The URL can be used to link to this page

Home My WebLink About2016-12-16 Info Packet (FY2018 Proposed Budget)CITY OF IOTA CITY FY2018 Proposed Budget FY2017 - FY2019 Financial Plan 2017 - 2021 Capital Improvement Plan CITY OF IOWA CITY FY2018 Proposed Budget FY2017 — FY2019 Financial Plan 2017-2021 Capital Improvement Plan CITY COUNCIL Kingsley Botchway II Rockne Cole Terry Dickens Susan Mims Pauline Taylor John Thomas Jim Throgmorton City Manager: Geoff Fruin Assistant City Manager: Ashley Monroe Finance Director: Dennis Bockenstedt Budget / Mgmt Assistant to the Analyst Finance Secretary City Manager Nick Schaul Cyndi Ambrose Simon Andrew CITY OF IOWA CITY FY2018 Proposed Budget FY2017-2019 Financial Plan 2017-2021 Capital Improvement Plan TABLE OF CONTENTS PAGE Introduction 73 CityManager Address---------------------------------------------------------------------------------------------------------------- 11 Strategic Plan 29 Other Planning Processes 36 Organizational Chart 38 Department Summaries 39 Budgetary Fund Structure 65 Departments and Divisions by Fund 68 Financial Summary Preparation of the Financial Plan 73 Financial and Fiscal Policies 79 Long Range Financial Planning 86 All Funds: 124 Fund Summaries 92 Revenue Summary by Fund 97 Revenue Summary by Type 98 Expenditure Summary by Fund 100 Expenditure Summary by Department 101 Inter Fund Transfer Schedules 102 Personnel Full -Time Equivalents . 105 General Fund GeneralFund Summary-------------------------------------------------------------------------------------------------------------- 111 Assigned, Committed & Restricted Fund Balance 122 General Fund Revenues 123 General Fund Expenditures 124 City Council 125 City Clerk 127 City Attorney 132 City Manager 135 Communications Office 138 Human Resources 144 Human Rights 148 Finance Department: Finance Administration 153 Accounting--------------------------------------------------------------------------------------------------------------------------- 161 Purchasing---------------------------------------------------------------------------------------------------------------------------- 165 Revenue-------------------------------------------------------------------------------------------------------------------------------- 169 Police Department: Police Administration 172 Administrative Services 176 Field Operations 181 Fire Department Fire Administration 186 Emergency Operations 191 Fire Prevention 196 Fire Training 200 Parks & Recreation: 312 Parks & Recreation Administration 204 Recreation----------------------------------------------------------------------------------------------------------------------------- 209 Park Maintenance 216 Cemetery Operations 225 Library: 333 Library Operations 228 Library Foundation................................................................................ 237 Senior Center: 345 Senior Center Operations 239 Neighborhood & Development Services (NDS): 351 NDS Administration 251 Neighborhood Services 257 Economic Development 271 Development Services 277 Public Works: Public Works Administration 287 Engineering--------------------------------------------------------------------------------------------------------------------------- 290 Transportation Services: Transportation Administration 294 Special Revenue Funds Community Development Block Grant (CDBG)......................................................................... 299 Community Development Block Grant Operations 301 H.O.M.E. Program ----------------------------------------------------------------------------------------------------------------------- 306 H.O.M.E Operations------------------------------------------------------------------------------------------------------------- 308 Road Use Tax Fund (RUT) 312 Road Use Tax Operations 316 OtherShared Revenues-------------------------------------------------------------------------------------------------------------- 324 Energy Efficiency & Conservation Block Grant Fund 327 UniverCity Neighborhood Partnerships Fund.............................................................................. 330 Metropolitan Planning Organization of Johnson County (MPOJC) 333 Metropolitan Planning Organization of Johnson County Operations 335 EmployeeBenefits Fund------------------------------------------------------------------------------------------------------------- 342 Affordable Housing Fund 345 Peninsula Apartments Fund 348 Tax Increment Financing (TIF) Districts 351 Downtown Self Supporting Municipal Improvement District (SSMID) 358 Debt Service Fund Debt Service Fund Summary ------------------------------------------------------------------------------------------------------ 363 Debt Schedules...................................................... ........... 368 Enterprise Funds Parking: Parking Fund Summary 381 Parking Operations 385 Parking Debt Service 392 Transit: Transit Fund Summary 393 Transit Operations 397 Wastewater Treatment Wastewater Fund Summary 405 Wastewater Treatment Operations 410 Wastewater Debt Service 417 Water: 514 WaterFund Summary----------------------------------------------------------------------------------------------------------- 423 Water Operations 427 Water Debt Service 436 Refuse Collection: Refuse Collection Fund Summary 442 Refuse Collection Operations 446 Landfill: Landfill Fund Summary 454 Landfill Operations 458 Airport: 638 Airport Fund Summary 468 Airport Operations 471 Storm Water Management: Storm Water Management Fund Summary 475 Storm Water Management Operations--------------------------------------------------------------------------------- 478 Cable Television: Cable Television Fund Summary------------------------------------------------------------------------------------------ 482 Housing Authority: Housing Authority Fund Summary 485 Housing Authority Operations 488 Capital Projects Fund Fund Summary 497 Summary by Division 500 Summary by Funding Source 506 Project Summary by Name 514 Unfunded Projects 604 Internal Service Funds Equipment: Equipment Fund Summary 611 Equipment Operations 614 Risk Management: Risk Management Fund Summary 619 Risk Management Operations: 621 Information Technology Services (ITS): ITS Fund Summary 624 ITS Operations 626 Central Services: Central Services Fund Summary 633 Central Services Operations 635 Health Insurance Reserve 638 Dental Insurance Reserve 641 Statistics General Information 647 U.S. Census Data------------------------------------------------------------------------------------------------------------------------- 651 Economic Overview 652 Revenue Comparisons: Property Tax 659 General Fund 659 Hotel/Motel Tax-------------------------------------------------------------------------------------------------------------------- 660 Utility Franchise Tax Rates 660 UtilityRates--------------------------------------------------------------------------------------------------------------------------- 661 Property Tax Valuations 662 Property Tax Levies 666 Principal: Taxpayers 667 Employers 668 Sewer Customers 669 Water Customers 670 Operating Indicators 671 STAR Outcomes 672 Department Statistics: Police 673 Fire 677 Library 679 Senior Center 685 Transportation Services 688 Appendix Glossary--------------------------------------------------------------------------------------------------------------------------------------- 693 F Y 2 O 1 8 INTRODUCTION City Manager Address Strategic Plan Other Planning Processes Organizational Chart Department Summaries Budgetary Fund Structure Departments and Divisions 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 2018 fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three-year financial plan (fiscal years 2017-2019) and five-year capital improvement program (2017-2021) 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 document 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. Throughout the budget compilation process, staff utilized the City Council's Strategic Plan to help prioritize expenditure decisions. In this budget, significant resources are devoted to sustaining Strategic Plan projects and programs in affordable housing, historic preservation, public space improvement, environmental stewardship, social equity efforts, and more. Strategic and Financial Planning City Council held Strategic Plan update sessions between November 2015 and February 2016. The City's Strategic Plan was officially adopted on March 1, 2016 for the 2016 and 2017 calendar years. City Council's Strategic Plan priorities for 2016-2017 are: This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City 1. Promote a Strong and Resilient Local Economy 2. Encourage a Vibrant and Walkable Urban Core 3. Foster Healthy Neighborhoods throughout the City 4. Maintain a Solid Financial Foundation 5. Enhance Community Engagement and Intergovernmental Relations 6. Promote Environmental Sustainability 7. Advance Social Justice and Racial Equity The financial resources in this budget will allow the City to continue to pursue initiatives that support these strategic priorities. Examples of such resource allocation include, but are not limited to: 11 Promote a Strong and Resilient Local Economy • Increases the newly established local food funds 20%, to $30,000 • Grows the EBT/SNAP program at the Farmer's Market • Provides resources for two new community gardens and initiates a beginning gardener program • Continues to provide micro -loan resources and discretionary funding for small business incentives Encourage a Vibrant and Walkable Urban Core • Converts the temporary historic preservation planning position to a permanent half-time position • Creates a new $40,000 historic preservation grant program aimed at facilitating historically sensitive reinvestment into residential properties that are located in historic districts • Provides resources for two $500,000 tax increment financing grants over two years aimed to restore the Englert Theatre and preserve elements of the Film Scene operation at the 1870s Packing and Provision building downtown. • Contributes $650,000 of General Fund dollars to the City's affordable housing fund Foster Healthy Neighborhoods throughout the City • Provides $50,000 for traffic calming initiatives in the Northside neighborhood • Provides $150,000 for phase two of the form based code project • Modestly increases funding for the PIN grants and Public Art program • Continues providing resources for increased natural areas management capabilities, street tree planting and ADA improvements at intersections, public buildings and parks Promote Environmental Sustainability • Increases the commitment to carbon emission reduction projects 50%, from $100,000 to $150,000 annually • Provides resources to help us achieve a gold bike friendly certification including a complete streets fund that can assist with implementation of the bike master plan recommendations • Provides resources to initiate curbside composting and single -stream recycling Advance Social Justice and Racial Equity • Continues to provide resources for the temporary winter homeless shelter • Continues to provide funding for the racial equity grant program and disproportionate traffic stop analysis • Integrates the Summer Fun pilot program in Parks and Recreation into standard operations • Broadens the focus of a Recreation Supervisor to include a focus on underserved populations 12 Again, the items noted above are not intended to be comprehensive, but rather illustrative of how staff has attempted to shift resources to support the City Council's Strategic Plan priorities. These changes were pursued while still maintaining a fiscally responsible and sustainable budget. Additionally, our core service levels have been maintained or strengthened with this budget. Most notably, the budget includes two new staff positions in the Streets Division of Public Works. The two new positions recognize the considerable growth in the community over the last ten plus years and will allow the City to expand street repairs, snow plowing operations, and other core services. Additionally, the preparation of this budget document was guided by three primary financial goals that seek to establish a sound fiscal strategy for the upcoming year and beyond. First, the City continues to respond to the State's 2013 property tax reforms. As the taxable percentage of multifamily rental properties' values continues to be reduced, there will be increased pressure on the budget. Though the proposed budget contains funding for new initiatives, maintains Financial Goals service levels, and reduces the tax levy rate, there are revenues that the City receives that are unlikely to Continue to implement steps to continue at the current level. For instance, we are in the respond to the property tax shortfall midst of an unprecedented construction boom and resulting from 2013 legislative building permit revenue markedly increased in the current changes while maintaining service fiscal year. This provided additional one-time financial levels resources to the general fund. However, development Maintain the City's Moody's Aaa can be cyclical in nature and is unlikely to continue at the bond rating for the 44`" consecutive current pace. This robust growth also increased the tax year and continue to achieve GFOA base, thus helping to offset the decreasing taxability of budget and financial reporting multifamily properties. Further, the City receives property awards tax "backfill" payments from the State, which are subject to the State's budgeting process. These payments were Maintain an affordable tax and fee approximately $1.58 million dollars in the current fiscal environment for residents and businesses year and are not likely to continue in the long-term. The bottom line is that there are millions of dollars in revenue in the current fiscal year that we do not expect to continue to receive in future years and we must plan and budget accordingly. The City has taken steps to manage the impacts of tax reform, but maintaining service levels will require prudent decisions over the next several years. By preparing for reform before the full financial impacts are realized, the City will be able to shift resources and adjust operations gradually, avoiding abrupt service disruptions or steep tax rate increases. Second, the budget attempts to establish conditions that will enhance the community's fiscal position 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 needed public improvements. Every dollar used for an interest payment is one that is not directly 13 contributing to a community need. The budget document and annual financial reports also strive to continue to earn the Government Finance Officer Association's awards for excellence. Finally, 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 business development and expansion. Community Fiscal Health and Outlook Iowa City benefits from a strong local economy anchored by the presence of the University of Iowa. The local economy consists of a diverse set of successful industries that together help sustain one of the lowest unemployment rates in the nation. As an organization, the City has a rich tradition of conservative budgeting 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 2016, Moody's Investors Service noted that, "The city's financial operations are expected to remain healthy, given strong financial management, significant operating fund reserves and sufficient revenue raising flexibility... Iowa City's management team is strong, as indicated by its sound operating performance and history of positive budget to actual variances," and reaffirmed its highest quality bond rating (Aaa) for the City's general obligation debt with a stable outlook. Iowa City is one of only two cities in Iowa that currently holds the distinction of a Moody's Aaa bond rating. The Moody's report also notes factors that could 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. Population growth has a profound effect on service delivery, land use, and housing affordability. The 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. 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 profound impact on the City's economy. We need to be conscious of those variables and leverage our unique assets and character in ways that clearly illustrate value that cannot be matched in other communities. 14 Looking ahead, it should not be assumed that the current level of growth will be sustained in future years. Any tempering of growth will place more pressure on the City's budget as tax reform implementation will continue for the next several years. Such pressure could lead to the need to reduce service levels or increase property tax rates and/or other taxes and fees. For this reason it is imperative that Iowa City continue to push forward through cautious budgeting and strong reserves that can help soften the blow of sudden revenue losses or expenditure jumps. Fiscal Year 2018 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 proposed budget balances both the short-term needs and the long-term health and stability of the community. The fiscal year 2018 City budget includes projected expenditures totaling $172,406,624. Of the total budget, $55,783,227 is for the General Fund, $41,215,806 is directed to Capital Projects and $50,630,604 is related to the operations of various enterprise or business funds. A breakdown of the budget by fund type follows It is important to look deeper into the types of expenditures that occur within each of these funds. For that purpose, the following chart displays the program of expenses across all funds. The largest outlay is associated with business or enterprise funds such as water, sewer, parking and transit, followed by expenses related to capital projects. The chart also illustrates growth in areas that is fairly consistent with standard labor and inflation indexes. 15 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 FY2018 Expenditures by State Budget Category & Percent Change from Previous Year Adopted Budget excludes transfers 7.2% 3.9% 4.2% 3.6% 3.0% 2.9% Public Safety Public Works Health& Culture& Community& General Debt Service Capital Business Type Social Recreation Economic Government Projects Activities Services Development 10.0% 5.0% 0.0% -5.0% -10.0% 15.0% -20.ory 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 increases in the categories are minimal and within reasonable expectations. The decrease in Intergovernmental is the result of a decrease in other state grants from bus replacements budgeted in fiscal year 2017. Other Financial Sources decreased due to debt sales for infrastructure projects. All Funds Revenue Comparison of FY2017 versus FY2018 The same fiscal year 2018 information above is displayed in the following pie chart. The chart shows the heavy reliance on taxes and charges for service to support the various services and projects contained in this budget. Iri FY2017 Adopted FY2018 Adopted Percent Change Taxes $ 55,330,224 $ 56,517,353 2.1% Other City Taxes $ 5,050,336 $ 5,054,307 0.1% Licenses & Permits $ 2,463,182 $ 2,561,660 4.0% Use of Money & Prop $ 2,297,691 $ 2,425,343 5.6% Intergovernmental $ 32,581,046 $ 29,278,352 -10.1% Charges for Services $ 40,359,768 $ 41,263,278 2.1% Miscellaneous $ 6,422,129 $ 6,443,252 0.3% Other Financial Sources $ 18,615,427 $ 17,212,634 -7.4% Total $163,119,803 $160,756,179 -1.4% The same fiscal year 2018 information above is displayed in the following pie chart. The chart shows the heavy reliance on taxes and charges for service to support the various services and projects contained in this budget. Iri All Funds Revenue Sources Misc. 4% Other Financial Sources 11% Property Taxes 35% Charges for Services 26% Intergovernmental 18% Impact to Households and Businesses Other City Taxes 3% Licenses & Permits Use of Money & 2/ Prop 1% It is imperative to consider how the overall revenue and expenditure recommendations in this budget will impact local households and businesses. Businesses will benefit from the outlined reduction in the property tax rate to $16.33, the lowest Iowa City tax rate since fiscal year 2002. Just six years ago (fiscal year 2012), Iowa City's rate was $17.84, which means the fiscal year 2018 rate represents an 8.5% decrease over six years. The ten percent reduction in the taxable value of commercial properties mandated by the state was fully phased in fiscal year 2016, thus the majority of businesses in the Iowa City community will pay less in taxes and fees compared to previous years. Iowa City Property Taxes Paid on a $500,000 Commercial Property $9,000 $8,500 $8,000 $7,500 $7,000 $6,500 FY2012FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 ■ City Property Taxes $8,921 $8,634 $8,403 $7,935 $7,493 $7,462 $7,350 ' 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. 17 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 refuse fees, it is estimated that a household with $100,000 assessed home value will pay approximately $1.83 more per month, or $22 per year, in taxes and fees for basic city services in fiscal year 2018. $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 Impact to Residential Households $2,500 $2,000 $1,500 $1,000 $500 $o ALFFY2014 FY2013 FY2015 FY2016 FY2017 FY2018 ■ Property Taxes $876 $888 $909 $928 $922 $930 ■ Stormwater $36 $42 $42 $42 $54 $54 ■ Refuse* $186 $186 $191 $191 $191 $205 ■ Sewer -800 cubic feet $433 $433 $433 $433 $433 $433 ■ Water-- 800 cubic feet $328 $328 $344 $362 $362 $362 Total $1,859 $1,877 $1,919 $1,955 $1,962 $1,984 Percent Change 0.9% 0.9% 2.3% 1.9% 0.3% 1.1% *FY18 refuse does not reflect new yard waste fee structure 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 2013 and 2014, respectively. The graph below illustrates the dropping taxable percentage of multi -family properties in the coming assessment years. iP.l 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 1 2020 1 2021 0 Taxable% 100.00%1 95.00% 1 90.00% 86.25% 82.50% 78.75% 75.00% 71.25% 67.50% 63.75% of Multi -Family 'assessment year 2016 determines fiscal year 2018 property taxes 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. The property tax reform legislation clearly has provided significant benefit to owners of multi -family residential properties. However, it will place great strain on the City's budget as it is fully implemented. Property Tax Overview The taxable valuation of property subject to all levies in Iowa City increased 3.7% for fiscal year 2018, 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. 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 $ FY2013 ■ Taxable Valuations $2,900,995,801 Percent Change 4.6% FY2014 iFY2015 FY2016 FY2017 $2,975,085,246 $3,068,659,061 $3,102,525,407 $3,303,748,512 2.6% 3.1% 1.1% 6.5% iR1 FY2018 $3,425,163,030 3.7% 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. The budget reflects a reduction of $0.25 in the tax levy rate, which will bring Iowa City's rate to $16.33. This marks the sixth straight year of property tax rate decreases; we are unaware of any city in Iowa that has been able to implement tax rate decrease during each of the last six 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. 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, valuation growth, 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 residential properties will likely decline with the recent declining agricultural values. $18.00 $17.00 $16.00 z $14.00 $13.00 Iowa City Property Tax Rate Trend $12.00 FY08 I FY09 I FY10 I FY11 I FY12 I FY13 I FY14 I FY15 I FY16 I FY17 I FY18 �IowaCity-FaxRatej 17.297 117.717 17.853 17.757 17.842 117.269 16.805 16.705 116.651 16.583 16.333 Percent Change 1-0.03% 1 2.43%1 0.77%1-0.54%10.48% -3.21%1-2.69%l-0.60% -0.32%1-0.41%1 1.5191 Yin Below is a detailed breakdown of the City's property tax asking for fiscal year 2018 compared to the previous year: Despite the continued efforts to reduce Iowa City's property tax rate, our community is still on the higher side of cities in Eastern Iowa. The information table to the right shows the property tax rate disparity between Iowa City and other Eastern Iowa cities. Iowa City's higher rate also reflects enhanced level of public services, 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. When comparing to the ten largest cities in Iowa, Iowa City has moved from one of the highest tax rates in the state to the middle of the pack. Continued emphasis on a competitive tax rate will help facilitate additional growth in future years through a more affordable environment for residents and businesses. 21 FY2017 Municipal Property Tax Rates in Eastern Iowa North Liberty FY2017 Coralville FY2018 Cedar Rapids LEVIES Dollars Tax Rate Dollars Tax Rate per rrr per rrr General Fund Tax Levies: General $26,746,537 8.100 $27,729,655 8.100 Transit $3,136,939 0.950 $3,252,243 0.950 Tort Liability $959,045 0.290 $994,296 0.290 Library $891,551 0.270 $924,322 0.270 Subtotal: $31,734,072 9.610 $32,900,516 9.610 Ag land Levy $5,127 3.004 $4,912 3.004 General Fund Property Taxes $31,739,199 $32,905,428 Special Revenue Levies: Employee Benefits $10,382,114 3.144 $10,763,728 3.144 Subtotal: $10,382,114 3.144 $10,763,728 3.144 Debt Service $12,919,875 3.828 180 $12,525,Total 3.578 City Levy Property IM10411,1188 IMP&6,1194,336 �1= % Change from prior year 6.32% -0.41% 2.10% -1.51 % SSMID Levy $289,036 1.795 $323,017 2.000 PropertyTotal r ,224 19 Despite the continued efforts to reduce Iowa City's property tax rate, our community is still on the higher side of cities in Eastern Iowa. The information table to the right shows the property tax rate disparity between Iowa City and other Eastern Iowa cities. Iowa City's higher rate also reflects enhanced level of public services, 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. When comparing to the ten largest cities in Iowa, Iowa City has moved from one of the highest tax rates in the state to the middle of the pack. Continued emphasis on a competitive tax rate will help facilitate additional growth in future years through a more affordable environment for residents and businesses. 21 FY2017 Municipal Property Tax Rates in Eastern Iowa North Liberty $11.03 Coralville $13.53 Cedar Rapids $15.22 Iowa City $16.58 Davenport $16.78 ' Iowa City's anticipated tax rate for FY2018 is $16.33. At this time the FY2018 tax rates of other listed jurisdictions are unknown. See the statistics section of this document for a full list of comparison cities. General Fund Overview 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 65% of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart. FY2018 Revenues & Other Financing Sources excludes transfers Other Financing Sources 2% Charges for Fees & Services 3% Intergovernmental 7% Use of Money & Property 1% Licenses & Permits 5% Other City Taxes 5% On the expense side, General Fund operations largely consist of personnel related expenses. In the fiscal year 2018 budget, an estimated 73% of General Fund expenditures are personnel related. A complete view on General Fund expenditures by category can be viewed in the following pie chart. General Fund Expenditures by Category excludes transfers Services 18% Contingency _ 1% -� Supplies 3% Capital Outlay 4% Other Financial Uses 1% YYJ Efforts to control General Fund expenses in recent years have struggled to keep up with rising salary and benefit costs. This is despite the reduction of a number of staff positions over the past five years. 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, inclusivity, and social justice goals. Staff remains committed to identifying efficiencies that strengthen our operation while continuing to provide the services our community expects and aligning activities with the Council's Strategic Plan. Enterprise / Business Fund Overview Enterprise or Business Funds refer to specific operations that are intended to be self-sustaining, or without the need for subsidy from property taxes or revenue sources other than fees collected that are directly related to the operation. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. Fund Estimated Revenues Transfers In Budgeted Expenditures Transfers Out Est Fund Balance 6130118 Restricted, Committed, Assigned Unassigned Fund Balance, 6(3012018 Unassigned Balance as %of Rev & Trans In Parking 5.922530 1,114.695 6,941,622 1,870,005 10.1-3.479 3 6.6-5.479 94£6'0 Transit 4,193,204 3,520.076 7,202,013 151,000 55'?? 401 -':1'.4F_ 4, '- 609 60,4008 Wastewater 12,589,340 4,368,762 10,601,444 6,703,762 16,714,634 8.989.8ai 9_--4775 5735"ti Water 9.268,096 1,937.940 8,465.882 3.360_Si5 11 21 1 &80 4,157.504 0-,4.176 6255% Refuse 3,411,689 - 3,427207 500.000 743,762 - -411.762 21.80°/ Landfill 6.234,063 1,123.436 4.902903 3,483.'1 23, 133. F''13 17,-1F,G21 23.18% Airport 359,600 109.687 363,187 179.030 :74.54. 10i�,J30 174,:4'_ 37..2% Stormwater 1,483,550 - 518,533 1,040.206 516,984 - `15.984 61.64-6 '.711 iing 8.769,397 - 8.201.363 46.;79 7,667.451 2,945.146 472-. 365 53.85% Each of the City's enterprise funds are in varying, yet stable conditions. This budget includes modifications to several of the City's refuse fees. The standard monthly refuse charge for residential customers is proposed to increase by $.20 per month and the recycling fee is proposed to increase by a $1.00 per month, effective July 1, 2017. Additional waste bag stickers would increase from $1.25 to $2.50 for heavy users that cannot fit their waste in the standard City receptacle. These changes help keep pace with increasing costs and allow the City to move to a single stream collection of recycling materials, which is consistent with our waste minimization plan. In addition, beginning January 1, 2018 the budget proposes eliminating the $25 annual sticker and $1.25 bag fees for yard waste. Instead the budget proposes a standard monthly fee of $2.00 to every customer. The $2.00 monthly charge will provide a more stable revenue source, formalize our commitment to curbside compost collection, and eliminate significant administrative efforts and customer inconvenience associated with buying annual stickers. PAI Other minor fee adjustments in enterprise funds include electronic waste processing adjustments to cover costs of recycling and an increase in the monthly parking permit costs of $5. No fee increases are being proposed for water, sewer, storm water or transit operations. Internal Service Fund Highlights Internal Service Funds serve needs that are internal to the City as an organization. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. All funds are in good condition with healthy balances. Strong balances create reserves that can provide flexibility to deal with unexpected costs or opportunities. Capital Improvement Plan Highlights The capital budget for fiscal year 2018 totals $41,051,166 and the five year Capital Improvement Plan (CIP) totals $171,912,855. 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 2017-2021 Airport 2% Community& [ Streets, Bridges, and Economic Traffic Engineering Development k 1% Public Safety 2% Culture & Rec 10% Transit & Pa doing 12% Landfill water/Wastewater/St 2% ormwater 11% 24 Unassigned Est Fund Restricted, Unassigned Balance as Estimated Budgeted Transfers Balance Committed, Fund Balance, %of Rev& Fund Revenues Expenditures Out WWII Assigned 6130/2018 Trans In Equipment @JN2£i1 4543, 3c- 1,140,400 12,470,405 11.462.295 1,008,110 16.51% Risk Management 1.600 ,954 1,N72.0:1- 3,594,234 - 3,594,234 224.51% (Loss Reserve nformation Technology 2,270.295 2.217.'0- 1 2,112,026 605.243 1 1,506,783 1 66.37% Central Services 239,151 1 262.163 - 662,687 - 662,687 1 277.10% Health Insurance Reserve 8,746.421 1 8,341,355 1 10,333,217 4768.130 1 5,565,087 1 63.63% Dental Insurance Reserve 396,674 1 399,386 11 141,126 - 1 141,126 1 35.58% 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 for fiscal year 2018 totals $41,051,166 and the five year Capital Improvement Plan (CIP) totals $171,912,855. 