HomeMy WebLinkAbout2014-12-19 Proposed BudgetCity of Iowa City
FY 15 -FY 17
Financial Plan
2015-2019
Capital
Improvement Plan
CITY OF IOWA CITY, IOWA
PROPOSED FINANCIAL PLAN
Fiscal Year 2015 through 2017
CITY COUNCIL
Matthew J. Hayek, Mayor
Kingsley Botchway II
Terry Dickens
Rick Dobyns
Susan Mims
Michelle L. Payne
Jim Throgmorton
City Manager: Tom Markus
Assistant City Manager: Geoff Fruin
Finance Director: Dennis Bockenstedt
Budget / Mgmt
Analyst Finance Secretary Administrative Analyst
Deb Mansfield Cyndi Ambrose Simon Andrew
Nick Schaul
CITY OF IOWA CITY
Proposed Budget for the
Fiscal Year Ending June 30, 2016
and the
FY2015-2017 Financial Plan
TABLE OF CONTENTS PAGE
Introduction
77
City Manager Transmittal Letter
11
Strategic Plan
28
Other Planning Processes
30
Organizational Chart
32
Department Summaries
33
Budgetary Fund Structure
57
Department/Division by Fund
59
Financial Summary
Preparation of the Financial Plan:
Basis of Accounting 65
Process to Amend 67
Schedule------------------------------------------------------------------------------------------------------------------------------- 69
Financial & Fiscal Policies 71
All Funds:
Fund Balance Summary
77
Revenue Summary
78
Expenditure Summary
81
Inter Fund Transfers..........................................................
. 84
Personnel Listing by Department/ Full -Time Equivalents Comparison .
87
General Fund Summary
General Fund Summary ......................................................................
.... 93
Assigned, Committed & Restricted Cash Balance
104
General Fund Revenue---------------------------------------------------------------------------------------------------------------
105
General Fund Expenditures
106
City Council
107
City Clerk
109
City Attorney
113
City Manager
117
Communications Office
121
Human Resources
126
Human Rights
130
Finance Department
Finance Administration
135
Accounting
142
Purchasing
146
Revenue
150
Police Department:
Police Administration 153
Administrative Services 156
Field Operations 161
Fire Department
Fire Administration
166
Emergency Operations
170
Fire Prevention
174
FireTraining --------------------------------------------------------------------------------------------------------------------------
178
Parks & Recreation
P & R Administration
182
Recreation-----------------------------------------------------------------------------------------------------------------------------
187
Park Maintenance
194
Cemetery Operations
202
Library:
294
Library Operations
205
LibraryFoundation....................................................................................
.... 214
Senior Center:
Senior Center Operations 216
Senior Center Gift Fund 225
Neighborhood & Development Services
NDS Administration
226
Neighborhood Services
233
Economic Development
246
Development Services
250
Public Works:
Public Works Administration
Engineering ...................
Special Revenue Funds
259
263
Community Development Block Grant (CDBG)
271
H.O.M.E. Program -----------------------------------------------------------------------------------------------------------------------
278
Road Use Tax Fund (RUT)
284
Road Use Tax Operations
287
OtherShared Revenues--------------------------------------------------------------------------------------------------------------
294
Energy Efficiency & Conservation Block Grant Fund
297
UniverCity Neighborhood Partnerships Fund..............................................................................
301
Metropolitan Planning Organization of Johnson County (MPO)
304
EmployeeBenefits Fund-------------------------------------------------------------------------------------------------------------
312
Peninsula Apartments Fund
315
Tax Increment Financing (TIF) Districts......................................................................................
318
General Rehabilitation & Improvement Program (GRIP)
325
Downtown Self Supporting Municipal Improvement District (SSMID)
328
Debt Service
Debt Service Fund Summary 333
Debt Schedules 338
Enterprise Fund Activities
Transportation Services:
Parking Fund Summary
353
Parking Operations
357
Parking Debt Service
363
Transit Fund Summary
364
Transit Operations
368
Wastewater Treatment:
Wastewater Fund Summary
376
Wastewater Treatment Operations
381
Wastewater Debt Service
389
Water:
Water Fund Summary
395
Water Operations
399
Water Debt Service
409
Refuse Collection:
Refuse Collection Fund Summary
415
Refuse Collection Operations
418
Landfill:
Landfill Fund Summary
427
LandfillOperations----------------------------------------------------------------------------------------------------------------
-431
Airport:
Airport Fund Summary
439
Airport Operations
442
Storm Water Management:
Storm Water Management Fund Summary
446
Storm Water Management Operations
449
Cable Television:
Cable Television Fund Summary
453
Cable Television Operations
455
Housing Authority:
Housing Authority Fund Summary
458
Housing Authority Operations-----------------------------------------------------------------------------------------------
461
Capital Project Funds
Fund Summary 471
Summary by Division 473
Summary by Funding Source 479
Project Table of Contents 486
Project Summary by Name 488
Unfunded Projects FY2020 and Beyond 556
Internal Service Funds
Equipment:
Equipment Fund Summary
565
EquipmentOperations----------------------------------------------------------------------------------------------------------
568
Equipment Replacement Reserve
572
Risk Management:
Risk Management Fund Summary
573
Risk Management Operations:
575
Information Technology Services (ITS):
ITS Fund Summary
578
ITS Operations
580
Central Services:
Central Services Fund Summary
587
Central Services Operations
58E
Health Insurance Reserve
591�
Dental Insurance Reserve
59E
Appendix
General Information 601
Glossary 618
F
Y
2
O
1
6
INTRODUCTION
City Manager Address
Strategic Plan
Other Planning Processes
Organizational Chart
Department Summaries
Budgetary Fund Structure
Department/Division by Fund
Q
a Arra V
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 2015-16 fiscal
year. Although Iowa State Code requires formal adoption of an annual budget, a three-year
financial plan (fiscal years 2015-2017) and five-year capital improvement program (2015-2019)
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.
Four financial goals guided the preparation of this document. First, the City continues to
respond to the State's 2013 property tax reforms.
Revenue losses for the City are estimated to be over $50
million before state backfill payments over the next ten Financial Goals
years. Much of the impact of these reforms will not be
realized immediately and the cap on allowable growth Prepare for property tax shortfall
means the amount of revenue lost will compound over resulting from 2013 legislative
changes while maintaining service
time. The City has taken steps to manage the impacts of levels
tax reform, but maintaining service levels will require
prudent decisions over the next several years. By Maintain the City's Moody's Aaa
preparing for reform before the full financial impacts are bond rating for the 39`" consecutive
realized, the City will be able to shift resources and adjust year
operations gradually, avoiding abrupt service disruptions Maintain a competitive tax and fee
or steep tax rate increases. It is also important to environment for economic
manage the budget in a way that does not shift the entire development purposes
burden of tax reform to residential taxpayers. Second,
the budget attempts to establish conditions that will Continue to achieve the GFOA
enhance the community's fiscal condition and ensure that Distinguished Budget Award and
it will maintain its prestigious Moody's Aaa bond rating. Certificate of Achievement for
To this end, this budget updates the City's financial Excellence in Financial Reporting
policies to increase the fund balance target from 25% to
30% of expenditures as Moody's recommends for Aaa communities. Third, the budget strives
to maintain a competitive tax and fee environment for economic development purposes. Finally,
we will attempt to earn the Government Financial Officers Association (GFOA) Distinguished
Budget Award for the fourth 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-nine consecutive years. These awards are strong
indicators of transparency and accountability in financial reporting.
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. The strategic
plan has been incorporated into decisions and processes throughout the organization, including
employee performance reviews and Board and Commission decisions that involve the allocation
of resources. 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, this budget
begins Iowa City's partnership with the Iowa Initiative for Sustainable Communities, a program
of the University of Iowa's School of Urban and Regional Planning. The program will partner
students and faculty with the City to identify, design, and implement sustainability -focused
projects. The energy efficiency revolving loan program also continues in this budget to fund
energy efficiency projects in City facilities, using the energy cost savings to fund additional
projects. Renewable energy and other sustainable elements are now contemplated with all CIP
projects. 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. The most recent update of the 2014-2015 status report was
presented in September 2014 and can be viewed at icgov.org/strategicplan.
With these principles serving as a backdrop, staff has carefully crafted a budget that furthers the
organization's priorities, achieves the stated financial goals, and continues to improve the health
and competitive position of the community.
Community Outlook
Iowa City benefits from a strong local economy anchored by the presence of the University of
Iowa. The local economy consists of a diverse set of successful industries that together help
sustain one of the lowest unemployment rates in the nation. As an organization, the City has a
rich tradition of conservative economic policies that has created a strong financial foundation.
12
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. Iowa City is
one of only two cities in Iowa that currently holds the distinction of a Moody's Aaa bond rating.
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. 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, encourages walkability and sustainability, and supports
the vibrancy and diversity of our community.
In examining the forces behind the sprawling landscape of the larger Eastern Iowa region, there
are three predominant factors within our ability to influence.
First, is the economic competiveness of our local FY 2014-2015 Municipal
government. Specifically, this point addresses Iowa City's Property Tax Rates in
property tax rate, utility rates, and other costs of doing Eastern Iowa
business. 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 difference plays a role in private C $13.53
Cee aldarr Rapids $15.22
sector economic development decisions and Iowa City Iowa City $16.71
needs to continue to work to close that gap. However, the Davenport $16.78
increased rate also reflects enhanced level of services in Iowa City's proposed tax rate for FY
Iowa City (e.g. paid full-time fire department, Senior Center, 2015-2016 is $16.66. At this time the
Animal Shelter, Airport, Human Rights Office, etc.), unique FY16 tax rates of other listed jurisdictions
State or federal mandates (e.g. increased public safety are not yet certified.
pension contributions), and other factors such as a significant number of University of Iowa
affiliated tax-exempt properties within the jurisdiction with no history of payment in lieu of taxes
agreements that neighboring communities have successfully sought.
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. To this end,
the City has spent the last year reorganizing the Neighborhood Services Department. The
former Housing & Inspection Services and Planning & Community Development Departments
were merged in a way intended to streamline business transactions for customers and facilitate
communication and collaboration amongst staff. 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.
13
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
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 2015-16 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 $157,872,316. Of the total
budget, $50,327,585 is for the General Fund, $40,194,098 is directed to Capital Projects and
$45,038,068 is related to the operations of various enterprise or business funds.
A breakdown of the proposed budget by fund type is provided below.
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 business or enterprise funds such as water, sewer, parking
and transit, followed by expenses related to capital projects. The reduction in the Community &
Economic Development category is due to fewer projects completed through the state grant
funded single family new home construction program and fewer homes purchased through the
UniverCity program. The UniverCity program currently has eighteen homes in various stages of
the rehabilitation and resale process. The increase in General Government results from the
move of Cable TV operations to the General Fund and increases in Risk Management and
health insurance expenditures.
14
5-
FY2016 Expenditures by Category & Percent Change from Previous
Year Adopted Budget
1.6%
-0.4%
excludes transfers
10.0%
0.0%
-4.2%
Set°Ne
esti wage eP
O `ao, �JQ
55
ce
e`
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. The
increase in Other City Taxes is due to a projected increase in tax increment financing,
hotel/motel tax, and utility franchise tax revenue. The reduction in Intergovernmental Revenue
is primarily due to fewer federal and state flood reimbursements and grants, as most flood
recovery projects are completed or near completion.
All Funds Revenue Comparison of FY2014 versus FY2015
FY2015
Adopted
FY2016
Adopted
Percent
Change
Taxes
$
51,608,730
$
52,031,859
0.8%
Other City Taxes
$
3,247,124
$
3,810,044
17.3%
Licenses & Permits
$
2,265,527
a
�
-0.7%
Use of Money & Prop
$
2,263,791
$
2,016,112
�5
ate
rti
eta
$
30,294,615
-26.1%
Charges for Services
pec
39,115,542
$
40,086,092
2.5%
Misc.
$
6,522,542
$
C.°��J
-22.8%
-4.2%
Set°Ne
esti wage eP
O `ao, �JQ
55
ce
e`
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. The
increase in Other City Taxes is due to a projected increase in tax increment financing,
hotel/motel tax, and utility franchise tax revenue. The reduction in Intergovernmental Revenue
is primarily due to fewer federal and state flood reimbursements and grants, as most flood
recovery projects are completed or near completion.
All Funds Revenue Comparison of FY2014 versus FY2015
15
FY2015
Adopted
FY2016
Adopted
Percent
Change
Taxes
$
51,608,730
$
52,031,859
0.8%
Other City Taxes
$
3,247,124
$
3,810,044
17.3%
Licenses & Permits
$
2,265,527
$
2,249,335
-0.7%
Use of Money & Prop
$
2,263,791
$
2,016,112
-10.9%
Intergovernmental
$
40,984,912
$
30,294,615
-26.1%
Charges for Services
$
39,115,542
$
40,086,092
2.5%
Misc.
$
6,522,542
$
5,032,647
-22.8%
Other Financial Sources
$
13,533,417
$
14,403,630
6.4%
Total
$159,541,585
$149,924,334
-6.0%
15
All Funds Revenue Sources
Misc.
3% Other Financial
Sources
10%
Charges for Servi
27%
er City Taxes
3%
9, Permits
oney & 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 rate to $16.66, the lowest Iowa City tax rate since fiscal
year 2001-2002. Just four years ago, Iowa City's rate was $17.84, which means the fiscal year
2015-16 rate represents a 6.6% decrease over four 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, the ten
percent reduction in the taxable value of commercial properties mandated by the state will be
fully phased in fiscal year 2015-16, thus 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 $3.08 more per month, or
$37 per year, in taxes and fees for basic city services in fiscal year 2015-2016. This is due to
the increase in the state rollback percentage, which makes a greater percentage of assessed
residential property value taxable, and a previously approved 5% increase in the water rate.
iM
Annual Financial Household Impact*
$2,500 r—
$2,000
$1,500
$1,000
$500
$0
FY2011
FY2012
FY2013
FY2014
FY2015
FY2016
Property Taxes
$833
$866
$876
$888
$909
$929
IIIIIIIIIIIIIIIIIIIIIIIIIIStormwater
$24
$30
$36
$42
$42
$42
Refuse
$186
$186
$186
$186
$191
$191
Sewer -800 cubic feet
$433
$433
$433
$433
$433
$433
Water-- 800 cubic feet
$328
$328
$328
$328
$344
$362
Total
$1,804
$1,843
$1,859
$1,877
$1,919
$1,956
—Percent Change
1.7%
2.2%
0.9%
0.9%
2.3%
1.9%
'Home value defined as $100,000 for comparison purposes.
General Fund Highlights
10.0%
9.0%
8.0%
7.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
The General Fund, which includes services such as police, fire, parks and recreation, and
general government, represents approximately 32% of the total budget. General Fund
operations are largely supported by property taxes, which constitute approximately 66% of the
total revenue in this fund. A complete breakdown of General Fund revenue sources can be
viewed in the following pie chart
FY2016 Revenues & Other Financing Sources
excludes transfers
Other Financing Sources
2%
Charges for Fees&
Services
3% Miscellaneous
Intergovernmental
8%
Use of Money & Property
1%
Licenses & Permits
5%
Other City Taxes
5%
17
The taxable valuation of property subject to all levies in Iowa City increased 1.1 % for FY 2015-
16, 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
FY2011 FY2012 FY2013 FY2014 FY2015 FY2016
0 Taxable Valuations
$2,686,242,752 $2,774,415,800 $2,900,995,801 $2,975,085,246 $3,068,659,061 $3,101,795,670
Percent Change
6.8% 3.3% 4.6% 2.6% 3.1% 1.1%
Moving forward, valuation growth will be substantially slowed by the state's 2013 property tax
reforms. One of the provisions of the state legislation lowered the allowable annual statewide
growth for residential and agricultural properties from four percent to three percent. While this
doesn't sound like much in one year, the effect of this limitation compounds over time and is
difficult to estimate. This year would have seen in excess of 5% growth had the limitation not
been reduced. After the growth limitation, this year's growth in taxable value did not keep pace
with the increase in personnel expenses.
The budget reflects a reduction of $0.05 in the tax levy, which will bring Iowa City's rate to
$16.66. This marks the fourth straight year of property tax rate decreases; we are unaware of
any cities in Iowa that have been able to implement tax rate decrease during each of the last
four years. 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
• Achieving operational efficiencies in our departments; this budget contains a net
reduction of 8.73 FTE across all funds
• Selected user fee increases that reduce property tax subsidies
18
The projected reduction in the
property tax rate follows similar Iowa City Property Taxes Paid on a
actions taken by the City Council in $500,000 Commercial Property
fiscal years 2013- 2015. Combined,
these efforts have contributed to $9,500 projected reduction of
$
$9,000 $1,426 over a five year period
narrowing the gap between Iowa
City's rate and that of neighboring $8,500
municipalities and other comparable $8,000
jurisdictions in Iowa. The projected $7,500
property tax rate of $16.66 in this $7,000
budget reflects the lowest level it $6,500
FY2012 FY2013 FY2*FY2015has been Slnce 2001-02. These M City Property Taxes $8,921 $8,634 $8,
efforts not only produce real
savings, but they 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
drop an additional 5% in FY2016, 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 $20 in City property taxes in the coming year. This is primarily the result of the
increased rollback percentage, which causes a larger portion of the assessed value to become
taxable.
The following chart is provided for a greater historical perspective on Iowa City's municipal tax
rate:
Iowa City ..erty Tax Rate Trenr
rr Immo... 0 Omni
rr 1 ...... 0 Omni
rr 1 ...... 0 Omni
..1■■■■■■■Omni
Iowa City Tax Rate 117.729 117.302 117.297 117.717 117.853 117.757 17.842 17.269 16.805 116.705 16.655
t Percent Change 2.40% -2.41% 1 -0.03% 1 2.43% 1 0.77% 1 -0.54% 1 0.48% -3.21% -2.69% 1 -0.60% 1 -0.30%
Below is a detailed breakdown of the City's property tax asking for fiscal year 2015-2016
compared to the previous year:
iB]
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 2015-16 budget, an estimated 73% 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 Expenditures by Category
excludes transfers
Services
18%
Contingency
1%
Supplies
3%
Capital Outlay
4%
Other Financial Uses
1%
Pill
FY2015
Adopted
FY2016
Proposed
LEVIES
Dollars
Tax Rate
per III
Dollars
III
General Fund Tax Levies:
General
$24,843,199
8.100
$25,103,127
8.100
Transit
$2,913,708
0.950
$2,944,194
0.950
Tort Liability
$896,379
0.292
$905,758
0.292
Library
$828,107
0.270
$836,771
0.270
Subtotal:
$29,481,393
9.612
$29,789,850
9.612
Agland Levy
$4,798
3.004
$4,875
3.004
General Fund Property Taxes
$29,486,191
$29,794,725
Special Revenue Levies:
Employee Benefits
$9,088,654
2.963
$9,648,619
3.113
Subtotal:
$9,088,654
2.963
$9,648,619
3.113
Debt Service
$12,753,095
4.130
$12,313,107
3.930
Total City Levy Property Taxes:
$51,327,940
16.705
% Change from prior year
2.60%
-0.60%
0.83%
-0.30%
SSMID Levy
5280,790
2.000
5275,408
2.000
$51,60
31,859
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 2015-16 budget, an estimated 73% 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 Expenditures by Category
excludes transfers
Services
18%
Contingency
1%
Supplies
3%
Capital Outlay
4%
Other Financial Uses
1%
Pill
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:
• 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 2014.
• Increased fund balance target policy to 30% of expenditures in accordance with industry
best practices. This is an important step to maintaining the City's Aaa Moody's bond
rating.
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
Unassigned
Est Fund
Restricted,
Fund
Balance as
Estimated
Transfers
Budgeted
Transfers
Balance
Committed,
Balance,
% of Exp &
Fund
Revenues
In
Expenditures
Out
6130116
Assigned
613 012 01 6
Trans Out
Parking
5,328,876
-
3,270,015
891,437
4,229,819
385,583
3,844,236
92.38%
Transit
4,206,668
3,245,511
6,879,486
215,651
4,605,487
1,336,718
3,268,769
46.07%
Wastewater
12,965,154
4,688,036
10,268,609
7,538,036
17,739,133
9,653,245
8,085,888
45.41%
Treatment
Water
9,412,456
2,010,716
8,423,501
3,664,016
11,018,086
4,218,079
6,800,007
56.26%
Refuse
Collection
3,057,022
-
3,088,438
-
770,171
-
770,171
24.94%
Landfill
5,833,264
1,076,415
4,437,980
825,327
24,058,430
22,399,923
1,658,506
31.51%
Airport
324,100
121,929
346,072
114,000
617,739
100,000
517,739
112.53%
Stormwater
1,140,978
-
786,064
500,000
1,643,602
-
1,643,602
127.80%
Management
Housing
8,055,240
7,537,903
45,184
6,083,951
2,885,424
3,198,527
42.18%
Authority
-
21
Each of the City's enterprise funds are in varying, yet stable conditions. 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:
• Revenues under the first hour free parking program have exceeded initial projections;
feedback on expanded payment options and the retooled fee schedule have been very
positive. Over one million hours of free parking have been provided to customers.
• This budget contains the second year of a two year water rate increase. Fiscal year
2015-2016 will be the second consecutive year of 5% increases. The previous three
water rate changes were all decreases of 5% in 2003, 2004, and 2006.
• A landfill tipping fee increase of $4.00 is proposed with this budget. Operations are
currently near break-even before capital projects are funded. The fee increase will fund
cell replacement reserves and other capital expenditures. The Sustainability
Coordinator position (1.0 FTE) was also moved from the landfill fund to the general
fund.
• The refuse fund is impacted by landfill tipping fees. While no rate increase is proposed
with this budget, this fund will continue to be monitored to evaluate the impact of an
increased tipping fee.
• The transit fund will need to be carefully reviewed in FY17 for a possible rate increase
to maintain service levels. More efficient route planning in 2015-2016 could forestall
this need.
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
rra
Unassigned
Unassigned Fund
Est Fund
Restricted,
Fund
Balance as % of
Estimated
Budgeted
Balance,
Committed,
Balance,
Expenditures &
Fund
Revenues
Expenditures
613 012 01 5
Assigned
613 012 01 5
Trans Out
Equipment
6,446,145
5,990,748
9,750,625
6,930,562
2,820,063
47.07%
Risk Management
1,476,424
1,329,373
3,202,697
-
3,202,697
240.92%
Loss Reserve
Information
2192,829
2,118,404
2,374,340
-
2,374,340
112.08%
Technology
Central Services
256,208
308,458
599,755
-
599,755
194.44%
Health Insurance
7,841,907
7,880,283
10,332,894
4,151,797
6,181,097
78.44%
Reserve
Dental Insurance
377,699
359,275
138,400
-
138,400
38.52%
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
rra
Insurance Reserve Fund, which has stabilized in recent years due to relatively low increases in
premium costs.
Capital Improvement Plan Highlights
The capital budget proposed for fiscal year 2015-16 totals $40,194,098 and the five year Capital
Improvement Plan (CIP) totals $156,892,011. 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 Improvement Projects by Category
2015-2019
Community &
Economic
Development
3%
Streets, Bridges, and
Airport Traffic Engineering
4% 59%
Public Safety -
2%
Culture & Rec
7%
Transportation
Services Water/Wastewater/
14% Landfill Stormwater
1% 10%
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 2015-2016, staff is projecting the issuance of approximately $12.9 million in general
obligation bonds. The use of general obligation bonds is required in order to carry out the
projects that are being recommended. The level of bonding projected is well below the
thresholds established by the State of Iowa and is consistent with Iowa City's own internal debt
policies.
P91
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 2015-2016. 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
• Gateway project ($51.3 million)
• North Wastewater Plant Demolition ($6.0 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�` Avenue water main replacement ($0.6 million)
• American Legion Rd. - Scott to Taft ($6.7 million)
• Annual Sewer Main replacement ($2.5 million)
• Mormon Trek and Benton Intersection ($0.5 million)
Strategic Economic Development Activities
• Moss Ridge Road design and construction ($4.9 million)
• First Avenue railroad crossing and road diet ($8.4 million)
• Towncrest redevelopment/streetscape ($2.5 million)
• South Airport Site Development ($2.1 million)
A Strong Urban Core
• Parking facility restoration repair
($1.8 million)
• CBD streetscape enhancement project
($10.9 million)
• Riverside Drive pedestrian tunnel
($1.5 million)
• Riverfront Crossings development
($1.0 million)
• Burlington/Madison intersection and median
($1.8 million)
• Burlington/Clinton intersection improvements
($1.1 million)
• Riverfront park at former wastewater site
($1.5 million)
Healthy Neighborhoods
• Elementary school recreation facility partnership ($1.5 million)
• Neighborhood park improvements ($1.5 million)
• Iowa River Trail, Benton to Sturgis Park ($2.3 million)
• Various miscellaneous utility, road/trail/sidewalk/curb ramp and park repair line items
24
As illustrated above, staffs recommendations on CIP projects are driven by the strategic plan
priorities and those projects that are already committed. While there are several additional
projects that would further these goals, the City must balance 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 FY2015-2016 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 26% of the allowable level. The following chart provides a historical view of
Iowa City's debt in relation to the allowable debt level.
General Obligation Debt by Fiscal Year
300,000,000
250,000,000 —
200,000,000
■ Debt Limit
150,000,000 (5% of Tota I
Property Val.)
100,000,000 ■ Outstanding Debt
at June 30
50,000,000
0
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 *FY17 *FY18
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 2015-2016 budget includes
a debt service levy that is approximately 24% 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.
Issues on the Horizon
This year's budget was again 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
P41
percentage. 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,
and reduced debt loads 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 backfill funding. This budget continues
the policy of contributing general fund balance in excess of 30% of expenditures to the
emergency fund. The emergency fund is in part intended to be available in the event that the
state does not continue backfill funding. Other potential 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.
With the decreasing taxable percentage of commercial property, property tax rate increases
would disproportionately affect residential property owners. Thus, covering the entire revenue
shortfall through tax rate increases is not the most desirable option. Rather, it is more realistic
that a combination of service cuts and revenue enhancements will need to be considered by the
community.
In the most recent general election, voters of Johnson County voted on a local option sales tax
measure. While the measure narrowly passed among Iowa City voters, in order for the tax to be
collected it must gain a majority vote in the contiguous cities of Iowa City, Coralville, North
Liberty, University Heights, and Tiffin. The measure failed to gain a majority vote across these
municipalities. In the coming months, City Council and staff will discuss the potential for a future
local option sales tax election, and the timing of such an election were it to be pursued.
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 necessitated the two year water rate increases adopted last year. Similarly,
infrastructure and capital needs at the landfill necessitate a tipping fee increase as
recommended in this budget.
From a capital investment standpoint, the City is shifting focus from flood recovery and
mitigation to infrastructure maintenance. Years of increasing construction costs and deferred
maintenance make it imperative that the City invests in street overlays, water main repair and
replacement, park and recreation facility maintenance, and similar ongoing preventative
maintenance projects that improve services and pay financial dividends in the long run. This
PM
focus must be balanced with improvement projects that look to the future, including the
downtown streetscape project and the First Avenue railroad grade separation.
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, and Administrative Secretary Cyndi Ambrose. The
compilation of this complex document requires a significant amount of work, which was largely
performed by these four employees in the Finance Department.
Sincerely,
Thomas M. Markus
City Manager
PrA
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 2016 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.
P78
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.
BIU
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 was recently completed 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
El
Y
N
-6
L
O
U
U
U
UCI
N
cu
O
c
U
m
U
Od C
U
C
�
�
O
_
0 CO
2
N
O
U
(0
Y N -,8.
`m v
Oi°
U
d �O-
O
J �`
'E 'E O
U
El
Y
N
-6
L
O
U
U
UCI
N
O
O
c
U
m
U
Od C
ca m o
0>
0 CO
2
�FO
O
(0
Y N -,8.
`m v
Oi°
d �O-
J �`
'E 'E O
E Uy E
Q
Q�
J
Q m m U
j j
Q Q
El
Y
N
O
O
U
0 O
UCI
C
co¢
L
U
Od C
O'
0 CO
2
O
U
O er
U
Y N -,8.
`m v
0
Oti
O
E Uy E
Q
Q�
Q m m U
El
Y
N
U
U
0
U
0
0
U
0
E
a=
0
0000
Q
iT c
LL N U N
C
C,> N 01
N
Ema�
2
U
Qw iiF
T
O
°g U
LC
0 N n
OO U) N U U OI C
V/ E L
` O
0 Z N T C-
O Ui N(� Un - N O
C p O d C
O_ i w�_ E L¢ 0 N
N �EoOO mOO.E
O'E O E —L o m
Z> = d M o m
O >._ J b
N a U m m O -0
0¢wozx2
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:
19191
FY2014
FY2015
FY2016
Total FTEs
14.00
4.00
4.00
19191
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
FY2014
FY2015
FY2016
Total FTEs
1 5.60
5.50
5.50
34
City Manager:
Office Location:
Phone:
Tom Markus
410 E. Washington St.
(319)356-5010
City Manager's Office Divisions
General 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 supervises the Cable
Television activities.
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.
1917
City Manager Personnel:
FY2014
FY2015
FY2016
Total FTEs
1 17.63
16.63
15.50
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
FY2013-2015 FINANCIAL PLAN
for the
City of Iowa City
It is the mission of the Finance Department to provide quality services to residents and to
safeguard City assets. The role of the Finance Department is to support the operating
departments in achieving their program objectives utilizing effective and efficient financial
planning, reporting, and central support systems.
DEPARTMENT DESCRIPTION
Finance Administration provides direction and administrative support to departmental
operating divisions. It supervises the preparation and dissemination of financial data for use by
City Council and staff in making managerial decisions and coordinates the annual budget
process.
Administration also oversees the City's Health & Dental Reserves as Internal Service Funds
which are maintained for permanent employees' health care coverage through the City's self-
insurance plan. Finance Administration also manages the City's Employee Benefits Fund which
is a Special Revenue Fund that collects property taxes levied for the purpose of funding public
employee benefits such as IPERS, MFPRSI, health insurance, dental insurance, Social Security
and Medicare, as well as other similar benefits.
KrA
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`:
B&3
FY2014
FY2015
FY2016
Total FTE's
38.06
35.18
35.78
B&3
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.
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:
as
FY2014
FY2015
FY2016
Total FTEs
1 105.00
105.00
105.00
as
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:
42
FY2014
FY2015
FY2016
Total FTE's
1 65.0
64.0
64.0
42
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.
43
The Park Maintenance division oversees the maintenance of the City's green space and 43
designated parks. Duties include: cleaning, repairing, and maintaining park shelters;
mowing, snow and ice removal; and repair of park fixtures such as picnic tables and
garbage racks. Staff also assist organized sports groups through the operation of lighting
and irrigation systems. Staff prepare community gardens and manage dog parks, City
Park's carnival rides, and the City's disc golf course, among others. This division also
oversees Forestry and Central Business District maintenance operations.
The Cemetery Operations division occupies 40+ acres adjacent to the western edge of
Hickory Hill Park. There have been an estimated 18,000 interments in the cemetery to date.
Staff maintain all cemetery grounds, buildings, equipment, and snow route. Staff assist
family members and funeral homes regarding funeral arrangements, manage billing and
maintain records, and assist with genealogy requests.
Boards and Commissions:
A nine member Parks and Recreation Commission is appointed by the City Council to
recommend and review policies, rules, regulations, ordinances and budgets relating to parks,
playgrounds, recreational centers and cultural functions of the city and make such reports to the
City Council as the Commission deems in the public interest.
Parks & Recreation Personnel:
44
FY2014
FY2015
FY2016
Total FTEs
1 44.25
44.25
43.75
44
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—bpm
Sunday:
12 pm-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.
11=!J_1:49IT, l=I.111911*IS] 71it[07.
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.
«7
The Library is governed by a semi -autonomous nine -member board of trustees; which is
empowered by state law and city ordinance to set policy, determine goals and objectives,
direct the use of monies appropriated or gifted to the Library, and to employ staff.
Services are offered to residents of Iowa City and, through contract, residents of University
Heights, Hills, and rural Johnson County. Reciprocal agreements with other public libraries
across Iowa provide for a sharing of services through the Open Access Program. The
Library also contracts with the University of Iowa to provide access to children's literature
materials for education and library science students & faculty.
Approximately 82% of funding comes from Iowa City tax support which includes a voter
approved $.27 levy (per $1,000 taxable valuation). Other major funding sources include
contracts for service, library fines, gifts, and building rent.
The Iowa City Public Library is separated into two budgetary divisions: Library Operations
and the Library Foundation. Operations accounts for Library programs, services,
materials, and building maintenance. The Library Foundation's budget accounts for
personnel costs in the Iowa City Public Library Friends Foundation development office.
These expenditures are fully reimbursed by the Foundation.
Boards and Commissions:
Nine -member Board of Trustees appointed by the City Council with powers to set policy,
employ a Director and staff, expend tax funds allocated by the City Council, contract with other
jurisdictions, and receive and spend gift funds and other revenues.
Library Personnel:
El y
FY2014
FY2015
FY2016
Total FTEs
1 45.13
45.13
44.77
El y
Senior Center Coordinator:
Location:
Phone:
Centere
I o . 0m jj a h Cauk+ 9Ek. fl Gwen
Linda Kopping
28 South Linn Street
(319) 356-5220
Senior Center Hours of Operation:
Business Hours
8AM-5PM,
Monday — Friday
Building hours are
often extended to
accommodate evening
and weekend programming.
Extended Member Hours
7AM-7 PM,
Monday - Thursday
7 AM — 5 PM, Friday
10:30 AM — 1:30 PM,
Saturday & Sunday
Please see Calendar of Events for program schedule.
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.
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:
Cr:3
FY2014
FY2015
FY2016
Total FTEs
1 6.50
6.50
6.50
Cr:3
Neighborhood and Development Services Director: Douglas Boothroy
Office Location: 410 E. Washington St.
Phone: (319) 356-5120
Neighborhood & Development Services Divisions
General Fund Enterprise Fund
Administration Housing Authority
Development Services
Neighborhood Services
Economic Development
Special Revenue Fund
Metro Planning Organization of Johnson County
MISSION STATEMENT
The mission of the Department of Neighborhood & Development 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
Neighborhood & Development Services (NDS) includes the following General Fund
divisions: NDS Administration, Neighborhood Services, Economic Development,
Development Services, and the Metro Planning Organization of Johnson County. The Iowa
City Housing Authority, also part of NDS, is funded with federal grants; this division is found
in the Enterprise Fund section of this budget.
04
Neighborhood and Development Services Administration
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. Sustainability Services is committed to
sustainability as one of the overarching principles guiding the City's strategic plan. The
Sustainability Coordinator helps ensure that our public services and planning efforts are rooted
in sustainable principles by implementing energy conservation programs, green infrastructure
projects with include native plants, trails, public art and wildlife habitat. Greenhouse emissions
from local government operations and the community as a whole are tracked along with other
sustainability metrics. The City has also many partnerships and projects with the University of
Iowa, enhancing the ability to broaden the work on sustainability within the community.
Development Services
Building Inspection 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.
This activity 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 Building Inspection activity also enforces zoning
ordinances and responds to complaints of nuisance -related ordinance violations. Urban
Planning coordinates preparation of the Comprehensive Plan; including district plans that focus
on development, redevelopment, preservation and conservation issues within the city's ten
neighborhood districts. Drafting of these plans includes extensive citizen participation through
public planning workshops, surveys and interviews with property owners, developers, realtors,
environmental organizations and neighborhood groups. This activity also 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. Urban Planning also fulfills
state statutory requirements pertaining to zoning, development, and historic preservation.
Neighborhood Services
Housing Inspection 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. This activity also enforces
zoning ordinances and responds to complaints of nuisance -related ordinance violations.
6111
• 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.
Neighborhood Outreach 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 activity seeks to encourage action by
providing ideas and resources that help associations address their needs and interests within
the goals of the larger community. Human Services 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. Human Services also manages the donation stations for homeless
citizens. The Iowa City Housing Authority (ICHA) acts as a community leader for affordable
housing, family self-sufficiency, and homeownership opportunities. We provide: Information &
Education, Housing Assistance, Public & Private partnership opportunities. The ICHA also
manages the operations of the Peninsula Apartments reported in the Special Revenue Funds
— Peninsula Apartments Fund.
Community Development 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. This activity 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.
• 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.
Economic Development
Economic Development 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.
51
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.
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 Neighborhood Services
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.
Neighborhood & Development Services Personnel:
Neighborhood & Development Services is a new department beginning in FY2016. The old
departments of Housing & Inspection Services and Planning & Community Development were
combined.
ti1a
FY2014
FY2015
FY2016
Total FTEs
1 44.89
41.27
41.37
Neighborhood & Development Services is a new department beginning in FY2016. The old
departments of Housing & Inspection Services and Planning & Community Development were
combined.
ti1a
Public Works Director:
Administrative Office Location:
Phone:
Rick Fosse
410 E. Washington St.
(319)356-5141
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.
53
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.
53
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:
54
FY2014
FY2015
FY2016
Total FTEs
1 153.60
154.60
150.50
54
Transportation Services Director:
Parking Office Location:
Phone:
Transit Office Location:
Phone:
bonl-
BUS
ON THE GO
Chris O'Brien
335 Iowa Avenue
(319) 356-5096
1200 South Riverside Dr.
(319)356-5151
www.ebongo.org
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:
611
FY2014
FY2015
FY2016
Total FTEs
1 77.50
77.50
74.25
611
Operations Specialist
Location:
Phone:
Michael Tharp
1801 S. Riverside Drive
(319) 356-5045
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 270,000 gallons of jet fuel and aviation gasoline to aircraft
operators in FY2014.
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
FY2014
FY2015
FY2016
Total FTEs
11.00
1.00
1.00
&M
City of Iowa City
Fund Structure
Major funds
57
Budgetary Funds
Non -Budgetary
Funds
Debt
Capital
General
Special
Permanent
Enterprise
Internal
Service
Projects
Fund
Revenue Funds
Funds
Funds
Service Funds
Fund
Fund
Community
Debt Service
Perpetual Care
Capital
General (10**)
Development Block
(50**)
(6001)
Parking (710*)
Projects
Equipment (810*)
Grant (2100)
HOME 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)
Refuse Collection
Health Insurance
Energy Efficiency 8
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)
(78**)
Tax Increment
Public Housing
Financing (26**)
Authority (79**)
General Rehabilitation
& Improvement
Program (2810)
Self -Supporting
Municipal
Improvement District
2820
Major funds
57
1:1,11 Bic] AValyd111hi11339:11L4to] :10
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.
61.1
Departments & Divisions by Fund
General Fund
City Council Neighborhood & Development Services
NDS Administration
Development Services
City Clerk Neighborhood Services
Economic Development
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
Finance Administration Library
Accounting Library General
Purchasing Library Foundation
Revenue
Police Senior Center
Police Administration
Police Administrative Services
Police Field Operations
Fire Public Works
Fire Administration Public Works Administration
Fire Emergency Operations Engineering Services
Fire Prevention
Fire Training
tix:
Departments & Divisions by Fund
Special Revenue Funds
CDBG Fund Peninsula Apartments Fund
Neighborhood & Development Services Neighborhood & Development Services
Neighborhood Services Housing Authority
HOME Grant Fund
Neighborhood & Development Services
Neighborhood Services
Road Use Tax Fund
Public Works
Streets Operations
Other Shared Revenues Fund
Neighborhood & Development Services
Neighborhood Services
Tax Increment Financing Fund
Neighborhood & Development Services
Economic Development
General Rehabilitation & Impry Program
Neighborhood & Development Services
Neighborhood Services
Self -Supporting Municipal Impry District
Neighborhood & Development Services
Neighborhood Services
Energy Efficiency & Conservation Block Grant
Public Works
Public Works Administration
UniverCity Fund
Neighborhood & Development Services
Neighborhood Services
Metro Planning Organization of Johnson County
Neighborhood & Development Services
Metro Planning Organization of Johnson County
Employee Benefits Fund
Finance
Finance Administration
Perpetual Care
Parks & Recreation
Cemetery Operations
Permanent Funds
Nu
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
Cable Television
City Manager
Communcations Office
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
Refuse Collection Fund
Public Works
Refuse Collection
Housing Authority Fund
Neighborhood & Development 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
Ril
Q
a Arra V
I*A
F
Y
2
0
1
6
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)
Q
a Arra V
IUN:11: �:LirIs] 01 Eel ar:1:81101 VEel Film Wil 011
Introduction
This Three -Year Financial Plan is for fiscal years FY2015 through FY2017, 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 FY2015 through FY2019.
Basis of Accounting
The modified accrual basis of accounting has been used for preparation of the
City's fiscal year 2016 budget for all funds and fund types including proprietary
funds. Fiscal year 2015 was 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 2016 budget is similar to the accounting basis used in
Mi
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.
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.)
rxy
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.
By mid-December, the City Manager and Finance Department decide which
modifications to operations will be made. A tax levy is computed. Analysis is
done so all funds have required balances or zero balances. Then the Proposed
Financial Plan document is printed.
City Council reviews the Proposed Financial Plan during the month of January.
In February, The Proposed Financial Plan and a memo of Council's changes are
presented to the public. A public hearing is held at least one week prior to the
final adoption.
In March, the final Financial Plan is adopted. The State of Iowa requires a one-
year budget be adopted by March 15 of each year. The applicable year in Iowa
City's three-year Financial Plan is adopted as the annual budget to satisfy State
requirements.
Amending the Adopted Budget
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 31St, 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
MA
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.
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.
BL:3
Financial Plan Preparation Schedule
October 1, 2014
At the department staff meeting, directors will review fiscal policies and priorities,
present special budget issues, distribute budget manuals, and instruct staff on
budget preparation process and schedule.
October 2 — October 24, 2014
Munis system is available for departments to update line item budgets and to add
budget requests for each activity. Finance Department develops personnel
budget through consultation with the Human Resource department and each
individual department.
October 24, 2014
Department directors deliver budget summary to City Manager's office and
Finance Department. Munis financial system is closed for departmental updates.
November 3 — November 21, 2014
City Manager and Finance Director meet with each department to discuss their
budget requests and submittals.
November 24 — December 4, 2014
City Manager's office reviews budget requests to determine budget issues and
discussion items; a comprehensive summary of significant budget issues is
prepared. The Finance Department combines budget requests and prepares
financial summaries.
December 12, 2014
City Manager and Finance Department finalize departmental budget requests
and integrate Capital Improvement Program and Service Efforts and
Accomplishment programs.
December 18, 2014
City Manager and City Council discuss budget process overview, budget
environment, and preliminary budget issues. Preliminary City budget distributed
to City Council.
January 2 — February 3, 2015
City Council meets with City Manager to discuss proposed budget, significant
budget issues, and to incorporate Council policy preferences.
February 17, 2015
City Council approves notice of public hearing on the proposed fiscal year 2016
budget.
M
February 20, 2015
Publication of notice of public hearing on the proposed fiscal year 2016 budget.
City budget made available for public inspection at city hall and library.
March 3, 2015
Following public hearings, proposed fiscal year 2016 Budget adopted.
March 13, 2015
Adopted 2016 budget certified with Johnson County Auditor.
March 17, 2015
Set hearing for fee and rate changes for fiscal year 2016.
April 1, 2015
Amended and adopted budgets distributed to department directors.
July 1, 2015
New fiscal year begins.
rnI
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
71
- 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
efforts.
Service Level Guidelines:
- Deliver service levels which are consistent with the citizens' willingness to pay and
the City's available resources.
- Base decisions to reduce service levels or eliminate programs on City-wide
priorities.
- Recognize that City employees are one of the City government's most valuable
resources and are essential to the delivery of high quality, efficient services.
Revenue Guidelines:
- Property tax levy rates will not exceed the limits as established by the State of Iowa.
- Revise user fee rate structures to charge the costs of service provided to the
benefiting customers, while maintaining sensitivity to the needs of low income
citizens.
Expenditure Guidelines:
- Support responsible management efforts to increase productivity by providing
resources for office automation, preventive maintenance, risk
management/employee safety, and employee training.
rill
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 use the City Council Strategic Plan as the basis
for its economic development activities. Inherent in the plan is to attract new
development including residential, commercial and industrial uses to grow the tax
base. 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.
rig]
• For Tax Increment Financing, rebates shall be the preferred arrangement.
• 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
74
available and feasible. For the Airport, it is policy that the General Fund will match
up to $100,000 in grants received per year.
• The City shall utilize available funding sources for capital improvements whenever
practical and feasible such as but not limited to:
- federal and state grant funds
- special assessments
- developer contributions
• The City will maintain its physical assets at a level adequate to protect the City's
capital investment and to minimize future maintenance and replacement costs. The
budget will provide for the adequate maintenance and the orderly replacement of the
capital plant and equipment from current revenues when possible.
RESERVE POLICIES
• The City will establish a contingency line -item in the annual General Fund operating
budget to provide for unanticipated expenditures or to meet unexpected small
increases in service delivery costs, budgeted at % of one percent of expenditures.
• Operating 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 20% of total expenditures and transfers out,
with a ceiling of 30%. Fund balances in excess of 30% 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
30% 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
VM
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.
• 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 Financial Report (CAFR) in
accordance with generally accepted accounting principles as outlined by the
Governmental Accounting Standards Board.
VM
City of Iowa City
All Fund Summary
Fiscal Year 2016
III
Estimated
Estimated
Unassigned
Fund
Fund
Restricted,
Fund
Balance
Budgeted
Transfers
Budgeted
Transfers
Balance
Committed,
Balance
7/1/2015
Revenues
In
Expenditures
Out
6/30/2016
Assigned
6/30/2016
Budgetary Funds
General Fund
10" General Fund
$ 43,151,518
$ 45,524,416
$10,684,362
$ 50,327,585
$25,579,581
$ 23,453,130
$ 5,432,221
$ 18,020,909
Special Revenue Funds
2100 Community Dev Block Grant
151,196
859,962
-
753,955
-
257,203
-
257,203
2110 HOME
43,496
560,456
-
551,612
-
52,340
-
52,340
2200 Road Use Tax Fund
4,708,691
6,794,627
396,370
5,840,581
1,198,111
4,860,996
-
4,860,996
2300 Other Shared Revenue
63
-
-
-
-
63
-
63
2350 Metro Planning Ong of Johnson Co
151,439
331,761
302,554
610,325
-
175,429
-
175,429
2400 Employee Benefits
1,494,118
10,477,754
-
951,539
9,389,267
1,631,066
-
1,631,066
2510 Peninsula Apartments
95,740
70,119
-
48,206
-
117,653
-
117,653
26" Tax Increment Financing
6,073
1,020,126
-
42,500
977,626
6,073
-
6,073
2820 SSMID-Downtown District
-
306,009
-
306,009
-
-
-
-
Debt Service Fund
5" Debt Service
6,175,774
13,231,665
1,420,503
13,207,838
-
7,620,104
811,288
6,808,816
Permanent Funds
6001 Perpetual Care
115,450
96
-
-
-
115,546
-
115,546
Enterprise Funds
710* Parking
3,062,395
5,328,876
-
3,270,015
891,437
4,229,819
385,583
3,844,236
715` Mass Transit
4,248,445
4,206,668
3,245,511
6,879,486
215,651
4,605,487
1,336,718
3,268,769
720* Wastewater
17,892,588
12,965,154
4,688,036
10,268,609
7,538,036
17,739,133
9,653,245
8,085,888
730* Water
11,682,431
9,412,456
2,010,716
8,423,501
3,664,016
11,018,086
4,218,079
6,800,007
7400 Refuse Collection
801,587
3,057,022
-
3,088,438
-
770,171
-
770,171
750` Landfill
22,412,058
5,833,264
1,076,415
4,437,980
825,327
24,058,430
22,399,923
1,658,506
7600 Airport
631,782
324,100
121,929
346,072
114,000
617,739
100,000
517,739
7700 Stonnwater
1,788,688
1,140,978
-
786,064
500,000
1,643,602
-
1,643,602
780` Cable Television
1,491,974
-
-
-
1,491,974
-
-
-
79" Housing Authority
5,611,798
8,055,240
-
7,537,903
45,184
6,083,951
2,885,424
3,198,527
Capital Project Funds
Captial Projects
7,476,753
20,423,585
28,683,814
40,194,098
200,000
16,190,054
-
16,190,054
Total Budgetary Funds
$133,194,055
$149,924,334
$ 52,630,210
$ 157,872,316
$ 52,630,210
$125,246,073
$ 47,222A81
$ 78,023,591
Non -Budgetary Funds
Internal Service Funds
810* Equipment
$ 9,295,228
$ 6,446,145
$ -
$ 5,990,748
$ -
$ 9,750,625
$ 6,930,562
$ 2,820,063
8200 Risk Management
3,055,646
1,476,424
-
1,329,373
-
3,202,697
-
3,202,697
830` Information Technology
2,299,915
2,192,829
-
2,118,404
-
2,374,340
-
2,374,340
8400 Central Services
652,005
256,208
-
308,458
-
599,755
-
599,755
8500 Health Insurance Reserves
10,371,270
7,841,907
-
7,880,283
-
10,332,894
4,151,797
6,181,097
8600 Dental Insurance Reserves
119,976
377,699
-
359,275
-
138,400
-
138,400
Total Non -Budgetary Funds
$ 25,794,040
$ 18,591,211
$ -
$ 17,986,541
$ -
$ 26,398,711
$11,082,359
$ 15,316,352
Total All Funds
$ 158,988,095
$ 168,515,545
$52,630,210
$ 175,858,857
$52,630,210
$ 151,644,784
$ 58,304,840
$ 93,339,943
III
City of Iowa City
All Funds
Revenues by Fund
If1
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Budgetary Fund Revenues
General Fund
10" General Fund
$ 53,914,461
$ 50,939,996
$ 47,909,615
$ 48,224,425
$ 45,524,416
$ 44,892,525
Special Revenue Funds
2100 Community Dev Block Grant
909,142
1,249,318
1,063,854
1,006,351
859,962
859,962
2110 HOME
815,658
749,760
680,968
641,922
560,456
560,456
2200 Road Use Tax Fund
6,503,513
6,591,930
6,854,375
6,657,760
6,794,627
6,794,477
2300 Other Shared Revenue
5,956,946
3,179,010
833,364
3,150,000
-
-
2310 Energy Eff& Cons Block Grant
430,786
100,251
72,318
-
-
-
2315 UniverCity Neighborhood Pship
4,538,391
1,284,035
-
-
-
-
2350 Metro Planning Org of Johnson Cc
319,826
317,399
371,754
323,545
331,761
340,473
2400 Employee Benefits
10,150,122
9,689,814
9,809,865
9,714,870
10,477,754
10,477,754
2510 Peninsula Apartments
58,963
60,559
70,119
60,559
70,119
71,521
26- Tax Increment Financing
839,486
408,274
434,670
652,624
1,020,126
1,089,439
2810 General Rehab & Improv Program
153,672
-
-
-
-
-
2820 SSMID-Downtown District
-
277,672
275,805
296,141
306,009
306,009
Debt Service Fund
5"' Debt Service
13,507,482
14,072,873
15,081,928
13,497,271
13,231,665
13,181,665
Permanent Funds
6001 Perpetual Care
239
405
259
-
96
96
Enterprise Funds
710' Parking
4,851,940
4,959,159
5,364,605
5,167,627
5,328,876
5,548,876
715' Mass Transit
-
3,896,478
4,590,737
4,349,563
4,206,668
6,968,235
720' Wastewater
12,995,670
13,283,613
12,854,215
13,450,211
12,965,154
12,899,426
730' Water
13,799,113
8,993,449
8,627,583
9,242,556
9,412,456
9,412,456
7400 Refuse Collection
2,958,686
2,945,036
3,057,759
3,017,982
3,057,022
3,107,022
750' Landfill
5,488,647
5,095,703
5,528,481
5,336,653
5,833,264
5,826,020
7600 Airport
711,488
652,283
567,877
1,121,484
324,100
324,100
7700 Stormwater
787,310
972,369
1,099,702
1,202,321
1,140,978
1,140,978
780' Cable Television
823,849
829,637
775,908
687,580
-
-
79- Housing Authority
7,335,275
7,340,886
7,318,167
7,393,837
8,055,240
8,055,240
Capital Project Funds
Captial Projects
19,216,808
35,772,665
38,936,944
28,437,021
20,423,585
18,186,436
Total Budgetary Revenues
$ 167,067,473
$ 173,662,574
$ 172,180,871
$ 163,632,303
$ 149,924,334
$ 150,043,167
Non -Budgetary Fund Revenues
Internal Service Funds
810' Equipment
$ 5,652,704
$ 5,858,464
$ 6,102,522
$ 6,069,480
$ 6,446,145
$ 6,566,990
8200 Risk Management
1,530,530
1,273,402
1,191,171
1,398,223
1,476,424
1,504,904
830' Information Technology
2,017,746
1,860,961
1,743,322
2,001,016
2,192,829
2,218,743
8400 Central Services
238,989
236,554
236,445
238,071
256,208
261,317
8500 Health Insurance Reserves
7,884,269
7,619,744
7,502,409
7,678,437
7,841,907
8,233,509
8600 Dental Insurance Reserves
344,320
352,828
360,977
365,000
377,699
388,352
Total Non -Budgetary Expenditures
$ 17,668,558
$ 17,201,953
$ 17,136,846
$ 17,750,227
$ 18,591,211
$ 19,173,815
Total Revenues -All Funds
$ 184,736,031
$ 190,864,527
$ 189,317,717
$ 181,382,530
$ 168,515,545
$ 169,216,982
If1
City of Iowa City
All Funds
Revenues by Type
Fed Intergovnt Revenue
2012
2013
2014
2015
2016
2017
Property Tax Credits
Actual
Actual
Actual
Revised
Budget
Projected
Budgetary Fund Revenues
6,447,020
6,508,053
6,744,663
6,616,545
6,744,663
6,744,663
Property Taxes
$ 49,542,640
$ 50,416,210
$ 50,046,477
$ 51,608,730
$ 52,031,859
$ 52,031,859
Delinquent Property Taxes
1,219
3,408
5,101
-
-
-
TIF Revenues
838,766
376,192
434,670
652,624
1,020,126
1,089,439
Other City Taxes
11,314,443
11,216,538
3,309,479
2,594,500
2,789,918
2,789,918
General Use Permits
56,953
76,896
89,072
74,492
87,011
86,981
Food & Liq Licenses
99,187
109,068
100,437
103,933
99,912
99,912
Professional License
17,310
18,190
16,610
17,955
16,610
16,610
Franchise Fees
820,285
821,183
773,019
679,174
727,698
727,698
Misc Permits & Licenses
9,346
9,914
11,679
9,964
11,679
11,679
Const Per & Ins Fees
1,111,460
1,553,320
1,427,856
1,356,956
1,280,144
1,280,144
Misc Lic & Permits
25,678
21,983
27,998
23,053
26,281
26,281
Licenses, Permits, & Fees
2,140,219
2,610,554
2,446,671
2,265,527
2,249,335
2,249,305
Interest Revenues
1,742,733
1,038,618
809,418
1,086,673
742,838
659,866
Rents
1,104,933
1,095,260
1,208,668
1,315,989
1,192,640
1,194,042
Parking Meter Revenue
790,574
789,191
-
-
-
-
Parking Lot Revenue
191,355
212,500
-
-
-
-
Parking Ramp Revenue
3,905,901
4,136,730
-
-
-
-
Misc Parking Revenue
162,415
132,547
-
-
-
-
Royalties & Commissions
66,270
75,562
81,630
76,317
80,634
80,634
Use Of Money And Property
7,964,181
7,480,408
2,099,716
2,478,979
2,016,112
1,934,542
Fed Intergovnt Revenue
12,129,597
29,151,485
19,630,929
16,787,534
16,406,042
16,384,453
Property Tax Credits
49,372
57,528
72,550
1,083,921
2,150,896
2,150,896
Road Use Tax
6,447,020
6,508,053
6,744,663
6,616,545
6,744,663
6,744,663
State 28E Agreements
1,614,125
1,761,212
1,810,341
1,914,181
1,684,894
1,744,894
Operating Grants
61,033
76,694
90,067
81,500
90,067
90,067
Disaster Assistance
1,418
261,106
183,941
141,615
-
-
Other State Grants
14,532,429
16,699,487
13,613,286
17,392,678
2,237,352
4,092,714
Local 28E Agreements
969,379
998,153
981,226
983,711
980,701
983,451
Intergovernmental
35,804,373
55,513,718
43,127,003
45,001,685
30,294,615
32,191,138
Building & Devlpmt
330,934
476,716
501,386
340,829
358,082
358,082
Police Services
135,035
269,023
88,193
50,270
31,335
31,335
Animal Care Services
9,539
8,873
9,230
11,420
10,000
10,000
Fire Services
9,086
10,529
8,573
10,305
7,500
7,500
Transit Fees
1,121,409
1,292,339
1,384,792
1,290,908
1,385,691
1,413,387
Culture & Recreation
780,074
728,364
768,033
831,155
805,961
805,961
Library Charges
304
57
46
57
-
-
Misc Charges For Services
75,239
57,590
47,228
50,569
52,236
52,236
Water Charges
8,232,517
8,679,147
8,448,340
9,087,539
9,271,112
9,271,112
Wastewater Charges
12,548,976
12,889,204
12,555,994
12,889,204
12,555,993
12,555,993
Refuse Charges
3,395,269
3,321,736
3,446,255
3,395,719
3,446,256
3,496,256
Landfill Charges
4,778,585
4,733,705
4,967,453
4,733,705
5,269,970
5,269,970
Stormwater Charges
785,450
969,936
1,082,733
1,200,000
1,140,000
1,140,000
Parking Charges
5,758,372
5,243,427
5,751,956
5,984,868
Charges For Fees And Services
32,202,417
33,437,219
39,066,628
39,135,107
40,086,092
40,396,699
IB1
City of Iowa City
All Funds
Revenues by Type
Special Assessments
2012
2013
2014
2015
2016
2017
Miscellaneous
Actual
Actual
Actual
Revised
Budget
Projected
Code Enforcement
455,264
451,306
415,839
455,386
415,841
415,841
Parking Fines
744,285
673,223
512,997
975,000
512,997
512,997
Library Fines & Fees
201,157
182,418
175,666
182,418
175,666
175,666
Contrib & Donations
254,392
941,615
729,355
371,142
413,318
484,386
Printed Materials
43,063
44,196
46,507
39,569
43,136
43,136
Animal Adoption
13,020
10,620
9,557
11,264
11,060
11,060
Misc Merchandise
67,091
62,252
55,924
64,174
59,036
59,036
Intra -City Charges
2,669,720
2,587,123
2,849,665
2,739,292
2,766,196
2,966,196
Other Misc Revenue
1,164,254
877,624
719,079
769,300
634,418
604,407
Special Assessments
1,740
1,013
979
979
979
Miscellaneous
5,613,986
5,831,390
5,515,568
5,607,545
5,032,647
5,273,704
Debt Sales
14,845,362
2,690,020
20,114,973
8,797,457
12,982,068
11,505,000
Sale Of Assets
4,059,276
1,997,537
2,701,837
2,936,362
494,150
94,150
Insurance Recoveries
54,640
7,520
-
-
-
-
Loans
2,685,951
2,081,860
3,312,749
2,553,787
927,412
487,412
Other Financial Sources
21,645,229
6,776,937
26,129,559
14,287,606
14,403,630
12,086,562
Total Budgetary Revenues
$ 167,067,473
$ 173,662,574
$ 172,180,871
$ 163,632,303
$ 149,924,334
$ 150,043,167
Non -Budgetary Fund Revenues
Internal Service Funds
$ 17,668,558
$ 17,201,953
$ 17,136,846
$ 17,750,227
$ 18,591,211
$ 19,173,815
Total Non -Budgetary Revenues
$ 17,668,558
$ 17,201,953
$ 17,136,846
$ 17,750,227
$ 18,591,211
$ 19,173,815
Total Revenues -All Funds
$ 184,736,031
$ 190,864,527
$ 189,317,717
$ 181,382,530
$ 168,515,545
$ 169,216,982
Oth
Miscellaneous
3%
Budgetary Fund Revenues by Type
Charges For Fees And
Services
24%
venues
D%
Other City Taxes
2%
censer, Permits, & Fees
1%
K Money And Property
2%
Intergovernmental
27%
City of Iowa City
All Funds
Expenditures by Fund
Capital Project Funds
Governmental
2012
2013
2014
2015
2016
2017
Enterprise
Actual
Actual
Actual
Revised
Budget
Projected
Budgetary Fund Expenditures
$ 166,329,277
$ 187,212,505
$ 154,260,231
$ 196,842,701
$ 157,872,316
$ 162,084,850
General Fund
10- General Fund
$ 49,970,857
$ 44,405,272
$ 49,786,353
$ 54,115,992
$ 50,327,585
$ 50,126,398
Special Revenue Funds
$ 4,797,854
$ 5,149,268
$ 4,511,328
$ 6,643,635
$ 5,990,748
$ 5,428,573
2100 Community Dev Block Grant
2,405,661
1,453,301
1,069,301
849,708
753,955
771,170
2110 HOME
827,052
741,437
679,030
594,330
551,612
563,094
2200 Road Use Tax Fund
5,216,698
5,091,336
4,701,997
5,624,316
5,840,581
5,843,182
2300 Other Shared Revenue
6,367,512
2,421,381
753,426
3,150,000
-
-
2310 Energy Eff & Cons Block Grant
426,643
90,507
-
-
-
-
2315 UniverCity Neighborhood Pship
4,819,845
950,383
(547)
-
-
-
2350 Metro Planning Org of Johnson Cc
661,153
643,917
674,335
696,562
610,325
627,273
2400 Employee Benefits
853,006
616,602
714,090
995,717
951,539
971,098
2510 Peninsula Apartments
45,131
55,036
50,662
56,225
48,206
49,269
26- Tax Increment Financing
569,333
7,098
145,319
13,591
42,500
42,500
2810 General Rehab & Improv Program
200,436
-
-
-
-
-
2820 SSMID-Downtown District
-
277,672
277,395
296,141
306,009
306,009
Debt Service Fund
5"' Debt Service
28,713,981
19,170,582
13,160,156
17,315,399
13,207,838
13,729,250
Permanent Funds
6001 Perpetual Care
-
-
-
-
-
-
Enterprise Funds
710' Parking
3,933,635
3,770,254
3,758,909
11,428,137
3,270,015
4,562,204
715' Mass Transit
-
6,155,701
7,080,024
6,928,321
6,879,486
10,415,917
720' Wastewater
11,855,425
11,523,353
9,916,268
10,437,884
10,268,609
10,452,611
730' Water
7,755,976
12,624,784
7,728,440
8,199,632
8,423,501
8,517,800
7400 Refuse Collection
2,932,956
2,929,934
2,886,776
3,006,805
3,088,438
3,167,185
750' Landfill
4,310,812
4,142,885
4,314,300
4,722,366
4,437,980
4,541,203
7600 Airport
330,776
321,256
363,552
358,380
346,072
349,550
7700 Stormwater
605,146
695,405
482,255
705,953
786,064
859,741
780' Cable Television
679,691
662,800
747,541
699,328
-
-
79- Housing Authority
7,818,871
7,644,701
7,614,681
7,343,842
7,537,903
7,697,933
Capital Project Funds
Governmental
14,250,404
21,665,402
17,042,914
41,516,396
36,301,340
33,225,865
Enterprise
10,778,277
39,151,506
20,313,054
17,787,676
3,892,758
5,265,598
Total Budgetary Expenditures
$ 166,329,277
$ 187,212,505
$ 154,260,231
$ 196,842,701
$ 157,872,316
$ 162,084,850
Non -Budgetary Funds Expenditures
Internal Service Funds
810' Equipment
$ 4,797,854
$ 5,149,268
$ 4,511,328
$ 6,643,635
$ 5,990,748
$ 5,428,573
8200 Risk Management
1,182,799
2,474,803
1,106,268
1,495,273
1,329,373
1,357,863
830' Information Technology
1,761,564
1,746,003
2,051,009
2,680,005
2,118,404
2,404,444
8400 Central Services
201,342
206,049
281,955
301,938
308,458
288,636
8500 Health Insurance Reserves
6,476,112
5,931,135
7,465,001
7,703,828
7,880,283
8,274,253
8600 Dental Insurance Reserves
332,162
322,709
344,693
379,829
359,275
370,053
Total Non -Budgetary Expenditures
$ 14,751,833
$ 15,829,967
$ 15,760,254
$ 19,204,508
$ 17,986,541
$ 18,123,821
Total Expenditures - All Funds
$ 181,081,110
$ 203,042,472
$ 170,020,486
$ 216,047,209
$ 175,858,857
$ 180,208,671
City of Iowa City
All Funds
Expenditures by State Program by Department
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Budgetary Funds Expenditures
Finance
$ 613,987
$ 307,130
$ 382,989
$ 652,590
$ 584,226
$ 595,911
Police
11,388,735
11,443,807
12,248,973
13,216,781
12,892,439
13,129,461
Fire
7,001,473
7,093,507
7,401,786
7,875,910
7,754,662
7,973,413
Neighborhood& Dvlpmnt Services
1,577,128
1,478,701
1,521,519
1,267,962
1,436,814
1,477,850
Park and Rec Adminstration
125
-
-
-
-
Public Safety
20,581,448
20,323,145
21,555,267
23,013,243
22,668,141
23,176,634
Parks Maintenance
452,604
485,736
504,217
501,047
584,247
599,306
Public Works
6,844,165
6,337,936
5,844,896
6,923,232
7,230,923
7,273,593
Mass Transit
6,520,244
-
-
-
-
Public Works
13,817,013
6,823,672
6,349,113
7,424,279
7,815,170
7,872,899
Planning & Community Dvlpmnt
292,997
264,333
303,841
283,833
289,646
Health and Social Services
-
292,997
264,333
303,841
283,833
289,646
Park and Rec Adminstration
326,542
313,910
362,159
618,388
332,349
341,721
Recreation
2,801,548
2,870,350
2,852,525
3,066,959
2,993,065
3,014,087
Parks Maintenance
2,348,849
2,182,062
2,429,858
2,521,186
2,604,210
2,616,299
Cemetery
381,117
315,647
317,669
350,407
353,757
363,563
Library
5,758,770
5,692,845
5,877,520
6,038,379
6,150,211
6,239,306
Senior Center
828,740
840,519
825,124
936,159
898,419
904,928
Culture and Recreation
12,445,566
12,215,333
12,664,855
13,531,478
13,332,011
13,479,905
Parks Maintenance
544,331
517,093
518,415
693,040
579,941
594,880
Neighborhood & Dvlpmnt Services
17,364,458
9,503,807
10,460,235
13,277,099
5,918,394
4,903,728
Community and Economic Dvlpmnt
17,908,789
10,020,900
10,978,650
13,970,139
6,498,335
5,498,608
City Council
133,922
103,002
123,298
116,138
119,412
122,355
City Clerk
533,569
489,167
533,845
516,040
576,888
522,663
City Attorney
654,080
654,800
676,519
713,474
712,939
733,912
City Manager
1,509,148
1,468,756
1,500,672
1,906,742
2,260,704
2,285,143
Finance
4,289,424
3,878,221
3,806,925
4,239,012
4,465,285
4,601,215
Park and Rec Adminstration
490,368
483,947
397,884
658,196
699,594
717,014
General Government
7,610,511
7,077,894
7,039,143
8,149,602
8,834,822
8,982,302
Debt Service
28,713,981
19,170,582
13,160,156
17,315,399
13,207,838
13,729,250
Governmental Capital Projects
14,250,404
21,665,402
17,042,914
41,516,396
36,301,340
33,225,865
Capital Projects
14,250,404
21,665,402
17,042,914
41,516,396
36,301,340
33,225,865
City Manager
679,691
662,800
747,541
699,328
-
-
Housing Authority
7,818,871
7,644,701
7,614,681
7,343,842
7,537,903
7,697,933
Public Works
27,460,315
31,916,361
25,328,039
27,072,640
27,004,592
27,538,541
Transportation Services
3,933,635
9,925,955
10,838,933
18,356,458
10,149,501
14,978,121
Airport
330,776
321,256
363,552
358,380
346,072
349,550
Enterprise Capital Projects
10,778,277
39,151,506
20,313,054
17,787,676
3,892,758
5,265,598
Enterprise
51,001,565
89,622,579
65,205,800
71,618,324
48,930,826
55,829,742
Total Budgetary Expenditures
$ 166,329,277
$ 187,212,505
$ 154,260,231
$ 196,842,701
$ 157,872,316
$ 162,084,850
Non -Budgetary Funds Expenditures
Finance
$ 9,953,979
$ 10,680,699
$ 11,248,926
$ 12,560,873
$ 11,995,793
$ 12,695,248
Public Works
4,797,854
5,149,268
4,511,328
6,643,635
5,990,748
5,428,573
Internal Service
14,751,833
15,829,967
15,760,254
19,204,508
17,986,541
18,123,821
Total Non -Budgetary Expenditures
$ 14,751,833
$ 15,829,967
$ 15,760,254
$ 19,204,508
$ 17,986,541
$ 18,123,821
Total Expenditures - All Funds
$ 181,081,110
$ 203,042,472
$ 170,020,486
$ 216,047,209
$ 175,858,857
$ 180,208,671
82
City of Iowa City
All Funds
Expenditures by State Program by Department
Budgetary Fund Expenditures by State Program
Public Safety
14%
Health and Social Services
Pu 0%
5
Enterprise
31%
Culture and Recreation
Debt Service
Governmental Capital 8%
Projects
23%
and Economic
pmnt
4%
City of Iowa City
Revised Budgeted Transfer Schedule
Fiscal Year 2015
General
Special
Revenue
Transfers In
Debt
TIF Special Capital Service
Revenue Projects Fund
Internal
Service
Enterprise
Debt
Reserves
Total
General Fund
$ 1,400,938
$ 121,672
$ 4,217,623
$ 140,000
$ 99,737
$ 3,040,257
Road Use Tax Fund
$ 8,920,490
Special Revenue Funds:
390,883
Other Special Revenue Funds
121,672
231,924
Empl Benefits Levy
8,547,359
390,883
353,596
Debt Service Fund
140,000
8,938,242
Road Use Tax
73,290
231,924
950,000
Enterprise Funds
3,040,257
1,255,214
Energy Efficiency Loans
48,924
4,861,030
Debt Service Reserves
48,924
Transfers from TIF Districts
13,007,902
Capital Project Funding
4,217,623
652,624
652,624
Enterprise Funds:
Internal Service Funds
189,624
189,624
From Parking Operations
$ 8.920.490
$ 10,242,380
(103,775)
$ 200.000
$ - $ -
144,172
3,943,875
3,984,272
From Transit Operations
54,000
192,388
246,388
From Wastewater Operations
9,200,000
189,624
4,559,962
13,949,586
From Water Operations
568,400
333,225
2,008,715
2,910,340
From Refuse Operations
100,000
100,000
From Landfill Operations
685,000
747,087
2,495,350
3,927,437
From Airport Operations
117,955
512,126
630,081
From Storm Water Operations
50,000
50,000
From Broadband
55,000
25,000
80,000
From IC Housing Authority
44,737
44,737
Capital Project Funds
200,000
200,000
Total Transfers In:
$ 10,170,248
$ 744,479
$ - $ 15,839,203
$ 1,125,849
$ 189,624
$ 4,861,030
$ 13,007,902
$ 45,938,335
General
Special
Revenue
TIF Special
Revenue
Transfers Out:
Debt
Capital Service Internal
Projects Fund Service
Debt
Enterprise Reserves
Total
General Fund
$ 1,400,938
$ 8,669,573
$ 99,737
$ 10,170,248
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
200,000
1,620,773
4,861,030
Debt Service Reserves
13,007,902
13,007,902
Capital Project Funding
4,217,623
950,000
10,671,580
15,839,203
Internal Service Funds
189,624
189,624
Total Transfers Out:
$ 8.920.490
$ 10,242,380
$ 652.624
$ 200.000
$ - $ -
$ 25,922,841 $ -
$ 45,938,335
General Fund
Special Revenue Funds:
Empl Benefits Levy
Road Use Tax
Transfers from TIF Districts
Enterprise Funds:
From Parking Operations
From Transit Operations
From Wastewater Operations
From Water Operations
From Landfill Operations
From Airport Operations
From Storm Water Operations
From Broadband
From IC Housing Authority
Capital Project Funds
City of Iowa City
Revised Budgeted Transfer Schedule
Fiscal Year 2016
Transfers In
Debt
Special TIF Special Capital Service Internal Debt
General Revenue Revenue Proiects Fund Service Enterprise Reserves Total
$ 72,422 $ 98,067
8,992,897 396,370
78,624 204,487
3,261
1,491,974
45,184
$ 22,017,600 $ 160,052 $ 3,231,440 $ 25,579,581
9,389,267
915,000 1,198,111
20,714 953,651 977,626
670,000
221,437
891,437
50,000
165,651
215,651
3,050,000
4,488,036 7,538,036
1,346,500 306,800
2,010,716 3,664,016
825,327
825,327
114,000
Special
114,000
500,000
500,000
General
1,491,974
Revenue
Projects Fund Service
45,184
Reserves Total
200,000
200,000
Total Transfers In: $ 10,684,362 $ 698,924 $ . $ 28,683,814 $ 1,420,503 $ . $ 4,643,855 $ 6,498,752 $ 52,630,210
Total Transfers Out: $ 25,579,581 $ 10,587,378 $ 977,626 $ 200,000 $ . $ . $ 15,285,625 $ . $ 52,630,210
Transfers Out:
Debt
Special
TIF Special
Capital Service Internal
Debt
General
Revenue
Revenue
Projects Fund Service
Enterprise
Reserves Total
General Fund
$ 72,422
$ 9,071,521
$ 3,261
$ 1,537,158
$ 10,684,362
Road Use Tax Fund
396,370
396,370
Other Special Revenue Funds
98,067
204,487
302,554
Debt Service Fund
160,052
953,651
306,800
1,420,503
Enterprise Funds
3,231,440
200,000
1,212,415
4,643,855
Debt Service Reserves
6,498,752
6,498,752
Capital Project Funding
22,017,600
915,000
20,714
5,730,500
28,683,814
Total Transfers Out: $ 25,579,581 $ 10,587,378 $ 977,626 $ 200,000 $ . $ . $ 15,285,625 $ . $ 52,630,210
City of Iowa City
Revised Budgeted Transfer Schedule
Fiscal Year 2017
General
Special
Revenue
TIF Special Capital
Revenue Projects
Transfers In
Debt
Service Internal
Fund Service
Enterprise
Debt
Reserves
Total
General Fund
$ 72,422
$ 100,784
$ 775,365
$ 140,000
$ 3,234,961
46,087
$ 4,323,532
Special Revenue Funds:
408,261
408,261
Empl Benefits Levy
8,992,897
408,261
9,401,158
Road Use Tax
80,983
210,151
1,715,000
300,900
2,0GS134
Transfers from TIF Districts
3,234,961
75,000
971,939
1,189,684
1,046,939
Enterprise Funds:
6,451,424
6,451,424
From Parking Operations
775,365
1,715,000
400,000
228,357
5,610,490
628,357
From Transit Operations
$ 4,323,532
$ 11,407,292
$ 1,046,939
$ 225,000 $ - $
136,000
$ 13,598,585 $ -
136,000
From Wastewater Operations
2,500,000
4,431,246
6,931,246
From Water Operations
1,145,000
300,900
2,020,178
3,466,078
From Refuse Operations
700,000
700,000
From Landfill Operations
825,327
825,327
From Airport Operations
165,490
165,490
From Storm Water Operations
700,000
700,000
From IC Housing Authority
46,087
46,087
Capital Project Funds
225,000
225,000
Internal Service Funds:
From Equipment
1,100,000
1,100,000
Total Transfers In:
$ 9,192,389
$ 719,196
$ - $ 9,275,855
$ 1,412,839 $ -
$ 4,649,645
$ 6,451,424
$ 31,701,348
General
Special
Revenue
TIF Special
Revenue
Transfers Out:
Debt
Capital Service
Projects Fund
Internal
Service
Debt
Enterprise Reserves
Total
General Fund
$ 72,422
$ 9,073,880
46,087
$ 9,192,389
Road Use Tax Fund
408,261
408,261
Other Special Revenue Funds
100,784
210,151
310,935
Debt Service Fund
140,000
971,939
300,900
1,412,839
Enterprise Funds
3,234,961
225,000
1,189,684
4,649,645
Debt Service Reserves
6,451,424
6,451,424
Capital Project Funding
775,365
1,715,000
75,000
1,100,000
5,610,490
9,275,855
Total Transfers Out:
$ 4,323,532
$ 11,407,292
$ 1,046,939
$ 225,000 $ - $
1,100,000
$ 13,598,585 $ -
$ 31,701,348
City of Iowa City
Personnel Full -Time Equivalents
Last Five Years
87
2012
Adopted
2013
Adopted
2014
Adopted
2015
Adopted
2016
Proposed
Change in
FTEs
FY2015-2016
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
5.50
(0.10)
City Manager:
-
City Manager
3.00
3.00
3.00
3.00
3.00
-
Communications Office
4.00
2.00
3.00
3.00
7.50
4.50
Human Resources
4.00
4.00
3.00
3.00
3.00
-
Human Rights
2.50
2.00
2.00
2.00
2.00
-
Finance:
-
Finance Adminstration
2.65
2.65
3.65
3.15
3.15
-
Accounting
8.00
8.00
8.00
7.00
7.60
0.60
Purchasing
4.00
3.94
3.44
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
0.38
-
-
-
Police:
-
Police Administration
5.00
5.00
5.00
5.00
5.00
-
Police Administrative Services
18.00
18.00
20.00
20.00
20.00
-
Police Field Operations
80.00
80.00
80.00
80.00
80.00
-
Fire:
-
Fire Administration
3.00
4.00
4.00
3.00
3.00
-
FireEmergencyOperations
59.00
59.00
59.00
59.00
59.00
-
Fire Prevention
2.00
1.00
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)
Parks and Recreation:
-
Park and Rec Admin
2.00
2.00
2.00
2.00
2.00
-
Govemment Buildings
4.83
4.83
4.83
4.83
5.33
0.50
Recreation
15.42
15.42
15.42
15.42
14.42
(1.00)
Park Maintenance Administration
2.00
2.00
2.00
2.00
1.00
(1.00)
Park Maintenance Operations
11.00
11.00
11.00
11.00
12.00
1.00
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
42.89
42.88
42.38
42.38
42.27
(0.11)
Library Board Controlled Funds
0.75
0.75
0.75
0.75
0.50
(0.25)
Library Foundation Office
-
-
2.00
2.00
2.00
-
SeniorCenterAdministrations
6.50
6.50
6.50
6.50
6.50
-
Neighborhood & Development Services:
-
Neighborhood & Dvlp Services Admin
2.55
2.55
2.55
2.55
1.55
(1.00)
Sustainability Services
-
-
-
1.00
1.00
Community Development
0.85
1.20
1.75
1.75
1.55
(0.20)
Economic Development
1.00
1.00
1.00
1.00
2.00
1.00
Urban Planning
3.50
2.50
2.50
2.50
3.50
1.00
Building Inspection
7.80
7.80
6.30
6.30
7.30
1.00
Neighborhood Services
1.00
1.00
1.00
1.00
1.05
0.05
Housing Inspection
5.75
5.75
5.25
5.25
5.55
0.30
Human Services
-
0.15
0.15
0.15
0.15
-
87
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
Rocky Shore Lift Station Project
S Wastewater Plant Expansion
Sub -total Capital Project Funds
Total Budgetary Funds
City of Iowa City
Personnel Full -Time Equivalents
Last Five Years
Change in
2012 2013 2014 2015 2016 FTEs
Adopted Adopted Adopted Adopted Proposed FY2015-2016
2.00
2.00
2.00
2.00
2.00 -
12.10
12.10
12.10
12.10
12.00 (0.10)
56.25
-
-
-
- -
411.22
351.90
354.43
351.55
356.74 5.19
2.88
2.63
2.48
2.48
2.38
(0.10)
0.95
0.70
0.50
0.50
0.45
(0.05)
4.15
4.15
4.15
4.15
3.90
(0.25)
25.50
25.50
25.50
25.50
25.25
(0.25)
1.60
1.60
1.62
-
-
-
0.20
0.20
-
-
-
-
6.60
5.60
5.60
5.60
4.70
(0.90)
0.55
0.55
0.55
0.55
0.55
-
42.43
40.93
40.40
38.78
37.23
(1.55)
32.75
29.25
26.25
26.25
23.13
(3.13)
-
51.75
51.25
51.25
51.13
(0.12)
25.40
25.40
24.40
24.65
24.65
-
32.75
32.75
31.75
32.00
32.00
-
20.35
20.35
19.35
19.35
17.85
(1.50)
17.50
17.50
16.50
16.50
15.50
(1.00)
1.75
1.00
1.00
1.00
1.00
-
2.10
2.10
2.10
2.60
2.60
-
6.63
6.63
6.63
5.63
-
(5.63)
13.25
13.18
12.19
10.19
10.19
-
152.48
199.91
191.42
189.42
178.05
(11.38)
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
-
-
-
-
-
2.00
2.00
1.00
3.00
3.00
3.00
(3.00)
5.00
6.00
6.00
5.00
4.00
(1.00)
611.13 598.74 592.25 584.75 576.02 (8.74)
81.:1
Non -Budgetary Funds
Internal Service Funds
Equipment
Risk Management
Information Technology Services
Central Services
Sub -total Internal Service Funds
Agency Funds
Library Foundation Office
Sub -total Agency Funds
Total Non -Budgetary Funds
Total Full -Time Equivalents
700
[Y0o1
500
400
200
100
City of Iowa City
Personnel Full -Time Equivalents
Last Five Years
Change in
2012 2013 2014 2015 2016 FTEs
Adopted Adopted Adopted Adopted Proposed FY2015-2016
11.26
1.80
11.80
0.75
10.75
1.80
10.86
0.76
10.75
1.80
9.86
0.50
10.75
1.80
9.86
0.50
10.75 -
1.80 -
9.86 -
0.50
25.61
24.17
22.91
22.91
22.91
1.00
1.00
-
-
- -
1.00
1.00
26.61
25.17
22.91
22.91
22.91 -
637.74 623.91 615.16 607.66 598.93 (8.74)
City of Iowa City
FTE Summary by Fund Type
Last Five Years
2012 2013 2014 2015 Adopted 2016 Proposed
Adopted Adopted Adopted
■ General Fund ■ Special Revenue Funds ■ Capital Projects Funds ■ Enterprise Funds ■ Internal Service Funds ■ Agency Funds
89
Q
a Arra V
Pill
F
Y
2
0
1
6
GENERAL FUND SUMMARY
Fund Summary
Assigned, Committed & Restricted
Cash Balance
Revenues
Expenditures
Fund Balance
Division Summaries
Q
a Arra V
0AkiIANe10111kiIt
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 FY2016, with revenue and expenditures projected at $56.2
and $75.9 million, respectively. The excess amount of expenditures is a transfer from local option
sales tax funds of $21.3 million to the Capital Project Funds for the Iowa City Gateway Project
(Dubuque Street) and is out of restricted fund balance. In FY2016, the Cable Television
operations have merged into the General Fund. Prior year activity for the Cable Television
operations can be found in the Cable Television Fund in the Enterprise Fund section of the
budget.
A. General Fund Revenue
Revenues & Other Financing Sources
2014
2015
2016
2017
Actual
Revised
Proposed
Projected
Property Taxes
$ 28,437,600
$ 29,486,191
$ 29,794,725
$ 29,794,725
Delinquent Property Taxes
2,626
-
-
-
Other City Taxes
2,947,501
2,231,144
2,430,937
2,430,937
Licenses And Permits
1,659,843
1,574,249
2,235,526
2,235,496
Use Of Money And Property
647,032
753,220
556,656
556,656
Intergovernmental
2,789,683
3,401,207
3,798,259
3,798,259
Charges For Fees And Services
1,357,363
1,288,115
1,277,691
1,277,691
Miscellaneous
4,502,885
4,804,686
4,478,841
4,646,980
Other Financial Sources
5,565,082
4,685,613
951,781
151,781
Sub -total Revenues & Other Financing
47,909,615
48,224,425
45,524,416
44,892,525
Sources (excluding Transfers In):
Transfers In
10,870,809
10,170,248
10,684,362
9,192,389
Total Revenues, Other Financing
$ 58,780,424
$ 58,394,673
$ 56,208,778
$ 54,084,914
Sources, &Transfersln
N3
Revenues & Other Financing Sources:
(excluding Transfers In)
Other Financinal
Sources ���
2% :�ioqlmnbblh,
fisc
10%
Charges For Fees_
& Services
3%
kProperty Taxes
Intergo ., ........ �....,. 66%
8%
Jse of Money &
Property
1%
i
Licenses & Permits—/
S%
Other City I axes
5%
1. Property Taxes - Property tax revenue of $29.8 million is the primary funding source for
General Fund operations, providing approximately 65.5% of total revenue, excluding
transfers in, in FY2016. The FY2016 revenue is an increase of 1.1% of the FY2015
revised budget of $29.5 million and there is an average increase of 2.6% over the last
five 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, 2014 served as
the basis for determining property tax revenue in FY2016. Their report indicates a 2.4%
increase in total assessed value in the last year, from $4.83 billion to $4.94 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
[en
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 started with FY2015 taxable
valuation. The growth limitation of three percent (3%) started 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 had a rollback of
ninety-five percent (95%) and the commercial and industrial property rollback will be
backfilled by the State. Also, the commercial, industrial, and railroad property classes roll
back will further lower to ninety percent (90%) and the commercial and industrial property
rollback will continue to be backfilled by the State in FY2016.
The following graph illustrates the impact of the rollback on taxable valuations. In FY2007
the rollback exempted $1.44 billion of Iowa City's assessed valuation. In FY2016 the
rollback will exempt $1.76 billion of assessed valuations. The residential and agricultural
rollbacks for FY2016 are 55.7335% and 44.7021%, respectively, compared to FY2015
rollbacks of 54.4002% and 43.3997%, respectively. Also, in FY2016 the commercial,
industrial, and railroad rollback will exempt additional amounts of commercial, industrial,
and railroad assessed valuations for FY2016 are 90%, compared to 95% for FY2015.
m
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
FY07
FY08
FY09
FY10
FY11 FY12
FY13 T FY14
FY15
FY16
1100%Assessed
$3.8
$3.9
$4.3
$4.4
$4.4
$4.5
$4.6
$4.7
$4.8
$4.9
%Change
15.6%
3.2%
8.5%
2.6%
1.7%
1.6%
2.1%
1.1%
3.4%
2.4%
(Taxable
$2.4
$2.4
$2.6
$2.7
$2.8
$2.8
$3.0
3.9%
$3.0
2.6%
$3.1
3.3%
$3.2
1.4%
%Change
11.2%
2.8%
5.7%
4.4%
2.9% 3.3%
Taxable% of Total
62.1%
61.8%
60.2%
61.2%
62.0%
63.00.6
641%
65.0%
65.0%
64.4°x6
2. Other City Taxes - This category, estimated at $2.4 million in FY2016, includes Hotel
Motel Taxes of $947,000, $452,000 in gas and electric excise taxes, and $995,000 in utility
franchise taxes. The FY2016 revenue is an increase of 9.0% of the FY2015 revised
budget of $2.2 million and there is an average decrease of 16.9% over the last five
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
$947,000 in FY2016, 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.
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 $995,000 estimate for FY2016, approximately $670,000 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 $325,000 is for recurring Capital Improvement Projects
(CIP) in the right of way.
PA
3. Licenses & Permits - This category consists of revenue received for building and rental
housing permits/inspections, franchise fees, plumbing license and taxi license fees; beer,
liquor and cigarette permittlicense fees (state regulated), sign permits, burial permits,
animal licensing and some miscellaneous fees. FY2016 revenue for Licenses and
Permits is estimated at $2.2 million. The FY2016 revenue is an increase of 42.0% of the
FY2015 revised budget of $1.6 million and there is an average increase of 11.8% over
the last five years. These changes are from the estimates in construction permits and
licenses revenue and the addition of franchise fees from Cable Television operations
moving into the General Fund in FY2016.
4. Use of Money & Property - This revenue source consists of interest income and rents
are budgeted at $557,000 for FY2016. The FY2016 revenue is a decrease of 26.1% of
the FY2015 revised budget of $753,000 and there is an average decrease of 7.7% over
the last five years. The decrease from the FY2015 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 $3.8 million in FY2016. This revenue
category includes state and federal grants, 28-E agreements, and contracts with local
governmental entities. The FY2016 revenue is an increase of 11.7% of the FY2015
revised budget of $3.4 million and there is an average increase of 9.1 % over the last five
years. The increase from the FY2015 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 $1.7 million in FY2016, with $1.4 million receipted into the General Fund. The
remainder is deposited into the Employee Benefits Fund as reimbursement for a
percentage of Fire employee benefits.
PYA
6. Charges for Fees and Services - are estimated at $1.3 million in FY2016. 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
FY2016 revenue stayed fairly level compared the FY2015 revised budget of $1.3 million and
there is an average decrease of 9.4% over the last five years. 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 $4.5 million in FY2016. This
category includes a variety of revenue sources, including parking fines ($315,000), magistrate
court fines and surcharges related to code enforcement ($416,000) and library fines
($176,000). Also included within this category is an administrative chargeback of $2.8 million
to the City's proprietary funds for services rendered by administrative divisions. The FY2016
revenue is a decrease of 6.8% of the FY2015 revised budget of $4.8 million and there is an
average decrease of 0.3% over the last five years. These revenues have been fairly
consistent over the years reported ranging between $4.4 million and $4.8 million.
WQ
FY2014
FY2015
FY2016
FY2017
Intergovernmental Funding
Actual
Amended
Proposed
Projected
Local Governmental: 28E Agreements
Coralville, Johnson County & Other
Governments -Animal Services
$ 228,160
$ 218,286
$ 218,550
$ 218,550
IC Comm. Schools - Mercer Pool
99,404
104,440
91,633
91,633
County, Univ Heights, Hills - Library
427,033
420,750
466,491
466,491
Johnson County - Senior Center
59,224
70,000
59,224
59,224
Downtown District - Police Department
10,000
-
10,000
10,000
Other Local Governmental
140
346
-
-
Local Governmental Revenue:
823,961
813,822
845,898
845,898
State Revenue:
Public Safety Grants
209,538
131,315
194,103
194,103
University of Iowa - Fire Protection
1,370,310
1,524,187
1,397,715
1,397,715
University of Iowa - Library Services
-
-
-
-
Operating Grants
90,067
81,500
90,067
90,067
Property Tax Credits
72,550
631,581
1,253,102
1,253,102
UniverCity Funding
56,967
100,000
-
-
Other State Grants
6,882
-
-
-
State Disaster Assistance
39,180
-
-
-
Total State Revenue:
1,845,494
2,468,583
2,934,987
2,934,987
Federal Revenue:
Public Safety Grants
118,657
118,802
17,374
17,374
FEMA Assistance / Reimbursements
1,571
-
-
-
ICAD Co Lab
-
-
-
-
Transit Grant*
-
-
-
-
Total Federal Revenue:
120,228
118,802
17,374
17,374
Total -Intergovernmental Funding:
1 $2,789,683
1 $3,401,207
$3,798,259
$3,798,259
6. Charges for Fees and Services - are estimated at $1.3 million in FY2016. 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
FY2016 revenue stayed fairly level compared the FY2015 revised budget of $1.3 million and
there is an average decrease of 9.4% over the last five years. 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 $4.5 million in FY2016. This
category includes a variety of revenue sources, including parking fines ($315,000), magistrate
court fines and surcharges related to code enforcement ($416,000) and library fines
($176,000). Also included within this category is an administrative chargeback of $2.8 million
to the City's proprietary funds for services rendered by administrative divisions. The FY2016
revenue is a decrease of 6.8% of the FY2015 revised budget of $4.8 million and there is an
average decrease of 0.3% over the last five years. These revenues have been fairly
consistent over the years reported ranging between $4.4 million and $4.8 million.
WQ
8. Other Financing Sources — are estimated at $952,000 in FY2016, which is a decrease of
79.7% from the revised budget in FY2015 of $4.7 million. The decrease is from 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 ($500,000). The UniverCity activity is
budgeted at $800,000 in FY2016, which consists of the proceeds from the sale of assets
($400,000) and loan proceeds from financial institutions ($400,000). There is an average
increase of 64.7% over the last five 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 $9.0 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 $10.7 million in FY2016.
B. GENERAL FUND EXPENDITURES
Expenditures &
2014
2015
2016
2017
Transfers Out
Actual
Revised
Proposed
Projected
Personnel
$ 34,352,341
$ 36,237,779
$ 36,945,831
$ 38,054,206
SeNces
8,031,115
9,022,831
9,050,189
9,153,648
Supplies
1,325,590
1,488,904
1,439,533
1,467,424
Capital Outlay
4,669,307
5,048,197
2,125,032
1,052,000
Debt SeNce
1,408,000
2,000,000
400,000
-
Contingency
-
318,281
367,000
399,120
Sub -total Expenditures:
49,786,353
54,115,992
50,327,585
50,126,398
Transfers Out
5,700,615
8,920,490
25,579,581
4,323,532
Total Expenditures &
$ 55,486,968
$ 63,036,482
$ 75,907,166
$ 54,449,930
Transfers Out
M
1. Personnel - Personnel costs account for approximately 73.4% of budgeted expenditures
(excluding transfers out) within the General Fund in FY2016. Employee benefit costs are
discussed in greater detail in this document's transmittal letter.
2. Services - Expenditures for services are budgeted at $9.1 million in FY2016. Initial
projections were based on FY2014 actual expenditures and projected at 1.83% annually.
This is in line with the Consumer Price Index for All Urban Consumers (CPI -U) over the last
five fiscal years.
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
$105,200 Community Event/ Program Funding
$236,800 ICCVB — Community / Economic Development Assistance
$100,000 Economic Development Assistance
Will
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
FY2016. 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 $2.1 million in FY2016 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 $400,000 in FY2016. 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 $367,000 in FY2016.
7. Transfers Out - This category is budgeted at $25.6 million in FY2016. The majority of
transfers out is the result of local option sales tax funds of $21.3 million to capital projects for
the Iowa City Gateway Project (Dubuque Street) and transit property taxes of $3.1 million that
is transferring into the Transit Fund.
101
C. FUND BALANCE
It is part of the City's Financial Reserves policy that General Fund's unassigned fund balance
not fall below twenty percent (20%) of expenditures, with a ceiling of thirty percent (30%).
