GO Bonds; and $375k-FY14 GO Bonds). 393140 General Fund CIP Funding 625,000 625,000 393170 Transfers from TIF Districts 93,370 93,370 393410 From FY12 GO Bonds 400,000 400,000 393411 From FY13 GO Bonds 200,000 200,000 393412 From 2015 GO Bonds 200,000 200,000 393413 From FY14 GO Bonds 575,000 575,000 393420 From 11 GO Bonds 180,556 219,443 399,999 393426 From FY16 GO 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 1,444,443 668,370 200,000 200,000 21693,369 Expense Total 180,556 1,444,443 668,370 200,000 200,000 2,693,369 Operating impact: This project is to re -develop an aging part of the City which could lower infrastructure costs and raise property tax revenues. The estimated increase in revenues and decrease in expenditures is less than $10,000 per year combined at this time. 4609 - Burlington St Dam This study will examine the modification of the Burlington Street Dam to address public safety concerns, improve riverbank stability, improve fish habitat, and create recreation opportunities. 331100 Federal Grants 60,000 60,000 334900 Other State Grants 152,000 99,000 251,000 393140 General Fund CIP Funding 39,000 49,000 88,000 Receipts Total 251,000 148,000 399,000 458000 Community & Econ Dvlp CIP 251,000 148,000 399,000 Expense Total 251,000 148,000 399,000 Operating impact: The operating impact of this project is negligible. City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4704 - City Hall -Other Projects Annual appropriation for improvements to City Hall. 393410 From FY12 GO Bonds 20,000 141,300 141,300 393411 From FY13 GO Bonds 112,609 116,400 116,400 393412 From 2015 GO Bonds 419200 General Government Capital Acquis. 424,104 164,040 164,040 393413 From FY14 GO Bonds 11296,084 244,165 244,165 393416 From 07 GO Bonds 125,001 125,001 393417 From 08 GO Bonds 8,437 41,563 50,000 393418 From 09 GO Bonds 12,443 37,557 50,000 393419 From 10 GO Bonds 210,000 50,000 50,000 393420 From 11 GO Bonds 210,000 50,000 50,000 393426 From FY16 GO bonds 50,000 50,000 393427 From 2017 G O Bond 50,000 50,000 Receipts Total 145,881 436,820 244,165 164,040 50,000 50,000 1,090,906 419200 General Government Capital Acquis. 257,608 436,820 244,165 164,040 50,000 50,000 1,202,633 Expense Total 257,608 436,820 244,165 164,040 50,000 50,000 1,202,633 Operating impact: These improvements to City Hall could potentially save the City utility expenses and maintenance costs. The estimated decrease in operating costs is less than $10,000 per year. 4712 - ERP Software -Finances and HR/Payroll Implement new payroll and human resources software 369100 Reimb of Expenses 20,000 20,000 393416 From 07 GO Bonds 391,986 391,986 393417 From 08 GO Bonds 404,104 112,609 516,713 Receipts Total 424,104 504,595 928,699 419200 General Government Capital Acquis. 424,104 579,787 93,425 96,727 102,041 11296,084 Expense Total 424,104 579,787 93,425 96,727 102,041 11296,084 Operating impact: The software could add numerous efficiencies to the City's operations, but will also add software maintenance expenditures. The estimated increase to the City's operating budget is $50,000 per year. 4714 - Remodel City Hall Lobby and Revenue Remodel City Hall lobbyfor cashiering function and remodel Revenue. 393418 From 09 GO Bonds 210,000 210,000 Receipts Total 210,000 210,000 419200 General Government Capital Acquis. 210,000 210,000 Expense Total 210,000 210,000 Operating impact: This project is not expected to have a major operating impact, however could potentially achieve savings from staff consolidation or energy efficiencies. The estimated savings is unknown. Y�71 City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4716- Geographic Information System Software Procure and install a geographical information system that would provide an interactive referenced database for City facilities from infrastructure record to permitting, with crime and accident data also included. Annual operating expenses for this system will be in the range of $150,000 to $200,000 393412 From 2015 GO Bonds Receipts Total 419200 General Government Capital Acquis. Expense Total 650,000 650,000 650,000 650,000 650,000 650,000 650,000 650,000 Operating impact: This project will increase the City's operating costs due to maintaining the software and hardware systems. The estimated increase to the operating budget is greater than $40,000 per year. 4718 - City Hall Camera Upgrade Project would upgrade the surveillance cameras in and around City Hall and parking lot. Cameras would be Internet Protocol (IP) based to allow for viewing via web portal. 393190 Misc Other Operating Transfers 6,072 6,072 393230 From Parking Operations 45,484 45,484 393240 From Airport Operations 4,620 4,620 393260 From Landfill Operations 8,836 8,836 393410 From FY12 GO Bonds 20,025 54,975 75,000 Receipts Total 20,025 119,987 140,012 419200 General Government Capital Acquis. 20,025 54,975 75,000 510800 Parking Capital Acquisition/CIP 45,484 45,484 517200 Mass Transit Operations 6,072 6,072 550900 Landfill Capital Acquisition/CIP 8,836 8,836 560100 Airport Operations 4,620 4,620 Expense Total 20,025 119,987 140,012 Operating impact: The project will increase operating costs due to the additional equipment to maintain. The estimated increase in operating costs is less than $10,000 per year. 4719 - Projectdox Quickstart Phase I web -based plan/document workflow system that allows citizens/architects/developers to initiate and complete plan (building, site, legal docs,etc) submission, reviews, and approval. Phase II includes Public Works, Planning, City Clerk, and Fire Departments. 393411 From FY13 GO Bonds 306,000 306,000 Receipts Total 306,000 306,000 419200 General Government Capital Acquis. 191,000 115,000 306,000 Expense Total 191,000 115,000 306,000 Operating impact: The project will increase operating costs due to the additional equipment to maintain. The estimated increase in operating costs is less than $10,000 per year. M] City of Iowa City Capital Improvement Projects Project Summary by Name Operating impact: This bond issue will increase the administrative expenses for the City. The estimated increase in operating costs is negligible. IA 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4911- 2013 GO Construction Funds 391100 Bond Sales 9,400,000 9,400,000 Receipts Total 9,400,000 9,400,000 471100 GO Debt Service Administration 242,819 242,819 Expense Total 242,819 242,819 Operating impact: This bond issue will increase the administrative expenses for the City. The estimated increase in operating costs is negligible. 4913 - 2014 GO Construction Funds 391100 Bond Sales 9,000,000 9,000,000 Receipts Total 9,000,000 9,000,000 471100 GO Debt Service Administration 183,229 183,229 Expense Total 183,229 183,229 Operating impact: This bond issue will increase the administrative expenses for the City. The estimated increase in operating costs is negligible. 4914 - 2015 GO Construction Funds 391100 Bond Sales 11,100,000 11,100,000 Receipts Total 11,100,000 11,100,000 471100 GO Debt Service Administration 224,360 224,360 Expense Total 224,360 224,360 Operating impact: This bond issue will increase the administrative expenses for the City. The estimated increase in operating costs is negligible. 4916 - FY16 GO Construction proceeds. 391100 Bond Sales 9,600,000 9,600,000 Receipts Total 9,600,000 9,600,000 471100 GO Debt Service Administration 269,740 269,740 Expense Total 269,740 269,740 Operating impact: This bond issue will increase the administrative expenses for the City. The estimated increase in operating costs is negligible. 4918-2012D TIF Revenue Bonds Central Park LLC 391100 Bond Sales 2,700,000 2,700,000 Receipts Total 2,700,000 2,700,000 457221 Moen AT Central Park LLC 2,630,000 2,630,000 Expense Total 2,630,000 2,630,000 Operating impact: This bond issue will increase the administrative expenses for the City. The estimated increase in operating costs is negligible. IA City of Iowa City Capital Improvement Projects Project Summary by Name 2013 2014 2015 2016 2017 Prior Years Revised Budget Projection Projection Projection Total 4949 - Special Assessments 391100 Bond Sales Receipts Total 181,000 181,000 181,000 181,000 362,000 362,000 Operating impact: This bond issue will increase the administrative expenses for the City. The estimated increase in operating costs is negligible. Report Receipts Total 65,913,576 136,974,900 63,837,555 56,923,372 24,479,200 27,842,600 376,016,460 Report Expense Total 64,839,778 130,065,958 48,383,101 34,650,478 15,596,232 27,842,600 321,378,147 .7d�] City of Iowa City Capital Improvements Program Unfunded Projects Project Name Description 1 - Bridges 1 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 This project involves the removal and replacement of the existing twin box culvert with a larger bridge - 7 THIRD AVENUE BRIDGE This project will replace the bridge over the South Branch INTERSECTION LEFT TURN of Ralston Creek at Third Avenue - 2 - Streets 8 BENTON STREET - This is a capacity related improvement identified by the ORCHARD TO OAKNOLL Arterial Street Plan - 9 DODGE ST - GOVERNOR Street reconstruction and storm sewer improvements. TO BOWERY 10 DUBUQUE RD PAVING - Reconstruct and upgrade to urban cross sections. BRISTOL TO DODGE 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 Reconstruct the intersection of Gilbert & US 6 to include INTERSECTION LEFT TURN dual left turn lanes on Gilbert St. LANES 14 GILBERT ST IAIS This project relocates the sidewalks of the Gilbert St. UNDERPASS underpass at the IAIS Railroad. The sidewalks are moved further from the street and existing erosion problems are addressed. 511 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 $4,840,000 $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 PRAIRIE DU CHIEN RD 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. gra $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. / Highway 6 intersection. (Part of the Riverfront Crossings 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'U intersection . 32 SYCAMORE -CITY LIMITS Reconstruct Sycamore to arterial standards from City limits TO'U to the Sycamore L. Storm sewer, sidewalk improvements and bike lanes are included. 33 SYCAMORE-HWY 6 TO This project involves additional lanes to improve capacity. DEFOREST 34 TAFT AVENUE Herbert Hoover Hwy to 420th Street - 3 - Transportation Services 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 513 $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 $678,000 Sunset Street and Mormon Trek Boulevard. 40 HWY 6 TRAIL - Extend existing trail along Hwy 6 between Broadway to $2,588,000 BROADWAY/SYCAMORE Sycamore Streets. 41 HWY 6 TRAIL - SYCAMORE Extend existing trail along Hwy 6 between Sycamore Street $1,855,000 TO LAKESIDE and Lakeside Drive. 42 IA RIVER TRAIL - BENTON Relocate a portion of Iowa River Corridor Trail between $129,000 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 $2,320,000 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) $927,000 on the south side of the Elks property. 45 LINN ST PED Installation of pedestrian and streetscape improvements in $392,000 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 $348,000 Bristol Drive to Dubuque Street. 47 SAND LAKE TRAIL (Behind Develop a walking/biking trail around Sand Lake (behind $464,000 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 $80,000 RD EXT TRAIL Road. 49 WILLOW CREEK TRAIL - Construct a trail from Willow Creek Drive, under Highway $870,000 PHASE III One, around perimeter of airport, to connect with Iowa River Corridor (IRC) Trail. 50 WILLOW CREEK TRAIL- Connect Willow Creek Trail from its current west terminus $2,814,000 WEST via a tunnel under Highway 218, to connect with the trail in Hunters Run Park and further west - 5 - Wastewater 51 NORTH BRANCH DAM This project extends easterly along Ralston Creek from the $3,860,000 TRUNK SEWER North Branch Dam to Scott Boulevard. 514 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 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 - IAISNHINDSOR 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 - Stormwater 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 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. �u7 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. [:O1 EYOZKy q :4 9_1:7 24:Lel 01111 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. .7dd $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 RELOCATION 78 FIRE STATION #5 mom IC7:.91/G\INPVIM 80 FIRE TRAINING FACILITY 81 FLOOD BUYOUTS 82 IOWA RIVER BANK STABILIZATION PROJECT 83 EQUIPMENT ILTA r_1101IIg0r_1011yay_CyII10 84 STREETS AND WATER DISTRIBUTION FACILITY Relocate and expand / modernize Central Fire Station #1 Construction of Fire Station #5 in the South Planning District. Construction of Fire Station #6 in the Southwest Planning District. This project will construct a state of the art fire training facility to address all aspects of emergency service delivery including fire suppression, emergency medical services, hazardous material releases and rescue. The facility will be used for new recruits, continuing education for firefighters, and shared with the Johnson County Mutual Aid Association. (Part of the Riverfront Crossings amendment to City -University URA). This project will provide funds for the purchase of houses in designated flood hazard buyout areas after FEMA and CDBG buyout programs have ended. This project will stabilze the Iowa River banks at a number of locations throughout the city that have experienced significant erosion after the 2008 Flood. (Part of the Riverfront Crossings amendment to City -University URA.) Construction of new Equipment Maintenance Facility at the So. Gilbert St. Public Works site, replacing the existing facility at Riverside Dr. (Part of the Riverfront Crossings amendment to City -University URA). Construct new building at the So. Gilbert St. Public Works site to accommodate the Streets, Traffic Engineering, Refuse, and Water Distribution Divisions. 85 RIVERSIDE DRIVE This project includes methane abatement, excavation, and REDEVELOPMENT fill at the 7 acre site owned by the City at Riverside Dr. and Hwy 6. This site preparation would allow for marketing of this property for commercial development. (Part of Riverfront Crossings - West(Riverside Drive) URA). 86 SUMMIT ST. HISTORIC Streetscape and intersection elements through Summit PLAN Street Historic District. 