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Home My WebLink About2014-06-19 Info Packet..fit h CITY COUNCIL INFORMATION PACKET CITY OF IOWA CITY www.icgov.org June 19, 2014 IP1 Council Tentative Meeting Schedule MISCELLANEOUS IP2 Memo from City Clerk: KXIC Radio Show IP3 Email from Council Member Dobyns to Charlotte Walker: Part 1 — SEATS new application and instructions IP4 Letter from Lawrence Kudej, Johnson County Task Force On Aging and copied to Mayor Hayek: New SEATS Paratransit Application IP5 Civil Services Entrance Examination — Maintenance Worker III - Refuse IP6 FY2015 Adopted Budget & FY2014 -2016 Financial Plan DRAFT MINUTES IP7 Ad Hoc Senior Services Committee: June 9 IP8 Charter Review Commission: June 10 IP9 Public Art Advisory Committee: June 5 IP10 Iowa City Telecommunications Commission: June 2 r city iw% CITY OF IOWA CITY Date Time Monday, June 30, 2014 Noon Tuesday, July 1, 2014 Tuesday, July 15, 2014 5:00 PM 7:00 PM Monday, July 28, 2014 4:00 PM Tuesday, August 5, 2014 Tuesday, August 19, 2014 5:00 PM 7:00 PM Tuesday, September 2, 2014 5:00 PM 7:00 PM Tuesday, September 16, 2014 5:00 PM 7:00 PM Tuesday, October 7, 2014 5:00 PM 7:00 PM Tuesday, October 21, 2014 5:00 PM 7:00 PM Tuesday, November 4, 2014 5:00 PM 7:00 PM Tuesday, November 18, 2014 5:00 PM 7:00 PM Tuesday, December 2, 2014 5:00 PM 7:00 PM Tuesday, December 16 2014 5:00 PM 7:00 PM c IN Tentative Meeting Schedule Subject to change June 19, 2014 Meeting Location Special Forma [/Evaluations Emma J. Harvat Hall CANCELLED Work Session Meeting CANCELLED Formal Meeting Work Session Meeting Emma J. Harvat Hall Formal Meeting Joint Meeting /Work Session Tiffin TBA CANCELLED Work Session Meeting CANCELLED Formal Meeting Work Session Meeting Emma J. Harvat Hall Formal Meeting Work Session Meeting Emma J. Harvat Hall Formal Meeting Work Session Meeting Emma J. Harvat Hall Formal Meeting Work Session Meeting Emma J. Harvat Hall Formal Meeting Work Session Meeting Emma J. Harvat Hall Formal Meeting Work Session Meeting Emma J. Harvat Hall Formal Meeting Work Session Meeting Emma J. Harvat Hall Formal Meeting Work Session Meeting Emma J. Harvat Hall Formal Meeting Work Session Meeting Emma J. Harvat Hall Formal Meeting *�-_. CITY OF IOWA CITY 1P2 *A� MEMORANDUM Date: June 19, 2014 To: Mayor and City Council From: Marian K. Karr, City Clerk Re: KXIC Radio Show At your June 17 work session meeting Council Members agreed to the following schedule: June 25 — Hayek July 2 - Botchway July 9 - Mims July 16 - Dickens Future commitments: August 6 — Dobyns September 17 — Dobyns November 12 — Dobyns U: radioshowappts.doc Marian Karr From: Rick Dobyns <dobynsforcouncil @g mail. com> Sent: Saturday, June 14, 2014 1:18 PM To: WalkerCL04 @aol.com Cc: Marian Karr Subject: Re: Part 1 -- SEATS new application and instructions L IP3 M Charlotte, Thank you for your interest. The changes in the form were new requirements for paratransit services that were beyond the control of Iowa City. As a geriatric physician who fills the doctor part out many times you could imagine my empathy. Our transportation director Chris OBrien did a great job of shrinking and simplifying the form. You should have seen how much more difficult it was before he altered it. We alerted Coralville, North Liberty and Johnson County so they could also use a our shorter version of the newly required long form. We are continually looking at new ways to restore funding for reduced paratransit services. Making sure only those who need it can use it will help. Mr. OBrien has replied to you as well in a separate email. Rick Dobyns Iowa City Council On Jun 10, 2014, at 9:59 PM, WalkerCL04kaol.com wrote: FYI -- your council email address does not work. My message to you using your council email address bounced. Charlotte Walker 1799 5th Street, # 102 Coralville, IA 52241 From: WalkerCL04(cD-aol.com To: Rick- Dobynsa- iowacity.org CC: chris- obriena- iowa- city.org, tom- markus(aD-iowa- city.org Sent: 6/10/2014 6:58:02 P.M. Central Daylight Time Subj: Part 1 -- about the new application and instructions for SEATS service To Councilman Rick Dobyns, I'm sorry that I failed to include you in the list that received my messages about SEATS changes. I know you have interest in that important service. I am aware that you are on the Johnson County Paratransit Advisory Committee. I have seen the very brief minutes of that Committee's last meeting that took place in February. Those minutes tell that the SEATS application was discussed. Below you will find a copy of Part One of what I sent earlier today to members of the Johnson County Task Force on Aging about changes that have been planned for SEATS eligibility. If you have any interest is seeing Part Two, which includes direct quotes from the packet's troubling instructions and a few comments about Coralville's SEATS plan, let me know and I'll send that to you too. Right now, I don't know if Iowa City, or University Heights, or North Liberty plans to use Coralville's questionable SEATS application forms and instructions. Yesterday I emailed Chris Obrien, Director of Iowa City's Transit Dept, about this subject but so far he has not repled. I am hopeful that you will try hard to protect those who need that important transit service. Charlotte Walker Member of the Johnson County Task Force on Aging (See Part one below) From: WalkerCL04CcD-aol.com To: marketing(aD-windmillmanor.com, blkiowa - gmail.com, welshbob a- aol.com, brian- kaskiea- uiowa.edu, brian.rummelhart(aD-griswoldhomecare.com, bruce. teague (cD-caring hand sand more. com, walkerc104(cD-aol.com, pastordsc(a)-gmail.com, eddunbar(a-)-msn.com, everington3(a-gmail.com, casserly(aD-mchsi.com, harryo3(ccD-aol.com, IrvinpfabAmmail.com, jkellbach abbe.org, johnsoncounty(c'D-livablecommunity .orq, joetioebolkcom.org, Letheredge(cD-co.johnson.ia.us, Josephine- gittler(a--)uiowa.edu, kice iowatelecom.net, Idkudei(@-aol.com, lavon- yeggy�uiowa.edu, leonard- sandler(c-uiowa.edu, linda- kopping(cD-iowa- city.org, loisbart(cD-aol.com, lorraine- dorFinan(�uiowa.edu, Icannon920(-gmail.com, rs2george(aD-yahoo.com, sally .stutsman(aD-leais.iowa.gov, sato- ashida@D-uiowa.edu, shawn.zierke(cD-gmail.com, swehr(cD-elderservicesinc.com, terrilynn19640Dgmail.com, cunninghamt50(ayg mail. com, tbrase coJohnson.ia.us, printress980Dgmail.com BCC: jlundell(aD-ci.coralville.ia.us, khayworth(&-ci.coralville.ia.us, Igoodrich(aD-ci.coralvi Ile. ia.us Sent: 6/10/2014 10:59:43 A.M. Central Daylight Time Subj: Part 1 -- about the new application and instuctions for SEATS service To members of the Johnson County Task Force on Aging: On June 3 1 received a large envelope from the Coralville Transit department that contained many pages related to applying to ride the Johnson County SEATS bus. The application part is for both new and a required re- certification for current riders. This is the first recertification request since I became approved in 2010. Besides the application itself, the large packet also included a 4 page SEATS rider survey, a 5 page "Physician's verification of Disability" form, and 5 pages of instructions and liability information. This bunch of forms, including the Physician's verification, is to be returned to the Coralville Transit Dept by July 11th. The current riders who are not approved will be able to continue to ride until July 31 st. The paper work tells that service cannot continue while a denial is being appealed. It also tells that the application process can involve in- person interview and /or functional assessment. It also says that eligibility is not automatically assumed because of a disability. After reading over these forms, it looks like it will be much harder for elderly people, without serious visible disability, to be approved to ride SEATS. This is a complex topic that needs the attention of our Task Force since it could greatly impact the ability for elderly people who are trying to remain in their own or rented home, especially our low income elderly and those who are above 75 to 80 years old. Daily life does get more difficult in advanced old age. Even the people who live in Emerson Point, the affordable assisted living facility, will have to be recertified due to this new SEATS application process. It appears that even those frail elders will be forced to go through this new effort to remove as many as possible people from the SEATS service. I will send next a message that quotes some troubling parts that were in that SEATS packet from Coralville's Transit Dept. I will be interested to hear any comments. Charlotte Walker Member of the JC Task Force on Aging 6/12/2014 r� Mayor john Lundell 2CI4 JUN 16 PM 2' l 1512 70, St. P.O. Box 5127.& Coralville, IA 52241 Re: New SEATS Paratransit Application Dear Mayor Lundell: It has been brought to the attention of the Task Force that the Coralville Transit Departmei recently sent to current SEATS riders a six page application form to be completed for recertification. Apparently, the application is also to be used to qualify new riders. The application came in an envelope containing a large amount of other materials, including a page survey, a five page Physician`s Verification of Disability Form, and five pages of instructions and liability information. The paperwork is to be completed and returned by 11, 2014. Member of the Task Force have authorized me to write on their behalf, expressing their co that the forms are too lengthy and complex and also include new alarming language that s to discount old age frailty as a qualifying factor. The whole process seems to be geared toi making it harder for elderly people, without serious visible disabilities, to be approved to SEATS. Elderly people, especially those of advanced ages with low incomes and trying to remain in their own or rented homes, are negatively impacted by this effort. We are currently analyzing the forms in greater detail to determine if they comply with Department of Transportation paratransit rules. However, upon first review the docun contain a number of troubling statements that directly impact elderly people. As an ex page 13 of the Physician's Form instructs that disability alone and distance from a bus s not, by themselves, qualify a person for SEATS. The same is true for inconvenience and discomfort. Rather, the instructions state the client's conditions must prevent travel by It is made clear throughout the documents that the SEATS qualification decision is a transportation decision, not a medical authorization. It is unclear if Iowa City, University Heights, and North Liberty will be following your plan. Hopefully, they will agree with elderly people need SEATS services and should not be prevented from using those serviO based upon a "transportation decision" alone. .. that IN c�c'0 We ask that the City of Coralville please investigate this situation and reconsider the application process so that elderly people can continue to benefit from the SEATS program as they have in the past. Thank you. Sincerely, Lawrence Kudej Chair, Johnson County Task Force on Aging 2770 Jeremy Ct. NW Swisher, IA 52338 CC. Mayor Matt Hayek 410 E. Washington St. Iowa City, IA 52240 Mayor Pro Tem Gerry Kuhl 3 Quail Creek Circle PO Box 77 North Liberty, IA 52317 Mayor Louise From University Heights City Hall 1004 Melrose Avenue University Heights (Iowa City), IA 52246 --if- r TI 4 Terrence Neuzil, Chair Board of 913 S. Dubuque St. Iowa City, IA 52440 Tom Brase Director, SEATS Paratransit 4810 Melrose Ave. Iowa City, IA 52246 C- r VV�17- 41 1 1P; 'w4m-ma - 0%sub. — - - -t CITY OF IOWA CITY 410 East Washington Street Iowa City, Iowa 52240 -1826 (319) 356 -5000 (319) 356 -5009 FAX www.icgov.org June 16, 2014 TO: The Honorable Mayor and the City Council RE: Civil Service Entrance Examination — Maintenance Worker III - Refuse Under the authority of the Civil Service Commission of Iowa City, Iowa, I do hereby certify the following named person(s) as eligible for the position of Maintenance Worker III — Refuse. Michael Edwards IOWA CITY CIVIL SERVICE COMMISSION l� Paul C. Hoffey FY2015 ADOPTED BUDGET & FY2014 -2016 FINANCIAL PLAN Cover photo taken on the Iowa Avenue bridge July 4, 2013 by Matt Wagner, a Community Service Officer - Station Master in the Iowa City Police Department. Council: City of Iowa City Adopted Budget for the Fiscal Year Ending June 30, 2015 & 2014 - 2016 Financial Plan Kingsley Botchway II AT -LARGE Matt Hayek, Mayor AT -LARGE If Terry Dickens DISTRICT B Susan Mims, Mayor Pro Tern AT -LARGE p/ 1� Rick Dobyns DISTRICTA Michelle Payne JIM THROGMORTON AT -LARGE DISTRICT C CITY MANAGER ASSISTANT CITY MANAGER FINANCE DIRECTOR Tom Markus Geoff Fruin Dennis Bockenstedt BUDGET ANALYSTS Deb Mansfield, Nickolas Schaul FINANCE ADMIN ANALYST TO SECRETARY THE CITY MANAGER Cyndi Ambrose Simon Andrew CITY OF IOWA CITY Adopted Budget for the Fiscal Year Ending June 30, 2015 and the FY2014 — 2016 Financial Plan TABLE OF CONTENTS PAGE Introduction CityManager Address ................................................................................. ............................... 11 StrategicPlan ............................................................................................... ............................... 28 Other Planning Processes ............................................................................ ............................... 30 OrganizationalChart .................................................................................... ............................... 32 Department Summaries ............................................................................... ............................... 33 BudgetaryFund Structure ............................................................................. ............................... 58 Department /Division by Fund ....................................................................... ............................... 59 Financial Summary ............................... 123 Preparation of the Financial Plan: ............................... 140 Basisof Accounting ............................................................................... ............................... 65 Schedule................................................................................................ ............................... 66 Processto Amend .................................................................................. ............................... 67 Financial & Fiscal Policies ............................................................................ ............................... 70 All Funds: Fund Balance Summary ........................................................................ ............................... 76 Revenue Summary by Fund .................................................................. ............................... 77 Revenue Summary by Type ................................................................... ............................... 78 Expenditure Summary by Fund .............................................................. ............................... 80 Expenditure Summary by Program Area ............................................... ............................... 81 InterFund Transfers .............................................................................. ............................... 83 Personnel Full -Time Equivalents Last Five Years ........................................ ............................... 86 General Fund Summary GeneralFund Summary ............................................................................... ............................... 91 Assigned, Committed & Restricted Cash Balance ....................................... ............................... 100 General Fund Revenue ................................................................................ ............................... 101 General Fund Expenditures .......................................................................... ............................... 102 General Government CityCouncil ................................................................................................... ............................... 105 CityClerk ...................................................................................................... ............................... 107 CityAttorney ................................................................................................. ............................... 111 CityManager ................................................................................................ ............................... 114 CommunicationsOffice ................................................................................ ............................... 118 HumanResources ........................................................................................ ............................... 120 HumanRights ............................................................................................... ............................... 123 Finance Department: Finance Administration .......................................................................... ............................... 126 DisasterAssistance ............................................................................... ............................... 130 TortLiability ............................................................................................ ............................... 131 Non - Operational Administration ............................................................. ............................... 131 CommunityEvent Funding .................................................................... ............................... 132 Accounting............................................................................................ ............................... 133 Purchasing............................................................................................. ............................... 136 Revenue................................................................................................. ............................... 140 Public Safety ............................... 251 Police Department: ............................... 254 PoliceAdministration .............................................................................. ............................... 145 Administrative Services .......................................................................... ............................... 148 FieldOperations ..................................................................................... ............................... 153 Fire Department ............................... 269 FireAdministration ................................................................................. ............................... 158 Emergency Operations .......................................................................... ............................... 162 FirePrevention ....................................................................................... ............................... 166 FireTraining ........................................................................................... ............................... 170 Housing & Inspection Services: HISAdministration ................................................................................. ............................... 174 BuildingInspection ................................................................................. ............................... 176 HousingInspection ................................................................................. ............................... 180 Culture and Recreation Parks & Recreation: Parks & Recreation Administration ........................................................ ............................... 185 Recreation.............................................................................................. ............................... 190 Park Maintenance Administration .......................................................... ............................... 196 Park Maintenance Operations ............................................................... ............................... 201 Forestry.................................................................................................. ............................... 202 Central Business District (CBD) Maintenance ....................................... ............................... 202 CemeteryOperations ............................................................................. ............................... 203 Library: LibraryOperations .................................................................................. ............................... 206 LibraryFoundation ................................................................. ............................... 214 Senior Center: Senior Center Operations ...................................................................... ............................... 216 NewHorizons Band ............................................................................... ............................... 223 Senior Center Gift Fund ......................................................................... ............................... 223 Community and Economic Development Planning and Community Development: PCDAdministration ................................................................................ ............................... 227 Community Development ...................................................................... ............................... 229 Economic Development ......................................................................... ............................... 233 UrbanPlanning ..................................................................................... ............................... 237 NeighborhoodServices .......................................................................... ............................... 241 HumanServices .................................................................................... ............................... 245 Aidto Agencies ...................................................................................... ............................... 245 DonationStations ................................................................................... ............................... 247 I1I17IC.1 S ��:t7 Public Works Administration ......................................................................... ............................... 251 Engineering................................................................................................... ............................... 254 TransitOperations ........................................................................................ ............................... 258 Special Revenue Funds Community Development Block Grant (CDBG) .......................................... ............................... 263 H.O.M.E. Program ........................................................................................ ............................... 269 Road Use Tax Fund (RUT) ......................................................................... ............................... 274 Road Use Tax Operations ..................................................................... ............................... 277 OtherShared Revenues ............................................................................... ............................... 285 Energy Efficiency & Conservation Block Grant Fund ................................... ............................... 288 UniverCity Neighborhood Partnerships Fund ............................................... ............................... 291 Metropolitan Planning Organization of Johnson County (MPO) .................. ............................... 294 EmployeeBenefits Fund .............................................................................. ............................... 300 Peninsula Apartments Fund ......................................................................... ............................... 303 Tax Increment Financing (TIF) Districts ....................................................... ............................... 306 General Rehabilitation & Improvement Program (GRIP) ............................. ............................... 313 Downtown Self Supporting Municipal Improvement District (SSMID) .......... ............................... 316 Debt Service Debt Service Fund Summary ....................................................................... ............................... 321 DebtSchedules ............................................................................................ ............................... 326 Enterprise Fund Activities Transportation Services: ParkingFund Summary ......................................................................... ............................... 345 ParkingOperations ................................................................................ ............................... 348 ParkingDebt Service ............................................................................ ............................... 355 TransitFund Summary .......................................................................... ............................... 358 TransitOperations ................................................................................. ............................... 361 Wastewater Treatment: Wastewater Fund Summary .................................................................. ............................... 368 Wastewater Treatment Operations ........................................................ ............................... 372 Wastewater Debt Service ...................................................................... ............................... 380 Water: WaterFund Summary ............................................................................ ............................... 386 WaterOperations ................................................................................... ............................... 389 WaterDebt Service ................................................................................ ............................... 398 Refuse Collection: Refuse Collection Fund Summary ......................................................... ............................... 404 Refuse Collection Operations ................................................................ ............................... 407 Landfill: LandfillFund Summary .......................................................................... ............................... 415 LandfillOperations ...................................................... ............................... ............................419 Airport: AirportFund Summary ........................................................................... ............................... 425 AirportOperations .................................................................................. ............................... 428 Storm Water Management: Storm Water Management Fund Summary ........................................... ............................... 432 Storm Water Management Operations .................................................. ............................... 435 Cable Television: Cable Television Fund Summary ........................................................... ............................... 439 Cable Television Operations .................................................................. ............................... 442 Housing Authority: Housing Authority Fund Summary ......................................................... ............................... 446 Housing Authority Operations ................................................................ ............................... 449 Capital Project Funds FundSummary .............................................................................................. ............................... 457 Summaryby Division .................................................................................... ............................... 459 Summary by Funding Source ........................................................................ ............................... 464 Project Summary by Name ........................................................................... ............................... 470 Unfunded Projects 2019 and Beyond ........................................................... ............................... 500 Internal Service Funds Equipment: EquipmentFund Summary .................................................................... ............................... 509 EquipmentOperations ........................................................................... ............................... 512 Equipment Replacement Reserve ......................................................... ............................... 516 Risk Management: ............................... 550 Risk Management Fund Summary ........................................................ ............................... 517 Risk Management Operations: ............................................................................................. 519 Information Technology Services (ITS): ............................... 555 ITSFund Summary ................................................................................ ............................... 522 ITSOperations ....................................................................................... ............................... 524 Central Services: ............................... 558 Central Services Fund Summary ........................................................... ............................... 530 Central Services Operations .................................................................. ............................... 532 Health Insurance Reserve ............................................................................ ............................... 536 Dental Insurance Reserve ............................................................................ ............................... 539 Statistics GeneralInformation ...................................................................................... ............................... 545 U.S. Census Data ......................................................................................... ............................... 549 PropertyTax Valuations ............................................................................... ............................... 550 PropertyTax History ..................................................................................... ............................... 554 Principal: Taxpayers.............................................................................................. ............................... 555 Employers............................................................................................ ............................... 556 Wastewater Customers ......................................................................... ............................... 557 WaterCustomers ................................................................................... ............................... 558 OperatingIndicators ....................................................................................... ............................... 559 Performance Measures Police..................................................................................................... ............................... 560 Fire....................................................................................................... ............................... 564 Library.................................................................................................... ............................... 566 SeniorCenter ......................................................................................... ............................... 572 Transportation Services ......................................................................... ............................... 575 EconomicOverview ...................................................................................... ............................... 577 Revenue Comparisons PropertyTax .......................................................................................... ............................... 584 Hotel /Motel Tax ..................................................................................... ............................... 585 Utility Franchise Tax Rates .................................................................... ............................... 585 LocalOption Sales Tax .......................................................................... ............................... 586 Business Type Revenue UtilityRates ...................................................................................... ............................... 586 Appendix StateForms ................................................................................................. ............................... 589 BudgetResolutions ..................................................................................... ............................... 597 Glossary........................................................................................................ ............................... 600 F Y 2 O 1 5 INTRODUCTION City Manager Address 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 2014 -15 fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three -year financial plan (fiscal years 2014 -2016) and five -year capital improvement program (2014 -2018) are also included for planning purposes. The budget is one of the most important documents 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 residents 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 City's services. 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 prepare for declining revenue associated with the State's 2013 property tax reform. An initial estimate of the cumulative effect of these reforms Financial Goals over ten years shows the potential for up to $50 million in decreased revenue. Management of the tax reform Prepare for property tax shortfall impact will require prudent decisions over the next resulting from 2013 legislative changes while maintaining service several years to put the City in the position to respond to levels this sharp revenue decline without a significant reduction in service levels or shifting the entirety of this burden to Maintain the City's Moody's Aaa residential property tax payers. By preparing for reform bond rating for the 38'" consecutive before the full financial impacts are realized, the City will year be able to shift resources and adjust operations Maintain a competitive tax and fee gradually, avoiding abrupt service disruptions or steep environment for economic tax rate increases once property tax reform is fully development purposes implemented. This is critical to ensuring that the City has the ability to maintain service levels and remains Continue to achieve the GFOA economically competitive in the region. Second, the Distinguished Budget Award and budget attempts to establish conditions that will enhance Certificate of Achievement for Excellence in Financial Reporting the community's fiscal condition and ensure that it will maintain its prestigious Moody's Aaa bond rating. Third, the budget strives to maintain a competitive tax and fee environment for economic development purposes. Finally, we strive to achieve the Government Financial Officers Association (GFOA) Distinguished Budget Award for the third consecutive year, as well as the GFOA Certificate of Achievement for Excellence in Financial Reporting for the City's Comprehensive Annual Financial Report, an award that the City has received for twenty -eight consecutive years. 11 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 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 2014 -15 strategic plan process identified five Council priorities for the community. Along with these five priorities, two overarching values of inclusivity and sustainability were articulated that are applicable to a wide array of City activities and will guide and inform City initiatives presented throughout the budget. The City of Iowa City 2014 -2015 strategic plan goals are as follows: Fostering a more Inclusive and Sustainable Iowa City through a commitment to: • Healthy Neighborhoods • A Strong Urban Core • Strategic Economic Development Activities • A Solid Financial Foundation • Enhanced Communication and Marketing 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. For instance, to further Council's stated priority of enhancing the sustainability of City operations, the FY15 budget establishes a revolving sustainable projects fund. This program will enable the City to pursue a variety of projects improving energy efficiency, increasing the use of renewable energy, and other opportunities as identified in the 2013 sustainability assessment. Similar resources are provided for in this budget to make progress toward each of the Council's strategic plan priorities. 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. A report summarizing the completed 2012 -2013 strategic planning process, significant accomplishments, and ongoing projects can be viewed online at www.icgov.org /strategicplan. This will be updated with the first 2014 -2015 status report in the spring of 2014. 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, the City has a 12 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 2014, Moody's Investors Service noted that Iowa City's, "financial operations are expected to remain sound going forward given management's commitment to controlling expenditure growth and maintaining healthy reserves," and reaffirmed 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. In examining the forces behind the sprawling landscape of the larger Eastern Iowa region, there are three predominant factors within our ability to influence. 1 1 First, is the economic competiveness of our local FY 2013 -14 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 $16.81 increased rate also reflects enhanced level of services in Iowa City (e.g. paid full -time fire department, Senior Center, City's proposed tax rate for 2Iowa 2014 -15 is $16.71. At this time the tax to Animal Shelter, Airport, Human Rights Office, etc.), unique rates of other listed jurisdictions are not State or federal mandates (e.g. increased public safety yet certified. pension contributions), and other factors such as a significant 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 judiciously planned and that public incentives are responsibly offered only when the resulting outcome has a justifiable rate of return, quantified both financially and in terms of the City's strategic plan priorities. 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 yet have a great impact on the City's 13 economy. 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 2014 -15 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 $174,532,078. Of the total operating budget, $52,313,602 is for the General Fund, $50,578,591 is directed to Capital Projects and $45,669,826 is related to the operations of various enterprise or business funds. A breakdown of the proposed budget by fund type is provided below. FY 2014 -15 Expenditure Comparison by Fund Type excludes transfers $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 General Enterprise ■ Seriesl $52,313,602 $45,669,826 Special Debt Service Capital Projects Revenue $12,189,660 $13,780,399 $50,578,591 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 largest outlay is associated with capital projects, followed by expenses related to business or enterprise funds such as water, sewer, parking and transit. 14 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 FY2014 -15 Expenditures by Category & Percent Change from Previous Year Adopted Budget excludes transfers `OC° Q.Y V S e .tiJ ♦ C°`rye° sec 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% -5.0% 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. Of note are decreases in Other City Taxes, which is due to the expiration of the local option sales tax, and Other Financial Sources, which is primarily due to a decrease in debt sales. Changes in Use of Money & Property and Charges for Services are primarily due to the reclassification of some revenue types, rather than significant changes in overall revenue. All Funds Revenue Comparison of FY2014 versus FY2016 15 FY2014 Adopted FY2015 Adopted Percent Change Property Taxes $ 50,307,189 $ 51,608,730 2.6% Other City Taxes $ 5,461,284 $ 3,247,124 -37.5% Licenses & Permits $ 2,193,586 $ 2,265,527 3.3% Use of Money & Pro $ 6,953,361 $ 2,263,791 -67.4% Intergovernmental $ 42,254,005 $ 40,984,912 -3.0% Charges for Services $ 33,067,340 $ 39,115,542 18.3% Miscellaneous $ 6,080,826 $ 6,522,542 7.3% Other Financial Sources $ 20,623,015 $ 13,533,417 -34.4% Total $ 166,940,606 $159,541,585 -4.4% 15 All Funds Revenue Sources Misc. 4% Charges for Services 25% Other Financial Sources 9% Intergovernrr 26% Property Taxes Q 1o% City Taxes 2% 'ermits ney & Prop 1% It is important to consider how the overall revenue and expenditure recommendations in this budget will impact local households and businesses. Businesses will realize tax savings from the outlined reduction in the property tax levy to $16.71. Just three years ago, Iowa City's rate was $17.84, which means the fiscal year 2014 -15 rate represents a 6.3% decrease over three 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. Though in comparison to neighboring jurisdictions, Iowa City businesses will still be paying higher rates. 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 (assuming $100,000 assessed property value) will pay approximately $3.50 more per month, or $42 per year, in taxes and fees for basic city services in fiscal year 2014 -15. This is due to the increase in the state rollback percentage, which makes a greater percentage of assessed residential property value taxable, a 5% increase in the Water rate, and a $0.40 increase in the Refuse Collection rate. which will be discussed below. it-i Annual Financial Impact to the Average Household $2,500.00 10.0% 9.0% $2,000.00 8.0% 7.0% $1,500.00 6.0% 5.0% $1,000.00 4.0% 3.0% $500.00 2.0% 1.0% $- 0.0% fFY2010FY2011 FY2012 tFY2013 Y 2014 FY2015 Property Taxes $814 $833 $866 $876 $888 $909 Stormwater $24.00 $24.00 $30.00 $36.00 $42.00 $42.00 Refuse $174.00 $186.00 $186.00 $186.00 $186.00 $191.00 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 $344.48 - Percent of annual change 1.9% 1.8% 2.2% 0.9% 0.9% 2.3% 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 61% of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart. FY2015 Revenues & Other Financing Sources excludes transfers Other Financing Sources 10% Miscellaneous 10% Charges for Fees& Services 3% Intergovernmental 7% Use of Money & Property 1% Licenses & Permits 3% Other City Taxes 5% 17 For economic competitiveness reasons, reducing the property tax rate in recent years has been a clear priority in assembling City budgets. The taxable valuation of property subject to all levies in Iowa City increased 3.1 % for FY 2014 -15, primarily due to an increase in 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. Six Year Trend of Taxable Valuations excludes applicable increment $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 S FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 ■ Taxable valuations $2,515,989,363 $2,686,242,752 $2,774,415,800 $2,900,995,801 $2,975,085,246 $3,068,659,061 ■ Percent of change 4.4% 6.8% 3.3% 4.6% 2.6% 3.1% The budget reflects a reduction of $0.10 in the tax levy, which will bring Iowa City's rate to $16.71. 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 premium rates • Pursuing equitable cost sharing arrangements from other taxing jurisdictions for municipal services provided beyond Iowa City's borders • Achieving operational efficiencies in our departments; this budget contains one new engineering staff position, with a net reduction of 7.5 FTE across all departments • Selected user fee increases that reduce property tax subsidies iP.l The projected reduction in the property tax rate follows similar actions taken by Iowa City Property Taxes Paid on a the City Council in fiscal years 2013 $600,000 Commercial Property and 2014. Combined, these efforts $9,000 A projected reduction of $986 have contributed to narrowing the gap $8,800 over a four year period between Iowa City's rate and that of $8,600 $8,400 neighboring municipalities and other $8,200 comparable jurisdictions in Iowa. The $8,000 jFY2012 projected property tax rate of $16.71 in $7,800 this budget reflects the lowest level it $7,600 $7,400 has been since 2001 -02. These efforts FY 2013 FY 2014 FY 2015 not only produce real savings, but they ■ City Property Taxes $8,634 $8,403 $7,935 also send a positive message that Iowa City is committed to enhancing the local business environment. The percentage of commercial properties' value that is taxable will also drop 5% in FY2015, a result of 2013 state legislative changes, reflected in the chart above. 2013 State legislation also enacted the Iowa Business Property Tax Credit program to lower property tax burden on businesses; savings from this program are not reflected in the chart above. 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 $21 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: $20.00 $19.00 $18.00 $17.00 $16.00 $15.00 $14.00 $13.00 $12.00 $11.00 $10.00 Iowa City Property Tax Rate Trend FY04 I FY05 I FY06 I FY07 I FY08 I FY09 I FY10 I FY11 I FY12 I FY13 I FY14 I FY15 �lowa CiTy Tax Rate 17.596 17.314 17.729 17.302 17.297 17.717 17.853 17.757 17.842 17.269 16.805 16.705 fPe¢ent Change 4.66% -1.60% 2.40% -2.41% -0.03% 2.43% 0.77% -0.54% 0.48% -3.21% -2.69% -0.60% Below is a detailed breakdown of the City's property tax asking for fiscal year 2014 -15 compared to the previous year: iN LEVIES FY2014 Adopted FY2015 Adopted Dollars Tax Rate per $1,000 li Tax Rate $1,000 General Fund Tax Levies: General $ 24,085,298 8.100 $ 24,843,199 8.100 Transit $ 2,824,819 0.950 $ 2,913,708 0.950 Tort Liability $ 869,033 0.292 $ 896,379 0.292 Library $ 802,843 0.270 $ 828,107 0.270 Subtotal: $ 28,581,993 9.612 $ 29,481,393 9.612 Agland Le $ 4,781 3.004 $ 4,798 3.004 General Fund Property Taxes $ 28,596,774 $ 29,486,191 Special Revenue Levies: Employee Benefits $ 9,406,082 3.164 $ 9,088,654 2.963 Subtotal: $ 9,406,082 3.164 $ 9,088,654 2.963 Debt Service $ 12,039,013 4.030 $ 12,753,095 4.130 % Change from 0.19% -2.68% 2.60% - 0.60% prior year: SSMID LeiN $ 275,320 2.000 $ 280,790 2.000 a1 Property Taxes $ 50,307,189 - - -- $ 51 ,608,730 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 2014 -15 budget, an estimated 69% of General Fund expenditures are personnel related. A complete view on General Fund expenditures by category can be viewed in the following pie chart. General Fund Expenditure s excludes transfers Debt Service 4% by Category Pill pplies 3% ipital Outlay 7% Contingency 1% Over the last three years, there has been a concerted effort to control General Fund expenses through staffing policies. While these initiatives help, they struggle to keep up with rising salary and benefit costs. The General Fund budget reflects a status quo approach to current services. 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. Items of note in the General Fund budget include: • The budget allows for the flexibility to achieve internal efficiencies through department restructuring. Most notably, the City Manager's Office will be taking steps to merge the Planning and Community Development Department with the Housing and Inspections Services Department. This budget neutral change will be fully implemented in 2015. • Initiatives have been incorporated into the General Fund to address each of Council's strategic plan priorities, including those that meet sustainability and inclusiveness goals. • The budget incorporates fee increases approved by Council for the Parks and Recreation Department in December of 2013. 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. 21 Unassigned % of Est Fund Restricted, Fund Exp & Estimated Transfers Budgeted Transfers Balance Committed, Balance, Trans Fund Revenues In Expenditures Out 6/30/15 Assigned 6/30/2015 Out Parking 5,167,627 843,550 4,238,247 1,343,550 6,251,867 1,679,996 4,571,871 81.91% Transit 4,032,763 2,971,842 6,544,321 110,388 3,851,671 1,745,925 2,105,746 31.64% Wastewater Treatment 13,283,613 4,559,962 10,332,884 8,459,962 22,362,456 9,860,329 12,502,127 66.53% Water 9,242,556 2,008,715 8,075,239 4,256,340 9,681,710 4,194,487 5,487,223 44.50% Refuse Collection 3,017,982 - 3,006,805 - 755,691 - 755,691 25.13% Landfill 5,288,063 835,601 4,375,589 1,397,087 24,443,794 20,703,026 3,740,768 64.80% Airport 322,091 68,415 358,380 32,126 347,331 100,000 247,331 63.34% Stormwater Management 1,202,321 705,953 1,613,130 1,613,130 228.50% Broadband Telecomm. 687,580 25,000 688,566 80,000 1,501,918 270,059 1,231,859 160.28% Housing Authority 7,393,837 - 7,343,842 44,737 6,168,087 2,775,386 3,392,701 45.92% 21 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 does not contain rate increases after a completely revised rate schedule was implemented this calendar year, including the 'first hour free' promotion in ramps. Revenues under the new rate schedule have exceeded initial projections; feedback on expanded payment options has been largely positive. • Last year's budget document noted that a water rate increase may be necessary in FY15 to fund much needed infrastructure improvements and repairs. A rate study conducted in 2008 noted that while the Water Fund has sufficient resources to cover current operational expenses, revenues are not capable of funding much needed infrastructure repairs. The rate study recommended a rate increase of 5% in FY2010 followed by 3% in FY2011. Further, the last three water rate changes were all decreases of 5% in 2003, 2004, and 2006. In light of this information and planned capital improvements /repairs in the water distribution infrastructure, this budget proposes a 5% increase in water fees in both FY2015 and FY2016. • A $0.40 increase in refuse collection fees is also proposed in this budget, taking the fee from the current $11.40 to $11.80 per month. This amounts to an annual increase of $4.80 on residential customers. 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. 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 PON Unassigned % of Est Fund Restricted, Fund Exp & Estimated Budgeted Transfers Balance, Committed, Balance, Trans Fund Revenues Expenditures Out 6/30/2015 Assigned 6/30/2015 Out Equipment 5,919,870 6,643,635 790,000 7,932,812 6,550,968 1,381,844 18.59% Risk Management 1,398,223 1,495,273 - 3,129,983 3,129,983 209.33% Loss Reserve - Information Technology 1,901,016 2,077,726 - 1,906,598 - 1,906,598 91.76% Central Services 238,071 241,938 - 748,396 748,396 309.33% Health Insurance 7,678,437 7,703,828 - 10,342,791 3,954,092 6,388,699 82.93% Reserve Dental Insurance 365,000 379,829 - 88,573 - 88,573 23.32% Reserve All funds are in good condition with healthy balances. Strong balances create reserves that can provide flexibility to deal with unexpected costs or opportunities. Of particular note is the Health PON Insurance Reserve Fund, which has strengthened in recent years due to relatively low increases in premium costs. Capital Improvement Plan Highlights The capital budget proposed for fiscal year 2014 -15 totals $50,578,591 and the five year Capital Improvement Plan (CIP) totals $223,887,986. The majority of CIP projects in the five year period improve the local transportation network and municipal utility system. The five year program continues to reflect the City Council's priorities established in previous fiscal years. Capital Improvements Program by Category 2014 -2018 Community & Economic Development 7% Public Safety Airport 2% 5% Culture & Recreation 4% Transportation Services 11% Streets, Bridges& Traff c Eng. 51% Landfill 2% Water/Wastewater/ Stormwater Percentages do not total 16% General Government 100% due to rounding. 1% 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 expired in June of 2013. These funds have been collected to fund flood recovery and mitigation projects, most notably the Gateway Project (Dubuque Street) and the South Wastewater Plant Expansion. Other funding sources, including local monies are expected to be required to supplement LOST revenues on these high dollar projects. In FY 2014 -15, staff is projecting the issuance of approximately $8.39 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. 1891 Examples of significant projects planned for the coming fiscal years 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 2014 -15. Projected costs include those already incurred in prior years and costs anticipated in future years. Capital improvements utilize multiple funding sources. Flood Recovery and Mitigation • South wastewater plant expansion ($54.9 million) • Gateway project ($51.3 million) • North Wastewater Plant Demolition ($6.0 million) • West side levee project ($5.7 million) • Animal shelter facility construction ($3.2 million) Critical Infrastructure Need/ Committed Projects • Dubuque Street / 1 -80 pedestrian bridge ($2.1 million) • Washington St. water main replacement ($0.8 million) • 1't Avenue water main replacement ($0.6 million) • Sycamore St. — City limits to S. Gilbert ($4.5 million) Strategic Economic Development Activities • Moss Ridge Road design and construction ($4.9 million) • Lower Muscatine Road reconstruction ($9.2 million) • First Avenue railroad crossing ($8.4 million) • Towncrest redevelopment /streetscape ($2.5 million) A Strong Urban Core • Parking facility and enforcement automation ($2.8 million) • Parking facility restoration repair ($1.9 million) • CBD streetscape enhancement project ($5.4 million) • Riverside Drive pedestrian tunnel ($1.5 million) • Riverfront Crossings development ($1.6 million) • Burlington /Madison intersection and median ($1.6 million) • Burlington /Clinton intersection improvements ($1.1 million) • Riverfront park at former wastewater site ($1.5 million) Healthy Neighborhoods • Elementary school recreation facility partnership ($0.8 million) • Neighborhood park improvements ($1.5 million) • Iowa River Trail, Benton to Sturgis Park ($2.3 million) • Hwy 1 sidewalk/trail Riverside to Sunset ($1.3 million) • Various miscellaneous utility, road /trail /sidewalk /curb ramp and park repair line items 24 As illustrated above, staff's recommendations on CIP projects are driven by the strategic plan priorities and those projects that are already committed. While there are several additional projects that would further these goals, the City must balance fiscal 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 of $64 million at FY2014 -15 year end, which is 1.3% of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 27% of the allowable level. The following chart provides a historical view of Iowa City's debt in relation to the allowable debt level. Iowa City's internal fiscal policy was revised in April 2010 to specify that the "debt service levy shall not exceed 30% of the city levy in any one fiscal year ". The FY 2014 -15 budget includes a debt service levy that is approximately 25% of the total levy. 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. rky 300 G.O. Debt Outstanding 250 - by Fiscal Year - 200 ro 0 0 150 C C O cDebt Limit 100 ■Outstanding Debt H. at June 30 50 0 Q 1< QJ�O y �( ^^ INN <1 ^A �^0. �(y�y e� ^6 ,�Zl^N Fiscal Year (FY) 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 2014 -15 budget includes a debt service levy that is approximately 25% of the total levy. 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. rky Issues on the Horizon This year's budget was developed with an understanding that revenue sources in future years will be dramatically affected by 2013 reforms at the state level concerning commercial property taxes, the tax classification of multiple - family buildings, and the allowable growth percentage. Some type of property tax reform has been anticipated for several years; this proposed budget continues the advance planning exercised over this period. The statewide changes will disproportionately affect growing communities with large multi - family residential markets like Iowa City. While the total effect of these reforms is uncertain, an early estimate places the potential cumulative lost revenue for Iowa City over the next ten years at up to $50 million. Thus, it is imperative that the City continues to pursue initiatives that reduce the overreliance on property tax revenue and ensure services are being delivered in the most efficient manner possible. Prudent financial decisions in recent years, including those that streamline operations, reduced debt loads, and the shift of Transit operations to an enterprise fund has provided the City some flexibility in dealing with declining property tax revenue, however, in order to maintain services at or near current levels this level of planning must continue. To do otherwise is to risk precipitous drops in service levels or rapidly increasing tax rates as the effects of state reforms are fully realized. While the state legislature intends that a portion of the revenue lost to cities through 2013 reforms will be 'backfilled' by state funding, it has historically been the case in such situations that future state legislatures do not follow through with back-fill funding. Thus, this budget recommends changes to the City's financial policies that will establish an emergency fund, according to industry best practices supported by ratings agencies, to be used for replacement of back-fill revenue should it fail to materialize. Other possible uses for such emergency funds include disaster relief and mitigation funding; health care, insurance, or pension funding anomalies or emergencies; the avoidance of any defaults from the payment of long term or bonded debts; or any other financial emergency declared by the City Council. 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. With the decreasing taxable percentage of commercial property, rate increases would disproportionately affect residential property owners. Rather, it is more realistic that a combination of service cuts and revenue enhancements will need to be considered by the community. One option to diversify revenue sources is to pursue a vote on a local option sales tax. Having achieved its intended purpose for flood recovery, the City did not pursue extending the LOST that expired June 30, 2013. From 2009 to 2013 the LOST generated close to $35 million, all of which is being used for the relocation of wastewater treatment operations outside of the flood plain and the Iowa City Gateway project. Reinstatement of the local option sales tax could help diversify revenue sources and fund expanded initiatives to achieve strategic plan goals. Thus, I recommend a study committee to explore the concept and identify potential uses of LOST revenue. Potential uses could include transportation infrastructure (both road and bicycle), property tax relief, affordable housing initiatives, neighborhood school partnerships, and sustainability projects. PM 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 aging distribution infrastructure necessitate the rate increase recommended in this budget. 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. Moving forward, reserve levels will be analyzed to ensure proper funding of closure and post - closure reserves, as well as adequately funding the replacement reserve. From a capital investment standpoint, the City is continuing to move into the flood mitigation construction phase. The flood projects have consumed a significant amount of City staff time and financial resources. As the community initiates and completes these important projects, more focus and attention can be turned to assignments that directly relate to the organization's strategic plan. Conclusion and Acknowledgements This budget document reflects Iowa City's focus on providing high quality municipal services in a fiscally responsible manner. It was crafted with guidance provided by the City Council through the Strategic Plan. Specifically, the budget takes another step forward in becoming more economically competitive in our region, while providing prudent levels of resources for valued 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. While property tax reform will create funding challenges in the upcoming years, with proper planning and realistic priority setting the City will be in a position to achieve our long -term goals. 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 Dennis Bockenstedt. Additionally, I would like to recognize the hard work and analysis of Budget Analysts Deb Mansfield and Nick Schaul, Administrative Secretary Cyndi Ambrose, and Administrative Analyst Simon Andrew. The compilation of this complex document requires a significant amount of work, which was largely performed by these five employees in the Finance Department and City Manager's Office. Sincerely,, Thomas M. Markus City Manager rrA City of Iowa City, Iowa Strategic Plan Priorities After review and discussion, the City Council identified the following as their strategic planning focus for 2014 -15: Fostering a more INCLUSIVE and SUSTAINABLE Iowa City through a commitment to: • Healthy Neighborhoods • A Strong Urban Core • Strategic Economic Development Activities • A Solid Financial Foundation • Enhanced Communication and Marketing It should be noted, that the City Council has placed an emphasis on making Iowa City more inclusive and sustainable. These two goals are intended to filter through all of the City's activities and thus were not listed as a single isolated priority in the strategic plan. They are rather guiding principles that should be considered when working within each of the stated priorities. As in previous years, staff will prepare an Action Plan for City Council review and approval. The Action Plan will set forth specific goals, defined actions and designation of responsibilities. The status of implementation of the Action Plan will be reviewed on a regular basis with the City Council. Initiatives During the strategic planning session, the City Council identified several new initiatives that will be combined with on -going commitments from the 2012 -13 Strategic Plan and incorporated into the new Action Plan for 2014 -15. Those new initiatives include: Healthy Neighborhoods • Evaluate programs and methods to promote affordable housing including city specific and regional actions • Partner with the ICCSD regarding planned improvements to older schools and the development of new elementary schools that collectively contribute to stronger neighborhoods designed for long -term sustainability Strategic Economic Development Activities • Inform the City Council and the Iowa City community about current programs and services provided by City, Chamber of Commerce, ICAD and others to foster local business growth and economic development; and review duties and responsibilities of the various organizations engaged in economic development in Iowa City • Forge additional partnerships with the University of Iowa (Research Park, mixed use, etc.) • Examine enhancing the CDBG micro - enterprise loan program to demonstrate to the general public that Iowa City is committed to serving all populations and ensuring the long -term sustainability of the community. 28 Enhanced Communication and Marketing • Advance intent of Ad Hoc Diversity Committee recommendations and develop new programs /initiatives that directly respond to ongoing concerns • Increase the diversity of city staff and department leadership • Explore ways to facilitate and improve relations between city staff and minority residents • Achieve greater racial /ethnic diversity on city boards and commissions • Examine alternative approaches to delivering services and programs for senior citizens • Consider establishing council member "listening posts" on a regular basis in different parts of the city; consider the possibility of joint listening posts with representatives of other governing bodies • Meet on regular basis with members of the ICCSD board • Develop comprehensive communications plan and a marketing strategy for the community • Incorporate the 2013 Sustainability Assessment findings into operations and develop an associated action plan for the community. Strategic Plan and the Budget This FY 2015 budget 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 Direct discretionary funding to projects and initiatives that directly align with the stated priorities of the Strategic Plan, and 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. r &I City of Iowa City Other Planning Processes Comprehensive Plan /District Plans - The City of Iowa City Comprehensive Plan, titled Iowa City 2030, was adopted in the summer of 2013; 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. Kin 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. Iowa City Public Library Strategic Plan — The Library's current strategic plan covers years FY11 -FY15. The plan establishes the Library's mission to be, "an innovative and responsive community center that supports lifelong learning, literacy, and access to the world of ideas." The plan also establishes four primary goals including making the library easier to use and more accessible, improving visibility and awareness, developing partnerships, and providing resources to the community. A strategic planning process update has begun that will address library services in FY16 and beyond. 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. 31 U U @ \[ /_ ƒ a R » \\ § o \\)\ _ / ) \ - .o o J))ƒ / U )§ /) G amE \)))! C) / \ \ \ \ § \E )))}]) CL \ � lE 8 EAE 7 t \2\ f $ /ff \[ /_ ƒ j » \\ % \\)\ \ _ ) \ - .o § J))ƒ §)!,! {{ / 2 ° » �)0m0 /) )§ /) G amE \)))! C) / \ \ \ \ § \E )))}]) CL \ � lE 8 EAE 7 t \2\ f $ /ff \[ /_ ƒ % \\)\ \ �� ) \ - .o o 0. §)!,! / 2 ° » �)0m0 /) m \ )§ /) G amE \)))! C) / \ \ \ \ § \E )))}]) CL \ � lE 8 EAE 7 t \2\ f $ /ff p§` &> ( kU) f7 & !2 \ ),E !( CL 0 2 j,2{ /kl,442 5 EI !� 0 \ E &E� o ° kf{ \ \\ \\) \�) \) \j: » )\\ °{ /�{ E 2 2000. 3 $ \[ /_ ƒ % \\)\ p§` &> ( kU) f7 & !2 \ ),E !( CL 0 2 j,2{ /kl,442 5 EI !� 0 \ E &E� o ° kf{ \ \\ \\) \�) \) \j: » )\\ °{ /�{ E 2 2000. 3 $ 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 Citizens Police Review Board (CPRB). Boards and Commissions: The Citizens Police 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 CPRB 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: BBi FY2013 FY2014 FY2015 Total FTEs 1 4.00 4.00 4.00 BBi 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: 34 FY2013 FY2014 FY2015 Total FTEs 1 5.60 5.60 5.60 34 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 • Cable Television • Communications Office • 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, conducts trainings, and serves as staff to the Human Rights Commission. K1y The Cable Television 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": IGN FY2013 FY2014 FY2015 Total FTEs 1 17.63 17.63 16.63 IGN Finance Director: Dennis Bockenstedt Office Location: 410 E. Washington St. Phone: (319) 356 -5050 Finance Department Divisions: General Fund: Internal Service: • Administration . Information Technology Services • Accounting . Risk Management • Purchasing • Revenue MISSION STATEMENT Y FY2013 -2015 FINANCIAL FLAN far 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. 16YA 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": Kia FY2013 FY2014 FY2015 Total FTE's 38.84 38.06 35.18 Kia 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 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 23 non - sworn personnel. 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, Computer Operations, Training / Accreditation, Crime Prevention, Planning and Research, Animal Control, and Community Relations. 1914 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 Department Personnel: em FY2013 FY2014 FY2015 Total FTEs 1 103.00 105.00 105.00 em Fire Chief: Administrative Office Location: Phone (Administration /non- emergency): John Grier 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. 41 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 reaccredited agency status through the Commission on Fire Accreditation International in 2013. 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 5,000 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: era FY2013 FY2014 FY2015 Total FTE's 1 65.0 65.0 64.0 era 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. E1161 The Housing Inspection division inspects more than 18,000 rental units biannually, 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: Subsequent to adoption of the FY2015 budget a new department has been formed. The Neighborhood & Development Services Department will encompass both Housing & Inspection Services and Planning & Community Development Department. It will be presented as the Neighborhood & Development Services Department beginning in the FY2016 budget. 44 FY2013 FY2014 FY2015 Total FTEs 1 28.73 25.74 23.74 Subsequent to adoption of the FY2015 budget a new department has been formed. The Neighborhood & Development Services Department will encompass both Housing & Inspection Services and Planning & Community Development Department. It will be presented as the Neighborhood & Development Services Department beginning in the FY2016 budget. 44 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 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. El 1.1 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: ere FY2013 FY2014 FY2015 Total FTEs 1 44.25 44.25 44.25 ere Library Director: Location: Phone: Susan Craig 123 South Linn Street (319) 356 -5200 ICPL Hours of Operation: Mon - Thurs: 10am -9pm Friday: 10 am -8pm Saturday: 10 am -6pm Sunday: 12pm -5pm MISSION STATEMENT Iowa City Public Library Divisions: Library Operations 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. Q42M:A9LVi1401111911 *191N129IQ01 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. er1A 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: era FY2013 FY2014 FY2015 Total FTEs 1 44.63 45.13 45.13 era Senior Center Coordinator: Location: Phone: The ' Center b V4WA 0N1 N CouI 9[X,011 (.'� 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 &I 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: 6111 FY2013 FY2014 FY2015 Total FTEs 1 6.50 6.50 6.50 6111 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. 51 • 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. 52 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: Subsequent to adoption of the FY2015 budget a new department has been formed. The Neighborhood & Development Services Department will encompass both Housing & Inspection Services and Planning & Community Development Department. It will be presented as the Neighborhood & Development Services Department beginning in the FY2016 budget. W FY2013 FY2014 FY2015 Total FTEs 1 19.13 19.15 17.53 Subsequent to adoption of the FY2015 budget a new department has been formed. The Neighborhood & Development Services Department will encompass both Housing & Inspection Services and Planning & Community Development Department. It will be presented as the Neighborhood & Development Services Department beginning in the FY2016 budget. W 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 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 nine 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. 54 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 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: 61.7 FY2013 FY2014 FY2015 Total FTEs 1 157.60 153.60 154.60 61.7 Transportation Services Director: Chris O'Brien Parking Office Location: 335 Iowa Avenue Phone: (319) 356 -5096 Transit Office Location: 1200 South Riverside Dr. Phhone: (319) 356 -5151 bon www.ebon o.or OHO �� 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: 614 FY2013 FY2014 FY2015 Total FTEs 1 81.00 77.50 77.50 614 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: M FY2013 FY2014 FY2015 Total FTEs 1 1.00 1.00 1.00 M City of Iowa City Fund Structure Major funds 617 Budgetary Funds Non - Budgetary Funds Debt Capital General Special Permanent Enterprise Internal Service Projects Fund Revenue Funds Funds Funds vice Funds Fund Fund * *) Community Debt Service Perpetual Care Capital General (10 Development Block (50 * *) (6001) Parking (710 *) Projects Equipment (810 *) Grant (2100) HOM E Grant(2110) Transit (715 *) Risk Management Services (8200) Wastewater Information Road Use Tax (2200) Treatment (720 *) Technology Services 830* Other Shared Water (730*) Central Services Revenues(2300) (8400) Energy Efficiency & Refuse Collection Health Insurance Conservation Block (7400) (8500) Grant 2310 UniverCity (2315) Landfill (750 *) Dental Insurance (8600) Metro Planning Organization of Airport (7600) J Johnson County 2350 Stormwater Employee Benefits Management Agency Funds (2400) 7700 Peninsula Apartments Cable Television Project Green (9102) (2510) (780 *) Tax Increment Public Housing Financing (26 * *) Authority (79 * *) General Rehabilitation & Improvement Program (2810) Self- Supporting Municipal Improvement District 2820 Major funds 617 1 all BZel A IM Wd 1o] 01 IS3 r :11l61 to] N 9 A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The City, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance - related legal requirements. All of the funds of the City can be divided into three categories: governmental funds, proprietary funds, and fiduciary funds. Governmental Funds • The General Fund is the City's primary operating fund and includes activities in the following areas: general government administration, public work administration, public safety, cultural and recreational activities, community and economic development. • Special Revenue funds account for proceeds from specific sources (other than those accounted for within capital projects funds) which are usually required by law or regulation to be accounted for in separate funds and to be expended for specific purposes. Examples include the employee benefits tax levy; Community Development Block Grant (CDBG), Road Use Tax receipts; activities of the Metropolitan Planning Organization of Johnson County (formerly known as JCCOG), taxes generated for a Self- Supporting Municipal Improvement District (SSMID), and tax increment financing (TIF) property tax receipts. • The Debt Service Fund accounts for principal and interest payments on the City's general long -term debt. Funding is provided by the debt service property tax levy, transfers from Water Operations, and loan repayments. • Capital Project funds account for the acquisition and /or construction of major facilities and assets in excess of $25,000. • Permanent funds account for resources in which the entity is restricted to expending earnings and not principal for purposes that support a specific program. The City has one permanent fund, the Perpetual Care fund, which supports the City's cemetery. Proprietary Funds • Enterprise funds are primarily self- supporting in that they are financed by program and /or user fees for the services provided. Such functions for the City of Iowa City include Parking, Transit, Wastewater Treatment, Water, Refuse / Solid Waste, Landfill, and Storm Water Management. The Iowa City Airport, Cable Television, and Iowa City Housing Authority are also classified as enterprise funds. The Iowa City Airport is not self - supporting at this time and receives $100,000 property tax subsidy each year. Cable Television is funded through a non - exclusive franchise agreement. The Iowa City Housing Authority's primary funding source is through the Department of Housing and Urban Development (HUD)'s federal grant and voucher programs. • Internal Service funds (non- budgetary) are also self- supporting and financed on a cost - reimbursement basis through charges to the departments and divisions (budgetary units) which utilize their goods and services. Such activities are not reportable, based on the State of Iowa's budget filing requirements, nor are they reflected in the government -wide financial statements. Funds in this category include Equipment, Information Technology Services, Risk Management, Central Services, and the Health and Dental Reserves. Fiduciary Funds • Agency funds (non- budgetary) are fiduciary funds that account for resources held for the benefit of parties outside the city government. For this reason, agency funds are not appropriated through the budget process, nor are they reflected in the government -wide financial statements. The City has one agency fund presented, Project Green. Agency funds do not report revenues and expenditures; they only report assets and liabilities. 59 Departments & Divisions by Fund General Fund City Council Housing & Inspection Services Housing & Inspection Administration City Clerk Building Inspections Housing Inspections City Attorney Housing Authority City Manager Parks & Recreation City Manager Parks & Recreation Administration Communications Office Recreation Administration Human Resources Park Maintenance Human Rights Cemetery Operations Finance Library Finance Administration Library General Accounting Library Foundation Purchasing Revenue Senior Center Police Planning & Community Development Police Administration Planning & Community Development Admin Police Administrative Services Urban Planning Police Field Operations Community Development Economic Development Fire Neighborhood Services Fire Administration Human Services Fire Emergency Operations Fire Prevention Public Works Fire Training Public Works Administration Engineering Services RES 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 Tax Increment Financing Fund Planning & Community Development Planning & Community Development Admin General Rehabilitation & Impry Program Planning & Community Development Community Development Self- Supporting Municipal Impry District 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 Perpetual Care Parks & Recreation Cemetery Operations Permanent Funds 61 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 Equipment Fund Public Works Equipment rise Funds Landfill Fund Public Works Landfill Operations Airport Fund Airport Operations Airport Operations Storm Water Management Fund Public Works Storm Water Cable Television Fund City Manager Cable Television Housing Authority Fund Housing & Inspection Services Housing Authority Internal Service Funds Risk Management Services Fund Finance Risk Management Information Technology Services Fund Finance Central Services Fund Finance Purchasing Health Insurance Fund Finance Finance Administration Dental Insurance Fund Finance Information Technology Services Finance Administration 62 F Y 2 0 1 5 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) IUNA:ra Mill 9 Eel ki[•]ad:1:8aInilLl Eel Film »aLl I Introduction This Three -Year Financial Plan is for fiscal years FY2014 through FY2016, which begins July 1 and ends June 30. The Financial Plan includes the current year revised budget, the one -year annual budget as required by Iowa Code, and provides an additional projection year 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 FY2014 through FY2018. Basis of Accounting The modified accrual basis of accounting has been used for preparation of the City's fiscal year 2015 budget for all funds and fund types including proprietary funds. Fiscal year 2015 will be the City's first budget using the modified accrual basis of accounting, whereas prior year budgets were prepared using the cash basis of accounting. The modified accrual basis of accounting used in the preparation of the fiscal year 2015 budget is similar to the accounting basis used in the City's Comprehensive Annual Financial Report (CAFR) for the governmental funds, except for the treatment of interfund loans, loan repayments, and same fund transfers. Mi All of the City "s governmental funds are accounted for using the modified accrual basis of accounting. The modified accrual basis of accounting uses a current financial resources measurement focus, which generally includes only current assets and current liabilities on the balance sheet. 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. This basis differs from that used in the CAFR for the government -wide financial statements and the proprietary fund statements. The government -wide financial statements and the proprietary fund statements are accounted for on the flow of economic resources measurement focus and use the accrual basis of accounting in the City "s CAFR. 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 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. Annual Preparation Schedule 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 early October, Department and Division Heads are able to access their respective budget projections. They can make adjustments to their budget during this time. They review salary projections, history of each Department /Division "s actual line item expenditures, and projected revenues and costs covered by the Financial Plan. (The Finance Department projects revenues individually and uses a combination of inflation factors and individual costs to project expenditures.) In late October, budget entry is restricted and only accessible to the Finance Department. In November, the Finance Department reviews the budget projections with requests added and compiles them all into a budget. All budget forms and adjustments are forwarded to the City Manager. 11-M 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 "sthree - year Financial Plan is adopted as the annual budget to satisfy State requirements. Amending the Adopted Budget Budget 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, and the second and /or final hearing is in late spring. All amendments must be formally approved and certified to the State of Iowa by May 31 sc as required by law. The fall budget amendment is primarily comprised of appropriations from the prior year that must be „carried- forward" or re- appropriated as part of the new fiscal year. These carry forwards are in two forms 1) unspent department appropriations, and 2) incomplete capital improvement projects. Departments may request to carry appropriations forward into the next fiscal year that remain unspent at the end of the fiscal year. These requests are submitted to the Finance Director for review and then approved or denied by the City Manager. In order for an appropriation to be carried forward into the next fiscal year, it must meet the following criteria: 1) The appropriation must be for an item or service specifically listed in the requesting department's budget. Appropriations for regular and ordinary operating expenditures may not be carried forward. Purchases of items and services not listed in the requesting department's budget are not eligible for carryover. 2) The amount of the appropriation may not be lower than the lesser of 1) one percent of the activity "s budget, or 2) $5,000. 3) All appropriations to be carried forward are contingent upon adequate, available resources and fund balance. MA In addition to these carry forward requests, there are many capital improvement projects that span across fiscal years. These projects must be re- appropriated in accordance with State budget law. The Finance Department compiles a summary of capital projects and their remaining, unspent appropriations, and then these unspent project appropriations are included as part of the budget amendment for the following fiscal year. These two types of budget carry forwards are the primary basis for the first budget amendment of the year. The second budget amendment is compiled during the annual budget process. While department budget requests for the next year are being compiled during the budget process, departments also submit their revised budget requests for the current year. These requests help formulate the revised budget for the current year. Revisions to the current year budget must still comply with the City "s budget amendment policy. Following the completion of the next year "s budget process and approval in March, the second budget amendment is compiled and submitted for City Council approval. 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. [H7 Financial Plan Preparation Schedule FY2015 — 2016 October 1. 2013 October 25 October 28 — November 15th November 18 — December 3rd November 18 thru December 13th December 19 January 2014 January 31 February 18 FY15 budget projections are available to Departments /Divisions. Department /Division budget entry deadline. City Manager, Finance Administration, department directors and managers review financial plan. Input approved adjustments from City Manager. Preparation of the proposed financial plan and FY15 budget by Finance Administration. Distribution of proposed Financial Plan to City Council. (PDF due to Clerk's office December 18th) City Council budget work sessions. State forms prepared. Set Public Hearing & send hearing notice to newspaper. March 4 Hold Public Hearing. City Council approves FY2015 budget , the FY2015 -2016 Financial Plan and FY2014- FY2018 CIP Plan. March 15 File deadline date for budget with Iowa Department of Management and Johnson County Auditor M FINANCIAL AND FISCAL POLICIES The City of Iowa City's financial policies set forth the basic framework for the overall fiscal management of the City. These policies assist the decision - making process of the City Council. These policies provide guidelines for evaluating both current activities and proposals for future programs. Most of the policies represent long- standing principles, traditions and practices, and follow generally accepted accounting principles which have guided the City in the past and have helped maintain financial stability. OPERATING BUDGET POLICIES • The City will prepare an annual balanced budget for all operating funds. A balanced budget is one that has revenues sufficient to equal expenditures. • The City will maintain a budgetary control system to ensure adherence to the budget and will prepare monthly reports comparing actual revenues and expenditures to budgeted amounts. • Operating budgets are established on a fund /department /program basis. • A contingency account will be maintained in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected small increases in service delivery costs, budgeted annually at approximately % of one percent of expenditures and transfers out. The City Council will be informed semi- annually on staff initiated amendments from the contingency account to the operating programs within the General Fund. • Budget amendments may be made throughout the year with approval of the Department Director, Director of Finance and the City Manager. The City Council formally reviews and approves all amendments processed by staff twice a year — once in the late summer /early fall and once in the spring. • 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. . Emergency funds will be transferred to operations for the following purposes: - to provide natural or other disaster response or mitigation funding /interim loans - to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance rm - to mitigate pension, insurance, or health care funding anomalies, emergencies, or spikes - to avoid any defaults from the payment of long term or bonded debts - for any other financial emergencies declared by the City Council OPERATING BUDGET PREPARATION CRITERIA General Guidelines: - Maintain the fiscal integrity of the City's operating and capital improvement budgets in order to provide services and to construct and maintain the City's infrastructure. - Maintain the City's responsible fiscal position and AAA bond rating. - Present budget data to the City Council in a format that will facilitate annual budget decisions based on a three -year planning perspective. Provide the City Council with a summary of the three -year forecasts. - Encourage citizen involvement in the annual budget decision - making process through public hearings, informal meetings, budget briefs and related informational effo rts. Service Level Guidelines: Deliver service levels which are consistent with the citizens' willingness to pay and the City's available resources. Base decisions to reduce service levels or eliminate programs on City -wide priorities. Recognize that City employees are one of the City government's most valuable resources and are essential to the delivery of high quality, efficient services. Revenue Guidelines: Property tax levy rates will not exceed the limits as established by the State of Iowa. - Revise user fee rate structures to charge the costs of service provided to the benefiting customers, while maintaining sensitivity to the needs of low income citizens. Expenditure Guidelines: Support responsible management efforts to increase productivity by providing resources for office automation, preventive maintenance, risk management /employee safety, and employee training. 71 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, Cable Television and Water funds will be self - supporting through user fees. Self- supporting shall be defined as maintaining a positive net income after depreciation but before capital contributions, transfers, and extraordinary items. - 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. rra • 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 • 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. VA] • The City shall utilize available funding sources for capital improvements whenever practical and feasible such as but not limited to: - federal and state grant funds - special assessments - developer contributions • The City will maintain its physical assets at a level adequate to protect the City's capital investment and to minimize future maintenance and replacement costs. The budget will provide for the adequate maintenance and the orderly replacement of the capital plant and equipment from current revenues when possible. RESERVE POLICIES • The City will establish a contingency line -item in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected small increases in service delivery costs, budgeted at % of one percent of expenditures. • Operating fund balances at fiscal year -end will be maintained at a level to ensure sufficient cash flow throughout the fiscal year. Unassigned fund balance in the General Fund reserves will not go below 15% of total expenditures and transfers out, with a ceiling of 25 %. Fund balances in excess of 25% will be transferred to the City's Emergency fund, used to retire outstanding debt, and /or be used to provide property tax relief. • The City will create an Emergency fund and will strive to maintain the balance at an amount equal to the State reimbursement for commercial /industrial property tax replacement plus the City's pension and OPEB liabilities. • Reserves will be maintained in the Water, Wastewater, and Parking funds, and all business -type funds that have issued revenue bonds, in accordance with the applicable bond covenant provisions. • Reserves will be maintained in the City's business -type funds to ensure sufficient cash flow throughout the year as well as funds for capital repairs and infrastructure replacement. Unassigned reserves shall be limited to accumulated depreciation plus 25% of expenditures and transfers out. Excess reserve balances will be transferred to the Emergency fund, used to retire outstanding debt, used to provide utility rate relief, or be reserved for future capital improvement needs. • Reserves will be maintained for equipment replacement and for unexpected major repairs in the following areas: Parking, Wastewater, Water, Landfill, Transit, Cable Television, Equipment Replacement, Information Technology Services, Central Services, 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. Excess reserve balances may be transferred to the Emergency fund if the City's OPEB liabilities are not fully funded. 74 • 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 Service Fund, but will be abated from revenues from the respective Enterprise Fund(s). 