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 2017-2021 Airport 2% Community& [ Streets, Bridges, and Economic Traffic Engineering Development k 1% Public Safety 2% Culture & Rec 10% Transit & Pa doing 12% Landfill water/Wastewater/St 2% ormwater 11% 24 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 began construction in 2016. Staff is projecting general obligation bond issues of $9.8 million in 2017, $12.9 million in 2018, and $12.3 million in 2019 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 calendar years include (many projects will span multiple years): 2017 • Gateway (Dubuque and Park Road Bridge) • Riverside Drive Pedestrian Tunnel and Streetscape • Riverfront Crossings Park Development • Hickory Hill Park Redevelopment • Clinton / Burlington Intersection and Road Diet 2018 • Madison / Burlington Intersection and Road Diet • Public Works Facility Phase 1 • Highway 1 Trail Extension (Sunset to Mormon Trek) • Pedestrian Mall Rehabilitation • Creekside and Cardigan Park Development 2019 • West Iowa Riverbank Restoration (Highway to Benton) • Willow Creek Park Redevelopment Phases 2 and 3 • McCollister Boulevard (Gilbert to Sycamore) • First Avenue Water Main Replacement (400-500 Block) 2020 • American Legion Road (Scott to Taft) • Melrose Avenue Improvements • Robert A. Lee Recreation Center Improvements • Wetherby Park Bathroom and Shelter Replacement r2.y 2021 • Highway 6 Trail Construction (Sycamore to Heinz) • Chadek Green Park Improvements • Dubuque Street Reconstruction (Iowa to Washington) • First Avenue / Scott Boulevard Intersection Improvement • Kirkwood to Capitol Street Connector and Water Main Replacement 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 $67.9 million at fiscal year 2018 year end, which is 1.2% of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 24.8% of the allowable level. The following chart provides a historical view of Iowa City's debt in relation to the allowable debt level. General Obligation Debt by Fiscal Year 300,000,000 250,000,000 -- -- 200,000,000 ■ Debt Limit 150,000,000 (5% of Tota I Property Val.) 100,000,000 ■ Outstanding Debt at June 30 50,000,000 0 FY10 FY11 FY12 FY13 FY14 FY15 *FY16 *FY17 *FY18 *FY19 Iowa City's internal fiscal policy specifies that the debt service levy shall not exceed 30% of the total property tax levy. The fiscal year 2018 budget includes a debt service levy that is approximately 22% 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 $3.8 million in fiscal year 2015 and $2.1 million in fiscal year 2016. There is planned $3.0 million in fiscal year 2017 and $3.8 million in fiscal year 2018, which will reduce future debt service payments by a total of over $380,000. PM Looking Ahead 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 streamlined 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 degree 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 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. 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 and storm water fees were increased in 2017. The 2018 budget includes increases in refuse fees that support curbside composting, single stream recycling and a streamlined leaf pickup program. It is likely that additional water rate increases will be needed in fiscal year 2019 and fiscal year 2020. From a capital investment standpoint, the City needs to continue to focus on catching up with deferred maintenance on streets, in parks, and throughout our utility distribution system. At the same time we have to be opportunistic with new opportunities such as the Riverfront Crossings Park and key road connections such as McCollister Boulevard. 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. 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. rrA 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 Analyst 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 three employees in the Finance Department. Sincerely c Geoff Frum City Manager rza City of Iowa City Strategic Plan Strategic Plan and the Financial Plan This Three -Year Financial Plan for fiscal years 2017 through 2019 and the fiscal year 2018 budget were prepared with a strategic plan serving as a guide. In preparing the financial plan and 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 the City Council's strategic plan goals, and 2. Direct discretionary funding to projects and initiatives that directly align with the stated priorities of the Strategic Plan, and 3. Continue to strengthen the City's strong financial foundation and enhance the budget document through the incorporation of best practices in the industry. The following is a summary of the City Council's strategic plan priorities and initiatives that was adopted by the City Council. Strategic Plan Priorities This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City. 1. Promote a Strong and Resilient Local Economy 2. Encourage a Vibrant and Walkable Urban Core 3. Foster Healthy Neighborhoods throughout the City 4. Maintain a Solid Financial Foundation 5. Enhance Community Engagement and Intergovernmental Relations 6. Promote Environmental Sustainability 7. Advance Social Justice and Racial Equity Strategic Plan Protects, Programs, Policies and Initiatives Promote a Strong and Resilient Local Economy • Identify how the City and local partners can effectively market and grow the local foods economy • Review and consider amending the City's Tax Increment Finance (TIF) policy • Promote neighborhood commercial districts and build stronger relations with business owners throughout the community • Work closely with the University of Iowa and Kirkwood Community College on future facilities and economic development opportunities, especially in the Riverfront Crossings District r&I • Work closely with the ICCSD, Kirkwood Community College, labor organizations, Iowa Works and others to explore the feasibility of an industrial arts/crafts facility in Iowa City • Proactively seek opportunities to facilitate development of our interstate entryways in a manner consistent with this strategic plan • Develop programs aimed to enhance small business development and retention with a focus on diverse communities Encourage a Vibrant and Walkable Urban Core • Consider creating a new City Council committee with a focus on the sustainable built environment • Support historic preservation efforts • Initiate public dialogue about the meaning and importance of a walkable neighborhood and how to achieve it • Encourage diverse housing types and price points for a variety of income levels Foster Healthy Neighborhoods throughout the City • Consider amending the City's Annexation Policy to require the provision of affordable housing in residential/mixed-use areas • Evaluate the implementation of a Form Based Code in one or two parts of the community • Develop strategies to diversify the membership of neighborhood associations • Substantially improve access and use of public spaces through improvements to sidewalks, streetscapes, parks, and schools Maintain a Solid Financial Foundation • Continue to monitor the impact of the 2013 property tax reform and evaluate alternative revenue sources as determined necessary • Continue to build the City's Emergency Fund • Monitor potential changes to Moody's rating criteria and maintain the City's Aaa bond rating • Continue to reduce the City's property tax levy • Maintain healthy fund balances throughout the City's diverse operations Enhance Community Engagement and Intergovernmental Relations • Provide timely and appropriate input on the ICCSD's planned 2017 bond referendum • Televise regular City Council work sessions • Significantly improve the Council and Staff's ability to engage with diverse populations on complex or controversial topics Promote Environmental Sustainability • Raise Iowa City's Bicycle Friendly Community status from Silver to Gold by 2017 and aspire toward a Platinum status in the future • Evaluate and consider implementation of a plastic bag policy Kin • Undertake a project in fiscal year 2017 that achieves a significant measurable carbon emission reduction • Set a substantive and achievable goal for reducing city-wide carbon emissions by 2030, and create an ad-hoc climate change task force, potentially under an umbrella STAR Communities committee, to devise a cost-effective strategy for achieving the goal • Collaborate with community partners on sustainability efforts Advance Social Justice and Racial Equity • Develop and implement a racial / socioeconomic equity review toolkit • Support the Housing First initiative and other local homeless efforts including the temporary winter shelter • Consider creating a City Council committee with a focus on social justice and racial equity • Evaluate initiatives to effectively engage the community's youth • Identify and Implement an achievable goal to reduce disproportionality in arrests • Create a racial equity grant program • Develop a partnership with the University of Iowa and other key stakeholders that will aid efforts to recruit and retain a greater minority workforce • Identify a substantive and achievable goal for the provision of affordable housing in Iowa City and implement strategies to achieve this goal Strategic Plan and STAR Starting in fiscal year 2018, the City Council's Strategic Plan Priorities and Initiatives are being linked to the Sustainability Tools for Assessing and Rating Communities program (STAR) to measure progress in those areas of focus. STAR is the nation's leading framework and certification program for evaluating local sustainability and encompasses social, economic and environmental performance measures. STAR helps communities evaluate their strengths and weaknesses across seven goal areas: • Built Environment: Achieve livability, choice, and access for all where people live, work, and play. • Climate and Energy: Reduce climate impacts through adaptation and mitigation efforts and increase resource efficiency. • Economy and Jobs: Empower vibrant, educated, connected, and diverse communities. • Education, Arts, and Community: Create equitably shared prosperity and access to quality jobs. • Equity and Empowerment: Ensure equity, inclusion, and access to opportunity for all citizens. • Health and Safety: Strengthen communities to be healthy, resilient and safe places for residents and businesses. • Natural Systems: Protect and restore the natural resource base upon which life depends. 31 Within each of the above sustainability goals, there are between 6-7 Objectives. These 44 objectives are the core areas that contain evaluation measures and metrics. The table below depicts all of the STAR Objectives. Built Erivaritnin-vnt Ambient Noise & Chrrusts, & Ernst" Climat¢Adaptadan. Job, Business Retention & Ed,n,,tiit,A, t, & Am& CuMure last" & Crvic Engag¢mMt Health & Sif�ty Active Living N,,kaa M Green L& Development Inbxstrucmre C Miaotywtnr Greenhouse Gas Groan Msrkut Community Cohesion Civil &Human 0.ighu Community HealO& Imnsive Species Systems Miciptitnn Develaprient Health Syscem Compact & Greeningthe Energy Edueadornl Emergency HLtpro Complem Soppy Loral Econorsy Opportunlq& Envlronmmtal fusdca It prevenda I tlon Pn tecoon Communium Attainment Response Housing Industrial Sector Quality Jabs & living Historic Preservation Equitable Services & Food Access & Outdoor Air Query AMordabilRy Resource Fffcienq Wages Access Numdcn Resource HRcient Tbgeted Industry Sociel & Cultural Water in the Kill &Redesebptran Human Services Indoor Air Quality Buidings Devebpnvent Diversity Environment Reseen. E isoesitWertderce Povertyprevent. & Nanaml & Human Public Spaces public bdrcstniewrc Read'sseu Allevhtion Ho=ards Working lands Tra dm spoChoices Ch.k Wass. Minimus... Sola Cenmunides STAR Objectives within the Strategic Plan Priorities Most of the City's strategic plan priorities align with one or more of the STAR's 44 objectives, for instance housing affordability, local economy, civil & human rights, food access & nutrition, and greenhouse gas mitigation. Below is a summary of the STAR objectives and how they align with the City Council's Strategic Plan Priorities. STAR objectives may be listed under more than one Strategic Plan Priority. 1. Promote a Strong and Resilient Local Economy • Infill & Redevelopment • Business Retention & Development • Green Market Development • Local Economy • Quality Jobs & Living Wages • Targeted Industry Development • Workforce Readiness Kra 2. Encourage a Vibrant and Walkable Urban Core • Compact & Complete Communities • Infill & Redevelopment • Transportation Choices • Historic Preservation 3. Foster Healthy Neighborhoods throughout the City • Ambient Noise & Light • Community Water Systems • Compact & Complete Communities • Housing Affordability • Public Spaces • Transportation Choices • Community Cohesion • Historic Preservation • Equitable Services & Access • Active Living • Community Health & Health System • Emergency Prevention & Response • Food Access & Nutrition • Indoor Air Quality • Natural & Human Hazards • Safe Communities • Green Infrastructure • Outdoor Air Quality 4. Maintain a Solid Financial Foundation • Infill & Redevelopment • Business Retention & Development • Local Economy • Targeted Industry Development 5. Enhance Community Engagement and Intergovernmental Relations • Arts & Culture • Community Cohesion • Educational Opportunity & Attainment • Social & Cultural Diversity • Civic Engagement • Human Service • Emergency Prevention & Response • Natural & Human Hazards • Safe Communities BBi 6. Promote Environmental Sustainability • Community Water Systems • Public Spaces • Transportation Choices • Climate Adaptation • Greenhouse Gas Mitigation • Greening the Energy Supply • Industrial Sector Resource Efficiency • Resource Efficient Buildings • Resource Efficient Public Infrastructure • Waste Minimization • Green Market Development • Environmental Justice • Green Infrastructure • Invasive Species • Natural Resource Protection • Outdoor Air Quality • Water in the Environment • Working Lands 7. Advance Social Justice and Racial Equity • Housing Affordability • Quality Jobs & Living Wages • Educational Opportunity & Attainment • Social & Cultural Diversity • Civic Engagement • Civil & Human Rights • Environmental Justice • Equitable Services & Access • Human Services • Poverty Prevention & Alleviation • Food Access & Nutrition Strateaic Plan. STAR. and Performance Measures As a participating community in STAR, the City is given a community rating that can be used to compare Iowa City against other participating communities. The STAR program identifies 516 separate measures across the 44 goals and objectives that they use to rate the participating communities. The intent of the rating system is to help communities identify, validate, and support implementation of best practices to improve sustainable community conditions. Each City division has identified performance measures and/or STAR measures that align with their department's goals and objectives. Within the division pages of each fund, these goals and objectives are then linked with the City Council's Strategic Plan Priorities and the STAR program's objectives, if applicable. STAR measures are identified with a star next to them. By linking the division performance and STAR measures and the Strategic Plan Priorities, a framework is created that aligns division activities with the Strategic Plan. Using the STAR program's measures, it should also give the City Council and staff readily accessible data on many of the Strategic Plan Priorities. In addition, this framework gathers the necessary data and tracks the City's progress in meeting the STAR program's goals and objectives and subsequently, its community rating. In addition to adding new STAR performance measures in the division pages, a subset of 21 STAR outcomes can be found in the Statistics section of the Financial Plan. Residents will also be able to view these on an online dashboard on the STAR and Iowa City websites. STAR Community Rating A community's STAR Community Rating is granted for four calendar years from the date of certification. Upon the fourth anniversary of the community's certification, the community must have completed the verification process and accepted a final verified score in order to maintain certification in the rating system. National Context for Iowa City's Score Out of the certified 4 -STAR communities, Iowa City's score falls towards the high end of the pack. Iowa City's STAR certification is a testament to the City's commitment to creating a better community for all of its residents and will serve as a benchmark from which to move forward. 34 The City of Iowa City was awarded a 4 -STAR Community Rating for sustainability excellence by being formally certified in March of 2016. The city's approved final score is 484.8, which qualifies Iowa City as a certified �of 4-STAR Community and the highest -scoring city in the State of Iowa. Iowa City was the fifth community in Iowa and the 47`h nationwide to achieve certification from STAR Communities, a nonprofit organization that certifies sustainable communities. A community's STAR Community Rating is granted for four calendar years from the date of certification. Upon the fourth anniversary of the community's certification, the community must have completed the verification process and accepted a final verified score in order to maintain certification in the rating system. National Context for Iowa City's Score Out of the certified 4 -STAR communities, Iowa City's score falls towards the high end of the pack. Iowa City's STAR certification is a testament to the City's commitment to creating a better community for all of its residents and will serve as a benchmark from which to move forward. 34 STAR Certifed Communities - June 2016 x This graph above illustrates final scores of all Certified Communities as of June 2016. Iowa City's comparative ranking is shown in red. The purpose of becoming a certified community is to understand best practices which a city can undertake to continuously improve. City staff attended a post -certification workshop in July 2016 to identify areas on which to focus improvement in the upcoming years which also align with the strategic plan. The workshop was facilitated by STAR staff, which provided a report summarizing Iowa City's results. 0 10 20 30 40 50 60 70 so 90 100 Built Environment i Climate & Energy Economy & Jobs Education -Arts & Community Equity & Empowerment Health & Safety Nawnl Systems Innovation & Process The graph above is a comparative analysis of Iowa City's goal area scores which are marked with a blue diamond. The colored boxes represent the 25th -75th percentile of all certified community scores. This information is useful in to evaluate areas in which Iowa City could improve, such as in the Climate and Energy area, which is also a Strategic Plan Priority. The STAR framework provides a list of best practices in each of the goal areas that cities can implement. These were reviewed and discussed at the post -certification workshop. Bbl 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 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 FAA regulations. Fire Strategic Plan - In an effort to work toward self-improvement, the Iowa City Fire Department (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. 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 Kiy 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 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 community -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, outdoor recreation spaces and services. Natural Areas Master Plan - The Natural Areas Master Plan includes assessing ecological health of city -owned natural areas and developing a ten-year Master Plan for natural area improvements and maintenance that maximizes the ecological health and benefits of these areas. 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. The Federal requirement is that Long Range Plans are revised and adopted every five years. Iowa City Bike Master Plan - Iowa City is currently developing a Bicycle Master Plan that builds upon other City planning efforts to expand the role that bicycling plays in achieving the City's stated goals for transportation, economic development, neighborhood livability, community identity, safety, environmental preservation, and health and wellness. The goal is to create a Bicycle Master Plan that identifies and prioritizes bicycle improvements based on existing conditions, adopted plans and policies, and the particular needs of bicyclists in Iowa City gathered through public input. The plan will focus on identifying near- and long-term strategies and prioritized actions for increasing bicycle ridership, comfort, connectivity, and safety for bicyclists of all ages and abilities, creating a framework for expanding Iowa City's bicycle network. This includes identifying a set of timely actions and improvements to achieve a Bicycle Friendly Community'Gold' status. KrA City of Iowa City Organization Chart Community Elected Appointed City Council Departments & Divisions I I I I Airport ( Libra Commission City Attorney City Manager City Clerk Board Airport City AttorneyEHum,n Manager City Clerk Library nager Airport Operations nications Office Library Operations Resources Library Foundation Rights Fire 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 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: 1914 FY2016 FY2017 FY2018 Total FTEs 1 4.00 4.00 4.00 1914 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: e9] FY2016 FY2017 FY2018 Total FTEs 1 5.50 5.50 5.50 e9] City Manager: Office Location: Phone: Geoff Fruin 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 Rights Commission. 41 Boards and Commissions: The Human Rights commission's duties include: 1. Disseminating information to educate the public on illegal discrimination and civil rights, such as organizing and facilitating educational public forums that address one or more of the broad range of topics included within the rubric of human rights 2. Making recommendations to the City Council for such further legislation concerning discrimination as it may deem necessary and desirable 3. Cooperating within the limits of any appropriations made for its operation with other agencies or organizations both public and private whose purposes are not inconsistent with those of Title 2 of the City Code (Human Rights Ordinance) 4. Planning programs and activities designed to eliminate racial, religious, cultural and other intergroup tensions including but not limited to sex, color, creed, disability, gender identity, sexual orientation, marital status, age and national origin. The Civil Service Commission approves all entrance and promotional examinations used by the City of Iowa City for civil service positions; holds appeal hearings involving the suspension, demotion, or discharge of employees holding civil service rights. Ascertains to the best of its ability the facts of the case to determine matters involving the rights of civil service employees and may affirm, modify, or reverse any case on its merits per Chapter 400 of the Code of Iowa. The Telecommunications Commission serves as a review board to resolve disputes between any subscriber or potential subscriber and the cable company; reviews and audits reports by the cable company to the City as required by the Cable Television Ordinance; works with the public, the media, the City, and the cable company for the purpose of making recommendations on various issues; monitors and promotes community programming and the use of the local access channels by a wide range of individuals, institutions, and organizations; informs and educates citizens on matters related to cable TV and other communications systems; and monitors and reviews State and Federal legislative and regulatory action or change. City Manager Personnel: era FY2016 FY2017 FY2018 Total FTEs 1 15.50 15.50 14.00 era Finance Director: Office Location: Phone: Dennis Bockenstedt 410 E. Washington St. (319) 356-5050 Finance Department Divisions: General Fund: • Administration • Accounting • Purchasing • Revenue Internal Service: • Information Technology Services • Risk Management • Purchasing Special Revenue Fund: • Administration MISSION STATEMENT 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. 11=!J_1:49IT, l=I.111911*IS] 7129IQLlI 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. E1161 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 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 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. Finance Department Personnel: 44 FY2016 FY2017 FY2018 Total FTE's 35.78 35.78 35.78 44 Police Chief: Office Location: Phone (Front desk/non-emergency): Jody Matherly 410 E. Washington St. (319)356-5275 Police Department Divisions: General Fund: • Administration • Administrative Services • Field Operations MISSION STATEMENT The mission of the Iowa City Police Department is to protect the rights of all persons within its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace. By pursuing the goals of education, prevention and enforcement, it is the primary objective of the Iowa City Police Department to pursue the ideal of a community free from crime and disorder in a fair, responsive, collaborative and professional manner. DEPARTMENT DESCRIPTION The Administration division oversees the Department's 82 sworn officers and 23 non - sworn personnel. Administration is responsible for the management of the Department's two operating divisions, Field Operations and Administrative Services. The Administrative Services division supports or provides services to Field Operations. In addition, Administrative Services provides support activities to groups and organizations throughout the City. Administrative Services consists of Records, Property and Evidence, Computer Operations, Training /Accreditation, Crime Prevention, Planning and Research, Animal Control, and Community Relations. The Field Operations division is the part of the police department normally associated with the provision of police services. Field Operations consists of the Patrol and Investigations Sections. Police Department Personnel: ere FY2016 FY2017 FY2018 Total FTEs 1 105.00 105.00 105.00 ere Fire Chief: Administrative Office Location: Phone (Administration/non-emergency): John Grier 410 E. Washington Street (319) 356-5260 Fire Department Divisions General Fund: • 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. er1A Iowa City Fire Department community projects include: fire safety education, fire station tours, juvenile fire setters intervention, a mobile fire safe house, a mobile fire sprinkler trailer, ride -along program, the Safety Village, and is a co -leader with Mercy Hospital of the Johnson County SAFE KIDS Coalition. The department's community -driven strategic plan for fire protection services will guide the department's path into the future. Fire Administration is responsible for all departmental activities, accreditation, the purchase and maintenance of computer hardware & software, and building maintenance. The department attained reaccredited agency status through the Commission on Fire Accreditation International in 2013. The reaccreditation process is currently underway. Emergency Operations services include fire suppression, emergency medical services, technical rescue, and hazardous materials response. The Fire Department responds to over 5,000 emergency incidents annually. Fire Prevention provides proactive prevention services, such as fire safety inspections of commercial and University properties, site plan reviews, and fire and environmental safety education. Fire Training plans, develops, and coordinates in-house training activities with the assistance of the Training Committee. Training emphases include emergency medical services, technical rescue, fire suppression, and hazardous materials. Equipment and apparatus purchases are also overseen by this division. Fire Department Personnel: era FY2016 FY2017 FY2018 Total FTE's 1 64.00 64.00 64.00 era 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 General Fund: • Administration • Parks Maintenance • Recreation • Cemetery Operations MISSION STATEMENT Provide a high-quality level of leisure time opportunities, increase the number of people served, improve the quality of program delivery, and advocate the benefits of recreational involvement to the general public. We strive to enhance the quality of life for residents of Iowa City by providing cost-effective, quality programs and services, facilities, parks, open spaces, and information as an essential link in creating a dynamic, vital community. DEPARTMENT DESCRIPTION The Parks & Recreation Administration division oversees the operation of the Parks Maintenance, Recreation, and Oakland Cemetery Divisions. The division also manages City Hall maintenance operations (Government Buildings), and supports the City's Farmers Markets. The Recreation division manages the operation of the City's recreation facilities and programs. The City offers programs in youth & adult sports, aquatics, culture & art programs, and special populations involvement programs designed for persons of all ages with special needs. The division also helps organize the annual Farmer's Market and Market Music programs. El &I 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: 6111 FY2016 FY2017 FY2018 Total FTEs 1 43.75 43.75 43.75 6111 Library Director: Location: Phone: Susan Craig 123 South Linn Street (319) 356-5200 ICPL Hours of Operation: Mon-Thurs: 10am-9pm Friday: 10 am-8pm Saturday: 10 am—bpm Sunday: 12 pm-5pm MISSION STATEMENT Iowa City Public Library Divisions: General Fund: Library Operations Library Foundation 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: intellectual freedom, excellence in customer service, community building, working collaboratively, minimizing barriers to use, providing a welcoming environment, and a well-trained staff. 11=!J_1:49IT, l=I.111911*IS] 7129IQLlI The Iowa City Public Library is the busiest public library building in the state of Iowa. On average, over 244 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. 51 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, Lone Tree, and rural Johnson County. Reciprocal agreements with other public libraries across Iowa provide for a sharing of services through the Open Access Program. 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 Library 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: WA FY2016 FY2017 FY2018 Total FTEs 1 44.77 46.17 46.17 WA Senior Center Coordinator: Location: Phone: The *0 Center ld A COdNM SENIOR CEw A Linda Kopping 28 South Linn Street (319) 356-5220 Senior Center Hours of Operation: Business Hours Extended Member Hours 8AM-5 PM, 7AM-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. W 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: 54 FY2016 FY2017 FY2018 Total FTEs 1 6.50 7.00 7.00 54 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 Neighborhood Services Development Services Neighborhood Services Economic Development Special Revenue Fund Metro Planning Organization of Johnson County Neighborhood Services 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. 61.7 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. 6M • 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. M Metropolitan Planning Organization of Johnson County (MPOJC) The 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. • The Board of Appeals holds appeal hearings on and determines the suitability of alternate materials and methods of construction and to provide for reasonable interpretation of the International Building Code, International Residential Uniform Plumbing Code, National Electrical Code, International Mechanical Code, International Fire Code, Dangerous Building Code and the Iowa City Housing Code. 