This policy also states that fund balance in excess of thirty percent (30%) of expenditures
would be transferred to the City's Emergency fund, used to retire outstanding debt, and/or
used to provide 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. Also, $1.3 million in FY2015 of unassigned balance will be 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
FY2015
$ 10,366,653
$ 16,959,430
$ (6,592,777)
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)
Fund Balance', July 1
Revenues:
Property Taxes
Delinquent Property Taxes
Other City Taxes
Licenses And Permits
Use Of Money And Property
Intergovernmental
Charges For Fees And Services
Miscellaneous
Other Financial Sources
Sub -Total Revenues
Transfers In:
Operating Transfers In
Sub -Total Transfers In
Total Revenues & Transfers In
Expenditures by Department:
City Council
City Clerk
City Attorney
City Manager
Finance
Police
Fire
Parks and Recreation
Library
Senior Center
Neighborhood & Development Services
Public Works
Transportation Services
Sub -Total Expenditures
Transfers Out:
Capital Project Fund
GO Bond Abatement
Improvement Res Fund
General Levy
Emergency Fund
Transfers Out - Transit Fund
Misc Transfers Out
IntrFund Loan
Sub -Total Transfers Out
Total Expenditures & Transfers Out
Fund Balance', June 30
Adjustments to Cash/Non-Cash Asset/Liab
Change in Accounting Method
Adjusted Fund Balance', June 30
Restricted / Committed /Assigned
Unassigned Balance
% of Expenditures
City of Iowa City
General Fund (1000 - 1023)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 38,069,998 $ 46,294,999 $ 44,499,871 $ 47,793,327 $ 43,151,518 $ 23,453,130
$ 26,782,560 $ 27,937,740 $ 28,437,600 $ 29,486,191 $ 29,794,725 $ 29,794,725
661
1,897
2,626
-
-
-
10,619,112
10,536,839
2,947,501
2,231,144
2,430,937
2,430,937
1,309,888
1,777,267
1,659,843
1,574,249
2,235,526
2,235,496
1,456,551
619,227
647,032
753,220
556,656
556,656
5,549,428
2,661,403
2,789,683
3,401,207
3,798,259
3,798,259
2,442,843
1,469,628
1,357,363
1,288,115
1,277,691
1,277,691
4,371,667
4,484,836
4,502,885
4,804,686
4,478,841
4,646,980
1,381,751
1,451,159
5,565,082
4,685,613
951,781
151,781
53,914,461
50,939,996
47,909,615
48,224,425
45,524,416
44,892,525
12,380,414 9,339,373 10,870,809 10,170,248 10,684,362 9,192,389
12,380,414 9,339,373 10,870,809 10,170,248 10,684,362 9,192,389
$ 66,294,875 $ 60,279,369 $ 58,780,424 $ 58,394,673 $ 56,208,778 $ 54,084,914
$ 133,922
$ 103,002
$ 123,298
$ 116,138
$ 119,412
$ 122,355
533,569
489,167
533,845
516,040
576,888
522,663
654,080
654,800
676,519
713,474
712,939
733,912
1,509,148
1,468,756
1,500,672
1,906,742
2,260,704
2,285,143
4,050,405
3,568,749
3,475,824
3,895,885
4,097,972
4,226,027
11,388,735
11,443,807
12,248,973
13,216,781
12,892,439
13,129,461
7,001,473
7,093,507
7,401,786
7,875,910
7,754,662
7,973,413
7,345,484
7,168,745
7,382,727
8,409,223
8,147,163
8,246,871
5,758,770
5,692,845
5,877,520
6,038,379
6,150,211
6,239,306
828,740
840,519
825,124
936,159
898,419
904,928
3,045,463
4,725,280
8,597,166
9,192,345
5,326,434
4,311,909
1,200,824
1,156,093
1,142,899
1,298,916
1,390,342
1,430,411
6,520,244
-
-
-
-
-
49,970,857
44,405,272
49,786,353
54,115,992
50,327,585
50,126,398
5,364,893
8,269,562
769,848
4,217,623
22,017,600
775,365
117,059
266,650
158,624
140,000
160,052
140,000
1,618,372
-
-
-
-
-
270,912
209,729
190,470
190,087
219,996
226,234
-
-
1,656,058
1,338,516
-
-
-
4,027,141
2,858,163
2,971,842
3,109,511
3,109,511
195,819
2,832,102
67,452
62,422
72,422
72,422
798,767
1,954,435
-
-
-
-
8,365,822
17,559,619
5,700,615
8,920,490
25,579,581
4,323,532
$ 58,336,679
$ 61,964,891
$ 55,486,968
$ 63,036,482
$ 75,907,166
$ 54,449,930
$ 46,028,193 $ 44,609,478 $ 47,793,327 $ 43,151,518 $ 23,453,130 $ 23,088,113
266,806
(90,477) -
- - -
-
(19,130) -
- - -
46,294,999
44,499,871 47,793,327
43,151,518 23,453,130 23,088,113
29,190,545
27,380,775 29,808,720
26,668,219 5,432,221 5,587,049
$ 17,104,454
$ 17,119,096 $ 17,984,607
$ 16,483,299 $ 18,020,909 $ 17,501,064
29% 28% 32% 26% 24% 32%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
103
City of Iowa City
General Fund
Assigned, Committed & Restricted Fund Balance
Assigned:
(Available for current and / or future operations)
Library Special Revenue Funds
Library Escrow
Library Foundation Development
Library Equipment Replacement Reserve
Library Computer Replacement Reserve
Senior Center Gift Funds
New Horizons Band
Cable Replacement Reserves
Emergency Funds
Energy Efficiency Revolving Loan Fund
Transit Reserve: Grant & Levy Restrictions
Fire Dept. Donations
Fire Equipment Replacement Reserve
Honor Guard Donation
Police Department Donations
Park Land Acquisition Reserve
Park Land Development Reserve
Cemetery Flags & Flagpoles Program
Restricted:
(Not available for general operations)
Police Forfeiture Share
Local Option Sales Tax
Restricted (Unspent Bond Proceeds)
Restricted (Develop/Constr Escrows)
Total Assigned / Committed / Restricted:
Unassigned:
General Fund Ending Fund Balance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiecl
$ 276,279 $
264,249 $
653,297 $
679,951 $
730,693 $
804,782
298,942
383,431
-
-
-
-
-
(1,968)
(2,242)
(2,242)
(2,242)
(2,242)
109,936
108,578
143,824
161,246
158,168
175,590
82,962
76,977
-
-
-
-
34,014
33,633
33,709
18,731
8,731
8,731
5,478
7,636
1,546
905
674
135
-
-
-
-
153,804
163,804
-
-
1,656,058
2,994,574
2,994,574
2,994,574
-
-
-
15,593
30,593
84,449
3,510,848
-
-
-
-
-
25
-
-
-
-
-
557,188
626,562
626,562
739,331
739,331
739,331
1,054
3,529
-
-
-
-
1,448
1,106
-
-
-
-
185,608
185,608
185,608
185,608
185,608
185,608
23,437
23,437
23,437
23,437
23,437
23,437
1,212
1,212
$ 5,088,431 $
1,713,990 $
3,321,799 $
4,8175134 $
5,023,371 $
5,178,199
$ 464,039 $ 630,118 $ 528,507 $ 193,486 $ 93,486 $ 93,486
21,836,156 23,335,333 25,252,557 21,657,599 315,364 315,364
- - 705,857 - - -
1,801,920 1,701,334
$ 24,102,114 $ 25,666,785 $ 26,486,921 $ 21,851,085 $ 408,850 $ 408,850
$ 29,190,545 $ 27,380,775 $ 29,808,720 $ 26,668,219 $ 5,432,221 $ 5,587,049
17,104,454 17,119,096 17,984,607 16,483,299 18,020,909 17,501,064
$ 46,294,999 $ 44,499,871 $ 47,793,327 $ 43,151,518 $ 23,453,130 $ 23,088,113
110
Property Taxes
Current Taxes
Delinquent Property Taxes
Delinquent Taxes
Other City Taxes
Other City Taxes
Licenses And Permits
General Use Permits
Food & Liq Licenses
Professional License
Franchise Fees
Misc Permits & Lic
Const Per & Ins Fees
Misc Lic & Permits
Use Of Money And Property
Interest Revenues
Rents
Parking Ramp Revenue
Royalties & Commiss
Intergovernmental
Fed Intergovnt Rev
Property Tax Credits
State 28E Agreements
Operating Grants
Disaster Assistance
Other State Grants
Local 28E Agreements
Charges For Fees And Services
Building & Devlpmt
Police Services
Animal Care Services
Fire Services
Transit Fees
Culture & Recreation
Library Charges
Misc Charges For Svc
Water Charges
Refuse Charges
Parking Charges
Miscellaneous
Code Enforcement
Parking Fines
Library Fines & Fees
Contrib & Donations
Printed Materials
Animal Adoption
Misc Merchandise
Intra -City Charges
Other Misc Revenue
Special Assessments
Other Financial Sources
Sale Of Assets
Bonds
Loans
Total Revenues
City of Iowa City
General Fund
Revenues by Type
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiect
$ 26,782,560 $ 27,937,740 $ 28,437,600 $ 29,486,191 $ 29,794,725 $ 29,794,725
661
1,897
2,626
-
-
-
10,619,112
10,536,839
2,947,501
2,231,144
2,430,937
2,430,937
52,803
71,396
82,747
68,992
80,686
80,656
99,187
109,068
100,437
103,933
99,912
99,912
17,310
18,190
16,610
17,955
16,610
16,610
-
-
-
-
727,698
727,698
3,450
3,310
4,195
3,360
4,195
4,195
1,111,460
1,553,320
1,427,856
1,356,956
1,280,144
1,280,144
25,678
21,983
27,998
23,053
26,281
26,281
353,442
240,017
201,307
150,887
102,177
102,177
472,812
341,012
418,631
580,849
431,454
431,454
609,937
17,035
-
-
-
-
20,360
21,163
27,094
21,484
23,025
23,025
2,367,581
66,936
120,228
118,802
17,374
17,374
49,372
57,528
72,550
631,581
1,253,102
1,253,102
1,416,759
1,504,557
1,370,309
1,624,187
1,397,715
1,397,715
61,033
76,694
90,067
81,500
90,067
90,067
1,101
122,522
3,633
-
-
-
851,635
178,284
308,935
131,315
194,103
194,103
801,947
654,882
823,961
813,822
845,898
845,898
311,445
393,429
401,648
314,484
335,347
335,347
135,035
269,023
88,193
50,270
31,335
31,335
9,539
8,873
9,230
11,420
10,000
10,000
9,086
10,529
8,573
10,305
7,500
7,500
1,121,409
-
-
-
900
900
780,074
728,364
768,033
831,155
805,961
805,961
304
57
46
57
-
-
66,574
53,188
44,802
47,209
49,810
49,810
6,680
5,869
6,094
5,869
6,094
6,094
2,697
296
574
296
574
574
-
-
30,170
17,050
30,170
30,170
455,264
451,306
415,839
455,386
415,841
415,841
470,104
420,040
315,419
500,000
315,419
315,419
201,157
182,418
175,666
182,418
175,666
175,666
236,566
390,624
318,367
286,139
286,386
284,386
38,607
38,874
45,674
39,329
43,136
43,136
13,020
10,620
9,557
11,264
11,060
11,060
36,340
25,462
23,376
27,384
26,488
26,488
2,665,720
2,585,123
2,847,665
2,737,292
2,764,196
2,964,196
253,149
379,356
350,343
565,474
439,670
409,809
1,740
1,013
979
-
979
979
1,183,162
549,549
1,683,887
2,136,969
494,150
94,150
-
-
1,000,000
500,000
-
-
198,589
901,610
2,881,195
2,048,644
457,631
57,631
$ 53,914,461
$ 50,939,996
$ 47,909,615
$ 48,224,425
$ 45,524,416
$ 44,892,525
105
City of Iowa City
General Fund
Expenditures by Department and Division
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
City Council
City Attorney
City Council $ 133,922
$ 103,002
$ 123,298
$ 116,138
$ 119,412
$ 122,355
City Clerk
City Clerk
533,569
489,167
533,845
516,040
576,888
522,663
Police Citizen Review Board
City Attorney
City Attorney
654,080
654,800
676,519
713,474
712,939
733,912
City Manager
City Manager
577,187
566,010
538,785
593,554
599,346
616,298
Communications Office
286,241
257,001
285,044
490,187
835,394
820,792
Human Resources
416,151
412,215
414,271
492,016
487,350
500,482
Human Rights
229,569
233,530
262,572
330,985
338,614
347,571
Finance
Finance Adminstration
2,020,336
1,543,026
1,447,968
1,865,165
1,994,375
2,064,232
Accounting
752,835
785,592
764,176
768,181
780,698
803,047
Purchasing
323,862
283,274
309,725
302,947
335,165
344,946
Revenue
953,372
956,857
953,955
959,592
987,734
1,013,802
Police
Police Administration
738,252
737,532
741,617
783,841
870,944
895,466
Police Administrative Services
1,729,034
1,712,112
1,820,848
1,939,698
2,044,851
2,101,121
Police Field Operations
8,921,449
8,994,163
9,686,508
10,493,242
9,976,644
10,132,874
Fire
Fire Administration
796,569
791,222
758,093
813,001
923,147
986,010
Fire Emergency Operations
5,851,931
5,957,389
6,271,096
6,600,413
6,432,842
6,578,130
Fire Prevention
197,402
185,249
191,601
260,845
209,300
214,929
Fire Training
155,571
159,647
180,996
201,651
189,373
194,344
Parks and Recreation
Park and Rec Admin
817,035
797,858
760,043
1,276,584
1,031,943
1,058,736
Recreation
2,801,548
2,870,350
2,852,525
3,066,959
2,993,065
3,014,087
Park Maintenance
3,345,784
3,184,891
3,452,490
3,715,273
3,768,398
3,810,485
Cemetery Operations
381,117
315,647
317,669
350,407
353,757
363,563
Library
Library Operations
5,758,770
5,560,202
5,767,401
5,847,418
5,975,382
6,059,233
Library Foundation Office
-
132,644
110,119
190,961
174,829
180,074
Senior Center
Senior Center
828,740
840,519
825,124
936,159
898,419
904,928
Neighborhood & Dvlpmt Services
Neighborhood & Dvlpmt Admin
598,069
544,553
614,051
874,612
491,650
429,681
Neighborhood Services
899,975
2,601,543
6,079,302
6,313,428
2,452,357
1,437,880
Economic Development
445,625
588,884
810,266
919,177
1,048,932
1,072,954
Development Services
1,101,794
990,299
1,093,547
1,085,128
1,333,495
1,371,394
Public Works
Public Works Administration
274,406
279,099
285,641
295,662
307,369
316,418
Engineering Services
926,418
876,994
857,258
1,003,254
1,082,973
1,113,993
Transportation Services
Transit Operations
6,520,244
Total Expenditures:
$ 49,970,857
$ 44,405,272
$ 49,786,353
$ 54,115,992
$ 50,327,585
$ 50,126,398
iDIy
IN II VK91i11L M 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:
Service expenditures include the City's dues for the Iowa League of Cities and the National
League of Cities.
inn
FY2014
FY2015
FY2016 Proposed
Total FTE's
7.00
7.00
7.00
Financial Highlights:
Service expenditures include the City's dues for the Iowa League of Cities and the National
League of Cities.
inn
City of Iowa City
Activity Summary
Activity: City Council (110100) Fund: General (1000)
Division: City Council (110100) Department: City Council
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Prosection
Revenues:
General Revenues Subsidy $ 133,922 $ 102,334 $ 121,449 $ 116,138 $ 119,412 $ 122,355
Miscellaneous
Other Misc Revenue 668 1,849
Total Revenues $ 133,922 $ 103,002 $ 123,298 $ 116,138 $ 119,412 $ 122,355
Expenditures
Personnel
$ 57,282 $
54,364 $
54,515 $
54,365 $
55,451 $
57,115
Services
64,569
46,952
66,844
56,748
58,899
60,077
Supplies
2,368
1,685
1,939
5,025
5,062
5,163
Capital Outlay
9,703
Total Expenditures
$ 133,922 $
103,002 $
123,298 $
116,138 $
119,412 $
122,355
Personnel Services - FTE
2012
2013
2014
2015
2016
City Council
7.00
7.00
7.00
7.00
7.00
Total Personnel
7.00
7.00
7.00
7.00
7.00
iGF.I
IN 11 VYd I A C7:/
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.
HIGHLIGHTS
Recent Accomplishments:
• Conversion of 1977-1990 meeting folders
Upcoming Challenges:
• New taxi regulations
• Election procedures (City no longer handles; County to administer)
• Ongoing updates of on the older sections of Oakland Cemetery.
Staffing:
Staffing Level Change Summary:
There are no proposed staffing level changes in fiscal year 2016.
FY2014
FY2015
FY2016 Proposed
Total FTE's
4.00
4.00
4.00
Staffing Level Change Summary:
There are no proposed staffing level changes in fiscal year 2016.
Service Level Change Summary:
There are no proposed service level changes in fiscal year 2016.
Financial Highlights:
Fiscal year 2016 service expenditures include funds to cover the costs for the City's biennial
election, and for continuing conversion of microfilm records into electronics for permanent
storage.
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.
110
CY 2010
CY 2011
CY 2012
CY 2013
Ordinances & Resolutions
Received and Finalized
(including attached
560
439
584
408
documents
etc. Contracts)
Hours Processing
Initiatives and Referendum
New Measure
New Measure
New Measure
238
Petitions
Legal Publications
New Measure
New Measure
New Measure
489
Published
Council Meeting and
Information Packets
New Measure
New Measure
New Measure
111
Distributed
110
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.
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.
CY 2010
CY 2011
CY 2012
CY 2013
Number of Licenses and
Commissions Meetings
New Measure
New Measure
New Measure
772
Permits Processed
New Measure
New Measure
New Measure
20
Board & Commission
Review Board, Senior
New Measure
New Measure
New Measure
64
Applications Processed
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.
111
CY 2010
CY 2011
CY 2012
CY 2013
Number of Committees/
Commissions Meetings
Staffed (Diversity, Charter
New Measure
New Measure
New Measure
20
Review, Citizens Police
Review Board, Senior
Services)
Number of Images
Electronically Archived (JC
New Measure
New Measure
New Measure
14,005
Recorder and Project
Files)
Number of Board and
Commission Meeting
New Measure
New Measure
New Measure
173
Packets Archived
111
City of Iowa City
Activity Summary
Activity: City Clerk (120100) Fund: General (1000)
Division: City Clerk (120100) Department: City Clerk
Expenditures
Personnel
2012
2013
2014
2015
2016
2017
Services
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
7,865
7,913
6,228
12,675
6,444
6,573
General Revenues Subsidy
$ 501,994 $
453,793
$ 490,850
$ 480,649
$ 537,297
$ 482,936
Licenses And Permits
1.00
Total Personnel
4.00
4.00
4.00
4.00
Professional License
14,605
15,335
13,825
15,335
13,825
13,825
Miscellaneous
Code Enforcement
3,300
4,200
5,990
4,200
5,990
5,990
Other Misc Revenue
10,445
11,512
13,266
11,512
12,966
12,966
Printed Materials
303
94
57
94
Total Revenues
$ 530,647 $
484,934
$ 523,988
$ 511,790
$ 570,078
$ 515,717
Expenditures
Personnel
$ 398,648 $
407,730 $
411,831 $
416,544 $
423,761 $
436,474
Services
124,134
69,291
105,929
82,571
139,873
72,670
Supplies
7,865
7,913
6,228
12,675
6,444
6,573
Total Expenditures
$ 530,647 $
484,934 $
523,988 $
511,790 $
570,078 $
515,717
Personnel Services - FTE
2012
2013
2014
2015
2016
Administrative Secretary
1.00
1.00
1.00
1.00
1.00
City Clerk
1.00
1.00
1.00
1.00
1.00
Deputy City Clerk
1.00
1.00
1.00
1.00
1.00
License Specialist
1.00
1.00
1.00
1.00
1.00
Total Personnel
4.00
4.00
4.00
4.00
4.00
Activity Summary
Citizens Police Review Board (120200) Fund: General (1000)
Division: City Clerk Department: City Clerk
Expenditures:
Personnel $ - $ - $ 585 $ - $ - $ -
Services 2,922 4,233 9,272 4,250 6,810 6,946
Total Expenditures $ 2,922 $ 4,233 $ 9,857 $ 4,250 $ 6,810 $ 6,946
112
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
General Revenues Subsidy
$ 2,922 $
4,233
$ 9,857
$ 4,250
$ 6,810
$ 6,946
Total Revenues
$ 2,922 $
4,233
$ 9,857
$ 4,250
$ 6,810
$ 6,946
Expenditures:
Personnel $ - $ - $ 585 $ - $ - $ -
Services 2,922 4,233 9,272 4,250 6,810 6,946
Total Expenditures $ 2,922 $ 4,233 $ 9,857 $ 4,250 $ 6,810 $ 6,946
112
Ca 111 wail a to] N 011 Wd
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:
Staffing Level Change Summary:
In fiscal year 2016, the City Attorney's position has increased from .60 FTE to 1.00 FTE while
two full-time Assistant City Attorney positions have been reduced from 1.00 FTE to .75 FTE
each. Total change in the FTE for the City Attorney's Office in fiscal year 2016 is a reduction of
.10 FTE.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
The City Attorney's Office has had a fairly stable budget over the past four years.
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
113
FY2014
FY2015
FY2016 Proposed
Total FTE's
5.60
5.60
5.50
Staffing Level Change Summary:
In fiscal year 2016, the City Attorney's position has increased from .60 FTE to 1.00 FTE while
two full-time Assistant City Attorney positions have been reduced from 1.00 FTE to .75 FTE
each. Total change in the FTE for the City Attorney's Office in fiscal year 2016 is a reduction of
.10 FTE.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
The City Attorney's Office has had a fairly stable budget over the past four years.
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
113
Department Goal/Objective:
Measures:
Provide professional legal advice and representation to the
City Council, City Manager, Department Directors and Staff
and City Assessor.
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
CY 2013
Ordinances & Resolutions
Approved (including
378
469
462
366
Misdemeanors
560
439
584
408
attached documents
New Measure
New Measure
New Measure
32
etc. Contracts)
Public Meetings of City
New Measure
New Measure
New Measure
50
Council, Boards and
New Measure
New Measure
New Measure
90
Commissions Staffed by
City Attorney's Office
Cases in State and
Federal Courts and
New Measure
New Measure
New Measure
51
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
114
CY 2010
CY 2011
CY 2012
CY 2013
Prosecution of Simple
378
469
462
366
Misdemeanors
Municipal Infraction Trials
New Measure
New Measure
New Measure
32
Housing Authority
Hearings
New Measure
New Measure
New Measure
50
114
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)
ISM
CY 2010
CY 2011
CY 2012
CY 2013
Number of Closings
47
52
24
27
ISM
City of Iowa City
Activity Summary
Activity: City Attorney (130100) Fund: General (1000)
Division: City Attorney (130100) Department: City Attorney
Expenditures
Personnel
2012
2013
2014
2015
2016
2017
Services
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
7,675
7,368
6,900
7,945
7,728
7,883
General Revenues Subsidy
$ 575,224 $
554,601
$ 591,999
$ 636,730
$ 625,095
$ 646,068
Miscellaneous
1.00
Legal Assistant
1.00
1.00
1.00
1.00
Code Enforcement
409
612
764
612
764
764
Intra -City Charges
75,874
96,430
82,271
72,975
85,595
85,595
Other Misc Revenue
2,573
3,157
1,485
3,157
1,485
1,485
Printed Materials
44
Total Revenues
$ 654,080 $
654,800
$ 676,563
$ 713,474
$ 712,939
$ 733,912
Expenditures
Personnel
$ 615,541 $
618,798 $
636,717 $
674,697 $
671,398 $
691,540
Services
30,864
28,634
32,902
30,832
33,813
34,489
Supplies
7,675
7,368
6,900
7,945
7,728
7,883
Total Expenditures
$ 654,080 $
654,800 $
676,519 $
713,474 $
712,939 $
733,912
Personnel Services - FTE
2012
2013
2014
2015
2016
Administrative Secretary
1.00
1.00
1.00
1.00
1.00
Assistant City Attorney
2.00
2.00
2.00
1.50
1.50
City Attorney
0.60
0.60
0.60
1.00
1.00
First Asst City Attorney
1.00
1.00
1.00
1.00
1.00
Legal Assistant
1.00
1.00
1.00
1.00
1.00
Total Personnel
5.60
5.60
5.60
5.50
5.50
IN II va Ai 1e1► FAC] 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 residents, 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:
The fiscal year 2015-2016 City Manager's Office budget is a 0.98% increase compared
with the prior year's budget. Notable changes from the previous year's budget include
an increase in permanent full-time personnel expenditures through scheduled merit
increases, a decrease of $26,000 in temporary staff expenditures for the Management
Intern position, and a $5,000 increase in city sponsored event funding.
117
FY2014
FY2015
FY2016 Proposed
Total FTE's
3.00
3.00
3.00
Financial Highlights:
The fiscal year 2015-2016 City Manager's Office budget is a 0.98% increase compared
with the prior year's budget. Notable changes from the previous year's budget include
an increase in permanent full-time personnel expenditures through scheduled merit
increases, a decrease of $26,000 in temporary staff expenditures for the Management
Intern position, and a $5,000 increase in city sponsored event funding.
117
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Strong Urban Core
Department Goal: Support the cultural and economic vibrancy of the City
while allowing citizens to use City -owned property.
Department Objective: Process public assembly, parade, use of City Plaza, and
ambulatory vendor permits in a manner that supports the
cultural and economic vibrancy of the downtown and near
downtown areas while protecting public safety.
Performance Measures:
Permits Processed
CY 2010
CY 2011
CY 2012
CY 2013
159
154
151
129
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 2012
CY 2013
> 3
New Measure
New Measure
3
3
118
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Strategic Economic Development Activities & Enhanced
Communication and Marketing
Enhance community relations to encourage cooperative
projects to help improve residents' lives in the community.
Engage with local community and economic development
organizations to develop collaborative relationships to
coordinate service delivery and foster economic
development.
United Way and Iowa City Area Development Group (ICAD) Functions Attended
CY 2010
CY 2011
CY 2012
CY 2013
New Measure
40
69
67
INVI
City of Iowa City
Activity Summary
Activity: City Manager (210100) Fund: General (1000)
Division: City Manager (210100) Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Prosection
Revenues:
$ 507,942 $
445,186 $
464,084 $
General Revenues Subsidy
$ 577,182 $ 565,510 $ 538,622 $ 591,554 $
597,683 $
614,635
Licenses And Permits
118,598
73,449
95,371
Parade/Assembly Permit Fee
- - - 1,500
1,500
1,500
Miscellaneous
1,252
4,000
1,975
Other Misc Revenue
5 500 163 500
163
163
Total Revenues
$ 577,187 $ 566,010 $ 538,785 $ 593,554 $
599,346 $
616,298
Expenditures
Personnel
$ 507,942 $
445,186 $
464,084 $
494,183 $
496,533 $
511,429
Services
66,600
118,598
73,449
95,371
100,838
102,855
Supplies
2,645
576
1,252
4,000
1,975
2,015
Capital Outlay
1,650
Total Expenditures
$ 577,187 $
566,010 $
538,785 $
593,554 $
599,346 $
616,298
Personnel Services - FTE
2012
2013
2014
2015
2016
Adm Assistant To City Manager
1.00
1.00
1.00
-
-
Administrative Analyst
-
-
-
1.00
1.00
Assistant To The City Manager
-
-
1.00
-
-
Asst City Manager
1.00
1.00
-
1.00
1.00
City Manager
1.00
1.00
1.00
1.00
1.00
Total Personnel
3.00
3.00
3.00
3.00
3.00
120
Xs] AiIIT, lO►I191AIIs] LlMe] aaM:
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 and manages social media to promote City events and programs, and works closely with
Cable staff on public and educational programming. The team coordinates with City staff on
policies and procedures, publicizes events, and supports 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.
HIGHLIGHTS
The Cable TV office was merged into the Communications Office this year. This allows the
Communications Office to have primary oversight of City -produced news, streamlining our news
coordination efforts and reducing overlap and expenses.
Recent Accomplishments:
This year, the Communications Office has worked to strengthen working partnerships with staff
and information -sharing and coordination of news among departments, as well as with the
University of Iowa. The result has been expanded media coverage and greater event success.
Some examples include:
Animal Center: Groundbreaking ceremony on new facility
City Manager's Office: Streetscape project; Downtown efforts such as Parents Night Out;
Blue Zones marketing and assistance in worksite certification
Fire Department: Creation of Twitter account for the Fire Dept. and continued collaboration
in sharing safety messaging and news items
Neighborhood & Development Services: South Planning District tours and workshops;
sustainability initiative projects with University of Iowa; public art projects; UniverCity and
other housing programs; public input events
Parks and Recreation Department: Golf fundraiser; 3 on 3 Youth Basketball program;
media releases from all divisions
Police: National Night Out; 3 on 3 Youth Basketball program; Youth Police Academy;
Downtown policing efforts; Crime Prevention media releases and program materials
Public Works: Landfill & Recycling's ECO Iowa City program; ribbon -cutting ceremony and
open house for new Wastewater Treatment Plant; expansion and implementation of snow
emergency communication plan
Social Media: The City's social media accounts, Facebook, Twitter, Instagram, Google+
and Linkedln continue to attract more followers through consistent use and interaction with
the public. Recent roll-out of the Nextdoor social media network will serve as an additional
outreach tool for neighborhoods.
121
Customer Service: Introduced the customer service reporting software, ICgovXpress,
throughout the City organization to improve customer service and streamline internal
communication.
In April 2014, the Cable TV office received an award for an entry in a regional video competition
sponsored by the Midwest Region of the Alliance for Community Media and Wisconsin
Community Media. A program featuring the annual bike/bus/car race from Coralville to Iowa
City, involving local elected officials, won first prize in its category. The program also won "Best
in Show' among government -produced programs.
In October 2014, the Cable TV office submitted a public service announcement (PSA) for
consideration in a national competition sponsored by the National Association of
Telecommunications Officials and Advisors. The PSA highlighted the City's ICgovXpress
mobile app and received a third-place award.
Upcoming Challenges:
The Communications staff has begun a complete redesign of the City's website. A 28E
agreement was negotiated with the University of Iowa, and Communications staff has
been working closely with the development team on the new site.
As visual media consumption takes on new forms, it will be essential that consideration
be given to new ways of packaging and distributing important City and community
information to local residents. This will include the continued development of video
programming formats that are in line with growing trends, such as mobile viewing and
integration with social media.
In fiscal year 2016, the Cable Television operations have merged into the
Communications Office. Prior year activity for the Cable Television operations can be
found in the Cable Television Fund in the Enterprise Fund section of the budget.
Staffing:
Staffing Level Change Summary:
The Cable Television operations staff has been combined with the Communications Office staff
in the fiscal year 2016 budget. Prior year staffing information for the Cable Television
operations can be found as part of the Cable Television Fund in the Enterprise Fund section of
the budget.
122
FY2014
FY2015
FY2016 Proposed
Total FTE's
2.00
3.00
7.50
Staffing Level Change Summary:
The Cable Television operations staff has been combined with the Communications Office staff
in the fiscal year 2016 budget. Prior year staffing information for the Cable Television
operations can be found as part of the Cable Television Fund in the Enterprise Fund section of
the budget.
122
Service Level Change Summary:
There are no proposed service level changes in the fiscal year 2016 budget.
Financial Highlights:
The fiscal year 2015 revised budget in the Communications Office includes funding for an
upgrade to the Laserfiche software that provides the document imaging and storage functions.
In fiscal year 2016, funding for advertising and marketing was reduced; however, additional
funding was added for language interpreter services and web hosting services.
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
outreach to provide access to a wide audience
Performance Measures:
Social media growth and digital outreach using e -subscription service
Video Programming
FY 2011
FY 2012
FY 2013
FY 2014
Twitter
New Measure
New Measure
574
2,742
Facebook
New Measure
New Measure
520
1,191
Media release activity
706
751
813
826
Video Programming
Note: Includes tull-length and short programs, public service announcements, and program segments
123
FY 2011
FY 2012
FY 2013
FY 2014
Programming promoting
downtown activities and
25
34
42
54
organizations
Programming promoting
general City initiatives,
125
142
160
150
projects, and public input
Note: Includes tull-length and short programs, public service announcements, and program segments
123
City of Iowa City
Activity Summary
Activity: Communications Office (210200) Fund: General (1000)
Division: Communications Office (210200) Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Prosection
Revenues:
General Revenues Subsidy $ 267,205 $ 257,001 $ 285,044 S 490,187 $ 370,053 8 376,979
Miscellaneous
Intra -City Charges 19,036
Total Revenues $ 286,241 $ 257,001 $ 285,044 $ 490,187 $ 370,053 $ 376,979
Expenditures
Personnel
$ 266,548 $
239,874 $
256,834
$
269,389
$
289,113 $
297,786
Services
16,383
14,942
26,539
127,222
61,770
63,005
Supplies
3,310
2,186
1,671
15,757
15,870
16,187
Capital Outlay
77,819
3,300
Total Expenditures
$ 286,241 $
257,001 $
285,044
$
490,187
$
370,053 $
3762979
Personnel Services - FTE
2012
2013
2014
2015
2016
Communications Assistant
-
-
1.00
1.00
1.00
Communications Coordinator
-
-
1.00
1.00
1.00
Document Services Supv
1.00
1.00
-
-
-
Document Specialist
2.00
-
-
-
-
Digital Communications Spec
-
-
1.00
1.00
1.00
Sr. Document Specialist
1.00
1.00
Total Personnel
4.00
2.00
3.00
3.00
3.00
Capital Outlay
2015
2016
Office Equipment
$
-
$
3,300
Software
77,819
Total Capital Outlay
$
77,819
$
3,300
124
City of Iowa City
Activity Summary
Activity: Cable Administration (210510) Fund: General Fund (1000)
Division: Communications Office (210200) Department: City Manager
Revenues:
Licenses And Permits
Franchise Fees
Use Of Money And Property
Interest Revenues
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel services - FTE
Clerical Assistant - Cable T.V.
Communications Tech - Cable
Media Production Service Coordinator
Production Asst - Cable T.V.
Special Projects Asst - Cable
Total Personnel
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiecl
$ - $ - $ - $ - $ 727,698 $ 727,698
835 835
144 144
$ - $ - $ - $ - $ 728,677 $ 728,677
$ - $ - $ - $ - $ 364,137 $ 375,061
57,840 58,997
9,564 9,755
$ - $ - $ - $ - $ 431,541 $ 443,813
2012 2013 2014 2015 2016
0.50
1.00
1.00
1.00
1.00
4.50
Activity Summary
Activity: Cable Reserves (210520) Fund: Cable Replacement Reserves (1007)
Division: Communications Office (210200) Department: City Manager
iml
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Transfer In:
Transfer -In from Cable Operations
$
- $
- $
- $ -
$
10,000
$
10,000
Total Transfer In
$
- $
- $
- $ -
$
10,000
$
10,000
Expenditures:
Capital Outlay
$
- $
- $
- $ -
$
33,800
$
-
Total Expenditures
$
- $
- $
- $ -
$
33,800
$
-
iml
a0 Ai 1e1►1 all :M6111 Cid:W
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 customers, 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 620 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
HIGHLIGHTS
Recent Accomplishments:
• Completed implementation of Munis Payroll, Employee Self Service, Benefits
Administration and Applicant Tracking (January 2015 go -live) modules
• Completed Firefighter entry-level testing and certified hiring list of 27 candidates in April
2014 in compliance with Chapter 400 of the Code of Iowa
• Completed Police Officer entry-level testing and certified hiring list of 23 candidates in
September 2014 in compliance with Chapter 400 of the Code of Iowa
• Police promotional testing for the ranks of Sergeant, Lieutenant and Captain (to be
completed November 2014) in compliance with Chapter 400 of the Code of Iowa
• City Employee Wellness Committee achieved Blue Zones Worksite designation for City
Hall
• Implemented changes to recruitment, outreach, application and candidate screening
processes aimed at increasing diversity of applicant pools for open positions
Upcoming Challenges:
• Kronos time and attendance software implementation
• Collective bargaining for FY16 agreements with AFSCME and Police Labor Relations
Organization
1P41
• Fire Department promotional testing for the ranks of Lieutenant, Captain, Battalion Chief,
and Deputy Fire Chief in compliance with Chapter 400 of the Code of Iowa
Staffing:
Staffing Level Change Summary:
There are no staff level changes proposed for fiscal year 2016.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
The budgeted expenditures for services has been reduced from fiscal year 2015 to fiscal year
2016 by 17% primarily due to the expenditures for the police and fire promotional testing in
fiscal year 2015.
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.
127
FY2014
FY2015
FY2016 Proposed
Total FTE's
4.00
3.00
3.00
Staffing Level Change Summary:
There are no staff level changes proposed for fiscal year 2016.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
The budgeted expenditures for services has been reduced from fiscal year 2015 to fiscal year
2016 by 17% primarily due to the expenditures for the police and fire promotional testing in
fiscal year 2015.
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.
127
Performance Measures:
Averages
FY 2011
FY 2012
FY 2013
FY 2014
Number of Internal
5.19%
7.01%
21
15
26
25
Hires
Number of External
$241.10
$268.21
$240.62
$68.14
per External Hire
103
99
105
98
Hires
11.61
10.43
9.97
8.32
Positions posted but
5
6
9
13
not filled
Averages
Note: Recruitment data does not include non -civilian Police and Fire Staff,
Library employees or Recreation program hourly staff.
City Employee Turnover Rate
CY 2010
FY 2011
FY 2012
FY 2013
FY 2014
Days to Fill Vacant
5.19%
7.01%
45.47
38.23
43.65
44.18
Position
Advertising Expense
$241.10
$268.21
$240.62
$68.14
per External Hire
Applicants per Hire
11.61
10.43
9.97
8.32
Note: Recruitment data does not include non -civilian Police and Fire Staff,
Library employees or Recreation program hourly staff.
City Employee Turnover Rate
CY 2010
CY 2011
CY 2012
CY 2013
6.62%
4.26%
5.19%
7.01%
128
City of Iowa City
Activity Summary
Activity: Human Resources (210300) Fund: General (1000)
Division: Human Resources (210300) Department: City Manager
Expenditures
Personnel
2012
2013
2014
2015
2016
2017
Services
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
7,186
8,341
23,828
33,208
31,282
31,908
General Revenues Subsidy
$ 410,016 $
404,607
$ 396,119
$ 484,408
$ 487,041
S 500,173
Charges For Fees And Services
$ 416,151 $
412,215 $
414,271 $
492,016 $
487,350 $
500,482
Misc Charges For Svc
120
70
90
70
90
90
Intra -City Charges
5,965
7,538
17,843
7,538
-
-
Other Misc Revenue
50
-
219
-
219
219
Total Revenues
$ 416,151 $
412,215
$ 414,271
$ 492,016
$ 487,350
$ 500,482
Expenditures
Personnel
$ 327,267 $
289,562 $
303,406 $
317,073 $
338,464 $
348,618
Services
80,297
114,312
87,037
141,735
117,604
119,956
Supplies
7,186
8,341
23,828
33,208
31,282
31,908
Capital Outlay
1,401
1.00
Personnel Administrator
1.00
1.00
-
Total Expenditures
$ 416,151 $
412,215 $
414,271 $
492,016 $
487,350 $
500,482
Personnel Services - FTE
2012
2013
2014
2015
2016
Human Resources Administrator
-
-
1.00
1.00
1.00
Human Resources Assistant
-
-
1.00
1.00
1.00
Human Resources Generalist
-
-
1.00
1.00
1.00
Personnel Administrator
1.00
1.00
-
-
-
Personnel Assistant
2.00
2.00
-
-
-
Personnel Generalist
1.00
1.00
Total Personnel
4.00
4.00
3.00
3.00
3.00
129
Ino0AJe1►Iall [r]no III K
The Human Rights Office receives, investigates and makes decisions on complaints alleging
unlawful discrimination, and works to end discriminatory practices by education, conciliation and
enforcement when necessary. The Office also provides educational trainings and presentations
on civil rights and illegal discrimination to the public and local businesses/organizations. The
Office cooperates with other agencies/organizations both public and private in the planning and
conducting of programs designed to educate on civil rights and illegal discrimination and
prepares specialized materials including correspondence, brochures, and advertisements on
civil rights and illegal discrimination. In addition, the Office plans programs for the community,
provides specialized reports to state agencies and the City Council, and serves as secretary
and liaison to the Human Rights Commission. Daily office duties include responding to requests
and concerns from the public, and making referrals to appropriate agencies as needed.
Trainings and continuing legal educations are attended throughout the year by staff to remain
knowledgeable on relevant laws concerning civil rights and discrimination.
The responsibilities of the equity branch of the office include but are not limited to Contract
Compliance with the City's Equal Opportunity Policy, serving as an advisor to the City Manager
on issues of equity, inclusion and diversity, liaison to City staff to promote and measure equity
within City operations, and preparing the annual report on equity.
HIGHLIGHTS
Recent Accomplishments:
• City wide staff training on Diversity & Inclusion.
• Outreach to diverse populations in the community via electronic and print
advertisement, presentations, trainings, and specific mailings to local not for
profits and social service agencies.
• Primary publications and event flyers translated into Spanish, Arabic and
Mandarin.
Fair housing testing.
Upcoming Challenges:
• To follow the general duties required by the City code for this office and to
strengthen community outreach, materials and advertisements should be
available in common languages spoken in this community.
• To provide these materials funding needs will increase despite modest increases
to overall City budgets. In addition, trainings and certifications of staff to remain
up to date on matters of equity and HUD mandates will require additional
funding.
130
Staffing:
Staffing Level Change Summary:
There are no staffing level changes included in the fiscal year 2016 budget.
Service Level Change Summary:
There are no service level changes proposed in fiscal year 2016.
Financial Highlights:
Other Professional Services was increased from $8,000 to $11,000. These costs cover
mediation on complaints, transcription of complaint interviews, confidential document
shredding, translation services (oral and written), trainings, and payment to testers. The
increased funding is to cover costs associated with reaching all community members
which by necessity includes communicating in a language other than English and
having materials and documents translated from English to other languages.
Advertising budget of $15,000 is included. This cost is to advertise online and in print for
community outreach to diverse populations for City services, programs and employment
opportunities will require more adverting.
$60,000 is included in both fiscal year 2015 and 2016 budgets for partnerships with
other agencies to provide diversification training, outreach, and community participation.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: To eradicate discrimination through outreach, education
and enforcement.
Department Objective: Support and promote equal opportunity.
131
FY2014
FY2015
FY2016 Proposed
Total FTE's
2.00
2.00
2.00
Staffing Level Change Summary:
There are no staffing level changes included in the fiscal year 2016 budget.
Service Level Change Summary:
There are no service level changes proposed in fiscal year 2016.
Financial Highlights:
Other Professional Services was increased from $8,000 to $11,000. These costs cover
mediation on complaints, transcription of complaint interviews, confidential document
shredding, translation services (oral and written), trainings, and payment to testers. The
increased funding is to cover costs associated with reaching all community members
which by necessity includes communicating in a language other than English and
having materials and documents translated from English to other languages.
Advertising budget of $15,000 is included. This cost is to advertise online and in print for
community outreach to diverse populations for City services, programs and employment
opportunities will require more adverting.
$60,000 is included in both fiscal year 2015 and 2016 budgets for partnerships with
other agencies to provide diversification training, outreach, and community participation.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: To eradicate discrimination through outreach, education
and enforcement.
Department Objective: Support and promote equal opportunity.
131
Performance Measures:
Complaints Filed
Type
FY 2011
FY 2012
FY 2013
FY 2014
Credit
New Measure
New Measure
New Measure
2
Education
New Measure
New Measure
New Measure
2
Employment
New Measure
New Measure
New Measure
16
Housing
New Measure
New Measure
New Measure
5
Public Accommodation
New Measure
New Measure
New Measure
16
Total
New Measure
New Measure
New Measure
41
Demographic Information (voluntarily provided)
Age
CY 2010
CY 2011
CY 2012
CY 2013
Over 21
New Measure
New Measure
New Measure
21
Over 60
New Measure
New Measure
New Measure
8
Sexual Orientation
CY 2010
CY 2011
CY 2012
CY 2013
Homosexual
New Measure
New Measure
New Measure
1
Marital Status
CY 2010
CY 2011
CY 2012
CY 2013
Single
New Measure
New Measure
New Measure
2
132
National Origin
CY 2010
CY 2011
CY 2012
CY 2013
American
New Measure
New Measure
New Measure
6
Chilean
New Measure
New Measure
New Measure
1
Honduras
New Measure
New Measure
New Measure
1
Belgian
New Measure
New Measure
New Measure
1
Sex
CY 2010
CY 2011
CY 2012
CY 2013
Female
New Measure
New Measure
New Measure
15
Male
New Measure
New Measure
New Measure
19
Race
CY 2010
CY 2011
CY 2012
CY 2013
Disability
New Measure
New Measure
New Measure
6
Race
CY 2010
CY 2011
CY 2012
CY 2013
White
New Measure
New Measure
New Measure
16
Black/African-American
New Measure
New Measure
New Measure
13
American Indian
New Measure
New Measure
New Measure
1
Hispanic
New Measure
New Measure
New Measure
3
Asian
New Measure
New Measure
New Measure
2
Requested information is optional therefore some complainants opt to not provide
demographical information.
133
City of Iowa City
Activity Summary
Activity: Human Rights (210400) Fund: General (1000)
Division: Human Rights (210400) Department: City Manager
Expenditures
Personnel
2012
2013
2014
2015
2016
2017
Services
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
4,045
4,402
5,766
4,708
5,991
6,111
General Revenues Subsidy
$ 226,292 $
223,235
$ 250,937
$ 327,985
$ 334,764
S 343,721
Licenses And Permits
Misc Lic & Permits
30
90
-
-
-
-
Special Events
-
8,418
2,250
2,000
2,250
2,250
Contrib & Donations
100
100
100
-
100
100
Other Misc Revenue
3,147
1,687
9,285
1,000
1,500
1,500
Total Revenues
$ 229,569 $
233,530
$ 262,572
$ 330,985
$ 338,614
$ 347,571
Expenditures
Personnel
$ 195,402 $
195,609 $
203,290 $
211,091 $
218,424 $
224,977
Services
30,122
33,519
53,516
115,186
114,199
116,483
Supplies
4,045
4,402
5,766
4,708
5,991
6,111
Total Expenditures
$ 229,569 $
233,530 $
262,572 $
330,985 $
338,614 $
347,571
Personnel Services - FTE
2012
2013
2014
2015
2016
Human Rights Coordinator
1.00
1.00
1.00
1.00
1.00
Human Rights Investigator
1.50
1.00
1.00
1.00
1.00
Total Personnel
2.50
2.00
2.00
2.00
2.00
134
a I ki Fil ki M AW 11 M I1011.11:TAIIs] 0I
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 four 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 provides 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.
135
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.
:1[CIO 1PLC] 0111 K
• Maintained the City's Aaa bond rating from Moody's Investors Service
• Kronos time keeping software is being implemented during FY2015
• Implemented budget process through Munis financial system
Recent Accomplishments:
• The City's FY2014 budget document
earned the GFOA Distinguished Budget
Presentation Award.
• Updated City Fund Balance policy
• Implemented Plan It! Capital
improvement program software
Staffing:
Upcoming Challenges:
• Planning for the effects of commercial
property tax reform at the state level.
• Address SEC MCDC initiative
• Overhaul financial policy manual and
create new internal audit program
Staffing Level Change Summary:
There are no changes proposed to the Finance Administration staffing plan for fiscal year 2016.
Service Level Change Summary:
There are no major service level changes proposed for fiscal year 2016.
Financial Highlights:
The fiscal year 2015 budget includes capital costs of acquiring the Kronos timekeeping software
for electronic timesheet and time clock management. No capital outlay expenditures are
budgeted for fiscal year 2016.
1191]
FY2014
FY2015
FY2016 Proposed
Total FTE's
4.65
4.15
4.15
Staffing Level Change Summary:
There are no changes proposed to the Finance Administration staffing plan for fiscal year 2016.
Service Level Change Summary:
There are no major service level changes proposed for fiscal year 2016.
Financial Highlights:
The fiscal year 2015 budget includes capital costs of acquiring the Kronos timekeeping software
for electronic timesheet and time clock management. No capital outlay expenditures are
budgeted for fiscal year 2016.
1191]
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)
FY 2011
FY 2012
FY 2013
FY 2014
Yes
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
FY 2014
Did not Apply
Did not Apply
Yes
Yes
137
City of Iowa City
Activity Summary
Activity: Finance Adminstration (310100) Fund: General (1000)
Division: Finance Adminstration (310100) Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiection
Revenues & Transfer In:
$ 316,178 $
366,855 $
351,957 $
360,136 $
389,433 $
401,116
Property Taxes
$ 22,441,703
$ 23,492,249
$ 23,964,345
$ 24,847,997
$ 25,108,002
$ 25,108,002
Delinquent Property Taxes
554
1,595
2,213
-
-
-
Other City Taxes
421,220
415,403
407,630
412,633
412,194
412,194
Licenses And Permits
$ 413,633 $
458,963 $
420,787 $
423,302 $
444,460 $
457,244
Food & Liq Licenses
98,363
108,788
99,912
103,933
99,912
99,912
General Use Permits
40,765
51,425
66,246
51,425
66,246
66,246
Use Of Money And Property
1.00
1.00
2.00
2.00
2.00
Interest Revenues
122,495
204,196
167,135
122,495
67,930
67,930
Intergovernmental
0.50
0.50
Property Tax Credits
49,372
57,528
72,550
539,041
1,066,898
1,066,898
Miscellaneous
Code Enforcement
442,897
418,463
394,104
418,463
394,104
394,104
Intra -City Charges
2,564,470
2,480,670
2,747,381
2,656,294
2,678,601
2,678,601
Other Misc Revenue
22
11
569
-
569
569
Parking Fines
470,104
420,040
315,419
500,000
315,419
315,419
Printed Materials
-
-
5
-
-
-
Other Financial Sources
Sale Of Assets
-
-
26,000
-
-
-
Transfer In - Bus Type Funds
18,000
18,000
18,414
18,727
18,914
18,914
Total Revenues & Transfer In
$ 26,669,965
$ 27,668,367
$ 28,281,923
$ 29,671,008
$ 30,228,789
$ 30,228,789
Expenditures
Personnel
$ 316,178 $
366,855 $
351,957 $
360,136 $
389,433 $
401,116
Services
91,532
82,680
65,071
50,097
52,301
53,347
Supplies
4,073
3,308
3,759
3,719
2,726
2,781
Capital Outlay
1,850
6,120
9,350
Total Expenditures
$ 413,633 $
458,963 $
420,787 $
423,302 $
444,460 $
457,244
Personnel Services - FTE
2012
2013
2014
2015
2016
Administrative Secretary
0.25
0.25
0.25
0.25
0.25
Budget Management Analyst
1.00
1.00
2.00
2.00
2.00
Finance Director
0.90
0.90
0.90
0.90
0.90
Management Analyst
0.50
0.50
Total Personnel
2.65
2.65
3.15
3.15
3.15
' Position Eliminated by Resolution May 2013, subsequent to FY14 Budget Adoption.
Capital Outlay
Software
Total Capital Outlay
138
2015 2016
$ 9,350 $
$ 9,350 $
City of Iowa City
Activity Summary
Activity: Disaster Assistance (310720/310730)
Fund:
General (1000)
Division: Finance Administration
Department: Finance
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projection
Revenues & Transfer In:
General Revenues Subsidy
$
38,847
$
-
$ 10,591
$ -
$
- $ -
Intergovemmental
FEMA Reimbursements
72,971
43,428
1,571
-
- -
StateDisasterAssistance
1,101
122,522
2,834
-
- -
Other State Grants
-
-
13,353
-
- -
Use Of Money And Property
Interest Revenues
29
7
-
-
- -
Miscellaneous
Other Misc Revenue
6,071
794
-
-
- -
Transfer -In
-
26,027
-
-
- -
Total Revenues & Transfer In
$
119,019
$
192,778
$ 28,349
$ -
$
- $ -
Expenditures:
Personnel
$
34,507
$
40,200
$ 25,694
$ -
$
- $ -
Services
84,512
3,453
2,655
Total Expenditures
$
119,019
$
43,653
$ 28,349
$ -
$
- $ -
Personnel Services - FTE
2012
2013
2014
2015
2016
Associate Planner
0.40
0.40
-
-
Total Personnel
0.40
0.40
-
-
-
fIQ
City of Iowa City
Activity Summary
Activity: Tort Liability (310630) Fund: General (1000)
Division: Finance Administration Department: Finance
Revenues:
Property Taxes
Delinquent Property Taxes
Other City Taxes
Intergovernmental
Property Tax Credits
Total Revenues
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel Services - FTE
Assistant City Attorney
Total Personnel
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proacti
$ 961,434 $ 907,808 $ 864,503 $ 896,379 $ 905,758 $ 905,758
24 62 80 - - -
18,041 16,051 14,708 15,102 14,860 14,860
- - - 17,884 35,986 35,986
$ 979,499 $ 923,921 $ 879,291 $ 929,365 $ 956,604 $ 956,604
$ 113,766 $
114,916 $
121,156
$ 121,118 $
129,531 $
133,417
736,297
812,567
764,102
889,266
939,500
958,290
4,789
4,884
5,002
5,081
5,185
5,289
$ 854,852 $
932,368 $
890,260
$ 1,015,465 $
1,074,216 $
1,096,996
2012 2013 2014 2015 2016
1.00 1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00 1.00
Activity Summary
Activity: Non -Operational Admin (310710) Fund: General (1000)
Division: Finance Administration Department: Finance
Revenues & Transfer In:
Property Taxes
Delinquent Property Taxes
Other City Taxes
Use Of Money And Property
Interest Revenues
Rents
Intergovernmental
Property Tax Credits
Miscellaneous
Misc Merchandise
Other Misc Revenue
Other Financial Sources
Interfund Loans
Sale Of Assets
Transfer -In - Employee Benefits
Total Revenues & Transfer In
Expenditures:
Services
Supplies
Capital Outlay
General Fund Contingency
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
S - $ 2,754,939 $ 2,810,095 $ 2,913,708 $ 2,944,194 $ 2,944,194
- 260 - - -
8,949,784 8,664,389 878,792 337,320 373,709 373,709
220,433 - - - - -
2,000 5,500 6,000 5,500 6,000 6,000
- - - 58,134 116,973 116,973
12 18 9 - - -
- 6,952 - 6,952 - -
882,222 - - - - -
804,380 101,162 - - - -
8,846,298 8,705,258 8,768,255 8,547,359 8,992,897 8,992,897
$ 19,705,129 $ 20,238,217 $ 12,463,411 $ 11,868,973 $ 12,433,773 $ 12,433,773
$ 624,276 $
107,443 $ 106,426 $ 107,493 $
106,474 $
108,603
7,746
600 2,146 624
2,225
2,270
810
- - -
-
-
318,281
367,000
399,120
$ 632,832 $
108,043 $ 108,572 $ 426,398 $
475,699 $
509,993
140
City of Iowa City - General Fund
Community Event and Program Funding
Community event funding totals $16,200 for FY2016.
The deadline for funding requests is January 7, 2015.
Funding Requests for
Community Events & Programs
Actual
FY2013
Actual
FY2014
Budget
FY2015
Requested
FY2016
Budget
FY2016
319 Music Fest
3,000
-
-
FY2016
FY2016
3rd Annual Northside Oktoberfest
-
1,000
1,500
67,000
67,000
4rh Annual Iowa City Juneteenth Celebration
-
275
1,000
23 000
23 000
Think Bicycles:
-
-
-
90,000
90,000
Bike to Work Month
-
1,000
1,000
1st Annual Hand Built Bicycle Exhibition
-
-
3,700
Iowa City Book Festival
1,000
-
-
Iowa City Community String Orchestra
200
400
-
Landlocked Film Festival
3,000
3,000
3,000
Mission Creek Festival
4,000
4,000
-
Public Space One: 52 Weeks/Works in Progress Festival (WiP5)
-
500
-
Riverside Theatre - Shakespeare Festival
5,000
5,000
5,000
Contin enc
-
1,025
1,000
Communi Event Pro ram Fundin
16 200
16 200
16,2 0
01
16 200
iss
Actual
Actual
Budget
Requested
Budget
City Sponsored Events
FY2013
FY2014
FY2015
FY2016
FY2016
Summer of the Arts
67,000
67,000
67,000
67,000
67,000
4th of July Fireworks (City of Iowa Cit
23 000
23 000
23 000
23 000
23 000
Ci Sponsored Event Funding90,000
90,000
90,000
90,000
90,000
iss
le[91010111011111101 W
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 unmodified 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.
HIGHLIGHTS
Recent Accomplishments: Upcoming Challenges:
• The City's Comprehensive Annual
Financial Report (CAFR) for FY2013
earned the Government Finance
Officers Association (GFOA) Certificate
of Achievement for Excellence in
Financial Reporting for the 29th
consecutive year. The Certificate is the
highest form of recognition for
excellence in state and local financial
reporting.
Staffing:
• Finalize implementation of the City's
new ERP software.
• Upcoming Request for Proposal for
Audit.
• 3 FEMA disasters to account for and
close out.
MIN
FY2014
FY2015
FY2016 Proposed
Total FTE's
8.00
7.00
7.60
MIN
Staffing Level Change Summary:
The full-time Grant Accountant position added for the 2008 flood was eliminated in the FY2015
adopted budget and replaced with a part-time temporary position. In fiscal year 2016, this
position will be converted to permanent part-time at .60 FTE.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
Annual software maintenance costs have decreased since fiscal year 2013 due to the
replacement of the City's financial software system and accounts for most of the decrease in
service expenditures since that time.
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, receive an Unqualified/Unmodified
opinion on Financial Statements from External Auditors
and not have any significant deficiencies or material
weaknesses in internal control
1061
FY
FY 2011
FY 2012
FY 2013
Ta2014
rrgetget
Yes
Yes
Yes
Yes
1061
Audited Financial Statements
Internal Control Deficiencies
FY 2014
FY 2011
FY 2012
FY 2013
Target
Auditor's Opinion on
Unqualified
Unqualified
Unmodified
Unmodified
Financial Statements
Internal Control Deficiencies
144
FY 2014
FY 2011
FY 2012
FY 2013
Target
Significant
1
0
0
0
Deficiencies
Material
0
0
1
0
Weaknesses
144
City of Iowa City
Activity Summary
Activity: Accounting (310200) Fund: General (1000)
Division: Accounting (310200) Department: Finance
Revenues:
General Revenues Subsidy
Use Of Money And Property
Interest Revenues
Miscellaneous
Intra -City Charges
Other Misc Revenue
Printed Materials
Special Assessments
Total Revenues
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel Services - FTE
Account Clerk -Accounting
Accountant - Payroll
Assistant Controller
Controller
Grant Accountant
Internal Auditor
Sr Accountant - Accounting
Sr Accounts Payable Clerk
Total Personnel
2012 2013 2014
Actual Actual Actual
$ 746,173 $ 780,016 $ 758,603 $
26 - -
2015 2016 2017
Revised Budget Proiecti
763,621 $ 775,295 $ 797,644
375 485 170 485 - -
4,519 4,075 4,424 4,075 4,424 4,424
2 3
1,740 1,013 979 - 979 979
$ 752,835 $ 785,592 $ 764,176 $ 768,181 $ 780,698 $ 803,047
$ 580,294 $
613,019 $
613,186 $
656,602 $
673,509 $
693,714
169,453
167,861
147,822
107,532
104,270
106,355
3,088
4,711
3,168
4,047
2,919
2,977
$ 752,835 $
785,592 $
764,176 $
768,181 $
780,698 $
803,047
2012
2013
2014
2015
2016
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
0.60
1.00
1.00
1.00
-
-
1.00
1.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
8.00 8.00 8.00 7.00 7.60
145
101:11111100 U&I 101 W
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 FY2015.
Recent Accomplishments:
In fiscal year 2014 the Purchasing Division
• Developed and Issued 86 new
solicitations including Request for
Bids, Request for Proposals, and
Request for Quotes.
• Administered over 120 City contracts.
• Procured over $3.7 million in goods
and services.
• Sold over $171,000 of surplus
equipment and vehicles.
Staffing:
Upcoming Challenges:
• Implementation of the new purchasing
policy.
• Training staff on the purchase
requisition, purchasing card, and
contract modules in MUNIS financial
system.
• Conducted supervisor training for
purchasing manual
M11
FY2014
FY2015
FY2016 Proposed
Total FTE's
3.44
3.44
3.44
M11
Staffing Level Change Summary:
There are no major staffing level changes in the fiscal year 2016 budget.
Service Level Change Summary:
There are no major service level changes in the fiscal year 2016 budget.
Financial Highlights:
During fiscal year 2014, the commissions received for equipment sales and the payment for
auction services were moved into the Purchasing division budget which increased the Other
Commissions revenues and also the corresponding Services expenditures.
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
147
FY 2011
FY 2012
FY 2013
FY 2014
Request for Proposals
18
19
11
22
Request for Bids,
Request for Quotes, &
48
38
36
64
Cooperative Agreements
Other (Purchase
Agreements, Sole
Source Purchases,
21
24
46
66
Contract Renewals, &
Emergency Purchases
Dollar Value of
Procurements*
$1.9
$2.5
$4.2
$3.7
in millions
*amount does not include all City -Wide Contract Procurements
147
Request for Bids, Request for Quotes, and Cooperative Agreements
Request for Bids, Request for Proposals, and Request for Quotes
FY 2011
FY 2012
FY 2013
FY 2014
Estimated Cost Savings
(rounded to the nearest
$325,000
$218,000
$200,000
$204,000
thousand
New Measure
New Measure
New Measure
2.8
Request for Bids, Request for Proposals, and Request for Quotes
"Quantities from April 2014 through July 2014
148
FY 2011
FY 2012
FY 2013
FY 2014
Average Number of
Bids, Proposals and
Quotes Received
New Measure
New Measure
New Measure
2.8
(excluding cooperative
agreements)"
"Quantities from April 2014 through July 2014
148
City of Iowa City
Activity Summary
Activity: Purchasing (310300) Fund: General (1000)
Division: Purchasing (310300) Department: Finance
Expenditures
Personnel
2012
2013
2014
2015
2016
2017
Services
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
932
1,247
1,557
623
535
546
General Revenues Subsidy
$ 318,315 $
277,577
$ 296,805
$ 297,250
$ 322,245
$ 332,026
Miscellaneous
0.50
Total Personnel
4.00
3.94
3.44
3.44
Other Misc Revenue
5,523
3,739
3,943
3,739
3,943
3,943
Other Commissions
-
1,958
8,977
1,958
8,977
8,977
Other Financial Sources
Sale Of Assets
24
Total Revenues
$ 323,862 $
283,274
$ 309,725
$ 302,947
$ 335,165
$ 344,946
Expenditures
Personnel
$ 304,374 $
270,291 $
281,400 $
291,825 $
307,758 $
316,991
Services
18,556
11,736
26,768
10,499
26,872
27,409
Supplies
932
1,247
1,557
623
535
546
Total Expenditures
$ 323,862 $
283,274 $
309,725 $
302,947 $
335,165 $
344,946
Personnel Services - FTE
2012
2013
2014
2015
2016
Buyer I - Purchasing
1.00
1.00
0.94
0.94
0.94
Buyer 11
1.00
1.00
1.00
1.00
1.00
Purchasing Agent
1.00
1.00
1.00
1.00
1.00
Purchasing Clerk
1.00
0.94
0.50
0.50
0.50
Total Personnel
4.00
3.94
3.44
3.44
3.44
149
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 23,000 customer calls and answered 87% of calls within 20 seconds
Processed 302,970 receipt transactions
Recent Accomplishments:
• Implemented Munis Cashiering for
General Billing invoices
• Implemented procedure to monitor
checks received for other divisions
Staffing:
Upcoming Challenges:
• Conversion to the Munis CIS software
• Complete the remodel of the Cashier
area
• Implementation of an IVR system for
utility and general billing payments
Staffing Level Change Summary:
There are no staffing changes proposed for fiscal year 2016.
Service Level Change Summary:
The IVR (Intelligent Voice Recognition) software solution will allow customer credit cards to be
taken by a computer automated solution.
Financial Highlights:
Software maintenance charges for the Munis software and the IVR software should begin in
fiscal year 2016.
150
FY2014
FY2015
FY2016 Proposed
Total FTE's
7.88
7.88
7.88
Staffing Level Change Summary:
There are no staffing changes proposed for fiscal year 2016.
Service Level Change Summary:
The IVR (Intelligent Voice Recognition) software solution will allow customer credit cards to be
taken by a computer automated solution.
Financial Highlights:
Software maintenance charges for the Munis software and the IVR software should begin in
fiscal year 2016.
150
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal:
Enhanced Communication and Marketing
Department Goal:
Improve customer service through expanded
FY 2014
payment/service request options
Department Objective:
Increase the number of transactions conducted online
Performance Measures:
26,894
*percent of calls answered within 20 seconds
Web Start/Stop Service
FY 2011
FY 2012
FY 2013
FY 2014
Active Accounts
25,902
26,268
26,510
26,894
Total Calls
24,119
23,907
24,228
23,081
Service Level*
86.96%
87.28%
86.40%
87.28%
*percent of calls answered within 20 seconds
Web Start/Stop Service
Payment Method
FY 2011
FY 2012
FY 2013
FY 2014
Customer Transactions
3,801
4,242
4,372
4,495
% Change
11.40%
11.60%
3.06%
2.81%
Payment Method
151
FY 2011
FY 2012
FY 2013
FY 2014
Total Receipt
303,038
298,262
307,770
302,970
Transactions
Web Transactions
74,889
83,811
90,700
97,891
% Web Transactions of
24.71%
28.10%
29.47%
32.31%
Total Transactions
Change in Web
13.60%
11.91%
8.22%
7.93%
Transactions (%)
[Change in % Web
13.20%
13.71%
4.88%
9.nsactions
of Total (%)
151
City of Iowa City
Activity Summary
Activity: Revenue (310400)
591,759 $
618,453 $
608,926 $
631,334 $
Fund: General (1000)
Division: Revenue (310400)
359,919
330,093
345,276
348,532
Department: Finance
4,616
5,179
5,409
5,390
7,868
8,025
5,296
2012
2013
2014
2015
2016 2017
$ 953,372 $
Actual
Actual
Actual
Revised
Budget Projection
Revenues:
General Revenues Subsidy
$ 945,503 $
951,130 $
947,063
$ 953,107
$ 980,894 $ 1,006,962
Charges For Fees And Services
1.38
1.38
1.38
1.38
Water Charges
6,680
5,869
6,094
5,869
6,094 6,094
Miscellaneous
0.50
0.50
0.50
0.50
Misc Merchandise
340
-
286
333
286 286
Other Misc Revenue
493
(141)
512
283
460 460
Other Financial Sources
Sale Of Assets
356
-
-
-
-
Total Revenues
$ 953,372 $
956,857 $
953,955
$ 959,592
$ 987,734 $ 1,013,802
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
$ 589,509 $
591,759 $
618,453 $
608,926 $
631,334 $
650,274
353,951
359,919
330,093
345,276
348,532
355,503
4,616
5,179
5,409
5,390
7,868
8,025
5,296
$ 953,372 $
956,857 $
953,955 $
959,592 $
987,734 $
1,013,802
2012
2013
2014
2015
2016
1.38
1.38
1.38
1.38
1.38
5.00
5.00
5.00
5.00
5.00
0.50
0.50
0.50
0.50
0.50
1.00
1.00
1.00
1.00
1.00
7.88
7.88
7.88
7.88
7.88
152
11011MWil I]k411►1619RAIIs] 0I
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:
Field Operations activities:
• Patrol
• Investigations
HIGHLIGHTS
• 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 2002. The
reaccreditation was in December 2013.
Staffing:
Upcoming Challenges:
• Keeping up with rapid changes in
technology
• Anticipated retirement of Administrative
Assistant in fiscal year 2016.
Staffing Level Change Summary:
There are no staffing changes proposed for fiscal year 2016.
Service Level Change Summary:
The budget includes $10,000 for St. Ambrose to conduct an annual traffic stop study.
Financial Highlights:
All of the Police Department travel and training expenses were moved to the Police
Administration budget from the other police division budgets which increased this division's
budget by approximately $70,000.
153
FY2014
FY2015
FY2016 Proposed
Total FTE's
5.00
5.00
5.00
Staffing Level Change Summary:
There are no staffing changes proposed for fiscal year 2016.
Service Level Change Summary:
The budget includes $10,000 for St. Ambrose to conduct an annual traffic stop study.
Financial Highlights:
All of the Police Department travel and training expenses were moved to the Police
Administration budget from the other police division budgets which increased this division's
budget by approximately $70,000.
153
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
CY 2013
Yes
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
CY 2013
Iowa City
1,533
1,580
1,842
Not yet
Iowa City
183
163
185
Not yet
Cities in Iowa*
available
Average of Comparable
Not yet
373
333
339
Cities in Iowa*
available
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
154
CY 2010
CY 2011
CY 2012
CY 2013
Iowa City
1,533
1,580
1,842
Not yet
available
Average of Comparable
2,527
2,658
2,932**
Not yet
Cities in Iowa*
available
**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
154
City of Iowa City
Activity Summary
Activity: Police Administration (410100) Fund: General (1000)
Division: Police Administration (410100) Department: Police
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel Services - FTE
Administrative Secretary
Computer Syst Analyst - Police
Police Captain
Police Chief
Police Sergeant
Total Personnel
$ 676,839 $
2012
2013
2014
2015
2016
2017
54,205
Actual
Actual
Actual
Revised
Budget
Projection
Revenues & Transfer In:
9,316
12,227
12,472
$ 738,252 $
737,532 $
741,617 $
General Revenues Subsidy
$ 732,057 $
737,513
$ 741,617
$ 783,841
$ 870,944
$ 895,466
Other Financial Sources
5.00
Sale Of Assets
-
20
-
-
-
-
Misc Transfers In
6,195
-
-
-
-
-
Total Revenues & Transfer In
$ 738,252 $
737,532
$ 741,617
$ 783,841
$ 870,944
$ 895,466
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel Services - FTE
Administrative Secretary
Computer Syst Analyst - Police
Police Captain
Police Chief
Police Sergeant
Total Personnel
$ 676,839 $
671,317 $
689,782 $
712,845 $
710,279 $
731,587
50,767
54,205
38,834
61,680
148,438
151,407
10,646
12,010
13,001
9,316
12,227
12,472
$ 738,252 $
737,532 $
741,617 $
783,841 $
870,944 $
895,466
2012 2013 2014 2015 2016
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
5.00
5.00
5.00
5.00
155
UI]kyj11►1619NAIkyj:MANV[y:61
The Administrative Services Division supports or provides services to Field Operations. The
division is commanded by a Captain and is organized into the following activities:
• Records is responsible for the recording of information, the housing and maintenance of
departmental records, reproduction and forwarding of records or data, providing copies
of records to the public, and compiles statistics for the National Crime Reporting System.
• Property & Evidence maintains all property turned into the department. This includes
found property as well of property held for evidentiary purposes. Additionally, the
property section prepares evidentiary items for transport applicable lab facilities.
• Training & Accreditation is responsible for maintaining the mandated level of training for
members of the department as well as ensuring those personnel are trained in those
areas that are necessary for the efficient functioning of the department. 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 fifth CALEA on-site inspection.
The department has completed the process of replacing the old squad car computers with
new laptop which will allow officers to remove the laptop from the car and complete the
report where ever the officer wishes. This included implementing a dual identification
software system to meet new FBI computer requirements.
• Construction began on the new animal shelter with an anticipated completion date of
September 2015.
• The first Youth Citizen's Police Academy was held.
Recent Accomplishments: Upcoming Challenges:
• LGBTQ liaison program. • Increased cost for storage of
• Police Chaplain Program body camera video.
• Continued participation in Youth Leadership Program, • Increased staff time to
National Night Out, Juneteenth, and other community produce video per court
events. requests with new body
cameras.
• Addressing the space needs
for property and bike storage.
• Shortage of space to store
evidence.
• Increase of staff time to
reconcile electronic doc
management system.
• Current request level for
Community Officer
appearances at community
events makes is difficult for
Officers to accommodate.
• Work continues on
enhancing and development
of additional modules within
our RMS package to work
towards a single point of data
collection and retrieval.
• Transitioning the animal
services division from their
long term temporary home
into the new facility.
Staffing:
fl.-Vl
FY2014
FY2015
FY2016 Proposed
Total FTE's
20.00
20.00
20.00
fl.-Vl
Staffing Level Change Summary:
There are no staff level changes proposed for fiscal year 2016.
Service Level Change Summary:
The Police Department will be acquiring body cameras for police officers during fiscal year
2015. This will require increased handling, storage, and expense to the department.
The animal services activity will also be opening its new animal facility in fiscal year 2016 and
be moving out of its temporary facility. Moving costs have been integrated into the budget;
however, operational costs for the new facility are unknown, but estimates are included in the
budget.
Financial Highlights:
Contributions and donations for supplies and services from the Friends of the Shelter have been
integrated into the animal services budget. This has increased the donations and contributions
revenue and has also increased the supplies and services budget by the same amount -
$51,540.
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.
Department Objective: 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.
158
Performance Measures:
Community Presentations
CY 2010
CY 2011
CY 2012
CY 2013
117
129
174
186
Youth Related Programs
Strategic Plan Goal:
CY 2010
CY 2011
CY 2012
CY 2013
Increase the efficiency in which lost pets and owners are
New Measure
New Measure
New Measure
11
1,100
implanted with a microchip. Pets with microchips and/or
1,150
licensed are more easily identified and returned to their
Strategic Plan Goal:
Enhanced Communication and Marketing & Healthy
CY 2012
Neighborhoods
Department Goal:
Increase the efficiency in which lost pets and owners are
CY 2010
reunited.
Department Objective:
Increase the number of pets that are licensed and/or
1,100
implanted with a microchip. Pets with microchips and/or
1,150
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.
Performance Measures:
Pets Micro -chipped
Licensed Pets
CY 2010
CY 2011
CY 2012
CY 2013
3,602
3,500
CY 2010
CY 2011
CY 2012
CY 2013
1,100
1,075
1,150
980
Licensed Pets
CY 2010
CY 2011
CY 2012
CY 2013
3,602
3,500
3,834
2,811
159
City of Iowa City
Activity Summary
Activity: Police Administrative Services (410200) Fund: General (1000)
Division: Police Administrative Services (410200) Department: Police
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiection
Revenues:
$ 1,408,740 $
1,405,753 $
1,440,940
$
1,495,702
$
General Revenues Subsidy
$ 1,425,860 $
1,526,537
$ 1,471,410
$ 1,565,483 $
1,650,631 $
1,706,901
Licenses And Permits
398,472
406,441
Supplies
68,797
60,532
Misc Lic & Permits
25,348
21,383
27,613
21,383
24,781
24,781
Intergovernmental
22,295
13,403
9,400
Local 28E Agreements
173,081
71,382
228,160
218,286
218,550
218,550
Charges For Fees And Services
2,044,851 $
2,101,121
Personnel Services - FTE
2012
2013
2014
Animal Care Services
9,539
8,873
9,230
11,420
10,000
10,000
Misc Charges For Svc
3,569
3,879
2,880
3,879
3,442
3,442
Miscellaneous
1.00
1.00
1.00
1.00
Animal Adoption
13,020
10,620
9,557
11,264
11,060
11,060
Code Enforcement
-
-
-
4,080
-
-
Contrib & Donations
1,818
-
1,270
22,289
51,540
51,540
Misc Merchandise
10,302
7,887
5,966
9,032
7,000
7,000
Other Misc Revenue
45,531
39,088
28,699
44,670
36,284
36,284
Printed Materials
19,423
22,434
29,363
22,912
27,043
27,043
Other Financial Sources
2.00
2.00
Police Sergeant
1.00
Sale Of Assets
1,543
29
6,700
5,000
4,520
4,520
Total Revenues
$ 1,729,034 $
1,712,112
$ 1,820,848
$ 1,939,698 $
2,044,851 $
2,101,121
Expenditures
Personnel
$ 1,408,740 $
1,405,753 $
1,440,940
$
1,495,702
$
1,537,346 $
1,583,466
Services
237,026
223,533
296,831
355,556
398,472
406,441
Supplies
68,797
60,532
69,674
79,040
109,033
111,214
Capital Outlay
14,471
22,295
13,403
9,400
Total Expenditures
$ 1,729,034 $
1,712,112 $
1,820,848
$
1,939,698
$
2,044,851 $
2,101,121
Personnel Services - FTE
2012
2013
2014
2015
2016
Animal Care Technician
2.00
2.00
2.00
2.00
2.00
Animal Center Assistant
1.00
1.00
1.00
1.00
1.00
Animal Control Supervisor
1.00
1.00
1.00
1.00
1.00
Animal Services Officer
2.00
2.00
2.00
2.00
2.00
CSO/Station Master
5.00
5.00
5.00
5.00
5.00
Police Officer
1.00
1.00
3.00
3.00
3.00
Police Records Clerk
2.00
2.00
2.00
2.00
2.00
Police Sergeant
1.00
1.00
1.00
1.00
1.00
Records Supervisor
1.00
1.00
1.00
1.00
1.00
Sr Police Records Clerk
2.00
2.00
2.00
2.00
2.00
Total Personnel
18.00
18.00
20.00
20.00
20.00
Capital Outlay
2015
2016
Other Operating Equipment
$
9,400
$
Total Capital Outlay
$
9,400
$
-
iRI6
Ia1:111Z6]»NAIIs] ►6y
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), Crisis Negotiation Team (CNT) 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
• Providing critical incident training for City employees
• The Juvenile Investigators involvement in developing a juvenile diversion program.
• The decision to issue body cameras to all officers with anticipated deployment in late 2014
to early 2015
161
Recent Accomplishments:
• The Department arrested parties involved in the high
profile shootings. Resources were then focused in the
affected neighborhoods to address resident concerns.
• Officers worked with several local businesses and the
City to provide training for active shooter incidents.
• The Juvenile Investigator joined representatives from
Juvenile Court, the Iowa City Community School
District, and District Court Judge, utilizing information
gained from the Georgetown University's program for
Reducing Racial and Ethnic Disparities in Juvenile
Justice Certificate Program developed a juvenile
diversion program for first time.
• The Iowa City Investigator on the Johnson County
Drug Task Force was the lead investigator in a two
state, multi -agency synthetic marijuana drug case. With
the additional help of the COPS funded downtown
officer, several businesses that were selling the illegal
substance were closed down.
• In response to the public presentation of the traffic
contact data by the department, the records
management project has enhanced the tracking
method and improved data analysis. The newversion
will start collection data in January 2015.
Staffing:
Upcoming Challenges:
• Replacing three senior
supervisor positions due to
retirement in an 18 month
period
• Limiting the financial impact of
the loss of ability to use day off
adjust on the overtime budget
Staffing Level Change Summary:
No staffing level changes are proposed for fiscal year 2016.
Service Level Change Summary:
The Police Department will be purchasing and implementing the use of body cameras for
police officers in late fiscal year 2015 or early 2016.
Financial Highlights:
Federally funded for two COPS awarded positions will be expiring in fiscal year 2016.
$220,000 is budgeted for squad car replacement and $119,400 for other operating
equipment.
FY2014
FY2015
FY2016 Proposed
Total FTE's
80.00
80.00
80.00
Staffing Level Change Summary:
No staffing level changes are proposed for fiscal year 2016.
Service Level Change Summary:
The Police Department will be purchasing and implementing the use of body cameras for
police officers in late fiscal year 2015 or early 2016.
Financial Highlights:
Federally funded for two COPS awarded positions will be expiring in fiscal year 2016.
$220,000 is budgeted for squad car replacement and $119,400 for other operating
equipment.
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
CY 2013
OWI Arrests
319
452
476
598
Traffic Stops
11,804
13,728
11,981
13,040
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.
163
CY 2010
CY 2011
CY 2012
CY 2013
Accidents*
1,889
1,886
2,047
2,429
Average Damage,
$4488
$4,421
$3,276
$4,800
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.
163
Response Time: Loud Party Complaints (in minutes)
CY 2010
CY 2011
CY 2012
CY 2013
Bar Checks Performed
976
1,800
1,365
1,362
Compliance Checks
25
149
273
341
Response Time: Loud Party Complaints (in minutes)
r[Y!
CY 2010
CY 2011
CY 2012
CY 2013
Call to Dispatch
1807
11:30
903
704
Dispatch to On Scene
925
419
401
409
r[Y!
City of Iowa City
Activity Summary
Activity: Police Field Operations (410300) Fund: General (1000)
Division: Police Field Operations (410300) Department: Police
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budoet Prosection
Revenues:
General Revenues Subsidy
Other City Taxes
Use Of Money And Property
Interest Revenues
Intergovernmental
Fed Intergovnt Rev
Local 28E Agreements
Other State Grants
Charges For Fees And Services
Fire Services
Police Services
Miscellaneous
Code Enforcement
Other Misc Revenue
Contrib & Donations
Misc Merchandise
Other Financial Sources
Sale Of Assets
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Comm Sew Officer - Evidence
Community Service Officer
Police Captain
Police Lieutenant
Police Officer
Police Sergeant
Total Personnel
Capital Outlay
AED'S
Automobiles
PC Hardware
Software
Vehicle Equipment
Video Recording Devices (System)
Other Operating Equipment
Total Capital Outlay
$ 8,085,646 $ 8,034,265 $ 8,692,280 $ 9,665,375 $ 9,217,932 $ 9,374,162
386,601 396,304 459,348 403,750 450,000 450,000
209
95
21
95
-
-
30,458
23,508
118,657
118,802
17,374
17,374
-
-
10,000
-
10,000
10,000
223,097
180,233
209,538
131,315
194,103
194,103
5,255
5,305
4,570
5,305
4,500
4,500
135,035
269,023
88,193
50,270
31,335
31,335
1,611 1,587 998 1,587 1,000 1,000
15,342 42,252 18,501 42,224 12,000 12,000
- - 11,680 - - -
6
38,195 41,590 72,716 74,519 38,400 38,400
$ 8,921,449 $ 8,994,163 $ 9,686,508 $ 10,493,242 $ 9,976,644 $ 10,132,874
$ 7,906,418 $ 7,867,958 $ 8,512,295 $ 8,990,917 $ 8,804,007 $ 9,068,127
603,239
635,273
663,980
686,317
637,679
650,433
129,691
194,863
204,987
236,447
161,092
164,314
282,101
296,068
305,246
579,561
373,866
250,000
$ 8,921,449 $
8,994,163 $
9,686,508
$ 10,493,242 $
9,976,644 $
10,132,874
2012
2013
2014
2015
2016
1.00
1.00
1.00
1.00
1.00
4.00
4.00
4.00
4.00
4.00
1.00
1.00
1.00
1.00
1.00
4.00
4.00
4.00
4.00
4.00
63.00
63.00
63.00
63.00
63.00
7.00
7.00
7.00
7.00
7.00
80.00
80.00
80.00
80.00
80.00
iml
2015 2016
$ 46,207 $ -
220,519 220,000
35,000 25,000
- 9,466
77,835
100,000 -
100,000 119,400
$ 579,561 $ 373,866
FIRE ADMINISTRATION
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 of 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
Safety and Wellness Committees, uniforms, physicals and immunizations. The Fire
Administration Division also manages the Weather Alert Sirens and City Command Post
budget lines.
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.
:1[CIO 1PLC] :rK
• 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 ICFD members are currently enrolled in the National Fire Academy's four-year
Executive Fire Officer Program; the ICFD command staff includes four EFO graduates.
• Continuity being realized after an almost complete turn over in command staff positions
during the past 16 months.
Recent Accomplishments:
• The Department was reaccredited by
the Commission on Fire Accreditation
International (CFAI). The ICFD is one of
only 195 accredited fire departments in
the world.
• Completed candidate testing and
interviewing resulting in a new hiring list.
• Finalized plans to begin enhancing
fitness and wellness citywide by
providing training to employees outside
the fire department.
Upcoming Challenges:
• Develop strategies to diminish injuries
sustained during training evolutions.
• Providing temporary classrooms and
related accommodations following
closure of the ICFD Training Center.
• Explore utilization of functional fitness
routines to enhance tactical fitness
levels.
• Maintenance of aging facilities at
Stations 1 and 3
• Replacement of aging weather alert
sirens.
Staffing:
Staffing Level Change Summary:
The budget does not include any staffing level changes in fiscal year 2016.
Service Level Change Summary:
There are not any significant service level adjustments in fiscal year 2016.
Financial Highlights:
Fire administration financial priorities for fiscal year 2016 include partnering with industry
experts to complete updates of the department's Community Hazards and Risk Assessment,
Standards of Cover and Strategic Plan documents. These extensive cornerstone documents
provide guidance as the department strives for continuous quality improvement and
enhancement of service delivery. The projected cost of the consultant services is $38,000.
The fiscal year 2016 budget also includes $12,382 to cover costs associated with leasing
warehouse space that is needed due to the demolition of the department training center.
Fiscal year 2016 budget priorities for the Weather Alert Sirens budget include the purchase and
installation of one (1) new weather alert sirens needed to increase coverage in south central or
the south east areas of the city at a projected cost of $25,000 (siren, radio controller, mounting
pole). Capital outlay priorities for fiscal year 2017 also include a request of $60,000 to begin
replacement of aging weather alert siren over a six year replacement schedule (3 sirens per
year).
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Increase two-way communication with customers seeking
information or feedback.
Department Objective: 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.
1"A
FY2014
FY2015
FY2016 Proposed
Total FTE's
4.00
3.00
3.00
Staffing Level Change Summary:
The budget does not include any staffing level changes in fiscal year 2016.
Service Level Change Summary:
There are not any significant service level adjustments in fiscal year 2016.
Financial Highlights:
Fire administration financial priorities for fiscal year 2016 include partnering with industry
experts to complete updates of the department's Community Hazards and Risk Assessment,
Standards of Cover and Strategic Plan documents. These extensive cornerstone documents
provide guidance as the department strives for continuous quality improvement and
enhancement of service delivery. The projected cost of the consultant services is $38,000.
The fiscal year 2016 budget also includes $12,382 to cover costs associated with leasing
warehouse space that is needed due to the demolition of the department training center.
Fiscal year 2016 budget priorities for the Weather Alert Sirens budget include the purchase and
installation of one (1) new weather alert sirens needed to increase coverage in south central or
the south east areas of the city at a projected cost of $25,000 (siren, radio controller, mounting
pole). Capital outlay priorities for fiscal year 2017 also include a request of $60,000 to begin
replacement of aging weather alert siren over a six year replacement schedule (3 sirens per
year).
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Increase two-way communication with customers seeking
information or feedback.
Department Objective: 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.
1"A
Performance Measures:
Meet ACR requirements to maintain CFAI accredited agency status
Number of reaccreditation report adopted recommendations implemented
CY 2010
CY 2011
CY 2012
CY 2013
ACR Submitted
Yes
Yes
Yes
Reaccredited
Number of reaccreditation report adopted recommendations implemented
Maintain ISO Class 2 rating.
CY 2010
CY 2011
CY 2012
CY 2013
Strategic
3
3
2
2
New Measure
New Measure
New Measure
1 of 7
Recommendations (7)
Specific
New Measure
New Measure
New Measure
2 of 9
Recommendations (9)
Maintain ISO Class 2 rating.
`&V
CY 2010
CY 2011
CY 2012
CY 2013
Rating
3
3
2
2
`&V
City of Iowa City
Activity Summary
Activity: Fire Administration (450100) Fund: General (1000)
Division: Fire Administration (450100) Department: Fire
Revenues:
Intergovernmental
State 28E Agreements
Miscellaneous
Contrib & Donations
Printed Materials
Other Misc Revenue
Other Financial Sources
Sale Of Assets
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Administrative Secretary
Battalion Chief
Deputy Fire Chief
Fire Chief
Total Personnel
Capital Outlay
Weather Alert Siren(s)
Other Operating Equipment
Total Capital Outlay
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budoet Proiecti
$ 1,311,778 $ 1,400,183 $ 1,370,309 $ 1,411,418 $ 1,397,715 $ 1,397,715
25 2,550
4
121 726
- 595 - -
$ 1,311,803 $ 1,403,453 $ 1,371,035 $ 1,411,418 $ 1,397,715 $ 1,397,715
$ 528,589 $
537,848 $
480,393 $
469,436 $
480,042 $
494,443
196,774
196,106
196,673
260,482
314,702
320,996
57,570
57,269
71,027
65,083
108,403
110,571
13,636
1.00
10,000
18,000
20,000
60,000
$ 796,569 $
791,222 $
758,093 $
813,001 $
923,147 $
986,010
2012
2013
2014
2015
2016
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
3.00
4.00
4.00
3.00
3.00
iml
2015 2016
$ - $ 20,000
18,000
$ 18,000 $ 20,000
EMERGENCY OPERATIONS
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 (EMT) 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 rescue
and recovery, 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 30 members who are
trained and certified to the Hazmat Technician level.
HIGHLIGHTS
• In 2014, emergency service demand continues to increase. The ICFD is on pace to
respond to over 5800 incidents in 2014, a five percent increase over 2013. With this
trend, the total call volume will have increased by 29% over the last five years.
• To date in 2014 (October), fire personnel have responded to 65 fire emergencies,
resulting in $1.8 million in property damage. The pre -incident value of the damaged
property equates to over 212 million, resulting in a total saved value of over 210 million.
The largest single fire loss was estimated at more than $1.3 million for a fire that
occurred in a commercial structure located at 2339 Heinz Road.
• The ICFD continues to experience a troubling number of simultaneous emergency calls
for service. To date in 2014 (October), 23% of emergency incidents were overlapping.
170
Recent Accomplishments:
• Continue to increase the tactical
capabilities by instituting wide -area search
protocols and equipment for instances
involving victims lost in wooded areas or
people who wander from assisted -living
facilities.
• Purchased a gear dryer to better maintain
water and ice rescue suits. This dryer has
been placed in service at fire station 4.
• Developed a more technical training
program to gain additional proficiencies in
emergency response to hazardous
materials incidents.
• Worked with City of Iowa City Public
Works to ensure service sharing during
responses to trench rescue incidents.
• Participated in hazardous material release
exercises with the University of Iowa,
UIHC. and the VA.
• Attached a member of the ICFD to the
Iowa (Urban Search and Rescue) USAR
team based out of Cedar Rapids.
Staffinq:
Upcoming Challenges:
• Meeting established response time goals.
Growth and development on the east,
southeast and west create response time
challenges.
• Research and determine how to best
provide emergency medical services.
• Decreasing turnout times at fire station 1.
Station design and size inappropriate for
personnel turning out within the
prescribed benchmarks.
Staffing Level Change Summary:
There are not any staffing level changes proposed for fiscal year 2016.
Service Level Change Summary:
There are not any significant service level adjustments in fiscal year 2016.
Financial Highlights:
Fire emergency operations financial priorities for fiscal year 2016 include the replacement of the
command vehicle through the Equipment Fund; $10,000 is included in capital outlay to outfit the
new vehicle. The fiscal year 2016 budget also includes $33,000 to purchase a replacement
trench/emergency building collapse shoring trailer. Currently, the division does not anticipate
any significant capital outlay expenses in fiscal year 2017.
171
FY2015
FY2016
FY2017 Proposed
Total FTE's
59.00
59.00
59.00
Staffing Level Change Summary:
There are not any staffing level changes proposed for fiscal year 2016.
Service Level Change Summary:
There are not any significant service level adjustments in fiscal year 2016.
Financial Highlights:
Fire emergency operations financial priorities for fiscal year 2016 include the replacement of the
command vehicle through the Equipment Fund; $10,000 is included in capital outlay to outfit the
new vehicle. The fiscal year 2016 budget also includes $33,000 to purchase a replacement
trench/emergency building collapse shoring trailer. Currently, the division does not anticipate
any significant capital outlay expenses in fiscal year 2017.
171
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
CY 2013
Target or Goal
In
%
In
%
In
%
In
%
23
Minutes
Compliance
Minutes
Compliance
Minutes
Compliance
Minutes
Compliance
URBAN
7.52
68%
843
54%
810
76%
702
68%
90% <6 minutes
7.29
71%
844
50%
641
79%
652
67%
90% <6 minutes
SUBURBAN
9:00
51%
908
37%
851
61%
806
44%
90% <6 minutes
8:41
50%
716
55%
756
75%
746
55%
90% <6 minutes
EMS response time
Fire control (confined to room or object)
CY 2010
CY 2011
CY 2012
CY 2013
Target or Goal
In
%
In
%
In
%
In
%
23
Minutes
Compliance
Minutes
Compliance
Minutes
Compliance
Minutes
Compliance
URBAN
7.52
68%
843
54%
810
76%
702
68%
90% <6 minutes
SUBURBAN
9:00
51%
908
37%
851
61%
806
44%
90% <6 minutes
Fire control (confined to room or object)
IVA
CY 2010
CY 2011
CY 2012
CY 2013
Total Fires
70
57
79
39
Fires Confined
65
47
69
23
IVA
City of Iowa City
Activity Summary
Activity: Fire Emergency Operations (450200) Fund: General (1000)
Division: Fire Emergency Operations (450200) Department: Fire
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Prosection
Revenues:
General Revenues Subsidy
Other City Taxes
Other City Taxes
Charges For Fees And Services
Fire Services
Miscellaneous
Other Misc Revenue
Other Financial Sources
Sale Of Assets
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Battalion Chief
Fire Captain
Fire Lieutenant
Firefighter
Total Personnel
Capital Outlay
Vehicle Equipment
Trench Rescue Trailer
Other Operating Equipment
Total Capital Outlay
$ 5,341,785 $ 5,423,942 $ 5,629,410 $ 6,065,189 $ 5,840,802 $ 5,986,090
489,258 521,476 585,611 529,840 589,040 589,040
3,396 3,000 3,287 3,000 3,000 3,000
2,384 2,855 3,755 2,384 - -
15,108 6,116 49,033
$ 5,851,931 $ 5,957,389 $ 6,271,096 $ 6,600,413 $ 6,432,842 $ 6,578,130
$ 5,443,757 $ 5,579,298 $ 5,906,639 $ 6,111,119 $ 6,049,133 $ 6,230,607
261,508
207,082
253,911
384,989
263,099 268,361
82,343
84,219
90,087
96,555
77,610 79,162
64,323
86,789
20,459
7,750
43,000
$ 5,851,931 $
5,957,389 $
6,271,096
$ 6,600,413 $
6,432,842 $ 6,578,130
2012
2013
2014
2015
2016
3.00
2.00
2.00
2.00
2.00
3.00
3.00
3.00
3.00
3.00
12.00
12.00
12.00
12.00
12.00
41.00
42.00
42.00
42.00
42.00
59.00 59.00 59.00 59.00 59.00
2015 2016
173
$ $ 10,000
33,000
7,750
$ 7,750 $ 43,000
FIRE PREVENTION
The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through
fire code compliance, plans review, 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, plan reviews, and public education. A shift fire inspector
conducts inspections of liquor license establishments, schools, day care centers,
churches, and City buildings. Emergency operations personnel conduct fire safety
inspections of all commercial and University of Iowa buildings.
The FPB continues to conduct regular inspections for businesses, churches, daycares,
schools, and university buildings. Multiple educational opportunities exist with each
inspection: an opportunity to increase fire safety awareness through explanation of a
violation and associated hazard, firefighters can become familiar with the building, and
an opportunity to foster community relationships.
The wide range of activities provided by fire and life -safety educators include
daycare/preschool and school presentations, Kids Safety House visits, Safety Village,
UI Resident Assistant Fire Academy, senior safety tips for older adults, and crowd
manager training for assembly occupancy employees. Building on a long partnership
with SAFE KIDS Johnson County, the department has also trained additional personnel
and designated Station 4 as a child safety seat "FIT Station."
Investigation of fires is an integral part of fire prevention. All reported fires are
investigated by a company officer and/or a member of the fire investigation team in an
attempt to determine the origin and cause. Fire investigation team members have
received specialized training and are required to complete continuing education
requirements.
HIGHLIGHTS
• To date in 2014 (October), the FPB conducted 1,581 fire and life -safety inspection.
• To date in 2014 (October), the FPB investigated 139 fire incidents. As in years past, the
kitchen remains the reported area of origin for the majority of fires; unattended cooking
accounting for the largest number of these fires.
174
Recent Accomplishments:
• Fire Marshal Greer completed last class
necessary for Executive Fire Officer
designation.
• Fire Marshal Greer attended 18 week
Law Enforcement Academy in Cedar
Rapids to enhance capabilities for fire
investigations.
• Provided 15 sessions of Crowd Control
Manager training to employees of
assembly occupancies.
• Completed 45 child safety seat
installations as of October 2014.
Staffing:
Upcoming Challenges:
• Identify methods to minimize inspection
workload against the demands of
emergency services and training needs.
• Obtain training and education necessary
to gain fire code and origin and cause
certifications for the Fire Marshal,
including Certified Fire Investigator
designation.
• Identify programs available to provide fire
safety education to at -risk populations
and neighborhoods.
• Reduce the incidence of kitchen fires by
emphasizing fire safe behaviors in the
kitchen.
Staffing Level Change Summary:
There are not any staffing level changes in fiscal year 2016.
Service Level Change Summary:
There are not any significant service level adjustments in fiscal year 2016.
Financial Highlights:
There is no capital outlay expenditures budgeted in fiscal year 2016. The Fire Prevention
division budget includes $12,500 for training supplies for the fire cadet program, public
education, and fire prevention training.
175
FY2015
FY2016
FY2017 Proposed
Total FTE's
1.00
1.00
1.00
Staffing Level Change Summary:
There are not any staffing level changes in fiscal year 2016.
Service Level Change Summary:
There are not any significant service level adjustments in fiscal year 2016.
Financial Highlights:
There is no capital outlay expenditures budgeted in fiscal year 2016. The Fire Prevention
division budget includes $12,500 for training supplies for the fire cadet program, public
education, and fire prevention training.
175
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal
Department Goal:
Department Objective
Performance Measures:
Healthy Neighborhoods & A Strong Urban Core
Ensure fire prevention core programs meet projected
jurisdictional and regional service delivery demands &
needs.
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.
Public education/fire prevention community contacts and staff hours
Fire & life -safety building inspections conducted
Type
CY 2010
CY 2011
CY 2012
CY 2013
Contacts
686
458
507
430
Commercial
108
147
175
241
(200 - Goal)
415
435
399
401
Staff Hours
615
746
806
821
Fire & life -safety building inspections conducted
Type
CY 2010
CY 2011
CY 2012
CY 2013
Bureau
686
458
507
430
Commercial
956
855
1,052
818
University
415
435
399
401
Increase presence and condition of smoke alarms encountered in fire incidents to 100%.
Smoke Alarm Status
CY 2010
CY 2011
CY 2012
CY 2013
(70 incidents)
(57 incidents)
(79 incidents)
(39 incidents)
Working
48
22
56
28
Not Working
3
2
5
3
None Present/
19
10
18
8
Undetermined
ir'll
City of Iowa City
Activity Summary
Activity: Fire Prevention (450300) Fund: General (1000)
Division: Fire Prevention (450300) Department: Fire
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Prosection
Revenues:
General Revenues Subsidy $ 179,707 $ 184,398 $ 191,071 $ 260,845 $ 209,300 S 214,929
Licenses And Permits
Food & Liquor Licenses 82 - - - - -
Intergovernmental
Federal Intergovernmental Revenue 17,613 - - - - -
Miscellaneous
Other Misc Revenue 851 530
Total Revenues $ 197,402 $ 185,249 $ 191,601 $ 260,845 $ 209,300 $ 214,929
Expenditures
Personnel
$ 141,593 $
140,530 $
127,359
$
145,355
$
144,261 $
148,589
Services
35,143
38,568
25,479
40,956
48,343
49,310
Supplies
17,203
6,151
21,768
15,534
16,696
17,030
Capital Outlay
3,463
-
16,995
59,000
-
Total Expenditures
$ 197,402 $
185,249 $
191,601
$
260,845
$
209,300 $
214,929
Personnel Services - FTE
2012
2013
2014
2015
2016
Battalion Chief
1.00
1.00
1.00
1.00
1.00
Fire Captain/Inspector
1.00
Total Personnel
2.00
1.00
1.00
1.00
1.00
Capital Outlay
2015
2016
Automobiles
$
54,000
$
-
Other Operating Equipment
5,000
Total Capital Outlay
$
59,000
$
-
177
I a I N :L111111Cr
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 the purchase and repair of fire apparatus.
[Lein 11 Lein 1 &1
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:
• Completed high school Fire Cadet
Program to aid diversity recruitment
initiatives.
• Conducted three six-week candidate
orientation classes for 4 new hires.
• Certified second Blue Card Command
Instructor.
• Implemented Commission on
Professional Credentialing Fire Officer
Designation Program.
• Converted Station 4 basement into
department training room due to
upcoming loss of training center.
Staffing:
Upcoming Challenges:
• 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: working to lease suitable
warehouse space.
• Long term planning for a new public
safety training complex. Securing
property and funding are top priorities.
• Coordinating multi -company training
evolutions while maintaining response
coverage.
IM.]
FY2014
FY2015
FY2016 Proposed
Total FTE's
1.00
1.00
1.00
IM.]
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2016 budget.
Service Level Change Summary:
There are no significant service level adjustments in the fiscal year 2016 budget.
Financial Highlights:
The division has no capital outlay priorities identified for fiscal year 2016 or fiscal year 2017.
Contractual service expenditures were reduced by 22% from fiscal year 2015 to 2016. This is
primarily due to a reduction of other building repair services and internal service fund charges
due to the elimination of the fire training center. The fire training center was located at the site
of the North Wastewater Treatment Plant and is being demolished and removed as part of that
project.
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)
179
CY 2010
CY 2011
CY 2012
CY 2013
Hours
% Achieved
% Achieved
% Achieved
% Achieved
Minimum (96)
New Measure
New Measure
New Measure
100%
Goal (160)
New Measure
New Measure
New Measure
76%
179
Certifications obtained
Certification
(Goal)
CY 2010
CY 2011
CY 2012
CY 2013
Safety
Certified
New Measure
New Measure
New Measure
New Measure
Officer
(64)
In Progress
New Measure
New Measure
New Measure
New Measure
Fire
Certified
New Measure
New Measure
New Measure
2
Officer
(30)
In Progress
New Measure
New Measure
New Measure
12
Haz Mat
Certified
New Measure
50
62
62
Tech
(64)
In Progress
New Measure
14
2
2
1611]
City of Iowa City
Activity Summary
Activity: Fire Training (450400)
Division: Fire Training (450400)
Fund: General (1000)
Department: Fire
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
General Revenues Subsidy
$
137,733
$
156,393
$ 173,120
$
199,651
$
189,373 S
194,344
Intergovernmental
Fed Intergovnt Rev
17,347
-
-
-
-
-
Charges For Fees And Services
Fire Services
435
2,224
717
2,000
-
-
Miscellaneous
Other Misc Revenue
56
530
-
-
-
-
Other Financial Sources
Sale Of Assets
500
7,159
Total Revenues
$
155,571
$
159,647
$ 180,996
$
201,651
$
189,373 $
194,344
Expenditures:
Personnel
$
105,042
$
105,094
$ 110,959
$
117,128
$
118,306 $
121,855
Services
32,793
32,651
28,689
65,744
51,014
52,034
Supplies
17,736
15,902
9,175
18,779
20,053
20,454
Capital Outlay
6,000
32,173
Total Expenditures
$
155,571
$
159,647
$ 180,996
$
201,651
$
189,373 $
194,344
Personnel Services - FTE
2012
2013
2014
2015
2016
Fire Lieutenant/Training
1.00
1.00
1.00
1.00
1.00
Total Personnel
1.00
1.00
1.00
1.00
1.00
wedall :MV:11 all :191N*TV IIs] 01VA11MI10111.11MAIIs] 011
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.