87 TRAFFIC SIGNAL PRE- This project will install a city-wide Geographic Information EMPTION SYSTEM System based traffic signal pre-emption system for emergency vehicles. This system is necessary when the Burlington St Median Project is constructed between Madison St and Gilbert St. GRAND TOTAL - ALL PROJECTS: An $11,593,000 :•: 001 :•: l $1,031,000 $530,000 $2,122,000 $9,454,000 STSY-TI-so 0=0 01 $2,527,000 $302,000 $1,221,000 $ 251,581,000 AW F Y 2 0 1 4 STATISTICS Performance Measures Police Department Fire Department Library Senior Center Wastewater Treatment Water Airport Operations General Information Economic Overview Assessed Property Valuations Property Tax Levies FY2012 Revenue Comparisons: General Fund Revenues Property Tax Hotel/Motel Tax Local Option Sales Tax Business Type Revenue Utility Rates 2013 Iowa City Police Department Statistics Why We Exist: The mission of the Iowa City Police Department is to protect the rights of all persons within its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace. By pursuing the goals of education, prevention and enforcement, it is the primary objective of the Iowa City Police Department to pursue the ideal of a community free from crime and disorder in a fair, responsive, collaborative and professional manner. REVENUE AND EXPENDITURE TRENDS *2013 figures are budgeted amounts General Fund Police Department Revenue Fiscal 2008 2009 2010 2011 2012 2013* Notes Year Property Tax $9,131,956 $8,972,054 $9,410,816 $9,335,841 $10,243,558 $11,379,950 Other City 47.5% of Taxes $343,866 $357,354 $316,635 $528,240 $386,601 $354,125 Hotel/Motel Tax receipts Licenses $26,931 $22,658 $22,661 $23,403 $25,348 $23,403 Includes Animal & Permits licensing fees Includes Fed/State Intergov't $393,390 $372,398 $534,570 $405,050 $426,637 $322,596 grants and local Animal Services a reements Charges for $91,564 $76,394 $147,618 $121,876 $153,398 $131,796 Services M is c Predominantly Revenue $213,637 $217,324 $91,959 $113,478 $107,255 $110,690 reimbursement of expenses Other Predominantly from Financing $37,761 $50,376 $49,484 $60,398 $45,933 $37,200 the sale of Police Sources automobiles Total $10,239,106 $10,068,557 $10,573,744 $10,588,285 $11,388,728 $12,359,760 Revenue 521 General Fund Police Department Expenditures Fiscal 2008 2009 2010 2011 2012 2013" Notes Year Personnel $8,698,053 $8,643,733 $9,247,505 $9,143,667 $9,991,990 $10,462,705 Fiscal year 2012 had 27 pay periods; this happens once Services $936,308 $922,553 $906,722 $926,167 $891,034 $1,162,906 every eleven years Supplies $197,826 $186,068 $192,001 $256,621 $209,132 $355,788 Capital $406,917 $316,203 $227,516 $237,764 $296,572 $378,361 Outlay Other Capital project Financial $24,066 funding using Uses forfeiture dollars Total $10,239,106 $10,068,557 $10,573,744 $10,588,285 $11,388,728 $12,359,760 Expense General Police Data Discrepancies Performing a comparative analysis between local jurisdictions is an imperfect process. Data are influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data between communities rather than any one specific data point. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. ICMA Performance Measures & Metro Coalition Comparisons The data presented below represent the raw data collected by the Iowa City Police Department and information gathered from the Iowa Department of Public Safety. Data synthesis was based on the International City/County Management Association (ICMA) performance measurement structure. The Iowa City data have been benchmarked against the 2011 ICMA Performance Data. Specifically, the analysis and benchmarks are for communities with populations between 25k and 100k. Metro Coalition comparisons use 2009 and 2010 data. ICMA comparisons use the UCR system; Metro Coalition comparisons use both the UCR and IBR formats. Both reporting systems are described below. 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 two groups: UCR 1 Property Crimes Arson Burglary Larceny Shoplifting All 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 crimes may vary between communities. INCIDENT BASED REPORTING (IBR) 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 an 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://www.dps.state.ia.us/. Iowa City Raw Data Calendar Year 2008 2009 2010 2011 2012 Number of Officers 73 75 75 79 78 Total Violent Crimes 259 247 183 163 170 Total Property Crimes 1688 1575 1541 1748 1925 Total Violent Crime 104 109 96 105 88 Arrests Total Property Crime Arrests 483 483 469 428 456 Total Juvenile Violent Crime Arrests 16 15 19 12 14 Total Juvenile Property Crime Arrests 118 96 113 102 126 Total DUI Arrests 424 419 319 452 440 Total PAULA Arrests 879 852 529 495 300 523 Iowa City Synthesized Data Per capita calculations use the 2010 US Census *Possession of Alcohol Under the Legal Age Iowa Metro Coalition Comparison The Metropolitan Coalition is an organization comprised of Iowa's largest communities. The tables below present total offenses and rates by UCR 1 type. 524 ICMA Peer Group Calendar Year 2008 2009 2010 2011 2012 2011 Sworn Officers per Mean: 1.75 1000 Population 1.08 1.11 1.11 1.16 1.15 Median: 1.71 Total Violent Crimes per 1000 3.82 3.64 2.70 2.40 2.51 Mean: 3.38 Median: 1.85 Population Total Violent Crime Arrests per 1000 1.53 1.61 1.41 1.55 1.30 Mean: 1.81 Median: 1.19 Population Total Property Crimes per 1000 24.87 23.21 22.71 25.76 28.37 Mean: 33.04 Median: 30.10 Population Total Property Crime Arrests per 7.12 7.12 6.91 6.31 6.72 Mean: 7.75 Median: 5.96 1000 Population Total UCR 1 Arrests per Sworn 8.04 7.89 7.51 6.75 6.97 Officer Juvenile Violent Crime Arrests as % 6.18% 6.07% 10.38% 7.36% 8.24% Mean: 13.9% Median: 14.2% of Total Juvenile Property Crime Arrests as % 6.99% 6.10% 7.33% 5.84% 6.55% Mean: 20.1% Median: 17.3% of Total Total DUI Arrests per 1000 6.25 6.17 4.70 6.66 6.48 Mean: 4.66 Median: 4.14 Population Total DUI Arrests 5.81 5.59 4.25 5.72 5.64 per Sworn Officer Total PAULA* Arrests per 1000 12.97 12.57 7.80 7.29 4.42 Population Total PAULA* Arrests per Sworn 12.04 11.36 7.05 6.27 3.85 Officer *Possession of Alcohol Under the Legal Age Iowa Metro Coalition Comparison The Metropolitan Coalition is an organization comprised of Iowa's largest communities. The tables below present total offenses and rates by UCR 1 type. 524 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 - 721 West Average Cedar Council Des Sioux Des Iowa w/o Iowa Agency Ames Rapids Bluffs Davenport Moines Dubuque City Waterloo Moines City City Population 58,965 126,326 62,230 99,685 203,433 57,637 82,678 68,406 56,609 67,862 90,663 Violent crime total 177 386 637 868 1,084 168 292 437 110 188 462 Violent crime 300.2 305.6 1,023.6 870.7 532.9 291.5 353.2 638.8 194.3 277.0 501.2 rate Murder/non- negligent 1 2 1 2 5 0 0 3 0 0 2 manslaughter Murder/non- negligent manslaughter 1.7 1.6 1.6 2.0 2.5 0.0 0.0 4.4 0.0 0.0 1.5 rate Forcible ape 24 38 60 61 118 18 23 35 23 33 44 Forcible ape rate 40.7 30.1 96.4 61.2 58.0 31.2 27.8 51.2 40.6 48.6 48.6 Robbery 10 123 77 209 224 36 32 70 11 33 88 Robbery ate 17.0 97.4 123.7 209.7 110.1 62.5 38.7 102.3 19.4 48.6 86.8 Aggravated assault 142 223 499 596 737 114 237 329 76 122 328 Aggravated assault ate 240.8 176.5 801.9 597.9 362.3 197.8 286.7 481.0 134.3 179.8 364.4 Property crime total 1,556 4,985 3,664 4,913 9,813 1,772 3,133 2,569 1,743 1,541 3,794 Property crime 2638.9 3,946.1 5,887.8 4,928.5 4,823.7 3,074.4 3,789.4 3,755.5 3,079.0 2,270.8 3,991.5 rate Burglary 289 1,028 805 1,152 2,249 464 622 815 173 286 844 Burglary rate 490.1 813.8 1,293.6 1,155.6 1,105.5 805.0 752.3 1,191.4 305.6 421.4 879.2 Larceny theft 1,217 3,716 2,425 3,535 6,823 1,257 2,357 1,643 1,523 1,179 2,722 Larceny theft 2063.9 2,941.6 3,896.8 3,546.2 3,353.9 2,180.9 2,850.8 2,401.8 2,690.4 1,737.3 2,880.7 rate Motor vehicle theft 50 241 434 226 741 51 154 111 47 76 228 Motorvehicle 848 190.8 697.4 226.7 364.2 88.5 186.3 162.3 83.0 112.0 231.6 theft rate • 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 - 721 Metro Coalition Arrest Rates, IBR Format • Rates are calculated as arrests per 100,000 residents; 2009 data Metro Coalition Case Clearance Rates, IBR Format West 4 Avg Cedar Council Des Sioux West Iowa w/o Agency Ames Cedar Council Davenport Des Dubuque Sioux Waterloo Des Iowa Iowa Agency Ames Rapids Bluffs Davenport Moines Dubuque City Waterloo Moines City City Group 729 4,176 2,312 4,004 5,447 804 2,479 2,327 694 1,400 2,552 Group A Rate 1,527 3,243 3,875 3,960 2,768 1,406 3,002 3,503 1,231 2,252 2,724 Group B 1,912 3,056 2,003 2,197 3,588 2,711 4,347 1,421 463 2,774 2,411 Group B Rate 4,004 2,373 3,357 2,173 1,823 4,740 5,264 2,139 821 4,462 2,966 Total IBR 50 202 110 161 373 99 127 120 66 74 145.33 Arrests 2,641 7,232 4,315 6,201 9,035 3,515 6,826 3,748 1,157 4,174 4,963 Total Arrest 14.68 20.26 20.62 26.23 22.66 10.49 20.00 22.35 10.50 20.15 20.43 Rate 5,531 5,616 7,232 6,133 4,591 6,146 8,267 5,642 2,051 6,714 5,690 • Rates are calculated as arrests per 100,000 residents; 2009 data Metro Coalition Case Clearance Rates, IBR Format Metric Comparative Analysis Summary, ICMA & Metro Coalition Sworn Police Officers per 1000 Population Served This metric reflects the ratio of police officers relative to the population protected This metric can be used as an indicator to baseline protection/service levels in a community. This data can be used to supplement other metrics to enhance overall understanding of service performance. ICMA Summary Metro Summary ICPD officers per 1,000 population of Officers per 1,000 population are 1.16 are significantly lower than the higher than the Metro Coalition average ICMA peer group median of 1.71. of 1.03. Note: The University of Iowa provides 45 officers to safeguard the University of Iowa campus. These officers have provided assistance in downtown Iowa City. In 2012, a grant was secured to provide partial funding for two additional officers. Underthe agreement the City will staff a minimum of 82 officers through 5/31/2016. West 4 Cedar Council Des Sioux Des Iowa Avg w/o Agency Ames Rapids Bluffs Davenport Moines Dubuque City Waterloo Moines City IC Cases 734 4092 2268 4223 8454 1039 2540 2682 693 1491 2969 Cleared % 23.00% 36.00% 24.00% 30.00% 40.00% 28.00% 29.00% 34.00% 23.00% 37.00% 29.67% Cleared N of 50 202 110 161 373 99 127 120 66 74 145.33 Officers Cleared per 14.68 20.26 20.62 26.23 22.66 10.49 20.00 22.35 10.50 20.15 20.43 Sworn Officer Metric Comparative Analysis Summary, ICMA & Metro Coalition Sworn Police Officers per 1000 Population Served This metric reflects the ratio of police officers relative to the population protected This metric can be used as an indicator to baseline protection/service levels in a community. This data can be used to supplement other metrics to enhance overall understanding of service performance. ICMA Summary Metro Summary ICPD officers per 1,000 population of Officers per 1,000 population are 1.16 are significantly lower than the higher than the Metro Coalition average ICMA peer group median of 1.71. of 1.03. Note: The University of Iowa provides 45 officers to safeguard the University of Iowa campus. These officers have provided assistance in downtown Iowa City. In 2012, a grant was secured to provide partial funding for two additional officers. Underthe agreement the City will staff a minimum of 82 officers through 5/31/2016. Total Violent Crimes (UCR 1) per 1000 Population This number measures how many UCR 1 Violent Crimes occur per 1000 population. Higher ratios indicate more violent crimes in the community. ICMA Summary Metro Summary The Iowa City Violent The Iowa City Violent Crime rate exceeds the Crime rate is well below ICMA peer group the Metro Coalition median, but falls below average. the peer group average. per This metric highlights the number of arrests made for UCR 1 violent crimes in the community. Arrests made indicate a level of workload demand for Iowa City officers and assist in gauging the level of violent crimes in Iowa City. ICMA Summary Violent crime arrests of 1.55 per 1,000 residents are higherthan the ICMA median of 1.19. Total Property Crimes (UCR 1) per 1000 Population This number measures how many UCR 1 Property Crimes occur per 1000 population. Higher ratios indicate more violent crimes in the community. ICMA Summary Metro Summary At 25.76, Iowa City is well The Iowa Cityrate is below the ICMA peer roughly two-thirds of the group median of 30.10. Metro Coalition average of 38.19. per This metric highlights the number of arrests made for UCR 1 property crimes in the community. Arrests made indicate a level of workload demand for Iowa City officers and assist in gauging the level of property crimes in Iowa City. ICMA Summary Property crime arrests of 6.31 per 1000 population exceed the ICMA peer group median of 5.96. 7N Violent Crime Arrests as a % Violent Crime UCR 1 Arrests This metric highlights the percentage of UCR 1 violent crime arrests that are juveniles. ICMA Summary The percentage of violent crime arrests that are minors is approximately half of the ICMA peer group median of 14.2%. Juvenile Property Crime Arrests as a % of Total Property Crime Arrests This metric highlights the percentage of UCR 1 property crime arrests that are juveniles. ICMA Summary The percentage of property crime arrests that are juveniles in Iowa City is approximately one-third of the ICMA peer group median. Total DUI Arrests per 1000 Population This number indicates how many Driving Under the Influence arrests are made per 1000 population. ICMA Summary Metro Summary Iowa City's rate is above Iowa City's rate is above the ICMA peer group the Metro Coalition median of 4.14. average of 4.49. per This number indicates the number of DUI arrests made per sworn officer. Metro Summary Iowa City DUI arrests per sworn officer are significantly above the Metro Coalition average. 2013 Iowa City Fire Department Statistics Why We Exist: The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. General Fund Fire Department Revenue Fiscal Year 2008 2009 2010 2011 2012 2013* Notes Property $4,472,866 $4,507,857 $4,695,655 $4,522,597 $6,067,516 $5,519,058 Includes employee Taxbenefits levy Other City $4,905,809 $4,855,601 $5,018,089 $5,467,915 $6,218,982 $6,371,781 Portion of Utility Taxes - - $257,545 $489,258 $510,000 Franchise Fee to Fire Station 4 operations Licenses & $361,724 $368,517 $23 $105 $82 $105 Liquor License Permits $129,230 $161,081 $155,158 $190,248 $174,855 $265,566 Inspections Capital Contract for fire Intergov't $1,162,923 $1,214,257 $1,244,990 $1,271,134 $1,346,738 $1,478,474 protection with the University of Iowa Charges Safety training, for $6,898 $5,151 $5,450 $2,834 $3,831 $5,434 confined space Services rescue Misc $5,655,258 $5,739,499 $5,948,618 $6,274,842 $7,924,997 $7,514,166 Reimbursement of Revenue $813 $10,645 $2,175 $2,824 $2,465 $1,095 expenses and donations Other Sale of autos, Financing $11,759 $1,590 $325 $217,803 $15,108 - equipment, and Sources interfund loan proceeds Total $5,655,258 $5,739,499 $5,948,618 $6,274,842 $7,924,997 $7,514,166 Revenue General Fund Fire Department Expenditures Fiscal 2008 2009 2010 2011 2012 2013* Notes Year Extra pay period in Personnel $4,905,809 $4,855,601 $5,018,089 $5,467,915 $6,218,982 $6,371,781 FY12; Fire Station 4 added in FY121new personnel in FY11 Services $361,724 $368,517 $381,274 $446,348 $525,689 $577,011 Supplies $129,230 $161,081 $155,158 $190,248 $174,855 $265,566 Capital Bldg improvements, Outlay $187,139 $166,501 $150,340 $138,972 $81,950 $123,400 operating equip, autos, and PCs Other Financial $71,357 $187,799 $243,757 $31,358 $923,521 $176,408 CIP funding and CII funding Uses dngandloan pay Total $5,655,258 $5,739,499 $5,948,618 $6,274,842 $7,924,997 $7,514,166 Expense arz:3 General Fire Data Discrepancies Performing a comparative analysis between local jurisdictions is an imperfect process. Data is influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data between communities rather than any one specific data point. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. Broadly speaking, the physical, political, and demographic characteristics of each reporting jurisdiction influence performance. Examples include unusually good or bad weather, major budget cuts, and median household income. Citizen preferences, council or board priorities, local tax resources, and state -imposed spending limits cause additional variation in the resources available for providing fire and EMS services. More specifically, some of the factors that influence the comparability of fire and EMS data are: Building stock—Industrial structures are more likely to be involved in fire or hazardous materials events. Older structures are less likely to meet current fire codes or to be equipped with fire detection and suppression systems. High-rise structures may pose additional challenges. Geoaraohv—Street layout, terrain, the fire/EMS station locations, and traffic flow can significantly impact the ability for one jurisdiction to achieve the same level of service as another. Staffing—Jurisdictions can vary in the numbers assigned per fire apparatus, the minimum scheduled to work each day, the percentage of sworn vs. civilian staff, and the percentage of volunteers. Scone—Jurisdictions have varying levels of EMT -medical services offered by fire departments. The three levels are first responder, paramedic provisional and full paramedic EMS. Cost of service may vary depending on the degree to which different departments perform EMS services. ICMA Performance Measures The data presented below represents the raw data collected by the Iowa City Fire Department and information gathered from the Iowa Department of Public Safety. Data synthesis was based on the International City/County Management Association (ICMA) performance measurement structure. The Iowa City data has been benchmarked against the 2011 ICMA Measurement Performance Data. Specifically, the analysis and benchmarks are for communities with a population between 25k and 100k. X1&1 Iowa City Raw Data Calendar Year 2007 2008 2009 2010 2011 Number of Firefighters 56 56 56 56 64 Total Non -Fire Incidents 3,896 4,080 3,982 4,295 4,470 Total Structure Fires 89 77 59 85 72 Total Non- Structure Fires 158 100 114 93 100 Residential Building Fires 64 61 45 60 51 Commercial Building Fires 133 69 87 79 88 Industrial Building Fires 4 1 2 3 5 Average Response Time - Fire Incident (Min) 522 534 543 530 448 Average Resopnse Time - Non -Fire Incident (Min) 5.37 553 523 610 453 False Alarms 819 944 797 900 783 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Y�i�] ICMA Peer Group Calendar Year 2007 2008 2009 2010 2011 2011 Sworn Firefighters Per 1000 Mean: 1.28 Population 0.83 0.83 0.83 0.83 0.94 Median: 1.32 Residential Structure Fires per Mean: 1.00 1000 Population 0.94 0.9 0.66 0.88 0.75 Median: 0.90 Total Structure Fires Per 1000 Mean: 1.27 Population 1.31 1.13 0.87 1.25 1.06 Median: 1.21 Total Non -Structure Fires Per 1000 Mean: 2.25 Population 2.33 1.47 1.68 1.37 1.47 Median: 1.69 Total Structure/Non-Structure Fires Mean: 3.47 Per 1000 Population 3.64 2.61 2.55 2.62 2.53 Median: 2.92 Total Non -Fire Incidents Per 1000 Mean: 75.2 57.41 60.12 58.68 63.29 65.87 Population Median: 74.5 False Alarms per 1000 Population 12.07 13.91 11.74 13.26 11.54 Mean: 17.0 Median: 14.6 Y�i�] Iowa Municipal Fire Department Comparisons 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) 531 Iowa City Des Moines Cedar Council Dubuque West Des Rapids Bluffs Moines EMS Category FR PE PP PE PE FR Population 67,862 203,433 126,326 60,391 57,637 57,609 Sworn Firefighters per 0.94 1.34 1.14 1.64 1.54 0.78 1,000 population Non -Fire 4,470 18,922 9,806 7,182 4,902 2,420 Incidents Structure Fires 72 298 232 73 65 81 Non -Structure 100 466 199 250 107 97 Fires Residential 51 237 160 58 91 54 Fires Commercial/ 93 61 69 15 20 unavailable Industrial Fires Avg Response 4.48 437 521 528 4:21 Time — Fire 0 90% of responses Avg Response 4:53 315 441 604 424 < 6:07 Time — Non -Fire Per Capita $92 $157 $130 $202 $160 $111 Costs Avg Cost per $1,329 $1,622 $1,718 $1,622 $1,823 unavailable Call 531 2013 Iowa City Public Library Statistics Why We Exist: The Iowa City Public Library is an innovative and responsive community center that supports lifelong learning, literacy, and access to the world of ideas. 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. REVENUE AND EXPENDITURE TRENDS *2013 figures are budgeted amounts Iowa City Public Library Revenue (fund 1000 only) Fiscal Year 2008 2009 2010 2011 2012 2013* Notes General Levy $3,411,334 $3,483,926 $3,707,599 $3,784,577 $3,942,189 $3,974,781 Library Levy $616,206 $650,142 $677,759 $725,527 $747,926 $782,878 Voter -approved $0.27 levy Other City $12,103 $12,878 $12,958 $13,524 $14,041 $13,854 Primarily Gas/Electric Taxes Excise Tax Rents $103,589 $120,668 $116,695 $123,829 $118,948 $123,829 Primarily commercial space rent Royalties & $3,299 $3,154 $2,910 $3,464 $3,069 $3,464 Commissions Local 28e Includes agreements Agreements $365,353 $394,491 $417,732 $417,592 $424,363 $423,840 with Johnson County, Univ Heights, Hills State 28e $0 $0 $0 $35,000 $35,000 $35,000 Agreement with the Agreements University of Iowa Library $147 $85 $92 $114 $304 $114 Charges Library Fines & $198,470 $218,647 $204,827 $211,610 $201,157 $211,610 Fees Other Misc $31,858 $40,815 $52,898 $59,105 $63,433 $67,498 Revenue subtotal $4,742,359 $4,924,805 $5,193,469 $5,374,342 $5,550,429 $5,636,868 Sale of Assets $185 $121 $222 $949 $0 $0 Transfers from Cable Transfers in $115,243 $115,243 $117,422 $117,422 $117,422 $117,422 TV and comp & equip reserves Total Rev& $4,857,787 $5,040,169 $5,311,113 $5,492,712 $5,667,851 $5,754,290 Trans In Y�YJ Iowa City Public Library Expenditures (fund 1000 only) Fiscal Year 2008 2009 2010 2011 2012 2013* Notes Personnel $3,353,546 $3,531,558 $3,702,413 $3,804,194 $4,018,230 $4,111,917 Extra pay period in $36,293 $39,843 $46,659 $48,264 Bond Abatement $71,021 $93,584 FY12 Services $563,680 $640,782 $603,668 $643,915 $630,975 $655,610 $164,672 Supplies $108,101 $117,119 $127,614 $132,180 $140,317 $171,126 Capital $699,017 $594,704 $735,221 $751,165 $718,900 $653,215 Primarily library Outlay materials acquisition subtotal $4,724,344 $4,884,163 $5,168,915 $5,331,454 $5,508,422 $575917868 GO Bond $71,021 $93,584 $79,776 $98,836 $97,007 $100,000 Revenue from Abatement commercial space rents Misc Trans $62,422 $62,422 $62,422 $62,422 $62,422 $62,422 Comp & equip Out replacement reserves Total Exp & $4,857,787 $5,040,169 $5,311,113 $5,492,712 $5,667,851 $5,754,290 Trans Out 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. Revenue Property tax payments received from tenants are pass-through funds; these payments are the majority of commercial space expenditures. Expenditures FY08 FY09 FYI FYI FY12 FY13* Operational $50,820 $49,619 $69,214 $65,836 $68,600 $66,868 Expenditures $18,252 $22,535 $36,293 $39,843 $46,659 $48,264 Bond Abatement $71,021 $93,584 $79,776 $98,836 $97,007 $100,000 Total $121,841 $143,203 $148,991 $164,672 $165,607 $166,868 Property tax payments received from tenants are pass-through funds; these payments are the majority of commercial space expenditures. Expenditures 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. 533 FY08 FY09 FY10 FY71 FY12 FY13* Rent $103,589 $120,668 $116,695 $123,829 $118,948 $123,829 Property Tax $18,252 $22,535 $36,293 $39,843 $46,659 $48,264 Total 1 $121,841 1 $143,203 1 $152,988 1 $163,672 $165,607 1 $172,093 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. 533 General Library Data Discrepancies Performing a comparative analysis between local jurisdictions is an imperfect process. Data are influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data between communities rather than any one specific data point. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. More specifically, some of the factors that influence the comparability of Library data are: • Nonresident borrower ratio: The ratio of resident to nonresident borrowers can influence funding for materials acquisition and program planning. Generally, jurisdictions are more inclined to fund materials and programming for their own residents. • Some variation in the number of borrowers may be attributed to the frequency with which jurisdictions purge their borrower records. All other conditions being equal, jurisdictions that purge records frequently tend to report fewer registered borrowers than jurisdictions that purge infrequently. • Because some jurisdictions provide library services to neighboring jurisdictions by means of contract or other official agreement, the size of the service area may be larger than the population of the jurisdiction. • Variations in library expenditures may be attributed to differences in the number of library facilities, the hours of operation, and the size and scope of holdings and programs. • Also possibly influencing expenditure levels is citizen demand for library services; traditional library services such as book loans and reference assistance as well as less traditional library -based services such as Internet access, adult literacy programs, and more. • Some differences in the number of items circulated during the reporting period may be attributed to the size of a jurisdiction's library collection and the proportion of the collection that circulates outside the library. For example, an increasing number of jurisdictions offer access (both in -library and remote) to substantial electronic holdings that do not circulate outside the library per se and, therefore, may not be reflected in circulation statistics. ICMA Performance Measures, Metro Coalition, and National Comparisons The data presented below was collected by the Iowa City Public Library. Data synthesis was based on the International City/County Management Association (ICMA) performance measurement structure. The Iowa City data has been benchmarked against the 2011 ICMA Performance Measurement Data. Specifically, the analysis and benchmarks are for communities with a population between 25k and 100k. Comparisons are also presented for cities in the Iowa Metropolitan Coalition, comprised of the state's ten largest communities, and selected libraries nationally with similar characteristics to the Iowa City Public Library. 534 Iowa City Raw Data Fiscal Year FY08 FY09 FY70 FY11 FY12 Circulation 1,464,643 1,523,810 1,513,052 1,570,822 1,579,842 Visits 716,412 745,077 746,556 768,033 764,911 Registered Borrowers 65,786 66,539 67,892 68,751 69,306 Total Collection 240,622 229,313 225,622 236,495 239,895 Reference Transactions 85,079 85,131 81,298 83,973 76,111 Public Internet Terminals 48 46 46 47 52 Internet Terminal Users 132,080 131,300 123,636 122,012 113,171 Serial Subscriptions 514 522 527 440 372 Children's Program Attendance 29,468 26,461 25,802 36,116 40,360 Iowa City Synthesized Data Per capita calculations use ICPL's entire service area population, as reported by the Institute of Museum & Library Sciences (2011). Iowa Metro Coalition Comparison The Metropolitan Coalition is an organization comprised of Iowa's largest communities. FY2012 data, as reported to the State Library of Iowa, are used. Per capita metrics are based on the population of each city's jurisdiction, not the service area of the library. While not all Metro Coalition cities' data are presented, all nine cities' data are included in the 'average without Iowa City' calculations. Y�b1 ICMA Peer Group Fiscal Year FY08 FY09 FY10 FY11 FY12 (2011) Mean: 11.86 Circulation per Capita 17.83 18.55 18.42 1912. 1923 Median: 10.47 Circulation per Registered Mean: 1525 2226 22.90 2229 22.85 22.80 Borrower Median: 10.63 Mean: 723 Visits per Capita 8.72 9.07 9.09 9.35 9.31 Median: 6.35 Visits per Registered Mean: 9.96 10.89 1120 11.00 11.17 11.04 Borrower Median: 8.74 Registered Borrowers as % Mean: 71% 80% 81% 83% 84% 84% of Service Area Population Median: 68% Iowa Metro Coalition Comparison The Metropolitan Coalition is an organization comprised of Iowa's largest communities. FY2012 data, as reported to the State Library of Iowa, are used. Per capita metrics are based on the population of each city's jurisdiction, not the service area of the library. While not all Metro Coalition cities' data are presented, all nine cities' data are included in the 'average without Iowa City' calculations. Y�b1 Revenue: Expenditures: Average Cedar Council Des City Iowa City w/o Iowa Ames Rapids Bluffs Moines Waterloo City Population 67,862 90,664 58,965 126,326 62,230 203,433 68,406 City Income $4,691,975 $3,576,647 $3,139,415 $4,179,278 $2,130,830 $7,666,379 $2,233,598 City Income $69.14 $40.43 $53.24 $33.08 $34.24 $37.69 $32.65 per Capita $1072,300 $687,871 $460,998 $618,136 $409,811 $2,015,326 $297,028 County $388,021 $58,537 $127,323 $76,771 $214,251 $49,748 $58,638 Income $87.85 $42.56 $59.61 $33.47 $35.10 $41.12 $38.13 State Income $61,034 $40,743 $47,155 $66,979 $17,569 $70,456 $26,873 Other Govt $35,000 $9,861 $3,000 $0 $0 $0 $85,746 Income Non -Govt $734,587 $323,538 $183,723 $257,633 $210,034 $525,132 $112,460 Income Total Income $5,950,959 $4,019,348 $3,500,616 $4,588,460 $2,582,447 $8,366,133 $2,517,315 Total Income $87.69 $46.22 $59.37 $36.32 $41.50 $41.12 $36.80 per Capita Expenditures: Collections: Average Cedar Council Des City Iowa City w/o Iowa Ames Rapids Bluffs Moines Waterloo City Staff Expenditures $4,180,457 $2,679,979 $2,628,125 $3,189,123 $1,453,750 $5,583,850 $1,942,739 Collection $708,823 $418,203 $425,992 $420,285 $320,535 $766,957 $368,871 Expenditures Other Expenditures $1072,300 $687,871 $460,998 $618,136 $409,811 $2,015,326 $297,028 Total Expenditures $5,961,580 $3,786,054 $3,515,115 $4,227,544 $2,184,096 $8,366,133 $2,608,638 Per Capita $87.85 $42.56 $59.61 $33.47 $35.10 $41.12 $38.13 Expenditures Capital Expenditures $0 $542,074 $821,812 $0 $200,000 $1,892,076 $295,286 Collections: Y�ii Average Cedar Council Des City Iowa City w/o Iowa Ames Rapids Bluffs Moines Waterloo Cit Printed 190,111 192,028 161,864 76,507 158,661 494,233 132,596 Books Y�ii Circulation: Average Cedar Council Des City Iowa City w/o Iowa Ames Rapids Bluffs Moines Waterloo Cit Audio 475,014 260,701 352,742 241,234 190,155 580,243 155,404 Items 19,086 18,247 20,700 8,863 10,598 60,479 8,858 Video 21,035 15,233 21,746 10,149 12,815 26,764 9,650 Items 349,352 200,845 355,059 183,511 134,621 365,700 90,827 Other 453,641 194,887 389,189 205,783 142,281 121,239 103,415 Materials 1,645 6,203 652 479 4,168 8,233 480 Total Physical 231,877 231,711 204,962 95,998 186,242 589,709 151,584 Items 45,727 19,695 20,996 49,249 18,670 22,483 9,195 Subscriptions 372 412 315 145 280 843 231 Ebooks 4,367 7,157 13,495 3,242 6,423 3,401 8,501 Downloadable 1,579,842 819,093 1,343,758 805,467 600,736 1,421,567 424,435 Audio 31408 4,682 6,552 2,027 2,587 3,608 3,162 Downloadable 243 13 0 0 0 0 0 Video 1,889 15,072 3,439 24,442 2,009 2,238 3,831 Total Downloadable 8,018 11,851 20,047 5,269 9,010 7,009 11,663 Total Downloadable 239,895 243,563 225,009 101,267 195,252 596,718 163,247 & Physical Licensed 47 42 42 48 41 41 29 Databases Circulation: Y«1 Average Cedar Council Des City Iowa City w/o Iowa Ames Rapids Bluffs Moines Waterloo City Adult Book Circ 475,014 260,701 352,742 241,234 190,155 580,243 155,404 Young Adult 39,968 39,691 66,613 34,623 40,990 86,508 20,457 Book Circ Kids' Book Circ 349,352 200,845 355,059 183,511 134,621 365,700 90,827 Video Circ 453,641 194,887 389,189 205,783 142,281 121,239 103,415 Audio Circ 171,632 82,600 127,855 74,749 57,714 224,059 35,573 Periodical Circ 16,356 12,212 23,185 6,125 4,166 21,331 7,358 Download -able 45,727 19,695 20,996 49,249 18,670 22,483 9,195 Circ Other Circ 28,152 8,462 8,119 10,193 12,139 4 2,206 Total Circ 1,579,842 819,093 1,343,758 805,467 600,736 1,421,567 424,435 Per Capita Circ 23.28 10 22.79 6.38 9.65 6.99 6.2 ILL Rec'd 2,507 15,205 1,894 44,070 1,172 399 1,700 ILL Sent 1,889 15,072 3,439 24,442 2,009 2,238 3,831 Registered 69,306 59,131 37,943 66,532 46,750 154,716 45,370 Borrowers Visits 764,911 469,366 443,895 501,899 337,049 1,304,080 207,597 Y«1 Other: Selected National Library Comparison The charts below present data from selected public libraries. Data were compiled by the Institute of Museum and Library Services. Fiscal year 2011 reported data are used, the most recent available for 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. 