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. This will include the current revised year and two projected years. • A Multi -Year Capital Improvement Program budget will be prepared, reviewed and revised annually. • An independent audit will be performed annually for all City funds. • The City will produce a Comprehensive Annual accordance with generally accepted accounting Governmental Accounting Standards Board. M1 Financial Report (CAFR) in principles as outlined by the City of Iowa City All Fund Summary Fiscal Year 2015 Estimated Estimated 849,708 - Unassigned Fund Fund Restricted, Fund Balance Budgeted Transfers Budgeted Transfers Balance Committed, Balance 7/1/2014 Revenues In Expenditures Out 6/30/2015 Assigned 6/30/2015 Budgetary Funds 10 ** General Fund Special Revenue Funds 2100 CDBG & CDBG Rehab 2110 HOME Program 2200 Road Use Tax 2300 Other Shared Revenue 2310 Energy Efficiency and Conservation 2315 UniverCity Neighborhood Partnrshir 2350 Metropolitan Planning Organization 2400 Employee Benefits 2510 Peninsula Apartments 26 ** Tax Increment Financing 2810 General Rehabilitation and Impry 2820 SSMID: Downtown District 50 ** Debt Service Fund Permanent Funds 6001 Perpetual Care Enterprise Funds 710* Parking 715* Transit 720* Wastewater Treatment 730* Water 7400 Refuse Collection 750* Landfill 7600 Airport 7700 Stormwater Management 780* Cable Television 79 ** Housing Authority Capital Project Funds Sub -total Budgetary Funds Non - Budgetary Funds Internal Service Funds 810* Equipment 8200 Risk Management Loss Reserve 830* Information Technology 8400 Central Services 8500 Health Insurance Reserve 8600 Dental Insurance Reserve Agency Funds 9102 Project Green Sub -total Non-Budgetary Funds Total All Funds $ 20,676,017 $ 48,016,536 $ 8,782,808 $ 52,313,602 $ 3,887,016 $ 21,274,743 $ 5,666,299 $ 15,608,444 341,170 1,006,351 - 849,708 - 497,813 - 497,813 88,173 641,922 - 594,330 - 135,765 - 135,765 3,289,746 6,657,760 390,883 5,624,316 1,020,214 3,693,859 - 3,693,859 (105,214) 3,700,000 - 3,150,000 - 444,786 - 444,786 26,884 137,805 - 171,136 - (6,447) - (6,447) (2,645) - - - - (2,645) - (2,645) 125,585 323,545 353,596 696,562 - 106,164 - 106,164 1,806,806 9,714,870 - 595,717 8,938,242 1,987,717 - 1,987,717 80,179 60,559 - 56,225 - 84,513 - 84,513 (227,671) 652,624 - 155,525 652,624 (383,196) - (383,196) 1,590 296,141 - 296,141 - 1,590 - 1,590 5,279,826 13,497,271 1,125,849 13,780,399 - 6,122,547 - 6,122,547 115,091 - - - - 115,091 - 115,091 5,822,487 5,167,627 843,550 4,238,247 1,343,550 6,251,867 1,679,996 4,571,871 3,501,775 4,032,763 2,971,842 6,544,321 110,388 3,851,671 1,745,925 2,105,746 23,311,727 13,283,613 4,559,962 10,332,884 8,459,962 22,362,456 9,860,329 12,502,127 10,762,018 9,242,556 2,008,715 8,075,239 4,256,340 9,681,710 4,194,487 5,487,223 744,514 3,017,982 - 3,006,805 - 755,691 - 755,691 24,092,806 5,288,063 835,601 4,375,589 1,397,087 24,443,794 20,703,026 3,740,768 347,331 322,091 68,415 358,380 32,126 347,331 100,000 247,331 1,116,762 1,202,321 - 705,953 - 1,613,130 - 1,613,130 1,557,904 687,580 25,000 688,566 80,000 1,501,918 270,059 1,231,859 6,162,829 7,393,837 - 7,343,842 44,737 6,168,087 2,775,386 3,392,701 28,588,868 25,197,768 9,046,065 50,578,591 12,254,110 12,254,110 $ 137,504,557 $ 159,541,585 $ 31,012,286 $ 174,532,078 $ 30,222,286 $ 123,304,065 $ 46,995,507 $ 76,308,557 $ 9,446,577 $ 5,919,870 $ - $ 6,643,635 $ 790,000 $ 7,932,812 $ 6,550,968 $ 1,381,844 3,227,033 1,398,223 - 1,495,273 - 3,129,983 - 3,129,983 2,083,308 1,901,016 - 2,077,726 - 1,906,598 - 1,906,598 752,263 238,071 - 241,938 - 748,396 - 748,396 10,368,182 7,678,437 - 7,703,828 - 10,342,791 3,954,092 6,388,699 103,402 365,000 - 379,829 - 88,573 - 88,573 ILGi Budgetary Fund Revenues General Fund 10 ** General Fund Special Revenue Funds 2100 Community Development Block Grant 2110 HOME 2200 Road Use Tax Fund 2300 Other Shared Revenue 2310 Energy Eff & Cons Block Grant 2315 UniverCity Neighborhood Partnership 2350 Metro Planning Org of Johnson Cty 2400 Employee Benefits 2510 Peninsula Apartments 26 ** Tax Increment Financing 2810 General Rehab & Improvement Prgm 2820 SSMID- Downtown District Debt Service Fund 5 * ** Debt Service Permanent Funds 6001 Perpetual Care Enterprise Funds 710* Parking 715* Mass Transit 720* Wastewater 730* Water 7400 Refuse Collection 750* Landfill 7600 Airport 7700 Stormwater 780* Cable Television 79 ** Housing Authority Capital Project Funds Capital Projects Total Budgetary Revenues Non - Budgetary Fund Revenues Internal Service Funds 810* Equipment 8200 Risk Management 830* Information Technology 8400 Purchasing 8500 Health Insurance Reserves 8600 Dental Insurance Reserves Total Non - Budgetary Expenditures City of Iowa City All Funds Revenues by Fund 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projected $ 49,937,485 $ 53,914,461 $ 50,939,996 $ 48,472,788 $ 48,016,536 $ 48,101,569 2,750,882 909,142 1,249,318 1,192,499 1,006,351 1,006,350 1,073,247 815,658 749,760 700,000 641,922 641,920 5,964,592 6,503,513 6,591,930 6,608,316 6,657,760 6,657,765 13,215,271 5,956,946 3,179,010 785,000 3,700,000 3,150,000 (30,700) 430,786 100,251 50,278 137,805 88,962 2,852,929 4,538,391 1,284,035 - - - 309,075 319,826 317,399 332,977 323,545 328,260 9,990,925 10,150,122 9,689,814 9,775,069 9,714,870 9,732,711 59,728 58,963 60,559 58,883 60,559 60,560 847,377 839,486 408,274 453,937 652,624 1,031,912 101,129 153,672 - - - - - - 277,672 275,320 296,141 317,108 23,596,499 13,507,482 14,072,873 12,396,568 13,497,271 13,497,271 266 239 405 239 - - 5,349,414 4,851,940 4,959,159 4,721,734 5,167,627 5,167,770 - - 3,896,478 4,029,104 4,032,763 3,824,780 13,126, 884 12,995,670 13, 283,613 12,995, 201 13,283,613 13,107,720 8,237,210 13,799,113 8,993,449 8,386,021 9,242,556 9,676,125 2,899,485 2,958,686 2,945,036 2,984,915 3,017,982 3,050,819 5,845,601 5,488,647 5,095,703 5,521,838 5,288,063 5,331,879 670,924 711,488 652,283 547,819 322,091 324,456 632,880 787,310 972,369 1,201,860 1,202,321 1,227,290 808,650 823,849 829,637 841,569 687,580 684,664 7,923,886 7,335,275 7,340,886 8,115,568 7,393,837 7,423,420 24,455,973 19,216,808 35,772,665 66,296,981 25,197,768 26,832,434 $180,619,612 $ 167,067,473 $ 173,662,574 $ 196,744,484 $159,541,585 $ 161,265,745 $ 5,482,982 $ 5,652,704 $ 5,858,464 $ 5,885,820 $ 5,919,870 $ 6,043,893 1,829,911 1,530,530 1,273,402 1,087,931 1,398,223 1,396,475 1,838,063 2,017,746 1,860,961 1,842,517 1,901,016 1,923,030 240,160 238,989 236,554 238,871 238,071 239,950 7,828,599 7,884,269 7,619,744 7,935,184 7,678,437 7,912,110 338,589 344,320 352,828 352,881 365,000 375,574 $ 17,558,304 $ 17,668,558 $ 17,201,953 $ 17,343,204 $ 17,500,617 $ 17,891,032 Total Revenues - AllFunds $198,177,916 $184,736,031 $190,864,527 $214,087,688 $177,042,202 $179,156,777 IN City of Iowa City All Funds Revenues by Type Ifl 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projected Budgetary Fund Revenues Property Taxes $ 47,825,754 $ 49,542,640 $ 50,416,210 $ 50,307,189 $ 51,608,730 $ 50,589,145 Current Taxes 47,825,754 49,542,640 50,416,210 50,307,189 51,608,730 50,589,145 Delinquent Property Taxes 7,688 1,219 3,408 Delinquent Taxes 7,688 1,219 3,408 - - - T1F Revenues 846,062 838,766 376,192 453,937 652,624 1,031,912 TIF Revenues 846,062 838,766 376,192 453,937 652,624 1,031,912 Other City Taxes 10,865,460 11,314,443 11,216,538 4,743,992 2,594,500 2,648,211 Other City Taxes 10,865,460 11,314,443 11,216,538 4,743,992 2,594,500 2,648,211 Licenses, Permits, & Fees 2,221,561 2,140,219 2,610,554 2,194,336 2,265,527 2,235,994 General Use Permits 61,723 56,953 76,896 56,953 74,492 71,885 Food & Liq Licenses 114,805 99,187 109,068 98,363 103,933 103,933 Professional License 14,982 17,310 18,190 14,705 17,955 18,793 Franchise Fees 804,200 820,285 821,183 838,468 679,174 679,174 Misc Permits & Licenses 8,685 9,346 9,914 9,346 9,964 10,140 Const Per & Ins Fees 1,193,343 1,111,460 1,553,320 1,147,103 1,356,956 1,328,521 Misc Lic & Permits 23,823 25,678 21,983 29,398 23,053 23,548 Use Of Money And Property 7,643,563 7,964,181 7,480,408 7,021,561 2,263,791 2,265,299 Interest Revenues 988,810 1,742,733 1,038,618 991,785 871,485 870,024 Rents 1,098,723 1,104,933 1,095,260 1,150,448 1,315,989 1,320,704 Parking Meter Revenue 798,340 790,574 789,191 1,090,574 - - Parking Lot Revenue 225,194 191,355 212,500 177,495 - - Parking Ramp Revenue 3,822,064 3,905,901 4,136,730 3,486,614 - - Misc Parking Revenue 630,063 162,415 132,547 58,385 - - Royalties & Commissions 80,369 66,270 75,562 66,260 76,317 74,571 Intergovernmental 39,439,206 35,804,373 55,513,718 63,706,524 40,984,912 36,838,069 Fed Intergovnt Revenue 10,214,771 12,129,597 29,151,485 32,279,775 19,039,798 16,821,000 Property Tax Credits 35,250 49,372 57,528 24,888 1,083,921 2,125,340 Road Use Tax 5,890,842 6,447,020 6,508,053 6,548,683 6,616,545 6,616,545 State 28E Agreements 1,526,712 1,614,125 1,761,212 1,720,187 1,914,181 1,922,887 Operating Grants 81,781 61,033 76,694 61,033 81,500 81,500 Disaster Assistance - 1,418 261,106 361,172 - - Other State Grants 20,671,216 14,532,429 16,699,487 21,346,430 11,265,256 8,282,365 Local 28E Agreements 1,018,634 969,379 998,153 1,364,356 983,711 988,432 Charges For Fees And Services 32,181,519 32,202,417 33,437,219 33,067,340 39,115,542 39,550,316 Building & Devlpmt 304,404 330,934 476,716 335,900 340,829 340,834 Police Services 101,050 135,035 269,023 136,460 30,705 30,705 Animal Care Services 12,078 9,539 8,873 12,000 11,420 11,420 Fire Services 7,179 9,086 10,529 10,651 10,305 10,305 Transit Fees 1,060,227 1,121,409 1,292,339 1,367,269 1,290,908 1,290,910 Culture & Recreation 783,127 780,074 728,364 795,572 831,155 879,155 Library Charges 114 304 57 304 57 158 Misc Charges For Services 127,351 75,239 57,590 176,753 50,569 69,079 Water Charges 8,038,944 8,232,517 8,679,147 8,232,517 9,087,539 9,520,574 Wastewater Charges 12,682,773 12,548,976 12,889,204 12,548,976 12,889,204 12,712,490 Refuse Charges 3,349,466 3,395,269 3,321,736 3,472,353 3,395,719 3,434,199 Landfill Charges 5,083,840 4,778,585 4,733,705 4,778,585 4,733,705 4,774,661 Stormwater Charges 630,966 785,450 969,936 1,200,000 1,200,000 1,225,000 Parking Charges - - - - 5,243,427 5,250,826 Miscellaneous 5,919,896 5,613,986 5,831,390 6,167,477 6,522,542 9,008,415 Code Enforcement 411,418 455,264 451,306 461,664 455,386 455,836 Parking Fines 777,341 744,285 673,223 944,285 975,000 975,000 Library Fines & Fees 211,610 201,157 182,418 201,157 182,418 182,418 Contrib & Donations 358,585 254,392 941,615 895,816 286,139 2,636,139 Printed Materials 42,491 43,063 44,196 39,041 39,569 39,570 Animal Adoption 12,268 13,020 10,620 13,020 11,264 11,969 Misc Merchandise 94,792 67,091 62,252 66,724 64,174 66,655 Intra -City Charges 2,779,569 2,669,720 2,587,123 2,801,614 2,739,292 2,739,337 Other Misc Revenue 1,228,500 1,164,254 877,624 744,156 1,769,300 1,901,491 Special Assessments 3,322 1,740 1,013 - - - Ifl Other Financial Sources Debt Sales Sale Of Assets Insurance Recoveries Loans Total Budgetary Revenues Non - Budgetary Fund Revenues Internal Service Funds Total Non- Budgetary Revenues Total Revenues -All Funds Other Finan 9, Miscellaneous 4% $ 17,558,304 $ 17,668,558 $ 17,201,953 $ 17,343,204 $ 17,500,617 $ 17,891,032 $ 17,558,304 $ 17,668,558 $ 17,201,953 $ 17,343,204 $ 17,500,617 $ 17,891,032 $ 198,177,916 $ 184,736,031 $ 190,864,527 $ 214,087,688 $177,042,202 $ 179,156,777 Budgetary Fund Revenues by Type Charges For Fees And Services 25% IB] Property Taxes 32% Intergovernmental 26% -venues 3% Other City Taxes 2% senses, Permits, & Fees 1% F Money And Property 1% City of Iowa City All Funds Revenues by Type 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projected 33,668,903 21,645,229 6,776,937 29,082,128 13,533,417 17,098,384 27,488,246 14,845,362 2,690,020 23,311,613 8,893,180 12,459,696 1,202,557 4,059,276 1,997,537 3,109,950 2,086,450 2,081,450 619,822 54,640 7,520 - - - 4,358,278 2,685,951 2,081,860 2,660,565 2,553,787 2,557,238 $ 180,619,612 $ 167,067,473 $ 173,662,574 $ 196,744,484 $159,541,585 $ 161,265,745 $ 17,558,304 $ 17,668,558 $ 17,201,953 $ 17,343,204 $ 17,500,617 $ 17,891,032 $ 17,558,304 $ 17,668,558 $ 17,201,953 $ 17,343,204 $ 17,500,617 $ 17,891,032 $ 198,177,916 $ 184,736,031 $ 190,864,527 $ 214,087,688 $177,042,202 $ 179,156,777 Budgetary Fund Revenues by Type Charges For Fees And Services 25% IB] Property Taxes 32% Intergovernmental 26% -venues 3% Other City Taxes 2% senses, Permits, & Fees 1% F Money And Property 1% Budgetary Fund Expenditures General Fund 10 ** General Fund Special Revenue Funds 2100 Community Dev Block Grant 2110 HOME 2200 Road Use Tax Fund 2300 Other Shared Revenue 2310 Energy Eff & Cons Block Grant 2315 UniverCity Neighborhood Partnership 2350 Metro Planning Org of Johnson Cty 2400 Employee Benefits 2510 Peninsula Apartments 26 ** Tax Increment Financing 2810 General Rehab & Improv Program 2820 SSMID- Downtown District Debt Service Fund 5 * ** Debt Service Permanent Funds 6001 Perpetual Care Enterprise Funds 710* Parking 715* Mass Transit 720* Wastewater 730* Water 7400 Refuse Collection 750* Landfill 7600 Airport 7700 Stormwater 780* Cable Television 79 ** Housing Authority Capital Project Funds Governmental Enterprise Total Budgetary Expenditures Non - Budgetary Funds Expenditures Internal Service Funds 810* Equipment 8200 Risk Management 830* Information Technology 8400 Purchasing 8500 Health Insurance Reserves 8600 Dental Insurance Reserves Total Non - Budgetary Expenditures Total Expenditures -All Funds City of Iowa City All Funds Expenditures by Fund 2011 Actual 2012 Actual 2013 Actual 2014 Revised 2015 Budget 2016 Projected $ 47,158,858 $ 49,970,857 $ 44,405,272 $ 52,794,563 $ 52,313,602 $ 53,535,416 867,449 2,405,661 1,453,301 851,329 849,708 869,065 944,754 827,052 741,437 604,132 594,330 606,639 5,549,645 5,216,698 5,091,336 5,669,459 5,624,316 5,720,885 10,796,855 6,367,512 2,421,381 810,339 3,150,000 3,150,000 268,179 426,643 90,507 - 171,136 - 3,135,152 4,819,845 950,383 - - - 672,573 661,153 643,917 680,833 696,562 716,160 610,206 853,006 616,602 585,695 595,717 613,589 46,438 45,131 55,036 50,653 56,225 57,349 374,012 569,333 7,098 266,287 155,525 - 98,292 200,436 - - - - - - 277,672 275,320 296,141 317,108 14,053,244 28,713,981 19,170,582 13,496,700 13,780,399 14,244,440 3,816,438 3,933,635 3,770,254 3,970,588 4,238,247 5,142,298 - - 6,155,701 6,827,089 6,544,321 6,662,361 28, 228,162 11,855, 425 11,523,353 10,116,509 10,332, 884 10,308,073 7,560,509 7,755,976 12,624,784 8,019,075 8,075,239 8,201,014 2,747,441 2,932,956 2,929,934 2,959,828 3,006,805 3,066,289 4,461,546 4,310,812 4,142,885 4,792,684 4,375,589 4,474,891 350,676 330,776 321,256 343,715 358,380 365,449 715,969 605,146 695,405 799,200 705,953 717,843 658,491 679,691 662,800 814,020 688,566 706,665 7,304,019 7,818,871 7,644,701 8,024,635 7,343,842 7,499,604 16,636,120 14,250,404 21,665,402 48,271,738 39,098,791 34,884,165 15,942,895 10,778,277 39,151,506 43,984,554 11,479,800 5,493,900 $ 172,997,923 $ 166,329,277 $ 187,212,505 $ 215,008,945 $174,532,078 $ 167,353,203 $ 5,405,162 $ 4,797,854 $ 5,149,268 $ 4,919,434 $ 6,643,635 $ 6,187,036 1,387,377 1,182,799 2,474,803 928,691 1,495,273 1,527,001 2,194,141 1,761,564 1,746,003 2,558,255 2,077,726 1,727,338 185,734 201,342 206,049 247,990 241,938 231,383 6,537,655 6,476,112 5,931,135 7,926,255 7,703,828 7,934,941 330,556 332,162 322,709 368,000 379,829 391,224 $ 16,040,625 $ 14,751,833 $ 15,829,967 $ 16,948,625 $ 18,542,229 $ 17,998,924 $ 189,038,548 $ 181,081,110 $ 203,042,472 $ 231,957,570 $193,074,307 $ 185,352,127 1.. ➢1 City of Iowa City All Funds Expenditures by State Program by Department Budgetary 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 Parks Maintenance Planning & Community Dvlpmnt General Government City Council City Clerk City Attorney City Manager Finance Park and Rec Adminstration Debt Service Capital Projects Governmental Capital Projects Enterprise City Manager Housing Authority Public Works Transportation Services Airport Enterprise Capital Projects Total Budgetary Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projected $ 18,907,106 $ 20,581,448 $ 20,323,145 $ 22,262,143 $ 22,302,870 $ 22,847,188 350,988 613,987 307,130 295,638 252,590 260,168 10,564, 227 11,388,735 11, 443,807 12,692, 064 12,819,029 13,163,585 6,243,478 7,001,473 7,093,507 7,668,941 7,688,638 7,836,846 1,748,413 1,577,128 1,478,701 1,605,500 1,542,613 1,586,589 - 125 - - - - 13,702,513 13,817,013 6,823,672 7,483,926 7,595,415 7,588,996 471,772 452,604 485,736 499,594 501,047 514,083 6,941,857 6,844,165 6,337,936 6,984,332 7,094,368 7,074,913 - - 292,997 285,175 285,031 290,477 - - 292,997 285,175 285,031 290,477 11,805, 316 12,445,566 12, 215,333 13,235, 647 13,197,263 13, 528,731 282,893 326,542 313,910 341,416 324,202 333,406 2,608,160 2,801,548 2,870,350 2,971,479 3,066,959 3,123,753 2,173,164 2,348,849 2,182,062 2,508,500 2,521,186 2,618,459 372,869 381,117 315,647 381,597 348,378 357,995 5,567,592 5,758,770 5,692,845 6,111,961 6,038,379 6,210,821 800,638 828,740 840,519 920,694 898,159 884,297 18,647,104 17,908,789 10, 020,900 11,579, 097 13,064,481 13, 048,414 531,175 544,331 517,093 617,821 648,540 664,659 18,069,491 17,319,327 9,448,771 10,910,623 12,359,716 12,326,406 7,460,374 7,610,511 7,077,894 7,742,622 8,058,202 8,282,405 133,840 133,922 103,002 134,870 116,138 119,005 541,679 533,569 489,167 540,549 507,040 586,046 601,424 654,080 654,800 690,133 713,474 724,191 1,403,535 1,509,148 1,468,756 1,712,605 1,755,623 1,770,354 4,300,301 4,289,424 3,878,221 4,165,916 4,307,731 4,408,427 479,595 490,368 483,947 498,549 658,196 674,382 14,053,244 28,713,981 19,170,582 13,496,700 13,780,399 14,244,440 16,636,120 14,250,404 21,665,402 48,271,738 39,098,791 34,884,165 71,786,146 51,001,565 89,622,579 90,651,897 57,149,626 52,638,386 658,491 679,691 662,800 814,020 688,566 706,665 7,304,019 7,818,871 7,644,701 8,024,635 7,343,842 7,499,604 43,713,627 27,460,315 31,916,361 26,687,296 26,496,470 26,768,110 3,816,438 3,933,635 9,925,955 10,797,677 10,782,568 11,804,659 350,676 330,776 321,256 343,715 358,380 365,449 15,942,895 10,778,277 39,151,506 43,984,554 11,479,800 5,493,900 $172,997,923 $166,329,277 $ 187,212,505 $ 215,008,945 $174,532,078 $ 167,353,203 Non - Budgetary Funds Expenditures Internal Service $ 16,040,625 $ 14,751,833 $ 15,829,967 $ 16,948,625 $ 18,542,229 $ 17,998,924 Finance 10,635,463 9,953,979 10,680,699 12,029,191 11,898,594 11,811,887 Public Works 5,405,162 4,797,854 5,149,268 4,919,434 6,643,635 6,187,036 Total Non - Budgetary Expenditures $ 16,040,625 $ 14,751,833 $ 15,829,967 $ 16,948,625 $ 18,542,229 $ 17,998,924 Total Expenditures- All Funds $189,038,548 $181,081,110 $203,042,472 $231,957,570 $193,074,307 $185,352,127 1..yl City of Iowa City All Funds Expenditures by State Program by Department Budgetary Fund Expenditures by State Program Enterprise Community and Economic 31% Dvlpmnt 7% General Government 4% Debt Service 8% 21% RN Public Safety Enterprise Capital 12% Projects Po Health and Social Services 6% Wor s 0% 4% Culture and Recreation 7% Enterprise Community and Economic 31% Dvlpmnt 7% General Government 4% Debt Service 8% 21% RN City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2014 1.191 Transfers In Special TIF Special Capital Debt Service Debt General Revenue Revenue Projects Fund Enterprise Reserves Total General Fund $ 1,720,980 $ 118,128 $ 25,847,978 $ 140,000 $ 2,941,633 $30,768,719 Special Revenue Funds: Empl Benefits Levy 8,768,255 405,477 9,173,732 Road Use Tax 73,078 225,169 597,927 896,174 Transfers from TIF Districts 105,338 236,777 75,335 417,450 Enterprise Funds: From Parking Operations 1,357,221 840,350 2,197,571 From Transit Operations 374,000 55,324 429,324 From Wastewater Operations 10,704,015 4,570,067 15,274,082 From Water Operations 1,398,872 344,325 2,010,316 3,753,513 From Landfill Operations 1,498,830 796,098 2,294,928 From Airport Operations 36,793 190,819 227,612 From Storm Water Operations 59,000 59,000 From Broadband 55,000 180,000 25,000 260,000 From IC Housing Authority 43,989 43,989 Capital Project Funds: From FY13 GO Bonds 500,000 500,000 From FY14 GO Bonds 8,917,771 8,917,771 Total Transfers In: $ 11,266,640 $ 748,774 $ $ 51,209,184 $ 559,660 $ 4,008,874 $ 7,420,733 $ 75,213,865 Transfers Out: Special TIF Special Capital Debt Service Debt General Revenue Revenue Projects Fund Enterprise Reserves Total General Fund $ 1,720,980 $ 8,841,333 $ 105,338 $ 500,000 $ 98,989 $ 11,266,640 Road Use Tax Fund 405,477 405,477 Other Special Revenue Funds 118,128 225,169 343,297 Debt Service Fund 140,000 75,335 344,325 559,660 Enterprise Funds 2,941,633 1,067,241 4,008,874 Debt Service Reserves 7,420,733 7,420,733 Capital Project Funding 25,847,978 597,927 236,777 8,917,771 15,608,731 51,209,184 Total Transfers Out: $ 30,768,719 $ 10,069,906 $ 417,450 $ 9,417,771 $ $ 24,540,019 $ $ 75,213,865 1.191 City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2015 RE General Special Revenue T1F Special Capital Revenue Projects Transfers In Debt Service Fund Equipment Fund Enterprise Debt Reserves Total General Fund $ 62,422 $ 121,672 $ 522,665 $ 140,000 $ 3,040,257 $ 99,737 $ 3,887,016 Special Revenue Funds: 390,883 390,883 Empl Benefits Levy 8,547,359 390,883 8,938,242 Road Use Tax 73,290 231,924 715,000 333,225 1,020,214 Transfers from TIF Districts 3,040,257 652,624 860,601 652,624 Enterprise Funds: 7,412,227 7,412,227 From Parking Operations 522,665 715,000 500,000 790,000 843,550 1,343,550 From Transit Operations $3,887,016 $ 9,958,456 54,000 $ $ 56,388 $ 15,724,190 110,388 From Wastewater Operations 3,900,000 4,559,962 8,459,962 From Water Operations 1,914,400 333,225 2,008,715 4,256,340 From Landfill Operations 650,000 747,087 1,397,087 From Airport Operations 32,126 32,126 From Broadband 55,000 25,000 80,000 From IC Housing Authority 44,737 44,737 Internal Service Funds: From Equipment Reserve 790,000 790,000 $8,782,808 $ 744,479 $ $ 9,046,065 $ 1,125,849 $ $ 3,900,858 $7,412,227 $31,012,286 RE General Special Revenue T1F Special Revenue Transfers Out: Capital Debt Service Projects Fund Equipment Fund Enterprise Debt Reserves Total General Fund $ 62,422 $ 8,620,649 $ 99,737 $ 8,782,808 Road Use Tax Fund 390,883 390,883 Other Special Revenue Funds 121,672 231,924 353,596 Debt Service Fund 140,000 652,624 333,225 1,125,849 Enterprise Funds 3,040,257 860,601 3,900,858 Debt Service Reserves 7,412,227 7,412,227 Capital Project Funding 522,665 715,000 790,000 7,018,400 9,046,065 $3,887,016 $ 9,958,456 $ 652,624 $ $ $ 790,000 $ 15,724,190 $ $31,012,286 RE City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2016 P.b7 Transfers In Special TIF Special Capital Debt Service Debt General Revenue Revenue Projects Fund Enterprise Reserves Total General Fund $ 62,422 $ 124,105 $ 522,665 $ 140,000 $ 3,040,257 $ 3,889,449 Special Revenue Funds: Empl Benefits Levy 8,718,306 398,701 9,117,007 Road Use Tax 74,755 236,563 615,000 926,318 Transfers from TIF Districts 365,000 666,912 1,031,912 Enterprise Funds: From Parking Operations 670,000 1,724,734 2,394,734 From Transit Operations 200,000 29,651 229,651 From Wastewater Operations 2,500,000 4,488,036 6,988,036 From Water Operations 1,469,000 317,125 2,010,715 3,796,840 From Landfill Operations 754,557 754,557 From Airport Operations 33,349 33,349 From Storm Water Operations 500,000 500,000 From Broadband 55,000 25,000 80,000 From IC Housing Authority 45,632 45,632 Total Transfers In: $ 8,956,115 $ 759,369 $ $ 6,841,665 $ 1,124,037 $ 3,882,814 $ 8,223,485 $ 29,787,485 Transfers Out: Special TIF Special Capital Debt Service Debt General Revenue Revenue Projects Fund Enterprise Reserves Total General Fund $ 62,422 $ 8,793,061 $ 100,632 $ 8,956,115 Road Use Tax Fund 398,701 398,701 Other Special Revenue Funds 124,105 236,563 360,668 Debt Service Fund 140,000 666,912 317,125 1,124,037 Enterprise Funds 3,040,257 842,557 3,882,814 Debt Service Reserves 8,223,485 8,223,485 Capital Project Funding 522,665 615,000 365,000 5,339,000 6,841,665 Total Transfers Out: $ 3,889,449 $ 10,043,325 $ 1,031,912 $ $ $ 14,822,799 $ $ 29,787,485 P.b7 City of Iowa City Personnel Full -Time Equivalents Last Five Years Changein FTEs 2011 2012 2013 2014 2015 FY2014- Adopted Adopted Adopted Adopted Proposed 2015 Budgetary Funds General Fund City Council 7.00 7.00 7.00 7.00 7.00 - City Clerk 4.00 4.00 4.00 4.00 4.00 - City Attorney 5.60 5.60 5.60 5.60 5.60 - City Manager: City Manager 3.00 3.00 3.00 3.00 3.00 - Communications Office 3.50 4.00 2.00 3.00 3.00 - Human Resources 4.00 4.00 4.00 3.00 3.00 - Human Rights 2.50 2.50 2.00 2.00 2.00 - Finance: Finance Adminstration 2.86 2.65 2.65 3.65 3.15 (0.50) Accounting 7.00 8.00 8.00 8.00 7.00 (1.00) Purchasing 4.00 4.00 3.94 3.44 3.44 - Revenue 7.88 7.88 7.88 7.88 7.88 - Tort Liability 1.00 1.00 1.00 1.00 1.00 - Disaster Assistance 0.40 0.40 0.40 0.38 - (0.38) Police: Police Administration 5.00 5.00 5.00 5.00 5.00 - Police Administrative Services 18.00 18.00 18.00 20.00 20.00 - Police Field Operations 81.00 80.00 80.00 80.00 80.00 - Fire: Fire Administration 4.00 3.00 4.00 4.00 3.00 (1.00) Fire Emergency Operations 59.00 59.00 59.00 59.00 59.00 - Fire Prevention 2.00 2.00 1.00 1.00 1.00 - Fire Training 1.00 1.00 1.00 1.00 1.00 - Housing & Inspection Services: Housing and Inspection Admin 2.00 2.00 2.00 2.00 2.00 - Building Inspection 7.80 7.80 7.80 6.30 6.30 - Housing Inspections 5.75 5.75 5.75 5.25 5.25 - Parks and Recreation: Park and Rec Admin 2.00 2.00 2.00 2.00 2.00 - Government Buildings 4.96 4.83 4.83 4.83 4.83 - Recreation 15.42 15.42 15.42 15.42 15.42 - Park Maintenance Administration 2.00 2.00 2.00 2.00 2.00 - Park Maintenance Operations 11.00 11.00 11.00 11.00 11.00 - Forestry 3.00 3.00 3.00 3.00 3.00 - CBD Maintenance Operations 3.00 3.00 3.00 3.00 3.00 - Cemetery Operations 3.00 3.00 3.00 3.00 3.00 - Library: General Library 42.39 42.89 42.88 42.38 42.38 - Library Board Controlled Funds 0.75 0.75 0.75 0.75 0.75 - Library Foundation Office 0.00 0.00 1.00 2.00 2.00 - Senior Center Administrations 6.31 6.50 6.50 6.50 6.50 - Planning & Community Development: Planning & Comm Dvlp Admin 2.55 2.55 2.55 2.55 2.55 - Community Development 1.05 0.85 1.20 1.75 1.75 - Economic Development 1.00 1.00 1.00 1.00 1.00 - Urban Planning 3.50 3.50 2.50 2.50 2.50 - Neighborhood Services 1.00 1.00 1.00 1.00 1.00 - Human Services 0.00 0.00 0.15 0.15 0.15 - EM City of Iowa City Personnel Full -Time Equivalents Last Five Years Public Works: Public Works Administration Engineering Services Transportation Services: Mass Transit Sub -total General Fund Special Revenue Funds Community Development Block Grant HOME Program Road Use Tax: Traffic Engineering Streets System Maintenance Other Shared Revenues UniverCity Neighbporhood Partnership Metro Planning Org of Johnson County Employee Benefits Sub -total Special Revenue Funds Enterprise Funds Parking Mass Transit Wastewater Water Refuse Collection Landfill Airport Operations Storm Water Cable Television Housing Authority Sub -total Enterprise Funds Capital Project Funds ERP Software-Finances and HR /Payroll Fire Station #4 Iowa City Gateway Project (Dubuque St) 420th Street Industrial Park West Side Levee Project S Wastewater Plant Expansion Sub -total Capital Project Funds Total Budgetary Funds Non- Budaetary Funds Internal Service Funds Equipment Risk Management Information Technology Services Central Services Sub -total Internal Service Funds Changein FTEs 2011 2012 2013 2014 2015 FY2014- Adopted Adopted Adopted Adopted Proposed 2015 2.00 2.00 2.00 2.00 2.00 12.10 12.10 12.10 12.10 12.10 56.25 56.25 0.00 0.00 0.00 411.57 411.22 352.90 354.43 351.55 (2.88) 2.88 2.88 2.63 2.48 2.48 0.95 0.95 0.70 0.50 0.50 4.15 4.15 4.15 4.15 4.15 - 25.50 25.50 25.50 25.50 25.50 - 1.60 1.60 1.60 1.62 - (1.62) 0.00 0.20 0.20 - - - 6.60 6.60 5.60 5.60 5.60 - 0.26 0.55 0.55 0.55 0.55 - 41.94 42.43 40.93 40.40 38.78 (1.62) 32.75 32.75 29.25 26.25 26.25 - 0.00 0.00 51.75 51.25 51.25 - 25.60 25.40 25.40 24.40 24.65 0.25 32.75 32.75 32.75 31.75 32.00 0.25 20.35 20.35 20.35 19.35 19.35 - 15.50 17.50 17.50 16.50 16.50 - 1.75 1.75 1.00 1.00 1.00 - 1.90 2.10 2.10 2.10 2.60 0.50 6.69 6.63 6.63 6.63 5.63 (1.00) 13.25 13.25 13.18 12.19 10.19 (2.00) 150.54 152.47 199.90 191.41 189.42 (2.00) 1.00 1.00 1.00 1.00 0.00 (1.00) 1.00 1.00 0.00 0.00 0.00 - 0.00 1.00 1.00 1.00 1.00 - 1.00 1.00 0.00 0.00 0.00 - 0.00 0.00 1.00 1.00 1.00 - 0.00 1.00 3.00 3.00 3.00 - 3.00 5.00 6.00 6.00 5.00 (1.00) 607.05 611.13 599.73 592.25 584.75 (7.50) 11.26 11.26 10.75 10.75 10.75 - 2.01 1.80 1.80 1.80 1.80 - 11.30 11.80 10.86 9.86 9.86 - 0.75 0.75 0.76 0.50 0.50 - 25.32 25.61 24.17 22.91 22.91 - 87 Agency Funds Library Foundation Office Sub -total Agency Funds Total Non - Budgetary Funds Total Full -Time Equivalents 700 600 500 400 300 200 100 City of Iowa City Personnel Full -Time Equivalents Last Five Years Changein FTEs 2011 2012 2013 2014 2015 FY2014- Adopted Adopted Adopted Adopted Proposed 2015 1.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 - 26.32 26.61 24.17 22.91 22.91 633.37 637.74 623.90 615.16 607.66 (7.50) City of Iowa City FTE Summary by Fund Type Last Five Years 2011 2012 2013 2014 2015 Proposed Adopted Adopted Adopted Adopted ■ General Fund ■ Special Revenue Funds ■ Capital Projects Fund ■ Enterprise Funds ■ Internal Service Funds ■Agencyfunds EM GENERAL FUND SUMMARY F Y 2 0 1 5 Fund Summary Assigned, Committed & Restricted Cash Balance Revenues Expenditures Fund Balance General Government Public Safety Culture & Recreation Community & Economic Development Public Works Cr]AIIA Mil 0 to] 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 FY2015, with revenue and expenditures projected at $56.8 and $56.2 million, respectively. The UniverCity program is expanded in compliance with the City Council Priority on Neighborhood Stabilization. Additional financing of the UniverCity program will come from general obligation bonds and should provide for the purchase of ten homes projected to be a part of the program in FY2015. A. General Fund Revenue Revenues & Other Financing Sources 2013 2014 2015 2016 Actual Revised Budget Projected Property Taxes $ 27,937,740 $ 28,586,774 $ 29,486,191 $ 28,897,979 Delinquent Property Taxes 1,897 - - - OtherCityTaxes 10,536,839 4,393,378 2,231,144 2,275,767 Licenses And Permits 1,777,267 1,345,822 1,574,249 1,544,710 Use Of Money And Property 619,227 615,842 753,220 751,797 Intergovernmental 2,661,403 2,719,651 3,401,207 3,990,286 Charges For Fees And Services 1,469,628 1,362,974 1,268,550 1,335,473 Miscellaneous 4,484,836 4,714,897 4,666,881 4,675,463 Other Financial Sources 1,451,159 4,733,450 4,635,094 4,630,094 Sub -total Revenues& Other Financing 50,939,996 48,472,788 48,016,536 48,101,569 Sources (excluding Transfers In): Transfers In 9,339,373 11,266,640 8,782,808 8,956,115 Total Revenues, Other Financing $ 60,279,369 $ 59,739,428 $ 56,799,344 $ 57,057,684 Sources, & Transfers In Revenues & Other Financing Sources: (excluding Transfers In) e Financinal Sources PlL Misc 10% 10% Charges For Fees &Services 3% Property Taxes Use of Money & 61% Property 1% Licenses& Permits 39Othe r City Taxes 5% P ➢I 1. Property Taxes - Property tax revenue of $29.5 million is the primary funding source for General Fund operations, providing approximately 61.4% of total revenue, excluding transfers in, in FY2015. The FY2015 revenue is an increase of 3.1% of the FY2014 revised budget of $28.6 million and there is an average increase of 3.0% over the last four years. 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 2003, valuations within the Iowa City corporate limits have increased an average of 6.5% in revaluation years and 2.3% in non - revaluation years. Valuations reported by the Johnson County Auditor's office for January 1, 2013 served as the basis for determining property tax revenue in FY2015. Their report indicates a 3.4% increase in total assessed value in the last year, from $4.67 billion to $4.83 billion. Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth limitation of three percent (3 %) 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 three percent (3 %) or the growth in agricultural property, whichever is lower. Growth restrictions and rollbacks for current and future years were changed with state legislation in 2013 with Iowa Senate File 295; the resulting reduction in City revenue will be monitored and starts its affect with FY2015 taxable valuation. The growth limitation of three percent (3 %) starting in FY2015 was a decrease from four percent (4 %) annually on taxable residential and agricultural property valuations. In FY2015 the commercial, industrial, and railroad property classes will have a rollback of ninety -five percent (95 %) and the commercial and industrial property rollback will be back-filled by the State. The following graph illustrates the impact of the rollback on taxable valuations. In FY2006 the residential rollback exempted $1.17 billion of Iowa City's residential assessed valuation. In FY2015 the rollback will exempt $1.69 billion of assessed valuations. The residential and agricultural rollbacks for FY2015 are 54.4002% and 43.3997 %, respectively, compared to FY2014 rollbacks of 52.8166% and 59.9334 %, respectively. Also, in FY2015 the commercial, industrial, and railroad rollback will exempt additional amounts of commercial, industrial, and railroad assessed valuations. Those rollbacks for FY2015 are 95 %, compared to 100% for last year. PW c O m c $5.0 $4.5 $4.0 $3.5 $3.0 $2.5 $2.0 $1.5 100% Assessed vs. Taxable Valuations FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 1100% Assessed $3.3 $3.8 $3.9 $4.3 $4.4 $4.4 $4.5 $4.6 $4.7 $4.8 %Change 3.2% 15.6% 3.2% 8.5% 2.6% 1.7% 1.6% 2.1% 1.1% 3.4% 11111-Taxable $2.1 $2.3 $2.4 $2.5 $2.6 $2.7 $2.8 $2.9 $3.0 $3.1 % Change 2.6% 11.5% 2.9% 5.7% 4.4% 3.0% 3.3% 4.0% 2.6% 3.4% Taxable % of Total 63.2% 60.9% 60.7% 59.2% 60.2% 60.9% 61.9% 63.1% 64.0% 64.0% 2. Other City Taxes - This category, estimated at $2.2 million in FY2015, includes Hotel Motel Taxes of $850,000, $452,000 in gas and electric excise taxes, and $895,000 in utility franchise taxes. The FY2015 revenue is a decrease of 49.2% of the FY2014 revised budget of $4.4 million and there is an average decrease of 26.1% over the last four years. The change is from the local option sales tax, which ended June 30, 2013. a) Hotel Motel Tax. This revenue source is a state - administered tax. Estimated at $850,000 in FY2015, 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% b) Utility Replacement Excise Tax. The Gas and Electric Excise tax is collected on the generation, distribution, and delivery of electricity and natural gas. This tax replaced the taxation on utility property in 1999. Cities are required to calculate property tax revenues with and without property valuations. The calculated difference is required to establish the General Property Tax Equivalents, the basis of the Iowa Department of Revenue distribution formula. 1.061 c) 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 $895,000 estimate for FY2015, approximately $602,000 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 $293,000 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. FY2015 revenue for Licenses and Permits is estimated at $1.6 million. The FY2015 revenue is an increase of 17.0% of the FY2014 revised budget of $1.3 million and there is an average increase of 5.3% over the last four years. These changes are from the estimates in construction permits and licenses revenue. 4. Use of Money & Property - This revenue source consists of interest income and rents are budgeted at $753,000 for FY2015. The FY2015 revenue is an increase of 22.3% of the FY2014 revised budget of $616,000 and there is an average decrease of 2.9% over the last four years. The increase from the FY2014 amount is from estimates in rental income and the average decrease is from the movement of transit operations into an enterprise fund starting in FY2013. 5. Intergovernmental - revenue is estimated at $3.4 million in FY2015. This revenue category includes state and federal grants, 28 -E agreements, and contracts with local governmental entities. The FY2015 revenue is an increase of 25.1% of the FY2014 revised budget of $2.7 million and there is an average increase of 8.6% over the last four years. The increase from the FY2014 amount is from estimates in the property tax credits from property tax backfill from the state and 28E agreements. 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 $1.8 million in FY2015, 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. FE! 6. Charges for Fees and Services - are estimated at $1.3 million in FY2015. Divisions with fee - based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Inspection Services, Animal Care, and Cemetery services. The FY2015 revenue is a decrease of 6.9% of the FY2014 revised budget of $1.4 million and there is an average decrease of 12.0% over the last four years. The decrease from the FY2014 amount is from estimates in police services revenue and the average decrease is from the movement of transit operations into an enterprise fund starting in FY2013. 7. Miscellaneous - Miscellaneous revenue is estimated to receive $4.67 million in FY2015. This category includes a variety of revenue sources, including parking fines ($500,000), magistrate court fines and surcharges related to code enforcement ($455,000) and library fines ($182,000). Also included within this category is an administrative chargeback of $2.7 million to the City's proprietary funds for services rendered by administrative divisions. The FY2015 revenue is a decrease of 1.0% of the FY2014 revised budget of $4.71 million and there is an average increase of 0.6% over the last four years. These revenues have been fairly consistent over the years reported ranging between $4.37 million and $4.71 million. 8. Other Financing Sources - includes an approximate $4.5 million that is from homes in the UniverCity program, which consists of the proceeds from the sale of assets ($2 million), loan proceeds from financial institutions ($2 million), and bond proceeds for rehabilitation costs W-1 FY2013 FY2014 FY2015 FY2016 Intergovernmental Funding Actual Amended Budget Projected Local Governmental: 28E Agreements Coralville, Johnson County & Other Governments - Animal Services $ 71,382 $ 195,583 $ 218,286 $ 218,286 IC Comm. Schools - Mercer Pool 99,404 98,163 104,440 104,440 County, Univ Heights, Hills - Library 413,750 424,363 420,750 420,750 Johnson County - Senior Center 70,000 59,215 70,000 70,000 Other Local Governmental 346 707 346 346 Local Governmental Revenue: 654,882 778,031 813,822 813,822 State Revenue: Public Safety Grants 178,284 124,471 131,315 131,315 University of Iowa - Fire Protection 1,469,557 1,479,926 1,524,187 1,524,187 University of Iowa - Library Services 35,000 35,000 - - Operating Grants 76,694 61,033 81,500 81,500 Property Tax Credits 57,528 24,888 631,581 1,220,660 UniverCity Funding - - 100,000 100,000 State Disaster Assistance 122,522 24,557 - - Total State Revenue: 1,939,585 1,749,875 2,468,583 3,057,662 Federal Revenue: Public Safety Grants 23,508 - 118,802 118,802 FEMA Assistance / Reimbursements 43,428 191,745 - - Total Federal Revenue: 66,936 191,745 118,802 118,802 Total - Intergovernmental Funding: $2,661,403 $2,719,651 $3,401,207 $3,990,286 6. Charges for Fees and Services - are estimated at $1.3 million in FY2015. Divisions with fee - based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Inspection Services, Animal Care, and Cemetery services. The FY2015 revenue is a decrease of 6.9% of the FY2014 revised budget of $1.4 million and there is an average decrease of 12.0% over the last four years. The decrease from the FY2014 amount is from estimates in police services revenue and the average decrease is from the movement of transit operations into an enterprise fund starting in FY2013. 7. Miscellaneous - Miscellaneous revenue is estimated to receive $4.67 million in FY2015. This category includes a variety of revenue sources, including parking fines ($500,000), magistrate court fines and surcharges related to code enforcement ($455,000) and library fines ($182,000). Also included within this category is an administrative chargeback of $2.7 million to the City's proprietary funds for services rendered by administrative divisions. The FY2015 revenue is a decrease of 1.0% of the FY2014 revised budget of $4.71 million and there is an average increase of 0.6% over the last four years. These revenues have been fairly consistent over the years reported ranging between $4.37 million and $4.71 million. 8. Other Financing Sources - includes an approximate $4.5 million that is from homes in the UniverCity program, which consists of the proceeds from the sale of assets ($2 million), loan proceeds from financial institutions ($2 million), and bond proceeds for rehabilitation costs W-1 ($500,000). The category is budgeted at $4.6 million in FY2015.. The FY2015 revenue is a decrease of 2.1% of the FY2014 revised budget of $4.7 million and there is an average increase of 90.0% over the last four years. The change is from the movement of the UniverCity program activity into the general fund starting in FY2013. 9. Transfers In - includes an approximate $8.5 million transfer -in of the Employee Benefits Levy from the Employee Benefits Special Revenue Fund. This category also includes allocation of funds to equipment replacement reserves, and operating support from other funds for specific staff positions. The category is budgeted at $8.8 million in FY2015. B. GENERAL FUND EXPENDITURES Expenditures & Transfers Out Personnel Services Supplies Capital Outlay Debt Service Contingency Sub -total Expenditures: Transfers Out Total Expenditures & Transfers Out 2013 2014 2015 2016 Actual Revised Budget Projected $ 33,072,265 $ 35,471,910 $ 36,096,164 $ 37,145,266 7,440,002 8,765,699 8,581,545 8,872,674 1,237,818 1,563,406 1,395,290 1,406,778 2,317,187 4,416,602 3,853,603 3,715,698 338,000 2,300,000 2,000,000 2,000,000 276,946 387,000 395,000 44, 405, 272 52, 794, 563 52, 313,602 53, 535, 416 17,559,619 30,768,719 3,887,016 3,889,449 $ 61, 964, 891 $ 83, 563, 282 $ 56, 200,618 $ 57, 424, 865 EXpendlturess lenluding Transfers Out} 141 1. Personnel - Personnel costs account for approximately 69.0% of budgeted expenditures (excluding transfers out) within the General Fund in FY2015. Employee benefit costs are discussed in greater detail in this document's transmittal letter. 2. Services - Expenditures for services are budgeted at $8.6 million in FY2015. Initial projections were based on FY2013 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: $250,000 Aid to Human Service Agencies $106,200 Community Event/ Program Funding $208,581 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. Expenditures for supplies are budgeted at $1.4 million in FY2015. 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 FY2015 and includes police vehicle replacements, library materials, operating equipment, and building maintenance and improvements of $5,000 or greater. 5. Debt Service - This category is budgeted at $2 million in FY2015. This consists from loan repayments to financial institutions that are from the homes sold in the UniverCity program 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 $387,000 in FY2015. PYA 7. Transfers Out - This category is budgeted at $3.9 million in FY2015. The majority of transfers out is the result of transit property taxes of $3 million that is transferring into the Transit Fund. 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 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). In FY2014, $1.7 million of the unassigned balance was used to transfer into the City's Emergency fund. General Fund's unassigned fund balance is relied upon to provide cash flow during the first quarter of the fiscal year as the majority of property taxes are not received until 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 FY2014 $ 11,705,632 $ 15,145,130 $ (3,439,498) FY2013 9,727,204 16,725,202 (6,997,998) 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) Pia City of Iowa City General Fund (1000 -1023) Fund Summary Expenditures by Department City Council 2011 2012 2013 2014 $ 2015 2016 119,005 Actual Actual Actual Revised 540,549 Budget Projected Fund Balance *, July 1 $ 29,002,340 38,069,998 $ 46,294,999 $ 44,499,871 $ 20,676,017 $ 21,274,743 Revenues: 724,191 City Manager 1,403,535 1,509,148 1,468,756 1,712,605 Property Taxes $ 26,169,027 $ 26,782,560 $ 27,937,740 $ 28,586,774 $ 29,486,191 $ 28,897,979 Delinquent Property Taxes 4,215 661 1,897 - Police - - Other City Taxes 10,224,378 10,619,112 10,536,839 4,393,378 13,163,585 2,231,144 2,275,767 Licenses And Permits 1,408,810 1,309,888 1,777,267 1,345,822 1,574,249 1,544,710 Use Of Money And Property 1,174,459 1,456,551 619,227 615,842 1,542,613 753,220 751,797 Intergovernmental 3,484,579 5,549,428 2,661,403 2,719,651 3,401,207 3,990,286 Charges For Fees And Services 2,300,258 2,442,843 1,469,628 1,362,974 6,111,961 1,268,550 1,335,473 Miscellaneous 4,572,602 4,371,667 4,484,836 4,714,897 840,519 4,666,881 4,675,463 Other Financial Sources 599,157 1,381,751 1,451,159 4,733,450 1,468,335 4,635,094 4,630,094 Sub -Total Revenues 49,937,485 53,914,461 50,939,996 48,472,788 1,124,033 48,016,536 48,101,569 Transfers In: 1,298,916 1,354,028 Transportation Services 6,288,884 6,520,244 Operating Transfers In 9,859,523 12,380,414 9,339,373 11,266,640 - 8,782,808 8,956,115 Sub -Total Transfers In 9,859,523 12,380,414 9,339,373 11,266,640 8,782,808 8,956,115 Total Revenues & Transfers In $ 59,797,008 $ 66,294,875 $ 60,279,369 $ 59,739,428 $ 56,799,344 $ 57,057,684 Expenditures by Department City Council $ 133,840 $ 133,922 $ 103,002 $ 134,870 $ 116,138 $ 119,005 City Clerk 541,679 533,569 489,167 540,549 507,040 586,046 City Attorney 601,424 654,080 654,800 690,133 713,474 724,191 City Manager 1,403,535 1,509,148 1,468,756 1,712,605 1,755,623 1,770,354 Finance 4,041,083 4,050,405 3,568,749 3,875,859 3,964,604 4,055,006 Police 10,564,227 11,388,735 11,443,807 12,692,064 12,819,029 13,163,585 Fire 6,243,478 7,001,473 7,093,507 7,668,941 7,688,638 7,836,846 Housing and Inspection Service 1,748,413 1,577,128 1,478,701 1,605,500 1,542,613 1,586,589 Parks and Recreation 6,919,628 7,345,484 7,168,745 7,818,956 8,068,508 8,286,737 Library 5,567,592 5,758,770 5,692,845 6,111,961 6,038,379 6,210,821 Senior Center 800,638 828,740 840,519 920,694 898,159 884,297 Planning & Community Development 1,180,404 1,468,335 3,246,579 7,707,558 6,902,481 6,957,911 Public Works 1,124,033 1,200,824 1,156,093 1,314,873 1,298,916 1,354,028 Transportation Services 6,288,884 6,520,244 - - - - Sub -Total Expenditures 47,158,858 49,970,857 44,405,272 52,794,563 52,313,602 53,535,416 Transfers Out: Capital Project Fund 2,358,554 5,364,893 8,269,562 25,847,978 522,665 522,665 GO Bond Abatement 108,862 117,059 266,650 140,000 140,000 140,000 Improvement Res Fund - 1,618,372 - - - - General Levy 293,960 270,912 209,729 190,470 190,087 192,520 Emergency Fund 4,997 - - 1,656,058 - - Transfers Out - Transit Fund - - 4,027,141 2,869,291 2,971,842 2,971,842 Misc Transfers Out 773,371 195,819 2,832,102 64,922 62,422 62,422 IntrFund Loan 108,554 798,767 1,954,435 - - - Sub -Total Transfers Out 3,648,298 8,365,822 17,559,619 30,768,719 3,887,016 3,889,449 Total Expenditures & Transfers Out $ 50,807,156 $ 58,336,679 $ 61,964,891 $ 83,563,282 $ 56,200,618 $ 57,424,865 Fund Balance *, June 30 $ 37,992,192 $ 46,028,193 $ 44,609,478 $ 20,676,017 $ 21,274,743 $ 20,907,561 Adjustments to Cash / Non -Cash Asset /Liab 77,806 266,806 (90,477) - - - Change in Accounting Method - - (19,130) - - - Adjusted Fund Balance *, June 30 38,069,998 46,294,999 44,499,871 20,676,017 21,274,743 20,907,561 Restricted /Committed /Assigned 19,561,946 29,190,545 27,380,775 5,677,537 5,666,299 5,750,154 Unassigned Balance $ 18,508,051 $ 17,104,454 $ 17,119,096 $ 14,998,480 $ 15,608,444 $ 15,157,407 % of Expenditures 36% 29% 28% 18% 28% 26% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 FF1 City of Iowa City General Fund Assigned, Committed & Restricted Fund Balance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projected Unassigned: $ 18,508,051 $ 17,104,454 $ 17,119,096 $ 14,998,480 $ 15,608,444 $ 15,157,407 Assigned: (Available for current and / or future operations) Library Special Revenue Funds $ 301,648 $ 276,279 $ 264,249 $ 219,969 $ 229,124 $ 229,124 Library Escrow 278,173 298,942 383,431 383,063 400,563 400,563 Senior Center Gift Funds 33,198 34,014 33,633 32,204 17,226 18,346 New Horizons Band 4,773 5,478 7,636 6,722 6,082 5,106 Emergency Funds - - - 1,656,058 1,656,058 1,656,058 Library Foundation Development - - (1,968) - - - Fire Dept. Donations 500 25 - - - - Honor Guard Donation 1,054 1,054 3,529 - - - Police Department Donations 1,448 1,448 1,106 - - - Cemetery Flags & Flagpoles Program 1,212 1,212 1,212 $ 622,008 $ 618,453 $ 692,828 $ 2,298,016 $ 2,309,053 $ 2,309,197 Committed: (Available for current and / or future operations) Library Equipment Replacement Reserve 103,721 109,936 108,578 184,953 202,375 218,897 Park Land Acquisition Reserve 185,733 185,608 185,608 185,608 185,608 185,608 Library Computer Replacement Reserve 97,564 82,962 76,977 - - - Park Land Development Reserve 23,437 23,437 23,437 23,437 23,437 23,437 Transit Reserve: Grant & Levy Restrictions 1,920,703 3,510,848 - - - - Fire Equipment Replacement Reserve 487,207 557,188 626,562 699,342 739,331 852,099 $ 2,818,365 $ 4,469,978 $ 1,021,162 $ 1,093,340 $ 1,150,751 $ 1,280,041 Restricted: (Not available for general operations) Police Forfeiture Share 440,995 464,039 630,118 584,847 505,161 459,582 Local Option Sales Tax 14,050,814 21,836,156 23,335,333 - - - Restricted (Develop /Constr Escrows) 1,629,765 1,801,920 1,701,334 1,701,334 1,701,334 1,701,334 $ 16,121,574 $ 24,102,114 $ 25,666,785 $ 2,286,181 $ 2,206,495 $ 2,160,916 General Fund Ending Fund Balance $ 38,069,998 $ 46,294,999 $ 44,499,871 $ 20,676,017 $ 21,274,743 $ 20,907,561 111P1 City of Iowa City General Fund Revenues by Type 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projected Property Taxes Current Taxes $ 26,169,027 $ 26,782,560 $ 27,937,740 $ 28,586,774 $ 29,486,191 $ 28,897,979 Delinquent Property Taxes Delinquent Taxes 4,215 661 1,897 - - - Other City Taxes Other City Taxes 10,224,378 10,619,112 10,536,839 4,393,378 2,231,144 2,275,767 Licenses And Permits General Use Permits 58,027 52,803 71,396 52,803 68,992 66,385 Food & Liq Licenses 114,805 99,187 109,068 98,363 103,933 103,933 Professional License 14,982 17,310 18,190 14,705 17,955 18,793 Misc Permits & Lic 3,830 3,450 3,310 3,450 3,360 3,530 Const Per & Ins Fees 1,193,343 1,111,460 1,553,320 1,147,103 1,356,956 1,328,521 Misc Lic & Permits 23,823 25,678 21,983 29,398 23,053 23,548 Use Of Money And Property Interest Revenues 112,675 353,442 240,017 158,954 150,887 151,227 Rents 486,708 472,812 341,012 414,538 580,849 580,849 Parking Ramp Revenue 548,065 609,937 17,035 22,000 - - Royalties & Commiss 27,011 20,360 21,163 20,350 21,484 19,721 Intergovernmental Fed Intergovnt Rev 367,651 2,367,581 66,936 191,745 118,802 118,802 Property Tax Credits 35,250 49,372 57,528 24,888 631,581 1,220,660 State 28E Agreements 1,372,970 1,416,759 1,504,557 1,514,926 1,624,187 1,624,187 Operating Grants 81,781 61,033 76,694 61,033 81,500 81,500 Disaster Assistance - 1,101 122,522 24,557 - - Other State Grants 870,791 851,635 178,284 124,471 131,315 131,315 Local 28E Agreements 756,136 801,947 654,882 778,031 813,822 813,822 Charges For Fees And Services Building & Devlpmt 275,558 311,445 393,429 305,900 314,484 314,484 Police Services 101,050 135,035 269,023 136,460 30,705 30,705 Animal Care Services 12,078 9,539 8,873 12,000 11,420 11,420 Fire Services 7,179 9,086 10,529 10,651 10,305 10,305 Transit Fees 1,060,227 1,121,409 - 2,140 - - Culture & Recreation 783,127 780,074 728,364 795,572 831,155 879,155 Library Charges 114 304 57 304 57 158 Misc Charges For Svc 51,655 66,574 53,188 93,088 47,209 65,715 Water Charges 7,240 6,680 5,869 6,680 5,869 5,869 Refuse Charges 2,030 2,697 296 179 296 296 Parking Charges - - - - 17,050 17,366 Miscellaneous Code Enforcement 411,418 455,264 451,306 461,664 455,386 455,836 Parking Fines 479,911 470,104 420,040 470,104 500,000 500,000 Library Fines & Fees 211,610 201,157 182,418 201,157 182,418 182,418 Contrib & Donations 300,385 236,566 390,624 305,816 286,139 286,139 Printed Materials 40,466 38,607 38,874 39,041 39,329 39,330 Animal Adoption 12,268 13,020 10,620 13,020 11,264 11,969 Misc Merchandise 42,879 36,340 25,462 34,861 27,384 28,105 Intra -City Charges 2,779,569 2,665,720 2,585,123 2,797,614 2,737,292 2,737,337 Other Misc Revenue 290,774 253,149 379,356 391,620 427,669 434,329 Special Assessments 3,322 1,740 1,013 - - - Other Financial Sources Sale Of Assets 130,413 1,183,162 549,549 2,381,450 2,086,450 2,081,450 Insurance Recoveries 427,334 - - - - - Bonds - - - - 500,000 500,000 Loans 41,410 198,589 901,610 2,352,000 2,048,644 2,048,644 Total Revenues $ 49,937,485 $ 53,914,461 $ 50,939,996 $ 48,472,788 $ 48,016,536 $ 48,101,569 101 City of Iowa City General Fund Expenditures by Department and Division 111% 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projected City Council City Council $ 133,840 $ 133,922 $ 103,002 $ 134,870 $ 116,138 $ 119,005 City Clerk City Clerk 541,679 533,569 489,167 540,549 507,040 586,046 City Attorney City Attorney 601,424 654,080 654,800 690,133 713,474 724,191 City Manager City Manager 470,578 577,187 566,010 562,399 593,554 579,466 Communications Office 264,822 286,241 257,001 396,356 339,068 347,544 Human Resources 458,025 416,151 412,215 488,886 492,016 505,027 Human Rights 210,110 229,569 233,530 264,964 330,985 338,317 Finance Finance Administration 2,103,776 2,020,336 1,543,026 1,763,073 1,933,884 1,968,099 Accounting 690,281 752,835 785,592 867,965 768,181 790,110 Purchasing 321,452 323,862 283,274 303,507 302,947 311,924 Revenue 925,574 953,372 956,857 941,314 959,592 984,873 Police Police Administration 672,428 738,252 737,532 953,615 766,081 788,530 Police Administrative Services 1,645,019 1,729,034 1,712,112 2,112,879 1,939,698 2,033,862 Police Field Operations 8,246,780 8,921,449 8,994,163 9,625,570 10,113,250 10,341,193 Fire Fire Administration 643,292 796,569 791,222 899,631 805,521 807,966 Fire Emergency Operations 5,114,338 5,851,931 5,957,389 6,283,108 6,420,621 6,609,688 Fire Prevention 317,028 197,402 185,249 254,100 260,845 212,336 Fire Training 168,820 155,571 159,647 232,102 201,651 206,856 Housing and Inspection Housing and Inspection Admin 277,240 307,600 256,118 270,254 274,651 282,651 Building Inspection 1,002,375 780,924 671,148 830,123 751,488 772,575 Housing Inspections 468,798 488,604 551,435 505,123 516,474 531,363 Parks and Recreation Park and Rec Admin 762,488 817,035 797,858 839,965 982,398 1,007,788 Recreation 2,608,160 2,801,548 2,870,350 2,971,479 3,066,959 3,123,753 Park Maintenance 3,176,111 3,345,784 3,184,891 3,625,915 3,670,773 3,797,201 Cemetery Operations 372,869 381,117 315,647 381,597 348,378 357,995 Library Library Operations 5,567,592 5,758,770 5,560,202 5,951,770 5,847,418 6,014,131 Library Foundation Office - - 132,644 160,191 190,961 196,690 Senior Center Senior Center 800,638 828,740 840,519 920,694 898,159 884,297 Planning & Community Dvlpmnt Planning & Comm Dvlp Admin 264,652 290,469 288,435 359,458 298,924 307,656 Community Development 55,212 258,360 1,629,993 5,685,738 5,043,143 5,055,771 Economic Development 367,243 445,625 588,884 898,756 791,351 806,968 Urban Planning 356,248 320,870 319,152 327,532 333,640 343,121 Neighborhood Services 136,269 152,011 124,419 149,899 149,392 152,898 Human Services 780 1,000 295,697 286,175 286,031 291,497 Public Works Public Works Administration 263,045 274,406 279,099 292,514 295,662 304,395 Engineering Services 860,988 926,418 876,994 1,022,359 1,003,254 1,049,633 Transportation Services Transit Operations 6,288,884 6,520,244 - - - Total Expenditures: $ 47,158,858 $ 49,970,857 $ 44,405,272 $ 52,794,563 $ 52,313,602 $ 53,535,416 111% GENERAL FUND GENERAL GOVERNMENT F Y 2 O 1 5 City Council City Clerk City Attorney City Manager Communications Office Human Resources Human Rights Finance Administration Accounting Purchasing Revenue IN II WYK0111 LI EN 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: Financial Highlights: Services expenditures are decreasing $19,483 or 25.6 %, primarily because $15,000 is in the FY2014 budget for possible Herky -on- Parade statue purchases, and this is not in the FY2015 budget. inb7 FY2013 FY2014 FY2015 Adopted Total FTE's 7.00 7.00 7.00 Financial Highlights: Services expenditures are decreasing $19,483 or 25.6 %, primarily because $15,000 is in the FY2014 budget for possible Herky -on- Parade statue purchases, and this is not in the FY2015 budget. inb7 City of Iowa City Activity Summary Activity: City Council (110100) Fund: General (1000) Division: City Council (110100) Department: City Council Expenditures Personnel 2011 2012 2013 2014 2015 2016 Services Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 2,732 2,368 1,685 3,554 5,025 5,126 General Revenues Subsidy $ 133,840 $ 133,922 $ 102,334 $ 134,870 $ 116,138 $ 119,005 Miscellaneous: $ 133,840 $ 133,922 $ 103,002 $ 134,870 $ 116,138 $ 119,005 Other Misc Revenue - - 668 - - - Total Revenues & Other Financing Sources $ 133,840 $ 133,922 $ 103,002 $ 134,870 $ 116,138 $ 119,005 Expenditures Personnel $ 55,922 $ 57,282 $ 54,364 $ 55,085 $ 54,365 $ 55,996 Services 72,523 64,569 46,952 76,231 56,748 57,883 Supplies 2,732 2,368 1,685 3,554 5,025 5,126 Capital Outlay 2,663 9,703 - - - Total Expenditures $ 133,840 $ 133,922 $ 103,002 $ 134,870 $ 116,138 $ 119,005 Personnel Services - FTE 2012 2013 2014 2015 City Council 7.00 7.00 7.00 7.00 Total Personnel 7.00 7.00 7.00 7.00 11111 Cy11 WYyNANAN 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 Citizens Police Review Board (CPRB). The Citizens Police 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 CPRB 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: Financial Highlights: Services expenditures decreased by $58,563 or 44.3% in FY2015 due to the decrease in election expenditures. Scanning services, however, increased by $8,000 to convert microfilm records into electronic records for permanent storage. Inn FY2013 FY2014 FY2015 Adopted Total FTE's 4.00 4.00 4.00 Financial Highlights: Services expenditures decreased by $58,563 or 44.3% in FY2015 due to the decrease in election expenditures. Scanning services, however, increased by $8,000 to convert microfilm records into electronic records for permanent storage. Inn GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal /Objective: Performance Measures: Healthy Neighborhoods; A Strong Urban Core; Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing Provide support to the City Council, City staff, and individuals to implement strategic plan. Strategic Plan Goal Department Goal /Objective: Performance Measures: Healthy Neighborhoods & A Strong Urban Core Assist in dissemination of City Code information and in enforcement; Accept subdivision applications; liquor licenses; taxicab licenses; entertainment venues; special exceptions; cigarette permit; solid waste container permits. CY 2010 CY 2011 CY 2012 Ordinances & Resolutions Received and Finalized New Measure New Measure New Measure (including attached 560 439 584 documents etc. Contracts) New Measure New Measure New Measure Hours Processing Initiatives and New Measure New Measure New Measure Referendum Petitions Legal Publications New Measure New Measure New Measure Published Council Meeting and Information Packets New Measure New Measure New Measure Distributed Strategic Plan Goal Department Goal /Objective: Performance Measures: Healthy Neighborhoods & A Strong Urban Core Assist in dissemination of City Code information and in enforcement; Accept subdivision applications; liquor licenses; taxicab licenses; entertainment venues; special exceptions; cigarette permit; solid waste container permits. 1111.3 CY 2010 CY 2011 CY 2012 Number of Licenses and New Measure New Measure New Measure Permits Processed Board & Commission New Measure New Measure New Measure Applications Processed 1111.3 Strategic Plan Goal Department Goal /Objective: Performance Measures: Enhanced Communication and Marketing Efficient and timely release of information from Council and City departments as requested (agenda packets, press releases, etc.); and ad hoc committees. Archive documents as required by state code. 1 nFl CY 2010 CY 2011 CY 2012 Number of Committees/ Commissions Meetings Staffed (Diversity, Charter New Measure New Measure New Measure Review; Citizens Police Review Board, Senior Services) Number of Images Electronically Archived New Measure New Measure New Measure (JC Recorder and Project Files) Number of Board and Commission Meeting New Measure New Measure New Measure Packets Archived 1 nFl City of Iowa City Activity Summary Activity: City Clerk (120100) Fund: General (1000) Division: City Clerk (120100) Department: City Clerk Revenues & Other Financing Sources: General Revenues Subsidy Licenses And Permits Professional License Miscellaneous Code Enforcement Other Misc Revenue Printed Materials Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Administrative Secretary City Clerk Deputy City Clerk License Specialist Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection $ 514,950 $ 501,994 $ 453,793 $ 508,367 $ 471,649 $ 549,353 12,468 14,605 15,335 14,605 15,335 16,102 1,500 3,300 4,200 3,300 4,200 4,650 10,089 10,445 11,512 10,413 11,512 11,512 30 303 94 303 94 94 $ 539,037 $ 530,647 $ 484,934 $ 536,988 $ 502,790 $ 581,711 $ 376,442 $ 398,648 $ 407,730 $ 393,406 $ 416,544 $ 418,740 156,174 124,134 69,291 132,134 73,571 150,042 6,421 7,865 7,913 11,448 12,675 12,929 $ 539,037 $ 530,647 $ 484,934 $ 536,988 $ 502,790 $ 581711 2012 2013 2014 2015 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 4.00 4.00 4.00 4.00 Sum Division: City Clerk Department: City Clerk Revenues & Other Financing Sources: General Revenues Subsidy $ 2,642 $ 2,922 $ 4,233 $ 3,561 $ 4,250 $ 4,335 Total Revenues & Other Financing Sources $ 2,642 $ 2,922 $ 4,233 $ 3,561 $ 4,250 $ 4,335 Expenditures: Services $ 2,642 $ 2,922 $ 4,233 $ 3,561 $ 4,250 $ 4,335 Total Expenditures $ 2,642 $ 2,922 $ 4,233 $ 3,561 $ 4,250 $ 4,335 110 RIN wail a to] :701WA 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: Financial Highlights: There was no major financial changes or highlights in the City Attorney FY2015 budget. GOALS, OBJECTIVES, and MEASURES Strategic Plan Goal: Healthy Neighborhoods; A Strong Urban Core; Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing Department Goal /Objective: Provide professional legal advice and representation to the City Council, City Manager, Department Directors and Staff and City Assessor. 111 FY2013 FY2014 FY2015 Adopted Total FTE's 5.60 5.60 5.60 Financial Highlights: There was no major financial changes or highlights in the City Attorney FY2015 budget. GOALS, OBJECTIVES, and MEASURES Strategic Plan Goal: Healthy Neighborhoods; A Strong Urban Core; Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing Department Goal /Objective: Provide professional legal advice and representation to the City Council, City Manager, Department Directors and Staff and City Assessor. 111 Measures: Strategic Plan Goal Department Goal /Objective: Measures: Healthy Neighborhoods & A Strong Urban Core Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority CY 2010 CY 2011 CY 2012 Ordinances & Resolutions 47 52 24 Approved (including 378 469 462 Misdemeanors 560 439 584 attached documents New Measure New Measure New Measure etc. Contracts) Public Meetings of City New Measure New Measure New Measure Council, Boards and New Measure New Measure New Measure Commissions Staffed by City Attorney's Office Cases in State and Federal Courts and New Measure New Measure New Measure Administrative Agencies Strategic Plan Goal Department Goal /Objective: Measures: Healthy Neighborhoods & A Strong Urban Core Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority Strategic Plan Goal Department Goal /Objective: Measures: Healthy Neighborhoods Professional handling of acquisition and purchases of homes in programs endorsed by City Council (e.q. UniverCity and flood buyout) CY 2010 CY 2011 CY 2012 Prosecution of Simple 47 52 24 378 469 462 Misdemeanors Municipal Infraction Trials New Measure New Measure New Measure Housing Authority New Measure New Measure New Measure Hearings Strategic Plan Goal Department Goal /Objective: Measures: Healthy Neighborhoods Professional handling of acquisition and purchases of homes in programs endorsed by City Council (e.q. UniverCity and flood buyout) 112 CY 2010 CY 2011 CY 2012 Number of Closings 47 52 24 112 City of Iowa City Activity Summary Activity: City Attorney (130100) Fund: General (1000) Division: City Attorney (130100) Department: City Attorney Expenditures Personnel 2011 2012 2013 2014 2015 2016 Services Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 10,681 7,675 7,368 8,170 7,945 8,104 General Revenues Subsidy $ 500,070 $ 575,224 $ 554,601 $ 611,277 $ 636,730 $ 647,447 Miscellaneous 1.00 Total Personnel 5.60 5.60 5.60 5.60 Code Enforcement 610 409 612 409 612 612 Intra -City Charges 99,434 75,874 96,430 75,874 72,975 72,975 Other Misc Revenue 1,310 2,573 3,157 2,573 3,157 3,157 Total Revenues & Other Financing Sources $ 601,424 $ 654,080 $ 654,800 $ 690,133 $ 713,474 $ 724,191 Expenditures Personnel $ 562,482 $ 615,541 $ 618,798 $ 646,395 $ 674,697 $ 684,638 Services 28,261 30,864 28,634 35,568 30,832 31,449 Supplies 10,681 7,675 7,368 8,170 7,945 8,104 Total Expenditures $ 601,424 $ 654,080 $ 654,800 $ 690,133 $ 713,474 $ 724791 Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 1.00 1.00 1.00 1.00 Assistant City Attorney 2.00 2.00 2.00 2.00 City Attorney 0.60 0.60 0.60 0.60 First Asst City Attorney 1.00 1.00 1.00 1.00 Legal Assistant 1.00 1.00 1.00 1.00 Total Personnel 5.60 5.60 5.60 5.60 113 IN II WdLVA /e1 Ll FiTC] ACS 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: Financial Highlights: Personnel expenditures increased by 7.2 %, partly due to the addition of a temporary Management Intern in FY2015. 114 FY2013 FY2014 FY2015 Adopted Total FTE's 3.00 3.00 3.00 Financial Highlights: Personnel expenditures increased by 7.2 %, partly due to the addition of a temporary Management Intern in FY2015. 114 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Strong Urban Core Department Goal: Support the cultural and economic vibrancy of the City CY 2011 while allowing citizens to use City -owned property. Department Objective: Process public assembly, parade, use of City Plaza, and 159 ambulatory vendor permits in a manner that supports the 151 cultural and economic vibrancy of the downtown and near downtown areas while protecting public safety. Performance Measures: Permits Processed Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Keep the City Council informed with the City's accomplishments and future plans that further the strategic plan goals. Department Objective: Report strategic plan progress to Council, at a minimum, every four months. These updates should include specific projects and initiatives that support strategic plan goals. Performance Measures: Strategic Plan Report Updates Goal CY 2010 CY 2011 CY 2010 CY 2011 CY 2012 159 154 151 Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Keep the City Council informed with the City's accomplishments and future plans that further the strategic plan goals. Department Objective: Report strategic plan progress to Council, at a minimum, every four months. These updates should include specific projects and initiatives that support strategic plan goals. Performance Measures: Strategic Plan Report Updates 115 Goal CY 2010 CY 2011 CY 2012 > 3 New Measure New Measure 3 115 Strategic Plan Goal: Strategic Economic Development Activities & Enhanced Communication and Marketing Department Goal: Enhance community relations to encourage cooperative CY 2011 projects to help improve residents' lives in the community. Department Objective: Engage with local community and economic development 69 organizations to develop collaborative relationships to coordinate service delivery and foster economic development. Performance Measures: United Way and Iowa City Area Development Group (ICAD) Functions Attended Irrl CY 2010 CY 2011 CY 2012 New Measure 40 69 Irrl City of Iowa City Activity Summary Activity: City Manager (210100) Fund: General (1000) Division: City Manager (210100) Department: City Manager Revenues & Other Financing Sources: General Revenues Subsidy Licenses And Permits Parade /Assembly Permit Fee Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Adm Assistant To City Manager Administrative Analyst Assistant To The City Manager Asst City Manager City Manager Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection $ 470,574 $ 564,714 $ 565,510 $ 561,649 $ 591,554 $ 576,966 750 1,500 2,000 4 5 500 - 500 500 $ 470,578 $ 564,719 $ 566,010 $ 562,399 $ 593,554 $ 579,466 $ 400,218 $ 507,942 $ 445,186 $ 461,044 $ 494,183 $ 478,108 67,349 66,600 118,598 96,855 95,371 97,278 3,011 2,645 576 4,500 4,000 4,080 - - 1,650 - - - $ 470,578 $ 577,187 $ 566,010 $ 562,399 $ 593,554 $ 579,466 2012 2013 2014 2015 1.00 1.00 1.00 1.00 - - 1.00 - 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 117 Isle] ►V i h V i l l J Ll I l Nei 1101 Ll 6Y 0] a a l y a 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 Television 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: Financial Highlights: Personnel expenditures decreased by 9.6% due to staff turnover. GOALS, OBJECTIVES, and PERFORMANCE MEASURES FY2013 FY2014 FY2015 Adopted Total FTE's 2.00 3.00 3.00 Financial Highlights: Personnel expenditures decreased by 9.6% due to staff turnover. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Increase opportunities for citizen engagement and New Measure education Department Objective: Utilize social media, website, video messaging and media New Measure outreach to provide access to a wide audience Performance Measures: Media release activity Social media growth and digital outreach using e- subscription service 118 FY 2011 FY 2012 FY 2013 Twitter New Measure New Measure 574 Facebook New Measure New Measure 520 Media release activity 706 751 813 118 City of Iowa City Activity Summary Activity: Communications Office (210200) Fund: General (1000) Division: Communications Office (210200) Department: City Manager Expenditures Personnel 2011 2012 2013 2014 2015 2016 Services Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 5,364 3,310 2,186 15,098 2,457 2,506 General Revenues Subsidy $ 249,561 $ 267,205 $ 257,001 $ 396,356 $ 289,068 $ 297,544 Miscellaneous $ 264,822 $ 286,241 $ 257,001 $ 396,356 $ 339,068 $ 347,544 Intra -City Charges 15,261 19,036 - - - - Total Revenues & Other Financing Sources $ 264,822 $ 286,241 $ 257,001 $ 396,356 $ 289,068 $ 297,544 Expenditures Personnel $ 241,840 $ 266,548 $ 239,874 $ 297,846 $ 269,389 $ 277,471 Services 17,618 16,383 14,942 74,312 67,222 67,567 Supplies 5,364 3,310 2,186 15,098 2,457 2,506 Capital Outlay - - - 9,100 - - Total Expenditures $ 264,822 $ 286,241 $ 257,001 $ 396,356 $ 339,068 $ 347,544 Personnel Services - FTE 2012 2013 2014 2015 Communications Assistant - - 1.00 1.00 Communications Coordinator - - 1.00 1.00 Document Services Supv 1.00 1.00 - - Document Specialist 2.00 - - - Digital Communications Spec - - 1.00 1.00 Sr. Document Specialist 1.00 1.00 Total Personnel 4.00 2.00 3.00 3.00 Capital Outlay 2014 2015 Software $ 9,100 $ Total Capital Outlay $ 9,100 $ - 119 Lei ►Vi1e1 :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: Financial Highlights: Personnel expenditures decreased in FY2015 by 4.6% due to a reduction of temporary staffing. Services expenditures increased by 15.6% due to the addition of consulting expenses for fire and police promotional testing. The current certified candidate list expires next year. 120 FY2013 FY2014 FY2015 Adopted Total FTE's 4.00 3.00 3.00 Financial Highlights: Personnel expenditures decreased in FY2015 by 4.6% due to a reduction of temporary staffing. Services expenditures increased by 15.6% due to the addition of consulting expenses for fire and police promotional testing. The current certified candidate list expires next year. 120 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, applicable collective bargaining agreements and City policies. Department Objective: To employ effective and efficient recruitment practices in a cost - effective manner. Performance Measures: Averages FY 2011 FY 2012 FY 2013 Number of Internal Hires 21 15 26 Number of External Hires 103 99 105 Positions posted but not filled 5 6 9 Averages Note: Recruitment data does not include non - civilian Police and Fire Staff, Library employees or Recreation program hourly staff. City Employee Turnover Rate FY 2011 FY 2011 FY 2012 FY 2013 Days to Fill Vacant 7.01% 45.47 38.23 43.65 Position Advertising Expense per $241.10 $268.21 $240.62 External Hire Applicants per Hire 11.61 10.43 9.97 Note: Recruitment data does not include non - civilian Police and Fire Staff, Library employees or Recreation program hourly staff. City Employee Turnover Rate FY 2011 FY 2012 FY 2013 4.26% 5.19% 7.01% 121 City of Iowa City Activity Summary Activity: Human Resources (210300) Fund: General (1000) 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 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 Actual Revised Budget Projection $ 448,803 $ 410,016 $ 404,607 $ 488,766 $ 484,408 $ 497,419 110 120 70 9,084 5,965 7,538 8 50 - 20 - 120 70 70 - 7,538 7,538 $ 458,025 $ 416,151 $ 412,215 $ 488,886 $ 492,016 $ 505,027 $ 313,268 $ 327,267 $ 289,562 $ 332,269 $ 317,073 $ 326,585 132,734 80,297 114,312 122,638 141,735 144,569 12,023 7,186 8,341 33,979 33,208 33,873 1,401 $ 458,025 $ 416,151 $ 412,215 $ 488,886 $ 492,016 $ 505,027 2012 2013 2014 2015 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - - 2.00 2.00 - - 1.00 1.00 4.00 4.00 3.00 3.00 122 i: Lei ►VirelLl I: cc] :111 K 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, investigates and makes decisions on complaints alleging unlawful discrimination. Conducts trainings, 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 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: Financial Highlights: Services expenditures increased by $59,361 or 106% primarily due to additional expenditures for the City's contribution to the Fastrac ($15,000) and to the Diversity Focus ($50,000) programs. In addition, advertising for discrimination notices and diversity programming /events was increased by $9,000. 123 FY2013 FY2014 FY2015 Adopted Total FTE's 2.00 2.00 2.00 Financial Highlights: Services expenditures increased by $59,361 or 106% primarily due to additional expenditures for the City's contribution to the Fastrac ($15,000) and to the Diversity Focus ($50,000) programs. In addition, advertising for discrimination notices and diversity programming /events was increased by $9,000. 123 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Complaints Filed Enhanced Communication and Marketing To eradicate discrimination through outreach, education and enforcement. Support and promote equal opportunity without regard to age, color, creed, sex, sexual orientation, disability, gender identity, race, religion, marital status, national origin, familial status and public assistance source of income. FY 2011 FY 2012 FY 2013 New Measure New Measure New Measure Demographic Information (voluntarily provided) 124 FY 2011 FY 2012 FY 2013 New Measure New Measure New Measure New Measure 124 City of Iowa City Activity Summary Activity: Human Rights (210400) Fund: General (1000) Division: Human Rights (210400) Department: City Manager Expenditures Personnel 2011 2012 2013 2014 2015 2016 Services Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 4,579 4,045 4,402 4,969 4,708 4,803 General Revenues Subsidy $ 204,633 $ 226,292 $ 223,235 $ 263,464 $ 327,985 $ 335,317 Licenses And Permits Misc Lic & Permits 120 30 90 - - - Special Events - - 8,418 - 2,000 2,000 Contrib & Donations 100 100 100 - - - Other Misc Revenue 5,257 3,147 1,687 1,500 1,000 1,000 Total Revenues & Other Financing Sources $ 210,110 $ 229,569 $ 233,530 $ 264,964 $ 330,985 $ 338,317 Expenditures Personnel $ 177,478 $ 195,402 $ 195,609 $ 204,170 $ 211,091 $ 217,424 Services 28,053 30,122 33,519 55,825 115,186 116,090 Supplies 4,579 4,045 4,402 4,969 4,708 4,803 Total Expenditures $ 210,110 $ 229,569 $ 233,530 $ 264,964 $ 330,985 $ 338,317 Personnel Services - FTE 2012 2013 2014 2015 Human Rights Coordinator 1.00 1.00 1.00 1.00 Human Rights Investigator 1.50 1.00 1.00 1.00 Total Personnel 2.50 2.00 2.00 2.00 125 aILl /lLlNArl LViIILl II31 Mil 9 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, Disaster 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. 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. Also, 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 Fund's contribution to the Risk Management Loss Reserve; general liability, fire and casualty and workers compensation premium costs. The account is administered by the Finance Department's Revenue and Risk Manager. 1W 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 was June 30, 2013. Community Event and Program Funding: The City's Community Events and Programming budget has financially supported groups that have requested funding for various community events. Aid to Human Service Agencies and Community / Economic Development grant funding were moved out of this cost center with the FY2013 budget proposal. HIGHLIGHTS • Maintained the City's Aaa bond rating from Moody's Investors Service • Kronos time keeping software is being proposed for FY2015 Recent Accomplishments: • The City's FY2013 & FY2014 budget documents earned the GFOA Distinguished Budget Presentation Award. Staffing: Upcoming Challenges: • Planning for the effects of commercial property tax reform at the state level. The 0.5 FTE Management Analyst position was eliminated in FY2013, after Adopted FY2014. 127 FY2013 FY2014 FY2015 Adopted Total FTE's 2.65 3.65 3.15 The 0.5 FTE Management Analyst position was eliminated in FY2013, after Adopted FY2014. 127 Financial Highlights: The FY2015 budget includes capital outlay of $9,350 for timekeeping software implementation. Personnel expenditures decreased by 3.9% due to the elimination of the .50 FTE Management Analyst position and also due to staff turnover. Property tax revenue increased by 3.1 % or $757,918, and property tax credit revenue increased by $514,153 due to the State's replacement of lost property tax revenue. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Maintain the City's Overall Sustainable Financial Health Department Objective: Maintain the City's Aaa Bond Rating Performance Measures: Moody's Aaa Bond Rating (maintained) Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Budget Award A Solid Financial Foundation Accurate and Timely Financial Reporting Earn the GFOA Distinguished Budget Presentation Award FY 2011 FY 2012 FY 2013 Did not Apply Did not Apply FY 2011 FY 2012 FY 2013 Yes Yes Yes Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Budget Award A Solid Financial Foundation Accurate and Timely Financial Reporting Earn the GFOA Distinguished Budget Presentation Award FY 2011 FY 2012 FY 2013 Did not Apply Did not Apply Yes 128 City of Iowa City Activity Summar) Division: Finance Adminstration (310100) Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Property Taxes Current Taxes $ 21,766,882 $ 22,441,703 $ 23,492,249 $ 24,090,079 $ 24,847,997 $ 24,352,325 Delinquent Property Taxes Delinquent Taxes 3,507 554 1,595 - - - Other City Taxes Other City Taxes 405,707 421,220 415,403 411,080 412,633 420,886 Licenses And Permits Food & Liq Licenses 96,490 98,363 108,788 98,363 103,933 103,933 General Use Permits 38,679 40,765 51,425 40,765 51,425 51,425 Use Of Money And Property Interest Revenues 106,605 122,495 204,196 122,495 122,495 122,827 Intergovernmental Property Tax Credits 35,250 49,372 57,528 24,888 539,041 1,035,580 Miscellaneous Code Enforcement 390,783 442,897 418,463 442,897 418,463 418,463 Contrib & Donations 1,500 - - - - - Intra -City Charges 2,655,062 2,564,470 2,480,670 2,721,365 2,656,294 2,656,294 Other Misc Revenue 51 22 11 - - - Parking Fines 479,911 470,104 420,040 470,104 500,000 500,000 Other Financial Sources Misc Transfers In 4,490 - - - - - Sale Of Assets 1,000 - - - - - Trans -Bus Type Funds 18,000 18,000 18,000 18,414 18,727 19,102 Total Revenues & Other Financing Sources $ 26,003,917 $ 26,669,965 $ 27,668,367 $ 28,440,450 $ 29,671,008 $ 29,680,835 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Administrative Secretary Budget Management Analyst Finance Director (1) Management Analyst Total Personnel $ 264,628 $ 316,178 $ 366,855 $ 374,879 $ 360,136 $ 370,940 71,021 91,532 82,680 67,088 50,097 51,099 1,617 4,073 3,308 4,041 3,719 3,793 1,850 6,120 9,350 $ 337,266 $ 413,633 $ 458,963 $ 446,008 $ 423,302 $ 425,832 2012 2013 2014 2015 0.25 0.25 0.25 0.25 1.00 1.00 2.00 2.00 0.90 0.90 0.90 0.90 0.50 0.50 0.00 0.00 2.65 2.65 3.15 (1) Position Eliminated by Resolution May 2013, subsequent to FY14 Budget Adoption. Capital Outlay Software Total Capital Outlay 129 2014 3.15 2015 $ - $ 9,350 $ - $ 9,350 City of Iowa City Activity Summary Expenditures Personnel $ 48,723 $ 34,507 $ 40,200 $ 39,415 $ - $ - Services Division: Finance Administration 84,512 3,453 2,155 - - Supplies Department: Finance - - - - - Capital Outlay 41,928 2011 2012 2013 2014 2015 2016 41,570 $ - $ - Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 0.40 0.40 0.38 - Total Personnel General Revenues Subsidy $ - $ 38,847 $ - $ - $ - $ - Intergovernmental FEMA Reimbursements 159,224 72,971 43,428 191,745 - - StateDisasterAssistance - 1,101 122,522 24,557 - Use Of Money And Property Interest Revenues 12 29 7 - - - Miscellaneous Other Misc Revenue 288 6,071 794 - - - Other Financial Sources Insurance Recoveries 427,333 - - - - - Transfer -In - - 26,027 Total Revenues & Other Financing Sources $ 586,857 $ 119,019 $ 192,778 $ 216,302 $ - $ - Expenditures Personnel $ 48,723 $ 34,507 $ 40,200 $ 39,415 $ - $ - Services 76,199 84,512 3,453 2,155 - - Supplies 160 - - - - - Capital Outlay 41,928 Total Expenditures $ 167,010 $ 119,019 $ 43,653 $ 41,570 $ - $ - Personnel Services - FTE 2012 2013 2014 2015 Associate Planner 0.40 0.40 0.38 - Total Personnel 0.40 0.40 0.38 - 130 City of Iowa City Activity Summary Division: Finance Administration Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budaet Proiection Revenues & Other Financing Sources: $ 104,209 $ 113,766 $ 114,916 $ 123,177 $ 121,118 $ Property Taxes $ 1,119,406 $ 961,434 $ 907,808 $ 869,033 $ 896,379 $ 878,495 Delinquent Property Taxes 180 24 62 - - - Other City Taxes 20,868 18,041 16,051 15,062 15,102 15,404 Intergovernmental 882,718 $ 1,015,465 $ 1,036,987 Actual Revised Property Tax Credits - - - - 17,884 35,768 Total Revenues & Other Financing Sources $ 1,140,454 $ 979,499 $ 923,921 $ 884,095 $ 929,365 $ 929,667 Expenditures Personnel $ 104,209 $ 113,766 $ 114,916 $ 123,177 $ 121,118 $ 124,752 Services 885,085 736,297 812,567 754,560 889,266 907,052 Supplies 11,200 4,789 4,884 4,981 5,081 5,183 Total Expenditures $ 1,000,494 $ 854,852 $ 932,368 $ 882,718 $ 1,015,465 $ 1,036,987 Actual Revised Budget Projection Revenues & Other Financing Sources: Personnel Services - FTE 495,117 $ 2012 2013 2014 2015 Property Taxes $ Assistant City Attorney $ - 1.00 1.00 1.00 1.00 Other City Taxes Total Personnel 8,949,784 1.00 1.00 1.00 1.00 Use Of Money And Property Activity Summary Activity: Non - Operational Admin (310710) $ 1,836 $ - $ - $ - $ - $ Fund: General (1000) Division: Finance Administration 590,895 624,276 107,443 107,775 107,493 Department: Finance Supplies - 7,746 600 8,056 624 637 Capital Outlay 2011 2012 2013 2014 2015 2016 - Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 108,043 $ 392,777 $ 495,117 $ 505,280 Property Taxes $ 4,964 $ - $ 2,754,939 $ 2,824,819 $ 2,913,708 $ 2,855,574 Other City Taxes 8,691,481 8,949,784 8,664,389 2,719,472 337,320 344,066 Use Of Money And Property Interest Revenues - 220,433 - - - - Rents - 2,000 5,500 6,000 5,500 5,500 Intergovernmental Property Tax Credits - - - - 58,134 116,268 Miscellaneous Misc Merchandise 22 12 18 - - - Other Misc Revenue - - 6,952 - 6,952 6,952 Other Financial Sources Interfund Loans 678,096 882,222 - - - - Sale OfAssets - 804,380 101,162 - - - Transfer -In from Employee Benefits 7,515,304 8,846,298 8,705,258 8,768,255 8,547,359 8,718,306 Total Revenues & Other Financing Sources $ 16,889,867 $ 19,705,129 $ 20,238,217 $ 14,318,546 $ 11,868,973 $ 12,046,666 Expenditures Personnel $ 1,836 $ - $ - $ - $ - $ - Services 590,895 624,276 107,443 107,775 107,493 109,643 Supplies - 7,746 600 8,056 624 637 Capital Outlay 6,275 810 - - - - General Fund Contingency - - - 276,946 387,000 395,000 Total Expenditures $ 599,006 $ 632,832 $ 108,043 $ 392,777 $ 495,117 $ 505,280 131 City of Iowa City - General Fund Community Event and Program Funding Community event and City sponsored event funding totals $106,200 for FY2016. Funding requests totaled $139,366. Funding Requests for Community Events & Programs Actual FY2012 Actual FY2013 Budget FY2014 Requested FY2015 Budget FY2015 319 Music Fest 2,562 3,000 - 3,000 - 3rd Annual Northside Oktoberfest - - 1,000 10,000 1,500 4rh Annual Iowa City Juneteenth Celebration - 275 1,000 1,000 Backyard Abundance 400 - - - Think Bicycles: - - - 8,500 - Bike to Work Month - - 1,000 - 1,000 1st Annual Hand Built Bicycle Exhibition - - - - 3,700 The Community Meal Project - - - 5,000 - Harvest Preserve Open House - - - 355 ICCR Kappa League Program - - - 5,000 Iowa City Book Festival 1,500 1,000 - - Iowa City Community String Orchestra 200 200 400 - - Landlocked Film Festival 3,000 3,000 3,000 3,000 3,000 Mission Creek Festival - 4,000 4,000 - - Public Space One 52 Weeks/Works in Progress Festival (WiP5) - - 500 3,500 - Riverside Theatre - Shakespeare Festival 7,000 5,000 5,000 6,000 5,000 Tree Huggers Program - - - 4,000 - Summer of the Arts 69,000 67,000 671000 67,000 67,000 4th of July Fireworks (City of Iowa City) 23,000 23,000 23,000 23,000 23,000 Contin enc - - 1,025 - 1,000 Communit Event/Program Funding 106,-662 106 200 106, 001 139,3551 106 200 132 /!1KK0111Ll 11191Ll [c 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 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 Finalize (CAFR) for FY2012 earned the Government Finance implementation of the Officers Association (GFOA) Certificate of Achievement City's new ERP for Excellence in Financial Reporting for the 28th software consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting. Staffing: The Grant Accountant position added for the 2008 flood is being eliminated in the FY2015 adopted budget. Financial Highlights: Personnel expenditures decreased by 4.5% due to the elimination of the 2008 flood Grant Accountant position and services expenditures decreased by 38.9% due to a reduction in computer internal service charges. 133 FY2013 FY2014 FY2015 Adopted Total FTE's 8.00 8.00 7.00 The Grant Accountant position added for the 2008 flood is being eliminated in the FY2015 adopted budget. Financial Highlights: Personnel expenditures decreased by 4.5% due to the elimination of the 2008 flood Grant Accountant position and services expenditures decreased by 38.9% due to a reduction in computer internal service charges. 133 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 and an Unqualified /Unmodified opinion on Financial Statements from External Auditors Audited Financial Statements FY 2011 FY 2013 FY 2011 FY 2012 Target Yes Yes Yes Audited Financial Statements 134 FY 2011 FY 2012 FY 2013 Auditor's Opinion on Unqualified Unqualified Unmodified Financial Statements 134 City of Iowa City Activity Summary Activity: Accounting (310200) Fund: General (1000) 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 Personnel Services - FTE Account Clerk - Acctng Accountant - Payroll Assistant Controller Controller Grant Accountant* Internal Auditor Sr Accountant - Accounting Sr Accounts Payable Clerk Total Personnel * Temporary position created for 2008 flood 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection $ 681,715 $ 746,173 $ 780,016 $ 863,073 $ 763,621 $ 785,395 26 611.91 728 375 485 375 485 530 3,954 4,519 4,075 4,517 4,075 4,185 2 2 3 3,322 1,740 1,013 $ 690,281 $ 752,835 $ 785,592 $ 867,965 $ 768,181 $ 790,110 $ 522,849 $ 580,294 $ 613,019 $ 687,320 $ 656,602 $ 676,300 163,891 169,453 167,861 176,008 107,532 109,683 3,541 3,088 4,711 4,637 4,047 4,127 $ 690,281 $ 752,835 $ 785,592 $ 867,965 $ 768,181 $ 790,110 2012 2013 2014 2015 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 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 135 8.00 8.00 8.00 7.00 101 No] 00FTMIki cc] 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 Recent Accomplishments: In fiscal year 2013 the Purchasing Division • Developed and Issued 40 new solicitations including Request for Bids, Request for Proposals, and Request for Quotes. • Administered over 100 City contracts. • Procured over $4.2 million in goods and services. • Sold over $174,000 of surplus equipment and vehicles. Staffing: Upcoming Challenges: • Implementation of the Munis purchasing card software 1611 FY2013 FY2014 FY2015 Adopted Total FTE's 3.94 3.44 3.44 1611 Financial Highlights: There is a decrease in services expenditures of 44.4% or $8,400 due to a decrease in outside printing services, travel and training, and internal service fund charges. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation 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 fair and open competition. Provide assistance to City employees in the purchase of commodities and services while ensuring inclusivity in the procurement process through fair and open competition. Quantity of Solicitations and Dollar Value *amount does not include all City -Wide Contract Procurements 137 FY 2011 FY 2012 FY 2013 Request for Proposals 18 19 11 Request for Bids, Request for Quotes, & 48 38 36 Cooperative Agreements Other (Purchase Agreements, Sole Source Purchases, Contract 21 24 46 Renewals, & Emergency Purchases) Dollar Value of Procurements* $1.9 $2.5 $4.2 (in millions) *amount does not include all City -Wide Contract Procurements 137 Request for Bids, Request for Quotes, and Cooperative Agreements 138 FY 2011 FY 2012 FY 2013 Estimated Cost Savings (rounded to the nearest $325,000 $218,000 $200,000 thousand) Number of Bids and Proposals Received (excluding cooperative New Measure New Measure New Measure agreements) 138 City of Iowa City Activity Summary Activity: Purchasing (310300) $ 304,282 $ 304,374 $ 270,291 $ 283,639 Fund: General (1000) Division: Purchasing (310300) Services 16,496 18,556 11,736 Department: Finance 10,499 10,709 Supplies 674 932 1,247 969 2011 2012 2013 2014 2015 2016 283,274 $ Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 2013 2014 2015 Buyer I - Purchasing General Revenues Subsidy $ 317,365 $ 318,315 $ 277,577 $ 297,984 $ 297,250 $ 305,516 Miscellaneous 1.00 1.00 1.00 1.00 Other Misc Revenue 4,087 5,523 3,739 5,523 3,739 4,450 Other Commissions - - 1,958 - 1,958 1,958 Sale Of Assets 0.50 24 Total Personnel 4.00 Total Revenues & Other Financing Sources $ 321,452 $ 323,862 $ 283,274 $ 303,507 $ 302,947 $ 311,924 Expenditures Personnel $ 304,282 $ 304,374 $ 270,291 $ 283,639 $ 291,825 $ 300,580 Services 16,496 18,556 11,736 18,899 10,499 10,709 Supplies 674 932 1,247 969 623 635 Total Expenditures $ 321,452 $ 323,862 $ 283,274 $ 303,507 $ 302,947 $ 311,924 Personnel Services - FTE 2012 2013 2014 2015 Buyer I - Purchasing 1.00 1.00 0.94 0.94 Buyer 11 1.00 1.00 1.00 1.00 Purchasing Agent 1.00 1.00 1.00 1.00 Purchasing Clerk 1.00 0.94 0.50 0.50 Total Personnel 4.00 3.94 3.44 3.44 139 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. HIGHLIGHTS • Billed for over $24,000,000 in City utility services • Received over 24,000 customer calls and answered 86% of calls within 20 seconds • Processed 307,770 receipt transactions Recent Accomplishments: • Changed credit card processors resulting in an annual savings of $30,000 • Tightened up the utility reading schedule to more closely coincide with the bill dates • Worked with the City Attorney's Office and Public Works to draft a revised Landfill Permit application and charge card agreement Staffing: Upcoming Challenges: • Conversion to the Munis CIS software • Complete the remodel of the Cashier area Financial Highlights: There are no major financial changes in the Revenue budget for FY2015. 140 FY2013 FY2014 FY2015 Adopted Total FTE's 7.88 7.88 7.88 Financial Highlights: There are no major financial changes in the Revenue budget for FY2015. 140 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing Improve customer service through expanded payment/service request options Increase the number of transactions conducted online *percent of calls answered within 20 seconds Web Start/Stop Service FY 2011 FY 2012 FY 2013 Active Accounts 25,902 26,268 26,510 Total Calls 24,119 23,907 24,228 Service Level* 86.96% 87.28% 86.40% *percent of calls answered within 20 seconds Web Start/Stop Service Payment Method FY 2011 FY 2012 FY 2013 Customer Transactions 3,801 4,242 4,372 % Change 11.40% 11.60% 3.06% Payment Method 141 FY 2011 FY 2012 FY 2013 Total Receipt 303,038 298,262 307,770 Transactions Web Transactions 74,889 83,811 90,700 % Web Transactions of 24.71% 28.10% 29.47% Total Transactions Change in Web 13.60% 11.91% 8.22% Transactions ( %) Change in % Web 13.20% 13.71% 4.88% Transactions of Total ( %) 141 City of Iowa City Activity Summary Activity: Revenue (310400) Fund: General (1000) Division: Revenue (310400) Department: Finance Revenues & Other Financing Sources: General Revenues Subsidy Charges For Fees And Services Water Charges 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 Personnel Services - FTE Cashier- Revenue Customer Service Rep - Revenue Revenue & Risk Manager Sr Accountant - Revenue Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection $ 921,599 $ 945,503 $ 951,130 $ 934,270 $ 953,107 $ 978,388 7,240 6,680 5,869 6,680 5,869 5,869 395 340 - - 333 333 (3,660) 493 (141) 364 283 283 $ 925,574 $ 953,372 $ 956,857 $ 941,314 $ 959,592 $ 984,873 $ 550,144 $ 589,509 $ 591,759 $ 587,700 $ 608,926 $ 627,194 369,140 353,951 359,919 349,010 345,276 352,181 6,290 4,616 5,179 4,604 5,390 5,498 - 5,296 - - - - $ 925,574 $ 953,372 $ 956,857 $ 941,314 $ 959,592 $ 984,873 2012 2013 2014 2015 1.38 1.38 1.38 1.38 5.00 5.00 5.00 5.00 0.50 0.50 0.50 0.50 1.00 1.00 1.00 1.00 7.88 7.88 7.88 7.88 142 F Y 2 0 1 5 GENERAL FUND PUBLIC SAFETY Police Fire Housing & Inspection Services I lil4 Eel Wil W LVA I I ki 11.019 :Lll 9 [el ki l The Police Department's Administration Division oversees 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 • Computer Operations 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 reaccreditation review occurred in December of 2013. Staffing: Field Operations activities: • Patrol • Investigations Upcoming Challenges: • Keeping up with rapid changes in technology Financial Highlights: Personnel expenditures decreased from the FY2014 revised expenditures due to a budget correction for pension contributions during FY2014. 145 FY2013 FY2014 FY2015 Adopted Total FTE's 5.00 5.00 5.00 Financial Highlights: Personnel expenditures decreased from the FY2014 revised expenditures due to a budget correction for pension contributions during FY2014. 145 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing & Healthy Neighborhoods Commit to excellence in leadership, resource management, service- delivery, and improving our city and neighborhoods. Maintain Commission on Accreditation for Law Enforcement Agencies, Inc. ( CALEA) accredited agency status compliance each year. Maintain compliance of CALEA accreditation CY 2010 CY 2011 CY 2012 Yes Yes Yes Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non - negligent manslaughter, forcible rape, robbery, and aggravated assault) Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny- theft, and motor vehicle theft) CY 2010 CY 2011 CY 2012 Iowa City 183 163 185 Average of Comparable 2,527 2,658 2,932 ** Cities in Iowa* 373 333 339 Cities in Iowa* Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny- theft, and motor vehicle theft) * *Average does not include Dubuque because FBI determined that the agency's data were over - reported, and consequently were not included in their tables *Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo 101 CY 2010 CY 2011 CY 2012 Iowa City 1,533 1,580 1,842 Average of Comparable 2,527 2,658 2,932 ** Cities in Iowa* * *Average does not include Dubuque because FBI determined that the agency's data were over - reported, and consequently were not included in their tables *Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo 101 City of Iowa City Activity Summar) Division: Police Administration (410100) Department: Police 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 667,652 $ 732,057 $ 737,513 $ 953,615 $ 766,081 $ 788,530 Other Financial Sources Misc Transfers In 4,776 6,195 - - - - Sale of Assets - - 20 - Total Revenues & Other Financing Sources $ 672,428 $ 738,252 $ 737,532 $ 953,615 $ 766,081 $ 788,530 Expenditures Personnel $ 612,425 $ 676,839 $ 671,317 $ 904,831 $ 712,845 $ 734,230 Services 50,866 50,767 54,205 40,172 43,920 44,798 Supplies 9,137 10,646 12,010 8,612 9,316 9,502 Total Expenditures $ 672,428 $ 738,252 $ 737,532 $ 953,615 $ 766,081 $ 788,530 Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 1.00 1.00 1.00 1.00 Computer Syst Analyst - Police 1.00 1.00 1.00 1.00 Police Captain 1.00 1.00 1.00 1.00 Police Chief 1.00 1.00 1.00 1.00 Police Sergeant 1.00 1.00 1.00 1.00 Total Personnel 5.00 5.00 5.00 5.00 147 /!1WLViIILl II31Mil 9W: &IAZIN N *I 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. Monitor general orders to ensure they comply with accreditation standards. • 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. The two new COPS grant officers will operate out of this position. • 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. This Sergeant is also responsible for dealing with releasing information to the public and news media. • 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. • Computer Operations is responsible for the Police information technology, CAD system support, records integration and technology. This includes wireless solutions, communication upgrades and day -to -day support of all police computer hardware and software, both in the station and mobile applications. HIGHLIGHTS • Completed fourth CALEA on -site inspection. The department is in the process of replacing the old squad car computers with a new laptop which will allow officers to remove the laptop from the car and complete the report where ever the officer wishes. 148 Recent Accomplishments: • An agreement with the Cedar Rapids Police Department guarantees usage of the CRPD range. This was accomplished using funds from two Department of Justice JAG awards and forfeited funds from drug seizures. The department will also receive free basic officer academy tuition under this agreement. • The department identified a new squad car and equipment to replace the Ford Crown Victoria, which is no longer manufactured. • The downtown businesses and several neighborhoods have teamed up with the COPS grant officers to address issues in their area. Staffing: Upcoming Challenges: • Starting and overseeing the construction of the new animal shelter. • Implementing a dual identification software system to meet new FBI computer requirements. • Addressing the space needs caused by the loss of the Wilson building for property and bike storage. Financial Highlights: Personnel expenditures decreased 6.7% due to staff turnover and services expenditures decreased by 14.1 % due to software maintenance expenditures being postponed until FY2016. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods Department Goal: Enhance community relations and promote minority recruitment. By continuing to participate in "Badges for Baseball, starting a Youth Citizen Police Academy and Police Cadet program, the department hopes the minority community will have a better understanding of a police officer's job. 149 FY2013 FY2014 FY2015 Adopted Total FTE's 18.00 20.00 20.00 Financial Highlights: Personnel expenditures decreased 6.7% due to staff turnover and services expenditures decreased by 14.1 % due to software maintenance expenditures being postponed until FY2016. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods Department Goal: Enhance community relations and promote minority recruitment. By continuing to participate in "Badges for Baseball, starting a Youth Citizen Police Academy and Police Cadet program, the department hopes the minority community will have a better understanding of a police officer's job. 149 Department Objective Performance Measures: Community Presentations Youth Related Programs Develop programs designed to promote interaction between teens, young adults, and officers outside of the regular duty hours. In this non - adversarial environment officers and minority community members will be able to interact and open up communication lines. A better understanding of the job will also enhance recruitment of minority citizens. CY 2010 CY 2011 CY 2012 117 129 174 CY 2010 CY 2011 CY 2012 New Measure New Measure New Measure Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods Department Goal: Increase the efficiency in which lost pets and owners are reunited. Department Objective: Increase the number of pets that are licensed and /or implanted with a microchip. Pets with microchips and /or licensed are more easily identified and returned to their owners. This decreased time reduces the stress on both the pet and owner. This also increases the amount of time that officers can spend patrolling and addressing nuisance animals, which can affect the quality of life in a neighborhood. Outsourcing licensing will be evaluated, as other jurisdictions have found that privatization has increased community participation. 150 Performance Measures: Pets with microchips Licensed pets CY 2010 CY 2011 CY 2012 1,100 1,075 1,150 CY 2010 CY 2011 CY 2012 3,602 3,500 3,834 151 City of Iowa City Activity Summary Activity: Police Administrative Services (410200) Division: Police Administrative Services (410200) $ 1,329,276 $ 1,408,740 $ 1,405,753 $ Fund: General (1000) Department: Police $ 1,495,702 $ 2011 2012 2013 2014 2015 2016 355,556 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 80,621 Capital Outlay 18,084 14,471 22,295 17,000 General Revenues Subsidy $ 1,404,221 $ 1,425,860 $ 1,526,537 $ 1,776,054 $ 1,565,483 $ 1,661,156 Licenses And Permits 2,033,862 Police Records Clerk 2.00 2.00 2.00 2.00 Misc Lic & Permits 23,403 25,348 21,383 28,348 21,383 23,378 Intergovernmental 1.00 1.00 Sr Police Records Clerk 2.00 2.00 2.00 Local 28E Agreements 111,517 173,081 71,382 195,583 218,286 218,286 Charges For Fees And Services 2014 2015 Animal Control Truck $ Animal Care Services 12,078 9,539 8,873 12,000 11,420 11,420 Misc Charges For Svc 4,402 3,569 3,879 3,569 3,879 3,950 Miscellaneous Animal Adoption 12,268 13,020 10,620 13,020 11,264 11,969 Code Enforcement 645 - - 6,400 4,080 4,080 Contrib & Donations 2,020 1,818 - 1,816 22,289 22,289 Misc Merchandise 11,067 10,302 7,887 10,302 9,032 9,752 Other Misc Revenue 45,232 45,531 39,088 45,687 44,670 44,670 Printed Materials 18,166 19,423 22,434 20,100 22,912 22,912 Other Financial Sources Sale Of Assets - 1,543 29 - 5,000 - Total Revenues & Other Financing Sources $ 1,645,019 $ 1,729,034 $ 1,712,112 $ 2,112,879 $ 1,939,698 $ 2,033,862 Expenditures Personnel $ 1,329,276 $ 1,408,740 $ 1,405,753 $ 1,603,659 $ 1,495,702 $ 1,540,573 Services 229,190 237,026 223,533 413,705 355,556 412,668 Supplies 68,469 68,797 60,532 78,515 79,040 80,621 Capital Outlay 18,084 14,471 22,295 17,000 9,400 - Total Expenditures $ 1,645,019 $ 1,729,034 $ 1,712,112 $ 2,112,879 $ 1,939,698 $ 2,033,862 Personnel Services - FTE 2012 2013 2014 2015 Animal Care Technician 2.00 2.00 2.00 2.00 Animal Center Assistant 1.00 1.00 1.00 1.00 Animal Control Supervisor 1.00 1.00 1.00 1.00 Animal Services Officer 2.00 2.00 2.00 2.00 CSO /Station Master 5.00 5.00 5.00 5.00 Police Officer 1.00 1.00 3.00 3.00 Police Records Clerk 2.00 2.00 2.00 2.00 Police Sergeant 1.00 1.00 1.00 1.00 Records Supervisor 1.00 1.00 1.00 1.00 Sr Police Records Clerk 2.00 2.00 2.00 2.00 Total Personnel 18.00 18.00 20.00 20.00 Capital Outlay 2014 2015 Animal Control Truck $ 17,000 $ - Other Operating Equipment 9,400 Total Capital Outlay $ 17,000 $ 9,400 152 IaIA41111111]» Mill 9Eel 6� The Police Department's Field Operations Division is organized into two activities, Patrol and Investigations. 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 • Directed Patrol resources emphasizing neighborhood stabilization. • Completion of the construction of the crime lab. 153 Recent Accomplishments: • The Department implemented the two additional positions under the Department of Justice COPS grant. One of the positions focuses on the Downtown area, and the other position focuses on specific problems in residential neighborhoods. • Officers worked with the Iowa City Community School District and provided training for critical incidents to School District employees. • The Department's cold case investigator recently completed an extensive investigation of a 1997 homicide which resulted in the arrest of a suspect. • In September the Juvenile Investigator joined representatives from Juvenile Court, the Iowa City Community School District, and District Court Judge in attending Georgetown University's program for Reducing Racial and Ethnic Disparities in Juvenile Justice Certificate Program. • The Department recently completed construction and implemented use of a new crime scene lab. The lab includes updated equipment that will assist Officers in the cultivation of evidence to lead to the successful resolution and prosecution of criminal cases. Staffing: Upcoming Challenges: • Identifying solutions to the problems associated with the homeless population in Iowa City. • Addressing the disparate arrest /incarceration rate of the minority population. Financial Highlights: Capital outlay expenditures include $170,000 for squad car replacement, $24,000 to purchase AEDs as part of a two -year program, and $22,500 for vehicle equipment. 154 FY2013 FY2014 FY2015 Adopted Total FTE's 80.00 80.00 80.00 Financial Highlights: Capital outlay expenditures include $170,000 for squad car replacement, $24,000 to purchase AEDs as part of a two -year program, and $22,500 for vehicle equipment. 154 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Traffic crash reduction Address the impact of underage drinking on downtown and near downtown neighborhoods Increase OWI and traffic enforcement Continue alcohol compliance checks, bar checks, and directed party patrols, reduce response time to loud party calls Traffic Accidents and Average Damage CY 2010 CY 2011 CY 2012 OWI Arrests 319 452 476 Traffic Stops 11,804 13,728 11,981 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. 155 CY 2010 CY 2011 CY 2012 Accidents* 1,889 1,886 2,047 Average Damage, $4,488 $4,421 $3,276 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. 155 Response Time: Loud Party Complaints (in minutes) CY 2010 CY 2011 CY 2012 Bar Checks Performed 976 1,800 1,365 Compliance Checks 25 149 273 Response Time: Loud Party Complaints (in minutes) MI CY 2010 CY 2011 CY 2012 Call to Dispatch 1807 11:30 903 Dispatch to On Scene 925 419 401 MI City of Iowa City Activity Summar) ML LI V ny. r V II .0 rlCIU V PCI QLI V I IO t91 VJV Vt $ 7,201,970 $ 7,906,418 $ 7,867,958 $ rul lu. V CI ICI QI , I V V Vt Division: Police Field Operations (410300) 8,970,917 $ 9,240,044 Services 646,113 Department: Police 635,273 748,971 686,317 700,043 Supplies 2011 2012 2013 2014 2015 2016 204,516 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 251,500 192,500 Total Expenditures $ 8,246,780 $ 8,921,449 General Revenues Subsidy $ 7,239,909 $ 8,085,646 $ 8,034,265 $ 8,872,484 $ 9,355,467 $ 9,575,335 Other City Taxes 528,240 386,601 396,304 447,077 403,750 411,825 Use Of Money And Property 1.00 1.00 1.00 Interest Revenues 214 209 95 209 95 95 Intergovernmental 4.00 Police Captain 1.00 Fed Intergovnt Rev 27,404 30,458 23,508 - 118,802 118,802 Other State Grants 266,129 223,097 180,233 124,471 131,315 131,315 Charges For Fees And Services Police Officer 63.00 63.00 63.00 Fire Services 4,345 5,255 5,305 5,255 5,305 5,305 Police Services 101,050 135,035 269,023 136,460 30,705 30,705 Miscellaneous 7.00 7.00 7.00 Code Enforcement 2,989 1,611 1,587 1,611 1,587 1,587 Other Misc Revenue 20,878 15,342 42,252 14,003 42,224 42,224 Other Financial Sources 2015 1 SCAT Truck Sale Of Assets 55,622 38,195 41,590 24,000 24,000 24,000 Total Revenues & Other Financing Sources $ 8,246.780 $ 8.921.449 $ 8.994.163 $ 9.625.570 $ 10.113.250 $ 10.341.193 Expenditures Personnel $ 7,201,970 $ 7,906,418 $ 7,867,958 $ 8,303,215 $ 8,970,917 $ 9,240,044 Services 646,113 603,239 635,273 748,971 686,317 700,043 Supplies 179,017 129,691 194,863 225,378 204,516 208,606 Capital Outlay 219,680 282,101 296,068 348,006 251,500 192,500 Total Expenditures $ 8,246,780 $ 8,921,449 $ 8,994,163 $ 9,625,570 $ 10,113,250 $ 10,341,193 Personnel Services - FTE 2012 2013 2014 2015 Comm Sery Officer- Evidence 1.00 1.00 1.00 1.00 Community Service Officer 4.00 4.00 4.00 4.00 Police Captain 1.00 1.00 1.00 1.00 Police Lieutenant 4.00 4.00 4.00 4.00 Police Officer 63.00 63.00 63.00 63.00 Police Officer- Temp Military Overhire 0.00 0.00 0.00 0.00 Police Sergeant 7.00 7.00 7.00 7.00 Total Personnel 80.00 80.00 80.00 80.00 Capital Outlay 2014 2015 1 SCAT Truck $ 29,206 $ - AED'S 24,000 24,000 Automobiles 168,000 170,000 PC Hardware 20,000 35,000 Vehicle Equipment 36,000 22,500 Video Recording Devices 10,800 Total Capital Outlay $ 288,006 $ 251,500 157 I a I N AMWLVi11Ll 11310A110LI 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 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 • Developing in partnership with CFAI a professional development and credentialing program for current and aspiring company fire officers. The program will elevate the technical and professional competencies of the ICFD company officer corps. • The ICFD has rolled out a new scheduling and callback software solution to automate staffing needs and save time. • Two of the ICFD's Battalion Chiefs completed the National Fire Academy's four -year Executive Fire Officer Program, successfully earning the EFO professional designation. • After serving nearly 35 years and 17 years as fire chief, Andy Rocca retired from the department on May 13, 2013. John Grier was appointed fire chief on August 21, 2013. Recent Accomplishments: • The Department was reaccredited by the Commission on Fire Accreditation International (CFAI). The ICFD is one of only 178 accredited fire departments in the world. 158 Upcoming Challenges: • Succession planning for anticipated retirements in the command staff. • Reorganize job responsibilities of command staff to account for the loss of our administrative secretary position. • Maintenance of aging facilities at Stations 1 and 3 Staffing: The Administrative Secretary position was eliminated in FY2015 budget. Financial Highlights: Personnel expenditures are budgeted to decrease by $106,064 or 18.4% due to the elimination of the Administrative Secretary position and staff turnover. The capital outlay budget includes $18,000 for one Mobile Data Computer (MDC) for Training Officer vehicle (backup Command Vehicle) and two mobile radios for Fire Chief and Deputy Chief vehicles. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing Increase two -way communication with customers seeking information or feedback. Maintain Commission on Fire Accreditation International (CFAI) accredited agency status by timely submission of Annual Compliance Report (ACR). Implement strategic and specific recommendations accepted from 2013 CFAI reaccreditation report. Maintain Insurance Services Office (ISO) Public Protection Classification of 2. Meet ACR requirements to maintain CFAI accredited agency status FY2013 FY2014 FY2015 Adopted Total FTE's 4.00 4.00 3.00 The Administrative Secretary position was eliminated in FY2015 budget. Financial Highlights: Personnel expenditures are budgeted to decrease by $106,064 or 18.4% due to the elimination of the Administrative Secretary position and staff turnover. The capital outlay budget includes $18,000 for one Mobile Data Computer (MDC) for Training Officer vehicle (backup Command Vehicle) and two mobile radios for Fire Chief and Deputy Chief vehicles. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing Increase two -way communication with customers seeking information or feedback. Maintain Commission on Fire Accreditation International (CFAI) accredited agency status by timely submission of Annual Compliance Report (ACR). Implement strategic and specific recommendations accepted from 2013 CFAI reaccreditation report. Maintain Insurance Services Office (ISO) Public Protection Classification of 2. Meet ACR requirements to maintain CFAI accredited agency status 159 CY 2010 CY 2011 CY 2012 ACR Submitted Yes Yes Yes 159 Number of reaccreditation report adopted recommendations implemented Maintain ISO Class 2 rating. CY 2010 CY 2011 CY 2012 Strategic 3 2 New Measure New Measure New Measure Recommendations (7) Specific Recommendations (9) New Measure New Measure New Measure Maintain ISO Class 2 rating. f[1-9] CY 2010 CY 2011 CY 2012 Rating 3 3 2 f[1-9] City of Iowa City Activity Summary Division: Fire Administration (450100) Department: Fire Revenues & Other Financing Sources: Intergovernmental State 28E Agreements Miscellaneous Contrib & Donations Printed Materials Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Administrative Secretary Battalion Chief Deputy Fire Chief Fire Chief Total Personnel Capital Outlay Other Operating Equipment Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budaet Proiecti $ 1,271,134 $ 1,311,778 $ 1,400,183 $ 1,407,146 $ 1,411,418 $ 1,411,418 30 25 2,550 - - 8 4 - 121 1,025 - 595 - - $ 1,272,197 $ 1,311,803 $ 1,403,453 $ 1,407,146 $ 1,411,418 $ 1,411,418 $ 381,047 $ 528,589 $ 537,848 $ 575,500 $ 469,436 $ 483,519 136,434 196,774 196,106 239,667 253,002 258,062 67,588 57,570 57,269 74,464 65,083 66,385 58,223 13,636 10,000 18,000 $ 643,292 $ 796,569 $ 791,222 $ 899,631 $ 805,521 $ 807,966 2012 2013 2014 2015 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 161 3.00 4.00 4.00 3.00 2014 2015 $ 10,000 $ 18,000 $ 10,000 $ 18,000 1:1►Vi1:1 NOALl [y1111113:1A Mill 9 Eel Ll 6y 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: ICFD personnel spend time mitigating various types of fires, as well as time responding to false alarms. Firefighting activities typically require more resources (personnel, equipment, etc.) than any other type of emergency. Fires also have a greater potential to harm people and property than other emergencies. 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: Technical rescue includes those incidents where a successful operation requires the rescuer(s) to employ special knowledge, skills, tools, and techniques. 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. • 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. HIGHLIGHTS • In 2013, emergency service demand continued to increase. The ICFD responded to over 5500 incidents, a 6 percent over 2012. Total call volume has increased by 24% in the last five years. • Fire personnel responded to 204 fire emergencies, resulting in $2.7 million in property damage. The largest single fire loss was estimated at more than $1.6 million for a fire that occurred at the Johnson County Secondary Roads facility. • The ICFD continues to experience a troubling number of simultaneous emergency calls for service. In 2013, 22% of emergency incidents were overlapping. IM Recent Accomplishments: • Transitioned all responders to new EMT certification as directed by the Iowa Department of Public Health. • Established a quantitative fit - testing process for all firefighters. • Instituted the Blue Card incident management system for all emergency incidents. • Augmented EMS diagnostic abilities for diabetic emergencies by placing glucometers on every apparatus. • Adjusted response protocols to include an additional engine company for probable or confirmed structure fires, to comply with CFAI recommendations. • Modified fire alarm response assignments to reflect the risk demonstrated by historical data. • Increased our tactical capabilities by instituting wide -area search protocols for instances involving victims lost in wooded areas or people who wander from assisted - living facilities. • Enhanced trench rescue capability by adding soil vacuum equipment that can quickly expose victims of trench collapse. Staffing: Upcoming Challenges: • Meeting established response time goals. Growth and development on the east, southeast and west create response time challenges. • Develop a training curriculum and schedule to gain additional proficiencies in emergency response to hazardous materials incidents. • Research and determine how to best provide emergency medical services. Financial Highlights: Services expenditures decreased by 13.4% due to a decrease in vehicle repair and maintenance internal charges to the Equipment fund from the fiscal year 2014 budget ($95,000). The fiscal year 2015 internal charges ($56,700) is a 4% increase from the fiscal year 2013 actual internal charges ($54,000) for vehicle repair and maintenance. 163 FY2013 FY2014 FY2015 Adopted Total FTE's 59.00 59.00 59.00 Financial Highlights: Services expenditures decreased by 13.4% due to a decrease in vehicle repair and maintenance internal charges to the Equipment fund from the fiscal year 2014 budget ($95,000). The fiscal year 2015 internal charges ($56,700) is a 4% increase from the fiscal year 2013 actual internal charges ($54,000) for vehicle repair and maintenance. 163 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Fire response time Healthy Neighborhoods Reduce emergency response times to reduce property loss and risk to civilians. Arrive at incident location within six minutes of dispatch center notification, 90% of the time. Confine fires to the room or object of origin for at least 40% of all commercial and residential fires. EMS response time CY 2010 CY 2011 CY 2012 Total Fires In % In % In % Goal Minutes Compliance Minutes Compliance Minutes Compliance URBAN 729 71% 844 50% 641 79% 90% <6 minutes SUBURBAN 841 50% 716 55% 756 75% 90% <6 minutes EMS response time Fire control (confined to room or object) CY 2010 CY 2011 CY 2012 Total Fires In % In % In % Goal Minutes Compliance Minutes Compliance Minutes Compliance URBAN 752 68% 843 54% 810 76% 90% <6 minutes SUBURBAN 900 51% 908 37% 851 61% 90% <6 minutes Fire control (confined to room or object) 164 CY 2010 CY 2011 CY 2012 Total Fires 70 57 79 Fires Confined 65 47 69 164 City of Iowa City Activity Summar) Expenditures Personnel $ 4,774,986 $ 5,443,757 $ 5,579,298 $ 5,888,629 Division: Fire Emergency Operations (450200) $ 6,263,365 Services 207,482 Department: Fire 207,082 271,732 235,379 240,087 Supplies 99,139 2011 2012 2013 2014 2015 2016 32,731 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: $ 5,851,931 $ 5,957,389 $ 6,283,108 $ 6,420,621 $ 6,609,688 Rescue Vac 800 General Revenues Subsidy $ 4,643,352 $ 5,341,785 $ 5,423,942 $ 5,788,070 $ 5,885,397 $ 6,063,867 Other City Taxes - OtherOperatingEquipment - 7,750 Other City Taxes 257,545 489,258 521,476 489,258 529,840 540,437 Charges For Fees And Services Fire Services 2,834 3,396 3,000 3,396 3,000 3,000 Miscellaneous Contrib & Donations 500 - - - - - Other Misc Revenue 754 2,384 2,855 2,384 2,384 2,384 Other Financial Sources Interfund Loans 209,178 - - - - - Sale OfAssets 175 15,108 6,116 - - Total Revenues & Other Financing Sources $ 5,114,338 $ 5,851,931 $ 5,957,389 $ 6,283,108 $ 6,420,621 $ 6,609,688 Expenditures Personnel $ 4,774,986 $ 5,443,757 $ 5,579,298 $ 5,888,629 $ 6,080,937 $ 6,263,365 Services 207,482 261,508 207,082 271,732 235,379 240,087 Supplies 99,139 82,343 84,219 102,647 96,555 98,486 Capital Outlay 32,731 64,323 86,789 20,100 7,750 7,750 Total Expenditures $ 5,114,338 $ 5,851,931 $ 5,957,389 $ 6,283,108 $ 6,420,621 $ 6,609,688 Personnel Services - FTE 2012 2013 2014 2015 Battalion Chief 3.00 2.00 2.00 2.00 Fire Captain 3.00 3.00 3.00 3.00 Fire Lieutenant 12.00 12.00 12.00 12.00 Firefighter 41.00 42.00 42.00 42.00 Total Personnel 59.00 59.00 59.00 59.00 Capital Outlay 2014 2015 Rescue Vac 800 $ 14,100 $ - Strut Kit 6,000 - OtherOperatingEquipment - 7,750 Total Capital Outlay $ 20,100 $ 7,750 1"I aINQUNW/401111 Eel 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, U 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 2013, the FPB conducted 1,649 fire and life- safety inspections • In 2013, the FPB investigated 204 fire incidents. As in years past, the kitchen remains the reported area of origin for the majority of fires; unattended cooking accounted for the largest number of these fires. II'M Recent Accomplishments: • Instituted a continuing education program for members of the Fire Investigation Team. • Fire Marshal Grier promoted to Fire Chief; Battalion Chief Brian Greer laterally transferred to Fire Marshal on September 9, 2013. • Provided 14 sessions of Crowd Control Manager training to employees of assembly occupancies. • Conducted 6 child safety seat fit clinics at fire station #4. Staffing: Upcoming Challenges: • Identify efficiencies to coordinate the needs of fire and life safety activities against the demands of emergency services. • Obtain training and education necessary to gain fire code and origin and cause certifications for the Fire Marshal Financial Highlights: Capital outlay expenditures increased due to funding for the replacement of two fire department vehicles, which are used by the Deputy Fire Chief ($27,000) and the Fire Marshal ($27,000). GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods & A Strong Urban Core Department Goal: Ensure fire prevention core programs meet projected jurisdictional and regional service delivery demands & needs. Department Objective: Provide fire prevention services by collaborating with and educating the public, enforcing the codes, reviewing planned development, and identifying the mitigating hazards so that life and property are protected and disasters prevented. IM FY2013 FY2014 FY2015 Adopted Total FTE's 1.00 1.00 1.00 Financial Highlights: Capital outlay expenditures increased due to funding for the replacement of two fire department vehicles, which are used by the Deputy Fire Chief ($27,000) and the Fire Marshal ($27,000). GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods & A Strong Urban Core Department Goal: Ensure fire prevention core programs meet projected jurisdictional and regional service delivery demands & needs. Department Objective: Provide fire prevention services by collaborating with and educating the public, enforcing the codes, reviewing planned development, and identifying the mitigating hazards so that life and property are protected and disasters prevented. IM Performance Measures: Public education /fire prevention community contacts and staff hours Fire & life- safety building inspections conducted Type CY 2010 CY 2011 CY 2012 Contacts 686 458 507 Commercial 108 147 175 (200 - Goal) 415 435 399 Staff Hours 615 746 806 Fire & life- safety building inspections conducted Type CY 2010 CY 2011 CY 2012 Bureau 686 458 507 Commercial 956 855 1,052 University 415 435 399 Increase presence and condition of smoke alarms encountered in fire incidents to 100 %. IRR CY 2010 CY 2011 CY 2012 Smoke Alarm Status (70 incidents) (57 incidents) (79 incidents) Working 48 22 56 Not Working 3 2 5 None Present/ 19 10 18 Undetermined IRR City of Iowa City Activity Summary Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Battalion Chief Total Personnel Capital Outlay Inflatable Fire Education House Automobiles Other Operating Equipment Total Capital Outlay $ 215,296 $ 141,593 $ 140,530 $ 157,597 $ 145,355 $ 149,716 44,505 35,143 38,568 45,923 40,956 41,775 12,179 17,203 6,151 33,585 15,534 15,845 45,048 3,463 - 16,995 59,000 5,000 $ 317,028 $ 197,402 $ 185,249 $ 254,100 $ 260,845 $ 212,336 2012 2013 2014 2015 I 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2014 2015 $ 16,995 $ - - 54,000 $ 16,995 $ 59,000 Division: Fire Prevention (450300) Department: Fire 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 309,165 $ 179,707 $ 184,398 $ 254,100 $ 260,845 $ 212,336 Licenses And Permits Food & Liquor Licenses 105 82 - - - - Intergovernmental Federal Intergovernmental Revenue - 17,613 - - - - Miscellaneous Other Misc Revenue 333 - 851 - - - Other Financial Sources Sale Of Assets 7,425 Total Revenues & Other Financing Sources $ 317,028 $ 197,402 $ 185,249 $ 254,100 $ 260,845 $ 212,336 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Battalion Chief Total Personnel Capital Outlay Inflatable Fire Education House Automobiles Other Operating Equipment Total Capital Outlay $ 215,296 $ 141,593 $ 140,530 $ 157,597 $ 145,355 $ 149,716 44,505 35,143 38,568 45,923 40,956 41,775 12,179 17,203 6,151 33,585 15,534 15,845 45,048 3,463 - 16,995 59,000 5,000 $ 317,028 $ 197,402 $ 185,249 $ 254,100 $ 260,845 $ 212,336 2012 2013 2014 2015 I 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2014 2015 $ 16,995 $ - - 54,000 $ 16,995 $ 59,000 aiN 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 2013 training activities include: • For the year: 3,039 classes; 11,857 attendees; 32,270 hours logged • Company training: 642 classes; 2,364 attendees; 16,276 hours logged • Department level training: 156 classes; 2,381 attendees; 1,935 hours logged • Outside training & education: 720 hours logged • Physical fitness training: 1,715 classes; 5,744 hours logged • Firefighter orientation training: 127 classes; 469 hours logged • Training Center utilized by other agencies /departments: 61.5 hours logged Recent Accomplishments: • Development of a senior high school Fire Cadet program to aid diversity recruitment initiatives. • Conducted three six -week candidate orientation classes. • Implemented skills based performance testing for individual, company, and multi- company operations. Staffing: Upcoming Challenges: • Planning for the retirement /replacement of the ICFD Training Officer and Equipment /Training Battalion Chief. • Maintaining high -risk, low- frequency technical proficiencies. • Short term planning for the loss of our Training Center due to the redevelopment of the north wastewater treatment site. • Long term planning for a new ICFD training center at a site to be determined. 170 FY2013 FY2014 FY2015 Adopted Total FTE's 1.00 1.00 1.00 170 Financial Highlights: Expenditures decreased by 13.1 % due to the reduction in capital outlay. Services expenditures increased by 17.6% due to certifications for officers to meet CFAI /Strategic Planning recommendations ($3,000), as well as the network and internet internal service charges to the Information Technology Services fund ($7,800). Also, supplies expenditures decreased by 40% due to minor equipment and furniture ($7,500), as well as reference materials and books ($4,000). GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation Provide a service to the community that is prepared to respond to emergencies, natural disasters, catastrophic acts, and other events that threaten the health and safety of the public. Train personnel to respond to emergencies, natural disasters, hazardous materials events, and other such high risk events that threaten the health and safety of the public. Training hours completed per individual (% achieved) 171 CY 2010 CY 2011 CY 2012 Hours % Achieved % Achieved % Achieved Minimum (96) New Measure New Measure New Measure Goal (160) New Measure New Measure New Measure 171 Certifications obtained Certification (Goal) CY 2010 CY 2011 CY 2012 Safety Officer Certified New Measure New Measure New Measure (64) In Progress New Measure New Measure New Measure Fire Certified New Measure New Measure New Measure Officer (30) In Progress New Measure New Measure New Measure Haz Mat Tech Certified New Measure 50 62 (64) In Progress New Measure 14 2 172 City of Iowa City Activity Summary Division: Fire Training (450400) Department: Fire 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 167,620 $ 137,733 $ 156,393 $ 230,102 $ 199,651 $ 204,856 Intergovernmental Fed Intergovnt Rev - 17,347 - - - - Charges For Fees And Services Fire Services - 435 2,224 2,000 2,000 2,000 Miscellaneous Contrib & Donations 1,200 - - - - Other Misc Revenue - 56 530 - - - Sale of Assets 500 Total Revenues & Other Financing Sources $ 168,820 $ 155,571 $ 159,647 $ 232,102 $ 201,651 $ 206,856 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Fire LieutenantlTraining Total Personnel Capital Outlay Automobile Total Capital Outlay $ 96,585 $ 105,042 $ 105,094 $ 110,152 $ 117,128 $ 120,642 57,924 32,793 32,651 55,904 65,744 67,059 11,341 17,736 15,902 31,346 18,779 19,155 2,970 - 6,000 34,700 - $ 168,820 $ 155,571 $ 159,647 $ 232,102 $ 201,651 $ 206,856 2012 2013 2014 2015 173 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2014 2015 $ 34,700 $ $ 34,700 $ 1:1RvilWLVAIILl 1139OTA9 Eel >•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 increasing the usage of a new web -based plan and document workflow system that was implemented which allows citizens, architects, and developers to initiate and complete plan submission, reviews, and approval. Staffing: Financial Highlights: Miscellaneous code enforcement revenues increased by 275% due to an increase in the level of enforcement of the City's nuisance codes. 174 FY2013 FY2014 FY2015 Adopted Total FTE's 2.00 2.00 2.00 Financial Highlights: Miscellaneous code enforcement revenues increased by 275% due to an increase in the level of enforcement of the City's nuisance codes. 174 City of Iowa City Activity Summary Activity: Housing and Inspection Admin (470100) $ 223,562 $ 239,467 $ 238,175 $ Fund: General (1000) Division: Housing and Inspection Admin (470100) 258,218 Department: Housing and Inspection Service 68,107 17,943 25,871 23,954 24,433 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 282,651 Personnel Services - FTE 2012 2013 2014 General Revenues Subsidy $ 236,039 $ 274,436 $ 203,259 $ 236,632 $ 221,197 $ 228,677 Charges For Fees And Services H.I.S. Director 1.00 1.00 1.00 Building & Devlpmt 800 1,000 1,400 1,000 1,000 1,000 Miscellaneous Code Enforcement 14,891 7,047 26,444 7,047 26,444 26,444 Other Misc Revenue 31 10 - - - - Printed Materials 479 107 16 - - - Other Financial Sources Trans -Govt Activities 25,000 25,000 25,000 25,575 26,010 26,530 Total Revenues & Other Financing Sources $ 277,240 $ 307.600 $ 256.118 $ 270.254 $ 274.651 $ 282.651 Expenditures Personnel $ 223,562 $ 239,467 $ 238,175 $ 244,356 $ 250,697 $ 258,218 Services 53,548 68,107 17,943 25,871 23,954 24,433 Supplies 130 26 27 Total Expenditures $ 277,240 $ 307,600 $ 256,118 $ 270,254 $ 274,651 $ 282,651 Personnel Services - FTE 2012 2013 2014 2015 Code Enforcement Asst. 1.00 1.00 1.00 1.00 H.I.S. Director 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 175 1:1,1111QILl"ILl 69:1x09 Eel >•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 2013, through November, was $179 million, up $10 million from the total calendar year 2012 and is the highest value over the last 10 calendar years. Recent Accomplishments: • Reviewed 95% of building permit applications within 2 days of receipt and 99% were reviewed within 6 days of receipt. • Issued 81 % of building permits within 14 days of receipt, 93% within 30 days of receipt, and 98% within 60 days of receipt. W1 Upcoming Challenges: • Update of technology to increase efficiency and enhance customer service. • Increase electronic submittals of plan documents • Scanning of subdivisions files to make accessible electronically • Activate process to allow inspection activities to be emailed to clients after each inspection Staffing: Financial Highlights: Services expenditures decreased by $50,033 or 26.6% due to the discontinuance of software maintenance on the City's permit software, and the planning of its replacement in the capital improvement program. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Building Permit Applications Strategic Economic Development Activities Efficiently enforce public health and safety regulations related to building and housing codes. Review building permit and site plan applications to protect the health and safety of citizens while facilitating economic development opportunities. FY2013 FY2014 FY2015 Adopted Total FTE's 7.80 6.30 6.30 Financial Highlights: Services expenditures decreased by $50,033 or 26.6% due to the discontinuance of software maintenance on the City's permit software, and the planning of its replacement in the capital improvement program. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Building Permit Applications Strategic Economic Development Activities Efficiently enforce public health and safety regulations related to building and housing codes. Review building permit and site plan applications to protect the health and safety of citizens while facilitating economic development opportunities. 177 CY 2010 CY 2011 CY 2012 % reviewed within 2 days New Measure 91% 89% of receipt % reviewed within 6 days New Measure 100% 97% of receipt % issued within 14 days New Measure 75% 80% of receipt % issued within 30 days New Measure 88% 91% of receipt % issued within 60 days New Measure 96% 97% of receipt 177 Site Plan Applications Minor Site Plans Approved CY 2010 CY 2011 CY 2012 % reviewed within 1 days New Measure 25% 17% of receipt New Measure 45% 57% of receipt New Measure 50% 42% % reviewed within 10 days of receipt New Measure 94% 86% % reviewed within 14 % approved within 58 New Measure 100% 91% days of receipt New Measure 92% 95% Minor Site Plans Approved Major Site Plans Approved CY 2010 CY 2011 CY 2012 % approved within 10 New Measure 25% 17% of receipt New Measure 23% 47% days of receipt New Measure 50% 42% % approved within 25 % approved within 60 New Measure 54% 68% days of receipt % approved within 58 New Measure 100% 100% days of receipt New Measure 92% 95% days of receipt Major Site Plans Approved Total Value of Construction (in millions) CY 2010 CY 2011 CY 2012 10 Year Average $96.0 1 $81.7 1 $169.2 1 $120.3 %Change 1 27.8% 1 (14.9 %) 1 107.1% 178 CY 2010 CY 2011 CY 2012 % approved within 7 days New Measure 25% 17% of receipt % approved within 30 New Measure 50% 42% days of receipt % approved within 60 New Measure 83% 83% days of receipt % approved within 90 New Measure 100% 100% days of receipt Total Value of Construction (in millions) CY 2010 CY 2011 CY 2012 10 Year Average $96.0 1 $81.7 1 $169.2 1 $120.3 %Change 1 27.8% 1 (14.9 %) 1 107.1% 178 City of Iowa City Activity Summary Ml L1VIL31. L UHUIIIU 111OPCILIVII JYIVLVV/ $ 636,417 $ 680,486 $ 568,442 $ 593,763 $ rU11U. VCIICIQI I IVVV/ Division: Building Inspection (470200) Services 166,079 Department: Housing and Inspection Service 188,293 138,260 141,025 Supplies 4,879 8,652 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 780,924 $ 671,148 $ 830,123 $ 751,488 $ 772,575 Personnel Services - FTE General Revenues Subsidy $ 97,497 $ - $ - $ - $ - $ - Licenses And Permits 5.00 5.00 4.00 4.00 Development Reg Specialist Const Per & Ins Fees 584,991 615,061 874,203 615,062 644,415 644,415 Food & Liq Licenses 18,210 742 280 - - - General Use Permits 11,172 7,100 9,504 7,100 7,100 7,100 Misc Lic & Permits 300 300 510 300 170 170 Misc Permits & Lic 2,100 2,250 1,950 2,250 2,000 2,100 Professional License 2,514 2,705 2,855 100 2,620 2,691 Use Of Money And Property Interest Revenues 386 929 1,095 929 1,095 1,098 Intergovernmental Local 28E Agreements 715 707 346 707 346 346 Charges For Fees And Services Building & Devlpmt 248,381 260,073 338,830 260,073 263,405 263,405 Misc Charges For Svc - - 28,448 28,435 28,435 Miscellaneous Other Misc Revenue 5,106 142 - - - - Printed Materials 9 6 - - - - Loans 30,994 12,315 15,250 12,000 8,644 8,644 Sale Of Assets - 200,353 - - - Total Revenues & Other Financing Sources $ 1,002,375 $ 1,102,683 $ 1,244,824 $ 926,969 $ 958,230 $ 958,404 Expenditures Personnel $ 636,417 $ 680,486 $ 568,442 $ 593,763 $ 605,655 $ 623,825 Services 166,079 91,786 98,092 188,293 138,260 141,025 Supplies 4,879 8,652 4,613 48,067 7,573 7,725 Capital Outlay 195,000 Total Expenditures $ 1,002,375 $ 780,924 $ 671,148 $ 830,123 $ 751,488 $ 772,575 Personnel Services - FTE 2012 2013 2014 2015 Building Inspector 5.00 5.00 4.00 4.00 Development Reg Specialist 1.00 1.00 1.00 1.00 Housing Inspector Asst 0.30 0.30 0.30 0.30 Housing /Devel Reg Inspector 0.50 0.50 - - Sr Building Inspector 1.00 1.00 1.00 1.00 Total Personnel 7.80 7.80 6.30 6.30 179 I:[01IMILl[H1Ll 69Ux09 Eel Lll 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 18,000 rental units bi- 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. Currently, multi - family structures (e.g. those buildings with three or more units), single family, and duplex structures are inspected every two years. Fraternities and sororities are inspected annually. Complaint inspection may be made upon request. In an effort to promote healthier neighborhoods we have shifted to more pro- active inspections in our core neighborhoods to address nuisance trash and litter violations. HIGHLIGHTS • Maintained a two -year inspection cycle for all rental properties • Added 100 properties to the rental permit roles Recent Accomplishments: • 1,600 housing assistance inspections conducted for the Iowa City Housing Authority. • 98.1 % of rental cases brought into voluntary compliance. • Implemented the use of ICgovXpress, a cloud based complaint tracking software. 11.111 Upcoming Challenges: • Continue to monitor all available resources to find over - occupied rentals and properties rented without permits. • Facilitate the expansion of ICgovXpress to all City departments. • Expand pro - active neighborhood code enforcement efforts. Staffing: Financial Highlights: Construction permit and inspection revenues are budgeted to increase by 29% as the City's building construction has continued to rebound. GOALS, OE Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: IJECTIVES, and PERFORMANCE MEASURES Healthy Neighborhoods Effectively resolve complaints to protect the health, safety, and livability of Iowa City's neighborhoods. Expand proactive neighborhood code enforcement efforts. FY2013 FY2014 FY2015 Adopted Total FTE's 5.75 5.25 5.25 Financial Highlights: Construction permit and inspection revenues are budgeted to increase by 29% as the City's building construction has continued to rebound. GOALS, OE Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: IJECTIVES, and PERFORMANCE MEASURES Healthy Neighborhoods Effectively resolve complaints to protect the health, safety, and livability of Iowa City's neighborhoods. Expand proactive neighborhood code enforcement efforts. Voluntary compliance rate for complaint cases FY 2011 FY 2011 FY 2012 FY 2013 Rental Permits 3,768 3,890 4,003 Rental Units 16,780 16,979 17,171 Complaints 1,844 1,354 1,864 Voluntary compliance rate for complaint cases FY 2011 FY 2012 FY 2013 97% 98.25% 94.5% Days to complaint response and compliance 181 FY 2011 FY 2012 FY 2013 Average Response Time < 2 days 2 days 2 days Average Time to Compliance < 14 days < 14 days < 14 days 181 City of Iowa City Activity Summar) Expenditures Personnel $ 416,651 $ 432,724 $ 418,237 $ 443,285 $ 456,002 $ Division: Housing Inspections (470300) Services 49,815 Department: Housing and Inspection Service 59,422 57,296 58,442 Supplies 2,332 3,213 2011 2012 2013 2014 2015 2016 - Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 488,604 $ 551,435 $ 505,123 $ 516,474 $ 531,363 Personnel Services - FTE General Revenues Subsidy $ - $ 12,948 $ - $ - $ - $ - Licenses And Permits 0.00 0.00 3.00 3.00 Housing Assistant Const Per & Ins Fees 594,217 474,358 631,695 510,000 657,806 657,806 Misc Permits & Lic 1,730 1,200 1,360 1,200 1,360 1,430 Charges For Fees And Services 0.50 0.50 0.50 0.50 Housing /Devel Reg Inspector Building & Devlpmt 75 - - - - - Miscellaneous 1.00 1.00 1.00 1.00 Total Personnel Other Misc Revenue 318 95 - - - - Printed Materials 33 3 60 - 60 60 Total Revenues & Other Financing Sources $ 596,373 $ 488,604 $ 633,115 $ 511,200 $ 659,226 $ 659,296 Expenditures Personnel $ 416,651 $ 432,724 $ 418,237 $ 443,285 $ 456,002 $ 469,682 Services 49,815 52,667 57,983 59,422 57,296 58,442 Supplies 2,332 3,213 8,715 2,416 3,176 3,239 Capital Outlay - - 66,500 - - Total Expenditures $ 468,798 $ 488,604 $ 551,435 $ 505,123 $ 516,474 $ 531,363 Personnel Services - FTE 2012 2013 2014 2015 Building Inspector 0.00 0.00 3.00 3.00 Housing Assistant 0.75 0.75 0.75 0.75 Housing Inspector 3.00 3.00 0.00 0.00 Housing Inspector Asst 0.50 0.50 0.50 0.50 Housing /Devel Reg Inspector 0.50 0.50 0.00 0.00 Sr Housing Inspector 1.00 1.00 1.00 1.00 Total Personnel 5.75 5.75 5.25 5.25 11 -N GENERAL FUND CULTURE & RECREATION F Y 2 O 1 5 Parks & Recreation Library Senior Center IVilN AWN:1 1N*]N :fill 9 Eel Ll ril•LViIILI I6]I Mill 9 Eel Ll I 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. FX il'i1Tiil:Tmot 6 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 May through October is held on Wednesday evenings and Saturday mornings. Also, the market season November through April is held on Saturday mornings. Market Music features performances by local musicians on Wednesdays, June through September, 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. HIGHLIGHTS The Iowa City started a Winter Farmers' Market in 2013 Staffing: 11.1.7 FY2013 FY2014 FY2015 Adopted Total FTE's 6.83 6.83 6.83 11.1.7 Financial Highlights: Administration — Services expenditures have decreased by 28.1 % due to outside printing services ($2,600), as well as charges for travel and training expenditures ($1,600). Also, there was a decrease in the network, internet, and application development internal service charges to the Information Technology Services fund ($2,100). Farmers' Market — The fiscal year 2014 budget and the 2015 budget have increased revenues and expenditures due to the addition of a winter farmer's market. Government Buildings — Services expenditures increased by 112% due to a change in the method of allocating network and internet internal service charges to the Information Technology Services fund. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Endowments A Solid Financial Foundation Monitor /utilize endowments, donations, and grant funding sources to decrease reliance on general fund subsidies. Continue to work with the Iowa City Parks and Recreation Foundation and Community Foundation of Johnson County, which provides unique memorial opportunities and support of the Iowa City Parks and Recreation Department. Continue to research and apply for possible grant funding sources to benefit the Iowa City Parks and Recreation Department. * Community Foundation started in CY 2012 11.11 CY 2010 CY 2011 CY 2012 Iowa City Parks and $80,895 $118,125 $165,194 Recreation Foundation Community Foundation NA NA $10,373 of Johnson County* * Community Foundation started in CY 2012 11.11 Donations and Grant Funding ** Amounts include both General Fund and Capital Improvement Project Funds Strategic Plan Goal Department Goal: Department Objective Performance Measures: Strategic Economic Development Activities Develop programs and events that support Iowa City business economically and promotionally. Enhance and expand program offerings to include targeted groups that will bring patrons to use local businesses. FY 2011 FY 2012 FY 2013 Donations ** $64,157 $56,541 $258,063 Grant Funding ** $62,702 $448,780 $1,820,930 Total $126,859 $505,321 $2,078,993 Per capita calculation (used 2010 US Census) $1.869 $7.446 $30.635 ** Amounts include both General Fund and Capital Improvement Project Funds Strategic Plan Goal Department Goal: Department Objective Performance Measures: Strategic Economic Development Activities Develop programs and events that support Iowa City business economically and promotionally. Enhance and expand program offerings to include targeted groups that will bring patrons to use local businesses. 11 -YA FY 2011 FY 2012 FY 2013 Programs New Measure New Measure New Measure Participants New Measure New Measure New Measure 11 -YA City of Iowa City Activity Summary Division: Park and Rec Admin (510100) Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 245,520 $ 273,000 $ 264,037 $ 265,135 $ 264,015 $ 271,766 Miscellaneous Misc Merchandise 10 10 - - - - Other Misc Revenue 82 - - - Total Revenues & Other Financing Sources $ 245,612 $ 273,010 $ 264,037 $ 265,135 $ 264,015 $ 271,766 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Administrative Secretary Parks & Recreation Director Total Personnel $ 219,719 $ 237,812 $ 235,643 $ 241,554 $ 247,067 $ 254,479 22,161 27,594 26,393 22,679 16,303 16,629 2,655 1,104 2,002 902 645 658 1,077 6,500 - - - $ 245,612 $ 273,010 $ 264,037 $ 265,135 $ 264,015 $ 271,766 2012 2013 2014 2015 Activ 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 Division: Park and Rec Admin Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy $ - $ 125 $ - $ - $ - $ - Total Revenues & Other Financing Sources $ - $ 125 $ - $ - $ - $ Expenditures: Services $ - $ 125 $ - $ $ $ Total Expenditures $ - $ 125 $ - $ - $ - $ - 11-17 City of Iowa City Activity Summary Division: Park and Rec Admin $ 10,341 $ 16,606 $ 16,124 $ Department: Parks and Recreation 25,687 Services 23,384 28,241 28,552 38,899 30,004 2011 2012 2013 2014 2015 2016 5,244 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 61,640 Revised Budget Projection Revenues & Other Financing Sources: Use Of Money And Property General Revenues Subsidy $ 479,595 $ 490,358 $ 483,947 Rents $ 49,100 $ 60,305 $ 69,115 $ 73,505 $ 83,380 $ 83,380 Charges For Fees And Services Sale Of Assets 10 Misc Charges For Svc 2,725 3,462 2,919 3,368 3,500 3,500 Miscellaneous Contrib & Donations 3,601 3,100 3,043 - 3,100 3,100 Misc Merchandise 5,272 5,282 4,012 5,282 5,000 5,000 Total Revenues & Other Financing Sources $ 60,698 $ 72,149 $ 79,088 $ 82,155 $ 94,980 $ 94,980 Expenditures Personnel $ 10,341 $ 16,606 $ 16,124 $ 28,136 $ 24,939 $ 25,687 Services 23,384 28,241 28,552 38,899 30,004 30,604 Supplies 3,556 8,685 5,197 9,246 5,244 5,349 Total Expenditures $ 37,281 $ 53,532 $ 49,873 $ 76,281 $ 60,187 $ 61,640 Activ Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Custodian - Govt Bldgs M. W. II - Govt Bldgs M.W. I - Govt Bldgs Rec. Maint. Supr Total Personnel $ 285,585 $ 310,237 $ 300,807 $ 316,056 $ 302,187 $ 311,253 168,158 147,759 161,314 157,580 333,718 340,392 24,267 24,153 21,827 24,913 22,291 22,737 1,585 8,219 - - - $ 479,595 $ 490,368 $ 483,947 $ 498,549 $ 658,196 $ 674,382 2012 2013 2014 2015 2.50 2.50 2.50 2.50 1.00 1.00 Division: Park and Rec Admin 1.00 1.00 1.00 Department: Parks and Recreation 0.33 0.33 0.33 0.33 4.83 4.83 4.83 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 479,595 $ 490,358 $ 483,947 $ 498,549 $ 658,196 $ 674,382 Other Financial Sources Sale Of Assets 10 Total Revenues & Other Financing Sources $ 479,595 $ 490,368 $ 483,947 $ 498,549 $ 658,196 $ 674,382 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Custodian - Govt Bldgs M. W. II - Govt Bldgs M.W. I - Govt Bldgs Rec. Maint. Supr Total Personnel $ 285,585 $ 310,237 $ 300,807 $ 316,056 $ 302,187 $ 311,253 168,158 147,759 161,314 157,580 333,718 340,392 24,267 24,153 21,827 24,913 22,291 22,737 1,585 8,219 - - - $ 479,595 $ 490,368 $ 483,947 $ 498,549 $ 658,196 $ 674,382 2012 2013 2014 2015 2.50 2.50 2.50 2.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.33 0.33 0.33 0.33 4.83 4.83 4.83 4.83 1P.P] N*]N :e19 Eel >•I 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 the sum of eight areas: 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 court, craft room, social hall, 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. IRX 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 one (1) 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 46 ". The shallow section is on the west end of the pool. It is approximately 2'6" to 4'. There is an outside wading pool area which requires children to have adult supervision. The Mercer 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 and a rock climbing wall. 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 191 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 7% compared to previous year WX Recent Accomplishments: • In FY2013 ActiveNet, a web -based information and customer registration system, became available to users. ActiveNet allows for easy online registration for classes, programs, and events; check availability and reserve online park shelters, meeting rooms, and other facilities; and online renewal of swimming pool passes. 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 Financial Highlights: Services expenditures increased by 16.5% due to the addition of support for the minority recreation programming of $30,000 and the additional financial services and charges from the new ActiveNet system of $12,700. Also, there was an increase in gas utilities charges ($10,800) and the internal charges to the Information Technology Services fund ($24,100). Supplies expenditures decreased by 12.4% due to a decrease in other chemicals and supplies for pool operations of $16,800, recreational program supplies of $4,900, other surfacing materials of $4,000, and plumbing supplies of $3,800. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Relate program fees to the full cost of providing service. Department Objective: Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. 193 FY2013 FY2014 FY2015 Adopted Total FTE's 15.42 15.42 15.42 Financial Highlights: Services expenditures increased by 16.5% due to the addition of support for the minority recreation programming of $30,000 and the additional financial services and charges from the new ActiveNet system of $12,700. Also, there was an increase in gas utilities charges ($10,800) and the internal charges to the Information Technology Services fund ($24,100). Supplies expenditures decreased by 12.4% due to a decrease in other chemicals and supplies for pool operations of $16,800, recreational program supplies of $4,900, other surfacing materials of $4,000, and plumbing supplies of $3,800. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Relate program fees to the full cost of providing service. Department Objective: Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. 193 Performance Measures: Recreation program cost recovery Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Partner with ICCSD regarding planned improvements to older schools and the development of new elementary schools that collectively contribute to stronger neighborhoods designed for long -term sustainability. Enhance partnership with ICCSD in joint facility development and usage to provide recreational opportunities at the neighborhood level. FY 2011 FY 2012 FY 2013 FY 2014 Goal FY 2011 FY 2012 FY 2013 New Measure New Measure New Measure Capital Expenses New Measure Budget 50% 46% 41% 40% 39% Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Partner with ICCSD regarding planned improvements to older schools and the development of new elementary schools that collectively contribute to stronger neighborhoods designed for long -term sustainability. Enhance partnership with ICCSD in joint facility development and usage to provide recreational opportunities at the neighborhood level. 194 FY 2011 FY 2012 FY 2013 Number of Schools New Measure New Measure New Measure Operation Expenses New Measure New Measure New Measure Capital Expenses New Measure New Measure New Measure Number of Activities New Measure New Measure New Measure 194 City of Iowa City Activity Summary Activity: Recreation (520100) Fund: General (1000) Division: Recreation Department: Parks and Recreation Revenues & Other Financing Sources: General Revenues Subsidy Other City Taxes Use Of Money And Property Rents Royalties & Commiss Intergovernmental Local 28E Agreements Charges For Fees And Services Culture & Recreation Transit Fees Misc Charges for Services Miscellaneous Contrib & Donations Misc Merchandise Other Misc Revenue Printed Materials Other Financial Sources Sale Of Assets Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Office Coord - Recreation Rec Program Supervisor Recreation Supt Sr Clerklfypist- Rec M.W. I - Pools M.W. I - Recreation M.W. II - Recreation M.W. III - Pools Rec. Maint. Supr Swimming Pool Asst Total Personnel Capital Outlay Flooring Entrance Ramp Facility Improvements Grating And Tile Repairs Park & Rec Equipment Treadmill Cabin Repair Deck Furniture Dive Board Refurbishment & Handrails Maintenance And Repairs New Diving Board Repair And Maintenance Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection $ 1,539,383 $ 1,767,489 $ 1,822,827 $ 1,869,383 $ 1,933,167 $ 1,985,286 205,020 223,821 239,719 258,834 233,750 238,425 93,511 92,051 96,760 92,035 96,493 96,493 19,599 13,351 12,319 13,486 12,640 12,640 117,908 98,163 99,404 98,163 104,440 104,440 592,638 578,804 569,311 632,234 660,046 660,046 740 2,140 - 2,140 - - - _ 17 _ 0.67 0.67 34,931 20,325 22,030 - 20,650 20,650 4,883 4,204 3,512 4,204 4,405 4,405 (593) 768 4,451 1,000 1,368 1,368 3 140 429 - - $ 2,608,160 $ 2,801,548 $ 2,870,350 $ 2,971,479 $ 3,066,959 $ 3,123,753 $ 1,862,923 $ 2,102,962 $ 2,082,737 $ 2,179,288 $ 2,233,945 $ 2,300,964 487,866 434,953 520,080 467,323 544,352 554,639 192,849 203,002 231,133 241,868 211,912 216,150 64,522 60,632 36,400 83,000 76,750 52,000 $ 2,608,160 $ 2,801,548 $ 2,870,350 $ 2,971,479 $ 3,066,959 $ 3,123,753 2012 2013 2014 2015 1.00 1.00 1.00 1.00 5.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.75 2.75 2.75 2.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.67 0.67 0.67 0.67 1.00 1.00 1.00 1.00 15.42 15.42 15.42 15.42 IRX 2014 2015 $ 7,500 $ - 7,500 - 12,000 11,750 10,000 - - 20,000 5,000 - 7,000 7,000 2,000 - - 9,000 20,000 20,000 - 9,000 $ 83,000 $ 76,750 VetN Art LVAFellLl 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 53 outdoor shelters, 33 playground structures, 17 restroom facilities, over 28 miles of trails, and 2 splash pads. 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 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. Installing new play equipment, inspecting, repairing and maintaining existing play structures. • Sports Fields: Staff is responsible for 23 competition level ball fields, 4 practice fields, 20 competitive soccer fields and 5 general purpose /multi use sport fields. Ball fields are prepped daily for practices and games from May through October. Soccer fields are re- seeded, re- lined, moved to spread spot ware, daily, weekly and monthly. • Mowing: Scheduled mowing includes 490 acres of residential -style turf, and 220 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, 28.5 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 (375) and garbage racks (260) are inspected and repaired as needed 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 IBRI 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 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: • Opened the Terry Trueblood Recreation Area (TTRA) marina lodge, completing phase III of the TTRA development • Installed new shelters in Reno Street Park and Mercer Park, as well as new play structure at Kickers soccer park. • Completed the new splash pad at Fairmeadows Park and new restroom at South Hickory Hill Park. IB71 Upcoming Challenges: • Continue to prioritize maintenance projects and facility upgrade Staffing: Financial Highlights: Park Maintenance Administration — Services expenditures decreased by 19.7% due to no interest expenditures on an inter -fund loan from the Landfill fund that was paid back in fiscal year 2013 ($5,500) and the network and internet internal service charges to the Information Technology Services fund ($4,300). Personnel expenditures decreased by 2.2% due to a decrease in health insurance expenditures. Park Maintenance Operations — Includes capital outlay expenditures of $25,000 for the fence repair and replacement at Mercer and City Park fields. Forestry — Services expenditures include $78,000 for tree trimming and removal services and $89,900 for city vehicle rental and replacement internal service charges to the Equipment fund. Central Business District (CBD) Maintenance — Services expenditures increased by 18.8% due to an increase in contracted maintenance in the pedestrian mall areas. Supplies expenditures decreased by 50% due to a decrease in sanitation and industrial supplies of $34,000. The capital outlay budget includes $15,000 for surface repairs and fixture replacements. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Acquire and develop recreation areas and open space to meet existing and future needs of the Iowa City parks syste m. Department Objective: Continue to review facilities to ensure safe settings for patrons. Utilize neighborhood meetings to receive public input regarding planning of facilities and to educate residents to all aspects of the parks system. Utilize techniques to acquire open space. Review the master plan every five years to reflect current needs of the community. IRN FY2013 FY2014 FY2015 Adopted Total FTE's 19.00 19.00 19.00 Financial Highlights: Park Maintenance Administration — Services expenditures decreased by 19.7% due to no interest expenditures on an inter -fund loan from the Landfill fund that was paid back in fiscal year 2013 ($5,500) and the network and internet internal service charges to the Information Technology Services fund ($4,300). Personnel expenditures decreased by 2.2% due to a decrease in health insurance expenditures. Park Maintenance Operations — Includes capital outlay expenditures of $25,000 for the fence repair and replacement at Mercer and City Park fields. Forestry — Services expenditures include $78,000 for tree trimming and removal services and $89,900 for city vehicle rental and replacement internal service charges to the Equipment fund. Central Business District (CBD) Maintenance — Services expenditures increased by 18.8% due to an increase in contracted maintenance in the pedestrian mall areas. Supplies expenditures decreased by 50% due to a decrease in sanitation and industrial supplies of $34,000. The capital outlay budget includes $15,000 for surface repairs and fixture replacements. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Acquire and develop recreation areas and open space to meet existing and future needs of the Iowa City parks syste m. Department Objective: Continue to review facilities to ensure safe settings for patrons. Utilize neighborhood meetings to receive public input regarding planning of facilities and to educate residents to all aspects of the parks system. Utilize techniques to acquire open space. Review the master plan every five years to reflect current needs of the community. IRN Performance Measures: Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation Create effective sustainable methods of operating and maintaining facilities that accurate distribute the costs and benefits to the public. Maintain recreation areas, open space and facilities in the most cost - effective manner possible, while recognizing the community's needs and desires. Promote sustainable landscapes to increase the ecological functions of natural areas. Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) FY 2011 FY 2012 FY 2013 Acres of 11354 1,441 1,506 Developed Parkland $1,545 $1,624 $1,527 Acres of 327 248 186 Undeveloped Parkland Total Acres of Parkland 1,681 1,689 1,692 Total Acres per 1,000 Population 24.77 24.89 24.93 (used 2010 US Census) Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation Create effective sustainable methods of operating and maintaining facilities that accurate distribute the costs and benefits to the public. Maintain recreation areas, open space and facilities in the most cost - effective manner possible, while recognizing the community's needs and desires. Promote sustainable landscapes to increase the ecological functions of natural areas. Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) IRA FY 2011 FY 2012 FY 2013 Operating Expenses $2,597,523 $2,742,135 $2,582,975 Per Acre Cost $1,545 $1,624 $1,527 IRA 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 Total Expenditures Personnel Services - FTE Clerk/Typist- Parks & Forest Superintendent Parks /Forestry Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection $ 230,289 $ 242,540 $ 229,303 $ 245,018 $ 235,050 $ 241,744 18 25 - $ 230,307 $ 242,565 $ 229,303 $ 245,018 $ 235,050 $ 241,744 $ 188,115 $ 200,104 $ 194,545 $ 203,776 $ 199,307 $ 205,287 35,055 37,710 29,373 36,486 29,292 29,877 4,299 4,751 5,385 4,756 6,451 6,580 2,838 - - - $ 230,307 $ 242,565 $ 229,303 $ 245,018 $ 235,050 $ 241,744 2012 2013 2014 2015 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 011P1 2.00 2.00 2.00 2.00 City of Iowa City Activity Summar) Division: Park Maintenance Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budaet Proiection 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 Total Expenditures Personnel Services - FTE M.W. II - Parks M.W. III - Parks Sr MW - Parks Sr MW - Turfgrass Specialist Total Personnel Capital Outlay Fences at City & Mercer Fields Rougharea 72 Inch Mower Salt/Sand Spreader Utility Vehicle Ztr Mower Total Capital Outlay $ 1,793,205 $ 1,931,574 $ 1,801,485 $ 2,046,420 $ 1,887,247 $ 1,977,826 58,581 62,629 59,867 117,630 261,560 261,560 85,964 96,711 82,412 96,711 137,329 137,329 870 8,398 2,500 - - - 1,030 - - 914 1,129 973 2,721 - - $ 1,942,857 $ 2,106,284 $ 1,952,759 $ 2,263,482 $ 2,286,136 $ 2,376,715 $ 1,104,681 $ 1,222,340 $ 1,157,949 $ 1,270,865 $ 1,335,634 $ 1,375,703 664,460 662,433 621,688 757,610 742,254 757,099 129,142 162,194 147,780 192,445 183,248 186,913 44.574 59.317 25.342 42.562 25.000 57.000 2012 2013 2014 2015 5.00 5.00 5.00 5.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 11.00 11.00 11.00 2014 2015 $ - $ 25,000 7,950 - 6,900 - 8,200 - 15,000 $ 38,050 $ 25,000 Oily, City of Iowa City Activity Summary Activity: Forestry (530300) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 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 Total Expenditures Personnel Services - FTE M. W. II - Forestry M. W. III - Forestry Sr MW - Forestry Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 379,484 $ 352,348 $ 388,908 $ 397,066 $ 402,087 $ 413,658 - 4,959 5,285 4,959 5,370 5,370 20,000 20,000 20,000 20,000 20,000 20,000 800 - - - - - 7,028 5,301 366 4,491 300 300 50 - 595 - - - 64,410 69,996 70,582 73,078 73,290 74,755 $ 471,772 $ 452,604 $ 485,736 $ 499,594 $ 501,047 $ 514,083 $ 268,024 $ 277,950 $ 256,775 $ 295,168 $ 301,524 $ 310,570 163,097 139,167 147,840 189,297 183,765 187,440 40,651 35,487 21,640 15,129 15,758 16,073 $ 471,772 $ 452,604 $ 485,736 $ 499,594 $ 501,047 $ 514,083 2012 2013 2014 2015 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 Activity Summary Activity: CBD Maintenance Operations (535100) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation Revenues & Other Financing Sources: General Revenues Subsidy Licenses And Permits General Use Permits Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M. W. II - Cbd Sr M.W. - Cbd Total Personnel Capital Outlay Fixture Replace & Surface Repair Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 498,825 $ 539,393 $ 505,968 $ 612,883 $ 638,073 $ 656,799 8,176 4,938 10,467 4,938 10,467 7,860 24,174 659 $ 531,175 $ 544,331 $ 517,093 $ 617,821 $ 648,540 $ 664,659 $ 323,691 $ 350,634 $ 342,345 $ 369,639 $ 404,878 $ 417,024 124,627 153,430 146,144 162,371 192,913 196,171 16,744 28,327 28,604 70,811 35,749 36,464 66,113 11,940 - 15,000 15,000 15,000 $ 531,175 $ 544,331 $ 517,093 $ 617,821 $ 648,540 $ 664,659 2012 2013 2014 2015 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 2014 2015 $ 15,000 $ 15,000 $ 15,000 $ 15,000 111% [WILYA1 :11AZ K01UAMel9[0L6� Oakland Cemetery occupies 40+ acres adjacent to the western edge of Hickory Hill Park. There have been an estimated 15,757 interments in the cemetery based on the complete burial report contained in the Cemetery Information Management System (CIMS) program. 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. • Future expansion: mausoleum, columbarium addition, purchase surrounding property and /or expand to the east. Staffing: Financial Highlights: There are no major financial changes in the Cemetery Operations budget. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Track the number of hits on the Oakland Cemetery website in order to measure the usefulness and benefits for the community. Department Objective: Increase the use /knowledge of the website by offering informative workshops to the public. Establish awareness through different media outlets. 01061 FY2013 FY2014 FY2015 Adopted Total FTE's 3.00 3.00 3.00 Financial Highlights: There are no major financial changes in the Cemetery Operations budget. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Track the number of hits on the Oakland Cemetery website in order to measure the usefulness and benefits for the community. Department Objective: Increase the use /knowledge of the website by offering informative workshops to the public. Establish awareness through different media outlets. 01061 Performance Measures: Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation Track and compare the number of full burials verse cremation burials for each fiscal year. Report burial trends to effectively estimate the current longevity of the Cemetery. Use the results to assist with the strategic planning for future expansions and needs. FY 2011 FY 2012 FY 2013 Website Hits New Measure New Measure New Measure Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation Track and compare the number of full burials verse cremation burials for each fiscal year. Report burial trends to effectively estimate the current longevity of the Cemetery. Use the results to assist with the strategic planning for future expansions and needs. 011111 FY 2011 FY 2012 FY 2013 Full Burials 30 34 27 Cremation 28 44 39 011111 City of Iowa City Activity Summar) Division: Cemetery Operations (540100) Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budaet Proiection 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 Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Cemetery Supervisor M.W. II - Cemetery M.W. III - Cemetery Total Personnel $ 279,059 $ 240,909 $ 242,814 $ 283,262 $ 261,168 $ 270,785 29,760 40,885 31,845 40,885 29,760 29,760 600 - - 28 - 6,000 - 1,423 - - 57.450 99.295 39.565 57.450 57.450 57 $ 257,500 $ 279,840 $ 243,511 $ 292,366 $ 265,087 $ 273,039 57,571 55,961 52,328 65,952 65,955 67,274 11,366 20,776 14,637 23,279 17,336 17,682 46,432 24,540 5,170 - - $ 372,869 $ 381,117 $ 315,647 $ 381,597 $ 348,378 $ 357,995 2012 2013 2014 2015 01IR 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 4W Mil Z Y01 UAMil9EeLK 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 seven 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, Board Controlled Funds, Gifts & Bequests, and Gifts — Materials, and Library Replacement Reserves. 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. 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. Library Replacement Reserves Funded through a transfer from Library General, this activity accounts for funds set aside for the scheduled replacement of Library equipment and computer hardware. 010 HIGHLIGHTS • Continued cooperation with Iowa City UNESCO City of Literature One Book Two Book, a children's literature festival. • By the numbers fiscal year 2013: 0 67,597 cardholders 0 1,512,852 circulation 0 721,058 visits 0 235,545 computer users 0 76,675 questions answered 0 46% increase in use of digital collections Recent Accomplishments: • The first year of the two -year project combined two service desks, re- carpeted areas of first floor, moved Young Adult Fiction upstairs, and prepared areas for new digital signage. • The Local Music Project to offer digital access to works of area musicians, which allowed access at year end of 126 albums and had been download 1,400 times. • Shared our story on Facebook, with 4,624 people receiving regular updates. Staffing: Upcoming Challenges: • Continue to improve customer service through a variety of initiatives, including better telephone service and more customer - focused policies. • Complete Phase two of a two year project of building improvements. Increase private support to help fund this project. Service Level Changes for FY2016: • Support anticipated continued growth in the use of electronic downloadable collections. • Open new teen space as a part of Phase two of the building improvement project. 011YA FY2013 FY2014 FY2015 Adopted Total FTE's 43.63 43.13 43.13 Service Level Changes for FY2016: • Support anticipated continued growth in the use of electronic downloadable collections. • Open new teen space as a part of Phase two of the building improvement project. 011YA Financial Highlights: General Library — Property tax credit revenue was added for $16,522 due to the State replacement of lost property tax revenue. Intergovernmental revenue from State 28E agreements was reduced by $35,000 due to the discontinuance of a usage agreement with the University of Iowa. Capital outlay expenditures decreased by $41,500. Library Materials — Capital outlay for library materials increased by one percent. Library Board Controlled Funds — Personnel expenditures have decreased by 35.7% due to a decrease in part time employee expenditures. Library Replacement Reserves — Includes $45,000 for supplies expenditures for miscellaneous computer hardware supplies. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Develop partnerships that build community and support the FY 2013 Library's mission. Department Objective: Work with the ICCSD, preschools and summer programs 1,599 to help children sign up for a library card and get ready for 2,178 summer reading programs. Performance Measures: Estimate Children Registering for Summer Reading Programs Number of Summer Library Bus Riders FY 2015 Goal FY 2011 FY 2012 FY 2013 FY 2014 Estimate FY 2012 2,722 1,599 2,280 2,178 2,395 Number of Summer Library Bus Riders 011I7 FY 2014 FY 2015 Goal FY 2011 FY 2012 FY 2013 Estimate 1,751 1,126 1,103 1,401 1,573 011I7 Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing Improve use of Library website. Increase the availability of information regarding program and service offerings. Library Website Use (Measured by Page Views) * Home Page Only 0AF] FY 2014 FY 2015 Goal FY 2011 FY 2012 FY 2013 Estimate 1,309,309 810,728* 1,122,935 1,187,582 1,246,961 * Home Page Only 0AF] City of Iowa City Activitv Summar, Activity: General Library (550100) Division: Library Operations 2012 2013 2014 2015 Fund: General (1000) Department: Library 2.00 2011 2012 2013 2014 2015 2016 $ 4,219,434 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Supplies 124,560 135,023 149,539 158,710 144,444 General Revenues Subsidy $ 3,018,256 $ 3,159,577 $ 3,019,609 $ 3,254,127 $ 3,175,983 $ 3,308,109 Property Taxes 725,411 747,907 782,931 802,843 828,107 811,585 Delinquent Property Taxes 117 18 53 - - - Other City Taxes 13,523 14,041 13,847 13,703 13,754 14,029 Use Of Money And Property 1.00 1.00 1.00 1.00 Library Web Specialist 0.75 Rents 123,829 118,948 107,947 123,829 132,292 132,292 Royalties & Com miss 3,464 3,068 3,027 3,068 3,027 3,186 Intergovernmental 0.50 0.50 0.50 Network Database Spec - Lib 1.00 1.00 Property Tax Credits - - - - 16,522 33,044 Local 28E Agreements 417,592 424,363 413,750 424,363 420,750 420,750 State 28E Agreements 35,000 35,000 35,000 35,000 - - Charges For Fees And Services Total Personnel 42.89 42.88 42.38 42.38 Library Charges 114 304 57 304 57 158 Miscellaneous Library Fines & Fees 211,610 201,157 182,418 201,157 182,418 182,418 Other Misc Revenue 59,105 63,433 62,535 63,440 62,852 62,852 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 $ 4,663,676 $ 4,822,816 $ 4,676,173 $ 4,976,834 $ 4,890,762 $ 5,023,423 Expenditures: 2012 2013 2014 2015 Custodian - Library 2.00 Personnel $ 3,804,194 $ 4,018,230 $ 3,886,479 $ 4,096,779 $ 4,096,538 $ 4,219,434 Services 643,649 630,975 627,682 673,845 643,780 656,656 Supplies 124,560 135,023 149,539 158,710 144,444 147,333 Capital Outlay 91,273 38,588 12,473 47,500 6,000 1.00 Total Expenditures $ 4,663,676 $ 4,822,816 $ 4,676,173 $ 4,976,834 $ 4,890,762 $ 5,023,423 Personnel Services - FTE 2012 2013 2014 2015 Custodian - Library 2.00 2.00 2.00 2.00 IT Support Specialist 0.00 0.00 1.00 1.00 Librarian II 7.16 7.00 6.00 6.00 Library Adm in Coordinator 1.00 1.00 1.00 1.00 Library Assistant l 2.50 2.50 5.50 5.50 Library Assistant 11 1.75 1.00 1.00 1.00 Library Assistant 111 5.23 5.23 5.23 5.23 Library Building Manager 1.00 1.00 1.00 1.00 Library Clerk 6.25 6.25 2.75 2.75 Library Coordinator 6.00 6.00 5.00 5.00 Library Director 1.00 1.00 1.00 1.00 Library Web Specialist 0.75 1.00 1.00 1.00 M. W. 11 - Library 1.00 1.00 1.00 1.00 Microcomputer Specialist - Lib 1.00 1.00 0.00 0.00 MW I - Library 0.50 0.50 0.50 0.50 Network Database Spec - Lib 1.00 1.00 1.00 1.00 Pulic Relations Specialist 0.00 0.65 0.65 0.65 Sr Librarian 1.00 1.00 2.00 2.00 Sr Library Assistant 3.75 3.75 3.75 3.75 Supervising Librarian 0.00 0.00 1.00 1.00 Total Personnel 42.89 42.88 42.38 42.38 Capital Outlay Children's Technology Table Light System RFID tags Sm artboard Total Capital Outlay 0A 2014 2015 $ 18,000 $ 10,000 - 13,000 6,000 $ 47,500 $ 6,000 City of Iowa City Activity Summary Activity: Library Materials (550200) $ 49,410 $ 42,628 $ 30,529 $ 44,243 $ 28,443 $ 29,296 Services 30,551 Fund: General (1000) Division: Library Operations 14,246 18,781 19,157 Supplies 4,634 8,148 3,602 8,475 Department: Library Capital Outlay - 2011 42,692 2012 56,000 2013 Total Expenditures 2014 2015 2016 124,964 $ 110,057 $ Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 600,036 $ 614,796 $ 631,163 $ 642,820 $ 649,248 $ 655,740 Total Revenues & Other Financing Sources $ 600,036 $ 614,796 $ 631,163 $ 642,820 $ 649,248 $ 655,740 Expenditures: Services $ 256 $ - $ 319 $ - $ - $ - CapitalOutlay 599,780 614,796 630,845 642,820 649,248 655,740 Total Expenditures $ 600,036 $ 614,796 $ 631,163 $ 642,820 $ 649,248 $ 655,740 Capital Outlay 2014 2015 Adult Library Materials $ 541,393 $ 546,807 Children's Library Materials 101,427 102,441 Total Capital Outlay $ 642,820 $ 649,248 Activity Summary Activity: Library Board Controlled Funds (550300) Fund: Library Gifts (1001) Division: Library Operations Department: Library 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues $ 691 $ 670 $ - $ 670 $ 931 $ 934 Intergovernmental Operating Grants 81,781 61,033 76,694 61,033 81,500 81,500 Charges For Fees And Services Refuse Charges 410 179 296 179 296 296 Miscellaneous Misc Merchandise 7,036 2,512 1,965 2,512 879 879 Other Misc Revenue 23,056 25,035 21,745 - 20,000 20,000 Printed Materials 14,778 16,290 15,606 16,290 15,606 15,606 Total Revenues & Other Financing Sources $ 127,752 $ 105,719 $ 116,306 $ 80,684 $ 119,212 $ 119,215 Expenditures Personnel $ 49,410 $ 42,628 $ 30,529 $ 44,243 $ 28,443 $ 29,296 Services 30,551 56,452 30,843 14,246 18,781 19,157 Supplies 4,634 8,148 3,602 8,475 6,833 6,970 Capital Outlay - 23,857 42,692 58,000 56,000 81,500 Total Expenditures $ 84,595 $ 131,085 $ 107,665 $ 124,964 $ 110,057 $ 136,923 Personnel Services - FTE 2012 2013 2014 2015 Library Assistant Iii 0.50 0.50 0.50 0.50 Library Clerk 0.25 0.25 0.25 0.25 Total Personnel 0.75 0.75 0.75 0.75 Capital Outlay 2014 2015 Building Improvements $ 30,000 $ 10,000 Digital Signage Equipment 15,000 - Self Check Station 13,000 - IT Hardware - 36,000 Furniture & Office Equipment 10,000 Total Capital Outlay $ 58,000 $ 56,000 211 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 Total Expenditures Capital Outlay Building Improvements Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budaet Proiecti $ 624 $ 686 $ 1,150 $ 686 $ 1,150 $ 1,153 78,111 44,814 199,854 50,000 90,000 90,000 988 3,074 3,700 3,074 3,700 3,700 $ 79,723 $ 48,574 $ 204,705 $ 53,760 $ 94,850 $ 94,853 $ 47,209 $ 12,700 $ 13,415 $ 2,225 $ 11,362 $ 11,589 23,390 12,016 17,955 11,903 17,989 18,348 6,454 2,989 2,349 40,000 48,000 47,208 $ 77,053 $ 27,705 $ 33,719 $ 54,128 $ 77,351 $ 77,145 2014 2015 $ 40,000 $ 48,000 $ 40,000 $ 48,000 Activity Summary Activity: Library Gifts - Materials (550500) Fund: Library Gifts (1001) Division: Library Operations Department: Library Revenues & Other Financing Sources: Miscellaneous Contrib & Donations Other Financial Sources Misc Transfers In Total Revenues & Other Financing Sources Expenditures: Supplies Capital Outlay Total Expenditures Capital Outlay Adult Library Materials Children's Library Materials Total Capital Outlay 2011 2012 Actual Actual $ 112,286 $ 94,344 $ 2013 2014 2015 2016 Actual Revised Budqet Proiecti 70,299 $ 90,000 $ 75,000 $ 75,000 7,575 $ 119,861 $ 94,344 $ 70,299 $ 90,000 $ 75,000 $ 75,000 $ 525 $ - $ - $ - $ - $ - 73,965 91,558 41,180 90,000 75,000 75,000 $ 74,490 $ 91,558 $ 41,180 $ 90,000 $ 75,000 $ 75,000 OAK 2014 2015 70,000 60,000 20,000 15,000 90,000 75,000 City of Iowa City Activity Summar) Division: Library Operations $ 10 $ - $ 30 $ - Department: Library 7,620 5,294 21,953 2,274 45,000 45,900 Capital Outlay 60,112 65,516 48,318 2011 2012 2013 2014 2015 2016 $ Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 2014 2015 Computer Server $ General Revenues Subsidy $ 5,026 $ 8,388 $ 7,342 $ 602 $ - $ - Other Financial Sources Total Capital Outlay $ 60,750 $ - Sale Of Assets 294 - 537 - - - Transfer In From General Fund 62,422 62,422 62,422 62,422 62,422 62,422 Total Revenues & Other Financing Sources $ 67,742 $ 70,810 $ 70,301 $ 63,024 $ 62,422 $ 62,422 Expenditures Services $ 10 $ - $ 30 $ - $ - $ - Supplies 7,620 5,294 21,953 2,274 45,000 45,900 Capital Outlay 60,112 65,516 48,318 60,750 - Total Expenditures $ 67,742 $ 70,810 $ 70,301 $ 63,024 $ 45,000 $ 45,900 Capital Outlay 2014 2015 Computer Server $ 25,750 $ - Software Upgrade 35,000 Total Capital Outlay $ 60,750 $ - 213 1N1:1 Mil :YM 10111L117A9Eel The mission of the Iowa City Public Library Friends Foundation is to generate private resources to support the Iowa City Public Library. The Iowa City Public Library 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 through fiscal year 2013. 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: Financial Highlights: Personnel expenditures have increased by 19.2% due to an increase in full time employee expenditures, which is offset with the reimbursement of expenditures from the Iowa City Public Library Friends Foundation. 214 FY2013 FY2014 FY2015 Adopted Total FTE's 0.00 2.00 2.00 Financial Highlights: Personnel expenditures have increased by 19.2% due to an increase in full time employee expenditures, which is offset with the reimbursement of expenditures from the Iowa City Public Library Friends Foundation. 214 City of Iowa City Activity Summar) Division: Library Foundation Office (550600) Department: Library *Activity Prior to FY2013 in Agency Fund 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budaet Proiecti Revenues & Other Financing Sources: Miscellaneous Other Misc Revenue $ - $ - $ 132,644 $ 160,191 $ 190,961 $ 196,690 Total Revenues & Other Financing Sources $ - $ - $ 132,644 $ 160,191 $ 190,961 $ 196,690 Expenditures: Personnel $ Total Expenditures $ - Personnel Services - FTE Library Coord - Development Sr Library Assistant Total Personnel $ - $ 132,644 $ 160,191 $ 190,961 $ - $ 132,644 $ 160,191 $ 190,961 2012 2013 2014 2015 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 2.00 2.00 0A 69ALl 1 Eel :ZyALl 1119A:Z01»:7e3111[01>•6� 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. OA 11 HIGHLIGHTS • There were 104,970 visits to Senior Center sponsored programs in FY13 • There were an additional 14,254 and 6,940 visits to The Center for the Senior Nutrition Program and other services & meetings, respectively • There were 360 classes, 50 special events, 7 performance groups, 24 groups & clubs, 18 different volunteer activities, and 26 professional services offered at The Center • Membership climbed from 1,587 at the end of FY2012 to 1,592 at the close of FY2013 • Over 640 volunteers provided services to support Center programming and the community Recent Accomplishments: • The Center conducted a survey during the summer of 2013. The average satisfaction rating with programs and services was 97 %. Positive outcomes from participation were identified by 88% of the respondents. The primary beneficial outcomes included: learning new things; keeping my mind active; obtaining needed information; making new friends; gaining a sense of belonging; and improving personal health. • Implemented new software to track memberships, parking permits, sales, donations, class registration, and other important services. Worked successfully to make it 4it" The Center's specific needs and improve customer service. As a result, on- line registration for members will become available in February 2014. • Promoted outreach programming to all adult members of the community without regard to membership e.g. the Senior Health Insurance Information Program, Honoring Your Wishes, a community -wide advanced care planning initiative, and the AARP tax services. • Encouraged and supported participant involvement in leadership committees addressing community outreach, membership issues, program planning, and expanding diversity among Center participants. 0A VA 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. • Develop a multi -year plan to upgrade the interior of sections of the building — flooring, window coverings, some furnishings, wall coverings and repairs — to create a safe, welcoming environment conducive to learning, relaxation, and social interaction. • The summer 2013 survey results showed the participation of low- income and minority residents in Center programming is disproportionately low. Using available resources, develop, implement, and evaluate a plan to resolve this situation. • In response to requests and recommendations identified in the summer 2013 survey, use available resources to expand operational hours on nights and weekends. Staffing: Financial Highlights: Senior Center Administration — Capital outlay expenditures decreased by $35,464. Services expenditures decreased by 7.2% due to a decrease in building repair and maintenance services of $15,900 and outside printing services of $4,200. Senior Center Programs (New Horizons Band) — There are no major financial changes in the New Horizons Band budget. Senior Center Gifts & Memorials — Supplies expenditures increased by $16,098 due to expenditures to update audiovisual equipment in frequently used classrooms that would provide improvements to existing equipment that would also be easier to use and increase security for after -hours use of equipment. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: To be synonymous with the highest quality programs that promote optimal aging; thereby encouraging individuals to become their best selves regardless of personal challenges. Department Objective: Each quarter throughout the year, offer diverse program opportunities in seven dimensions of wellness: emotional; environmental; intellectual /cognitive; physical; professional /vocational; social; and spiritual. Q1..3 FY2013 FY2014 FY2015 Adopted Total FTE's 6.50 6.50 6.50 Financial Highlights: Senior Center Administration — Capital outlay expenditures decreased by $35,464. Services expenditures decreased by 7.2% due to a decrease in building repair and maintenance services of $15,900 and outside printing services of $4,200. Senior Center Programs (New Horizons Band) — There are no major financial changes in the New Horizons Band budget. Senior Center Gifts & Memorials — Supplies expenditures increased by $16,098 due to expenditures to update audiovisual equipment in frequently used classrooms that would provide improvements to existing equipment that would also be easier to use and increase security for after -hours use of equipment. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: To be synonymous with the highest quality programs that promote optimal aging; thereby encouraging individuals to become their best selves regardless of personal challenges. Department Objective: Each quarter throughout the year, offer diverse program opportunities in seven dimensions of wellness: emotional; environmental; intellectual /cognitive; physical; professional /vocational; social; and spiritual. Q1..3 Performance Measures: Each quarter* had a Minimum of 4 Unique Programs Offered in Each of the 7 Dimensions of Wellness Goal FY 2011 FY 2012 FY 2013 s 2014 Estimate Goal FY 2011 FY 2012 E — ° E — ° Overall Satisfaction E — New Measure 3.8% Change in Percent — ° 91% E ii New Measure New Measure D ii (Goal of > 5% increase) D ii Measure D ii L(D ii U) U) ✓ ✓ ✓ ✓ New Measure New Measure New Measure ✓ ✓ ✓ ✓ * A quarter, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through November, Winter, December through February, Spring, March through May, and Summer, June through August. The Program guide is released two weeks prior to the beginning of the quarter. Random Class Evaluations (done throughout the year) Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation & Enhanced Communication and Marketing To improve stability and diversity of financing. Move toward electronic communication as a cost saving measure and for customer convenience. Percent of Members using On -line Class Registration and /or Membership Renewals FY 2014 Goal FY 2011 FY 2012 FY 2013 Estimate Overall Satisfaction New Measure New Measure New Measure 3.8% Change in Percent New Measure New Measure 91% 95% Rating of > 95% New Measure New Measure New Measure Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation & Enhanced Communication and Marketing To improve stability and diversity of financing. Move toward electronic communication as a cost saving measure and for customer convenience. Percent of Members using On -line Class Registration and /or Membership Renewals 0A 2014 FY 2011 FY 2012 FY 2013 Estimate s Percent of Members New Measure New Measure New Measure 3.8% Change in Percent New New Measure New Measure New Measure (Goal of > 5% increase) Measure 0A Senior Center Endowment's Annual Contribution to the Operational Budget Cost Recovery Percentage IFY 2014 Goal FY 2011 FY 2012 FY 2013 s Estimate Annual Contribution $20,323 $23,632 $23,077 $30,380 Change in Contribution New New Measure 16.3% (2.3 %) 31.6% (Goal of 4 - 8% increase) Measure Cost Recovery Percentage Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing To increase cultural diversity among participants and promote an environment of inclusion. Use available resources to expand the participant base for both on -site and off -site programming. Participation of Racial Minorities in the Senior Center Programming (Based on Annual On -site Demographic Survey) FY 2014 Goal FY 2011 FY 2012 FY 2013 Estimate 25% and to Increase % 15% 25% 25% 25% Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing To increase cultural diversity among participants and promote an environment of inclusion. Use available resources to expand the participant base for both on -site and off -site programming. Participation of Racial Minorities in the Senior Center Programming (Based on Annual On -site Demographic Survey) * At least until levels reflect community demographics of the 50 + population OKI] IFY 2014 FY 2011 FY 2012 FY 2013 s Estimate Percent of Participation New Measure New Measure New Measure 5% Change in Percent New New Measure New Measure New Measure (Goal of 1 - 2% increase)* Measure * At least until levels reflect community demographics of the 50 + population OKI] Percent of Respondents with Incomes at or below Department of Health and Human Services Poverty Guidelines (Based on Annual On -site Demographic Survey) * Based upon the U.S. Census Bureau's American Community Survey (2008 -2012) and the U.S. Decennial Census population counts, the percent of people ? 55 living in poverty in Iowa City and Johnson County is 6% and 4% respectively. A 2010 community survey done by the United Way of Johnson and Washington Counties identified a 6.1% poverty rate among people ? 65 in Johnson County. Completed Programs that Targeted Under - Represented Populations (including at risk and in need adults over 50) FY 2014 Goal FY 2011 FY 2012 FY 2013 Estimate 4.0 % -6.1 %* New Measure New Measure New Measure 10% * Based upon the U.S. Census Bureau's American Community Survey (2008 -2012) and the U.S. Decennial Census population counts, the percent of people ? 55 living in poverty in Iowa City and Johnson County is 6% and 4% respectively. A 2010 community survey done by the United Way of Johnson and Washington Counties identified a 6.1% poverty rate among people ? 65 in Johnson County. Completed Programs that Targeted Under - Represented Populations (including at risk and in need adults over 50) 221 FY 2014 Goal FY 2011 FY 2012 FY 2013 Estimate > 16 per year New Measure New Measure New Measure > 16 (at least 4 each quarter) 221 City of Iowa City Activity Summar) Division: Senior Center Operations $ 464,905 $ 519,362 $ 508,023 Department: Senior Center 541,271 $ 553,758 $ 570,371 Services 229,655 2011 2012 2013 2014 2015 2016 245,464 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 53,506 54,576 Capital Outlay 29,657 6,410 66,989 General Revenues Subsidy $ 592,692 $ 613,987 $ 618,795 $ 668,841 $ 666,108 $ 667,683 Use Of Money And Property 828,520 $ 907,510 $ 868,520 $ 870,411 Parking Ramp Revenue 17,400 17,663 17,035 22,000 - - Rents 2,125 1,539 1,624 1,539 1,624 1,624 Royalties & Commiss 304 299 322 299 322 322 Intergovernmental 1.00 1.00 Operations Asst - Sr Center Local 28E Agreements 75,000 70,000 70,000 59,215 70,000 70,000 Charges For Fees And Services Program Specialist- Sr Center 1.00 1.00 1.00 Culture & Recreation 42,167 42,283 54,701 56,427 54,680 54,680 Misc Charges For Svc 13,853 16,698 14,459 16,698 - - Parking Charges - - - - 17,050 17,366 Miscellaneous 1.00 1.00 1.00 Contrib & Donations 25,927 34,743 37,130 40,000 51,000 51,000 Misc Merchandise 11,614 12,491 7,736 12,491 7,736 7,736 Other Misc Revenue 5,415 5,483 6,719 27,500 - - Other Financial Sources $ 18,069 $ - Misc Transfers In 280 - - 2,500 - - Sale Of Assets 284 836 Hot Steam Serving Table Total Revenues & Other Financing Sources $ 787,061 $ 816,022 $ 828,520 $ 907,510 $ 868,520 $ 870,411 Expenditures Personnel $ 464,905 $ 519,362 $ 508,023 $ 541,271 $ 553,758 $ 570,371 Services 229,655 234,516 209,364 259,443 240,651 245,464 Supplies 62,844 55,734 44,144 50,727 53,506 54,576 Capital Outlay 29,657 6,410 66,989 56,069 20,605 - Total Expenditures $ 787,061 $ 816,022 $ 828,520 $ 907,510 $ 868,520 $ 870,411 Personnel Services - FTE 2012 2013 2014 2015 M. W. III -Senior Center 1.00 1.00 1.00 1.00 M.W. I -Senior Center 1.00 1.00 1.00 1.00 Operations Asst - Sr Center 1.00 1.00 1.00 1.00 Program Specialist- Sr Center 1.00 1.00 1.00 1.00 Receptionist- Sr Center 0.50 0.50 0.50 0.50 Senior Center Coordinator 1.00 1.00 1.00 1.00 Volunteer Specialist -Sr Center 1.00 1.00 1.00 1.00 Total Personnel 6.50 6.50 6.50 6.50 Capital Outlay 2014 2015 Addressable Alarm Panel $ 18,069 $ - Contraded Improvements 15,000 - Hot Steam Serving Table 5,000 - PC Hardware 18,000 - OtherOperatingEquipment - 13,000 Building Improvements - 7,605 Total Capital Outlay $ 56,069 $ 20,605 04% City of Iowa City Activity Summary Activity: Senior Center Programs (570200) Fund: General (1000) Division: Senior Center Operations Department: Senior Center Revenues & Other Financing Sources: Charges For Fees And Services Culture & Recreation Miscellaneous Other Misc Revenue Total Revenues & Other Financing Sources 2011 2012 2013 2014 Actual Actual Actual Revised 2015 2016 $ 16,300 $ 16,300 - - - - 6,000 6,000 $ - $ - $ - $ - $ 22,300 $ 22,300 Activity Summary Activity: Senior Center Programs (570200) Fund: Sr Center New Horizons Band (1004) Division: Senior Center Operations Department: Senior Center Revenues & Other Financing Sources: Charges For Fees And Services Culture & Recreation Miscellaneous Contrib & Donations Misc Merchandise Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Total Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budqet Prolecti $ 10,584 $ 9,665 $ 10,736 $ 10,200 $ 10,800 $ 10,800 1,558 3,712 3,157 2,000 2,100 2,100 44 47 - 70 - $ 12,186 $ 13,424 $ 13,893 $ 12,270 $ 12,900 $ 12,900 $ 7,825 $ 6,756 $ 6,244 $ 7,577 $ 7,573 $ 7,800 1,411 3,700 3,601 3,675 3,677 3,750 4,341 2,262 1,625 1,932 2,291 2,336 $ 13,577 $ 12,718 $ 11,469 $ 13,184 $ 13,541 $ 13,886 Activ Division: Senior Center Operations Department: Senior Center Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues Miscellaneous Contrib & Donations Total Revenues & Other Financing Sources Expenditures: Supplies Total Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection $ 74 $ 71 $ 120 $ 71 $ 120 $ 120 3,711 745 - 1,000 1,000 1,000 $ 3,785 $ 816 $ 120 $ 1,071 $ 1,120 $ 1,120 $ - $ - $ 530 $ - $ 16,098 $ - $ - $ - $ 530 $ - $ 16,098 $ - 223 224 GENERAL FUND COMMUNITY & ECONOMIC F Y 2 O 1 5 DEVELOPMENT Planning & Community Dev. Admin. Community Development Economic Development Urban Planning Neighborhood Services Human Services l LILI IILI":M 61 01► ViIL Yi111Ll INva Q:LT/ A Ito] U►Yil4011 r!1WLViIILI IR]9 Mill 9 Eel Ll 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 projects as directed by the City Council. Staffing: unique capital, research, and /or policy- oriented Financial Highlights: Services expenditures decreased from $78,545 to $18,060 due to a one -time appropriation in the fiscal year 2014 revised budget for planning services on the 100 block of E. Washington Street. Partial reimbursement for that expenditure is included in the revised fiscal year 2014 miscellaneous other revenues. ON FY2013 FY2014 FY2015 Adopted Total FTE's 2.55 2.55 2.55 Financial Highlights: Services expenditures decreased from $78,545 to $18,060 due to a one -time appropriation in the fiscal year 2014 revised budget for planning services on the 100 block of E. Washington Street. Partial reimbursement for that expenditure is included in the revised fiscal year 2014 miscellaneous other revenues. ON City of Iowa City Activity Summar) Division: Planning & Comm Dvlp Admin (610100) Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budaet Proiecti Revenues & Other Financing Sources: General Fund Subsidy $ 264,652 $ 290,469 $ 288,401 $ 325,360 $ 298,924 $ 307,656 Misc Other Income - - 34 34,098 - - Total Revenues & Other Financing Sources $ 264,652 $ 290,469 $ 288,435 $ 359,458 $ 298,924 $ 307,656 Expenditures Personnel $ 242,646 $ 262,679 $ 259,604 $ 273,557 $ 275,340 $ 283,600 Services 15,531 20,324 21,092 78,545 18,060 18,421 Supplies 5,362 7,466 7,739 7,356 5,524 5,635 Capital Outlay 1,113 - - - - - Total Expenditures $ 264,652 $ 290,469 $ 288,435 $ 359,458 $ 298,924 $ 307,656 Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 0.55 0.55 0.55 0.55 Clerk /PCD 0.00 0.50 0.50 0.50 Engineering Technician 0.50 0.50 0.50 0.50 PCD Director 1.00 1.00 1.00 1.00 Planning & Comm Dev Clerk 0.50 0.00 0.00 0.00 Total Personnel 2.55 2.55 2.55 2.55 ONQ Isle] ► ViI LVi[I] Ll I III vaQWAA Ito] :1►ViIALl 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 organizations, businesses and other community partners, and by administering and coordinating activities relating to city, state, and federal housing and community and economic development programs. Economic development activities include: • Neighborhood redevelopment • Entrepreneurial and microenterprise business 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 and improve energy efficiency to 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 30 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. Seventeen additional houses will be completed in fiscal year 2014 (one funded with CDBG and HOME funds, two funded through the Iowa's I -JOBS Program and three funded through the Iowa City Hosing Authority), with an expected ten additional homes in fiscal year 2015. 0&1 Recent Accomplishments: • Secured EPA Urban Waters Program, Iowa Great Places and Iowa DNR grants to plan and design modifications to the Burlington Street dam that could create recreational opportunities such as whitewater rafting, boating, and integration with Riverfront Crossings and Iowa River Water Trail. Modifications would also reduce safety hazards associated with the low -head dam and create fish passage. • Completed flood buyouts in the Park View Terrace and Taft Speedway neighborhoods. 93 homes were purchased through the program, removing these properties from the flood plain. These areas will be returned to green space. The buyouts began in May 2009 and were funded through federal and state grant programs. • Partnered with the Iowa City Downtown District and the City's Economic Development Division for the Building Change Program. Four downtown building owners were assisted with CDBG funds to rehabilitate the fagade of their buildings. Staffing: Upcoming Challenges: • Continue to promote the availability of affordable housing and assist local businesses despite decreasing CDBG and HOME funding. • Continue the Single Family New Home Construction Program. The program was implemented to replace housing stock that was lost in the 2008 flood. CDBG funds are awarded by the Iowa Economic Development Authority. Currently, 136 homes have been constructed and sold. Five additional homes will be constructed in fiscal year 2014 and fiscal year 2015 for a total of 141 homes. Financial Highlights: The fiscal year 2015 budget includes capital appropriations of $4,500,000 for the UniverCity program. This includes funding from University Iowa contributions of $100,000, loan proceeds and assets sales totaling $4,040,000, and general obligation bonds of $500,000. 04911] FY2013 FY2014 FY2015 Adopted Total FTE's 1.75 1.75 1.75 Financial Highlights: The fiscal year 2015 budget includes capital appropriations of $4,500,000 for the UniverCity program. This includes funding from University Iowa contributions of $100,000, loan proceeds and assets sales totaling $4,040,000, and general obligation bonds of $500,000. 04911] GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Invest in the City's private residential building stock. Stabilize neighborhoods through UniverCity and GRIP reinvestment programs. Rental Properties Converted to Single Family Homes (UniverCity) FY 2011 FY 2012 FY 2013 5 16 9 Owner - Occupied Homes Rehabilitated (GRIP) FY 2011 FY 2012 FY 2013 6 13 13 231 City of Iowa City Activity Summar) Division: Community Development (610200) 2013 Department: Planning & Community Dvlpmnt 0.05 0.35 0.35 0.35 0.10 2011 2012 2013 2014 2015 2016 1.00 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 40,727 $ 64,192 $ 14,293 $ 411,844 $ 377,751 $ 390,379 Use Of Money And Property Interest Revenues 4,069 7,894 32,423 33,894 25,000 25,000 Intergovernmental State 28E Agreements - - - - 100,000 100,000 Miscellaneous Contrib & Donations - - 25,578 100,000 - - Other Misc Revenue - - 397 - 392 392 Other Financial Sources Loans 10,416 186,274 886,360 2,340,000 2,040,000 2,040,000 Sale Of Assets - - 353,319 2,300,000 2,000,000 2,000,000 Bond Proceeds - - - - 500,000 500,000 Transfers In - GO Bonds - - 317,623 500,000 - - Total Revenues & Other Financing Sources $ 55,212 $ 258,360 $ 1,629,993 $ 5,685,738 $ 5,043,143 $ 5,055,771 Expenditures: Personnel Services Supplies Capital Outlay Other Financial Uses Total Expenditures Personnel Services - FTE Associate Planner Community Development Coord Housing Rehab Specialist Program Asst - Comm Devel Total Personnel Capital Outlay House Acquisitions for UniverCity Loan repayment to Banks - UniverCity Rehab Costs of UniverCity Houses Total Capital Outlay $ 52,207 $ 65,538 $ 123,182 $ 166,899 $ 176,370 $ 181,661 2,716 22,692 307,578 413,602 366,069 373,391 289 130 706 5,237 704 719 - 170,000 860,527 2,800,000 2,500,000 2,500,000 nnn ? inn nnn 7 nnn nnn ? nnn nnn 2012 2013 2014 2015 0.05 0.35 0.35 0.35 0.10 0.30 0.30 0.30 0.60 1.00 1.00 1.00 0.10 0.10 0.10 0.10 049% 0.85 1.75 1.75 1.75 2014 2015 $ 2,300,000 $ 2,000,000 2,300,000 2,000,000 500,000 500,000 $ 5,100,000 $ 4,500,000 x K•]Ll 101LViI coo Q:LTJA Ito] :1►ViIALl III r The Economic Development Division is charged with helping to grow the community, increasing the property tax base, and attracting new 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 for business assistance in City of Iowa City. A division of the Iowa City Department of Planning and Community Development, they provide access to information and to individuals throughout the City organization and assist in pursuing new and expanding business endeavors. In addition to providing access to information throughout the City organization, the Economic Development Division has access to economic and demographic information for the area. Working in cooperation with other City departments and the Iowa City Area Development Group, the Economic Development Division assists developers and site selection consultants 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. Financial Highlights: Services expenditures include appropriations for $75,000 for a new Micro - Enterprise program, and $70,000 for the Englert Theater — an increase from $50,000 in fiscal year 2014. Fiscal year 2014 revised services expenditures include a carry- forward of unspent economic development appropriations of $92,643 from fiscal year 2013. 233 FY2013 FY2014 FY2015 Adopted Total FTE's 1.00 1.00 1.00 Financial Highlights: Services expenditures include appropriations for $75,000 for a new Micro - Enterprise program, and $70,000 for the Englert Theater — an increase from $50,000 in fiscal year 2014. Fiscal year 2014 revised services expenditures include a carry- forward of unspent economic development appropriations of $92,643 from fiscal year 2013. 233 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Strategic Economic Development Activities Build tax base and add employment opportunities. Work with public and private sectors to build economic development infrastructure. City- University Urban Renewal Area (Original Blighted Area) City- University Urban Renewal Area (2001 Economic Development Amended Area) Jan 2010 Jan 2011 Jan 2012 Current Value Base Value $233.727.970 $111.829.760 $66.008.360 $127,864,760 $30,239,640 $20,432,178 Ratio 1.828 3.698 3.231 Current Value (SSMID) — $125,552,670 $68,235,470 Base Value (SSMID) $97,625,120 $50,047,502 Ratio (SSMID) — 1.286 1.363 City- University Urban Renewal Area (2001 Economic Development Amended Area) City- University Urban Renewal Area (Totals from Above Areas) Jan 2010 Jan 2011 Jan 2012 Current Value Base Value $233.727.970 $237.382.430 $47.161.650 $15,361,532 Ratio — — 3.070 Current Value (SSMID) — $56,179,810 Base Value (SSMID) $42,023,548 Ratio (SSMID) — — 1.337 City- University Urban Renewal Area (Totals from Above Areas) 234 Jan 2010 Jan 2011 Jan 2012 Current Value Base Value $233.727.970 $237.382.430 $237.585.290 $127,864,760 $127,864,760 $127,864,760 Ratio 1.828 1.857 1.858 234 City- University Urban Renewal Area (Riverfront Crossings —Amendment #10 Area) Towncrest Urban Renewal Area Jan 2010 Jan 2011 Jan 2012 Current Value Base Value Base Year $117,071,480 $118.148.120 $117,071,480 Ratio — — 1.009 Towncrest Urban Renewal Area 04917 Jan 2010 Jan 2011 Jan 2012 Current Value Base Value Base Year $32,550,010 $32.847.880 $32,550,010 Ratio — — 1.009 04917 City of Iowa City Activity Summar) Division: Economic Development (610500) Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 301,148 $ 388,040 $ 320,843 $ 663,452 $ 578,851 $ 590,218 Other City Taxes Other City Taxes - - 208,581 235,304 212,500 216,750 Miscellaneous Other Misc Revenue 15,000 - - - - - Other Financial Sources Trans -Bus Type Funds 51,095 57,585 59,460 - - Total Revenues & Other Financing Sources $ 367,243 $ 445,625 $ 588,884 $ 898,756 $ 791,351 $ 806,968 Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Economic Development Coord Total Personnel $ 105,286 $ 120,891 $ 122,197 $ 131,843 $ 128,962 $ 132,831 261,149 324,055 466,572 766,207 662,270 674,015 808 679 115 706 119 122 $ 367,243 $ 445,625 $ 588,884 $ 898,756 $ 791,351 $ 806,968 2012 2013 2014 2015 04911 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11NMILI »!UILl IILl [r The Urban Planning Division promotes sustainable growth and development within the city by applying the vision, goals, and strategies of the Comprehensive Plan (including district plans and master plans for specific sections of the community) and administering zoning and subdivision regulations. The guiding principle of these regulations and policies are to preserve and enhance the best qualities of the city's existing residential, commercial, and employment areas while promoting new development opportunities that create long -term value for the community. The division fulfills state statutory requirements pertaining to zoning, development, and historic preservation. The division 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 work with prospective applicants to review requirements for new development and construction and to create solutions for properties that confront obstacles to development, renovation, or reuse. Once an application is filed, staff reviews the proposal, coordinates feedback from various departments, provides advice to the applicant, and writes reports, including recommendations to boards and commissions. Staff prepares public notices, responds to questions from the public, and prepares meeting agendas and minutes. Staff also administers the design review process for infill apartment buildings and urban renewal projects. HIGHLIGHTS • In 2013, the City Council adopted the IC2030: Comprehensive Plan Update. 09YA Recent Accomplishments: • Plan update with the Riverfront Crossings Master Plan, which will guide the community preservation and redevelopment efforts for a large area in the center of the city generally bounded by Burlington St. on the north, Highway 6 on the south, Gilbert St. on the east and Riverside Dr. on the west. The Plan details new opportunities for housing, business, recreation, transportation improvements, arts and entertainment. Key features include mixed - use and pedestrian- oriented development, local and regional rail service, an artists' district with live -work space and galleries, and a landscaped promenade linking downtown to a riverfront park, which will replace the flood - damaged North Wastewater Treatment Plant. Staffing: Upcoming Challenges: • The Urban Planning and Historic Preservation Division will work to implement the Riverfront Crossing Master Plan through a form based zoning code, a detailed plan for the riverfront park and review of infill development proposals. • The division will continue to use historic and conservation districts to implement the strategic plan initiative to create and sustain healthy neighborhoods. In this effort the Historic Preservation Commission will be considering the Horace Mann Conservation District for portions of the Northside Neighborhood surrounding Horace Mann School. Financial Highlights: Revenues for building and development fees are budgeted to increase by 48.9% due to the level of development activities. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Department Goal: Promote sustainable growth and development within the City by applying the vision, goals, and strategies of the Comprehensive Plan(s) and administering zoning and subdivision regulations. 0917 FY2013 FY2014 FY2015 Adopted Total FTE's 2.50 2.50 2.50 Financial Highlights: Revenues for building and development fees are budgeted to increase by 48.9% due to the level of development activities. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Department Goal: Promote sustainable growth and development within the City by applying the vision, goals, and strategies of the Comprehensive Plan(s) and administering zoning and subdivision regulations. 0917 Department Objective: Review application proposals, coordinate feedback from various departments, provide advice to the applicants, and write reports, including recommendations to boards and commissions. Performance Measures: Planning and Zoning Commission Board of Adjustment FY 2011 FY 2012 FY 2013 Annexations 3 0 1 Rezonings 15 13 29 Preliminary Plats 6 5 7 Final Plats 4 0 0 Code Amendments 5 13 11 Comprehensive Plan Amendments 2 0 6 Right -of -way Vacations 0 3 2 County Zoning Items 2 1 2 Total 37 35 58 Board of Adjustment Historic Preservation Commission FY 2011 FY 2012 FY 2013 Special Exceptions 11 15 13 Appeals 1 0 2 Variances 0 1 1 Historic Preservation Commission 0491*] FY 2011 FY 2012 FY 2013 Project Reviews 71 80 93 0491*] City of Iowa City Activity Summary Expenditures Personnel $ 326,105 $ 271,364 $ 265,298 $ 274,922 $ 280,885 $ Division: Urban Planning (610600) Services 27,563 Department: Planning & Community Dvlpmnt 50,517 48,985 49,964 Supplies 2,580 1,905 2011 2012 2013 2014 2015 2016 320,870 $ Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 2012 2013 2014 2015 Associate Planner General Revenues Subsidy $ 322,774 $ 289,480 $ 278,256 $ 301,687 $ 295,864 $ 305,345 Intergovernmental 1.00 1.00 1.00 1.00 Total Personnel Other State Grants 10,297 - - - - - Charges For Fees And Services Building & Devlpmt 22,145 30,770 40,675 25,225 37,555 37,555 Miscellaneous Printed Materials 1,032 620 221 620 221 221 Total Revenues & Other Financing Sources $ 356,248 $ 320,870 $ 319,152 $ 327,532 $ 333,640 $ 343,121 Expenditures Personnel $ 326,105 $ 271,364 $ 265,298 $ 274,922 $ 280,885 $ 289,312 Services 27,563 47,601 50,730 50,517 48,985 49,964 Supplies 2,580 1,905 3,123 2,093 3,770 3,845 Total Expenditures $ 356,248 $ 320,870 $ 319,152 $ 327,532 $ 333,640 $ 343,121 Personnel Services - FTE 2012 2013 2014 2015 Associate Planner 2.50 1.50 1.50 1.50 Senior Planner 1.00 1.00 1.00 1.00 Total Personnel 3.50 2.50 2.50 2.50 oz, 9] Ll IA cc] :I:Zi]N00 Cole] ��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 Program for Improving Neighborhoods (PIN) 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. HIGHLIGHTS • The Program for Improving Neighborhoods (PIN) funded several neighborhood initiatives, including tools and improvements to North Market Square Park, renovation of brick sidewalks, improvements to Reno Street Park, creation of Free Little Libraries in Creekside, and several projects in the Grant Wood neighborhood including continuation of the Fas Trac Curb Numbering Project, PTO Family Dinners, and providing Recreation Pass Equipment at the Grant Wood gym. • The division also oversees the Iowa City Public Art program with funding made available for the maintenance of the existing public art inventory as well as funding smaller projects such as murals and the Poetry in Public Program. Staffing: Financial Highlights: Capital outlay expenditures include $15,000 for neighborhood PIN grants and $12,000 for the maintenance of public art. 241 FY2013 FY2014 FY2015 Adopted Total FTE's 2.63 2.48 2.48 Financial Highlights: Capital outlay expenditures include $15,000 for neighborhood PIN grants and $12,000 for the maintenance of public art. 241 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Sustain communications within neighborhoods by encouraging regular communication within through the use of neighborhood newsletters and /or neighborhood meetings. Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Use Program for Improving Neighborhood (PIN) grants to promote family - friendly neighborhood events, activities or projects. PIN Grant Funded Events, Activities, or Projects FY 2014 2014 FY 2012 FY 2011 FY 2012 FY 2013 Estimate New Measure 62 Estimate s # of Newsletters /Meetings New Measure 25 15 26 # of Neighborhoods New Measure 6 4 8 Involved Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Use Program for Improving Neighborhood (PIN) grants to promote family - friendly neighborhood events, activities or projects. PIN Grant Funded Events, Activities, or Projects * Roller- skating and open gym events previously funded by PIN grant program will be absorbed by the Parks and Recreation budget starting in FY 2014. rzra FY 2014 FY 2011 FY 2012 FY 2013 Estimate New Measure 62 82 24* * Roller- skating and open gym events previously funded by PIN grant program will be absorbed by the Parks and Recreation budget starting in FY 2014. rzra Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Continue to work with City Departments in coordinating neighborhood meetings to distribute information, request feedback on City initiated projects and encourage cooperation and partnership in addressing issues. Neighborhood Meetings Coordinated to Address Above Objective Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. Neighborhood Council Meetings FY 2014 FY 2011 FY 2012 FY 2013 Estimate New Measure 24 26 30 Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. Neighborhood Council Meetings 243 FY 2014 FY 2011 FY 2012 FY 2013 Estimate New Measure 3 4 8 243 City of Iowa City Activity Summar) Ml L1VILy. IVCIUI I UVI I IVVU JCI VI .CO IV IV/ VV) 101,224 $ 99,495 $ 103,252 $ 105,772 $ 108,945 rU11U. VCIICIQI I IVVVt Division: Neighborhood Services (610700) 20,155 20,025 14,679 Department: Planning & Community Dvlpmnt 9,272 4,770 1,622 1,941 1,980 7.205 18.098 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 129,091 $ 151,108 $ 123,028 $ 149,899 $ 148,251 $ 151,757 Use Of Money And Property Rents 220 782 - - - - Miscellaneous Contrib & Donations 6,250 - 250 - - - Misc Merchandise 492 - - - - - Other Misc Revenue - - 1,000 - 1,000 1,000 Printed Materials 216 121 141 - 141 141 Total Revenues & Other Financing Sources $ 136,269 $ 152,011 $ 124,419 $ 149,899 $ 149,392 $ 152,898 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Associate Planner Total Personnel Capital Outlay Maint. of the Public Art Pieces Neighborhood PIN Grant Total Capital Outlay $ 94,742 $ 101,224 $ 99,495 $ 103,252 $ 105,772 $ 108,945 31,129 23,417 20,155 20,025 14,679 14,973 3,193 9,272 4,770 1,622 1,941 1,980 7.205 18.098 - 25.000 27.000 27.000 2012 2013 2014 2015 1.00 1.00 1.00 1.00 244 1.00 1.00 1.00 1.00 2014 2015 $ 10,000 $ 12,000 15,000 15,000 $ 25,000 $ 27,000 Lei ►VirelLl NA:INN � 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 fiscal year 2013 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: Financial Highlights: The City has received requests of $567,240 for contributions from outside agencies. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Allocate grant and City funds to serve the needs of low -to- moderate income (LMI) residents in the following areas: housing, homelessness, and community development (various services for at -risk and LMI persons). rzr.7 FY2013 FY2014 FY2015 Adopted Total FTE's 0.15 0.15 0.15 Financial Highlights: The City has received requests of $567,240 for contributions from outside agencies. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Allocate grant and City funds to serve the needs of low -to- moderate income (LMI) residents in the following areas: housing, homelessness, and community development (various services for at -risk and LMI persons). rzr.7 Department Objective: Create /enhance suitable living environments, provide decent housing and create economic development opportunities. Performance Measures: Aid to Agencies Donation Stations FY 2011 FY 2012 FY 2013 s 2014 Estimate Funds Spent $414,094 $422,950 $391,829 $378,700 Agencies Assisted 15 19 16 19 Donation Stations oz, 11 FY 2011 FY 2012 FY 2013 s 2014 Estimate Funds Spent $780 $1,000 $2,700 $1,113 Agencies Assisted 3 2 6 6 oz, 11 City of Iowa City Activity Summary Division: Human Services (610820) Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 2011 2012 2013 General Revenues Subsidy $ - $ - $ 292,997 $ 265,175 $ 265,031 $ 270,477 Total Revenues & Other Financing Sources $ - $ - $ 292,997 $ 265,175 $ 265,031 $ 270,477 Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Associate Planner Total Personnel $ - $ - $ 13,021 $ 12,291 $ 14,489 $ 14,924 - - 279,976 270,764 270,542 275,553 - - - 2,120 - - $ - $ - $ 292,997 $ 285,175 $ 285,031 $ 290,477 2012 2013 2014 2015 Activ 0.00 0.15 0.15 0.15 0.00 0.15 0.15 0.15 Expenditures: Services Total Expenditures 780 $ 1.000 $ 2.700 $ 1 oz, VA 1 Division: Human Services Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Miscellaneous Contrib & Donations $ 3,035 $ 1,224 $ 1,078 $ 1,000 $ 1,000 $ 1,000 Total Revenues & Other Financing Sources $ 3,035 $ 1,224 $ 1,078 $ 1,000 $ 1,000 $ 1,000 Expenditures: Services Total Expenditures 780 $ 1.000 $ 2.700 $ 1 oz, VA 1 oz, 1.3 F Y 2 O 1 5 GENERAL FUND PUBLIC WORKS Public Works Administration Engineering Public Transportation 101:11 [GATIM01 N ArIM1 WLViI I Ll I6310A 9 [0] Ll I 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: Financial Highlights: There are no major financial changes in the Public Works Administration budget. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Effectively facilitate and regulate sidewalk cafes within the parameters established by the City Council. Issue permits for and provide site inspections of sidewalk cafes. 251 FY2013 FY2014 FY2015 Adopted Total FTE's 2.00 2.00 2.00 Financial Highlights: There are no major financial changes in the Public Works Administration budget. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Effectively facilitate and regulate sidewalk cafes within the parameters established by the City Council. Issue permits for and provide site inspections of sidewalk cafes. 251 Performance Measures: Permits Issued *started in 2013 Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods, & Strategic Economic Development Activities Effectively regulate the use of public right -of -way (ROW) necessary to facilitate construction of building projects. Issue permits for use of public ROW that facilitate development while protecting the public interest, health and safety. CY 2010 CY 2011 CY 2012 Sidewalk Cafes 23 24 24 Street Cafes* New Measure New Measure New Measure *started in 2013 Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods, & Strategic Economic Development Activities Effectively regulate the use of public right -of -way (ROW) necessary to facilitate construction of building projects. Issue permits for use of public ROW that facilitate development while protecting the public interest, health and safety. Strategic Plan Goal Department Goal: Department Objective Performance Measures: License Agreements Issued Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Effectively regulate the use of public ROW necessary to facilitate construction and operation of fiber optic /telecommunications projects. Issue license agreements for use of public ROW fiber optic /telecommunications projects while protecting the public interest, health and safety. CY 2010 CY 2010 CY 2011 CY 2012 Use of ROW 3 8 3 15 Permits Issued Strategic Plan Goal Department Goal: Department Objective Performance Measures: License Agreements Issued Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Effectively regulate the use of public ROW necessary to facilitate construction and operation of fiber optic /telecommunications projects. Issue license agreements for use of public ROW fiber optic /telecommunications projects while protecting the public interest, health and safety. CY 2010 CY 2011 CY 2012 0 3 3 OM City of Iowa City Activity Summar) Division: Public Works Administration (710100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy $ 262,545 $ 273,703 $ 278,173 $ 291,811 $ 295,062 $ 303,685 Miscellaneous Other Misc Revenue 500 703 926 703 600 710 Total Revenues & Other Financing Sources $ 263,045 $ 274,406 $ 279,099 $ 292,514 $ 295,662 $ 304,395 Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Program Asst- Pub Works Public Works Director Total Personnel $ 256,336 $ 266,684 $ 271,075 $ 274,851 $ 281,973 $ 290,432 6,454 7,209 7,243 15,217 13,142 13,405 255 513 782 2.446 547 558 2012 2013 2014 2015 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 253 2.00 2.00 2.00 2.00 ALl cc] ILl IAANILl 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 Rochester Avenue Bridge Project • Completion of the Iowa City Fuel Facility Project • Completion of the Highway 1 Trail Project • Completion of the Sycamore Street and Highway 6 Intersection Project • Completion of the First Avenue Storm Sewer Improvements Project • Completion of the National Environmental Policy Act process for the Iowa City Gateway Project Staffing: Upcoming Challenges: • Design of the Iowa City Gateway Project • Design of the First Ave Grade Separation Project • Design of the Sycamore Street Improvements Project • Complete Construction of the Lower Muscatine Road Projects • Construction of the Moss Ridge Road Project • Adopt the Statewide Urban Design Standards and Construction Specifications • Development of a Right of Way Management Ordinance 254 FY2013 FY2014 FY2015 Adopted Total FTE's 12.10 12.10 12.10 254 Financial Highlights: Personnel expenditures decreased by 1.8% due to a reduction in temporary wages. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic FY 2013 Development Activities Department Goal: Continue the investment and reinvestment in infrastructure. Department Objective: Provide plan review and inspection of infrastructure which 8 will become City assets. Performance Measures: Streets (miles) Accepted Public Improvements 3.11 04M FY 2011 FY 2012 FY 2013 # of Projects Accepted 35 39 30 # of Subdivision Accepted 8 7 7 Streets (miles) 0.44 3.11 1.08 Water Main (miles) 0.50 2.21 1.55 Sanitary Sewer (miles) 0.90 2.15 1.38 Storm Sewer (miles) 1.98 3.40 1.28 Fire Hydrants 18 55 37 Trails /Sidewalks (miles) 1.43 2.93 0.53 Lift Station 0 0 1 Traffic Signals 2 0 1 Pedestrian Bridge 0 0 1 04M Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Provide oversight of private construction on City Right -of- ways. Provide plan review and inspection to ensure safety of our citizens and conformance to City standards when work is performed in the City Right -of -ways. OW FY 2011 FY 2012 FY 2013 Excavation Permits 438 356 339 Issued Sidewalk Hazards 210 445 474 Identified Addresses Sidewalk Hazards 806 1,631 1,704 Identified # of Squares OW City of Iowa City Activity Summar) Ml L1VIL31. C11U IICCIIIIU JCIVI .CO 11 IVLVV/ 807,162 $ 743,224 $ 876,054 $ 859,909 $ rullu. VCIICIQI I IVVV/ Division: Engineering Services (710200) 114,006 127,413 135,912 Department: Public Works 137,219 9,739 5,250 6,357 10,393 8,816 2011 2012 2013 2014 2015 2016 - Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: 1.00 1.00 1.00 1.00 1.00 1.00 General Revenues Subsidy $ 780,358 $ 813,625 $ 721,281 $ 909,566 $ 877,009 $ 922,045 Other City Taxes 54,411 61,984 66,065 61,984 67,125 68,468 Licenses And Permits Const Per & Ins Fees 14,135 22,041 47,422 22,041 26,300 26,300 Charges For Fees And Services Building & Devlpmt 4,157 19,602 12,524 19,602 12,524 12,524 Miscellaneous Other Misc Revenue 2,234 7,438 29,406 7,438 20,000 20,000 Printed Materials 5,693 1,728 296 1,728 296 296 Total Revenues & Other Financing Sources $ 860.988 $ 926.418 $ 876.994 $ 1.022.359 $ 1.003.254 $ 1.049.633 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Architectural Sry /Energy Coord City Engineer Civil Engineer Construction Inspector Ii Engineering Technician Sr Construction Inspector Sr Engineer Sr Engineering Tech Survey Party Chief Utilities Technician - Eng Total Personnel $ 747,324 $ 807,162 $ 743,224 $ 876,054 $ 859,909 $ 903,422 95,572 114,006 127,413 135,912 134,529 137,219 9,739 5,250 6,357 10,393 8,816 8,992 8,353 - - 1.00 1.00 - $ 860,988 $ 926,418 $ 876,994 $ 1,022,359 $ 1,003,254 $ 1,049,633 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2012 2013 2014 2015 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.10 0.10 0.10 0.10 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 QYA 12.10 12.10 12.10 12.10 I I Mill 69 Y 1ti]»:Ll9 [e] Ll 6� 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 schedule presented show transit operations in the General Fund through fiscal year 2012. Fiscal years 2013 through 2016 are presented in the Enterprise Fund section. See the Transit Operations pages within the Enterprise section for more information on this operation. Q& City of Iowa City Activity Summary Division: Transit Operations (810200) Department: Transportation Services Revenues & Other Financing Sources: Property Taxes Delinquent Property Taxes Other City Taxes Use Of Money And Property Parking Ramp Revenue Rents Intergovernmental Fed Intergovnt Rev Local 28E Agreements Other State Grants Charges For Fees And Services Misc Charges For Svc Refuse Charges Transit Fees Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Trans -Govt Activities Trans -Govt Activities Total Revenues & Other Financing Sources Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Assoc Dir -Trans Service Body Repair Mechanic Customer Service Rep - Transit M.W. I - Parking Systems M.W. I - Transit M.W. II -Transit Mass Transit Operator Mechanic II - Transit Mechanic III - Transit MW II - Transportation Serv. Operations Supv - Trans Sery Parts/Data Entry Clk - Transit Sr MW - Parking & Transit Transportation Svc Director Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budaet Proiecti $ 2,552,364 $ 2,631,516 $ - $ - $ - $ 411 65 - - - 47,583 49,403 - - - 530,665 592,274 - - - 159,342 134,558 - - - 181,023 2,194,687 - - - 32,844 35,633 - - - 594,365 628,538 - - - 805 1,840 - - - 1,620 2,518 - - - 1,059,487 1,119,269 - - - 214 1,112 - - - 52,813 44,353 - - - 4,000 16,790 - - - - 1,163,897 739,324 - - - - 1,618,372 $ 6,381,433 $ 9,810,252 $ - $ - $ - $ $ 3,665,957 $ 3,869,012 $ - $ - $ - $ - 1,500,376 1,525,856 - - - - 874,718 897,039 - - - - 247,833 228,337 - - $ 6,288,884 $ 6,520,244 $ - $ - $ - $ - 2012 2013 0].X] 0.50 See Fund 7150 1.00 1.00 1.00 3.00 1.00 37.75 2.00 2.00 1.00 3.50 1.00 0.50 0.50 55.75 041-ill SPECIAL REVENUE FUNDS F Y 2 0 1 5 Community Development Block Grant H.O.M.E. Program Road Use Tax 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 $497,813 in fiscal year 2015 versus an estimated ending cash balance of $341,170 in fiscal year 2014. The increase is related to the timing of grant revenues and loan activity. Revenue FY15 Adopted - $1,006,351 v 0 9/ a ■ Interest Revenue ■ Federal Grants ■ Misc ■ Loan Repayment 82% of revenue comes from Federal grants, with most of the remainder from loan repayments. 01x3 Expenditures FY15 Adopted - $849,708 0% • Personnel 4D • Services ■ Supplies FY15 adopted expenditures represent a 0.2% decline. Most of the reduction represents a decrease in services. City of Iowa City CDBG & CDBG Rehab (2100) Fund Summary *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 041-111 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ (220) $ 1,883,213 $ 386,694 $ - $ 341,170 $ 497,813 Revenues: Use Of Money And Property Interest Revenues $ 835 $ 8,733 $ 6,339 $ 8,733 $ 6,339 $ 6,340 Intergovernmental Federal Intergovernmental Revenue 652,809 98,638 1,070,399 1,045,000 825,000 825,000 Miscellaneous Other Misc Revenue 2,338 2,773 5,012 2,766 5,012 5,010 Other Financial Sources Loans 2,094,900 798,998 167,568 136,000 170,000 170,000 Total Revenues $ 2,750,882 $ 909,142 $ 1,249,318 $ 1,192,499 $ 1,006,351 $ 1,006,350 Expenditures: CDBG & CDBG Rehab $ 867,449 $ 2,405,661 $ 1,453,301 $ 851,329 $ 849,708 $ 869,065 Transfers Out: Misc Transfers Out 330,000 Sub -Total Transfers Out - - 330,000 - - Total Expenditures & Transfers Out $ 867,449 $ 2,405,661 $ 1,783,301 $ 851,329 $ 849,708 $ 869,065 Fund Balance *, June 30 $ 1,883,213 $ 386,694 $ (147,289) $ 341,170 $ 497,813 $ 635,098 Change in Accounting Method - - 147,289 - - Adjusted Fund Balance *, June 30 1,883,213 386,694 - 341,170 497,813 635,098 Restricted / Committed /Assigned Unassigned Balance $ 1,883,213 $ 386,694 $ - $ 341,170 $ 497,813 $ 635,098 % of Expenditures 217% 16% 0% 40% 59% 73% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 041-111 IN U A Mil [e] Ll 6y 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. MIM01��:r�� • Over $32 million in CDBG funds have been invested in Iowa City since 1974 • In FY13, programs leveraged $2,847,719 in private and public funds • In FY13, programs assisted 1,143 persons who are homeless with support services and shelter upgrades • Provided operational funding to non - profits that assisted 13,230 persons during fiscal year 2013 • Assisted in the creation of 20.5 FTEs for primarily low- moderate income persons. • Assisted in the construction or rehabilitation of 86 affordable owner - occupied or rental homes. FY14 projects are identified in the FY14 Annual Action Plan at wvvw.icgov.org /actionplan. The CDBG and HOME allocation process, including the public input process can be found in the City's Citizen Participation Plan. 01*1 Recent Accomplishments • Rehabilitated 56 affordable rental homes • Completed improvements to six non- profits facilities. The missions of these agencies include assisting those with chronic mental health problems, employment training, the youth, substance abuse problems, and those in crisis. The Fair Meadows splash pad was completed this summer. Staffing: Textures Salon (left) is a past recipient of CDBG micro - enterprise funding. FY13 CDBG Economic Development low- interest loans were utilized to open the following businesses: Trumpet Blossom Cafe, Molly's Cupcakes, and IBlitz Boxing & Fitness Club. Combined, these businesses created 20.5 full -time equivalent positions. Upcoming Challenges: • Continue to provide housing, jobs and services to low- moderate income residents despite decreasing CDBG and HOME funding. Financial Highlights: Federal intergovernmental revenue is budgeted to decrease by $220,000 or 21.1 %. iiii FY2013 FY2014 FY2015 Adopted Total FTE's 2.63 2.48 2.48 Financial Highlights: Federal intergovernmental revenue is budgeted to decrease by $220,000 or 21.1 %. iiii GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: CDBG Funds Only Strategic Economic Development Activities 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 rz 1M FY 2011 FY 2012 FY 2013 s 2014 Estimate Funds Spent $865,109 $2,402,893 $1,778,290 $680,694 Local, State & Other $3,688,070 $896,263 $2,847,719 $478,957 Funds Leveraged Housing Units Assisted 28 26 86 21 Public Facilities Assisted 5 10 6 4 Persons Receiving 2,882 11,478 1,457 2,350 Services Businesses Assisted in Creating Low - Moderate 2 2 3 2 Income Jobs rz 1M City of Iowa City Activity Summary Activity: Community Development Block Grant (610300) Fund: CDBG & CDBG Rehab (2100) Division: Community Development Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Other Financial Sources Loans Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Administrative Secretary Associate Planner Community Development Coord Housing Rehab Specialist Program Asst - Comm Development Total Personnel $ 835 $ 8,733 $ 6,339 $ 8,733 $ 6,339 $ 6,340 652,809 98,638 1,070,399 1,045,000 825,000 825,000 2,338 2,773 5,012 2,766 5,012 5,010 2,094,900 798,998 167,568 136,000 170,000 170,000 $ 2,750,882 $ 909,142 $ 1,249,318 $ 1,192,499 $ 1,006,351 $ 1,006,350 $ 183,237 $ 193,086 $ 197,819 $ 227,592 $ 236,272 $ 243,360 681,375 2,210,203 1,250,546 619,186 610,480 622,690 1,287 722 4,936 4,551 2,956 3,015 1,550 1,650 - - - $ 867,449 $ 2,405,661 $ 1,453,301 $ 851,329 $ 849,708 $ 869,065 2012 2013 2014 2015 0.25 0.25 0.25 0.25 0.45 0.25 0.20 0.20 0.45 0.40 0.50 0.50 1.20 1.20 1.00 1.00 0.53 0.53 0.53 0.53 2.88 2.63 2.48 2.48 1ii7 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 fund balance at the end of fiscal year 2015 is $135,765 which is a 54% increase from the fiscal year 2014 revised estimate. This is primarily due to a reduction in loan repayment activity. An adjustment due to a change in accounting method is being presented for FY13 to reduce fund balance by $6,873. The City's budgetary basis was changed from a cash basis to a modified accrual basis. The reduction primarily represents wages and accounts payable at year -end. Revenue: FY15 Adopted - $641,922 4% ■ Federal Grants • Interest • Loan Repayment 82% of HOME revenue is from Federal grants with most of the remainder from loan repayments and loan interest. The amount of Federal HOME funding has decreased the past four years from the FY11 receipts of $862,299 to a FY15 budgeted amount of $490,000, a decrease of 43% in four years. 01*1 Expenditures: FY15 Adopted - $594,330 0% GO ■ Personnel ■ Services ■ Supplies FY15 adopted expenditures represent a 1.6% decrease from FY14 estimated expenditures. This decrease is primarily due to a decrease in services and a reduction in staffing FTE from .70 to .50. City of Iowa City HOME Program (2110) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Projection Projection Fund Balance *, July 1 $ (3,396) $ 44,783 $ (4,358) $ (7,695) $ 88,173 $ 135,765 Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Other Financial Sources Loans Total Revenues Expenditures: HOME Program Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 19 $ 22,721 $ 21,922 $ 25,000 $ 21,922 $ 21,920 862,299 688,241 603,846 575,000 490,000 490,000 210,929 104,696 123,992 100,000 130,000 130,000 $ 1,073,247 $ 815,658 $ 749,760 $ 700,000 $ 641,922 $ 641,920 $ 944,754 $ 827,052 $ 741,437 $ 604,132 $ 594,330 $ 606,639 944,754 827,052 741,437 604,132 594,330 606,639 80,314 37,747 4,787 80,314 37,747 4,787 $ 1,025,068 $ 864,799 $ 746,224 $ 604,132 $ 594,330 $ 606,639 $ 44,783 $ (4,358) $ (822) $ 88,173 $ 135,765 $ 171,046 44,783 (4,358) (7,695) 88,173 135,765 171,046 $ 44,783 $ (4,358) $ (7,695) $ 88,173 $ 135,765 $ 171,046 4% -1% -1% 15% 23% 28% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Will I:101 ►Vi1 :8 U:Z0Zr] Mil LVAEel U A OTA 9 [e] Ll 6y 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 • Over $10 million in HOME funds invested in Iowa City since 1994 • In FY13, the program leveraged $2,486,405 in private and public funds • The program provided 12 newly constructed rental units, acquired and rehabilitated 20 affordable rental homes, constructed two new affordable homes for eligible homebuyers, rehabilitated six owner - occupied homes, and provided operational funds to a nonprofit organization to support affordable housing activities in fiscal year 2013 FY14 projects are identified in the FY14 Annual Action Plan at wvvw.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: • Acquired and rehabilitated 20 affordable rental homes • Constructed 12 new units for affordable rental housing Staffing: Upcoming Challenges: • Securing funds to provide affordable, decent housing in a high land cost community despite decreasing CDBG and HOME funding 271 FY2013 FY2014 FY2015 Adopted Total FTE's 0.70 0.50 0.50 271 Financial Highlights: Federal intergovernmental revenue is budgeted to decrease by $85,000 or 14.8 %. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Allocate grant and City funds to provide safe, decent, affordable housing for low- moderate income residents. Department Objective: Create /enhance suitable living environments and provide decent, affordable housing opportunities. Performance Measures: HOME Funds Only Or% FY 2011 FY 2012 FY 2013 s 2014 Estimate Funds Spent $1,025,067 $864,797 $746,224 $445,340 Local, State & Other $6,597,045 $3,184,232 $2,486,405 $424,213 Funds Leveraged Housing Units Assisted 47 47 40 18 Or% City of Iowa City Activity Summary Activity: HOME (610400) Fund: HOME Program (2110) Division: Community Development Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Other Financial Sources Loans Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Associate Planner Community Development Coord Total Personnel $ 19 $ 22,721 $ 21,922 $ 25,000 $ 21,922 $ 21,920 862,299 688,241 603,846 575,000 490,000 490,000 210,929 104,696 123,992 100,000 130,000 130,000 $ 1,073,247 $ 815,658 $ 749,760 $ 700,000 $ 641,922 $ 641,920 $ 65,385 $ 89,092 $ 66,139 $ 52,452 $ 42,228 $ 43,495 879,369 737,960 673,503 549,780 550,235 561,240 - - 1,795 1,900 1,867 1,904 $ 944,754 $ 827,052 $ 741,437 $ 604,132 $ 594,330 $ 606,639 2012 2013 2014 2015 0.50 0.25 0.30 0.30 0.45 0.45 0.20 0.20 273 0.95 0.70 0.50 0.50 NOM 1XIMMETWAV OILl IC 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 fund balance on June 30, 2013 was $2.84 million, an increase of 74.1 % over the FY2012 year -end balance. FY14 projected cash balance is a 15.8% increase compared to FY13; FY15 projected cash balance represents a 12.3% increase over FY14. Fund Balance (,) $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $o FY11 FY12 FYdFY14FY15 ■Unassigned $459,894 $1,632,521 $2,841,586 $3,289,746 $3,693,859 (1) FY14 and FY15 figures are estimates, FY1land FY12 are cash basis. 274 FY12 -14 fund balance growth 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 funded through RUT that were moved to bonded projects are being returned to RUT funding in FY15 such as the ADA curb ramp program. In addition, FY13 ending fund balance was adjusted upward by $361,578 due to the change in accounting method from cash basis to modified accrual basis. The adjustment primarily reflects the road use tax payment due at year -end from the State less outstanding wages and accounts payable. Revenue: FY15 Adopted - $6,657,760 1% ■ Road Use Tax ■ Misc The Road Use Tax fund revenue consists of state shared road use tax revenues, and of other miscellaneous revenues. In FY15, Iowa City road use tax revenue is projected to be over $6.6 million, a 1.04% increase over the FY14 estimated revenue. Road Use Tax revenues represent over 99% of the revenue in the Road Use Tax fund. 001 Expenditures: FY15 Adopted - $5,624,316 4% 15% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay FY15 budgeted expenditures excluding transfers out are a 0.8% decrease from the FY14 estimated expenditures. This is primarily due to reduced supply costs due to the change in the paint striping program. Street maintenance is largest program funded by Road Use taxes followed by Traffic Engineering. City of Iowa City Road Use Tax (2200) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 1,202,790 $ 459,894 $ 1,632,521 $ 2,841,586 $ 3,289,746 $ 3,693,859 Revenues: 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 Sub -Total Revenues Transfers In: Transfers In -Govt Activities Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Road Use Tax Administration Sidewalk Inspection Traffic Engineering Streets System Maintenance Sub -Total Expenditures Transfers Out: Capital Project Fund Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out $ 12,595 $ - 5,890,842 6,447,020 28,846 19,489 $ 17,790 $ - 6,508,053 6,548,683 26,345 30,000 6,616,545 6,616,545 26,345 26,350 1,432 2,188 3,179 2,188 3,179 3,170 27,073 34,816 36,563 27,445 11,691 11,700 5,964,592 6,503,513 6,591,930 6,608,316 6,657,760 6,657,765 398,954 416,369 425,659 405,477 390,883 398,701 398,954 416,369 425,659 405,477 390,883 398,701 $ 6,363,546 $ 6,919,882 $ 7,017,589 $ 7,013,793 $ 7,048,643 $ 7,056,466 $ 2,214 $ 2,489 $ 2,406 $ 77,489 $ 77,406 $ 78,954 61,217 35,474 45,412 82,712 77,001 77,604 1,603,738 1,570,987 1,485,931 1,532,486 1,441,637 1,452,337 3,882,476 3,607,748 3,557,587 3,976,772 4,028,272 4,111,991 5,549,645 5,216,698 5,091,336 5,669,459 5,624,316 5,720,885 1,318,824 222,785 790,627 597,927 715,000 615,000 237,973 307,772 288,139 298,247 305,214 311,318 1,556,797 530,557 1,078,766 896,174 1,020,214 926,318 $ 7,106,442 $ 5,747,255 $ 6,170,102 $ 6,565,633 $ 6,644,530 $ 6,647,204 Fund Balance *, June 30 $ 459,894 $ 1,632,521 $ 2,480,008 $ 3,289,746 $ 3,693,859 $ 4,103,121 Change in Accounting Method 361,578 Adjusted Fund Balance *, June 30 459,894 1,632,521 2,841,586 3,289,746 3,693,859 4,103,121 Restricted / Committed /Assigned Unassigned Balance $ 459,894 $ 1,632,521 $ 2,841,586 $ 3,289,746 $ 3,693,859 $ 4,103,121 % of Expenditures 6% 28% 46% 50% 56% 62% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 OW 139NA:1 IRK01UAOe3111101 Ll K 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. OWA Recent Accomplishments: • Patched approximately 2,700 potholes and replaced 200 street panels in FY13 • Traffic Engineering staff have successfully completed additional signal interconnect locations at McCollister Blvd., Mormon Trek Blvd., at the intersection with Hwy 921 • The Streets Division completed new 80'x 80' warm storage building • Leaf program picked up 663 loads totaling 1,823 tons in FY13 • Replaced 5,250 street signs in FY13 to comply with Federal retro - reflectivity requirements. 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 Financial Highlights: Road Use Tax revenues are budgeted to increase in FY2015 by 1 % to $6,616,545. The Streets division has budgeted $120,000 in Traffic Engineering for traffic signal equipment and $12,500 in Streets System Maintenance for one -half of the purchase of a forklift to be split with the Refuse Collection division. Road Use Tax funds are budgeted to be transferred to the Capital Projects fund totaling $715,000. This includes $100,000 for ADA curb ramps, $50,000 for LED streetlight replacements, and $425,000 for the annual street overlay program. rNe3 FY2013 FY2014 FY2015 Adopted Total FTE's 29.65 29.65 29.65 Financial Highlights: Road Use Tax revenues are budgeted to increase in FY2015 by 1 % to $6,616,545. The Streets division has budgeted $120,000 in Traffic Engineering for traffic signal equipment and $12,500 in Streets System Maintenance for one -half of the purchase of a forklift to be split with the Refuse Collection division. Road Use Tax funds are budgeted to be transferred to the Capital Projects fund totaling $715,000. This includes $100,000 for ADA curb ramps, $50,000 for LED streetlight replacements, and $425,000 for the annual street overlay program. rNe3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Signs Replaced Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing Complete Retro - reflectivity Standards Continue sign replacements Healthy Neighborhoods & Enhanced Communication and Marketing Provide Street Sweeping /Cleaning of Public Streets and Leaf Removal to Residents & Businesses Efficiently Sweep & Clean Public Streets and Continue Leaf Vacuum Program Dump Truck Loads of Sweeping Debris FY 2011 FY 2012 FY 2014 FY 2011 FY 2012 FY 2013 189 Tons 2,192 2,216 Estimate 3,191 5,257 5,250 5,240 Healthy Neighborhoods & Enhanced Communication and Marketing Provide Street Sweeping /Cleaning of Public Streets and Leaf Removal to Residents & Businesses Efficiently Sweep & Clean Public Streets and Continue Leaf Vacuum Program Dump Truck Loads of Sweeping Debris Packer Truck Loads of Sweeping Debris FY 2011 FY 2012 FY 2013 Number of Loads 274 277 189 Tons 2,192 2,216 1,512 Packer Truck Loads of Sweeping Debris OW FY 2011 FY 2012 FY 2013 Number of Loads 33 133 28 Tons 264 1,072 224 OW Leaf Vacuum Pickup Season Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods & Strategic Economic Development Activities Provide Street Maintenance & Repairs Efficiently Maintain & Repair Public Streets Input Measures: Materials Used FY 2011 FY 2012 FY 2013 Number of Loads 445 672 663 Tons 1,335 2,016 1,989 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods & Strategic Economic Development Activities Provide Street Maintenance & Repairs Efficiently Maintain & Repair Public Streets Input Measures: Materials Used Workload Measures FY 2011 FY 2012 FY 2013 5 Year Average Concrete (yards) 1,336.25 1,781.50 1,599.75 1,227.25 Asphalt (tons) 450.68 402.37 570.61 531.53 Rock (tons) 301.94 143.23 432.30 430.52 Workload Measures 01:L1 FY 2011 FY 2012 FY 2013 Potholes Patched 3,000 3,500 3,300 Street Panels — 120 160 200 Removal /Replacement 01:L1 City of Iowa City Activity Summary Activity: Road Use Tax Administration (710310) Fund: Road Use Tax (2200) Division: Streets (RUTF) Department: Public Works Revenues & Transfers In: Intergovernmental Road Use Tax Other Financial Sources Transfers In -Govt Activities Total Revenues Expenditures: Services Total Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 5,890,842 $ 6,447,020 $ 6,508,053 $ 6,548,683 $ 6,616,545 $ 6,616,545 398,954 416,369 425,659 405,477 390,883 398,701 $ 6,289,796 $ 6,863,389 $ 6,933,712 $ 6,954,160 $ 7,007,428 $ 7,015,246 $ 2,214 $ 2,489 $ 2,406 $ 77,489 $ 77,406 $ 78,954 $ 2,214 $ 2,489 $ 2,406 $ 77,489 $ 77,406 $ 78,954 Ijy City of Iowa City Activity Summary Activity: Sidewalk Inspection (710220) Fund: Road Use Tax (2200) Division: Streets (RUTF) Department: Public Works Revenues: Charges For Fees And Services Building & Devlpmt Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Capital Outlay Sidewalk And R.O.W. Repairs Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 28,846 $ 19,489 $ 26,345 $ 30,000 $ 26,345 $ 26,350 $ 28,846 $ 19,489 $ 26,345 $ 30,000 $ 26,345 $ 26,350 $ 6,246 $ 12,328 $ 9,939 $ 16,263 $ 16,263 $ 16,751 4,985 4,878 2,125 6,234 5,588 5,700 32 207 88 215 150 153 49,954 18,061 33,260 60,000 55,000 55,000 $ 61,217 $ 35,474 $ 45,412 $ 82,712 $ 77,001 $ 77,604 111 -N 2014 2015 $ 60,000 $ 55,000 $ 60,000 $ 55,000 City of Iowa City Activity Summary Activity: Traffic Engineering (710320) Fund: Road Use Tax (2200) Division: Streets (RUTF) Department: Public Works Revenues: Intergovernmental Other State Grants Miscellaneous Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Asst Supt Streets /Solid Waste Electrician - Traffic Eng Electronics Techlfraffic Eng Sr Clerklfypist - Streets Supt Streets /Solid Waste Total Personnel Capital Outlay Painting Equipment Traffic Signal Equipment Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 12,595 $ - $ - $ - $ - $ 289 1,591 1,535 1,591 1,535 1,530 24,712 6,732 24,321 1,561 275 280 $ 37,596 $ 8,323 $ 25,856 $ 3,152 $ 1,810 $ 1,810 $ 520,830 $ 587,673 $ 572,879 $ 423,361 $ 426,741 $ 439,543 552,513 566,814 586,036 597,899 608,385 620,553 371,326 282,248 200,891 311,226 286,511 292,241 159,069 134,252 126,125 200,000 120,000 100,000 $ 1,603,738 $ 1,570,987 $ 1,485,931 $ 1,532,486 $ 1,441,637 $ 1,452,337 2012 2013 2014 2015 0.50 0.50 0.50 0.50 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 0.50 0.50 0.50 0.50 0.15 0.15 0.15 0.15 4.15 4.15 4.15 4.15 01.193 2014 2015 $ 100,000 $ - 100,000 120,000 $ 200,000 $ 120,000 City of Iowa City Activity Summary Activity: Streets System Maintenance (710330) Fund: Road Use Tax (2200) Division: Streets (RUTF) Department: Public Works Expenditures Personnel 2011 2012 2013 2014 2015 2016 Services Actual Actual Actual Revised Budget Projection Revenues: 600,411 489,075 530,155 508,558 533,064 543,725 Intergovernmental 64,985 5,138 2,685 45,450 58,500 40,000 Other State Grants $ - $ - $ 17,790 $ - $ - $ - Miscellaneous 0.50 0.50 0.50 0.50 Sr M.W. - Streets 2.00 Misc Merchandise 1,143 597 1,644 597 1,644 1,640 Other Misc Revenue 2,361 28,084 12,242 25,884 11,416 11,420 Other Financial Sources Sale Of Assets 3,804 Total Revenues $ 7,308 $ 28,681 $ 31,676 $ 26,481 $ 13,060 $ 13,060 Expenditures Personnel $ 2,090,950 $ 2,081,054 $ 1,990,876 $ 2,291,651 $ 2,282,308 $ 2,350,777 Services 1,126,130 1,032,481 1,033,871 1,131,113 1,154,400 1,177,488 Supplies 600,411 489,075 530,155 508,558 533,064 543,725 Capital Outlay 64,985 5,138 2,685 45,450 58,500 40,000 Total Expenditures $ 3,882,476 $ 3,607,748 $ 3,557,587 $ 3,976,772 $ 4,028,272 $ 4,111,991 Personnel Services - FTE 2012 2013 2014 2015 Asst Supt Streets /Solid Waste 0.50 0.50 0.50 0.50 M. W. II - Signs 1.00 1.00 1.00 1.00 M.W. I - Streets 6.00 6.00 6.00 6.00 M.W. II - Streets 7.00 7.00 7.00 7.00 M.W. III - Streets 7.00 7.00 7.00 7.00 Mw III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 Sr Clerklfypist - Streets 0.50 0.50 0.50 0.50 Sr M.W. - Streets 2.00 2.00 2.00 2.00 Supt Streets /Solid Waste 0.50 0.50 0.50 0.50 Total Personnel 25.50 25.50 25.50 25.50 Capital Outlay Forklift (split 50% with Solid Waste division) Vibra plate tamper replacement (3) Arrow Board Crack Seal Program Total Capital Outlay 0i:Ll 2014 2015 $ $ 12,500 6,000 5,450 - 40,000 40,000 $ 45,450 $ 58,500 C01 11 :1AMI00F!lNA0N:LTJALl 111:8 to] LlI C 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. These two positions are being eliminated in the fiscal year 2015 budget. 01:11 City of Iowa City Other Shared Revenue (2300) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ (3,363,474) $ (874,354) $ (1,283,445) $ (79,875) $ (105,214) $ 444,786 Revenues: Use Of Money And Property Interest Revenues Intergovernmental Other State Grants Sub -Total Revenues Transfers In: Other Financial Sources Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Community Development Grants: Hazard Mitigation Flood Buyout Jumpstart Business Rental Assistance Non - Hazard Mitigation Grant Buyout Supplemental CDBG - Res. Proj. Delivery Supplemental CDBG - Residential Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 214 $ - $ - $ - $ - $ 13,215,057 5,956,946 3,179,010 785,000 3,700,000 3,150,000 13,215,271 5,956,946 3,179,010 785,000 3,700,000 3,150,000 83,324 1,475 4,101 83,324 1,475 4,101 - - - $ 13,298,595 $ 5,958,421 $ 3,183,111 $ 785,000 $ 3,700,000 $ 3,150,000 $ 447,720 $ 661,283 $ 5,513 $ - $ - $ - 55,142 167,080 20,857 60,000 - - 6,483,056 4,539,931 1,436,473 25,339 - - 7,360 5,020 951,984 600,000 3,000,000 3,000,000 3,803,577 994,198 6,554 125,000 150,000 150,000 10,796,855 6,367,512 2,421,381 810,339 3,150,000 3,150,000 12,620 - - - - 12,620 $ 10,809,475 $ 6,367,512 $ 2,421,381 $ 810,339 $ 3,150,000 $ 3,150,000 $ (874,354) $ (1,283,445) $ (521,715) $ (105,214) $ 444,786 $ 444,786 441,840 (874,354) (1,283,445) (79,875) (105,214) 444,786 444,786 $ (874,354) $ (1,283,445) $ (79,875) $ (105,214) $ 444,786 $ 444,786 -8% -20% -3% -13% 14% 14% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 01.11 City of Iowa City Activity Summary Activity: Community Development (610200) Fund: Other Shared Revenue (2300) Division: Community Development (610200) Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: Use Of Money And Property Interest Revenues $ 214 $ - $ - $ - $ - $ - Intergovernmental Other State Grants 13,215,057 5,956,946 3,179,010 785,000 3,700,000 3,150,000 Other Financial Sources Misc Transfers In 83,324 1,475 4,101 Total Revenues & Transfers In $ 13,298,595 $ 5,958,421 $ 3,183,111 $ 785,000 $ 3,700,000 $ 3,150,000 Expenditures: Personnel $ 201,410 $ 206,721 $ 154,879 $ 152,101 $ - $ - Services 4,268,829 1,317,096 951,412 658,238 3,150,000 3,150,000 Supplies 606 76 - - - - CapitalOutlay 6,326,010 4,843,619 1,315,090 Total Expenditures $ 10,796,855 $ 6,367,512 $ 2,421,381 $ 810,339 $ 3,150,000 $ 3,150,000 Personnel Services - FTE 2012 2013 2014 2015 Associate Planner 1.60 1.60 1.62 0.00 Total Personnel 1.60 1.60 1.62 0.00 111..-151 ALl IA: ZH' aAaa[y l:110[ WES6 107 Ll 1. 1 AUTIA Ice] 1:10Zy AMR] :LUN MIN] Ll 111] 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, and the City use the funding to retrofit eight municipal buildings, advertise free residential energy audits, and employ one intern to track municipal utility usage. The fund is now being used as an inter -fund energy efficiency reimbursement program. The facilities and funds that received improvements through the grant (Phase 1) will be repaying the fund annually based on the expected savings from the improvements. The first year of repayment is fiscal year 2014. Another round of improvements (Phase 11) is budgeted for fiscal year 2015. A schedule of the cost of improvements (net of rebates), the annual savings, and payback period is presented is as follows: Facility /Project Net Cost Annual Savings Predicted Estimated Payback Period Phase I: Wastewater blower $253,266 $20,000 12.66 Wastewater lighting $60,511 $2,060 29.37 Water Detailed Studies $44,960 $10,000 4.50 Water Plant Lighting $168,941 $9,596 17.61 Mercer /Scanlon $91,789 $5,130 17.89 Rec Center $66,934 $3,492 19.17 Phase I Totals $686,401 $50,278 Phase II: City Hall lighting /controls $8,143 $13,732 0.59 Library lighting /controls $32,693 $8,288 3.94 Senior Center lighting /controls $31,427 $13,298 2.36 Transit lighting /motors $11,346 $3,366 3.37 Phase II Totals $83,609 $38,684 01:1.1 City of Iowa City Energy Efficiency & Conservation Block Grant (2310) Fund Summary *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 01.1*1 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 261,598 $ (37,281) $ (33,138) $ (23,394) $ 26,884 $ (6,447) Revenues: Use Of Money And Property Interest Revenues $ (756) $ - $ - $ - $ - $ - Intergovernmental Federal Intergovernmental Revenue (29,944) 406,169 36,075 - - - Miscellaneous Other Misc Revenue - 24,617 64,176 50,278 137,805 88,962 Total Revenues $ (30,700) $ 430,786 $ 100,251 $ 50,278 $ 137,805 $ 88,962 Expenditures: Energy Eff Revolving Loan Fund $ 186 $ - $ - $ - $ 171,136 $ - Environmental Coordinator 24,827 17,913 22,634 - - - MunicipalEnergyConservation 227,803 408,580 67,873 - - - Public Aware Midam Audit Prog 15,363 150 Total Expenditures $ 268,179 $ 426,643 $ 90,507 $ - $ 171,136 $ - Fund Balance *, June 30 $ (37,281) $ (33,138) $ (23,394) $ 26,884 $ (6,447) $ 82,515 Restricted / Committed /Assigned Unassigned Balance $ (37,281) $ (33,138) $ (23,394) $ 26,884 $ (6,447) $ 82,515 % of Expenditures -14% -8% -26% -4% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 01.1*1 City of Iowa City Activity Summary Activity: Energy Efficiency & Conserv. Block Grant (710450) Fund: Energy Eff & Cons Block Grant (2310) Division: Public Works Administration Department: Public Works Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ (756) $ - $ - $ - $ - $ - (29,944) 406,169 36,075 - - - 24,617 64,176 50,278 137,805 88,962 $ (30,700) $ 430,786 $ 100,251 $ 50,278 $ 137,805 $ 88,962 $ 18,577 $ 26,758 $ 20,463 $ - $ - $ - 137,010 26,711 6,010 - - - 2,800 61,488 112 - - - 109,792 311,686 63,922 171,136 $ 268,179 $ 426,643 $ 90,507 $ - $ 171,136 $ 1P ➢] 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 was expanded in fiscal year 2014 with funds for 12 homes (including 2 funded through the Housing Authority) and was continued at that level again in fiscal year 2015. The 2015 budget information for this program can be found in the Community and Economic Development section of the General Fund. rRy City of Iowa City UniverCity Neighborhood Partnership (2315) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 48,948 $ (138,789) $ (342,856) $ (2,645) $ (2,645) $ (2,645) Revenues: Intergovernmental Other State Grants Miscellaneous Contrib & Donations Other Misc Revenue Other Financial Sources Loans Sale Of Assets Sub -Total Revenues Transfers In: Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Univercity Neighborhood Partnership Total Expenditures $ 296,774 $ 875,856 $ - $ 57,500 6,076 (41,750) - - 20,985 5,535 844 - - 1,795,500 1,395,405 270,538 - - - 682,170 2,255,519 1,054,403 2,852,929 4,538,391 1,284,035 - - - 94,486 77,387 8,657 94,486 77,387 8,657 - - $ 2,947,415 $ 4,615,778 $ 1,292,692 $ $ 3,135,152 $ 4,819,845 $ 950,383 $ - $ - $ $ 3,135,152 $ 4,819,845 $ 950,383 $ - $ - $ - Fund Balance *, June 30 $ (138,789) $ (342,856) $ (547) $ (2,645) $ (2,645) $ (2,645) Change in Accounting Method (2,098) Adjusted Fund Balance *, June 30 (138,789) (342,856) (2,645) (2,645) (2,645) (2,645) Restricted / Committed /Assigned - - - - - Unassigned Balance $ (138,789) $ (342,856) $ (2,645) $ (2,645) $ (2,645) $ (2,645) % of Expenditures -4% -7% 0% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 114% City of Iowa City Activity 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 Actual Revised Budget Projection Revenues & Transfers In: Intergovernmental Other State Grants Miscellaneous Contrib & Donations Other Misc Revenue Other Financial Sources Loans Sale Of Assets Misc Transfers In Trans -Govt Activities Total Revenues & Transfers In Expenditures: Personnel Services Supplies Capital Outlay Other Financial Uses Total Expenditures Personnel Services - FTE Housing Rehab Specialist $ 296,774 $ 875,856 $ - $ - $ 57,500 6,076 (41,750) 20,985 5,535 844 1,795,500 1,395,405 270,538 682,170 2,255,519 1,054,403 94,486 77,387 8,657 $ 2,947,415 $ 4,615,778 $ 1,292,692 $ - $ - $ - $ 72,325 $ 74,974 $ 8,854 $ - $ - $ - 99,371 152,758 35,967 - - - 1,237 4,796 24 - - - 2,284,719 2,211,412 - - - - 677,500 2,375,905 905,538 - $ 3,135,152 $ 4,819,845 $ 950,383 $ - $ - $ - 2012 2013 2014 2015 0.20 0.20 0.00 0.00 rRxt 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 2014 are 4.9% higher than the actual fiscal year 2013 due to increased member contributions and state grant funds. Budgeted revenues and transfers -in for fiscal year 2015 is expected to increase only very slightly over fiscal year 2014. Fund balance in the MPO fund is trending slightly downward from fiscal year 2012 through fiscal year 2015 dropping from $140,937 to $106,164. The fund balance as a percentage of expenditures ranges from 21% in fiscal year 2012 to 15% in fiscal year 2015, however, is still higher than the 2011 fund balance coverage of 11% of expenditures. An adjustment to fund balance is presented in fiscal year 2013 for the City's change from cash basis accounting to modified accrual basis of accounting. The downward adjustment of $11,561 primarily represents wages and accounts payable at year -end. ORE! City of Iowa City Metro Planning Organization of Johnson County (2350) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 $ 69,551 $ 73,576 $ 140,937 $ 130,144 $ 125,585 $ 106,164 Revenues: Intergovernmental Local 28E Agreements $ 127,107 $ 140,761 $ 121,772 $ 146,477 $ 137,045 $ 141,760 Other State Grants 175,445 177,449 175,000 185,000 185,000 185,000 Miscellaneous Other Misc Revenue 6,523 1,616 20,627 1,500 1,500 1,500 Sub -Total Revenues 309,075 319,826 317,399 332,977 323,545 328,260 Transfers In: Transfer -In from General Fund and RUT 367,523 408,688 327,286 343,297 353,596 360,668 Sub -Total Transfers In 367,523 408,688 327,286 343,297 353,596 360,668 Total Revenues & Transfers In $ 676,598 $ 728,514 $ 644,685 $ 676,274 $ 677,141 $ 688,928 Expenditures Metro Planning Org of Johnson County $ 672,573 $ 661,153 $ 643,917 $ 680,833 $ 696,562 $ 716,160 Total Expenditures $ 672,573 $ 661,153 $ 643,917 $ 680,833 $ 696,562 $ 716,160 Fund Balance *, June 30 $ 73,576 $ 140,937 $ 141,705 $ 125,585 $ 106,164 $ 78,932 Change in Accounting Method (11,561) Adjusted Fund Balance *, June 30 73,576 140,937 130,144 125,585 106,164 78,932 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 73,576 $ 140,937 $ 130,144 $ 125,585 $ 106,164 $ 78,932 % of Expenditures 11% 21% 20% 18% 15% 11% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 0Pb1 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, and 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: ORN FY2013 FY2014 FY2015 Adopted Total FTE's 6.60 5.60 5.60 ORN Financial Highlights: There are no major budget changes or highlights in FY2015 for the MPOJC. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods, A Strong Urban Core, Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing Provide transportation (traffic, transit, bicycle and pedestrian) planning services including data collection, analysis, grant application and administration, development review, long range planning, traffic studies, traffic modeling, coordination with other local governments and the University of Iowa and other services. Provide these necessary services that are beneficial for the area to continue to receive federal transportation funding, including transit capital and operations funds, streets and trails infrastructure funds and discretionary grant funds, to help improve residents' lives in the community. Grant Awards Received for Iowa Citv: Grant awards are pursued to help fund and achieve Iowa City's Capital Improvements Program priorities. FY 2011 FY 2012 FY 2013 $1,200,000 RECAT grant for $200,000 REAP grant for $1,900,000 RISE Grant for Trueblood Park Iowa River Trail Moss Ridge Road $200,000 REAP grant for $60,000 for Urban $200,000 Traffic Safety Grant Trueblood Park Waters Grant for Burlington St /Clinton St $1,218,202 Federal Transit $441,000 State Trails Grant — $500,000 Traffic Safety Grant Grant for Iowa City Transit* Dubuque Street Ped. Bridge for Burlington St Median $50,000 DNR Low $6,000,000 MPO /STP funds Head Dam grant for Gateway Project (multiple ears $152,000 Iowa Great $1,211,970 Federal Transit Places Grant Grant for Iowa City Transit* $2,400,000 MPO /STP funds for First Ave Grade Separation $1,262,652 Federal Transit Grant for Iowa City Transit* *Includes all planning & legal documents, grant preparation & administration, & IDOT /FTA reporting rRn Work Orders for signage and traffic control: The majority of work orders are for signage and changes to traffic control in response to citizen and neighborhood requests, and are based on an evaluation and /or data collection to ensure consistency with traffic sign rules and regulations. Work orders are typically consistent with neighborhood stabilization efforts. FY 2011 FY 2012 FY 2013 49 53 53 Traffic Counts: The MPO /Transportation Planning Division conducts a traffic count program to evaluate and inform design decisions; re -time traffic signals; assist with the evaluation of development proposals; address neighborhood concerns; update data into the traffic model; and to provide information to realtors and developers seeking to invest in Iowa City. Formal Studies: Formal studies include reports and evaluations for which significant documentation is required due to policy and /or funding decisions being made based on the information. Formal studies include significant staff time due to data collection, analysis, report preparation, and (depending on the study) public involvement. Formal studies differ from 'work orders' in that a formal report is published. In Iowa City FY 2011 FY 2012 FY 2013 Traffic volume, 2 1 0 intersection & 24 22 17 seed counts 2 2 2 Peak -hour intersection 2 1 7 Signal Warrant Study 88 71 90 counts 1 4 1 Formal Studies: Formal studies include reports and evaluations for which significant documentation is required due to policy and /or funding decisions being made based on the information. Formal studies include significant staff time due to data collection, analysis, report preparation, and (depending on the study) public involvement. Formal studies differ from 'work orders' in that a formal report is published. In Iowa City FY 2011 FY 2012 FY 2013 Neighborhood Study 2 1 0 Corridor Study 4 2 4 Bike and Ped. Study 2 2 2 All -Way Stop Study 2 1 7 Signal Warrant Study 1 3 4 Traffic Calming Study 1 4 1 Speed Study 2 1 1 Trip Generation Study 1 0 0 041.3 City of Iowa City Activity Summary Activity: Metro Planning Org of Jo Co (610810) Fund: Metro Planning Org Of Johnson Cnty (2350) Division: Metro Planning Org of Jo Co (610810) Department: Planning & Community Dvlpmnt Revenues & Transfers In: Intergovernmental Local 28E Agreements Other State Grants Miscellaneous Other Misc Revenue Other Financial Sources Transfer -In from General Fund and RUT Total Revenues & Transfers In Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 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 Actual Revised Budget Proiecti $ 127,107 $ 140,761 $ 121,772 $ 146,477 $ 137,045 $ 141,760 175,445 177,449 175,000 185,000 185,000 185,000 6,523 1,616 20,627 1,500 1,500 1,500 367,523 408,688 327,286 343,297 353,596 360,668 $ 676,598 $ 728,514 $ 644,685 $ 676,274 $ 677,141 $ 688,928 $ 569,055 $ 554,654 $ 533,160 $ 552,272 $ 566,707 $ 583,708 91,364 95,824 98,997 112,796 112,379 114,627 4,816 10,675 11,760 15,765 17,476 17,826 7,338 $ 672,573 $ 661,153 $ 643,917 $ 680,833 $ 696,562 $ 716,160 2012 2013 2014 2015 0.20 0.20 0.20 0.20 4.00 4.00 4.00 4.00 0.40 0.40 0.40 0.40 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 6.60 5.60 5.60 5.60 0 "F] ALVAIU110MAQ:1401Aa III &Ito] II] 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 and transfers out. The fund's cash balances versus expenditures including transfers out since fiscal year 2011 are as follows: FY2011 FY2012 FY2013 FY2014 FY2015 Actual Actual Actual Revised Budael Expenditures plus transfers out $ 9,444,976 $ 10, 854, 997 $ 9,747,519 $ 9,759,427 $ 9,533,959 Fund Balance $ 2,477,999 $ 1,773,124 $ 1,791,164 $ 1,806,806 $ 1,987,717 Percentage 26.24% 16.33% 18.38% 18.51% 20.85% ' FY2011 and FY2012 ending fund balance is cash balance. The City converted its budget basis in fiscal year 2014 to modified accrual from cash basis. An adjustment to the fiscal year 2013 ending fund balance was made which increased the Employee Benefits fund balance by $75,745. This increase primarily reflects taxes receivable at year -end. The Employee Benefits property tax levy for fiscal year 2014 was $3.16331 per $1,000 of valuation. For fiscal year 2015, this levy is being reduced to $2.96331 per $1,000 of valuation. Will City of Iowa City Employee Benefits (2400) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 1,932,050 $ 2,477,999 $ 1,773,124 $ 1,791,164 $ 1,806,806 $ 1,987,717 Revenues: Property Taxes $ 9,623,376 $ 9,767,404 $ 9,262,912 $ 9,406,082 $ 9,088,654 $ 8,907,317 Delinquent Property Taxes 1,551 242 633 - - - Other City Taxes 179,392 183,360 163,781 161,976 153,182 162,270 Intergovernmental Property Tax Credits - - - - 181,337 362,674 State 28E Agreements 153,742 197,366 256,655 205,261 289,994 298,700 Miscellaneous Other Misc Revenue 32,864 1,750 5,833 1,750 1,703 1,750 Total Revenues $ 9,990,925 $10,150,122 $ 9,689,814 $ 9,775,069 $ 9,714,870 $ 9,732,711 Expenditures: General Government Employee Benefits $ 426,228 $ 358,038 $ 353,125 $ 331,627 $ 343,127 $ 353,421 Public Safety Employee Benefits 183,978 494,968 263,477 254,068 252,590 260,168 Sub -Total Expenditures 610,206 853,006 616,602 585,695 595,717 613,589 Transfers Out: Empl Benefits Levy toGen Fund & RUT 8,834,770 10,001,991 9,130,917 9,173,732 8,938,242 9,117,007 Sub -Total Transfers Out 8,834,770 10,001,991 9,130,917 9,173,732 8,938,242 9,117,007 Total Expenditures & Transfers Out $ 9,444,976 $10,854,997 $ 9,747,519 $ 9,759,427 $ 9,533,959 $ 9,730,595 Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 2,477,999 $ 1,773,124 $ 1,715,419 $ 1,806,806 $ 1,987,717 $ 1,989,833 75,745 2,477,999 1,773,124 1,791,164 1,806, 806 1,987, 717 1,989, 833 $ 2,477,999 $ 1,773,124 $ 1,791,164 $ 1,806,806 $ 1,987,717 $ 1,989,833 26% 16% 18% 19% 21% 20% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 silly, City of Iowa City Activity Summary Activity: General Government Employee Benefits (310640) Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance Expenditures: Personnel $ 50,566 $ 64,526 $ 50,905 $ 51,771 $ 51,115 $ 52,648 Services 375,662 293,512 302,220 279,856 292,012 300,772 Total Expenditures $ 426,228 $ 358,038 $ 353,125 $ 331,627 $ 343,127 $ 353,421 Personnel Services - FTE 2011 2012 2013 2014 2015 2016 0.50 Actual Actual Actual Revised Budget Projection Revenues: Total Personnel 0.55 0.55 0.55 0.55 Property Taxes $ 9,623,376 $ 9,767,404 $ 9,262,912 $ 9,406,082 $ 9,088,654 $ 8,907,317 Delinquent Property Taxes 1,551 242 633 - - - Other City Taxes 179,392 183,360 163,781 161,976 162,569 162,270 Intergovernmental Property Tax Credits - - - - 181,337 362,674 Total Revenues $ 9,804,319 $ 9,951,006 $ 9,427,326 $ 9,568,058 $ 9,432,560 $ 9,432,261 Expenditures: Personnel $ 50,566 $ 64,526 $ 50,905 $ 51,771 $ 51,115 $ 52,648 Services 375,662 293,512 302,220 279,856 292,012 300,772 Total Expenditures $ 426,228 $ 358,038 $ 353,125 $ 331,627 $ 343,127 $ 353,421 Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 0.50 0.50 0.50 0.50 Finance Director 0.05 0.05 0.05 0.05 Total Personnel 0.55 0.55 0.55 0.55 Activity Summary Activity: Public Safety Employee Benefits (310650 - 310660) Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance Revenues: Intergovernmental State 28E Agreements Miscellaneous Other Misc Revenue Total Revenues Expenditures: Services Total Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 153,742 $ 197,366 $ 256,655 $ 205,261 $ 289,994 $ 298,700 32,864 1,750 5,833 1,750 1,703 1,750 $ 186,606 $ 199,116 $ 262,488 $ 207,011 $ 291,697 $ 300,450 $ 183,978 $ 494,968 $ 263,477 $ 254,068 $ 252,590 $ 260,168 $ 183,978 $ 494,968 $ 263,477 $ 254,068 $ 252,590 $ 260,168 q1% Ll 11LI 6 .111wivi%re1:4ILYA140111 IRI to] IW 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, 2014 will be $163,894. 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 $60,559 in FY2015, an increase of 2.8% from the estimated FY2014 total. Fund Balance: The FY2015 ending fund balance is projected at $84,513. 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. 0061 City of Iowa City Peninsula Apartments (2510) Fund Summary *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 asill 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 44,393 $ 57,683 $ 71,515 $ 71,949 $ 80,179 $ 84,513 Revenues: Use Of Money And Property Rents $ 59,728 $ 58,883 $ 60,559 $ 58,883 $ 60,559 $ 60,560 Miscellaneous Other Misc Revenue 80 Total Revenues $ 59,728 $ 58,963 $ 60,559 $ 58,883 $ 60,559 $ 60,560 Expenditures: Housing Authority Property Management $ 46,438 $ 45,131 $ 55,036 $ 50,653 $ 56,225 $ 57,349 Total Expenditures $ 46,438 $ 45,131 $ 55,036 $ 50,653 $ 56,225 $ 57,349 Fund Balance *, June 30 $ 57,683 $ 71,515 $ 77,038 $ 80,179 $ 84,513 $ 87,724 Change in Accounting Method (5,089) Adjusted Fund Balance *, June 30 57,683 71,515 71,949 80,179 84,513 87,724 Restricted / Committed /Assigned 4,294 4,474 Unassigned Balance $ 53,389 $ 67,041 $ 71,949 $ 80,179 $ 84,513 $ 87,724 % of Expenditures 115% 149% 131% 158% 150% 153% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 asill City of Iowa City Activity Summary Activity: Housing Authority Administration (490100) Fund: Peninsula Apartments (2510) Division: Housing Authority Administration (490100) Department: Housing Authority Revenues: Use Of Money And Property Rents Miscellaneous Other Misc Revenue Total Revenues Expenditures: Services Supplies Capital Outlay Other Financial Uses Total Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 59,728 $ 58,883 $ 60,559 $ 58,883 $ 60,559 $ 60,560 80 $ 59,728 $ 58,963 $ 60,559 $ 58,883 $ 60,559 $ 60,560 $ 35,762 $ 32,697 $ 43,571 $ 32,696 $ 43,913 $ 44,791 - 28 - 29 - - - 1,343 - - - - 10,676 11,063 11,465 17,928 12,312 12,558 $ 46,438 $ 45,131 $ 55,036 $ 50,653 $ 56,225 $ 57,349 WX 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 twelve TIF districts. The table below presents debt that has been certified against the City's TIF districts and their respective collections to repay those debts. Not presented in the budget are the Industrial Park Road and the Camp Cardinal urban renewal areas; these areas have no activity to present. Estimated Estimated Estimated Total Ce TIF Receipts TIF Receipts TIF Receipts TIF Debt Urban Renew rea TIF De FY13 & Prior FY14 FY15 6/30/2015 2601 - Highway 6 $ 700,221 $ 700,221 $ - $ - $ - 2603 - City - University 1 11,578,228 7,721,963 302,939 511,289 3,042,037 2604 - Sycamore & 1st Ave 3,473,840 2,462,698 - 79,302 931,840 2606 - Northgate Corp Park - - - - 2607 - Scott 6 Industrial 1,884,941 206,667 - - 1,678,274 2608 - Heinz Road 1,547,014 1,411,653 141,539 - (6,178) 2611 - Lower Muscatine Rd - - - - 2613 - Moss Green Village - - - - - 2614 - Towncrest Area 2,341,833 - 9,459 40,892 2,291,482 2615 - Riverside Drive 21,141 - - 21,141 - Total $ 21,547,218 $12,503,202 $ 652,624 $7,937,455 ON Tax Increment Financing (2601 - 2615) Fund Summary *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 aim 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 $ 142,843 $ 657,482 $ (75,855) $ 2,129 $ (227,671) $ (383,196) Revenues: TIF Revenues $ 846,062 $ 838,766 $ 376,192 $ 453,937 $ 652,624 $ 1,031,912 Use Of Money And Property Interest Revenues 1,315 720 287 - - - Other Financing Sources Sale of Assets - - 31,795 - - Sub -Total Revenues 847,377 839,486 408,274 453,937 652,624 1,031,912 Transfers In: Transfers In - - 36,150 - - Sub -Total Transfers In 36,150 Total Revenues & Transfers In $ 847,377 $ 839,486 $ 444,424 $ 453,937 $ 652,624 $ 1,031,912 Expenditures By Urban Renewal Area: Highway 6 TIF $ 130,853 $ 129,725 $ - $ 124,748 $ - $ - Riverside Dr URA - 108 - - - - City- University 1 8,246 267,073 6,050 - - - Sycamore & 1st Ave 34,654 34,355 - - - - Northgate Corp Park 27,499 - - - - - Scott 6 Industrial 2,486 3,104 1,048 - - - Heinz Road 161,035 126,834 - 141,539 155,525 - Lower Muscatine Road - - - - - - Moss Ridge Campus 9,175 8,134 - - - Town crest TIF 64 Sub -Total Expenditures 374,012 569,333 7,098 266,287 155,525 - Transfers Out: TIF Capital Transfers Out (41,274) 1,003,490 94,612 417,450 652,624 1,031,912 Sub -Total Transfers Out (41,274) 1,003,490 94,612 417,450 652,624 1,031,912 Total Expenditures & Transfers Out $ 332,738 $ 1,572,823 $ 101,710 $ 683,737 $ 808,149 $ 1,031,912 Fund Balance *, June 30 $ 657,482 $ (75,855) $ 266,859 $ (227,671) $ (383,196) $ (383,196) Change in Accounting Method - - (264,730) - - Adjusted Fund Balance *, June 30 657,482 (75,855) 2,129 (227,671) (383,196) (383,196) Restricted / Committed /Assigned Unassigned Balance $ 657,482 $ (75,855) $ 2,129 $ (227,671) $ (383,196) $ (383,196) % of Expenditures 198% -5% 2% -33% -47% -37% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 aim City of Iowa City Highway 6 URA (2601) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 18,156 $ 18,317 $ 18,442 $ 1,604 $ (123,144) $ (123,144) Revenues: TIF Revenues Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Administration Total Expenditures Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 130,853 $ 129,725 $ 106,165 $ - $ - $ 161 125 141 $ 131,014 $ 129,850 $ 106,306 $ $ 130,853 $ 129,725 $ - $ 124,748 $ - $ $ 130,853 $ 129,725 $ - $ 124,748 $ - $ $ 18,317 $ 18,442 $ 124,748 $ (123,144) $ (123,144) $ (123,144) 123,144) 18,317 18,442 1,604 (123,144) (123,144) (123,144) $ 18,317 $ 18,442 $ 1,604 $ (123,144) $ (123,144) $ (123,144) 14% 14% -99% City- University Project I URA (2603) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 2,515 $ 86,963 $ (180,237) $ (26,214) $ (26,214) $ (26,214) Revenues: TIF Revenues Use Of Money And Property Interest Revenues Other Financing Sources Sale of Fixed Assets Total Revenues Expenditures: TIF Administration Transfers Out: TIF Capital Transfers Out Total Expenditures & Transfers Out Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 128,072 $ 302,939 $ 511,289 $ 344,336 35 (127) (284) - - - 31,795 - - $ 35 $ (127) $ 159,583 $ 302,939 $ 511,289 $ 344,336 $ 8,246 $ 267,073 $ 6,050 $ - $ - $ (92,659) - - 302,939 511,289 344,336 $ (84,413) $ 267,073 $ 6,050 $ 302,939 $ 511,289 $ 344,336 $ 86,963 $ (180,237) $ (26,704) $ (26,214) $ (26,214) $ (26,214) 490 86,963 (180,237) (26,214) (26,214) (26,214) (26,214) $ 86,963 $ (180,237) $ (26,214) $ (26,214) $ (26,214) $ (26,214) -103% -67% -433% -9% -5% -8% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 alI7 City of Iowa City Sycamore & 1 st Avenue URA (2604) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 47,461 $ 549,470 $ 94,382 $ - $ - $ - Revenues: TIF Revenues Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Administration Transfers Out: TIF Capital Transfers Out Total Expenditures & Transfers Out Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 587,272 $ 582,207 $ 22 $ - $ 79,302 $ 85,110 776 550 208 $ 588,048 $ 582,757 $ 230 $ - $ 79,302 $ 85,110 $ 34,654 $ 34,355 $ - $ - $ - $ 51,385 1,003,490 94,612 79,302 85,110 $ 86,039 $ 1,037,845 $ 94,612 $ - $ 79,302 $ 85,110 $ 549,470 $ 94,382 $ - $ - $ - $ - $ 549,470 $ 94,382 $ - $ - $ - $ - 639% 9% 0% 0% 0% Northgate Corporate Park URA (2606) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 35,876 $ 8,455 $ 8,473 $ 8,496 $ 8,496 $ 8,496 Revenues: Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Administration Total Expenditures Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 78 $ 18 $ 23 $ - $ - $ - $ 78 $ 18 $ 23 $ - $ - $ - $ 27,499 $ - $ - $ - $ - $ $ 27,499 $ - $ - $ - $ - $ - $ 8,455 $ 8,473 $ 8,496 $ 8,496 $ 8,496 $ 8,496 $ 8,455 $ 8,473 $ 8,496 $ 8,496 $ 8,496 $ 8,496 31% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 all City of Iowa City Scott 6 Industrial Park URA (2607) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 11,660 $ 9,201 $ 6,111 $ 5,079 $ 5,079 $ 5,079 Revenues: Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Administration Total Expenditures Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 27 $ 14 $ 16 $ - $ - $ - $ 27 $ 14 $ 16 $ - $ - $ - $ 2,486 $ 3,104 $ 1,048 $ - $ - $ $ 2,486 $ 3,104 $ 1,048 $ - $ - $ - $ 9,201 $ 6,111 $ 5,079 $ 5,079 $ 5,079 $ 5,079 $ 9,201 $ 6,111 $ 5,079 $ 5,079 $ 5,079 $ 5,079 370% 197% 485% Heinz Road URA (2608) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 46,129 $ 13,269 $ 13,409 $ 13,591 $ 13,591 $ (141,934) Revenues: TIF Revenues Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Administration Total Expenditures Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 127,937 $ 126,834 $ 141,933 $ 141,539 $ - $ 238 140 183 $ 128,175 $ 126,974 $ 142,116 $ 141,539 $ $ 161,035 $ 126,834 $ - $ 141,539 $ 155,525 $ $ 161,035 $ 126,834 $ - $ 141,539 $ 155,525 $ - $ 13,269 $ 13,409 $ 155,525 $ 13,591 $ (141,934) $ (141,934) 141,934) 13,269 13,409 13,591 13,591 (141,934) (141,934) $ 13,269 $ 13,409 $ 13,591 $ 13,591 $ (141,934) $ (141,934) 8% 11% 10% -91% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 fin] City of Iowa City Lower Muscatine Rd URA (2611) Fund Summary Expenditures Total Expenditures Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance - 2011 2012 2013 2014 2015 2016 $ (113) $ Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ (113) $ (113) $ (113) $ (113) $ (113) $ (113) Revenues $ - $ - $ - $ - $ - $ - Total Revenues $ - $ - $ - $ - $ - $ - Expenditures Total Expenditures Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance $ (113) $ (113) $ (113) $ (113) $ (113) $ (113) Moss Green Urban Village URA (2613) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July $ (18,841) $ (28,016) $ (36,150) $ (142) $ (142) $ (142) Revenues TIF Revenues Transfers In: Transfers In Total Revenues & Transfers In Expenditures: TIF Administration Transfers Out: TIF Capital Transfers Out Total Expenditures & Transfers Out Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ - $ - $ - $ - $ - $ (113) $ (113) $ (113) $ (113) $ (113) $ (113) $ (113) $ (113) $ (113) $ (113) $ (113) $ (113) Moss Green Urban Village URA (2613) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July $ (18,841) $ (28,016) $ (36,150) $ (142) $ (142) $ (142) Revenues TIF Revenues Transfers In: Transfers In Total Revenues & Transfers In Expenditures: TIF Administration Transfers Out: TIF Capital Transfers Out Total Expenditures & Transfers Out Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ - $ - $ - $ - $ - $ 162,630 - - 36,150 - - - $ - $ - $ 36,150 $ - $ - $ - $ 9,175 $ 8,134 $ - $ - $ - $ - 162,630 $ 9,175 $ 8,134 $ - $ - $ - $ 162,630 $ (28,016) $ (36,150) $ - $ (142) $ (142) $ (162,772) (142) - (28,016) (36,150) (142) (142) (142) (162,772) $ (28,016) $ (36,150) $ (142) $ (142) $ (142) $ (162,772) -305% -444% -100% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 311 City of Iowa City Towncrest URA (2614) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ - $ (64) $ (64) $ (64) $ (83,975) $ (83,975) Revenues: TIF Revenues Total Revenues Expenditures: Economic Development Transfers Out: TIF Capital Transfers Out Total Expenditures & Transfers Out Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ - $ - $ - $ 9,459 $ 40,892 $ 74,836 $ - $ - $ - $ 9,459 $ 40,892 $ 74,836 $ 64 $ - $ - $ - $ - $ - $ 64 $ - $ - $ 93,370 $ 40,892 $ 74,836 $ (64) $ (64) $ (64) $ (83,975) $ (83,975) $ (83,975) $ (64) $ (64) $ (64) $ (83,975) $ (83,975) $ (83,975) -100% -90% -205% -112% Riverside Drive URA (2615) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ - $ - $ (108) $ (108) $ (21,249) $ (21,249) Revenues: TIF Revenues Total Revenues Expenditures: TIF Administration Transfers Out: TIF Capital Transfers Out Total Expenditures & Transfers Out Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures Y Y Y Y a ci,wi y 000, wU $ 21,141 $ 365,000 $ - $ 108 $ - $ - $ - $ 21,141 21,141 365,000 $ - $ 108 $ - $ 21,141 $ 21,141 $ 365,000 $ - $ (108) $ (108) $ (21,249) $ (21,249) $ (21,249) $ - $ (108) $ (108) $ (21,249) $ (21,249) $ (21,249) -100% -101% -101% -6% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 ON 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 2015 budget information for this program can be found in the Community and Economic Development section of the General Fund. 313 City of Iowa City General Rehab & Improvement Program (GRIP) (2810) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 45,967 $ 118,058 $ - $ - $ - $ - Revenues: Use Of Money And Property Interest Revenues Other Financial Sources Loans Sub -Total Revenues Transfers In Transfers -In from GO Bonds Sub -Total Transfers In Total Revenues & Transfers In Expenditures: GRIP Program Sub -Total Expenditures Transfers Out: To GO Bonds for Abatement Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ - $ 24,867 $ - $ - $ - $ 101,129 128,805 101,129 153,672 - - - - 170,383 82,378 170,383 82,378 $ 271,512 $ 236,050 $ $ 98,292 $ 200,436 $ - $ - $ - $ - 98,292 200,436 - - - - 101,129 153,672 - - - 101,129 153,672 $ 199,421 $ 354,108 $ - $ - $ - $ - $ 118,058 $ - $ - $ - $ - $ - $ 118,058 $ - $ - $ - $ - $ 59% 0% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 314 City of Iowa City Activity Summary Activity: Community Development (610200) Fund: GRIP -Gen Rehab & Improve Prog (2810) Division: Community Development (610200) Department: Planning & Community Dvlpmnt Revenues & Transfers In: Use Of Money And Property Interest Revenues Other Financial Sources Loans Transfers -In From GO Bonds Total Revenues & Transfers In Expenditures: Services Total Expenditures & Transfers Out 2011 2012 Actual Actual $ - $ 24,867 $ 2013 2014 Actual Revised 2015 2016 101,129 128,805 - - - - - 82,378 - - - - $ 101,129 $ 236,050 $ - $ - $ - $ - $ 98,292 $ 200,436 $ - $ - $ - $ $ 98,292 $ 200,436 $ - $ - $ - $ - ON 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 (ICDD) 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 ICDD, therefore the fund does not maintain a fund balance. The actual taxes collected in fiscal year 2013 were $277,672. The estimated collections in fiscal year 2014 total $275,320, and the budgeted collections in fiscal year 2015 are $296,141 including the State back-fill for commercial property taxes. 011 City of Iowa City SSMID- Downtown District (2820) Fund Summary *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 ON 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Projection Projection Fund Balance *, July 1 $ - $ - $ - $ 1,590 $ 1,590 $ 1,590 Revenues: Property Taxes $ - $ - $ 277,672 $ 275,320 $ 280,790 $ 286,406 Intergovernmental Property Tax Credits - - - - 15,351 30,702 Total Revenues $ - $ - $ 277,672 $ 275,320 $ 296,141 $ 317,108 Expenditures: SSMID $ - $ - $ 277,672 $ 275,320 $ 296,141 $ 317,108 Total Expenditures $ - $ - $ 277,672 $ 275,320 $ 296,141 $ 317,108 Fund Balance *, June 30 $ - $ - $ - $ 1,590 $ 1,590 $ 1,590 Change in Accounting Method 1,590 Adjusted Fund Balance *, June 30 - - 1,590 1,590 1,590 1,590 Restricted / Committed /Assigned - - - - - Unassigned Balance $ - $ - $ 1,590 $ 1,590 $ 1,590 $ 1,590 *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 ON City of Iowa City Activity Summary Activity: Community Development Fund: SSMID- Downtown District (2820) Division: Community Development Department: Planning & Community Dvlpmnt 01..7 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Projection Projection Revenues: Property Taxes $ - $ - $ 277,672 $ 275,320 $ 280,790 $ 286,406 Intergovernmental Property Tax Credits 15,351 30,702 Total Revenues $ $ $ 277,672 $ 275,320 $ 296,141 $ 317,108 Expenditures: Services $ $ $ 277,672 $ 275,320 $ 296,141 $ 317,108 Total Expenditures $ $ $ 277,672 $ 275,320 $ 296,141 $ 317,108 01..7 F Y 2 0 1 5 DEBT SERVICE Debt Service Fund IQA:1�1AZINIy:8to] II] This fund accounts for annual principal and interest payments due on general obligation and taxable urban renewal revenue debt of the City. Funding is provided by the debt service property tax levy, tax increment financing, 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 FY2015 is $4.13 per $1,000 in valuation. Future general obligation bond issues are estimated at $9.35 million in FY2015, $12.3 million in FY2016 and $10.8 million in FY2017. Annual principal and interest payments as of June 30, 2014 are as follows: Fiscal Year Annual Payments Principal Outstanding Beginning of Fiscal Year Principal Interest Total 2015 11,055,000 1,637,298 12,692,298 57,755,000 2016 10,755,000 1,307,390 12,062,390 46,700,000 2017 9,175,000 991,248 10,166,248 35,945,000 2018 8,045,000 734,464 r 8,779,464 26,770,000 2019 5,575,000 498,729 r 6,073,729 18,725,000 2020 4,950,000 347,141 r 5,297,141 13,150,000 2021 3,625,000 213,099 r 3,838,099 8,200,000 2022 2,005,000 116,300 r 2,121,300 4,575,000 2023 1,020,000 75,245 r 1,095,245 2,570,000 2024 150,000 53,945 r 203,945 1,550,000 2025 155,000 49,745 r 204,745 1,400,000 2026 160,000 45,095 r 205,095 1,245,000 2027 165,000 39,975 r 204,975 1,085,000 2028 170,000 34,365 204,365 920,000 2029 175,000 28,245 203,245 750,000 2030 185,000 21,770 206,770 575,000 2031 190,000 14,925 204,925 390,000 2032 200,000 7,800 207,800 200,000 Totals at June 30, 2014 57,755,000 6,216,779 63,971,779 321 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 for FY2015 are approximately $4.83 billion. The debt limit, or five percent (5 %) of this amount, is about $241.3 million. Outstanding G.O. debt at June 30, 2015, totals $64.42 million, which is 26.7% of the debt limit and 1.3% of total valuations. When compared with the increase in taxable property valuations and the debt limit, Iowa City's general obligation outstanding debt has been on a gradual declining trend since FY2011. ;YYJ 709 xs9 G.4. Dabc oursranding - by F1sCal Year - N O fl O is L z Cd6t Lim 20d Nou Iwtgn0 PeM # Juw 30 Fecal Year iFYj ;YYJ xs9 is 20d ii 149 - i 59 0 ;YYJ 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 FY2008 through FY2017. Fiscal years 2016 & 2017 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 FY15 is proposed at $4.13 per $1,000 of value while the City's total property tax levy rate is proposed at $16.705 per $1,000 of value. 30.0% - 25.0% - e j 20.0% m J N O w 15.0% a m n) C 10.0% - L d IL 5.0% - 0.0% - 26.1% 25.7% 24.7% 23.9% ° ° ° 24.3 /° 23.6% ° 21.9% 22.4% (recommended maximum: 30 %) 2008 2009 2010 2011 2012 2013 2014 2015 "2016 "2017 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. 323 Fund Balance The estimated ending fund balance in the Debt Service fund for fiscal year 2014 is $5,279,826. This is a decline of $540,472 or 9.3% from the fiscal year 2013 ending cash balance. The decrease in fund balance is primarily related to routine extinguishment of debt. Ending cash balance for fiscal year 2015 is estimated to be $6,122,547 which is an increase of 16.0% from fiscal year 2014. In fiscal year 2013, an adjustment is presented for the change in budget basis from cash basis to modified accrual basis of accounting. This change resulted in an upward adjustment of $124,841 in fund balance. This adjustment primarily relates to taxes and accounts receivable at year -end. 324 City of Iowa City Debt Service Fund (5000 - 5999) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 12,812,998 $ 23,311,924 $ 10,146,622 $ 5,820,298 $ 5,279,826 $ 6,122,547 Revenues: $ 4,265 $ - $ 6,372 $ - $ - Property Taxes $ 12,033,351 $ 12,992,676 $ 12,937,886 $ 12,039,013 $ 12,753,095 $ 12,497,443 Delinquent Property Taxes 1,922 316 878 - - - Other City Taxes 222,283 241,722 227,873 188,638 210,174 210,174 Use Of Money And Property 3,188,981 2,394,210 1,777,365 1,840,964 Interest Revenues 158,516 233,326 125,012 142,438 94,615 91,166 Intergovernmental 130,000 Revenue Bonds Interest Property Tax Credits - - - - 255,652 511,304 Miscellaneous 19,170,582 13,496,700 13,780,399 14,244,440 Contrib & Donations - - 170,143 - - - Other Financial Sources Debt Service Funding - 12,108,434 - Loan Repayments 37,881 39,442 535,150 26,479 183,735 187,184 Debt Sales 11,142,546 75,931 Sub -Total Transfers Out Sub -Total Revenues 23,596,499 13,507,482 14,072,873 12,396,568 13,497,271 13,497,271 Transfers In Total Expenditures & Transfers Out $ 14,118,274 $ 40,822,415 $ 19,625,104 $ 13,496,700 Transfers -In from Other Funds 1,020,701 14,149,631 1,101,066 559,660 1,125,849 1,124,037 Sub -Total Transfers In 1,020,701 14,149,631 1,101,066 559,660 1,125,849 1,124,037 Total Revenues & Transfers In $ 24,617,200 $ 27,657,113 $ 15,173,939 $ 12,956,228 $ 14,623,120 $ 14,621,308 Expenditures Financial Services & Charges $ 4,265 $ - $ 6,372 $ - $ - $ - Issuance Costs 28,896 - - - - - GO Bonds Principal 10,990,000 25,525,000 16,770,000 11,644,000 11,864,100 12,247,550 GO Bonds Interest 3,030,083 3,188,981 2,394,210 1,777,365 1,840,964 1,791,555 Revenue Bonds Principal - - - - - 130,000 Revenue Bonds Interest 75,335 75,335 75,335 Sub -Total Expenditures 14,053,244 28,713,981 19,170,582 13,496,700 13,780,399 14,244,440 Transfers Out: Debt Service Funding - 12,108,434 - - - - Misc Transfers Out 65,030 454,522 Sub -Total Transfers Out 65,030 12,108,434 454,522 - - Total Expenditures & Transfers Out $ 14,118,274 $ 40,822,415 $ 19,625,104 $ 13,496,700 $ 13,780,399 $ 14,244,440 Fund Balance *, June 30 $ 23,311,924 $ 10,146,622 $ 5,695,457 $ 5,279,826 $ 6,122,547 $ 6,499,415 Change in Accounting Method 124,841 Adjusted Fund Balance *, June 30 $ 23,311,924 $ 10,146,622 $ 5,820,298 $ 5,279,826 $ 6,122,547 $ 6,499,415 *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 W21 General Obligation/TIF Revenue Bonds Outstanding Debt Obligation Summary by Individual Issue WIssue 064 .. Issue I Use of Funds " 2005 G.O. - Multi- purpose $ 7,020,000 2015 $ 820,000 $ 852,800 $ - 2006A G.O.- Multi- purpose $ 6,265,000 2016 1,495,000 789,800 795,600 2006B G.O. - Taxable $ 1,000,000 2016 250,000 134,000 137,280 2006C G.O. -.Refunding 1997A $ 3,350,000 2017 890,000 333,225 317,125 Capital Loan Notes 2007 G.O.- Multi- purpose $ 8,870,000 2017 3,020,000 1,083,250 1,081,875 2008A G.O.- Multi- purpose $ 9,150,000 2018 4,040,000 1,100,356 1,101,931 2008B G.O. - Refunding 1998, 1999 & $ 17,005,000 2018 5,975,000 1,656,263 1,639,300 2000 Capital Loan Notes 2009C G.O.- Multi- purpose $ 6,685,000 2019 3,570,000 790,425 792,000 2009E G.O. - Refunding 2001 G.O. $ 5,840,000 2016 1,795,000 951,800 951,600 2010B G.O.- Multi- purpose $ 7,470,000 2020 4,550,000 812,975 813,775 2011A G.O.- Multi- purpose $ 7,925,000 2021 5,610,000 983,544 987,044 2011C G.O. - Refunding 2002 G.O. $ 10,930,000 2021 8,520,000 1,382,538 1,374,838 2012A GO - Multi- purpose $ 9,070,000 2022 7,440,000 1,026,313 1,018,813 2012D TIF Revenue Bonds $ 2,655,000 2032 2,655,000 75,335 205,335 2013A GO - Multi- purpose $ 7,230,000 2023 6,865,000 454,475 845,875 2013B GO - Taxable $ 520,000 2015 260,000 265,200 - 2014GO- Proposed $ 9,300,000 2024 9,300,000 1,088,100 1,088,100 2015 GO - Proposed $ 9,350,000 2025 - - 1,093,950 2016 GO - Proposed $ 12,300,000 2026 - i WIN 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 Principal Interest Total Year Property Tax Revenue Beginning g g of Coupon AL Fiscal Year Rate 2015 820,000 32,800 852,800 852,800 820,000 4.00% T 0 32,800 852 0 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 WIN 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 Fiscal Property Tax Outstanding Coupon Year Principal Interest Total Revenue Beginning of Rate AIIIIIIIIIIII Fiscal Year 2015 730,000 59,800 789,800 789,800 1,495,000 4.00% 2016 765,000 30,600 795,600 795,600 765,000 4.00% otals @ 1,495,000 90,400 1,585,400 1,585,400 /30/14 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 W11.3 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 l Principal Interest Total Pro e Tax Revenue Beginning g g of Rate Year Fiscal Year 5.600% 5.600% 2015 120,000 14,000 134,000 134,000 250,000 2016 130,000 7,280 137,280 137,280 130,000 ism000 21,280 271,2801 271,280 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 WI&I 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. r"y "'r"" Principal Paid from Outstanding Coupon Fiscal water Be of Rate Year Principal Interest Total Beginning Revenue innin Fiscal Year AL 2015 300,000 33,225 333,225 333,225 890,000 3.700% 2016 295,000 22,125 317,125 317,125 590,000 3.750% 2017 295,000 1 11,063 1 306,063 1 306,063 1 295,000 1 3.750% 66,413 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 09111 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 Revenue Beginning of Rate Year Fiscal Year 3.750% 2015 970,000 113,250 1,083,250 1,083,250 3,020,000 2016 11005,000 76,875 1,081,875 1,081,875 2,050,000 3.750% 3.750% 2017 1,045,000 39,188 1,084,188 1,084,188 1,045,000 in229,313 3,249,313 3,249,313 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 331 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 e Revenue Be Beginning g g of Rate Year Fiscal Year 3.500% 2015 955,000 145,356 1,100,356 1,100,356 4,040,000 2016 990,000 111,931 1,101,931 1,101,931 3,085,000 3.500% 3.625% 3.750% 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 Totals @ 4,414,694 14,694 6/30/14 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 09% 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 Paid from Principal Property Tax Outstanding Coupon Revenue Beginning of Rate Fiscal Fiscal Year Year Principal I tal 3.250% 3.500% 3.625% 3.750% ,17516,521,175 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 333 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 Beginning of Rate Year Revenue ue Fiscal Year 2.750% 2015 670,000 120,425 790,425 790,425 3,570,000 2016 690,000 102,000 792,000 792,000 2,900,000 3.000% 3.000% 4.000% 2017 710,000 81,300 791,300 791,300 2,210,000 2018 735,000 60,000 795,000 795,000 1,500,000 2019 765,000 30,600 795,600 795,600 765,000 4.000% Totals @ 0 394,325 3,964,325 6/30/14 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 334 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 1,795,000 915,000 1 4.000% 4.000% 2015 880,000 71,800 951,800 951,800 2016 915,000 36,600 951,600 951,600 Totals @ 400 1,903,400 1,903,400 Eiv &=14 The bonds are NOT subject to early redemption. 0911 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 Pr' ipaI IntereV& iffial Fiscal Year JEIIIIIIIIIIII 2.000% 2.000% 2015 710,000 102,975 812,975 812,975 4,550,000 2016 725,000 88,775 813,775 1 813,775 3,840,000 2017 745,000 74,275 819,275 1 819,275 3,115,000 2.000% 2.250% 2.500% 2018 765,000 59,375 824,375 824,375 2,370,000 2019 790,000 42,163 832,163 832,163 1,605,000 2020 815,000 22,413 837,413 837,413 815,000 2.750% Totals 389,975 4,939,975 4,939,975 06/30/14 4 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 0911 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 Fiscal Tax Revenue Beginning of Rate Year Principal Total Fiscal Year 2.000% 2.250% 2015 825,000 158,544 983,544 983,544 5,610,000 2016 845,000 142,044 987,044 1 987,044 4,785,000 2017 860,000 123,031 983,031 1 983,031 3,940,000 2.500% 3.000% 3.250% 2018 885,000 101,531 986,531 986,531 3,080,000 2019 910,000 74,981 984,981 984,981 2,195,000 2020 940,000 45,406 985,406 985,406 1,285,000 3.500% 3.625% 2021 345,000 12,506 357,506 357,506 345,000 wmhwffroo�00 658,044 6,268,044 6,268,044 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 06VA 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. Payments Principal Property Outstanding Coupon Fiscal Tax Revenue Beginning of Rate Year Principal Interest Total Fiscal Year 2.000% 2.250% 2015 1,135,000 247,538 1,382,538 1,382,538 8,520,000 2016 1 11150,000 224,838 1,374,838 1 1,374,838 7,385,000 2017 1,180,000 198,963 1,378,963 1 11378,963 6,235,000 2.500% 3.000% 3.250% 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 2020 1,280,000 93,013 1,373,013 1,373,013 2,610,000 3.500% 3.625% 2021 1,330,000 48,213 1,378,213 1,378,213 1,330,000 Totals @ 1,115,338 9,635,338 9,635,338 6/30/14 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 0x1:3 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 Fiscal Tax Revenue Beginning of Rate Year Principal Interest Total Fiscal Year 2.00% 2015 875,000 151,313 1,026,313 1,026,313 7,440,000 2016 1 885,000 133,813 1,018,813 1,018,813 6,565,000 2.00% 2.00% 2.00% 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 2019 930,000 79,813 1,009,813 1,009,813 3,865,000 2.00% 2.00% 2.00% 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 2022 1,005,000 22,613 1,027,613 1,027,613 1,005,000 2.225% Totals @ 0 70 0 8,145,100 8,145,100 06/30/14 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 0x1*1 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. Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest LAML 1.000% 2015 75,335 75,335 75,335 2,655,000 2016 130,000 205,335 335,335 335,335 2,655,000 2017 130,000 204,035 334,035 334,035 2,525,000 1.300% 1.600% 2.000% 2018 135,000 207,345 342,345 342,345 2,395,000 2019 135,000 205,185 340,185 340,185 2,260,000 2020 140,000 207,485 347,485 347,485 2,125,000 2.100% 2.300% 2.400% 2021 140,000 204,545 344,545 344,545 1,985,000 2022 145,000 206,325 351,325 351,325 1,845,000 2023 150,000 207,845 357,845 357,845 1,700,000 2.600% 2.800% 3.000% 2024 150,000 203,945 353,945 353,945 1,550,000 2025 155,000 204,745 359,745 359,745 1,400,000 2026 160,000 205,095 365,095 365,095 1,245,000 3.200% 3.400% 3.600% 2027 165,000 204,975 369,975 369,975 1,085,000 2028 170,000 204,365 374,365 374,365 920,000 2029 175,000 203,245 378,245 378,245 750,000 3.700% 3.700% 3.750% 2030 185,000 206,770 391,770 391,770 575,000 2031 190,000 204,925 394,925 394,925 390,000 2032 200,000 207,800 407,800 407,800 200,000 4mill, ,000 3,569, 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 3.900% X011 2013A General Obligation Bond Issue Principal payable 6 -1, beginning June 1, 2014; Interest payable 6 -1 and 12 -1, beginning December 1, 2013 This bond proceeds will be used to pay costs of the opening, widening, extending, grading, and draining of the right -of -way of streets, highways, avenues, public grounds, and market places; the construction, reconstruction, and repairing of street improvements; the acquisition, installation, and repair of traffic control devices; and the acquisition of any real estate needed for the foregoing purposes; the acquisition, construction, improvement, and installation of street lighting fixtures, connections, and facilities; the construction, reconstruction, and repair of sidewalks and pedestrian underpasses and overpasses, and the acquisition of real estate needed for such purposes; the acquisition, construction, reconstruction, and improvement of real and personal property, useful for the protection or reclamation of property situated within the corporate limits of cities from floods or high waters, and for the protection of property in cities from the effects of flood waters, as well as the development and beautification of the banks, streets, and other areas adjacent to flood control improvements; the rehabilitation and improvement of parks already owned, including facilities, equipment, and improvements commonly found in city parks; the acquisition, construction, reconstruction, enlargement, improvement, and equipping of recreation grounds, recreation buildings, juvenile playgrounds, recreation centers, parks and the acquisition of real estate therefor; the acquisition, construction, reconstruction, enlargement, improvement, and equipping of public buildings, including but not limited to city hall, fire station #3, and the library, and the acquisition of any real estate necessary therefor; and any other purpose which is necessary for the operation of the city or the health and welfare of its citizens, including engineering and planning for flood prevention. IFayments Principal Property Outstanding Coupon Fiscal Tax Revenue Beginning of Rate Year Princ rest Total Fiscal Year 1.00% 1.00% 2015 360,000 94,475 454,475 454,475 6,865,000 2016 755,000 90,875 845,875 845,875 6,505,000 2017 775,000 83,325 858,325 858,325 5,750,000 1.00% 1.00% 1.25% 2018 790,000 75,575 865,575 865,575 4,975,000 2019 805,000 67,675 872,675 872,675 4,185,000 2020 820,000 57,613 877,613 877,613 3,380,000 1.45% 1.60% 1.75% 2021 835,000 45,723 880,723 880,723 2,560,000 2022 855,000 32,363 887,363 887,363 1,725,000 2023 870,000 17,400 887,400 887,400 870,000 2.00% Totals 6,865,000 565,023 7,430,023 7,430,023 06/30/14 4 Notes due after June 1, 2019 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 341 2013B General Obligation Taxable Bond Issue Principal payable 6 -1 beginning June 1, 2014; Interest payable 12 -1 and 6 -1 beginning December 1, 2013. This bond proceeds will be used to pay costs of the purchase of downtown rental properties and improvement of said properties for return to single family residence. Payments Principal Property Outstanding Coupon Fiscal Tax Revenue Beginning of Rate Year Princ' Interest Total Fiscal Year 260,000 2.00% 2015 260,000 5,200 265,200 265,200 Totals @ 5,200 265,200 265,200 06/30/14 The bonds are NOT subject to early redemption Kira ENTERPRISE FUND ACTIVITIES F Y 2 0 1 5 Parking Transit Wastewater Water Refuse Collection Landfill Airport Stormwater Management Cable Television Housing Authority VilNAULl [H to] Ll II] The Parking fund accounts for the activities of the City's parking operations. The parking enterprise fund is a fully self- sustaining business -like activity. Revenues are primarily derived from parking meter revenue, parking ramp revenue, and parking fines. In fiscal year 2014, the Parking operations implemented 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 (ICDD). The effect will be to lower parking ramp revenue, but raise parking meter and parking fine revenue. The Parking fund's unassigned fund balance on June 30, 2013 was $4.76 million, a 8.8% decrease from the FY12. In FY13, an accounting adjustment was also recorded for the change in accounting basis from cash to modified accrual. This resulted in a decrease to fund balance of $172,945. The decrease was primarily due to accounts and contracts payable. FY14 year- end unassigned fund balance is estimated to drop 12.8 %. These decreases are due to an increase in capital project funding. In FY15, the unassigned fund balance is estimated to increase 10.1 %to $4.6 million. Fund Balance (,) $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 t$5,896,299 R$4761,916 "791$4,571,871 Em Unassigned (1) FY14 and FY15 figures are estimates, FY1land FY12 are cash basis 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. $1,057,221 is budgeted to be �if7 transferred towards this project in FY2014. This project will be fully completed by fiscal year 2015, and the impact on the operating budget will be more determinable at that time. Estimated restricted fund balance at June 30, 2015 is $1.68 million. Restricted fund balance represents $1.55 million in funds held in accordance with parking revenue bond provisions, and $134,371 in parking impact fees. 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: FY15 revenue is estimated to increase 8.1 % when compared to FY14 estimated revenue. This increase is anticipated due to the change in the parking rate structure. Parking service charges are approximately 89% of fund revenues and parking fines are about 9 %. FY15 Adopted - $5,167,627 1% 1% ■ Service Charges • Fines • Lot Revenue • Interest Income Expenditures: FY15 budgeted expenditures represent a 6.7% increase from FY14 estimated expenditures, due to increases in capital outlay expenditures, software maintenance and internal service fees. FY15 Adopted - $4,238,247 1% 2 ■ Personnel 12 0 °/a 43 ■ Services °/a ■ Supplies ■ Capital Outlay ■ Debt Service all City of Iowa City Parking (7100 - 7102) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 7,161,953 $ 7,415,899 $ 6,747,310 $ 6,428,562 $ 5,822,487 $ 6,251,867 Revenues: 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 Parking Charges Miscellaneous Parking Fines Other Misc Revenue Sub -Total Revenues Transfers In: 1) Bond Ordinance Transfer Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Parking Administration On Street Operations Parking Lot Operations Parking Ramp Operations Parking Debt Service Sub -Total Expenditures $ 41,798 $ 39,247 $ 47,422 $ 39,247 $ 47,422 $ 47,550 23,689 26,555 21,790 - - - 798,340 790,574 789,191 1,090,574 - - 225,194 191,355 212,500 177,495 - - 3,273,999 3,295,964 3,466,776 2,832,340 - - 630,063 162,415 132,547 58,385 - - 290 1,698 43 1,677 - - - - - - 4,608,236 4,608,250 297,430 274,181 253,183 474,181 475,000 475,000 58,611 69,951 35,707 47,835 36,969 36,970 5,349,414 4,851,940 4,959,159 4,721,734 5,167,627 5,167,770 846,700 846,700 844,150 840,350 843,550 1,724,734 846,700 846,700 844,150 840,350 843,550 1,724,734 $ 6,196,114 $ 5,698,640 $ 5,803,309 $ 5,562,084 $ 6,011,177 $ 6,892,504 $ 1,000,620 $ 1,001,218 $ 946,746 $ 1,050,817 $ 1,175,094 $ 1,203,046 807,831 739,645 786,887 778,290 912,967 871,403 2,633 3,750 2,738 - - - 1,194,488 1,349, 822 1,194,908 1,303,181 1,317, 936 1,351,915 810,866 839,200 838,975 838,300 832,250 1,715,934 3,816,438 3,933,635 3,770,254 3,970,588 4,238,247 5,142,298 Transfers Out: Capital Improvement Projects 551,772 1,298,938 827,266 1,357,221 500,000 670,000 1) Debt Service Transfers 846,700 846,700 844,150 840,350 843,550 1,724,734 Interfund Loan Repayment to Landfill 727,258 287,956 507,442 - - - Sub -Total Transfers Out 2,125,730 2,433,594 2,178,858 2,197,571 1,343,550 2,394,734 Total Expenditures & Transfers Out $ 5,942,168 $ 6,367,229 $ 5,949,112 $ 6,168,159 $ 5,581,797 $ 7,537,032 Fund Balance *, June 30 $ 7,415,899 $ 6,747,310 $ 6,601,507 $ 5,822,487 $ 6,251,867 $ 5,607,339 Change in Accounting Method - - (172,945) - - - Adjusted Fund Balance *, June 30 7,415,899 6,747,310 6,428,562 5,822,487 6,251,867 5,607,339 Restricted /Committed /Assigned 1,519,600 1,527,100 1,666,646 1,668,696 1,679,996 1,688,796 Unassigned Balance $ 5,896,299 $ 5,220,210 $ 4,761,916 $ 4,153,791 $ 4,571,871 $ 3,918,543 % of Expenditures 99% 82% 80% 67% 82% 52% 1) Same Fund Transfers required by bond covenants *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 all :re1NANILl [11:Z•]»0A1101LlK 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. �YIK HIGHLIGHTS • Increased on- street parking rates as a part of the First Hour Free program • Continued trend of automating parking operational processes • Changed parking fine structure for expired meter violations • Entered into agreement for license plate recognition system • Implemented on -line parking permit renewals Recent Accomplishments: • Installed 1134 smart parking meters allowing for credit card payments • Implemented First Hour Free program in four parking facilities; Capitol Street, Dubuque Street, Tower Place and Court Street Transportation Center • Continue to implement recommendations of the Ad -hoc Diversity Committee through the Diversity Implementation Form • Worked with Parks and Recreation, ICPD and ICDD to phase in implementation of Ambassador Program • Extended parking enforcement hours until 6:OOpm in the core of downtown • Finalizing mobile application that provides real -time parking occupancy data for gated facilities Staffing: Upcoming Challenges: • Several downtown development projects are pending that could impact our operations. • Major parking facility restoration project spread over the next several years • Operational impact of increase in moped and scooter traffic • Addressing needs of bicycle users that travel to and through downtown Iowa City Service Level Changes for FY2016: • 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. �i &I FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE's 29.25 26.25 26.25 Service Level Changes for FY2016: • 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. �i &I Financial Highlights: Services expenditures increased in Parking Administration by $117,594 or 19.2% primarily due to an increase in credit card charges from the new parking meter system. Parking charge revenue in the On- Street Operations is budgeted to increase by $225,782 or 17% due to the change in the parking structure and from taking credit card payments at the meter. Services expenditures are budgeted to increase by 19.6% for the On- Street Operations and by 12.3% in the Parking Ramp Operations primarily due to the software fees associated with the new parking meter system. Capital outlay for On- Street Parking was added for $64,500 including $44,000 for electrical vehicle stations and $10,500 for a bike sharing program with the University of Iowa. GOALS, OE Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: IJECTIVES, and PERFORMANCE MEASURES A Strong Urban Core Provide convenient parking options Increase transient hours parked in downtown on- street and off- street spaces 3% Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing Increase convenience and access for parking customers Increase credit card usage as a payment mechanism to 75% by the end of FY2015 Credit Card Usage — Access Controlled Facilities FY 2011 FY 2012 FY 2013 42% FY 2014 53% FY 2011 FY 2012 FY 2013 Target Transient Hours Parked 4,215,164 4,337,326 4,453,418 4,587,021 % Change 0.3% 2.9% 2.7% 3.0% Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing Increase convenience and access for parking customers Increase credit card usage as a payment mechanism to 75% by the end of FY2015 Credit Card Usage — Access Controlled Facilities FY 2011 FY 2012 FY 2013 42% 43% 53% 01.111 City of Iowa City Activity Summary Activity: Parking Administration (810110) Fund: Parking (7100) Division: Parking (810100) Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: $ 313,904 $ 358,184 $ 371,104 $ 436,119 $ 445,017 $ 458,368 Use Of Money And Property 682,649 639,203 573,436 612,483 730,077 744,679 Interest Revenues $ 41,798 $ 39,247 $ 47,422 $ 39,247 $ 47,422 $ 47,550 Miscellaneous - 1,701 - - - - Parking Fines 297,430 274,181 253,183 474,181 475,000 475,000 Other Misc Revenue (79) 2 (849) - 1,500 1,500 Total Revenues $ 339,149 $ 313,430 $ 299,756 $ 513,428 $ 523,922 $ 524,050 Expenditures Personnel $ 313,904 $ 358,184 $ 371,104 $ 436,119 $ 445,017 $ 458,368 Services 682,649 639,203 573,436 612,483 730,077 744,679 Supplies 4,067 2,130 2,206 2,215 - - CapitalOutlay - 1,701 - - - - Total Expenditures $ 1,000,620 $ 1,001,218 $ 946,746 $ 1,050,817 $ 1,175,094 $ 1,203,046 Personnel Services - FTE 2012 2013 2014 2015 Assoc Dir -Trans Service 0.50 0.50 0.50 0.50 Operations Supv- Trans Sery 2.50 3.00 3.00 3.00 Parking Clerk 1.00 - - - Transportation Svc Director 0.50 0.50 0.50 0.50 Total Personnel 4.50 4.00 4.00 4.00 351 City of Iowa City Activity Summary Activity: On Street Operations (810120) Fund: Parking (7100) Division: Parking (810100) Department: Transportation Services Revenues: Use Of Money And Property Parking Meter Rev Parking Lot Revenue Misc Parking Revenue Miscellaneous Other Misc Revenue Charges For Fees And Services Parking Charges Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 798,340 $ 790,574 $ 789,191 $ 1,090,574 $ - $ - 208,814 177,495 197,380 177,495 - - 39,291 38,385 48,075 58,385 - - 134 (166) 594 - - - - - - - 1,552,236 1,552,250 $ 1,046,579 $ 1,006,288 $ 1,035,240 $ 1,326,454 $ 1,552,236 $ 1,552,250 $ 553,602 $ 577,631 $ 612,512 $ 571,458 $ 596,667 $ 614,567 226,804 149,310 152,103 193,619 231,592 236,224 13,145 12,704 20,932 13,213 20,208 20,612 14,280 - 1,340 - 64,500 - $ 807,831 $ 739,645 $ 786,887 $ 778,290 $ 912,967 $ 871,403 Personnel Services - FTE 2012 2013 2014 2015 Cashier - Parking 0.75 - - - Customer Service Rep - Pkg 1.00 1.00 1.50 1.50 MW II - Transportation Serv. 3.00 3.00 3.00 3.00 Parking Enforcement Attendant 6.50 5.00 5.00 5.00 Total Personnel 11.25 9.00 9.50 9.50 Capital Outlay Bike racks - replacement /expansion Bike sharing program with U of I Electric Vehicle Charging Stations Total Capital Outlay 014% 2014 2015 $ $ 10,000 10,500 $ - $ 64,500 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 Actual Revised Budget Projection Revenues: Use Of Money And Property Parking Lot Revenue Total Revenues Expenditures: Services Total Expenditures $ 16,380 $ 13,860 $ 15,120 $ - $ - $ - $ 16,380 $ 13,860 $ 15,120 $ - $ - $ - $ 2,633 $ 3,750 $ 2,738 $ - $ - $ - $ 2,633 $ 3,750 $ 2,738 $ - $ - $ - 353 City of Iowa City Activity Summary Activity: Parking Ramp Operations (810140) Fund: Parking (7100) Division: Parking (810100) Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Rents Parking Ramp Revenue Charges For Fees And Services Refuse Charges Parking Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures $ 23,689 $ 26,555 $ 21,790 $ - $ - $ - 3,273,999 3,295,964 3,466,776 2,832,340 - - 290 1,698 43 1,677 - - - - - - 3,056,000 3,056,000 58,556 70,115 35,962 47,835 35,469 35,470 $ 3,356,534 $ 3,394,332 $ 3,524,571 $ 2,881,852 $ 3,091,469 $ 3,091,470 $ 780,143 $ 841,733 $ 713,089 $ 747,843 $ 762,049 $ 784,910 339,409 419,744 434,189 463,214 520,093 530,495 36,387 65,810 38,455 92,124 35,794 36,510 38,549 22,535 9,175 - - - $ 1,194,488 $ 1,349,822 $ 1,194,908 $ 1,303,181 $ 1,317,936 $ 1,351,915 Personnel Services - FTE 2012 2013 2014 2015 Cashier- Parking 11.50 11.25 9.75 9.75 M.W. I - Parking Systems 4.00 4.00 2.50 2.50 M.W. 11 - Parking Syst (Night) 1.00 - - - Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 Total Personnel 17.00 16.25 12.75 12.75 354 City of Iowa City Activity Summary Activity: Parking Debt Service (810180) Fund: Parking (7100 - 7101) Division: Parking (810100) Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Other Financial Sources Misc Parking Revenue Parking Impact Fees Transfers In: Bond Ordinance Transfer (From Parking Unrestricted to Restricted for Debt Service) Total Revenues & Transfers In Expenditures: Services Lease - purchase Payments Revenue Bonds Principal & Interest Payments Sub -Total Expenditures Transfers Out: To Landfill - Repay for S Side Parking Land Acquisition. Sub -Total Transfers Out Total Expenditures & Transfers Out $ 590,772 $ 124,030 $ 84,472 $ - $ - $ - 846,700 846,700 844,150 840,350 843,550 1,724,734 $ 1,437,472 $ 970,730 $ 928,622 $ 840,350 $ 843,550 $ 1,724,734 $ (60) $ - $ - $ - $ - $ - - - - - - 882,984 810,926 839,200 838,975 838,300 832,250 832,950 810,866 839,200 838,975 838,300 832,250 1,715,934 590,772 124,030 - - - - 590,772 124,030 - - - - $ 1,401,638 $ 963,230 $ 838,975 $ 838,300 $ 832,250 $ 1,715,934 01-V 01.11 Parking Revenue Bonds Outstanding Debt Obligation at June 30, 2014 Summary by Individual Issue Fiscal Year Principal & Outstanding June 30, 2014 Debt Paid Interest Issue 1 Use of Funds Amount of in Full Payments Principal Interest Total Issue FY2014 Obligation 2009F Revenue Refunding 9,110,000 2025 838,300 7,145,000 1,848,613 8,993,613 of Series 1999 Revenue Bonds 2015 Parking Lease - Purchase Agreement - 12,000,000 2036 0 0 0 0 Proposed Total - Parking Revenue Bonds 300 7,145,000 1,848,613 8,993,613 01.11 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 Payments Paid by Parking Revenues Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Int 3.00% 4.00% 2015 540,000 292,250 832,250 832,250 7,145,000 2016 560,000 272,950 832,950 832,950 6,605,000 2017 580,000 250,150 830,150 830,150 6,045,000 4.00% 4.00% 4.00% 2018 605,000 226,450 831,450 831,450 5,465,000 2019 625,000 201,850 826,850 826,850 4,860,000 2020 650,000 176,350 826,350 826,350 4,235,000 4.00% 4.25% 4.25% 2021 680,000 148,9001 828,900 828,900 3,585,000 2022 705,000 119,469 824,469 824,469 2,905,000 2023 735,000 88,869 823,869 823,869 2,200,0001 4.25% 5.00% 5.00% 2024 770,000 54,000 824,000 824,000 1,465,000 2025 695,000 17,375 712,375 712,375 695,000 TON s @ 06/30/14 7,145,000 1,848,613 8,993,613 8,993,613 Bonds due after July 1, 2017 will be subject to call for prior redemption 01-YA 1119 Mil E,y111r to] ki 1I7 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. With the FY13 budget, Transit operations were transitioned to an enterprise fund. Fund balance and other trends will continue develop. In fiscal years 2011 and 2012, the transit operations were within the General Fund. An adjustment to fund balance was also made in FY13 for the change in accounting method from cash basis to accrual basis. This resulted in a downward adjustment of $456,213 in fund balance. This decrease was a result of accounts and contracts payable at year -end. The FY14 projected fund balance is estimated as 16.9% lower than FY13. For FY15, the unassigned fund balance is estimated to increase from the FY14 revised budget by 19.9 %. Assigned fund balance is for bus replacement reserves. Fund Balance (,) $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ FY11 FY12 FY13 q14 ■Unassigned $- $- $2,113,868 $ (1) FY14 and FY15 figures are estimates An inter -fund 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 FY15 for $56,388 to the Landfill fund. The loan will be fully repaid in fiscal year 2016. Revenue: 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. State Operating Assistance: Job Access and Reverse Commute Program (JARC), is a Federally- funded, application -based grant program, with annual allocations. This is 34.7% of FY15 budgeted revenue. 