Administration
Administration personnel include 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 May
through October on Tuesdays at The Iowa City Market.
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 provides routine custodial services and other periodic
maintenance projects for City Hall, utilizing a combination of in-house and contracted
services. Staff provides 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 Tuesday Market at Iowa City Marketplace in 2014.
• Replaced long overdue rooftop HVAC system at City Hall reducing energy
consumption and operation.
• Began building automated system for further monitoring and improvement of energy
use city-wide.
Staffing:
11M
FY2015
FY2016
FY2017 Proposed
Total FTE's
6.83
6.83
7.33
11M
Staffing Level Change Summary:
In the fiscal year 2016 budget, the Recreation Maintenance Supervisor position was upgraded
to a Facilities Manager position, but there was no change in the FTE totals. Separately, a .50
Custodian — Government Buildings was increased to full-time 1.00 FTE. This was a net
increase in the Parks Administration division FTE by .50.
Service Level Change Summary:
No service levels changes are proposed for the fiscal year 2016 budget.
Financial Highlights:
Park and Recreation Administration - Acquired 5.02 acres from the will of Frieda A. Chadek at
the intersection of Friendship St. and 5`h Ave. The proposed name of the park is Chadek Green
Park and will include a community garden. The cost of this property was $280,000.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Monitor/utilize endowments, donations, and grant funding
sources to decrease reliance on general fund subsidies.
Department Objective: 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.
183
Performance Measures:
Endowments
* Community Foundation started in CY 2012
Donations and Grant Funding
CY 2010
CY 2011
CY 2012
CY 2013
Iowa City Parks and
Recreation Foundation
$80,895
$118,125
$165,194
$114,736
Community Foundation
NA
NA
$10,373
$17,864
of Johnson County*
$126,859
$505,321
$2,078,993
$567,585
* Community Foundation started in CY 2012
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
FY 2014
Donations**
$64,157
$56,541
$258,063
$129,395
Grant Funding**
$62,702
$448,780
$1,820,930
$438,190
Total
$126,859
$505,321
$2,078,993
$567,585
Per capita calculation
(used 2010 US Census)
$1.869
$7.446
$30.635
$8.364
** 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.
184
FY 2011
FY 2012
FY 2013
FY 2014
Programs
New Measure
New Measure
New Measure
168
Participants
New Measure
New Measure
New Measure
59,486
184
City of Iowa City
Activity Summary
Activity: Park and Rec Admin (510100) Fund: General (1000)
Division: Park and Rec Admin (510100) Department: Parks and Recreation
Revenues:
General Revenues Subsidy
Charges For Fees And Services
Parking Charges
Miscellaneous
Misc Merchandise
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Administrative Secretary
Parks & Recreation Director
Total Personnel
Capital Outlay
Property Acquisition
Total Capital Outlay
2012 2013 2014
Actual Actual Actual
$ 273,000 $ 264,037 $ 283,961 $
9,780
m
2015 2016 2017
Revised Budget Proiecti
558,201 $ 265,817 $ 273,849
9,780 9,780
309 309 309
$ 273,010 $ 264,037 $ 294,050 $ 558,201 $ 275,906 $ 283,938
$ 237,812 $
235,643 $
241,845 $
247,067 $
251,357 $
258,898
27,594
26,393
49,865
30,489
23,446
23,915
1,104
2,002
2,340
645
1,103
1,125
6,500
2.00
280,000
$ 273,010 $
264,037 $
294,050 $
558,201 $
275,906 $
283,938
2012
2013
2014
2015
2016
1.00
1.00
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
Activity Sum
2015 2016
$ 280,000 $
$ 280,000 $ -
Activity: Parkland Acquisition (510400) Fund: General (1022)
Division: Park and Rec Admin Department: Parks and Recreation
Expenditures:
Services
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budaet Proiecti
S 125 S - S - S -$ - S
IRR
City of Iowa City
Activity Summary
Activity: Farmers Market (510200) Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
Revenues:
Use Of Money And Property
Rents
Charges For Fees And Services
Misc Charges For Svc
Miscellaneous
Contrib & Donations
Misc Merchandise
Total Revenues
Expenditures:
Personnel
Services
Supplies
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiecti
$ 60,305 $ 69,115 $ 76,319 $ 83,380 $ 66,875 $ 66,875
3,462 2,919 3,126 3,500 3,262 3,262
3,100 3,043 5,650 3,100 3,100 3,100
5,282 4,012 3,121 5,000 4,765 4,765
$ 72,149 $ 79,088 $ 88,216 $ 94,980 $ 78,002 $ 78,002
$ 16,606 $
16,124 $
31,134 $
24,939 $
21,159 $
21,794
28,241
28,552
31,921
30,004
29,605
30,197
8,685
5,197
5,054
5,244
5,679
5,793
$ 53,532 $
49,873 $
68,109 $
60,187 $
56,443 $
57,783
Activity Summary
Activity: Government Buildings (510300)
Division: Park and Rec Admin
$ 310,237 $
300,807 $
234,214 $
Department:
Fund: General (1000)
Parks and Recreation
353,147
2012
2013
2014
2015
2016 2017
336,362
Actual
Actual
Actual
Revised
Budget Projection
Revenues:
20,371
20,778
Capital Outlay
8,219
1.00
General Revenues Subsidy S
490,358 $
483,947
S 397,884
S 658,196 $
699,594 $ 717,014
Other Financial Sources
397,884 $
658,196 $
699,594 $
717,014
Sale Of Assets
10
-
-
-
-
Total Revenues $
490,368 $
483,947
$ 397,884
$ 658,196 $
699,594 $ 717,014
Expenditures
Personnel
$ 310,237 $
300,807 $
234,214 $
302,187 $
342,861 $
353,147
Services
147,759
161,314
138,838
333,718
336,362
343,089
Supplies
24,153
21,827
24,832
22,291
20,371
20,778
Capital Outlay
8,219
1.00
Facilities Manager
-
-
-
Total Expenditures
$ 490,368 $
483,947 $
397,884 $
658,196 $
699,594 $
717,014
Personnel Services - FTE
2012
2013
2014
2015
2016
Custodian - Govt Bldgs
2.50
2.50
2.50
2.50
3.00
M. W. II - Govt Bldgs
1.00
1.00
1.00
1.00
1.00
M.W. I - Govt Bldgs
1.00
1.00
1.00
1.00
1.00
Facilities Manager
-
-
-
-
0.33
Rec. Maint. Supr
0.33
0.33
0.33
0.33
Total Personnel
4.83
4.83
4.83
4.83
5.33
N:to] N:FA I Is] 0I
The Recreation Division manages the operation of the City's recreation facilities and programs.
The City offers programs in youth & adult sports, aquatics, art, social, and environmental
programs, and programs for persons with special needs. The division's budget is the sum of
eight areas: Administration, Rec Center Operations, Building Maintenance,
Social/Cultural/Environmental 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, free fitness room and multipurpose rooms. Scanlon
Gymnasium offers rentals including gym rentals and birthday party packages. With 2 full
courts hosts many tournaments (soccer, volleyball, basketball) bringing many
participants throughout Iowa. Also hosts elementary school nights, family fun nights, tot
time and other special events.
Grant Wood Gym is located at Grant Wood elementary school. Gym helps facility youth
sports, basketball, volleyball and taekwondo. Offers open gym when RALCC and
MPACSG are full. Offer FREE skate nights on Friday Night.
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/Environmental Activities
Cultural, social and environmental education 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 also supports and cooperates with the Young
Footliters Children's Theatre and the Iowa City Community Theatre. A Potter's Studio,
Painting and Printing facilities and a Craft Room are available year round.
11R)I
Special Events, workshops, clinics, and community education includes coach's training,
trips, teen dances, artist residencies, music performances, holiday events and no -school
day activities.
Summer camp offers eight weeks of swimming, crafts, roller skating, field trips, sports,
and elective camps. This indoor/outdoor camp consists of eight one-week sessions for
children completing grades K-6.
Playgrounds provide supervised activities in several Iowa City park sites. Sports,
games, crafts, and special events are included. This eight-week summer program is
designed for children completing grades K-6.
Aquatics
Aquatics 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
certified lifeguard. Both the main pool and the wading pool are handicap accessible.
Numerous shade structures and incorporated trees provide a park -like experience.
Included is an accessible picnic area that guests are welcome to utilize whilst visiting.
The City Park Pool is open from Memorial Day to Labor Day.
Mercer Aquatic Center is divided into three separate sections. The deep section is on
the east end of the pool. This section is 25 yards long; depth ranges from 4'6" to 12' and
contains two (2) one -meter diving boards. The middle section is 25 yards long; depth
ranges from 4'2" to 4'6". The shallow section is on the west end of the pool. It is
approximately 2'6" to 4'. There is an outside wading pool area which requires children to
have adult supervision. The Mercer Aquatic Center is also equipped with a 12 person
spa.
Robert A. Lee Pool is located at 220 S. Gilbert St. in downtown Iowa City. This is an L-
shaped pool featuring a 25 -yard main body, with the water ranging from 3 to 5 feet in this
area 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. The SPI program offers year-round Special Olympics sports training and
competition. SPI programs promote skill development and offer educational activities,
while maintaining the recreational values. The SPI programs are offered year-round
through four and eight week programming sessions. Each session includes programs
and activities in the following recreation areas: sports and fitness, arts, music and
movement, independent living skills, special events, clubs, and social activities.
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, skateboarding, taekwondo, and a variety of special events such as the
Hershey Track and Field Meet and Youth Triathlon. 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 including intramural basketball and game room tournaments. 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.
1611]
Aerobics, fitness, and wellness classes run year-round. Classes are established for
those persons just beginning to those individuals who are advanced. Both low -impact
and high-intensity aerobics are offered. Step aerobics, aquacise, and exercise classes
are popular.
HIGHLIGHTS
• Celebrated the 50`h anniversary of the Robert A. Lee Community Recreation Center
• Over 1,000 activities are offered annually
Recent Accomplishments:
• The main office and registration area
at the Robert A. Lee Community
Recreation Center were renovated
for better customer service.
Registration is now more
conveniently located on the first floor
of the recreation center, where it
provides patrons with easy access,
and a better presence of staff.
• The City Park Pool Renovation
projects added a new, accessible
wading pool as well as an accessible
picnic area, new shade structures,
increased deck area both concrete
and turf. The high dive is now
accessible from a stair structure as
opposed to the existing ladder.
• Completed master plan for the
edible landscape located at the
Robert A. Lee Community
Recreation Center.
• Opened second splash pad at
Fairmeadows Park.
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.
• Continue to renovate older facilities to
meet the demands of today's recreation
users.
FY2014
FY2015
FY2016 Proposed
Total FTE's
15.42
15.42
14.42
Staffing Level Change Summary:
In fiscal year 2016, two full-time positions were eliminated. 1.00 FTE for a Clerk/Typist and 1.00
FTE for a Maintenance Worker — Pools were eliminated. One new Recreation Program
Supervisor position was added in fiscal year 2016, and the Rec Maintenance Supervisor
position was upgraded to a Facilities Manager. The total FTE changes in the Recreation
division amounted to a 1.00 FTE decrease in fiscal year 2016.
Service Level Change Summary:
No Change in the service level.
Financial Highlights:
A fee increase of 2% across all programs, passes, and rentals to offset increase in fees for
registration services is proposed for fiscal year 2016. Capital outlay expenditures include
$11,000 for new fitness equipment, $15,000 for parks and recreation equipment, and $30,000
for facility maintenance and repairts.
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.
Performance Measures:
Recreation program cost recovery
`11
FY 2015
Goal
FY 2011
FY 2012
FY 2013
FY 2014
Budget
50%
46%
41%
40%
36%
38%
`11
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
Number of Schools
New Measure
New Measure
New Measure
1
Operation Expenses
New Measure
New Measure
New Measure
$12,226
Capital Expenses
New Measure
New Measure
New Measure
0
Number of Activities
New Measure
New Measure
New Measure
11
City of Iowa City
Activity Summary
Activity: Recreation (520100) Fund: General (1000)
Division: Recreation Department: Parks and Recreation
Expenditures
Personnel
2012
2013
2014
2015
2016
2017
Services
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
203,002
231,133
172,179
211,912
177,691
181,245
General Revenues Subsidy
$ 1,767,489 $
1,822,827
$ 1,772,327
$ 1,933,167
$ 1,881,541
$ 1,902,563
Other City Taxes
223,821
239,719
265,939
233,750
260,000
260,000
Use Of Money And Property
M.W. II - Recreation
1.00
1.00
1.00
1.00
1.00
Rents
92,051
96,760
102,851
96,493
104,646
104,646
Royalties & Commiss
13,351
12,319
9,200
12,640
9,188
9,188
Intergovernmental
0.67
0.67
-
Swimming Pool Asst
1.00
1.00
Other State Grants
-
-
6,882
-
-
-
Local 28EAgreements
98,163
99,404
99,404
104,440
91,633
91,633
Charges For Fees And Services
Capital Outlay
2015
2016
Culture & Recreation
578,804
569,311
588,301
660,046
623,635
623,635
Transit Fees
2,140
-
-
-
900
900
Misc Charges for Services
-
17
-
-
-
-
Miscellaneous
-
8,000
Cabin Repair
Contrib & Donations
20,325
22,030
1,850
20,650
15,350
15,350
Misc Merchandise
4,204
3,512
4,710
4,405
4,989
4,989
Other Misc Revenue
768
4,451
1,013
1,368
1,183
1,183
Printed Materials
3
-
-
-
-
-
Other Financial Sources
Sale Of Assets
429
48
Total Revenues
$ 2,801,548 $
2,870,350
$ 2,852,525
$ 3,066,959
$ 2,993,065
$ 3,014,087
Expenditures
Personnel
$ 2,102,962 $
2,082,737
$ 2,087,769
$ 2,233,945 $
2,164,086 $
2,229,009
Services
434,953
520,080
512,048
544,352
577,288
588,834
Supplies
203,002
231,133
172,179
211,912
177,691
181,245
Capital Outlay
60,632
36,400
80,529
76,750
74,000
15,000
Total Expenditures
$ 2,801,548 $
2,870,350
$ 2,852,525
$ 3,066,959 $
2,993,065 $
3,014,087
Personnel Services - FTE
2012
2013
2014
2015
2016
Office Coord - Recreation
1.00
1.00
1.00
1.00
1.00
Recreation Supt
1.00
1.00
1.00
1.00
1.00
Sr Clerk/Typist - Rec
1.00
1.00
1.00
1.00
-
M.W. I - Pools
1.00
1.00
1.00
1.00
-
M.W. I - Recreation
2.75
2.75
2.75
2.75
2.75
M.W. II - Recreation
1.00
1.00
1.00
1.00
1.00
M.W. III - Pools
1.00
1.00
1.00
1.00
1.00
Facilities Manager
-
-
-
-
0.67
Rec. Maint. Supr
0.67
0.67
0.67
0.67
-
Swimming Pool Asst
1.00
1.00
1.00
1.00
1.00
Rec Program Supervisor
5.00
5.00
5.00
5.00
6.00
Total Personnel
15.42
15.42
15.42
15.42
14.42
Capital Outlay
2015
2016
Facility Improvements
$
11,750 $
10,000
Park & Rec Equipment
20,000
15,000
Fitness Equipment
-
11,000
Starting Blocks
-
8,000
Cabin Repair
7,000
-
Dive Board Refurbishment & Handrails
9,000
-
Maintenance And Repairs
20,000
30,000
New Diving Board
9,000
Total Capital Outlay
$
76,750 $
74,000
193
:7A allA kyjFAI►III IAkiFA►fd:
The Park's division budget is organized into four activities: Administration, Operations, Forestry,
and Central Business District (CBD) Maintenance. The Park Maintenance Operations sector
manages 1,600+ acres of parkland, open/green space in addition to 200+ acres of City -owned
non -parkland. The Park's management area includes 46 designated parks which include 50
outdoor shelters, 130 pieces of playground equipment, 21 restroom facilities, 2 dog parks and 2
splash pad facilities. The division manages approximately 60 miles of trails by mowing, clearing
snow and pruning vegetation. The Forestry sector manages ROW and parkland trees
encompassing the City's expanding urban forest, which includes 2,000 EAB susceptible ash
trees. The CBD sector manages the central business district area which includes the
Pedestrian Mall Plaza, Weather Dance fountain and the Plaza Playground.
Park Maintenance Administration
Administrative personnel include the Superintendent of Parks & Forestry, and a
Clerk/Typist, which provides oversight and management of the division.
Park Maintenance Operations
Daily staff responsibilities include visiting all designated parks, cleaning and securing
restroom and shelter facilities and providing for trash removal.
• Park Shelters: Staff prepares and maintains shelters for 1300+ rented events a year.
Staff is responsible for continual cleaning, maintenance and repair, which includes
siding, roofing, plumbing, windows and doors, painting, electrical and concrete work,
and construction of new shelters and additions.
• Playgrounds: Staff is responsible for installation of new play equipment, inspection
and repairs of the existing 130 pieces of playground equipment and play surfaces to
meet industry safety standards.
• 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 thin the 1600+ acres of maintenance include residential -
style turf, prairies and 200+ acres of non -parkland along highways, water retention
areas and ROWS.
• Snow and ice removal: Access roads, parking areas, 61 miles of trails and sidewalks
and the City Park ice skating area are maintained during winter months.
• Park Fixtures: Fixtures such as picnic tables (375) and garbage cans (260) are
inspected and repaired as needed by staff during winter months.
Forestry
Forestry staff provides routine arboricultural services such as inspecting, pruning,
removing and planting trees located in the city right-of-way and city parks. Forestry staff
responds to emergency storm damage of public and private trees when public facilities
194
or services are impacted. Forestry staff issues and inspects contracts for tree and stump
removal and tree planting. Forestry staff regularly advises Engineering and Housing
Inspection Services staff regarding tree protection during construction and/or demolition
projects, species selection for building permits and zoning requests
Central Business District (CBD) Maintenance
CBD staff provides daily grounds maintenance in the City Plaza (Pedestrian Mall), City
Hall and Chauncey Swan Park. CBD provides cleanup, ambassador duties and
assistance for 120+ events a year.
• 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
Central Business District areas (Farmer's Market, SOTA, ICDD, Northside Market)
• 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 Chadek Green property.
Recent Accomplishments:
• Ryerson's Woods State Forest Preserve
designation
• Installed new playground at Hickory Trail
• Installed new shelter at Pheasant Hill Park
• Installed new benches and refuse containers at
Thornberry and Rita's Ranch dog parks
• Decreased mowing operations
• Increased proactive removal of ash trees
• Installed new safety surface at the Plaza
Playground
• Obtained Plaza tree assess me nt/eva I uatio n
1011
Upcoming Challenges:
• Managing the inevitable Emerald
Ash Borer (EAB) infestation
• Equitably managing the 200+
acres of City -owned non -parkland
• Planning for effective management
of the expanding parks trails
system
• Increasing tree planting/replanting
program
Staffing:
Staffing Level Change Summary:
A full-time 1.00 FTE Maintenance Worker I was moved from the Recreation division to the Parks
Maintenance division in fiscal year 2016. Park Maintenance Administration eliminated a full-
time 1.00 FTE Clerk/Typist position in the fiscal year 2016 budget.
Service Level Change Summary:
Funding for forestry tree plantings increased from $9,300 in fiscal year 2015 to $50,000 in fiscal
year 2016 in order to increase the number of trees that are replaced following removals.
$45,000 was added in the Park Maintenance budget for natural areas management and $7,500
was added for pond algae mitigation at Windsor Ridge.
In the Capital Project Funds, $75,000 was added to address potential Emerald Ash Borer
problems and $25,000 was added for sustainable roadway vegetation management.
Financial Highlights:
A new % ton 4x4 Pickup is included in fiscal year 2016 capital outlays for $24,000. Also
included in capital outlays for fiscal year 2016 is $25,000 to replace fences at Mercer and City
Park baseball fields.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Develop and enhance Parkland areas and open spaces to
exceed existing and future needs of Iowa City patrons.
Department Objective: Utilize public engagement through neighborhood meetings,
outreach and social media to gather input for the purposes
of planning, education and volunteerism. Review and
update the master plan every five years to reflect current
and future needs of the community.
FY2014
FY2015
FY2016 Proposed
Total FTE's
19.00
19.00
19.00
Staffing Level Change Summary:
A full-time 1.00 FTE Maintenance Worker I was moved from the Recreation division to the Parks
Maintenance division in fiscal year 2016. Park Maintenance Administration eliminated a full-
time 1.00 FTE Clerk/Typist position in the fiscal year 2016 budget.
Service Level Change Summary:
Funding for forestry tree plantings increased from $9,300 in fiscal year 2015 to $50,000 in fiscal
year 2016 in order to increase the number of trees that are replaced following removals.
$45,000 was added in the Park Maintenance budget for natural areas management and $7,500
was added for pond algae mitigation at Windsor Ridge.
In the Capital Project Funds, $75,000 was added to address potential Emerald Ash Borer
problems and $25,000 was added for sustainable roadway vegetation management.
Financial Highlights:
A new % ton 4x4 Pickup is included in fiscal year 2016 capital outlays for $24,000. Also
included in capital outlays for fiscal year 2016 is $25,000 to replace fences at Mercer and City
Park baseball fields.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Develop and enhance Parkland areas and open spaces to
exceed existing and future needs of Iowa City patrons.
Department Objective: Utilize public engagement through neighborhood meetings,
outreach and social media to gather input for the purposes
of planning, education and volunteerism. Review and
update the master plan every five years to reflect current
and future needs of the community.
Performance Measures:
*Non -Parkland consists of highway ROWS, medians/islands and areas unmaintained by other divisions.
FY 2014 is the first year these areas were identified as an extra coverage absorbed by Parks.
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
A Solid Financial Foundation
Create effective sustainable methods of operating and
maintaining facilities that accurately distribute the costs,
benefits and current level of service to the public.
Efficiently and equitably manage Parkland areas, open
spaces and facilities utilizing sustainable techniques.
Park Maintenance Operating Expenses per Acre (Total Acres of Parkland)
FY 2011
FY 2012
FY 2013
FY 2014
Acres of
1,354
1,441
1,506
1,511
Developed Parkland
$1,545
$1,624
$1,527
$1,531*
Acres of
327
248
186
186
Undeveloped Parkland
Total Acres of Parkland
1,681
1,689
1,692
1,697
Total Acres per
1,000 Population
24.77
24.89
24.93
25.01
(used 2010 US Census)
Total Non -Parkland*
-
-
-
200
*Non -Parkland consists of highway ROWS, medians/islands and areas unmaintained by other divisions.
FY 2014 is the first year these areas were identified as an extra coverage absorbed by Parks.
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
A Solid Financial Foundation
Create effective sustainable methods of operating and
maintaining facilities that accurately distribute the costs,
benefits and current level of service to the public.
Efficiently and equitably manage Parkland areas, open
spaces and facilities utilizing sustainable techniques.
Park Maintenance Operating Expenses per Acre (Total Acres of Parkland)
*FY 2014 calculation includes non -parkland acres, which more accurately reflects cost per acre.
MIA
FY 2011
FY 2012
FY 2013
FY 2014
Operating Expenses
$2,597,523
$2,742,135
$2,582,975
$2,904,176
Per Acre Cost
$1,545
$1,624
$1,527
$1,531*
*FY 2014 calculation includes non -parkland acres, which more accurately reflects cost per acre.
MIA
City of Iowa City
Activity Summary
Activity: Park Maintenance Administration (530100) Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Prosection
Revenues:
General Revenues Subsidy
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel Services - FTE
Clerk/Typist- Parks & Forest
Superintendent Parks/Forestry
Total Personnel
$ 242,540 $ 229,303 $ 221,313 $ 235,050 $ 141,079 $ 144,934
LJ
$ 242,565 $ 229,303 $ 221,313 $ 235,050 $ 141,079 $ 144,934
$ 200,104 $
194,545 $
181,859 $
199,307 $
103,314 $
106,413
37,710
29,373
31,369
29,292
32,095
32,737
4,751
5,385
8,085
6,451
5,670
5,783
$ 242,565 $
229,303 $
221,313 $
235,050 $
141,079 $
144,934
2012
2013
2014
2015
2016
1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 1.00
2.00 2.00 2.00 2.00 1.00
WN
City of Iowa City
Activity Summary
Activity: Park Maintenance Operations (530200) Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Prosection
Revenues:
General Revenues Subsidy
Use Of Money And Property
Rents
Royalties & Commiss
Intergovernmental
Disaster Assistance
Other State Grants
Charges For Fees And Services
Culture & Recreation
Miscellaneous
Contrib & Donations
Misc Merchandise
Other Misc Revenue
Other Financial Sources
Sale Of Assets
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
M.W. I - Parks
M.W. II - Parks
M.W. III - Parks
Sr MW - Parks
Sr MW - Turfgrass Specialist
Total Personnel
Capital Outlay
Fences at City & Mercer Fields
Maintenance Truck
City Park Equipment Improvements
Total Capital Outlay
$ 1,931,574 $ 1,801,485 $ 1,965,991 $ 1,927,247 $ 2,224,963 $ 2,233,198
62,629 59,867 108,843 261,560 129,314 129,314
- - 1,984 - 1,984 1,984
798 - -
- - 22,195 - - -
96,711 82,412 101,957
97,329 101,957
101,957
8,398 2,500 585
- 585
585
- - 508
- 508
508
1,129 973 3,854
- 3,820
3,820
J,OYJ J,JLL I,OJV
$ 2,106,284 $ 1,952,759 $ 2,208,545 $ 2,286,136 $ 2,463,131 $ 2,471,366
$ 1,222,340 $ 1,157,949 $ 1,254,252 $ 1,335,634 $ 1,405,195 $ 1,447,351
662,433
621,688
753,829
742,254
812,210 828,454
162,194
147,780
170,565
183,248
191,726 195,561
59,317
25,342
29,899
25,000
54,000
$ 2,106,284 $
1,952,759
$ 2,208,545
$ 2,286,136 $
2,463,131 $ 2,471,366
2012
2013
2014
2015
2016
-
-
-
-
1.00
5.00
5.00
5.00
5.00
5.00
4.00
4.00
4.00
4.00
4.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
11.00
11.00
11.00
11.00
12.00
IRM
2015 2016
$ 25,000 $ 25,000
- 24,000
$ 25,000 $ 54,000
City of Iowa City
Activity Summary
Activity: Forestry (530300) Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiection
Revenues & Transfer In:
$ 277,950 $
256,775 $
280,253 $
301,524 $
337,384 $
347,506
General Revenues Subsidy
$ 352,348 $
388,908 $
405,110 $
402,087 $
479,553 $
494,612
Other City Taxes
4,959
5,285
5,929
5,370
5,970
5,970
Miscellaneous
-
59,480
-
-
-
Contrib & Donations
20,000
20,000
20,000
20,000
20,000
20,000
Misc Merchandise
-
-
100
-
100
100
Other Misc Revenue
5,301
366
-
300
-
-
Other Financial Sources
1.00
1.00
1.00
1.00
1.00
Sale Of Assets
-
595
-
-
-
-
Transfer In -Govt Activities
69,996
70,582
73,078
73,290
78,624
78,624
Total Revenues & Transfer In
$ 452,604 $
485,736 $
504,217 $
501,047 $
584,247 $
599,306
Expenditures
Personnel
$ 277,950 $
256,775 $
280,253 $
301,524 $
337,384 $
347,506
Services
139,167
147,840
192,633
183,765
191,191
195,015
Supplies
35,487
21,640
31,331
15,758
55,672
56,785
Capital Outlay
-
59,480
-
-
-
Total Expenditures
$ 452,604 $
485,736 $
504,217 $
501,047 $
584,247 $
599,306
Personnel Services - FTE
2012
2013
2014
2015
2016
M. W. II - Forestry
1.00
1.00
1.00
1.00
1.00
M. W. III - Forestry
1.00
1.00
1.00
1.00
1.00
Sr MW - Forestry
1.00
1.00
1.00
1.00
1.00
Total Personnel
3.00
3.00
3.00
3.00
3.00
011I6
City of Iowa City
Activity Summary
Activity: CBD Maintenance Operations (535100) Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
Expenditures
Personnel
2012
2013
2014
2015
2016
2017
Services
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
28,327
28,604
16,982
80,249
28,109
28,671
General Revenues Subsidy
$ 539,393 $
505,968
$ 510,930
$ 682,573
$ 572,456
$ 587,395
Licenses And Permits
$ 544,331 $
517,093 $
518,415 $
693,040 $
579,941 $
594,880
General Use Permits
4,938
10,467
7,340
10,467
7,340
7,340
Miscellaneous
Other Misc Revenue
-
659
145
-
145
145
Total Revenues
$ 544,331 $
517,093
$ 518,415
$ 693,040
$ 579,941
$ 594,880
Expenditures
Personnel
$ 350,634 $
342,345 $
339,052 $
404,878 $
364,026 $
374,947
Services
153,430
146,144
154,341
192,913
172,806
176,262
Supplies
28,327
28,604
16,982
80,249
28,109
28,671
Capital Outlay
11,940
3.00
8,040
15,000
15,000
15,000
Total Expenditures
$ 544,331 $
517,093 $
518,415 $
693,040 $
579,941 $
594,880
Personnel Services - FTE
2012
2013
2014
2015
2016
M. W. II -CBD
2.00
2.00
2.00
2.00
2.00
Sr M.W. - CBD
1.00
1.00
1.00
1.00
1.00
Total Personnel
3.00
3.00
3.00
3.00
3.00
Capital Outlay
2015
2016
Fixture Replace & Surface Repair
$
15,000 $
15,000
Total Capital Outlay
$
15,000 $
15,000
NA ky, 1:1111:1 ZYK91 UA :I'll I IQ Ll 61
Oakland Cemetery occupies 40+ acres adjacent to the western edge of Hickory Hill Park.
There have been an estimated 15,872 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.
HIGHLIGHTS
Recent Accomplishments:
• Reduced seasonal staffing levels for the last half of FY14 and first half of FY15.
Staffing:
Staffing Level Change Summary:
No staffing level changes are proposed for fiscal year 2016.
Service Level Change Summary:
No service level changes are proposed for fiscal year 2016.
Financial Highlights:
The Cemetery operations have no budgeted capital outlay expenditures, and there operating
expenditures have remained steady for the last four years.
00%
FY2014
FY2015
FY2016 Proposed
Total FTE's
3.00
3.00
3.00
Staffing Level Change Summary:
No staffing level changes are proposed for fiscal year 2016.
Service Level Change Summary:
No service level changes are proposed for fiscal year 2016.
Financial Highlights:
The Cemetery operations have no budgeted capital outlay expenditures, and there operating
expenditures have remained steady for the last four years.
00%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Enhanced Communication and Marketing
Track the number of hits on the Oakland Cemetery website
in order to measure the usefulness and benefits for the
community.
Increase the use/knowledge of the website by offering
informative workshops to the public. Establish awareness
through different media outlets.
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
FY 2014
Page views
New Measure
New Measure
New Measure
4,161
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.
048161
FY 2011
FY 2012
FY 2013
FY 2014
Full Burials
30
34
27
19
Cremation
28
44
39
48
048161
City of Iowa City
Activity Summary
Activity: Cemetery Operations (540100) Fund: General (1000)
Division: Cemetery Operations (540100) Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiection
Revenues:
$ 279,840 $
243,511 $
248,835 $
265,087 $
273,125 $
281,319
General Revenues Subsidy
$ 240,909 $
242,814 $
242,440 $
263,197 $
269,162 $
278,968
Charges For Fees And Services
20,776
14,637
12,629
19,365
15,349
15,656
Misc Charges For Svc
40,885
31,845
25,499
29,760
31,845
31,845
Miscellaneous
$ 381,117 $
315,647 $
317,669 $
350,407 $
353,757 $
363,563
Misc Merchandise
28
-
-
-
-
-
Other Misc Revenue
-
1,423
-
-
-
-
Other Financial Sources
1.00
1.00
1.00
1.00
1.00
Sale Of Assets
99,295
39,565
49,730
57,450
52,750
52,750
Total Revenues
$ 381,117 $
315,647 $
317,669 $
350,407 $
353,757 $
363,563
Expenditures
Personnel
$ 279,840 $
243,511 $
248,835 $
265,087 $
273,125 $
281,319
Services
55,961
52,328
56,205
65,955
65,283
66,589
Supplies
20,776
14,637
12,629
19,365
15,349
15,656
Capital Outlay
24,540
5,170
Total Expenditures
$ 381,117 $
315,647 $
317,669 $
350,407 $
353,757 $
363,563
Personnel Services - FTE
2012
2013
2014
2015
2016
Cemetery Supervisor
1.00
1.00
1.00
1.00
1.00
M.W. II - Cemetery
1.00
1.00
1.00
1.00
1.00
M.W. III -Cemetery
1.00
1.00
1.00
1.00
1.00
Total Personnel
3.00
3.00
3.00
3.00
3.00
0Z1EI
I1:1 01M:VYi] UA 0A 110101 K
The Iowa City Public Library is the busiest public library building in the state of Iowa. Community
surveys conducted in 2014 as part of the Library's strategic planning process showed 94.3% of
respondents said the Iowa City Public Library was either essential or very important to the
quality of life in the community, the highest rating the planning consultants had ever seen. 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 and 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 State funded Library Open Access (reciprocal
borrowing) and Enrich Iowa grants. 0.50 FTE are budgeted within reciprocal borrowing.
Gifts & Bequests
This activity includes contributions and donations, both designated and undesignated,
for Library operations, programs, and building improvements.
Gifts — Materials
These are donated funds designated 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.
0481.7
HIGHLIGHTS
• By the numbers fiscal year 2014:
0 66,403 cardholders
0 1,406,995 circulation
0 710,595 visits
0 115,990 computer users
0 39,583 attended children's programs
0 7,921 social media followers
Recent Accomplishments:
• Completed a two-year building upgrade
project that included new service desks,
new carpet in areas, new technology for
children, and a new teen room.
• Conducted numerous community
surveys, focus groups, and interviews
as part of a strategic planning process.
• Increased participation in Summer
Reading Programs.
• New teen space resulted in 131%
increased attendance at teen programs
in the library.
Staffing:
Upcoming Challenges:
• Initiate new strategic plan goals
including introducing a bookmobile and
upgrading the library website.
• Work with local partners to keep
children reading in the summer.
• Lead a nine-month community -wide
celebration of all things music to
welcome UI School of Music downtown.
Staffing Level Change Summary:
Staffing FTE changes represent slight modifications to Library Assistant and Library Clerk
hours. FTE reduction totals .36 FTE.
Service Level Change Summary:
No major service level changes are proposed for fiscal year 2016.
INN
FY2014
FY2015
FY2016 Proposed
Total FTE's
43.13
43.13
42.77
Staffing Level Change Summary:
Staffing FTE changes represent slight modifications to Library Assistant and Library Clerk
hours. FTE reduction totals .36 FTE.
Service Level Change Summary:
No major service level changes are proposed for fiscal year 2016.
INN
Financial Highlights:
The fiscal year 2016 budget eliminate the transfer of Cable Television Funds to the Library,
because that operation was moved into the General Fund. The Library levy revenue grew by
only 1.5% in fiscal year 2016. Revenue from local 28E agreements is anticipated to grow by
10.9% and the state backfill of commercial and industrial property taxes is estimated to be
$33,245 in fiscal year 2016. Overall, the Library expenditure budget grew by 2.8%.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Enhanced Communication and Marketing
Develop partnerships that build community and support the
Library's mission.
Work with the ICCSD, preschools and summer programs
to help children sign up for a library card and get ready for
summer reading programs.
Children Registering for Summer Reading Programs
FY 2011
FY 2012
FY 2013
FY 2014
FY
FY 2016
Gooalal
Goal
1,599
2,280
2,178
3,160
3,300
3,500
Number of Summer Library Bus Riders
FY 2011
FY 2012
FY 2013
FY 2014
FY
FY 2016
Gooalal
Goal
1,126
1,103
1,401
2,943
3,000
3,100
0zm
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)
FY 2011
FY 2012
FY 2013
FY 2014
FY
FY 2016
Gooalal
Goal
810,728*
1,122,935
1,187,582
1,354,795
1,422,000
1,500,000
* Home Page Only
WN
City of Iowa City
Activity Summary
Activity: General Library (550100)
Division: Library Operations
2012
2013
2014
2015
2016
Custodian - Library
2.00
2.00
Fund: General (1000)
Department: Library
2.00
2.00
2012
-
2013
2014
1.00
2015
Librarian II
2016
2017
6.00
6.00
Actual
Library Admin Coordinator
Actual
Actual
1.00
Revised
1.00
Budget
Projection
Revenues & Transfer In:
5.50
5.50
5.63
Library Assistant 11
1.75
1.00
1.00
1.00
1.00
Library Assistant 111
General Revenues Subsidy
$
3,159,577
$
3,019,609
$ 3,179,390
$
3,175,983
$
3,378,043
$ 3,507,561
Property Taxes
6.25
747,907
2.75
782,931
798,657
Library Coordinator
828,107
6.00
836,771
836,771
Delinquent Property Taxes
Library Director
18
1.00
53
74
1.00
-
0.75
-
-
Other City Taxes
1.00
14,041
1.00
13,847
13,588
1.00
13,754
Microcomputer Specialist - Lib
13,739
13,739
Use Of Money And Property
-
-
MW I - Library
0.50
0.50
0.50
0.50
0.50
Network Database Spec - Lib
1.00
Rents
1.00
118,948
1.00
107,947
122,484
0.65
132,292
0.65
122,484
122,484
Royalties & Commiss
1.00
3,068
2.00
3,027
2,647
3.75
3,027
3.75
2,612
2,612
Intergovernmental
-
-
1.00
1.00
1.00
Total Personnel
42.89
42.88
42.38
42.38
Property Tax Credits
Capital Outlay
-
-
-
2016
16,522
33,245
33,425
Local 28E Agreements
6,000
424,363
413,750
427,033
420,750
Total Capital Outlay
466,491
466,491
State 28E Agreements
6,000 $
35,000
35,000
-
-
-
-
Charges For Fees And Services
Library Charges
304
57
46
57
-
-
Miscellaneous
Library Fines & Fees
201,157
182,418
175,666
182,418
175,666
175,666
Other Misc Revenue
63,433
62,535
19,626
62,852
-
-
Other Financial Sources
Sale Of Assets
-
-
255
-
-
-
Transfer In -Bus Type Funds
55,000
55,000
55,000
55,000
-
-
TotalRevenues&Transfer In
$
4,822,816
$
4,676,173
$ 4,794,466
$
4,890,762
$
5,029,051
$ 5,158,749
Expenditures:
Personnel
$
4,018,230
$
3,886,479
$ 3,928,169
$
4,096,538
$
4,237,696
$ 4,364,827
Services
630,975
627,682
633,087
643,780
622,319
634,765
Supplies
135,023
149,539
178,888
144,444
156,036
159,157
Capital Outlay
38,588
12,473
54,322
6,000
13,000
Total Expenditures
$
4,822,816
$
4,676,173
$ 4,794,466
$
4,890,762
$
5,029,051
$ 5,158,749
Personnel Services - FTE
2012
2013
2014
2015
2016
Custodian - Library
2.00
2.00
2.00
2.00
2.00
IT Support Specialist
-
-
1.00
1.00
1.00
Librarian II
7.16
7.00
6.00
6.00
6.00
Library Admin Coordinator
1.00
1.00
1.00
1.00
1.00
Library Assistant l
2.50
2.50
5.50
5.50
5.63
Library Assistant 11
1.75
1.00
1.00
1.00
1.00
Library Assistant 111
5.23
5.23
5.23
5.23
5.36
Library Building Manager
1.00
1.00
1.00
1.00
1.00
Library Clerk
6.25
6.25
2.75
2.75
2.38
Library Coordinator
6.00
6.00
5.00
5.00
5.00
Library Director
1.00
1.00
1.00
1.00
1.00
Library Web Specialist
0.75
1.00
1.00
1.00
1.00
M. W. 11 - Library
1.00
1.00
1.00
1.00
1.00
Microcomputer Specialist - Lib
1.00
1.00
-
-
-
MW I - Library
0.50
0.50
0.50
0.50
0.50
Network Database Spec - Lib
1.00
1.00
1.00
1.00
1.00
Pulic Relations Specialist
-
0.65
0.65
0.65
0.65
Sr Librarian
1.00
1.00
2.00
2.00
2.00
Sr Library Assistant
3.75
3.75
3.75
3.75
3.75
Supervising Librarian
-
-
1.00
1.00
1.00
Total Personnel
42.89
42.88
42.38
42.38
42.27
Capital Outlay
2015
2016
RFID tags
$
6,000 $
6,000
Exterior Doors
7,000
Total Capital Outlay
$
6,000 $
13,000
209
City of Iowa City
Activity Summary
Activity: Library Materials (550200) Fund: General (1000)
Division: Library Operations Department: Library
Expenditures:
Services $ - $ 319 $ - $ - $ - $ -
CapitalOutlay 614,796 630,845 659,205 649,248 648,000 648,000
Total Expenditures $ 614,796 $ 631,163 $ 659,205 $ 649,248 $ 648,000 $ 648,000
Capital Outlay 2015 2016
Adult Library Materials $ 546,807 $ 548,000
Children's Library Materials 102,441 100,000
Total Capital Outlay $ 649,248 $ 648,000
04111
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
General Revenues Subsidy
$ 614,796 $
631,163
$ 659,205
$ 649,248
$ 648,000
$ 648,000
Total Revenues
$ 614,796 $
631,163
$ 659,205
$ 649,248
$ 648,000
$ 648,000
Expenditures:
Services $ - $ 319 $ - $ - $ - $ -
CapitalOutlay 614,796 630,845 659,205 649,248 648,000 648,000
Total Expenditures $ 614,796 $ 631,163 $ 659,205 $ 649,248 $ 648,000 $ 648,000
Capital Outlay 2015 2016
Adult Library Materials $ 546,807 $ 548,000
Children's Library Materials 102,441 100,000
Total Capital Outlay $ 649,248 $ 648,000
04111
City of Iowa City
Activity Summary
Activity: Library Board Controlled Funds (550300) Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budaet Prosection
Revenues:
$ 42,628 $
30,529 $
32,756
$
28,443
$
Use Of Money And Property
29,298
Services
56,452
30,843
53,747
Interest Revenues
$ 670 $
- $
1,302 $
931 $
638 $
638
Intergovernmental
6,833
24,223
24,707
Capital Outlay
Operating Grants
61,033
76,694
90,067
81,500
90,067
90,067
Charges For Fees And Services
Total Expenditures
$ 131,085 $
107,665 $
136,314
$
110,057
Refuse Charges
179
296
574
296
574
574
Miscellaneous
2015
2016
Library Assistant 111
0.50
Misc Merchandise
2,512
1,965
1,798
879
1,799
1,799
Other Misc Revenue
25,035
21,745
22,304
20,000
22,008
22,008
Printed Materials
16,290
15,606
15,087
15,606
15,087
15,087
Other Financial Sources
0.50
Capital Outlay
Sale Of Assets
2015
673
2016
Building Improvements
Total Revenues
$ 105,719 $
116,306 $
131,805 $
119,212 $
130,173 $
130,173
Expenditures
Personnel
$ 42,628 $
30,529 $
32,756
$
28,443
$
28,445 $
29,298
Services
56,452
30,843
53,747
18,781
25,728
26,243
Supplies
8,148
3,602
3,890
6,833
24,223
24,707
Capital Outlay
23,857
42,692
45,921
56,000
27,000
Total Expenditures
$ 131,085 $
107,665 $
136,314
$
110,057
$
105,396 $
80,248
Personnel Services - FTE
2012
2013
2014
2015
2016
Library Assistant 111
0.50
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
0.50
Capital Outlay
2015
2016
Building Improvements
$
10,000
$
-
IT Hardware
36,000
12,000
Software
-
15,000
Furniture & Office Equipment
10,000
Total Capital Outlay
$
56,000
$
27,000
211
City of Iowa City
Activity Summary
Activity: Library Gifts and Bequests (550400) Fund: Library Gifts (1001)
Division: Library Operations Department: Library
Revenues:
Use Of Money And Property
Interest Revenues
Miscellaneous
Contrib & Donations
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Capital Outlay
Building Improvements
Total Capital Outlay
2012 2013
Actual Actual
$ 686 $ 1,150 $
2014 2015
Actual Revised
2016 2017
44,814 199,854 134,422 90,000 95,000 95,000
3,074 3,700 1,625 3,700 6,400 6,400
$ 48,574 $ 204,705 $ 136,047 $ 94,850 $ 101,400 $ 101,400
$ - $
- $
- $
- $
29,146 $
30,020
12,700
13,415
21,288
11,362
21,671
22,104
12,016
17,955
24,379
17,989
24,618
25,110
2,989
2,349
13,612
48,000
$ 27,705 $
33,719 $
59,279 $
77,351 $
75,435 $
77,235
2015 2016
$ 48,000 $
$ 48,000 $
Activity Summary
Activity: Library Gifts - Materials (550500) Fund: Library Gifts (1001)
Division: Library Operations Department: Library
Revenues:
Miscellaneous
Contrib & Donations
Total Revenues
Expenditures:
Capital Outlay
Total Expenditures
Capital Outlay
Adult Library Materials
Children's Library Materials
Total Capital Outlay
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
$ 94,344 $ 70,299 $ 17,340 $ 75,000 $ 52,000 $ 50,000
$ 94,344 $ 70,299 $ 17,340 $ 75,000 $ 52,000 $ 50,000
$ 91,558 $ 41,180 $ 13,984 $ 75,000 $ 52,000 $ 50,000
$ 91,558 $ 41,180 $ 13,984 $ 75,000 $ 52,000 $ 50,000
OAK
2015 2016
$ 60,000 $ 40,000
15,000 10,000
$ 75,000 $ 50,000
City of Iowa City
Activity Summary
Activity: Library Replacement Reserves (550800) Fund: Library Replacement Reserves (1006)
Division: Library Operations Department: Library
Expenditures
Services
2012
2013
2014
2015
2016
2017
45,000 45,000 45,000
Actual
Actual
Actual
Revised
Budget
Projection
Revenues & Transfer In:
45,000 $ 65,500 $ 47000
Other Financial Sources
Sale Of Assets
$ - $
537
$ -
$ -
$ - $
-
Transfer In From General Fund
62,422
62,422
62,422
62,422
62,422
62,422
Total Revenues & Transfer In
$ 62,422 $
62,959
$ 62,422
$ 62,422
$ 62,422 $
62,422
Expenditures
Services
$ - $
30 $ - $
- $ - $ -
Supplies
5,294
21,953 15,816
45,000 45,000 45,000
Capital Outlay
65,516
48,318 88,337
20,500
Total Expenditures
$ 70,810 $
70,301 $ 104,153 $
45,000 $ 65,500 $ 47000
Capital Outlay 2015 2016
Operating Equipment Replacement $ - $ 20,500
Total Capital Outlay $ - $ 20,500
PAIN
I I:101M Wa loll] ►1 U_111 I Is] [el a a [a a
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.
I:ICH:1IIIIIIXIMM
Recent Accomplishments:
Successfully completed special fundraising
campaign for library remodeling project by
exceeding goal of $250,000 by nearly $6,000.
Raised $195,496 to surpass annual fundraising
goal of $175,000.
Attracted 115 new contributors who donated
nearly $10,800.
Recruited volunteer and other help to sell donated
items online to maximize used bookstore income.
Staffing:
Upcoming Challenges:
Continue financial growth outlined in
Foundation strategic plan.
Develop and host effective special
events.
Remain vital in increasingly competitive
fundraising environment.
Staffing Level Change Summary:
There are no staffing level changes proposed for fiscal year 2016.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
The expenditures for this activity are offset by the revenues with no General funding utilized for this
activity.
PAM
FY2014
FY2015
FY2016 Proposed
Total FTE's
2.00
2.00
2.00
Staffing Level Change Summary:
There are no staffing level changes proposed for fiscal year 2016.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
The expenditures for this activity are offset by the revenues with no General funding utilized for this
activity.
PAM
City of Iowa City
Activity Summary
Activity: Library Foundation Office (550600) Fund: Library Dvlp Off (Foundation) (1005)
Division: Library Foundation Office (550600) Department: Library
* Activity Prior to FY2013 in Agency Fund
Revenues:
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Total Expenditures
Personnel Services - FTE
Library Coord - Development
Sr Library Assistant
Total Personnel
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiecti
$ - $ 132,644 $ 109,845 $ 190,961 $ 174,829 $ 180,074
$ - $ 132,644 $ 109,845 $ 190,961 $ 174.829 $ 180,074
$ - $ 132,644 $ 110,119 $ 190,961 $ 174,829 $ 180,074
$ - $ 132,644 $ 110,119 $ 190,961 $ 174,829 $ 180,074
2012 2013 2014 2015 2016
- 1.00 1.00 1.00 1.00
- - 1.00 1.00 1.00
1.00 2.00 2.00 2.00
NA►1Is] :ZyA►III IA:Ze]»NAIIs] ►6y
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, volunteer opportunities, and services. These
programs and services support individual health, wellbeing, and independence by fostering
social connections, mental and physical exercise, and involvement in the community. Many of
these programs and services are open to all members of the community.
The Senior Center's budget is organized into two major activities: Administration, and Gifts &
Memorials. Administration is further divided into five subcategories, each reflecting a major
area of programming. This has been done to assist with financial tracking and program
planning. The subdivisions include: Senior Center Classes; Senior Center New Horizons Band;
Senior Center Chorus; Senior Center Television; and Senior Center Special Events.
Senior Center Administration
Administration oversees and supports the operation of Center programs, building
maintenance, and development. Administration also supports the activities of the Senior
Center Commission, Senior Center Steering Council and Working Committees, and the
New Horizons Band Steering Council.
Services provided at the Center are also supported by Administration. These programs
require varying degrees of staff oversight, organization, volunteer training, scheduling,
and problem solving. Most are open to all members of the community. All require a
designated space in which they can be carried out. Examples include: Senior Health
Insurance Counseling (SHIIP); Volunteer Lawyers; University of Iowa Counseling
Services; The AARP Tax Aide Program; Honoring Your Wishes advanced directives
counseling; health care provided by the Visiting Nurses Association, and congregate
dining provided by Elder Services, Inc. These programs extend The Center's reach out
into the community bringing in people of all ages, from all walks of life.
There are five budget subdivisions in the Administration Budget
• Senior Center Classes - Classes cover everything from literature and fitness,
music, and art education. They are often open to non-members or
intergenerational. A volunteer based Program Committee is active in
determining the quarterly curriculum. Classes are taught by volunteers or
independent contractors.
• Senior Center New Horizons Band - The Band's mission is to provide the
opportunity for all persons age 50 and older to learn and make music. The NHB
has student instructors who are identified through a cooperative agreement with
the College of Music Education at the University of Iowa. All student instructors
are part-time temporary employees of the City.
0411
Senior Center Chorus - This part of the budget includes the Voices of Experience
(VOE), a chorus for adults over 50, and the Family Folk Machine (FFM), an
intergenerational chorus. The VOE has a student director identified through a
cooperative agreement with the College of Music Education at the University of
Iowa. The VOE director and accompanist are both part-time temporary
employees of the City. The FFM is directed by volunteers. Participants of both
choruses pay participation fees.
• Senior Center Special Events - Large programs of general interest that are open
to all members of the community. For instance, dances, fundraisers band
concerts, choral presentations, movies, or speakers. They often have sponsors
and community partners and involve many volunteers.
• Senior Center Television - Volunteers produce television programs for broadcast
on City Cable and Public Access channels. A part time temporary video
specialist provides instruction and training. SCTV brings programs that take
place at The Center to television for homebound elderly and community
members to see. They also are involved with creative endeavors and have a
channel on you -tube to increase outreach.
Gifts & Memorials
This activity accounts for contributions and donations made to the Senior Center Gift
Fund.
HIGHLIGHTS
• There were 108,753 visits to Senior Center sponsored programs in FY14.
• There were additional 12,756 and 3,901 visits to The Center for the Senior Nutrition
Program and other services & meetings, respectively.
• There were 337 classes and special events, 7 performance groups, 22 groups & clubs,
18 different volunteer activities, and 24 professional services offered.
• At the end of FY2013 membership was 1,574.
• Over 668 volunteers provided services to support Center programming and the
community.
Recent Accomplishments:
• An intergenerational concert involving The Center's two vocal groups, the Voices of
Experience and Family Folk Machine. There were sixty-two performers ranging in age from
four to eighty-four. The event was held at the Englert and attracted about 200 attendees.
Thanks to the work of Senior Center Television (SCTV), a high quality video of this concert
is available on the Senior Center's YouTube channel. Partners and sponsors included:
University of Iowa's College of Music Education and the University of Iowa Community
Credit Union.
04 WA
• Images of Aging was a project developed to dispel negative images of aging. Noted
photographer Peter Feldstien volunteered to photograph volunteer members of The Center.
Large prints of the photos were framed. A professional film maker videotaped the people
photographed during extended interviews focusing on their experience of growing older.
The tapes were edited by SCTV into a forty minute video program. The framed photos were
featured in a Gallery Walk and viewed by over 200 community members during the event.
The photos continued as an extended exhibit and were viewed by hundreds more over the
exhibit period. The video program was played in conjunction with the exhibit. Funded in part
by a grant from the Community Foundation of Johnson County.
• A Musical Geography of Mexico was a part of our programming intended to expand cultural
awareness. A lecture and demonstration with live performances of folk music from various
regions of Mexico performed by Sones de Mexico, one of Chicago's premier folk music
ensembles. Supported by the Iowa Arts Council, Hancher, and The Center.
• Organized and hosted a community education event in partnership with Honoring Your
Wishes to raise awareness of advance care planning. The award winning documentary
Consider the Conversation was screened to an audience of approximately 100 people. A
panel discussion featuring local experts followed.
• Supported the work of the Ad Hoc Senior Services Committee by providing needed
information and responding to the questions of community members in an unbiased, factual
way. Encouraged people to focus on "the facts."
• Conducted a pilot study involving low-income and less able older adults who were given
EarthBoxes, vegetable plants, instruction, and volunteer support. Pathways Adult Day
Health Center; Ecumenical Towers, Emerson Point, and assisted living at Bickford Cottage
were all pilot locations. The program was well received and provided participants with social
interaction, physical and cognitive exercise. The program will be expanded in 2015. It was
funded by Friends of The Center.
• Conducted a cultural sensitivity training program for members at The Center's annual
meeting using a professional facilitator. Funded by Friends of The Center.
Upcoming Challenges:
• Diversify The Senior 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.
• Develop a plan of action based upon the findings and recommendations of the Ad Hoc
Senior Services Committee.
• Work with representatives from volunteer leadership committees, members, participants,
and community members to develop 2016-2020 Mission, Goals and Objectives for the
Senior Center that are reflective of priorities identified by City Council.
041.1
Staffing:
Staffing Level Change Summary:
No permanent staff changes were added for fiscal year 2016. An 18 -hour per week temporary
position was added to assist with receptionist duties.
Service Level Change Summary:
In February of 2014 the Iowa City City Council established the Ad Hoc Senior Services
Committee. The Committee was given three charges: 1) to do a comprehensive evaluation of
Senior Center operations and report on findings; 2) to make recommendations to the City
Council on how Iowa City should use current financial and physical resources to meet the needs
of Iowa City' growing senior population; and 3) identify obstacles which may be hindering the
City's ability to serve the senior population and make recommendations that would minimize or
eliminate such obstacles. The final report is to be submitted to Council December 1, 2014.
Recommendations for Senior Center programs and services are likely to be included in the Ad
Hoc Committee's report. Goals and objectives will be developed reflecting these
recommendations once the final document from the Ad -Hoc Senior Services Committee gets
discussed and accepted by the City Council.
Financial Highlights:
In the fiscal year 2016 budget, programming for the Senior Center Chorus, Senior Center
Television, and Special Events were moved from the Administration budget activity to the
Programs budget activity. This restructuring moved personnel, services, and supplies
expenditures as well as corresponding revenues. The Programs budget increased from $0 in
fiscal year 2015 to $45,480 in fiscal year 2016.
Capital outlay budgeted for fiscal year 2016 in Senior Center Administration includes $7,000 to
purchase a desk reconfiguration. Capital outlay in the Gifts & Memorials activity includes
$10,000 to complete fitness area of Room 103.
FY2014
FY2015
FY2016 Proposed
Total FTE's
6.50
6.50
6.50
Staffing Level Change Summary:
No permanent staff changes were added for fiscal year 2016. An 18 -hour per week temporary
position was added to assist with receptionist duties.
Service Level Change Summary:
In February of 2014 the Iowa City City Council established the Ad Hoc Senior Services
Committee. The Committee was given three charges: 1) to do a comprehensive evaluation of
Senior Center operations and report on findings; 2) to make recommendations to the City
Council on how Iowa City should use current financial and physical resources to meet the needs
of Iowa City' growing senior population; and 3) identify obstacles which may be hindering the
City's ability to serve the senior population and make recommendations that would minimize or
eliminate such obstacles. The final report is to be submitted to Council December 1, 2014.
Recommendations for Senior Center programs and services are likely to be included in the Ad
Hoc Committee's report. Goals and objectives will be developed reflecting these
recommendations once the final document from the Ad -Hoc Senior Services Committee gets
discussed and accepted by the City Council.
Financial Highlights:
In the fiscal year 2016 budget, programming for the Senior Center Chorus, Senior Center
Television, and Special Events were moved from the Administration budget activity to the
Programs budget activity. This restructuring moved personnel, services, and supplies
expenditures as well as corresponding revenues. The Programs budget increased from $0 in
fiscal year 2015 to $45,480 in fiscal year 2016.
Capital outlay budgeted for fiscal year 2016 in Senior Center Administration includes $7,000 to
purchase a desk reconfiguration. Capital outlay in the Gifts & Memorials activity includes
$10,000 to complete fitness area of Room 103.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Healthy Neighborhoods
To be synonymous with the highest quality programs that
promote optimal aging; thereby encouraging individuals to
become their best selves regardless of personal
challenges.
Each quarter throughout the year, offer diverse program
opportunities in seven dimensions of wellness: emotional;
environmental; intellectual/cognitive; physical;
professional/vocational; social; and spiritual.
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
FY 2014
Overall Satisfaction
New Measure
m
91%
96%
Rating of > 95%
m
E—
mE———
E
ii
D
iiiiii
U—'E—')EF
KE
iiD
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)
Goal
FY 2011
FY 2012
FY 2013
FY 2014
Overall Satisfaction
New Measure
New Measure
91%
96%
Rating of > 95%
OPz11
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
Senior Center Endowment's Annual Contribution to the Operational Budget
FY 2011
FY 2012
FY 2013
FY 2014
2075
$20,323
FY 2011
FY 2012
FY 2013
FY 2014
New Measure
16.3%
(2.3%)
32%
(Goal of 4 - 8% increase)
Esstt imate
Percent of Members
New Measure
New Measure
New Measure
5%
10%
Change in Percent
New Measure
New Measure
New Measure
New Measure
100%
(Goal of > 5% increase)
Senior Center Endowment's Annual Contribution to the Operational Budget
Cost Recovery Percentage
Goal
FY 2011
FY 2012
FY 2013
FY 2014
Annual Contribution
$20,323
$23,632
$23,077
$30,380
Change in Contribution
New Measure
16.3%
(2.3%)
32%
(Goal of 4 - 8% increase)
Cost Recovery Percentage
Goal
FY 2011
FY 2012
FY 2013
FY 2014
25% and to Increase %
15%
25%
25%
29%
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: To increase cultural diversity among participants and
promote an environment of inclusion.
Department Objective: Use available resources to expand the participant base for
both on-site and off-site programming.
221
Performance Measures:
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
Percent of Respondents with Incomes at or below Department of Health and Human
Services Poverty Guidelines (Based on Annual On-site Demographic Survey)
Goal
FY 2011
FY 2012
FY 2013
FY 2014
2015
New Measure
FY 2011
FY 2012
FY 2013
FY 2014
—
°
m
E
Estimate
s
Percent of Participation
New Measure
New Measure
New Measure
5%
6%
Change in Percent
ri
D
riri
New Measure
New Measure
New Measure
New Measure
1%
(Goal of 1 - 2% increase)*
ri
D
ri
* At least until levels reflect community demographics of the 50 + population
Percent of Respondents with Incomes at or below Department of Health and Human
Services Poverty Guidelines (Based on Annual On-site Demographic Survey)
Goal
FY 2011
FY 2012
FY 2013
FY 2014
4.0%- 6.1%*
New Measure
New Measure
New Measure
12%
** 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.
Successful Programs that Targeting At Risk and In Need Adults Over 50
Goal *
FY 2011
FY 2012
FY 2013
FY 2014
m
E
—
°
—
°
m
E
—
°
m
E
—
°
m
E
ri
D
riri
LEF�E
D
ri
D
ri
D
U)
U)
U)
>4
>4
>4
>4
New Measure
New Measure
New Measure
>10
>10
>10
>10
* Fall covers September through November, Winter, December through
February, Spring, March through May, and Summer, June through August.
OM
City of Iowa City
Activity Summary
Activity: Senior Center Administrations (570100) Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Prosection
Revenues:
General Revenues Subsidy
Use Of Money And Property
Parking Ramp Revenue
Rents
Royalties & Commiss
Intergovernmental
Local 28E Agreements
Charges For Fees And Services
Culture & Recreation
Misc Charges For Svc
Parking Charges
Miscellaneous
Contrib & Donations
Misc Merchandise
Other Misc Revenue
Other Financial Sources
Sale Of Assets
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
M. W. III - Senior Center
M.W. I - Senior Center
Operations Asst - Sr Center
Program Specialist - Sr Center
Receptionist - Sr Center
Senior Center Coordinator
Volunteer Specialist -Sr Center
Total Personnel
Capital Outlay
Addressable Alarm Panel
Contracted Improvements
Hot Steam Serving Table
Other Operating Equipment
Building Improvements
Total Capital Outlay
$ 613,987 $
618,795 $
598,506 $
704,108 $
636,974 $
652,103
17,663
17,035
-
-
-
-
1,539
1,624
2,135
1,624
2,135
2,135
299
322
264
322
264
264
70,000
70,000
59,224
70,000
59,224
59,224
42,283
54,701
57,926
54,680
57,354
57,354
16,698
14,459
2,037
-
-
-
-
-
20,390
17,050
20,390
20,390
34,743
37,130
41,911
51,000
46,911
46,911
12,491
7,736
6,091
7,736
6,091
6,091
5,483
6,719
18,488
-
2,500
2,500
836 - 191 -
$ 816,022 $ 828,520 $ 807,163 $ 906,520 $ 831,843 $ 846,972
$ 519,362 $
508,023 $
526,825 $
553,758 $
563,229 $
580,126
234,516
209,364
218,241
240,651
229,975
234,575
55,734
44,144
62,097
53,506
31,639
32,272
6,410
66,989
58,605
7,000
$ 816,022 $
828,520 $
807,163 $
906,520 $
831,843 S
846,972
2012
2013
2014
2015
2016
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
0.50
0.50
0.50
0.50
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
6.50
6.50
6.50
6.50
6.50
223
2015 2016
$ 18,000 $
15,000
5,000 -
13,000 7,000
7,605
$ 58,605 $ 7,000
City of Iowa City
Activity Summary
Activity: Senior Center Programs (570200) Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
Revenues:
General Revenues Subsidy
Charges For Fees And Services
Culture & Recreation
Misc Charges For Svc
Miscellaneous
Misc Merchandise
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Total Expenditures
2012 2013 2014
Actual Actual Actual
8,588
11,171
2015 2016 2017
Revised Budoet Proiecti
$ - $ 15,259 $ 16,330
6,300 11,700 11,700
10,000 11,171 11,171
- - 780 - 950 950
6,000 6,400 6,400
$ - $ - $ 20,539 $ 22,300 $ 45,480 $ 46,551
S - $ - $ - $ - $ 16,163 $ 16,648
- - 1,672 - 9,517 9,707
83 19,800 20,196
S - $ - $ 1.755 S - $ 45,480 $ 46,551
Activity Summary
Activity: Senior Center Programs (570200) Fund: Sr Center New Horizons Band (1004)
Division: Senior Center Operations Department: Senior Center
Revenues:
Charges For Fees And Services
Culture & Recreation
Miscellaneous
Contrib & Donations
Misc Merchandise
Total Revenues
Expenditures:
Personnel
Services
Supplies
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
$ 9,665 $ 10,736 $ 9,010 $ 10,800 $ 9,065 $ 9,065
3,712 3,157 1,106 2,100 1,800 1,800
47
$ 13,424 $ 13,893 $ 10,116 $ 12,900 $ 10,865 $ 10,865
$ 6,756 $
6,244 $
5,813 $
7,573 $
8,628 $
8,887
3,700
3,601
7,126
3,677
1,001
1,021
2,262
1,625
3,267
2,291
1,467
1,496
$ 12,718 $
11,469 $
16,206 $
13,541 $
11,096 $
11,404
224
City of Iowa City
Activity Summary
Activity: Senior Center Gifts and Memori (570400) Fund: Sr Center Gift Fund (1003)
Division: Senior Center Operations Department: Senior Center
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Protection
Revenues:
Use Of Money And Property
Interest Revenues
Miscellaneous
Contrib & Donations
Total Revenues
Expenditures:
Supplies
Capital Outlay
Total Expenditures
Capital Outlay
Building Improvements
Total Capital Outlay
$ 71 $ 120 $ 76 $ 120 $ - $
$ 816 $ 120 $ 76 $ 1,120 $ - $ -
$ - $ 530 $ - $ 16,098 $ - $ -
10,000
$ - $ 530 $ - $ 16,098 $ 10,000 $
2015 2016
P*R
$ $ 10,000
$ $ 10,000
I01116MM11MI10ll,�1 -RA I Is] ►1
Administration
Neighborhood and Development Services Administration is responsible for oversight and
support of the department's seven operating divisions, Administration, Economic Development,
Sustainability, Development Services, Neighborhood Services, Metropolitan Planning of
Johnson County (MPOJC) and the Housing Authority.
Sustainability
Iowa City is committed to sustainability as one of the overarching principles guiding the City's
strategic plan. The Sustainability Coordinator helps ensure that our public services and planning
efforts are rooted in sustainable principles by implementing energy conservation programs,
green infrastructure projects with include native plants, trails, public art and wildlife habitat.
Greenhouse emissions from local government operations and the community as a whole are
tracked along with other sustainability metrics. The City has also many partnerships and
projects with the University of Iowa, enhancing the ability to broaden the work on sustainability
within the community.
Energy Efficiency Revolving Fund
The fund was transferred from the Energy Efficiency and Conservation Block Grant special
revenue fund in the revised fiscal year 2015 budget. The fund is being used as an inter -fund
energy efficiency reimbursement program. The facilities and funds that received improvements
through the fund will be repaying the fund annually based on the expected savings from the
improvements.
Housing & Inspection Administration
The Housing & Inspection Services and Planning & Community Development Departments
were combined in the revised fiscal year 2015 budget. The schedule presented show the
operations of the Housing & Inspection Administration in the General Fund through fiscal year
2014 after which the activities will be merged within the operations of Neighborhood &
Development Administration.
11001gM0 k K
The City is currently increasing the usage of a new web -based plan and document
workflow system (such as planning submittals to include subdivision plats, etc.) that was
implemented which allows citizens, architects, and developers to initiate and complete
plan submission, reviews, and approval.
The City is partnering with the University of Iowa's Iowa Initiative for Sustainable
Communities during two successive academic years.
OP41
Recent Accomplishments:
• A sustainability assessment was
completed which documents a baseline
for a variety of city qualities.
Staffing:
Upcoming Challenges:
• Increase communication around
sustainability both internally and
externally.
• Continue planning for climate adaption.
Staffing Level Change Summary:
The Sustainability Coordinator position was transferred to this department from the Landfill
division of Public Works department in fiscal year 2015 adding one (1) FTE to the fiscal year
2016 staffing. The Engineering Technician position that was shared with Engineering and the
Metro Planning Organization of Johnson County is proposed to be eliminated in fiscal year 2016
reducing the FTE by .50. A vacant, permanent part-time clerk position is also proposed to be
eliminated in fiscal year 2016 which would reduce the FTE count by an additional .50 FTE.
Overall, the net change in FTE for NDS Administration is zero.
Service Level Change Summary:
The Sustainability Services activity was transferred to the NDS Administration division during
fiscal year 2015. Also transferred was the energy efficiency revolving loan program from the
special revenue funds. The budgeted revenues and expenditures for these two activities are
new to the General Fund and to the department.
Financial Highlights:
This administration budget represents the combination of the Housing and Inspections Services
Administration and the Planning and Community Development Administration budgets. In
addition, the Sustainability Activities were a newly created function that was moved into this
division.
Ail
FY2014
FY2015
FY2016 Proposed
Total FTE's
2.55
2.55
2.55
Staffing Level Change Summary:
The Sustainability Coordinator position was transferred to this department from the Landfill
division of Public Works department in fiscal year 2015 adding one (1) FTE to the fiscal year
2016 staffing. The Engineering Technician position that was shared with Engineering and the
Metro Planning Organization of Johnson County is proposed to be eliminated in fiscal year 2016
reducing the FTE by .50. A vacant, permanent part-time clerk position is also proposed to be
eliminated in fiscal year 2016 which would reduce the FTE count by an additional .50 FTE.
Overall, the net change in FTE for NDS Administration is zero.
Service Level Change Summary:
The Sustainability Services activity was transferred to the NDS Administration division during
fiscal year 2015. Also transferred was the energy efficiency revolving loan program from the
special revenue funds. The budgeted revenues and expenditures for these two activities are
new to the General Fund and to the department.
Financial Highlights:
This administration budget represents the combination of the Housing and Inspections Services
Administration and the Planning and Community Development Administration budgets. In
addition, the Sustainability Activities were a newly created function that was moved into this
division.
Ail
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Strategic Economic Development Activities
Department Goal: Encourage new development to include sustainability
features
Department Objective: Develop and implement standards for City funded projects
to include sustainability features such as energy efficiency,
storm water management, green roofs and other
Performance Measures:
Number of implemented City funded projects with sustainability standards
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
A Solid Financial Foundation
Decrease energy usage, costs, and greenhouse gas
emissions
Track municipal energy cost savings
Dollars saved from energy efficient installation, renewable energy, & operational change
FY 2077
FY 2012
FY 2013
FY 2014
New Measure
New Measure
FY 2077
FY 2012
FY 2013
FY 2014
New Measure
New Measure
New Measure
New Measure
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
A Solid Financial Foundation
Decrease energy usage, costs, and greenhouse gas
emissions
Track municipal energy cost savings
Dollars saved from energy efficient installation, renewable energy, & operational change
FY 2077
FY 2012
FY 2013
FY 2014
New Measure
New Measure
New Measure
New Measure
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Increase awareness of sustainability within the community
and City employee awareness
Department Objective: External outreach within the community, focusing on
sustainability, and collaborate with staff in various
departments to institutionalize sustainability within City
government
W-1
Performance Measures:
External
FY 2011
FY 2012
FY 2013
FY 2014
Number of
New Measure
New Measure
New Measure
New Measure
Presentations
New Measure
New Measure
New Measure
New Measure
Internal
FY 2011
FY 2012
FY 2013
FY 2014
Number of
New Measure
New Measure
New Measure
New Measure
Presentations
OA41
City of Iowa City
Activity Summary
Activity: Neighborhood & Dvlp Admin (610100) Fund: General (1000)
Division: Neighborhood & Dvlp Admin (610100) Department: Neighborhood and Development Services
Expenditures
Personnel
2012
2013
2014
2015
2016
2017
Services
Actual
Actual
Actual
Revised
Budget
Projection
Revenues & Transfer In:
7,466
7,739
2,950
3,924
2,945
3,004
General Revenues Subsidy
$ 290,469 $
288,401
$ 314,954
$ 520,121
$ 248,112 $
257,284
Charges For Fees And Services
1.00
Planning & Comm Dev Clerk
0.50
Building & Devlpmt
-
-
-
1,000
1,300
1,300
Miscellaneous
Code Enforcement
-
-
-
26,444
13,983
13,983
Other Misc Revenue
-
34
31,800
-
31,800
31,800
Transfer In -Enterprise Activities
-
-
-
26,010
26,270
26,270
Total Revenues & Transfer In
$ 290,469 $
288,435
$ 346,754
$ 573,575
$ 321,465 $
330,637
Expenditures
Personnel
$ 262,679 $
259,604 $
268,307 $
526,037 $
274,253 $
282,481
Services
20,324
21,092
75,497
43,614
44,267
45,152
Supplies
7,466
7,739
2,950
3,924
2,945
3,004
Total Expenditures
$ 290,469 $
288,435 $
346,754 $
573,575 $
321,465 $
330,637
Personnel Services - FTE
2012
2013
2014
2015
2016
Administrative Secretary
0.55
0.55
0.55
0.55
0.55
Clerk/NDS
-
0.50
0.50
0.50
-
Engineering Technician
0.50
0.50
0.50
0.50
-
NDS Director
1.00
1.00
1.00
1.00
1.00
Planning & Comm Dev Clerk
0.50
Total Personnel
2.55
2.55
2.55
2.55
1.55
' Position to be eliminated on 12-31-15
0RIO
City of Iowa City
Activity Summary
Activity: Sustainability Services (610150) Fund: General (1000)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
Revenues:
General Revenues Subsidy
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel Services - FTE
Sustainability Coordinator
Total Personnel
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiecti
$ - $ - $ - $ 129,901 $ 96,223 $ 99,044
$ - $ - $ 33,200 $ 129,901 $ 96,223 $ 99,044
$ - $ - $ 3,005 $
91,433 $
89,673 $
92,363
- - 378
35,014
5,150
5,253
32
3,454
1,400
1,428
$ - $ - $ 3,415 $
129,901 $
96,223 $
99,044
2012 2013 2014 2015 2016
1.00
1.00
Activity Summary
Activity: Sustainability Services (610150) Fund: Energy Efficiency (1012)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
Revenues & Transfer In:
Miscellaneous
Other Misc Revenue
Transfers In - Mac
Total Revenues & Transfer In
Expenditures:
Services
Capital Outlay
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
$ - $ - $ - $ 137,805 $ 88,962 $ 53,856
48,924 - -
$ - $ - $ - $ 186,729 $ 88,962 $ 53,856
$ - $ - $ - $ - $ 7,396 $
171,136 66,566 -
$ - $ - $ - $ 171,136 $ 73,962 $ -
231
City of Iowa City
Activity Summary
Activity: Housing and Inspection Admin (470100)
Fund:
General (1000)
Division: Neighborhood & Dvlp Admin
Neighborhood and Development Services
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projection
Revenues & Transfer In:
General Revenues Subsidy
$
274,436
$
203,259
$ 222,988
$ -
$
- S -
Charges For Fees And Services
Building & Devlpmt
1,000
1,400
1,300
-
- -
Miscellaneous
Code Enforcement
7,047
26,444
13,983
-
- -
Other Misc Revenue
10
-
9
-
- -
Printed Materials
107
16
27
-
- -
Transfer In -Enterprise Activities
25,000
25,000
25,575
-
- -
Total Revenues & Transfer In
$
307,600
$
256,118
$ 263,882
$
- $
- $
Expenditures:
Personnel
$
239,467
$
238,175
$ 240,899
$
- $
- $ -
Services
68,107
17,943
22,983
-
- -
Supplies
26
Total Expenditures
$
307,600
$
256,118
$ 263,882
$
- $
- $
Personnel Services - FTE
2012
2013
2014
2015
2016
Code Enforcement Asst.
1.00
1.00
1.00
-
-
H.I.S. Director
1.00
1.00
1.00
-
Total Personnel
2.00
2.00
2.00
-
-
0AN
1011A1Ci:1:101Non139ANVM*I
Housing Inspection
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.
Community Development
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
233
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.
Neighborhood Outreach
The Neighborhood Outreach 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 Outreach supports and encourages citizens to help shape the future of their
neighborhood. By assisting in the establishment and coordination of 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, coordinating staff review
of the applications as well as execution of contract documents and implementation of projects.
Human Services
The Human Services division coordinates with the 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.
The City Council makes annual allocations to the area's human service agencies as part of the
budget process. These monies were accounted for in the General Fund's Non -Operational
Administration account in prior years.
Donation Stations
The City previously 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. This program was discontinued at the end of FY15.
234
HIGHLIGHTS
• Maintained a two-year inspection cycle for all rental properties
• Added 100 properties to the rental permit roles
Fifty-six properties have been acquired to date throughout the four phases of the
UniverCity Neighborhood Partnership Program. Thirty-seven of these have been
completed and sold as owner occupied properties. Seven homes are currently underway
or are complete but not yet sold and the remaining twelve homes will be completed and
sold by early summer of 2015. Five additional homes will be purchased in FY16.
The Program for Improving Neighborhoods (PIN) funded several neighborhood
initiatives, including Grant Wood neighborhood's re-establishment of the Friday night
roller skating events and purchasing additional skates, continuation of the PTO Family
Dinners, assisting South East Junior High to provide 3 -on -3 basketball, transportation to
and from activities and host a neighborhood picnic as part of the Boost program, and
installing benches at the Fairmeadows Park Splash Pad. Northside received funding to
provide daycare, a meal and translation services at the Horace Mann PTO meeting,
Goosetown will be hosting 2 "Movie in the Park" events and Lucas Farms neighborhood
will assist in funding improvements to Highland Park.
The Neighborhood Outreach 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 the 2014 Mural Project which funded three
murals located both in the downtown area and in neighborhoods. The Poetry in Public
Program, in its 10`h year, showcased 86 poems written by both adults and students. The
division also staffs the Public Art Advisory Committee which
• Served as an advisory committee to all public art installations regardless of funding
source.
0Rb7
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.
• 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.
• Built and sold 141 homes to income
eligible homebuyers through the Single
Family Unit Production — New
Construction Program, a CDBG Disaster
Recovery Program.
• Partnered with local commercial lenders
to offer the Building Change Program
(Round 2). Five downtown building
owners were assisted with CDBG funds
to rehabilitate the fagade of their
buildings and five businesses were
approved for 0% interest loans for
fagade and building improvements.
• Completed fagade improvements to
Iowa City Hospice and provided
Towncrest incentives to construct and
complete two new medical office
buildings on William Street, both in the
Towncrest neighborhood.
01%11
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.
• Continue to promote the availability
of affordable housing and assist
local businesses despite decreasing
CDBG and HOME funding.
• Transition neighborhood
associations to utilizing "Nextdoor"
networking site to replace
neighborhood newsletters.
• Secure and administer funding
through the Iowa Homeland Security
& Emergency Management to
purchase and dedicate to green
space remaining properties in the
Normandy, Taft and Creekside 100 -
year flood plains.
Staffing:
Staffing Level Change Summary:
There are no staff increases/decreases; however there has been a realignment of duties
following the combination of the Planning and Community Development and Housing and
Inspection Services departments.
Service Level Change Summary:
A downtown fagade renovation loan program was added for $150,000 in fiscal year 2016 in the
Community Development activity. Also in the Community Development activity, the number of
UniverCity homes was reduced to two with a total acquisition price of $400,000 and a
renovation budget $50,000 per home or $100,000. This is down from 10 homes budgeted in
fiscal year 2015 for a total acquisition price of $2,000,000 and renovation costs of $500,000.
The Donation Stations activity was discontinued in fiscal year 2016.
Financial Highlights:
Rental housing inspection fees have a 5% budgeted increase in fiscal year 2016. The
UniverCity renovation costs and the downtown fagade loan program will be funded from General
Fund revenues and not from General Obligation bonds.
.xri
FY2014
FY2015
FY2016 Proposed
Total FTE's
8.15
8.15
8.30
Staffing Level Change Summary:
There are no staff increases/decreases; however there has been a realignment of duties
following the combination of the Planning and Community Development and Housing and
Inspection Services departments.
Service Level Change Summary:
A downtown fagade renovation loan program was added for $150,000 in fiscal year 2016 in the
Community Development activity. Also in the Community Development activity, the number of
UniverCity homes was reduced to two with a total acquisition price of $400,000 and a
renovation budget $50,000 per home or $100,000. This is down from 10 homes budgeted in
fiscal year 2015 for a total acquisition price of $2,000,000 and renovation costs of $500,000.
The Donation Stations activity was discontinued in fiscal year 2016.
Financial Highlights:
Rental housing inspection fees have a 5% budgeted increase in fiscal year 2016. The
UniverCity renovation costs and the downtown fagade loan program will be funded from General
Fund revenues and not from General Obligation bonds.
.xri
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Effectively resolve complaints to protect the health, safety,
and livability of Iowa City's neighborhoods.
Department Objective: Expand proactive neighborhood code enforcement efforts.
Performance Measures:
Percent Citizen Complaints/Inquires are Resolved within 14 days
FY 2011
FY 2011
FY 2012
FY 2013
FY 2014
Rental Permits
3,768
3,890
4,003
4,190
Rental Units
16,780
16,979
17,171
17,828
Housing, Zoning &
Nuisance Complaints
1,844
1,354
1,864
1,755
Percent Citizen Complaints/Inquires are Resolved within 14 days
FY 2011
FY 2012
FY 2013
FY 2014
New Measure
New Measure
New Measure
87%
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
FY 2014
5
16
9
8
OW -1
Owner -Occupied Homes Rehabilitated (GRIP)
FY 2011
FY 2012
FY 2013
FY 2014
6
13
13
14
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:
PIN Grant Projects funded*
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.
FY 2015
2015
FY 2012
FY 2011
FY 2012
FY 2013
FY 2014
Estimate
New Measure
10
Esstt imate
# of
10
New Measure
25
15
22
30
Newsletters/Meetings
# of Neighborhoods
New Measure
6
4
10
15
Involved
Strategic Plan Goal
Department Goal:
Department Objective
Performance Measures:
PIN Grant Projects funded*
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.
*Project may have multiple events/activities as a result of the funding
0x1:1
FY 2015
FY 2011
FY 2012
FY 2013
FY 2014
Estimate
New Measure
10
10
10
10
*Project may have multiple events/activities as a result of the funding
0x1:1
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 2015
FY 2011
FY 2012
FY 2013
FY 2014
Estimate
New Measure
24
26
22
24
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
0z' 181
FY 2015
FY 2011
FY 2012
FY 2013
FY 2014
Estimate
New Measure
3
4
11
11
0z' 181
Strategic Plan Goal
Department Goal:
Department Objective
Performance Measures:
Aid to Agencies
Healthy Neighborhoods & Enhanced Communication and
Marketing
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).
Create/enhance suitable living environments, provide
decent housing and create economic development
opportunities.
241
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
Estimate
Funds Spent
$414,094
$422,950
$391,829
$378,700
$397,510
Agencies Assisted
15
19
16
19
18
241
City of Iowa City
Activity Summary
Activity: Housing Inspections (610730) Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiection
Revenues:
$ 432,724 $
418,237 $
442,939 $
456,002 $
507,116 $
522,329
General Revenues Subsidy
$ 12,948 $
- $
- $
- $
670 $
17,009
Licenses And Permits
3,213
8,715
2,202
3,176
3,813
3,889
Misc Permits & Lic
1,200
1,360
2,080
1,360
2,080
2,080
Const Per & Ins Fees
474,358
631,695
533,947
657,806
560,644
560,644
Miscellaneous
2012
2013
2014
2015
2016
Other Misc Revenue
95
-
-
-
-
-
Printed Materials
3
60
0.75
60
0.75
Total Revenues
$ 488,604 $
633,115 $
536,027 $
659,226 $
563,394 $
579,733
Expenditures
Personnel
$ 432,724 $
418,237 $
442,939 $
456,002 $
507,116 $
522,329
Services
52,667
57,983
50,876
57,296
52,465
53,514
Supplies
3,213
8,715
2,202
3,176
3,813
3,889
Capital Outlay
-
66,500
-
-
-
Total Expenditures
$ 488,604 $
551,435 $
496,017 $
516,474 $
563,394 $
579,733
Personnel Services - FTE
2012
2013
2014
2015
2016
Building Inspector
-
-
3.00
3.00
3.00
Housing Assistant
0.75
0.75
0.75
0.75
0.75
Housing Inspector
3.00
3.00
-
-
-
Housing Inspector Asst
0.50
0.50
0.50
0.50
0.50
Housing/Devel Reg Inspector
0.50
0.50
-
-
-
Neighborhood Services Coordinator
-
-
-
-
0.30
Sr Housing Inspector
1.00
1.00
1.00
1.00
1.00
Total Personnel
5.75
5.75
5.25
5.25
5.55
OZIM
City of Iowa City
Activity Summary
Activity: Community Development (610200) Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiection
Revenues & Transfer In:
65,538 $
123,182
$ 169,169
$
176,370
$
General Revenues Subsidy
$ 64,192 $
14,293
$ -
$ 672,329 $
551,185 $
310,532
Use Of Money And Property
257,100
262,242
Supplies
130
706
Interest Revenues
7,894
32,423
32,143
25,000
32,143
32,143
Intergovernmental
860,527
3,272,182
2,794,578
650,000
State 28E Agreements
-
-
-
100,000
-
-
Other State Grants
-
-
56,967
-
-
-
Miscellaneous
5,337,721
$
1,447,516 $
406,863
Contrib & Donations
-
25,578
82,175
-
-
-
Other Misc Revenue
-
397
7,413
392
6,557
6,557
Other Financial Sources
Associate Planner
0.05
0.35
0.35
0.35
Loans
186,274
886,360
2,871,767
2,040,000
457,631
57,631
Sale Of Assets
-
353,319
1,469,552
2,000,000
400,000
-
Bond Proceeds
-
-
1,000,000
500,000
-
-
Transfers In -GO Bonds
-
317,623
-
-
-
-
Transfers In - Misc
-
-
170,465
-
-
-
TotalRevenues&Transfer In
$ 258,360 $
1,629,993
$ 5,690,482
$ 5,337,721 $
1,447,516 $
406,863
Expenditures
Personnel $
65,538 $
123,182
$ 169,169
$
176,370
$
139,692 $
143,883
Services
22,692
307,578
335,291
366,069
257,100
262,242
Supplies
130
706
686
704
724
738
Capital Outlay
170,000
860,527
3,272,182
2,794,578
650,000
-
Other Financial Uses
338,000
1,408,000
2,000,000
400,000
Total Expenditures $
258,360 $
1,629,993
$ 5,185,328
$
5,337,721
$
1,447,516 $
406,863
Personnel Services - FTE
2012
2013
2014
2015
2016
Associate Planner
0.05
0.35
0.35
0.35
0.35
Building Inspector
-
-
-
0.60
0.60
Community Development Coord
0.10
0.30
0.30
-
-
Housing Rehab Specialist
0.60
1.00
1.00
-
-
Code Enforcement Specialist
-
-
-
0.50
0.50
Program Asst - Comm Devel
0.10
0.10
0.10
0.10
0.10
Total Personnel
0.85
1.75
1.75
1.55
1.55
Capital Outlay
2015
2016
House Acquisitions for UniverCity
$
2,000,000
$
400,000
Rehab Costs of UniverCity Houses
794,578
100,000
Rehab Costs of Downtown Facade Program
150,000
Total Capital Outlay
$
2,794,578
$
650,000
243
City of Iowa City
Activity Summary
Activity: Neighborhood Services (610710/610720) Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
Expenditures
Personnel
2012
2013
2014
2015
2016
2017
Services
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
9,272
4,770
4,132
1,941
253
258
General Revenues Subsidy
$ 151,108 $
123,028
$ 132,253
$ 153,251
$ 157,356
$ 161,379
Use Of Money And Property
$ 152,011 $
124,419 $
132,511 $
154,392 $
157,614 $
161,637
Rents
782
-
-
-
-
-
Miscellaneous
Contrib & Donations
-
250
-
-
-
-
Other Misc Revenue
-
1,000
-
1,000
-
-
Printed Materials
121
141
258
141
258
258
Total Revenues
$ 152,011 $
124,419
$ 132,511
$ 154,392
$ 157,614
$ 161,637
Expenditures
Personnel
$ 101,224 $
99,495 $
103,461 $
105,772 $
115,109 $
118,562
Services
23,417
20,155
19,918
14,679
28,252
28,817
Supplies
9,272
4,770
4,132
1,941
253
258
Capital Outlay
18,098
-
5,000
32,000
14,000
14,000
Total Expenditures
$ 152,011 $
124,419 $
132,511 $
154,392 $
157,614 $
161,637
Personnel Services - FTE 2012 2013 2014 2015 2016
Neighborhood Services Coordinator - - - 0.60 0.30
Associate Planner 1.00 1.00 1.00 0.75 0.75
Total Personnel 1.00 1.00 1.00 1.35 1.05
Capital Outlay 2015 2016
Maint. of the Public Art Pieces $ 17,000 $ 14,000
Neighborhood PIN Grant 15,000
Total Capital Outlay $ 32,000 $ 14,000
244
City of Iowa City
Activity Summary
Activity: Human Services (610820) Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
Revenues:
General Revenues Subsidy
Total Revenues
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel Services - FTE
Associate Planner
Total Personnel
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budaet Proiecti
$ - $ 292,997 $ 264,333 $ 303,841 $ 283,833 $ 289,646
$ - $ 292,997 $ 264,333 $ 303,841 $ 283,833 $ 289,646
$ - $ 13,021 $ 14,143 $ 14,489 $ 13,640 $ 14,049
279,976 250,190 289,352 270,193 275,597
$ - $ 292,997 $ 264,333 $ 303,841 $ 283,833 $ 289,646
2012 2013 2014 2015 2016
0.15 0.15 0.15 0.15
0.15 0.15 0.15 0.15
Activity Summary
Activity: Donation Stations (610830) Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
Revenues:
Miscellaneous
Contrib & Donations
Total Revenues
Expenditures:
Services
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
$ 1,224 $ 1,078 $ 278 $ 1,000 $ - $ -
$ 1,224 $ 1,078 $ 278 $ 1,000 $ - $ -
$ 1,000 $ 2,700 $ 1,113 $ 1,000 $ - $
$ 1,000 $ 2,700 $ 1,113 $ 1,000 $ - $
QR
:1910101 Is] Ivi l LORI] WA A NIiN ky, I A►III I
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 Neighborhood and Development
Services, they provide access to information and to individuals throughout the City organization
and assist in pursuing new and expanding business endeavors.
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.
HIGHLIGHTS
Recent Accomplishments:
• Amended City -University Urban
Renewal plan (URP) to consider several
projects including The Chauncey,
Harrison Street Townhomes, and a
downtown hotel.
• Amended Sycamore/First Ave. URP to
consider a project with Iowa City
Marketplace.
• Amended Riverside Drive URP to
consider first catalyst project in district
Staffing:
Upcoming Challenges:
• Redevelopment of the City -owned
properties on the corner of College and
Gilbert Streets and on the corner of
Court and Linn Streets.
• Continue work to develop office sector
at properties in Moss Ridge and at
Dubuque Street interchange.
• Continue planning for future
development in the Riverfront Crossings
district south of downtown.
Staffing Level Change Summary:
Staffing changes resulted from the merger between the Housing and Inspection Services
Department and the Planning and Community Development Departments. These staff level
changes are reflected in fiscal year 2016 budget.
FY2014
FY2015
FY2016 Proposed
Total FTE's
1.00
1.00
2.00
Staffing Level Change Summary:
Staffing changes resulted from the merger between the Housing and Inspection Services
Department and the Planning and Community Development Departments. These staff level
changes are reflected in fiscal year 2016 budget.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
In fiscal year 2016, the contractual services for the National Development Council totaling
$80,000 was moved into the Economic Development division budget from the Riverfront
Crossing capital project. The allocation for the Micro Enterprise Program was reduced from the
2015 budgeted amount of $75,000 to the 2016 budgeted amount of $25,000 due to the transfer
of the lending to private banks rather than from the City. The fiscal year 2015 revised service
expenditures includes $92,826 of earmarked economic development funds that was carried
over from fiscal year 2014.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Strategic Economic Development Activities
Department Goal: Build tax base and add employment opportunities.
Department Objective: Work with public and private sectors to build economic
development infrastructure.
Performance Measures:
City -University Urban Renewal Area (Original Blighted Area)
Jan 2010
Jan 2011
Jan 2012
Jan 2013
Current Value
Base Value
$233.727.970
$111.829.760
$66.008.360
$68.277.450
$127,864,760
$30,239,640
$20,432,178
$20,432,178
Ratio
1.828
3.698
3.231
3.342
Current Value (SSMID)
$125.552.670
$68.235.470
$76.424.244
Base Value (SSMID)
$97,625,120
$50,047,502
$50,047,502
Ratio (SSMID)
—
1.286
1.363
1.527
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
Jan 2013
Current Value
Base Value
—
—
$47,161,650
$55,429,540
$15,361,532
$15,361,532
Ratio
—
—
3.070
3.608
Current Value (SSMID)
2.037
$56.179.810
$60.349.050
Base Value (SSMID)
$42,023,548
$42,023,548
Ratio (SSMID)
—
—
1.337
1.436
City -University Urban Renewal Area (Totals from Above Areas)
City -University Urban Renewal Area (Riverfront Crossings — Amendment #10 Area)
Jan 2010
Jan 2011
Jan 2012
Jan 2013
Current Value
Base Value
$233.727.970
$237.382.430
$237.585.290
$260.480.284
$127,864,760
$127,864,760
$127,864,760
$127,864,760
Ratio
1.828
1.857
1.858
2.037
City -University Urban Renewal Area (Riverfront Crossings — Amendment #10 Area)
Towncrest Urban Renewal Area
Jan 2010
Jan 2011
Jan 2012
Jan 2013
Current Value
Base Value
Base Year
$117,071,480
$118.148.120
$125.973.470
$117,071,480
$117,071,480
Ratio
—
—
1.009
1.076
Towncrest Urban Renewal Area
.zs3
Jan 2010
Jan 2011
Jan 2012
Jan 2013
Current Value
Base Value
Base Year
$32,550,010
$32.847.880
$33.896.500
$32,550,010
$32,550,010
Ratio
—
—
1.009
1.041
.zs3
City of Iowa City
Activity Summary
Activity: Economic Development (610500) Fund: General (1000)
Division: Economic Development (610500) Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Prosection
Revenues & Transfer In:
General Revenues Subsidy
Other City Taxes
Transfer In - Bus Type Funds
Transfer In - Govt Activities
Total Revenues & Transfer In
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel Services - FTE
Economic Development Administrator
Economic Development Coord
Total Personnel
$ 388,040 $ 320,843 $ 568,504 $ 706,677 $ 808,871 $ 836,154
- 208,581 241,762 212,500 236,800 236,800
57,585 59,460 - - - -
- - - - 3,261 -
$ 445,625 $ 588,884 $ 810,266 $ 919,177 $ 1,0485932 $ 1,072,954
$ 120,891 $
122,197 $
127,828 $
128,962 $
304,361 $
313,492
324,055
466,572
681,449
790,096
744,012
758,892
679
115
989
119
559
570
$ 445,625 $
588,884 $
810,266 $
919,177 $
1,048,932 $
1,072,954
2012
2013
2014
2015
2016
- - - 1.00 1.00
1.00 1.00 1.00 1.00 1.00
1.00 1.00 1.00 2.00 2.00
MR]
11WjAIts] UMIA0111INAUVA[a*'
Building Inspection
The Building Inspection Division is responsible for facilitating the development process from
Comprehensive Planning to Annexation, Zoning and Subdivision, to Site Plan, Building Permit,
Building Inspections, to Final Certificate of Occupancy. Building Inspection Services is also
responsible for enforcement of 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. Issuance of all permits for new construction, additions, alterations, repairs
and signs is one of the key functions to the Development Services Division. The
Building Inspections Services Office 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 Services Office enforces the Zoning,
Sign, Nuisance, Weed, Noise, Graffiti, Site Plan Review, Floodplain Management and
Construction Site Runoff Ordinances.
The Building Inspections Services Office provides staffing for the Board of Appeals. The Board
of Appeals hears and decides appeals of orders, decisions or determinations made by City staff
relative to the application and interpretation of the Iowa City Building, Electrical, Mechanical,
Plumbing, Fire and Housing Codes.
Urban Planning
The Urban Planning Office 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. Staffing includes preparation of agendas and
information packets, attendance at all meetings, minutes, and preparation of ordinances,
resolutions and historic preservation certificates related to proposed development and
renovation projects.
04.-14]
• 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 also administers the
design review process for infill applications.
HIGHLIGHTS
• Total value of construction in 2014, through September, was $116.7 million, which is just
$5 million less than the yearly ten year average. We are on pace to exceed the ten-year
average for value of construction.
• In 2014, the City adopted the Riverfront Crossings Form Based Code, and initiated the
rezoning of a large area of Riverfront Crossings south of Burlington Street. As a result,
we have had several Riverfront Crossings rezoning requests and projects from private
property owners.
• In 2014, the Goosetown/Horace Mann Conservation District was approved, adding 264
properties to historic and conservation districts bringing the total to 1,547 properties.
• In 2014, commenced the South District Plan update process, including interviews, data
collection, community workshops, etc.
• In fall 2014, commenced a process to update the Comprehensive Plan for the two 'gap'
areas near downtown which were not a part of the downtown master plan or the Central
Planning District.
on
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.
Implemented new plan review software that
allows clients to submit building plans
electronically for review and approval. This
eliminates the need for paper copies and
allows documents to be archived
electronically and makes them available
electronically for anyone with internet
access.
Activated process to allow inspection
activities to be emailed to clients after each
inspection. This gives clients immediate
access to inspection reports, which has
created time savings in addressing issues.
Staffing:
Upcoming Challenges:
• The Urban Planning Office 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.
• Update of technology to increase efficiency
and enhance customer service.
o Increase electronic submittals of plan
documents for subdivision and rezoning
applications.
o Scanning of subdivisions files to make
accessible electronically.
252
FY2014
FY2015
FY2016 Proposed
Total FTE's
8.80
8.80
10.80
252
Staffing Level Change Summary:
Staffing changes resulted from the merger between the Housing and Inspection Services
Department and the Planning and Community Development Departments. These staff
level changes are reflected in fiscal year 2016 budget.
Service Level Change Summary:
No changes to general service levels are proposed for fiscal year 2016.