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. 617 FY2016 FY2017 FY2018 Total FTEs 1 41.37 40.43 40.93 Neighborhood & Development Services is a new department beginning in FY2016. The old departments of Housing & Inspection Services and Planning & Community Development were combined. 617 Public Works Director: Ron Knoche Administrative Office Location: 410 E. Washington St. Phone: (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 and coordinates the activities of the department's seven divisions. 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. 59 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: Di0 FY2016 FY2017 FY2018 Total FTEs 1 117.15 118.00 120.00 Di0 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 boRj&www.ebonqo.orqBUS ON TH 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. FYd 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: rra FY2016 FY2017 FY2018 Total FTEs 1 107.61 106.76 107.76 rra Operations Specialist Location: Phone: Michael Tharp 1801 S. Riverside Drive (319) 356-5045 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. Boards and Commissions: The Airport Commission exercises all the powers granted to cities and towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. 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. M] The Airport Zoning Commission's duties are: 1. To recommend amendments to the current Iowa City Airport Zoning regulations, including the repeal thereof. 2. To recommend the adoption of new Airport Zoning regulations. The Airport Zoning Board of Adjustment's duties are: 1. To hear and decide appeals where it is alleged there is an error in any order, requirement, decision or determination made by an administrative official in the enforcement of the Airport Zoning Chapter. 2. To hear and decide special exceptions to the terms of the Airport Zoning Chapter upon which such board is required to pass under the Airport Zoning Chapter. 3. To authorize upon appeal in specific cases such variance from the terms of the Airport Zoning Chapter as will not be contrary to the public interest, where owing to special conditions a literal enforcement of the provisions of the Airport Zoning Chapter will result in unnecessary hardship, and so that the spirit of the Airport Zoning Chapter shall be observed and substantial justice done. Airport Personnel: 6L! FY2016 FY2017 FY2018 Total FTEs 11.00 1.00 1.00 6L! 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 Service Funds Fund A Fund Community Debt Service Perpetual Care Capital General (10**) Development Block (50**) (6001) Parking (710*) Projects Equipment (810*) Grant (2100) HOM E Grant (2110)Transit (715*) Risk Management Services (8200) Information Wastewater Road Use Tax (2200) Treatment (720*) Technology Services 830* Other Shared Water (730*) Central Services Revenues (2300) (8400) Energy Efficiency & Refuse Collection Health Insurance Conservation Block (7400) (8500) Grant 2310 UniverCity(2315) Landfill (750*) Dental Insurance (8600) Metro Planning Organization of Airport (7600) Johnson County J 2350 Stormwater Employee Benefits Management Agency Funds (2400) 7700 Affordable Housing Cable Television Project Green (9102) (2500) (78**) Peninsula Apartments Public Housing (2510) Authority (79**) Tax Increment Financing 26** Self -Supporting Municipal Improvement District 2820 Major funds M1 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. ria • 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. MA Departments & Divisions by Fund General Fund General Fund City Council Neighborhood & Development Services NDS Administration Development Services City Clerk Neighborhood Services Economic Development City Attorney Parks & Recreation City Manager Parks & Recreation Administration City Manager Recreation Administration Communications Office Park Maintenance Human Resources Cemetery Operations Human Rights Finance Library Finance Administration Library General Accounting Library Foundation Purchasing Revenue Senior Center Police Public Works Police Administration Public Works Administration Police Administrative Services Engineering Services Police Field Operations Fire Transportation & Resource Management Fire Administration Transportation & Resource Management Fire Emergency Operations Administration Fire Prevention Fire Training Debt Service Fund Finance Finance Administration Debt Service Fund Biz Departments & Divisions by Fund Special Revenue Funds CDBG Fund Affordable Housing Fund Neighborhood & Development Services Neighborhood & Development Services Neighborhood Services Neighborhood Services 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 Peninsula Apartments 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 Perpetual Care Parks & Recreation Cemetery Operations Permanent Funds M 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 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 rm F Y 2 0 1 8 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) IU:14:0ZMAI Is] 01 Eel a9:1:81101 1Eel M0 Wil ►1 Introduction This Three -Year Financial Plan is for fiscal years 2017 through 2019. The Financial Plan includes the current year revised budget (fiscal year 2017), the one-year annual budget as required by Iowa Code (fiscal year 2018), and provides an additional projection year (fiscal year 2019) as a planning tool. The City's fiscal year begins on July 1 and ends June 30. 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 Financial 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. Long range financial plans are developed for debt service obligations, capital improvement projects, and other areas that have been identified as areas of risk, need, or general prudence. 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. 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 2017 through 2021. Basis of Accounting The modified accrual basis of accounting has been used for preparation of the City's fiscal year 2018 budget for all funds and fund types including proprietary funds. The modified accrual basis of accounting used in the preparation of the fiscal year 2018 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. 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 rig] 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 August each year, the Finance Department meets with Department Directors and Division Heads to review and discuss their goals and performance measures. These are reviewed against the City's long-term strategic plan and updated as necessary. The Finance Department then collects the data from each division and prepares the performance measurement results. In September, forms and instructions are delivered to departments for the annual update to the Five -Year Capital Improvement Program. The status of prior year projects is reviewed as well as the long-term debt projections. Updates to projects already in the Program, requests for new projects including their cost estimate, availability of outside funding sources, operating impact, and rating score are submitted by departments. In early October, Department Directors and Division Heads are able to access their respective budget projections. They can make adjustments to their operating budget during this time. The Finance Department compiles 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.) During October, the Finance Department produces the preliminary Capital Improvement Program. This is reviewed through a series of meetings by a Capital Project Review Committee and modifications are made based on project timing and coordination, community development, funding availability, and other factors. In late October, budget entry is restricted and only accessible to the Finance Department, and the Finance Department issues the proposed Five -Year Capital Improvement Program. 74 In November, the Finance Department reviews the budget projections with requests added and compiles them all into a budget. Long range financial plans are reviewed and integrated into the annual budget and rate or budget adjustments are determined. 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. The proposed Five -Year Capital Improvement Program, division performance measures and goals, and the annual and projected budget are combined into one document. The Proposed Financial Plan document is then 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 Three -Year Financial Plan and Five -Year Capital Improvement Program are adopted by the City Council. 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. If increases to service rates or charges are included as part of the next year's budget, those rate changes are then adopted in March following adoption of the budget. 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 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. M1 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. Budget Reporting In accordance with Code of Iowa, the City Council annually adopts a budget following required public notice and hearing which includes all funds, except internal service funds and agency funds. Formal and legal budgetary control is based upon nine major classes of expenditures known as functions, not by fund or fund type. These nine functions are: Public Safety, Public Works, Health and Social Services, Culture and Recreation, Community and Economic Development, General Government, Debt Service, Capital Projects and Business Type/Enterprises. The legal level control is at the aggregated function level, not at the fund or fund type level. Financial statements which compare the fiscal year's actual revenues and expenditures to budgeted authority are published by the 31st 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 function areas. VM Financial Plan Preparation Schedule August 1 — August 31, 2016 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 1, 2016 Capital Improvement Program forms and instructions are distributed to departments. September 26, 2016 Capital Improvement Program forms are due to the Finance Department. September 28, 2016 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. September 29 — October 21, 2016 Munis system is available for departments to enter fiscal year 2018 line item budgets, add fiscal year 2018 budget requests for each activity, and amend fiscal year 2017 line item budgets. Finance Department develops personnel budget through consultation with the Human Resource department and each individual department. October 7, 2016 Finance Department produces preliminary Five -Year Capital Improvement Program with project rankings. October 13, 2016 Capital Improvement Program review committee reviews project requests and rankings; committee makes amendments to the preliminary Program. October 21, 2016 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 27, 2016 Capital Improvement Program review committee reviews amended program and makes final Program adjustments. October 31 — November 18, 2016 City Manager and Finance Director meet with each department to discuss their divisions' fiscal year 2018 budget requests and submittals, fiscal year 2017 revised budgets, performance measures, and goals. Finance Department reviews and updates long range financial plans. ra November 19 — December 2, 2016 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 9, 2016 City Manager and Finance Department finalize departmental fiscal year 2018 budget requests, fiscal year 2017 revised budgets, Five -Year Capital Improvement Program, division goals and performance measures, and long range financial plans. December 16, 2016 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 3 — February 7, 2017 City Council meets with City Manager to discuss proposed budget, Capital Improvement Program, significant budget issues, and to incorporate Council policy preferences. February 21, 2017 City Council approves notices of public hearing on the proposed fiscal year 2018 budget and the fiscal year 2017 revised budget. February 24, 2017 Publication of notice of public hearing on the proposed fiscal year 2018 budget and revised fiscal year 2017 budget. City budget made available for public inspection at city hall and library. March 7, 2017 Following public hearings, the fiscal year 2018 budget, the Three -Year Financial Plan, the Five -Year Capital Improvement Program, and the fiscal year 2017 revised budget are adopted by City Council. March 15, 2017 Adopted fiscal year 2018 budget and fiscal year 2017 revised budget are certified with Johnson County Auditor. March 21, 2017 City Council sets the hearings for service fee and rate changes for fiscal year 2018, if necessary. July 1, 2017 New fiscal year begins. na 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 quarterly reports comparing actual revenues and expenditures to budget. • Operating budgets are established on a fund/department/division/activity 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 one percent of expenditures and transfers out. • Budget amendments may be submitted twice per year and require approval of the Department Director, the Finance Director, and the City Manager. The City Council formally reviews and approves all budget amendments processed by staff twice per year — once in the late summer/early fall and once in the spring. 1) 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. 2) Emergency Reserve 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 • 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 W1 3) Departments may request to carry-over appropriations 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, and are amended into the following year's budget. In order for an appropriation to be carried forward into the next fiscal year, it must meet the following criteria: • 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. • 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. • All appropriations to be carried forward are contingent upon adequate, available resources and fund balance. • Capital improvement projects that span across fiscal years must be re -appropriated each year in accordance with State budget law. The Finance Department compiles a summary of capital projects and their remaining, unspent appropriations at year- end. These unspent project appropriations are included as part of the budget amendment for the following fiscal year. 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 activities on City Council's strategic plan 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. em • Revise user fee rate structures to recover the cost of the service provided to the benefiting customers while maintaining sensitivity to low income residents. Expenditure Guidelines: • Support responsible management efforts to increase productivity by providing resources for office automation, preventive maintenance, risk managementlemployee safety, and employee training. 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 competitive 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 financial goal of the Recreation division is for program fees to provide 40% of the division's 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 using a GAAP basis of accounting. • 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. • 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 to instill confidence in the public's understanding of how economic development incentives are utilized. CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES • The City will develop a five-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 five-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 era • The City may utilize General Fund cash balances to fund capital projects whenever available and feasible. For the Airport, it is policy that the General Fund will match up to $100,000 in grants received per year. • The City shall utilize available funding sources for capital improvements whenever practical and feasible such as but not limited to: • federal and state grant funds • special assessments • developer contributions • The City will maintain its physical assets at a level adequate to protect the City's capital investment and to minimize future maintenance and replacement costs. The budget will provide for the adequate maintenance and the orderly replacement of the capital plant and equipment from current revenues when possible. RESERVE POLICIES • The City will establish a contingency line -item in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected small increases in service delivery costs, and will be budgeted at approximately 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. • Debt reserves will be maintained in accordance with applicable bond covenants in the Water, Wastewater, Parking, and business -type funds with outstanding revenue bonds. • 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, Cable Television Equipment, 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. • 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. Only Fire Department fire trucks and equipment and Transit buses will be eligible to 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. • 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. REI • 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 and submitted to the City Council. • 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 Five -Year Capital Improvement Program budget will be prepared, reviewed, and revised annually. • An independent audit will be performed annually for all City funds. • The City will produce a Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted accounting principles as outlined by the Governmental Accounting Standards Board. riy 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 to 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 Not Subject to State Backfill Su bject to State Backfill Multi -Residential 3% Growth Com/Ind Com/Ind Com/Ind Total Property Properties [1) Limit Rollback Total Rollback - Year 1 Rollback -Year2 Total Tu 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 to 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 2018 is $5,198,779, which can be found as part of 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, $2,080,153 in fiscal year 2016, and is estimated to be $1,581,040 in fiscal years 2017 and 2018. Bus & Equipment replacement reserves The City maintains long-term replacement reserves 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 2018 are as follows: Reserve Fund Library equipment equipment General Public transportation buses Transit Vehicles and heavy equipment Equipment Cable television equipment General Info technology equipment ITS Balance $ 253,112 $ 917,482 $ 11,462,295 $ 109,722 $ 605,243 Risk Management and Health & Dental 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 and dental insurance payments, and retiree health and dental 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 2018 is $3,594,234. The estimated Health Insurance reserve for fiscal year 2018 is $10,333,217 of which $4,768,130 is being reserved for Other Poste Employment Benefit (OPEB) liabilities. The estimated Dental Insurance reserve for fiscal year 2018 is $141,126. Long-term general obligation bonded debt A long-term general obligation bonded debt projection is prepared that incorporates the five-year requirements as determined by the Capital Improvement Program. This projection is used to assist the City in complying with its Debt Policy as well as determining the amount of funding available from long-term debt that may be used for future improvements. As part of the City's long range financial plan, the City is seeking to reduce the amount of improvements funded through long-term debt and increase the amount of improvements funded through operating revenues. Below is the City's long-term general obligation bonded debt projection for the next ten years: erA . K K LL LL LL LL LL LL LL LL LL O O O O O O LL O O O LL O U• U• U• U• U• U• F U• O O U• U• F U• 0 0 0 0 0 0 0 0 0 1.I7 xx T� T T d d C C Ta LL i a Q 'm 'm >LL as 'ran ranLLLL_i i r V = E F F R2 U U K p a 0 Q o 0 0U U F N N N N F Parking Fund Financial Prosection The Parking Fund has completed a long-term financial projection for the purpose of entering into a lease -purchase agreement to acquire a 600+ space parking structure in the near -downtown area. The purpose of this projection was to ensure cash flows and proper net revenue coverage for the annual lease -purchase payments. The financial projection is as follows: OPERATLNG RE$TN US ($7283,3721 $0 $15,000,0110 $0 $A SD SD Parking Garage Revenue 1 $3,429,236 $3,452,978 $3452978 53,625 627 S3 625,627 S3,623 627 $3,62) b27 Hems. St Garage Ra�. 2 0 � 11 0 ' 220.000 240,000 366.OD0 480,000 MMWAdI P.ddog Meter RT:. 3 1,552,236 1,629,230 1; 623.230 1.'.04,392 1,704,392 1;.704.392 1,704.392 Parking Fines 4 197,5781 197,578 197,5'8 207.457 205,457 207.457 207,457 Parking Let Revenue 5 0 0 D 0 0 D 0 Od.Miss: Reexnue 6 0 O 0 O 0 D 0 Mise. Rereuue 7 36 969 27.325 38,045 37,279 36 094 34.562 32 980 TOW Operating Revenues 8 $5,216,019 $5,301,111 $5,531,831 $5,814,754 $5,939,570 $6,052,038 $6,170,456 OPEIZATPSGE.YYENSES Personnel Services 9 $1,803,733 $1,708,349 $1,759,599 $1,812,387 $1,866,759 $1,922,762 $1,980,445 SuppEes & Equip®eat 10 56,002 1 36,617 37,349 38,096 38,858 39,635 40,428 Ser,'. A Charges 11 1,481,762,1 1,503,679 1,533,753 1,564,428 1,595,716 1,627.631 1,660,183 Hams. St Garage Expenses 12 0 0 De .$ten 13 800 453 1 800 453 800453 1.300 453 1,300453 1 3DO.453 1300,453 Total Operafing Expense 14 $4,141,950,1 $4,049,098 54,227,404 $4,820,364 $4,908,887 $4999723 $5,092936 OPERATING ENCONEE 15 $1,D74,069 $1,252,013 $1,304,427 $994,390 S1,00,683 $1,052,315 $1,077,529 NON OPERATINGREV. Add BackD"eta0en 16 $800.453 $800,453 $800,453 $1,300.453 $1,300.453 $1300.453 $1300.453 Intern 1.. 17 47.422 i 27.765 11906 11.772 12.957 14.489 16.071 Net Revenue far Debt Sema 18 $1,92194411 $2,080,231 $2,115886 $2,306,615 $2.,344,093 $2,367257 $2394044 F.AIMNG DEBT SERVICE S.s 1999 Perking Bonds 19 $O $0 $0 $0 $0 $D $D Senes 2009 Refunding Bonds 20 690,175 0 0 0 0 D 0 Lease Purchase Agreement 21 0 0 1.120375 1,243,550 1242173 1245319 1242829 Total Panty Re,. Debt 22 $690,175 $0 $1,120,375 $1,243,550 $1,242,173 $1,245,319 $1,242,829 Sub. diaared Debt Landfill lntemal Fuad Loan 23 $192,762 $289,143 $289,143 $289,143 $289,143 $289,143 $289,143 Resected 24 0 0 0 d a D 0 Total Parking Debt 25 $882,937 $289,143 $1,409,518 $1,532,693 $1,531,316 $1,534,462 $1,531,972 Debt Seniee Coverage Debt Coverage-Re,�. 26 2.78 MA 1.89 1.85 L89 L90 1.93 Debt Coverage -AR Debt 27 2.18 7.19 LSD .50 153 1.54 1.56 NET REVEN LTES after DEBT 29 $1,D39,007 $1,791,088 $706367 $ 3,921 $812776 $832794 $862,071 DeM Proceeds 29 ($7283,3721 $0 $15,000,0110 $0 $A SD SD Capital Outlays 30 (564,5DO)1 (670000) (15400000) (300_ 0) (2D0,000) (200,ODD) (200,OOD) Inter[uvd L. 31 2,495350 �'k-\ 0 D O D D Capita Covhibutioos 32 O , ` yaadEll inrerml food W -..-.. _ a4 Payable through October 2924 over v0 years [� 3� iatereat D NEse SomcesNses 33 0 u D T..f. (Ost)0n 34 0 D D D 0 D D T.nsfer(Out)a Restricted 35 1-53432511 0 385583 0 0 D D d Cash Beginuing Cash Balance 37 $5,674,0561 $2,894,863 $4,015,950 54,707,9110 $5,181,822 $5,794,598 $6,427,392 Annual Surplusi(Drait) 38 ($2_779194)'1 51,121088 $691_950 S172921 $612776 $632.794 $662.071 Ending Ceah Balance 39 $2,894,863 $4,015,950 54,707,9110 $5,181,822 $5,794,598 $6,427,392 $7,089,463 Bond COvrnant Flm3s 41 $0 $0 $0 $0 $0 $D $D Pmkdog pmpaetFunds 42 385,583 385,583 0 O 0 D D Restricted Cash 43 x60 869 x69 869 x6(1 96D 869 Total Ending Cash Balance 44 $3,281,3D61 $4,402,393 85,708,760 $5,182,682 $5,795,458 $6,429252 $7,090323 The parking structure acquisition is expected to take place in fiscal year 2017, and a slight parking permit rate adjustment for is planned for fiscal year 2018. Lease -purchase payments are expected to begin in 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 2018. A rate adjustment of 2.60% is projected for fiscal year 2019. 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 2018 in the closure and post -closure funds are $2,594,436 and $10,730,356, respectfully. Fm 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: Water O&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% 0.0% 5.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 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 Adj. $ 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 2018 in the closure and post -closure funds are $2,594,436 and $10,730,356, respectfully. Fm 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 landfill 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 landfill cell replacement reserve for fiscal year 2018 is $8,326,911. 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. Airport Cemetery Development Services Finance Administration Fire Information Technology Landfill Library Parking Operations Parks Maintenance Police Public Works Administration Recreation Storm Ovate r Street Operations Transit Operations Wastewater Treatment Water Operations 2017 2018 2019 2020 2021 Total $ 194,675 900,000 50,000 700,000 500,000 330,000 250,000 725,000 2,384,070 6,900,000 225,000 965,000 35,915,049 185,000 1,425,000 1,316,900 $ 1,318,300 $ 436,000 $ 1,270,000 $ 51,750 300,000 150,000 150,000 50,000 50,000 50,000 1,790,000 60,000 100,000 900,000 100,000 200,000 535,000 300,000 300,000 4,563,000 3,765,000 540,000 135,084 7,755,000 4,000,000 65,000 65,000 1,295,000 240,000 315,000 915,000 19,410,457 6,292,875 14,167,875 5,610,000 1,035,000 1,622,000 717,575 1,022,600 1,888,350 100,000 $ 50,000 150,000 50,000 1,300,000 1,375,000 400,000 300,000 2,839,920 439,000 240,000 8,282,375 18,000,000 500,000 1,390,000 3,318,975 101,750 1,650,000 250,000 3,850,000 500,000 2,805,000 850,000 2,160,000 14,091,990 135,084 18,655,000 2,089,000 2,675,000 84,068,631 18,185,000 10,192,000 6,335,425 TOTAL $52,965,694 $41,051,166 $20,121,475 $22,358,225 $35,416,295 $171,912,855 Total expenditures for the Capital Improvement Program for years 2017 - 2021 are $171,912,855. Total funding sources for the Capital Improvement Program for year 2017 - 2021 are $162,069,533. The five-year Capital Improvement Program plan is presented as a part of the Capital Projects Fund section of the budget document. FYI City of Iowa City All Fund Summary Fiscal Year 2018 Community - $ 10,763,728 $ 12,525,180 $ - $ - $ Development Employee - Wastewater General Block Grant Benefits Debt Service Parking Transit Treatment Fund (10**) Fund (2100) Fund (2400) Fund (50**) Fund (710*) Fund (715*) Fund (720*) Estimated Fund Balance 7/1/2017 $ 27,697,033 $ 430,170 $ 2,176,923 $ 6,580,409 $ 11,952,881 $ 5,222,824 $ 19,061,738 Revenues Property Taxes Other City Taxes Licenses, Permits, 8 Fees Use of Money and Property Intergovernmental Charges for Fees and Services Miscellaneous Other Financial Sources Sub -Total Revenues Transfers In Total Revenues & Transfers In Expenditures by Department City Council City Clerk City Attorney City Manager Finance Police Fire Parks & Recreation Library Senior Center Neighborhood & Dvlpmt Services Public Works Transportation & Resource Mgmt Airport Governmental Projects Enterprise Projects Sub -Total Expenditures $ 32,905,428 $ - $ 10,763,728 $ 12,525,180 $ - $ - $ - 2,412,358 - 143,351 164,686 - - - 2,551,850 - - - - - 7,480 671,957 2,901 - 143,102 35,350 149,510 288,380 3,476,945 568,500 596,776 358,354 - 2,027,200 - 1,374,189 - - - 5,624,810 1,951,154 12,216,290 5,935,042 970 - - 262,370 65,340 77,190 1,285,208 120,660 - 50,250 - - - 50,612,977 693,031 11,503,855 13,241,572 5,922,530 4,193,204 12,589,340 10,680,948 1,028,004 1,114,695 3,520,076 4,368,762 $ 61,293,925 $ 693,031 $ 11,503,855 $ 14,269,576 $ 7,037,225 $ 7,713,280 $ 16,958,102 $ 108,590 $ - $ - $ - $- 591,728 - - - - - - 766,815 - - - - - - 2,573,760 - - - - - - 4,349,980 - 1,243,475 14,256,417 - - - 13,827,954 - - - - - - 8,169,242 - - - - - - 8,139,582 - - - - - - 6,526,559 - - - - - - 949,924 - - - - - - 6,532,990 568,686 - - - - - 2,384,366 - - - - - 10,601,444 861,737 - - - 6,941,622 7,202,013 - 55,783,227 568,686 1,243,475 14,256,417 6,941,622 7,202,013 10,601,444 Transfers Out 5,107,570 9,973,661 1,870,005 151,000 6,703,762 Total Expenditures & Transfers Out $ 60,890,797 $ 568,686 $ 11,217,136 $ 14,256,417 $ 8,811,627 $ 7,353,013 $ 17,305,206 Estimated Fund Balance 6/30/2018 $ 28,100,161 $ 554,515 $ 2,463,642 $ 6,593,568 $ 10,178,479 $ 5,583,091 $ 18,714,634 Restricted, Committed, Assigned 6,717,235 1,617,778 3,500,000 917,482 8,989,859 Unassigned Fund Balance 613 012 01 8 $ 21.382.926 $ 554.515 $ 2.463.642 $ 4,975,790 $ 6.678.479 $ 4,665,609 $ 9.724.775 Fra City of Iowa City All Fund Summary Fiscal Year 2018 $ - $ - $ Public - $ - $ - $ 323,017 $ 56,517,353 $ Refuse Stormwater Housing Capital Non -Major Total Total Water Collection Landfill Management Authority Projects Budgetary Budgetary Non -Budgetary All Fund (730*) Fund (7400) Fund (750*) Fund (770*) Fund (79**) Fund Funds Funds Funds Funds $ 11,852,041 $ 1,259,280 $ 25,872,969 $ 994,417 $ 7,146,196 $ 7,413,562 $ 6,069,896 $ 133,730,338 $ 28,289,488 $ 162,019,826 $ - $ - $ - $ - $ - $ - $ 323,017 $ 56,517,353 $ - $ 56,517,353 - - - - - - 2,333,912 5,054,307 - 5,054,307 - 2,330 - - - - - 2,561,660 - 2,561,660 163,880 3,450 136,243 5,840 369,025 - 455,705 2,425,343 96,700 2,522,043 - - - - 8,366,460 4,835,110 9,049,007 29,278,352 462,097 29,740,449 9,097,056 3,405,909 6,052,940 1,477,710 - 20,000 43,220 41,263,278 626,847 41,890,125 7,160 - 44,880 - 18,480 - 31,820 6,443,252 18,074,142 24,517,394 15,432 15,671,084 70,000 17,212,634 100,000 17,312,634 9,268,096 3,411,689 6,234,063 1,483,550 8,769,397 20,526,194 12,306,681 160,756,179 19,359,786 180,115,965 1,937,940 1,123,436 14,264,753 1,460,844 39,499,458 39,499,458 $ 11,206,036 $ 3,411,689 $ 7,357,499 $ 1,483,550 $ 8,769,397 $ 34,790,947 $ 13,767,525 $ 200,255,637 $ 19,359,786 $ 219,615,423 - - - - 8,201,363 - 2,487,183 8,465,882 - - 518,983 - - 6,221,226 - 3,427,207 4,902,903 - - - - - - - - - 369,187 32,530,291 - $ 108,590 $ 591,728 766,815 2,573,760 19,849,872 13,827,954 8,169,242 8,139,582 6,526,559 949,924 17,790,222 28,191,901 23,335,482 369,187 32,530,291 12,692,192 4,543,387 $ 108,590 591,728 766,815 2,573,760 32,542,064 13,827,954 8,169,242 8,139,582 6,526,559 949,924 17,790,222 32,735,288 23,335,482 369,187 32,530,291 8,465,882 3,427,207 4,902,903 518,983 8,201,363 41,215,806 9,077,596 172,406,624 17,235,579 189,642,203 3,380,515 500,000 3,488,126 1,040,000 46,779 225,000 5,913,040 38,399,458 1,100,000 39,499,458 $ 11,846,397 $ 3,927,207 $ 8,391,029 $ 1,558,983 $ 8,248,142 $ 41,440,806 $ 14,990,636 $ 210,806,082 $ 18,335,579 $ 229,141,661 $ 11,211,680 $ 743,762 $ 24,839,439 $ 918,984 $ 7,667,451 $ 763,703 $ 4,846,785 $ 123,179,893 $ 29,313,695 $ 152,493,588 4,157,504 23,133,818 2,945,146 589,145 52,567,966 16,835,668 69,403,635 $ 7,054,176 $ 743,762 $ 1,705.621 $ 918.984 $ 4,722.305 $ 763.703 $ 4.257.640 $ 70,611,927 $ 12,478,027 $ 83.089.953 Fxt City of Iowa City Non -Major Budgetary Fund Summary Fiscal Year 2018 Expenditures by Department City Council - City Clerk - - - - - - City Attorney - - - - - - City Manager - - - - - - - Finance - - - - - - - Police - - - - - - - Fire - - - - - - - Parks & Recreation - - - - - - - Library - - - - - - - Senior Center - - - - - - - Neighborhood & Dvlpmt Services 465,444 - - - - 633,977 650,000 Public Works - 6,221,226 - - - - - Transportation & Resource Mgmt - - - - - - - Airport - - - - - - - Governmental Projects Enterprise Projects Sub -Total Expenditures Transfers Out Total Expenditures & Transfers Out Estimated Fund Balance 6/30/2018 465,444 6,221,226 - - - 633,977 650,000 3,759,718 $ 465,444 $ 9,980,944 $ - $ - $ - $ 633,977 $ 650,000 $ 32,627 $ 3,526,400 $ - $ - $ - $ 241,415 $ - Restricted, Committed, Assigned Unassigned Fund Balance 6/30/2018 $ 32,627 $ 3,526,400 $ - $ - $ - $ 241,415 $ PE! Other Energy Eff. UniverCity