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 01-17 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 32% 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 ($1.00 per hour after the first 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. FY15 revenue is projected to remain flat from the FY14 revised revenue estimates. The budget estimates a greater percentage of the Transit revenue to come from the Federal operating subsidy (9% increase) in FY15 and a slightly lower percentage (2% decrease) from transit fees compared to FY14. FY15 Adopted - $4,032,763 0% ■Charges for Services ■ Intergovernmental ■Use of Money & 40 Property ■Miscellaneous The Transit Property Tax Levy estimated at $2.97 million will be transferred into the Transit fund from the General fund in FY15. Combined with the funding from other governments, approximately $4.95 million of the $7 million in revenues and transfers in or 70.7% is from sources of revenue that are not generated by the transit operations. Expenditures: FY15 budgeted expenditures represent a 4.1% decrease from the FY14 revised estimate, with the primary difference coming from a decrease in capital outlay expenditures. FY15 Adopted - $6,544,321 1% 17% ■ Personnel ■ Services 58% 111 Supplies ■ Capital Outlay The FY15 budget includes a $54,000 capital project transfer for the replacement and upgrade of security camera recorders on the buses. «x: City of Iowa City Transit (7150 - 7151) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ - $ - $ - $ 3,859,793 $ 3,501,775 $ 3,851,671 Revenues: Use Of Money And Property Interest Revenues Rents Parking Ramp Revenue Intergovernmental Fed Intergovnt Rev Other State Grants Local 28E Agreements Charges For Fees And Services Transit Fees Misc Charges For Svc Refuse Charges Parking Charges Miscellaneous Misc Merchandise Other Misc Revenue Sub -Total Revenues Transfers In: Transfers In - General Fund Transfer In - Transit Property Tax Levy Transfer In - Operations to Impry Resry Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Mass Transit Admin Mass Transit Operations Fleet Maintenance Court St Transportation Center Sub -Total Expenditures 11,353 $ - $ 11,353 $ 11,380 - - 124,530 134,558 124,530 129,540 - 652,919 632,274 - - - 1,043,854 1,025,000 1,400,144 1,212,570 - 644,416 754,675 548,941 516,050 - 120,413 32,844 32,844 32,850 - - 1,292,339 1,365,129 1,290,908 1,290,910 - - 3,016 75,000 3,000 3,000 - - 1,541 2,518 1,541 2,030 - - - - 618,141 625,210 - - 1,361 1,112 1,361 1,240 - - 736 5,994 - - - - 3,896,478 4,029,104 4,032,763 3,824,780 4,027,141 - - - 2,754,939 2,869,291 2,971,842 2,971,842 - 8,674,555 2,869,291 2,971,842 2,971,842 $ 12,571,033 $ 6,898,395 $ 7,004,605 $ 6,796,622 $ 345,618 $ 484,357 $ 446,316 $ 458,027 - - 4,112,979 4,710,787 4,298,021 4,362,734 - - 1,539,029 1,482,792 1,651,527 1,689,883 - 158,075 149,153 148,457 151,716 - 6,155,701 6,827,089 6,544,321 6,662,361 Transfers Out: Capital Project Fund - - 152,622 374,000 54,000 200,000 InterFund Loan Repay Landfill - - 54,229 55,324 56,388 29,651 Reserve Transfers Out - - 1,892,475 - - - Sub -Total Transfers Out - - 2,099,326 429,324 110,388 229,651 Total Expenditures & Transfers Out $ - $ - $ 8,255,027 $ 7,256,413 $ 6,654,709 $ 6,892,012 Fund Balance *, June 30 $ - $ - $ 4,316,006 $ 3,501,775 $ 3,851,671 $ 3,756,281 Change in Accounting Method - - (456,213) - - - Adjusted Fund Balance *, June 30 - - 3,859,793 3,501,775 3,851,671 3,756,281 Restricted /Committed /Assigned - - 1,745,925 1,745,925 1,745,925 1,745,925 Unassigned Balance $ - $ - $ 2,113,868 $ 1,755,850 $ 2,105,746 $ 2,010,356 % of Expenditures 26% 24% 32% 29% * Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 ** See General Fund for Transit Activity Prior to 2013, Beginning Cash Reclassified from General Fund in 2013 fiia III Mil 69Y to] » Mil 9 Eel Ll 6� 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 1,879,594 passenger trips in FY13 • Provided service covering 712,000 miles and 54,500 hours • Contracted paratransit service provided 101,700 passenger trips in FY13 • Joint project with Coralville Transit to implement new fare collection system utilizing 50% grant funds 0.1 Recent Accomplishments: • Purchased 1 new 20 passenger Light Duty bus utilizing 80% FTA funding. Received grant funding for replacement of 4 Light Duty buses to replace aging para- transit vehicles. • Continuing partnership with University of Iowa - Cambus and Coralville Transit, began design of automated trip planner system. • Expanded and restructured Eastside Loop route to make more efficient. • Completed negotiations of a five year 28E Agreement with Johnson County to provide para- transit services. • Installed access and revenue control equipment at the Court Street Transportation Center, which allowed us to offer "first hour free ". Staffing: Upcoming Challenges: • Property tax reform will impact our transit levy funds which currently are $2.9 million annually. • 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 continues to be a priority for the department but funding this facility may be a challenge due to the decrease in transit capital funding. Working with MPOJC to develop planning documents. • Increase in cost of para- transit services. Some of this has been offset by rate increases and service cuts. Service Level Changes for FY 2015: • The SEATS para- transit service will have service cuts as a result of reduced funding from Johnson County. This will be coupled with an increase in fees for this same service and an increase in maintenance costs as the City takes over the para- transit fleet maintenance from the County. Financial Highlights: Services expenditures in Mass Transit Administration increased by 36.3% or $44,686 primarily due to an increase in insurance costs. Personnel expenditures decreased by $82,513 or 22.9% primarily due to staff turnover. Supplies expenditures in the Fleet Maintenance activity increased by $161,279 or 17.4% due to an increase in the price of diesel fuel and due to a budget estimate of $60,000 for the cost of repair and maintenance supplies for the para- transit bus fleet. OM FY 2013 Actual FY 2014 Actual FY 2015 Adopted Total FTE's 51.75 51.25 51.25 Service Level Changes for FY 2015: • The SEATS para- transit service will have service cuts as a result of reduced funding from Johnson County. This will be coupled with an increase in fees for this same service and an increase in maintenance costs as the City takes over the para- transit fleet maintenance from the County. Financial Highlights: Services expenditures in Mass Transit Administration increased by 36.3% or $44,686 primarily due to an increase in insurance costs. Personnel expenditures decreased by $82,513 or 22.9% primarily due to staff turnover. Supplies expenditures in the Fleet Maintenance activity increased by $161,279 or 17.4% due to an increase in the price of diesel fuel and due to a budget estimate of $60,000 for the cost of repair and maintenance supplies for the para- transit bus fleet. OM GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Provide safe, courteous, and quality transportation services Increase Rides per Revenue Hour to 37 by FY 2015 Riders per Revenue Vehicle Hour Strategic Plan Goal Department Goal: Department Objective Performance Measures: Fare - box /Expense Ratio FY 2011 FY 2012 FY 2013 33.39 35.70 34.50 A Solid Financial Foundation Increase fare - box /expense ratio Fare -box revenues to cover 33% of operating costs by the end of FY2015 FY 2011 FY 2012 FY 2013 22% 21% 27% 0-W City of Iowa City Activity Summary Activity: Mass Transit Admin (810210) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti Revenues: $ - $ - $ 195,840 $ 361,005 $ 278,492 $ Use Of Money And Property Services - - 150,707 122,999 Interest Revenues $ - $ - $ 11,353 $ - $ 11,353 $ 11,380 Miscellaneous 139 142 Total Expenditures Other Misc Revenue - - 345 - - - Other Financial Sources 0.50 0.50 0.50 Transfer In - Transit Property Tax Levy - - 2,754,939 2,869,291 2,971,842 2,971,842 Transfer In - Impry Resry to Operations - - 1,618,372 - - - Total Revenues $ - $ - $ 4,385,009 $ 2,869,291 $ 2,983,195 $ 2,983,222 Expenditures Personnel $ - $ - $ 195,840 $ 361,005 $ 278,492 $ 286,847 Services - - 150,707 122,999 167,685 171,039 Supplies - - (929) 353 139 142 Total Expenditures $ - $ - $ 345,618 $ 484,357 $ 446,316 $ 458,027 Personnel Services - FTE 2012 2013 2014 2015 Assoc Dir -Trans Service 0.50 0.50 0.50 0.50 Customer Service Rep - Pkg - - 0.50 0.50 Operations Supv- Trans Sery 2.50 2.00 2.00 2.00 Transportation Svc Director 0.50 0.50 0.50 0.50 Total Personnel 3.50 3.00 3.50 3.50 * See General Fund for Transit activity prior to 2013 0-III City of Iowa City Activity Summary Activity: Mass Transit Operations (810220) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation Services Revenues: Intergovernmental Fed Intergovnt Rev Other State Grants Local 28E Agreements Charges For Fees And Services Transit Fees Misc Charges For Svc Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Customer Service Rep - Transit M.W. I - Transit M.W. II - Transit Mass Transit Operator M.W. II - Transit M.W. II - Transportation Sew. Sr. M.W. - Parking & Transit Total Personnel Capital Outlay Fare boxes Mobile hoist system Air conditioning treatment equipment Video camera for court street ramp Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ - $ - $ 1,043,854 $ 1,025,000 $ 1,400,144 $ 1,212,570 - - 644,416 754,675 548,941 516,050 - - 120,413 32,844 32,844 32,850 - - 1,292,339 1,365,129 1,290,908 1,290,910 - - 3,016 75,000 3,000 3,000 - - 142 1,107 - - $ - $ - $ 3,104,180 $ 3,253,755 $ 3,275,837 $ 3,055,380 $ - $ - $ 2,886,328 $ 2,789,388 $ 2,975,261 $ 3,064,519 - - 1,193,827 1,349,601 1,245,926 1,270,845 - - 28,592 21,442 26,834 27,371 - - 4,232 550,356 50,000 - $ - $ - $ 4,112,979 $ 4,710,787 $ 4,298,021 $ 4,362,734 2012 2013 2014 2015 1.00 1.00 - - 3.00 2.00 2.00 2.00 1.00 - - - 37.75 37.75 37.75 37.75 - 1.00 1.00 1.00 1.00 - - - 0.50 0.50 0.50 0.50 44.25 42.25 41.25 41.25 01411 2014 2015 $ 543,000 $ - - 40,000 - 10,000 7,356 - $ 550,356 $ 50,000 City of Iowa City Activity Summary Activity: Fleet Maintenance (810230) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation Services Expenditures Personnel 2011 2012 2013 2014 2015 2016 Services Actual Actual Actual Revised Budget Projection Revenues: - - 896,863 927,455 1,088,734 1,110,509 Charges For Fees And Services - - 124,272 - - - Refuse Charges $ - $ - $ 1,541 $ 2,518 $ 1,541 $ 2,030 Miscellaneous 1.00 - - - Misc Merchandise - - 1,361 1,112 1,361 1,240 Other Misc Revenue - - 249 4,887 - - Total Revenues $ - $ - $ 3,151 $ 8,517 $ 2,902 $ 3,270 Expenditures Personnel $ - $ - $ 485,485 $ 521,266 $ 532,584 $ 548,562 Services - - 32,409 34,071 30,209 30,813 Supplies - - 896,863 927,455 1,088,734 1,110,509 Capital Outlay - - 124,272 - - - Total Expenditures $ - $ - $ 1,539,029 $ 1,482,792 $ 1,651,527 $ 1,689,883 Personnel Services - FTE 2012 2013 2014 2015 Mechanic II - Transit 2.00 2.00 2.00 2.00 Mechanic III - Transit 2.00 2.00 2.00 2.00 Operations Supv - Trans Sew 1.00 1.00 1.00 1.00 Parts /Data Entry Clk - Transit 1.00 1.00 1.00 1.00 Body Repair Mechanic 1.00 - - - Total Personnel 7.00 6.00 6.00 6.00 * See General Fund for Transit activity prior to 2013 adl City of Iowa City Activity Summary Activity: Court St Transportation Center (810240) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Rents Parking Ramp Revenue Charges For Fees And Services Parking Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures $ - $ - $ 124,530 $ 134,558 $ 124,530 $ 129,540 - - 652,919 632,274 - - - - - - 618,141 625,210 $ - $ - $ 777,449 $ 766,832 $ 742,671 $ 754,750 $ - $ - $ 62,629 $ 32,604 $ 29,005 $ 29,875 - - 93,716 102,554 115,930 118,249 - - 1,730 13,995 3,522 3,592 $ - $ - $ 158,075 $ 149,153 $ 148,457 $ 151,716 Personnel Services - FTE M.W. I - Parking Systems Total Personnel * See General Fund for Transit activity prior to 2013 2012 2013 2014 2015 1.00 0.50 0.50 0.50 1.00 0.50 0.50 0.50 0.151 ITiTER] 9ATiT IA9A:i9N:FilI►ViIALl 111r to] LlI 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 completing expansion of the South Wastewater Plant and relocating the North Wastewater Treatment Plant operations into the South Plant. The project estimate is $55 million, with funding of $41.4 million from state and federal grants, $8.6 million from Local Option Sales Tax revenue, and $5 million from Wastewater user fees. This project has spanned several years and is scheduled for completion in FY15. Closure and removal of the North Treatment Plant is planned following the completion of the south plant expansion. Reconstruction of the North River Corridor Trunk Sewer is scheduled for FY2015 -2016 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 $5.1 million and is to be funded from Wastewater user fees. The fiscal year 2015 and 2016 budgets each include a transfer of $2 million for this project. Fund Balance (,) $14,500,000 $14,000,000 $13,500,000 $13,000,000 $12,500,000 $12,000,000 $11,500,000 j$1286111,879 FY12 FY13 FY14 FY15 ■Unassigned $13,546,595 $14,063,169 $13,336,460 $12,502,127 (1) FY14 and FY15 figures are estimated, FY1land FY12 are cash basis The Wastewater fund's unassigned fund balance at FY13 year -end increased to approximately $14.1 million. The increase is primarily due to an upward adjustment for the change in accounting method from cash basis to modified accrual basis. The adjustment primarily represents sewer fees receivable at year end. Restricted cash balance was approximately $10 million at the end of fiscal year 2013. These funds are restricted in accordance with revenue bond covenants. iii? FY14 year -end unassigned fund balance is estimated to drop 5.2% from FY13, and FY15 year- end balance is estimated to fall another 6.3 %. These decreases are primarily due to the continuation of major capital project expenditures. 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 $9.86 million in fiscal year 2015. Revenues: Approximately 97% of Wastewater operations are funded through charges for services. 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 Overall, the FY15 budgeted revenue is estimated at 2.2% higher than the FY14 estimate. The increase stems primarily from the increase in revenue in FY13 actual revenue due to drought conditions. No changes are proposed in the FY15 budget to the City's sewer rate structure. FY15 Adopted - $13,283,613 1% 2% • Charges for Services • Misc Revenue • Use of Money & Property Use of Money & Property primarily consists of interest on investments. 0*1 Expenditures: The FY15 budgeted expenditures are 2.1 % higher than the estimated FY2014 expenditures. The FY15 Wastewater budget also splits the Lift Station expenditures out of the Collection Systems cost center into its own cost center for accounting purposes. The impact of the plant renovations and closure will not be fully known until after the completion of the FY15 budget. FY15 Adopted - $10,332,884 20% ■personnel ■ Services 45% ■ Supplies ■ Capital Outlay ■ Debt Service 6% 3% The Wastewater fund added a .25 FTE for a Project Support Assistant in FY15. This position is being split between the Water, Wastewater, and Storm Sewer funds. Debt service expenditures account for 45% of the Wastewater fund's total expenditures. M11 City of Iowa City Wastewater Treatment (7200 - 7201) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 41,380,120 $ 24,863,582 $ 25,451,053 $ 24,137,050 $ 23,311,727 $ 22,362,456 Revenues: 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 Sub -Total Revenues: Transfers In: Debt Sales 1) Bond Ordinance Trans Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Wastewater Administration Wastewater Treatment Plant Ops Lift Stations Wastewater Collection Systems Wastewater Debt Service Sub -Total Expenditures Transfers Out: Capital Project Fund 1) Debt Service Funding Operating Subsidy Sub -Total Transfers Out Total Expenditures & Transfers Out $ 4,855 $ 5,896 $ 6,604 $ 5,896 $ 6,604 $ 6,610 300,965 276,163 291,054 276,163 291,054 291,850 248 271 274 271 274 280 75,696 8,665 1,386 8,665 360 364 12,682,773 12,548,976 12,889,204 12,548,976 12,889,204 12,712,490 - 3,421 - 3,421 1,026 1,026 222 323 524 323 524 530 53,537 151,486 94,567 151,486 94,567 94,570 8,588 469 - - - - 13,126,884 12, 995,670 13,283, 613 12,995,201 13, 283,613 13,107, 720 - - - 7,000,000 - - 6,485,896 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 6,485,896 6,488,050 4,581,311 11,570,067 4,559,962 4,488,036 $ 19,612,780 $ 19,483,720 $ 17,864,924 $ 24,565,268 $ 17,843,575 $ 17,595,756 $ 1,753,074 $ 1,759,669 $ 1,447,946 $ 1,682,245 $ 1,634,979 $ 1,649,567 2,707,145 2,918,215 2,824,314 2,914,034 3,041,683 3,113,956 - - - - 361,934 213,623 753,939 869,541 839,205 851,549 619,388 635,808 23,014,004 6,308,000 6,411,888 4,668,681 4,674,900 4,695,119 28,228,162 11,855,425 11,523,353 10,116,509 10,332,884 10,308,073 1,394,822 529,740 4,584,177 10,704,015 3,900,000 2,500,000 6,485,896 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 20,438 23,034 23,784 - - - 7,901,156 7,040,824 9,189,272 15,274,082 8,459,962 6,988,036 $ 36,129,318 $ 18,896,249 $ 20,712,625 $ 25,390,591 $ 18,792,846 $ 17,296,109 Fund Balance *, June 30 $ 24,863,582 $ 25,451,053 $ 22,603,352 $ 23,311,727 $ 22,362,456 $ 22,662,103 Change in Accounting Method - - 1,533,698 - - - Adjusted Fund Balance *, June 30 24,863,582 25,451,053 24,137,050 23,311,727 22,362,456 22,662,103 Restricted /Committed /Assigned 12,001,703 11,904,458 10,073,881 9,975,267 9,860,329 9,653,246 Unassigned Balance $ 12,861,879 $ 13,546,595 $ 14,063,169 $ 13,336,460 $ 12,502,127 $ 13,008,857 % of Expenditures 36% 72% 68% 53% 67% 75% 1) Same Fund Transfers required by bond covenants *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 371 VITER] 9 ATiTIA 9 A:i 9 N :F!l I►ViI A Ll II Ito] » Mil 9 Eel K 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 only one treatment plant now. The South Plant, located at 4366 Napoleon St. SE, was expanded in 2013 to accommodate more stringent water quality standards and future growth in residential and industrial customers. The North Plant, in service for 79 years, has been decommissioned. Wastewater Collection Systems The Wastewater division maintains 300 miles of sanitary sewer. The division also operates and maintains 18 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. MA HIGHLIGHTS • The total treatment capacity for both City plants is 24 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 decommissioning of the North Wastewater Treatment plant has consolidated operations at the South Plant, with a potential for improved efficiency and economic development potential at the former plant location. • The Wastewater division analyzes 6,376 required samples for compliance with NPDES requirement, with 1 sample at the South Plant exceeding limits in CY13, a compliance rate of 99.9 %. • 18 out 26 division Staff are certified Treatment Plant Operators by the state of Iowa. The staff collectively carries15 additional technical certifications. Staffing: Upcoming Challenges: • 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 decrease infiltration. • Flooding in 2013 revealed a compromised interceptor line along the east bank of the Iowa River. Lining of this section will decrease infiltration, which will reduce pumping costs. Added 25% of a Project Support Assistant position in Water Administration in FY2015 budget. Service Level Changes for FY2016: • North Treatment Plant will be decommissioned and flows will be directed to the expanded South Treatment Plant. 373 FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE's 25.40 24.40 24.65 Added 25% of a Project Support Assistant position in Water Administration in FY2015 budget. Service Level Changes for FY2016: • North Treatment Plant will be decommissioned and flows will be directed to the expanded South Treatment Plant. 373 Financial Highlights: Services expenditures increased by $235,063 or 26.2% in the Wastewater Treatment Plant operations due to the increase in electricity stemming from transferring the North Plant operations to the South Plant. Supplies expenditures decreased by $108,353 or 18.8% in FY2015 also due to the closure of the North Plant operations. The Lift Stations activity was split from the Wastewater Collection Systems budget into its own budget. The FY2015 budget for Lift Stations is $361,934 which includes capital outlay for process instruments for $152,500. The Wastewater Collection Systems budget decreased by $232,161 in FY2015. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods, Strategic Economic Development Activities, & Enhanced Communication and Marketing 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 sewer systems. Performance Measures: Carbonaceous Biochemical Oxygen Demand (CBOD) — Percent Removal' Total Suspended Solids (TSS) — Percent Removal' Goal FY 2011 Goal FY 2011 FY 2012 FY 2013 97.3% 97.6% 98.0% 97.7% 97.8% 97.0% Total Suspended Solids (TSS) — Percent Removal' Goal FY 2011 FY 2012 FY 2013 98.0% 97.1% 97.3% 97.6% Ammonia (NH3) — Percent Removal' Goal FY 2011 FY 2012 FY 2013 97.0% 91.9% 91.3% 96.7% Higher Number is Better 374 Strategic Plan Goal Department Goal: Department Objective Performance Measures: Number of SSOs per Year" Healthy Neighborhoods, Strategic Economic Development Activities, & Enhanced Communication and Marketing Protect public and private property from water damage and health hazards Control Sanitary Sewer Overflows (SSO — sewer backups) Sewer Jetting, Miles per Year' FY 2014 FY 2011 FY 2012 FY 2013 Estimate 5 4 9 6 Sewer Jetting, Miles per Year' Video Inspection, Miles per Year' Higher Number is Better " Lower Number is Better FY 2014 FY 2011 FY 2012 FY 2013 Estimate 40 39.1 45.5 45 Video Inspection, Miles per Year' Higher Number is Better " Lower Number is Better MAI FY 2014 FY 2011 FY 2012 FY 2013 Estimate 4.5 15.7 19.2 18 MAI City of Iowa City Activity Summary Activity: Wastewater Administration (720110) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Wastewater Charges Miscellaneous Other Misc Revenue Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures $ 295,450 $ 276,163 $ 291,054 $ 276,163 $ 291,054 $ 291,850 12,681,817 12,548,566 12,880,269 12,548,566 12,880,269 12,703,550 1,068 941 - 941 940 8,588 429 - - - - $ 12,986,923 $ 12,825,158 $ 13,172,264 $ 12,824,729 $ 13,172,264 $ 12,996,340 $ 198,011 $ 205,669 $ 192,845 $ 206,456 $ 228,826 $ 235,691 1,494,905 1,507,861 1,207,636 1,400,812 1,350,119 1,377,121 60,158 46,139 47,465 47,477 36,034 36,755 - - - 27,500 20,000 - $ 1,753,074 $ 1,759,669 $ 1,447,946 $ 1,682,245 $ 1,634,979 $ 1,649,567 Personnel Services - FTE 2012 2013 2014 2015 Asst Supt - Wastewater 1.00 1.00 1.00 1.00 Sr Clerklfypist- Wastewater 0.50 0.50 0.50 0.50 Wastewater Superintendent 0.50 0.50 0.50 0.50 Project Support Assistant - - - 0.25 Total Personnel 2.00 2.00 2.00 2.25 Capital Outlay Laboratry Equipment Total Capital Outlay 3Nl 2014 2015 $ 27,500 $ 20,000 $ 27,500 $ 20,000 City of Iowa City Activity Summary Activity: Wastewater Treatment Plant Ops (720120) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: $ 1,283,389 $ 1,357,737 $ 1,283,238 $ 1,283,019 $ 1,343,958 $ 1,384,277 Licenses And Permits 937,915 951,714 933,266 895,618 1,130,681 1,153,295 Misc Permits & Licenses $ 907 $ - $ - $ - $ - $ - Use Of Money And Property 8,332 3,300 117,923 160,000 100,000 100,000 Royalties & Commissions 248 271 274 271 274 280 Charges For Fees And Services 3.00 3.00 2.00 2.00 Sr M.W. - Wastewater Plant 1.00 Misc Charges For Services 75,696 8,665 1,386 8,665 360 364 Refuse Charges - 3,421 - 3,421 1,026 1,026 Miscellaneous 18.00 16.00 16.00 Misc Merchandise 192 - - - - - Other Misc Revenue - 148,496 92,911 148,496 92,911 92,910 Total Revenues $ 76,136 $ 160,853 $ 94,571 $ 160,853 $ 94,571 $ 94,580 Expenditures Personnel $ 1,283,389 $ 1,357,737 $ 1,283,238 $ 1,283,019 $ 1,343,958 $ 1,384,277 Services 937,915 951,714 933,266 895,618 1,130,681 1,153,295 Supplies 477,509 605,464 489,887 575,397 467,044 476,385 Capital Outlay 8,332 3,300 117,923 160,000 100,000 100,000 Total Expenditures $ 2,707,145 $ 2,918,215 $ 2,824,314 $ 2,914,034 $ 3,041,683 $ 3,113,956 Personnel Services - FTE 2012 2013 2014 2015 Chemist 1.00 1.00 1.00 1.00 Electrician - Wastewater 1.00 1.00 1.00 1.00 Electronics Tech - Wastewater 1.00 1.00 1.00 1.00 Laboratory Technician - WW 2.00 2.00 1.00 1.00 M. W. I - Wastewater Trtmt 1.00 1.00 1.00 1.00 Maint Operator- Wastewater 3.00 3.00 3.00 3.00 M.W. 11 - Wastewater Trtmnt Plnt 3.00 3.00 2.00 2.00 Sr M.W. - Wastewater Plant 1.00 1.00 1.00 1.00 Sr TPO - Wastewater 1.00 1.00 1.00 1.00 TPO - Wastewater Treatment 4.00 4.00 4.00 4.00 Total Personnel 18.00 18.00 16.00 16.00 Capital Outlay Building improvements Contracted Improvements Facility Repairs Facility Repairs & Process Equipment Landscaping North Plant Maintenance NP Instruments Upgrade /Repairs Process instruments Total Capital Outlay f1 /1 2014 2015 $ 20,000 $ - 15,000 - 50,000 - 15,000 - 5,000 - 5,000 - - 100,000 50,000 - $ 160,000 $ 100,000 City of Iowa City Activity Summary Activity: Lift Stations (720130) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works Expenditures: Services Supplies Capital Outlay Total Expenditures Capital Outlay Lift Station Process Instruments Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ - $ - $ - $ - $ 197,934 $ 201,893 - - - - 11,500 11,730 - - - - 152,500 - $ - $ - $ - $ - $ 361,934 $ 213,623 M -3 2014 2015 $ - $ 152,500 $ - $ 152,500 City of Iowa City Activity Summary Activity: Wastewater Collection Systems (720140) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works Expenditures Personnel 2011 2012 2013 2014 2015 2016 Services Actual Actual Actual Revised Budget Projection Revenues: 54,535 55,748 38,251 57,977 42,107 42,949 Licenses And Permits 73,313 181,704 182,617 107,500 50,000 50,000 Misc Permits & Licenses $ 3,948 $ 5,896 $ 6,604 $ 5,896 $ 6,604 $ 6,610 Charges For Fees And Services Wastewater Charges 956 410 8,935 410 8,935 8,940 Miscellaneous Misc Merchandise 30 323 524 323 524 530 Other Misc Revenue 52,469 2,990 715 2,990 715 720 Other Financial Sources Sale Of Assets - 40 - - - - Total Revenues $ 57,403 $ 9,659 $ 16,778 $ 9,619 $ 16,778 $ 16,800 Expenditures Personnel $ 427,163 $ 444,148 $ 412,998 $ 493,529 $ 503,203 $ 518,299 Services 198,928 187,941 205,339 192,543 24,078 24,560 Supplies 54,535 55,748 38,251 57,977 42,107 42,949 Capital Outlay 73,313 181,704 182,617 107,500 50,000 50,000 Total Expenditures $ 753,939 $ 869,541 $ 839,205 $ 851,549 $ 619,388 $ 635,808 Personnel Services - FTE 2012 2013 2014 2015 M.W. III -Wastewater Collect. 1.80 1.80 1.80 1.80 M.W. II - Wastewater Trtmnt Plnt 2.70 2.70 3.70 3.70 Sr M.W. - Wastewater Collection 0.90 0.90 0.90 0.90 Total Personnel 5.40 5.40 6.40 6.40 Capital Outlay Inflow & Infiltration Repair Lift Station Process Equip Lift Station Structure Repair Mr. Manhole Repair System Sampling Equipment Total Capital Outlay 3r4] 2014 2015 $ 50,000 $ 50,000 15,000 - 15,000 - 20,000 - 7,500 - $ 107,500 $ 50,000 City of Iowa City Activity Summary Activity: Wastewater Debt Service (720800) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti Revenues & Transfers In: Use Of Money And Property Interest Revenues $ 5,515 $ - $ - $ - $ - $ - Other Financial Sources Bond Ordinance Trans 6,485,896 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 Total Revenues & Transfers In $ 6,491,411 $ 6,488,050 $ 4,581,311 $ 4,570,067 $ 4,559,962 $ 4,488,036 Expenditures: Other Financial Uses Revenue Bonds Principal & Interest Payments $ 23,014,004 $ 6,308,000 $ 6,411,888 $ 4,668,681 $ 4,674,900 $ 4,695,119 Total Expenditures $ 23,014,004 $ 6,308,000 $ 6,411,888 $ 4,668,681 $ 4,674,900 $ 4,695,119 0.111 Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2014 Summary by Individual Issue Fiscal Year Principal & Outstanding June 30, 2014 Interest Total Amount of Debt Paid Payments Issue 1 Use of Funds in Full Principal Interest Issue FY2014 Obligation 20082ewerRevenueRefunding 24,280,000 2023 2,459,131 16,145,000 3,106,906 19,251,906 of Series 1996, 1997 and 1999 Revenue Bonds 2009A Sewer Refunding 8,660,000 2026 785,175 7,225,000 2,255,450 9,480,450 of Series 2000 Revenue Bonds 2010A Sewer Revenue Refunding 15,080,000 2021 1,424,375 8,585,000 1,249,100 9,834,100 of Series 2001 and 2002 Revenue Bonds PMOTMotal MSewc r Revenue Bonds: 4,668,681 31,955,000 6,611,456 38,566,456 Mr, 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. Fiscal Year Payments Paid Sewer Revenues Principal Outstanding Beginning of Fiscal Year Coupon Rate Princi al Interest 3.50% 2015 1,800,000 664,438 2,464,438 2,464,438 16,145, 000 2016 1,885,000 597,594 2,482,594 2,482,594 14,345,000 3.75% 4.00% 4.00% 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 2019 2,095,000 361,150 2,456,150 2,456,150 8,480,000 4.00% 5.00% 5.00% 2020 2,205,000 264,125 2,469,125 2,469,125 6,385,000 2021 1,775,000 164,6251 1,939,625 1,939,625 4,180,000 2022 1,850,000 74,000 1,924,000 1,924,000 2,405,000 5.00% 5.00% 2023 555,000 13,875 568,8751 568,8751 555,0001 Totals @ 06/30/14 16,145,0 3,106,906 19,251,90 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 0 -N 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 Principal Inter 3.50% 2015 465,000 319,163 784,163 784,163 7,225,000 2016 485,000 301,325 786,325 786,325 6,760,000 4.00% 4.00% 4.00% 2017 505,000 281,525 786,525 786,525 6,275,000 2018 525,000 260,925 785,925 785,925 5,770,000 2019 550,000 238,050 788,050 788,050 5,245,000 4.50% 4.50% 4.50% 2020 575,000 212,738 787,738 787,738 4,695,000 2021 605,000 186,188 791,188 791,188 4,120,000 2022 635,000 158,288 793,288 793,288 3,515,000 4.50% 5.00% 5.00% 2023 665,000 127,375 792,375 792,375 2,880,000 2024 700,000 93,250 793,250 793,250 2,215,000 2025 740,000 57,250 797,250 797,250 1,515,000 5.00% 5.00% 2026 775,000 19,375 794,375 794,375 775,000 tals @ 1111011111100/14 7,225,0 2,255,450 9,480,450 9,480,450 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 0.191 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 Paid Sewer Revenues Principal Outstanding Beginning of Fiscal Year Coupon Rate Princi al Interest j 4.00% 4.00% 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 2017 1,175,000 229,7001 1,404,700 1,404,700 6,330,000 4.00% 4.00% 4.00% 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 2020 1,310,000 80,600 1,390,600 1,390,600 2,670,000 4.00% 4.00% 2021 1,360,000 27,2001 1,387,200 1,387,200 1,360,000 kffotals @ 0/14 8 585,0 1,249,1 9,834,1 9,834,1 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 0tl Sewer Revenue Bonds - Summary Debt Repayment Schedule Fiscal Year Payments Paid by Sewer Revenue IL Principal Outstanding Beginning of Fiscal Year Principal Interest 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 @ 0G/30/14 31,955,000 6,611,456 38,566,456 38,566,456 0.11 DiTIAIAM to] LIII] 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 unassigned fund balance at the close of FY13 was approximately $8.0 million. Though user fees are currently sufficient to cover annual operating costs, they are insufficient to cover capital project expenditures. The budget presented includes a 5% rate increase for FY15 and another 5% rate increase for FY16. FY13 fund balance includes an upward adjustment of $265,032 due to the change in accounting method from cash basis to modified accrual basis. This increase primarily represents accrued water fee revenues at year -end. Fund Balance $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY11 FY12 FY13 FY14 FY15 ■ Unassigned $10,065,355 $8,733,754 $7,988,259 $6,586,731 $5,487,223 (1) FY14 and FY15 figures are estimates, FY1land FY12 are cash basis FY14 year -end unassigned fund balance is estimated to fall 17.5% compared to FY13. Despite the estimated rate increase, FY15 fund balance is expected to decrease another 16.7 %. The fund's fund balance has declined steadily since fiscal year 2010. The Water fund will have an estimated $4.2 million in restricted fund balance at the end of FY15 for revenue bond covenants. Revenue: The Water Division is funded by water user fees, per the current schedule: Minimum Monthly Charge (MMC) Minimum Usage Rates 5/8 (residential) $6.41 First 100 /mo. MMC (by meter size) 3/4 $7.00 101 - 3,000 /mo. $2.99/100 cu. ft. 1 $8 26 3,001 and over $2.15/100 cu. ft. 1 % $16.47 2 3 4 $22.14 $40.91 $71.37 First 100 /mo. MMC Over 101 /mo. $2.99/100 cu. ft. 6 $143.61 0.11 A flat 5% rate increase is being proposed for both fiscal year 2015 and 2016 for all usage levels and meter sizes. The residential meter rate would increase from $6.41 per month to $6.73 per month in FY15 and then to $7.07 in FY16.Approximately 98% of Water operations are funded through charges for services. The estimated change in revenues from FY14 to FY15 is a 10.2% increase, which is based on quantities used during the previous drought year and the new, proposed rates. FY14 budgeted revenues was based on revenues from FY12 which was a more normal year for precipitation. Use of Money & Property primarily consists of interest on investments. FY15 Adopted - $9,242,556 2% 0% • Charges for Fees & Services • Use of Money & 41 Property ■ Misc Revenue Expenditures: The adopted FY15 expenditures are .7% higher than the FY14 revised expenditures. The FY15 budget includes a .25 FTE for a Project Support Assistant which is being split between the Water, Sewer, and Storm Water funds. Personnel costs account for 35% of the Water funds expenditures while debt service accounts for 25% of the fund's expenditures. FY15 Adopted -$8,075,239 ■ Personnel ■ Services ■ Supplies 4D ■ Capital Outlay ■ Debt Service Other financing uses include transfers out of $1,914,400 for capital improvements. «:n City of Iowa City Water (7300 - 7301) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 16,147,654 $ 14,268,644 $ 17,950,722 $ 12,138,269 $ 10,762,018 $ 9,681,710 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commiss Intergovernmental Fed Intergovnt Rev Disaster Assistance Charges For Fees And Services Water Charges Miscellaneous Printed Materials Misc Merchandise Intra -City Charges Other Misc Revenue Other Financial Sources Debt Sales Sale Of Assets Sub -Total Revenues Transfers In: 1) Bond Ordinance Trans Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Water Administration Water Treatment Plant Ops Water Distribution System Water Customer Service Water Public Relations Water Debt Service Sub -Total Expenditures Transfers Out: Capital Project Fund 1) Debt Service Funding GO Bond Abatement Operating Subsidy Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 141,174 $ 567,240 $ 144,268 $ 147,967 $ 144,253 $ 144,650 650 - 1,000 - 1,000 1,000 790 846 913 846 913 970 26,319 2,849 - - - - - 317 - - - - 8,031,704 8,225,837 8,673,278 8,225,837 9,081,670 9,514,705 30 16 12 - - - 29,043 5,135 12,350 5,135 12,350 12,370 - 4,000 2,000 4,000 2,000 2,000 7,500 2,236 143,303 2,236 370 430 - 4,989,908 - - - - - 729 16,325 - - - 8,237,210 13,799,113 8,993,449 8,386,021 9,242,556 9,676,125 2,082,551 2,085,268 1,996,115 2,010,316 2,008,715 2,010,715 2,082,551 2,085,268 2,012,993 2,010,316 2,008,715 2,010,715 $ 10,319,761 $ 15,884,381 $ 11,006,442 $ 10,396,337 $ 11,251,271 $ 11,686,840 $ 1,234,179 $ 1,319,931 $ 1,209,463 $ 1,169,368 $ 1,249,557 $ 1,277,157 2,003,682 1,846,513 1,935,659 2,213,695 2,175,052 2,212,556 1,118,935 1,248,509 1,248,942 1,374,400 1,356,585 1,390,948 1,124,819 1,207,553 1,099,863 1,203,857 1,234,130 1,260,904 66,922 71,973 67,769 72,716 70,400 72,234 2,011,972 2,061,497 7,063,088 1,985,039 1,989,515 1,987,215 7,560,509 7,755,976 12,624,784 8,019,075 8,075,239 8,201,014 1,790,265 567,560 2,078,787 1,398,872 1,914,400 1,469,000 2,082,550 2,085,268 1,996,115 2,010,316 2,008,715 2,010,715 745,009 1,770,465 360,457 344,325 333,225 317,125 20,438 23,034 23,784 - - - 4,638,262 4,446,327 4,459,143 3,753,513 4,256,340 3,796,840 $ 12,198,771 $ 12,202,303 $ 17,083,927 $ 11,772,588 $ 12,331,579 $ 11,997,854 $ 14,268,644 $ 17,950,722 $ 11,873,237 $ 10,762,018 $ 9,681,710 $ 9,370,696 - - 265,032 - - - 14,268,644 17,950,722 12,138,269 10,762,018 9,681,710 9,370,696 4,203,289 9,216,968 4,150,010 4,175,287 4,194,487 4,217,987 $ 10.065.355 $ 8.733.754 $ 7.988.259 $ 6.586.731 $ 5.487.223 $ 5.152.709 1) Same Fund Transfers required by bond covenants *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 0.1.3 VIVA 9A Me] UA Mil 9 Eel Ll 6y 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. MR] HIGHLIGHTS • Completion of an Aquifer Storage and Recovery study that will allow treated water to be stored in the Jordan aquifer during low demand periods and be used during high demand periods. The benefit of retrofitting and using an existing facility will preclude the water system from needing to construct additional source and treatment capacity for future demands. • A Student Operator Program, that was created in 2012 as a cooperative endeavor with the University Of Iowa College Of Engineering, provides training and experience that is beneficial for the Water Division and the students. The will be expanded in FY "15 by adding two (2) additional students to perform weekend operations and summer distribution work. • Continuation of inspection, repair and replacement of distribution system assets, i.e. hydrants, valves, and water main, by distribution staff has been supported by the introduction of asset management software and hardware. • Water main breaks increased due to drought conditions in FY '14 will continue in FY '15 as drought conditions continue. Recent Accomplishments • Competed water distribution pressure zone study • Drinking water compliance rate is 100 %. • Repaired 94 water main breaks in FY13 up from 57 in FY12 • City added 8,565 feet of water main in FY13 • Automated Water Meter Reading (AMR) system to be completed in FY16. Staffing: 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. • Replace and repair aging infrastructure in a timely manner • Planning and implementation of pressure zones as the City water system continues to grow. Added 25% of a Project Support Assistant position in Water Administration in FY2015 budget. Service Level Changes for FY2016: • Water rate increases proposed for capital improvement program funding. • Complete expansion of the student operator program. «n: FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE's 32.75 31.75 32.00 Added 25% of a Project Support Assistant position in Water Administration in FY2015 budget. Service Level Changes for FY2016: • Water rate increases proposed for capital improvement program funding. • Complete expansion of the student operator program. «n: Financial Highlights: Water service charges in Water Administration are higher by 11.1% due to a proposed rate increase of 5% in FY2015 and an increase in user activity stemming from the droubt during FY2013. Services expenditures also increased in the Water Administration activity due to an increase in insurance reserve payments and administrative charges. There is $206,500 budgeted in FY2015 under the Water Distribution System for water main repairs that is in addition -to the capital improvement project transfers. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Strategic Economic Development Activities Ensure the water distribution system delivers high quality water in sufficient quantities to meet development opportunities. 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. Water Pumped (millions of gallons) FY 2011 FY 2012 FY 2013 10 Year Average 1,989.3 2,008.2 2,031.6 2,028.6 New Water Main (feet) «y FY 2011 FY 2012 FY 2013 Subdivisions 2,627 5,745 4,444 Projects 0 4,823 251 «y Water Main Replaced (feet) Miles of Main Strategic Plan Goal Department Goal: Department Objective Performance Measures: Bacterial Samples FY 2011 FY 2012 FY 2013 3,393 3,807 8,435 FY 2011 FY 2012 FY 2013 261 262 263 Enhanced Communication and Marketing 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 FY 2011 FY 2012 FY 2013 840 890 920 948 Main Breaks Service Work Orders FY 2011 FY 2012 FY 2013 10 Year FY 2011 FY 2012 FY 2013 3,600 Average 56 57 95 64 FY 2011 FY 2012 FY 2013 10 Year Average 3,691 5,441 3,596 3,600 ORN Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Efficiently distribute high quality water to a growing city. Identify energy and leak efficiency opportunities. Non - Account Water Percentage Strategic Plan Goal Department Goal: Department Objective Performance Measures: Number of Hydrants Healthy Neighborhoods 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. FY 2011 FY 2012 FY 2013 10 Year FY 2011 FY 2012 FY 2013 Average 11.0% 8.3% 7.1% 8.1% Healthy Neighborhoods 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. FY 2011 FY 2012 FY 2013 3,240 3,316 3,372 Number of Hydrants Flushed FY 2011 FY 2012 FY 2013 3,899 4,000 3,970 «x3 City of Iowa City Activity Summary Activity: Water Administration (730110) Fund: Water (7300) Division: Water (730100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues Royalties & Commiss Charges For Fees And Services Water Charges Miscellaneous Printed Materials Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Misc Transfers In Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures $ 138,013 $ 567,240 $ 144,253 $ 147,967 $ 144,253 $ 144,650 790 846 913 846 913 970 7,695,498 7,805,858 8,261,741 7,805,858 8,670,133 9,098,945 30 16 12 - - - - 4,000 2,000 4,000 2,000 2,000 1,500 494 2,377 494 370 430 - 729 98 - - - - - 16,878 - - - $ 7,835,831 $ 8,379,183 $ 8,428,272 $ 7,959,165 $ 8,817,669 $ 9,246,995 $ 213,678 $ 238,090 $ 236,466 $ 241,000 $ 260,848 $ 268,673 1,011,456 1,074,857 968,897 924,138 981,017 1,000,637 9,045 4,717 4,100 4,230 7,692 7,846 - 2,267 - - - - $ 1,234,179 $ 1,319,931 $ 1,209,463 $ 1,169,368 $ 1,249,557 $ 1,277,157 Personnel Services - FTE 2012 2013 2014 2015 Asst Supt- Water 1.00 1.00 1.00 1.00 Water Superintendent 1.00 1.00 1.00 1.00 Project Support Assistant - - - 0.25 Total Personnel 2.00 2.00 2.00 2.25 31*EI City of Iowa City Activity Summary Activity: Water Treatment Plant Ops (730120) Fund: Water (7300) Division: Water (730100) Department: Public Works Expenditures Personnel 2011 2012 2013 2014 2015 2016 930,281 Actual Actual Actual Revised Budget Projection Revenues: 753,063 808,276 824,442 Supplies Miscellaneous 325,315 357,683 384,445 421,495 Other Misc Revenue $ 6,000 $ 1,742 $ 140,926 $ 1,742 $ - $ - Other Financial Sources 15,000 - Total Expenditures $ 2,003,682 Sale Of Assets - - 362 - - - Total Revenues $ 6,000 $ 1,742 $ 141,288 $ 1,742 $ - $ - Expenditures Personnel $ 786,240 $ 847,317 $ 873,952 $ 900,551 $ 930,281 $ 958,189 Services 723,904 671,238 698,569 753,063 808,276 824,442 Supplies 379,403 325,315 357,683 384,445 421,495 429,925 Capital Outlay 114,135 2,643 5,455 175,636 15,000 - Total Expenditures $ 2,003,682 $ 1,846,513 $ 1,935,659 $ 2,213,695 $ 2,175,052 $ 2,212,556 Personnel Services - FTE 2012 2013 2014 2015 Laboratory Technician - Water 0.50 0.50 0.50 0.50 Maintenance Operator- Water 4.00 4.00 3.00 3.00 M.W. I - Water Plant 1.00 1.00 1.00 1.00 Sr. M.W. Water Plant 1.00 1.00 1.00 1.00 Sr. T. P.O. - Water 1.00 1.00 1.00 1.00 T. P.O. - Water 4.00 4.00 4.00 4.00 Total Personnel 11.50 11.50 10.50 10.50 Capital Outlay Drought Mitigation Projects Exhaust Catalyst for Generator Liquivision - Reservoir inspection /clean Replace 2 Turbidimeters and Controllers Replace 2 Variable Frequency Drives Silurian Well #1 Var. Frequency Drive Replacements Replace Power Mixer Total Capital Outlay WX 2014 2015 $ 20,000 $ - 53,000 - 8,490 - 5,146 - 40,000 - 7,000 - 42,000 - - 15,000 $ 175,636 $ 15,000 City of Iowa City Activity Summary Activity: Water Distribution System (730130) Fund: Water (7300) Division: Water (730100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Rents Intergovernmental Fed Intergovnt Rev Disaster Assistance Charges For Fees And Services Water Charges Miscellaneous Misc Merchandise Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures $ 650 $ - $ 1,000 $ - $ 1,000 $ 1,000 26,319 2,849 - 317 24,873 80,239 72,437 80,239 72,437 76,340 10,902 4,384 10,785 4,384 10,785 10,800 $ 62,744 $ 87,789 $ 84,222 $ 84,623 $ 84,222 $ 88,140 $ 599,355 $ 676,380 $ 669,959 $ 728,590 $ 786,149 $ 809,733 183,691 183,895 193,581 215,534 211,089 215,311 178,914 179,872 128,887 212,776 152,847 155,904 156,975 208,362 256,515 217,500 206,500 210,000 $ 1,118,935 $ 1,248,509 $ 1,248,942 $ 1,374,400 $ 1,356,585 $ 1,390,948 Personnel Services - FTE 2012 2013 2014 2015 M. W. II - Water Distribution 4.00 4.00 4.00 4.00 M. W. III -Water Distribution 2.00 2.00 2.00 2.00 Sr. M.W. - Water Distribution 1.00 1.00 1.00 1.00 Utilities Technician - Water 1.00 1.00 1.00 1.00 Total Personnel 8.00 8.00 8.00 8.00 Capital Outlay Water main repairs- contracted improvemnt Total Capital Outlay OKI 2014 2015 $ 217,500 $ 206,500 $ 217,500 $ 206,500 City of Iowa City Activity Summary Activity: Water Customer Service (730140) Fund: Water (7300) Division: Water (730100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Water Charges Miscellaneous Misc Merchandise Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures $ 311,333 $ 339,740 $ 339,100 $ 339,740 $ 339,100 $ 339,420 18,141 751 1,565 751 1,565 1,570 - - 15,865 - - - $ 329,474 $ 340,491 $ 356,530 $ 340,491 $ 340,665 $ 340,990 $ 695,669 $ 757,364 $ 758,713 $ 778,044 $ 795,758 $ 819,631 144,023 128,038 130,806 118,953 121,229 123,654 16,620 12,380 12,661 13,590 23,823 24,299 268,507 309,771 197,683 293,270 293,320 293,320 $ 1,124,819 $ 1,207,553 $ 1,099,863 $ 1,203,857 $ 1,234,130 $ 1,260,904 Personnel Services - FTE 2012 2013 2014 2015 Building Inspector 1.00 1.00 1.00 1.00 Customer Service Coord 1.00 1.00 1.00 1.00 M. W. II - Water Service 2.00 2.00 2.00 2.00 M. W. I II - Water Service 1.00 1.00 1.00 1.00 M.W. I - Meter Reader 1.00 1.00 1.00 1.00 M.W. I -Water Customer Service 3.00 3.00 3.00 3.00 Water Services Clerk 1.75 1.75 1.75 1.75 Total Personnel 10.75 10.75 10.75 10.75 Capital Outlay Radio read devices Water Meters Total Capital Outlay «1n 2014 2015 $ 105,500 $ 110,150 187,770 183,170 $ 293,270 $ 293,320 City of Iowa City Activity Summary Activity: Water Public Relations (730150) Fund: Water (7300) Division: Water (730100) Department: Public Works Personnel Services - FTE 2012 2013 2014 2015 Public Info /Ed Coord - Pub Wks 0.50 0.50 0.50 0.50 Total Personnel 0.50 0.50 0.50 0.50 Activity: Water Debt Service (730800) Fund: Water (7300) Division: Water (730100) Department: Public Works Revenues: Use Of Money And Property Interest Revenues Other Financial Sources Debt Sales Bond Ordinance Transfers In Total Revenues Expenditures: Services Other Financial Uses Revenue Bonds Principal & Interest Payments Total Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection $ 3,161 $ - $ 15 $ - $ - $ - - 4,989,908 - - - - 2,082,551 2,085,268 1,996,115 2,010,316 2,008,715 2,010,715 $ 2,085,712 $ 7,075,176 $ 1,996,130 $ 2,010,316 $ 2,008,715 $ 2,010,715 $ - $ 88 $ 12,810 $ 92 $ - $ - 2,011,972 2,061,409 7,050,278 1,984,947 1,989,515 1,987,215 $ 2,011,972 $ 2,061,497 $ 7,063,088 $ 1,985,039 $ 1,989,515 $ 1,987,215 31I7 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Expenditures: Personnel $ 45,079 $ 40,582 $ 40,605 $ 40,810 $ 42,608 $ 43,886 Services 21,457 30,522 26,370 30,800 27,038 27,579 Supplies 386 869 794 1,106 754 769 Total Expenditures $ 66,922 $ 71,973 $ 67,769 $ 72,716 $ 70,400 $ 72,234 Personnel Services - FTE 2012 2013 2014 2015 Public Info /Ed Coord - Pub Wks 0.50 0.50 0.50 0.50 Total Personnel 0.50 0.50 0.50 0.50 Activity: Water Debt Service (730800) Fund: Water (7300) Division: Water (730100) Department: Public Works Revenues: Use Of Money And Property Interest Revenues Other Financial Sources Debt Sales Bond Ordinance Transfers In Total Revenues Expenditures: Services Other Financial Uses Revenue Bonds Principal & Interest Payments Total Expenditures 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection $ 3,161 $ - $ 15 $ - $ - $ - - 4,989,908 - - - - 2,082,551 2,085,268 1,996,115 2,010,316 2,008,715 2,010,715 $ 2,085,712 $ 7,075,176 $ 1,996,130 $ 2,010,316 $ 2,008,715 $ 2,010,715 $ - $ 88 $ 12,810 $ 92 $ - $ - 2,011,972 2,061,409 7,050,278 1,984,947 1,989,515 1,987,215 $ 2,011,972 $ 2,061,497 $ 7,063,088 $ 1,985,039 $ 1,989,515 $ 1,987,215 31I7 31*F] Water Revenue Bonds Outstanding Debt Obligation at June 30, 2014 Summary by Individual Issue Fiscal Year Principal & Outstanding June 30, 2014 :Iss:ueise Debt Paid Interest of Funds Amount of in Full Payments Principal Interest Total Issue FY2014 Obligation 2008 / Refunding 1999B Capital Loan Notes 7,115,000 2025 605,094 5,315,000 1,306,844 6,621,844 2009 Water Revenue Refunding 9,750,000 2026 847,938 7,930,000 2,260,794 10,190,794 of Series 2000 Revenue Bonds 2012C Water Revenue Refunding of Series 4,950,000 2023 531,915 4,500,000 390,790 4,890,790 2002 Revenue Bonds Total -Water Revenue Bonds 1,984,946 17,745,000 3,958,428 21 31*F] 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 Payments Paid from Water Revenues Principal Outstanding Beginning of Fiscal Year Coupon Rate Princi al Interest T 3.500% 2015 395,000 206,925 601,925 601,925 5,315,000 2016 1 410,000 192,838 602,838 1 602,838 4,920,000 3.500% 3.750% 4.000% 2017 425,000 177,694 602,694 602,694 4,510,000 2018 445,000 160,825 605,825 605,825 4,085,000 2019 460,000 142,725 602,725 602,725 3,640,000 4.000% 4.000% 4.000% 2020 475,000 124,025 599,025 599,025 3,180,000 2021 495,000 104,625 599,625 599,625 2,705,000 2022 515,000 84,103 599,103 599,103 2,210,000 4.125% 4.250% 4.375% 2023 540,000 62,006 602,006 602,006 1,695,000 2024 565,000 38,172 603,172 603,172 1,155,000 2025 590,000 12,906 602,906 602,906 590,000 4.375% Totals m66/30/14 4 5,315,000 1,306,844 6,621,844 6,621,844 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 aoX 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. Payments Principal Paid by Outstanding Coupon Fiscal Water Revenues Beginning of Rate Year Princi al Interest T Fiscal Year 4.00% 2015 520,000 327,538 847,538 847,538 7,930,000 2016 1 540,000 306,338 846,338 1 846,338 7,410,000 4.00% 4.00% 4.00% 2017 560,000 284,338 844,338 844,338 6,870,000 2018 585,000 261,438 846,438 846,438 6,310,000 2019 610,000 237,538 847,538 847,538 5,725,000 4.00% 4.00% 4.25% 2020 635,000 212,638 847,638 847,638 5,115,000 2021 665,000 185,806 850,806 850,806 4,480,000 2022 695,000 156,038 851,038 851,038 3,815,000 4.50% 4.50% 4.50% 20M 725,000 124,088 849,088 849,088 3,120,000 20 760,000 90,675 850,675 850,675 2,395,000 20 800,000 55,575 855,575 855,575 1,635,000 4.50% 20 835,000 18,788 853,788 853,788 835,000 4.50% Tota 2,260,794 LA 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 aoy 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. Payments Principal Paid by Outstanding Coupon Fiscal Water Revenues Beginning of Rate Year Princi al Interest T Fiscal Year 1.50% 2015 465,000 75,053 540,053 540,053 4,500,000 2016 1 470,000 68,040 538,040 1 538,040 4,035,000 1.50% 1.50% 1.50% 2017 480,000 60,915 540,915 540,915 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 1.50% 2.00% 2.00% 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 1,070,000 2.00% 2023 540,000 5,670 545,670 545,670 540,000 2.10% Totals @ 4,500,000 imi 06/30/14 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 aora Water Revenue Bonds - Summary Debt Repayment Schedule by Fiscal Year Payments Principal cal Principal Inter Paid by Water Revenue Outstanding Beginning of Fiscal Year ____TjilkbmL_ 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 1 21,703,428 21,703,4 H*] INAWI yMKe]4Met9EelLI101LI 1I] 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, 2013 was $719,427, a 47.6% increase from fiscal year 2012. The increase primarily stems from an adjustment upward of $272,859 due to the change in accounting methodology from cash basis to modified accrual basis. The increase primarily represents refuse collection fees receivable at year end. Fund Balance (,) $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $o ill FY12 FY13 FY14 FY15 ■Unassigned 1 $461,736 1 $487,466 1 $719,427 1 $744,514 1 $755,691 (1) FY14 and FY15 figures are estimates, FY11 and FY12 are cash basis FY14 fund balance is estimated to increase by 3.5% compared to FY13 primarily due to a decrease in capital outlay expenditures. FY15 fund balance is projected to increase 1.5% which includes a proposed refuse fee increase of $.40 per month. The proposed fee increase allows the Refuse Collection fund to project a positive cash flow in FY15. The Refuse Collection fund has no restricted or assigned fund balances. Revenue: The Refuse Collection operations are funded by user fees. The following schedule presents current user fees and the proposed FY15 fees. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. The FY15 schedule includes a proposed fee increase for garbage collection fees of $.40 per month. :r1H! Current FY15 Proposed Garbage Collection $11.40 $11.80 Curbside Recycling per Unit $4.10 $4.10 Appliance Collection $20.00 $20.00 :r1H! Bulky Item Pickup: First item $12.50 $12.50 Additional items $6.00 $6.00 Yard Waste: Per bag $1.25 $1.25 Annual sticker $25.00 $25.00 Revenue: Refuse charges for services fund nearly 100% of refuse collection operations. General use permits and interest on investments comprise less than 0.3% of Refuse Collection estimated revenue. Fiscal year 2015 revenue is estimated at 1.1 % higher than fiscal year 2014 revenue including the proposed garbage collection fee increase. FY15 Adopted - $3,017,982 0% ■ Charges for Services ■ General Use Permits ■ Interest on Investments Expenditures: The FY15 adopted budget represents a 1.6% increase from FY14 estimated expenditures. The increase is predominantly from increases in equipment operating costs and capital outlay costs. Capital outlay costs include the purchase of refuse carts and lids and the half of a forklift that the cost is being shared with the Streets division. FY15 Adopted - $3,006,805 2% —\ 2% • Personnel • Services • Supplies ■ Capital Outlay HIM City of Iowa City Refuse Collection (7400) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 309,692 $ 461,736 $ 487,466 $ 719,427 $ 744,514 $ 755,691 Revenues: 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 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 Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 3,696 $ 4,150 $ 5,500 $ 4,150 $ 5,500 $ 5,500 615 661 1,131 661 1,131 1,140 2,895,030 2,953,846 2,936,096 2,980,104 3,009,096 3,043,249 144 29 2,309 - 2,255 930 $ 2,899,485 $ 2,958,686 $ 2,945,036 $ 2,984,915 $ 3,017,982 $ 3,050,819 $ 484,281 $ 509,411 $ 530,439 $ 518,582 $ 514,763 $ 525,286 1,153,522 1,266,536 1,268,670 1,321,132 1,286,089 1,303,484 321,686 338,974 276,988 220,638 303,344 310,981 625,208 633,688 658,437 705,323 728,641 747,904 162,744 184,347 195,400 194,153 173,968 178,633 2,747,441 2,932,956 2,929,934 2,959,828 3,006,805 3,066,289 - - - 56,000 - - - $ 2,747,441 $ 2,932,956 $ 2,985,934 $ 2,959,828 $ 3,006,805 $ 3,066,289 $ 461,736 $ 487,466 $ 446,568 $ 744,514 $ 755,691 $ 740,221 - - 272,859 - - - 461,736 487,466 719,427 744,514 755,691 740,221 $ 461,736 $ 487,466 $ 719,427 $ 744,514 $ 755,691 $ 740,221 17% 17% 24% 25% 25% 24% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 HIN NA11M Mole] 4 Met Ice] to] UA Mil 9 Eel Ll 6y 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 15,177 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 14,634 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. :[171 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. HIGHLIGHTS In fiscal year 2013 Refuse Collection handled: • 8,956 tons of refuse • 1,433 tons of yard waste • 1,542 tons of recycling • 2,323 bulk items from the curbside • 193 appliances from the curbside • 292 electronics from the curbside • 15,177 households serviced weekly 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. Staffing: Upcoming Challenges: • Implement recycling pilot program for multifamily complexes /condos. • Acquire 500 additional refuse carts • Continue planning for transferring refuse operations from current location to new public works facility location There a no staffing increases or decreases adopted in the FY2015 budget. One FTE is being adjusted from Refuse Operations to Yard Waste Collections for cost purposes. Service Level Changes for FY2016: • No service levels changes are planned. :111.1 FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE's 20.35 19.35 19.35 There a no staffing increases or decreases adopted in the FY2015 budget. One FTE is being adjusted from Refuse Operations to Yard Waste Collections for cost purposes. Service Level Changes for FY2016: • No service levels changes are planned. :111.1 Financial Highlights: Capital outlay in the Refuse Operations was increased by $12,500 to pay for one -half of a forklift that the other half is being funded by the Streets division. Services expenditures in the Yard Waste Collection operations increased by $31,545 or 40.2% due to an increase in Equipment Fund operating and replacement charges. Refuse charge budgeted revenue increased by 4.6% due to the proposed service charge rate increase in Refuse Operations activity. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing & Healthy Neighborhoods Provide sustainable and cost - effective services for residents that divert material from the landfill. Continue to provide exceptional curbside recycling, yard waste, appliance, and electronic waste collection services to Iowa City residents. White Goods — Scheduled Pickups FY 2011 FY 2012 FY 2013 Residential Refuse Collection Accounts 14,960 15,030 15,177 Refuse Tonnages 8,969 8,935 8,956.29 Recycling Tonnages 1,471 1,528 1,541.65 Yard Waste Tonnages 1,730 1,638 1,433.38 White Goods — Scheduled Pickups HO] FY 2011 FY 2012 FY 2013 Bulk Items 2,414 2,382 2,323 Appliances 245 243 193 Electronics 191 203 292 Tires 20 10 11 White Goods Route Total Tonnages 258.76 280.91 253.65 HO] Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods Continue the collection of illegally dumped material on City property and rights of way. Maintain clean and safe neighborhoods. Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Strong Urban Core Continue the collection of illegally dumped material in the Central Business District alleys. Maintain a clean and safe environment for a vibrant downtown. FY 2011 FY 2012 FY 2013 Bulk items 34 53 43 Appliances 10 9 4 Electronics 10 9 13 Tires 38 14 6 Deer 10 20 27 Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Strong Urban Core Continue the collection of illegally dumped material in the Central Business District alleys. Maintain a clean and safe environment for a vibrant downtown. art] FY 2011 FY 2012 FY 2013 Bulk items 53 63 76 Appliances 9 12 10 Electronics 12 6 6 Tires 9 0 0 art] City of Iowa City Activity Summary Activity: Refuse Administration (740110) Fund: Refuse Collection (7400) Division: Refuse Collection (740100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: 2012 2013 2014 2015 Asst Supt Streets /Solid Waste 1.00 1.00 1.00 1.00 Clerk /Typist - Solid Waste 1.00 Use Of Money And Property 1.00 1.00 Supt Streets /Solid Waste 0.35 0.35 0.35 0.35 Total Personnel 2.35 2.35 2.35 Interest Revenues $ 615 $ 661 $ 1,131 $ 661 $ 1,131 $ 1,140 Charges For Fees And Services Refuse Charges 175 175 200 175 200 200 Miscellaneous Other Misc Revenue 34 - - - - - Other Financial Sources Total Revenues $ 824 $ 836 $ 1,331 $ 836 $ 1,331 $ 1,340 Expenditures: Personnel $ 198,403 $ 213,718 $ 213,723 $ 222,336 $ 226,812 $ 233,616 Services 285,391 294,933 315,872 295,455 285,341 291,048 Supplies 487 760 844 791 2,610 622 Total Expenditures $ 484,281 $ 509,411 $ 530,439 $ 518,582 $ 514,763 $ 525,286 Personnel Services - FTE 2012 2013 2014 2015 Asst Supt Streets /Solid Waste 1.00 1.00 1.00 1.00 Clerk /Typist - Solid Waste 1.00 1.00 1.00 1.00 Supt Streets /Solid Waste 0.35 0.35 0.35 0.35 Total Personnel 2.35 2.35 2.35 2.35 411 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 Actual Revised Budget Projection Revenues: $ 441,607 $ 487,832 $ 473,964 $ 556,240 $ 507,345 $ 522,565 Licenses And Permits 704,676 710,962 698,053 724,635 725,900 740,418 General Use Permits $ 3,696 $ 4,150 $ 5,500 $ 4,150 $ 5,500 $ 5,500 Charges For Fees And Services - 61,245 90,815 32,500 45,000 32,500 Refuse Charges 2,029,857 2,023,519 2,047,890 2,027,420 2,120,890 2,129,900 Miscellaneous Other Misc Revenue 110 29 2,266 - 2,255 930 Total Revenues $ 2,033,663 $ 2,027,698 $ 2,055,656 $ 2,031,570 $ 2,128,645 $ 2,136,330 Expenditures Personnel $ 441,607 $ 487,832 $ 473,964 $ 556,240 $ 507,345 $ 522,565 Services 704,676 710,962 698,053 724,635 725,900 740,418 Supplies 7,239 6,497 5,838 7,757 7,844 8,001 Capital Outlay - 61,245 90,815 32,500 45,000 32,500 Total Expenditures $ 1,153,522 $ 1,266,536 $ 1,268,670 $ 1,321,132 $ 1,286,089 $ 1,303,484 Personnel Services - FTE 2012 2013 2014 2015 M.W. I - Refuse 4.00 4.00 3.00 2.00 M.W. 11 - Refuse 4.00 4.00 4.00 4.00 M. W. III - Refuse - - 1.00 1.00 Total Personnel 8.00 8.00 8.00 7.00 Capital Outlay Refuse carts and lids Forklift (1/2 split with Streets Division) Total Capital Outlay MN 2014 2015 $ - $ 32,500 - 12,500 $ - $ 45,000 City of Iowa City Activity Summary Activity: Yard Waste Collection (740130) Fund: Refuse Collection (7400) Division: Refuse Collection (740100) Department: Public Works Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. I - Refuse M.W. 11 - Refuse M. W. III - Refuse Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 131,389 $ 130,124 $ 115,036 $ 145,264 $ 115,036 $ 130,150 $ 131,389 $ 130,124 $ 115,036 $ 145,264 $ 115,036 $ 130,150 $ 216,274 $ 233,672 $ 153,907 $ 108,073 $ 157,025 $ 161,736 67,966 75,065 105,623 78,545 110,090 112,292 37,446 30,237 17,458 34,020 36,229 36,954 $ 321,686 $ 338,974 $ 276,988 $ 220,638 $ 303,344 $ 310,981 2012 2013 2014 2015 2.00 2.00 1.00 2.00 1.00 1.00 - - 1.00 1.00 - - 4.00 4.00 1.00 2.00 413 City of Iowa City Activity Summary Activity: Curbside Recycling Collection (740140) Fund: Refuse Collection (7400) Division: Refuse Collection (740100) Department: Public Works Revenues: Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. II - Refuse Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 705,261 $ 771,445 $ 751,391 $ 771,445 $ 751,391 $ 761,420 43 _ - $ 705,261 $ 771,445 $ 751,434 $ 771,445 $ 751,391 $ 761,420 $ 374,249 $ 401,583 $ 421,717 $ 450,729 $ 469,045 $ 483,116 213,790 232,105 236,620 238,544 243,442 248,311 37,169 - 100 16,050 16,154 16,477 $ 625,208 $ 633,688 $ 658,437 $ 705,323 $ 728,641 $ 747,904 2012 2013 2014 2015 5.00 5.00 6.00 6.00 5.00 5.00 6.00 6.00 Activity: White Goods /Bulky Collection (740150) Fund: Refuse Collection (7400) Division: Refuse Collection (740100) Department: Public Works Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. I - Refuse Total Personnel 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection $ 28,348 $ 28,583 $ 21,579 $ 35,800 $ 21,579 $ 21,579 $ 28,348 $ 28,583 $ 21,579 $ 35,800 $ 21,579 $ 21,579 $ 110,374 $ 129,978 $ 142,120 $ 138,307 $ 118,586 $ 122,144 52,270 54,369 53,280 55,846 55,382 56,490 100 - - - - - $ 162,744 $ 184,347 $ 195,400 $ 194,153 $ 173,968 $ 178,633 2012 2013 2014 2015 1.00 1.00 2.00 2.00 1.00 414 1.00 2.00 2.00 IW!UIQaII NO] LlI C 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 fund balance on June 30, 2013 was $24.6 million, a 10.2% increase from the FY12 year -end fund balance. Of the $24.6 million, $18.5 million was restricted in use per Iowa State code for site closure, post closure, and environmental protection costs and reserved for landfill cell replacement. The fund balance increase was primarily due to the early repayment of inter -fund loan balances by other City funds. Also in FY13, an adjustment was made for the conversion from the cash basis method of accounting to the modified accrual basis. This resulted in an adjustment of fund balance upward by $652,943. The increase was primarily due to the insurance recovery receivable pertaining to the landfill fire in 2012. Fund Balance (,) $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $o 2011 2012 2013 2014 2015 ■Unassigned $9,509,169 $6,782,765 $6,117,030 $4,330,078 $3,740,768 ■Restricted $14,660,572 $15,560,790 $18,499,309 $19,762,728 $20,703,026 (1) FY14 and FY15 figures are estimates, FY1land FY12 are cash basis FY14 unassigned fund balance of $4,330,078 is a 29.2% decrease over the FY13 unassigned fund balance. In FY15, the unassigned fund balance is estimated to decrease another $589,310 or 13.61 %. These reductions in unassigned fund balance are primarily attributed to the transfer of resources into the replacement and closure /post - closure reserves. State law requires landfill fund balance restrictions as follows: • 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. :11M • 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 $19.76 million at the end of FY14. The Landfill fund has several outstanding inter -fund loans. Over the past two years, the Landfill has called most of its inter -fund loans due to the fire event in the FY09 cell. The following loans remain outstanding at the end of fiscal year 2014: UI Hangar #3436 - 560300 2030 Acquis. Loan Final Outstanding Total Iowa City Community Compost 13,273.43 Loan Date Amount I Payment As of 6/30/14 Payment Principal Interest Transit Fund: Total Airport 828,788.79 peripherals) 64,698.26 Bulk electronic waste (with no TV or Transit- Court St. Daycare 6/302005 400,000.00 2016 86,038.79 57,595.55 56,388.03 1,207.52 Total Transit 88,514.48 86,038.79 57,595.55 56,388.03 1,207.52 UI Hangar #3436 - 560300 2030 338,798.84 28,698.26 Iowa City Community Compost (per ton 15,424.83 Iowa City Community Compost 13,273.43 minimum F: Corp. Hangar #37330 6/302000 723,439.83 2034 489,989.95 $10 36,000.00 $2 17,330.60 $10 19,298.38 Total Airport 828,788.79 peripherals) 64,698.26 Bulk electronic waste (with no TV or 32,126.45 monitor 32,571.81 Total inter -fund loans 914,827.58 122,293.81 88,514.48 33,779.33 Revenue: The Landfill is supported by user fees. Thee major fees charged are summarized as follows Iowa City residents: $38.50 per ton Non -Iowa City residents: $43.50 per ton ($3 for load less than 140 lbs.; approx. $0.50 for each 20 lb. increment over 140) MITI FY14 Rates Iowa City Community Compost (per ton $20 Iowa City Community Compost $2 minimum Wood chip mulch (per ton) $10 Wood chip mulch (minimum) $2 TV or monitor ( <18 ", includes $10 peripherals) TV or monitor ( >_ 18 ", includes $15 peripherals) Bulk electronic waste (with no TV or $2 per item monitor MITI There are no proposed fee increases in fiscal year 2015. Revenue: FY15 Adopted - $5,288,063 2% 1% • Landfill & Refuse Charges for Services • Use of Money & 40 Property ■ Misc Revenue Landfill charges of $4,733,705 and Refuse charges of $383,760 comprise approximately 97% of the landfill's revenue Total revenues are estimated to decrease by 2.8% from FY14 to FY15 partly due to the City's own recycling efforts. 311151 Expenditures: FY15 Adopted - $4,375,589 4% 3% • Personnel • Services 4D • Supplies ■ Capital Outlay FY15 budgeted expenditures represent a 8.7% decrease from the FY14 amended budget. This decrease is primarily due to a decrease in engineering services. The Landfill fund FY15 budget includes a $650,000 transfer to the Capital Projects fund for capital improvements. City of Iowa City Landfill (7500 - 7504) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Projection Projection Fund Balance *, July 1 $ 28,845,573 $ 24,169,947 $ 22,343,555 $ 24,616,339 $ 24,092,806 $ 24,443,794 Revenues: $ 918,778 $ 739,412 $ 647,597 $ 894,623 $ 667,905 $ 683,273 Use Of Money And Property 3,455,789 3,483,600 3,402,742 3,799,291 3,608,305 3,689,622 Interest Revenues $ 207,297 $ 170,245 $ 114,833 $ 170,245 $ 70,894 $ 71,090 Rents 26,531 40,711 25,311 40,711 50,118 50,120 Intergovernmental Other State Grants 5,221 10,425 (210,815) - - - Charges For Fees And Services - - 796,098 747,087 754,557 Refuse Charges 452,116 433,607 383,760 484,454 383,760 387,598 Landfill Charges 5,083,840 4,778,585 4,733,705 4,778,585 4,733,705 4,774,661 Miscellaneous $ 11,399,562 $ 8,725,642 $ 6,271,209 $ 7,087,612 $ 5,772,676 $ 5,229,448 Contrib & Donations 700 250 400 - - - Misc Merchandise 21,216 23,105 19,376 23,105 19,376 21,240 Other Misc Revenue 48,680 25,059 29,133 24,738 30,210 27,170 Other Financial Sources 14,660,572 15,560,790 18,499,309 19,762,728 20,703,026 21,649,972 Sale Of Assets - 6,660 - - - - Sub -Total Revenues 5,845,601 5,488,647 5,095,703 5,521,838 5,288,063 5,331,879 Transfer In: Interfund Loans 878,129 1,410,603 2,795,347 246,143 88,514 63,000 Misc Transfers In - - - 796,098 747,087 754,557 Sub -Total Transfers In 878,129 1,410,603 2,795,347 1,042,241 835,601 817,557 Total Revenues & Transfers In $ 6,723,730 $ 6,899,250 $ 7,891,050 $ 6,564,079 $ 6,123,664 $ 6,149,436 Expenditures Landfill Administration $ 918,778 $ 739,412 $ 647,597 $ 894,623 $ 667,905 $ 683,273 Landfill Operations 3,455,789 3,483,600 3,402,742 3,799,291 3,608,305 3,689,622 Solid Waste Surcharge Reserve 86,979 87,800 92,546 98,770 99,379 101,996 Sub -Total Expenditures 4,461,546 4,310,812 4,142,885 4,792,684 4,375,589 4,474,891 Transfers Out: Capital Project Funding 6,728,838 3,532,608 2,128,324 1,498,830 650,000 - Misc Transfers Out - - 796,098 747,087 754,557 Interfund Loan 209,178 882,222 - - - - Sub -Total Transfers Out 6,938,016 4,414,830 2,128,324 2,294,928 1,397,087 754,557 Total Expenditures & Transfers Out $ 11,399,562 $ 8,725,642 $ 6,271,209 $ 7,087,612 $ 5,772,676 $ 5,229,448 Fund Balance *, June 30 $ 24,169,741 $ 22,343,555 $ 23,963,396 $ 24,092,806 $ 24,443,794 $ 25,363,782 Change in Accounting Method - - 652,943 - - - Adjusted Fund Balance *, June 30 24,169,741 22,343,555 24,616,339 24,092,806 24,443,794 25,363,782 Restricted / Committed /Assigned 14,660,572 15,560,790 18,499,309 19,762,728 20,703,026 21,649,972 Unassigned Balance $ 9,509,169 $ 6,782,765 $ 6,117,030 $ 4,330,078 $ 3,740,768 $ 3,713,809 % of Expenditures 83% 78% 98% 61% 65% 71% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 aP.l WeU IQa14 Ito] UA0A9Eel 1.01 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. :1M 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: • Five drop -off sites collect about 500 tons of materials annually. • Rummage in the Ramp diverts about 25 tons of waste each year, supporting around 30 local non - profit groups with the proceeds. • The electronic waste recycling program has been expanded to the East Side Recycling Center. Recent Accomplishments: • The landfill was accepted as a DNR Environmental Management System, setting goals for continuous progress in designated environmental program areas. • The East Side Recycling Center opened in April 2012. City staff hosts events to educate and promote environmental goals to the community. • Construction was completed on the reconstruction of the cell that was destroyed by fire in 2012 and insurance settlement was finalized. Staffing: Upcoming Challenges: • State's definition of recycling facilities could possibly jeopardize control of waste flow to the landfill. • To develop a recycling program for multi - family residences. • Drawing public and private organizations toward the adoption and implementation of sustainability as a guiding principle for community wide activities. Service Level Changes for FY2016: • No service levels changes are planned. arzu FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE's 17.50 16.50 16.50 Service Level Changes for FY2016: • No service levels changes are planned. arzu Financial Highlights: Services expenditures in the Landfill Administration are budgeted to decrease by $232,197 or 33.3% and services expenditures in the Landfill Operations are budgeted to decrease by $171,092 or 7.4 %, primarily due to a decrease in engineering services of $300,000, a decrease in administrative charges, and a decrease in contracted temporary labor. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing 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 Measures: Tons of Solid Waste Landfilled Organics (Food Waste) Tons Diverted to Composting FY 2011 FY 2012 FY 2013 59 192 FY 2011 FY 2012 FY 2013 116,954 111,790 112,104 Organics (Food Waste) Tons Diverted to Composting FY 2011 FY 2012 FY 2013 59 192 246 Recycling Drop Site Tons Collected FY 2011 FY 2012 FY 2013 569 661 762 Amount ( %) of All Solid Waste Recycled FY 2011 FY 2012 FY 2013 8.2% 13.6% 12.2% 421 City of Iowa City Activity Summary Activity: Landfill Administration (750110) Fund: Landfill (7500) Division: Landfill (750100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: 2012 2013 2014 2015 Assist Supt - Landfill 1.00 1.00 1.00 1.00 Sr Clerklfypist - Wastewater 0.50 Use Of Money And Property 0.50 0.50 Wastewater Superintendent 0.50 0.50 0.50 0.50 Total Personnel 2.00 2.00 2.00 Interest Revenues $ 33,278 $ 16,640 $ 35,949 $ 16,640 $ 35,949 $ 36,050 Miscellaneous Other Misc Revenue - 665 509 665 509 470 Other Financial Sources Sale Of Assets - 6,660 - - - - Total Revenues $ 33,278 $ 23,965 $ 36,458 $ 17,305 $ 36,458 $ 36,520 Expenditures: Personnel $ 179,649 $ 177,081 $ 184,193 $ 195,471 $ 201,007 $ 207,037 Services 737,040 560,520 462,615 698,153 465,956 475,275 Supplies 2,089 1,811 789 999 942 961 Total Expenditures $ 918,778 $ 739,412 $ 647,597 $ 894,623 $ 667,905 $ 683,273 Personnel Services - FTE 2012 2013 2014 2015 Assist Supt - Landfill 1.00 1.00 1.00 1.00 Sr Clerklfypist - Wastewater 0.50 0.50 0.50 0.50 Wastewater Superintendent 0.50 0.50 0.50 0.50 Total Personnel 2.00 2.00 2.00 2.00 :11% City of Iowa City Activity Summary Activity: Landfill Operations (750120) Fund: Landfill (7500) Division: Landfill (750100) Department: Public Works Revenues: 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 Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Environmental Coord /Landfill Landfill Operator M.W. I - Landfill M.W. II - Eastside Recycling M.W. III - Landfill Recycle Clerk - Landfill Recycling Coordinator Scalehouse Operator Sr. Engineer Sr. M.W. - Landfill Total Personnel Capital Outlay Contracted Improvements Facility Improvements Landscaping Monitoring Instruments Non - Contracted Improvements Other Operating Equipment Roll off containers Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 6,142 $ 9,870 $ 25,973 $ 9,870 $ 1,166 $ 1,170 26,531 40,711 25,311 40,711 50,118 50,120 5,221 10,425 (210,815) 452,116 433,607 383,760 484,454 383,760 4,099,344 3,793,814 3,753,129 4,602,372 4,563,407 387,598 4,602,660 700 250 400 - - - 21,216 23,105 19,376 23,105 19,376 21,240 48,680 24,394 28,624 24,073 29,701 26,700 $ 4,659,950 $ 4,336,176 $ 4,025,758 $ 5,184,585 $ 5,047,528 $ 5,089,488 $ 944,475 $ 983,076 $ 1,001,389 $ 1,157,070 $ 1,175,057 $ 1,210,309 2,356,720 2,300,910 2,224,688 2,317,848 2,146,756 2,189,691 123,873 160,735 96,481 159,373 156,492 159,622 30,721 38,879 80,184 165,000 130,000 130,000 $ 3,455,789 $ 3,483,600 $ 3,402,742 $ 3,799,291 $ 3,608,305 $ 3,689,622 2012 2013 2014 2015 1.00 1.00 1.00 1.00 6.00 6.00 5.00 5.00 1.00 1.00 - - - - 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 0.25 0.25 0.25 0.25 1.50 1.50 1.50 1.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 14.75 423 14.75 13.75 13.75 2014 2015 $ 115,000 $ 100,000 10,000 - 5,000 5,000 10,000 10,000 5,000 - 5,000 - 15,000 15,000 $ 165,000 $ 130,000 City of Iowa City Activity Summary Activity: Solid Waste Surcharge Reserve (750220) Fund: Landfill (7500) Division: Landfill (750100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Landfill Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Recycling Coordinator Total Personnel $ 185,147 $ 176,213 $ 170,298 $ 176,213 $ 170,298 $ 172,001 $ 185,147 $ 176,213 $ 170,298 $ 176,213 $ 170,298 $ 172,001 $ 47,762 $ 53,036 $ 54,328 $ 60,823 $ 62,981 $ 64,870 39,217 34,482 38,218 37,654 36,398 37,126 - 282 - 293 - - $ 86,979 $ 87,800 $ 92,546 $ 98,770 $ 99,379 $ 101,996 2012 2013 2014 2015 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 424 /!1101i1:i MIN] Ll I I] 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 fund balance on June 30, 2013 was $298,497, a 55.9% decrease over the FY2012 year -end fund balance. The decrease in fund balance was primarily the result of transfers to the capital projects fund. An adjustment was made in FY13 for the change from cash basis accounting to modified accrual basis of accounting. This resulted in a decrease in fund balance of $14,399 primarily due to contracts and accounts payable. In FY14, fund balance is estimated to increase to $347,331 or 16.36% and is then projected to remain flat in FY15. The FY14 increase in fund balance is anticipated from the continued sale of airport land for development. Fund Balance (,) $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 FY11 FY12 FY13 FY14 FY15 ■Fund Balance $580,651 $676,370 $298,497 $347,331 $347,331 (1) FY14 and FY15 figures are estimates, FY11 and FY12 are cash basis The Airport retains $100,000 of fund balance that is assigned for capital projects at the airport. At June 30, 2014, the Airport fund is expected to have outstanding inter -fund loans with the Landfill fund. A summary of the outstanding loans is as follows: :Yb1 Principal Principal Outstanding Outstanding Final As of Total As of Loan RATE Payment 6/30/13 Payment Principal Interest 6/30/14 UI Hangar #3436 - 560300 4.00% 2030 $353,619.82 $28,698.26 $14,820.99 $13,877.27 $338,798.84 F: Corp. Hangar #37330 4.00% 2034 $506,037.76 $36,000.00 $16,047.81 $19,952.19 $489,989.95 Total due Landfill $859,657.58 $64,698.26 $30,868.80 $33,829.46 $828,788.79 :Yb1 The Airport currently has additional lots for sale in its commercial business park. The sale of one lot was revised into the fiscal year 2014 revised budget. Seventy percent of each lot sale goes towards repaying the Airport's inter -fund loans. The loan balances and payment amounts listed above for the inter -fund loans have not been adjusted to reflect the potential principal payments that may be made due to the sale of commercial lots anticipated in the revised fiscal year 2014 budget. Revenue: For FY15, 92% of Airport fund revenue is provided through rentals of airport property. In addition to the revenue presented in the chart below, the general fund will provide a subsidy to the Airport in FY15. General fund property tax support for the Airport is budgeted to drop 5.4% in FY15 from $72,342 to $68,415. 0% FY15 Adopted - $322,091 8% ■ Rents ■ Interest Revenue ■ Royalties & Commissions Expenditures: In the FY15 adopted budget, operating expenditures increase from the FY14 budget by 4.3% to $358,380. This increase reflects an increase in personnel costs and service expenditures. $40,000 is budgeted for unspecified capital improvements at the airport facilities. FY15 Adopted - $358,380 1% 11% 68% 20% :YZ:i ■ Personnel ■ Services ■ Supplies ■ Capital Outlay City of Iowa City Airport (7600) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 286,364 $ 580,651 $ 676,370 $ 298,497 $ 347,331 $ 347,331 Revenues: $ 350,676 $ 330,776 $ 321,256 $ 343,715 $ 358,380 Use Of Money And Property Sub -Total Expenditures 350,676 330,776 321,256 343,715 Interest Revenues $ 1,170 $ 1,314 $ 1,236 $ 1,314 $ 1,314 $ 1,321 Rents 276,226 282,023 289,305 293,757 295,647 297,635 Royalties & Commiss 17,028 24,248 24,696 24,248 25,130 25,500 Miscellaneous 11,892 - - - InterFund Loan Repay Principal - Landfill Other Misc Revenue - 3,156 110 - - - Other Financial Sources 125,961 384,993 794,501 227,612 32,126 33,349 Sale Of Assets 376,500 400,747 336,936 228,500 - - Sub -Total Revenues 670,924 711,488 652,283 547,819 322,091 324,456 Transfers In: $ 341,404 Change in Accounting Method - - (14,399) Transfer In from General Fund - Subsidy 100,000 100,000 100,000 72,342 68,415 68,415 Sub -Total Transfers In 100,000 100,000 100,000 72,342 68,415 68,415 Total Revenues & Other Financing Sources $ 770,924 $ 811,488 $ 752,283 $ 620,161 $ 390,506 $ 392,871 Expenditures Airport Operations $ 350,676 $ 330,776 $ 321,256 $ 343,715 $ 358,380 $ 365,449 Sub -Total Expenditures 350,676 330,776 321,256 343,715 358,380 365,449 Transfers Out: Capital Project Fund 73,425 49,594 503,369 36,793 - - Operating Subsidy- General Fund 10,219 11,517 11,892 - - - InterFund Loan Repay Principal - Landfill 42,317 323,882 279,240 190,819 32,126 33,349 Sub -Total Transfers Out 125,961 384,993 794,501 227,612 32,126 33,349 Total Expenditures &Transfers Out $ 476,637 $ 715,769 $ 1,115,757 $ 571,327 $ 390,506 $ 398,798 Fund Balance *, June 30 $ 580,651 $ 676,370 $ 312,896 $ 347,331 $ 347,331 $ 341,404 Change in Accounting Method - - (14,399) - - - Adjusted Fund Balance *, June 30 580,651 676,370 298,497 347,331 347,331 341,404 Restricted /Committed /Assigned 9,342 8,687 100,000 100,000 100,000 100,000 Unassigned Balance $ 571,309 $ 667,683 $ 198,497 $ 247,331 $ 247,331 $ 241,404 % of Expenditures 120% 93% 18% 43% 63% 61% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 :11051 Ie110101:4Ito] U A Mil Eel 1.01 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. • The Iowa City Municipal Airport has secured over $17.9 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 • The Airport will be hosting Fly Iowa 2014, a statewide event. • 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 acquisition of Ruppert property with FAA assistance. • Construction of parallel taxiway (phase 2) paving and lighting in progress. • In process of rehabilitating Airport Terminal and Building D roofs. Staffing: Upcoming Challenges: • Maintenance of the Airports aging buildings. • Improve public outreach by hosting more events and activities at the Airport. • To continue to market and sell lots at Airport Commercial Business Park. :1117 FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE's 1.0 1.0 1.0 :1117 Financial Highlights: The Airport operations budget includes $40,000 for building and facility rehabilitation projects. In FY2014, $228,500 of revenue is estimated for the sale of commercial park property. There is no revenue budgeted for the sale of the business park lots in FY2015. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation Develop and maintain adequate funding mechanisms for airport operations and improvements; increase revenue generated by airport operations. Accelerate loan repayments through the sale of airport land for development Annual review of hangar rates to maximize revenue Revenue Generated through Airport Land Sales FY 2011 FY 2012 FY 2013 $376,500 $400,000 $336,936 Outstanding Loan Balance FY 2011 FY 2012 FY 2013 $1,462,780 $1,138,898 $859,658 Inter -Fund Loan Repayments Note: 70% of land sale revenue is directed to inter -fund loan repayments :Y0] FY 2011 FY 2012 FY 2013 Principal $42,317 $323,882 $279,240 Interest $59,442 $57,877 $39,464 Note: 70% of land sale revenue is directed to inter -fund loan repayments :Y0] Hangar Rental Revenue Strategic Plan Goal Department Goal: Department Objective Performance Measures: FY 2011 FY 2012 FY 2013 $235,283 $238,266 $243,658 Strategic Economic Development Activities 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 Fuel Flowage, as a Proxy for Airport Activity Based Aircraft (Number of Aircraft Based at IOVV) FY 2011 FY 2011 FY 2012 FY 2013 Jet Fuel Sold 111,426 153,525 165,644 Av Gas Sold 67,799 70,989 63,339 Total Gallons Sold 179,225 224,514 228,983 Based Aircraft (Number of Aircraft Based at IOVV) FY 2011 FY 2012 FY 2013 84 84 85 :1911] City of Iowa City Activity Summary Activity: Airport Operations (850110) Fund: Airport (7600) Division: Airport Operations (850100) Department: Airport 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti Revenues & Transfers In: 47,181 $ 64,264 $ 67,483 $ 70,179 $ 72,284 269,113 Use Of Money And Property 232,752 230,447 243,607 248,479 5,748 7,718 Interest Revenues $ 1,170 $ 1,314 $ 1,236 $ 1,314 $ 1,314 $ 1,321 Rents 276,226 282,023 289,305 293,757 295,647 297,635 Royalties & Commiss 17,028 24,248 24,696 24,248 25,130 25,500 Miscellaneous Other Misc Revenue - 3,156 110 - - - Other Financial Sources Sale Of Assets 376,500 400,747 336,936 228,500 - - Transfer In from General Fund - Subsidy 100,000 100,000 100,000 72,342 68,415 68,415 Total Revenues & Transfers In $ 770,924 $ 811,488 $ 752,283 $ 620,161 $ 390,506 $ 392,871 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Airport Operations Specialist M.W. I -Airport Total Personnel Capital Outlay Life Cycle Rehabilitation Total Capital Outlay $ 42,320 $ 47,181 $ 64,264 $ 67,483 $ 70,179 $ 72,284 269,113 242,040 232,752 230,447 243,607 248,479 5,748 7,718 5,342 5,785 4,594 4,686 33,495 33,837 18,898 40,000 40,000 40,000 $ 350,676 $ 330,776 $ 321,256 $ 343,715 $ 358,380 $ 365,449 2012 2013 2014 2015 0.75 1.00 1.00 1.00 1.00 - - - 1.75 1.00 1.00 1.00 431 2014 2015 $ 40,000 $ 40,000 $ 40,000 $ 40,000 6"] to] N LV iDiTI A9AMLVi /!UI!Tr]A►ViIALl 111r to] Ll II] The Storm Water Management enterprise fund accounts for the activities of the City's storm water utility. The Storm Water Management fund's fund balance on June 30, 2013 was $773,102 a 4.1% increase from the previous year. In FY13, the ending fund balance was adjusted upward by $77,172 for the change in accounting method from cash basis to modified accrual basis. This increase primarily represents storm water fees receivable at year end. FY14 fund balance is estimated to increase 44.5% over the previous year to $1,116,762. FY15 projected fund balance represents a 44.4% increase over the FY14 estimated year -end balance at $1,613,130. This is due to increases in the storm water utility fees and a decrease in the capital improvement fund transfer. (1) FY14 and FY15 figures are estimates, FY1land FY12 are cash basis 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 utility rate increases were recommended for FY12 -FY14. In FY14, the Equivalent Residential Unit (ERU) increased from $3.00 /month to $3.50 /month. No rate increases are proposed for FY15. FY15 Adopted - $1,202,321 0% 0% • Charges for Services 40 • Interest ■ Misc Revenue :BYJ Expenditures: FY15 adopted expenditures represent an 11.7% decrease from FY14 estimated expenditures. The decrease is primarily attributed to decreases in intra -city chargebacks, and other service expenditures. FY15 capital outlay includes $200,000 for storm sewer maintenance projects and $40,000 for the drain tile program. 50% of a new Project Support Assistant was added to the Storm Water budget in fiscal year 2015. This position is split between the Storm Water, Water, and Wastewater funds. FY15 Adopted - $705,953 • personnel • Services • Supplies 0% 4 ■ Capital Outlay 433 City of Iowa City Storm Water Management (7700) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 1,303,356 $ 664,830 $ 742,906 $ 773,102 $ 1,116,762 $ 1,613,130 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Storm Water Charges Miscellaneous Printed Materials Other Misc Revenue Total Revenues Expenditures: Storm Water Operations Sub -Total Expenditures $ 1,914 $ 1,231 $ 1,919 $ 1,231 $ 1,919 $ 1,930 630,966 785,450 969,936 1,200,000 1,200,000 1,225,000 - - - - 240 240 - 629 514 629 162 120 $ 632,880 $ 787,310 $ 972,369 $ 1,201,860 $ 1,202,321 $ 1,227,290 $ 715,969 $ 605,146 $ 695,405 $ 799,200 $ 705,953 $ 717,843 715,969 605,146 695,405 799,200 705,953 717,843 Transfers Out: Capital Project Fund 555,437 104,088 323,940 59,000 - 500,000 Sub -Total Transfers Out 555,437 104,088 323,940 59,000 - 500,000 Total Expenditures & Transfers Out $ 1,271,406 $ 709,234 $ 1,019,345 $ 858,200 $ 705,953 $ 1,217,843 Fund Balance *, June 30 $ 664,830 $ 742,906 $ 695,930 $ 1,116,762 $ 1,613,130 $ 1,622,577 Change in Accounting Method - - 77,172 - - - Adjusted Fund Balance *, June 30 664,830 742,906 773,102 1,116,762 1,613,130 1,622,577 Restricted / Committed /Assigned - - - - - - Unassigned Balance $ 664,830 $ 742,906 $ 773,102 $ 1,116,762 $ 1,613,130 $ 1,622,577 % of Expenditures 52% 105% 76% 130% 229% 133% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 434 to] N LV iKTIA 9AMLV i/ !UFiTC]A►ViIALl III Ito] :1A0A9[0]Ll 1;� 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 stormwater discharge into waterways. To comply with the federal requirements, the City of Iowa City received a permit to discharge stormwater and develop programs to reduce the discharge of pollutants carried by stormwater 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. :IM01�[�3:r�� • 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: Added 50% of a Project Support Assistant position in Stormwater operations in FY2015. :1917 FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE's 2.10 2.10 2.60 Added 50% of a Project Support Assistant position in Stormwater operations in FY2015. :1917 Financial Highlights: Services expenditures are lower by $85,904 or 29.4% due to a decrease in internal service fund charges and administrative charges. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic FY 2012 Development Activities Department Goal: Continue the investment and reinvestment in Best 10 Management Practices. Department Objective: Provide plan review and inspection of Best Management $48,000 Practices for stormwater quality improvements. Performance Measures: Stormwater Quality BMP — Grant Applications Creek Maintenance — Grant Applications FY 2011 FY 2012 FY 2013 Number Funded 11 10 13 Amount $25,000 $48,000 $36,000 Creek Maintenance — Grant Applications :1911 FY 2011 FY 2012 FY 2013 Number Funded 7 7 4 Amount $53,000 $50,000 $20,000 :1911 Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods & Enhanced Communication and Marketing Integrate volunteers to perform labor intensive water quality related projects. Cost effectively satisfy the regulatory requirements of our stormwater permit while engaging the public in activities and education. Stormwater Volunteer Program * amount is calculated using FEMA's Volunteer Rate of $16.25 /hour asrA CY 2010 CY 2011 CY 2012 Events 15 15 31 Volunteers 410 435 1,171 Volunteer Hours 1,422 1,868 3,300 Value* $23,108 $30,355 $53,625 * amount is calculated using FEMA's Volunteer Rate of $16.25 /hour asrA City of Iowa City Activity Summary Activity: Storm Water Operations (770110) Fund: Storm Water Management (7700) Division: Storm Water (770100) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: $ 181,112 $ 208,503 $ 198,736 $ 263,871 $ 257,102 $ 264,815 Use Of Money And Property 147,153 256,999 198,578 292,492 206,588 210,720 Interest Revenues $ 1,914 $ 1,231 $ 1,919 $ 1,231 $ 1,919 $ 1,930 Charges For Fees And Services 379,546 137,526 295,532 240,000 240,000 240,000 Storm Water Charges 630,966 785,450 969,936 1,200,000 1,200,000 1,225,000 Miscellaneous 2.10 2.10 2.10 2.60 Printed Materials - - - - 240 240 Other Misc Revenue - 629 514 629 162 120 Total Revenues $ 632,880 $ 787,310 $ 972,369 $ 1,201,860 $ 1,202,321 $ 1,227,290 Expenditures Personnel $ 181,112 $ 208,503 $ 198,736 $ 263,871 $ 257,102 $ 264,815 Services 147,153 256,999 198,578 292,492 206,588 210,720 Supplies 8,158 2,118 2,559 2,837 2,263 2,308 Capital Outlay 379,546 137,526 295,532 240,000 240,000 240,000 Total Expenditures $ 715,969 $ 605,146 $ 695,405 $ 799,200 $ 705,953 $ 717,843 Personnel Services - FTE 2012 2013 2014 2015 M.W. III - Wastewater Collection 0.20 0.20 0.20 0.20 Mw II - Wastewater Treatment Plant 0.30 0.30 0.30 0.30 Public Info /Ed Coord - Public Works 0.50 0.50 0.50 0.50 Sr. Engineer 1.00 1.00 1.00 1.00 Sr. M.W. - Wastewater Collection 0.10 0.10 0.10 0.10 Project Support Assistant - - - 0.50 Total Personnel 2.10 2.10 2.10 2.60 Capital Outlay Storm Sewer Maintenance Sump Pump Discharge Tiles Total Capital Outlay :1917 2014 2015 $ 200,000 $ 200,000 40,000 40,000 $ 240,000 $ 240,000 Wil:11:09A4:LT /1.1107Ll I to] LlI W The Cable Television 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 Cable Television fund's total fund balance on June 30, 2013 was just over $1.76 million, a 10.5% increase over the previous year. FY14 year -end total fund balance is estimated to be an 11.8% or $207,451 decrease over FY13. In FY13, an adjustment was made to convert from the cash basis accounting method to the modified accrual basis method. This change resulted in an upward adjustment in fund balance of $56,487 primarily due to franchise fees that were receivable at year end. The FY14 revised budget includes a transfer to the capital projects fund for the City Council chambers video camera and remodel project of $180,000. FY15 projected balance is expected to decrease 3.6 %. $1,800,000 $1,750,000 $1,700,000 $1,650,000 $1,600,000 $1,550,000 $1,500,000 $1,450,000 $1,400,000 $1,350,000 Fund Balance , FY11 FY12 FY13 FY14 FY15 ■Fund Balance $1,507,873 $1,597,031 $1,765,355 $1,557,904 $1,501,918 (1) FY14 and FY15 figures are estimates, FY11 and FY12 are cash basis. The Cable Television fund estimates $270,059 in restricted fund balances at the end of FY15 for Public Access Television and for equipment replacement. This is an increase of 10.2% from the estimated restricted fund balance in FY14. as1*1 Revenues: FY15 projected revenue represents an 18.3% decrease over FY14 estimated revenue. With Mediacom's cancellation of their franchise agreement with the City, it is estimated that the decrease from franchise fees that the City would have received will be about 20 %. FY15 Adopted - $687,580 0% ■ Franchise Fees ■ Interest Revenue 1000° %a Expenditures: FY15 adopted expenditures are 15.4% lower from FY14 estimated expenditures. The primary decrease is the elimination of the Cable TV Administrator position in response to the franchise agreement cancellation. FY15 Adopted - $688,566 2%0% ■ Personnel ■ Services 40 ■ Supplies ■ Capital Outlay a[n] City of Iowa City Cable Television (7800 - 7801) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 1,412,714 $ 1,507,873 $ 1,597,031 $ 1,765,355 $ 1,557,904 $ 1,501,918 Revenues: $ 658,491 $ 679,691 $ 662,800 $ Licenses And Permits $ 688,566 $ 706,665 Cable Reserves Franchise Fees $ 804,200 $ 820,285 $ 821,183 $ 838,468 $ 679,174 $ 679,174 Use Of Money And Property - Sub -Total Expenditures 658,491 Interest Revenues 3,251 3,101 5,357 3,101 5,357 5,370 Miscellaneous Transfers Out: Other Misc Revenue 117 131 3,048 - 3,049 120 Other Financial Sources - - - 180,000 Sale Of Assets 1,082 332 49 - - - Sub -Total Revenues 808,650 823,849 829,637 841,569 687,580 684,664 Transfers In: 55,000 Misc Transfers Out - to Equip Reserve 25,000 25,000 Transfer Into Equip Reserve from Oper. 25,000 25,000 11,500 25,000 25,000 25,000 Sub -Total Transfers In 25,000 25,000 11,500 25,000 25,000 25,000 Total Revenues & Transfers In $ 833,650 $ 848,849 $ 841,137 $ 866,569 $ 712,580 $ 709,664 Expenditures Cable Administration $ 658,491 $ 679,691 $ 662,800 $ 803,020 $ 688,566 $ 706,665 Cable Reserves - - - 11,000 - - Sub -Total Expenditures 658,491 679,691 662,800 814,020 688,566 706,665 Transfers Out: Capital Projects Fund - - - 180,000 - - OperatingSubsidy - 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 66,500 260,000 80,000 80,000 Total Expenditures & Transfers Out $ 738,491 $ 759,691 $ 729,300 $ 1,074,020 $ 768,566 $ 786,665 Fund Balance *, June 30 $ 1,507,873 $ 1,597,031 $ 1,708,868 $ 1,557,904 $ 1,501,918 $ 1,424,917 Change in Accounting Method - - 56,487 - - - Adjusted Fund Balance *, June 30 1,507,873 1,597,031 1,765,355 1,557,904 1,501,918 1,424,917 Restricted / Committed /Assigned 200,524 229,759 243,524 245,059 270,059 295,059 Unassigned Balance $ 1,307,349 $ 1,367,272 $ 1,521,831 $ 1,312,845 $ 1,231,859 $ 1,129,858 % of Expenditures 177% 180% 209% 122% 160% 144% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 441 C N !1:34:01AM:kT /6y Eel kite] » Mil 9 Eel ki 6� The mission of the Iowa City Cable Television Division is to inform and educate the Iowa City community about the civic and public activities, issues and political events of local governments and community organizations; to recommend to the City Council through its Commission policies related to the regulation development and operation of cable television, broadband, and interactive systems in Iowa City, to support cable television subscribers in resolution of problems with service providers; to provide general audio /visual support to City departments and to facilitate and support other local cable channels in their efforts to provide news, information and entertainment to the Iowa City community. The division's budget is organized into two activities, Administration and Reserves. C*17raliTsC� 1, ii i=1 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. 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 Reserves 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. MIK Staffing: In FY2015 budget, the Cable TV Administrator will be eliminated due to the termination of the cable franchise agreement with Mediacom and a subsequent expected 20% decline in revenue. Financial Highlights: Cable TV Administration personnel expenditures are budgeted to decrease by $104,506 or 19.5% due to the elimination of the Cable TV Administrator position. This stems from an expected decrease of revenue which was budgeted lower by $159,294 or 19 %. GOALS, OBJECTIVES, and PERFORMANCE MEASURES FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE's 6.63 6.63 5.63 In FY2015 budget, the Cable TV Administrator will be eliminated due to the termination of the cable franchise agreement with Mediacom and a subsequent expected 20% decline in revenue. Financial Highlights: Cable TV Administration personnel expenditures are budgeted to decrease by $104,506 or 19.5% due to the elimination of the Cable TV Administrator position. This stems from an expected decrease of revenue which was budgeted lower by $159,294 or 19 %. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Increase opportunities for citizen engagement and education Department Objective: Utilize social media, website, video messaging and media 25 outreach to provide access to a wide audience Performance Measures: organizations Video Programming Note: Includes full - length and short programs, public service announcements, and program segments 443 FY 2011 FY 2012 FY 2013 Programming promoting downtown activities and 25 34 42 organizations Programming promoting general City initiatives, 125 142 160 projects, and public input Note: Includes full - length and short programs, public service announcements, and program segments 443 City of Iowa City Activity Summary Activity: Cable Administration (210510) Fund: Cable Television (7800) Division: Cable Television (210500) Department: City Manager 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: $ 448,394 $ 511,644 $ 517,279 $ 537,236 $ 432,730 $ 445,712 Licenses And Permits 148,050 157,368 136,382 257,204 243,013 247,873 Franchise Fees $ 804,200 $ 820,285 $ 821,183 $ 838,468 $ 679,174 $ 679,174 Use Of Money And Property 50,328 - 1.00 - - - Interest Revenues 3,251 3,101 5,357 3,101 5,357 5,370 Miscellaneous - 1.00 1.00 1.00 Media Production Service Coordinator - Other Misc Revenue 117 131 3,048 - 3,049 120 Other Financial Sources Special Projects Asst - Cable 0.75 0.75 0.75 0.75 Total Personnel Sale Of Assets 1,082 332 49 - - - Total Revenues $ 808,650 $ 823,849 $ 829,637 $ 841,569 $ 687,580 $ 684,664 Expenditures Personnel $ 448,394 $ 511,644 $ 517,279 $ 537,236 $ 432,730 $ 445,712 Services 148,050 157,368 136,382 257,204 243,013 247,873 Supplies 11,719 10,679 9,139 8,580 12,823 13,079 Capital Outlay 50,328 - 1.00 - - - Total Expenditures $ 658,491 $ 679,691 $ 662,800 $ 803,020 $ 688,566 $ 706,665 Personnel Services - FTE 2012 2013 2014 2015 Cable Production Coordinator 1.00 - - - Cable T.V. Administrator 1.00 1.00 1.00 - Clerical Assistant - Cable T.V. 0.75 0.75 0.75 0.75 Communications Tech - Cable 1.00 1.00 1.00 1.00 Community Programmer 1.00 1.00 - - Custodian - Govt Bldgs 0.13 0.13 0.13 0.13 Government Programmer- Cable - 1.00 1.00 1.00 Media Production Service Coordinator - - 1.00 1.00 Production Asst - Cable T.V. 1.00 1.00 1.00 1.00 Special Projects Asst - Cable 0.75 0.75 0.75 0.75 Total Personnel 6.63 6.63 6.63 5.63 444 City of Iowa City Activity Summary Activity: Cable Reserves (210520) Fund: Cable Television (7800) Division: Cable Television (210500) Department: City Manager 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: Other Financial Sources Transfer -In from Cable Operations $ 25,000 $ 25,000 $ 11,500 $ 25,000 $ 25,000 $ 25,000 Total Revenues & Transfers In $ 25,000 $ 25,000 $ 11,500 $ 25,000 $ 25,000 $ 25,000 Expenditures: Supplies $ - $ - $ - $ 6,000 $ - $ Capital Outlay - - - 5,000 - - Total Expenditures $ - $ - $ - $ 11,000 $ - $ - Capital Outlay 2014 2015 Video Production Equipment $ 5,000 $ - Total Capital Outlay $ 5,000 $ - :1MI 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 fund balance on June 30, 2013 was approximately $6.1 million, a 10.0% decrease from FY12 year -end fund balance. This decrease was also larger due to an adjustment presented converting the accounting method from cash basis to modified accrual basis. This adjustment was a decrease in fund balance of $331,983 in FY13 primarily due to accounts and contracts payable. At the end of FY13, an estimated $2.81 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. Restricted fund balance does not reflect further limitations and restrictions on the use of housing funds placed by HUD that exists on the unassigned fund balance. Fund balance history is as follows: Fund Balance (�) $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $o FY11 FY12 FY13 FY14 FY 15 ■Unassigned $3,834,490 $3,638,417 $3,303,981 $3,411,354 $3,392,701 ■Restricted $3,447,991 $3,155,215 $2,811,904 $2,751,475 1 $2,775,386 (1) FY14 and FY15 are estimates, FY11 & FY12 are cash basis. Two voucher program positions were laid off during fiscal year 2014 due to sequestration cuts to the Housing Voucher program administration revenues. Consideration regarding the future of these positions will be determined based on the restoration of funding from the federal government. FY14 estimated year -end fund balance is expected to remain steady with a 0.7% increase over the FY13 estimated balance. FY15 projected fund balance also remains flat with virtually no change from the FY14 fund balance. :[rd Revenues: HUD allocations account for approximately 97% of ICHA revenue. ICHA is projected to receive $7.1 million in federal funding through HUD in FY15. This is an 8.8% decrease from FY14 projections. FY15 Adopted - $7,393,837 3% • Federal • Rents • Interest Revenue • Royalties & Commissions • Local Agreements Expenditures: FY15 adopted budget expenditures represent an 8.5% decrease over FY14 estimated expenditures. This decrease is primarily due to a decrease in estimated Housing Voucher program expenditures. FY15 Adopted - $7,343,842 n -u — 88% ■ personnel • Services • Supplies ■ Capital Outlay 86% of the Housing fund budget is to provide services to citizens. °.[!1 City of Iowa City Housing Authority (7900 - 7922) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 6,655,300 $ 7,282,481 $ 6,793,632 $ 6,115,885 $ 6,162,829 $ 6,168,087 Revenues: $ 6,902,414 $ 7,287,896 $ 7,055,349 Use Of Money And Property $ 6,676,165 $ 6,816,619 Public Housing Program 401,605 Interest Revenues $ 16,536 $ 16,492 $ 23,025 $ 16,492 $ 23,025 $ 23,090 Rents 210,973 208,255 203,286 208,001 203,286 201,000 Royalties & Commissions 35,292 20,545 28,516 20,545 28,516 28,100 Intergovernmental Fed Intergovnt Rev 7,479,382 6,765,226 6,985,739 7,787,215 7,101,264 7,132,890 Local 28E Agreements - 1,350 - 1,350 - - Miscellaneous 18,000 18,000 18,000 18,414 Other Misc Revenue 105,174 91,733 16,338 35,879 16,338 16,930 Other Financial Sources 25,000 25,575 26,010 26,530 Loan Repayments 76,529 20,016 83,002 46,086 21,408 21,410 Sale Of Assets - 211,658 980 - - - Sub -Total Revenues 7,923,886 7,335,275 7,340,886 8,115,568 7,393,837 7,423,420 Misc Transfers In 80,314 37,747 4,787 - - - Sub -Total Transfers In 80,314 37,747 4,787 - - - Total Revenues & Transfers In $ 8,004,200 $ 7,373,022 $ 7,345,673 $ 8,115,568 $ 7,393,837 $ 7,423,420 Expenditures Voucher Program $ 6,902,414 $ 7,287,896 $ 7,055,349 $ 7,514,936 $ 6,676,165 $ 6,816,619 Public Housing Program 401,605 530,975 589,352 509,699 667,677 682,985 Sub -Total Expenditures 7,304,019 7,818,871 7,644,701 8,024,635 7,343,842 7,499,604 Transfers Out: Capital Project Fund - - 3,736 - - - Operating Subsidy- PILOT Gen Fund 18,000 18,000 18,000 18,414 18,727 19,102 Misc Transfers Out - Director Reimb 55,000 25,000 25,000 25,575 26,010 26,530 Sub -Total Transfers Out 73,000 43,000 46,736 43,989 44,737 45,632 Total Expenditures & Transfers Out $ 7,377,019 $ 7,861,871 $ 7,691,437 $ 8,068,624 $ 7,388,579 $ 7,545,235 Fund Balance *, June 30 $ 7,282,481 $ 6,793,632 $ 6,447,868 $ 6,162,829 $ 6,168,087 $ 6,046,272 Change in Accounting Method - - (331,983) - - - Adjusted Fund Balance *, June 30 7,282,481 6,793,632 6,115,885 6,162,829 6,168,087 6,046,272 Restricted /Committed /Assigned 3,447,991 3,155,215 2,811,904 2,751,475 2,775,386 2,799,297 Unassigned Balance $ 3,834,490 $ 3,638,417 $ 3,303,981 $ 3,411,354 $ 3,392,701 $ 3,246,974 % of Expenditures 52% 46% 43% 42% 46% 43% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 :[[7 [�l1f+.11 Ll [rlAIIIIj 1:1:0] N II Mil U A Mil [e] Ll 6y 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. :LP] 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 FY2013 (98% vouchers utilized) • The Housing Authority paid over $298,098 to private sector Iowa City contractors for the capital improvement, general maintenance, and repair of Public Housing properties in FY2013 • Since 1998, 159 families have moved to homeownership with assistance from the Housing Authority. Recent Accomplishments: • 1,600 housing assistance inspections conducted for the Iowa City Housing Authority • In FY2013, maintained a 98% lease -up rate for the HCV and VASH programs; 98% for Public Housing. • Maintained a 100% lease -up rate 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 in spite of sequestration budget cuts. • Continue efforts to ensure program integrity by monitoring landlord /tenant compliance with program responsibilities. • Continue to support homeownership opportunities. In FY2015 budget, Housing Program Assistant reduced from 5.0 FTE to 4.0 and Housing Assistant reduced from 1.25 FTE to 0.25. Financial Highlights: Public Housing expenditures are up by $157,978 or 31 % and Housing Voucher program expenditures are down by 11.2 %. Part of this reflects a change in Administration cost sharing by shifting the split from 95% voucher /5% public housing to 78% voucher /22% public housing. The most significant part of the decrease in Housing Voucher program expenditures, however, is due to a budgeted decrease in landlord rent expenditures by $621,582 or 9.7 %. This is also reflected in the budgeted decrease of Federal intergovernmental revenue. M111 FY2013 FY2014 FY2015 Adopted Total FTE's 13.13 12.19 10.19 In FY2015 budget, Housing Program Assistant reduced from 5.0 FTE to 4.0 and Housing Assistant reduced from 1.25 FTE to 0.25. Financial Highlights: Public Housing expenditures are up by $157,978 or 31 % and Housing Voucher program expenditures are down by 11.2 %. Part of this reflects a change in Administration cost sharing by shifting the split from 95% voucher /5% public housing to 78% voucher /22% public housing. The most significant part of the decrease in Housing Voucher program expenditures, however, is due to a budgeted decrease in landlord rent expenditures by $621,582 or 9.7 %. This is also reflected in the budgeted decrease of Federal intergovernmental revenue. M111 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Assist low income families in bridging the economic gap through building assets, improving employment opportunities, and transitioning from renters of units to owners of homes. The Family Self- Sufficiency (FSS) 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. Strategic Plan Goal: Healthy Neighborhoods 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. 