Financial Highlights:
The Development Services division has several fee increases proposed in the fiscal year
2016 budget:
• Subdivision, rezoning and Board of Adjustment fees are updated annually based on
the rate of inflation.
• A nominal fee ($25) for requests for official zoning confirmation letters. These letters
are typically requested by financial institutions, realtors and appraisers — we currently
do not charge for this service.
• A fee for minor site plans — currently we do not charge a fee for minor site plans — it
is proposed to charge a $100 fee for minor site plan development applications for
any project over three units in size (would not apply to single family and duplex), and
to increase the fee for major site plans from $250 to $350.
• We propose eliminating the fee waiver for building permits for public buildings
(school district and county). For public buildings, we currently charge a plan review
fee and inspections fee, but the building permit fee is waived.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Strategic Economic Development Activities
Department Goal: Efficiently enforce public health and safety
regulations related to building and housing codes.
Department Objective: Review building permit and site plan applications to
protect the health and safety of citizens while
facilitating economic development opportunities.
253
Performance Measures:
Building Permit Applications
Site Plan Applications
CY 2010
CY 2011
CY 2012
CY 2013
% reviewed within 2 days
New Measure
91%
89%
95%
of receipt
New Measure
45%
57%
97%
% reviewed within 6 days
New Measure
100%
97%
99%
of receipt
% issued within 14 days
New Measure
75%
80%
81%
of receipt
% issued within 30 days
New Measure
88%
91%
93%
of receipt
New Measure
100%
91%
100%
% issued within 60 days
New Measure
96%
97%
98%
of receipt
Site Plan Applications
Minor Site Plans Approved
CY 2010
CY 2011
CY 2012
CY 2013
% reviewed within 1 days
New Measure
45%
57%
97%
of receipt
% reviewed within 10
New Measure
94%
86%
100%
days of receipt
% reviewed within 14
New Measure
100%
91%
100%
days of receipt
Minor Site Plans Approved
254
CY 2010
CY 2011
CY 2012
CY 2013
% approved within 10
New Measure
23%
47%
33%
days of receipt
% approved within 25
New Measure
54%
68%
66%
days of receipt
% approved within 58
New Measure
92%
95%
100%
days of receipt
254
Major Site Plans Approved
Total Value of Construction (in millions)
CY 2010
CY 2011
CY 2012
CY 2013
% approved within 7 days
New Measure
25%
17%
0%
of receipt
$121.8
%Change
27.8%
% approved within 30
107.1%
9.2%
days of receipt
New Measure
50%
42%
3%
% approved within 60
New Measure
83%
83%
77%
days of receipt
% approved within 90
New Measure
100%
100%
92%
days of receipt
Total Value of Construction (in millions)
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.
Department Objective: Review application proposals, coordinate feedback
from various departments, provide advice to the
applicants, and write reports, including
recommendations to boards and commissions.
04M
CY 2010
CY 2011
CY 2012
CY 2013
10 Year
Average
$96.0
$81.7
$169.2
$184.9
$121.8
%Change
27.8%
(14.9%)
107.1%
9.2%
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.
Department Objective: Review application proposals, coordinate feedback
from various departments, provide advice to the
applicants, and write reports, including
recommendations to boards and commissions.
04M
Performance Measures:
Planning and Zoning Commission
Board of Adjustment
FY 2011
FY 2012
FY 2013
FY 2014
Annexations
3
0
1
3
Rezonings
15
13
29
19
Preliminary Plats
6
5
7
11
Final Plats
4
0
0
0
Code Amendments
5
13
11
11
Comprehensive Plan
Amendments
2
0
6
2
Right-of-way Vacations
0
3
2
0
County Zoning Items
2
1
2
3
Total
37
35
58
49
Board of Adjustment
Historic Preservation Commission
FY 2011
FY 2012
FY 2013
FY 2014
Special Exceptions
11
15
13
11
Appeals
1
0
2
2
Variances
0
1
1
1
Historic Preservation Commission
01.-1:1
FY 2011
FY 2012
FY 2013
FY 2014
Project Reviews
71
80
93
108
01.-1:1
City of Iowa City
Activity Summary
Activity: Building Inspection (610610) Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiection
Revenues:
Licenses And Permits
General Use Permits
$
7,100
$
9,504
$ 9,161
$
7,100
$
7,100
$
7,100
Food & Liq Licenses
742
280
525
-
-
-
Professional License
2,705
2,855
2,785
2,620
2,785
2,785
Misc Permits & Lic
2,250
1,950
2,115
2,000
2,115
2,115
Const Per & Ins Fees
615,061
874,203
847,425
672,850
687,500
687,500
Misc Lic & Permits
300
510
385
170
-
Use Of Money And Property
Interest Revenues
929
1,095
631
1,095
631
631
Intergovernmental
Local 28E Agreements
707
346
140
346
-
-
Charges For Fees And Services
Building & Devlpmt
260,073
338,830
348,393
263,405
283,997
283,997
Miscellaneous
Other Misc Revenue
142
-
400
-
-
-
Printed Materials
6
-
85
-
-
-
Other Financial Sources
Loans
12,315
15,250
9,428
8,644
-
-
Sale Of Assets
200,353
Total Revenues
$
1,102,683
$
1,244,824
$ 1,221,473
$
958,230
$
984,128
$
984,128
Expenditures:
Personnel
$
680,486
$
568,442
$ 582,081
$
605,655
$
722,812
$
744,496
Services
91,786
98,092
154,201
138,260
145,139
148,042
Supplies
8,652
4,613
25,338
7,573
5,469
5,578
Total Expenditures
$
780,924
$
671,148
$ 761,620
$
751,488
$
873,420
$
898,117
Personnel Services - FTE
2012
2013
2014
2015
2016
Building Inspector
5.00
5.00
4.00
4.00
4.00
Development Reg Specialist
1.00
1.00
1.00
1.00
1.00
Housing Inspector Asst
0.30
0.30
0.30
0.30
0.30
Housing/Devel Reg Inspector
0.50
0.50
-
-
-
Development Services Coordinator
-
-
-
0.50
0.50
Code Enforcement Specialist
-
-
-
0.50
0.50
Sr Building Inspector
1.00
1.00
1.00
1.00
1.00
Total Personnel
7.80
7.80
6.30
7.30
7.30
Q%
City of Iowa City
Activity Summary
Activity: Urban Planning (610620) Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiection
Revenues:
$ 271,364 $
265,298 $
271,137 $
280,885 $
400,096 $
412,099
General Revenues Subsidy
$ 289,480 $
278,256 $
294,074 $
295,864 $
422,222 $
435,424
Charges For Fees And Services
1,905
3,123
2,529
3,770
2,013
2,053
Building & Devlpmt
30,770
40,675
37,550
37,555
37,550
37,550
Miscellaneous
2012
2013
2014
2015
2016
Printed Materials
620
221
303
221
303
303
Total Revenues
$ 320,870 $
319,152 $
331,927 $
333,640 $
460,075 $
473,277
Expenditures
Personnel
$ 271,364 $
265,298 $
271,137 $
280,885 $
400,096 $
412,099
Services
47,601
50,730
58,261
48,985
57,966
59,125
Supplies
1,905
3,123
2,529
3,770
2,013
2,053
Total Expenditures
$ 320,870 $
319,152 $
331,927 $
333,640 $
460,075 $
473,277
Personnel Services - FTE
2012
2013
2014
2015
2016
Associate Planner
2.50
1.50
1.50
1.50
1.50
Development Services Coordinator
-
-
-
0.50
0.50
Code Enforcement Specialist
-
-
-
0.50
0.50
Senior Planner
1.00
1.00
1.00
1.00
1.00
Total Personnel
3.50
2.50
2.50
3.50
3.50
04-1.1
110:11149701all rkIMI I]A,I1►16.11CTANIIs] hiI
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.
HIGHLIGHTS
• The Public Works Administration has funding in the Capital Project Funds to update the
new public works facility master plan
• The Fuel Facility, Warm Storage Building, and Refuse Collection Washout Facility were
all relocated to the new public works facility over the past year.
Staffing:
Staffing Level Change Summary:
There are no staffing level changes proposed for fiscal year 2016.
Service Level Change Summary:
The Energy Efficiency Revolving Loan program was moved to the Neighborhood and
Development Services Department along with the Sustainability programs.
Financial Highlights:
There are no major financial highlights in the Public Works Administration budget.
04x1
FY2013
FY2014
FY2015 Adopted
Total FTE's
2.00
2.00
2.00
Staffing Level Change Summary:
There are no staffing level changes proposed for fiscal year 2016.
Service Level Change Summary:
The Energy Efficiency Revolving Loan program was moved to the Neighborhood and
Development Services Department along with the Sustainability programs.
Financial Highlights:
There are no major financial highlights in the Public Works Administration budget.
04x1
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic
Economic Development Activities
Department Goal: Effectively facilitate and regulate sidewalk cafes within the
parameters established by the City Council.
Department Objective: Issue permits and provide site inspections for sidewalk and
street cafes.
Performance Measures:
Permits Issued
Ii nF7imeff1iYIH163
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Permits Issued
Healthy Neighborhoods, A Strong Urban Core, & Strategic
Economic Development Activities
Effectively regulate the use of public right-of-way
necessary to facilitate construction of building projects.
Issue permits for use of public right-of-way that facilitate
development while protecting the public interest, health
and safety.
CY 2010
CY 2011
CY 2012
CY 2013
Sidewalk Cafes
23
24
24
25
Street Cafes*
New Measure
New Measure
New Measure
1
Ii nF7imeff1iYIH163
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Permits Issued
Healthy Neighborhoods, A Strong Urban Core, & Strategic
Economic Development Activities
Effectively regulate the use of public right-of-way
necessary to facilitate construction of building projects.
Issue permits for use of public right-of-way that facilitate
development while protecting the public interest, health
and safety.
Karl
CY 2010
CY 2011
CY 2012
CY 2013
Use of ROW
8
3
15
15
Permits Issued
Karl
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 right-of-way
necessary to facilitate construction and operation of fiber
optic/telecommunications projects.
Issue license agreements for use of public right-of-way
fiber optic/telecommunications projects while protecting the
public interest, health and safety.
CY 2010
CY 2011
CY 2012
CY 2013
0
3
3
0
OX -1
City of Iowa City
Activity Summary
Activity: Public Works Administration (710100) Fund: General (1000)
Division: Public Works Administration (710100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budaet Projection
Revenues:
General Revenues Subsidy
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel Services - FTE
Program Asst - Pub Works
Public Works Director
Total Personnel
$ 273,703 $ 278,173 $ 284,858 $ 295,062 $ 306,769 $ 315,818
703 926 783 600 600 600
$ 274,406 $ 279,099 $ 285,641 $ 295,662 $ 307,369 $ 316,418
$ 266,684 $ 271,075 $ 278,671 $ 281,973 $ 290,163 $ 298,868
7,209 7,243 6,939 13,142 16,806 17,142
513 782 31 547 400 408
$ 274,406 $ 279,099 $ 285,641 $ 295,662 $ 307,369 $ 316,418
2012 2013 2014 2015 2016
1.00 1.00 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
Oz.%
Aki101►1AAall 1►[CINA:,y/Is] *?
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 storm water 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
HIGHLIGHTS
Recent Accomplishments:
• Completion of the Lower Muscatine Road
Project
• Completion of the design for the First
Avenue Grade Separation Project
• Completion of the design for the North
Dubuque Street Pedestrian Bridge over
1-80 Project
• Completion of the Court Street and Court
Hill Park Sidewalk Infill Project
• Completion of the First Avenue Storm
Sewer Improvements Project
• Completion of the design for the Sycamore
Street Improvements Project
Staffing:
Upcoming Challenges:
• Design of the Iowa City Gateway Project
• Design of the Harrison Street Project
• Design of the Oakcrest Street Sidewalk
Infill Project
• Construction of the First Avenue Grade
Separation Project
• Construction of the Sycamore Street
Improvements Project
• Adopt the Statewide Urban Design
Standards and Construction Specifications
• Development of a Right of Way
Management Ordinance
Oz.%]
FY2014
FY2015
FY2016 Proposed
Total FTE's
12.10
12.10
12.00
Oz.%]
Staffing Level Change Summary:
The proposed staffing change in fiscal year 2016 is the elimination of an Engineering Technician
position that is shared with the Metro Planning Organization of Johnson County and the
Neighborhood and Development Services Administration. The result is a reduction of .10 FTE
in the Engineering division budget.
Service Level Change Summary:
There are no proposed service level changes in fiscal year 2016
Financial Highlights:
Personnel costs are budgeted at 66% of the total estimated personnel costs for fiscal year 2016.
The remaining personnel costs are allocated to capital project expenditures. In fiscal year 2015,
personnel costs were budgeted at 60% of the total.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic
Development Activities
Department Goal: Continue the investment and reinvestment in infrastructure.
Department Objective: Provide plan review and inspection of infrastructure which
will become City assets.
Performance Measures:
Accepted Public Improvements
0MI
FY 2011
FY 2012
FY 2013
FY 2014
# of Projects Accepted
35
39
30
24
# of Subdivision Accepted
8
7
7
14
Streets (miles)
0.44
3.11
1.08
3.03
Water Main (miles)
0.50
2.21
1.55
3.00
Sanitary Sewer (miles)
0.90
2.15
1.38
2.86
Storm Sewer (miles)
1.98
3.40
1.28
3.00
Fire Hydrants
18
55
37
55
Trails/Sidewalks (miles)
1.43
2.93
0.53
1.54
Lift Station
0
0
1
0
Traffic Signals
2
0
1
1
Pedestrian Bridge
0
0
1
1
0MI
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.
Q-11
FY 2011
FY 2012
FY 2013
FY 2014
Excavation Permits
438
356
339
348
Issued
Sidewalk Hazards
210
445
474
556
Identified Addresses
Sidewalk Hazards
806
1,631
1,704
1,583
Identified # of Squares
Q-11
City of Iowa City
Activity Summary
Activity: Engineering Services (710200) Fund: General (1000)
Division: Engineering Services (710200) Department: Public Works
Expenditures
Personnel
2012
2013
2014
2015
2016
2017
Services
Actual
Actual
Actual
Revised
Budget
Projection
Revenues:
5,250
6,357
5,940
8,816
7,316
7,462
General Revenues Subsidy
$ 813,625 $
721,281
$ 710,129
$ 877,009
$ 943,403
$ 974,423
Other City Taxes
61,984
66,065
74,194
67,125
74,625
74,625
Licenses And Permits
Sr Construction Inspector
1.00
1.00
1.00
1.00
1.00
Const Per & Ins Fees
22,041
47,422
46,484
26,300
32,000
32,000
Charges For Fees And Services
1.00
1.00
1.00
1.00
Survey Party Chief
1.00
Building & Devlpmt
19,602
12,524
14,404
12,524
12,500
12,500
Miscellaneous
1.00
1.00
Total Personnel
12.10
12.10
12.10
Other Misc Revenue
7,438
29,406
11,602
20,000
20,000
20,000
Printed Materials
1,728
296
445
296
445
445
Total Revenues
$ 926,418 $
876,994
$ 857,258
$ 1,003,254
$ 1,082,973
$ 1,113,993
Expenditures
Personnel
$ 807,162 $
743,224 $
736,331
$ 859,909 $
936,053 $
964,135
Services
114,006
127,413
114,987
134,529
139,604
142,396
Supplies
5,250
6,357
5,940
8,816
7,316
7,462
Total Expenditures
$ 926,418 $
876,994 $
857,258
$ 1,003,254 $
1,082,973 $
1,113,993
Personnel Services - FTE
2012
2013
2014
2015
2016
Architectural Sry/Energy Coord
1.00
1.00
1.00
1.00
1.00
City Engineer
1.00
1.00
1.00
1.00
1.00
Civil Engineer
2.00
2.00
2.00
2.00
2.00
Construction Inspector II
2.00
2.00
2.00
2.00
2.00
Engineering Technician
0.10
0.10
0.10
0.10
-
Sr Construction Inspector
1.00
1.00
1.00
1.00
1.00
Sr Engineer
2.00
2.00
2.00
2.00
2.00
Sr Engineering Tech
1.00
1.00
1.00
1.00
1.00
Survey Party Chief
1.00
1.00
1.00
1.00
1.00
Utilities Technician - Eng
1.00
1.00
1.00
1.00
1.00
Total Personnel
12.10
12.10
12.10
12.10
12.00
' Position to be eliminated on 12-31-15
OZ -VA
Q
a Arra V
%4*1
SPECIAL REVENUE FUNDS
F
Y
2
0
1
6
Community Development Block Grant
H.O.M.E. Program
Road Use Tax
Other Shared Revenue
Energy Efficiency & Conservation
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)
Q
a Arra V
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
FY16 Estimated - $859,962
IDA
0%0 Interest Revenue
■ Federal Grants
0
■ MIS(.
■ Loan Repaymeld
82% of revenue comes from Federal
grants, with most of the remainder from
loan repayments. This revenue source
has decreased from $1,070,399 in FY13
to an estimated $705,000 in FY16, a
decrease of 34%.
271
Expenditures
FY16 Proposed - $753,955
4N
■ Penonnel
■ SerNces
■ SWPWe5
FY16 adopted expenditures represent
an 11.3% decline. Most of the reduction
represents a decrease in services
stemming from a decrease in revenues.
Fund Balance', July 1
Revenues:
Use Of Money And Property
Interest Revenues
Intergovernmental
Federal Intergovernmental Revenue
Miscellaneous
Other Misc Revenue
Other Financial Sources
Loans
Total Revenues
Expenditures:
CDBG & CDBG Rehab
Sub -Total Expenditures
Transfers Out:
Misc Transfers Out
Sub -Total Transfers Out
City of Iowa City
CDBG & CDBG Rehab (2100)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 1,883,213 $ 386,694 $ - $ (5,447) $ 151,196 S 257,203
$ 8,733 $ 6,339 $ 3,307 $ 6,339 $ 5,337 $ 5,337
98,638 1,070,399 951,943 825,000 705,000 705,000
2,773 5,012 1,100 5,012 1,100 1,100
798,998 167,568 107,504 170,000 148,525 148,525
$ 909,142 $ 1,249,318 $ 1,063,854 $ 1,006,351 $ 859,962 $ 859,962
$ 2,405,661 $ 1,453,301 $ 1,069,301 $ 849,708 $ 753,955 $ 771,170
2,405,661 1,453,301 1,069,301 849,708 753,955 771,170
JJ V,V VV
330,000 - - - -
Total Expenditures & Transfers Out $ 2,405,661 $ 1,783,301 $ 1,069,301 $ 849,708 $ 753,955 $ 771,170
Fund Balance', June 30
$ 386,694 $ (147,289) $
(5,447) $
151,196 $
257,203 $
345,995
Change in Accounting Method
- 147,289
-
-
-
Adjusted Fund Balance', June 30
386,694 -
(5,447)
151,196
257,203
345,995
Restricted / Committed /Assigned
Unassigned Balance
$ 386,694 $ - $
(5,447) $
151,196 $
257,203 $
345,995
% of Expenditures
16% 0%
-1%
18%
34%
45%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
orpJ
AI]*CYQaA01TAIIs] ►61
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 income.
As part of Neighborhood Services, the Community Development office is responsible for
administering and coordinating activities relating to federal, state, and local community
development programs. This includes Community Development Block Grant (CDBG) programs.
CDBG funds are used to acquire property, construct new buildings, rehabilitate existing
buildings and owner -occupied homes, operate service agencies, and encourage micro -
enterprise development. Community Development staff coordinate with local service agencies,
small businesses, and lenders in the administration of these programs.
The City created a citizen advisory group, the Housing and Community Development
Commission (HCDC), in 1995 to assess Iowa City's community development needs for housing,
jobs and services for low and moderate income residents, and to promote public and private
efforts to meet such needs. HCDC leads the CDBG/HOME allocation process to determine what
projects will be awarded funds based on priorities established in CITY STEPS, Iowa City's
Consolidated Plan for Housing, Jobs and Services for Low -Income Residents.
HIGHLIGHTS
• Over $33 million in CDBG funds have been invested in Iowa City since 1974
• In FY14, programs leveraged $1,123,407 in private and public funds
• In FY14, programs assisted 348 persons who are homeless with support services
• Provided operational funding to non -profits that assisted 3,526 persons during fiscal year
2014
• Assisted in the creation of a micro -enterprise business
• Completed four fagade improvements in the City -University Urban Renewal Area.
FY15 projects are identified in the FY15 Annual Action Plan at www.icgov.org/actionplan.
The CDBG and HOME allocation process, including the public input process can be found in the
City's Citizen Participation Plan.
273
Recent Accomplishments
• Completed improvements to eight non-
profits facilities. The missions of these
agencies include assisting those with
chronic health problems, low income
youth, persons with disabilities, persons
facing homelessness, chronic mental
illness, victims of domestic abuse and
those in crisis.
• 37 homes constructed or rehabilitated
for affordable home ownership.
• Completed four fagade improvements to
downtown buildings in the City -
University Urban Renewal Area: Atlas
World Grill, Quintons, Bo James and
Active Endeavors.
Upcoming Challenges:
• Continue to provide housing, jobs
and services to low -moderate
income residents despite decreasing
CDBG and HOME funding.
• Provide the same level of service
while training new employees.
Bo James Building, Washington Street
274
Staffing:
Staffing Level Change Summary:
There are no staff increases/decreases; however there has been a realignment of duties
following the combination of the Planning and Community Development and Housing and
Inspection Services departments.
Service Level Change Summary:
Service levels have decreased due to a decrease in Federal funding which has reduced
estimated owner occupied rehabilitation expenditures in fiscal year 2016.
Financial Highlights:
Federal funding has decreased from $1,070,399 in fiscal year 2013 to an estimated $705,000 in
fiscal year 2016. Subsequently, budgeted expenditures levels have dropped from $849,708 to
$753,955 from fiscal year 2015 to fiscal year 2016.
OR
FY2014
FY2015
FY2016 Proposed
Total FTE's
2.48
2.38
2.38
Staffing Level Change Summary:
There are no staff increases/decreases; however there has been a realignment of duties
following the combination of the Planning and Community Development and Housing and
Inspection Services departments.
Service Level Change Summary:
Service levels have decreased due to a decrease in Federal funding which has reduced
estimated owner occupied rehabilitation expenditures in fiscal year 2016.
Financial Highlights:
Federal funding has decreased from $1,070,399 in fiscal year 2013 to an estimated $705,000 in
fiscal year 2016. Subsequently, budgeted expenditures levels have dropped from $849,708 to
$753,955 from fiscal year 2015 to fiscal year 2016.
OR
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
prig
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
Estimate
Funds Spent
$865,109
$2,402,893
$1,778,290
$1,046,763
$675,975
Local, State & Other
$3,688,070
$896,263
$2,847,719
$1,123,407
$1,414,861
Funds Leveraged
Housing Units Assisted
28
26
86
37
20
Public Facilities Assisted
5
10
6
8
2
Persons Receiving
2,882
11,478
1,457
3,874
1,675
Services
Businesses Assisted in
Creating Low -Moderate
2
2
3
1
1
Income Jobs
prig
City of Iowa City
Activity Summary
Activity: Community Development Block Grant (610300) Fund: CDBG & CDBG Rehab (2100)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
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
Neighborhood Services Coord
Community Development Coord
Housing Rehab Specialist
Code Enforcement Specialist
Building Inspector
Program Asst - Comm Development
Total Personnel
$ 8,733 $ 6,339 $ 3,307 $ 6,339 $ 5,337 $ 5,337
98,638 1,070,399 951,943 825,000 705,000 705,000
2,773 5,012 1,100 5,012 1,100 1,100
798,998 167,568 107,504 170,000 148,525 148,525
$ 909,142 $ 1,249,318 $ 1,063,854 $ 1,006,351 $ 859,962 $ 859,962
$ 193,086 $ 197,819 $ 194,874 $ 236,272 $ 213,550 $ 219,957
2,210,203 1,250,546 873,909 610,480 539,910 550,708
722 4,936 518 2,956 495 505
1,650 - - - - -
$ 2,405,661 $ 1,453,301 $ 1,069,301 $ 849,708 $ 753,955 $ 771,170
2012 2013 2014 2015 2016
0.25
0.25
0.25
0.25
0.25
0.45
0.25
0.20
0.45
0.45
-
-
-
0.25
0.25
0.45
0.40
0.50
-
-
1.20
1.20
1.00
-
-
-
-
-
0.50
0.50
-
-
-
0.40
0.40
0.53
0.53
0.53
0.53
0.53
2.88
2.63
2.48
2.38
2.38
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 2016 is $52,340 which is a 20%
increase from the fiscal year 2015 revised estimate. This is primarily due to a reduction
in housing grants and projects. An adjustment due to a change in accounting method is
being presented for FYI 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:
4%
FY16 Estimated - $560,456
■ Federal f;rartts
a IntereA
N Loin Re Pdy'rnew
77% 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 five years from the
FY11 receipts of $862,299 to a FY16
budgeted amount of $431,620, a
decrease of 50% in five years.
W-1
Expenditures:
FY16 Proposed - $551,612
0%
■ Persniuttl
■ Servicrs
C+' i11h I]IIPS
FY16 adopted expenditures represent a
7.2% decrease from FY15 estimated
expenditures. This decrease is primarily
due to a decrease in housing grants and
projects by $50,000.
Fund Balance', July 1
Revenues:
Use Of Money And Property
Interest Revenues
Intergovernmental
Fed Intergovnt Rev
Other Financial Sources
Loans
Total Revenues
Transfers In:
Transfers In -Govt Activities
Sub -Total Transfers In
Total Revenues & Transfers In
Expenditures:
HOME Program
Sub -Total Expenditures
Transfers Out:
Misc Transfers Out
Sub -Total Transfers Out
City of Iowa City
HOME Program (2110)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 44,783 $ (4,358) $ (7,695) $ (4,096) $ 43,496 $ 52,340
$ 22,721 $ 21,922 $ 22,340 $ 21,922 $ 22,340 $ 22,340
688,241 603,846 552,132 490,000 431,620 431,620
104,696 123,992 106,496 130,000 106,496 106,496
$ 815,658 $ 749,760 $ 680,968 $ 641,922 $ 560,456 S 560,456
2,819
- - 2,819 - - -
$ 815,658 $ 749,760 $ 683,787 $ 641,922 $ 560,456 $ 560,456
$ 827,052 $ 741,437 $ 679,030 $ 594,330 $ 551,612 $ 563,094
827,052 741,437 679,030 594,330 551,612 563,094
37,747 4,787 1,158 - - -
Total Expenditures & Transfers Out $ 864,799 $ 746,224 $ 680,188 $ 594,330 $ 551,612 $ 563,094
Fund Balance', June 30
$ (4,358) $
(822) $
(4,096) $
43,496 $
52,340 $
49,702
Change in Accounting Method
-
(6,873)
-
-
-
Adjusted Fund Balance', June 30
(4,358)
(7,695)
(4,096)
43,496
52,340
49,702
Restricted / Committed /Assigned
Unassigned Balance
$ (4,358) $
(7,695) $
(4,096) $
43,496 $
52,340 $
49,702
% of Expenditures
_1%
_1%
_1%
7%
9%
9%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
OW]
I:Is] A, 1 :8 a:ZOZe3 ZU M [e] U A ZATA I [e] 0111
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 FY14, the program leveraged $1,425,994 in private and public funds
• The program provided four newly constructed SRO (rental) units for persons with
disabilities, constructed and sold six affordable homes to low income homebuyers,
rehabilitated two owner -occupied homes and provided operational funds to a nonprofit
organization to support affordable housing activities in fiscal year 2014
FY15 projects are identified in the FY15 Annual Action Plan at www.icoov.oro/actionplan.
The CDBG and HOME allocation process, including the public input process can be found in the
City's Citizen Participation Plan.
Recent Accomplishments:
• Constructed and sold six affordable
homes
• Constructed four new SRO rental
units for persons with disabilities
• Rehabilitated two owner -occupied
homes
Staffing:
Upcoming Challenges:
• Securing funds to provide affordable,
decent housing in a high land cost
community despite decreasing
CDBG and HOME funding
Staffing Level Change Summary:
There are no staff increases/decreases; however there has been a realignment of duties
following the combination of the Planning and Community Development and Housing and
Inspection Services departments.
Service Level Change Summary:
Service levels have decreased due to a decrease in Federal funding which has reduced
estimated owner occupied housing grant expenditures in fiscal year 2016.
Financial Highlights:
Federal funding has decreased from $688,241 in fiscal year 2012 to an estimated $431,620 in
fiscal year 2016. Subsequently, budgeted expenditures levels have dropped from $594,330 to
$551,612 from fiscal year 2015 to fiscal year 2016.
FY2014
FY2015
FY2016 Proposed
Total FTE's
0.50
0.45
0.45
Staffing Level Change Summary:
There are no staff increases/decreases; however there has been a realignment of duties
following the combination of the Planning and Community Development and Housing and
Inspection Services departments.
Service Level Change Summary:
Service levels have decreased due to a decrease in Federal funding which has reduced
estimated owner occupied housing grant expenditures in fiscal year 2016.
Financial Highlights:
Federal funding has decreased from $688,241 in fiscal year 2012 to an estimated $431,620 in
fiscal year 2016. Subsequently, budgeted expenditures levels have dropped from $594,330 to
$551,612 from fiscal year 2015 to fiscal year 2016.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
HOME Funds Only
Healthy Neighborhoods
Allocate grant and City funds to provide safe, decent,
affordable housing for low -moderate income residents.
Create/enhance suitable living environments and provide
decent, affordable housing opportunities.
01-M
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
Estimate
Funds Spent
$1,025,067
$864,797
$746,224
$698,443
$434,003
Local, State & Other
$6,597,045
$3,184,232
$2,486,405
$1,425,994
$5,765,364
Funds Leveraged
Housing Units Assisted
47
47
40
12
39
01-M
City of Iowa City
Activity Summary
Activity: HOME (610400) Fund: HOME Program (2110)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
$ 89,092 $
66,139 $
60,424
$ 42,228 $
44,948 $ 46,296
Services
Use Of Money And Property
673,503
618,606
550,235
506,664 516,797
Supplies
-
Interest Revenues
$ 22,721 $
21,922 $
22,340 $
21,922 $
22,340 $
22,340
Intergovernmental
$ 594,330 $
551,612 $ 563,094
Personnel Services - FTE
2012
2013
2014
Fed Intergovnt Rev
688,241
603,846
552,132
490,000
431,620
431,620
Other Financial Sources
Neighborhood Services Coord
-
-
-
0.15
0.15
Loans
104,696
123,992
106,496
130,000
106,496
106,496
Total Revenues
$ 815,658 $
749,760 $
680,968 $
641,922 $
560,456 $
560,456
Expenditures
Personnel
$ 89,092 $
66,139 $
60,424
$ 42,228 $
44,948 $ 46,296
Services
737,960
673,503
618,606
550,235
506,664 516,797
Supplies
-
1,795
-
1,867
- -
Total Expenditures
$ 827,052 $
741,437 $
679,030
$ 594,330 $
551,612 $ 563,094
Personnel Services - FTE
2012
2013
2014
2015
2016
Associate Planner
0.50
0.25
0.30
0.30
0.30
Neighborhood Services Coord
-
-
-
0.15
0.15
Community Development Coord
0.45
0.45
0.20
-
Total Personnel
0.95
0.70
0.50
0.45
0.45
01.191
I 0116 1XIM M EWA III Ll I I]
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, 2014 was $4.54 million, an increase of 59.8%
over the FY2013 year-end balance. FY15 projected cash balance is a 3.7% increase compared
to FY14; FY16 projected cash balance represents a 3.2% increase over FY15 and is projected
to end at $4.86 million.
Fund Balance (i)
56,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
FY12 FY13 FY14 FY15 FY16
■Unassigned $1,632,521 $2,841,586 $4,539,578 $4,708,691 $4,860,996
(1) FY15 and FY16 figures are estimates, FY12 is cash basis.
01-V
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 FY14, it was discovered that the City has been over -billed by
Mid -American Energy for the street light operations. A refund of over $500,000 was received
which boosted the ending fund balance significantly. Consequently, the street capital
improvement program has been boosted starting in FY15 by increasing the annual asphalt
overlay program from $642,665 to $930,812 each year and by adding the LED street light
replacement to the program. These figures are reflected in the Transfers Out to the Capital
Projects Fund.
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: Expenditures:
FY16 Estimated - $6,794,627
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 FY16, Iowa City road use tax revenue is
projected to be over $6.7 million, a 1.94%
increase over the FY15 estimated revenue.
Road Use Tax revenues represent over
99% of the revenue in the Road Use Tax
fund.
01:i11
FY16 Proposed - $5,840,581
�ei4fli
n
139, ■ Personnel
w ■ Services
■ Supplies
■ Capital Outlay
FY16 budgeted expenditures excluding
transfers out are a 3.85% increase from the
FY15 estimated expenditures. This is
primarily due to capital outlay of $100,000
for painting equipment replacement and the
increased cost of salt for snow removal.
Street maintenance is largest program
funded by Road Use taxes followed by
Traffic Engineering.
Fund Balance*, July 1
Revenues:
Intergovernmental
Disaster Assistance
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
Fund Balance*, June 30
Change in Accounting Method
Adjusted Fund Balance*, June 30
Restricted / Committed /Assigned
Unassigned Balance
% of Expenditures
City of Iowa City
Road Use Tax (2200)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 459,894 $ 1,632,521 $ 2,841,586 $ 4,539,578 $ 4,708,691 S 4,860,996
$ - $ - $ 3,919 $
- 17,790 45,138
6,447,020 6,508,053 6,744,663
19,489 26,345 22,735
2,188 3,179 2,041
34,816 36,563 35,879
6,616,545 6,744,663 6,744,663
26,345
22,735
22,735
3,179
2,041
2,041
11,691
25,188
25,038
6,503,513 6,591,930 6,854,375 6,657,760 6,794,627 6,794,477
416,369 425,659 405,477 390,883 396,370 408,261
416,369 425,659 405,477 390,883 396,370 408,261
$ 6,919,882 $ 7,017,589 $ 7,259,852 $ 7,048,643 $ 7,190,997 $ 7,202,738
$ 2,489
$ 2,406
$ 2,095 $
77,406
$ 82,172
$ 83,815
35,474
45,412
43,653
77,001
81,523
88,116
1,570,987
1,485,931
782,966
1,441,637
1,417,669
1,345,880
3,607,748
3,557,587
3,873,283
4,028,272
4,259,217
4,325,370
5,216,698
5,091,336
4,701,997
5,624,316
5,840,581
5,843,182
222,785 790,627 561,617 950,000 915,000 1,715,000
307,772 288,139 298,247 305,214 283,111 291,134
530,557 1,078,766 859,864 1,255,214 1,198,111 2,006,134
$ 5,747,255 $ 6,170,102 $ 5,561,861 $ 6,879,530 $ 7,038,692 $ 7,849,316
$ 1,632,521 $ 2,480,008 $ 4,539,578 $ 4,708,691 $ 4,860,996 $ 4,214,417
- 361,578 - - -
1,632,521 2,841,586 4,539,578 4,708,691 4,860,996 4,214,417
$ 1,632,521 $ 2,841,586 $ 4,539,578 $ 4,708,691 $ 4,860,996 $ 4,214,417
28% 46% 82% 68% 69% 54%
*Fund Balance is Cash Balance for 2012, and July 1, 2013
01.111
1.11NAAM91aANAIIs] ►61
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 these ten areas are thoroughly inspected in accordance with the
criteria established by the City Engineer to determine if sidewalk repairs are necessary.
Traffic Engineering
Traffic Engineering staff coordinate and maintain traffic signals and signage; traffic and
pedestrian signs; traffic, bicycle, and pedestrian street painting; street lighting and poles.
Streets System Maintenance
Street crews provide maintenance and repair of the City's concrete, asphalt, and brick
streets; provide maintenance and repair to culverts, catch basins, and other City right of
way property; street sweeping, leaf vacuuming, and snow plowing.
HIGHLIGHTS
• The Leaf Vacuum Program serves all Iowa City residences and businesses that are
adjacent to public streets.
• Streets in the downtown area are swept every Thursday evening into Friday morning during
spring, summer, and fall seasons.
• City alleys in the downtown area are swept every Monday morning during spring, summer,
and fall seasons.
• Response time to the majority of potholes reported during regular business hours is no more
than two hours.
• The Streets Division was able to assist with clearing debris and tree growth from bridges
and box culverts throughout the City.
Recent Accomplishments:
• Patched approximately 3,400 potholes and
replaced 110 street panels in FY14
• Leaf program picked up 761 loads totaling
2,093 tons in FY14
• Replaced 3,614 street signs in FY14 to
comply with Federal retro -reflectivity
requirements.
• Assisted with flood protection and flood
cleanup activities during the 2014 flood.
• Traffic Engineering staff successfully
completed the one-way to two-way
conversion of Governor St. from Bowery
St. to Burlington St. In addition, traffic
signals have been upgraded along Lower
Muscatine Rd. and at the 180/Dubuque St.
Interchange.
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.
• Automation of the leaf collection
program.
• Completing existing work
assignments such as pavement
repairs, leaf collection, and snow
plowing at current resource levels.
• Upgrading the Streets Division
campus.
• Converting City owned lighting to
LED fixtures.
Staffing Level Change Summary:
• The Senior Clerk/Typist position was eliminated in fiscal year 2016 after becoming
vacant in fiscal year 2015. Half of this position was charged to the Streets Operations
and half to Refuse Collection. These duties are currently being filled by temporary staff.
Service Level Change Summary:
• No service levels changes are planned.
Financial Highlights:
The Streets Division has $20,000 for the purchase of a changeable electronic message board
for traffic control, $17,000 for an additional end -loader bucket, and $5,000 for a skid steer broom
attachment in the fiscal year 2016 budget. The fiscal year 2016 budget also includes $100,000
to replace line painting equipment and an increase of $45,000 for salt purchases due to
expected higher prices, an increase of 20%.
01:1.1
FY2014
FY2015
FY2016 Proposed
Total FTE's
29.65
29.65
29.15
Staffing Level Change Summary:
• The Senior Clerk/Typist position was eliminated in fiscal year 2016 after becoming
vacant in fiscal year 2015. Half of this position was charged to the Streets Operations
and half to Refuse Collection. These duties are currently being filled by temporary staff.
Service Level Change Summary:
• No service levels changes are planned.
Financial Highlights:
The Streets Division has $20,000 for the purchase of a changeable electronic message board
for traffic control, $17,000 for an additional end -loader bucket, and $5,000 for a skid steer broom
attachment in the fiscal year 2016 budget. The fiscal year 2016 budget also includes $100,000
to replace line painting equipment and an increase of $45,000 for salt purchases due to
expected higher prices, an increase of 20%.
01:1.1
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Signs Replaced
Strategic Plan Goal:
Department Goal:
Enhanced Communication and Marketing
Complete Retro -reflectivity Standards
Continue sign replacements
FY 2011
FY 2012
FY 2013
FY 2014
3,191
5,265
4,566
3,614
Department Objective:
Performance Measures:
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 2013
FY 2014
Number of Loads
274
277
189
339
Tons
2,192
2,216
1,512
2,712
Packer Truck Loads of Sweeping Debris
Leaf Vacuum Pickup Season
FY 2011
FY 2012
FY 2013
FY 2014
Number of Loads
33
133
28
30
Tons
264
1,072
224
240
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
FY 2014
Number of Loads
445
672
663
761
Tons
1,335
2,016
1,989
2,093
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
FY 2014
5 Year
Average
Concrete (yards)
1,336.25
1,781.50
1,599.75
1,011
1,373.65
Asphalt (tons)
450.68
402.37
570.61
411.34
507.08
Rock (tons)
301.94
143.23
432.30
266.99
364.29
Workload Measures
i4:A]
FY 2011
FY 2012
FY 2013
FY 2014
Potholes Patched
3,000
3,500
3,300
3,400
Street Panels—
120
160
200
110
Removal/Replacement
i4:A]
City of Iowa City
Activity Summary
Activity: Road Use Tax Administration (710310)
Division: Streets (710300)
9,939 $
9,587 $
Fund: Road Use Tax (2200)
Department: Public Works
16,264 $
2012
2013
2014
2015 2016
2017
4,859
Actual
Actual
Actual
Revised Budget
Projected
Revenues & Transfers In:
408
18,061
33,260
30,905
55,000
Intergovernmental
66,000
$ 35,474 $
45,412 $
43,653 $
77,001 $
Road Use Tax
$ 6,447,020
$ 6,508,053
$ 6,744,663
$ 6,616,545 $ 6,744,663
$ 6,744,663
Transfers In -Govt Activities
416,369
425,659
405,477
390,883 397,570
408,261
Total Revenues & Transfers In
$ 6,863,389
$ 6,933,712
$ 7,150,140
$ 7,007,428 $ 7,142,233
$ 7,152,924
Expenditures:
Services $ 2,489 $ 2,406 $ 2,095 $ 77,406 $ 82,172 $ 83,815
Total Expenditures $ 2,489 $ 2,406 $ 2,095 $ 77,406 $ 82,172 $ 83,815
Activity Summary
Activity: Sidewalk Inspection (710220) Fund: Road Use Tax (2200)
Division: Streets (710300) Department: Public Works
Revenues:
Charges For Fees And Services
Building & Devlpmt
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Capital Outlay
Sidewalk And R.O.W. Repairs
Total Capital Outlay
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 19,489 $ 26,345 $ 22,735 $ 26,345 $ 22,735 $ 22,735
50 150
$ 19,489 $ 26,345 $ 22,885 $ 26,345 $ 22,885 $ 22,735
$ 12,328 $
9,939 $
9,587 $
16,263 $
16,264 $
16,752
4,878
2,125
2,830
5,588
4,859
4,956
207
88
331
150
400
408
18,061
33,260
30,905
55,000
60,000
66,000
$ 35,474 $
45,412 $
43,653 $
77,001 $
81,523 $
88,116
04:11
2015 2016
$ 55,000 $ 60,000
$ 55,000 $ 60,000
City of Iowa City
Activity Summary
Activity: Traffic Engineering (710320)
Division: Streets (710300)
$ 587,673
$ 572,879 $
553,041
Fund: Road Use Tax (2200)
Department: Public Works
$ 425,784
2012
2013
2014
2015 2016
2017
608,385
Actual
Actual
Actual
Revised Budget
Projected
Revenues:
286,511
181,245
184,870
Capital Outlay
134,252
Miscellaneous
69,300
120,000
220,000
120,000
Total Expenditures
Misc Merchandise
$ 1,591
$ 1,535
$ 1,625
$ 1,535 $ 1,625
$ 1,625
Other Misc Revenue
6,732
24,321
8,014
275 8,014
8,014
Total Revenues
$ 8,323
$ 25,856
$ 9,639
$ 1,810 $ 9,639
$ 9,639
Expenditures
Personnel
$ 587,673
$ 572,879 $
553,041
$ 426,741
$ 425,784
$ 438,558
Services
566,814
586,036
14,021
608,385
590,640
602,453
Supplies
282,248
200,891
146,604
286,511
181,245
184,870
Capital Outlay
134,252
126,125
69,300
120,000
220,000
120,000
Total Expenditures
$ 1,570,987
$ 1,485,931 $
782,966
$ 1,441,637
$ 1,417,669
$ 1,345,880
Personnel Services - FTE
2012
2013
2014
2015
2016
Asst Supt Streets/Solid Waste
0.50
0.50
0.50
0.50
0.50
Electrician - Traffic Eng
2.00
2.00
2.00
2.00
2.00
Electronics Tech/Traffic Eng
1.00
1.00
1.00
1.00
1.00
Sr Clerk/Typist- Streets
0.50
0.50
0.50
0.50
0.25
Supt Streets/Solid Waste
0.15
0.15
0.15
0.15
0.15
Total Personnel
4.15
4.15
4.15
4.15
3.90
Capital Outlay
Painting Equipment
Traffic Signal Equipment
Total Capital Outlay
041%
2015 2016
$ - $ 100,000
120,000 120,000
$ 120,000 $ 220,000
City of Iowa City
Activity Summary
Activity: Streets System Maintenance (710330)
Division: Streets (710300)
$ 2,081,054
$ 1,990,876
Fund: Road Use Tax (2200)
Department: Public Works
$ 2,282,308
2012
2013
2014
2015 2016
2017
1,300,058
Actual
Actual
Actual
Revised Budget
Projected
Revenues:
422,477
533,064
561,242
572,467
Capital Outlay
Intergovernmental
2,685
32,883
58,500
42,000
-
Disaster Assistance
$ -
$ -
$ 3,919
$ - $ -
S -
Other State Grants
-
17,790
45,138
- -
-
Miscellaneous
1.00
Sr Clerk/Typist- Streets
0.50
0.50
0.50
Misc Merchandise
597
1,644
416
1,644 416
416
Other Misc Revenue
28,084
12,242
27,715
11,416 17,024
17,024
Total Revenues
$ 28,681
$ 31,676
$ 77,188
$ 13,060 $ 17,440
$ 17,440
Expenditures
Personnel
$ 2,081,054
$ 1,990,876
$ 2,117,865
$ 2,282,308
$ 2,380,908
$ 2,452,335
Services
1,032,481
1,033,871
1,300,058
1,154,400
1,275,067
1,300,568
Supplies
489,075
530,155
422,477
533,064
561,242
572,467
Capital Outlay
5,138
2,685
32,883
58,500
42,000
-
Total Expenditures
$ 3,607,748
$ 3,557,587
$ 3,873,283
$ 4,028,272
$ 4,259,217
$ 4,325,370
Personnel Services - FTE
2012
2013
2014
2015
2016
Asst Supt Streets/Solid Waste
0.50
0.50
0.50
0.50
0.50
M. W. II -Signs
1.00
1.00
1.00
1.00
1.00
M.W. I - Streets
6.00
6.00
6.00
6.00
6.00
M.W. 11 - Streets
7.00
7.00
7.00
7.00
7.00
M.W. III - Streets
7.00
7.00
7.00
7.00
7.00
Mw III - Lead Sweeper Operator
1.00
1.00
1.00
1.00
1.00
Sr Clerk/Typist- Streets
0.50
0.50
0.50
0.50
0.25
Sr M.W. - Streets
2.00
2.00
2.00
2.00
2.00
Supt Streets/Solid Waste
0.50
0.50
0.50
0.50
0.50
Total Personnel
25.50
25.50
25.50
25.50
25.25
Capital Outlay
Forklift (split 50% with Solid Waste division)
End Loader Bucket
Crack Sealing Broom
Vibra plate tamper replacement (3)
Electronic Message Board
Crack Seal Program
Total Capital Outlay
.4:m
2015 2016
$ 12,500 $
17,000
- 5,000
6,000 -
- 20,000
40,000
$ 58,500 $ 42,000
All InoIAMyaAall ANJall WAALl01:1111►1I7
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.
No activity is budgeted for fiscal year 2016.
Fund Balance', July 1
Revenues:
Intergovernmental
Other State Grants
Sub -Total Revenues
Transfers In:
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
Total Expenditures
City of Iowa City
Other Shared Revenue (2300)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ (874,354) $ (1,283,445) $ (79,875) $ 63 $ 63 S 63
$ 5,956,946 $ 3,179,010 $ 833,364 $ 3,150,000 $ $ -
5,956,946 3,179,010 833,364 3,150,000 - -
1,475 4,101
1,475 4,101 - - - -
$ 5,958,421 $ 3,183,111 $ 833,364 $ 3,150,000 $ - $ -
$ 661,283 $ 5,513 $ - $ - $ - $ -
167,080 20,857 10,181 - - -
4,539,931 1,436,473 37,437 - - -
5,020 951,984 655,446 3,000,000 - -
994,198 6,554 50,362 150,000 -
$ 6,367,512 $ 2,421,381 $ 753,426 $ 3,150,000 $ - $
Fund Balance', June 30 $ (1,283,445) $ (521,715) $ 63 $ 63 $ 63 $ 63
Change in Accounting Method 441,840
Adjusted Fund Balance', June 30 (1,283,445) (79,875) 63 63 63 63
Restricted / Committed /Assigned
Unassigned Balance $ (1,283,445) $ (79,875) $ 63 $ 63 $ 63 $ 63
% of Expenditures -20% -3% 0% 0% 0% 0%
'Fund Balance is Cash Balance for 2012, and July 1, 2013
P"I
City of Iowa City
Activity Summary
Activity: Community Development (610200)
Division: Neighborhood Services
Fund: Other Shared Revenue (2300)
Department: Neighborhood and Development Services
$ 154,879 $
2012
2013
2014
2015 2016 2017
651,372 3,150,000 - -
Actual
Actual
Actual
Revised Budget Projected
Revenues & Transfers In:
4,843,619
1,315,090
10,737
Total Expenditures
Intergovernmental
$ 2,421,381 $
753,426 $ 3,150,000 $ - $ -
Other State Grants
$ 5,956,946
$ 3,179,010
$ 833,364
$ 3,150,000 $ - $ -
Misc Transfers In
1,475
4,101
-
- - -
Total Revenues & Transfers In
$ 5,958,421
$ 3,183,111
$ 833,364
$ 3,150,000 $ - $
Expenditures
Personnel
$ 206,721
$ 154,879 $
91,317 $ - $ - $ -
Services
1,317,096
951,412
651,372 3,150,000 - -
Supplies
76
-
- - - -
Capital Outlay
4,843,619
1,315,090
10,737
Total Expenditures
$ 6,367,512
$ 2,421,381 $
753,426 $ 3,150,000 $ - $ -
Personnel Services - FTE 2012 2013 2014 2015 2016
Associate Planner 1.60 1.60 - -
Total Personnel 1.60 1.60 - - -
0M
A►1:1:irYa:1aaM1:1Ll&V91•1LlRIA T/AIIs] ►1:311•ZyNEC] NA►11191a►II]
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
.4:ri
In fiscal year 2015, as part of the combination of the Community & Economic
Development department and the Housing & Inspection Services department, a
new Sustainability Services activity was established in the new Neighborhood &
Development Services department in the General fund.
The energy efficiency revolving loan activity was subsequently moved to the
General Fund as part of the Sustainability Services activity for fiscal year 2015,
and these loan activities can be found there as part of the fiscal year 2016
budget.
City of Iowa City
Energy Efficiency & Conservation Block Grant (2310)
Fund Summary
Fund Balance*, July 1
Revenues:
Intergovernmental
Federal Intergovernmental Revenue
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Energy Eff Revolving Loan Fund
Environmental Coordinator
Municipal Energy Conservation
Public Aware Midam Audit Frog
Sub -Total Expenditures
Transfers Out:
Misc Transfers Out
Sub -Total Transfers Out
Total Expenditures & Transfers Out
Fund Balance*, June 30
Restricted / Committed /Assigned
Unassigned Balance
% of Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ (37,281) $ (33,138) $ (23,394) $ 48,924 $ - S -
$ 406,169 $ 36,075 $ - $ - $ - S
24,617 64,176 72,318
$ 430,786 $ 100,251 $ 72,318 $ - $ - S -
S
17,913 22,634 - - - -
408,580 67,873 - - - -
150
$ 426,643 $ 90,507 $
48,924
- - - 48,924 - -
$ 426,643 $ 90,507 $ - $ 48,924 $ - $ -
$ (33,138) $ (23,394) $ 48,924 $ - $ - $
$ (33,138) $ (23,394) $ 48,924 $ - $ - $
0% 0% 0% 0%
*Fund Balance is Cash Balance for 2012, and July 1, 2013
07:111
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:
Intergovernmental
Fed Intergovnt Rev
Miscellaneous
Other Mac Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 406,169 $ 36,075 $ - $ - $
24,617 64,176 72,318
$ 430,786 $ 100,251 $ 72,318 $ - $ - $
$ 26,758 $ 20,463 $ - $ - $ - $ -
26,711 6,010 - - - -
61,488 112 - - - -
311,686 63,922
$ 426,643 $ 90,507 $ - $ - $ - $ -
KBD]
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. In fiscal
year 2016, the number of homes has been reduced to two. The 2016 budget
information for this program can be found as part of the Community Development
division of the Neighborhood and Development Services department in the General
Fund.
011
City of Iowa City
UniverCity Neighborhood Partnership (2315)
Fund Summary
Transfers In:
2012
2013
2014 2015 2016 2017
Misc Transfers In
Actual
Actual
Actual Revised Budget Projected
Fund Balance', July 1
$ (138,789)
$ (342,856) $
(2,645) S - $ - S -
Revenues:
$ 4,615,778
$ 1,292,692 $
2,098 $ - $ - $ -
Intergovernmental
Other State Grants
$ 875,856
$ - $
- $ - $ - S -
Miscellaneous
$ 4,819,845
$ 950,383 $
(547) $ - $ - $
Contrib & Donations
6,076
(41,750)
- - - -
Other Misc Revenue
5,535
844
- - - -
Other Financial Sources
Loans
1,395,405
270,538
- - - -
SaleOfAssets
2,255,519
1,054,403
- - -
Sub -Total Revenues
4,538,391
1,284,035
- - - -
Transfers In:
Misc Transfers In
77,387
8,657
2,098
Sub -Total Transfers In
77,387
8,657
2,098 - - -
Total Revenues & Transfers In
$ 4,615,778
$ 1,292,692 $
2,098 $ - $ - $ -
Expenditures:
Univercity Neighborhood Partnership
$ 4,819,845
$ 950,383 $
(547) $ - $ - $
Total Expenditures
$ 4,819,845
$ 950,383 $
(547) $ - $ - $
Fund Balance', June 30 $ (342,856) $ (547) $-
Change in Accounting Method - (2,098) - - -
Adjusted Fund Balance', June 30 (342,856) (2,645) - - - -
Restricted / Committed /Assigned
Unassigned Balance $ (342,856) $ (2,645) $ - $ - $ - $ -
% of Expenditures -7% 0% 0% 0% 0% 0%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
W%
City of Iowa City
Activity Summary
Activity: Community Development (610200) Fund: UniverCity Neighborhood Partnership (2315)
Division: Neighborhood Services Department: Neighborhood and Development Services
Revenues & Transfers In:
Intergovernmental
Other State Grants
Miscellaneous
Contrib & Donations
Other Misc Revenue
Other Financial Sources
Loans
Sale Of Assets
Misc Transfers In
Total Revenues & Transfers In
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Other Financial Uses
Total Expenditures
Personnel Services - FTE
Housing Rehab Specialist
Total Personnel
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 875,856 $ - $ - $ - $ - $
6,076 (41,750) - - -
5,535 844 - - -
1,395,405 270,538 - - -
2,255,519 1,054,403 - - -
77,387 8,657 - - - -
$ 4,615,778 $ 1,292,692 $ - $ - $ - $ -
$ 74,974 $ 8,854 $ - $ - $ - $
152,758 35,967 (547) - -
4,796 24 - - -
2,211,412 - - - -
$ 4,819,845 $ 950,383 $ (547) $ - $ - $ -
2012 2013 2014 2015 2016
0.20 0.20 - -
0.20 0.20 - - -
303
METROPOLITAN PLANNING ORGANIZATION (MPOJC)
OF JOHNSON COUNTY
The Metropolitan Planning Organization (MPOJC) of Johnson County Fund is a special
revenue fund that accounts for the operations of the MPO.
Funding for the MPOJC is derived from multiple sources including the City's General
Fund and the Road Use Tax Fund. Contributions are also received from the MPOJC's
other government members in Johnson County and from State of Iowa grants.
Estimated revenues and transfers -in in fiscal year 2015 are 5.3% lower than the actual
fiscal year 2014 due to a decrease in state grant funds. Budgeted revenues and
transfers -in for fiscal year 2016 is expected to decrease another 6.3% from fiscal year
2015 due to a budgeted decrease in operating expenditures of the MPOJC and
subsequently lower contributions from member entities.
Fund balance in the MPO fund has been fairly stable since fiscal year 2012 through
ranging from $140,937 to $175,429. The fund balance as a percentage of expenditures
ranges from 21 % in fiscal year 2012 to 29% in fiscal year 2016.
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.
WE
City of Iowa City
Metro Planning Organization of Johnson County (2350)
Fund Summary
Expenditures:
Metro Planning Org of Johnson County
Total Expenditures
Fund Balance', June 30
Change in Accounting Method
Adjusted Fund Balance', June 30
Restricted / Committed /Assigned
Unassigned Balance
% of Expenditures
$ 661,153 $ 643,917 $ 674,335 $ 696,562 $ 610,325 $ 627,273
$ 661,153 $ 643,917 $ 674,335 $ 696,562 $ 610,325 $ 627,273
$ 140,937 $ 141,705 $ 170,860 $ 151,439 $ 175,429 $ 199,565
- (11,561) - - -
140,937 130,144 170,860 151,439 175,429 199,565
$ 140,937 $ 130,144 $ 170,860 $ 151,439 $ 175,429 $ 199,565
21% 20% 25% 22% 29% 32%
'Fund Balance is Cash Balance for 2012, and July 1, 2013
aim
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Fund Balance', July 1
$
73,576
$
140,937
$
130,144
$
170,860
$
151,439
$
175,429
Revenues:
Intergovernmental
Local 28E Agreements
$
140,761
$
121,772
$
119,462
$
137,045
$
99,281
$
102,031
Other State Grants
177,449
175,000
235,061
185,000
215,249
221,211
Miscellaneous
Other Misc Revenue
1,616
20,627
17,231
1,500
17,231
17,231
Sub -Total Revenues
319,826
317,399
371,754
323,545
331,761
340,473
Transfers In:
Transfer -In from General Fund and RUT
408,688
327,286
343,297
353,596
302,554
310,935
Sub -Total Transfers In
408,688
327,286
343,297
353,596
302,554
310,935
Total Revenues & Transfers In
$
728,514
$
644,685
$
715,051
$
677,141
$
634,315
$
651,408
Expenditures:
Metro Planning Org of Johnson County
Total Expenditures
Fund Balance', June 30
Change in Accounting Method
Adjusted Fund Balance', June 30
Restricted / Committed /Assigned
Unassigned Balance
% of Expenditures
$ 661,153 $ 643,917 $ 674,335 $ 696,562 $ 610,325 $ 627,273
$ 661,153 $ 643,917 $ 674,335 $ 696,562 $ 610,325 $ 627,273
$ 140,937 $ 141,705 $ 170,860 $ 151,439 $ 175,429 $ 199,565
- (11,561) - - -
140,937 130,144 170,860 151,439 175,429 199,565
$ 140,937 $ 130,144 $ 170,860 $ 151,439 $ 175,429 $ 199,565
21% 20% 25% 22% 29% 32%
'Fund Balance is Cash Balance for 2012, and July 1, 2013
aim
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, Hills, 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 (FHWA). The "3-C transportation
planning process consists of a comprehensive, coordinated and continuing planning effort for all
modes of transportation. Projects include short- and long-range transportation development
plans, corridor studies, intersection analyses, survey reports, and review of development
projects. The Transportation Planning Division also prepares state and federal grant
applications and fulfills the associated administration and regulation compliance.
In past years, the MPO has also facilitated discussion on regional issues including a fire
protection mutual aid agreement, joint animal control facilities, a Joint Emergency
Communications Center, and affordable housing issues.
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.
Recent Accomplishments:
• Completion of the FY14 MPOJC Transportation Planning Work Program & adoption of the
FY15 Work Program
• Completion of an Update to the 2007 Affordable Housing Market Analysis for the Iowa City
Metro Area
• Acceptance of the FY14-18 MPOJC Passenger Transportation Plan
• Completion of Iowa City Transit FTA Triennial Review — Planning and reporting
0111
Upcoming Challenges:
• Revising the MPOJC Long Range Transportation Plan
• Updating the MPOJC Metro Area Bike Master Plan
• Allocation of MPOJC Surface Transportation Program and Transportation Alternative
program funds
Staffing:
Staffing Level Change Summary:
The proposed FY16 staffing level shows a 0.1 increase in total FTE's from FY2015 (and a
decrease of 0.90 FTE from FY14) - bringing the total to 4.70 FTE. This change is a result of a
proposed reorganization of MPO staff; reallocating 0.40 FTE from an existing Engineering
Technician position that is no longer necessary and adding a 0.50 FTE Associate Planner
position to the MPO (thereby increasing the net total staff level 0.10 FTE).
The reorganization is necessary for the MPO as the Engineering Technician position has
become duplicative with recent advances in GIS technology and the addition of an enterprise
license whereby all MPO staff has access to GIS software. The reallocation of the 0.40 FTE
and the proposed additional 0.10 FTE will allow the MPO to add a half-time Associate Planner
position necessary to 'backfill' part of the 1.0 FTE Associate Planning position that was
eliminated in FY15.
Service Level Change Summary:
With the proposed reorganization of MPO staff and addition of 0.10 FTE from FY15, it is
anticipated that we can provide the same level of service provided in FY14 with a net reduction
of 0.90 FTE from FY14.
Financial Highlights:
The proposed FY16 MPO budget is largely the same as the approved FY15 budget. The
proposed budget shows significant decreases in software and minor equipment appropriations
and an increase in funds for consultant services. The increase in appropriations for consultant
services will work in parallel with the proposed MPO staff reorganization and allow flexibility to
hire consultants for specific traffic engineering projects. The proposed reorganization of staff
and periodic use of consultants will ensure that service levels remain constant.
04YA
FY2014
FY2015
FY2016 Proposed
Total FTE's
5.60
4.60
4.70
Staffing Level Change Summary:
The proposed FY16 staffing level shows a 0.1 increase in total FTE's from FY2015 (and a
decrease of 0.90 FTE from FY14) - bringing the total to 4.70 FTE. This change is a result of a
proposed reorganization of MPO staff; reallocating 0.40 FTE from an existing Engineering
Technician position that is no longer necessary and adding a 0.50 FTE Associate Planner
position to the MPO (thereby increasing the net total staff level 0.10 FTE).
The reorganization is necessary for the MPO as the Engineering Technician position has
become duplicative with recent advances in GIS technology and the addition of an enterprise
license whereby all MPO staff has access to GIS software. The reallocation of the 0.40 FTE
and the proposed additional 0.10 FTE will allow the MPO to add a half-time Associate Planner
position necessary to 'backfill' part of the 1.0 FTE Associate Planning position that was
eliminated in FY15.
Service Level Change Summary:
With the proposed reorganization of MPO staff and addition of 0.10 FTE from FY15, it is
anticipated that we can provide the same level of service provided in FY14 with a net reduction
of 0.90 FTE from FY14.
Financial Highlights:
The proposed FY16 MPO budget is largely the same as the approved FY15 budget. The
proposed budget shows significant decreases in software and minor equipment appropriations
and an increase in funds for consultant services. The increase in appropriations for consultant
services will work in parallel with the proposed MPO staff reorganization and allow flexibility to
hire consultants for specific traffic engineering projects. The proposed reorganization of staff
and periodic use of consultants will ensure that service levels remain constant.
04YA
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.
Federal and State Requirements: Following are formal documents required to be
completed and approved by the Federal Highway Administration, Federal Transit
Administration and/or Iowa Department of Transportation. MPO staff provide planning,
programming, and administrative efforts to complete these documents to ensure that
Iowa City remains eligible to receive federal transportation funding, including transit
capital and operation funds, streets and trails infrastructure funds, and discretionary
grant funds.
081.1
FY 2011
FY 2012
FY 2013
FY 2014
Long Range
Transportation Plan
✓
(required every 5yrs.)
Transportation Planning
✓
✓
✓
✓
Work Program
Passenger
✓
✓
✓
✓
Transportation Plan
Transportation
✓
✓
✓
✓
Improvement Program
081.1
Grant Awards Received for Iowa City: Grant awards are pursued to help fund and
achieve Iowa City's Capital Improvements Program priorities.
FY 2011
FY 2012
FY 2013
FY 2014
$1,200,000 RECAT grant
$200,000 REAP grant for
$1,900,000 RISE Grant
$200,000 Traffic Safety
for Trueblood Park
Iowa River Trail
for Moss Ridge Road
Grant for Burlington
St/Clinton St
$6,000,000 MPO/STP
$500,000 Traffic Safety
$200,000 REAP grant for
$60,000 for Urban
funds for Gateway
Grant for Burlington St
Trueblood Park
Waters Grant
Project
Median
multi le ears
$1,218,202 Federal
$441,000 State Trails
$1,211,970 Federal
$50,000 US EPA Grant
Transit Grant for Iowa
Grant — Dubuque Street
Transit Grant for Iowa
for Riverfront Crossings
City Transit*
Ped. Bride
City Transit*
Park
$50,000 DNR Low
$50,000 Iowa DNR
Head Dam grant
Grant for Iowa River
Dam Safety
$152,000 Iowa Great
$1,400,381 Federal
Places Grant
Transit 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 and legal documents, grant preparation and administration, and IDOT/FTA
reporting
Work orders for signaae 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
FY 2014
49
53
53
44
081:1
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
FY 2014
Traffic volume,
2
1
0
2
intersection &
24
22
17
20
seed counts
2
2
2
5
Peak -hour intersection
2
1
7
3
Signal Warrant Study
88
71
90
87
counts
1
4
1
0
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
FY 2014
Neighborhood Study
2
1
0
2
Corridor Study
4
2
4
4
Bike and Ped. Study
2
2
2
5
All -Way Stop Study
2
1
7
3
Signal Warrant Study
1
3
4
3
Traffic Calming Study
1
4
1
0
Speed Study
2
1
1
3
Trip Generation Study
1
0
0
2
0181
City of Iowa City
Activity Summary
Activity: Metro Planning Ong of Jo Co (610810)
Division: Metro Planning Org of Jo Co (610810)
Fund: Metro Planning Ong Of Johnson Cnty (2350)
Department: Neighborhood and Development Services
533,160 $
2012
2013
2014
2015
2016
2017
98,997
Actual
Actual
Actual
Revised
Budget
Projected
Revenues & Transfers In:
10,123
17,476
8,637
8,810
Total Expenditures
$ 661,153 $
Intergovernmental
674,335 $
696,562 $
610,325 $
627,273
-
-
Local 28E Agreements
$ 140,761
$ 121,772
$ 119,462
$ 137,045
$ 99,281
$ 102,031
Other State Grants
177,449
175,000
235,061
185,000
215,249
221,211
Miscellaneous
5.60
4.60
4.70
Other Misc Revenue
1,616
20,627
17,231
1,500
17,231
17,231
Transfer -In from General Fund and RUT
408,688
327,286
343,297
353,596
302,554
310,935
Total Revenues & Transfers In
$ 728,514
$ 644,685
$ 715,051
$ 677,141
$ 634,315
$ 651,408
Expenditures
Personnel
$ 554,654 $
533,160 $
555,415 $
566,707 $
474,113 $
488,336
Services
95,824
98,997
108,797
112,379
127,575
130,127
Supplies
10,675
11,760
10,123
17,476
8,637
8,810
Total Expenditures
$ 661,153 $
643,917 $
674,335 $
696,562 $
610,325 $
627,273
Personnel Services - FTE
2012
2013
2014
2015
2016
Administrative Secretary
0.20
0.20
0.20
0.20
0.20
Associate Planner
4.00
4.00
4.00
3.00
3.50
Engineering Technician
0.40
0.40
0.40
0.40
-
Human Services Coordinator
1.00
-
-
-
-
JCCOG Director
1.00
-
-
-
-
MPO Director
1.00
1.00
1.00
1.00
Total Personnel
6.60
5.60
5.60
4.60
4.70
' Position to be eliminated on 12-31-15
311
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 2012 are as
follows:
Expenditures plus
transfers out
Fund Balance'
Percentage
y KIIy KIIIC!y PZIIIF�yWil[:
Actual Actual Actual Revised Budget
$ 10,854,997 $ 9,747,519 $ 9,887,822 $ 9,933,959 $ 10,340,806
$ 1,773,124 $ 1,791,164 $ 1,713,207 $ 1,494,118 $ 1,631,066
16.33% 18.38% 17.33% 15.04% 15.77%
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 2015 was $2.96331 per $1,000
of valuation. For fiscal year 2016, this levy is being reduced to $3.11331 per $1,000 of
valuation.
01M
Fund Balance*, July 1
Revenues:
Property Taxes
Delinquent Property Taxes
Other City Taxes
Intergovernmental
Property Tax Credits
State 28E Agreements
Miscellaneous
Other Misc Revenue
Total Revenues
City of Iowa City
Employee Benefits (2400)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 2,477,999 $ 1,773,124 $ 1,791,164 $ 1,713,207 $ 1,494,118 $ 1,631,066
$ 9,767,404 $ 9,262,912 $ 9,356,929
242 633 864
183,360 163,781 159,183
$ 9,088,654 $ 9,648,619 $ 9,648,619
153,182
- - - 181,337
197,366 256,655 281,548 289,994
158,616 158,616
383,340 383,340
287.179 287.179
1,750 5,833 11,341 1,703 -
$ 10,150,122 $ 9,689,814 $ 9,809,865 $ 9,714,870 $ 10,477,754 $ 10,477,754
Expenditures:
General Government Employee Benefits $ 358,038 $ 353,125 $ 359,450 $ 343,127 $ 367,313 $ 375,188
Public Safety Employee Benefits 494,968 263,477 354,640 652,590 584,226 595,911
Sub -Total Expenditures 853,006 616,602 714,090 995,717 951,539 971,098
Transfers Out:
Empl Benefits Levy to Gen Fund & RUT 10,001,991 9,130,917 9,173,732 8,938,242 9,389,267 9,401,158
Sub -Total Transfers Out 10,001,991 9,130,917 9,173,732 8,938,242 9,389,267 9,401,158
Total Expenditures & Transfers Out $ 10,854,997 $ 9,747,519 $ 9,887,822 $ 9,933,959 $ 10,340,806 $ 10,372,256
Fund Balance*, June 30
$ 1,773,124
$ 1,715,419
$ 1,713,207
$ 1,494,118
$ 1,631,066
$ 1,736,564
Change in Accounting Method
75,745
Adjusted Fund Balance*, June 30
1,773,124
1,791,164
1,713,207
1,494,118
1,631,066
1,736,564
Restricted / Committed /Assigned
-
-
-
-
-
Unassigned Balance
$ 1,773,124
$ 1,791,164
$ 1,713,207
$ 1,494,118
$ 1,631,066
$ 1,736,564
% of Expenditures
16%
18%
17%
15%
16%
17%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
313
City of Iowa City
Activity Summary
Activity: General Government Employee Benefits (310640) Fund: Employee Benefits (2400)
Division: Finance Administration Department: Finance
Revenues:
Property Taxes
Delinquent Property Taxes
Other City Taxes
Intergovernmental
Property Tax Credits
Total Revenues
Expenditures:
Personnel
Services
Total Expenditures
Personnel Services - FTE
Administrative Secretary
Finance Director
Total Personnel
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 9,767,404 $ 9,262,912 $ 9,356,929 $ 9,088,654 $ 9,648,619 $ 9,648,619
242 633 864 - - -
183,360 163,781 159,183 153,182 158,616 158,616
181,337 383,340 383,340
$ 9,951,006 $ 9,427,326 $ 9,516,976 $ 9,423,173 $ 10,190,575 $ 10,190,575
$ 64,526 $ 50,905 $ 49,554 $ 51,115 $ 52,828 $ 54,413
293,512 302,220 309,896 292,012 314,485 320,775
$ 358,038 $ 353,125 $ 359,450 $ 343,127 $ 367,313 $ 375,188
2012 2013 2014 2015 2016
0.50 0.50 0.50 0.50 0.50
0.05 0.05 0.05 0.05 0.05
0.55 0.55 0.55
Activity Summary
sn _ -tlnaarn
0.55 0.55
u
Division: Finance Administration Department: Finance
Revenues:
Intergovernmental
State 28E Agreements
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Services
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Project
$ 197,366 $ 256,655 $ 281,548 $ 289,994 $ 287,179 $ 287,179
$ 199,116 $ 262,488 $ 292,889 $ 291,697 $ 287,179 $ 287,179
$ 494,968 $ 263,477 $ 354,640 $ 652,590 $ 584,226 $ 595,911
$ 494,968 $ 263,477 $ 354,640 $ 652,590 $ 584,226 $ 595,911
314
11►6111Wivi We1[i9M1:1LIN&y1U►1I]
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, 2015 will be $151,618.
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 $70,119 in FY2016, an increase of 15.8% from
the estimated FY2015 total.
Fund Balance: The FY2016 ending fund balance is projected at $117,653. 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.
01V
City of Iowa City
Peninsula Apartments (2510)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance', July 1 $ 57,683 $ 71,515 $ 71,949 $ 91,406 $ 95,740 $ 117,653
Revenues:
Use Of Money And Property
Rents $ 58,883 $ 60,559 $ 70,119 $ 60,559 $ 70,119 $ 71,521
Miscellaneous
Other Misc Revenue 80
Total Revenues $ 58,963 $ 60,559 $ 70,119 $ 60,559 $ 70,119 $ 71,521
Expenditures
Housing Authority Property Management
$
45,131
$
55,036
$ 50,662
$
56,225
$
48,206
$
49,269
Total Expenditures
$
45,131
$
55,036
$ 50,662
$
56,225
$
48,206
$
49,269
Fund Balance', June 30
$
71,515
$
77,038
$ 91,406
$
95,740
$
117,653
$
139,905
Change in Accounting Method
-
(5,089)
-
-
-
Adjusted Fund Balance', June 30
71,515
71,949
91,406
95,740
117,653
139,905
Restricted / Committed /Assigned
4,474
Unassigned Balance
$
67,041
$
71,949
$ 91,406
$
95,740
$
117,653
$
139,905
% of Expenditures
149%
131%
180%
170%
244%
284%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
0➢R]
City of Iowa City
Activity Summary
Activity: Housing Authority (490100) Fund: Peninsula Apartments (2510)
Division: Housing Authority (490100) Department: Neighborhood and Development Services
Revenues:
Use Of Money And Property
Rents
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Services
Supplies
Capital Outlay
Other Financial Uses
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 58,883 $ 60,559 $ 70,119 $ 60,559 $ 70,119 $ 71,521
Ef
$ 58,963 $ 60,559 $ 70,119 $ 60,559 $ 70,119 $ 71,521
$ 32,697 $ 43,571 $ 38,781 $ 43,913 $ 35,447 $ 36,510
28 - - - - -
1,343 - - - - -
11,063 11,465 11,881 12,312 12,759 12,759
$ 45,131 $ 55,036 $ 50,662 $ 56,225 $ 48,206 $ 49,269
011
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, Highway 6
Industrial Park, Northgate Corporate Park, Lower Muscatine Road, and the Camp
Cardinal urban renewal areas; these areas have no outstanding tax increment debt.
Outstanding TIF TIF Debt Estimated Estimated
Debt Previously Certified TIF Receipts TIF Receipts Estimated TIF
Urban Renewal Area Certified 12/1/14 FY15 FY16 Debt 6/30/2016
2603
-City -University) $
3,566,299 $
1,146,119 $
511,289
$ 496,283 $
3,704,846
2604
-Sycamore& 1 st Ave
1,011,142
1,750,000
79,302
373,676
2,308,164
2607
- Scott 6 Industrial
1,678,274
4,386
-
-
1,682,660
2608
- Heinz Road
-
170,323
-
42,823
127,500
2613
- Moss Green Village *
2,161,102
-
-
2,161,102
2614
-Town rest Area
2,332,787
(93,370)
40,892
86,459
2,112,066
2615
- Riverside Drive
21.141
20.885
21.141
20.885
-
Total $
10,770,745 $
2,998,343 $
652,624
$ 1,020,126 $
12,096,338
`Has not been cenfied yet
01..3
City of Iowa City
Tax Increment Financing (2601 - 2615)
Fund Summary
'Fund Balance is Cash Balance for 2012 and July 1, 2013
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Fund Balance', July 1
$
657,482
$ (75,855)
$ 2,129
$ 19,664
$
6,073
$
6,073
Revenues:
TIF Revenues
$
838,766
$ 376,192
$ 434,670
$ 652,624
$
1,020,126
$
1,089,439
Use Of Money And Property
Interest Revenues
720
287
-
-
-
-
Other Financing Sources
Sale of Assets
-
31,795
-
-
-
Sub -Total Revenues
839,486
408,274
434,670
652,624
1,020,126
1,089,439
Transfers In:
Transfers In
36,150
113
Sub -Total Transfers In
-
36,150
113
-
-
-
Total Revenues & Transfers In
$
839,486
$ 444,424
$ 434,783
$ 652,624
$
1,020,126
$
1,089,439
Expenditures By Urban Renewal Area:
Highway 6 Industrial Park
$
129,725
$ -
$ 1,604
$ -
$
-
$
-
City -University 1
267,073
6,050
-
-
-
-
Sycamore & 1 st Ave
34,355
-
-
-
-
-
Northgate Corporate Park
-
-
8,496
-
-
-
Scot 6Industrial
3,104
1,048
-
-
-
-
Heinz Road
126,834
-
135,361
13,591
42,500
42,500
Moss Green Village
8,134
-
(142)
-
-
-
Riverside Drive
108
Sub -Total Expenditures
569,333
7,098
145,319
13,591
42,500
42,500
Transfers Out:
TIF Capital Transfers Out
1,003,490
94,612
271,929
652,624
977,626
1,046,939
Sub -Total Transfers Out
1,003,490
94,612
271,929
652,624
977,626
1,046,939
Total Expenditures & Transfers Out
$
1,572,823
$ 101,710
$ 417,248
$ 666,215
$
1,020,126
$
1,089,439
Fund Balance', June 30
$
(75,855)
$ 266,859
$ 19,664
$ 6,073
$
6,073
$
6,073
Change in Accounting Method
-
(264,730)
-
-
-
Adjusted Fund Balance', June 30
(75,855)
2,129
19,664
6,073
6,073
6,073
Restricted / Committed /Assigned
Unassigned Balance
$
(75,855)
$ 2,129
$ 19,664
$ 6,073
$
6,073
$
6,073
% of Expenditures
-5%
2%
5%
1%
1%
1%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Highway 6 Industrial Park (2601)
Fund Summary
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City -University Project 1 (2603)
Fund Summary
2012
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Fund Balance*, July 1
$ 18,317
$
18,442
$ 1,604
$ -
$ -
S -
Revenues:
$ 1,102
$
1,102
S
1,102
Revenues:
TIF Revenues
$ 129,725
$
106,165
$ -
$ -
$ -
S
Use Of Money And Property
$
-
$ 128,072
$ 290,263
$ 511,289
$
496,283
Interest Revenues
125
Use Of Money And Property
141
Total Revenues
$ 129,850
$
106,306
$ -
$ -
$ -
$
-
-
-
-
Other Financing Sources
Expenditures:
TIF Administration
$ 129,725
$
-
$ 1,604
$ -
$ -
$ -
Total Expenditures
$ 129,725
$
-
$ 1,604
$ -
$ -
$
$ 511,289
$
496,283
$
511,804
Expenditures:
Fund Balance*, June 30
$ 18,442
$
124,748
$ -
$ -
$ -
$ -
Adjustments to Cash/Non-Cash Asset/Liab
-
267,073
-
-
-
-
-
Change in Accounting Method
-
Transfers Out:
(123,144)
-
-
-
Adjusted Fund Balance*, June 30
18,442
1,604
-
-
-
-
Restricted / Committed /Assigned
511,289
496,283
511,804
Total Expenditures & Transfers Out
$
Unassigned Balance
$ 18,442
$
1,604
$ -
$ -
$ -
$ -
% of Expenditures
14%
(180,237)
0%
0%
0%
0%
0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City -University Project 1 (2603)
Fund Summary
*Fund Balance is Cash Balance for 2012 and July 1, 2013
W411
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Fund Balance*, July 1
S
86,963
$ (180,237)
$ (26,214)
$ 1,102
$
1,102
S
1,102
Revenues:
TIF Revenues
$
-
$ 128,072
$ 290,263
$ 511,289
$
496,283
$
511,804
Use Of Money And Property
Interest Revenues
(127)
(284)
-
-
-
-
Other Financing Sources
Sale of Fixed Assets
-
31,795
-
-
-
Total Revenues
$
(127)
$ 159,583
$ 290,263
$ 511,289
$
496,283
$
511,804
Expenditures:
TIF Administration
$
267,073
$ 6,050
$ -
$ -
$
-
$
-
Transfers Out:
TIF Capital Transfers Out
-
-
262,947
511,289
496,283
511,804
Total Expenditures & Transfers Out
$
267,073
$ 6,050
$ 262,947
$ 511,289
$
496,283
$
511,804
Fund Balance*, June 30
$
(180,237)
$ (26,704)
$ 1,102
$ 1,102
$
1,102
$
1,102
Change in Accounting Method
490
Adjusted Fund Balance*, June 30
(180,237)
(26,214)
1,102
1,102
1,102
1,102
Restricted / Committed /Assigned
-
-
-
-
-
Unassigned Balance
$
(180,237)
$ (26,214)
$ 1,102
$ 1,102
$
1,102
$
1,102
% of Expenditures
-67%
-433%
0%
0%
0%
0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
W411
City of Iowa City
Sycamore & 1st Avenue (2604)
Fund Summary
Expenditures:
TIF Administration $ 34,355 $ - $ - $ - $ - $ -
Transfers Out:
TIF Capital Transfers Out 1,003,490 94,612 - 79,302 373,676 373,676
Total Expenditures & Transfers Out $ 1,037,845 $ 94,612 $ - $ 79,302 $ 373,676 $ 373,676
Fund Balance*, June 30 $ 94,382 $ - $ - $ - $ - $ -
Restricted / Committed /Assigned
Unassigned Balance $ 94,382 $ - $ - $ - $ - $ -
% of Expenditures 9% 0% 0% 0% 0% 0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
Northgate Corporate Park (2606)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 $ 8,455 $ 8,473 $ 8,496 S - $ - S -
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
$ 18 $ 23 $ - $ - $ $ -
$ 18 $ 23 $ - $ - $ - $
2012
2013
2014
$
2015
- $
2016
2017
- $ -
$
Actual
8,496 $
Actual
Actual
- $ -
Revised
Budget
Projected
Fund Balance*, July 1
$
549,470
$
94,382
$
- S
-
$
-
S -
Revenues:
TIF Revenues
$
582,207
$
22
$
- $
79,302
$
373,676
S 373,676
Use Of Money And Property
Interest Revenues
550
208
Total Revenues
$
582,757
$
230
$
- $
79,302
$
373,676
$ 373,676
Expenditures:
TIF Administration $ 34,355 $ - $ - $ - $ - $ -
Transfers Out:
TIF Capital Transfers Out 1,003,490 94,612 - 79,302 373,676 373,676
Total Expenditures & Transfers Out $ 1,037,845 $ 94,612 $ - $ 79,302 $ 373,676 $ 373,676
Fund Balance*, June 30 $ 94,382 $ - $ - $ - $ - $ -
Restricted / Committed /Assigned
Unassigned Balance $ 94,382 $ - $ - $ - $ - $ -
% of Expenditures 9% 0% 0% 0% 0% 0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
Northgate Corporate Park (2606)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 $ 8,455 $ 8,473 $ 8,496 S - $ - S -
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
$ 18 $ 23 $ - $ - $ $ -
$ 18 $ 23 $ - $ - $ - $
$ 8,473 $ 8,496 $ - $ - $ - $
0% 0% 0% 0% 0% 0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
321
$
- $
- $
8,496 $
- $
- $ -
$
8,473 $
8,496 $
- $
- $
- $ -
$ 8,473 $ 8,496 $ - $ - $ - $
0% 0% 0% 0% 0% 0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
321
Fund Balance*, July 1
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
City of Iowa City
Scott 6 Industrial (2607)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 9,201 $ 6,111 $ 5,079 $ 5,079 $ 5,079 $ 5,079
$ 14 $ 16 $ - $ - $ $ -
$ 14 $ 16 $ - $ - $ - $
y
J, IVY
y
I,VYO
y
y
$
y
$
3,104
$
1,048
$
- $
- $
- $ -
$
6,111
$
5,079
$
5,079 $
5,079 $
5,079 $ 5,079
$ 6,111 $ 5,079 $ 5,079 $ 5,079 $ 5,079 $ 5,079
197% 485% 0% 0% 0% 0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
Fund Balance*, July 1
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
Heinz Road (2608)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 13,269 $ 13,409 $ 13,591 $ 13,591 $ - $ -
$ 126,834 $ 141,933 $ 135,361 $ - $ 42,823 $ 42,500
140 183 -
$ 126,974 $ 142,116 $ 135,361 $ - $ 42,823 $ 42,500
$ 126,834 $ - $ 135,361 $ 13,591 $ 42,500 $ 42,500
$ 126,834 $ - $ 135,361 $ 13,591 $ 42,823 $ 42,500
$ 13,409 $ 155,525 $ 13,591 $ - $ - $ -
141,934)
13,409 13,591 13,591 - - -
$ 13,409 $ 13,591 $ 13,591 $ - $ - $ -
11% 0% 10% 0% 0% 0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
WA
Fund Balance', July 1
Transfers In:
Transfers In
Total Transfers In
Fund Balance', June 30
Restricted / Committed /Assigned
Unassigned Balance
% of Expenditures
City of Iowa City
Lower Muscatine Road (2611)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ (113) $ (113) $ (113) $ - $ - S -
$ - $ - $ 113 $ - $ - S -
113
$ (113) $ (113) $ - $ - $ - $ -
$ (113) $ (113) $ - $ - $ - $ -
'Fund Balance is Cash Balance for 2012 and July 1, 2013
Fund Balance', July 1
Transfers In:
Transfers In
Total Transfers In
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
Moss Green Village (2613)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ (28,016) $ (36,150) $ (142) $ - $ - S -
$ - $ 36,150 $ - $ - $ - S
$ - $ 36,150 $ - $ - $ - S -
$ 8,134 $ - $ (142) $ - $ - $
$ 8,134 $ - $ (142) $ - $ - $
$ (36,150) $ - $ - $ - $ - $ -
(142)
(36,150) (142) - - - -
$ (36,150) $ (142) $ - $ - $ - $ -
-444% 0% 0% 0% 0% 0%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
323
Fund Balance', July 1
Revenues:
TIF Revenues
Total Revenues
Transfers Out:
TIF Capital Transfers Out
Total Transfers Out
Fund Balance', June 30
Restricted / Committed /Assigned
Unassigned Balance
% of Expenditures
City of Iowa City
Towncrest Area (2614)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Project
$ (64) $ (64) $ (64) $ - $ - $
$ - $ - $ 9,046 $ 40,892 $ 86,459 $ 86,459
$ - $ - $ 9,046 $ 40,892 $ 86,459 $ 86,459
8,982 40,892 86,459 86,459
$ - $ - $ 8,982 $ 40,892 $ 86,459 $ 86,459
$ (64) $ (64) $ - $ - $ - $ -
$ (64) $ (64) $ - $ - $ - $ -
0% 0% 0% 0% 0% 0%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
Fund Balance', July 1
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
Riverside Drive (2615)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ - S (108) S (108) $ (108) $ (108) $ (108)
$ - $ - $ - $ 21,141 $ 20,885 $ 75,000
$ - $ - $ - $ 21,141 $ 20,885 $ 75,000
$ 108 $
- 21,141 20,885
75,000
$ 108 $ - $ - $ 21,141 $ 20,885 $ 75,000
$ (108) $ (108) $ (108) $ (108) $ (108) $ (108)
$ (108) $ (108) $ (108) $ (108) $ (108) $ (108)
-100% 0% 0% -1% -1% 0%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
324
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 2016 budget information for this program
can be found as part of the Community Development division of the Neighborhood and
Development Services department in the General Fund.
W41
City of Iowa City
General Rehab & Improvement Program (GRIP) (2810)
Fund Summary
Fund Balance', July 1
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
Change in Accounting Method
Adjusted Fund Balance', June 30
Restricted / Committed /Assigned
Unassigned Balance
% of Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 118,058 $ - S - S - $ - S -
$ 24,867 $ - $ - S - $ - S
128,805
153,672 - - - - -
82,378
$ 236,050 $ - $ - $ - $ - S
$ 200,436 $ - $ - $ - S - S -
200,436 - - - - -
153,672
$ 354,108 $ - $ - S - S - S -
$ - $ - $-
0% 0°/a 0°/a 0111 0111 0111
'Fund Balance is Cash Balance for 2012 and July 1, 2013
326
City of Iowa City
Activity Summary
Activity: Community Development (610200) Fund: GRIP -Gen Rehab & Improve Prog (2810)
Division: Neighborhood Services Department: Neighborhood and Development Services
Revenues:
Use Of Money And Property
Interest Revenues
Other Financial Sources
Loans
Total Revenues
Expenditures:
Services
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 24,867 $ - $ - $ - $ - $
$ 153,672 $ - $ - $ - $ - $
$ 200,436 $ - $ - $ - $ - $ -
327
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:
tIN� Iowa City Downtown 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 2014 were $275,805. The estimated collections in fiscal year 2015 total
$296,141 including the State property tax backfill, and the budgeted collections in fiscal
year 2016 are $306,009 including the State property tax backfill.
WIR
Fund Balance', July 7
Revenues:
Property Taxes
Delinquent Taxes
Intergovernmental
Property Tax Credits
Total Revenues
Expenditures:
SSMI D
Total Expenditures
Fund Balance', June 30
Change in Accounting Method
Adjusted Fund Balance', June 30
Restricted / Committed /Assigned
Unassigned Balance
City of Iowa City
SSMID-Downtown District (2820)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
S - $ - S 1,590 $ - $ - $ -
$ - $ 277,672 $ 275,319 $ 280,790 $ 275,408 $ 275,408
- 486 - - -
15,351 30,601 30,601
$ - $ 277,672 $ 275,805 $ 296,141 $ 306,009 $ 306,009
$
- $
277,672 $
277,395 $
296,141 $
306,009 $ 306,009
$
- $
277,672 $
277,395 $
296,141 $
306,009 $ 306,009
1,590
- 1,590 - - - -
$ - $ 1,590 $ - $ - $ - $ -
'Fund Balance is Cash Balance for 2012 and July 1, 2013
W411
City of Iowa City
Activity Summary
Activity: Community Development Fund: SSMID-Downtown District (2820)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Property Taxes $ - $ 277,672 $ 275,319 $ 280,790 $ 275,408 $ 275,408
Delinquent Taxes - - 486 - - -
Intergovernmental
Property Tax Credits 15,351 30,601 30,601
Total Revenues $ - $ 277,672 $ 275,805 $ 296,141 $ 306,009 $ 306,009
Expenditures:
Services $ - $ 277,672 $ 277,395 $ 296,141 $ 306,009 $ 306,009
Total Expenditures $ - $ 277,672 $ 277,395 $ 296,141 $ 306,009 $ 306,009
330
F
Y
2
0
1
6
DEBT SERVICE
Debt Service Fund
Q
a Arra V
II]A:11111&1A:IN[1:8111kiU]
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 FY2016 is $3.93 per $1,000 in valuation - this is a reduction of
$.20 per $1,000 from the FY2015 levy. Future general obligation bond issues are
estimated at $8.9 million in FY2015, $12.9 million in FY2016 and $11.6 million in
FY2017.
Annual principal and interest payments (not including estimated annual payments for the
2015 proposed bond issue) as of June 30, 2015 are as follows:
Fiscal
Year
Annual Payments
Principal Interest
Total
Principal
Outstanding
Beginning of
Fiscal Year
2016
10,735,000
1,431,835
12,166,835
54,210,000
2017
10,020,000
1,158,823
11,178,823
43,475,000
2018
8,945,000
908,589
9,853,589
33,455,000
2019
6,485,000
654,854
7,139,854
24,510,000
2020
5,875,000
475,966
6,350,966
18,025,000
2021
4,575,000
314,174
4,889,174
12,150,000
2022
2,975,000
188,875
3,163,875
7,575,000
2023
2,020,000
125,995
2,145,995
4,600,000
2024
1,180,000
79,695
1,259,695
2,580,000
2025
155,000
49,745
204,745
1,400,000
2026
160,000
45,095
205,095
1,245,000
2027
165,000
39,975
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, 2015
54,210,000
5,580,725
59,790,725
333
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 FY2016 are approximately
$4.94 billion. The debt limit, or five percent (5%) of this amount, is about $247 million.
Outstanding G.O. debt at June 30, 2016, is estimated to be $64.39 million, which is
26.1 % 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.
334
mo
G.O. Debt Ours landing
250
S
-by Fiscal Year-
M
700
♦
i
i
O
O
o
IS0
r
i
dCIMt LImll
e
lab
r
i
i
"'"' i
=
i
■OuMSi nA1nW C46f
at June 30
50
0
.4"d
Flscal Yew IFYI
334
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 FY2016 is proposed at $3.93
per $1,000 of value while the City's total property tax levy rate is proposed at $16.655 per
$1,000 of value.
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.
30.0%
25.0%
0
j 20.0%
m
J
R
O
w 15.0%
6
m
Si
R
C
10.0°/°
`m
a
5.0%
0.0°/°
26.10%
25.00!t 25.70%
24.30% 23.60% 11 ° 24.70% 23.6%
21.9%
(recommended maximum: 30%)
2008 2009 2010 2011 2012 2013 2014 2015 `2016 `2017
Fiscal Year �FY) *Estimate
335
Fund Balance
The estimated ending fund balance in the Debt Service fund for fiscal year 2015 is
$6,175,774. This is a decline of $2,692,279 or 30.36% from the fiscal year 2014 ending fund
balance. The decrease in fund balance is primarily related to refunding bonds that were held
on hand at the end of fiscal year 2014 and were subsequently used in fiscal year 2015 to
refund bonds. Ending fund balance for fiscal year 2016 is estimated to be $7,620,104 which is
an increase of 23.39% from fiscal year 2015. 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.
Although the entire fund balance for the Debt Service fund is restricted debt service
expenditures, an additional restriction is shown for funds that are being held as a reserve for
the 2012D Tax Increment Revenue Bonds. Restricted fund balance is shown as $811,288 for
fiscal year 2016.
0911
Fund Balance*, July 1
Revenues:
Property Taxes
Delinquent Property Taxes
Other City Taxes
Use Of Money And Property
Interest Revenues
Intergovernmental
Property Tax Credits
Miscellaneous
Contrib & Donations
Other Financial Sources
Loan Repayments
Debt Sales
Sub -Total Revenues
Transfers In
Transfers -In
Sub -Total Transfers In
Total Revenues & Transfers In
Expenditures:
Financial Services & Charges
Issuance Costs
GO Bonds Principal
GO Bonds Interest
Revenue Bonds Principal
Revenue Bonds Interest
Sub -Total Expenditures
City of Iowa City
Debt Service Fund (5000 - 5999)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 23,311,924 $ 10,146,622 $ 5,820,298 $ 8,868,053 $ 6,175,774 $ 7,620,104
$ 12,992,676 $ 12,937,886 $ 11,976,629 $ 12,753,095 $ 12,313,107 $ 12,313,107
316 878 1,125 - - -
241,722 227,873 202,795 210,174 200,365 200,365
233,326 125,012 64,998 94,615 45,929 35,929
- - - 255,652 483,853 483,853
- 170,143 - - - -
39,442 535,150 176,381 183,735 188,411 148,411
75,931 2,660,000
13,507,482 14,072,873 15,081,928 13,497,271 13,231,665 13,181,665
14,149,631 1,101,066 6,515,322 1,125,849 1,420,503 1,412,839
14,149,631 1,101,066 6,515,322 1,125,849 1,420,503 1,412,839
$ 27,657,113 $ 15,173,939 $ 21,597,250 $ 14,623,120 $ 14,652,168 $ 14,594,504
$ - $ 6,372 $ 545 $ - $ - $ -
- 11,962 - - -
25,525,000 16,770,000 11,200,000 15, 399,100 11,385,000 12,069,852
3,188,981 2,356,124 1,872,314 1,840,964 1,617,503 1,455,363
- - - - 130,000 130,000
38,086 75,335 75,335 75,335 74,035
28,713,981 19,170,582 13,160,156 17,315,399 13,207,838 13,729,250
Transfers Out:
Debt Service Funding
12,108,434
-
-
-
-
-
Misc Transfers Out
454,522
5,389,339
Sub -Total Transfers Out
12,108,434
454,522
5,389,339
-
-
-
Total Expenditures & Transfers Out
$ 40,822,415
$ 19,625,104
$ 18,549,495
$ 17,315,399
$ 13,207,838
$ 13,729,250
Fund Balance*, June 30
$ 10,146,622
$ 5,695,457
$ 8,868,053
$ 6,175,774
$ 7,620,104
$ 8,485,358
Change in Accounting Method
124,841
Adjusted Fund Balance*, June 30
10,146,622
5,820,298
8,868,053
6,175,774
7,620,104
8,485,358
Restricted / Committed /Assigned
-
662,510
662,658
662,658
811,288
961,218
Unassigned Balance
$ 10,146,622
$ 5,157,788
$ 8,205,395
$ 5,513,116
$ 6,808,816
$ 7,524,140
*Fund Balance is Cash Balance for 2012 and July 1, 2013
0xri
General Obligation Bonds/TIF Revenue Bonds
Outstanding Debt Obligation
Summary by Individual Issue
338
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
Property Tax Outstanding Coupon
Fiscal
Principal Interest Total
Revenue Beginning of Rate
Year
Fiscal Year
2016
990,000 111,931 1,101,931
1,101,931 3,085,000 3.500%
2017
1,025,000 77,281 1,102,281
1,102,281 2,095,000 3.625%
2018
1,070,000 40,125 1,110,125
1,110,125 1,070,000 3.750%
Totals
3,085,000 229,338 3,314,338
3,314,338
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
339
2008B General Obligation Refunding Bond Issue
Principal payable 6-1, beginning June 1, 2009;
Interest payable 6-1 and 12-1, beginning June 1, 2009.
These notes were issued to provide funds to current refund outstanding
General Obligation
Bonds Series 1998, 1999 and 2000 in the amounts
of $2.75, $4.75
and $9.58
million,
respectively.
Payments
Principal
Property Tax
Outstanding
Coupon
Revenue
Beginning of
Rate
Fiscal
Fiscal Year
Year
Principal Interest Total
2016
1 11475,000 164,300 1,639,300
1,639,300
4,530,000
3.500%
2017
1,510,000 112,675 1,622,675
1,622,675
3,055,000
3.625%
2018
1,545,000 57,938 1,602,938
1,602,938
1,545,000
3.750%
Totals
4,530,000 334,913 4,864,913
4,864,913
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
340
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
Property Tax Outstanding
Coupon
Fiscal
Principal Interest Total
Revenue Beginning of
Rate
Year
Fiscal Year
2016
690,000 102,000 792,000
792,000 2,900,000
3.000%
2017
710,000 81,300 791,300
791,300 2,210,000
3.000%
2018
735,000 60,000 795,000
795,000 1,500,000
4.000%
2019
765,000 30,600 795,600
795,600 765,000
4.000%
Totals
2,900,000 273,900 3,173,900
3,173,900
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
341
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
2016
915,000 36,600 951,600
951,600
915,000
4.000%
Totals
915,000 36,600 951,600
951,600
The bonds are NOT subject to early redemption.