Metro Road Shared & Cons. Neighborhd. Planning Org. Affordable HOME Use Tax Revenue Block Grant Partnership of Jo. Co. Housing Fund (2110) Fund (2200) Fund (2300) Fund (2310) Fund (2315) Fund (2350) Fund (2500) Estimated Fund Balance 7/1/2017 $ 11,627 $ 4,685,708 $ - $ - $ - $ 295,421 $ - Revenues Property Taxes $ - $ - $ - $ - $ - $ - $ - Other City Taxes - - - - - - - Licenses, Permits, & Fees - - - - - - - UseofMoneyandProperty 20,000 - - - - 1,670 - Intergovernmental 396,444 8,320,120 - - - 303,620 - Charges for Fees and Services - 43,220 - - - - - Miscellaneous - 30,290 - - - 1,530 - Other Financial Sources 70,000 Sub -Total Revenues 486,444 8,393,630 - - - 306,820 - Transfers In 428,006 273,151 650,000 Total Revenues & Transfers In $ 486,444 $ 8,821,636 $ - $ - $ - $ 579,971 $ 650,000 Expenditures by Department City Council - City Clerk - - - - - - City Attorney - - - - - - City Manager - - - - - - - Finance - - - - - - - Police - - - - - - - Fire - - - - - - - Parks & Recreation - - - - - - - Library - - - - - - - Senior Center - - - - - - - Neighborhood & Dvlpmt Services 465,444 - - - - 633,977 650,000 Public Works - 6,221,226 - - - - - Transportation & Resource Mgmt - - - - - - - Airport - - - - - - - Governmental Projects Enterprise Projects Sub -Total Expenditures Transfers Out Total Expenditures & Transfers Out Estimated Fund Balance 6/30/2018 465,444 6,221,226 - - - 633,977 650,000 3,759,718 $ 465,444 $ 9,980,944 $ - $ - $ - $ 633,977 $ 650,000 $ 32,627 $ 3,526,400 $ - $ - $ - $ 241,415 $ - Restricted, Committed, Assigned Unassigned Fund Balance 6/30/2018 $ 32,627 $ 3,526,400 $ - $ - $ - $ 241,415 $ PE! City of Iowa City Non -Major Budgetary Fund Summary Fiscal Year 2018 $ - $ - $ 323,017 $ - $ - $ - $ 323,017 2,333,912 - - - - 2,333,912 74,155 - - 380 359,500 - 455,705 - - 28,823 - - - 9,049,007 - - - - 43,220 31,820 70,000 74,155 2,333,912 351,840 380 359,500 - 12,306,681 $ 74,155 $ 2,333,912 $ 351,840 $ 380 $ 469,187 $ - $ 13,767,525 53,557 332,365 351,840 - - - 2,487,183 - - - - - - 6,221,226 369,187 - 369,187 53,557 Tax SSMID - 9,077,596 Total Peninsula Increment Downtown 2,305,857 $ Cable Non -Major Apartments Financing District Perpetual Airport Television Budgetary Fund (2510) Fund (26**) Fund (2820) Fund (6001) Fund (7600) Fund (780*) Funds $ 142,009 $ 463,893 $ - $ 116,766 $ 354,472 $ - $ 6,069,896 $ - $ - $ 323,017 $ - $ - $ - $ 323,017 2,333,912 - - - - 2,333,912 74,155 - - 380 359,500 - 455,705 - - 28,823 - - - 9,049,007 - - - - 43,220 31,820 70,000 74,155 2,333,912 351,840 380 359,500 - 12,306,681 $ 74,155 $ 2,333,912 $ 351,840 $ 380 $ 469,187 $ - $ 13,767,525 53,557 332,365 351,840 - - - 2,487,183 - - - - - - 6,221,226 369,187 - 369,187 53,557 332,365 351,840 - 369,187 - 9,077,596 1,973,492 179,830 5,913,040 $ 53,557 $ 2,305,857 $ 351,840 $ - $ 549,017 $ - $ 14,990,636 $ 162,607 $ 491,948 $ - $ 117,146 $ 274,642 $ - $ 4,846,785 489,145 100,000 589,145 $ 162,607 $ 2,803 $ - $ 117,146 $ 174,642 $ - $ 4.257.640 Fb7 Governmental Projects Enterprise Projects Sub -Total Expenditures Transfers Out Total Expenditures & Transfers Out Estimated Fund Balance 6/30/2018 Restricted, Committed, Assigned unassigned Fund Balance 6/30/2018 4,543,387 City of Iowa City Non -Budgetary Fund Summary Fiscal Year 2018 1,472,081 2,217,207 262,163 8,341,355 Health Dental 17,235,579 1,100,000 Risk Information Central Insurance Insurance Total Equipment Management Technology Services Reserves Reserves Non -Budgetary $ Fund (810*) Fund (8200) Fund (830*) Fund (8400) Fund (8500) Fund (8600) 262,163 Funds Estimated Fund Balance 7/1/2017 $ 12,007,501 $ 3,465,361 $ 2,058,938 $ 685,699 $ 9,928,151 $ 143,838 $ 28,289,488 Revenues $ 2,112,026 $ 662,687 $ 10,333,217 $ Property Taxes $ - $ - $ - $ - $ - $ - $ - Other City Taxes - - - - - - - Licenses, Permits, & Fees - - - - - - 1.506.783 - UseofMoneyandProperty 41,780 12,100 6,850 2,290 33,210 470 12.478.027 96,700 Intergovernmental 462,097 - - - - - 462,097 Charges for Fees and Services 270 - 7,440 - 591,765 27,372 626,847 Miscellaneous 5,502,144 1,588,854 2,256,005 236,861 8,121,446 368,832 18,074,142 Other Financial Sources 100,000 100,000 Sub -Total Revenues 6,106,291 1,600,954 2,270,295 239,151 8,746,421 396,674 19,359,786 Transfers In Total Revenues & Transfers In $ 6,106,291 $ 1,600,954 $ 2,270,295 $ 239,151 $ 8,746,421 $ 396,674 $ 19,359,786 Expenditures by Department City Council $ - $ - $ - $ - $ - $ - $ - City Clerk - - - - - - City Attorney - - - - - - - City Manager - - - - - - - Finance - 1,472,081 2,217,207 262,163 8,341,355 399,386 12,692,192 Police - - - - - - - Fire - - - - - - - Parks & Recreation - - - - - - - Library - - - - - - - Senior Center - - - - - - - Neighborhood & Dvlpmt Services - - - - - - - Public Works 4,543,387 - - - - - 4,543,387 Transportation & Resource Mgmt - - - - - - - Airport - - - - - - - Governmental Projects Enterprise Projects Sub -Total Expenditures Transfers Out Total Expenditures & Transfers Out Estimated Fund Balance 6/30/2018 Restricted, Committed, Assigned unassigned Fund Balance 6/30/2018 PId 4,543,387 1,472,081 2,217,207 262,163 8,341,355 399,386 17,235,579 1,100,000 1,100,000 $ 5,643,387 $ 1,472,081 $ 2,217,207 $ 262,163 $ 8,341,355 $ 399,386 $ 18,335,579 $ 12,470,405 $ 3,594,234 $ 2,112,026 $ 662,687 $ 10,333,217 $ 141,126 $ 29,313,695 11,462,295 605,243 4,768,130 16,835,668 $ 1.008.109 $ 3.594.234 $ 1.506.783 $ 662.687 $ 5.565.087 $ 141.126 $ 12.478.027 PId Budgetary 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 Cc 2400 Employee Benefits 2500 Affordable Housing 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 Projects Fund Governmental Projects Enterprise Projects Total Budgetary Revenues Non -Budgetary Fund Revenues Capital Projects Fund 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 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 47,909,615 $ 46,753,570 $ 48,667,850 $ 50,055,719 $ 50,612,977 $ 50,676,350 1,063,854 685,596 989,380 1,678,012 693,031 693,031 680,968 533,378 614,958 813,343 486,444 486,444 6,854,375 7,414,926 8,411,456 8,389,233 8,393,630 8,393,630 833,364 129,659 380,110 865,105 - - 72,318 1,168 - - - - 371,754 321,768 298,671 319,369 306,820 315,291 9,809,865 9,782,477 10,516,768 11,144,971 11,503,855 11,514,180 - - 1,000,000 - - - 70,119 73,697 72,243 74,000 74,155 75,612 434,670 640,244 1,030,833 2,276,953 2,333,912 2,736,051 275,805 296,141 295,284 317,859 351,840 351,840 15,081,928 13,651,221 13,301,892 14,403, 347 13,241,572 12, 319, 747 259 432 384 500 380 5,364,605 5,619,653 11,016,908 5,680,448 5,922,530 4,590,737 4,419,840 4,582,385 7,196,613 4,193,204 12,854,215 12,592,429 22,742,715 12,588,588 12,589,340 8,627,583 8,753,178 13,346,893 9,111,655 9,268,096 3,057,759 3,182,296 3,130,252 3,173,900 3,411,689 5,528,481 6,037,167 6,268,826 5,977,982 6,234,063 567,877 1,281,691 341,499 359,500 359,500 1,099,702 1,374,913 1,173,615 1,516,221 1,483,550 775,908 754,999 - - - 7,318,167 8,091,662 8,819,308 8,501,333 8,769,397 81.10 5,922,530 4,175,180 12,589,340 9,493,666 3,553,401 6,234,063 359,500 1,483,550 8,769,397 22,531,949 17,267,580 16,503,591 33,687,473 16,997,084 12,340,000 16,404,995 3,414,404 1,911,092 4,186,439 3,529,110 723,085 $ 172,180,871 $ 153,074,089 $ 175,416,915 $ 182,318,563 $ 160,756,179 $ 153,206,268 $ 83 $ 100,760 $ 25,195 $ - $ - $ 6,102,522 6,343,244 5,912,284 6,379,763 6,106,291 6,225,299 1,191,171 1,581,498 1,547,056 1,623,145 1,600,954 1,632,137 1,743,239 1,765,501 1,870,446 2,150,510 2,270,295 2,312,004 236,445 251,501 243,265 269,844 239,151 242,161 7,502,409 7,508,804 7,217,213 8,027,508 8,746,421 9,182,082 360,977 362,316 364,364 382,627 396,674 407,739 $ 17,136,846 $ 17,913,624 $ 17,179,822 $ 18,833,397 $ 19,359,786 $ 20,001,421 $ 189,317,717 $ 170,987,713 $ 192,596,737 $ 201,151,960 $ 180,115,965 $ 173,207,689 PYA City of Iowa City All Funds Revenues by Type Licenses, Permits, & Fees General Use Permits 2014 2015 2016 2017 2018 2019 Food & Liq Licenses Actual Actual Actual Revised Budget Projected Budgetary Fund Revenues 16,610 18,704 18,700 18,660 18,710 18,710 Property Taxes $ 50,051,578 $ 51,496,352 $ 52,020,806 $ 55,330,224 $ 56,517,353 $ 55,642,313 Other City Taxes 39,677 38,115 35,657 36,600 36,320 36,320 Gas/Electric Excise Tax 780,458 850,545 764,260 746,043 681,155 691,985 Mobile Home Tax 65,254 68,267 65,497 68,265 65,480 65,480 Hotel/Motel Tax 967,050 1,057,386 1,078,762 1,057,385 1,078,760 1,078,760 Local Option Sales Tax 465,530 - - - - - Utility Franchise Tax 1,031,187 901,690 874,235 901,690 895,000 895,000 TIF Revenues 434,670 640,244 1,027,218 2,276,953 2,333,912 2,736,051 Other City Taxes Total 3,744,149 3,518,132 3,809,972 5,050,336 5,054,307 5,467,276 Licenses, Permits, & Fees General Use Permits 89,072 103,958 82,496 104,047 82,510 82,510 Food & Liq Licenses 100,437 120,434 92,738 120,650 92,740 92,740 Professional License 16,610 18,704 18,700 18,660 18,710 18,710 Franchise Fees 773,019 750,167 733,644 720,000 692,140 692,140 Misc Permits & Licenses 39,677 38,115 35,657 36,600 36,320 36,320 Const Per&Ins Fees 1,427,856 1,537,002 2,102,624 1,463,225 1,639,240 1,639,240 Licenses, Permits, & Fees Total 2,446,671 2,568,380 3,065,859 2,463,182 2,561,660 2,561,660 Use Of Money And Property 981,226 989,787 972,801 1,038,149 1,005,860 1,008,751 Interest Revenues 809,418 1,139,734 1,040,596 1,028,707 1,022,763 975,463 Rents 1,208,668 1,291,672 1,265,519 1,256,056 1,307,630 1,309,097 Royalties & Commissions 81,630 105,454 149,751 113,814 94,950 94,950 Use Of Money And Property Total 2,099,716 2,536,860 2,455,866 2,398,577 2,425,343 2,379,510 Intergovernmental Fed l ntergovnt Revenue 19,630,929 13,160,509 12,693,466 21,045,171 14,297,863 10,987,393 Property Tax Credits 72,550 1,135,396 2,088,758 1,668,076 1,589,570 1,589,570 Road Use Tax 6,744,663 7,230,663 8,320,117 8,320,117 8,320,120 8,320,120 State 28E Agreements 1,810,341 1,753,673 2,464,561 1,725,000 1,687,575 1,987,575 Operating Grants 90,067 84,126 104,197 129,743 81,850 81,850 Disaster Assistance 183,941 61,259 118,068 97,071 - - Other State Grants 13,613,285 10,543,117 6,711,203 6,884,525 2,295,514 1,499,539 Local 28E Agreements 981,226 989,787 972,801 1,038,149 1,005,860 1,008,751 Intergovernmental Total 43,127,003 34,958,530 33,473,171 40,907,852 29,278,352 25,474,798 Charges For Fees & Services Building&Devlpmt 501,386 694,796 1,719,875 498,202 445,620 425,620 Police Services 88,193 226,621 112,112 44,121 37,237 37,237 Animal Care Services 9,230 9,945 10,399 10,000 10,400 10,400 Fire Services 8,573 11,404 9,244 9,000 8,660 8,660 Transit Fees 1,384,792 1,448,151 1,299,179 1,448,900 1,299,190 1,325,114 Culture & Recreation 768,033 741,912 761,363 812,093 820,454 820,454 Library Charges 46 39 22 - - - Misc Charges For Services 47,228 67,073 71,270 66,692 68,628 68,628 Water Charges 8,448,340 8,531,499 9,138,197 8,931,156 9,102,056 9,327,626 Wastewater Charges 12,555,994 12,180,738 12,264,380 12,201,600 12,214,720 12,214,720 Refuse Charges 3,446,255 3,925,946 3,491,479 3,608,800 3,772,349 3,914,061 Landfill Charges 4,967,453 5,043,246 5,686,853 5,341,722 5,686,860 5,686,860 Stormwater Charges 1,082,733 1,147,390 1,167,517 1,477,710 1,477,710 1,477,710 Parking Charges 5,758,372 5,972,285 5,927,772 6,020,327 6,319,394 6,332,446 Charges For Fees & Services Total $ 39,066,628 $ 40,001,045 $ 41,659,663 $ 40,470,323 $ 41,263,278 $ 41,649,536 98 Miscellaneous Code Enforcement Parking Fines Library Fines & Fees Contrib & Donations Printed Materials Animal Adoption Misc Merchandise I ntra-City Charges Other Misc Revenue Special Assessments Miscellaneous Total Other Financial Sources Debt Sales Sale Of Assets Loans Other Financial Sources Total Total Budgetary Revenues Non -Budgetary Fund Revenues Capital Projects Fund Internal Service Funds Total Non -Budgetary Revenues Total Revenues -All Funds Miscellaneous Tota I, 4% 11 City of Iowa City All Funds Revenues by Type 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 415,839 $ 322,537 $ 253,174 $ 300,500 $ 253,180 $ 253,180 512,997 614,363 549,575 620,000 549,580 549,580 175,666 166,785 155,519 160,000 155,520 155,520 729,355 547,781 609,723 1,082,519 377,972 377,972 46,507 49,104 49,456 44,326 48,400 48,400 9,557 12,912 14,190 13,000 14,190 14,190 55,924 66,801 57,644 53,522 54,930 54,930 2,849,665 2,760,448 3,112,634 4,003,742 4,226,884 4,290,257 719,078 930,739 739,618 1,565,949 761,596 704,596 979 604 1,615 604 1,000 1,000 5,515,567 5,472,074 5,543,148 7,844,162 6,443,252 6,449,625 20,114,973 7,866,773 23,897,097 23,335,480 14,671,084 12,040,000 2,701,837 2,316,495 7,747,140 3,083,389 1,616,508 616,508 3,312,749 2,339,448 1,744,239 1,435,038 925,042 925,042 26,129,559 12,522,716 33,388,475 27,853,907 17,212,634 13,581,550 $ 172,180,871 $ 153,074,089 $ 175,416,959 $ 182,318,563 $ 160,756,179 $ 153,206,268 $ 83 $ 100,760 $ 25,195 $ - $ - $ - 17,136,763 17,812,864 17,154,627 18,833,397 19,359,786 20,001,421 $ 17,136,846 $ 17,913,624 $ 17,179,822 $ 18,833,397 $ 19,359,786 $ 20,001,421 $ 189,317,717 $ 170,987,713 $ 192,596,781 $ 201,151,960 $ 180,115,965 $ 173,207,689 Budgetary Fund Revenues by Type IN"000�' Property Taxes I® 35% Other Financial Sources Total 11% Charges For Fees & Services Total 26% Intergovernmental Total 18% BP1 Other City Taxes Total 3% Licenses, Permits, & Fees Total 2% Use Of Money And Property Total 1% City of Iowa City All Funds Expenditures by Fund Debt Service Fund 2014 2015 2016 2017 2018 2019 5' Debt Service Actual Actual Actual Revised Budget Projected Budgetary Fund Expenditures $ 154,260,231 $ 159,678,838 $ 142,297,347 $ 242,057,497 $ 172,406,624 $ 153,530,706 General Fund - - - - - - 10- General Fund $ 49,786,353 $ 49,320,669 $ 49,198,596 $ 55,411,515 $ 55,783,227 $ 56,728,305 Special Revenue Funds 3,758,909 11,228,816 3,212,740 3,516,896 6,941,622 7,034,093 2100 Community Dev Block Grant 1,069,301 535,735 659,901 1,596,735 568,686 581,402 2110 HOME 679,030 387,664 747,816 801,716 465,444 474,833 2200 Road Use Tax Fund 4,701,997 5,563,553 5,436,882 5,989,213 6,221,226 6,187,936 2300 Other Shared Revenue 753,426 129,831 446,465 1,022,683 - - 2315 UniverCity Neighborhood Pship (547) - - - - - 2350 Metro Planning Org of Johnson Cc 674,335 541,601 558,489 616,729 633,977 651,688 2400 Employee Benefits 714,090 976,606 1,054,857 1,212,865 1,243,475 1,268,909 2500 Affordable Housing - - - 1,000,000 650,000 650,000 2510 Peninsula Apartments 50,662 59,957 52,501 56,879 53,557 55,251 26- Tax Increment Financing 145,319 18,670 - 42,500 332,365 415,000 2820 SSMID-Downtown District 277,395 296,141 295,284 317,859 351,840 351,840 Debt Service Fund 17,042,914 24,859,198 19,478,946 79,145,071 32,530,291 16,112,875 5' Debt Service 13,160,156 17,208,781 15,016,250 15,390,400 14,256,417 13,412,580 Permanent Funds $ 154,260,231 $ 159,678,838 $ 142,297,347 $ 242,057,497 $ 172,406,624 $ 153,530,706 6001 Perpetual Care - - - - - - Enterprise Funds 710' Parking 3,758,909 11,228,816 3,212,740 3,516,896 6,941,622 7,034,093 715' Mass Transit 7,080,024 6,556,267 6,917,901 10,516,640 7,202,013 7,378,877 720' Wastewater 9,916,268 10,384,032 10,674,084 21,258,521 10,601,444 10,687,299 730' Water 7,728,440 7,646,828 7,686,557 12,732,641 8,465,882 8,585,166 7400 Refuse Collection 2,886,776 2,922,269 2,935,579 3,159,730 3,427,207 3,511,395 750' Landfill 4,314,300 4,677,884 4,550,096 4,929,566 4,902,903 5,011,175 7600 Airport 363,552 365,460 408,276 632,709 369,187 376,931 7700 Stormwater 482,255 1,095,239 738,102 727,627 518,983 531,424 780' Cable Television 747,541 687,397 - - - - 79- Housing Authority 7,614,681 7,730,524 8,334,915 7,659,961 8,201,363 9,352,242 Capital Projects Fund Governmental Projects 17,042,914 24,859,198 19,478,946 79,145,071 32,530,291 16,112,875 Enterprise Projects 20,313,054 6,485,716 3,893,109 14,319,041 8,685,515 4,171,485 Total Budgetary Expenditures $ 154,260,231 $ 159,678,838 $ 142,297,347 $ 242,057,497 $ 172,406,624 $ 153,530,706 Non -Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects $ 60,266 $ 62,526 $ 424,014 $ 66,777 $ - $ - Internal Service Funds 810' Equipment 4,511,328 5,194,488 5,181,051 6,121,634 4,543,387 4,905,953 8200 Risk Management 1,106,268 1,435,706 1,431,387 1,571,941 1,472,081 1,503,569 830' Information Technology 1,990,743 1,786,707 1,834,059 2,108,294 2,217,207 2,265,463 8400 Central Services 281,955 308,846 234,097 251,840 262,163 258,815 8500 Health Insurance Reserves 7,465,001 7,285,127 7,934,757 8,002,151 8,341,355 8,758,423 8600 Dental Insurance Reserves 344,693 354,318 370,061 375,896 399,386 411,368 Total Non -Budgetary Expenditures $ 15,760,254 $ 16,427,718 $ 17,409,426 $ 18,498,533 $ 17,235,579 $ 18,103,590 Total Expenditures -All Funds $ 170,020,485 $ 176,106,556 $ 159,706,773 $ 260,556,030 $ 189,642,203 $ 171,634,296 City of Iowa City All Funds Expenditures by Department 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Budgetary Funds Expenditures City Council $ 123,298 $ 97,273 $ 107,734 $ 109,426 $ 108,590 $ 111,329 City Clerk 533,845 518,724 524,930 536,351 591,728 568,070 City Attorney 676,519 690,901 681,567 738,002 766,815 789,297 City Manager 2,248,213 2,492,620 2,154,216 2,556,386 2,573,760 2,629,488 Finance 17,350,070 21,937,188 19,669,565 20,703,370 19,849,872 19,114,321 Police 12,248,973 12,389,622 12,443,823 13,456,739 13,827,954 13,971,383 Fire 7,401,786 7,598,771 7,486,023 7,973,265 8,169,242 8,378,769 Parks & Recreation 7,382,727 7,628,887 7,324,281 8,121,737 8,139,582 8,297,360 Library 5,877,520 5,908,777 6,083,034 6,347,022 6,526,559 6,634,938 Senior Center 825,124 834,813 823,992 1,010,358 949,924 945,312 Neighborhood & Dvlpmnt Services 19,860,768 16,658,430 17,710,201 20,604,871 17,790,222 19,181,250 Public Works 23,971,859 25,827,222 25,878,325 43,025,847 28,191,901 28,437,603 Transportation & Resource Mgmt 18,040,009 25,385,236 17,629,325 22,777,302 23,335,482 23,810,294 Airport 363,552 365,460 408,276 632,709 369,187 376,931 Capital Projects Fund Governmental Projects 17,042,914 24,859,198 19,478,946 79,145,071 32,530,291 16,112,875 Enterprise Projects 20,313,054 6,485,716 3,893,109 14,319,041 8,685,515 4,171,485 Total Budgetary Expenditures $ 154,260,231 $ 159,678,838 $ 142,297,347 $ 242,057,497 $ 172,406,624 $ 153,530,706 Non -Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects $ 60,266 $ 62,526 $ 424,014 $ 66,777 $ - $ - Finance 11,188,660 11,170,704 11, 804,361 12, 310,122 12,692,192 13,197,637 Public Works 4,511,328 5,194,488 5,181,051 6,121,634 4,543,387 4,905,953 Total Non -Budgetary Expenditures $ 15,760,254 $ 16,427,718 $ 17,409,426 $ 18,498,533 $ 17,235,579 $ 18,103,590 Total Expenditures -All Funds $ 170,020,485 $ 176,106,556 ----------------- $ 159,706,773 $ 260,556,030 $ 189,642,203 $ 171,634,296 City Attorney 1% C City Coun( 0% Budgetary Fund Expenditures by Department (excluding Capital Projects) 101 Recreation 6% ary 4 Senior Center 1% City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2017 Transfers In Debt Special TIF Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total General Fund $ 572,422 $ 79,779 $ 21,545,644 $ 60,052 $ 3,385,673 $ 25,643,570 Special Revenue Funds: Empl Benefits Levy 9,095,431 330,600 9,426,031 Road Use Tax 74,312 215,742 3,522,000 3,812,054 CDBG 100,000 100,000 Transfers from TIF Districts 772,493 31,324 1,206,230 2,010,047 Enterprise Funds: From Parking Operations 725,000 228,364 953,364 From Transit Operations 185,000 136,000 321,000 From Wastewater Operations 2,600,000 4,431,246 7,031,246 From Water Operations 466,900 300,900 2,020,178 2,787,978 From Landfill Operations 330,000 865,844 1,195,844 From Airport Operations 58,402 58,402 From Storm Water Operations 965,000 965,000 From IC Housing Authority 46,087 46,087 Capital Projects Fund 225,000 225,000 Internal Service Funds: From Info, Technology 500,000 500,000 Total Transfers In: $ 10,560,745 $ 626,121 $ - $ 31,029,270 $ 1,567,182 $ - $ 4,840,881 $ 6,451,424 $ 55,075,623 Transfers Out Debt Special TIF Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total General Fund $ 572,422 $ 9,169,743 $ 772,493 46.087 $ 10,560,745 Road Use Tax Fund 330,600 330,600 Other Special Revenue Funds 79,779 215,742 295,521 Debt Service Fund 60,052 1,206,230 300,900 1,567,182 Enterprise Funds 3,385,673 225,000 1,230,208 4,840,881 Debt Service Reserves 6,451,424 6,451,424 Capital Project Funding 21,545,644 3,622,000 31,324 500,000 5,330,302 31,029,270 Total Transfers Out: $ 25,643,570 $ 13,338,085 $ 2,010,047 $ 225,000 $ - $ 500,000 $ 13,358,921 $ - $ 55,075,623 City of Iowa City Budgeted Transfer Schedule Fiscal Year 2018 103 General Special Revenue TIF Special Capital Revenue Projects Transfers In Debt Service Internal Fund Service Enterprise Debt Reserves Total General Fund $ 72,422 $ 723,708 $ 797,625 $ 20,052 $ 3,493,763 Road Use Tax Fund $ 5,107,570 Special Revenue Funds: 428,006 Other Special Revenue Funds 723,708 199,443 Empl Benefits Levy 9,545,655 428,006 923,151 Debt Service Fund 20,052 9,973,661 Road Use Tax 78,275 199,443 3,482,000 3,493,763 3,759,718 Transfers from TIF Districts 937,817 Debt Service Reserves 27,723 1,007,952 1,973,492 Enterprise Funds: Capital Project Funding 797,625 3,482,000 27,723 1,100,000 8,857,405 14,264,753 From Parking Operations $ 5,107,570 $ 13,733,379 520,000 $ 225,000 $ - $ 1,100,000 235,310 1,114,695 1,870,005 From Transit Operations 15,000 136,000 151,000 From Wastewater Operations 2,560,000 4,143,762 6,703,762 From Water Operations 1,442,575 1,937,940 3,380,515 From Refuse Operations 500,000 500,000 From Landfill Operations 2,600,000 888,126 3,488,126 From Airport Operations 179,830 179,830 From Storm Water Operations 1,040,000 1,040,000 From IC Housing Authority 46,779 46,779 Capital Project Funds 225,000 225,000 Internal Service Funds: From Equipment 1,100,000 1,100,000 Total Transfers In: $ 10,680,948 $ 1,351,157 $ - $ 14,264,753 $ 1,028,004 $ - $ 4,978,199 $ 7,196,397 $ 39,499,458 103 General Special Revenue TIF Special Revenue Transfers Out Debt Capital Service Internal Projects Fund Service Debt Enterprise Reserves Total General Fund $ 72,422 $ 9,623,930 $ 937,817 $ 46,779 $ 10,680,948 Road Use Tax Fund 428,006 428,006 Other Special Revenue Funds 723,708 199,443 923,151 Debt Service Fund 20,052 1,007,952 1,028,004 Enterprise Funds 3,493,763 225,000 1,259,436 4,978,199 Debt Service Reserves 7,196,397 7,196,397 Capital Project Funding 797,625 3,482,000 27,723 1,100,000 8,857,405 14,264,753 Total Transfers Out: $ 5,107,570 $ 13,733,379 $ 1,973,492 $ 225,000 $ - $ 1,100,000 $ 17,360,017 $ - $ 39,499,458 103 City of Iowa City Projected Budget Transfer Schedule Fiscal Year 2019 104 General Special Revenue TIF Special Capital Revenue Projects Transfers In Debt Service Internal Fund Service Enterprise Debt Reserves Total General Fund $ 72,422 725,765 $ 645,875 $ 20,052 $ 3,501,507 Road Use Tax Fund $ 4,965,621 Special Revenue Funds: 428,006 Other Special Revenue Funds 725,765 205,007 Empl Benefits Levy 9,545,655 428,006 930,772 Debt Service Fund 20,052 9,973,661 Road Use Tax 80,459 205,007 2,377,000 3,501,507 2,662,466 Transfers from TIF Districts 1,195,705 Debt Service Reserves 1,097,506 2,293,211 Enterprise Funds: Capital Project Funding 645,875 2,377,000 - 4,073,400 7,096,275 From Parking Operations $ 4,965,621 $ 12,636,127 300,000 $ 225,000 $ - $ - 242,467 1,114,695 1,657,162 From Transit Operations 136,000 136,000 From Wastewater Operations 1,035,000 4,064,148 5,099,148 From Water Operations 922,600 1,940,865 2,863,465 From Landfill Operations 900,000 888,126 1,788,126 From Airport Operations 100,800 100,800 From Storm Water Operations 815,000 815,000 From IC Housing Authority 47,715 47,715 Capital Project Funds 225,000 225,000 Internal Service Funds: From Equipment - - Total Transfers In: $ 10,941,956 $ 1,358,778 $ - $ 7,096,275 $ 1,117,558 $ - $ 4,993,100 $ 7,119,708 $ 32,627,375 104 General Special Revenue TIF Special Revenue Transfers Out Debt Capital Service Internal Projects Fund Service Debt Enterprise Reserves Total General Fund $ 72,422 $ 9,626,114 $ 1,195,705 $ 47,715 $ 10,941,956 Road Use Tax Fund 428,006 428,006 Other Special Revenue Funds 725,765 205,007 930,772 Debt Service Fund 20,052 1,097,506 1,117,558 Enterprise Funds 3,501,507 225,000 1,266,593 4,993,100 Debt Service Reserves 7,119,708 7,119,708 Capital Project Funding 645,875 2,377,000 - 4,073,400 7,096,275 Total Transfers Out: $ 4,965,621 $ 12,636,127 $ 2,293,211 $ 225,000 $ - $ - $ 12,507,416 $ - $ 32,627,375 104 City of Iowa City Personnel Full -Time Equivalents Last Eight Years Change 2011 2012 2013 2014 2015 2016 2017 2018 in FTEs Adopted Adopted Adopted Adopted Adopted Adopted Adopted Budget FY2017-2018 Budgetary Funds General Fund City Council 7.00 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 4.00 - City Attorney 5.60 5.60 5.60 5.60 5.60 5.50 5.50 5.50 - City Manager: City Manager 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Communications Office (1) 3.50 4.00 2.00 3.00 3.00 7.50 7.50 6.00 (1.50) Human Resources 4.00 4.00 4.00 3.00 3.00 3.00 3.00 3.00 - Human Rights 2.50 2.50 2.00 2.00 2.00 2.00 2.00 2.00 - Finance: Finance Adm instration (2) 2.86 2.65 2.65 3.65 3.15 3.15 3.15 2.15 (1.00) Accounting 7.00 8.00 8.00 8.00 7.00 7.60 7.60 7.60 - Purchasing 4.00 4.00 3.94 3.44 3.44 3.44 3.50 3.50 - Revenue 7.88 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 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 6.00 - PoliceAdministrativeServices 18.00 18.00 18.00 20.00 20.00 20.00 19.00 19.00 - Police Field Operations 81.00 80.00 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 3.00 - FireEmergencyOperations 59.00 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 1.00 - Fire Training 1.00 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 2.00 - Govemment Buildings (3) 4.96 4.83 4.83 4.83 4.83 5.33 4.33 5.00 0.67 Recreation (3) 15.42 15.42 15.42 15.42 15.42 14.42 15.42 14.75 (0.67) Park Maintenance Administration 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 - Park Maintenance Operations (4) 11.00 11.00 11.00 11.00 11.00 12.00 15.00 15.00 - Forestry 3.00 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 - - - Cemetery Operations 3.00 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 43.67 43.67 - Library Board Controlled Funds 0.75 0.75 0.75 0.75 0.75 0.50 0.50 0.50 - Library Foundation Office - - - 2.00 2.00 2.00 2.00 2.00 - Senior Center Administrations 6.31 6.50 6.50 6.50 6.50 6.50 7.00 7.00 - Neighborhood & Dvlpmnt Services: Neighborhood &Dvlpmnt Admin 2.55 2.55 2.55 2.55 2.55 1.55 1.55 1.55 - Sustainability Services - - - - 1.00 1.00 1.00 - Community Development 1.05 0.85 1.20 1.75 1.75 1.55 3.63 3.63 - Economic Development 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 - Urban Planning (5) 3.50 3.50 2.50 2.50 2.50 3.50 3.50 4.00 0.50 Building Inspection 7.80 7.80 7.80 6.30 6.30 7.30 7.30 7.30 - Neighborhood Services 1.00 1.00 1.00 1.00 1.00 1.05 1.95 1.95 - Housing Inspection 5.75 5.75 5.75 5.25 5.25 5.55 6.20 6.20 - Human Services - - 0.15 0.15 0.15 0.15 - - - Public Works: Public Works Administration 2.00 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 16.00 16.00 - City of Iowa City Personnel Full -Time Equivalents Last Eight Years Special Revenue Funds 32.75 32.75 29.25 26.25 26.25 23.13 21.63 21.63 - Change Community Development Block Grant 2011 2012 2013 2014 2015 2016 2017 2018 in FTEs HOME Program Adopted Adopted Adopted Adopted Adopted Adopted Adopted Budget FY2017-2018 Transportation & Resource Mgmt: 31.75 32.00 32.00 31.75 31.75 - Refuse Collection (6) 20.35 20.35 20.35 Transportation & Resource Adm in (6) - - - - - - 2.00 3.00 1.00 CBD Maintenance Operations - - - - - - 1.00 1.00 - Mass Transit 56.25 56.25 1.60 1.62 - - - - - Sub -total General Fund 411.57 411.22 351.90 354.43 351.55 356.74 368.18 367.18 (1.00) Special Revenue Funds 32.75 32.75 29.25 26.25 26.25 23.13 21.63 21.63 - Mass Transit Community Development Block Grant 2.88 2.88 2.63 2.48 2.48 2.38 - - - HOME Program 0.95 0.95 0.70 0.50 0.50 0.45 - - - Road Use Tax: 31.75 32.00 32.00 31.75 31.75 - Refuse Collection (6) 20.35 20.35 20.35 Traffic Engineering (7) 4.15 4.15 4.15 4.15 4.15 3.90 4.50 3.00 (1.50) Streets System Maintenance (7)(8) 25.50 25.50 25.50 25.50 25.50 25.25 25.50 29.00 3.50 Other Shared Revenues 1.60 1.60 1.60 1.62 - - - - - UniverCityNeighborhood Partnership - 0.20 0.20 - - - - - - Metro Planning Org of Johnson Cc 6.60 6.60 5.60 5.60 5.60 4.70 4.70 4.70 - Employee Benefits 0.26 0.55 0.55 0.55 0.55 0.55 0.55 0.55 Sub -total Special Revenue Funds 41.94 42.43 40.93 40.40 38.78 37.23 35.25 37.25 2.00 Enterprise Funds Parking 32.75 32.75 29.25 26.25 26.25 23.13 21.63 21.63 - Mass Transit - - 51.75 51.25 51.25 51.13 50.63 50.63 - Wastewater (9) 25.60 25.40 25.40 24.40 24.65 24.65 25.40 26.00 0.60 Water 32.75 32.75 32.75 31.75 32.00 32.00 31.75 31.75 - Refuse Collection (6) 20.35 20.35 20.35 19.35 19.35 17.85 17.50 17.50 - Landfll (6)(10) 15.50 17.50 17.50 16.50 16.50 15.50 14.00 14.00 - Airport Operations 1.75 1.75 1.00 1.00 1.00 1.00 1.00 1.00 - Storm Water (9) 1.90 2.10 2.10 2.10 2.60 2.60 2.10 1.50 (0.60) Cable Television 6.69 6.63 6.63 6.63 5.63 - - - - Housing Authority 13.25 13.25 13.18 12.19 10.19 10.19 9.60 9.60 Sub -total Enterprise Funds 150.54 152.48 199.91 191.42 189.42 178.05 173.61 173.61 Capital Project Funds ERP Software -Finances & HR/Payroll 1.00 1.00 1.00 1.00 - - - - - Fire Station #4 1.00 1.00 - - - - - - - Iowa City Gateway Project - 1.00 1.00 1.00 1.00 1.00 - - - 420th Street Industrial Park 1.00 1.00 - - - - - - - West Side Levee Project - - 1.00 1.00 1.00 1.00 - - - Rocky Shore Lift Station Project - - - - - 2.00 - - - S Wastewater Plant Expansion 1.00 3.00 3.00 3.00 Sub -total Capital Project Funds 3.00 5.00 6.00 6.00 5.00 4.00 Total Budgetary Funds 607.05 611.13 598.74 592.25 584.75 576.02 577.04 578.04 1.00 Non -Budgetary Funds Internal Service Funds Equipment 11.26 11.26 10.75 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 1.80 - Information Technology Services (11) 11.30 11.80 10.86 9.86 9.86 9.86 9.80 10.80 1.00 Central Services 0.75 0.75 0.76 0.50 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 23.85 1.00 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 23.85 1.00 Total Full -Time Equivalents 633.37 637.74 623.91 615.16 607.66 598.93 599.89 601.89 2.00 WIN City of Iowa City Personnel Full -Time Equivalents Last Eight Years (1) A.50 FTE Clerical Assistant — Cable TV and a 1.00 FTE Communications Assistant are being eliminated. (2) A 1.00 FTE Budget Management Analyst position will be eliminated, and a 1.00 FTE Budget Management Analyst position will be reclassified as a Budget & Compliance Officer. (3) The 0.67 FTE of the Facilities Manager was moved from the Recreation activity into the Government Buildings activity. (4) 1.00 FTE Maintenance Worker I was reclassified from Parks to Athletic Fields. (5) The historic preservation planner is being reclassified from an hourly employee, up to 20 hours perweek to a permanent half time (.50 FTE) position. (6) A 1.00 FTE Associate Director of Resource Management was added into the fiscal year 2018 budget. This position is allocated to the enterprise funds (Rufuse Collection Fund and Landfill Fund) through Administrative Chargebacks. (7) The Streets Superintendent, Assistant Streets Superintendent, and Senior Clerk/Typist— Streets had been split 50%/50% between the Traffic Engineering activity and the Streets System Maintenance activity through fiscal year 2017. In fiscal year 2018, these positions are now budgeted 100% in Streets System Maintenance. (8) Two full-time Maintenance Worker I positions have been added in the fiscal year 2018 budget and have been budgeted in the Streets System Maintenance activity. (9) The split of Maintenance Worker positions with the Storm Water Management division has been eliminated. This moves 0.60 FTE from Storm Water Management to Wastewater Treatment. (10) The allocation of the Recycling Coordinator position from 0.25 Landfill Operations and 0.75 Solid Waste Surcharge Reserve was changed to 0.00 Landfill Operations and 1.00 Solid Waste Surcharge Reserve. (11) ITS division will be creating a new Solutions Architect position in fiscal year 2018. FTE Summary by Fund Type Last Eight Years 700 600 - 500 400 300 200 100 0 2011 2012 2013 2014 2015 2016 2017 2018 Adopted Adopted Adopted Adopted Adopted Adopted Adopted Budget ■General Fund ■ Special Revenue Funds ■ Capital Projects Funds ■ Enterprise Funds ■ Internal Service Funds ■Agency Funds 1n1n E 4 aowmmbm-,, 4 FalreTs no1' UNESCO CITY OF LITERATURE RE F Y 2 0 1 8 GENERAL FUND Fund Summary Assigned, Committed & Restricted Fund Balance Revenues Expenditures Division Summaries 0ALlIANe10111kiIt The General Fund is the City's main operating fund and includes activities for the following departments: City Council, City Clerk, City Attorney, City Manager, Finance, Police, Fire, Parks & Recreation, Library, Senior Center, Neighborhood & Development Services, Public Works, and Transportation & Resource Management. We present a balanced budget for General Fund in fiscal year 2018, with revenue and expenditures projected at $61.3 and $60.9 million, respectively. In fiscal year 2016, the Cable Television operations were 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 Revenues Revenues & Other Financing Sources 2016 2017 2018 2019 Actual Revised Budget Projected Property Taxes $ 29,796,656 $ 31,739,199 $ 32,905,428 $ 32,905,428 Other City Taxes 2,431,882 2,430,717 2,412,358 2,412,358 Licenses And Permits 3,056,051 2,450,882 2,551,850 2,551,850 Use Of Money And Property 689,835 706,672 671,957 671,957 Intergovernmental 3,803,459 3,664,921 3,476,945 3,476,945 Charges For Fees And Services 1,607,320 1,358,601 1,374,189 1,374,189 Miscellaneous 4,603,845 5,697,432 5,935,042 5,998,415 Other Financial Sources 2,678,802 2,007,295 1,285,208 1,285,208 Sub -total Revenues & Other Financing 48,667,850 50,055,719 50,612,977 50,676,350 Sources (excluding Transfers In): Transfers In 12,468,366 10,560,745 10,680,948 10,941,956 Total Revenues, Other Financing $ 61,136,216 $ 60,616,464 $ 61,293,925 $ 61,618,306 Sources, & Transfers In 111 Revenues & Other Financing Sources: (excluding Transfers In) ity Taxes i% nses & Permits 5% Use of Money & Property 1% ,Charges For Fees & Services V isc. ago 11% Other Financial Sources 3% 1. Property Taxes - Property tax revenue of $32.9 million is the primary funding source for General Fund operations, providing approximately 65% of total revenue, excluding transfers in, in fiscal year 2018. The fiscal year 2018 budget is an increase of 3.7% of the fiscal 7ear 2017 revised budget of $31.7 million and there is an average increase of 3.3% 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, 2016 served as the basis for determining property tax revenue in fiscal year 2018. Their report indicates an 2.6% increase in total assessed value in the last year, from $5.35 billion to $5.49 billion. 