1 Average 1 Cedar Council Des Outcomes & Measures City Iowa City w/o Iowa Ames Rapids Bluffs Moines Waterloo Ohio Illinois City Michigan Regional Total Outlets 1 1 Reference 76,111 68,324 50,392 20,358 33,119 236,281 70,721 Transactions 163,590 203,190 Average Hours 66 60 45 69 62 61 65 Open/Week Kids' Program 40,360 29,370 44,254 27,108 24,304 72,857 22,294 Attendance YA Program 1,963 2,399 1,700 2,611 9,375 3,916 73 Attendance Adult Program 6,696 4,337 8,113 5,243 4,518 12,847 4,137 Attendance Internet PCs 52 65 25 54 91 120 78 Internet Use per 113,171 88,103 55,534 85,428 76,440 198,321 117,994 Year FTE Librarian 15 14 12 9.5 15 36.75 5.25 FTE Other Staff 51.3 28 32.23 31.4 8.38 52.68 26.28 FTE Total Staff 66.3 42 44.23 40.9 23.38 89.43 31.53 Selected National Library Comparison The charts below present data from selected public libraries. Data were compiled by the Institute of Museum and Library Services. Fiscal year 2011 reported data are used, the most recent available for 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. Number of Outlets Central Library 1 1 1 1 1 Daniel Outcomes & Measures Iowa City, Westerville, Bloomington, Boulder, Ann Arbor, Boone Bookmobiles Iowa Ohio Illinois Colorado Michigan Regional Total Outlets 1 1 2 4 5 Missouri Population* 82,140 69,392 76,610 97,948 163,590 203,190 Number of Outlets Central Library 1 1 1 1 1 1 Branch Libraries 0 0 0 3 4 2 Bookmobiles 0 0 1 0 0 2 Total Outlets 1 1 2 4 5 5 Y�i7 Staffi ng FTE 66.45 63.50 57.11 75.10 164.50 Daniel Outcomes & Measures Iowa City, Westerville, Bloomington, Boulder, Ann Arbor, Boone ALA -MLS Librarians per Iowa Ohio Illinois Colorado Michigan Regional 1,000 Population $5,839,527 $4,910,896 $5,131,953 $7,215,061 $12,204,020 (Missouri) Population* 82,140 69,392 76,610 97,948 163,590 203,190 Staffi ng FTE 66.45 63.50 57.11 75.10 164.50 121.60 ALA -MLS Librarians 15.00 17.00 11.40 15.50 22.00 16.00 ALA -MLS Librarians per 0.18 0.24 0.15 0.16 0.13 0.08 1,000 Population $5,839,527 $4,910,896 $5,131,953 $7,215,061 $12,204,020 $9,119,135 Operating Revenue Local Revenue $4,940,195 $1,825,958 $4,513,080 $7,052,561 $11,392,543 $8,555,045 Local Revenue $60.14 $26.11 $58.91 $72.00 $69.64 $42.10 per Capita $8.25 $9.73 $9.31 $8.02 $11.05 $6.30 Total Revenue $5,839,527 $4,910,896 $5,131,953 $7,215,061 $12,204,020 $9,119,135 Total Revenue $71.09 $70.22 $66.99 $73.66 $74.60 $44.88 per Capita Operating Expenditures Total Collection $677,728 $680,264 $713,539 $785,258 $1,807,303 $1,280,103 Expenditures 2.31 4.22 3.10 2.77 2.65 2.20 Collection Expenditures $8.25 $9.73 $9.31 $8.02 $11.05 $6.30 per Capita 47 348 73 54 75 58 Total Operating $5,767,608 $4,717,302 $4,990,964 $6,925,782 $11,813,880 $8,379,972 Expenditures Operating Expenditures $70.22 $67.46 $65.15 $70.71 $72.22 $41.24 per Capita Collections Print Materials 189,836 294,863 237,113 271,512 433,890 447,773 Print Materials per Capita 2.31 4.22 3.10 2.77 2.65 2.20 Electronic Books 2,094 19,568 221 81,117 8,119 23,064 Databases 47 348 73 54 75 58 Current Print Serial 440 432 441 457 1,446 872 Subscriptions Audio & Video Physical 39,873 49,013 50,717 36,928 161,175 72,815 Materials Audio & Video Physical 485.42 700.87 662.01 377.02 985.24 358.36 per Capita Services Total Circulation 1,570,822 1,965,438 1,339,740 1,384,900 8,789,482 Daniel Outcomes & Measures Iowa City, Westerville, Bloomington, Boulder, Ann Arbor, Boone Library Visits Iowa Ohio Illinois Colorado Michigan Regional Library Visits per Capita 9.35 14.43 5.33 10.09 10.62 (Missouri) Population* 82,140 69,392 76,610 97,948 163,590 203,190 Services Total Circulation 1,570,822 1,965,438 1,339,740 1,384,900 8,789,482 2,213,300 Circulation per Capita 19.12 28.10 17.49 14.14 53.73 10.89 Library Visits 768,033 1,009,424 408,304 988,491 1,736,693 940,038 Library Visits per Capita 9.35 14.43 5.33 10.09 10.62 4.63 Reference Transactions 83,973 309,036 79,443 102,392 57,041 296,181 Public Internet Terminals 47 212 64 63 242 85 Internet Terminal Uses 122,012 1,242,748 69,644 176,986 270,039 234,439 Yt�] 2013 Senior Center Statistics Why We Exist: 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. REVENUE AND EXPENDITURE TRENDS *2013 figures are budgeted amounts Senior Center Revenue (fund 1000 only) Fiscal Year 2008 2009 2010 2011 2012 2013* Notes General Levy $1,077,632 $667,611 $570,274 $599,234 $657,457 $740,238 Rents $1,084 $1,511 $2,151 $2,125 $1,539 $1,616 Room &locker rentals Royalties &$1,185 $915 $1,151 $304 $299 $288 Vending machine & other Commissions commissions Johnson County $75,000 $75,000 $75,000 $75,000 $70,000 $70,000 will drop to $59,224 in FY14 Contributions & $27,720 $48,394 $20,499 $25,927 $34,743 $37,130 Donations Program/Member Fees and Charges $46,027 $48,082 $57,917 $56,020 $58,982 $67,900 for Services Cost of parking permits Parking Fees $11,965 $8,905 $16,160 $17,400 $17,663 $16,845 approx$20,000 annually; in 'Services' below Sale of merchandise; Misc Revenue $10,984 $11,402 $20,544 $17,030 $17,974 $14,446 reimbursement of expenses subtotal $1,251,598 $861,820 $763,696 $793,040 $858,657 $948,463 Sale of Assets $0 $207 $0 $284 $836 $0 FY09: From Cable TV Transfers in $0 $7,084 $2,380 $280 $0 $0 FY10/11: Scholarship/donations Total Rev & $1,251,598 $869,111 $766,076 $793,604 $859,493 $948,463 Transfers In 541 Senior Center Expenditures (fund 1000 only) Fiscal Year 2008 2009 2010 2011 2012 2013* Notes Personnel $422,043 $442,917 $454,454 $464,905 $519,360 $518,543 Extra pay period in FY12 Services $211,017 $203,210 $201,352 $229,653 $234,512 $269,241 Supplies $37,476 $46,197 $47,079 $62,843 $55,733 $68,780 Capital Outlay $68,409 $32,661 $17,051 $29,657 $6,410 $84,739 subtotal $738,945 $724,984 $719,936 $787,059 $816,016 $941,303 Transfers Out $512,653 $144,127 $46,140 $6,545 $43,477 $7,160 Trans Out: Capital project financing & interfund loan repayments; FY08: $462,750 in building improvements Total Expenditures & Transfers Out $1,251,598 $869,111 $766,076 $793,604 $859,493 $948,463 Revenue & Expenditures per Capita and Visit Property tax dollars per capita increased 16.5% between FY2010 and FY2012, while property tax dollars per visit remained relatively stable. Property Tax Revenue per Capita & per Visit FY08 FY09 FYI FY11 I FY12 Property Tax Dollars per Capita $15.88 $10.33 $8.32$8.83 $11.69 $9.69 Property Tax Dollars per Visit $14.68 $7.59 $6.04 $6.09 $6.25 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, with an increasing number of visits offsetting increasing total expenditures. Total Expenditures and Transfers Out per Capita & per Visit FY08 I FY09 FYI FYI FY12 Total Expenditures per Capita $18.44 $12.81 $11.29 $11.69 $12.67 Total Expenditures per Center Visit $17.04 $9.41 $8.20 $8.06 $8.17 Membership & Associated Revenue Sources FY2012 total membership increased 14% over FY2011. sra 68% of Center members are between the ages of 60 and 79. Membership Distribution by Age Group FY2009 FY2010 FY2011 FY2012 FY2013 Estimate Total Members 1217 1287 1,391 1,587 1,737 Percent, Age 50-59 12.3% 11.5% 11.5% 12.0% 12.0% Percent, Age 60-69 34.2% 36.0% 37.0% 38.5% 39.5% Percent, Age 70-79 30.4% 29.9% 29.8% 29.7% 29.2% Percent, Age 80-89 20.3% 20.0% 19.3% 17.1% 16.6% Membership fees were introduced in 2003 and increased in FY2013. Membership fees are differentiated based on the location of the member's residence. Membership Fee Revenue FY08 FY09 FYI FYI FYI 2 FYI 3* Membership Fee Revenue $26,440 $28,623 $31,393 $35,503 $37,427 $50,570 % Change 79.0% 8.26% 9.68% 13.09% 5.42% 35.12% 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. Membership Distribution by Place of Residence FY2009 FY2010 FY2011 FY2012 FY2013 Estimate Percent of Members, 81.0% 82.0% 79.0% 79.6% 79.6% Iowa City Residents Percent Johnson County Residents 17.0% 17.0% 19.0% 19.2% 19.2% Outside Iowa Ci Percent non -Johnson County 2.0% 1.0% 2.0% 1.2% 1.2% 543 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 & % of Expenditures FY08 FY09 FYI FYI FY12 FYI 3* Iowa City Contribution $1,077,632 $677,610 $570,274 $599,234 $657,457 $740,238 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% 78.05% Johnson County % of Expenditures 5.99% 8.63% 9.79% 9.45% 8.14% 7.38% 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. The FY2014 grant amount will fall again to $59,224. City and County Revenue per Visit and per Member FY08 FY09 FY08 FY09 FY10 FY11 FY12 IC Contribution per Visit $14.68 $7.23 $6.10 $6.09 $6.25 Johnson County Contribution per Visit $1.02 $0.81 $0.80 $0.76 $0.67 IC Contribution per IC Member $1,241.51 $677.25 $540.37 $545.31 $520.45 Johnson County Contribution per Non -IC County Member $412.09 $362.51 $342.79 $283.78 $229.73 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. Cost Recovery Percentage FY08 FY09 FY10 FY11 I FY12 FYI 3* Cost Recovery 13.90% 23.18% 25.56% 24.49% 1 23.51% 21.95% 544 Programs, Attendance, and Volunteerism Programs, Services, and Groups Offered FY08 FY08 FY09 FY10 FY11 FY12 Fall 126 180 147 149 147 Winter 106 161 128 111 127 Spring 136 170 139 139 137 Summer 125 146 104 110 109 Total 493 657 518 509 520 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. Center Attendance FY08 FY08 FY09 FY10 FY11 FY12 Center Visits 73,431 92,324 93,419 98,401 105,157 Meals Served 19,593 17,934 17,197 15,787 15,931 Other Services 11,124 11,672 9,357 9,808 7,139 Total Attendance 104,148 1 121,930 119,973 1 123,996 128,227 Volunteer involvement in the Center remains strong. Total volunteers dropped by 4 between FY2011 and FY2012 after several consecutive years of increases. 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. Y67 FY08 FY09 FY10 FY11 FY12 Volunteers 453 498 500 584 580 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. Y67 Outcomes & Iowa City Madison Comment Measures pop. 67,862 pop. 233,209 City Appropriations $599,234 $492,575 All program costs in Madison are funded through donations and program fees. The City of Madison funds operational costs only. Iowa City appropriations City Appropriations per Capita $8.83 $2.11 per capita are dramatically higher 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 a Iowa City spends significantly more on building Percentage of City 77.6% 84.3% maintenance, services, and supplies than Madison. Appropriations 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, Iowa City receives significantly more donation revenue and Foundation $25,927 $14,420 than Madison. Revenue 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 3.5 times the Volunteers 584 285 size of Iowa City. Yti 2013 Wastewater Division Statistics Why We Exist: 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. REVENUE, EXPENDITURE, & CASH BALANCE TRENDS *2013 figures are budgeted amounts Wastewater Division Revenue (funds 7200 & 7201) Fiscal Year 2008 2009 2010 2011 2012 2013* Notes Wastewater $12,512,010 $12,578,606 $12,591,199 $12,682,773 $12,548,976 $12,682,773 Charges Other Charges for $13,328 $31,666 $80,231 $75,696 $8,665 $75,696 Services Use of Money $672,428 $1,411,478 $473,512 $301,212 $276,434 $301,213 Primarily interest & Property revenue Licenses & $0 $7,860 $12,019 $4,855 $5,896 $4,855 Permits Intergov't $1,215 $0 $0 $0 $0 $0 Fed/State disaster relief Misc Revenue $67,303 $63,721 $52,296 $53,758 $155,230 $51,495 subtotal $13,266,284 $14,093,331 $13,209,257 $13,118,294 $12,995,200 $13,116,032 FY091FY10: Debt Sales $0 $33,635,990 $15,914,664 $0 $0 $0 Revenue Bond refundings Sale of Assets $0 $0 $221 $8,588 $469 $0 Bond Same fund Ordinance $7,247,436 $40,822,402 $23,522,888 $6,485,896 $6,488,050 $4,720,725 transfers required by bond Transfers* covenants Total Revenue & Other $20,513,720 $88,551,722 $52,647,029 $19,612,779 $19,483,719 $17,836,757 Financing Sources SEWER FEES Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15 Each Additional 100 cu. ft. $3.99 Y!1 Wastewater Division Expenditures (funds 7200 8.7201) Fiscal Year 2008 2009 2010 2011 2012 2013* Notes Personnel $1,626,454 $1,760,254 $1,849,770 $1,908,561 $2,007,555 $2,072,197 Services $2,328,285 $2,453,250 $2,480,733 $2,632,748 $2,647,511 $2,361,259 Supplies $496,485 $563,520 $540,813 $591,193 $707,352 $658,658 Capital Outlay $129,354 $100,785 $149,169 $81,645 $185,004 $445,923 subtotal $4,580,578 $4,877,809 $5,020,485 $5,214,146 $5,547,423 $5,538,037 Debt Service $7 247 436 $40,822,402 $23,522,888 $6,485,896 $6,488,050 $4,720,725 FY09: Refunding of Funding* Series 1996, 1997, Revenue 1999, 2000 Rev Bond $7,176,052 $31,928,220 $16,133,300 $23,014,003 $6,308,000 $6,411,888 Bonds FY10: Refunding of Principal & Series 2001, 2002 Interest Rev Bonds Primarily capital project funding. Other $68,513 $343,647 $413,181 $1,415,260 $552,774 $4,803,423 Econ Dev Coord Transfers Out subsidy removed from this fund in FY14 budget Total Exp & $19,072,580 $77,972,077 $45,089,853 $36,129,306 $18,896,247 $21,474,073 Trans Out The Wastewater fund's unassigned 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 approximately $11.9 million at the end of fiscal year 2012. These funds are restricted in accordance with revenue bond covenants. Year -End Unassigned Cash Balance FY70 FY71 I FY12 I FY13" FY14* $12,615,016 $12,861,879 $13,546,595 $11,592,127 $10,162,862 "estimated FY13 year-end cash balance is estimated to drop 14.4% from FY12, and FY14 year-end balance is estimated to fall another 12.3%, as capital project expenditures continue. Bond covenant requirements are monitored on an accrual basis and reported in the City's Consolidated Annual Financial Report. Restricted cash balance is expected to decrease to $10.2 million in fiscal year 2014. Yr7 WASTEWATER WORKLOAD AND OUTCOME MEASURES YF] FY2012 FY2013 FY2014 Actual Estimated Target Notes Number of in-house analyses (monthly) 456 494 520 CBOD: Carbonaceous CBOD, TSS, NH3 - Percent 95.5% 94.8% 96.0% biochemical oxygen demand removal TSS: Total suspended solids NH3: Ammonia Number of SSOs per year 4 6 4 SSo: Sanitary Sewer overflows (sewer backups) Sewer Jetting, miles per 39.13 42 45 year Video Inspection, miles per 15.7 17 20 year YF] 2013 Water Division Statistics Why We Exist: 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. REVENUE, EXPENDITURE, & CASH BALANCE TRENDS *2013 figures are budgeted amounts Water Division Revenue (funds 7300 & 7301) Fiscal Year 2008 2009 2010 2011 2012 2013* Notes Water Charges $8,309,843 $8,143,908 $7,997,337 $8,031,705 $8,225,836 $8,184,531 Use of Money & $1,013,926 $562,332 $324,354 $142,613 $568,086 $142,614 Primarily interest Property revenue Intergov't $0 $0 $0 $26,319 $3,166 $0 Fed/State disaster relief Misc Revenue $127,438 $89,115 $26,961 $36,573 $11,388 $36,573 Sale ofinerch; reimburs of exp subtotal $9,451,208 $8,795,355 $8,348,651 $8,237,211 $8,808,476 $8,363,718 Debt Sales $0 $17,003,884 $0 $0 $4,989,908 $0 Misc Transfers $0 $0 $3,838 $0 $0 $0 In Sale of Assets $0 $456 $4,834 $0 $729 $0 Bond Ordinance Same fund Transfers* $2,203,971 $19,036,559 $2,080,453 $2,082,550 $2,085,268 $2,090,443 required by bond covenants Total Rev & Other Financing $11,655,179$44,836,254 $10,437,776 $10,319,761 $15,884,381 $10,454,161 Sources Minimum 5/8 (residential) $6.41 3/4 1 1 % $7.00 $0.26 $16.47 2 3 $22.14 $40.91 4 $71.37 6 $143.61 Y.Y6 Minimum Usage Rates First 100/mo. MMC (by meter size) 101-3,000/mo. $2.991100 cu. ft. 3,001 and over $2.15/100 cu. ft. First 100/mo. MMC Over 101/mo. $2.991100 cu. ft. Water Division Expenditures (funds 7300 8.7301) Fiscal Year 2008 2009 2010 2011 2012 2013* Notes Personnel $2,151,125 $2,239,506 $2,200,606 $2,342,807 $2,559,732 $2,639,648 Extra pay period in FY12 Services $1,810,608 $2,137,399 $1,895,643 $2,130,065 $2,088,632 $2,064,534 Supplies $540,003 $648,267 $634,565 $584,368 $523,148 $644,544 Capital Outlay $779,499 $566,814 $408,867 $544,954 $523,043 $597,009 subtotal $5,281,234 $5,591,986 $5,139,680 $5,602,195 $5,694,556 $5,945,735 Debt Service Same fund transfer Funding* $2,203,971 $19,036,559 $2,080,453 $2,082,550 $2,085,268 $2,090,443 required by bond covenants Revenue Bond FY09: Refunding of Principal& $2,184,246 $9,263,430 $12,014,596 $2,011,971 $2,061,409 $7,477,856 Series 2000 Revenue Interest Bonds GO bond abatement, cap project funding; Other Transfers $2,709,226 $1,837,479 $1,658,311 $2,555,713 $2,361,059 $3,924,958 Econ Dev Coord Out subsidy removed from this fund in FY14 budget Total Exp & $12,378,678 $35,729,455 $20,893,040 $12,252,429 $12,202,290 $19,438,992 Trans Out The Water fund's cash balance at the close of FY12 was approximately $8.7 million. Though user fees are currently sufficient to cover annual operating costs, they are insufficient to cover debt service and capital project expenditures. 