342
2010B General Obligation Bond Issue
Principal payable 6-1, beginning June 1, 2011;
Interest payable 6-1 and 12-1, beginning December 1, 2010.
This series was issued for the purpose of paying costs of the construction, reconstruction,
and repairing of improvements to public ways, sidewalks, overpasses and streets; the
opening, widening, extending, grading and draining of the right-of-way of public grounds
and the removal and replacement of dead or diseased trees thereon; the reconstruction,
extension and improvement of the existing Municipal Airport; the acquisition, installation
and repair of traffic control devices; the rehabilitation, improvement and equipping of
existing city parks, including facilities, equipment and improvements commonly found in
city parks and equipping of the fire, police and civil defense department and the
acquisition and improvement of real estate for cemeteries, and the construction,
reconstruction and repair of receiving vaults, mausoleums and other cemetery facilities;
construction, reconstruction and improvement of Fire Station #4; construction of a new
public works fuel facility; and renovation, improvement and equipping of recreation
grounds, including soccer field renovation; elevator improvements to a recreation center;
construction of a city owned evidence storage facility and miscellaneous improvements to
City Hall and other departments.
Payments
Property Principal
Coupon
Tax Outstanding
Fiscal
Revenue Beginning of Rate
Year
Principal Interest Total
Fiscal Year
2016
725,000 88,775 813,775
813,775 3,840,000 2.000%
2017
745,000 74,275 819,275
1 819,275 3,115,000 2.000%
2018
765,000 59,375 824,375
824,375 2,370,000 2.250%
2019
790,000 42,163 832,163
832,163 1,605,000 2.500%
2020
815,000 22,413 837,413
837,413 815,000 2.750%
Totals
3,840,000 287,000 4,127,000
4,127,000
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
343
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 Interest Total
Fiscal Year
2016
845,000 142,044 987,044
987,044 4,785,000 2.250%
2017
860,000 123,031 983,031
983,031 3,940,000 2.500%
2018
885,000 101,531 986,531
986,531 3,080,000 3.000%
2019
910,000 74,981 984,981
984,981 2,195,000 3.250%
2020
940,000 45,406 985,406
985,406 1,285,000 3.500%
2021
345,000 12,506 357,506
357,506 345,000 3.625%
Totals
4,785,000 499,500 5,284,500
5,284,500
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
344
2011C General Obligation Refunding Bond Issue
Principal payable 6-1, beginning June 1, 2012;
Interest payable 6-1 and 12-1, beginning December 1, 2011.
These notes were issued in advance of a refunding to take place on June 1, 2012, $10.58
million of the outstanding General Obligation Bonds, Series 2002 dated May 1, 2002.
Fiscal
Year
Payments
Principal
Property Outstanding
Tax
Revenue Beginning of
Fiscal Year
Coupon
Rate
Principal Interest Total
2016
1,150,000 224,838 1,374,838
1,374,838 7,385,000
2.250%
2017
1 11180,000 198,963 1,378,963
1 1,378,963 6,235,000
2.500%
2018
1,205,000 169,463 1,374,463
1 11374,463 5,055,000
3.000%
2019
1,240,000 133,313 1,373,313
1,373,313 3,850,000
3.250%
2020
1,280,000 93,0131,373,013
1,373,013 2,610,000
3.500%
2021
1,330,000 48,213 1,378,213
1,378,213 1,330,000
3.625%
Totals
7,385,000 867,800 8,252,800
8,252,800
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
345
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 an animal shelter.
Payments Property Tax Principal
Tax Increment Outstanding Coupon
Fiscal Revenue Financing Beginning of Rate
Year Princi al Interest Total Fiscal Year
2016 885,000 133,813 1,018,813 958,156 60,657 6,565,000 2.00%
2017 900,000 116,113 1,016,113 955,616 60,496 1 5,680,000 2.00%
2018 915,000 98,113 1 1,013,113 952,795 60,318 4,780,000 2.00%
2019 930,000 79,813 1,009,813 949,691 60,121 3,865,000 2.00%
2020 955,000 61,213 1,016,213 955,710 60,502 2,935,000 2.00%
2021 975,000 42,113 1,017,113 956,557 60,556 1,980,000 2.00%
2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225%
Totals 6,565,000 553,788 7,118,788 6,694,957 423,831
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
MR
2012D Taxable Urban Renewal Revenue Bonds
Principal payable 6-1, beginning June 1, 2016;
Interest payable 6-1 and 12-1, beginning June 1, 2013.
This bond were issued to provide funds to pay costs of aiding in the planning, undertaking
and carrying out of an urban renewal project, including one or more grants to Central Park,
L.L.C. (the "Developer") totaling $2.5 million.
Fiscal
Year
Principal
Payments
Interest
Total
Tax
Increment
Financing
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
2016
130,000
75,335
205,335
205,335
2,655,000
1.000%
2017
130,000
74,035
204,035
204,035
2,525,000
1.300%
2018
135,000
72,345
207,345
207,345
2,395,000
1.600%
2019
135,000
70,185
205,185
205,185
2,260,000
2.000%
2020
140,000
67,485
207,485
207,485
2,125,000
2.100%
2021
140,000
64,545
204,545
204,545
1,985,000
2.300%
2022
145,000
61,325
206,325
206,325
1,845,000
2.400%
2023
150,000
57,845
207,845
207,845
1,700,000
2.600%
2024
150,000
53,945
203,945
203,945
1,550,000
2.800%
2025
155,000
49,745
204,745
204,745
1,400,000
3.000%
2026
160,000
45,095
205,095
205,095
1,245,000
3.200%
2027
165,000
39,975
204,975
204,975
1,085,000
3.400%
2028
170,000
34,365
204,365
204,365
920,000
3.600%
2029
175,000
28,245
203,245
203,245
750,000
3.700%
2030
185,000
21,770
206,770
206,770
575,000
3.700%
2031
190,000
14,925
204,925
204,925
390,000
3.750%
2032
200,000
7,800
207,800
207,800
200,000
3.900%
imin
Bonds maturing afterJune 1, 2021 are subject to call on said date or any date thereafter
Upon terms of par plus accrued interest to date of call
01 VA
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.
Payments Principal
Property Tax
Outstanding
Coupon
Tax Increment
Fiscal Beginning of
Rate
Revenue Financing
Year Princi al Interest Total Fiscal Year
2016 755,000 90,875 845,875 697,876 147,999 6,505,000
1.00%
2017 775,000 83,325 858,325 708,148 150,177 5,750,000
1.00%
2018 790,000 75,575 1 865,575 714,129 151,446 4,975,000
1.00%
2019 805,000 67,675 872,675 719,987 152,688 4,185,000
1.25%
2020 820,000 57,613 877,613 724,061 153,552 3,380,000
1.45%
2021 835,000 45,723 880,723 726,627 154,096 2,560,000
1.60%
2022 855,000 32,363 887,363 732,105 155,258 1,725,000
1.75%
2023 870,000 17,400 887,400 732,136 155,264 870,000
2.00%
Totals 6,505,000 470,548 6,975,548 5,755,068 1,220,480
1 J
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
348
2014 General Obligation Bond Issue
Principal payable 6-1, beginning June 1, 2015;
Interest payable 6-1 and 12-1, beginning December 1, 2014
This bond proceeds will be used to pay costs of aiding in the planning, undertaking and carrying out of
urban renewal projects, including sidewalk, sanitary sewer, water main, traffic controls, storm sewer
improvements and streetscaping improvements; the acquisition, construction, reconstruction,
enlargement, improvements, and repair of bridges, culvert, retaining walls, viaducts, underpasses, grade
crossing separations, and approaches thereto; the opening widening extending, grading, and draining of
the right-of-way of streets, highways, avenues, alleys and public grounds; the construction, reconstruction,
and repairing of any street improvements; the acquisition, installation, and repair of sidewalks, storm
sewer, water mains and traffic control devices; and the acquisition of any real estate needed for any of the
foregoing purposes; the rehabilitation and improvement of parks already owned, including the removal,
replacement and planting of trees in the parks, and facilities, equipment, and improvements commonly
found in city parks; the equipping of the fire department; 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, including the development and beautification of the banks and other areas
adjacent to flood control improvements; the remediation, restoration and improvement of property that has
been damaged by the disaster as defined in section 29C.2 and that is located in an area that the governor
has proclaimed a disaster emergency or the president of the United States has declared a major disaster;
the construction, reconstruction, enlargement, improvement, furnishing and equipping of the City Hall; the
construction, reconstruction, enlargement, improvement, furnishing and equipping of the Library; any other
purpose which is necessary for the operation of the City of the health and welfare of its citizens, including
plans for the public works facility and parks; engineering and planning for flood prevention and the
purchase of downtown rental properties and improvement of said properties for return to single family
residence. In addition, the Bonds are being issued to provide funds to current refund, on July 1, 2014,
$684,000 of the outstanding General Obligation Refunding Capital Loan Notes, Series 2006C (the "Series
2006C Notes") dated September 15, 2006 and $2,050,000 of the outstanding General Obligation Bonds,
Series 2007A (the "Series 2007A Bonds") dated May 31, 2007.
Payments Principal
Property Tax
Water Outstanding
Coupon
Tax Increment
Fiscal Revenue Financing Revenue Beginning of
Rate
Year Principal Interest Total Fiscal Year
2016 2,175,000 261,325 2,436,325 1,791,710 337,815 306,800 11,045,000
2.00%
2017 2,185,000 217,825 2,402,825 1,768,017 333,908 300,900 8,870,000
2.00%
2018 900,000 174,125 1,074,125 741,054 333,071 - 6,685,000
2.00%
2019 910,000 156,125 1,066,125 735,535 330,590 - 5,785,000
3.00%
2020 925,000 128,825 1,053,825 727,049 326,776 - 4,875,000
3.00%
2021 950,000 101,075 1,051,075 725,152 325,923 - 3,950,000
3.00%
2022 970,000 72,575 1,042,575 719,287 323,288 - 3,000,000
2.25%
2023 1,000,000 50,750 1,050,750 724,927 325,823 - 2,030,000
2.50%
2024 1,030,000 25,750 1,055,750 728,377 327,373 1,030,000
2.50%
Totals 11,045,000 1,188,375 12,233,375 8,661,107 2,964,568 f 607,700
Notes due after June 1, 2020 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
349
Q
a Arra V
�M l
F
Y
2
0
1
6
ENTERPRISE FUND
ACTIVITIES
Parking
Transit
Wastewater
Water
Refuse Collection
Landfill
Airport
Stormwater Management
Cable Television
Housing Authority
Q
a Arra V
:7AN,,"I101 [CM AM011]
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, 2014 was $4.95 million, a 3.9%
increase from the FY13. 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. FY15 year-
end unassigned fund balance is estimated to drop 45.9% from $4.95 million to $2.68 million.
This decrease is due to the early defeasance of the 2009 parking revenue bonds. Using
parking cash balances and a $2.5 million loan from the Landfill Fund, the 2009 parking revenue
bonds were defeased by placing approximately $7.3 million with a trustee. In FY16, the
unassigned fund balance is estimated to increase 43.6% to $3.8 million. This is primarily due to
the reduction of debt service expenditures.
Fund Balance (i)
56,000,000
55,000,000
54,000,000
$3,000,000 ---------
$2,000,000
$1,000,000 —
$0
FY12 FY13 FY14 FY15 FY16
[_Unassigned $5,220,210 $4,761,9161$4,9M,044 $2,676,812 $3,844,236
(1) FY15 and FY16 figures are estimates, FY12 is cash basis
Estimated restricted fund balance at June 30, 2016 is $385,583. This restricted fund balance
represents funds held in accordance with the parking impact fee ordinance. Prior year restricted
fund balances included funds that were held in accordance with revenue bond provisions that
were eliminated when the 2009 revenue bonds were defeased.
353
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 Neighborhood & Development Services collects the fee, which may be
paid in three installments, with the first installment due before the certificate of occupancy is
issued.
During fiscal year 2012, the Parking Facility and Enforcement Automation capital project began.
The project involved 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 was placed in Capitol St., Dubuque St., and Tower Place facilities. The on -street
parking meters were upgraded to allow credit card payment and pay by cell options. This has
created the ability to push real-time parking data to customers related to parking availability on
street. This also allows for better access and more convenient payment options for our
customers while enhancing operational efficiencies. The total project cost was approximately
$2.2 million and was funded entirely from parking revenues. The Parking fund transferred $1.4
million towards this project in fiscal years 2012 and 2013 and $753,903 in FY14 and FY15. This
project was completed in FY15, and the impact on the operating budget is still being
determined.
Revenue:
FY16 revenue is estimated to increase 3.1% when compared to FY15 estimated revenue. This
increase is anticipated due to the change in the parking rate structure. Parking service charges
are approximately 95% of fund revenues and parking fines are about 3.7%. Parking fine
revenues have decreased due to the waiver of first violations for drivers that was instituted with
the new revenue structure.
FY16 Estimated - $5,328,876
4NPI°
■ Service Charges
■ Fines
III Other
■ Interest Income
354
Expenditures:
FY16 budgeted expenditures represent a 5.3% decrease from FY15 estimated expenditures not
including debt service. Decreases include lower capital outlay expenditures and lower
personnel expenditures. Personnel costs have been reduced due to the automation systems at
the parking ramps. Debt service expenditures were eliminated in the FY16 budget as a result of
the 2009 bond defeasance.
FY16 Proposed - $3,270,015
1%0%
■ Personnel
■ Services
■ Supplies
■ Capital Outlay
The Parking Fund is budgeting $670,000 for transfers to the capital project funds for parking
facility restoration and to install automation systems at the Chauncey Swan parking facility.
Fund Balance', July 1
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:
Transfer In - Interfund Loan from Landfill Re!
Transfer In - Tax Increment Financing
i) 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
City of Iowa City
Parking (7100 - 7102)
Fund Summary
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
$ 7,415,899 $
6,747,310
$ 6,428,562
$ 6,867,952
$ 3,062,395
S 4,229,819
$ 39,247 $
47,422
$ 44,062
$ 47,422
$ 27,765
$ 27,765
26,555
21,790
-
-
-
-
790,574
789,191
-
-
-
-
191,355
212,500
-
-
-
-
3,295,964
3,466,776
-
-
-
-
162,415
132,547
-
-
-
-
1,698
43
-
-
-
-
-
-
5,096,819
4,608,236
5,076,208
5,296,208
274,181
253,183
197,578
475,000
197,578
197,578
69,951
35,707
26,146
36,969
27,325
27,325
4,851,940
4,959,159
5,364,605
5,167,627
5,328,876
5,548,876
2,495,350
- - 18,850 - - -
846,700 844,150 840,350 3,943,875 - -
846,700 844,150 859,200 6,439,225 - -
$ 5,698,640 $ 5,803,309 $ 6,223,805 $ 11,606,852 $ 5,328,876 $ 5,548,876
$ 1,001,218 $ 946,746 $ 1,082,938 $ 1,175,094 $ 1,140,019 $ 1,167,346
739,645
786,887
741,712
912,967
925,984
950,977
3,750
2,738
-
-
-
-
1,349,822
1,194,908
1,095,959
1,366,526
1,204,012
1,323,506
839,200
838,975
838,300
7,973,550
-
1,120,375
3,933,635
3,770,254
3,758,909
11,428,137
3,270,015
4,562,204
Transfers Out:
$ 6,747,310 $
6,601,507 $
6,867,952
$ 3,062,395
$ 4,229,819 $
4,588,134
Capital Improvement Projects
1,298,938
827,266
1,185,156
(103,775)
670,000
400,000
')Debt Service Transfers
846,700
844,150
840,350
3,943,875
-
-
Interfund Loan Repayment to Landfill
287,956
507,442
-
144,172
221,437
228,357
Sub -Total Transfers Out
2,433,594
2,178,858
2,025,506
3,984,272
891,437
628,357
Total Expenditures & Transfers Out $ 6,367,229 $ 5,949,112 $ 5,784,415 $ 15,412,410 $ 4,161,452 $ 5,190,561
Fund Balance', June 30
$ 6,747,310 $
6,601,507 $
6,867,952
$ 3,062,395
$ 4,229,819 $
4,588,134
Change in Accounting Method
-
(172,945)
-
-
-
-
Adjusted Fund Balance', June 30
6,747,310
6,428,562
6,867,952
3,062,395
4,229,819
4,588,134
Restricted / Committed /Assigned
1,527,100
1,666,646
1,919,908
385,583
385,583
-
Unassigned Balance
$ 5,220,210 $
4,761,916 $
4,948,044
$ 2,676,812
$ 3,844,236 $
4,588,134
% of Expenditures
82%
80%
86%
17%
92%
88%
1) Same Fund Transfers required by bond covenants
'Fund Balance is Cash Balance for 2012 and July 1, 2013
Ir1.iy
:7A C7:/ 1► ICYQ a A 01TA I Is]► 61
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
Unattended Garages:
• Chauncey Swan Garage (Washington Street across from City Hall)
• Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed-use
commercial/parking facility
• 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.
ai%
HIGHLIGHTS
• Continued trend of automating parking operational processes
• Implemented plan that fully automated the Tower Place Parking Facility
• Implemented license plate recognition system
• Started design work on Harrison Street parking facility
• Completed first year of "First Hour Free" resulting in over 1 million hours of free parking
• Operated first full year with smart meters
Recent Accomplishments: Upcoming Challenges:
• Initialized ParkMe mobile application
that provides real-time parking
occupancy data for gated facilities
• Reviewing applications to offer mobile
payment options
• Contributed "Parking Perks" to ICDD
• Several major downtown development
projects are pending that could impact
our operations, which include U. of I.
School of Music and Art Museum.
• Major parking facility restoration project
spread over the next several years
Friends of Downtown • Addressing needs of bicycle users that
travel in downtown Iowa City
Staffing:
Staffing Level Change Summary:
Three cashiers in the parking ramp activities were eliminated in the fiscal year 2016
budget. These positions were eliminated due to the automation of the parking ramp
facilities. In addition, a full-time Operations Supervisor position was eliminated and
replaced with a three-quarter time Operations Specialist position for the same reason.
This position is split fifty percent with the Mass Transit operations.
Service Level Change Summary:
• There were no major service level changes made to the Parking operations in the fiscal
year 2016 budget.
Financial Highlights:
There are two parking capital projects budgeted for 2016 including the automation of the
Chauncey -Swan parking garage for $270,000 and the restoration and repair of the
parking ramp facilities for $400,000. In addition, the Parking Operations has no revenue
bond payments in fiscal year 2016 and only an inter -fund loan payment to make to the
Landfill fund for $221,437.
0...1
FY2014
FY2015
FY2016 Proposed
Total FTE's
29.25
26.25
23.13
Staffing Level Change Summary:
Three cashiers in the parking ramp activities were eliminated in the fiscal year 2016
budget. These positions were eliminated due to the automation of the parking ramp
facilities. In addition, a full-time Operations Supervisor position was eliminated and
replaced with a three-quarter time Operations Specialist position for the same reason.
This position is split fifty percent with the Mass Transit operations.
Service Level Change Summary:
• There were no major service level changes made to the Parking operations in the fiscal
year 2016 budget.
Financial Highlights:
There are two parking capital projects budgeted for 2016 including the automation of the
Chauncey -Swan parking garage for $270,000 and the restoration and repair of the
parking ramp facilities for $400,000. In addition, the Parking Operations has no revenue
bond payments in fiscal year 2016 and only an inter -fund loan payment to make to the
Landfill fund for $221,437.
0...1
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Strong Urban Core
Department Goal: Provide convenient parking options
Department Objective: Increase transient hours parked in downtown on -street and
off- street spaces 3%
Performance Measures:
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
FY 2014
42%
FY
53%
FY 2011
FY 2012
FY 2013
FY 2014
Ta2015
rget
Transient Hours Parked
4,215,164
4,337,326
4,453,418
4,762,105
4,587,021
% Change
0.3%
2.9%
2.7%
6.9%
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
FY 2014
42%
43%
53%
62%
«X:
City of Iowa City
Activity Summary
Activity: Parking Administration (810110) Fund: Parking (7100)
Division: Parking (810100) Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues
Miscellaneous
Parking Fines
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Assoc Dir -Trans Service
Operations Supv - Trans Sew
Operations Specialist - Transp. Sew.
Parking Clerk
Transportation Svc Director
Total Personnel
$ 39,247 $ 47,422 $ 44,062 $ 47,422 $ 27,765 $ 27,765
274,181 253,183 197,578 475,000 197,578 197,578
2 (849) 2,044 1,500 - -
$ 313,430 $ 299,756 $ 243,684 $ 523,922 $ 225,343 $ 225,343
$ 358,184 $
371,104 $
413,930
$ 445,017 $
452,639 $
466,218
639,203
573,436
665,724
730,077
687,380
701,128
2,130
2,206
3,284
-
-
-
1,701
-
-
-
-
-
$ 1,001,218 $
946,746 $
1,082,938
$ 1,175,094 $
1,1405019 $
1,167,346
2012
2013
2014
2015
2016
0.50
0.50
0.50
0.50
0.50
2.50
3.00
3.00
3.00
2.50
-
-
-
-
0.38
1.00
-
-
-
-
0.50
0.50
0.50
0.50
0.50
4.50
4.00
4.00
4.00
3.88
91-I6
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
Charges For Fees And Services
Parking Charges
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Cashier - Parking
Customer Service Rep - Pkg
Electronics Technician - Transp. Sew.
MW II -Transportation Sew.
Parking Enforcement Attendant
Total Personnel
Capital Outlay
Bike racks - replacement/expansion
Bike sharing program with U of I
Electric Vehicle Charging Stations
Total Capital Outlay
2012 2013 2014
Actual Actual Actual
$ 790,574 $ 789,191 $ -
177,495 197,380 -
38,385 48,075 -
- - 1,583,111
2015 2016 2017
Revised Budget Projected
$ $ S
1,552,236 1,623,230 1,623,230
(166) 594 1,067 - - -
$ 1,006,288 $ 1,035,240 $ 1,584,178 $ 1,552,236 $ 1,623,230 $ 1,623,230
$ 577,631 $ 612,512 $ 493,594 $ 596,667 $ 647,358 $ 666,779
149,310 152,103 215,124 231,592 269,721 275,115
12,704 20,932 20,520 20,208 8,905 9,083
- 1,340 12,474 64,500 - -
$ 739,645 $ 786,887 $ 741,712 $ 912,967 $ 925,984 $ 950,977
2012 2013 2014 2015 2016
0.75 - - -
1.00 1.00 1.50 1.50 1.50
- - - 1.00 1.00
3.00 3.00 3.00 2.00 2.00
6.50 5.00 5.00 5.00 5.00
11.25 9.00 9.50 9.50 9.50
2015 2016
$ 10,000 $
10,500
44,000
$ 64,500 $
Activity Summary
Activity: Parking Lot Operations (810130)
Division: Parking (810100)
Department:
Fund: Parking (7100)
Transportation Services
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Revenues:
Use Of Money And Property
Parking Lot Revenue $
13,860
$
15,120
$
- S -
$
- S -
Total Revenues $
13,860
$
15,120
$
- S -
$
- S -
Expenditures:
Services $
3,750
$
2,738
$
- $ -
$
- S -
Total Expenditures $
3,750
$
2,738
$
- $ -
$
- S -
ni
City of Iowa City
Activity Summary
Activity: Parking Ramp Operations (810140) Fund: Parking (7100)
Division: Parking (810100) Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
$ 841,733 $
713,089
$ 638,129
$ 762,049 $
Use Of Money And Property
626,603
Services
419,744
434,189
Rents
$ 26,555 $
21,790
$ -
$ - $ - S -
Parking Ramp Revenue
3,295,964
3,466,776
-
- - -
Charges For Fees And Services
Capital Outlay
22,535
9,175
3,545
Refuse Charges
1,698
43
-
- - -
Parking Charges
-
-
3,429,236
3,056,000 3,452,978 3,672,978
Miscellaneous
Total Personnel
17.00
16.25
12.75
Other Misc Revenue
70,115
35,962
23,035
35,469 27,325 27,325
Total Revenues
$ 3,394,332 $
3,524,571
$ 3,452,271
$ 3,091,469 $ 3,480,303 $ 3,700,303
Expenditures
Personnel
$ 841,733 $
713,089
$ 638,129
$ 762,049 $
608,352 $
626,603
Services
419,744
434,189
416,636
568,683
567,948
668,637
Supplies
65,810
38,455
37,649
35,794
27,712
28,266
Capital Outlay
22,535
9,175
3,545
-
-
-
Total Expenditures
$ 1,349,822 $
1,194,908
$ 1,095,959
$ 1,366,526 $
1,204,012 $
1,323,506
Personnel Services - FTE
2012
2013
2014
2015
2016
Cashier - Parking
11.50
11.25
9.75
9.75
6.75
M.W. I - Parking Systems
4.00
4.00
2.50
2.50
2.50
M.W. I - Transit
-
0.50
-
-
-
M.W. 11 - Parking Syst (Night)
1.00
-
-
-
-
Sr M.W. - Parking & Transit
0.50
0.50
0.50
0.50
0.50
Total Personnel
17.00
16.25
12.75
12.75
9.75
9..%
City of Iowa City
Activity Summary
Activity: Parking Debt Service (810180)
Fund:
Parking (7101)
Division: Parking (810100)
Department:
Transportation Services
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Revenues:
Misc Parking Revenue/Charges
Parking Impact Fees
$ 124,030
$
84,472
$ 84,472
$ -
$
- S -
Transfers In:
Transfer In - Interfund Loan from Landfill Re=
-
-
-
2,495,350
- -
(From Parking Unrestricted to
Restricted for Debt Service)
846,700
844,150
840,350
3,943,875
- -
Total Revenues & Transfers In
$ 970,730
$
928,622
$ 924,822
$ 6,439,225
$
- S -
Expenditures:
Services
$ -
$
-
$ -
$ -
$
- S -
Revenue Bonds Principal
& Interest Payments
839,200
838,975
838,300
7,973,550
- -
Transfers Out:
To Landfill - Repay for S Side Parking
Land Acquisition.
124,030
-
-
-
- -
Total Expenditures & Transfers Out
$ 963,230
$
838,975
$ 838,300
$ 7,973,550
$
- S -
9-W
IIM1VI11112A 1kiU7
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 year 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. In FY15, total fund balance grew by 7.1 % or $282,696 over FY14 as operating
revenues exceed operating expenditures. The FY16 projected fund balance is estimated as
8.4% or $357,042 higher than FY15.
(1) FY15 and FY16 figures are estimates
The Transit Fund has assigned fund balance for bus replacement reserves. For FY16, the
assigned fund balance is estimated at $1,336,718. Funds are transferred from the Transit
operations to the bus replacement reserve at 20% of depreciation expense. Bus grants typically
cover about 80% of the cost of replacement, and the bus replacement reserves is expected to
cover the remaining 20%. Bus replacements are scheduled in FY15 and FY17.
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 FY16 for $29,651 to the
Landfill fund which is the final loan payment. The loan will be fully repaid in fiscal year 2016.
OlzI
Fund Balance (1)
$5,000,000
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$_
FY12
FY13
FYI 4 FY15
FY16
■Assigned
$1745,925
$1,131,918
$1200,718
$1336,718
■Unassigned
$-
$2,113,868
$2,833,831
$3,047,727
$3,268,769
(1) FY15 and FY16 figures are estimates
The Transit Fund has assigned fund balance for bus replacement reserves. For FY16, the
assigned fund balance is estimated at $1,336,718. Funds are transferred from the Transit
operations to the bus replacement reserve at 20% of depreciation expense. Bus grants typically
cover about 80% of the cost of replacement, and the bus replacement reserves is expected to
cover the remaining 20%. Bus replacements are scheduled in FY15 and FY17.
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 FY16 for $29,651 to the
Landfill fund which is the final loan payment. The loan will be fully repaid in fiscal year 2016.
OlzI
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 34.2% of FY16 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
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 32.9% 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.
FY16 revenue is projected to decrease from the FY15 revised revenue estimates by 3.3%.
This decrease is directly related to the bus grants to be received in FY15. 49% of the
Transit Fund's revenue comes from intergovernmental funding in FY16.
FY16 Estimated - $4,206,668
3% 0%
•Chargesfor
Services
• I ntergovemmentaI
•Use of Mon eV&
Property
•Miscellaneous
The Transit Property Tax Levy estimated at $3.11 million will be transferred into the Transit
fund from the General fund in FY16. Combined with the funding from other governments,
approximately $5.15 million of the $7.45 million in revenues and transfers in or 69.1 % is
from sources of revenue that are not generated by the transit operations. This is a slight
decrease from last year's budget of 70.7% due to an increase in transit fare collections.
365
Expenditures:
FY16 budgeted expenditures represent a 0.7% decrease from the FY15 revised expenditure
budget. The primary difference is a decrease in capital outlay expenditures for bus
replacements. This was partially offset by an increase in contributions to Johnson County
for the SEATS program from $1.1 million to $1.4 million. Over half of the Transit Fund's
expenditures are for personnel expenditures.
FY16 Proposed - $6,879,486
0%
•Personnel
■seNices
4D
■Supplies
.Capital Outlay
The FY16 budget includes a $50,000 capital project transfer for new and replacement bus
shelters.
0I1-11
Fund Balance*, July 1
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
Printed Materials
Misc Merchandise
Other Misc Revenue
Other Financial Sources
Sale Of Assets
Sub -Total Revenues
City of Iowa City
Transit (7150 - 7151)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
S - S - $ 3,859,793 $ 3,965,749 $ 4,248,445 $ 4,605,487
5 - $ 11,353 $ 6,952 $ 11,353 $ 2,521 $ 2,521
- 124,530 128,739 124,530 128,739 128,739
- 652,919 - - - -
- 1,043,854 1,400,381 1,400,144 1,440,000 1,440,000
- 644,416 975,113 865,741 565,742 3,286,702
- 120,413 37,803 32,844 35,522 35,522
- 1,292,339 1,384,792 1,290,908 1,384,791 1,412,487
- 3,016 410 3,000 410 410
- 1,541 1,738 1,541 1,738 1,738
- - 631,383 618,141 645,578 658,490
- 60 - - -
- 1,361 376 1,361 376 376
- 736 14,100 - 1,251 1,251
- 8,890 -
- 3,896,478 4,590,737 4,349,563 4,206,668 6,968,235
Transfers In:
207,596
Transfers In - General Fund
- 4,027,141 - - - -
Transfer In -Transit Property Tax Levy
- 2,754,939 2,858,163 2,971,842 3,109,511 3,109,511
Transfer In - Operations to Bus Reserve
- 1,892,475 (614,007) 136,000 136,000 136,000
Sub -Total Transfers In
- 8,674,555 2,244,156 3,107,842 3,245,511 3,245,511
Total Revenues R Transfers In
Expenditures:
Mass Transit Admin
Mass Transit Operations
Fleet Maintenance
Court St Transportation Center
Bus Replacement Reserve
Sub -Total Expenditures
Transfers Out:
Capital Project Fund
InterFund Loan Repay Landfill
Bus Reserve Transfers Out
Sub -Total Transfers Out
$ - $ 12,571,033 $ 6,834,893 $ 7,457,405 $ 7,452,179 $ 10,213,746
$ - $ 345,618 $ 385,144 $ 446,316 $ 427,978 $ 439,024
- 4,112,979 4,961,243 4,298,021 4,653,290 4,776,952
- 1,539,029 1,570,311 1,651,527 1,645,090 1,683,454
- 158,075 163,326 148,457 153,128 156,487
6,155,701 7,080,024 6,928,321 6,879,486 10,415,917
- 152,622
207,596
54,000
50,000 -
- 54,229
55,324
56,388
29,651 -
- 1,892,475
(614,007)
136,000
136,000 136,000
- 2,099,326
(351,087)
246,388
215,651 136,000
Total Expenditures R Transfers Out $ - $ 8,255,027 $ 6,728,937 $ 7,174,709 $ 7,095,137 $ 10,551,917
Fund Balance*, June 30 $
- $ 4,316,006 $
3,965,749
$ 4,248,445
$ 4,605,487
$ 4,267,316
Change in Accounting Method
- (456,213)
-
-
-
Adjusted Fund Balance*, June 30
- 3,859,793
3,965,749
4,248,445
4,605,487
4,267,316
Restricted/Committed/Assigned
- 1,745,925
1,131,918
1,200,718
1,336,718
833,678
Unassigned Balance $
- $ 2,113,868 $
2,833,831
$ 3,047,727
$ 3,268,769
$ 3,433,638
% of Expenditures
26%
42%
42%
46%
33%
` Fund Balance is Cash Balance for 2012 and July 1, 2013
** See General Fund for Transit Activity Prior to 2013, Beginning Cash Reclassified from General Fund in 2013
9YI
IINe1►6y11191i]»NAIIs] ►61
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 11 para -transit
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 1,874,696 passenger trips in FY14
• Provided service covering nearly 710,000 miles and 55,000 hours
• Contracted para -transit service provided 103,500 passenger trips in FY14
0z:1:3
Recent Accomplishments:
Upcoming Challenges:
• Received grant funding for replacement
• Property tax reform will impact our
of four para -transit vehicles. Two
transit levy funds which currently are
vehicles are funded with 80% grant
$3.1 million annually.
funds and two vehicles are funded with
• The current transit maintenance and
85% grant funds.
storage facility is located on a former
• Received grant funds for replacement of
uncontrolled dump site which is also a
eight heavy duty buses with grants that
highly desirable location for
are split between 80% and 83% grant
development. Relocation of this facility
funds.
continues to be a priority for the
• Completed implementation of a trip
department but funding this facility may
planner application that partners with
be a challenge due to the decrease in
our Bongo real time AVL system.
transit capital funding. Working with
• Installed access and revenue control
MPOJC to develop planning documents.
equipment that allowed us to gate and
• Increase in maintenance and fuel costs
fully automate the Court Street
• Decrease in Federal funds for bus
Transportation Center
replacement and facility upgrades.
• Completed FTA Triennial Review
• Increase in fleet maintenance costs as a
result of taking paratransit fleet
maintenance in-house
Staffing:
Staffing Level Change Summary:
• A full-time Operations Supervisor position was eliminated and replaced with a three-quarter
time Operations Specialist position due to the automation of the City's parking facilities.
This position is split fifty percent with the Parking operations.
Service Level Change Summary:
• There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
• $50,000 has been budgeted for bus shelter replacement and/or expansion in the Capital
Project funds. The $29,651 loan payment to the Landfill Fund in fiscal year 2016 is the final
loan payment for the daycare space at the Court Street Transportation Center.
OCR
FY2014
FY2015
FY2016 Proposed
Total FTE's
51.25
51.25
51.13
Staffing Level Change Summary:
• A full-time Operations Supervisor position was eliminated and replaced with a three-quarter
time Operations Specialist position due to the automation of the City's parking facilities.
This position is split fifty percent with the Parking operations.
Service Level Change Summary:
• There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
• $50,000 has been budgeted for bus shelter replacement and/or expansion in the Capital
Project funds. The $29,651 loan payment to the Landfill Fund in fiscal year 2016 is the final
loan payment for the daycare space at the Court Street Transportation Center.
OCR
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
FY 2011
FY 2012
FY 2013
FY 2014
33.39
35.70
34.50
35.20
Strategic Plan Goal
Department Goal:
Department Objective
Performance Measures:
Fare-box/Expense Ratio
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
FY 2014
22%
21%
27%
29%
01181
City of Iowa City
Activity Summary
Activity: Mass Transit Admin (810210) Fund: Transit (7150)
Division: Mass Transit (810200) Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budqet Projected
Revenues:
Use Of Money And Property
Interest Revenues
Miscellaneous
Printed Materials
Other Misc Revenue
Transfers In:
Transfer In - Transit Property Tax Levy
Transfer In - Impry Resry to Operations
Total Revenues & Transfers In
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel Services - FTE
Assoc Dir -Trans Service
Customer Service Rep - Pkg
Operations Supv - Trans Sery
Transportation Svc Director
Total Personnel
$ - $ 11,353 $ 6,952 $ 11,353 $ 2,521 $ 2,521
- 60 - - -
- 345 979 - - -
- 2,754,939 2,858,163 2,971,842 3,109,511 -
- 1,618,372 - 136,000 136,000 136,000
$ - $ 4,385,009 $ 2,866,154 $ 3,119,195 $ 3,248,032 $ 138,521
$ - $
195,840 $
234,601 $
278,492 $
248,635 $
256,094
-
150,707
149,154
167,685
179,343
182,930
-
(929)
1,389
139
-
-
$ - $
345,618 $
385,144 $
446,316 $
427,978 $
439,024
2012
2013
2014
2015
2016
0.50
0.50
0.50
0.50
0.50
-
-
0.50
0.50
0.50
2.50
2.00
2.00
2.00
0.50
0.50
0.50
0.50
0.50
0.50
3.50
3.00
3.50
3.50
2.00
* See General Fund for Transit activity prior to 2013
371
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
Other Financial Sources
Sale Of Assets
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.
Operations Supervisor - Transp. Sew.
Operations Specialist - Transp. Sew.
Sr. M.W. - Parking & Transit
Total Personnel
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Project
$ - $ 1,043,854 $ 1,400,381 $ 1,400,144 $ 1,440,000 $ 1,440,000
- 644,416 975,113 548,941 565,742 565,742
- 120,413 37,803 32,844 35,522 35,522
- 1,292,339 1,384,792 1,290,908 1,384,791 1,412,487
- 3,016 410 3,000 410 410
142 15
- - 8,890 - - -
$ - $ 3,104,180 $ 3,807,404 $ 3,275,837 $ 3,426,465 $ 3,454,161
$ - $ 2,886,328 $ 2,990,884 $ 2,975,261 $ 3,059,621 $ 3,151,410
- 1,193,827 1,451,976 1,245,926 1,577,698 1,609,252
- 28,592 24,273 26,834 15,971 16,290
- 4,232 494,110 50,000 - -
$ - $ 4,112,979 $ 4,961,243 $ 4,298,021 $ 4,653,290 $ 4,776,952
2012
2013
2014
2015
2016
1.00
1.00
-
-
-
3.00
2.00
2.00
2.00
2.00
1.00
-
-
-
-
37.75
37.75
37.75
37.75
37.75
-
1.00
1.00
1.00
1.00
1.00
-
-
-
-
-
1.00
-
-
-
-
0.38
0.50
0.50
0.50
0.50
0.50
44.25
42.25
41.25
41.25
42.63
* See General Fund for Transit activity prior to 2013
t)PJ
City of Iowa City
Activity Summary
Activity: Fleet Maintenance (810230) Fund: Transit (7150)
Division: Mass Transit (810200) Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
$ - $
485,485
$ 509,076 $
532,584 $
546,212 $
Charges For Fees And Services
Services
-
32,409
40,847
30,209
Refuse Charges $
- $ 1,541 $
1,738 $
1,541 $
1,738 $
1,738
Miscellaneous
1,064,007
1,085,287
Capital Outlay
-
124,272
Misc Merchandise
- 1,361
376
1,361
376
376
Other Misc Revenue
- 249
1,251
-
1,251
1,251
Total Revenues $
- $ 3,151 $
3,365 $
2,902 $
3,365 $
3,365
Expenditures
Personnel
$ - $
485,485
$ 509,076 $
532,584 $
546,212 $
562,598
Services
-
32,409
40,847
30,209
34,871
35,568
Supplies
-
896,863
1,020,388
1,088,734
1,064,007
1,085,287
Capital Outlay
-
124,272
-
-
-
-
Total Expenditures
$ - $
1,539,029
$ 1,570,311 $
1,651,527 $
1,645,090 $
1,683,454
Personnel Services - FTE
2012
2013
2014
2015
2016
Mechanic II -Transit
2.00
2.00
2.00
2.00
2.00
Mechanic III - Transit
2.00
2.00
2.00
2.00
2.00
Operations Supv - Trans Sery
1.00
1.00
1.00
1.00
1.00
Parts/Data Entry Clk - Transit
1.00
1.00
1.00
1.00
1.00
Body Repair Mechanic
1.00
-
-
-
-
Total Personnel
7.00
6.00
6.00
6.00
6.00
' See General Fund for Transit activity prior to 2013
373
City of Iowa City
Activity Summary
Activity: Court St Transportation Center (810240) Fund: Transit (7150)
Division: Mass Transit (810200) Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents
Parking Ramp Revenue
Charges For Fees And Services
Parking Charges
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
M.W. I - Parking Systems
Total Personnel
$ - $ 124,530 $ 128,739 $ 124,530 $ 128,739 $ 128,739
- 652,919 - - - -
- - 631,383 618,141 645,578 658,490
- - 11,855 - - -
$ - $ 777,449 $ 771,977 $ 742,671 $ 774,317 $ 787,229
$ - $ 62,629 $
41,539 $
29,005 $
29,664 $
30,554
- 93,716
109,269
115,930
119,964
122,363
- 1,730
3,933
3,522
3,500
3,570
-
8,585
-
-
-
$ - $ 158,075 $
163,326 $
148,457 $
153,128 $
156,487
2012 2013
2014
2015
2016
* See General Fund for Transit activity prior to 2013
1.00 0.50 0.50 0.50 0.50
1.00 0.50 0.50 0.50 0.50
374
City of Iowa City
Activity Summary
Activity: Bus Replacement Reserve (810280) Fund: Transit (7151)
Division: Mass Transit (810200) Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Prolected
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues
Intergovernmental
Other State Grants
Other Financial Sources
Transfer In from Transit Operations
Total Revenues & Transfers In
Expenditures
316,800
2,720,960
1,892,475 (614,007) 136,000 136,000 136,000
$ - $ 1,892,475 $ (614,007) $ 452,800 $ 136,000 $ 2,856,960
Services $ - $
- $ - $
-
$
- $
-
CapitalOutlay -
-
384,000
-
3,360,000
Total Expenditures $ - $
- $ - $
384,000
$
- $
3,360,000
Capital Outlay
2015
2016
2017
Replace 4 Light Duty Buses
$
384,000
$
- $
-
Replace 8 Heavy Duty Buses
-
-
3,360,000
Total Capital Outlay
$
384,000
$
- $
3,360,000
* See General Fund for Transit activity prior to 2013
61161
MET--1IATIAIA:iIall :FA I M1A0111121M01U]
The Wastewater Treatment fund accounts for the business -like operations of the City's
wastewater/sewer utility. The wastewater utility operates the City's waste treatment plant, the
sanitary sewer collection system, and the wastewater monitoring operations. The Wastewater
fund is primarily supported through user fees.
The wastewater operations are undergoing a major transformation. The City recently completed
expansion of the South Wastewater Plant and relocated the North Wastewater Treatment Plant
operations into the South Plant. The project cost was $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 spanned several years was completed in FY15.
Demolition and removal of the North Treatment Plant is currently underway at an estimated cost
of $6 million.
Reconstruction of the North River Corridor Trunk Sewer is scheduled for FY2016-2017 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 2016 and 2017 budgets each include a transfer of $2.4 million and $2.0 million,
respectively, for this project.
(1) FY15 and FY16 figures are estimated, FY12 is cash basis
The Wastewater fund's unassigned fund balance at FY14 year-end was fairly flat from FY13 at
approximately $14.1 million. In FY13, the Sewer Funds fund balance received 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 2014. These funds are restricted in
accordance with revenue bond covenants.
011
FY15 year-end unassigned fund balance is estimated to drop 43% from FY14 to $8 million.
This decrease was due to a $6 million loan to the capital projects fund for the demolition of the
North Wastewater Treatment Plant. This loan is being repaid with a State sales tax grant for
hazard mitigation removal projects. The loan payment schedule is as follows:
Year
Principal
Interest
Payment
Balance
Rate
2015
200,000
166,598
366,598
5,800,000
0.17%
2016
200,000
166,258
366,258
5,600,000
0.28%
2017
225,000
165,698
390,698
5,375,000
0.47%
2018
225,000
164,640
389,640
5,150,000
0.78%
2019
225,000
162,885
387,885
4,925,000
1.21%
2020
225,000
160,163
385,163
4,700,000
1.56%
2021
250,000
156,653
406,653
4,450,000
1.92%
2022
250,000
151,853
401,853
4,200,000
2.20%
2023
250,000
146,353
396,353
3,950,000
2.48%
2024
275,000
140,153
415,153
3,675,000
2.57%
2025
275,000
133,085
408,085
3,400,000
2.75%
2026
300,000
125,523
425,523
3,100,000
3.00%
2027
325,000
116,523
441,523
2,775,000
3.26%
2028
350,000
105,928
455,928
2,425,000
3.61%
2029
375,000
93,293
468,293
2,050,000
3.68%
2030
375,000
79,493
454,493
1,675,000
3.75%
2031
400,000
65,430
465,430
1,275,000
3.81%
2032
400,000
50,190
450,190
875,000
3.86%
2033
425,000
34,750
459,750
450,000
3.92%
2034
450,000
18,090
468,090
-
4.02%
6,000,000 2,403,553 8,403,553
In FY16, unassigned fund balance is expected to remain relatively flat as the Sewer Fund
continues to transfer over $3 million to capital improvement projects.
The Sewer fund also maintains restricted fund balance reserves due to its outstanding revenue
bonds. Bond covenant requirements are monitored annually on an accrual basis and reported
in the City's Consolidated Annual Financial Report. Restricted cash balance is expected to
decrease to $9.65 million in fiscal year 2016.
MA
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
includedff
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 FY16 budgeted revenue is estimated 3.6% lower than the FY15 estimate. The
decrease stems primarily from the decrease in revenue in FY14 actual revenue due to the
change from drought conditions to normal precipitation levels. No changes are proposed in the
FY16 budget to the City's sewer rate structure.
FY16 Estimated - $12,965,154
2% i%
■ Charges for Services
■ Use of Money &
Property
40 ■ Other
Use of Money & Property primarily consists of interest on investments. Interest earnings
include interest earned on the loan for the North Treatment Plant demolition.
OAK
Expenditures:
The FY16 budgeted expenditures are 1.6% lower than the estimated FY15 revised
expenditures. The decrease stems from the closure of the North Treatment Plant and from
lower capital outlays. 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.
46% of the Sewer Fund's expenditures are for debt service retirement.
FY16 Proposed - $10,268,609
■ Personnel
■ Services
■ Supplies
■ Capital Outlay
■ Debt Service
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 Water funds.
�reI
City of Iowa City
Wastewater Treatment (7200 - 7201)
Fund Summary
1) Same Fund Transfers required by bond covenants
'Fund Balance is Cash Balance for 2012, and July 1, 2013
RIdO
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Fund Balance', July 1
$ 24,863,582
$ 25,451,053
$ 24,137,050
$ 24,069,885
$ 17,892,588
S 17,739,133
Revenues:
Licenses And Permits
Misc Permits & Lic
$ 5,896
$ 6,604
$ 7,484
$ 6,604
$ 7,484
S 7,484
Intergovernmental
Disaster Assistance
-
-
2,923
-
-
-
Other State Grants
-
-
21,924
-
-
-
Use Of Money And Property
Interest Revenues
276,163
291,054
195,639
457,652
331,426
265,698
Royalties & Commiss
271
274
277
274
277
277
Charges For Fees And Services
Misc Charges For Svc
8,665
1,386
2,016
360
2,016
2,016
Wastewater Charges
12,548,976
12,889,204
12,555,994
12,889,204
12,555,993
12,555,993
Refuse Charges
3,421
-
1,223
1,026
1,223
1,223
Miscellaneous
Misc Merchandise
323
524
1,375
524
1,375
1,375
Other Misc Revenue
151,486
94,567
65,360
94,567
65,360
65,360
Other Financial Sources
Sale Of Assets
469
-
-
-
-
-
Sub -Total Revenues:
12,995,670
13,283,613
12,854,215
13,450,211
12,965,154
12,899,426
Transfers In:
Interfund Loans
-
-
-
200,000
200,000
225,000
1) Bond Ordinance Trans
6,488,050
4,581,311
4,570,067
4,559,962
4,488,036
4,431,246
Sub -Total Transfers In
6,488,050
4,581,311
4,570,067
4,759,962
4,688,036
4,656,246
Total Revenues & Transfers In
$ 19,483,720
$ 17,864,924
$ 17,424,282
$ 18,210,173
$ 17,653,190
$ 17,555,672
Expenditures:
Wastewater Administration
$ 1,759,669
$ 1,447,946
$ 1,616,982
$ 1,644,979
$ 1,648,538
$ 1,663,496
Wastewater Treatment Plant Ops
2,918,215
2,824,314
2,876,190
3,136,683
3,076,661
3,175,613
Lift Stations
-
-
-
361,934
237,529
247,540
Wastewater Collection Systems
869,541
839,205
754,414
619,388
610,762
706,386
Wastewater Debt Service
6,308,000
6,411,888
4,668,682
4,674,900
4,695,119
4,659,575
Sub -Total Expenditures
11,855,425
11,523,353
9,916,268
10,437,884
10,268,609
10,452,611
Transfers Out:
Capital Project Fund
529,740
4,584,177
3,005,112
3,389,624
3,050,000
2,500,000
1) Debt Service Funding
6,488,050
4,581,311
4,570,067
4,559,962
4,488,036
4,431,246
Interfund Loans
-
-
-
6,000,000
-
-
Operating Subsidy
23,034
23,784
-
-
-
-
Sub -Total Transfers Out
7,040,824
9,189,272
7,575,179
13,949,586
7,538,036
6,931,246
Total Expenditures & Transfers Out
$ 18,896,249
$ 20,712,625
$ 17,491,447
$ 24,387,470
$ 17,806,645
$ 17,383,857
Fund Balance', June 30
$ 25,451,053
$ 22,603,352
$ 24,069,885
$ 17,892,588
$ 17,739,133
$ 17,910,948
Change in Accounting Method
-
1,533,698
-
-
-
-
Adjusted Fund Balance', June 30
25,451,053
24,137,050
24,069,885
17,892,588
17,739,133
17,910,948
Restricted / Committed /Assigned
11,904,458
10,073,881
9,975,266
9,860,328
9,653,245
9,424,916
Unassigned Balance
$ 13,546,595
$ 14,063,169
$ 14,094,619
$ 8,032,260
$ 8,085,888
$ 8,486,032
% of Expenditures
72%
68%
81%
33%
45%
49%
1) Same Fund Transfers required by bond covenants
'Fund Balance is Cash Balance for 2012, and July 1, 2013
RIdO
IBJET-1IATIAIA:iIall :FA Iky,1 A► III go] »NAIIs] &'
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.
0.1
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.
• Flooding in 2013 revealed a compromised interceptor line along the east bank of the Iowa
River. Lining of this section is complete and will decrease infiltration, which will reduce
pumping costs.
• 18 out 26 division Staff are certified Treatment Plant Operators by the state of Iowa. The
staff collectively carriesl5 additional technical certifications.
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.
• Demolition of the North Plant will require careful environmental management to insure there
are no impacts from its long history on the site.
• A Nutrient Reduction Strategy/Feasibility report will be due, which will give direction to future
plans for complying with state-wide goals.
Staffing:
0M
FY2014
FY2015
FY2016 Proposed
Total FTE's
24.40
24.65
24.65
0M
Staffing Level Change Summary:
There are no staffing changes budgeted in fiscal year 2016. In fiscal year 2015, 25% of a new
Project Support Assistant was added to Wastewater Administration.
Service Level Change Summary:
The expansion of the South Wastewater Treatment Plant was completed during fiscal year
2015, and the North Wastewater Treatment Plant was closed. Engineering for demolition and
removal of the North Plant is currently in progress. The Sewer Fund provided a $6,000,000 in
fiscal year 2015 to the Capital Project Funds for this demolition.
Inter -fund loan payments from the Capital Project Funds from a State hazard mitigation grant
began in fiscal year 2015 also.
Financial Highlights:
The Wastewater Fund is budgeting transfers in fiscal year 2016 to the Capital Project Funds for
$2,400,000 for the Gateway Project, North Trunk Sewer replacement, $500,000 for annual
sewer main replacement, and $150,000 for clarifier repairs for a total transfer of $3,050,000.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal:
Healthy Neighborhoods, Strategic Economic Development
Goal
Activities, & Enhanced Communication and Marketing
Department Goal:
Protect the City's natural resources and waterways for
FY 2014
public health, recreation opportunities and development
Department Objective:
Meet or exceed DNR permit requirements for sanitary
97.7%
sewer systems
Performance Measures:
99.1%
Carbonaceous Biochemical Oxygen Demand (CBOD) — Percent Removal`
Total Suspended Solids (TSS) — Percent Removal`
Goal
FY 2011
Goal
FY 2011
FY 2012
FY 2013
FY 2014
97.3%
97.6%
98.0%
97.7%
97.8%
97.0%
99.1%
Total Suspended Solids (TSS) — Percent Removal`
Goal
FY 2011
FY 2012
FY 2013
FY 2014
98.0%
97.1%
97.3%
97.6%
97.8%
0.19]
Ammonia (NH3) — Percent Removal"
Goal
FY 2011
FY 2012
FY 2013
FY 2014
97.0%
91.9%
91.3%
96.7%
93.34%
Higher Number is Better
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 2015
FY 2011
FY 2012
FY 2013
FY 2014
Estimate
5
4
9
9
7
Sewer Jetting, Miles per Year`
Video Inspection, Miles per Year`
FY 2015
FY 2011
FY 2012
FY 2013
FY 2014
Estimate
40
39.1
45.5
47.5
49.5
Video Inspection, Miles per Year`
Higher Number is Better
" Lower Number is Better
0scl
FY 2015
FY 2011
FY 2012
FY 2013
FY 2014
Estimate
4.5
15.7
19.2
24.7
26.7
Higher Number is Better
" Lower Number is Better
0scl
City of Iowa City
Activity Summary
Activity: Wastewater Administration (720110) Fund: Wastewater Treatment (7200)
Division: Wastewater (720100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
$ 205,669 $
192,845
$ 207,561
$
228,826
$
Use Of Money And Property
245,908
Services
1,507,861
1,207,636
1,370,271
Interest Revenues
$ 276,163
$ 291,054 $
195,639
$ 457,652
$ 331,426
$ 265,698
Charges For Fees And Services
36,034
39,467
40,256
Capital Outlay
Wastewater Charges
12,548,566
12,880,269
12,540,069
12,880,269
12,540,068
12,540,068
Miscellaneous
Total Expenditures
$ 1,759,669 $
1,447,946
$ 1,616,982
$
1,644,979
Other Misc Revenue
-
941
14,775
941
14,775
14,775
Other Financial Sources
2015
2016
Asst Supt -Wastewater
1.00
Sale of Assets
429
-
-
-
-
-
Total Revenues
$ 12,825,158
$ 13,172,264 $
12,750,483
$ 13,338,862
$ 12,886,269
$ 12,820,541
Expenditures
Personnel
$ 205,669 $
192,845
$ 207,561
$
228,826
$
238,746 $
245,908
Services
1,507,861
1,207,636
1,370,271
1,350,119
1,350,325
1,377,332
Supplies
46,139
47,465
39,150
36,034
39,467
40,256
Capital Outlay
-
-
-
30,000
20,000
-
Total Expenditures
$ 1,759,669 $
1,447,946
$ 1,616,982
$
1,644,979
$
1,648,538 $
1,663,496
Personnel Services - FTE
2012
2013
2014
2015
2016
Asst Supt -Wastewater
1.00
1.00
1.00
1.00
1.00
Sr Clerk/Typist- Wastewater
0.50
0.50
0.50
0.50
0.50
Wastewater Superintendent
0.50
0.50
0.50
0.50
0.50
Project Support Assistant
-
-
-
0.25
0.25
Total Personnel
2.00
2.00
2.00
2.25
2.25
Capital Outlay
2015
2016
Laboratory Equipment
$
20,000
$
20,000
Total Capital Outlay
$
20,000
$
20,000
0-M
City of Iowa City
Activity Summary
Activity: Wastewater Treatment Plant Ops (720120) Fund: Wastewater Treatment (7200)
Division: Wastewater (720100) Department: Public Works
Revenues:
Licenses And Permits
Misc Permits & Licenses
Use Of Money And Property
Royalties & Commissions
Charges For Fees And Services
Misc Charges For Services
Refuse Charges
Miscellaneous
Misc Merchandise
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Chemist
Electrician -Wastewater
Electronics Tech - Wastewater
Laboratory Technician - WW
M. W. I - Wastewater Trtmt
Maint Operator - Wastewater
M.W. II -Wastewater Trtmnt Plnt
Sr M.W. - Wastewater Plant
Sr TPO - Wastewater
TPO - Wastewater Treatment
Total Personnel
Capital Outlay
Chip Seal Roads
Facility Repairs
Process Equipment
Total Capital Outlay
2012 2013
Actual Actual
271 274
8,665 1,386
3,421 -
2014 2015
Actual Revised
277 274
2,016 360
1,223 1,026
2016
2017
ludget
Projected
1,029,288
1,049,874
605,464
S
277
277
2,016
2,016
1,223
1,223
148,496 92,911 49,487 92,911 49,487 49,487
$ 160,853 $ 94,571 $ 53,003 $ 94,571 $ 53,003 $ 53,003
$ 1,357,737 $ 1,283,238 $ 1,322,599 $ 1,343,958 $ 1,441,899 $ 1,485,156
951,714
933,266
1,041,471
1,130,681
1,029,288
1,049,874
605,464
489,887
505,337
467,044
505,474
515,583
3,300
117,923
6,783
195,000
100,000
125,000
$ 2,918,215 $
2,824,314
$ 2,876,190
$ 3,136,683 $
3,076,661 $
3,175,613
2012
2013
2014
2015
2016
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
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
2.00
3.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
4.00
4.00
4.00
4.00
18.00
18.00
16.00
17.00
17.00
0.11
2015 2016
$ - $ 60,000
175,000 -
20,000 40,000
$ 195,000 $ 100,000
City of Iowa City
Activity Summary
Activity: Lift Stations (720130) Fund: Wastewater Treatment (7200)
Division: Wastewater (720100) Department: Public Works
Revenues:
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Capital Outlay
Lift Station Process Instruments
Total Capital Outlay
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Proiecl
197,934 76,029 78,310
11,500 11,500 11,730
152,500 150,000 157,500
$ - $ - $ - $ 361,934 $ 237,529 $ 247,540
REill
2015 2016
$ 152,500 $ 150,000
$ 152,500 $ 150,000
City of Iowa City
Activity Summary
Activity: Wastewater Collection Systems (720140) Fund: Wastewater Treatment (7200)
Division: Wastewater (720100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Misc Permits & Licenses
Intergovernmental
Disaster Assistance
Other State Grants
Charges For Fees And Services
Wastewater Charges
Miscellaneous
Misc Merchandise
Other Misc Revenue
Other Financial Sources
Sale Of Assets
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
M.W. III -Wastewater Collect.
M.W. II -Wastewater Trtmnt Plnt
Sr M.W. - Wastewater Collection
Total Personnel
Capital Outlay
Inflow & Infiltration Repair
Total Capital Outlay
S 5,896 $
6,604 $
7,484 $
6,604 $
7,484 S
7,484
-
-
2,923
-
-
-
-
-
21,924
-
-
-
410
8,935
15,925
8,935
15,925
15,925
323
524
1,375
524
1,375
1,375
2,990
715
1,098
715
1,098
1,098
40
-
-
-
-
-
$ 9,659 $
16,778 $
50,729 $
16,778 $
25,882 $
25,882
$ 444,148 $ 412,998 $ 435,925 $ 503,203 $ 450,913 $ 464,440
187,941 205,339 224,749 24,078 36,063 36,784
55,748 38,251 48,441 42,107 68,786 70,162
181,704 182,617 45,299 50,000 55,000 135,000
$ 869,541 $ 839,205 $ 754,414 $ 619,388 $ 610,762 $ 706,386
2012 2013 2014 2015 2016
1.80 1.80 1.80 1.80 1.80
2.70 2.70 3.70 2.70 2.70
0.90 0.90 0.90 0.90 0.90
5.40 5.40 6.40 5.40 5.40
2015 2016
$ 50,000 $ 55,000
$ 50,000 $ 55,000
0.1.1
City of Iowa City
Activity Summary
Activity: Wastewater Debt Service (720800) Fund: Wastewater Treatment (7200)
Division: Wastewater (720100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues
Transfers In:
Bond Ordinance Trans
Total Revenues & Transfers In
Expenditures:
Other Financial Uses
Revenue Bonds Principal
& Interest Payments
Total Expenditures
$ - $ - $ - $ - $ - S -
6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 4,431,246
$ 6,488,050 $ 4,581,311 $ 4,570,067 $ 4,559,962 $ 4,488,036 $ 4,431,246
$ 6,308,000 $ 6,411,888 $ 4,668,682 $ 4,674,900 $ 4,695,119 $ 4,659,575
$ 6,308,000 $ 6,411,888 $ 4,668,682 $ 4,674,900 $ 4,695,119 $ 4,659,575
0.111
Sewer Revenue Bonds
Outstanding Debt Obligation at June 30, 2015
Summary by Individual Issue
Fiscal Year
Debt Service Payments
Principal
Amount of
Debt Paid
Outstanding
Issue / Use of Funds
in Full
FY2015
FY2016
FY2017
Issue
2008C Sewer Revenue Refunding
24,280,000
2023
14,345,000
2,464,438
2,482,594
2,468,350
of Series 1996, 1997 and 1999 Revenue Bonds
2009A Sewer Refunding
8,660,000
2026
6,760,000
784,163
786,325
786,525
of Series 2000 Revenue Bonds
2010A Sewer Revenue Refunding
15,080,000
2021
7,480,000
1,426,300
1,426,200
1,404,700
of Series 2001 and 2002 Revenue Bonds
Total Sewer Revenue Bonds:
28,585,000
4,674,900
4,695,119
4,659,575
H:L]
391
Sewer Revenue Bonds - Summary
Debt Repayment Schedule
Fiscal
Year
Principal
Payments
Interest
Total
Paid by Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
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 1
740,000 1
57,250 1
797,250
797,250
1,515,000
2026
775,000
19,375
794,375
794,375
775,000
Totals
28,585,000
5,306,556
33,891,556
33,891,556
391
$24.28 Million Sewer Revenue Refunding Capital Loan Notes, Series 2008C:
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 in the amounts of $12.65, $7.6 and $4.56 million,
respectively.
Fiscal
Year
Principal
Payments
Interest
Total
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
2016
1,885,000
597,594
2,482,594
2,482,594
14,345,000
3.75%
2017
1,945,000
523,350
2,468,350
2,468,350
12,460,000
4.00%
2018
2,035,000
443,750
2,478,750
2,478,750
10,515,000
4.00%
2019
2,095,000
361,150
2,456,150
2,456,150
8,480,000
4.00%
2020
2,205,000
264,125
2,469,125
2,469,125
6,385,000
5.00%
2021
1,775,000
164,625
1,939,625
1,939,625
4,180,000
5.00%
2022
1,850,000
74,000
1,924,000
1,924,000
2,405,000
5.00%
2023
555,000
13,875
568,875
568,875
555,000
5.00%
I
Totals
14,345,000
--[---------
2,442,469
16,787,469
16,787,469
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
41%
$8.660 Million Sewer Revenue Refunding Capital Loan Notes, Series 2009A:
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 in the amount of $9.22 million.
Fiscal
Year
Principal
Payments
Interest
Total
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
2016
485,000
301,325
786,325
786,325
6,760,000
4.00%
2017
505,000
281,525
786,525
786,525
6,275,000
4.00%
2018
525,000
260,925
785,925
785,925
5,770,000
4.00%
2019
550,000
238,050
788,050
788,050
5,245,000
4.50%
2020
575,000
212,738
787,738
787,738
4,695,000
4.50%
2021
605,000
186,188
791,188
791,188
4,120,000
4.50%
2022
635,000
158,288
793,288
793,288
3,515,000
4.50%
2023
665,000
127,375
792,375
792,375
2,880,000
5.00%
2024 1
700,000
93,250
793,250
793,250
2,215,000
5.00%
2025
740,000
57,250
797,250
797,250
1,515,000
5.00%
2026
775,000
19,375
794,375
794,375
775,000
5.00%
Totals
6,760,000
1,936,288
8,696,288
8,696,288
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
41191
$15.08 Million Sewer Revenue Refunding Capital Loan Notes, Series 2010C:
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 in the amounts of $10.25 and $5.99 million,
respectively.
Fiscal
Year
Payments
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Principal Interest Total
2016
1,150,000
276,200 1,426,200
1,426,200
7,480,000
4.00%
2017
1,175,000
229,700 1,404,700
1,404,700
6,330,000
4.00%
2018
1,215,000
181,900 1,396,900
1,396,900
5,155,000
4.00%
2019
1,270,000
132,200 1,402,200
1,402,200
3,940,000
4.00%
2020
1,310,000
80,600 1,390,600
1,390,600
2,670,000
4.00%
2021
1,360,000
27,200 1,387,200
1,387,200
1,360,000
4.00%
Totals
7,480,000
927,800 8,407,800
8,407,800
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
4*11
NIA
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 FY14 was approximately
$7.36 million. Though user fees are currently sufficient to cover annual operating costs,
they are insufficient to cover capital project expenditures, and the fund has a downward
trend in fund balance. The financial plan 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 represented accrued water fee revenues
at year-end.
Fund Balance (1)
510,000,000
59,000,000
58,000,000
57,000,000
56,000,000
55,000,000
54,000,000
53,000,000 —
52,000,000
51,000,000
$0
j1Z�6,800 FV13 FY14 FY15 FY16
■ $8,733,754 $7,988,e59 $7,365,753 $7,487,852 ,0Unassigned07
(1) FY15 and FY16 figures are estimates, FY12 is cash basis
FY15 year-end unassigned fund balance is estimated to increase 1.66% compared to
FY14. The Water Fund's fund balance has declined steadily since fiscal year 2010. The
5% rate increase coupled with less capital project spending explains the slight increase
in FY15 fund balance. The FY16 unassigned fund balance is estimated to decrease
another 9.2% from FY15. Although there is another 5% rate increase in FY16, capital
program spending is expected to increase again.
The Water fund will have an estimated $4.22 million in restricted fund balance at the end
of FY16 for revenue bond covenants.
431
Revenues:
The Water Division is funded by water user fees, per the current schedule:
Minimum Monthly Charge (MMC) Minimum Usage Rates
5/8 (residential)
$6.73
$7.07
First 100/mo.
MMC (varies)
MMC (varies)
3/4
$7.35
$7.72
101-3,000/mo.
$3.14/100 cu. ft.
$3.301100 cu. ft.
1
1 %
2
3
$8.67
$17.29
$23.25
$42.96
$9.10
$18.15
$24.4111111111111
$45.11
3,001 and over
$2.26/100 cu. ft.
$2.371100 cu. ft.
First 100/mo.
1
MMC (varies)
MMC (varies)
4
$74.94
$78.69
Over 101/mo.
$3.14/100cu.ft.
$3.30/100cu.ft.
6
$150.79
$158.33
A flat 5% rate increase was adopted 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 99% of Water
operations are funded through charges for services. The estimated change in revenues
from FY15 to FY16 is a 1.8% increase, which is based on quantities used during FY14
and the new rates. FY14 was a normal precipitation year. FY15 budgeted revenues
were based on revenues from FY13 which was a drought year and quantities sold were
higher.
Use of Money & Property primarily consists of interest on investments.
FY16 Estimated - $9,412,456
Lou
ON
■ Charges for Fees &
Services
■ Use of Money & Property
■Misc Revenue
Expenditures:
The adopted FY16 expenditures are 2.7% higher than the FY15 revised expenditures.
Personnel costs account for 33% of the Water funds expenditures while debt service
accounts for 23% of the fund's expenditures. The largest increase in the expenditure
type from FY15 to FY16 is in the capital outlay. Capital outlay expenditures increased
from $514,820 to $747,725 from FY15 to FY16 which is an increase of 45.2%. This is
due to an increase in water main breaks and repairs.
FY16 Proposed - $8,423,501
■PeI'snunel
■ Servk es
■ Supplies
-Capital Outlay
■ Debt Seral[e
6%
Other financing uses include transfers out of $1,346,500 for capital improvement
projects.
GRIM
City of Iowa City
Water (7300 - 7301)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance', July 1 $ 14,268,644 $ 17,950,722 $ 12,138,269 $ 11,541,132 $ 11,682,431 $ 11,018,086
Revenues:
Use Of Money And Property
Interest Revenues
Rents
Royalties & Commiss
Intergovernmental
Fed Intergovnt Rev
Disaster Assistance
Other State Grants
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
$ 567,240 $ 144,268 $
- 1,000
846 913
153,347 $ 144,253 $ 130,169 $ 130,169
750 1,000 750 750
723 913 723 723
2,849 - - - - -
317 -
- - 3,653 - - -
8,225,837 8,673,278 8,442,246 9,081,670 9,265,018 9,265,018
16
12
13
-
-
-
5,135
12,350
8,537
12,350
8,537
8,537
4,000
2,000
2,000
2,000
2,000
2,000
2,236
143,303
5,259
370
5,259
5,259
4,989,908
-
-
-
-
-
729
16,325
11,055
-
-
-
13,799,113
8,993,449
8,627,583
9,242,556
9,412,456
9,412,456
Transfers In:
1) Bond Ordinance Transfers In
2,085,268
1,996,115
2,010,315
2,008,715
2,010,716
2,020,178
Misc Transfers In
-
16,878
-
-
-
-
Sub -Total Transfers In
2,085,268
2,012,993
2,010,315
2,008,715
2,010,716
2,020,178
Total Revenues & Transfers In
$
15,884,381
$ 11,006,442 $
10,637,898
$
11,251,271
$
11,423,172
$
11,432,634
Expenditures:
Water Administration
$
1,319,931
$ 1,209,463 $
1,178,390
$
1,249,557
$
1,442,472
$
1,474,010
Water Treatment Plant Ops
1,846,513
1,935,659
1,989,276
2,262,052
2,258,399
2,270,044
Water Distribution System
1,248,509
1,248,942
1,410,846
1,377,978
1,527,193
1,554,764
Water Customer Service
1,207,553
1,099,863
1,109,258
1,250,130
1,150,856
1,172,088
Water Public Relations
71,973
67,769
55,724
70,400
57,365
58,948
Water Debt Service
2,061,497
7,063,088
1,984,946
1,989,515
1,987,216
1,987,946
Sub -Total Expenditures
7,755,976
12,624,784
7,728,440
8,199,632
8,423,501
8,517,800
Transfers Out:
Capital Project Fund
567,560
2,078,787
1,151,955
568,400
1,346,500
1,145,000
1) Debt Service Funding
2,085,268
1,996,115
2,010,315
2,008,715
2,010,716
2,020,178
GO Bond Abatement
1,770,465
360,457
344,325
333,225
306,800
300,900
Operating Subsidy
23,034
23,784
-
-
-
-
Sub -Total Transfers Out
4,446,327
4,459,143
3,506,595
2,910,340
3,664,016
3,466,078
Total Expenditures &Transfers Out
$
12,202,303
$ 17,083,927 $
11,235,035
$
11,109,972
$
12,087,517
$
11,983,878
Fund Balance', June 30
$
17,950,722
$ 11,873,237 $
11,541,132
$
11,682,431
$
11,018,086
$
10,466,842
Change in Accounting Method
-
265,032
-
-
-
-
Adjusted Fund Balance', June 30
17,950,722
12,138,269
11,541,132
11,682,431
11,018,086
10,466,842
Restricted / Committed /Assigned
9,216,968
4,150,010
4,175,379
4,194,579
4,218,079
4,250,311
Unassigned Balance
$
8,733,754
$ 7,988,259 $
7,365,753
$
7,487,852
$
6,800,007
$
6,216,531
% of Expenditures
72%
47%
66%
67%
56%
52%
1) Same Fund Transfers required by bond covenants
`Fund Balance is Cash Balance for 2012 and July 1, 2013
01..1
NIA IACZO]aA01TAIIs] ►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.
Customer Service
Nearly 26,000 service accounts are read and billed monthly.
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.
41111
HIGHLIGHTS
• Consultant selection 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. This 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.
• Electrical efficiency study collaborating
with MidAm focused on High Service
pumping and Distribution efficiency
resulting in a new High Service Pump
Control System.
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
• Maintaining and upgrading aging plant
/system computer control hardware &
software
• Planning and implementation of
pressure zones as the City water
system continues to grow.
• Planning and implementing climate
variation programs and projects
:ria
FY2014
FY2015
FY2016 Proposed
Total FTE's
31.75
32.00
32.00
:ria
Staffing Level Change Summary:
25% of a Project Support Assistant position was added in Water Administration in the fiscal year
2015 budget.
Service Level Changes for FY2015:
• Water rate increases were approved for capital improvement program funding in both fiscal
years 2015 and 2016. Each year was a 5% across-the-board increase.
• Continued expansion of the student operator program where students are hired to train and
develop skills as water operators.
Financial Highlights:
Capital outlay in the Water Distribution activity was increased to $500,000 to include additional
funds for water main break repairs, saddler service replacement, fire hydrant repairs and
replacement, and valve repairs. These additional funds are intended to provide additional
maintenance and repairs to the water distribution system. Some of these expenses were also
recategorized from supplies into capital outlay as part of these programs.
Capital outlay in the Water Customer Service activity was reduced from $309,320 to $205,725
due to reduced spending for radio read devices. This reduction is due to the completion of
converting the water meters throughout the city from manual read to radio read. This will be
completed during fiscal year 2015.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Strategic Economic Development Activities
Department Goal: Ensure the water distribution system delivers high quality
water in sufficient quantities to meet development
opportunities.
Department Objective: Use Comprehensive Distribution Plan to ensure distribution
system will meet current and future water demand. This
includes: pressure zoning; asset management;
rehabilitation and replacement model and plan; and the
GIS migration plan.
rr1y
Performance Measures:
Water Pumped (millions of gallons)
FY 2011
FY 2012
FY 2013
FY 2014
10 Year
Average
1,989.3
2,008.2
2,031.6
2,058.7.6
2,028.1
New Water Main (feet)
Water Main Replaced (feet)
Miles of Main
FY 2011
FY 2011
FY 2012
FY 2013
FY 2014
Subdivisions
2,627
5,745
4,444
8,010
Projects
0
4,823
251
0
Water Main Replaced (feet)
Miles of Main
FY 2011
FY 2012
FY 2013
FY 2014
3,393
3,807
8,435
5,887
FY 2011
FY 2012
FY 2013
FY 2014
261
262
263
264
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Ensure high quality water is supplied in abundant
quantities to the residents of Iowa City.
Department Objective: Surpass EPA water quality standards and minimize service
disruptions.
Performance Measures:
Bacterial Samples
Goal
FY 2011
FY 2012
FY 2013
FY 2014
840
890
920
948
1,013
Main Breaks
Service Work Orders
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011
FY 2012
FY 2013
FY 2014
10 Year
FY 2011
FY 2012
FY 2013
FY 2014
Average
56
57
95
98
66
Service Work Orders
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011
FY 2012
FY 2013
FY 2014
3,691
5,441
3,596
3,192
A Solid Financial Foundation
Efficiently distribute high quality water to a growing city.
Identify energy and leak efficiency opportunities.
Non -Account Water Percentage
HSS]
10 Year
FY 2011
FY 2012
FY 2013
FY 2014
Average
11.0%
8.3%
7.1%
11.9%
8.3%
HSS]
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
FY 2014
3,240
3,316
3,372
3,390
Number of Hydrants Flushed
FY 2011
FY 2012
FY 2013
FY 2014
3,899
4,000
3,970
985
EDD
City of Iowa City
Activity Summary
Activity: Water Administration (730110) Fund: Water (7300)
Division: Water (730100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues
$
567,240
$
144,253
$ 153,347
$
144,253
$
130,169
$
130,169
Royalties & Commiss
846
913
723
913
723
723
Charges For Fees And Services
Water Charges
7,805,858
8,261,741
8,027,042
8,670,133
8,849,814
8,849,814
Miscellaneous
Printed Materials
16
12
13
-
-
-
Intra -City Charges
4,000
2,000
2,000
2,000
2,000
2,000
Other Misc Revenue
494
2,377
5,259
370
5,259
5,259
Other Financial Sources
Sale Of Assets
729
98
-
-
-
-
Transfers In:
Misc Transfers In
-
16,878
-
-
-
-
Total Revenues & Transfers In
$
8,379,183
$
8,428,272
$ 8,188,384
$
8,817,669
$
8,987,965
$
8,987,965
Expenditures:
Personnel
$
238,090
$
236,466
$ 247,331
$
260,848
$
268,847
$
276,912
Services
1,074,857
968,897
926,862
981,017
1,170,047
1,193,448
Supplies
4,717
4,100
4,197
7,692
3,578
3,650
Capital Outlay
2,267
-
-
-
-
-
Total Expenditures
$
1,319,931
$
1,209,463
$ 1,178,390
$
1,249,557
$
1,442,472
$
1,474,010
Personnel Services - FTE
2012
2013
2014
2015
2016
Asst Supt -Water
1.00
1.00
1.00
1.00
1.00
Water Superintendent
1.00
1.00
1.00
1.00
1.00
Project Support Assistant
-
-
-
0.25
0.25
Total Personnel
2.00
2.00
2.00
2.25
2.25
Ellou
City of Iowa City
Activity Summary
Activity: Water Treatment Plant Ops (730120) Fund: Water (7300)
Division: Water (730100) Department: Public Works
Expenditures
Personnel
2012
2013
2014 2015
2016
2017
959,682
Actual
Actual
Actual Revised
Budget
Projected
Revenues:
872,849
Supplies
325,315
357,683
394,793
Intergovernmental
428,935
437,514
Capital Outlay
2,643
5,455
Other State Grants
S - $
-
$ 3,653 $ -
$ - S
-
Charges For Fees And Services
$ 1,989,276
$ 2,262,052 $
2,258,399 $
2,270,044
1.00
Water Charges
-
-
156 -
156
156
Miscellaneous
11.50
11.50
10.50
10.50
10.50
Other Misc Revenue
1,742
140,926
- -
-
-
Other Financial Sources
$
- $
35,000
Sale of Assets
-
362
- -
-
-
Total Revenues
$ 1,742 $
141,288
$ 3,809 $ -
$ 156 $
156
Expenditures
Personnel
$ 847,317 $
873,952
$ 907,108
$ 930,281 $
931,730 $
959,682
Services
671,238
698,569
672,305
895,276
855,734
872,849
Supplies
325,315
357,683
394,793
421,495
428,935
437,514
Capital Outlay
2,643
5,455
15,070
15,000
42,000
-
Total Expenditures
$ 1,846,513 $
1,935,659
$ 1,989,276
$ 2,262,052 $
2,258,399 $
2,270,044
Personnel Services - FTE
2012
2013
2014
2015
2016
Laboratory Technician -Water
0.50
0.50
0.50
0.50
0.50
Maintenance Operator -Water
4.00
4.00
3.00
3.00
3.00
M.W.I- Water Plant
1.00
1.00
1.00
1.00
1.00
Sr. M.W. Water Plant
1.00
1.00
1.00
1.00
1.00
Sr. T.P.O.-Water
1.00
1.00
1.00
1.00
1.00
T.P.O.- Water
4.00
4.00
4.00
4.00
4.00
Total Personnel
11.50
11.50
10.50
10.50
10.50
Capital Outlay
2015
2016
Fire Alarm Panel replacement
$
- $
35,000
Ammonia Room heat system
-
7,000
Replace Power Mixer
15,000
-
Total Capital Outlay
$
15,000 $
42,000
CIrP]
City of Iowa City
Activity Summary
Activity: Water Distribution System (730130) Fund: Water (7300)
Division: Water (730100) Department: Public Works
Revenues:
Use Of Money And Property
Rents
Intergovernmental
Fed Intergovnt Rev
Disaster Assistance
Charges For Fees And Services
Water Charges
Miscellaneous
Sale of Assets
Misc Merchandise
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
M. W. II -Water Distribution
M. W. III - Water Distribution
Sr. M.W. - Water Distribution
Water Engineer
Utilities Technician - Water
Total Personnel
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Project
2,849
317
80,239
1,000 $ 750 $
72,437 77,048
1,000 $ 750 S
72,437 77,048
750
77,048
- - 11,055 - - -
4,384 10,785 5,377 10,785 5,377 5,377
$ 87,789 $ 84,222 $ 94,230 $ 84,222 $ 83,175 $ 83,175
$ 676,380 $ 669,959 $ 718,663 $ 786,149 $ 702,708 $ 723,789
183,895 193,581 219,441 211,089 270,245 275,650
179,872 128,887 110,761 174,240 54,240 55,325
208,362 256,515 361,981 206,500 500,000 500,000
$ 1,248,509 $ 1,248,942 $ 1,410,846 $ 1,377,978 $ 1,527,193 $ 1,554,764
2012
2013
2014
2015
2016
4.00
4.00
4.00
4.00
4.00
2.00
2.00
2.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
-
-
-
1.00
1.00
1.00
1.00
1.00
-
-
8.00 8.00 8.00 8.00 8.00
Capital Outlay 2015 2016
Water main repairs -contracted improvment $ 206,500 $ 500,000
Total Capital Outlay $ 206,500 $ 500,000
E1rrn
City of Iowa City
Activity Summary
Activity: Water Customer Service (730140) Fund: Water (7300)
Division: Water (730100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
$ 757,364 $
758,713
$ 753,876
$
795,758
Charges For Fees And Services
805,469 $
829,633
Services
128,038
130,806
Water Charges
$ 339,740 $ 339,100 $
338,000 $
339,100 $
338,000 S
338,000
Miscellaneous
12,380
12,661
11,665
23,823
Misc Merchandise
751 1,565
3,160
1,565
3,160
3,160
Other Financial Sources
309,320
205,725
200,000
Sale Of Assets
- 15,865
-
-
-
-
Total Revenues
$ 340,491 $ 356,530 $
341,160 $
340,665 $
341,160 $
341,160
Expenditures
Personnel
$ 757,364 $
758,713
$ 753,876
$
795,758
$
805,469 $
829,633
Services
128,038
130,806
107,787
121,229
118,602
120,974
Supplies
12,380
12,661
11,665
23,823
21,060
21,481
Capital Outlay
309,771
197,683
235,930
309,320
205,725
200,000
Total Expenditures
$ 1,207,553 $
1,099,863
$ 1,109,258
$
1,250,130
$
1,150,856 $
1,172,088
Personnel Services - FTE
2012
2013
2014
2015
2016
Building Inspector
1.00
1.00
1.00
1.00
1.00
Customer Service Coord
1.00
1.00
1.00
1.00
1.00
M. W. II -Water Service
2.00
2.00
2.00
2.00
2.00
M. W. III -Water Service
1.00
1.00
1.00
1.00
1.00
M.W. I - Meter Reader
1.00
1.00
1.00
1.00
1.00
M.W. I -Water Customer Service
3.00
3.00
3.00
3.00
3.00
Water Services Clerk
1.75
1.75
1.75
1.75
1.75
Total Personnel
10.75
10.75
10.75
10.75
10.75
Capital Outlay
2015
2016
Radio read devices
$
110,150
$
20,725
Water Meters
199,170
185,000
Total Capital Outlay
$
309,320
$
205,725
C[1&1
City of Iowa City
Activity Summary
Activity: Water Public Relations (730150) Fund: Water (7300)
Division: Water (730100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Public Info/Ed Coord - Pub Wks
Total Personnel
S - $ - S - $ - $ - S -
S - $ - $ - $ - $ - S -
$ 40,582 $
40,605 $
41,926 $
42,608 $
43,520 $
44,826
30,522
26,370
13,521
27,038
13,588
13,860
869
794
277
754
257
262
$ 71,973 $
67,769 $
55,724 $
70,400 $
57,365 $
58,948
2012
2013
2014
2015
2016
0.50 0.50 0.50 0.50 0.50
0.50 0.50 0.50 0.50 0.50
Activity Summary
Activity: Water Debt Service (730800) Fund: Water (7301)
Division: Water (730100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budoet Projected
Revenues:
Use Of Money And Property
Interest Revenues
Other Financial Sources
Debt Sales
Transfers In:
Bond Ordinance Transfers In
Total Revenues & Transfers In
Expenditures:
Services
Other Financial Uses
Revenue Bonds Principal
& Interest Payments
Total Expenditures
$ - $ 15 $ - $ - $ - $
4,989,908 - - - - -
2,085,268 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178
$ 7,075,176 $ 1,996,130 $ 2,010,315 $ 2,008,715 $ 2,010,716 $ 2,020,178
$ 88 $ 12,810 $ - $ - $ - $ -
2,061,409 7,050,278 1,984,946 1,989,515 1,987,216 1,987,946
$ 2,061,497 $ 7,063,088 $ 1,984,946 $ 1,989,515 $ 1,987,216 $ 1,987,946
CUM
Water Revenue Bonds
Outstanding Debt Obligation at June 30, 2015
Summary by Individual Issue
Fiscal Year
Debt Service Payments
Debt Paid
Principal
Issue / Use of Funds
Amount of
in Full
Outstanding
FY2015
FY2016
FY2017
Issue
2008 Water Revenue Refunding
7,115,000
2025
4,920,000
601,925
602,838
602,694
of 1999B Capital Loan Notes
2009 Water Revenue Refunding
9,750,000
2026
7,410,000
847,538
846,338
844,338
of Series 2000 Revenue Bonds
2012C Water Revenue Refunding
4,950,000
2023
4,035,000
540,053
538,040
540,915
of Series 2002 Revenue Bonds
otal -Water Revenue Bonds
16,365,000
1,989,515
1,987,215
1,987,946
$7.115 Million Water Revenue Refunding Capital Loan Notes, Series 20081):
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 in the amount of $7.045 million.
Fiscal
Year
Payments
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Principal Interest Total
2016
410,000
192,838
602,838
602,838
4,920,000
3.500%
2017
1 425,000
177,694
602,694
602,694
4,510,000
3.750%
2018
445,000
160,825
605,825
605,825
4,085,000
4.000%
2019
460,000
142,725
602,725
602,725
3,640,000
4.000%
2020
475,000
124,025
599,025
599,025
3,180,000
4.000%
2021
495,000
104,625
599,625
599,625
2,705,000
4.000%
2022
515,000
84,103
599,103
599,103
2,210,000
4.125%
2023
540,000
62,006
602,006
602,006
1,695,000
4.250%
2024
565,000
38,172
603,172
1 603,172
1 1,155, 000
4.375%
2025
1 590,000 1
12,906
602,906
602,906
590,000
4.375%
Totals
4,920,000
1,099,919
6,019,919
6,019,919
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
411
$9.750 Million Water Revenue Refunding Capital Loan Notes, Series 200913:
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 in the amount of $9.895 million.
Fiscal
Year
Principal
Payments
Interest
Total
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
2016
540,000
306,338
846,338
846,338
7,410,000
4.000%
2017
560,000
284,338
844,338
844,338
6,870,000
4.000%
2018
585,000
261,438
846,438
846,438
6,310,000
4.000%
2019
610,000
237,538
847,538
847,538
5,725,000
4.000%
2020
635,000
212,638
847,638
847,638
5,115,000
4.000%
2021
665,000
185,806
850,806
850,806
4,480,000
4.250%
2022
695,000
156,038
851,038
851,038
3,815,000
4.500%
2023
725,000
124,088
849,088
849,088
3,120,000
4.500%
2024
760,000
90,675
850,675 1
850,675
2,395,000
4.500%
2025
800,000
55,575
855,575
855,575
1,635,000
4.500%
2026
835,000
18,788
853,788
853,788
835,000
4.500%
Totals
7,410,000
1,933,256
9,343,256
9,343,256
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
EAK
2012 $4.95 Million Water Revenue Refunding Bond, Series 2012C:
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 that will be called July 1, 2012
Payments
Fiscal
Year Principal Interest Total
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
2016 470,000 68,040 538,040
538,040
4,035,000
1.500%
2017 480,000 60,915 540,915
540,915
3,565,000
1.500%
2018 490,000 53,640 543,640
543,640
3,085,000
1.500%
2019 495,000 46,253 541,253
541,253
2,595,000
1.500%
2020 510,000 37,440 547,440
547,440
2,100,000
2.000%
2021 520,000 27,140 547,140
547,140
1,590, 000
2.000%
2022 530,000 16,640 546,640
546,640
1,070,000
2.000%
2023 540,000 5,670 545,670
545,670
540,000
2.100%
Totals 4,035,000 315,738 4,350,738
4,350,738
Ew
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
413
HEI
Water Revenue Bonds - Summary
Debt Repayment Schedule
by Fiscal Year
rincipal
Payments
Interest Total
Paid by Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
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 1,458,481
1,458,481
2,225,000
2026
835,000
18,788 853,788
853,788
835,000
Totals
16,365,000
3,348,913 19,713,913
19,713,913
HEI
Iall :1111+y:9d0]44x01Is] 01111101W
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, 2014 was $890,410, a 23.77%
increase from FY13. The increase primarily stems from an increase in bulky item and yard
waste fees in FY14. In FY13, there was 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.
(1) FYI b and F r lti figures are estimates, FYI Z is cash basis
FY15 fund balance is projected to decrease by 9.98% which includes a proposed refuse fee
increase of $.40 per month. The decrease is due to a $100,000 transfer to the capital
improvement program for the relocation of the garbage truck washout station to the new public
works facility site.
The Refuse Collection fund has no restricted or assigned fund balances.
Revenue:
The Refuse Collection operations are funded primarily by user fees. The following schedule
presents current user fees and the current FY15 fees. There are additional fees not listed,
including the pickup of tires, TVs, and computer monitors. The FY16 budget does not propose
any changes to refuse collection fees.
Current
Garbage Collection $11.80
Curbside Recycling per Unit $4.10
Elm
Appliance Collection
$20.00
Bulky Item Pickup:
First item
$12.50
Additional items
$6.00
Yard Waste:
Per bag
$1.25
Annual sticker
$25.00
Refuse charges for services fund nearly 100% of refuse collection operations. General use
permits and interest on investments comprise less than 1 % of Refuse Collection estimated
revenue. FY16 revenue is estimated at 1.3% higher than FY15 estimated revenue.
FY16 Estimated - $3,057,022
■ Charges for Services
■ All otlhers
100%
Expenditures:
The FY16 adopted budget represents a 2.7% increase from FY15 estimated expenditures. The
increase is predominantly from increases in landfill charges and the cost to implement a
commingled recycling program. Capital outlay costs include the purchase of refuse carts and
lids and total only 1% of the operating budget.
FY16 Proposed - $3,088,438
2% 1%
■ Personnel
■ Services
■ Supplies
46 ■ Capital Outlay
CiR]
Fund Balance', July 1
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
City of Iowa City
Refuse Collection (7400)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 461,736 $ 487,466 $ 719,427 $ 890,410 $ 801,587 S 770,171
$ 4,150 $ 5,500 $ 6,325 $ 5,500 $ 6,325 $ 6,325
661 1,131 1,095 1,131 357 357
2,953,846 2,936,096 3,050,189 3,009,096 3,050,190 3,100,190
29 2,309 150 2,255 150 150
$ 2,958,686 $ 2,945,036 $ 3,057,759 $ 3,017,982 $ 3,057,022 $ 3,107,022
$ 509,411 $
530,439 $
509,622
$ 514,763 $
501,735 $
513,672
1,266,536
1,268,670
1,208,826
1,286,089
1,296,257
1,329,543
338,974
276,988
326,884
303,344
340,582
349,033
633,688
658,437
688,554
728,641
765,233
785,301
184,347
195,400
152,890
173,968
184,631
189,636
2,932,956
2,929,934
2,886,776
3,006,805
3,088,438
3,167,185
- 56,000 - 100,000 - 700,000
- 56,000 - 100,000 - 700,000
Total Expenditures & Transfers Out $ 2,932,956 $ 2,985,934 $ 2,886,776 $ 3,106,805 $ 3,088,438 $ 3,867,185
Fund Balance', June 30
$ 487,466 $
446,568 $
890,410 $
801,587 $
770,171 $
10,008
Change in Accounting Method
-
272,859
-
-
-
-
Adjusted Fund Balance', June 30
487,466
719,427
890,410
801,587
770,171
10,008
Restricted / Committed /Assigned
-
-
-
-
-
-
Unassigned Balance
$ 487,466 $
719,427 $
890,410 $
801,587 $
770,171 $
10,008
% of Expenditures
17%
24%
31%
26%
25%
0%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
:7 :1 11 9 MKi] I4:18A I IsL [e]» 01TA I [e7► 6'?
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 15,331 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 a 0.33 FTE Streets/Solid Waste
Superintendent, an Assistant Superintendent, and a 0.33 FTE Streets/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 14,750 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
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
residents 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 multiple unit
dwelling of 4 units or fewer.
White Goods/Bulky Items
Customers may call the Solid Waste Division (319) 356-5180 to schedule special item
collection; additional fees apply. Items available for pickup include furniture, electronics,
appliances, and tires. Usable furniture in good condition may also be donated to Habitat
for Humanity's Furniture Project, which provides good, used furniture to households in
need while diverting material from the landfill.
CiP.I
HIGHLIGHTS
In fiscal year 2014 Refuse Collection handled:
• 9,160 tons of refuse
• 1,629 tons of yard waste
• 1,496 tons of recycling
• 2,251 bulk items from the curbside
Recent Accomplishments:
• The City replaced its last rear load
refuse truck with a fourth fully
automated truck.
• The City added a small side -load one-
man truck to assist collection in smaller
confined neighborhoods. The vehicle
will allow for implementation of a pilot
project to evaluate comingling of
recyclables.
• Implement recycling pilot program for
multifamily complexes/condos larger
than a fourplex.
Staffing:
• 197 appliances from the curbside
• 209 electronics from the curbside
• 15,331 households serviced weekly
Upcoming Challenges:
• Acquire additional refuse carts for repairs
and new customers.
• Continue planning for transferring refuse
operations from current location to new
public works facility location.
• Address staffing requirements as City
grows and additional customers come on-
line.
• Examine opportunities to move towards
single stream collection.
• Research opportunities to reduce yard
waste collection costs.
Staffing Level Change Summary:
• The Senior Clerk/Typist position was eliminated in fiscal year 2016 after becoming vacant in
fiscal year 2015. Half of this position was charged to the Streets Operations and half to
Refuse Collection. These duties are currently being filled by temporary staff.
• A Maintenance Work II position was eliminated in the fiscal year 2016 budget following a
retirement. In lieu of replacing the position, the garbage truck which required two men was
replaced with a one-man truck.
FY2014
FY2015
FY2016 Proposed
Total FTE's
19.35
19.35
17.85
Staffing Level Change Summary:
• The Senior Clerk/Typist position was eliminated in fiscal year 2016 after becoming vacant in
fiscal year 2015. Half of this position was charged to the Streets Operations and half to
Refuse Collection. These duties are currently being filled by temporary staff.
• A Maintenance Work II position was eliminated in the fiscal year 2016 budget following a
retirement. In lieu of replacing the position, the garbage truck which required two men was
replaced with a one-man truck.
Service Level Change Summary:
• In the curbside recycling activity, $15,000 was added to conduct a commingled recycling
pilot program.
Financial Highlights:
In fiscal year 2015, $100,000 was transferred to the capital improvement program for the
construction of a new washout facility at the new public works facility location. In fiscal year
2017, it is projected that $700,000 will be transferred towards relocating the Refuse Collection
shops to the
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.
Erz11
FY 2011
FY 2012
FY 2013
FY 2014
Residential Refuse
Collection Accounts
14,960
15,030
15,177
15,331
Refuse Tonnages
8,969
8,935
8,956.29
9,160.18
Recycling Tonnages
1,471
1,528
1,541.65
1,495.54
Yard Waste Tonnages
1,730
1,638
1,433.38
1,629.29
Erz11
White Goods — Scheduled Pickups
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.
FY 2011
FY 2012
FY 2013
FY 2014
Bulk Items
2,414
2,382
2,323
2,251
Appliances
245
243
193
197
Electronics
191
203
292
209
Tires
20
10
11
21
White Goods Route
Total Tonnages
258.76
280.91
253.65
254.17
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.
421
FY 2011
FY 2012
FY 2013
FY 2014
Bulk items
34
53
43
38
Appliances
10
9
4
0
Electronics
10
9
13
11
Tires
38
14
6
5
Deer
10
20
27
22
421
Strategic Plan Goal: A Strong Urban Core
Department Goal: Continue the collection of illegally dumped material in the
Central Business District alleys.
