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Home My WebLink About2015-12-17 Proposed BudgetCity of Iowa City FY 16 -FY 18 Financial Plan 2016-2020 Capital Improvement Plan CITY OF IOWA CITY FY2017 Proposed Budget FY2016 — FY2018 Financial Plan 2016-2020 Capital Improvement Plan CITY COUNCIL Kingsley Botchway II Rockne Cole Terry Dickens Susan Mims Pauline Taylor John Thomas Jim Throgmorton City Manager: Tom Markus Assistant City Manager: Geoff Fruin Finance Director: Dennis Bockenstedt Budget / Mgmt Assistant to the Analyst Finance Secretary City Manager Deb Mansfield Cyndi Ambrose Simon Andrew Nick Schaul Is] III V96101•1,a►cNaIII VA FY2017 Proposed Budget FY2016 — FY2018 Financial Plan 2016-2020 Capital Improvement Plan TABLE OF CONTENTS PAGE Introduction 71 City Manager Transmittal Letter................................................................................... 11 StrategicPlan................................................................................................................ 28 Other Planning Processes............................................................................................. 30 OrganizationalChart .................................................................................................... 32 Department Summaries............................................................................................... 33 Budgetary Fund Structure............................................................................................. 57 Department/Division by Fund........................................................................................ 60 Financial Summary Preparation of the Financial Plan.................................................................................. 65 Financial & Fiscal Policies............................................................................................. 71 Long Range Financial Planning.................................................................................... 78 All Funds: Fund Balance Summary .......................................................................................... 84 Revenue Summary .................................................................................................. 85 Expenditure Summary ............................................................................................ 88 Interfund Transfers.................................................................................................. 92 Personnel Full -Time Equivalents................................................................................... 95 General Fund Summary General Fund Summary................................................................................................ 101 General Fund Revenues............................................................................................... 113 General Fund Expenditures.......................................................................................... 114 CityCouncil................................................................................................................... 115 CityClerk....................................................................................................................... 117 CityAttorney.................................................................................................................. 122 City Manager: CityManager........................................................................................................... 125 Communications Office........................................................................................... 130 Human Resources................................................................................................... 137 HumanRights.......................................................................................................... 141 Finance Department: Finance Administration............................................................................................ 146 Accounting.............................................................................................................. 154 Purchasing............................................................................................................... 158 Revenue.................................................................................................................. 162 Police Department Police Administration............................................................................................... 165 Administrative Services........................................................................................... 169 FieldOperations...................................................................................................... 173 Fire Department: 287 FireAdministration................................................................................................... 177 Emergency Operations............................................................................................ 182 FirePrevention........................................................................................................ 187 FireTraining............................................................................................................ 191 Parks & Recreation: 298 Parks & Recreation Administration.......................................................................... 195 Recreation............................................................................................................... 200 ParkMaintenance................................................................................................... 207 Cemetery Operations.............................................................................................. 215 Library: LibraryOperations................................................................................................... 218 LibraryFoundation.................................................................................... 226 Senior Center: Senior Center Operations........................................................................................ 228 Neighborhood & Development Services: Neighborhood & Development Services Administration .......................................... 238 Neighborhood Services........................................................................................... 244 Economic Development........................................................................................... 258 Development Services............................................................................................. 263 Public Works: Public Works Administration.................................................................................... 272 Engineering............................................................................................................. 275 Transportation & Resource Management: Transportation & Resource Management Administration ........................................ .279 Special Revenue Funds Community Development Block Grant (CDBG): FundSummary....................................................................................................... 285 CDBGOperations................................................................................................... 287 H.O.M.E. Program: FundSummary ........................................................................................................ 292 H.O.M.E. Program Operations................................................................................ 294 Road Use Tax Fund: FundSummary....................................................................................................... 298 Road Use Tax Operations....................................................................................... 302 Other Shared Revenues................................................................................................ 310 Energy Efficiency & Conservation Block Grant Fund .................................................... 313 UniverCity Neighborhood Partnerships Fund................................................................ 316 Metropolitan Planning Organization of Johnson County (MPOJC) Fund: FundSummary ........................................................................................................ 319 MPOJCOperations................................................................................................. 321 Employee Benefits Fund............................................................................................... 327 Peninsula Apartments Fund.......................................................................................... 330 Tax Increment Financing (TIF) Funds........................................................................... 333 Downtown Self Supporting Municipal Improvement District(SSMID)........................... 340 Debt Service Debt Service Fund Summary ........................................................................................ 345 DebtSchedules....................................................................................................... 350 Enterprise Fund Activities Parking: ParkingFund Summary........................................................................................... 363 ParkingOperations.................................................................................................. 367 Transit: Transit Fund Summary ............................................................................................ 375 TransitOperations................................................................................................... 379 Wastewater Treatment: Wastewater Fund Summary .................................................................................... 388 Wastewater Treatment Operations.......................................................................... 393 Wastewater Debt Schedules................................................................................... 402 Water: WaterFund Summary ............................................................................................. 408 WaterOperations.................................................................................................... 412 Water Debt Schedules............................................................................................. 421 Refuse Collection: Refuse Collection Fund Summary........................................................................... 427 Refuse Collection Operations.................................................................................. 431 Landfill: LandfillFund Summary ............................................................................................ 440 LandfillOperations....................................................................................................445 Airport: AirportFund Summary ............................................................................................ 453 AirportOperations................................................................................................... 456 Storm Water Management: Storm Water Management Fund Summary ............................................................. 460 Storm Water Management Operations.................................................................... 463 Cable Television: Cable Television Fund Summary ............................................................................ 467 Housing Authority: Housing Authority Fund Summary ........................................................................... 470 Housing Authority Operations.................................................................................. 473 Capital Project Funds FundSummary .............................................................................................................. 483 Summaryby Division..................................................................................................... 485 Summary by Funding Source........................................................................................ 491 Capital Project Detail Listing......................................................................................... 499 UnfundedProjects......................................................................................................... 581 Internal Service Funds 623 Equipment: 627 Equipment Fund Summary ...................................................................................... 589 EquipmentOperations............................................................................................. 592 Risk Management: Risk Management Fund Summary .......................................................................... 597 Risk Management Operations: ................................................................................ 599 Information Technology Services (ITS): 635 ITSFund Summary................................................................................................. 602 ITSOperations........................................................................................................ 604 Central Services: Central Services Fund Summary ............................................................................. 610 Central Services Operations.................................................................................... 612 Health Insurance Reserve............................................................................................. 615 Dental Insurance Reserve............................................................................................. 618 Statistics General Information....................................................................................................... 623 U.S. Census Data.......................................................................................................... 627 Property Tax Valuations................................................................................................ 628 PropertyTax Levies...................................................................................................... 632 Principal: Taxpayers................................................................................................................ 633 Employers.............................................................................................................. 634 SewerCustomers.................................................................................................... 635 WaterCustomers..................................................................................................... 636 OperatingIndicators...................................................................................................... 637 Department Statistics Police....................................................................................................................... 638 Fire......................................................................................................................... 642 Library...................................................................................................................... 644 SeniorCenter.......................................................................................................... 650 Transportation Services........................................................................................... 653 Economic Overview....................................................................................................... 655 Revenue Comparisons...................................................................................662 Appendix Glossary........................................................................................................................ 667 F Y 2 O 1 7 INTRODUCTION City Manager Address Strategic Plan Other Planning Processes Organizational Chart Department Summaries Budgetary Fund Structure Department/Division by Fund To the Honorable Mayor and City Council Members, It is my pleasure to submit to you Iowa City's operating and capital budget for the 2016-2017 fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three- year financial plan (fiscal years 2016-2018) and five-year capital improvement program (2016- 2020) 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 Financial Goals State's 2013 property tax reforms. When the reforms were passed, City staff estimated the impact over the first Continue to implement steps to ten years to be over $50 million in lost revenue, with respond to the property tax shortfall approximately $15 million eligible to be backfilled by the resulting from 2013 legislative changes while maintaining service state. Early figures of the actual effects of reform levels indicate that the early projections were accurate. Thus far the City has received approximately $3 million in Maintain the City's Moody's Aaa backfill payments; however, there is no guarantee that bond rating for the 3g`" consecutive these payments will continue to be provided to local year governments. Furthermore, the amount of unrealized Maintain an affordable tax and fee revenue will compound over time. The City has taken environment for residents and steps to manage the impacts of tax reform, but businesses maintaining service levels will require prudent decisions over the next several years. By preparing for reform Continue to achieve the GFOA before the full financial impacts are realized, the City will Distinguished Budget Award and be able to shift resources and adjust operations Certificate of Achievement for gradually, avoiding abrupt service disruptions or steep Excellence in Financial Reporting tax rate increases. It is also important to manage the budget in a way that does not shift the entire burden of tax reform to residential taxpayers. Second, the budget attempts to establish conditions that will enhance the community's fiscal condition and ensure that it will maintain its prestigious Moody's Aaa bond rating. Council's adopted fund balance and debt policies are all consistent with Moody's best practices and are intended to preserve our top bond rating. Bond ratings have real impacts on community well- being; dollars used to make interest payments compete with those used to provide important 11 services. It is imperative to minimize interest payments in order to provide sustainable services to the public. Third, the budget strives to maintain an affordable tax and fee environment for residents and businesses. Sharp increases in property taxes or fees for services can have a significant impact on families' monthly budgets. We pursue efficient service delivery, review fees annually, and maintain adequate reserves in order to avoid severe, immediate impacts to residents' household finances. This also holds true for businesses. Maintaining a stable environment for the controllable costs of doing business in our community helps to create an atmosphere conducive to small business development. Increased costs may have a disproportionate impact on new or family-owned businesses that may not have the resources to weather a sharp uptick in expenses. Finally, we will attempt to continue to earn the Government Financial Officers Association (GFOA) Distinguished Budget Award and the GFOA Certificate of Achievement for Excellence in Financial Reporting for the City's Comprehensive Annual Financial Report. These awards are strong indicators of transparency and accountability in financial reporting. In addition to pursuing these broad financial goals, 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 2014-2015 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. On November 30, 2015 the City Council and Councilmembers-elect held a strategic planning session to develop the 2016-2017 strategic plan. To the extent possible prior to the 2016-2017 strategic plan adoption, the proposed budget reflects the priorities communicated at that planning session. The City of Iowa City 2014-2015 strategic plan goals are below; a more complete synopsis of City Council's strategic plan can be found on in the following section of this document. The 2016-2017 strategic plan synopsis will be incorporated into the final budget document after Council adopts the new plan in early 2016. 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 those articulated at the recent 2016-2017 strategic planning session. For instance, this budget provides new resources to update the City's bike master 12 plan, conduct a natural area inventory and management plan, provide a new funding source for complete streets improvements, and the establishment of a full-time community outreach position in the Police Department. This budget also continues existing efforts through the UniverCity program and systematic neighborhood park improvements. Accessibility projects also receive a greater focus in this year's proposed budget. The budget proposes to double the amount of capital funding for the ADA curb ramp project for the second straight year, to $100,000 annually. While most curb ramps are constructed or replaced with road construction, reconstruction, and pavement rehabilitation projects, this is an important budget line for addressing community requests at specific locations and addressing locations identified as having the greatest need in the Metropolitan Planning Organization's sidewalk inventory. Furthermore, $100,000 in Community Development Block Grant funds were set aside for curb ramp projects in the fiscal year 2015-2016 budget; these projects will be completed in calendar year 2016. New funds are also proposed for accessibility improvements in park facilities. Finally, the annual pavement rehabilitation project is proposed to be increased to approximately $1.5 million annually, triple the amount in the fiscal year 2013-2014 budget. This is an important use of Road Tax dollars as we catch up on deferred maintenance largely due to the City's focus on flood recovery during the last several budget cycles. Typically, 15- 20% of pavement rehabilitation dollars are used to install new curb ramps. 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 November 2015 and can be viewed at icgov.org/strategicplan or by request through the City Clerk's Office. 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 livability 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 cautious economic policies that has created a strong financial foundation. This foundation helped the community weather economic recessions while sustaining service delivery and continues to serve as a cornerstone for the community's future. In 2015, Moody's Investors Service noted that, "The city's financial operations are expected to remain healthy going forward given ample reserve levels, significant revenue raising flexibility, and management's commitment to controlling expenditure growth," 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. Moody's report also notes factors that could 13 potentially drop the City's bond rating, including: deterioration of the tax base, weakening socioeconomic indicators, reductions in financial reserves, or growth in the City's debt burden. 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. Our community has many attributes that attract new residents to our City. A strong job market, good schools, and great cultural amenities all contribute to the desirability of our area for families, retirees, and young professionals to make their permanent homes. The University is also expected to add an additional 2,000 students to their enrollment over the next four years. Population growth has a profound effect on service delivery, land use, and housing affordability. City Council has adopted a number of policies and initiatives in recent years to maintain and enhance our positive attributes in light of this population growth, including the form based code, complete street policy, and affordable housing policies. This budget continues to fund programs to help meet the demands of a growing community, including the UniverCity program, enhanced bicycle facilities, and additional transit amenities. Of course these programs and services must be evaluated within the context of all funding requests and Council priorities. Many City services are supported entirely or in part by property taxes. The information table to the right shows the property tax rate disparity between Iowa City and other Eastern Iowa cities. The increased rate also reflects enhanced level of services in Iowa City (e.g. paid full-time fire department, Senior Center, Animal Shelter, Airport, Human Rights Office, etc.), unique State or federal mandates (e.g. public safety 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. FY 2015-2016 Municipal Property Tax Rates in Eastern Iowa North Liberty $11.03 Coralville $13.53 Cedar Rapids $15.22 Iowa City $16.65 Davenport $16.78 * Iowa City's proposed tax rate for FY 2016-2017 is $16.55. At this time the FY17 tax rates of other listed jurisdictions are not yet certified. See the statistics section of this document for a full list of comparison cities. Forces that are outside of our control also influence Iowa City's ability to attract and retain businesses and a socially and economically diverse population. 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 2016-2017 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. 14 The proposed City budget includes projected expenditures totaling $166,239,022. Of the total budget, $53,617,454 is for the General Fund, $38,895,148 is directed to Capital Projects and $49,202,909 is related to the operations of various enterprise or business funds. A breakdown of the proposed budget by fund type is provided below. FY 2016-2017 Expenditure Comparison by Fund Type excludes transfers $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $ General EnterpriseSpecial Debt Service Capital Projects Revenue ■ FY2017 $53,617,454 $49,202,909 $9,377,284 $15,146,227 $38,895,148 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. $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 FY2017 Expenditures by State Budget Category & Percent Change from Previous Year Adopted Budget excludes transfers �o�ak¢ \\dot S c¢a�\o c� 0 ° ¢ �¢r ¢a;\` Q ��¢` ¢ t o t'o 5 cti Wim¢ F 15 5.0 0.0 -5.0% Iowa City derives the majority of its revenues through property taxes and charges for services. The following table and pie chart details Iowa City's revenue mix across all fund types. The increase in Other City Taxes is primarily due to an increase in TIF revenue. The increase in Miscellaneous Revenue is the result of recalculating the administrative chargeback to enterprise funds. Other Financial Sources increased due to debt sales for infrastructure projects. All Funds Revenue Comparison of FY2015 versus FY2015 All Funds Revenue Sources Misc. 4% Other Financial Sources 11% Charges for Services 25% Taxes W] City Taxes 3% ermits of Money & Prop FY2016 Adopted FY2017 Proposed Percent Change Taxes $ 52,033,986 $ 55,242,334 6.2% Other City Taxes $ 3,806,415 $ 5,048,914 32.6% Licenses & Permits $ 2,249,335 $ 2,463,182 9.5% Use of Money & Prop $ 2,016,112 $ 2,297,691 14.0% Intergovernmental $ 30,296,422 $ 32,744,210 8.1 % Charges for Services $ 40,086,092 $ 40,318,698 0.6% Misc. $ 5,032,647 $ 6,327,815 25.7% Other Financial Sources $ 14,403,630 $ 18,230,427 26.6% Total $149,924,639 $162,673,271 8.5% All Funds Revenue Sources Misc. 4% Other Financial Sources 11% Charges for Services 25% Taxes W] City Taxes 3% ermits of Money & Prop 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 $16.55, the lowest Iowa City tax rate since fiscal year 2001-2002. Just five years ago, Iowa City's rate was $17.84, which means the fiscal year 2016-17 rate represents a 7.2% decrease over five 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 was 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 previous years. Though in comparison to other nearby cities, Iowa City businesses will still be paying higher property tax 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. With a lower property tax rate and increased stormwater fee, it is estimated that a household with $100,000 assessed home value will pay approximately $0.83 more per month, or $10 per year, in taxes and fees for basic city services in fiscal year 2016- 2017. $100,000 assessed value is used for this table so that readers may easily calculate tax payments based on their own home value. Annual Financial $2,500 $2,000 $1,500 $1,000 $500 $0 Impact to Residential - - Households - -- L — FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 ■ Property Taxes $866 $876 $888 $909 $928 $926 ■ Stormwater $30 $36 $42 $42 $42 $54 ■ Refuse $186 $186 $186 $191 $191 $191 ■ Sewer -800 cubic feet $433 $433 $433 $433 $433 $433 ■ Water-- 800 cubic feet $328 $328 $328 $344 $362 $362 Total $1,843 $1,859 $1,877 $1,919 $1,955 $1,965 Percent Change 2.2% 0.9% 0.9% 2.3% 1.9% 0.5% 'Home value defined as $100,000 for comparison purposes. 17 General Fund Highlights 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 64% of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart. FY2017 Revenues & Other Financing Sources excludes transfers Other Financing Sources 3% Charges for Fees& Services 3% Intergovernmental 7% Use of Money & Property 2% Licenses & Permits 11WProperty Taxes 5% 64% Other City Taxes 5% The taxable valuation of property subject to all levies in Iowa City increased 6.4% for FY 2016- 2017, despite a reduction in the taxable valuation of multi -family residential properties. The taxable value of these multi -family properties will continue to drop in the coming years. The following chart depicts the change in taxable valuations over the last six years. 18 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 $ FY2012 Fv2013 I FY2014 I FY2015 FY2016 FY2017 0 Taxable Valuations $2,774,415,80 $2,900,995,80 $2,975,085,24 $3,068,659,06 $3,102,525,40 $3,302,622,18 ■ Percent Change 3.3% 4.6% 2.6% 3.1% 1.1% 6.4% 18 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 does not sound significant, the effect of this limitation compounds over time and is difficult to estimate. Perhaps the most significant property tax reform provision for Iowa City's budget is the reclassification of multi -family residential properties, none of which is subject to state backfill payments. Prior to assessment year 2013, multi -family properties were classified as commercial and taxed at 100% of assessed value. These properties dropped to 95% and 90% taxability in assessment years 2014 and 2015, respectively. The graph below illustrates the dropping taxable percentage of multi -family properties in the coming years. Of particular note is the fact that after assessment year 2021 the taxable percentage of multi -family properties will drop to match the residential taxable percentage. This percentage has been as low as 44% in recent years. It is imperative that these future reductions in revenue are incorporated into budget decisions in the coming years. Taxable % of Multi -Family Residential Properties 100.00% 90.00% 80.00% 70.00 60.00% 50.00% 40.00 2012 1 2013 1 2014 1 2015 1 2016 1 2017 1 2018 1 2019 2020 2021 ■ Taxable % of Multi -Family 100.00% 95.00% 90.00% 86.25% 82.50% 78.75% 75.00% 71.25% 67.50% 63.75% The budget reflects a reduction of $0.10 in the tax levy rate, which will bring Iowa City's rate to $16.55. This marks the fifth 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 five years. The reduction has been achieved through several internal strategies and increases in taxable valuations. This year's reduction is in the debt service portion of the property tax levy, largely achieved through recent debt restructuring and early bond retirement strategies. iB] Iowa City Property Taxes Paid on a $500,000 Commercial Property $9,500 A projected reduction of $9,000 ---------------- --- $1,473 over a six year period $8,500 $8,000 $7,500 $7,000 $6,500 FY2012 FY2013 FY2014 FY201s jFY2016jFkY2017■ City Property Taxes $8,921 $8,634 $8,403 $7,935 The projected property tax rate of $16.55 in this budget reflects the lowest level it has been since 2001-02. This combined with the state -mandated decrease in the taxable percentage of commercial properties has reduced commercial property owners' property taxes significantly, as is depicted 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. For residential property owners, the property tax rate will mean that a property assessed at $100,000 will pay an estimated $2 less in City property taxes in the coming year. It will be important to remain mindful of the effect commercial property tax reform has on residential taxpayers, so as not to shift the entire burden of state reform to individual homeowners. The following chart is provided for a greater historical perspective on Iowa City's municipal tax rate. Tax levy rate reductions in recent years were made possible by prudent debt strategies, operational efficiencies, and an increase in the taxable percentage of residential properties determined at the state level. The last of these trends is not expected to continue, in fact, the taxable percentage of existing properties will likely decline with the combination of decreasing taxability of multi -family properties and the downward pressure on residential taxable values from the 3% growth limitation and peaking agricultural values. Pill Iowa City Property Tax Rate Trend $18.00 $17.00 $16.00 $15.00 $14.00 $13.00 $12.00 FY07 I FY08 I FY09 I FY10 I FY11 I FY12 I FY13 I FY14 FY15 FY16 FY17 Iowa City Tax Rate 117.3021 17.297 1 17.717 1 17.853 1 17.757 1 17.842 1 17.269 1 16.805 16.705 16.651 16.551 t Percent Change -2.41% -0.03% 2.43% 0.77% -0.54% 0.48% -3.21% -2.69% -0.60% 032% -060% Below is a detailed breakdown of the City's property tax asking for fiscal year 2016-2017 compared to the previous year: Pal FY2016 Adopted FY2017 Proposed LEVIES Dollars Tax Rate per III Dollars Tax Rate III General Fund Tax Levies: General $25,117,589 8.100 $26,743,123 8.100 Transit $2,945,177 0.950 $3,136,539 0.950 Tort Liability $899,551 0.290 $960,441 0.290 Library $837,253 0.270 $891,437 0.270 Subtotal: $29,799,570 9.610 $31,731,540 9.610 Agland Levy $4,771 3.004 $5,175 3.004 General Fund Property Taxes $29,804,341 $31,736,715 Special Revenue Levies: Employee Benefits $9,652,503 3.113 $10,277,184 3.113 Subtotal: $9,652,503 3.113 $10,277,184 3.113 Debt Service $12,312,439 3.928 $12,926,891 3.828 Total City Levy Property 6'16-6%k,$54,940,790 16.551 % Change from prior year 0.86% -0.32% 6.13% -0.60% SSMID LeAN $264,683 2.000 $301,544 2.000 Total Property Taxes $52,033,966 $55,242,334 Pal On the expense side, General Fund operations largely consist of personnel related expenses. In the fiscal year 2016-2017 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 17% Contingency 1% �u pplies 3% Capital Outlay 5% Other Financial Uses 1% Efforts to control General Fund expenses in recent years have struggled to keep up with rising salary and benefit costs. The General Fund budget provides funding for many of the City's core services including Parks & Recreation, Library, and Public Safety. The budget incorporates programs and initiatives intended to address each of City Council's strategic plan priorities, including those that meet sustainability, inclusiveness, and social justice goals. Staff remains committed to identifying efficiencies that strengthen our services without the need for new financial outlay in order to pursue these initiatives while continuing to provide the services our community expects. Items of note in the General Fund budget include: • Funding for an intern in the Sustainability Office and increased hours for part-time historic preservation staff. • Increased funding for nonprofit agencies through the Human Rights Office and the creation of an Iowa City social service endowment fund with the Community Foundation of Johnson County. • Funding for additional bus shelters, bicycle facilities, and a bike master plan update. • The budget incorporates various fee increases approved by Council for the Parks and Recreation Department in December of 2015 and includes funds to update the Department's 2008 Parks and Recreation Master Plan. 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 rra are directly related to the operation. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. Each of the City's enterprise funds are in varying, yet stable conditions. This budget proposes an increase in the Stormwater Utility fee of $1.00 per ERU per month. This fee increase will help fund $100,000 in FY2016-2017 to create a natural area inventory and management plan for the City and necessary infrastructure maintenance. Stormwater Fund transfers to the capital improvements fund are budgeted at $914,279 in fiscal year 2016 and $615,000 in fiscal year 2017 for storm sewer maintenance projects. The fee increase is expected to generate an additional $327,710 in revenue. 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. Est Fund Restricted, Unassigned Unassigned Unassigned Estimated Budgeted Transfers Balance, Committed, Est Fund Restricted, Fund Balance as Expenditures Estimated Transfers Budgeted Transfers Balance Committed, Balance, % of Exp & Fund Revenues In Expenditures Out 6130117 Assigned 613 012 01 7 Trans Out Parking 5,625,275 3,057,289 3,440,001 628,364 11,931,504 5,885,583 6,045,921 148.61% Transit 7,120,613 3,408,584 10,251,640 186,000 5,157,933 863,251 4,294,682 41.15% Wastewater 12,646,708 4,656,246 10,651,641 6,931,246 20,123,276 9,422,517 10,700,759 60.86% Treatment Technology Water 9,111,655 2,020,178 8,558,937 3,437,303 10,152,866 4,247,910 5,904,956 49.22% Refuse 31173,900 3,142,730 4,541,076 1,163,183 75.81% 1,163,183 37.01% Collection Dental Insurance 382,627 375,896 Landfill 5,977,982 1,094,208 4,505,413 1,665,844 25,155,345 23,410,898 1,744,447 28.27% Airport 359,500 113,209 372,709 270,800 440,185 100,000 340,185 52.86% Stormwater Management 1,516,221 624,077 615,000 1,282,644 1,282,644 103.52% Housing Authority 81501,333 7,655,761 46,087 7,183,339 3,012,175 4,171,164 54.16% Each of the City's enterprise funds are in varying, yet stable conditions. This budget proposes an increase in the Stormwater Utility fee of $1.00 per ERU per month. This fee increase will help fund $100,000 in FY2016-2017 to create a natural area inventory and management plan for the City and necessary infrastructure maintenance. Stormwater Fund transfers to the capital improvements fund are budgeted at $914,279 in fiscal year 2016 and $615,000 in fiscal year 2017 for storm sewer maintenance projects. The fee increase is expected to generate an additional $327,710 in revenue. 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. PR1 Est Fund Restricted, Unassigned Fund Estimated Budgeted Transfers Balance, Committed, Fund % of Exp & Revenues Expenditures Out 613 012 01 7 Assigned Balance, Trans Out 613 012 01 7 Equipment 6,379,763 4,809,294 1,100,000 11,904,005 8,846,716 3,057,289 51.74% Risk Management 1,623,145 1,571,941 3,494,455 3,494,455 222.30% Loss Reserve Information 2,150,510 2,108,294 500,000 1,996,977 816,708 1,180,269 45.25% Technology Central Services 269,844 251,840 617,481 617,481 245.19% Health Insurance 8,027,508 8,002,151 10,607,319 4,541,076 6,066,243 75.81% Reserve Dental Insurance 382,627 375,896 167,958 167,958 44.68% Reserve PR1 All funds are in good condition with healthy balances. Strong balances create reserves that can provide flexibility to deal with unexpected costs or opportunities. Capital Improvement Plan Highlights The capital budget proposed for fiscal year 2016-3017 totals $38,895,148 and the five year Capital Improvement Plan (CIP) totals $174,905,892. 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 2016-2020 Community& Economic 1#11mpw Development 1% Airport Streets, Bridges, and 2% Traffic Engineering 63% Public Safety 2% Culture & Rec 8% Transit & Packing 13% Landfill Water/Wastewater/Stor 1% mwater 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 use of the funds collected through the flood mitigation local option sales tax that was in place from 2009-2013. This 1% sales tax generated approximately $35 million for the expansion of the South Wastewater Treatment Plant and the Gateway Project. The wastewater project has been completed; the Gateway Project will begin construction in 2016. Staff is projecting general obligation bond issues of $9.67 million in 2016, $14.4 million in 2017, and $13.7 million in 2018 including 2% for bond issuance costs. 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. Examples of significant projects planned for the coming fiscal years include: 24 (Sorted by strategic plan priority or other critical need identification) Note many projects span several fiscal years and may not be fully completed in 2016-2017. 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 ($53.4 million) Critical Infrastructure Need / Committed Projects • Annual Pavement Rehabilitation ($7.5 million) • Washington Street Reconstruction ($5.3 million) • American Legion Rd. - Scott to Taft ($7.8 million) • Annual Sewer Main replacement ($2.5 million) • Mormon Trek and Benton Intersection/Road Diet ($1.2 million) Strategic Economic Development Activities • Towncrest Area Redevelopment ($0.6 million) • Riverfront park at former wastewater site ($1.0 million) A Strong Urban Core • 1st Ave / IAIS RR Crossing Grade Separation ($4.5 million) • Parking facility restoration repair ($1.4 million) • Riverside Drive pedestrian tunnel ($1.5 million) • Burlington/Madison intersection and median ($2.3 million) • Burlington/Clinton intersection improvements ($1.1 million) • Black Hawk Mini Park/Pedestrian Mall ($2.3 million) • East/West Wing Pedestrian Mall Reconstruction ($4.2 million) Healthy Neighborhoods • Annual Complete Streets Improvements ($1.0 million) • Elementary school recreation facility partnership ($0.8 million) • Various miscellaneous utility, road/trail/sidewalk/curb ramp and park repair line items • Multiple neighborhood park improvements (Frauenholtz-Miller, Pheasant Hill, Creekside, Highland) 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 $58.93 million at FY2016-2017 year end, which is 1.1% of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 23.1% of the allowable level. The following chart provides a historical view of Iowa City's debt in relation to the allowable debt level. P].1 General Obligation Debt by Fiscal Year 300,000,000 250,000,000 — 200,000,000 — ■ Debt Limit 150,000,000 (5% of Total 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 specifies that the debt service levy shall not exceed 30% of the total property tax levy. The FY2016-2017 budget includes a debt service levy that is approximately 23% 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 allowed the City to devote more financial resources to service delivery and fewer resources to interest payments. Recent early bond redemptions include $5.210 million in FY13, $3.555 million in FY15, $2.095 million in FY16, and a planned $3.080 million in FY17. These redemptions will reduce future debt service payments by a total of over $2.1 million. 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 multi -family buildings, and the allowable growth percentage. The statewide changes will disproportionately affect growing communities with large multi -family residential markets like Iowa City. 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. 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 PM 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 expense reductions and revenue enhancements will need to be considered by the community. 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 has necessitated a review of fees. Water rates were increased in fiscal years 2015 and 2016; this budget proposes an increase in the Stormwater Utility fee. From a capital investment standpoint, years of increasing construction costs and deferred maintenance during flood recovery make it imperative that the City invests in street rehabilitations, 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 budget proposes a significant increase in street maintenance funds. 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. 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 2017 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. vza 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 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 and is updated every five years. 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. MQ 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 strategic plan establishes the library's long range values, objectives, and goals. The plan also establishes three primary goals including connecting people to information essential for daily living and offering them opportunities for enjoyment and personal growth; encouraging discovery, learning, and greater participation in community life; and contributing to the quality of life in Iowa City by offering opportunities to explore diverse ideas, to exercise imagination, and to express creativity. The library strategic plan is updated every five years. 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 Airport Commission Airport Operations Iowa City Municipal Airport Fire City of Iowa City Organization Chart Citizens City Council City Manager City Manager Communications Office Human Resources Human Rights City Attorney Administration Emergency Operations Fire Prevention Training Finance Administration Accounting Purchasing Revenue Risk Management Information Technology Services Police Administration Administrative Services Field Operations Neighborhood & Development Services Administration Development Services Neighborhood Services Economic Development Metropolitan Planning Organization of Johnson County 32 City Clerk Library Board Library Library Operations Library Foundation Parks & Recreation Administration Recreation Park Maintenance Cemetery Public Works Administration Engineering Streets Wastewater Water Storm Water Equipment Senior Center Transportation & Resource Management Administration Parking Public Transportation Landfill Refuse Collection 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 Community Police Review Board (CPRB). Boards and Commissions: The Community Police Review Board, based on a community 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 the community's views on the policies, practices and procedures of the Iowa City Police Department. City Clerk Personnel: 19191 FY2015 FY2016 FY2017 Total FTEs 1 4.00 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 FY2015 FY2016 FY2017 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: Enterprise: • City Manager • Communications • Communications Office 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 Cable Television activities were transferred from an Enterprise Fund to the General Fund in fiscal year 2016. 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 Riohts Commission. City Manager Personnel: 35 FY2015 FY2016 FY2017 Total FTEs 1 16.63 15.50 15.50 35 Finance Director: Office Location: Phone: Dennis Bockenstedt 410 E. Washington St. (319)356-5050 Finance Department Divisions: General Fund: Internal Service: • Administration . Information Technology Services • Accounting . Risk Management • Purchasing . Purchasing • Revenue MISSION STATEMENT FY2015 ADOPTED BUDGET & FY2014-2016 FINANCIAL PLAN 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. BP] 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: KrA FY2015 FY2016 FY2017 Total FTE's 35.18 35.78 35.78 KrA 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. BI:3 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: FY2015 FY2016 FY2017 Total FTEs 1 105.00 105.00 105.00 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. Elio] 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: 41 FY2015 FY2016 FY2017 Total FTE's 1 64.0 64.0 64.0 41 Parks & Recreation Director: Parks Division Office Location: Phone: Recreation Division Office Location: Phone: Juli Seydell Johnson 2275 South Gilbert Street (319) 356-5107 220 South Gilbert Street (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. Elsa 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 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: E1s1 FY2015 FY2016 FY2017 Total FTEs 1 44.25 43.75 43.75 E1s1 Library Director: Location: Phone: Susan Craig 123 South Linn Street (319) 356-5200 ICPL Hours of Operation: Mon-Thurs: 10am-9pm Friday: 10am-8pm Saturday: 10 am — bpm Sunday: 12pm-5pm MISSION STATEMENT Iowa City Public Library Divisions: Library Operations Library Foundation The Iowa City Public Library is an innovative and responsive community center that supports lifelong learning, literacy, and access to the world of ideas. The Library values and is committed to: intellectual freedom, excellence in customer service, community building, working collaboratively, minimizing barriers to use, providing a welcoming environment, and a well-trained staff. Q=!J_1:49dJ=IZ11191]*YdNIiIIQZ 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. 44 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: «y FY2015 FY2016 FY2017 Total FTEs 1 45.63 44.77 44.77 «y Senior Center Coordinator: Location: Phone: Center Linda Kopping 28 South Linn Street (319) 356-5220 Senior Center Hours of Operation: Business Hours Extended Member Hours 8 AM - 5 PM, 7 AM — 7 PM, Monday — Friday Monday - Thursday 7 AM — 5 PM, Friday Building hours are 10:30 AM — 1:30 PM, often extended to Saturday & Sunday accommodate evening and weekend programming. Please see Calendar of Events for program schedule. MISSION STATEMENT The mission of the Senior Center is to promote optimal aging among older adults by offering programs and services that promote wellness, social interaction, community engagement, and intellectual growth. The Center serves the public through intergenerational programming and community outreach. DEPARTMENT DESCRIPTION Establishing social connections, keeping active physically and mentally, and maintaining contact with the community are cornerstones of optimal aging, and they are what we do best at The Center. Establishing Social Connections • Social interaction and engagement is an essential component of all programming. Classes, programs, special events, performance groups, volunteer activities, clubs, and organizations all incorporate time for participants to interact with each other. El s 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: El►A FY2015 FY2016 FY2017 Total FTEs 1 6.50 6.50 7.00 El►A 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 r' 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. 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. ElM • 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. 6.181 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. 51 FY2015 FY2016 FY2017 Total FTEs 1 41.27 41.37 40.42 Neighborhood & Development Services is a new department beginning in FY2016. The old departments of Housing & Inspection Services and Planning & Community Development were combined. 51 Public Works Director: Administrative Office Location: Phone: Ron Knoche 410 E. Washington St. (319)356-5138 Public Works Department Divisions General Fund: • Administration • Engineering Special Revenue: • Streets Operations (Road Use Tax Fund) Enterprise: • Wastewater Treatment • Water • 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 seven operational areas which operate from various locations throughout the city. The Public Works Administration division manages the activities of the seven 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. 52 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 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: I-V FY2015 FY2016 FY2017 Total FTEs 1 154.60 117.15 118.00 I-V Transportation & Resource Management Director: Parking Office Location: Phone: Transit Office Location: Phone: Chris O'Brien 335 Iowa Avenue (319) 356-5096 1200 South Riverside Dr (319) 356-5151 bon www.ebongo.org BUS ON THE GO Q Q MISSION STATEMENT Transportation & Resource Management Department Divisions: General Fund: • Administration Enterprise Funds: • Parking • Public Transportation • Refuse Collection • Landfill The Iowa City Transportation & Resource Management Department is committed to providing convenient, safe and courteous service to the citizens and visitors of Iowa City. DEPARTMENT DESCRIPTION The Transportation & Resource Management Department manages the City's Parking, Public Transportation, Refuse Collection and Landfill divisions. All divisions are self-supporting enterprise funds with the exception of the Administration division that is located in the General Fund. The Public Transportation division was transferred out of the General Fund and into its own enterprise fund starting in fiscal year 2013. The Administration division manages the activities of the four divisions and also oversees the Central Business District maintenance operations. 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. 54 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. 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. Transportation & Resource Management Personnel: 611 FY2015 FY2016 FY2017 Total FTEs 177.50 107.61 106.76 611 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 and sells over 270,000 gallons of jet fuel and aviation gasoline to aircraft operators annually. 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: FY2015 FY2016 FY2017 Total FTEs 11.00 1.00 1.00 City of Iowa City Fund Structure Budgetary Funds Non -Budgetary Funds Debt Capital General Special Permanent Enterprise Internal Service Projects Fund Revenue Fund Funds Funds Nice Funds Fund Fund Community Debt Service Perpetual Care Capital General (10**) Development Block (6001) Parking (710*) Projects Equipment (810*) Grant (2100) (50**) HOME Grant(2110)Transit (715*) Risk Management Services (8200) Information Wastewater Road Use Tax (2200) Treatment (720*) Technology Services (830*) Other Shared Water (730*) Central Services Revenues(2300) (8400) Health Insurance Energy Efficiency & Refuse Collection Conservation Block (7400) (8500) Grant (2310) UniverCity (2315) Landfill (750*) Dental Insurance (8600) Metro Planning Organization of Airport (7600) Johnson County J 2350 Stormwater Employee Benefits Management Agency Funds (2400) 7700 Peninsula Cable Television Project Green (9102) Apartments (2510) (78**) Tax Increment Public Housing Financing (26**) Authority (79**) Self -Supporting Municipal Improvement District (2820) Major funds 57 BUDGETARY FUND STRUCTURE 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 program areas: general government, public works, public safety, culture and recreation, community and economic development, and health and social services. • 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; membership contributions to 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 Collection, Landfill, and Storm Water Management. The Airport and Iowa City Housing Authority are also classified as enterprise funds. 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. The Transit and Airport funds both receive an operating subsidy from the General Fund. Cable Television operations were reclassified as part of the General Fund in fiscal year 2016. 6Y:3 • 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. These funds are also not included in the Major fund determinations. 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. Major Funds During the preparation of the City's Comprehensive Annual Financial Report, (CAFR), funds are evaluated based upon the level of their assets, liabilities, revenues, and expenditures/expenses to determine whether or not they are a major fund. Governmental accounting standards sets forth the following minimum provisions for determining which governmental and enterprise funds to treat as a major fund: The City's main operating fund, the General Fund is always reported as major. Other funds would be classified as major if the following two conditions are met: 1. Total assets, liabilities, revenues, or expenditures/expenses of the individual governmental or enterprise fund are at least 10 percent of the corresponding total of all funds of that category; and 2. Total assets, liabilities, revenues or expenditures/expenses of the individual governmental or enterprise fund are at least 5 percent of the total for all governmental and enterprise funds combined. If a fund is determined to be a major fund, its financial information is reported separately in the City's CAFR and cannot be reported in aggregate with other nonmajor funds of its fund category (governmental or enterprise). For budgetary presentation, all of the City's funds are presented individually. 1*1 Departments & Divisions by Fund General Fund City Council Neighborhood & Development Services Neighborhood & Development 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 Library Finance Administration Library General Accounting Library Foundation Purchasing Revenue Police Senior Center Police Administration Police Administrative Services Police Field Operations Public Works Public Works Administration Fire Engineering Services Fire Administration Fire Emergency Operations Transportation & Resource Management Fire Prevention Transportation & Resources Administration Fire Training Debt Service Fund Debt Service Finance Finance Administration 1YU 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 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 Permanent Funds Perpetual Care Parks & Recreation Cemetery Operations Departments & Divisions by Fund Enterprise Funds Parking Fund Landfill Fund Transportation & Resource Management Transportation & Resource Management Parking Operations Landfill Operations Transit Fund Transportation & Resource Management 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 Airport Fund Airport Operations Airport Operations Storm Water Management Fund Public Works Storm Water Refuse Collection Fund Transportation & Resource Management Refuse Collection Housing Authority Fund Neighborhood & Development Services Neighborhood Services 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 [:Pa F Y 2 0 1 7 FINANCIAL SUMMARY Preparation of the Financial Plan Financial and Fiscal Policies Long Range Financial Planning All Funds Fund Balance Summary Revenue Summary Expenditure Summary Inter Fund Transfer Schedules Personnel Full Time Equivalents (FTE) 1UN:11: 1:LTA1[11]01 Eel a1:I:8a101MVEel Film Wil 011 Introduction This Three -Year Financial Plan is for fiscal years 2016 through 2018, 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 budgets for the proprietary funds: enterprise 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 years 2016 through 2020. Basis of Accounting The modified accrual basis of accounting has been used for preparation of the City's fiscal year 2017 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 2017 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.) [Y7 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. [Y:3 Financial Plan Preparation Schedule August 1 —August 31, 2015 Finance Department meets with each division to review division performance measures and goals, and their alignment with City Council strategic plan. Performance measurement data is compiled and summarized. September 2, 2015 Capital Improvement Program forms and instructions are distributed to departments. September 28, 2015 Capital Improvement Program forms are due to the Finance Department. October 1, 2015 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 1 —October 23, 2015 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 9, 2015 Finance Department produces preliminary Five -Year Capital Improvement Program with project rankings. October 15, 2015 Capital Improvement Program review committee reviews project requests and rankings; committee makes amendments to the preliminary Program. October 23, 2015 Department directors deliver budget summary to City Manager's office and Finance Department. Munis financial system is closed for departmental updates. Finance Department produces amended Five -Year Capital Improvement Program with updated project rankings. October 29, 2015 Capital Improvement Program review committee reviews amended program and makes final Program adjustments. November 2 — November 20, 2015 City Manager and Finance Director meet with each department to discuss their divisions' budget requests and submittals, performance measures, and goals. Finance Department reviews and updates long range financial plans. Mx] November 21 —December 4, 2015 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 long range financial plans, and prepares financial summaries. December 11, 2015 City Manager and Finance Department finalize departmental budget requests, Five -Year Capital Improvement Program, division goals and performance measures, and long range financial plans. December 18, 2015 City Manager and City Council discuss budget process overview, budget environment, and preliminary budget issues. Preliminary City budget document including the Three -Year Financial Plan, the Five -Year Capital Improvement Program, and division goals and performance measures is distributed to City Council. January 2 — February 2, 2016 City Council meets with City Manager to discuss proposed budget, Capital Improvement Program, significant budget issues, and to incorporate Council policy preferences. February 16, 2016 City Council approves notice of public hearing on the proposed fiscal year 2017 budget and revised fiscal year 2016 budget. February 19, 2016 Publication of notice of public hearing on the proposed fiscal year 2017 budget and revised fiscal year 2016 budget. City budget made available for public inspection at city hall and library. March 1, 2016 Following public hearings, the fiscal year 2017 budget, the Three -Year Financial Plan, the Fire -Year Capital Improvement Program, and the revised fiscal year 2016 budget are adopted by City Council. March 8, 2016 Adopted fiscal year 2017 budget certified with Johnson County Auditor. March 15, 2016 City Council adopts service fee and rate changes for fiscal year 2017. April 1, 2016 Amended and adopted budgets distributed to department directors. K1] 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 community 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 community's 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. 72 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, Storm Water, Landfill, 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). 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. • For Tax Increment Financing, rebates shall be the preferred arrangement. VAI • Various evaluative tools including financial pro forma's, written evaluation reports, established benefit metrics, and other performance tools shall be used to monitor the use of economic incentives from the early stages of project development through the issuance of an incentive and post incentive to make sure the objectives are met. • Developers who receive incentives will be expected to enter into development agreements which delineate the terms, conditions, understandings and the expected results of receiving an incentive. • It will be the policy of the City of Iowa City to endeavor to attract, recruit, retain, foster and develop business that is new to our region or metropolitan statistical area (MSA) through the use of incentives. The city will not actively recruit business from other jurisdictions within our MSA unless a business is seeking to expand or considering a relocation outside the state. Should businesses from jurisdictions within our MSA wish to locate in the City of Iowa City we will notify our neighboring jurisdiction of the interest. It will be the general practice of the City of Iowa City to not provide economic incentives to business wishing to relocate from another jurisdiction within our MSA unless a business is seeking to expand or considering a relocation outside the state. • When incentive programs are utilized they will be used to maximize the benefits to the City of Iowa City. The dollar amount of the incentive and time duration of the incentive shall be smallest amount necessary to achieve the maximum amount of city benefit as determined by the City of Iowa City, City Council. • Despite the need for the program to be flexible and nimble in order to respond to the ever changing economic conditions of the marketplace it will be the policy of the City to insure that the process of using incentives is an open and transparent public process which instills confidence in the public's understanding of how economic development incentives are utilized. CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES • The City will develop a multi-year Capital Improvement Program (CIP), which will be reviewed and updated annually, comply with City Council goals and be compatible with the Comprehensive Plan whenever possible. • The complete multi-year CIP funding plan must be balanced each year by matching projected expenditures with proposed revenue sources by fund. • Funding for projects should be obtained through borrowing from: - bond market, general obligation or revenue bonds - enterprise fund operations and reserves - internal loans • The City may utilize General Fund cash balances to fund capital projects whenever available and feasible. For the Airport, it is policy that the General Fund will match up to $100,000 in grants received per year. 74 • 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 revenues and transfers in, 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 maintain 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 revenues and transfers in. 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, Equipment Replacement, Information Technology Services, Central Services, and Library Computer Equipment. • Reserves, based on actuaries, will be maintained for the Risk Management Loss Reserve, Medical and Dental Insurance Funds. Excess reserve balances may be transferred to the Emergency fund if the City's OPEB liabilities are not fully funded. VM • 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 • Debt shall only be used to finance capital improvement projects, firefighting equipment, affordable housing developments, or economic development projects. Funding non -emergency capital improvement projects shall not be authorized by the City Council unless the project has been included in the Five -Year Capital Improvement Plan (CIP). • The City shall strive to limit debt and to fund projects on a pay-as-you-go basis when possible. • The City shall manage its debt program so that the amount of net direct debt outstanding at any time does not exceed 1.50% of the City's total assessed value. The City shall strive to meet the Moody's Aaa benchmark of net direct debt outstanding of .75% of the City's total assessed value. The City's total outstanding long-term debt will adhere to State law which sets the limit at 5% of the city's total assessed value. The use of annually appropriated debt obligations for the purpose of circumventing the debt limits of this policy is prohibited. • The City's debt service property tax levy shall not exceed 30% of the total property tax levy. • The City may finance capital needs through the issuance of revenue -secured debt obligations. For new issues, the amount of revenue -secured debt obligations issued should have a projected minimum revenue coverage ratio of at least 1.25 times annual debt service at issuance. • Debt will be structured for the shortest period consistent with a fair allocation of costs to current and future beneficiaries or users. General obligation bonds will be limited to State law as to the length of debt. • To the extent possible, repayment of debt should be structured so as to rapidly pay down principal and should use a level principal or other rapidly amortizing structure whenever possible. Long-term bonded debt should, as a general rule, be structured with level debt service payments. • The City may use lease -purchase obligations in lieu of bonded debt. Use of these instruments will be limited to specific projects or purposes and will not be utilized as a general practice for the financing of capital improvement projects. rr1 • The City may enter into agreements with commercial banks or other financial entities for purposes of acquiring lines of credit that shall provide access to credit under terms and conditions as specified in such agreements. • The City may choose to issue Bond Anticipation Notes (BANs) or similar structures as a source of interim financing. Tax and Revenue Anticipation Notes will be used only on an emergency basis and will not be used as a general practice to finance ongoing operations. • General Obligation new money bonds shall be issued by competitive sale. Debt, except for General Obligation new money bonds, may be sold through a negotiated sale or a private placement or limited public offering where it is determined to be the best method to achieve a lower interest cost and/or effectively market the debt. • The City may issue refunding bonds when legally permissible and prudent. The net present value savings for an advanced refunding should equal or exceed seven percent. The net present value savings for a current refunding should equal or exceed five percent. The City may choose to refund outstanding indebtedness when existing bond covenants or other financial structures impinge on prudent and sound financial management regardless of projected net present value savings. • The City's preferred rating agency will be Moody's Investors Service. The City will strive to maintain a Moody's bond rating of 'Aaa' for its General Obligation Unlimited Tax (GOULT) bonded indebtedness. The City will strive to maintain a Moody's rating of 'A3'or higher for its revenue bonded indebtedness. • The City, as a practice, will not use derivative products in financing transactions. • The Finance Director shall provide the City Manager and City Council an annual long-term debt disclosure report within 210 days after the fiscal year-end regarding the City's outstanding debt and debt program. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES • Quarterly financial reports will be prepared. • A three-year financial plan for all operating funds will be prepared by the City Manager and presented to the City Council for their review. This will include the current revised year and two projected years. • A Multi -Year Capital Improvement Program budget will be prepared, reviewed and revised annually. • An independent audit will be performed annually for all City funds. • The City will produce a Comprehensive Annual accordance with generally accepted accounting Governmental Accounting Standards Board. rn Financial Report (CAFR) in principles as outlined by the Long Range Financial Planning Long range financial planning by the City's management is conducted in various areas. Currently, for normal operating projections, the financial plan is limited to three years — the current year, the next year adopted budget, and one year following the adopted budget. In addition to the three-year financial plan, there are several areas of the City operations for which longer range financial plans and projections are prepared. For these long range financial plans, the applicable years of the plan are incorporated into the annual budget process and the three-year financial plan. Those areas of the City's financial operations are described below. Impact of State property tax reform On May 22, 2013, the State of Iowa legislature passed a property tax reform bill (SF295) that will have a significant impact on the City's ability to finance services in the future. The property tax reform bill has multiple components including changes to the taxability of residential, multi -residential, commercial, and industrial property. A 'backfill' or replacement of local property taxes with State funding was established to provide financial assistance to local governing jurisdictions affected by the property tax legislation. Below is a summary of the estimated financial impact of the provisions of SF295 to the City over its first ten years. (1) 3% annual value growth (2) At FY14 tax rate The City funds for which property tax is a significant funding source include the General Fund, the Debt Service Fund, the Employee Benefits Fund, the Transit Fund, the SSMID-Downtown District Fund, and the Tax Increment Financing Fund. Property tax also supports the Road Use Tax Fund, the Airport Fund, and the Metro Planning Organization of Johnson County (MPOJC) Fund through subsidy transfers from the Employee Benefits Fund and the General Fund. The strategy that the City has undertaken is to 1) seek revenue diversification, 2) build contingency funding to provide for unexpected events, and 3) work to build a more efficient organization and to control spending. As part of this strategy, the City has created an Emergency Reserve fund that is an assigned portion of the General Fund. The targeted balance for this reserve is the amount of the State reimbursement for the commercial/industrial property tax replacement plus the City's pension and OPEB liabilities. The Emergency Reserve is assigned for the following purposes: 1) to provide natural or other disaster response or mitigation funding/interim loans, 2) to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance, 3) to mitigate pension, insurance or health care funding anomalies, emergencies, or spikes, 4) to avoid any defaults from the payment of long term or bonded debts, 5) for any other financial emergencies declared by the City Council. The Emergency Reserve estimated balance for fiscal year 2017 is $4,698,779, which can be found as part of IFI Not Subject to State Backfill Subjectto State Backfill Multi -Residential 3%Growth Com/Ind Com/Ind Com/Ind Total Property Properties 11) Limit Rollback Total Rollback - Year 1 Rollback - Year 2 Total Tax Reduction FY15 $ - $ 306,121 $ - $ 306,121 $ 1,015,119 $ - $ 1,015,119 $ 1,321,240 FY16 - 627,423 - 627,423 1,017,657 1,017,657 2,035,314 2,662,737 FY17 851,745 982,915 - 1,834,660 730,102 730,102 1,460,203 3,294,863 FY18 1,116,560 1,350,772 3,651 2,470,982 730,102 730,102 1,460,203 3,931,186 FY19 1,396,497 1,757,911 50,443 3,204,852 730,102 730,102 1,460,203 4,665,055 FY20 1,692,226 2,177,375 54,219 3,923,821 730,102 730,102 1,460,203 5,384,024 FY21 2,004,442 2,638,952 109,644 4,753,038 730,102 730,102 1,460,203 6,213,242 FY22 2,333,868 3,115,578 113,569 5,563,014 730,102 730,102 1,460,203 7,023,218 FY23 2,681,255 3,637,715 174,931 6,493,902 730,102 730,102 1,460,203 7,954,105 FY24 3,428,308 4,177,423 179,019 7,784,750 730,102 730,102 1,460,203 9,244,954 Total $ 15,504,902 $20,772,185 $685,477 $36,962,564 $ 7,873,589 $ 6,858,470 $14,732,059 $ 51,694,623 (1) 3% annual value growth (2) At FY14 tax rate The City funds for which property tax is a significant funding source include the General Fund, the Debt Service Fund, the Employee Benefits Fund, the Transit Fund, the SSMID-Downtown District Fund, and the Tax Increment Financing Fund. Property tax also supports the Road Use Tax Fund, the Airport Fund, and the Metro Planning Organization of Johnson County (MPOJC) Fund through subsidy transfers from the Employee Benefits Fund and the General Fund. The strategy that the City has undertaken is to 1) seek revenue diversification, 2) build contingency funding to provide for unexpected events, and 3) work to build a more efficient organization and to control spending. As part of this strategy, the City has created an Emergency Reserve fund that is an assigned portion of the General Fund. The targeted balance for this reserve is the amount of the State reimbursement for the commercial/industrial property tax replacement plus the City's pension and OPEB liabilities. The Emergency Reserve is assigned for the following purposes: 1) to provide natural or other disaster response or mitigation funding/interim loans, 2) to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance, 3) to mitigate pension, insurance or health care funding anomalies, emergencies, or spikes, 4) to avoid any defaults from the payment of long term or bonded debts, 5) for any other financial emergencies declared by the City Council. The Emergency Reserve estimated balance for fiscal year 2017 is $4,698,779, which can be found as part of IFI the General Fund section. The backfill revenue received from the State of Iowa to replace property tax revenues lost due to the rollback of commercial and industrial property was $1,048,359 in fiscal year 2015, and is currently estimated to be $2,080,153 in fiscal year 2016 and $1,587,388 in fiscal year 2017. Bus & Equipment replacement reserves The City maintains long-term replacement reserves in several of its proprietary funds including cable television equipment, library equipment, vehicles and heavy equipment, information technology equipment replacement, and public transportation buses. Included in the operating budget are transfers and internal charges to the replacement reserves for the purpose of funding the replacement of these types of equipment. The transfers are equivalent to the annual depreciation on the equipment so that these replacements are fully funded when they are necessary. The replacement reserve for buses is funded at 20% of accumulated depreciation due to the availability of state and federal grants to make these purchases. These grants typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for the equipment replacement funds for fiscal year 2017 are as follows: Reserve Library equipment equipment Public transportation buses Vehicles and heavy equipment Cable television equipment Info technology equipment Fund Balance General $ 194,586 Transit $ 863,251 Equipment $ 8,846,716 General $ 128,804 ITS $ 816,708 Risk Management and Health Insurance Reserves (OPEB) The City contracts for actuarial services for the purpose of calculating and maintaining reserves that are intended to provide for certain liabilities. Actuarial calculations regarding liabilities for future expenditures are determined for risk management (liability, workers compensation, and property insurance) payments, health insurance payments, and retiree health insurance benefits. Actuarial calculations are updated annually and help determine internal charge rates and premium rates for risk management and health insurance charges. The estimated Risk Management fund reserve for fiscal year 2017 is $3,494,455. The estimated Health Insurance reserve for fiscal year 2017 is $10,607,319 of which $4,541,076 is being reserved for Other Poste Employment Benefit (OPEB) liabilities. Long-term general obligation bonded debt A long-term general obligation bonded debt projection is prepared that incorporates the five-year requirements as determined by the Capital Improvement Program. This projection is used to assist the City in complying with its Debt Policy as well as determining the amount of funding available from long- term debt that may be used for future improvements. As part of the City's long range financial plan, the City is seeking to reduce the amount of improvements funded through long-term debt and increase the amount of improvements funded through operating revenues. Below is the City's long-term general obligation bonded debt projection for the next ten years: VIN o -J m o B ao m e mo oo o U o U O O O O O O O C J U U U U U U U U 1 O O O O O O O O O (9 O O O O O O O O C J m U m Q U � Q Q t9 m u m< u< < t9 t9 t9 t9 t9 t9 t9 C J' � U SS o o m m o I U U H N w N 0 — O- Parking Fund Financial Prosection The Parking Fund has completed a long-term financial projection for the purpose of entering into a lease - purchase agreement to acquire a 600+ space parking structure in the near -downtown area. The purpose of this projection was to ensure cash flows and proper net revenue coverage for the annual lease - purchase payments. The financial projection is as follows: Deb, proceeds 29 FY 2014-15 FY 201536 FY 2016.17 FY 2017.18 FY 1018.19 FY 2019-20 FY 2020.21 OPERAILNGRES'E.NLIS ($64,SOO)l (670,000) (15.400.000) (300. ) (200.000) (200.000) (200.000) Partial Gm$e U"M 1 53,429,2361 53,452,978 S3.452.978 $3.625,627 $3,625,627 53,625.627 $3.625,627 Hanson St Cmrage Revenue 2 0 i 0 220,000 240,000 366,000 480,000 600,000 Parting Meter Reamue 3 1,552,236 1,623,230 1,623,230 1,704,392 1,704,392 1,704,392 1,704,392 Parking Furies 4 197,5781 197,578 197,578 207,457 207,457 207.457 207.457 Parking Lot Rnsnre 5 O i 0 0 0 0 0 0 Omer parking ltesmue 6 0, 0 0 0 0 0 0 Mix, Re Wue 7 36969 1 27 325 38 045 37279 36 094 36 562 32950 Total Operating RevemKs 8 55,216,019 i $5,301,111 $5.531,831 $5.814,754 $5.939,570 56,052,031 56,170.456 OPERATING EXPENSES Personnel Sertices 9 S1.803,733I SL708,349 51,759,599 $1,812,387 51,866,759 51,922,762 51,980.445 Supplies &Equipment 10 56,0021 36,617 37,349 38.096 38,858 39.635 40.428 Sertees&Clines 11 1,481,762 i 1,503,679 1,533,757 1.564,428 1,595,716 1,627.631 1,660.183 Henson St Garage Expenses 12 0 0 96,250 105,000 107,100 109,242 111,427 Deptecutiou 13 S004531 800453 800453 1.360153 1.300.453 1.300,453 1.300.453 TotalOperatinl Expense 14 54,141,950 i 54,049,098 S4,227,404 54,820,364 54,908,887 54,999.723 55,092.936 OFEELATLFG INCOME 15 $1,074,069 i 51,252,013 51,304,427 $994,390 51,030,683 51,052.315 51,077520 SOS OPER{T6G REQ'. 1 Add Back- Depreaatew 16 5800,453 $800,453 S800,453 51,300,453 51,300,453 51,300,453 51,300,453 luterest lacome 17 47,422 1 27 765 11006 11772 12957 16 489 16,071 Ser Re, east for Debt Senior 18 51,921,944 32,010,231 52.115,186 52,306,615 52.344,093 52,367,257 32,394.044 P.ARKLNG DEBT SER3TCE Series 1999 Padring Bonds 19 301 50 30 50 50 SO 50 Series 2009 Refunding Bonds 20 690,175 0 0 0 0 0 0 Lease Purchase Agreement 21 Q Q 1.120.375 1-243,550 1 U2,173 1,245.31 �6 $a7Q Iotal Parity Revenue Debt 22 S690,1751 30 51.120,375 51,243,550 51242.173 41,245.319 51,242.829 Subordinated Debt 1 Lavflin Internal Fuad Lon 211 5192,762 i $289,143 $289,143 $289,143 $289,143 $269.143 $289.143 Reserved 24 0, 0 0 0 0 0 0 Total Parking Debt 25 5882,9371 $289,143 51,409,518 51.532,693 53,531,316 51,534,462 51,531,972 Debt Service Carriage Debt Coerage - ll twue 26 2.78 N/A1.89 1.85 1.89 1.90 1.93 Debt Coverage . AB Debt 27 2.18 7.19 1.50 .50 1.53 1.54 156 NET RECESCES after DEBT 26 51.039.00' 51,791,088 $706,367 $ 3,921 $812.776 $832.794 5862,071 Deb, proceeds 29 (57.283.375) SO 515,000,000 SO SO SO SO Capital Outlays 30 ($64,SOO)l (670,000) (15.400.000) (300. ) (200.000) (200.000) (200.000) (ntetfuod Lon 31 2.495,3500 0 0 0 0 0 Capital Contributions 32 0 t \ Iaodfill internal fend but, payable tbrough Ocmber 2024 oaer 10 years ® 3% mtoest 0 Misr StxrcesNum 33 01 0 Transfers (Ootyla 34 0 t 0 0 0 0 0 0 Transh,r(OuO7nRestricted 35 1,5344,315 0 335,2$3 0 0 0 Q _{maal5n Issl eficir _36 L'.779,194- 51,121,088 S691,950 _$473,921 5612_776 $632,794 5662.071: Beg'nntng Cash Balance 37 $5,674,0561 52,894,863 $4.015,950 54,707,900 $5,181,822 55,794.598 56,427,392 Anoxia]Sarplus'(DeScit) 38 ($2.779.194)' SI121.088 $69J_950 5473.921 $612.776 5632794 5662.071 Ending Cash Balance 39 $2,894,863 t S4,015,950 $4,707,900 $5,181,822 55,794,598 56,427,392 $7,089,463 Bond Cosesrea, Funds 41 50 SO $0 SO $0 50 SO Farkinglmpacr Funds 42 385,583 1 385,583 0 0 0 0 0 Iotal Ending Cas h Balance 44 53,281.3061 54,402.,393 $4.708;760 55,182.682 $5.795.458 S6,428252 57,090,323 MI The parking structure acquisition is expected to take place in fiscal year 2017, and a parking rate adjustment is planned for fiscal year 2018. Actual lease -purchase payments are now expected to begin at the start of fiscal year 2018. Water Rate Study In May 2008, HDR Engineering completed a comprehensive water rate study for the City. In that study, they identified the City's challenge to maintain capital funding rates equal to or greater than depreciation to ensure the replacement of existing infrastructure. They also recommended that the City implement rate increases of 5% in fiscal year 2010 and 3% in fiscal year 2011 to fiscal year 2017. Since that study, the City implemented rate increases of 5% in both fiscal years 2015 and 2016 and no rate adjustments are currently planned for fiscal year 2017. Implementation of the water rate study was delayed due to the economic downturn in 2009 and the drought conditions from 2012 through 2014. The table below was taken from that rate study. Landfill Replacement & Closure Reserves The Landfill Fund maintains a number of reserves that serve various purposes. Some of these reserves are required by law and some are created by management to financially prepare for future occurrences. Legally, the City is required to maintain and fund a closure and a post -closure reserve to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In order to comply with these funding requirements, the City hires a certified landfill engineering firm to calculate the future cost requirements and to provide us with a certified report. The City is required to have a pro -rated share of this funding placed into the proper closure and post -closure funds based upon the amount of tonnage that the landfill can accept versus how much has actually been deposited. The City maintains these accounting records and files a funding report with the State of Iowa annually. The estimated balances for fiscal year 2017 in the closure and post -closure funds are $2,311,355 and $9,989,874, respectfully. 630A Table ES -2 Summary of the Water Revenue Requirement Analsysis (000's) Actual Actual FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Revenues: Charges for Service $8,081 $8,242 $8,407 $8,576 $ 8,747 $ 8,922 $ 9,100 $ 9,282 $ 9,468 $ 9,657 $ 9,850 Other Charges 407 361 368 376 383 391 399 406 415 423 431 NonOper Revenues 990 702 638 540 455 381 317 332 363 423 512 Total Revenues $9,478 $9,305 $9,413 $9,492 $ 9,585 $ 9,694 $ 9,816 $10,020 $10,246 $10,503 $10,793 Expenses: WaterO&M $4,439 $5,004 $5,213 $5,433 $ 5,663 $ 5,905 $ 6,159 $ 6,426 $ 6,707 $ 7,003 $ 7,315 Transfers 2 14 15 16 16 17 17 18 19 20 20 Debt Service 3,359 2,982 2,958 2,957 2,952 2,954 2,952 2,926 2,920 2,536 2,531 CIP from Rates 1,644 1,330 1,550 1,675 1,800 1,925 2,050 2,175 2,300 2,425 2,550 Chg. In Capital 34 25 323 160 132 90 21 162 356 969 1,247 Total Rev. Requirement $9,478 $9,305 $9,413 $9,921 $10,299 $10,711 $11,157 $11,707 $12,302 $12,953 $13,663 Bal./(Def.) of Funds $ 0 $ 0 $ 0 $ (429) $ (714) $ (1,017) $ (1,341) $ (1,687) $ (2,056) $ (2,450) $ (2,870) Bal./(Def.) as % of Rates 0.0% 0.0% 0.0% 5.0% 8.2% 11.4% 14.7% 18.2% 21.7% 25.4% 29.1% (Cumulative) Prop. Rate Adjustments 0.0% 0.0°/6 0.0°/6 5.01/6 3.0% 3.0% 3.0% 3.0% 3.0% 3.01/6 3.00/6 Add'I Revenue From Rate Adj. $ 0 $ 0 $ 0 $ 428 $ 712 $ 1,016 $ 1,341 $ 1,687 $ 2,056 $ 2,450 $ 2,870 Bal./(Def.) of Funds After Rate Ad. $ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0 Landfill Replacement & Closure Reserves The Landfill Fund maintains a number of reserves that serve various purposes. Some of these reserves are required by law and some are created by management to financially prepare for future occurrences. Legally, the City is required to maintain and fund a closure and a post -closure reserve to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In order to comply with these funding requirements, the City hires a certified landfill engineering firm to calculate the future cost requirements and to provide us with a certified report. The City is required to have a pro -rated share of this funding placed into the proper closure and post -closure funds based upon the amount of tonnage that the landfill can accept versus how much has actually been deposited. The City maintains these accounting records and files a funding report with the State of Iowa annually. The estimated balances for fiscal year 2017 in the closure and post -closure funds are $2,311,355 and $9,989,874, respectfully. 630A The City also maintains a reserve to set funds aside for the construction of new landfill cells as current ones are closed. A cost -per -ton for cell replacement has been calculated based on the actual costs to replace the last landfill cell. Each quarter, as trash is deposited into the landfill, a cost -per -ton transfer is made from the landfill operations to the replacement reserve. These funds are intended to eliminate future borrowing or significant rate adjustments in order to open new cells. The budgeted balance for the cell replacement reserve for fiscal year 2017 is $9,722,690. Capital Project Plan The five-year capital improvement program (CIP) 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 and operational demands. The City's five-year capital improvement plan is integrated into the City's financial plan and annual budget. This plan also coordinates with the City's long range debt planning to ensure that sufficient debt funding is available at the time improvements are needed or expected. The projected debt issues in the program have been integrated into the Debt Service Fund's budget. Below is the five-year capital improvement plan expenditure summary by division. Capital Improvement Plan 2016-2020 Summary by Division 2016 2017 2018 2019 2020 Total Airport $ 500,000 $ 546,000 $ 1,498,300 $ 410,000 $ 1,170,000 $ 4,124,300 DevelopmentServices 750,000 300,000 300,000 1,350,000 Finance Administration 100,000 550,000 50,000 50,000 50,000 800,000 Fire 700,000 810,000 60,000 895,000 500,000 2,965,000 Landfill 1,033,000 800,000 1,833,000 Library 55,000 250,000 305,000 Parking Operations 550,000 400,000 570,000 200,000 100,000 1,820,000 Parks Maintenance 1,635,862 3,948,660 1,378,000 4,891,900 275,000 12,129,422 Police 129,890 129,890 Public Works Administration 140,000 3,034,000 5,450,000 8,624,000 Recreation 353,000 975,000 65,000 280,000 65,000 1,738,000 Storm Water 715,000 615,000 590,000 315,000 915,000 3,150,000 Street Operations 36,822,401 24,509,565 17,831,166 6,215,049 16,371,049 101,749,230 Transit Operations 50,000 50,000 20,000,000 20,100,000 Wastewater Treatment 1,450,000 975,000 2,050,000 4,000,000 500,000 8,975,000 Water Operations 969,275 966,225 802,100 654,950 1,720,500 5,113,050 TOTAL $45,823,538 $38,729,450 $30,774,456 $17,911,899 $41,666,549 $174,905,892 Totals expenditures for the Capital Improvement Program for years 2016 - 2020 are $174,905,892. The 2017 budgeted expenditure total is $38,729,450. The five-year plan is presented in the Capital Improvement Projects Fund section of the City's budget document. City of Iowa City All Fund Summary Fiscal Year 2017 Estimated Estimated $ 49,494,826 Unassigned Fund Fund Restricted, Fund Balance Budgeted Transfers Budgeted Transfers Balance Committed, Balance 7/1/2016 Revenues In Expenditures Out 6/30/2017 Assigned 6/30/2017 Budgetary Funds General Fund 10** General Fund $ 33,662,241 $ 49,494,826 $ 9,883,899 $ 53,617,454 $13,388,527 $ 26,034,985 $ 6,692,038 $ 19,342,947 Special Revenue Funds 2100 Community Dev Block Grant 171,771 706,000 - 719,713 - 158,058 - 158,058 2110 HOME 141,702 421,000 - 428,108 - 134,594 - 134,594 2200 Road Use Tax Fund 4,436,144 7,906,232 330,600 5,969,763 2,337,742 4,365,471 - 4,365,471 2300 Other Shared Revenue (109) - - - - (109) - (109) 2310 Energy Eff & Cons Block Gran - - - - - - - - 2315 UniverCity Neighborhood Pshil - - - - - - - - 2350 Metro Planning Org of Jo. Co. 315,996 319,369 290,358 616,729 - 308,994 - 308,994 2400 Employee Benefits 1,632,725 11,037,350 - 1,212,865 9,323,497 2,133,713 - 2,133,713 2510 Peninsula Apartments 127,059 74,000 - 56,879 - 144,180 - 144,180 26** Tax Increment Financing 236,071 2,276,953 - 42,500 2,010,047 460,477 459,642 835 2820 SSMID-Downtown District - 330,727 - 330,727 - - - - Debt Service Fund 5*** Debt Service 5,649,800 13,654,145 1,567,182 15,146,227 - 5,724,900 1,110,593 4,614,307 Permanent Funds 6001 Perpetual Care 115,978 500 - - - 116,478 - 116,478 Enterprise Funds 710* Parking 10,374,594 5,625,275 - 3,440,001 628,364 11,931,504 5,885,583 6,045,921 715* Mass Transit 5,066,376 7,120,613 3,408,584 10,251,640 186,000 5,157,933 863,251 4,294,682 720* Wastewater 20,403,209 12,646,708 4,656,246 10,651,641 6,931,246 20,123,276 9,422,517 10,700,759 730* Water 11,017,273 9,111,655 2,020,178 8,558,937 3,437,303 10,152,866 4,247,910 5,904,956 7400 Refuse Collection 1,132,013 3,173,900 - 3,142,730 - 1,163,183 - 1,163,183 750* Landfill 24,254,412 5,977,982 1,094,208 4,505,413 1,665,844 25,155,345 23,410,898 1,744,447 7600 Airport 610,985 359,500 113,209 372,709 270,800 440,185 100,000 340,185 7700 Stormwater 1,005,500 1,516,221 - 624,077 615,000 1,282,644 - 1,282,644 780* Cable Television - - - - - - - - 79** Housing Authority 6,383,854 8,501,333 - 7,655,761 46,087 7,183,339 3,012,175 4,171,164 Capital Project Funds Governmental Projects 725,225 19,728,084 15,698,968 34,377,225 - 1,775,052 - 1,775,052 Enterprise Projects 22,580 2,690,898 3,602,025 4,517,923 225,000 1,572,580 - 1,572,580 Total Budgetary Funds $127,485,397 $162,673,271 $42,665,457 $ 166,239,022 $41,065,457 $125,519,647 $55,204,606 $ 70,315,040 Non -Budgetary Funds Capital Project Funds Internal Service Projects $ - $ - $ - $ - $ - $ - $ - $ - Internal Service Funds 810* Equipment 11,433,536 6,379,763 - 4,809,294 1,100,000 11,904,005 8,846,716 3,057,289 8200 Risk Management 3,443,251 1,623,145 - 1,571,941 - 3,494,455 - 3,494,455 830* Information Technology 2,454,761 2,150,510 - 2,108,294 500,000 1,996,977 816,708 1,180,269 8400 Central Services 599,477 269,844 - 251,840 - 617,481 - 617,481 8500 Health Insurance Reserves 10,581,962 8,027,508 - 8,002,151 - 10,607,319 4,541,076 6,066,243 8600 Dental Insurance Reserves 161,227 382,627 - 375,896 - 167,958 - 167,958 Total Non -Budgetary Funds $ 28,674,214 $ 18,833,397 $ - $ 17,119,416 $ 1,600,000 $ 28,788,195 $14,204,500 $ 14,583,695 Total All Funds $156.159.611 $181.506.668 $42.665.457 $ 183.358.438 $ 42.665.457 $ 154.307.842 $ 69.409.106 $ 84.898.736 P.E! Budaetary Fund Revenues General Fund 10** General Fund Special Revenue Funds 2100 Community Dev Block Grant 2110 HOME 2200 Road Use Tax Fund 2300 Other Shared Revenue 2310 Energy Eff & Cons Block Grant 2315 UniverCity Neighborhood Pship 2350 Metro Planning Org of Johnson Co 2400 Employee Benefits 2510 Peninsula Apartments 26** Tax Increment Financing 2820 SSMID-Downtown District Debt Service Fund 5*** Debt Service Permanent Funds 6001 Perpetual Care Enterprise Funds 710* Parking 715* Mass Transit 720* Wastewater 730* Water 7400 Refuse Collection 750* Landfill 7600 Airport 7700 Stormwater 780* Cable Television 79** Housing Authority Capital Project Funds Governmental Projects Enterprise Projects Total Budgetary Revenues Non -Budgetary Fund Revenues Capital Project Funds Internal Service Projects Internal Service Funds 810* Equipment 8200 Risk Management 830* Information Technology 8400 Central Services 8500 Health Insurance Reserves 8600 Dental Insurance Reserves Total Non -Budgetary Expenditures Total Revenues -All Funds City of Iowa City All Funds Revenues by Fund 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Project $ 50,939,996 $ 47,909,615 $ 46,753,570 $ 48,556,189 $ 49,494,826 $ 49,531,149 1,249,318 749,760 6,591,930 3,179,010 100,251 1,284,035 317,399 9,689,814 60,559 408,274 277,672 1,063,854 685,596 859,962 706,000 706,000 680,968 533,378 560,456 421,000 421,000 6,854,375 7,414,926 7,887,080 7,906,232 7,906,232 833,364 129,659 1,240,308 - - 72,318 1,168 - - - 371,754 321,768 331,761 319,369 328,216 9,809,865 9,782,477 10,520,961 11,037,350 11,037,350 70,119 73,697 70,119 74,000 75,480 434,670 640,244 1,020,126 2,276,953 2,164,517 275,805 296,141 294,092 330,727 330,727 14,072,873 15,081,928 405 259 13, 651, 221 13,230,050 432 96 13,654,145 500 4,959,159 5,364,605 5,619,653 10,828,876 5,625,275 3,896,478 4,590,737 4,419,840 4,523,468 7,120,613 13,283,613 12,854,215 12,592,429 13,023,274 12,646,708 8,993,449 8,627,583 8,753,178 9,412,456 9,111,655 2,945,036 3,057,759 3,182,296 3,057,022 3,173,900 5,095,703 5,528,481 6,037,167 5,833,264 5,977,982 652,283 567,877 1,281,691 324,100 359,500 972,369 1,099,702 1,374,913 1,140,978 1,516,221 829,637 775,908 754,999 - - 7,340,886 7,318,167 8,091,662 8,156,555 8,501,333 13,220,304 5,865,275 4,425,510 12,645,650 9,111,655 3,173,900 5,941,036 359,500 1,516,221 8,501,333 7,884,828 22,531,949 17,267,580 23,265,528 19,728,084 14,773,890 27,887,837 16,404,995 3,414,404 1,446,725 2,690,898 1,579,110 $ 173,662,574 $ 172,180,871 $ 153,074,089 $ 165,583,446 $ 162,673,271 $ 153,614,055 $ - $ 83 $ 100,760 $ - $ - $ 5,858,464 6,102,522 6,343,244 6,446,145 6,379,763 6,503,040 1,273,402 1,191,171 1,581,498 1,474,136 1,623,145 1,654,968 1,860,961 1,743,239 1,765,501 2,092,829 2,150,510 2,190,255 236,554 236,445 251,501 256,208 269,844 275,186 7,619,744 7,502,409 7,508,804 7,841,907 8,027,508 8,426,908 352,828 360,977 362,316 377,699 382,627 393,270 $ 17,201,953 $ 17,136,846 $ 17,913,624 $ 18,488,924 $ 18,833,397 $ 19,443,628 $ 190,864,527 $ 189,317,717 $ 170,987,713 $ 184,072,370 $ 181,506,668 $ 173,057,682 City of Iowa City All Funds Revenues by Type Fed Intergovnt Revenue 2013 2014 2015 2016 2017 2018 Property Tax Credits Actual Actual Actual Revised Budget Projected Budgetary Fund Revenues 6,508,053 6,744,663 7,230,663 7,837,116 7,837,116 7,837,116 Property Taxes $ 50,416,210 $ 50,046,477 $ 51,492,986 $ 52,033,986 $ 55,242,334 $ 54,904,670 Delinquent Property Taxes 3,408 5,101 3,366 - - - TIF Revenues 376,192 434,670 640,244 1,020,126 2,276,953 2,164,517 Other City Taxes 11,216,538 3,309,479 2,877,888 2,786,289 2,771,961 2,766,634 General Use Permits 76,896 89,072 103,958 87,011 104,047 104,047 Food & Liq Licenses 109,068 100,437 120,434 99,912 120,650 120,650 Professional License 18,190 16,610 18,704 16,610 18,660 18,660 Franchise Fees 821,183 773,019 750,167 727,698 720,000 720,000 Misc Permits & Licenses 9,914 11,679 13,882 11,679 12,600 12,600 Const Per & Ins Fees 1,553,320 1,427,856 1,537,002 1,280,144 1,463,225 1,463,225 Misc Lic & Permits 21,983 27,998 24,233 26,281 24,000 24,000 Licenses, Permits, & Fees 2,610,554 2,446,671 2,568,380 2,249,335 2,463,182 2,463,182 Interest Revenues 1,038,618 809,418 1,139,734 742,838 927,820 887,354 Rents 1,095,260 1,208,668 1,291,672 1,192,640 1,256,057 1,257,537 Parking Meter Revenue 789,191 - - - - - Parking Lot Revenue 212,500 - - - - - Parking Ramp Revenue 4,136,730 - - - - - Misc Parking Revenue 132,547 - - - - - Royalties & Commissions 75,562 81,630 105,454 80,634 113,814 113,814 Use Of Money And Property 7,480,408 2,099,716 2,536,860 2,016,112 2,297,691 2,258,705 Fed Intergovnt Revenue 29,151,485 19,630,929 13,160,509 23,408,530 15,181,625 12,435,011 Property Tax Credits 57,528 72,550 1,135,396 2,152,703 1,674,424 1,674,424 Road Use Tax 6,508,053 6,744,663 7,230,663 7,837,116 7,837,116 7,837,116 State 28E Agreements 1,761,212 1,810,341 1,753,673 1,820,083 1,750,000 1,690,000 Operating Grants 76,694 90,067 84,126 90,067 89,743 89,743 Disaster Assistance 261,106 183,941 61,259 86,927 - - Other State Grants 16,699,487 13,613,285 10,543,117 3,700,058 5,178,045 2,045,125 Local 28E Agreements 998,153 981,226 989,787 980,701 1,033,257 1,036,582 Intergovernmental 55,513,718 43,127,003 34,958,530 40,076,185 32,744,210 26,808,002 Building & Devlpmt 476,716 501,386 694,796 358,082 401,750 401,750 Police Services 269,023 88,193 226,621 31,335 44,121 44,121 Animal Care Services 8,873 9,230 9,945 10,000 10,000 10,000 Fire Services 10,529 8,573 11,404 7,500 9,000 9,000 Transit Fees 1,292,339 1,384,792 1,448,151 1,385,691 1,448,900 1,477,860 Culture & Recreation 728,364 768,033 741,912 805,961 812,093 812,093 Library Charges 57 46 39 - - - Misc Charges For Services 57,590 47,228 67,073 52,236 66,692 66,692 Water Charges 8,679,147 8,448,340 8,531,499 9,271,112 8,931,156 8,931,156 Wastewater Charges 12,889,204 12,555,994 12,180,738 12,555,993 12,201,600 12,201,600 Refuse Charges 3,321,736 3,446,255 3,925,946 3,446,256 3,608,800 3,608,800 Landfill Charges 4,733,705 4,967,453 5,043,246 5,269,970 5,341,722 5,341,722 Stormwater Charges 969,936 1,082,733 1,147,390 1,140,000 1,477,710 1,477,710 Parking Charges 5,758,372 5,972,285 5,751,956 5,965,154 6,218,274 Charges For Fees And Services $ 33,437,219 $ 39,066,628 $ 40,001,045 $ 40,086,092 $ 40,318,698 $ 40,600,778 8I:] City of Iowa City All Funds Revenues by Type Other Financial 11% Miscellaneous 4% Charges For Se"ic 25% 0)I me1govel n memai 1% 20% es City Taxes 2% Permits, & Fees 2% And 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Code Enforcement $ 451,306 $ 415,839 $ 322,537 $ 415,841 $ 300,500 $ 300,500 Parking Fines 673,223 512,997 614,363 512,997 620,000 620,000 Library Fines & Fees 182,418 175,666 166,785 175,666 160,000 160,000 Contrib & Donations 941,615 729,355 547,781 1,121,279 501,950 351,950 Printed Materials 44,196 46,507 49,104 43,136 44,326 44,326 Animal Adoption 10,620 9,557 12,912 11,060 13,000 13,000 Misc Merchandise 62,252 55,924 66,801 59,036 53,522 53,522 Intra -City Charges 2,587,123 2,849,665 2,760,448 3,237,534 3,924,998 3,982,461 Other Misc Revenue 877,624 719,078 930,739 863,511 708,915 687,775 Special Assessments 1,013 979 604 979 604 604 Miscellaneous 5,831,390 5,515,567 5,472,074 6,441,039 6,327,815 6,214,138 Debt Sales 2,690,020 20,114,973 7,866,773 9,476,888 16,162,000 13,453,890 Sale Of Assets 1,997,537 2,701,837 2,316,495 8,469,982 813,389 813,389 Insurance Recoveries 7,520 - - - - - Loans 2,081,860 3,312,749 2,339,448 927,412 1,255,038 1,166,150 Other Financial Sources 6,776,937 26,129,559 12,522,716 18,874,282 18,230,427 15,433,429 Total Budgetary Revenues $ 173,662,574 $ 172,180,871 $ 153,074,089 $ 165,583,446 $ 162,673,271 $ 153,614,055 Non -Budgetary Fund Revenues Capital Project Funds $ - $ 83 $ 100,760 $ - $ - $ - Internal Service Funds 17,201,953 17,136,763 17,812,864 18,488,924 18,833,397 19,443,628 Total Non -Budgetary Revenues $ 17,201,953 $ 17,136,846 $ 17,913,624 $ 18,488,924 $ 18,833,397 $ 19,443,628 Total Revenues -All Funds $ 190,864,527 $ 189,317,717 $ 170,987,713 $ 184,072,370 $ 181,506,668 $ 173,057,682 Budgetary Fund Revenues by Type F/r, Property Taxes 34% Other Financial 11% Miscellaneous 4% Charges For Se"ic 25% 0)I me1govel n memai 1% 20% es City Taxes 2% Permits, & Fees 2% And City of Iowa City All Funds Expenditures by Fund 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Budgetary Fund Expenditures General Fund 10** General Fund $ 44,405,272 $ 49,786,353 $ 49,320,669 $ 54,115,608 $ 53,617,454 $ 54,739,918 Special Revenue Funds 2100 Community Dev Block Grant 1,453,301 1,069,301 535,735 832,605 719,713 659,686 2110 HOME 741,437 679,030 387,664 551,612 428,108 437,077 2200 Road Use Tax Fund 5,091,336 4,701,997 5,563,553 5,919,223 5,969,763 6,112,960 2300 Other Shared Revenue 2,421,381 753,426 129,831 1,459,187 - - 2310 Energy Eff & Cons Block Grant 90,507 - - - - - 2315 UniverCity Neighborhood Pship 950,383 (547) - - - - 2350 Metro Planning Org of Johnson Co 643,917 674,335 541,601 610,325 616,729 633,797 2400 Employee Benefits 616,602 714,090 976,606 1,091,539 1,212,865 1,237,670 2510 Peninsula Apartments 55,036 50,662 59,957 48,206 56,879 58,669 26** Tax Increment Financing 7,098 145,319 18,670 42,500 42,500 292,500 2820 SSMID-Downtown District 277,672 277,395 296,141 294,092 330,727 330,727 Debt Service Fund 5*** Debt Service 19,170,582 13,160,156 17,208,781 15,210,235 15,146,227 12,421,058 Permanent Funds 6001 Perpetual Care - - - - - - Enterprise Funds 710* Parking 3,770,254 3,758,909 11,228,816 3,395,921 3,440,001 4,673,948 715* Mass Transit 6,155,701 7,080,024 6,556,267 7,250,374 10,251,640 7,068,055 720* Wastewater 11,523,353 9,916,268 10,384,032 10,658,723 10,651,641 10,886,436 730* Water 12,624,784 7,728,440 7,646,828 8,606,087 8,558,937 8,706,572 7400 Refuse Collection 2,929,934 2,886,776 2,922,269 2,975,446 3,142,730 3,219,084 750* Landfill 4,142,885 4,314,300 4,677,884 4,699,796 4,505,413 4,657,082 7600 Airport 321,256 363,552 365,460 346,072 372,709 380,517 7700 Stormwater 695,405 482,255 1,095,239 793,193 624,077 639,018 780* Cable Television 662,800 747,541 687,397 - - - 79** Housing Authority 7,644,701 7,614,681 7,730,524 7,639,218 7,655,761 8,818,079 Capital Project Funds Governmental Projects 21,665,402 17,042,914 24,859,198 56,997,763 34,377,225 25,264,056 Enterprise Projects 39,151,506 20,313,054 6,485,716 14,450,028 4,517,923 5,675,040 Total Budgetary Expenditures $ 187,212,505 $ 154,260,231 $ 159,678,838 $ 197,987,753 $ 166,239,022 $ 156,911,947 Non -Budgetary Funds Expenditures Capital Project Funds Internal Service Projects $ - $ 60,266 $ 62,526 $ 465,596 $ - $ - Internal Service Funds 810* Equipment 5,149,268 4,511,328 5,194,488 5,990,748 4,809,294 4,816,036 8200 Risk Management 2,474,803 1,106,268 1,435,706 1,329,373 1,571,941 1,605,362 830* Information Technology 1,746,003 1,990,743 1,786,707 2,118,404 2,108,294 2,151,432 8400 Central Services 206,049 281,955 308,846 315,258 251,840 264,475 8500 Health Insurance Reserves 5,931,135 7,465,001 7,285,127 7,880,283 8,002,151 8,402,259 8600 Dental Insurance Reserves 322,709 344,693 354,318 359,275 375,896 387,173 Total Non -Budgetary Expenditures $ 15,829,967 $ 15,760,254 $ 16,427,718 $ 18,458,937 $ 17,119,416 $ 17,626,737 Total Expenditures -All Funds $ 203,042,472 $ 170,020,485 $ 176,106,556 $ 216,446,690 $ 183,358,438 $ 174,538,684 Budoetary Funds Expenditures General Fund 10" General Fund City