451 CY 2010 CY 2011 CY 2012 Total Participants 134 135 139 % of Participants with 73% 69% 64% Escrow Accounts % of Participants with Reduced or Eliminated 15% 16% 27% Family Investment Program Cash Assistance % of Participants with Increased Income versus 43% 27% 41% Prior Year FSS Graduates 11 16 23 Strategic Plan Goal: Healthy Neighborhoods 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. 451 Performance Measures: FY 2011 1 FY 2012 1 FY 2013 :1W Actual Occupancy Rate for Fiscal Year Goal — 95% 95% 95% 98% $122,713 % of All Emergency Work $108,029 HCVP Non - Elderly Disabled Vouchers Not Reported Separately Not Reported Separately :1W CY 2010 CY 2011 CY 2012 HCVP Homeownership Vouchers $122,713 % of All Emergency Work $108,029 HCVP Non - Elderly Disabled Vouchers Not Reported Separately Not Reported Separately $340,446 Orders Completed within 100% 100% 100% VASH Vouchers $93,562 24 hours Goal —100% $141,878 All Other HCVP Vouchers $5,199,386 $5,327,627 $5,381,083 Average Number of 97% 96% 102% Calendar Days of All Non- 2.7 days 2.3 days 1.9 days Emergency Work Orders Goal — < 25 days) Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities Department Goal: Increase affordable housing choices for low- income families, the elderly, and persons with disabilities in private market rental units. Provide homeownership opportunities through the HCV homeownership program. Department Objective: Affordable Rental Housing: Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. Performance Measures: :1W CY 2010 CY 2011 CY 2012 HCVP Homeownership Vouchers $122,713 $124,288 $108,029 HCVP Non - Elderly Disabled Vouchers Not Reported Separately Not Reported Separately $340,446 HCVP Portable Vouchers $356,874 $193,943 $198,815 VASH Vouchers $93,562 $115,605 $141,878 All Other HCVP Vouchers $5,199,386 $5,327,627 $5,381,083 HCVP Voucher Utilization 97% 96% 102% :1W City of Iowa City Activity Summary Activity: Housing Authority Voucher (490200) Fund: Housing Authority (7910) Division: Housing Authority Voucher (490200) Department: Housing Authority 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: 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 & Transfers In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Building Inspector F.S.S. Program Coordinator Housing Administrator Housing Assistant Housing Office Manager Housing Program Assistant Public Hsg. Coord Section 8 Coord Total Personnel $ 3,235 $ 3,959 $ 1,870 $ 3,959 $ 1,870 $ 1,880 34,968 20,273 28,251 20,273 28,251 27,830 7,016,560 6,479,324 6,676,733 7,377,333 6,760,451 6,760,500 - 1,350 - 1,350 - - 104,650 78,431 11,865 28,705 11,865 11,870 80,314 37,747 4,787 - - - $ 7,239,727 $ 6,621,084 $ 6,723,506 $ 7,431,620 $ 6,802,437 $ 6,802,080 $ 840,831 $ 878,048 $ 868,160 $ 905,313 $ 693,047 $ 713,838 6,053,605 6,401,600 6,181,562 6,601,045 5,978,386 6,097,954 7,978 8,248 5,627 8,578 4,732 4,827 $ 6,902,414 $ 7,287,896 $ 7,055,349 $ 7,514,936 $ 6,676,165 $ 6,816,619 2012 2013 2014 2015 - - 0.71 0.50 0.95 0.95 0.95 0.50 0.95 0.95 0.95 0.78 1.19 1.19 1.19 0.24 0.95 0.95 0.95 0.96 5.75 5.75 4.75 3.84 0.50 0.50 0.50 0.50 0.95 0.88 0.89 0.90 11.95 11.88 10.89 8.22 453 City of Iowa City Activity Summary Activity: Housing Authority Public Housing (490300) Fund: Housing Authority (792 *) Division: Housing Authority Public Housing (490300) Department: Housing Authority 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Loans Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Building Inspector F.S.S. Program Coordinator Housing Administrator Housing Assistant Housing Office Manager Housing Program Assistant Public Hsg. Coord Section 8 Coord Total Personnel Capital Outlay 2 House Renovations Total Capital Outlay $ 13,301 $ 12,533 $ 21,155 $ 12,533 $ 21,155 $ 21,210 210,973 208,255 203,286 208,001 203,286 201,000 324 272 265 272 265 270 462,822 285,902 309,006 409,882 340,813 372,390 524 13,302 4,473 7,174 4,473 5,060 - 211,658 980 - - - 76,529 20,016 83,002 46,086 21,408 21,410 $ 764,473 $ 751,938 $ 622,167 $ 683,948 $ 591,400 $ 621,340 $ 93,692 $ 100,960 $ 109,240 $ 113,487 $ 195,439 $ 201,302 276,004 409,231 441,729 295,761 462,841 472,098 9,857 5,372 8,092 451 9,397 9,585 22,052 15,412 30,291 100,000 - - $ 401,605 $ 530,975 $ 589,352 $ 509,699 $ 667,677 $ 682,985 2012 2013 2014 2015 0.29 0.29 0.29 0.50 0.05 0.05 0.05 0.50 0.05 0.05 0.05 0.22 0.06 0.06 0.06 0.01 0.05 0.05 0.05 0.04 0.25 0.25 0.25 0.16 0.50 0.50 0.50 0.50 0.05 0.05 0.05 0.04 1.30 1.30 1.30 1.97 454 2014 2015 $ 100,000 $ - $ 100,000 $ - CAPITAL PROJECT FUNDS F Y 2 O 1 5 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. 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 (CIP). 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 for the 2014 -2018 capital improvement program is $223,887,986. The current portion of the CIP is then adopted as part of the annual operating budget. Changes to the 2014 capital improvement program are amended into the fiscal year 2014 operating budget, and the 2015 projected capital improvement program is certified as part of the 2015 operating budget. The 2014 capital projects fund budget also includes totals for the carry forward of prior year projects that must be re- appropriated with the State. These amounts being carried forward are not included in the current five - year CIP. The revised capital improvement program expenditures for fiscal year 2014 are $85,455,521 while the appropriated budget including project carry forwards is $92,256,292. The capital improvement fund expenditures for fiscal year 2015 are $50,578,591. Fund balance in the Capital Improvement Projects fund primarily represents unspent bond proceeds. This fluctuates based on the timing of the issuance of the bonds and the timing of the project expenditures. With the conversion from cash basis accounting to modified accrual basis of accounting in fiscal year 2013, a conversion adjustment is presented for a decrease in fund balance of $7,028,078. This adjustment primarily represents unpaid contract progress payments and retainages. The estimated ending fund balance for fiscal year 2015 is $12,254,110. :1M City of Iowa City Capital Project Funds Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $11,517,577 $18,274,393 $ 25,102,181 $ 12,756,766 $28,588,868 $12,254,110 Revenues: Other City Taxes Use Of Money And Property Interest Revenues Rents Intergovernmental Fed Intergovnt Rev Disaster Assistance Other State Grants Local 28E Agreements Charges of Fees & Services Development Fees Miscellaneous Contrib & Donations Printed Materials Other Misc Revenue Other Financial Sources Sale Of Assets Insurance Recoveries Debt Sales Sub -Total Revenues Transfers In: Transfers -In from Governmental Funds Transfers -In from Enterprise Funds Transfers -In from G.O. Bonds Transfers -In from Revenue Bonds Misc Transfers -In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Governmental: General Government Culture & Recreation Planning & Community Development Public Safety Public Works Enterprise: Parking Operations Public Transportation Wastewater Treatment Water Operations Landfill Storm Water Airport Sub -Total Expenditures Transfers Out: Capital Project Fund Debt Service Funding Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out $ 239,407 $ 270,249 $ 288,045 $ - $ - $ - 1,006 22,991 3,038 - - - 14,218 15,694 28,467 - - - 856,255 1,800,893 19,344,636 21,655,815 9,104,588 7,041,738 - - 138,584 336,615 - - 6,095,333 6,660,118 12,715,802 19,497,284 6,700,000 4,300,000 135,391 25,321 101,086 405,654 - - 56,942 - 11,500 422,198 590,000 - 2,350,000 1,995 4,440 5,310 - - - 574,180 495,508 39,448 - 1,000,000 1,181,000 - - 7,500 500,000 - - 192,488 54,640 7,520 - - - 16,345,700 9,855,454 2,614,089 23,311,613 8,393,180 11,959,696 24,455,973 19,216,808 35,772,665 66,296,981 25,197,768 26,832,434 3,999,960 6,645,703 9,142,201 11,094,559 6,082,529 10,670,820 8,884,622 5,722,976 19,638,960 26,682,682 1,237,665 1,502,665 8,608,731 7,808,400 5,339,000 8,917,771 - - 7,000,000 - - 330,000 23,979,141 18,451,208 39,781,981 51,209,184 9,046,065 6,841,665 $48,435,114 $37,668,016 $75,554,646 $117,506,165 $34,243,833 $33,674,099 $ 210,232 $ 406,363 $ 840,951 $ 1,969,556 $ 264,040 $ 150,000 1,729,596 2,504,596 5,769,746 5,007,432 3,999,511 430,000 120,125 1,537,540 3,139,390 2,222,058 400,000 6,530,000 4,844,886 839,266 1,857,913 4,676,995 - 60,000 9,731,281 8,962,639 10,057,402 34,395,697 34,435,240 27,714,165 547,814 1,695,730 684,502 1,529,221 500,000 670,000 2,236,427 28,227 854,571 802,949 54,000 200,000 3,814,453 3,176,289 31,529,955 28,057,707 7,900,000 500,000 1,557,794 530,697 2,202,669 1,996,144 1,814,400 1,469,000 6,733,981 3,495,411 705,470 2,870,240 650,000 - 527,898 428,512 372,789 1,101,239 - 1,000,000 524,528 1,423,411 2,801,550 7,627,054 561,400 1,654,900 32,579,015 25,028,681 60,816,908 92,256,292 50,578,591 40,378,065 8,884,623 5,805,352 19,956,583 8,917,771 - - 133 - 214,660 6,195 98,359 500,000 9,099,283 5,811,547 20,055,075 9,417,771 $41,678,298 $30,840,228 $80,871,983 $101,674,063 $50,578,591 $40,378,065 Fund Balance*, June 30 $18,274,393 $25,102,181 $19,784,844 $ 28,588,868 $12,254,110 $ 5,550,144 Change in Accounting Method (7,028,078) Adjusted Fund Balance*, June 30 $18,274,393 $25,102,181 $12,756,766 $ 28,588,868 $12,254,110 $ 5,550,144 *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 :617 City of Iowa City Capital Improvement Program Summary by Division Capital Improvement Program by Division FY2O14 -2018 $223,887,986 Streets, $94,986,166 Storm Water, $2,101,239 _/ Recre ation, $3,536,063 Refuse Operations, $700,000 :1 W1 / Wastewater Treatment, $28,577,347 / $2,800,847 Fire, $1,484,425 _Housing, $415,000 Landfill, $3,519,814 '�_Librery, $200,000 Park Maintenance, $4,619,367 Parking System, $3,402,500 Police, $3,865,363 c Transportation, $21,065,003 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total Airport $ 7,604,506 $ 561,400 $ 1,654,900 $ 337,500 $ 267,700 $ 10,426,006 Finance Administration 1,689,528 264,040 150,000 150,000 547,279 2,800,847 Fire 614,425 - 60,000 810,000 - 1,484,425 Housing 115,000 - - 300,000 - 415,000 Landfill 2,869,814 650,000 - - - 3,519,814 Library 200,000 - - - - 200,000 Planning& Community Development 4,634,007 2,758,000 6,830,000 700,000 700,000 15,622,007 Park Maintenance 1,744,856 841,511 80,000 1,650,000 303,000 4,619,367 Parking System 1,282,500 500,000 670,000 650,000 300,000 3,402,500 Police 3,865,363 - - - - 3,865,363 Public Transportation 811,003 54,000 200,000 20,000,000 - 21,065,003 Public Works Administration 13,182,159 1,800,000 1,000,000 3,134,000 1,000,000 20,116,159 Refuse Operations - - - 700,000 - 700,000 Recreation 2,011,063 800,000 50,000 300,000 375,000 3,536,063 Storm Water 1,101,239 - 1,000,000 - - 2,101,239 Streets 22,691,431 32,635,240 26,714,165 2,477,665 10,467,665 94,986,166 Wastewater Treatment 19,177,347 7,900,000 500,000 500,000 500,000 28,577,347 Water 1,861,280 1,814,400 1,469,000 706,000 600,000 6,450,680 Total Projects $ 85,455,521 $ 50,578,591 $ 40,378,065 $ 32,415,165 $ 15,060,644 $ 223,887,986 Capital Improvement Program by Division FY2O14 -2018 $223,887,986 Streets, $94,986,166 Storm Water, $2,101,239 _/ Recre ation, $3,536,063 Refuse Operations, $700,000 :1 W1 / Wastewater Treatment, $28,577,347 / $2,800,847 Fire, $1,484,425 _Housing, $415,000 Landfill, $3,519,814 '�_Librery, $200,000 Park Maintenance, $4,619,367 Parking System, $3,402,500 Police, $3,865,363 c Transportation, $21,065,003 City of Iowa City Capital Improvement Program Project Summary by Division :Rill] 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total Airport A3425- FAA Runway 7 Grading/Obstr Mitigation $ 101,730 $ 101,730 A3427 - Runway 7 Parallel Taxiway Grading 353,318 353,318 A3428 - Runway 7 -25 Parallel Taxiway Paving & Lighting 1,551,950 1,551,950 A3430 - Apron Reconstruction & Connecting Taxiway 1,654,900 1,654, 900 A3437 - Hangar L 6 Units 9111010W300 185,384 185,384 A3442- Runway 12 -30 Obstruction Mitigation & Part77 Removals 561,400 561,400 A3443- Airport Equipment Shelter 337,500 337,500 A3448- Airport Perimeter Rd 267,700 267,700 A3450- FY12 Airport Electrical Rehab & Security Improve 110,689 110,689 A3452 - Install Taxiway & Utility Lines 39,435 39,435 A3453 - Rehabilitate Terminal Building D & Roof 102,000 102,000 A3454 - Airport Master Plan 160,000 160,000 A3458 - Ruppert Property Land Acquisition 5,000,000 5,000,000 Total $ 7,604,506 $ 561,400 $ 1,654,900 $ 337,500 $ 267,700 $ 10,426,006 Finance Administration G4704- City Hall-Other Projects $ 686,452 $ 164,040 $ 50,000 $ 50,000 $ 50,000 $ 1,000,492 G4712- ERP Software- Finances and HR/Payroll 200,097 200,097 G4714- Remodel City Hall Lobby and Revenue Areas 326,400 326,400 G4718- City-wide Video Camera Upgrade 238,924 238,924 14721 - Fiber Optic Cable Inf11 Program 100,000 100,000 100,000 100,000 400,000 14722- Wastewater South Fiber Repair /Redundant Path Project 237,655 397,279 634,934 Total $ 1,689,528 $ 264,040 $ 150,000 $ 150,000 $ 547,279 $ 2,800,847 Fire 74406 -Fire Apparatus $ 60,000 $ 810,000 $ 870,000 Y4411 - Fire SCBAAAr System Replacement 550,000 550,000 Y4432- Fire Station #3 Kitchen Remodel 35,000 35,000 Y4427- Fire Station #1 Kitchen Remodel &Admin Office Upgrade 29,425 29,425 Total $ 614,425 $ - $ 60,000 $ 810,000 $ - $ 1,484,425 Housing Administration G4719- Projectdox Quickstart $ 115,000 $ 115,000 G4720- Permitting Software Upgrade 300,000 300,000 Total $ 115,000 $ - $ - $ 300,000 $ - $ 415,000 Landfill _3321- Reconstruct FY09 Landfill Cell Due to Fire $ 1,395,240 $ 1,395,240 L3322- Hebl Road Improvements 764,574 50,000 814,574 L3324- Landfill Gas Collection System Flare Replacement 300,000 300,000 L3325- Landfill Household Hazardous Water Storage Unit Replacement 300,000 300,000 W3220- Water Main Extension - Melrose to Landfill 710,000 710,000 Total $ 2,869,814 $ 650,000 $ - $ - $ - $ 3,519,814 Libra,ry R4328- Library Public Space Remodeling $ 200,000 $ 200,000 Total $ 200,000 $ - $ - $ - $ - $ 200,000 Planning and Community Development R4160- Iowa River Corridor Trail- Peninsula Park to Waterworks Prairie $ 200,000 $ 200,000 R4206 -Intra -City Bike Trails 100,000 50,000 50,000 50,000 50,000 300,000 R4219- Scott Park Development & Trail (incl Court Hill Trail Ph. 3) - R4222- Highway 1 Sidewalk/Trail- Riverside Drive to Sunset 697,599 697,599 R4224- Hickory Hill Trail Redesign and Development 250,000 250,000 250,000 750,000 R4204- Iowa River Trail, Benton Street to Sturgis Park 150,000 2,108,000 2,258,000 4918 - Central Park LLC 1,761,943 1,761,943 E4513- Riverfiont Crossings Redevelopment 556,213 200,000 200,000 200,000 200,000 1,356,213 E4514- Towncrest Redevelopment 1,107,704 200,000 200,000 200,000 200,000 1,907,704 E4609- Burlington St Dam 260,548 6,130,000 6,390,548 Total $ 4,634,007 $ 2,758,000 $ 6,830,000 $ 700,000 $ 700,000 $ 15,622,007 Park Maintenance R4130- Parks Annual lmprovements/Maint. $ 367,759 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 687,759 R4136 - Hickory Hill Park Safe/Restroom 272,027 272,027 :Rill] City of Iowa City Capital Improvement Program Project Summary by Division :[..1 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total R4137- Frauenholtz - Miller Park Development 223,000 223,000 R4177 - Lower City Park Emergency Access Road 261,511 261,511 R4178- Normandy Drive Restoration Project 630,070 630,070 R4180- Fairmeadows Park Restroom and Splash Pad 425,000 425,000 R4181- Neighborhood Park Improvements 100,000 100,000 R4322- Willow Creek/Kiwanis Park Master Plan and Splash Pad 50,000 350,000 400,000 R4185 - Creation of a park at site of N. Wastewater Treatment Plant 1,470,000 1,470,000 R4186- Mercer Park Playground 150,000 150,000 Total $ 1,744,856 $ 841,511 $ 80,000 $ 1,650,000 $ 303,000 $ 4,619,367 Parking System T3004- Parking Facility Restoration Repair $ 300,000 $ 500,000 $ 400,000 $ 400,000 $ 300,000 $ 1,900,000 T3009- Parking Facility and Enforcement Automation 982,500 270,000 1,252,500 T3012- Iowa City Multi -Use Parking Facility 250,000 250,000 Total $ 1,282,500 $ 500,000 $ 670,000 $ 650,000 $ 300,000 $ 3,402,500 Police Y4404 - Radio System Upgrade and Migration $ 658,433 $ 658,433 Y4405- Police Records & CA Dispatch 186,566 186,566 Y4422- Animal Shelter Repi PW 3039 2,840,851 2,840,851 Y4423- PD 09 JAG Firearms Range &Tactical Equipment 61,633 61,633 Y4428- Police Crime Lab 15,353 15,353 Y4429- Police Station Master Remodeling 42,740 42,740 Y4430- Police Break room /Restroom Remodel 27,542 27,542 Y4433 PD FY12 JAG Range Equipment Part II 32,245 32,245 Total $ 3,865,363 $ - $ - $ - $ - $ 3,865,363 Public Transportation T3051 -Bus Acquisition $ 437,003 $ 437,003 T3055- Transit Facility Relocation 20,000,000 20,000,000 T3058- Court Street Facility Automation 270,000 270,000 T3059- Transit Bus Shelter Replacement and Expansion 50,000 50,000 100,000 T3060- Transit Bus Camera Replacement 54 ,000 54,000 108,000 T3017- Capitol Street and Dubuque Street Facade Improvements 150,000 150,000 Total $ 811,003 $ 54,000 $ 200,000 $ 20,000,000 $ - $ 21,065,003 Public Works Administration P3956- Public Works Facility Site Work $ 155,257 $ 155,257 P3957- Vehicle Wash System at Public Works Facility -S. Gilbert 16,056 800,000 816,056 P3958- Public Works Fuel Facility 254,550 254,550 P3961 - West Side Levee Project 5,274,960 5,274,960 P3964- Rocky Shore Lift Station /Flood Gates Project 5,871,000 5,871,000 P3970- Warm Storage Building, Napoleon Park Public Works 25,336 25,336 P3971- CBD Streetscape Project 1,350,000 1,000,000 1,000,000 1,000,000 1,000,000 5,350,000 P3973- Traffic Engineering Building 700,000 700,000 P3974- Riverside Drive Pedestrian Tunnel 35,000 1,434,000 1,469,000 P3977- Riverside Drive Streetscape Improvements 200,000 200,000 Total $ 13,182,159 $ 1,800,000 $ 1,000,000 $ 3,134,000 $ 1,000,000 $ 20,116,159 Refuse Operations K3972- Refuse Building $ 700,000 $ 700,000 Total $ - $ - $ - $ 700,000 $ - $ 700,000 Recreation R4152- Terry Trueblood Recreation Area $ 1,341,631 $ 1,341,631 R4153- Soccer Park Improvements 250,000 250,000 R4316- Recreation Center Improvements 19,432 19,432 R4321- City Park Master Plan & Pool Upgrade 650,000 650,000 R4329- Recreation Center Phase 2Improvements 325,000 325,000 R4331- Elementary School Recreation Facility Partnership 750,000 750,000 R4330- Annual Recreation Center Improvement Fund 50,000 50,000 50,000 50,000 200,000 Total $ 2,011,063 $ 800,000 $ 50,000 $ 300,000 $ 375,000 $ 3,536,063 Stone Water M3624- Riverside Dr &Arts Campus Storm Sewer Modification $ 1,000,000 $ 1,000,000 M3626- First Avenue Storm Sewer Improvements 1,080,239 1,080,239 :[..1 City of Iowa City Capital Improvement Program Project Summary by Division 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total P3976- IdylWild Storm Water Drainage Diversion Project 21,000 21,000 Total Street Operations 53802 - Moss Ridge Road S3803- Lower Muscatine - Kirkwood to First Avenue S3806- Harrison Street Reconstruction S3809- Iowa City Gateway Project (Dubuque Street) 53811 - Sycamore St- Highway 6 to City Limits S3814- Traffic Signal Projects 53816 - Traffic Calming 53821 - Overwidth Paving /Sidewalks 53822 - Curb Ramps -ADA S3823- Brick Street Repairs S3824- Pavement Rehabilitation S3826- Underground Electrical Facilities S3828- Sidewalk Infill 53830 - AUley Assessment 53834- Burlington /Madison Intersection and Median 53840- Burlington /Clinton Intersection Improvements S3843- RR Crossings -City Wide S3849- Brick Street Reconstruction 53854 - American Legion Road Scott Blvd to Taft Ave S3868- Mormon Trek Blvd - Right Turn at Benton & 3 Lane Conv 53871 - 1st Ave/IAIS RR Crossing Improvements 53910- Bridge Maintenance/Repair S3919- Rochester Avenue Bridge 53921 - Interstate 80 Aesthetic Improvements S3930- Dubuque St/I -80 Pedestrian Bridge 53975- William St Reconstruction 53931 - Sycamore Street - City Limits to South Gilbert Street S3932- LED Streetlight Replacement Total $ 1,101,239 $ - $ 1,000,000 $ - $ - $ 2,101,239 $ 4,559,606 $ 4,559,606 6,453,696 V3101 -Annual Sewer Main Projects $ 973,502 6,453,696 $ 500,000 $ 500,000 $ 500,000 $ 2,973,502 V3135- South Wastewater Plant Expansion 500,000 1,478,387 23,905,362 22,870,500 48,254,249 206,871 1,400,000 206,871 618,323 120,000 120,000 120,000 120,000 1,098,323 74,423 25,000 25,000 25,000 25,000 174,423 55,000 25,000 25,000 25,000 25,000 155,000 9,300 100,000 100,000 209,300 20,000 20,000 20,000 20,000 20,000 100,000 968, 821 642,665 642,665 642,665 642,665 3,539,481 273,330 175,000 175,000 175,000 175,000 973,330 183,215 100,000 137,316 100,000 383,215 181,000 137,316 181,000 326,896 362,000 329,200 1,100,000 326,896 W3297 - Utility Asset Management Software 1,429, 200 56,197 1,138,332 1,138, 332 45,000 20,000 20,000 20,000 20,000 125,000 74,700 554,000 W3213- Ground Storage Reservoir VFD Replacement/Upgrade 800,000 874,700 98,500 106,000 350,000 6,300,000 6,650,000 500,000 27,500 500,000 3,291,865 2,519,222 1,935,000 7,746,087 84,253 50,000 50,000 50,000 50,000 284,253 687,581 189,000 189,000 W3217- Wade St. Water Main Replacement (1000- 1100 Block) 687,581 30,000 100,000 100,000 230,000 W3218- Washington St (100 -200 block) & Linn (1/2 100 block) Water 2,044,659 Replacemei 821,000 2,044,659 566,860 821,000 W3219- SCADA File Server Replacement 566,860 2,500,000 64,400 3,040,000 5,540,000 1,861,280 50,000 50,000 50,000 50,000 200,000 $ 22,691,431 $ 32,635,240 $ 26,714,165 $ 2,477,665 $ 10,467,665 $ 94,986,166 Wastewater Treatment V3101 -Annual Sewer Main Projects $ 973,502 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 2,973,502 V3135- South Wastewater Plant Expansion 18,203,845 18,203,845 V3141 - Sludge Biosolid Dewatering Equipment Replacement 1,400,000 1,400,000 V3142- North Wastewater Plant Demolition 6,000,000 6,000,000 Total $ 19,177,347 $ 7,900,000 $ 500,000 $ 500,000 $ 500,000 $ 28,577,347 Water Operations W3202- Muscatine (2700- 3400)(Arthur to Scott) $ 172,371 $ 172,371 W3204- Annual Water Main Projects 600,000 600,000 600,000 600,000 600,000 3,000,000 W3279- Water Mains Crossings Flood Repairs 137,316 137,316 W3295- ERP- Utility Billing Software 326,896 326,896 W3297 - Utility Asset Management Software 56,197 56,197 W3212- First Ave. (400 - 500 block) Water Main Replacement 554,000 554,000 W3213- Ground Storage Reservoir VFD Replacement/Upgrade 91,000 98,500 106,000 295,500 W3214- Reseal Water Treatment Plant Building 27,500 27,500 W3215- Slothower Road - Melrose Water Main 568,500 568,500 W3216- Spruce St (1300- 1400 block) Water Main Replacement 189,000 189,000 W3217- Wade St. Water Main Replacement (1000- 1100 Block) 238,000 238,000 W3218- Washington St (100 -200 block) & Linn (1/2 100 block) Water Main Replacemei 821,000 821,000 W3219- SCADA File Server Replacement 64,400 64,400 Total $ 1,861,280 $ 1,814,400 $ 1,469,000 $ 706,000 $ 600,000 $ 6,450,680 Expense Total $ 85,455,521 $ 50,578,591 $ 40,378,065 $ 32,415,165 $ 15,060,644 $ 223,887,986 :1"61 City of Iowa City Capital Improvement Program Project Summary by Division Capital Improvement Program Expenditures by Year $85,455,521 $90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,578,591 $50,000,000 $40,000,000 $30,000,000 $20,000,BOB $32,415,165 $15,060,644 $10,000,000 S 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection :1"1 Utility Franchise Tax Federal Grants FEMA Reimbursements University of Iowa State Disaster Assistance Other State Grants I -JOBS Other Local Governments Contrib & Donations Reimb of Expenses Sale of Land Sale of Buildings General Fund CIP Funding Road Use Tax Local Option Taxes Transfers from TIF Districts Water Operations Wastewater Operations Parking Operations Mass Transit Operations Airport Operations Refuse Operations Landfill Operations Storm water Equipment Operations Cable Television Operations General Obligation Bonds Sales Tax Go Bonds Misc Transfers In Revenue Total City of Iowa City Capital Improvement Program Summary by Funding Source 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total $ 292,665 $ 292,665 $ 292,665 $ 292,665 $ 292,665 $ 1,463,325 14,236,679 9,104,588 7,041,738 16,303,750 240,930 46,927,684 1,599,240 - - - - 1,599,240 - - 500,000 60,000 - 560,000 178,875 - - - - 178,875 22,378,220 700,000 3,800,000 - - 26,878,220 850,000 - - - - 850,000 405,654 - - - - 405,654 477,492 - 2,350,000 50,000 65,000 2,942,492 505,100 - - - - 505,100 500,000 - - - - 500,000 300,000 - - - - 300,000 201,000 230,000 230,000 230,000 230,000 1,121,000 597,927 715,000 615,000 1,415,000 615,000 3,957,927 25,156,614 - - - - 25,156,614 236,777 - 365,000 - - 601,777 1,398,872 1,914,400 1,469,000 706,000 600,000 6,088,272 3,704,015 3,900,000 2,500,000 500,000 897,279 11,501,294 1,357,221 500,000 670,000 650,000 300,000 3,477,221 374,000 54,000 200,000 - - 628,000 36,793 - - - - 36,793 - - - 700,000 - 700,000 1,498,830 650,000 - - - 2,148,830 59,000 - 500,000 - - 559,000 - 790,000 - - - 790,000 180,000 - - - - 180,000 15,127,660 8,393,180 11,959,696 10,507,750 10,819,770 56,808,056 - 6,000,000 - - - 6,000,000 181,000 1,000,000 1,181,000 1,000,000 1,000,000 4,362,000 $ 91,833,634 $ 34,243,833 $ 33,674,099 $ 32,415,165 $ 15,060,644 $ 207,227,374 Capital Improvement Program FEMA Reimbursements, University of Iowa, $560,000 by Funding Source $19 State Disaster FY2014 -2018 Assistance, $178,875 I -JOBS, $850,000 $207,227,374 Other Local Governments, $405,654 Federal Grants, $46,927,684 Contrib & Donations, $2,942,492 Utility Franchise Tax, $1,463,325 Reimb of Expenses, er State Grants, $505,100 Misc Transfers In, $26,878,220 $4,362,000 Sale of Land, $500,000 Sales Tax Go Bonds, $6,000,000 Sale of Buildings, / $300,000 General Fund CIP Funding, $1,121,000 Local Option Taxes, Road Use Tax, $25,156,614 $3,957,927 General Obligation Bonds, Transfers from $56,808,056 TIF Districts, $8,701,777 Water Operations, $6,088,272 Wastewater Operations, $11,501,294 Parking Operations, $3,477,221 Mass Transit Operations, $628,000 Cable Television Operations, Refuse Operations, $700,000 $180,000 Equipment Operations, Landfill Operations, Airport Operations, $36,793 $790,000 Storm er, $559,000 $2,148,830 City of Iowa City Capital Improvement Program Project Summary by Funding Source 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total 313500 Utility Franchise Tax 53824- Pavement Rehabilitation $ 117,665 $ 117,665 $ 117,665 $ 117,665 $ 117,665 $ 588,325 53826- Underground Electrical Facilities 175,000 175,000 175,000 175,000 175,000 875,000 Total $ 292,665 $ 292,665 $ 292,665 $ 292,665 $ 292,665 $ 1,463,325 331100 Federal Grants T3055 - Transit Facility Relocation V3135- South Wastewater Plant Expansion 5,947,346 E4609- Burlington St Dam A3425- FAA Runway 7 Grading/Obstr Mitigation 107,242 $ 22,378,220 $ A3427- Runway 7 Parallel Taxiway Grading 297,863 V3135- South Wastewater Plant Expansion A3428- Runway 7 -25 Parallel Taxiway Paving & Lighting 1,432,703 A3430- Apron Reconstruction & Connecting Taxiway 1,489,410 A3442- Runway 12 -30 Obstruction Mitigation & Part77 Removals 505,260 A3443- Airport Equipment Shelter A3448- Airport Perimeter Rd A3454- Airport Master Plan 144,000 A3458- Ruppert Property Land Acquisition 4,500,000 53803 -Lower Muscatine- Kirkwood to First Avenue 1,720,000 53809 - Iowa City Gateway Project (Dubuque Street) 4,541,328 4,541,328 53834- Burlington/Madison Intersection and Median 500,000 1,011,000 53840- Burlington /Clinton Intersection Improvements 200,000 S3871- 1st Ave /IAIS RR Crossing Improvements 2,423,000 53930- Dubuque SUI -80 Pedestrian Bridge 935,000 Y4428- Police Crime Lab 27,525 E4609- Burlington St Dam 60,000 $ 16,000,000 $ 16,000,000 5,947,346 107,242 297,863 1,432,703 1,489,410 505,260 303,750 303,750 240,930 240,930 144,000 4,500,000 1,720,000 9,082,655 1,511,000 200,000 2,423,000 935,000 27,525 Total $ 14,236,679 $ 9,104,588 $ 7,041,738 $ 16,303,750 $ 240,930 $ 46,927,684 331200 FEMA Reimbursements VV3279- Water Mains Crossings Flood Repairs $ 324,703 $ 324,703 Y4422- Animal Shelter Repl PVV 3039 1,274,537 1,274,537 Total $ 1,599,240 $ - $ - $ - $ - $ 1,599,240 334610 University of Iowa M3624 -Riverside Dr & Arts Campus Storm Sewer Modification Y4406- Fire Apparatus Total $ 334810 State Disaster Assistance V3134- Inverted Siphon Sewer Pipes $ Y4422- Animal Shelter Repl PW 3039 Total $ 334900 Other State Grants T3051 - Bus Acquisition $ V3135- South Wastewater Plant Expansion A3450- FY 12 Airport Electrical Rehab & Security Improve A3452- Install Taxiway & Utility Lines A3453- Rehabilitate Terminal Building D 53802- Moss Ridge Road S3811- Sycamore St- Highway 6 to City Limits 53814- Traffic Signal Projects 53849- Brick Street Reconstruction 53919- Rochester Avenue Bridge S3921- Interstate 80 Aesthetic Improvements P3961 - West Side Levee Project P3964- Rocky Shore Lift Station /Flood Gates Project R4136- Hickory Hill Park Safe /Restroom R4152- Terry Trueblood Recreation Area R4160- Iowa River Corridor Trail- Peninsula Park to Waterworks Prairie R4204- Iowa River Trail, Benton Street to Sturgis Park $ 500,000 - $ - $ 500,000 $ 60,000 $ 37,260 141,615 178,875 $ - $ - $ - $ 411,310 6,231,238 55,194 35,289 75,000 1,906,250 402,389 61,000 56,325 574,515 100,000 100,000 4,885,908 5,872,702 168,742 933,166 200,000 400,000 E4512- 420th Street Industrial Park 524,192 E4609- Burlington St Dam 185,000 Total $ 22,378,220 $ 334910 WOBS V3135- South Wastewater Plant Expansion $ 850,000 S3824- Pavement Rehabilitation Total $ 850,000 $ :1M1 700,000 $ 3,800,000 $ $ 500,000 $ 560,000 $ 37,260 $ 178,875 $ 411,310 6,231,238 55,194 35,289 75,000 1,906,250 402,389 61,000 56,325 574,515 200,000 4,885,908 5,872,702 168,742 933,166 200,000 400,000 524,192 $ - $ 26,878,220 $ 850,000 $ - $ 850,000 336190 Other Local Governments 53803- Lower Muscatine - Kirkwood to First Avenue Y4404- Radio System Upgrade and Migration Total 362100 Contrib & Donations R4152- Terry Trueblood Recreation Area R4224- Hickory Hill Trail Redesign and Development R4328- Library Public Space Remodeling R4329- Recreation Center Phase 2 Improvements Y4422- Animal Shelter Repl PW 3039 E4609- Burlington St Dam Total 369100 Reimb of Expenses L3321 - Reconstruct FY09 Landfill Cell Due to Fire Total 392100 Sale of Land A3458- Ruppert Property Land Acquisition Total City of Iowa City Capital Improvement Program Project Summary by Funding Source 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total $ 405,654 $ 300,000 $ 405,654 $ 405,654 $ - $ - $ - $ - $ 405,654 $ 100,000 $ 300,000 393140 General Fund CIP Funding $ 100,000 50,000 50,000 50,000 150,000 100,000 $ 100,000 $ 100,000 $ 500,000 R4130- Parks Annual lmprovements/Maint. 80,000 100,000 80,000 80,000 80,000 80,000 400,000 15,000 15,000 277,492 50,000 50,000 50,000 50,000 200,000 277,492 21,000 2,300,000 2,300,000 $ 477,492 $ - $ 2,350,000 $ 50,000 $ 65,000 $ 2,942,492 $ 505,100 393150 Road Use Tax $ 505,100 $ 505,100 $ - $ - $ - $ - $ 505,100 $ 500,000 $ 25,000 $ 125,000 53821 - Ovenvidth Paving/Sidewalks 25,000 $ 500,000 25,000 25,000 25,000 125,000 53822 -Curb Ramps -ADA $ 500,000 $ - $ - $ - $ - $ 500,000 53803 -Lower Muscatine- Kirkwood to First Avenue $ 300,000 $ 300,000 Total $ 300,000 $ - $ - $ - $ - $ 300,000 393140 General Fund CIP Funding 53824- Pavement Rehabilitation $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 R4130- Parks Annual lmprovements/Maint. 80,000 80,000 80,000 80,000 80,000 400,000 R4330- Annual Recreation Center Improvement Fund 50,000 50,000 50,000 50,000 200,000 E4609- Burlington St Dam 21,000 21,000 Total $ 201,000 $ 230,000 $ 230,000 $ 230,000 $ 230,000 $ 1,121,000 393150 Road Use Tax 53816- Traffic Calming $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 53821 - Ovenvidth Paving/Sidewalks 25,000 25,000 25,000 25,000 25,000 125,000 53822 -Curb Ramps -ADA 100,000 100,000 200,000 53823- Brick Street Repairs 20,000 20,000 20,000 20,000 20,000 100,000 S3824- Pavement Rehabilitation 425,000 425,000 425,000 425,000 425,000 2,125,000 53843- RR Crossings -City Wide 20,000 20,000 20,000 20,000 20,000 100,000 53849- Brick Street Reconstruction 32,927 32,927 53910 - Bridge Maintenance/Repair 50,000 50,000 50,000 50,000 50,000 250,000 53932- LED Streetlight Replacement 50,000 50,000 50,000 50,000 200,000 P3973- Traffic Engineering Building 700,000 700,000 Total $ 597,927 $ 715,000 $ 615,000 $ 1,415,000 $ 615,000 $ 3,957,927 393160 Local Option Taxes 53809 - Iowa City Gateway Project (Dubuque Street) $ 25,156,614 $ 25,156,614 Total $ 25,156,614 $ - $ - $ - $ - $ 25,156,614 393170 Transfers from TIF Districts P3974- Riverside Drive Pedestrian Tunnel $ 35,000 $ 35,000 P3977- Riverside Drive Streetscape Improvements 200,000 200,000 E4513- Riverfiont Crossings Redevelopment 143,407 143,407 E4514- Towncrest Redevelopment 93,370 93,370 E4609- Burlington St Dam 130,000 130,000 Total $ 236,777 $ - $ 365,000 $ - $ - $ 601,777 393210 From Water Operations W3202- Muscatine (2700- 3400)(Arthur to Scott) $ 132,407 $ 132,407 W3204- Annual Water Main Projects 600,000 600,000 600,000 600,000 600,000 3,000,000 W3212- First Ave. (400- 500 block) Water Main Replacement Project 554,000 554,000 W3213- Ground Storage Reservoir VFD Replacement/Upgrade 91,000 98,500 106,000 295,500 :1 11-V City of Iowa City Capital Improvement Program Project Summary by Funding Source 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total VV3214 - Reseal Water Treatment Plant Building 27,500 27,500 VV3215 - Slothower Road- Melrose Water Main 568,500 300,000 568,500 VV3216 - Spruce St (1300 - 1400 block) Water Main Replacement Project 710,000 189,000 189,000 VV3217 - Wade St. Water Main Replacement (1000 - 1100 Block) 238,000 238,000 VV3218 - Washington St (100 - 200 block) & Linn (12 100 block) Water Main Replacen 821,000 821,000 VV3219 - SCADA File Server Replacement and Integration of Backup Server 64,400 - $ - $ 2,148,830 64,400 53811 - Sycamore St- Highway 6 to City Limits 100,000 100,000 53834- Burlington/Madison Intersection and Median (81,405) $ 500,000 $ 500,000 (81,405) 53840- Burlington /Clinton Intersection Improvements 100,000 21,000 100,000 53975- William St Reconstruction 30,000 38,000 30,000 G4718 - City-wide Video Camera Upgrade 49,370 49,370 Total 393220 From Wastewater Operations V3101 - Annual Sewer Main Projects V3135- South Wastewater Plant Expansion V3141 - Sludge Biosolid Dewatering Equipment Replacement Project 53809- Iowa City Gateway Project (Dubuque Street) G4718 - City-wide Video Camera Upgrade 14722 - Wastewater South Fiber Repair /Redundant Path Project Total 393230 From Parking Operations T3004 - Parking Facility Restoration Repair T3009 - Parking Facility and Enforcement Automation T3012 - Iowa City Mufti -Use Parking Facility Total 393235 From Mass Transit Operations T3058 - Court Street Facility Automation T3059 - Transit Bus Shelter Replacement and Expansion T3060 - Transit Bus Camera Replacement T3017 - Capitol Street and Dubuque Street Facade Improvements Total 393240 From Airport Operations A3437- Hangar L 6 Units 91110IOVV300 Total 393250 From Refuse Operations K3972- Refuse Building Total $ 1,398,872 $ 1,914,400 $ 1,469,000 $ 706,000 $ 600,000 $ 6,088,272 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 2,500,000 2,550,000 2,550,000 1,400,000 1,400,000 400,000 2,000,000 2,000,000 4,400,000 16,360 16,360 237,655 397,279 634,934 $ 3,704,015 $ 3,900,000 $ 2,500,000 $ 500,000 $ 897,279 $ 11,501,294 $ 300,000 $ 500,000 $ 400,000 $ 400,000 $ 300,000 $ 1,900,000 1,057,221 270,000 1,327,221 $ 1,357,221 $ 500,000 $ 670,000 $ 650,000 $ 300,000 $ 3,477,221 $ 270,000 $ 270,000 50,000 50,000 100,000 54,000 54,000 108,000 $ 374,000 $ 54,000 $ 200,000 $ - $ - $ 628,000 $ 36,793 $ 36,793 $ 36,793 $ - $ - $ - $ - $ 36,793 $ 700,000 $ 700,000 $ - $ - $ - $ 700,000 $ - $ 700,000 393260 From Landfill Operations L3322- Hebl Road Improvements $ 765,000 $ 50,000 $ 815,000 L3324- Landfill Gas Collection System Flare Replacement 300,000 300,000 L3325- Landfill Household Hazardous Water Storage Unit Replacement 300,000 300,000 VV3220 - Water Main Extension - Melrose to Landfill 710,000 710,000 G4718 - City-wide Video Camera Upgrade 23,830 23,830 Total $ 1,498,830 $ 650,000 $ - $ - $ - $ 2,148,830 393290 From Stone water M3624- Riverside Dr &Arts Campus Storm Sewer Modification $ 500,000 $ 500,000 P3976- Idyllwild Storm Water Drainage Diversion Project 21,000 21,000 S3975- William St Reconstruction 38,000 38,000 Total $ 59,000 $ - $ 500,000 $ - $ - $ 559,000 393295 Equipment Operations P3957- Vehicle Wash System at Public Works Facility-S. Gilbert Street $ 790,000 $ 790,000 Total $ - $ 790,000 $ - $ - $ - $ 790,000 393310 From Cable Television Operations G4704 -City Hall -Other Projects $ 180,000 $ 180,000 Total $ 180,000 $ - $ - $ - $ - $ 180,000 :1Wil City of Iowa City Capital Improvement Program Project Summary by Funding Source 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total 393417 From 08 GO Bonds G4718- City-wide Video Camera Upgrade $ 118,645 $ 118,645 Total $ 118,645 $ - $ - $ - $ - $ 118,645 393419 From 10 GO Bonds 53834- Burlington/Madison Intersection and Median $ (290,000) $ (290,000) G4718 - City-wide Video Camera Upgrade 30,719 30,719 Total $ (259,281) $ - $ - $ - $ - $ (259,281) 393420 From 11 GO Bonds S3811- Sycamore St- Highway 6 to City Limits $ (281,369) $ (281,369) Total $ (281,369) $ - $ - $ - $ - $ (281,369) 393411 From FY13 GO Bonds 1,000,000 1,000,000 53802- Moss Ridge Road $ 1,610,000 $ 1,610,000 53803 -Lower Muscatine- Kirkwood to First Avenue 375,000 375,000 53814- Traffic Signal Projects 250,000 250,000 53828- Sidewalk Infll 100,000 100,000 P3970- Warm Storage Building, Napoleon Park Public Works 300,000 300,000 P3971 - CBD Streetscape Project 350,000 350,000 53975- William St Reconstruction 540,000 540,000 R4130- Parks Annual Improvements/Maint. 200,000 200,000 R4136- Hickory Hill Park Safe /Restroom 34,000 34,000 R4152- Terry Trueblood Recreation Area 2,000,000 2,000,000 R4178- Normandy Drive Restoration Project 409,050 409,050 R4180- Fairmeadows Park Restroom and Splash Pad 95,000 95,000 R4206- Intra -City Bike Trails 50,000 50,000 R4219- Scott Park Development & Trail (incl Court Hill Trail Ph. 3) 140,000 140,000 R4328- Library Public Space Remodeling 100,000 100,000 Y4432- Fire Station #3 Kitchen Remodel 35,000 35,000 G4714 - Remodel City Hall Lobby and Revenue Areas 116,400 116,400 G4719- Projectdox Quickstart 306,000 306,000 Total $ 7,010,450 $ - $ - $ - $ - $ 7,010,450 393413 From FY14 GO Bonds A3454- Airport Master Plan $ 16,000 $ 16,000 53802- Moss Ridge Road 1,390,000 1,390,000 S3871- 1st Ave /IAIS RR Crossing Improvements 1,000,000 1,000,000 S3921- Interstate 80 Aesthetic Improvements 30,000 30,000 S3931- Sycamore Street- City Limits to South Gilbert Street 2,500,000 2,500,000 P3971 - CBD Streetscape Project 1,000,000 1,000,000 R4178- Normandy Drive Restoration Project 409,050 409,050 R4206- Intra -City Bike Trails 50,000 50,000 R4204- Iowa River Trail, Benton Street to Sturgis Park 150,000 150,000 R4321 - City Park Master Plan & Pool Upgrade 650,000 650,000 R4322- Willow Creek /Kiwanis Park Master Plan and Splash Pad 50,000 50,000 R4328- Library Public Space Remodeling 100,000 100,000 Y4411 - Fire SCBA/Air System Replacement 550,000 550,000 E4513- River6ont Crossings Redevelopment 200,000 200,000 E4514- Towncrest Redevelopment 200,000 200,000 G4704 - City Hall -Other Projects 244,165 244,165 Total $ 8,539,215 $ - $ - $ - $ - $ 8,539,215 393412 From 2015 GO Bonds A3442- Runway 12 -30 Obstruction Mitigation & Part77 Removals $ 56,140 $ 56,140 53806- Harrison Street Reconstruction 500,000 500,000 53814- Traffic Signal Projects 120,000 120,000 S3828- Sidewalk Infll 100,000 100,000 53840- Burlington /Clinton Intersection Improvements 840,000 840,000 S3871- 1st Ave /IAIS RR Crossing Improvements 2,050,000 2,050,000 53930- Dubuque SUI -80 Pedestrian Bridge 785,000 785,000 R4177- Lower City Park Emergency Access Road 270,000 270,000 R4206- Intra -City Bike Trails 50,000 50,000 R4204- Iowa River Trail, Benton Street to Sturgis Park 1,708,000 1,708,000 R4322- Willow Creek /Kiwanis Park Master Plan and Splash Pad 350,000 350,000 R4186- Mercer Park Playground 150,000 150,000 E4513- River6ont Crossings Redevelopment 200,000 200,000 :rH7 City of Iowa City Capital Improvement Program Project Summary by Funding Source Total $ - $ 8,393,180 $ - $ - $ - $ 8,393,180 393426 From FY16 GO bonds 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total E4514- Towncrest Redevelopment 200,000 200,000 G4704 - City Hall -Other Projects 164,040 164,040 14721 - Fiber Optic Cable Infill Program 100,000 100,000 R4331 - Elementary School Recreation Facility Partnership 750,000 750,000 Total $ - $ 8,393,180 $ - $ - $ - $ 8,393,180 393426 From FY16 GO bonds A3430- Apron Reconstruction & Connecting Taxiway $ 165,490 $ 165,490 53809- Iowa City Gateway Project (Dubuque Street) 10,314,206 10,314,206 53814- Traffic Signal Projects 120,000 120,000 53868- Mormon Trek Blvd- Right Turn at Benton & 3 Lane Conversion 500,000 500,000 R4206- Intra -City Bike Trails 50,000 50,000 R4224- Hickory Hill Trail Redesign and Development 200,000 200,000 Y4406- Fire Apparatus 60,000 60,000 E4513- River6ont Crossings Redevelopment 200,000 200,000 E4514- Towncrest Redevelopment 200,000 200,000 G4704 - City Hall -Other Projects 50,000 50,000 14721 - Fiber Optic Cable Infill Program 100,000 100,000 Total $ - $ - $ 11,959,696 $ - $ - $ 11,959,696 393427 From 2017 G O Bond T3055- Transit Facility Relocation $ 4,000,000 $ 4,000,000 A3443- Airport Equipment Shelter 33,750 33,750 53814- Traffic Signal Projects 120,000 120,000 53828- Sidewalk Infill 100,000 100,000 53849- Brick Street Reconstruction 800,000 800,000 53849- Brick Street Reconstruction 350,000 350,000 P3974- Riverside Drive Pedestrian Tunnel 1,434,000 1,434,000 R4153- Soccer Park Improvements 250,000 250,000 R4181 - Neighborhood Park Improvements 100,000 100,000 R4206- Intra -City Bike Trails 50,000 50,000 R4224- Hickory Hill Trail Redesign and Development 200,000 200,000 R4185- Creation of a park at site of North Wastewater Treatment Plant 1,470,000 1,470,000 Y4406 -Fire Apparatus 750,000 750,000 E4513- River6ont Crossings Redevelopment 200,000 200,000 E4514- Towncrest Redevelopment 200,000 200,000 G4704 -City Hall -Other Projects 50,000 50,000 14721 - Fiber Optic Cable Infill Program 100,000 100,000 G4720- Permitting Software Upgrade 300,000 300,000 Total $ - $ - $ - $ 10,507,750 $ - $ 10,507,750 393428 From 2018 GO Bonds A3448- Airport Perimeter Rd $ 26,770 $ 26,770 53814- Traffic Signal Projects 120,000 120,000 53854- American Legion Road Scott Blvd to Taft Ave 6,300,000 6,300,000 S3931- Sycamore Street- City Limits to South Gilbert Street 3,040,000 3,040,000 R4137- Frauenhoftz- Miller Park Development 223,000 223,000 R4206- Intra -City Bike Trails 50,000 50,000 R4224- Hickory Hill Trail Redesign and Development 200,000 200,000 R4329- Recreation Center Phase 2Improvements 310,000 310,000 E4513- River6ont Crossings Redevelopment 200,000 200,000 E4514- Towncrest Redevelopment 200,000 200,000 G4704 -City Hall -Other Projects 50,000 50,000 14721 - Fiber Optic Cable Infill Program 100,000 100,000 Total $ - $ - $ - $ - $ 10,819,770 $ 10,819,770 393429 Sales Tax Go Bonds V3142- North Wastewater Plant Demolition $ 6,000,000 $ 6,000,000 Total $ - $ 6,000,000 $ - $ - $ - $ 6,000,000 393900 Misc Transfers In 53830 - Ailey Assessment $ 181,000 $ 181,000 $ 362,000 P3971- CBD Streetscape Project 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 Total $ 181,000 $ 1,000,000 $ 1,181,000 $ 1,000,000 $ 1,000,000 $ 4,362,000 Revenue Total $ 91,833,634 $ 34,243,833 $ 33,674,099 $ 32,415,165 $ 15,060,644 $ 207,227,374 :1W City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total T3004 -Parking Facility Restoration Repair This project includes routine concrete restoration, application of sealant and repair of stairwells. 150,000 393230 From Parking Operations 220,000 300,000 500,000 400,000 400,000 300,000 2,120,000 Receipts Total 220,000 300,000 500,000 400,000 400,000 300,000 2,120,000 510800 Parking Capital Acquisition /CIP 48,000 300,000 500,000 400,000 400,000 300,000 1,948,000 Expense Total 48,000 300,000 500,000 400,000 400,000 300,000 1,948,000 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. T3051 - Bus Acquisition T3009 - 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 This project involves the financing and replacement of City buses. 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 334900 Other State Grants 691,200 on street. This will allow for better access and more convenient payment option for our customers while enhancing operational efficiencies. 393230 From Parking Operations 1,434,597 1,057,221 270,000 2,761,818 Receipts Total 1,434,597 1,057,221 270,000 2,761,818 510400 Capitol Street Garage Operations 586,311 586,311 510500 Dubuque Street Garage Operations 455,759 455,759 510700 Tower Place Garage Operations 445,188 445,188 510800 Parking Capital Acquisition /CIP 22,060 982,500 270,000 1,274,560 Expense Total 1,509,318 982,500 270,000 2,761,818 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. T3012 - Iowa City Multi -Use Parking Facility This project involves the construction of a parking facility in a location south of Burlington Street to support continued economic development. 393230 From Parking Operations 542,026 250,000 792,026 Receipts Total 542,026 250,000 792,026 458000 Community & Econ Dvlp CIP 1,269 1,269 510800 Parking Capital Acquisition /CIP 540,757 250,000 790,757 Expense Total 542,026 250,000 792,026 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 not the facility would have a net income or a net loss in the first year and what that would be, is difficult to determine and is currently not estimated. T3017 - Capitol Street and Dubuque Street Facade Improvements This project involves design of facade improvements for the Capitol Street and Dubuque Street parking facilities 393235 From Mass Transit Operations 150,000 150,000 Receipts Total 150,000 150,000 517600 Transit Capital Acquisitions/CIP 150,000 150,000 Expense Total 150,000 150,000 Operating Impact: This project will have a negligible impact on the City's operations. T3051 - Bus Acquisition This project involves the financing and replacement of City buses. 334900 Other State Grants 691,200 411,310 1,102,510 393235 From Mass Transit Operations 183,820 183,820 Receipts Total 875,020 411,310 1,286,330 517600 Transit Capital Acquisitions /CIP 854,571 437,003 1,291,574 Expense Total 854,571 437,003 1,291,574 Rill City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 Prior Years Revised Budget Projection 2017 2018 Projection Projection Total Operating impact: The replacement of City buses will decrease operating expenses due to the replacement of older 270,000 equipment with new equipment. The estimated savings is less than $10,000 per year. 270,000 T3055 - Transit Facility Relocation 270,000 This project involves the construction of anew transit facility for maintenance operations and storage. As part of this project, the storage area will be expanded allowing for an increase in Fleet size and the maintenance facility will be upgraded. The relocation will address the environmental issues that exist at the current facility site and allow for the redevelopment of a major commercial site at the corner of Highway 6 and Riverside Drive. 331100 Federal Grants 16,000,000 16,000,000 393427 From 2017 G O Bond 4,000,000 4,000,000 Receipts Total 20,000,000 20,000,000 517600 Transit Capital Acquisitions /CIP 20,000,000 20,000,000 Expense Total 20,000,000 20,000,000 Operating impact: The replacement of transit facility should be to a newer and more energy efficient facility, however, the new facility will be larger and contain more operational functionality. The additional size and capability of the facility will most likely offset the potential savings from the newer facility. Additional savings/cost from this T3058 - Court Street Facility Automation This project involves the automation of operations in the Court Street Transportation Center with the installation of gates, payon foot, and pay in lane equipment. 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. 393235 From Mass Transit Operations 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. T3059 - Transit Bus Shelter Replacement and Expansion This project will allow for the purchase of bus shelters to replace shelters in need of extensive repair as well as allow for new bus shelter installations. 393235 From Mass Transit Operations 50,000 50,000 100,000 Receipts Total 50,000 50,000 100,000 517600 Transit Capital Acquisitions /CIP 50,000 50,000 100,000 Expense Total 50,000 50,000 100,000 Operating impact: The replacement of City buses will decrease operating expenses due to the replacement of older equipment. The estimated savings is less than $10,000 per year. T3060 - Transit Bus Camera Replacement This project involves the replacement, over a two year period, of the DVRs that record the transit bus camera data. Each bus contains six cameras and a DVR to record the data on the vehicle. There is also a backend software system that allows for viewing and recording of the data for retention of records. 393235 From Mass Transit Operations 54,000 54,000 108,000 Receipts Total 54,000 54,000 108,000 517600 Transit Capital Acquisitions /CIP 54,000 54,000 108,000 Expense Total 54,000 54,000 108,000 Operating impact: The replacement of City buses will decrease operating expenses due to the replacement of older equipment. The estimated savings is less than $10,000 per year. V3101 - Annual Sewer Main Projects Annual costs to rehabilitate or replace sewer mains. 363150 Copies/Computer Queries 540 540 369100 Reimb of Expenses 11,970 11,970 393220 From Wastewater Operations 905,758 500,000 500,000 500,000 500,000 500,000 3,405,758 471 City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total Receipts Total 918,268 500,000 500,000 500,000 500,000 500,000 3,418,268 520300 Sewer Systems 444,766 973,502 500,000 500,000 500,000 500,000 3,418,268 Expense Total 444,766 973,502 500,000 500,000 500,000 500,000 3,418,268 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. V3134 - Inverted Siphon Sewer Pipes Repair three sewer mains that cross the Iowa River that were damaged during the Flood of 2008. 331200 FEMA Reimbursements 879,439 879,439 334810 State Disaster Assistance 37,260 37,260 393220 From Wastewater Operations 331,814 331,814 Receipts Total 1,211,253 37,260 1,248,513 520300 Sewer Systems 1,248,513 1,248,513 Expense Total 1,248,513 1,248,513 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. V3135 - South Wastewater Plant Expansion This project will relocate the North Wastewater Treatment Plant and consolidate operations into the South Wastewater Treatment Plant by expansion of the SWiP facilities. 331100 Federal Grants 16,055,217 5,947,346 22,002,563 334900 Other State Grants 6,780,562 6,231,238 13,011,800 3349101 -JOBS 5,495,293 850,000 6,345,293 393160 Local Option Taxes 8,610,000 8,610,000 393220 From Wastewater Operations 2,490,000 2,550,000 5,040,000 Receipts Total 39,431,072 15,578,584 55,009,656 520400 South Plant Operations 36,741,155 18,203,845 54,945,000 Expense Total 36,741,155 18,203,845 54,945,000 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. V3141 - Sludge Biosolid Dewatering Equipment Replacement Project This project includes removal and replacement of the sludge dewatering equipment at the South Wastewater Plant - Engineering design services, construction drawings, purchase and installation of new equipment. 393220 From Wastewater Operations 1,400,000 1,400,000 Receipts Total 1,400,000 1,400,000 520400 South Plant Operations 1,400,000 1,400,000 Expense Total 1,400,000 1,400,000 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. V3142 - North Wastewater Plant Demolition This project will demolish the North Wastewater Treatment Plant and create wetlands along the Iowa River for Flood protection. Funding for this project will be from the sales tax increment funding from the State of Iowa. 393429 Sales Tax Go Bonds 6,000,000 6,000,000 Receipts Total 6,000,000 6,000,000 5204200 North Treatment Plant 6,000,000 6,000,000 Expense Total 6,000,000 6,000,000 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. :11% City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total W3202 - Muscatine (2700 -3400) (Arthur to Scott) Repair and replace aging water mains. 363150 Copies/Computer Queries 245 245 393210 From Water Operations 809,229 132,407 941,636 Receipts Total 809,474 132,407 941,881 530300 Water Distribution System 769,510 172,371 941,881 Expense Total 769,510 172,371 941,881 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. W3204 - Annual Water Main Projects Annual replacement of water mains. 363150 Copies/Computer Queries 540 540 393210 From Water Operations 158,119 600,000 600,000 600,000 600,000 600,000 3,158,119 Receipts Total 158,659 600,000 600,000 600,000 600,000 600,000 3,158,659 530300 Water Distribution System 158,659 600,000 600,000 600,000 600,000 600,000 3,158,659 Expense Total 158,659 600,000 600,000 600,000 600,000 600,000 3,158,659 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. W3212 - First Ave. (400 - 500 block) Water Main Replacement Project This project is a water main replacement project with respective street and sidewalk replacement. Approximately 1,100 feet of 6" cast iron (vintage 1955) will be replaced with 8" PVC and ductile iron water main. 60 R of 16" cast iron (vintage 1962) will also be replaced. A significant amount of street repair will be included in this project. 393210 From Water Operations 554,000 554,000 Receipts Total 554,000 554,000 530300 Water Distribution System 554,000 554,000 Expense Total 554,000 554,000 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. W3213 - Ground Storage Reservoir VFD Replacement/Upgrade Replacement of two Variable Frequency Drives at Sycamore GSR in FY 2015. Replacement of two Variable Frequency Drives at Rochester GSR in FY 2016. Replacement of two Variable Frequency Drives at Bloomington St. GSR in FY 2017. 393210 From Water Operations 91,000 98,500 106,000 295,500 Receipts Total 91,000 98,500 106,000 295,500 530300 Water Distribution System 91,000 98,500 106,000 295,500 Expense Total 91,000 98,500 106,000 295,500 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. W3214 - Reseal Water Treatment Plant Building Remove and reseal horizontal and vertical precast and masonry joints and repair cracks in south elevation above and below grade and reseal south curtain wall. reseal south curtain wall. 393210 From Water Operations 27,500 27,500 Receipts Total 27,500 27,500 530300 Water Distribution System 27,500 27,500 Expense Total 27,500 27,500 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. 473 City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total W3215 - Slothower Road - Melrose Water Main This project will complete a critical loop between Melrose and Rohret along Slothower Road. It includes approximately 3,700 feet of 12" ductile iron water main. 393210 From Water Operations 568,500 568,500 Receipts Total 568,500 568,500 530300 Water Distribution System 568,500 568,500 Expense Total 568,500 568,500 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. W3216 - Spruce St (1300 - 1400 block) Water Main Replacement Project This project is a water main replacement project with respective street and sidewalk replacement. Approximately 875 feet of 6" cast iron (vintage 1955) will be replaced with 8" PVC and ductile iron pipe. 393210 From Water Operations 189,000 189,000 Receipts Total 189,000 189,000 530300 Water Distribution System 189,000 189,000 Expense Total 189,000 189,000 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. W3217 - Wade St. Water Main Replacement (1000 - 1100 Block) This project is a water main replacement project with respective street and sidewalk replacement. Approximately 800 feet of 6" cast iron (vintage 1956) will be replaced with 8" ductile iron. 393210 From Water Operations 238,000 238,000 Receipts Total 238,000 238,000 530300 Water Distribution System 238,000 238,000 Expense Total 238,000 238,000 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. W3218 - Washington St (100 - 200 block) & Linn (112 100 block) Water Main Replacement Project This project is a water main replacement project. Approximately 1,300 feet of 12" cast iron (vintage 1974), 10" cast iron (vintage 1926) and 16" cast iron (vintage 1975) will be replaced. Significant street and sidewalk reconstruction will be required with this project. 393210 From Water Operations 821,000 821,000 Receipts Total 821,000 821,000 530300 Water Distribution System 821,000 821,000 Expense Total 821,000 821,000 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. W3219 - SCADA File Server Replacement and Integration of Backup Server The project is to replace the current (obsolete) File Server and accommodate addition of Backup File Server for the Water Plant. The project also includes upgrading existing software, purchasing additional software and replacement of (1) obsolete Industrial Computer. 393210 From Water Operations 64,400 64,400 Receipts Total 64,400 64,400 530300 Water Distribution System 64,400 64,400 Expense Total 64,400 64,400 Operating Impact: This project reduces expenditures through the replacement of aged equipment with new equipment. The anticipated change in operating costs are negligible. W3220 - Water Main Extension - Melrose to Landfill This project is a water main extension project needed to serve the recycling - energy project at the Iowa City Landfill. Approximately 8,500 feet of water main (400 R 12" ductile iron and 8,000 feet of 8" PVC). 474 City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total 393260 From Landfill Operations 710,000 710,000 Receipts Total 710,000 710,000 530300 Water Distribution System 710,000 710,000 Expense Total 710,000 710,000 Operating Impact: This project increases expenditures through the addition of new infrastructure 1,823,925 The increase in expenses are less than $10,000 per year. 1,823,925 W3279 - Water Mains Crossings Flood Repairs Repairs water main crossings under the Iowa River that were damaged from the Flood of 2008. 331200 FEMA Reimbursements 324,703 324,703 393210 From Water Operations 238,237 238,237 Receipts Total 238,237 324,703 562,940 530300 Water Distribution System 425,624 137,316 562,940 Expense Total 425,624 137,316 562,940 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. W3295 - ERP - Utility Billing Software Upgrade aging billing and customer service software. 369100 Reimb of Expenses 20,000 20,000 393210 From Water Operations 224,000 224,000 393220 From Wastewater Operations 224,000 224,000 393250 From Refuse Operations 56,000 56,000 393290 From Storm water 56,000 56,000 Receipts Total 580,000 580,000 530100 Water System Administration &Supp 253,104 326,896 580,000 Expense Total 253,104 326,896 580,000 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. W3297 - 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 83,592 Receipts Total 83,592 83,592 530300 Water Distribution System 27,395 56,197 83,592 Expense Total 27,395 56,197 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 L3321 - Reconstruct FY09 Landfill Cell Due to Fire This project consists of rebuilding the landfill FY09 Cell that was 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. This project is limited to reconstruction only and does not include firefighting, pyrolitic oil disposal, or site cleanup. 393260 From Landfill Operations 1,318,826 1,318,826 369100 Insurance Recovery 505,100 505,100 Receipts Total 1,318,826 505,100 1,823,926 550900 Landfill Capital Acquisition /CIP 428,685 1,395,240 1,823,925 Expense Total 428,685 1,395,240 1,823,925 Operating impact: This project replaces the landfill cell that was previously damaged and should not increase or decrease the cost of financial operations. RAI City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total L3322 - 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 at the Landfill adding to traffic on Hebl Road. 393260 From Landfill Operations 765,000 50,000 815,000 Receipts Total 765,000 50,000 815,000 550900 Landfill Capital Acquisition /CIP 426 764,574 50,000 815,000 Expense Total 426 764,574 50,000 815,000 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. L3324 - Landfill Gas Collection System Flare Replacement This project consists of replacing the existing landfill gas collection system Flare unit. 393260 From Landfill Operations 300,000 300,000 Receipts Total 300,000 300,000 550900 Landfill Capital Acquisition /CIP 300,000 300,000 Expense Total 300,000 300,000 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. L3325 - Landfill Household Hazardous Water Storage Unit Replacement This project consists of replacing the existing landfill household hazardous waste storage unit. 393260 From Landfill Operations 300,000 300,000 Receipts Total 300,000 300,000 550900 Landfill Capital Acquisition /CIP 300,000 300,000 Expense Total 300,000 300,000 Operating Impact: This project reduces expenditures through the replacement of aged facilities with new facilities. The anticipated savings are less than $10,000 per year. A3425 - FAA Runway 7 Grading /Obstr Mitigation #3190047 -13 -2006 Runway 7 Obstruction Mitigation and Grading contracts. 331100 Federal Grants 476,818 107,242 584,060 Receipts Total 476,818 107,242 584,060 560300 Airport Capital Acquisition /CIP 482,330 101,730 584,060 Expense Total 482,330 101,730 584,060 Operating impact: The operating impact of this project will be negligible. A3427 - 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 1,426,387 297,863 1,724,250 393420 From 11 GO Bonds 90,750 90,750 Receipts Total 1,517,137 297,863 1,815,000 560300 Airport Capital Acquisition /CIP 1,501,680 353,318 1,854,998 Expense Total 1,501,680 353,318 1,854,998 Operating impact: The addition of more taxiway will require additional maintenance and utilities by the City. The estimated additional cost is less than $10,000 per year. A3428 - Runway 7 -25 Parallel Taxiway Paving&Lighting #319004721 2012 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 paving and lighting construction. :lid City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total 331100 Federal Grants 1,447,297 1,432,703 2,880,000 393410 From FY12 GO Bonds 320,000 320,000 Receipts Total 1,767,297 1,432,703 3,200,000 560300 Airport Capital Acquisition /CIP 1,648,050 1,551,950 3,200,000 Expense Total 1,648,050 1,551,950 3,200,000 Operating impact: The addition of more taxiway will require additional maintenance and utilities by the City. The estimated additional cost is less than $10,000 per year. A3430 - 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 1,489,410 1,489,410 393426 From FY16 GO bonds 165,490 165,490 Receipts Total 1,654,900 1,654,900 560300 Airport Capital Acquisition /CIP 1,654,900 1,654,900 Expense Total 1,654,900 1,654,900 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. A3437 - Hangar L 6 Units 911 101 OW 300 Construct large bay hangar for storage of business jet and large aircraft traffic. 334900 Other State Grants 200,000 200,000 393240 From Airport Operations 363,207 36,793 400,000 393420 From 11 GO Bonds 300,000 300,000 Receipts Total 863,207 36,793 900,000 560300 Airport Capital Acquisition /CIP 725,058 185,384 910,442 Expense Total 725,058 185,384 910,442 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. A3442 - Runway 12 -30 Obstruction Mitigation & Part77 Removals Removal of obstructions per FAA Airport Layout Plan. 331100 Federal Grants 505,260 505,260 393412 From 2015 GO Bonds 56,140 56,140 Receipts Total 561,400 561,400 560300 Airport Capital Acquisition /CIP 561,400 561,400 Expense Total 561,400 561,400 Operating impact: The operating impact of the removals should be negligible to the operating budget. A3443 - Airport Equipment Shelter Snow removal equipment was previously stored in United Hangar. Equipment shelter would provide room for snow removal equipment. 331100 Federal Grants 303,750 303,750 393427 From 2017 G O Bond 33,750 33,750 Receipts Total 337,500 337,500 560300 Airport Capital Acquisition /CIP 337,500 337,500 Expense Total 337,500 337,500 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. A3448 - Airport Perimeter Rd Construct perimeter road for aircraft vehicles to travel to south development area. 331100 Federal Grants 240,930 240,930 :!/1 City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total 393428 From 2018 GO Bonds 26,770 26,770 Receipts Total 267,700 267,700 560300 Airport Capital Acquisition /CIP 267,700 267,700 Expense Total 267,700 267,700 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. A3450 - FY 12 Airport Electri cal Rehab & Security Improve 911 201O 100 Anticipated hangar maintenance with IDOT grant. Hangar building reskinning and resealing. 334900 Other State Grants 89,306 55,194 144,500 393240 From Airport Operations 25,500 25,500 393420 From 11 GO Bonds 36,000 36,000 Receipts Total 150,806 55,194 206,000 560300 Airport Capital Acquisition /CIP 105,588 110,689 216,277 Expense Total 105,588 110,689 216,277 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. A3452 - Install Taxiway & Utility Lines 911301OW300 334900 Other State Grants 55,236 35,289 90,525 393240 From Airport Operations 15,975 15,975 Receipts Total 71,211 35,289 106,500 560300 Airport Capital Acquisition /CIP 67,065 39,435 106,500 Expense Total 67,065 39,435 106,500 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. A3453 - Rehabilitate Terminal Building D &Roof 911301OW300 334900 Other State Grants 75,000 75,000 393240 From Airport Operations 27,000 27,000 Receipts Total 27,000 75,000 102,000 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. A3454 - Airport Master Plan This project is to update the Airport's master plan. 331100 Federal Grants 144,000 144,000 393413 From FY14 GO Bonds 16,000 16,000 Receipts Total 160,000 160,000 560300 Airport Capital Acquisition /CIP 160,000 160,000 Expense Total 160,000 160,000 Operatina imoact: This will have a nealiaible imoact on the Citv's ooeratina budget. A3458 - Ruppert Property Land Acquisition 331100 Federal Grants 4,500,000 4,500,000 392100 Sale of Land 500,000 500,000 Receipts Total 5,000,000 5,000,000 560300 Airport Capital Acquisition /CIP 5,000,000 5,000,000 Expense Total 5,000,000 5,000,000 Operating impact: This will have a negligible impact on the City's operating budget. :f[7 City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total M3624 - Riverside Dr & Arts Campus Stone Sewer Modification This will be ajoint project with the University of Iowa to upgrade the Riverside Drive / Arts Campus storm sewer and lift station to perform better during future Floods. 334610 University of Iowa 500,000 500,000 393290 From Storm water 19 500,000 500,019 Receipts Total 19 1,000,000 1,000,019 580200 Storm Water Mgmt Capital Acquisition 19 1,000,000 1,000,019 Expense Total 19 1,000,000 1,000,019 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. M3626 - First Avenue Stone Sewer Improvements This project will replace and upgrade the storm sewer system between Mail Drive and First Avenue, north of Lower Muscatine Road. 363150 Copies/Computer Queries 630 630 393410 From FY12 GO Bonds 346,035 346,035 393415 From 06 GO Bonds 363,336 363,336 393417 From 08 GO Bonds 1,125,000 1,125,000 Receipts Total 1,835,001 1,835,001 580200 Storm Water Mgmt Capital Acquisition 754,762 1,080,239 1,835,001 Expense Total 754,762 1,080,239 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. 53802 - Moss Ridge Road This project will provide a transportation link from Hwy 1 to properties west of the Pearson property. The project will include paving, sidewalk, sanitary sewer, water main, traffic signals, and a storm sewer improvements. An grant from Revitalize Iowa's Sound Economy (RISE) from the Iowa Department of Transportation has been approved. 334900 Other State Grants 1,906,250 1,906,250 393411 From FY13 GO Bonds 1,610,000 1,610,000 393413 From FY14 GO Bonds 1,390,000 1,390,000 Receipts Total 4,906,250 4,906,250 434710 Roads 344,494 4,559,606 4,904,100 Expense Total 344,494 4,559,606 4,904,100 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. 53803 - 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 375,102 375,102 331100 Federal Grants 1,720,000 1,720,000 336190 Other Local Governments 405,654 405,654 382500 Housing Rents 31,080 31,080 392200 Sale of Buildings 300,000 300,000 393170 Transfers from TIF Districts 1,386,541 1,386,541 393210 From Water Operations 1,095,819 1,095,819 393220 From Wastewater Operations 470,000 470,000 393290 From Storm water 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 6,509,109 2,800,654 9,309,763 434710 Roads 2,784,430 4,359,515 7,143,945 °.!4] City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 57,611 Prior Years Revised Budget Projection Projection Projection Total 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 2,784,430 6,453,696 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. 100,000 53806 - Harrison Street Reconstruction 116,448 This project reconstruct Harrison Street from Dubuque St.to Clinton Street subject to the private development of the adjacent parcel. 116,448 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 1,930,000 costs. The estimated decrease in operating expenses is less than $10,000 per year. 1,376,370 53809 - Iowa City Gateway Project (Dubuque Street) 1,095,001 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 4,254,276 longer than the existing bridge. The project will incorporate mufti-modal features and be designed to provide Flood protection for the Dubuque 4,475,296 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 4,327,735 Surface Transportation Program; $3 million grant from Economic Development Administration; and $1.5 million from Transportation, Housing & 4,434,606 Urban Development. This project includes the North River Corridor Trunk Sewer and construction of Park Road to Riverside Drive. 100 331100 Federal Grants 1,417,345 4,541,328 4,541,328 10,500,000 393160 Local Option Taxes 937,614 25,156,614 26,094,228 393426 From FY16 GO bonds 10,314,206 10,314,206 393220 From Wastewater Operations 400,000 2,000,000 2,000,000 4,400,000 Receipts Total 2,354,959 25,556,614 6,541,328 16,855,534 51,308,434 434710 Roads 2,301,898 1,078,387 16,180,522 18,735,000 38,295,807 434720 Bridge Construction 18,000 5,724,840 2,135,500 7,878,340 434730 Other PW Capital Acquisition /CIP 2,014 2,014 520300 Sewer Systems 732,273 400,000 2,000,000 2,000,000 5,132,273 Expense Total 3,054,185 1,478,387 23,905,362 22,870,500 51,308,434 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. 53811 - 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 57,611 402,389 460,000 341500 Dev Fee -Sdwlk /Paving 14,268 14,268 363150 Copies/Computer Queries 3,750 3,750 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 1,376,370 (281,369) 1,095,001 Receipts Total 4,254,276 221,020 4,475,296 434710 Roads 4,327,735 106,871 4,434,606 530300 Water Distribution System 100 100,000 100,100 Expense Total 4,327,835 206,871 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. :r:P] City of Iowa City Capital Improvement Program Project Summary by Name Operating impact: This project creates additional infrastructure to maintain. The estimated increase in 53822 - Curb Ramps -ADA Biennial appropriation for the construction of ADA accessible curb ramps 393150 Road Use Tax 5,188 2014 2015 2016 2017 2018 180 Prior Years Revised Budget Projection Projection Projection Total 53814 - Traffic Signal Projects 94,891 9,300 100,000 100,000 304,191 Expense Total 94,891 9,300 100,000 Annual appropriation for the signalization of intersections. 304,191 82,732 20,000 20,000 20,000 20,000 20,000 334900 Other State Grants 434710 Roads 61,000 20,000 20,000 20,000 20,000 61,000 393150 Road Use Tax 113,084 113,084 393410 From FY12 GO Bonds 120,000 120,000 393411 From FY13 GO Bonds 250,000 250,000 393412 From 2015 GO Bonds 120,000 120,000 393419 From 10 GO Bonds 120,000 120,000 393420 From 11 GO Bonds 70,000 70,000 393426 From FY16 GO bonds 120,000 120,000 393427 From 2017 G O Bond 120,000 120,000 393428 From 2018 G O Bond 120,000 120,000 Receipts Total 423,084 311,000 120,000 120,000 120,000 120,000 1,214,084 433500 Traffic Eng Lights 235,761 618,323 120,000 120,000 120,000 120,000 1,334,084 Expense Total 235,761 618,323 120,000 120,000 120,000 120,000 1,334,084 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. 53816 - Traffic Calming Annual appropriation for providing traffic calming. 393150 Road Use Tax 82,358 25,000 25,000 25,000 25,000 25,000 207,358 Receipts Total 82,358 25,000 25,000 25,000 25,000 25,000 207,358 433500 Traffic Eng Lights 32,935 74,423 25,000 25,000 25,000 25,000 207,358 Expense Total 32,935 74,423 25,000 25,000 25,000 25,000 207,358 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. 53821 - Ovemidth Paving /Sidewalks Annual appropriation for providing extra width pavement on roadways. 393150 Road Use Tax 66,959 25,000 25,000 25,000 25,000 25,000 191,959 Receipts Total 66,959 25,000 25,000 25,000 25,000 25,000 191,959 434710 Roads 20,848 20,848 434740 Sidewalks 16,111 55,000 25,000 25,000 25,000 25,000 171,111 Expense Total 36,959 55,000 25,000 25,000 25,000 25,000 191,959 Operating impact: This project creates additional infrastructure to maintain. The estimated increase in 53822 - Curb Ramps -ADA Biennial appropriation for the construction of ADA accessible curb ramps 393150 Road Use Tax 5,188 100,000 100,000 205,188 393420 From 11 GO Bonds 99,003 180 369200 Reimbursement of Damages 99,003 Receipts Total 104,191 100,000 100,000 304,191 434740 Sidewalks 94,891 9,300 100,000 100,000 304,191 Expense Total 94,891 9,300 100,000 100,000 304,191 Operating impact: This project creates additional infrastructure to maintain. The estimated increase in 53823 - Brick Street Repairs Annual appropriation for the repair of brick streets 363150 Copies/Computer Queries 180 180 369200 Reimbursement of Damages 24,505 24,505 393150 Road Use Tax 58,047 20,000 20,000 20,000 20,000 20,000 158,047 Receipts Total 82,732 20,000 20,000 20,000 20,000 20,000 182,732 434710 Roads 82,732 20,000 20,000 20,000 20,000 20,000 182,732 :[:71 City of Iowa City Capital Improvement Program Project Summary by Name 53828 - Sidewalk Infill Annual program to construct sidewalks where gaps exist 363150 Copies/Computer Queries 2014 2015 2016 2017 2018 393150 Road Use Tax Prior Years Revised Budget Projection Projection Projection Total Expense Total 82,732 20,000 20,000 20,000 20,000 20,000 182,732 Operating impact: Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance 100,000 393412 From 2015 GO Bonds costs. The estimated decrease in operating expenses is less than $10,000 per year. 100,000 100,000 393418 From 09 GO Bonds 99,660 53824 - Pavement Rehabilitation 99,660 393419 From 10 GO Bonds 100,000 Annual appropriation for resurfacing roadways. 100,000 393420 From 11 GO Bonds 100,000 313500 Utility Franchise Tax 324,269 117,665 117,665 117,665 117,665 117,665 912,594 334900 Other State Grants 545,633 Receipts Total 401,420 100,000 100,000 100,000 545,633 3349101 -JOBS 537,142 63 63 537,142 363150 Copies/Computer Queries 1,215 183,215 100,000 100,000 701,357 Expense Total 1,215 369100 Reimb of Expenses 30,355 100,000 100,000 701,420 30,355 393140 General Fund CIP Funding 100,000 100,000 100,000 100,000 100,000 100,000 600,000 393150 Road Use Tax 2,741,914 425,000 425,000 425,000 425,000 425,000 4,866,914 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 Storm water 17,940 17,940 Receipts Total 4,383,686 642,665 642,665 642,665 642,665 642,665 7,597,011 434710 Roads 4,057,530 968,821 642,665 642,665 642,665 642,665 7,597,011 Expense Total 4,057,530 968,821 642,665 642,665 642,665 642,665 7,597,011 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. 53826 - 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 98,330 175,000 175,000 175,000 175,000 175,000 973,330 Receipts Total 98,330 175,000 175,000 175,000 175,000 175,000 973,330 434710 Roads 273,330 175,000 175,000 175,000 175,000 973,330 Expense Total 273,330 175,000 175,000 175,000 175,000 973,330 Operating impact: Maintenance of the electrical lines is the responsibility of the utility companies. This project has nealiaible imoact on the CitV'S ooeratina budget. 53828 - Sidewalk Infill Annual program to construct sidewalks where gaps exist 363150 Copies/Computer Queries 340 340 393150 Road Use Tax 1,420 1,420 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 100,000 100,000 393427 From 2017 G O Bond 100,000 100,000 Receipts Total 401,420 100,000 100,000 100,000 701,420 434710 Roads 63 63 434740 Sidewalks 318,142 183,215 100,000 100,000 701,357 Expense Total 318,205 183,215 100,000 100,000 701,420 Operating impact: This project creates additional infrastructure to maintain. The estimated increase in 53830 - 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 :[:Y, City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total 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. 53834 - Burlington /Madison Intersection and Median This project will reconstruct the intersection of Burlington and Madison to add turn lanes on Madison, signal improvements, and the replacement of water and sewer mains. The project also includes a landscaped median from the Iowa River to Madison Street. The project is designed to address pedestrian and traffic Flows related to the U of I Recreation Center and future growth. 331100 Federal Grants 2,625 500,000 1,011,000 393150 Road Use Tax 53,774 2,625 393210 From Water Operations 84,355 (81,405) 20,000 393419 From 10 GO Bonds 290,000 (290,000) 160,049 Receipts Total 428,129 (371,405) 500,000 1,011,000 434710 Roads 138,524 289,605 1,100,000 530300 Water Distribution System 37,674 39,595 20,000 Expense Total 138,524 329,200 1,100,000 Operating impact: This project will 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 53840 - Burlington /Clinton Intersection Improvements This project will reconstruct the intersection of Burlington and Clinton to add turn lanes on Clinton, signal improvements, and replace water mains. This project will be designed to reduce the accident rate at this location. This project is proposed for completion during construction of the Voxman Music Building and Clapp Recital Hall. 331100 Federal Grants 393210 From Water Operations 393412 From 2015 GO Bonds Receipts Total 434710 Roads 530300 Water Distribution System Expense Total 200,000 100,000 840,000 1,140,000 1,668 1,038,332 100,000 1,668 1,138,332 Operating impact: This project will 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 53843 - RR Crossings -City Wide Annual appropriation for the repair of railroad crossings 1,511,000 53,774 2,950 1,567,724 1,528,129 39,595 1,567,724 200,000 100,000 840,000 1,140,000 1,040,000 100,000 1,140,000 369100 Reimb of Expenses 2,625 2,625 393150 Road Use Tax 60,049 20,000 20,000 20,000 20,000 20,000 160,049 Receipts Total 62,674 20,000 20,000 20,000 20,000 20,000 162,674 434710 Roads 37,674 45,000 20,000 20,000 20,000 20,000 162,674 Expense Total 37,674 45,000 20,000 20,000 20,000 20,000 162,674 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. 53849 - 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. 334900 Other State Grants 56,325 56,325 393150 Road Use Tax 32,927 32,927 393410 From FY12 GO Bonds 290,000 290,000 393417 From 08 GO Bonds 70,216 70,216 393427 From 2017 G O Bond 800,000 800,000 Receipts Total 360,216 89,252 800,000 1,249,468 434710 Roads 374,768 74,700 800,000 1,249,468 Expense Total 374,768 74,700 800,000 1,249,468 :1:191 City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total 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. 53854 - American Legion Road Scott Blvd to Taft Ave This project will include the study of the intersection of Scott Boulevard and Muscatine Avenue/American Legion Road to determine the preferred traffic control measures to reduce delay /congestion. The study will evaluate existing conditions, traffic signal control with additional turn lanes, and a roundabout. Based on the results of the study, a preferred alternative for the intersection improvements will be chosen, designed and constructed. This project will also reconstruct American Legion Road to urban standards from Taft Avenue to Scott Boulevard and include an 8' sidewalk. 341500 Dev Fee -Sdwlk /Paving 41,537 41,537 393427 From 2017 GO Bond 350,000 350,000 393428 From 2018 GO Bond 6,300,000 6,300,000 Receipts Total 41,537 350,000 6,300,000 6,691,537 434710 Roads 350,000 6,300,000 6,650,000 Expense Total 350,000 6,300,000 6,650,000 Operating impact: This project will 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 bean increase of less than $10,000 per year. 53868 - 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 Way will be converted to a three lane section and necessary signal modifications will be made. 393426 From FY16 GO Bonds 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 project will replace old infrastructure which should reduce operating costs. The net impact of the changes on the City's operating budget will be negligible. 53871 - 1st Ave/IAIS RR Crossing Improvements This project will construct an overpass to replace the at grade crossing of the IAIS Railroad and First Avenue. 331100 Federal Grants 2,423,000 2,423,000 363150 Copies/Computer Queries 160 160 393150 Road Use Tax 13,618 13,618 393410 From FY12 GO Bonds 2,190,000 2,190,000 393412 From 2015 GO Bonds 2,050,000 2,050,000 393413 From FY14 GO Bonds 1,000,000 1,000,000 393417 From 08 GO Bonds 192,000 192,000 393418 From 09 GO Bonds 500,000 500,000 Receipts Total 2,895,778 1,000,000 4,473,000 8,368,778 434710 Roads 443,149 3,291,865 2,519,222 1,935,000 8,189,236 434720 Bridge Construction 160,764 160,764 Expense Total 603,913 3,291,865 2,519,222 1,935,000 8,350,000 Operating impact: This project will 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. 53910 - Bridge Maintenance /Repair Annual appropriation for the repair and minor maintenance of bridges. 393150 Road Use Tax 225,280 50,000 50,000 50,000 50,000 50,000 475,280 Receipts Total 225,280 50,000 50,000 50,000 50,000 50,000 475,280 434300 Streets Cleaning Programs 4,767 4,767 434720 Bridge Construction 186,260 84,253 50,000 50,000 50,000 50,000 470,513 Expense Total 191,027 84,253 50,000 50,000 50,000 50,000 475,280 Operating impact: This project should reduce operating costs due to the upkeep and maintenance of older infrastructure. The decrease in operating costs is negligible. :[Z'I City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total 53919 -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 65,485 574,515 640,000 393210 From Water Operations 315,000 315,000 393420 From 11 GO Bonds 215,000 215,000 Receipts Total 595,485 574,515 1,170,000 434720 Bridge Construction 482,419 687,581 1,170,000 Expense Total 482,419 687,581 1,170,000 Operating impact: This project will reduce operating costs due to the replacement of older infrastructure. The estimated decrease in operating expenses is less than $10,000 per year. 53921 - Interstate 80 Aesthetic Improvements Landscaping and aesthetic treatments in the Interstate 80 corridor. The objective of this project is to mitigate the visual impact of the addition of a third lane to 1 -80 and to provide cohesive and pleasing feel to the Iowa City corridor. Local funds are proposed for design; outside funding is proposed for implementation. 334900 Other State Grants 100,000 100,000 200,000 336130 Coralville 19,838 19,838 393150 Road Use Tax 20,102 20,102 393413 From FY14 GO Bonds 30,000 30,000 Receipts Total 39,940 30,000 100,000 100,000 269,940 434720 Bridge Construction 39,940 30,000 100,000 100,000 269,940 Expense Total 39,940 30,000 100,000 100,000 269,940 Operating impact: This project will increase operating costs due to the maintenance that will be necessary for the landscaping improvements. The estimated increase in operating costs is less than $10,000 per year. 53930 - 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 IDOT's project to reconfigure this interchange. 331100 Federal Grants 935,000 935,000 393410 From FY12 GO Bonds 380,000 380,000 393412 From 2015 GO Bonds 785,000 785,000 Receipts Total 380,000 1,720,000 2,100,000 434720 Bridge Construction 55,341 2,044,659 2,100,000 Expense Total 55,341 2,044,659 2,100,000 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. 53931 - Sycamore Street - City Limits to South Gilbert Street This project will reconstruct Sycamore Street to arterial standards using the Complete Streets Policy. This project will be built in two phases. Phase 1 will be north -south leg of Sycamore Street and Phase 2 will be the east -west leg of Sycamore Street. 393413 From FY14 GO Bonds 2,500,000 2,500,000 393428 From 2018 G O Bond 3,040,000 3,040,000 Receipts Total 2,500,000 3,040,000 5,540,000 434710 Roads 2,500,000 3,040,000 5,540,000 Expense Total 2,500,000 3,040,000 5,540,000 Operating impact: This project will increase operating costs due to the maintenance that will be necessary for the roadway improvements. The estimated increase in operating costs is less than $10,000 per year. 53932 - LED Streetlight Replacement This project will retrofit existing streetlights with LED technology. Estimated payback period for LED streetlights is 3.5 years. 393150 Road Use Tax 50,000 50,000 50,000 50,000 200,000 Receipts Total 50,000 50,000 50,000 50,000 200,000 433500 Traffic Eng Lights 50,000 50,000 50,000 50,000 200,000 :1"1 City of Iowa City 1,000 1,000 Capital Improvement Program 1,243 1,243 Project Summary by Name 700,000 700,000 2014 2015 2016 2017 2018 702,243 Prior Years Revised Budget Projection Projection Projection Total Expense Total 50,000 50,000 50,000 50,000 200,000 Operating impact: This project will decrease street lighting costs by 30h when the project is complete. more efficient which should lower the City's operating The accumulated savings will be in excess of $100,000 per year. P3961 - West Side Levee Project P3956 - Public Works Facility Site Work The West Side Levee Project includes the construction of an earthen levee, riverbank stabilization, and interior drainage improvements. The Levee will This project will consist of grading, undergrounding utilities, partial paving, and Ian dscapi ng/screen ing of the South Gilbert Street extend approximately 3000 linear feet along the western bank of the Iowa River from the CRANDIC Railroad Bridge to McCollister Boulevard. Interior storm Public Works Facility site. 334900 Other State Grants 393418 From 09 GO Bonds 280,000 5,327,286 280,000 Receipts Total 280,000 1,560 280,000 434730 Other PW Capital Acquisition /CIP 94,743 155,257 400,000 250,000 Expense Total 94,743 155,257 5,728,846 250,000 Operating impact: This project will increase operating expenses due to the maintenance necessary for the 72 434730 Other PW Capital Acquisition /CIP improvements. The estimated increase in operating costs is negligible. 5,728,774 Expense Total P3957 - Vehicle Wash System at Public Works Facility-S. Gilbert Street 5,728,846 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. 393295 Equipment Operations 790,000 790,000 393420 From 11 GO Bonds 40,000 40,000 Receipts Total 40,000 790,000 830,000 434730 Other PW Capital Acquisition /CIP 13,944 16,056 800,000 830,000 Expense Total 13,944 16,056 800,000 830,000 Operating impact: This system replaces the current system at the old public works facility. The system should be more energy efficient and water efficient which should lower the City's operating costs. The estimated decrease P3958 - 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 363150 Copies/Computer Queries 1,000 1,000 393418 From 09 GO Bonds 1,243 1,243 393419 From 10 GO Bonds 700,000 700,000 Receipts Total 702,243 702,243 434730 Other PW Capital Acquisition /CIP 447,693 254,550 702,243 Expense Total 447,693 254,550 702,243 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. P3961 - West Side Levee Project The West Side Levee Project includes the construction of an earthen levee, riverbank stabilization, and interior drainage improvements. The Levee will extend approximately 3000 linear feet along the western bank of the Iowa River from the CRANDIC Railroad Bridge to McCollister Boulevard. Interior storm water drainage improvements include the construction of new storm sewer and two new storm water pumping stations. 334900 Other State Grants 441,378 4,885,908 5,327,286 363150 Copies/Computer Queries 1,560 1,560 393410 From FY12 GO Bonds 400,000 400,000 Receipts Total 842,938 4,885,908 5,728,846 434710 Roads 72 72 434730 Other PW Capital Acquisition /CIP 453,814 5,274,960 5,728,774 Expense Total 453,886 5,274,960 5,728,846 Operating impact: There will be maintenance costs associated with the new levee. The estimated increase in P3964 - Rocky Shore Lift StatiorJFlood 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. :r:Rl City of Iowa City Capital Improvement Program Project Summary by Name Prior Years 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total 334900 Other State Grants 634,255 5,872,702 6,506,957 Receipts Total 634,255 5,872,702 6,506,957 434730 Other PW Capital Acquisition /CIP 635,957 5,871,000 6,506,957 Expense Total 635,957 5,871,000 6,506,957 Operating impact: There will be maintenance costs associated with the new lift station. The estimated increase in 700,000 operating costs is between $10,000 and $20,000 per year. 700,000 700,000 P3970 - Warm Storage Building, Napoleon Park Public Works 700,000 700,000 Site preparation for and construction of a 80k 80' building to be used for warm equipment storage in the winter. This building will replace space lost by 700,000 development of the Terry Trueblood Recreation Area. Operating impact: The replacement of the building will increase the City's operating costs for utilities and insurance. 363150 Copies/Computer Queries 480 The estimated increase in operating costs is $10,000 to $20,000 per year. 480 393150 Road Use Tax 7,200 P3973 - Traffic Engineering Building 7,200 393411 From FY13 GO Bonds 300,000 300,000 Receipts Total 7,680 300,000 307,680 434730 Other PW Capital Acquisition /CIP 282,344 25,336 307,680 Expense Total 282,344 25,336 307,680 Operating impact: The addition of the storage building will increase the City's operating costs for utilities and insurance. Receipts Total The estimated increase in operating costs is $10,000 to $20,000 per year. 700,000 434730 Other PW Capital Acquisition /CIP P3971 - CBD Streetscape 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 FY 13 and that a phased implementation will begin in FY14. 393410 From FY12 GO Bonds 67,318 393411 From FY13 GO Bonds 350,000 393413 From FY14 GO Bonds 1,000,000 393910 Misc Transfers In 1,000,000 1,000,000 Receipts Total 67,318 1,350,000 1,000,000 1,000,000 434730 Other PW Capital Acquisition /CIP 67,320 1,350,000 1,000,000 1,000,000 Expense Total 67,320 1,350,000 1,000,000 1,000,000 Operating impact: This project will decrease operating costs due to the repair and replacement of infrastructure. The estimated decrease in operating costs is less than $10,000 per year. 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 67,318 350,000 1,000,000 4,000,000 5,417,318 5,417,320 5,417,320 K3972 - Refuse Building This project will construct a new Solid Waste building with offices, lockers & meeting rooms, and storage areas. This project is necessary to replace outdated facilities and allow for the relocation of the Public Works Operations from the Riverside Drive site to the South Gilbert Street Facility, which is a prerequisite for redevelopment of the Riverside Drive site. 393250 From Refuse Operations 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. P3973 - 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. 393150 Road Use Tax 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. HM City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total P3974 - Riverside Drive Pedestrian Tunnel Construct a pedestrian tunnel through the railroad overpass on the west side of Riverside Drive. 393170 Transfers from TIF Districts 35,000 35,000 393427 From 2017 GO Bond 1,434,000 1,434,000 Receipts Total 35,000 1,434,000 1,469,000 434730 Other PW Capital Acquisition /CIP 35,000 1,434,000 1,469,000 Expense Total 35,000 1,434,000 1,469,000 Operating impact: Operating costs will increase due to the required maintenance of the tunnel. Theestimated increase in operating costs is less than $10,000 per year. 53975 -William at Reconstruction Reconstruct W Iliams 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 W Iliams Street. 393210 From Water Operations 30,000 30,000 393290 From Storm water 38,000 38,000 393411 From FY13 GO Bonds 540,000 540,000 Receipts Total 608,000 608,000 434710 Roads 41,140 566,860 608,000 Expense Total 41,140 566,860 608,000 Operating impact: This project will increase operating costs due to the maintenance that will be necessary for the streetscape improvements. The estimated increase in operating costs is less than $10,000 per year. P3976 - Idyllwild Stone Water Drainage Diversion Project The Idyllwild Storm water Drainage Diversion Project study will evaluate re- routing of off site drainage from the northwest corner of the Idyllwild Condominiums site. 393290 From Storm water 21,000 21,000 Receipts Total 21,000 21,000 580200 Storm Water Mgmt Capital Acquisition 21,000 21,000 Expense Total 21,000 21,000 Operating impact: The storm water drainage study will have a negligible effect on the operating budget, however, the potential benefit could be significant in another major rain event. P3977 - Riverside Drive Streetscape Improvements Riverside Drive streetscape improvements between Myrtle Avenue and U. S. Highway 6. Project includes consolidation of driveways, undergrounding utilities, installing sidewalks and landscaping. 393170 Transfers from TIF Districts 200,000 200,000 Receipts Total 200,000 200,000 434730 Other PW Capital Acquisition /CIP 200,000 200,000 Expense Total 200,000 200,000 Operating impact: This project will increase operating costs due to the addition of a new park that requires maintenance. The estimated increase in operating expenses is less than $10,000 per year. R4130 - Parks Annual ImprovemeMS/Maint. Annual appropriation for maintenance and improvements in parks. 334900 Other State Grants 13,936 13,936 362100 Contrib & Donations 1,500 1,500 369100 Reimb of Expenses 4,635 4,635 393140 General Fund CIP Funding 80,000 80,000 80,000 80,000 80,000 400,000 393410 From FY12 GO Bonds 200,000 200,000 393411 From FY13 GO Bonds 200,000 200,000 393416 From 07 GO Bonds 80,722 80,722 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 103,978 103,978 :r:I7 City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total Receipts Total 740,426 280,000 80,000 80,000 80,000 80,000 1,340,426 441820 Parks Operations & Maintenance 34,425 34,425 441870 Parks Capital Acquisition /CIP 618,242 367,759 80,000 80,000 80,000 80,000 1,306,001 Expense Total 652,667 367,759 80,000 80,000 80,000 80,000 1,340,426 Operating impact: This project will reduce operating costs due to the replacement of older infrastructure. The estimated decrease in operating expenses is less than $10,000 per year. R4136 - Hickory Hill Park SafelRestroom Construct a safe room /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 256 256 334900 Other State Grants 26,812 168,742 195,554 393411 From FY13 GO Bonds 34,000 34,000 393414 From 05 GO Bonds 10,810 10,810 393420 From 11 GO Bonds 149,190 149,190 Receipts Total 187,068 202,742 389,810 441870 Parks Capital Acquisition /CIP 117,783 272,027 389,810 Expense Total 117,783 272,027 389,810 Operating impact: This additional facility will require maintenance, insurance and utilities. The estimated increase in operating expenses is less than $10,000 per year. R4137 - Frauenholtz- Miller Park Development Develop newly acquired park land on Lower West Branch Rd adjacent to St. Patrick's church site. 369100 Reimb of Expenses 16,650 16,650 393428 From 2018 G O Bond 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 project will 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. R4145 - 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 393419 From 10 GO Bonds 50,000 50,000 Receipts Total 100,000 100,000 441870 Parks Capital Acquisition /CIP 46,398 46,398 Expense Total 46,398 46,398 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. R4152 - Terry Trueblood Recreation Area This project provides for the phased development, in accordance with the concept plan, of the newly acquired Sand Lake Recreation Area (former S & G Materials site). The area will include both recreation and conservation components. An Iowa Community Attraction and Tourism grant application will be submitted. 334900 Other State Grants 1,266,834 933,166 2,200,000 362100 Contrib & Donations 209,690 100,000 309,690 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 208,409 208,409 393417 From 08 GO Bonds 499,999 499,999 393418 From 09 GO Bonds 242,274 242,274 393419 From 10 GO Bonds 606,388 606,388 393420 From 11 GO Bonds 250,000 250,000 Receipts Total 3,783,594 3,033,166 6,816,760 441100 Parks & Rec Admin 1,051 1,051 :1!l**] City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total 441870 Parks Capital Acquisition /CIP 5,472,115 1,341,631 6,813,746 Expense Total 5,473,166 1,341,631 6,814,797 Operating impact: This project will increase operating costs through the addition of facilities, shakers, a lodge, trails, and other amenities. The estimated increase in operating costs is $50,000 per year. R4153 - 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. 393427 From 2017 G O Bond 250,000 250,000 Receipts Total 250,000 250,000 441870 Parks Capital Acquisition /CIP 250,000 250,000 Expense Total 250,000 250,000 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. R4160 - Iowa River Corridor Trail- Peninsula Park to Waterworks Prairie This project is a meandering trail along riparian corridor of the Iowa River extending from Peninsula Park(and Thornberry Dog Park) towards Waterworks Prairie Park. The trail will access to trail users, including persons with disabilities. This project also includes interpretive signage and benches. The 2,950 linear foot trail project will be part one of a two part project in linking these two park systems. A Resource Enhancement and Protection (REAP) grant was applied for and granted for $200,00. 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. R4177 - Lower City Park Emergency Access Road Extend the Lower City Park Access Road along ball diamonds and into Normandy Drive to create a secondary access road for emergency vehicle access. 393412 From 2015 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 8,617 261,511 270,128 Expense Total 8,617 261,511 270,128 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. R4178 - 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 409,050 409,050 393420 From 11 GO Bonds 12,454 12,454 Receipts Total 12,454 818,100 830,554 441870 Parks Capital Acquisition /CIP 200,484 630,070 830,554 Expense Total 200,484 630,070 830,554 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 $25,OOOto $35,000 per year, but revenue generated by rentals should offset these costs. R4180 - 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. :1RX City of Iowa City Capital Improvement Program Project Summary by Name Prior Years 2014 2015 2016 Revised Budget Projection 2017 2018 Projection Projection Total 331100 Federal Grants 330,000 1,470,000 445100 Culture & Recreation Capital Acquis. 330,000 393411 From FY13 GO Bonds 95,000 1,470,000 95,000 Receipts Total 330,000 95,000 425,000 441870 Parks Capital Acquisition /CIP 362,691 425,000 R4186 - Mercer Park Playground 787,691 Expense Total 362,691 425,000 787,691 Operating impact: This project will increase operating costs due to the addition of a new splash pad. The increase in 150,000 150,000 operating costs is estimated to be approximately $10,000 per year. 150,000 150,000 441870 Parks Capital Acquisition /CIP R4181 - Neighborhood Park Improvements 150,000 Expense Total 150,000 Develop a master plan for parks and construct facilities at an older park. Operating impact: Estimated impact on operating costs is less than $10,000 per year. 393427 From 2017 G O Bond 100,000 100,000 Receipts Total on top of the west side levee to McCollister Blvd. Staff has applied for a $400,000 Recreational 100,000 100,000 441870 Parks Capital Acquisition /CIP 400,000 100,000 100,000 Expense Total 150,000 100,000 100,000 Ooeratina imoact: The imoact on ooeratina costs is nealiaible. Receipts Total 150,000 2,108,000 2,258,000 R4185 -Creation of a park at site of North Wastewater Treatment Plant Creation of a new park at the site of the North Wastewater Treatment Plant as part of the Riverfront Crossings Plan 393427 From 2017 G O Bond 1,470,000 1,470,000 Receipts Total 1,470,000 1,470,000 445100 Culture & Recreation Capital Acquis. 