Department Objective: Maintain a clean and safe environment for a vibrant
Performance Measures:
CPA
FY 2011
FY 2012
FY 2013
FY 2014
Bulk items
53
63
76
77
Appliances
9
12
10
4
Electronics
12
6
6
11
Tires
9
0
0
0
CPA
City of Iowa City
Activity Summary
Activity: Refuse Administration (740110) Fund: Refuse Collection (7400)
Division: Refuse Collection (740100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues
Charges For Fees And Services
Refuse Charges
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Asst Supt Streets/Solid Waste
Clerk/Typist - Solid Waste
Supt Streets/Solid Waste
Total Personnel
$ 661 $ 1,131 $ 1,095 $ 1,131 $ 357 $ 357
175 200 275 200 275 275
- - 74 - 74 74
$ 836 $ 1,331 $ 1,444 $ 1,331 $ 706 $ 706
$ 213,718 $
213,723 $
203,577 $
226,812 $
190,239 $
195,946
294,933
315,872
302,958
285,341
309,887
316,085
760
844
3,087
2,610
1,609
1,641
$ 509,411 $
530,439 $
509,622 $
514,763 $
501,735 $ 513,672
2012
2013
2014
2015
2016
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
0.35
0.35
0.35
0.35
0.35
2.35
2.35
2.35
2.35
1.85
423
City of Iowa City
Activity Summary
Activity: Refuse Operations (740120) Fund: Refuse Collection (7400)
Division: Refuse Collection (740100) Department: Public Works
Revenues:
Licenses And Permits
General Use Permits
Charges For Fees And Services
Refuse Charges
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
M.W. I - Refuse
M.W. 11 - Refuse
M. W. III - Refuse
Total Personnel
Capital Outlay
Refuse carts and lids
Forklift(12 splitwith Streets Division)
Total Capital Outlay
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 4,150 $ 5,500 $ 6,325 $ 5,500 $ 6,325 $ 6,325
2,023,519 2,047,890 2,090,029 2,120,890 2,090,030 2,140,030
29 2,266 - 2,255 - -
$ 2,027,698 $ 2,055,656 $ 2,096,354 $ 2,128,645 $ 2,096,355 $ 2,146555
$ 487,832 $ 473,964 $ 448,650 $ 507,345 $ 428,713 $ 441,574
710,962 698,053 728,471 725,900 824,087 840,569
6,497 5,838 7,735 7,844 12,157 12,400
61,245 90,815 23,970 45,000 31,300 35,000
$ 1,266,536 $ 1,268,670 $ 1,208,826 $ 1,286,089 $ 1,296,257 $ 1,329,543
2012 2013 2014 2015 2016
4.00 4.00 3.00 2.00 2.00
4.00 4.00 4.00 4.00 3.00
- - 1.00 1.00 1.00
8.00 8.00 8.00 7.00 6.00
2015 2016
$ 32,500 $ 31,300
12,500 -
$ 45,000 $ 31,300
424
City of Iowa City
Activity Summary
Activity: Yard Waste Collection (740130) Fund: Refuse Collection (7400)
Division: Refuse Collection (740100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
M.W. I - Refuse
M.W. 11 - Refuse
M. W. III - Refuse
Total Personnel
$ 130,124 $ 115,036 $ 166,924 $ 115,036 $ 166,924 $ 166,924
$ 130,124 $ 115,036 $ 166,924 $ 115,036 $ 1665924 $ 166,924
$ 233,672 $
153,907 $
159,250 $
157,025 $
163,907 $
168,824
75,065
105,623
132,921
110,090
136,850
139,587
30,237
17,458
34,713
36,229
39,825
40,622
$ 338,974 $
276,988 $
326,884 $
303,344 $
340,582 $ 349,033
490,591
278,084
16,626
$ 633,688 $
658,437 $
688,554 $
728,641 $
2012
2013
2014
2015
2016
2.00
2.00
1.00
2.00
2.00
1.00
1.00
-
-
-
1.00
1.00
-
-
-
4.00
4.00
1.00
2.00
2.00
Activitv Sum
Activity: curbside Recycling collection (t4U14U) f=und: Retuse collection (t4UU)
Division: Refuse Collection (740100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budoet Projected
Revenues:
Charges For Fees And Services
Refuse Charges
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
M.W. II - Refuse
Total Personnel
S 771,445 $ 751,391 $ 765,814 $ 751,391 $ 765,814 S 765,814
- 43 - -
$ 771,445 $ 751,434 $ 765,814 $ 751,391 $ 765,814 $ 765,814
$ 401,583 $
232,105
-
421,717 $
236,620
100
430,224 $
246,990
11,340
469,045 $
243,442
16,154
476,302 $
272,631
16,300
490,591
278,084
16,626
$ 633,688 $
658,437 $
688,554 $
728,641 $
765,233 $
785,301
2012
2013
2014
2015
2016
5.00
5.00
6.00
6.00
6.00
5.00
5.00
6.00
6.00
6.00
CP411
City of Iowa City
Activity Summary
Activity: White Goods/Bulky Collection (740150) Fund: Refuse Collection (7400)
Division: Refuse Collection (740100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges
Miscellaneous
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
M.W. I - Refuse
Total Personnel
$ 28,583 $ 21,579 $ 27,147 $ 21,579 $ 27,147 $ 27,147
- - 76 - 76 76
S 28,583 $ 21,579 $ 27,223 $ 21,579 $ 27,223 $ 27,223
$ 129,978 $
142,120 $
101,377 $
118,586 $
131,266 $
135,204
54,369
53,280
51,513
55,382
53,365
54,432
$ 184,347 $
195,400 $
152,890 $
173,968 $
184,631 $
189,636
2012
2013
2014
2015
2016
1.00
1.00
2.00
2.00
2.00
1.00
1.00
2.00
2.00
2.00
E, P41
IWil 01111a1401M01U]
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, 2014 was $24.26 million, a 1.43% decrease
from the FY13 year-end fund balance. Of the $24.26 million, $13.7 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 decrease was primarily due to the
transfer of funds to the capital improvement program. 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 (1)
530,000,000
$25,000,000
$20.000.000
$15,000,000
$10,000,000
$5,000,000
$0
1,510001
FY12
7
FY]3 FY14 FY15 FY16
■ Unassl8ned
$6.782.76.5
$(147.273) $7.847.714 °.1 )10.676 51,658,506
■Assigned
$15,560,790
$74,757,612 j,72,423,7)11 42],17],432 j22_399.923
1
(1) FY14 and FY15 figures are estimates, FY12 are cash basis
FY14 unassigned fund balance of $1,841,714 is a $1,982,987 increase over the FY13
unassigned fund balance, which was negative. This change was a result of a reconfiguration
and recalculation of the replacement and closure reserves. In FY15, the unassigned fund
balance is estimated to decrease $601,088 or 32.6%. This decrease is primarily due to a
transfer to the capital improvement program.
The Landfill maintains a reserve for the cell replacement. Previously, a flat amount was
transferred to the cell replacement reserve annually. Through Engineering, a cost analysis was
completed based on the new cell construction to calculate a per -ton cost to open new cells
during FY14. Based on the Landfill's tipping rates, we were able to transfer $4.00 per ton to the
replacement reserve. Based upon the cell replacement cost figures, we would need $7.90 per
ton to properly fund the cell replacement reserves. A Landfill tipping fee increase is proposed in
Erni
FY16 of $4.00 per ton. $2.00 per ton is proposed to go to the cell replacement reserve fund,
and the remaining $2.00 per ton will be used to help fund operations (including the East Side
Recycling Center), capital outlay, and capital improvements. The Landfill budget for FY16
currently does not include any capital outlay expenditures or capital improvements.
The City also maintains separate reserves as required by State law. Iowa 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.
• 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 will have estimated restricted fund balances of $14.28 million at the end of FY16 in
accordance with State laws.
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
are expected to remain outstanding at the end of fiscal year 2015:
Principal
Acquis. Final Outstanding As Total
Loan Date Loan Amount Payment of 6130115 Payment Principal Interest
und:
Court Street Daycare 6/30/2005 $ 400,000 2016 $ 29,651 $ 29,975 $ 29,651 $ 324
F Revenue Bond Defeasance 11/1/2014 $ 2.495.350 2024 $ 2.350.969 $289.143 $221.444 $67
Total inter -fund loans
EM -1
319,118 $ 251,095 $ 68
The Landfill is primarily supported by user fees. The major fees charged are summarized as
follows:
Current Proposed
Iowa City residents: $38.50 per ton $42.50 per ton
Non -Iowa City residents: $43.50 per ton $47.50 per ton
($3 for load less than 160 lbs.; approx. $0.50 for each 20 Ib. increment over 160)
There is a proposed tipping fee increase in FY16 of $4.00 per ton for both Iowa City and non -
Iowa City residents. This is expected to generate additional revenue of approximately $480,000
per year.
Revenue:
FY16 Estimated - $5,833,264
2%1%
■ Landfill & Refuse
Charges for
Services
■ Use of Money &
Property
■ Misc Revenue
Landfill charges of $5,269,970 and Refuse
charges of $392,531 comprise
approximately 97% of the landfill's revenue.
Total revenues are estimated to increase by
9.3% from FY15 to FY16 due to the
proposed tipping fee increase.
EK1
Expenditures:
FY16 Proposed - $4,437,980
3% 0%
■Personnel
■ Services
■ Supplies
■ Capital Outlay
FY16 budgeted expenditures represent a
.6% decrease from the FY15 amended
budget. This decrease is primarily due to
land acquisition that took place in FY15.
The Landfill fund FY16 budget does not
include any capital outlays or transfers for
capital improvements.
FY15 Rates
Iowa City Community Compost(per ton
$20
Iowa City Community Compost (minimum)
$2
Wood chip mulch (per ton)
$10
Wood chip mulch (minimum)
$2
TV or monitor <18", includes peripherals)
$10
TV or monitor (>_ 18", includes peripherals)
$15
Bulk electronic waste (with no TV or
monitor
$2 per item
There is a proposed tipping fee increase in FY16 of $4.00 per ton for both Iowa City and non -
Iowa City residents. This is expected to generate additional revenue of approximately $480,000
per year.
Revenue:
FY16 Estimated - $5,833,264
2%1%
■ Landfill & Refuse
Charges for
Services
■ Use of Money &
Property
■ Misc Revenue
Landfill charges of $5,269,970 and Refuse
charges of $392,531 comprise
approximately 97% of the landfill's revenue.
Total revenues are estimated to increase by
9.3% from FY15 to FY16 due to the
proposed tipping fee increase.
EK1
Expenditures:
FY16 Proposed - $4,437,980
3% 0%
■Personnel
■ Services
■ Supplies
■ Capital Outlay
FY16 budgeted expenditures represent a
.6% decrease from the FY15 amended
budget. This decrease is primarily due to
land acquisition that took place in FY15.
The Landfill fund FY16 budget does not
include any capital outlays or transfers for
capital improvements.
City of Iowa City
Landfill (7500 - 7504)
Fund Summary
'Fund Balance is Cash Balance for 2012 and July 1, 2013
:BD]
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Fund Balance', July 1
$
24,169,947
$
22,343,555 $
24,616,339
$
24,265,434
$
22,412,058 $
24,058,430
Revenues:
Use Of Money And Property
Interest Revenues
$
170,245
$
114,833 $
49,537
$
119,484
$
69,207 $
61,963
Rents
40,711
25,311
50,245
50,118
50,245
50,245
Intergovernmental
Other State Grants
10,425
(210,815)
12,242
-
-
-
Charges For Fees And Services
Refuse Charges
433,607
383,760
392,531
383,760
392,531
392,531
Landfill Charges
4,778,585
4,733,705
4,967,453
4,733,705
5,269,970
5,269,970
Miscellaneous
Contrib & Donations
250
400
713
-
-
-
Misc Merchandise
23,105
19,376
20,219
19,376
20,219
20,219
Other Misc Revenue
25,059
29,133
35,541
30,210
31,092
31,092
Other Financial Sources
Sale Of Assets
6,660
-
-
-
-
-
Sub -Total Revenues
5,488,647
5,095,703
5,528,481
5,336,653
5,833,264
5,826,020
Transferin:
Interfund Loans
1,410,603
2,795,347
235,836
712,686
251,088
228,357
Misc Transfers In
-
-
6,421,324
747,087
825,327
825,327
Sub -Total Transfers In
1,410,603
2,795,347
6,657,160
1,459,773
1,076,415
1,053,684
Total Revenues & Transfers In
$
6,899,250
$
7,891,050 $
12,185,641
$
6,796,427
$
6,909,679 $
6,879,704
Expenditures:
Landfill Administration
$
739,412
$
647,597 $
736,362
$
664,752
$
810,504 $
828,917
Landfill Operations
3,483,600
3,402,742
3,486,272
3,588,235
3,532,583
3,614,900
Landfill Replacement Reserves
-
-
-
370,000
-
-
Solid Waste Surcharge Reserve
87,800
92,546
91,666
99,379
94,893
97,387
Sub -Total Expenditures
4,310,812
4,142,885
4,314,300
4,722,366
4,437,980
4,541,203
Transfers Out:
Capital Project Funding
3,532,608
2,128,324
1,800,922
685,000
-
-
Misc Transfers Out
-
-
6,421,324
747,087
825,327
825,327
Interfund Loan
882,222
-
-
2,495,350
-
-
Sub -Total Transfers Out
4,414,830
2,128,324
8,222,246
3,927,437
825,327
825,327
Total Expenditures & Transfers Out
$
8,725,642
$
6,271,209 $
12,536,546
$
8,649,803
$
5,263,307 $
5,366,530
Fund Balance', June 30
$
22,343,555
$
23,963,396 $
24,265,434
$
22,412,058
$
24,058,430 $
25,571,603
Change in Accounting Method
-
652,943
-
-
-
-
Adjusted Fund Balance', June 30
22,343,555
24,616,339
24,265,434
22,412,058
24,058,430
25,571,603
Restricted / Committed /Assigned
15,560,790
24,757,612
22,423,720
21,171,432
22,399,923
23,595,947
Unassigned Balance
$
6,782,765
$
(141,273) $
1,841,714
$
1,240,626
$
1,658,506 $
1,975,657
% of Expenditures
78%
-2%
15%
14%
32%
37%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
:BD]
Ae1►1I] a I I Iti]» 01TA I Is]► 6.1
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 115,000 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.
431
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.
HIGHLIGHTS
• Iowa City Community Compost is produced from local yard waste and food waste. The
annual production of nearly 4000 tons is often "sold out".
• The household hazardous waste facility accepts material from 3,000 households and small
businesses annually, diverting around 60,000 pounds of hazardous waste from the landfill.
• Landfill recycling programs continue to expand:
o Three drop-off sites collect about 700 tons of materials annually.
o Rummage in the Ramp diverts about 25 tons of waste each year, supporting around 30
local non-profit groups with the proceeds.
o The electronic waste recycling program has been expanded to the East Side Recycling
Center.
Recent Accomplishments:
• The landfill was accepted as a DNR
Environmental Management System,
setting goals for continuous progress in
designated environmental program
areas.
• The landfill completed construction of a
shingle recycling area that will be
running as of spring 2015.
• Construction was completed on the
reconstruction of the cell that was
destroyed by fire in 2012 and insurance
settlement was finalized.
• Eco Iowa City has been established as
an integrated solid waste public
education program.
Staffing:
Upcoming Challenges:
• 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.
• Implementation of a landfill gas to heat
system for landfill buildings.
FY2014
FY2015
FY2016 Proposed
Total FTE's
16.50
16.50
15.50
Staffing Level Change Summary:
During fiscal year 2015, the Sustainability Coordinator position was transferred to the General
Fund under a new activity called Sustainability Services that is in the Neighborhood &
Development Services department. This new activity has been included with other
administrative functions to be charged back to the various Enterprise Funds that receive
services from this position including the Landfill Fund.
Service Level Change Summary:
The Sustainability Services activities were moved to the General Fund under the Neighborhood
& Development Services department.
Financial Highlights:
There is no capital outlay or capital improvement expenditures budgeted in fiscal year 2016.
The fund does include a $4.00 per ton increase in its tipping fees for fiscal year 2016.
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
FY 2011
FY 2012
FY 2013
FY 2014
116,954
111,790
112,104
115,642
Organics (Food Waste) Tons Diverted to Composting
FY 2011
FY 2012
FY 2013
FY 2014
59
192
246
484
433
Recycling Drop Site Tons Collected
FY 2011
FY 2012
FY 2013
FY 2014
569
661
762
723
Amount (%) of All Solid Waste Recycled
FY 2011
FY 2012
FY 2013
FY 2014
8.2%
13.6%
12.2%
14.0%
434
City of Iowa City
Activity Summary
Activity: Landfill Administration (750110) Fund: Landfill (7500)
Division: Landfill (750100) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Prolected
Revenues:
Use Of Money And Property
Interest Revenues
Miscellaneous
Other Misc Revenue
Other Financial Sources
Sale of Assets
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Assist Supt - Landfill
Sr Clerk/Typist-Wastewater
Wastewater Superintendent
Total Personnel
$ 16,640 $ 35,949 $ 13,202 $ 35,949 $ - $ -
665 509 - 509 - -
6,660 - - - - -
$ 23,965 $ 36,458 $ 13,202 $ 36,458 $ - $ -
$ 177,081 $
184,193 $
164,977 $
201,007 $
220,296 $
226,905
560,520
462,615
570,789
462,803
5895306
601,092
1,811
789
596
942
902
920
$ 739,412 $
647,597 $
736,362 $
664,752 $
810,504 S 828,917
2012
2013
2014
2015
2016
1.00
1.00
1.00
1.00
1.00
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
2.00
2.00
2.00
2.00
2.00
City of Iowa City
Activity Summary
Activity: Landfill Operations (750120) Fund: Landfill (7500)
Division: Landfill (750100) Department: Public Works
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
Landscaping
Monitoring Instruments
Roll off containers
Total Capital Outlay
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 9,870 $ 25,973 $ 1,177 $ 1,166 $ 1,177 $ 1,177
40,711 25,311 50,245 50,118 50,245 50,245
10,425 (210,815) 12,242 - - -
433,607 383,760 392,531 383,760 392,531 392,531
3,793,814 3,753,129 4,788,513 4,563,407 5,091,030 5,091,030
250 400 713 - - -
23,105 19,376 20,219 19,376 20,219 20,219
24,394 28,624 35,541 29,701 31,092 31,092
$ 4,336,176 $ 4,025,758 $ 5,301,181 $ 5,047,528 $ 5,586,294 $ 5,586,294
$ 983,076 $ 1,001,389 $ 1,088,149 $ 1,083,624 $ 1,166,518 $ 1,201,514
2,300,910 2,224,688 2,192,243 2,144,397 2,214,924 2,259,222
160,735 96,481 179,799 156,342 151,141 154,164
38,879 80,184 26,081 203,872 - -
$ 3,483,600 $ 3,402,742 $ 3,486,272 $ 3,588,235 $ 3,532,583 $ 3,614,900
2012
2013
2014
2015
2016
1.00
1.00
1.00
-
-
6.00
6.00
5.00
5.00
5.00
1.00
1.00
-
-
-
-
-
1.00
1.00
1.00
2.00
2.00
2.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
0.25
0.25
0.25
0.25
0.25
1.50
1.50
1.50
1.50
1.50
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
14.75
14.75
13.75
12.75
12.75
2015 2016
$ 173,872 $ -
5,000 -
10,000 -
15,000 -
$ 203,872 $
City of Iowa City
Activity Summary
Activity: Landfill Replacement Reserve (750910) Fund: Landfill (7501)
Division: Landfill (750100) Department: Public Works
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues
Other Financial Sources
Transfer In from Landfill Operations
Interfund Loans
Total Revenues & Transfers In
Expenditures:
Capital Outlay
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 143,735 $ 52,911 $ 35,158 $ 82,369 $ 68,030 $ 60,786
500,000 500,000 463,289 448,028 707,423 707,423
732,507 2,795,347 235,836 712,686 251,088 228,357
$ 1,376,242 $ 3,348,258 $ 734,283 $ 1,243,084 $ 1,026,541 $ 996,566
$ - $ - $ - $ 370,000 $ - $ -
$ - $ - $ - $ 370,000 $ - $ -
Transfers Out:
Capital Project Fund $ - $
InterFund Loan - Disbursed to Other Funds 882,222 1
Total Transfers Out $ 882.222 $ 1
$ 300,000 $ - $
3
Activity Summary
Activity: Solid Waste Surcharge Reserve (750220) Fund: Landfill (7502)
Division: Landfill (750100) Department: Public Works
Revenues:
Charges For Fees And Services
Landfill Charges
Total Revenues
Expenditures:
Personnel
Services
Supplies
Total Expenditures
Personnel Services - FTE
Recycling Coordinator
Total Personnel
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Project
$ 176,213 $ 170,298 $ 178,940 $ 170,298 $ 178,940 $ 178,940
$ 176,213 $ 170,298 $ 178,940 $ 170,298 $ 178,940 $ 178,940
$ 53,036 $ 54,328 $ 56,333 $ 62,981 $ 59,569 $ 61,356
34,482 38,218 35,324 36,398 35,324 36,030
282 - 9 - - -
$ 87,800 $ 92,546 $ 91,666 $ 99,379 $ 94,893 $ 97,387
2012 2013 2014 2015 2016
0.75 0.75 0.75 0.75 0.75
0.75 0.75 0.75 0.75 0.75
CB)I
City of Iowa City
Activity Summary
Activity: Landfill Assurance Closing Reserves (750220) Fund: Landfill (7503/4)
Division: Landfill (750100) Department: Public Works
Revenues:
Other Financial Sources
Transfer In from Landfill Operations
Total Revenues
Transfers Out:
Landfill Operations
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 808,558 $ 810,278 $ 2,551,272 $ 299,059 $ 117,904 $ 117,904
$ 808,558 $ 810,278 $ 2,551,272 $ 299,059 $ 117,904 $ 117,904
$ - $ - $ 5,406,721 $ - $ - $ -
$ - $ - $ 5,406,721 $ - $ - $ -
438
MIN1i1:i9111►II7
The Airport fund accounts for the operations of the municipal airport operations. The Airport is
managed as a business -like operation, however, is subsidized by the City's General fund.
The Airport fund's fund balance on June 30, 2014 was $430,344, a 44.2% increase over the
FY2013 year-end fund balance. The increase in fund balance was primarily the result of the
sale of lots in the Airport North Commerce Park. 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 FY15, fund balance is estimated to increase to $631,782 or 46.8% and is then projected to
remain flat in FY16. The FY15 increase in fund balance is also anticipated from the continued
sale Commerce Park lots. It is anticipated that all of the Airport commercial lots will be sold
prior to the end of FY15.
(1) FY15 and FY16 figures are estimates, FY12 is cash basis
The Airport retains $100,000 of fund balance that is assigned for capital projects at the airport.
At June 30, 2015, the Airport fund is expected to have repaid all of its outstanding inter -fund
loans with the Landfill fund. A summary of the anticipated internal loan activity is as follows:
CSI:]
Principal
Principal
Outstanding
Outstanding
Final
As of
Total
As of
Loan
RATE Payment
6130114
Payment
Principal
Interest
6130115
UI Hangar #3436-560300
4.00% 2030
$338,798.84
$348,821.27
$338,798.84
$10,022.43
$ 0.00
F: Corp. Hangar#37330
4.00% 2034
$340,346.08
$347,848.31
$340,346.08
$7,502.23
$ 0.00
Total due Landfill
$679,144.92
$696,669.58
$679,144.92
$17,524.66
$ 0.00
CSI:]
Revenue:
For FY16, 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 FY16. General fund property tax subsidy for operations has been reduced to
$21,929 in FY16, a reduction of 67.9% from FY15. A transfer of $100,000 was added from the
General Fund to the Airport Fund in FY16 to fund the Airport's capital improvement program.
This transfer was added in lieu of using General Obligation bonds to fund Airport capital
improvements. The Airport's self -generated revenues have been very stable and consistent.
FY16 Estimated - $324,100
o%
■ Rents
■ Interest Revenue
■ Royalties &
Commissions
Expenditures:
In the FY16 adopted budget, operating expenditures decrease from the FY15 budget by 3.4% to
$346,072. This increase reflects a decrease in loan interest expense and a reduction in its
capital outlay from $40,000 to $33,500. Capital outlay is budgeted for unspecified capital
improvements at the airport facilities.
FY16 Proposed - $346,072
1%
■ Personnel
_.. '$er'AC s
SU]]IPs
■ GpiGl Outlay
68%
PF
M1111
Fund Balance', July 1
Revenues:
Use Of Money And Property
Interest Revenues
Rents
Royalties & Commiss
Miscellaneous
Contrib & Donations
Other Misc Revenue
Other Financial Sources
Sale Of Assets
Sub -Total Revenues
City of Iowa City
Airport (7600)
Fund Summary
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
$ 580,651 $
676,370
$ 298,497
$ 430,344
$ 631,782 S
617,739
$ 1,314 $
1,236
$ (578)
$ 1,314
$ - $
-
282,023
289,305
300,491
295,647
298,000
298,000
24,248
24,696
27,049
25,130
26,100
26,100
28,410
3,156 110
400,747 336,936 212,505 799,393 - -
711,488 652,283 567,877 1,121,484 324,100 324,100
Transfers In:
Transfer In from General Fund - Subsidy
100,000
100,000
72,342
68,415
121,929
125,450
Sub -Total Transfers In
100,000
100,000
72,342
68,415
121,929
125,450
Total Revenues & Other Financing Sources
$
811,488
$
752,283
$ 640,219
$ 1,189,899
$
446,029
$
449,550
Expenditures:
Airport Operations
$
330,776
$
321,256
$ 363,552
$ 358,380
$
346,072
$
349,550
Sub -Total Expenditures
330,776
321,256
363,552
358,380
346,072
349,550
Transfers Out:
Capital Project Fund
49,594
503,369
(35,693)
117,955
114,000
165,490
Operating Subsidy - General Fund
11,517
11,892
-
-
-
-
InterFund Loan Repay Principal - Landfill
323,882
279,240
180,513
512,126
-
-
Sub -Total Transfers Out
384,993
794,501
144,820
630,081
114,000
165,490
Total Expenditures & Transfers Out
$
715,769
$
1,115,757
$ 508,372
$ 988,461
$
460,072
$
515,040
Fund Balance', June 30
$
676,370
$
312,896
$ 430,344
$ 631,782
$
617,739
$
552,249
Change in Accounting Method
-
(14,399)
-
-
-
-
Adjusted Fund Balance', June 30
676,370
298,497
430,344
631,782
617,739
552,249
Restricted / Committed /Assigned
8,687
100,000
100,000
100,000
100,000
100,000
Unassigned Balance
$
667,683
$
198,497
$ 330,344
$ 531,782
$
517,739
$
452,249
% of Expenditures
93%
18%
65%
54%
113%
88%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
°Cf
01:71i]:4to] a A 01TA I [s]► 6.1
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.
:I[CIO l4[CIO k K
• The Iowa City Municipal Airport has secured over $21.7 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 hosted Fly Iowa 2014, a statewide aviation event, and the annual SERTOMA fly-
in/drive-in pancake breakfast and car show
• 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.
• Replacement of Terminal Building
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.
:1EK
FY2014
FY2015
FY2016 Proposed
Total FTE's
1.0
1.0
1.0
:1EK
Staffing Level Change Summary:
No staffing changes are planned for fiscal year 2016.
Service Level Change Summary:
No major service level changes are planned for fiscal year 2016.
Financial Highlights:
The Airport has completed the sale of its final remaining commercial lots during fiscal year 2015.
This has allowed the Airport to pay off all its outstanding loans to the Landfill Fund. The Airport
has no inter -fund loan payments scheduled in fiscal year 2016.
The General Fund subsidy to the Airport increased to $121,929 in fiscal year 2016. The
General Fund had pledged $100,000 per year by Council resolution for Airport capital projects,
and this was done previously through GO Bond funding. Starting in 2016, the transfer
represents $21,929 for the operating subsidy and $100,000 for capital projects. This will
eliminate GO Bond funding for Airport projects, and the Airport will fund its own capital
improvement program. Fiscal year 2016 includes an $114,000 transfer to the Capital Project
Funds for airfield pavement rehabilitation and a hangar door replacement.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal:
A Solid Financial Foundation
Department Goal:
Develop and maintain adequate funding mechanisms for
$1,462,780
airport operations and improvements; increase revenue
FY 2011
generated by airport operations.
Department Objective:
Accelerate loan repayments through the sale of airport
$376,500
land for development
$336,936
Annual review of hangar rates to maximize revenue
Performance Measures:
Revenue Generated through
Airport Land Sales
Outstanding Loan Balance
FY 2011
FY 2012
FY 2013
FY 2014
$1,462,780
$1,138,898
FY 2011
FY 2012
FY 2013
FY 2014
$376,500
$400,000
$336,936
$212,505
Outstanding Loan Balance
FY 2011
FY 2012
FY 2013
FY 2014
$1,462,780
$1,138,898
$859,658
$679,145
443
Inter -Fund Loan Repayments
Note: 70% of land sale revenue is directed to inter -fund loan repayments
Hangar Rental Revenue
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011
FY 2011
FY 2012
FY 2013
FY 2014
Principal
$42,317
$323,882
$279,240
$180,513
Interest
$59,442
$57,877
$39,464
$32,834
Note: 70% of land sale revenue is directed to inter -fund loan repayments
Hangar Rental Revenue
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011
FY 2012
FY 2013
FY 2014
$235,283
$238,266
$243,658
$250,383
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 IOW)
FY 2011
FY 2011
FY 2012
FY 2013
FY 2014
Jet Fuel Sold
111,426
153,525
165,644
202,307
Av Gas Sold
67,799
70,989
63,339
74,097
Total Gallons Sold
179,225
224,514
228,983
276,404
Based Aircraft (Number of Aircraft Based at IOW)
FY 2011
FY 2012
FY 2013
FY 2014
84
84
85
85
444
City of Iowa City
Activity Summary
Activity: Airport Operations (850110) Fund: Airport (7600)
Division: Airport Operations (850100) Department: Airport
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
$ 47,181 $
64,264 $
68,450
$
70,179
$
Use Of Money And Property
74,804
Services
242,040
232,752
286,166
Interest Revenues
$ 1,314 $
1,236 $
(578) $
1,314 $
- $
-
Rents
282,023
289,305
300,491
295,647
298,000
298,000
Royalties & Commiss
24,248
24,696
27,049
25,130
26,100
26,100
Miscellaneous
Total Expenditures
$ 330,776 $
321,256 $
363,552
$
358,380
Contrib & Donations
-
-
28,410
-
-
-
Other Misc Revenue
3,156
110
-
-
-
-
Other Financial Sources
1.00
1.00
1.00
Sale Of Assets
400,747
336,936
212,505
799,393
-
-
Transfers In:
Total Personnel
1.75
1.00
1.00
Transfer In from General Fund - Subsidy
100,000
100,000
72,342
68,415
121,929
-
Total Revenues & Transfers In
$ 811,488 $
752,283 $
640,219 $
1,189,899 $
446,029 $
324,100
Expenditures
Personnel
$ 47,181 $
64,264 $
68,450
$
70,179
$
72,625 $
74,804
Services
242,040
232,752
286,166
243,607
235,601
240,313
Supplies
7,718
5,342
4,221
4,594
4,346
4,433
Capital Outlay
33,837
18,898
4,715
40,000
33,500
30,000
Total Expenditures
$ 330,776 $
321,256 $
363,552
$
358,380
$
346,072 $
349,550
Personnel Services - FTE
2012
2013
2014
2015
2016
Airport Operations Specialist
0.75
1.00
1.00
1.00
1.00
M.W.I- Airport
1.00
-
-
-
-
Total Personnel
1.75
1.00
1.00
1.00
1.00
Capital Outlay
2015
2016
Life Cycle Rehabilitation
$
40,000
$
33,500
Total Capital Outlay
$
40,000
$
33,500
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, 2014 was
$1,342,320 a 73.63% 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.
FY15 fund balance is estimated to increase 33.25% over the previous year to $1,788,688. This
is due to increases in the storm water utility fees. FY16 projected fund balance represents an
8.11% decrease over the FY15 estimated year-end balance at $1,643,602. This is primarily due
to a $500,000 transfer to the Capital Projects Fund.
(1) FY15 and FY16 figures are estimates, FY12 is 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 1% of Storm
Water 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 or FY16.
FY16 Estimated - 51,140,97E
asp o%.
■ Op, fw
Il Ace
■ In.I"ml
■ Mhe Revenue
Expenditures:
FY16 adopted expenditures represent an 11.3% increase from FY15 estimated expenditures.
The increase is primarily attributed to increases in intra -city chargebacks and other service
expenditures. FY16 capital outlay includes $240,000 for storm sewer maintenance projects.
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.
FY16 Proposed - $786,064
■ Personnel
■ Services
■ Supplies
0% ■ Capital Outlay
CLVA
City of Iowa City
Storm Water Management (7700)
Fund Summary
*Fund Balance is Cash Balance for 2012 and July 1, 2013
:CSI
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Fund Balance*, July 1
$
664,830
$
742,906
$ 773,102
$
1,342,320
$
1,788,688
S
1,643,602
Revenues:
Use Of Money And Property
Interest Revenues
$
1,231
$
1,919
$ 2,300
$
1,919
$
834
$
834
Intergovernmental
Disaster Assistance
-
-
254
-
-
-
Other State Grants
-
-
3,542
-
-
-
Charges For Fees And Services
Building & Devlpmt
-
-
10,704
-
-
-
Storm Water Charges
785,450
969,936
1,082,733
1,200,000
1,140,000
1,140,000
Miscellaneous
Printed Materials
-
-
25
240
-
-
Other Misc Revenue
629
514
144
162
144
144
Total Revenues
$
787,310
$
972,369
$ 1,099,702
$
1,202,321
$
1,140,978
$
1,140,978
Expenditures:
Storm Water Operations
$
605,146
$
695,405
$ 482,255
$
705,953
$
786,064
$
859,741
Sub -Total Expenditures
605,146
695,405
482,255
705,953
786,064
859,741
Transfers Out:
Capital Project Fund
104,088
323,940
48,229
50,000
500,000
700,000
Sub -Total Transfers Out
104,088
323,940
48,229
50,000
500,000
700,000
Total Expenditures & Transfers Out
$
709,234
$
1,019,345
$ 530,484
$
755,953
$
1,286,064
S
1,559,741
Fund Balance*, June 30
$
742,906
$
695,930
$ 1,342,320
$
1,788,688
$
1,643,602
S
1,224,839
Change in Accounting Method
-
77,172
-
-
-
-
Adjusted Fund Balance*, June 30
742,906
773,102
1,342,320
1,788,688
1,643,602
1,224,839
Restricted / Committed /Assigned
-
-
-
-
-
-
Unassigned Balance
$
742,906
$
773,102
$ 1,342,320
$
1,788,688
$
1,643,602
$
1,224,839
% of Expenditures
105%
76%
253%
237%
128%
79%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
:CSI
6-1to] all Ai\rJ/AIAall ITiFilLlF Ai3AIT,IA►IIgo]»01TAIIQ011
The Iowa City Storm water 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 storm water 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 storm water quality keeps our waterways
healthy and preserves wildlife habitat.
The National Pollutant Discharge Elimination System (NPDES) is a federal program that
regulates storm water discharge into waterways. To comply with the federal requirements, the
City of Iowa City received a permit to discharge storm water and develop programs to reduce
the discharge of pollutants carried by storm water into our local waterways.
The local Storm water Management Program is administered by the Engineering division of the
Public Works Department. Revenue to support its mission is derived from monthly storm water
utility fees collected from local residents and businesses.
:I[CIO 1MCC] 00&1
• Volunteers logged 4,439 hours of service to clean up the City's watersheds, waterways,
wetlands, prairies, and other natural spaces in 2013.
• Volunteers had an opportunity to participate in 34 events in 2013.
Staffing:
Staffing Level Change Summary:
50% of a Project Support Assistant position in Storm Water operations was added in fiscal year
2015.
Eeu:
FY2014
FY2015
FY2016 Proposed
Total FTE's
2.10
2.60
2.60
Staffing Level Change Summary:
50% of a Project Support Assistant position in Storm Water operations was added in fiscal year
2015.
Eeu:
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016
Financial Highlights:
The Storm Water fund includes a transfer of $500,000 to the Capital Project Funds in fiscal year
2016 for design of the Normandy Drive and Stevens Drive storm sewer improvements and for
the Idyllwild Storm Water Drainage diversion project.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Healthy Neighborhoods & Strategic Economic
Development Activities
Continue the investment and reinvestment in Best
Management Practices.
Provide plan review and inspection of Best Management
Practices for stormwater quality improvements.
Stormwater Quality BMP — Grant Applications
Creek Maintenance — Grant Applications
FY 2011
FY 2012
FY 2013
FY 2014
Number Funded
11
10
13
7
Amount
$25,000
$48,000
$36,000
$51,431
Creek Maintenance — Grant Applications
:1.-111
FY 2011
FY 2012
FY 2013
FY 2014
Number Funded
7
7
4
2
Amount
$53,000
$50,000
$20,000
$12,069
:1.-111
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
** amount is calculated using FEMA's 2013 Volunteer Rate of 17.55/hour
451
CY 2010
CY 2011
CY 2012
CY 2013
Events
15
15
31
34
Volunteers
410
435
1,171
1,341
Volunteer Hours
1,422
1,868
3,300
4,439
Value
$23,108*
$30,355*
$53,625*
$77,904**
* amount is calculated using FEMA's Volunteer Rate of $16.25/hour
** amount is calculated using FEMA's 2013 Volunteer Rate of 17.55/hour
451
City of Iowa City
Activity Summary
Activity: Storm Water Operations (770110) Fund: Storm Water Management (7700)
Division: Storm Water (770100) Department: Public Works
Revenues:
Use Of Money And Property
Interest Revenues
Intergovernmental
Disaster Assistance
Other State Grants
Charges For Fees And Services
Building & Devlpmt
Storm Water Charges
Miscellaneous
Printed Materials
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Protect
S 1,231 $ 1,919 $ 2,300 $ 1,919 $ 834 S 834
- - 254 -
- - 3,542 - - -
- - 10,704 - - -
785,450 969,936 1,082,733 1,200,000 1,140,000 1,140,000
- - 25 240
629 514 144 162 144 144
$ 787,310 $ 972,369 $ 1,099,702 $ 1,202,321 $ 1,140,978 $ 1,140,978
$ 208,503 $
198,736 $
149,359 $
257,102 $
275,621 $
283,890
256,999
198,578
244,600
206,588
267,925
273,284
2,118
2,559
2,092
2,263
2,518
2,568
137,526
295,532
86,204
240,000
240,000
300,000
$ 605,146 $
695,405 $
482,255 $
705,953 $
786,064 $
859,741
Personnel Services - FTE
2012
2013
2014
2015
2016
M.W. III -Wastewater Collection
0.20
0.20
0.20
0.20
0.20
Mw II -Wastewater Treatment Plant
0.30
0.30
0.30
0.30
0.30
Public Info/Ed Coord - Public Works
0.50
0.50
0.50
0.50
0.50
Sr. Engineer
1.00
1.00
1.00
1.00
1.00
Sr. M.W. - Wastewater Collection
0.10
0.10
0.10
0.10
0.10
Project Support Assistant
-
-
-
0.50
0.50
Total Personnel
2.10
2.10
2.10
2.60
2.60
Capital Outlay
Storm Sewer Maintenance
Sump Pump Discharge Tiles
Total Capital Outlay
CFYJ
2015 2016
$ 200,000 $ 240,000
40,000 -
$ 240,000 $ 240,000
19M -.14:0 1 A M:kVJ 11 Is] 011AM011C
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, 2014 was just over $1.56
million, an 11.5% or $206,633 decrease over the previous year.
FY15 year-end total fund balance is estimated to be a 4.28% or $66,748 decrease over
FY14. 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 included a transfer to the capital
projects fund for the City Council chambers video camera and remodel project of
$180,000. In FY16 projected balance is expected to decrease to $0 due to the transfer
of the Cable Television fund activities to the General Fund.
Fund Balance (1)
$1,600,000
$1,400,000
$1,200,000 --------
$1,000,000
$800,000
$600,000
$400,000
$200,000
$o
FY12 FY13 FY14 FY15 FY16
■Unassigned $1,367,272 $1,521,831 $1,406,118 $1,314,370 $0
(1) FY15 figures are estimates, FY12 is cash basis, FY16 activities moved to the General Fund
The Cable Television Fund estimated equipment reserve fund balance and unassigned
fund balance totaling $1,491,974 will be transferred to the General Fund at the start of
FY16.
453
City of Iowa City
Cable Television (7800 - 7801)
Fund Summary
'Fund Balance is Cash Balance for 2012 and July 1, 2013
454
2012
2013
2014
2015
2016 2017
Actual
Actual
Actual
Revised
Budget Projected
Fund Balance', July 1
$
1,507,873
$
1,597,031
$ 1,765,355
$
1,558,722
$ 1,491,974 S -
Revenues:
Licenses And Permits
Franchise Fees
$
820,285
$
821,183
$ 773,019
$
679,174
$ - S
Use Of Money And Property
Interest Revenues
3,101
5,357
2,719
5,357
- -
Miscellaneous
Other Misc Revenue
131
3,048
170
3,049
- -
Other Financial Sources
Sale Of Assets
332
49
-
-
- -
Sub -Total Revenues
823,849
829,637
775,908
687,580
- -
Transfers In:
Transfer Into Equip Reserve from Oper.
25,000
11,500
25,000
25,000
- -
Misc Transfers In
-
-
-
-
- -
Sub -Total Transfers In
25,000
11,500
25,000
25,000
- -
Total Revenues & Transfers In
$
848,849
$
841,137
$ 800,908
$
712,580
$ - $ -
Expenditures:
Cable Administration
$
679,691
$
662,800
$ 747,541
$
699,328
$ - $ -
Cable Reserves
-
-
-
-
- -
Sub -Total Expenditures
679,691
662,800
747,541
699,328
- -
Transfers Out:
Capital Projects Fund
-
-
180,000
-
- -
OperatingSubsidy- General Fund
55,000
55,000
55,000
55,000
- -
Transfers Out -to General Fund
-
-
-
-
1,491,974 -
Misc Transfers Out - to Equip Reserve
25,000
11,500
25,000
25,000
- -
Sub -Total Transfers Out
80,000
66,500
260,000
80,000
1,491,974 -
Total Expenditures & Transfers Out
$
759,691
$
729,300
$ 1,007,541
$
779,328
$ 1,491,974 $ -
Fund Balance', June 30
$
1,597,031
$
1,708,868
$ 1,558,722
$
1,491,974
$ - $ -
Change in Accounting Method
-
56,487
-
-
- -
Adjusted Fund Balance', June 30
1,597,031
1,765,355
1,558,722
1,491,974
- -
Restricted / Committed /Assigned
229,759
243,524
152,604
177,604
- -
Unassigned Balance
$
1,367,272
$
1,521,831
$ 1,406,118
$
1,314,370
$ - $ -
% of Expenditures
180%
209%
140%
169%
0% 0%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
454
CNet 4:01 A M LTJ 11 Is] Eel »:TA IIIIM ki 61
The mission of Iowa City Cable Television 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.
1*191MITKCi il11 ii�ii=1
Administration oversees Cable office operations, monitors cable franchise agreement
compliance, provides a complaint resolution service for citizens with the local cable
company, 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) 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.
Cable produces local government and community video programming including local
public meetings and presentations such as the Iowa City City Council and the Iowa City
Foreign Relations Council; 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 performances.
The Cable office also schedules programming on City Channel 4, operates InfoVision
channel 5, an interactive service providing local video programming on demand, and
manages Channel 4's web presence including streaming video.
Cable N 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.
Clb7
HIGHLIGHTS
Recent Accomplishments:
In April 2014, the Cable TV office received an award for an entry in a regional video competition
sponsored by the Midwest Region of the Alliance for Community Media and Wisconsin
Community Media. A program featuring the annual bike/bus/car race from Coralville to Iowa
City, involving local elected officials, won first prize in its category. The program also won "Best
in Show' among government -produced programs.
In October 2014, the Cable TV office submitted a public service announcement (PSA) for
consideration in a national competition sponsored by the National Association of
Telecommunications Officials and Advisors. The PSA highlighted the City's ICgovXpress
mobile app and received a third-place award.
Upcoming Challenges:
As visual media consumption takes on new forms, it will be essential that consideration be given
to new ways of packaging and distributing important City and community information to local
residents. This will include the continued development of video programming formats that are in
line with growing trends, such as mobile viewing and integration with social media.
In fiscal year 2016, the Cable Television operations have merged into the Communications
Office. The accounting for these operations and the cable television reserve can now be found
in the General Fund.
Staffing:
Staffing Level Change Summary:
In fiscal year 2015 budget, the Cable TV Administrator was eliminated due to the termination of
the cable franchise agreement with Mediacom and a subsequent expected 20% decline in
revenue.
In the fiscal year 2016 budget, the Government Programmer — Cable position has been
eliminated. With this position elimination, the Clerical Assistant position will be moved to .50
FTE from .75 FTE and the Special Projects Assistant will become 1.00 FTE from .75 FTE.
All of the Cable Television operations are now part of the Communications Office and can be
found there in the General Fund budget.
«Y1
FY2014
FY2015
FY2016 Proposed
Total FTE's
6.63
5.63
0.00
Staffing Level Change Summary:
In fiscal year 2015 budget, the Cable TV Administrator was eliminated due to the termination of
the cable franchise agreement with Mediacom and a subsequent expected 20% decline in
revenue.
In the fiscal year 2016 budget, the Government Programmer — Cable position has been
eliminated. With this position elimination, the Clerical Assistant position will be moved to .50
FTE from .75 FTE and the Special Projects Assistant will become 1.00 FTE from .75 FTE.
All of the Cable Television operations are now part of the Communications Office and can be
found there in the General Fund budget.
«Y1
City of Iowa City
Activity Summary
Activity: Cable Administration (210510) Fund: Cable Television (7800)
Division: Cable Television (210500) Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
2012
2013
2014
2015 2016
Cable Production Coordinator
1.00
-
-
-
Licenses And Permits
1.00
1.00
1.00
-
Clerical Assistant - Cable T.V.
0.75
0.75
0.75
0.75
Franchise Fees
$
820,285
$
821,183
$ 773,019
$
679,174
$
- S
Use Of Money And Property
0.13
0.13
0.13
-
GovemmentProgrammer - Cable
-
1.00
1.00
1.00
Interest Revenues
-
3,101
1.00
5,357
2,719
1.00
5,357
1.00
- -
Miscellaneous
0.75
0.75
0.75
0.75
Total Personnel
6.63
6.63
6.63
5.50
Other Misc Revenue
131
3,048
170
3,049
- -
Other Financial Sources
Sale Of Assets
332
49
-
-
- -
Total Revenues
$
823,849
$
829,637
$ 775,908
$
687,580
$
- $ -
Expenditures:
Personnel
$
511,644
$
517,279
$ 502,960
$
432,730
$
- $ -
Services
157,368
136,382
238,577
253,775
- -
Supplies
10,679
9,139
6,004
12,823
- -
Total Expenditures
$
679,691
$
662,800
$ 747,541
$
699,328
$
- $ -
Personnel Services - FTE
2012
2013
2014
2015 2016
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
-
GovemmentProgrammer - 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
5.50
Activity Summary
Activity: Cable Reserves (210520) Fund: Cable Television (7800)
Division: Cable Television (210500) Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues
Transfers In:
Transfer -In from Cable Operations
Total Transfers In
$ - $ - $ - $ - $ - S
25,000 11,500 25,000 25,000 - -
$ 25,000 $ 11,500 $ 25,000 $ 25,000 $ - S -
!&TA
:[�llM101DI 111I:fs]allIII va III ►II]
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, 2014 was approximately $5.6
million, a decrease of $509,345 or 8.33% from the FY13 year-end fund balance. The decrease
in FY14 was due to a one-time transfer to the City's UniverCity program of $170,000 and a
reduction in the Federal housing administration funding. Two voucher program positions were
laid off during FY14 due to sequestration cuts to the Housing Voucher program administration
revenues. At the end of FY14, an estimated $2.83 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
$0
FY12
FY13
FY14
FY15
FY16
■ Unassigned
$3,638,417
53,303,981
52,776,056
52,757,403
$3,198,527
■ Restricted
$3,155,215
52,811,904
52,830,484
$2,854,395
$2,885,424
(1) FY15 and FY16 are estimates, FY12 is cash basis.
FY15 revised year-end fund balance is expected to remain steady with a .09% or $5,258
increase over the FY14 estimated balance. FY16 projected fund balance is expected to
increase by 8.41% to $6.08 million due to an anticipated increase in federal funding that was
part of a one-year congressional deal.
At the end FY13, an adjustment converting the accounting method from cash basis to modified
accrual basis is presented. This adjustment was a decrease in fund balance of $331,983 in
FY13 primarily due to accounts and contracts payable.
ERM
Revenues:
HUD allocations account for approximately 96% of ICHA revenue. ICHA is projected to receive
$7.76 million in federal funding through HUD in FY16. This is a 9.3% increase from FY15
projections.
FY16 Estimated - $8,055,240
3% ■ Federal
■ Rents
■ Interest Revenue
■ Royalties &
Commissions
■ Local Agreements
■ Misc Revenue
Expenditures:
FY16 adopted budget expenditures represent a 2.6% increase over FY15 estimated
expenditures. This increase is primarily due to an increase in estimated Housing Voucher
program expenditures.
FY16 Proposed - $7,537,903
I%C)%
■ Personnel
■ Services
■ Supplies
■ Capital Outlay
87% of the Housing fund budget is to provide services to citizens.
Fund Balance', July 7
Revenues:
Use Of Money And Property
Interest Revenues
Rents
Royalties & Commissions
Intergovernmental
Fed Intergovnt Rev
Local 28E Agreements
Miscellaneous
Other Misc Revenue
Other Financial Sources
Loan Repayments
Sale Of Assets
Sub -Total Revenues
Misc Transfers In
Sub -Total Transfers In
Total Revenues & Transfers In
Expenditures:
Voucher Program
Public Housing Program
Sub -Total Expenditures
Transfers Out:
Capital Project Fund
Operating Subsidy - PILOT Gen Fund
Misc Transfers Out - Director Reimb
General Fund - UniverCity program
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
City of Iowa City
Housing Authority (7900 - 7922)
Fund Summary
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
$ 7,282,481 $
6,793,632
$ 6,115,885
$ 5,606,540
$ 5,611,798
S 6,083,951
$ 16,492 $
23,025
$ 11,169
$ 23,025
$ 4,680
$ 4,680
208,255
203,286
212,816
203,286
213,333
213,333
20,545
28,516
26,487
28,516
30,509
30,509
6,765,226
6,985,739
6,720,374
7,101,264
7,759,721
7,759,721
1,350
-
-
-
-
-
91,733
16,338
20,648
16,338
20,648
20,648
20,016
83,002
41,173
21,408
26,349
26,349
211,658
980
285,500
-
-
-
7,335,275
7,340,886
7,318,167
7,393,837
8,055,240
8,055,240
37,747 4,787 1,158 - - -
37,747 4,787 1,158 - - -
$ 7,373,022 $ 7,345,673 $ 7,319,325 $ 7,393,837 $ 8,055,240 $ 8,055,240
$ 7,287,896 $ 7,055,349 $ 6,891,723 $ 6,676,165 $ 7,052,696 $ 7,201,120
530,975 589,352 722,958 667,677 485,207 496,813
7,818,871 7,644,701 7,614,681 7,343,842 7,537,903 7,697,933
- 3,736 - - - -
18,000 18,000 18,414 18,727 18,914 19,292
25,000 25,000 25,575 26,010 26,270 26,795
- - 170,000 - - -
43,000 46,736 213,989 44,737 45,184 46,087
$ 7,861,871 $ 7,691,437 $ 7,828,670 $ 7,388,579 $ 7,583,087 $ 7,744,020
$ 6,793,632 $ 6,447,868 $ 5,606,540 $ 5,611,798 $ 6,083,951 $ 6,395,171
- (331,983) - - - -
6,793,632 6,115,885 5,606,540 5,611,798 6,083,951 6,395,171
3,155,215 2,811,904 2,830,484 2,854,395 2,885,424 2,916,453
$ 3,638,417 $ 3,303,981 $ 2,776,056 $ 2,757,403 $ 3,198,527 $ 3,478,718
46% 43% 35% 37% 42% 45%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
:[HO
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 in the Neighborhood and Development Services Department and was
established in 1969 to administer housing assistance programs throughout its jurisdiction,
including all of Johnson County, Iowa County and portions of Washington County. Annually, the
Housing Authority assists approximately 1,350 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 Affordable Dream
Homeownership Program (ADHOP), 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; 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 1272
HCV and VASH vouchers. These Owners/landlords receive approximately $6
million/year in rental subsidy paid on behalf of Housing Authority participants.
Public Housing
The City of Iowa City owns 81 public housing units; the Housing Authority serves as the
landlord and rents these units to eligible tenants. They are low-density units scattered
throughout Iowa City and were constructed to conform and blend into the existing
neighborhood architecture.
HIGHLIGHTS
• The Housing Choice Voucher Program paid approximately $6 million in Housing Assistance
Payments to landlords/owners of rental properties in Johnson County in Calendar Year
FY2014.
• The Housing Authority paid over $280,000 to private sector Iowa City contractors for the
capital improvement, general maintenance, and repair of Public Housing properties in
FY2014
• Since 1998, 161 families have moved to homeownership with assistance from the Housing
Authority.
EEO
Recent Accomplishments:
• Received an additional 7 VASH
vouchers in CY2014.
• In CY2014, maintained a 98% lease -up
rate for the HCV and VASH programs;
98% for Public Housing.
• Applied for, and received, a higher
administrative fee rate for the HCV
program. This resulted in earning
approximately $218,722 in additional
administrative fees.
• Maintained a 100% lease -up rate for the
Peninsula Apartments.
Staffing:
Upcoming Challenges:
• Reductions in Federal HUD budget.
• 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 staff reductions due
to budget cuts.
• Continue efforts to ensure program
integrity by monitoring landlord/tenant
compliance with program
responsibilities.
• Continue to support homeownership
opportunities.
Staffing Level Change Summary:
There are no staff changes in the Housing Authority; however, the Housing Authority is now a
division of the newly created Neighborhood & Development Services Department.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
The increase in service expenditures in the Voucher Program is primarily due to an increase in
projected landlord rent expenditures.
The decrease in service expenditures in the Public Housing Program is due to the budget timing
of the HUD capital funding grants and their availability.
EM
FY2014
FY2015
FY2016 Proposed
Total FTE's
12.19
10.19
10.19
Staffing Level Change Summary:
There are no staff changes in the Housing Authority; however, the Housing Authority is now a
division of the newly created Neighborhood & Development Services Department.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016.
Financial Highlights:
The increase in service expenditures in the Voucher Program is primarily due to an increase in
projected landlord rent expenditures.
The decrease in service expenditures in the Public Housing Program is due to the budget timing
of the HUD capital funding grants and their availability.
EM
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.
:In]
CY 2010
CY 2011
CY 2012
CY 2013
Total Participants
134
135
139
156
% of Participants with
73%
69%
64%
73%
Escrow Accounts
% of Participants with
Reduced or Eliminated
15%
16%
27%
20%
Family Investment
Program Cash Assistance
% of Participants with
Increased Income versus
43%
27%
41%
61%
Prior Year
FSS Graduates
11
16
23
25
:In]
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Healthy Neighborhoods
Maintain a scattered sites Public Housing program.
Affordable Rental Housing: Provide affordable, decent
and safe rental housing for eligible low-income families,
elderly persons, and persons with disabilities.
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.
EM,I
FY 2011
FY 2012
FY 2013
FY 2014
Actual Occupancy Rate
for Fiscal Year
95%
95%
98%
97%
Goal — 95%
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.
EM,I
CY 2010
CY 2011
CY 2012
CY 2013
% of All Emergency Work
Orders Completed within
100%
100%
100%
100%
24 hours
Goal — 100%
Average Number of
Calendar Days of All Non -
2.7 days
2.3 days
1.9 days
1.6 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.
EM,I
Performance Measures:
EMI
CY 2010
CY 2011
CY 2012
CY 2013
HCVP Homeownership
$122,713
$124,288
$108,029
$103,583
Vouchers
HCVP Non -Elderly
Not Reported
Not Reported
$340,446
$340,728
Disabled Vouchers
Separately
Separately
HCVP Portable Vouchers
$356,874
$193,943
$198,815
$260,207
VASH Vouchers
$93,562
$115,605
$141,878
$147,750
All Other HCVP Vouchers
$5,199,386
$5,327,627
$5,381,083
$4,815,043
Total Voucher Utilization
(# of vouchers leased on
97%
96%
102%
94%
the first day of the month)
Total Voucher Utilization
(# of vouchers leased on
98%
97%
103%
97%
the last day of the month)
EMI
City of Iowa City
Activity Summary
Activity: Housing Authority Voucher (490200) Fund: Housing Authority (7910)
Division: Housing Authority Voucher (490200) Department: Housing Authority
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues
Royalties & Commiss
Intergovernmental
Fed Intergovnt Rev
Local 28E Agreements
Miscellaneous
Other Misc Revenue
Transfers In:
Misc Transfers In
Total Revenues & Transfers In
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Building Inspector
F.S.S. Program Coordinator
Housing Administrator
Housing Assistant
Housing Inspector
Housing Office Manager
Housing Program Assistant
Public Hsg. Coord
Section 8 Coord
Total Personnel
$ 3,959 $ 1,870 $ (900) $ 1,870 $ - $ -
20,273 28,251 26,184 28,251 26,184 26,184
6,479,324 6,676,733 6,300,282 6,760,451 7,450,423 7,450,423
1,350 - - - - -
78,431 11,865 9,567 11,865 9,567 9,567
37,747 4,787 1,158 - - -
$ 6,621,084 $ 6,723,506 $ 6,336,291 $ 6,802,437 $ 7,486,174 $ 7,486,174
$ 878,048 $ 868,160 $ 796,665 $ 693,047 $ 737,003 $ 759,113
6,401,600 6,181,562 6,090,434 5,978,386 6,291,805 6,417,641
8,248 5,627 4,624 4,732 23,888 24,366
$ 7,287,896 $ 7,055,349 $ 6,891,723 $ 6,676,165 $ 7,0525696 $ 7,201,120
2012 2013 2014 2015 2016
- - 0.71 0.50 0.50
0.95 0.95 0.95 0.50 0.50
0.95 0.95 0.95 0.78 0.78
1.19 1.19 1.19 0.24 0.24
0.71 0.71 - - -
0.95 0.95 0.95 0.96 0.96
5.75 5.75 4.75 3.84 3.84
0.50 0.50 0.50 0.50 0.50
0.95 0.88 0.89 0.94 0.94
11.95 11.88 10.89 8.26 8.26
C[:P]
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
Revenues:
Use Of Money And Property
Interest Revenues
Rents
Royalties & Commissions
Intergovernmental
Fed Intergovnt Rev
Miscellaneous
Other Misc Revenue
Other Financial Sources
Loans
Sale Of Assets
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
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 12,533 $
21,155 $
12,069 $
21,155 $
4,680 $
4,680
208,255
203,286
212,816
203,286
213,333
213,333
272
265
303
265
4,325
4,325
285,902
309,006
420,092
340,813
309,298
309,298
13,302
4,473
11,081
4,473
11,081
11,081
20,016 83,002 41,173 21,408 26,349 26,349
211,658 980 285,500 - - -
$ 751,938 $ 622,167 $ 983,034 $ 591,400 $ 569,066 $ 569,066
$ 100,960 $
109,240 $
181,185 $
195,439 $
190,169 $
195,874
409,231
441,729
434,233
462,841
287,694
293,448
5,372
8,092
8,394
9,397
7,344
7,491
15,412
30,291
99,146
-
-
-
$ 530,975 $
589,352 $
722,958 $
667,677 $
485,207 $
496,813
2012 2013 2014 2015 2016
0.29
0.29
0.29
0.50
0.50
0.05
0.05
0.05
0.50
0.50
0.05
0.05
0.05
0.22
0.22
0.06
0.06
0.06
0.01
0.01
0.05
0.05
0.05
0.04
0.04
0.25
0.25
0.25
0.16
0.16
0.50
0.50
0.50
0.50
0.50
0.05
0.05
0.05
-
-
1.30
1.30
1.30
1.93
1.93
E, MA
Q
a Arra V
El 1.1.1
CAPITAL PROJECT FUNDS
F
Y
2
O
1
6
Fund Summary
Summary by Division
Summary by Funding Source
Project Summary by Name
Unfunded Projects
Q
a Arra V
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 2015-2019 capital improvement program is
$156,892,011 utilizing funding sources of $155,577,761. The current portion of the CIP
is then adopted as part of the annual operating budget.
Changes to the 2015 capital improvement program are amended into the fiscal year
2015 operating budget, and the 2016 projected capital improvement program is certified
as part of the 2016 operating budget. The 2015 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 2015
are $28,464,314 while the appropriated budget including project carry forwards is
$59,831,351.
Starting in FY15, the North Treatment Plant Removal project received a 20 -year internal
loan from the Sewer Fund which is being repaid with a State of Iowa sales tax grant.
The Capital Project Funds total expenditures includes interest expense paid to the
Sewer fund of $166,598, $166,258, and $165,698 for year 2015, 2016, and 2017,
respectively. These amounts are also not reflected in the five-year capital improvement
program totals.
The capital improvement fund expenditures for fiscal year 2016 are $40,294,098
including $166,258 of interest expense to the Sewer Fund. The 2016 program is being
funded with sources totaling $48,841,141 plus the State sales tax grant funding of
$366,258 for a total budgeted revenues of $49,207,399. State sales tax revenues in
FY17 are expected to be $390,698.
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 2016 is $16,190,138.
471
City of Iowa City
Capital Project Funds
Fund Summary
"Fund Balance is Cash Balance for 2012 and July 1, 2013
:1V0
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Fund Balance*, July
$ 18,274,393
$ 25,102,181
$
12,756,766
$ 22,942,340
$ 7,476,837
$ 16,190,138
Revenues:
Other City Taxes
$ 270,249
$ 288,045
-
-
-
-
Use Of Money And Property
Interest Revenues
22,991
3,038
50,966
-
-
-
Rents
15,694
28,467
26,877
-
-
-
Intergovernmental
Fed lntergovnt Rev
1,800,893
19,344,636
9,885,872
6,852,324
6,052,327
6,030,738
Disaster Assistance
-
138,584
173,212
141,615
-
-
Other State Gants
6,660,118
12,715,802
11,174,313
13,060,622
1,262,258
390,698
State 28E Agreements
-
-
158,484
-
-
60,000
Local 28E Agreements
25,321
101,086
-
-
-
-
Charges of Fees & Services
Development Fees
-
56,942
66,299
-
-
-
Miscellaneous
Contrib& Donations
11,500
422,198
381,865
85,003
126,932
200,000
Printed Materials
4,440
5,310
735
-
-
-
Other Misc Revenue
495,508
39,448
63,348
-
-
-
Other Financial Sources
Sale Of Assets
-
7,500
500,000
-
-
-
Insurance Recoveries
54,640
7,520
-
-
-
-
Debt Sales
9,855,454
2,614,089
16,454,973
8,297,457
12,982,068
11,505,000
Internal Service (Non -Budgetary):
ITS Fund
83
100,000
100,000
100,000
Sub -Total Revenues
19,216,808
35,772,665
38,937,027
28,537,021
20,523,585
18,286,436
Transfers In:
Transfers -In from Governmental
6,645,703
9,142,201
1,331,465
5,167,623
22,953,314
2,565,365
Transfers -In from Enterprise Funds
6,082,529
10,670,820
7,507,624
10,671,580
5,730,500
5,610,490
Transfers -In from G.O. Bonds
5,722,976
19,638,960
55,354
-
-
-
Misc Transfers -In
-
330,000
(37,524)
-
-
1,100,000
Internal Service (Non -Budgetary):
ITS Fund
297,921
189,624
Sub -Total Transfers In
18,451,208
39,781,981
9,154,841
16,028,827
28,683,814
9,275,855
Total Revenues & Transfers In
$ 37,668,016
$ 75,554,646
$
48,091,868
$ 44,565,848
$ 49,207,399
$ 27,562,291
Expenditures:
Governmental:
General Government
$ 406,363
$ W'951
2,222,593
1,845,475
50,000
50,000
Culture & Recreation
2,504,596
5,769,746
2,702,586
2,841,115
3,844,000
2,405,000
Community and Economic Dvlpmnt
1,537,540
3,139,390
572,355
400,000
400,000
700,000
Public Safety
839,266
1,857,913
281,073
3,746,273
700,000
810,000
Public Works
8,962,639
10,057,402
11,264,307
32,683,533
31,307,340
29,260,865
Enterprise:
Parking Operations
1,695,730
684,502
133,121
500,000
670,000
400,000
Public Transportation
28,227
854,571
101,286
652,607
50,000
-
Wastewater Treatment
3,176,289
31,529,955
11,565,366
11,388,137
816,258
665,698
Water Operations
530,697
2,202,669
179,652
2,683,906
1,346,500
1,145,000
Refuse Operations
-
-
-
-
-
700,000
Landfill
3,495,411
705,470
1,133,663
1,533,926
-
-
Storm Water
428,512
372,789
1,228,955
-
500,000
700,000
Airport
1,423,411
2,801,550
5,971,011
1,029,100
510,000
1,654,900
Internal Service (Non -Budgetary):
ITS Fund
60,266
527,279
100,000
100,000
Sub -Total Expenditures
25,028,681
60,816,908
37,416,234
59,831,351
40,294,098
38,591,463
Transfers Out:
Capital Project Fund
5,805,352
19,956,583
115,620
-
-
-
Debt Service Funding
-
133
-
-
-
-
MiscTransfersOut
6,195
98,359
374,439
200,000
200,000
225,000
Sub -Total Transfers Out
5,811,547
20,055,075
490,059
200,000
200,000
225,000
Total Expenditures & Transfers Out
$ 30,840,228
$ 80,871,983
$
37,906,294
$ 60,031,351
$ 40,494,098
$ 38,816,463
Fund Balance-, June 30
$ 25,102,181
$ 19,784,844
$
22,942,340
$ 7,476,837
$ 16,190,138
$ 4,935,966
Change in Accounting Method
(7,028.078)
Adjusted Fund Balance*, June 30
$ 25.102.181
$ 12.756.766
$
22,942,340
$ 7,476,837
$ 16.190.138
$ 4,935,966
"Fund Balance is Cash Balance for 2012 and July 1, 2013
:1V0
City of Iowa City, Iowa
Capital Improvement Plan 2015-2019
2015 thru 2019
Summary by Division
Category 2015 2016 2017 2018 2019 Total
Airport
869,100
510,000
1,654,900
587,500
2,642,800
6,264,300
Development Services
741,299
400,000
700,000
579,462
400,000
2,820,761
Finance Administration
627,279
150,000
150,000
150,000
150,000
1,227,279
Fire
700,000
810,000
60,000
895,000
2,465,000
Landfill
685,000
685,000
Library
55,000
250,000
305,000
Parking Operations
500,000
670,000
400,000
300,000
200,000
2,070,000
Parks Maintenance
1,806,700
3,621,000
1,170,000
1,803,000
250,000
8,650,700
Public Works Administration
525,000
3,474,000
3,800,000
4,000,000
2,500,000
14,299,000
Recreation
850,000
168,000
985,000
225,000
50,000
2,278,000
Refuse Operations
700,000
700,000
Storm Water
50,000
500,000
700,000
1,250,000
Street Operations
12,087,536
27,833,340
25,460,865
5,221,365
7,990,365
78,593,471
Transit Operations
54,000
50,000
20,000,000
20,104,000
Wastewater Treatment
9,200,000
650,000
500,000
500,000
500,000
11,350,000
Water Operations
468,400
1,346,500
1,145,000
538,000
331,600
3,829,500
TOTAL 28,464,314 40,127,840 38,425,765 13,964,327 35,909,765 156,892,011
Produced Using the Plan It Capital Planning Software
473
Friday, December 12, 2014
Capital Improvement Program
by Division
FY2O15-2019
$156,892,011
Street Operations,
$78,593,471
.Wastewater Treatment,
$11,350,000
Water Operations,
$6,264,300
Finance Administration,
$1,227,279
Fire, $2,465,000
Development Services,
$2,820,761
\ Landfill, $685,000
Library, $305,000
Storm Water,
Recreation,
Operations, $700,000
474
Public Works Administration,
$14,299,000
$2,070,000
Transit Operations,
$20,104,000
City of Iowa City, Iowa
Capital Improvement Plan 2015-2019
2015 thru 2019
PROJECTS BY DIVISION
Category
Project#
Priority
2015
2016
2017
2018
2019
Total
Air ort
Apron Reconstruction & Connecting Taxiway
A3430
nla
1,654,900
1,654,900
Runway 12-30 Obstruction Mitigation & Part 77
A3442
nla
561,400
561,400
Airport Equipment Shelter
A3443
nla
337,500
337,500
Airport Perimeter Road
A3448
nla
267,700
267,700
Airport Master Plan Update
A3454
nla
166,500
166,500
North T -Hangar Electrical & LED Lighting
A3459
nla
74,000
74,000
Fuel Storage System Rehabilitation
A3460
nla
67,200
67,200
Airfield Pavement Rehabilitation
ANEW1
1
250,000
250,000
250,000
750,000
Hangar A Door Replacement
ANEW2
1
260,000
260,000
South Airport Site Development
ANEW3
4
2,125,100
2,125,100
Airport Total
869,100
510,000
1,654,900
587,500
2,642,800
6,264,300
Develo ment Services
Riverfront Crossing Development
E4513
nla
200,000
200,000
200,000
200,000
200,000
1,000,000
Towncrest Area Redevelopment
E4514
nla
200,000
200,000
200,000
200,000
200,000
1,000,000
Permitting Software Upgrade
G4720
nla
300,000
300,000
City Hall Remodel for NDS Integration
GNEW1
nla
341,299
179,462
520,761
Development Services Total
741,299
400,000
700,000
579,462
400,000
2,820,761
Finance Administration
City Hall - Other Projects
G4704
1
100,000
50,000
50,000
50,000
50,000
300,000
Fiber Optic Infill Program
14721
1
100,000
100,000
100,000
100,000
100,000
500,000
S. Wastewater Fiber Repair/Redundant Path
14722
nla
427,279
427,279
Finance Administration Total
627,279
150,000
150,000
150,000
150,000
1,227,279
Fire
Fire Apparatus Replacement Program
Y4406
nla
810,000
60,000
895,000
1,765,000
Fire/Police Storage Facility Relocation
YNEW1
1
700,000
700,000
Fire Total
700,000
810,000
60,000
895,000
2,465,000
Landfill
Hebl Road Improvements
L3322
1
85,000
85,000
Landfill Gas Collection System Flare Replacement
L3324
1
300,000
300,000
Landfill Household Hazardous Water Storage Unit
L3325
1
300,000
300,000
Produced Using the Plan It Capital Planning Software
Tuesday, December 16, 2014
475
Category Project# Priority 2015 2016 2017 2018 2019 Total
Landfill Total
100,000
Librar
nla
nla 55,000
Library Bookmobile
RNEW3
Replace Library HVAC Controls
RNEW4
Library Total
1 500,000 400,000
2 270,000
IParking Operations
1,800,000
270,000
Parking Facility Restoration Repair
T3004
Parking Facility & Enforcement Automation
T3009
Parking Operations Total
Parks Maintenance
Lower Muscatine Road Landscaping
PNEW3
S. Sycamore Landscaping - Langenberg to 'L'
PNEW4
S. Sycamore Landscape - Langenberg to Highway 6
PNEW5
Parks Annual Improvements/Maintenance
R4130
Frauenholtz-Miller Park Development
R4137
Iowa River Corridor Trail -Peninsula -WW Praine
R4160
Lower City Park Emergency Access Road
R4177
Riverfront Crossings Riverbank/Park Development
R4185
Mercer Park Playground
R4186
Iowa RiverTrail, Benton St -Sturgis Park
R4204
Intracity Bike Trails
R4206
Hickory Hill Trail Redesign & Development
R4224
Willow CrklKiwanis Park Master Plans & Splash Pad
R4322
Upgrade Building BAS Controls
RNEW1
Emerald Ash Borer Response Plan
RNEW11
Sustainable Roadway Vegetation Management Program
RNEW15
Tennis Court I Pickle Ball Court Resurfacing
RNEW16
Tower Court Park Renovation
RNEW18
Pheasant Hill Park Renovation
RNEW19
Highway 1 Sidewalk/Trail
RNEW5
Parks Maintenance Total
Public Works Administration
1
Vehicle Wash System at New Public Works Site
P3957
CBD Streetscape Project
P3971
Traffic Engineering Building
P3973
Riverside Drive Pedestrian Tunnel
P3974
Riverside Drive Streetscape Improvements
P3977
Public Works Administration Total
50,000
Produced Using the Plan It Capital Planning Software
685,000
100,000
685,000
nla
nla 55,000
250,000
250,000
55,000
55,000
250,000
305,000
1 500,000 400,000
2 270,000
400,000 300,000 200,000
1,800,000
270,000
500,000 670,000
400,000 300,000 200,000
2,070,000
3
100,000
100,000
3
100,000
100,000
3
100,000
100,000
nla
87,000
100,000
100,000
100,000
100,000
487,000
1
223,000
223,000
1
200,000
200,000
nla
211,511
211,511
1
500,000
500,000
500,000
1,500,000
1
214,855
214,855
1
150,000
2,108,000
2,258,000
1
50,000
50,000
50,000
50,000
50,000
250,000
nla
250,000
250,000
250,000
750,000
1
350,000
350,000
2
240,000
170,000
125,000
535,000
nla
75,000
75,000
75,000
75,000
75,000
375,000
2
25,000
25,000
25,000
25,000
25,000
125,000
1
70,000
70,000
1
73,334
73,334
1
50,000
50,000
2
678,000
678,000
1,806,700
3,621,000
1,170,000
1,803,000
250,000
8,650,700
nla
40,000
1,100,000
1,140,000
1
350,000
2,000,000
2,000,000
4,000,000
2,500,000
10,850,000
nla
700,000
700,000
1
100,000
1,434,000
1,534,000
3
75,000
75,000
525,000
3,474,000
3,800,000
4,000,000
2,500,000
14,299,000
E, V11
Tuesday, December 16, 2014
Category Project# Priority 2015 2016 2017 2018 2019 Total
Recreation
Annual Recreation Center Improvements
R4330
nla
50,000
50,000
50,000
50,000
50,000
250,000
Elementary School Recreation Facility Partnership
R4331
1
750,000
775,000
1,525,000
City Park Pool Cabana Shelters
RNEW10
1
65,000
65,000
Youth Sports Complex Feasibility Study
RNEW20
1
50,000
50,000
Mercer Aquatic Center/Scanlon Gym Improvements
RNEW7
1
53,000
53,000
Recreation Center Lobby Remodel
RNEW8
1
160,000
160,000
City Park Cabin Restoration
RNEW9
1
175,000
175,000
Recreation Total
850,000
168,000
985,000
225,000
50,000
2,278,000
Refuse Operations
Refuse Building
K3972
nla
700,000
700,000
Refuse Operations Total
700,000
700,000
Storm Water
Normandy Drive Storm Sewer Replacment
MNEW1
2
25,000
350,000
375,000
Stevens Drive Storm Sewer Improvements
MNEW2
2
25,000
350,000
375,000
Idyllwild Storm Water Drainage Diversion
P3976
2
50,000
450,000
500,000
Storm Water Total
50,000
500,000
700,000
1,250,000
Street Operations
Towncrest Drive reconstruction
ENEW1
3
600,000
600,000
Foster Rd Extension - Dubuque to Praine Du Chien
RNEW17
1
100,000
2,600,000
2,700,000
Harrison Street Reconstruction
53806
1
500,000
500,000
Iowa City Gateway Project (Dubuque St)
53809
nla
3,594,958
22,426,975
22,870,500
48,892,433
Annual Traffic Signal Projects
53814
2
150,000
150,000
150,000
150,000
150,000
750,000
Traffic Calming
53816
2
25,000
25,000
25,000
25,000
25,000
125,000
Overwidth Paring - Sidewalks
53821
2
25,000
25,000
25,000
25,000
25,000
125,000
Curb Ramps -ADA
53822
1
100,000
100,000
100,000
300,000
Brick Street Repairs
53823
1
20,000
20,000
20,000
20,000
20,000
100,000
Annual Pavement Rehabilitation
53824
nla
855,812
930,812
930,812
930,812
930,812
4,579,060
Underground Electrical Facilities
53826
1
194,553
194,553
194,553
194,553
194,553
972,765
Sidewalk Infill Program
53828
1
100,000
100,000
100,000
300,000
Alley Assessment
53830
nla
181,000
181,000
362,000
Burlington & Madison Intersection Improvements
53834
2
100,000
1,700,000
1,800,000
Burlington & Clinton Intersection Improvements
53840
1
1,138,332
1,138,332
Annual RR Crossings City Wide
53843
1
20,000
20,000
20,000
20,000
20,000
100,000
Brick Street Reconstruction
53849
1
800,000
800,000
American Legion Rd -Scott Blvd to Taft Ave
53854
1
350,000
6,300,000
6,650,000
Mormon Trek- Right Tum at Benton & 3 Lane Conv
53868
2
500,000
500,000
1st Ave I IAIS RR Crossing Grade Separation
53871
nla
2,519,222
1,935,000
4,454,222
Annual Bridge Maintenance & Repair
53910
nla
50,000
50,000
50,000
50,000
50,000
250,000
Interstate 80 Aesthetic Improvements
53921
3
100,000
100,000
200,000
Dubuque St./I-80 Pedestrian Bridge
53930
1
2,044,659
2,044,659
LED Streetlight Replacement
53932
1
50,000
75,000
75,000
75,000
75,000
350,000
Produced Using the Plan It Capital Planning Software
Tuesday, December 16, 2014
477
Category Project# Priority 2015 2016 2017 2018 2019 Total
Street Operations Total
27,833,340 25,460,865
Transit Operations
78,593,471
Transit Facility Relocation
T3055
Transit Bus Shelter Replacement & Expansion
T3059
Transit Bus Camera Replacement
T3060
Transit Operations Total
50,000
Wastewater Treatment
Annual Sewer Main Replacement
V3101
Sludge Biosolid Dewatering Equip Replacement
V3141
North Wastewater Treatment Plant Demolition
V3142
Generator Relocation & Emissions Upgrade
VNEW1
Wastewater Clarifier Repairs
VNEW2
Wastewater Treatment Total
238,000
Water Operations
1,400,000
First Avenue (400-500 Block) Water Main Replace
W3212
Ground Storage Reservoir VFD Upgrades
W3213
Reseal Treatment Plant Building
W3214
Spruce St. (1300-1400 Block) Water Main Repl
W3216
Wade St. (1000-1100 Block) Water Main Repl
W3217
Washington St. (100-200 Block) Water Main Repl
W3218
SCADA File Server Replacement & Backup Server
W3219
Aquifer Storage and Recovery (ASR) Project
WNEW1
Dill St. Water Main Replacement
WNEW2
Douglas St./Douglas Ct. Water Main Replacement
WNEW3
Lee StlHighwood St Water Main Replacement
WNEW4
Water Treatment Plant Filter l6 Buildout
WNEW5
Water Plant Computer Control Systems) Replacement
WNEW6
Water Operations Total
GRAND TOTAL
Produced Using the Plan It Capital Planning Software
12,087,536
27,833,340 25,460,865
5,221,365 7,990,365
78,593,471
1
554,000
20,000,000
20,000,000
1
50,000
50,000
1 54,000
27,500
54,000
54,000
50,000
20,000,000
20,104,000
1 500,000
500,000 500,000
500,000 500,000
2,500,000
1 1,400,000
238,000
1,400,000
1 6,000,000
238,000
nla
6,000,000
nla 1,150,000
1,150,000
nla 150,000
150,000
300,000
9,200,000
650,000 500,000
500,000 500,000
11,350,000
1
554,000
554,000
1
91,000
98,500
106,000
295,500
1
27,500
27,500
2
189,000
189,000
2
238,000
238,000
nla
75,000
746,000
821,000
1
64,400
64,400
2
50,000 250,000
300,000
nla
363,000
363,000
nla
360,000
360,000
nla
170,000
170,000
1
16,000
70,000
70,000 81,600
237,600
1
99,500
55,000
55,000
209,500
468,400
1,346,500
1,145,000
538,000 331,600
3,829,500
28,464,314 40,127,840 38,425,765 13,964,327 35,909,765 156,892,011
ClLB
Tuesday, December 16, 2014
City of Iowa City, Iowa
Capital Improvement Plan 2015-2019
2015 thru 2019
FUNDING SOURCE SUMMARY
Source 2015 2016 2017 2018 2019 Total
AIRPORT FUND
117,955
114,000
165,490
108,750
101,770
607,965
CONTRIBUTIONS & DONATIONS
50,000
200,000
70,000
320,000
EQUIPMENT FUND
1,100,000
1,100,000
FEDERAL GRANTS
4,713,060
6,452,327
6,030,738
303,750
17,303,480
34,803,355
GENERALFUND
330,000
350,000
450,000
350,000
350,000
1,830,000
GO BONDS
7,897,457
13,082,068
11,605,000
9,303,462
12,242,550
54,130,537
LANDFILL FUND
685,000
685,000
LOCAL OPTION SALES TAX
3,594,958
21,342,235
24,937,193
MISC TRANSFERS IN
6,000,000
3,300,000
9,300,000
OTHER STATE GRANTS
396,085
496,000
700,000
175,000
1,767,085
PARK DEDICATION FEES
154,031
76,932
230,963
PARKING FUND
500,000
670,000
400,000
300,000
200,000
2,070,000
REFUSE COLLECTION FUND
700,000
700,000
ROAD USE TAX FUND
915,000
915,000
1,715,000
915,000
1,015,000
5,475,000
STORM WATER FUND
50,000
500,000
700,000
1,250,000
TAX INCREMENT FINANCING
20,714
75,000
95,714
TRANSIT FUND
54,000
50,000
104,000
UNIVERSITY OF IOWA
60,000
65,000
125,000
UTILITY FRANCHISE TAX
325,365
325,365
325,365
325,365
325,365
1,626,825
WASTEWATER FUND
3,389,624
3,050,000
2,500,000
1,050,000
500,000
10,489,624
WATER FUND
568,400
1,346,500
1,145,000
538,000
331,600
3,929,500
GRAND TOTAL
29,690,935
48,841,141
27,171,593
13,964,327
35,909,765
155,577,761
Produced Using the Plan It Capital Planning Software
Friday, December 12, 2014
Capital Improvement Program
by Funding Source
FY2O15-2019
$155,577,761
Equipment Fund, $1,100,0001
Storm Water Fund, $1,250,000 1
Landfill Fund, $685,000
Refuse Collection Fund,
$700,000
Airport Fund, Wastewater
$607,965 $10,489,1
Transit Fund,
$109,000
Parking Fund, V.
$2,070,000
City of Iowa City
Capital Improvement Program
Summary by Funding Source
2014 2015 2016
Mevrseu
GO Bonds, $54,130,537
2017 2018
rocas
Misc Transfers In, $9,300,000
Water Fund, $3,929,500
Tax Increment Fir
$95,714
Federal Grants, $34,803,355
Cf i11]
y Franchise Tax,
$1,626,825
Iowa, $125,000
State Grants, $1,767,085
Dedication Fees, $230,963
:ions,
St n3 nnn 537n RIM
City of Iowa City, Iowa
Capital Improvement Plan 2015-2019
2015 thru 2019
PROJECTS BY FUNDING SOURCE
Source Project#
Priority
2015
2016
2017
2018 2019
Total
AIRPORT FUND
Apron Reconstruction & Connecting Taxiway
A3430
nla
165,490
165,490
Runway 12-30 Obstruction Mitigation & Part 77
A3442
nla
56,140
56,140
Airport Equipment Shelter
A3443
nla
33,750
33,750
Airport Perimeter Road
A3448
nla
26,770
26,770
Airport Master Plan Update
A3454
nla
16,700
16,700
North T -Hangar Electrical & LED Lighting
A3459
nla
24,955
24,955
Fuel Storage System Rehabilitation
A3460
nla
20,160
20,160
Airfield Pavement Rehabilitation
ANEW1
1
75,000
75,000 75,000
225,000
Hangar Door Replacement
ANEW2
1
39,000
39,000
AIRPORT FUND Total
117,955
114,000
165,490
108,750 101,770
607,965
CONTRIBUTIONS & DONATIONS
Hickory Hill Trail Redesign & Development
R4224
nla
50,000
50,000
50,000
150,000
Library Bookmobile
RNEW3
nla
150,000
150,000
City Park Cabin Restoration
RNEW9
1
20,000
20,000
CONTRIBUTIONS & DONATIONS
50,000
200,000
70,000
320,000
Total
EQUIPMENT FUND
Vehicle Wash System at New Public Works Site
P3957
nla
1,100,000
1,100,000
EQUIPMENT FUND Total
1,100,000
1,100,000
FEDERAL GRANTS
Apron Reconstruction & Connecting Taxiway
A3430
nla
1,489,410
1,489,410
Runway 12-30 Obstruction Mitigation & Part 77
A3442
nla
505,260
505,260
Airport Equipment Shelter
A3443
nla
303,750
303,750
Airport Perimeter Road
A3448
nla
240,930
240,930
Airport Master Plan Update
A3454
nla
149,800
149,800
South Airport Site Development
ANEW3
4
1,062,550
1,062,550
Iowa River Trail, Benton St -Sturgis Park
R4204
1
400,000
400,000
Iowa City Gateway Project (Dubuque St)
53809
nla
4,541,327
4,541,328
9,082,655
Burlington & Madison Intersection Improvements
53834
2
1,511,000
1,511,000
Burlington & Clinton Intersection Improvements
53840
1
200,000
200,000
Mormon Trek- Right Tum at Benton & 3 Lane Conv
53868
2
500,000
500,000
1st Ave I IAIS RR Crossing Grade Separation
53871
nla
2,423,000
2,423,000
Dubuque St./I-80 Pedestrian Bridge
53930
1
935,000
935,000
Transit Facility Relocation
73055
1
16,000,000
16,000,000
FEDERAL GRANTS Total
4,713,060
6,452,327
6,030,738
303,750 17,303,480
34,803,355
Produced Using the Plan -It Capital Planning Software
Monday, December 08, 2014
481
Source Project# Priority 2015 2016 2017 2018 2019 Total
GENERAL FUND
Parks Annual Improvements/Maintenance
R4130
nla
80,000
100,000
100,000
100,000
100,000
480,000
Annual Recreation Center Improvements
R4330
nla
50,000
50,000
50,000
50,000
50,000
250,000
Emerald Ash Borer Response Plan
RNEW11
nla
75,000
75,000
75,000
75,000
75,000
375,000
Sustainable Roadway Vegetation Management Program
RNEW15
2
25,000
25,000
25,000
25,000
25,000
125,000
Library Bookmobile
RNEW3
nla
S. Sycamore Landscape - Langenberg to Highway 6
PNEWS
100,000
Frauenholtz-Miller Park Development
R4137
100,000
Annual Pavement Rehabilitation
53824
nla
100,000
100,000
100,000
100,000
100,000
500,000
GENERAL FUND Total
GO BONDS
350,000
450,000
South Airport Site Development
ANEW3
4
Riverfront Crossing Development
E4513
nla
Towncrest Area Redevelopment
E4514
nla
Towncrest Drive reconstruction
ENEW1
3
City Hall - Other Projects
G4704
1
Permitting Software Upgrade
G4720
nla
City Hall Remodel for NDS Integration
GNEW1
nla
Fiber Optic Infill Program
14721
1
CBD Streetscape Project
P3971
1
Riverside Drive Pedestrian Tunnel
P3974
1
Lower Muscatine Road Landscaping
PNEW3
3
S. Sycamore Landscaping - Langenberg to 'L'
PNEW4
3
S. Sycamore Landscape - Langenberg to Highway 6
PNEWS
3
Frauenholtz-Miller Park Development
R4137
1
Lower City Park Emergency Access Road
R4177
nla
Riverfront Crossings Riverbank/Park Development
R4185
1
Mercer Park Playground
R4186
1
Iowa River Trail, Benton St - Sturgis Park
R4204
1
Intracity Bike Trails
R4206
1
Hickory Hill Trail Redesign & Development
R4224
nla
Willow CrklKiwanis Park Master Plans & Splash Pad
R4322
1
Elementary School Recreation Facility Partnership
R4331
1
Upgrade Building BAS Controls
RNEW1
2
City Park Pool Cabana Shelters
RNEW10
1
Tennis Court I Pickle Ball Court Resurfacing
RNEW16
1
Foster Rd Extension - Dubuque to Prairie Du Chien
RNEW17
1
Pheasant Hill Park Renovation
RNEW19
1
Youth Sports Complex Feasibility Study
RNEW20
1
Replace Library HVAC Controls
RNEW4
nla
Highway 1 Sidewalk/Trail
RNEWS
2
Mercer Aquatic Center/Scanlon Gym Improvements
RNEW7
1
Recreation Center Lobby Remodel
RNEWB
1
City Park Cabin Restoration
RNEW9
1
Harrison Street Reconstruction
53806
1
Iowa City Gateway Project (Dubuque St)
53809
nla
Annual Traffic Signal Projects
53814
2
Sidewalk Infill Program
53828
1
Alley Assessment
53830
nla
Burlington & Clinton Intersection Improvements
53840
1
Brick Street Reconstruction
53849
1
American Legion Rd -Scott Blvd to Taft Ave
53854
1
1st Ave l IAIS RR Crossing Grade Separation
53871
nla
Dubuque St./I-80 Pedestrian Bridge
53930
1
330,000
350,000
450,000
350,000
350,000
1,830,000
1,062,550
1,062,550
200,000
200,000
200,000
200,000
200,000
1,000,000
200,000
200,000
200,000
200,000
200,000
1,000,000
600,000
600,000
100,000
50,000
50,000
50,000
50,000
300,000
300,000
300,000
341,299
179,462
520,761
100,000
100,000
100,000
100,000
100,000
500,000
350,000
2,000,000
2,000,000
4,000,000
2,500,000
10,850,000
100,000
1,434,000
1,534,000
100,000
100,000
100,000
100,000
100,000
100,000
181,930
181,930
220,000
220,000
500,000
500,000
500,000
1,500,000
150,000
150,000
150,000
1,708,000
1,858,000
50,000
50,000
50,000
50,000
50,000
250,000
200,000
200,000
200,000
600,000
350,000
350,000
750,000
775,000
1,525,000
240,000
170,000
125,000
535,000
65,000
65,000
70,000
70,000
100,000
2,050,000
2,150,000
14,138
14,138
50,000
50,000
55,000
55,000
178,000
178,000
53,000
53,000
160,000
160,000
130,000
130,000
500,000
500,000
5,000,000
5,000,000
10,000,000
150,000
150,000
150,000
150,000
150,000
750,000
100,000
100,000
100,000
300,000
181,000
181,000
362,000
840,000
840,000
800,000
800,000
350,000
6,300,000
6,650,000
2,050,000
2,050,000
776,158
776,158
Produced Using the Plan It Capital Planning Software Monday, December 08, 2014
Source Project#
Priority
2015
2016
2017 2018 2019
Total
Transit Facility Relocation
73055
1
700,000
700,000
Fire Apparatus Replacement Program
Y4406
nla
750,000 60,000 830,000
1,640,000
Fire/Police Storage Facility Relocation
YNEW1
1
700,000
700,000
GO BONDS Total
7,897,457
13,082,068
11,605,000 9,303,462 12,242,550
54,130,537
LANDFILL FUND
Hebl Road Improvements
L3322
1
85,000
85,000
Landfill Gas Collection System Flare Replacement
L3324
1
300,000
300,000
Landfill Household Hazardous Water Storage Unit
L3325
1
300,000
300,000
LANDFILL FUND Total
685,000
685,000
LOCAL OPTION SALES TAX
Iowa City Gateway Project(Dubuque St)
53809
We
3,594,958
21,342,235
24,937,193
LOCAL OPTION SALES TAX Total
3,594,958
21,342,235
24,937,193
MISC TRANSFERS IN
Transit Facility Relocation
73055
1
3,300,000
3,300,000
North Wastewater Treatment Plant Demolition
V3142
1
6,000,000
6,000,000
MISC TRANSFERS IN Total
6,000,000
3,300,000
9,300,000
OTHER STATE GRANTS
North T -Hangar Electrical & LED Lighting
A3459
We
49,045
49,045
Fuel Storage System Rehabilitation
A3460
We
47,040
47,040
Airfield Pavement Rehabilitation
ANEW1
1
175,000
175,000 175,000
525,000
Hangar A Door Replacement
ANEW2
1
221,000
221,000
Iowa River Corridor Trail -Peninsula -WW Praine
R4160
1
200,000
200,000
Highway 1 Sidewalk/Trail
RNEW5
2
500,000
500,000
City Park Cabin Restoration
RNEW9
1
25,000
25,000
Interstate 80 Aesthetic Improvements
53921
3
100,000
100,000
200,000
OTHER STATE GRANTS Total
396,085
496,000
700,000 175,000
1,767,085
PARKDEDICATION FEES
Parks Annual Improvements/Maintenance
R4130
nla
7,000
7,000
Frauenholtz-Miller Park Development
R4137
1
41,070
41,070
Mercer Park Playground
R4186
1
64,855
64,855
Tower Court Park Renovation
RNEW18
1
73,334
73,334
Pheasant Hill Pack Renovation
RNEW19
1
35,862
35,862
Dubuque St./I-80 Pedestrian Bridge
53930
1
8,842
8,842
PARK DEDICATION FEES Total
154,031
76,932
230,963
PARKING FUND
Packing Facility Restoration Repair
73004
1
500,000
400,000
400,000 300,000 200,000
1,800,000
Parking Facility& Enforcement Automation
73009
2
270,000
270,000
PARKING FUND Total
500,000
670,000
400,000 300,000 200,000
2,070,000
Produced Using the Plan -It Capital Planning Software
Monday, December 08, 2014
483
Source Project#
Priority
2015
2016
2017
2018
2019
Total
REFUSE COLLECTION FUND
Refuse Building
K3972
n/a
700,000
700,000
REFUSE COLLECTION FUND Total
700,000
700,000
ROAD USE TAX FUND
Traffic Engineering Building
P3973
nla
700,000
700,000
Traffic Calming
53816
2
25,000
25,000
25,000
25,000
25,000
125,000
Overwidth Paring- Sidewalks
53821
2
25,000
25,000
25,000
25,000
25,000
125,000
Curb Ramps-ADA
53822
1
100,000
100,000
100,000
300,000
Brick Street Repairs
53823
1
20,000
20,000
20,000
20,000
20,000
100,000
Annual Pavement Rehabilitation
53824
nla
625,000
700,000
700,000
700,000
700,000
3,425,000
Annual RR Crossings City Wide
53843
1
20,000
20,000
20,000
20,000
20,000
100,000
Annual Bridge Maintenance & Repair
53910
nla
50,000
50,000
50,000
50,000
50,000
250,000
LED Streetlight Replacement
53932
1
50,000
75,000
75,000
75,000
75,000
350,000
ROAD USE TAX FUND Total
915,000
915,000
1,715,000
915,000
1,015,000
5,475,000
STORM WATER FUND
Normandy Drive Storm Sewer Replacment
MNEW1
2
25,000
350,000
375,000
Stevens Drive Stomr Sewer Improvements
MNEW2
2
25,000
350,000
375,000
Idyllwild Stomr Water Drainage Diversion
P3976
2
50,000
450,000
500,000
STORM WATER FUND Total
50,000
500,000
700,000
1,250,000
TAX INCREMENT FINANCING
Riverside Drive Pedestrian Tunnel
P3974
1
20,714
20,714
Riverside Drive Streetscape Improvements
P3977
3
75,000
75,000
TAX INCREMENT FINANCING Total
20,714
75,000
95,714
TRANSIT FUND
Transit Bus Shelter Replacement & Expansion
73059
1
50,000
50,000
Transit Bus Camera Replacement
73060
1
54,000
54,000
TRANSIT FUND Total
54,000
50,000
104,000
UNIVERSITY OF IOWA
Fire Apparatus Replacement Program
Y4406
nla
60,000
65,000
125,000
UNIVERSITY OF IOWA Total
60,000
65,000
125,000
UTILITY FRANCHISE TAX
Annual Pavement Rehabilitation
53824
nla
130,812
130,812
130,812
130,812
130,812
654,060
Underground Electrical Facilities
53826
1
194,553
194,553
194,553
194,553
194,553
972,765
UTILITY FRANCHISE TAX Total
325,365
325,365
325,365
325,365
325,365
1,626,825
WASTEWATER FUND
S. Wastewater Fiber Repair/Redundant Path
14722
nla
189,624
189,624
Foster Rd Extension - Dubuque to Prairie Du Chien
RNEW17
1
550,000
550,000
Produced Using the Plan It Capital Planning Software
Monday, December 08, 2014
484
Source Project# Priority 2015 2016 2017 2018 2019 Total
Iowa City Gateway Project (Dubuque St)
53809
nla
2,400,000 2,000,000
4,400,000
Annual Sewer Main Replacement
V3101
1 500,000
500,000 500,000 500,000
500,000 2,500,000
Sludge Biosolid Dewatering Equip Replacement
V3141
1 1,400,000
W3217
1,400,000
Generator Relocation & Emissions Upgrade
VNEW1
nla 1,150,000
Aquifer Storage and Recovery (ASR) Project
1,150,000
Wastewater Clarifier Repairs
VNEW2
nla 150,000
150,000
300,000
WASTEWATER FUND Total
Water Treatment Plant Filter A Buildout
3,389,624
3,050,000 2,500,000 1,050,000
500,000 10,489,624
WATER FUND
Burlington & Clinton Intersection Improvements
53840
First Avenue (400-500 Block) Water Main Replace
W3212
Ground Storage Reservoir VFD Upgrades
W3213
Reseal Treatment Plant Building
W3214
Spruce St. (1300-1400 Block) Water Main Repl
W3216
Wade St. (1000-1100 Block) Water Main Repl
W3217
Washington St. (100-200 Block) Water Main Repl
W3218
SCADA File Server Replacement & Backup Server
W3219
Aquifer Storage and Recovery (ASR) Project
WNEW1
Dill St. Water Main Replacement
WNEW2
Douglas St./Douglas Ct. Water Main Replacement
WNEW3
Lee StlHighwood St Water Main Replacement
WNEW4
Water Treatment Plant Filter A Buildout
WNEWS
Water Plant Computer Control Systems) Replacement
WNEW6
WATER FUND Total
GRAND TOTAL
1
1
1
1
2
2
nla
1
2
nla
nla
nla
1
1
100,000
554,000
91,000
98,500 106,000
27,500
189,000
238,000
75,000
746,000
64,400
50,000 250,000
363,000
360,000
170,000
16,000
99,500
70,000 70,000 81,600
55,000 55,000
100,000
554,000
295,500
27,500
189,000
238,000
821,000
64,400
300,000
363,000
360,000
170,000
237,600
209,500
568,400 1,346,500 1,145,000 538,000 331,600 3,929,500
29,690,935 48,041,141 27,171,593 13,964,327 35,909,765 155,577,761
Produced Using the Plan -It Capital Planning Software Monday, December 08, 2014
CRb7
Capital Project Funds
Project Listing
Project
Page
A3430 -
Apron Reconstruction & Connecting Taxiway.........................................................
488
A3442 -
Runway 12-30 Obstruction Mitigation & Part 77 Removals .
488
A3443 -
Airport Equipment Shelter .
489
A3448 -
Airport Perimeter Rd.
489
A3454 -
Airport Master Plan Update .
490
A3459 —
North T -Hanger Electrical & LED Lighting .
490
A3460 —
Fuel Storage System Rehabilitation .
491
ANEW1
—Airfield Pavement Rehabilitation.
491
ANEW2
— Hangar A Door Replacement.......................................................................................
492
ANEW3
— South Airport Site Development.................................................................................
493
P3971 -
CBD Streetscape Project .
494
G4704 -
City Hall -Other Projects------------------------------------------------------------------------------------------
494
14721 - Fiber Optic Cable Infill Program....................................................................495
14722 - South Wastewater Fiber Repair/Redundant Path Project ......................................
495
Y4406 -
Fire Apparatus Replacement Program....................................................................
496
YNEW1
— Fire/Police Storage Facility Relocation .
497
RNEW3
— Library Bookmobile----------------------------------------------------------------------------------------------
498
RNEW4
— Replace Library HVAC Controls .
499
E4513 -
Riverfront Crossings Redevelopment .
499
E4514 -
Towncrest Area Redevelopment.
500
ENEW1
—Towncrest Drive Reconstruction.
500
G4720 —
Permitting Software Upgrade.....................................................................501
GNEW1
— City Hall Remodel for NDS Integration ......................................................502
P3977 -
Riverside Drive Streetscape Improvements.
503
R4185—
Riverside Crossings Riverbank/Park Development.
503
R4204 -
Iowa River Trail, Benton Street to Sturgis Park
504
R4206 -
Intra -City Bike Trails ------------------------------------------------------------------------------------------------
504
RNEW5—Highway
1 Sidewalk/Trail.
505
R4130 -
Parks Annual Improvements/Maintenance.
505
R4137 -
Frauenholtz-Miller Park Development.....................................................................
506
R4160 -
Iowa River Corridor Trail -Peninsula Park to Waterworks Prairie .