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, however, $600,000 is budgeted to transfer to the capital projects fund for the annual water main replacement program. Year -End Unassigned Cash Balance FY10 I FY11 I FY12 I FY13" FY14" $12,072,309 $10,065,355 $8,733,754 $5,448,175 $4,934,008 *estimated FY13 year-end unassigned cash balance is estimated to fall 37.6% compared to FY12. FY14 cash balance is expected to decrease another 9.4%. The Water fund will have an estimated $3.86 million in restricted cash at the end of FY13 for revenue bond covenants 551 INPUT AND WORKLOAD MEASURES Water Division FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 Statistics Water pumped 2,235.24 2,107.35 1,975.67 2,081.84 2,027.67 2,010.36 2,017.21 2,054.63 1,989.31 2,008.19 (MG) Non - Account 13.70 10.00 3.60 4.00 3.70 7.20 12.90 13.40 11.00 8.26 Water (%) Number of 2,609 21733 2,916 3,031 3,104 3,137 3,167 3,223 3,240 3,316 hydrants Number of hydrants 3,105 3,264 3,504 3,642 3,728 3,771 3,808 3,878 3,899 4,000 flushed Number of 22,489 23,042 23,514 24,084 24,571 24,714 25,044 25,306 25,544 25,790 meters Bacterial 936 936 936 936 832 832 832 832 832 832 samples Main breaks 90 75 52 79 60 60 62 39 56 57 New water main (ft): 12,648 17,173 19,381 14,454 25,679 5,775 2,597 10,513 2,627 5,745 Subdivisions New water main (ft): 15,717 0 5,087 790 6,146 0 19,864 150 0 4,823 Projects Total New water main 28,365 17,173 24,468 15,244 31,825 5,775 22,461 10,663 2,627 10,568 ft Water main replaced by 2,221 2,876 3,657 3,614 4,035 3,129 4,013 5,227 2,853 3,507 Dist (ft) Water main replaced by 687 4,838 6,727 1,219 1,042 1,400 540 300 Contract (ft) Total Water main 2,221 3,563 8,495 10,341 5,254 4,171 4,013 6,627 3,393 3,807 replaced ft Miles of 239 243 247 250 256 257 260 261 261 262 main Service 4,569 5,168 5,455 5,304 4,357 3,691 5,441 work orders Incomplete data Y.9J 2012 WATER QUALITY REPORT FOR IOWA CITY WATER DEPARTMENT This report contains important information regarding the water quality in our water system. The source of our water is surface water. Our water quality testing shows the following results: CONTAMINANT MCL - (MCLG) Compliance Date Violation Source Type Value & (Range) Yes/No Corrosion of household plumbing Copper (ppm) AL -1.3 (1.3) 90th 0.01 (ND - 0.02) 09/30/2011 No systems; Erosion of natural deposits; Leaching from wood preservatives 15.00 (ND - 140) Corrosion of household plumbing Lead (ppb) AL -15 (0) 90th 3 sample(s) 09/30/2011 No systems; erosion of natural exceeded AL deposits 950 - DISTRIBUTION SYSTEM Chlorine (ppm) MRDL=4.0 RAA 09 (041 - 144) ... 12/31/2012 No Water additive used to control RDLG=4.0 microbes Presence of Total Colifom coliformr 1 samples) Naturally present in the o bacteria in >5% TCR 06/30/2012 No Bacteria of monthly positive environment samples (0) Total Trihalomethanes 80 (N/A) LRAA NA (29 65) 2012 No By-products of drinking water b) [TTHM1 1 1 1 I chlorination Total Haloacetic Acids 60 (N/A) LRAA NA (0 15) 2012 No By-products of drinking water (ppb)HAAS disinfection 03 - S/EP IA RIVER, J WELLS, S WELLS, C WELLS Sodium (ppm) N/A (N/A) SGL 16 04/19/2012 No Erosion of natural deposits; Added to water during treatment process Runoff from fertilizer use; Nitrate [as N] (ppm) 10 (10) SGL 4.1 (ND - 4.1) 12/31/2012 No Leaching from septic tanks, sewage; Erosion of natural deposits Turbidity (NTU) N/A (N/A) IT 0.07 NTU 05/28/2012 No Soil runoff 100% Note: Contaminants with dates indicate results from the most recent testing done in accordance with regulations. • Maximum Contaminant Level (MCL) — The highest level of a contaminant that is allowed in drinking water. MCLS are set as close to the MCLGs as feasible using the best available treatment technology. • Maximum Contaminant Level Goal (MCLG) -- The level of a contaminant in drinking water below which there is no known or expected risk to health. MCLGs allow for a margin of safety. • ppb -- parts per billion. • ppm -- parts per million. • pCi/L — picocuries per liter • N/A — Not applicable • ND -- Not detected • RAA — Running Annual Average • LRAA — Locational Running Annual Average • Treatment Technique (TT) — A required process intended to reduce the level of a contaminant in drinking water. • Action Level (AL) — The concentration of a contaminant which, if exceeded, triggers treatment or other requirements which a water system must follow. • Maximum Residual Disinfectant Level Goal (MRDLG) - The level of a drinking water disinfectant below which there is no known or expected risk to health. MRDLGs do not reflect the benefits of the use of disinfectants to control microbial contaminants. 553 Maximum Residual Disinfectant Level (MRDL) - The highest level of a disinfectant allowed in drinking water. There is convincing evidence that addition of a disinfectant is necessary for control of microbial contaminants. SGL — Single Sample Result TCR— Total Coliform Rule GENERAL INFORMATION Drinking water, including bottled water, may reasonably be expected to contain at least small amounts of some contaminants. The presence of contaminants does not necessarily indicate that water posed a health risk More information about contaminants or potential health effects can be obtained by calling the Environmental Protection Agency's Safe Drinking Water Hotline (800-426- 4791). Some people may be more vulnerable to contaminants in drinking water than the general population. Immuno -compromised persons such as persons with cancer undergoing chemotherapy, persons who have undergone organ transplants, people with HIV/AIDS or other immune system disorders, some elderly, and infants can be particularly at risk from infections. These people should seek advice about drinking water from their health care providers. EPA/CDC guidelines on appropriate means to lessen the risk of infection by Cryptosporidium and other microbial contaminants are available from the Safe Drinking Water Hotline (800-426-4791). If present, elevated levels of lead can cause serious health problems, especially for pregnant women and young children. Lead in drinking water is primarily from materials and components associated with service lines and home plumbing. IOWA CITY WATER DEPARTMENT is responsible for providing high quality drinking water, but cannot control the variety of materials used in plumbing components. When your water has been sitting for several hours, you can minimize the potential for lead exposure by flushing your tap for 30 seconds to 2 minutes before using water for drinking or cooking. If you are concerned about lead in your water, you may wish to have your water tested. Information on lead in drinking water, testing methods and steps you can take to minimize exposure is available from the Safe Drinking Water Hotline or at http://www.epa.gov/safewater/lead. ADDITIONAL HEALTH Infants and young children are typically more vulnerable to lead in drinking water than the general population. It is possible that lead levels at your home may be higher than at other homes in the community as a result of materials used in your home's plumbing. If you are concerned about elevated lead levels in your home's water, you may wish to have your water tested and flush your tap for 30 seconds to 2 minutes before using tap water. Additional information is available from the Safe Drinking Water Hotline (800-426- 4791). SOURCE WATER ASSESSMENT This water supply obtains a portion of its water from the sandstone and dolomite of the Cambrian -Ordovician aquifer. The Cambrian - Ordovician aquifer was determined to have low susceptibility to contamination because the characteristics of the aquifer and overlying materials provide natural protection from contaminants at the land surface. The Cambrian -Ordovician wells will have low susceptibility to surface contaminants such as leaking underground storage tanks, contaminant spills, and excess fertilizer application. A detailed evaluation of your source water was completed by the Iowa Department of Natural Resources, and is available from the Water Operator at 319-356-5162. This water supply obtains water from one or more surface waters. Surface water sources are susceptible to sources of contamination within the drainage basin. Surface Water Name Susceptibility Iowa River Sand Pit high Iowa River high OTHER INFORMATION *Turbidity is an indicator of treatment filter performance and is regulated as a treatment technique. *The range high for the lead water quality value, 140 ppb was due to a non -representative sample site and procedure being used. The highest value was actually 29 ppb.' *In February 2013 Iowa City failed to monitor by collecting 68 of the 70 samples required for Coliform Bacteria. Adverse health effects, if any, are not known. Monitoring procedures have been corrected to avoid future violations. CONTACT INFORMATION For questions regarding this information or how you can get involved in decisions regarding the water system, please contact IOWA CITY WATER DEPARTMENT at 319-356-5162. 554 2013 Iowa City Municipal Airport Statistics Why We Exist: The Iowa City Municipal Airport, through the direction of the Airport Commission, will provide a safe, cost-effective general aviation airport that creates and enriches economic, educational, health care, cultural, and recreational opportunities for the greater Iowa City area. REVENUE, EXPENDITURE, & CASH BALANCE TRENDS *2013 figures are budgeted amounts Iowa City Munici al Airport Revenue Fiscal Year 2008 2009 2010 2011 2012 2013* Notes Rents $232,207 $244,045 $273,810 $276,226 $282,023 $276,226 Primarily hangar rental; also includes land leases Interest Revenue $23,023 $1,668 $3,214 $1,170 $1,314 $1,170 Royalties & $21,302 $19,309 $14,543 $17,028 $24,248 $17,028 Commissions Misc Revenue $14,117 $28,947 $500 $0 $3,156 $0 subtotal $290,649 $293,968 $292,067 $294,424 $310,741 $294,424 70% of land sales are Sale of Assets $1,610,007 $0 $223,000 $376,500 $400,747 $336,936 used for loan repayment per2011 policy Transfer in - General Fund subsidy will General Fund $112,000 $130,000 $120,000 $100,000 $100,000 $100,000 drop to approx $72,000 in Subsidy FY14 Interfund Loan$47 249 $117,375 $230,029 $0 $0 $0 Used to fund capital Proceeds projects Total Revenue & Other Financing $2,059,905 $541,343 $865,096 $770,924 $811,488 $731,360 Sources Y.Y.1 Iowa City Municipal Airport Expenditures Fiscal Year 2008 2009 2010 2011 2012 2013* Notes Personnel $101,867 $68,035 $40,164 $42,319 $47,181 $63,008 169,311 Services $275,068 $196,661 $242,496 $269,113 $242,041 $245,986 Supplies $8,766 $7,647 $9,897 $5,749 $7,717 $6,657 Capital Outlay $8,753 $8,114 $13,550 $33,495 $33,837 $20,000 subtotal $394,454 $280,458 $306,107 $350,676 $330,776 $335,651 Cap Project $518,044 $158,485 $271,341 $73,425 $49,594 $539,266 Trans Out I nterfu nd Loan $22,190 $23,225 $24,170 $42,317 $323,882 $282,682 Repayment FY08: Debt Service payment using Mlsc Trans $1,521,314 $36,845 $77,638 $10,219 $11,517 $11,892 land sale proceeds (2001 GO bond) Out Econ Dev Coord subsidy removed from this fund in FY14 budget Total Exp & $2,456,002 $499,012 $679,256 $476,637 $715,769 $1,169,491 Trans Out The Airport fund's cash balance on June 30, 2012 was $676,370, 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. A portion of this balance was used to repay existing loans for capital improvements. Year -End Unassigned Cash Balance FY10 FY11 FY12 FY13" FYW $287,676 $580,651 $676,370 $238,239 $255,316 *estimated 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 principal in addition to scheduled principal and interest payments. Year-end cash balance is expected to drop as a result of these accelerated loan repayments Airport Activity 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 below 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. FY08 FY09 FY10 FY11 FY12 Gallons of 211,270 192,370 144,603 169,311 241,397 Fuel Sold Iowa General Aviation Airport Comparison The data presented below compare statistics from selected Iowa General Aviation airports; the airports presented are all enhanced service airports. Expenditures are FY13 original 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. utc $315,651 $117,058 $311,617 $217,138 $102,400 Personnel Costs Iowa City Ames Ankeny' Davenport Muscatine & sur s $393,375 $117,058 $311,617 $286,898 $116,800 Expenditures Operational Expenditures $315,651 $117,058 $311,617 $217,138 $102,400 Personnel Costs $63,008 $48,749 $0 $95,213 $0 Total Expenditures $393,375 $117,058 $311,617 $286,898 $116,800 Activity Based $100,000 ($91,010) $7,905' $30,000 $47,300 Economic 84 78 110 118 30 Aircraft 31.7% (77.7%) 2.5% 13.8% 462% Economic Impact Estimated $100,000 ($91,010) $7,905' $30,000 $47,300 Economic $11,207,300 $7,789,400 $14,780,700 $20,270,500 $4,671,000 Output* 31.7% (77.7%) 2.5% 13.8% 462% Economic Output per $35.51 $66.54 $47.43 $93.35 $45.62 Ops Dollar $276,226 $155,168 Hangar lease $130,000 $56,000 Revenues General Fund Subsidy $100,000 ($91,010) $7,905' $30,000 $47,300 GF Subsidy as % of Ops. 31.7% (77.7%) 2.5% 13.8% 462% Exp- x .Rental Rental Unavailable - navailable:Revenue2 Revenue 2 $276,226 $155,168 Hangar lease $130,000 $56,000 =$170/month 'Ankeny has an airport authority levy which was estimated at $303,712 for FY13 2Rental 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 X�� 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 used as a 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 $127 Gallon unavailable 2012 Fuel Flowage 241,397 83,000 2011-2012 data were unavailable for Davenport when Ops. Dollar per Gallon $123 $1.16 this analysis was conducted. Comparative Analysis Operational Expenditures Personnel, Services, and Supplies Iowa GA Airport Comparison Iowa City ranks first in this comparison group for operational expenditures. Services are approximately 78% of operational costs. Y.Y7 Consider Operational costs will vary dramatically based on the number of services provided. Not every airport contracts for the same services through their respective FBO's, Iowa City FBO service expenditures cover snow removal, building, and grounds 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 Consider Consider diminished significantly over the Iowa City has 84 leased hangar Personnel Costs last three years as one full-time Funding additional projects In many general aviation airports, helicopter. There is a waiting position (Maintenance Worker I) personnel costs are subsumed in Costs not included in FBO service has been eliminated. The hangar spaces. Iowa City the FBO contract. The Iowa City land leases. Rental rates are continuously Operations Specialist position airport has low personnel costs based aircraft among airports was increased from 0.75 to 1.0 for an airport its size. The FTE with the FY13 budget. reduction in personnel costs has been the largest factor in Iowa airports. declining operational costs in of Iowa home football games. 