1,470,000 1,470,000 Expense Total 1,470,000 1,470,000 Operating impact: Estimated impact on operating costs includes the potential for additional insurance, utilities, and personnel. The estimated increase in operating costs would be between $50,000 and $100,000. R4186 - Mercer Park Playground This project will upgrade the playground facilities at Mercer Park to a regional park. 393412 From 2015 GO Bonds 150,000 150,000 Receipts Total 150,000 150,000 441870 Parks Capital Acquisition /CIP 150,000 150,000 Expense Total 150,000 150,000 Operating impact: Estimated impact on operating costs is less than $10,000 per year. R4204 - Iowa River Trail, Benton Street to Sturgis Park This project will extend the IA River Trail from Benton St to Sturgis Park, on the west side of the Iowa River. Future phases of the trail could extend on top of the west side levee to McCollister Blvd. Staff has applied for a $400,000 Recreational Trails Grant - Grant funding is anticipated, but not assured. 334900 Other State Grants 400,000 400,000 393413 From FY14 GO Bonds 150,000 150,000 393412 From 2015 GO Bonds 1,708,000 1,708,000 Receipts Total 150,000 2,108,000 2,258,000 441880 Trail Construction 150,000 2,108,000 2,258,000 Expense Total 150,000 2,108,000 2,258,000 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. R4206 - Intra -City Bike Trails Annual appropriation for the construction or repair of bike trails. 393150 Road Use Tax 7,510 7,510 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 arty City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total 393427 From 2017 G O Bond 50,000 50,000 393428 From 2018 G O Bond 50,000 50,000 Receipts Total 7,510 100,000 50,000 50,000 50,000 50,000 307,510 441870 Parks Capital Acquisition /CIP 1,000 1,000 441880 Trail Construction 6,510 100,000 50,000 50,000 50,000 50,000 306,510 Expense Total 7,510 100,000 50,000 50,000 50,000 50,000 307,510 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. R4219 - 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. 334900 Other State Grants 351,871 351,871 393290 From Storm water 108,779 108,779 393411 From FY13 GO Bonds 140,000 140,000 Receipts Total 460,650 140,000 600,650 441880 Trail Construction 659,110 659,110 Expense Total 659,110 659,110 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. R4222 - Highway 1 Sidewalk/Trail- Riverside Drive to Sunset This project involves the construction of a 10 -foot wide trail along the north side of Highway 1 from Sunset Street to Orchard Street and an 8 -foot wide trail along the west side of Orchard Street. This project will also include 4 -foot wide sidewalks along the east side of Miller Avenue and the west side of Hudson Avenue, and Highway 1 crossings at the Wal-Mart entrance, Miller Street and Orchard. 363150 Copies/Computer Queries 550 550 393410 From FY12 GO Bonds 1,000,000 1,000,000 393416 From 07 GO Bonds 120,000 120,000 Receipts Total 1,120,550 1,120,550 441880 Trail Construction 650,651 697,599 1,348,250 Expense Total 650,651 697,599 1,348,250 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. R4224 - Hickory Hill Trail Redesign and Development This project will include the use of existing plans and new consultant plans for the re- development of the trail system in conjunction with Friends of Hickory Hill park. the project will also include wayfnding, amenity placement and ADA opportunities within the park. 362100 Contrib & Donations 50,000 50,000 50,000 150,000 393426 From FY16 GO bonds 200,000 200,000 393427 From 2017 G O Bond 200,000 200,000 393428 From 2018 G O Bond 200,000 200,000 Receipts Total 250,000 250,000 250,000 750,000 441880 Trail Construction 250,000 250,000 250,000 750,000 Expense Total 250,000 250,000 250,000 750,000 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. R4316 - 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 206,195 206,195 Receipts Total 206,195 206,195 445100 Culture & Recreation Capital Acquis. 186,763 19,432 206,195 Expense Total 186,763 19,432 206,195 Operating impact: The impact on operating costs from this project is negligible. arlra City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total R4321 - 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 650,000 650,000 Receipts Total 650,000 650,000 445100 Culture & Recreation Capital Acquis. 650,000 650,000 Expense Total 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. R4322 - 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. 393413 From FY14 GO Bonds 50,000 50,000 393412 From 2015 GO Bonds 350,000 350,000 Receipts Total 50,000 350,000 400,000 441870 Parks Capital Acquisition /CIP 50,000 350,000 400,000 Expense Total 50,000 350,000 400,000 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. R4328 - 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 393140 General Fund CIP Funding 143,144 143,144 393411 From FY13 GO Bonds 100,000 100,000 393413 From FY14 GO Bonds 100,000 100,000 Receipts Total 143,144 300,000 443,144 442700 Library Capital Acquisition /CIP 222,892 200,000 422,892 Expense Total 222,892 200,000 422,892 Operating Impact: This project reduces expenditures through the replacement of aged facilities with new facilities. The anticipated savings are less than $10,000 per year. R4329 - Recreation Center Phase 2 Improvements This project continues the phase one renovation and improvement project for the Robert A. Lee Community Recreation Center. Phase 2 includes renovations to the ground floor including the game room, fitness room, locker rooms, and gymnasium. Projects include tile replacement, locker room maintenance and upgrades, replacement of gym acoustic panels, scoreboards, and basketball standards. Fitness room equipment upgrades and general facility layout enhancements. 362100 Contrib & Donations 15,000 15,000 393428 From 2018 G O Bond 310,000 310,000 Receipts Total 325,000 325,000 445100 Culture & Recreation Capital Acquisition 325,000 325,000 Expense Total 325,000 325,000 Operating Impact: This project reduces expenditures through the replacement of aged facilities with new facilities. The anticipated savings are less than $10,000 per year. R4330 - Annual Recreation Center Improvement Fund Funds various facility upgrade, replacement, and maintenance projects for components that have exceeded their life expectancy for the Robert A. Lee Recreation Center and Mercer /Scanlon Recreation Center. 393140 General Fund CIP Funding 50,000 50,000 50,000 50,000 200,000 Receipts Total 50,000 50,000 50,000 50,000 200,000 :11x1 City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total 445100 Culture & Recreation Capital Acquisition 50,000 50,000 50,000 50,000 200,000 Expense Total 50,000 50,000 50,000 50,000 200,000 Operating Impact: This project reduces expenditures through the replacement of aged facilities with new facilities. The anticipated savings are less than $10,000 per year. R4331 - Elementary School Recreation Facility Partnership Partnership with the Iowa City Community School District to construct an expanded gymnasium recreation facillity at a neighborhood elementary school. 393412 From 2015 GO Bonds 750,000 750,000 Receipts Total 750,000 750,000 445100 Culture & Recreation Capital Acquisition 750,000 750,000 Expense Total 750,000 750,000 Operating impact: Due to the arrangement with the school district. The anticipated increase in operating costs is negligible. Y4404 - Radio System Upgrade and Migration Replacement of the Radio Communications System that was originally purchased in 1991. 336110 Johnson County 107,305 107,305 336130 Coralville 40,087 40,087 336190 Other Local Governments 13,362 13,362 369900 Misc Other Income 30,000 30,000 392300 Sale of Equipment 7,500 7,500 393414 From 05 GO Bonds 12,225 12,225 393415 From 06 GO Bonds 100,000 100,000 393416 From 07 GO Bonds 100,757 100,757 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 1,411,236 1,411,236 421700 Police Capital Acquisition /CIP 752,803 658,433 1,411,236 Expense Total 752,803 658,433 1,411,236 Operating impact: This project will 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. Y4405 - Police Records & CA Dispatch Replace current disparate software systems with a unified software package. 393417 From 08 GO Bonds 500,113 500,113 393418 From 09 GO Bonds 250,000 250,000 Receipts Total 750,113 750,113 421700 Police Capital Acquisition /CIP 566,547 186,566 753,113 Expense Total 566,547 186,566 753,113 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. Y4406 - Fire Apparatus Vehicles scheduled for replacement within this plan are FY12 Spartan Engine- $634,000; FY13 Pumper - $634,00; FY1 6 Scotty House - $ 60,000; FY1 6 Pumper(#355) - $810,000 369100 Reimb of Expenses 290 290 392300 Sale of Equipment 360,000 360,000 334610 University of Iowa 60,000 60,000 393410 From FY12 GO Bonds 604,900 604,900 393415 From 06 GO Bonds 124,000 124,000 393416 From 07 GO Bonds 102,000 102,000 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 60,000 60,000 393427 From 2017 G O Bond 750,000 750,000 :PEI City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total Receipts Total 2,842,197 60,000 810,000 3,712,197 422800 Fire Capital Acquisition /CIP 2,842,197 60,000 810,000 3,712,197 Expense Total 2,842,197 60,000 810,000 3,712,197 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. Y4411 - Fire SCBA/Air System Replacement Replacing aging Self Contained Breathing Apparatus (SCBA)and air cylinders in FY14. 393413 From FY14 GO Bonds 550,000 550,000 Receipts Total 550,000 550,000 422800 Fire Capital Acquisition /CIP 550,000 550,000 Expense Total 550,000 550,000 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. Y4422 - 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. 331200 FEMA Reimbursements 1,274,537 1,274,537 334810 State Disaster Assistance 141,615 141,615 362100 Contrib & Donations 332,410 277,492 609,902 392600 Insurance Recoveries 65,741 65,741 393410 From FY12 GO Bonds 700,000 700,000 393910 Misc Transfers In 295,026 295,026 Receipts Total 1,393,177 1,693,644 3,086,821 423400 Animal Control Capital Acquisition 245,970 2,840,851 3,086,821 Expense Total 245,970 2,840,851 3,086,821 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 difficult to estimate, but is expected to be an increase of less than $10,000 per year. Y4423 - PD 09 JAG Firearms Range & Tactical Equipment 331100 Federal Grants 60,597 60,597 381100 Interest on Investments 1,087 1,087 Receipts Total 61,684 61,684 421700 Police Capital Acquisition /CIP 61,633 61,633 Expense Total 61,633 61,633 Operating impact: The estimated impact on the City's operating budget is negligible. Y4427 - Fire Station #1 Kitchen Remodel &Admin Office Upgrade 393410 From FY12 GO Bonds 129,905 129,905 Receipts Total 129,905 129,905 422800 Fire Capital Acquisition /CIP 100,480 29,425 129,905 Expense Total 100,480 29,425 129,905 Operating impact: The estimated impact on the City's operating budget is negligible. Y4428 - Police Crime Lab 331100 Federal Grants 27,525 27,525 393410 From FY12 GO Bonds 82,600 82,600 Receipts Total 82,600 27,525 110,125 421700 Police Capital Acquisition /CIP 94,772 15,353 110,125 Expense Total 94,772 15,353 110,125 Operating impact: The estimated impact on the City's operating budget is negligible. °.Bb1 City of Iowa City Capital Improvement Program Project Summary by Name 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 E4513 - 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 50,000 393170 Transfers from TIF Districts 143,407 393410 From FY12 GO Bonds 200,000 393412 From 2015 GO Bonds 393413 From FY14 GO Bonds 200,000 :9R1 200,000 50,000 143,407 200,000 200,000 200,000 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total Y4429 -Police Station Master Remodeling 393410 From FY12 GO Bonds 198,450 198,450 Receipts Total 198,450 198,450 421700 Police Capital Acquisition /CIP 155,710 42,740 198,450 Expense Total 155,710 42,740 198,450 Operating impact: The estimated impact on the City's operating budget is negligible. Y4430 - Police Break room /Restroom Remodel 393410 From FY12 GO Bonds 59,250 59,250 Receipts Total 59,250 59,250 421700 Police Capital Acquisition /CIP 31,708 27,542 59,250 Expense Total 31,708 27,542 59,250 Operating impact: The estimated impact on the City's operating budget is negligible. Y4432 - 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. Y4433 PD FY12 JAG Range Equipment Part II 331100 Federal Grants 32,164 32,164 381100 Interest on Investments 81 81 Receipts Total 32,245 32,245 421700 Police Capital Acquisition /CIP 32,245 32,245 Expense Total 32,245 32,245 Operating impact: The estimated impact on the City's operating budget is negligible. E4512 -420th Street Industrial Park This project will construct the infrastructure and site grading for the industrial park on 420th Street. 334900 Other State Grants 532,008 524,192 1,056,200 363150 Copies/Computer Queries 2,775 2,775 382100 Land Rental 27,298 27,298 393140 General Fund CIP Funding 3,632,375 3,632,375 393220 From Wastewater Operations 921,228 921,228 Receipts Total 5,115,684 524,192 5,639,876 434710 Roads 5,447,412 5,447,412 458000 Community & Econ Dvlp CIP 117,433 117,433 Expense Total 5,564,845 5,564,845 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 E4513 - 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 50,000 393170 Transfers from TIF Districts 143,407 393410 From FY12 GO Bonds 200,000 393412 From 2015 GO Bonds 393413 From FY14 GO Bonds 200,000 :9R1 200,000 50,000 143,407 200,000 200,000 200,000 City of Iowa City Capital Improvement Program Project Summary by Name 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 E4514 - Towncrest Redevelopment Begin public elements of the Towncrest Redevelopment Plan. Previous years includes the MDK proj ect$950k=($625k- General Fun d;$325k- FY1 2 GO Bonds) 393140 General Fund CIP Funding 625,000 2014 2015 2016 2017 2018 625,000 393170 Transfers from TIF Districts Prior Years Revised Budget Projection Projection Projection Total 393420 From 11 GO Bonds 200,000 130,000 130,000 393140 General Fund CIP Funding 39,000 21,000 200,000 393426 From FY16 GO bonds Receipts Total 39,000 200,000 200,000 6,435,000 458000 Community & Econ Dvlp CIP 200,000 393427 From 2017 G O Bond 6,130,000 200,000 Expense Total 44,452 200,000 6,130,000 200,000 393428 From 2018 G O Bond 399,999 200,000 200,000 Receipts Total 450,000 343,407 200,000 200,000 200,000 200,000 1,593,407 458000 Community & Econ Dvlp CIP 237,194 556,213 200,000 200,000 200,000 200,000 1,593,407 Expense Total 237,194 556,213 200,000 200,000 200,000 200,000 1,593,407 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 E4514 - Towncrest Redevelopment Begin public elements of the Towncrest Redevelopment Plan. Previous years includes the MDK proj ect$950k=($625k- General Fun d;$325k- FY1 2 GO Bonds) 393140 General Fund CIP Funding 625,000 60,000 60,000 334900 Other State Grants 625,000 393170 Transfers from TIF Districts 3,885,000 93,370 2,300,000 2,300,000 93,370 393410 From FY12 GO Bonds 400,000 130,000 130,000 393140 General Fund CIP Funding 39,000 21,000 400,000 393412 From 2015 GO Bonds Receipts Total 39,000 200,000 6,130,000 6,435,000 458000 Community & Econ Dvlp CIP 200,000 393413 From FY14 GO Bonds 6,130,000 200,000 Expense Total 44,452 260,548 6,130,000 200,000 393420 From 11 GO Bonds 399,999 399,999 393426 From FY16 GO bonds 50,000 200,000 200,000 393427 From 2017 G O Bond 50,000 200,000 200,000 393428 From 2018 G O Bond 50,000 200,000 200,000 Receipts Total 1,424,999 293,370 200,000 200,000 200,000 200,000 2,518,369 458000 Community & Econ Dvlp CIP 610,665 1,107,704 200,000 200,000 200,000 200,000 2,518,369 Expense Total 610,665 1,107,704 200,000 200,000 200,000 200,000 2,518,369 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 E4609 - Burlington at 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. Once the study has been completed, the dam safng and recreational opportunities will be created. 331100 Federal Grants 60,000 60,000 334900 Other State Grants 185,000 3,700,000 3,885,000 362100 Contrib & Donations 2,300,000 2,300,000 393170 Transfers from TIF Districts 393412 From 2015 GO Bonds 130,000 130,000 393140 General Fund CIP Funding 39,000 21,000 164,040 60,000 Receipts Total 39,000 266,000 6,130,000 6,435,000 458000 Community & Econ Dvlp CIP 44,452 260,548 6,130,000 6,435,000 Expense Total 44,452 260,548 6,130,000 6,435,000 Operating impact: This project could increase operating expenditures due to increased maintenance costs The anticipated increase in operating expenditures is less than $10,000. 64704 - City Hall -Other Projects Annual appropriation for improvements to City Hall 393310 From Cable Television Operations 180,000 180,000 393410 From FY12 GO Bonds 141,300 141,300 393412 From 2015 GO Bonds 164,040 164,040 393413 From FY14 GO Bonds 244,165 244,165 393416 From 07 GO Bonds 40,105 40,105 393417 From 08 GO Bonds 50,000 50,000 393418 From 09 GO Bonds 50,000 50,000 393419 From 10 GO Bonds 50,000 50,000 393420 From 11 GO Bonds 50,000 50,000 393426 From FY16 GO bonds 50,000 50,000 393427 From 2017 G O Bond 50,000 50,000 393428 From 2018 G O Bond 50,000 50,000 Receipts Total 381,405 424,165 164,040 50,000 50,000 50,000 1,119,610 419200 General Government Capital Acquis. 119,090 686,452 164,040 50,000 50,000 50,000 1,119,582 Expense Total 119,090 686,452 164,040 50,000 50,000 50,000 1,119,582 arin City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total Operating impact: These improvements to City Hall could potentially save the City utility expenses, maintenance, and personnel costs. The estimated decrease in operating costs is expected to be between $10,000 and $20,000 oer year. 64712 - 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 516,713 516,713 Receipts Total 928,699 928,699 419200 General Government Capital Acquis. 825,028 200,097 1,025,125 Expense Total 825,028 200,097 1,025,125 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. 64714 - Remodel City Hall Lobby and Revenue Areas Remodel City Hall lobby for cashiering function and remodel Revenue. 393411 From FY13 GO Bonds 116,400 116,400 393418 From 09 GO Bonds 210,000 210,000 Receipts Total 210,000 116,400 326,400 419200 General Government Capital Acquis. 326,400 326,400 Expense Total 326,400 326,400 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 expected to be negligible. 64718 - City -wide Video Camera Upgrade Phase I 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. Phase II adds and upgrades cameras at the Senior Center, the fire stations and training center, the water plant, the south wastewater treatment plant, the landfill, Mercer pool, and the recreation center. 393190 Misc Other Operating Transfers 6,072 6,072 393210 From Water Operations 49,370 49,370 393220 From Wastewater Operations 16,360 16,360 393230 From Parking Operations 45,484 45,484 393240 From Airport Operations 4,620 4,620 393260 From Landfill Operations 8,836 23,830 32,666 393280 From IC Housing Authority 3,736 3,736 393410 From FY12 GO Bonds 75,378 75,378 393417 From 08 GO Bonds 118,645 118,645 393419 From 10 GO Bonds 30,719 30,719 393416 From 07 GO Bonds 41,162 41,162 Receipts Total 185,288 238,924 424,212 419200 General Government Capital Acquis. 185,288 238,924 424,212 Expense Total 185,288 238,924 424,212 Operating impact: The project will increase operating costs due to the additional equipment and data to maintain. The estimated increase in operating costs is less than $10,000 per year. 64719 - 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. 158,697 115,000 273,697 Expense Total 158,697 115,000 273,697 Operating impact: The project will keep operating costs neutral. Even though there is in increase software maintenance costs, it will be offset from the reduction of staff due to operating efficiencies created. :1 RN City of Iowa City Capital Improvement Program Project Summary by Name 2014 2015 2016 2017 2018 Prior Years Revised Budget Projection Projection Projection Total 64720 - Permitting Software Upgrade Create a CIP account to accrue funds for future update to permitting software. Accruals are generated from funds currently being budgeted for annual maintenance of existing permitting software. 393427 From 2017 GO Bonds 300,000 300,000 Receipts Total 300,000 300,000 419200 General Government Capital Acquis. 300,000 300,000 Expense Total 300,000 300,000 There will be no operating budget impact when the new software is in place. It's estimated the maintenance fee for the new software will be equivalent to the existing maintenance fee. There might be an overall savings if the new software is cloud based and requires less server space. 14721 - Fiber Optic Cable Infill Program Expansion of the City's fiber optic network. Creation of redundant fiber optic rings, placement of cable underground when opportunities arise, expansion to unnerved facilities. ITS always includes our original partners (Johnson County, ICCSD, University of Iowa) when planning expansion and redundant routes. 393412 From 2015 GO Bonds 100,000 100,000 393426 From FY16 GO bonds 100,000 100,000 393427 From 2017 G O Bond 100,000 100,000 393428 From 2018 G O Bond 100,000 100,000 Receipts Total 100,000 100,000 100,000 100,000 400,000 419200 General Government Capital Acquis. 100,000 100,000 100,000 100,000 400,000 Expense Total 100,000 100,000 100,000 100,000 400,000 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. 14722 - Wastewater South Fiber Repair /Redundant Path Project Phase 1 - Repair damaged fiber path from South Wastewater Treatment plant to Napoleon Lift Station. Directional drill 2 - 2 inch HDPE ducts paralleling existing path, associated handholes and hardware, and install a new, 96- strand fiber optic cable. Phase 2 - directional drill 2- 2 inch HDPE ducts via an alternate route around property extents. Follow other side of the street on Soccer Park Road, and proceed up Sycamore to Langenberg. Install handholes, associated hardware, and 96 strand fiber optic cable. 393220 From Wastewater Operations 237,655 397,279 634,934 Receipts Total 237,655 397,279 634,934 419200 General Government Capital Acquis. 237,655 397,279 634,934 Expense Total 237,655 397,279 634,934 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. 4918 - Central Park LLC This a TIF financed project assisting the construction of a mixed use property at the former Wells Fargo Bank building within the pedestrian mall. 391100 TIF Revenue Bond Sales 2,536,589 2,536,589 Receipts Total 2,536,589 2,536,589 457221 Moen WF Central Park LLC 774,646 1,761,943 2,536,589 Expense Total 774,646 1,761,943 2,536,589 Operating impact: This bond issue will increase the administrative expenses for the City. The estimated increase Revenues 106,242,617 91,833,634 34,243,833 33,674,099 32,415,165 15,060,644 313,469,991 Expenditures 89,991,667 85,455,521 50,578,591 40,378,065 32,415,165 15,060,644 313,879,653 :1 RA City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 1 - Bridges 1 BURLINGTON ST BRIDGE- The south bridge is having a problem with delaminating $1,236,000 SOUTH concrete on the bottom side of the arches. 2 F STREET BRIDGE This project involves the removal and replacement of the $773,000 BOWERY existing corrugated metal arch bridge with a larger bridge. 3 FOURTH AVENUE BRIDGE This project will replace the bridge over the South Branch of $773,000 BRISTOL TO DODGE Ralston Creek at Fourth Avenue and will include sidewalks. 11 EMERALD STREET DIAMOND Possibility of approximately $75,000 state funding. $212,000 4 PRENTISS ST. BRIDGE This project involves the removal and replacement of the $927,000 existing triple corrugated metal pipe culvert with a bridge. 5 SECOND AVENUE BRIDGE This project will replace the bridge over Ralston Creek at $773,000 PRAIRIE DU CHIEN Second Avenue and will include sidewalks. 6 SIXTH AVENUE BRIDGE This project involves the removal and replacement of the $773,000 INTERSECTION LEFT TURN existing twin box culvert with a larger bridge. 7 THIRD AVENUE BRIDGE This project will replace the bridge over the South Branch of $773,000 14 GILBERT ST IAIS UNDERPASS Ralston Creek at Third Avenue. $327,000 2 - Streets 8 BENTON STREET - ORCHARD This is a capacity related improvement identified by the Arterial $5,150,000 TO OAKNOLL Street Plan. 9 DODGE ST - GOVERNOR TO Street reconstruction and storm sewer improvements. $10,712,000 BOWERY 10 DUBUQUE RD PAVING- Reconstruct and upgrade to urban cross sections. $1,339,000 BRISTOL TO DODGE 11 EMERALD STREET DIAMOND This project will diamond grind all of Emerald Street to remove $212,000 GRINDING 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 extend the $2,472,000 PRAIRIE DU CHIEN sanitary sewer. 13 GILBERT / US 6 Reconstruct the intersection of Gilbert & US 6 to include dual $4,840,000 INTERSECTION LEFT TURN left turn lanes on Gilbert St. LANES 14 GILBERT ST IAIS UNDERPASS This project relocates the sidewalks of the Gilbert St. underpass $327,000 at the IAIS Railroad. The sidewalks are moved further from the street and existing erosion problems are addressed. 15 OLD HWY 218 STREETSCAPE Streetscape improvements on Old Hwy 218 entrance - Sturgis $812,000 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 $9,167,000 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 Rd. $1,236,000 RECONSTRUCTION and Forest View Trailer Court. YIP] City of Iowa City Capital Improvement Program Unfunded Projects lily, Project Name Description Unfunded Amt 18 MCCOLLISTER - GILBERT ST Extend proposed McCollister Boulevard from Gilbert Street to $12,463,000 TO SCOTT BLVD Scott Boulevard. 19 MELROSE -WEST- 218 /CITY Reconstruct and improve street to urban design standards. $3,914,000 LIMITS 20 MORMON TREK- ROHRET RD This project will install left turn lanes on Mormon Trek Blve at $500,000 INTERSECTION the Rohret Road intersection. The necessary modification to the traffic signals will be made. 21 MORMON TREK -BENTON This project will install continuous two way left turn lane from $2,700,000 STREET TO CAMERON WAY Benton Street to Cameron Way. This project will include reconstruction of the pavement, box culvert, and traffic signal modifications. 22 MYRTLE/ RIVERSIDE Signalization of intersection based on warrants. The project will $900,000 INTERSECTION also include paving improvements. (Part of Rivertront Crossings - West(Riverside Drive) URA). 23 NORMANDY /MANOR Raising this intersection should provide reliable access to the $1,100,000 INTERSECTION ELEVATION residents during floods. This project is contingent on outside funding 24 NORTH GILBERT ST PAVING This project will reconstruct the 900 block of North Gilbert Street $743,000 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 $15,000,000 new intersection with Iowa Hwy 1. 26 OAKDALE BLVD -HWY 1 TO This project would construct Oakdale Blvd from Hwy 1, west to $8,240,000 PRAIRIE DU CHIEN RD Prairie Du Chien Road. 27 PENINSULA SECONDARY This project will establish a more reliable access to the $3,183,000 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. 28 RIVERSIDE DRIVE Streetscape improvements on Riverside Drive between Myrtle $2,320,000 STREETSCAPE 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 IMPROVEMENTS- Project will reconstruct Rohret Rd to urban standards. $1,813,000 LAKESHORE TO LIMITS 30 S GILBERT ST Reconstruction from Benton Street to Stevens Drive. This $4,326,000 IMPROVEMENTS project does not include improvements to the Gilbert St. / Highway 6 intersection. (Part of the Rivertront Crossings amendment to City- University URA). 31 SOUTH ARTERIAL AND Construction of a south arterial street and bridge over the Iowa $15,987,000 BRIDGE, US218 TO GILBERT River, connecting from Old Hwy 218/US 218 interchange on the STREET west side of the Iowa River to Gilbert Street /Sycamore'L' intersection . 32 SYCAMORE -HWY 6 TO This project involves additional lanes to improve capacity. $1,236,000 DEFOREST 33 TAFT AVENUE Herbert Hoover Hwy to 420th Street. $17,399,000 lily, City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 34 LAURA DRIVE Reconstruction of entire length of Laura Drive to standard 2lane width $2,000,000 RECONSTRUCTION with curb, storm sewer and sidewalk. 3 - Transportation Services 35 ROCK ISLAND RAILROAD Preparation of Old Rock Island Railroad Depot for Amtrak $5,381,000 DEPOT RESTORATION service, including platform construction, lighting, utilities, passenger informations display, ticketing kiosks, canopy, warming shelter, signage, parking, and accessibility improvements. (Part of the Rivertront 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 trail in $319,000 IMPROVEMENTS 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. $254,000 38 HWY 1 SIDEWALK / TRAIL Construct a 10 foot wide sidewalk along IA Hwy 1 between $678,000 Sunset Street and Mormon Trek Boulevard. 39 HWY 6 TRAIL - Extend existing trail along Hwy 6 between Broadway to $2,588,000 BROADWAY /SYCAMORE Sycamore Streets. 40 HWY 6 TRAIL - SYCAMORE TO Extend existing trail along Hwy 6 between Sycamore Street and $1,855,000 LAKESIDE Lakeside Drive. 41 IA RIVER TRAIL - BENTON Relocate a portion of Iowa River Corridor Trail between Benton $129,000 ST /HWY 6 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 Rivertront Crossings amendment to City - University URA). 42 IRC -ELKS PROPERTY Construction of a trail along the Iowa River Corridor (IRC) on $927,000 the south side of the Elks property. 43 LINN ST PED IMPROVEMENTS Installation of pedestrian and streetscape improvements in $392,000 walkway next to Van Allen Hall between Iowa Avenue and Jefferson Street. 44 N DISTRICT NATURE TRAIL Construct a trail along Williams pipeline easement from Bristol $348,000 Drive to Dubuque Street. 45 SAND LAKE TRAIL (Behind Hills Develop a walking/biking trail around Sand Lake (behind Hills $464,000 Bank) Bank) to tie in with existing Iowa River Trail and the Highway 6 Trail. 46 SHIMEK SCHOOL / FOSTR RD Construct a trail north of Shimek School to future Foster Road. $80,000 EXT TRAIL 47 WILLOW CREEK TRAIL - Construct a trail from Willow Creek Drive, under Highway One, $870,000 PHASE III around perimeter of airport, to connect with Iowa River Corridor (IRC) Trail. Y�YJ City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 48 WILLOW CREEK TRAIL -WEST Connect Willow Creek Trail from its current west terminus via a $2,814,000 tunnel under Highway 218, to connect with the trail in Hunters Run Park and further west. 5 - Wastewater 49 NORTH BRANCH DAM TRUNK This project extends easterly along Ralston Creek from the $3,860,000 SEWER North Branch Dam to Scott Boulevard. 50 NORTHEAST TRUNK SEWER Reconstruction of an under -sized sewer through the northeast $5,221,000 neighborhoods. 51 ROHRET SOUTH SEWER This project would extend the 30" sanitary sewer along Abbey $1,160,000 55 IOWA AVENUE CULVERT Lane from Burry Drive to the west side of Highway 218. This $348,000 REPAIRS project will allow development within the watershed of Highway 56 N BRANCH BASIN 218. $135,000 52 SCOTT BLVD TRUNK SEWER - This project will extend the Scott Boulevard Trunk Sewer from $1,391,000 IAISMINDSOR RIDGE the north side of the Iowa Interstate Railroad at the Scott Six Industrial Park to the lift station currently serving the Windsor 57 NO NAME ROAD STORM Ridge Subdivision. $450,000 6 - Water 53 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 54 CARSON LAKE REGIONAL Construction of a regional storm water management facility on $1,160,000 STORMWATR 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. 55 IOWA AVENUE CULVERT This project will repair a box culvert that carries Ralston Creek $348,000 REPAIRS under Iowa Avenue. 56 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. 57 NO NAME ROAD STORM This project will construct a storm sewer to intercept runoff that $450,000 SEWER 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. 58 OLYMPIC COURT Storm sewer retrofit to relieve localized flooding from storm $464,000 STORMWATER water runoff. 59 SUNSET ST STORM SEWER The area just north and south of Kineton Green, east of Sunset, $440,000 has experienced back yard flooding and drainage problems. 8 - Parks & Recreation a�xt City of Iowa City Capital Improvement Program Unfunded Projects 9 - Other Projects 72 BURLINGTON STREET Project Name Description Unfunded Amt 60 OUTDOOR ICE RINK /SKATE Construct outdoor ice rink suitable for figure skating or hockey. $1,591,000 PARK During warm weather rink could be used as skate park. (Part of University URA). the Rivertront Crossings amendment to City- University URA). 73 CEMETERY MAUSOLEUM 61 PARK SHELTER Replace Creekside and Happy Hollow Shelter /Restroom $185,000 $129,000 IMPROVEMENTS buildings. 62 REC CENTER EXPANSION Expand the Robert A. Lee Community Recreation Center; likely $5,797,000 expansion would be to the east over the existing parking lot Relocate and expand / modernize Central Fire Station #1. $11,593,000 RELOCATION which would allow for an expanded gymnasium as well as 77 FIRE STATION #5 Construction of Fire Station #5 in the South Planning District. additional space for racquetball, arts and crafts, community meetings and other activities. 63 RECREATION / AQUATIC As recommended in the Parks and Recreation Master Plan, $16,000,000 CENTER construct a major new Recreation & Aquatic Center, probably in the western part of Iowa City. 64 REDEVELOP CREEKSIDE Renovate Creekside Park as recommended in the Parks & $328,000 PARK Receation Master Plan. 65 SCANLON ELEVATED Construct an elevated running /walking track in the Scanlon $933,000 RUNNINGNVALKING TRACK Gym facility. 66 SOCCER PARK POND Construct a pond at Kickers Soccer Park to accommodate a $358,000 field irrigation system. 67 WATERWORKS PARK Develop a parklike Hospice Memorial area in Waterworks $115,000 HOSPICE MEMORIAL Prairie Park for passive enjoyment /contemplation. 68 WEST SIDE PARK Acquire and develop land for a major new park in the west part $1,804,000 of the city, as recommended in the Parks & Recreation Master Plan. 69 SAND PRAIRIE ENHANCEMENT Take steps to clear, re -seed and perform low impact $273,000 development on the 38 acre sand prairie and adjacent McCollister property acquired in 2004/05. 70 PEDESTRIAN BRIDGE ROCKY Construct pedestrian bridge over the Iowa River to connect the $1,500,000 SHORE TO PENINSULA Iowa River Trail to the Peninsula park land trails, and to provide better access to 71 CITY PARK BALL DIAMOND Install field irrigation system to fields 1 -8 at lower City Park. $60,000 IRRIGATION PROJECT 9 - Other Projects 72 BURLINGTON STREET Construct the Burlington Street median from Gilbert Street to $1,973,000 MEDIAN Madison Street. Project includes relocation of water and sewer utilities. This project will require a traffic signal preemption system. (Part of the Rivertront Crossings amendment to City - University URA). 73 CEMETERY MAUSOLEUM Construction of a mausoleum. $405,000 74 CHAUNCEY SWAN FOUNTAIN This project involves the reuse of components of the old City $129,000 plaza fountain. 75 POLICE EVIDENCE STORAGE Construction of a permanent evidence storage facility. $929,000 FACILITY 76 FIRE STATION #1 Relocate and expand / modernize Central Fire Station #1. $11,593,000 RELOCATION 77 FIRE STATION #5 Construction of Fire Station #5 in the South Planning District. $2,898,000 111111 City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 78 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning $2,898,000 District. 79 FIRE TRAINING FACILITY This project will construct a state ofthe art fire training facilityto $5,382,000 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 Rivertront Crossings amendment to City- University URA). 80 FLOOD BUYOUTS This project will provide funds for the purchase of houses in $530,000 designated flood hazard buyout areas after FEMA and CDBG buyout programs have ended. 81 IOWA RIVER BANK This project will stabilze the Iowa River banks at a number of $2,122,000 STABILIZATION PROJECT locations throughout the citythat have experienced significant erosion after the 2008 Flood. (Part of the Rivertront Crossings amendment to City- University URA.) 82 EQUIPMENT MAINTENANCE Construction of new Equipment Maintenance Facility at the So. $9,454,000 FACILITY Gilbert St. Public Works site, replacing the existing facility at Riverside Dr. (Part of the Rivertront Crossings amendment to City- University URA). 83 STREETS AND WATER Construct new building at the So. Gilbert St. Public Works site $6,869,000 DISTRIBUTION FACILITY to accommodate the Streets, Traffic Engineering, Refuse, and Water Distribution Divisions. 84 RIVERSIDE DRIVE This project includes methane abatement, excavation, and fill at $2,527,000 REDEVELOPMENT 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 Rivertront Crossings - West(Riverside Drive) URA). 85 SUMMIT ST. HISTORIC PLAN Streetscape and intersection elements through Summit Street $302,000 Historic District. 86 TRAFFIC SIGNAL PRE- This project will install a city -wide Geographic Information $1,221,000 EMPTION SYSTEM System based traffic signal pre - emption system for emergency vehicles. This system is necessary when the Burlington St Median Project is constructed between Madison St and Gilbert St. 87 SOUTH AIRPORT SITE The airport continues to have a growing need for additional hangar area $2,125,100 DEVELOPMENT for based aircraft. This project will provide the initial site development GRAND TOTAL -ALL PROJECTS: $ 249,693,100 1*1 'lli INTERNAL SERVICE FUNDS F Y 2 0 1 5 Equipment Replacement Risk Management Loss Reserves Information Technology Services (ITS) Central Services Health Insurance Reserve Dental Insurance Reserve EQUIPMENT FUND The Equipment Fund 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 Fund 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 Fund's actual and projected cash balances. While the equipment fund's cash balance has been trending upward, nearly $2.5 million in replacement expenditures are anticipated for FY15 and $1.9 million in FY16 which is projected to change that trend. In addition, $790,000 of unassigned cash is expected to be transferred to the capital projects fund in fiscal year 2015 for the relocation of the old vehicle wash bay to the new public works facility location. The projected, unassigned fund balance at the end of fiscal year 2015 is $1,381,844 which is a decrease of 39.2 %. An adjustment to fund balance is presented in fiscal year 2013 for the conversion from cash basis accounting to modified accrual basis. The adjustment was a reduction of $358,344 primarily representing outstanding accounts payable at year end. Equipment Replacement Cash Balance $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 FY10 FY11 FY12 FY13 FY14 FY15 FY16 IN Designated for Equip $5,401,144 $5,227,781 $5,814,854 $6,268,060 $7,172,197 $6,550,968 $6,522,144 0 Unassigned $1,795,531 $2,046,708 $2,314,485 $2,212,131 $2,274,380 $1,381,844 $1,267,525 Total $7,196,675 $7,274,489 $8,129,339 $8,480,191 $9,446,577 $7,932,812 $7,789,669 A 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 was a project to replace the existing fuel facility that has reached the end of its life cycle. The new fuel facility is located at the South Gilbert public works site. The fuel facility replacement was funded from General Obligation bonds; however, fuel charges were 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. The timing of the relocation of the remaining equipment maintenance and storage facilities to the new public works facility location has not been determined at this time, but will be discussed as part of future five -year capital improvement programs. �n� FY12 FY13 FY14 FY15 FY16 Actual Estimate Budget Projection Projection Number of 24 38 24 23 33 Vehicles /Equipment Total Projected Cost $819,293 $1,701,411 $643,400 $2,352,800 $1,800,900 In the City's five -year capital improvement program for fiscal year 2013, there was a project to replace the existing fuel facility that has reached the end of its life cycle. The new fuel facility is located at the South Gilbert public works site. The fuel facility replacement was funded from General Obligation bonds; however, fuel charges were 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. The timing of the relocation of the remaining equipment maintenance and storage facilities to the new public works facility location has not been determined at this time, but will be discussed as part of future five -year capital improvement programs. �n� City of Iowa City Equipment (8100 - 8101) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Projection Projection Fund Balance*, July 1 $ 7,196,669 $ 7,274,489 $ 8,129,339 $ 8,480,191 $ 9,446,577 $ 7,932,812 Revenues: Use Of Money And Property Interest Revenues Rents Intergovernmental Local 28E Agreements Charges For Fees And Services Refuse Charges Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: General Fleet Maintenance Equipment Replacement Reserves Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 16,276 $ 15,402 $ 29,221 $ 15,402 $ 29,221 $ 28,290 50,000 - - - - - 715,775 849,174 899,008 891,628 899,008 916,988 3,080 2,948 6,024 2,948 6,024 4,020 4,569,833 4,555,636 4,663,122 4,773,817 4,895,279 4,993,185 3,652 2,025 370 2,025 338 1,410 124,366 227,519 260,719 200,000 90,000 100,000 $ 5,482,982 $ 5,652,704 $ 5,858,464 $ 5,885,820 $ 5,919,870 $ 6,043,893 $ 3,441,097 $ 3,493,875 $ 3,577,941 $ 3,909,126 $ 4,156,917 $ 4,248,370 1,964,065 1,303,979 1,571,327 1,010,308 2,486,718 1,938,667 5,405,162 4,797,854 5,149,268 4,919,434 6,643,635 6,187,036 - - - - 790,000 - - - - - 790,000 - $ 5,405,162 $ 4,797,854 $ 5,149,268 $ 4,919,434 $ 7,433,635 $ 6,187,036 $ 7,274,489 - $ 8,129,339 - $ 8,838,535 $ (358,344) 9,446,577 - $ 7,932,812 - $ 7,789,669 - 7,274,489 5,227,781 8,129,339 5,814,854 8,480,191 6,268,060 9,446,577 7,172,197 7,932,812 6,550,968 7,789,669 6,522,144 $ 2,046,708 $ 2,314,485 $ 2,212,131 $ 2,274,380 $ 1,381,844 $ 1,267,525 38% 48% 43% 46% 19% 20% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 511 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 585,182 gallons of fuel for City vehicles and outside entities (Not including Transit Buses) • The division maintains 525 vehicles and major equipment with 2,876 repair orders this past fiscal year. Recent Accomplishments: • Opened new fuel facility at new public works facility location. • New City -wide non - emergency radio system has been fully implemented. Staffing: Upcoming Challenges: • Vehicle wash bay replacement in 2015 CIP budget • Planning for future replacement of equipment maintenance facility • Transition to new Police squad car model; address ouffitting new model with police duty accessory equipment Service Level Changes for FY2016: • Fuel rates to external entities were increased by $.05 to help create a replacement reserve for the fuel facility era FY2013 FY2014 FY2015 Adopted Total FTE's 10.75 10.75 10.75 Service Level Changes for FY2016: • Fuel rates to external entities were increased by $.05 to help create a replacement reserve for the fuel facility era Financial Highlights: Fleet maintenance supplies are up by 8.5% primarily due to the increase in gasoline and diesel fuel prices. Equipment replacement expenditures are up 146% as a street sweeper, a bulldozer, dump trucks, and other large equipment are scheduled for replacement in FY2015. In addition, $790,000 is proposed to be transferred to the Capital Projects fund for replacement of the old vehicle wash bay with a facility at the new public works location on Gilbert Street. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Sale of Autos & Equipment Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation Maximize Revenue from Surplus Vehicles /Equipment Dispose of all Replaced Units FY 2011 FY 2012 FY 2013 $124,366 $227,519 $260,719 Enhanced Communication and Marketing Serve Internal Customers Efficiently and Effectively Maintain City vehicles and equipment cost effectively and respond to internal service requests in a timely manner. 513 FY 2011 FY 2012 FY 2013 Total Vehicles & 516 524 522 Equipment Maintained % of Repairs Completed New Measure 88.5% 87.9% in less than 1 Day 513 Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation Provide Fleet Maintenance Services Cost - Effectively Recover costs when applicable and contract with outside vendors when efficient 514 FY 2011 FY 2012 FY 2013 Hours Billed as a % of 69% 74% 73% Hours Available % of Expenditures Contracted with Outside 14% 14% 18% Vendors 514 City of Iowa City Activity Summary Activity: General Fleet Maintenance (710510) Fund: Equipment (8100) Division: Equipment (710500) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Projection Projection Revenues: Use Of Money And Property Interest Revenues Intergovernmental Local 28E Agreements Charges For Fees And Services Refuse Charges Miscellaneous Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 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 $ 11,940 $ 11,077 $ 20,734 $ 11,077 $ 20,734 $ 20,790 715,775 849,174 899,008 891,628 899,008 916,988 3,080 2,948 6,024 2,948 6,024 4,020 2,957,728 2,896,428 2,907,827 3,063,697 3,128,277 3,190,843 3,652 2,025 338 2,025 338 1,410 $ 3,692,175 $ 3,761,652 $ 3,833,931 $ 3,971,375 $ 4,054,381 $ 4,134,051 $ 804,675 $ 799,692 $ 766,241 $ 830,254 $ 831,462 $ 856,406 326,957 299,474 324,934 336,232 350,016 357,016 2,309,465 2,394,709 2,486,766 2,742,640 2,975,439 3,034,948 $ 3,441,097 $ 3,493,875 $ 3,577,941 $ 3,909,126 $ 4,156,917 $ 4,248,370 2012 2013 2014 2015 0.38 - - - 1.00 1.00 1.00 1.00 0.50 0.50 0.50 0.50 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.88 9.50 9.50 9.50 '.7167 City of Iowa City Activity Summary Activity: Equipment Replacement Reserves (710520) Fund: Equipment (8100) Division: Equipment (710500) Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Projection Projection Revenues: Use Of Money And Property Interest Revenues Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Buyer I - Equipment Equipment Clerk Equipment Superintendent Total Personnel Capital Outlay Dump Trucks & Equipment Bucket truck Light duty refuse truck Other operating equipment Sign truck Street Sweeper Bulldozer Snow Removal Equipment Tractors Other Vans & Trucks Total Capital Outlay $ 4,336 $ 4,325 $ 8,487 $ 4,325 $ 8,487 $ 7,500 1,612,105 1,659,208 1,755,295 1,710,120 1,767,002 1,802,342 - - 32 - - - 124,366 227,519 260,719 200,000 90,000 100,000 $ 1,740,807 $ 1,891,052 $ 2,024,533 $ 1,914,445 $ 1,865,489 $ 1,909,842 $ 101,137 $ 106,530 $ 112,002 $ 114,568 $ 117,055 $ 120,567 52,043 23,939 23,100 26,439 16,619 16,951 2,357 866 234 901 244 249 1,808,528 1,172,644 1,435,991 868,400 2,352,800 1,800,900 $ 1,964,065 $ 1,303,979 $ 1,571,327 $ 1,010,308 $ 2,486,718 $ 1,938,667 2012 2013 2014 2015 .7dd 0.50 0.75 0.75 0.75 0.38 - - - 0.50 0.50 0.50 0.50 1.38 1.25 1.25 1.25 2014 2015 $ - $ 460,100 221,600 225,000 - 140,700 224,400 - 94,900 165,200 - 671,200 5,000 - - 142,400 497,700 373,000 $ 868,400 $ 2,352,800 NE,y t►Vi /!U /!Tr]ALViIALI 111r to] LI II] 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, 2014 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 $500,000 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 2014 revised fund balance is $3.23 million which is 5.19% higher than the fiscal year 2013 ending fund balance. This fund balance increase is projected due to an anticipated reduction in damages in 2014 compared to the landfill fire damages that took place at the end of fiscal year 2012 and the beginning of fiscal year 2013. The budgeted ending fund balance for fiscal year 2015 is $3.13 million, which is lower than the 2014 revised fund balance by 3.01 %. Ir fiscal year 2013, an adjustment is presented for the change from cash basis accounting to modified accrual basis of accounting that increases the fund balance by $1,151,874. This increase primarily reflects the insurance proceeds receivable from the landfill fire event. An City of Iowa City Risk Management Loss Reserve (8200) Fund Summary 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 2,327,055 $ 2,769,589 $ 3,117,320 $ 3,067,793 $ 3,227,033 $ 3,129,983 Revenues: Use Of Money And Property Interest Revenues Miscellaneous Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Risk Management Loss Reserve Total Expenditures Fund Balance *, June 30 Change in Accounting Method Adjusted Fund Balance *, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 6,715 $ 6,840 $ 8,389 $ 6,840 $ 5,000 $ 5,000 1,784,168 1,451,916 986,959 1,080,341 1,359,289 1,386,475 39,028 71,774 278,054 750 33,934 5,000 $ 1,829,911 $ 1,530,530 $ 1,273,402 $ 1,087,931 $ 1,398,223 $ 1,396,475 $ 1,387,377 $ 1,182,799 $ 2,474,803 $ 928,691 $ 1,495,273 $ 1,527,001 $ 1,387,377 $ 1,182,799 $ 2,474,803 $ 928,691 $ 1,495,273 $ 1,527,001 $ 2,769,589 $ 3,117,320 $ 1,915,919 - - 1,151,874 2,769,589 3,117,320 3,067,793 $ 3,227,033 $ 3,129,983 $ 2,999,457 3,227,033 3,129,983 2,999,457 $ 2,769,589 $ 3,117,320 $ 3,067,793 $ 3,227,033 $ 3,129,983 $ 2,999,457 200% 264% 124% 347% 209% 196% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 .7iP.7 N69:"I► Vi1eUFiTC ]A►VilALl 1119i]UAOTA9 Eel Ll 6y 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: Financial Highlights: Risk Management fund expenditures are up 61 % and therefore, intra -city charges were increased as both insurance premiums increased as well as workers compensation charges. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Protect the resources and assets of the City of Iowa City Department Objective: Work with City divisions to protect employees from injury and promote accident prevention Performance Measures: Hours of safety training provided to employees FY2013 FY2014 FY2015 Adopted Total FTE's 1.80 1.80 1.80 Financial Highlights: Risk Management fund expenditures are up 61 % and therefore, intra -city charges were increased as both insurance premiums increased as well as workers compensation charges. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Protect the resources and assets of the City of Iowa City Department Objective: Work with City divisions to protect employees from injury and promote accident prevention Performance Measures: Hours of safety training provided to employees �F: FY 2011 FY 2012 FY 2013 170 400 377 �F: Injury Rate (percentage of workers injured in a given year) CY 2010 CY 2011 CY 2012 9.01% 7.16% 7.53% Lost Day Rate (percentage of workers who missed work days due to work related injury) CY 2010 CY 2011 CY 2012 4.04% 3.33% 3.77% Z1 City of Iowa City Activity Summary Activity: Risk Management (310600) Fund: Risk Management Loss Reserve (8200) Division: Risk Management (310600) Department: Finance Expenditures Personnel 2011 2012 2013 2014 2015 2016 Services Actual Actual Actual Revised Budget Projection Revenues: 12,090 6,722 73,762 20,109 15,252 15,557 Use Of Money And Property 1,116 186,772 499,615 1,200 1.80 - Interest Revenues $ 6,715 $ 6,840 $ 8,389 $ 6,840 $ 5,000 $ 8,420 Miscellaneous Intra -City Charges 1,784,168 1,451,916 986,959 1,080,341 1,359,289 1,180,000 Other Misc Revenue 39,028 71,774 278,054 750 33,934 5,000 Total Revenues $ 1,829,911 $ 1,530,530 $ 1,273,402 $ 1,087,931 $ 1,398,223 $ 1,193,420 Expenditures Personnel $ 163,927 $ 271,654 $ 255,347 $ 177,668 $ 182,199 $ 187,665 Services 1,210,244 717,651 1,646,079 729,714 1,297,822 1,323,778 Supplies 12,090 6,722 73,762 20,109 15,252 15,557 Capital Outlay 1,116 186,772 499,615 1,200 1.80 - Total Expenditures $ 1,387,377 $ 1,182,799 $ 2,474,803 $ 928,691 $ 1,495,273 $ 1,527,001 Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 0.25 0.25 0.25 0.25 Finance Director 0.05 0.05 0.05 0.05 Occ Safety & Trng Spec 1.00 1.00 1.00 1.00 Revenue & Risk Manager 0.50 0.50 0.50 0.50 Total Personnel 1.80 1.80 1.80 1.80 Capital Outlay Other Operating Equipment Total Capital Outlay 521 2014 2015 $ 1,200 $ $ 1,200 $ I I Ll 1Wei NLVi /ill 9 [e] Ll 19 xy a Ll [e] MiICY&I A:IN M:9y 111 Ll I I] 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 $2.08 million at June 30, 2014. This is a decrease of $715,738 or 25.6% from fiscal year 2013. Fund balance is expected to decline even further during fiscal year 2015 by $176,710 or 8.5% to $1.91 million. The reduction in fund balance is directly related to capital outlay in 2014 and 2015. In fiscal year 2013, an adjustment is being presented for the conversion from cash basis accounting to modified accrual basis of accounting as a reduction of fund balance of $42,782. This reduction primarily represents outstanding accounts payable and contracts payable at year end. *tea City of Iowa City Information Technology (8300 - 8302) Fund Summary *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 523 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 2,826,766 $ 2,470,688 $ 2,726,870 $ 2,799,046 $ 2,083,308 $ 1,906,598 Revenues: Use Of Money And Property Interest Revenues $ 5,740 $ 6,294 $ 11,336 $ 6,294 $ 5,000 $ 5,010 Charges For Fees And Services Misc Charges For Svc 3,600 1,800 1,800 1,800 1,800 1,800 Miscellaneous Intra -City Charges 1,797,839 1,890,070 1,843,841 1,834,423 1,894,216 1,916,220 Other Misc Revenue 21,170 114,672 1 - - - Other Financial Sources Sale Of Assets 9,714 4,910 3,983 - - - Total Revenues $ 1,838,063 $ 2,017,746 $ 1,860,961 $ 1,842,517 $ 1,901,016 $ 1,923,030 Expenditures: Information Technology $ 1,672,554 $ 1,575,937 $ 1,565,835 $ 1,923,466 $ 1,796,070 $ 1,713,939 Info Technology Equipment Replacement 477,518 173,860 167,610 384,295 260,875 8,522 Police Computer Equipment Replacement 44,069 11,767 12,558 250,494 20,781 4,877 Total Expenditures $ 2,194,141 $ 1,761,564 $ 1,746,003 $ 2,558,255 $ 2,077,726 $ 1,727,338 Fund Balance *, June 30 $ 2,470,688 $ 2,726,870 $ 2,841,828 $ 2,083,308 $ 1,906,598 $ 2,102,290 Change in Accounting Method (42,782) Adjusted Fund Balance *, June 30 2,470,688 2,726,870 2,799,046 2,083,308 1,906,598 2,102,290 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 2,470,688 $ 2,726,870 $ 2,799,046 $ 2,083,308 $ 1,906,598 $ 2,102,290 % of Expenditures 113% 155% 160% 81% 92% 122% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 523 ILI 1 Wei NLYi /el Ice] Ll IIxy:ILI [0]I iICY&IA:,9MaYe]UAOTA9[e]Ll 6y In partnership with our clients, we will increase efficiency and productivity through the effective use of Information Technology. The services provided by the Information Technology Services (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 ITS 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 HIGHLIGHTS In fiscal year 2013, ITS managed: • 71 network switches • 52 virtual servers • 44 Terabytes of disk space • 8 physical servers • 5 construction projects with fiber optic cable or duct • 4 core data infrastructure facilities • 1 telephone system with voice mail and Automated Call Distribution systems with approximately 750 ports. 524 Recent Accomplishments: • Implemented Tyler MUNIS ERP software and databases on Servers. Financials go -live of 7/1/13 completed • Oversaw implementation of 96 new Internet Protocol cameras to a new Video Management system. • Planned and completed a successful pilot of a Virtual Desktop environment. In 2014, some physical machines will be replaced with virtual desktops. • Implemented 10 gigabit per second connectivity between core network sites Staffing: Upcoming Challenges: • Implement Tyler Munis Payroll and Human Resources software 1/1/2014 • Implement Tyler Munis Billing and Cash Management software • Implement Geographic Information System server and software • Continue planning for exit from North Wastewater Treatment Plant core hub facility Financial Highlights: ITS expenditures decreased in FY2015 by 18.8% primarily due to a decrease in capital outlay expenditures in ITS operations (down $87,300) and in both the equipment replacement (down $123,420) and police equipment replacement (down $229,713) expenditures. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Reduce datacenter electric consumption to be sustainable via Virtualization Department Objective: Reduce Datacenter Electricity Consumption % year over year and be energy conscious in decisions. *b7 FY2013 FY2014 FY2015 Adopted Total FTE's 10.86 9.86 9.86 Financial Highlights: ITS expenditures decreased in FY2015 by 18.8% primarily due to a decrease in capital outlay expenditures in ITS operations (down $87,300) and in both the equipment replacement (down $123,420) and police equipment replacement (down $229,713) expenditures. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Reduce datacenter electric consumption to be sustainable via Virtualization Department Objective: Reduce Datacenter Electricity Consumption % year over year and be energy conscious in decisions. *b7 Performance Measures: Total number of Kilowatt hours of electricity consumed Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods& Strong Urban Core & Enhanced Communications and Marketing Facilitate Fiber Connectivity to School Facilities As the fiber optic network changes, include schools in planning for access where they deem appropriate Number of Iowa City school facilities connected to City backbone fiber cable FY 2011 FY 2012 FY 2013 Kilowatt Hours 125,526 124,050 114,942 Change (year /year) (1.9 %) (1.2 %) (7.3 %) Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods& Strong Urban Core & Enhanced Communications and Marketing Facilitate Fiber Connectivity to School Facilities As the fiber optic network changes, include schools in planning for access where they deem appropriate Number of Iowa City school facilities connected to City backbone fiber cable Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods, Strategic Economic Development Activities, & A Solid Financial Foundation Strive for 99.99% (Four -9's standard) uptime for internet services Internet service is critical for public safety access, email communication, and citizen access to City information on iowa - city.org website at 99.99% (maximum 4.32 minutes downtime per month) FY 2011 FY 2012 FY 2013 Facilities Connected 10 15 16 Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods, Strategic Economic Development Activities, & A Solid Financial Foundation Strive for 99.99% (Four -9's standard) uptime for internet services Internet service is critical for public safety access, email communication, and citizen access to City information on iowa - city.org website at 99.99% (maximum 4.32 minutes downtime per month) *111 FY 2011 FY 2012 FY 2013 Uptime Percentage New Measure New Measure 99.4% *111 City of Iowa City Activity Summary Activity: Information Technology (310500) Fund: Information Technology (8300) Division: Information Technology (310500) Department: Finance Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Buyer I - Purchasing Data Base Administrator I.T.S. Coordinator Operations Clerk - I.T.S. P.C. Technician Purchasing Clerk Sr Programmer /Analyst Sr Systems Engineer Systems Engineer Voice /Data Network Analyst Web Developer Total Personnel Capital Outlay Central Ups Installation Fiber Optic Cable Network core routers Software licenses /upgrades Storage Area Network Upgrade Total Capital Outlay 2011 2012 2013 2014 Actual Actual Actual Revised $ 5,740 $ Mill 6,294 $ 11,336 $ 6,294 $ 2015 2016 ;udget Projection 5,000 $ 5,010 1,800 1,800 1,800 1,800 1,800 1,403,176 1,445,821 1,353,752 1,162,327 1,165,405 1,165,450 21,170 114,672 1 $ 1,433,686 $ 1,568,587 $ 1,366,889 $ 1,170,421 $ 1,172,205 $ 1,172,260 $ 1,001,178 $ 1,073,348 $ 961,125 $ 1,017,623 $ 1,046,768 $ 1,078,171 480,829 480,745 500,968 656,486 606,362 618,489 18,329 15,020 33,785 36,057 16,940 17,279 172,218 6,824 69,957 213,300 126,000 $ 1,672,554 $ 1,575,937 $ 1,565,835 $ 1,923,466 $ 1,796,070 $ 1,713,939 2012 2013 2014 2015 - - 0.06 0.06 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 0.80 0.80 0.80 0.80 1.00 1.00 1.00 1.00 0.00 0.06 - - 3.00 2.00 2.00 2.00 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 - - 71101 11.80 10.86 9.86 2014 $ 63,550 $ 92,750 9.86 2015 - 26,000 7,000 35,000 50,000 65,000 $ 213,300 $ 126,000 City of Iowa City Activity Summary Activity: Information Technology Equipment Replacement (310581) Fund: Information Technology (8301) Division: Information Technology (310500) Department: Finance Revenues: Miscellaneous Intra -City Charges Other Financial Sources Sale Of Assets Total Revenues Expenditures: Services Supplies Capital Outlay Total Expenditures Capital Outlay Central Ups Installation File Servers Laptops /Mobile PC's Network Switches /Firewalls P.C. Hardware Peripherals Printers ScannersNideo Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 293,116 $ 370,415 $ 434,293 $ 555,048 $ 611,482 $ 673,180 9,714 4,910 3,983 $ 302,830 $ 375,325 $ 438,276 $ 555,048 $ 611,482 $ 673,180 $ 4,253 $ 6,414 $ 5,154 $ 4,888 $ - $ - 38,351 20,771 36,347 22,586 8,355 8,522 434,914 146,675 126,109 356,821 252,520 $ 477,518 $ 173,860 $ 167,610 $ 384,295 $ 260,875 $ 8,522 **1117 2014 2015 $ 8,120 $ - 128,000 10,000 76,245 - 44,960 154,714 53,751 72,486 2,000 7,420 23,745 7,900 20,000 $ 356,821 $ 252,520 City of Iowa City Activity Summary Activity: Police Computer Equipment Replacement (310585) Fund: Information Technology (8302) Division: Information Technology (310500) Department: Finance Revenues: Miscellaneous Intra -City Charges Total Revenues Expenditures: Services Supplies Capital Outlay Total Expenditures Capital Outlay Central Ups Installation File Servers Laptops /Mobile PC's P.C. Hardware Printers Pocket Jet Printers Scanner Storage Systems Total Capital Outlay 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Proiecti $ 101,547 $ 73,834 $ 55,796 $ 117,048 $ 117,329 $ 77,590 $ 101,547 $ 73,834 $ 55,796 $ 117,048 $ 117,329 $ 77,590 $ 155 $ 79 $ - $ 82 $ - $ - 8,305 773 4,595 - 4,781 4,877 35,609 10,915 7,963 250,412 16,000 $ 44,069 $ 11,767 $ 12,558 $ 250,494 $ 20,781 $ 4,877 II&] 2014 2015 $ 4,660 $ - 48,000 16,000 114,932 - 54,000 - 8,120 - 7,200 - 2,500 - 11,000 $ 250,412 $ 16,000 INALI 1119Mil INA:ITJIN *I 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 maintenance contracts 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 has an estimated ending fiscal year 2014 fund balance of $752,263. This was a decrease of 1.2% from fiscal year 2013. The fiscal year 2013 fund balance was adjusted downward by $868 due to the conversion from a cash basis accounting method to a modified accrual basis. The adjustment primarily represents accounts payable outstanding. The fiscal year 2015 estimated ending fund balance is $748,396 which is a reduction of less than one percent from fiscal year 2014. City of Iowa City Central Services (8400) Fund Summary *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 531 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 639,672 $ 694,098 $ 731,745 $ 761,382 $ 752,263 $ 748,396 Revenues: Use Of Money And Property Interest Revenues $ 1,552 $ 1,457 $ 2,668 $ 1,457 $ 2,668 $ 2,680 Intergovernmental Local 28E Agreements 15,825 11,550 10,200 11,550 12,000 12,000 Charges For Fees And Services Library Charges 55 11 - - - - Miscellaneous Intra -City Charges 222,502 225,641 223,328 225,641 223,126 225,000 Printed Materials 196 223 358 223 277 270 Other Financial Sources Sale Of Assets 30 107 Total Revenues $ 240,160 $ 238,989 $ 236,554 $ 238,871 $ 238,071 $ 239,950 Expenditures: Central Services $ 185,734 $ 201,342 $ 206,049 $ 247,990 $ 241,938 $ 231,383 Total Expenditures $ 185,734 $ 201,342 $ 206,049 $ 247,990 $ 241,938 $ 231,383 Fund Balance *, June 30 $ 694,098 $ 731,745 $ 762,250 $ 752,263 $ 748,396 $ 756,963 Change in Accounting Method (868) Adjusted Fund Balance *, June 30 694,098 731,745 761,382 752,263 748,396 756,963 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 694,098 $ 731,745 $ 761,382 $ 752,263 $ 748,396 $ 756,963 % of Expenditures 374% 363% 370% 303% 309% 327% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 531 IN A Ll 119 Mil IN A ZIN [y *111111» C7e1111 1101 1.9 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. HIGHLIGHTS In fiscal year 2013, the Central Services division: • Processed 200,483 pieces of outgoing City Mail. • Sorted and Distributed over 100,000 pieces of incoming City mail. • Distributed 1600 incoming UPS packages. • Processed 110 outgoing UPS packages. Staffing: Financial Highlights: Central services fund has budgeted $58,000 for the implementation of a city -wide Geographic Information System in FY2014 and $33,000 for copier replacements in FY2015. Service expenditures increased by $29,668 or 19.6 %, primarily due to an increase in postage and shipping charges. xra FY2013 FY2014 FY2015 Adopted Total FTE's 0.76 0.50 0.50 Financial Highlights: Central services fund has budgeted $58,000 for the implementation of a city -wide Geographic Information System in FY2014 and $33,000 for copier replacements in FY2015. Service expenditures increased by $29,668 or 19.6 %, primarily due to an increase in postage and shipping charges. xra GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Surplus Equipment Sold A Solid Financial Foundation 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 fair and open competition. Minimizing the environmental impact by providing a means to reuse our current equipment and furniture. Providing assistance to City employees with the transfer and disposal of surplus equipment through the transfer to other City Departments, on -line bidding, the sale or transfer to other government agencies, or through donation or sale to non - profit organizations. Minimizing the environmental impact through the migration of paper documents to scanned documents. Migration of Paper Copies to Scanned Copies FY 2011 FY 2012 FY 2013 Number of Bids Received 1,543 2,120 1,316 Dollar Value of Surplus $113,197 $165,776 $174,705 Sold Migration of Paper Copies to Scanned Copies 533 FY 2011 FY 2012 FY 2013 Paper Copies New Measure New Measure New Measure Scanned Copies New Measure New Measure New Measure 533 Cost Savings for Standard Letters Processed 534 FY 2011 FY 2012 FY 2013 Quantity of Standard New Measure New Measure New Measure Letters Cost Savings Using City Mail Machine vs. New Measure New Measure New Measure Standard Mail 534 City of Iowa City Activity Summary Activity: Purchasing (310300) Fund: Central Services (8400) Division: Purchasing (310300) Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues $ 1,552 $ 1,457 $ 2,668 $ 1,457 $ 2,668 $ 2,680 Intergovernmental Local 28E Agreements 15,825 11,550 10,200 11,550 12,000 12,000 Charges For Fees And Services Library Charges 55 11 - - - - Miscellaneous Intra -City Charges 222,502 225,641 223,328 225,641 223,126 225,000 Printed Materials 196 223 358 223 277 270 Other Financial Sources Sale Of Assets 30 107 - - - Total Revenues $ 240,160 $ 238,989 $ 236,554 $ 238,871 $ 238,071 $ 239,950 Expenditures: Personnel $ 43,887 $ 38,808 $ 28,732 $ 25,458 $ 26,658 $ 27,458 Services 135,163 142,107 170,176 151,739 181,407 185,035 Supplies 2,642 3,647 83 3,793 873 890 Capital Outlay 4,042 16,780 7,058 67,000 33,000 18,000 Total Expenditures $ 185,734 $ 201,342 $ 206,049 $ 247,990 $ 241,938 $ 231,383 Personnel Services - FTE 2012 2013 2014 2015 Purchasing Clerk 0.75 0.76 0.50 0.50 Total Personnel 0.75 0.76 0.50 0.50 Capital Outlay 2014 2015 Copiers $ 9,000 $ 33,000 GIS software system 58,000 Total Capital Outlay $ 67,000 $ 33,000 Y�b7 001:009:11Ll 6 .111 Mil LlN :8N *IAZINO 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. FY2015 Budget Highlights: Health insurance premiums and administrative costs are projected to remain flat in FY2015 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 as shown in the following table: Health Insurance Plan: FY2011 FY2012 FY2013 FY2014 FY2015 Single Deductible $ 200 $ 350 $ 350 $ 350 $ 500 Family Deductible 200 1 350 425 450 700 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 6 60 70 75 80 Note: The Unions bargained for different amounts in FY2011. The fiscal year 2015 ending fund balance is estimated at $10.34 million. This is virtually no change from the revised fiscal year 2014 ending fund balance or the actual fiscal year 2013 ending fund balance. An adjustment is presented for the change from cash basis accounting to modified accrual basis of accounting in fiscal year 2013. This adjustment is a reduction of fund balance of $106,426 that primarily represents unpaid health insurance claims. Restricted /assigned fund balance represents the City's Net OPEB Obligation. The City's Net OPEB obligation at June 30, 2013 was $3,305,626. xis City of Iowa City Health Insurance Reserve (8500) Fund Summary *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Y«I 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 6,077,972 $ 7,368,916 $ 8,777,073 $ 10,359,253 $ 10,368,182 $ 10,342,791 Revenues: Use Of Money And Property Interest Revenues $ 16,059 $ 16,949 $ 33,457 $ 16,949 $ 18,000 $ 19,000 Royalties & Commissions 2,192 3,235 2,628 3,235 3,000 2,650 Charges For Fees And Services Misc Charges For Services 386,760 367,695 389,991 375,000 390,000 405,000 Miscellaneous Intra -City Charges 7,421,909 7,495,976 7,193,345 7,540,000 7,267,437 7,485,460 Other Financial Sources Sale Of Assets 1,679 414 323 - - Total Revenues $ 7,828,599 $ 7,884,269 $ 7,619,744 $ 7,935,184 $ 7,678,437 $ 7,912,110 Expenditures: Health Insurance Reserve $ 6,537,655 $ 6,476,112 $ 5,931,135 $ 7,926,255 $ 7,703,828 $ 7,934,941 Total Expenditures $ 6,537,655 $ 6,476,112 $ 5,931,135 $ 7,926,255 $ 7,703,828 $ 7,934,941 Fund Balance *, June 30 $ 7,368,916 $ 8,777,073 $ 10,465,682 $ 10,368,182 $ 10,342,791 $ 10,319,960 Change in Accounting Method (106,429) Adjusted Fund Balance *, June 30 7,368,916 8,777,073 10,359,253 10,368,182 10,342,791 10,319,960 Restricted /Committed /Assigned 2,257,342 2,686,798 3,305,626 3,305,626 3,954,092 4,602,558 Unassigned Balance $ 5,111,574 $ 6,090,275 $ 7,053,627 $ 7,062,556 $ 6,388,699 $ 5,717,402 % of Expenditures 78% 94% 119% 89% 83% 72% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Y«I City of Iowa City Activity Summary Activity: Health Insurance Reserves (310750) Fund: Health Insurance Reserve (8500) Division: Health Insurance Reserves (310750) Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: 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 Expenditures: Services Supplies Capital Outlay Total Expenditures $ 16,059 $ 16,949 $ 33,457 $ 16,949 $ 18,000 $ 19,000 2,192 3,235 2,628 3,235 3,000 2,650 386,760 367,695 389,991 375,000 390,000 405,000 7,421,909 7,495,976 7,193,345 7,540,000 7,267,437 7,485,460 1,679 414 323 $ 7,828,599 $ 7,884,269 $ 7,619,744 $ 7,935,184 $ 7,678,437 $ 7,912,110 $ 6,519,898 $ 6,464,964 $ 5,925,254 $ 7,925,916 $ 7,703,665 $ 7,934,775 1,179 326 157 339 163 166 16,578 10,822 5,724 - - $ 6,537,655 $ 6,476,112 $ 5,931,135 $ 7,926,255 $ 7,703,828 $ 7,934,941 Y�i7 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 2014 is expected to be $103,402 or $15,119 lower than the fiscal year 2013 ending fund balance. This is a decrease of 12.76% percent. A decrease in fund balance is also expected for fiscal year 2015 to $88,573 which is a reduction of $14,829 or 14.34 %. In fiscal years 2011 through 2013, the reserve's fund balance had grown from $71,213 to 118,521 due to expenditure levels finishing below projections. In the fiscal year 2013 conversion from cash basis accounting to modified accrual basis of accounting, an adjustment is presented for a reduction in fund balance of $3,002. This adjustment primarily represents unpaid dental claims. x�� City of Iowa City Dental Insurance Reserve (8600) Fund Summary *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Y[r] 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance *, July 1 $ 71,213 $ 79,246 $ 91,404 $ 118,521 $ 103,402 $ 88,573 Revenues: Use Of Money And Property Interest Revenues $ 183 $ 181 $ 369 $ 181 $ 200 $ 370 Charges For Fees And Services Misc Charges For Svc 17,364 15,664 17,518 16,000 18,000 18,000 Miscellaneous Intra -City Charges 321,042 328,475 334,941 336,700 346,800 357,204 Total Revenues $ 338,589 $ 344,320 $ 352,828 $ 352,881 $ 365,000 $ 375,574 Expenditures: Dental Insurance Reserves $ 330,556 $ 332,162 $ 322,709 $ 368,000 $ 379,829 $ 391,224 Total Expenditures $ 330,556 $ 332,162 $ 322,709 $ 368,000 $ 379,829 $ 391,224 Fund Balance *, June 30 $ 79,246 $ 91,404 $ 121,523 $ 103,402 $ 88,573 $ 72,923 Change in Accounting Method - - (3,002) - - Adjusted Fund Balance *, June 30 79,246 91,404 118,521 103,402 88,573 72,923 Restricted / Committed /Assigned Unassigned Balance $ 79,246 $ 91,404 $ 118,521 $ 103,402 $ 88,573 $ 72,923 % of Expenditures 24% 28% 37% 28% 23% 19% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Y[r] City of Iowa City Activity Summary Activity: Dental Insurance Reserves (310760) Fund: Dental Insurance Reserve (8600) Division: Dental Insurance Reserves (310760) Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Total Revenues Expenditures: Services Total Expenditures $ 183 $ 181 $ 369 $ 181 $ 200 $ 370 17,364 15,664 17,518 16,000 18,000 18,000 321,042 328,475 334,941 336,700 346,800 357,204 $ 338,589 $ 344,320 $ 352,828 $ 352,881 $ 365,000 $ 375,574 $ 330,556 $ 332,162 $ 322,709 $ 368,000 $ 379,829 $ 391,224 $ 330,556 $ 332,162 $ 322,709 $ 368,000 $ 379,829 $ 391,224 541 sra F Y 2 0 1 5 STATISTICS General Information Form of Government Community Profile Demographics and Economics US Census Information Assessed Property Valuations Property Tax Levies Principal Taxpayers Employers Wastewater Customers Water Customers Operating Indicators Department Statistics Police Department Fire Department Library Senior Center Transportation Services Economic Overview Revenue Comparisons cc] A Ll I A:L101 Ll 1Wei NLVi /el110L I Form of Government The City has seven (7) Council members, who serve staggered, four -year terms. Four (4) Council members are "at- large" and are nominated by all voters and elected by all voters. Although the three (3) "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 Council passes legislation and establishes policies for the City. The City Manager is the chief administrative officer for the City and is appointed by the City Council. The City Manager implements policy decisions of the City Council and enforces City ordinances. In addition, the City Manager appoints and directly supervises the directors of the City's operating departments and supervises the administration of the City's personnel system and further supervises the official conduct of City employees including their employment, training, compensation, reclassification, discipline and discharge. 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 recommendations and programs to the City Council. 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. 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 Iowa City 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, Y67 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 and support for the Citizens Police Review Board and the Youth Advisory Commission. Community Profile Location & Transportation: The City 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 Iowa City Municipal Airport is a general aviation airport on the south side of the City. 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. The Iowa City Transit, Coralville Transit, and the University of Iowa's Cambus system provides public transportation to the metropolitan area. N A NEBRASKA KANSAS numbers RBar City tomes fr+d+Cate trdvet time ftin Iowa aty to that desfinafion_ Yri Iowa City by the Numbers: • Population 67,862 • Median Age 25.6 years • Average Persons Per Household 2.22 • Bachelor's Degree or Higher 58.5% • Average Temperature 50.0 °F • Average High Temperature 59.6 °F • Average Low Temperature 40.4 °F • Average Precipitation 36.3" Source: US Census Bureau (2010 Census & 2008 -2012 American Community Survey) and Weatherbase (May 2014) Iowa City: Best Of... • 2nd Best Small Metro Area for Business /Careers, Forbes, 2008 • #5 on the Top Ten Cities for Book Lovers list from Livability.com, 2011 • #8 Up and Coming Tech Cities, Forbes, 2008 • #8 on Best Performing Small Cities Index, Milken Institute, 2011 • #10 on Best Cities for College Grads list, Richard Florida, 2010 • 10th Smartest City in the Nation, Forbes, 2008 • #13 on the Best Cities for Business and Careers (small cities) list, Forbes, 2011 • Healthiest Town in the United States, Men's Journal, 2010 • One of the Top Towns for Jobs, MSN CareerBuilder, 2010 • Johnson County is among the top 25 counties in CNN/ Money Magazine's Where • the Jobs Are list, with over 22% growth in the past decade, 2010 • City High and West High School named to Best High Schools, Newsweek, 2012 Education: Public education to the City is provided by the Iowa City Community School District, with certified enrollment of 12,774.3 for fiscal year 2013 -14. There are approximately 1,900 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 fiscal year 2013 -14. Iowa City is also home to Regina Catholic Education Center, a private Catholic institution, Willowind School, a private K -8 school, and Preucil School of Music, specializing in the Suzuki method of instruction. Four year college programs and vocational training are available throughout the area including University of Iowa and Kirkwood Community College. Y!1 Health Care: The City has top -notch health care with the University of Iowa Hospital anc Clinics, Iowa City VA Medical Center, and Mercy Iowa City. University of Iowa Hospitals and Clinics (UIHC) is a 700+ bed comprehensive academic medical center and regional referral center. In addition to providing primary care, UIHC offers services in more than 200 specialties. The Iowa City VA Medical Center (ICVAMC) services are available to more than 184,000 veterans in Eastern Iowa, Western Illinois, and Northern Missouri. ICVAMC provides a broad range of inpatient and outpatient health care services. Mercy Iowa City is a regional referral center and community hospital serving southeast Iowa. Mercy services include heart and vascular care, orthopedic care, maternity care, cancer care, digestive services, general surgery, emergency care, and more. Culture: The City hosts a jazz festival each year that attracts music enthusiasts from both near and far. The annual Iowa Arts Festival features the state's best visual art, music, and food. Iowa City is also home to several community theaters, including Riverside Theatre's Shakespearean stage. Located in City Park, this open -air theater presents shows under the stars. Iowa City is also home to the recently restored historic Englert Theatre downtown and also has a vibrant Iowa City Community Theatre. In Iowa City the University of Iowa's Hancher Auditorium showcases Broadway productions and other entertainment events. Yr7 US Census Data Living in same house 1 year & over, percent, 2008 -12 63.5% Johnson 84.7% People QuickFacts Iowa City County Iowa Population, 2012 estimate 70,133 136,428 3,075,039 Population, 2010 (April 1) estimates base 67,894 130,882 3,046,857 Population, percent change, 4/1/10 to 7/1/12 3.3% 4.2% 0.9% Population, 2010 67,862 130,882 3,046,355 Living in same house 1 year & over, percent, 2008 -12 63.5% 73.4% 84.7% Foreign born persons, percent, 2008 -12 11.4% 9.2% 4.3% Language other than English spoken at home, percent age 5 +, 2008 -12 15.0% 13.1% 7.1% High school graduate or higher, percent of persons age 25 +, 2008 -12 95.6% 95.1% 90.7% Bachelor's degree or higher, percent of persons age 25 +, 2008 -12 58.5% 51.2% 25.3% Veterans, 2008 -12 2,842 6,921 233,698 Mean travel time to work (minutes), workers age 16 +, 2008 -12 15.9 17.9 18.7 Homeownership rate, 2008 -12 48.6% 60.4% 72.6% Housing units in multi -unit structures, percent, 2008 -12 45.5% 34.6% 18.4% Median value of owner - occupied housing units, 2008 -12 $181,000 $183,100 $123,000 Households, 2008 -12 27,289 52,826 1,223,509 Persons per household, 2008 -12 2.24 2.34 2.41 Per capita money income in past 12 months (2012 dollars), 2008 -12 $25,154 $29,294 $26,545 Median household income, 2008 -12 $42,220 $53,993 $51,129 Persons below poverty level, percent, 2008 -12 27.9% 17.6% 12.2% Johnson Business QuickFacts Iowa City County Iowa Total number of firms, 2007 4,186 9,323 259,931 Retail sales, 2007 ($1000) 889,475 1,653,057 39,234,649 Retail sales per capita, 2007 $13,320 $13,168 $13,172 Accommodation and food services sales, 2007 ($1000) 125,076 258,762 4,737,719 Geography QuickFacts Land area in square miles, 2010 Persons per square mile, 2010 Johnson Iowa City County Iowa 25.01 614.04 55,857.13 2,713.3 213.1 54.5 Source: US Census Bureau State & County QuickFacts YF] 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 Limitation: Residential rollback Agricultural rollback Industrial rollback Commercial and Railroad 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 FY2015 FY2014 FY2013 FY2012 $ 3,488,112,611 $ 3,367,051,717 $ 3,284,249,136 $ 3,182,636,485 3,680,920 2,655,640 2,516,440 2,263,884 1,144,437,631 1,113,600,025 1,149,535,927 1,146,182,052 80,153,614 72,834,630 73,400,730 73,044,725 3,827,506 3,205,451 2,619,932 1,799,383 9,599,528 10, 816, 940 11,051,685 10, 729,898 4,729,811,810 4,570,164,403 4,523,373,850 4,416,656,427 2,939,122 3,059,502 3,096,542 3,163,216 4,726,872,688 4,567,104,901 4,520,277,308 4,413,493,211 21,131,574 14,113,908 11,712,327 25,408,838 78,642,915 87,100,183 83,538,109 81,240,051 $ 4,826,647,177 $ 4,668,318,992 $ 4,615,527,744 $ 4,520,142,100 3.392% 1.144% 2.110% 1.579% FY2015 FY2014 FY2013 FY2012 54.4002% 52.8166% 50.7518% 48.5299% 43.3997% 59.9334% 57.5411% 69.0152% 95.0% NA NA NA 95.0% NA NA NA $ 1,894,079,854 $ 1,776,096,066 $ 1,666,036,081 $ 1,544,260,536 1,597,501 1,591,636 1,447,988 1,562,422 1,086,556,293 1,113,600,025 1,149,535,927 1,146,182,052 76,128,877 72,834,630 73,400,730 73,044,725 3,636,130 3,205,451 2,619,932 1,799,383 9,599,528 10, 816, 940 11,051,685 10, 729,898 3,071,598,183 2,978,144,748 2,904,092,343 2,777,579,016 2,939,122 3,059,502 3,096,542 3,163,216 3,068,659,061 2,975,085,246 2,900,995,801 2,774,415,800 21,131,574 14,113,908 11,712,327 25,408,838 3,089,790,635 2,989,199,154 2,912,708,128 2,799,824,638 47,004,994 46,813,214 47,404,050 48,337,968 $ 3,136,795,629 $ 3,036,012,368 $ 2,960,112,178 $ 2,848,162,606 3.365% 2.626% 4.032% 3.252% 16.705 16.805 17.269 17.842 Y.Y�] FY2011 FY2010 FY2009 FY2008 FY2007 FY2006 $ 3,122,874,615 $ 3,065,278,624 $ 2,991,702,239 $ 2,722,753,839 $ 2,636,227,621 $ 2,236,069,559 2,314,823 1,499,347 1,564,892 1,533,849 1,581,682 1,801,804 1,139,935,432 1,055,126,085 1,030,546,806 989,384,646 974,751,194 913,679,349 72,283,702 67,288,971 65,905,651 58,212,982 57,498,282 55,287,549 1,593,188 2,098,465 2,532,561 1,764,970 1,151,648 819,399 9,491,730 9,304,801 9,136,525 9,216,530 11,337,515 10,380,965 4,348,493,490 4,200,596,293 4,101,388,674 3,782,866,816 3,682,547,942 3,218,038,625 3,239,146 3,324,338 3,395,642 3,424,348 3,462,684 3,484,353 4,345,254,344 4,197,271,955 4,097,993,032 3,779,442,468 3,679,085,258 3,214,554,272 25,408,841 117,812,738 111,540,045 94,863,574 77,784,899 31,028,292 79,196,417 61,065,832 54,080,557 54,053,135 50,311,216 46,918,636 $ 4,449,859,602 $ 4,376,150,525 $ 4,263,613,634 $ 3,928,359,177 $ 3,807,181,373 $ 3,292,501,200 1.684% 2.639% 8.534% 3.183% 15.632% 3.163% FY2011 FY2010 FY2009 FY2008 FY2007 FY2006 46.9094% 45.5893% 44.0803% 45.5596% 45.9960% 47.9642% 66.2715% 93.8568% 90.1023% NA NA NA NA NA NA NA NA NA NA NA 99.7312% NA 99.1509% NA $ 1,464,643,790 $ 1,384,088,145 $ 1,307,510,775 $ 1,234,872,337 $ 1,208,404,751 $ 1,072,233,178 1,534,056 1,407,234 1,410,002 1,533,849 1,581,682 1,801,804 1,139,935,432 1,055,126,085 1,027,539,961 989,384,646 965,950,624 913,679,349 72,283,702 67,288,971 65,905,651 58,212,982 57,498,282 55,287,549 1,593,188 2,098,465 2,525,753 1,764,970 1,141,869 819,399 9,491,730 9,304,801 9,136,525 9,216,530 11,337,515 10,380,965 2,689,481,898 2,519,313,701 2,414,028,667 2,294,985,314 2,245,914,723 2,054,202,244 3,239,146 3,324,338 3,395,642 3,424,348 3,462,684 3,484,353 2,686,242,752 2,515,989,363 2,410,633,025 2,291,560,966 2,242,452,039 2,050,717,891 25,408,841 117,812,738 111,540,045 94,863,574 77,784,899 31,028,292 2,711,651,593 2,633,802,101 2,522,173,070 2,386,424,540 2,320,236,938 2,081,746,183 46,333,208 45,156,750 44,597,261 41,542,405 42,641,354 42,834,191 $ 2,757,984,801 $ 2,678,958,851 $ 2,566,770,331 $ 2,427,966,945 $ 2,362,878,292 $ 2,124,580,374 2.956% 4.426% 5.688% 2.853% 11.456% 2.586% 17.757 17.853 17.717 17.297 17.302 17.729 551 100% Assessed vs. Taxable Valuations $5,000 $4,500 $4,000 H c O $3,500 c $3,000 $2,500 $2,000 $1,500 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 100% Assessed $3,293 $3,807 $3,928 $4,264 $4,376 $4,450 $4,520 $4,616 $4,668 $4,827 % Change, Assessed 3.2% 15.6% 3.2% 8.5% 2.6% 1.7% 1.6% 2.1% 1.1% 3.4% Taxable $2,125 $2,363 $2,428 $2,567 $2,679 $2,758 $2,848 $2,960 $3,036 $3,137 % Change, Taxable 4.7% 11.2% 2.8% 5.7% 4.4% 2.9% 3.3% 3.9% 2.6% 3.3% Taxable %of Total 64.5% 62.1% 61.8% 60.2% 61.2% 62.0% 63.0% 64.1% 65.0% 65.0% Y.9J Industrial 2% FY2015 Full Property Valuation Percent by Property Type $4,729,811,810 Utilities w/o Railroads Gas /Electric Commercial 9do/ 0% Residential 74% FY2015 Taxable Property Valuation Railroads 0% Industrial 3% Percent by Property Type $3,071,598,183 Utilities w/o Gas /Electric Commercial 35% Agricultural 0% - 553 Residential 62% Property Tax Levies Property Tax History - All Direct and Overlapping Governments (per $1,000 assessed valuation) Collection Year Iowa City Community School District Johnson County* Kirkwood Community College State of Iowa City of Iowa City Total Iowa City Percentage of Total Residential Rollback /o 2004 -05 12.875 6.166 0.668 0.004 17.314 37.027 46.8 48.4558 2005 -06 13.582 6.391 0.649 0.004 17.729 38.355 46.2 47.9642 2006 -07 13.632 6.415 0.872 0.004 17.302 38.226 45.3 45.9960 2007 -08 13.852 6.823 0.855 0.004 17.297 38.830 44.5 45.5596 2008 -09 14.192 7.803 0.852 0.004 17.717 40.567 43.7 44.0803 2009 -10 14.191 7.708 0.840 0.003 17.853 40.596 44.0 45.5893 2010 -11 14.690 7.540 0.926 0.003 17.757 40.915 43.4 46.9094 2011 -12 14.591 7.320 0.999 0.003 17.842 40.754 43.8 48.5299 2012 -13 14.073 7.075 1.079 0.003 17.269 39.499 43.7 50.7518 2013 -14 13.688 7.077 1.065 0.003 16.805 38.639 43.5 52.8166 *Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies. Source: Johnson County Auditor 554 PRINCIPAL TAXPAYERS 2013 and Nine Years Prior (2004) (amounts expressed in thousands) 2004 2013 Sources: 'City of Iowa City Assessor's Office - 2012 Annual Report x.1 % of Total % of Total Taxable Taxable Taxable Taxable Ten largesttaxpavers' Valuation Rank Valuation Valuation Rank Valuation ACT Inc. (formerly American College Testing Program) $ 22,409 3 1.12 % $ 47,441 1 1.60 % Mid - American Energy CompanyZ 45,505 1 2.28 44,033 2 1.49 Ann Gerdin Truse (formerly Russell Gerdin) - - 0.00 22,006 3 0.74 Dealer Properties IC LLC (Billion Auto) - - 0.00 17,339 4 0.59 Alpha Inc - - 0.00 16,090 5 0.54 Proctor & Gamble LLC 16,546 6 0.83 15,441 6 0.52 National Computer Systems (Pearson) 16,652 5 0.84 14,410 7 0.49 United Natural Foods - - 0.00 12,903 8 0.44 Southgate Development Company 18,753 4 0.94 12,734 9 0.43 Wal -Mart Real Estate - - 0.00 12,640 10 0.43 Jame A and Lorretta Clark 26,937 2 1.35 - - 0.00 Hy -Vee 14,186 7 0.71 - - 0.00 Edwin & Ethel Barker & Barker Partnership 12,481 8 0.63 - - 0.00 M G D LC (Sycamore Mall) 10,991 9 0.55 - - 0.00 Moen Group 10,295 10 0.52 - - 0.00 Total $ 194,755 9.77 % $ 215,037 7.26 % Sources: 'City of Iowa City Assessor's Office - 2012 Annual Report x.1 PRINCIPAL EMPLOYERS 2013 and Nine Years Prior (2004) Employers University of Iowa and University of Iowa Hospital and Clinics Iowa City Community School District Veterans Administration Medical Center City of Iowa City NCS Pearson Mercy Hospital ACT Inc. (formerly American College Testing Program) Hy -Vee System Unlimited International Automotive Components (formerly Lear Corp) Gillette Canada (Oral B Laboratories) Total Employees Sources: Iowa City Area Development Group 2004 2013 Employees Rank Employees Rank Percentage 23,608 1 1,728 2 1,200 5 600 9 1,300 4 1,150 6 1,334 3 927 7 850 8 500 10 33,197 30,804 1 1,700 2 1,562 3 1,283 4 1,200 5 1,187 6 1,181 7 1,166 8 890 9 785 10 41,758 92,700 Note: Total number of employees is not available for 2004, percentage of total city employment by employer is not presented. Y.Y:i 33.2 % 1.8 1.7 1.3 1.4 1.3 1.3 1.3 1.0 45.0 Customer Name University of Iowa Proctor & Gamble Iowa City Landfill Division Dolphin Lake Point (Lakeside Apts) Veterans Administration Medical Center Mercy Hospital Campus Apartments Mark IV Apartments University of Iowa/ Mayflower Apartments RBD Iowa City LLC (Sheraton Hotel) Roberts Dairy Lear Corp Total Sewer System Charges PRINCIPAL SEWER SYSTEM CUSTOMERS 2013 and Nine Years Prior (2004) 2004 2013 Charges Rank Percentage Charges Rank Percentage $ 2,134,524 1 17.10 % $ 2,193,252 1 17.02 % 1,831,497 2 14.67 991,579 2 7.70 - - N/A 156,749 3 1.22 126,820 5 1.02 147,379 4 1.14 190,435 3 N/A 145,484 5 1.13 101,244 6 0.81 118,458 6 0.92 83,819 8 N/A 84,639 7 0.66 - - N/A 81,566 8 0.63 77,957 9 0.62 73,516 9 0.57 70,101 10 0.56 59,569 10 0.46 136,163 4 1.09 - - N/A 88,288 7 0.71 - - N/A $ 4,840,848 36.58 % $ 4,052,191 31.45 % $ 12,482,393 $ 12,883,641 Sources: City of Iowa City Revenue Department X�� Customer Name Proctor & Gamble Veterans Administration Medical Center Dolphin Lake Point (Lakeside Manor) Mercy Hospital Campus Apartments Mark IV Apts ACT University of Iowa/ Mayflower Apartments RBD Iowa City LLC (Sheraton Hotel) Seville Apartments Roberts Dairy Lear Corp University of Iowa Total Water System Charges PRINCIPAL WATER SYSTEM CUSTOMERS 2013 and Nine Years Prior (2004) 2004 2013 Charges Rank Percentage Charges Rank Percentage $ 589,822 1 6.66 % $ 599,964 1 7.32 % 139,463 2 1.58 108,129 2 1.32 91,322 3 1.03 85,186 3 1.04 89,974 4 1.02 69,880 4 0.85 76,678 5 0.87 62,253 5 0.76 53,259 10 0.60 57,582 6 0.70 - N/A 53,064 7 0.65 54,845 9 N/A 41,806 8 0.51 - N/A 34,120 9 0.42 - N/A 31,504 10 0.38 61,234 7 0.69 - - N/A 76,652 6 0.87 - - N/A 59,762 8 0.68 - - N/A $ 1,293,011 13.99 % $ 1,143,488 13.95 % $ 8,850,608 $ 8,194,467 Sources: City of Iowa City Revenue Division Y.Y7 OPERATING INDICATORS BY FUNCTION Last Ten Fiscal Years (FY 2004 through FY 2013) 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Public Safety 12.86 10.37 8.28 9.84 41.0 41.1 41.1 41.1 41.1 23,161 Police' 23,527 23,529 24,059 Physical arrests 7,288 7,528 6,895 6,505 6,434 6,486 5,983 6,590 5,911 4,468 Traffic Violations 8,515 7,428 8,198 6,684 5,827 4,460 4,446 3,403 3,761 2,499 Fire 21,527 21,972 22,529 22,973 23,097 23,391 23,657 23,875 24,086 24,442 Number of calls answered 3,518 3,596 3,679 4,136 4,257 4,152 4,472 4,635 5,173 4,713 Inspections conducted 975 1,083 1,232 1,495 1,712 1,959 2,145 1,806 1,970 1,431 Parking 125 129 134 137 138 144 153 156 200 204 Parking Violations 155,338 145,033 139,338 166,187 147,673 126,050 118,717 109,553 96,117 88,909 Wastewater Treatment Daily average treatment in million gallons3 4.96 4.87 4.58 9.43 12.81 Maximum daily capacity of plant in million gallons 40.0 40.0 40.0 40.0 41.0 Number of sewer system customers 21,165 21,552 22,046 22,481 22,909 Water Daily average consumption 12.34 12.86 10.37 8.28 9.84 41.0 41.1 41.1 41.1 41.1 23,161 23,344 23,527 23,529 24,059 in million gallons 5.74 5.45 5.68 5.52 5.48 5.51 5.48 5.51 5.49 5.54 Maximum daily capacity of plant in million gallons 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 Customers Classification Residential 21,527 21,972 22,529 22,973 23,097 23,391 23,657 23,875 24,086 24,442 Commercial 1,377 1,400 1,408 1,448 1,465 1,494 1,481 1,498 1,489 1,491 Industrial 13 13 13 13 14 15 15 15 15 15 Other 125 129 134 137 138 144 153 156 200 204 Total Customers 23,042 23,514 24,084 24,571 24,714 25,044 25,306 25,544 25,790 26,152 Sanitation Number of Customers 13,983 14,158 14,371 14,556 14,574 14,700 14,831 14,926 15,030 15,177 Tonnage 8,716 8,667 8,463 8,722 8834 8,747 8,869 8,969 8,935 8,956 Landfill Tonnage 108,155 113,356 111,124 135,315 132,760 140,810 150,369 147,265 148,953 111,445 Sources: Various city divisions Notes 1 Numbers are based on a calendar year and 2013 figures are compiled through 09/23/13. 3 Numbers are based on a calendar year and 2013 figures are compiled through 11/07/13. 3 Numbers for FY07 and after are based on both the North and South Wastewater Plants. X&I 2015 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. 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 rather than any one specific data point between communities. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. Data & Comparison The data presented below represent the raw data collected by the Iowa City Police Department and information gathered from the Federal Bureau of Investigation. Data synthesis was based on the 2010 US Census population. Metro Coalition comparison uses 2012 data. The comparison uses the UCR system, which is 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. Y:i�] Iowa City Raw Data Calendar Year 2008 2009 2010 2011 2012 Number of Officers 73 75 75 79 78 Total Violent Crimes 259 247 183 163 185 Total Property Crimes 1,688 1,575 1,533 1,580 1,842 Total Violent Crime Arrests 104 109 96 105 88 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 Y.Yi Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2008 2009 2010 2011 2012 Sworn Officers per 1000 Population 1.08 1.11 1.11 1.16 1.15 Total Violent Crimes per 1000 Population 3.82 3.64 2.70 2.40 2.73 Total Violent Crime Arrests per 1000 1.53 1.61 1.41 1.55 1.30 Population Total Property Crimes per 1000 Population 24.87 23.21 22.59 23.28 27.14 Total Property Crime Arrests per 1000 7.12 7.12 6.91 6.31 6.72 Population Total UCR 1 Arrests per Sworn Officer 8.04 7.89 7.51 6.75 6.97 Juvenile Violent Crime Arrests as % of Total 6.18% 6.07% 10.38% 7.36% 8.24% Juvenile Property Crime Arrests as % of Total 6.99% 6.10% 7.33% 5.84% 6.55% Total DUI Arrests per 1000 Population 6.25 6.17 4.70 6.66 6.48 Total DUI Arrests per Sworn Officer 5.81 5.59 4.25 5.72 5.64 Total PAULA* Arrests per 1000 Population 12.97 12.57 7.80 7.29 4.42 Total PAULA* Arrests per Sworn Officer 12.04 11.36 7.05 6.27 3.85 *Possession of Alcohol Under the Legal Age Y:YJ 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. Metro Coalition UCR 1 Data, 2012: 1 The FBI determined that the agency's data were over - reported. Consequently, those data are not included in this table. • 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. YN Ames Cedar Rapids Council Bluffs Davenport Des Moines Dubuque' Sioux City Waterloo West Des Moines Ave. w/o Iowa City Iowa City Population 59,271 128,401 62,708 101,193 207,400 58,460 83,289 68,919 58,134 91,975 69,214 Violent Crime 78 356 744 604 1,094 128 274 470 95 427 185 Violent Crime Rate 131.6 277.3 1,186.5 596.9 527.5 219.0 329.0 682.0 163.4 457.0 267.3 Murder /Non - negligent Manslaughter 0 3 1 4 7 2 2 4 0 3 1 Murder /Non - negligent Manslaughter Rate 0.0 2.3 1.6 4.0 3.4 3.4 2.4 5.8 0.0 2.5 1.4 Forcible Rape 32 43 67 40 100 20 30 64 16 46 29 Forcible Rae Rate 54.0 33.5 106.8 39.5 48.2 34.2 36.0 92.9 27.5 52.5 41.9 Robbery 7 97 81 151 250 22 46 69 8 81 31 Robbery Rate 11.8 75.5 129.2 149.2 120.5 37.6 55.2 100.1 13.8 77.0 44.8 Aggravated Assault 39 213 595 409 737 84 196 333 71 297 124 Aggravated Assault Rate 65.8 165.9 948.8 404.2 355.4 143.7 235.3 483.2 122.1 324.9 179.2 Property Crime 1,454 4,723 4,290 4,088 10,210 3,470 2,514 1,825 4,072 1,842 Property Crime Rate 2,453.1 3,678.3 6,841.2 4,039.8 4922.9 41166.2 31647.8 31139.3 41111.1 21661.3 Burglary 291 966 970 890 2 514 621 828 213 912 387 Burglary Rate 491.0 752.3 1,546.9 879.5 1,212.2 745.6 1,201.4 366.4 899.4 559.1 Larceny-Theft 1,132 3,503 2,847 2,912 6,914 1,160 2,645 1,590 1,562 2,696 1,394 Larceny-Theft Rate 1,909.9 2,728.2 4,540.1 2,877.7 3,333.7 1,984.3 3,175.7 2,307.1 2,686.9 2,838.2 2,014.0 Motor Vehicle Theft 31 254 473 286 782 46 204 96 50 247 61 Motor Vehicle Theft Rate 52.3 197.8 754.3 282.6 377.0 78.7 244.9 139.3 86.0 245.9 88.1 Arson 5 30 43 17 51 32 17 26 6 25 3 Arson Rate 8.4 23.4 68.6 16.8 24.6 54.7 20.4 37.7 10.3 29.4 4.3 1 The FBI determined that the agency's data were over - reported. Consequently, those data are not included in this table. • 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. YN 2015 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 Fire Data 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 rather than any one specific data point, 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. Geoaraohy— 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. Data & Comparison The data presented below represents the raw data collected by the Iowa City Fire Department. Data synthesis was based on 2010 US Census population. The comparison of cities uses 2012 data. CV Iowa City Raw Data Collected by the Iowa City Fire Department Calendar Year 2008 2009 2010 2011 2012 Number of Firefighters 56 56 56 64 64 Total Non -Fire Incidents 4,080 3,982 4,295 4,470 4,937 Total Structure Fires 77 59 85 72 89 Total Non - Structure Fires 100 114 93 100 152 Residential Building Fires 61 45 60 51 68 Non - Residential Building Fires 16 14 25 21 21 Average Response Time - Fire Incident (Min) 534 543 530 448 522 Average Response Time - Non -Fire Incident (Min) 553 523 610 453 439 False Alarms 944 797 900 783 796 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2008 2009 2010 2011 2012 Sworn Firefighters Per 1000 Population 0.83 0.83 0.83 0.94 0.94 Total Non -Fire Incidents Per 1000 Population 60.12 58.68 63.29 65.87 72.75 Total Structure Fires Per 1000 Population 1.13 0.87 1.25 1.06 1.31 Total Non - Structure Fires Per 1000 Population 1.47 1.68 1.37 1.47 2.24 Residential Building Fires Per 1000 Population 0.90 0.66 0.88 0.75 1.00 Non - Residential Building Fires 0.24 0.21 0.37 0.31 0.31 Per 1000 Population False Alarms Per 1000 Population 13.91 11.74 13.26 11.54 11.73 Y:i.7 2015 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. 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. ACV Iowa City Raw Data Fiscal Year FY08 FY09 FY10 FY11 FY12 FY13 Circulation 1,464,643 1,523,810 1,513,052 1,570,822 1,579,842 1,512,852 Visits 716,412 745,077 746,556 768,033 764,911 741,058 Registered Borrowers 65,786 66,539 67,892 68,751 69,306 67,556 Total Collection 240,622 229,313 225,622 236,495 239,895 232,280 Reference Transactions 85,079 85,131 81,298 83,973 76,111 76,675 Public Internet Terminals 48 46 46 47 52 52 Internet Terminal Users 132,080 131,300 123,636 122,012 113,171 110,634 Serial Subscriptions 514 522 527 440 372 347 Children's Program Attendance 29,468 26,461 25,802 36,116 40,360 40,379 Iowa City Synthesized Data Per capita calculations use ICPL's entire service area population, as reported by the Institute of Museum & Library Sciences (2011). Fiscal Year FY08 FY09 FY10 FY11 FY12 FY13 Circulation per Capita 17.83 18.55 18.42 19.12 19.23 18.42 Circulation per Registered 22.26 22.90 22.29 22.85 22.80 22.39 Borrower Visits per Capita 8.72 9.07 9.09 9.35 9.31 9.02 Visits per Registered 10.89 11.20 11.00 11.17 11.04 10.97 Borrower Registered Borrowers as % 80% 81% 83% 84% 84% 82% of Service Area Population Al Iowa Metro Coalition Comparison The Metropolitan Coalition is an organization comprised of Iowa's largest communities. FY2O13 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 five cities' data are included in the 'average without Iowa City' calculations. Revenue: City Iowa City Ames Cedar Rapids Council Bluffs Des Moines waterloo Population 67,862 58,965 126,326 62,230 203,433 68,406 City Income $4,824,768 $3,088,067 $4,741,416 $2,138,332 $7,217,954 $2,322,373 City Income per Capita $71.1 $52.4 $37.5 $34.4 $35.5 $33.9 County Income $375,100 $126,558 $80,987 $217,488 $40,176 $60,878 State Income $76,694 $62,789 $149,262 $24,144 $89,257 $32,131 Other Income $893,686 $158,042 $358,441 $239,703 $685,500 $197,868 Total Income $5,972,638 $3,435,456 $5,337,904 $2,627,390 $8,096,863 $2,613,250 Total Income per Capita $88.0 $58.3 $42.3 $42.2 $39.8 $38.2 Expenditures: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Staff Expenditures $3,854,648 $2,468,604 $3,143,567 $1,503,297 $5,333,084 $1,978,479 Collection Expenditures $674,371 $380,865 $426,456 $273,700 $987,313 $254,083 Other Expenditures $1,172,101 $601,255 $844,658 $361,336 $1,776,466 $362,002 Total Expenditures $5,701,120 $3,450,724 $4,414,681 $2,138,333 $8,096,863 $2,594,564 Per Capita Expenditures $84.0 $58.5 $34.9 $34.4 $44.7 $37.9 Y:i7 Collections: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Printed Books 193,556 163,151 70,020 143,283 459,120 126,136 Audio Items 19,856 20,642 8,875 11,617 61,364 10,123 Video Items 20,823 22,066 10,118 14,861 28,274 12,120 Other Materials 1,684 732 1,679 4,816 14,480 676 Total Physical Items 235,919 206,591 90,692 174,577 589,709 149,055 Subscriptions 249 312 145 277 793 187 Ebooks 6,695 11,550 70,020 6,588 15,867 8,394 Down loadable Audio 4,090 6,971 3,907 7,879 11,137 4,013 Downloadable Video 296 0 0 0 0 0 Total Downloadable 11,081 18,521 8,576 14,467 27,004 12,407 Total Downloadable & 247,000 225,112 99,268 189,044 590,242 161,462 Physical Licensed Databases 47 31 43 39 45 30 Y:i:] Circulation: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Adult Book Circ 447,319 311,659 235,178 182,301 531,514 136,078 Young Adult Book Circ PF 26,966 57,336 30,382 39,076 78,114 17,763 Kids' Book Circ 351,236 335,632 179,844 122,565 327,232 83,725 Video Circ 428,108 347,988 244,562 167,680 120,569 17,763 Audio Circ 158,884 112,917 74,157 62,490 201,256 33,280 Periodical Circ 15,121 18,121 8,057 3,779 18,901 5,924 Downloadable Circ 23,041 10,659 25,449 5,640 28,011 3,343 Other Circ 30,024 8,524 13,432 28,681 1 1,986 Total Circ 1,520,030 1,222,547 861,587 619,619 1,332,838 405,341 Per Capita Circ 22.40 20.73 6.82 9.96 6.55 5.93 ILL Rec'd 2,570 1,642 36,724 1,502 270 2,026 ILL Sent 2,134 3,114 20,448 3,431 1,851 2,281 Registered Borrowers 68,117 40,996 55,569 48,036 178,276 42,013 Visits 721,058 323,859 552,000 327,655 1,050,963 263,261 Other: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Reference Transactions 76,675 39,694 25,376 37,950 190,455 61,977 Average Hours 67.0 68.1 69.0 62.5 53.5 65.3 Open/Week Kids' Program 40,379 34,633 26,555 23,335 49,596 14,466 Attendance YA Program Attendance 1,638 1,109 2,788 8,023 2,895 127 Adult Program 5,319 181 6,390 2,077 10,225 4308 Attendance 52 20 54 95 120 78 Internet PCs 110,634 34,019 88,400 78,612 159,608 112,260 Internet Use per Year FTE Librarian 15.00 12.00 9.50 15.00 37.25 5.45 FTE Other Staff 63.38 32.25 35.28 8.38 48.18 35.00 FTE Total Staff 78.38 44.25 44.78 23.38 85.43 40.45 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. 