112 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. The impact is that the percentage growth 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. Property Tax growth restrictions and rollbacks were changed with State legislation in 2013 with Iowa Senate File 295. That legislation added the following changes to property taxation: 1. the annual growth limitation on residential property of three percent (3%) was decreased from four percent (4%) starting in fiscal year 2015; 2. a rollback of ninety-five percent (95%) was added to commercial, industrial, and railroad property classes starting in fiscal year 2015 and was lowered to ninety percent (90%) starting in fiscal year 2016 3. the State added a reimbursement or "backfill" to jurisdictions for lost revenue due to the rollback of valuation on commercial, industrial, and railroad properties; this "backfill" is locked at the fiscal year 2017 amounts going forward starting in fiscal year 2018; 4. a new multi -residential class of property was added in fiscal year 2017 that has a declining rollback which will decrease each year until it matches the residential rollback percentage. In fiscal year 2009, the rollback exempted $1.7 billion of Iowa City's assessed valuation. In fiscal year 2018 the rollback will exempt $2.0 billion of assessed valuations. The residential and agricultural rollbacks for fiscal year 2018 are 56.9391% and 47.4996%, respectively, compared to fiscal year 2017 rollbacks of 55.6259% and 46.1068%, respectively. Also, in fiscal year 2018 the commercial, industrial, and railroad rollback is 90%, which is the same as fiscal year 2017. The multi -residential rollback in fiscal year 2018 is 82.5% compared to the fiscal year 2017 rate of 86.25%. The following graph illustrates the impact of the rollback on taxable valuations. 113 m c 0 CIO c $5.5 $5.0 $4.5 $4.0 $3.5 $3.0 52.5 52.0 100% Assessed vs. Taxable Valuations 47.50% Parks & Recreational Facilities 27.50% Total Hotel Motel 7% Tax 100.00% FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 X100%Assessed $4.3 $4.4 $4.4 $4.5 $4.6 $4.7 $4.8 $5.0 $5.4 $5.5 %Change 8.5% 2.6% 1.7% 1.6% 2.1% 1.1% 3.4% 2.6% 8.1% 2.6% -1111 -Taxable $2.6 $2.7 $2.8 $2.8 $3.0 $3.0 $3.1 $3.2 $3.4 $3.5 %Change 5.7% 4.4% 2.9% 3.3% 3.9% 2.6% 3.3% 1.5% 7.5% 3.6% Taxable %of Total 60.2% 61.2% 62.0% 63.0% 64.1% 65.0% 65.0% 64.3% 63.9% 64.6% 2. Other City Taxes - This category, estimated at $2.4 million in fiscal year 2018, includes Hotel Motel Taxes of $1,078,760, $400,798 in gas and electric excise taxes, and $895,000 in utility franchise taxes. The fiscal year 2018 budget is a decrease of 0.8% of the fiscal year 2017 revised budget of $2.4 million and there is an average decrease of 18.1% over the last five years. The change is primarily 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 $1,078,760 in fiscal year 2018, 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. 114 c) Utility Franchise Taxes on utility customers: Senate File 478 was enacted by the Iowa state legislature during its 2009 session, establishing cities' right to impose a franchise tax on gas and electric utilities. On February 16, 2010, the Iowa City Council passed and approved an ordinance establishing a one percent (1%) tax to be expended for the following purposes: 1) Inspecting, supervising and otherwise regulating the MidAmerican Energy Company's gas and electric franchises. 2) Public safety, including the equipping of fire, police and emergency services. 3) Public infrastructure to support commercial and industrial economic development. Of the $895,000 estimate for fiscal year 2018, approximately $604,125 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 $290,875 is for recurring capital improvement projects (CIP) in the right of way. 3. Licenses & Permits - This category consists of revenue received for building and rental housing permits/inspections, franchise fees, plumbing license and taxi license fees; beer, liquor and cigarette permittlicense fees (state regulated), sign permits, burial permits, animal licensing and some miscellaneous fees. Fiscal year 2018 budget for Licenses and Permits is estimated at $2.6 million. The fiscal year 2018 revenue is an increase of 4.1 % of the fiscal year 2017 revised budget of $2.5 million and there is an average increase of 11.1% over the last five years. These increases are primarily due to the increase 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 $671,957 for fiscal year 2018. The fiscal year 2018 budget is a decrease of 4.9% of the fiscal year 2017 revised budget of $706,672; however, there is an average increase of 2.4% over the last five years. The decrease from the fiscal year 2017 estimate is from a decrease in estimated interest income; the average increase over the last five years is a result of increased rent revenue. 5. Intergovernmental - This revenue category includes state and federal grants, 28-E agreements, and contracts with local governmental entities. Intergovernmental revenue is budgeted at $3.5 million in fiscal year 2018. The fiscal year 2018 budget is a decrease of 5.1% of the fiscal year 2017 revised budget of $3.7 million and there is an average increase of 6.1% over the last five years. The decrease from the fiscal year 2017 amount and the average increase over the last five years are from estimates in the property tax credits from property tax backfill from the state. 115 The majority of intergovernmental revenue is the result of 28E agreements with local entities for services provided to area residents, as shown in the following schedule. The largest of these agreements is for fire protection services to the University of Iowa, estimated at $1.7 million in fiscal year 2018, 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. 6. Charges 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 2018. The fiscal year 2018 revenue is an increase of 1.2% of the fiscal year 2017 revised budget of $1.4 million; however, there is an average decrease of 0.9% over the last five years. The increase from the fiscal year 2017 estimate is due to a projected increase in building and development fee revenue; the average decrease is a result of a substantial decrease in building and development fee between fiscal year 2016 and fiscal year 2017. FY2016 FY2017 FY2018 FY2019 Intergovernmental Funding Actual Revised Budget Projected Local Governmental: 28E Ag re e me nts Coralville, Johnson County & Other Gmemments - Animal Services $ 217,404 $ 225,985 $ 217,370 $ 217,370 IC Comm. Schools - Mercer Pool 78,318 99,000 78,320 78,320 County, Univ Heights, Hills - Library 466,160 461,333 466,150 466,150 Johnson County - Senior Center 59,224 59,224 59,220 59,220 Downtown District - Police Department 10,000 10,000 10,000 10,000 University Heights - Fire Department - 30,000 32,000 32,000 Local Governmental Revenue: 831,106 885,542 863,060 863,060 State Revenue: Public Safety Grants 215,835 233,640 203,114 203,114 University of Iowa - Fire Protection 1,385,095 1,375,000 1,385,100 1,385,100 University of Iowa - NDS Analysis - 35,000 - - Operating Grants 84,197 89,743 81,850 81,850 Property Tax Credits 1,191,442 986,598 908,092 908,092 Other State Grants 10,020 9,000 9,150 9,150 State Disaster Assistance 56,507 - - - Total State Revenue: 2,943,096 2,728,981 2,587,306 2,587,306 Federal Revenue: Public Safety Grants 29,257 50,398 26,579 26,579 Total Federal Revenue: 29,257 50,398 26,579 26,579 Total - Intergovernmental Funding: $3,803,459 $3,664,921 $3,476,945 $3,476,945 6. Charges 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 2018. The fiscal year 2018 revenue is an increase of 1.2% of the fiscal year 2017 revised budget of $1.4 million; however, there is an average decrease of 0.9% over the last five years. The increase from the fiscal year 2017 estimate is due to a projected increase in building and development fee revenue; the average decrease is a result of a substantial decrease in building and development fee between fiscal year 2016 and fiscal year 2017. 7. Miscellaneous - Miscellaneous revenue is budgeted at $5.9 million in fiscal year 2018. This category includes a variety of revenue sources, including parking fines ($351,210), magistrate court fines and surcharges related to code enforcement ($253,180) and library fines ($155,520). Also included within this category are internal chargebacks of $4.2 million to the City's capital project funds and proprietary funds for services rendered by administrative divisions. The fiscal year 2018 revenue is an increase of 4.2% of the fiscal year 2017 revised budget of $5.7 million and there is an average increase of 6.1% over the last five years. The increase from the fiscal year 2017 and the average increase amounts are due to the administrative chargebacks for the Transportation & Resources Management Administration division that started in fiscal year 2017 and the Engineering Division that started 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 $1.3 million in fiscal year 2018, which is a decrease of 36.0% from the revised budget in fiscal year 2017 of $2.0 million. The decrease is from an approximate $735,000 is from the UniverCity program. The UniverCity activity is budgeted at $1.0 million in fiscal year 2018, which consists of the proceeds from the sale of assets ($510,000) and loan proceeds from financial institutions ($510,000). There is an average idecrease of 33.8% over the last five years. The change is from a reduction in UniverCity program since fiscal year 2014. 9. Transfers In - includes an approximate $9.5 million transfer -in of the Employee Benefits Levy from the Employee Benefits Special Revenue Fund. This category also includes allocation of funds to equipment replacement reserves, and operating support from other funds for specific staff positions and expenditures. The category is budgeted at $10.7 million in fiscal year 2018. 117 B. General Fund Expenditures Expenditures & 2016 Transfers Out Actual Personnel Services Supplies Capital Outlay Other Financial Uses Contingency Sub -total Expenditures: Transfers Out Total Expenditures & Transfers Out 2017 2018 2019 Revised Budget Projected $ 35,579,630 $ 39,093,574 $ 40,620,033 $ 41,838,634 8,290,221 10,263,306 10,125,386 10,281,894 1,515,890 1,601,411 1,703,693 1,709,207 1,970,355 3,368,705 2,279,115 1,828,570 1,842,500 900,000 510,000 510,000 - 184,519 545,000 560,000 49,198,596 55,411,515 55,783,227 56,728,305 12,842,428 25,643,570 5,107,570 4,965,621 $ 62,041,024 $ 81,055,085 $ 60,890,797 $ 61,693,926 Expenditures (excluding Transfers Out) 118 _Supplies 3% Capital Outlay 4% ether Financial Uses 1% ntingenry 1% 1. Personnel - Personnel costs account for approximately 72.8% of budgeted expenditures (excluding transfers out) within the General Fund in fiscal year 2018. Employee benefit costs are discussed in greater detail in the City Manager Address. 2. Services - Expenditures for services are budgeted at $10.1 million in fiscal year 2018. Initial projections were based on fiscal year 2016 actual expenditures and projected at 1.51% 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. 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: $300,000 Aid to Human Service Agencies $865,700 Community Event/ Program Funding $269,690 ICCVB —Community/ Economic Development Assistance $135,000 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 $1.7 million in fiscal year 2018. Individual items under costing under $5,000 are considered supplies. This limit is consistent with the threshold utilized to capitalize assets for the comprehensive annual financial report. 4. Capital Outlay — The general fund capital outlay is budgeted at $2.3 million in fiscal year 2018 and includes police vehicle replacements, library materials, operating equipment, UniverCity Properties, and building maintenance and improvements of $5,000 or greater. 5. Other Financial Uses - This category is budgeted at $510,000 in fiscal year 2018. This consists from loan repayments to financial institutions that are from the homes sold in the UniverCity program 119 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 one percent (1%) of General Fund expenditures (excluding transfers) - approximately $545,000 in fiscal year 2018. 7. Transfers Out - This category is budgeted at $5.1 million in fiscal year 2018. The largest transfers out is from the transit property tax levy of $3.4 million that is transferring into the Transit Fund. Other major transfers out include approximately $798,000 to the Capital Projects Fund and $650,000 to the Affordable Housing Fund. C. Fund Balance It is part of the City's Financial & Fiscal Policies that the General Fund's unassigned fund balance shall not fall below twenty percent (20%) of total revenues and transfers in and not grow greater than thirty percent (30%). This policy also states that fund balance in excess of thirty percent (30%) of revenues and transfers in will be transferred to the City's Emergency Fund, used to retire outstanding debt, and/or used to provide property tax relief. In fiscal year 2014, fiscal year 2015, and fiscal year 2016, $1.7 million, $1.3 million, and $1.7 million, respectively, of General Fund unassigned fund balance was transferred into the Emergency Fund. Also, in fiscal year 2017 unassigned fund balance of $500,000 will be transferred into the Emergency Fund, which will bring the City's Emergency Fund balance to $5.2 million. 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 FY2017 $ 7,917,409 $ 15,727,049 (7,809,640) FY2016 10,402,991 13,341,071 (2,938,080) FY2015 7,163,587 13,309,505 (6,145,918) 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) 120 Fund Balance, July 1 Revenues: 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 Transfers Out -Affordable Housing Fund Misc Transfers Out Sub -Total Transfers Out City of Iowa City General Fund (1000 - 1023) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 44,499,871 $ 47,793,327 $ 49,045,399 $ 48,135,654 $ 27,697,033 $ 28,100,161 $ 28,440,226 $ 29,421,531 $ 29,796,656 $ 31,739,199 $ 32,905,428 $ 32,905,428 2,947,501 2,487,767 2,431,882 2,430,717 2,412,358 2,412,358 1,659,843 1,805,901 3,056,051 2,450,882 2,551,850 2,551,850 647,032 800,227 689,835 706,672 671,957 671,957 2,789,683 3,519,060 3,803,459 3,664,921 3,476,945 3,476,945 1,357,363 1,509,496 1,607,320 1,358,601 1,374,189 1,374,189 4,502,885 4,446,754 4,603,845 5,697,432 5,935,042 5,998,415 5,565,082 2,762,834 2,678,802 2,007,295 1,285,208 1,285,208 47,909,615 46,753,570 48,667,850 50,055,719 50,612,977 50,676,350 10,870,809 10,642,456 12,468,366 10,560,745 10,680,948 10,941,956 10,870,809 10,642,456 12,468,366 10,560,745 10,680,948 10,941,956 $ 58,780,424 $ 57,396,026 $ 61,136,216 $ 60,616,464 $ 61,293,925 $ 61,618,306 $ 123,298 $ 97,273 $ 107,734 $ 109,426 $ 108,590 $ 111,329 533,845 518,724 524,930 536,351 591,728 568,070 676,519 690,901 681,567 738,002 766,815 789,297 1,500,672 1,805,223 2,154,216 2,556,386 2,573,760 2,629,488 3,475,824 3,751,801 3,598,458 4,100,105 4,349,980 4,432,833 12,248,973 12,389,622 12,443,823 13,456,739 13,827,954 13,971,383 7,401,786 7,598,771 7,486,023 7,973,265 8,169,242 8,378,769 7,382,727 7,628,887 7,324,281 8,121,737 8,139,582 8,297,360 5,877,520 5,908,777 6,083,034 6,347,022 6,526,559 6,634,938 825,124 834,813 823,992 1,010,358 949,924 945,312 8,597,166 6,958,307 6,614,830 7,489,809 6,532,990 6,648,994 1,142,899 1,137,570 1,342,700 2,317,845 2,384,366 2,445,778 - - 13,008 654,470 861,737 874,754 49,786,353 49,320,669 49,198,596 55,411,515 55,783,227 56,728,305 769,848 1,605,164 7,302,103 21,545,644 797,625 645,875 158,624 195,537 201,017 60,052 20,052 20,052 190,470 187,489 212,196 187,825 183,395 193,196 1,656,058 1,338,516 1,704,205 500,000 - - 2,858,163 2,972,534 3,108,169 3,272,464 3,384,076 3,384,076 - - - - 650,000 650,000 67,452 524,045 314,738 77,585 72,422 72,422 5,700,615 6,823,285 12,842,428 25,643,570 5,107,570 4,965,621 Total Expenditures & Transfers Out $ 55,486,968 $ 56,143,954 $ 62,041,024 $ 81,055,085 $ 60,890,797 $ 61,693,926 Fund Balance, June 30 $ 47,793,327 $ 49,045,399 $ 48,140,591 $ 27,697,033 $ 28,100,161 $ 28,024,541 Prior Year Accounting Adjustment - - (4,937) - - - Adjusted Fund Balance, June 30 47,793,327 49,045,399 48,135,654 27,697,033 28,100,161 28,024,541 Restricted / Committed /Assigned 29,808,720 29,738,181 24,716,300 6,777,475 6,717,235 6,921,098 Unassigned Balance $ 17,984,607 $ 19,307,218 $ 23,419,354 $ 20,919,558 $ 21,382,926 $ 21,103,443 % of Revenues & Transfers In 31% 34% 38% 35% 35% 34% 121 City of Iowa City General Fund Assigned, Committed & Restricted Fund Balance Assigned: (Available for current and / or future operations) Library Special Revenue Funds Library Foundation Development Library Equipment Replacement Reserve Senior Center Gift Funds New Horizons Band Cable Replacement Reserves Energy Efficiency Revolving Loan Fund Fire Equipment Replacement Reserve Park Land Acquisition Reserve Park Land Development Reserve Committed: (Available for current and / or future operations) Emergency Funds Restricted: (Not available for general operations) Police Forfeiture Share Police Abandon Property Local Option Sales Tax Restricted (Unspent Bond Proceeds) Total Assigned / Committed / Restricted: Unassigned: General Fund Ending Fund Balance 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 653,297 $ 737,512 $ 756,858 $ 824,176 $ 833,744 $ 946,745 (2,242) (4,087) (19,291) (19,291) (19,291) (19,291) 143,824 185,242 176,268 238,690 253,112 315,534 33,709 33,835 13,798 561 561 561 1,546 362 10 10 10 10 - - 162,392 137,392 109,722 94,722 - 101,053 144,494 105,725 149,165 192,605 626,562 496,549 - - - - 185,608 - - - - - LJ,YJI LJ,YJI $ 1,665,741 $ 1,573,903 $ 1,234,529 $ 1,287,263 $ 1,327,023 $ 1,530,886 $ 1,656,058 $ 2,994,574 $ 4,698,779 $ 5,198,779 $ 5,198,779 $ 5,198,779 $ 1,656,058 $ 2,994,574 $ 4,698,779 $ 5,198,779 $ 5,198,779 $ 5,198,779 $ 528,507 $ 454,084 $ 386,338 $ 286,338 $ 186,338 $ 186,338 - 55,992 71,745 5,095 5,095 5,095 25,252,557 24,282,784 18,262,595 - - - $ 26,486,921 $ 25,169,704 $ 18,782,992 $ 291,433 $ 191,433 $ 191,433 $ 29,808,720 $ 29,738,181 $ 24,716,300 $ 6,777,475 $ 6,717,235 $ 6,921,098 17,984,607 19,307,218 23,419,354 20,919,558 21,382,926 21,103,443 $ 47,793,327 $ 49,045,399 $ 48,135,654 $ 27,697,033 $ 28,100,161 $ 28,024,541 122 City of Iowa City General Fund Revenues by Type 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Property Taxes Property Taxes $ 28,440,226 $ 29,421,531 $ 29,796,656 $ 31,739,199 $ 32,905,428 $ 32,905,428 Other City Taxes Gas/Electric Excise Tax 446,407 489,408 441,082 432,360 400,798 400,798 Mobile Home Tax 37,327 39,283 37,803 39,282 37,800 37,800 Hotel/Motel Tax 967,050 1,057,386 1,078,762 1,057,385 1,078,760 1,078,760 Local Option Sales Tax 465,530 - - - - - Utility Franchise Tax 1,031,187 901,690 874,235 901,690 895,000 895,000 Licenses And Permits General Use Permits 82,747 99,658 80,171 99,747 80,180 80,180 Food & Liq Licenses 100,437 120,434 92,738 120,650 92,740 92,740 Professional License 16,610 18,704 18,700 18,660 18,710 18,710 Franchise Fees - - 733,644 720,000 692,140 692,140 Const Per & Ins Fees 1,427,856 1,537,002 2,102,624 1,463,225 1,639,240 1,639,240 Misc Lic & Permits 32,193 30,103 28,174 28,600 28,840 28,840 Use Of Money And Property Interest Revenues 201,307 298,894 221,825 236,746 220,447 220,447 Rents 418,631 462,939 418,473 436,162 425,480 425,480 Royalties & Commiss 27,094 38,394 49,537 33,764 26,030 26,030 Intergovernmental Fed Intergovnt Rev 120,228 355,630 29,257 50,398 26,579 26,579 Property Tax Credits 72,550 681,435 1,191,442 986,598 908,092 908,092 State 28E Agreements 1,370,309 1,330,770 1,385,095 1,410,000 1,385,100 1,385,100 Operating Grants 90,067 84,126 84,197 89,743 81,850 81,850 Disaster Assistance 3,633 25,621 56,507 - - - Other State Grants 308,935 204,298 225,855 242,640 212,264 212,264 Local 28E Agreements 823,961 837,180 831,106 885,542 863,060 863,060 Charges For Fees And Services Building & Devlpmt 401,648 404,629 579,755 366,750 382,400 382,400 Police Services 88,193 226,621 112,112 44,121 37,237 37,237 Animal Care Services 9,230 9,945 10,399 10,000 10,400 10,400 Fire Services 8,573 11,404 9,244 9,000 8,660 8,660 Transit Fees - 2,320 2,975 900 2,980 2,980 Culture & Recreation 768,033 741,912 761,363 812,093 820,454 820,454 Library Charges 46 39 22 - - - Misc Charges For Svc 44,802 62,998 67,441 62,527 64,798 64,798 Water Charges 6,094 5,511 5,075 5,510 5,000 5,000 Refuse Charges 574 77 255 100 260 260 Parking Charges 30,170 44,040 58,679 47,600 42,000 42,000 Miscellaneous Code Enforcement 415,839 322,537 253,174 300,500 253,180 253,180 Parking Fines 315,419 365,522 351,205 370,000 351,210 351,210 Library Fines & Fees 175,666 166,785 155,519 160,000 155,520 155,520 Contrib & Donations 318,367 345,690 256,427 367,519 377,972 377,972 Printed Materials 45,674 45,320 48,668 44,326 48,400 48,400 Animal Adoption 9,557 12,912 14,190 13,000 14,190 14,190 Misc Merchandise 23,376 27,913 24,560 24,422 28,670 28,670 Intra -City Charges 2,847,665 2,758,448 3,092,916 3,967,731 4,224,884 4,288,257 Other Misc Revenue 350,343 401,023 405,571 449,330 480,016 480,016 Special Assessments 979 604 1,615 604 1,000 1,000 Other Financial Sources Sale Of Assets 1,683,887 1,383,359 2,088,104 993,389 616,508 616,508 Bonds 1,000,000 - - - - - Loans 2,881,195 1,379,475 590,698 1,013,906 668,700 668,700 Total Revenues $ 47,909,615 $ 46,753,570 $ 48,667,850 $ 50,055,719 $ 50,612,977 $ 50,676,350 123 City of Iowa City General Fund Expenditures by Department and Division 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected City Council City Attorney 676,519 690,901 681,567 City Council $ 123,298 $ 97,273 $ 107,734 $ 109,426 $ 108,590 $ 111,329 City Clerk City Clerk 533,845 518,724 524,930 536,351 591,728 568,070 City Attorney City Attorney 676,519 690,901 681,567 738,002 766,815 789,297 City Manager City Manager 538,785 584,585 574,679 644,337 768,915 789,778 Communications Office 285,044 439,963 801,431 934,635 851,400 861,194 Human Resources 414,271 453,730 440,974 582,497 554,916 569,714 Human Rights 262,572 326,945 337,132 394,917 398,529 408,803 Finance Finance Adminstration 1,447,968 1,757,721 1,465,382 1,837,932 2,045,195 2,064,746 Accounting 764,176 710,865 734,456 801,385 837,517 861,547 Purchasing 309,725 327,709 349,584 365,299 370,733 381,456 Revenue 953,955 955,506 1,049,036 1,095,489 1,096,535 1,125,083 Police Police Administration 741,617 776,957 896,463 1,012,189 1,074,145 1,103,988 Police Administrative Services 1,820,848 1,715,223 1,731,296 2,019,159 2,246,234 2,269,242 Police Field Operations 9,686,508 9,897,442 9,816,064 10,425,391 10,507,575 10,598,153 Fire Fire Administration 758,093 734,520 779,473 986,253 996,756 996,068 Fire Emergency Operations 6,271,096 6,453,712 6,378,418 6,587,645 6,770,090 6,969,458 Fire Prevention 191,601 243,664 184,893 219,961 216,559 222,490 Fire Training 180,996 166,875 143,239 179,406 185,837 190,753 Parks and Recreation Park and Rec Admin 760,043 1,233,412 973,167 1,126,181 1,180,143 1,210,805 Recreation 2,852,525 2,888,434 2,901,427 3,168,140 3,162,593 3,213,607 Park Maintenance 3,452,490 3,186,281 3,128,619 3,470,642 3,434,519 3,500,523 Cemetery Operations 317,669 320,760 321,068 356,774 362,327 372,425 Library Library Operations 5,767,401 5,731,114 5,898,965 6,153,371 6,326,542 6,428,920 Library Foundation Office 110,119 177,663 184,069 193,651 200,017 206,018 Senior Center Senior Center 825,124 834,813 823,992 1,010,358 949,924 945,312 Neighborhood & Dvlpmt Services Neighborhood & Dvlpmt Admin 614,051 454,015 392,036 779,735 446,773 459,319 Neighborhood Services 6,079,302 4,289,283 3,916,469 3,861,087 2,947,678 2,974,572 Economic Development 810,266 931,813 906,962 1,076,723 1,513,714 1,545,466 Development Services 1,093,547 1,283,196 1,399,363 1,772,264 1,624,825 1,669,636 Public Works Public Works Administration 285,641 295,082 290,733 311,451 332,466 342,121 Engineering Services 857,258 842,488 1,051,967 2,006,394 2,051,900 2,103,657 Transportation & Resource Mgmt Administration 13,008 654,470 861,737 874,754 Total Expenditures: $ 49,786,353 $ 49,320,669 $ 49,198,596 $ 55,411,515 $ 55,783,227 $ 56,728,305 124 IN II r1YKi11L 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 the 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, Iowa Metro Coalition, and the National League of Cities. 125 FY2016 FY2017 FY2018 Total FTE's 7.00 7.00 7.00 Financial Highlights: Service expenditures include the City's dues for the Iowa League of Cities, Iowa Metro Coalition, and the National League of Cities. 125 City of Iowa City Activitv Summar Activity: City Council (110100) Division: City Council (110100) Fund: General (1000) Department: City Council 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 121,449 $ 97,273 $ 107,734 $ 109,426 $ 108,590 $ 111,329 Miscellaneous Other Misc Revenue 1,849 Total Revenues $ 123,298 $ 97,273 $ 107,734 $ 109,426 $ 108.590 3 111,329 Expenditures: Personnel $ 54,515 $ 54,515 $ 54,754 $ 55,672 $ 56,733 $ 58,435 Services 66,844 40,682 49,431 49,246 48,176 49,140 Supplies 1,939 2,076 3,549 4,508 3,681 3,755 Total Expenditures $ 123,298 $ 97,273 $ 107,734 $ 109,426 $ 108,590 $ 111,329 Personnel Services - FTE 2014 2015 2016 2017 2018 City Council 7.00 7.00 7.00 7.00 7.00 Total Personnel 7.00 7.00 7.00 7.00 7.00 IN 11 VYd I A C7:/ The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes, and the City Code. The office publishes and posts 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 photo ID's, 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 community views on the policies, practices and procedures of the Iowa City Police Department. 110 0 14 10 0 111 K Recent Accomplishments: • Meeting folders available on City web site for 1853 to present (converted microfilm) • 1985 to present meeting folders indexed, including OCRing and organizing records for quicker retrieval • Board and Commission online application process and submittal • Amended by-laws as necessary to provide all vacancies occur July 1 or December 1 each year • Transfer of all taxi company and driver information to new City site 127 Upcoming Challenges: • Agenda Management software purchase • Ongoing updates of the older sections of Oakland Cemetery; issuance of electronic deeds • Finish up conversion of microfilm, which includes City projects Staffing: Staffing Level Change Summary: There are no service level changes in fiscal year 2018 budget Service Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget Financial Highlights: Fiscal year 2018 service expenditures include funds to cover the cost of the biennial City Council election estimated at $70,000. 128 FY2016 FY2017 FY2018 Total FTE's 4.00 4.00 4.00 Staffing Level Change Summary: There are no service level changes in fiscal year 2018 budget Service Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget Financial Highlights: Fiscal year 2018 service expenditures include funds to cover the cost of the biennial City Council election estimated at $70,000. 128 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation, Enhance Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, Advance Social Justice and Racial Equity Department Goal/Objective: Provide support to the City Council, City staff, and individuals to implement strategic plan. Performance Measures: Strategic Plan Goal Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Assist in dissemination of City Code information and in enforcement, Accept subdivision applications, liquor licenses, taxicab licenses, entertainment venues, special exceptions, cigarette permit, solid waste container permits. CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Ordinances & Resolutions New New Received and Finalized (including 439 584 408 485 444 attached documents e.g. Contracts) Measure Measure Hours Processing Initiatives and New New 238 N/A N/A Referendum Petitions Measure Measure New New Legal Publications Published 489 433 502 Measure Meeting and Information New fmeasu:reCouncil ew111 116 113 Packets Distributed Measure asu Strategic Plan Goal Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation 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. 