506
R4177 -
Lower City Park Emergency Access Road .
507
R4186 -
Mercer Park Playground----------------------------------------------------------------------------------------
507
R4224 -
Hickory Hill Trail Redesign and Development.........................................................
508
R4322 -
Willow Creek/Kiwanis Park Master Plan and Splash Pad .
508
R4330 -
Annual Recreation Center Improvements...............................................................
509
R4331 -
Elementary School Recreation Facility Partnership.
509
RNEW1
— Upgrade Building BAS Controls.
510
RNEW10
— City Park Pool Cabana Shelters .
510
RNEW11
— Emerald Ash Borer Response Plan...................................................................
511
RNEW15—Sustainable
Roadway Vegetation Management Program.
511
RNEW16—Tennis
Court/Pickle Ball Court Resurfacing.
512
RNEW18
—Tower Court Park Renovation.
513
RNEW19
— Pheasant Hill Park Renovation .
513
RNEW20 —Youth Sports Complex Feasibility Study.
514
RNEW7
— Mercer Aquatic Center/Scanlon Gym Improvements .
514
RNEW8
- Recreation Center Lobby Remodel .
515
RNEW9
— City Park Cabin Restoration.
516
K3972 -
Refuse Building-------------------------------------------------------------------------------------------------------
517
L3322 -
Hebl Road Improvements----------------------------------------------------------------------------------------
518
L3324 -
Landfill Gas Collection System Flare Replacement .
518
Project
Page
L3325 -
Landfill Household Hazardous Water Storage Unit.
519
MNEW1
— Normandy Drive Storm Sewer Replacement .
519
MNEW2
— Stevens Drive Storm Sewer Improvements .
520
P3957 -
Vehicle Wash System at new Public Works Site .
520
P3973 -
Traffic Engineering Building .
521
P3974 -
Riverside Drive Pedestrian Tunnel.
521
P3976 -
Idyllwild Storm Water Drainage Diversion.
522
PNEW3
— Lower Muscatine Road Landscaping .
522
PNEW4
— S. Sycamore Landscaping — Langenberg to "L"
523
PNEW5
— S. Sycamore Landscaping — Langenberg to Highway 6
523
RNEW17
— Foster Rd Extension — Dubuque to Prairie du Chien.
524
S3806 -
Harrison Street Reconstruction .
524
S3809 -
Iowa City Gateway Project (Dubuque Street) .
525
S3814 —
Annual Traffic Signal Projects .
526
S3816 -
Traffic Calming--------------------------------------------------------------------------------------------------------
526
S3821 -
Overwidth Paving/Sidewalks.
527
S3822 -
Curb Ramps -ADA.
527
S3823 -
Brick Street Repairs .
528
S3824—Annual
Pavement Rehabilitation .
528
S3826 -
Underground Electrical Facilities.
529
S3828 -
Sidewalk Infill Program.
529
S3830 -
Alley Assessment .
530
S3834 -
Burlington/Madison Intersection Improvements.
530
S3840 -
Burlington/Clinton Intersection Improvements .
531
S3843—Annual
RR Crossings -City Wide.............................................................................
531
S3849 -
Brick Street Reconstruction.....................................................................................
532
S3854 -
American Legion Road - Scott Blvd to Taft Ave.
533
S3868 -
Mormon Trek Blvd - Right Turn at Benton & 3 Lane Conversion .
534
S3871 -
1st Ave/IAIS RR Crossing Grade Separation.
534
S3910 —Annual
Bridge Maintenance & Repair.
535
S3921 -
Interstate 80 Aesthetic Improvements.
535
S3930 -
Dubuque SUI -80 Pedestrian Bridge .
536
S3932 -
LED Streetlight Replacement.
536
V3101 —Annual
Sewer Main Replacement.
537
V3141 —Sludge
Biosolid Dewatering Equipment Replacement.
537
V3142 —
North Wastewater Plant Demolition .
538
VNEW1
— Generator Relocation & Emissions Upgrade .
539
VNEW2
— Wastewater Clarifier Repairs .
539
W3212 -
First Ave. (400 - 500 block) Water Main Replacement Project
540
W3213 -
Ground Storage Reservoir VFD Replacement/Upgrade .
541
W3214 -
Reseal Water Treatment Plant Building.................................................................
542
W3216 -
Spruce St (1300 - 1400 block) Water Main Replacement Project .
543
W3217 -
Wade St. Water Main Replacement (1000 - 1100 Block) ......................................
544
W3218 -
Washington St (100 - 200 block) Water Main Repl. Project .................................................
545
W3219 -
SCADA File Server Replacement and Backup Server.
546
WNEW1
—Aquifer Storage & Recovery Project .
547
WNEW2 — Dill St Water Main Replacement.........................................................................
548
WNEW3 — Douglas St/Douglas Ct Water Main Replacement.
549
WNEW4 — Lee SUHighwood St Water Main Replacement.
550
WNEW5 — Water Treatment Plant Filter #16 Buildout.
550
WNEW6 — Water Plant Computer Control System Replacement .
551
T3004 —
Parking Facility Restoration Repair.
552
T3009 —
Parking Facility and Enforcement Automation.
553
T3055 —
Transit Facility Relocation.
554
T3059 —
Transit Bus Shelter Replacement and Expansion.
555
T3060 —
Transit Bus Camera Replacement.
555
Asn
Project# A3430
Project Name Apron Reconstruction & Connecting Taxiway
GRANTEE FAA SCORE 88
MATCH °/a 10% TIF DISTRICT None
Description Total Project Cost: $1,654,900
existing terminal apron is showing signs of pavement failure and needs replacement. In addit
acility requires the expansion of the apron and the necessity to provide additional connect or
Justification
'sxisitine apron is showine signs of Davement failure. Increased traffic counts especially for
Department
AIRPORT
Contact
Michael Tharp
Type
One Phase
Useful Life
50 years
Category
Airport
Priority
Critical
Status
Active
amount
to the
events exceed current
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 275,000 275,000
CONSTRUCTION 1,379,900 1,379,900
Total 1,654,900 1,654,900
Funding Sources 2015 2016 2017 2018 2019 Total
AIRPORT FUND 165,490 165,490
FEDERAL GRANTS 1,489,410 1,489,410
Total 1,654,900 1,654,900
Budget hupact/Other
expansion of apron will reqs
over Tong teen.
Project# A3442
Project Name Runway 12-30 Obstruction Nfitigation & Part 77
GRANTEE FAA
MATCH °/a 10%
(Removal of obstructions Der FAA Aimort Lavern Plan
Justification
or
SCORE 88
TIF DISTRICT None
Total Project Cost: $561,400
apron
costs.
Department
AIRPORT
Contact
Michael Tharp
Type
One Phase
Useful Life
75 years
Category
Airport
Priority
Critical
Status
Active
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 112,000 112,000
CONSTRUCTION 449,400 449,400
Total 561,400 561,400
Funding Sources 2015 2016 2017 2018 2019 Total
AIRPORT FUND 56,140 56,140
FEDERAL GRANTS 505260 505260
Total 561,400 561,400
Produced Using the Plan It Capital Planning Software
CSI:1
Wednesday, December 10, 2014
Project# A3443
Project Name Airport Equipment Shelter
GRANTEE FAA
MATCH °/a 10%
SCORE 61
TIF DISTRICT None
Total Project Cost: $337,500
Department
AIRPORT
Contact
Michael Tharp
Type
One Phase
Useful Life
40 Years
Category
Airport
Priority
Critical
Status
Active
Snow removal equipment was previously stored in United Hangar. Equipment Shelter would provide enclosed storage for equipment.
Justification
ICun-ently equipment is exposed to elements. Storage in an enclosed facility would extend useful life and lower maintenance costs.
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 50,000 50,000
CONSTRUCTION 287,500 287,500
Total 337,500 337,500
Funding Sources 2015 2016 2017 2018 2019 Total
AIRPORT FUND 33,750 33,750
FEDERAL GRANTS 303,750 303,750
Total 337,500 337,500
Budgetlmpact/Other
costs
storage
Project# A3448
Department
AIRPORT
Contact
Michael Tharp
Project Name Airport Perimeter Road
Type
One Phase
GRANTEE FAA SCORE 67
Useful Life
50 years
MATCH °/a 10% TIF DISTRICT None
Category
Airport
Priority
Critical
Description Total Project Cost: $267,700
P
Status
Active
Construction perimeter road for maintenance and fueling vehicles to travel to south development area.
Justification
IPreparahon for south development area to be used. 'This provides access for fueling and maintenance vehicles outside the runway protection zones. I
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 45,000 45,000
CONSTRUCTION 222,700 222,700
Total 267,700 267,700
Funding Sources 2015 2016 2017 2018 2019 Total
AIRPORT FUND 26,770 26,770
FEDERAL GRANTS 240,930 240,930
Total 267,700 267,700
IMaintenace of roadway expenses would increase long term expenses.
Produced Using the Plan It Capital Planning Software
Elf -A
Wednesday, December 10, 2014
Project# A3454
Project Name Airport Master Plan Update
GRANTEE FAA
MATCH °/a 10%
Justification
SCORE 65
TIF DISTRICT None
Total Project Cost: $326,500
Department
Contact
Type
Useful Life
Category
Priority
Status
AIRPORT
Michael Tharp
One Phase
20 years
Airport
Critical
Active
IFAA/Aitport proposed including enhanced surveys which would collect the necessary data for FY15 Obstruction mitigation project. This increased the costs of the
Master Plan vaoiect. FAA/Airvort has svlit the varied. over FFY14-FFY15 vears to use entitlement fundine to support the varied. Still requires a 10% local match.
Prior
Expenditures
2015 2016
2017 2018 2019 Total
160,000
PLANNING/DESIGN
166,500
166,500
Total
Total 166,500
166,500
Prior Funding Sources 2015 2016 2017 2018 2019 Total
160,000 AIRPORT FUND 16,700 16,700
Total FEDERAL GRANTS 149,800 149,800
Total 166,500 166,500
Budget Impact/Other
Project# A3459
Project Name North T -Hangar Electrical & LED Lighting
GRANTEE STATE AIP SCORE 90
MATCH 0/a 85% TIF DISTRICT None
Total Project Cost: $74,000
Replace Electrical Service line to North T -hangars and install additional LED Lights on buildings.
Justification
recent
outages.
Department
Contact
Type
Useful Life
Category
Priority
Status
area
AIRPORT
Michael Tharp
One Phase
20 years
Airport
Critical
Active
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 12,500 12,500
CONSTRUCTION 61,500 61,500
Total 74,000 74,000
Funding Sources 2015 2016 2017 2018 2019 Total
AIRPORT FUND 24,955 24,955
OTHER STATE GRANTS 49,045 49,045
Total 74,000 74,000
Produced Using the Plan It Capital Planning Software
CI:A]
Wednesday, December 10, 2014
Project# A3460
Project Name Fuel Storage System Rehabilitation
GRANTEE STATE AIP SCORE 87
MATCH 0/a 70% TIF DISTRICT None
Description Total Project Cost: $67,200
Duel Tank painting and parts replacement of the Fuel Storage Tanks at the Iowa City Airport.
Justification
Tanks are showine increased weatherine and we are seems increased levels of contamination in the fuel
Department
AIRPORT
Contact
Michael Tharp
Type
One Phase
Useful Life
20 years
Category
Airport
Priority
Critical
Status
Active
filtration
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 11,200 11,200
CONSTRUCTION 56,000 56,000
Total 67,200 67,200
Funding Sources 2015 2016 2017 2018 2019 Total
AIRPORT FUND 20,160 20,160
OTHER STATE GRANTS 47,040 47,040
Total 67,200 67,200
Budget Impact/Other
'his project will have a negligible impact on
Project# ANEWI
Project Name Airfield Pavement Rehabilitation
GRANTEE STATE AIP
MATCH 0/. 30%
Pavement Rehabilitation - Phase 1
Justification
SCORE 72
TIF DISTRICT None
Total Project Cost: $750,000
Department
AIRPORT
Contact
Michael Tharp
Type
Annual
Useful Life
10 years
Category
Airport
Priority
Essential
Status
Pending
(Initial phase of runway improvements is approaching 10 years old. This project would phase crack/joint sealing work and other pavement repair needs over the
phases that were used to reconstruct the runwav system. Increases the life of the system and decreases maintenance expenses.
Expenditures 2015 2016 2017
2018
2019
Total
PLANNING/DESIGN 40,000
40,000
40,000
120,000
CONSTRUCTION 210,000
210,000
210,000
630,000
Total 250,000
250,000
250,000
750,000
Funding Sources 2015 2016 2017 2018 2019 Total
AIRPORT FUND 75,000
75,000
75,000
225,000
OTHER STATE GRANTS 175,000
175,000
175,000
525,000
Total 250,000
250,000
250,000
750,000
are approaching 10 years old. This project would increase the lite expectancy of the runways and decreases the annual maintenance costs.
Produced Using the Plan It Capital Planning Software
C1:➢
Wednesday, December 10, 2014
Project# ANEW2
Project Name Hangar A Door Replacement
GRANTEE GAVI SCORE 66
MATCH °/a 15% TIF DISTRICT None
Total Project Cost: $260,000
Department
AIRPORT
Contact
Michael Tharp
Type
One Phase
Useful Life
20 years
Category
Airport
Priority
Essential
Status
Pendine
Justification
Hangar building A contains doors that are manual operation on a pulley/counterweight system. These doors are becoming difficult for some tenants to operate, and
are frequently the last hangars to be rented when openings occur. Proposal is to replace the doors with electric motor doors which would enhance the appeal of the
Expenditures 2015
2016 2017 2018
2019 Total
PLANNING/DESIGN
35,000
35,000
CONSTRUCTION
225,000
225,000
Total
260,000
260,000
Funding Sources 2015
2016 2017 2018
2019 Total
AIRPORT FUND 39,000 39,000
OTHER STATE GRANTS 221,000 221,000
Total 260,000 260,000
expenses due to electrical/equipment additions which would be offset by ability to increase rent on units. The net effect on
Produced Using the Plan It Capital Planning Software
M11%
Wednesday, December 10, 2014
Project# ANEW3
Project Name South Airport Site Development
GRANTEE FAA
MATCH °/a 50%
area
SCORE 46
TIF DISTRICT None
access
Total Project Cost: $2,125,100
Department
AIRPORT
Contact
Michael Tharp
Type
One Phase
Useful Life
40 Years
Category
Airport
Priority
Non-essential
Status
Pendine
Justification
The airport continues to have a growing need for additional hangar area for based aircraft This project will provide the initial site development for the south
eeneral aviation area includine improvements to drainaee alone Willow Creek that will allow for the site development to be outside this 100 vear flood plain.
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 355,000 355,000
CONSTRUCTION 1,770,100 1,770,100
Total 2,125,100 2,125,100
Funding Sources 2015 2016 2017 2018 2019 Total
FEDERAL GRANTS 1,062,550 1,062,550
GO BONDS 1,062,550 1,062,550
Total 2,125,100 2,125,100
Produced Using the Plan It Capital Planning Software
1§1:161
Wednesday, December 10, 2014
Project# P3971
Project Name CBD Streetscape Project
Department CITY MANAGER
Contact Geoff Train
Type Multi -Phase
GRANTEE NONE SCORE 59 Useful Life 15 years
MATCH °/a NONE TIF DISTRICT City -University Category Public Works Administration
Priority Essential
Description Total Project Cost: $12,267,320 Status Active
This project includes streetscape upgrades consistent with the adopted 2013 master plan. Enhancements include utility upgrades, as well as improvements to the
roadway and pedestrian walks. 2015 - Ped Mall design and quickstarts ; 2016 - 2017 Washington Street and Black Hawk park enhancements, 2018 Ped mall
enhancements; 2019 Dubuque Street enhancements.
to help create a more
spaces. Many aspects of the existing streetscape are
Prior
Expenditures
2015
2016
2017
2018
2019
Total
1,417,320
CONSTRUCTION
350,000
2,000,000
2,000,000
4,000,000
2,500,000
10,850,000
Total
Total 350,000
2,000,000
2,000,000
4,000,000
2,500,000
10,850,000
Prior
Funding Sources
2015
2016
2017
2018
2019
Total
1,417,318
GO BONDS
350,000
2,000,000
2,000,000
4,000,000
2,500,000
10,850,000
Total
Total 350,000
2,000,000
2,000,000
4,000,000
2,500,000
10,850,000
Project# G4704
Project Name City Hall -Other Projects
GRANTEE NONE
MATCH 0/a NONE
Expenditures
SCORE 32
TIF DISTRICT None
Total Project Cost: $300,000
3irst floor carpet, landscaping - 2015)
:essary improvements for the city hall bu
2015 2016 2017
2018
Department
FINANCE
Contact
Dennis Bockenstedt
Type
Annual
Useful Life
20 years
Category
Finance Administration
Priority
Essential
Status
Active
2019 Total
CONSTRUCTION 100,000 50,000 50,000 50,000 50,000 300,000
Total 100,000 50,000 50,000 50,000 50,000 300,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 100,000 50,000 50,000 50,000 50,000 300,000
Total 100,000 50,000 50,000 50,000 50,000 300,000
costs for the 2015
is
to
Produced Using the Plan It Capital Planning Software
save the City utility expenses,
C19§!
costs.
Wednesday, December 10, 2014
Project# 14721
2015
Department
FINANCE
2018
2019
Contact
Dennis Bockenstedt
Project Name Fiber Optic Infill Program
100,000
Type
Annual
GRANTEE NONE SCORE 64
Useful Life
30 Years
MATCH °/a NONE TIF DISTRICT None
Category
Finance Administration
Total
Priority
Essential
Description Total Project Cost: $500,000
Status
Active
Expansion of the City's fiber optic network. Creation of redundant fiber optic rings, placement of cable underground when opportunities arise, expansion to
unserved facilites. ITS always includes our original partners (Johnson County, ICCSD, University of Iowa) when planning expansion and redundant routes.
Justification
The Citv relies heavily on high-speed data communications to facilities. Further investment in the system is required to ensure that this service is not interrupted.
Expenditures
2015
2016
2017
2018
2019
Total
CONSTRUCTION
100,000
100,000
100,000
100,000
100,000
500,000
Total 100,000 100,000 100,000 100,000 100,000 500,000
costs due to the additional equipment to maintain. The estimated increase in operating costs is less than $10,000 per year.
,reject# 14722
Droject Name S. Wastewater Fiber Repair/Redund ant Path
GRANTEE NONE
MATCH 0/a NONE
ssociated handholes and har
Justification
'he fiber path to Wastewater
SCORE 54
TIF DISTRICT None
Total Project Cost: $427,279
and install a new, 96 -strand fiber optic cable.
to plant function. It was
Department
Total 100,000
100,000
100,000
100,000
100,000
500,000
30 Years
Category
Finance Administration
Priority
Critical
Funding Sources
2015
2016
2017
2018
2019
Total
GO BONDS
100,000
100,000
100,000
100,000
100,000
500,000
Total 100,000 100,000 100,000 100,000 100,000 500,000
costs due to the additional equipment to maintain. The estimated increase in operating costs is less than $10,000 per year.
,reject# 14722
Droject Name S. Wastewater Fiber Repair/Redund ant Path
GRANTEE NONE
MATCH 0/a NONE
ssociated handholes and har
Justification
'he fiber path to Wastewater
SCORE 54
TIF DISTRICT None
Total Project Cost: $427,279
and install a new, 96 -strand fiber optic cable.
to plant function. It was
Department
FINANCE
Contact
Dennis Bockenstedt
Type
One Phase
Useful Life
30 Years
Category
Finance Administration
Priority
Critical
Status
Active
recent
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 397279 397279
INSPECTION 15,000 15,000
ADMINISTRATION 15,000 15,000
Total 427,279 427,279
Prior Funding Sources 2015 2016 2017 2018 2019 Total
237,655 WASTEWATER FUND 189,624 189,624
'total Total 189,624 189,624
impact: The project will reduce the maintenance and repair costs due to the ongoing repairs and upkeep of the currently damaged and repaired lines.
Produced Using the Plan It Capital Planning Software
M1 31
Wednesday, December 10, 2014
Project# Y4406
Project Name Fire Apparatus Replacement Program
GRANTEE U OF I SCORE 52
MATCH 0/a VARIES TIF DISTRICT None
zcrinfinn Total Project Cost: $1,765,000
017: Fire Pumper #355
018: Scotty House
019: Fire Pumper #351
Department
FIRE
Contact
John Grier
Type
Multi -Phase
Useful Life
16 years
Category
Fire
Priority
Critical
Status
Active
Justification
'he Fire Safety House is used to provide up-to-date safety presentations and demonstrations throughout the community. The house also allows individuals the
ipportunity to practice demonstrated skills and techniques. After minor repairs, the life of the safety house has been extended and the department recommends
evising the replacement date to calendar year 2018. The purchase of the 2017 Fire Pumper and the 2019 Fire Pumper will allow the department to maintain
pparatus per the approved vehicle replacement schedule.
Expenditures 2015 2016 2017 2018 2019 Total
EQUIPMENT
810,000
60,000
895,000
1,765,000
Total
810,000
60,000
895,000
1,765,000
Funding Sources 2015
2016 2017
2018
2019
Total
GO BONDS 750,000 60,000 830,000 1,640,000
UNIVERSITY OF IOWA 60,000 65,000 125,000
'total 810,000 60,000 895,000 1,765,000
expenses
Produced Using the Plan It Capital Planning Software
to
M1111
newer
Wednesday, December 10, 2014
Project# YNEW1
Department
FIRE
Contact
John Grier
Project Name Fire/Police Storage Facility Relocation
Type
Multi -Phase
GRANTEE NONE SCORE 52
Useful Life
25 years
MATCH °/a NONE TIF DISTRICT None
Category
Fire
Priority
Essential
Description Total Project Cost: $700,000
Status
Pending
This projectwill design and construct a Public Safety equipment storage building to be utilized by the Iowa City Fire and the Iowa City Police Department. The
Droiectwill Drovide land acquisition. land development site utilities. buildine construction costs. and desum fees.
Justification
'he decommissioning and revitalization of the north wastewater site will necessitate the relocation and construction of a public safety storage building. The project
vill reduce the need to utilize other city facilities for public safety storage and eliminate the expenses accompanying the use of leased storage space.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 700,000 700,000
Total 700,000 700,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 700,000 700,000
Total 700,000 700,000
Budget hupact/Other
1'he annual operating budget associated with facility maintenance, alarm monitoring, sprinkler system maintenance, and utilities will exceed the current fire training
facility operating expenses; however, the anticipated savings through the installation of upgraded and efficient systems is expected to offset the difference in the
longterm. The net impact on the operative budget is lower by about $50,000 per vear to the elimination of a leased facilitv.
Produced Using the Plan It Capital Planning Software
CfSI
Wednesday, December 10, 2014
Project# RNEW3
Project Name Library Bookmobile
GRANTEE LIBRARYDONATIONS
MATCH °/a 40%
a 24 to
Justification
to
SCORE 55
TIF DISTRICT None
Total Project Cost: $250,000
Department
Contact
Type
Useful Life
Category
Priority
Status
LIBRARY
Susan Craig
One Phase
15 years
Library
Critical
is project is specifically part of the Library's new strategic plan. It is one of the objectives under Goal One: The Iowa City Public Library connects people to
mination and ideas and offers them opportunties for enjoyment and personal growth. It is a more flexible and much less expensive alternative to a branch library
serve the needs of people who cannot or chose not to come to the downtown facility. It also meets the Coucil's strategic plan priority to sustain healthy
ighborhoods under the public infrastructure objective because the bookmobile will be present in neighborhoods and bring materials and technology to people in
ar neighborhoods. The bookmobile is a response to be more customer service oriented, an objective the Council's strategic plan goal of enhanced
Expenditures 2015 2016 2017 2018 2019 Total
EQUIPMENT 250,000 250,000
Total 250,000 250,000
Funding Sources 2015 2016 2017 2018 2019 Total
CONTRIBUTIONS & 150,000 150,000
DONATIONS
GENERAL FUND 100,000 100,000
Total 250,000 250,000
budget will need to pickup the maintenance and operating expenses. Some new staff will also be needed to provide operations staff. The additional
Produced Using the Plan It Capital Planning Software
CI:FI
Wednesday, December 10, 2014
Project# RNEW4
NEIGHBORHOOD&DEVEL
Department
LIBRARY
Type
Annual
Contact
Susan Craig
Project Name Replace Library HVAC Controls
Development Services
Type
One Phase
GRANTEE NONE SCORE 39
Useful Life
20 years
MATCH °/a NONE TIF DISTRICT None
Category
Library
Priority
Critical
Description Total Project Cost: $55,000
Status
Pending
Replace the front end BMTW controller on library builidng HVAC system.
Justification
1 study completed by Design Engineers in FY14 recommends this project be completed in 2015 and provides the cost estimate.. The builidng automation system is
m a software version that will no longer be supported by the manufacturer. A new controller will accept all existing devices and also be able to link to future
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 55,000 55,000
Total 55,000 55,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 55,000 55,000
Total 55,000 55,000
IThis HVAC constrols upgrade should create additional heating and cooling savings and maintenance savings. The estimated impact on the operating budget is less
than $10,000 per vear.
Project# E4513
Project Name Riverfront Crossing Development
GRANTEE NONE
MATCH 0/a NONE
Description
3urlington Street Dam
Justification
SCORE 40
TIF DISTRICT Riverfront Crossings
Total Project Cost: $1,000,000
Department
NEIGHBORHOOD&DEVEL
Contact
Jeff Davidson
Type
Annual
Useful Life
40 Years
Category
Development Services
Priority
Critical
Status
Active
for development of the Riverfront Crossings area that will spur new construction and a city park that was previously wastewater and
Expenditures
2015 2016 2017 2018 2019 Total
CONTINGENCY 200,000 200,000 200,000 200,000 200,000 1,000,000
Total 200,000 200,000 200,000 200,000 200,000 1,000,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 200,000 200,000 200,000 200,000 200,000 1,000,000
'total 200,000 200,000 200,000 200,000 200,000 1,000,000
Operating impact: this project is to re -develop an aging part of the CRywhich could lower infrastructure costs and raise property tax revenues. The estimated
increase in revenues and decrease in expenditures is less than $10.000 Der vear combined at this time.
Produced Using the Plan It Capital Planning Software
01:1:1
Wednesday, December 10, 2014
Project# E4514
Project Name Towncrest Area Redevelopment
GRANTEE NONE
MATCH °/a 50%
Justification
SCORE 40
TIF DISTRICT Towncrest
Total Project Cost: $1,000,000
hent Plan. Previous years includes the
Department NEIGHBORHOOD&DEVEL
Contact Tracy Hightshoe
Type Annual
Useful Life 40 Years
Category Development Services
Priority Critical
Status Active
IThis Droiect provides annual finds for moiects in the Towncrest areawhich is an area that is deterioratine and in need of revitalization.
Expenditures 2015 2016 2017 2018 2019 Total
CONTINGENCY 200,000 200,000 200,000 200,000 200,000 1,000,000
'total 200,000 200,000 200,000 200,000 200,000 1,000,000
to re -develop an aging part
Project# ENEW1
Project Name 'Towncrest Drive reconstruction
costs and raise property tax revenues.
GRANTEE NONE SCORE 52
MATCH 0/a NONE TIF DISTRICT Towncrest
icrin&on Total Project Cost: $600,000
revenues
Department
Total 200,000
200,000
200,000
200,000
200,000
1,000,000
40 Years
Category
Street Operations
Priority
Aesthetic Improvement
Funding Sources
2015
2016
2017
2018
2019
Total
GO BONDS
200,000
200,000
200,000
200,000
200,000
1,000,000
'total 200,000 200,000 200,000 200,000 200,000 1,000,000
to re -develop an aging part
Project# ENEW1
Project Name 'Towncrest Drive reconstruction
costs and raise property tax revenues.
GRANTEE NONE SCORE 52
MATCH 0/a NONE TIF DISTRICT Towncrest
icrin&on Total Project Cost: $600,000
revenues
Department
NEIGHBORHOOD&DEVEL
Contact
Jeff Davidson
Type
One Phase
Useful Life
40 Years
Category
Street Operations
Priority
Aesthetic Improvement
Status
Pending
NOW a privfigate street, property owners would dedicate me right ofway to me City and me Citywill reconstruct. Parking along and a acent to me right of waywill
be reconured to better facilitate vehicle movement and pedestrian safety.
Justification
ately owned block of street is used by people doing business in the Towncrest Area as a street and benefits the entire community, notjust the current
owner. Prospective investors in the property do notwant to be in the street business and are reluctant to invest if they must. Theywould dedicate the
to the City. Adjacent parking layouts are problematic and pedestrian safetyis compromised. With the Cityacquisition ofthis street, those elements can be
Expenditures
2015 2016 2017 2018 2019 Total
CONSTRUCTION 600,000 600,000
Total 600,000 600,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS
is less than $
600,000 600,000
Total 600,000 600,000
Produced Using the Plan It Capital Planning Software
YQ�]
snow
on
Wednesday, December 10, 2014
Project# G4720
Project Name Permitting Software Upgrade
GRANTEE NONE
MATCH 0/a NONE
Description
'his project upgrades the city's current
Justification
SCORE 40
TIF DISTRICT None
Total Project Cost: $300,000
Department
NEIGHBORHOOD&DEVEL
Contact
Doug Boothroy
Type
One Phase
Useful Life
10 years
Category
Development Services
Priority
Critical
Status
Active
Accela is no longer providing enhancements or upgrades to Tidemark Advantage, the cwrent Tidemark software is being scheduled for replacement.
ark Advantage came on-line in 1992 and without enhancements to the existing permitting software and with advancements in technology new software will
Expenditures 2015 2016 2017 2018 2019 Total
OTHER 300,000 300,000
Total 300,000 300,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 300,000 300,000
Total 300,000 300,000
overall impact on the operating budget will not be affected when the new software is in place. It's estimated the maintenance fee for the new software will be
valent to the existing maintenance fee. There might be an overall savings if the new software is cloud based and requires less server(s) which results in less
Produced Using the Plan It Capital Planning Software
Wednesday, December 10, 2014
Project# GNEW1
Project Name City Hall Remodel for NDS Integration
GRANTEE NONE SCORE 60
MATCH °/a NONE TIF DISTRICT None
Total Project Cost: $520,761
Department NEIGHBORHOOD&DEVEL
Contact Doug Boothroy
Type Multi -Phase
Useful Life 25 years
Category Development Services
Priority Critical
Status Pendine
modeling of lower level (HIS) and Second Floor (Planning) of City Hall in order to facilitate the integration of the old Planning and HIS Departments. Addition
bathrooms (mens and womens) to second floor. Second floor includes demolition of interior walls and creation of new work space / offices. First floor includes
dition of a conference room, and offices. New lighting efficiencies, low VOC carpet and paint are a part of the project. Second floor remodeling will be in 2015;
Justification
Necessary to complete the integration of Planning and HIS Departments. The integration of these departments has and will create effieciencies and better
communication between the departments.
Expenditures
2015 2016
2017 2018 2019
Total
PLANNING/DESIGN
27,000
14,000
41,000
CONSTRUCTION
283,299
152,462
435,761
CONTINGENCY
31,000
13,000
44,000
Total 341,299
179,462
520,761
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS
341,299 179,462 520,761
Total 341,299 179,462 520,761
Atter construction, no additional operating impact over current maintenance expenses are expected.
Produced Using the Plan It Capital Planning Software
Y�YJ
Wednesday, December 10, 2014
Project# P3977
Project Name Riverside Drive Streetscape Improvements
GRANTEE NONE
MATCH 0/a NONE
SCORE 57
TIF DISTRICT Riverside Drive
Total Project Cost: $75,000
Department
NEIGHBORHOOD&DEVEL
Contact
John Yapp
Type
Multi -Phase
Useful Life
25 years
Category
Public Works Administration
Priority
Aesthetic Improvement
Status
Pendine
IRivaside Drive streetscape improvements between Myrtle Avenue and U. S. Highway 6. Project includes consolidation of driveways, undergroundmg utilities,
installine sidewalks and landscapine. Plannine and desum is in 2014-15 with construction and implementation in 2016.
Justification
:s the Riverfront Crossings plan. Supports redevelpment of commerical and residential properties along Riverside Drive and adjacent to the Iowa River.
entryway to Miller Orchard Neighborhood on Benton Street and the south entracne to the University of Iowa on Riverside Drive. Improves traffic safety
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 75,000 75,000
Total 75,000 75,000
Funding Sources 2015 2016 2017 2018 2019 Total
TAX INCREMENT FINANCING 75,000 75,000
Total 75,000 75,000
IThis project will increase operating costs due to the addition of a new landscaping that requires maintenance. The estimated increase in operating expenses is less
than $10,000 per vear.
Project# R4185
Project Name Riverfront Crossings Riverbank/Park Development
GRANTEE NONE SCORE 47
MATCH 0/a NONE TIF DISTRICT Riverfront Crossings
Description Total Project Cost: $1,500,000
Department
NEIGHBORHOOD&DEVEL
Contact
John Yapp
Type
One Phase
Useful Life
25 years
Category
Parks Maintenance
Priority
Essential
Status
❑verttont Crossings Park on site of old wastewater plant in livertront Crossings District. Implementation of the park element of the Riverltont Crossings
Revenue to be created with redevelopment and tax base of nearby properties - the park will be an attractor for redevelopment. The park will also serve as a
Justification
Adaptive resue of old wastewater treatment site, creation of wetlands / floodable area, creation of park amenity in Rivertront Crossings District. It is anticipated that
the removal of the wastewater plant and the creation of the park will add to the attractiveness of redevelopment in the Riverfront Crossings District. Please note this
is a cost estimate / placeholder - a more detailed cost estimate will be available this winter once park plans are more complete.
Expenditures 2015
2016
2017
2018
2019 Total
CONSTRUCTION
500,000
500,000
500,000
1,500,000
Total
500,000
500,000
500,000
1,500,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 500,000 500,000 500,000 1,500,000
Total 500,000 500,000 500,000 1,500,000
Budgetlmpact/Other
'estimated impact on operating costs includes if
iDeratine costs would be between $50.000 and
Produced Using the Plan It Capital Planning Software
1061
Wednesday, December 10, 2014
Project# R4204
Project Name Iowa River Trail, Benton St - Sturgis Park
GRANTEE TRAILS GRANT SCORE 52
MATCH 0/a NONE TIF DISTRICT Riverside Drive
Total Project Cost: $2,258,000
to Sturgis Park, on the west side of the Iowa
Department NEIGHBORHOOD&DEVEL
Contact Kris Ackerson
Type One Phase
Useful Life 40 Years
Category Parks Maintenance
Priority Essential
Status Active
on top
vest side levee to McCollister Blvd. Staff has applied for a $400,000 Recreational Trails Grant - Grant funding is anticipated, but not assured.
Justification
'he IA River Trail system is a long-time trail plan which has taken decades to develop. The segment from Benton St to Sturgis Park is one of the final phases in
owa City, and is consistent with regional trails plans and the Riverfront Crossings Plan. The trail will improve bicycle and pedestrian accessibility in the Riverside
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 150,000 150,000
CONSTRUCTION 2,108,000 2,108,000
Total 150,000 2,108,000 2,258,000
Funding Sources 2015 2016 2017 2018 2019 Total
FEDERAL GRANTS 400,000 400,000
GO BONDS 150,000 1,708,000 1,858,000
Total 150,000 2,108,000 2,258,000
R4206
Department
NEIGHBORHOOD&DEVEL
Project#
Contact
Kris Ackerson
Project Name Intra -city Bike Trails
Type
Annual
GRANTEE NONE SCORE 40
Useful Life
40 Years
MATCH 0/. NONE TIF DISTRICT None
Category
Parks Maintenance
Priority
Essential
Description Total Project Cost: $250,000
Status
Active
Annual appropriation for the construction or repair of bike trails.
Expenditures
2015 2016 2017 2018
2019 Total
CONSTRUCTION 50,000 50,000 50,000 50,000 50,000 250,000
Total 50,000 50,000 50,000 50,000 50,000 250,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 50,000 50,000 50,000 50,000 50,000 250,000
Total 50,000 50,000 50,000 50,000 50,000 250,000
expenses
Produced Using the Plan It Capital Planning Software
Y�L!
new
are
Wednesday, December 10, 2014
Project# RNEW5
Project Name Highway 1 Sidewalk/Trail
GRANTEE TRAILS GRANT
MATCH °/a VARIES
construct a
SCORE 47
TIF DISTRICT None
Total Project Cost: $678,000
Department
NEIGHBORHOOD&DEVEL
Contact
Kent Ralston
Type
One Phase
Useful Life
40 Years
Category
Parks Maintenance
Priority
Efficiency Improvement
Status
Pendine
Justification
This project is an extension of the recently completed Hwy 1 Trail project that extends from Orchard Street to Sunset Street. This project is identified in the MPO
Long Range Transportation Plan as a Tuture' trail extension. This project would complete the planned Hwy 1 trail trail system and ultimately connect the existing
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 678,000 678,000
Total 678,000 678,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 178,000 178,000
OTHER STATE GRANTS 500,000 500,000
Total 678,000 678,000
Budget Impact/Other
to snow
expenses.
expenses are
R4130
Total
Department
PARKS&RECREATION
Project#
7,000
Total 87,000 100,000 100,000 100,000 100,000
487,000
Contact
Mike Moran
Project Name Parks Annual Improvements/Maintenance
Type
Annual
GRANTEE NONE SCORE 40
Useful Life
20 years
MATCH °/a NONE TIF DISTRICT None
Category
Parks Maintenance
Priority
Critical
Description Total Project Cost: $487,000
Status
Active
Annual appropriations for maintenance and improvements in the parks. 2015 includes $7,000 in Park Dedication Fees for Reno Park improvements.
Justification
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 87,000 100,000 100,000 100,000 100,000 487,000
Total 87,000 100,000 100,000 100,000 100,000 487,000
Funding Sources 2015 2016 2017 2018 2019
Total
GENERAL FUND 80,000 100,000 100,000 100,000 100,000
480,000
PARK DEDICATION FEES 7,000
7,000
Total 87,000 100,000 100,000 100,000 100,000
487,000
Budgetlmpact/Other
I'1'his prolectwdl reduce operating costs due to the replacement of older infrastructure. The estimated decrease in operating expenses is less than $10,000 per year.
Produced Using the Plan It Capital Planning Software
IR
Wednesday, December 10, 2014
Project# R4137
Project Name Frauenholtz-Miller Park Development
GRANTEE NONE SCORE 40
MATCH °/a NONE TIF DISTRICT None
Description Total Project Cost: $223,000
)evelop newly acquired park land on Lower West Branch Rd adjacent to St. Patrick's church site.
Justification
'his area of Iowa City is continuing to develop with residential, and the demand for park and recreation
less than $1
Department
PARKS&RECREATION
Contact
Mike Moran
Type
One Phase
Useful Life
40 Years
Category
Parks Maintenance
Priority
Essential
Status
Active
continue to
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 223,000 223,000
Total 223,000 223,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 181,930 181,930
PARK DEDICATION FEES 41,070 41,070
Total 223,000 223,000
expenses
Project# R416O
Project Name Iowa River Corridor Trail -Peninsula -WW Prairie
GRANTEE REAP
MATCH 0/a NONE
SCORE 40
TIF DISTRICT None
new
Department
PARKS&RECREATION
Contact
Mike Moran
Type
One Phase
Useful Life
20 years
Category
Parks Maintenance
Priority
Essential
Description I Total Project Cost: $200,000 Status Active
This project is a meandering trail along riparian corridor of the Iowa River extending from Peninsula Park(and Thomberry Dog Park) towards Waterworks Prairie
lark. The trail will access to trail users, including persons with disabilities. This project also includes interpretive signage and benches. The 2,950 linearfoottrail
)reject 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
Justification
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 200,000 200,000
Total 200,000 200,000
Funding Sources 2015 2016 2017 2018 2019 Total
OTHER STATE GRANTS 200,000 200,000
Total 200,000 200,000
will increase operating expenses due to the additional maintenance required for the new trail and amenities. Estimated additional operating costs are
Produced Using the Plan It Capital Planning Software
YQ:]
Wednesday, December 10, 2014
R4177
Department
PARKS&RECREATION
Project#
8,617
CONSTRUCTION
211,511
Contact
Mike Moran
Project Name Lower City Park Emergency Access Road
Type
One Phase
GRANTEE NONE SCORE 60
Useful Life
50 years
MATCH 0/a NONE TIF DISTRICT None
Category
Parks Maintenance
Priority
Critical
Description Total Project Cost: $220,128
Status
Active
Extend the Lower City Park Access Road along ball diamonds and into Normandy Drive to create a secondary access road for emergency vehicle access.
Justification
This road is critical to have emereencv vehicle access to Lower Citv Park as well as overflow access durine events.
Prior
Expenditures
2015 2016
2017 2018 2019 Total
8,617
CONSTRUCTION
211,511
211,511
Total
Project Name Mercer Park Playground
Total 211,511
211,511
Prior Funding Sources 2015 2016 2017 2018 2019 Total
128 GO BONDS 220,000 220,000
Total Total 220,000 220,000
Budgetlmpact/Other
)peratmR costs will increase due to
costs
per year.
R4186
Department
PARKS&RECREATION
Project#
Contact
Mike Moran
Project Name Mercer Park Playground
Type
One Phase
GRANTEE NONE SCORE 40
Useful Life
20 years
MATCH 0/a NONE TIF DISTRICT None
Category
Parks Maintenance
Priority
Essential
Description Total Project Cost: $214,855
P
Status
Active
This Droiectwill uoerade the Dlavground facilities at Mercer Park to a regional Dark.
Justification
1'he project replaces the older playground facilities and an established city park that will help ensure that the park remains safe and vital. The newer facilities will
also hell) establish the Dark as a regional Dark rather than a neighborhood Dark.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 214,855 214,855
Total 214,855 214,855
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 150,000 150,000
PARK DEDICATION FEES 64,855 64,855
Total 214,855 214,855
Produced Using the Plan It Capital Planning Software
Y�)I
Wednesday, December 10, 2014
Project# R4224
Project Name Hickory Hill Trail Redesign & Development
GRANTEE FRIENDS OF HICKORY HILL SCORE 60
MATCH °/a NONE TIF DISTRICT None
use
lark. the project will also include wayl
Justification
'he Droiectwill be somethine that can
Total Project Cost: $750,000
system
and ADA opportunities within the
the park for a long tern solution of trails, bridges and ammenities for
Department
PARKS&RECREATION
Contact
Mike Moran
Type
Multi -Phase
Useful Life
40 Years
Category
Parks Maintenance
Priority
Critical
Status
Active
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 250,000 250,000 250,000 750,000
Total 250,000 250,000 250,000 750,000
Funding Sources 2015 2016 2017 2018 2019 Total
CONTRIBUTIONS & 50,000 50,000 50,000 150,000
DONATIONS
GO BONDS 200,000 200,000 200,000 600,000
Total 250,000 250,000 250,000 750,000
will increase operating expenses due to the additional maintenance required for the new trail. Estimated additional operating costs are less than
Project# R4322
Project Name Willow Crk/Kiwanis Park Master Plans & Splash Pad
GRANTEE NONE
MATCH 0/a NONE
SCORE 40
TIF DISTRICT None
Total Project Cost: $400,000
develop a master plan for these two
Department
PARKS&RECREATION
Contact
Mike Moran
Type
One Phase
Useful Life
40 Years
Category
Parks Maintenance
Priority
Essential
Status
Active
Ion the west side of Iowa City.
Justification
This Droiect is consistent with the Citv's master DIM to develop neighborhood Darks. This is an area that is under served by Dark and recreation spaces.
Prior
Expenditures
2015 2016
2017 2018 2019 Total
50,000
CONSTRUCTION
350,000
350,000
'total
Total 350,000
350,000
Prior Funding Sources 2015 2016 2017 2018 2019 Total
50,000 GO BONDS 350,000 350,000
'total Total 350,000 350,000
tins project will increase operating costs due to the addition oI anew splash pad. the increase In operating costs Is estimated to be approximately $10,000 per year.
Produced Using the Plan It Capital Planning Software
Y�FI
Wednesday, December 10, 2014
Project# R4330
Project Name Annual Recreation Center Improvements
GRANTEE NONE SCORE 66
MATCH 0/a NONE TIF DISTRICT None
Total Project Cost: $250,000
nce projects for components that
Center and Mercer/Scanlon Recreation Center.
Justification
Funds are needed to cover unforseen Droiects that result from aeine facillities.
Department
PARKS&RECREATION
Contact
Chad Dyson
Type
Annual
Useful Life
20 years
Category
Recreation
Priority
Critical
Status
Active
expectancy for the Robert A. Lee Recreation
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 50,000 50,000 50,000 50,000 50,000 250,000
Total 50,000 50,000 50,000 50,000 50,000 250,000
Funding Sources 2015 2016 2017 2018 2019 Total
GENERAL FUND 50,000 50,000 50,000 50,000 50,000 250,000
Total 50,000 50,000 50,000 50,000 50,000 250,000
R4331
Department PARKS&RECREATION
Project#
Contact Mike Moran
Project Name Elementary School Recreation Facility Partnership
Type Multi -Phase
GRANTEE NONE SCORE 62
Useful Life 30 Years
MATCH 0/. NONE TIF DISTRICT None
Category Recreation
Priority Essential
Descri tion Total Project Cost: $1,525,000
P
Status Pending
Partnership with the Iowa City Community School Districtto construct an expanded gymnasium recreation facillity at a neighborhood elementary school. This
project contributes funds to the Iowa City school district to add recreation space into the new elementary
school facilities to create additional recreation space for
neighborhoods. Alexander Element - 2015, Hoover Element - 2017
Justification
The Recreation Division has received increase demands for indoor recreation space in the community.
The project will allow the division to meet these demands
andwill support the division's revenues.
Expenditures 2015 2016 2017 2018 2019 Total
OTHER 750,000 775,000 1,525,000
Total 750,000 775,000 1,525,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 750,000 775,000 1,525,000
Total 750,000 775,000 1,525,000
Produced Using the Plan It Capital Planning Software
IR
Wednesday, December 10, 2014
Project# RNEW1
Project Name Upgrade Building BAS Controls
GRANTEE NONE SCORE 26
MATCH °/a NONE TIF DISTRICT None
Total Project Cost: $535,000
Department
PARKS&RECREATION
Contact
Scott Justason
Type
Multi -Phase
Useful Life
15 years
Category
Parks Maintenance
Priority
Efficiency Improvement
Status
Pendine
tecreation Center (2017) and City Hall (2018).
Justification
]hese systems control facility HVAC (Heating, Ventilation, Air Conditioning) equipment along with the associated mechanical and electrical components. As these
existing controls become aged, service technicians do the same, retiring and giving way to new advanced technology with greater efficiency and focus on
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 240,000 170,000 125,000 535,000
Total 240,000 170,000 125,000 535,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 240,000 170,000 125,000 535,000
Total 240,000 170,000 125,000 535,000
IThis project will significantly reduce operating costs and energy consumption in multiple facilities. Typical average annual energy savings on projects of this type
ranee 8-12% of the cost of the moiect. Estimated savines is $10,000 per vear.
Project# RNEW10
Department
PARKS&RECREATION
Contact
Chad Dyson
Project Name City Park Pool Cabana Shelters
Type
One Phase
GRANTEE NONE SCORE 38
Useful Life
15 years
MATCH °/a NONE TIF DISTRICT None
Category
Recreation
Priority
Essential
Description Total Project Cost: $65,000
Status
Pending
Installation of two cabana shelters, and one cantilever shade structure at City Park pool.
Justification
These cabana shelters will be utilized for revenue eains from Darty and event rentals.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 65,000 65,000
Total 65,000 65,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 65,000 65,000
Total 65,000 65,000
Produced Using the Plan It Capital Planning Software
R
Wednesday, December 10, 2014
Project# RNEW11
Project Name Emerald Ash Borer Response Plan
Department PARKS&RECREATION
Contact ZacharyHall
Type Annual
GRANTEE NONE SCORE 54 Useful Life 15 years
MATCH °/a NONE TIF DISTRICT None Category Parks Maintenance
Priority Critical
Description Total Project Cost: $375,000 Status Pending
Develop a response and action plan to mitigate and manage the impact of the inevitable Emerald Ash Borer infestation. The average cost of removal is $800 per
tree; the average cost of replanting is $400 per tree. There is approximately 2,000 Ash trees for a total of $2.4 million for removal and replanting over a 15 year
time span. $100,000 will remove and replant approximately 83 trees.
In June of 2014 EAB was detected in Iowa CIty and although an infestation has not been determined it is deamed to be inevitable due to EAB confirmations
in
neighboring counties such as Cedar and Muscatine. The City of Iowa City is responsible for approximately 2,000 Ash trees and currently does not have a funding
source specified for EAB. This will afford the ability to identify, inventory, remove, replace and retain (as much as possible) the City's Ash population. Currently
there is no state funding source available to aid municipalities with managing the impact from EAB. The Forestry division currently does not have the labor force or
resources to effectively and safely mamee an EAB infestation.
Expenditures
2015
2016
2017
2018
2019
Total
CONSTRUCTION
75,000
75,000
75,000
75,000
75,000
375,000
Funding Sources
Total 75,000
2015
75,000
2016
75,000
2017
75,000
2018
75,000
2019
375,000
Total
GENERAL FUND
75,000
75,000
75,000
75,000
75,000
375,000
ipact/Other
Total 75,000
75,000
75,000
75,000
75,000
375,000
costs for management and oversight for the program and for landfill disposal. Estimated additional expenditures is less than $10,000 per year.
Project# RNEW15
Project Name Sustainable Roadway Vegetation Management Program
GRANTEE NONE
MATCH 0/a NONE
past two
SCORE 49
TIF DISTRICT None
Total Project Cost: $125,000
200 acres
Department
PARKS&RECREATION
Contact
ZacharyHall
Type
Annual
Useful Life
20 years
Category
Parks Maintenance
Priority
Efficiency Improvement
Status
Pending
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 25,000 25,000 25,000 25,000 25,000 125,000
Total 25,000 25,000 25,000 25,000 25,000 125,000
Funding Sources 2015 2016 2017 2018 2019 Total
GENERAL FUND 25,000 25,000 25,000 25,000 25,000 125,000
Total 25,000 25,000 25,000 25,000 25,000 125,000
a
IThe addition of the roadway vegetation would reduce the annual maintenance costs for the non -park land. The estimated reduction in annual operating costs is less
than $10,000.
Produced Using the Plan It Capital Planning Software
511
Wednesday, December 10, 2014
Project# RNEW16
Department
PARKS&RECREATION
Contact
ZacharyHall
Project Name Tennis Court / Pickle Ball Court Resurfacing
Type
One Phase
GRANTEE NONE SCORE 48
Useful Life
10 years
MATCH °/a NONE TIF DISTRICT None
Category
Parks Maintenance
Priority
Essential
Description Total Project Cost: $70,000
Status
Pending
Resurface the tennis courts at Mercer Park and add anew pickle ball court.
Justification
The Parks divisor failed to host the 2014 Midlands Tennis Tournament due to poor court conditions. Resurfacing would enhance the complex and promote and
secure tournament play.
has received requests from the Senior Center's 50+ member pickle ball group for a designated outdoor court. Currently, the city has a court outlined on the
Park tennis courts, but no court specifically designated for pickle ball. The city has a dilapidated underused single hoop basketball court to the south of the
:er Tennis courts that could be converted to a pickle ball court. Programming and usage for the pickle ball court could be coordinated with Southeast Junior
Expenditures
2015 2016 2017 2018 2019 Total
CONSTRUCTION 70,000 70,000
Total 70,000 70,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 70,000 70,000
Total 70,000 70,000
expenses
Produced Using the Plan It Capital Planning Software
AN
on
per
Wednesday, December 10, 2014
Project# RNEW18
PARKS&RECREATION
Department
PARKS&RECREATION
Type
One Phase
Contact
ZacharyHall
Project Name Tower Court Park Renovation
Parks Maintenance
Type
One Phase
GRANTEE NONE SCORE 73
Useful Life
20 years
MATCH °/a 50% TIF DISTRICT None
Category
Parks Maintenance
Priority
Essential
Description Total Project Cost: $73,334
Status
Pending
Addition of new playground equipment, safety surfacing material, water feature, drinking fountain, shelter and bathroom at Tower Court Park.
Justification
The Tower Court neighborhood have met with staff and requested a revamping of the amenities in the park. Improving these features aligns with the Parks Master
Plan for renovating and updating neighborhood parks.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 73,334 73,334
Total 73,334 73,334
Funding Sources 2015 2016 2017 2018 2019 Total
PARK DEDICATION FEES 73,334 73,334
Total 73,334 73,334
Budget hupact/Other
is
Project# RNEW19
Project Name Pheasant Hill Park Renovation
GRANTEE NONE
MATCH 0/a 50%
SCORE 73
TIF DISTRICT None
Department
PARKS&RECREATION
Contact
ZacharyHall
Type
One Phase
Useful Life
20 years
Category
Parks Maintenance
Priority
Essential
Description I
Total Project Cost: $50,000 Status Pending
Addition of new playground equipment, safety surfacing material, drinking fountain at Pheasant Hill Park.
Justification
Neighborhood requests have been made for new surfacing material and updating play equipment. Improving these features aligns with the Parks MasterPlan for
renovatine and updating neighborhood Darks.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 50,000 50,000
Total 50,000 50,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 14,138 14,138
PARK DEDICATION FEES 35,862 35,862
Total 50,000 50,000
Produced Using the Plan It Capital Planning Software
513
Wednesday, December 10, 2014
Project# RNEW20
Project Name youth Sports Complex Feasibility Study
GRANTEE NONE SCORE 33
MATCH 0/a NONE TIF DISTRICT None
Total Project Cost: $50,000
Department
PARKS&RECREATION
Contact
Mike Moran
Type
Multi -Phase
Useful Life
10 years
Category
Recreation
Priority
Essential
Status
Pendine
1'he studywdl review 73 acres of property currently owned by the city in the 420th Street Industrial Park that will be near the new elementary school and adjacent to
residential property to determine if it is feasible and if there is enough public interest to relocate the baseball and and soccer fields to this location.
Justification
The City's soccer complex is currently on wastewater treatment property that will eventually be converted to wastewater usage over the next twenty years. The
Citds baseball diamonds in Citv Park have been increasingly unavailable due to seasonal flooding.
Expenditures
2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 50,000 50,000
Total 50,000 50,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 50,000 50,000
Total 50,000 50,000
Budget Impact/Other
'his studywill have a neQiliQible impact on
Project# RNEW7
Project Name Mercer Aquatic Center/Scanlon Gym Improvements
GRANTEE NONE
MATCH 0/a NONE
SCORE 48
TIF DISTRICT None
Department
PARKS&RECREATION
Contact
Chad Dyson
Type
One Phase
Useful Life
25 years
Category
Recreation
Priority
Essential
Description I Total Project Cost: $53,000 Status Pending
'roject will include the renovaiton of the locker room, on -deck restrooms to family changing rooms, on -deck office to classroom/meeting room space, and the
eplacement of the room partician between the P&G and game rooms at Scanlon Gym. Locker rooms renovation would include painting, new floors, and power
ccess doors to the pool deck. The on -deck restrooms would be altered to allow for family changing space which is much needed to serve special needs population.
Justification
'his project is a result of numerous patron requests for improvements to the MPAC locker rooms and to meet the needs for family changing areas that serve the
;eneral and special needs population. Under used office space on deck will be used to enhance training and meeting space with potential revenue increases through
entals. The wall Dartician portion of the Droiect will enhance the meetine rental capabilities and overall aesthetics of the facility.
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 2,000 2,000
CONSTRUCTION 51,000 51,000
Total 53,000 53,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 53,000 53,000
Total 53,000 53,000
Ithe addition oI meeting room space could generate additional revenues, and the renovated spaces could marginally lower (maintenance costs. this estannted impact
on the operating budget is less than $10,000.
Produced Using the Plan It Capital Planning Software
514
Wednesday, December 10, 2014
Project# RNEW8
Project Name Recreation Center Lobby Remodel
GRANTEE NONE SCORE 47
MATCH °/a NONE TIF DISTRICT None
Total Project Cost: $160,000
Department
PARKS&RECREATION
Contact
Chad Dyson
Type
One Phase
Useful Life
25 years
Category
Recreation
Priority
Essential
Status
Pendine
lemodel first floor lobby area to include expansion of usable space by enclosing pool balcony, addition of patron seetmg, addition of indoor play equipment, an(
model entrance to the adminstrative offices.
Justification
'his project will complete the customer service transition that was started in 2013. The project will enhance the usable space in the lobby for patron activity and
ibeservation of programs. Could be utilized for parties and rentals for additional revenue.
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 15,000 15,000
CONSTRUCTION 145,000 145,000
Total 160,000 160,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 160,000 160,000
Total 160,000 160,000
room space
Produced Using the Plan It Capital Planning Software
SF7
spaces
costs.
Wednesday, December 10, 2014
Project# RNEW9
Project Name City Park Cabin Restoration
GRANTEE REAP SCORE 36
MATCH °/a VARIES TIF DISTRICT None
Total Project Cost: $175,000
Department
PARKS&RECREATION
Contact
Chad Dyson
Type
One Phase
Useful Life
20 years
Category
Recreation
Priority
Essential
Status
Pendine
1'he two log cabins in Upper City Park, known as the Old Settlers' Association of Johnson County Cabins, were entered into the National Register of Historic Places
on June 25, 2013. These cabins are in need of immediate restoration; foundation, root, logs and interior. Fundraising by the Parks and Recreation Foundation has
begun, with the seal to raise at least half of the cost. A REAP Brant will also be submitted in the Serine of 2014.
As the last surviving buildings built by the Johnson County Old Settlers, the log cabins in City Park serve as a significant reminder of how far we have come as a
community, a city, and a county. Beginning in 1918, when both log cabins became permanently situated in Upper City Park, and until their closure in 2009, these
historic pioneer -era replicas provided for the Iowa City community as a social, natural, recreational, and educational resource for Iowa residents. The cabins were
not only utilized by local groups such as scout troops, university students, schools districts, and historical societies for organized programming, but also by the
general public as a historical landmark and community destination. With the cabins having recently been listed on the National Register of Historic Places, itis
more than ideal for these historic structures to be preserved for the education and use of future generations to come. Once successfully restored, the cabins can once
aeain stand as a destination location for educational mroerammine. as well as social eatherines and events.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 175,000 175,000
Total 175,000 175,000
Funding Sources 2015 2016 2017 2018 2019 Total
CONTRIBUTIONS & 20,000 20,000
DONATIONS
GO BONDS 130,000 130,000
OTHER STATE GRANTS 25,000 25,000
Total 175,000 175,000
Budget hupact/Other
There will be increased operating costs due to the increased usage of the facilities, but there will also be increased revenues due to the ability to rent the space out.
The net Humid to the omeratine budget is negligible.
Produced Using the Plan It Capital Planning Software
SI
Wednesday, December 10, 2014
Project# K3972
Project Name Refuse Building
Department PUBLIC WORKS
Contact Rick Fosse
Type One Phase
GRANTEE NONE SCORE 40 Useful Life 40 Years
MATCH °/a NONE TIF DISTRICT None Category Refuse Operations
Priority Critical
Description Total Project Cost: $700,000 Status Active
This projectwill construct anew 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.
to move
Hwy6
to this new
are ma ana in poor
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 700,000 700,000
Total 700,000 700,000
Funding Sources 2015 2016 2017 2018 2019 Total
REFUSE COLLECTION FUND 700,000 700,000
Total 700,000 700,000
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
Produced Using the Plan It Capital Planning Software
Wednesday, December 10, 2014
Project# L3322
Project Name Hebl Road Improvements
GRANTEE NONE
MATCH °/a NONE
SCORE 53
TIF DISTRICT None
Total Project Cost: $850,000
Department
PUBLIC WORKS
Contact
Dave Patios
Type
One Phase
Useful Life
20 years
Category
Landfill
Priority
Essential
Status
Active
Phis project includes upgrading and asphalt overlay of Hebl Road from Melrose Avenue to the landtill entrance. this roadway is currently unimproved rural chip
sealed roadway. In the future there will be more heavy track traffic because the till for the Gateway project on Dubuque Street will be hauled from the landfill
stockpiles by trucks. Potentiallv, a material recvcline facilitv may be located at the Landfill addine to traffic on Hebl Road.
Ave serves as the onlv access road to
to a
to reduce the occurances
Prior Expenditures 2015 2016 2017 2018 2019 Total
765,000 CONSTRUCTION 75,000 75,000
INSPECTION 5,000 5,000
Total ADMINISTRATION 5,000 5,000
Total 85,000 85,000
Prior Funding Sources 2015 2016 2017 2018 2019 Total
765,000 LANDFILL FUND 85,000 85,000
Total Total 85,000 85,000
Project# L3324
Project Name Landfill Gas Collection System Flare Replacement
GRANTEE NONE
MATCH 0/a NONE
Justification
SCORE 56
TIF DISTRICT None
Total Project Cost: $300,000
IThe existine flare was installed in 2000 and has deteriorated with use and see.
Department
PUBLIC WORKS
Contact
Daniel Scott
Type
One Phase
Useful Life
10 years
Category
Landfill
Priority
Essential
Status
Active
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 300,000 300,000
Total 300,000 300,000
Funding Sources 2015 2016 2017 2018 2019 Total
LANDFILL FUND 300,000 300,000
Total 300,000 300,000
Budget Impact/Other
I'1'his project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year.
Produced Using the Plan It Capital Planning Software
41.1
Wednesday, December 10, 2014
Project# L3325
PUBLIC WORKS
Department
PUBLIC WORKS
Type
One Phase
Contact
Daniel Scott
Project Name Landfill Household Hazardous Water Storage Unit
Storm Water
Type
One Phase
GRANTEE NONE SCORE 56
Useful Life
10 years
MATCH 0/a NONE TIF DISTRICT None
Category
Landfill
Priority
Essential
Description Total Project Cost: $300,000
Status
Active
This project consists of replacing the existing landfill household hazardous waste storage unit.
Justification
This protect consists of replacing the existing landfill household hazardous waste storage unit.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 300,000 300,000
Total 300,000 300,000
Funding Sources 2015 2016 2017 2018 2019 Total
LANDFILL FUND 300,000 300,000
Total 300,000 300,000
Impact:
Project# MNEW1
Project Name Normandy Drive Storm Sewer Replacment
GRANTEE NONE SCORE 48
MATCH 0/a NONE TIF DISTRICT None
Description Total Project Cost: $375,000
'his project will make storm sewer improvements on Normandy Drive. This project replaces a fail
codified intake structure with a valve to allow for installation of salvaged pumps to allow for more
Justification
)urine flood events, the modification will allow for more efficient pumping of storm water.
new
are
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
One Phase
Useful Life
40 Years
Category
Storm Water
Priority
Efficiency Improvement
Status
Pending
al pipe. The improvements will include a
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 25,000 25,000
CONSTRUCTION 350,000 350,000
Total 25,000 350,000 375,000
Funding Sources 2015 2016 2017 2018 2019 Total
STORM WATER FUND 25,000 350,000 375,000
Total 25,000 350,000 375,000
amount of staffing necessary to
Produced Using the Plan It Capital Planning Software
SB]
Wednesday, December 10, 2014
Project# MNEW2
Project Name Stevens Drive Storm Sewer Improvements
GRANTEE NONE
MATCH 0/a NONE
SCORE 48
TIF DISTRICT None
Total Project Cost: $375,000
storm sewer and gate structure modifications on Stevens Drive to all
Just]
During flood events, the modification will allow for more efficient pumping of storm water.
Department PUBLIC WORKS
Contact Ron Knoche
Type One Phase
Useful Life 40 Years
Category Storm Water
Priority Efficiency Improvement
Status Pending
Red pumps to allow for more efficient
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 25,000 25,000
CONSTRUCTION 350,000 350,000
Total 25,000 350,000 375,000
Funding Sources 2015 2016 2017 2018 2019 Total
STORM WATER FUND 25,000 350,000 375,000
Total 25,000 350,000 375,000
Project# P3957
Project Name Vehicle Wash System at New Public Works Site
GRANTEE NONE SCORE 57
MATCH 0/a NONE TIF DISTRICT None
Description Total Project Cost: $1,140,000
:7onstruct an automated vehicle wash system for large vehicles and provide wash racks for th
Justification
The seal is to replace the existins facility location at the Hwv 6 / Riverside Drive site to this new location.
Department
PUBLIC WORKS
Contact
Melissa Clow
Type
One Phase
Useful Life
40 Years
Category
Public Works Administration
Priority
Critical
Status
Active
;e vehicles at the South Gilbert Street Public
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 40,000 40,000
CONSTRUCTION 1,100,000 1,100,000
Total 40,000 1,100,000 1,140,000
Prior Funding Sources 2015 2016 2017 2018 2019 Total
40,000 EQUIPMENT FUND 1,100,000 1,100,000
'total Total 1,100,000 1,100,000
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
Citds overatins costs. The estimated decrease in ooeratins costs is less than $10,000 per vear.
Produced Using the Plan It Capital Planning Software
Wednesday, December 10, 2014
Project# P3973
Project Name Traffic Engineering Building
Department PUBLIC WORKS
Contact Rick Fosse
Type One Phase
GRANTEE NONE SCORE 40 Useful Life 40 Years
MATCH 0/a NONE TIF DISTRICT None Category Public Works Administration
Priority Critical
Description Total Project Cost: $700,000 Status Active
This projectwill construct anew 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 Facilitv and is a prerequisite to redevelopment of the Riverside Drive site.
to move
Hwy6
to this new
are ma ana in poor
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 700,000 700,000
Total 700,000 700,000
Funding Sources 2015 2016 2017 2018 2019 Total
ROAD USE TAX FUND 700,000 700,000
Total 700,000 700,000
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
Project# P3974
Project Name Riverside Drive Pedestrian Tunnel
GRANTEE NONE SCORE 62
MATCH 0/a NONE TIF DISTRICT Riverside Drive
Description Total Project Cost: $1,554,714
:7onstruct a pedestrian tunnel through the railroad overpass on the west side of Riverside Dril
Justification
This will help sour the development Dlans of the Hartwig Motor site.
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
One Phase
Useful Life
60 years
Category
Public Works Administration
Priority
Essential
Status
Active
Prior Expenditures 2015 2016 2017 2018 2019 Total
20714 PLANNING/DESIGN 100,000 100,000
Total CONSTRUCTION 1.434.000 1,434,000
Total 100,000 1,434,000 1,534,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 100,000 1,434,000 1,534,000
TAX INCREMENT FINANCING 20,714 20,714
Total 100,000 1,454,714 1,554,714
in operating costs is less than
Produced Using the Plan It Capital Planning Software
521
Wednesday, December 10, 2014
Project# P3976
Department
PUBLIC WORKS
2019 Total
Contact
Ron Knoche
Project Name Idyllwild Storm Water Drainage Diversion
Type
One Phase
GRANTEE NONE SCORE 53
Useful Life
50 years
MATCH °/a NONE TIF DISTRICT None
Category
Storm Water
Priority
Efficiency Improvement
Description Total Project Cost: $500,000
Status
Pending
This projectwill install a drainage swale along No Name Road to allow major flow events to go directly to the Iowa River.
Justification
During Ylood events, the modification will allow for more efficient use of Ciry personnel.
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 50,000 50,000
CONSTRUCTION 450,000 450,000
Total 50,000 450,000 500,000
Funding Sources
2015
2016 2017 2018
2019 Total
STORM WATER FUND
50,000
450,000
500,000
Total
50,000
450,000
500,000
the projectwul decrease the amount oI stalling necessary Ior this area In a major Ilood event. the Impact on the annual operating budget Is negligible.
Project# PNEW3
Project Name Lower Muscatine Road Landscaping
GRANTEE NONE
MATCH 0/a NONE
SCORE 41
TIF DISTRICT None
Total Project Cost: $100,000
IThis project will install street trees alone Lower Muscatine Road from Kirkwood to First Avenue.
Justification
users oI the corridor a sense
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
One Phase
Useful Life
50 years
Category
Parks Maintenance
Priority
Aesthetic Improvement
Status
Pendine
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 100,000 100,000
Total 100,000 100,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 100,000 100,000
Total 100,000 100,000
The impact on the operating budget will be additional tree maintenance in the city right-of-way. The estimated budget impact is less than $10,000 per year.
Produced Using the Plan It Capital Planning Software
7'YJ
Wednesday, December 10, 2014
Project# PNEW4
PUBLIC WORKS
Department
PUBLIC WORKS
Type
One Phase
Contact
Ron Knoche
Project Name S. Sycamore Landscaping - Langenberg to "L"
Parks Maintenance
Type
One Phase
GRANTEE NONE SCORE 41
Useful Life
50 years
MATCH °/a NONE TIF DISTRICT None
Category
Parks Maintenance
Priority
Aesthetic Improvement
Description Total Project Cost: $100,000
Status
Pending
This proiectwill install street trees along South Sycamore Street from the Sycamore V' to Langenberg.
Justification
This Droi ect will help give users of the corridor a sense of Dlace.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 100,000 100,000
Total 100,000 100,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 100,000 100,000
Total 100,000 100,000
Project# PNEW5
Project Name S. Sycamore Landscape - Langenberg to Highway 6
GRANTEE NONE
MATCH 0/a NONE
Justification
users or me corriaor a sense
SCORE 41
TIF DISTRICT None
Total Project Cost: $100,000
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
One Phase
Useful Life
50 years
Category
Parks Maintenance
Priority
Aesthetic Improvement
Status
Pending
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 100,000 100,000
Total 100,000 100,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 100,000 100,000
Total 100,000 100,000
I'1'he impact on the operating budget will be additional tree maintenance in the city right-ot-way. The estimated budget impact is less than $10,000 per year.
Produced Using the Plan It Capital Planning Software
523
Wednesday, December 10, 2014
Project# RNEW17
Project Name Foster Rd Extension -Dubuque to Prairie Du Chien
GRANTEE NONE
MATCH °/a NONE
Description
'his project will pave this I
Justification
'he mai or eradine for the c
SCORE 50
TIF DISTRICT None
Total Project Cost: $2,700,000
occurred. This street project will fill a multi -modal
Department
Contact
Type
Useful Life
Category
Priority
Status
PUBLIC WORKS
Ron Knoche
One Phase
50 years
Street Operations
Essential
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 100,000 100,000
CONSTRUCTION 2,600,000 2,600,000
Total 100,000 2,600,000 2,700,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 100,000 2,050,000 2,150,000
WASTEWATER FUND 550,000 550,000
Total 100,000 2,600,000 2,700,000
Budget hupact/Other
I'hls project will increase operating and maintenance costs due to the addition of new infrastructure. The estimated additional operating cost is less than $10,000. 1
53806
Department
PUBLIC WORKS
Project#
Contact
Ron Knoche
Project Name Harrison .Street Reconstruction
Type
One Phase
GRANTEE NONE SCORE 44
Useful Life
50 years
MATCH °/a NONE TIF DISTRICT Riverfront Crossings
Category
Street Operations
Priority
Essential
Desert tion Total Project Cost: $500,000
P
Status
Active
The project reconstructs Harrison Street from Dubuque Street to Clinton Street subject to private development of the adjacent parcel.
Justification
he area adjacent to the block is being redeveloped Brom an old school site to include the new Midwest One mortgage office building, a new parking garage,
iew townhomes.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 500,000 500,000
Total 500,000 500,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 500,000 500,000
Total 500,000 500,000
This project will minimally lower maintenance costs due to the replacement of brick with concrete.
Produced Using the Plan It Capital Planning Software
524
Wednesday, December 10, 2014
Project# S3809
Project Name Iowa City Gateway Project (Dubuque St)
GRANTEE EDA/STP SCORE 71
MATCH 0/a NONE TIF DISTRICT None
Total Project Cost: $51,308,434
Department
Contact
Type
Useful Life
Category
Priority
Status
PUBLIC WORKS
Melissa Clow
One Phase
50 years
Street Operations
Critical
Active
Phis project will reconstruct and elevate approximately 4,200 feet of Dubuque Street and replace the Park Road Bridge. The project will incorporate multi -modal
features and be designed to provide flood protection for the Dubuque Street and reduce flood peaks upstream from the Park Road Bridge. This project includes the
construction of the North River Corridor Trunk Sewer.
(Dubuque Street carries approximately 25,500 cars/day and has been shutdown 3 times in the past 20 years due to Iowa River flooding for approximately 150 days.
Additional closures have occurred during heavy rain events. The Dubuque Street is the main entry into Iowa City and its closure impacts the transportation network
throughout the Citv, emergencv access, pedestrian and bicvcle transportation and more.
Prior Expenditures 2015
2016
2017 2018
2019 Total
2,416,001 PLANNING/DESIGN 3,594,958
2,574,380
FEDERAL GRANTS
3,594,958
CONSTRUCTION
20,511,475
20,955,000
41,466,475
Total
5,000,000
10,000,000
INSPECTION
1,915,500
1,915,500
3,831,000
Total 3,594,958
22,426,975
22,870,500
48,892,433
Prior
Funding Sources 2015
2016
2017 2018
2019 Total
2,574,380
FEDERAL GRANTS
4,541,327
4,541,328
9,082,655
Total
GO BONDS
5,000,000
5,000,000
10,000,000
LOCAL OPTION SALES TAX 3,594,958
21,342,235
24,937,193
WASTEWATER FUND
2,400,000
2,000,000
4,400,000
Total 3,594,958
33,283,562
11,541,328
48,419,848
expenses
is less than
Produced Using the Plan It Capital Planning Software
Wednesday, December 10, 2014
Project# S3814
Project Name Annual Traffic Signal Projects
GRANTEE NONE SCORE 40
MATCH °/a NONE TIF DISTRICT None
Total Project Cost: $750,000
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
Annual
Useful Life
20 years
Category
Street Operations
Priority
Efficiency Improvement
Status
Active
his prof ect replaces or adds traffic signals at intersections with outdated traffic signal equipment or at dangerous and uncontrolled intersections. This prof ect i
inly funded if there is an intersection in need.
Justification
'he addition and replacement of traffic signal equipment ensures the safe flow of traffic, maintains equipment with updated technology, provides for better fuel
aileage consumption for motorists, and reduces traffic accidents due to unimproved intersections.
Expenditures 2015 2016 2017 2018 2019 Total
EQUIPMENT
150,000
150,000
150,000
150,000
150,000
750,000
40 Years
Total 150,000
150,000
150,000
150,000
150,000
750,000
Funding Sources 2015
2016
Funding Sources
2015
2016
2017
2018
2019
Total
GO BONDS 150,000 150,000 150,000 150,000 150,000 750,000
Total 150,000 150,000 150,000 150,000 150,000 750,000
Budget Impact/Other
Project# S3816
Project Name Traffic Calming
GRANTEE NONE
MATCH 0/a NONE
Justification
'hese projects create
SCORE 40
TIF DISTRICT None
Total Project Cost: $125,000
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
Annual
Useful Life
40 Years
Category
Street Operations
Priority
Efficiency Improvement
Status
Active
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 25,000
25,000
25,000
25,000
25,000
125,000
Total 25,000
25,000
25,000
25,000
25,000
125,000
Funding Sources 2015
2016
2017
2018
2019
Total
ROAD USE TAX FUND 25,000
25,000
25,000
25,000
25,000
125,000
Total 25,000
25,000
25,000
25,000
25,000
125,000
Produced Using the Plan It Capital Planning Software
expense to the Citys operating budget. the estimated increase in operating expenses
1,41
Wednesday, December 10, 2014
Project# S3821
Project Name Overwidth Paving -Sidewalks
GRANTEE NONE
MATCH 0/a NONE
SCORE 40
TIF DISTRICT None
Total Project Cost: $125,000
extra width pavement on
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
Annual
Useful Life
20 years
Category
Street Operations
Priority
Efficiency Improvement
Status
Active
Justification
This prof ect allows the expansion of infrastructure to accommodate additional erowth and public demands in new developments.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 25,000 25,000 25,000 25,000 25,000 125,000
Total 25,000 25,000 25,000 25,000 25,000 125,000
Funding Sources 2015 2016 2017 2018 2019 Total
ROAD USE TAX FUND 25,000 25,000 25,000 25,000 25,000 125,000
'total 25,000 25,000 25,000 25,000 25,000 125,000
Project# 53822
2015 2016
Department
PUBLIC WORKS
Total
CONSTRUCTION
Contact
Dave Patios
Project Name Curb Ramps -ADA
300,000
Type
Multi -Phase
GRANTEE NONE SCORE 56
Useful Life
40 Years
MATCH 0/a NONE TIF DISTRICT None
Category
Street Operations
Priority
Essential
Description Total Project Cost: $300,000
Status
Active
Biennial appropriation for the construction of ADA accessible curb ramps.
Justification
This program is to bring the City curb ramps in compliance with the Federal ADA standards.
Expenditures
2015 2016
2017 2018
2019
Total
CONSTRUCTION
100,000
100,000
100,000
300,000
Total
Total 100,000
100,000
100,000
300,000
Funding Sources
2015 2016
2017 2018
2019
Total
ROAD USE TAX FUND
100,000
100,000
100,000
300,000
Total
100,000
100,000
100,000
300,000
I'hls project creates additional infrastructure to maintain. The estimated increase in operating costs is negligible. I
Produced Using the Plan It Capital Planning Software
Til
Wednesday, December 10, 2014
Project# S3823
Project Name Brick Street Repairs
GRANTEE NONE
MATCH °/a NONE
streets.
SCORE 40
TIF DISTRICT None
Total Project Cost: $100,000
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
Annual
Useful Life
40 Years
Category
Street Operations
Priority
Essential
Status
Active
Justifica&on
The Citds brick streets require continual maintenance and updates in order to maintain in acceptable condition for drivers.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 20,000 20,000 20,000 20,000 20,000 100,000
Total 20,000 20,000 20,000 20,000 20,000 100,000
Funding Sources 2015 2016 2017 2018 2019 Total
ROAD USE TAX FUND 20,000 20,000 20,000 20,000 20,000 100,000
'total 20,000 20,000 20,000 20,000 20,000 100,000
Project# S3824
Project Name Annual Pavement Rehabilitation
GRANTEE NONE SCORE 48
MATCH 0/a NONE TIF DISTRICT None
Total Project Cost: $4,579,060
Justification
IThis is varied is necessary to maintain the citv's street infrastructure at an acceptable level.
Department
PUBLIC WORKS
Contact
Dave Patios
Type
Annual
Useful Life
20 years
Category
Street Operations
Priority
Critical
Status
Active
Expenditures
2015
2016
2017
2018
2019
Total
CONSTRUCTION
855,812
930,812
930,812
930,812
930,812
4,579,060
ROAD USE TAX FUND
Total 855,812
930,812
930,812
930,812
930,812
4,579,060
Funding Sources
2015
2016
2017
2018
2019
Total
GENERAL FUND
100,000
100,000
100,000
100,000
100,000
500,000
ROAD USE TAX FUND
625,000
700,000
700,000
700,000
700,000
3,425,000
UTILITY FRANCHISE TAX
130,812
130,812
130,812
130,812
130,812
654,060
Total
855,812
930,812
930,812
930,812
930,812
4,579,060
Produced Using the Plan It Capital Planning Software
7'i8
Wednesday, December 10, 2014
Project# S3826
Project Name Underground Electrical Facilities
GRANTEE NONE
MATCH °/a NONE
SCORE 40
TIF DISTRICT None
Department
PUBLIC WORKS
Contact
Rick Fosse
Type
Annual
Useful Life
20 years
Category
Street Operations
Priority
Essential
Description Total Project Cost: $972,765 Status Active
lnnual average expense to convert overhead electrical systems to underground.
mbuque Street, Riverside Drive, and Gilbert Street are currently the priority corridors for undergrounding electrical facilities.
Justification
'he City receives franchise fees from utility services. A portion of these fees is assigned to underground electrical issues and for moving electrical lines
inderground. This creates fewer electrical issues due to weather and a cleaner appearance from fewer above ground lines.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION
194,553
194,553
194,553
194,553
194,553
972,765
20 years
Total 194,553
194,553
194,553
194,553
194,553
972,765
Total
GO BONDS 100,000
100,000
100,000
300,000
Funding Sources
2015
2016
2017
2018
2019
Total
UTILITY FRANCHISE TAX 194,553 194,553 194,553 194,553 194,553 972,765
Total 194,553 194,553 194,553 194,553 194,553 972,765
Budgetlmpact/Other
Project# S3828
Project Name Sidewalk Infill Program
GRANTEE NONE
MATCH 0/a NONE
to construct
Justification
SCORE 40
TIF DISTRICT None
exist.
Total Project Cost: $300,000
a
on
Department
PUBLIC WORKS
Contact
Josh Slattery
Type
Multi -Phase
Useful Life
20 years
Category
Street Operations
Priority
Essential
Status
Active
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 100,000
100,000
100,000
300,000
Total 100,000
100,000
100,000
300,000
Funding Sources 2015 2016
2017 2018
2019
Total
GO BONDS 100,000
100,000
100,000
300,000
Total 100,000
100,000
100,000
300,000
Produced Using the Plan It Capital Planning Software
1411
Wednesday, December 10, 2014
Project# S3830
Department
PUBLIC WORKS
Ron Knoche
Contact
Ron Knoche
Project Name Alley Assessment
Type
Multi-Phase
GRANTEE NONE SCORE 48
Useful Life
20 years
MATCH 0/a NONE TIF DISTRICT None
Category
Street Operations
Priority
Critical
Description Total Project Cost: $362,000
Status
Active
This projectwill include new concrete paving and storm sewer for one block of alley. The cost of this proiectwill be assessed to the adjacent property owners.
Justification
]hese assessments allow alley infrastructure to be updated with the cost of the improvements to be shared with the benefitted adjacent property owners.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 181,000 181,000 362,000
Total 181,000 181,000 362,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 181,000 181,000 362,000
'total 181,000 181,000 362,000
Project# S3834
Project Name Burlington & Madison Intersection Improvements
GRANTEE TSIP/STP SCORE 72
MATCH 0/. NONE TIF DISTRICT City -University
icrintion Total Project Cost: $1,938,524
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
One Phase
Useful Life
50 years
Category
Street Operations
Priority
Efficiency Improvement
Status
Active
reject will reconstruct me intersection oI Burlington and Madison to add turn lanes on Madison, signal Improvements, and the replacement oI water and
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
Justification
Prior Expenditures 2015 2016 2017 2018 2019 Total
138,524 PLANNING/DESIGN 100,000 100,000
Total CONSTRUCTION 1,700,000 1,700,000
Total 100,000 1,700,000 1,800,000
Prior Funding Sources 2015 2016 2017 2018 2019 Total
427,524 FEDERAL GRANTS 1,511,000 1,511,000
Total 'total 1,511,000 1,511,000
costs,
maintenance. The net impact of the chanties on the
Produced Using the Plan It Capital Planning Software
111
will be
Wednesday, December 10, 2014
Project# S3840
Project Name Burlington & Clinton Intersection Improvements
GRANTEE TSIP
MATCH 0/a NONE
SCORE 40
TIF DISTRICT City -University
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
One Phase
Useful Life
50 years
Category
Street Operations
Priority
Essential
Description Total Project Cost: $1,140,000 Status Active
This project will reconstruct the intersection of Burlington and Clinton to add turn lanes on Clinton, signal improvements, and replace water mains. This projectwill
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.
Prior
Expenditures
2015 2016
2017 2018 2019 Total
1,668
CONSTRUCTION
1,138,332
1,138,332
Total
Street Operations
Total 1,138,332
1,138,332
Funding Sources 2015 2016 2017 2018 2019 Total
FEDERAL GRANTS 200,000 200,000
GO BONDS 840,000 840,000
WATER FUND 100,000 100,000
Total 1,140,000 1,140,000
Project# S3843
Project Name Annual RR Crossings City Wide
GRANTEE NONE SCORE 40
MATCH 0/. NONE TIF DISTRICT None
3eription Total Project Cost: $100,000
ial appropriation for the repair of railroad crossings.
ification
project repairs railroad intersections to improve the Clow of traffic and to reduce accidents and damages due
Expenditures 2015 2016 2017 2018
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
Annual
Useful Life
40 Years
Category
Street Operations
Priority
Essential
Status
Active
2019 Total
CONSTRUCTION 20,000 20.000 20,000 20.000 20,000 100,000
Total 20,000 20,000 20,000 20,000 20,000 100,000
Funding Sources 2015 2016 2017 2018 2019 Total
ROAD USE TAX FUND 20.000 20.000 20,000 20.000 20,000 100,000
Total 20,000 20,000 20,000 20,000 20,000 100,000
Produced Using the Plan It Capital Planning Software
531
Wednesday, December 10, 2014
,reject# S3849
Droject Name Brick Street Reconstruction
GRANTEE NONE
MATCH °/a NONE
his project will reconstruct one b
nch concrete pavement base with
Justification
SCORE 44
TIF DISTRICT None
Total Project Cost: $800,000
street and will include c
e bed and brick surface.
pavement,
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
Multi -Phase
Useful Life
40 Years
Category
Street Operations
Priority
Essential
Status
Active
pairs and replaces aged and damaged brick streets to improve vehicle travel and to reduce necessary repairs.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 800,000 800,000
Total 800,000 800,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS 800,000 800,000
Total 800,000 800,000
Produced Using the Plan It Capital Planning Software
%
Wednesday, December 10, 2014
Project# S3854
Project Name American Legion Rd -Scott Blvd to Taft Ave
GRANTEE NONE SCORE 70
MATCH °/a NONE TIF DISTRICT None
Total Project Cost: $6,650,000
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
One Phase
Useful Life
50 years
Category
Street Operations
Priority
Essential
Status
Active
elect will include the study of the intersection of Scott Boulevard and Muscatine Avenue/American Legion Road to determine the preferred traffic control
es to reduce delay/congestion. The studywill evaluate existing conditions, traffic signal control with additional tum lanes, and a roundabout. Based on the
of the study, a preferred alternative for the intersection improvements will be chosen, designed and constructed. This project will also reconstruct American
Justification
In addition to residential development along this road, the Iowa City Community School District has purchased a site along this street to build anew elementary
Expenditures 2015
2016 2017 2018
2019
Total
PLANNING/DESIGN
250,000
250,000
LAND/ROW ACQUISITION
100,000
100,000
CONSTRUCTION
5,650,000
5,650,000
INSPECTION
200,000
200,000
ADMINISTRATION
50,000
50,000
OTHER
400,000
400,000
'total
350,000
6,300,000
6,650,000
Funding Sources 2015 2016 2017 2018 2019 Total
GO BONDS
The net impact of the
350,000 6,300,000 6,650,000
Total 350,000 6,300,000 6,650,000
on the
Produced Using the Plan It Capital Planning Software
will be an increase of less than
533
Wednesday, December 10, 2014
Project# 53868
PUBLIC WORKS
Department
PUBLIC WORKS
Type
One Phase
Contact
Ron Knoche
Project Name Mormon Trek - Right Turn at Benton & 3 Lane Conv
Street Operations
Type
OnePhase
GRANTEE TSIP SCORE 55
Useful Life
50 years
MATCH °/a NONE TIF DISTRICT None
Category
Street Operations
Total 2,519,222
Priority
Efficiency Improvement
Description Total Project Cost: $500,000
Status
Active
This project will install a right tum 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.
Justification
This area is subiect to traffic back -111) and vehicle accident issues durine commutine hours. This improvement will hell) alleviate these issues.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 500,000 500,000
Total 500,000 500,000
Funding Sources 2015 2016 2017 2018 2019 Total
FEDERAL GRANTS 500,000 500,000
Total 500,000 500,000
Project# S3871
Project Name 1st Ave / IAIS RR Crossing Grade Separation
GRANTEE STP
MATCH 0/a 20%
Justification
SCORE 66
TIF DISTRICT None
Total Project Cost: $8,350,000
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
One Phase
Useful Life
60 years
Category
Street Operations
Priority
Critical
Status
Active
IThe vroiect will reduce delav to the public by eliminatine the at erade crossine. It will also decrease response time for Fire Station 3. 1
Prior Expenditures 2015
2016 2017 2018
2019 Total
3,895,778 CONSTRUCTION 2,519,222
1,500,000
4,019,222
INSPECTION
60,000
60,000
Total
ADMINISTRATION
25,000
25,000
CONTINGENCY
350,000
350,000
Total 2,519,222
1,935,000
4,454,222
Prior Funding Sources 2015 2016 2017 2018 2019 Total
3,895,778 FEDERAL GRANTS 2,423,000 2,423,000
Total GO BONDS 2,050,000 2,050,000
Total 4,473,000 4,473,000
costs due to
Produced Using the Plan It Capital Planning Software
534
storm sewer pump
Wednesday, December 10, 2014
Project# S3910
Project Name Annual Bridge Maintenance & Repair
GRANTEE NONE SCORE 60
MATCH 0/a NONE TIF DISTRICT None
Total Project Cost: $250,000
Department
PUBLIC WORKS
Contact
Denny Gannon
Type
Annual
Useful Life
20 years
Category
Street Operations
Priority
Critical
Status
Active
Justification
Repairs to bridge components such as railings that have deteriorated because of age or have been damaged from vehicular collisions, are necessary to provide safe
structures for motorists and pedestrians. The budget amount is higher than past vears as repairs to expansion ioints/bridge decks will be vitfouned on 3 bridges.
Expenditures
2015
2016
2017
2018
2019
Total
CONSTRUCTION
50,000
50,000
50,000
50,000
50,000
250,000
Total
Total 50,000
50,000
50,000
50,000
50,000
250,000
Funding Sources
2015
2016
2017
2018
2019
Total
ROAD USE TAX FUND
50,000
50,000
50,000
50,000
50,000
250,000
Total
50,000
50,000
50,000
50,000
50,000
250,000
Budget Impact/Other
I'hls project will reduce operating costs due to the upkeep and mamtamance of older infrastructure. The reduction in operating costs is negligible. I
Project# S3921
Project Name Interstate 80 Aesthetic Improvements
GRANTEE MOT
MATCH 0/a NONE
SCORE 50
TIF DISTRICT None
Department
PUBLIC WORKS
Contact
Ron Knoche
Type
Multi -Phase
Useful Life
10 years
Category
Street Operations
Priority
Aesthetic Improvement
In I Total Project Cost: $200,000 Status Active
and aesthetic treatments in the Interstate 80 corridor. The objective of this project is to mitigate the visual impact of the addition of a third lane to I-80
Justification
state
Expenditures
2015 2016 2017 2018 2019 Total
CONSTRUCTION 100,000 100,000 200,000
Total 100,000 100,000 200,000
Funding Sources
2015
2016 2017 2018
2019 Total
OTHER STATE GRANTS
100,000
100,000
200,000
Total
100,000
100,000
200,000
I'lhls projectwill increase operating costs due to me maintenance that will be necessary Ior
the landscaping improvements. The estimated increase in operating costs is less than $10,000 per vear.
Produced Using the Plan It Capital Planning Software
'Am
Wednesday, December 10, 2014
Project# S3930
Project Name Dubuque St./I-80 Pedestrian Bridge
GRANTEE STP SCORE 40
MATCH 0/a 20% TIF DISTRICT None
Description Total Project Cost: $2,100,000
'his project will construct a pedestrian bridge along Dubuque Street over I-80, and extend the trail noN
rtoject will be constructed with the IDOT's project to reconfigure this interchange.
Justification
'his Droiect connects the bicvcle/Dedestrian trails that connect the Iowa River Trail across Interstate 80.
Department
PUBLIC WORKS
Contact
Melissa Clow
Type
One Phase
Useful Life
40 Years
Category
Street Operations
Priority
Essential
Status
Active
Ne Street to the Butler Bridge. Port
Prior
Expenditures
2015 2016
2017 2018 2019 Total
55,341
CONSTRUCTION
2,044,659
2,044,659
Total
GO BONDS
Total 2,044,659
2,044,659
Prior
Funding Sources
2015 2016
2017 2018 2019 Total
380,000
FEDERAL GRANTS
935,000
935,000
Total
GO BONDS
776,158
776,158
GRANTEE NONE SCORE 53
PARK DEDICATION FEES
8,842
8,842
Category
'total
1,720,000
1,720,000
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. vear.
Project# S3932
Department
PUBLIC WORKS
Contact
Geoff Train
Project Name LED Streetlight Replacement
Type
Multi -Phase
GRANTEE NONE SCORE 53
Useful Life
20 years
MATCH% NONE TIF DISTRICT None
Category
Street Operations
Priority
Essential
Description Total Project Cost: $350,000
P
Status
Active
This project will retrofit existing city owned streetlights with LED technology. Estimated payback period for LED streetlights is 3.5 years.
Justification
IRetorfittine streetliehts with LED technoloevwill create Ione -term savines for the Citv and is consistent with the sustainabilitv seals of the Citv Council.
Expenditures 2015 2016 2017 2018 2019 Total
EQUIPMENT 50,000 75,000 75,000 75,000 75,000 350,000
Total 50,000 75,000 75,000 75,000 75,000 350,000
Funding Sources 2015 2016 2017 2018 2019 Total
ROAD USE TAX FUND 50,000 75,000 75,000 75,000 75,000 350,000
Total 50,000 75,000 75,000 75,000 75,000 350,000
street lishtins costs by 30% and streets
Produced Using the Plan It Capital Planning Software
'YP
Wednesday, December 10, 2014
Project# V3101
Project Name Annual Sewer Main Replacement
GRANTEE NONE
MATCH 0/a NONE
SCORE 71
TIF DISTRICT None
Total Project Cost: $2,500,000
this project consists of annual sanitary sewer repairs and preventive maintenance throughout the sewer system.
Department
PUBLIC WORKS
Contact
Daniel Scott
Type
Annual
Useful Life
50 years
Category
Wastewater Treatment
Priority
Essential
Status
Active
Jus&fica&on
This work is necessary to Drevent sewer cave-ins and blockaees that can cause sanitary sewer overflows and basement [loodine.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 500,000 500,000 500,000 500,000 500,000 2,500,000
Total 500,000 500,000 500,000 500,000 500,000 2,500,000
Funding Sources 2015 2016 2017 2018 2019 Total
WASTEWATER FUND 500,000 500,000 500,000 500,000 500,000 2,500,000
'total 500,000 500,000 500,000 500,000 500,000 2,500,000
Project# V3141
Project Name Sludge Biosolid Dewatering Equip Replacement
GRANTEE NONE
MATCH % NONE
Justification
and installation of new
25 years old, is at
Expenditures
SCORE 56
TIF DISTRICT None
Total Project Cost: $1,400,000
ludge dewatering equipment at the South Wastewater Plane
at operating lifespan and needs to be replaced. Better effic
2015 2016 2017 2018
Department
PUBLIC WORKS
Contact
Daniel Scott
Type
One Phase
Useful Life
20 years
Category
Wastewater Treatment
Priority
Essential
Status
Active
2019 Total
PLANNING/DESIGN 200,000 200,000
CONSTRUCTION 1,200,000 1,200,000
Total 1,400,000 1,400,000
Funding Sources 2015 2016 2017 2018 2019 Total
WASTEWATER FUND 1,400,000 1,400,000
Total 1,400,000 1,400,000
Budgetlmpact/Other
to
Produced Using the Plan It Capital Planning Software
VA
Wednesday, December 10, 2014
Project# V3142
Project Name North Wastewater Treatment Plant Demolition
GRANTEE IDOR SCORE 75
MATCH °/a NONE TIF DISTRICT Riverttont Crossings
zcrinfinn Total Project Cost: $6,000,000
from the sales tax increment finding from the State of Iowa.
Justification
This Droiect is a catalvst for creatine develooment 0000rtunities that will create significant taxable value.
Department
PUBLIC WORKS
Contact
Steve Long
Type
One Phase
Useful Life
75 years
Category
Wastewater Treatment
Priority
Essential
Status
Active
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 500,000 500,000
CONSTRUCTION 5,500,000 5,500,000
Total 6,000,000 6,000,000
Funding Sources 2015 2016 2017 2018 2019 Total
MISC TRANSFERS IN 6,000,000 6,000,000
Total 6,000,000 6,000,000
rasion oI the south treatment plant and the closure oI ne north treatment plant will most likely achieve savings Ior the City as it decreases from two
to one. The potential savings has not been estimated, and the project is primarily related to the mitigation of future flood damage, however, potential
Produced Using the Plan It Capital Planning Software
1.1
Wednesday, December 10, 2014
Project# VNEW1
Project Name Generator Relocation & Emissions Upgrade
GRANTEE NONE SCORE 71
MATCH °/a NONE TIF DISTRICT None
Total Project Cost: $1,150,000
Department
PUBLIC WORKS
Contact
Ben Clark
Type
One Phase
Useful Life
20 years
Category
Wastewater Treatment
Priority
Critical
Status
Pendine
Phis project will relocate the 750kW generator Brom the decomissioned North Wastewater treatment Plant to the South Wastewater 'treatment Plant. Electrical and
emissions uperades will be necessary to tie the 750 kW venerator into the existine system.
Justification
The existing generator at the South Wastewater Treatment Plant is not sized to run the entire plant during an emergency situation. This project also includes
mi2rades to the emissions system to once seam allow use of the venerators for peak time load interruption and associated savines.
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN
100,000
100,000
CONSTRUCTION
1,000,000
1,000,000
INSPECTION
25,000
25,000
ADMINISTRATION
25,000
25,000
Total 1,150,000
1,150,000
Funding Sources 2015 2016 2017 2018 2019 Total
WASTEWATER FUND 1,150,000 1,150,000
Total 1,150,000 1,150,000
Budget Impact/Other
'his will have a negligible impact on
Project# VNEW2
Project Name Wastewater Clarifier Repairs
GRANTEE NONE
MATCH 0/a NONE
project will repair four of the
Justification
These repairs were
mdeet constraints.
Department PUBLIC WORKS
Contact Ben Clark
Type Multi -Phase
SCORE 74 Useful Life 20 years
TIF DISTRICT None Category Wastewater Treatment
Priority Critical
Total Project Cost: $300,000 Status Pending
clarifiers that were insatlled in 1989. They all have the original carbon steel mechanisms that are severly corroded and
are necessary to
failure.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 150,000 150,000 300,000
Total 150,000 150,000 300,000
Funding Sources 2015 2016 2017 2018 2019 Total
WASTEWATER FUND 150,000 150,000 300,000
Total 150,000 150,000 300,000
Produced Using the Plan It Capital Planning Software
11
to
Wednesday, December 10, 2014
Project# W3212
Project Name First Avenue (400-500 Block) Water Main Replace
Department PUBLIC WORKS
Contact Ed Moreno
Type One Phase
GRANTEE NONE SCORE 50 Useful Life 70 years
MATCH 0/a NONE TIF DISTRICT None Category Water Operations
Priority Essential
Description Total Project Cost: $554,000 Status Active
This project is awater main replacement project with respective street and sidewalk replacement. Approximately 1,100 feet of 6" cast iron (vintage 1955) will be
replaced with S" PVC and ductile iron water main. 601t of 16" cast iron (vintage 1962) will also be replaced. A significant amount of street repair will be included
in this project.