571 Iowa City Westerville Evanston Boulder Ann Arbor Bloomington Library Public Library, Public Library, Public Public District Library, Public Library, IA OH Library, IL Library, CO MI IL Number of Bookmobiles 0 0 0 0 0 1 Number of Branch Libraries 0 0 2 3 4 0 Population Legal Service Area 82,140 1 69,932 74,486 97,948 163,590 76,610 Number of Outlets 1 1 3 4 5 2 ALA -MLS Librarians 15 17 16.05 15.5 22 11.4 Total Staff 66.45 63.5 51.88 75.1 164.5 57.11 Local Revenue $4,940,195 $1,825,958 $3,774,353 $7,052,561 $11,392,543 $4,513,080 Local Revenue per Capita $60.14 $26.11 $50.67 $72.00 $69.64 $58.91 State Revenue $116,780 $2,621,867 $128,525 1 $0 $37,090 $130,400 State Revenue per Capita $1.42 $37.49 $1.73 $0.00 $0.23 $1.70 Total Revenue $5,839,527 $4,910,896 $3,907,428 $7,215,061 $12,204,020 $5,131,953 Total Revenue per Capita $71.09 $70.22 $52.46 $73.66 $74.60 $66.99 Total Collection Expenditures $677,728 $680,264 $524,592 $785,258 $1,807,303 $713,539 Total Collection Expenditures per Capita $8.25 1 $9.73 $7.04 $8.02 1 $11.05 $9.31 Total Operating Expenditures $5,76 608 $4,717,302 $4 396 989 $6 925 782 $11,813,880 $4,990,964 Total Operating Expenditures per Capita $70.22 $67.46 $59.03 $70.71 $72.22 $65.15 Total Circulation 1,570,822 1,965,438 942,858 1,384,900 8,789,482 1,339,740 Total Circulation per Capita 19.12 28.1 12.66 14.14 53.73 17.49 Reference Transactions 83,973 309,036 143,292 102,392 57,041 79,443 Users of Public Internet Computers 122,012 1 1,242,748 80,478 176,986 1 270,039 69,644 Library Visits 768,033 1,009,424 629 526 988,491 1,736,693 408 304 Library Visits per Capita 9.35 14.43 8.45 10.09 10.62 5.33 Children's Program Attendance 36,116 24,921 18,586 30,102 47,160 9,166 Number of Public Internet Computers 47 212 60 63 242 64 571 2015 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. Membership & Associated Revenue Sources FY2013 total membership decreased 2.6% over FY2012. 70.6% of Center members are between the ages of 60 and 79. Membership Distribution by Age Group FY2009 FY2010 FY2011 FY2012 FY2013 Total Members 1,217 1,287 1,391 1,587 1,545 Percent, Age <59 12.3% 11.5% 11.5% 12.0% 8.6% Percent, Age 60 -69 34.2% 36.0% 37.0% 38.5% 35.6% Percent, Age 70 -79 30.4% 29.9% 29.8% 29.7% 35% Percent, Age ?80 20.3% 20.0% 19.3% 17.1% 20.8% 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 FY10 FY11 FY12 FY13 Membership Fee Revenue $26,440 $28,623 $31,393 $35,503 $37,427 $46,751 % Change 8.26% 9.68% 13.09% 5.42% 24.9% ara 78% of the Center's membership resides within the corporate limits of Iowa City; approximately 20% of the Center's members are Johnson County residents outside of Iowa City. Membership Distribution by Place of Residence FY2009 FY2010 FY2011 FY2012 FY2013 Percent of Iowa City Contribution $1,077,632 $677,610 $570,274 $599,234 Members, Iowa City 81.0% 82.0% 79.0% 78.8% 78.7% Residents $70,000 $70,000 IC % of Expenditures 86.10% 77.97% Percent Johnson 75.51% 76.49% 75.13% Johnson County % of Expenditures 5.99% County Residents 17.0% 17.0% 19.0% 20.0% 19.7% Outside Iowa City) $362.51 $342.79 $283.78 $220.54 $229.99 Percent non- 2.0% 1.0% 2.0% 1.2% 1.4% Johnson County During FY2013, 75% of the Center's expenditures were supported by Iowa City property taxes; Iowa City residents were 79% of the Center's membership. Johnson County residents comprise 20% of the Center's members; the Johnson County grant of $70,000 was just over 8% of the Center's expenditures. Iowa City /Johnson County Revenue & % of Expenditures FY08 FY09 FY10 FY11 FY12 FY13 Iowa City Contribution $1,077,632 $677,610 $570,274 $599,234 $657,457 $633,464 Johnson County Contribution $75,000 $75,000 $75,000 $75,000 $70,000 $70,000 IC % of Expenditures 86.10% 77.97% 74.44% 75.51% 76.49% 75.13% Johnson County % of Expenditures 5.99% 8.63% 9.79% 9.45% 8.14% 8.30% 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 FY 2012 and FY 2013 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 FY 2014 grant amount will fall again to $59,224. City and County Revenue per Visit and per Member FY08 FY09 FY10 FY11 FY12 FY13 IC Contribution per Visit $14.68 $7.23 $6.10 $6.09 $6.25 $6.03 Johnson County Contribution per $1.02 $0.81 $0.80 $0.76 $0.67 $0.67 Visit IC Contribution per IC Member $1,241.51 $677.25 $540.37 $545.31 525.73 $520.98 Johnson County Contribution per $412.09 $362.51 $342.79 $283.78 $220.54 $229.99 Non -IC County Member 573 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. This calculation is based on the general revenues subsidy divided by the total expenditures and transfer in General Fund (1000 only). Cost Recovery Percentage FY08 FY09 FY10 FY11 I FY12 FY13 Cost Recovery 13.90% 22.03% 25.56% 24.49% 123.51% 24.87% Programs, Attendance, and Volunteerism Programs, Services, and Groups Offered FY08 FY09 FY10 FY11 FY12 FY13 Fall 126 180 147 149 147 154 Winter 106 161 128 111 127 117 Spring 136 170 139 139 137 139 Summer 125 146 104 110 109 113 Total 493 657 518 509 520 523 The Center attendance had a slight decrease in FY 2013 of about 1.6% from FY 2012, with lower attendance numbers for visits, meals served and other services offered at the Center. Meal service is administered by ElderServices. Other services include programming provided through outside agencies, including AARP income tax filing assistance. Center Attendance FY08 FY09 FY10 FY11 FY12 FY13 Center Visits 73,431 92,324 93,419 98,401 105,157 104,970 Meals Served 19,593 17,934 17,197 15,787 15,931 14,254 Other Services 11,124 11,672 9,357 9,808 7,139 6,940 Total Attendance 104,148 121,930 119,973 123,996 128,227 126,164 Volunteer involvement in the Center remains strong. Total volunteers increased by 115 between FY 2012 and FY 20113, which is about a 22% increase. The FY2013 volunteers of 645 is the highest amount over the last 6 years. Volunteer Involvement FY08 FY09 FY10 FY11 FY12 FY13 Volunteers 453 498 500 584 530 645 574 2015 Iowa City Transportation Services Statistics Why We Exist: 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. General Parking Information 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. Iowa City Parking Data Collected by the Iowa City Transportation Services Department a�.7 FY 2011 FY 2012 FY 2013 Web Citation Payments 59.50% 61.00% 63.40% Citations Issued 109,555 96,131 88,909 $0 Epired Meter Citations 44,614 40,512 38,023 Citation Appeals 1,428 690 633 Faulty Meters 561 472 448 Available Spaces On Street 1,131 1,131 1,131 Off Street 3,086 3,086 3,086 Transient Hours Parked 4,215,164 4,307,686 4,453,418 Average Hourly Duration Access Controlled facilities 3.8 3.79 3.83 Credit Card Usage Access Controlled facilities 42% 39% 53% Pay by Space facilities 61% 66% 69% Permits Issued Automobile 1 1,9961 1,901 1 1,978 Moped /ScooterlMotorcycle 0 620 752 a�.7 General Transit Information 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. Iowa City Transit Data Collected by the Iowa City Transportation Services Department ac:� FY 2011 FY 2012 FY 2013 Ridership 1,854,732 1,970,456 1,879,795 Total Operating Expense $4,848,000 $5,350,599 $5,063,118 Fare Revenue $1,060,293 $1,119,269 $1,292,338 Revenue Vehicle Miles 709,630 718,564 714,778 Revenue Vehicle Hours 55,543 55,135 54,528 Cost per Ride $2.61 $2.71 $2.69 Cost per Revenue Vehicle Mile $6.83 $7.44 $7.08 Cost per Revenue Vehicle Hour $87.28 $97.05 $92.85 Farebox /Expense Ratio 0.22 0.21 0.27 Average Fare $0.57 $0.57 $0.69 Operating Deficit per trip $2.04 $2.14 $2.00 Riders per Revenue Vehicle Mile 2.61 2.70 2.60 Riders per Revenue Vehicle Hour 33.39 35.70 34.50 Passenger Miles 4,016,065 4,054,372 3,861,794 Fleet Vehicles 27 27 27 Base Fare $0.75 $0.75 $1.00 Fleet Average Age 9.4 10.4 11.9 Fuel Consumption 188,163 187,088 191,256 Days Operated 307 308 306 ac:� The national economy continues to move toward recovery after one of the deepest recession officially spanned from December 2007 to June 2009 (National Bureau of Economic Research). Real GDP has grown in eighteen of the last nineteen quarters after declining in five of the six preceding quarters. (Source: Bureau of Economic Analysis) Economic Overview US & Iowa GDP Trends Annual Percent Change 8.0% F- 6.0% 4.0% Unemployment Rates 2.0% °io 12.0% o.o -2.0% 4.0% 2003 2004 2005 2006 2007 1 2008 2009 2010 2011 2012 ■US 2.2% 3.3% 2.8% 2.7% 1.8% -0.7% -3.3% 2.4% 1.6% 2.5% ■Iowa 3.8% 7.0% 1.8% 1.0% 4.7% -2.5% -1.6% 1.9% 2.2% 2.4% I 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 March 2014, the Iowa City Metropolitan Statistical Area (MSA) was the eighth lowest unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) Unemployment Rates 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 ENational 5.5% 5.1% 4.6% 4.6% 5.8% 9.3 °/a 9.6 °/a 8.9% 8.1% 7.4% ■Iowa 4.6 % 4.3% 3.7 °/a 3.8 °/a 4.0 °/a 6.3 °/a 6.3 °/a 5.8% 5.2% 4.6% ■Iowa City 3.6% 3.2% 2.7% 2.9% 3.0% 4.5% 4.5% 4.3% 3.8% 3.3% I 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 March 2014, the Iowa City Metropolitan Statistical Area (MSA) was the eighth lowest unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) The growth in assessed property value has slowed in recent years. The effect of this slow growth on taxable value has been offset by increases in the state - mandated "rollback'; a higher percentage of residential properties' value is taxable. *100% assessed valuations before rollback, military exemptions deducted, includes TIF; excludes gas & electric utilities Taxable valuations exclude TIF and gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) Taxable Percentage of Home Value 56% 54% 52% 50% 48% 46% 44% 42% 40% 38 °k FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 ■Rollback 48% 46% 46% 44% 46% 47% 49% 51% 53% 54% 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, and industrial); for City revenue streams, this most notably affects the taxable value of residential properties. 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 six 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, ninety -five percent 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. ae1 Assessed & Taxable Property Valuations* inmillioins $5,000 $4,000 $3,000 $2,000 $1,000 $0 FY06 I FY07 I FY08 I FY09 I FY10 I FY11 1 FY12 I FY13 I FY14 I FY15 Wssessed $3,246 $3,757 $3,874 $4,210 $4,315 $4,371 $4,439 $4,532 $4,581 $4,748 Change, Assessed 3.14% 15.75% 3.13% 8.65% 2.51% 1.29% 1.56% 2.10% 1.09% 3.64% ETaxable 1 $2,051 $2,242 $2,292 $2,411 $2,516 $2,686 $2,774 $2,901 $2,975 $3,069 %Change,Taxable 1 2.24% 9.35% 2.19% 5.20% 4.37% 6.77% 3.28% 4.56% 2.55% 3.15% *100% assessed valuations before rollback, military exemptions deducted, includes TIF; excludes gas & electric utilities Taxable valuations exclude TIF and gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) Taxable Percentage of Home Value 56% 54% 52% 50% 48% 46% 44% 42% 40% 38 °k FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 ■Rollback 48% 46% 46% 44% 46% 47% 49% 51% 53% 54% 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, and industrial); for City revenue streams, this most notably affects the taxable value of residential properties. 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 six 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, ninety -five percent 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. ae1 Building Permits Value in millions $200 $180 $160 $140 $120 $100 $80 $60 $40 $20 $0 I Pe"itsl 915 1 882 1 872 1 701 1 807 1 688 1 784 1 738 1 716 1 715 1 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 FY2010, hotel /motel tax receipts are above pre- recession levels and have increased over each of the last four fiscal years. Though the value of building permits issued has declined in recent years, these numbers rebounded significantly in 2012 and 2013. Total value in 2013 was the highest of any year in the past ten years. Utility Franchise Fee Revenue $1,000,000 Hotel/MotelTax Revenue inthousands $800,000 $900 $400,000 $200,000 $0 $800 ■ Fee Revenue $725,478 $826,450 $880,8% % Change 13.92% $700 $600 $500 $400 $300 $200 $100 $0 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 /Motel $563 $602 $636 $692 $724 $752 $667 $746 $814 $834 r7■Hotel °k Change 6.92% 5.60% 8.81% 4.67% 3.92% -11.39%111.84% 1 9.17% 1 2.51% Utility Franchise Fee Revenue $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 FY11 FY12 ■ Fee Revenue $725,478 $826,450 $880,8% % Change 13.92% 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 $880,871 for FY2013, $592,826 funded a portion of the operational costs associated with Fire Station #4 and maintenance of the right -of -ways. The remaining $288,045 funded Capital Improvement Projects (CIP) in the right -of -ways. The Iowa City property tax levy comprised approximately forty -three and a half percent of City residents' total property tax bill. The Iowa City Community School District and Johnson County make up another thirty -five and four - tenths percent and eighteen and three - tenths percent of the total levy, respectively. *Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies. (Source: Johnson County Auditor) Overlapping Taxing Jurisdictions Percent of FY2014Total Levy Rate �ohnson I CCSD County* 35.4% 18.3% Kirkwood cc 2.8% Iowa City 43.5% City of Iowa City Levy Rate and Percentage of Overlapping Jurisdictions 18.100 17.900 17.700 17.500 17.300 17.100 16.900 16.700 16.500 16.300 FY05 FY06 FYD FY08 FY09 F 1 FYI FYI FYI FYI Total Overlapping 37.027 38.355 38.226 38.830 40.567 40.596 40.915 40.754 39.499 38.639 IC%of Total 46.8% 46.2% 45.3% 44.5% 43.7% 44.0% 43.4% 43.8% 43.7% 43.5% ■ IC Levy Rate 17.314 17.729 117.302 117.297 117.717 17.853 17.757 117.842 17.269 16.805 City policy states that year- end General Fund unassigned fund balance will fall between fifteen (15 %) and twenty -five percent (25 %) of total expenditures. The FY2013 excess balance was used to establish an emergency fund. *Amounts before FY2013 are cash balance instead of fund balance. Iowa City's levy rate dropped approximately two and seven - tenths percent (2.7 %) in FY2014, largely from a decrease in the debt service levy. Iowa City's FY2015 levy rate totals $16.705; this represents a decline of six - tenths of a percent (- 0.6 %). The rates of overlapping jurisdictions are not certified as of this publication. General Fund Unassigned Fund Balance* inthousands $20,000 $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 Y91 $ $2,572 $ City Pension Contributions $3,297 $ $3,398 $ $3,474 $ $3,122 $ $3,166 $ $3,582 $ $4,667 $ inthousands 1 17.59% 9 9.04% 3 3.07% 2 2.21% - - 10.11% 1 1.39% 1 13.16% 3 30.29% 4 4.91% $23 $ $23 $ $38 $ $61 $ $33 $ $5,000 $37 $ $51 $ $58 $ $69 $1,316 $ $1,704 $ $1,925 $ $1,952 $ $1,918 $ $1,425 $ $1,347 $ $1,654 $ $2,277 $ $2,383 $ $1,230 $ $1,294 $ $1,331 $ $1,382 $ $1,519 $ $4,500 $1,778 $ $1,874 $ $2,328 $ $2,440 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 E $ $2,572 $ $3,024 $ $3,297 $ $3,398 $ $3,474 $ $3,122 $ $3,166 $ $3,582 $ $4,667 $ $4,892 1 17.59% 9 9.04% 3 3.07% 2 2.21% - - 10.11% 1 1.39% 1 13.16% 3 30.29% 4 4.91% $23 $ $23 $ $38 $ $61 $ $33 $ $35 $ $37 $ $51 $ $58 $ $69 $1,316 $ $1,704 $ $1,925 $ $1,952 $ $1,918 $ $1,425 $ $1,347 $ $1,654 $ $2,277 $ $2,383 $ $1,230 $ $1,294 $ $1,331 $ $1,382 $ $1,519 $ $1,659 $ $1,778 $ $1,874 $ $2,328 $ $2,440 ributable to an extra pay period in FY2012. FY2013 expenditures are approximately a five percent increase over FY2012. Pension contributions are expected to increase again in FY2014, with public safety pension contributions increasing to thirty and twelve- hundredths percent (30.12 %) of salary (a increase of more than fifteen percent) and IPERS contributions increasing to eight and ninety- three - hundredths percent (8.93 %) (an increase of three percent). Also, the public safety pension contributions are expected to increase in FY2015 to thirty and forty- one - hundredths percent (30.41 %) of salary (a additional increase of one percent). MFPRSI employee contributions are set by statute, currently nine and four - tenths percent (9.4 %). City contributions are determined by the system's actuary. IPERS City and employee contributions are currently a sixty /forty split (60/40), with the City paying sixty percent of total contributions. City Pension Contribution Rates 35.00% 30.00% 25.00% zo.00 °i° 15.00% 1o.00 °i° 5.00% 0.00% FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 PERS 5.75% 5.75% 6.05% 6.35% 6.65% 6.95% 8.07% 8.67% 8.93% 8.93% MFPRSI 28.21% 27.75% 25.48% 18.75% 17.00% 19.90% 24.76% 26.12% 30.12% 30.41% 11.1 FY2013 Actual General Fund Revenue Taxes sa % Licenses & Penni[s 3% Intergovernmental a% Charges for Misc Revenue Services 8% 2% Other Financing Sources 18% Use of Money & Property 1% Personnel costs comprise the largest portion of General Fund expenditures. Other financial uses are primarily transfers out to capital projects. Property taxes comprise over half of General Fund revenue. This reliance on property tax revenue could become problematic if the state ceases the "backfill" from commercial property tax reform that started to effect the FY2015 taxable valuations. City staff will continue to monitor service and staffing levels, appropriate user fees, and attempt to identify additional ways to diversify revenue sources in order to plan for possible significant drops in property tax revenue. FY2013 Actual General Fund Expenditures 1-N '14' 1 -18 Personnel Services 53% 12% Supplies 2% — Capital Outlay Other 4% Financing Sources 29% Total Outstanding General Obligation Debt on June 30 inthousands $100,000 $90,000 $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 anding Debt $85,060 $85,840 $87,090 $84,995 $75,050 $80,575 $75,320 $61,205 1 $67,055 $64,420 Debt as a percent of the allowable debt limit has also continued to fall in recent years. 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 one and a half percent (1.5 %) of assessed value, or approximately one -third of the allowable debt margin. 29.00% 27.00% 25.00% 23.00% 21.00% 19.00% 17.00% 15.00% Total outstanding General Obligation debt is estimated to dropped over thirteen and a half (13.5) million between FY2011 and FY2014. 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. Debt Service Percent of Total Levy Rate Total Levy Rate 17.729 17.302 17.297 17.717 17.853 17.757 17.842 17.269 16.805 16.705 Debt Service Levy 4.149 3.879 3.786 4.303 4.219 4.438 4.649 4.443 4.030 4.130 DS %of Total 123.40% 122.42% 121.89% 124.29% 123.63% 125.00% 126.06%125.73% 123.98% 124.72% —191 Iowa City has an additional internal policy which states that the debt service property tax levy shall not exceed thirty percent (30 %) of the total property tax levy. For FY2015, the debt service levy is approximately twenty - five percent of the total property tax levy rate. GO Debt as a Percent of Debt Limit 60% 50% 40% 30% 20% 10% 0% FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 ■% 52% 45% 44% 40% 34% 36% 33% 27% 29% 27% Debt Service Percent of Total Levy Rate Total Levy Rate 17.729 17.302 17.297 17.717 17.853 17.757 17.842 17.269 16.805 16.705 Debt Service Levy 4.149 3.879 3.786 4.303 4.219 4.438 4.649 4.443 4.030 4.130 DS %of Total 123.40% 122.42% 121.89% 124.29% 123.63% 125.00% 126.06%125.73% 123.98% 124.72% —191 Iowa City has an additional internal policy which states that the debt service property tax levy shall not exceed thirty percent (30 %) of the total property tax levy. For FY2015, the debt service levy is approximately twenty - five percent of the total property tax levy rate. Revenue Comparisons Revenue Comparisons are done on the ten (10) largest cities in Iowa and our neighboring cities of Coralville and North Liberty. Property Tax Rate Comparison (Levy Rate per $1,000 Valuation) City FY14 Tax Rate Rank FY14 /FY13 % Change Council Bluffs $17.75 1 -0.56% Waterloo $17.49 2 -3.95% Des Moines $16.92 3 0.00% Iowa City $16.81 4 -2.66% Davenport $16.78 5 0.00% Sioux City $16.25 6 1.63% Cedar Rapids $15.22 7 0.00% Coralville $13.53 8 0.00% West Des Moines $12.05 9 0.00% North Liberty $11.03 10 0.00% Dubuque $11.02 11 2.23% Ames $10.86 12 1.31% FY2014 Estimated General Fund Revenue FY2014 Adopted Budget City Revenues Transfers In Debt Proceeds/ Asset Sales Total Revenues Per Capita Revenue* Per Cap. Rank Council Bluffs $60,359,635 $11,000,000 $0 $71,359,635 $1,146.71 1 Dubuque $51,524,631 $12,216,658 $52,750 $63,794,039 $1,106.82 2 West Des Moines $45,059,223 $11,976,112 $6,000 $57,041,335 $1,007.64 3 Coralville $14,724,609 $3,431,171 $7,500 $18,163,280 $960.66 4 Cedar Rapids $83,322,843 $31,851,323 $120,000 $115,294,166 $912.67 5 Iowa City $43,733,068 $9,610,582 $4,081,450 $57,425,100 $846.20 6 Sioux City $41,092,112 $19,835,312 $59,232 $60,986,656 $737.59 7 Des Moines $116,770,284 $32,666,194 $19,000 $149,455,478 $734.67 8 Waterloo $42,746,668 $7,388,704 $88,000 $50,223,372 $734.20 9 Davenport $50,348,501 $20,424,567 $10,000 $70,783,068 $710.07 10 North Liberty $7,247,029 $2,053,495 $50,000 $9,350,524 $699.16 11 Ames $23,324,640 $8,487,818 $0 $31,812,458 $539.51 12 *Per Capita calculations used 2010 US Census data -Y,I Hotel /Motel Tax Revenues FY2013 Receipts City* Effective Date Receipts Des Moines 4/1/1979 $4,758,396 West Des Moines 4/1/1979 $3,287,208 Cedar Rapids 4/1/1979 $2,862,393 Council Bluffs 4/1/1979 $2,539,232 Coralville 7/1/1983 $2,424,856 Davenport 4/1/1981 $2,170,593 Dubuque 4/1/1979 $1,953,763 Ames 4/1/1988 $1,784,274 Sioux City 4/1/1979 $1,424,670 Waterloo 4/1/1981 $1,227,556 Iowa City 4/1/1983 $871,706 North Liberty 7/1/2008 $65,149 'All cities listed impose the state allowed maximum rate of 7% Source: Iowa Department of Revenue Utility Franchise Tax Rates City Franchise Fee Rate North Liberty 0% Davenport 0% West Des Moines 0% Ames 0% Coralville 1% Iowa City 1% Sioux City 2% Cedar Rapids 2% Council Bluffs 2% Waterloo 2% Dubuque 3% Des Moines 5% -11 Local Option Sales Tax (LOST) Revenues FY2013 Receipts *The chart only includes those communities with a LOST. Iowa City's LOST expired in FY 2013 Source: Iowa Department of Revenue Utility Rates (Residential Monthly Billing) City Water Effective Sunset Storm Total City* Rate Date Date Receipts Purpose $92.78 1 Davenport $34.94 $36.16 90% Flood Recovery, 10% Property Cedar Rapids 1% 4/1/2009 6/30/2014 $17.76 M $36.08(3) $15.50(4) $3.50(5) $83.79 3 West Des Moines Tax Relief $34.80 $11.25 $4.25 $80.60 4 60% Property Tax Relief, 40% Capital Davenport 1% 1/1/1989 N/A $15.43 M 5 Des Moines $23.15 $33.50 $13.00 $9.74 Improvements and Equipment 6 Dubuque $22.99 $31.91 $12.74 60% Property Tax Relief, 20% Sioux City 1% 1/1/1987 N/A $12.05 M Infrastructure Projects, 10% City $4.78 $71.73 8 Council Bluffs $32.56 Facilities, 10% EDX Waterloo 1% 4/1/1991 12/31/2015 $9.94M 100% Street Re pair Iowa City - 7/1/2009 6/30/2013 $9.08 M 100% Flood Related Council Bluffs 1% 4/1/1990 N/A $8.47 M Streets and Sewers Waterloo $16.06 $24.38 $15.50 $2.75 50% Property Tax Relief, 20% City Dubuque 1% 1/1/1989 N/A $8.31 M Facilities Maintenance, 30% Special Assessment Relief 60% Property Tax Relief, 40% Ames 1% 1/1/1987 N/A $6.72 M Community Betterment *The chart only includes those communities with a LOST. Iowa City's LOST expired in FY 2013 Source: Iowa Department of Revenue Utility Rates (Residential Monthly Billing) City Water Sewer Waste Storm Total Rank North Liberty $37.66 $43.77 $9.35 $2.00 $92.78 1 Davenport $34.94 $36.16 $13.90 $2.35 $87.35 2 Iowa City* $28.71(7) $36.08(3) $15.50(4) $3.50(5) $83.79 3 West Des Moines $30.30 $34.80 $11.25 $4.25 $80.60 4 Sioux City $29.32 $34.54 $14.90 $0.83 $79.59 5 Des Moines $23.15 $33.50 $13.00 $9.74 $79.39 6 Dubuque $22.99 $31.91 $12.74 $5.60 $73.24 7 Cedar Rapids $26.95 $21.49 $18.51 $4.78 $71.73 8 Council Bluffs $32.56 $17.21 $16.00 $0.00 $65.77 9 Ames $31.26 $28.72 $0.00 $3.45 $63.43 10 Coralville $17.80 $22.62 $19.00 $2.00 $61.42 11 Waterloo $16.06 $24.38 $15.50 $2.75 $58.69 12 *Projected FY 2015 Water Rate is $30.14 and Refuse Rate is $15.90 -11 F Y 2 0 1 5 APPENDIX State Forms Budget Resolutions Glossary Y:P] 52=483 Adoption of Budget and Certification of City Taxes FISCAL YEAR BEGINNING JULY 1, 2014- ENDING JUNE 30, 2015 The City of. Iowa City County Name: JOHNSON Date Budget Adopted: 3/4/2014 re-,» NameelnBerN fi�u as repuiea eyla«, zs spem�eG ahuw,°,e pmpuM eWgetwas aaopletlazsumma, vN antl apa,nea hereb. antl taxle3ez.301180¢83 /ID 1eyi ��br°°heanng belay, wireap a pEM1 Yt�61' -There a esers' ln,,Te,m Det Soledule Frortn 7°3&r J ON do dect seruiceneeas, 9 any. CO. IOWA a1s) 3 05031 -" January "1, "2013 Property Valuations With Gas B Eleotde Without Gas &Eleddc uTn ar�censa J' Regular a 3,114,066,554 zb 3,067,061,560 67 052 OEBTSERWCE sa 3,135,198,1283h 3,088,193,134 Ag Land as COUNTYAll i 1,597,501 :.::.. ::::...:. :..:::....:...::.: ::.........: _ :. :.::..:::::.::...:....:........ . TAXXES ESLEVIED (f0 (e) lcl Code Dollar Requestwith Property Taxes Sec. Unit leanness UtHuy Replacement :.. ......:: :.:.:.: .: .Levietl_._. _ ._ ie .; Rat e ., ie3ioi:i 334.1 r6.10e90 R ular General. levy, ...... .: .. .... ... . "... "....... @. „25,223,939 . e :.: . .. ..............:.. _24,843,199__13 ::...... 8.10000 1]311 <e.: -: _.. ::..r. ..............:._:. ... ,::: "s"bie Levies ::.............. Non -Voted Oiher Pennls ..; ...... C ...ij :': i' i .. .. ... ::: ..:...........: :..:..: :.:... ...... .. :...:::. 12(3) OL7500 Contract for use of Bridge s 4 D 12(10) 0.95000 Opr & Mamt publicly owned Transit 7 2,958,363;= 't' >j i 2,973 708:;:x ;: 45 0.95000 12(11) P,nlNec Rent, Ins. Mah-t of Civic Center es 0 12(12) Moses Opr & Maint of City owned Civic Center s _ OE; ": 47 0 12(13) 0.00750 Planning a Sanitary Disposal Project 10 0: 4e 0 12(14) ammo Aviation Authority (under sec.330A.15) 11 Oi 49 0 12(16) 0.05750 Levee Impr. fund in special charter city 13 12(13) wnMec Liability, property & self insurance costs a 896,379;._i;; sz 0.29226 12(12) vec Su ortofa Local Emerg.Mgmt.Comm. ea row ' 0[I[ ?:[ass 0 ]l2( i ible Levies .. � � 81111 ss Voted Other P ....... ........ :::.. ... :::.... .... :.. ::..:.... .. 1.(1) 0.1300 InstrumenfalNacalM12sic Groups 1s :::" 13(2) 181000 Memorial Building 16 0:: < u 0 12(3) 0.1350 Symphony Orchestra 17 0 as 0 12(4) 01100 Cultural & Scientific Facilities 18 0 ;? s3 0 12(5) mvmetl County Bridge 19 0? ; 0 0 12(6) 1.3580 Miss! or Missouri River Bridge Const. 20 OI; $e � 0 12(5) 0.33375 Aid to a Transit Company 21 0:_; ; as 0 1z(lT) 52oew Maintain Institution received by giftldevise a 0 Ea' sa 0 12119) iso00 City Emergency Medical District 40 Ejs `E[> 04 _ass 0 1ztzl) omo0. Support Public Library 23 840`- ;E?F; %�> 798 828,107;;_;_;61 0.27000 ZF zz 1.500 Untied Law Enforcement 24 O;t;i::p sz 0 Total General Fund Regular Levies (5 thru 24) 25 29,933,204 3844 3.0375 Ag Land 0 4,796 4,798 63 3.00375 Total General F dTax Levies (25 +26) 27 29938002 29,486191 Special Revenue Levies ........ " :::.......... 0' :.:.:........ - 0 ]313 Umnno Emergency if general fund at levy limit) 2. 0; ;i >;[;'.;'. 3606 am Nea Police &Fire Retirement 29 3,012,023:_,;. _ [ 2,966,554:,:;_ 0.96723 FmtNee FICA & IPERS (if general fund at levy limit) 311 2,941,750 ; ? 2,897,361 :_izi7 ;:, o.9M67 Rnlea rant N¢a Other Employee Benefits 31 3,274,171::[; : 3,224,739 ;[; tcst4l Total Empfoyee BeneRLevies (29,30,31) 31 9,227,944 Piy -i E 9,088,6541 i i as 2.96331 Sub Total Special Revenue Levies (28 +32) a] 9,227,944:::`;;:;; 9,088,65442 i i: fr 3H `:':E =' -h E; 3 : ii'r• Valuation ]85 AsR {4rlrll Gas 8 Efec sat Gas 6 Dec �� II q : ?11280,790�� .. ...... .... ��5 SSMID 1 140,394,837 m1 140,394,8371�x V1 - 280,790 � �': 55� 2.00000 SSMID 2 W wt 35 0:::*; 67 0 SSMID3 e, re 36 D " 68 0 SSMID 4 W RI 37 6!_i ! 69 B SSMID5 W m 555 0:_::,:565 0 SSMID 6 de m SSMN) 7 de m Ir" 0 [i¢ i[ 0 TofalSSMlp 3a 280,790;:'.:': �:: 280,790 eo NotDda Total Special Revenue Levies 39 3x4.4 Aat Nee Debt Service Levy 76.10(6) 40_ 12,947,209 40 _ 12,753,095:'170 4.12963 3W.1 0.5750° Capital Projects (Capital Improv: Reserve) 41 41 O1E1: p 71 0 Total Property Taxes (27 +39 +49 +41) 42 52,393,945 42 51,606,730`;`:-. 72 16.70520 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) Tle presvtaed Node, o(Rbr Hendnq nuagel Ee&anfte(Foad 01.1) x lawmy puts hea, orpo5ed fte,, able, and nolarLed,(tlea pmorwas eHdcada0. 2) aWg"- IheaM9no5ceswere PUtfehztl arpos:etl nolless VUnt6tlays. nornwre Nan2n Jays, pl rlo Ne Waget hearvig. 9) fdoptea pmpeay =m=tlo ncteraetl puN6hed arpasled amounts. 4) pMpl¢d egenad„res tlo notassetl gtNChM Of posleaamounta NeashafNe nme pm92m areas. or9 blal. 5) The bedget Me uplgadsd telhe 6116NhrA,ea malchrd the paperarNeeffod bytheelyter the ahrts. Y:P] Fam 6311 NOTICE OF PUBLIC HEARING BUDGET ESTIMATE FISCAL YEAR BEGINNING JULY 1, 2014- ENDING JUNE 30, 2015 De,...' d Manage...I 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 3/4/2014 at 7:00pm (Da(e)xxlxxlxx (houi) 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 .......... $ The estimated tax levy rate per $1000 valuation on Agricultural land is ........... $ 16.70520 3.00375 At the public hearing, any resident or taxpayer may present objections to, or arguments in favor of, any part of the proposed budget. (319) 356 -5041 Marian K. Karr phone number City ClerWfinancs Officers NAME XP] Budget FY 2015 Re- estimated FY 2014 Actual FY 2013 Revenues & Other Financing Sources` Taxes Levied on Property 1 51,608,730 50,307,189 50,416,397 Less: Uncollected Property Taxes -Levy Year 2 0 0 0 Net Current Property Taxes 3 51,608,730 50,307,189 50,416,397 Delinquent Property Taxes 4 0 0 3,221 TIF Revenues 51 652,624 453,937 376,193 Other City Taxes 6 2,594,500 4,743,992 11,216,539 Licenses & Permits 7 1,580,852 1,351,718 1,783,870 Use of Money and Property 8 2,187,475 2,142,233 2,005,477 Intergovernmental 9 41,145,841 63,870,998 55,674,647 Charges for Fees &Service 10 42,402,911 41,286,107 40,851,576 Special Assessments 11 0 0 0 Miscellaneous 12 5,179,024 3,866,747 5,706,761 Other Financing Sources 13 43,201,916 103,935,428 72,520,233 Total Revenues and Other sources 14 190,553,873 271,958,349 240,554,914 Expenditures & Other Financing Uses Public Safety 15 22,302,870 22,262,143 20,255,690 Public Works 16 7,595,416 7,483,926 6,731,974 Health and Social Services 17 285,031 285,175 292,997 Culture and Recreation 18 13,197,262 13,235,647 12,171,402 Community and Economic Development 19 13,064,482 11,579,097 10,157,929 General Government 20 8,058,202 7,742,622 7,077,895 Debt Service 21 13,780,399 13,496,700 19,170,582 Capital Projects 22 39,098,791 48,271,738 21,665,402 Total Govemment Activities Expenditures 23 117,382,453 124,357,048 97,523,871 Business Type I Enterprises 24 57,149,625 90,651,897 89,618,102 Total ALL Expenditures 25 174,532,078 215,008,945 187,141,973 Transfers Out 26 30,222,286 75,213,865 66,886,240 Total ALL Expenditures/Transfers; out 27 204,754,364 290,222,810 254,028,213 Excess Revenues & Other Sources Over (Under) Expenditures/Transfers Out 28 - 14,200,491 _ - 18,264,461 _ - 13,473,299 Beginning Fund Balance July 1 29 132,203,742 1 150,468,203 163,941,502 Ending Fund Balance June 30 1301 118,003,2511 132,203,7421 150,468,203 XP] ,l Ol A w 16 C\J r Cli — — O —W 0 ......... ........ 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M C5 cq c, I C11 CT V7 MT N�o =,q 7u VN CCL CT! — v m N M V IN E =w —N M 0 m N IN rm M M'd oi vr NIF =MM—M .—M IL 0, M tq ozi CIL CD m� (q —10 M c1l m . ...... In 0 M Nf C6 cl a (q C1 IN IN M —.1 N cQ mrm M M mnam MM M M In mi Lq Lq Lq 0 LID rz aMammm IN In w IN 0 q Mmmow co � =�q (o c a IN IN MM M 0 0 , " a MMNM- -Y-4 In In (d yo v � (D cr� raN and Iq r1l =MN— 1. z.:off �m T CL ;:mT m w 0 r-� C11 co CCT > fflnna- fn m In a (q VI G� m 0 Q In c'! �N M N C6 cz — 6 IN IN U� MW v r In 0 nlf- 6 M'd C,� 6 C'i M IN In IV I M N MOrNw IN a N C) CF; .immmm VIM M (D M m RM U. U. 0 0 x MO m W° W rls* I IR O ) e k m _ \))® }\ \y� wo- \) \) § \)\) \)( \ \`))))(§( ) \ \ \« \ \ \'131 j\\ \j _ Prepared by: Dennis Bockenstedt, Finance Director, 410 E. Washington St., Iowa City, IA 52240; 319 - 356 -5053 RESOLUTION NO. 14 -54 RESOLUTION ADOPTING THE ANNUAL BUDGET FOR THE FISCAL YEAR ENDING JUNE 30, 2015. WHEREAS, a public hearing on the proposed budget for.,the fiscal year ending June 30, 2015 was held on March 4, 2014, 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: The annual budget for the fiscal year ending June 30, 2015, 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 4th day of march 2014. ATTEST: CI LERK MAYOR Approved by City Attorney's Office It was moved by Dobyns and seconded by Panne the Resolution be adopted, and upon roll call there were: AYES: NAYS: ABSENT: x Botchway X Dickens X Dobyns X Hayek X Mims X Payne X Throgmorton xn Prepared by: Dennis Bockenstedt, Finance Director, 410 E. Washington St., Iowa City, IA 52240; 319- 356 -5053 RESOLUTION NO. 14 -55 RESOLUTION APPROVING THE THREE YEAR FINANCIAL PLAN FOR THE CITY OF IOWA CITY, IOWA, AND THE FIVE YEAR CAPITAL IMPROVEMENTS 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 4, 2014, 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 2018. 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 4th day of March 2014. ATTEST: - ✓s� — CITY CLERK Az MAYOR xr.� Approved by City Attorney's Office Resolution No. 14 -55 Page 2 It was moved by Mims and seconded by Dobyns the Resolution be adopted, and upon roll call there were: AYES: x x x x x x x NAYS: x�� I_iliy �1 I Bofchway Dickens Dobyns Hayek Mims Payne Throgmorton GLOSSARY Agency Funds: One of four types of fiduciary funds. Agency funds are used to report resources held by the reporting government in a purely custodial capacity (assets = liabilities). Agency funds typically involve only the receipt, temporary investment, and remittance of fiduciary resources to individuals, private organizations, or other governments. 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. :i�P] Committed Fund Balance: Self- imposed limitation imposed at highest level of decision making that requires formal action at the same level to remove. Commodities: Items or supplies needed for routine maintenance and operations. They include cleaning, maintenance and office supplies, repair materials, minor equipment, and tools. Contingency: Funds set aside, but not appropriated or approved for use. These funds could be used for unanticipated expenditure requirements, new programs, or to absorb unexpected revenue losses. 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. Fiduciary Funds: A category of funds used to report assets held in a trustee or agency capacity for others and which therefore cannot be used to support the government's own programs. The fiduciary fund category includes pension (and other employee benefit) trust funds, investment trust funds, private - purpose trust funds, and agency funds. 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. Y�y 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 difference between assets and liabilities balances in a fund, which is the accumulation of revenues minus expenditures overtime. General Fund: The fund supported by taxes, fees, and other revenues that may be used for any lawful purpose. General Obligation Bonds: When the city pledges its full faith and credit to the repayment of the bonds it issues, then those bonds are general obligation (G.O.) bonds. Governmental Activities: Activities generally financed through taxes, intergovernmental revenues, and other nonexchange revenues. These activities are usually reported in governmental funds and internal services funds. Grants: Contributions or gifts of cash or other assets from another governmental entity to be used or expended for a specified purpose, activity or facility. 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. AIN Nonspendable Fund Balance: Portion of net resources that cannot be spent because of their form or because they must be maintained intact. Operating Transfer: Routine and /or recurring transfers of assets between funds. Ordinance: A formal legislative enactment by the City Council, which implements or amends local law. Any budgetary change which affects total appropriations, levies, use of reserved appropriations, personnel authorizations, or duties and powers of appointed officials requires the adoption of an ordinance. Personnel Services: Services rendered by full -time and part -time employees to support the functions of City departments. Costs include salaries, fringes and other related benefits. Program: A distinct function of city government which provides services to the public or other city departments. Reserves: An account used to earmark a fund balance or a portion of a fund balance for a specific use. A reserve may be established formally by ordinance or resolution or informally by administrative action. 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. AIN Tort Liability: A tort is a wrong against an individual or property that is neither a crime nor a violation of a contract. The City could be found liable or responsible by a court when a tort occurs on City property, as a result of the actions of a City employee, or the function of a City operated activity. The City levies a special taxto purchase tort liability insurance and to cover the cost of tort damages for which the City is found responsible. Transfers: Financial transactions that occur between City funds. Trust and Agency: Funds used to account for monies held by the City in a trustee, custodial or agent capacity for the Citys 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. :i�L! Ad Hoc Senior Services Committee I L 06-19-14 P7 June 9, 2014 Page 1 MINUTES DRAFT AD HOC SENIOR SERVICES COMMITTEE JUNE 9, 2014 — 3:30 P.M. HARVAT HALL, CITY HALL Members Present: Joe Younker (Chair), Jay Honohan, Rick Dobyns, Jane Dohrmann, Mercedes Bern -Klug (arrived 3:50), Ellen Cannon, Hiram Rick Webber Staff Present: Fruin, Karr, Kopping, Craig, O'Brien, Moran, Dyson, Hightshoe RECOMMENDATIONS TO COUNCIL: (to become effective only after separate Council action): None CALL TO ORDER: Chairperson Younker called the meeting to order at 3:30 P.M. CONSIDER MOTION ADOPTING CONSENT CALENDAR AS PRESENTED OR AMENDED: a. Minutes of the Meeting on 05/19/14 — Younker asked if there were any changes or additions to the Consent Calendar. Honohan moved to accept the Consent Calendar as presented, seconded by Dobyns. Motion carried 6 -0; Bern -Klug absent. b. Correspondence — None. CITY DEPARTMENT PRESENTATIONS: a. Library — Susan Craig, Iowa City Public Library Director, spoke to Members first. She noted that they should have received a memo from Karen Logsden, Community and Access Services Coordinator, about the variety of services the Library offers. She added that the Library used the age of 55 as they reviewed their services for seniors. There are approximately 5,000 people within the Iowa City city limits who are over the age of 55 and currently have an active library card, and around 1,000 people in rural Johnson County. Craig noted that the large -print collection, for example, is one more heavily used by people over the age of 55. Another area of interest for this age group is learning the new technologies. The Library offers both classes and one -on -one learning through the 'Drop -In Tech Help' feature for those needing help with a new smart phone, for example. Craig also noted that they have hundreds of volunteers at the Library, and that these volunteers are typically over the age of 55. Another service of the Library that is typically utilized by the over 55 age group is the 'At- Home Services' program. This program is open to all ages, but the majority of users are over 55 and are unable to physically leave their homes to use the library services. Craig continued, noting that in their current strategic plan there is a specific goal of doing more outreach to those citizens over the age of 55. This led to the offering of more classes for this age group, and also more promotion of the 'At- Home' program. Honohan noted that he had read the report and he asked for some clarification on the numbers shown. Craig responded, noting that they do not track participants' ages, other than when someone applies for a library card. Ad Hoc Senior Services Committee June 9, 2014 Page 2 In this instance, participants are asked their date of birth. Honohan then asked about the tech programs and how the Library staffs these. Craig noted that if it is a class, the Library has trained staff to teach these. If staff is unable to answer a question, they will find somebody who can, according to Craig. Honohan asked if Craig had any idea of attendance numbers for these tech -type of programs, where the senior age group may have attended. For the drop -in and the classes offered, Craig stated that a significant number of the participants are over the age of 55, but that again, they do not collect this information from participants. Honohan stated that it would be helpful to have some attendance numbers for these programs, mainly for the over 55 group. Dobyns stated that he had a couple of questions for Craig. First he asked that she briefly describe the conference rooms that are available at the Library, and times of day that these are available, as well. Craig responded, noting that the Library has five public meeting rooms, which are booked through either the online process, via telephone, or in person. To use these rooms, Craig noted, you need to be the representative of a non - profit group. Commercial use is not allowed for these rooms, as the Library does not charge for use of these rooms. In addition to these larger rooms, the Library also has four conference rooms and four discussion rooms, each of varying sizes. These rooms are on a first -come, first -serve basis. Dobyns noted that it sounds like the busiest time for these spaces is during the academic year. He asked what the probability is of obtaining Room A, the most popular at the Library, during this peak use time. Craig stated that between 9:00 and 4:00, chances would be greater, that the evening times are typically booked well ahead of time. Dobyns asked Craig if she could get some numbers on both Rooms A, B, and C. He asked if the Library has staff on -hand for these rooms when they are so heavily used, to do things like set up, clean, etc. Craig stated that staff does typically check the rooms after usage, but that due to not charging for the rooms, staff does not do anything special. There is a standard set up with a podium chairs, tables, that type of thing. If a special set up is needed, the user needs to do that themselves. Craig stated that the Library does have sophisticated AV capabilities in Room A for people to use, and if help is needed, the Library asks that participants contact them beforehand in order to make sure they know how to use the equipment prior to their use of the room. Dobyns then asked about grants and whether the Library has seen any that are geared towards senior services. Craig responded that she has seen some small ones, such as the one they recently received from the Pilot Club. Next year the Library will begin a program called `Traveling Tales,' which is based on books and programming that goes to dementia facilities in the area. This program is specifically designed for people with dementia to talk about books and to experience other cultures through this. The grant from the local Pilot Club will allow the Library to purchase materials for this program. Craig stated that the Library, in addition to grant funding, can go through their Foundation for local donations to help fund programming initiatives. Honohan asked if these types of grants are one -time things. Craig responded that typically they are, that they are meant to help get programming started in a particular area. A question was then asked about the Library's outreach services. Craig noted that the biggest outreach efforts go to those citizens who have a difficult time getting to the Library in person. There are currently around Ad Hoc Senior Services Committee June 9, 2014 Page 3 20 outreach collections, according to Craig, which are primarily made up of items the Library has multiple copies of, gift materials that are not needed in the main collections, and large -print material for the various retirement communities and nursing homes in the area. Another outreach area that the Library has experimented with is having a tech drop -in at the local HyVee. Craig stated that this was not very well received and that they have had better luck with this offering at the Library instead. C. Parks & Recreation — Mike Moran, Parks and Recreation Director, spoke next. Chad Dyson, Recreation Superintendent, was also present. Moran gave Members some background on the relationship between Parks and Rec and the Senior Center, beginning with the Golden Age Club and the annual Christmas dinner. Moran then spoke to the philosophy differences between Parks and Rec and the Senior Center. Where Parks and Rec provides services to all age groups, from birth through death so to speak, the Senior Center is targeting a specific audience. Moran noted that where the Senior Center is unable to provide something, such as swimming, Parks and Rec can provide. In this way they have collaborated on facility -based needs. Moran continued, stating that Parks and Rec works towards recovering 50% of their budget through fees and charges. They also work towards having their adult programs fully recovered through fees, and youth programs at 50 %. Programs for those with special needs has an almost zero recoupment, according to Moran. As for fee policies, Moran explained that Parks & Rec fees are based on income, not age. He then spoke to the structure of Parks and Rec, and how they are similar to the Senior Center in that they also have a Commission appointed by City Council. Also similar is how both Parks and Rec and the Senior Center put out brochures of their programming for the public's information. Moran then laid out the various departments within Parks and Rec, with Recreation being the largest. Dyson spoke to Members next and shared a handout showing some of the breakdown in numbers regarding Parks and Rec's senior services. Aquatic programming is one of the more popular programs with the senior crowd, according to Dyson. Of the total 220 annual swim passes sold each year, 139, or 63 %, are to people in the 55 and up crowd. Younkers asked if there are any perceived obstacles to Parks and Rec delivering programming to seniors. Moran responded that space would be one major factor. Dobyns asked what time of room space Parks and Rec has in its various facilities for public use, and also what their general availability is. Moran stated that the Recreation Center has three rooms, sometimes four. Mercer Park has two, with their availability being slim to none, according to Moran. He added that summer is their busiest time due to summer camp programming. Evenings are also busy, with local service organizations using the rooms. Dobyns then asked what type of opportunities are available for decentralizing programs and putting them into the neighborhoods instead by using places of faith, community centers, etc., instead. Moran stated that during the summer months they do bring the programs to the neighborhoods, through Party in the Park and similar programs. Moran stated that they could look into more of this, but that it would then become a staffing issue of some type. He added that they do have a good relationship with the School District and do use various facilities throughout the district. Fruin noted Ad Hoc Senior Services Committee June 9, 2014 Page 4 that currently they are working with the District as they plan new facilities and renovate old ones. As renovations are done, the City is looking for ways to participate so that renovated spaces can become more available for public uses outside of the school. Honohan asked if there is a charge for using school facilities. Moran responded that this has been free, but that this is one of the things they have been discussing. With new facilities coming online, this is likely to change. Honohan then asked some questions of Dyson regarding the handout on attendance numbers. More specifically, he asked how many sessions there are of the Adult Art Class. Dyson responded, stating that they typically have two sessions per season, and then three seasons. This would be six to eight sessions annually. Honohan asked if this would be the same for other program/ activities listed. Dyson stated that it would also apply to Adult Fitness /Dance, Aquacise, and Adult Athletics. Pickle Ball, on the other hand, shows a daily average. The Arthritis Foundation Aquatic Program is a bit different, with classes fluctuating from three participants in a class to 12 or 15. This program is done on a volunteer basis through the Arthritis Foundation. d. Transportation — Chris O'Brien, Transportation Services Director, spoke about his department's operations, noting that they oversee both Parking and Transit operations for the City. O'Brien gave a brief overview of what services Transit offers, including their SEATS operation. O'Brien made special note of 'off -peak hours,' stating that they will further discuss this when they speak to 'off -peak passes' for seniors and those with disabilities. Speaking to goals of the Transit department, O'Brien noted that they have a goal of 33% that they try to recoup with fares. He continued to explain the various funding sources for Transit, and also shared various statistics with Members. O'Brien highlighted three bus passes of particular interest to this group — the 'Off -Peak Senior,' `Senior Low Income,' and a `Disabled' pass. Bern -Klug asked which service is ending in January. O'Brien responded that this is the SEATS reduced fare, the paratransit services. O'Brien further explained that this fare was part of a phased out option that was set to expire in 18 months. Dobyns asked O'Brien to further explain the revenue realities that led to these changes, especially in light of the fact that there is a change in available resources. O'Brien broke down the cost of a ride, both in regular transit and in SEATS, giving Members a clearer picture of what they are talking about with a change in available resources. Dobyns asked O'Brien to further clarify just why there is less money available for paratransit services, and O'Brien outlined funding changes and philosophies. Fruin noted that the City, along with Coralville, contracted with the County to provide the SEATS service. The County significantly reduced their funding during the last negotiation, and the City had to make some adjustments. Therefore, Sunday service was one service cut and half -fare was set to be phased out. Fruin asked O'Brien to address an issue that was brought up at the previous meeting, and that is when does the bus stop in front of the Senior Center and when do they only drop off at the main hub downtown. O'Brien responded that the Towncrest, Court Hill, free shuttle, and 7t" Avenue routes all stop on Washington Street, outside the Senior Center. O'Brien continued to respond to Ad Hoc Senior Services Committee June 9, 2014 Page 5 Members' questions regarding transit and SEATS services. Bern -Klug asked O'Brien if they intend to seek more funds in order to restore Sunday service, or is this going to be the new normal. He noted that as of right now, this is the new normal. O'Brien then spoke to Parking operations. He noted in particular the Tower Place parking facility, directly next to the Senior Center. He noted that they have an arrangement with the Center to buffer off an additional 75 spaces, especially during the academic year. Honohan noted that during the time when it states the parking deck is full, he can still get in with his pass. O'Brien stated that this is correct and he further explained how Senior Center users can be assured of a parking space during these peak periods. Honohan noted that he pays $100 per year for his pass. Dobyns asked what they have available for parking at the Library and at the Recreation Center, and if any of the new developments in the area will interfere with parking. O'Brien noted that his understanding is that much of this new development will be providing its own parking on -site. As for the Recreation Center's lot, it is to be reconfigured to allow for more parking. As for the Library, O'Brien noted the on- street parking availability, as well as the Dubuque Street facility at the corner of Linn and Burlington Streets. Honohan noted that the Library also has five or six spaces for 20- minute parking, and in his experience these work very well. b. Neighborhood & Development Services (Aid to Agencies) — Tracy Hightshoe from Neighborhood and Development Services addressed Members on the Aid to Agencies process, as well as the Community Development Block Grant funds. Hightshoe noted that the Aid to Agencies funds are available for operating expenses, especially for local non - profits to use in their operations. She explained the process that agencies go through annually, and how their application is a request not only to Aid to Agencies, but also for United Way, Johnson County, and Coralville funding. Hightshoe further explained where these funds come from, noting that they have seen a decrease in funding. She then explained what the Community Development Block Grant funds are and where they come from. Hightshoe noted that these funds were used in several senior housing projects — Concord Terrace, Lexington, Regency Place. Fruin clarified for Members what City Steps is — a five -year plan that the federal government requires, one that basically forces you to prioritize needs within the community. He asked Hightshoe to address where senior services falls in the City's priority list at this time. Fruin added that this is important as they will be working on a new five -year plan very soon. He asked Hightshoe to also address the level of funding they have been working with in the last few years when it comes to senior services. Hightshoe noted that the funding provided for senior services in the last few years has been made mostly to Elder Services to fund four of their programs. Meals on Wheels and case management are two of the primary programs being funded. Pathways Adult Day Health Care has also received funds from the City, according to Hightshoe. Through the Home program, Hightshoe noted that funds have gone to Lexington, Concord, and Regency Heights for housing needs. Ad Hoc Senior Services Committee June 9, 2014 Page 6 As for where senior services is ranked in the City's priority list, Hightshoe noted that the current five -year plan has given senior services a `medium' priority. She explained that they are currently beginning. the process of working with a consultant to create the next five -year plan's priorities. She added that, in fact, there is a community needs hearing tomorrow evening at the Senior Center. Hightshoe then further clarified how they are addressing this prioritization process. Younker asked how Elder Services is categorized, and Hightshoe responded that they are classified in a 'general' category of senior services. She noted that when it comes to housing, it is typically not categorized as senior so much as it is income level. Fruin then asked Hightshoe to give some examples from the various priority levels, such as some high priority items. Hightshoe noted that high priorities are mental health services, transportation, youth services, and neighborhood services. Medium priorities include items such as health services, and Free Lunch, Free Medical Clinic, and Pathways all fit in this category. Hightshoe further explained that just because something is given a medium priority, it does not mean the service is not needed. The priorities are given based on whether something is a good fit for federal funds. Due to the income documenting needed, some programs just are not a good fit for these requirements, according to Hightshoe. Honohan then asked for some clarification about the number of neighborhood centers that are funded from these federal funds. Hightshoe noted that Neighborhood Centers of Johnson County is the actual non - profit agency that has two neighborhood centers — Pheasant Ridge and Broadway — in Iowa City. The funding goes to the actual non - profit, who in turn takes care of the two centers. These centers provide mainly subsidized childcare for children under five, youth programming, summer camps, and GED services for adults. Honohan asked for some further clarification on where these federal funds go and Hightshoe gave several examples of this, noting that the key here is the agencies have to apply for these funds. The primary programs for seniors, that are funded through these dollars, are Elder Services and Pathways. Fruin asked if the City itself can apply for these funds, and Hightshoe noted that it can, and that Parks and Rec has applied for funds to the various splash pads in the neighborhoods. The School District has also applied for funds to use in playground improvements, and the Housing Authority has applied for tenant - based rent assistance for seniors. Dobyns stated that he finds what Housing does for seniors to be very broad based. He noted that what Hightshoe has been talking about covers many entities who may or may not touch on senior services. However, the amount of monies given to these many agencies is actually very small when you look at the whole picture. Hightshoe noted that the annual action plan for the last five years is on the City's web site, and that there is a page in there showing what was requested and what was actually funded, which might show Dobyns that gap he is referring to. Dobyns stated that he has seen this, but that it doesn't really give all the information he is looking for. Younker asked how difficult it would be for Hightshoe to gather this information for a five -year period. Hightshoe noted that staff can work on gathering this information for the Committee. Ad Hoc Senior Services Committee June 9, 2014 Page 7 Bern -Klug noted that this Committee needs to formulate their report by December, and she asked Hightshoe when they will have their prioritization of senior services completed. Hightshoe stated that they have to have their document finalized in December, as well. She briefly explained that they have been cautioning agencies to not expect the same amount of funding as previous years, because much of the amounts that will be available are still unknown. Fruin interjected that this is why meetings like tomorrow's hearing at the Senior Center on community needs is so important. By getting feedback on what services are truly needed and what should be a high priority, the process can hopefully rank these items accordingly. Hightshoe noted several other meetings where senior services can be talked about — tomorrow at 8:30 A.M. a session for affordable housing providers; Wednesday, June 11, at 11:00 A.M. a session for social service providers; and tomorrow evening the meeting at the Senior Center for general input. PUBLIC COMMENT: Bryson Dean, a member of the Senior Center, spoke to Members, stating that she is happy that the City Council has chosen to address senior needs in this manner. She stated that she finds it rather interesting that questions keep coming up about space when she thought they were talking about people and their needs. Continuing, she stated that at the last meeting Councilperson Dobyns hypothetically asked Senior Services Coordinator Linda Kopping what she might do for senior services if there was `zero footprint.' She questioned what Dobyns meant by this comment, adding that in this meeting he is again talking about space and meeting rooms and what events are taking place where. Dean stated that it was also curious when the transportation piece was presented. Nobody asked what might be the possibility of a dedicated stop for the Senior Center. She added that this has been a very popular topic at the Center, as some of the Members have trouble walking from the closest bus stop. She stated that right now it appears there are some hidden agendas here and that hopefully things will be clarified as they move through these issues. Webber asked for some clarification on the dedicated stop issue, and whether Dean means right in front of the Center, versus a stop nearby. She responded that this is indeed what she is referring to. Kathy Mitchell, a Senior Center Commissioner, spoke next. She spoke to the choices in the community for young people and children, for families, and for the college students. She pointed out that this shows how unique the Iowa City /Johnson County Senior Center is, in that it provides seven days of dedicated service to seniors with the computer lab and continual volunteers to help anyone needing it. She spoke to some of the other services offered, many seven days a week, that help seniors with the modern technologies and the modern world. USE OF SUBCOMMITTEES: Younker stated that he and Vice Chair Dohrmann met recently to discuss ways to give some structure to this Committee's work in order for them to meet their goals and timelines. He reiterated what their charge is — evaluating and assessing the Senior Center; making recommendations to City Council on the use of financial and physical Ad Hoc Senior Services Committee June 9, 2014 Page 8 resources as they relate to senior services; and to then identify obstacles, including facility obstacles, that impede people's opportunities to take advantage of senior services. Younker added that he believes it is important for this Committee to have transparency and for the public to know just what they are doing. He added that Members have a copy of the email that basically lays out a proposal. This proposal is to have three subcommittees. One would be tasked with completing the Senior Center evaluation. The second would be charged with evaluating the physical and financial resources; and the third subcommittee would be a drafting subcommittee. The finished product will be a written recommendation to the City Council. The third charge of identifying obstacles to these services will be covered by the first two subcommittees as they work through their issues. As for a timeline, Younker explained how they would like to handle this. First, they need to have more periods for public comment. He suggested they have an open public forum in early July, in order to get the public's perception of what is working well, what is not working, what needs to be made available, etc., before the subcommittees dive into their work. Younker stated that the goal would be to have the subcommittees meet on their own and work towards preparing draft reports for their particular areas. Ideally these draft reports would be ready by early September. At that time, these can be brought to the Committee as a whole for comment, as well as for more public comment. Once these reports are given to the drafting subcommittee, the goal would be to have an initial draft report by early October. At this time there would be more public comment and revisions made as needed, with the goal then of meeting that December deadline. Webber noted that this gives them three months to get the understanding they need to make these decisions. He added that they won't know what the critical funding is going to be until the end of the year. Honohan noted that this is due in December, and the Council will start its budget process in early January, and that this may be why the Council selected the December date. Webber agreed, stating that they would have former budgetary considerations to review to see what is actually needed to keep things running. Honohan stated that he is all in favor of the public meeting that Younker mentioned, but he questioned the location of said meeting. He added that he believes they would have better participation if held at the Senior Center versus City Hall. Webber agreed, stating that he was unaware that the Senior Center has been managed by three professionals for 30 -some odd years, and they use only volunteers to fill in the gaps. He added that the Center has been accredited twice, which is quite impressive, and rated in the top ten in the nation. He believes they need to focus some attention on this ongoing victory, perhaps with a plague. Dobyns then asked if there is going to be one public meeting with a lot of comment, or several meetings to gather this info. Younker stated that he believes there will be several types of public meetings needed. The one he is calling for in July is a general public forum. As they work through their recommendations in subcommittee, Younker stated that the public meetings then can be more focused on particular recommendations, for example. Dobyns stated that he strongly disagrees with having this particular meeting at the Senior Center due to the bias with that population. He further explained his belief, adding that City Hall represents all of the people, all of the entities involved in this issue. Honohan noted that obviously they disagree here. He Ad Hoc Senior Services Committee June 9, 2014 Page 9 noted that a specific charge is to review the Senior Center, and he believes they need to hear from the people who use the Center. Younker further explained what his original intent was for this first meeting. He believes that they need to let the public comment on the process and the job of the Committee before they move forward. Honohan noted that only 10 people are attending the current meeting in the City Hall location, versus 20 that attended a Commission meeting at the Senior Center regarding the ad hoc committee itself. He also spoke to the time of day that meetings are held and what population they can expect at evening meetings versus daytime meetings. Honohan reiterated that he believes they need to start with a public meeting at the Senior Center. Bern -Klug then asked if the evaluation of the Senior Center will affect the resources evaluation, or if these are two completely separate items. Younker stated that his understanding is that these are separate, at least in the initial analysis. There is overlap between the two, he believes. Berg -Klug stated that she believes what is of highest importance to everyone is resources and how they are going to be used. She strongly suggested that they lay out how they plan to look at the resources and what a draft report might look like, prior to getting public comment. She stated that she believes the anxiety around these unknown changes is what needs to be addressed. Younker further clarified what the Committee's charges are and how he believes they can achieve their goals. The conversation continued on this topic, with Younker stating that he believes they need several types of public comment. One is the general comment type of session where people can comment on what they feel they need, what they like, etc., just an overall comment session. Secondly, the subcommittee charged with looking at resources would do just that — work with the City staff to see what resources are available for senior services. Fruin stated that staff can give the Committee some information on this, such as here is what is spent on the Senior Center every year; here is what we spend on the support of social services every year that senior service agencies could apply for. This would give Members somewhat of a baseline understanding of what they are being asked to look at. He added that looking at the financial aspects of this will not be part of the Committee's charge. Bern -Klug noted that everyone on the Committee needs to be privy to all of the information available, especially the items that the resource subcommittee would have. Otherwise they stand the risk of disagreeing with the report if they haven't all seen the same information. She believes this is the main part of their charge and that all of them need to be part of the resource evaluation work. Honohan stated that he would support this. Younker agreed, stating that this is a very important part of their charge. However, a concern he has with having the entire Committee tasked with assessing resources from the beginning is for them to be able to make all of the meetings they will need, to get all of the speakers in that they need, and still be able to present a report by December 1St With the meeting rules they have to follow, this requires posting an agenda in a certain amount of time, quorum issues, that type of thing. By having subcommittees, they can be a bit more flexible in schedules as they go about getting the information they need for their issues. Dohrmann asked if they were looking at subcommittees existing of three people, and Younker agreed they were. Dobyns stated that he agrees with Bern - Klug, that they need to do this in the best possible way in order to achieve their goals. Ad Hoc Senior Services Committee June 9, 2014 Page 10 Younker stated that he believes the role of the subcommittees will be to decide what the entire Committee needs to hear or read. He added that members of these subcommittees will be able to request items be placed on the agenda, such as needing further information on an issue. Honohan stated that he agrees with Berg -Klug too, that the evaluation of the Senior Center itself will be less of their task, that the resources portion needs the most attention. He added that with the information they will be receiving from Fruin and Hightshoe, they will be able to move forward with that part of the resources aspect. Bern -Klug stated that it appears to her that part of the agenda is that the Senior Center is receiving the lion's share of City funding, and other agencies would like a piece of this funding. She asked if this is correct, and if their charge is to take this funding and distribute more of it to these other groups. Younker explained that the recommendations are to include how current financial and physical resources can be used to meet the needs of Iowa City seniors, that this is where the idea of a subcommittee was developed. Bern -Klug stated that if this is the case, and that finances are not going to be increasing, then she believes they are basically talking about redistribution of the Center's share of City finances. Fruin responded to Bern - Klug's comments by stating that as a group they are going to figure out the needs as put forth in their charge. Several scenarios could occur, and he gave examples — such as staying the course and keeping funding as is. Another could be taking money from the Senior Center funding and diverting it to agencies serving seniors. Yet another idea could be identifying an unmet need, but stating that the Senior Center funding should not be sacrificed to meet it — that another resource should pay this. Bern -Klug moved that the full Committee do the resource evaluation portion of their charge, seconded by Honohan. Younker noted that they have a motion and a second on the floor, and he called for further discussion. He stated that he believes without a subcommittee that several individuals will need to be tasked with gathering some of this information, and he questioned how this would be done. Dohrmann stated that she likes the idea of two open forums at the Senior Center, with one being specifically for the Senior Center and the other a general one. She questioned how the Committee would then regroup in order to accomplish their tasks, as some of this will need to take place outside of their regular meetings. Honohan responded that information can be gathered by Members and then put into their meeting packets for distribution to the entire Committee. He expressed his concern with only three Members being on a subcommittee. Bern -Klug again spoke to how they could best achieve this, and she noted that perhaps the best way to go about this is to have the subcommittee doing the legwork, but having the resources report come from the Committee as a whole. She believes this will help them come to a consensus as a whole better for the final report. Her concern is that others who are not a part of this evaluation will not know as much as others on the Committee, and she feels it is important that every one of them knows the same information. The discussion continued, with members discussing how they can handle getting this work done, without a subcommittee, and how they can delegate particular tasks to Ad Hoc Senior Services Committee June 9, 2014 Page 11 Members, who can then work on obtaining the needed information outside of meeting times. Cannon agreed, stating that she also believes they all should be getting the same information from the same sources in real time together and then they can discuss this as a group. If they find that they need further clarification, she stated that she would be glad to volunteer in making sure they had their issue taken care of. Younker asked if there was any further discussion as they have a pending motion on the floor at this point. . Bern -Klug moved that the full Committee do the resource evaluation portion of their charge, seconded by Honohan. Motion carried 7 -0. Moving on to the issue of establishing a subcommittee to evaluate the Senior Center, Younker asked for a motion. Honohan moved to establish a Senior Center evaluation subcommittee, seconded by Dohrmann. Motion carried 7 -0. Younker then asked Hightshoe if she would be able to gather her information prior to the meeting on June 23`d. Honohan asked if Fruin would be able to provide his information as well for that packet. Younker then moved on to the topic of public comment, receiving public comment at the meeting on the 23`d. This would be a broader -based issue forum. Dobyns asked if this is something that will be special, outside of the normal public comment at each meeting. Younker spoke to this, stating that instead of the general public comment time they would devote more time to a broader public comment session. By that date they will have had several meetings under their belt and he believes it makes sense to invite the public to comment on the Committee at this juncture. Dobyns moved that this meeting be held in a neutral site, such as Harvat Hall in City Hall, and that a subsequent meeting be held at the Senior Center. The agenda would also include the information from Hightshoe and Fruin. Dohrmann seconded the motion. Honohan stated that he didn't envision the 23`d meeting to be one for public comment. He thought this was to be at a meeting in July. He thought that comment at the next meeting would be on the information they are going to be receiving. Younker stated that whether the meeting takes place on the 23`d or in July he doesn't believe matters. That he wants to get as much broad public comment as possible, as soon as possible. Honohan reiterated that he still believes the July date works best. Bern -Klug stated that she believes the public will be most interested once they see the draft proposal. The sooner they can get this draft out to the public and receive their comments, she believes the better off they will be. Younker asked for some clarification from Karr about how much discussion is appropriate in response to a public comment during that section of the agenda. Karr asked if this is for subject matter or timeframe, and Younker stated subject matter. Karr stated that they can have more than one public comment, that they can have it under their financial reports, for example, and then more of an open period for items not on the agenda. Honohan stated that as he recalls what Dilkes said, they are restricted in their interactions with speakers on items not on the agenda. Karr noted that this is a policy that Council does follow. Honohan then asked Dobyns what the purpose of his motion is. Dobyns responded that the purpose is to have a meeting early on in their process that would be considered the meeting for people who are interested in this matter to attend. He believes this is an important meeting, and that such a meeting should be Ad Hoc Senior Services Committee June 9, 2014 Page 12 held on neutral grounds, such as City Hall. Dobyns moved that this meeting, June 23rd, be held in a neutral site, such as Harvat Hall in City Hall, and that a subsequent meeting be held at the Senior Center. The agenda would also include the information from Hightshoe and Fruin. Dohrmann seconded the motion. Motion carried 7 -0. Honohan then asked Karr if it would be possible to get the meeting packets out on Thursday evening. She stated that the first priority will be to the Council agenda, and that she can work on the Ad Hoc agenda. It was agreed that information for the Thursday packet should be to Karr no later than noon on Thursday. PENDING ITEMS FOR FUTURE MEETINGS: None. TENTATIVE THREE MONTH MEETING SCHEDULE: (first and third Monday of each month): Younker asked if there are any conflicts with the schedule so far. Karr stated that there is one for August 4th, and Honohan added that they now have two. Younker suggested they wait and address this at a future meeting. Karr asked that others get any dates to her so that staff can work up a new calendar. Dobyns stated that he has been told he will be starting clinics in September on Monday afternoons, and suggested meeting Monday mornings. The September schedule will be discussed at the June 23r meeting. Members confirmed the start time of 3:30 for all meetings. Tentative meeting times were discussed: June 23 July 7 July 21 August 4 August 18 ADJOURNMENT: Honohan moved to adjourn the meeting at 6:10 P.M., seconded by Bern -Klug. Motion carried 7 -0. Ad Hoc Senior Services Committee June 9, 2014 Page 13 Ad Hoc Senior Services Committee ATTENDANCE RECORD 2014 Key: X = Present O = Absent O/E = Absent/Excused NM = No meeting - -- = Not a Member at this time TERM o 0 0 NAME EXP. o �+ � o 12/1/14 X X X Joe Younker Jay 12/1/14 X X X Honohan Mercedes 12/1/14 X X X Bern -Klug Hiram 12/1/14 X X X Richard Webber Ellen 1211/14 X X X Cannon Jane 1211114 X X X Dohrmann Rick 12/1/14 X X X Dobyns Key: X = Present O = Absent O/E = Absent/Excused NM = No meeting - -- = Not a Member at this time Charter Review Commission IP8 June 10, 2014 Page 1 MINUTES DRAFT CHARTER REVIEW COMMISSION JUNE 10, 2014 — 7:30 A. M. HARVAT HALL, CITY HALL Members Present: Steve Atkins, Andy Chappell, Karrie Craig, Karen Kubby, Mark Schantz, Melvin Shaw, Anna Moyers Stone, Adam Sullivan, Dee Vanderhoef Staff Present: Eleanor Dilkes, Marian Karr RECOMMENDATIONS TO COUNCIL: (to become effective only after separate Council action): None CONSIDER MOTION ADOPTING CONSENT CALENDAR AS PRESENTED OR AMENDED: a. Minutes of the Meeting on 05/27114 — Chairperson Chappell asked if there were any issues with the minutes. Chappell noted that he is questioning what is stated on the second page of the minutes, second paragraph from the bottom, where Karr was responding to a question regarding council pay. Karr noted that this is how she responded, even though it was incorrect; and correct information was provided in this week's packet. Vanderhoef then brought up an issue on the same page, bottom paragraph, where she was talking about the amount of time she herself spent on council issues. The 40 -hour minimum was her personal minimum, not necessarily what other councilors should do. Karr noted that she can make this clearer by adding, `From her perspective..." or "From her experience." Vanderhoef agreed to this. Kubby moved to accept the minutes of the 5/27/14 meeting as amended, seconded by Vanderhoef. Motion carried 9 -0. REPORTS FROM MEMBERS AND STAFF: Sullivan noted that he had a conversation over the weekend with some of the organizers regarding cameras and drones. They had talked to Sullivan about the logistical issues with having to get qualified electors on their petitions. He recommended that they write a letter to the Charter Commission to share their thoughts. Karr stated a correction to the salaries mentioned at the last meeting was distributed; and additional information distributed gives some background history on the salaries, as well the process. Dilkes noted the email provided by Commission Member Kubby, received from Caroline Dieterle, and stated she found the case referenced but has not had a chance to review it yet. REVIEW CHARTER: a. Specific Sections to be Addressed: Preamble — Chappell noted that in this section they have Schantz's proposal still to review. Definitions — Chappell noted that they are still working on clarifying this section. Charter Review Commission June 10, 2014 Page 2 Article II — Chappell then started the review where they left off, with compensation. He noted the information received from Karr on this subject. Atkins asked why they have a salary for council. Chappell stated that it is basically a stipend for Members, one that after some discussion, this Commission thought the amount might need to be raised. Sullivan added that the concern was that those in the community who do not have very lucrative careers might not be able to run for a council seat due to the huge time commitment and low compensation. Financially it would be a hardship for many people. Stone stated that her take on the conversation was that the compensation be enough that most anyone could run for council, but that the amount would not be so much that someone would try to make it their primary job. Kubby added that they need to find that 'sweet spot.' Chappell agreed, stating that there does need to be some type of compensation for missed work, etc. Stone noted that council itself sets the ordinance for their compensation. She questioned if the Charter Review Commission should come up with another mechanism for this, so that the council does not set their own compensation. Members continued to discuss this issue, agreeing that the amount itself should not be in the Charter, but that a formula or something to that effect could be set forth here. Karr noted that State law prohibits councilors from giving themselves a raise — it goes to the next council in two years. Craig stated that to her it appears the current mechanism is working. She questioned if the Charter is the method, actually, to increase engagement in government. Section 2.06-- Vanderhoef spoke to this section, stating that after the last meeting she gave some thought to the topic of the mayor and how many terms this position should have. She presented the idea that there be no more than two consecutive terms for a mayor. This would open up the position more and might help alleviate some of the tensions that can arise within the council itself. Kubby noted that this might help alleviate the pressure that can build politically. Members continued to discuss this issue, with Schantz stating that at some point they need to decide if the selection of the mayor will remain with the other councilors or go to the people. Chappell noted that they can have further discussion at any time on these types of issues. He would like to get through the Charter once and then they can return to those items that need further discussion. Section 2.07 — Shaw spoke to Section 1.01 and how he believes it relates to this section — the City has all powers either granted or necessary -- questioning a power that isn't expressly granted. He also questioned if these two sections shouldn't reference the ordinances that are established by the City. Schantz noted that the Preamble grants powers to the City. Dilkes noted that the wording is from State law and she then touched on what Section 1.01 is saying, as well as Section 2.07. Chappell spoke to this, noting that his concern would be using "necessary" in this wording. He then asked if there was consensus to tentatively approve this section. Members continued to discuss their views on the use of the word `powers' in this and other sections. Dilkes read what the State code says, noting that this section of the Charter Charter Review Commission June 10, 2014 Page 3 comes from the State code itself. Members did agree to tentatively approve this section of the Charter. Section 2.08_— Kubby read Section 2.08 to begin the discussion. She asked if these positions are typically appointed by the councils in other Iowa towns. Dilkes responded that in Davenport, for example, the city attorney works for the city manager. She added that the State code requires that a city clerk be appointed. Atkins questioned item D, if the council actually appoints all members of City boards. Dilkes noted that State law dictates the composition of certain boards and commissions. Members continued to discuss this issue, with tentative approval of this section being made. Section 2.09 — Schantz then read this section prior to the Commission's discussion. Atkins asked if there were any legal standards that lay out how records must be kept. Karr responded that in many cases there are. Schantz noted that the Public Records law would apply here. Sullivan asked if there is something elsewhere about boards and commission recordkeeping standards. Karr stated that this is not included in the Charter as it deals with the council. The bylaws and policies of the boards and commissions are where you would find this information. Tentative approval was reached on this section, as well. Section 2.10 — Sullivan read the next section. Members agreed that there was nothing they could change here as it is dictated by State law. Tentative approval was reached. Section 2.11 — Shaw read Section 2.11 prior to discussion. Dilkes noted for the Commission's information that the only time you do not say `all members of the council is seven' is when there is an abstention for a conflict of interest. She gave an example of how this could play out, and she also responded to Members' questions concerning these types of issues. Schantz asked if State law requires super majority votes for any particular issues the council votes on. Dilkes responded that it does, and she gave an example of when there is a protest on a zoning decision. She then responded to Members' questions, further clarifying what this section is setting forth. Members agreed to tentative approval of Section 2.11 after some further discussion. Chappell asked that Article III be added to the next meeting agenda so that they can begin discussion of it. b. Commission Discussion of Other Sections (if time allows): None DISCUSSION OF PUBLIC INVOLVEMENT: Chappell discussed the tentative forum schedule, noting that the original date (June 16th) will not work. He added that with everyone's schedule, they have come up with either an August or September date. Karr added that this would give them plenty of time to get through their initial Charter Review Commission June 10, 2014 Page 4 review of the Charter, and to have plenty of time to get the word out about the public forum. Kubby added that August might not be a good idea as so many community members are out of town then. Looking at September, Members discussed what date might work for everyone. Chappell suggested they take an evening meeting and make it the public forum. After some discussion, September 23 was agreed to as a tentative public forum date. Chappell asked that everyone come to the next meeting with their schedules so they can then confirm this date. Kubby stated that she still believes they need to have a more conversational format at one of their public forums. PUBLIC COMMENT: None. TENTATIVE THREE -MONTH MEETING SCHEDULE (Second & fourth Tuesday of each month): June 24 July 8 July 22 — Schantz noted that he will be gone this date. August 12 August 26 September 9 September 23 — corrected date; tentative public forum. Karr asked Members to let her know if their schedules change, and she will alert the chair of possible scheduling conflicts. ADJOURNMENT: Kubby moved to adjourn the meeting at 8:45 A.M., seconded by Sullivan. Motion carried 9 -0. Charter Review Commission June 10, 2014 Page 5 Charter Review Commission ATTENDANCE RECORD 2014 Key. X = Present O = Absent O/E = Absent/Excused NM = No meeting - -- = Not a Member at this time TERM o 0 0 0 0 :!� W W rn as NAME EXP. co W -4 Co 4/1/15 X X O/ X Steve E Atkins Andy 4/1/15 X X X X Chappell Karrie 4/1/15 X X X X Craig Karen 4/1/15 O X X X Kubby Mark 4/1/15 X X X X Schantz Melvin 4/1/15 X X X X Shaw Anna 4/1/15 X X X X Moyer Stone Adam 4/1/15 X X X X Sullivan Dee 4/1/15 X X X X Vanderhoef Key. X = Present O = Absent O/E = Absent/Excused NM = No meeting - -- = Not a Member at this time MINUTES PRELIMINARY PUBLIC ART ADVISORY COMMITTEE THURSDAY, JUNE 5, 2014 PLANNING AND COMMUNITY DEVELOPMENT CONFERENCE ROOM — CITY HALL Members present: John Engelbrecht, Mike Moran, Tam Bryk, Rick Fosse, and Elizabeth Pusack Not present: Brent Westphal, and Bill Nusser Staff Present: Marcia Bollinger Public Present: None RECOMMENDATIONS TO CITY COUNCIL Recommend approval to the City Council that for the 2014 Mural Project 1) Brock Muench's proposal be selected for the College Street Bridge location; 2) the committee asks Taylor Ross to provide a colored rendering of his proposal for the Fairmeadows location so the committee may review and approve, otherwise the committee recommends Cheryl Graham and Julie Fenton's proposal; 3) One of Tony Brown's proposals selected for the Mercer Park location. CALL TO ORDER Meeting called to order at 3:34pm. PUBLIC DISCUSSION OF ANY ITEM NOT ON THE AGENDA No new business. CONSIDERATION OF THE MINUTES OF THE MAY 1ST, 2014 MEETING MOTION: Moran moved to approve the May 1st, 2014 meeting. Pusack seconded. Motion passed 5:0. MURAL PROJECT 2014- REVIEW OF PROPOSALS Engelbrecht asked the committee to discuss the Mural Project applications. Bollinger then explained that artists were asked if they would consider their proposals for the different locations since there was significant interest in one location: the College Street Bridge. The committee then carefully considered each application, which was shown via PowerPoint, for each location and discussed their thoughts. The committee started with the College Street Bridge location and reviewed the eight different proposals for this location. Engelbrecht stated that he pitched the mural project to many of the BenchMarks artists and many of them submitted. Engelbrecht stated which artists he was familiar with and explained his experience with the artists. The committee then looked at and discussed the submitted proposals for the Fairmeadows Splash Pad location. The committee carefully discussed each of the six proposals submitted. The committee then looked at the Mercer park location in which there were also six proposals. The committee looked at all proposals for all locations and discussed which ones they would like to select. Committee members then voiced their favorite proposals for each location. They also discussed each proposal in terms of what the proposed theme was for each location. The committee discussed one artist's proposals and stated that they wished they could see them in color. Engelbrecht stated that that particular artist ran out of time and had to submit rougher sketches. The committee discussed the favorite proposal for the College Street Bridge. Pusack stated that she would like to see something edgier. There were two clear favorite proposals for the Fairmeadows location. Moran suggested the Wetherby Splash Pad as an alternate location for one of the proposals. There wasn't a clear consensus for either location. Through the discussion of the Mercer Park location, the committee expressed a desire for consistency in the level of quality of the proposals. Bryk suggested clarifying the quality and level of detail required for submission to be included in future calls to artists. The committee would like to see approximately the same level of detail with each submitted proposal so that they can judge proposals more equally. MOTION: Bryk moved that: 1) Brock Muench's proposal be selected for the College Street Bridge location; 2) the committee ask Taylor Ross to provide a colored rendering of his proposal for the Fairmeadows location so the committee may review and approve, otherwise the committee would select Cheryl Graham and Julie Fenton's proposal; 3) One of Tony Brown's proposals selected for the Mercer Park location. Pusack seconded the motion. Motion passed 5:0. PROJECT UPDATE — GEORGE'S MURAL Engelbrecht stated that the George's Buffett mural project will not happen. He thought that the owner decided that he did not want to cause concerns and lose long time customers as a result of the mural. DOWNTOWN STREETSCAPE ART PROJECT UPDATE Bollinger explained the downtown streetscape and what has been decided as a result of the subcommittee. There has been much discussion regarding the area that has been called the Blackhawk Mini Park. Bollinger stated that the idea has been to work directly with the Museum of Art and Sean O'Harrow, and solicit proposals from artists who are on an internationally renowned level. They look at this project as a significant project that could cost up to $1 Million. Bryk asked for clarification on the price. She wanted to know if it was the cost of the work or the value of the work. Both Bollinger and Engelbrecht stated that it would be the cost of the work. Engelbrecht stated that they were looking at this piece as a signature for the City. The artists that are being looked include artists like Andrew Goldsworthy, Maya Lin, and Vito Acconci. Bollinger stated that she thought there would be continued discussion regarding this topic and that she is had already received input from local artists. INSIDE OUT PROJECT UPDATE Bollinger stated that the Inside Out project is not yet completed. 16 of the 24 posters were installed. There were two days available for the installation of the posters and they were not able to finish. The plan was to use volunteers to complete the installation. Engelbrecht expressed concern since the existing 16 are starting to fade and the posters would be in different stages of degradation. Moran stated that the project did get a lot of great press. Bryk agreed with Engelbrecht, that the remaining posters should not be put up because the posters would be in different stages. POETRY IN PUBLIC PROJECT UPDATE Bollinger stated that everything is done in regards to Poetry in Public but there was an issue with the installation of posters in the downtown kiosks. Bollinger stated that she was given permission to put the posters up in the windows of the Iowa City Public Library. Bryk stated that she thought the Library was the perfect place. Bollinger agreed but stated that it is a policy of the library to not put anything up in the windows, but they made an exception for the program this time. Pusack expressed interest in being a part of the Poetry in Public program next year. BENCHMARKS PROJECT UPDATE Engelbrecht updated that group on the BenchMarks Project. Bryk and Bollinger stated that the benches which were completed looked great. He was able to get 26 artists to complete 30 benches. He stated that many are done and done well, but that there have been issues with some of the remaining benches. Engelbrecht stated that he is currently following up with a remaining 5 -8 benches. He also stated that instead of contracting a company, himself and other artists that have worked on this project in the past have been repeating and touching up benches from past years. Engelbrecht also stated that the Credit Union agreed to sponsor this project for three years and it has now been three years. There will no longer be a sponsor for this program next year. Moran asked whose responsibility it is to find a new sponsor. Engelbrecht stated that he was unsure. Engelbrecht thought that this project could minimally be run for $12,500. KIDZ TENT PROJECT UPDATE Bollinger stated that this event will start on Saturday. The tent will be open from 10 AM to 4 PM on Sunday and volunteers from this committee will pick up donations from artist on Saturday. Bryk and Pusack volunteered to work the tent on Sunday. Engelbrecht stated that he could help pick up on Saturday. FY15 PUBLIC ART FUNDING — PROCESS ALLOCATION OF FUNDS Bollinger stated that this topic will be discussed at the next meeting. She stated that we still need some ideas, and asked the committee to think of ideas for the allocation of the $12,000. OTHER Zitzner then spoke about the application for the NEA Grant called Art Works which has two application deadlines of July 24th and February 20th. She stated that the February 20th grant would be more feasible and the committee agreed. She also spoke briefly about funding that is available through the MPO. Bollinger clarified and stated that the money will be available and that it just needs to be applied for. Zitzner gave examples of a project in which bike racks are built and designed by artists. This type of program would be carried out similar to the Mural Project in which an RFP would be issued. ADJOURNMENT Moran motioned and Bryk seconded a motion to adjourn at 5:04 PM. Minutes created by Ashley Zitzner. m .E O O N Q Q a V d O V c .a C a r O N M r O N m w (D 0-QQZ w Y XOO LO X X 0 O X X X \ o X X X O w X \ LO It o --XXXXXX \ w O X X O X X X \ M Iq W O X X w O i X O \ N M Lij X X O X X N T- M X X X X X X N C0LntitiLO r r r r r ^L^`` .// 0 a O 0 0 m X w \ \ \ \ \ 01000101 f t' `E Y m m W jR m _ Mi= .0 CL O 0 M d O CF M °G1 N W N z m w � za°O 2 m w (D 0-QQZ w Y XOO M IOWA CITY TELECOMMUNICATIONS COMMISSION I DI 1M MONDAY, JUNE 2,2014--5:30 P.M. CITY CABLE TV OFFICE, 10 S. LINN ST. -TOWER PLACE PARKING FACILITY MEMBERS PRESENT: Laura Bergus, Nicholas Kilburg, Alexa Homewood, Matt Butler MEMBERS ABSENT: Bram Elias STAFF PRESENT: Ty Coleman OTHERS PRESENT: Josh Goding, Emily Light SUMMARY OF DISCUSSION Coleman said Grassley informed him that an increase in broadband speeds has been implanted. Grassley also said that Cedar Rapids now has a 350 Mbps Internet service plan and that due to the number of local access channels Iowa City will not likely be upgraded to that level soon. Coleman asked Grassley if there might be an interest in providing a HD signal for local access channels in exchange for moving a channel or channels' channel number out of the lower numbers. Coleman said the Internet consumer guide website has been up since the beginning of May. Homewood said it would be interesting to see how many people viewed the site and used the bandwidth calculator. Coleman said he could get that information. The Iowa City Communications Department agreed to put a link to the consumer guide on the city's website in the newcomer's section. In addition, Brau will forward the link with an explanation to the University of Iowa Orientation Department. The first video has been completed and is on the City Channel. Coleman said a draft of a survey regarding viewers' perspectives on the local access channel was included in the meeting packet and ask Commissioners to review it and think about what additional kinds of information would be useful to explore. The goal is to improve the local access channels' services. Each access channels was forwarded a draft and feedback requested. Homewood and Kilburg said it good to include the surrounding area and not limit the survey to Iowa City. Coleman said it would be best to conduct the survey when the University is in session. How to collect responses is still being explored. A web -based survey will likely be done and other methods might also be pursued. APPROVAL OF MINUTES Bergus moved and Kilburg seconded a motion to approve the amended March 24, 2014 minutes. The motion passed unanimously. ANNOUNCEMENTS OF COMMISSIONERS Homewood thanked Bergus for her presentation to the city council on the Internet consumer education initiative and said presentation was very well done. SHORT PUBLIC ANNOUNCEMENTS None. CONSUMER ISSUES Homewood noted that there was a written report in the meeting packet. Coleman said one of the complaints has subsequently been resolved. MEDIACOM REPORT Coleman said Grassley informed him that an increase in broadband speeds has been implanted. Grassley also said that Cedar Rapids now has a 350 Mbps Internet service plan and that due to the number of local access channels Iowa City will not likely be upgraded to that level soon. Coleman asked Grassley if there might be an interest in providing a HD signal for local access channels in exchange for moving a channel or channels' channel number out of the lower numbers. LOCAL ACCESS CHANNEL REPORTS Goding reported that PATV was open 39 hours per week for 13 weeks in the first quarter of 2014. 168 hours of programming were cablecast per week. The guidelines workshop has been moved to the first Thursday of the month. The PATV board will not meet in June. On June 14 PATV will open the studio for people from 12 -3 pm to come in before a green screen and record a Father's Day message for a program to air on Father's Day. PATV continues to produce the "Live and Local" program on a wide variety of local topics and "Live from Prairie Lights ". A new series, "What If', produced in association with the University of Iowa Public Policy Institute will begin playback soon. Light reported that the month of May was quite busy at the Senior Center and SCTV recorded many of those events. Events include concerts by the New Horizons Band, the Voices of Experience and Family Folk Machine, a performance by a group recreating an old -time radio show, a panel discussion on aging stereotypes, and a screening of a documentary, "Consider the Conversation ", followed by a panel discussion. CONSUMER EDUCATION PROJECT Coleman said the consumer guide website has been up since the beginning of May. Homewood said it would be interesting to see how many people viewed the site and used the bandwidth calculator. Coleman said he could get that information. The Iowa City Communications Department agreed to put a link to the guide on the city's website in the newcomer's section. In addition, Brau will forward the link with an explanation to the University of Iowa Orientation Department. The first video has been completed and is on the City Channel. LOCAL ACCESS CHANNEL SURVEY Coleman said a draft of a survey regarding viewers' perspectives on the local access channel was included in the meeting packet and ask Commissioners to review it and think about what additional kinds of information would be useful to explore. The goal is to improve the local access channels' services. Each access channels was forwarded a draft and feedback requested. Homewood and Kilburg said it good to include the surrounding area and not limit the survey to Iowa City. Coleman said it would be best to conduct the survey when the University is in session. How to collect responses is still being explored. A web -based survey will likely be done and other methods might also be pursued. Bergus asked if there was an opportunity to promote the survey using Mediacom's bills. Coleman said he will inquire. ADJOURNMENT Homewood moved and Kilburg seconded a motion to adjourn. The motion passed unanimously. Adjournment was at 6:03 p.m. Res ectfully submitted, Michael Brau Cable TV Administrative Aide TELECOMMUNICATIONS COMMISSION 12 MONTH ATTENDANCE RECORD (X) = Present (0) = Absent (O /C) = Absent/Called (Excused) Hoerschelman Ber us Homewood 5/28/11 X X X X x 6/27/11 x o/c x x X 8/27/11 x x x o/c X 9/24/11 X X X X X 10/24/11 X X X X X 11/26/11 X X vacant X X Kilbur 2/25/12 X X x x X Butler 3/26/12 o/c x o x X 4/23/12 X X X X X 5/21/12 X X X X X 6/25/12 X X X X X 7/23/12 x X X X X 8/27/12 x x x x X 9/24/12 X X X X X 10/22/12 X X X X X 11/26/12 X X X X X 12/17/12 X X X X X 1/28/13 X o/c X X X 2/25/13 X X X X X Elias 3/25/13 o/c x o/c x X 4/22/13 x x x x 0 6/3/13 X X X X X 6/24/13 x o/c z o/c X 7/22/13 o/c x x x X 9/23/13 x X X X o/c 10/28/13 X X X X X 12/30/13 O/C X O/C X X 1/27/14 X X X X X 2/24/14 X X X 0 0 3/24/14 X X X X X 6/2/14 0 X X X x (X) = Present (0) = Absent (O /C) = Absent/Called (Excused)