129 CY 2011 1 CY 2012 1 CY 2013 CY 20141 CY 2015 Number of Licenses and Permits New New 772 769 579 Processed Measure Measure Board & Commission Applications New New 64 102 61 Processed Measure Measure 129 Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations 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 and City policy. Performance Measures: 130 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Number of Committees/ Commissions Meetings Staffed New New (Diversity, Charter Review, 20 53 19 Measure Measure Community Police Review Board; Senior Services) Number of folders converted from New New New 102 293 microfilm Measure Measure Measure Number of Images converted from New New New 26,082 93,791 microlfim Measure Measure Measure Number of Images Electronically New New Archived (JC Recorder and Project 14,005 3,449 2,898 measure Measure Files) Number of Board and Commission New New 173 201 149 Meeting Packets Archived Measure Measure 130 City of Iowa City Activitv Summar Activity: City Clerk (120100) Division: City Clerk (120100) Review Board (120200) Fund: General (1000) Department: City Clerk 2014 2015 2016 2017 2018 2019 Actual Actual Actual Actual Actual Revised Revised Budget Prosection Revenues: General Revenues Subsidy $ 9,857 General Revenues Subsidy $ 490,850 $ 472,060 $ 482,322 $ 497,630 $ 548,873 $ 525,089 Licenses And Permits 6,068 $ 6,671 $ 6,325 3 6.452 Expenditures: Professional License 13,825 16,044 Personnel 16,195 585 16,000 16,200 16,200 Miscellaneous - $ - 3 - Services 9,272 14,363 6,068 Code Enforcement 6,325 6.452 5,990 3,233 9,857 5,775 $ 3,000 5,780 5,780 Other Misc Revenue 13,266 12,972 14,545 13,000 14,550 14,550 Printed Materials 57 52 25 50 Total Revenues $ 523,988 $ 504,361 $ 518,862 $ 529,680 $ 585A03 $ 561,619 Expenditures: Personnel $ 411,831 $ 418,089 $ 420,689 $ 438,041 $ 450,767 $ 464,290 Services 105,929 82,973 96,382 79,694 132,799 95,455 Supplies 6,228 3,299 1,791 2,445 1,837 1,874 Capital Outlay 9,500 Total Expenditures $ 523,988 $ 504,361 $ 518,862 $ 529,680 $ 585.403 $ 561,619 Personnel Services - FTE 2014 2015 2016 2017 2018 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 City Cleric 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 2017 2018 Software $ 9,500 $ Total Capital Outlay $ 9,500 $ - Activity Summary Activity: Community Police Division: City Clerk Review Board (120200) Fund: General (1000) Department: City Clerk 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 9,857 $ 14,363 $ 6,068 $ 6,671 $ 6,325 6 6.452 Total Revenues $ 9,857 $ 14,363 $ 6,068 $ 6,671 $ 6,325 3 6.452 Expenditures: Personnel $ 585 $ - $ - $ - $ - 3 - Services 9,272 14,363 6,068 6.671 6,325 6.452 Total Expenditures $ 9,857 $ 14,363 $ 6,068 $ 6,671 $ 6,325 3 6.452 131 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 the fiscal year 2018 budget Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget Financial Highlights: The fiscal year 2018 supplies budget includes $7,000 for the purchase of two new stand-up desks and for the replacement of storage cabinets. 132 FY2016 FY2017 FY2018 Total FTE's 5.50 5.50 5.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget Financial Highlights: The fiscal year 2018 supplies budget includes $7,000 for the purchase of two new stand-up desks and for the replacement of storage cabinets. 132 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation, Enhance Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, Advance Social Justice and Racial Equity Department Goal/Objective: Provide professional legal advice and representation to the City Council, City Manager, Department Directors and Staff and City Assessor. Performance Measures: Strategic Plan Goal Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority. CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Ordinances & Resolutions Approved (including attached 439 584 408 485 444 documents e.g. Contracts Public Meetings of City Council, New New Municipal Infraction Trials New New 47 68 Boards and Commissions Staffed Measure Measure 90 113 91 Measure Measure b Cit Attorney's Office 50 43 31 Cases in State and Federal Courts New New 51 44 29 and Administrative Agencies Measure I Measure Strategic Plan Goal Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority. Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal/Objective: Professional handling of acquisition & purchases of homes in programs endorsed by City Council (e.q. UniverCity & flood buyout). Performance Measures: 133 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Prosecution of Simple 469 462 366 326 256 Misdemeanors New New Municipal Infraction Trials 32 47 68 Measure Measure New New Housing Authority Hearings 50 43 31 Measure Measure Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal/Objective: Professional handling of acquisition & purchases of homes in programs endorsed by City Council (e.q. UniverCity & flood buyout). Performance Measures: 133 City of Iowa City Activitv Summar Activity: City Attorney (130100) Division: City Attorney (130100) 2014 2015 2016 2017 2018 Administrative Secretary 1.00 Fund: General (1000) Department: City Attorney 1.00 1.00 2014 2015 2.00 2016 1.50 2017 1.50 2018 2019 0.60 1.00 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 5.50 5.50 5.50 General Revenues Subsidy $ 591,955 $ 599,334 $ 617,404 $ 689,347 $ 695,793 $ 717,239 Miscellaneous Code Enforcement 764 858 775 800 780 780 Intra -City Charges 82,271 89,409 62,190 46,555 69,052 70,088 Other Misc Revenue 1,485 1,145 1,005 1,200 1,000 1,000 Printed Materials 44 150 193 100 190 190 Other Financial Sources Sale Of Assets 5 Total Revenues $ 676,519 $ 690,896 $ 681,567 $ 738,002 $ 766,815 $ 789,297 Expenditures: Personnel $ 636,717 $ 647,802 $ 644,271 $ 692,118 $ 714,570 $ 736,007 Services 32,902 32,214 29,533 37,650 36,652 37,385 Supplies 6,900 10,885 7,763 8,234 15,593 15,905 Total Expenditures $ 676,519 $ 690,901 $ 681,567 $ 738,002 $ 766,815 $ 789,297 Personnel Services - FTE 2014 2015 2016 2017 2018 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Assistant City Attorney 2.00 2.00 1.50 1.50 1.50 City Attorney 0.60 0.60 1.00 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 5.50 5.50 5.50 134 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 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 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. There are three operating divisions within the City Manager's Office: the Communications Office, Human Resources, and Human Rights. Staffing: Staffing Level Change Summary: There are no staffing changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: Fiscal year 2018 service expenditures include $20,000 to conduct a resident survey in conjunction with the next strategic planning process. The service expenditures also include $110,700 for community and City event funding. The community and City event funding expenditures were moved from the Non -Operational Admin activity budget in the Finance Administration division to the City Manager's budget. These expenditures also include $20,000 for the sponsorship of a U.C.I. cyclocross world cup event. 135 FY2016 FY2017 FY2018 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: Fiscal year 2018 service expenditures include $20,000 to conduct a resident survey in conjunction with the next strategic planning process. The service expenditures also include $110,700 for community and City event funding. The community and City event funding expenditures were moved from the Non -Operational Admin activity budget in the Finance Administration division to the City Manager's budget. These expenditures also include $20,000 for the sponsorship of a U.C.I. cyclocross world cup event. 135 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Encourage a Vibrant and Walkable 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 CY 2013 ambulatory vendor permits in a manner that supports the cultural CY 2015 and economic vibrancy of the downtown and near downtown areas 69 while protecting public safety. Performance Measures: 51 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Permit Processed 154 151 129 122 116 Measure Measure Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations 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. Performance Measures: United Way and Iowa City Area Development Group (ICAD) Functions Attended Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2011 CY 2012 CY 2013 CY 2014 I CY 2015 40 69 67 46 51 Foster Healthy Neighborhoods throughout the City Encourage the development of affordable and workforce housing units. 10% of residential units in City-incented projects devoted to affordable housing. Affordable and workforce housing units created CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 New New New 12 3 Measure Measure Measure 1611 City of Iowa City Activitv Summar Activity: City Manager (210100) Fund: General (1000) Division: City Manager (210100) Department: City Manager 163 514 500 500 2014 2015 2016 2017 2018 2019 538,785 Actual Actual Actual Revised Budget Projection Revenues: $ 789,778 Expenditures: General Revenues Subsidy $ 538,622 $ 584,071 $ 574,179 $ 643,837 $ 768,415 $ 789,278 Miscellaneous Other Misc Revenue 163 514 500 500 500 500 Total Revenues $ 538,785 $ 584,585 $ 574,679 $ 644,337 $ 768,915 $ 789,778 Expenditures: Personnel $ 464,084 $ 491,640 $ 485,703 $ 557,017 $ 548,473 $ 564,927 Services 73,449 91,316 87,549 85,676 215,217 219,521 Supplies 1,252 1,629 1,427 1,644 5,225 5,330 Total Expenditures $ 538,785 $ 584,585 $ 574,679 $ 644,337 $ 768,915 $ 789,778 Personnel Services - FTE 2014 2015 2016 2017 2018 Adm Assistant To City Manager 1.00 - - - - Administrative Analyst - 1.00 1.00 - - AssistantToTheCityManager 1.00 - - 1.00 1.00 Asst City Manager - 1.00 1.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 137 AQMIMLei 011[a7AIIIs] RK61aaM2 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 coverage, informational efforts and promotional campaigns, maintains the City website and intranet, manages social media, and works closely with Cable staff to create and share video content for television, online and social media. The team coordinates with City staff to share and advise 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 while also supporting customer service functions throughout the organization. The Communications Office also provides creative services, as well as direction and support, to other City departments, and staffs the front lobby information desk, which serves as the customer service hub of City Hall. Cable N Administration Cable TV Administration oversees Cable office operations, monitors cable franchise agreement compliance, provides a complaint resolution service for subscribers to 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, including a wide variety of local musical performances; as well as providing weekly and monthly news features that provide information about Iowa City events and initiatives. 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, which includes live and archived 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. 138 HIGHLIGHTS The Cable TV office merged into the Communications Office two years ago, which has allowed the Communications Office to have primary oversight of City -produced news, streamlining our news coordination efforts and reducing overlap and expenses. Cable TV operations were previously accounted for in an Enterprise Fund but were transferred to the General Fund in Fiscal Year 2016. Recent Accomplishments: • Expanded Laserfiche capabilities throughout the City continue to improve public access to required documents. • Working closely with Public Works staff to share information regarding large public projects, attending regular meetings and providing project updates for public awareness. Some of these projects included the First Avenue Grade Separation Project, the Washington Street revitalization in Downtown Iowa City, and the Gateway Project on Dubuque Street in north Iowa City. • Our website was launched successfully in 2015 and continues to be evaluated for customer service and accessibility improvements. • Implementation of a new employee e -newsletter has been well-received, helps inform and engage staff, and continues to grow interest. • Expanded social media platforms provide significant public engagement and analytics. • Expanded e -subscription list to distribute City news and information to residents • Conversion of static online pdf forms to web forms has created improved public access, most notably in documents for the Building Inspections Division and Human Rights. • Creation of online surveys and applications, and utilization of Eventbrite software for City departments has improved customer service access by allowing payments for the purchase of single items, such as Human Rights Annual Awards Banquet Breakfast tickets; and improved registration and payment processes for Human Rights trainings and events. • Successful hiring and training of two key staff members who bring a great deal of experience and new perspective to our office: a Digital Communications Specialist and a Special Projects Assistant in our Cable Office. • The Cable TV staff has increased its contributions to the City's social media outreach efforts, recognizing video as an effective format for communicating to the public about City activities and events, including updates on major improvement projects taking place. The weekly Iowa City Update series continues to provide timely promotion of important messages, typically featuring 3-4 short, informational stories per episode. These stories can then be edited and redistributed via social media as part of a multi -format communications strategy. • Started a Multimedia Internship program wherein students pursuing a career in journalism and television news work with Cable TV staff to produce weekly stories that promote and highlight City and community events and activities. 139 • Began using Facebook Live as a new platform for presenting information and highlighting and providing an on -the -scene peek into local events. • Completed a short video in collaboration with Human Resources to inform the public of the many ways available to learn of job postings as well as how to apply for City jobs. • Began migrating most of City Channel 4's program archives and new programs to YouTube for higher quality viewing and easier integration into the City's website. Videos continue to be viewable from the City Channel 4 website, but now through a YouTube player, which is more widely used by and familiar to the general public. Upcoming Challenges • Intranet redesign • Reorganizing content on the website • Updating of online forms to convert them from static pdf's to web forms for improved accessibility • Organizing and adding to our photograph library. • Working with ITS to replace custom -created, in-house applications with software already on hand (web forms, for example) or using turn -key replacements • As the City grows, so does the number of messages needed to keep residents well- informed. One challenge is to identify more ways to communicate through multimedia outlets that can be utilized at increased levels of efficiency while continuing to create engaging content that is easily received or accessed and understood by the public. Staffing: Staffing Level Change Summary: In fiscal year 2018, a .50 FTE Clerical Assistant — Cable TV and a 1.00 FTE Communications Assistant are being eliminated. A third temporary receptionist position is included in the Communications Office fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The fiscal year 2018 supplies expenditures in the Communications Office are $59,643 or 105% higher than in fiscal year 2017. This is due to the addition of $30,000 for Intranet redesign and an increase in Laserfiche license fees from the continued addition of more Laserfiche modules. 140 FY2016 FY2017 FY2018 Total FTE's 7.50 7.50 6.00 Staffing Level Change Summary: In fiscal year 2018, a .50 FTE Clerical Assistant — Cable TV and a 1.00 FTE Communications Assistant are being eliminated. A third temporary receptionist position is included in the Communications Office fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The fiscal year 2018 supplies expenditures in the Communications Office are $59,643 or 105% higher than in fiscal year 2017. This is due to the addition of $30,000 for Intranet redesign and an increase in Laserfiche license fees from the continued addition of more Laserfiche modules. 140 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations Department Goal: Increase opportunities for public 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 growth using e -subscription service * As of 09/02/2016 Video Programming FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Programming promoting urban core New Twitter (followers) 34 574 2,742 4,557 6,268 activities and organizations Measure Programming promoting general New Facebook (Likes) 142 520 1,191 2,414 3,415 and public input Measure New New New New Instagram (followers) 704* Measure Measure Measure Measure Media release activity 751 813 826 769 1 400 New New New -subscriptions 6,883 12,625 IE measure measure measure * As of 09/02/2016 Video Programming FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Programming promoting urban core 34 42 54 53 90 activities and organizations Programming promoting general City initiatives, projects, 142 160 150 176 181 and public input Note: Includes full-length and short programs, public service announcements, & program segments 141 City of Iowa City Activitv Summar Activity: Communications Office Division: Communications Office (210200) (210200) Fund: General (1000) Department: City Manager 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 285,044 $ 439,926 $ 379,836 $ 456,323 $ 404,602 $ 415,264 Total Revenues $ 285,044 $ 439,926 $ 379,836 $ 456,323 $ 404,602 $ 415,264 Expenditures: Personnel $ 256,834 $ 271,318 $ 278,314 $ 312,085 $ 257,007 $ 264,717 Services 26,539 88,781 17,629 63,579 31,137 31,760 Supplies 1,671 13,608 81,083 56,815 116,458 118,787 Capital Outlay 66,219 2,810 23,844 Total Expenditures $ 285,044 $ 439,926 $ 379,836 $ 456,323 $ 404,602 $ 415,264 Personnel Services - FTE 2014 2015 2016 2017 2018 Communications Assistant 1.00 1.00 1.00 1.00 - Communications Coordinator 1.00 1.00 1.00 1.00 1.00 Digital Communications Spec 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 2.00 Capital Outlay Software Total Capital Outlay 142 2017 2018 $ 23,844 $ $ 23,844 $ City of Iowa City Activitv Summar Activity: Cable Administration (210510) Fund: General Fund (1000) Division: Communications Office (210200) Department: City Manager * Activity Prior to FY2016 in Enterprise Fund Revenues: Licenses And Permits Franchise Fees Use Of Money And Property Interest Revenues Miscellaneous Contdb & Donafions Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Cledcal Assistant - Cable T.V. Communications Tech - Cable Media Producfion Service Coordinator Producfion Asst - Cable T.V. Special Projects Asst -Cable Total Personnel 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ - $ - $ 733,644 $ 720,000 $ 692,140 $ 692.140 (3,970) _ 1 _ 54 144 699 $ - $ - $ 730,428 $ 720,144 $ 692,140 $ 692,140 $ - $ - $ 347,667 $ 387,890 $ 361,924 $ 372,782 - 37 38,818 49,440 39,557 40,348 9,898 5,982 7,647 7,800 $ - $ 37 $ 396,383 $ 443,312 $ 409,128 $ 420,930 2014 2015 2016 2017 2018 - - 0.50 0.50 - - - 1.00 1.00 1.00 - - 1.00 1.00 1.00 - - 1.00 1.00 1.00 - - 1.00 1.00 1.00 4.50 4.50 4.00 Activity Summary Activity: Cable Reserves (210520) Fund: Cable Replacement Reserves (1007) Division: Communications Office (210200) Department: City Manager * Activity Prior to FY2016 in Enterprise Fund Transfer In: Transfer -In from Cable Operafions Total Transfer In Expenditures: Capital Outlay Total Expenditures Capital Outlay Video Production Equipment Total Capital Outlay 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ - $ - $ 10,000 $ 10.000 $ 10,000 S 10.000 $ - $ - $ 10,000 $ 10,000 $ 10,000 S 10.000 $ - $ - $ 25,212 $ 35,000 $ 37,670 $ 25,000 $ - $ - $ 25,212 $ 35,000 $ 37,670 $ 25,000 143 2017 2018 $ 35,000 $ 37,670 $ 35,000 $ 37,670 a0 Ai 1e1►1 all :M6111 Cid:W The Human Resources Division provides quality, comprehensive Human Resources services to the City of Iowa City and its employees with integrity, responsiveness, and sensitivity to the employees of the City and other customers, consistent with appropriate best practices and legal requirements. The Human Resources Division strives to provide quality, comprehensive Human Resources services to the City of Iowa City and its employees in the areas of: • Employee and labor relations for approximately 1,000 City employees, both permanent and temporary • Collective bargaining and contract administration for three collective bargaining agreements: AFSCME, Police, and Fire unions • Civil Service compliance per Chapter 400 of the Code of Iowa • Comprehensive benefits administration for approximately 600 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 entry-level police officer recruitment and testing in compliance with Chapter 400 of the Code of Iowa, certifying a hiring list of 12 candidates. • Certified a promotional list for the rank of Police Captain in compliance with Chapter 400 of the Code of Iowa. • Negotiated voluntary three-year settlement with Fire labor union. • Negotiated voluntary three-year settlement with Police labor union. • Provided leadership and oversight for Employee Wellness Committee which provided programming including a financial wellness series, three service projects, physical activity incentives, CPR/AED/First Aid certification training, healthy cooking classes and a Wellness Fair event for employees, family members and retirees. • Completed the City's first successful filing of 1095 reports to employees and the IRS as mandated by the Affordable Care Act. • Completed organization -wide review of job descriptions, removing the requirement for a high school diploma where appropriate to reduce unnecessary barriers to employment. • Worked with Cable TV division to create a video explaining the City's application process. 144 Upcoming Challenges: • Resurvey of employees as a result of updated EEO reporting guidelines. • Police Department promotional testing. • Review of division practices and policies using a racial equity toolkit. Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The service expenditures budget in fiscal year 2018 is lower than fiscal year 2017 by $43,037 or by 21.80%. This is due to anticipated lower attorney fees for collective bargaining costs and due to anticipated lower police and fire promotional testing costs. 145 FY2016 FY2017 FY2018 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The service expenditures budget in fiscal year 2018 is lower than fiscal year 2017 by $43,037 or by 21.80%. This is due to anticipated lower attorney fees for collective bargaining costs and due to anticipated lower police and fire promotional testing costs. 145 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain 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 2012 FY 2013 FY 2014 FY 2015 FY 2016 Das to Fill Vacant Position 38.23 43.65 44.18 56.34 70.29 Advertising Expense per External Hire $268.21 $240.62 $68.14 $119.41 $89.46 Applicants per Hire 10.43 9.97 8.32 12.54 22.61 Note: Recruitment data does not include non -civilian Police and Fire Staff, Library employees, or Recreation program hourly staff. City of Iowa City Activity Summary Activity: Human Resources (210300) Fund: General (1000) Division: Human Resources (210300) Department: City Manager Revenues: General Revenues Subsidy Charges For Fees And Services Misc Charges For Svc Intra -City Charges Other Misc Revenue Other Financial Sources Sale OF Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Human Resources Administrator Human Resources Assistant Human Resources Generalist Total Personnel 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection $ 396,119 $ 440,842 $ 434,643 $ 582,297 $ 554,726 $ 569.524 90 200 190 17,843 12,653 6,129 219 35 8 200 190 190 4 $ 414,271 $ 453,730 $ 440,974 $ 582,497 $ 554,916 $ 569,714 $ 303,406 $ 317,036 $ 329,330 $ 355,838 $ 369,930 $ 381,028 87,037 106,390 85,151 197,423 154,386 157,474 23,828 30,304 26,493 29,236 30,600 31,212 $ 414,271 $ 453,730 $ 440,974 $ 582,497 $ 554,916 $ 569,714 2014 2015 2016 2017 2018 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 3.00 147 HUMAN RIGHTS The Human Rights Office receives, investigates and makes decisions on complaints alleging unlawful discrimination and enforces the anti -discrimination laws for the City (Human Rights Ordinance). The Office also provides trainings and presentations on illegal discrimination to the community and organizations on areas and characteristics covered under the Human Rights Ordinance. The Office collaborates with community groups in the planning and coordinating of events to educate the public on civil rights. For outreach and education the office prepares specialized materials including pamphlets, brochures and advertisements on unlawful discrimination. Staff of the office create yearly specialized reports and publish the annual report of the Human Rights Commission. Both staff persons are licensed attorneys and attend continuing legal education courses throughout the year to remain knowledgeable on relevant laws concerning civil rights. The equity branch of the office leads, manages and coordinates efforts to eliminate racial inequities within the City government. Staff works closely with other City departments to eliminate structural racism and other barriers that create racial disparities in City programs and services with the end purpose of improving outcomes for all. To further accomplish these goals the office partners and collaborates with community organizations to measure racial equity and inclusion within City operations. Other responsibilities include publishing an annual report on racial equity for the City, serving as liaison for the City Manager's Roundtables, updating the quarterly diversity implementation report and enforcing the EEO Contract Compliance program. More recently, this branch began administering the social justice and racial equity grant for the Council. HIGHLIGHTS Recent Accomplishments: • Inclusion of Housing Choice Voucher and other rental subsidies as a protection under the City's fair housing laws. • Implementation of a racial/socio- economic review toolkit for City programs and services. • Creation of an online submission form for complaints alleging unlawful discrimination. • Ongoing quarterly communications with the University of Iowa's Chief Diversity Office to bridge the town to gown connection. 148 Upcoming Challenges: • Inclusive outreach and public engagement Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The fiscal year 2018 services expenditure budget includes $60,000 for agency partnerships or memberships. These have included but are not limited to the following organizations Diversity Focus, GARE, Iowa City Pride, and the Central Midwest Higher Education Recruitment Consortium (NERC). Funds also include $25,000 for the City Council's Social Justice & Racial Equity Grant program. 149 FY2016 FY2017 FY2018 Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The fiscal year 2018 services expenditure budget includes $60,000 for agency partnerships or memberships. These have included but are not limited to the following organizations Diversity Focus, GARE, Iowa City Pride, and the Central Midwest Higher Education Recruitment Consortium (NERC). Funds also include $25,000 for the City Council's Social Justice & Racial Equity Grant program. 149 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Advance Social Justice and Racial Equity STAR Objective: Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community Department Objective: Investigate and resolve complaints alleging unlawful discrimination in a timely manner.(Complaints filed in one fiscal year may be closed in the next fiscal year which may create a distored difference in numbers between those opened and closed. Performance Measures: Number of complaints resolved within a year from the date filed. Strategic Plan Goal STAR Objective: Department Objective: Performance Measures: Yearly number of outreaches. Advance Social Justice and Racial Equity Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community Provide information on unlawful discrimination, and the functions of the department to the community, organizations, businesses, and other entities for outreach. FY 2012 I FY 2013 FY 2014 FY 2015 I FY 2016 New New New New Complaints Filed 43 Measure Measure Measure Measure New New New New Resolved Complaints 18 Measure Measure Measure Measure Strategic Plan Goal STAR Objective: Department Objective: Performance Measures: Yearly number of outreaches. Advance Social Justice and Racial Equity Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community Provide information on unlawful discrimination, and the functions of the department to the community, organizations, businesses, and other entities for outreach. 150 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 NewNew New New Number of Outreach Efforts 25 Measure Measure Measure Measure 150 Strategic Plan Goal STAR Objective: Department Objective: Performance Measures: Advance Social Justice and Racial Equity Social & Cultural Diversity - Celebrate and respect diversity and represent diverse perspectives in community decision-making Increase the racial diversity of the applicant pool for City Boards and Commissions. Survey the racial demographics of individuals serving on boards/commissionon an annual basis. 151 FY 2012 FY 2073 1 FY 2014 FY 2015 FY 2016 Number of persons of color serving on boards/commissions New Measure New Measure New Measure New Measure New Measure 151 City of Iowa City Activitv Summar Activity: Human Rights (210400) Division: Human Rights (210400) Fund: General (1000) Department: City Manager 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 250,937 $ 320,765 $ 331,893 $ 393,417 $ 396,529 $ 406,803 Licenses And Permits Misc Lic & Permits - 180 180 - - - Special Events 2,250 2,800 3,752 1,000 1,000 1,000 Contdb&Donations 100 - 100 - - - Other MiscRevenue 9,285 3,200 1,207 500 1,000 1,000 Total Revenues $ 262,572 $ 326,945 $ 337,132 $ 394,917 $ 398,529 $ 408,803 Expenditures: Personnel $ 203,290 $ 210,661 $ 215,437 $ 226,451 $ 230,300 $ 237,209 Services 53,516 108,008 116,850 161,348 162,389 165,637 Supplies 5,766 8,276 4,845 7,118 5,840 5,957 Total Expenditures $ 262,572 $ 326,945 $ 337,132 $ 394,917 $ 398,529 $ 408,803 Personnel Services - FTE 2014 2015 2016 2017 2018 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 2.00 152 aI►FilkiM Wil I]Ai11►1619RAIIs] 0 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. 153 Utility Franchise Tax: A one percent (1 %) utility franchise tax is levied by the City on gas and electric bills. These funds are used for a variety of purposes as determined by the City Council. 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. This funding was moved to the City Manager's budget in fiscal year 2018. HIGHLIGHTS • Maintained the City's Aaa bond rating from Moody's Investors Service • The City's Fiscal Year 2017 budget document earned the GFOA Distinguished Budget Presentation Award Recent Accomplishments: • Completed financial policies for bond disclosure; updated post -issuance compliance policy • Added financial policies for banking, accounts receivable, daily receipts, and accounts payable • Completed financing for Chauncey building • Completed Budget -at -a -Glance flier Staffing: Upcoming Challenges: • Implement internal audit program • Continue to assess impact of 2013 property tax reform legislation • Continue to address changes in municipal bond oversight by SEC • Apply racial equity tool kit to policies • Update PCI compliance policies • Complete RFP for financial advisory services Staffing Level Change Summary: In fiscal year 2018, a 1.00 FTE Budget Management Analyst position will be eliminated, and a 1.00 FTE Budget Management Analyst position will be reclassified as a Budget & Compliance Officer. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. 154 FY2016 FY2017 FY2018 Total FTE's 4.15 4.15 3.15 Staffing Level Change Summary: In fiscal year 2018, a 1.00 FTE Budget Management Analyst position will be eliminated, and a 1.00 FTE Budget Management Analyst position will be reclassified as a Budget & Compliance Officer. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. 