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. Fuel Flowage Proxy for Activity Fuel flowage (activity) dropped significantly during 2009-2010, but 2011 activity increased to nearly 2008 levels - 13 &I evels. X&I Iowa City generates the most Consider Consider rental revenue of any airport Iowa City has 84 leased hangar Rental Revenue analyzed here. There is also Funding additional projects Rental revenue has steadily helicopter. There is a waiting a waiting list of more than 20 increased in recent years. Hangar Revenue generated from hangar and aircraft for hangar spaces. hangar spaces. Iowa City rental rates were increased by land leases. Rental rates are continuously mprovements, etc. 2.5% during FY12. Additional based aircraft among airports 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. Fuel Flowage Proxy for Activity Fuel flowage (activity) dropped significantly during 2009-2010, but 2011 activity increased to nearly 2008 levels - 13 &I evels. X&I Iowa GA Airport Comparison Consider Iowa City has 84 leased hangar spaces plus one based Funding additional projects Based Aircraft helicopter. There is a waiting would have to be weighed list of over twenty aircraft for against rehabilitating existing Number of hangar spaces rented hangar spaces. Iowa City hangars, runway ranks third in the number of mprovements, etc. based aircraft among airports analyzed here. Fuel Flowage Proxy for Activity Fuel flowage (activity) dropped significantly during 2009-2010, but 2011 activity increased to nearly 2008 levels - 13 &I evels. X&I Eel A01:1:U0101&1NIT, FA111 0 LOCATION AND TRANSPORTATION The City, with a 2010 Census population of 67,862, serves as the County seat for Johnson County. The City lies at the intersection of Highways 80 and 380. The City is approximately 115 miles east of the City of Des Moines, 20 miles south of the City of Cedar Rapids and 55 miles west of the City of Davenport. The Cedar Rapids Airport, located 20 miles from downtown Iowa City is served by a number of national and regional air carriers. Rail service is provided by the mainline of the Chicago, Rock Island and Pacific Railroad. LARGER EMPLOYERS A representative list of larger employers in the City is as follows: Employer University of Iowa University of Iowa Hospitals Iowa City Comm. School District Pearson Educational Measurement Hy -Vee 2) ACT, Inc Mercy Hospital Veteran's Affairs Medical Center City of Iowa City International Automotive Components Wal-Mart 2) Systems Unlimited Schenker Logistics Inc. Johnson County Administration Type of Business Education Healthcare Education Business Consulting Grocery Education Programs Health Services Health Services Government Plastic Foam Products Retail Assisted Living Transportation/Trucking Government 1) Includes full and part-time as well as seasonal employees. 2) Includes locations in Iowa City and Coralville. BUILDING PERMITS Number of Employees') 22,228 6,815 1,743 1,683 1,415 1,401 1,397 1,390 1,057 722 678 630 600 561 City officials report the following construction activity as of April 30 2013. Building permits are reported on a calendar year basis. New Construction: No. of new permits: Valuation: Remodeling Repair and Additions: No. of new permits: Valuation: Total Permits Total Valuations 2009 2010 2011 2012 2013 178 175 145 225 62 $44,124,541 $70,834,597 $57,910,359 $95,292,497 $59,614,926 510 609 593 491 110 $31,023,251 $25,204,275 $23,789,433 $73,944,194 $6,257,346 688 784 738 $75,147,792 $96,038,872 $81,699,792 Y:i�] 716 172 $169,236,69 $65,872,272 1 U.S. CENSUS DATA Population Trend 1980 U.S. Johnson Census 50,508 1990 U.S. 4.5% Census 59,738 2000 U.S. 2011 Census 62,220 2002 Special City Census 62,380 2010 U.S. 3.6% Census 67,862 Source: U.S. Census Bureau website. UNEMPLOYMENT RATES Source: Iowa Workforce Development website. EDUCATION State of Iowa 6.2% 6.3% 5.9% 5.2% 5.0% Public education to the City is provided by the Iowa City Community School District, with certified enrollment of 12,774.4 for the 2012-13 school year. There are approximately 1,743 full and part time employees of the district. The district owns and operates several pre-school sites, eighteen elementary schools, three junior high schools, two senior high schools, and one alternative school for ninth through twelfth graders. Education is also provided through the Clear Creek — Amana Community School District, with certified enrollment of 1,671.3 for the 2012-13 school year. Four year college programs and vocational training are available throughout the area including University of Iowa and Kirkwood Community College. EFFECTIVE BUYING INCOME Effective Buying Income and Retails Sales as reported for 2012 are as follows: Total Johnson Iowa City County Annual Averages: 2009 4.5% 4.3% 2010 4.5% 4.4% 2011 4.3% 4.2% 2012 3.9% 3.8% 2013 (March) 3.8% 3.6% Source: Iowa Workforce Development website. EDUCATION State of Iowa 6.2% 6.3% 5.9% 5.2% 5.0% Public education to the City is provided by the Iowa City Community School District, with certified enrollment of 12,774.4 for the 2012-13 school year. There are approximately 1,743 full and part time employees of the district. The district owns and operates several pre-school sites, eighteen elementary schools, three junior high schools, two senior high schools, and one alternative school for ninth through twelfth graders. Education is also provided through the Clear Creek — Amana Community School District, with certified enrollment of 1,671.3 for the 2012-13 school year. Four year college programs and vocational training are available throughout the area including University of Iowa and Kirkwood Community College. EFFECTIVE BUYING INCOME Effective Buying Income and Retails Sales as reported for 2012 are as follows: Source: Claritas, Inc Y.Yi Total Retail Sales $1,068,605,974 2,079,642,466 44,629,676,496 Retail Sales Per Household $38,506 38,409 36,106 Total Median EBI Household EBI Iowa City $1,296,772,500 $32,676 Johnson 2,937,087,500 39,999 County State of Iowa 58,694,507,500 38,089 Source: Claritas, Inc Y.Yi Total Retail Sales $1,068,605,974 2,079,642,466 44,629,676,496 Retail Sales Per Household $38,506 38,409 36,106 FINANCIAL SERVICES Commercial banking services are provided to residents of the City by Farmers & Merchants Savings Bank and MidWestOne Bank') and branch offices of American Bank and Trust Company, N.A., Bank of the West, Corridor State Bank, First American Bank, Hills Bank and Trust Company, Liberty Bank, FSB, U.S. Bank, N.A., Wells Fargo Bank, N.A. and West Bank. Farmers & Merchants Savings Bank and MidWestOne Bank report the following annual deposits as of December 31 of each year: Farmers & Merchants Year Ending Savings Bank 2008 $86,052,000 2009 81,823,000 2010 77,470,000 2011 82,982,000 2012 87,469,000 1) Formerly Iowa State Bank &Trust Company. Source: FDIC official website. Y:YJ MidWestOne Bank') $1,136,987,000 1,186,400,000 1,223,944,000 1,308,061,000 1,406,107,000 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 14 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. As of April 2013, the Iowa City Metropolitan Statistical Area was tied for the second lowest unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) The average residential home sale price has rebounded after a decline in 2010. Source: Iowa City Area Association of REALTORS® US & Iowa GDP Trends Annual Percent Change 8.0% 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 6.0% 4.0% 2.5% 3.5% 3.1% 2.7% 1.9% -0.3% -3.1% 2.4% 1.8% 2.2% ■Iowa 2.0% 0.0% 7.0% 1.8% 1.0% 4.7% -2.5% -1.6% 1.9% 2.2% 2.4% 6.0% 4.0% 2.0% 0.0% -2.0% IL 2003 2004 2005 -4.0% 2007 2008 2009 2010 2011 2012 ■National 6.0% 5.5% 5.1% 4.6% 4.6% 5.8% 9.3% 9.6% 8.9% 8.1% ■Iowa 4.4% 4.6% 4.3% 3.7% 3.8% 4.0% 6.2% 6.3% 5.9% 5.2% MI owa City 3.1% 3.6% 3.2% 2.7% 2.9% 3.0% 4.5% 4.5% 4.3% 3.9% Y:i9 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 ■ US 2.5% 3.5% 3.1% 2.7% 1.9% -0.3% -3.1% 2.4% 1.8% 2.2% ■Iowa 3.8% 7.0% 1.8% 1.0% 4.7% -2.5% -1.6% 1.9% 2.2% 2.4% 12.0% Unemployment Rates 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% IL 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 ■National 6.0% 5.5% 5.1% 4.6% 4.6% 5.8% 9.3% 9.6% 8.9% 8.1% ■Iowa 4.4% 4.6% 4.3% 3.7% 3.8% 4.0% 6.2% 6.3% 5.9% 5.2% MI owa City 3.1% 3.6% 3.2% 2.7% 2.9% 3.0% 4.5% 4.5% 4.3% 3.9% Unemployment figures represent not seasonally adjusted annual averages. Iowa City Average Residential Home Sale Price in thousands $220 $200 $180 $160 $140 $120 $100 2003 2004 2005 2006 2007 ■Avg. Sale Price $172 $185 $187 $190 $199 %Change 10.78% 7.36% 1.45% 1.61% 4.73% -0)T.25%10.92%1-7.67#%18.82%1 3 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. Assessed and Taxable Property Valuations* in millions $5,000 $4,000 $3,000 $2,000 IL IL IL LO $1,000 "$4,439$4,532 $0 FY05 I FY06 I FY07 I FY08 I FY0*$4,315 0Assessed $3,147 $3,246 $3,757 $3,874 $4,2 ■Taxable $2,006 $2,051 $2,242 $2,292 $2,411 $2,516 $2,686 $2,774 $2,901 $2,975 % Change, Taxable 3.67% 2.24% 9.35% 2.19% 5.20% 4.37% 6.77% 3.28% 4.56% 2.55% % Change, Assessed 7.87% 3.16% 15.63% 3.18% 8.53% 2.64% 1.68% 1.58% 2.11% 1.09% *100% assessed valuations before rollback; military exemptions deducted; includes TIF; excludes gas & electric utilities Taxable valuations exclude TIF, gas & electric utilities Tax collection year displayed Source: Iowa Department of Management The State of Iowa limits the portion of a property's 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's 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. Y:L! Though the value of building permits issued has declined in recent years, these numbers rebounded significantly in 2012. Total value in 2012 was the highest of any year since 2003. One measure of 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. $900 $800 $700 $600 $500 $400 $300 $200 $100 Hotel/Motel Tax Revenue in thousands vVI FY04 Building Permits FY06 "Value in millions $200 FY09 FY10 FY11 FY12 ■Hotel/Motel 1 $563 $180 $636 $160 $724 $752 $667 $746 $814 $140 16.92% 15.60% 18.81% $120 13.92% [11.39111.94% 9.17% $100 $80 $60 $40 $20 $0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 ■Value $170 $119 $112 $115 $119 $145 $75 $96 $82 $169 Permits 967 915 882 872 701 807 688 784 738 716 One measure of 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. $900 $800 $700 $600 $500 $400 $300 $200 $100 Hotel/Motel Tax Revenue in thousands vVI FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 ■Hotel/Motel 1 $563 $602 $636 $692 $724 $752 $667 $746 $814 %Change 1 16.92% 15.60% 18.81% 4.67% 13.92% [11.39111.94% 9.17% In 2009, the State of Iowa enacted legislation 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. Y:i.7 Utility Franchise Fee Revenue $1,000,000 $800,000 $600,000 $400,000 $200,000 $0FY11 OFY12FY13- ■ Utility Franchise Fee Revenue $725,478 $826,450 $928,000 %Change 13.92% 12.29% 'FY13 figures are estimated revenue 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 3.2% in FY13, largely facilitated by an increase in the State - mandated 'rollback' and moving Transit operations out of the General Fund. Iowa City's FY14 levy rate totals $16.805; this represents a decline of 2.6%. The rates of overlapping jurisdictions are not certified as of this publication. 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 FYI Total Levy Rate Kirkwood CC 3% Johnson County 18% Iowa City 44% 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 ■ICLevy Rate 17.596 17.314 17.729 17.302 17.29717.71717.853 17.757 17.942 17.272 C% of Total 47.2% 46.8% 46.2% 45.3% 44.5% 43.7% 44.0% 43.4% 43.8% 43.7% Total Overlapping 37.247 37.027 38.355 38-226138.830140.567140.596 40.915 40.754 39.499 General Fund Unassigned Cash Balance in thousands $20,000 $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 FY04 ■Cash Balance $14,429 % of Exp. 36.5% FY05 FY06 FY07 FY08 15,792 $17,468 $ 18,840 $15,489 38.3% 1 40.1% 1 39.6% 1K.3% IM FY09 FY10 FY11 IF 2 113,605 $16,327 $18,508 $17,104 27.2% 34.4% 36.4% 29.3% 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 FY05 FY06 FY07 FY08 FY09 FY10 FOY11FY13* ■Supplemental $23 $23 $38 $61 $33 $35 $37 $51 $58 $39 ■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 set by statute, currently 9.40%. City contributions are determined by the system's actuary. IPERS City and employee contributions are currently a 60%/40% split, with the City paying 60% of total contributions. City Pension Contribution Rates 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% FY05 FY06 FY07 FY08 FY09 FY10 FYll FY12 FY13 FY14 PIPERS 5.75% 5.75% 5.75% 6.05% 6.35% 6.65% 6.95% 8.07% 8.67% 8.93% �MFPRSI 24.92% 28.21% 27.75% 25.48% 18.75% 17.00% 19.90% 24.76% 26.12% 30.12% 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 outto capital projects. FY2012 Actual GF Revenue 21% 2% 4% 8% 2% ■ Taxes ■ Licenses & Permits ■ Intergovernmental ■ Charges for Services ■ Misc Revenue ■ Use of Money & Property FY12 Actual GF Expenditures 3% 14% 4% AlklL ■ Personnel ■ Services ■ Supplies ■ Capital Outlay ■ Other Fincial Uses Total outstanding General Obligation debt dropped over $12 million between FY11 and FY14. 