Council City Clerk City Attorney City Manager Finance Police Fire Parks & Recreation Library Senior Center Neighborhood & Dvtpmnt Services Public Works Transportation & Resource Managemen Total General Fund Special Revenue Funds 2100 Community Dev Block Grant Neighborhood & Dvtpmnt Services 2110 HOME Neighborhood & Dvtpmnt Services 2200 Road Use Tax Fund Public Works 2300 Other Shared Revenue Neighborhood & Dvtpmnt Services 2310 Energy Eff & Cons Block Grant Public Works 2315 UniverCity Neighborhood Pship Neighborhood & Dvtpmnt Services 2350 Metro Planning Org of Johnson Co Neighborhood & Dvtpmnt Services 2400 Employee Benefits Finance 2510 Peninsula Apartments Neighborhood & Dvtpmnt Services 26" Tax Increment Financing Neighborhood & Dvtpmnt Services 2820 SSMID-Downtown District Neighborhood & Dvtpmnt Services Total Special Revenue Funds Debt Service Fund 5... Debt Service Finance Total Debt Service Fund Permanent Fund 6001 Perpetual Care Parks & Recreation Total Permanent Fund City of Iowa City All Funds Expenditures by Fund by Department 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 103,002 $ 123,298 $ 97,273 $ 121,412 $ 109,426 $ 112,171 489,167 533,845 518,724 576,888 536,351 611,768 654,800 676,519 690,901 712,939 738,002 759,683 1,468,756 1,500,672 1,805,223 2,339,031 2,497,542 2,514,786 3,568,749 3,475,824 3,751,801 4,057,257 4,243,949 4,349,374 11,443,807 12,248,973 12,389,622 13,015,803 13,313,328 13,649,571 7,093,507 7,401,786 7,598,771 7,795,901 7,876,883 8,113,583 7,168,745 7,382,727 7,628,887 8,192,788 8,004,337 8,166,708 5,692,845 5,877,520 5,908,777 6,280,211 6,270,757 6,450,800 840,519 825,124 834,813 937,254 954,090 936,626 4,725,280 8,597,166 6,958,307 8,333,300 6,237,339 6,226,562 1,156,093 1,142,899 1,137,570 1,752,824 2,180,980 2,200,854 854,470 647,432 44,405,272 49,786,353 49,320,669 54,115,608 53,617,454 54,739,918 1,453,301 1,069,301 535,735 832,605 719,713 659,686 741,437 679,030 387,664 551,612 428,108 437,077 5,091,336 4,701,997 5,563,553 5,919,223 5,969,763 6,112,960 2,421,381 753,426 129,831 1,459,187 - - 90,507 - - - - - 950,383 (547) - - - - 643,917 674,335 541,601 610,325 616,729 633,797 616,602 714,090 976,606 1,091,539 1,212,865 1,237,670 55,036 50,662 59,957 48,206 56,879 58,669 7,098 145,319 18,670 42,500 42,500 292,500 277,672 277,395 296,141 294,092 330,727 330,727 12,348,670 9,065,008 8,509,758 10,849,289 9,377,284 9,763,085 19,170,582 13,160,156 17,208,781 15,210,235 15,146,227 12,421,058 19,170,582 13,160,156 17,208,781 15,210,235 15,146,227 12,421,058 1.14 City of Iowa City All Funds Expenditures by Fund by Department P➢1 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Enterprise Funds 710` Parking Transportation & Resource Managemen $ 3,770,254 $ 3,758,909 $ 11,228,816 $ 3,395,921 $ 3,440,001 $ 4,673,948 715' Mass Transit Transportation & Resource Managemen 6,155,701 7,080,024 6,556,267 7,250,374 10,251,640 7,068,055 720` Wastewater Public Works 11,523,353 9,916,268 10,384,032 10,658,723 10,651,641 10,886,436 730` Water Public Works 12,624,784 7,728,440 7,646,828 8,606,087 8,558,937 8,706,572 7400 Refuse Collection Transportation & Resource Managemen 2,929,934 2,886,776 2,922,269 2,975,446 3,142,730 3,219,084 750` Landfill Transportation & Resource Managemen 4,142,885 4,314,300 4,677,884 4,699,796 4,505,413 4,657,082 7600 Airport Airport Operations 321,256 363,552 365,460 346,072 372,709 380,517 7700 Stormwater Public Works 695,405 482,255 1,095,239 793,193 624,077 639,018 780` Cable Television City Manager 662,800 747,541 687,397 - - - 79" Housing Authority Neighborhood & Dvtpmnt Services 7,644,701 7,614,681 7,730,524 7,639,218 7,655,761 8,818,079 Total Enterprise Funds 5OA71,073 44,892,746 53,294,716 46,364,830 49,202,909 49,048,790 Capital Project Funds Governmental Projects 21,665,402 17,042,914 24,859,198 56,997,763 34,377,225 25,264,056 Enterprise Projects 39,151,506 20,313,054 6,485,716 14,450,028 4,517,923 5,675,040 Total Capital Project Funds 60,816,908 37,355,968 31,344,914 71,447,791 38,895,148 30,939,096 Total Budgetary Expenditures $ 187,212,505 $ 154,260,231 $ 159,678,838 $ 197,987,753 $ 166,239,022 $ 156,911,947 Non -Budgetary Funds Expenditures Capital Project Funds Internal Service Projects $ - $ 60,266 $ 62,526 $ 465,596 $ - $ - Total Capital Project Funds - 60,266 62,526 465,596 - - Internal Service Funds 810` Equipment Public Works 5,149,268 4,511,328 5,194,488 5,990,748 4,809,294 4,816,036 8200 Risk Management Finance 2,474,803 1,106,268 1,435,706 1,329,373 1,571,941 1,605,362 830` Information Technology Finance 1,746,003 1,990,743 1,786,707 2,118,404 2,108,294 2,151,432 8400 Central Services Finance 206,049 281,955 308,846 315,258 251,840 264,475 8500 Health Insurance Reserves Finance 5,931,135 7,465,001 7,285,127 7,880,283 8,002,151 8,402,259 8600 Dental Insurance Reserves Finance 322,709 344,693 354,318 359,275 375,896 387,173 Total Internal Service Funds 15,829,967 15,699,988 16,365,192 17,993,341 17,119,416 17,626,737 Total Non -Budgetary Expenditures $ 15,829,967 $ 15,760,254 $ 16,427,718 $ 18A58,937 $ 17,119,416 $ 17,626,737 Total Expenditures -All Funds $ 203,042,472 $ 170,020,485 $ 176,106,556 $ 216,446,690 $ 183,358,438 $ 174,538,684 P➢1 Budgetary Fund Expenditures by Department (excluding Capital Projects) Finance 16% City Manager 2% City Attorney 1% City 7177% 0 City Council 0% Airport 0% Police 11% "I Fire 6% Public Works 22% Parks & Neighborhood & Dvlpmnt Services 13% Senior Center 1% City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2016 92 Transfers In Debt Special TIF Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total General Fund $ 1,776,627 $ 316,946 $ 16,805,554 $ 160,052 $ 3,232,477 $ 22,291,656 Special Revenue Funds: Empl Benefits Levy 8,992,897 396,370 9,389,267 Road Use Tax 78,624 204,487 3,209,188 3,492,299 Transfers from TIF Districts 3,261 20,714 718,415 742,390 Enterprise Funds: From Parking Operations 550,000 221,437 5,500,000 6,271,437 From Transit Operations 50,000 165,651 215,651 From Wastewater Operations 1,950,000 4,488,036 6,438,036 From Water Operations 1,815,275 306,800 2,010,716 4,132,791 From Landfill Operations 1,183,000 1,450,327 2,633,327 From Airport Operations 100,000 100,000 From Storm Water Operations 914,279 914,279 From Broadband 1,571,324 1,571,324 From IC Housing Authority 45,184 45,184 Capital Project Funds 100,000 200,000 300,000 Internal Service Funds: From Equipment 40,000 40,000 From Info. Technology 50,000 50,000 Total Transfers In: $ 12,467,917 $ 917,803 $ - $ 26,788,010 $ 1,185,267 $ - $ 5,269,892 $ 11,998,752 $ 58,627,641 Transfers Out Debt Special TIF Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total General Fund $ 1,776,627 $ 9,071,521 $ 3,261 $ 1,616,508 $ 12,467,917 Road Use Tax Fund 396,370 396,370 Other Special Revenue Funds 316,946 204,487 521,433 Debt Service Fund 160,052 718,415 306,800 1,185,267 Enterprise Funds 3,232,477 200,000 1,837,415 5,269,892 Debt Service Reserves 11,998,752 11,998,752 Capital Project Funding 16,805,554 3,209,188 20,714 100,000 90,000 6,562,554 26,788,010 Total Transfers Out: $ 22,291,656 $ 12,881,566 $ 742,390 $ 300,000 $ - $ 90,000 $ 22,322,029 $ - $ 58,627,641 92 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 IC Housing Authority Capital Project Funds Internal Service Funds: From Equipment From Info. Technology Total Transfers In: General Fund Road Use Tax Fund Other Special Revenue Funds Debt Service Fund Enterprise Funds Debt Service Reserves Capital Project Funding Total Transfers Out: City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2017 Transfers In 8,992,897 330,600 215,742 2,122,000 772,493 31,324 1,206,230 46,087 400,000 228,364 50,000 136,000 2,500,000 1,116,225 300,900 800,000 865,844 270,800 615,000 225,000 9,323,497 2,337,742 2,010,047 628,364 186,000 4,431,246 6,931,246 2,020,178 3,437,303 1,665,844 270,800 615,000 46,087 225,000 1,100,000 1,100,000 500,000 500,000 $ 9,883,899 $ 620,958 $ - $ 19,300,993 $ 1,567,182 $ - $ 4,841,001 $ 6,451,424 $ 42,665,457 Transfers Out TIF Debt Special Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total $ 72,422 $ 8,992,897 $ 772,493 46,087 $ 9,883,899 330,600 330,600 74,616 215,742 290,358 60,052 1,206,230 300,900 1,567,182 3,385,793 225,000 1,230,208 4,841,001 6,451,424 6,451,424 9,795,644 2,122,000 31,324 1,600,000 5,752,025 19,300,993 $ 13,388,527 $ 11,661,239 $ 2,010,047 $ 225,000 $ - $ 1,600,000 $ 13,780,644 $ - $ 42,665,457 93 TIF Debt Special Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total $ 72,422 $ 74,616 $ 9,795,644 $ 60,052 $ 3,385,793 $ 13,388,527 8,992,897 330,600 215,742 2,122,000 772,493 31,324 1,206,230 46,087 400,000 228,364 50,000 136,000 2,500,000 1,116,225 300,900 800,000 865,844 270,800 615,000 225,000 9,323,497 2,337,742 2,010,047 628,364 186,000 4,431,246 6,931,246 2,020,178 3,437,303 1,665,844 270,800 615,000 46,087 225,000 1,100,000 1,100,000 500,000 500,000 $ 9,883,899 $ 620,958 $ - $ 19,300,993 $ 1,567,182 $ - $ 4,841,001 $ 6,451,424 $ 42,665,457 Transfers Out TIF Debt Special Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total $ 72,422 $ 8,992,897 $ 772,493 46,087 $ 9,883,899 330,600 330,600 74,616 215,742 290,358 60,052 1,206,230 300,900 1,567,182 3,385,793 225,000 1,230,208 4,841,001 6,451,424 6,451,424 9,795,644 2,122,000 31,324 1,600,000 5,752,025 19,300,993 $ 13,388,527 $ 11,661,239 $ 2,010,047 $ 225,000 $ - $ 1,600,000 $ 13,780,644 $ - $ 42,665,457 93 City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2018 94 Transfers In TIF Debt Special Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total General Fund $ 72,422 82,659 $ 1,433,049 $ 60,052 $ 3,393,595 $ 5,041,777 Special Revenue Funds: Empl Benefits Levy 8,992,897 330,600 9,323,497 Road Use Tax 215,742 3,097,000 3,312,742 Transfers from TIF Districts 750,000 1,097,189 1,847,189 Enterprise Funds: From Parking Operations 570,000 235,310 729,112 1,534,422 From Transit Operations 1,000,000 136,000 1,136,000 From Wastewater Operations 3,000,000 4,334,830 7,334,830 From Water Operations 802,100 2,016,628 2,818,728 From Refuse Operations 700,000 700,000 From Landfill Operations 865,844 865,844 From Airport Operations 308,830 308,830 From Storm Water Operations 890,000 890,000 From IC Housing Authority 47,009 47,009 Capital Project Funds 225,000 225,000 Internal Service Funds: From Equipment 1,000,000 1,000,000 Total Transfers In: $ 9,862,328 $ 629,001 $ - $ 12,800,979 $ 1,157,241 $ - $ 4,855,749 $ 7,080,570 $ 36,385,868 Transfers Out TIF Debt Special Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total General Fund $ 72,422 $ 8,992,897 $ 750,000 $ 47,009 $ 9,862,328 Road Use Tax Fund 330,600 330,600 Other Special Revenue Funds 82,659 215,742 298,401 Debt Service Fund 60,052 1,097,189 1,157,241 Enterprise Funds 3,393,595 225,000 1,237,154 4,855,749 Debt Service Reserves 7,080,570 7,080,570 Capital Project Funding 1,433,049 3,097,000 1,000,000 7,270,930 12,800,979 Total Transfers Out: $ 5,041,777 $ 12,636,239 $ 1,847,189 $ 225,000 $ - $ 1,000,000 $ 15,635,663 $ - $ 36,385,868 94 City of Iowa City Personnel Full -Time Equivalents Last Seven Years 1*1 Changein FTEs 2011 2012 2013 2014 2015 2016 2017 FY2016- Adopted Adopted Adopted Adopted Adopted Adopted Proposed 2017 Budoetary Funds General Fund City Council 7.00 7.00 7.00 7.00 7.00 7.00 7.00 - City Clerk 4.00 4.00 4.00 4.00 4.00 4.00 4.00 - City Attorney 5.60 5.60 5.60 5.60 5.60 5.50 5.50 - City Manager: City Manager 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Communications Office 3.50 4.00 2.00 3.00 3.00 7.50 7.50 - Human Resources 4.00 4.00 4.00 3.00 3.00 3.00 3.00 - Human Rights 2.50 2.50 2.00 2.00 2.00 2.00 2.00 - Finance: Finance Adminstration 2.86 2.65 2.65 3.65 3.15 3.15 3.15 - Accounting 7.00 8.00 8.00 8.00 7.00 7.60 7.60 - Purchasing 4.00 4.00 3.94 3.44 3.44 3.44 3.50 0.06 Revenue 7.88 7.88 7.88 7.88 7.88 7.88 7.88 - Tort Liability 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Disaster Assistance 0.40 0.40 0.40 0.38 - - - - Police: Police Administration 5.00 5.00 5.00 5.00 5.00 5.00 6.00 1.00 Police Administrative Services 18.00 18.00 18.00 20.00 20.00 20.00 19.00 (1.00) Police Field Operations 81.00 80.00 80.00 80.00 80.00 80.00 80.00 - Fire: Fire Administration 4.00 3.00 4.00 4.00 3.00 3.00 3.00 - Fire Emergency Operations 59.00 59.00 59.00 59.00 59.00 59.00 59.00 - Fire Prevention 2.00 2.00 1.00 1.00 1.00 1.00 1.00 - Fire Training 1.00 1.00 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 Adm in 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Government Buildings 4.96 4.83 4.83 4.83 4.83 5.33 4.33 (1.00) Recreation 15.42 15.42 15.42 15.42 15.42 14.42 15.42 1.00 Park Maintenance Administration 2.00 2.00 2.00 2.00 2.00 1.00 1.00 - Park Maintenance Operations 11.00 11.00 11.00 11.00 11.00 12.00 15.00 3.00 Forestry 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - CBD Maintenance Operations 3.00 3.00 3.00 3.00 3.00 3.00 - (3.00) Cemetery Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Library: General Library 42.39 42.89 42.88 42.38 42.38 42.27 42.27 - Library Board Controlled Funds 0.75 0.75 0.75 1.25 1.25 0.50 0.50 - Library Foundation Office - - - 2.00 2.00 2.00 2.00 - SeniorCenterAdministrations 6.31 6.50 6.50 6.50 6.50 6.50 7.00 0.50 Neighborhood & Development Services: Neighborhood & Dvlp Services Admin 2.55 2.55 2.55 2.55 2.55 1.55 1.55 - Sustainability Services - - - - 1.00 1.00 - Community Development 1.05 0.85 1.20 1.75 1.75 1.55 3.63 2.08 Economic Development 1.00 1.00 1.00 1.00 1.00 2.00 1.00 (1.00) Urban Planning 3.50 3.50 2.50 2.50 2.50 3.50 3.50 - Building Inspection 7.80 7.80 7.80 6.30 6.30 7.30 7.29 (0.01) Neighborhood Services 1.00 1.00 1.00 1.00 1.00 1.05 1.95 0.90 Housing Inspection 5.75 5.75 5.75 5.25 5.25 5.55 6.20 0.65 Human Services - - 0.15 0.15 0.15 0.15 - (0.15) 1*1 City of Iowa City Personnel Full -Time Equivalents Last Seven Years 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 Iowa City Gateway Project (Dubuque St) West Side Levee Project Rocky Shore Lift Station Project S Wastewater Plant Expansion Sub -total Capital Project Funds Total Budgetary Funds 2.88 2.88 2.63 2.48 2.48 2.38 - (2.38) 0.95 0.95 0.70 0.50 0.50 0.45 - (0.45) 4.15 4.15 4.15 4.15 4.15 3.90 4.50 0.60 Changein 25.50 25.50 25.50 25.50 25.25 25.50 0.25 1.60 FTEs 1.60 2011 2012 2013 2014 2015 2016 2017 FY2016- - Adopted Adopted Adopted Adopted Adopted Adopted Proposed 2017 Public Works: 4.70 4.70 - 0.26 0.55 0.55 0.55 0.55 Public Works Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Engineering Services 12.10 12.10 12.10 12.10 12.10 12.00 15.00 3.00 Transportation & Resource Management: 6.69 6.63 6.63 6.63 5.63 - - - Transportation & Resource Admin - - - - - - 2.00 2.00 CBD Maintenance Operations 199.91 191.42 189.42 178.05 174.61 (3.44) 1.00 1.00 Sub -total General Fund 411.57 411.22 351.90 354.93 352.05 356.74 365.77 9.03 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 Iowa City Gateway Project (Dubuque St) West Side Levee Project Rocky Shore Lift Station Project S Wastewater Plant Expansion Sub -total Capital Project Funds Total Budgetary Funds 2.88 2.88 2.63 2.48 2.48 2.38 - (2.38) 0.95 0.95 0.70 0.50 0.50 0.45 - (0.45) 4.15 4.15 4.15 4.15 4.15 3.90 4.50 0.60 25.50 25.50 25.50 25.50 25.50 25.25 25.50 0.25 1.60 1.60 1.60 1.62 - - - - - 0.20 0.20 - - - - - 6.60 6.60 5.60 5.60 5.60 4.70 4.70 - 0.26 0.55 0.55 0.55 0.55 0.55 0.55 (1.50) 41.94 42.43 40.93 40.40 38.78 37.23 35.25 (1.98) 32.75 32.75 29.25 26.25 26.25 23.13 21.63 (1.50) - - 51.75 51.25 51.25 51.13 50.63 (0.50) 25.60 25.40 25.40 24.40 24.65 24.65 26.40 1.75 32.75 32.75 32.75 31.75 32.00 32.00 31.75 (0.25) 20.35 20.35 20.35 19.35 19.35 17.85 17.50 (0.35) 15.50 17.50 17.50 16.50 16.50 15.50 14.00 (1.50) 1.75 1.75 1.00 1.00 1.00 1.00 1.00 - 1.90 2.10 2.10 2.10 2.60 2.60 2.10 (0.50) 6.69 6.63 6.63 6.63 5.63 - - - 13.25 13.25 13.18 12.19 10.19 10.19 9.60 (0.59) 150.54 152.48 199.91 191.42 189.42 178.05 174.61 (3.44) 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 3.00 3.00 3.00 3.00 5.00 6.00 6.00 5.00 4.00 (4.00) 607.05 611.13 598.74 592.75 585.25 576.02 575.63 (0.39) IpIA City of Iowa City Personnel Full -Time Equivalents Last Seven Years Agency Funds Library Foundation Office 1.00 1.00 1.00 Sub -total Agency Funds 1.00 1.00 1.00 - - - - - Changein 26.32 26.61 25.17 22.91 22.91 22.91 22.85 (0.06) Total Full -Time Equivalents 633.37 637.74 623.91 615.66 608.16 598.93 598.48 (0.45) FTEs 2011 2012 2013 2014 2015 2016 2017 FY2016- Adopted Adopted Adopted Adopted Adopted Adopted Proposed 2017 Non -Budgetary Funds Internal Service Funds Equipment 11.26 11.26 10.75 10.75 10.75 10.75 10.75 - Risk Management 2.01 1.80 1.80 1.80 1.80 1.80 1.80 - Information Technology Services 11.30 11.80 10.86 9.86 9.86 9.86 9.80 (0.06) Central Services 0.75 0.75 0.76 0.50 0.50 0.50 0.50 Sub -total Internal Service Funds 25.32 25.61 24.17 22.91 22.91 22.91 22.85 (0.06) Agency Funds Library Foundation Office 1.00 1.00 1.00 Sub -total Agency Funds 1.00 1.00 1.00 - - - - - Total Non -Budgetary Funds 26.32 26.61 25.17 22.91 22.91 22.91 22.85 (0.06) Total Full -Time Equivalents 633.37 637.74 623.91 615.66 608.16 598.93 598.48 (0.45) 700 600 500 400 300 200 100 City of Iowa City FTE Summary by Fund Type Last Seven Years 2011 2012 2013 2014 2015 2016 2017 Adopted Adopted Adopted Adopted Adopted Adopted Proposed ■ General Fund ■ Special Revenue Funds ■Capital Projects Funds ■ Enterprise Funds Internal Service Funds iii Agency Funds Pit OF&TOTAns V wIllow UNESCO, ITY OF LITERATURE PM F Y 2 0 1 7 GENERAL FUND SUMMARY Fund Summary Assigned, Committed & Restricted Fund Balance Revenues Expenditures Division Summaries . II=1VIA0 WIkiIC 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 Fiscal Year 2017, with revenue and expenditures projected at $59.4 and $66.5 million, respectively. The excess amount of expenditures is a transfer from local option sales tax funds of $8.3 million to the Capital Projects Fund for the Iowa City Gateway Project (Dubuque Street) and is out of restricted fund balance. In Fiscal Year 2016, 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 2015 2016 2017 2018 Actual Revised Budget Projected Property Taxes $ 29,419,594 $ 29,804,437 $ 31,736,715 $ 31,736,715 Delinquent Property Taxes 1,937 - Other City Taxes 2,487,767 2,428,855 2,430,720 2,430,720 Licenses And Permits 1,805,901 2,235,526 2,450,882 2,450,882 Use Of Money And Property 800,227 556,656 706,673 706,673 Intergovernmental 3,519,060 3,801,259 3,621,291 3,621,291 Charges For Fees And SeMces 1,509,496 1,277,691 1,358,601 1,358,601 Miscellaneous 4,446,754 5,024,152 5,542,649 5,578,972 Other Financial Sources 2,762,834 3,427,613 1,647,295 1,647,295 Sub -total Revenues & Other Financing 46,753,570 48,556,189 49,494,826 49,531,149 Sources (excluding Transfers In): Transfers In 10,642,456 12,467,917 9,883,899 9,862,328 Total Revenues, Other Financing $ 57,396,026 $ 61,024,106 $ 59,378,725 $ 59,393,477 Sources, & Transfers In 1181 Revenues & Other Financing Sources: (excluding Transfers In) r �» _Other City Taxes 5% Licenses & Permits 5 Yo t � Use of Money & Property 296 Property Taxes -'% 7 64Y h' ''. Charges For Fees &Services Misc. 3'Yo 11Y , ii Other Financial Sources 3% 1. Property Taxes - Property tax revenue of $31.7 million is the primary funding source for General Fund operations, providing approximately 64.1% of total revenue, excluding transfers in, in Fiscal Year 2017. The Fiscal Year 2017 budget is an increase of 6.5% of the Fiscal Year 2016 revised budget of $29.8 million and there is an average increase of 3.5% over the last five years. These totals do not include the transfer -in of the Employee Benefits property tax levy from the Employee Benefits 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 6.8% in revaluation years and 2.3% in non -revaluation years. Valuations reported by the Johnson County Auditor's office for January 1, 2015 served as the basis for determining property tax revenue in Fiscal Year 2017. Their report indicates an 8.1 % increase in total assessed value in the last year, from $4.95 billion to $5.35 billion. Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth limitation of three percent (3%) annually on taxable residential property valuations. Each year, the Department of Revenue's Assessment Limitation Order sets a 'rollback' value by class which, when applied, determines taxable valuations. The growth restriction is applied to the residential valuations, limiting the growth percentage in taxable value to agricultural valuations. In other words, the percentage change in taxable valuations for urban residential property each year is limited to either three percent (3%) or the growth in agricultural property, whichever is lower. Growth restrictions and rollbacks for current and future years were changed with state legislation in 2013 with Iowa Senate File 295; the resulting reduction in City revenue will be monitored and started with Fiscal Year 2015 taxable valuation. The growth limitation of three percent (3%) started in Fiscal Year 2015 was a decrease from four percent (4%) annually on taxable residential and agricultural property valuations. In Fiscal Year 2015 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 Fiscal Year 2016 and the backfill amount will be locked at the Fiscal Year 2017 amounts going forward. In Fiscal Year 2017 there is a new property class of multi -residential that has a rollback of eighty-six and quarter percent (86.25%) and will lower to eighty-two and a half percent (82.5%) in Fiscal Year 2018. The following graph illustrates the impact of the rollback on taxable valuations. In Fiscal Year 2008 the rollback exempted $1.5 billion of Iowa City's assessed valuation. In Fiscal Year 2017 the rollback will exempt $1.9 billion of assessed valuations. The residential and agricultural rollbacks for Fiscal Year 2017 are 55.6259% and 46.1068%, respectively, compared to Fiscal Year 2016 rollbacks of 55.7335% and 44.7021 %, respectively. Also, in Fiscal Year 2017 the commercial, industrial, and railroad rollback will exempt additional amounts of commercial, industrial, and railroad assessed valuations are 90%, which is the same as Fiscal Year 2016. The multi -residential rollback will exempt additional amounts of assessed valuations in Fiscal Year 2017 with a rate of 86.25%. y C O m c $5.5 Ss.o $a.s $4.0 $3.5 $3.0 $2.5 $2.0 100% Assessed vs. Taxable Valuations FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 �100%Assessed $3.9 $4.3 $4.4 $4.4 $4.5 $4.6 $47 $4.8 $5.0 $5.4 96 Change 3.29A 8.59% 2.6% 1.7% 1.6% 2.1% 1.1% 3.4% 2.6% 8.1% tTaxable $2.4 $2.6 $2.7 $2.8 $2.8 $3.0 $3.0 $3.1 $3.2 $3.4 %Change 2.8% 5.79/6 4.49% 2.9% 3.3% 3.9% 2.6% 3.3% 1.5% 7.5% Taxable %of Total 61.8% 60.2% 61.2% 62.0% 63.0% 64.1% 65.0% 65.0% 1UJ 2. Other City Taxes - This category, estimated at $2.4 million in Fiscal Year 2017, includes Hotel Motel Taxes of $1,057,000, $432,000 in gas and electric excise taxes, and $902,000 in utility franchise taxes. The Fiscal Year 2017 budget is an increase of 0.1% of the Fiscal Year 2016 revised budget of $2.4 million and there is an average decrease of 18.1% 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 $1,057,000 in Fiscal Year 2017, 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 gas and electric utility property valuations. The calculated difference is required to establish the General Property Tax Equivalents which is 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 $902,000 estimate for Fiscal Year 2017, approximately $609,000 will remain in the City's general fund for maintenance of the right-of-way and operational costs associated with Fire Station #4. The remaining $293,000 is for recurring capital improvement projects (CIP) in the right of way. 104 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 permit/license fees (state regulated), sign permits, burial permits, animal licensing and some miscellaneous fees. Fiscal Year 2017 budget for Licenses and Permits is estimated at $2.5 million. The Fiscal Year 2017 revenue is an increase of 9.6% of the Fiscal Year 2016 revised budget of $2.2 million and there is an average increase of 14.3% over the last five years. These increases 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 Fiscal Year 2016. 4. Use of Money & Property - This revenue source consists of interest income and rents and is budgeted at $707,000 for Fiscal Year 2017. The Fiscal Year 2017 budget is an increase of 27.0% of the Fiscal Year 2016 revised budget of $557,000; however, there is an average decrease of 6.6% over the last five years. The increase from the Fiscal Year 2016 estimate is from an increase in estimated interest income; the average decrease over the last five years is a result of moving of transit operations into an enterprise fund in Fiscal Year 2013. 5. Intergovernmental - This revenue category includes state and federal grants, 28-E agreements, and contracts with local governmental entities. Intergovernmental revenue is budgeted at $3.6 million in Fiscal Year 2017. The Fiscal Year 2017 budget is a decrease of 4.7% of the Fiscal Year 2016 revised budget of $3.8 million and there is an average decrease of 3.6% over the last five years. The decrease from the Fiscal Year 2016 amount is from estimates in the property tax credits from property tax backfill from the state and the average decrease is a result of moving the transit operations into an enterprise fund in Fiscal Year 2013. 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 $1.75 million in Fiscal Year 2017, 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 and into the capital projects fund as reimbursements for a percentage of Fire capital assets. 1141.7 6. Charcies for Fees and Services - These revenues are for direct fees and charges for the use of a City service, facility, or program. Divisions with fee-based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Building Inspection Services, Animal Care, and Cemetery services. Charges for Fees and Services are budgeted at $1.4 million in Fiscal Year 2017. The Fiscal Year 2017 revenue is an increase of 6.3% of the Fiscal Year 2016 revised budget of $1.3 million; however, there is an average decrease of 9.1 % over the last five years. The increase from the Fiscal Year 2016 estimate is due to the increase in the estimates in the building and development fees; the average decrease is from moving the transit operations into an enterprise fund in Fiscal Year 2013. 7. Miscellaneous - Miscellaneous revenue is budgeted at $5.5 million in Fiscal Year 2017. This category includes a variety of revenue sources, including parking fines ($370,000), magistrate court fines and surcharges related to code enforcement ($301,000) and library fines ($160,000). Also included within this category are internal chargebacks of $3.8 million to the City's capital project funds and proprietary funds for services rendered by administrative divisions. The Fiscal Year 2017 revenue is an increase of 10.2% of the Fiscal Year 2016 revised budget of $5.0 million and there is an average increase of 5.0% over the last five years. The increase from the Fiscal Year 2016 and the average increase amounts are due to the administrative chargebacks for the Transportation & Resources Management Administration division that are starting in Fiscal Year 2017 and the Engineering Division 110 FY2015 FY2016 FY2017 FY2018 Intergovernmental Funding Actual Revised Budget Projected Local Governmental: 28E Agreements Coralville, Johnson County & Other Governments -Animal Services $ 234,105 $ 218,550 $ 225,985 $ 225,985 IC Comm. Schools - Mercer Pool 98,250 91,633 99,000 99,000 County, Univ Heights, Hills -Library 435,601 466,491 456,441 456,441 JohnsonCounty- SeniorCenter 59,224 59,224 59,224 59,224 Downtown District - Police Department 10,000 10,000 10,000 10,000 University Heights - Fire Department - 30,000 30,000 Local Governmental Revenue: 837,180 845,898 880,650 880,650 State Revenue: Public Safety Grants 186,715 194,103 233,640 233,640 University of Iowa - Fire Protection 1,330,770 1,397,715 1,375,000 1,375,000 Operating Grants 84,126 90,067 89,743 89,743 Property Tax Credits 681,436 1,256,102 991,860 991,860 Other State Grants 14,650 - - - State Disaster Assistance 28,553 - - - Total State Revenue: 2,326,250 2,937,987 2,690,243 2,690,243 Federal Revenue: Public Safety Grants 130,575 17,374 50,398 50,398 FEMA Assistance / Reimbursements 225,055 - - - Total Federal Revenue: 355,630 17,374 50,398 50,398 Total -Intergovernmental Funding: $3,519,060 $3,801,259 $3,621,291 $3,621,291 6. Charcies for Fees and Services - These revenues are for direct fees and charges for the use of a City service, facility, or program. Divisions with fee-based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Building Inspection Services, Animal Care, and Cemetery services. Charges for Fees and Services are budgeted at $1.4 million in Fiscal Year 2017. The Fiscal Year 2017 revenue is an increase of 6.3% of the Fiscal Year 2016 revised budget of $1.3 million; however, there is an average decrease of 9.1 % over the last five years. The increase from the Fiscal Year 2016 estimate is due to the increase in the estimates in the building and development fees; the average decrease is from moving the transit operations into an enterprise fund in Fiscal Year 2013. 7. Miscellaneous - Miscellaneous revenue is budgeted at $5.5 million in Fiscal Year 2017. This category includes a variety of revenue sources, including parking fines ($370,000), magistrate court fines and surcharges related to code enforcement ($301,000) and library fines ($160,000). Also included within this category are internal chargebacks of $3.8 million to the City's capital project funds and proprietary funds for services rendered by administrative divisions. The Fiscal Year 2017 revenue is an increase of 10.2% of the Fiscal Year 2016 revised budget of $5.0 million and there is an average increase of 5.0% over the last five years. The increase from the Fiscal Year 2016 and the average increase amounts are due to the administrative chargebacks for the Transportation & Resources Management Administration division that are starting in Fiscal Year 2017 and the Engineering Division 110 that are starting in Fiscal Year 2016. 8. Other Financing Sources — Other financing sources include a limited number of special transactions that are used to account for non-operating revenues/receipts such as the proceeds from a loan or the sale of an asset. Other Financing Sources are budgeted at $1.6 million in Fiscal Year 2017, which is a decrease of 51.9% from the revised budget in Fiscal Year 2016 of $3.4 million. The decrease is from an approximate $2.1 million that is from the sale of assets for homes in the UniverCity program. The UniverCity activity is budgeted at $1.4 million in Fiscal Year 2017, which consists of the proceeds from the sale of assets ($720,000) and loan proceeds from financial institutions ($720,000). There is an average increase of 42.1% over the last five years. The change is from moving the UniverCity program activity into the General Fund in Fiscal Year 2013. 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 and expenditures. The category is budgeted at $9.9 million in Fiscal Year 2017. B. General Fund Expenditures Expenditures & 2075 2016 2017 2018 Transfers Out Actual Revised Budget Projected Personnel $ 34,881,306 $ 37,379,754 $ 38,928,219 $ 40,096,066 SeMces 8,534,211 9,169,920 9,348,949 9,591,528 Supplies 1,272,811 1,486,970 1,490,298 1,520,104 Capital Outlay 3,477,841 2,967,679 2,738,988 2,408,960 Debt Service 1,154,500 2,800,000 720,000 720,000 Contingency - 311,285 391,000 403,260 Sub -total Expenditures: 49,320,669 54,115,608 53,617,454 54,739,918 Transfers Out 6,823,285 22,291,656 13,388,527 5,041,777 Total Expenditures & $ 56,143,954 $ 76,407,264 $ 67,005,981 $ 59,781,695 Transfers Out run Expenditures (excluding Transfers Out) Supplies 3% at Outlay 5% Service 1% mcy 1. Personnel - Personnel costs account for approximately 72.6% of budgeted expenditures (excluding transfers out) within the General Fund in Fiscal Year 2017. Employee benefit costs are discussed in greater detail in this document's transmittal letter. 2. Services - Expenditures for services are budgeted at $9.3 million in Fiscal Year 2017. Initial projections were based on Fiscal Year 2015 actual expenditures and projected at 1.78% 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 each year, based on specific operating plans and projects, claims/loss history, trend analysis, and operations -specific needs, each year. 1141.1 The Services category also includes funding for 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: $350,000 Aid to Human Service Agencies $363,900 Community Event/ Program Funding $264,346 ICCVB — Community / Economic Development Assistance $100,000 Economic Development Assistance 3. Supplies - Supplies consist primarily of commodities that are consumed or depleted, such as office and cleaning supplies, vehicle fuel and materials for repair and maintenance of buildings, streets, and equipment. Expenditures for supplies are budgeted at $1.5 million in Fiscal Year 2017. Individual items under $5,000 which is in line with the capitalization threshold utilized in the comprehensive annual financial report. 4. Capital Outlay — The general fund capital outlay is budgeted at $2.7 million in Fiscal Year 2017 and includes police vehicle replacements, library materials, operating equipment, UniverCity Properties, and building maintenance and improvements of $5,000 or greater. 5. Debt Service - This category is budgeted at $720,000 in Fiscal Year 2017. 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 (.75%) of general fund expenditures (excluding transfers) - approximately $391,000 in Fiscal Year 2017. 7. Transfers Out - This category is budgeted at $13.4 million in Fiscal Year 2016. The majority of transfers out is the result of local option sales tax funds of $8.3 million to capital projects fund for the Iowa City Gateway Project (Dubuque Street) and transit property taxes of $3.3 million that is transferring into the transit fund. 1DF] 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 total revenues and transfers in, with a ceiling of thirty percent (301/6). 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 Fiscal Year 2013, $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 Fiscal Year 2014 and Fiscal Year 2015, $1.7 million and $1.3 million, respectively, of the unassigned balance was used to transfer into the City's Emergency fund. Also, $1.7 million in Fiscal Year 2016 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 October/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 FY2016 $ 11,380,173 $ 15,661,322 (4,281,149) 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) 110 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 & Resource Management Sub -Total Expenditures Transfers Out: Capital Project Fund GO Bond Abatement 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 Revenues & Transfers In *Fund Balance is Cash Balance for July 1, 2013 City of Iowa City General Fund (1000 - 1023) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 46,294,999 $ 44,499,871 $ 47,793,327 $ 49,045,399 $ 33,662,241 $ 26,034,985 $ 27,937,740 $ 28,437,600 $ 29,419,594 $ 29,804,437 $ 31,736,715 $ 31,736,715 1,897 2,626 1,937 - - - 10,536,839 2,947,501 2,487,767 2,428,855 2,430,720 2,430,720 1,777,267 1,659,843 1,805,901 2,235,526 2,450,882 2,450,882 619,227 647,032 800,227 556,656 706,673 706,673 2,661,403 2,789,683 3,519,060 3,801,259 3,621,291 3,621,291 1,469,628 1,357,363 1,509,496 1,277,691 1,358,601 1,358,601 4,484,836 4,502,885 4,446,754 5,024,152 5,542,649 5,578,972 1,451,159 5,565,082 2,762,834 3,427,613 1,647,295 1,647,295 50,939,996 47,909,615 46,753,570 48,556,189 49,494,826 49,531,149 9,339,373 10,870,809 10,642,456 12,467,917 9,883,899 9,862,328 9,339,373 10,870,809 10,642,456 12,467,917 9,883,899 9,862,328 $ 60,279,369 $ 58,780,424 $ 57,396,026 $ 61,024,106 $ 59,378,725 $ 59,393,477 $ 103,002 $ 123,298 $ 97,273 $ 121,412 $ 109,426 $ 112,171 489,167 533,845 518,724 576,888 536,351 611,768 654,800 676,519 690,901 712,939 738,002 759,683 1,468,756 1,500,672 1,805,223 2,339,031 2,497,542 2,514,786 3,568,749 3,475,824 3,751,801 4,057,257 4,243,949 4,349,374 11,443,807 12,248,973 12,389,622 13,015,803 13,313,328 13,649,571 7,093,507 7,401,786 7,598,771 7,795,901 7,876,883 8,113,583 7,168,745 7,382,727 7,628,887 8,192,788 8,004,337 8,166,708 5,692,845 5,877,520 5,908,777 6,280,211 6,270,757 6,450,800 840,519 825,124 834,813 937,254 954,090 936,626 4,725,280 8,597,166 6,958,307 8,333,300 6,237,339 6,226,562 1,156,093 1,142,899 1,137,570 1,752,824 2,180,980 2,200,854 - - - - 654,470 647,432 44,405,272 49,786,353 49,320,669 54,115,608 53,617,454 54,739,918 8,269,562 769,848 1,605,164 16,805,554 9,795,644 1,433,049 266,650 158,624 195,537 160,052 60,052 60,052 209,729 190,470 187,489 219,996 187,825 203,670 - 1,656,058 1,338,516 1,704,205 - - 4,027,141 2,858,163 2,972,534 3,110,548 3,272,584 3,272,584 2,832,102 67,452 524,045 291,301 72,422 72,422 1,954,435 - - - - - 17,559,619 5,700,615 6,823,285 22,291,656 13,388,527 5,041,777 $ 61,964,891 $ 55,486,968 $ 56,143,954 $ 76,407,264 $ 67,005,981 $ 59,781,695 $ 44,609,478 $ 47,793,327 $ 49,045,399 $ 33,662,241 $ 26,034,985 $ 25,646,767 (90,477) - - - - - (19,130) - - - - - 44,499,871 47,793,327 49,045,399 33,662,241 26,034,985 25,646,767 27,380,775 29,808,720 29,738,181 14,988,662 6,692,038 6,853,555 $ 17,119,096 $ 17,984,607 $ 19,307,218 $ 18,673,579 $ 19,342,947 $ 18,793,211 28% 31% 34% 31% 33% 32% IKE 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 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 Police Abandon Property Local Option Sales Tax Restricted (Unspent Bond Proceeds) Restricted (Develop/Constr Escrows) Total Assigned / Committed / Restricted: Unassigned: General Fund Ending Fund Balance 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 264,249 $ 653,297 $ 737,512 $ 788,254 $ 855,572 $ 920,811 383,431 - - - - - (1,968) (2,242) (4,087) - - - 108,578 143,824 185,242 132,164 194,586 232,008 76,977 - - - - - 33,633 33,709 33,835 - - - 7,636 1,546 362 131 131 131 - - - 153,804 128,804 133,804 - 1,656,058 2,994,574 4,698,779 4,698,779 4,698,779 - - 101,053 60,885 22,116 75,972 626,562 626,562 496,549 496,549 496,549 496,549 3,529 - - - - - 1,106 - - - - - 185,608 185,608 - - - - 23,437 23,437 23,437 23,437 23,437 23,437 1,212 $ 1,713,990 $ 3,321,799 $ 4,568,477 $ 6,354,003 $ 6,419,974 $ 6,581,491 $ 630,118 $ 528,507 $ 454,084 $ 316,072 $ 216,072 $ 216,072 - - 55,992 55,992 55,992 55,992 23,335,333 25,252,557 24,282,784 8,262,595 - - - 705,857 376,844 - - - 1,701,334 $ 25,666,785 $ 26,486,921 $ 25,169,704 $ 8,634,659 $ 272,064 $ 272,064 $ 27,380,775 $ 29,808,720 $ 29,738,181 $ 14,988,662 $ 6,692,038 $ 6,853,555 17,119,096 17,984,607 19,307,218 18,673,579 19,342,947 18,793,211 $ 44,499,871 $ 47,793,327 $ 49,045,399 $ 33,662,241 $ 26,034,985 $ 25,646,767 IBM City of Iowa City General Fund Revenues by Type 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Property Taxes Current Taxes $ 27,937,740 $ 28,437,600 $ 29,419,594 $ 29,804,437 $ 31,736,715 $ 31,736,715 Delinquent Property Taxes Delinquent Taxes 1,897 2,626 1,937 - - - Other City Taxes Other City Taxes 10,536,839 2,947,501 2,487,767 2,428,855 2,430,720 2,430,720 Licenses And Permits General Use Permits 71,396 82,747 99,658 80,686 99,747 99,747 Food & Liq Licenses 109,068 100,437 120,434 99,912 120,650 120,650 Professional License 18,190 16,610 18,704 16,610 18,660 18,660 Franchise Fees - - - 727,698 720,000 720,000 Misc Permits & Lic 3,310 4,195 5,870 4,195 4,600 4,600 Const Per & Ins Fees 1,553,320 1,427,856 1,537,002 1,280,144 1,463,225 1,463,225 Misc Lic & Permits 21,983 27,998 24,233 26,281 24,000 24,000 Use Of Money And Property Interest Revenues 240,017 201,307 298,894 102,177 236,746 236,746 Rents 341,012 418,631 462,939 431,454 436,163 436,163 Parking Ramp Revenue 17,035 - - - - - Royalties & Commiss 21,163 27,094 38,394 23,025 33,764 33,764 Intergovernmental Fed Intergovnt Rev 66,936 120,228 355,630 17,374 50,398 50,398 Property Tax Credits 57,528 72,550 681,435 1,256,102 991,860 991,860 State 28E Agreements 1,504,557 1,370,309 1,330,770 1,397,715 1,375,000 1,375,000 Operating Grants 76,694 90,067 84,126 90,067 89,743 89,743 Disaster Assistance 122,522 3,633 25,621 - - - Other State Grants 178,284 308,935 204,298 194,103 233,640 233,640 Local 28E Agreements 654,882 823,961 837,180 845,898 880,650 880,650 Charges For Fees And Services Building & Devlpmt 393,429 401,648 404,629 335,347 366,750 366,750 Police Services 269,023 88,193 226,621 31,335 44,121 44,121 Animal Care Services 8,873 9,230 9,945 10,000 10,000 10,000 Fire Services 10,529 8,573 11,404 7,500 9,000 9,000 Transit Fees - - 2,320 900 900 900 Culture & Recreation 728,364 768,033 741,912 805,961 812,093 812,093 Library Charges 57 46 39 - - - Misc Charges For Svc 53,188 44,802 62,998 49,810 62,527 62,527 Water Charges 5,869 6,094 5,511 6,094 5,510 5,510 Refuse Charges 296 574 77 574 100 100 Parking Charges - 30,170 44,040 30,170 47,600 47,600 Miscellaneous Code Enforcement 451,306 415,839 322,537 415,841 300,500 300,500 Parking Fines 420,040 315,419 365,522 315,419 370,000 370,000 Library Fines & Fees 182,418 175,666 166,785 175,666 160,000 160,000 Contrib & Donations 390,624 318,367 345,690 366,386 351,950 351,950 Printed Materials 38,874 45,674 45,320 43,136 44,326 44,326 Animal Adoption 10,620 9,557 12,912 11,060 13,000 13,000 Misc Merchandise 25,462 23,376 27,913 26,488 24,422 24,422 Intra -City Charges 2,585,123 2,847,665 2,758,448 3,177,414 3,830,867 3,888,330 Other Misc Revenue 379,356 350,343 401,023 491,763 446,980 425,840 Special Assessments 1,013 979 604 979 604 604 Other Financial Sources Sale Of Assets 549,549 1,683,887 1,383,359 2,969,982 813,389 813,389 Bonds - 1,000,000 - - - - Loans 901,610 2,881,195 1,379,475 457,631 833,906 833,906 Total Revenues $ 50,939,996 $ 47,909,615 $ 46,753,570 $ 48,556,189 $ 49,494,826 $ 49,531,149 113 City of Iowa City General Fund Expenditures by Department and Division 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected City Council City Attorney City Council $ 103,002 $ 123,298 $ 97,273 $ 121,412 $ 109,426 $ 112,171 City Clerk City Clerk 489,167 533,845 518,724 576,888 536,351 611,768 Citizen Police Review Board City Attorney City Attorney 654,800 676,519 690,901 712,939 738,002 759,683 City Manager City Manager 566,010 538,785 584,585 614,346 644,337 642,394 Communications Office 257,001 285,044 439,963 883,721 910,791 905,307 Human Resources 412,215 414,271 453,730 487,350 572,497 587,505 Human Rights 233,530 262,572 326,945 353,614 369,917 379,580 Finance Finance Administration 1,543,026 1,447,968 1,757,721 1,938,660 2,044,413 2,089,028 Accounting 785,592 764,176 710,865 780,698 801,385 824,329 Purchasing 283,274 309,725 327,709 335,165 365,299 375,826 Revenue 956,857 953,955 955,506 1,002,734 1,032,852 1,060,190 Police Police Administration 737,532 741,617 776,957 890,444 988,744 1,015,882 Police Administrative Services 1,712,112 1,820,848 1,715,223 2,060,451 1,981,159 2,039,853 Police Field Operations 8,994,163 9,686,508 9,897,442 10,064,908 10,344,025 10,593,836 Fire Fire Administration 791,222 758,093 734,520 950,136 926,478 961,198 Fire Emergency Operations 5,957,389 6,271,096 6,453,712 6,447,092 6,524,338 6,708,844 Fire Prevention 185,249 191,601 243,664 209,300 219,961 225,889 Fire Training 159,647 180,996 166,875 189,373 206,106 217,651 Parks and Recreation Park and Rec Admin 797,858 760,043 1,233,412 1,018,733 1,126,181 1,154,824 Recreation 2,870,350 2,852,525 2,888,434 3,037,900 3,159,740 3,224,379 Park Maintenance 3,184,891 3,452,490 3,186,281 3,782,398 3,361,642 3,420,802 Cemetery Operations 315,647 317,669 320,760 353,757 356,774 366,702 Library Library Operations 5,560,202 5,767,401 5,731,114 6,105,382 6,077,106 6,251,339 Library Foundation Office 132,644 110,119 177,663 174,829 193,651 199,461 Senior Center Senior Center 840,519 825,124 834,813 937,254 954,090 936,626 Neighborhood & Dvlpmt Services Neighborhood & Dvlpmt Admin 544,553 614,051 454,015 603,824 599,735 489,261 Neighborhood Services 2,601,543 6,079,302 4,289,283 5,251,049 3,316,417 3,356,247 Economic Development 588,884 810,266 931,813 1,078,932 951,723 972,186 Development Services 990,299 1,093,547 1,283,196 1,399,495 1,369,464 1,408,868 Public Works Public Works Administration 279,099 285,641 295,082 307,369 311,451 320,613 Engineering Services 876,994 857,258 842,488 1,445,455 1,869,529 1,880,242 Transportation & Resource Mgmt Administration - - - - 654,470 647,432 Total Expenditures: $ 44,405,272 $ 49,786,353 $ 49,320,669 $ 54,115,608 $ 53,617,454 $ 54,739,918 IREI 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. Outside printing was reduced by $1,000, as printing welcome letters for University of Iowa incoming freshmen has been less expensive than was projected. 115 FY2015 FY2016 FY2017 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. Outside printing was reduced by $1,000, as printing welcome letters for University of Iowa incoming freshmen has been less expensive than was projected. 115 City of Iowa City Activitv Summar Activity: City Council (110100) Division: City Council (110100) Fund: General (1000) Department: City Council 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 102,334 $ 121,449 $ 97,273 $ 121,412 $ 109.426 $ 112,171 Miscellaneous Other Misc Revenue 668 1,849 Total Revenues $ 103,002 $ 123,298 $ 97,273 $ 121,412 $ 109.426 $ 112,171 Expenditures: Personnel $ 54,364 $ 54,515 $ 54,515 $ 55,451 $ 55,672 $ 57,342 Services 46,952 66,844 40,682 58,899 49,246 50,231 Supplies 1,685 1,939 2,076 7,062 4,508 4,598 Total Expenditures $ 103,002 $ 123,298 $ 97,273 $ 121,412 $ 109,426 $ 112,171 Personnel Services - FTE 2013 2014 2015 2016 2017 City Council 7.00 7.00 7.00 7.00 7.00 Total Personnel 7.00 7.00 7.00 7.00 7.00 Cy11WYdIAall :/ 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. In addition, the Clerk's office provides service to Boards and Commissions by announcing and publishing vacancies; monitoring applications and appointments; notifying applicants and updating the City website of members. The office provides staff support to the Community Police Review Board (CPRB), which was formed based on a community initiative and 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 the community's views on the policies, practices and procedures of the Iowa City Police Department. HIGHLIGHTS Recent Accomplishments: • Continued conversion of microfilm to Laserfiche for 1853-1976 meeting folders • Indexing 1980 meeting folders including OCR'ing and organizing records for quicker public retrieval Upcoming Challenges: • Agenda Management software • Board and Commission online application process and submittal • Ongoing updates of on the older sections of Oakland Cemetery; issuance of electronic deeds Staffing: rffirn FY2015 FY2016 FY2017 Total FTE's 4.00 4.00 4.00 rffirn Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 service expenditures are estimated to decrease $60,180 or 43% from fiscal year 2016, which included funds to cover the costs for the City's biennial election. Capital Outlay expenditures include funds to cover the costs for the purchase of agenda management software. `sM GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal/Objective: Performance Measures: Healthy Neighborhoods, A Strong Urban Core, Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing Provide support to the City Council, City staff, and individuals to implement strategic plan. Strategic Plan Goal: Healthy Neighborhoods & A Strong Urban Core Department Goal/Objective: 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. Performance Measures: CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 Ordinances & Resolutions Received New New New and Finalized (including attached 560 439 584 408 485 documents e.g. Contracts Measure Measure Measure Hours Processing Initiatives and New New New 238 N/A Referendum Petitions Measure Measure Measure New New New Legal Publications Published 489 433 measure Measure measure Council Meeting and Information New New New 111 116 Packets Distributed Measure Measure Measure Strategic Plan Goal: Healthy Neighborhoods & A Strong Urban Core Department Goal/Objective: 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. Performance Measures: Strategic Plan Goal: Enhanced Communication and Marketing Department Goal/Objective: Provide support to the City Council, City staff, and individuals to 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. 119 CY 2010 1 CY 2011 CY 2012 CY 2013 1 CY 2014 Number of Licenses and Permits New New New 772 769 Processed Measure Measure Measure Board & Commission Applications New New New 64 102 Processed Measure Measure Measure Strategic Plan Goal: Enhanced Communication and Marketing Department Goal/Objective: Provide support to the City Council, City staff, and individuals to 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. 119 Performance Measures: 120 CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 Number of Committees/ Commissions Meetings Staffed New New New (Diversity, Charter Review, Citizens 20 53 Measure Measure Measure Police Review Board, Senior Services Number of folders converted from New New New New 102 microfilm Measure Measure Measure Measure Number of Images converted from New New New New 26,082 microlfim Measure Measure Measure Measure Number of Images Electronically New New New Archived (JC Recorder and Project 14,005 3,449 measure Measure measure Files Number of Board and Commission New New New 173 201 Meeting Packets Archived I Measure 1 Measure Measure 120 City of Iowa City Activitv Summar Activity: City Clerk (120100) Division: City Clerk (120100) (120200) Fund: General (1000) Department: City Clerk Fund: General (1000) Department: City Clerk 2013 2014 2015 2016 2017 2018 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: Revenues: General Revenues Subsidy $ 453,793 $ 490,850 $ 472,060 $ 537,297 $ 497,630 $ 572,914 Licenses And Pennits Total Revenues $ 4,233 $ 9,857 $ 14,363 $ 6,810 Professional License Expenditures: 15,335 13,825 16,044 13,825 16,000 16,000 Miscellaneous Personnel $ - $ 585 $ - $ - Code Enforcement Services 4,200 5,990 3,233 5,990 3,000 3,000 Other Misc Revenue Total Expenditures 11,512 13,266 12,972 $ 12,966 13,000 13,000 Pnnted Materials 94 57 52 50 50 Total Revenues $ 484,934 $ 523,988 $ 504,361 $ 570,078 $ 529,680 $ 604,964 Expenditures: Personnel $ 407,730 $ 411,831 $ 418,089 $ 423,761 $ 438,041 $ 451,182 Services 69,291 105,929 82,973 139,873 79,694 151,288 Supplies 7,913 6,228 3,299 6,444 2,445 2,494 Capital Outlay 9,500 Total Expenditures $ 484,934 $ 523,988 $ 504,361 $ 570,078 $ 529,680 $ 604,964 Personnel Services - FTE 2013 2014 2015 2016 2017 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 Capital Outlay 2016 2017 Software $ - $ 9,500 Total Capital Outlay $ - $ 9,500 Activity Summary Community Police Review Board Division: City Clerk (120200) Fund: General (1000) Department: City Clerk 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 4,233 $ 9,857 $ 14,363 $ 6,810 $ 6,671 $ 6,804 Total Revenues $ 4,233 $ 9,857 $ 14,363 $ 6,810 $ 6,671 $ 6,804 Expenditures: Personnel $ - $ 585 $ - $ - $ - $ - Services 4,233 9,272 14,363 6,810 6,671 6,804 Total Expenditures $ 4,233 $ 9,857 $ 14,363 $ 6,810 $ 6,671 $ 6,804 121 CITY ATTORNEY 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: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 intra -city charges are estimated to decrease $38,940 or 45% from fiscal year 2016 that is a result of the City Attorney budget now being included as part of the administrative chargeback to the enterprise funds that is recorded in Finance Administration. IPA FY2015 FY2016 FY2017 Total FTE's 5.60 5.50 5.50 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 intra -city charges are estimated to decrease $38,940 or 45% from fiscal year 2016 that is a result of the City Attorney budget now being included as part of the administrative chargeback to the enterprise funds that is recorded in Finance Administration. IPA 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 professional legal advice and representation to the City Council, City Manager, Department Directors and Staff and City Assessor. Strategic Plan Goal Department Goal/Objective: Performance 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 CY 2014 Ordinances & Resolutions Approved 378 469 462 366 326 (including attached documents 560 439 584 408 485 e.g. Contracts 32 47 Public Meetings of City Council, Measure Measure measure New New New Boards and Commissions Staffed by 90 122 Measure Measure Measure Cit Attorney's Office Cases in State and Federal Courts New New New 51 44 and Administrative Agencies Measure I Measure I Measure Strategic Plan Goal Department Goal/Objective: Performance Measures: Healthy Neighborhoods & A Strong Urban Core Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority. Strategic Plan Goal Department Goal/Objective: Performance Measures: Healthy Neighborhoods Professional handling of acquisition and purchases of homes in programs endorsed by City Council (e.q. UniverCity and flood buyout). 123 CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 Prosecution of Simple Misdemeanors 378 469 462 366 326 New New New Municipal Infraction Trials 32 47 Measure Measure measure New New New Housing Authority Hearings 50 43 Measure Measure Measure Strategic Plan Goal Department Goal/Objective: Performance Measures: Healthy Neighborhoods Professional handling of acquisition and purchases of homes in programs endorsed by City Council (e.q. UniverCity and flood buyout). 123 City of Iowa City Activitv Surninan Activity: City Attorney (130100) Division: City Attorney (130100) 2013 2014 2015 2016 2017 Administrative Secretary 1.00 Fund: General (1000) Department: City Attorney 1.00 1.00 2013 2014 2.00 2015 2.00 2016 1.50 2017 2018 0.60 0.60 Actual Actual First Asst City Attorney Actual 1.00 Revised 1.00 Budget Prosection Revenues: 1.00 1.00 1.00 1.00 Total Personnel 5.60 5.60 5.60 5.50 5.50 General Revenues Subsidy $ 554,601 $ 591,999 $ 599,489 $ 625,095 $ 689,347 $ 710,328 Miscellaneous Code Enforcement 612 764 858 764 800 800 Intra -City Charges 96,430 82,271 89,409 85,595 46,655 47,355 Other Misc Revenue 3,157 1,485 1,145 1,485 1,200 1,200 Pnnted Materials - 44 150 - 100 100 Other Financial Sources Sale Of Assets 5 Total Revenues $ 654,800 $ 676,563 $ 691,051 $ 712,939 $ 738,102 $ 759,783 Expenditures: Personnel $ 618,798 $ 636,717 $ 647,802 $ 671,398 $ 692,118 $ 712,882 Services 28,634 32,902 32,214 33,813 37,650 38,403 Supplies 7,368 6,900 10,885 7,728 8,234 8,399 Total Expenditures $ 654,800 $ 676,519 $ 690,901 $ 712,939 $ 738,002 $ 759,683 Personnel Services - FTE 2013 2014 2015 2016 2017 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 5.50 124 IN II va AJe1► FAC] ACj 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 three divisions within the department: the Communications Office, Human Resources, and Human Rights. Staffing: Staffing Level Change Summary: The Administrative Analyst position was upgraded to an Assistant to the City Manager and is reflected in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. 125 FY2015 FY2016 FY2017 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: The Administrative Analyst position was upgraded to an Assistant to the City Manager and is reflected in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. 125 Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $45,480 or 9% from fiscal year 2016. This is due to an increase in permanent full-time personnel expenditures through a staff promotion and an due to an increase of $15,000 in temporary staff expenditures for a management intern. Health insurance premiums also increased by 17% for fiscal year 2017. IP41 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: Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Strategic Plan Report Updates ,Wf.141MtW`4111EtW`411MWW 141MWW 141E Enhanced Communication and Marketing Keep the City Council informed with the City's accomplishments and future plans that further the strategic plan goals. 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. Goal CY 2010 CY 2011 1 CY 2012 CY 2013 CY 2014 New New 3 3 3 3* Measure Measure *includes adoption of the 2014-15 strategic plan Strategic Plan Goal: Strategic Economic Development Activities & Enhanced Communication and Marketing Department Goal: Enhance community relations to encourage cooperative projects to help improve residents' lives in the community. Department Objective: Engage with local community and economic development organizations to develop collaborative relationships to coordinate service delivery and foster economic development. 127 Performance Measures: United Way and Iowa City Area Development Group (ICAD) Functions Attended Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 New New New New New 40 69 67 46 Measure Measure Inclusivity; Healthy Neighborhoods Encourage the development of affordable and workforce housing units 10% of residential units in City-incented projects devoted to affordable housing (new measure) Affordable and workforce housing units created CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 NewNew New New New New 12 Measure Measure 128 City of Iowa City Activitv Surninan Activity: City Manager (210100) Fund: General (1000) Division: City Manager (210100) Department: City Manager 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 565,510 $ 538,622 $ 584,071 $ 612,683 $ 643,837 $ 641,894 Licenses And Pennits Pamde/Assembly Permit Fee Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Adm Assistant To City Manager Administrative Analyst Assistant To The City Manager Asst City Manager City Manager Total Personnel 1,500 500 163 514 163 500 500 $ 566,010 $ 538,785 $ 584,585 $ 614,346 $ 644,337 $ 642,394 $ 445,186 $ 464,084 $ 491,640 $ 511,533 $ 557,017 $ 573,728 118,598 73,449 91,316 100,838 85,676 66,990 576 1,252 1,629 1,975 1,644 1,677 $ 566,010 $ 538,785 $ 584,585 $ 614,346 $ 644,337 $ 642,394 2013 2014 2015 2016 2017 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 3.00 3.00 3.00 3.00 IRM 1619]JiIkh[1101167A1[0]01RY97aaMa Communications Office 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 city and community events, actively participates in local events to engage with the public and provide information about the city, 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 and provides direction, support and creative services to the Parks and Recreation Department and their Customer Engagement Program Supervisor. 1*191raL%ruhTPdT1rF=* I Administration oversees Cable office operations, monitors cable franchise agreement compliance, provides a complaint resolution service for subscribers 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 staff produces local government and community video programming including public meetings and presentations, regularly featuring 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, as well as providing weekly and monthly news features that provide information on Iowa City events. 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 are used to purchase equipment and supplies, including computer hardware and software. 130 HIGHLIGHTS The Cable TV office was merged into the Communications Office last year. This allowed the Communications Office to have primary oversight of City -produced news, streamlining our news coordination efforts and reducing overlap and expenses. The Cable TV operations were previously accounted for in an Enterprise fund but were transferred to the General Fund in fiscal year 2016. Recent Accomplishments: • Launch of a redesigned website that is streamlined, user-friendly and intuitive. The new website gives individual departments and divisions ownership and responsibility for their own pages so that information is reviewed and kept current by responsible and dedicated staff. • New web pages are now ADA -compliant and offer Google Translate, increasing access to public information for numerous populations. • Website training and documentation for staff was completed in all departments and divisions. • Expansion of Laserfiche software offers improved public access to City documents • Implementation of Govdelivery, and e -subscription service which provides a low-cost system utilized by several government entities to disseminate information via media releases and calendar postings. • Launch of a public relations campaign, "We Love Iowa City" with participation in several public events: RAGBRAI, Iowa Arts Festival, and Jazz Fest, where staff helped coordinate Downtown efforts and/or set up information tables to share information with the public and distribute City of Iowa City promotional items. • Collaboration and cohesiveness with local partner organizations, such as the Chamber of Commerce, Iowa City Convention and Visitors Bureau, the Downtown Association, ICAD, the Iowa City Community School District, and sister municipalities. • Transition of Parks & Recreation monthly newsletter, the "Park Bench," to an e -newsletter . • Implementation and expansion of a new social media tool, Nextdoor, geared specifically to neighborhoods. • Support for a successful ribbon -cutting and grand opening ceremony for the new Animal Care and Adoption Center through preparation of media releases, signage and print pieces. • Ongoing support of numerous Wellness Committee activities: blog maintenance, promotional flyers, and events planning. • Coordination of promotional efforts with Sustainability Coordinator to keep public informed of City efforts. • Increased volume of information being released through media releases and social media posts. • Establishing successful partnerships with new media staff at Parks and Recreation Department and Cable Division. • Creation of weekly Iowa City Update program on Cable TV, which offers news of upcoming events. In • Addition of bilingual staff for improved customer service at the City Hall Information Desk. • In January 2015, the Cable TV Office assisted the Iowa City Telecommunications Commission with the development, distribution, and reporting of a community survey on public perceptions of local cable access channels. The survey included questions to gauge the awareness of the channels and their programming, to learn of the public's preferences for programming types and methods for viewing, and to measure the public's perception of value of the access channels, including the impact of the presence of these local channels on choosing a video provider. The survey results are being used by many of the local access channels to develop strategies to improve the services provided to the community and the awareness of programming content. • Also in 2015, the Cable TV Office introduced a weekly news and information program entitled "Iowa City Update" as one of its efforts to contribute to the overall enhanced communications goals of the City. The short -format series has been designed to present timely information to residents regarding upcoming City events and activities, newly available programs and initiatives, and more. Upcoming Challenges: • Creating a cohesive communications program in which the six communications specialists from the Communications / Cable Office, Public Library and Parks and Recreation. Department work in partnership to organize and streamline our communications efforts. • Continuing to grow our outreach and engagement with the University and other diverse groups. Producing local programming in new ways to make the finished content more accessible to the public. This requires creative solutions for distributing programs through multiple and new outlets to stay current with viewing trends. Increased promotion of this material is also a key element required to elevate the potential for public awareness. As the Cable TV Office continues to strengthen its connection within the Communications Office, it will be important to work together to develop strategies for maximizing the potential for engaging the residents of Iowa City through the distribution of news and information across multiple platforms. Staffing: Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. 132 FY2015 FY2016 FY2017 Total FTE's 3.00 7.50 7.50 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. 132 Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 Communications Office supplies expenditures are estimated to increase $40,950 or 258% from fiscal year 2016. The increase is from the annual costs for various software packages, which includes all of the City's Laserfiche software costs. 133 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 FY 2015 Programming promoting downtown 25 34 42 54 53 activities and organizations Programming promoting general City 125 142 160 150 176 initiatives, projects, and public input Note: Includes full-length and short programs, public service announcements, & program segments 134 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 New New Twitter 574 2,742 4,557 Measure Measure New New Facebook 520 1,191 2,414 Measure Measure Media release activity 706 751 813 826 769 New New New New E -subscriptions 6,883 measure I measure I measure I measure Video Programming FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Programming promoting downtown 25 34 42 54 53 activities and organizations Programming promoting general City 125 142 160 150 176 initiatives, projects, and public input Note: Includes full-length and short programs, public service announcements, & program segments 134 City of Iowa City Activitv Surninan Activity: Communications Office Division: Communications Office (210200) (210200) 2015 2016 2017 Communications Assistant - 1.00 1.00 Fund: General (1000) Department: City Manager 1.00 Communications Coordinator 2013 2014 1.00 2015 Document Services Supv 2016 - 2017 2018 - Digital Communications Spec Actual Actual 1.00 Actual Sr. Document Specialist Revised Budget Prosection Revenues: Total Personnel 2.00 3.00 3.00 3.00 3.00 Capital Outlay 2016 General Revenues Subsidy $ 257,001 $ 285,044 $ 439,926 $ 425,768 $ 432,479 $ 444,249 Total Revenues $ 257,001 $ 285,044 $ 439,926 $ 425,768 $ 432,479 $ 444,249 Expenditures: Personnel $ 239,874 $ 256,834 $ 271,318 $ 289,113 $ 312,085 $ 321,448 Services 14,942 26,539 88,781 61,770 63,579 64,851 Supplies 2,186 1,671 13,608 15,870 56,815 57,951 Capital Outlay 66,219 59,015 Total Expenditures $ 257,001 $ 285,044 $ 439,926 $ 425,768 $ 432,479 $ 444,249 Personnel Services - FTE 2013 2014 2015 2016 2017 Communications Assistant - 1.00 1.00 1.00 1.00 Communications Coordinator - 1.00 1.00 1.00 1.00 Document Services Supv 1.00 - - - - Digital Communications Spec - 1.00 1.00 1.00 1.00 Sr. Document Specialist 1.00 Total Personnel 2.00 3.00 3.00 3.00 3.00 Capital Outlay 2016 2017 Office Equipment $ 3,300 $ - SoRv✓are 55,715 Total Capital Outlay $ 59,015 $ - 11931 City of Iowa City Activitv Surninan Activity: Cable Administration (210510) Division: Communications Office (210200) Fund: General Fund (1000) Department: City Manager 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Supplies 9,564 5,982 Licenses And Permits Total Expenditures $ - $ - $ 37 $ 424,153 $ 443,312 $ Franchise Fees $ - $ - $ - $ 727,698 $ 720,000 $ 720,000 Use Of Money And Property 2014 2015 2016 2017 Interest Revenues - - - 835 - - Miscellaneous - - 1.00 1.00 - $ Other Misc Revenue 144 144 144 Total Revenues $ - $ - $ - $ 728,677 $ 720,144 $ 720,144 Expenditures: Fund: Personnel $ - $ - $ - $ 364,137 $ 387,890 $ 399,527 Services - - 37 50,452 49,440 50,429 Supplies 9,564 5,982 6,102 Total Expenditures $ - $ - $ 37 $ 424,153 $ 443,312 $ 456,057 Budget Projected Personnel Services - FTE 2013 2014 2015 2016 2017 Clerical Assistant - Cable T.V. - - - 0.50 0.50 Communications Tech - Cable - - - 1.00 1.00 - $ Media Production Service Coordinator - - - 1.00 1.00 $ Production Asst - Cable T.V. - - - 1.00 1.00 $ Special Projects Asst - Cable 1.00 1.00 10,000 Total Personnel - - - 4.50 4.50 Expenditures: Activitv Summa Activity: Cable Reserves (210520) Division: Communications Office (210200) Fund: Cable Replacement Reserves (1007) Department: City Manager 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Transfer In: Transfer -In from Cable Operations $ - $ - $ - $ 10,000 $ 10,000 $ 10,000 Total Transfer In $ - $ - $ - $ 10,000 $ 10,000 $ 10,000 Expenditures: Capital Outlay $ - $ - $ - $ 33,800 $ 35,000 $ 5,000 Total Expenditures $ - $ - $ - $ 33,800 $ 35,000 $ 5,000 Capital Outlay 2016 2017 Video Production Equipment $ 33,800 $ 35,000 Total Capital Outlay $ 33,800 $ 35,000 11911 :01ky,F1►Iall *Y6lUalM*I The Human Resources Division provides quality, comprehensive Human Resources services to the City of Iowa City and its employees with integrity, responsiveness, and sensitivity to the employees of the City and other 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 Police Department promotional testing resulting in certified promotional lists for the ranks of Sergeant, Lieutenant, and Captain in compliance with Chapter 400 of the Code of Iowa • Completed Fire Department promotional testing resulting in certified promotional lists for the ranks of Lieutenant, Captain, Battalion Chief, and Deputy Chief in compliance with Chapter 400 of the Code of Iowa • Completed mandatory biennial EEO -4 reporting • Implemented new seasonal employment staffing model to maintain compliance with ACA regulations • Implemented process for monitoring hours worked in regard to the measurement periods established by the ACA • Created additional informational materials for use in job fairs • Assisted Human Rights with coordination of City-wide mandatory diversity and privilege training for City staff • Negotiated voluntary five-year settlement with AFSCME labor union and reached a one —year agreement with the Police Labor Relations Organization through an arbitrator's award. • Provided leadership and oversight for an active Employee Wellness Committee. 137 Upcoming Challenges: • Continued compliance with ACA requirements including the first required filing of 1095 reports to employees and the IRS. • Negotiation of labor contract with Police union • Negotiation of labor contract with Fire union • Resurvey of employees as a result of updated EEO reporting guidelines Staffing: Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 services expenditures are estimated to increase $69,820 or 59% from fiscal year 2016. The increase is primarily due to moving the expenditures for attorney services for the collective bargaining process from the City Manager's budget to the Human Resources budget and due to costs added for promotional testing in the Police and Fire departments. 119I:I FY2015 FY2016 FY2017 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 services expenditures are estimated to increase $69,820 or 59% from fiscal year 2016. The increase is primarily due to moving the expenditures for attorney services for the collective bargaining process from the City Manager's budget to the Human Resources budget and due to costs added for promotional testing in the Police and Fire departments. 119I:I GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, applicable collective bargaining agreements and City policies. Department Objective: To employ effective and efficient recruitment practices in a cost-effective manner. Performance Measures: Averages FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Das to Fill Vacant Position 45.47 38.23 43.65 44.18 56.34 Advertising Expense per External Hire $241.10 $268.21 $240.62 $68.14 $119.41 Applicants per Hire 11.61 10.43 9.97 8.32 12.54 Note: Recruitment data does not include non -civilian Police and Fire Staff, Library employees, or Recreation program hourly staff. ;�&141[in to`-14Zf■<ef-141`Mto`-14Z[CA to`-14ZC! 139 City of Iowa City Activitv Surninan Activity: Human Resources (210300) Division: Human Resources (210300) 2013 2014 2015 2016 2017 Human Resources Administrator - Fund: General (1000) Department: City Manager 1.00 1.00 2013 2014 - 2015 1.00 2016 1.00 2017 2018 - 1.00 Actual Actual 1.00 Actual 1.00 Revised - Budget Prosection Revenues: Personnel Assistant 2.00 - - - - Personnel Generalist 1.00 General Revenues Subsidy $ 404,607 $ 396,119 $ 440,842 $ 487,041 $ 572,297 $ 587,305 Charges For Fees And Services Misc Charges For Svc 70 90 200 90 200 200 Intra -City Charges 7,538 17,843 12,653 - - - Other Misc Revenue 219 35 219 Total Revenues $ 412,215 $ 414,271 $ 453,730 $ 487,350 $ 572,497 $ 587,505 Expenditures: Personnel $ 289,562 $ 303,406 $ 317,036 $ 338,464 $ 355,838 $ 366,513 Services 114,312 87,037 106,390 117,604 187,423 191,171 Supplies 8,341 23,828 30,304 31,282 29,236 29,821 Total Expenditures $ 412,215 $ 414,271 $ 453,730 $ 487,350 $ 572,497 $ 587,505 Personnel Services - FTE 2013 2014 2015 2016 2017 Human Resources Administrator - 1.00 1.00 1.00 1.00 Human Resources Assistant - 1.00 1.00 1.00 1.00 Human Resources Generalist - 1.00 1.00 1.00 1.00 Personnel Administrator 1.00 - - - - Personnel Assistant 2.00 - - - - Personnel Generalist 1.00 Total Personnel 4.00 3.00 3.00 3.00 3.00 140 HUMAN RIGHTS The Human Rights Office receives, investigates and makes decisions on complaints alleging unlawful discrimination. The Office also provides trainings and presentations on civil rights and illegal discrimination to the public, local businesses and organizations. The Office cooperates with other agencies and organizations in the planning and conducting of programs to educate on civil and human rights and to address areas of concern to the community. In addition, the office prepares specialized materials including pamphlets, brochures and advertisements on civil rights, provides yearly specialized reports to state agencies, serves as staff to the Commission, and prepares the annual report for the Human Rights Commission. Trainings and continuing legal educations are attended throughout the year by staff to remain knowledgeable on relevant laws concerning civil rights and unlawful discrimination. The responsibilities of the Equity Director include but are not limited to: enforcement of the Contract Compliance Program; serving as an advisor to the City Manager on issues of equity, inclusion and diversity; implementing programming for City staff that promotes the goals of equity; liaison to City staff in promoting and measuring equity within City operations; publishing the quarterly diversity implementation updates and annual report on equity and providing training for City staff and board/commission members on matter of equity. HIGHLIGHTS Recent Accomplishments: • Publication of the second annual report on equity. • Mandatory diversity, oppression and privilege training for all permanent full-time City staff and Council members. • Professional training on how to conduct fair housing testing. • Joining the Government Alliance on Race & Equity. • Fair Lending Training to local bankers and lenders. Upcoming Challenges: • To provide ongoing outreach, training and opportunity to City staff to explore matters of diversity and inclusion in a continual yet cost effective manner. Staffing: Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. ies FY2015 FY2016 FY2017 Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. ies Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 services expenditures are estimated to increase $7,150 or 6% from fiscal year 2016. Increases in service expenditures include increases in professional diversity training, printing for outreach materials, costs to participate in GARE (Government Alliance on Race and Equity), and additional community outreach events. 142 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: To address the problem of discrimination through education, outreach, and enforcement. Department Objective: Enforce the Human Rights Ordinance by investigating and resolving complaints of discrimination. Performance Measures: Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing, Healthy Neighborhoods, & Making City More Inclusive To address the problem of discrimination through education, outreach, and enforcement. Respond to requests from civic organizations, businesses, and other entities for training and/or information regarding human rights, discrimination, and the functions of the department. FY 2011 1 FY 2012 FY 2013 FY 2014 1 FY 2015 New New New New New Complaints Filed Measure Measure Measure Measure Measure New New New New New Resolved Complaints Measure Measure Measure Measure Measure Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing, Healthy Neighborhoods, & Making City More Inclusive To address the problem of discrimination through education, outreach, and enforcement. Respond to requests from civic organizations, businesses, and other entities for training and/or information regarding human rights, discrimination, and the functions of the department. Strategic Plan Goal: Enhanced Communication and Marketing & Making City More Inclusive Department Goal: To foster inclusiveness and assist in making the City a more inclusive, welcoming place for all. Department Objective: To assist in increasing the diversity of membership on City Boards and Commissions through outreach and education efforts. Performance Measures: 143 FY 2011 I FY 2012 FY 2013 FY 2014 I FY 2015 New New New New New Number of Requests Measure Measure Measure Measure Measure New New New New New Requests Fulfilled Measure Measure Measure Measure Measure Strategic Plan Goal: Enhanced Communication and Marketing & Making City More Inclusive Department Goal: To foster inclusiveness and assist in making the City a more inclusive, welcoming place for all. Department Objective: To assist in increasing the diversity of membership on City Boards and Commissions through outreach and education efforts. Performance Measures: 143 144 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 New New New New New New Number of Outreach Efforts Measure Measure Measure Measure 144 City of Iowa City Activitv Surninan Activity: Human Rights (210400) Division: Human Rights (210400) Fund: General (1000) Department: City Manager 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 223,235 $ 250,937 $ 320,765 $ 349,764 $ 368,417 $ 378,080 Licenses And Pennits Misc Lic & Pennits 90 - 180 - - - Special Events 8,418 2,250 2,800 2,250 1,000 1,000 Contrib & Donations 100 100 - 100 - - OtherMiscRevenue 1,687 9,285 3,200 1,500 500 500 Total Revenues $ 233,530 $ 262,572 $ 326,945 $ 353,614 $ 369,917 $ 379,580 Expenditures: Personnel $ 195,609 $ 203,290 $ 210,661 $ 218,424 $ 226,451 $ 233,245 Services 33,519 53,516 108,008 129,199 136,348 139,075 Supplies 4,402 5,766 8,276 5,991 7,118 7,260 Total Expenditures $ 233,530 $ 262,572 $ 326,945 $ 353,614 $ 369,917 $ 379,580 Personnel Services - FTE 2013 2014 2015 2016 2017 Human Rights Coordinator 1.00 1.00 1.00 1.00 1.00 Human Rights Investigator 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 145 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. 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. IEW 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 Fiscal Year 2012 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. HIGHLIGHTS • Maintained the City's Aaa bond rating from Moody's Investors Service • The City's Fiscal Year 2016 budget document earned the GFOA Distinguished Budget Presentation Award Recent Accomplishments: Upcoming Challenges: • Kronos time -keeping software was • Continue development of financial policy implemented during Fiscal Year 2015 manual and to create new internal audit • Updated Debt Management Policy program • Prepared five-year capital improvement • Continue to assess impact from 2013 program through Plan -It! software property tax reform legislation • Outsourced bond paying agent services • Continue to address changes in municipal bond oversight by SEC and IRS Staffing: Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 intra -city charges are estimated to increase $392,090 or 14% from fiscal year 2016 that is a result of City Attorney's Office and Transportation & Resource Management Administration being included in the administrative chargeback to the enterprise funds. 147 FY2015 FY2016 FY2017 Total FTE's 4.15 4.15 4.15 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 intra -city charges are estimated to increase $392,090 or 14% from fiscal year 2016 that is a result of City Attorney's Office and Transportation & Resource Management Administration being included in the administrative chargeback to the enterprise funds. 147 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Maintain the City's Overall Sustainable Financial Health. Maintain the City's Aaa Bond Rating. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Accurate and Timely Financial Reporting. Earn the GFOA Distinguished Budget Presentation Award. FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Moody's Aaa Bond Rating Did not Did not Budget Award Yes Yes Yes Yes Yes maintained A I A Strategic Plan Goal Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Accurate and Timely Financial Reporting. Earn the GFOA Distinguished Budget Presentation Award. 148 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Did not Did not Budget Award Yes Yes Yes A I A 148 Strategic Plan Goal: A Solid Financial Foundation Department Goal: The City of Iowa City's investment objectives are safety, liquidity and yield. The primary objective of the City of Iowa City's investment activities is the preservation of capital and the protection of investment principal. Department Objective: In investing public funds, the City's cash management portfolio is designed with the objective of regularly exceeding the average return on the six month U.S. Treasury Bill. The Treasury Bill is considered a benchmark for riskless investment transactions and therefore comprises a minimum standard for the portfolio's rate of return. Performance Measures: Quarterly Return on Investment Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days) FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 First Quarter 0.63% 0.54% 0.45% 0.47% 0.43% Second Quarter 0.56% 0.51% 0.46% 0.54% 0.46% Third Quarter 0.65% 0.47% 0.46% 0.39% 0.40% Fourth Quarter 0.59% 1 0.42% 0.46% 1 0.38% 1 0.44% Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days) Amount Quarterly Return is higher (lower) than U.S. Treasury Bill FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 First Quarter 0.19% 0.12% 0.10% 0.10% 0.07% Second Quarter 0.19% 0.09% 0.13% 0.08% 0.07% Third Quarter 0.19% 0.07% 0.14% 0.08% 0.14% Fourth Quarter 0.16% 1 0.08% 0.14% 1 0.07% 1 0.11% Amount Quarterly Return is higher (lower) than U.S. Treasury Bill 149 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 First Quarter 0.44% 0.42% 0.35% 0.37% 0.36% Second Quarter 0.37% 0.42% 0.33% 0.46% 0.39% Third Quarter 0.46% 0.40% 0.32% 0.31% 0.26% Fourth Quarter 0.43% 1 0.34% 0.32% 1 0.31% 1 0.33% 149 City of Iowa City Activitv Summan Activity: Finance Administration (310100) Fund: General (1000) Division: Finance Administration (310100) Personnel $ 366,855 $ 351,957 $ 376,427 Department: Finance $ 407,136 $ 419,350 Services 82,680 65,071 33,079 52,304 2013 2014 2015 2016 2017 2018 2,726 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: 6,000 Total Expenditures $ 458,963 $ 420,787 $ 425,623 Property Taxes $ 23,492,249 $ 23,964,345 $ 24,791,872 $ 25,116,170 $ 26,748,298 $ 26,748,298 Delinquent Property Taxes 1,595 2,213 1,633 - - - Other City Taxes 415,403 407,630 445,515 410,576 397,496 445,515 Licenses And Permits Budget Management Analyst 1.00 2.00 2.00 2.00 2.00 Food & Liq Licenses 108,788 99,912 117,789 99,912 118,000 118,000 General Use Permits 51,425 66,246 79,735 66,246 79,775 79,775 Use Of Money And Property Total Personnel 2.65 3.15 3.15 3.15 3.15 Interest Revenues 204,196 167,135 258,522 67,930 200,000 200,000 Intergovernmental Capital Outlay 2016 2017 Property Tax Credits 57,528 72,550 587,921 1,070,284 849,507 849,507 Miscellaneous Total Capital Outlay $ - $ 6,000 Code Enforcement 418,463 394,104 269,758 394,104 270,000 270,000 Intra -City Charges 2,480,670 2,747,381 2,656,295 2,747,356 3,139,448 3,186,540 Other Misc Revenue 11 569 68 569 - - Parking Fines 420,040 315,419 365,522 315,419 370,000 370,000 Printed Materials - 5 - - - - Other Financial Sources Sale Of Assets - 26,000 22,216 - - - Transfer In - Bus Type Funds 18,000 18,414 18,727 18,914 19,292 19,678 Total Revenues & Transfer In $ 27 668 367 $ 28281 923 $ 29.615573 $ 30 307 480 9 32.191.816 $ 32.287 313 Expenditures: Personnel $ 366,855 $ 351,957 $ 376,427 $ 389,433 $ 407,136 $ 419,350 Services 82,680 65,071 33,079 52,304 53,618 54,690 Supplies 3,308 3,759 1,504 2,726 1,736 1,771 Capital Outlay 6,120 14,613 6,000 Total Expenditures $ 458,963 $ 420,787 $ 425,623 $ 444,463 $ 468,490 $ 475,811 Personnel Services - FTE 2013 2014 2015 2016 2017 Administrative Secretary 0.25 0.25 0.25 0.25 0.25 Budget Management Analyst 1.00 2.00 2.00 2.00 2.00 Finance Director 0.90 0.90 0.90 0.90 0.90 Management Analyst 0.50 Total Personnel 2.65 3.15 3.15 3.15 3.15 Position Eliminated by Resolution May 2013, subsequent to FY14 Budget Adoption. Capital Outlay 2016 2017 Kronos Timeclocks $ - $ 6,000 Total Capital Outlay $ - $ 6,000 150 City of Iowa City Activitv Surninan Activity: Disaster Assistance (3107201310730) $ 40,200 $ 25,694 $ Fund: General (1000) Division: Finance Administration 43,428 1,571 Department: Finance Disaster Assistance 122,522 2,834 22,857 - - 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 7 - - - - - General Revenues Subsidy $ - $ 10,591 $ 102,539 $ - $ - $ - Intergovernmental $ 40,200 $ 25,694 $ 12,590 $ - $ - $ - Fed Intergovnt Revenue 43,428 1,571 170,331 - - Disaster Assistance 122,522 2,834 22,857 - - Other State Grants - 13,353 - - - Use Of Money And Property 0.40 Interest Revenues 7 - - - - - Miscellaneous Other Misc Revenue 794 - - - - - Transfer -In 26,027 - - - - - Total Revenues & Transfer In $ 192,778 $ 28,349 $ 295,727 $ - $ - $ Expenditures Personnel $ 40,200 $ 25,694 $ 12,590 $ - $ - $ - Services 3,453 2,655 283,137 Total Expenditures $ 43,653 $ 28,349 $ 295,727 $ - $ - $ Personnel Services - FTE 2013 2014 2015 2016 2017 Associate Planner 0.40 Total Personnel 0.40 - - - - IN 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ 907,808 $ 864,503 $ 894,355 $ 62 80 59 16,051 14,708 16,075 906,056 $ 960,441 $ 960,441 14,627 14,281 16,074 18,073 35,507 27,511 27,511 $ 923,921 $ 879,291 $ 928,562 $ 956,190 $ 1,002,233 $ 1,004,026 $ 114,916 $ 121,156 $ 118,260 $ 129,531 $ 133,546 $ 137,552 812,567 764,102 825,923 939,500 918,432 936,801 4,884 5,002 5,239 5,185 5,426 5,535 $ 932,368 $ 890,260 $ 949,422 $ 1,074,216 $ 1,057,404 $ 1,079,888 2013 2014 2015 2016 2017 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 Rents Intergovernmental Property Tax Credits Miscellaneous Code Enforcement Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Transfer -In - Employee Benefits Total Revenues & Transfer In Expenditures: Services Supplies General Fund Contingency Total Expenditures 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ 2,754,939 $ 2,810,095 $ 2,907,130 $ 2,945,164 $ - $ - - 260 191 - - - 8,664,389 878,792 345,301 373,577 293,049 293,049 5,500 6,000 6,000 6,000 6,000 6,000 - - 58,746 117,172 - - - - 9,230 - - - 18 9 14 6,952 - - - - - 101.162 8,705,258 8,768,255 8,536,094 8,992,897 8,992,897 8,992,897 $ 107,443 $ 106,426 $ 86,949 $ 106,471 $ 127,519 $ 130,069 600 2,146 - 2,225 - - 311,285 391,000 403,260 $ 108,043 $ 108,572 $ 86,949 $ 419,981 $ 518,519 $ 533,329 152 City of Iowa City Community Event and Program Funding Non -Operational Administration (310710) Services Expenditures Funding Requests for Community Events & Programs 2014 Actual 2015 Actual 2016 Requested 2016 Budget 2017 Budget 3rd Annual Northside Oktoberfest 1,000 1,500 - - I Budget 4rh Annual Iowa City Juneteenth Celebration 275 1,000 2,000 2,000 67,000 Think Bicycles: - - - - 23,000 Bike to Work Month 1,000 1,000 90,0001 90,0001 90,000 1st Annual Hand Built Bicycle Exhibition - 3,700 Iowa City Community String Orchestra 400 - - - Landlocked Film Festival 3,000 3,000 3,000 3,000 Mission Creek Festival 4,000 - - - Public Space One: 52 Weeks/Works in Progress Festival (WiP5) 500 - Riverside Theatre - Shakespeare Festival 5,000 5,000 - - - Contin enc 1,025 1,000 11,200 16,200 Communi Event Program Funding16 200 16,200 5 000 16 200 16,200 2014 1 2015 2016 2016 2017 Aid to Agencies Actual Actual Requested I Budget I Budget United Way Disaster Preparedness Contribution 01 01 01 01 20,045 Aid -to -Agency Funding 01 01 01 01 20,045 I&V 2014 2015 2016 2016 2017 City Sponsored Events Actual Actual Requested Bud et I Budget Summer of the Arts 67,000 67,000 67,000 67,000 67,000 4th of July Fireworks (City of Iowa Ci 23,000 23,000 23,000 23,000 23,000 City Sponsored Event Funding 90,0001 90,0001 90,0001 90,0001 90,000 2014 1 2015 2016 2016 2017 Aid to Agencies Actual Actual Requested I Budget I Budget United Way Disaster Preparedness Contribution 01 01 01 01 20,045 Aid -to -Agency Funding 01 01 01 01 20,045 I&V 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 30th consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting. Staffing: • Implementation of the City's new time and attendance software. • 4 FEMA disasters to account for and close out. Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. 154 FY2015 FY2016 FY2017 Total FTE's 7.00 7.60 7.60 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. 154 Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 services expenditures are estimated to increase $2,270 or 2% from fiscal year 2016. The services expenditures includes fees to audit the Comprehensive Annual Financial Report have continued to increase since fiscal year 2014. This expenditure accounts for most of the increase in service expenditures since that time. 155 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Accurate and timely financial reporting. Department Objective: 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 Performance Measures: FY 2011 I FY 2012 I FY 2013 I FY 2014 I FY 2015 Internal Control Deficiencies FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing Improve customer service through expanded receipt/delivery options Increase the number of transactions conducted electronically FY 2011 I FY 2012 FY 2013 I FY 2014 FY 2015 Audited Financial Statements FY 2011 FY 2012 FY 2013 FY 2014 New W -2s Delivered Electronically Target Auditor's Opinion on Financial Measure Measure Measure Measure Measure Unqualified Unqualified Unmodified Unmodified Unmodified Statements Internal Control Deficiencies FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing Improve customer service through expanded receipt/delivery options Increase the number of transactions conducted electronically IW FY 2011 I FY 2012 FY 2013 I FY 2014 I FY 2015 New New New New New W -2s Delivered Electronically Measure Measure Measure Measure Measure New New New New New Vendors Paid Via ACH Measure Measure Measure Measure Measure IW City of Iowa City Activitv Surninan Activity: Accounting (310200) Division: Accounting (310200) 2013 2014 2015 2016 2017 Account Clerk - Accounting 1.00 Fund: General (1000) Department: Finance 1.00 1.00 2013 2014 1.00 2015 1.00 2016 2017 2018 1.00 1.00 Actual Actual 1.00 Actual 1.00 Revised Budget Prosection Revenues: 1.00 Grant Accountant 1.00 1.00 - 0.60 0.60 Internal Auditor 1.00 General Revenues Subsidy $ 780,016 $ 758,603 $ 686,544 $ 775,295 $ 794,973 $ 817,917 Use Of Money And Property 1.00 1.00 1.00 1.00 1.00 Total Personnel 8.00 8.00 7.00 Interest Revenues 7.60 - - 271 - - - Intergovernmental Fed Intergovnt Revenue - - 13,977 - - - Disaster Assistance - - 1,469 - - - Miscellaneous Intra -City Charges 485 170 91 - - - Other Misc Revenue 4,075 4,424 7,909 4,424 5,808 5,808 Pnnted Matenals 3 - - - - - Special Assessments 1,013 979 604 979 604 604 Total Revenues $ 785,592 $ 764,176 $ 710,865 $ 780,698 $ 801,385 $ 824,329 Expenditures: Personnel $ 613,019 $ 613,186 $ 607,095 $ 673,509 $ 691,622 $ 712,371 Services 167,861 147,822 100,653 104,270 106,538 108,669 Supplies 4,711 3,168 3,117 2,919 3,225 3,290 Total Expenditures $ 785,592 $ 764,176 $ 710,865 $ 780,698 $ 801,385 $ 824,329 Personnel Services - FTE 2013 2014 2015 2016 2017 Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00 Accountant - Payroll 1.00 1.00 1.00 1.00 1.00 Assistant Controller 1.00 1.00 1.00 1.00 1.00 Controller 1.00 1.00 1.00 1.00 1.00 Grant Accountant 1.00 1.00 - 0.60 0.60 Internal Auditor 1.00 1.00 - - - SrAccountant- Accounting 1.00 1.00 2.00 2.00 2.00 Sr Accounts Payable Clerk 1.00 1.00 1.00 1.00 1.00 Total Personnel 8.00 8.00 7.00 7.60 7.60 157 101:11111100 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 Recent Accomplishments: In fiscal year 2015 the Purchasing Division • Developed and Issued 85 new solicitations including Request for Bids, Request for Proposals, and Request for Quotes. • Administered over 134 City contracts. • Procured over $3.7 million in goods and services. • Sold over $232,000 of surplus equipment and vehicles. • Implementation and staff training on the new purchasing policy. • Training staff on the purchase requisition and contracts module in MUNIS. • A new procurement card policy was developed by Finance staff with assistance from University of Iowa students enrolled in the advanced auditing course. Upcoming Challenges: • Training staff on the new procurement card policy. • Training staff on the purchase requisition and contracts module in MUNIS. Staffing: FY2015 FY2016 FY2017 Total FTE's 3.44 3.44 3.50 Staffing Level Change Summary: The Buyer I — Purchasing position will no longer be allocated .06 of a FTE to the ITS Operations. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget Financial Highlights: Fiscal year 2017 services expenditures are estimated to increase $15,270 or 57% from fiscal year 2016. The increase is primarily from the costs for commission to GovDeals for surplus equipment being sold on-line for all City Departments and this expenditure has a corresponding increase in other commissions revenue. Also, there is an increase cost for support and licensing of the MUNIS ERP software. 159 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: 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. Department Objective: Provide assistance to City employees in the purchase of commodities and services while ensuring inclusivity in the procurement process through fair and open competition. Performance Measures: Quantity of Solicitations and Dollar Value *amount does not include all City -Wide Contract Procurements Request for Bids, Request for Quotes, and Cooperative Agreements FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Request for Proposals 18 19 11 22 22 Request for Bids, Request for and Quotes Received (excluding 2.8 48 38 36 64 63 Quotes, & Cooperative Agreements cooperative agreements) Other (Purchase Agreements, Sole Source Purchases, Contract 21 24 46 66 49 Renewals, & Emergency Purchases) Dollar Value of Procurements* $1.9 $2.5 $4.2 $3.7 $3.7 n millions *amount does not include all City -Wide Contract Procurements 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 FY 2015 Estimated Cost Savings $325,000 $218,000 $200,000 $204,000 $122,000 rounded to the nearest thousand and Quotes Received (excluding Request for Bids, Request for Proposals, and Request for Quotes **Quantities from April 2014 through July 2014 FY 2011 1 FY 2012 1 FY 2013 1 FY 2014** FY 2015 Average Number of Bids, Proposals New New New and Quotes Received (excluding 2.8 3 Measure measure measure cooperative agreements) **Quantities from April 2014 through July 2014 City of Iowa City Activitv Surninan Activity: Purchasing (310300) Division: Purchasing (310300) Fund: General (1000) Department: Finance 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 277,577 $ 296,805 $ 302,206 $ 322,245 $ 340,452 $ 350,979 Miscellaneous Other Misc Revenue 3,739 3,943 4,848 3,943 4,847 4,847 Other Commissions 1,958 8,977 20,655 8,977 20,000 20,000 Total Revenues $ 283,274 $ 309,725 $ 327,709 $ 335,165 $ 365,299 $ 375,826 Expenditures: Personnel $ 270,291 $ 281,400 $ 294,538 $ 307,758 $ 322,117 $ 331,781 Services 11,736 26,768 31,672 26,872 42,143 42,986 Supplies 1,247 1,557 1,499 535 1,039 1,060 Total Expenditures $ 283,274 $ 309,725 $ 327,709 $ 335,165 $ 365,299 $ 375,826 Personnel Services - FTE 2013 2014 2015 2016 2017 Buyer I - Purchasing 1.00 0.94 0.94 0.94 1.00 Buyer II 1.00 1.00 1.00 1.00 1.00 Purchasing Agent 1.00 1.00 1.00 1.00 1.00 Purchasing Clerk 0.94 0.50 0.50 0.50 0.50 Total Personnel 3.94 3.44 3.44 3.44 3.50 161 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 27,400 customer calls and answered 76% of calls within 20 seconds • Processed 316,340 receipt transactions Recent Accomplishments: • Implementation of Munis CIS software • Implementation of the IVR system for • utility and general billing payments. Staffing: Upcoming Challenges: • Remodel of the Cashier area • Upgrade to Munis 11.2 • Implement citywide daily receipts/deposit policy Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 services expenditures are estimated to increase $9,560 or 3% from fiscal year 2016. The increase is primarily from the costs for financial services and charges from processing financial transactions of the City. FY2015 FY2016 FY2017 Total FTE's 7.88 7.88 7.88 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 services expenditures are estimated to increase $9,560 or 3% from fiscal year 2016. The increase is primarily from the costs for financial services and charges from processing financial transactions of the City. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Improve customer service through expanded payment/service request options. Department Objective: Increase the number of transactions conducted online. Performance Measures: *Note: New utility billing software and online payment software implemented March 2015. Experienced large increase in call volume. **percent of calls answered within 20 seconds Web Start/Stop Service Ulll3•iTiLa'iIi-7i1F.LSiC7T�tCI:i�L�t�Zf��t[C��tC[:b'�t�'�I:3�� Payment Method *Note: New online payment system for utilities and general billing March 2015. 163 FY 2077 FY 2012 FY 2013 FY 2014 FY 2015 Total Receipt Transactions 303,028 298,262 307,770 302,970 316,340 Web Transactions* 74,889 83,811 90,700 97,891 98,271 % Web Transactions of Total 24.71% 28.10% 29.47% 32.31% 31.06% Transactions Change in Web Transactions % 13.60% 11.91% 8.22% 7.93% 0.39% Change in % Web Transactions of 13.20% 13.70% 4.88% 9.64% -3.85% Total *Note: New online payment system for utilities and general billing March 2015. 163 City of Iowa City Activity Summary Activity: Revenue (310400) Fund: General (1000) Division: Revenue (310400) Department: Finance Revenues: General Revenues Subsidy Charges For Fees And Services Water Charges Miscellaneous Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ 951,130 $ 947,063 $ 947,639 $ 995,894 $ 1,024,733 $ 1,052,071 5,869 6,094 5,511 6,094 5,510 5,510 - 286 1,942 286 1,942 1,942 (141) 512 414 460 667 667 $ 956,857 $ 953,955 $ 955,506 $ 1,002,734 $ 1,032,852 $ 1,060,190 $ 591,759 $ 618,453 $ 638,409 $ 646,334 $ 668,133 $ 688,177 359,919 330,093 310,698 348,532 358,096 365,258 5,179 5,409 6,399 7,868 6,623 6,755 $ 956,857 $ 953,955 $ 955,506 $ 1,002,734 $ 1,032,852 $ 1,060,190 Personnel Services - FTE 2013 2014 2015 2016 2017 Cashier- Revenue 1.38 1.38 1.38 1.38 1.38 Customer Service Rep - Revenue 5.00 5.00 5.00 5.00 5.00 Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50 Sr Accountant - Revenue 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.88 7.88 7.88 7.88 7.88 164 11011IN Wil I] k411►1619 RA I Is] 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 HIGHLIGHTS • Investigations • The Department partnered with the Iowa City Fire Department, Johnson County Ambulance Service, Diversity Focus, The Dream Center, and Learning for Life in the development of a Johnson County Public Safety Explorer Program. This program had recruitment efforts in April and May of 2015 and proceeded throughout the remainder of the year with selection of participants, monthly meetings, and a Youth Academy. The Department continues to contract with St. Ambrose University to analyze traffic contact data. A new memorandum of understanding to continue the project through 2016 was agreed upon. The Department created a new temporary part time position called Community Outreach Assistant. This member of the Department is. The Department will be working with the ICCSD to determine how the Community Outreach Assistant can be utilized to benefit both organizations. Staffing: Staffing Level Change Summary: There is an additional 1.0 FTE in fiscal year 2017 budget. The Department added a full time CSO/Community Outreach Assistant. This position would assist current Officers assigned to Community Policing positions as well as work independently to increase outreach and relationship building between the Police Department and Community. Iml FY2015 FY2016 FY2017 Total FTE's 5.00 5.00 6.00 Staffing Level Change Summary: There is an additional 1.0 FTE in fiscal year 2017 budget. The Department added a full time CSO/Community Outreach Assistant. This position would assist current Officers assigned to Community Policing positions as well as work independently to increase outreach and relationship building between the Police Department and Community. Iml Service Level Change Summary: The Police Department will be expanding the outreach and relationship between the Police Department and Community with the additional CSO/Community Outreach Assistant position. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $67,760 or 9% from fiscal year 2016. The increase is primarily from the costs for the additional CSO/Community Outreach Assistant position. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods Department Goal: Commit to excellence in leadership, resource management, service -delivery, and improving our city and neighborhoods. Department Objective: Maintain Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) accredited agency status compliance each year. Performance Measures: Maintain compliance of CALEA accreditation CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 Yes 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 1 CY 2011 CY 2012 1 CY 2013 1 CY 2014 Iowa City 1,533 1,580 1,842 1,850 Not yet Iowa City 183 163 185 228 available Average of Comparable Cities 2527 2658 2932 2 available Average of Comparable Cities ,,,** ,838*** Not yet 373 333 339 282*** 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 (***CY 2013 does not include Waterloo) 1"A CY 2010 1 CY 2011 CY 2012 CY 2013 1 CY 2014 Iowa City 1,533 1,580 1,842 1,850 Not yet available Average of Comparable Cities 2527 2658 2932 2 Not yet in Iowa* ,,,** ,838*** 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 (***CY 2013 does not include Waterloo) 1"A City of Iowa City Activitv Surninan Activity: Police Administration (410100) Fund: General (1000) Division: Police Administration (410100) Department: Police 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 737,513 $ 741,617 $ 776,957 $ 890,444 $ 988,144 $ 1,015,882 Miscellaneous Other Misc Revenue - - 18 - - - Other Financial Sources Sale Of Assets 20 Total Revenues $ 737,532 $ 741,617 $ 776,975 $ 890,444 $ 988,144 $ 1,015,882 Expenditures: Personnel $ 671,317 $ 689,782 $ 690,710 $ 729,779 $ 797,537 $ 821,463 Services 54,205 38,834 74,658 148,438 178,100 181,662 Supplies 12,010 13,001 11,589 12,227 12,507 12,757 Total Expenditures $ 737,532 $ 741,617 $ 776,957 $ 890,444 $ 988,144 $ 1,015,882 Personnel Services - FTE 2013 2014 2015 2016 2017 Administrative Secretary 1.00 1.00 1.00 - - Computer Syst Analyst - Police 1.00 1.00 1.00 1.00 1.00 CSO/Community Outreach - - - - 1.00 Police Administrative Coordinator - - - 1.00 1.00 Police Captain 1.00 1.00 1.00 1.00 1.00 Police Chief 1.00 1.00 1.00 1.00 1.00 Police Sergeant 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.00 5.00 5.00 5.00 6.00 IBM lel1]IT, I1►IR1IRAILVA :NAUVAM*I The Administrative Services Division supports or provides services to Field Operations. The division is commanded by a Captain and is organized into the following activities: • Records is responsible for the recording of information, the housing and maintenance of departmental records, reproduction and forwarding of records or data, providing copies of records to the public, and compiles statistics for the National Crime Reporting System. • Property & Evidence maintains all property turned into the department. This includes found property as well of property held for evidentiary purposes. Additionally, the property section prepares evidentiary items for transport applicable lab facilities. • Training & Accreditation is responsible for maintaining the mandated level of training for members of the department as well as ensuring those personnel are trained in those areas that are necessary for the efficient functioning of the department. Monitor general orders to ensure they comply with accreditation standards. • Crime Prevention The officer holding the position of Crime Prevention Officer is certified as a Crime Prevention Specialist by the American Crime Prevention Institute. The Crime Prevention Office adheres to the philosophy that open communication is key to making our community a safer place to live. The two new COPS grant officers will operate out of this position. • Planning & Research is responsible for the analyzing of statistical information compiled by the Records Section in order to identify trends affecting the public so departmental resources may best be deployed. This Sergeant is also responsible for dealing with releasing information to the public and news media. • Animal Services operates as a public safety/enforcement agency for the protection of the public and animals of the City. The division also operates an animal center for stray and abandoned animals. • Community Relations is responsible for involving the community in the operations of the police department. This may be in participating in educational programs in the schools or participating in educational programs such as the Citizen Police Academy or neighborhood watch activities. • Computer Operations is responsible for the Police information technology, CAD system support, records integration and technology. This includes wireless solutions, communication upgrades and day-to-day support of all police computer hardware and software, both in the station and mobile applications. 