154 Financial Highlights: There fiscal year 2018 capital outlay budget in the Finance Administration activity includes $30,000 for Kronos time clocks to be placed in various facilities throughout the City. The service expenditure budget in the Non -Operational Admin activity was reduced by $110,700 for community and City event funding that was moved to the City Manager's budget in fiscal year 2018. The General Fund contingency was increased to 1 % in fiscal year 2018 from %%. This is budgeted at $545,000 in fiscal year 2018. 155 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain 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: Maintain a Solid Financial Foundation Accurate and Timely Financial Reporting. Earn the GFOA Distinguished Budget Presentation Award. FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Moody's Aaa Bond Rating o Budget Award Yes Yes Yes Yes Yes maintained Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Accurate and Timely Financial Reporting. Earn the GFOA Distinguished Budget Presentation Award. W1 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 o Budget Award Ad lyt Yes Yes Yes Yes W1 Strategic Plan Goal: Maintain 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 2012 FY 2013 FY 2014 FY 2015 FY 2016 First Quarter 0.54% 0.45% 0.47% 0.43% 0.48% Second Quarter 0.51% 0.46% 0.54% 0.46% 0.46% Third Quarter 0.47% 0.46% 0.39% 0.40% 0.51% Fourth Quarter 0.42% 0.46% 0.38% 0.44% 0.54% 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 2012 FY 2013 FY 2014 FY 2015 FY 2016 First Quarter 0.12% 0.10% 0.10% 0.07% 0.11% Second Quarter 0.09% 0.13% 0.08% 0.07% 0.17% Third Quarter 0.07% 0.14% 0.08% 0.14% 0.25% Fourth Quarter 0.08% 0.14% 0.07% 0.11% 0.33% Amount Quarterly Return is higher (lower) than U.S. Treasury Bill 157 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 First Quarter 0.42% 0.35% 0.37% 0.36% 0.38% Second Quarter 0.42% 0.33% 0.46% 0.39% 0.30% Third Quarter 0.40% 0.32% 0.31% 0.26% 0.25% Fourth Quarter 0.34% 0.32% 0.31% 0.33% 0.21% 157 City of Iowa City Activitv Summar Activity: Finance Adminstration (310100) $ 351,957 $ 376,427 $ 345,046 $ 380,136 $ Fund: General (1000) Division: Finance Adminstration (310100) Services 65,071 33,079 45,423 Department: Finance 56,386 57,514 Supplies 3,759 1,504 3,078 1,736 2014 2015 2016 2017 2018 2019 30,000 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 466,151 $ 448,652 0.90 Total Personnel 3.65 3.15 Property Taxes $ 23,966,558 $ 24,793,505 $ 25,115,848 $ 26,751,664 $ 27,734,567 $ 27,734,567 Other City Taxes 2018 Kronos Timeclocks $ 30,000 $ Gas/Electric Excise Tax 376,176 412,412 371,780 364,390 337,790 337,790 Mobile Home Tax 31,454 33,103 31,864 33,103 31,860 31,860 Licenses And Permits Food & Liq Licenses 99,912 117,789 92,468 118,000 92,470 92,470 General Use Permits 66,246 79,735 59,905 79,775 59,910 59,910 Use Of Money And Property Interest Revenues 167,135 258,522 186,157 200,000 186,160 186,160 Intergovernmental Property Tax Credits 72,550 587,921 1,005,588 845,073 766,567 766,567 Miscellaneous Code Enforcement 394,104 269,758 231,981 270,000 231,980 231,980 Intra -City Charges 2,747,381 2,656,295 2,747,355 3,203,193 3,432,160 3,483,642 Other Misc Revenue 569 68 639 - - - Parking Fines 315,419 365,522 351,205 370,000 351,210 351,210 Printed Materials 5 - - - - - Other Financial Sources Sale Of Assets 26,000 22,216 5,975 - - - Transferin- Bus Type Funds 18,414 18,727 18,914 19,292 19,582 19,974 Total Revenues & Transfer In $ 28281 923 $ 29 615.573 $ 30 219 679 $ 32 254 490 9 33.244.256 $ 33 296.130 Expenditures Personnel $ 351,957 $ 376,427 $ 345,046 $ 380,136 $ 377,782 $ 389,115 Services 65,071 33,079 45,423 56,618 56,386 57,514 Supplies 3,759 1,504 3,078 1,736 1,983 2,023 Capital Outlay 2.00 14,613 Budget & Compliance Officer 30,000 30,000 - Total Expenditures $ 420,787 $ 425,623 $ 393,547 $ 468,490 $ 466,151 $ 448,652 Personnel Services - FTE 2014 2015 2016 2017 2018 Adminish-afive Secretary 0.25 0.25 0.25 0.25 0.25 Management Analyst 0.50 - - - - Budget Management Analyst 2.00 2.00 2.00 2.00 - Budget & Compliance Officer - - - - 1.00 Finance Director 0.90 0.90 0.90 0.90 0.90 Total Personnel 3.65 3.15 3.15 3.15 2.15 Capital Outlay 2017 2018 Kronos Timeclocks $ 30,000 $ 30,000 Total Capital Outlay $ 30,000 $ 30,000 158 City of Iowa City Activity Summary Activity: Disaster Assistance (310720/310730) Fund: General (1000) Division: Finance Administration Department: Finance Revenues: General Revenues Subsidy Intergovernmental Fed Intergovnt Revenue Disaster Assistance Other State Grants Total Revenues Expenditures: Personnel Services Total Expenditures 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection $ 10,591 $ 102,539 $ - $ - $ - $ 1,571 170,331 - - - - 2,834 22,857 54,062 - - - 13,353 $ 28,349 $ 295,727 $ 54,062 $ - $ - S $ 25,694 $ 12,590 $ - $ - $ - S - 2,655 283,137 $ 28,349 $ 295,727 $ - $ - $ - S 159 City of Iowa City Activitv Summar Activity: Tort Liability (310630) $ 121,156 $ 118,260 $ 121,796 $ 133,546 $ Fund: General (1000) Division: Finance Administration 13,573 14,881 13,315 13,087 12,132 Department: Finance Mobile Home Tax 1,135 1,194 1,141 1,194 1,140 1,140 Intergovernmental 2014 2015 2016 2017 2018 2019 Property Tax Credits Actual Actual Actual Revised Budget Prosection Revenues: 2016 2017 2018 $ - $ - Assistant City Attorney Property Taxes $ 864,583 $ 894,414 $ 899,325 $ 959,045 $ 994,296 $ 994,296 Other City Taxes $ 121,156 $ 118,260 $ 121,796 $ 133,546 $ 136,972 Gas/Electric Excise Tax 13,573 14,881 13,315 13,087 12,132 12,132 Mobile Home Tax 1,135 1,194 1,141 1,194 1,140 1,140 Intergovernmental 5,546 5,657 Total Expenditures $ 890,260 $ 949,422 $ Property Tax Credits - 18,073 35,708 27,351 27,351 27,351 Miscellaneous 2016 2017 2018 $ - $ - Assistant City Attorney Intra -City Charges 1.00 5,509 1.00 1.00 Total Revenues $ 879,291 $ 928,562 $ 954,998 $ 1,000,677 $ 1,034,919 $ 1,034,919 Expenditures Personnel $ 121,156 $ 118,260 $ 121,796 $ 133,546 $ 136,972 $ 141,081 Services 764,102 825,923 839,115 918,432 868,856 886,233 Supplies 5,002 5,239 5,383 5,426 5,546 5,657 Total Expenditures $ 890,260 $ 949,422 $ 966,294 $ 1,057,404 $ 1,011,374 $ 1,032,971 Personnel Services - FTE 2014 2015 2016 2017 2018 $ - $ - Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activitv Summa Activity: Non -Operational Admin (310710) Fund: General (1000) Division: Finance Administration Department: Finance 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Property Taxes $ 2,810,355 $ 2,907,321 $ 2,936,145 $ - $ - $ - Other City Taxes Gas/Electric Excise Tax Mobile Home Tax Local Opfion Sales Tax Utility Franchise Tax Use Of Money And Property Rents Intergovernmental Property Tax Credits Miscellaneous Code Enforcement Misc Merchandise Other Misc Revenue Transfer -In -Employee Benefits Total Revenues & Transfer In Expenditures: Services Supplies General Fund Contingency Total Expenditures 44,120 48,369 43,593 - - - 3,689 3,883 3,546 - 3,550 3,550 465,530 - - - - - 365,453 293,049 284,126 293,049 290,875 290,875 6,000 6,000 6,000 6,000 6,000 6,000 - 58,746 116,911 - - - - 9,230 - - - - 9 14 2 - - - - - 2,475 - - - 8,768,255 8,536,094 8,987,501 9,095,431 9,545,655 9,545,655 $ 12,463,411 $ 11,862,706 $ 12,380,299 $ 9,394,480 $ 9,846,080 $ 9,846,080 $ 106,426 $ 86,949 $ 104,502 $ 127,519 $ 22,670 $ 23,123 2,146 - 1,039 - - - 184,519 545,000 560,000 $ 108,572 $ 86,949 $ 105,541 $ 312,038 $ 567,670 $ 583,123 f[H6 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 • Implementation of the City's new Financial Report (CAFR) for FY2015 earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 31st consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting. Staffing: time and attendance software across all City departments • 3 FEMA disasters to account for and close out. • Creation and implementation of a Grant Management Policy. 161 FY2016 FY2017 FY2018 Total FTE's 7.60 7.60 7.60 161 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: There are no major financial changes or highlights in the fiscal year 2018 budget. IM GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain 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 2012 I FY 2013 I FY 2014 I FY 2015 I FY 2016 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options Increase the number of transactions conducted electronically FY 2012 FY 2016 Internal Control Deficiencies FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Audited Financial Statements FY 2012 FY 2013 FY 2014 FY 2015 i 0 Material Weaknesses 0 1 1 1 0 1 0 0 Target Auditor's Opinion on Financial Measure Measure Measure Measure Unqualified Unmodified Unmodified Unmodified Unmodified Statements 209 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options Increase the number of transactions conducted electronically FY 2012 FY 2016 Internal Control Deficiencies FY 2012 FY 2013 FY 2014 FY 2015 I FY 2016 New Target Si nificant Deficiencies 0 1 0 1 0 1 0 i 0 Material Weaknesses 0 1 1 1 0 1 0 0 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options Increase the number of transactions conducted electronically 163 FY 2012 I FY 2013 I FY 2014 I FY 2015 I FY 2016 New New New New W -2s Delivered Electronically 404 Measure Measure Measure Measure New New New New Vendors Paid Via ACH 209 Measure Measure Measure Measure 163 City of Iowa City Activitv Summar Activity: Accounting (310200) $ 613,186 $ 607,095 $ 645,237 $ 691,622 $ Fund: General (1000) Division: Accounting (310200) 271 17 - - - Intergovernmental Department: Finance 106,654 108,787 Supplies Fed lntergovnt Revenue - 13,977 - - 2014 2015 2016 2017 2018 2019 - - Actual Actual Actual Revised Budget Projection Revenues: 170 91 - - - - Other MiscRevenue General Revenues Subsidy $ 758,603 $ 686,544 $ 725,389 $ 794,973 $ 831,517 3 855.547 Use OF Money And Property $ 613,186 $ 607,095 $ 645,237 $ 691,622 $ Interest Revenues - 271 17 - - - Intergovernmental 106,538 106,654 108,787 Supplies Fed lntergovnt Revenue - 13,977 - - - Disaster Assistance - 1,469 - - - - Miscellaneous 837,517 $ 861,547 Personnel Services - FTE 2014 Intra -City Charges 170 91 - - - - Other MiscRevenue 4,424 7,909 7,347 5,808 5,000 5,000 Printed Materials - - 2 - - - Special Assessments 979 604 1,615 604 1,000 1,000 Other Financial Sources - - 1.00 1.00 Sale OF Assets Assistant Controller 1.00 86 1.00 Total Revenues $ 764,176 $ 710,865 $ 734,456 $ 801,385 $ 837,517 $ 861,547 Expenditures Personnel $ 613,186 $ 607,095 $ 645,237 $ 691,622 $ 728,012 $ 749,852 Services 147,822 100,653 86,635 106,538 106,654 108,787 Supplies 3,168 3,117 2,584 3,225 2,851 2,908 Total Expenditures $ 764,176 $ 710,865 $ 734,456 $ 801,385 $ 837,517 $ 861,547 Personnel Services - FTE 2014 2015 2016 2017 2018 Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00 Accountant -Payroll 1.00 1.00 1.00 - - SrAccountant- Payroll - - - 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 - 0.60 0.60 0.60 Internal Auditor 1.00 - - - - SrAccountant- Accounbng 1.00 2.00 2.00 2.00 2.00 Sr Accounts Payable Cleric 1.00 1.00 1.00 1.00 1.00 Total Personnel 8.00 7.00 7.60 7.60 7.60 164 I01:iy: Fill 1►[c] 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: • Developed and Issued 82 new solicitations including Request for Bids, Request for Proposals, and Request for Quotes. • Issued Request for Proposals for Consulting Services for a 4 -1 -ane to 3 -1 -ane Conversion Project and Consulting Services for a Park Master Plan for Hickory Hill Park. • Administered over 177 City contracts. • Procured over $5.9 million in goods and services • Sold over $358,000 in surplus equipment and vehicles • Update Purchasing Policy with Public Improvements section 1"I Upcoming Challenges: • Training staff on the new Purchasing Policy • Implementing the new Prohibited Interest Policy Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: There are no major financial changes or highlights in the fiscal year 2018 budget. II'M FY2016 FY2017 FY2018 Total FTE's 3.44 3.50 3.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: There are no major financial changes or highlights in the fiscal year 2018 budget. II'M GOALS, OBJECl1VES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain 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 2012 FY 2013 FY 2014 FY 2015 FY 2016 Request for Proposals 19 11 22 22 28 Request for Bids, Request for New New and Quotes Received (excluding 38 36 64 63 54 Quotes, & Cooperatives Measure Measure Other (Purchase Agreements, Sole Source Purchases, Contract 24 46 66 49 95 Renewals, Emergency Purchases, & Assisted Purchases Dollar Value of Procurements* $2.5 $4.2 $3.7 $3.7 $5.9 in 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 2012 FY 2013 FY 2014 FY 2015 FY 2076 Estimated Cost Savings $218,000 $200,000 $204,000 $122,000 $286,000 rounded to the nearest thousand New New Request for Bids, Request for Proposals, and Request for Quotes **Quantities from April 2014 through July 2014 IM FY 2012 1 FY 2013 1 FY 2014* FY 2015 1 FY 2016 Average Number of Bids, Proposals New New and Quotes Received (excluding 2.8 3 3.7 Measure Measure cooperative agreements) **Quantities from April 2014 through July 2014 IM City of Iowa City Activity Summary Activity: Purchasing (310300) Fund: General (1000) Division: Purchasing (310300) Department: Finance Revenues: General Revenues Subsidy Miscellaneous Other Misc Revenue Other Commissions Other Financial Sources Sale OF Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Buyer I - Purchasing Buyer 11 Purchasing Agent Purchasing Clerk Total Personnel 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection $ 296,805 $ 302,206 $ 310,357 $ 340,452 $ 352,733 $ 363,456 3,943 4,848 6,717 4,847 5,000 5,000 8,977 20,655 32,476 20,000 13,000 13,000 J4 $ 309,725 $ 327,709 $ 349,584 $ 365,299 $ 370,733 $ 381,456 $ 281,400 $ 294,538 $ 302,707 $ 322,117 $ 330.857 $ 340,783 26,768 31,672 46,666 42,143 39.226 40,011 1,557 1,499 211 1,039 650 663 $ 309,725 $ 327,709 $ 349,584 $ 365,299 $ 370.733 $ 381,456 2014 2015 2016 2017 2018 0.94 0.94 0.94 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 0.50 0.50 0.50 3.44 3.44 3.44 3.50 3.50 The Revenue Division is responsible for the customer service, billing, and collection procedures for 25,124 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 25,600 customer calls and answered 74% of calls within 20 seconds • Processed 337,567 receipt transactions Recent Accomplishments: • Converted Landfill billing to MUNIS • Upgraded to Munis 11.2 • Created fillable Surepay application on icgov Staffing: Upcoming Challenges: • Participate in Racial Equity Toolkit pilot • Prepare credit card security policy • Rollout contribution process for utility discount program. Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The services expenditure budget in fiscal year 2017 was revised upward by $62,637 or 17.49% due to an increase in credit card processing fees. IM FY2016 FY2017 FY2018 Total FTE's 7.88 7.88 7.88 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The services expenditure budget in fiscal year 2017 was revised upward by $62,637 or 17.49% due to an increase in credit card processing fees. IM GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Department Goal: Improve customer service through expanded payment1service request options. Department Objective: Increase the number of transactions conducted online and by IVR Performance Measures: IX&.141f'M■yf.141[Cm EX&41SC!■X&T11ImEX&III4Zti 10MM. 1 f��c�'pr�f�z�Y�:��ZtIrI:7r�f�lLlB�f�lx:3cii>♦ *Note, single purpose meter accounts were combined with the primary account withe Munis conversion resulting in less active accounts. **percent of calls answered within 20 seconds Payment Method FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Receipt Transactions * 298,262 307,770 302,970 316,340 339,348 Web Transactions ** 83,811 90,700 97,891 98,271 88,236 New New New New IVR Transactions *** 2,469 Measure Measure Measure Measure % Web Transactions of Total 28.10% 29.47% 32.31% 31.06% 26.00% Transactions Change in Web Transactions (%) 11.91% 8.22% 7.93% 0.39% -10.21% % IVR Transcations of Total New New New New 0.73% Transactions Measure Measure Measure Measure New New New New New Change in IVR Transactions (%) Measure Measure Measure Measure Measure *Note, increase in receipts in FY16 partly due to Munis generating multiple receipts for one payment, if multiple bills are paid. **Note, new 3rd party online payment software installed March 2015. ***Note, IVR system installed Sept 2016 170 City of Iowa City Activitv Summar Activity: Revenue (310400) $ 618,453 $ 638,409 $ 643,925 $ 668,133 $ Fund: General (1000) Division: Revenue (310400) 5,511 5,075 5,510 5,000 5,000 Miscellaneous Department: Finance 427,823 436,379 Supplies Misc Merchandise 286 1,942 129 2014 2015 2016 2017 2018 2019 667 - - Actual Actual Actual Revised Budget Projection Revenues: 2016 2017 18 Total Revenues General Revenues Subsidy $ 947,063 $ 947,639 $ 1,043,756 $ 1,087,370 $ 1,091,535 $ 1,120,083 Charges For Fees And Services $ 618,453 $ 638,409 $ 643,925 $ 668,133 $ Water Charges 6,094 5,511 5,075 5,510 5,000 5,000 Miscellaneous 420,733 427,823 436,379 Supplies Misc Merchandise 286 1,942 129 1,942 - - Other MiscRevenue 512 414 58 667 - - Other Financial Sources 1,096,535 $ 1,125,083 Personnel Services - FTE 2014 Sale Of Assets 2016 2017 18 Total Revenues $ 953,955 $ 955,506 $ 1,049,036 $ 1,095,489 $ 1,096,535 $ 1,125,083 Expenditures Personnel $ 618,453 $ 638,409 $ 643,925 $ 668,133 $ 661,702 $ 681,553 Services 330,093 310,698 398,538 420,733 427,823 436,379 Supplies 5,409 6,399 6,573 6,623 7,010 7,150 Total Expenditures $ 953,955 $ 955,506 $ 1,049,036 $ 1,095,489 $ 1,096,535 $ 1,125,083 Personnel Services - FTE 2014 2015 2016 2017 2018 Cashier - Revenue 1.38 1.38 1.38 1.38 1.38 Customer Service Rep - Revenue 5.00 5.00 5.00 4.00 4.00 Utility Billing Coordinator - - - 1.00 1.00 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 7.88 171 1101 KN Wil I] Ai 11►1619 C7evill 1111M Ll I 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 • Station Masters • Community Outreach • School Crossing Guards Recent Accomplishments: Field Operations activities: • Patrol • Investigations :I[CIO PLC] 0k K • The Department continues to contract with St. Ambrose University to analyze traffic contact data. A new memorandum of understanding to continue the project through 2017 was agreed upon. Staffing: Upcoming Challenges: • Chief Sam Hargadine retired on June 30, 2016. A new Police Chief will take over during FY2017. • The Department preparing for onsite inspection and comprehensive policy review by The Commission on Accreditation for Law Enforcement Agencies, Inc., (CALEA®). The Department has held CALEA accreditation since 2002. 172 FY2016 FY2017 FY2018 Total FTE's 5.00 6.00 6.00 172 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: Internal service charges for memory storage have increased the service expenditure budget by 12.43% in fiscal year 2018. 173 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City 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 2011 CY 2012 CY 2013 CY 2014 I CY 2015 Yes Yes Yes Yes Yes Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non -negligent manslaughter, forcible rape, robbery, and aggravated assault) CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Iowa Citv 163 185 228 213 194 Average of Comparable Cities 2,932** 2,838*** 2,515 2,501 333 339 282*** 300 286 in Iowa* Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny -theft, and motor vehicle theft) CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Iowa City 1,580 1,842 1,850 1,756 1,923 Average of Comparable Cities 2,658 2,932** 2,838*** 2,515 2,501 in Iowa* *Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo **Average does not include Dubuque because FBI determined that the agency's data were over - reported, and consequently were not included in their tables ***CY 2013 does not include Waterloo 174 City of Iowa City Activitv Summar Activity: Police Administration (410100) Fund: General (1000) Division: Police Administration (410100) Department: Police 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 741,617 $ 776,939 $ 895,436 $ 1,012,189 $ 1,074,145 $ 1,103,988 Miscellaneous Other Misc Revenue 18 1,027 Total Revenues $ 741,617 $ 776,957 $ 896,463 $ 1,012,189 $ 1,074,145 $ 1,103,988 Expenditures: Personnel $ 689,782 $ 690,710 $ 717,847 $ 798,412 $ 835,999 $ 861,079 Services 38,834 74,658 166,979 201,270 226,288 230,814 Supplies 13,001 11,589 11,637 12,507 11,858 12,095 Total Expenditures $ 741,617 $ 776,957 $ 896,463 $ 1,012,189 $ 1,074,145 $ 1,103,988 Personnel Services - FTE 2014 2015 2016 2017 2018 Administrative Secretary 1.00 1.00 1.00 - - Computer SystAnalyst-Police 1.00 1.00 1.00 1.00 1.00 CSO/Community Outreach - - - 1.00 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 6.00 6.00 175 UI]kyj11►161901TAIkyjMANNAM:W 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 COPS grant officers are in this activity. • 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. • Station Masters are responsible for staffing the Police Department's front desk on a 24 hour basis. They answer incoming phone calls from the public, release impounded vehicles, enter and confirm arrest warrants and assist walk in traffic to the Department. • Community Outreach works to establish and maintain relationships within the community which foster positive communication and interactions between the police department and the public. They engage in dialogue with under -represented groups within the community to improving those relationships and educate community members on police procedures. • School Crossing Guards staff assigned locations where children cross busy roadways on their way to school. W1 HIGHLIGHTS Recent Accomplishments: • The Department expanded the temporary part time Community Outreach Assistant position into a full time position. This position assists Police Officers assigned to Community Policing positions as well as works independently to increase outreach and relationship building between the Police Department and Community. • National Night Out was again a success gearing to strengthen neighborhood spirit and police - community partnerships. Events held on the west and south sides of town were well attended and received positive media attention. Staffing: Upcoming Challenges: • 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. • Attracting, hiring and retaining quality school crossing guards has been a challenge in recent years. This is due in part to the City not offering a competitive wage. Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The fiscal year 2018 personnel expenditure budget includes a 20% pay increase for school crossing guards. There is also an additional temporary, hourly employee being added in fiscal year 2018 to assist the Station Masters and be able to fill in for that position when needed. Capital outlay expenditures include for the replacement of an Animal Services Enforcement truck for $38,000 in fiscal year 2018. 177 FY2016 FY2017 FY2018 Total FTE's 20.00 19.00 19.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The fiscal year 2018 personnel expenditure budget includes a 20% pay increase for school crossing guards. There is also an additional temporary, hourly employee being added in fiscal year 2018 to assist the Station Masters and be able to fill in for that position when needed. Capital outlay expenditures include for the replacement of an Animal Services Enforcement truck for $38,000 in fiscal year 2018. 177 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations, Foster Healthy Neighborhoods throughout the City & Advance Social Justice and Racial Equity Department Goal: Enhance community relations and promote minority recruitment. By continuing to participate in Badges for Baseball, the Youth Citizen Police Academy, Police Cadet program and other programs and events for both adults and youth, 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 community members and officers. In this non -adversarial environment officers and minority community members will be able to interact and open up lines of communication. A better understanding of the job will also enhance recruitment of minority citizens. Performance Measures: * The intentional tracking of this information began in 2014 with the Diversity Implementation Form (DIF). Definitions for the categories listed above were not finalized until mid -2015, making it difficult to compare data from the previous year. 178 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 New New New New Community Outreach* 635 Measure Measure Measure Measure New New New New New Community Presentations* Measure Measure Measure Measure Measure Public Education New New New New 48 Efforts on Rights* Measure Measure Measure Measure New New New New Community Partnerships* 251 Measure Measure Measure Measure * The intentional tracking of this information began in 2014 with the Diversity Implementation Form (DIF). Definitions for the categories listed above were not finalized until mid -2015, making it difficult to compare data from the previous year. 178 Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City 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: 179 City of Iowa City Activitv Summar Activity: Division: Police Administrative Services (410200) Police Administrative Services (410200) Fund: General (1000) Department: Police 2014 2015 2016 2017 2018 2019 24,850 Actual Actual Actual Revised Budget Prosection Revenues: 249,209 Local 28E Agreements 228,160 234,105 General Revenues Subsidy $ 1,471,410 $ 1,351,222 $ 1,334,834 $ 1,628,939 $ 1,845,335 $ 1,868,343 Licenses And Permits Misc Lic & Permits 27,613 24,053 24,849 24,000 24,850 24,850 Intergovernmental 1,734,858 Services 296,831 238,290 249,209 Local 28E Agreements 228,160 234,105 217,404 225,985 217,370 217,370 Charges For Fees And Services 115,008 122,524 124,974 Capital Outlay 13,403 Animal Care Services 9,230 9,945 10,400 10,000 10,400 10,400 Misc Charges For Svc 2,880 3,085 4,375 3,100 4,380 4,380 Miscellaneous Personnel Services - FTE Animal Adoption 9,557 12,912 14,190 13,000 14,190 14,190 Code Enforcement - 1,510 444 1,200 440 440 Contrib&Donafions 1,270 1,759 18,292 51,050 52,010 52,010 Misc Merchandise 5,966 6,786 9,147 6,800 9,150 9,150 Other Misc Revenue 28,699 39,506 59,593 26,432 35,359 35,359 Printed Materials 29,363 28,934 32,754 28,653 32,750 32,750 Other Financial Sources 5.00 5.00 Police Officer 3.00 Sale Of Assets 6,700 1,406 5,014 3.00 Police Records Clerk Total Revenues $ 1,820,848 $ 1,715,223 $ 1,731,296 $ 2,019,159 $ 2,246,234 $ 2,269,242 Expenditures: Personnel $ 1,440,940 $ 1,395,757 $ 1,382,667 $ 1,457,064 $ 1,684,328 $ 1,734,858 Services 296,831 238,290 249,209 422,087 401,382 409,410 Supplies 69,674 81,176 99,420 115,008 122,524 124,974 Capital Outlay 13,403 25,000 38,000 Total Expenditures $ 1,820,848 $ 1,715,223 $ 1,731,296 $ 2,019,159 $ 2,246,234 $ 2,269,242 Personnel Services - FTE 2014 2015 2016 2017 2018 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 3.00 3.00 3.00 3.00 3.00 Police Records Clerk 2.00 2.00 2.00 - - PoliceRecordsTechnician - - - 4.00 4.00 Police Sergeant 1.00 1.00 1.00 1.00 1.00 Records Supervisor 1.00 1.00 1.00 - - SrPolice Records Clerk 2.00 2.00 2.00 Total Personnel 20.00 20.00 20.00 19.00 19.00 Capital Outlay 2017 2018 Animal Control Truck $ - $ 38,000 Animal Services Transport Vehicle 25,000 Total Capital Outlay $ 25,000 $ 38,000 11-I6 Ia1:11eZe]»01TAIIs] ►6y The Police Department's Field Operations Division is organized into two activities, Patrol and Investigations. The division is commanded by a Captain. • Patrol: The Patrol section is the largest section in the department and is responsible for handling calls for service from the public in addition to handling special assignments and self -initiated activities. Officers are responsible for the protection of life and property, and help maintain peace, order, and safety for all. The patrol section is divided in to three watches (shifts) providing 24-hour service. Each watch is under the supervision of a Lieutenant and two Sergeants. In addition to the traditional patrol units, the patrol section also has 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 and Technical Accident Investigators (TI) to investigate vehicle crashes.. 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. 181 �MIMMI I[rl:r&y Recent Accomplishments: • Six Police Officers went to Crisis Intervention Team (CIT) training in San Antonio, Texas. CIT refers to a collaborative effort between law enforcement and the mental health community to help officers handle incidents involving mentally ill people. These six officers have receiving additional training to become instructors on the topic, which will culminate with a 40 hour training course for each police officer in Johnson County during 2017. Staffing: Upcoming Challenges: • Due to recent and upcoming staffing issues, the Department will be sending four Police Officers to the academy in January 2017. The entire training process will take approximately seven months, with these new officers expected to be available for solo patrol duties in August 2017. Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The fiscal year 2018 capital outlay budget includes $120,000 for the replacement of all the patrol vehicle in -car camera recorders and $255,000 for the replacement of six patrol cars and the purchase of one new unmarked car. 11-N FY2016 FY2017 FY2018 Total FTE's 80.00 80.00 80.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The fiscal year 2018 capital outlay budget includes $120,000 for the replacement of all the patrol vehicle in -car camera recorders and $255,000 for the replacement of six patrol cars and the purchase of one new unmarked car. 11-N GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City 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: Traffic Accidents and Average Damage (Average Damage, Reportable I $4,421 I $3,276 I $4,800 I $4,770 I $4,795 * 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. A 1IMRi9X4311-I.PestiE180• �xB�tcl:I 11.16��ci� Response Time: Loud Party Complaints (in minutes) 183 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity Identify and implement an achievable goal to reduce disproportionality in arrests. The Police Department strives to provide services to members of the community in a manner which is fair and equitable. This includes the manner in which it enforces the law and makes arrests. The Department will reduce its disproportionality in arrests through officer education and training, in conjunction with supervisory coaching and monitoring. 