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 on June 30 in thousands $100,000 $90,000 $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $o FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 0 Outstanding Debt $85,290 $85,060 $85,840 $87,090 $84,995 $75,050 $80,575 $75,320 $70,505 $68,000 YH7 Debt as a percent of the allowable debt limit 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 1.5% 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 FY14, the debt service levy is approximately twenty-six percent of the total property tax levy rate. 29.00% 27.00% 25.00% 23.00% 21.00% 19.00% 17.00% 60% GO Debt as a Percent of Debt Limit so% FY05 I FY06 I FY07 I FY08 I FY09 I FY10 I FY11 I FY12 I FY13 I FY14 ■DS%of Total 22.83% 23.40% 22.42% 21.89% 24.29% ao% 30% zo% o% 25.00% 26.06% 25.73% 23.98% Debt Service Levy 3.954 4.149 3.879 3.786 4.303 4.219 4.438 o% FY05 FY06 FY07 FY08 FY09 FY10 FY11 17.717 FY12 FY13 FY14 17.269 ■% 53% 52% 45% 44% 40% 34% 36% 33% 31% 29% Debt Service % of Total Levy Rate 15.00% FY05 I FY06 I FY07 I FY08 I FY09 I FY10 I FY11 I FY12 I FY13 I FY14 ■DS%of Total 22.83% 23.40% 22.42% 21.89% 24.29% 23.63% 25.00% 26.06% 25.73% 23.98% Debt Service Levy 3.954 4.149 3.879 3.786 4.303 4.219 4.438 4.649 4.443 4.030 Total Levy Rate 17.314 17.729 17.302 17.297 17.717 17.853 17.757 17.842 17.269 16.805 City of Iowa City, Iowa Actual Valuation and Taxable Valuation of Property Last Ten Fiscal Years Actual Valuation Residential Agricultural (taxed at Ag rate) Commercial Industrial Railroads Utilities wbut Gas & Electric Gross valuation Less: Military exemption Net valuation Incremental value (Debt Service Levy only) Gas and Electric Total Actual valuation Percent change Taxable Valuation Assessment Lim itation(residential rollback) Residential Agricultural (taxed at Ag rate) Commercial Industrial Railroads Utilities wbut Gas & Electric Gross valuation Less: Military exemption Net valuation, All Levies Incremental value (Debt Service Levy only) Total Taxable valuation Gas and Electric Utilities (excise tax) Total w/Gas and Electric Utilities Percent change Total Direct Tax Rate City of Iowa City Tax Collection Year: FY2014 FY2013 FY2012 FY2011 $ 3,367,051,717 $ 3,284,249,136 $ 3,182,636,485 $ 3,122,874,615 2,655,640 2,516,440 2,263,884 2,314,823 1,113,600, 025 1,149,535, 927 1,146,182, 052 1,139,935,432 72,834,630 73,400,730 73,044,725 72,283,702 3,205,451 2,619,932 1,799,383 1,593,188 10,816,940 11,051,685 10,729,898 9,491,730 4,570,164,403 4,523,373,850 4,416,656,427 4,348,493,490 3,059,502 3,096,542 3,163,216 3,239,146 4,567,104,901 4,520,277,308 4,413,493,211 4,345,254,344 14,113,908 11,712,327 25,408,838 25,408,841 87,100,183 83,538,109 81,240,051 79,196,417 $ 4,668,318,992 $ 4,615,527,744 $ 4,520,142,100 $ 4,449,859,602 1.144% 2.110% 1.579% 1.684% FY2014 FY2013 FY2012 FY2011 52.8166% 50.7518% 48.5299% 46.9094% $ 1,776,096,066 $ 1,666,036,081 $ 1,544,260,536 $ 1,464,643,790 1,591,636 1,447,988 1,562,422 1,534,056 1,113,600, 025 1,149,535, 927 1,146,182, 052 1,139,935,432 72,834,630 73,400,730 73,044,725 72,283,702 3,205,451 2,619,932 1,799,383 1,593,188 10,816,940 11,051,685 10,729,898 9,491,730 2,978,144,748 2,904,092,343 2,777,579,016 2,689,481,898 3,059,502 3,096,542 3,163,216 3,239,146 2,975,085,246 2,900,995,801 2,774,415,800 2,686,242,752 14,113,908 11,712,327 25,408,838 25,408,841 2,960,971,338 2,912,708,128 2,799,824,638 2,711,651,593 46,813,214 47,404,050 48,337,968 46,333,208 $ 3,007,784,552 $ 2,960,112,178 $ 2,848,162,606 $ 2,757,984,801 1.610% 4.032% 3.252% 2.956% 16.805 17.269 17.842 17.757 Y.[r] FY2010 FY2009 FY2008 FY2007 FY2006 FY2005 $ 3,065,278,624 $ 2,991,702,239 $ 2,722,753,839 $ 2,636,227,621 $ 2,236,069,559 $ 2,154,178,858 1,499,347 1,564,892 1,533,849 1,581,682 1,801,804 1,967,769 1,055,126,085 1,030,546,806 989,384,646 974,751,194 913,679,349 905,060,045 67,288,971 65,905,651 58,212,982 57,498,282 55,287,549 54,772,220 2,098,465 2,532,561 1,764,970 1,151,648 819,399 818,404 9,304,801 9,136,525 9,216,530 11,337,515 10,380,965 9,693,480 4,200,596,293 4,101,388,674 3,782,866,816 3,682,547,942 3,218,038,625 3,126,490,776 3,324,338 3,395,642 3,424,348 3,462,684 3,484,353 3,627,327 4,197,271,955 4,097,993,032 3,779,442,468 3,679,085,258 3,214,554,272 3,122,863,449 117,812,738 111,540,045 94,863,574 77,784,899 31,028,292 23,956,764 $ 4,376,150,525 $ 4,263,613,634 $ 3,928,359,177 $ 3,807,181,373 $ 3,292,501,200 $ 3,191,543,452 2.639% 8.534% 3.183% 15.632% 3.163% 7.866% FY2010 FY2009 FY2008 FY2007 FY2006 FY2005 45.5893% 44.0803% 45.5596% 45.9960% 47.9624% 48.4558% $ 1,384,088,145 $ 1,307,510,775 $ 1,234,872,337 $ 1,208,404,751 $ 1,072,233,178 $ 1,044,015,783 1,407,234 1,410,002 1,533,849 1,581,682 1,801,804 1,967,769 1,055,126,085 1,027,539,961 989,384,646 965,950,624 913,679,349 898,204,880 67,288,971 65,905,651 58,212,982 57,498,282 55,287,549 54,772,220 2,098,465 2,525,753 1,764,970 1,141,869 819,399 812,323 9,304,801 9,136,525 9,216,530 11,337,515 10,380,965 9,693,480 2,519,313,701 2,414,028,667 2,294,985,314 2,245,914,723 2,054,202,244 2,009,466,455 3,324,338 3,395,642 3,424,348 3,462,684 3,484,353 3,627,327 2,515,989,363 2,410,633,025 2,291,560,966 2,242,452,039 2,050,717,891 2,005,839,128 117,812,738 111,540,045 94,863,574 77,784,899 31,028,292 23,439,402 2,633,802,101 2,522,173,070 2,386,424,540 2,320,236,938 2,081,746,183 2,029,278,530 45,156,750 44,597,261 41,542,405 42,641,354 42,834,191 45,612,494 $ 2,678,958,851 $ 2,566,770,331 $ 2,427,966,945 $ 2,362,878,292 $ 2,124,580,374 $ 2,074,891,024 4.426% 5.688% 2.853% 11.456% 2.586% 4.082% 17.853 17.717 17.297 17.302 17.729 17.314 571 City of Iowa City Property Tax History - All Direct and Overlapping Governments (per $1,000 assessed valuation) Collection Year Iowa City Community School District Johnson County" I ommu Communi ty College State of Iowa ' Total Residential Rollback % 2004-05 12.875 6.166 0.668 0.004 37.027 .: 48.4558 2005-06 13.582 6.391 0.649 0.004 ' 38.355 . 47.9642 2006-07 13.632 6.415 0.872 0.004 1 38.226 45.9960 2007-08 13.852 6.823 0.855 0.004 ' 38.830 45.5596 2008-09 14.192 7.803 0.852 0.004 40.567 44.0803 2009-10 14.191 7.708 0.840 0.003 40.596 1 45.5893 2010-11 14.690 7.540 0.926 0.003 40.915 46.9094 2011-12 14.591 7.320 0.999 0.003 40.754 48.5299 2012-13 14.073 7.075 1.079 0.003 .' 39.499 50.7518 2013-14 13.688 7.077 1.065 0.003 .:1 38.639 52.8166 *Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies. Source: Johnson County Auditor ara Property Tax Rate Comparison (Levy Rate per $1,000 Valuation) FY2013 Estimated General Fund Revenue FY13 Adopted Budget Dubuque $49,934,068 Transfersin $11,121,385 ChangeRate Ames $10.72 1 -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 Ci $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 $49,934,068 Transfersin $11,121,385 Debt Proceeds/Revenues Asset Sales $52,250 Total 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 $88920 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 573 FY2012 Hotel/Motel Tax `All cities listed impose the state allowed maximum rate of 7% Source: Iowa Department of Revenue 574 Date Receipts Des Moines 4/1/1979 $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 574 FY2012 Local Option Sales Tax city Rate Effective Date Sunset Date FYI 2 Actual 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 improvements 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 06/30/13 $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 a�.7 FY2013 Utility Rate Comparison (average monthly bill per residential unit) city Ames Water' $25.96 - 1 Sewer $26.34 Solid Waste $0.004 Storm Sewer $3.45 Total $55.75 Overa Rank 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 West Des Moines $26.63 $31.72 $10.553 $4.25 $73.15 6 Sioux City $25.69 $34.54 $14.90 $0.83 $75.96 7 Des Moines $23.82 $31.10 $13.00 $8.50 $76.42 8 Iowa City (rank) $27.34 (8) $36.08 (9) $15.50 (7) $3.00 (6) $$1.92 9 North Liberty $32.77 $40.46 $9.352 $2.00 $84.58 10 Davenport $34.69 $34.95 $13.402 $2.35 $85.39 11 Average residential household estimated at 8 ccf per month. 2 Volume based. Average residential household estimate for 65 gallon. 3 Volume based. Average residential household estimate for 48 gallon. ° Privatized service. ac:� F Y 2 0 1 4 APPENDIX State Forms Budget Resolutions Glossary ce. SLS.1 COUN, i?P ,cuJuB 9.Fuh elwmmwr of ,y'—d-1 (A) fat 52w4483 Adoption of Budget and Certification of City Taxes Dollar FISCAL YEAR BEGINNING JULY 1, 2013 - ENDING .DUNE 30, 2014 Request with The City of: Iowa City County Name: JOHNSON Date Budget Adopted: 03/05/13 _ Sec. .._ (Date) raydVac At a duching of Ne can Council, held after the public hearing as required by law, as rdeiried above, the prepared budge( was started as summarized and remained bare(., and but Isvies, as ilemlzed belue, weIs... loved fee .11 taxable pmperfy of NS City. There is attached a Lorg Term Debt Schedule Form 703 for the debt service needs, If any./,. (319) 356-5041 3641 ��� `tP ity�thY4 7P P+3'i, 4 Telephone Number �Sideafure S January 1, 2012 Prep" Valuations 8 10000 Wiih Gas & Electric Without Gas & Electric Last afectal census MARg,t 1 1 K ti 13 � Regular za 3,020 306,824 zn Debt Service Value 3. � 3,034 420,732 327 2 973 493 610 67,852 2,987,607,518 correction. Ag Land 4a 1,591,636 12ed o&.2ss:rFf TAXES LEVIED _ Sas As Bas With Gas & END Without Gas & Ele r ,.. COUN, i?P ,cuJuB 9.Fuh (A) fat SSMID t w 137,659,815 tai 137 659,815 34 _ 275,320 _Z75, 320 as Ic) Code Dollar 0 Request with Property Taxes 6 ..: 0 0 :i 0 Ix. 0 275320 68 - 69 565 see I ! Sec. Limit Purpose 0 utility Replacement Levied Rate 3641 a 10000 Regular General levy s 24,464,485 24,085,298 a3 8 10000 (384) Non -Voted Other Permissible Levies _ Budgets that DO NOT meet ALL the criteria below are not statutorily compliant & must be returned to the city for correction. 12ed 0.67500 Contract for use of Bridge s _ _ _ 0 44 0 12no) 095000 Opr & Maint publicly owned Transit > 2,869 291 2,82-4—,81-9 5 45 0.95000 12HH Aml bad Rent, Ins. Maint of Civic Center 8 _ 0 46 0 12,12) o13600 Opt & Maint of City owned Civic Center 8 0 ''. 277 _ _ 0 12(13) 0D6750 Planning a Sanitary Disposal Project 10 0 by _ 0 1zu4) 0,27000 Aviation Authority (under sec.330A. 15) 11 _ _ _ _ 0 as _ _ _ 0 12rin 000750 Levee Impr. fund in special charter city 13 __ 0 '`. 51 0 12(18) Amt Nee Liability, property & self insurance costs 14 _ - _ 882 718 869 033 " 52 029226 12122) Anat Has Support of a Local Emerq Mgmt Comm 462 0. 465 0 (3881 Voted Other Permissible Levies 12(l) 013500 Instrumental/Vocal Music Groups 15 _ _ 0 53 _.. _ _0 12(2) 081000 Memorial Building 16 .. 0 ' 54 _ _ 0 12(3) 0.1350. Symphony Orchestra n 0:. ss _ 0 12(4) 0.27000 Cultural & Scientific Facilities ie _ 0 I: 66 0 1216) As voted County Bridge 19 _._ 0 57 0 121x) 1.350D0 Missi or Missouri River Bridge Const 20 _..__ ! 0 ss _ _ 0 12(8) 0.03375 Aid to a Transit Company 21 _ _ 0 50 0- 12(171 020500 Maintain institution received by gift/devise u _ '. 0 1. 60 12(19) 1 debug City Emergency Medical District 468 _ _ 0 "'. 466 0 12(21) 027000 Support Public Library 23 _ _ _ 815,483 ;'. 802,843 -; 61 0_.27000 28e.2z 150000 United Law Enforcement 24 fiz 0 Total General Fund Regular Levies (5 thru 24) 25 29,031,977: 28,581,993:" 384.1 3.00375 Ag Land re 4,781 . , . _ 4,781 ! 63 3.00375 Total General Fund Tax Levies (25+26) 27 n,636,758 28,586,774 0o Not Aad Special Revenue Levies _ 384c 027000 Emergency (if general fund at levy limit) 2554 54 0 3888 And Nea Police &Fire Retirement zs _ 2,738 454 2,1396,009 - 21396009Amt And bad FICA & IPERS (if general fund at levy limit) 30 2,297 559 2 183 188 0 73422 Rules And Nee Other Employee Benefits 31 4,598 153 _ 41526,884 152241 Total Employee Benefit Levies (29,30,31) 32 9 554 166 _ 9,406,082,.:: ' ss 3 163_31 Sub Total Special Revenue Levies (28+32) 33 9,554 166 9,406,082:1 Sas As Bas With Gas & END Without Gas & Ele r ,.. 200000 SSMID t w 137,659,815 tai 137 659,815 34 _ 275,320 _Z75, 320 as . _ _ SSMID 2 w rel 35 ." 0 67 0 SSMID 3 IN e, _ _ 36 SSMID 4 w IN 37 .; SSMID5 Im lel 555 SSMID6 la lal 556'' SSMID 7 lni IN nn Total SSAIID 39 275320 6 ..: 0 0 :i 0 Ix. 0 275320 68 - 69 565 see I ! _ _6 0 0 0 0 0,a Nat Aaa Total Special Revenue Levies 3e 9,829 486 9,681,402 384A Add idea Debt Service Levy 76.10(6) 40 12,227,65.1 40 384.7 067500 Capital Projects (Capital Improv. Reserve) 41 41 12,039,013 0'. 70 71 4.029_6.5 0 Total Property Taxes (27+39+40+41 42 51 093,895 42 50,307,189 . 72 16.80522 COUNTY AUDITOR - I certify the budget is in compliance with ALL the following: Budgets that DO NOT meet ALL the criteria below are not statutorily compliant & must be returned to the city for correction. '1) The pescabed Notice of Public Headng Budget prime. (Form 531.1) was lawfully pu615hea, or posted it applicable, and polarized, filed proof was evidenced 2) Budget hearing notices we re publ'ished or p schad nor less Man 10 do,, he, mom than 20 days. prior le me butlOet hearing. 3) Adopted properly lazes do not accred publishW or posted amounts. 4) Atloprel rvandifess do not for cead publisbea or posted amounts in ..an of the nine program areas, or in Ntai 5) The budget fila uploaded to Me SUBMIT Ates matched the paper copy codified by the city m the office. 579 ( County Auditor ) Arm sal 9 oevanmev c( Managemem NOTICE OF PUBLIC HEARNG BUDGET ESTIMATE FISCAL YEAR BEGINNING JULY 1, 2013 - ENDING JUNE 30, 2014 City of Iowa City , Iowa The City Council will conduct a public hearing on the proposed Budget at 410 E Washington St., City Hall on 03/05/13 at 7-.00pm (Date) vA&Vxx (hour) The Budget Estimate Summary of proposed receipts and expenditures is shown below. Copies of the the detailed proposed Budget may be obtained or viewed at the offices of the Mayor, City Clerk, and at the Library. The estimated Total tax levy rate per $1000 valuation on regular property .. .. _ ... $ 16.80522 The estimated tax levy rate per $1000 valuation on Agricultural land is ........... $ 3.00375 At the public hearing, any resident or taxpayer may present objections to, or arguments in favor of, any part of the proposed budget. (319) 356-5041 Marian K. Karr phone number C Clerk/Finance Officer's NAME Y9] Budget FY 2014 Re -estimated FY 2013 Actual FY 2012 s (a) (b) (c) Revenues & Other Financing Sources Taxes Levied on Property l ... 50,307,189 777-7777777 50,407,376 49,542,642 Less: Uncollected Property Taxes -Levy Year 2 0 0 0 Net Current Property Taxes. 3 50,307,189 50,407,376 49,542,642 Delinquent Property Taxes 4 0 0 1,219 TIF Revenues 5 453,937 507,060 838,767 Omer City taxes 6 5,007,347 11,106,845 11,314,443 Licenses & Permits 7 1,350,968 1,440,389 1,315,782 Use of Money and Property 8 1,661,318 1,671,893 2,404,015 Intergovernmental 9 42,418,479 69,223,798 35,971,002 Charges for Fees & Service 10 40,303,766 40,927,108 39,974,939 Special Assessments 11 0 0 0 Miscellaneous 12 5,175,152 5,215,656 5,253,127 Other Financing Sources 13 68,355,144 117,122,732 77,727,754 and Revenues and Other Sources 14 215,033,300 297,622,857 224,343,690 Expenditures & Other Financing Uses Public Safety -77-7777 15 7711, 21,784,088 21,563,049 20,575,676 Public Works 16 7,483,926 7,732,057 13,390,370 Health antl Social Services 17 265,175 290,707 0 culture and Recreation 18 13,127,803 12,770,999 12,444,565 Community and Economic Development 19 10,700,289 8,313,702 18,342,205 Gen eral Government 20 7,789,941 7,634,044 7,610,513 Debt Service 21 13,496,700 20,326,046 28,713,979 Capital Protects 22 18,864.211 84,145,482 14,088,381 Total Government Activities Expenditures 23 93,512,133 162,776,086 115,165,689 Business Type/Enterprises 24 75,500,527 98,610,481 50,985,841 Total ALL Expenditures 25 169,012,660 261,386,567 166,151,530 Transfers Cul 26 48,092,694 102,091,146 57,460,912 Total ALL Expenditures/Transfers Out Excess Revenues & Other Sources Over (Under) Expenditur"Crransfers Out 27 28 217,105,354 -2,072,054 363,477,713 -65,854,856 223,612,442 731,248 But. Beginning Fund Balance July 1 29 98,086,646 163,941,502 163,210,254 Ending Fund1 eJune so 30 96,014,592 98,086,646 163,941,502 Y9] �INIMI�ImI-'M1;mlml�l�!�hI �I� IFI � I I p W vl - � Ej_E m'C J nil O N � w c w a �a Mtn olo -IMI VIV �ndol ]� A VIN o c�i-'m N m v� � o N ICJ ,v v 1rf r a I a a I CN a I 1i �, ol0 0 0 0 o loo"oh mlolo v �� o d talo -- o--- M-- o- m -, G- mho I h m I N c m� N- � r m M '- m ` r! m (O V m w M m m Q1,0 rl� In - N V lo,m :olmm O V -o m o O h m m to V' M1 o V 0 Q m o m- v m V h Im e Q :h r r- O IM1,r m 0 10'x- N M N O O MQr 'V `I UO mr O 0 F O ��'iT N O '� M h ",- IIN m'r�0 V N m �i-,• N M 'b OIM O -N - I- O In 1 Ir". :� m O m d' o m N O N N Ni I.- LLI ul O Nim (0 m- O m �0 WN~ LU0 �- U(D .m m m m jm N aD V N N�mN "m m m m(: a7 m - m z_ to ` M ®W/ m�io ohq m mlmm to N1- vio�O 0 -m w voMim io �- M r o v'v -v m' m M - Ir -I �a �n 'm'o l�• O m N h o mvlo M ® W to mt rn m m m a m_ n m W F w w Ni r m r- v 1a m v v Ir o-1 N � N '(-M--O'C (�no' M O- O (7i m- �l1N ' m '.mO O O i- "NN�M M1 OiO O O N N�:O LL Q Z �INIMI�ImI-'M1;mlml�l�!