1W HIGHLIGHTS Recent Accomplishments: • Construction was completed on the new animal shelter. • A new animal services supervisor was hired. • Recognizing the importance of conflict resolution, the Department had supplemental verbal de-escalation training for all Officers at this year's annual April training sessions. Currently all Officers attending basic training at ILEA receive 8 hours of verbal judo training. The Department also recently amended its Use of Force Policy clarifying to Officers when verbal de- escalation it to be used. Staffing: Upcoming Challenges: • Animal Services staff shortages due to employee injury. To maintain current level of customer service this will require additional overtime and/or part time temporary assistance. • The Department continues to experience difficult in the hiring and retention of crossing guards. North Liberty recently advertised to paying crossing guards $16.08/hour. The Department is requesting a pay increase to enhance recruitment and retention of $16.25/hour. • COPS grant funding for two Officers will expire in November 2016. The City is responsible to maintain these positions for another year. Based upon the number and calls for service and wanting to provide the best possible service to the Community, the Department would like to retain current staffing levels beyond the City's one year obligation. Staffing Level Change Summary: The police records staff was reorganized in the fiscal year 2017 budget. This reorganization resulted in the elimination of the 1.0 FTE Records Supervisor position. Also, 2.00 FTE Police Records Clerks and 2.00 FTE Senior Police Records Clerks were reclassified to 4.00 FTE Police Records Technicians. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to decrease $98,380 or 6% from fiscal year 2016. The decrease is primarily from the costs for the Records Supervisor position. WK FY2015 FY2016 FY2017 Total FTE's 20.00 20.00 19.00 Staffing Level Change Summary: The police records staff was reorganized in the fiscal year 2017 budget. This reorganization resulted in the elimination of the 1.0 FTE Records Supervisor position. Also, 2.00 FTE Police Records Clerks and 2.00 FTE Senior Police Records Clerks were reclassified to 4.00 FTE Police Records Technicians. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to decrease $98,380 or 6% from fiscal year 2016. The decrease is primarily from the costs for the Records Supervisor position. WK GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods Department Goal: Enhance community relations and promote minority recruitment. By continuing to participate in "Badges for Baseball, starting a Youth Citizen Police Academy and Police Cadet program, the department hopes the minority community will have a better understanding of a police officer's job. Department Objective: Develop programs designed to promote interaction between teens, young adults, and officers outside of the regular duty hours. In this non -adversarial environment officers and minority community members will be able to interact and open up communication lines. A better understanding of the job will also enhance recruitment of minority citizens. Performance Measures: W`*1til•tW`*1f EK f&ZlliMKW&--Z$ZMKW&--Z$ZC (Youth Related Programs I measure I M asuNew Newre I M asuNewre I 11 I 19 Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods Department Goal: Increase the efficiency in which lost pets and owners are reunited. Department Objective: Increase the number of pets that are licensed and/or implanted with a microchip. Pets with microchips and/or licensed are more easily identified and returned to their owners. This decreased time reduces the stress on both the pet and owner. This also increases the amount of time that officers can spend patrolling and addressing nuisance animals, which can affect the quality of life in a neighborhood. Outsourcing licensing will be evaluated, as other jurisdictions have found that privatization has increased community participation. Performance Measures: IVA City of Iowa City Activitv Surninan Activity: Police Administrative Services (410200) Fund: General (1000) Division: Police Administrative Services (410200) Personnel $ 1,405,753 $ 1,440,940 $ Department: Police $ 1,555,446 $ 1,457,064 $ 1,500,776 Services 223,533 296,831 2013 2014 2015 2016 2017 2018 60,532 Actual Actual Actual Revised Budget Prosection Revenues: 22,295 13,403 25,000 General Revenues Subsidy $ 1,526,537 $ 1,471,410 $ 1,351,222 $ 1,667,751 $ 1,590,939 $ 1,649,633 Licenses And Permits 2,039,853 Personnel Services - FTE 2013 2014 2015 Misc Lic & Permits 21,383 27,613 24,053 24,781 24,000 24,000 Intergovernmental 2.00 2.00 Animal Center Assistant 1.00 1.00 Local 28E Agreements 71,382 228,160 234,105 218,550 225,985 225,985 Charges For Fees And Services 1.00 1.00 1.00 Animal Services Officer Animal Care Services 8,873 9,230 9,945 10,000 10,000 10,000 Misc Charges For Svc 3,879 2,880 3,085 3,442 3,100 3,100 Miscellaneous Police Officer 1.00 3.00 3.00 3.00 Animal Adoption 10,620 9,557 12,912 11,060 13,000 13,000 Code Enforcement - - 1,510 - 1,200 1,200 Contrlb & Donations - 1,270 1,759 51,540 51,050 51,050 Misc Merchandise 7,887 5,966 6,786 7,000 6,800 6,800 Other Misc Revenue 39,088 28,699 39,506 36,284 26,432 26,432 Printed Matenals 22,434 29,363 28,934 27,043 28,653 28,653 Other Financial Sources 18.00 20.00 20.00 20.00 19.00 Sale Of Assets 29 6,700 1,406 3,000 2016 Total Revenues $ 1,712,112 $ 1,820,848 $ 1,715,223 $ 2,060,451 $ 1,981,159 $ 2,039,853 Expenditures: Personnel $ 1,405,753 $ 1,440,940 $ 1,395,757 $ 1,555,446 $ 1,457,064 $ 1,500,776 Services 223,533 296,831 238,290 395,972 384,087 391,769 Supplies 60,532 69,674 81,176 109,033 115,008 117,308 Capital Outlay 22,295 13,403 25,000 30,000 Total Expenditures $ 1,712,112 $ 1,820,848 $ 1,715,223 $ 2,060,451 $ 1,981,159 $ 2,039,853 Personnel Services - FTE 2013 2014 2015 2016 2017 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 3.00 3.00 3.00 3.00 Police Records Clerk 2.00 2.00 2.00 2.00 - PoliceRecordsTechnician - - - - 4.00 Police Sergeant 1.00 1.00 1.00 1.00 1.00 Records Supervisor 1.00 1.00 1.00 1.00 - Sr Police Records Clerk 2.00 2.00 2.00 2.00 Total Personnel 18.00 20.00 20.00 20.00 19.00 Capital Outlay 2016 2017 Animal Services Transport Vehicle $ - $ 25,000 Total Capital Outlay $ - $ 25,000 172 I a I A I exel a A MA I IQ Ll R1 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 two canine units, bicycle officers, a Neighborhood Resource Officer, a Downtown Business District Officer, a Crime Prevention Officer, Community Service Officers, a Special Response Team (SRT), a 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, and a Street Crimes Unit, in addition to general crime investigators. • Forfeitures: Criminal forfeiture is an action brought as a part of the criminal prosecution of a defendant 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 Recent Accomplishments: Chief Hargadine sent Officer Kevin Bailey to Georgetown University for an intensive, week- long training, along with representatives from our local judicial branch, schools, juvenile court and community based organizations. The Georgetown Team, as they are now known, were tasked with reviewing current practices to see if there are researched -based solutions that we can incorporate in our local system to keep low-level offenders out of the formal Juvenile Court system. The Georgetown Team has developed a PRE -referral diversion concept, for all juveniles cited for Disorderly Conduct, which was implemented August 19, 2014, the first day of the 2014-2015 school year. The diversion program requires the juvenile to complete a series of assignments which include an impact letter, thinking errors curriculum, and community service. The benefit to the juvenile, if they complete the diversion program, is they are never entered into the Juvenile Court's ISIS System. The juvenile could say with certainty that they were never formally referred to Juvenile Court. • The Department purchased and deployed body worn cameras for all officers. 173 Upcoming Challenges: • The Department has begun wearing body cameras. This has doubled the department's video retention and subsequent requests. The community service officer assigned to evidence has begun to accumulate overtime. The Department expects an increase in overtime for this position to maintain the current level of customer service. Staffing: Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There is a planned change in the overlapping of police patrol shifts that will allow for additional staffing coverage during the peak hours of operation. It is anticipated that two to three additional officers will be on patrol during these hours. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $270,030 or 3% from fiscal year 2016. The increase is primarily from the costs of health insurance premiums that are projected to increase by 17% in fiscal year 2017. Capital outlay includes $114,000 for two new fully outfitted squad cars as part of the service level change. 174 FY2015 FY2016 FY2017 Total FTE's 80.00 80.00 80.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There is a planned change in the overlapping of police patrol shifts that will allow for additional staffing coverage during the peak hours of operation. It is anticipated that two to three additional officers will be on patrol during these hours. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $270,030 or 3% from fiscal year 2016. The increase is primarily from the costs of health insurance premiums that are projected to increase by 17% in fiscal year 2017. Capital outlay includes $114,000 for two new fully outfitted squad cars as part of the service level change. 174 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Traffic crash reduction. Address the impact of underage drinking on downtown and near downtown neighborhoods. Department Objective: Increase OWI and traffic enforcement. Continue alcohol compliance checks, bar checks, and directed party patrols, reduce response time to loud party calls. Performance Measures: ,a s�z�z E�>• �a `z�� `� �a `z�� `� �a s�z�z K� �a s�z�z e: � Traffic Accidents and Average Damage CY 2010 1 CY 2011 1 CY 2012 1 CY 2013 1 CY 2014 IAccident Damage, Reportable I $4,488 I $4,421 I $3,276 I $4,800 I $4,770 * 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. Response Time: Loud Party Complaints (in minutes) W1fi.791�FF,9i7. lEYE1/!lfil[:i�1•�'Y�BlfI[�Ll�ICC! 175 City of Iowa City Activity Summary Activity: Police Field Operations (410300) Fund: General (1000) Division: Police Field Operations (410300) Department: Police 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ 8,034,265 $ 8,692,280 $ 8,786,128 $ 9,290,364 $ 9,459,608 $ 9,709,419 396,304 459,348 502,258 450,000 502,258 502,258 95 21 107 - - - 23,508 118,657 130,575 17,374 50,398 50,398 - 10,000 10,000 10,000 10,000 10,000 180,233 209,538 186,715 194,103 233,640 233,640 5,305 4,570 7,775 4,500 6,000 6,000 269,023 88,193 226,620 31,335 44,121 44,121 1,587 998 579 1,000 500 500 42,252 18,501 12,234 12,000 7,500 7,500 - 11,680 - - - - 6 583 41,590 72,716 33,868 54,232 30,000 30,000 $ 8,994,163 $ 9,686,508 $ 9,897,442 $ 10,064,908 $ 10,344,025 $ 10,593,836 $ 7,867,958 $ 8,512,295 $ 8,608,002 $ 8,804,007 $ 9,074,039 $ 9,346,260 635,273 663,980 629,805 637,679 599,823 611,819 194,863 204,987 199,287 172,612 204,663 208,756 296,068 305,246 460,348 450,610 465,500 427,000 $ 8,994,163 $ 9,686,508 $ 9,897,442 $ 10,064,908 $ 10,344,025 $ 10,593,836 Personnel Services - FTE 2013 2014 2015 2016 2017 Comm Sew Officer- Evidence 1.00 1.00 1.00 1.00 1.00 Community Service Officer 4.00 4.00 4.00 4.00 4.00 Police Captain 1.00 1.00 1.00 1.00 1.00 Police Lieutenant 4.00 4.00 4.00 4.00 4.00 Police Officer 63.00 63.00 63.00 63.00 63.00 Police Sergeant 7.00 7.00 7.00 7.00 7.00 Total Personnel 80.00 80.00 80.00 80.00 80.00 Capital Outlay Automobiles PC Hardware Software Vehicle Equipment Other Operating Equipment Total Capital Outlay ivil 2016 2017 $ 236,900 $ 335,500 25,000 - 9,466 - 21,832 10,000 157,412 120,000 $ 450,610 $ 465,500 191:7 We1�L411►16��:7e��[�7�1 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 and State laws, and City of Iowa City ordinances. The Deputy Fire Chief is the second in command 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 division is responsible for maintenance of buildings and grounds, calendar administration, the safety and wellness committees, uniforms, physicals and immunizations. Fire administration also manages the weather alert sirens and the City of Iowa City Command Post budget. The Iowa City Fire Department strives to accomplish the goals and objectives that flow from the City of Iowa City Strategic Plan and the Iowa City Fire Department Strategic Plan. Both are community driven documents. The Iowa City Fire Department was accredited by the Commission on Fire Accreditation International (CFAI) in August of 2008. The department was reaccredited in 2013 and will position itself for reaccreditation in 2018. The maintenance of fire service accreditation requires a commitment to a model of continuous quality improvement. The budget for Fire Administration governs the acquisition, maintenance, and empowerment of all resources not otherwise associated with Emergency Operations, Fire Prevention, or Fire Training. The budget includes oversight of fixed facilities as well as the furnishings and resources that enable emergency operations personnel to be fit and ready to respond 24/7. The majority of the Administration budget goes towards routine maintenance and upkeep of the fire stations and department personnel. HIGHLIGHTS • Fire apparatus are equipped with mobile data computers (MDCs). Eleven MDCs were replaced this year as part of the computer replacement chargeback process. Improved performance and reliability were achieved. The onboard computers receive and convey emergency response information while en route to emergency incidents. • Standard Operating Procedures were updated to formalize the dispatch and response performance of the administrative staff chief officer(s) assigned to incidents as part of an Effective Response Force (ERF). • Promotional assessment centers were conducted for all ranks and rank order lists of eligible candidates were certified for each rank by the civil service commission. • Hosted a Data Analysis and Presentation class in May through the Center for Public Safety Excellence (CPSE). 177 Recent Accomplishments: • RFP and budget authority provided to facilitate the development of a Community Risk and Standard of Cover document. The 6 — 8 month project is currently under way. • Budget authority is provided to construct a new community driven Strategic Plan. The work will commence when the Standard of Cover project is complete. • Efforts to reduce the number of personnel categorized as obese or morbidly obese have seen a decrease from 31 % to 25% in two years. • To reduce the incidence of training related injuries safety information and warm-ups prior to conducting physically demanding training was instituted. Non -incident injuries dropped from 13 in 2013 to 3 in 2014. Staffing: Upcoming Challenges: • Articulating space needs within existing facilities to create a long- range facilities master plan to drive capital improvement pursuits. • Meeting travel time goals will become more of a problem. Traffic pre-emption equipment may be proposed in ongoing efforts to achieve travel time goals. • GIS capabilities will be required and no in-house expertise currently exists. • The lack of a training center forces crews to conduct hands-on training wherever they can find space to do so. The situation causes units to move about the city and complicates the task of assuring district coverage. • Employee uniform expenses are exceeding budget authority. A quartermaster system may become necessary to better manage costs. • Video conferencing equipment needs to be replaced. It has become less and less reliable. Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. W& FY2015 FY2016 FY2017 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. W& Financial Highlights: Fiscal year 2017 services expenditures are estimated to decrease $39,940 or 12% from fiscal year 2016. The decrease is primarily from the costs for consultant services to partner with Center for Public Safety Excellence to complete update of Community Hazards and Risk Assessment & Standards of Cover documents that is required in the accreditation process in fiscal year 2016. Fiscal year 2017 capital outlay includes the purchase and installation of two new weather alert sirens needed to increase coverage in the growing areas of the city at a projected cost of $40,000 (siren, radio controller, and mounting pole). IM 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. Performance Measures: Meet ACR requirements to maintain CFAI accredited agency status *Reaccredited Year Number of reaccreditation report adopted recommendations implemented Maintain ISO Class 2 rating CY 2010 1 CY 2011 1 CY 2012 1 CY 2013 1 CY 2014 New New New Strategic Recommendations (7) 1 of 7 2 of 7 Measure Measure Measure New New New Specific Recommendations (9) 2 of 9 4 of 9 Measure Measure Measure Maintain ISO Class 2 rating City of Iowa City Activity Summary Activity: Fire Administration (450100) Fund: General (1000) Division: Fire Administration (450100) Department: Fire Revenues: Intergovernmental State 28E Agreements Local 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ 1,400,183 $ 1,370,309 $ 1,330,770 $ 1,397,715 $ 1,375,000 $ 1,375,000 - - - - 30,000 30,000 2,550 - 200 - - 4 121 726 80 - - 595 $ 1,403,453 $ 1,371,035 $ 1,331,050 $ 1,397,715 $ 1,405,000 $ 1,405,000 $ 537,848 $ 480,393 $ 472,253 $ 480,042 $ 494,673 $ 509,513 196,106 196,673 199,227 322,202 282,259 287,904 57,269 71,027 52,830 112,603 101,746 103,781 10,000 10,210 35,289 47,800 60,000 $ 791,222 $ 758,093 $ 734,520 $ 950,136 $ 926A78 $ 961,198 2013 2014 2015 2016 2017 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 4.00 4.00 3.00 3.00 3.00 181 2016 2017 $ 20,000 $ 40,000 15,289 7,800 $ 15,289 $ 47,800 IAMIAZTCJA►[Was]aA01TAIIs] ►61 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 mitigate various types of fires. They're also required to investigate false alarms. Firefighting activities typically require more resources (personnel, equipment, etc.) than any other type of emergency. Fires have a greater potential to harm people and property than do other types of emergencies. The department continually looks for ways to decrease response times to all emergencies and to reduce the number and severity of fires. • 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 EMS first responders. The Johnson County Ambulance Service provides ALS care and transport service. Together we provide a tiered EMS response system. • Technical Rescue: Technical rescue incidents are those incidents that require highly specialized knowledge, skills, tools, and techniques to safely mitigate the event. The ICFD provides several technical rescue services: water and ice rescue, trench and structural collapse rescue, vehicle and heavy machinery rescue, rope rescue, and confined space rescue. The Special Operations Response Team (SORT) provides a core group of highly trained technicians that provide team training in addition to regular company and shift level training on the various rescue disciplines. • Hazardous Materials Response: The department continues to be active in haz-mat response and takes a leading role with the Johnson County Hazardous Materials Response Team (JCHMRT), which includes 14 ICFD personnel. The JCHMRT includes 30 members who are trained and certified to the Hazmat Technician level. 1011MMIN OMI&I • The demand for emergency service continues to increase in Iowa City. The ICFD is on track to respond to over 6000 incidents in 2015. That total would represent a four percent increase over 2014 calls for service. The call volume will have increased by approximately 23% in the last five years. The department is currently averaging just over 16 emergency calls for service per day. • As of 10/19/2015, fire personnel have responded to 162 fire emergencies this year, resulting in just over $1 million in property damage. The pre -incident value of the affected property is over $97 million, resulting in a total saved value of more than $96 million. The largest single fire loss as of this date was estimated at $250,000, for a fire that occurred in a large recreational vehicle. IF-% • The ICFD continues to experience an increasing number of simultaneous emergency calls for service. In calendar year 2014, 22.7% of emergency incidents were overlapping. Overlapping calls for service will negatively affect response reliability when a response vehicle is already committed. Response times to the emergency will be longer because a more distant unit will have to respond to the call. Recent Accomplishments: • The first unit on scene total response time, city wide, decreased for the fourth straight year. • Of the 38 building fires in 2014, 25 were confined to the room of origin. Upcoming Challenges: • Calls for service increased by 621 incidents between 2012 and 2014. The department will likely respond to over 6000 calls in 2015. • Cooking fires continue to trend as the city's leading cause of building fires. • The department has purchased a new special operations response trailer which The department continues to see an will improve on scene response increase in overlapping calls for service. capabilities for technical rescue incidents. • The hazardous materials team has taken advantage of federally funded hazardous materials training in Pueblo, Co. Courses taken there include: crude oil by rail, highway emergency response specialist, and tank car specialist. In calendar year 2014, 20% of cardiac arrest victims tended to by the ICFD were converted to a perfusable heart rhythm. 183 • The department is experiencing a significant increase in calls categorized as invalid assist. • Meeting established response time goals is a challenge that will possibly stretch even further our capabilities. Growth and development on the east, southeast and west will soon produce population densities that impose even shorter response time goals. • FD storage is out of position to allow for rapid response when retrieving equipment. • False alarm incidents increased by 14.8% in 2014. The city's EMS transport agency is getting busier and we are seeing extended arrival times for an ambulance. The department is exploring a service enhancement from an EMT first responder service to a provisional paramedic service. Station design at fire station 1 is inappropriate for personnel to turnout within the prescribed benchmark goal. Staffing: Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $117,810 or 2% from fiscal year 2016. The increase is primarily from the costs of health insurance premiums that are projected to increase by 17% in fiscal year 2017. Apparatus slated for replacement in 2017 include one engine and one command vehicle. The CIP request is for $810,000. The CIP will replace a 2000 Toyne/Spartan engine with 70,488 miles and a 2009 Ford E350 command vehicle WEI FY2015 FY2016 FY2017 Total FTE's 59.00 59.00 59.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $117,810 or 2% from fiscal year 2016. The increase is primarily from the costs of health insurance premiums that are projected to increase by 17% in fiscal year 2017. Apparatus slated for replacement in 2017 include one engine and one command vehicle. The CIP request is for $810,000. The CIP will replace a 2000 Toyne/Spartan engine with 70,488 miles and a 2009 Ford E350 command vehicle WEI GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Reduce emergency response times to reduce property loss and risk to civilians. Department Objective: 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. Performance Measures: Emergent Fire Response (All) EMS Response Suburban I Taraet I CY 2010 1 CY 2077 1 CY 2012 1 CY 2013 1 CY 2014 1 117 � � Rdl f � Q:9 [�I�> • �:� [�I�> • Q:� [�I�> • Q:� [�I�> • �:� [�I�> • Q:� [�I�> • Fire Control CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 Building Fires 42 44 42 39 38 Fires confined to object of origin 10 5 2 6 6 Fires confined to room of origin 20 19 24 17 19 Fires confined to floor of origin 0 1 2 1 7 Confined to building of origin 6 7 10 13 6 Beyond the building of origin 1 6 1 0 0 City of Iowa City Activitv Summar Activity: Division: Fire Emergency Operations (450200) Fire Emergency Operations (450200) 5,906,639 $ 6,007,284 $ Fund: General (1000) Department: Fire $ 6,166,949 2013 2014 2015 2016 2017 2018 531,997 Actual Actual Actual Revised Budget Prosection Revenues: 86,404 Fire Services 3,000 3,287 General Revenues Subsidy $ 5,423,942 $ 5,629,410 $ 5,901,517 $ 5,855,052 $ 5,989,341 $ 6,173,847 Other City Taxes $ 5,579,298 $ 5,906,639 $ 6,007,284 $ 6,049,133 $ 6,166,949 Other City Taxes 521,476 585,611 531,997 589,040 531,997 531,997 Charges For Fees And Services 267,481 Supplies 84,219 90,087 86,404 Fire Services 3,000 3,287 3,000 3,000 3,000 3,000 Miscellaneous 43,000 7,500 Total Expenditures $ 5,957,389 $ 6,271,096 Other Misc Revenue 2,855 3,755 2,648 - - - Other Financial Sources Personnel Services - FTE 2013 2014 Sale Of Assets 6,116 49,033 14,550 Battalion Chief 2.00 Total Revenues $ 5,957,389 $ 6,271,096 $ 6,453,712 $ 6,447,092 $ 6,524,338 $ 6,708,844 Expenditures Personnel $ 5,579,298 $ 5,906,639 $ 6,007,284 $ 6,049,133 $ 6,166,949 $ 6,351,957 Services 207,082 253,911 352,499 263,099 262,236 267,481 Supplies 84,219 90,087 86,404 91,860 87,653 89,406 Capital Outlay 86,789 20,459 7,525 43,000 7,500 Total Expenditures $ 5,957,389 $ 6,271,096 $ 6,453,712 $ 6,447,092 $ 6,524,338 $ 6,708,844 Personnel Services - FTE 2013 2014 2015 2016 2017 Battalion Chief 2.00 2.00 2.00 2.00 2.00 Fire Captain 3.00 3.00 3.00 3.00 3.00 Fire Lieutenant 12.00 12.00 12.00 12.00 12.00 Firefighter 42.00 42.00 42.00 42.00 42.00 Total Personnel 59.00 59.00 59.00 59.00 59.00 Capital Outlay 2016 2017 Vehicle Equipment $ 10,000 $ - Trench Rescue Trailer 33,000 - Other Operating Equipment 7,500 Total Capital Outlay $ 43,000 $ 7,500 a1all Aaall W/A►III II1[QLl The Fire Prevention Bureau (FPB) continues to serve the Iowa City community 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 that 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 activities. 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 and every inspection: first, we're provided an opportunity to increase fire safety awareness by carefully explaining all violations and associated hazards; second, firefighters gain first hand familiarity with the buildings in their response districts; and third, we have a unique opportunity to grow our relationships in the community through mutual respect and goodwill. The wide range of activities provided by fire and life -safety educators includes the following: daycare/preschool and school presentations, Kids Safety House visits, Safety Village, UI Resident Assistant Fire Academy training, 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 trained child safety seat technicians and fire station 4 serves as a child safety seat "FIT Station." The department is hoping to pilot a new program this year called "Fired Up About Reading" that uses firefighter mentors to encourage at -risk school kids to read outside of school. The program provides at -risk youth an opportunity to interact in a meaningful way with public safety providers. The firefighter serves as a positive role model and the reading habits that we hope to convey may be life changing. 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 effort to determine the origin and cause of the fire. Fire investigation team members receive specialized training and are required to complete continuing education requirements. The Fire Marshal is a certified peace officer and works closely with the law enforcement community in our efforts to combat the crime of arson. HIGHLIGHTS As of October 15, 2015, the FPB has conducted 1,574 fire and life -safety inspections. As of October 15, 2015, the FPB has investigated 157 fire incidents to determine the origin and cause of the fire. As in years past, the kitchen is area of origin for the majority of our fires; unattended cooking accounted for the largest number of these fires. r[:)I Recent Accomplishments: Upcoming Challenges: • Fire Marshal Greer received a • Identify methods to better manage passing grade on his last Applied the inspection workload against the Research Project, completing the demands of providing emergency Executive Fire Officer Program service and requisite training. (EFOP). • Obtain training and education • The 2015 International Fire Code necessary to gain fire code and along with local amendments was origin and cause certifications for the unanimously adopted by City Fire Marshal. Council. • Identify programs available to • iPads for fire inspectors to conduct provide fire and life -safety education fire and life -safety inspections was to at -risk neighborhoods and funded through the computer charge schools. back replacement program. • Conduct public education programs • Completed 58 child safety seat that support neighborhood installations as of October 15, 2015. stabilization initiatives such as "Fire Up About Reading" • Target educational campaigns directed to at -risk audiences in efforts to reduce the incidence of cooking related fires. • Develop a long-term plan reference the configuration and staffing of the fire prevention bureau by compiling a report on activities per N FPA 1730. Staffing: Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: The fire prevention bureau is planning to test the Fired Up About Reading program at Alexander Elementary. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $8,590 or 6% from fiscal year 2016. The increase is primarily from the costs of health insurance premiums that are projected to increase by 17% in fiscal year 2017. FY2015 FY2016 FY2017 Total FTE's 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: The fire prevention bureau is planning to test the Fired Up About Reading program at Alexander Elementary. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $8,590 or 6% from fiscal year 2016. The increase is primarily from the costs of health insurance premiums that are projected to increase by 17% in fiscal year 2017. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods & A Strong Urban Core Department Goal: Ensure fire prevention core programs meet projected jurisdictional and regional service delivery demands & needs. Department Objective: Provide fire prevention services by collaborating with and educating the public, enforcing the codes, reviewing planned development, and identifying the mitigating hazards so that life and property are protected and disasters prevented. Performance Measures: Public education/fire prevention community contacts and staff hours Ed Me, MIi� lk,.U� Fire & life -safety building inspections conducted Bureau 686 458 507 430 520 Commercial 95 6 855 1,052 1 818 1 1,095 JUniversity 415 1 435 1 399 1 401 1 429 Increase presence and condition of smoke alarms encountered in fire incidents to 100% Smoke Alarm Status CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 Forkin 48 22 56 28 23 t* 1 3 1 2 1 5 13 1 Incidents 1 70 1 44 1 79 1 39 1 38 Percent Working 68.6% 1 50.0% 1 70.9% 1 71.8% 1 60.5% 16111 City of Iowa City Activitv Summar Activity: Fire Prevention (450300) Fund: General (1000) Division: Fire Prevention (450300) Department: Fire 851 530 - - 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: Sale Of Assets General Revenues Subsidy $ 184,398 $ 191,071 $ 226,488 $ 209,300 $ 219,961 $ 225,889 Miscellaneous Other Misc Revenue 851 530 - - - - Other Financial Sources Sale Of Assets 17,176 Total Revenues $ 185,249 $ 191,601 $ 243,664 $ 209,300 $ 219,961 $ 225,889 Expenditures: Personnel $ 140,530 $ 127,359 $ 135,626 $ 144,261 $ 152,848 $ 157,433 Services 38,568 25,479 40,169 48,343 47,894 48,852 Supplies 6,151 21,768 13,300 16,696 19,219 19,603 Capital Outlay 16,995 54,569 Total Expenditures $ 185,249 $ 191,601 $ 243,664 $ 209,300 $ 219,961 $ 225,889 Personnel Services - FTE 2013 2014 2015 2016 2017 Battalion Chief 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Will aIC7:111I01MIkiIIki W The Fire Training division operates under the direction of the Battalion Chief in charge of Training and the Training Officer. They plan, develop, and coordinate in-house training activities with the assistance of a Training Committee. This division is directly responsible for the administration of all fire department training. Areas of emphasis include but are not limited to: emergency medical services, technical rescue, fire suppression, and hazardous materials. :1[CIO 14[CIO k K Calendar year 2014 department training activities include: • For the year: 2,920 classes; 6,694 attendees; 11,891 hours • Company training: 1,049 classes; 3,839 attendees; 4,924 hours • Department training: 132 classes; 1,816 attendees; 3,895 hours • Outside training & education: 338 hours • Physical fitness training: 1,460 classes; 6,150 hours • Firefighter entry level orientation training: 133 classes; 557 hours • Training Center utilized by other agencies/departments (prior to demolition): 29 hours Recent Accomplishments: Completed 1�` Annual Youth Emergency Services Academy for high school, junior high and elementary aged students. The academy is a joint venture with the Iowa City Police Department and the Johnson County Ambulance Service. Conducted four (4) six-week candidate orientation classes for five (5) new hires • Certified eight department members in Blue Card Incident Command. • Thirty-three members completed the two- day National Fire Academy Incident Safety Officer class. Staffing: Upcoming Challenges: • Decommissioned the Fire Department Training Center in the fall of 2014. Currently working out of a temporary storage facility located outside of the city limits. • Budgeting personnel costs for all -hands competency based training evolutions, four (4) times per year per shift. • Long-term planning for a new fire training center complex. Securing property and modest funding are high priorities. • Time that is required to acquire and prep vacated structures for fire department training. • Maintaining district coverage throughout the acquisition and training process. W11 FY2015 FY2016 FY2017 Total FTE's 1.00 1.00 1.00 W11 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget Service Level Change Summary: The Iowa City Fire Department Training Center was decommissioned in December 2014. The Fire Department is currently working out of a rented storage facility and utilizing the classroom in the basement of Fire Station 4. The Training Division has constructed multiple training props to fill this void. The Training Division is working with the City, the University of Iowa and private developers to secure the rights and make available safe sites to conduct fire and special operations training in buildings slated for demolition. These opportunities are unpredictable as to when they will occur and come to us with narrow timeframes within which to conduct our training. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $24,020 or 20% from fiscal year 2016. The increase is primarily from the costs of overtime funds to hire back three (3) crews for three (3) half-day competency based training sessions (one time for each of our three shifts), four (4) times per year. The training will take place in acquired structures or at the Coralville Fire Department Training Center. The request is necessary to provide appropriate district coverage during the hands-on training. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: 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. Department Objective: 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. Performance Measures: Training hours completed per individual (% achieved) During CY 2014, two personnel were on extended leave and unable to participate in training. Certifications obtained Safety Officer CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 Hours % Achieved % Achieved % Achieved % Achieved % Achieved New New New New Minimum (96) 33 100% 93% Measure Measure Measure Measure New New New New New In Process Goal (160) 76% 63% Measure Measure Measure Measure During CY 2014, two personnel were on extended leave and unable to participate in training. Certifications obtained Safety Officer Goal CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 New New New New Certified 33 64 Measure Measure Measure Measure New New New New In Process 0 Measure Measure Measure Measure Fire Officer Goal CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 New New New Certified 2 2 30 Measure Measure Measure New New New In Process 12 2 Measure Measure Measure Haz Mat Tech Goal CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 New Certified 50 62 62 64 64 Measure New In Process 14 2 2 0 Measure 193 City of Iowa City Activitv Summar Activity: Fire Training (450400) Division: Fire Training (450400) Fund: General (1000) Department: Fire 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 156,393 $ 173,120 $ 166,246 $ 189,373 $ 206,106 $ 217,651 Charges For Fees And Services Fire Services 2,224 717 629 - - - Miscellaneous Other Misc Revenue 530 - - - - - Other Financial Sources Sale Of Assets 500 7,159 Total Revenues $ 159,647 $ 180,996 $ 166,875 $ 189,373 $ 206,106 $ 217,651 Expenditures: Personnel $ 105,094 $ 110,959 $ 118,972 $ 118,306 $ 142,330 $ 146,600 Services 32,651 28,689 41,220 51,014 48,915 55,893 Supplies 15,902 9,175 6,683 20,053 14,861 15,158 Capital Outlay 6,000 32,173 Total Expenditures $ 159,647 $ 180,996 $ 166,875 $ 189,373 $ 206,106 $ 217,651 Personnel Services - FTE 2013 2014 2015 2016 2017 Fire Lieutenantr-raining 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 IOU 1:0N16,,4*11Nx91N:rAIIIs] 01Ie11]► I 10111.11 RA IMkiI 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. Parkland Acquisition This activity accounts for the costs association with acquiring parkland. Farmers' Market The Iowa City Farmers' Market makes homegrown fruits, vegetables, homemade baked goods, foodstuffs, handcrafts, and flowers available to the general public. The market season runs May through October and is held on Wednesday evenings and Saturday mornings at the Chauncey Swan parking facility. Additional markets are held on Tuesdays at Mercer Park. Market Music features performances by local musicians on Wednesdays, June through October, in Chauncey Swan Park before and during the Farmers' Market. Government Buildings Government Buildings staff provides routine custodial and maintenance services at City Hall and other public buildings utilizing a combination of in-house and contracted approaches. Staff provides daily cleaning and maintenance for the 64,445 square foot City Hall 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 Director of Parks & Recreation retired after 32 years with the department. • Chadek Green Park Community Garden program began. • The City of Iowa City and Project GREEN received a REAP Grant for the restoration and redevelopment of landscape and gardens at the Ashton House. • The operation of the Iowa City Farmers Market was contracted out to Avacentre, an event management company that serves a number of other City facilities. • Expanded the farmers market music season through October. • The Government Buildings Division restructured staffing to help with better cross - coverage of facilities and to allow for a more efficient operation. • The building of an automated system for further monitoring and improvement of energy use city-wide is ongoing. 11M Recent Accomplishments: • Chadek Green Park was acquired and now serves the public. • Chadek Green Community Gardens officially launched and sold out of garden plots. • In cooperation with Blue Zone initiatives, the department now offers a Neighborhood Garden program. • Completed numerous park upgrades at Tower Court, Reno Street, Willow Creek, Kiwanis, Mercer, Hickory Trail and other locations. • Initiated planning for Lower City Park, Hickory Hill Park and the an east side sports complex. Staffing: Upcoming Challenges: • Address the demand for more community garden plots. • Continue to strengthen neighborhood parks consistent with the City Council strategic plan. • Develop a reinvestment strategy for older parks, aquatic centers and indoor recreation centers. • Continue working with affiliate groups to develop a positive relationship while developing solutions for future funding challenges. • Develop new programming to further engage the community. • Continue efforts to increase customer service and program awareness. Staffing Level Change Summary: There was a restructuring of the custodian and maintenance worker positions in fiscal year 2017. As a result of this restructuring, a 1.0 FTE Custodian moved into the Recreation division in fiscal year 2017 budget from the Parks & Recreation Administration division — Government Buildings activity. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 services expenditures for administration are estimated to increase $85,100 or 363% from fiscal year 2016. The increase is primarily from the costs for consultant services to update the parks and recreation master plan. FY2015 FY2016 FY2017 Total FTE's 6.83 7.33 6.33 Staffing Level Change Summary: There was a restructuring of the custodian and maintenance worker positions in fiscal year 2017. As a result of this restructuring, a 1.0 FTE Custodian moved into the Recreation division in fiscal year 2017 budget from the Parks & Recreation Administration division — Government Buildings activity. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 services expenditures for administration are estimated to increase $85,100 or 363% from fiscal year 2016. The increase is primarily from the costs for consultant services to update the parks and recreation master plan. 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. Performance Measures: Endowments CY 2010 1 CY 2011 CY 2012 CY 2013 CY 2014 Iowa City Parks and Recreation $80,895 $118,125 $165,194 $114,736 $89,066 Foundation $62,702 $448,780 $1,820,930 $438,190 $335,157 Community Foundation NA NA $10,373 $17,864 $23,853 of Johnson County* $1.869 $7.446 $30.636 $8.364 $5.747 * Community Foundation started in CY 2012 Donations & Grant Funding FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Donations** $64,157 $56,541 $258,063 $129,395 $54,828 Grant Fundin ** $62,702 $448,780 $1,820,930 $438,190 $335,157 Total $126,859 $505,321 $2,078,993 $567,585 $389,985 Per capita calculation used 2010 US Census $1.869 $7.446 $30.636 $8.364 $5.747 ** 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. W31A FY 2011 I FY 2012 FY 2013 I FY 2014 I FY 2015 New New New Programs 168 177 Measure Measure measure New New New Participants 59,486 62,672 Measure Measure Measure W31A City of Iowa City Activitv Surninan Activity: Park and Rec Admin (510100) Fund: General (1000) Division: Park and Rec Admin (510100) Department: Parks and Recreation 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 264,037 $ 283,961 $ 540,834 $ 265,817 $ 348,089 $ 358,087 Charges For Fees And Services Parking Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Administrative Secretary Parks & Recreation Director Total Personnel - 9,780 22,400 9,780 22,400 22,400 309 309 $ 264,037 $ 294,050 $ 563,234 $ 275,906 $ 370,489 $ 380,487 $ 235,643 $ 241,845 $ 246,996 $ 251,357 $ 258,823 $ 266,588 26,393 49,865 34,217 23,446 108,543 110,714 2,002 2,340 2,021 1,103 3,123 3,185 280,000 $ 264,037 $ 294,050 $ 563,234 $ 275,906 $ 370,489 $ 380,487 2013 2014 2015 2016 2017 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 WIN City of Iowa City Activity Summary Activity: Farmers Market (510200) Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation Revenues: General Revenues Subsidy 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ - $ - $ - $ 6,866 $ - $ 69,115 76,319 76,581 66,875 85,008 85,008 2,919 3,126 2,977 3,262 4,386 4,386 3,043 5,650 4,700 3,100 4,700 4,700 4,012 3,121 3,098 4,765 1,800 1,800 $ 79,088 $ 88,216 $ 87,356 $ 84,868 $ 95,894 $ 95,894 $ 16,124 $ 31,134 $ 15,988 $ - $ 44,417 $ 45,750 28,552 31,921 41,971 84,320 29,562 30,153 5,197 5,054 6,782 548 8,106 8,268 $ 49,873 $ 68,109 $ 64,741 $ 84,868 $ 82,085 $ 84,171 Activity Summary Activity: Government Buildings (510300) Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation Revenues: General Revenues Subsidy Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Custodian - Govt Bldgs M.W. I - Govt Bldgs M.W. 11- Govt Bldgs Facilities Manager Rec. Maint. Supr Total Personnel 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projection $ 483,947 $ 397,884 $ 605,437 $ 657,959 $ 673,607 $ 690,166 $ 483,947 $ 397,884 $ 605,437 $ 657,959 $ 673,607 $ 690,166 $ 300,807 $ 234,214 $ 269,713 $ 283,026 $ 308,717 $ 317,979 161,314 138,838 303,781 354,562 337,306 344,052 21,827 24,832 31,943 20,371 27,584 28,136 $ 483,947 $ 397,884 $ 605,437 $ 657,959 $ 673,607 $ 690,166 2013 2014 2015 2016 2017 2.50 2.50 2.50 3.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - - - 0.33 0.33 0.33 0.33 0.33 4.83 4.83 4.83 5.33 4.33 MR] NxdN :FA IIs] ► 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 Program Supervisor — Customer Engagement. 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, fitness room, pool, game room, racquetball court, arts and crafts 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 fitness 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. PON 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 42" 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. Pzei 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. 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. 00% HIGHLIGHTS • Hired new Program Supervisor — Customer Engagement to lead improving customer service/marketing of division programs and services. • City Park pool improvements • ICCSD gym partnership at Alexander Elementary • Positive engagement with sports affiliates on cost recovery strategies • Over 1,000 activities are offered annually Recent Accomplishments: • Customer service staff and facility supervision staff at RALCRCC and MPAC have been combined to meet the needs of a more diverse customer service base by not limiting customer service to regular business hours, which can create a barrier to service for working families. Additionally, customer service staff at both facilities has come under the supervision of the newly created Program Supervisor for Customer Engagement position. The creation of this position addresses both the internal need to provide more uniform training and support for customer service staff, as well as addresses the need to reach new recreation users through strategic marketing and communications. • City Park pool improvement project included the replacement of wading pool to meet ADA guidelines, expanded lawn area, and shade structures. • Formation of Youth Sports Council to assist in developing strategies for cost recovery for youth sports affiliates and the ICPRD facility maintenance costs. Staffing: Upcoming Challenges: • Working with ICCSD in 28E agreements and shared facility use. • Maintaining and upgrading aging recreation centers to meet the needs of today and future citizens. • Staying relevant with innovative programming. • Economic and transportation barriers to recreation services, programs, and facilities. • Ongoing master planning projects: Lower City Park, Eastside Sports Complex, City Park Log Cabin Restoration. 048161 FY2015 FY2016 FY2017 Total FTE's 15.42 14.42 15.42 048161 Staffing Level Change Summary: There was a restructuring of the custodian and maintenance worker positions in fiscal year 2017. As a result of this restructuring, a 1.0 FTE Custodian moved into the Recreation division in fiscal year 2017 budget from the Parks & Recreation Administration division — Government Buildings activity. The restructuring of these positions caused a number of the Maintenance Worker positions to have title and grade changes. The net impact on the overall cost was negligible. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $60,120 or 3% from fiscal year 2016. The increase is primarily from the costs of temporary employees to account for minimum wage adjustments and health insurance premiums that are projected to increase by 17% in fiscal year 2017. 048111 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Recreation program cost recovery A Solid Financial Foundation Relate program fees to the full cost of providing service. Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. Strategic Plan Goal: Healthy Neighborhoods Department Goal: 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. Department Objective: Performance Measures: Enhance partnership with ICCSD in joint facility development and usage to provide recreational opportunities at the neighborhood level. FY 2076 Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Budget 50% 1 46% 1 41% 1 40% 1 36% 38% 37% Strategic Plan Goal: Healthy Neighborhoods Department Goal: 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. Department Objective: Performance Measures: Enhance partnership with ICCSD in joint facility development and usage to provide recreational opportunities at the neighborhood level. FY2016 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Budget New New New Number of Schools 1 1 2 Measure Measure Measure Operation Expenses New New New $12,226 $7,275 $10,352 Measure Measure Measure New New New Capital Expenses 0 0 0 Measure Measure Measure NewNew New New Number of Activities 11 30 30-45 Measure Measure City of Iowa City Activitv Summan Activity: Recreation (520100) Fund: General (1000) Division: Recreation Department: Parks and Recreation 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy Other City Taxes Use Of Money And Property Rents Royalties & Commiss Intergovernmental Other State Grants Local 28E Agreements Charges For Fees And Services Culture & Recreafion Transit Fees Misc Charges for Services Miscellaneous Contdb & 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 Office Cooed - Recreation Recreafion Supt Sr Cled,JTypist - Rec Custodian - Govt Buildings M.W. I - Pools M.W. I - Recreafion M.W. 11- Recreafion M.W. 11- Pools M.W. III -Pools M.W. III - Govt Bldgs Facilities Manager Rec. Maint. Supr Swmming Pool Asst Rec Program Supervisor Total Personnel Capital Outlay Facility Improvements Park & Rec Equipment Fitness Equipment Starting Blocks RALRC Edible Landscape Maintenance And Repairs Diving Board Pool Deck Tile/Grate Replacement City Pool Front Desk Replacement Total Capital Outlay $ 1,822,827 $ 1,772,327 $ 1,759,171 $ 1,926,376 $ 2,001,616 $ 2,066,255 239,719 265,939 290,781 260,000 290,781 290,781 96,760 102,851 113,586 104,646 110,500 110,500 12,319 9,200 8,431 9,188 8,500 8,500 - 6,882 14,650 - - - 99,404 99,404 98,250 91,633 99,000 99,000 569,311 588,301 566,102 623,635 627,086 627,086 - - 2,320 900 900 900 17 - - - - - 22,030 1,850 27,478 15,350 15,000 15,000 3,512 4,710 4,282 4,989 4,730 4,730 4,451 1,013 2,536 1,183 1,627 1,627 48 847 $ 2,870,350 $ 2,852,525 $ 2,888,434 $ 3,037,900 $ 3,159,740 $ 3,224,379 $ 2,082,737 $ 2,087,769 $ 2,071,949 $ 2,223,921 $ 2,284,040 $ 2,352,561 520,080 512,048 540,120 562,288 587,661 599,414 231,133 172,179 201,970 177,691 208,239 212,404 36,400 80,529 74,395 74,000 79,800 60,000 $ 2,870,350 $ 2,852,525 $ 2,888,434 $ 3,037,900 $ 3,159,740 $ 3,224,379 2013 2014 2015 2016 2017 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 - - - - - 3.75 1.00 1.00 1.00 - - 2.75 2.75 2.75 2.75 - 1.00 1.00 1.00 1.00 - - - - - 1.00 1.00 1.00 1.00 1.00 - - - - - 1.00 - - - 0.67 0.67 0.67 0.67 0.67 - - 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 6.00 6.00 15.42 15.42 15.42 14.42 15A2 206 2016 2017 $ 10,000 $ 5,000 15,000 2,800 11,000 12,000 8,000 - - 15,000 30,000 - - 5,000 25,000 15,000 $ 74,000 $ 79,800 :0 all A IT, Fil1►III IALIFA►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, 22 restroom facilities, 2 dog parks and 3 splash pad/spray pad facilities. The Horticulture sector designs and manages the planters and planting beds in the central business district area and all parks and assists with natural areas management. 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. Park Maintenance Administration Administrative personnel include the Superintendent of Parks & Forestry 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. • Horticulture: Provides daily horticultural grounds maintenance in the City Plaza (Pedestrian Mall), City Hall and Chauncey Swan Park, all city owned planter beds and natural areas. Design, installation and maintenance of planting beds with annuals and perennials in the aforementioned areas and various city parks. Assists Parks Maintenance with snow and ice removal to various City -owned park areas, bridges, and right-of-ways on assigned routes, as needed. 0zm 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 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 Maintenance Operations shifted into two different places. The horticulture activities shifted into Park Maintenance Operations and the daily ground maintenance shifted into the Transportation & Resource Management Administration. HIGHLIGHTS • Redesign of Tower Court Park Recent Accomplishments: Upcoming Challenges: • Addition of Tower Court Park spray pad • Planning for effective management of • Addition of restroom facilities at expanding parks, trails and natural Fairmeadows Park areas • Installation of Chadek Green Gardens • Equitably managing the 200+ acres of • Phase I Willow Creek/Kiwanis Park City -owned non -parkland redesign • Managing the inevitable Emerald Ash • Installed new benches at Water Works Borer (EAB) infestation Park • Expanding, enhancing and developing new recreational opportunities Staffing: Staffing Level Change Summary: The 1.0 FTE Maintenance Worker II and 1.0 FTE Senior Maintenance Worker that were in the CBD Maintenance Operations were moved into Park Maintenance Operations. The other 1.0 FTE Maintenance Worker II that was in the CBD Maintenance Operations shifted to Transportation & Resource Management Administration division. FY2015 FY2016 FY2017 Total FTE's 19.00 19.00 19.00 Staffing Level Change Summary: The 1.0 FTE Maintenance Worker II and 1.0 FTE Senior Maintenance Worker that were in the CBD Maintenance Operations were moved into Park Maintenance Operations. The other 1.0 FTE Maintenance Worker II that was in the CBD Maintenance Operations shifted to Transportation & Resource Management Administration division. There was a new 1.0 FTE Maintenance Worker I added to Park Maintenance Operations; the cost of this position was offset by reducing a 1.0 FTE Maintenance Worker 11 to a Maintenance Work I and by reducing hours for temporary summer workers. Service Level Change Summary: The daily ground maintenance for CBD Maintenance shifted to Transportation & Resource Management Administration division. A cross country course has been the Soccer Complex. Financial Highlights: CBD Maintenance Operations expenditures are shifting into Transportation & Resource Management Administration starting in fiscal year 2017. $47,000 is included in capital outlay in fiscal year 2017 for the installation of fences at City Park and Mercer Park fields. $39,000 was also included in the fiscal year 2016 budget for this purpose. 0": 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: A Solid Financial Foundation Department Goal: Create effective sustainable methods of operating and maintaining facilities that accurately distribute the costs, benefits and current level of service to the public. Department Objective: Efficiently and equitably manage Parkland areas, open spaces and facilities utilizing sustainable techniques. Performance Measures: Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) *Starting in FY 2014 calculation includes non -parkland acres, which more accurately reflects cost per acre. 0411] FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Acres of Developed Parkland 1,354 1,441 1,506 1,511 1,511 Acres of Undeveloped Parkland 327 248 186 186 186 Total Acres of Parkland 1,681 1,689 1,692 1,697 1,697 Total Acres per 1,000 Population used 2010 US Census 24.77 24.89 24.93 25.01 25.01 Total Non -Parkland* - - - 200 200 *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: A Solid Financial Foundation Department Goal: Create effective sustainable methods of operating and maintaining facilities that accurately distribute the costs, benefits and current level of service to the public. Department Objective: Efficiently and equitably manage Parkland areas, open spaces and facilities utilizing sustainable techniques. Performance Measures: Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) *Starting in FY 2014 calculation includes non -parkland acres, which more accurately reflects cost per acre. 0411] City of Iowa City Activity Summary Activity: Park Maintenance Administration (530100) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation Revenues: General Revenues Subsidy Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Clerk/7ypist- Parks & Forest Superintendent Parks/Forestry Total Personnel 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ 229,303 $ 221,313 $ 189,146 $ 141,079 $ 147,019 $ 151,115 $ 229,303 $ 221,313 $ 189,146 $ 141,079 $ 147,019 $ 151,115 $ 194,545 $ 181,859 $ 160,107 $ 103,314 $ 115,611 $ 119,079 29,373 31,369 24,153 32,095 26,680 27,214 5,385 8,085 4,886 5,670 4,728 4,823 $ 229,303 $ 221,313 $ 189,146 $ 141,079 $ 147,019 $ 151,115 2013 2014 2015 2016 2017 1.00 1.00 1.00 2.00 2.00 2.00 1.00 211 1.00 City of Iowa City Activitv Surninan Activity: Division: Park Maintenance Operations (530200) Park Maintenance 1,254,252 $ 1,196,263 Department: Fund: General (1000) Parks and Recreation $ 1,545,707 2013 2014 2015 2016 2017 2018 197,000 Actual Actual Actual Revised Budget Prosection Revenues: 2,500 2,500 Intergovernmental 200,074 204,075 General Revenues Subsidy $ 1,801,485 $ 1,965,991 $ 1,802,124 $ 2,431,874 $ 2,304,142 $ 2,343,961 Use Of Money And Property $ 1,157,949 $ 1,254,252 $ 1,196,263 $ 1,549,285 $ 1,545,707 Rents 59,867 108,843 172,516 129,314 197,000 197,000 Royalties & Commiss - 1,984 2,398 1,984 2,500 2,500 Intergovernmental 200,074 204,075 Capital Outlay 25,342 29,899 32,661 Fed Intergovnt Revenue - - 36,608 - - - Disaster Assistance - 798 1,294 - - Other State Grants - 22,195 2,933 - - - Charges For Fees And Services 2015 2016 2017 M.VV. I - Parks Culture & Recreation 82,412 101,957 104,681 101,957 105,232 105,232 Miscellaneous 5.00 5.00 5.00 5.00 4.00 Contrib & Donations 2,500 585 2,450 585 16,000 16,000 Misc Merchandise - 508 1,400 508 - - Other Misc Revenue 973 3,854 6,525 3,820 200 200 Other Financial Sources 1.00 1.00 Sr MVV- Horticulture Specialist - - Sale Of Assets 5,522 1,830 1,408 Sr MVV- Turfgrass Specialist 1.00 Total Revenues $ 1,952,759 $ 2,208,545 $ 2,134,337 $ 2,670,042 $ 2,625,074 $ 2,664,893 Expenditures Personnel $ 1,157,949 $ 1,254,252 $ 1,196,263 $ 1,549,285 $ 1,545,707 $ 1,592,078 Services 621,688 753,829 751,323 845,850 822,293 838,739 Supplies 147,780 170,565 154,090 206,907 200,074 204,075 Capital Outlay 25,342 29,899 32,661 68,000 57,000 30,000 Total Expenditures $ 1,952,759 $ 2,208,545 $ 2,134,337 $ 2,670,042 $ 2,625,074 $ 2,664,893 Personnel Services - FTE 2013 2014 2015 2016 2017 M.VV. I - Parks - - - 1.00 3.00 M.VV. II - Parks 5.00 5.00 5.00 5.00 4.00 M.VV. II - Horticulture - - - - 1.00 M.VV. III - Parks 4.00 4.00 4.00 4.00 4.00 Sr MVV - Parks 1.00 1.00 1.00 1.00 1.00 Sr MVV- Horticulture Specialist - - - - 1.00 Sr MVV- Turfgrass Specialist 1.00 1.00 1.00 1.00 1.00 Total Personnel 11.00 11.00 11.00 12.00 15.00 Capital Outlay 2016 2017 Fences at City & Mercer Fields $ 39,000 $ 47,000 Maintenance Truck 24,000 - City Park Equipment Improvements 5,000 - Irrigation Improvements 10,000 Total Capital Outlay $ 68,000 $ 57,000 OAK City of Iowa City Activitv Surninan Activity: Forestry (530300) $ 256,775 $ 280,253 $ 280,182 $ 337,384 $ Fund: General (1000) Division: Park Maintenance - 4,140 - - - Department: Parks and Recreation 187,549 191,300 Supplies Contrib & Donations 20,000 20,000 20,200 2013 2014 2015 2016 2017 2018 100 - - Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 485,751 $ 584,247 $ 589,549 $ 604,794 Sale Of Assets General Revenues Subsidy $ 388,908 $ 405,110 $ 379,104 $ 479,553 $ 560,532 $ 575,777 Other City Taxes 5,285 5,929 9,017 5,970 9,017 9,017 Intergovernmental $ 256,775 $ 280,253 $ 280,182 $ 337,384 $ Fed Intergovnt Revenue - - 4,140 - - - Miscellaneous 191,191 187,549 191,300 Supplies Contrib & Donations 20,000 20,000 20,200 20,000 20,000 20,000 Misc Merchandise - 100 - 100 - - Other Misc Revenue 366 - - - - - Other Financial Sources 485,751 $ 584,247 $ 589,549 $ 604,794 Sale Of Assets 595 - - - - - Transfer In -Govt Activities 70,582 73,078 73,290 78,624 - - Total Revenues & Transfer In $ 485,736 $ 504,217 $ 485,751 $ 584,247 $ 589,549 $ 604,794 Expenditures Personnel $ 256,775 $ 280,253 $ 280,182 $ 337,384 $ 345,406 $ 355,768 Services 147,840 192,633 174,983 191,191 187,549 191,300 Supplies 21,640 31,331 30,586 55,672 56,594 57,726 Capital Outlay 59,480 Total Expenditures $ 485,736 $ 504,217 $ 485,751 $ 584,247 $ 589,549 $ 604,794 Personnel Services - FTE 2013 2014 2015 2016 2017 M. VV. II - Forestry 1.00 1.00 1.00 1.00 1.00 M. VV. III - Forestry 1.00 1.00 1.00 1.00 1.00 Sr MVV - Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 213 City of Iowa City Activitv Summan Activity: CBD Maintenance Operations (535100) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 505,968 $ 510,930 $ 366,596 $ 379,545 $ - $ - Licenses And Permits General Use Pennits 10,467 7,340 8,051 7,340 - - Food & Liq Licenses - - 2,400 - - - Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M. W. II - CBD Sr M.W. - CBD Total Personnel Capital Outlay Fixture Replace & Surface Repair Total Capital Outlay 659 145 145 $ 517,093 $ 518,415 $ 377,047 $ 387,030 $ - $ $ 342,345 $ 339,052 $ 213,004 $ 219,936 $ - $ - 146,144 154,341 137,719 139,166 - - 28,604 16,902 26,324 12,920 - - 0,040 15,000 $ 517,093 $ 518,415 $ 377,047 $ 387,030 $ - $ 2013 2014 2015 2016 2017 2.00 2.00 2.00 2.00 - 1.00 1.00 1.00 1.00 - 3.00 3.00 3.00 3.00 2016 2017 214 $ 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: • Reduction in seasonal staff for a savings of $11,000 in FY15. Staffing: Upcoming Challenges: The challenge in FY17 will be taking on more maintenance without increasing permanent or seasonal staff. Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: The Cemetery staff will begin assisting Parks Maintenance Operations with the maintenance of Reno, Happy Hollow and Hickory Hill Parks in fiscal year 2017. Financial Highlights: Fiscal year 2017 miscellaneous charges for service and sale of assets are estimated to increase $17,130 or 20% from fiscal year 2016. The increase is based on historical activity and the increased rates and charges in fiscal year 2016. 04V FY2015 FY2016 FY2017 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: The Cemetery staff will begin assisting Parks Maintenance Operations with the maintenance of Reno, Happy Hollow and Hickory Hill Parks in fiscal year 2017. Financial Highlights: Fiscal year 2017 miscellaneous charges for service and sale of assets are estimated to increase $17,130 or 20% from fiscal year 2016. The increase is based on historical activity and the increased rates and charges in fiscal year 2016. 04V GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Track and compare the number of full burials verse cremation burials for each fiscal year. Department Objective: 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. Performance Measures: 0411 City of Iowa City Activity Summary Activity: Cemetery Operations (540100) Fund: General (1000) Division: Cemetery Operations (540100) Department: Parks and Recreation Revenues: General Revenues Subsidy Charges For Fees And Services Misc Charges For Svc Miscellaneous Contrib & Donations Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Cemetery Supervisor M.W. II - Cemetery M.W. III - Cemetery Total Personnel 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ 242,814 $ 242,440 $ 208,775 $ 269,162 $ 255,044 $ 264,972 31,845 25,499 40,135 31,845 38,341 38,341 400 1,423 39,565 49,730 71,450 52,750 63,389 63,389 $ 315,647 $ 317,669 $ 320,760 $ 353,757 $ 356,774 $ 366,702 $ 243,511 $ 248,835 $ 248,139 $ 273,125 $ 279,257 $ 287,635 52,328 56,205 57,904 65,283 63,614 64,886 14,637 12,629 14,717 15,349 13,903 14,181 5,170 $ 315,647 $ 317,669 $ 320,760 $ 353,757 $ 356,774 $ 366,702 2013 2014 2015 2016 2017 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 3.00 3.00 3.00 3.00 LIBRARY OPERATIONS 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. HIGHLIGHTS • By the numbers fiscal year 2014: 0 64,957 cardholders 0 1,391,482 circulation 0 826,217 visits 0 108,345 computer users 0 40,337 attended children's programs 0 9,382 social media followers 041.1 Recent Accomplishments: • Set records in fiscal year 2015 for the number of people entering the building and attendance at adult, teen, and children's programs. • Began a partnership with the Coralville Public Library and the North Liberty Community Library to share electronic books and audiobooks. This provides a wider range of titles to all of our users. • Installed Iowa DOT service kiosk. • Continued emphasis on service to younger children through LII Delta Center "Playing is Learning" initiative and visits to all local elementary schools to issue library cards. Staffing: Upcoming Challenges: • Introduce bookmobile service. • Improve library website. • Work with local partners to keep children reading in the summer. • Expand and improve the Digital History Project. • Offer laptop computers for checkout. Staffing Level Change Summary: A .50 FTE Library Assistant III position was reduced to a .50 Library Assistant I position in the Library Controlled Funds activity in the fiscal year 2017 budget. Service Level Change Summary: The Library will introduce a bookmobile in later winter/early spring of 2017. The bookmobile is planned to be in use four days a week during the school year and five days a week during the summer. Financial Highlights: Fiscal year 2017 library levy property taxes are estimated to increase $54,390 or 6% from fiscal year 2016, which is primarily from the increase in a revaluation year. Also, fiscal year 2017 rent income are estimated to decrease $98,480 or 80% from fiscal year 2016, which is from the rental of the commercial space that will be rented by ICAD. P&M FY2015 FY2016 FY2017 Total FTE's 43.13 42.77 42.77 Staffing Level Change Summary: A .50 FTE Library Assistant III position was reduced to a .50 Library Assistant I position in the Library Controlled Funds activity in the fiscal year 2017 budget. Service Level Change Summary: The Library will introduce a bookmobile in later winter/early spring of 2017. The bookmobile is planned to be in use four days a week during the school year and five days a week during the summer. Financial Highlights: Fiscal year 2017 library levy property taxes are estimated to increase $54,390 or 6% from fiscal year 2016, which is primarily from the increase in a revaluation year. Also, fiscal year 2017 rent income are estimated to decrease $98,480 or 80% from fiscal year 2016, which is from the rental of the commercial space that will be rented by ICAD. P&M GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: The Iowa City Public Library connects people to information essential for daily living and offers them opportunities for enjoyment and personal growth. Department Objective: Continue to grow Summer Reading Program partnerships. Performance Measures: Children Registering for Summer Reading Programs Number of Summer Library Bus Riders FY 2016 FY 2017 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Goal Goal 1,599 1 2,280 1 2,178 1 3,160 1 3,564 1 3,721 3,800 Number of Summer Library Bus Riders Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing The Iowa City Public Library actively encourages discovery, learning, and greater participation in community life. Introduce the website as a virtual branch library. Library Website Use (Measured by Page Views) FY 2016 FY 2017 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Goal Goal 1,126 1 1,103 1 1,401 1 1,783 1 2,943 1 3,100 3,200 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing The Iowa City Public Library actively encourages discovery, learning, and greater participation in community life. Introduce the website as a virtual branch library. Library Website Use (Measured by Page Views) * Home Page Only OK11 FY 2016 FY 2017 FY 2011* FY 2012 FY 2013 FY 2014 FY 2015 Goal Goal 810,728 1 1,122, 935 1 1,187, 582 1 1,354,795 1 1,198, 756 1 1,400,000 1 1,500,000 * Home Page Only OK11 City of Iowa City Activitv Summar Activity: General Library (550100) Fund: General (1000) Division: Library Operations Department: Library 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budaet Proiection Revenues & Transfer In: General Revenues Subsidy $ 3,019,609 $ 3,179,390 $ 3,214,383 $ 3,377,972 $ 3,595,416 $ 3,740,970 Property Taxes 782,931 798,657 826,237 837,047 891,437 891,437 Delinquent Property Taxes 53 74 54 - - - Other City Taxes 13,847 13,588 14,850 13,640 13,249 14,850 Use Of Money And Property 13,000 6,000 6,000 Total Expenditures $ 4,676,173 $ Rents 107,947 122,484 80,757 122,484 24,000 24,000 Royalties & Commiss 3,027 2,647 2,315 2,612 2,500 2,500 Intergovernmental 2.00 2.00 2.00 2.00 2.00 Property Tax Credits - - 16,696 33,139 25,416 25,416 Local 28E Agreements 413,750 427,033 435,601 466,491 456,441 456,441 State 28E Agreements 35,000 - - - - - Charges For Fees And Services 1.00 1.00 Library Assistant l 2.50 5.50 Library Charges 57 46 39 - - - Miscellaneous 1.00 1.00 1.00 Library Assistant 111 Library Fines & Fees 182,418 175,666 166,785 175,666 160,000 160,000 Misc Merchandise - - 63 - - - Other Misc Revenue 62,535 19,626 15,697 - - - Other Financial Sources Library Coordinator 6.00 5.00 5.00 Sale Of Assets - 255 1,043 - - - Transfer In -Bus Type Funds 55,000 55,000 55,000 - - - Total Revenues & Transfer In $ 4,676,173 $ 4,794,466 $ 4,829,520 $ 5,029,051 $ 5,168,459 $ 5,315,614 Expenditures: Personnel $ 3,886,479 $ 3,928,169 $ 4,091,765 $ 4,237,696 $ 4,390,554 $ 4,522,271 Services 627,682 633,087 584,635 622,319 629,864 642,461 Supplies 149,539 178,888 143,250 156,036 142,041 144,882 Capital Outlay 12,473 54,322 9,870 13,000 6,000 6,000 Total Expenditures $ 4,676,173 $ 4,794,466 $ 4,829,520 $ 5,029,051 $ 5,168,459 $ 5,315,614 Personnel Services - FTE 2013 2014 2015 2016 2017 Custodian -Library 2.00 2.00 2.00 2.00 2.00 IT Support Specialist - 1.00 1.00 1.00 1.00 Librarian II 7.00 6.00 6.00 6.00 6.00 Library Admin Coordinator 1.00 1.00 1.00 1.00 1.00 Library Assistant l 2.50 5.50 5.50 5.63 5.63 Library Assistant II 1.00 1.00 1.00 1.00 1.00 Library Assistant 111 5.23 5.23 5.23 5.36 5.36 Library Building Manager 1.00 1.00 1.00 1.00 1.00 Library Clerk 6.25 2.75 2.75 2.38 2.38 Library Coordinator 6.00 5.00 5.00 5.00 5.00 Library Director 1.00 1.00 1.00 1.00 1.00 Library Web Specialist 1.00 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 - - - - MWI - 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 0.65 Sr Librarian 1.00 2.00 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 1.00 Total Personnel 42.88 42.38 42.38 42.27 42.27 Capital Outlay 2016 2017 RFID tags $ 6,000 $ 6,000 Exterior Doors 7,000 Total Capital Outlay $ 13,000 $ 6,000 221 City of Iowa City Activitv Summar Activity: Library Materials (550200) Division: Library Operations Fund: General (1000) Department: Library 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 631,163 $ 659,205 $ 650,421 $ 648,000 $ 660,960 $ 660,960 Total Revenues $ 631,163 $ 659,205 $ 650,421 $ 648,000 $ 660,960 $ 660,960 Expenditures: Services $ 319 $ - $ - $ - $ - $ - Capital Outlay 630,845 659,205 650,421 648,000 660,960 660,960 Total Expenditures $ 631,163 $ 659,205 $ 650,421 $ 648,000 $ 660,960 $ 660,960 Capital Outlay 2016 2017 Adult Library Materials $ 548,000 $ 558,960 Children's Library Materials 100,000 102,000 Total Capital Outlay $ 648,000 $ 660,960 %wY City of Iowa City Activitv Surninan Activity: Library Board Controlled Funds (550300) Fund: Library Gifts (1001) Division: Library Operations Department: Library 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: Use Of Money And Property Interest Revenues $ - $ 1,302 $ 3,006 $ 638 $ 600 $ 600 Intergovernmental Operating Grants 76,694 90,067 84,126 90,067 89,743 89,743 Charges For Fees And Services Refuse Charges 296 574 77 574 100 100 Miscellaneous Mlsc Merchandise 1,965 1,798 2,956 1,799 2,000 2,000 Other Mlsc Revenue 21,745 22,304 20,139 22,008 20,139 20,139 Printed Matenals 15,606 15,087 15,224 15,087 15,223 15,223 Other Financial Sources Sale Of Assets 673 Total Revenues $ 116,306 $ 131,805 $ 125,528 $ 130,173 $ 127,805 $ 127,805 Expenditures: Personnel $ 30,529 $ 32,756 $ 22,689 $ 28,445 $ 28,512 $ 29,367 Services 30,843 53,747 48,505 25,728 42,482 43,332 Supplies 3,602 3,890 3,716 24,223 33,777 34,453 Capital Outlay 42,692 45,921 48,336 27,000 25,000 25,000 Total Expenditures $ 107,665 $ 136,314 $ 123,246 $ 105,396 $ 129,771 $ 132,152 Personnel Services - FTE 2013 2014 2015 2016 2017 Library Assistant l - - - - 0.50 Library Assistant 111 0.50 0.50 0.50 0.50 - Library Clerk 0.25 0.25 0.25 Total Personnel 0.75 0.75 0.75 0.50 0.50 Capital Outlay 2016 2017 IT Hardware $ 12,000 $ - Sof ware 15,000 - Fumiture & Office Equipment 25,000 Total Capital Outlay $ 27,000 $ 25,000 223 City of Iowa City Activitv Summar Activity: Library Gifts and Bequests Division: Library Operations (550400) Fund: Library Gifts (1001) Department: Library 2013 2014 2015 2016 2017 2018 $ Actual Actual Actual Revised Budget Prosection Revenues: 13,203 21,671 24,287 24,773 Use Of Money And Property 17,955 24,379 28,964 24,618 Interest Revenues $ 1,150 $ - $ - $ - $ - $ - Miscellaneous 80,000 Total Expenditures $ 33,719 $ Contrib & Donations 199,854 134,422 150,344 175,000 150,000 150,000 Other Misc Revenue 3,700 1,625 2,372 6,400 2,000 2,000 Total Revenues $ 204,705 $ 136,047 $ 152,716 $ 181,400 $ 152,000 $ 152,000 Expenditures: Personnel $ - $ - $ - $ 29,146 $ 27,979 $ 28,818 Services 13,415 21,288 13,203 21,671 24,287 24,773 Supplies 17,955 24,379 28,964 24,618 18,650 19,023 Capital Outlay 2,349 13,612 3,082 80,000 Total Expenditures $ 33,719 $ 59,279 $ 45,249 $ 155,435 $ 70,916 $ 72,614 Capital Outlay 2016 2017 Meeting Room AV Equipment $ 80,000 $ Total Capital Outlay $ 80,000 $ - 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 Matenals Children's Library Materials Total Capital Outlay 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projection $ 70,299 $ 17,340 $ 36,140 $ 52,000 $ 35,200 $ 35,200 $ 70,299 $ 17,340 $ 36,140 $ 52,000 $ 35,200 $ 35,200 $ 41,180 $ 13,984 $ 61,674 $ 52,000 $ 47,000 $ 45,000 $ 41,180 $ 13,984 $ 61,674 $ 52,000 $ 47,000 $ 45,000 224 2016 2017 $ 40,000 $ 35,000 12,000 12,000 $ 52,000 $ 47,000 City of Iowa City Activity Summary Activity: Library Replacement Reserves (550800) Fund: Library Replacement Reserves (1006) Division: Library Operations Department: Library Revenues & Transfer In: Other Financial Sources Sale Of Assets Transfer In From General Fund Total Revenues & Transfer In Expenditures: Services Supplies Capital Outlay Total Expenditures Capital Outlay Operating Equipment Replacement Meeting Room AV Equipment Total Capital Outlay 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ 537 $ - $ - $ - $ - $ 62,422 62,422 62,422 62,422 62,422 62,422 $ 62,959 $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 30 $ - $ - $ - $ - $ - 21,953 15,816 - 45,000 - - 48,318 88,337 21,004 70,500 25,000 $ 70,301 $ 104,153 $ 21,004 $ 115,500 $ - $ 25,000 01W 2016 2017 $ 20,500 $ 50,000 $ 70,500 $ I1:101M Wa loll] 01117A 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. HIGHLIGHTS Recent Accomplishments: • Increased annual unrestricted use grant to the Library by $14,000, to $114,000. • Raised $190,446 in unrestricted gifts. • Received in-kind gifts valued at $134,316 to present as prizes for special initiatives including Summer Reading Programs. • Successfully worked with volunteers to increase income from sales at used bookstore to $30,400; $5,400 above goal. • Introduced new fundraising event in spring to cultivate new donors and increase support. Staffing: Upcoming Challenges: • Develop new multi-year Friends Foundation Strategic plan. • Plan for Friends Foundation 25`h Anniversary. • Increase visibility in increasingly competitive environment. Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. ry;tl FY2015 FY2016 FY2017 Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. ry;tl City of Iowa City Activitv Summar 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ 132,644 $ 109,845 $ 175,818 $ 178,916 $ 193,651 $ 199,461 $ 132,644 $ 109,845 $ 175,818 $ 178,916 $ 193,651 $ 199,461 $ 132,644 $ 110,119 $ 177,663 $ 174,829 $ 193,651 $ 199,461 $ 132,644 $ 110,119 $ 177,663 $ 174,829 $ 193,651 $ 199,461 2013 2014 2015 2016 2017 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 NALlIIs] :ZyA►III IA:Ze]»NA1101LlR1 The Iowa City/Johnson County Senior Center has been serving adults age 50 and above since 1981, which is located in a beautifully restored historic post office on the corner of Linn and Washington Streets in downtown Iowa City. In 2016, it will celebrate 35 years of providing opportunities for people to stay active, intellectually curious, and connected to others throughout the second half of life. The Center offers a full array of classes, activities, volunteer opportunities, and services. In addition to the fact that these programs and services fulfill interests and meet the needs of participants and community members, they are known to support and extend a person's health, wellbeing, and independence by fostering social connections, promoting mental and physical exercise, and encouraging community involvement. The Center does not just serve people over 50 years of age. Many programs are intergenerational, community events are common, and college age volunteers are often seen around The Center. In addition, The Center hosts practicum students and interns from a variety of academic departments at the University, including but not limited to Social Work, Public Health, and Recreational Studies. 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, and Senior Center Steering Council and Working Committees. 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. Senior Center Programs (1000) There are four budget subdivisions in the Programs activity: • 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. OR • 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. Senior Center New Horizons Band (1004) 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. The New Horizons Band no longer has a City managed account. In the future, New Horizons Band will managing its own activity outside of the City. Gifts & Memorials (1003) This activity accounts for contributions and donations made to the Senior Center Gift Fund. Staff has been asked by the Senior Center Commission to use the funding in this account to purchase necessary equipment and upgrades until all funding has been spent. In the future, all donations will be directed to the operational budget or Friends of The Center in accordance with donor wishes. HIGHLIGHTS • There was a 3.6% increase in the number of visits to Senior Center sponsored programs from Fiscal Year 2014 to Fiscal Year 2015 with participation increasing to 112,729 • At the end of Fiscal Year 2015 membership increased by 3% from the previous year to 1,620. • Over 600 volunteers provided services to support programs and services during Fiscal Year 2015. • Continued to facilitate the work of the City Council's Ad Hoc Committee on Senior Services, received final report, met with City Administration, and initiated action as appropriate. • Hosted the Iowa premier of the award winning documentary film, The Age of Love; brought the filmmaker to Iowa City to respond to questions following the film; and shortly thereafter sponsored a successful speed dating event for people over 50—the first in Iowa City. • The Center was recognized by the Governor's office and the State's Senior Health Insurance Information Program (SHIIP) Director for hosting a SHIIP site and counselors since the program's inception 25 years ago. 2 0*41 Recent Accomplishments: With support from the Community Foundation of Johnson County, The Center's intergenerational folk choir, the Family Folk Machine, produced a music video of Tom Chapin's song "Brown Gold," a celebration of composting. The video was posted on the Senior Center YouTube channel and had over 1,000 views in the first few weeks. The assistance of fundraising, marketing, and graphic design professionals has been secured to assist in the development of strategic financial and marketing plans for The Center. Eight targeted focus groups were conducted and a survey was developed and distributed online and in hard copy at a variety of community locations. There were over 1,000 responses. The results have provided valuable information related to such things as public perceptions of The Center, fundraising potential, and marketing approaches. Attended fundraising seminars at the University of Iowa, North Liberty, and Quad Cities as well as monthly lunch and learns focusing on fundraising to expand knowledge base. Cost recovery rates and current fees were reviewed by a participant -based committee and Senior Center Commission. Recovery rate targets and fee increases were recommended as deemed appropriate by the Committee and approved by the Commission. After speaking with a professional event coordinator, both the committee and Commission recommended making changes to the Assembly Room, lobby, and kitchen to make the area more appealing to renters. An RFP is being developed to secure proposals and cost estimates. Upcoming Challenges: • Diversify The Center's funding. • Implement fee changes recommended by Committee A and approved by the Senior Center Commission in Fiscal Year 2017. • Secure a Development Specialist as a staff member. • Finish the strategic fundraising plan and implement it successfully. Evaluate and modify as needed. • Effectively work with volunteers to SUCCESSFULLY engage them in fundraising. • Develop successful marketing techniques and incorporate them into the new Program Guide design, promotional materials, and development plan. • Continue to expand knowledge base in fundraising area. • Motivate the Senior Center Commission and Board of Friends of the Center to become more active advocates and fundraisers. • In January 2017, develop 2016-2020 Mission, Goals and Objectives for the Senior Center that are reflective of priorities identified by City Council. • Maintain the level and quality of programs and services currently offered. • Secure (free) and learn fundraising software. • Obtain the total estimated Fiscal Year 2017 budget amount to determine the estimated Fiscal Year 2017 cost recovery goal. • Re -design and organize the Program Guide and reduce the publication to three times each year beginning January 1, 2016. • Begin re -vamping second floor classrooms. • Pursue modifications to the Assembly Room, lobby, and kitchen that will make the spaces more appealing to renters, create more storage space, and provide additional instructional space and equipment. 3 01%I8] Staffing: Staffing Level Change Summary: A 0.50 FTE Development Specialist that would focus exclusively on fundraising is new for the fiscal year 2017 budget. They would be involved with volunteer coordination, training, and oversight, and work in cooperation with the Coordinator to accomplish all areas of fundraising. Any fundraising effort for the Senior Center will involve Friends of The Center. For this reason Friends of The Center will be asked for a first year contribution of $10,000 towards the salary of this person, with the intention the position will generate enough revenue to cover the annual salary in the future. A temporary front desk position was expanded in fiscal year 2017 from 18 hours per week to 25 hours per week to provide better coverage. Service Level Change Summary: The three changes in the department of the operational budget are the New Horizon Band, Gifts and Memorials, and the Development Specialist position. First, The New Horizons Band no longer has a City managed account, so the operational budget is no longer included. Second, the Gifts and Memorials Fund was eliminated. Staff has been asked by the Senior Center Commission to use the funding in this account to purchase necessary equipment and upgrades until all funding has been spent. In the future, all donations will be directed to the operational budget or Friends of The Center in accordance with donor wishes. Third, the Development Specialist will focus exclusively on fundraising, and will be involved with volunteer coordination, training, and oversight, and work in cooperation with the Coordinator to accomplish all areas of fundraising. Financial Highlights: Fiscal year 2017 New Horizons Band and Gifts and Memorials revenues and expenditures are eliminated from the operating budget. Fiscal year 2017 membership revenues are estimated to increase from fiscal year 2016. The increase is primarily from a participant committee that recommended increases in the annual membership dues. Also, the contributions and donations are estimated to increase $13,090 or 28% based on anticipated increase in fundraising and endowment contributions with the new Development Specialist position. 231 FY2015 FY2016 FY2017 Total FTE's 6.50 6.50 7.00 Staffing Level Change Summary: A 0.50 FTE Development Specialist that would focus exclusively on fundraising is new for the fiscal year 2017 budget. They would be involved with volunteer coordination, training, and oversight, and work in cooperation with the Coordinator to accomplish all areas of fundraising. Any fundraising effort for the Senior Center will involve Friends of The Center. For this reason Friends of The Center will be asked for a first year contribution of $10,000 towards the salary of this person, with the intention the position will generate enough revenue to cover the annual salary in the future. A temporary front desk position was expanded in fiscal year 2017 from 18 hours per week to 25 hours per week to provide better coverage. Service Level Change Summary: The three changes in the department of the operational budget are the New Horizon Band, Gifts and Memorials, and the Development Specialist position. First, The New Horizons Band no longer has a City managed account, so the operational budget is no longer included. Second, the Gifts and Memorials Fund was eliminated. Staff has been asked by the Senior Center Commission to use the funding in this account to purchase necessary equipment and upgrades until all funding has been spent. In the future, all donations will be directed to the operational budget or Friends of The Center in accordance with donor wishes. Third, the Development Specialist will focus exclusively on fundraising, and will be involved with volunteer coordination, training, and oversight, and work in cooperation with the Coordinator to accomplish all areas of fundraising. Financial Highlights: Fiscal year 2017 New Horizons Band and Gifts and Memorials revenues and expenditures are eliminated from the operating budget. Fiscal year 2017 membership revenues are estimated to increase from fiscal year 2016. The increase is primarily from a participant committee that recommended increases in the annual membership dues. Also, the contributions and donations are estimated to increase $13,090 or 28% based on anticipated increase in fundraising and endowment contributions with the new Development Specialist position. 231 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 FY 2015 _(D Overall Satisfation lRating m E_� New Measure 91% m E_� m E_� m E_� m E_(D m E LL .Q E im Q E im Q E im Q E im Q E im Q E U) m m m m m u) Idd New New New �� Measure Measure Measure * A quarter, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through November, Winter, December through February, Spring, March through May, and Summer, June through August. The Program guide is released two weeks prior to the beginning of the quarter. Random Class Evaluations (done throughout the year) Strategic Plan Goal: A Solid Financial Foundation & Enhanced Communication and Marketing Department Goal: To improve stability and diversity of financing. Department Objective: Move toward electronic communication as a cost saving measure and for customer convenience. 01%% Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Overall Satisfation lRating 95% New Measure New Measure 91% 96% 91 Strategic Plan Goal: A Solid Financial Foundation & Enhanced Communication and Marketing Department Goal: To improve stability and diversity of financing. Department Objective: Move toward electronic communication as a cost saving measure and for customer convenience. 01%% Performance Measures: Percent of Members using On-line Class Registration and/or Membership Renewals Senior Center Endowment's Annual Contribution to the Operational Budget FY 2011 2012 FY 2013 FY 2014 FY 2015 FY 2013 New New New $20,323 $23,632 Percent of Members $30,380 $34,250 Change in Contribution 5% 11% 25% Measure Measure Measure Measure 16.3% Change in Percent New New New New New New New 120% (Goal of > 5% increase) Measure Measure Measure Measure Measure Senior Center Endowment's Annual Contribution to the Operational Budget Cost Recovery Percentage Goal FY 2011 1 FY 2012 FY 2013 FY 2014 1 FY 2015 Annual Contribution $20,323 $23,632 $23,077 $30,380 $34,250 Change in Contribution New 25% 25% 29% 27% Increase % Measure 16.3% 2.3% 31.6% 12.7% (Goal of 4 - 8% increase) Measure New New New Cost Recovery Percentage Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 25% and to New New New Percent of Participation 15% 25% 25% 29% 27% Increase % Measure Measure measure Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing To increase cultural diversity among participants and promote an environment of inclusion. Use available resources to expand the participant base for both on-site and off-site programming. Participation of Racial Minorities in the Senior Center Programming (Based on Annual On-site Demographic Survey) * At least until levels reflect community demographics of the 50 + population 233 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 New New New Percent of Participation 5% 4% Measure Measure measure Change in Percent New New New New ° 1/o (Goal of 1 - 2% increase)* Measure Measure Measure Measure * At least until levels reflect community demographics of the 50 + population 233 Percent of Respondents with Incomes at or below Department of Health and Human Services Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 _( New New New 4 - 6.1 %* E_( 12% 9% measure Measure measure * 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. Each quarter** had a Minimum of 4 Successful Programs that Targeting At Risk and In Need Adults Over 50 Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 201JE _( m E_( m E_( m E_( m E_( m E_ m Q E c Q E c Q E c Q E c Q E Q� � � � � ��New New New�� Measure Measure 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. 234 City of Iowa City Activitv Summar Activity: Senior Center Administrations (570100) Fund: General (1000) Division: Senior Center Operations Personnel $ 508,023 $ 526,825 $ Department: Senior Center 563,229 $ 605,323 $ 623,483 Services 209,364 218,241 202,920 2013 2014 2015 2016 2017 2018 30,681 Actual Actual Actual Revised Budget Prosection Revenues: 24,756 22,000 41,928 Total Expenditures General Revenues Subsidy $ 618,795 $ 598,506 $ 616,579 $ 651,974 $ 666,277 $ 647,732 Use Of Money And Property 2013 2014 2015 2016 2017 Parking Ramp Revenue 17,035 - - - - - Rents 1,624 2,135 2,312 2,135 2,465 2,465 Royalties & Commiss 322 264 287 264 264 264 Intergovernmental 1.00 1.00 Operations Asst - Sr Center 1.00 1.00 Local 28E Agreements 70,000 59,224 59,224 59,224 59,224 59,224 Charges For Fees And Services 1.00 1.00 1.00 Receptionist - Sr Center Culture & Recreation 54,701 57,926 54,229 57,354 69,000 69,000 Misc Charges For Svc 14,459 2,037 85 - - - Parking Charges - 20,390 21,640 20,390 25,200 25,200 Miscellaneous Total Personnel 6.50 6.50 6.50 Contrib & Donations 37,130 41,911 48,032 46,911 60,000 60,000 Misc Merchandise 7,736 6,091 5,341 6,091 5,400 5,400 Other Misc Revenue 6,719 18,488 1,612 2,500 20,600 20,600 Other Financial Sources 7,000 41,928 Total Capital Outlay Sale Of Assets 191 $ 22,000 $ 41,928 Total Revenues $ 828,520 $ 807,163 $ 809,341 $ 846,843 $ 908,430 $ 889,885 Expenditures: Personnel $ 508,023 $ 526,825 $ 550,984 $ 563,229 $ 605,323 $ 623,483 Services 209,364 218,241 202,920 229,975 236,471 241,200 Supplies 44,144 62,097 30,681 31,639 24,708 25,202 Capital Outlay 66,989 24,756 22,000 41,928 Total Expenditures $ 828,520 $ 807,163 $ 809,341 $ 846,843 $ 908,430 $ 889,885 Personnel Services - FTE 2013 2014 2015 2016 2017 Development Specialist - Sr Center - - - - 0.50 M. W. III - Senior Center 1.00 1.00 1.00 1.00 1.00 M.W. I - Senior Center 1.00 1.00 1.00 1.00 1.00 Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00 Program Specialist - Sr Center 1.00 1.00 1.00 1.00 1.00 Receptionist - Sr Center 0.50 0.50 0.50 0.50 0.50 Senior Center Coordinator 1.00 1.00 1.00 1.00 1.00 Volunteer Specialist -Sr Center 1.00 1.00 1.00 1.00 1.00 Total Personnel 6.50 6.50 6.50 6.50 7.00 Capital Outlay 2016 2017 Contracted Improvements $ 15,000 $ - Other Operating Equipment 7,000 41,928 Total Capital Outlay $ 22,000 $ 41,928 0A11 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ - $ - $ - $ 15,259 $ 9,235 $ 10,316 - 8,588 10,057 11,700 9,775 9,775 - 11,171 16,517 11,171 16,500 16,500 780 1,251 950 1,750 1,750 2,753 6,400 8,400 8,400 $ - $ 20,539 $ 30,578 $ 45,480 $ 45,660 $ 46,741 $ - $ - $ 2,261 $ 16,163 $ 16,736 $ 17,238 - 1,672 6,874 9,517 8,149 8,312 83 10,155 19,800 20,775 21,191 $ - $ 1,755 $ 19,290 $ 45,480 $ 45,660 $ 46,741 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budaet Proiecti $ 10,736 $ 9,010 $ 4,043 $ 9,065 $ - $ 3,157 1,106 950 1,800 - - 5 $ 13,893 $ 10,116 $ 4,998 $ 10,865 $ - $ $ 6,244 $ 5,813 $ 2,691 $ 8,628 $ - $ - 3,601 7,126 2,080 1,001 - - 1,625 3,267 1,411 1,467 $ 11,469 $ 16,206 $ 6,182 $ 11,096 $ - $ City of Iowa City Activitv Surninan Activity: Senior Center Gifts and Memori (570400) Division: Senior Center Operations Fund: Sr Center Gift Fund (1003) Department: Senior Center 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: Use Of Money And Property Interest Revenues $ 120 $ 76 $ 126 $ - $ - $ Total Revenues $ 120 $ 76 $ 126 $ - $ - $ Expenditures: Supplies $ 530 $ - $ - $ 20,598 $ - $ - Capital Outlay 13,237 Total Expenditures $ 530 $ - $ - $ 33,835 $ - $ Capital Outlay 2016 2017 Building Improvements $ 13,237 $ Total Capital Outlay $ 13,237 $ - 237 NEIGHBORHOOD & DEVELOPMENT SERVICES (NDS) ADMINISTRATION Administration Neighborhood and Development Services (NDS) Administration is responsible for oversight and support of the department's six operating divisions, Administration, Economic Development, Development Services, Neighborhood Services, Metropolitan Planning of Johnson County (MPOJC) and the Housing Authority. Sustainability Iowa City is committed to being a leader in sustainable community development. The Sustainability Coordinator helps ensure that our public services and planning efforts are rooted in sustainable principles. Efforts towards sustainability are also focused in municipal energy savings, community -wide greenhouse gas emissions, natural area management and collaborating with other city departments on other topics pertaining to sustainability. Current projects include tracking streetlight conversion to LED lighting, prioritizing energy conservation projects for municipal facilities and updating the community greenhouse gas emissions reporting. Climate adaption planning with other departments, communication of the City's sustainability efforts through electronic media, and completing the application for the STAR Sustainability Rating System are also projects that involve the Sustainability office. In addition, many City departments have begun partnering in sustainability 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. The Department continues increasing the usage of a web -based plan and document workflow system that was implemented which allows citizens, architects, and developers to initiate and complete plan submission, reviews, and approval. • The NDS remodel and physical merger of Housing & Inspection Services with Planning & Community Development. This merger has resulted in providing a "one-stop shop" for customers seeking development information. Recent Accomplishments: • Climate report finalized with projection data for the Iowa City area. • Eleven sustainability projects completed in collaboration with University of Iowa, coordinated with several other city departments. • Will begin tracking sustainability features in permitting process for budget reporting. Staffing: Upcoming Challenges: • Need to review solar and wind ordinance, as well as sensitive areas ordinance and consider revising or updating. • STAR Community Rating System certification should be awarded in 2016 and next steps can be evaluated. Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 services expenditures are estimated to increase $41,330 or 93% from fiscal year 2016. The increase is primarily from the costs for consultant services for bike/pedestrian master plan. r9P] FY2015 FY2016 FY2017 Total FTE's 2.55 2.55 2.55 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2017 budget. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 services expenditures are estimated to increase $41,330 or 93% from fiscal year 2016. The increase is primarily from the costs for consultant services for bike/pedestrian master plan. r9P] GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Encourage new development to include sustainability features. Department Objective: Monitor City funded projects which include sustainability features such as alternative energy, biocells, permeable pavement, green roofs and other green building practices. Performance Measures: Number of implemented City funded projects with sustainability standards Strategic Plan Goal Department Goal: Department Objective: Performance Measures: FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 NewNew Measure Measure New New New New New Measure Enhanced Communication and Marketing Increase awareness of sustainability within the community. External outreach within the community focusing on sustainability. External Communications FY 2011 1 FY 2012 FY 2013 FY 2014 FY 2015 Number of subscribers of sustainable New New New New New news escubscri tions Measure Measure Measure Measure Measure New New New New New Number of public outreach events Measure Measure Measure Measure Measure .zra City of Iowa City Activitv Summar Activity: Neighborhood & Dvlp Admin (610100) $ 259,604 $ 268,307 $ Fund: General (1000) Division: Neighborhood & Dvlp Admin (610100) Department: Neighborhood and Development Services 1,300 1,500 1,500 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 25,000 Other Misc Revenue 34 31,800 2,298 General Revenues Subsidy $ 288,401 $ 314,954 $ 247,130 $ 248,112 $ 283,297 $ 292,025 Charges For Fees And Services $ 259,604 $ 268,307 $ 263,983 $ 274,253 $ Building &Devlpmt - - 1,500 1,300 1,500 1,500 Miscellaneous 44,267 85,599 87,311 Supplies Code Enforcement - - 37,370 13,983 25,000 25,000 Other Misc Revenue 34 31,800 2,298 31,800 2,300 2,300 Printed Materials - - 8 - - - Tmnsfer In -Enterprise Activities - - 26,010 26,270 26,795 27,331 Total Revenues & Transfer In $ 288,435 $ 346,754 $ 314,316 $ 321,465 $ 338,892 $ 348,155 Expenditures Personnel $ 259,604 $ 268,307 $ 263,983 $ 274,253 $ 248,565 $ 256,022 Services 21,092 75,497 48,800 44,267 85,599 87,311 Supplies 7,739 2,950 1,533 2,945 4,728 4,823 Total Expenditures $ 288,435 $ 346,754 $ 314,316 $ 321,465 $ 338,892 $ 348,155 Personnel Services - FTE 2013 2014 2015 2016 2017 Administrative Secretary 0.55 0.55 0.55 0.55 0.55 Clerk/N DS 0.50 0.50 0.50 - - Engineering Technician 0.50 0.50 0.50 - - NDS Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.55 2.55 2.55 1.55 1.55 Position eliminated on 12-31-15 241 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ - $ - $ 137,835 $ 111,223 $ 137,343 $ 141,106 33,200 1,864 $ - $ 33,200 $ 139,699 $ 111,223 $ 137,343 $ 141,106 $ - $ 3,005 $ 88,745 $ 89,673 $ 101,574 $ 104,621 - 378 49,869 20,150 33,769 34,444 32 1,085 1,400 2,000 2,040 $ - $ 3,415 $ 139,699 $ 111,223 $ 137,343 $ 141,106 2013 2014 2015 2016 2017 1.00 1.00 - - - 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 - Misc Total Revenues & Transfer In Expenditures: Capital Outlay Total Expenditures Capital Outlay Energy Efficiency Improvements Total Capital Outlay 2013 2014 2015 2016 Actual Actual Actual Revised $ - $ - $ 50,961 $ 130,968 $ 2017 2018 84,731 $ 53,856 - - 50,092 - - - $ - $ - $ 101,053 $ 130,968 $ 84,731 $ 53,856 $ - $ - $ - $ 171,136 $ 123,500 $ $ - $ - $ - $ 171,136 $ 123,500 $ PzK 2016 2017 $ 171,136 $ 123,500 $ 171,136 $ 123,500 City of Iowa City Activitv Summan Activity: Housing and Inspection Admin (470100) Fund: General (1000) Division: Neighborhood & Dvlp Admin Neighborhood and Development Services 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budaet Proiection Revenues & Transfer In: General Revenues Subsidy Charges For Fees And Services Building & Devlpmt Miscellaneous Code Enforcement Other Misc Revenue Printed Materials Transfer In -Enterprise Activities Total Revenues & Transfer In Expenditures: Personnel Services Total Expenditures Personnel Services - FTE Code Enforcement Asst. H.I.S. Director Total Personnel $ 203,259 $ 222,988 $ - $ - $ - $ - 1,400 1,300 - - - - 26,444 13,983 - - - - 9 16 27 25,000 25,575 - - - - $ 256,118 $ 263,882 $ - $ - $ - $ $ 238,175 $ 240,899 $ - $ - $ - $ - 17,943 22,983 $ 256,118 $ 263,882 $ - $ - $ - $ 2013 2014 2015 2016 2017 1.00 1.00 1.00 - - 1.00 1.00 1.00 2.00 2.00 2.00 - - Activitv Summa Activity: Housing Authority Administration (490100) Fund: General (1000) Division: Housing Authority Neighborhood and Development Services 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Royalties&Commissions $ 3,538 $ 4,022 $ 4,307 $ - $ - $ Total Revenues $ 3,538 $ 4,022 $ 4,307 $ - $ - $ 243 1011A1Ci:1:101NOMKQIIIII&IANV/M:K The Neighborhood Services Division is responsible for the administration of various housing services, housing programs and revitalization efforts that focus on sustaining healthy neighborhoods. The division provides housing inspection services, facilitates communication and outreach services to neighborhood associations and coordinates Iowa City's public art and PIN Grant programs. Iowa City's federal Community Block Grant (CDBG) and HOME programs are also administered through the Neighborhood Services Division. 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 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. Housing Inspection Housing Inspection's mission is to ensure that Iowa City's housing facilities are of the quality necessary to protect and promote the health, safety, and welfare of those persons utilizing these facilities and the general public. The division strives 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. 244 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. Housing Inspection works 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. Housing Inspection achieves 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, staff has shifted to more pro -active inspections in our core neighborhoods to address nuisance trash and litter violations. 