Justification
The 6"water main broke on January 1, 2013 causing significant damage to the main thoroughfare.
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN
60,000
60,000
CONSTRUCTION
380,000
380,000
INSPECTION
38,000
38,000
CONTINGENCY
76,000
76,000
Total
554,000
554,000
Funding Sources 2015 2016 2017 2018 2019 Total
WATER FUND 554,000 554,000
Total 554,000 554,000
Budget Items 2015 2016 2017 2018 2019 Total
MAINTENANCE 0 0
Total 0 0
Produced Using the Plan It Capital Planning Software
Wednesday, December 10, 2014
Project# W3213
Project Name Ground Storage Reservoir VFD Upgrades
GRANTEE NONE SCORE 48
MATCH °/a NONE TIF DISTRICT None
Total Project Cost: $295,500
IReplacement of two Variable Frequency Drives at Sycamore GSR in FY2015.
Replacement of two Variable Frequency Drives at Rochester GSR in FY2016.
Replacement of two Variable Frecuencv Drives at Bloomineton St. GSR in FY 2017.
Department
Contact
Type
Useful Life
Category
Priority
Status
PUBLIC WORKS
Ed Moreno
Multi -Phase
15 years
Water Operations
Essential
Active
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 14,000 16,000 18,000 48,000
CONSTRUCTION 70,000 75,000 80,000 225,000
INSPECTION 7,000 7,500 8,000 22,500
Total 91,000 98,500 106,000 295,500
Funding Sources 2015 2016 2017 2018 2019 Total
WATER FUND 91,000 98,500 106,000 295,500
Total 91,000 98,500 106,000 295,500
Produced Using the Plan It Capital Planning Software
541
Wednesday, December 10, 2014
Project# W3214
2016 2017 2018
Department
PUBLIC WORKS
25,000
25,000
Contact
Ed Moreno
Project Name Reseal Treatment Plant Building
Total
Type
One Phase
GRANTEE NONE SCORE 48
Useful Life
15 years
MATCH °/a NONE TIF DISTRICT None
Category
Water Operations
Priority
Essential
Description Total Project Cost: $27,500
Status
Active
Remove and reseal horizontal and vertical precast and mansonryjoints and repair cracks in south elevation above and below grade and reseal south curtain wall.
Justification
milding seal joints are beginning to breakdown, allowing water to enter the south side of the building. Curtain wall seals are shrinking and causing windows to
eak during heavy rains storms. As the sealing breaks down it will cause further deteriation of the joints through the freeze/thaw cycle. Leaks during the rain events
Expenditures 2015
2016 2017 2018
2019 Total
CONSTRUCTION
25,000
25,000
CONTINGENCY
2,500
2,500
Total
27,500
27,500
Funding Sources 2015
2016 2017 2018
2019 Total
WATER FUND 27,500 27,500
Total 27,500 27,500
Budgetlmpact/Other
to
Produced Using the Plan It Capital Planning Software
Zf'J
Wednesday, December 10, 2014
Project# W3216
Project Name Spruce St. (1300-1400 Block) Water Main Repl
GRANTEE NONE
MATCH 0/a NONE
his project is awater main replaceme
eplaced with 8" PVC and ductile iron
Justification
SCORE 48
TIF DISTRICT None
Total Project Cost: $189,000
cctive street and sidewalk replace
IThe water main has been subiect to numerous water main breaks and has reach the end of it's useful life.
Department
PUBLIC WORKS
Contact
Ed Moreno
Type
One Phase
Useful Life
70 years
Category
Water Operations
Priority
Efficiency Improvement
Status
Active
feet of 6" cast iron (vintage 1955) will to
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 20,000 20,000
CONSTRUCTION 130,000 130,000
INSPECTION 13,000 13,000
CONTINGENCY 26,000 26,000
Total 189,000 189,000
Funding Sources 2015 2016 2017 2018 2019 Total
WATER FUND 189,000 189,000
Total 189,000 189,000
Produced Using the Plan It Capital Planning Software
543
Wednesday, December 10, 2014
Project# W3217
Project Name Wade St. (1000-1100 Block) Water Main Repl
GRANTEE NONE
MATCH 0/a NONE
his project is awater main r
eplaced with 8" ductile iron.
Justification
The water main has been sub
SCORE 48
TIF DISTRICT None
Total Project Cost: $238,000
cctive street and sidewalk replace
Department
PUBLIC WORKS
Contact
Ed Moreno
Type
One Phase
Useful Life
70 years
Category
Water Operations
Priority
Efficiency Improvement
Status
Active
feet of 6" cast iron (vintage 1956) will to
to numerous water main breaks and has reach it's useful life. This are is Dart of the Towncrest
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 20,000 20,000
CONSTRUCTION 180,000 180,000
INSPECTION 18,000 18,000
CONTINGENCY 20,000 20,000
Total 238,000 238,000
Funding Sources 2015 2016 2017 2018 2019 Total
WATER FUND 238,000 238,000
Total 238,000 238,000
Produced Using the Plan It Capital Planning Software
544
Wednesday, December 10, 2014
,reject# W3218
Droject Name Washington St. (100-200 Block) Water Main Repl
GRANTEE NONE SCORE 64
MATCH 0/a NONE TIF DISTRICT None
Description Total Project Cost: $821,000
'his project is awater main replacement project. Approximately 1,300 feet of 12" cast iron (vintage 1974), 10" cast
975) will be replaced. Significant street and sidewalk reconstruction will be required with this project.
Justification
Department
PUBLIC WORKS
Contact
Ed Moreno
Type
One Phase
Useful Life
70 years
Category
Water Operations
Priority
Critical
Status
Active
Iron (vintage 1926) and 16" cast no
water main break occurred on the 12" water main on August 9, 2013, causing extensive damage to many downtown businesses.
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 75,000 75,000
CONSTRUCTION 575,000 575,000
INSPECTION 57,000 57,000
CONTINGENCY 114,000 114,000
Total 75,000 746,000 821,000
Produced Using the Plan It Capital Planning Software
ZF7
Wednesday, December 10, 2014
'total 75,000
746,000
821,000
Funding Sources
2015
2016 2017 2018
2019 Total
WATER FUND
75,000
746,000
821,000
Total 75,000 746,000 821,000
Produced Using the Plan It Capital Planning Software
ZF7
Wednesday, December 10, 2014
Project# W3219
Department
PUBLIC WORKS
Contact
Ed Moreno
Project Name SCADA File Server Replacement & Backup Server
Type
One Phase
GRANTEE NONE SCORE 48
Useful Life
10 years
MATCH °/a NONE TIF DISTRICT None
Category
Water Operations
Priority
Essential
Description Total Project Cost: $64,400
Status
Active
The project is to replace the current (obsolete) File Server and accommodate addition of a Backup File Server for the Water Plant. The project also includes
umeradine existine software. Durchasine additional software and reDlacement of (1) obsolete Industrial Commuter.
Justification
'he SCADA File Server at the Water Plant has reached the end of it's reliable lifecycle. The City's IT Department has recommended replacement of the existing File
{erver and addition of a Backup Server due to the criticality of the File Server at the Water Plant. Installation of the File Servers will require upgrading and
Expenditures 2015 2016 2017 2018 2019 Total
CONTINGENCY 12,400 12,400
OTHER 24,500 24,500
EQUIPMENT 27,500 27,500
Total 64,400 64,400
Funding Sources 2015 2016 2017 2018 2019 Total
WATER FUND 64,400 64,400
Total 64,400 64,400
Produced Using the Plan It Capital Planning Software
Wednesday, December 10, 2014
Project# WNEW1
Project Name Aquifer Storage and Recovery (ASR) Project
Department PUBLIC WORKS
Contact Ed Moreno
Type One Phase
GRANTEE NONE SCORE 39 Useful Life 25 years
MATCH % 50% TIF DISTRICT None Category Water Operations
Priority Efficiency Improvement
Description Total Project Cost: $300,000 Status Pending
This project is the construction phase of an engineering study. It will transform the existing Jordan aquifer well on the water treatment plant site to an ASR.
Treated water will be produced and stored during low demand periods for use during higher demand or lower water quality periods. One to three million gallons per
day can be obtained upon complete development of the ASR moiect.
raw water and treatment capacity. It will also help meet the challenees posed to raw and treated water
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 50,000 75,000 125,000
CONSTRUCTION 175,000 175,000
Total 50,000 250,000 300,000
Funding Sources 2015 2016 2017 2018 2019 Total
WATER FUND 50,000 250,000 300,000
'total 50,000 250,000 300,000
energy
Produced Using the Plan It Capital Planning Software
system
EVA
to
to
Wednesday, December 10, 2014
,reject# WNEW2
Droject Name Dill St. Water Main Replacement
GRANTEE NONE
MATCH °/a NONE
his is a water main replacement pr
953) will be replaced with 6" PVC
Justification
The existing water main has been sc
comber of blocks/residences affecte
Expenditures
SCORE 54
TIF DISTRICT None
Total Project Cost: $363,000
with respective street and sidewalk replacement. Approximal
on Dill Street between Black SDrine Circle and Dart of Rider.
Department
PUBLIC WORKS
Contact
Ed Moreno
Type
One Phase
Useful Life
70 years
Category
Water Operations
Priority
Critical
Status
Pendine
[ to numerous water main breaks and has reached the end of its useful life. Improved valve placement will also decrease
future water main shutdowns.
2015 2016 2017 2018 2019 Total
PLANNING/DESIGN
20,000
20,000
CONSTRUCTION
312,000
312,000
CONTINGENCY
31,000
31,000
Total
363,000
363,000
Funding Sources 2015
2016 2017 2018 2019
Total
WATER FUND
363,000
363,000
Total
363,000
363,000
Produced Using the Plan It Capital Planning Software
ZSl
Wednesday, December 10, 2014
Project# WNEW3
2016 2017 2018
Department
PUBLIC WORKS
20,000
20,000
Contact
Ed Moreno
Project Name Douglas St./Douglas Ct. Water Main Replacement
CONTINGENCY
Type
One Phase
GRANTEE NONE SCORE 54
Useful Life
70 years
MATCH °/a NONE TIF DISTRICT None
Category
Water Operations
2016 2017 2018
Priority
Critical
Description Total Project Cost: $360,000
Status
Pending
This is a water main replacement project with respective street and sidewalk replacement at Douglas Street and Douglas Court. Approximately 2200 feet of 6" casU
iron pipe (vintage 1955) will be replaced with 6" ductile iron pipe.
Justification
IThe existine water main has been subiect to numerous water main breaks and has reached the end of its useful life.
Expenditures 2015
2016 2017 2018
2019 Total
PLANNING/DESIGN
20,000
20,000
CONSTRUCTION
310,000
310,000
CONTINGENCY
30,000
30,000
Total
360,000
360,000
Funding Sources 2015
2016 2017 2018
2019 Total
WATER FUND 360,000 360,000
Total 360,000 360,000
Budgetlmpact/Other
in lower maintenance and reoair costs.
Produced Using the Plan It Capital Planning Software
ZS]
new
on
Wednesday, December 10, 2014
Project# WNEW4
Project Name Lee St/Highwood St Water Main Replacement
GRANTEE NONE SCORE 54
MATCH °/a NONE TIF DISTRICT None
ieription Total Project Cost: $170,000
is a water main replacement project with respective street and sidewalk replacement at Lee Street and Highwo
(vintaee 1951) will be replaced with 6" PVC nice. Approximately 300 feet of PVC will be installed where no
Department
PUBLIC WORKS
Contact
Ed Moreno
Type
One Phase
Useful Life
70 years
Category
Water Operations
Priority
Critical
Status
Pendine
has existed
Justification
The existing water main has been subject to numerous water main breaks and has reached the end of its useful life. The new water main run will complete awater
main loop in the area that was never completed, therebv improving water supply in the immediate neighborhood.
Expenditures 2015
2016 2017 2018
2019 Total
PLANNING/DESIGN
CONSTRUCTION
CONTINGENCY
20,000
140,000
10,000
20,000
140,000
10,000
Total
Funding Sources 2015
170,000
2016 2017 2018
170,000
2019 Total
WATER FUND
170,000
170,000
Total
170,000
170,000
new
in lower maintenance and repair costs.
Project# WNEW5
Project Name Water Treatment Plant Filter #6 Buildout
GRANTEE NONE SCORE 42
MATCH 0/a NONE TIF DISTRICT None
Description Total Project Cost: $237,600
3uild out of filter #6 with internals including underdrains, gravel, air grid piping, sand med
on
Department
PUBLIC WORKS
Contact
Ed Moreno
Type
One Phase
Useful Life
20 years
Category
Water Operations
Priority
Essential
Status
Pendine
Justification
Filter internals were not installed with the original treatment plant construction. Atter 13 years, treatment demands have increased and titter capacity also needs to.
GAC media removes dissolved organic contaminants including herbicides, pesticides and cvanobacteria toxins that were experienced in Toledo ON.
Expenditures 2015 2016 2017 2018 2019 Total
PLANNING/DESIGN 16,000 16,000
CONSTRUCTION 70,000 70,000 81,600 221,600
Total 16,000 70,000 70,000 81,600 237,600
Funding Sources 2015 2016 2017 2018 2019 Total
WATER FUND 16,000 70,000 70,000 81,600 237,600
Total 16,000 70,000 70,000 81,600 237,600
Produced Using the Plan It Capital Planning Software
4.-111
Wednesday, December 10, 2014
Project# WNEW6
Project Name Water Plant Computer Control System(s) Replacement
GRANTEE NONE SCORE 48
MATCH °/a NONE TIF DISTRICT None
Total Project Cost: $209,500
for the water treatment Dlant and remote facilities.
Justification
Department
Contact
Type
Useful Life
Category
Priority
Status
PUBLIC WORKS
Ed Moreno
Multi -Phase
10 years
Water Operations
Essential
computers
SCADA file server has been replaced and the operating systems for the operating and viewing nodes requires upgrade according to IT. This will require and
ent the opportunity to upgrade the treatment plant control system(s) to be up to date and more stable, secure and robust. It is also due to the need for upgrades in
Expenditures
2015 2016 2017 2018 2019
Total
PLANNING/DESIGN
15,000
15,000
CONSTRUCTION
50,000 50,000 50,000
150,000
CONTINGENCY
10,000 5,000 5,000
20,000
OTHER
24,500
24,500
Total 99,500 55,000 55,000 209,500
Funding Sources 2015 2016 2017 2018 2019 Total
WATER FUND 99,500 55,000 55,000 209,500
Total 99,500 55,000 55,000 209,500
This will reduce maintenance and repairs costs due to the replacement of aging systems. The estimated savings to the operating budget is less than $10,000 per year.
Produced Using the Plan It Capital Planning Software
551
Wednesday, December 10, 2014
Project# T3004
Project Name Parking Facility Restoration Repair
GRANTEE NONE
MATCH 0/a NONE
epairs and upgn
Justification
SCORE 52
TIF DISTRICT None
Total Project Cost: $2,148,000
on of concrete sealants, repair of a
Department
TRANSPORTATION SERVIC
Contact
Chris O'Brien
Type
Annual
Useful Life
20 years
Category
Parking Operations
Priority
Essential
Status
Active
is in additon to other parking facility specific
thorough facility condition evaluation was conducted by THP on all five of our existing facilites. This included a five year maintenance plan for scheduling the
)airs. The majority of the work is to remove and restore concrete and structural steel in the deck flooring. A alrge portion of the restoration work will be
Prior
Expenditures
2015
2016
2017
2018
2019
Total
348,000
CONSTRUCTION
500,000
400,000
400,000
300,000
200,000
1,800,000
Total
Total 500,000
400,000
400,000
300,000
200,000
1,800,000
Prior
Funding Sources
2015
2016
2017
2018
2019
Total
348,000
PARKING FUND
500,000
400,000
400,000
300,000
200,000
1,800,000
Total
Total 500,000
400,000
400,000
300,000
200,000
1,800,000
Produced Using the Plan It Capital Planning Software
4M
Wednesday, December 10, 2014
Project# T3009
Project Name Parking Facility & Enforcement Automation
GRANTEE NONE
MATCH 0/a NONE
be installed in Darkine decks. In
Justification
SCORE 52
TIF DISTRICT None
Total Project Cost: $1,252,500
meter housines will be
meters on street.
Department
TRANSPORTATION SERVIC
Contact
Chris O'Brien
Type
Multi -Phase
Useful Life
15 years
Category
Parking Operations
Priority
Efficiency Improvement
Status
Active
fdditional access and revenue control
of the five parking facilites have had automation equipment installed and with the pending economic development project slated for College and Gilbert,
ncey Swan parking facility will need to be upgraded as well. Parking meter housings need to be upgraded to allow for additional capacity as well as
Prior
Expenditures 2015
2016 2017 2018
2019 Total
982,500
CONSTRUCTION
270,000
270,000
Total
Total
270,000
270,000
Prior Funding Sources 2015 2016 2017 2018 2019 Total
982,500 PARKING FUND 270,000 270,000
Total Total 270,000 270,000
Budget Items 2015 2016 2017 2018 2019 Total
OTHER 4,000 4,000 4,000 12,000
(INSURANCE/UTILITIES/REP
LACEMENT)
Total 4,000 4,000 4,000 12,000
Produced Using the Plan It Capital Planning Software
553
Wednesday, December 10, 2014
Project# T3055
Project Name Transit Facility Relocation
Department TRANSPORTATION SERVIC
Contact Chris O'Brien
Type One Phase
GRANTEE FTA SCORE 73 Useful Life 40 Years
MATCH 0/a 20% TIF DISTRICT None Category Transit Operations
Priority Essential
Description Total Project Cost: $20,000,000 Status Active
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 form 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 maior commercial site at the comer of Hiehwav 6 and Riverside Drive.
Expenditures 2015 2016 2017 2018 2019 Total
CONSTRUCTION 20,000,000 20,000,000
Total 20,000,000 20,000,000
Funding Sources 2015 2016 2017 2018 2019 Total
FEDERAL GRANTS 16,000,000 16,000,000
GO BONDS 700,000 700,000
MISC TRANSFERS IN 3,300,000 3,300,000
Total 20,000,000 20,000,000
IThe 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 facility has not been determined.
Produced Using the Plan It Capital Planning Software
554
Wednesday, December 10, 2014
Project# T3059
Project Name Transit Bus Shelter Replacement & Expansion
GRANTEE NONE
MATCH 0/a NONE
SCORE 32
TIF DISTRICT None
Total Project Cost: $100,000
Department
TRANSPORTATION SERVIC
Contact
Chris O'Brien
Type
Multi -Phase
Useful Life
10 years
Category
Transit Operations
Priority
Essential
Status
Active
I'hls 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. I
Justification
(Many of the existing bus shelters have exceeded their useful life and are in need of replacement. In additon, we have received multiple requests for the installation
of bus shelters in high ridership areas.
Prior
Expenditures 2015
2016 2017 2018
2019 Total
50,000
OTHER
50,000
50,000
Total
Total
50,000
50,000
Prior Funding Sources 2015 2016 2017 2018 2019 Total
50,000 TRANSIT FUND 50,000 50,000
Total Total 50,000 50,000
Project# T3060
Project Name Transit Bus Camera Replacement
GRANTEE NONE SCORE 44
MATCH 0/. NONE TIF DISTRICT None
J Total Project Cost: $108,000
over a two year period, of the DVRs that record the transit bus camera
Jusfifica&on
The company, Verint, that supplied the original system has been bought out and no longer supports the system.
Department
TRANSPORTATION SERVIC
Contact
Chris O'Brien
Type
Multi -Phase
Useful Life
7 years
Category
Transit Operations
Priority
Essential
Status
Active
ach bus contains six cameras and a DVR to
Prior
Expenditures
2015 2016
2017 2018 2019 Total
54,000
EQUIPMENT
54,000
54,000
Total
Total 54,000
54,000
Prior Funding Sources 2015 2016 2017 2018 2019 Total
54,000 TRANSIT FUND 54,000 54,000
'total Total 54,000 54,000
Budgetlmpact/Other
JNo additonal staff would be required and there would be no additional O Cr. M expenses as this would replace the existing system.
Produced Using the Plan It Capital Planning Software
4-V
Wednesday, December 10, 2014
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.
ORCHARD TO OAKNOLL
2 F STREET BRIDGE
This project involves the removal and replacement of the
$773,000
DODGE ST - GOVERNOR TO
existing corrugated metal arch bridge with a larger bridge.
$10,712,000
3 FOURTH AVENUE BRIDGE
This project will replace the bridge over the South Branch of
$773,000
Ralston Creek at Fourth Avenue and will include sidewalks.
DUBUQUE RD PAVING -
Reconstruct and upgrade to urban cross sections.
Possibility of approximately $75,000 state funding.
4 PRENTISS ST. BRIDGE
This project involves the removal and replacement of the
$927,000
11
existing triple corrugated metal pipe culvert with a bridge.
This project will result in the construction of an access drive
5 SECOND AVENUE BRIDGE
This project will replace the bridge over Ralston Creek at
$773,000
from the north end of Laura Drive to Dubuque Street, south
Second Avenue and will include sidewalks.
6 SIXTH AVENUE BRIDGE
This project involves the removal and replacement of the
$773,000
existing twin box culvert with a larger bridge.
signal will be installed at this new access, and the traffic
7 THIRD AVENUE BRIDGE
This project will replace the bridge over the South Branch of
$773,000
signal will be coordinated with the I-80 interchange signals.
Ralston Creek at Third Avenue.
2 - Streets
8
BENTON STREET -
This is a capacity related improvement identified by the
$5,150,000
ORCHARD TO OAKNOLL
Arterial Street Plan.
9
DODGE ST - GOVERNOR TO
Street reconstruction and storm sewer improvements. This
$10,712,000
BOWERY
is a joint project with the IDOT.
10
DUBUQUE RD PAVING -
Reconstruct and upgrade to urban cross sections.
$1,339,000
BRISTOL TO DODGE
11
DUBUQUE STREET ACCESS
This project will result in the construction of an access drive
$2,000,000
ROAD AND TRAFFIC SIGNAL
from the north end of Laura Drive to Dubuque Street, south
of the Interstate 80 / Dubuque St interchange. A traffic
signal will be installed at this new access, and the traffic
signal will be coordinated with the I-80 interchange signals.
May also facilitate a second means of access from the
Peninsula area to Dubuque St.
12
EMERALD STREET DIAMOND
This project will diamond grind all of Emerald Street to
$212,000
GRINDING
remove the slab warping that interferes with the use of this
street by fire trucks.
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
This project relocates the sidewalks of the Gilbert St.
$327,000
UNDERPASS
underpass at the IAIS Railroad. The sidewalks are moved
further from the street and existing erosion problems are
addressed.
4.11
City of Iowa City
Capital Improvement Program
Unfunded Projects
Project Name Description Unfunded Amt
15 OLD HWY 218 Streetscape improvements on Old Hwy 218 entrance - $812,000
STREETSCAPE Sturgis Ferry Park to US Hwy 6. This project includes
landscaping, lighting and sidewalk improvements. The
project should be coordinated with Sturgis Ferry Park
upgrade and /or Riverside Drive Redevelopment project.
16 HIGHWAY 965 EXTENSION This project will be initial phase of constructing Hwy 965 $9,167,000
extended from the south side of Hwy 218 to Melrose Avenue
to arterial standards.
17 MCCOLLISTER -GILBERT ST Extend proposed McCollister Boulevard from Gilbert Street $12,463,000
TO SCOTT BLVD to Scott Boulevard.
18 MELROSE-WEST-218/CITY Reconstruct and improve street to urban design standards. $3,914,000
LIMITS
19 MYRTLE/ RIVERSIDE Signalization of intersection based on warrants. The project $900,000
INTERSECTION will also include paving improvements. (Part of Riverfront
Crossings - West(Riverside Drive) URA).
20 NORTH GILBERT ST PAVING This project will reconstruct the 900 block of North Gilbert $743,000
Street to improve the pavement form a chip seal to concrete
pavement with curbs, gutters, and sidewalks.
21 OAKDALE BLVD This project would construct an extension north across 1-80 $15,000,000
to a new intersection with Iowa Hwy 1.
22 OAKDALE BLVD-HWY 1 TO
This project would construct Oakdale Blvd from Hwy 1, west
$8,240,000
PRAIRIE DU CHIEN RD
to Prairie Du Chien Road.
23 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.
24 RIVERSIDE DRIVE
Streetscape improvements on Riverside Drive between
$2,320,000
STREETSCAPE
Myrtle Avenue and US Hwy 6. Project includes
consolidation of driveways, undergrounding of utilities,
installing sidewalks and landscaping. (Part of Riverfront
Crossings - West(Riverside Drive) URA).
25 ROHRET RD
Project will reconstruct Rohret Rd to urban standards.
$1,813,000
IMPROVEMENTS-
LAKESHORE TO LIMITS
26 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 Riverfront Crossings
amendment to City -University URA).
27 KIRKWOOD AVE TO CAPITAL
Connection of Capitol Street to Kirkwood Ave, to create
$3,000,000
STREET CONNECTION
better connectivity in the Riverfront Crossings District. The
street will separate the Riverfront Crossings Park / floodable
area from private property which is anticipated to redevelop
at a significantly higher density. Will improve traffic
4.�1
City of Iowa City
Capital Improvement Program
Unfunded Projects
34 CITY PARK TRAIL This project calls for the replacement of the old section of
IMPROVEMENTS trail in the southeast portion of the park and relocating it
closer to the river. Another part of the project is to expand
the trail system by constructing a new section of trail near
the bottom of the wooded hill south of the Boys' Baseball
fields.
35 CITY PARK TRAIL LIGHTING Install pedestrian lighting on the trail system in City Park.
36 OLD HIGHWAY 218
TRAIL/WIDE SIDEWALK
37 HWY6TRAIL
BROADWAY/SYCAMORE
38 HWY 6 TRAIL -SYCAMORE
TO LAKESIDE
This project will construct an 8' wide sidewalk adjacent to
Old Highway 218 between Sturgis Ferry Park and
McCollister Boulevard.
Extend existing trail along Hwy 6 between Broadway to
Sycamore Streets.
Extend existing trail along Hwy 6 between Sycamore Street
and Lakeside Drive.
$319,000
$254,000
$550,000
$2,588,000
$1,855,000
39 IA RIVER TRAIL - BENTON Relocate a portion of Iowa River Corridor Trail between $750,000
ST/HWY 6 Benton Street and Clinton Street , approximately 1,500 feet.
Project would relocate this portion of the trail from a high
truck traffic location in front of City Carton , to along the river
in back of City Carton. (Part of the Riverfront Crossings
amendment to City -University URA).
14.-1.1
Project Name
Description
Unfunded Amt
28
SOUTH ARTERIAL AND
Construction of a south arterial street and bridge over the
$15,987,000
BRIDGE, US218 TO GILBERT
Iowa River, connecting from Old Hwy 218/US 218
STREET
interchange on the west side of the Iowa River to Gilbert
Street/Sycamore'L' intersection .
29
SYCAMORE-HWY 6 TO
This project involves additional lanes to improve capacity
$750,000
HIGHLAND
and storm sewer improvements.
30
SYCAMORE STREET - EAST-
This project will reconstruct Sycamore Street to arterial
$3,040,000
WEST LEG FROM "L" TO
standards using the Complete Streets Policy. This phase
SOUTH GILBERT
will be the east -west leg of Sycamore Street.
31
TAFT AVENUE
Herbert Hoover Hwy to 420th Street.
$17,399,000
32
LAURA DRIVE
Reconstruction of entire length of Laura Drive to standard 2lane
$2,000,000
RECONSTRUCTION
width with curb, storm sewer and sidewalk.
3 - Transportation
Services
33
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 Riverfront Crossings amendment
to City -University URA).
4 - Ped & Bike Trails
34 CITY PARK TRAIL This project calls for the replacement of the old section of
IMPROVEMENTS trail in the southeast portion of the park and relocating it
closer to the river. Another part of the project is to expand
the trail system by constructing a new section of trail near
the bottom of the wooded hill south of the Boys' Baseball
fields.
35 CITY PARK TRAIL LIGHTING Install pedestrian lighting on the trail system in City Park.
36 OLD HIGHWAY 218
TRAIL/WIDE SIDEWALK
37 HWY6TRAIL
BROADWAY/SYCAMORE
38 HWY 6 TRAIL -SYCAMORE
TO LAKESIDE
This project will construct an 8' wide sidewalk adjacent to
Old Highway 218 between Sturgis Ferry Park and
McCollister Boulevard.
Extend existing trail along Hwy 6 between Broadway to
Sycamore Streets.
Extend existing trail along Hwy 6 between Sycamore Street
and Lakeside Drive.
$319,000
$254,000
$550,000
$2,588,000
$1,855,000
39 IA RIVER TRAIL - BENTON Relocate a portion of Iowa River Corridor Trail between $750,000
ST/HWY 6 Benton Street and Clinton Street , approximately 1,500 feet.
Project would relocate this portion of the trail from a high
truck traffic location in front of City Carton , to along the river
in back of City Carton. (Part of the Riverfront Crossings
amendment to City -University URA).
14.-1.1
City of Iowa City
Capital Improvement Program
Unfunded Projects
Project Name Description Unfunded Amt
40 CDBG ADA CURB/RAMP This project will install new or update existing curb ramps at $50,000
IMPROVEMENTS suitable intersections in census tract 18. The project is
contingent on approval of a CDBG competitive grant
application.
41 IRC -ELKS PROPERTY Construction of a trail along the Iowa River Corridor (IRC) on $927,000
the south side of the Elks property.
42 LINN ST PED Installation of pedestrian and streetscape improvements in $392,000
IMPROVEMENTS walkway next to Van Allen Hall between Iowa Avenue and
Jefferson Street.
43 N DISTRICT NATURE TRAIL Construct a trail along Williams pipeline easement from $348,000
Bristol Drive to Dubuque Street.
44
SAND LAKE TRAIL (Behind
Develop a walking/biking trail around Sand Lake (behind
$464,000
Hills Bank)
Hills Bank) to tie in with existing Iowa River Trail and the
$5,221,000
northeast neighborhoods.
Highway 6 Trail.
50 ROHRET SOUTH SEWER
45
SHIMEK SCHOOL/ FOSTR RD
Construct a trail north of Shimek School to future Foster
$80,000
EXT TRAIL
Road.
46
WILLOW CREEK TRAIL -
Construct a trail from Willow Creek Drive, under Highway
$870,000
-This project will extend the Scoff Boulevard Trunk Sewer
PHASE III
One, around perimeter of airport, to connect with Iowa River
from the north side of the Iowa Interstate Railroad at the
Corridor (IRC) Trail.
47
WILLOW CREEK TRAIL-
Connect Willow Creek Trail from its current west terminus
$2,814,000
WEST
via a tunnel under Highway 218, to connect with the trail in
Hunters Run Park and further west.
5 - Wastewater
48 NORTH BRANCH DAM TRUNK This project extends easterly along Ralston Creek from the
$3,860,000
SEWER
North Branch Dam to Scoff Boulevard.
49 NORTHEAST TRUNK SEWER
Reconstruction of an under -sized sewer through the
$5,221,000
northeast neighborhoods.
50 ROHRET SOUTH SEWER
This project would extend the 30" sanitary sewer along
$2,000,000
Abbey Lane from Burry Drive to the west side of Highway
218. This project will allow development within the
watershed west of Highway 218.
51 SCOTT BLVD TRUNK SEWER
-This project will extend the Scoff Boulevard Trunk Sewer
$1,500,000
IAIS/WINDSOR RIDGE
from the north side of the Iowa Interstate Railroad at the
Scoff Six Industrial Parkto the lift station currently serving
the Windsor Ridge Subdivision.
6 - Water
52 WEST SIDE GROUND Construction of a one million gallon buried potable water $1,545,000
STORAGE RESERVOIR storage reservoir including pumping facilities. Land
acquisition is complete.
14..7
City of Iowa City
Capital Improvement Program
Unfunded Projects
Project Name Description Unfunded Amt
53 MELROSE- LANDFILL This project is a water main extension project needed to $1,400,000
WATER MAIN EXTENSION serve the recycling - energy project at the Iowa City Landfill.
Approximately 8,500 feet of water main (400 ft 12" ductile
iron and 8,000 feet of 8" PVC).
7 - Stormwater
54
CARSON LAKE REGIONAL
Construction of a regional storm water management facility
$1,160,000
hockey. During warm weather rink could be used as skate
STORMWATR
on the middle branch of Willow Creek immediately west of
park. (Part of the Riverfront Crossings amendment to City -
Highway 218. This facility will serve development west of
61 PARK SHELTER
Replace Creekside and Happy Hollow Shelter/Restroom
Highway 218 and south of Rohret Road. Rohret South
IMPROVEMENTS
buildings.
Sewer project is a prerequisite.
Expand the Robert A. Lee Community Recreation Center,
55
IOWA AVENUE CULVERT
This project will repair a box culvert that carries Ralston
$348,000
REPAIRS
Creek 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
$16,000,000
CENTER
construct a major new Recreation & Aquatic Center,
capacity of the facility. This basin is located in Hickory Hill
probably in the western part of Iowa City.
Park.
57
OLYMPIC COURT
Storm sewer retrofit to relieve localized flooding from storm
$464,000
STORMWATER
water runoff.
58 SUNSET ST STORM SEWER The area just north and south of Kineton Green, east of $440,000
Sunset, has experienced backyard flooding and drainage
problems.
59 RIVERSIDE DR. &ARTS This will be a joint project with the University of Iowa to $1,000,000
CAMPUS STORM SEWER upgrade the Riverside Drive / Arts Campus storm sewer and
lift station to perform better during future floods.
8 - Parks & Recreation
60 OUTDOOR ICE RINK/ SKATE
Construct outdoor ice rink suitable for figure skating or
$1,591,000
PARK
hockey. During warm weather rink could be used as skate
park. (Part of the Riverfront Crossings amendment to City -
University URA).
61 PARK SHELTER
Replace Creekside and Happy Hollow Shelter/Restroom
$185,000
IMPROVEMENTS
buildings.
62 REC CENTER EXPANSION
Expand the Robert A. Lee Community Recreation Center,
$5,797,000
likely expansion would be to the east over the existing
parking lot which would allowfor an expanded gymnasium
as well as 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.
Y:I�]
City of Iowa City
Capital Improvement Program
Unfunded Projects
Project Name
Description
Unfunded Amt
64 RECC CENTER PHASE 2
This project continues the phase one renovation and
$214,500
IMPROVEMENTS
improvement project for the Robert A. Lee Community
Recreation Center. Phase 2 includes renovations to the
ground floor including the customer service area, locker
rooms, and gymnasium. Projects include tile replacement,
locker room maintenance and upgrades, replacement of
gym acoustic panels, scoreboards, and basketball
standards.
65 REDEVELOP CREEKSIDE
Renovate Creekside Park as recommended in the Parks &
$328,000
PARK
Receation Master Plan.
66 SCANLON ELEVATED
Construct an elevated running/walking track in the Scanlon
$2,000,000
RUNNING/WALKINGTRACK
Gym facility.
67 SOCCER PARK
This project provides for the continued development and
$250,000
IMPROVEMENTS
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.
68 WATERWORKS PARK
Develop a parklike Hospice Memorial area in Waterworks
$115,000
HOSPICE MEMORIAL
Prairie Park for passive enjoyment/contemplation.
69 WEST SIDE PARK
Acquire and develop land for a major new park in the west
$1,804,000
part of the city, as recommended in the Parks & Recreation
Master Plan.
70 SAND PRAIRIE
Take steps to clear, re -seed and perform low impact
$273,000
ENHANCEMENT
development on the 38 acre sand prairie and adjacent
McCollister property acquired in 2004/05.
71 PEDESTRIAN BRIDGE
Construct pedestrian bridge over the Iowa River to connect
$1,500,000
ROCKY SHORE TO
the Iowa River Trail to the Peninsula park land trails, and to
PENINSULA
provide better access to
72 CITY PARK BALL DIAMOND
Install field irrigation system to fields 1-8 at lower City Park.
$60,000
IRRIGATION PROJECT
9 - Other Projects
73 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 Riverfront Crossings
amendment to City -University URA).
74 CEMETERY MAUSOLEUM Construction of a mausoleum. $405,000
75 CHAUNCEY SWAN This project involves the reuse of components of the old City $129,000
FOUNTAIN plaza fountain.
76 POLICE EVIDENCE STORAGE Construction of a permanent evidence storage facility. $929,000
FACILITY
77 FIRE STATION #1 Relocate and expand / modernize Central Fire Station #1. $11,593,000
RELOCATION
78 FIRE STATION #5 Construction of Fire Station #5 in the South Planning District. $2,898,000
Y-
City of Iowa City
Capital Improvement Program
Unfunded Projects
Project Name
Description
Unfunded Amt
79 FIRE STATION #6
Construction of Fire Station #6 in the Southwest Planning
$2,898,000
District.
80 FIRE TRAINING FACILITY
This project will construct a state of the art fire training
$5,382,000
facility to address all aspects of emergency service delivery
including fire suppression, emergency medical services,
hazardous material releases and rescue. The facility will be
used for new recruits, continuing education for firefighters,
and shared with the Johnson County Mutual Aid Association.
81 FLOOD BUYOUTS
This project will provide funds for the purchase of houses in
$530,000
designated flood hazard buyout areas after FEMA and
CDBG buyout programs have ended.
82 IOWA RIVER BANK
This project will stabilze the Iowa River banks at a number of
$2,122,000
STABILIZATION PROJECT
locations throughout the city that have experienced
significant erosion after the 2008 Flood. (Part of the
Riverfront Crossings amendment to City -University URA.)
83 EQUIPMENT MAINTENANCE
Construction of new Equipment Maintenance Facility atthe
$9,454,000
FACILITY
So. Gilbert St. Public Works site, replacing the existing
facility at Riverside Dr. (Part of the Riverfront Crossings
amendment to City -University URA).
84 STREETS AND WATER
Construct new building at the So. Gilbert St. Public Works
$6,869,000
DISTRIBUTION FACILITY
site to accommodate the Streets, Traffic Engineering,
Refuse, and Water Distribution Divisions.
85 RIVERSIDE DRIVE
This project includes methane abatement, excavation, and
$2,527,000
REDEVELOPMENT
fill at the 7 acre site owned by the City at Riverside Dr. and
Hwy 6. This site preparation would allow for marketing of
this property for commercial development. (Part of
Riverfront Crossings - West(Riverside Drive) URA).
86 SUMMIT ST. HISTORIC PLAN
Streetscape and intersection elements through Summit
$302,000
Street Historic District.
87 TRAFFIC SIGNAL PRE-
This project will install a city-wide Geographic Information
$1,221,000
EMPTION SYSTEM
System based traffic signal pre-emption system for
emergency vehicles. This system is necessary if the
Burlington St Median Project is constructed between
Madison St and Gilbert St.
GRAND TOTAL - ALL PROJECTS:
$ 251,729,500
562
INTERNAL SERVICE FUNDS
F
Y
2
0
1
6
Equipment Replacement
Risk Management Loss Reserves
Information Technology Services
Central Services
Health Insurance Reserve
Dental Insurance Reserve
Q
a Arra V
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 also been charged
at actual cost, however, starting in fiscal year 2015 a fuel surcharge was added to accumulate
savings for the future replacement of the new fuel facility. These funds are reported in the
replacement reserve designated fund balance.
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 fund balances. While
the equipment fund's total fund balance has been trending upward, there are $2.49 million in
replacement expenditures anticipated for FY15 and $1.94 million in replacement expenditures
budgeted for FY16. In addition, $1,100,000 of unassigned cash is projected to be transferred to
the capital project funds in fiscal year 2017 for the relocation of the vehicle wash bay to the new
public works facility location. Due to these expenditures, the Equipment Fund's total fund
balance levels off in FY16 and FY17 around $9.7 million with the majority of that balance being
designated for equipment replacement. 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 Fund
Fund Balance
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
FY12 Actual FV13 al FYUFY15ctuaRevised Budget kFY16t
Acturoj
■ Designated for Equip $5,568,913 $6,022,119 $7,291,464 $6,819,845 $6,930,562 $7,727,307
0 Unassigned $2,560,426 $2,458,072 $2,577,919 $2,475,383 $2,820,063 $2,061,735
Total $8,129,339 $8,480,191 $9,869,383 $9,295,228 $9,750,625 $9,789,042
:'1.7
The table below presents the actual and projected number and cost of vehicles and equipment
replaced:
In fiscal year 2013, the City's fuel facility was replaced with a new fuel facility at the site of the
future public works facility on South Gilbert Street. The fuel facility replacement was funded
from General Obligation bonds and Equipment Fund cash balance. Subsequently, fuel charges
have been adjusted to accumulate funds for the future replacement of the facility. The new
facility will not have a noticeable operating impact on the Equipment Fund, 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. The relocation of the vehicle wash
bay is programmed for fiscal year 2017 in the capital improvement program at an estimated cost
of $1,100,000.
ax:�
FY12
FY13
FY14
FY15
FY16
FY17
Actual
Actual
Actual
Revised
Budget
Projected
Number of
24
38
24
23
33
18
Vehicles/Equipment
Total Projected Cost
$819,293
$1,701,411
$643,400
$2,352,800
$1,800,900
$1,141,000
In fiscal year 2013, the City's fuel facility was replaced with a new fuel facility at the site of the
future public works facility on South Gilbert Street. The fuel facility replacement was funded
from General Obligation bonds and Equipment Fund cash balance. Subsequently, fuel charges
have been adjusted to accumulate funds for the future replacement of the facility. The new
facility will not have a noticeable operating impact on the Equipment Fund, 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. The relocation of the vehicle wash
bay is programmed for fiscal year 2017 in the capital improvement program at an estimated cost
of $1,100,000.
ax:�
City of Iowa City
Equipment (8100 - 8101)
Fund Summary
Expenditures
General Fleet Maintenance
$
2012
$
2013
2014
$
2015
$
2016
2017
4,136,683
Equipment Replacement Reserves
Actual
1,303,979
Actual
Actual
666,801
Revised
2,486,718
Budget
Projected
Fund Balance', July 1
$
7,274,489
$
8,129,339
$ 8,480,191
$
9,869,383
$
9,295,228
S 9,750,625
Revenues:
5,428,573
Transfers Out:
Use Of Money And Property
Capital Project Fund
-
-
202,002
Interest Revenues
$
15,402
$
29,221
$ 24,011
$
29,221
$
10,187
$ 10,187
Intergovernmental
-
-
1,100,000
Total Expenditures & Transfers Out
$
4,797,854
$
5,149,268
Local 28E Agreements
$
849,174
$
899,008
989,164
6,528,573
899,008
$
1,049,617
1,070,609
Charges For Fees And Services
$ 9,869,383
$
9,295,228
$
9,750,625
$
9,789,042
Change in Accounting Method
-
Refuse Charges
(358,344)
2,948
6,024
7,280
-
6,024
-
7,280
7,280
Miscellaneous
8,480,191
9,869,383
9,295,228
9,750,625
9,789,042
Restricted / Committed /Assigned
Intra -City Charges
5,568,913
4,555,636
6,022,119
4,663,122
5,027,245
6,819,845
5,044,889
6,930,562
5,297,620
5,403,572
Other Misc Revenue
$
2,025
$
370
341
$
338
$
341
341
Other Financial Sources
% of Expenditures
53%
48%
55%
37%
47%
Sale Of Assets
32%
227,519
260,719
54,481
90,000
81,100
75,000
Total Revenues
$
5,652,704
$
5,858,464
$ 6,102,522
$
6,069,480
$
6,446,145
$ 6,566,990
Expenditures
General Fleet Maintenance
$
3,493,875
$
3,577,941
$ 3,844,527
$
4,156,917
$
4,047,047
$
4,136,683
Equipment Replacement Reserves
1,303,979
1,571,327
666,801
2,486,718
1,943,701
1,291,890
Sub -Total Expenditures
4,797,854
5,149,268
4,511,328
6,643,635
5,990,748
5,428,573
Transfers Out:
Capital Project Fund
-
-
202,002
-
-
1,100,000
Sub -Total Transfers Out
-
-
202,002
-
-
1,100,000
Total Expenditures & Transfers Out
$
4,797,854
$
5,149,268
$ 4,713,330
$
6,643,635
$
5,990,748
$
6,528,573
Fund Balance', June 30
$
8,129,339
$
8,838,535
$ 9,869,383
$
9,295,228
$
9,750,625
$
9,789,042
Change in Accounting Method
-
(358,344)
-
-
-
-
Adjusted Fund Balance', June 30
8,129,339
8,480,191
9,869,383
9,295,228
9,750,625
9,789,042
Restricted / Committed /Assigned
5,568,913
6,022,119
7,291,464
6,819,845
6,930,562
7,727,307
Unassigned Balance
$
2,560,426
$
2,458,072
$ 2,577,919
$
2,475,383
$
2,820,063
$
2,061,735
% of Expenditures
53%
48%
55%
37%
47%
32%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
AMA
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 654,105
gallons of fuel for City vehicles and outside entities (Not including Transit Buses)
• The division maintains 526 vehicles and major equipment with 3,181 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.
• Transition to new Police squad car
model is 85% complete.
Staffing:
Upcoming Challenges:
• Vehicle wash bay replacement in 2015
CIP budget
• Planning for future replacement of
equipment maintenance facility
• Transition to new Superintendent.
Staffing Level Change Summary:
There are no staffing level changes in the Equipment division in fiscal year 2016.
YY:1
FY2014
FY2015
FY2016 Proposed
Total FTE's
10.75
10.75
10.75
Staffing Level Change Summary:
There are no staffing level changes in the Equipment division in fiscal year 2016.
YY:1
Service Level Change Summary:
There are no proposed staffing level changes in the Equipment division in fiscal year 2016.
Financial Highlights:
• Fuel rates to external entities were increased by $.05 in 2014 to help create a replacement
reserve for the fuel facility. Nearly $50,000.00 has been banked to date.
• Service expenditures in the fiscal year 2016 budget have increased by 78% over the fiscal
year 2015 budget primarily due to an increase in vehicle repair expenditures.
• Supplies expenditures in the fiscal year 2016 budget have decreased by 14% over the fiscal
year 2015 budget primarily due to decreased fuel costs.
• Capital outlay for equipment replacement expenditures in fiscal year 2016 total $1,800,900.
• The fiscal year 2017 projection includes a $1,100,000 transfer to the Capital Project Funds
for the replacement and relocation of the Vehicle Wash System to the new public works
facility site.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Sale of Autos & Equipment
A Solid Financial Foundation
Maximize Revenue from Surplus Vehicles/Equipment
Dispose of all Replaced Units
FY 2011
FY 2012
FY 2013
FY 2014
$124,366
$227,519
$260,719
$53,801
Y:I:]
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
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.
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
FY 2011
FY 2012
FY 2013
FY 2014
Total Vehicles &
516
524
522
527
Equipment Maintained
69%
74%
73%
74%
% of Repairs Completed
% of Expenditures
New Measure
88.5%
87.9%
87.59%
in less than 1 Day
14%
14%
18%
34%
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
a[a
FY 2011
FY 2012
FY 2013
FY 2014
Hours Billed as a % of
69%
74%
73%
74%
Hours Available
% of Expenditures
Contracted with Outside
14%
14%
18%
34%
Vendors
a[a
City of Iowa City
Activity Summary
Activity: General Fleet Maintenance (710510) Fund: Equipment (8100)
Division: Equipment (710500) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
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
Other Financial Sources
Sale Of Assets
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
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
$ 11,077 $ 20,734 $ 13,042 $ 20,734 $ 1,700 $ 1,700
849,174 899,008 989,164 899,008 1,049,617 1,070,609
2,948 6,024 7,280 6,024 7,280 7,280
2,896,428 2,907,827 3,155,869 3,128,277 3,331,789 3,398,425
2,025 338 341 338 341 341
- - 680 - 1,000 -
$ 3,761,652 $ 3,833,931 $ 4,166,376 $ 4,054,381 $ 4,391,727 $ 4,478,355
$ 799,692 $ 766,241 $ 823,299 $ 831,462 $ 869,499 $ 895,584
299,474 324,934 583,332 350,016 622,902 635,360
2,394,709 2,486,766 2,437,896 2,975,439 2,554,646 2,605,739
$ 3,493,875 $ 3,577,941 $ 3,844,527 $ 4,156,917 $ 4,0475047 $ 4,136,683
2012 2013 2014 2015 2016
0.38
-
-
-
-
1.00
1.00
1.00
1.00
1.00
0.50
0.50
0.50
0.50
0.50
2.00
2.00
2.00
2.00
2.00
3.00
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
1.00
1.00
1.00
9.88
9.50
9.50
9.50
9.50
571
City of Iowa City
Activity Summary
Activity: Equipment Replacement Reserves (710520) Fund: Equipment (8100)
Division: Equipment (710500) Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
$ 106,530 $
112,002 $
116,182
$ 117,055 $
119,890 $
123,487
Use Of Money And Property
23,939
23,100
21,254
16,619
22,411
26,893
Interest Revenues
$ 4,325 $
8,487
$ 10,969
$ 8,487 $
8,487 S
8,487
Miscellaneous
1,172,644
1,435,991
529,349
2,352,800
1,800,900
1,141,000
Intra -City Charges
1,659,208
1,755,295
1,871,376
1,916,612
1,965,831
2,005,148
Other Misc Revenue
-
32
-
-
-
-
Other Financial Sources
404,700
Automobiles
-
85,800
Other operating equipment
Sale of Assets
227,519
260,719
53,801
90,000
80,100
75,000
Total Revenues
$ 1,891,052 $
2,024,533
$ 1,936,146
$ 2,015,099 $
2,054,418 $
2,088,635
Expenditures
Personnel
$ 106,530 $
112,002 $
116,182
$ 117,055 $
119,890 $
123,487
Services
23,939
23,100
21,254
16,619
22,411
26,893
Supplies
866
234
16
244
500
510
Capital Outlay
1,172,644
1,435,991
529,349
2,352,800
1,800,900
1,141,000
Total Expenditures
$ 1,303,979 $
1,571,327 $
666,801
$ 2,486,718 $
1,943,701 $
1,291,890
Personnel Services - FTE
2012 2013
2014 2015
2016
Buyer I - Equipment
0.50 0.75
0.75 0.75
0.75
Equipment Clerk
0.38 -
- -
-
Equipment Superintendent
0.50 0.50
0.50 0.50
0.50
Total Personnel
1.38 1.25
1.25 1.25
1.25
Capital Outlay
2015
2016
Dump Trucks & Equipment
$ 460,100 $
-
Bucket truck
221,600
-
TV Sewer Inspection Truck
-
143,800
Recycle Truck
-
493,900
Refuse Trucks
-
404,700
Automobiles
-
85,800
Other operating equipment
224,400
215,800
Sign truck
94,900
-
Street Sweeper
165,200
-
Bulldozer
671,200
-
Snow Removal Equipment
-
18,700
Tractors
142,400
127,800
Other Vans & Trucks
373,000
310,400
Total Capital Outlay
$ 2,352,800 $
1,800,900
�`J
:111Aky,/e1►/e CIAky,1A►1119111►1I]
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, 2015 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 2016 revised fund balance is $3.20 million which is 4.81 % higher than the fiscal
year 2015 projected ending fund balance of $3.06 million. This fund balance increase is projected
due to an anticipated reduction in damages in 2016 compared to the estimated damages in fiscal
year 2015 and a slight increase in Intra -City charges. The revised ending fund balance for fiscal
year 2015 is lower than the 2014 revised fund balance by 3.08% due to open claims activity in the
current year. In 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.
573
Fund Balance', July 1
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
City of Iowa City
Risk Management Loss Reserve (8200)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 2,769,589 $ 3,117,320 $ 3,067,793 $ 3,152,696 $ 3,055,646 $ 3,202,697
$ 6,840 $ 8,389 $ 8,043 $ 5,000 $ 3,481 $ 3,481
1,451,916 986,959 1,134,174 1,359,289 1,423,988 1,452,468
71,774 278,054 48,954 33,934 48,955 48,955
$ 1,530,530 $ 1,273,402 $ 1,191,171 $ 1,398,223 $ 1,476,424 $ 1,504,904
$ 1,182,799 $ 2,474,803 $ 1,106,268 $ 1,495,273 $ 1,329,373 $ 1,357,863
$ 1,182,799 $ 2,474,803 $ 1,106,268 $ 1,495,273 $ 1,329,373 $ 1,357,863
$ 3,117,320 $ 1,915,919 $ 3,152,696 $ 3,055,646 $ 3,202,697 $ 3,349,738
,151,874
3,117,320 3,067,793 3,152,696 3,055,646 3,202,697 3,349,738
$ 3,117,320 $ 3,067,793 $ 3,152,696 $ 3,055,646 $ 3,202,697 $ 3,349,738
264% 124% 285% 204% 241% 247%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
574
IN1.1,"1 M Fil01ETC] AMlA0111191i]»:LTIllIIs] 0111
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
Recent Accomplishments:
• Transferred the processing of workers
compensation medical claims for
Police and Fire to a third party administrator
• Coordinated ALICE training for over 200
City employees
• Provided 600 hours of training to City employees
Upcoming Challenges:
• Implement City wide NIMS training
• Implement City Safety Certification Program
Staffing:
Staffing Level Change Summary:
There are no staffing level changes proposed for fiscal year 2016.
575
FY2014
FY2015
FY2016 Proposed
Total FTE's
1.80
1.80
1.80
Staffing Level Change Summary:
There are no staffing level changes proposed for fiscal year 2016.
575
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2016 in the Risk Management
division.
Financial Highlights:
Service expenditures are estimate lower in fiscal year 2016 by 13.8% which primarily represents
lower claim estimates. These estimates were based on the fiscal year 2014 actual claims and
current open claims.
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
FY 2011
FY 2012
FY 2013
FY 2014
170
400
377
593
Injury Rate (percentage of workers injured in a given year)
CY 2010
CY 2011
CY 2012
CY 2013
9.01%
7.16%
7.53%
6.72%
Lost Day Rate (percentage of workers who missed work days due to work related injury)
CY 2010
CY 2011
CY 2012
CY 2013
4.04%
3.33%
3.77%
2.90%
All
City of Iowa City
Activity Summary
Activity: Risk Management (310600) Fund: Risk Management Loss Reserve (8200)
Division: Risk Management (310600) Department: Finance
Revenues:
Use Of Money And Property
Interest Revenues
Miscellaneous
Intra -City Charges
Other Misc Revenue
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 6,840 $ 8,389 $ 8,043 $ 5,000 $ 3,481 $ 3,481
1,451,916 986,959 1,134,174 1,359,289 1,423,988 1,452,468
71,774 278,054 48,954 33,934 48,955 48,955
$ 1,530,530 $ 1,273,402 $ 1,191,171 $ 1,398,223 $ 1,476,424 $ 1,504,904
$ 271,654 $ 255,347 $ 178,450 $ 182,199 $ 190,212 $ 195,918
717,651 1,646,079 907,898 1,297,822 1,118,237 1,140,602
6,722 73,762 19,920 15,252 20,924 21,342
186,772 499,615 - - - -
$ 1,182,799 $ 2,474,803 $ 1,106,268 $ 1,495,273 $ 1,3295373 $ 1,357,863
Personnel Services - FTE
2012
2013
2014
2015
2016
Administrative Secretary
0.25
0.25
0.25
0.25
0.25
Finance Director
0.05
0.05
0.05
0.05
0.05
Occ Safety & Tmg Spec
1.00
1.00
1.00
1.00
1.00
Revenue & Risk Manager
0.50
0.50
0.50
0.50
0.50
Total Personnel
1.80
1.80
1.80
1.80
1.80
SII
11►1go] Nky,F IIs] 0a1xy0010MKOICY&AA:O(11111:"11101:
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. Newly added in fiscal year 2016 are support
services for the Global Information System (GIS) software and hardware.
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 $2.37 million at the end of fiscal year 2016.
This is an increase of $74,425 or 3.24% from fiscal year 2015. Fund balance has declined from
the fiscal year 2013 level of $2,799,046. The reduction in fund balance is directly related to capital
outlays 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.
City of Iowa City
Information Technology (8300 - 8302)
Fund Summary
Expenditures
Information Technology
$
2012
$
2013
2014
$
2015
$
2016
$
2017
Info Technology Equipment Replacement
Actual
Actual
Actual
Revised
Budget
Projected
Fund Balance', July 1
$
2,470,688
$
2,726,870
$ 2,799,046
$
2,551,542
$
2,299,832
$
2,374,257
Revenues:
$
1,761,564
$
1,746,003
$ 1,990,743
$
2,152,726
$
2,018,404
$
2,304,444
Use Of Money And Property
$
2,726,870
$
2,841,828
$ 2,551,542
$
2,299,832
$
2,374,257
$
2,188,557
Interest Revenues
$
6,294
$
11,336
$ 6,729
$
5,000
$
2,576
$
2,576
Charges For Fees And Services
2,726,870
2,799,046
2,551,542
2,299,832
2,374,257
2,188,557
Misc Charges For Svc
1,800
1,800
1,800
1,800
1,800
1,800
Miscellaneous
$
2,726,870
$
2,799,046
$ 2,551,542
$
2,299,832
$
2,374,257
$
2,188,557
Intra -City Charges
1,890,070
1,843,841
1,734,710
1,894,216
2,088,453
2,114,367
Other Misc Revenue
114,672
1
-
-
-
-
Other Financial Sources
Sale Of Assets
4,910
3,983
-
-
-
-
Total Revenues
$
2,017,746
$
1,860,961
$ 1,743,239
$
1,901,016
$
2,092,829
$
2,118,743
Expenditures
Information Technology
$
1,575,937
$
1,565,835
$ 1,637,229
$
1,871,070
$
1,862,469
$
1,895,181
Info Technology Equipment Replacement
173,860
167,610
212,355
260,875
118,601
368,872
Police Computer Equipment Replacement
11,767
12,558
141,159
20,781
37,334
40,391
Total Expenditures
$
1,761,564
$
1,746,003
$ 1,990,743
$
2,152,726
$
2,018,404
$
2,304,444
Fund Balance', June 30
$
2,726,870
$
2,841,828
$ 2,551,542
$
2,299,832
$
2,374,257
$
2,188,557
Change in Accounting Method
(42,782)
Adjusted Fund Balance', June 30
2,726,870
2,799,046
2,551,542
2,299,832
2,374,257
2,188,557
Restricted / Committed /Assigned
-
-
-
-
-
Unassigned Balance
$
2,726,870
$
2,799,046
$ 2,551,542
$
2,299,832
$
2,374,257
$
2,188,557
% of Expenditures
155%
160%
128%
107%
118%
95%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
I1►1107all AJevillIIs] ►a1x91:101 Is] 11i1CY&AAZIN[a*Y6]UARA1[0]061
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
• Manages the City video camera system
• 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 2014, ITS managed:
• 75 network switches
• 88 virtual servers
• 30 Virtual PCs
• 8 VMWare hosts
• 173 Terabytes of hard disk space
• 15 physical servers
• 9 construction projects with fiber optic cable or duct
• 3 core data infrastructure facilities
• 1 telephone system with voice mail and Automated Call Distribution systems with
approximately 750 ports.
axa
Recent Accomplishments:
• Implemented Tyler MUNIS ERP
software and databases on Servers.
Payroll go -live of 1/1/14 completed.
MUNIS Employee Self Service go -live
3/1/14 completed.
• Oversaw implementation of 16 new
Internet Protocol cameras to the Video
Management system.
• Deployed 5 virtual desktops and
Remote Desktop Server systems.
Staffing:
Upcoming Challenges:
• Implement Tyler Munis Utility Billing
software 1/1/2015
• Implement Tyler Munis Billing and Cash
Management software November 2014
• Expansion of Geographic Information
System
• Continue planning for exit from North
Wastewater Treatment Plant core hub
facility
Staffing Level Change Summary:
There are no staffing level changes proposed for fiscal year 2016.
Service Level Change Summary:
The expansion of virtual servers and workstations will continue into the foreseeable future.
Financial Highlights:
Computer equipment replacement expenditures of $118,601 is budgeted for city operations, and
$37,334 for the police department operations.
Capital outlay spending in the ITS operations was reduced from $201,000 in fiscal year 2015 to
$30,000 in fiscal year 2016.
$100,000 for fiber optic cable installation is budgeted in the Capital Project Funds and is funded
from General Obligation Bonds.
a:�
FY2014
FY2015
FY2016 Proposed
Total FTE's
9.80
9.80
9.80
Staffing Level Change Summary:
There are no staffing level changes proposed for fiscal year 2016.
Service Level Change Summary:
The expansion of virtual servers and workstations will continue into the foreseeable future.
Financial Highlights:
Computer equipment replacement expenditures of $118,601 is budgeted for city operations, and
$37,334 for the police department operations.
Capital outlay spending in the ITS operations was reduced from $201,000 in fiscal year 2015 to
$30,000 in fiscal year 2016.
$100,000 for fiber optic cable installation is budgeted in the Capital Project Funds and is funded
from General Obligation Bonds.
a:�
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: Control growth of Datacenter Electricity Consumption year
over year, and be energy conscious in decisions.
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
FY 2014
Kilowatt Hours
125,526
124,050
126,761
132,155
Change (year/year)
(1.9%)
(1.2%)
2.1%
4.3%
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
A.%
FY 2011
FY 2012
FY 2013
FY 2014
Facilities Connected
10
15
16
17
A.%
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)
axe
FY 2077
FY 2012
FY 2013
FY 2014
Uptime Percentage
New Measure
New Measure
99.4%
99.5%
axe
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
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 6,294 $ 11,336 $ 6,729 $
1,800 1,800 1,800
5,000 $ 2,576 $ 2,576
1,800 1,800 1,800
1,445,821 1,353,752 1,217,498 1,165,405 1,295,718 1,321,632
114,672 1 - - - -
$ 1,568,587 $ 1,366,889 $ 1,226,027 $ 1,172,205 $ 1,300,094 $ 1,326,008
$ 1,073,348 $ 961,125 $ 1,017,253 $ 1,046,768 $ 1,106,278 $ 1,139,466
480,745
500,968
476,670
606,362
704,251
718,336
15,020
33,785
42,461
16,940
21,940
22,379
6,824
69,957
100,845
201,000
30,000
15,000
$ 1,575,937 $
1,565,835 $
1,637,229
$ 1,871,070 $
1,862,469 $
1,895,181
Personnel Services - FTE
2012
2013
2014
2015
2016
Buyer I - Purchasing
-
-
0.06
0.06
0.06
Data Base Administrator
2.00
2.00
2.00
2.00
2.00
I.T.S. Coordinator
1.00
1.00
1.00
1.00
1.00
Operations Clerk - I.T.S.
0.80
0.80
0.80
0.80
0.80
P.C. Technician
1.00
1.00
1.00
1.00
1.00
Purchasing Clerk
-
0.06
-
-
-
Sr Programmer/Analyst
3.00
2.00
2.00
2.00
2.00
Sr Systems Engineer
1.00
1.00
1.00
1.00
1.00
Systems Engineer
1.00
1.00
1.00
1.00
1.00
Voice/Data Network Analyst
1.00
1.00
1.00
1.00
1.00
Web Developer
1.00
1.00
-
-
-
Total Personnel
11.80
10.86
9.86
9.86
9.86
Capital Outlay
Fiber Optic Cable
Network core routers
Software licenses/upgrades
Storage Area Network Upgrade
Total Capital Outlay
Y:L!
2015 2016
$ 75,000 $ -
26,000 5,000
35,000 10,000
65,000 15,000
$ 201,000 $ 30,000
City of Iowa City
Activity Summary
Activity: Information Technology Equipment Replacement (310581)
Division: Information Technology (310500)
$ - $
Fund: Information Technology (8301)
Department: Finance
- $ - $
2012
2013
2014
2015
2016 2017
4,984 -
Actual
Actual
Actual
Revised
Budget Projected
Revenues:
17,510
19,115
Capital Outlay
146,675
126,109
Miscellaneous
95,963
344,526
Total Expenditures
$ 173,860 $
167,610 $
Intra -City Charges $
370,415 $
434,293 $
443,458
$ 611,482
$ 671,279 $ 671,279
Other Financial Sources
Sale Of Assets
4,910
3,983
-
-
- -
Total Revenues $
375,325 $
438,276 $
443,458
$ 611,482
$ 671,279 $ 671,279
Expenditures
Personnel
$ - $
- $
- $ - $
- $
-
Services
6,414
5,154
4,984 -
5,128
5,231
Supplies
20,771
36,347
59,492 8,355
17,510
19,115
Capital Outlay
146,675
126,109
147,879 252,520
95,963
344,526
Total Expenditures
$ 173,860 $
167,610 $
212,355 $ 260,875 $
118,601 $
368,872
Capital Outlay
2015
2016
File Servers
$ 10,000 $
32,000
Network Switches/Firewalls
154,714
14,820
P.C. Hardware
72,486
42,243
Peripherals
7,420
-
Printers
7,900
-
Other Hardware
-
6,900
Total Capital Outlay
$ 252,520 $
95,963
Y:b7
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:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Capital Outlay
File Servers
P.C. Hardware
Other Hardware
Total Capital Outlay
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
$ 73,834 $ 55,796 $ 73,754 $ 117,329 $ 121,456 $ 121,456
$ 73,834 $ 55,796 $ 73,754 $ 117,329 $ 121,456 $ 121,456
79 - 190 - - -
773 4,595 3,801 4,781 1,275 2,575
10,915 7,963 137,168 16,000 36,059 37,816
$ 11,767 $ 12,558 $ 141,159 $ 20,781 $ 37,334 $ 40,391
4*1
2015 2016
$ 16,000 $ 16,000
- 17,559
$ 16,000 $ 36,059
INA►III IOITAWANVAIN*?
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 2016 fund balance of
$599,755. This was a decrease of 8.0% from the fiscal year 2015 revised budget due to
the replacement of the postage machine and copy machines. The fund balance has
decreased over the past few years from a high of $761,382 in fiscal year 2013 due to the
two year acquisition price for the GIS software of $50,000 in each fiscal year 2014 and
2015. 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.
ari
City of Iowa City
Central Services (8400)
Fund Summary
'Fund Balance is Cash Balance for 2012 and July 1, 2013
Y:I:1
2012
2013
2014
2015
2016
2017
Actual
Actual
Actual
Revised
Budget
Projected
Fund Balance', July 1
$
694,098
$
731,745
$ 761,382
$
715,872
$
652,005
$
599,755
Revenues:
Use Of Money And Property
Interest Revenues
$
1,457
$
2,668
$ 1,742
$
2,668
$
658
$
658
Intergovernmental
Local 28E Agreements
11,550
10,200
-
12,000
-
-
Charges For Fees And Services
Library Charges
11
-
-
-
-
-
Miscellaneous
Intra -City Charges
225,641
223,328
228,772
223,126
255,439
260,548
Other Misc Revenue
-
-
5,820
-
-
-
Printed Materials
223
358
111
277
111
111
Other Financial Sources
Sale Of Assets
107
-
-
-
-
-
Total Revenues
$
238,989
$
236,554
$ 236,445
$
238,071
$
256,208
$
261,317
Expenditures:
Central Services
$
201,342
$
206,049
$ 281,955
$
301,938
$
308,458
$
288,636
Total Expenditures
$
201,342
$
206,049
$ 281,955
$
301,938
$
308,458
$
288,636
Fund Balance', June 30
$
731,745
$
762,250
$ 715,872
$
652,005
$
599,755
$
572,436
Change in Accounting Method
(868)
Adjusted Fund Balance', June 30
731,745
761,382
715,872
652,005
599,755
572,436
Restricted / Committed /Assigned
Unassigned Balance
$
731,745
$
761,382
$ 715,872
$
652,005
$
599,755
$
572,436
% of Expenditures
363%
370%
254%
216%
194%
198%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
Y:I:1
AA►11101TAWANV/[y4�111111»NAIIs] 61
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 2014, the Central Services division:
• Processed 200,483 pieces of outgoing City Mail.
• Sorted and Distributed over 100,000 pieces of incoming City mail.
• Distributed 2378 incoming UPS packages.
• Processed 90 outgoing UPS packages.
Upcoming Challenges:
Continue to integrate the radio maintenance services
Staffing:
Staffing Level Change Summary:
There are no staffing level changes proposed for fiscal year 2016.
Service Level Change Summary:
The radio maintenance services have been integrated into the Central Services budget during
fiscal years 2015 and 2016. Additional maintenance chargebacks have been added to divisions
to cover the cost of this operation.
Financial Highlights:
In fiscal year 2016, the Central Services division has budgeted $45,000 for the replacement of
copy machines and $22,000 for the replacement of the postage machine. Intra -city charges
have increase by 14.5% from fiscal year 2015 to 2016 due to the addition of the radio
maintenance services.
FY2014
FY2015
FY2016 Proposed
Total FTE's
0.50
0.50
0.50
Staffing Level Change Summary:
There are no staffing level changes proposed for fiscal year 2016.
Service Level Change Summary:
The radio maintenance services have been integrated into the Central Services budget during
fiscal years 2015 and 2016. Additional maintenance chargebacks have been added to divisions
to cover the cost of this operation.
Financial Highlights:
In fiscal year 2016, the Central Services division has budgeted $45,000 for the replacement of
copy machines and $22,000 for the replacement of the postage machine. Intra -city charges
have increase by 14.5% from fiscal year 2015 to 2016 due to the addition of the radio
maintenance services.
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.
4411
FY 2011
FY 2012
FY 2013
FY 2014
Number of Bids
1,543
2,120
1,316
1,542
Received
Dollar Value of Surplus
$113,197
$165,776
$174,705
$171,424
Sold
4411
Migration of Paper Copies to Scanned Copies
Quantities from April 2014 through July 2014
Cost Savings for Standard Letters Processed
FY 2011
FY 2012
FY 2013
FY 2014*
Paper Copies
New Measure
New Measure
New Measure
1,182,342
Scanned Copies
New Measure
New Measure
New Measure
169,578
Quantities from April 2014 through July 2014
Cost Savings for Standard Letters Processed
Quantities and cost savings figures from February 2014 through July 2014
xy
FY 2011
FY 2012
FY 2013
FY 2014"
Quantity of Standard
New Measure
New Measure
New Measure
71,340
Letters
Cost Savings Using
City Mail Machine vs.
New Measure
New Measure
New Measure
$713.40
Standard Mail
Quantities and cost savings figures from February 2014 through July 2014
xy
City of Iowa City
Activity Summary
Activity: Purchasing (310300) Fund: Central Services (8400)
Division: Purchasing (310300) Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Protected
Revenues:
Use Of Money And Property
Interest Revenues
Intergovernmental
Local 28E Agreements
Charges For Fees And Services
Library Charges
Miscellaneous
Intra -City Charges
Other Misc Revenue
Printed Materials
Other Financial Sources
Sale Of Assets
Total Revenues
Expenditures:
Personnel
Services
Supplies
Capital Outlay
Total Expenditures
Personnel Services - FTE
Purchasing Clerk
Total Personnel
Capital Outlay
Copiers
GIS Software Purchase
Postage Machine
Total Capital Outlay
$ 1,457 $
2,668 $
1,742 $
2,668 $
658 S
658
11,550
10,200
-
12,000
-
-
11
83
4,981
873
3,200
3,264
225,641
223,328
228,772
223,126
255,439
260,548
-
-
5,820
-
-
-
223
358
111
277
111
111
107
-
-
-
-
-
$ 238,989 $
236,554 $
236,445 $
238,071 $
256,208 $
261,317
$ 38,808 $
28,732 $
27,270 $
26,658 $
34,856 $
35,902
142,107
170,176
174,629
181,407
203,402
207,470
3,647
83
4,981
873
3,200
3,264
16,780
7,058
75,075
93,000
67,000
42,000
$ 201,342 $
206,049 $
281,955 $
301,938 $
308,458 $
288,636
2012
2013
2014
2015
2016
0.75 0.76 0.50 0.50 0.50
0.75 0.76 0.50 0.50 0.50
2015 2016
$ 43,000 $ 45,000
50,000 -
22,000
$ 93,000 $ 67,000
Y:YJ
1:1ke111111119:11►6-191Z0001111:7*yA:00
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.
FY2016 Budget Highlights: Health insurance premiums and administrative costs are
projected to increase by five percent in FY2016 due to an increase in claims experience
this year which will be mitigated by increased employee contributions in fiscal year 2016.
An increase in employee contributions was negotiated as shown in the following table:
Health Insurance Plan:
FY2012
FY2013
FY2014
FY2015
FY2016`
Single Deductible
$ 350
$ 350
$ 350
$ 500
$ 600
Family Deductible
350
425
450
700
800
Single Out -of -Pocket Max
800
825
840
900
1,000
Family Out -of -Pocket Max
800
950
1,100
1,450
1,700
Single Contribution/Month
40
40
40
40
45
Family Contribution/Month
60
70
75
80
85
Fire Union only, other plans are currently under negotiation
The fiscal year 2016 ending fund balance is estimated at $10.33 million. This is virtually
no change from the revised fiscal year 2015 ending fund balance or the actual fiscal year
2013 and 2014 ending fund balances. 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, 2014 was $3,614,448.
xx�
City of Iowa City
Health Insurance Reserve (8500)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance', July 1 $ 7,368,916 $ 8,777,073 $ 10,359,253 $ 10,396,661 $ 10,371,270 $ 10,332,894
Revenues:
Use Of Money And Property
Interest Revenues $
Royalties & Commissions
Charges For Fees And Services
Misc Charges For Services
Miscellaneous
16,949 $ 33,457 $ 23,355 $ 18,000 $ 8,696 $ 8,696
3,235 2,628 1,160 3,000 1,160 1,160
367,695 389,991 417,543 390,000
Intra -City Charges 7,495,976
Other Misc Revenue
Other Financial Sources
Sale Of Assets
414
7,193,345 7,041,553 7,267,437
- 18,798 -
323
438,420 460,341
7,393,631 7,763,312
Total Revenues
$
7,884,269
$
7,619,744
$ 7,502,409
$ 7,678,437
$
7,841,907
$ 8,233,509
Expenditures:
Health Insurance Reserve
$
6,476,112
$
5,931,135
$ 7,465,001
$ 7,703,828
$
7,880,283
$ 8,274,253
Total Expenditures
$
6,476,112
$
5,931,135
$ 7,465,001
$ 7,703,828
$
7,880,283
$ 8,274,253
Fund Balance', June 30
$
8,777,073
$
10,465,682
$ 10,396,661
$ 10,371,270
$
10,332,894
$ 10,292,151
Change in Accounting Method
-
(106,429)
-
-
-
Adjusted Fund Balance', June 30
8,777,073
10,359,253
10,396,661
10,371,270
10,332,894
10,292,151
Restricted / Committed /Assigned
2,686,798
3,305,626
3,614,448
3,954,092
4,151,797
4,359,386
Unassigned Balance
$
6,090,275
$
7,053,627
$ 6,782,213
$ 6,417,178
$
6,181,097
$ 5,932,764
% of Expenditures
94%
119%
91%
83%
78%
72%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
0*1
City of Iowa City
Activity Summary
Activity: Health Insurance Reserves (310750) Fund: Health Insurance Reserve (8500)
Division: Health Insurance Reserves (310750) Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues
Royalties & Commiss
Charges For Fees And Services
Misc Charges For Svc
Miscellaneous
Intra -City Charges
Other Misc Revenue
Other Financial Sources
Sale Of Assets
Total Revenues
Expenditures:
Services
Supplies
Capital Outlay
Total Expenditures
$ 16,949 $ 33,457 $ 23,355 $ 18,000 $ 8,696 $ 8,696
3,235 2,628 1,160 3,000 1,160 1,160
367,695 389,991 417,543 390,000 438,420 460,341
7,495,976 7,193,345 7,041,553 7,267,437 7,393,631 7,763,312
- - 18,798 - - -
414 323 - - - -
$ 7,884,269 $ 7,619,744 $ 7,502,409 $ 7,678,437 $ 7,841,907 $ 8,233,509
$ 6,464,964 $ 5,925,254 $ 7,464,733 $ 7,703,665 $ 7,880,050 $ 8,274,053
326 157 268 163 233 200
10,822 5,724 - - - -
$ 6,476,112 $ 5,931,135 $ 7,465,001 $ 7,703,828 $ 7,880,283 $ 8,274,253
43.1
111:101111 IM 0 101 M11 BITAhiMAall *9:1NV/0
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 2015 is expected
to be $119,976 or $14,829 lower than the fiscal year 2014 ending fund balance. This is
a decrease of 11.0% percent. An increase in fund balance is expected for fiscal year
2016 to $138,400 which is an increase of $18,424 or 15.36%. In fiscal years 2012 and
2013, the reserve's fund balance had grown from $91,404 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.
City of Iowa City
Dental Insurance Reserve (8600)
Fund Summary
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance', July 1 $ 79,246 $ 91,404 $ 118,521 $ 134,805 $ 119,976 $ 138,400
Revenues:
Use Of Money And Property
Interest Revenues $ 181 $ 369 $ 310 $ 200 $ 121 $ 121
Charges For Fees And Services
Misc Charges For Svc 15,664 17,518 22,455 18,000 22,455 22,455
Miscellaneous
Intra -City Charges
328,475
334,941
338,212
346,800
355,123
365,776
Total Revenues
$
344,320
$
352,828
$ 360,977
$
365,000
$
377,699
$
388,352
Expenditures:
Dental Insurance Reserves
$
332,162
$
322,709
$ 344,693
$
379,829
$
359,275
$
370,053
Total Expenditures
$
332,162
$
322,709
$ 344,693
$
379,829
$
359,275
$
370,053
Fund Balance', June 30
$
91,404
$
121,523
$ 134,805
$
119,976
$
138,400
$
156,699
Change in Accounting Method
(3,002)
Adjusted Fund Balance', June 30
91,404
118,521
134,805
119,976
138,400
156,699
Restricted / Committed /Assigned
Unassigned Balance
$
91,404
$
118,521
$ 134,805
$
119,976
$
138,400
$
156,699
% of Expenditures
28%
37%
39%
32%
39%
42%
'Fund Balance is Cash Balance for 2012 and July 1, 2013
YYA
City of Iowa City
Activity Summary
Activity: Dental Insurance Reserves (310760) Fund: Dental Insurance Reserve (8600)
Division: Dental Insurance Reserves (310760) Department: Finance
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
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
S 181 $ 369 $ 310 $ 200 $ 121 $ 121
15,664 17,518 22,455 18,000 22,455 22,455
328,475 334,941 338,212 346,800 355,123 365,776
$ 344,320 $ 352,828 $ 360,977 $ 365,000 $ 377,699 $ 388,352
$ 332,162 $ 322,709 $ 344,693 $ 379,829 $ 359,275 $ 370,053
$ 332,162 $ 322,709 $ 344,693 $ 379,829 $ 359,275 $ 370,053
4.P.1
F
Y
2
0
1
6
APPENDIX
General Information
Glossary
Q
a Arra V
10:1011:1 ZU 0101701 Cl ky, FA I Is]►
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,
All
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 MINNESOTA
Minneapolis . --.
5 nG'
WISCONSIN
% �
MBdrson
Jill[_
IOWA
NEBRASKA
KANSAS
$Jefferson City
* Sl- i
MISSOURI
ILLINOIS
Springlierd
!i
Numbers near lily names fnoigate travel time firm Iowa aty to Mal de maflan.
AIN
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.
SAB]
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.
604
US Census Data
People QuickFacts
Population, 2012 estimate
Population, 2010 (April 1) estimates base
Population, percent change, 4/1/10 to 7/1/12
Population, 2010
Living in same house 1 year & over,
percent, 2008-12
Foreign born persons, percent, 2008-12
Language other than English spoken at home,
percent age 5+, 2008-12
High school graduate or higher,
percent of persons age 25+, 2008-12
Bachelor's degree or higher,
percent of persons age 25+, 2008-12
Veterans, 2008-12
Mean travel time to work (minutes),
workers age 16+, 2008-12
Homeownership rate, 2008-12
Housing units in multi -unit structures,
percent, 2008-12
Median value of owner -occupied housing
units, 2008-12
Households, 2008-12
Persons per household, 2008-12
Per capita money income in past 12 months
(2012 dollars), 2008-12
Median household income, 2008-12
Persons below poverty level, percent, 2008-12
15.0%
Johnson
Iowa City
County
70,133
136,428
67,894
130,882
3.3%
4.2%
67,862
130,882
63.5%
73.4%
11.4%
9.2%
15.0%
13.1%
95.6%
95.1%
58.5%
51.2%
2,842
6,921
15.9
17.9
48.6%
60.4%
45.5%
34.6%
$181,000
27,289
2.24
$25,154
$42,220
27.9%
Business QuickFacts
Iowa City
Total number of firms, 2007
4,186
Retail sales, 2007 ($1000)
889,475
Retail sales per capita, 2007
$13,320
Accommodation and food services sales, 2007 ($1000)
125,076
Geography QuickFacts
Land area in square miles, 2010
Persons per square mile, 2010
Source: US Census Bureau State & County QuickFacts
SAb7
$183,100
52,826
2.34
$29,294
$53,993
17.6%
Johnson
County
9,323
1,653,057
$13,168
258,762
Iowa
3,075,039
3,046,857
0.9%
3,046,355
84.7%
4.3%
7.1%
90.7%
25.3%
233,698
18.7
72.6%
18.4%
$123,000
1,223,509
2.41
$26,545
$51,129
12.2%
Iowa
259,931
39,234,649
$13,172
4,737,719
Johnson
Iowa City County Iowa
25.01 614.04 55,857.13
2,713.3 213.1 54.5
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 Wout 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 Wout 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
2016*
FY2015
FY2014
FY2013
$ 3,609,873,758
$ 3,488,112,611
$ 3,367,051,717
$ 3,284,249,136
3,630,590
3,680,920
2,655,640
2,516,440
1,131,173,853
1,144,437,631
1,113,600,025
1,149,535,927
74,609,357
80,153,614
72,834,630
73,400,730
4,015,580
3,827,506
3,205,451
2,619,932
8,239,790
9,599,528
10,816,940
11,051,685
4,831,542,928
4,729,811,810
4,570,164,403
4,523,373,850
2,828,002
2,939,122
3,059,502
3,096,542
4,828,714,926
4,726,872,688
4,567,104,901
4,520,277,308
33,228,330
21,131,574
14,113,908
11,712,327
78,642,915
78,642,915
87,100,183
83,538,109
$ 4,940,586,171
$ 4,826,647,177
$ 4,668,318,992
$ 4,615,527,744
2.361%
3.392%
1.144%
2.110%
As of January 1:
2016* FY2015 FY2014 FY2013
55.7335%
54.4002%
52.8166%
50.7518%
44.7021%
43.3997%
59.9334%
57.5411%
90.0%
95.0%
NA
NA
90.0%
95.0%
NA
NA
$ 2,008,493,192
$ 1,894,079,854
$ 1,776,096,066
$ 1,666,036,081
1,622,894
1,597,501
1,591,636
1,447,988
1,015,694,009
1,086,556,293
1,113,600,025
1,149,535,927
66,959,765
76,128,877
72,834,630
73,400,730
3,614,022
3,636,130
3,205,451
2,619,932
8,239,790
9,599,528
10,816,940
11,051,685
3,104,623,672
3,071,598,183
2,978,144,748
2,904,092,343
2,828,002
2,939,122
3,059,502
3,096,542
3,101,795,670
3,068,659,061
2,975,085,246
2,900,995,801
33,228,330
21,131,574
14,113,908
11,712,327
3,135,024,000
3,089,790,635
2,989,199,154
2,912,708,128
46,785,426
47,004,994
46,813,214
47,404,050
$ 3,181,809,426
$ 3,136,795,629
$ 3,036,012,368
$ 2,960,112,178
1.464% 3.365% 2.626% 4.032%
16.655 16.705 16.805 17.269
*Actual and Taxable Valuations for collection year 2016 are preliminary estimates that may change.
x�c:1
FY2012
FY2011
FY2010
FY2009
FY2008
FY2007
$ 3,182,636,485
$ 3,122,874,615
$ 3,065,278,624
$ 2,991,702,239
$ 2,722,753,839
$ 2,636,227,621
2,263,884
2,314,823
1,499,347
1,564,892
1,533,849
1,581,682
1,146,182,052
1,139,935,432
1,055,126,085
1,030,546,806
989,384,646
974,751,194
73,044,725
72,283,702
67,288,971
65,905,651
58,212,982
57,498,282
1,799,383
1,593,188
2,098,465
2,532,561
1,764,970
1,151,648
10,729,898
9,491,730
9,304,801
9,136,525
9,216,530
11,337,515
4,416,656,427
4,348,493,490
4,200,596,293
4,101,388,674
3,782,866,816
3,682,547,942
3,163,216
3,239,146
3,324,338
3,395,642
3,424,348
3,462,684
4,413,493,211
4,345,254,344
4,197,271,955
4,097,993,032
3,779,442,468
3,679,085,258
25,408,838
25,408,841
117,812,738
111,540,045
94,863,574
77,784,899
81,240,051
79,196,417
61,065,832
54,080,557
54,053,135
50,311,216
1.579% 1.684% 2.639% 8.534% 3.183% 15.632%
FY2012 FY2011 FY2010 FY2009 FY2008 FY2007
48.5299%
46.9094%
45.5893%
44.0803%
45.5596%
45.9960%
69.0152%
66.2715%
93.8568%
90.1023%
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
99.7312%
NA
99.1509%
$ 1,544,260,536
$ 1,464,643,790
$ 1,384,088,145
$ 1,307,510,775 $
1,234,872,337 $
1,208,404,751
1,562,422
1,534,056
1,407,234
1,410,002
1,533,849
1,581,682
1,146,182,052
1,139,935,432
1,055,126,085
1,027,539,961
989,384,646
965,950,624
73,044,725
72,283,702
67,288,971
65,905,651
58,212,982
57,498,282
1,799,383
1,593,188
2,098,465
2,525,753
1,764,970
1,141,869
10,729,898
9,491,730
9,304,801
9,136,525
9,216,530
11,337,515
2,777,579,016
2,689,481,898
2,519,313,701
2,414,028,667
2,294,985,314
2,245,914,723
3,163,216
3,239,146
3,324,338
3,395,642
3,424,348
3,462,684
2,774,415,800
2,686,242,752
2,515,989,363
2,410,633,025
2,291,560,966
2,242,452,039
25,408,838
25,408,841
117,812,738
111,540,045
94,863,574
77,784,899
2,799,824,638
2,711,651,593
2,633,802,101
2,522,173,070
2,386,424,540
2,320,236,938
48,337,968
46,333,208
45,156,750
44,597,261
41,542,405
42,641,354
$ 2,848,162,606
$ 2,757,984,801
$ 2,678,958,851
$ 2,566,770,331 $
2,427,966,945 $
2,362,878,292
3.252%
2.956%
4.426%
5.688%
2.853%
11.456%
17.842 17.757 17.853 17.717 17.297 17.302
Ail
100% Assessed vs. Taxable Valuations
$5,500
$5,000
$4,500
c $4,000
O
a
S $3,500
$3,000
$2,500
$2,000
$1,500
100% Assessed
% Change, Assessed
Taxable
% Change, Taxable
LFY07
$3,807
15.6%
$2,363
11.29/.
FY08
$3,928
3.2%
$2,428
2.8%
FY09
$4,264
8.5%
$2,567
5.7%
FY10
$4,376
2.6%
$2,679
4.4%
FY11
$4,450
1.7%
$2,758
2.9%
FY12
$4,520
1.6%
$2,848T$2111960
3.3%
FY13
$4.616
2.1%
3.9%
FY14
$4.668
1.1%
$3,036
2.6%
FY15
$4,827
3.4%
$3,137
3.3%
FY16
$4,941
2.4%
$3,182
1.4%
Taxable %of Total
62.1%
61.8%
60.21/.
61.2%
62.0%
63.0%
1 64.1%
65.0%
65.0%
64.4%
[:141.1
FY2016 Full Property Valuation
Percent by Property Type
$4,831,542,928
Utilities w/o
Railroads Gas/Electric
FY2016 Taxable Property Valuation
Railroadq
0%
Industrial
2%
Agricultural
0%
Percent by Property Type
$3,104,623,672
Commercial
33%
Y�F]
Residential
65%
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
462
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
17297
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
17269
39.499
43.7
50.7518
2013-14
13.688
7.077
1.065
0.003
16.805
38.639
43.5
52.8166
2014-15
13.699
7.062
1.058
0.003
16.705
38.528
43.4
54.4002
*Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies.
Source: Johnson County Auditor
PRINCIPAL TAXPAYERS
2014 and Nine Years Ago (2005)
(amounts expressed in thousands)
2005
2014
Sources:
'City of Iowa City Assessor's Office -Annual Report
611
% of Total
% of Total
Taxable
Taxable
Taxable
Taxable
Ten laroesttaxpavers'
Valuation
Rank
Valuation
Valuation
Rank
Valuation
ACT Inc. (formerly American
College Testing Program)
$ 26,902
2
1.30 %
$ 46,590
1
1.53 %
Mid -American Energy Company
46,919
1
2.26
44,174
2
1.46
Ann Gerdin Truse
(formerly Russell Gerdin)
-
-
0.00
22,321
3
0.74
Dealer Properties IC LLC
(Billion Auto)
-
-
0.00
19,343
4
0.64
Proctor & Gamble LLC
10,523
8
0.51
16,227
5
0.53
Alpha Inc
-
-
0.00
15,528
6
0.51
National Computer Systems
(Pearson)
16,159
5
0.78
13,800
7
0.45
CCAL 100 Hawk Ridge Drice LLC
The Lodge
-
-
0.00
12,856
8
0.42
Wal-Mart Real Estate
-
-
0.00
12,749
9
0.42
Southgate Development Company
18,475
4
0.89
12,542
10
0.41
Jame A and Lorretta Clark
26,252
3
1.27
-
-
0.00
MIP Iowa City LLC Sheraton Hotel
10,200
9
0.49
-
-
0.00
OC Group LC Old Capital Mall
9,262
10
0.45
-
-
0.00
M G D LC (Sycamore Mall)
11,457
7
0.55
-
-
0.00
Moen Group
11,824
6
0.57
-
-
0.00
Total
$ 187,973
9.06 %
$ 216,130
7.12 %
Sources:
'City of Iowa City Assessor's Office -Annual Report
611
PRINCIPAL EMPLOYERS
2014 and Nine Years Ago (2005)
2005 2014
Employers Employees Rank Employees Rank Percentage
University of Iowa and University
of Iowa Hospital and Clinics
24,627
1
Iowa City Community
2
1.7
School District
1,600
2
Veterans Administration
4
1.2
Medical Center
1,241
4
NCS Pearson
1,050
7
Mercy Hospital
1,250
3
ACT Inc. (formerly American
8
1.1
College Testing Program)
1,200
5
Hy -Vee
1,153
6
City of Iowa City
986
8
System Unlimited
-
-
International Automotive
Components (formerly Lear Corp)
930
9
Gillette Canada (Oral B Laboratories)
500
10
34,537
Total Employees
Sources:
Iowa City Area Development Group
30,804
1
31.1 %
1,700
2
1.7
1,562
3
1.6
1,200
4
1.2
1,187
5
1.2
1,181
6
1.2
1,166
7
1.2
1,087
8
1.1
890
9
0.9
785
10
0.8
-
-
N/A
41,562
42.0 %
Note:
Total number of employees is not available for 2005,
percentage of total city employment by employer is not presented.
2014 Principal Employer total numbers are not avaiable,
the only employer number avaible is the City of Iowa City
-1,1114011if,
Customer Name
University of Iowa
Proctor & Gamble
Veterans Administration
Medical Center
Dolphin Lake Point
(Lakeside Apts)
Iowa City Landfill
Division
Mercy Hospital
Mark IV Apartments
Campus Apartments
University of Iowa/
Mayflower Apartments
RBD Iowa City LLC
(Sheraton Hotel)
Roberts Dairy
Holiday Inn /
MPILESSEE
Total Sewer
System Charges
PRINCIPAL SEWER SYSTEM CUSTOMERS
2014 and Nine Years Ago (2005)
2005 2014
Charges
Rank
Percentage
Charges
Rank
Percentage
$ 1,993,643
1
16.43 %
$ 2,033,586
1
16.42 %
1,655,028
2
13.64
1,139,625
2
9.20
187,230
3
1.54
135,545
3
1.09
111,441
4
0.92
133,843
4
1.08
-
-
N/A
127,451
5
1.03
79,497
7
0.66
103,838
6
0.84
55,012
10
0.45
89,261
7
0.72
83,039
6
0.68
74,248
8
0.60
68,896
8
0.57
71,122
9
0.57
-
-
N/A
59,549
10
0.48
100,437
5
0.83
-
-
N/A
66,264
9
0.55
-
-
N/A
$ 4,400,487
36.27 %
$ 3,968,068
32.05 %
$ 12,131,294 $ 12,382,031
Sources:
City of Iowa City Revenue Department
613
PRINCIPAL WATER SYSTEM CUSTOMERS
2014 and Nine Years Ago (2005)
2005 2014
Customer Name
Charges
Rank
Percentage
Charges
Rank
Percentage
Proctor & Gamble
$ 537,724
1
6.54 %
$ 597,724
1
7.68 %
Veterans Administration
Medical Center
146,106
2
1.78
102,726
2
1.32
Dolphin Lake Point
(Lakeside Manor)
76,748
3
0.93
77,900
3
1.00
Mark IV Apts
49,165
8
0.60
61,811
4
0.79
Mercy Hospital
73,312
4
0.89
61,346
5
0.79
Campus Apartments
72,288
5
0.88
56,351
6
0.72
University of Iowa/
Mayflower Apartments
46,237
9
0.56
40,466
7
0.52
RBD Iowa City LLC
(Sheraton Hotel)
-
-
N/A
34,109
8
0.44
Oaknoll Retirement
-
N/A
30,561
9
0.39
Seville Apartments
-
N/A
30,381
10
0.39
Lear Corp
49,714
6
0.60
-
-
N/A
Roberts Dairy
49,559
7
0.60
-
-
N/A
Holiday Inn/ MPI LESSE
43,612
10
0.53
-
-
N/A
$ 1,144,465
13.93 %
$ 1,093,375
14.06 %
Total Water
System Charges $ 8,217,941
Sources:
City of Iowa City Revenue Division
614
$ 7,778,364
OPERATING INDICATORS BY FUNCTION
Last Ten Fiscal Years (FY 2005 through FY 2014)
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Public Safety
10.37
8.28
9.84
10.02
41.1
41.1
41.1
41.1
41.1
23,344
Police'
23,529
24,059
24,389
Physical arrests
7,528
6,895
6,505
6,434
6,486
5,983
6,590
5,911
4,468
5,126
Traffic Violations
7,428
8,198
6,684
5,827
4,460
4,446
3,403
3,761
2,499
3,015
Fire
21,972
22,529
22,973
23,097
23,391
23,657
23,875
24,086
24,442
24,790
Number of calls answered
3,596
3,679
4,136
4,257
4,152
4,472
4,635
5,173
4,713
4,770
Inspections conducted
1,083
1,232
1,495
1,712
1,959
2,145
1,806
1,970
1,431
1,581
Parking
129
134
137
138
144
153
156
200
204
202
Parking Violations
145,033
139,338
166,187
147,673
126,050
118,717
109,553
96,117
88,909
60,680
Wastewater Treatment
Daily average treatment
in million gallons' 4.87 4.58 9.43 12.81 12.34
Maximum daily capacity
of plant in million gallons 40.0 40.0 40.0 41.0 41.0
Number of sewer system
customers 21,552 22,046 22,481 22,909 23,161
Water
Daily average consumption
12.86
10.37
8.28
9.84
10.02
41.1
41.1
41.1
41.1
41.1
23,344
23,527
23,529
24,059
24,389
in million gallons
5.45
5.68
5.52
5.48
5.51
5.48
5.51
5.49
5.54
5.64
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
21,972
22,529
22,973
23,097
23,391
23,657
23,875
24,086
24,442
24,790
Commercial
1,400
1,408
1,448
1,465
1,494
1,481
1,498
1,489
1,491
1,491
Industrial
13
13
13
14
15
15
15
15
15
15
Other
129
134
137
138
144
153
156
200
204
202
Total Customers
23,514
24,084
24,571
24,714
25,044
25,306
25,544
25,790
26,152
26,498
Sanitation
Number of Customers
14,158
14,371
14,556
14,574
14,700
14,831
14,926
15,030
15,177
15,331
Tonnage
8,667
8,463
8,722
8834
8,747
8,869
8,969
8,935
8,956
9,160
Landfill
Tonnage
113,356
111,124
135,315
132,760
140,810
150,369
147,265
148,953
111,445
115,624
Sources: Various city divisions
Notes
1 Numbers are based on a calendar year and 2013 figures are compiled through 09/23/13.
I 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.
:LF7
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
Debt
Proceeds/
Transfers Asset
Revenues In 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
All
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%
AN
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.
Balanced Budget: The City will prepare an annual balanced budget for all operating funds. A
balanced budget is one that has revenues sufficient to equal expenditures.
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.
niel
Cash Basis: A basis of accounting in which transactions are recognized only when cash
is increased or decreased. Or, a basis of accounting in which transactions are
recorded when cash is expended or received for goods and services which are sold.
Committed Fund Balance: Self-imposed limitation imposed at highest level of decision
making that requires formal action at the same level to remove.
Commodities: Items or supplies needed for routine maintenance and operations. They
include cleaning, maintenance and office supplies, repair materials, minor
equipment, and tools.
Contingency: Funds set aside, but not appropriated or approved for use. These funds could
be used for unanticipated expenditure requirements, new programs, or to absorb
unexpected revenue losses.
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.
sF�
Full-time Equivalent (FTE) Positions: A part-time position converted to the decimal equivalent
position based on total hours per year. Full-time positions charged to more than one program
are shown as an appropriate fraction in each program.
Fund: An independent fiscal and accounting entity with a self -balancing set of accounts recording
cash, which are segregated for the purpose of carrying on specific activities or attaining certain
objectives.
Fund Balance: The difference between assets and liabilities balances in a fund, which is the
accumulation of revenues minus expenditures over time.
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.
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.
621
Tort Liability: A tort is a wrong against an individual or property that is neither a crime nor a violation
of a contract. The City could be found liable or responsible by a court when a tort occurs on
City property, as a result of the actions of a City employee, or the function of a City operated
activity. The City levies a special taxto purchase tort liability insurance and to cover the cost of
tort damages for which the City is found responsible.
Transfers: Financial transactions that occur between City funds.
Trust and Agency: Funds used to account for monies held by the City in a trustee, custodial or agent
capacity for the City's pension and retirement funds and for other entities such as other
governmental units. The budget includes the Johnson County Council of Governments
(JCCOG) which is a joint endeavor among city governments within Johnson County and the
county government.
Unassigned Fund Balance: Residual net resources. Total fund balance in the general fund
in excess of nonspendable, restricted, committed and assigned fund balance.