�hI �I� IFI � I I p W vl - � Ej_E m'C O OIN O[ ON OHO O VIV ]� A Z W N I4L ICJ r a I CN a I 1i �, ol0 0 0 0 o loo"oh mlolo v �� n m O m � mho I of N N r m X6°9 Jh of vr-- QU �w'c7 1� m o .n rn min �n vv LU 1imm `I UO �i-,• �L'.M OIM O - I- m eO �'O OIOh� :� I.- LLI ul O O V �I Im V u1 LU0 �- U(D .m m m m jm N aD V N N�mN "m m m m(: a7 m - m z_ ` M ®W/ 0 0 ® W to mt rn m m m a m_ n m W F w w O- O (7i V ylO O w ' m m O O i- M1 OiO O O Ol Ql N�:O LL Q Z ® U W m ml of o h M m m o_m a> rn � w w c 1�II11Ii : Ilii ":MM�- ,VOVO 'MNN O -'O W "N�OOO :OhmC)V VO�OM mO Ir- mOMO Om-- "N (OrOV N N :- Ila N � NIT � I- gy m U "NI I I �INIMI�ImI-'M1;mlml�l�!�hI �I� IFI � I I p W vl - � Ej_E m'C 1-N UA a w J U w .� Z 3 U o U w N w w x � X ® w Y:B3 W a LU clcl W U U N LU D U p - w Z O W M LL W Q F- U —III o :m Wjpi ai :N W V 1S] o 1IJ mON � d P n n C V :B '. I(OiN NICO 6 (O `o V CO (0111' V mJ �d r'i % m'xW ul w =a e mr. :r�vmv m :v I i ov mn ohm m cwt' p m C GIN N C CL GWW C C LLa m�4 ¢ W m �l� W C N h mrn tD j (O F- v - U�l 'OIV U V W N c N U O b o :m Wjpi ai o � mON � d P n n C V mmJ� a W N . MWE Y:b7 o c R-1 � d P n n mmJ� a T W Im mJ �d r'i % m'xW ul w =a O W I m C mlH � ` VLL I ml w a a j W c�71w m cwt' �i m C GIN N C CL GWW C C LLa m�4 ¢ W m �l� W Y:b7 U�O Y:Id 0 0 0 0 0 o Q C 0 d li a � N `a o U 4 m O c U ~ a li ^L g �4 aS a F q v_ K a a x a O o m LL Oji o m U 5 N II O R O to d o b � y N a m s v LL m � o r N _ p C a p a m U V? U m o o m Q m o 0 o 0 0 0 0 0 0 0 0 O m 52 o m o 0 0 C � O N L>) m O N s Q - m o o 0 0 d o J2 o S o LE Y:Id Prepared by: Dennis Backenstedt, Finance Director, 410 E. Washington St., Iowa City, IA 52240; 319-356-5053 RESOLUTION NO. 13-72 RESOLUTION ADOPTING THE ANNUAL BUDGET FOR THE FISCAL YEAR ENDING JUNE 30, 2014. WHEREAS, a public hearing on the proposed budget for the fiscal year ending June 30, 2014 was held on March 5, 2013, at a regularly scheduled City Council meeting and public comments were received. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IOWA CITY, IOWA, THAT: 1. The annual budget for the fiscal year ending June 30, 2014, as set forth in the Adoption of Budget and Certification of Taxes and on the Adopted Budget Summary, together with the detailed budget in support thereof showing revenue estimates, appropriation expenditures, and program allocations for said fiscal year should be and hereby is adopted. 2. The City Clerk is hereby directed to make the filings required by law, and to set up the books in accordance with the summary and details, as adopted. Passed and approved this 5th day of March , 2013. ATTEST. CITY'CLERK MAYOR Approved by 7 City Attorney's Office kz/- t It was moved by Ghampion and seconded by Mims the Resolution be adopted, and upon roll call there were: AYES: X X X X X X rmdmkes' annibdgt-2013.dm NAYS: M ABSENT: Champion Dickens Dobyns Hayek Mims Payne Throgmorton Prepared by: Dennis Bockenstedt, Finance Director, 410 E. Washington St., Iowa City, IA 52240; 319-356-5053 RESOLUTION NO 3W7 PROGRAM. WHEREAS, the City Council of the City of Iowa City deems it in the public interest and in the interest of good and efficient government for the City of Iowa City, Iowa, to adopt a three-year Financial Plan for operations and a multi-year Capital improvements Program budget; and WHEREAS, the three-year Financial Plan and multi-year Capital Improvements Program are subject to annual review and revisions; and WHEREAS, a public hearing was held on March 5, 2013, at a regularly scheduled City Council meeting and public comments were received. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IOWA CITY, IOWA, THAT: 1. The City Council of the City of Iowa City does hereby adopt the three-year Financial Plan for the Fiscal Years 2014 through 2016 and the multi-year Capital Improvements Program through Fiscal Year 2017. 2. This Resolution is an expression of the Council's legislative intent for planning future operation and capital improvements for the City of Iowa City, Iowa; and the anticipated means of financing said plan, subject to applicable laws. Passed and approved this 5th day of march , 2013. ATTEST: CITY C ERK finadm\res\fi nplan-2013. doc A b:G MAYOR 4,a —1.3 Approved by City Attorney's Office Resoln9ioB No, Page 2 It was moved by Payne and seconded by Dickens the Resolution be adopted, and upon roll call there were: AYES: NAYS-. ABSENT: II -A Champion Dickens Dobyns Hayek Mims Payne Tbrogrnorton GLOSSARY Assessed Valuation: The estimated value placed upon real and personal property by the City Assessors as the basis for levying property taxes. Assigned Fund Balance: The portion of the net position of a governmental fund that represents resources set aside by the government for a particular purpose. Bonded Debt: A written promise to pay a specified sum of money at a future date along with periodic interest. Proceeds from bonds are typically used for long-term debt to pay for construction of capital projects. Bond Rating: Each bond issue has a rating assigned to it by an independent bond rating company. The rating is based on the City's financial condition and has an impact on the bond bids and interest rates the City will pay on the bonds over their lifetime. Budget: A financial plan for a specific time period that estimates the expenditures and the means of financing those expenditures which are associated with all services and functions performed by the City. Business Type Activities: One of two classes of activities reported in the government - wide financial statements. Business -type activities are finance in whole or in part by fees charged to external parties for goods or services. These activities are usually reported as enterprise funds. Capital Improvements Program (CIP): A management tool used to assist in the scheduling, planning, and execution of a series of capital improvements over a five- year period. The CIP is updated annually. It sets forth the estimated expenditures by year and specifies the resources estimated to be available to finance the project expenditures. Capital Improvements Projects: The specific projects that make up the Capital Improvements Program. The projects involve construction, purchase, or renovation of city facilities or property. They are generally non-recurring major improvements to the City's physical plant which necessitate long-term financing and are permanent in nature. Capital Outlay: Expenditures for fixed assets, such as equipment, remodeling, minor building improvements, and vehicles, that are funded from the operating budget. Since long-term financing is not necessary and expenditures of this type are of such recurring character, these items are not part of the Capital Improvements Program. Cash Basis: A basis of accounting in which transactions are recognized only when cash is increased or decreased. Or, a basis of accounting in which transactions are recorded when cash is expended or received for goods and services which are sold. Committed Fund Balance: Self-imposed limitation imposed at highest level of decision making that requires formal action at the same level to remove. Commodities: Items or supplies needed for routine maintenance and operations. They include cleaning, maintenance and office supplies, repair materials, minor equipment, and tools. xn� Contingency: Funds set aside, but not appropriated or approved for use. These funds could be used for unanticipated expenditure requirements, new programs, or to absorb unexpected revenue losses. Contractual Service: Services such as utilities, postage, printing, employee travel, repairs and rentals, which are purchased from private contractors. Debt Limit: Debt incurred as a general obligation of the 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. Debt Service: Payment of principal and interest to holders of the City debt instruments. Deficit: Excess of an entity's liabilities over its assets (a negative fund balance). The term may also be used to describe a situation where expenditures exceed revenues. Department: A major organizational unit in the City comprised of related work activities aimed at accomplishing a major service or regulatory program. Division: An organizational subdivision of a department. Employee Benefits: Contributions made by the City to designated funds to meet commitments or obligations for employee fringe benefits. Included are the City's share of costs for Social Security, Iowa Retirement System, and the other pension, medical, and life insurance plans. Enterprise Fund: Separate financial entity used for government operations that are financed mainly from user fees — see Business -Type Activities. Equity Transfers: Non-recurring or non -routine transfers of equity between funds. Expenditures: The cost of goods received and services rendered. Fiscal Year: A 12 -month time period to which the annual operating budget applies. In Iowa, the fiscal year begins July 1 and ends the following June 30. Full-time Equivalent (FTE) Positions: A part-time position converted to the decimal equivalent position based on total hours per year. Full-time positions charged to more than one program are shown as an appropriate fraction in each program. Fund: An independent fiscal and accounting entity with a self -balancing set of accounts recording cash, which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Fund Balance: The cash balance that remains in a fund on a given date after all receipts and expenditures have been recorded. General Fund: The fund supported by taxes, fees, and other revenues that may be used for any lawful purpose. General Obligation Bonds: When the city pledges its full faith and credit to the repayment of the bonds it issues, then those bonds are general obligation (G.O.) bonds. xy Governmental Activities: Activities generally financed through taxes, intergovernmental revenues, and other nonexchange revenues. These activities are usually reported in governmental funds and internal services funds. Grants: Contributions or gifts of cash or other assets from another governmental entity to be used or expended for a specified purpose, activity or facility. Intergovernmental Revenue: A contribution of assets (usually cash) by one governmental unit or other organization to another. Typically, these contributions are made to local governments from the State and Federal governments. Grants are usually made for specified purposes. Internal Service Fund: Funds used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City, on a cost reimbursement basis. Interfund Loan: Loans between funds. IPERS: Iowa Public Employees' Retirement System (IPERS). Established by the Iowa Legislature in 1953 to provide a secure defined benefit retirement plan for Iowa's public employees. IPERS covers all municipal employees, with the exception of sworn police officers and fire fighters. Levy Rate: The property tax rate stated in terms of dollars and cents for every thousand dollars of assessed property value. Market Value: The estimated value of real and personal property based upon the current price at which both buyers and sellers are willing to do business. MFPRSI: The Municipal Fire & Police Retirement System of Iowa (MFPRSI) is a defined benefit public retirement system for public safety staff. The System was created by act of the 1990 Iowa Legislature, with formal operations beginning on January 1, 1992. MFPRSI is administered under the direction of a Board of Trustees, with representatives from the membership, participating cities, citizens of Iowa and the Iowa General Assembly under Iowa Code Chapter 411. Moody's Investors Service: An independent bond rating agency that provides bond rating services for the City's bond issues. The City's current bond rating is Aaa. Non -Program: Program costs that do not relate to any one department, but represent costs of a general City-wide nature. Nonspendable Fund Balance: Portion of net resources that cannot be spent because of their form or because they must be maintained intact. Operating Transfer: Routine and/or recurring transfers of assets between funds. Ordinance: A formal legislative enactment by the City Council, which implements or amends local law. Any budgetary change which affects total appropriations, levies, use of reserved appropriations, personnel authorizations, or duties and powers of appointed officials requires the adoption of an ordinance. Personnel Services: Services rendered by full-time and part-time employees to support the functions of City departments. Costs include salaries, fringes and other related benefits. xra Program: A distinct function of city government which provides services to the public or other city departments. Reserves: An account used to earmark a fund balance or a portion of a fund balance for a specific use. A reserve may be established formally by ordinance or resolution or informally by administrative action. Restricted Fund Balance: Limitations imposed by creditors, grantors, contributors, laws and regulations of other governments or laws through constitutional provisions or enabling legislation. Revenue: Income derived from taxes, fees, grants and charges. In the broader sense, "revenue" refers to all government income, regardless of source, to fund services. Revenue Bonds: A bond that is payable from a specific source of revenue and to which full faith and credit of the city is not pledged. Services and Charges: A category of expenditures used for the purchase of services provided by individuals, businesses or agencies who are not in the direct employ of the city. Special Assessment: A tax levied against a property owner to offset all or part of the cost of public capital improvements which are deemed to benefit that particular property. Special assessments are commonly used to finance improvement projects such as street construction, sidewalk construction, or installation of sewer lines. Special assessments are levied in addition to regular property taxes. Subsidy: Financial aid given to a governmental unit by another governmental unit. For example, in Iowa City, the General Fund subsidizes the Airport with property tax monies. Tax Incremental Financing District (T.I.F.): A geographical area designated for public end private development. Public improvements are funded by debt which is repaid through segregating the increased property taxes resulting from private development. Tax Levy: The total amount of property taxes imposed by a government. Tort Liability: A tort is a wrong against an individual or property that is neither a crime nor a violation of a contract. The City could be found liable or responsible by a court when a tort occurs on City property, as a result of the actions of a City employee, or the function of a City operated activity. The City levies a special tax to purchase tort liability insurance and to cover the cost of tort damages for which the City is found responsible. Transfers: Financial transactions that occur between City funds. Trust and Agency: Funds used to account for monies held by the City in a trustee, custodial or agent capacity for the City's pension and retirement funds and for other entities such as other governmental units. The budget includes the Johnson County Council of Governments (JCCOG) which is a joint endeavor among city governments within Johnson County and the county government. Unassigned Fund Balance: Residual net resources. Total fund balance in the general fund in excess of nonspendable, restricted, committed and assigned fund balance. xx3 XL!