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 Aid to Agencies budget process. Neighborhood Outreach Neighborhood Outreach 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. .zr.7 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. Fifty of these have been completed and sold as owner occupied properties. There is one purchase offer pending and five homes are currently underway or are complete but not yet sold. These six homes are anticipated to be completed and sold by the summer of 2016. Two additional homes will be purchased in fiscal year 2016. The Program for Improving Neighborhoods (PIN) funded several neighborhood initiatives, including Grant WoodMletherby neighborhood's re-establishment of the Summer Playgrounds at Fairmeadows and Wetherby Parks and providing extra police enforcement in the neighborhoods specifically on weekend evenings. Northside received funding to purchase and plant additional perennials to North Market Square. Goosetown will again be hosting 2 "Movie in the Park" events and printing and mailing newsletters to announce movies and share other neighborhood news and Creekside will receive funding to create the "Creekside Eco Grove" in Creekside 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. In 2015, the StairStep project was created to seek out and commission the painting of the College Green Park steps. A matching fund program was also established to encourage other public and private entities to work together to produce public art in Iowa City. The Poetry in Public Program, in its 11th year, showcased 86 poems written by both adults and students. The division also staffs the Public Art Advisory Committee which serves as an advisory committee to all public art installations regardless of funding source. Recent Accomplishments: Upcoming Challenges: 98.1 % of rental cases brought into • Continue to monitor all available voluntary compliance. resources to find over -occupied Expanded the use of ICgovXpress, a rentals and properties rented without cloud based complaint tracking permits. software. • Staff capacity to investigate and Awarded a HMGP grant to acquire mitigate increasing number of up to eight homes along the 100- complaints due to the expansion of year Iowa River and Ralston Creek ICgovXpress to all City departments. floodplains. • Expand pro -active neighborhood Continued partnership with local code enforcement efforts. commercial lenders to offer the • Continue to promote the availability Building Change Program. Two of affordable housing and assist businesses approved for 0% interest local businesses despite decreasing loans for fagade and building CDBG and HOME funding. improvements. . Transition neighborhood Completed the William Street associations to utilizing "Nextdoor" Streetscape project. The fagade networking site to replace improvement program assisted the neighborhood newsletters. 7- unit residential property on . Secure and administer funding Muscatine Ave. and another fagade through the Iowa Homeland Security improvement grant approved to & Emergency Management to Abbe Center for Community Mental purchase and dedicate to green Health on Arthur St. space remaining properties in the Completed eight GRIP owner- Normandy, Taft and Creekside 100 - occupied housing rehabilitation year flood plains. projects. Staffing: Staffing Level Change Summary: There are no overall staff increases or decreases in the Neighborhood Services division. There has been a change to how the FTEs are being allocated. No FTE's are now being allocated directly to CDBG and HOME activities in fiscal year 2017. Employees that work on these programs will be billed to the programs for their actual time in lieu of FTE allocations. Estimates of these billed costs are based upon the available administrative funding in the program and are reflected in the programs' expenditure totals. Q, VA FY2015 FY2016 FY2017 Total FTE's 8.15 8.30 11.78 Staffing Level Change Summary: There are no overall staff increases or decreases in the Neighborhood Services division. There has been a change to how the FTEs are being allocated. No FTE's are now being allocated directly to CDBG and HOME activities in fiscal year 2017. Employees that work on these programs will be billed to the programs for their actual time in lieu of FTE allocations. Estimates of these billed costs are based upon the available administrative funding in the program and are reflected in the programs' expenditure totals. Q, VA There was also a .25 FTE Housing Assistant position and .40 FTE Building Inspector position that were re -allocated from the Housing Authority enterprise fund budget to the Housing Inspections budget. Service Level Change Summary: In the Community Development activity, the number of UniverCity homes is four with a total acquisition price of $720,000 and a renovation budget $50,000 per home or $200,000. Financial Highlights: Fiscal year 2017 Human Services activity services expenditures are estimated to increase $50,000 or 17% from fiscal year 2016. The increase is from an aid to agencies increase to the Iowa Community Foundation to establish an Iowa City Community Fund. OV -1 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Effectively resolve complaints to protect the health, safety, and NewNew livability of Iowa City's neighborhoods. Department Objective: Expand proactive neighborhood code enforcement efforts. Performance Measures: FY 2011 1 FY 2012 FY 2013 FY 2014 FY 2015 3,768 3,890 4,003 4,190 4,317 16.780 1 16.979 1 17.171 1 17.828 1 18.010 IHousing, coning & ivuisance 1 1,844 1 1,3b4 1 1,864 1 1, /bb I 1,6bU 1 Percent Citizen Complaints/Inquires are Resolved within 14 days Strategic Plan Goal: Department Goal: Department Objective: FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 NewNew 16 New New 8 6 87% 84% Measure Measure Healthy Neighborhoods Invest in the City's private residential building stock. Stabilize neighborhoods through UniverCity and GRIP reinvestment programs. Performance Measures: Rental Properties Converted to Single Family Homes (UniverCity) FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 5 16 9 8 6 Owner -Occupied Homes Rehabilitated (GRIP) FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 6 13 13 14 8 Q,K Strategic Plan Goal: Healthy Neighborhoods Department Goal: Facilitate Communication & Cooperation between the City and the neighborhood associations. Department Objective: Maintain an updated active list of neighborhood association contacts so as to sustain communication with neighborhoods. Encourage alternatives to neighborhood newsletters such as email lists, Facebook and NextDoor so that communication can continue within the neighborhood. Performance Measures: *Funding for neighborhood newsletters discontinued in FY2015. $360 in uncommitted PIN grant funding available for one FY16 newsletter to be printed and mailed. 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 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Estimate Number of FY 2013 FY 2014 FY 2015 neighborhoods with Estimate New New New New New 10 10 active leadership and 8 Measure 19 19 Measure Measure Measure Measure established community link.* *Funding for neighborhood newsletters discontinued in FY2015. $360 in uncommitted PIN grant funding available for one FY16 newsletter to be printed and mailed. 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 2016 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Estimate New 10 10 10 10 8 Measure Strategic Plan Goal: Healthy Neighborhoods Department Goal: Facilitate Communication & Cooperation between the City and the neighborhood associations. Department Objective: 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. Performance Measures: Neighborhood Meetings Coordinated to Address Above Objective *Elimination of newsletters severely limits the options available for meeting notifications within neighborhoods. Numbers included in FY15 and FY16 reflect specific City projects including park and street improvements for which meeting notice mailing funds are still available. Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Council Meetings 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. FY 2016 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Estimate New 24 26 22 8* 10 Measure *Elimination of newsletters severely limits the options available for meeting notifications within neighborhoods. Numbers included in FY15 and FY16 reflect specific City projects including park and street improvements for which meeting notice mailing funds are still available. Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Council Meetings 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. ON FY 2016 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Estimate New 3 4 11 8 8 Measure ON Strategic Plan Goal: Healthy Neighborhoods Department Goal: Facilitate Communication & Cooperation between developers proposing land use changes (rezonings, subdivisions, special exceptions, etc.) and residents near the subject property by assisting in the implementation of the Good Neighbor Program. Department Objective: Performance Measures: Good Neighborhood Meetings Coordinate communication between developers and residents through meetings and other public input opportunities. Strategic Plan Goal: Healthy Neighborhoods/Strong Urban Core Department Goal: To enhance the appearance of the City through the selection and integration of art in the public environment. Department Objective: Utilize Public Art Program funding to encourage the creation of public art within the downtown core as well as the neighborhoods as well as overseeing the review of proposals for public art installations in the City by the Public Art Advisory committee. Performance Measures: Public Art Installations FY 2016 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Estimate New New New 1 11 8 14 Measure Measure Measure Strategic Plan Goal: Healthy Neighborhoods/Strong Urban Core Department Goal: To enhance the appearance of the City through the selection and integration of art in the public environment. Department Objective: Utilize Public Art Program funding to encourage the creation of public art within the downtown core as well as the neighborhoods as well as overseeing the review of proposals for public art installations in the City by the Public Art Advisory committee. Performance Measures: Public Art Installations 04M FY 2016 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Estimate New New 1 3 3 1 Measure Measure 04M Strategic Plan Goal: Healthy Neighborhoods& Enhanced Communication and Marketing Department Goal: Allocate grant and City funds to serve the needs of low -to - moderate income (LM I) residents in the following areas: housing, homelessness, and community development (various services for at -risk and LM persons). Department Objective: Create/enhance suitable living environments, provide decent housing and create economic development opportunities. Performance Measures: Aid to Agencies FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Estimate Funds S ent $414,094 $422,950 $391,829 $378,700 $397,510 $378,700 Aaencies Assisted 15 19 16 19 18 13 253 City of Iowa City Activitv Summar Activity: Community Development (610200) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: General Revenues Subsidy $ 14,293 $ - $ 658,214 $ 919,877 $ 542,709 $ 552,971 Use Of Money And Property Interest Revenues Intergovernmental Other State Grants Miscellaneous Contrib & Donations Other Misc Revenue Printed Materials Other Financial Sources Loans Sale Of Assets Bond Proceeds Transfers In - GO Bonds Transfers In - Misc Total Revenues & Transfer In Expenditures: Personnel Services Supplies Capital Outlay Other Financial Uses Total Expenditures Personnel Services - FTE Associate Planner Building Inspector Community Development Coord Housing Rehab Specialist Code Enforcement Specialist Program Asst - Comm Devel Total Personnel Capital Outlay House Acquisitions for UniverCity Rehab Costs of UniverCity Houses Rehab Costs of Downtown Facade Program Total Capital Outlay 32,423 32,143 36,466 32,143 36,146 36,146 56,967 25,570 02,175 53,000 - - - 397 7,413 950 6,557 30,435 30,435 - - 10 - - - 006,360 2,071,767 1,347,062 457,631 833,906 033,906 353,319 1,469,552 1,219,389 2,800,000 720,000 720,000 - 1,000,000 - - - - 317,623 - - - - - - 170,465 20,000 - - - $ 123,182 $ 169,169 $ 172,688 $ 139,692 $ 179,849 $ 185,244 307,578 335,291 349,813 257,700 243,087 247,949 706 686 13,007 724 260 265 860,527 3,272,182 1,645,083 1,018,092 1,020,000 1,020,000 338,000 1,408,000 1,154,500 2,800,000 720,000 720,000 $ 1,629,993 $ 5,185,328 $ 3,335,091 $ 4,216,208 $ 2,163,196 $ 2,173,458 2013 2014 2015 2016 2017 0.35 0.35 0.35 0.35 1.00 - - - 0.60 1.00 0.30 0.30 0.30 - - 1.00 1.00 1.00 - - - - - 0.50 1.00 0.10 0.10 0.10 0.10 0.63 1.75 1.75 1.75 1.55 3.63 254 2016 2017 $ 400,000 $ 720,000 468,092 200,000 150,000 100,000 $ 1,018,092 $ 1,020,000 City of Iowa City Activity Summary Activity: Neighborhood Services (610710/610720) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: General Revenues Subsidy Use Of Money And Property Rents Miscellaneous Contrib & Donations Misc Merchandise Other Misc Revenue Printed Materials Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ 123,028 $ 132,253 $ 128,849 $ 157,356 $ 164,068 $ 168,225 250 - - 192 1,000 - - - - - 141 258 150 258 150 150 $ 124,419 $ 132,511 $ 140,379 $ 157,614 $ 164,218 $ 168,375 $ 99,495 $ 103,461 $ 107,576 $ 115,109 $ 117,277 $ 120,795 20,155 19,918 12,546 28,252 29,925 30,524 4,770 4,132 7,182 253 2,016 2,056 5,000 13,075 14,000 15,000 15,000 $ 124,419 $ 132,511 $ 140,379 $ 157,614 $ 164,218 $ 168,375 Personnel Services - FTE 2013 2014 2015 2016 2017 Neighborhood Services Coordinator - - - 0.30 0.70 Associate Planner 1.00 1.00 1.00 0.75 1.00 Administrative Secretary 0.25 Total Personnel 1.00 1.00 1.00 1.05 1.95 Capital Outlay Maint. of the Public Art Pieces Total Capital Outlay i8= 2016 2017 $ 14,000 $ 15,000 $ 14,000 $ 15,000 City of Iowa City Activitv Surninan Activity: Housing Inspections (610730) Division: Neighborhood Services 2013 2014 Department: Neighborhood and Fund: General (1000) Development Services Building Inspector - 2013 2014 3.00 2015 Housing Assistant 2016 0.75 2017 2018 1.00 Housing Inspector Actual Actual - Actual - Revised 0.50 Budget Prosection Revenues: 0.50 0.50 Housing/Devel Reg Inspector 0.50 - - - - Neighborhood Services Coordinator - General Revenues Subsidy $ - $ - $ - $ 670 $ - $ - Licenses And Permits 5.25 5.25 5.55 6.20 Misc Permits & Lic 1,360 2,080 1,600 2,080 1,600 1,600 Const Per & Ins Fees 631,695 533,947 655,855 560,644 660,000 660,000 Charges For Fees And Services Building & Devlpmt - - - - 14,000 14,000 Miscellaneous Other Misc Revenue - - 142 - - - Pnnted Materials 60 60 Total Revenues $ 633,115 $ 536,027 $ 657,657 $ 563,394 $ 675,600 $ 675,600 Expenditures: Personnel $ 418,237 $ 442,939 $ 445,196 $ 507,116 $ 563,039 $ 579,930 Services 57,983 50,876 46,080 52,465 73,555 75,026 Supplies 8,715 2,202 2,500 3,813 2,409 2,457 Capital Outlay 66,500 Total Expenditures $ 551,435 $ 496,017 $ 493,776 $ 563,394 $ 639,003 $ 657,413 Personnel Services - FTE 2013 2014 2015 2016 2017 Building Inspector - 3.00 3.00 3.00 3.40 Housing Assistant 0.75 0.75 0.75 0.75 1.00 Housing Inspector 3.00 - - - - Housing Inspector Asst 0.50 0.50 0.50 0.50 0.50 Housing/Devel Reg Inspector 0.50 - - - - Neighborhood Services Coordinator - - - 0.30 0.30 Sr Housing Inspector 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.75 5.25 5.25 5.55 6.20 04-1:1 City of Iowa City Activity Summary Activity: Human Services (610820) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Expenditures: 2013 2014 2015 2016 2017 2018 $ 13,021 $ Actual Actual Actual Revised Budget Prosection Revenues: 305,901 300,193 350,000 357,000 Total Expenditures $ 292,997 $ 264,333 $ General Revenues Subsidy $ 292,997 $ 264,333 $ 319,722 $ 313,833 $ 350,000 $ 357,000 Total Revenues $ 292,997 $ 264,333 $ 319,722 $ 313,833 $ 350,000 $ 357,000 Expenditures: Personnel $ 13,021 $ 14,143 $ 13,821 $ 13,640 $ - $ - Services 279,976 250,190 305,901 300,193 350,000 357,000 Total Expenditures $ 292,997 $ 264,333 $ 319,722 $ 313,833 $ 350,000 $ 357,000 Personnel Services - FTE 2013 2014 2015 2016 2017 Associate Planner 0.15 0.15 0.15 0.15 Total Personnel 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projection $ 1,078 $ 278 $ 36 $ - $ - $ $ 1,078 $ 278 $ 36 $ - $ - $ $ 2,700 $ 1,113 $ 315 $ - $ - $ 04 -TA :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: Assisted in getting projects to Development Agreement stage: • Riverside West apartments in Riverside Drive Urban Renewal Area (URA) • Hilton Garden Inn in City -University URA • The Chauncey in City -University URA • Harrison Street Condos in City - University URA • The RISE student housing and hotel development in City University URA Staffing: Upcoming Challenges: • Continue to work to develop office sector in Moss Ridge and at Dubuque Street interchange • Continue planning for future development in the Riverfront Crossings district south of downtown • Continue work with prospective in -fill developers and their ideas for redevelopment of city -owned parking lots in Civic District Staffing Level Change Summary: The departure of the Economic Development Administrator and the elimination of the position eliminated 1.0 FTE. 04-1.1 FY2015 FY2016 FY2017 Total FTE's 1.00 2.00 1.00 Staffing Level Change Summary: The departure of the Economic Development Administrator and the elimination of the position eliminated 1.0 FTE. 04-1.1 Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to decrease $161,550 or 53% from fiscal year 2016. The decrease is primarily from the costs for the elimination of 1.0 FTE. 04x1 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Strategic Economic Development Activities Build tax base and add employment opportunities. Work with public and private sectors to build economic development infrastructure. City -University Urban Renewal Area (Downtown - Original Blighted Area) City -University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014 Current Value Base Value 233.727.970 111.829.760 66.008.360 68.277.450 77.078.890 127,864,760 30,239,640 20,432,178 20,432,178 20,791,196 percent increase 82.8% 269.8% 223.1% 234.2% 270.7% City -University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) SSMID area within City -University Urban Renewal Area (Downtown - Original Blighted Area; Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014 Current Value Base Value 233.727.970 125.552.670 47.161.650 55.429.540 63.115.750 15,361,532 15,361,532 16,030,276 percent increase 49,688,484 1 1 207.0% 1 260.8% 1 293.7% SSMID area within City -University Urban Renewal Area (Downtown - Original Blighted Area; SSMID area within City -University Urban Renewal Area (Downtown - Ec. Dev. amended Area) Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014 Current Value (SSMID portion) 233.727.970 125.552.670 68.235.470 76.424.244 75.435.176 Base Value SSMIDportion) 97,625,120 50,047,502 50,047,502 49,688,484 ercent increase 82.8% 28.6% 1 36.3% 1 52.7% 1 51.8% SSMID area within City -University Urban Renewal Area (Downtown - Ec. Dev. amended Area) City -University Urban Renewal Area (Totals from Above Areas) Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014 Current Value (SSMID portion) 233.727.970 237.382.430 56.179.810 60.349.050 60.383.690 Base Value SSMIDportion) 42,023,548 42,023,548 41,354,804 ercent increase ercent increase 82.8% 1 33.7% 1 43.6% 1 46.0% 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 Jan 2014 Current Value Base Value 233.727.970 237.382.430 237.585.290 260.480.284 276.013.506 127,864,760 127,864,760 127,864,760 127,864,760 127,864,760 ercent increase 82.8% 85.7% 85.8% 103.7% 115.9% City -University Urban Renewal Area (Riverfront Crossings — Amendment #10 Area) 0ZY8] Jan 2010 1 Jan 2011 1 Jan 2012 Jan 2013 Jan 2014 Current Value Base Value Base Year 118.148.120 125.973.470 126.218.820 1 117,071,480 1 117,071,480 117,071,480 117,071,480 ercent increase 0.9% 1 7.6% 1 7.8% 0ZY8] Towncrest Urban Renewal Area Building Development Projects Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014 Current Value Base Value New Base Year 32.847.880 33.896.500 35.452.760 32,550,010 32,550,010 32,550,010 32,550,010 Ilpercent 16 0.9% 1 4.1% 1 8.9% Building Development Projects Business Development Projects FY 2017 1 FY 2012 FY 2013 FY 2014 1 FY 2015 New New New New Under development, working w/staff 16 Measure Measure Measure Measure New New New New Agreements completed 6 Measure Measure Measure Measure Business Development Projects Non -Profit Development Projects FY 2011 I FY 2012 FY 2013 I FY 2014 I FY 2015 New New New New Under development, working w/staff 6 Measure Measure Measure Measure New New New New Agreements completed 1 Measure Measure Measure Measure Non -Profit Development Projects Urban Renewal Areas FY 2011 I FY 2012 FY 2013 FY 2014 I FY 2015 New New New New Under development, working w/staff 10 Measure Measure Measure Measure New New New New Agreements completed 6 Measure Measure Measure Measure Urban Renewal Areas .4u FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 New New New New New 0 Measure Measure Measure Measure New New New New Amended 5 Measure Measure Measure Measure New New New New Total Urban Renewal Areas Measure Measure Measure Measure 12 .4u City of Iowa City Activitv Surninan Activity: Economic Development (610500) Fund: General (1000) Division: Economic Development (610500) Department: Neighborhood and Development Services $ 122,197 $ 127,828 $ 255,463 $ 304,361 $ 2013 2014 2015 2016 2017 2018 681,449 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 115 989 734 559 General Revenues Subsidy $ 320,843 $ 568,504 $ 666,785 $ 838,871 $ 653,694 $ 696,650 Other City Taxes 208,581 241,762 264,346 236,800 264,346 264,346 Use Of Money And Property Rents - - - - 11,190 11,190 Transfer In - Bus Type Funds 59,460 - - - - - Transfer In - Govt Activities - - 682 3,261 22,493 - TotalRevenues&Transferin $ 588,884 $ 810,266 $ 931,813 $ 1,078,932 $ 951,723 $ 972,186 Expenditures: Personnel $ 122,197 $ 127,828 $ 255,463 $ 304,361 $ 142,811 $ 147,095 Services 466,572 681,449 675,616 774,012 806,716 822,850 Supplies 115 989 734 559 2,196 2,240 Total Expenditures $ 588,884 $ 810,266 $ 931,813 $ 1,078,932 $ 951,723 $ 972,186 Personnel Services - FTE 2013 2014 2015 2016 2017 Economic Development Administrator - - - 1.00 - Economic Development Coord 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 2.00 1.00 Oz.% II]WAAIts] :1MIA01111INA ,V/[a*V 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: 2015 International Building / Residential Code, as amended Mechanical Code current state adopted code. Plumbing Code current state adopted code. 2015 International Fire Code National Electrical Code current version adopted by the state of Iowa. 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, subdivision and historic preservation 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. Q%] • The Planning and Zoning Commission is charged with drafting and updating the Comprehensive Plan, and implementation of the Plan through zoning code and subdivision regulations. Commission members review annexations and requests for rezonings, subdivisions and code amendments; and making recommendations 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 • NDS remodel and physical merger of Planning and Community Development staff with Building and Housing Inspections staff. This action has resulted in providing a "one stop shop" for clients seeking development information from the City staff. • Continued implementation of the Downtown and Riverfront Crossings Master Plan including preparation of a detailed plan for the riverfront park and streetscape design for South Riverside Drive. Facilitated the rezoning and development review process for several Riverfront Crossings projects including: o The Rise (Court St / Linn St) — CA Ventures o Hilton Garden Inn (Clinton St) — Kinseth / HD Capital Partners o UI Art Museum— UI / HD Capital Partners o Tate Arms Property — Jeff Clark o Kum & Go (Riverside Dr / Benton St) — Kum & Go o Bruegger's Bagels (Riverside Dr / Benton St) — Noah Kemp o Midwest One Bank (Clinton St) — Midwest One Bank o Sabin Townhomes and City Parking Facility — In conjunction with Midwest One Bank property • Facilitated several significant rezoning and development projects including: new medical offices at North Dodge/Dubuque Road and Olde Towne Village, annexation and subdivision of Churchill Meadows, new location for St. Andrew Presbyterian Church on Camp Cardinal Road, 70 units of multifamily housing in Saddlebrook, and the corner of College St / Gilbert St for 'The Chauncey.' • In 2015 continued to update the South District Plan. The draft plan was released for public comment and a series of public hearings were held by the Planning and Zoning Commission. Follow up meetings were held with developers and owners of large properties in the area. As a result of those meetings the plan was refined to show QU opportunities for additional multifamily development. The Planning and Zoning Commission recommended that the City Council adopt the South District Plan Update and it is scheduled for a public hearing on October 20, 2015. • Finalized a process to update the Comprehensive Plan for a majority of the two 'gap' areas near downtown which were not a part of the downtown master plan or the Central Planning District, by adding these areas to the Central Planning District. Continued work on the Comprehensive Plan process to address the three blocks, the majority of which are owned by the City, north of Burlington St and east of Gilbert St. • In conjunction with the Downtown District, participating in a consultant -led review of Downtown District fagade and signage design standards, with a goal of preparing a guidebook of 'best practices' for building fagade and signage designs; and to develop recommendations for changes to our design review process to both provide more guidance, and to allow more flexibility particularly for signage. • Facilitated a committee of for-profit and non-profit developers, banking, and affordable housing advocates to reach consensus and make a recommendation on parameters for an Inclusionary Housing ordinance for the Riverfront Crossings District. 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. • Adopted the most recent version of the Building Code. The Code update allowed an opportunity to review all chapters of the City's Building and Housing Code. Specifically the plumbing, mechanical and electrical chapters were modified to correspond to State requirements. • 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. 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. This includes administering both private development projects, and public projects such as the Riverfront Crossings Park. • Continuing to administer historic and conservation districts to implement the strategic plan initiative to create and sustain healthy neighborhoods. • Finalizing the Inclusionary Housing (IH) Ordinance, and administering the IH Ordinance. 0MI • Staying current on International Building Code amendments, local zoning code amendments, and changes in federal legislation which affect local codes and ordinances. • Update of technology to increase efficiency and enhance customer service. • Increase electronic submittals of plan documents for subdivision and rezoning applications. • Scanning of subdivisions files to make accessible electronically. • Develop electronic applications for all permits regulated by Development Services. Staffing: Staffing Level Change Summary: There are no staff increases/decreases. The .01 FTE variance in fiscal year 2017 is a rounding anomaly from a position allocation. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 licenses & permits and charges for fees and services are estimated to increase $75,000 or 8% from fiscal year 2016. The increase is primarily from several fee changes were adopted as a part of 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 fee to $100 for minor site plan development applications for any project over three units in size (would not apply to single family and duplex), and increases the fee for major site plans from $250 to $350. • Elimination of the fee waiver for building permits for public buildings (school district and county). Q-11 FY2015 FY2016 FY2017 Total FTE's 8.80 10.80 10.79 Staffing Level Change Summary: There are no staff increases/decreases. The .01 FTE variance in fiscal year 2017 is a rounding anomaly from a position allocation. Service Level Change Summary: There are no service level changes in fiscal year 2017 budget. Financial Highlights: Fiscal year 2017 licenses & permits and charges for fees and services are estimated to increase $75,000 or 8% from fiscal year 2016. The increase is primarily from several fee changes were adopted as a part of 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 fee to $100 for minor site plan development applications for any project over three units in size (would not apply to single family and duplex), and increases the fee for major site plans from $250 to $350. • Elimination of the fee waiver for building permits for public buildings (school district and county). Q-11 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. Performance Measures: Building Permit Applications CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 • reviewed within 2 day of receipt New 91% 89% 95% 97% Measure • reviewed within 6 day of receipt New 100% 97% 99% 99% Measure • issued within 14 day of receipt New 75% 80% 81% 70% Measure • issued within 30 day of receipt New 88% 91% 93% 87% Measure • issued within 60 day of receipt New 96% 97% 98% 94% Measure W&IIIli[in W `IIIlii■W `III1`MtW`41li&Zt•]f.141C! mine Flownreff"s Minor Site Plans Approved CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 • approved within 10 day of receipt New 23% 47% 33% 17% Measure • approved within 25 day of receipt New 54% 68% 66% 58% Measure • approved within 58 day of receipt New 92% 95% 100% 75% Measure Major Site Plans Approved CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 • approved within 7 day of receipt New 25% 17% 0% 7% Measure • approved within 30 day of receipt New 50% 42% 3% 33% Measure • approved within 60 day of receipt New 83% 83% 77% 53% Measure • approved within 90 day of receipt New 100% 100% 92% 80% Measure OZ -VA Total Value of Construction (in millions) Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities, Communication 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. Participate in public meetings, both formal and informal, to communicate proposals, solicit input, and respond to questions about the approval process. Performance Measures: Planning & Zoning Commission FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Annexations 3 0 1 3 2 Rezonings 15 13 29 19 29 Preliminary Plats 6 5 7 11 9 Final Plats 4 0 0 0 14 Code Amendments 5 13 11 11 3 Comprehensive Plan Amendments 2 0 6 2 2 Right-of-way Vacations 01 2 0 4 County Zoning Items 2 1 2 3 2 Total 37 35 58 49 65 Historic Preservation Commission I FY 2011 1 FY 2012 1 FY 2013 1 FY 2014 1 FY 2015 1 Q -R Development Activity Metrics FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Acres Annexed New New New New 19.8 Measure Measure Measure Measure Acres Zoned Residential New New New New 125.5 Measure Measure Measure Measure Acres Zoned Commercial New New New New 85.9 Measure Measure Measure Measure Acres Zoned Mixed -Use / RF New New New New 13 Crossings Measure Measure Measure Measure 35.1 Acres Zoned Commercial / Office New New New New 85.9 Measure Measure Measure Measure Residential Lots Final Platted / New New New New 12 Created Measure Measure Measure Measure 150 Commercial Lots Final Platter / New New New New Created Measure Measure Measure Measure 19 Public Meetings Staffed FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Planning and Zoning New New New New 20 Measure Measure Measure Measure Board of Adjustment New New New New 8 Measure Measure Measure Measure Historic Preservation New New New New 11 Measure Measure Measure Measure Comp. Plan -related New New New New 13 Measure Measure Measure Measure Good Neighbor New New New New New 9 Measure Measure Measure Other public meetings New New New New 12 Measure Measure Measure Measure OW City of Iowa City Activity Summary Activity: Building Inspection (610610/610630) Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services Revenues: Licenses And Permits General Use Pennits Food & Liq Licenses Professional License Misc Permits & Lic Const Per & Ins Fees Misc Lic & Pennits Use Of Money And Property Interest Revenues Intergovernmental Local 28E Agreements Charges For Fees And Services Building & Devlpmt Miscellaneous Other Misc Revenue Pnnted Materials Other Financial Sources Loans Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Building Inspector Development Reg Specialist Housing Inspector Asst Housing/Devel Reg Inspector Development Services Coordinator Code Enforcement Specialist Sr Building Inspector Total Personnel Capital Outlay Condemned Properties Total Capital Outlay 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection $ 9,504 $ 9,161 $ 11,872 $ 7,100 $ 11,872 $ 11,872 280 525 245 - 250 250 2,855 2,785 2,660 2,785 2,660 2,660 1,950 2,115 4,270 2,115 3,000 3,000 874,203 847,425 806,404 687,500 743,225 743,225 510 385 - - - - 1,095 631 396 631 - - 346 140 - - - - 338,830 348,393 342,303 283,997 297,500 297,500 - 400 - 6,000 - 85 - - 15,250 9,428 32,413 - 60,000 $ 1,244,824 $ 1,221,473 $ 1,200,563 $ 1,050,128 $ 1,058,507 $ 1,058,507 $ 568,442 $ 582,081 $ 702,645 $ 722,812 $ 744,417 $ 766,750 98,092 154,201 135,471 151,139 125,827 128,344 4,613 25,338 3,540 5,469 5,949 6,068 60,000 $ 671,148 $ 761,620 $ 841,656 $ 939,420 $ 876,193 $ 901,161 2013 2014 2015 2016 2017 5.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 0.30 0.30 0.30 0.30 0.29 0.50 - - - - - - - 0.50 0.50 - - - 0.50 0.50 1.00 1.00 1.00 1.00 1.00 7.80 6.30 6.30 7.30 7.29 %iLr] 2016 2017 $ 60,000 $ $ 60,000 $ City of Iowa City Activitv Summar Activity: Urban Planning (610620) Division: Development Services Department: Neighborhood and Fund: General (1000) Development Services 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 278,256 $ 294,074 $ 403,570 $ 422,222 $ 455,521 $ 469,957 Charges For Fees And Services Building & Devlpmt 40,675 37,550 37,750 37,550 37,750 37,750 Miscellaneous Pnnted Materials 221 303 220 303 Total Revenues $ 319,152 $ 331,927 $ 441,540 $ 460,075 $ 493,271 $ 507,707 Expenditures: Personnel $ 265,298 $ 271,137 $ 401,064 $ 425,096 $ 457,056 $ 470,768 Services 50,730 58,261 39,176 32,966 35,291 35,997 Supplies 3,123 2,529 1,300 2,013 924 942 Total Expenditures $ 319,152 $ 331,927 $ 441,540 $ 460,075 $ 493,271 $ 507,707 Personnel Services - FTE 2013 2014 2015 2016 2017 Associate Planner 1.50 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 2.50 2.50 2.50 3.50 3.50 Oft 110:11149701all :l&ye1I]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, and Water. Engineering provides direction to the Stormwater Management program. Administration personnel include the Public Works Director and a Program Assistant. 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 • Over the past two years, the management staff has completely turned over. Recent Accomplishments: Upcoming Challenges: • Reorganization of Solid Waste and • Continue to develop the new Landfill operations. management staff. • State fuel tax increase. • Increasing interest in the Sidewalk Cafe and Street Cafe program. • Coordination for University of Iowa Construction Projects. Staffing: Staffing Level Change Summary: There are no staffing level changes budgeted for fiscal year 2017. Service Level Change Summary: There are no service level changes for fiscal year 2017. Financial Highlights: There are no major financial highlights in the Public Works Administration budget. FY2015 FY2016 FY2017 Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes budgeted for fiscal year 2017. Service Level Change Summary: There are no service level changes for fiscal year 2017. Financial Highlights: There are no major financial highlights in the Public Works Administration budget. 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 CY 2010 I CY 2011 I CY 2012 I CY 2013 I CY 2014 Sidewalk Cafes 23 1 24 1 24 1 25 1 30 New New New Street Cafes* 1 1 2 M asure M asure M asure Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Department Goal: Effectively regulate the use of public right-of-way necessary to facilitate construction of building projects. Department Objective: Issue permits for use of public right-of-way that facilitate development while protecting the public interest, health and safety. Performance Measures: Permits Issued CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 Use of ROW 8 3 15 15 5 Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Department Goal: Effectively regulate the use of public right-of-way necessary to facilitate construction and operation of fiber optic/telecommunications projects. Department Objective: Issue license agreements for use of public right-of-way fiber optic/telecommunications projects while protecting the public interest, health and safety. Performance Measures: CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 License Agreements Issued 0 3 3 0 0 273 City of Iowa City Activity Summary Activity: Public Works Administration (710100) Fund: General (1000) Division: Public Works Administration (710100) Department: Public Works Expenditures: 2013 2014 2015 2016 2017 2018 Personnel Actual Actual Actual Revised Budget Prosection Revenues: 7,243 6,939 6,256 16,806 17,167 17,510 General Revenues Subsidy $ 278,173 $ 284,858 $ 294,719 $ 306,769 $ 311,151 $ 320,313 Miscellaneous $ 279,099 $ 285,641 $ 295,082 $ 307,369 $ 311 A51 $ 320,613 Other Misc Revenue 926 783 363 600 300 300 Total Revenues $ 279,099 $ 285,641 $ 295,082 $ 307,369 $ 311 A51 $ 320,613 Expenditures: 2013 2014 2015 2016 2017 Program Asst- Pub Works Personnel $ 271,075 $ 278,671 $ 287,970 $ 290,163 $ 293,271 $ 302,069 Services 7,243 6,939 6,256 16,806 17,167 17,510 Supplies 782 31 856 400 1,013 1,033 Total Expenditures $ 279,099 $ 285,641 $ 295,082 $ 307,369 $ 311 A51 $ 320,613 Personnel Services - FTE 2013 2014 2015 2016 2017 Program Asst- Pub Works 1.00 1.00 1.00 1.00 1.00 Public Works Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 274 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 Harrison Street Reconstruction Project • Completion of the North Dubuque Street Pedestrian Bridge over 1-80 Project • Completion of the Sycamore Street Improvements Project • Completion of the design for the Iowa City Gateway Project 001 Upcoming Challenges: • Construction of the Iowa City Gateway Project • Complete construction of the First Avenue Grade Separation Project • Design of 4 -1 -ane to 3 -1 -ane Conversion Projects on First Ave. and Mormon Trek Blvd. • Design of the Riverside Drive Pedestrian Tunnel Project • Adopt the Statewide Urban Design Standards and Construction Specifications • Development of a Right -of -Way Management Ordinance • Development of Electronic/Online Permitting and Bidding Processes Staffing: Staffing Level Change Summary: The 3.0 FTE Special Projects positions are being moved from the Capital Projects Fund to the Engineering Service activity during fiscal year 2016. This cost will be partially offset by hourly service charges to capital projects for the time those position work on capital improvement projects. Service Level Change Summary: There are no service level changes in fiscal year 2017. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $368,680 or 28% from fiscal year 2016. The increase is from the costs for the additional 3.0 FTE positions and will be partially offset by hourly service charges to capital projects for the time those position work on capital improvement projects. OW FY2015 FY2016 FY2017 Total FTE's 12.10 12.00 15.00 Staffing Level Change Summary: The 3.0 FTE Special Projects positions are being moved from the Capital Projects Fund to the Engineering Service activity during fiscal year 2016. This cost will be partially offset by hourly service charges to capital projects for the time those position work on capital improvement projects. Service Level Change Summary: There are no service level changes in fiscal year 2017. Financial Highlights: Fiscal year 2017 personnel expenditures are estimated to increase $368,680 or 28% from fiscal year 2016. The increase is from the costs for the additional 3.0 FTE positions and will be partially offset by hourly service charges to capital projects for the time those position work on capital improvement projects. OW GOALS, OBJECl1VES, 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 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 # of Projects Accepted 35 39 30 24 16 # of Subdivision Accepted 8 7 7 14 13 Streets miles 0.44 3.11 1.08 3.03 2.20 Water Main miles 0.50 2.21 1.55 3.00 2.07 Sanitary Sewer miles 0.90 2.15 1.38 2.86 2.24 Storm Sewer miles 1.98 3.40 1.28 3.00 2.37 Fire Hydrants 18 55 37 55 30 Trails/Sidewalks miles 1.43 2.93 0.53 1.54 1.36 Lift Station 0 01 0 1 Traffic Signals 2 0 1 1 0 Pedestrian Bride 0 0 1 1 0 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. Peri FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Excavation Permits Issued 438 356 339 348 398 Sidewalk Hazards 210 445 474 556 728 Identified Addresses Sidewalk Hazards 806 1,631 1,704 1,583 2,442 Identified # of Squares Peri City of Iowa City Activitv Summar Activity: Engineering Services (710200) Division: Engineering Services (710200) 2013 2014 2015 2016 2017 Architectural Sry/Energy Coord Fund: General (1000) Department: Public Works 1.00 2013 2014 1.00 2015 1.00 2016 1.00 2017 2018 Civil Engineer Actual Actual 2.00 Actual 1.00 Revised 2.00 Budget Prosection Revenues: 2.00 Engineering Technician 0.10 0.10 0.10 - - Special Projects Administrator - General Revenues Subsidy $ 721,281 $ 710,129 $ 645,125 $ 961,422 $ 1,058,988 $ 1,060,029 Other City Taxes 66,065 74,194 - 67,627 1.00 74,625 1.00 67,627 67,627 Licenses And Permits 1.00 Sr Engineer 2.00 2.00 2.00 3.00 3.00 Sr Engineering Tech 1.00 Const Per & Ins Fees 47,422 46,484 1.00 74,743 1.00 32,000 1.00 60,000 60,000 Charges For Fees And Services 1.00 1.00 1.00 1.00 1.00 Total Personnel 12.10 12.10 12.10 Building & Devlpmt 12,524 14,404 23,077 12,500 16,000 16,000 Miscellaneous Other Misc Revenue 29,406 11,602 31,403 20,000 22,000 22,000 Printed Materials 296 445 513 445 150 150 Intra -City Charges 344,463 644,764 654,435 Total Revenues $ 876,994 $ 857,258 $ 842,488 $ 1,445,455 $ 1,869,529 $ 1,880,242 Expenditures: Personnel $ 743,224 $ 736,331 $ 704,777 $ 1,298,535 $ 1,667,218 $ 1,717,235 Services 127,413 114,987 127,237 139,604 150,746 153,761 Supplies 6,357 5,940 10,474 7,316 9,065 9,246 Capital Outlay 42,500 Total Expenditures $ 876,994 $ 857,258 $ 842,488 $ 1,445,455 $ 1,869,529 $ 1,880,242 Personnel Services - FTE 2013 2014 2015 2016 2017 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 1.00 1.00 Construction Inspector II 2.00 2.00 2.00 2.00 2.00 Engineering Technician 0.10 0.10 0.10 - - Special Projects Administrator - - - - 1.00 Special Projects Engineer - - - - 1.00 Special Projects Inspector - - - - 1.00 Sr Construction Inspector 1.00 1.00 1.00 1.00 1.00 Sr Engineer 2.00 2.00 2.00 3.00 3.00 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 12.00 15.00 Position to be eliminated on 12-31-15 Capital Outlay 2016 2017 City Survey Equipment $ - $ 42,500 Total Capital Outlay $ - $ 42,500 %iF.] IIMil LlRUN 3ril110101E1N*111110L'ZyQki/e101FiTelAdi1A01111 /e111khI1011601901A 1101011 The Transportation & Resource Management Department Administration division is located in the General Fund and is responsible for oversight and support of the department's four operating divisions. This includes the City's Parking, Public Transportation, Refuse Collection and Landfill divisions, all of which are self-supporting enterprise funds. The division's budget is organized into two activities: Administration and Central Business District (CBD) Maintenance. Administration Administration personnel include the Transportation & Resource Management Director and an Associate Director. 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. • Assist organizations and persons in preparations for special events held in the Central Business District areas (Farmer's Market, SOTA, TCDD, 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. • 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 • CBD Maintenance operations moved from the Parks & Recreation Department to the Transportation & Resource Management Department during fiscal year 2016. • Landfill and Refuse Collection moved from the Public Works Department to the Transportation & Resource Management Department during fiscal year 2016. Recent Accomplishments: Upcoming Challenges: • Reorganization of Solid Waste and • Reconstruction of Washington Street Landfill operations. capital project. • Merger of CBD Maintenance operations • Master planning for the Landfill and the into department. new Public Works/Public Transportation facility. • Managing service changes in the Downtown and Riverfront Crossings area with University and other economic development projects riB] Staffing: Staffing Level Change Summary: The 3.0 FTE in this budget comes from moving the of 1.0 FTE Maintenance Worker II from the CBD Maintenance Operations that was in the Parks and Recreation Department and the 1.0 FTE Transportation & Resource Management Director and 1.0 FTE Associate Director that were in the Parking and Transit enterprise fund budgets into this newly created division. The Administration budget is being included in the administrative chargeback to the enterprise funds that is recorded in Finance Administration. Service Level Change Summary: There are no service level changes anticipated; however, the activity in this division is a change in the reporting of activities that were formerly in the CBD Maintenance Operations in the Parks & Recreation Department in the General Fund and in the Parking Administration and Transit Administration budgets in the Parking and Transit enterprise funds. Financial Highlights: There are no major financial highlights in the Transportation & Resource Management Administration budget. This is a new division that was created as a result of the restructuring of the Refuse Operations and the Landfill Operations and the CBD Maintenance Operations. 01:111 FY2015 FY2016 FY2017 Total FTE's 0.00 0.00 3.00 Staffing Level Change Summary: The 3.0 FTE in this budget comes from moving the of 1.0 FTE Maintenance Worker II from the CBD Maintenance Operations that was in the Parks and Recreation Department and the 1.0 FTE Transportation & Resource Management Director and 1.0 FTE Associate Director that were in the Parking and Transit enterprise fund budgets into this newly created division. The Administration budget is being included in the administrative chargeback to the enterprise funds that is recorded in Finance Administration. Service Level Change Summary: There are no service level changes anticipated; however, the activity in this division is a change in the reporting of activities that were formerly in the CBD Maintenance Operations in the Parks & Recreation Department in the General Fund and in the Parking Administration and Transit Administration budgets in the Parking and Transit enterprise funds. Financial Highlights: There are no major financial highlights in the Transportation & Resource Management Administration budget. This is a new division that was created as a result of the restructuring of the Refuse Operations and the Landfill Operations and the CBD Maintenance Operations. 01:111 City of Iowa City Activitv Summar Activity: Transportation & Resource Admin (810100) Division: Transportation & Resource Admin (810100) Department: Fund: General (1000) Transportation & Resource Management 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Prosection Revenues: Property Taxes $ - $ - $ - $ - $ 3,136,539 $ 3,136,539 Other City Taxes - - - - 46,619 52,251 Intergovernmental Property Tax Credits 89,426 89,426 Total Revenues $ - $ - $ - $ - $ 3,272,584 $ 3,278,216 Expenditures: Personnel $ - $ - $ - $ - $ 356,465 $ 367,159 Total Expenditures $ - $ - $ - $ - $ 356,465 $ 367,159 Personnel Services - FTE 2013 2014 2015 2016 2017 Transportation Svc Director - - - - 1.00 Assoc Dir -Trans Service 1.00 Total Personnel - - - - 2.00 Activity Summary Activity: CBD Maintenance (810200) Fund: General (1000) Division: Transportation & Resource Admin (810100) Department: Transportation & Resource Management 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ - $ - $ - $ - $ 287,505 $ 269,773 Licenses And Permits General Use Permits - - - - 8,100 8,100 Food & Liq Licenses 2,400 2,400 Total Revenues $ - $ - $ - $ - $ 298,005 $ 280,273 Expenditures: Personnel $ - $ - $ - $ - $ 78,838 $ 81,203 Services - - - - 187,419 191,167 Supplies - - - - 7,748 7,903 Capital Outlay 24,000 Total Expenditures $ - $ - $ - $ - $ 298,005 $ 280,273 Personnel Services - FTE 2013 2014 2015 2016 2017 M. VV. II - CBD 1.00 Total Personnel - - - - 1.00 Capital Outlay 2016 2017 Operating Equipment $ - $ 24,000 Total Capital Outlay $ - $ 24,000 01.1 9 1 MA IN Me V Wl 1 11 ow UNESCO, CITY OF LITERATURE 01-M SPECIAL REVENUE FUNDS F Y 2 0 1 7 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 Downtown Self Supporting Municipal Improvement District (SSMID) COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Community Development Block Grant (CDBG) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development. CDBG funds are used throughout the community to address the needs of lower income citizens. CDBG funds may be used for a variety of activities (e.g. public services, public facilities, housing, economic development, fair housing, and job training). The CDBG fund has a budgeted ending cash balance of $158,058 in fiscal year 2017 versus an estimated ending cash balance of $171,771 in fiscal year 2016. This is a decrease of 8.0%. The decrease is related to an decrease in program income. Revenues: 78% of revenue comes from Federal grants, with most of the remainder from loan repayments. This revenue source has decreased from $1,070,399 in fiscal year 2013 to an estimated $549,700 in fiscal year 2017, a decrease of 48.6%. FY17 Estimated - $706,000 1% ■ Interest Revenue ■ Federal Grants ■ M isc ■ Loan Repayment Expenditures: Fiscal year 2017 adopted expenditures represent a 13.6% decline from fiscal year 2016. Most of the reduction represents a decrease in services due to a decrease in revenues. FY17 Estimated - $719,713 1% ■ Personnel ■ Services ■ Supplies 0 ■ Capital Outlay $75,000 in public improvement expenditures were included in fiscal year 2017 for ADA curb/ramp improvements and for playground equipment at Highland Park. 01:11 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 Total Expenditures & Transfers Out Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues *Fund Balance is Cash Balance for July 1, 2013 City of Iowa City CDBG & CDBG Rehab (2100) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 386,694 $ - $ (5,447) $ 144,414 $ 171,771 $ 158,058 $ 6,339 $ 3,307 $ 3,883 $ 5,337 $ 4,000 $ 4,000 1,070,399 951,943 324,990 705,000 549,700 549,700 5,012 1,100 1,325 1,100 1,300 1,300 167,568 107,504 355,398 148,525 151,000 151,000 $ 1,249,318 $ 1,063,854 $ 685,596 $ 859,962 $ 706,000 $ 706,000 $ 1,453,301 $ 1,069,301 $ 535,735 $ 832,605 $ 719,713 $ 659,686 1,453,301 1,069,301 535,735 832,605 719,713 659,686 JJV,VVV 330,000 - - - - - $ 1,783,301 $ 1,069,301 $ 535,735 $ 832,605 $ 719,713 $ 659,686 $ (147,289) $ (5,447) $ 144,414 $ 171,771 $ 158,058 $ 204,372 147,289 - (5,447) 144,414 171,771 158,058 204,372 $ - $ (5,447) $ 144,414 $ 171,771 $ 158,058 $ 204,372 0% -1% 21% 20% 22% 29% 01.111 A 11:1C111111 3:1 A RA I Is] 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. :1 Lein 1 MCC] 0 0 &1 • Over $34 million in CDBG funds have been invested in Iowa City since 1974 • In fiscal year 2015, programs leveraged $558,298 in private and public funds • In fiscal year 2015, programs assisted 334 persons who are homeless with support services • Provided operational funding to non -profits that assisted 1,402 persons during fiscal year 2015 • Assisted in the expansion of a micro -enterprise business • Completed one fagade improvements in the City -University Urban Renewal Area. • Fiscal year 2017 funding for ADA curb/ramp improvements and playground equipment for Highland Park Fiscal year 2016 projects are identified in the FY16 Annual Action Plan at www.icqov.org/actionplan. The CDBG and HOME allocation process, including the public input process can be found in the City's Citizen Participation Plan. CIA 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: 01:1.1 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. After Before Cold Stone Fagade Improvement Project Washington/Dubuque Staffing: Staffing Level Change Summary: No FTE's are being allocated directly to CDBG and HOME activities starting in fiscal year 2017. Actual time that employees work on these programs will be billed to the programs. Estimates of these billed costs are based upon the available administrative funding in the program and are reflected in the programs' expenditure totals. Service Level Change Summary: There are no service level changes in fiscal year 2017. Financial Highlights: Federal revenue in fiscal year 2017 is estimated to decrease by $155,300 or 22% from the fiscal year 2016 estimate. CDBG funds will be used for public improvement projects: $50,000 for ADA curb/ramp improvements $25,000 for playground equipment for Highland Park 01:17] FY2015 FY2016 FY2017 Total FTE's 2.48 2.38 0.00 Staffing Level Change Summary: No FTE's are being allocated directly to CDBG and HOME activities starting in fiscal year 2017. Actual time that employees work on these programs will be billed to the programs. Estimates of these billed costs are based upon the available administrative funding in the program and are reflected in the programs' expenditure totals. Service Level Change Summary: There are no service level changes in fiscal year 2017. Financial Highlights: Federal revenue in fiscal year 2017 is estimated to decrease by $155,300 or 22% from the fiscal year 2016 estimate. CDBG funds will be used for public improvement projects: $50,000 for ADA curb/ramp improvements $25,000 for playground equipment for Highland Park 01:17] GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Allocate grant and City funds to serve the needs of low -to - moderate income residents in the following areas: housing, homelessness, and community and economic development. Department Objective: Create/enhance suitable living environments, provide decent housing, and create economic development opportunities. Performance Measures: QIII FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 CDBG Funds Only Estimate Funds Spent $865,109 $2,402,893 $1,778,290 $1,046,763 $530,033 $863,256 Local, State & Other $3,688,070 $896,263 $2,847,719 $1,123,407 $446,798 $933,650 Funds Leveraged Housing Units Assisted 28 26 86 37 14 26 Public Facilities Assisted 5 10 6 8 1 3 Persons Receiving 2,882 11,478 1,457 3,874 1,663 1,425 Services Businesses Assisted in Creating Low -Moderate 2 2 3 1 0 0 Income Jobs Businesses Assisted with Fagade 2 2 3 1 1 4 Improvements in a URA QIII City of Iowa City Activitv Summar Division: Neighborhood Services $ 197,819 Department: Neighborhood and Development Services 169,869 2013 2014 2015 2016 2017 2018 1,250,546 Actual Actual Actual Revised Budget Projection Revenues: Supplies 4,936 518 1,799 495 Use Of Money And Property 3,874 3,951 Capital Outlay - - - Interest Revenues $ 6,339 $ 3,307 $ 3,883 $ 5,337 $ 4,000 $ 4,000 Intergovernmental 535,735 $ 832,605 $ 719,713 $ 659,686 Federal Intergovernmental Revenue 1,070,399 951,943 324,990 705,000 549,700 549,700 Miscellaneous Administrative Secretary 0.25 0.25 0.25 Other Misc Revenue 5,012 1,100 1,325 1,100 1,300 1,300 Other Financial Sources 0.45 - Neighborhood Services Coord Loans 167,568 107,504 355,398 148,525 151,000 151,000 Total Revenues $ 1,249,318 $ 1,063,854 $ 685,596 $ 859,962 $ 706,000 $ 706,000 Expenditures Personnel $ 197,819 $ 194,874 $ 169,869 $ 213,550 $ 207,878 $ 214,114 Services 1,250,546 873,909 364,067 618,560 432,961 441,620 Supplies 4,936 518 1,799 495 3,874 3,951 Capital Outlay - - - - 75,000 - Total Expenditures $ 1,453,301 $ 1,069,301 $ 535,735 $ 832,605 $ 719,713 $ 659,686 Personnel Services - FTE 2013 2014 2015 2016 2017 Administrative Secretary 0.25 0.25 0.25 0.25 - Associate Planner 0.25 0.20 0.20 0.45 - Neighborhood Services Coord - - - 0.25 - Community Development Coord 0.40 0.50 0.50 - - Housing Rehab Specialist 1.20 1.00 1.00 - - Code Enforcement Specialist - - - 0.50 - Building Inspector - - - 0.40 - Program Asst - Comm Development 0.53 0.53 0.53 0.53 Total Personnel 2.63 2.48 2.48 2.38 - Capital Outlay 2016 2017 ADA curb/ramp improvements $ - $ 50,000 Playground equipment at Highland Park 25,000 Total Capital Outlay $ - $ 75,000 0I:➢ :IQIT, 1 :8aNOW M1M[Ito] ►Ik 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 2017 is $134,594 which is a 5.0% decrease from the fiscal year 2016 revised estimate. A fund balance adjustment due to a change in accounting method occurred in fiscal year 2013 which reduced 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. Revenues - 71% 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 fiscal year 2011 receipts of $862,299 to a fiscal year 2017 budgeted amount of $298,000, a decrease of 65% in six years. FY17 Estimated - $421,000 ■ Federal Grants ■ Interest 3% ■ Loan Repayment Expenditures: Fiscal year 2017 expenditures represent a 22.4% decrease from fiscal year 2016 estimated expenditures. This increase is primarily due to a reduction in housing grants and projects. FY17 Estimated - $428,108 0% 9% ■ Personnel ■ Services ■ Supplies 91% 04*% City of Iowa City HOME Program (2110) Fund Summary *Fund Balance is Cash Balance for July 1, 2013 .4:m 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ (4,358) $ (7,695) $ (4,096) $ 132,858 $ 141,702 $ 134,594 Revenues: Use Of Money And Property Interest Revenues $ 21,922 $ 22,340 $ 23,285 $ 22,340 $ 15,000 $ 15,000 Intergovernmental Fed Intergovnt Rev 603,846 552,132 226,071 431,620 298,000 298,000 Other Financial Sources Loans 123,992 106,496 284,022 106,496 108,000 108,000 Sub -Total Revenues 749,760 680,968 533,378 560,456 421,000 421,000 Transfers In: Transfers In -Govt Activities 2,819 Sub -Total Transfers In - 2,819 - - - - Total Revenues & Transfers In $ 749,760 $ 683,787 $ 533,378 $ 560,456 $ 421,000 $ 421,000 Expenditures: HOME Program $ 741,437 $ 679,030 $ 387,664 $ 551,612 $ 428,108 $ 437,077 Sub -Total Expenditures 741,437 679,030 387,664 551,612 428,108 437,077 Transfers Out: Misc Transfers Out 4,787 1,158 8,760 Sub -Total Transfers Out 4,787 1,158 8,760 - - - Total Expenditures & Transfers Out $ 746,224 $ 680,188 $ 396,424 $ 551,612 $ 428,108 $ 437,077 Fund Balance, June 30 $ (822) $ (4,096) $ 132,858 $ 141,702 $ 134,594 $ 118,517 Change in Accounting Method (6,873) Adjusted Fund Balance, June 30 (7,695) (4,096) 132,858 141,702 134,594 118,517 Restricted / Committed /Assigned - - - - - Unassigned Balance $ (7,695) $ (4,096) $ 132,858 $ 141,702 $ 134,594 $ 118,517 % of Revenues & Transfers In _1% -1% 25% 25% 32% 28% *Fund Balance is Cash Balance for July 1, 2013 .4:m 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 $10.3 million in HOME funds invested in Iowa City since 1994 • In fiscal year 2015, the program leveraged $483,493 in private and public funds • The program assisted 41 affordable rental and/or owner -occupied units in fiscal year 2015 Fiscal year 2016 projects are identified in the FY16 Annual Action Plan at www.icqov.org/actionplan. The CDBG and HOME allocation process, including the public input process can be found in the City's Citizen Participation Plan. 0711 Recent Accomplishments: • Rental assistance to five families • Twenty-one rental units rehabilitated • Fourteen homeowner rehab projects • One UniverCity house rehabilitated and sold 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: No FTE's are being allocated directly to CDBG and HOME activities starting in fiscal year 2017. Actual time that employees work on these programs will be billed to the programs. Estimates of these billed costs are based upon the available administrative funding in the program and are reflected in the programs' expenditure totals. Service Level Change Summary: There are no service level changes in fiscal year 2017. Financial Highlights: Federal revenue in fiscal year 2017 is estimated to decrease by $133,620 or 31 % from fiscal year 2016. 0"I FY2015 FY2016 FY2017 Total FTE's 0.50 0.45 0.00 Staffing Level Change Summary: No FTE's are being allocated directly to CDBG and HOME activities starting in fiscal year 2017. Actual time that employees work on these programs will be billed to the programs. Estimates of these billed costs are based upon the available administrative funding in the program and are reflected in the programs' expenditure totals. Service Level Change Summary: There are no service level changes in fiscal year 2017. Financial Highlights: Federal revenue in fiscal year 2017 is estimated to decrease by $133,620 or 31 % from fiscal year 2016. 0"I GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Allocate grant and City funds to provide safe, decent, affordable housing for low -moderate income residents. Department Objective: Create/enhance suitable living environments and provide decent, affordable housing opportunities. Performance Measures: 0441 FY 2016 HOME Funds Only FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Estimate Funds Spent $1,025,067 $864,797 $746,224 $698,443 $394,579 $962,128 Local, State & Other $6,597,045 $3,184,232 $2,486,405 $1,425,994 $467,002 $1,011,377 Funds Leveraged Housing Units Assisted 47 47 40 12 41 22 0441 City of Iowa City Activitv Summar% AC[IVI[y: HUMI: (61U4UU) Tuna: HUMt rrogram (Z I1U) Division: Neighborhood Services Department: Neighborhood and Development Services 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Other Financial Sources Loans Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Associate Planner Neighborhood Services Coord Community Development Coord Total Personnel $ 21,922 $ 22,340 $ 23,285 $ 22,340 $ 15,000 $ 15,000 603,846 552,132 226,071 431,620 296,000 298,000 123,992 106,496 284,022 106,496 106,000 108,000 $ 749,760 $ 680,968 $ 533,378 $ 560,456 $ 421,000 $ 421,000 $ 66,139 $ 60,424 $ 48,833 $ 44,948 $ 40,639 $ 41,858 673,503 618,606 338,831 506,664 387,469 395,218 1,795 - - - - - $ 741,437 $ 679,030 $ 387,664 $ 551,612 $ 428,108 $ 437,077 2013 2014 2015 2016 2017 0.25 0.30 0.30 0.30 - - - 0.15 0.70 0.50 0.50 0.45 DISI INOM 1111M:2GWAV 111►II7 The Road Use Tax Fund accounts for revenue sharing from state taxes related to transportation (road use taxes). Road use taxes (RUT) 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. City use of road use taxes 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. 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 Road Use Tax Fund fund balance grew substantially during fiscal years 2013 through 2015. Road Use Tax Fund fund balance on June 30, 2015 was $5.56 million, an increase of 22.6% over the fiscal year 2014 year-end balance. Fund Balance (1) $6,000,000 $5,000,000 $4,000,000 $3,000,000 ------ $2,000,000 $1,000,000 $0 FY13 FY14 FY15 FY16 FY17 ■Unassigned $2,841,586 1 $4,539,578 1 $5,564,216 1 $4,436,144 1 $4,365,471 (1) FY16 and FY17 figures are estimates. QN This growth in fund balance reflects a combination of factors. One factor was the growth of Road Use Tax Fund revenues due to the City's increased share of the RUT funding stemming from the population growth. Also, in fiscal year 2014, it was discovered that the City had been over -billed by Mid -American Energy for the street light operations. A refund of over $500,000 was received which boosted the fund's ending fund balance. Another significant impact was the $.10 per gallon fuel excise tax increase passed by the State of Iowa in March 2015. This increase caused an influx in revenue late in fiscal year 2015. This increase in the RUT revenues has had a direct impact of the capital improvement plan; the street capital improvement program has been boosted significantly. Starting in fiscal year 2015, RUT funding for the annual asphalt overlay program increased from $642,665 to $930,812. In fiscal year 2016, the funding was increased again to $1,369,188 and then to $1,382,000 in fiscal year 2017. In addition, new capital improvement project spending from RUT has been added. A project to reconstruct brick streets on Davenport and Fairchild ($1,000,000 in fiscal year 2016), a project to annually install LED streetlights ($75,000 per year), an increase to the ADA curb ramp program ($100,000 per year instead of every -other -year), and a new annual complete streets program ($250,000 starting in fiscal year 2017) are all changes made to the streets capital improvement program. These figures are reflected in the Transfers Out to the Capital Projects Fund. Due to the increase in capital improvement project funding, the fiscal year 2016 projected fund balance is a 20.3% decrease compared to fiscal year 2015, and the fiscal year 2017 projected fund balance is projected to decrease 1.6% over fiscal year 2016 end at $4.37 million. In fiscal year 2013, 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. 0"*1 Revenues: In fiscal year 2017, Road Use Tax Fund revenues are projected to be over $7.9 million, which is virtually no change over the fiscal year 2016 estimated revenue. Road Use Tax Fund revenues have increased 19.9% since fiscal year 2013. Road Use Tax shared revenue represents 99% of the revenue in the Road Use Tax Fund. FY17 Estimated - $7,906,232 1% ■ Road Use Tax 41 ■ Misc Expenditures: Fiscal year 2017 budgeted expenditures excluding transfers are higher than fiscal year 2016 expenditures by less than 1 %. Street maintenance activities are the largest program funded by Road Use taxes (72%) followed by Traffic Engineering activities (25%). FY17 Budget - $5,969,763 6% ■Personnel ■ Services 10 ■Supplies ■ Capital Outlay Transfers out to the Capital Projects Fund are $3,209,188 and $2,122,000 in fiscal year 2016 and 2017, respectively. Will Fund Balance*, July 1 Revenues: Intergovernmental Fed Intergovnt Revenue 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 Projects 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 Revenues & Transfers In *Fund Balance is Cash Balance for July 1, 2013 City of Iowa City Road Use Tax (2200) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 1,632,521 $ 2,841,586 $ 4,539,578 $ 5,564,216 $ 4,436,144 $ 4,365,471 $ - $ - $ 60,482 $ - 3,919 6,579 17,790 45,138 14,187 6,508,053 6,744,663 7,230,663 26,345 22,735 49,597 3,179 2,041 - 36,563 35,879 52,364 7,837,116 7,837,116 7,837,116 22,735 35,000 35,000 2,041 25,188 34,116 34,116 6,591,930 6,854,375 7,414,926 7,887,080 7,906,232 7,906,232 425,659 405,477 390,414 396,370 330,600 330,600 425,659 405,477 390,414 396,370 330,600 330,600 $ 7,017,589 $ 7,259,852 $ 7,805,340 $ 8,283,450 $ 8,236,832 $ 8,236,832 $ 2,406 $ 2,095 $ 77,691 $ 82,172 $ 82,786 $ 84,442 45,412 43,653 74,163 81,523 90,669 91,345 1,485,931 782,966 1,430,031 1,477,390 1,492,670 1,522,626 3,557,587 3,873,283 3,981,668 4,278,138 4,303,638 4,414,547 5,091,336 4,701,997 5,563,553 5,919,223 5,969,763 6,112,960 790,627 288,139 561,617 298,246 921,954 295,195 3,209,188 283,111 2,122,000 215,742 3,097,000 215,742 1,078,766 859,863 1,217,149 3,492,299 2,337,742 3,312,742 $ 6,170,102 $ 5,561,860 $ 6,780,702 $ 9,411,522 $ 8,307,505 $ 9,425,702 $ 2,480,008 $ 4,539,578 $ 5,564,216 $ 4,436,144 $ 4,365,471 $ 3,176,601 2,841,586 4,539,578 5,564,216 4,436,144 4,365,471 3,176,601 $ 2,841,586 $ 4,539,578 $ 5,564,216 $ 4,436,144 $ 4,365,471 $ 3,176,601 40% 63% 71% 54% 53% 39% RDI 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 2,800 potholes and replaced 122 street panels in fiscal year 2015 • Leaf program picked up 575 loads totaling 1581 tons in fiscal year 2015 • Replaced 1,510 street signs in fiscal year 2015 to comply with Federal retro - reflectivity requirements. • Sprayed all pavement markings including a second fall application on major streets. • Completed four street sweeping passes of the entire street network. • Assisted with traffic control for several special events including RAGBRAI, Summer of the Arts, and the Iowa Homecoming Parade. • Assisted other Divisions and Departments with tasks such as bike trail repairs, water main breaks, and traffic control. Staffing: Upcoming Challenges: • Limited road use tax revenues inhibit our ability to perform adequate preventive maintenance on City streets. • 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 with current revenue and resource levels. • Upgrading the Streets Division campus. • Converting City owned lighting to LED fixtures for energy conservation. Staffing Level Change Summary: In fiscal year 2016, oversight of the Refuse Collection Operations moved from the Public Works department to the Transportation and Resource Management department. This resulted in changes to staffing levels as the .35 FTE for the Streets/Solid Waste Superintendent and the .50 FTE Clerk/Typist are being moved entirely to the Streets Operations budget in the Road Use Tax Fund and out of the Refuse Administration budget. These staffing changes will take effect in fiscal year 2017 and added .60 FTE to the Traffic Engineering activity and .25 FTE to the Streets System Maintenance activity for a total increase of .85 FTE in the Streets Operations. 0061 FY2015 FY2016 FY2017 Total FTE's 29.65 29.15 30.00 Staffing Level Change Summary: In fiscal year 2016, oversight of the Refuse Collection Operations moved from the Public Works department to the Transportation and Resource Management department. This resulted in changes to staffing levels as the .35 FTE for the Streets/Solid Waste Superintendent and the .50 FTE Clerk/Typist are being moved entirely to the Streets Operations budget in the Road Use Tax Fund and out of the Refuse Administration budget. These staffing changes will take effect in fiscal year 2017 and added .60 FTE to the Traffic Engineering activity and .25 FTE to the Streets System Maintenance activity for a total increase of .85 FTE in the Streets Operations. 0061 Service Level Change Summary: No service levels changes are planned. Financial Highlights: The State of Iowa passed a $.10 increase in the gasoline excise tax in March 2015. Due to this tax increase, the Road Use Tax revenue increased 7.47% in fiscal year 2015 and is estimated to increase 8.39% in fiscal year 2016. As a result of this increase, transfers to the Capital Projects fund have increased from $921,954 in fiscal year 2015 to $3,209,188 in fiscal year 2016 and $2,122,000 in fiscal year 2017. Capital outlay has been included in fiscal year 2017 to paint traffic signal poles and to paint light poles for $90,000 and $27,500, respectively. WE GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing Complete Retro -reflectivity Standards. Continue sign replacements. ' e-. tCrib'S�t1P0f.'�M1640= Strategic Plan Goal: Healthy Neighborhoods & Enhanced Communication and Marketing Department Goal: Provide Street Sweeping/Cleaning of Public Streets and Leaf Removal to Residents & Businesses. Department Objective: Efficiently Sweep & Clean Public Streets and Continue Leaf Vacuum Program. Performance Measures: Dump Truck Loads of Sweeping Debris I*aR.F,CI? Ions 1 2.192 1 2.216 1 1.512 1 2.712 1 2.504 1 Packer Truck Loads of Sweeping Debris Leaf Vacuum Pickup Season 0111 Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities Department Goal: Provide Street Maintenance & Repairs. Department Objective: Efficiently Maintain & Repair Public Streets. Performance Measures: Input Measures: Materials Used 5 Year I FY 2011 I FY 2012 I FY 2013 I FY 2014 I FY 2015 Workload Measures 120 1 160 1 200 1 110 1 122 Mill City of Iowa City Activity Summary Activity: Road Use Tax Administration (710310) Division: Streets (710300) 9,587 $ 13,650 $ Fund: Road Use Tax (2200) Department: Public Works 16,263 $ 2013 2014 2015 2016 2017 2018 8,987 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: 427 33,260 30,905 51,791 60,000 Intergovernmental 65,000 $ 45,412 $ 43,653 $ 74,163 $ 81,523 $ Road Use Tax $ 6,508,053 $ 6,744,663 $ 7,230,663 $ 7,837,116 $ 7,837,116 $ 7,837,116 Transfers In -Govt Activities 425,659 405,477 390,414 396,370 330,600 330,600 Total Revenues & Transfers In $ 6,933,712 $ 7,150,140 $ 7,621,077 $ 8,233,486 $ 8,167,716 $ 8,167,716 Expenditures: Services $ 2,406 $ 2,095 $ 77,691 $ 82,172 $ 82,786 $ 84,442 Total Expenditures $ 2,406 $ 2,095 $ 77,691 $ 82,172 $ 82,786 $ 84,442 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 26,345 $ 22,735 $ 49,597 $ 22,735 $ 35,000 $ 35,000 - 150 - 150 $ 26,345 $ 22,885 $ 49,597 $ 22,885 $ 35,000 $ 35,000 $ 9,939 $ 9,587 $ 13,650 $ 16,264 $ 16,263 $ 16,751 2,125 2,830 8,317 4,859 8,987 9,167 88 331 405 400 419 427 33,260 30,905 51,791 60,000 65,000 65,000 $ 45,412 $ 43,653 $ 74,163 $ 81,523 $ 90,669 $ 91,345 01111 2016 2017 $ 60,000 $ 65,000 $ 60,000 $ 65,000 City of Iowa City Activitv Summar ,vctivlty: Irartic tnglneenng (nus[u) Tuna: rtoaa use lax ([[uu) Division: Streets (710300) Department: Public Works Revenues: Intergovernmental Fed Intergovnt Revenue Disaster Assistance Miscellaneous Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Asst Supt Streets/Solid Waste Electrician - Traffic Eng Electronics Techlfraffic Eng Sr Clerklfypist- Streets Supt Streets/Solid Waste Total Personnel Capital Outlay Painting Equipment Paint traffic signal poles Paint light poles Traffic Signal Equipment Total Capital Outlay 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ - $ - $ 49,339 $ - $ - $ - - - 6,579 - - - $ 1,535 $ 1,625 $ - $ 1,625 $ - $ - 24,321 8,014 42,311 8,014 25,536 25,536 $ 25,856 $ 9,639 $ 98,229 $ 9,639 $ 25,536 $ 25,536 $ 572,879 $ 553,041 $ 568,209 $ 485,505 $ 490,302 $ 505,011 586,036 14,021 546,045 590,640 579,390 590,978 200,891 146,604 180,693 181,245 182,978 186,638 126,125 69,300 135,084 220,000 240,000 240,000 $ 1,485,931 $ 782,966 $ 1,430,031 $ 1,477,390 $ 1,492,670 $ 1,522,626 2013 2014 2015 2016 2017 0.50 0.50 0.50 0.50 0.50 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 0.50 0.25 0.50 0.15 0.15 0.15 0.15 0.50 4.15 4.15 4.15 3.90 4.50 all.] 2016 2017 $ 100,000 $ - - 90,000 - 27,500 120,000 122,500 $ 220,000 $ 240,000 City of Iowa City Activitv Summar Division: Streets (710300) $ 1,990,876 $ 2,117,865 $ 2,061,979 Department: Public Works $ 2,452,004 2013 2014 2015 2016 2017 2018 1,303,132 Actual Actual Actual Revised Budget Projected Revenues: 596,420 608,348 Capital Outlay 2,685 32,883 Intergovernmental 42,000 23,500 25,000 Total Expenditures $ 3,557,587 Fed Intergovnt Revenue $ - $ - $ 11,143 $ - $ - $ Disaster Assistance - 3,919 - - - - Other State Grants 17,790 45,138 14,187 - - - Miscellaneous 2.00 2.00 2.00 2.00 2.00 Misc Merchandise 1,644 416 - 416 - - Other Misc Revenue 12,242 27,715 10,053 17,024 8,580 8,580 Other Financial Sources 2016 2017 Sale Of Assets 1,054 $ - $ 7,500 Total Revenues $ 31,676 $ 77,188 $ 36,437 $ 17,440 $ 8,580 $ 8,580 Expenditures Personnel $ 1,990,876 $ 2,117,865 $ 2,061,979 $ 2,399,829 $ 2,380,586 $ 2,452,004 Services 1,033,871 1,300,058 1,236,890 1,275,067 1,303,132 1,329,195 Supplies 530,155 422,477 665,895 561,242 596,420 608,348 Capital Outlay 2,685 32,883 16,904 42,000 23,500 25,000 Total Expenditures $ 3,557,587 $ 3,873,283 $ 3,981,668 $ 4,278,138 $ 4,303,638 $ 4,414,547 Personnel Services - FTE 2013 2014 2015 2016 2017 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. II - 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 Clerklfypist- Streets 0.50 0.50 0.50 0.25 0.50 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 25.25 25.50 Capital Outlay 2016 2017 Type III Barricades $ - $ 7,500 End Loader Bucket 17,000 - Crack Sealing Broom 5,000 - Traffc Control Signage - 10,000 Electronic Message Board 20,000 - Utility Trailer 6,000 Total Capital Outlay $ 42,000 $ 23,500 all,] 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: 141 owner -occupied affordable housing units have been constructed and sold. Approximately $6.0 million has been expended for down payment assistance. • 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. In the fiscal year 2016 revised budget, the budget has been revised to reflect the City's application for a flood mitigation buyout grant to purchase and remove six homes in the flood plain. The federal grant share is $1,094,390, the State of Iowa's share is $145,918, and the City's share will be $218,879. The City's share may be in kind or in cash and is shown as a transfer in from the General Fund. The total project is $1,459,187. No grant or project activity is budgeted for fiscal year 2017. tile] City of Iowa City Other Shared Revenue (2300) Fund Summary Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In *Fund Balance is Cash Balance for July 1, 2013 $ (521,715) $ 63 $ (109) $ (109) $ (109) $ (109) 441,840 - - - - (79,875) 63 (109) (109) (109) (109) $ (79,875) $ 63 $ (109) $ (109) $ (109) $ (109) -3% 0% 0% 0% 0% 0% 311 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ (1,283,445) $ (79,875) $ 63 $ (109) $ (109) $ (109) Revenues: Intergovernmental Fed Intergovnt Rev $ - $ - $ - $ 1,094,390 $ - $ - OtherStateGrants 3,179,010 833,364 129,659 145,918 - Sub -Total Revenues 3,179,010 833,364 129,659 1,240,308 - - Transfers In: Misc Transfers In 4,101 - - 218,879 - Sub -Total Transfers In 4,101 - - 218,879 - - Total Revenues & Transfers In $ 3,183,111 $ 833,364 $ 129,659 $ 1,459,187 $ - $ - Expenditures: Community Development Grants: Hazard Mitigation Flood Buyout $ 5,513 $ - $ - $ 1,459,187 $ - $ - Jumpstart Business Rental Assistance 20,857 10,181 - - - - Non -Hazard Mitigation Grant Buyout 1,436,473 37,437 1,760 - - - Supplemental CDBG - Res. Pro. Delivery 951,984 655,446 19,007 - - - Supplemental CDBG - Residential 6,554 50,362 109,064 - - Total Expenditures $ 2,421,381 $ 753,426 $ 129,831 $ 1,459,187 $ - $ - Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In *Fund Balance is Cash Balance for July 1, 2013 $ (521,715) $ 63 $ (109) $ (109) $ (109) $ (109) 441,840 - - - - (79,875) 63 (109) (109) (109) (109) $ (79,875) $ 63 $ (109) $ (109) $ (109) $ (109) -3% 0% 0% 0% 0% 0% 311 City of Iowa City Activity Summary Activity: Community Development (610200) Division: Neighborhood Services Fund: Other Shared Revenue (2300) Department: Neighborhood and Development Services 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Fed Intergovnt Rev $ - $ - $ - $ 1,094,390 $ - $ - Other State Grants 3,179,010 833,364 129,659 145,918 - - Misc Transfers In 4,101 - - 218,879 - - Total Revenues & Transfers In $ 3,183,111 $ 833,364 $ 129,659 $ 1,459,187 $ - $ - Expenditures Personnel $ 154,879 $ 91,317 $ 17,832 $ - $ - $ - Services 951,412 651,372 111,999 - - Capital Outlay 1,315,090 10,737 - 1,459,187 - Total Expenditures $ 2,421,381 $ 753,426 $ 129,831 $ 1,459,187 $ - $ - Personnel Services - FTE 2013 2014 2015 2016 2017 Associate Planner 1.60 - - - Total Personnel 1.60 - - - - 312 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 was converted into an inter -fund energy efficiency reimbursement program. The facilities and funds that received improvements through the grant (Phase 1) will be repaying the funds annually based on the expected savings from the improvements. The first year of repayment was fiscal year 2014. 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 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 and 2017 budgets. 313 City of Iowa City Energy Efficiency & Conservation Block Grant (2310) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ (33,138) $ (23,394) $ 48,924 $ - $ - $ - Revenues: Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Total Revenues Expenditures: Environmental Coordinator Municipal Energy Conservation Sub -Total Expenditures Transfers Out: Misc Transfers Out 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 Revenues *Fund Balance is Cash Balance for July 1, 2013 $ 36,075 $ - $ - $ - $ - $ 64,176 72,318 1,168 - $ 100,251 $ 72,318 $ 1,168 $ $ 22,634 $67,873 90,507 - - - - - - - 50,092 - - - $ (23,394) $ 48,924 $ (23,394) 48,924 - - - - $ (23,394) $ 48,924 $ - $ - $ - $ - -23% 68% 0% 0% 0% 0% 314 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 Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 36,075 $ - $ - $ - $ - $ 64,176 72,318 1,168 - - $ 100,251 $ 72,318 $ 1,168 $ - $ - $ - $ 20,463 $ - $ - $ - $ - $ - 6,010 - - - - - 112 - - 63,922 - - - - $ 90,507 $ - $ - $ - $ - $ - 315 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 celebrated the sale of its 50th home in the fall of 2015. The fiscal year 2013 budget included funding for four homes. The program was expanded in fiscal year 2014 with funds for 12 homes (included two funded through the Housing Authority) and was continued with 10 additional homes in fiscal year 2015. For fiscal year 2016, the number of homes to be converted was reduced to two. The fiscal year 2017 budget includes funding for four homes. In fiscal year 2013, the activity for this program was moved to the Community Development activity in the Neighborhood Services division of the Neighborhood and Development Services department in the General Fund. R City of Iowa City UniverCity Neighborhood Partnership (2315) Fund Summary Fund Balance, June 30 $ (547) $- Change in Accounting Method (2,098) - - - - Adjusted Fund Balance, June 30 (2,645) - - - - - Restricted / Committed /Assigned - - - - - Unassigned Balance $ (2,645) $ - $ - $ - $ - $ - of Revenues & Transfers In 0% 0% 0% 0% 0% 0% *Fund Balance is Cash Balance for July 1, 2013 317 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ (342,856) $ (2,645) $ - $ - $ - $ - Revenues: Miscellaneous Contrib & Donations $ (41,750) $ - $ - $ - $ - $ - Other Misc Revenue 844 - - - - - Other Financial Sources Loans 270,538 - - - - - SaleOfAssets 1,054,403 - - - - Sub -Total Revenues 1,284,035 - - - - - Transfers In: Misc Transfers In 8,657 2,098 - - - Sub -Total Transfers In 8,657 2,098 - - - - Total Revenues & Transfers In $ 1,292,692 $ 2,098 $ - $ - $ - $ - Expenditures: Univercity Neighborhood Partnership $ 950,383 $ (547) $ - $ - $ - $ - Total Expenditures $ 950,383 $ (547) $ - $ - $ - $ - Fund Balance, June 30 $ (547) $- Change in Accounting Method (2,098) - - - - Adjusted Fund Balance, June 30 (2,645) - - - - - Restricted / Committed /Assigned - - - - - Unassigned Balance $ (2,645) $ - $ - $ - $ - $ - of Revenues & Transfers In 0% 0% 0% 0% 0% 0% *Fund Balance is Cash Balance for July 1, 2013 317 City of Iowa City Activity Summary Activity: Community Development (610200) Fund: UniverCity Neighborhood Partnership (2315) Division: Neighborhood Services Department: Neighborhood and Development Services 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Miscellaneous Contrib & Donations Other Misc Revenue Other Financial Sources Loans Sale Of Assets Misc Transfers In Total Revenues & Transfers In Expenditures: Personnel Services Supplies Other Financial Uses Total Expenditures Personnel Services - FTE Housing Rehab Specialist Total Personnel $ (41,750) $ - $ - $ - $ - $ 844 - - 270,538 - - - - 1,054,403 - - - - 8,657 - - $ 1,292,692 $ - $ - $ - $ - $ - $ 8,854 $ - $ - $ - $ - $ - 35,967 (547) - - - - 24 - 905,538 - - - - $ 950,383 $ (547) $ - $ - $ - $ - 2013 2014 2015 2016 2017 0.20 0.20 318 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. Revised revenues and transfers -in for fiscal year 2016 are expected to be lower by 4.3% from fiscal year 2015 due to estimated lower contributions from members. Budgeted revenues and transfers -in in fiscal year 2017 are 3.9% lower than the revised fiscal year 2016 estimate due to a projected decrease in miscellaneous revenues and grant funding. Fund balance in the MPO fund has increased steadily since fiscal year 2013 from $130,144 to $308,994. The fund balance as a percentage of revenues and transfers in has increased from 20% in fiscal year 2013 to 51 % in fiscal year 2017. 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. OK City of Iowa City Metro Planning Organization of Johnson County (2350) Fund Summary *Fund Balance is Cash Balance for July 1, 2013 ➢016 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ 140,937 $ 130,144 $ 170,860 $ 292,006 $ 315,996 $ 308,994 Revenues: Intergovernmental Local 28E Agreements $ 121,772 $ 119,462 $ 120,045 $ 99,281 $ 120,045 $ 123,370 Other State Grants 175,000 235,061 199,324 215,249 199,324 204,845 Miscellaneous Other Misc Revenue 20,627 17,231 2,399 17,231 Sub -Total Revenues 317,399 371,754 321,768 331,761 319,369 328,216 Transfers In: Transfer -In from General Fund and RUT 327,286 343,297 340,979 302,554 290,358 298,401 Sub -Total Transfers In 327,286 343,297 340,979 302,554 290,358 298,401 Total Revenues & Transfers In $ 644,685 $ 715,051 $ 662,747 $ 634,315 $ 609,727 $ 626,616 Expenditures: Metro Planning Org of Johnson County $ 643,917 $ 674,335 $ 541,601 $ 610,325 $ 616,729 $ 633,797 Total Expenditures $ 643,917 $ 674,335 $ 541,601 $ 610,325 $ 616,729 $ 633,797 Fund Balance, June 30 $ 141,705 $ 170,860 $ 292,006 $ 315,996 $ 308,994 $ 301,813 Change in Accounting Method (11,561) Adjusted Fund Balance, June 30 130,144 170,860 292,006 315,996 308,994 301,813 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 130,144 $ 170,860 $ 292,006 $ 315,996 $ 308,994 $ 301,813 % of Revenues and Transfers In 20% 24% 44% 50% 51% 48% *Fund Balance is Cash Balance for July 1, 2013 ➢016 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 serves 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 fiscal year 2015 MPOJC Transportation Planning Work Program & adoption of the fiscal year 2016 Work Program • Completion of an Update to the 2007 Affordable Housing Market Analysis for the Iowa City Metro Area 321 • Acceptance of the fiscal year 2015 update to the MPOJC Passenger Transportation Plan • Completion of University of Iowa Cambus & City of Coralville Transit FTA Triennial Reviews — planning and reporting • Allocation of MPOJC Surface Transportation Program and Transportation Alternative Program funds through a competitive grant process Upcoming Challenges: • Revising the MPOJC Long Range Transportation Plan — to be completed in May 2017 • Updating the MPOJC Metro Area Bike Master Plan • Completion of the year-end National Transit Database Annual Reports for Iowa City and Coralville Transit and University of Iowa Cambus system Staffing: Staffing Level Change Summary: There are no staffing changes for fiscal year 2017. Service Level Change Summary: There are no service level changes for fiscal year 2017. Financial Highlights: The fiscal year 2017 budget shows an increase for software appropriations as new versions of the traffic modeling and data collection software are required. Similarly, we are now funding part of the City's geographic information system (GIS) software which adds an annual software appropriation. The MPO also intends to replace 3-4 traffic counters annually — which has been the practice for some time. This allows us to replace equipment that is malfunctioning. Nearly all of the MPO work requires traffic data collection and the equipment is abused as a result. Traffic counters are approximately $1,400 each. WA FY2015 FY2016 FY2017 Total FTE's 5.60 4.70 4.70 Staffing Level Change Summary: There are no staffing changes for fiscal year 2017. Service Level Change Summary: There are no service level changes for fiscal year 2017. Financial Highlights: The fiscal year 2017 budget shows an increase for software appropriations as new versions of the traffic modeling and data collection software are required. Similarly, we are now funding part of the City's geographic information system (GIS) software which adds an annual software appropriation. The MPO also intends to replace 3-4 traffic counters annually — which has been the practice for some time. This allows us to replace equipment that is malfunctioning. Nearly all of the MPO work requires traffic data collection and the equipment is abused as a result. Traffic counters are approximately $1,400 each. WA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing Department Goal: 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, and coordination with other local governments and the University of Iowa. Department Objective: 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. Performance Measures: 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. 323 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Long Range Transportation Plan (required every 5 yrs.) ✓ Transportation Planning Work Program ✓ ✓ ✓ ✓ ✓ Passenger Transportation Plan ✓ ✓ ✓ ✓ ✓ Transportation Improvement Program ✓ ✓ ✓ ✓ ✓ 323 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 FY 2015 $1,218,202 $1,262,652 $1,211,970 $1,400,381 $1,439,334 Federal Transit Federal Transit Federal Transit Federal Transit Federal Transit Grant for Iowa Grant for Iowa Grant for Iowa Grant for Iowa Grant for Iowa City Transit* City Transit* City Transit* City Transit* City Transit* 88 $2,400,000 $6,000,000 $500,000 Traffic $2,240,660 $1,200,000 MPO/STP funds MPO/STP funds Safety Grant for MPO/STP funds RECAT grant for for First Ave for Gateway Burlington St for American Trueblood Park Grade Separation Project Median Legion Road (multiple years) Reconstruction $200,000 $441,000 State $1, 000 RISE 900 $200,000 Traffic $930,000 REAP grant for Trails Grant — , Grant for Moss Safety Grant for MPO/STP funds Trueblood Park Dubuque Street Ridge Road Burlington for IWV Road Ped. Bridge St/Clinton St Improvments $200,000 REAP $50,000 US EPA $500,000 grant for Grant for MPO/TAP funds Iowa River Trail Riverfront for Hwy 1 Trail Crossings Park construction $152,000 Iowa $50,000 Iowa $500,000 Traffic Great DNR Grant for Safety Grant for Places Grant Iowa River Dam Mormon Trek 4-3 Safety lane conversion $60,000 for Urban $500,000 Traffic Waters Grant Safety Grant for 1 st Ave 4-3 lane $50,000 DNR Low $283,027 RISE Head Dam grant Grant - Northgate Dr. extension *Includes all planning and legal documents, grant preparation and administration, and IDOT/FTA reporting Work orders for signage and traffic control: The majority of work orders are for signage and changes to traffic control in response to citizen and neighborhood requests, and are based on an evaluation and/or data collection to ensure consistency with traffic sign rules and regulations. Work orders are typically consistent with neighborhood stabilization efforts. FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 49 53 53 44 64 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. 324 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Traffic volume, intersection & 24 22 17 20 34 speed counts Peak -hour intersection counts 88 71 90 87 96 324 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 FY 2015 Neighborhood Study 2 1 0 2 0 Corridor Study 4 2 4 4 3 Bike and Ped. Study 2 2 2 5 3 All -Way Stop Study 2 1 7 3 3 Signal Warrant Study 1 3 4 3 7 Traffic Calming Study 1 4 1 0 2 Speed Study 21 1 3 2 Trip Generation Study 1 0 0 2 2 0041 City of Iowa City Activitv Summar Division: Metro Planning Org of Jo Co (610810) Department: Neighborhood and Development Services 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Local 28E Agreements Other State Grants Miscellaneous Other Misc Revenue Transfer -In from General Fund and RUT Total Revenues & Transfers In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Administrative Secretary Associate Planner Engineering Technician MPO Director Total Personnel * Position to be eliminated on 12-31-15 $ 121,772 $ 119,462 $ 120,045 $ 99,281 $ 120,045 $ 123,370 175,000 235,061 199,324 215,249 199,324 204,845 20,627 17,231 2,399 17,231 - - 327,286 343,297 340,979 302,554 290,358 298,401 $ 644,685 $ 715,051 $ 662,747 $ 634,315 $ 609,727 $ 626,616 $ 533,160 $ 555,415 $ 421,006 $ 474,113 $ 473,348 $ 487,548 98,997 108,797 101,402 127,575 125,570 128,081 11,760 10,123 19,193 8,637 17,811 18,167 $ 643,917 $ 674,335 $ 541,601 $ 610,325 $ 616,729 $ 633,797 2013 2014 2015 2016 2017 0.20 0.20 0.20 0.20 0.20 4.00 4.00 4.00 3.50 3.50 0.40 0.40 0.40 - - 1.00 1.00 1.00 1.00 1.00 5.60 5.60 5.60 W41 4.70 4.70 AMIUWON A:8:1A011AaIII &M AM 11] 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 thirty percent (30%) of total fund revenues. The fund's cash balances versus revenues since fiscal year 2013 are as follows: FY2013 FY2014 FY2015 FY2016 FY2017 Actual Actual Actual Revised Budoel Revenues $ 9,689,814 $ 9,809,865 $ 9,782,477 $ 10,520,961 $ 11,037,350 Fund Balance $ 1,791,164 $ 1,713,207 $ 1,592,570 $ 1,632,725 $ 2,133,713 Percentage 18.49% 17.46% 16.28% 15.52% 19.33% 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 2016 was $3.11277 per $1,000 of valuation. For fiscal year 2017, this levy will remain unchanged at $3.11277 per $1,000 of valuation. Wil 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 1,773,124 $ 1,791,164 $ 1,713,207 $ 1,592,570 $ 1,632,725 $ 2,133,713 $ 9,262,912 $ 9,356,929 $ 9,068,205 633 864 597 163,781 159,183 162,998 - - 183,244 256,655 281,548 315,605 $ 9,652,480 $ 10,277,184 $ 10,277,184 157,935 152,154 152,154 383,367 293,012 293,012 327,179 315,000 315,000 5,833 11,341 51,828 $ 9,689,814 $ 9,809,865 $ 9,782,477 $ 10,520,961 $ 11,037,350 $ 11,037,350 Expenditures: General Government Employee Benefits $ 353,125 $ 359,450 $ 378,170 $ 407,313 $ 384,805 $ 393,048 Public Safety Employee Benefits 263,477 354,640 598,436 684,226 828,060 844,621 Sub -Total Expenditures 616,602 714,090 976,606 1,091,539 1,212,865 1,237,670 Transfers Out: Empl Benefits Levy toGen Fund & RUT 9,130,917 9,173,732 8,926,508 9,389,267 9,323,497 9,323,497 Sub -Total Transfers Out 9,130,917 9,173,732 8,926,508 9,389,267 9,323,497 9,323,497 Total Expenditures & Transfers Out Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues *Fund Balance is Cash Balance for July 1, 2013 $ 9,747,519 $ 9,887,822 $ 9,903,114 $ 10,480,806 $ 10,536,362 $ 10,561,167 $ 1,715,419 $ 1,713,207 $ 1,592,570 $ 1,632,725 $ 2,133,713 $ 2,609,896 75,745 1,791,164 1,713,207 1,592,570 1,632,725 2,133,713 2,609,896 $ 1,791,164 $ 1,713,207 $ 1,592,570 $ 1,632,725 $ 2,133,713 $ 2,609,896 18% 17% 16% 16% 19% 24% City of Iowa City Activitv Summar 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 9,262,912 $ 9,356,929 $ 9,068,205 $ 9,652,480 $ 10,277,184 $ 10,277,184 633 864 597 - - - 163,781 159,183 162,998 157,935 152,154 152,154 - - 183,244 383,367 293,012 293,012 $ 9,427,326 $ 9,516,976 $ 9,415,044 $ 10,193,782 $ 10,722,350 $ 10,722,350 $ 50,905 $ 49,554 $ 51,466 $ 52,828 $ 54,732 $ 56,374 302,220 309,896 326,704 354,485 330,073 336,674 $ 353,125 $ 359,450 $ 378,170 $ 407,313 $ 384,805 $ 393,048 2013 2014 2015 2016 2017 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 0.55 0.55 Activity Summary Activity: Public Safety Employee Benefits (310650 - 310660) Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance Revenues: Intergovernmental State 28E Agreements Miscellaneous Other Misc Revenue Total Revenues Expenditures: Services Total Expenditures 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Project $ 256,655 $ 281,548 $ 315,605 $ 327,179 $ 315,000 $ 315,000 5,833 11,341 51,828 - - $ 262,488 $ 292,889 $ 367,433 $ 327,179 $ 315,000 $ 315,000 $ 263,477 $ 354,640 $ 598,436 $ 684,226 $ 828,060 $ 844,621 $ 263,477 $ 354,640 $ 598,436 $ 684,226 $ 828,060 $ 844,621 329 011101 Rill WWWA A9ky,1:1►III &y Ill kiI k 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, 2016 will be $138,897. 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 $74,000 in fiscal year 2017, an increase of 5.5% from the estimated fiscal year 2016 estimate. Fund Balance: The fiscal year 2017 ending fund balance is projected at $144,180. Cash balance will be allowed to increase until reaching $210,784. This is the amount of a lump sum payment which is due in fiscal year 2025 as part of the original financing for this project. W81 City of Iowa City Peninsula Apartments (2510) Fund Summary Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues *Fund Balance is Cash Balance for July 1, 2013 $ 77,038 $ 91,406 $ 105,146 $ 127,059 $ 144,180 $ 160,991 (5,089) 71,949 91,406 105,146 127,059 144,180 160,991 $ 71,949 $ 91,406 $ 105,146 $ 127,059 $ 144,180 $ 160,991 119% 180% 175% 264% 253% 274% 331 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ 71,515 $ 71,949 $ 91,406 $ 105,146 $ 127,059 $ 144,180 Revenues: Use Of Money And Property Rents $ 60,559 $ 70,119 $ 73,697 $ 70,119 $ 74,000 $ 75,480 Total Revenues $ 60,559 $ 70,119 $ 73,697 $ 70,119 $ 74,000 $ 75,480 Expenditures: Housing Authority Property Management $ 55,036 $ 50,662 $ 59,957 $ 48,206 $ 56,879 $ 58,669 Total Expenditures $ 55,036 $ 50,662 $ 59,957 $ 48,206 $ 56,879 $ 58,669 Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues *Fund Balance is Cash Balance for July 1, 2013 $ 77,038 $ 91,406 $ 105,146 $ 127,059 $ 144,180 $ 160,991 (5,089) 71,949 91,406 105,146 127,059 144,180 160,991 $ 71,949 $ 91,406 $ 105,146 $ 127,059 $ 144,180 $ 160,991 119% 180% 175% 264% 253% 274% 331 City of Iowa City Activity Summary Activity: Peninsula Apartments (490192) Fund: Peninsula Apartments (2510) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: Use Of Money And Property Rents Total Revenues Expenditures: Services Other Financial Uses Total Expenditures 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 60,559 $ 70,119 $ 73,697 $ 70,119 $ 74,000 $ 75,480 $ 60,559 $ 70,119 $ 73,697 $ 70,119 $ 74,000 $ 75,480 $ 43,571 $ 38,781 $ 47,645 $ 35,447 $ 43,657 $ 44,967 11,465 11,881 12,312 12,759 13,222 13,702 $ 55,036 $ 50,662 $ 59,957 $ 48,206 $ 56,879 $ 58,669 332 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 12/1/15 FY16 FY17 Debt 6/30/2017 2603 - City -University 1 $ 4,209,356 $ 10,402,313 $ 496,283 $ 805,965 $ 13,309,421 2604 - Sycamore & 1 st Ave 2,683,628 5,874 373,676 388,586 1,927,240 2607- Scott 6 Industrial 1,682,660 5,157 - 750,000 937,817 2608 - Heinz Road 170,323 - 42,823 42,500 85,000 2613 - Moss Green Village * 2,161,102 - - - 2,161,102 2614 -Town rest Area 2,199,500 - 86,459 144,992 1,968,049 2615 - Riverside Drive 21.143 1 .954.785 20.885 144.910 1.810.133 Total $ 13,127,712 $ 12,368,129 $ 1,020,126 $ 2,276,953 $ 22,198,762 Has not been certified yet 333 City of Iowa City Tax Increment Financing (2601 - 2615) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ (75,855) $ 2,129 $ 19,664 $ 835 $ 236,071 $ 460,477 Revenues: TIF Revenues Use Of Money And Property Interest Revenues Other Financing Sources Sale of Assets Sub -Total Revenues Transfers In: Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures By Urban Renewal Area: Highway 6 Industrial Park City -University I Sycamore & 1 st Ave Northgate Corporate Park Scott 6 Industrial Heinz Road Moss Green Village Sub -Total Expenditures Transfers Out: TIF Debt 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 Revenues & Transfers In *Fund Balance is Cash Balance for July 1, 2013 $ 376,192 $ 434,670 $ 640,244 $ 1,020,126 $ 2,276,953 $ 2,164,517 287 - - - - - 31,795 - - - - 408,274 434,670 640,244 1,020,126 2,276,953 2,164,517 36,150 113 36,150 113 - - - - $ 444,424 $ 434,783 $ 640,244 $ 1,020,126 $ 2,276,953 $ 2,164,517 $ - $ 1,604 $ - $ - $ - $ - 6,050 - - - - - - - - - - 250,000 - 8,496 - - - - 1,048 - 5,079 - - - - 135,361 13,591 42,500 42,500 42,500 - (142) - - 7,098 145,319 18,670 42,500 42,500 292,500 94,612 271,929 640,403 742,390 2,010,047 1,847,189 94,612 271,929 640,403 742,390 2,010,047 1,847,189 $ 101,710 $ 417,248 $ 659,073 $ 784,890 $ 2,052,547 $ 2,139,689 $ 266,859 $ 19,664 $ 835 $ 236,071 $ 460,477 $ 485,305 2,129 19,664 835 236,071 460,477 485,305 - - - 235,236 459,642 484,470 $ 2,129 $ 19,664 $ 835 $ 835 $ 835 $ 835 0% 5% 0% 0% 0% 0% 334 City of Iowa City Highway 6 Industrial Park (2601) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ 18,442 $ 1,604 $ - $ - $ - $ - 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 *Fund Balance is Cash Balance for July 1, 2013 $ 106,165 $ - $ - $ - $ - $ - 141 $ 106,306 $ - $ - $ - $ - $ $ - $ 1,604 $ - $ - $ - $ - $ - $ 1,604 $ - $ - $ - $ - $ 124,748 $ - $ - $ - $ - $ - 1,604 - - - - - $ 1,604 $ - $ - $ - $ - $ - City -University Project 1 (2603) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ (180,237) $ (26,214) $ 1,102 $ 391 $ 391 $ 391 Revenues: TIF Revenues Use Of Money And Property Interest Revenues Other Financing Sources Sale of Fixed Assets Total Revenues Expenditures: TIF Administration Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance *Fund Balance is Cash Balance for July 1, 2013 $ 128,072 $ 290,263 $ 501,628 $ 496,283 $ 805,965 $ 793,693 (284) - - - - - 31,795 - - - - - $ 159,583 $ 290,263 $ 501,628 $ 496,283 $ 805,965 $ 793,693 $ 6,050 $ - $ - $ - $ - $ 262,947 502,339 496,283 805,965 793,693 $ 6,050 $ 262,947 $ 502,339 $ 496,283 $ 805,965 $ 793,693 $ (26,704) $ 1,102 $ 391 $ 391 $ 391 $ 391 490 - - - (26,214) 1,102 391 391 391 391 $ (26,214) $ 1,102 $ 391 $ 391 $ 391 $ 391 335 City of Iowa City Sycamore & 1st Avenue (2604) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ 94,382 $ - $ - $ 256 $ 235,492 $ 459,898 Revenues: TIF Revenues Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance *Fund Balance is Cash Balance for July 1, 2013 $ 22 208 $ - $ 77,777 - $ 373,676 - $ 388,586 - $ 433,332 - $ 230 $ - $ 77,777 $ 373,676 $ 388,586 $ 433,332 $ - 94,612 $ - $ - - 77,521 $ - 138,440 $ - 164,180 $ 250,000 158,504 $ 94,612 $ - $ 77,521 $ 138,440 $ 164,180 $ 408,504 $ - $ - $ 256 $ 235,492 $ 459,898 $ 484,726 - - 256 235,492 459,898 484,726 256 $ 235,492 $ 459,898 $ 484,726 Northgate Corporate Park (2606) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ 8,473 $ 8,496 $ - $ - $ - $ - 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 *Fund Balance is Cash Balance for July 1, 2013 $ 23 $ - $ - $ - $ - $ $ 23 $ - $ - $ - $ - $ - $ - $ 8,496 $ 8,496 $ 8,496 - - - - - $ 8,496 $ 336 City of Iowa City Scott 6 Industrial (2607) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ 6,111 $ 5,079 $ 5,079 $ - $ - $ - Revenues: TIF Revenues Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Administration Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance *Fund Balance is Cash Balance for July 1, 2013 $ 750,000 $ 750,000 ■ $ 16 $ - $ - $ - $ 750,000 $ 750,000 $ 1,048 $ - $ 5,079 $ - $ - $ 750,000 750,000 $ 1,048 $ - $ 5,079 $ - $ 750,000 $ 750,000 $ 5,079 $ 5,079 $ - $ - $ - $ - 5,079 5,079 - - - - $ 5,079 $ 5,079 $ - $ - $ - $ - Heinz Road (2608) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ 13,409 $ 13,591 $ 13,591 $ - $ - $ - Revenues: TIF Revenues Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance *Fund Balance is Cash Balance for July 1, 2013 $ 141,933 $ 135,361 $ - $ 42,823 $ 42,500 $ 42,500 183 - - - - $ 142,116 $ 135,361 $ - $ 42,823 $ 42,500 $ 42,500 $ - $ 135,361 $ 13,591 $ 42,500 $ 42,500 $ 42,500 - - 323 - - $ - $ 135,361 $ 13,591 $ 42,823 $ 42,500 $ 42,500 $ 155,525 $ 13,591 $ - $ - $ - $ - 13,591 13,591 $ 13,591 $ 13,591 $ - $ - $ - $ - 337 City of Iowa City Lower Muscatine Road (2611) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ (113) $ (113) $ - $ - $ - $ - Transfers In: Transfers In $ - $ 113 $ - $ - $ - $ - Total Transfers In $ - $ 113 $ - $ - $ - $ - Expenditures $ (142) $ - $ - $ - $ - $ - TIF Administration $ - $ - $ - $ - $ - $ - Total Expenditures $ - $ - $ - $ - $ - $ - Fund Balance, June 30 $ (113) $ - $ - $ - $ - $ - Change in Accounting Method Adjusted Fund Balance, June 30 (113) - - - - - Restricted / Committed /Assigned - - - - - Unassigned Balance $ (113) $ *Fund Balance is Cash Balance for July 1, 2013 Moss Green Village (2613) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ (36,150) $ (142) $ - $ - $ - $ - Transfers In: Transfers In 36,150 - - - - - 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 *Fund Balance is Cash Balance for July 1, 2013 $ 36,150 $ - $ - $ - $ - $ - $ - $ (142) $ - $ - $ - $ - $ - $ (142) $ - $ - $ - $ - (142) (142) - - - - - $ (142) $ 338 City of Iowa City Towncrest Area (2614) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ (64) $ (64) $ - $ 188 $ 188 $ 188 Revenues: TIF Revenues Total Revenues Transfers Out: TIF Debt Transfers Out Total Transfers Out Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance *Fund Balance is Cash Balance for July 1, 2013 $ - $ 9,046 $ 40,105 $ 86,459 $ 144,992 $ 144,992 $ - $ 9,046 $ 40,105 $ 86,459 $ 144,992 $ 144,992 $ - $ 8,982 $ 39,917 $ 86,459 $ 144,992 $ 144,992 $ - $ 8,982 $ 39,917 $ 86,459 $ 144,992 $ 144,992 $ (64) $ - $ 188 $ 188 $ 188 $ 188 (64) - 188 188 188 188 $ (64) $ - $ 188 $ 188 $ 188 $ 188 Riverside Drive (2615) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ (108) $ (108) $ (108) $ - $ - $ - Revenues: TIF Revenues Total Revenues Transfers Out: TIF Debt Transfers Out Total Transfers Out Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance *Fund Balance is Cash Balance for July 1, 2013 $ 20,734 $ 20,885 $ 144,910 $ $ 20,734 $ 20,885 $ 144,910 $ - 20,626 20,885 144,910 $ - $ - $ 20,626 $ 20,885 $ 144,910 $ - $ (108) $ (108) $ - $ - $ - $ - (108) (108) - - - - $ (108) $ (108) $ - $ - $ - $ - 339 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 (SSMID) as allowed under Iowa property tax code in downtown Iowa City. The City levies a property tax at a maximum rate 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 from the University of Iowa. The SSMID was renewed for a ten year period starting on July 1, 2016 and ending on June 30, 2026. The maximum rate was approved to increase to $2.50 per $1,000 of taxable value on July 1, 2021. Below is a map of the improvement district: All of the funds received by the City through the SSMID property tax levy are remitted to the ICDD, therefore the fund does not maintain a fund balance. SSMID payments to ICDD in fiscal year 2015 totaled $296,141. The estimated payments in fiscal year 2016 total $294,092, and the budgeted collections in fiscal year 2017 are $330,727 including the State backfill for commercial property taxes. Fiscal year 2017 payouts are projected to increase by 12.5% over fiscal year 2016. This is due to increased property valuations in the district and a slight expansion of the district to include more properties in the area. 01[11 Fund Balance*, July 1 Revenues: Property Taxes Delinquent Taxes Intergovernmental Property Tax Credits Total Revenues Expenditures: SSMID Total Expenditures Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues *Fund Balance is Cash Balance for July 1, 2013 City of Iowa City SSMID-Downtown District (2820) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ - $ 1,590 $ - $ - $ - $ - $ 277,672 $ 275,319 $ 280,790 $ 264,683 $ 301,544 $ 301,544 - 486 - - - - - - 15,351 29,409 29,183 29,183 $ 277,672 $ 275,805 $ 296,141 $ 294,092 $ 330,727 $ 330,727 $ 277,672 $ 277,395 $ 296,141 $ 294,092 $ 330,727 $ 330,727 $ 277,672 $ 277,395 $ 296,141 $ 294,092 $ 330,727 $ 330,727 1,590 1,590 - - - - - $ 1,590 $ - $ - $ - $ - $ - 1% 0% 0% 0% 0% 0% 341 City of Iowa City Activitv Summar Division: Neighborhood Services Department: Neighborhood and Development Services 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Property Taxes $ 277,672 $ 275,319 $ 280,790 $ 264,683 $ 301,544 $ 301,544 Delinquent Taxes - 486 - - - - Intergovernmental Property Tax Credits 15,351 29,409 29,183 29,183 Total Revenues $ 277,672 $ 275,805 $ 296,141 $ 294,092 $ 330,727 $ 330,727 Expenditures: Services $ 277,672 $ 277,395 $ 296,141 $ 294,092 $ 330,727 $ 330,727 Total Expenditures $ 277,672 $ 277,395 $ 296,141 $ 294,092 $ 330,727 $ 330,727 342 F Y 2 0 1 7 DEBT SERVICE Debt Service Fund II]A:11111&1AZINM:8111►U7 This fund accounts for annual principal and interest payments due on the City's general obligation and tax increment revenue bonded debt. 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 fiscal year 2017 is $3.83 per $1,000 in valuation - this is a reduction of $.10 per $1,000 from the fiscal year 2016 levy. Future general obligation bond issues are estimated at $9.67 million in 2016, $14.4 million in 2017, and $13.7 million in 2018 including 2% for bond issuance costs. Annual principal and interest payments (not including estimated annual payments for the 2016 proposed bond issue) as of June 30, 2016 are projected to be as follows: Fiscal Year Annual Payments Principal Interest Total Principal Outstanding Beginning of Fiscal Year 2017 9,705,000 1,225,254 10,930,254 48,470,000 2018 8,600,000 997,976 9,597,976 38,765,000 2019 7,225,000 769,866 7,994,866 30,165,000 2020 6,640,000 576,179 7,216,179 22,940,000 2021 5,360,000 397,174 5,757,174 16,300,000 2022 3,780,000 256,175 4,036,175 10,940,000 2023 2,850,000 177,195 3,027,195 7,160,000 2024 2,030,000 114,295 2,144,295 4,310,000 2025 1,035,000 67,345 1,102,345 2,280,000 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, 2016 48,470,0004,773,634 53,243,634 345 City's Debt Policies There are currently three benchmarks used by the City of Iowa City to evaluate its financial position concerning its debt: 1) the 5% statutory debt limit, 2) the internal restriction on the debt service levy of 30% of the City's total levy, and 3) the level of outstanding general obligation and tax increment revenue bonded debt against the City's total assessed valuation. These three benchmarks are included in the new Debt Management policy that the City Council adopted in October 2015. 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.) and tax increment financing revenue debt with the statutory debt limit. Total valuations for Iowa City for fiscal year 2017 are approximately $5.35 billion. The debt limit, or five percent (5%) of this amount, is about $267.6 million. Outstanding G.O. debt at June 30, 2017, is estimated to be $58.93 million, which is 23.1 % of the debt limit and 1.10% of total valuations. The City's general obligation and tax increment revenue bonded debt versus the State imposed legal debt limit has been on a declining trend since fiscal year 2011. 300 250 200 R O 0 150 w O c 100 O ^2 50 0 Bonded Debt Outstanding Versus Legal Debt Limit e< e< e< 1% Fy^ry <1Nb ■Debt Limit ■Outstanding Debt at June 30 FY16, FY17, and FY18 figures are estimates 011:1 This City's Debt Management policy, which limits its ability to levy taxes for repayment of debt, states that 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 fiscal year 2010 through fiscal year 2018. Fiscal years 2017 & 2018 are based on estimated financing requirements for the City's five-year capital improvement program. The City's debt service levy rate for fiscal year 2017 is $3.83 per $1,000 of value while the City's total property tax levy rate is $16.551 per $1,000 of value. The debt service levy rate is projected to decrease another $.10 in fiscal year 2018. 30.0% 26.1% 25.7% 25.0% ° 24.7°/a ? 25.0% 23.6°/a 24.0/a 23.6°/a 23.1°/a 22.7% d J yR 20.0% O F w N 15.0% 07 R Y N 10.0% 2 L a 5.0% 0.0% IyfDlyfflyfY�yfRlyfClyfF�yf[•'liyflfiyfFB Also, as part of the Debt Management policy, the City Council set a goal to reduce its outstanding general obligation and tax increment revenue bonded debt as a percentage of its total assessed property valuations to .75%. The following chart is trend of that comparison for fiscal years 2010 through 2018. 2.00% 1.80% y 1.60% N y 1.40% yJ Q c 1.20% w O O to 1.00°/a d � R > 0.80% Y V 0.60% L d 0.40% 0.20% 0.00% 1.81% 1.71% \14-33% 1.17%1.13% 1.10 FY70 FY71 FY12 FY13 FY14 FY15 'FY16 'FY17 'FY18 el VA Bond Rating The City obtains its General Obligation bond rating from Moody's Investors Service each time a new bond is issued. The City's current bond rating is Aaa. Maintaining the City's Aaa bond is a strategic priority for the City. Fund Balance The estimated ending fund balance in the Debt Service fund for fiscal year 2015 is $6,444,718. This is a decline of $2,423,335 or 27.33% 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 $5,649,800 which is a decrease of $794,918 or 12.33% from fiscal year 2015. This decrease is due to the early call of the 2008A general obligation bonds of $2,095,000. The estimated ending fund balance for fiscal year 2017 is projected to be $5,724,900 which is an increase of $75,100 or 1.33%. The fiscal year 2017 budget includes an early call of the 2011A general obligation bonds of $3,080,000. 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 $1,110,593 for fiscal year 2017. 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. 011:3 Fund Balance*, July 1 Revenues: Property Taxes Delinquent Property Taxes Other City Taxes Use Of Money And Property Interest Revenues Intergovernmental Property Tax Credits Charges For Fees And Services Building & Devlpmt 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 Transfers Out: Misc Transfers Out Sub -Total Transfers Out City of Iowa City Debt Service Fund (5000 - 5999) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 10,146,622 $ 5,820,298 $ 8,868,053 $ 6,444,718 $ 5,649,800 $ 5,724,900 $ 12,937,886 $ 11,976,629 $ 12,724,397 878 1,125 832 227,873 202,795 227,123 $ 12,312,386 $ 12,926,891 $ 12,589,227 199,499 189,087 183,760 125,012 64,998 74,553 45,929 40,666 38,704 - - 255,366 483,825 360,369 360,369 - 190,784 - - - 170,143 - - - - - 535,150 176,381 178,166 188,411 137,132 48,244 75,931 2,660,000 14,072,873 15,081,928 13,651,221 13,230,050 13,654,145 13,220,304 1,101,066 6,515,322 1,134,225 1,185,267 1,567,182 1,157,241 1,101,066 6,515,322 1,134,225 1,185,267 1,567,182 1,157,241 $ 15,173,939 $ 21,597,250 $ 14,785,446 $ 14,415,317 $ 15,221,327 $ 14,377,545 $ 6,372 $ 545 $ - $ 10,000 $ 5,000 $ 5,000 - 11,962 - - - - 16,770,000 11,200,000 15,525,000 13,480,000 13,495,972 10,583,318 2,356,124 1,872,314 1,608,446 1,514,900 1,441,220 1,625,395 - - - 130,000 130,000 135,000 38,086 75,335 75,335 75,335 74,035 72,345 19,170,582 13,160,156 17,208,781 15,210,235 15,146,227 12,421,058 454,522 5,389,339 - - - 454,522 5,389,339 - - - - Total Expenditures & Transfers Out $ 19,625,104 $ 18,549,495 $ 17,208,781 $ 15,210,235 $ 15,146,227 $ 12,421,058 Fund Balance, June 30 $ 5,695,457 $ 8,868,053 $ 6,444,718 $ 5,649,800 $ 5,724,900 $ 7,681,387 Change in Accounting Method 124,841 Adjusted Fund Balance, June 30 5,820,298 8,868,053 6,444,718 5,649,800 5,724,900 7,681,387 Restricted/Committed/Assigned 662,510 662,658 667,748 816,378 1,110,593 1,401,498 Unassigned Balance $ 5,157,788 $ 8,205,395 $ 5,776,970 $ 4,833,422 $ 4,614,307 $ 6,279,889 *Fund Balance is Cash Balance for July 1, 2013 General Obligation Bonds/TIF Revenue Bonds Outstanding Debt Obligation Summary by Individual Issue Debt Service Payments Fiscal Year Principal Amount of Debt Paid in Outstanding Issue / Use of Funds Issue Full June 30, 2016 FY2016 FY2017 FY2018 2008B G.O. Refunding 1998, 1999 $ 17,005,000 2018 $ 3,055,000 $ 1,639,300 $ 1,622,675 $ 1,602,938 & 2000 Capital Loan Notes 2009C G.O. / Multi-purpose 6,685,000 2019 2,210,000 792,000 791,300 795,000 2010B G.O. / Multi-purpose 7,420,000 2020 3,115,000 813,775 819,275 824,375 2011A G.O. Capital Loan Notes 7,925,000 2021 3,940,000 987,044 983,031 986,531 2011C G.O. Refunding 2002 G.O. 10,930,000 2021 6,235,000 1,374,838 1,378,963 1,374,463 2012A GO 9,070,000 2022 5,680,000 1,018,813 1,016,113 1,013,113 2012 TIF Revenue Bonds 2,655,000 2032 2,525,000 205,335 204,035 207,345 2013A G.O. / Multi-purpose 7,230,000 2023 5,750,000 845,875 858,325 865,575 2014 GO / Multi-purpose 11,980,000 2024 8,870,000 2,436,325 2,402,825 1,074,125 2015 GO - Multi -Purpose 7,785,000 2025 7,090,000 852,175 853,713 854,513 2016 GO - Proposed 9,666,426 2026 - - 1,130,972 1,130,972 2017 GO - Proposed 14,419,740 2027 - - - 1,687,110 Total - General Obligation Debt Service: $ 48,470,000 $ 10,965,478 $ 12,061,226 $ 12,416,058 350 2008B General Obligation Refunding Bond Issue Principal: $17,005,000 Dated: October 15, 2008 Callable: June 1, 2016 Fiscal Year Payments Property Tax Revenue Principal Outstanding Coupon Beginning of Rate Fiscal Year Principal Interest Total 9,580,000 Issuance Costs 113,345 Bond Premium (188,345) 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 3,055,000 170,613 3,225,613 3,225,613 Principal payable June 1. Interest payable June 1 and December 1. Project Amount Refunded 1998 GO Bonds $ 2,750,000 Refunded 1999 GO Bonds 4,750,000 Refunded 2000 GO Bonds 9,580,000 Issuance Costs 113,345 Bond Premium (188,345) Amount of Issue $17,005,000 «.2 2009C General Obligation Bond Issue Principal: $6,685,000 Dated: June 8, 2009 Callable: June 1, 2017 Fiscal Year Payments Principal Property Tax Outstanding Revenue Beginning of Fiscal Year Coupon Rate Principal Interest Total Highway 6 Widening -Scott Blvd. 1,150,000 Annual Traffic Signals 120,000 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% Soccer Field Renovation 100,000 Napolean Park Softball Renovation 180,000 Totals 2,210,000 171,900 2,381,900 2,381,900 263,779 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Airport Runways $ 303,923 Lower Muscatine Rd - Kirkwood 125,000 Highway 6 Widening -Scott Blvd. 1,150,000 Annual Traffic Signals 120,000 Sidewalk Infill 100,000 1st Ave Railroad Overpass 500,000 420th Street Improvemnts 1,500,000 Salt Storage Building 700,000 Public Wks Facility Sitework 280,000 Parks Annual Improvments 200,000 Soccer Field Renovation 100,000 Napolean Park Softball Renovation 180,000 Public Art 50,000 Rec Center Roof 263,779 Rec Center Elevator 70,000 Wetherby Park Splashpad 100,000 Mercer Pool Filter System 250,000 Fire Apparatus 509,000 City Hall -Other Projects 50,000 Senior Center Roof 50,000 Issuance Costs 83,298 Amount of Issue $ 6,685,000 -% 2010B General Obligation Bond Issue Principal: $7,420,000 Dated: August 2, 2010 Callable: June 1, 2018 Fiscal Year Payments Principal Property Tax Outstanding Revenue Beginning of Fiscal Year Coupon Rate Principal Interest Total Sycamore -Highway 6 to CityLimit 1,930,000 Traffic Signal Projects 120,000 2017 745,000 74,275 819,275 819,275 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% Terry Trueblood Recreation Area 606,388 City Park -Old Shop Repairs 128,000 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Rehab Runway 7/25 & 12/30 Intersection $ 151,090 Lower Muscatine - Kirkwood to First Avenue 65,678 Sycamore -Highway 6 to CityLimit 1,930,000 Traffic Signal Projects 120,000 Gilbert Street Streetscape 310,000 Bowery Street Brick Repair 300,000 Sidewalk Infill 100,000 Burlington/Madison Intersection 290,000 Iowa River Power Dam Pedestrian Bridge 27,500 Dodge St/1-80 Pedestrian Bridge 550,000 Parks Annual Improvements 162,000 Cemetery Resurfacing 50,000 Terry Trueblood Recreation Area 606,388 City Park -Old Shop Repairs 128,000 Cemetery Storage Building 40,000 Infant Columbarium and Sculpture 85,000 Butler Bridge Pedestrian Trail 82,500 Radio System Upgrade & Migration 300,000 Fire Station #4 700,000 Public Works Fuel Facility 700,000 Soccer Park Shelters 38,117 Soccer Field Renovation 111,883 Recreation Center Elevator Upgrade 70,000 Evidence Storage Facility 273,000 City Hall - Other Projects 50,000 Space Needs Study 80,000 Issuance Costs 98,844 Amount of Issue $ 7,420,000 353 2011A General Obligation Bond Issue Principal: $7,925,000 Dated: June 8, 2011 Callable: June 1, 2017 Fiscal Year Payments Principal Property Tax Outstanding Revenue Beginning of Fiscal Year Coupon Rate Principal Interest Total Airport Equipment Shelter 7,500 Airport Hangar Maintenance 36,000 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% Terry Trueblood Recreation Area 250,000 Court Hill Park Restroom 95,000 Totals 3,940,000 357,456 4,297,456 4,297,456 85,000 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Airport Runway 7 Parallel Grading $ 90,750 Airport Hangar L - 6 units 300,000 Airport Equipment Shelter 7,500 Airport Hangar Maintenance 36,000 Northside Mrktp Strtscp 500,000 Lower Muscatine - Kirkwood to First Ave 1,091,261 Sycamore - Brns to City Lmt 1,095,000 Traffic Signal Project 120,000 ADA Curb Ramps 50,000 Scott Blvd Overlay 400,000 Sidewalk Infill 100,000 Iowa River Power Dam Pedestrian Bridge 100,000 Parks Annual Improvements 200,000 Hickory Hill Restroom & Bridge 150,000 Terry Trueblood Recreation Area 250,000 Court Hill Park Restroom 95,000 College Green Light Replacement 90,000 Park Sidewalk Replacement 85,000 Intra -city Bike Trails 50,000 Butler Bridge Ped Trail 340,000 Terry Trueblood Trail Connection 94,000 Rec Center Improvements 225,000 N. Market Square Park Redevelopment 280,000 Fire Apparatus 754,000 Fire Station #4 Vehicles 1,278,000 City Hall -Other Projects 50,000 Issuance Costs 93,489 Amount of Issue $ 7,925,000 354 2011C General Obligation Refunding Bond Issue Principal: $10,930,000 Dated: June 8, 2011 Callable: June 1, 2017 Fiscal Year Payments Principal Property Tax Outstanding Revenue Beginning of Fiscal Year Coupon Rate Principal Interest Total 2017 1,180,000 198,963 1,378,963 1,378,963 6,235,000 2.500% 2018 1,205,000 169,463 1,374,463 1,374,463 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 93,013 1,373,013 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 6,235,000 642,963 6,877,963 6,877,963 Principal payable June 1. Interest payable June 1 and December 1 Proiect Advance Refunded 2002 GO Bonds Amount Placed with Escrow Agent Issuance Costs Bond Premium Amount of Issue «X7 Amount $ 10,580,000 505,231 112,681 (267,912) $ 10,930,000 Principal payable June 1. Interest payable June 1 and December 1 Project Amount 2012A General Obligation Bond Principal: $9,070,000 Dated: June 20, 2012 Callable: June 1, 2018 Issue First Ave Storm Sewer 710,000 Fiscal Year 540,000 Payments 120,000 Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Principal Interest Total 2,190,000 Dubuque St. Pedestrian Bridge 380,000 West Side Levee 400,000 East Side Levee 100,000 Normandy Dr. & Manor Intersect 2017 900,000 116,113 1,016,113 955,616 60,496 5,680,000 2.00% 2018 915,000 98,113 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% tale 5,680,000 419,975 6,099,975 5,736,801 363,174 Ei Principal payable June 1. Interest payable June 1 and December 1 Project Amount Runway 7-25 Taxiway $ 232,000 First Ave Storm Sewer 710,000 Lower Muscatine - Kirkwood to First Avenue 540,000 Traffic Signals Project 120,000 Sidewalk Infill 100,000 Brick Street Construction 290,000 First Ave/IAIS Railroad Overpass 2,190,000 Dubuque St. Pedestrian Bridge 380,000 West Side Levee 400,000 East Side Levee 100,000 Normandy Dr. & Manor Intersect 80,000 Parks Annual Improvements 200,000 Cemetery Road Resurfacing 50,000 Terry Trueblood Recreation Area 500,000 Intra -city Bike Trails 50,000 Highway 1 Sidewalk/Trail 1,000,000 Fire Apparatus 634,000 New Animal Shelter 700,000 Fire Station #1 Kitchen Remodel 129,905 Police Crime Lab 82,600 Police Station Remodel 198,450 Police Breakroom/Restroom Remodel 59,250 City Hall Improvements 141,300 City Hall Security Camera Upgrade 75,000 Issuance Costs 107,495 Amount of Issue $ 9,070,000 0.111 Principal payable June 1. Interest payable June 1 and December 1 Project Park @ 201 Project Debt Service Reserve Capitalized Interest Issuance Costs Amount of Issue «�A Amount $ 2,330,000 207,845 38,086 79,069 $ 2,655,000 2012D Taxable Urban Renewal Revenue Bonds Principal: $2,655,000 Dated: November 29, 2012 Callable: June 1, 2021 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 1.30% 2018 135,000 72,345 207,345 207,345 2,395,000 1.60% 2019 135,000 70,185 205,185 205,185 2,260,000 2.00% 2020 140,000 67,485 207,485 207,485 2,125,000 2.10% 2021 140,000 64,545 204,545 204,545 1,985,000 2.30% 2022 145,000 61,325 206,325 206,325 1,845,000 2.40% 2023 150,000 57,845 207,845 207,845 1,700,000 2.60% 2024 150,000 53,945 203,945 203,945 1,550,000 2.80% 2025 155,000 49,745 204,745 204,745 1,400,000 3.00% 2026 160,000 45,095 205,095 205,095 1,245,000 3.20% 2027 165,000 39,975 204,975 204,975 1,085,000 3.40% 2028 170,000 34,365 204,365 204,365 920,000 3.60% 2029 175,000 28,245 203,245 203,245 750,000 3.70% 2030 185,000 21,770 206,770 206,770 575,000 3.70% 2031 190,000 14,925 204,925 204,925 390,000 3.75% 2032 200,000 7,800 207,800 207,800 200,000 1 3.90% Principal payable June 1. Interest payable June 1 and December 1 Project Park @ 201 Project Debt Service Reserve Capitalized Interest Issuance Costs Amount of Issue «�A Amount $ 2,330,000 207,845 38,086 79,069 $ 2,655,000 Principal payable June 1. Interest payable June 1 and December 1 Project Amount 2013A General Obligation Bond Principal: $7,230,000 Dated: July 16, 2013 Callable: June 1, 2019 Issue Lower Muscatine -Kirkwood to First Ave 375,000 fiscal ear 250,000 Payments 100,000 Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Principal Interest Total 350,000 William Street Reconstruction 540,000 Parks Annual Improvements 200,000 Hickory Hills Restroom/Saleroom 34,000 Terry Trueblood Recreation Area 2017 775,000 83,325 858,325 708,148 150,177 5,750,000 1.00% 2018 790,000 75,575 865,575 714,129 151,446 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 5,750,000 379,673 6,129,673 5,057,192 1,072,481 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Moss Ridge Road $ 1,610,000 Lower Muscatine -Kirkwood to First Ave 375,000 Traffic Signals Project 250,000 Sidewalk Infill Program 100,000 Taft Speedway Levee Project 100,000 Warm Storage Building, Napolean Park 300,000 CBD Streetscape Project 350,000 William Street Reconstruction 540,000 Parks Annual Improvements 200,000 Hickory Hills Restroom/Saleroom 34,000 Terry Trueblood Recreation Area 2,000,000 Normandy Drive Restoration Project 409,050 Fairmeadows Restroom & Splash Pad 95,000 Intra -city Bike Trails 50,000 Scott Park Development & Trail 140,000 City Hall Projects 116,400 Projectdox Quickstart 306,000 Library Public Space Remodeling 100,000 Fire Station #3 Kitchen Remodel 35,000 Issuance Costs 119,550 Amount of Issue $ 7,230,000 0...1 Principal payable June 1. Interest payable June 1 and December 1. Project 2014 General Obligation/Refunding Bond Issue Principal: $11,980,000 Dated: June 3, 2014 Callable: June 1, 2020 Moss Ridge Road Fiscal Year Principal Payments Interest Tax Property Tax Revenue Increment Total Financing Water Revenue Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Normandy Drive Restoration Project 409,050 City Park Master Plan & Pool Upgrade 650,000 Willow Creek/Kiwanis Park Master Plan 50,000 Library Public Space Remodeling 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 1 50,750 1,050,750 724,927 325,823 - 2,030,000 2.50% 2024 1,030,000 1 25,750 1,055,750 728,377 327,373 - 1,030,000 2.50% Totals 8,870,000 927,050 9,797,050 6,869,397 2,626,753 300,900 Principal payable June 1. Interest payable June 1 and December 1. Project Amount Moss Ridge Road $ 1,890,000 First Ave/IAIS Railroad Crossing Improvements 1,000,000 Sycamore Street - City Limits to South Gilbert Street 2,500,000 CBD Streetscape Project 1,000,000 Normandy Drive Restoration Project 409,050 City Park Master Plan & Pool Upgrade 650,000 Willow Creek/Kiwanis Park Master Plan 50,000 Library Public Space Remodeling 100,000 Fire SCBA/Air System Replacement 500,000 UniverCity Neighborhood Partners 500,000 Public Works Facility Master Plan 310,000 2016 & 2017 Maturities - 2006C & 2007A GO Bonds 2,660,000 City Hall -Other Projects 244,165 Issuance Costs 166,785 Amount of Issue $11,980,000 «X� Principal payable June 1. Interest payable June 1 and December 1 Project Amount 2015 General Obligation Bond Principal: $7,785,000 Dated: June 2, 2015 Callable: June 1, 2023 Issue City Hall -Other Projects 100,000 iscal Year 466,299 Payments 100,000 Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Principal Interest Total 220,000 Mercer Park Playground 150,000 Intra -City Bike Trails 50,000 Willow Creek/Kiwanis Park Master Plan & Splash Pad 350,000 Elementary School Recreation Facility Partnership 2017 710,000 143,713 853,713 681,847 171,866 7,090,000 2.00% 2018 725,000 129,513 854,513 794,142 60,370 6,380,000 2.00% 2019 740,000 115,013 855,013 794,607 60,406 5,655,000 2.00% 2020 765,000 100,213 865,213 804,086 61,126 4,915,000 2.00% 2021 785,000 83,000 868,000 806,677 61,323 4,150,000 2.00% 2022 805,000 67,300 872,300 810,673 61,627 3,365,000 2.00% 2023 830,000 51,200 881,200 818,944 62,256 2,560,000 2.00% 2024 850,000 34,600 884,600 822,104 62,496 1,730,000 2.00% 2025 880,000 17,600 897,600 834,186 63,414 880,000 2.00% Totals 7,090,000 742,150 7,832,150 7,167,267 664,883 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Riverfront Crossings Redevelopment $ 200,000 City Hall -Other Projects 100,000 City Hall Remodel -NDS 2nd Floor 466,299 Fiber Optic Infill Program 100,000 CBD Streetscape Project 350,000 Riverside Drive Pedestrian Tunnel 100,000 Lower City Park Emergency Access Road 220,000 Mercer Park Playground 150,000 Intra -City Bike Trails 50,000 Willow Creek/Kiwanis Park Master Plan & Splash Pad 350,000 Elementary School Recreation Facility Partnership 700,000 Tennis Court/Pickle Ball Court Resurfacing 70,000 Youth Sports Complex Feasibility Study 50,000 Harrison Street Reconstruction 500,000 Sidewalk Infill Program 100,000 Burlington & Clinton Street Intersection Improvements 840,000 First Ave/IAIS Railroad Crossing Improvements 3,050,000 Dubuque Street/I-80 Pedestrian Bridge 276,158 Issuance Costs 112,543 $ 7,785,000 RIY�] F Y 2 0 1 7 ENTERPRISE FUND ACTIVITIES Parking Transit Wastewater Water Refuse Collection Landfill Airport Stormwater Management Cable Television Housing Authority PARKING FUND 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, 2015 was $3.3 million, a 32.75% decrease from fiscal year 2014. This decrease was 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. The fiscal year 2016 year-end unassigned fund balance is estimated to increase 34.91 % from $3.33 million to $4.49 million. In fiscal year 2017, the unassigned fund balance is estimated to increase 34.68% to $6.05 million. These increases are primarily due to the reduction of debt service expenditures. Fund Balance (1) $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY13 FY14 FY15 FY16 FY17 ■Unassigned $4,761,916 $4,948,044 $3,327,493 $4,489,011 $6,045,921 (1) FY16 and FY17 figures are estimates Estimated restricted fund balance at June 30, 2017 is $5,885,583. This restricted fund balance represents funds held in accordance with the parking impact fee ordinance and funds from the anticipated sale of the parking lot at the corner of Court & Linn Streets. Prior year restricted fund balances also included funds that were held in accordance with revenue bond provisions that were eliminated when the 2009 revenue bonds were defeased. The City has signed a development agreement for the sale of the parking lot at the corner of Court & Linn Streets for $5.5 million. Completion of the sale is expected to take place in the spring of 2016. These funds will be placed into the Parking Debt Service Reserve to be used to make lease -purchase payments on the proposed Harrison Street parking facility. 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 Neighborhood & Development Services department 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 $2.15 million towards this project in fiscal years 2012 through 2015. The City has entered into an agreement for the construction of a 600 space parking facility along Harrison Street between Dubuque and Clinton Streets. The facility is part of a larger development that includes Midwest One Bank and the 28 -unit Sabin townhome development. The lease purchase is being funded through Capital One Public Funding and will cost approximately $15.3 million to build. The facility is expected to be completed in the spring of 2017 and lease payments are expected to begin in July 2017. 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. Revenue: Fiscal year 2017 revenue is estimated to increase 5.6% when compared to fiscal year 2016 estimated revenue (not including the sale of land.) This increase is anticipated due to increased revenue due to the change in the parking rate structure. Parking service charges are approximately 94% of fund revenues and parking fines are about 4%. Parking fine revenues have decreased due to the waiver of first violations for drivers that was instituted with the new revenue structure. FY17 Estimated - $5,625,275 1% 1% 4% ■Service Charges ■ Fines ■ Oth er ■ Interest Income Expenditures: Fiscal year 2017 budgeted expenditures represent a 1.3% increase from fiscal year 2016 estimated expenditures. This is primarily due to an increase in capital outlay expenditures. FY17 Estimated - $3,440,001 1% 3% ■Personnel ■ Services 049% ■Supplies of ■ Capital Outlay The Parking Fund is budgeting $400,000 for transfers to the capital project funds for parking facility restoration and repairs. 365 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 Other Financial Sources Sale Of Assets Sub -Total Revenues Transfers In: Transfer In - Intertund Loan from Landfill Re Transfer In - Tax Increment Financing 1) Debt Service Transfers 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 6,747,310 $ 6,428,562 $ 6,867,952 $ 3,713,076 $ 10,374,594 $ 11,931,504 $ 47,422 $ 44,062 $ 35,207 $ 27,765 $ 35,000 $ 35,000 21,790 - - - - - 789,191 - - - - - 212,500 - - - - - 3,466,776 - - - - - 132,547 - - - - - 43 - - - - - - 5,096,819 5,253,013 5,076,208 5,261,554 5,501,554 253,183 197,578 248,841 197,578 250,000 250,000 35,707 26,146 82,592 27,325 78,721 78,721 - - - 5,500,000 - - 4,959,159 5,364,605 5,619,653 10,828,876 5,625,275 5,865,275 - - 2,495,350 - - - - 18,850 - - - - 844,150 840,350 3,943,875 5,500,000 - 729,112 844,150 859,200 6,439,225 5,500,000 - 729,112 $ 5,803,309 $ 6,223,805 $ 12,058,878 $ 16,328,876 $ 5,625,275 $ 6,594,387 $ 946,746 $ 1,082,938 $ 1,227,040 $ 1,219,795 $ 1,254,558 $ 1,283,441 786,887 741,712 833,273 949,234 911,311 910,042 2,738 - - - - - 1,194,908 1,095,959 1,194,953 1,226,892 1,274,132 1,365,770 838,975 838,300 7,973,550 - - 1,114,695 3,770,254 3,758,909 11,228,816 3,395,921 3,440,001 4,673,948 Transfers Out: Capital Improvement Projects 827,266 1,185,156 (103,318) 550,000 400,000 570,000 1) Debt Service Transfers 844,150 840,350 3,943,875 5,500,000 - 729,112 Intertund Loan Repayment to Landfill 507,442 - 144,381 221,437 228,364 235,310 Sub -Total Transfers Out 2,178,858 2,025,506 3,984,938 6,271,437 628,364 1,534,422 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 Revenues & Transfers In 1) Same Fund Transfers *Fund Balance is Cash Balance for July 1, 2013 $ 5,949,112 $ 5,784,415 $ 15,213,754 $ 9,667,358 $ 4,068,365 $ 6,208,370 $ 6,601,507 $ 6,867,952 $ 3,713,076 $ 10,374,594 $ 11,931,504 $ 12,317,521 (172,945) - - - - - 6,428,562 6,867,952 3,713,076 10,374,594 11,931,504 12,317,521 1,666,646 1,919,908 385,583 5,885,583 5,885,583 5,500,000 9Ytl :0 N A I Ll ICYQ a A RA I IQ Ll P 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 a 25% cost share of the Transportation & Resource Management Administration budget, 2.50 FTE Operations Supervisors, .38 FTE Operations Specialist, and 1.0 Customer Service Representative 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. 0-YA HIGHLIGHTS • Completion of arrangements for lease purchase of Harrison Street project • Completed second year of First Hour Free resulting in over 1.3 million hours of free parking • Joint project with University of Iowa to implement a bicycle sharing program Recent Accomplishments: • Absorbed oversight of CBD Maintenance operations • Contracted with ABM and Shelter House for cleaning services in CBD • Completed $500,000 facility restoration project • Completed RFI for Capitol Street Facility fagade improvements Staffing: Upcoming Challenges: • University of Iowa Project to construct building on parking lot at corner of Iowa Ave. and Gilbert Street • Development of the College & Gilbert and Court & Linn properties and the impact they could have on parking inventory • Increase in demand for bicycle accommodation Staffing Level Change Summary: In fiscal year 2016, the Transportation and Resource Management department was part of a re- organization with the Public Works department. This resulted in changes to the staffing levels in the Parking Operations as the .50 FTE for the Transportation and Resource Management Director and the .50 FTE for the Associate Director are being moved entirely to the Transportation & Resource Management Administration budget in the General Fund and out of the Parking Administration budget. These staffing changes will take effect in fiscal year 2017. Also changed for fiscal year 2017 was a restructuring of the Customer Service Representative positions in the Parking and Transit funds. The result of this change is that the Customer Service Representatives in the Parking On -street Operations budget decreased from 1.50 FTE to 1.00 FTE and moved to the Parking Administration budget. 4.1.3 FY2015 FY2016 FY2017 Total FTE's 26.25 23.13 21.63 Staffing Level Change Summary: In fiscal year 2016, the Transportation and Resource Management department was part of a re- organization with the Public Works department. This resulted in changes to the staffing levels in the Parking Operations as the .50 FTE for the Transportation and Resource Management Director and the .50 FTE for the Associate Director are being moved entirely to the Transportation & Resource Management Administration budget in the General Fund and out of the Parking Administration budget. These staffing changes will take effect in fiscal year 2017. Also changed for fiscal year 2017 was a restructuring of the Customer Service Representative positions in the Parking and Transit funds. The result of this change is that the Customer Service Representatives in the Parking On -street Operations budget decreased from 1.50 FTE to 1.00 FTE and moved to the Parking Administration budget. 4.1.3 Service Level Change Summary: There were no service level changes requested as a part of the fiscal year 2017 budget. Financial Highlights: With the reorganization of the Transportation & Resource Management department and the re- allocation of the Administration staff, an administrative chargeback was added to the Parking Administration budget. The Transportation & Resource Management Administration budget was added to the General Fund. 25% of this budget is being allocated to the Parking operations to cover the cost of oversight for this fund. The result is a decrease in Personnel costs and an increase in Services costs in the Parking Administration budget. There is currently one capital project budgeted for 2017 which consists of a $400,000 parking facility restoration project; this is shown as a transfers out. The operating budget contains $108,500 in capital outlay items which include expansion of the recently installed Big Belly trash and recycling units, increased bicycle amenities, and replacement of parking access control equipment. There is $5.5 million of sale of assets revenue that is being revised into the fiscal year 2016 budget. This is from the anticipated sale of the parking lot at the corner of Court & Linn Streets that is currently part of a development agreement. These funds will be placed into the Parking Debt Service Reserve to be used to make lease -purchase payments on the proposed Harrison Street parking facility. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Strong Urban Core Provide convenient parking options. Increase transient hours parked in downtown on -street and off- street spaces. FY 2011 FY 2012 1 FY 2013 FY 2014 FY 2015 4,215,164 4,337,326 4,453,418 4,762,105 5,145,96E 0.3% 1 2.9% 1 2.7% 1 6.9% 1 8.1% Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Increase convenience and access for parking customers. Department Objective: Increase credit card usage as a payment mechanism to 75%. Performance Measures: Credit Card Usage — Access Controlled Facilities FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 42% 43% 53% 62% 67% 0411 City of Iowa City Activitv Summar% Mcuvny: rarnmy Munnnisuauun tarvr rvf rums: rarnmy if rvvf Division: Parking (810100) Department: Transportation & Resource Management 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Miscellaneous Parking Fines Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Assoc Dir -Trans Service Customer Service Rep - Transp. Sew. Operations Supv- Trans Sew Operations Specialist - Transp. Sew. Transportation and Res Mgmt Director Total Personnel $ 47,422 $ 44,062 $ 35,207 $ 27,765 $ 35,000 $ 35,000 253,183 197,578 248,841 197,578 250,000 250,000 (849) 2,044 5,112 - - - $ 299,756 $ 243,684 $ 289,160 $ 5,725,343 $ 285,000 $ 285,000 $ 371,104 $ 413,930 $ 432,162 $ 452,639 $ 379,216 $ 390,592 573,436 665,724 794,878 767,156 8755342 892,849 2,206 3,284 - - - - $ 946,746 $ 1,082,938 $ 1,227,040 $ 1,219,795 $ 152545558 $ 1,283,441 2013 2014 2015 2016 2017 0.50 0.50 0.50 0.50 - - - - - 1.00 3.00 3.00 3.00 2.50 2.50 - - - 0.38 0.38 0.50 0.50 0.50 0.50 - 4.00 4.00 4.00 3.88 3.88 371 City of Iowa City Activity Summar) Division: Parking (810100) Department: Transportation & Resource Management 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 789,191 $ - $ 197,380 - 48,075 - - 1,583,111 1,662, 535 1,623, 230 1,675,554 1,675, 554 594 1,067 (1,415) - - - $ 1,035,240 $ 1,584,178 $ 1,661,120 $ 1,623,230 $ 1,675,554 $ 1,675,T5-4- $ 612,512 $ 493,594 $ 471,367 $ 647,358 $ 578,438 $ 595,791 152,103 215,124 321,252 269,721 2605084 265,286 20,932 20,520 13,345 8,905 85789 8,965 1,340 12,474 27,309 23,250 645000 40,000 $ 786,887 $ 741,712 $ 833,273 $ 949,234 $ 9115311 $ 910,042 Personnel Services - FTE 2013 2014 2015 2016 2017 Customer Service Rep - Pkg 1.00 1.50 1.50 1.50 - Electronics Technician - Transp. Sew. - - 1.00 1.00 1.00 MW II - Transportation Sew. 3.00 3.00 2.00 2.00 2.00 Parking Enforcement Attendant 5.00 5.00 5.00 5.00 5.00 Total Personnel 9.00 9.50 9.50 9.50 8.00 Capital Outlay 2016 2017 Bike racks - replacement/expansion $ - $ 12,000 Bicycle parklets - 25,000 Big Belly trash receptacles (3) - 24,000 Bicycle fix it stations - 3,000 Parking meters 23,250 - Total Capital Outlay $ 23,250 $ 64,000 Activity Summary Activity: Parking Lot Operations (810130) Fund: Parking (7100) Division: Parking (810100) Department: Transportation & Resource Management Revenues: Use Of Money And Property Parking Lot Revenue Total Revenues Expenditures: Services Total Expenditures 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Buduet Protect $ 15,120 $ - $ - $ - $ - $ - $ 15,120 $ - $ - $ - $ - $ - $ 2,738 $ - $ - $ - $ - $ - $ 2,738 $ - $ - $ - $ - $ - 372 City of Iowa City Activitv Summar% Division: Parking (810100) Department: Transportation & Resource Management 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents Parking Ramp Revenue Charges For Fees And Services Refuse Charges Parking Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Cashier- Parking M.W. I - Parking Systems M.W. I - Transit Sr M.W. - Parking & Transit Total Personnel Capital Outlay Industrial parking PC's (17) Point-of-sale (POS) units (4) 20 -bike stackable rack Total Capital Outlay $ 21,790 $ - $ - $ - $ - $ 3,466,776 - - - - 43 - - - - - - 3,429,236 3,590,478 3,452,978 3,586,000 3,826,000 35,962 23,035 78,895 27,325 78,721 78,721 $ 3,524,571 $ 3,452,271 $ 3,669,373 $ 3,480,303 $ 3,664,721 $ 3,904,721 $ 713,089 $ 638,129 $ 588,614 $ 608,352 $ 654,560 $ 674,197 434,189 416,636 578,498 567,948 5535517 654,587 38,455 37,649 27,841 27,712 215555 36,986 9,175 3,545 - 22,880 445500 - $ 1,194,908 $ 1,095,959 $ 1,194,953 $ 1,226,892 $ 152745132 $ 1,365,770 2013 2014 2015 2016 2017 11.25 9.75 9.75 6.75 6.75 4.00 2.50 2.50 2.50 2.50 0.50 - - - - 0.50 0.50 0.50 0.50 0.50 16.25 12.75 12.75 9.75 9.75 373 2016 2017 $ - $ 25,500 - 12,000 - 7,000 $ - $ 44,500 City of Iowa City Activity Summary Activity: Parking Debt Service (810180) Fund: Parking (7101) Division: Parking (810100) Department: Transportation & Resource Management 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Misc Parking Revenue/Charges Parking Impact Fees Transfers In: Transfer In - Interfund Loan fr Landfill Res Debt Service Transfer (From Parking Unrestricted to Restricted for Debt Service) Total Revenues & Transfers In Expenditures: Lease -purchase Payments Revenue Bonds Principal & Interest Payments Total Expenditures & Transfers Out $ 84,472 $ 84,472 $ - $ - $ - $ - - 2,495,350 844,150 840,350 3,943,875 5,500,000 - 729,112 $ 928,622 $ 924,822 $ 6,439,225 $ 5,500,000 $ - $ 729,112 $ - $ - $ - $ - $ - $ 1,114,695 838,975 838,300 7,973,550 - - - $ 838,975 $ 838,300 $ 7,973,550 $ - $ - $ 1,114,695 374 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. In fiscal year 2015, total fund balance grew by 20.1 % or $796,636 over fiscal year 2014 as operating revenues exceeded projections and were greater than operating expenditures. In addition, the planned purchase of four buses was not completed prior to June 30. The fiscal year 2016 projected total fund balance is estimated as 6.4% or $303,991 higher than fiscal year 2015 and is budgeted to grow another 1.8% or $91,557 in fiscal year 2017. $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $ Fund Balance (1) FY13 FY14 FY15 FY16 FY17 ■Assigned $1,745,925 $1,131,918 $1,268,156 $1,350,068 $863,251 ■Unassigned $2,113,868 1 $2,833,831 1 $3,494,229 1 $3,716,308 $4,294,682 (1) FY16 and FY17 figures are estimates The Transit Fund has assigned fund balance for bus replacement reserves. For fiscal year 2017, the assigned fund balance is estimated at $863,251. 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 are expected to cover the remaining 20%. Bus replacements are scheduled in fiscal years 2016 and 2017. In fiscal year 2013, an adjustment to fund balance was made 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. OR Revenues: 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 20.4% of fiscal year 2017 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. • Bus Fares: Fares amount to 20.3% of the Transit fund revenue. No fare increases are being proposed for fiscal year 2017. • 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: The Transit fund also receives revenue from advertising and other miscellaneous sources. Fiscal year 2017 revenue is projected to increase from the fiscal year 2016 revised revenue estimates by 57.4%. The increase is directly related to the bus grants to be received in fiscal year 2017. 68% of the Transit Fund's revenue comes from intergovernmental funding in fiscal year 2017. FY17 Estimated - $7,120,613 2%, 0% ■Charges for Services • Intergovernmental ■Use of Money & Property ■ Miscellaneous The Transit Property Tax Levy estimated at $3.27 million will be transferred into the Transit fund from the General fund in fiscal year 2017. Combined with the funding from other governments, approximately $8.13 million of the $10.53 million in revenues and transfers in or 77.25% is from sources of revenue that are not generated by the transit operations. This is an increase from last year's budget of 70.38% due to an increase in bus replacement grants. �Ylll Expenditures: Fiscal year 2017 budgeted expenditures represent a 41.4% increase from the fiscal year 2016 revised expenditure budget. The primary difference is an increase in capital outlay expenditures for bus replacements. FY17 Estimated - $10,251,640 ■ Personnel 37% ■ Services Supplies ■ Capital Outlay 9% 21% The fiscal year 2017 budget includes a $50,000 capital project transfer for new and replacement bus shelters. 'Grn 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 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ - $ 3,859,793 $ 3,965,749 $ 4,762,385 $ 5,066,376 $ 5,157,933 $ 11,353 $ 6,952 $ 16,063 $ 2,521 $ 13,000 $ 13,000 124,530 128,739 131,943 128,739 132,000 132,000 652,919 - - - - - 1,043,854 1,400,381 1,439,334 1,440,000 1,450,000 1,450,000 644,416 975,113 642,211 882,542 3,379,183 642,000 120,413 37,803 32,562 35,522 32,562 32,562 1,292,339 1,384,792 1,445,831 1,384,791 1,448,000 1,476,960 3,016 410 2,665 410 2,665 2,665 1,541 1,738 810 1,738 1,000 1,000 - 631,383 675,232 645,578 656,000 669,120 - 60 30 - - - 1,361 376 1,098 376 1,100 1,100 736 14,100 32,061 1,251 5,103 5,103 - 8,890 - - - - 3,896,478 4,590,737 4,419,840 4,523,468 7,120,613 4,425,510 Transfers In: 385,144 $ 436,566 Transfers In - General Fund 4,027,141 - - - - - Transfer In - Transit Property Tax Levy 2,754,939 2,858,163 2,972,534 3,110,548 3,272,584 3,272,584 Transfer In - Operations to Bus Reserve 1,892,475 (614,007) 136,238 136,000 136,000 136,000 Sub -Total Transfers In 8,674,555 2,244,156 3,108,772 3,246,548 3,408,584 3,408,584 Total Revenues & 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 Total Expenditures & Transfers Out Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In $ 12,571,033 $ 6,834,893 $ 7,528,612 $ 7,770,016 $ 10,529,197 $ 7,834,094 $ 345,618 $ 385,144 $ 436,566 $ 427,978 $ 415,836 $ 425,467 4,112,979 4,961,243 4,528,971 4,653,290 4,812,023 4,939,599 1,539,029 1,570,311 1,420,644 1,645,090 1,474,141 1,509,251 158,075 163,326 170,086 153,128 189,640 193,737 - - - 370,888 3,360,000 - 6,155,701 7,080,024 6,556,267 7,250,374 10,251,640 7,068,055 152,622 207,596 (16,917) 50,000 50,000 1,000,000 54,229 55,324 56,388 29,651 - - 1,892,475 (614,007) 136,238 136,000 136,000 136,000 2,099,326 (351,087) 175,709 215,651 186,000 1,136,000 $ 8,255,027 $ 6,728,937 $ 6,731,976 $ 7,466,025 $ 10,437,640 $ 8,204,055 $ 4,316,006 $ 3,965,749 $ 4,762,385 $ 5,066,376 $ 5,157,933 $ 4,787,972 (456,213) - - - - - 3,859,793 3,965,749 4,762,385 5,066,376 5,157,933 4,787,972 1,745,925 1,131,918 1,268,156 1,350,068 863,251 999,251 * Fund Balance is Cash Balance for July 1, 2013 II:7eV6y111go] UARAIIQ ki61 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 a 25% cost share of the Transportation & Resource Management Administration budget, a .50 FTE Operations Supervisor, and a 1.0 FTE Customer Service Representative. 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. Bus Replacement Reserve This reserve holds fund for the replacement of buses. Funds equal to 20% of the accumulated depreciation of the City's bus fleet are maintained in this reserve to be used as a match for state or federal grants to replace buses. This reserve also accounts for the bus replacement grant and purchase activity. �YVI HIGHLIGHTS • Provided just over 1.9 million passenger trips in fiscal year 2015 • Provided service covering nearly 710,000 miles and 55,000 hours • Contracted paratransit service provided 104,000 passenger trips in fiscal year 2015 Recent Accomplishments: • Took delivery of four new paratransit vehicles that received FTA funding • Received additional grant funds to fund 10 replacement heavy duty buses Staffing: Upcoming Challenges: • Property tax reform and the impact it could have on transit levy funds • Relocation of the current transit maintenance and storage facility away from the unregulated dump site it is currently on. • Entering year four of paratransit services contract. Discussions will soon begin to discuss future services. • Continued growth of Iowa City, including additional schools and ability to provide transportation to these areas. Staffing Level Change Summary: In fiscal year 2016, the Transportation and Resource Management department was part of a re- organization with the Public Works department. This resulted in changes to the staffing levels in the Transit Operations as the .50 FTE for the Transportation and Resource Management Director and the .50 FTE for the Associate Director are being moved entirely to the Transportation & Resource Management Administration budget in the General Fund and out of the Transit Administration budget. These staffing changes will take effect in fiscal year 2017. Also changed for fiscal year 2017 was a restructuring of the Customer Service Representative positions in the Parking and Transit funds. The result of this change is that the Customer Service Representative in the Transit Administration budget increased from .50 FTE to 1.00 FTE. 0.111 FY2015 FY2016 FY2017 Total FTE's 51.25 51.13 50.63 Staffing Level Change Summary: In fiscal year 2016, the Transportation and Resource Management department was part of a re- organization with the Public Works department. This resulted in changes to the staffing levels in the Transit Operations as the .50 FTE for the Transportation and Resource Management Director and the .50 FTE for the Associate Director are being moved entirely to the Transportation & Resource Management Administration budget in the General Fund and out of the Transit Administration budget. These staffing changes will take effect in fiscal year 2017. Also changed for fiscal year 2017 was a restructuring of the Customer Service Representative positions in the Parking and Transit funds. The result of this change is that the Customer Service Representative in the Transit Administration budget increased from .50 FTE to 1.00 FTE. 0.111 Service Level Change Summary: There are no service level changes included in the FY2017 budget Financial Highlights: With the reorganization of the Transportation & Resource Management department and the re- allocation of the Administration staff, an administrative chargeback was added to the Transit Administration budget. The Transportation & Resource Management Administration budget was added to the General Fund. 25% of this budget is being allocated to the Transit operations to cover the cost of oversight for this fund. The result is a decrease in Personnel costs and an increase in Services costs in the Transit Administration budget. $50,000 has been included for the replacement and expansion of bus shelters in the Capital Projects Fund for fiscal year 2017. This brings the total to $100,000 over two years, 2016 and 2017. Funds are included in fiscal year 2017 for the replacement of nine heavy duty buses totaling $3.36 million. State grants have been awarded for these replacements, and the City's match is funded from the bus replacement reserve. Grants awarded for the replacement buses total $2,737,183. 0.1 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Revenue Vehicle Hour 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. FY 2011 FY 2012 FY 2013 FY 2014 FY 201 33.39 35.70 34.50 35.20 36.85 A Solid Financial Foundation Increase fare-box/expense ratio. Fare -box revenues to cover 33% of operating costs. 0-% City of Iowa City Activity Summary Activity: Mass Transit Admin (810210) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation & Resource Management 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget 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 - Trans Sew Operations Supv- Trans Sew Transportation and Res Mgmt Director Total Personnel $ 11,353 $ 6,952 $ 16,063 $ 2,521 $ 13,000 $ 13,000 - 60 30 345 979 2,478 2,478 2,478 2,754,939 2,858,163 2,972,534 3,110,548 3,272,584 3,272,584 1,618,372 - - - - - $ 4,385,009 $ 2,866,154 $ 2,991,105 $ 3,113,069 $ 3,288,062 $ 3,288,062 $ 195,840 $ 234,601 $ 244,967 $ 248,635 $ 131,460 $ 135,404 150,707 149,154 191,599 179,343 2845376 290,064 (929) 1,389 - - - - $ 345,618 $ 385,144 $ 436,566 $ 427,978 $ 415,836 $ 425,467 2013 2014 2015 2016 2017 0.50 0.50 0.50 0.50 - - 0.50 0.50 0.50 1.00 2.00 2.00 2.00 0.50 0.50 0.50 0.50 0.50 0.50 - 3.00 3.50 3.50 2.00 1.50 383 City of Iowa City Activity Summary Activity: Mass Transit Operations (810220) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation & Resource Management 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 Mass Transit Operator M.W. II - Transit Operations Supervisor- Transp. Sew. Operations Specialist - Transp. Sew. Sr. M.W. - Parking & Transit Total Personnel 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Project $ 1,043,854 $ 1,400,381 $ 1,439,334 $ 1,440,000 $ 1,450,000 $ 1,450,000 644,416 975,113 642,211 565,742 642,000 642,000 120,413 37,803 32,562 35,522 32,562 32,562 1,292,339 1,384,792 1,445,831 1,384,791 1,448,000 1,476,960 3,016 410 2,665 410 2,665 2,665 142 15 73 - - - - 8,890 - - - - $ 3,104,180 $ 3,807,404 $ 3,562,676 $ 3,426,465 $ 3,575,227 $ 3,604,187 $ 2,886,328 $ 2,990,884 $ 3,002,652 $ 3,059,621 $ 3,133,592 $ 3,227,600 1,193,827 1,451,976 1,507,832 1,577,698 1,663,091 1,696,353 28,592 24,273 18,487 15,971 15,340 15,647 4,232 494,110 - - - - $ 4,112,979 $ 4,961,243 $ 4,528,971 $ 4,653,290 $ 4,812,023 $ 4,939,599 2013 2014 2015 2016 2017 1.00 - - - - 2.00 2.00 2.00 2.00 2.00 37.75 37.75 37.75 37.75 37.75 1.00 1.00 1.00 1.00 1.00 - - - 1.00 1.00 - - - 0.38 0.38 0.50 0.50 0.50 0.50 0.50 42.25 41.25 41.25 42.63 42.63 384 City of Iowa City Activity Summary Activity: Fleet Maintenance (810230) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation & Resource Management 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Mechanic II - Transit Mechanic III - Transit Operations Supv- Trans Sew Parts/Data Entry Clk - Transit Total Personnel $ 1,541 $ 1,738 $ 810 $ 1,738 $ 1,000 $ 1,000 1,361 376 1,098 376 1,100 1,100 249 1,251 2,623 1,251 2,625 2,625 $ 3,151 $ 3,365 $ 4,531 $ 3,365 $ 4,725 $ 4,725 $ 485,485 $ 509,076 $ 536,595 $ 546,212 $ 562,723 $ 579,605 32,409 40,847 26,595 34,871 30,194 30,798 896,863 1,020,388 857,454 1,064,007 881,224 898,848 124,272 - - - - - $ 1,539,029 $ 1,570,311 $ 1,420,644 $ 1,645,090 $ 1,474,141 $ 1,509,251 2013 2014 2015 2016 2017 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 385 City of Iowa City Activity Summary Activity: Court St Transportation Center (810240) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation & Resource Management 2013 2014 2015 2016 2017 2018 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 $ 131,943 $ 128,739 $ 132,000 $ 132,000 652,919 - - - - - 631,383 675,232 645,578 656,000 669,120 - 11,855 26,887 - - - $ 777,449 $ 771,977 $ 834,062 $ 774,317 $ 788,000 $ 801,120 $ 62,629 $ 41,539 $ 29,835 $ 29,664 $ 30,438 $ 31,351 93,716 109,269 133,353 119,964 153,848 156,925 1,730 3,933 6,898 3,500 5,354 5,461 8,585 - - - - $ 158,075 $ 163,326 $ 170,086 $ 153,128 $ 189,640 $ 193,737 2013 2014 2015 2016 2017 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 386 City of Iowa City Activity Summary Activity: Bus Replacement Reserve (810280) Fund: Transit (7151) Division: Mass Transit (810200) Department: Transportation & Resource Management Revenues & Transfers In: Intergovernmental Other State Grants Other Financial Sources Transfer In from Transit Operations Total Revenues & Transfers In Expenditures: Capital Outlay Total Expenditures Capital Outlay Replace 4 Light Duty Buses Replace 9 Heavy Duty Buses Total Capital Outlay 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Project $ - $ - $ - $ 316,800 $ 2,737,183 $ 1,892,475 (614,007) 136,238 136,000 136,000 136,000 $ 1,892,475 $ (614,007) $ 136,238 $ 452,800 $ 2,873,183 $ 136,000 $ - $ - $ - $ 370,888 $ 3,360,000 $ - $ - $ - $ - $ 370,888 $ 3,360,000 $ - 387 2016 2017 $ 370,888 $ - - 3,360,000 $ 370,888 $ 3,360,000 ITi4I&IIATIVIAIA:4111N*1111MIAki12V1►U] The Wastewater Treatment fund accounts for the business -like operations of the City's wastewater/sewer utility. The wastewater utility operates the City's two waste treatment plants, the sanitary sewer collection system, and the wastewater monitoring operations. The Wastewater fund is primarily supported through user fees. The wastewater operations are undergoing a major transformation for the last few years. The City completed expansion of the South Wastewater Plant and relocated the North Wastewater Treatment Plant operations into the South Plant during fiscal year 2015. The project cost was $55 million, and was funded from $41.4 million from state and federal grants, $8.6 million from Local Option Sales Tax revenue, and $5 million from Wastewater user fees. A project to demolish and remove the North Treatment Plant and establish wetlands was undertaken at an estimated cost of $6 million with the assistance of a State sales tax flood mitigation grant. Estimated completion for that project is the fall of 2016. Reconstruction of the North River Corridor Trunk Sewer is scheduled for fiscal years 2016 through 2018 and is to be constructed in conjunction with the Gateway project. It will replace two existing sewers with a single sewer that 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 cost estimate is $5.1 million and is to be funded from Wastewater user fees. The fiscal year 2016, 2017, and 2018 budgets include transfers to the Capital Projects Fund of $500 thousand, $2.0 million, and $2.0 million, respectively, for this project. Fund Balance (1) $16,000,000 $14,000,000 $12,000,000 $10,000,000 - $8,000,000 - $6,000,000 $4,000,000 $2,000,000 $0 FY13 FY14 FY15 FY16 FY17 ■Unassigned $14,063,169 $14,094,619 $9,928,329 $10,751,163 $10,700,759 (1) FY16 and FY17 figures are estimated The Wastewater fund's unassigned fund balance at fiscal year 2015 year-end was fairly lower from fiscal year 2014 by approximately $4.17 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 0*1 loan is being repaid with a State sales tax grant for flood 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 fiscal years 2016 and 2017, unassigned fund balance is expected to remain relatively flat as the Sewer Fund is expected to transfer $1.95 million and $2.50 million, respectively, to capital improvement projects. The Sewer fund also maintains restricted fund balance reserves due to its outstanding revenue bonds. These funds are restricted in accordance with revenue bond covenants. 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 $9.42 million in fiscal year 2017. In fiscal year 2013, 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. 0.1:1 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 ii included in charge for 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 fiscal year 2017 budgeted revenue is estimated at 2.89% lower than the fiscal year 2016 estimate. The decrease stems primarily from an expected decrease in water consumption due to weather changes. No changes are proposed in the fiscal year 2017 budget to the City's sewer rate structure. FY17 Estimated - $12,646,708 2% 1% ■ Charges for Services ■ Use of Money & Property ■Other Use of Money & Property primarily consists of interest on investments. Expenditures: The fiscal year 2017 budgeted expenditures totals are estimated to be almost the same as the fiscal year 2016 expenditures. FY17 Estimated - $10,651,641 ■ Personnel ■ Services ■ Supplies ■ Capital Outlay ■ Debt Service 44% of the Wastewater Fund's expenditures are for debt service. The utility has outstanding bonds of $25,065,000 as of June 30, 2016; all of the outstanding bonds will become callable over the next few fiscal years. Mzy Fund Balance*, July 1 Revenues: Licenses And Permits Misc Permits & Lic Intergovernmental Fed Intergovnt Rev Disaster Assistance Other State Grants Use Of Money And Property Interest Revenues Royalties & Commiss Charges For Fees And Services Misc Charges For Svc Wastewater Charges Refuse Charges Miscellaneous Misc Merchandise Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues: Transfers In: Intertund Loans 1) Bond Ordinance Trans Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Wastewater Administration Wastewater Treatment Plant Ops Lift Stations Wastewater Collection Systems Wastewater Debt Service Sub -Total Expenditures Transfers Out: Capital Project Fund 1) Debt Service Funding Intertund Loans Operating Subsidy Sub -Total Transfers Out Total Expenditures & Transfers Out City of Iowa City Wastewater Treatment (7200 - 7201) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 25,451,053 $ 24,137,050 $ 24,069,885 $ 19,788,658 $ 20,403,209 $ 20,123,276 $ 6,604 $ 7,484 $ 8,012 $ 7,484 $ 8,000 $ 8,000 - - 21,427 - - - - 2,923 2,064 - - - - 21,924 - - - - 291,054 195,639 286,055 331,426 290,698 289,640 274 277 208 277 200 200 1,386 2,016 1,410 2,016 1,500 1,500 12,889,204 12,555,994 12,180,738 12,555,993 12,201,600 12,201,600 - 1,223 720 1,223 1,000 1,000 524 1,375 4,149 1,375 - - - - - 58,120 58,120 58,120 94,567 65,360 86,459 65,360 85,590 85,590 - - 1,187 - - - 13,283,613 12,854,215 12,592,429 13,023,274 12,646,708 12,645,650 - - 200,000 200,000 225,000 225,000 4,581,311 4,570,067 4,559,963 4,488,036 4,431,246 4,334,830 4,581,311 4,570,067 4,759,963 4,688,036 4,656,246 4,559,830 $ 17,864,924 $ 17,424,282 $ 17,352,392 $ 17,711,310 $ 17,302,954 $ 17,205,480 $ 1,447,946 $ 1,616,982 $ 1,621,483 $ 1,860,453 $ 1,899,418 $ 1,941,360 2,824,314 2,876,190 3,242,646 3,126,661 3,237,287 3,391,387 - - 6,419 50,802 87,595 90,156 839,205 754,414 838,584 924,488 766,566 800,757 6,411,888 4,668,682 4,674,900 4,696,319 4,660,775 4,662,775 11,523,353 9,916,268 10,384,032 10,658,723 10,651,641 10,886,436 4,584,177 3,005,112 689,624 1,950,000 2,500,000 3,000,000 4,581,311 4,570,067 4,559,963 4,488,036 4,431,246 4,334,830 - - 6,000,000 - - - 23,784 - - - - - 9,189,272 7,575,179 11,249,587 6,438,036 6,931,246 7,334,830 $ 20,712,625 $ 17,491,447 $ 21,633,619 $ 17,096,759 $ 17,582,887 $ 18,221,266 Fund Balance, June 30 $ 22,603,352 $ 24,069,885 $ 19,788,658 $ 20,403,209 $ 20,123,276 $ 19,107,490 Change in Accounting Method 1,533,698 - - - - - Adjusted Fund Balance, June 30 24,137,050 24,069,885 19,788,658 20,403,209 20,123,276 19,107,490 Restricted / Committed /Assigned 10,073,881 9,975,266 9,860,329 9,652,046 9,422,517 9,094,572 Unassigned Balance $ 14,063,169 $ 14,094,619 $ 9,928,329 $ 10,751,163 $ 10,700,759 $ 10,012,918 % of Revenues & Transfers In 79% 81% 57% 61% 62% 58% 1) Same Fund Transfers required by bond covenants *Fund Balance is Cash Balance for July 1, 2013 41% NVE&IIATIVIAIAZaIN*1111MlA01111Its] »01TA1[07►61 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 10.2 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 1.0 FTE Wastewater Superintendent, 1.0 FTE Assistant Superintendent, 1.0 FTE Senior Clerk/Typist, and 1.0 FTE Special Projects Administrator. Administration oversees the wastewater treatment operations. Wastewater Treatment Plant Operations The Wastewater division operates and maintains one treatment plant. The Plant (f.k.a. as 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 was in service for 79 years and the site has been decommissioned and restored. Lift Stations The Wastewater division operates and maintains 16 wastewater lift stations and 5 storm water stations throughout the city. The wastewater lift station work in conjunction with the wastewater collection system. 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. The storm water lift stations are facilities designed to move storm water from flood protection areas to receiving streams thereby reducing the threat of flood damage to private and public property. Was tewate r/Sto rm water Collection Systems The Wastewater division maintains 300 miles of sanitary sewers and 110 miles of dedicated storm sewers. The wastewater collection system works in conjunction with the wastewater lift stations. The stormwater collection system works in conjunction with the stormwater collection system. The sanitary sewer and stormwater collection systems are maintained by jetting and vacuuming. Portions are periodically televised to determine status and to calculate repair priorities. Wastewater Debt Service Wastewater debt service consists of principal and interest payments on wastewater revenue bonds, which are repaid with wastewater revenue. HIGHLIGHTS • The total treatment capacity for the City plant is 10.2 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: • Construction at the Wastewater Plant to make the process operable to achieve Biological Nutrient Removal. • Finalizing construction for the Rocky Shore, West Side Levee 1 & 2 Storm Water Pump Stations. • Finalized the demolition and restoration of the North Treatment plant site. • Removal of gas chlorine/sulfur dioxide for the chlorination/dechlorination process. Upcoming Challenges: • Replace the 3 biosolids dewatering presses, including ventilation system. • Replace existing 1 KW Generator with a 2KW generator, that is capable of operating with the full plant electrical load in emergency conditions. • Replace the rake mechanisms in primary clarifier. WE • Replace the aging rake mechanisms in remaining 25 year old primary and secondary clarifier's. • Continue with the yearly sewer maintenance program. • Upgrade and provide flood protection for West Park Lift Station. • Continue to eliminate lift stations where applicable and to modernize those that remain to extend their useful life. • Replace process pumps in the treatment plant proper. These included three (3) Return Activated Sludge (RAS) pumps, and three (3) Sludge Recirculation Pumps (digester building). • Continue the process of determining solutions to problems that are related to upcoming mandated effluent limits. A by-product of Biological Nutrient Removal is a mineral deposit in piping and equipment that cause blockages and maintenance related issues. • Replace anaerobic digester equipment as needed including 15 year old heat exchangers in the anaerobic sludge complex. • Replace Atomic Adsorption Machine with a version that tests for the specific metals required by our discharge permit. The existing machine is 15 plus years old and requires a yearly maintenance contract that is greater than the cost of a smaller unit and its maintenance contract. Staffing: Staffing Level Change Summary: In fiscal year 2016, oversight of the Landfill and Recycling Operations moved from the Public Works department to the Transportation and Resource Management department. This resulted in changes to staffing levels as the .50 FTE for the Wastewater Superintendent and the .50 FTE Senior Clerk/Typist are being moved entirely to the Wastewater Fund budget and out of the Landfill Administration budget. These staffing changes will take effect in fiscal year 2017. Also in fiscal year 2017, the .25 FTE Project Support Assistant position is being eliminated. A 1.0 FTE Special Projects Administrator is being moved from the Capital Projects Fund to the Wastewater Administration activity during fiscal year 2016. This cost will be partially offset by hourly service charges to capital projects for the Administrator's time. «i7 FY2015 FY2016 FY2017 Total FTE's 24.65 24.65 26.40 Staffing Level Change Summary: In fiscal year 2016, oversight of the Landfill and Recycling Operations moved from the Public Works department to the Transportation and Resource Management department. This resulted in changes to staffing levels as the .50 FTE for the Wastewater Superintendent and the .50 FTE Senior Clerk/Typist are being moved entirely to the Wastewater Fund budget and out of the Landfill Administration budget. These staffing changes will take effect in fiscal year 2017. Also in fiscal year 2017, the .25 FTE Project Support Assistant position is being eliminated. A 1.0 FTE Special Projects Administrator is being moved from the Capital Projects Fund to the Wastewater Administration activity during fiscal year 2016. This cost will be partially offset by hourly service charges to capital projects for the Administrator's time. «i7 Service Level Change Summary: We do not anticipate any changes in the service levels currently provided by the wastewater treatment plant of collection system maintenance. Financial Highlights: The staffing changes in the fiscal year 2016 revised budget and the fiscal year 2017 budget increased the personnel costs in the Wastewater Administration activity but also added intra -city charge revenue. The wastewater budget includes $1,950,000 for transfers to the Capital Projects Fund in fiscal year 2016 and $2,500,000 in fiscal year 2017. Interfund loan repayments are budgeted for $225,000 in fiscal year 2017 from the Capital Projects Fund that is derived from the State sales tax flood mitigation grant program. M:iy GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods, Strategic Economic Development Activities, & Enhanced Communication and Marketing Department Goal: Protect the City's natural resources and waterways for public health, recreation opportunities and development. Department Objective: Meet or exceed DNR permit requirements for sanitary sewer systems. Performance Measures: Carbonaceous Biochemical Oxygen Demand (CBOD) — Percent Removal* Goal FY 2011 FY 2012 FY 2013 I FY 2014 FY 2015 98.0% 97.7% 97.8% 97.0% 99.1% 99.4% Total Suspended Solids (TSS) — Percent Removal* Goal FY 2011 FY 2012 FY 2013 I FY 2014 FY 2015 98.0% 97.1% 97.3% 97.6% 97.8% 99.2% Ammonia (NH3) — Percent Removal* Goal FY 2011 FY 2012 FY 2013 1 FY 2014 FY 2015 97.0% 91.9% 91.3% 96.7% 93.3% 99.1% * Higher Number is Better Strategic Plan Goal: Healthy Neighborhoods, Strategic Economic Development Activities, & Enhanced Communication and Marketing Department Goal: Protect public and private property from water damage and health hazards. Department Objective: Control Sanitary Sewer Overflows (SSO — sewer backups). WIA Performance Measures: Number of SSOs per Year** Sewer Jetting, Miles per Year* FY 2016 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1 Estimate 5 4 9 9 8 6 Sewer Jetting, Miles per Year* Video Inspection, Miles per Year* FY 2016 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1 Estimate 40.0 1 39.1 1 45.5 1 47.5 39.3 1 48.0 Video Inspection, Miles per Year* * Higher Number is Better ** Lower Number is Better HaE3 FY 2016 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1 Estimate 4.5 1 15.7 1 19.2 1 24.7 19.5 1 25.0 * Higher Number is Better ** Lower Number is Better HaE3 City of Iowa City Activity Summary Activity: Wastewater Administration (720110) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Charges For Fees And Services Wastewater Charges Miscellaneous Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Asst Supt- Wastewater Special Projects Administrator Sr Clerk/Typist - Wastewater Wastewater Superintendent Project Support Assistant Total Personnel Capital Outlay Laboratory Equipment Total Capital Outlay $ 291,054 $ 195,639 $ 286,055 $ 331,426 $ 290,698 $ 289,640 (556) 12,880, 269 12,540,069 12,180,738 12,540, 068 12,201,600 12, 201,600 - - - 58,120 58,120 58,120 941 14,775 - 14,775 - - $ 13,172,264 $ 12,750,483 $ 12,466,237 $ 12,944,389 $ 12,550,418 $ 12,549,36-0- $ 192,845 $ 207,561 $ 216,845 $ 411,975 $ 435,321 $ 448,381 1,207,636 1,370,271 1,343,590 1,389,011 1,393,389 1,421,257 47,465 39,150 51,048 39,467 50,708 51,722 - - 10,000 20,000 20,000 20,000 $ 1,447,946 $ 1,616,982 $ 1,621,483 $ 1,860,453 $ 1,899,418 $ 1,941,360 2013 2014 2015 2016 2017 1.00 1.00 1.00 1.00 1.00 - - - - 1.00 0.50 0.50 0.50 0.50 1.00 0.50 0.50 0.50 0.50 1.00 - - 0.25 0.25 - 2.00 2.00 2.25 2.25 4.00 2016 2017 $ 20,000 $ 20,000 $ 20,000 $ 20,000 399 City of Iowa City Activity Summary Activity: Wastewater Treatment Plant Ops (720120) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works Revenues: 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 2013 2014 2015 2016 Actual Actual Actual Revised $ 274 $ 277 $ 1,386 2,016 - 1,223 208 $ 277 $ 1,410 2,016 720 1,223 2017 2018 ;udget Projected 1,149,783 1,172,779 200 $ 200 1,500 1,500 1,000 1,000 - - 4,149 - - - 92,911 49,487 85,869 49,487 85,000 85,000 $ 94,571 $ 53,003 $ 92,356 $ 53,003 $ 87,700 $ 87,700 $ 1,283,238 $ 1,322,599 $ 1,353,204 $ 1,441,899 $ 1,485,465 $ 1,530,029 933,266 1,041,471 1,139,656 1,029, 288 1,149,783 1,172,779 489,887 505,337 606,743 505,474 577,039 588,580 117,923 6,783 143,043 150,000 25,000 100,000 $ 2,824,314 $ 2,876,190 $ 3,242,646 $ 3,126,661 $ 3,237,287 $ 3,391,387 Personnel Services - FTE 2013 2014 2015 2016 2017 Chemist 1.00 1.00 1.00 1.00 1.00 Electrician - Wastewater 1.00 1.00 1.00 1.00 1.00 Electronics Tech - Wastewater 1.00 1.00 1.00 1.00 1.00 Laboratory Technician - WW 2.00 1.00 1.00 1.00 1.00 M. W. I - Wastewater Trtmt 1.00 1.00 1.00 1.00 1.00 Maint Operator - Wastewater 3.00 3.00 3.00 3.00 3.00 M.W. II -Wastewater Trtmnt Plnt 3.00 2.00 3.00 3.00 3.00 Sr M.W. - Wastewater Plant 1.00 1.00 1.00 1.00 1.00 Sr TPO - Wastewater 1.00 1.00 1.00 1.00 1.00 TPO - Wastewater Treatment 4.00 4.00 4.00 4.00 4.00 Total Personnel 18.00 16.00 17.00 17.00 17.00 Capital Outlay Facility Repairs Process Equipment Total Capital Outlay 2016 2017 $ 110,000 $ - 40,000 25,000 $ 150,000 $ 25,000 Activity Summary Activity: Lift Stations (720130) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works 400 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Expenditures: Services $ - $ - $ - $ 50,802 $ 80,951 $ 83,380 Supplies - - 6,419 - 6,644 6,777 Total Expenditures $ - $ - $ 6,419 $ 50,802 $ 87,595 $ 90,156 400 City of Iowa City Activity Summary Activity: Wastewater Collection Systems (720140) Fund: Wastewater Treatment (7200) Division: Wastewater (720100) Department: Public Works 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits Misc Permits & Licenses Intergovernmental Fed Intergovnt Rev 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 Lift Station Process Instruments Total Capital Outlay $ 6,604 $ 7,484 $ 8,012 $ 7,484 $ 8,000 $ 8,000 - 21,983 2,923 2,064 - - 21,924 - - 8,935 15,925 - 15,925 524 1,375 - 1,375 - - 715 1,098 590 1,098 590 590 - - 1,187 - - - $ 16,778 $ 50,729 $ 33,836 $ 25,882 $ 8,590 $ 8,590 $ 412,998 $ 435,925 $ 452,776 $ 450,913 $ 466,017 $ 479,998 205,339 224,749 263,187 188,289 194,078 197,960 38,251 48,441 64,983 80,286 66,471 67,800 182,617 45,299 57,638 205,000 40,000 55,000 $ 839,205 $ 754,414 $ 838,584 $ 924,488 $ 766,566 $ 800,757 2013 2014 2015 2016 2017 1.80 1.80 1.80 1.80 1.80 2.70 3.70 2.70 2.70 2.70 0.90 0.90 0.90 0.90 0.90 5.40 6.40 5.40 5.40 5.40 2016 2017 $ 55,000 $ 40,000 150,000 - $ 205,000 $ 40,000 401 City of Iowa City Activity Summary Activity: Wastewater Debt Service (720800) Fund: Wastewater Treatment (7201) Division: Wastewater (720100) Department: Public Works 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Transfers In: Bond Ordinance Trans $ 4,581,311 $ 4,570,067 $ 4,559,963 $ 4,488,036 $ 4,431,246 $ 4,334,830 Total Revenues & Transfers In Expenditures: Services Other Financial Uses Revenue Bonds Principal & Interest Payments Total Expenditures $ 4,581,311 $ 4,570,067 $ 4,559,963 $ 4,488,036 $ 4,431,246 $ 4,334,830 $ - $ - $ - $ 1,200 $ 1,200 $ 1,200 6,411,888 4,668,682 4,674,900 4,695,119 4,659,575 4,661,575 $ 6,411,888 $ 4,668,682 $ 4,674,900 $ 4,696,319 $ 4,660,775 $ 4,662,775 402 Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2016 Summary by Individual Issue Fiscal Year Debt Service Payments Principal Amount of Debt Paid Outstanding Issue / Use of Funds in Full FY2016 FY2017 FY2018 Issue 2008C Sewer Revenue Refunding 24,280,000 2023 12,460,000 2,482,594 2,468,350 2,478,750 of Series 1996, 1997 and 1999 Revenue Bonds 2009A Sewer Refunding 8,660,000 2026 6,275,000 786,325 786,525 785,925 of Series 2000 Revenue Bonds 2010A Sewer Revenue Refunding 15,080,000 2021 6,330,000 1,426,200 1,404,700 1,396,900 of Series 2001 and 2002 Revenue Bonds Total Sewer Revenue Bonds: 25,065,000 4,695,119 4,659,575 4,661,575 gox1 a[1MI Sewer Revenue Bonds - Summary Debt Repayment Schedule Fiscal Year Principal Payments Interest Total Paid by Sewer Revenue Principal Outstanding Beginning of Fiscal Year 2017 3,625,000 1,034,575 4,659,575 4,659,575 25,065,000 2018 3,775,000 886,575 4,661,575 4,661,575 21,440,000 2019 3,915,000 731,400 4,646,400 4,646,400 17,665,000 2020 4,090,000 557,463 4,647,463 4,647,463 13,750,000 2021 3,740,000 378,013 4,118,013 4,118,013 9,660,000 2022 2,485,000 232,288 2,717,288 2,717,288 5,920,000 2023 1,220,000 141,250 1,361,250 1,361,250 3,435,000 2024 700,000 93,250 793,250 793,250 2,215,000 2025 740,000 57,250 797,250 797,250 1,515,000 2026 775,000 19,375 794,375 794,375 775,000 Totals 25,065,000 4,131,438 29,196,438 29,196,438 a[1MI Principal payable July 1. Interest payable July 1 and January 1 Refunded 1996 Sewer Revenue Bonds Refunded 1997 Sewer Revenue Bonds Refunded 1999 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue C[1b1 Amount $12, 650, 000 7,600,000 4,560,000 48,122 (578,122) $ 24, 280, 000 2008C Sewer Revenue Refunding Capital Loan Notes Principal: $24,280,000 Dated: October 15, 2008 Callable: July 1, 2016 Fiscal Year Principal Payments Sewer Interest Total Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 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% Totals 12,460,000 1,844,875 14,304,875 14,304,875 Principal payable July 1. Interest payable July 1 and January 1 Refunded 1996 Sewer Revenue Bonds Refunded 1997 Sewer Revenue Bonds Refunded 1999 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue C[1b1 Amount $12, 650, 000 7,600,000 4,560,000 48,122 (578,122) $ 24, 280, 000 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2000 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue HIR Amount $ 8,920,000 183,073 (443,073) 2009A Sewer Revenue Refunding Capital Loan Notes Principal: $8,660,000 Dated: May 18, 2009 Callable: July 1, 2017 Fiscal Year Principal Payments Sewer Interest Total Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2017 505,000 281,525 786,525 786,525 6,275,000 4.00% 2018 525,000 260,925 785,925 785,925 51770,000 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 700,000 93,250 793,250 793,250 2,215,000 5.00% 2025 740,000 57,250 797,250 797,250 1 1,515,000 5.00% 2026 775,000 19,375 794,375 794,375 775,000 5.00% immi I E: :11 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2000 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue HIR Amount $ 8,920,000 183,073 (443,073) 2010A Sewer Revenue Refunding Capital Loan Notes Principal: $15,080,000 Dated: April 15, 2010 Callable: July 1, 2018 Fiscal Year Payments Principal Sewer Outstanding Revenue Beginning of Fiscal Year Coupon Rate Principal Interest Total 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 6,330,000 651,600 6,981,600 6,981,600 1977 Principal payable July 1. Interest payable July 1 and January 1 Proiect Refunded 2001 Sewer Revenue Bonds Refunded 2002 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue :[1il Amount $ 10,250,000 $ 5,590,000 124,077 (884,077) $ 15,080,000 hITIAIAM1110111] 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 fiscal year 2015 was approximately $8.14 million. Although user fees are currently sufficient to cover annual operating costs, they are insufficient to cover capital improvement project expenditures, and the fund has a downward trend in fund balance. The financial plan presented includes a 5% rate increase for both fiscal years 2015 and 2016. Fund Balance (1) $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY13 FY14 FY15 FY16 FY17 Una signed $7,988,259 $7,365,753 $8,138,400 $6,800,394 $5,904,956 (1) FY16 and FY17 figures are estimates Fiscal year 2016 year-end unassigned fund balance is estimated to decrease 16.44% compared to fiscal year 2015. The decrease is directly due to water capital improvement projects in the Capital Projects Fund. The fiscal year 2017 unassigned fund balance is estimated to decrease another 12.71 % from fiscal year 2016. The decrease is also directly due to transfers out for water capital improvement projects in the Capital Projects Fund. The Water fund will have an estimated $4.25 million in restricted fund balance at the end of fiscal year 2017 for revenue bond covenants. Fiscal year 2013 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. :181.1 Revenues: The Water Division is funded by water user fees, per the current schedule: Minimum Monthly Charge (MMC) Minimum Usage Rates 5/8 (residential) $7.07 3/4 $7.72 1 $9.10 1 % $18.15 2 $24.41 3 $45.11 4 $78.69 6 $158.33 Cubic Feet FY17 Rate 101-3,000/mo. $3.30/100 cu. ft. 3,001 and over $2.37/100 cu. ft. First 100/mo. MMC (varies) Over 101/mo. $3.30/100 cu. ft. 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 increased from $6.41 per month in fiscal year 2014 and to $7.07 in fiscal year 2016 and thereafter. Approximately 98% of Water operations are funded through charges for services. The estimated change in revenues from fiscal year 2016 to fiscal year 2017 is a 3.2% decrease. The decrease is based on an anticipated decrease in customer consumption. Use of Money & Property primarily consists of interest on investments. FY17 Estimated - $9,111,655 2%, `0% ■Charges for Fees & Services ■ Use of Money & Property ■ Misc Revenue 98% C141*1 Expenditures: The fiscal year 2017 expenditures are 0.5% lower than the fiscal year 2016 revised expenditures. The largest expenditure decrease was in the services budget of the Water Treatment Plant operations; this was due to the timing of maintenance costs including the replacement of activated carbon filters. Revenue bond principal and interest payments are 23% of the Water fund's expenditure budget for fiscal year 2017. FY17 Estimated - $8,558,937 23% ■ Personnel 3 ■Services ■ Supplies ■ Capital Outlay 8% ■ Debt Service 31% Other financing uses include transfers out of $1,116,225 for capital improvement projects. City of Iowa City Water (7300 - 7301) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ 17,950,722 $ 12,138,269 $ 11,541,132 $ 12,332,979 $ 11,017,273 $ 10,152,866 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 Sale Of Assets Sub -Total Revenues Transfers In: 1) Bond Ordinance Transfers In Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Water Administration Water Treatment Plant Ops Water Distribution System Water Customer Service Water Public Relations Water Debt Service Sub -Total Expenditures Transfers Out: Capital Project Fund 1) Debt Service Funding GO Bond Abatement Operating Subsidy Sub -Total Transfers Out $ 144,268 $ 153,347 $ 170,614 $ 130,169 $ 171,000 $ 171,000 1,000 750 - 750 - - 913 723 772 723 750 750 - - 41,920 - - - 7,063,088 - 347 1,988,416 1,989,147 1,997,103 - 3,653 270 - - - 8,673,278 8,442,246 8,525,988 9,265,018 8,925,646 8,925,646 12 13 29 - - - 12,350 8,537 12,802 8,537 7,000 7,000 2,000 2,000 2,000 2,000 2,000 2,000 143,303 5,259 (1,612) 5,259 5,259 5,259 16,325 11,055 48 - - - 8,993,449 8,627,583 8,753,178 9,412,456 9,111,655 9,111,655 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178 2,016,628 16,878 - - - - - 2,012,993 2,010,315 2,008,715 2,010,716 2,020,178 2,016,628 $ 11,006,442 $ 10,637,898 $ 10,761,893 $ 11,423,172 $ 11,131,833 $ 11,128,283 $ 1,209,463 $ 1,178,390 $ 1,221,915 $ 1,511,158 $ 1,608,731 $ 1,643,504 1,935,659 1,989,276 2,017,234 2,371,099 2,218,988 2,302,132 1,248,942 1,410,846 1,090,836 1,527,193 1,470,961 1,482,115 1,099,863 1,109,258 1,271,251 1,150,856 1,212,438 1,221,421 67,769 55,724 56,077 57,365 58,672 60,297 7,063,088 1,984,946 1,989,515 1,988,416 1,989,147 1,997,103 12,624,784 7,728,440 7,646,828 8,606,087 8,558,937 8,706,572 2,078,787 1,151,955 - 1,815,275 1,116,225 802,100 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178 2,016,628 360,457 344,325 314,503 306,800 300,900 - 23,784 - - - - - 4,459,143 3,506,595 2,323,218 4,132,791 3,437,303 2,818,728 Total Expenditures & Transfers Out $ 17,083,927 $ 11,235,035 $ 9,970,046 $ 12,738,878 $ 11,996,240 $ 11,525,300 Fund Balance, June 30 $ 11,873,237 $ 11,541,132 $ 12,332,979 $ 11,017,273 $ 10,152,866 $ 9,755,849 Change in Accounting Method 265,032 - - - - - Adjusted Fund Balance, June 30 12,138,269 11,541,132 12,332,979 11,017,273 10,152,866 9,755,849 Restricted/Committed/Assigned 4,150,010 4,175,379 4,194,579 4,216,879 4,247,910 4,267,435 Unassigned Balance $ % of Revenues & Transfers In 1) Same Fund Transfers required by bond covenants 'Fund Balance is Cash Balance for July 1, 2013 411 NVIAIAM91aAMAIML6y 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 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 270 miles of water main and appurtenances that date back to 1882. Customer Service 27,201 (Fiscal Year 2015) 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. C1M HIGHLIGHTS • Identification and mapping of critical customers with updated contact information for hospitals, clinics, industries, restaurants, etc. This will enable streamlined notification of critical customers in case of emergencies or planned projects which will result in disruption of service. • Completed the Automated Water Meter Reading (AMR) system in fiscal year 2016. • Water service stop box project was started in 2012. The goal is to collect, record, and map stop box data for approximately 22,000 service lines in Iowa City. This will better assist customers during emergencies and for water main replacement projects. At this time we have completed 5,571 stop box locations. • Actively participated in development and conversion to Munis Utility Billing System. • The Student Operator Program was created in 2012 as a cooperative endeavor with the University Of Iowa College Of Engineering, this program provides training and experience for students that is beneficial for the Water Division and the students. This program was expanded in fiscal year 2015 to (6) students to perform weekend operations and summer distribution and customer service work. • 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. • Total water main breaks declined from 98 in fiscal year 2014 to 52 in fiscal year 2015. Recent Accomplishments • Drinking water compliance rate is 100%. • Repaired 52 water main breaks in fiscal year 2015 down from 98 in fiscal year 2014 • City added 11,981 feet of water main in 2014 and 11,310 feet (YTD) in 2015. • Automated Water Meter Reading (AMR) Project to be completed in fiscal year 2016. • Mapping system conversion to GIS format. • Implementation of Cartegraph Asset Management System in Water Distribution. 413 Upcoming Challenges • Transition to distribution infrastructure appurtenance predictive and preventative repair and/or replacement. Hydrants, valves, and water mains are be evaluated to address aging or undersized infrastructure components. • Maintaining and upgrading aging plant, equipment and system computer control hardware & software. • Planning and implementation of pressure zones and additional storage as the City water system continues to grow. • Assess the need for expanding raw water resources. Staffing: Staffing Level Change Summary: In fiscal year 2017, the .25 FTE Project Support Assistant position was eliminated. Service Level Changes for FY2017: • 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: Consulting fees of $50,000 were added to the Water Administration services budget for a study of the service distribution system pressure zones around the city. The loss reserve payment in the Water Administration services budget was also increased by $50,000 due to an increase in the risk management claims against the city. Capital outlay in the Water Distribution activity was reduced to from $312,000 to $230,000. This change was made to reflect the transfer of funds for water main break repairs, saddle service replacement, fire hydrant repair/replacement, valve repair/replacement and cathodic protection to a services line item from a Capital Outlay line item. 414 FY2015 FY2016 F 201 Adopted Total FTE's 32.00 32.00 31.75 Staffing Level Change Summary: In fiscal year 2017, the .25 FTE Project Support Assistant position was eliminated. Service Level Changes for FY2017: • 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: Consulting fees of $50,000 were added to the Water Administration services budget for a study of the service distribution system pressure zones around the city. The loss reserve payment in the Water Administration services budget was also increased by $50,000 due to an increase in the risk management claims against the city. Capital outlay in the Water Distribution activity was reduced to from $312,000 to $230,000. This change was made to reflect the transfer of funds for water main break repairs, saddle service replacement, fire hydrant repair/replacement, valve repair/replacement and cathodic protection to a services line item from a Capital Outlay line item. 414 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Strategic Economic Development Activities Ensure the water distribution system delivers high quality water in sufficient quantities to meet development opportunities. Use Comprehensive Distribution Plan to ensure distribution system will meet current and future water demand. This includes: pressure zoning, asset management, rehabilitation and replacement model and plan, and the GIS migration plan. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing Ensure high quality water is supplied in abundant quantities to the residents of Iowa City. Surpass EPA water quality standards and minimize service disruptions. 5 Year FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Average 1 Water Pumped 1 71 1 56 1 57 1 94 98 52 2,006.3 1,989.3 2,008.2 2,031.6 2,058.7 1,943.8 millions ofgallons) Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing Ensure high quality water is supplied in abundant quantities to the residents of Iowa City. Surpass EPA water quality standards and minimize service disruptions. Orders EAU 5 Year FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Averaqe 1 Main Breaks 1 71 1 56 1 57 1 94 98 52 Orders EAU Strategic Plan Goal Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Efficiently distribute high quality water to a growing city. Identify energy and leak efficiency opportunities. Strategic Plan Goal: Healthy Neighborhoods Department Goal: Maintain Insurance Services Office (ISO) rating to maintain high level of service and safety for property owners and residents in Iowa City. Department Objective: Ensure reliable water supplies for public safety purposes. Performance Measures: E111 5 Year Average FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Non -Account Water Percentage 8.1% 11.0% 8.3% 7.1% 11.9% 2.3% Strategic Plan Goal: Healthy Neighborhoods Department Goal: Maintain Insurance Services Office (ISO) rating to maintain high level of service and safety for property owners and residents in Iowa City. Department Objective: Ensure reliable water supplies for public safety purposes. Performance Measures: E111 City of Iowa City Activitv Summar% Division: Water (730100) Department: Public Works 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues $ 144,253 $ 153,347 $ 170,614 $ 130,169 $ 171,000 $ 171,000 Royalties & Commiss 913 723 772 723 750 750 Intergovernmental Fed Intergovnt Rev - - 39,316 - - - Charges For Fees And Services Water Charges 8,261,741 8,027,042 8,130,167 8,849,814 8,529,516 8,529,516 Miscellaneous Printed Materials 12 13 29 - - - Intra -City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue 2,377 5,259 (1,612) 5,259 5,259 5,259 Other Financial Sources Sale Of Assets 98 - - - - - Transfers In: Misc Transfers In 16,878 - - - - - Total Revenues & Transfers In $ 8,428,272 $ 8,188,384 $ 8,341,286 $ 8,987,965 $ 8,708,525 $ 8,708,525 Expenditures: Personnel $ 236,466 $ 247,331 $ 247,404 $ 268,847 $ 259,824 $ 267,619 Services 968,897 926,862 971,065 1,238,733 1,344,477 1,371,367 Supplies 4,100 4,197 3,446 3,578 4,430 4,519 Total Expenditures $ 1,209,463 $ 1,178,390 $ 1,221,915 $ 1,511,158 $ 1,608,731 $ 1,643,504 Personnel Services - FTE 2013 2014 2015 2016 2017 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 2.25 2.25 2.00 City of Iowa City Activitv Summar Division: Water (730100) Department: Public Works Revenues: Intergovernmental Other State Grants Charges For Fees And Services Water Charges Miscellaneous Other Misc Revenue Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Laboratory Technician - Water Maintenance Operator- Water M.W. I - Water Plant Sr. M.W. Water Plant Sr. T. P.O. - Water T. P.O. - Water Total Personnel Capital Outlay 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ - $ 3,653 $ 270 $ - $ - $ 156 - 156 140,926 362 - 44 - $ 141,288 $ 3,809 $ 314 $ 156 $ - $ - $ 873,952 $ 907,108 $ 862,888 $ 931,730 $ 916,413 $ 943,905 698,569 672,305 683,410 963,434 859,828 877,025 357,683 394,793 373,390 433,935 422,747 431,202 5,455 15,070 97,546 42,000 20,000 50,000 $ 1,935,659 $ 1,989,276 $ 2,017,234 $ 2,371,099 $ 2,2185988 $ 2,302,132 2013 2014 2015 2016 2017 0.50 0.50 0.50 0.50 0.50 4.00 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 4.00 4.00 4.00 4.00 4.00 11.50 10.50 10.50 10.50 10.50 Fire alarm panel replacement Ammonia room heat system Flow meters at collection wells -replacement Total Capital Outlay UK 2016 2017 $ 35,000 $ 7,000 $ 42,000 $ 20,000 City of Iowa City Activitv Summar Division: Water (730100) 4.00 4.00 4.00 Department: Public Works 2.00 2.00 2.00 2.00 1.00 1.00 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents Charges For Fees And Services Water Charges Miscellaneous Misc Merchandise Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 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 Capital Outlay $ 1,000 $ 750 $ - $ 750 $ - 72,437 77,048 76,832 77,048 77,140 10,785 5,377 2,399 5,377 2,000 77,140 2,000 - 11,055 4 - - - $ 84,222 $ 94,230 $ 79,235 $ 83,175 $ 79,140 $ 79,140 $ 669,959 $ 718,663 $ 642,336 $ 702,708 $ 713,471 $ 734,875 193,581 219,441 208,834 270,245 275,745 281,260 128,887 110,761 126,341 242,240 211,745 215,980 256,515 361,981 113,325 312,000 270,000 250,000 $ 1,248,942 $ 1,410,846 $ 1,090,836 $ 1,527,193 $ 1,4705961 $ 1,482,115 2013 2014 2015 2016 2017 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 Leak detection equipment Tapping machine replacement Water main repairs -contracted improvement Total Capital Outlay 2016 2017 $ $ 20,000 20,000 $ 312,000 $ 230,000 $ 312,000 $ 270,000 City of Iowa City Activitv Summar Division: Water (730100) Department: Public Works Revenues: Charges For Fees And Services Water Charges Miscellaneous Misc Merchandise Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Building Inspector Customer Service Coord M. W. II - Water Service M. W. I II - Water Service M.W. I - Meter Reader M.W. I -Water Customer Service Water Services Clerk Total Personnel Capital Outlay Radio read devices Handheld radio read data collectors (2) Underground utility locator Water Meters Total Capital Outlay 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 339,100 $ 338,000 $ 318,989 $ 338,000 $ 318,990 $ 318,990 1,565 3,160 10,403 3,160 5,000 5,000 15,865 - - - - - $ 356,530 $ 341,160 $ 329,392 $ 341,160 $ 323,990 $ 323,990 $ 758,713 $ 753,876 $ 796,483 $ 805,469 $ 842,005 $ 867,265 130,806 107,787 114,070 118,602 129,594 132,186 12,661 11,665 20,214 21,060 21,539 21,970 197,683 235,930 340,484 205,725 219,300 200,000 $ 1,099,863 $ 1,109,258 $ 1,271,251 $ 1,150,856 $ 1,2125438 $ 1,221,421 2013 2014 2015 2016 2017 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 1.75 1.75 1.75 1.75 1.75 10.75 10.75 10.75 10.75 10.75 EK11 2016 2017 $ 20,725 $ 15,000 - 10,000 - 8,300 185,000 186,000 $ 205,725 $ 219,300 City of Iowa City Activitv Summar Division: Water (730100) Department: Public Works Revenues: Intergovernmental Fed Intergovnt Rev Disaster Assistance Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Public Info/Ed Coord - Pub Wks Total Personnel 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ - $ - $ 2,604 $ - $ - $ - - 347 - - $ - $ - $ 2,951 $ - $ - $ - $ 40,605 $ 41,926 $ 43,333 $ 43,520 $ 45,163 $ 46,518 26,370 13,521 12,589 13,588 13,354 13,621 794 277 155 257 155 158 $ 67,769 $ 55,724 $ 56,077 $ 57,365 $ 58,672 $ 60,297 2013 2014 2015 2016 2017 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 Revenues: Use Of Money And Property Interest Revenues Transfers In: Bond Ordinance Transfers In Total Revenues & Transfers In Expenditures: Services Other Financial Uses Revenue Bonds Principal & Interest Payments Total Expenditures 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 15 $ - $ - $ - $ - $ - 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178 2,016,628 $ 1,996,130 $ 2,010,315 $ 2,008,715 $ 2,010,716 $ 2,020,178 $ 2,016,628 $ 12,810 $ - $ - $ 1,200 $ 1,200 $ 1,200 7,050,278 1,984,946 1,989,515 1,987,216 1,987,947 1,995,903 $ 7,063,088 $ 1,984,946 $ 1,989,515 $ 1,988,416 $ 1,989,147 $ 1,997,103 !PA Water Revenue Bonds Outstanding Debt Obligation at June 30, 2016 Summary by Individual Issue 0 Fiscal Year Debt Service Payments Principal Amount of Debt Paid Outstanding Issue / Use of Funds in Full FY2016 FY2017 FY2018 Issue 2008 Water Revenue Refunding 7,115,000 2025 4,510,000 602,838 602,694 605,825 of 1999B Capital Loan Notes 2009 Water Revenue Refunding 9,750,000 2026 6,870,000 846,338 844,338 846,438 of Series 2000 Revenue Bonds 2012C Water Revenue Refunding 4,950,000 2023 3,565,000 538,040 540,915 543,640 of Series 2002 Revenue Bonds Total- Water Revenue Bonds 14,945,000 1,987,215 1,987,946 1,995,903 422 423 Water Revenue Bonds - Summary Debt Repayment Schedule by Fiscal Year Principal Payments Interest Arotalt Paid by Water Revenuej& Principal Outstanding Beginning of Fiscal Year 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 1,740,000 256,781 1,996,781 1,996,781 7,095,000 2023 1,805,000 191,764 1,996,764 1,996,764 5,355,000 2024 1,325,000 128,847 1,453,847 1,453,847 3,550,000 2025 1,390,000 68,481 1,458,481 1,458,481 2,225,000 2026 835,000 1 18,788 1 853,788 853,788 835,000 i=k 74,945,000 423 Principal payable July 1. Interest payable July 1 and January 1 Refunded 1999B Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue 424 Amount $ 7,045,000 105,433 (35,433) $ 7,115,000 2008D Water Revenue Refunding Capital Loan Notes Principal: $7,115,000 Dated: October 15, 2008 Callable: July 1, 2016 Fiscal Year Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2017 425,000 177,694 602,694 602,694 4,510,000 3.75% 2018 445,000 160,825 605,825 605,825 4,085,000 4.00% 2019 460,000 142,725 602,725 602,725 3,640,000 4.00% 2020 475,000 124,025 599,025 599,025 3,180,000 4.00% 2021 495,000 104,625 599,625 599,625 2,705,000 4.00% 2022 515,000 84,103 599,103 599,103 2,210,000 4.13% 2023 540,000 62,006 602,006 602,006 1,695,000 1 4.25% 2024 565,000 38,172 603,172 603,172 1,155,000 1 4.38% 2025 590,000 12,906 602,906 602,906 1 590,000 1 4.38% Totals 4,510,000 907,081 5,417,081 5,417,081 Principal payable July 1. Interest payable July 1 and January 1 Refunded 1999B Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue 424 Amount $ 7,045,000 105,433 (35,433) $ 7,115,000 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2000 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue MR Amount $ 9,895,000 219,743 (364,743) $ 9,750,000 20098 Water Revenue Refunding Capital Loan Notes Principal: $9,750,000 Dated: May 18, 2009 Callable: July 1, 2017 Fiscal Year Principal Payments Water Interest Total Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2017 560,000 284,338 844,338 844,338 6,870,000 4.00% 2018 585,000 261,438 846,438 846,438 6,310,000 4.00% 2019 610,000 237,538 847,538 847,538 5,725,000 4.00% 2020 635,000 212,638 847,638 847,638 5,115,000 4.00% 2021 665,000 185,806 850,806 850,806 4,480,000 4.25% 2022 695,000 156,038 851,038 851,038 3,815,000 4.50% 2023 725,000 124,088 849,088 849,088 3,120,000 1 4.50% 2024 760,000 90,675 850,675 850,675 2,395,000 4.50% 2025 800,000 55,575 855,575 855,575 1 1,635,000 1 4.50% 2026 1 835,000 18,788 1 853,788 1 853,788 835,000 4.50% in E i I Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2000 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue MR Amount $ 9,895,000 219,743 (364,743) $ 9,750,000 Principal payable July 1. Interest payable July 1 and January 1 Refunded 2002 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue 5P41 Amount $ 5,015,000 15,725 (80,725) $ 4,950,000 2012C Water Revenue Refunding Capital Loan Notes Principal: $4,950,000 Dated: June 20, 2012 Callable: July 1, 2020 Fiscal Year Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2017 480,000 60,915 540,915 540,915 3,565,000 1.50% 2018 490,000 53,640 543,640 543,640 3,085,000 1.50% 2019 495,000 46,253 541,253 541,253 2,595,000 1.50% 2020 510,000 37,440 547,440 547,440 2,100,000 2.00% 2021 520,000 27,140 547,140 547,140 1,590,000 2.00% 2022 530,000 16,640 546,640 546,640 1,070,000 2.00% 2023 540,000 5,670 545,670 545,670 540,000 2.10% Totals 3,565,000 247,698 3,812,698 3,812,698 Principal payable July 1. Interest payable July 1 and January 1 Refunded 2002 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue 5P41 Amount $ 5,015,000 15,725 (80,725) $ 4,950,000 10:1111+y:9d0]14x01II1[QLl1111►U] 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, 2015 was $1,050,437, a 17.97% increase from fiscal year 2014. The increase primarily resulted from an increase in the garbage collection fee of $.40 per month. Fund Balance (1) $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 ------------ -------- -------- --------- $0 FY13 FY14 FY15 FY16 FY17 ■Unassigned 719,427 890,410 1,050,437 1,132,013 1,163,183 (1) FY16 and FY17 figures are estimates Fiscal year 2016 fund balance is projected to increase by 2.75%. This increase is primarily due to the staff restructuring in the Transportation and Resource Management and Public Works departments. Fiscal year 2017 fund balance is projected to continue to increase by 5.03% to $1,163,183. In fiscal year 2013, 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 represented refuse collection fees receivable at year end. The Refuse Collection fund has no restricted or assigned fund balances. MrA Revenues: The Refuse Collection operations are funded primarily by user fees. The following schedule presents current user fees and the current fiscal year 2017 fees. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. The fiscal year 2017 budget does not propose any changes to refuse collection fees. 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. Fiscal year 2017 revenue is estimated at 3.8% higher than fiscal year 2016 estimated revenue based upon the actual collections last fiscal year. A fee increase of $.40 per month was implemented in fiscal year 2015. FY17 Estimated - $3,173,900 0% ■ Charges for Services 40 ■ All others CS'il Current Garbage Collection $11.80 Curbside Recycling per Unit $4.10 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. Fiscal year 2017 revenue is estimated at 3.8% higher than fiscal year 2016 estimated revenue based upon the actual collections last fiscal year. A fee increase of $.40 per month was implemented in fiscal year 2015. FY17 Estimated - $3,173,900 0% ■ Charges for Services 40 ■ All others CS'il Expenditures: The fiscal year 2017 expenditure budget represents a 5.62% increase from fiscal year 2016 estimated expenditures. The increase is primarily from increases in internal service vehicle maintenance and replacement charges. FY17 Proposed - $3,142,730 1% 1% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay Capital outlay costs include the purchase of refuse carts and lids and total only 1 % of the operating budget. :IFW] City of Iowa City Refuse Collection (7400) Fund Summary Expenditures Refuse Administration $ 2013 $ 2014 2015 $ 2016 $ 2017 $ 2018 Refuse Operations Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ 487,466 $ 719,427 $ 890,410 $ 1,050,437 $ 1,132,013 $ 1,163,183 Revenues: 658,437 688,554 682,433 765,233 754,908 774,872 Licenses And Permits 195,400 152,890 138,047 184,631 169,710 174,242 General Use Permits $ 5,500 $ 6,325 $ 4,300 $ 6,325 $ 4,300 $ 4,300 Use Of Money And Property Interest Revenues 1,131 1,095 2,929 357 3,000 3,000 Charges For Fees And Services 56,000 - 100,000 - - 700,000 Refuse Charges $ 2,936,096 $ 3,050,189 3,175,019 $ 3,050,190 $ 3,166,600 $ 3,166,600 Miscellaneous $ 446,568 $ 890,410 $ 1,050,437 $ 1,132,013 $ 1,163,183 $ 417,999 Other Misc Revenue 2,309 150 48 150 - - Total Revenues $ 2,945,036 $ 3,057,759 $ 3,182,296 $ 3,057,022 $ 3,173,900 $ 3,173,900 Expenditures Refuse Administration $ 530,439 $ 509,622 $ 485,586 $ 388,743 $ 501,017 $ 512,574 Refuse Operations 1,268,670 1,208,826 1,297,720 1,296,257 1,435,390 1,468,585 Yard Waste Collection 276,988 326,884 318,483 340,582 281,705 288,811 Curbside Recycling Collection 658,437 688,554 682,433 765,233 754,908 774,872 White Goods/Bulky Collection 195,400 152,890 138,047 184,631 169,710 174,242 Sub -Total Expenditures 2,929,934 2,886,776 2,922,269 2,975,446 3,142,730 3,219,084 Transfers Out: Capital Project Fund 56,000 - 100,000 - - 700,000 Sub -Total Transfers Out 56,000 - 100,000 - - 700,000 Total Expenditures & Transfers Out $ 2,985,934 $ 2,886,776 $ 3,022,269 $ 2,975,446 $ 3,142,730 $ 3,919,084 Fund Balance, June 30 $ 446,568 $ 890,410 $ 1,050,437 $ 1,132,013 $ 1,163,183 $ 417,999 Change in Accounting Method 272,859 - - - - - Adjusted Fund Balance, June 30 719,427 890,410 1,050,437 1,132,013 1,163,183 417,999 Restricted / Committed /Assigned - - - - - - Unassigned Balance $ 719,427 $ 890,410 $ 1,050,437 $ 1,132,013 $ 1,163,183 $ 417,999 % of Revenues 24% 29% 33% 37% 37% 13% *Fund Balance is Cash Balance for July 1, 2013 :19I6 ZIA14-1:9K011111111x4II1[QLlEel »NA III1[QLl6' 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 Transportation and Resource Management Department. Crews provide curbside pickup of household waste, recycling, yard waste, bulky items, and appliances to 15,405 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 15% cost share of the Transportation & Resource Management Administration budget, a 1.0 FTE Assistant Superintendent, and a .50 FTE Customer Service Representative. 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)- 356-5151 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 11 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) 356-5151 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. 431 HIGHLIGHTS In fiscal year 2015 Refuse Collection handled: • 9,210 tons of refuse • 1,696 tons of yard waste 1,508 tons of recycling 2.746 bulk items from the curbside Recent Accomplishments: • Continued evaluating data from single stream recycling pilot program • Implementation of food scrap waste pilot program Staffing: • 199 appliances from the curbside • 241 electronics from the curbside • 15,405 households serviced weekly Upcoming Challenges: • Implementing programs to increase awareness and participation in recycling programs • Facility does not meet needs of existing operations • Evaluation of routing due to continued growth of Iowa City Staffing Level Change Summary: In fiscal year 2016, oversight of the Refuse Collection Operations moved from the Public Works department to the Transportation and Resource Management department. This resulted in changes to staffing levels as the .35 FTE for the Streets/Solid Waste Superintendent and the .50 FTE Clerk/Typist are being moved entirely to the Streets Operations budget in the Road Use Tax Fund and out of the Refuse Administration budget. These staffing changes will take effect in fiscal year 2017. Also changed for fiscal year 2017 was a restructuring of the Clerk positions in the Refuse and Landfill funds. The result of this change is that the Recycle Clerk in the Landfill Operations was replaced with a Customer Service Representative that is now split 50/50 between the Landfill Administration and the Refuse Administration activities. rsra FY2015 FY2016 FY2017 Total FTE's 19.35 17.85 17.50 Staffing Level Change Summary: In fiscal year 2016, oversight of the Refuse Collection Operations moved from the Public Works department to the Transportation and Resource Management department. This resulted in changes to staffing levels as the .35 FTE for the Streets/Solid Waste Superintendent and the .50 FTE Clerk/Typist are being moved entirely to the Streets Operations budget in the Road Use Tax Fund and out of the Refuse Administration budget. These staffing changes will take effect in fiscal year 2017. Also changed for fiscal year 2017 was a restructuring of the Clerk positions in the Refuse and Landfill funds. The result of this change is that the Recycle Clerk in the Landfill Operations was replaced with a Customer Service Representative that is now split 50/50 between the Landfill Administration and the Refuse Administration activities. rsra Service Level Change Summary: No service level changes are proposed at this time. Financial Highlights: With the reorganization of the Transportation & Resource Management department and the re- allocation of the Administration staff, an administrative chargeback was added to the Refuse Administration budget. The Transportation & Resource Management Administration budget was added to the General Fund. 15% of this budget is being allocated to the Refuse Collection operations to cover the cost of oversight for this fund. The result is a decrease in Personnel costs and an increase in Services costs in the Refuse Administration budget. Capital Outlay in the amount of $31,300 is proposed for fiscal year 2017 for refuse carts. 433 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods Department Goal: Provide sustainable and cost-effective services for residents that divert material from the landfill. Department Objective: Continue to provide exceptional curbside recycling, yard waste, appliance, and electronic waste collection services to Iowa City residents. Performance Measures: White Goods — Scheduled Pickups FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Residential Refuse Collection Accounts 14,960 15,030 15,177 15,331 15,405 Refuse Tonnages 8,969 8,935 8,956 9,160 9,210 Recycling Tonnages 1,471 1,528 1,542 1,496 1,508 Yard Waste Tonnages 1,730 1,638 1,433 1,629 1,696 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 FY 2015 Bulk Items 2,414 2,382 2,323 2,251 2,746 Appliances 245 243 193 197 199 Electronics 191 203 292 209 241 Tires 20 10 11 21 43 White Goods Route Total Tonnages 258.76 280.91 253.65 254.17 269.56 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. 434 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Bulk Items 34 53 43 38 36 Appliances 10 9 4 0 0 Electronics 10 9 13 11 4 Tires 38 14 6 5 12 Deer 10 20 27 22 25 434 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: A Strong Urban Core Continue the collection of illegally dumped material in the Central Business District alleys. Maintain a clean and safe environment for a vibrant downtown. Iyf..14ZIEWyf..14ZPMWW&.14ZKRWyf..14ZCI irVIIIIIIIIIIIIIIIiIt, y f'IIIS!-7 City of Iowa City Activitv Summar% Division: Refuse Collection (740100) 203,577 $ Department: Transportation & Resource Management 153,639 $ 158,248 315,872 302,958 2013 2014 2015 2016 2017 2018 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 Total Expenditures Personnel Services - FTE Asst Supt Solid Waste Clerk/Typist - Solid Waste Customer Service Rep - Solid Waste Supt Streets/Solid Waste Total Personnel $ 1,131 $ 1,095 $ 2,929 $ 357 $ 3,000 $ 3,000 200 275 775 275 775 775 - 74 48 74 - - $ 1,331 $ 1,444 $ 3,752 $ 706 $ 3,775 $ 3,775 $ 213,723 $ 203,577 $ 182,798 $ 111,597 $ 153,639 $ 158,248 315,872 302,958 301,750 275,537 346,345 353,272 844 3,087 1,038 1,609 1,033 1,054 $ 530,439 $ 509,622 $ 485,586 $ 388,743 $ 501,017 $ 512,574 2013 2014 2015 2016 2017 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 - - - - - 0.50 0.35 0.35 0.35 0.35 - 2.35 2.35 2.35 1.85 1.50 5N1 City of Iowa City Activitv Summar Division: Refuse Collection (740100) Department: Transportation & Resource Management 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Buduet Projected 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 Total Capital Outlay $ 5,500 $ 6,325 $ 4,300 $ 6,325 $ 4,300 $ 4,300 2,047,890 2,090,029 2,181,087 2,090,030 2,183,000 2,183,000 2,266 - - - - - $ 2,055,656 $ 2,096,354 $ 2,185,387 $ 2,096,355 $ 2,187,300 $ 2,187,300 $ 473,964 $ 448,650 $ 397,225 $ 428,713 $ 441,274 $ 454,512 698,053 728,471 857,611 824,087 956,041 975,162 5,838 7,735 7,965 12,157 6,775 6,911 90,815 23,970 34,919 31,300 31,300 32,000 $ 1,268,670 $ 1,208,826 $ 1,297,720 $ 1,296,257 $ 1,4355390 $ 1,468,585 2013 2014 2015 2016 2017 4.00 3.00 2.00 2.00 2.00 4.00 4.00 4.00 3.00 3.00 - 1.00 1.00 1.00 1.00 8.00 8.00 7.00 6.00 6.00 2016 2017 $ 31,300 $ 31,300 $ 31,300 $ 31,300 CB)I City of Iowa City Activitv Summar Division: Refuse Collection (740100) Department: Transportation & Resource Management Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. I - Refuse M.W. 11 - Refuse M. W. III - Refuse Total Personnel 2013 2014 2015 Actual Actual Actual 11 731 2016 2017 2018 Revised Buduet Proiecl 1 $ 153,907 $ 159,250 $ 190,787 $ 163,907 $ 147,221 $ 151,638 105,623 132,921 103,401 136,850 1095325 111,512 17,458 34,713 24,295 39,825 255159 25,662 $ 276,988 $ 326,884 $ 318,483 $ 340,582 $ 2815705 $ 288,811 2013 2014 2015 2016 2017 2.00 1.00 2.00 2.00 2.00 1.00 - - - - 1.00 - - - - 4.00 1.00 2.00 2.00 2.00 Activity Summary Activity: Curbside Recycling Collection (740140) Fund: Refuse Collection (7400) Division: Refuse Collection (740100) Department: Transportation & Resource Management Revenues: Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. II - Refuse Total Personnel 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 751,391 $ 765,814 $ 757,718 $ 765,814 $ 760,000 $ 760,000 43 $ 751,434 $ 765,814 $ 757,718 $ 765,814 $ 760,000 $ 760,000 $ 421,717 $ 430,224 $ 427,621 $ 476,302 $ 486,632 $ 501,231 236,620 246,990 238,447 272,631 251,329 256,356 100 11,340 16,365 16,300 16,947 17,286 $ 658,437 $ 688,554 $ 682,433 $ 765,233 $ 754,908 $ 774,872 2013 2014 2015 2016 2017 5.00 6.00 6.00 6.00 6.00 5.00 6.00 6.00 6.00 6.00 438 City of Iowa City Activitv Summar Division: Refuse Collection (740100) Department: Transportation & Resource Management 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Buduet Projected Revenues: Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Total Expenditures Personnel Services - FTE M.W. I - Refuse Total Personnel $ 21,579 $ 27,147 $ 42,708 $ 27,147 $ 30,000 $ 30,000 - 76 - 76 - - $ 21,579 $ 27,223 $ 42,708 $ 27,223 $ 30,000 $ 30,70-0— $ 142,120 $ 101,377 $ 85,296 $ 131,266 $ 113,749 $ 117,161 53,280 51,513 52,751 53,365 55,961 57,080 $ 195,400 $ 152,890 $ 138,047 $ 184,631 $ 169,710 $ 174,242 2013 2014 2015 2016 2017 1.00 2.00 2.00 2.00 2.00 1.00 2.00 2.00 2.00 2.00 CSI:] IAe1►1I]aI101O►1I] 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, 2015 was $24.05 million, a 0.88% decrease from the fiscal year 2014 year-end fund balance. Of the $24.05 million, $21.56 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 total fund balance decrease was primarily due to an internal loan to the Parking Fund from the Landfill Cell Replacement Reserve for $2,495,350 in order to call the 2009 parking revenue bonds in early. (1) FY16 and FY17 figures are estimates The fiscal year 2015 unassigned fund balance of $2,493,314 was a 35.38% or $651,600 increase over the fiscal year 2014 unassigned fund balance. This change was a result of no transfers for capital improvements from the Landfill Fund during fiscal year 2015 and also from an increase in refuse charges stemming from the mercury abatement from the North Wastewater Treatment site. In fiscal year 2016, the unassigned fund balance is estimated to decrease $401,936 or 16.12%. This decrease is primarily due to a transfer to the capital improvement program. In fiscal year 2017, the unassigned balance is projected to drop by $346,931 to $1,744,447 and also due to capital improvement program transfers. 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 fiscal year 2014. 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 aza Fund Balance (1) $30,000,000 $25,000,000 -- -- $20,000,000 $15,000,000 $10,000,000 $5,000,000 $o -$5,000,000 FY13 FY14 FY15 FY16 FY17 ■Unassigned $(141,273) $1,841,714 $2,493,314 $2,091,378 $1,744,447 ■Assigned $24,757,612 $22,423,720 $21,559,542 $22,163,034 $23,410,898 (1) FY16 and FY17 figures are estimates The fiscal year 2015 unassigned fund balance of $2,493,314 was a 35.38% or $651,600 increase over the fiscal year 2014 unassigned fund balance. This change was a result of no transfers for capital improvements from the Landfill Fund during fiscal year 2015 and also from an increase in refuse charges stemming from the mercury abatement from the North Wastewater Treatment site. In fiscal year 2016, the unassigned fund balance is estimated to decrease $401,936 or 16.12%. This decrease is primarily due to a transfer to the capital improvement program. In fiscal year 2017, the unassigned balance is projected to drop by $346,931 to $1,744,447 and also due to capital improvement program transfers. 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 fiscal year 2014. 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 aza $7.79 per ton to properly fund the cell replacement reserves. A landfill tipping fee increase was implemented during fiscal year 2016 of $4.00 per ton. $2.00 per ton is budgeted 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 projected balance in the Landfill Cell Replacement Reserve at the end of fiscal year 2017 is $9.72 million. 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 $13.69 million at the end of fiscal year 2017 in accordance with State laws. In fiscal year 2013, 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. 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 loan is expected to remain outstanding at the end of fiscal year 2016: Parking Fund 2009F Revenue Bond Defeasance Final Date Loan Amount I Payme 11/1/2014 $ 2,495,350 2024 441 Principal Total Outstanding as I Payment FY17 I FY17 $ 2,129,525 $ 289,143 $ 228,364 $ 60,779 Revenues: The Landfill Fund is primarily supported by user fees. The major fees charged are summarized as follows: Iowa City residents: Non -Iowa City residents: FY17 Disposal Rates $42.50 per ton $47.50 per ton There was a tipping fee increase in fiscal year 2016 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. Landfill charges of $5,341,722 and Refuse charges of $440,100 comprise approximately 97% of the landfill's budgeted revenue for fiscal year 2017. Total revenues are estimated to increase by 1.36% from fiscal year 2016 due to a marginal increase in landfill usage. FY17 Estimated - $5,977,982 2% 1% ■ Landfill & Refuse Charges for Services ■ Use of Money & Property ■ Misc Revenue aK FY17 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 was a tipping fee increase in fiscal year 2016 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. Landfill charges of $5,341,722 and Refuse charges of $440,100 comprise approximately 97% of the landfill's budgeted revenue for fiscal year 2017. Total revenues are estimated to increase by 1.36% from fiscal year 2016 due to a marginal increase in landfill usage. FY17 Estimated - $5,977,982 2% 1% ■ Landfill & Refuse Charges for Services ■ Use of Money & Property ■ Misc Revenue aK Expenditures: Fiscal year 2017 budgeted expenditures represent a 4.14% decrease or $194,383 from the fiscal year 2016 revised budget. This decrease is primarily due to a decrease in capital outlay expenditures in the Landfill Operations budget. The Landfill Fund fiscal year 2017 budget does not include any capital outlay expenditures. FY17 Estimated - $4,505,413 3% ■ Personnel ■ Services ■ Supplies The budget does include $800,000 in transfers for capital improvements. 443 City of Iowa City Landfill (7500 - 7504) Fund Summary *Fund Balance is Cash Balance for July 1, 2013 444 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ 22,343,555 $ 24,616,339 $ 24,265,434 $ 24,052,856 $ 24,254,412 $ 25,155,345 Revenues: Use Of Money And Property Interest Revenues $ 114,833 $ 49,537 $ 122,495 $ 69,207 $ 92,780 $ 55,834 Rents 25,311 50,245 49,655 50,245 52,894 52,894 Intergovernmental Fed lntergovnt Revenue - - 24,541 - - - Other State Grants (210,815) 12,242 - - - - Charges For Fees And Services Refuse Charges 383,760 392,531 743,008 392,531 440,100 440,100 Landfill Charges 4,733,705 4,967,453 5,043,246 5,269,970 5,341,722 5,341,722 Miscellaneous Contrib & Donations 400 713 382 - - - Misc Merchandise 19,376 20,219 20,839 20,219 21,000 21,000 Other Misc Revenue 29,133 35,541 33,001 31,092 29,486 29,486 Sub -Total Revenues 5,095,703 5,528,481 6,037,167 5,833,264 5,977,982 5,941,036 Transferin: Interfund Loans 2,795,347 235,836 879,914 251,088 228,364 235,310 Misc Transfers In - 6,421,324 583,755 1,450,327 865,844 865,844 Sub -Total Transfers In 2,795,347 6,657,160 1,463,669 1,701,415 1,094,208 1,101,154 Total Revenues & Transfers In $ 7,891,050 $ 12,185,641 $ 7,500,836 $ 7,534,679 $ 7,072,190 $ 7,042,190 Expenditures: Landfill Administration $ 647,597 $ 736,362 $ 1,018,633 $ 677,748 $ 863,115 $ 881,916 Landfill Operations 3,402,742 3,486,272 3,564,599 3,927,155 3,543,452 3,674,455 Solid Waste Surcharge Reserve 92,546 91,666 94,652 94,893 98,846 100,711 Sub -Total Expenditures 4,142,885 4,314,300 4,677,884 4,699,796 4,505,413 4,657,082 Transfers Out: Capital Project Funding 2,128,324 1,800,922 (43,575) 1,183,000 800,000 - Misc Transfers Out - 6,421,324 583,755 1,450,327 865,844 865,844 Interfund Loan - - 2,495,350 - - - Sub -Total Transfers Out 2,128,324 8,222,246 3,035,530 2,633,327 1,665,844 865,844 Total Expenditures & Transfers Out $ 6,271,209 $ 12,536,546 $ 7,713,414 $ 7,333,123 $ 6,171,257 $ 5,522,926 Fund Balance*, June 30 $ 23,963,396 $ 24,265,434 $ 24,052,856 $ 24,254,412 $ 25,155,345 $ 26,674,609 Change in Accounting Method 652,943 - - - - - Adjusted Fund Balance*, June 30 24,616,339 24,265,434 24,052,856 24,254,412 25,155,345 26,674,609 Restricted / Committed /Assigned 24,757,612 22,423,720 21,559,542 22,163,034 23,410,898 24,724,600 Unassigned Balance $ (141,273) $ 1,841,714 $ 2,493,314 $ 2,091,378 $ 1,744,447 $ 1,950,010 % of Revenues & Transfers In -2% 15% 33% 28% 25% 28% *Fund Balance is Cash Balance for July 1, 2013 444 Ae1►1I]aIIIM9:1 RAIIs] ly 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 Transportation and Resource Management department. 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 a 30% cost share of the Transportation & Resource Management Administration budget, a 1.0 FTE Assistant Superintendent, and a .50 FTE Customer Service Representative. Administration oversees the operation of: Landfill Operations The landfill takes in about 123,000 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 fiscal year 2012 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 Replacement Reserve This activity accounts for funds that are assigned for the replacement of closed landfill cells. These activities include acquiring land, land improvements, and cell construction. 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. 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. HIGHLIGHTS • Iowa City Community Compost is produced from local yard waste and food waste. The annual production of nearly 4,000 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 769 tons of materials annually. o Rummage in the Ramp diverts about 25 tons of waste each year, supporting around 37 local non-profit groups with the proceeds. o The electronic waste recycling program has been expanded to the East Side Recycling Center. Recent Accomplishments: • Implemented shingle recycling program partnering with L.L. Pelling • Began landfilling operations in most recently constructed cell • Began master plan for landfill site Staffing: Upcoming Challenges: • Replacement of aging equipment and facilities • Expansion of landfill gas collection system • Impact of increased participation in food scrap program on composting operations FY2015 FY2016 FY2017 Total FTE's 16.50 15.50 14.00 Staffing Level Change Summary: In fiscal year 2016, oversight of the Landfill and Recycling Operations moved from the Public Works department to the Transportation and Resource Management department. This resulted in changes to staffing levels as the .50 FTE for the Wastewater Superintendent and the .50 FTE Senior Clerk/Typist are being moved entirely to the Wastewater Fund budget and out of the Landfill Administration budget. These staffing changes will take effect in fiscal year 2017. Also changed for fiscal year 2017 was a restructuring of the Clerk positions in the Refuse and Landfill funds. The result of this change is that the Recycle Clerk in the Landfill Operations was replaced with a Customer Service Representative that is now split 50/50 between the Landfill Administration and the Refuse Administration activities. In the Landfill Operations activity budget, the 1.00 FTE Senior Maintenance Worker position and the 2.00 FTE Maintenance Worker III positions were reclassified as Maintenance Worker I positions in fiscal year 2017. Service Level Change Summary: No service level changes for fiscal year 2017. Financial Highlights: There are two Capital Improvement Program projects proposed by the Landfill for the revised fiscal year 2016 budget. The first is an $83,000 project to install fiber optic cable and thermal cameras around the landfill site. This will help in monitoring the working face of our active cells. The second project is a large expansion of our landfill gas collection system for $950,000 which will be partially paid for by the Landfill Closure/Post-closure Reserves. This will involve the installation of vertical and horizontal wells in various locations on the landfill site to collect methane produced by the waste in the landfill. A third project is the proposed replacement of the two landfill equipment buildings for an estimated $800,000 in fiscal year 2017. These projects are shown as transfers out to the Capital Projects Fund. With the reorganization of the Transportation & Resource Management department and the re- allocation of the Administration staff, an administrative chargeback was added to the Landfill Administration budget. The Transportation & Resource Management Administration budget was added to the General Fund. 30% of this budget is being allocated to the Landfill to cover the cost of oversight for this fund. The result is a decrease in Personnel costs and an increase in Services costs in the Landfill Administration budget. :EVA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Tons of Solid Waste Landfilled Enhanced Communication and Marketing Provide innovative and cost-effective services for residents that divert material from the landfill. Provide residents with convenient and efficient recycling opportunities. FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 116,954 111,790 112,104 115,642 123,41 0 Organics (Food Waste) Tons Diverted to Composting FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 59 192 246 484 439 Recycling Drop Site Tons Collected FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 569 661 762 723 769 Amount (%) of All Solid Waste Recycled FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 8.2% 13.6% 12.2% 14.0% 14.1% CC£1 City of Iowa City Activitv Summar Division: Landfill (750100) Department: Transportation & Resource Management 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Assist Supt - Landfill Customer Service Rep - Solid Waste Sr Clerk/Typist - Wastewater Wastewater Superintendent Total Personnel $ 35,949 $ 13,202 $ 41,554 $ - $ 30,000 $ - 509 - 715 - - - $ 36,458 $ 13,202 $ 42,269 $ - $ 30,000 $ - $ 184,193 $ 164,977 $ 190,985 $ 111,712 $ 153,908 $ 158,525 462,615 570,789 472,496 565,134 708,668 722,841 789 596 2,962 902 539 550 - - 352,190 - - - $ 647,597 $ 736,362 $ 1,018,633 $ 677,748 $ 863,115 $ 881,916 2013 2014 2015 2016 2017 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 - 2.00 2.00 2.00 2.00 1.50 City of Iowa City Activitv Summar Division: Landfill (750100) $ 1,001,389 $ Department: Transportation & Resource Management $ 1,087,998 2013 2014 2015 2016 2017 2018 2,326,512 Actual Actual Actual Revised Budget Projected Revenues: 151,141 118,290 120,656 Capital Outlay 80,184 26,081 Use Of Money And Property 394,572 - 50,000 Total Expenditures $ 3,402,742 $ 3,486,272 Interest Revenues $ 25,973 $ 1,177 $ 10,508 $ 1,177 $ 2,000 $ 2,000 Rents 25,311 50,245 49,655 50,245 52,694 52,894 Intergovernmental - - LandfllOperator 6.00 5.00 Fed lntergovnt Revenue - - 24,541 - - - Other State Grants (210,815) 12,242 - - - - Charges For Fees And Services 1.00 1.00 M.W. III - Landfill 2.00 2.00 Refuse Charges 383,760 392,531 743,008 392,531 440,100 440,100 Landfill Charges 3,753,129 4,788,513 4,851,524 5,091,030 5,150,000 5,150,000 Miscellaneous 0.25 0.25 Scalehouse Operator 1.50 1.50 Contrib & Donations 400 713 382 - - - Misc Merchandise 19,376 20,219 20,839 20,219 21,000 21,000 Other Misc Revenue 28,624 35,541 32,286 31,092 29,486 29,486 Total Revenues $ 4,025,758 $ 5,301,181 $ 5,732,743 $ 5,586,294 $ 5,695,480 $ 5,695,480 Expenditures Personnel $ 1,001,389 $ 1,088,149 $ 1,087,998 $ 1,166,518 $ 1,013,364 $ 1,043,765 Services 2,224,688 2,192,243 2,326,512 2,214,924 2,411,798 2,460,034 Supplies 96,481 179,799 129,364 151,141 118,290 120,656 Capital Outlay 80,184 26,081 20,725 394,572 - 50,000 Total Expenditures $ 3,402,742 $ 3,486,272 $ 3,564,599 $ 3,927,155 $ 3,543,452 $ 3,674,455 Personnel Services - FTE 2013 2014 2015 2016 2017 Environmental Coord/Landfill 1.00 1.00 1.00 - - LandfllOperator 6.00 5.00 5.00 5.00 8.00 M.W. I - Landfill 1.00 - - - - M.W. II - Eastside Recycling - 1.00 1.00 1.00 1.00 M.W. III - Landfill 2.00 2.00 2.00 2.00 - Recycle Clerk - Landfill 1.00 1.00 1.00 1.00 - Recycling Coordinator 0.25 0.25 0.25 0.25 0.25 Scalehouse Operator 1.50 1.50 1.50 1.50 1.50 Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Sr. M.W. - Landfill 1.00 1.00 1.00 1.00 - Total Personnel 14.75 13.75 13.75 12.75 11.75 CFY6 City of Iowa City Activity Summary Activity: Landfill Replacement Reserve (750910) Division: Landfill (750100) Fund: Landfill (7501) Department: Transportation & Resource Management Department: 2013 2014 2015 2016 2017 2018 2014 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: 94,652 $ 94,893 $ 98,846 $ 100,711 Use Of Money And Property 2013 2014 2015 2016 2017 Interest Revenues $ 52,911 $ 35,158 $ 70,433 $ 68,030 $ 60,780 $ 53,834 Other Financial Sources Transfer In from Landfill Operations 500,000 463,289 494,768 707,423 742,152 742,152 Interfund Loans 2,795,347 235,836 879,914 251,088 228,364 235,310 Total Revenues & Transfers In $ 3,348,258 $ 734,283 $ 1,445,115 $ 1,026,541 $ 1,031,296 $ 1,031,296 Transfers Out: Capital Project Fund $ - $ 300,000 $ - $ - $ - $ - InterFund Loan - Disbursed to Other Funds 1,823,926 - 2,495,350 - - - Total Transfers Out $ 1,823,926 $ 300,000 $ 2,495,350 $ - $ - $ - Activitv Sum Division: Landfill (750100) 56,333 $ Department: Transportation & Resource Management 61,089 $ 62,922 38,218 35,324 36,704 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Buduet Protected Revenues: Charges For Fees And Services Landfill Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Recycling Coordinator Total Personnel $ 170,298 $ 178,940 $ 191,722 $ 178,940 $ 191,722 $ 191,722 $ 170.298 $ 178.940 $ 191.722 $ 178.940 $ 191.722 $ 191.722 $ 54,328 $ 56,333 $ 57,243 $ 59,569 $ 61,089 $ 62,922 38,218 35,324 36,704 35,324 37,048 37,789 - 9 705 - 709 - $ 92,546 $ 91,666 $ 94,652 $ 94,893 $ 98,846 $ 100,711 2013 2014 2015 2016 2017 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 !N City of Iowa City Activity Summar) Division: Landfill (750100) Department: Transportation & Resource Management Revenues: Other Financial Sources Transfer In from Landfill Operations Total Revenues Transfers Out: Landfill Operations Total Expenditures 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Proiecl 81 117 $ - $ 5,406,721 $ - $ 625,000 $ - $ - $ - $ 5,406,721 $ - $ 625,000 $ - $ - MIN1010149111►II] 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, 2015 was $611,028, a 41.99% increase over the fiscal year 2014 year-end fund balance. The increase in fund balance was primarily the result of the sale of the remaining lots in the Airport North Commerce Park. In fiscal year 2016, fund balance is estimated to hold steady at $610,985. In fiscal year 2017, the fund balance is project to decrease by $170,800 or 27.95% to $440,185. This decrease is a result of transfers to the Capital Projects Fund of $270,800. (1) FY16 and FY17 figures are estimates An adjustment was made in fiscal year 2013 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. The Airport retains $100,000 of fund balance that is assigned for capital projects at the airport. Revenue: For fiscal year 2017, 90% 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 fiscal year 2017. General fund property tax subsidy for operations has been reduced to $13,209 in fiscal year 2017, a reduction of 39.76% from the fiscal year 2016 operating subsidy of $21,929. A transfer of $100,000 was added from the General Fund to the Airport Fund in fiscal year 2016 to fund the Airport's capital improvement program. This transfer was added in lieu of using General Obligation bonds to fund Airport capital improvements. 453 FY17 Estimated - $359,500 10% ■ Rents ■ Royalties & Commissions Expenditures: In the fiscal year 2017 budget, operating expenditures increase from the fiscal year 2016 budget by 7.7% to $372,709. This increase reflects an increase in snow and ice control expenditures, equipment maintenance costs, and insurance expenditures. Capital outlay of $20,000 is budgeted for unspecified building improvements at the airport facilities. FY17 Estimated - $372,709 1% Coi 454 ■ Personnel ■ Services ■ Supplies ■ Capital Outlay City of Iowa City Airport (7600) Fund Summary *Fund Balance is Cash Balance for July 1, 2013 455 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ 676,370 $ 298,497 $ 430,344 $ 611,028 $ 610,985 $ 440,185 Revenues: Use Of Money And Property Interest Revenues $ 1,236 $ (578) $ (1,988) $ - $ - $ - Rents 289,305 300,491 323,682 298,000 323,000 323,000 Royalties & Commiss 24,696 27,049 27,445 26,100 36,500 36,500 Miscellaneous Contrib & Donations - 28,410 1,709 - - - Other Misc Revenue 110 - - - - - Other Financial Sources Sale Of Assets 336,936 212,505 930,843 - - - Sub -Total Revenues 652,283 567,877 1,281,691 324,100 359,500 359,500 Transfers In: Transfer In from General Fund - Subsidy 100,000 72,342 68,415 121,929 113,209 121,011 Sub -Total Transfers In 100,000 72,342 68,415 121,929 113,209 121,011 Total Revenues & Transfers In $ 752,283 $ 640,219 $ 1,350,106 $ 446,029 $ 472,709 $ 480,511 Expenditures: Airport Operations $ 321,256 $ 363,552 $ 365,460 $ 346,072 $ 372,709 $ 380,511 Sub -Total Expenditures 321,256 363,552 365,460 346,072 372,709 380,511 Transfers Out: Capital Project Fund 503,369 (35,693) 124,817 100,000 270,800 308,830 Operating Subsidy- General Fund 11,892 - - - - - InterFund Loan Repay Principal - Landfill 279,240 180,513 679,145 - - - Sub -Total Transfers Out 794,501 144,820 803,962 100,000 270,800 308,830 Total Expenditures & Transfers Out $ 1,115,757 $ 508,372 $ 1,169,422 $ 446,072 $ 643,509 $ 689,341 Fund Balance, June 30 $ 312,896 $ 430,344 $ 611,028 $ 610,985 $ 440,185 $ 231,355 Change in Accounting Method (14,399) - - - - - Adjusted Fund Balance, June 30 298,497 430,344 611,028 610,985 440,185 231,355 Restricted / Committed /Assigned 100,000 100,000 100,000 100,000 100,000 100,000 Unassigned Balance $ 198,497 $ 330,344 $ 511,028 $ 510,985 $ 340,185 $ 131,355 % of Revenues & Transfers In 26% 52% 38% 115% 72% 27% *Fund Balance is Cash Balance for July 1, 2013 455 P_1101i1:i Ire] UA RA II1 [Q Ll R1 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. MIMMI lM:r&I • 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 annually hosts the 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: Upcoming Challenges: • Repaid all debt • Began Airport Master Plan Update • Rehabilitated Fuel Farm Staffing: • Obstruction mitigation obligations • Change in state grant program regarding funding of pavement maintenance projects • General Levy allocations for projects :6Yd FY2015 FY2016 FY2017 Total FTE's 1.00 1.00 1.00 :6Yd Staffing Level Change Summary: There are no staffing changes for fiscal year 2017 Service Level Change Summary: Snow and ice control services will be expanded in the winter of 2015/2016 on a trial basis at a cost of approximately $11,000. It is estimated that this cost will be partially offset by additional fuel sales commission revenue of $9,000 from not having to close the runways during periods of wintry weather. Financial Highlights: In fiscal year 2017, capital outlay for building improvements is budgeted for $20,000 and transfer to the Capital Projects Fund are budgeted at $270,800. A subsidy of the operating and capital activities at the Airport are budgeted at $113,209 for fiscal year 2017. :r. -M GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Develop and maintain adequate funding mechanisms for airport operations and improvements, increase revenue generated by airport operations. Accelerate loan repayments through the sale of airport land for development. Annual review of hangar rates to maximize revenue. Inter -Fund Loan nce revenue FY 2011 1 FY 2012 1 FY 2013 1 FY 2014 1 FY 2015 Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Increase the usefulness of the Airport for economic development. Department Objective: On an annual basis, track the number of flights by type. Allow for privately funded hangar construction. Performance Measures: Fuel Flowage, as a Proxy for Airport Activity Jet Fuel Sold FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Revenue Generated through Airport $376,500 $400,000 $336,936 $212,505 $930,843 Land Sales 179,225 1 224,514 1 228,983 1 276,404 1 281,750 Inter -Fund Loan nce revenue FY 2011 1 FY 2012 1 FY 2013 1 FY 2014 1 FY 2015 Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Increase the usefulness of the Airport for economic development. Department Objective: On an annual basis, track the number of flights by type. Allow for privately funded hangar construction. Performance Measures: Fuel Flowage, as a Proxy for Airport Activity Jet Fuel Sold 111,426 153,525 165,644 202,307 217,617 Av Gas Sold 67,799 70,989 63,339 1 74,097 1 64,133 Total Gallons Sold 179,225 1 224,514 1 228,983 1 276,404 1 281,750 Number of Aircraft Based at IO Md.] FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Based Aircraft 84 84 85 85 85 Number of Aircraft Based at IO Md.] City of Iowa City Activitv Summar Division: Airport Operations (850100) Department: Airport 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commiss Miscellaneous Contrib & Donations Other Misc Revenue Other Financial Sources Sale Of Assets Transfers In: Transfer In from General Fund - Subsidy Total Revenues & Transfers In Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Airport Operations Specialist Total Personnel Capital Outlay Life Cycle Rehabilitation Building improvements Total Capital Outlay $ 1,236 $ 289,305 24,696 110 336,936 (578) $ (1,988) $ - $ - $ - 300,491 323,682 298,000 323,000 323,000 27,049 27,445 26,100 36,500 36,500 28,410 1,709 - - - 212,505 930,843 - - - 100,000 72,342 68,415 121,929 113,209 121,011 $ 752,283 $ 640,219 $ 1,350,106 $ 446,029 $ 472,709 $ 480,511 $ 64,264 $ 68,450 $ 71,375 $ 72,625 $ 75,414 $ 77,676 232,752 286,166 279,064 235,601 272,255 277,700 5,342 4,221 5,321 4,346 5,040 5,141 18,898 4,715 9,700 33,500 20,000 20,000 $ 321,256 $ 363,552 $ 365,460 $ 346,072 $ 372,709 $ 380,517 2013 2014 2015 2016 2017 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 56X] 2016 2017 $ 33,500 $ - - 20,000 $ 33,500 $ 20,000 1,.1to] : MRViTIAIAMM/ 01 ETC]AM1A0112A 01111 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, 2015 was $1,571,994 which was a 17.11% increase from the fiscal year 2014. The fiscal year 2016 fund balance is estimated to decrease 36.04% from fiscal year 2015 to $1,005,500. This decrease is primarily due to transfers to the Capital Projects Fund totaling $914,279. Fiscal year 2017 projected fund balance represents a 27.56% increase over the fiscal year 2016 estimated year-end balance at $1,282,644. This is due to a proposed increase in the Storm Water Utility fee of $1.00 per Equivalent Residential Unit (ERU) per month in fiscal year 2017 which is expected to generate an additional $327,710 of revenue. Fund Balance (1) $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0j$773102 j,3342,32:0$1,571 FY15 FY16 FY17 ■Unassigned,994 $1,005,500 $1,282,644 (1) FY16 and FY17 figures are estimates In fiscal year 2013, 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. Revenues: 98% of the Storm Water fund's operations are funded through storm water utility charges. Interest on investments and miscellaneous revenue comprise the remaining 2% of Storm Water fund's revenue. Fiscal year 2017 revenues are estimated to increase from fiscal year 2016 by 10.78% due to a storm water utility fee increase. :1H8] A storm water utility rate increase is recommended for fiscal year 2017. In fiscal year 2017, the Equivalent Residential Unit (ERU) is proposed to be increased from $3.50/month to $4.50/month. FY17 Estimated - $1,516,221 0% r2% ■ Charges for Services ■ Interest ■ Misc Revenue Expenditures: Fiscal year 2017 adopted expenditures represent a 21.32% decrease from the fiscal year 2016 estimated expenditures. The decrease is primarily attributed to moving of the $240,000 for storm sewer maintenance projects to the Capital Projects Fund. In addition, 50% of a Project Support Assistant position is being eliminated in fiscal year 2017. This position was split between the Storm Water, Water, and Wastewater funds. Also in fiscal year 2017, $100,000 has been added for the creation of a wetland management plan for the city. FY17 Estimated - $624,077 1%-1 0% 3 ■Personnel ■ Services ■Supplies ■ Capital Outlay [ri City of Iowa City Storm Water Management (7700) Fund Summary *Fund Balance is Cash Balance for July 1, 2013 :'Mq 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ 742,906 $ 773,102 $ 1,342,320 $ 1,571,994 $ 1,005,500 $ 1,282,644 Revenues: Use Of Money And Property Interest Revenues $ 1,919 $ 2,300 $ 5,641 $ 834 $ 4,500 $ 4,500 Intergovernmental Fed Intergovnt Revenue - - 200,055 - - - Disaster Assistance - 254 21,026 - - - Other State Grants - 3,542 376 - - - Charges For Fees And Services Building & Devlpmt - 10,704 - - - - Storm Water Charges 969,936 1,082,733 1,147,390 1,140,000 1,477,710 1,477,710 Miscellaneous Printed Materials - 25 425 - - - Intra -City Charges - - - - 34,011 34,011 Other Misc Revenue 514 144 - 144 - - Total Revenues $ 972,369 $ 1,099,702 $ 1,374,913 $ 1,140,978 $ 1,516,221 $ 1,516,221 Expenditures: Storm Water Operations $ 695,405 $ 482,255 $ 1,095,239 $ 793,193 $ 624,077 $ 639,018 Sub -Total Expenditures 695,405 482,255 1,095,239 793,193 624,077 639,018 Transfers Out: Capital Project Fund 323,940 48,229 50,000 914,279 615,000 890,000 Sub -Total Transfers Out 323,940 48,229 50,000 914,279 615,000 890,000 Total Expenditures & Transfers Out $ 1,019,345 $ 530,484 $ 1,145,239 $ 1,707,472 $ 1,239,077 $ 1,529,018 Fund Balance, June 30 $ 695,930 $ 1,342,320 $ 1,571,994 $ 1,005,500 $ 1,282,644 $ 1,269,847 Change in Accounting Method 77,172 - - - - - Adjusted Fund Balance, June 30 773,102 1,342,320 1,571,994 1,005,500 1,2825644 1,269,847 Restricted / Committed /Assigned - - - - - - Unassigned Balance $ 773,102 $ 1,342,320 $ 1,571,994 $ 1,005,500 $ 152825644 $ 1,269,847 % of Revenues 80% 122% 114% 88% 85% 84% *Fund Balance is Cash Balance for July 1, 2013 :'Mq Ato] :7MRVITIAIA MMFil01ETC] AMIA►III SO] aARAIIs] ►61 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:11RI:I11111[rl:kV Recent Accomplishments: • Hosted 25 events, where volunteers logged 1,800 hours of service to clean up the City's watersheds, waterways, wetlands, prairies, and other natural spaces in 2014. • The Storm Water Quality Best Management Practices Program participated in a total of 17 projects aimed at improving storm water runoff water quality throughout the community, funding approximately half of the $146,000 total combined project costs. • Initiated creek repair projects on Willow Creek and Ralston Creek to repair damage from the significant rain events in 2013. • Completed design and construction on a project to repair damaged storm sewer infrastructure at various locations within the City. :1M] Upcoming Challenges: • On-going maintenance and repair of aging storm water infrastructure. • Completion of creek maintenance projects. • Improving the quality of storm water runoff related to the City's MS4 permit. • Maintenance of storm water detention basins. Staffing: Staffing Level Change Summary: In fiscal year 2017, the .50 FTE Project Support Assistant position was eliminated. Service Level Change Summary: There are no service level changes for fiscal year 2017. Financial Highlights: In fiscal year 2016 amended budget, the annual storm sewer maintenance capital outlay of $240,000 is being moved to the Capital Projects Fund and is shown as a transfer out rather than as a capital outlay. The fiscal year 2016 budget also has a carry -forward of $240,000 in storm sewer maintenance from fiscal year 2015 that was not completed due to flooding in the prior years and the vacancy in the Storm Water Senior Engineer position. Total transfers to the Capital Projects Fund in fiscal year 2016 are $914,279 and in fiscal year 2017 are $615,000. In fiscal year 2017, there is an increase in the Storm Water Utility fee of $1.00 per ERU per month; it is expected to generate an additional $327,710 of revenue. There is $100,000 budgeted in fiscal year 2017 to create a wetland management plan for the city. M11 FY2015 FY2016 FY2017 Total FTE's 2.60 2.60 2.10 Staffing Level Change Summary: In fiscal year 2017, the .50 FTE Project Support Assistant position was eliminated. Service Level Change Summary: There are no service level changes for fiscal year 2017. Financial Highlights: In fiscal year 2016 amended budget, the annual storm sewer maintenance capital outlay of $240,000 is being moved to the Capital Projects Fund and is shown as a transfer out rather than as a capital outlay. The fiscal year 2016 budget also has a carry -forward of $240,000 in storm sewer maintenance from fiscal year 2015 that was not completed due to flooding in the prior years and the vacancy in the Storm Water Senior Engineer position. Total transfers to the Capital Projects Fund in fiscal year 2016 are $914,279 and in fiscal year 2017 are $615,000. In fiscal year 2017, there is an increase in the Storm Water Utility fee of $1.00 per ERU per month; it is expected to generate an additional $327,710 of revenue. There is $100,000 budgeted in fiscal year 2017 to create a wetland management plan for the city. M11 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities Department Goal: Continue the investment and reinvestment in Best Management Practices. Department Objective: Provide plan review and inspection of Best Management Practices for stormwater quality improvements. Performance Measures: Stormwater Quality BMP — Grant Applications Creek Maintenance — Grant Applications 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 CY 2010* CY 2011* CY 2012* CY 2013** CY 2014** Events 15 15 31 34 25 Volunteers 410 435 1,171 1,341 529 Volunteer Hours 1,422 1,868 3,300 41439 1,800 Value $23,108 1 $30,355 1 $53,625 1 $77,904 $31,590 * amount is calculated using FEMA's Volunteer Rate of $16.25/hour ** amount is calculated using FEMA's Volunteer Rate of 17.55/hour EM1 City of Iowa City kctivity Summan Activity: Storm water upe rations (it ui tu) I-una: Storm water management (ttuu) Division: Storm Water (770100) Department: Public Works 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Revenue Disaster Assistance Other State Grants Charges For Fees And Services Building & Devlpmt Storm Water Charges Miscellaneous Printed Materials Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. III -Wastewater Collection M.W. II - Wastewater Treatment Plant Public Info/Ed Coord - Public Works Sr. Engineer Sr. M.W. - Wastewater Collection Project Support Assistant Total Personnel Capital Outlay Storm Sewer Maintenance Total Capital Outlay $ 1,919 $ 2,300 $ 969,936 514 254 3,542 10,704 1,082,733 25 144 5,641 $ 200,055 21,026 376 834 $ 4,500 $ 4,500 1,147, 390 1,140, 000 1,477,710 1,477,710 425 - - - - - 34,011 34,011 144 - - $ 972,369 $ 1,099,702 $ 1,374,913 $ 1,140,978 $ 1,516,221 $ 1,516,221 $ 198,736 $ 149,359 $ 173,190 $ 275,621 $ 245,904 $ 253,281 198,578 244,600 391,188 275,054 374,622 382,114 2,559 2,092 3,537 2,518 3,551 3,622 295,532 86,204 527,324 240,000 - - $ 695,405 $ 482,255 $ 1,095,239 $ 793,193 $ 624,077 $ 639,018 2013 2014 2015 2016 2017 0.20 0.20 0.20 0.20 0.20 0.30 0.30 0.30 0.30 0.30 0.50 0.50 0.50 0.50 0.50 1.00 1.00 1.00 1.00 1.00 0.10 0.10 0.10 0.10 0.10 - - 0.50 0.50 - 2.10 2.10 2.60 2.60 2.10 2016 2017 $ 240,000 $ - $ 240,000 $ - Ct:P] 16M--141211%TJ 61101►IIIIII1►U: The Cable Television enterprise fund had accounted for the City's cable television administration and the City's media production unit through fiscal year 2015. The fund's activities had been primarily supported by City franchise fees collected by the City's primary cable television operator, Mediacom. The fund had also accounted for the equipment replacement activities of the media production unit. The Cable Television fund's budget had been organized into two activities, Administration and Reserves. Cable N Administration 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. In fiscal year 2016, the Cable Television operations and reserves were transferred to the General Fund. The unreserved fund balance of $1,393,720 and the cable equipment replacement reserves of $177,604 were transferred to the General Fund and are now incorporated into the General Fund budget. EMA City of Iowa City Cable Television (7800 - 7801) Fund Summary *Fund Balance is Cash Balance for July 1, 2013 468 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ 1,597,031 $ 1,765,355 $ 1,558,722 $ 1,571,324 $ - $ - Revenues: Licenses And Permits Franchise Fees $ 821,183 $ 773,019 $ 750,167 $ - $ - $ Use Of Money And Property Interest Revenues 5,357 2,719 4,737 - - - Miscellaneous Other Misc Revenue 3,048 170 91 - - - Other Financial Sources Sale Of Assets 49 - 4 - - - Sub -Total Revenues 829,637 775,908 754,999 - - - Transfers In: Transfer Into Equip Reserve from Oper. 11,500 25,000 25,000 - - - Sub -Total Transfers In 11,500 25,000 25,000 - - - Total Revenues & Transfers In $ 841,137 $ 800,908 $ 779,999 $ - $ - $ - Expenditures: Cable Administration $ 662,800 $ 747,541 $ 687,397 $ - $ - $ - Sub -Total Expenditures 662,800 747,541 687,397 - - - Transfers Out: Capital Projects Fund - 180,000 - - - - OperatingSubsidy- General Fund 55,000 55,000 55,000 - - - Transfers Out - to General Fund - - - 1,571,324 - - Misc Transfers Out - to Equip Reserve 11,500 25,000 25,000 - - - Sub -Total Transfers Out 66,500 260,000 80,000 1,571,324 - - Total Expenditures & Transfers Out $ 729,300 $ 1,007,541 $ 767,397 $ 1,571,324 $ - $ - Fund Balance, June 30 $ 1,708,868 $ 1,558,722 $ 1,571,324 $ - $ - $ - Change in Accounting Method 56,487 - - - - - Adjusted Fund Balance, June 30 1,765,355 1,558,722 1,571,324 - - - Restricted / Committed /Assigned 243,524 152,604 177,604 - - - Unassigned Balance $ 1,521,831 $ 1,406,118 $ 1,393,720 $ - $ - $ - % of Revenues & Transfers In 181% 176% 179% N/A N/A N/A *Fund Balance is Cash Balance for July 1, 2013 468 City of Iowa City Activity Summary Activity: Cable Administration (210510) Fund: Cable Television (7800) Division: Communications Office Department: City Manager 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: $ 517,279 $ 502,960 $ 422,072 $ - $ - $ - Licenses And Permits 136,382 238,577 255,977 - - - Franchise Fees $ 821,183 $ 773,019 $ 750,167 $ - $ - $ - Use Of Money And Property $ 662,800 $ 747,541 $ 687,397 $ - $ - $ - Interest Revenues 5,357 2,719 4,737 - - - Miscellaneous 1.00 1.00 - - - Other Misc Revenue 3,048 170 91 - - - Other Financial Sources 1.00 1.00 1.00 - - Sale Of Assets 49 - 4 - - - Total Revenues $ 829,637 $ 775,908 $ 754,999 $ - $ - $ - Expenditures Personnel $ 517,279 $ 502,960 $ 422,072 $ - $ - $ - Services 136,382 238,577 255,977 - - - Supplies 9,139 6,004 9,348 - - - Total Expenditures $ 662,800 $ 747,541 $ 687,397 $ - $ - $ - Personnel Services - FTE 2013 2014 2015 2016 2017 Cable T.V. Administrator 1.00 1.00 - - - Clerical Assistant - Cable T.V. 0.75 0.75 0.75 - - Communications Tech - Cable 1.00 1.00 1.00 - - Community Programmer 1.00 - - - - Custodian - Govt Bldgs 0.13 0.13 0.13 - - GovernmentProgrammer - 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 - - Special Projects Asst - Cable 0.75 0.75 0.75 - - Total Personnel 6.63 6.63 5.63 - - Activity Summary Activity: Cable Reserves (210520) Fund: Cable Television (7801) Division: Communications Office Department: City Manager 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Transfers In: Transfer -In from Cable Operations Total Transfers In $ 11,500 $ 25,000 $ 25,000 $ - $ - $ $ 11,500 $ 25,000 $ 25,000 $ - $ - $ - 469 : 161IM 11 ONA11I: Is] all III Wd 1III1►1I] 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, 2015 was approximately $5.91 million, an increase of $305,161 or 5.44% from the fiscal year 2014 year-end fund balance. The increase in fiscal year 2015 was due to a 14% increase in the Housing Voucher administrative fee. At the end of fiscal year 2015, an estimated $2.945 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: (1) FY16 and FY17 are estimates Fiscal year 2016 revised year-end fund balance is expected to increase by 7.99% or $472,153 over the fiscal year 2015 ending balance. Fiscal year 2017 projected fund balance is expected to increase by 12.52% over the fiscal year 2016 fund balance to $7.18 million. This projected increase is due to an anticipated, continued increase in federal funding for the Housing Voucher Program. At the end fiscal year 2013, 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 fiscal year 2013 primarily due to accounts and contracts payable. :►ca Fund Balance (1) $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 FY13 FY14 FY15 FY16 FY17 FE Unassigned $3,303,981 $2,776,056 $2,966,555 $3,407,679 $4,171,164 ■Restricted 1 $2,811,904 1 $2,830,484 1 $2,945,146 1 $2,976,175 1 $3,012,175 (1) FY16 and FY17 are estimates Fiscal year 2016 revised year-end fund balance is expected to increase by 7.99% or $472,153 over the fiscal year 2015 ending balance. Fiscal year 2017 projected fund balance is expected to increase by 12.52% over the fiscal year 2016 fund balance to $7.18 million. This projected increase is due to an anticipated, continued increase in federal funding for the Housing Voucher Program. At the end fiscal year 2013, 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 fiscal year 2013 primarily due to accounts and contracts payable. :►ca Revenues: HUD allocations account for approximately 96% of ICHA revenue. ICHA is projected to receive $8.15 million in federal funding through HUD in fiscal year 2017. This is a 3.70% increase from fiscal year 2016 projections. FY17 Estimated - $8,501,333 10/ ■ Federal ■ Rents ■ Interest Revenue ■ Royalties & Commissions ■ Misc Revenue Expenditures: Fiscal year 2017 estimated expenditures are expected to increase from the fiscal year 2016 estimated expenditures by 0.2%. FY17 Estimated - $7,655,761 ■ Personnel ■ Services ■ Supplies ■ Capital Outlay 88% of the Housing fund budget is to provide services to citizens. 471 Fund Balance*, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Other Financial Sources Loan Repayments Sale Of Assets Sub -Total Revenues City of Iowa City Housing Authority (7900 - 7922) Fund Summary 2013 2014 2015 2016 Actual Actual Actual Revised $ 6,793,632 $ 6,115,885 $ 5,606,540 $ 5,911,701 $ 23,025 $ 11,169 $ 20,787 $ 4,680 203,286 212,816 237,306 213,333 28,516 26,487 38,635 30,509 6,985,739 6,720,374 7,629,448 7,861,036 16,338 20,648 23,099 20,648 2017 2018 $ 6,383,854 $ 7,183,339 $ 20,930 $ 20,930 238,000 238,000 42,600 42,600 8,152,443 8,152,443 22,360 22,360 83,002 41,173 142,387 26,349 25,000 25,000 980 285,500 - - - - 7,340,886 7,318,167 8,091,662 8,156,555 8,501,333 8,501,333 Misc Transfers In 4,787 1,158 8,760 - - - Sub -Total Transfers In 4,787 1,158 8,760 - - - Total Revenues & Transfers In $ 7,345,673 $ 7,319,325 $ 8,100,422 $ 8,156,555 $ 8,501,333 $ 8,501,333 Expenditures: Voucher Program $ 7,055,349 $ 6,891,723 $ 7,205,702 $ 7,052,696 $ 7,228,345 $ 7,380,328 Public Housing Program 589,352 722,958 524,822 586,522 427,416 1,437,751 Sub -Total Expenditures 7,644,701 7,614,681 7,730,524 7,639,218 7,655,761 8,818,079 Transfers Out: Capital Project Fund 3,736 - - - - - Operating Subsidy- PILOT Gen Fund 18,000 18,414 18,727 18,914 19,292 19,678 Misc Transfers Out - Director Reimb 25,000 25,575 26,010 26,270 26,795 27,331 General Fund - UniverCity program - 170,000 20,000 - - - Sub -Total Transfers Out 46,736 213,989 64,737 45,184 46,087 47,009 Total Expenditures & Transfers Out $ 7,691,437 $ 7,828,670 $ 7,795,261 $ 7,684,402 $ 7,701,848 $ 8,865,088 Fund Balance, June 30 $ 6,447,868 $ 5,606,540 $ 5,911,701 $ 6,383,854 $ 7,183,339 $ 6,819,584 Change in Accounting Method (331,983) - - - - - Adjusted Fund Balance, June 30 6,115,885 5,606,540 5,911,701 6,383,854 7,183,339 6,819,584 Restricted/Committed/Assigned 2,811,904 2,830,484 2,945,146 2,976,175 3,012,175 2,047,175 Unassigned Balance $ 3,303,981 $ 2,776,056 $ 2,966,555 $ 3,407,679 $ 4,171,164 $ 4,772,410 % of Revenues & Transfers In 45% 38% 37% 42% 49% 56% *Fund Balance is Cash Balance for July 1, 2013 472 .[011M1�[rLll]1.[Q:7III Mel »:7A I[Q►P 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 1292 HCV and VASH vouchers. These Owners/landlords receive approximately $6.5 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 will pay approximately $6.3 million in Housing Assistance Payments to landlords/owners of rental properties in Johnson County in fiscal year 2015. • The Housing Authority paid over $290,000 to private sector Iowa City contractors for the capital improvement, general maintenance, and repair of Public Housing properties in fiscal year 2015. 473 • Since 1998, 186 families have moved to homeownership with assistance from the Housing Authority (TOP/ADHOP, HCV Homeownership, FSS Program, Down payment Assistance, and UniverCity). Recent Accomplishments: • Achieved High Performance Status for the Housing Choice Voucher program for fiscal year 2015. • Received an additional 20 VASH vouchers in calendar year 2015. • In fiscal year 2015, maintained a 101% lease -up rate for the combined HCV and VASH programs. • In fiscal year 2015 maintained a 98% for Public Housing. • Maintained a 100% lease -up rate for the Peninsula Apartments. Staffing: Upcoming Challenges: • HUD funds the Housing Authority on a calendar year basis; however, we never know what our actual budgets are until May or June of the calendar year. • 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: In fiscal year 2017, there are several changes to the staffing for the Housing Authority. The Section 8 Coordinator was increased from a .94 FTE position to a 1.00 FTE position. Also, the allocations for the Building Inspector (1.00 FTE) and Housing Assistant (25 FTE) positions that were partially allocated to both the Housing Voucher Program and the Public Housing Program were re -allocated so that only .60 FTE of the Building Inspector is now being allocated to the Housing Authority and none of the Housing Assistant is now being allocated to the Housing Authority. The .65 FTE from those two positions have been re -allocated to the Housing Inspection activity in the General Fund. 474 FY2015 FY2016 FY2017 Total FTE's 10.19 10.19 9.60 Staffing Level Change Summary: In fiscal year 2017, there are several changes to the staffing for the Housing Authority. The Section 8 Coordinator was increased from a .94 FTE position to a 1.00 FTE position. Also, the allocations for the Building Inspector (1.00 FTE) and Housing Assistant (25 FTE) positions that were partially allocated to both the Housing Voucher Program and the Public Housing Program were re -allocated so that only .60 FTE of the Building Inspector is now being allocated to the Housing Authority and none of the Housing Assistant is now being allocated to the Housing Authority. The .65 FTE from those two positions have been re -allocated to the Housing Inspection activity in the General Fund. 474 Service Level Change Summary: There are no service level changes for fiscal year 2017 Financial Highlights: In fiscal year 2017, the Housing Voucher administrative fee revenue is expected to increase by 10.44% and Housing Voucher HAP revenue is expected to increase by 5.37% over fiscal year 2016. The fiscal year 2017 federal revenue and budgeted expenditures in the Public Housing Program do not reflect a projected amount for a capital award from HUD. Therefore, the budgeted federal revenue and total expenditures are lower than the revised budget in fiscal year 2016. :►4.7 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Assist low income families in bridging the economic gap through building assets, improving employment opportunities, and transitioning from renters of units to owners of homes. Department Objective: The Family Self -Sufficiency (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. Performance Measures: 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. CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 Total Participants 134 135 139 156 177 % of Participants with Escrow 95% 95% 98% 97% 97% Year Goal — 95% 73% 69% 64% 73% 81% Accounts % of Participants with Reduced or 2.7 days 2.3 days 1.9 days 1.6 days No longer a Eliminated Family Investment 15% 16% 27% 20% FSS grant reporting Program Cash Assistance 9 requirement. % of Participants with Increased 43% 27% 41% 52% 53% Income versus Prior Year FSS Graduates 11 16 23 24 24 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. FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Actual Occupancy Rate for Fiscal Completed within 24 hours 95% 95% 98% 97% 97% Year Goal — 95% CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 % of All Emergency Work Orders Completed within 24 hours 100% 100% 100% 100% 100% Goal —100% Average Number of Calendar Days of All Non -Emergency Work Orders 2.7 days 2.3 days 1.9 days 1.6 days 1.9 days Goal — < 25 days) Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities Department Goal: Increase affordable housing choices for low-income families, the elderly, and persons with disabilities in private market rental units. Provide homeownership opportunities through the HCV homeownership program. Department Objective: Affordable Rental Housing: Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. Performance Measures: CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 HCVP Homeownership Vouchers $122,713 $124,288 $108,029 $103,583 $74,996 HCVP Non -Elderly Disabled Not Reported Not Reported $340,446 $340,728 $317,995 Vouchers Separately Separately HCVP Portable Vouchers $356,874 $193,943 $198,815 $206,207 $208,845 VASH Vouchers $93,562 $115,605 $141,878 $147,750 $204,079 All Other HCVP Vouchers $5,199,386 $5,327,627 $5,381,083 $4,815,043 $5,185,345 Total Voucher Utilization (# of vouchers leased on the first day 97% 96% 102% 94% 98% of the month Total Voucher Utilization (# of vouchers leased on the last day 98% 97% 103% 97% 100% of the month City of Iowa City Activitv Summar Activlry: dousing ,vutnonry voucner (49u[uu) Tuna: dousing ,vutnonry (ialu) Division: Neighborhood Services Department: Neighborhood & Development Services 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Royalties & Commiss Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Transfers In: Misc Transfers In Total Revenues & Transfers In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Building Inspector F.S.S. Program Coordinator Housing Administrator Housing Assistant Housing Inspector Housing Office Manager Housing Program Assistant Public Hsg. Coord Section 8 Coord Total Personnel $ 1,870 $ (900) $ (37) $ - $ - $ 28,251 26,184 38,195 26,184 38,200 6,676,733 6,300,282 7,300,167 7,450,423 7,894,875 11,865 9,567 14,139 9,567 14,000 4,787 1,158 8,760 38,200 7,894,875 14,000 $ 6,723,506 $ 6,336,291 $ 7,361,224 $ 7,486,174 $ 7,947,075 $ 7,947,075 $ 868,160 $ 796,665 $ 723,973 $ 737,003 $ 741,604 $ 763,852 6,181,562 6,090,434 6,477,363 6,291,805 6,482,331 6,611,978 5,627 4,624 4,366 23,888 4,410 4,498 $ 7,055,349 $ 6,891,723 $ 7,205,702 $ 7,052,696 $ 7,2285345 $ 7,380,328 - 0.95 0.95 0.96 0.96 0.96 2013 2014 2015 2016 2017 0.50 - 0.71 0.50 0.50 0.30 0.95 0.95 0.50 0.50 0.50 0.95 0.95 0.78 0.78 0.78 1.19 1.19 0.24 0.24 - 0.71 - - - - 0.95 0.95 0.96 0.96 0.96 5.75 4.75 3.84 3.84 3.84 0.50 0.50 0.50 0.50 0.50 0.88 0.89 0.94 0.94 1.00 11.88 10.89 8.26 8.26 7.88 Cl61 City of Iowa City Activitv Summar Division: Neighborhood Services 12,069 $ Department: Neighborhood & Development Services 20,930 $ 20,930 203,286 212,816 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Buduet Protected 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 $ 21,155 $ 12,069 $ 20,824 $ 4,680 $ 20,930 $ 20,930 203,286 212,816 237,306 213,333 238,000 238,000 265 303 440 4,325 4,400 4,400 309,006 420,092 329,281 410,613 257,568 257,568 4,473 11,081 8,960 11,081 8,360 8,360 83,002 41,173 142,387 26,349 25,000 25,000 980 285,500 - - - - $ 622,167 $ 983,034 $ 739,198 $ 670,381 $ 554,258 $ 554,258 $ 109,240 $ 181,185 $ 184,554 $ 190,169 $ 178,675 $ 184,035 441,729 434,233 330,268 389,009 2475546 252,497 8,092 8,394 5,549 7,344 15195 1,219 30,291 99,146 4,451 - - 1,000,000 $ 589,352 $ 722,958 $ 524,822 $ 586,522 $ 4275416 $ 1,437,751 2013 2014 2015 2016 2017 0.29 0.29 0.50 0.50 0.30 0.05 0.05 0.50 0.50 0.50 0.05 0.05 0.22 0.22 0.22 0.06 0.06 0.01 0.01 - 0.05 0.05 0.04 0.04 0.04 0.25 0.25 0.16 0.16 0.16 0.50 0.50 0.50 0.50 0.50 0.05 0.05 - - - 1.30 1.30 1.93 1.93 1.72 9 1 MA IN Me V Wl 1 11 ow UNESCO, CITY OF LITERATURE C6I1] CAPITAL PROJECT FUNDS F Y 2 O 1 7 Fund Summary Summary by Division Summary by Funding Source Project Summary by Name Unfunded Projects CAPITAL IMPROVEMENT PROJECTS FUND The Capital Improvement Projects fund accounts for the collection and disbursement of funds related to capital improvements or significant capital equipment. Capital projects involve construction, purchase, or renovation of city facilities or property. They are generally non-recurring major improvements to the City's physical plant which necessitate long-term financing and are permanent in nature. The funding sources for these projects are generally not from operating funds but are instead from bond proceeds, grants, donations, or other one-time sources of income. The City annually updates and issues a five-year capital improvement program (CIP). This program is the planning guide for the City's issuance of general obligation bonded debt and for the construction and replacement of the City's buildings and infrastructure. The City's total five-year for the 2016-2020 capital improvement program is $174,905,892 utilizing funding sources of $171,857,832. Changes to the 2016 capital improvement program are amended into the fiscal year 2016 operating budget, and the 2017 projected capital improvement program is certified as part of the 2017 operating budget. The 2016 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 2016 are $71,913,387; the revised budget includes project carry forwards of $25,923,591. Starting in fiscal year 2015, 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 $166,258, $165,698, and $164,640 for year 2016, 2017, and 2018, respectively. These amounts are also not reflected in the five-year capital improvement program totals. The capital improvement fund expenditures for fiscal year 2017 are $38,895,148 including $165,698 of interest expense to the Sewer Fund. The 2017 program is being funded with sources totaling $41,297,953; Capital Projects Fund revenues also include the State sales tax grant funding of $390,698 and a transfer in from the TIF funds to reimburse for prior year expenditures of $31,324. These equal total budgeted revenues and transfer in of $41,719,975. State sales tax grant revenues in fiscal year 2018 are expected to be $389,640. 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 2017 is $3,347,633. Chit] City of Iowa City Capital Project Funds Fund Summary Transfers In: 2013 2014 2015 2016 2017 2018 Transfers -In from Governmental Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 25,102,181 $ 12,756,766 $ 22,942,341 $ 21,460,929 $ 747,805 $ 3,347,632 Revenues: 10,670,820 7,507,624 611,007 6,652,554 7,352,025 8,270,930 Other City Taxes $ 288,045 - - - - - Use Of Money And Property 330,000 (37,524) 6,009,687 - - - Interest Revenues 3,038 50,965 76,147 - - - Rents 28,467 26,877 12,450 - - - Intergovernmental 39,781,981 9,154,841 9,672,220 26,788,010 19,300,993 12,800,979 Fed Intergovnt Rev 19,344,636 9,885,872 2,836,611 11,859,110 4,681,084 1,934,470 Disaster Assistance 138,584 173,212 5,622 86,927 - - OtherStateGrants 12,715,802 11,174,313 9,352,792 2,262,246 1,365,898 964,640 State 28E Agreements - 158,484 107,298 95,189 60,000 - Local 28EAgreements 101,086 - - - - - Charges of Fees & Services 2,801,550 5,971,011 578,764 884,592 546,000 1,498,300 Development Fees 56,942 66,299 49,786 - - - Refuse Charges - - 6,312 - - - Miscellaneous 60,816,908 37,416,234 31,407,440 71,913,387 38,895,148 30,939,096 Contrib & Donations 422,198 381,865 200,000 754,893 150,000 - Printed Materials 5,310 735 3,300 - - - OtherMisc Revenue 39,448 63,348 164,893 177,000 - - Other Financial Sources 98,359 374,439 205,090 200,000 225,000 225,000 Sale Of Assets 7,500 500,000 - - - - Insurance Recoveries 7,520 - - - - $ 31,164,096 Debt Sales 2,614,089 16,454,973 7,866,773 9,476,888 16,162,000 13,453,890 Internal Service (Non -Budgetary): (7,028,078) ITS Fund $ 12,756,766 $ 83 100,760 747,805 $ 3,347,632 $ 1,337,515 Sub -Total Revenues 35,772,665 38,937,027 20,782,744 24,712,253 22,418,982 16,353,000 Transfers In: Transfers -In from Governmental Funds 9,142,201 1,331,465 2,538,057 20,035,456 11,948,968 4,530,049 Transfers -In from Enterprise Funds 10,670,820 7,507,624 611,007 6,652,554 7,352,025 8,270,930 Transfers -In from G.O. Bonds 19,638,960 55,354 323,845 100,000 - - Misc Transfers -In 330,000 (37,524) 6,009,687 - - - Internal Service (Non -Budgetary): 10,057,402 11,264,307 19,644,343 49,023,860 27,543,565 23,281,166 ITS Fund 297,921 189,624 Sub -Total Transfers In 39,781,981 9,154,841 9,672,220 26,788,010 19,300,993 12,800,979 Total Revenues & Transfers In $ 75,554,646 $ 48,091,868 $ 30,454,964 $ 51,500,263 $ 41,719,975 $ 29,153,979 Expenditures: Governmental: General Government $ 840,951 2,222,593 787,206 875,867 940,000 350,000 Culture & Recreation 5,769,746 2,702,586 737,073 4,440,865 4,933,660 1,443,000 Community and Economic Dvlpmnt 3,139,390 572,355 567,228 1,283,072 150,000 - Public Safety 1,857,913 281,073 3,123,348 1,374,099 810,000 189,890 Public Works 10,057,402 11,264,307 19,644,343 49,023,860 27,543,565 23,281,166 Enterprise: Parking Operations 684,502 133,121 85,206 965,851 400,000 570,000 Public Transportation 854,571 101,286 (1,617) 208,264 50,000 - wastewater Treatment 31,529,955 11,565,366 4,664,170 7,744,701 1,140,698 2,214,640 Water Operations 2,202,669 179,652 923,583 1,521,480 966,225 802,100 Landfill 705,470 1,133,663 146,648 2,461,529 800,000 - Storm Water 372,789 1,228,955 88,962 663,611 615,000 590,000 Airport 2,801,550 5,971,011 578,764 884,592 546,000 1,498,300 Internal Service (Non -Budgetary): ITS Fund 60,266 62,526 465,596 Sub -Total Expenditures 60,816,908 37,416,234 31,407,440 71,913,387 38,895,148 30,939,096 Transfers Out: Capital Project Fund 19,956,583 115,620 323,845 100,000 - - Debt Service Funding 133 - - - - - MiscTransfersOut 98,359 374,439 205,090 200,000 225,000 225,000 Sub -Total Transfers Out 20,055,075 490,059 528,935 300,000 225,000 225,000 Total Expenditures & Transfers Out $ 80,871,983 $ 37,906,293 $ 31,936,375 $ 72,213,387 $ 39,120,148 $ 31,164,096 Fund Balance, June 30 $ 19,784,844 $ 22,942,341 $ 21,460,930 $ 747,805 $ 3,347,632 $ 1,337,515 Change in Accounting Method (7,028,078) Adjusted Fund Balance, June 30 $ 12,756,766 $ 22,942,341 $ 21,460,930 $ 747,805 $ 3,347,632 $ 1,337,515 *Fund Balance is Cash Balance for July 1, 2013 484 City of Iowa City, Iowa Capital Improvement Plan 2016-2020 2016 thru 2020 Summary by Division Category 2016 2017 2018 2019 2020 Total Airport 500,000 546,000 1,498,300 410,000 1,170,000 4,124,300 Development Services 750,000 300,000 300,000 1,350,000 Finance Administration 100,000 550,000 50,000 50,000 50,000 800,000 Fire 700,000 810,000 60,000 895,000 500,000 2,965,000 Landfill 1,033,000 800,000 1,833,000 Library 55,000 250,000 305,000 Parking Operations 550,000 400,000 570,000 200,000 100,000 1,820,000 Parks Maintenance 1,635,862 3,948,660 1,378,000 4,891,900 275,000 12,129,422 Police 129,890 129,890 Public Works Administration 140,000 3,034,000 5,450,000 8,624,000 Recreation 353,000 975,000 65,000 280,000 65,000 1,738,000 Storm Water 715,000 615,000 590,000 315,000 915,000 3,150,000 Street Operations 36,822,401 24,509,565 17,831,166 6,215,049 16,371,049 101,749,230 Transit Operations 50,000 50,000 20,000,000 20,100,000 Wastewater Treatment 1,450,000 975,000 2,050,000 4,000,000 500,000 8,975,000 Water Operations 969,275 966,225 802,100 654,950 1,720,500 5,113,050 TOTAL 45,823,538 38,729,450 30,774,456 17,911,899 41,666,549 174,905,892 C6b7 Capital Improvement Program by Division 2016-2020 $174,905,892 Street Operations, $191,749,219 Storm Water, Recreation, $1,718,5,0 Elf -11 Wastewater Treatment, $8,975,000 / Water Operations, $5,110,050 Fina $800.000 Fire, $2,965,000 P',rceAdinninistration, eveloP 350,000 Services, - Landfill, $1,5,1,000 \ Library, $105,000 Operations, $1,829,900 Transit Operations, $20,100,009 Works Atlministration, $8,624,000 City of Iowa City, Iowa Capital Improvement Plan 2016-2020 2016 thru 2020 PROJECTS BY DIVISION Division Project# Priority 2016 2017 2018 2019 2020 Total Airport Apron Reconstruction & Connecting Taxiway A3430 1 1,238,300 1,238,300 Airfield Pavement Rehabilitation A3461 2 250,000 286,000 536,000 Hangar Door Replacement A3462 2 260,000 260,000 260,000 780,000 Runway 7125 Design Category Conversion A3464 1 250,000 250,000 Runway 7 Environmental Assessment A3465 1 150,000 150,000 Runway 7 Extension (213') A3466 1 1,170,000 1,170,000 Airport Total 500,000 546,000 1,498,300 410,000 1,170,000 4,124,300 Develo ment Services Riverfront Crossing Development E4513 1 150,000 150,000 300,000 Towncrest Area Redevelopment E4514 4 600,000 600,000 Permitting Software Upgrade G4720 1 300,000 300,000 City Hall Remodel for NDS Integration G4721 2 150,000 150,000 Development Services Total 750,000 300,000 300,000 1,350,000 Finance Administration City Hall - Other Projects G4704 2 50,000 50,000 50,000 50,000 50,000 250,000 Phone System Replacement G4722 2 50,000 500,000 550,000 Finance Administration Total 100,000 550,000 50,000 50,000 50,000 800,000 Fire Fire Apparatus Replacement Program Y4406 1 810,000 60,000 895,000 1,765,000 Fire/Police Storage Facility Relocation Y4436 2 700,000 700,000 Fire Training Center Relocation Y4437 2 500,000 500,000 Fire Total 700,000 810,000 60,000 895,000 500,000 2,965,000 Landfill Landfill Surveillance Cameras L3326 2 83,000 83,000 Landfill Gas Collection System Expansion L3327 1 950,000 950,000 Landfill Equipment Building Replacement L3328 2 800,000 800,000 Landfill Total 1,033,000 800,000 1,833,000 Library Library Bookmobile R4333 1 250,000 250,000 Replace Library HVAC Controls R4334 1 55,000 55,000 Library Total 55,000 250,000 305,000 Parking Operations Packing Facility Restoration Repair T3004 2 400,000 400,000 300,000 200,000 100,000 1,400,000 Elfin Division Project# Priority 2016 2017 2018 2019 2020 Total Parking Facility& Enforcement Automation T3009 3 270,000 270,000 Capitol & Dubuque Sheet Fagade Improvements T3017 4 150,000 150,000 Parking Operations Total 550,000 400,000 570,000 200,000 100,000 1,820,000 Parks Maintenance Parks Annual Improvements/Maintenance R4130 1 100,000 100,000 100,000 100,000 100,000 500,000 Park Annual ADA Accessibility Improvements R4132 1 25,000 25,000 25,000 25,000 25,000 125,000 Frauenholtz-Miller Park Development R4137 2 191,070 191,070 Riverfront Crossings Riverbank/Park Development R4185 2 500,000 500,000 1,000,000 Emerald Ash Borer Response Plan R4189 1 75,000 75,000 75,000 75,000 75,000 375,000 Pheasant Hill Park Renovation R4191 2 60,862 60,862 Happy Hollow Shelter & Bathroom Upgrades R4192 4 150,000 150,000 Ashton House Patio Improvements R4193 4 155,000 155,000 Intracity Bike Trails R4206 2 50,000 50,000 50,000 50,000 50,000 250,000 Hickory Hill Park Redesign & Development R4224 1 200,000 200,000 200,000 600,000 Highway 1 Sidewalk/Trail R4225 3 753,000 753,000 Sustainable Roadway Vegetation Management Program R4226 3 25,000 25,000 25,000 25,000 25,000 125,000 Waterworks Park Boat Ramp R4228 5 250,000 250,000 Willow CrklKiwanis Park Improvements R4322 2 150,000 150,000 300,000 Upgrade Building BAS Controls R4332 3 295,000 240,000 535,000 Black Hawk Mini ParMPedestrian Mall R4339 1 2,255,660 2,255,660 EastlWest Wing Pedestrian Mall Reconstruction R4340 1 4,175,830 4,175,830 Creekside Park Redevelopment R4341 2 328,000 328,000 Parks Maintenance Total 1635,862 3,948,660 1,378,000 4,891,900 275,000 12,129,422 Police Police Department Flooring & Cabinets Y4438 4 129,890 129,890 Police Total 129,890 129,890 Public Works Administration Vehicle Wash System at New Public Works Site P3957 1 40,000 1,100,000 1,140,000 Public Works Facility P3959 3 500,000 5,450,000 5,950,000 Riverside Drive Pedestrian Tunnel P3974 2 100,000 1,434,000 1,534,000 Public Works Administration Total 140,000 3,034,000 5,450,000 8,624,000 Recreation City Park Cabin Restoration R4187 2 200,000 200,000 City Park Pool Cabana Shelters R4188 2 65,000 65,000 Recreation Center Phase 2Improvements R4329 3 215,000 215,000 Annual Recreation Center Improvements R4330 1 50,000 65,000 65,000 65,000 65,000 310,000 Elementary School Recreation Facility Partnership R4331 2 750,000 750,000 Mercer Aquatic Center/Scanlon Gym Improvements R4335 2 38,000 38,000 Recreation Center Lobby Remodel R4336 2 160,000 160,000 Recreation Total 353,000 975,000 65,000 280,000 65,000 1,738,000 Storm Water Normandy Drive Storm Sewer Replacement M3629 3 25,000 350,000 375,000 Stevens Drive Storm Sewer Improvements M3630 3 25,000 350,000 375,000 Annual Storm Water Improvements M3631 2 240,000 240,000 240,000 240,000 240,000 1,200,000 Lower Muscatine Area Storm Sewer Improvements M3632 2 75,000 675,000 750,000 Idyllwild Storm Water Drainage Diversion P3976 3 450,000 450,000 C6f.] Division Project# Priority 2016 2017 2018 2019 2020 Total Storm Water Total 715,000 615,000 590,000 315,000 915,000 3,150,000 Street ODerations Iowa City Gateway Project(Dubuque St) 53809 1 21,061,516 18,469,516 13,885,117 53,416,149 Annual Traffic Signal Projects 53814 3 150,000 150,000 150,000 150,000 150,000 750,000 Traffic Calming 53816 3 25,000 25,000 25,000 25,000 25,000 125,000 Overwidth Paving - Sidewalks 53821 3 25,000 25,000 25,000 25,000 25,000 125,000 Curb Ramps -ADA 53822 1 100,000 100,000 100,000 100,000 100,000 500,000 Brick Street Repairs 53823 2 20,000 20,000 20,000 20,000 20,000 100,000 Annual Pavement Rehabilitation 53824 1 1,500,000 1,499,219 1,499,219 1,499,219 1,499,219 7,496,876 Underground Electrical Facilities 53826 2 194,553 175,830 175,830 175,830 175,830 897,873 Annual Complete Streets Improvements 53827 3 250,000 250,000 250,000 250,000 1,000,000 Sidewalk Infill Program 53828 2 100,000 100,000 200,000 Alley Assessment 53830 1 181,000 181,000 181,000 543,000 Burlington & Madison Intersection Improvements 53834 3 2,300,000 2,300,000 Foster Rd Extension - Dubuque to Prairie Du Chien 53839 2 100,000 2,600,000 2,700,000 Burlington & Clinton Intersection Improvements 53840 2 1,138,332 1,138,332 Annual RR Crossings City Wide 53843 2 20,000 20,000 20,000 20,000 20,000 100,000 Brick Street Reconstruct,Davenport - Bloomington 53849 2 1,000,000 1,000,000 American Legion Rd -Scott Blvd to Taft Ave 53854 2 350,000 7,450,000 7,800,000 Mormon Trek- Right Tum at Benton &3Lane Conv 53868 3 1,150,000 1,150,000 1st Ave I IAIS RR Crossing Grade Separation 53871 1 4,500,000 4,500,000 Annual Bridge Maintenance & Repair 53910 1 50,000 50,000 50,000 50,000 50,000 250,000 Interstate 80 Aesthetic Improvements 53921 4 75,000 225,000 300,000 LED Streetlight Replacement 53932 2 75,000 75,000 75,000 75,000 75,000 375,000 Myrtle/Riverside Intersection Signalization 53933 2 900,000 900,000 McCollister Blvd- Gilbert to Sycamore 53934 2 350,000 3,025,000 3,375,000 Prentiss Street Bridge Replacement 53935 1 125,000 1,025,000 1,150,000 Melrose Avenue Improvements 53936 2 250,000 3,750,000 4,000,000 First Avenue Three -Lane Conversion 53937 3 275,000 275,000 Washington Street Reconstruction 53938 1 5,282,000 5,282,000 Street Operations Total 36,822,401 24,509,565 17,831,166 6,215,049 16,371,049 101,749,230 Transit Operations Transit Facility Relocation T3055 2 20,000,000 20,000,000 Transit Bus Shelter Replacement & Expansion T3059 2 50,000 50,000 100,000 Transit Operations Total 50,000 50,000 20,000,000 20,100,000 Wastewater Treatment Annual Sewer Main Replacement V3101 2 500,000 500,000 500,000 500,000 500,000 2,500,000 Sludge Biosolid Dewatering Equip Replacement V3141 2 800,000 800,000 Backup Generator & Electrical System Upgrade V3143 1 3,500,000 3,500,000 Wastewater Clarifier Repairs V3144 1 150,000 150,000 Scott Boulevard Trunk Sewer V3145 1 475,000 1,550,000 2,025,000 Wastewater Treatment Total 1,450,000 975,000 2,050,000 4,000,000 500,000 8,975,000 Water Operations First Avenue (400-500 Block) Water Main Replace W3212 2 637,100 637,100 Ground Storage Reservoir VFD Upgrades W3213 2 113,275 121,900 235,175 Reseal Treatment Plant Building W3214 2 27,500 27,500 Spruce St. (1300-1400 Block) Water Main Repl W3216 3 217,350 217,350 Aquifer Storage and Recovery (ASR) Project W3221 3 50,000 250,000 300,000 Dill St. Water Main Replacement W3222 1 50,000 501,975 551,975 Douglas St./Douglas Ct. Water Main Replacement W3223 1 630,000 630,000 Cfil Division Project# Priority 2016 2017 2018 2019 2020 Total Lee StlHighwood St Water Main Replacement W3224 1 195,500 195,500 Water Treatment Plant Filter hb Buildout W3225 2 20,000 70,000 70,000 81,600 241,600 Water Plant Computer Control System(s) Replacement W3226 2 99,500 55,000 55,000 209,500 Bradford Drive Water Main Replacement W3300 3 40,000 266,000 306,000 Herbert Hoover Water Booster Pump Station W3301 1 1,000,000 1,000,000 Giblin Drive Water Main Replacement W3302 1 29,000 217,350 246,350 Sixth Avenue Water Main Replacement W3303 1 40,000 275,000 315,000 Water Operations Total 969,275 966,225 802,100 654,950 1,720,500 5,113,050 GRAND TOTAL 45,823,538 38,729,450 30,774,456 17,911,899 41,666,549 174,905,892 :3eI1] City of Iowa City, Iowa Capital Improvement Plan 2016-2020 2016 thru 2020 FUNDING SOURCE SUMMARY Source 2016 2017 2018 2019 2020 Total AIRPORT FUND 100,000 270,800 308,830 200,000 117,000 996,630 CONTRIBUTIONS & DONATIONS 565,000 150,000 15,000 100,000 830,000 EQUIPMENT FUND 40,000 1,100,000 1,000,000 2,140,000 FEDERAL GRANTS 5,766,327 4,681,084 1,934,470 135,000 20,223,660 32,740,541 GENERALFUND 460,000 1,240,000 1,140,000 390,000 390,000 3,620,000 GO BONDS 9,476,888 14,137,000 13,453,890 9,780,830 9,760,340 56,608,948 ITS FUND 50,000 500,000 550,000 LANDFILL FUND 1,033,000 800,000 1,833,000 LOCAL OPTION SALES TAX 16,020,189 8,262,595 24,282,784 MISC TRANSFERS IN 3,300,000 3,300,000 OTHER LOCAL GOVERNMENTS 1,600,000 1,600,000 OTHER STATE GRANTS 855,000 975,200 575,000 75,000 2,480,200 PARK DEDICATION FEES 35,862 41,070 76,932 PARKING FUND 550,000 400,000 570,000 200,000 100,000 1,820,000 REFUSE COLLECTION FUND 700,000 700,000 REVENUE BONDS 2,025,000 1,000,000 3,025,000 ROAD USE TAX FUND 2,909,188 2,122,000 3,097,000 2,097,000 2,097,000 12,322,188 STORM WATER FUND 792,334 615,000 890,000 315,000 915,000 3,527,334 TAX INCREMENT FINANCING 20,714 20,714 TRANSIT FUND 50,000 50,000 1,000,000 1,100,000 UNIVERSITY OF IOWA 60,000 65,000 125,000 UTILITY FRANCHISE TAX 325,365 293,049 293,049 293,049 293,049 1,497,561 UTILITY REBATES 177,000 177,000 WASTEWATER FUND 1,950,000 2,500,000 3,000,000 2,875,000 1,050,000 11,375,000 WATER FUND 1,815,275 1,116,225 802,100 654,900 720,500 5,109,000 GRAND TOTAL 42,992,142 41,297,953 28,764,339 17,136,849 41,666,549 171,857,832 Cf:➢ Capital Improvement Program by Funding Source 2016-2020 $171,857,832 Equipment Fund, $2,140,000 nfo Technology Fund, $550,000 t Stone Nkter Fund, $3,527,334 Landfill Fund, $1,833,13131) Refuse 1,W3,000 Refuse Collection Fund, $700,000 Airport Fund, $996,630 Ransit Fund, Parlung Mier Fund, Tax Increment Financing, GO Bonds, $56,608,948 _........... , Revenue Bonds, $3,025,000 Utility Rehates, $177,000 �Misc Transfers In, $1,100,000 Utility Franchise Tax, $1,497,581 Boa 00 E1$1% General Fund , $3,62D,000 _University of Iowa, $125,000 Other State Grants, $2,480,200 Other Local Governments, $1,600,000 Fees, $76,932 City of Iowa City, Iowa Capital Improvement Plan 2016-2020 2016 thru 2020 PROJECTS BY FUNDING SOURCE Source Project# Priority 2016 2017 2018 2019 2020 Total AIRPORT FUND Apron Reconstruction & Connecting Taxiway A3430 1 123,830 123,830 Airfield Pavement Rehabilitation A3461 2 75,000 85,800 160,800 Hangar Door Replacement A3462 2 185,000 185,000 185,000 555,000 Runway 7125 Design Category Conversion A3464 1 25,000 25,000 Runway 7 Environmental Assessment A3465 1 15,000 15,000 Runway 7 Extension (213') A3466 1 117,000 117,000 AIRPORT FUND Total 100,000 270.800 308,830 200.000 117,000 996,630 CONTRIBUTIONS & DONATIONS City Park Cabin Restoration R4187 2 15,000 15,000 Recreation Center Phase 2Improvements R4329 3 15,000 15,000 Library Bookmobile R4333 1 150,000 150,000 Amencan Legion Rd -Scott Blvd to Taft Ave 53854 2 100,000 100,000 1st Ave I IAIS RR Crossing Grade Separation 53871 1 550,000 550,000 CONTRIBUTIONS & DONATIONS 565,000 150,000 15,000 100,000 830,000 Total EQUIPMENT FUND Vehicle Wash System at New Public Works Site P3957 1 40,000 1,100,000 1,140,000 Public Works Facility P3959 3 1,000,000 1,000,000 EQUIPMENT FUND Total 40,000 1,100,000 1,000,000 2,140,000 FEDERAL GRANTS Apron Reconstruction & Connecting Taxiway A3430 1 1,114,470 1,114,470 Runway 7125 Design Category Conversion A3464 1 225,000 225,000 Runway 7 Environmental Assessment A3465 1 135,000 135,000 Runway 7 Extension (213') A3466 1 1,053,000 1,053,000 Iowa City Gateway Project(Dubuque St) 53809 1 4,541,327 3,170,084 7,711,411 Burlington & Madison Intersection Improvements 53834 3 1,511,000 1,511,000 Burlington & Clinton Intersection Improvements 53840 2 500,000 500,000 Amencan Legion Rd -Scott Blvd to Taft Ave 53854 2 2,240,660 2,240,660 Mormon Trek- Right Tum at Benton & 3 Lane Conv 53868 3 500,000 500,000 Prentiss Street Bridge Replacement 53935 1 820,000 820,000 Melrose Avenue Improvements 53936 2 930,000 930,000 Transit Facility Relocation T3055 2 16,000,000 16,000,000 FEDERAL GRANTS Total 5,766,327 4,681,084 1,934,470 135,000 20,223,660 32,740,541 GENERAL FUND T 493 Source Project# Priority 2016 2017 2018 2019 2020 Total City Hall - Other Projects G4704 2 50,000 50,000 50,000 50,000 50,000 250,000 Public Works Facility P3959 3 750,000 300,000 E4514 750,000 Parks Annual Improvements/Maintenance R4130 1 100,000 100,000 100,000 100,000 100,000 500,000 Park Annual ADA Accessibility Improvements R4132 1 25,000 25,000 25,000 25,000 25,000 125,000 City Park Cabin Restoration R4187 2 30,000 P3959 3 700,000 30,000 Emerald Ash Borer Response Plan R4189 1 75,000 75,000 75,000 75,000 75,000 375,000 Intracity Bike Trails R4206 2 50,000 50,000 50,000 50,000 50,000 250,000 Sustainable Roadway Vegetation Management Program R4226 3 25,000 25,000 25,000 25,000 25,000 125,000 Annual Recreation Center Improvements R4330 1 50,000 65,000 65,000 65,000 65,000 310,000 Elementary School Recreation Facility Partnership R4331 2 750,000 65,000 R4191 750,000 Library Bookmobile R4333 1 100,000 25,000 R4192 4 100,000 Replace Library HVAC Controls R4334 1 55,000 150,000 R4224 1 200,000 55,000 GENERAL FUND Total GO BONDS Riverfront Crossing Development Towncrest Area Redevelopment Permitting Software Upgrade City Hall Remodel for NDS Integration Public Works Facility Riverside Drive Pedestrian Tunnel Frauenholtz-Miller Park Development Riverfront Crossings Riverbank/Park Development City Park Cabin Restoration City Park Pool Cabana Shelters Pheasant Hill Park Renovation Happy Hollow Shelter & Bathroom Upgrades Hickory Hill Park Redesign & Development Highway 1 Sidewalk/Trail Waterworks Park Boat Ramp Willow CrklKiwanis Park Improvements Recreation Center Phase 2Improvements Upgrade Building BAS Controls Mercer Aquatic Center/Scanlon Gym Improvements Recreation Center Lobby Remodel Black Hawk Mini ParMPedestrian Mall EastlWest Wing Pedestrian Mall Reconstruction Creekside Park Redevelopment Iowa City Gateway Project (Dubuque St) Sidewalk Infill Program Alley Assessment Burlington & Madison Intersection Improvements Foster Rd Extension - Dubuque to Prairie Du Chien American Legion Rd -Scott Blvd to Taft Ave Mormon Trek- Right Tum at Benton & 3 Lane Conv 1st Ave 11AIS RR Crossing Grade Separation Myrtle/Riverside Intersection Signalization McCollister Blvd - Gilbert to Sycamore Prentiss Street Bridge Replacement Melrose Avenue Improvements First Avenue Three -Lane Conversion Washington Street Reconstruction Transit Facility Relocation Fire Apparatus Replacement Program 460,000 1,240,000 1,140,000 390,000 390,000 3,620,000 E4513 1 150,000 150,000 300,000 E4514 4 600,000 600,000 G4720 1 300,000 300,000 G4721 2 150,000 150,000 P3959 3 700,000 700,000 P3974 2 1,434,000 1,434,000 R4137 2 150,000 150,000 R4185 2 500,000 500,000 1,000,000 R4187 2 130,000 130,000 R4188 2 65,000 65,000 R4191 2 25,000 25,000 R4192 4 150,000 150,000 R4224 1 200,000 200,000 200,000 600,000 R4225 3 253,000 253,000 R4228 5 250,000 250,000 R4322 2 150,000 150,000 300,000 R4329 3 200,000 200,000 R4332 3 118,000 240,000 358,000 R4335 2 53,000 53,000 R4336 2 160,000 160,000 R4339 1 2,250,000 2,250,000 R4340 1 4,175,830 4,175,830 R4341 2 328,000 328,000 53809 1 5,900,000 11,975,000 17,875,000 53828 2 100,000 100,000 200,000 53830 1 181,000 181,000 181,000 543,000 53834 3 100,000 100,000 53839 2 100,000 2,050,000 2,150,000 53854 2 350,000 5,109,340 5,459,340 53868 3 650,000 650,000 53871 1 1,546,222 1,546,222 53933 2 900,000 900,000 53934 2 3,375,000 3,375,000 53935 1 125,000 205,000 330,000 53936 2 250,000 1,220,000 1,470,000 53937 3 275,000 275,000 53938 1 4,133,666 4,133, 666 T3055 2 700,000 700,000 Y4406 1 750,000 60,000 830,000 1,640,000 Source Project# Priority 2016 2017 2018 2019 2020 Total Fire/Police Storage Facility Relocation Y4436 2 700,000 700,000 Fire Training Center Relocation Y4437 2 500,000 500,000 Police Department Flooring & Cabinets Y4438 4 129,890 129,890 GO BONDS Total 9,476,888 14,137,000 13,453,890 9,780,830 9,760,340 56,608,948 ITS FUND Phone System Replacement G4722 2 50,000 500,000 550,000 ITS FUND Total 50,000 500,000 550,000 LANDFILL FUND Landfill Surveillance Cameras L3326 2 83,000 83,000 Landfill Gas Collection System Expansion L3327 1 950,000 950,000 Landfill Equipment Building Replacement L3328 2 800,000 800,000 LANDFILL FUND Total 1,033,000 800,000 1,833,000 LOCAL OPTION SALES TAX Iowa City Gateway Project(Dubuque St) 53809 1 16,020,189 8,262,595 24,282,784 LOCAL OPTION SALES TAX Total 16,020,189 8,262,595 24,282,784 MISC TRANSFERS IN Transit Facility Relocation T3055 2 3,300,000 3,300,000 MISC TRANSFERS IN Total 3,300,000 3,300,000 OTHER LOCAL GOVERNMENTS Melrose Avenue Improvements 53936 2 1,600,000 1,600,000 OTHER LOCAL GOVERNMENTS 1,600,000 1,600,000 Total OTHER STATE GRANTS Airfield Pavement Rehabilitation A3461 2 175,000 200,200 375,200 Hangar Door Replacement A3462 2 75,000 75,000 75,000 225,000 City Park Cabin Restoration R4187 2 25,000 25,000 Ashton House Patio Improvements R4193 4 155,000 155,000 Highway 1 Sidewalk/Trail R4225 3 500,000 500,000 Burlington & Madison Intersection Improvements 53834 3 500,000 500,000 1st Ave I IAIS RR Crossing Grade Separation 53871 1 500,000 500,000 Interstate 80 Aesthetic Improvements 53921 4 200,000 200,000 OTHER STATE GRANTS Total 855,000 975,200 575,000 75,000 2,480,200 PARK DEDICATION FEES Frauenholtz-Miller Park Development R4137 2 41,070 41,070 Pheasant Hill Park Renovation R4191 2 35,862 35,862 PARK DEDICATION FEES Total 35,862 41,070 76,932 M,IR Source Project# Priority 2016 2017 2018 2019 2020 Total PARMNG FUND 1,000,000 Annual Traffic Signal Projects 53814 3 150,000 150,000 150,000 Parking Facility Restoration Repair T3004 2 400,000 400,000 300,000 200,000 100,000 1,400,000 Parking Facility& Enforcement Automation T3009 3 25,000 125,000 270,000 53821 3 270,000 Capitol & Dubuque Street Fagade Improvements T3017 4 150,000 25,000 125,000 Curb Ramps -ADA 53822 150,000 PARKING FUND Total 100,000 550,000 400,000 570,000 200,000 100,000 1,820,000 REFUSE COLLECTION FUND 20,000 20,000 20,000 20,000 20,000 100,000 Annual Pavement Rehabilitation Public Works Facility P3959 3 1,369,188 1,382,000 700,000 1,382,000 1,382,000 700,000 REFUSE COLLECTION FUND Total 53827 3 700,000 250,000 250,000 700,000 REVENUE BONDS Annual RR Crossings City Wide 53843 2 20,000 20,000 20,000 20,000 Scott Boulevard Trunk Sewer V3145 1 Brick Street Reconstruct,Davenport - Bloomington 2,025,000 2 1,000,000 2,025,000 Herbert Hoover Water Booster Pump Station W3301 1 1,000,000 Annual Bridge Maintenance & Repair 53910 1 1,000,000 1,000,000 REVENUE BONDS Total 50,000 50,000 2,025,000 Interstate 80 Aesthetic Improvements 53921 1,000,000 3,025,000 ROAD USE TAX FUND Public Works Facility P3959 3 1,000,000 1,000,000 Annual Traffic Signal Projects 53814 3 150,000 150,000 150,000 150,000 150,000 750,000 Traffic Calming 53816 3 25,000 25,000 25,000 25,000 25,000 125,000 Overxidth Paving - Sidewalks 53821 3 25,000 25,000 25,000 25,000 25,000 125,000 Curb Ramps -ADA 53822 1 100,000 100,000 100,000 100,000 100,000 500,000 Brick Street Repairs 53823 2 20,000 20,000 20,000 20,000 20,000 100,000 Annual Pavement Rehabilitation 53824 1 1,369,188 1,382,000 1,382,000 1,382,000 1,382,000 6,897,188 Annual Complete Streets Improvements 53827 3 250,000 250,000 250,000 250,000 1,000,000 Annual RR Crossings City Wide 53843 2 20,000 20,000 20,000 20,000 20,000 100,000 Brick Street Reconstruct,Davenport - Bloomington 53849 2 1,000,000 1,000,000 Annual Bridge Maintenance & Repair 53910 1 50,000 50,000 50,000 50,000 50,000 250,000 Interstate 80 Aesthetic Improvements 53921 4 75,000 25,000 100,000 LED Streetlight Replacement 53932 2 75,000 75,000 75,000 75,000 75,000 375,000 ROAD USE TAX FUND Total 2,909,188 2,122,000 3,097,000 2,097,000 2,097,000 12,322,188 STORM WATER FUND Normandy Drive Stomr Sewer Replacement M3629 3 25,000 350,000 375,000 Stevens Drive Stomr Sewer Improvements M3630 3 25,000 350,000 375,000 Annual Stomr Water Improvements M3631 2 240,000 240,000 240,000 240,000 240,000 1,200,000 Lower Muscatine Area Storm Sewer Improvements M3632 2 75,000 675,000 750,000 Public Works Facility P3959 3 300,000 300,000 Idyllwild Stomr Water Drainage Diversion P3976 3 450,000 450,000 Washington Street Reconstruction 53938 1 77,334 77,334 STORM WATER FUND Total 792,334 615,000 890,000 315,000 915,000 3,527,334 TAX INCREMENT FINANCING Riverside Drive Pedestrian Tunnel P3974 2 20,714 20,714 TAX INCREMENT FINANCING Total 20,714 20,714 TRANSIT FUND M1111 Source Project# Priority 2016 2017 2018 2019 2020 Total Public Works Facility P3959 3 1,000,000 1,000,000 Transit Bus Shelter Replacement & Expansion T3059 2 50,000 50,000 100,000 TRANSIT FUND Total 50,000 50,000 1,000,000 1,100,000 UNIVERSITY OF IOWA Fire Apparatus Replacement Program Y4406 1 60,000 65,000 125,000 UNIVERSITY OF IOWA Total 60,000 65,000 125,000 UTILITY FRANCHISE TAX Annual Pavement Rehabilitation 53824 1 130,812 117,219 117,219 117,219 117,219 599,688 Underground Electrical Facilities 53826 2 194,553 175,830 175,830 175,830 175,830 897,873 UTH3TY FRANCHISE TAX Total 325,365 293,049 293,049 293,049 293,049 1,497,561 UTILITY REBATES Upgrade Building BAS Controls R4332 3 177,000 177,000 UTH3TY REBATES Total 177,000 177,000 WASTEWATER FUND Public Works Facility P3959 3 500,000 500,000 Iowa City Gateway Project (Dubuque St) 53809 1 500,000 2,000,000 2,000,000 4,500,000 Foster Rd Extension - Dubuque to Prairie Du Chien 53839 2 550,000 550,000 Annual Sewer Main Replacement V3101 2 500,000 500,000 500,000 500,000 500,000 2,500,000 Sludge Biosolid Dewatenng Equip Replacement V3141 2 800,000 800,000 Backup Generator & Electrical System Upgrade V3143 1 2,375,000 2,375,000 Wastewater Clarifier Repairs V3144 1 150,000 150,000 WASTEWATER FUND Total 1,950,000 2,500,000 3,000,000 2,875,000 1,050,000 11,375,000 WATER FUND Iowa City Gateway Project (Dubuque St) 53809 1 150,000 150,000 Burlington & Clinton Intersection Improvements 53840 2 100,000 100,000 Washington Street Reconstruction 53938 1 746,000 746,000 First Avenue (400-500 Block) Water Main Replace W3212 2 637,100 637,100 Ground Storage Reservoir VFD Upgrades W3213 2 113,275 121,900 235,175 Reseal Treatment Plant Building W3214 2 27,500 27,500 Spruce St. (1300-1400 Block) Water Main Repl W3216 3 217,300 217,300 Aquifer Storage and Recovery (ASR) Project W3221 3 50,000 250,000 300,000 Dill St. Water Main Replacement W3222 1 50,000 501,975 551,975 Douglas St./Douglas Ct. Water Main Replacement W3223 1 630,000 630,000 Lee StlHighwood St Water Main Replacement W3224 1 195,500 195,500 Water Treatment Plant Filter A Buildout W3225 2 20,000 70,000 70,000 81,600 241,600 Water Plant Computer Control Systems) Replacement W3226 2 99,500 55,000 55,000 209,500 Bradford Drive Water Main Replacement W3300 3 40,000 266,000 306,000 Giblin Drive Water Main Replacement W3302 1 29,000 217,350 246,350 Sixth Avenue Water Main Replacement W3303 1 40,000 275,000 315,000 WATER FUND Total 1,815,275 1,116,225 802,100 654,900 720,500 5,109,000 C1Sl Source Project# Priority 2016 2017 2018 2019 2020 Total GRAND TOTAL 42,992,142 41,297,953 28,764,339 17,136,849 41,666,549 171,857,832 :f:I:l Capital Project Funds Project Listing Project Airport Page A3430 - Apron Reconstruction & Connecting Taxiway .................................................... 502 A3461—Airfield Pavement Rehabilitation........................................................................ 503 A3462— Hangar A Door Replacement..................................................................................... 504 A3464 - Runway 7/25 Design Category Conversion....................................................... 505 A3465 — Runway 7 Environmental Assessment.............................................................. 506 A3466 - Runway 7 Extension (213')............................................................................... 506 Finance G4704 - City Hall -Other Projects..................................................................................... 507 G4722 — Phone System Replacement................................................................ 507 Fire — Permitting Software Upgrade............................................................... 515 Y4406 - Fire Apparatus Replacement Program............................................................... 508 Y4436 — Fire/Police Storage Facility Relocation.............................................................. 509 Y4437 — Fire Training Center Relocation......................................................................... 510 Library R4333 — Library Bookmobile............................................................................................ 511 R4334 — Replace Library HVAC Controls........................................................................ 512 Neighborhood & Development Services E4513 - Riverfront Crossing Redevelopment.................................................................. 513 E4514 - Towncrest Area Redevelopment........................................................................ 514 G4720 — Permitting Software Upgrade............................................................... 515 G4721 — City Hall Remodel for NDS Integration ....................................................516 518 Parks R4130 - Parks Annual Improvements/Maintenance........................................................ 517 R4132 - Park Annual ADA Accessibility Improvements................................................... 517 R4137 — Frauenholtz-Miller Park Development............................................................... 518 R4185 — Riverfront Crossings Riverbank/Park Development .......................................... 518 R4187 — City Park Cabin Restoration.............................................................................. 519 R4188 — City Park Pool Cabana Shelters........................................................................ 520 R4189 — Emerald Ash Borer Response Plan.................................................................. 520 R4191 — Pheasant Hill Park Renovation.......................................................................... 521 R4192 —Happy Hollow Shelter & Bathroom Upgrades .................................................... 521 R4193—Ashton House Patio Improvements................................................................... 522 R4206 - Intra -City Bike Trails........................................................................................... 522 R4224 - Hickory Hill Park Redesign and Development................................................... 523 R4225 —Highway 1 Sidewalk/Trail.................................................................................. 523 R4226—Sustainable Roadway Vegetation Management Program ................................ 524 R4228 —Waterworks Park Boat Ramp............................................................................ 524 R4322 - Willow Creek/Kiwanis Park Improvements........................................................ 525 R4329 - Recreation Center Phase 2 Improvements........................................................ 525 R4330 - Annual Recreation Center Improvements.......................................................... 526 R4331 - Elementary School Recreation Facility Partnership ........................................... 526 R4332 — Upgrade Building BAS Controls........................................................................ 527 R4335 — Mercer Aquatic Center/Scanlon Gym Improvements ........................................ 528 R4336 - Recreation Center Lobby Remodel.................................................................... 529 R4339 — Black Hawk Mini Park/Pedestrian Mall.............................................................. 530 R4340 — East/West Wing Pedestrian Mall Reconstruction ............................................. 531 R4341 - Creekside Park Redevelopment....................................................................... 531 Project Page Police Y4438 — Police Department Flooring & Cabinets............................................................ 532 Public Works M3629 — Normandy Drive Storm Sewer Replacement.................................................... 533 M3630 — Stevens Drive Storm Sewer Improvements...................................................... 533 M3631 —Annual Storm Water Improvements.................................................................. 534 M3632 — Lower Muscatine Area Storm Sewer Improvements ........................................ 534 P3957 - Vehicle Wash System at New Public Works Site ............................................... 535 P3959 — Public Work Faciliity.......................................................................................... 536 P3974 - Riverside Drive Pedestrian Tunnel..................................................................... 537 P3976 - Idyllwild Storm Water Drainage Diversion.......................................................... 537 S3809 - Iowa City Gateway Project (Dubuque Street) .................................................... 538 S3814 — Annual Traffic Signal Projects........................................................................... 539 S3816 - Traffic Calming................................................................................................... 539 S3821 - Overwidth Paving-Sidewalks.............................................................................. 540 S3822 - Curb Ramps-ADA............................................................................................... 540 S3823 - Brick Street Repairs........................................................................................... 541 S3824—Annual Pavement Rehabilitation....................................................................... 541 S3826 - Underground Electrical Facilities........................................................................ 542 S3827—Annual Complete Streets Improvements........................................................... 542 S3828 - Sidewalk Infill Program....................................................................................... 543 S3830 - Alley Assessment............................................................................................... 543 S3834 — Burlington & Madison Intersection Improvements ............................................. 544 S3839 — Foster Rd Extension — Dubuque to Prairie du Chien ........................................ 545 S3840 — Burlington & Clinton Intersection Improvements ............................................... 545 S3843 — Annual RR Crossings City Wide........................................................................ 546 S3849 - Brick Street Reconstruction, Davenport - Bloomington ...................................... 547 S3854 - American Legion Road - Scott Blvd to Taft Ave ................................................. 548 S3868 - Mormon Trek Blvd - Right Turn at Benton & 3 Lane Conversion ...................... 549 S3871 - 1st Ave/IAIS RR Crossing Grade Separation..................................................... 550 S3910 — Annual Bridge Maintenance & Repair............................................................... 551 S3921 - Interstate 80 Aesthetic Improvements................................................................ 551 S3932 - LED Streetlight Replacement............................................................................. 552 S3933 — Myrtle/Riverside Intersection Signalization........................................................ 552 S3934 — McCollister Blvd —Gilbert to Sycamore............................................................. 553 S3935 — Prentiss Street Bridge Replacement................................................................. 554 S3936 — Melrose Avenue Improvements............................................................. 555 S3937 — First Avenue Three -Lane Conversion............................................................... 556 S3938 —Washington Street Reconstruction................................................................... 557 V3101 —Annual Sewer Main Replacement..................................................................... 558 V3141 —Sludge Biosolid Dewatering Equipment Replacement ...................................... 558 V3143 — Backup Generator & Electrical System Upgrade .............................................. 559 V3144 —Wastewater Clarifier Repairs............................................................................. 560 V3145 — Scott Boulevard Trunk Sewer............................................................................ 561 W3212 - First Ave. (400 - 500 block) Water Main Replacement ..................................... 562 W3213 - Ground Storage Reservoir VFD Upgrade......................................................... 563 W3214 - Reseal Water Treatment Plant Building............................................................ 564 W3216 - Spruce St (1300 - 1400 block) Water Main Replacement ................................. 565 W3221 — Aquifer Storage & Recovery (ASR) Project ...................................................... 566 W3222 — Dill St Water Main Replacement....................................................................... 567 W3223 — Douglas St/Douglas Ct Water Main Replacement ............................................ 568 W3224 — Lee St/Highwood St Water Main Replacement ................................................ 569 W3225 — Water Treatment Plant Filter #6 Buildout......................................................... 570 W3226 —Water Plant Computer Control System Replacement ...................................... 571 W3300 — Bradford Drive Water Main Replacement......................................................... 572 W3301 — Herbert Hoover Water Booster Pump Station .................................................. 573 W3302 —Giblin Drive Water Main Replacement.............................................................. 574 IN Project W3303 —Sixth Avenue Water Main Replacement ............................................... Transportation & Resource Management L3326 — Landfill Surveillance Cameras ..................................... L3327 - Landfill Gas Collection System Expansion ................... L3328 - Landfill Equipment Building Replacement ................... T3004—Parking Facility Restoration Repair .............................. T3009 — Parking Facility and Enforcement Automation .............. T3017 — Capitol & Dubuque Street Fagade Improvements........ T3055—Transit Facility Relocation ............................................. T3059 —Transit Bus Shelter Replacement and Expansion........ YDS Page ...... 575 Project Summary by Name Project# A343O Project Name Apron Reconstruction & Connecting Taxiway GRANTEE FAA SCORE 67 MATCH% 10% TIFDISTRICT None Total Project Cost: $1,238,300 to Department AIRPORT Contact Michael Tharp Type One Phase Useful Life 50 years Category Airport Priority Critical (1) Status Active Justification Airuatt parking space is short. Conflicts occur during high traffic days and when there are special events being held in the area (or on the airport). This project expands the ramp to provide for the allowable ramp space per FAA formulas. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 190,500 190,500 CONSTRUCTION 1,047,800 1,047,800 Total 1,238,300 1,238,300 Funding Sources 2016 2017 2018 2019 2020 Total AIRPORT FUND 123,830 123,830 FEDERAL GRANTS 1,114,470 1,114,470 Total 1,238,300 1,238,300 IExpmsion oI apron will require additional maintenance over long tens. Replacement oI exrsmng apron would decrease current maintenance costs, but will increase snow olowine and ice removal costs. Total annual expenditure impact is less than $10,000 per vear. Y�YJ Project Summary by Name Project # A3461 Project Name Airfield Pavement Rehabilitation GRANTEE IDOT MATCH % 70% Justification SCORE 70 TIFDISTRICT None Total Project Cost: $536,000 Department AIRPORT Contact Michael Tharp Type Multi -Phase Useful Life 30 Years Category Airport Priority Essential (2) Status Active IThis project prepares for pavement replacement near the terminal building by placing additional pavement on the west of the aircraft parking apron in order to main the existine avialable varkine area durine reconstruction. Proiect would not proceed without state fundine in each vear. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 43,000 48,000 91,000 CONSTRUCTION 207,000 238,000 445,000 Total 250,000 286,000 536,000 Funding Sources 2016 2017 2018 2019 2020 Total AIRPORT FUND 75,000 85,800 160,800 OTHER STATE GRANTS 175,000 200200 375200 Total 250,000 286,000 536,000 (Runway Pavements are approaching 10 years old. this project would add minor additional expenses related to pavement maintenance and snow plowing/clearing operations. Annual cost savines is expected to be less than $10,000. YAR] Project Summary by Name Project # A3462 Project Name Hangar A Door Replacement GRANTEE IDOT MATCH % 70% Justification SCORE 74 TIFDISTRICT None Total Project Cost: $780,000 Department Contact Tvpe Useful Life Category Prioritv Status AIRPORT Michael Tharp Multi -Phase 50 years Airport Essential (2) Active 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 hangar and allow for rates to be in line with other hangars of similar size with motorized doors. Project would not occur without state grant assistance. Phases will replace approximately 4 of 10 doors Pendine bids. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 42,000 42,000 42,000 126,000 CONSTRUCTION 218,000 218,000 218,000 654,000 Total 260,000 260,000 260,000 780,000 Funding Sources 2016 2017 2018 2019 2020 Total AIRPORT FUND 185,000 185,000 185,000 555,000 OTHER STATE GRANTS 75,000 75,000 75,000 225,000 Total 260,000 260,000 260,000 780,000 IMmor decrease In operating expenses due to decreased maintenance and repair expenses on the doors. The decrease In operating expenditures Is less than $10,000. Project Summary by Name Project # A3464 Project Name Runway 7/25 Design Category Conversion Department AIRPORT Contact Michael Tharp Type One Phase GRANTEE FAA SCORE 75 Useful Life 20 years MATCH% 10% TIFDISTRICT None Category Airport 250,000 2018 2019 2020 Total AIRPORT FUND FEDERAL GRANTS Priority Critical (1) ieliption Total Project Cost: $250,000 Status Active onversion of Runway 7/25 from a C -II design to a B -II design. This conversion will require a repainting of the runway markings as well as a relocatic each lighting. The runwaywas designated a C -II runway during the 1996 Airport Master Plan, but the critical aircraft to support that category did not comments from pilots was a concern on Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN CONSTRUCTION 37,500 212,500 37,500 212,500 Funding Sources Total 250,000 2016 2017 250,000 2018 2019 2020 Total AIRPORT FUND FEDERAL GRANTS 25,000 225,000 25,000 225,000 Total 250,000 250,000 ieu Project Summary by Name Project # A3465 Project Name Runway 7 Environmental Assessment GRANTEE FAA SCORE 69 MATCH% 10% TIFDISTRICT None Total Project Cost: $150,000 Department AIRPORT Contact Michael Tharp Type One Phase Useful Life 10 years Category Airport Priority Critical (1) Status Active 4ollow, up project from Runway 7/25 Conversion. This is the Environmental Assessment required before constructing an approximately 213 feet extension atthe 3unway 7 end of Runway 7/25. Justification Due of the primary comments from pilots was a concern of the landing distance on 7/25. This project is the second part of the 7/25 runway categorical change and rill extend the Runway 7/25 runway by approximately 213 feet. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 150,000 150,000 Total 150,000 150,000 Funding Sources 2016 2017 2018 2019 2020 Total AIRPORT FUND 15,000 15,000 FEDERAL GRANTS 135,000 135,000 Total 150,000 150,000 Project # A3466 Project Name Runway 7 Extension (213') GRANTEE FAA MATCH % 10% Description Phis project will construct an ext Justification Due of the primary comments fro rill extend the Runway 7/25 rnrn Expenditures SCORE 69 TIFDISTRICT None Total Project Cost: $1,170,000 Department AIRPORT Contact Michael Tharp Type One Phase Useful Life 50 years Category Airport Priority Critical (1) Status Active a concern of the landing distance on 7/25. This project is the second part of the 7/25 runway 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 235,000 235,000 CONSTRUCTION 935,000 935,000 Total 1,170,000 1,170,000 Funding Sources 2016 2017 2018 2019 2020 Total AIRPORT FUND 117,000 117,000 FEDERAL GRANTS 1,053,000 1,053,000 Total 1,170,000 1,170,000 project will add additional runway to clear during inclement weather and to provide additional maintenance and repairs. The estimated additional expenditures YQ:] Project # G4704 Project Name City Hall - Other Projects GRANTEE NONE MATCH % NONE to Project Summary by Name SCORE 32 TIFDISTRICT None Total Project Cost: $350,000 Department FINANCE Contact Dennis Bockenstedt Type Annual Useful Life 20 years Category Finance Administration Priority Essential (2) Status Active Justification This Droi ect is the repair and maintenance and other necessary improvements for the citv hall buildine and Dolice/tire additions. Prior Expenditures 2016 2017 2018 2019 2020 Total 100,000 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 Prior Funding Sources 2016 2017 2018 2019 2020 Total 100,000 GENERAL FUND 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 Budget Impact/Other to costs for the 2015 Droiect is Project # G4722 Project Name Phone System Replacement GRANTEE NONE MATCH % NONE save the City utility expenses, SCORE 54 TIFDISTRICT None costs. Department FINANCE Contact Dennis Bockenstedt Type One Phase Useful Life 10 years Category Finance Administration Priority Essential (2) Description Total Project Cost: $550,000 Status Active The first phase of the project will be to design the final system with input from outside vendors to ensure the best solution without wasted resources. Phase two will be to replace the core phone system that provides phone services for all city departments. The replacement system will be built with a voice over IP platform to allow for enhanced capability and resiliency. The new phone system will replace the infrastructure in the city's primary datacenter and the current phone handsets that don't support voice over IP. Justification phone system is critical to operations of all city departments including the police and fire departments. This current phone system is 12 years old. The company built the phone system was purchased by another company and hardware for the current phone system is becoming harder to attain in the event repairs are Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 50,000 50,000 CONSTRUCTION 500,000 500,000 Total 50,000 500,000 550,000 Funding Sources 2016 2017 2018 2019 2020 Total ITS FUND 50,000 500,000 550,000 Total 50,000 500,000 550,000 Yrrl Project Summary by Name Project # Y44O6 Project Name Fire Apparatus Replacement Program GRANTEE U OF I SCORE 52 MATCH% VARIES TIFDISTRICT None crinfrnn Total Project Cost: $1,765,000 2017: Fire Pumper #355 2018: Scotty House 2019: Fire Pumner #351 Department FIRE Contact John Grier Type Multi -Phase Useful Life 16 years Category Fire Priority Critical (1) Status Active Justification Phe Fire Safety House is used to provide up-to-date safety presentations and demonstrations throughout the community. The house also allows individuals the )pportunity 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 apparatus per the approved vehicle replacement schedule. Expenditures 2016 2017 2018 2019 2020 Total EQUIPMENT 810,000 60,000 895,000 1,765,000 Total 810,000 60,000 895,000 1,765,000 Funding Sources 2016 2017 2018 2019 2020 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 to newer Project Summary by Name Project # Y4436 Department FIRE Contact John Grier Project Name Fire/Police Storage Facility Relocation Type Multi -Phase GRANTEE NONE SCORE 52 Useful Life 25 years MATCH% NONE TIFDISTRICT None Category Fire Priority Essential (2) Description Total Project Cost: $700,000 Status Active This proj ect will design and construct a Public Safety equipment storage building to be utilized by the Iowa City Fire and the Iowa City Police Department. The Droiect will Drovide land acquisition. land development site utilities. buildine construction costs. and desum fees. Justification Phe decommissioning and revitalization of the north wastewater site will necessitate the relocation and construction of a public safety storage building. The project rill reduce the need to utilize other city facilities for public safety storage and eliminate the expenses accompanying the use of leased storage space. Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 700,000 700,000 Total 700,000 700,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 700,000 700,000 Total 700,000 700,000 Budget Impact/Other II 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 due to the elimination of a leased facility. IR Project Summary by Name Project # Y4437 Project Name Fire Training Center Relocation GRANTEE NONE SCORE 52 MATCH% NONE TIFDISTRICT None Total Project Cost: $500,000 Department FIRE Contact John Grier Type One Phase Useful Life 25 years Category Fire Priority Essential (2) Status Active )reject will construct a fire training butltlmg to address all aspects of emergency service delivery including fire suppression, technical resuce (confined space, trench, vehicle) and hazardous materials mitigation. The training building includes a bum room, stair tower and laddering, rappelling and search areas. The [y will be used for continuing education for firefighters, new recruits, and shared with Johnson Mutual Aid Association members. The project will provide Justification (The previously unfunded project proposal (Unfunded 80 -Fire Training Facility) has been revised and downsized, vastly reducing the project cost and land space requirements. The project will replace the fire training facility lost to the revitilization of the north wastewater site. Project justification is indicated in the Iowa City Fire Department Strategic Plan Addendum, Goal 1, Objective 113 and the city facilities space needs study. The project will provide an accessible training area that keens emereencv responders in the citv and readilv available for calls for service. Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 500,000 500,000 Total 500,000 500,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 500,000 500,000 Total 500,000 500,000 The 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 Ione term. The net impact on the ooeratine budget is about $50.000 Der vear. SG] Project # R4333 Project Name Library Bookmobile GRANTEE LIBRARYDONATIONS MATCH % 40% a 24 to Justification to Project Summary by Name SCORE 55 TIFDISTRICT None Total Project Cost: $250,000 Department Contact Type Useful Life Category Priority Status LIBRARY Susan Craig One Phase 15 years Library Critical (1) Active 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 brmation 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 2016 2017 2018 2019 2020 Total EQUIPMENT 250,000 250,000 Total 250,000 250,000 Funding Sources 2016 2017 2018 2019 2020 Total CONTRIBUTIONS & 150,000 150,000 DONATIONS GENERAL FUND 100,000 100,000 budget will incur additional Total 250,000 250,000 maintenance, and operating expenses. Some new staff will also be needed to provide operations staff. The 511 Project Summary by Name Project# R4334 Department LIBRARY Contact Susan Craig Project Name Replace Library HVAC Controls Type One Phase GRANTEE NONE SCORE 39 Useful Life 20 years MATCH% NONE TIFDISTRICT None Category Library Priority Critical (1) Description Total Project Cost: $55,000 States Active Replace the front end BMTW controller on library builidng HVAC system. Justification study completed by Design Engineers in FY14 recommends this project be completed in 2015 and provides the cost estimate.. The builidng automation system is 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 2016 2017 2018 2019 2020 Total CONSTRUCTION 55,000 55,000 Total 55,000 55,000 Funding Sources 2016 2017 2018 2019 2020 Total GENERAL FUND 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. SPJ Project Summary by Name Project # E4513 Project Name Riverfront Crossing Development GRANTEE NONE MATCH % NONE 3urlington Street Dam Justification SCORE 40 TIFDISTRICT Riverfront Crossings Total Project Cost: $500,000 Department NEIGHBORHOOD&DEVEL Contact WendyFord Type Annual Useful Life 40 Years Category Development Services Priority Critical (1) Status Active for development of the Riverfront Crossings area that will spur new construction and a city park that was previously wastewater and pmaer-uuuzea area. Prior Expenditures 2016 2017 2018 2019 2020 Total 200,000 CONTINGENCY 150,000 150,000 300,000 Total Prior Funding Sources Total 150,000 2016 150,000 2017 2018 300,000 2019 2020 Total 200,000 GO BONDS 150,000 150,000 300,000 Total Total 150,000 150,000 300,000 uperazmg impact: This project is to re -develop an aging part oI the city which could lower mtrastrucmre costs and raise property tax revenues. 'rhe estimated increase in revenues and decrease in expenditures is less than $10,000 per vear combined at this time. 513 Project Summary by Name Project # E4514 Project Name Towncrest Area Redevelopment GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT Towncrest Total Project Cost: $600,000 Department NEIGHBORHOOD&DEVEL Contact Tracy Hightshoe Type One Phase Useful Life 40 Years Category Development Services Priority Aesthetic Improvement (4) Status Active �crest Urban Renewal Area founded in 2010 on slum and blight. Primary goal of the plan is to stimulate, through public mvolvelment and commitment, vate investment in the revitalization of the Townaest neighborhood. Developer proposes to acquire an existing property at 1030 Williams St. and construct anew unit housing development for seniors 55 and older. 36 of the units rented to those under 60% median income and 4 unrestricted market rent units. Total Justification The goal is to revitalize a key eastside neighborhood. A Low Income Housing Tax Developer will apply for tax credits for a 41 unit senior housing development. The land is zoned for senior housing and an ideal location for seniors. The project will demolish a blighted, vacant structure to add a three story, brick residential building. See attached elevation. Developer requests a City contribution of $600,000. If not awarded tax credits, the request is withdrawn. To secure enough Doints to set awarded tax credits. a Citv contribution is required. Expenditures 2016 2017 2018 2019 2020 Total CONTINGENCY 600,000 600,000 Total 600,000 600,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 600,000 600,000 Total 600,000 600,000 514 Project Summary by Name Project # G472O Project Name Permitting Software Upgrade GRANTEE NONE MATCH % NONE Description Phis project upgrades the city's current Justification SCORE 40 TIFDISTRICT None Total Project Cost: $300,000 Department NEIGHBORHOOD&DEVEL Contact Doug Boothroy Type One Phase Useful Life 10 years Category Development Services Priority Critical (1) Status Active Accela is no longer providing enhancements or upgrades to Tidemark Advantage, the cuff cut 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 2016 2017 2018 2019 2020 Total OTHER 300,000 300,000 Total 300,000 300,000 Funding Sources 2016 2017 2018 2019 2020 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 SF7 Project Summary by Name Project # G4721 Project Name City Hall Remodel for NDS Integration GRANTEE NONE SCORE 49 MATCH% NONE TIFDISTRICT None Total Project Cost: $491,299 Department NEIGHBORHOOD&DEVEL Contact Doug Boothroy Type Multi -Phase Useful Life 25 years Category Development Services Priority Essential (2) Status Active 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. Prior Expenditures 2016 2017 2018 2019 2020 Total 341299 PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 130,000 130,000 Total CONTINGENCY 10,000 10,000 Total 150,000 150,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 341,299 GO BONDS 150,000 150,000 Total Total 150,000 150,000 Atter construction, no additional operating impact over current maintenance expenses are expected. SI Project Summary by Name Project# R4130 Project Name Parks Annual Improvements/Maintenance GRANTEE NONE MATCH % NONE SCORE 40 TIFDISTRICT None Total Project Cost: $587,000 Department PARKS&RECREATION Contact ZacharyHall Type Annual Useful Life 20 years Category Parks Maintenance Priority Critical (1) Status Active (Justification This project is the program to replace broken, outdated, and depreciated equipment, shelters, amenities, and buildings. Prior Expenditures 2016 2017 2018 2019 2020 Total 87,000 CONSTRUCTION 100,000 100,000 100,000 100,000 100,000 500,000 Total Critical (1) Total 100,000 100,000 100,000 100,000 100,000 500,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 87,000 GENERAL FUND 100,000 100,000 100,000 100,000 100,000 500,000 Total 'Total 100,000 100,000 100,000 100,000 100,000 500,000 Budget Impact/Other I'1'his project will reduce operating costs due to the replacement of older infrastructure. The estimated decrease in operating expenses is less than $10,000 per year. Project# R4132 Department PARKS&RECREATION 25,000 Contact ZacharyHall Project Name Park Annual ADA Accessibility Improvements Type Annual GRANTEE NONE SCORE 68 Useful Life 20 years MATCH % NONE TIFDISTRICT None Category Parks Maintenance Priority Critical (1) Total Project Cost: $125,000 Description Total Status Active Consultation study and implementation for ADA compliance measures and initiatives for at least one park each year. 2018 2019 Justification Total To work towards compliance requirements of the Americans with Disabilities Act (ADA.) Expenditures 2016 2017 2018 2019 2020 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 2016 2017 2018 2019 2020 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 Project Summary by Name Project# R4137 Project Name Frauenholtz-Miller Park Development GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None Description Total Project Cost: $191,070 Develop newly acquired park land on Lower West Branch Rd adjacent to St. Patrick's church site. Justification This area of Iowa City is continuing to develop with residential, and the demand for park and recreation less than $1 Department PARKS&RECREATION Contact ZacharyHall Type One Phase Useful Life 40 Years Category Parks Maintenance Priority Essential (2) Status Active continue to Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 191,070 191,070 Total 191,070 191,070 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 150,000 150,000 PARK DEDICATION FEES 41,070 41,070 Total 191,070 191,070 expenses Project # R4185 Project Name Riverfront Crossings Riverbank/Park Development GRANTEE NONE SCORE 47 MATCH % NONE TIF DISTRICT Riverfront Crossings Description Total Project Cost: $1,000,000 new Department PARKS&RECREATION Contact John Yapp Type One Phase Useful Life 25 years Category Parks Maintenance Priority Essential (2) Status Active INew Riverfront Crossings Park on site of old wastewater plant in Ifrverttont Crossings District. Implementation of the park element of the Riverfront Crossings Plan. 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 floodable area / wetlands area. 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 / olaceholder - a more detailed cost estimate will be available this winter once park plans are more complete. 2016 2017 2018 2019 2020 Total 'total 500,000 500,000 1,000,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 500,000 500,000 1,000,000 Total 500,000 500,000 1,000,000 Project Summary by Name Project # R4187 Project Name City Park Cabin Restoration GRANTEE REAP SCORE 36 MATCH% VARIES TIFDISTRICT None Total Project Cost: $200,000 Department PARKS&RECREATION Contact Chad Dyson Type One Phase Useful Life 20 years Category Recreation Priority Essential (2) Status Active 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 beeun, 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 2016 2017 2018 2019 2020 Total CONSTRUCTION 200,000 200,000 Total 200,000 200,000 Funding Sources 2016 2017 2018 2019 2020 Total CONTRIBUTIONS & 15,000 15,000 DONATIONS GENERAL FUND 30,000 30,000 GO BONDS 130,000 130,000 OTHER STATE GRANTS 25,000 25,000 Total 200,000 200,000 costs due to the increased usage SB] revenues due to the ability to rent the space out. Project Summary by Name Project # R4188 Project Name City Park Pool Cabana Shelters GRANTEE NONE MATCH % NONE Description nstallation of two cabana shelters, and one Justification SCORE 38 TIFDISTRICT None Total Project Cost: $65,000 structure at IThese cabana shelters will be utilized for revenue earns from Darty and event rentals. Department PARKS&RECREATION Contact Chad Dyson Type One Phase Useful Life 15 years Category Recreation Priority Essential (2) Status Active Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 65,000 65,000 Total 65,000 65,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 65,000 65,000 Total 65,000 65,000 Project # R4189 Project Name Emerald Ash Borer Response Plan GRANTEE NONE MATCH % NONE SCORE 67 TIFDISTRICT None Department PARKS&RECREATION Contact ZacharyHall Type Annual Useful Life 15 years Category Parks Maintenance Priority Critical (1) 3eriptioll Total Project Cost: $450,000 Status Active :lop 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 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 Justification le o12014 EATS was detected In Iowa City and although an mtestatlon has not been determined It is deamed to be inevitable due to EATS conIlnnatlons In boring 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 e 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 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 Prior Expenditures 2016 2017 2018 2019 2020 Total 75,000 CONSTRUCTION 75,000 75,000 75,000 75,000 75,000 375,000 Total Total 75,000 75,000 75,000 75,000 75,000 375,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 75,000 GENERAL FUND 75,000 75,000 75,000 75,000 75,000 375,000 Total Total 75,000 75,000 75,000 75,000 75,000 375,000 Yds] Project Summary by Name R4191 PARKS&RECREATION Department PARKS&RECREATION Project# Multi -Phase Useful Life 30 Years Category Parks Maintenance Contact ZacharyHall Project Name Pheasant Hill Park Renovation Active Type One Phase GRANTEE NONE SCORE 73 Useful Life 20 years MATCH % 50% TIFDISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $60,862 Status Active 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 Master Plan for renovating and updating neighborhood parks. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 6,862 6,862 CONSTRUCTION 50,000 50,000 CONTINGENCY 4,000 4,000 Total 60,862 60,862 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 25,000 25,000 PARK DEDICATION FEES 35,862 35,862 Total 60,862 60,862 Budget Impact/Other is Project # R4192 Project Name Happy Hollow Shelter & Bathroom Upgrades GRANTEE NONE MATCH % NONE SCORE 41 TIFDISTRICT None Total Project Cost: $150,000 IReplace shelter and restroom facilities at Happy Hollow Park. Justification are inadequate for the current Department PARKS&RECREATION Contact ZacharyHall Type Multi -Phase Useful Life 30 Years Category Parks Maintenance Priority Aesthetic Improvement (4) Status Active Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 150,000 150,000 Total 150,000 150,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 150,000 150,000 Total 150,000 150,000 521 Project Summary by Name R4193 Department PARKS&RECREATION Project# Type Annual Useful Life Contact ZacharyHall Project Name Ashton House Patio Improvements Type One Phase GRANTEE REAP SCORE 55 Useful Life 20 years MATCH % NONE TIFDISTRICT None Category Parks Maintenance Total 50,000 Priority Aesthetic Improvement (4) Desefiption Total Project Cost: $155,000 States Active To construct a pergola, renovate/expand patio area, install landscaping at the Ashton House. Justification This Droiect will improve the usabilitv and aesthetics of the ratio area at the Ashton House. Desien has been completed by Proiect Green. Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 155,000 155,000 Total 155,000 155,000 Funding Sources 2016 2017 2018 2019 2020 Total OTHER STATE GRANTS 155,000 155,000 Total 155,000 155,000 This project will increase maintenance costs due to the improvements. Anticipated additional expenditures are less than $10,000 per year. Project # R42O6 Project Name Intra -city Bike Trails GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None or Justification Total Project Cost: $300,000 Department PARKS&RECREATION Contact Kent Ralston Type Annual Useful Life 40 Years Category Parks Maintenance Priority Essential (2) Status Active This project maintains the city's trail system and adds segments that are spelled out in the city's trail system master plan. Prior Expenditures 2016 2017 2018 2019 2020 Total 50,000 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 Prior Funding Sources 2016 2017 2018 2019 2020 Total 50,000 GENERAL FUND 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 expenses 7'YJ new are Project Summary by Name Project # R4224 Project Name Hickory Hill Park Redesign & Development GRANTEE FRIENDS OF HICKORY HILL SCORE 60 MATCH% NONE TIFDISTRICT None clude the use of existing plat The moiect will also include Total Project Cost: $600,000 and ADA the Department PARKS&RECREATION Contact ZacharyHall Type Multi -Phase Useful Life 40 Years Category Parks Maintenance Priority Critical (1) Status Active it system in conjunction with Friends of Justification The project will be something that can develop the park for a long term solution of trails, bridges and ammenities for use by the public. Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 200,000 200,000 200,000 600,000 Total 200,000 200,000 200,000 600,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 200,000 200,000 200,000 600,000 Total 200,000 200,000 200,000 600,000 expenses new costs are R4225 Department PARKS&RECREATION Project# Contact Kent Ralston Project Name Highway l Sidewalk/Trail Type One Phase GRANTEE TRAILS GRANT SCORE 55 Useful Life 40 Years MATCH% VARIES TIFDISTRICT None Category Parks Maintenance Priority Efficiency Improvement (3) Desefiption Total Project Cost: $753,000 Status Active This project will construct a 10' wide sidewalk along IA Hwy 1 between Sunset Street and Mormon Trek Boulevard. This project is an extension of the recently completed Hwy 1 Trail project that extends Irom 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 Iowa River Corridor Trail to the existine Mormon Trek Boulevard wide sidewalk. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 75,000 75,000 CONSTRUCTION 678,000 678,000 Total 753,000 753,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 253,000 253,000 OTHER STATE GRANTS 500,000 500,000 Total 753,000 753,000 snow 523 expenses. expenses are Project Summary by Name Project # R4226 Project Name Sustainable Roadway Vegetation Management Program GRANTEE NONE SCORE 49 MATCH% NONE TIFDISTRICT None Total Project Cost: $150,000 Wevelop a management plan to incorporate and maintain alternative plantings In non -parkland areas. Department PARKS&RECREATION Contact ZacharyHall Type Annual Useful Life 20 years Category Parks Maintenance Priority Efficiency Improvement (3) Status Active Justification During the past two decades the Parks division has absorbed maintenance responsibilities for approximately 200 acres ofnon-parkland. This would allow for a more sustainable level of service, either intemally or contracted. Prior Expenditures 2016 2017 2018 2019 2020 Total 25,000 CONSTRUCTION 25,000 25,000 25,000 25,000 25,000 125,000 Total Total 25,000 25,000 25,000 25,000 25,000 125,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 25,000 GENERAL FUND 25,000 25,000 25,000 25,000 25,000 125,000 Total Total 25,000 25,000 25,000 25,000 25,000 125,000 Project # R4228 Project Name waterworks Park Boat Ramp GRANTEE NONE MATCH % NONE Description This project is to add a boat ramp to )oat dock, and an access road. Justification SCORE 15 TIFDISTRICT None Total Project Cost: $250,000 in the northeast comer of Water Department PARKS&RECREATION Contact ZacharyHall Type One Phase Useful Life 50 years Category Parks Maintenance Priority Non-essential (5) Status Active a include a boat ramp, boat trailer parking, a IThis Droiect will improve the recreation opportunities alone the Iowa River for boaters and other recreation users of the river. Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 250,000 250,000 Total 250,000 250,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 250,000 250,000 Total 250,000 250,000 524 Project Summary by Name Project # R4322 Project Name willow Crk/Kiwanis Park Improvements GRANTEE NONE MATCH % NONE in the west side of Iowa City. There is three Justification This Droi ect is consistent with the Citv's mas SCORE 40 TIFDISTRICT None Total Project Cost: $700,000 develop a master plan for these two to this Department PARKS&RECREATION Contact Geoff Train Type Multi -Phase Useful Life 40 Years Category Parks Maintenance Priority Essential (2) Status Active to develop neighborhood parks. This is an area that is under served by Dark and recreation Prior Expenditures 2016 2017 2018 2019 2020 Total 400,000 CONSTRUCTION 150,000 150,000 300,000 Total Total 150,000 150,000 300,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 400,000 GO BONDS 150,000 150,000 300,000 Total Total 150,000 150,000 300,000 Budget Impact/Other I'1'his project will increase operating costs due to the addition of a new splash pail. The increase in operating costs is estimated to be approximately $10,000 per year. Project # R4329 Project'Same Recreation Center Phase 2 Improvements Department PARKS&RECREATION Contact Chad Dyson Type Multi -Phase GRANTEE WELLMARK SCORE 48 Useful Life 20 years MATCH% NONE TIFDISTRICT None Category Recreation Priority Efficiency Improvement (3) Description Total Project Cost: $215,000 Status Active This project continues the phase one renovation and improvement project for the Robert A. Lee Community Recreation Center. Phase 2 includes renovations to the ground floor including the customer service area, locker rooms, and gymnasium. Projects include tile replacement, locker room maintenance and upgrades, replacement of evm acoustic panels. scoreboards. and basketball standards. IJustification I The Recreation Center is an old and heavily used facility providing citizens with awide range of health and leisure activities. This project will enhance the Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 215,000 215,000 Total 215,000 215,000 Funding Sources 2016 2017 2018 2019 2020 Total CONTRIBUTIONS & 15,000 15,000 DONATIONS GO BONDS 200,000 200,000 Total 215,000 215,000 17'41 Project Summary by Name Project# R4330 Project Name Annual Recreation Center Improvements GRANTEE NONE SCORE 66 MATCH% NONE TIFDISTRICT None Total Project Cost: $360,000 nce projects for components that Center and Mercer/Scanlon Recreation Center. Justification Funds are needed to cover unforseen Droiects that result from aging facillities. Department PARKS&RECREATION Contact Chad Dyson Type Annual Useful Life 20 years Category Recreation Priority Critical (1) Status Active expectancy for the Robert A. Lee Recreation Prior Expenditures 2016 2017 2018 2019 2020 Total 50,000 CONSTRUCTION 50,000 65,000 65,000 65,000 65,000 310,000 Total Total 50,000 65,000 65,000 65,000 65,000 310,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 50,000 GENERAL FUND 50,000 65,000 65,000 65,000 65,000 310,000 Total 'Total 50,000 65,000 65,000 65,000 65,000 310,000 Budget Impact/Other I'1'his project reduces expenditures through the replacement of aged facilitieswith new facilities. The anticipated savings are less than $10,000 per year. Project # R4331 Project'Same Elementary School Recreation Facility Partnership Department PARKS&RECREATION Contact Chad Dyson Type Multi -Phase GRANTEE NONE SCORE 62 Useful Life 30 Years MATCH% NONE TIFDISTRICT None Category Recreation Priority Essential (2) Description Total Project Cost: $1,500,000 Status Active Partnership with the Iowa City Community School District to 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 Elementary - 2015. Hoover Elementary - 2017 IJustification I The Recreation Division has received increase demands for indoor recreation space in the community. The project will allow the division to meet these demands Prior Expenditures 2016 2017 2018 2019 2020 Total 750,000 OTHER 750,000 750,000 Total Total 750,000 750,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 750,000 GENERAL FUND 750,000 750,000 Total Total 750,000 750,000 Due to the arrangement with the school district. The anticipated increase in operating costs is negligible. 1,41 Project Summary by Name Project # R4332 Project Name Upgrade Building BAS Controls GRANTEE NONE MATCH % NONE Description Jpgrade Building Automati and Mercer/Scanlon HVAC Justification SCORE 26 TIFDISTRICT 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 (3) Status Active ;e systems control facility HVAC (Heating, Ventilation, Air Conditioning) equipment along with the associated mechanical and electrical components. As these :ing controls become aged, service technicians do the same, retiring and giving way to new advanced technology with greater efficiency and focus on iinability. With that comes a different type of technician training and expertise. Please review the attached documents along with accompanying photos. The is $170,000 for the Rec Center with a $102,000 utility rebate; $125,000 for City Hall with a $75,000 utility rebate; $240,000 for Mercer/Scanlon with $0 Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 295,000 240,000 535,000 Total 295,000 240,000 535,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 118,000 240,000 358,000 UTILITY REBATES 177,000 177,000 Total 295,000 240,000 535,000 Budget Impact/Other Phis 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 Droiect. Estimated savines is $10.000 Der vear. 7'il Project Summary by Name Project# R4335 Project Name Mercer Aquatic Center/Scanlon Gym Improvements GRANTEE NONE SCORE 48 MATCH% NONE TIFDISTRICT None Total Project Cost: $53,000 Department PARKS&RECREATION Contact Chad Dyson Type One Phase Useful Life 25 years Category Recreation Priority Essential (2) Status Active (Project will include the renovation of the locker room, on -deck restrooms to family changing rooms, on -deck office to classroom/meeting room space, and the replacement of the room parlicum between the P&G and game rooms at Scanlon Gym. Locker rooms renovation would include painting, new floors, and power access doors to the pool deck. The on -deck restrooms would be altered to allow for family chaneine space which is much needed to serve suecial needs population. This 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 general and special needs population. Under used office space on deck will be used to enhance training and meeting space with potential revenue increases through rentals. The wall oartician portion of the oroiect will enhance the meetine rental capabilities and overall aesthetics of the facility. Prior Expenditures 2016 2017 2018 2019 2020 Total 15,000 PLANNING/DESIGN 2,000 2,000 Total CONSTRUCTION 36,000 36,000 Total 38,000 38,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 53,000 53,000 Total 53,000 53,000 dget Impact/Other addition of meeting room space could generate additional revenues, and the renovated spaces could marginally lower maintenance costs. This estaimted impact W11.1 Project Summary by Name Project# R4336 Project Name Recreation Center Lobby Remodel GRANTEE NONE SCORE 47 MATCH% NONE TIFDISTRICT None Total Project Cost: $160,000 Department PARKS&RECREATION Contact Chad Dyson Type One Phase Useful Life 25 years Category Recreation Priority Essential (2) Status Active iemodel 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 This 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 )beservation of programs. Could be utilized for parties and rentals for additional revenue. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 145,000 145,000 Total 160,000 160,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 160,000 160,000 room space Total 160,000 160,000 1,411 spaces costs. Project Summary by Name Project # R4339 Project Name Black Hawk Mini Park/Pedestrian Mall GRANTEE NONE SCORE 61 MATCH% NONE TIFDISTRICT City-University crinfrnn Total Project Cost: $2,255,660 Department PARKS&RECREATION Contact Geoff Frain Type One Phase Useful Life 40 Years Category Parks Maintenance Priority Critical (1) Status Active 1'hP,s prof ect's part of the downtown streetscape master plan. This project reconstructs the Black Hawk Mini Park and the northern portion of the pedestrian mall. Improvements include utility upgrdes and improved public space anchored by a significant public art piece. Justification The north end of the pedstrian mall was identified as a high priority project in the master plan. The improvements look to create a more usable open space through enhanced public art, seatine and rdantine areas. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 315,599 315,599 CONSTRUCTION 1,527,215 1,527,215 INSPECTION 229,082 229,082 CONTINGENCY 183,764 183,764 Total 2,255,660 2,255,660 Prior Funding Sources 2016 2017 2018 2019 2020 Total 5,660 GO BONDS 2,250,000 2,250,000 Total Total 2,250,000 2,250,000 Budget Impact/Other to 14h1 poor Project Summary by Name Project # R4340 Project Name East/West Wing Pedestrian Mall Reconstruction GRANTEE NONE SCORE 61 MATCH% NONE TIFDISTRICT City -University 'eliption Total Project Cost: $4,175,830 Department PARKS&RECREATION Contact Geoff Train Type One Phase Useful Life 40 Years Category Parks Maintenance Priority Critical (1) Status Active this project is part of the downtown streetscape master plan. This project updates the east and west wings of the pedestrian mall. The project includes replacing )rick pavers, new landscape and lighting, enhanced fountain lighting, and a performance stage. Justification The pedestrian mall is a central gathering place for all in Iowa City and is in poor condition. The brick pavers, lighting, and utilities are in poor condition. This aroject will replace and enhance those features and add new amenities for this gathering space. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 382,574 382,574 CONSTRUCTION 3,060,600 3,060,600 INSPECTION 273,567 273,567 CONTINGENCY 459,089 459,089 Total 4,175,830 4,175,830 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 4,175,830 4,175,830 Total 4,175,830 4,175,830 Budget Impact/Other to The estimated increase in is between $10.000 and poor R4341 Department PARKS&RECREATION Project# Contact Geoff Train Project Name Creekside Park Redevelopment Type One Phase GRANTEE NONE SCORE 58 Useful Life 40 Years MATCH % NONE TIFDISTRICT None Category Parks Maintenance Priority Essential (2) Desefiption Total Project Cost: $328,000 Status Active Renovate Creekside Park as recommended in the Parks & Receation Master Plan. Justification Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 328,000 328,000 Total 328,000 328,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 328,000 328,000 Total 328,000 328,000 531 Project Summary by Name Project # Y4438 Project Name Police Department Flooring & Cabinets GRANTEE NONE MATCH % NONE SCORE 46 TIFDISTRICT None Department POLICE Contact Douglas Hart Type One Phase Useful Life 10 years Category Police Priority Aesthetic Improvement (4) iption Total Project Cost: $129,890 Status Active replacment for the Police Department, this includes furniture moving and storage, and the demolition and removal of existing flooring material in cooridor ;es at approximately $6.60/sf for carpet tile in first (6334 sf) and second floor (2654 sf) is $6.60 (8988 gross sf)= $59,320.80 and resiliant vinyl in stairwell r police and fire, from lower level to second floor) is $3,400., and urethane flooring in lower level (2372 sf) is $35,580 ; for a total of $98,300.80 for replacement. Demolition and replacing floor and wall cabinets in the first floor record and report writing room are commercial/industrial built in cabinets Justification ent flooring in the Police Department is worn and stained. This project would include new flooring for the lower level (possibly an epoxy or somethign simil; flooring for the main level(to inlcude carpet squares in office space and heavy duty vinyl in hallways), new flooring for the uppper level (carpet squares), and wrap for the staircase between the Police and Fire Departments. The Department routinely has members of the public that enter the Department to report Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 129,890 129,890 Total 129,890 129,890 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 129,890 129,890 Total 129,890 129,890 % Project Summary by Name Project # M3629 Department PUBLIC WORKS Ron Knoche Contact Ron Knoche Project Name Normandy Drive Storm Sewer Replacement Type One Phase GRANTEE NONE SCORE 48 Useful Life 50 years MATCH % NONE TIFDISTRICT None Category Storm Water Priority Efficiency Improvement (3) Description Total Project Cost: $375,000 Status Active This project will make storm sewer improvements on Normandy Drive. This project replaces a failing corrugated metal pipe. The improvements will include a modified intake structure with a valve to allow for installation of salvaged pumps to allow for more efficient pumping. Justification During flood events, the modification will allow for more efficient pumping of storm water. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 350,000 350,000 Total 25,000 350,000 375,000 Funding Sources 2016 2017 2018 2019 2020 Total STORM WATER FUND 25,000 350,000 375,000 Total 25,000 350,000 375,000 Project # M3630 Project Name Stevens Drive Storm Sewer Improvements GRANTEE NONE SCORE 48 MATCH% NONE TIFDISTRICT None Desciiption Total Project Cost: $375,000 'his project will make storm sewer and gate structure modifications on Stevens Drive to al. Justification 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 50 years Category Storm Water Priority Efficiency Improvement (3) Status Active ged pumps to allow for more efficient Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 350,000 350,000 Total 25,000 350,000 375,000 Funding Sources 2016 2017 2018 2019 2020 Total STORM WATER FUND 25,000 350,000 375,000 Total 25,000 350,000 375,000 decrease the amount of staffing necessary to keep the pumps operating. The estimated operating impact is lower annual expenditures by less than 533 Project Summary by Name Project # M3631 Department PUBLIC WORKS Jason Havel Contact Ben Clark Project Name Annual Storm water Improvements Type Annual GRANTEE NONE SCORE 51 Useful Lite 50 years MATCH % NONE TIFDISTRICT None Category Storm Water Priority Essential (2) Desefiption Total Project Cost: $1,200,000 Status Active This is an annual project that will repair and/or improve stormwater infrastructure throughout the City. Justification This Droiect is recurred to maintain the existine stormwater system and to make imrrovements where necessarv. Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 240,000 240,000 240,000 240,000 240,000 1,200,000 Total 240,000 240,000 240,000 240,000 240,000 1,200,000 Funding Sources 2016 2017 2018 2019 2020 Total STORM WATER FUND 240,000 240,000 240,000 240,000 240,000 1,200,000 Total 240,000 240,000 240,000 240,000 240,000 1,200,000 Project # M3632 Project Name Lower Muscatine Area Storm Sewer Improvements GRANTEE NONE SCORE 27 MATCH% NONE TIFDISTRICT None Total Project Cost: $750,000 Department PUBLIC WORKS Contact Jason Havel Type One Phase Useful Life 50 years Category Storm Water Priority Essential (2) Status Active I'l "s proJeetwl11 install new storm sewer and intakes along Deforest Avenue, Nranklln Street, Ash Street, Pine Street and Spmce Street near th elr intersections with Lower Muscatine Road and Sycamore Street. Justification Most streets in the neighborhood around Lower Muscatine Road have minimal storm sewer/intakes. During heavier rain events, storm water running down side streets creates Hooding issues on Lower Muscatine Road and Sycamore Street. This project aims to collect storm water from the side streets prior to it collecting on Lower Muscatine Road and Svcamore Street. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 75,000 75,000 CONSTRUCTION 525,000 525,000 INSPECTION 50,000 50,000 CONTINGENCY 100,000 100,000 Total 75,000 675,000 750,000 Funding Sources 2016 2017 2018 2019 2020 Total STORM WATER FUND 75,000 675,000 750,000 Total 75,000 675,000 750,000 Additional storm sewer and intakes will result in additional future maintenace costs. The estimated increase in operating expenditures is less than $10,000 per year. 534 Project Summary by Name Project # P3957 Project Name Vehicle Wash System at New Public Works Site GRANTEE NONE SCORE 57 MATCH% NONE TIFDISTRICT None crinfrnn Total Project Cost: $1,140,000 an automated vehicle wash system Department PUBLIC WORKS Contact Melissa Clow Type One Phase Useful Life 40 Years Category Public Works Administration Priority Critical (1) Status Active ;e vehicles at the South Gilbert Street Public Justification Phe goal is to replace the existing facility location at the Hwy 6 / Riverside Drive site to this new location. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 1,100,000 1,100,000 Total 40,000 1,100,000 1,140,000 costs. The estimated decrease in ooeratine costs is less than 'Am more energy Total 40,000 1,100,000 1,140,000 Funding Sources 2016 2017 2018 2019 2020 Total EQUIPMENT FUND 40,000 1,100,000 1,140,000 Total 40,000 1,100,000 1,140,000 costs. The estimated decrease in ooeratine costs is less than 'Am more energy Project # P3959 Project Name Public Works Facility GRANTEE NONE MATCH % NONE I'his project replaces the equipment storage, :ollection, and equipment divisions. Justification Project Summary by Name SCORE 47 TIFDISTRICT None Total Project Cost: $5,950,000 aintenance facilities for the streets, Department Contact Type Useful Life Category Priority Status storm PUBLIC WORKS Ron Knoche One Phase 40 Years Public Works Administration Efficiency Improvement (3) Active sewer maintenance, refuse current facilities are in poor condition and are very inefficient. The City also leases facilities around the area due to the lack of adequate storage space The mit facilities occupy a space that is a prime commercial location adjacent to the Riverfront Crossings area. The Master Plan for the new facility is currently Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 500,000 500,000 CONSTRUCTION 5,250,000 5,250,000 INSPECTION 200,000 200,000 Total 500,000 5,450,000 5,950,000 Funding Sources 2016 2017 2018 2019 2020 Total EQUIPMENT FUND 1,000,000 1,000,000 GENERAL FUND 750,000 750,000 GO BONDS 700,000 700,000 REFUSE COLLECTION FUND 700,000 700,000 ROAD USE TAX FUND 1,000,000 1,000,000 STORM WATER FUND 300,000 300,000 TRANSIT FUND 1,000,000 1,000,000 WASTEWATER FUND 500,000 500,000 Total 700,000 5,250,000 5,950,000 IThe operating costs of anew facility should be lower due to the better use of space and energy efficiency; however, insurance on the new facility maybe higher. The net impact on operations should be negligible. 'YP Project Summary by Name Project # P3974 Project Name Riverside Drive Pedestrian Tunnel GRANTEE NONE SCORE 62 MATCH % NONE TIF DISTRICT Riverside Drive 'eliption Total Project Cost: $1,554,714 nuct a pedestrian tunnel through the railroad overpass on the west side of Riverside Dri, Justification This will help sour the development Dlans of the Hartwie Motor site. Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 60 years Category Public Works Administration Priority Essential (2) Status Active Prior Expenditures 2016 2017 2018 2019 2020 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 Prior Funding Sources 2016 2017 2018 2019 2020 Total 100,000 GO BONDS 1,434,000 1,434,000 Total TAX INCREMENT FINANCING 20,714 20,714 Total 20,714 1,434,000 1,454,714 Budget Impact/Other )perating costs will increase due to th ncrease in ooeratine costs is less than Project # P3976 Department PUBLIC WORKS Contact Ron Knoche Project Name Idyllwild Storm Water Drainage Diversion Type One Phase GRANTEE NONE SCORE 53 Useful Life 50 years MATCH % NONE TIFDISTRICT None Category Storm Water Priority Efficiency Improvement (3) Desefiption Total Project Cost: $521,000 Status Active This project will install a drainage swale along No Name Road to allow major flow events to go directly to the Iowa River. Justification During flood events, the modification will allow for more efficient use of Citypersonnel. Prior Expenditures 2016 2017 2018 2019 2020 Total 71,000 CONSTRUCTION 450,000 450,000 Total Total 450,000 450,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 71,000 STORM WATER FUND 450,000 450,000 Total Total 450,000 450,000 The project will decrease the amount of staffing necessary for this area in a major flood event. The impact on the annual operating budget is negligible. VA Project Summary by Name Project # S38O9 Project Name Iowa City Gateway Project (Dubuque St) GRANTEE EDA/STP SCORE 71 MATCH% NONE TIFDISTRICT None Total Project Cost: $59,433,731 Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Melissa Clow One Phase 50 years Street Operations Critical (1) 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 Irom the Park Road Bridge. This project includes the construction of the North River Corridor Trunk Sewer and replaces water main from Davenport to Park Road. (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 2016 2017 2018 2019 2020 Total 6,017,582 CONSTRUCTION 14,341,197 14,341,197 9,560,798 38,243,192 INSPECTION 1,274,773 1,274,773 1,274,773 3,824,319 Total LOCAL OPTION SALES TAX 16,020,189 8,262,595 24,282,784 CONTINGENCY 2,549,546 2,549,546 2,549,546 7,648,638 OTHER 2,896,000 304,000 500,000 3,700,000 Total 21,061,516 18,469,516 13,885,117 53,416,149 Prior Funding Sources 2016 2017 2018 2019 2020 Total 4,915,395 FEDERAL GRANTS 4,541,327 3,170,084 7,711,411 Total GO BONDS 5,900,000 11,975,000 17,875,000 LOCAL OPTION SALES TAX 16,020,189 8,262,595 24,282,784 WASTEWATER FUND 500,000 2,000,000 2,000,000 4,500,000 WATER FUND 150,000 150,000 Total 21,061,516 19,482,679 13,975,000 54,519,195 project will reduce the maintenance expenses of the Dubuque and Park Road pavements and the Park Road Bridge. The estimated annual decrease in Project Summary by Name Project # S3814 Project Name Annual Traffic Signal Projects GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None Total Project Cost: $900,000 Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 20 years Category Street Operations Priority Efficiency Improvement (3) Status Active Phis prof ect replaces or atltls traffic signals at intersections with outdated traffic signal equipment or at dangerous and uncontrolled intersections. this project is only funded if there is an intersection in need. Justification The addition and replacement of traffic signal equipment ensures the safe flow of traffic, maintains equipmentwith updated technology, provides for better fuel mileaee consumption for motorists, and reduces traffic accidents due to unimproved intersections. Prior Expenditures 2016 2017 2018 2019 2020 Total 150,000 EQUIPMENT 150,000 150,000 150,000 150,000 150,000 750,000 Total Total 150,000 150,000 150,000 150,000 150,000 750,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 150,000 ROAD USE TAX FUND 150,000 150,000 150,000 150,000 150,000 750,000 Total Total 150,000 150,000 150,000 150,000 150,000 750,000 Project # S3816 Project Name Traffic Calming GRANTEE NONE MATCH % NONE ects Justification SCORE 40 TIFDISTRICT None Total Project Cost: $150,000 Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 40 Years Category Street Operations Priority Efficiency Improvement (3) Status Active Prior Expenditures 2016 2017 2018 2019 2020 Total 25,000 CONSTRUCTION 25,000 25,000 25,000 25,000 25,000 125,000 Total Total 25,000 25,000 25,000 25,000 25,000 125,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 25,000 ROAD USE TAX FUND 25,000 25,000 25,000 25,000 25,000 125,000 Total 'Total 25,000 25,000 25,000 25,000 25,000 125,000 nature atltls maintenance expense to the Citys operating budget. The estimated increase in operating expenses 11 Project Summary by Name Project # S3821 Project Name Overwidth Paving -Sidewalks GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None Total Project Cost: $150,000 extra width pavement on Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 20 years Category Street Operations Priority Efficiency Improvement (3) Status Active Justification This Droiect allows the expansion of infrastructure to accommodate additional erowth and Dublic demands in new developments. Prior Expenditures 2016 2017 2018 2019 2020 Total 25,000 CONSTRUCTION 25,000 25,000 25,000 25,000 25,000 125,000 Total 50,000 Total 25,000 25,000 25,000 25,000 25,000 125,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 25,000 ROAD USE TAX FUND 25,000 25,000 25,000 25,000 25,000 125,000 Total Total 25,000 25,000 25,000 25,000 25,000 125,000 Budget ImpacUOther This prof ect creates additional infrastructure to maintain. The estimated increase in operating costs is negligible. Project # S3822 Project Name Curb Ramps -ADA GRANTEE NONE SCORE 65 MATCH% NONE TIFDISTRICT None Total Project Cost: $600,000 [Biennial appropriation for the construction of ADA accessible curb ramps. Justification Department PUBLIC WORKS Contact Dave Patios Type Annual Useful Life 40 Years Category Street Operations Priority Critical (1) Status Active Prior Expenditures 2016 2017 2018 2019 2020 Total 100,000 CONSTRUCTION 90,000 90,000 90,000 90,000 90,000 450,000 ADMINISTRATION 10,000 10,000 10,000 10,000 10,000 50,000 Total Total 100,000 100,000 100,000 100,000 100,000 500,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 100,000 ROAD USE TAX FUND 100,000 100,000 100,000 100,000 100,000 500,000 Total Total 100,000 100,000 100,000 100,000 100,000 500,000 Budget Impact/Other This project creates additional infrastructure to maintain. The estimated increase in operating costs is nechRible. Zf�] Project Summary by Name Project # S3823 Project Name Brick Street Repairs GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None Total Project Cost: $120,000 streets. Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 40 Years Category Street Operations Priority Essential (2) Status Active Justification The CiNs brick streets require continual maintenance and updates in order to maintain in acceptable condition for drivers. Prior Expenditures 2016 2017 2018 2019 2020 Total 20,000 CONSTRUCTION 20,000 20,000 20,000 20,000 20,000 100,000 Total 1,299,219 Total 20,000 20,000 20,000 20,000 20,000 100,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 20,000 ROAD USE TAX FUND 20,000 20,000 20,000 20,000 20,000 100,000 Total Total 20,000 20,000 20,000 20,000 20,000 100,000 Budget Impact/Other Project # S3824 Project Name Annual Pavement Rehabilitation GRANTEE NONE SCORE 65 MATCH% NONE TIFDISTRICT None Total Project Cost: $8,352,688 Justification costs. expenses Department PUBLIC WORKS Contact Dave Patios Type Annual Useful Life 20 years Category Street Operations Priority Critical (1) Status Active I'1'his is project is necessary to maintain the city's street infrastructure at an acceptable level. I Prior Expenditures 2016 2017 2018 2019 2020 Total 855,812 PLANNING/DESIGN 100,000 100,000 100,000 100,000 100,000 500,000 CONSTRUCTION 1,300,000 1,299,219 1,299,219 1,299,219 1,299,219 6,496,876 Total 1,500,000 1,499,219 1,499,219 1,499,219 1,499,219 7,496,876 INSPECTION 50,000 50,000 50,000 50,000 50,000 250,000 ADMINISTRATION 50,000 50,000 50,000 50,000 50,000 250,000 Total 1,500,000 1,499,219 1,499,219 1,499,219 1,499,219 7,496,876 Prior Funding Sources 2016 2017 2018 2019 2020 Total 855,812 ROAD USE TAX FUND 1,369,188 1,382,000 1,382,000 1,382,000 1,382,000 6,897,188 Total UTILITY FRANCHISE TAX 130,812 117219 117219 117219 117219 599,688 Total 1,500,000 1,499,219 1,499,219 1,499,219 1,499,219 7,496,876 Budget Impact/Other 541 costs. expenses Project Summary by Name Project # S3826 Project Name Underground Electrical Facilities GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None Total Project Cost: $1,092,426 Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 20 years Category Street Operations Priority Essential (2) Status Active IAnnual average expense to convert overhead electrical systems to underground. Dubuque Street. Riverside Drive. and Gilbert Street are cwrently the Drioritv corridors for undereroundine electrical facilities. Justification The City receives franchise fees from utility services. A portion of these fees is assigned to underground electrical issues and for moving electrical lines undereround. This creates fewer electrical issues due to weather and a cleaner appearance from fewer above eround lines. Prior Expenditures 2016 2017 2018 2019 2020 Total 194,553 CONSTRUCTION 194,553 175,830 175,830 175,830 175,830 897,873 Total Useful Life Total 194,553 175,830 175,830 175,830 175,830 897,873 Prior Funding Sources 2016 2017 2018 2019 2020 Total 194,553 UTILITY FRANCHISE TAX 194,553 175,830 175,830 175,830 175,830 897,873 Total Total 194,553 175,830 175,830 175,830 175,830 897,873 53827 2017 Department PUBLIC WORKS Project # Total CONSTRUCTION 250,000 250,000 250,000 Contact Ron Knoche Project Name Annual Complete Streets Improvements 250,000 Type Annual GRANTEE NONE SCORE 45 Useful Life 40 Years MATCH% NONE TIFDISTRICT None Category Street Operations Priority Efficiency Improvement (3) Description Total Project Cost: $1,000,000 Status Active This ism annual improvement project to develop and construct bike lanes, sidewalks, and other features that will improve roadways and streets to promote equal access and usability for all modes of transportation including bicycles, pedestrians, buses, and cars. This project will also fund the conversion of four lane roads into three lane roads in certain areas that are highly used by all of the various modes of transportation Justification streets plan that meets the City's goals for a greener, more Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 250,000 250,000 250,000 250,000 1,000,000 Total 250,000 250,000 250,000 250,000 1,000,000 Funding Sources 2016 2017 2018 2019 2020 Total ROAD USE TAX FUND 250,000 250,000 250,000 250,000 1,000,000 Total 250,000 250,000 250,000 250,000 1,000,000 The impact of the operating budget is negligible. Zf'J Project # S3828 Project Name Sidewalk Infill Program GRANTEE NONE MATCH % NONE Description Annual program to construct Justification Phis proi ect improves the cit Project Summary by Name SCORE 40 TIFDISTRICT None Total Project Cost: $300,000 Department PUBLIC WORKS Contact Josh Slattery Type Multi -Phase Useful Life 20 years Category Street Operations Priority Essential (2) Status Active for pedestrians and bicycles by tilline in portions of the sidewalk network that have Prior Expenditures 2016 2017 2018 2019 2020 Total 100,000 CONSTRUCTION 100,000 100,000 200,000 Total Total 100,000 100,000 200,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 100,000 GO BONDS 100,000 100,000 200,000 Total Total 100,000 100,000 200,000 Budget Impact/Other 'his project creates additional infrastructure to iperatine costs is neelieible. S3830 Department PUBLIC WORKS Project # Total CONSTRUCTION 181,000 Contact Ron Knoche Project Name Alley Assessment Type Multi -Phase GRANTEE NONE SCORE 48 Useful Life 20 years MATCH% NONE TIFDISTRICT None Category Street Operations Priority Critical (1) Description Total Project Cost: $543,000 Status Active This project will include new concrete ravine and storm sewer for one block of alley. The cost of this project will be assessed to the adjacent property owners. Justification These assessments allow alley infrastructure to be updated with the cost of the improvements to be shared with the benefitted adjacent property owners. Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 181,000 181,000 181,000 543,000 Total 181,000 181,000 181,000 543,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 181,000 181,000 181,000 543,000 Total 181,000 181,000 181,000 543,000 543 Project Summary by Name Project# S3834 Project Name Burlington & Madison Intersection Improvements Department PUBLIC WORKS Contact Ron Knoche Type One Phase GRANTEE TSIP/STP SCORE 72 Useful Life 50 years MATCH% NONE TIFDISTRICT City -University Category Street Operations Priority Efficiency Improvement (3) Descfiption Total Project Cost: $2,538,524 Status Active This project will reconstruct the intersection of Burlington and Madison to add tum lanes on Madison, signal improvements, and the replacement of water and sewer mains. The project also includes a landscaped median from the Iowa River to Madison Street. The project is designed to address pedestrian and traffic flows related to the U of I Recreation Center and future growth. Prior Expenditures 238,524 CONSTRUCTION INSPECTION Total 2016 2017 2018 2019 2020 Total 2,200,000 100,000 2,200,000 100,000 maintenance. The net imoact of the chanties on the 544 will be Total 2,300,000 2,300,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 427,524 FEDERAL GRANTS 1,511,000 1,511,000 Total GO BONDS 100,000 100,000 OTHER STATE GRANTS 500.000 500,000 Total 2,111,000 2,111,000 maintenance. The net imoact of the chanties on the 544 will be Project Summary by Name Project # S3839 Project Name Foster Rd Extension - Dubuque to Prairie Du Chien GRANTEE NONE MATCH % NONE Description Phis project will pave this I Justification Phe mai or eradine for the r SCORE 50 TIFDISTRICT 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 (2) Active Expenditures 2016 2017 2018 2019 2020 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 2016 2017 2018 2019 2020 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 Impact/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 Project # S3840 Project Name Burlington & Clinton Intersection Improvements Department PUBLIC WORKS Contact Ron Knoche Type One Phase GRANTEE TSIP SCORE 40 Useful Life 50years MATCH% NONE TIFDISTRICT City -University Category Street Operations 1,668 Priority Essential (2) Description Total Project Cost: $1,140,000 ro1 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. Justification This proiect will improve the traffic and pedestrian flow at the intersection of the new U of I school of music buildine. Prior Expenditures 2016 2017 2018 2019 2020 Total 1,668 CONSTRUCTION 1,138,332 1,138,332 Total Total 1,138,332 1,138,332 Prior 540,000 Total Funding Sources FEDERAL GRANTS WATER FUND 2016 2017 500,000 100,000 2018 2019 2020 Total 500,000 100,000 Total 600,000 600,000 ZF7 Project Summary by Name Project # S3843 Project Name Annual RR Crossings City Wide GRANTEE NONE MATCH % NONE Justification SCORE 40 TIFDISTRICT None Total Project Cost: $120,000 Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 40 Years Category Street Operations Priority Essential (2) Status Active (This project repairs railroad intersections to improve the tlow of traffic and to reduce accidents and damages due to poor crossings. Prior Expenditures 2016 2017 2018 2019 2020 Total 20,000 CONSTRUCTION 20,000 20,000 20,000 20,000 20,000 100,000 Total Total 20,000 20,000 20,000 20,000 20,000 100,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 20,000 ROAD USE TAX FUND 20,000 20,000 20,000 20,000 20,000 100,000 Total Total 20,000 20,000 20,000 20,000 20,000 100,000 Budget Impact/Other costs. Zf:] expenses Project Summary by Name Project # S3849 Project Name Brick Street Reconstruct, Davenport & Fairchild GRANTEE NONE SCORE 55 MATCH% NONE TIFDISTRICT None Total Project Cost: $1,000,000 Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Ron Knoche Multi -Phase 40 Years Street Operations Essential (2) Active Phis project will reconstruct one block of brick street and will include complete removal of the existing pavement, salvage of existing bricks, construction of new 7 inch concrete pavement base with asphalt setting bed and brick surface. This project includes the reconstruction of multiple blocks of brick street along Davenport Street and Fairchild Street. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 850,000 850,000 INSPECTION 25,000 25,000 ADMINISTRATION 25,000 25,000 Total 1,000,000 1,000,000 Funding Sources 2016 2017 2018 2019 2020 Total ROAD USE TAX FUND 1,000,000 1,000,000 Total 1,000,000 1,000,000 aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is EVA Project Summary by Name Project # S3854 Project Name American Legion Rd -Scott Blvd to Taft Ave GRANTEE STP SCORE 70 MATCH% NONE TIFDISTRICT None Total Project Cost: $7,800,000 Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Ron Knoche One Phase 50 years Street Operations Essential (2) 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 I 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 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 250,000 250,000 LAND/ROW ACQUISITION 100,000 100,000 CONSTRUCTION 7,300,000 7,300,000 INSPECTION 100,000 100,000 ADMINISTRATION 50,000 50,000 Total 350,000 7,450,000 7,800,000 Funding Sources 2016 2017 2018 2019 2020 Total CONTRIBUTIONS & 100,000 100,000 DONATIONS FEDERAL GRANTS 2,240,660 2,240,660 GO BONDS 350,000 5,109,340 5,459,340 Total 350,000 7,450,000 7,800,000 Budget Impact/Other Phis project will replace old infrastructure which should reduce operating costs, but also adds additional pavement and trails which will require additional maintenance. The net imoact of the chanties on the CitVs Meratine budget will be an increase of less than $10.000 Der vear. Z6:1 Project Summary by Name Project # S3868 2016 2017 Department PUBLIC WORKS 150,000 150,000 Contact Ron Knoche Project Name Mormon Trek - Right Tarn at Benton & 3 Lane Conv INSPECTION Type One Phase GRANTEE TSIP SCORE 64 Useful Lite 50 years MATCH% NONE TIFDISTRICT None Category Street Operations Priority Efficiency Improvement (3) Description Total Project Cost: $1,150,000 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 immrovement will helm alleviate these issues. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 150,000 150,000 CONSTRUCTION 750,000 750,000 INSPECTION 50,000 50,000 ADMINISTRATION 100,000 100,000 CONTINGENCY 100,000 100,000 Total 1,150,000 1,150,000 Funding Sources 2016 2017 2018 2019 2020 Total FEDERAL GRANTS 500,000 500,000 GO BONDS 650,000 650,000 Total 1,150,000 1,150,000 Budget Impact/Other costs. The net ZS] on Project Summary by Name Project # S3871 Project Name 1st Ave / IAIS RR Crossing Grade Separation GRANTEE STP MATCH % 20% Justification SCORE 66 TIFDISTRICT None Total Project Cost: $10,965,000 Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Ron Knoche One Phase 60 years Street Operations Critical (1) Active IThe Droiect will reduce delav to the Dublic by eliminatine the at erade crossine. It will also decrease response time for Fire Station 3. 1 Prior Expenditures 2016 2017 2018 2019 2020 Total 6,465,000 CONSTRUCTION 4,000,000 4,000,000 INSPECTION 100,000 100,000 Total ADMINISTRATION 50,000 50,000 CONTINGENCY 350,000 350,000 Total 4,500,000 4,500,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 8,368,778 CONTRIBUTIONS & 550,000 550,000 DONATIONS Total GO BONDS 1,546,222 1,546,222 OTHER STATE GRANTS 500,000 500,000 Total 2,596,222 2,596,222 Budget Impact/Other costs due to is less than 4.-111 storm sewer pump Project Summary by Name Project # S3910 Project Name Annual Bridge Maintenance & Repair GRANTEE NONE SCORE 60 MATCH% NONE TIFDISTRICT None Total Project Cost: $300,000 Department PUBLIC WORKS Contact Jason Havel Type Annual Useful Life 20 years Category Street Operations Priority Critical (1) 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 prtfonned on 3 bridges. Prior Expenditures 2016 2017 2018 2019 2020 Total 50,000 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 Prior Funding Sources 2016 2017 2018 2019 2020 Total 50,000 ROAD USE TAX FUND 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 Project # S3921 Project Name Interstate 80 Aesthetic Improvements GRANTEE IDOT SCORE 27 MATCH% NONE TIFDISTRICT None etiption Total Project Cost: $300,000 scaminz and aesthetic treatments in the Interstate 80 corridor. The obiective of this proiect is to Department PUBLIC WORKS Contact Jason Havel Type One Phase Useful Life 10 years Category Street Operations Priority Aesthetic Improvement (4) Status Active (Justification This proiect is dependent upon state grant funding to improve the appearance of the Iowa City corridor along Interstate 80. a third lane to I-80 Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 75,000 75,000 CONSTRUCTION 200,000 200,000 CONTINGENCY 25,000 25,000 Total 75,000 225,000 300,000 Funding Sources 2016 2017 2018 2019 2020 Total OTHER STATE GRANTS 200,000 200,000 ROAD USE TAX FUND 75,000 25,000 100,000 Total 75,000 225,000 300,000 will increase operating costs due to the maintenance that will be necessary for the landscaping improvements. The estimated increase in operating costs 551 Project Summary by Name Project # S3932 Expenditures Department PUBLIC WORKS 2018 2019 Contact Ron Knoche Project Name LED Streetlight Replacement EQUIPMENT Type Annual GRANTEE NONE SCORE 53 Useful Life 20 years MATCH% NONE TIFDISTRICT None Category Street Operations Total 75,000 Priority Essential (2) Description Total Project Cost: $425,000 Status Active This project will retrofit existing city owned streetlights with LED technology. Estimated payback period for LED streetlights is 3.5 years. Justification IRetortittine streetliehts with LED technoloevwill create lone -term savines for the Citv and is consistent with the sustainability seals of the Citv Council. Prior Expenditures 2016 2017 2018 2019 2020 Total 50,000 EQUIPMENT 75,000 75,000 75,000 75,000 75,000 375,000 Total Type Total 75,000 75,000 75,000 75,000 75,000 375,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 50,000 ROAD USE TAX FUND 75,000 75,000 75,000 75,000 75,000 375,000 Total Total 75,000 75,000 75,000 75,000 75,000 375,000 Budget Impact/Other This project will decrease street lighting costs by 30% and streets overtime for replacing bulbs when the project is complete. The accumulated savings will be in excess of $100.000 Der vear. S3933 Department PUBLIC WORKS Project # Contact Kent Ralston Project Name Myrtle/Riverside Intersection Signalization Type One Phase GRANTEE NONE SCORE 45 Useful Life 20 years MATCH % NONE TIF DISTRICT Riverside Drive Category Street Operations Priority Essential (2) Description Total Project Cost: $900,000 Status Active Sienalization of the intersection based on warrants. The monect will also included necessary ADA ravine inumovments. Justification a Riverside Drive Pedestrian Tunnel necessary with the decision to move Expenditures 2016 2017 2018 2019 2020 Total CONSTRUCTION 900,000 900,000 Total 900,000 900,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 900,000 900,000 Total 900,000 900,000 Operating and maintence costs will be minimal until replacment is needed. Additional expenditures are estimated at less than $10,000 per year. 14M Project Summary by Name Project# S3934 2017 2018 Department PUBLIC WORKS PLANNING/DESIGN 300,000 Contact John Yapp Project Name McCollister Blvd - Gilbert to Sycamore Type One Phase GRANTEE NONE SCORE 48 Useful Life 50 years MATCH % NONE TIF DISTRICT None Category Street Operations 75,000 Priority Essential (2) Description Total Project Cost: $3,375,000 Status Active Extend McCollister Blvd from its current terminus east of Gilbert St to Sycamore St. 350,000 3,025,000 Justification Project is consistent with the arterial street plan and South District Plan. With the opening of Alexander School, the need for better east -west traffic circulation has become important. Project will also serve as a catalyst for further residential development in the South District. Project will also reduce traffic pressure on Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 300,000 300,000 CONSTRUCTION 2,500,000 2,500,000 INSPECTION 75,000 75,000 ADMINISTRATION 50,000 75,000 125,000 CONTINGENCY 375,000 375,000 Total 350,000 3,025,000 3,375,000 Funding Sources 2016 2017 2018 2019 2020 Total GO BONDS 3,375,000 3,375,000 Total 3,375,000 3,375,000 Budget Impact/Other Normal street maintenance activities - will add approximately 3,000 feet to arterial street system. Estimated annual expenditures are less than $10,000 per year. 553 Project Summary by Name Project# S3935 Project Name Prentiss Street Bridge Replacement Department PUBLIC WORKS Contact Jason Havel Type One Phase GRANTEE IDOT SCORE 80 Useful Life 50years MATCH% 20% TIFDISTRICT City -University Category Street Operations Priority Critical (1) Desefiption Total Project Cost: $1,150,000 Status Active This projectwill include the removal and replacement of the existing triple corrugated metal pipe culverts with new reinforced concrete box culverts. The project will also include removal and replacement of downstream Ralston Creek slope protection, upsizing storm sewer along Prentiss Street and removal and replacement of street pavement. The initial report from the 2015 bridge inspection included bulging and severe corrosion of the corrugated metal pipe culverts, damaged and undermined inlet and headwall, and cracked street pavement in this location. The Consultant will also be recommending the City post this structure with a 20 -ton weight embargo due to its current condition. In addition, the existing storm sewer alone Prentiss Street is undersized and has a history of surchareine during large rain events. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 125,000 125,000 CONSTRUCTION 825,000 825,000 INSPECTION 50,000 50,000 ADMINISTRATION 50,000 50,000 CONTINGENCY 100,000 100,000 Total 125,000 1,025,000 1,150,000 Funding Sources 2016 2017 2018 2019 2020 Total FEDERAL GRANTS 820,000 820,000 GO BONDS 125,000 205,000 330,000 Total 125,000 1,025,000 1,150,000 554 Project Summary by Name Project# S3936 Project Name Melrose Avenue Improvements GRANTEE STP SCORE 55 MATCH% 20% TIFDISTRICT None Total Project Cost: $4,000,000 reconstruct Melrose Avenue/IWV Road from HiQhwav 218 to Hebl Avenue, Jusfification Melrose Avmue/IWV Road is in Door condition and needs to be reconstructed to current desien standards. Department PUBLIC WORKS Contact Jason Havel Type One Phase Useful Life 50 years Category Street Operations Priority Essential (2) Status Active Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 200.000 200,000 LAND/ROW ACQUISITION 50.000 50,000 CONSTRUCTION 3,400,000 3,400,000 INSPECTION 150,000 150,000 CONTINGENCY 200,000 200,000 Total 250,000 3,750,000 4,000,000 Funding Sources 2016 2017 2018 2019 2020 Total FEDERAL GRANTS 930,000 930,000 GO BONDS 250,000 1,220,000 1,470,000 OTHER LOCAL 1,600,000 1,600,000 GOVERNMENTS Total 250,000 3,750,000 4,000,000 Project Summary by Name Project# S3937 Project Name First Avenue Three -Lane Conversion GRANTEE NONE SCORE 52 MATCH% NONE TIFDISTRICT None 'efiption Total Project Cost: $275,000 Department PUBLIC WORKS Contact Jason Havel Type One Phase Useful Life 10 years Category Street Operations Priority Efficiency Improvement (3) Status Active this project will convert First Avenue from a four -lane cross-section to a three -lane cross-section with bike lanes between Mall Drive and Highway 6. Justification conversion to a three -lane section is expected to increase safety throughout the corridor and will provide additonal on -street bicycle facilities. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN CONSTRUCTION INSPECTION ADMINISTRATION CONTINGENCY 25,000 200,000 15,000 10,000 25,000 25,000 200,000 15,000 10,000 25,000 Funding Sources Total 275,000 2016 2017 2018 2019 2020 275,000 Total GO BONDS 275,000 275,000 Total 275,000 275,000 ONIQ Project Summary by Name Project# S3938 Project Name Washington Street Reconstruction GRANTEE NONE MATCH % NONE SCORE 61 TIFDISTRICT City -University Department PUBLIC WORKS Contact Geoff Train Type One Phase Useful Life 50 years Category Street Operations Priority Critical (1) Desefiption Total Project Cost: $5,282,000 Status Active Thisprojectis a high priority part of the downtown streetscape master plan. This project reconstructs Washington Streetfrom Clinton Streetto Linn Street including the intersections with Clinton and Linn. The project also improves sidewalk pavement, addresses a critical update to the water main, provides stonnwater enhancement and upaades of private utilities. The completed moiect will enhance the retail environment with streetscave components. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 511,000 511,000 CONSTRUCTION 2,699,000 2,699,000 INSPECTION 511,000 511,000 CONTINGENCY 850,000 850,000 OTHER 711,000 711,000 4,957,000 Total 5,282,000 5,282,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 325,000 GO BONDS 4,133,666 4,133,666 Total STORM WATER FUND 77,334 77,334 WATER FUND 746,000 746,000 Total 4,957,000 4,957,000 project should reduce operating expenditures due to the replacement of infrastructure in poor condition. The anticipated annual savings is less than $10,000 411 Project Summary by Name Project# V3101 Project Name Annual Sewer Main Replacement GRANTEE NONE SCORE 71 MATCH% NONE TIFDISTRICT None Total Project Cost: $3,000,000 I'1'his project consists of annual sanitary sewer repairs and preventive maintenance throughout the sewer system. Justification Department PUBLIC WORKS Contact Daniel Scott Type Annual Useful Life 50 years Category Wastewater Treatment Priority Essential (2) Status Active IThis work is necessary to Drevent sewer cave-ins and blockaees that can cause sanitary sewer overflows and basement floodine. Prior Expenditures 2016 2017 2018 2019 2020 Total 500,000 CONSTRUCTION 500,000 500,000 500,000 500,000 500,000 2,500,000 Total Total 500,000 500,000 500,000 500,000 500,000 2,500,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 500,000 WASTEWATER FUND 500,000 500,000 500,000 500,000 500,000 2,500,000 Total 'Total 500,000 500,000 500,000 500,000 500,000 2,500,000 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. Project # V3141 Project Name Sludge Biosolid Dewatering Equip Replacement Department PUBLIC WORKS Contact Ben Clark Type One Phase GRANTEE NONE SCORE 56 Useful Life 20years MATCH% NONE TIFDISTRICT None Category Wastewater Treatment Priority Essential (2) Total Project Cost: $2,200,000 DCSCllption 1 Status Active This project includes removal and replacement of the sludge dewatering equipment at the South Wastewater Plant - Engineering design services, construction drawings, purchase and installation of new equipment. Justification The equipment is 25 years old, is at the end of its normal operating lifespan and needs to be replaced. Better efficiency and safety improvements will be Prior Expenditures 2016 2017 2018 2019 2020 Total 1,400,000 CONSTRUCTION 800,000 800,000 Total Total 800,000 800,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 1,400,000 WASTEWATER FUND 800,000 800,000 Total 'Total 800,000 800,000 14.-1.1 Project Summary by Name Project# V3143 Project Name Backup Generator & Electrical System Upgrade GRANTEE NONE MATCH % NONE Description Phis project will upgrade th ]ood protection for the gen Justification SCORE 71 TIFDISTRICT None Total Project Cost: $3,525,000 electricial distribution system and backup power Department PUBLIC WORKS Contact Ben Clark Type One Phase Useful Life 20 years Category Wastewater Treatment Priority Critical (1) Status Active existing generator at the South Wastewater Treatment Plant is not sized to run the entire plant during an emergency situation. This project upgrades the .up generator for peak time load interruption and associated the electrical distribution system. During the last flood event, considerable expense was incurred Prior Expenditures 2016 2017 2018 2019 2020 Total 25,000 PLANNING/DESIGN 300,000 300,000 CONSTRUCTION 3,000,000 3,000,000 Total INSPECTION 50,000 50,000 CONTINGENCY 150,000 150,000 Total 3,500,000 3,500,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 1,150,000 WASTEWATER FUND 2,375,000 2,375,000 Total Total 2,375,000 2,375,000 This will have a negligible impact on the operating budget. 14..1 Project Summary by Name Project# V3144 Project Name wastewater Clarifier Repairs GRANTEE NONE SCORE 74 MATCH% NONE TIFDISTRICT None Total Project Cost: $300,000 were insatlled in 1989. They all h are in need of replacement and/or repair Department PUBLIC WORKS Contact Ben Clark Type Multi -Phase Useful Life 20 years Category Wastewater Treatment Priority Critical (1) Status Active el mechanisms that are severly cofroded Justification These repairs were identified during the design of the Wastewater Treatment Facilities Consolidatin Project, hower, theywere not included in the project due to budget constraints. These repairs are necessary to avoid untimely equipment failure. Prior Expenditures 2016 2017 2018 2019 2020 Total 150,000 CONSTRUCTION 150,000 150,000 Total Total 150,000 150,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 150,000 WASTEWATER FUND 150,000 150,000 Total Total 150,000 150,000 Y:R] Project Summary by Name Project# V3145 Project Name Scott Boulevard Trunk Sewer GRANTEE NONE SCORE 30 MATCH% NONE TIFDISTRICT None crinfrnn Total Project Cost: $2,025,000 at :wrently serving the Windsor Ridge Subdivision Department PUBLIC WORKS Contact Jason Havel Type One Phase Useful Life 50 years Category Wastewater Treatment Priority Critical (1) Status Active oft Six Industrial Park to the lift station Justification n addition to residential development that has occurred in the area, the Iowa City Community School District has plans to build a new elementary school on the south side of American Legion Road. A new trunk sewer will be needed to accommodate continued ,growth in the area. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 175,000 175,000 LAND/ROW ACQUISITION 300,000 300,000 CONSTRUCTION 1,300,000 1,300,000 INSPECTION 100,000 100,000 CONTINGENCY 150,000 150,000 Total 475,000 1,550,000 2,025,000 Funding Sources 2016 2017 2018 2019 2020 Total REVENUE BONDS 2,025,000 2,025,000 Total 2,025,000 2,025,000 Y:i Project Summary by Name Project# W3212 Department PUBLIC WORKS Contact Kevin Slutts Project Name First Avenue (400-500 Block) Water Main Replace Type One Phase GRANTEE NONE SCORE 66 Useful Life 70 years MATCH% NONE TIFDISTRICT None Category Water Operations Priority Essential (2) Description Total Project Cost: $637,100 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 8" PVC and ductile iron water main. 60 It of 16" cast iron (vintage 1962) will also be replaced. A significant amount of street repair will be included in this moiect. 6" water main broke on January 1, 2013 causing significant damage to the main thoroughfare. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 60,000 60,000 CONSTRUCTION 380,000 380,000 INSPECTION 121,100 121,100 CONTINGENCY 76,000 76,000 Total 637,100 637,100 Funding Sources 2016 2017 2018 2019 2020 Total WATER FUND 637,100 637,100 Total 637,100 637,100 Project Summary by Name Project# W3213 Project Name Ground Storage Reservoir VFD Upgrades GRANTEE NONE SCORE 48 MATCH% NONE TIFDISTRICT None Total Project Cost: $326,175 IReplacement of two Variable Frequency Drives at Sycamore GSR in 2015. Replacement of two Variable Frequency Drives at Rochester GSR in 2016. Replacement of two Variable Frecuencv Drives at Bloomineton St. GSR in 2017. Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Kevin Slutts Multi -Phase 15 years Water Operations Essential (2) Active Prior Expenditures 2016 2017 2018 2019 2020 Total 91,000 PLANNING/DESIGN 16,000 18,000 34,000 CONSTRUCTION 75,000 80,000 155,000 Total INSPECTION 22,275 23,900 46,175 Total 113,275 121,900 235,175 Prior Funding Sources 2016 2017 2018 2019 2020 Total 91,000 WATER FUND 113,275 121,900 235,175 Total Total 113,275 121,900 235,175 Y:B] Project Summary by Name Project# W3214 2016 2017 Department PUBLIC WORKS 25,000 25,000 Contact Kevin Slutts Project Name Reseal Treatment Plant Building Type One Phase GRANTEE NONE SCORE 48 Useful Life 15 years MATCH% NONE TIFDISTRICT None Category Water Operations Priority Essential (2) 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 3uilding 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 2016 2017 2018 2019 2020 Total CONSTRUCTION 25,000 25,000 CONTINGENCY 2,500 2,500 Total 27,500 27,500 Funding Sources 2016 2017 2018 2019 2020 Total WATER FUND 27,500 27,500 Total 27,500 27,500 Budget Impact/Other to Y P! Project Summary by Name Project# W3216 Project Name Spruce St. (1300-1400 Block) Water Main Repl GRANTEE NONE SCORE 66 MATCH% NONE TIFDISTRICT None 'eliption Total Project Cost: $217,350 Department PUBLIC WORKS Contact Kevin Slutts Type One Phase Useful Life 70 years Category Water Operations Priority Efficiency Improvement (3) Status Active 1'his project is awater main replacement project with respective street and sidewalk replacement. Approximately 875 feet of 6" cast iron (vintage 1955) will be eplaced with 8" PVC and ductile iron pipe. Justification Phe water main has been subject to numerous water main breaks and has reach the end of it's useful life. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 130,000 130,000 INSPECTION 41,350 41,350 CONTINGENCY 26,000 26,000 Total 217,350 217,350 Funding Sources 2016 2017 2018 2019 2020 Total WATER FUND 217,300 217,300 Total 217,300 217,300 Y -V Project Summary by Name Project# W3221 Project Name Aquifer Storage and Recovery (ASR) Project Department PUBLIC WORKS Contact Kevin Slutts Type One Phase GRANTEE NONE SCORE 39 Useful Life 25 years MATCH% 50% TIFDISTRICT None Category Water Operations Priority Efficiency Improvement (3) Desefiption Total Project Cost: $300,000 Status Active 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 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 50,000 75,000 125,000 CONSTRUCTION 175,000 175,000 Total 50,000 250,000 300,000 Funding Sources 2016 2017 2018 2019 2020 Total WATER FUND 50,000 250,000 300,000 Total 50,000 250,000 300,000 energy system Y:P] to to Project Summary by Name Project# W3222 Department PUBLIC WORKS Phe existing water main has been subject to numerous water main breaks and has reached the end of its useful life. Improved valve placement will also decrease Contact Kevin Slutts Project Name Dill St. Water Main Replacement Type One Phase GRANTEE NONE SCORE 66 Useful Life 70 years MATCH% NONE TIFDISTRICT None Category Water Operations CONSTRUCTION Priority Critical (1) Desefiption Total Project Cost: $551,975 Status Active This is a water main replacement project with respective street and sidewalk replacement. Approximately 1200 feet of 6' cast-iron pipe (vintage 1928, 1939, and 1953) will be replaced with 6" PVC pipe on Dill Street between Black Spring Circle and part of Rider. ADMINISTRATION Justification Phe existing water main has been subject to numerous water main breaks and has reached the end of its useful life. Improved valve placement will also decrease comber of blocks/residences affected by future water main shutdowns. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 50,000 50,000 CONSTRUCTION 360,000 360,000 INSPECTION 67,475 67,475 ADMINISTRATION 2,500 2,500 CONTINGENCY 72,000 72,000 Total 50,000 501,975 551,975 Funding Sources 2016 2017 2018 2019 2020 Total WATER FUND 50,000 501,975 551,975 Total 50,000 501,975 551,975 project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than —YA Project Summary by Name Project# W3223 Project Name Douglas St./Douglas Ct. Water Main Replacement GRANTEE NONE SCORE 66 MATCH% NONE TIFDISTRICT None 'eliption Total Project Cost: $630,000 is a water main replacement project with respective street and sidewalk replacement at gine (vintaee 1955) will be replaced with 6" ductile iron nine. Justification Department PUBLIC WORKS Contact Jason Havel Type One Phase Useful Life 70 years Category Water Operations Priority Critical (1) Status Active ,ater main has been subject to numerous water main breaks and has reached the end of its useful life. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 50,000 50,000 LAND/ROW ACQUISITION 50,000 50,000 CONSTRUCTION 405,000 405,000 INSPECTION 45,000 45,000 CONTINGENCY 80,000 80,000 Total 630,000 630,000 Funding Sources 2016 2017 2018 2019 2020 Total WATER FUND 630,000 630,000 Total 630,000 630,000 in lower maintenance and repair costs. YY:1 new on cast- Project Summary by Name Project# W3224 Department PUBLIC WORKS Contact Kevin Slutts Project Name Lee St/Highwood St Water Main Replacement Type One Phase GRANTEE NONE SCORE 66 Useful Life 70 years MATCH% NONE TIFDISTRICT None Category Water Operations Priority Critical (1) Description Total Project Cost: $195,500 Status Active This is a water main replacement project with respective street and sidewalk replacement at Lee Street and Highwood Street. Approximately 550 feet of 6" cast-iron nine (vintaee 1951) will be replaced with 6" PVC nine. Aooroximately 300 feet of PVC will be installed where no nine has existed previously. Justification Phe existing water main has been subject to numerous water main breaks and has reached the end of its useful life. The new water main mn will complete awater train loop in the area that was never completed, thereby improving water supply in the immediate neighborhood. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 140,000 140,000 INSPECTION 25,500 25,500 CONTINGENCY 10,000 10,000 Total 195,500 195,500 Funding Sources 2016 2017 2018 2019 2020 Total WATER FUND 195,500 195,500 Total 195,500 195,500 Budget Impact/Other in lower maintenance and repair costs. Y:I:] new on Project Summary by Name Project# W3225 Project Name Water Treatment Plant Filter #6 Buildout GRANTEE NONE MATCH % NONE Description 3uild out of filter #6 with ii Justification SCORE 42 TIFDISTRICT None Total Project Cost: $241,600 Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Kevin Slutts One Phase 20 years Water Operations Essential (2) Active (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 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 70,000 70,000 81,600 221,600 Total 20,000 70,000 70,000 81,600 241,600 Funding Sources 2016 2017 2018 2019 2020 Total WATER FUND 20,000 70,000 70,000 81,600 241,600 Total 20,000 70,000 70,000 81,600 241,600 41111 Project Summary by Name Project# W3226 Project Name Water Plant Computer Control System(s) Replacement GRANTEE NONE MATCH % NONE SCORE 48 TIFDISTRICT None Department PUBLIC WORKS Contact Kevin Slutrs Type Multi -Phase Useful Life 10 years Category Water Operations Priority Essential (2) )esefiption Total Project Cost: $273,900 Status Active his project will facilitate the replacement and upgrade of the Supervisory Control and Data Acquisition (SCADA), distributed control computers and ant unications systems for the water treatment plant and remote facilities. The project is to replace the current (obsolete) File Server and accommodate addition of Backup File Server for the Water Plant. The project also includes upgrading existing software, purchasing additional software and replacement of (1) obsolete I Justification I The SCADA File Server at the Water Plant has reached the end of it's reliable lifecycle. The City's ITS Department has recommended replacement of the existing File Server 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 integration of new software and hardware into the existing Water Plant SCADA Control System. The operating systems for the operating and viewing nodes also require upgrades according to ITS. This will require and present the opportunity to upgrade the treatment plant control systems) to be more stable, secure, and Prior Expenditures 2016 2017 2018 2019 2020 Total 64,400 PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 50,000 50,000 50,000 150,000 Total CONTINGENCY 10,000 5,000 5,000 20,000 OTHER 24,500 24,500 Total 99,500 55,000 55,000 209,500 Prior Funding Sources 2016 2017 2018 2019 2020 Total 64,400 WATER FUND 99,500 55,000 55,000 209,500 Total Total 99,500 55,000 55,000 209,500 571 Project Summary by Name Project# W33OO Project Name Bradford Drive Water Main Replacement GRANTEE NONE SCORE 66 MATCH% NONE TIFDISTRICT None Total Project Cost: $306,000 Department PUBLIC WORKS Contact Kevin Slutts Type One Phase Useful Life 70 years Category Water Operations Priority Efficiency Improvement (3) Status Active fms is a water main replacement project with respective street and sidewalk replacement. Approximately 550 feet of 6 -inch cast-iron pipe (vintage 1956) will be replaced with 1250 feet of 8 -inch PVC. Justification The existing water main has been subject to numerous water main breaks and has reached the end of its useful life. This project would also make the distribution system more robust by adding an additional looped feed to the system. This water main feeds Southeast Junior High School, and ranks in the top ten of the water Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 266,000 266,000 Total 40,000 266,000 306,000 Funding Sources 2016 2017 2018 2019 2020 Total WATER FUND 40,000 266,000 306,000 Total 40,000 266,000 306,000 water main replacement project will reduce operations and maintenance cost is less than 1`J Project Summary by Name Project# w33O1 Department PUBLIC WORKS LAND/ROW ACQUISITION Contact Jason Havel Project Name Herbert Hoover water Booster Pump Station Type One Phase GRANTEE NONE SCORE 45 Useful Life 20 years MATCH% NONE TIFDISTRICT None Category Water Operations CONTINGENCY Priority Critical (1) Description Total Project Cost: $1,000,000 Status Active This project will install a new water booster pump station near Herbert Hoover Highway. Justification Proposed development along Herbert Hoover Highway is expected to create additional demands on the City's water system. The area is relatively high in elevation and eneineerine calculations for proposed developments in the area show water pressures are expected to approach the minimum of the desired ranee. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 75,000 75,000 LAND/ROW ACQUISITION 125,000 125,000 CONSTRUCTION 600,000 600,000 INSPECTION 50,000 50,000 ADMINISTRATION 50,000 50,000 CONTINGENCY 100,000 100,000 Total 1,000,000 1,000,000 Funding Sources 2016 2017 2018 2019 2020 Total REVENUE BONDS 1,000,000 1,000,000 Total 1,000,000 1,000,000 r are estimated between $10,000 and 573 an additional pump Project Summary by Name Project# W33O2 Project Name Giblin Drive Water Main Replacement GRANTEE NONE SCORE 66 MATCH% 85% TIFDISTRICT None Total Project Cost: $246,350 Department PUBLIC WORKS Contact Kevin Slutts Type One Phase Useful Life 70 years Category Water Operations Priority Critical (1) Status Active Ihis is a water main replacement project with respective street and sidewalk replacement. Approximately 620 feet of 6 -inch cast-iron pipe (vintage 1953) eplaced with 8" PVC. Justification Phe existing water main has been subject to numerous water main breaks and has reached the end of its useful life. Ranks in the top ten of the water main replacement matrix. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 29,000 29,000 LAND/ROW ACQUISITION 3,000 3,000 CONSTRUCTION 147,000 147,000 INSPECTION 30,350 30,350 ADMINISTRATION 2,000 2,000 CONTINGENCY 35,000 35,000 Total 29,000 217,350 246,350 Funding Sources 2016 2017 2018 2019 2020 Total WATER FUND 29,000 217,350 246,350 Total 29,000 217,350 246,350 574 Project Summary by Name Project# W3303 Project Name Sixth Avenue Water Main Replacement GRANTEE NONE MATCH % NONE this is a water main rc eplaced with 8" PVC. Justification SCORE 66 TIFDISTRICT None Total Project Cost: $315,000 street and sidewalk replacement. Department PUBLIC WORKS Contact Kevin Slutts Type One Phase Useful Life 70 years Category Water Operations Priority Critical (1) Status Active ,ater main has been subject to numerous water main breaks and has reached the end of its useful life. This projects also includes completing two new s to improve overall system network for the area. Ranks in the top ten of the water main replacement matrix. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 220,000 220,000 INSPECTION 5,000 5,000 ADMINISTRATION 51000 5,000 CONTINGENCY 45,000 45,000 Total 40,000 275,000 315,000 Funding Sources 2016 2017 2018 2019 2020 Total WATER FUND 40,000 275,000 315,000 Total 40,000 275,000 315,000 water main replacement project will reduce operations and maintenance cost associated with emergency/atter hours repairs. The estimated decrease in X67 Project Summary by Name Project # L3326 Project Name Landfill Surveillance Cameras GRANTEE NONE SCORE 42 MATCH% NONE TIFDISTRICT None Total Project Cost: $83,000 and infrared surveillance cameras in three locations at Department TRANSPORTATION & RESO Contact Chris O'Brien Type One Phase Useful Life 7years Category Landfill Priority Essential (2) Status Active the landfill so that we have 360 degree vision of the site. Justification This technology allows for the surveillance of heat sources and the ability to send alerts when alms are triggered. As we continue to expand our site and open new landfill cells, this would be useful in allowine us to better monitor our site. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN CONSTRUCTION 8,000 75,000 8,000 75,000 Funding Sources Total 83,000 2016 2017 83,000 2018 2019 2020 Total LANDFILL FUND 83,000 83,000 Status Total 83,000 83,000 There will be additional expenses to maintain the video cameras and fiber optic cables. Additional expenses are anticipated to be less than $10,000 per year. Project # U327 Project Name Landfill Gas Collection System Expansion GRANTEE NONE MATCH % NONE SCORE 75 TIFDISTRICT None Total Project Cost: $950,000 Department TRANSPORTATION & RESO Contact Chris O'Brien Type One Phase Useful Life 25 years Category Landfill Priority Critical (1) Status Active Justification Du7777 our movement into FY09 landfill cell and necessity to add additonal vertical collection wells. This is funded in part by the closure reserves for the landfill. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 125,000 125,000 CONSTRUCTION 825,000 825,000 Total 950,000 950,000 Funding Sources 2016 2017 2018 2019 2020 Total LANDFILL FUND 950,000 950,000 Total 950,000 950,000 (Minimal operational impact as we are alreadv conductive samnhinz on the current eas wells. Estimated annual operative costs are less than $10,000. 1 ac:� Project Summary by Name L3328 TRANSPORTATION & RESO Department TRANSPORTATION & RESO Project # Annual Useful Life 20 years Category Parking Operations Contact Chris O'Brien Project Name Landfill Equipment Building Replacement Active Type One Phase GRANTEE NONE SCORE 47 Useful Life 35 Years MATCH% NONE TIFDISTRICT None Category Landfill 100,000 Priority Essential (2) Description Total Project Cost: $800,000 Status Active This project would consist of the replacement and resizing of the landfill equipment storage buildings, currently known as Building A and Building B. Justification These buildings are in poor condition and can not currently fit our equipment in them. This leaves our equipment exposed to the elements causing unnecessary wear and excessive downtime. Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 60,000 60,000 CONSTRUCTION 740,000 740,000 Total 800,000 800,000 Funding Sources 2016 2017 2018 2019 2020 Total LANDFILL FUND 800,000 800,000 Total 800,000 800,000 Budget Impact/Other Should be minimal decrease in operating cost due to poor condition of current structures. Decrease in estimated annual expenditures are less than $10,000 per year. Project # T3004 Project Name Parking Facility Restoration Repair GRANTEE NONE MATCH % NONE Justification SCORE 52 TIFDISTRICT None Total Project Cost: $2,248,000 Department TRANSPORTATION & RESO Contact Chris O'Brien Type Annual Useful Life 20 years Category Parking Operations Priority Essential (2) Status Active a morougn runny conmrion eva uauon was conaucxea oy rrrF on an rive or our existing urcunes. rms mcmaea a rive year maintenance ptan ter screaming me repairs. 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 conducted by in-house staff. This will be discussed with the eneineerine firm to outline scope of work. Prior Expenditures 2016 2017 2018 2019 2020 Total 848,000 CONSTRUCTION 400,000 400,000 300,000 200,000 100,000 1,400,000 Total Total 400,000 400,000 300,000 200,000 100,000 1,400,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 848,000 PARKING FUND 400,000 400,000 300,000 200,000 100,000 1,400,000 Total Total 400,000 400,000 300,000 200,000 100,000 1,400,000 Budget Impact/Other There should be no operational budget impact as these are repairs to existing infrastructure. 1II Project Summary by Name Project# T3009 Project Name Parking Facility & Enforcement Automation GRANTEE NONE MATCH % NONE be installed in Darkine decks. In SCORE 52 TIFDISTRICT None Total Project Cost: $1,252,500 meter housines will be meters on street. Department TRANSPORTATION & RESO Contact Chris O'Brien Type Multi -Phase Useful Life 15 years Category Parking Operations Priority Efficiency Improvement (3) Status Active Additional access and revenue control Justification Four of the five parking facilites have had automation equipment installed and with the pending economic development project slated for College and Gilbert, Chauncey 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 2016 2017 2018 2019 2020 Total 902,500 CONSTRUCTION 270,000 270,000 Total Total 270,000 270,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 902,500 PARKING FUND 270,000 270,000 Total Total 270,000 270,000 Project# T3017 Project Same Capitol & Dubuque Street Fagade Improvements GRANTEE NONE MATCH % NONE were SCORE 29 TIFDISTRICT None Total Project Cost: $150,000 1979 and as apart of the streetscape planning process, Department TRANSPORTATION & RESO Contact Chris O'Brien Type One Phase Useful Life 20 years Category Parking Operations Priority Aesthetic Improvement (4) Status Active as neeame aesmeuc immovemems as Expenditures 2016 2017 2018 2019 2020 Total PLANNING/DESIGN 150,000 150,000 Total 150,000 150,000 Funding Sources 2016 2017 2018 2019 2020 Total PARKING FUND 150,000 150,000 Total 150,000 150,000 There would be no aditional staff needed for this project and minimal O &M costs. �Fl Project Summary by Name Project# T3O55 Project Name Transit Facility Relocation Department TRANSPORTATION & RESO Contact Chris O'Brien Type One Phase GRANTEE FTA SCORE 73 Useful Life 40 Years MATCH% 20% TIFDISTRICT None Category Transit Operations Priority Essential (2) Deseliption 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 2016 2017 2018 2019 2020 Total CONSTRUCTION 20,000,000 20,000,000 Total 20,000,000 20,000,000 Funding Sources 2016 2017 2018 2019 2020 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. 'SBI Project Summary by Name Project# T3O59 Project Name Transit Bus Shelter Replacement & Expansion GRANTEE NONE MATCH % NONE Justification SCORE 35 TIFDISTRICT None Total Project Cost: $150,000 to replace shelters in need of extensi as well as Department TRANSPORTATION & RESO Contact Chris O'Brien Type Multi -Phase Useful Life 10 years Category Transit Operations Priority Essential (2) Status Active 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 the in high ridership areas. Prior Expenditures 2016 2017 2018 2019 2020 Total 50,000 OTHER 50,000 50,000 100,000 Total Total 50,000 50,000 100,000 Prior Funding Sources 2016 2017 2018 2019 2020 Total 50,000 TRANSIT FUND 50,000 50,000 100,000 Total Total 50,000 50,000 100,000 Y:f�] City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 1 - Bridges 1 BURLINGTON ST BRIDGE- This project is a replacement of the Burlington Bridge over $16,000,000 SOUTH the Iowa River that will also increase the number of lanes. 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 SECOND AVENUE BRIDGE This project will replace the bridge over Ralston Creek at Second Avenue and will include sidewalks. 5 SIXTH AVENUE BRIDGE This project involves the removal and replacement of the existing twin box culvert with a larger bridge. 6 THIRD AVENUE BRIDGE This project will replace the bridge over the South Branch of Ralston Creek at Third Avenue. 2 - Streets $773,000 $773,000 $773,000 7 BENTON STREET - This is a capacity related improvement identified by the $5,150,000 ORCHARD TO OAKNOLL Arterial Street Plan. 8 DODGE ST - GOVERNOR TO Street reconstruction and storm sewer improvements. This $10,712,000 BOWERY is a joint project with the IDOT. 9 DUBUQUE RD PAVING - Reconstruct and upgrade to urban cross sections. $1,339,000 BRISTOL TO DODGE 10 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 1-80 interchange signals. May also facilitate a second means of access from the Peninsula area to Dubuque St. 11 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. 12 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 13 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. 14 OLD HWY 218 Streetscape improvements on Old Hwy 218 entrance - STREETSCAPE Sturgis Ferry Park to US Hwy 6. This project includes landscaping, lighting and sidewalk improvements. The project should be coordinated with Sturgis Ferry Park upgrade and /or Riverside Drive Redevelopment project. �:r, $812,000 City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 15 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. 16 MCCOLLISTER - SYCAMORE Extend proposed McCollister Boulevard from Sycamore $9,088,000 ST TO SCOTT BLVD Street to Scott Boulevard. 17 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. 18 OAKDALE BLVD This project would construct an extension north across 1-80 $15,000,000 to a new intersection with Iowa Hwy 1. 19 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. 20 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. 21 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). 22 ROHRET RD Project will reconstruct Rohret Rd to urban standards. $1,813,000 IMPROVEMENTS- LAKESHORE TO LIMITS 23 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). 24 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 25 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 . 26 SYCAMORE-HWY 6 TO This project involves additional lanes to improve capacity $750,000 HIGHLAND and storm sewer improvements. 27 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. 28 TAFT AVENUE Herbert Hoover Hwy to 420th Street. $17,399,000 Y:YJ City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 29 LAURA DRIVE Reconstruction of entire length of Laura Drive to standard 2lane $2,000,000 RECONSTRUCTION width with curb, storm sewer and sidewalk. 30 LINN STREET This project is part of the downtown streetscape master plan. This $1,935,000 RECONSTRUCTION, project reconstructs Linn Street from Burlington Street to Iowa BURLINGTON TO IOWA Avenue. Project also improves sidewalk pavement, addresses critical update to water main, replaces and relocates storm sewer between Washington & Iowa. 31 DUBUQUE STREET This project reconstructs Dubuque Street from Washington to Iowa $1,364,500 RECONSTRUCTION, Avenue. The project also improves sidewalk pavement, addresses WASHINGTON TO IOWA critical utility updates, and enhances the retail environment with streetscape components. 32 CLINTON STREET Improve Clinton Street Streetscape south of Burlington Street $1,500,000 STREETSCAPE consistent with the Riverfront Crossings Plan. Minor pavement improvements and lane striping a part of project. 33 TOWNCREST DRIVE A private street that the property owners would dedicate the right of $600,000 RECONSTRUCTION way to the City, and the City will reconstruct. Parking along and adjacent to the right of way will be reconfigured to better facilitate vehicle movement and pedestrian safety. 3 - Transportation Services 34 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 38 OLD HIGHWAY 218 TRAILfWIDE SIDEWALK 39 HWY 6 TRAIL -BROADWAY TO SYCAMORE 40 HWY 6 TRAIL -SYCAMORE TO HEINZ 41 WILLOW CREEK TRAIL - PHASE III 42 WILLOW CREEKTRAIL- WEST 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 Heinz Road. Construct a trail from Willow Creek Drive, under Highway One, around perimeter of airport, to connect with Iowa River Corridor (IRC) Trail. Connect Willow Creek Trail from its current west terminus via a tunnel under Highway 218, to connect with the trail in Hunters Run Park and further west. 43 IOWA RIVER TRAIL, BENTON This project will estend the Iowa River Trail from Benton TO STURGIS PARK Street to Sturgis Park on the west side of the Iowa River. Y:R] $550,000 $2,588,000 $1,899,920 $870,000 $2,814,000 $2,258,000 City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 5 - Wastewater 44 NORTH BRANCH DAM TRUNK This project extends easterly along Ralston Creek from the $3,860,000 SEWER North Branch Dam to Scott Boulevard. 45 NORTHEAST TRUNK SEWER Reconstruction of an under -sized sewer through the $5,221,000 northeast neighborhoods. 46 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. 6 - Water 47 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. 48 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. Highway 218. This facility will serve development west of Approximately 8,500 feet of water main (400 ft 12" ductile iron and 8,000 feet of 8" PVC). 7 - Stormwater 49 CARSON LAKE REGIONAL Construction of a regional storm water management facility $1,160,000 STORMWATR on the middle branch of Willow Creek immediately west of Highway 218. This facility will serve development west of Highway 218 and south of Rohret Road. Rohret South Sewer project is a prerequisite. 50 IOWA AVENUE CULVERT This project will repair a box culvert that carries Ralston $348,000 REPAIRS Creek under Iowa Avenue. 51 N BRANCH BASIN Aerial mapping done for the update to the flood plain maps $135,000 EXCAVATION revealed that sedimentation has consumed a portion of the capacity of the facility. This basin is located in Hickory Hill Park. 52 OLYMPIC COURT Storm sewer retrofit to relieve localized flooding from storm $464,000 STORMWATER water runoff. 53 SUNSET ST STORM SEWER The area just north and south of Kineton Green, east of $440,000 Sunset, has experienced back yard flooding and drainage problems. 54 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 axe City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 55 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. 56 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. 57 SECOND PARKING LOT AT Provides for additional parking on the north side of the $130,000 ASHTON HOUSE Ashton House to support larger events at the facility. 58 EXPANDED PARKING AT Expands parking the existing parking lot at the Lodge $75,000 TERRY TRUEBLOOD REC building. AREA 59 LOWER CITY PARK MASTER Implement changes to make the park more resilient to TBD PLAN IMPROVEMENTS flooding. Follows from the 2015 master plan. 60 EAST SIDE SPORTS Build out of a new 73 acre park on the City's east side. The TBD COMPLEX IMPROVEMENTS park includes expansion of various field sports as well as serves as a neighborhood amenity. Follows from the 2015 master plan. 61 UPPER CITY PARK POOL The project includes design and construction of aquatic $ 4,500,000 AQUATIC ENHANCEMENTS enhancements to Upper City Park. Includes renovation of the existing pool and the addition of modern aquatic features possibly including splash pads, slides and other family - friendly amenities. 9 - Other Projects 62 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). 63 CEMETERY COLUMBARIUM Construction of a columbarium. $405,000 64 POLICE EVIDENCE STORAGE Construction of a permanent evidence storage facility. $929,000 FACILITY 65 FIRE STATION #1 Relocate and expand / modernize Central Fire Station #1. $11,593,000 RELOCATION 66 FIRE STATION #5 Construction of Fire Station #5 in the South Planning District. $2,898,000 67 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning $2,898,000 District. 68 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. Y:b7 City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 69 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.) 70 EQUIPMENT MAINTENANCE Construction of new Equipment Maintenance Facility at the FACILITY So. Gilbert St. Public Works site, replacing the existing facility at Riverside Dr. (Part of the Riverfront Crossings 77 TRAFFIC SIGNAL PRE- amendment to City -University URA). 71 STREETS AND WATER Construct new building at the So. Gilbert St. Public Works DISTRIBUTION FACILITY site to accommodate the Streets, Traffic Engineering, Refuse, and Water Distribution Divisions. 72 RIVERSIDE DRIVE This project includes methane abatement, excavation, and REDEVELOPMENT fill at the 7 acre site owned by the City at Riverside Dr. and Hwy 6. This site preparation would allow for marketing of this property for commercial development. (Part of Riverfront Crossings - West(Riverside Drive) URA). 73 AIRPORT EQUIPMENT Snow removal equipment was previously stored in United SHELTER Hangar. Equipment Shelter would provide enclosed storage for equipment. 74 AIRPORT PERIMETER ROAD Construction perimeter road for maintenance and fueling vehicles to travel to south development area. 75 SOUTH AIRPORT SITE South General Aviation area site development with access DEVELOPMENT roadway and utilities. 76 SUMMIT ST. HISTORIC PLAN Streetscape and intersection elements through Summit Street Historic District. 77 TRAFFIC SIGNAL PRE- This project will install a city-wide Geographic Information EMPTION SYSTEM System based traffic signal pre-emption system for emergency vehicles. This system is necessary if the Burlington St Median Project is constructed between Madison St and Gilbert St. 78 BURLINGTON STREET DAM the modification of the Burlington Street Dam to address public safety concerns, improve riverbank stability, improve fish habitat, and create recreation opportunities. Once the study has been completed, the dam sating and recreational opportunities will be created. TOTAL -UNFUNDED PROJECTS 4.1.1 $9,454,000 $6,869,000 $2,527,000 $337,500 $267,700 $2,125,100 $302,000 $1,221,000 $6,435,000 $ 254,510,720 INTERNAL SERVICE FUNDS F Y 2 0 1 7 Equipment Replacement Risk Management Loss Reserves Information Technology Services Central Services Health Insurance Reserve Dental Insurance Reserve EQUIPMENT FUND The Equipment Fund is an internal service fund created to account for the City's fuel facility, maintenance of the City's vehicle and equipment fleet, and the accumulation of funds for the replacement of vehicles and equipment. Internal customers and departments and other local governments are charged labor and parts for the cost to repair vehicles and equipment by the City's fleet maintenance division. Those charges are designed to cover the division's actual cost of service. Fuel has 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 $1.94 million in replacement expenditures anticipated for fiscal year 2016 and $1.18 million in replacement expenditures budgeted for fiscal year 2017. 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 unreserved fund balance levels off in fiscal year 2016 and begins to decrease in fiscal year 2017. Total fund balance continues to trend upward with, however, with approximately $8.8 million designated for equipment replacement in fiscal year 2017. -R] Equipment Fund Fund Balance $14,000,000 $12,000,000 $10,000,000 $8,000,000 - $6,000,000 $4,000,000 $2,000,000 $0 FY13 FY14 FY15 FY16 FY17 ■Designated for Equip $6,268,060 $7,291,464 $7,759,190 $7,869,907 $8,846,716 ■Unassigned 1 $2,212,131 1 $2,577,919 $3,258,949 $3,563,629 $3,057,289 -R] 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. 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 relocation of the remaining equipment maintenance and storage facilities to the new public works facility location is included as part of the 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 with the remaining facilities to be relocated in fiscal year 2018. FY13 FY14 FY15 FY16 FY17 Actual Actual Actual Budget Projection Number of 21 21 31 33 18 Vehicles/Equipment Total Projected Cost $1,788,349 $908,305 $1,156,142 $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 relocation of the remaining equipment maintenance and storage facilities to the new public works facility location is included as part of the 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 with the remaining facilities to be relocated in fiscal year 2018. Fund Balance*, July 1 Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Revenue Disaster Assistance Local 28E Agreements Charges For Fees And Services Refuse Charges Miscellaneous Misc Merchandise Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: General Fleet Maintenance Equipment Replacement Reserves Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues *Fund Balance is Cash Balance for July 1, 2013 City of Iowa City Equipment (8100 - 8101) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 8,129,339 $ 8,480,191 $ 9,869,383 $ 11,018,139 $ 11,433,536 $ 11,904,005 $ 29,221 $ 24,011 $ 40,018 $ 10,187 $ 39,000 $ 39,000 - - 2,059 - - - - - 311 - - - 899,008 989,164 715,489 1,049,617 787,038 802,779 6,024 7,280 4,684 7,280 1,500 - 111 4,663,122 5,027,245 5,313,327 5,297,620 5,451,819 5,560,855 370 341 15,407 341 406 406 260,719 54,481 251,838 81,100 100,000 100,000 $ 5,858,464 $ 6,102,522 $ 6,343,244 $ 6,446,145 $ 6,379,763 $ 6,503,040 $ 3,577,941 $ 3,844,527 $ 3,289,701 $ 4,047,047 $ 3,627,173 $ 3,709,505 1,571,327 666,801 1,904,787 1,943,701 1,182,121 1,106,530 5,149,268 4,511,328 5,194,488 5,990,748 4,809,294 4,816,036 - 202,002 - 40,000 1,100,000 1,000,000 - 202,002 - 40,000 1,100,000 1,000,000 $ 5,149,268 $ 4,713,330 $ 5,194,488 $ 6,030,748 $ 5,909,294 $ 5,816,036 $ 8,838,535 $ 9,869,383 $ 11,018,139 $ 11,433,536 $ 11,904,005 $ 12,591,010 (358,344) - - - - - 8,480,191 9,869,383 11,018,139 11,433,536 11,904,005 12,591,010 6,022,119 7,291,464 7,759,190 7,869,907 8,846,716 9,939,995 $ 2,458,072 $ 2,577,919 $ 3,258,949 $ 3,563,629 $ 3,057,289 $ 2,651,015 42% 42% 51% 55% 48% 41% 011 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 629,840 gallons of fuel for City vehicles and outside entities (Not including Transit Buses) • The division maintains 534 vehicles and major equipment with 3,291 repair orders this past fiscal year. Recent Accomplishments: Upcoming Challenges: • Transition to new Superintendent effective January 2015. Staffing: • Vehicle wash bay replacement in 2017 CIP budget • Planning for future replacement of equipment maintenance facility Staffing Level Change Summary: All staffing FTE's were moved into the General Fleet Maintenance activity and none are being allocated to the Equipment Replacement activity starting in fiscal year 2017. There are no other staffing level changes in the Equipment division in fiscal year 2017. SM FY2015 FY2016 FY2017 Total FTE's 10.75 10.75 10.75 Staffing Level Change Summary: All staffing FTE's were moved into the General Fleet Maintenance activity and none are being allocated to the Equipment Replacement activity starting in fiscal year 2017. There are no other staffing level changes in the Equipment division in fiscal year 2017. SM Service Level Change Summary: There are no service level changes in the Equipment division in fiscal year 2017. Financial Highlights: • Capital outlay for equipment replacement expenditures in fiscal year 2017 total $1,141,000. The fiscal year 2017 budget 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. • The average fuel price in fiscal year 2015 was 26% less than the price in fiscal year 2014, resulting in lower overall operating costs. xx� GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Maximize Revenue from Surplus Vehicles/Equipment. Dispose of all Replaced Units. 6Y-RMeiiGvrow1...u-IiEli LOB BROWN LOB E LCfi�E�kS[:ic�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 2017 I FY 2012 FY 2013 FY 2014 I FY 2015 Total Vehicles & Equipment 516 524 522 527 534 Maintained Percent of Repairs Completed in less New 14% 88.5% 87.9% 87.6% 86.9% than 1 Day Measure 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. Y:L! FY 2011 1 FY 2012 FY 2013 FY 2014 1 FY 2015 Hours Billed as a Percent of Hours 69% 74% 73% 74% 75.9% Available Percent of Expenditures Contracted 14% 14% 18% 34% 29.0% with Outside Vendors Y:L! City of Iowa City Activity Summary Activity: General Fleet Maintenance (710510) Fund: Equipment (8100) Division: Equipment (710500) Department: Public Works 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Protected Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Revenue Disaster Assistance Local 28E Agreements Charges For Fees And Services Refuse Charges Miscellaneous Misc Merchandise Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Buyer I - Equipment Equipment Shop Supervisor Equipment Superintendent Mechanic I - Equipment Mechanic 11 - Equipment Mechanic III - Equipment (Day) Mechanic III - Equipment (Eve) Parts/Inventory Clerk - Equip Total Personnel $ 20,734 $ 13,042 $ 24,208 $ 1,700 $ 24,000 $ 24,000 - - 2,059 - - - - - 249 - - - 899,008 989,164 715,489 1,049,617 787,038 802,779 6,024 7,280 4,684 7,280 1,500 - 111 2,907,827 3,155,869 3,207,465 3,331,789 3,407,889 3,476,047 338 341 15,407 341 406 406 - 680 1,059 1,000 - - $ 3,833,931 $ 4,166,376 $ 3,970,731 $ 4,391,727 $ 4,220,833 $ 4,303,232 $ 766,241 $ 823,299 $ 836,504 $ 869,499 $ 978,897 $ 1,008,264 324,934 583,332 497,558 622,902 522,693 533,147 2,486,766 2,437,896 1,955,639 2,554,646 2,125,583 2,168,095 $ 3,577,941 $ 3,844,527 $ 3,289,701 $ 4,047,047 $ 3,6275173 $ 3,709,505 2013 2014 2015 2016 2017 - - - - 0.75 1.00 1.00 1.00 1.00 1.00 0.50 0.50 0.50 0.50 1.00 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 9.50 9.50 9.50 9.50 10.75 Tfl.7 City of Iowa City Activity Summary Activity: Equipment Replacement Reserves (710520) Fund: Equipment (8101) Division: Equipment (710500) Department: Public Works 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Protected Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Revenue Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Buyer I - Equipment Equipment Superintendent Total Personnel Capital Outlay Bucket truck TV Sewer Inspection Truck Recycle Truck Refuse Trucks Automobiles Other operating equipment Snow Removal Equipment Tractors Other Vans & Trucks Total Capital Outlay $ 8,487 $ 10,969 $ 15,810 $ 8,487 $ 15,000 $ 15,000 BYJ 1,755,295 1,871,376 2,105,862 1,965,831 2,043,930 2,084,809 32 - - - - - 260,719 53,801 250,779 80,100 100,000 100,000 $ 2,024,533 $ 1,936,146 $ 2,372,513 $ 2,054,418 $ 2,158,930 $ 2,199,809 $ 112,002 $ 116,182 $ 109,777 $ 119,890 $ - $ - 23,100 21,254 75,771 22,411 40,482 48,578 234 16 520 500 639 652 1,435,991 529,349 1,718,719 1,800,900 1,141,000 1,057,300 $ 1,571,327 $ 666,801 $ 1,904,787 $ 1,943,701 $ 1,182,121 $ 1,106,530 2013 2014 2015 2016 2017 0.75 0.75 0.75 0.75 - 0.50 0.50 0.50 0.50 - 1.25 1.25 1.25 1.25 2016 2017 $ - $ 132,900 143,800 - 493,900 - 404,700 421,900 85,800 20,600 215,800 464,100 18,700 18,000 127,800 - 310,400 83,500 $ 1,800,900 $ 1,141,000 1161AkviM01ETC]A M1A011112AM011 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, 2016 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 $3.443 million which is 4.39% higher than the fiscal year 2015 ending fund balance. The budgeted ending fund balance for fiscal year 2017 is $3.49 million, which is higher than the 2016 revised fund balance by 1.49%. The fund balance is expected to remain stable over the next two years. 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. xfi City of Iowa City Risk Management Loss Reserve (8200) Fund Summary 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 Revenues *Fund Balance is Cash Balance for July 1, 2013 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 3,117,320 $ 3,067,793 $ 3,152,696 $ 3,298,488 $ 3,443,251 $ 3,494,455 $ 8,389 $ 8,043 $ 12,900 $ 3,481 $ 13,000 $ 13,000 986,959 1,134,174 1,542,726 1,421,700 1,591,174 1,622,997 278,054 48,954 25,872 48,955 18,971 18,971 $ 1,273,402 $ 1,191,171 $ 1,581,498 $ 1,474,136 $ 1,623,145 $ 1,654,968 $ 2,474,803 $ 1,106,268 $ 1,435,706 $ 1,329,373 $ 1,571,941 $ 1,605,362 $ 2,474,803 $ 1,106,268 $ 1,435,706 $ 1,329,373 $ 1,571,941 $ 1,605,362 $ 1,915,919 $ 3,152,696 $ 3,298,488 $ 3,443,251 $ 3,494,455 $ 3,544,061 1,151,874 3,067,793 3,152,696 3,298,488 3,443,251 3,494,455 3,544,061 $ 3,067,793 $ 3,152,696 $ 3,298,488 $ 3,443,251 $ 3,494,455 $ 3,544,061 241% 265% 209% 234% 215% 214% Y:FI 1:761:"1Ji/e10/e[e3AJiIA0111Ito] »:7_A1101061 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 I:1M014Lein k&9 Recent Accomplishments: • Implemented the City's Safety Certification program • Implemented City wide NIMS training programs • Provided 507 hours of safety related training to City staff Upcoming Challenges: • Create Safety procedures handbook • Bid Third -Party -Administrator (TPA) services • Revamp injury rate report Staffing: Staffing Level Change Summary: There are no staffing changes proposed for fiscal year 2017. Service Level Change Summary: There are no service level changes proposed for fiscal year 2017. Financial Highlights: Service charges are estimated to exceed $1,000,000 for the next three years and to increase by 21.9% between fiscal years 2016 and 2017. FY2015 FY2016 FY2017 Total FTE's 1.80 1.80 1.80 Staffing Level Change Summary: There are no staffing changes proposed for fiscal year 2017. Service Level Change Summary: There are no service level changes proposed for fiscal year 2017. Financial Highlights: Service charges are estimated to exceed $1,000,000 for the next three years and to increase by 21.9% between fiscal years 2016 and 2017. 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 FY 2015 170 400 377 593 559 Injury Rate (percentage of workers injured in a given year) CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 9.01% 7.16% 7.53% 6.72% 6.33% Lost Day Rate (percentage of workers who missed work days due to work related injury) CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 4.04% 3.33% 3.77% 2.90% 2.83% SIQ�] City of Iowa City Activity Summary Activity: Risk Management (310600) Division: Risk Management (310600) $ 255,347 $ 178,450 Fund: Risk Management Loss Reserve (8200) Department: Finance 198,262 $ 2013 2014 2015 2016 2017 2018 1,118,237 Actual Actual Actual Revised Budget Projected Revenues: 20,924 10,109 10,311 Capital Outlay 499,615 Use Of Money And Property - - - - Total Expenditures Interest Revenues $ 8,389 $ 8,043 $ 12,900 $ 3,481 $ 13,000 $ 13,000 Miscellaneous 2013 2014 2015 2016 2017 Intra -City Charges 986,959 1,134,174 1,542,726 1,421,700 1,591,174 1,622,997 Other Misc Revenue 278,054 48,954 25,872 48,955 18,971 18,971 Total Revenues $ 1,273,402 $ 1,191,171 $ 1,581,498 $ 1,474,136 $ 1,623,145 $ 1,654,968 Expenditures Personnel $ 255,347 $ 178,450 $ 196,233 $ 190,212 $ 198,262 $ 204,210 Services 1,646,079 907,898 1,230,437 1,118,237 1,363,570 1,390,841 Supplies 73,762 19,920 9,036 20,924 10,109 10,311 Capital Outlay 499,615 - - - - - Total Expenditures $ 2,474,803 $ 1,106,268 $ 1,435,706 $ 1,329,373 $ 1,571,941 $ 1,605,362 Personnel Services - FTE 2013 2014 2015 2016 2017 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 & Trng 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 xri 11►1101Nky,FAIEel 0a1xya►Eel 1111DOICY&IA NV/Eel *y1III1►1I7 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 Geographical 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 $2.45 million at June 30, 2016. This is a decrease of $75,575 or 2.99% from fiscal year 2015. Fund balance is expected to decline even further during fiscal year 2017 by $457,784 or 18.65% to $2.00 million. The reduction in fund balance is directly related to transfers to the Capital Projects fund in 2016 and 2017. In 2016, the reserve for replacement was re -designed to restrict funds to replace computer equipment that costs more than $5,000. The estimated fund balance restricted for this purpose if $747,114 in fiscal year 2016 and $816,708 and fiscal year 2017. 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. AIN Fund Balance*, July 1 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures City of Iowa City Information Technology (8300 - 8302) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 2,726,870 $ 2,799,046 $ 2,551,542 $ 2,530,336 $ 2,454,761 $ 1,996,977 $ 11,336 $ 6,729 $ 11,817 $ 2,576 $ 12,000 $ 12,000 1,800 1,800 1,800 1,800 1,800 1,800 1,843,841 1,734,710 1,751,884 2,088,453 2,131,710 2,171,455 1 3,983 - - - 5,000 5,000 $ 1,860,961 $ 1,743,239 $ 1,765,501 $ 2,092,829 $ 2,150,510 $ 2,190,255 Information Technology $ 1,565,835 $ 1,637,229 $ 1,543,896 $ 1,962,469 $ 2,028,404 $ 2,051,432 Info Technology Equipment Replacement 167,610 212,355 204,511 118,601 79,890 100,000 Police Computer Equipment Replacement 12,558 141,159 38,300 37,334 - - Sub -Total Expenditures 1,746,003 1,990,743 1,786,707 2,118,404 2,108,294 2,151,432 Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues *Fund Balance is Cash Balance for July 1, 2013 - - - 50,000 500,000 - $ 1,746,003 $ 1,990,743 $ 1,786,707 $ 2,168,404 $ 2,608,294 $ 2,151,432 $ 2,841,828 $ 2,551,542 $ 2,530,336 $ 2,454,761 $ 1,996,977 $ 2,035,799 (42,782) - - - - 2,799,046 2,551,542 2,530,336 2,454,761 1,996,977 2,035,799 - - - 747,114 816,708 866,192 $ 2,799,046 $ 2,551,542 $ 2,530,336 $ 1,707,647 $ 1,180,269 $ 1,169,607 150% 146% 143% 82% 55% 53% 603 I1►1;1*1Ndi/A1[0]01a1xya0Is] 1161CY&AA:IN(11111*Y6]UAMA1[0]0161 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 2015, ITS managed: • 41 fiber connected facilities • 97 network switches • 21 traffic switches • 80 virtual servers • 30 Virtual PCs • 8 VMware hosts • 152 Terabytes of hard disk space • 17 physical servers • 11 construction projects with fiber optic cable or duct • 4 core data infrastructure facilities • 1 telephone system with voice mail and Automated Call Distribution systems with approximately 750 ports. Recent Accomplishments: • Implement Geographical Information System Enterprise Server • Complete reroute of fiber to allow for demolition of North Waste Water Plant • Implement redundancy for the core network routing and switching • Iowa One Call positive response application • Laserfiche RIO upgrade • Utility billing moved to Munis system Staffing: Upcoming Challenges: • Upgrade Munis to version 11.2 • Plan and design for the upgrade of the legacy phone system • Microsoft Office upgrade and user training • Upgrade storage area network • Microsoft Office licensing changes • Expansion of Geographic Information System utilization Staffing Level Change Summary: ITS division will be eliminating one Database Administrator position and creating a Geographical Information System (GIS) Coordinator position. .06 FTE of a Buyer I — Purchasing position will no longer be allocated to the ITS Operations. Service Level Change Summary: The ITS division will be expanding its GIS activities and will work to coordinate and expand the use of the City's GIS within all of the City's departments. Financial Highlights: The ITS division re -organized its structure for fiscal year 2017. This consolidated much of the activity in its two replacement reserves into its operations and eliminated its Police Computer Replacement Reserve. In addition, ITS internal charges increased due to the change in licensing fees for Microsoft Office which also increased the activity's operating expenditures. For capital outlay, the ITS Operations has budget $100,000 for the installation of fiber optic cable and conduit and $65,070 for the replacement of file servers. There is also a transfer budgeted in fiscal years 2016 and 2017 to the Capital Projects fund totaling $550,000 for the replacement of the City's phone system. Y�b7 FY2015 FY2016 FY2017 Total FTE's 9.86 9.86 9.80 Staffing Level Change Summary: ITS division will be eliminating one Database Administrator position and creating a Geographical Information System (GIS) Coordinator position. .06 FTE of a Buyer I — Purchasing position will no longer be allocated to the ITS Operations. Service Level Change Summary: The ITS division will be expanding its GIS activities and will work to coordinate and expand the use of the City's GIS within all of the City's departments. Financial Highlights: The ITS division re -organized its structure for fiscal year 2017. This consolidated much of the activity in its two replacement reserves into its operations and eliminated its Police Computer Replacement Reserve. In addition, ITS internal charges increased due to the change in licensing fees for Microsoft Office which also increased the activity's operating expenditures. For capital outlay, the ITS Operations has budget $100,000 for the installation of fiber optic cable and conduit and $65,070 for the replacement of file servers. There is also a transfer budgeted in fiscal years 2016 and 2017 to the Capital Projects fund totaling $550,000 for the replacement of the City's phone system. Y�b7 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 IChanae (vear/vear) 1 -1.9% 1 -1.2% 1 2.7% 1 -4.8% 1 -5.8% 1 Strategic Plan Goal: Healthy Neighborhoods, Strong Urban Core, & Enhanced Communications and Marketing Department Goal: Facilitate Fiber Connectivity to School Facilities. Department Objective: As the fiber optic network changes, include schools in planning for access where they deem appropriate. Performance Measures: Number of Iowa City school facilities connected to City backbone fiber cable FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Facilities Connected 10 15 16 17 18 Strategic Plan Goal: Healthy Neighborhoods, Strategic Economic Development Activities, &A Solid Financial Foundation Department Goal: Strive for 99.99% (Four -9's standard) uptime for internet services. Department Objective: 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). Performance Measures: AIN FY 2011 1 FY 2012 FY 2013 FY 2014 FY 2015 New New Uptime Percentage I 99 .40% 99.50% 99.92% Measure Measure AIN City of Iowa City Activity Summary Activity: Information Technology (310500) Fund: Information Technology (8300) Division: Information Technology (310500) Department: Finance 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: $ 961,125 $ 1,017,253 $ 1,003,786 $ 1,106,278 $ 1,096,035 $ 1,128,916 Use Of Money And Property 500,968 476,670 406,406 704,251 404,469 412,558 Interest Revenues $ 11,336 $ 6,729 $ 11,817 $ 2,576 $ 12,000 $ 12,000 Charges For Fees And Services 69,957 100,845 91,483 130,000 175,000 150,000 Misc Charges For Svc 1,800 1,800 1,800 1,800 1,800 1,800 Miscellaneous 2013 2014 2015 2016 2017 Intra -City Charges 1,353,752 1,217,498 1,217,460 1,295,718 1,987,226 2,026,971 Other Misc Revenue 1 - - - - - Total Revenues $ 1,366,889 $ 1,226,027 $ 1,231,077 $ 1,300,094 $ 2,001,026 $ 2,040,771 Expenditures Personnel $ 961,125 $ 1,017,253 $ 1,003,786 $ 1,106,278 $ 1,096,035 $ 1,128,916 Services 500,968 476,670 406,406 704,251 404,469 412,558 Supplies 33,785 42,461 42,221 21,940 352,900 359,958 Capital Outlay 69,957 100,845 91,483 130,000 175,000 150,000 Total Expenditures $ 1,565,835 $ 1,637,229 $ 1,543,896 $ 1,962,469 $ 2,028,404 $ 2,051,432 Personnel Services - FTE 2013 2014 2015 2016 2017 Buyer I - Purchasing - 0.06 0.06 0.06 - Data Base Administrator 2.00 2.00 2.00 2.00 1.00 I.T.S. Coordinator 1.00 1.00 1.00 1.00 1.00 GIS Coordinator - - - - 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 2.00 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 - - - - Total Personnel 10.86 9.86 9.86 9.86 9.80 Capital Outlay Fiber Optic Cable/Ductwork Network core routers Software licenses/upgrades Server hardware/upagrades Total Capital Outlay 607 2016 2017 $ 100,000 $ 100,000 5,000 25,000 10,000 25,000 15,000 25,000 $ 130,000 $ 175,000 City of Iowa City Activity Summary Activity: Information Technology Equipment Replacement (310581) Fund: Information Technology (8301) Division: Information Technology (310500) Department: Finance Revenues: Miscellaneous Intra -City Charges Other Financial Sources Sale Of Assets Total Revenues Expenditures: Services Supplies Capital Outlay Total Expenditures Capital Outlay File Servers Network Switches/Firewalls P.C. Hardware Other Hardware Total Capital Outlay 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Project $ 434,293 $ 443,458 $ 438,699 $ 671,279 $ 144,484 $ 144,484 3,983 - - - 5,000 5,000 $ 438,276 $ 443,458 $ 438,699 $ 671,279 $ 149,484 $ 149,484 $ 5,154 $ 4,984 $ 3,835 $ 5,128 $ - $ - 36,347 59,492 100,614 17,510 - - 126,109 147,879 100,062 95,963 79,890 100,000 $ 167,610 $ 212,355 $ 204,511 $ 118,601 $ 79,890 $ 100,000 608 2016 2017 $ 32,000 $ 65,070 14,820 - 42,243 - 6,900 14,820 $ 95,963 $ 79,890 City of Iowa City Activity Summary Activity: Police Computer Equipment Replacement (310585) Fund: Information Technology (8302) Division: Information Technology (310500) Department: Finance 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Revenues: Miscellaneous Intra -City Charges Total Revenues Expenditures: Services Supplies Capital Outlay Total Expenditures Capital Outlay File Servers P.C. Hardware Other Hardware Total Capital Outlay $ 55,796 $ 73,754 $ 95,725 $ 121,456 $ - $ $ 55,796 $ 73,754 $ 95,725 $ 121,456 $ - $ - $ - $ 190 $ 573 $ - $ - $ - 4,595 3,801 17,435 1,275 - - 7,963 137,168 20,292 36,059 - - $ 12,558 $ 141,159 $ 38,300 $ 37,334 $ - $ - 2016 2017 609 $ 16,000 $ - 17,559 - 2,500 $ 36,059 $ - INA011111MIINA:,y/[a*' 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. Funds are also retained for the replacement of copy machines on a regularly scheduled basis. The Central Services fund has an estimated ending fiscal year 2016 fund balance of $599,477. This was a decrease of 8.97% from fiscal year 2015. The fiscal year 2017 estimated ending fund balance is $617,481 which is an increase of 3.0% from fiscal year 2016. 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 represented accounts payable outstanding. City of Iowa City Central Services (8400) Fund Summary *Fund Balance is Cash Balance for July 1, 2013 611 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ 731,745 $ 761,382 $ 715,872 $ 658,527 $ 599,477 $ 617,481 Revenues: Use Of Money And Property Interest Revenues $ 2,668 $ 1,742 $ 2,416 $ 658 $ 25500 $ 2,500 Intergovernmental Local 28E Agreements 10,200 - - - - - Charges For Fees And Services Library Charges - - 6 - - - Miscellaneous Intra -City Charges 223,328 228,772 248,406 255,439 267,124 272,466 Other Misc Revenue - 5,820 451 - - - Printed Materials 358 111 222 111 220 220 Total Revenues $ 236,554 $ 236,445 $ 251,501 $ 256,208 $ 269,844 $ 275,186 Expenditures: Central Services $ 206,049 $ 281,955 $ 308,846 $ 315,258 $ 251,840 $ 264,475 Total Expenditures $ 206,049 $ 281,955 $ 308,846 $ 315,258 $ 251,840 $ 264,475 Fund Balance, June 30 $ 762,250 $ 715,872 $ 658,527 $ 599,477 $ 617,481 $ 628,192 Change in Accounting Method (868) Adjusted Fund Balance, June 30 761,382 715,872 658,527 599,477 617,481 628,192 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 761,382 $ 715,872 $ 658,527 $ 599,477 $ 6175481 $ 628,192 % of Revenues 322% 303% 262% 234% 229% 228% *Fund Balance is Cash Balance for July 1, 2013 611 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 Recent Accomplishments: • Processed 170,200 pieces of outgoing City Mail. • Sorted and Distributed over 100,000 pieces of incoming City mail. • Distributed 1648 incoming UPS packages. • Processed 101 outgoing UPS packages. Upcoming Challenges: • Staff training on a new postage machine. Staffing: Staffing Level Change Summary: There are no staffing level changes for fiscal year 2017. Service Level Change Summary: There are no service level changes for fiscal year 2017. Financial Highlights: In fiscal year 2017, the Central Services division has budgeted $38,000 for the replacement of copy machines. :gra FY2015 FY2016 FY2017 Total FTE's 0.50 0.50 0.50 Staffing Level Change Summary: There are no staffing level changes for fiscal year 2017. Service Level Change Summary: There are no service level changes for fiscal year 2017. Financial Highlights: In fiscal year 2017, the Central Services division has budgeted $38,000 for the replacement of copy machines. :gra GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: 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. Department Objective: 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. Performance Measures: Surplus Equipment Sold Migration of Paper Copies to Scanned Copies * Quantities from April 2014 through July 2014 Cost Savings for Standard Letters Processed FY 2011 1 FY 2012 FY 2013 FY 2014* 1 FY 2015 New New New Paper Copies 1,182,342 1,128,606 Measure Measure Measure Cost Savings Using City Mail Few New New Scanned Copies 169,578 342,751 Machine vs. Standard Mail Measure Measure measure * Quantities from April 2014 through July 2014 Cost Savings for Standard Letters Processed * Quantities and cost savings figures from February 2014 through July 2014 613 FY 2011 1 FY 2012 FY 2013 FY 2014* 1 FY 2015 New New New Quantity of Standard Letters 71,340 145,874 Measure Measure measure Cost Savings Using City Mail New New New $713.40 $1,305.27 Machine vs. Standard Mail Measure Measure Measure * Quantities and cost savings figures from February 2014 through July 2014 613 City of Iowa City 4ctivity Summan Division: Purchasing (310300) 236,445 $ 251,501 $ 256,208 $ Department: Finance 275,186 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budaet Projected 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 Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Purchasing Clerk Total Personnel Capital Outlay Copiers Postage Machine Total Capital Outlay $ 2,668 $ 1,742 $ 2,416 $ 10,200 - - 6 223,328 228,772 248,406 - 5,820 451 358 111 222 658 $ 2,500 $ 2,500 255,439 267,124 272,466 111 220 220 $ 236,554 $ 236,445 $ 251,501 $ 256,208 $ 269,844 $ 275,186 $ 28,732 $ 27,270 $ 36,512 $ 34,856 $ 35,851 $ 36,927 170,176 174,629 151,878 210,202 176,165 179,688 83 4,981 1,824 3,200 1,824 1,860 7,058 75,075 118,632 67,000 38,000 46,000 $ 206,049 $ 281,955 $ 308,846 $ 315,258 $ 251,840 $ 264,475 2013 2014 2015 2016 2017 0.76 0.50 0.50 0.50 0.50 0.76 0.50 0.50 0.50 0.50 2016 2017 $ 45,000 $ 38,000 22,000 $ 67,000 $ 38,000 iEl 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. In fiscal year 2017, health insurance premiums are projected to increase by 17% due to a substantial increase in claims in the past year. An increase in employee contributions was also negotiated as shown in the following table: Health Insurance Plan: FY2013 FY2014 FY2015 FY2016 FY2017* FY2018* Single Deductible $ 350 $ 350 $ 500 $ 600 $ 600 $ 650 Family Deductible 425 450 700 800 800 850 Single Out -0f -Pocket Max 825 840 900 1,000 1,000 1,000 Family Out -of -Pocket Max 950 1,100 1,450 1,700 1,700 1,800 Single Contribution/Month 40 40 40 45 50 55 Family Contribution/Month 70 75 80 85 90 95 * AFSCME and Non -Union only, other plans are currently under negotiation The fiscal year 2017 ending fund balance is estimated at $10.61 million. This is an increase of $25,357 or 0.24% from the revised fiscal year 2016 ending fund balance of $10.58 million. Restricted/assigned fund balance represents the City's Net OPEB Obligation. The City's Net OPEB obligation at June 30, 2015 was $3,969,641. 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 $106,429 that primarily represents unpaid health insurance claims. 5ti7 Fund Balance*, July 1 Revenues: Use Of Money And Property Interest Revenues Royalties & Commissions Charges For Fees And Services Misc Charges For Services Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Health Insurance Reserve Total Expenditures City of Iowa City Health Insurance Reserve (8500) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected $ 8,777,073 $ 10,359,253 $ 10,396,661 $ 10,620,338 $ 10,581,962 $ 10,607,319 $ 33,457 $ 23,355 $ 39,282 $ 8,696 $ 39,500 $ 39,500 2,628 1,160 - 1,160 - - 389,991 417,543 532,146 438,420 598,663 628,596 7,193,345 7,041,553 6,937,376 7,393,631 7,389,345 7,758,812 - 18,798 - - - - 323 - - - - $ 7,619,744 $ 7,502,409 $ 7,508,804 $ 7,841,907 $ 8,027,508 $ 8,426,908 $ 5,931,135 $ 7,465,001 $ 7,285,127 $ 7,880,283 $ 8,002,151 $ 8,402,259 $ 5,931,135 $ 7,465,001 $ 7,285,127 $ 7,880,283 $ 8,002,151 $ 8,402,259 Fund Balance, June 30 $ 10,465,682 $ 10,396,661 $ 10,620,338 $ 10,581,962 $ 10,607,319 $ 10,631,969 Change in Accounting Method (106,429) Adjusted Fund Balance, June 30 10,359,253 10,396,661 10,620,338 10,581,962 10,607,319 10,631,969 Restricted/Committed/Assigned 3,305,626 3,614,448 3,969,641 4,324,834 4,541,076 4,768,129 Unassigned Balance $ 7,053,627 $ 6,782,213 $ 6,650,697 $ 6,257,128 $ 6,066,243 $ 5,863,839 % of Revenues 93% 90% 89% 80% 76% 70% *Fund Balance is Cash Balance for July 1, 2013 All City of Iowa City Activitv Summar Division: Health Insurance Reserves (310750) Department: Finance 2013 2014 2015 2016 2017 2018 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 $ 33,457 $ 23,355 $ 39,282 $ 8,696 $ 2,628 1,160 - 1,160 389,991 417,543 532,146 438,420 7,193,345 7,041,553 6,937,376 7,393,631 - 18,798 - - 39,500 $ 39,500 598,663 628,596 7,389,345 7,758,812 323 - - - - - $ 7,619,744 $ 7,502,409 $ 7,508,804 $ 7,841,907 $ 8,027,508 $ 8,426,908 $ 5,925,254 $ 7,464,733 $ 7,285,127 $ 7,880,050 $ 8,002,151 $ 8,402,259 157 268 - 233 - - 5,724 - - - - - $ 5,931,135 $ 7,465,001 $ 7,285,127 $ 7,880,283 $ 8,002,151 $ 8,402,259 111:1 LIN film 10 Pill MA 0 MA :1*1:1 ZITJ:A 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 in fiscal year 2016. For non- union and AFSCME, the benefit will increase to $1,500 per eligible member in fiscal year 2017. The police union and fire union contracts for fiscal year 2017 are still under negotiation. The Dental Insurance Reserve's fund balance at the end of fiscal year 2016 is expected to be $161,227 or $18,424 higher than the fiscal year 2015 ending fund balance. This is an increase of 12.90% percent. An increase in fund balance is also expected for fiscal year 2017 to $167,958 which is an increase of $6,731 or 4.17%. 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 represented unpaid dental claims. :YiFI City of Iowa City Dental Insurance Reserve (8600) Fund Summary 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected Fund Balance`, July 1 $ 91,404 $ 118,521 $ 134,805 $ 142,803 $ 161,227 $ 167,958 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Total Revenues Expenditures: Dental Insurance Reserves Total Expenditures Fund Balance, June 30 Change in Accounting Method Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues *Fund Balance is Cash Balance for July 1, 2013 $ 369 $ 310 $ 553 $ 121 $ 500 $ 500 17,518 22,455 27,372 22,455 27,372 27,372 334,941 338,212 334,391 355,123 354,755 365,398 $ 352,828 $ 360,977 $ 362,316 $ 377,699 $ 382,627 $ 393,270 $ 322,709 $ 344,693 $ 354,318 $ 359,275 $ 375,896 $ 387,173 $ 322,709 $ 344,693 $ 354,318 $ 359,275 $ 375,896 $ 387,173 $ 121,523 $ 134,805 $ 142,803 $ 161,227 $ 167,958 $ 174,055 (3,002) - - - - 118,521 134,805 142,803 161,227 167,958 174,055 $ 118,521 $ 134,805 $ 142,803 $ 161,227 $ 167,958 $ 174,055 34% 37% 39% 43% "% 44% :LB] Activitv Sum Division: Dental Insurance Reserves (310760) Department: Finance 2013 2014 2015 2016 2017 2018 Actual Actual Actual Revised Budget Projected 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 $ 369 $ 310 $ 553 $ 121 $ 500 $ 500 17,518 22,455 27,372 22,455 27,372 27,372 334,941 338,212 334,391 355,123 354,755 365,398 $ 352,828 $ 360,977 $ 362,316 $ 377,699 $ 382,627 $ 393,270 $ 322,709 $ 344,693 $ 354,318 $ 359,275 $ 375,896 $ 387,173 $ 322,709 $ 344,693 $ 354,318 $ 359,275 $ 375,896 $ 387,173 F Y 2 0 1 7 STATISTICS General Information Form of Government Community Profile Demographics and Economics US Census Information Assessed Property Valuations Property Tax Levies Principal Taxpayers Employers Wastewater Customers Water Customers Operating Indicators Department Statistics Economic Overview Revenue Comparisons 10:1011:1ZU0101901Nky,FAIIQki 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, 623 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. 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. NEBRASKA KANSAS MINNESOTA MrnneaperPes , ��_„ WISCONSIN s ASa d.san IOWA City l ,) ILLINOIS 15 Jefferson City * St. i MISSOURI a Springfield i Numbers near city names indicate travel time from Iowa City to Mal destination. 624 Iowa City by the Numbers: • Population 67,862 • Median Age 25.6 years • Average Persons Per Household 2.21 • Bachelor's Degree or Higher 58.0% • 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 & QuickFacts) and Weatherbase (May 2015) Iowa City: Best Of... Area Rankings 2014 • Iowa City #2, "Best Cities for Successful Aging (Small Cities)," Milken Institute, Nov. 2014 • Iowa City #4, "20 Best College Towns," Business Insider, Oct. 2014 • Iowa City "Winner - Best Place for an Encore Career" on "Best Places to Retire," Money, Oct. 2014 • Iowa City #10 on "Top Places to Live 2014: Best Places to Walk and Bike," Money, Sept. 2014 • Iowa City #12 on "Top Places to Live 2014: Youngest Places," Money, Sept. 2014 • Iowa City #10 on "Top 100 Places to Live 2015," Livability.com, Sept. 2014 • Iowa City listed among "15 Cities for Creative 20 -Somethings That Aren't New York or Los Angeles," .Mic, July 2014 • Iowa City Metropolitan Statistical Area ranked #37 overall and #12 among "Small Cities" as a Leading Location for Economic Growth, Area Development Magazine, June 2014 Education: Public education to the City is provided by the Iowa City Community School District, with certified enrollment of 13,328.0 for fiscal year 2013-14. There are approximately 1,800 district personnel. The district operates seventeen pre-school sites, nineteen 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 1,839.6 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. �k7 Health Care: The City has top-notch health care with the University of Iowa Hospital and 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. US Census Data People QuickFacts Johnson Iowa City County Iowa Population, 2013 estimate 71,591 139,814 3,092,341 Population, 2010 (April 1) estimates base 67,892 130,882 3,046,869 Population, percent change - 4/1/10 to 7/1/13 5.4% 6.8% 1.5% Population, 2010 67,862 130,882 3,046,355 Living in same house 1 year & over, percent, 2009-2013 62.9% 73.4% 84.8% Foreign born persons, percent, 2009-2013 11.8% 9.3% 4.5% Language other than English spoken at home, percent age 5+, 2009-2013 15.7% 13.3% 7.2% High school graduate or higher, percent of persons age 25+, 2009-2013 95.3% 94.8% 91.0% Bachelor's degree or higher, percent of persons age 25+, 2009-2013 58.0% 51.1% 25.7% Veterans, 2009-2013 2,776 6,630 226,175 Mean travel time to work (minutes), workers age 16+, 2009-2013 16.3 18.2 18.8 Homeownership rate, 2009-2013 47.8% 59.7% 72.2% Housing units in multi -unit structures, percent, 2009-2013 45.6% 34.8% 18.4% Median value of owner -occupied housing units, 2009-2013 $180,900 $186,000 $124,300 Households, 2009-2013 28,278 54,005 1,226,547 Persons per household, 2009-2013 2.21 2.33 2.42 Per capita money income in past 12 months (2013 dollars), 2009-2013 $25,671 $29,592 $27,027 Median household income, 2009-2013 $41,410 $53,424 $51,843 Persons below poverty level, percent, 2009-2013 28.2% 17.7% 12.4% Business QuickFacts Johnson Iowa City County Iowa Total number of firms, 2007 4,186 9,323 259,931 Merchant wholesaler sales, 2007 ($1000) 208,3801 567,646 41,068,338 Retail sales, 2007 ($1000) 889,475 1,653,057 39,234,649 Retail sales per capita, 2007 $13,320 $13,168 $13,172 Accommodation & food services sales, 2007 ($1000) 125,076 258,762 4,737,719 Geography QuickFacts Johnson Iowa City County Iowa Land area in square miles, 2010 25.01 614.04 55,857.13 Persons per square mile, 2010 2,713.3 213.1 54.5 Source: US Census Bureau State & County QuickFacts AM City of Iowa City, Iowa Actual Valuation and Taxable Valuation of Property Last Ten Fiscal Years Actual Valuation Tax Collection Year: 2017 2016 FY2015 FY2014 Residential $ 3,875,140,399 $ 3,603,743,609 $ 3,488,112,611 $ 3,367,051,717 Agricultural (taxed at Ag rate) 3,702,157 3,553,520 3,680,920 2,655,640 Multi -Residential 409,965,852 - - - Commercial 796, 864, 224 1,129, 397, 979 1,144, 437, 631 1,113, 600, 025 Industrial 73,583,532 74,399,739 80,153,614 72,834,630 Railroads 4,096,577 4,015,580 3,827,506 3,205,451 Utilities Wout Gas & Electric 7,375,066 8,239,789 9,599,528 10,816,940 Gross valuation 5,170,727,807 4,823,350,216 4,729,811,810 4,570,164,403 Less: Military exemption 2,727,994 2,828,002 2,939,122 3,059,502 Net valuation 5,167,999,813 4,820,522,214 4,726,872,688 4,567,104,901 Incremental value 90,532,999 42,307,287 21,131,574 14,113,908 Gas and Electric Utilities 92,987,351 87,728,294 78,642,915 87,100,183 Total Actual valuation $ 5,351,520,163 $ 4,950,557,795 $ 4,826,647,177 $ 4,668,318,992 Percent change 8.099% 2.567% 3.392% 1.144% Taxable Valuation As of January 1: 2017 2016 FY2015 FY2014 Assessment Limitation: Residential rollback 55.6259% 55.7335% 54.4002% 52.8166% Agricultural rollback 46.1068% 44.7021% 43.3997% 59.9334% Multi -Residential rollback 86.25% NA NA NA Commercial and Railroad rollback 90.0% 90.0% 95.0% NA Industrial rollback 90.0% 90.0% 95.0% NA Residential $ 2,155,582,606 $ 2,008,493,138 $ 1,894,079,854 $ 1,776,096,066 Agricultural (taxed at Ag rate) 1,706,955 1,588,496 1,597,501 1,591,636 Multi -Residential 353,595,639 - - - Commercial 717,177, 817 1, 016, 458,199 1, 086, 556, 293 1,113, 600, 025 Industrial 66,225,178 66,959,765 76,128,877 72,834,630 Railroads 3,686,919 3,614,022 3,636,130 3,205,451 Utilities Wout Gas & Electric 7,375,066 8,239,789 9,599,528 10,816,940 Gross valuation 3,305,350,180 3,105,353,409 3,071,598,183 2,978,144,748 Less: Military exemption 2,727,994 2,828,002 2,939,122 3,059,502 Net valuation 3,302,622,186 3,102,525,407 3,068,659,061 2,975,085,246 Incremental value 74,941,826 33,331,128 21,131,574 14,113,908 Gas and Electric Utilities 44,986,783 46,785,426 47,004,994 46,813,214 Total Taxable Valuation $ 3,422,550,795 $ 3,182,641,961 $ 3,136,795,629 $ 3,036,012,368 Percent change 7.538% 1.462% 3.320% 2.564% Total Direct Tax Rate City of Iowa City $ 16.552 $ 628 16.651 $ 16.705 $ 16.805 FY2013 FY2012 FY2011 FY2010 FY2009 FY2008 $ 3,284,249,136 $ 3,182,636,485 $ 3,122,874,615 $ 3,065,278,624 $ 2,991,702,239 $ 2,722,753,839 2,516,440 2,263,884 2,314,823 1,499,347 1,564,892 1,533,849 1,149,535,927 1,146,182,052 1,139,935,432 1,055,126,085 1,030,546,806 989,384,646 73,400,730 73,044,725 72,283,702 67,288,971 65,905,651 58,212,982 2,619,932 1,799,383 1,593,188 2,098,465 2,532,561 1,764,970 11,051,685 10,729,898 9,491,730 9,304,801 9,136,525 9,216,530 4,523,373,850 4,416,656,427 4,348,493,490 4,200,596,293 4,101,388,674 3,782,866,816 3,096,542 3,163,216 3,239,146 3,324,338 3,395,642 3,424,348 4,520,277,308 4,413,493,211 4,345,254,344 4,197,271,955 4,097,993,032 3,779,442,468 11,712,327 25,408,838 25,408,841 117,812,738 111,540,045 94,863,574 83,538,109 81,240,051 79,196,417 61,065,832 54,080,557 54,053,135 $ 4,615,527,744 $ 4,520,142,100 $ 4,449,859,602 $ 4,376,150,525 $ 4,263,613,634 $ 3,928,359,177 2.110% 1.579% 1.684% 2.639% 8.534% 3.183% FY2013 FY2012 FY2011 FY2010 FY2009 FY2008 50.7518% 48.5299% 46.9094% 45.5893% 44.0803% 45.5596% 57.5411% 69.0152% 66.2715% 93.8568% 90.1023% NA NA NA NA NA NA NA NA NA NA NA 99.7% NA NA NA NA NA NA NA $ 1,666,036,081 $ 1,544,260,536 $ 1,464,643,790 $ 1,384,088,145 $ 1,307,510,775 $ 1,234,872,337 1,447,988 1,562,422 1,534,056 1,407,234 1,410,002 1,533,849 1,149,535,927 1,146,182,052 1,139,935,432 1,055,126,085 1,027,539,961 989,384,646 73,400,730 73,044,725 72,283,702 67,288,971 65,905,651 58,212,982 2,619,932 1,799,383 1,593,188 2,098,465 2,525,753 1,764,970 11,051,685 10,729,898 9,491,730 9,304,801 9,136,525 9,216,530 2,904,092,343 2,777,579,016 2,689,481,898 2,519,313,701 2,414,028,667 2,294,985,314 3,096,542 3,163,216 3,239,146 3,324,338 3,395,642 3,424,348 2,900,995,801 2,774,415,800 2,686,242,752 2,515,989,363 2,410,633,025 2,291,560,966 11,712,327 25,408,838 25,408,841 117,812,738 111,540,045 94,863,574 47,404,050 48,337,968 46,333,208 45,156,750 44,597,261 41,542,405 $ 2,960,112,178 $ 2,848,162,606 $ 2,757,984,801 $ 2,678,958,851 $ 2,566,770,331 $ 2,427,966,945 3.931% 3.270% 2.950% 4.371% 5.717% 2.755% $ 17.269 $ 17.842 $ 17.757 $ 17.853 $ 17.717 $ 17.297 629 100% Assessed vs. Taxable Valuations $6,000 F-- $5,500 $5,000 $4,500 ut c O $4,000 c $3,500 $3,000 $2,500 $2,000 $1,500 %Change, Assessed 3.2% 8.5% 2.6% 1.7% 1.6% 2.1% 1.1% 3.4% 2.6% 8.1% tTaxable $2,428 $2,567 $2,679 $2,758 $2,848 $2,960 $3,036 $3,137 $3,183 $3,423 %Change, Taxable 2.8% 5.7% 4.4% 2.9% 3.3% 3.9% 2.6% 3.3% 1.5% 7.5% 630 FY2017 Actual Property Valuation Gross Valuation Percent by Property Type $5,170,727,807 FY2017 Taxable Property Valuation Gross Valuation Percent by Property Type $3,305,350,180 Agricultural - 0% dustrial 2% ilroads 0% out Gas ctric U% 631 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 2005-06 13.582 6.391 0.649 0.004 17.729 38.355 46.2 47.9642 2006-07 13.632 6.415 0.872 0.004 17.302 38.226 45.3 45.9960 2007-08 13.852 6.823 0.855 0.004 17.297 38.830 44.5 45.5596 2008-09 14.192 7.803 0.852 0.004 17.717 40.567 43.7 44.0803 2009-10 14.191 7.708 0.840 0.003 17.853 40.596 44.0 45.5893 2010-11 14.690 7.540 0.926 0.003 17.757 40.915 43.4 46.9094 2011-12 14.591 7.320 0.999 0.003 17.842 40.754 43.8 48.5299 2012-13 14.073 7.075 1.079 0.003 17.269 39.499 43.7 50.7518 2013-14 13.688 7.077 1.065 0.003 16.805 38.639 43.5 52.8166 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 rya PRINCIPAL TAXPAYERS 2014 and Nine Years Ago (2005) (amounts expressed in thousands) 2005 2014 % of Total % of Total Taxable Taxable Taxable Taxable Ten laraest taxpayers' 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 633 PRINCIPAL EMPLOYERS 2014 and Nine Years Ago (2005) Employers University of Iowa and University of Iowa Hospital and Clinics Iowa City Community School District Veterans Administration Medical Center NCS Pearson Mercy Hospital ACT Inc. (formerly American College Testing Program) Hy -Vee City of Iowa City System Unlimited International Automotive Components (formerly Lear Corp) Gillette Canada (Oral B Laboratories) Total Employees Sources: Iowa City Area Development Group 2005 2014 Employees Rank Employees Rank Percentage 24,627 1 1,600 2 1,241 4 1,050 7 1,250 3 1,200 5 1,153 6 986 8 930 9 500 10 34,537 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 634 30,804 1 1,700 2 1,562 3 1,200 4 1,187 5 1,181 6 1,166 7 1,087 8 890 9 785 10 41,562 98,900 31.1 % 1.7 1.6 1.2 1.2 1.2 1.2 1.1 0.9 0.8 N/A 42.0 % 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 / MPI LESSEE 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 $ 12,131,294 Sources: City of Iowa City Revenue Department :Bb7 36.27 % $ 3,968,068 32.05 % $ 12,382,031 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 IVApts 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 $ 7,778,364 Sources: City of Iowa City Revenue Division 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 OPERATING INDICATORS BY FUNCTION 9.84 10.02 41.1 41.1 41.1 41.1 Last Ten Fiscal Years (FY 2005 through FY 2014) 23,529 24,059 24,389 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Public Safety 16.7 16.7 16.7 16.7 16.7 Customers Classification Police' Residential 21,972 22,529 22,973 23,097 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 15 15 15 15 15 Other 129 134 137 138 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 Number of Customers 14,158 14,371 14,556 14,574 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 ' 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. :B)I 2016 Iowa City Police Department Statistics Why We Exist: The mission of the Iowa City Police Department is to protect the rights of all persons within its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace. By pursuing the goals of education, prevention and enforcement, it is the primary objective of the Iowa City Police Department to pursue the ideal of a community free from crime and disorder in a fair, responsive, collaborative and professional manner. General Police Data Discrepancies Performing a comparative analysis between local jurisdictions is an imperfect process. Data are influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data rather than any one specific data point between communities. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. Data & Comparison The data presented below represent the raw data collected by the Iowa City Police Department and information gathered from the Federal Bureau of Investigation. Data synthesis was based on the 2010 US Census population. Metro Coalition comparison uses 2013 data. The comparison uses the UCR system, which is described below. UNIVERSAL CRIME REPORTING (UCR 1) Crimes can be reported in various ways. The UCR system has been a standard used by police departments across the United States and is utilized by the State of Iowa as a means of reporting data. UCR1 data specifically refers to two groups of crimes: UCR 1 Property Crimes and UCR 1 Violent Crimes. The following crimes are represented in these two groups: UCR 1 Property Crimes Arson Burglary Larceny Shoplifting All forms of theft UCR 1 Violent Crimes Murder/Non-Negligent Manslaughter Forcible Rape Robbery Aggravated Assault While more crimes exist, these crimes are utilized to provide an overview of workload and highlight serious crimes in a community. Even with universal reporting, actual reporting of crimes may vary between communities. 638 Iowa City Raw Data Calendar Year 2008 2009 2010 2011 2012 2013 Number of Officers 73 75 75 79 78 87 Total Violent Crimes 259 247 183 163 185 222 Total Property Crimes 1,688 1,575 1,533 1,580 1,842 1,839 Total Violent Crime Arrests 104 109 96 105 88 92 Total Property Crime Arrests 483 483 469 428 456 568 Total Juvenile Violent Crime Arrests 16 15 19 12 14 10 Total Juvenile Property Crime Arrests 118 96 113 102 126 121 Total DUI Arrests 424 419 319 452 440 598 Total PAULA Arrests 879 852 529 495 300 415 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2008 2009 2010 2011 2012 2013 Sworn Officers per 1000 Population 1.08 1.11 1.11 1.16 1.15 1.28 Total Violent Crimes per 1000 Population 3.82 3.64 2.70 2.40 2.73 3.27 Total Violent Crime Arrests per 1000 1.53 1.61 1.41 1.55 1.30 1.36 Population Total Property Crimes per 1000 Population 24.87 23.21 22.59 23.28 27.14 27.10 Total Property Crime Arrests per 1000 7.12 7.12 6.91 6.31 6.72 8.37 Population Total UCR 1 Arrests per Sworn Officer 8.04 7.89 7.51 6.75 6.97 7.59 Juvenile Violent Crime Arrests as % of Total 6.18% 6.07% 10.38% 7.36% 7.57% 4.50% Juvenile Property Crime Arrests as % of Total 6.99% 6.10% 7.37% 6.46% 6.84% 6.58% Total DUI Arrests per 1000 Population 6.25 6.17 4.70 6.66 6.48 8.81 Total DUI Arrests per Sworn Officer 5.81 5.59 4.25 5.72 5.64 6.87 Total PAULA* Arrests per 1000 Population 12.97 12.57 7.80 7.29 4.42 6.12 Total PAULA* Arrests per Sworn Officer 12.04 11.36 7.05 6.27 3.85 4.77 *Possession of Alcohol Under the Legal Age SL[�] Iowa Metro Coalition Comparison The Metropolitan Coalition' is an organization comprised of Iowa's largest communities. The tables below present total offenses and rates by JCR 1 type. Metro Coalition UCR 1 Data, 2013: ' The FBI site did not include information relating to Waterloo's data so it was not included in the table. • Variations in population coverage and reporting practices may cause differences in reporting from year to year. • Rates are the number of reported offenses per 100,000 population. • Sources: FBI, Uniform Crime Reports. 641 Ames Cedar Rapids Council Bluffs Davenport Des Moines Dubuque Sioux City West Des Moines Ave. w/o Iowa City Iowa Cit Population 61,193 128,642 62,021 101,834 207,391 58,313 82,676 60,68 95,267 70,855 Violent Crime 88 392 584 654 1,026 132 324 90 411 228 Violent Crime Rate 143.8 304.7 941.6 642.2 494.7 226.4 391.9 149.8 411.9 321.8 Murder/Non-negligent Manslaughter 0 4 0 2 11 0 3 1 3 0 Murder/Non-negligent Manslaughter Rate 0.0 3.1 0.0 2.0 5.3 0.0 3.6 1.7 2.0 0.0 Rape 34 46 75 88 90 14 46 16 51 28 Rae Rate 55.6 35.8 120.9 86.4 43.4 24.0 55.6 26.6 56.0 39.5 Robbery 11 90 80 167 211 36 40 12 81 56 Robbery Rate 18.0 70.0 129.0 164.0 101.7 61.7 48.4 20.0 76.6 79.0 Aggravated Assault 43 252 429 397 714 82 235 61 277 144 Aggravated Assault Rate 70.3 195.9 691.7 389.9 344.3 140.6 284.2 101.6 277.3 203.2 Property Crime 1,439 4,707 4,614 4,248 10,015 1,641 3,658 1,658 3,998 1,850 Property Crime Rate 2,351.6 3,659.0 7,439.4 41171.5 41829.0 21814.1 41424.5 2,760.2 4,056.2 2,611.0 Burglary 224 977 947 961 2311 409 604 205 830 357 Burglary Rate 366.1 759.5 1,526.9 943.7 1,114.3 701.4 730.6 341.3 810.5 503.8 Larceny -Theft 1,181 3,433 3,126 3,048 6,854 1,172 2,814 1,377 2,876 1,411 Larceny -Theft Rate 1,930.0 2,668.6 5,040.2 2,993.1 3,304.9 2,009.8 3,403.6 2,292.4 2,955.3 1,991.4 Motor Vehicle Theft 34 297 541 239 850 60 240 76 292 82 Motor Vehicle Theft Rate 55.6 230.9 872.3 234.7 409.9 102.9 290.3 126.5 290.4 115.7 Arson 10 19 28 30 33 26 7 3 20 7 Arson Rate 16.3 14.8 45.1 29.5 15.9 44.6 1 8.5 5.0 22.5 9.9 ' The FBI site did not include information relating to Waterloo's data so it was not included in the table. • Variations in population coverage and reporting practices may cause differences in reporting from year to year. • Rates are the number of reported offenses per 100,000 population. • Sources: FBI, Uniform Crime Reports. 641 2016 Iowa City Fire Department Statistics Why We Exist: The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. General Fire Data Performing a comparative analysis between local jurisdictions is an imperfect process. Data is influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data rather than any one specific data point, the trend in the data is the most valuable information provided. Broadly speaking, the physical, political, and demographic characteristics of each reporting jurisdiction influence performance. Examples include unusually good or bad weather, major budget cuts, and median household income. Citizen preferences, council or board priorities, local tax resources, and state -imposed spending limits cause additional variation in the resources available for providing fire and EMS services. More specifically, some of the factors that influence the comparability of fire and EMS data are: Building stock—Industrial structures are more likely to be involved in fire or hazardous materials events. Older structures are less likely to meet current fire codes or to be equipped with fire detection and suppression systems. High-rise structures may pose additional challenges. Geography—Street layout, terrain, the fire/EMS station locations, and traffic flow can significantly impact the ability for one jurisdiction to achieve the same level of service as another. Staffing—Jurisdictions can vary in the numbers assigned per fire apparatus, the minimum scheduled to work each day, the percentage of sworn vs. civilian staff, and the percentage of volunteers. 5&9=—Jurisdictions have varying levels of EMT -medical services offered by fire departments. The three levels are first responder, paramedic provisional and full paramedic EMS. Cost of service may vary depending on the degree to which different departments perform EMS services. rya Iowa City Raw Data Collected by the Iowa City Fire Department Calendar Year 2008 2009 2010 2011 2012 2013 Number of Firefighters 56 56 56 64 64 64 Total Non -Fire Incidents 4,080 3,982 4,295 4,470 4,937 5,325 Total Structure Fires 77 59 85 72 89 110 Total Non -Structure Fires 100 114 93 100 152 96 Residential Building Fires 61 45 60 51 68 89 Non -Residential Building Fires 16 14 25 21 21 21 Average Response Time - Fire Incident (Min) 534 543 530 448 522 454 Average Response Time - Non -Fire Incident (Min) 553 523 610 453 439 506 False Alarms 944 797 900 783 796 749 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2008 2009 2010 2011 2012 2013 Sworn Firefighters Per 1000 Population 0.83 0.83 0.83 0.94 0.94 0.94 Total Non -Fire Incidents Per 1000 Population 60.12 58.68 63.29 65.87 72.75 78.47 Total Structure Fires Per 1000 Population 1.13 0.87 1.25 1.06 1.31 1.62 Total Non -Structure Fires Per 1000 Population 1.47 1.68 1.37 1.47 2.24 1.41 Residential Building Fires Per 1000 Population 0.90 0.66 0.88 0.75 1.00 1.31 Non -Residential Building Fires 0.24 0.21 0.37 0.31 0.31 0.31 Per 1000 Population False Alarms Per 1000 Population 13.91 11.74 13.26 11.54 11.73 11.04 643 2016 Iowa City Public Library Statistics Why We Exist: The Iowa City Public Library is a center of community life that connects people of all ages with information, engages them with the world of ideas and with each other, and enriches the community by supporting learning, promoting literacy, and encouraging creativity. The Library values and is committed to: access, collaboration, community, enjoyment, intellectual freedom, and literacy. General Library Data Discrepancies Performing a comparative analysis between local jurisdictions is an imperfect process. Data are influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data between communities rather than any one specific data point. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. More specifically, some of the factors that influence the comparability of Library data are: • Nonresident borrower ratio: The ratio of resident to nonresident borrowers can influence funding for materials acquisition and program planning. Generally, jurisdictions are more inclined to fund materials and programming for their own residents. • Some variation in the number of borrowers may be attributed to the frequency with which jurisdictions purge their borrower records. All other conditions being equal, jurisdictions that purge records frequently tend to report fewer registered borrowers than jurisdictions that purge infrequently. • Because some jurisdictions provide library services to neighboring jurisdictions by means of contract or other official agreement, the size of the service area may be larger than the population of the jurisdiction. • Variations in library expenditures may be attributed to differences in the number of library facilities, the hours of operation, and the size and scope of holdings and programs. • Also possibly influencing expenditure levels is citizen demand for library services; traditional library services such as book loans and reference assistance as well as less traditional library -based services such as Internet access, adult literacy programs, and more. • Some differences in the number of items circulated during the reporting period may be attributed to the size of a jurisdiction's library collection and the proportion of the collection that circulates outside the library. For example, an increasing number of jurisdictions offer access (both in -library and remote) to substantial electronic holdings that do not circulate outside the library per se and, therefore, may not be reflected in circulation statistics. 644 Iowa City Raw Data Fiscal Year FY08 FY09 FYI FYI FYI FYI FY14 Circulation 1,464,643 1,523,810 1,513,052 1,570,822 1,579,842 1,512,852 1,406,995 Visits 716,412 745,077 746,556 768,033 764,911 721,058 710,595 Registered Borrowers 65,786 66,539 67,892 68,751 69,306 67,556 65,499 Total Collection 240,622 229,313 225,622 236,495 239,895 232,280 251,837 Reference Transactions 85,079 85,131 81,298 83,973 76,111 76,675 76,415 Public Internet Terminals 48 46 46 47 52 52 52 Internet Terminal Users 132,080 131,300 123,636 122,012 113,171 110,634 115,990 Serial Subscriptions 514 522 527 440 372 347 356 Children's Program Attendance 29,468 26,461 25,802 36,116 40,360 40,379 39,583 Iowa City Synthesized Data Per capita calculations use ICPL's entire service area population, as reported by the Institute of Museum & Library Sciences (2012). Fiscal Year FY08 FY09 FY10 FY71 FY12 FY13 FY14 Circulation per Capita 17.83 18.55 18.42 19.12 19.23 18.42 16.86 Circulation per Registered 22.26 22.90 22.29 22.85 22.80 22.39 21.48 Borrower Visits per Capita 8.72 9.07 9.09 9.35 9.31 9.02 8.51 Visits per Registered 10.89 11.20 11.00 11.17 11.04 10.97 10.85 Borrower Registered Borrowers as % 80% 81% 83% 84% 84% 82% 78% of Service Area Population SLF7 Iowa Metro Coalition Comparison The Metropolitan Coalition is an organization comprised of Iowa's largest communities. FY2O14 data, as reported to the State Library of Iowa, are used. Per capita metrics are based on the population of each city's jurisdiction, not the service area of the library. While not all Metro Coalition cities' data are presented, all five cities' data are included in the 'average without Iowa City' calculations. For this report populations used is the city population and does not include contract areas which, for Iowa City, include rural Johnson County, Hills, University Heights and Lone Tree. Revenue: City Iowa City Ames Cedar Rapids Council Bluffs Des Moines waterloo Population 67,862 58,965 126,326 62,230 203,433 68,406 City Income $4,809,979 3,132,773 4,517,633 $2,251,274 $7,260,805 $2,667,995 City Income per Capita $70.9 $53.1 $35.8 $36.2 $35.7 $39 County Income $380,518 $118,916 $82,539 $217,488 $39,464 $61,296 State/Federal Income $90,067 $69,436 $851,961* $27,760 $100,238 $35,463 Other Income $723,770 $174,336 $750,362 $133,654 $715,641 $170,900 Total Income $6,004,334 $3,495,461 $6,202,495 $2,630,176 $8,116,148 $2,661,978 Total Income per Capita $59.28 ,;0" $49.1 $42.27 $39.9 $38.91 *Cedar Rapids received $773,843 In federal Income Expenditures: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Staff Expenditures $4,069,434 $2,614,652 $4,127,140 $1,554,088 $5,363,075 $1,978,479 Collection Expenditures $674,371 $400,271 $1,304,795 $255,632 $781,374 $254,083 Other Expenditures $1,172,101 $478,781 $1,375,450 $291,514 $1,971,695 $362,002 Total Expenditures $6,007,087 $3,493,704 $6,807,389 $2,101,234 $8,116,148 $2,583,073 Per Capita Expenditures $88.52 $59.25 $53.89 $33.77 $39.9 $37.76 SL[:] Collections: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Printed Books 189,188 169,678 97,032 131,223 425,810 131,063 Audio Items 25,167 20,787 11,807 11,908 61,256 12,152 Video Items 22,153 24,264 19,278 16,424 28,396 14,748 Other Materials 1,853 1,043 4,608 4,801 22,099 1,184 Total Physical Items 238,361 215,772 132,725 164,356 537,561 159,147 Subscriptions 234 328 198 223 771 151 Ebooks 7,122 19,421 8,228 12,388 23,822 4,444 Downloadable Audio 4,760 9,017 6,492 9,177 13,321 895 Downloadable Video 346 0 0 0 0 0 Total Downloadable 12,218 28,438 14,720 21,565 37,143 5,339 Total Downloadable & 250,579 244,210 147,445 185,921 574,704 164,486 Physical Licensed Databases 46 29 43 35 37 27 SLlI Circulation: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Adult Book Circ 441,267 307,199 400,891 164,242 466,852 128,647 Young Adult Book Circ 23,396 54,520 45,733 35,062 68,419 18,544 Kids' Book Circ 334,066 338,790 333,030 121,716 319,662 83,609 Video Circ 320,274 334,922 407,922 169,850 91,428 128,107 Audio Circ 124,713 103,166 119,628 57,217 188,458 35,248 Periodical Circ 11,343 14,093 10,023 4,822 20,647 5,766 Downloadable Circ 71,363 43,765 110,801 21,158 77,434 18,276 Other Circ 11,947 9,165 4,725 30,690 0 4,007 Total Circ 1,338,369 1,205,620 1,432,753 604,757 1,232,900 422,204 Per Capita Circ 19.72 20.45 11.34 9.72 6.06 6.17 ILL Rec'd 2,622 2,094 574 1,595 189 2,186 ILL Sent 2,006 3,226 30,977 3,031 1,499 1,364 Registered Borrowers 65,499 37,467 65,090 48,738 176,585 42,672 Visits 710,595 226,690 662,871 383,439 973,456 271,603 Other: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Reference Transactions 76,415 38,222 46,020 42,427 179,137 64,934 Average Hours 67 67.67 68 62.46 53.69 65.27 Open/Week Kids' Program 39,583 33,124 32,245 28,740 47,483 14,172 Attendance YA Program Attendance 5,413 1,220 2,963 9,069 3,152 227 Adult Program 11,608 3,194 8,695 1,747 13,298 2,710 Attendance 64 20 126 91 120 78 Internet PCs 96,155 39,519 109,964 61,068 153,799 105,304 Internet Use per Year FTE Librarian 15 8 10 7.38 31 4.25 FTE Other Staff 79.4 52.53 69.6 25.23 86.93 30.15 FTE Total Staff 94.4 60.53 79.6 32.61 117.93 34.4 ::LSI Selected National Library Comparison The charts below present data from selected public libraries. Data were compiled by the Institute of Museum and Library Services. Fiscal year 2012 reported data are used, the most recent available for comparison libraries. Libraries were selected based on their similarities to ICPL services and their cities' similarities to Iowa City. *Population includes residents for each library's entire service area, including contracting cities and proportional representations of rural county populations. For instance, the population used for Iowa City includes a portion of rural county residents, Hills, and University Heights. This is important to help standardize data. SLS] Iowa City Westerville Evanston Boulder Ann Arbor Bloomington Library Public Public Public Public District Public Library, Library, IA Library, OH Library, IL Library, CO Library, MI IL Number of Bookmobiles 0 0 0 0 0 1 Number of Branch Libraries 0 0 1 3 4 0 Population Legal Service Area 83,470 1 90,764 74,486 99,479 1 163,590 76,610 Number of Outlets 1 1 2 4 5 2 ALA -MLS Librarians 15 17 14.89 17 21 12.35 Total Staff 66.3 76 51.67 74.39 159 55.08 Local Revenue $5,155,338 $4,508,799 $3,322,624 $7,099,859 $11,070,673 $4,518,200 Local Revenue per Capita $61.76 $49.68 $44.61 $71.37 $67.67 $58.98 State Revenue $61,034 $2,485,801 $126,171 $0 $36,600 $134,400 State Revenue per Capita $0.73 $27.39 $1.69 $0.00 $0.22 $1.75 Total Revenue $5,950,959 $5,848,797 $3,807,879 $7,319,968 $11,898,436 $5,144,920 Total Revenue per Capita $71.29 $64.44 $51.12 $73.58 $72.73 $67.16 Total Collection Expenditures $708,823 $826,317 $494,707 $894,782 $1,820,926 $633,734 Total Collection Expenditures per Capita $8.49 1 $9.10 $6.64 $8.99 1 $11.13 $8.27 Total Operating Expenditures $5,961,580 $5,848,423 $3,847,669 $7,194,307 $11,706,294 $4,994,009 Total Operating Expenditures per Capita $71.42 $64.44 $51.66 $72.32 $71.56 $65.19 Total Circulation 1 579 842 2,269,798 752 912 1 446,816 8 810 133 1,487,524 Total Circulation per Capita 18.93 25.01 10.11 14.54 53.85 19.42 Reference Transactions 76,111 333,736 130,248 105,454 51,476 73,836 Library Visits 764,911 1,083,264 504,074 1 935,951 1,687,975 412,892 Library Visits per Capita 9.16 11.93 6.77 9.41 10.32 5.34 Children's Program Attendance 40,360 33,321 7,083 37,807 50,582 9,895 Number of Public Internet Computers 52 102 71 63 242 81 SLS] 2016 Senior Center Statistics Why We Exist: The mission of the Senior Center is to promote optimal aging among older adults by offering programs and services that promote wellness, social interaction, community engagement, and intellectual growth. The Center serves the public through intergenerational programming and community outreach. Membership & Associated Revenue Sources FY2014 total membership increase 3.2% over FY2013. 71.7% of Center members are between the ages of 60 and 79. Membership Distribution by Age Group FY09 FY10 FY11 FY12 FY13 FY14 Total Members 1,217 1,287 1,391 1,587 1,545 1,595 Percent, Age <59 12.3% 11.5% 11.5% 12.0% 8.6% 9.9% Percent, Age 60-69 34.2% 36.0% 37.0% 38.5% 35.6% 38.2% Percent, Age 70-79 30.4% 29.9% 29.8% 29.7% 35% 33.5% Percent, Age>_80 20.3% 20.0% 19.3% 17.1% 20.8% 18.4% Membership fees were introduced in 2003 and increased in FY2013. Membership fees are differentiated based on the location of the member's residence. Membership Fee Revenue FY08 FY09 FY10 FY11 FY12 FY13 FY14 Membership Fee Revenue $26,440 $28,623 $31,393 $35,503 $37,427 $46,751 $57,354 % Change 8.26% 9.68% 13.09% 5.42% 24.9% 22.7% Y.Y�] 81 % of the Center's membership resides within the corporate limits of Iowa City; approximately 18% of the Center's members are Johnson County residents outside of Iowa City. Membership Distribution by Place of Residence FY09 FY10 FY11 FY12 FY13 FY14 Percent of Iowa City Contribution $1,077,632 $677,610 $570,274 $599,234 $657,457 Members, Iowa City 81.0% 82.0% 79.0% 78.8% 78.7% 81% Residents $70,000 $59,224 IC %of Expenditures 86.10% 77.97% 74.44% Percent Johnson 76.49% 74.69% 71.67% Johnson County % of Expenditures 5.99% 8.63% County Residents 17.0% 17.0% 19.0% 20.0% 19.7% 18% Outside Iowa Cit $342.79 $283.78 $220.54 $230.26 $206.35 Non -IC County Member Percent non - 2.0% 1.0% 2.0% 1.2% 1.4% 1 Johnson County During FY2014, 71.7% of the Center's expenditures were supported by Iowa City property taxes; Iowa City residents were 81 % of the Center's membership. Johnson County residents comprise 18% of the Center's members; the Johnson County grant of $59,224 was just over 7.3% of the Center's total expenditures. Iowa City/Johnson County Revenue & % of Expenditures FY08 FY09 FY10 FY11 FY12 FY13 FY14 Iowa City Contribution $1,077,632 $677,610 $570,274 $599,234 $657,457 $618,795 $579,722 Johnson County Contribution $75,000 $75,000 $75,000 $75,000 $70,000 $70,000 $59,224 IC %of Expenditures 86.10% 77.97% 74.44% 75.51% 76.49% 74.69% 71.67% Johnson County % of Expenditures 5.99% 8.63% 9.79% 9.45% 8.14% 8.45% 7.32% From the inception of the Center in 1981 until 2003, the City and the County maintained a 28E agreement that split operational costs 80% to 20%. County funding of the Center peaked at $141,410 in FY2002. In 2003 the County withdrew from this agreement; by FY2004 County funding of the Center dropped to $75,000 annually. In FY2012, the City was asked to submit an Economic Development/Quality of Life Block Grant application to Johnson County in order to receive funding. For FY2012 and FY2013 this amount was $70,000. It is important to note that approximately half of County property tax receipts which support the Center grant also come from Iowa City taxpayers. The FY2014 and FY2015 grant amount will fall again to $59,224. City and County Revenue per Visit and per Member FY08 FY09 FY10 FY11 FY12 FY13" FY14" IC Contribution per Visit $14.68 $7.23 $6.10 $6.09 $6.25 $4.90 $4.62 Johnson County Contribution $1.02 $0.81 $0.80 $0.76 $0.67 $0.55 $0.47 per Visit IC Contribution per IC Member $1,241.51 $677.25 $540.37 $545.31 $525.73 $508.87 $448.70 Fnson County Contribution $412.09 $362.51 $342.79 $283.78 $220.54 $230.26 $206.35 Non -IC County Member 'Total Number of Visits 651 The Center's goal is for revenue from sources other than Iowa City property taxes to support 25% of the Center's budget. This goal of 25% includes but is not limited to: intergovernmental grants, membership & program fees, contributions & donations, parking permit sales, and rental fees. This calculation is based on the general revenues subsidy divided by the total expenditures and transfer in General Fund (1000 only). Cost Recovery Percentage FY08 FY09 FY10 FY11 FY12 I FY13 FY14 Cost Recovery 13.90% 22.03% 25.56% 24.49% 23.51% 125.31% 128.33% Programs, Attendance, and Volunteerism Programs, Services, and Groups Offered FY08 FY09 FY10 FY11 FY12 FY13 FY14 Fall 126 180 147 149 147 154 156 Winter 106 161 128 111 127 117 121 Spring 136 170 139 139 137 139 140 Summer 125 146 104 110 109 113 105 Total 493 657 518 509 520 523 522 The Center attendance had a slight decrease in FY2014 of about 0.6% from FY2013, with lower attendance numbers for meals served at the Center. Meal service is administered by ElderServices. Other services include programming provided through outside agencies, including AARP income tax filing assistance. * Due to a change in registration software, in FY14 the tax filling assistance program numbers are included in Center visits. Center Attendance FY08 FY09 FY10 FY11 FY12 FY13 FY14 Center Visits 73,431 92,324 93,419 98,401 105,157 104,970 108,753 Meals Served 19,593 17,934 17,197 15,787 15,931 14,254 12,756 Other Services 11,124 11,672 9,357 9,808 7,139 6,940 3,901* Total Attendance 104,148 121,930 119,973 123,996 128,227 126,164 125,410 Volunteer involvement in the Center remains strong. Volunteer Involvement FY08 FY09 FY10 FY11 FY12 FY13 FY14 Volunteers 453 498 500 584 530 645 668 Total volunteers increased by 23 between FY2013 and FY2014, which is about a 3.5% increase. The FY2014 the number volunteers are at the highest amount over the last 7 years. :3.s�a 2016 Iowa City Transportation Services Statistics Why We Exist: The Iowa City Transportation Services Department is committed to providing convenient, safe parking options, safe and courteous transit services, and quality customer service to the citizens and visitors of Iowa City. General Parking Information The Parking Division of the Transportation Services Department is a self-supporting enterprise fund responsible for providing safe and convenient parking options in downtown Iowa City. The division oversees the operation of four ramps, five surface lots, and on -street (metered) parking. Parking Services enforces parking regulation in the central business district, while the Police Department enforces parking regulations in residential areas. Iowa City Parking Data Collected by the Iowa City Transportation Services Department 653 FY 2011 FY 2012 FY 2013 FY 2014 Web Citation Payments 59.50% 61.00% 63.40% 63.50% Citations Issued 109,555 96,131 88,909 60,681 $0 Epired Meter Citations 44,614 40,512 38,023 22,593 Citation Appeals 1,428 690 633 585 Faulty Meters 561 472 448 539 Available Spaces On Street 1,131 1,131 1,131 1,143 Off Street 3,086 3,086 3,086 3,086 Transient Hours Parked 4,215,164 4,307,686 4,453,418 4,753,760 Average Hourly Duration Access Controlled facilities 3.8 3.79 3.83 4.13 Credit Card Usage Access Controlled facilities 42% 39% 53% 59% Pay by Space facilities 61% 66% 69% 72% Permits Issued Automobile 11,9961 1,901 1 1,9781 2,031 Moped/Scooter/Motorcycle 0 620 1 752 1 712 653 General Transit Information The Transit Division is a self-supporting enterprise fund that provides fixed -route and paratransit bus services as well as operating the Court Street Transportation Center. The division is committed to providing safe, courteous, and quality transportation to the citizens and visitors of Iowa City as well as the City of University Heights. Iowa City Transit Data Collected by the Iowa City Transportation Services Department 654 FY 2011 FY 2012 FY 2013 FY 2014 Ridership 1,854,732 1,970,456 1,879,795 1,815,029 Total Operating Expense $4,848,000 $5,350,599 $5,063,118 $5,276,804 Fare Revenue $1,060,293 $1,119,269 $1,292,338 $1,390,416 Revenue Vehicle Miles 709,630 718,564 714,778 737,703 Revenue Vehicle Hours 55,543 55,135 54,528 51,652 Cost per Ride $2.61 $2.71 $2.69 $2.91 Cost per Revenue Vehicle Mile $6.83 $7.44 $7.08 $7.15 Cost per Revenue Vehicle Hour $87.28 $97.05 $92.85 $102.16 Farebox/Expense Ratio 0.22 0.21 0.27 0.26 Average Fare $0.57 $0.57 $0.69 $0.76 Operating Deficit per trip $2.04 $2.14 $2.00 $2.15 Riders per Revenue Vehicle Mile 2.61 2.70 2.60 2.5 Riders per Revenue Vehicle Hour 33.39 35.70 34.50 35.1 Passenger Miles 4,016,065 4,054,372 3,861,794 3,987,028 Fleet Vehicles 27 27 27 27 Base Fare $0.75 $0.75 $1.00 $1.00 Fleet Average Age 9.4 10.4 11.9 11.32 Fuel Consumption 188,163 187,088 191,256 196,823 Days Operated 307 308 306 306 654 The national economy continues to move toward recovery after one of the deepest recession officially spanned from December 2007 to June 2009 (National Bureau of Economic Research). Real GDP has grown in twenty- one of the last twenty- three quarters after declining in five of the six preceding quarters. (Source: Bureau of Economic Analysis) 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 8.0^io 60% 40% 2.0% 0.0% 2.0% Economic Overview GDP Trends Annual Percent Change -4.0% 2005 2006 2007 1 2008 2009,� 01 2010 _ 20101 1 2012 ' 2013 2014 oNatlonal 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 'MUS 34% 3,2% 2.7% 15% -0.6% -2.7% 2,2% 1.15% 25% 18% :l0wa 7.3% 2.7% 1.1% 34% 28% -12% 2.9% 16% 25% 2.9% 0wa Qty 4.0% 0.9% 35%_j 159k 0a% _04% 28% i 27°k 1_2.8% _j 23% Unemployment Rates H% 2005 2006 2007 1 2008 2009,� 01 2010 _ 20101 1 2012 ' 2013 2014 oNatlonal 5.1% 4.6% 4.6% 5.8% 9.3% 9.6% 8.9% 8.10% 7.4% 6.A ■ Iowa 4.3% 3.7°% 3.7°% 4.2% 6.4% 6.0% 5.6% 5.0°% 4.8% 4.49% Iowa City 3.2% 2.7% 2.8°% 3.2% 461% 4.3% 4.1% 3.7°% 3.5°% 32°% A Iowa City's economy has fared better than the state as a whole during the economic downturn. While Iowa City's unemployment rate has increased, it remains well below state and national levels. As of March 2014, the Iowa City Metropolitan Statistical Area (MSA) was the eighth lowest unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) The growth in assessed property $6.000 value has slowed in recent years. The $5.000 effect of this slow $4000 growth on taxable value has been $3,000 offset by increases FY07 $2000 in the state - FY10 mandated "rollback": $1,000 a higher percentage Assessed & Taxable Property Valuations* in millions °% Change, Taxable 11.461% 2.850% 5.69% 4.43, 2,95% 3.25% 4.03'8. _.3 -�, 1.46% *100% assessed valuations before rollback, military exemptions deducted, includes TIF; excludes gas & electric utilities Taxable valuations excludes gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) The State of Iowa limits the portion of a property's value that is taxable, known as the assessment limitation order or "rollback". This system is intended to limit the amount taxable value can increase in any one year. Taxable value can differ by property class (e.g. residential, commercial, agricultural, and industrial); for City revenue streams, this most notably affects the taxable value of residential properties. The portion of residential properties' assessed value that is taxable hit a low point in FY09, when forty-four percent of residential property values were taxable. This percentage has increased steadily for seven consecutive years. However, this has coincided with slower assessed value growth and an Iowa Supreme Court decision allowing some apartment complexes previously taxed as commercial properties to reorganize as residential cooperatives. Currently, ninety percent of a commercial property's assessed value is taxable, meaning that as apartment complexes are reclassified as residential, the revenue the City realizes in property taxes from these complexes drops by approximately half. As Iowa City has more multi -unit apartment buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City's tax base. :t.Y:1 lyl5 of residential FY07 FY08 FY09 FY10 FY11 FY12 FY1$ FY14 F196 : Assessed 33 $5.b_4 °4 10 S4.2 1 S4 71 S4 439 $4.532 $4.581 $44 74.382 properties' value is l%Change, Assessed 1575% 3,13°% _.31 r I I � '1, 2.10 /, 1.04"<. 4 , 5.40"% taxable. .Taxable $2,320 $2.366 S2a22 $'K,4 32.71_' $2.0333 92-513 8_'955 S, OD 33135 °% Change, Taxable 11.461% 2.850% 5.69% 4.43, 2,95% 3.25% 4.03'8. _.3 -�, 1.46% *100% assessed valuations before rollback, military exemptions deducted, includes TIF; excludes gas & electric utilities Taxable valuations excludes gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) The State of Iowa limits the portion of a property's value that is taxable, known as the assessment limitation order or "rollback". This system is intended to limit the amount taxable value can increase in any one year. Taxable value can differ by property class (e.g. residential, commercial, agricultural, and industrial); for City revenue streams, this most notably affects the taxable value of residential properties. The portion of residential properties' assessed value that is taxable hit a low point in FY09, when forty-four percent of residential property values were taxable. This percentage has increased steadily for seven consecutive years. However, this has coincided with slower assessed value growth and an Iowa Supreme Court decision allowing some apartment complexes previously taxed as commercial properties to reorganize as residential cooperatives. Currently, ninety percent of a commercial property's assessed value is taxable, meaning that as apartment complexes are reclassified as residential, the revenue the City realizes in property taxes from these complexes drops by approximately half. As Iowa City has more multi -unit apartment buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City's tax base. :t.Y:1 Building Permits Value inmillions Though the value of $200 building permits issued has $180 declined in recent years, $160 the values rebounded $1ao significantly in 2012 and $120 2013 with a slight decrease $100 $80 in 2014. Total value in 2013 $so fl20071 was the highest of any year $40 in the past ten years and $20 the 2014 value is only $0 2005 2006 1 2009 2010 1 2011 1 2012 2012 2014 behind 2012 and 2013. Permits 882 872 701 807 688 784 738 716 715 703 .Value $112 $115 $119 $145 $75 $96 $82 $169 $185 $153 One measure of local economic health is hotel/motel Hotel/Motel Tax Revenue tax receipts. The City uses in thousands hotel/motel tax receipts to $1,000 augment funds for public $900 safety, parks & recreation $800 services, and the Convention $700 & Visitors Bureau. Generating $600 $500 revenue from non -Iowa City $400 residents reduces the tax $300 burden on residents. After a $200 dip in revenue during FY2010, $100 hotel/motel tax receipts are $0 above pre -recession levels F 0 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14* and have Increased over each ■HotelMlotel $602 $636 $692 $724 $752 $667 $746 $814 $834 $967 N, Change 6.92% 5.60°/% 881% 467% 392% -11.39')% 1184'/0 917°/% 251% 15.91°k of the last five fiscal years. — *FY14 is first period reported on an accrual bases. Utility Franchise Fee Revenue In 2009, the State of Iowa enacted $1.200.000 legislation establishing cities' right to impose $1.000,000 a franchise tax on gas and electric utilities. $800.000 On February 16, 2010, the Iowa City City $000.000 Council passed and approved an ordinance $400.000 0$725.47812Y614 establishing a one percent (1 %) tax. Of the $200,000 $1,031,187 for FY2014, $665,734 funded a $0)$880,871 portion of the operational costs associated ''.. FY14* ■ Fee Revenue $1,031,187 with Fire Station #4 and maintenance Of the %change `1392% 1 1111.... 17.06% right-of-ways. 6.58% 1 *FY14 is first period reported on an accrual bases. Y.�l The Iowa City property tax levy comprised approximately forty-three and four -tenths percent of City residents' total property tax bill. The Iowa City Community School District and Johnson County make up another thirty-five and six -tenths percent and eighteen and three -tenths percent of the total levy, respectively. *Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies. (Source: Johnson County Auditor) Overlapping Taxing Jurisdictions Percent of FY2015 Total Levy Rate Johnson ICCSD County* 35.6% Kirkwood CC 2.7% Iowa City 43.4% City of Iowa City Levy Rate and Percentage of Overlapping Jurisdictions 18.100 17.900 17.700 17.500 17.300 17.100 16.900 16.700 16.500 16 300 FY06 FY07 Total C;eilapll 38.355 38226 IC % of Total 46.2% 45 3°% •IC Levy Rate 17.729 17.302 FY08 FY09 FY10 FY 11 FY 12 FY13 FY14 FY 15 3^0030 40567 40596 40915 40.754 39499 38639 38.628 44.5% 437% 440% 434% 4385 437% 435%.J43.4% 17.297 17.717 17.853 17.757 17.&42 17.269 16.805 116.706 City policy states that year- end General Fund unassigned fund balance will fall between twenty (20%) and thirty percent (30%) of total expenditures. The FY2014 excess balance was used to increase the emergency fund balance. *Amounts before FY2013 are cash balance instead of fund balance. $20.000 $18.000 $16.000 Iowa City's levy rate dropped approximately six -tenths percent (0.6%) in FY2014, largely from a decrease in the debt service levy. Iowa City's FY2016 levy rate totals $16.655; this represents a decline of three -tenths of a percent (0.3%). The rates of overlapping jurisdictions are not certified as of this publication. General Fund Unassigned Fund Balance* inthousands $14.000 - $12.00o $16.000 $8.000 $6.000 $4.000 $2.000 ------ $0 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 _-. -Fund Balance $75,792 $17,468 $18.840 $15.489 $13,605 $16.327 $18.508 $17.104 $17.119 $17.985 %of Exp. 38.3% 40.1% 39.6% 31.3% 27.2% 34.4% 36.4% 29.3% 27.6% 32.4 City Pension Contributions inthousands MOM $5,000 $4.000 $ 3.000 $2,000 $1,000 rFY05 FY06 FY07 FY08 FY09 I FYI FYI FYI FYI FYI 4' Total $3,024 $3297 $3,398 $3,474 $3,122 $3.166 $3,582 $4,667 $4,892 $5,539 %Change 17.59% 9.04% 3.07% 221% -10.11% 1.39% 13.169/o 30.29% 4.91% 13.25% •Supplemental $23 $38 $61 $33 $35 $37 $51 $58 $69 $66 -MFPRSI $1,704 $1.925 $1.952 $1.918 $1425 $1.347 $1,654 $2,277 $2,383 $2.921 ■IPERS $1,294 $1.331 $1.382 $1,519 $1.659 $1.778 $1,874 $2.328 $2,440 $2.553 *FYI 4 is first period reported on an accrual bases. City pension contributions continue to grow at a rapid pace. Expenditures for FY2012 were approximately a thirty percent increase over FY2011, partially attributable to an extra pay period in FY2012. Pension contributions increased again in FY2014 with over a thirteen percent increase over FY2013, with public safety pension contributions increasing to thirty and twelve -hundredths percent (30.12%) of salary (an increase of more than fifteen percent) and IPERS contributions increasing to eight and ninety -three -hundredths percent (8.93%) (an increase of three percent). Also, the public safety pension contributions are expected to increase in FY2015 to thirty and forty -one -hundredths percent (30.41%) of salary (an additional increase of one percent). MFPRSI employee contributions are set by statute, currently nine and four -tenths percent (9.4%). City contributions are determined by the system's actuary. IPERS City and employee contributions are currently a sixty/forty split (60/40), with the City paying sixty percent of total contributions. 35.00% 30.00% 25.00% 20.00% 15.0005 10.00% 5.00% City Pension Contribution Rates 0.00% FY07 FY08 FY09 FY10 FYI FYI FYI FY14 FY15 FYI 6- �IPERS 5.75% 6.05% 6.35% 6.651% 6,95% 8.07% 8.67% 8.93% 8,93% 8.93% _- MFPRSI 27.75% 25.48% 18.75% 17.00% 19.90% 24.760% 26.12% 30.12% 30.41% 27.77% xx� FY2014 Actual General Fund Revenue (excluding Transfers In) City Taxes 6% cones & Permits 4% Intergovernmental 6% 9% 3% Other Financing Sources "-Use of Money & Property f% Personnel costs comprise the largest portion of General Fund expenditures. Property taxes comprise over half of General Fund revenue. This reliance on property tax revenue could become problematic if the state ceases the "backfill' from commercial property tax reform that started to effect the FY2015 taxable valuations. City staff will continue to monitor service and staffing levels, appropriate user fees, and attempt to identify additional ways to diversify revenue sources in order to plan for possible significant drops in property tax revenue. SP.I�] Debt as a percent of the allowable debt limit has also continued to fall in recent years. The State of Iowa mandates that outstanding General Obligation debt not exceed five percent (5%) of the total assessed value of taxable properties in the municipality. Iowa City outstanding General Obligation debt is approximately one and four -tenths percent (1.4%) of assessed value, or approximately one-third of the allowable debt margin. Total outstanding General Obligation debt is estimated to dropped almost seventeen and a half (17.5) million between FY2011 and FY2015. Due to unusually low interest rates and the City's strong bond rating, the municipal bond market continues to be in the City's favor. Iowa City has an additional internal policy which states that the debt service property tax levy shall not exceed thirty percent (30%) of the total property tax levy. For FY2016, the debt service levy is approximately twenty- four percent of the total propert GO Debt as a Percent of Debt Limit 50•k 45% 27.00% 23.59% 406.6 25.00% 23.00% 35% 21.00% 30°.6 19.00%. 25% 17.00°/. 20% 15% 15.00% 10% 5% FY07 FV08 0% FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 ■% 45% 44% 4096 1 34%. 1 36% 33%. 27°/. 29% 26% 26% Iowa City has an additional internal policy which states that the debt service property tax levy shall not exceed thirty percent (30%) of the total property tax levy. For FY2016, the debt service levy is approximately twenty- four percent of the total propert Debt Service Percent of Total Levy Rate 29.00% 27.00% 23.59% 25.00% 23.00% 21.00% 19.00%. 17.00°/. 15.00% FY07 FV08 FY09 FYI FYI FY12 FYI FY14 FYI FYI TOtal Levy Rate 17.302 17.297 17.717 17.853 17.757 17.842 17.289 18.805 18.705 16.855 DebtService Lery 3.876 3.786 4.303 4.219 4.438 4.649 4.443 4.030 4.130 3.930 •DS %olTotal 122.40%121.89%124.29%123.63%124.99%126.06%125.73%123.98%124.72% Iowa City has an additional internal policy which states that the debt service property tax levy shall not exceed thirty percent (30%) of the total property tax levy. For FY2016, the debt service levy is approximately twenty- four percent of the total propert 23.59% y tax levy rate. Mi 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 FY15 Tax Rate Rank FY15/FY14 % Change Waterloo 17.952 1 2.62% Council Bluffs 17.750 2 0.00% Des Moines 16.920 3 0.00% Davenport 16.780 4 0.00% Iowa City 16.705 5 -0.60% Sioux City 16.364 6 0.72% Cedar Rapids 15.216 7 0.00% Coralville 13.528 8 0.00% West Des Moines 12.050 9 0.00% North Liberty 11.033 10 0.00% Dubuque 11.026 11 0.00% Ames 10.855 12 -0.02% FY2015 Estimated General Fund Revenue FY2015 Adopted Budget city Revenues Transfers In Debt Proceeds/ Asset Sales Total Revenues Per Capita Revenue* Per Cap. Rank Dubuque $52,371,028 $10,819,422 $53,000 $63,243,450 $1,097.27 1 West Des Moines $48,203,752 $11,064,806 $7,000 $59,275,558 $1,047.10 2 Council Bluffs $45,364,208 $17,073,797 $0 $62,438,005 $1,003.34 3 Coralville $15,673,826 $2,086,093 $9,000 $17,768,919 $939.81 4 Cedar Rapids $85,249,969 $32,187,385 $120,000 $117,557,354 $930.59 5 Iowa City $43,430,086 $8,782,808 $4,586,450 $56,799,344 $836.98 6 North Liberty $7,927,636 $2,381,079 $0 $10,308,715 $770.80 7 Des Moines $120,844,058 $33,041,827 $12,300 $153,898,185 $756.51 8 Sioux City $40,840,763 $21,023,883 $47,834 $61,912,480 $748.78 9 Waterloo $43,452,732 $7,629,318 $65,000 $51,147,050 $747.70 10 Davenport $51,230,634 $21,130,808 $0 $72,361,442 $725.90 11 Ames $23,278,884 $8,703,970 $500 $31,983,354 $542.41 12 *Per Capita calculations used 2010 US Census data xrraa Hotel/Motel Tax Revenues FY2014 Receipts City- Effective Date Receipts Des Moines 4/1/1979 $5,105,780 West Des Moines 4/1/1979 $3,457,345 Cedar Rapids 4/1/1979 $3,103,712 Council Bluffs 4/1/1979 $2,679,437 Coralville 7/1/1983 $2,470,158 Davenport 4/1/1981 $2,277,032 Dubuque 4/1/1979 $2,006,514 Ames 4/1/1988 $1,879,567 Sioux City 4/1/1979 $1,669,388 Waterloo 4/1/1981 $1,192,181 Iowa City 4/1/1983 $967,049 North Liberty 7/1/2008 $62,824 'All cities listed impose the state allowed maximum rate of 7% Source: Iowa Department of Revenue Utility Franchise Tax Rates CitV Franchise Fee Rate North Liberty 0% Davenport 0% West Des Moines 0% Ames 0% Coralville 1 % Iowa City 1% Cedar Rapids 2% Council Bluffs 2% Waterloo 3% Dubuque 3% Sioux City Des Moines TA] Utility Rates (Residential Monthly Billing) city Water Sewer Waste Storm Total Rank North Liberty $40.60 $48.36 $9.75 $2.00 $100.71 1 Davenport $38.27 $39.46 $10.74 $2.42 $90.89 2 Des Moines $19.03 $34.46 $22.42 $10.33 $86.24 3 Iowa City* $28.71 $36.08 $15.90 $3.50 $84.19 4 Sioux City $31.45 $34.54 $15.44 $0.83 $82.26 5 West Des Moines $30.30 $34.80 $11.25 $4.25 $80.60 6 Dubuque $23.22 $31.98 $12.74 $5.60 $73.54 7 Cedar Rapids $26.95 $21.49 $19.63 $4.90 $72.97 8 Council Bluffs** $32.56 $17.21 $16.00 $0.00 $65.77 9 Coralville $17.80 $24.02 $19.00 $2.00 $62.82 10 Waterloo $19.08 $24.38 $15.50 $2.75 $61.71 11 Ames*** $27.12 $31.08 $0.00 $3.45 $61.65 12 *Projected FY 2016 Water rate is $30.15 **Council Bluffs rates are FY 2014 ***Ames trash collection provided by private contractors SP.L! F Y 2 0 1 7 APPENDIX Glossary 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. Activity: The organizational subdivision of a division. Actual Valuation: The estimated actual value placed upon real and personal property by the City Assessor as the basis for levying property taxes. Assigned Fund Balance: The portion of the net position of a governmental fund that represents resources set aside by the government for a particular purpose. Bonded Debt: A written promise to pay a specified sum of money at a future date along with periodic interest. Proceeds from bonds are typically used for long-term debt to pay for construction of capital projects. Bond Rating: Each bond issue has a rating assigned to it by an independent bond rating company. The rating is based on the City's financial condition and has an impact on the bond bids and interest rates the City will pay on the bonds over their lifetime. The City's bond rating agency is Moody's Investors Service. 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. Budgetary Basis: The basis of accounting that the City uses to prepare, present, and monitor its adopted budget. The City uses an adjusted the Modified Accrual Basis of accounting as its budget basis. The modified accrual basis of accounting used in the preparation of budget is similar to the accounting basis used in the City's Comprehensive Annual Financial Report (CAFR) for the governmental funds, except for the treatment of interfund loans, loan repayments, and same fund transfers. 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 prepared to cover a five-year period but 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 AIM 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. A capital improvement project is the improvement of land, buildings, or infrastructure and related expenditures that is greater than $25,000 and has a useful life of three years or more. Capital Outlay: Expenditures for fixed assets, such as equipment, remodeling, minor building improvements, and vehicles, that are funded from the operating budget and are at least $5,000. Since long-term financing is not necessary and expenditures of this type are of such recurring character, these items are not part of the Capital Improvements Program. Cash Basis: A basis of accounting in which transactions are recognized only when cash is increased or decreased. Or, a basis of accounting in which transactions are recorded when cash is expended or received for goods and services which are sold. This was the City's budgetary basis of accounting through fiscal year 2012. 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. Comprehensive Annual Financial Report (CAFR): This is the annual audited financial statements of the City compiled in accordance with Generally Accepted Accounting Principles. 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. SLb:I Department: A major organizational unit in the City comprised of related work activities aimed at accomplishing a major service or regulatory program. Division: The 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. The City's only fiduciary fund is an agencyfund. Fiscal Year (FY): A 12 -month time period to which the annual operating budget applies. In Iowa, the fiscal year begins July 1 and ends the following June 30. Full-time Equivalent (FTE) Positions: A part-time position converted to the decimal equivalent position based on total hours per year. Full-time positions charged to more than one program are shown as an appropriate fraction in each program. Fund: An independent fiscal and accounting entity with a self -balancing set of accounts recording cash, which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Fund Balance: The 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 (G.O. Bonds): When the city pledges its full faith and credit to the repayment of the bonds it issues, then those bonds are general obligation bonds. 669 Generally Accepted Accounting Principles (GAAP): The accounting standards as determined by the independent agency, the Governmental Accounting Standards Board, for the presentation of the City's Comprehensive Annual Financial Report. Governmental Accounting Standards Board (GASB): The independent board that determines Generally Accepting Accounting Principles. These are the principles used by the City to prepare its annual audited financial statements. Governmental Funds: Funds generally financed through taxes, intergovernmental revenues, and other non-exchange revenues. These funds include the General fund, special revenue funds, the Debt Service fund, capital project funds, and permanent 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. 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. Major Fund: During the preparation of the City's Comprehensive Annual Financial Report, funds are evaluated based upon the level of their revenues, expenditures, assets, and liabilities to determine whether or not they are a major fund. Governmental accounting standards sets forth the minimum provisions for determining which funds to treat as a major fund. If a fund is determined to be a major fund, its financial information is presented individually in the City's CAFR and cannot be presented as an aggregate with other funds. For budgetary presentation, all of the City's funds are presented individually. arca Municipal Fire & Police Retirement System of Iowa (MFPRSI): The 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. Modified Accrual Basis: This is the basis of accounting that the City utilizes as its budgetary basis of accounting for all funds. 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. This became the City's budgetary basis of accounting starting in fiscal year 2013. 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 for its long-term General Obligation bonds. Non -Program: Program costs that do not relate to any one department, but represent costs of a general City-wide nature. Non -spendable Fund Balance: Portion of net resources that cannot be spent because of their form or because they must be maintained intact. 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. Other Financing Sources/Uses: Other financing sources and uses include a limited number of special transactions that are used to account for non-operating revenues/receipts and expenditures/disbursements. Examples are receipt of loan proceeds, payment of loan principal, and the sale of capital assets. Personnel: A category of expenditures used for services rendered by full-time, part-time, and temporary 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. 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. 671 Property Tax Levy: A property tax (or millage tax) is a levy on property that the property owner is required to pay. The amount owed is calculated by applying the property tax rate against the taxable value of the property as determined by the City Assessor in accordance with State law. Property Tax Rate: The property tax levy rate that is set by the City Council that is applied against the assessed taxable value of real and personal property to calculate property tax revenues. This rate is applied per $1,000 of taxable value. Proprietary Funds: Funds that are generally financed in whole or in part by fees charged to external parties for goods or services. These activities are reported as enterprise funds and internal service funds. 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: 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. Self -Supporting Municipal Improvement District (SSMID): An area of contiguous property within the City that has an additional property tax levy. The added revenue can be used for improvements to the district, administrative fees, and debt for the cost of improvements. 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. ��a Supplies: A category of expenditures used for the purchase consumable goods and materials that do not have a depreciable useful life and are less than $5,000. 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. Taxable Valuation: The amount of the estimated actual property value that is used for levying property taxes after it is reduced by limitations set under State law. 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 (In/Out): Financial transactions that occur between City funds. Interfund transfers occur between two separate funds. Intrafund transfers occur within a single fund. Transfers may be for operating or capital purposes. Transfers "In" are those being received by a fund. Transfers "Out" are those being sent to another fund. Unassigned Fund Balance: Residual net resources. Total fund balance in the general fund in excess of non -spendable, restricted, committed and assigned fund balance. 673 OF&TOTAns V wIllow UNESCO, ITY OF LITERATURE 674