184 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Total # of Charges 6,142 5,393 5,965 5,865 5,270 Total # of Charges - White 4,592 3,861 4,192 3,845 3,508 Total # of Charges - Black 1,460 1,426 1,658 1,913 1,623 Total # of Charges - Asian 74 66 79 80 100 Total # of Charges - Am. Indian 5 10 9 7 17 Total # of Charges - Unknown 11 30 27 20 21 184 City of Iowa City Activitv Summar Activity: Police Field Operations Division: Police Field Operations (410300) (410300) 2015 2016 2017 2018 Fund: General (1000) Department: Police 1.00 1.00 2014 2015 2016 2017 2018 2019 4.00 4.00 Actual Actual Actual Revised Budget Prosection Revenues: Police Lieutenant 4.00 4.00 4.00 4.00 4.00 Police Officer General Revenues Subsidy $ 8,692,280 $ 8,786,128 $ 8,868,672 $ 9,540,974 $ 9,678,365 $ 9,768,943 Other City Taxes 7.00 7.00 Total Personnel 80.00 80.00 80.00 80.00 Hotel/Motel Tax Capital Outlay 459,348 502,258 512,412 502,258 512,410 512,410 Use Of Money And Property $ 335,500 $ 255,000 Software Interest Revenues 9,466 21 107 700 - - - Intergovemmental Video Recording Devices (System) - 120,000 Other Operating Equipment Fed lntergovnt Rev 118,657 130,575 29,257 50,398 26,579 26,579 Local 28E Agreements 474,966 $ 10,000 10,000 10,000 10,000 10,000 10,000 Other State Grants 209,538 186,715 215,835 233,640 203,114 203,114 Charges For Fees And Services Fire Services 4,570 7,775 5,658 6,000 5,660 5,660 Police Services 88,193 226,620 112,112 44,121 37,237 37,237 Miscellaneous Code Enforcement 998 579 459 500 460 460 Other Misc Revenue 18,501 12,234 9,099 7,500 4,950 4,950 Contdb&Donations 11,680 - - - - - Misc Merchandise 6 583 - - - - Other Financial Sources Sale Of Assets 72,716 33,868 51,860 30,000 28,800 28,800 Total Revenues $ 9,686,508 $ 9,897,442 $ 9,816,064 $ 10,425,391 $ 10,507,575 $ 10,598,153 Expenditures: Personnel $ 8,512,295 $ 8,608,002 $ 8,746,017 $ 9,079,289 $ 9,246,647 $ 9,524,046 Services 663,980 629,805 537,432 599,823 570,161 581,564 Supplies 204,987 199,287 180,359 271,313 188,767 192,542 Capital Outlay 305,246 460,348 352,256 474,966 502,000 300,000 Total Expenditures $ 9,686,508 $ 9,897,442 $ 9,816,064 $ 10,425,391 $ 10,507,575 $ 10,598,153 Personnel Services - FTE 2014 2015 2016 2017 2018 Comm Sery 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 2017 2018 Automobiles $ 335,500 $ 255,000 Software 9,466 - Vehicle Equipment 10,000 5,000 Video Recording Devices (System) - 120,000 Other Operating Equipment 120,000 122,000 Total Capital Outlay $ 474,966 $ 502,000 l"I 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 health & safety and fitness committees, uniform procurement, annual 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, the furnishings and equipment for not only routine business but also the equipment and resources related to the Iowa City Fire Department wellness/fitness initiative. HIGHLIGHTS • Three chief officers were each part of a Commission on Fire Accreditation International (CFAI) peer assessor site team to verify and validate a request for accreditation. Benchmarking has assisted the ICFD in meeting its goals for continuous improvement. • 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). • Participated in STAR Community Forum to understand and align recognized areas for improvement within department goals and objectives. • Succession planning for upcoming promotions has been paramount this year with the deputy chief set to retire at the end of this calendar year (2016). Recent Accomplishments: Upcoming Challenges: • Developed an updated Community • Articulating space needs within Risk and Standard of Cover existing facilities to create a long - document. The eight month process range facilities master plan to drive included considerable input from both capital improvement pursuits. internal and external stakeholders. • Meeting travel time goals will become • With the Standard of Cover updated, more difficult to achieve. Traffic pre - work on a new Strategic Plan is emption equipment and/or closest unit underway. Four moderated meetings dispatching should be discussed in will be held in November and efforts to achieve total response time December of 2016. goals. • Efforts to improve health and wellness GIS capabilities will be required and have realized the following noteworthy no in-house expertise exists. The benchmarks: From 2014 to 2015 CAD vendor continues to struggle with members with abnormal blood glucose populating a high percentage of calls fell from 22 percent to 10 percent. for service with latitude / longitude Members classified as representing an coordinates. increased or significant cardiac risk fell The lack of a training center forces from 43 percent to 19 percent. crews to conduct hands-on training • To reduce the incidence of training wherever they can. The situation related injuries, safety information and causes units to move about the city warm-ups prior to conducting and complicates the task of assuring physically demanding training was district coverage. instituted. Non -incident injuries Video conferencing equipment needs dropped from 13 in 2013 to 6 in 2015. to be replaced. It is becoming less Only 4 OSHA -reportable injuries were and less reliable. experienced in 2015, the lowest such occurrence in several years. 11-YA Staffinq: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: Fiscal year 2018 service expenditures increased by 9.92% due to $13,500 in additional funding for window replacement at Fire Station #3 and overhead door repairs. Service expenditures were also increased by $11,500 for the reaccreditation assessment. Fiscal year 2018 capital outlay includes $40,000 for the replacement of two outdoor warning sirens and $24,500 to update the video conferencing training equipment FY2015 FY2016 FY2017 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: Fiscal year 2018 service expenditures increased by 9.92% due to $13,500 in additional funding for window replacement at Fire Station #3 and overhead door repairs. Service expenditures were also increased by $11,500 for the reaccreditation assessment. Fiscal year 2018 capital outlay includes $40,000 for the replacement of two outdoor warning sirens and $24,500 to update the video conferencing training equipment GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Community Engagement and Intergovernmental Relations STAR Objective: Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts Department Goal/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. Fire Emergency Operations'IM10Maintain Insurance Services Office (ISO) Public Protection Classification of 2. Performance Measures: Meet ACR requirements to maintain CFAI accredited agency status Number of reaccreditation report adopted recommendations implemented Maintain ISO Class 2 rating rr.1*: CY 2011 1 CY 2012 CY 2013 CY 2014 CY 2015 New New Strategic Recommendations (7) 1 of 7 2 of 7 4 of 7 Measure Measure New New Specific Recommendations (9) 2 of 9 4 of 9 6 of 9 Measure Measure Maintain ISO Class 2 rating rr.1*: 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 Contdb & Donabons Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Adminish-abve Secretary Battalion Chief Deputy Fire Chief Fire Chief Total Personnel Capital Outlay Weather Alert Siren(s) Software Other Operabng Equipment Total Capital Outlay 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection $ 1,370,309 $ 1,330,770 $ 1,385,095 $ 1,375,000 $ 1,385,100 $ 1,385,100 - - - 30,000 32,000 32,000 200 250 O oV $ 1,371,035 $ 1,331,050 $ 1,385,345 $ 1,405,000 $ 1A17,100 $ 1,417,100 $ 480,393 $ 472,253 $ 479,077 $ 494,673 $ 516,667 $ 532,167 196,673 199,227 218,792 292,034 321,004 327,424 71,027 52,830 74,568 104,246 94,585 96,477 10,000 10,210 7,036 95,300 64,500 40,000 $ 758,093 $ 734,520 $ 779,473 $ 986,253 $ 996,756 $ 996,068 2014 2015 2016 2017 2018 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 3.00 3.00 3.00 3.00 IPPl 2017 2018 $ 60,000 $ 40,000 20,000 - 15,300 24,500 $ 95,300 $ 64,500 AM I A:Z1c3 A► IWKSI a A:7evill I Is] 61 The Fire Emergency Operations Division works a three -shift system. Each duty shift is 24 hours in length and includes one Battalion Chief, one Captain, four Lieutenants, and 14 Firefighters. Minimum staffing for the fire department is 16 emergency response personnel on duty at all times, 24 hours a day. The division provides incident response to all types of emergencies. Calls for service are divided into four categories: fire suppression, emergency medical services, technical rescue, and hazardous materials response. Fire Suppression: ICFD personnel respond to all types of fires. Firefighting activities do require more resources (personnel, equipment, etc.) than other types of emergencies. Fires have a greater potential to harm people and property. The department is continually looking for ways to decrease response times and to reduce the number and severity of fires. • Emergency Medical Services: All ICFD personnel are minimally certified to the Emergency Medical Technician (EMT) service level. The department does not transport patients but does serve 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 the following technical rescue services: water and ice rescue, trench and structural collapse rescue, vehicle and heavy machinery rescue, rope rescue, and confined space rescue. The ICFD's Special Operations Response Team (SORT) provides a core group of highly trained emergency response personnel that also provide department training on the various rescue disciplines. • Hazardous Materials Response: The department continues to be active in haz-mat response and assumes a leadership role with the Johnson County Hazardous Materials Response Team (JCHMRT). The JCHMRT includes 17 ICFD personnel and up to 30 total members who are trained and certified to the Hazmat Technician level. :1[CIO ION 0111K • Call volume for emergency service continues to increase in Iowa City. The ICFD is on track to respond to over 7,000 calls for service in 2016. That number of calls would represent an unprecedented one-year increase of 15%. Over a nine year period, call volume grew from 3,684 in 2006, to 6,016 in 2015, a 63% increase. The department is currently averaging just over 19 emergency calls for service per day. • As of 10/03/2016, fire personnel have responded to 164 fire emergencies this year, resulting in just over $600,000 in property damage. The pre -incident value of the affected property is over $24.7 million, resulting in a total saved value of just over $24 million. The largest single fire loss as of this date was estimated at $170,000, for a fire that occurred in a single family residence. • The ICFD continues to experience an increase in the number of emergency calls for service and in the number of simultaneous calls for service. In calendar year 2015, 191 26.8% of emergency incidents were overlapping; 22.7% in 2014; and 22.2% in 2013. Overlapping calls for service negatively affect response reliability when a response vehicle is already committed to another call. Response times to the emergency will be longer because a more distant unit will have to respond. Recent Accomplishments: • Of the 56 building fires in 2015, 40 were confined to the room of origin; 5 were confined to the floor of origin; and 11 were confined to the building of origin. • The department placed into service a new special operations response trailer to provide greater efficiencies at technical rescue incidents. • During the 2015 calendar year, 17% of patients in cardiac arrest were converted to a life supporting heart rhythm. • The department recently purchased an updated command response vehicle to provide the command and control at building fires and other high risk events. Fra Upcoming Challenges: • Calls for service increased by 485 incidents between 2013 and 2015. The department will likely respond to over 7000 calls in 2016, an increase of over 1000 incidents from 2015. • Cooking fires continue to trend as the city's leading cause of building fires. • There is an increase in overlapping calls for service from 22.7% in 2014 to 26.8% in 2015. • Meeting established response time goals given current staffing and existing fire station locations. Growth and development on the east, southeast and west are impacting our ability to respond quickly and within community expectations. • The department is experiencing a significant increase in calls categorized as "invalid assist." The department will take a lead in bringing together community stakeholders in efforts to identify appropriate solutions for those persons. • The county's EMS patient transport service is getting busier and we are on occasion seeing extended arrival times for an ambulance to arrive. The fire department is exploring a service enhancement to go 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 the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The service expenditures increased by 9.65% in fiscal year 2018 primarily due to an increase in vehicle repair and maintenance charges of $34,115. 193 FY2016 FY2017 FY2018 Total FTE's 59.00 59.00 59.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The service expenditures increased by 9.65% in fiscal year 2018 primarily due to an increase in vehicle repair and maintenance charges of $34,115. 193 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City STAR Objective: Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts Department Goal/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 Tar et CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 %Com Compliance 90% 89% 92% 91% 89%1 94% n Minutes I < 6:00 1 < 6:00 1 < 6:00 1 < 6:00 1 < 6:00 1 < 6:00 Fire Control CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Building Fires 44 42 39 38 56 Fires confined to object of origin 5 2 6 6 9 Fires confined to room of origin 19 24 17 19 31 Fires confined to floor of origin 1 2 1 7 5 Confined to building of origin 7 10 13 6 11 Beyond the building of origin 6 1 0 0 0 %Compliance 57% 62% 64% 66% 71% 194 City of Iowa City Activity Summary Activity: Fire Emergency Operations (450200) Fund: General (1000) Division: Fire Emergency Operations (450200) Department: Fire Revenues: General Revenues Subsidy Other CityTaxes Utility Franchise Tax Charges For Fees And Services Fire Services Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Battalion Chief Fire Captain Fire Lieutenant Firefighter Total Personnel Capital Outlay Vehicle Equipment Other Operating Equipment Total Capital Outlay 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection $ 5,629,410 $ 5,901,517 $ 5,832,099 $ 6,052,648 $ 6,239,040 $ 6,438,408 585,611 531,997 515,798 3,287 3,000 3,300 3,755 2,648 936 531,997 528,050 528,050 3,000 3,000 3,000 49,033 14,550 26,285 $ 6,271,096 $ 6,453,712 $ 6,378,418 $ 6,587,645 $ 6,770,090 $ 6,969,458 $ 5,906,639 $ 6,007,284 $ 6,061,856 $ 6,193,649 $ 6,396,644 $ 6,588,543 253,911 352,499 241,023 262,236 287,551 293,302 90,087 86,404 38,144 114,260 85,895 87,613 20,459 7,525 37,395 17,500 $ 6,271,096 $ 6,453,712 $ 6,378,418 $ 6,587,645 $ 6,770,090 $ 6,969,458 2014 2015 2016 2017 2018 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 12.00 12.00 12.00 12.00 12.00 42.00 42.00 42.00 42.00 42.00 59.00 59.00 59.00 59.00 59.00 Wil 2017 2018 $ 10,000 $ 7,500 $ 17,500 $ a1:7:8aall WAALIIII I ki The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code enforcement, 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 who reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all fire prevention activities which include: fire/arson investigation, fire code enforcement, building plan review, and fire and life safety education. A trained shift fire inspector conducts the inspections of liquor license establishments, schools, daycares, churches, and all City buildings. Emergency operations personnel conduct the fire safety inspections of all commercial and University of Iowa buildings. The Fire Marshal oversees the regular inspection of all businesses, churches, daycares, schools, and university buildings. Educational opportunities are present with each inspection. FD personnel use the opportunity to increase fire safety awareness by explaining fire code violations and associated hazards. Response personnel will also use the time to familiarize themselves with a building and its interior. All personnel cherish the opportunity presented through fire code enforcement to grow community relationships. The wide range of activities provided by fire and life -safety educators include daycare/preschool and K-12 school presentations, Kids Safety House visits, Safety Village training sessions, UI Resident Assistant Fire Academy training, senior safety tips for older adults, and crowd manager training for employees of assembly occupancies. Building on a long partnership with SAFE KIDS Johnson County, the department has trained child safety seat technicians and has designated Station 4 as a child safety seat "FIT Station." The department piloted a new program in 2016 called "Fired Up About Reading" which focuses on getting at -risk elementary students to read outside of school. The program also gives fire personnel the opportunity to interact with at - risk youth in a very positive way. A rekindled partnership with the American Red Cross has benefitted the citizens of Iowa City through disaster/fire recovery assistance as well as life safety programs that target specific neighborhoods to supply and install working smoke alarms. The investigation of fire cause 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 (FIT) to determine the origin and cause of the fire. Fire investigation team members receive specialized training and are required to complete continuing education courses to remain current. HIGHLIGHTS • As of October 13, 2016, the FPB has conducted 1,999 fire and life -safety inspections • As of October 13, 2016, the FPB investigated 165 fire incidents to determine the origin and cause of the fire. As in years past, the kitchen remains the reported area of origin for a majority of residential fires (50); unattended cooking accounts for the largest number of these fires. Recent Accomplishments: • Fire Marshal Greer became Vice President of the Iowa Fire Marshal's Association. • Fire Marshal Greer elected as Director of Investigations in the IAAI- Iowa Chapter. • The ICFD partnered with the Red Cross to install 220 smoke alarms in the Lucas Farms neighborhood. Two weeks later a fire occurred in one of those homes. The alarms activated, alerting the occupant who then escaped to safety. • The Fired Up About Reading program that was piloted in the Fall of 2015-16 school year by FF Farrey is now in demand at several schools. • The Compliance Engine (TCE) became the new third party repository for fire protection equipment inspection reports. Reporting to correct deficient systems is managed by TCE. 6Iifii71 61 Upcoming Challenges: • Identify methods to streamline fire code inspections so as to not detract from the work load of emergency services and firefighter training. • Obtain training to achieve origin and cause certification (FIT/CFI) for Fire Marshal. • Identify programs currently available or find new ideas to provide fire and life -safety education to at -risk neighborhoods and schools. • Develop a long-term plan regarding staffing of the fire prevention bureau to handle an increased work load along with succession planning for the fire marshal position. • Explore other opportunities for public/private partnerships to provide life safety programs. • Reduce the incidence of false alarms which grew by 7.7% in 2015. Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: Fiscal year 2018 service expenditures decreased by 22.5% primarily due to a decrease in ITS internal service charges. FY2016 FY2017 FY2018 Total FTE's 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: Fiscal year 2018 service expenditures decreased by 22.5% primarily due to a decrease in ITS internal service charges. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable 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 l.�Ffii.. �L[:1•�:i�I:1•�:Yli�i�ifil�i[�Y�:i• Fire & life -safety building inspections conducted Increase presence and condition of smoke alarms encountered in fire incidents to 100% Smoke Alarm Status CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 lWorkinq 22 56 28 23 37 Not Workin 2 5 3 1 2 None Present/Undetermined 10 18 8 14 17 ncidents 44 1 79 1 39 1 38 1 56 JPercentWorking 50.0% 1 70.9% 1 71.8% 1 60.5% 1 66.0% IRN City of Iowa City Activitv Summar Activity: Fire Prevention (450300) Fund: General (1000) Division: Fire Prevention (450300) Department: Fire 17,176 1,482 2014 2015 2016 2017 2018 2019 191,601 Actual Actual Actual Revised Budget Prosection Revenues: S 222,490 Expenditures: General Revenues Subsidy $ 191,071 $ 226,488 $ 183,411 $ 219,961 $ 216,559 $ 222,490 Miscellaneous Personnel $ 127,359 $ 135,626 Other Misc Revenue 530 - - - - - Other Financial Sources Sale Of Assets 17,176 1,482 Total Revenues $ 191,601 $ 243,664 $ 184,893 $ 219,961 $ 216,559 S 222,490 Expenditures: Personnel $ 127,359 $ 135,626 $ 139,391 $ 152,848 $ 159,981 $ 164,780 Services 25,479 40,169 29,268 47,894 37,120 37,862 Supplies 21,768 13,300 16,234 19,219 19,458 19,847 Capital Outlay 16,995 54,569 Total Expenditures $ 191,601 $ 243,664 $ 184,893 $ 219,961 $ 216,559 $ 222,490 Personnel Services - FTE 2014 2015 2016 2017 2018 Battalion Chief 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 aIC7:111I01MI►IIkiIc The Fire Training division operates under the direction of the Battalion Chief in charge of Training (assigned to a 56 -hour work week) and the Training Officer/Lieutenant (assigned to a 40 -hour work week). 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 1PLC] 0kK Calendar year 2015 department training activities include: • Department training hours for the year: 16,005 hours • Training hours per member per month: 20.8 hours • New firefighter entry level orientation training: 720 hours Recent Accomplishments: • Conducted 2"' 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 Johnson County Ambulance. • Conducted three six-week candidate orientation classes for new hires. • Certified eight department members in Blue Card Incident Command. • Provided State of Iowa Driver Operator class and certification program. Staffinq: Upcoming Challenges: • Absence of a fire training facility within the city limits of Iowa City will lead to skills degradation. • Acquiring funds to hire -back personnel for emergency response coverage while on -duty crews conduct hands-on training at the Coralville Training Facility. • Planning, designing and budgeting for a new training center to be located in the new Public Works Campus at the intersection of South Gilbert Street and McCollister Blvd. • Acquiring funds to purchase and convert existing training online training platform and records management system. 0A➢] FY2016 FY2017 FY2018 Total FTE's 1.00 1.00 1.00 0A➢] Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: In the 2017 Capital Improvement Program, there are funds for the construction of a new training tower at the site of the new Public Works Facility. Financial Highlights: The fiscal year 2018 service expenditures increased by 15.91 % primarily due to a new online emergency services training platform and record keeping software system and an increased budget for firefighter/officer certifications. Oily, GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation & Foster Healthy Neighborhoods throughout the City STAR Objective: Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts Department Goal/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 2011 CY 2012 CY 2013 CY 2014 CY 2015 Hours %Achieved %Achieved %Achieved %Achieved %Achieved New New Minimum (96) 33 33 100% 93% 100% Measure Measure Measure New New New New In Process Goal (160) 76% 63% 59% Measure Measure Measure During CY 2014, two personnel were on extended leave and unable to participate in training. Certifications obtained Safety Officer Goal CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 New New New Certified 33 33 64 Measure Measure Measure New New New In Process 0 0 Measure Measure Measure Fire Officer Goal CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 New New Certified 2 2 25 30 Measure Measure New New In Process 12 2 0 Measure Measure Haz Mat Tech Goal CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Certified 50 62 62 64 61 64 In Process 14 2 2 0 3 011% City of Iowa City Activitv Summar Activity: Fire Training (450400) Fund: General (1000) Division: Fire Training (450400) Department: Fire 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 173,120 $ 166,246 $ 142,953 $ 179,406 $ 185,837 $ 190,753 Charges For Fees And Services Fire Services 717 629 286 - - - Other Financial Sources Sale Of Assets 7,159 Total Revenues $ 180,996 $ 166,875 $ 143,239 $ 179,406 $ 185,837 $ 190,753 Expenditures: Personnel $ 110,959 $ 118,972 $ 112,974 $ 115,630 $ 119,891 $ 123,488 Services 28,689 41,220 23,122 48,915 56,697 57,831 Supplies 9,175 6,683 7,143 14,861 9,249 9,434 Capital Outlay 32,173 Total Expenditures $ 180,996 $ 166,875 $ 143,239 $ 179,406 $ 185,837 $ 190,753 Personnel Services - FTE 2014 2015 2016 2017 2018 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 111061 1:0:7X*A0: ]N*TVIIs]0VAI]k411►1619RAIIs]0I 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. 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, Robert A. Lee Recreation Center, Mercer Aquatic Center and Scanlon Gymnasium 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 • Juli Seydell Johnson became Director of Parks & Recreation — January, 2016. • Operations of the Farmer's Market returned to direct management by the Parks & Recreation Department. • Farmer's Market launched service to accept SNAP and EBT payments. Provided "Double Up Food Bucks" to SNAP participants. • Master Plans were completed for Hickory Hill Park, Lower City Park and East Side Sports Complex. • The Government Buildings Division restructured staffing to help with better cross - coverage and more extensive coverage for Recreation Center facilities and to allow for a more efficient operation. 0AH! • The building of an automated system for further monitoring and improvement of energy use city-wide is ongoing. • The Government Buildings staff reviewed existing contracts with preventative maintenance contractors to find efficiencies in separating out work that can be done by internal staff. Recent Accomplishments: Upcoming Challenges: • New Director, Juli-Seydell Johnson • Continued review of department • New Facility Manager, Kumi Morris policies, procedures and staffing. • Hickory Hill Park Master Plan • Impacts of Chauncey construction • East Side Sports Master Plan on Farmer's Market. • Lower City Park Master Plan • Discontinuing Mercer Market due to • Offering SNAP and EBT electronic low attendance Payments at Farmers Market • Aging infrastructure in primary facilities. Staffing: Staffing Level Change Summary: The .67 FTE of the Facilities Manager was moved from the Recreation activity into the Government Buildings activity. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: There was a decrease in the fiscal year 2018 service expenditures of 33.02% primarily because the fiscal year 2017 budget included $75,000 in consulting fees for a parks and recreation master plan. This was partially offset by an increase in ITS internal service charges due to the consolidation of parks and recreation charges into the administration budget. 0101 FY2016 FY2017 FY2018 Total FTE's 7.33 6.33 7.00 Staffing Level Change Summary: The .67 FTE of the Facilities Manager was moved from the Recreation activity into the Government Buildings activity. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: There was a decrease in the fiscal year 2018 service expenditures of 33.02% primarily because the fiscal year 2017 budget included $75,000 in consulting fees for a parks and recreation master plan. This was partially offset by an increase in ITS internal service charges due to the consolidation of parks and recreation charges into the administration budget. 0101 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Monitor/utilize endowments, donations, and grant funding sources to decrease reliance on general fund subsidies. (Strategic Goal: Evaluate alternative revenue sources.) 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 2017 1 CY 2012 CY 2013 CY 2014 CY 2015 Iowa City Parks and Recreation $118,125 $165,194 $114,736 $89,066 $82,040 Foundation $448,780 $1,820,930 $438,190 $335,157 $201,654 Community Foundation NA $10,373 $17,864 $23,853 $28,684 of Johnson County* $7.446 $30.636 $8.364 $5.747 $5.852 * Community Foundation started in CY 2012 Donations & Grant Funding FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Donations** $56,541 $258,063 $129,395 $54,828 $195508 Grant Fundin ** $448,780 $1,820,930 $438,190 $335,157 $201,654 Total $505,321 $2,078,993 $567,585 $389,985 $397162 Per capita calculation used 2010 US Census $7.446 $30.636 $8.364 $5.747 $5.852 ** Amounts include both General Fund and Capital Improvement Project Funds Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Enhance Community Engagement and Intergovernmental Relations STAR Objective: Public Spaces - Create a network of well -used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community Department Goal/Objective: Develop programs and events that support community engagement and neighborhood development. Enhance and expand program offerings to include all areas and demographic segments. Performance Measures: 010 FY 2012 I FY 2013 I FY 2014 I FY 2015 I FY 2016 New New Programs 168 177 192 Measure Measure New New Participants 59,486 62,672 66,653 Measure Measure 010 City of Iowa City Activitv Summar Activity: Park and Rec Admin (510100) Fund: General (1000) Division: Park and Rec Admin (510100) Department: Parks and Recreation 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 283,961 $ 540,834 $ 204,442 $ 348,089 $ 329,537 $ 338,970 Charges For Fees And Services Parking Charges 9,780 22,400 28,950 22,400 10,000 10,000 Miscellaneous Other Misc Revenue 309 Total Revenues $ 294,050 $ 563,234 $ 233,392 $ 370,489 $ 339,537 $ 348,970 Expenditures: Personnel $ 241,845 $ 246,996 $ 208,145 $ 258,823 $ 264,190 $ 272,116 Services 49,865 34,217 24,223 108,543 72,697 74,151 Supplies 2,340 2,021 1,024 3,123 2,650 2,703 Capital Outlay 280,000 Total Expenditures $ 294,050 $ 563,234 $ 233,392 $ 370,489 $ 339,537 $ 348,970 Personnel Services - FTE 2014 2015 2016 2017 2018 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 011YA City of Iowa City Activitv Summar Activity: Farmers Market (510200) Division: Park and Rec Admin (510300) 2015 2016 2017 2018 Custodian - Govt Bldgs Department: Fund: General (1000) Parks and Recreation 3.00 2.00 2014 2015 1.00 2016 1.00 2017 1.00 2018 2019 1.00 1.00 Actual Actual Facilities Manager Actual - Revised 0.33 Budget Prosection Revenues: 0.33 Total Personnel 4.83 4.83 5.33 4.33 5.00 General Revenues Subsidy $ - $ - $ 19,561 $ - $ - $ - Use Of Money And Property Rents 76,319 76,581 70,417 85,008 87,670 87,670 Charges For Fees And Services $ 397,884 $ 605,437 $ 642,095 $ 673,607 $ 762,923 $ 782,199 Misc Charges For Svc 3,126 2,977 2,465 4,386 2,561 2,561 Miscellaneous $ 234,214 $ 269,713 $ 274,332 $ 308,717 $ 401,743 $ 413,795 Contdb&Donations 5,650 4,700 4,700 4,700 4,700 4,700 Misc Merchandise 3,121 3,098 537 1,800 5,000 5,000 Total Revenues $ 88,216 $ 87,356 $ 97,680 $ 95,894 $ 99,931 $ 99,931 Expenditures: $ 397,884 $ 605,437 $ 642,095 $ 673,607 $ 762,923 $ 782,199 Personnel $ 31,134 $ 15,988 $ 10,574 $ 44,417 $ 39,987 $ 41,187 Services 31,921 41,971 84,331 29,562 30,644 31,257 Supplies 5,054 6,782 2,775 8,106 7,052 7,193 Total Expenditures $ 68,109 $ 64,741 $ 97,680 $ 82,085 $ 77,683 $ 79,637 Activitv Summa Activity: Government Buildings Division: Park and Rec Admin (510300) 2015 2016 2017 2018 Custodian - Govt Bldgs Department: Fund: General (1000) Parks and Recreation 3.00 2.00 2014 2015 1.00 2016 1.00 2017 1.00 2018 2019 1.00 1.00 Actual Actual Facilities Manager Actual - Revised 0.33 Budget Projection Revenues: 0.33 Total Personnel 4.83 4.83 5.33 4.33 5.00 General Revenues Subsidy $ 397,884 $ 605,437 $ 642,053 $ 673,607 $ 762,923 $ 782,199 Other Financial Sources Sale Of Assets 42 Total Revenues $ 397,884 $ 605,437 $ 642,095 $ 673,607 $ 762,923 $ 782,199 Expenditures: Personnel $ 234,214 $ 269,713 $ 274,332 $ 308,717 $ 401,743 $ 413,795 Services 138,838 303,781 330,630 337,306 332,536 339,187 Supplies 24,832 31,943 27,758 27,584 28,644 29,217 Capital Outlay 9,375 Total Expenditures $ 397,884 $ 605,437 $ 642,095 $ 673,607 $ 762,923 $ 782,199 Personnel Services - FTE 2014 2015 2016 2017 2018 Custodian - Govt Bldgs 2.50 2.50 3.00 2.00 2.00 M.W. I - Govt Bldgs 1.00 1.00 1.00 1.00 1.00 M.W. 11- Govt Bldgs 1.00 1.00 1.00 1.00 1.00 Facilities Manager - - 0.33 0.33 1.00 Rec. Maint. Supr 0.33 0.33 Total Personnel 4.83 4.83 5.33 4.33 5.00 011I7 Nx91N:rAIIs] ► 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 nine areas: Administration, Recreation Center Operations, Building Maintenance, Social/Cultural/Environmental Activities, Aquatics, Special Populations Involvement (SPI), Youth Sports, Adult Sports, and Customer Engagement. Recreation Administration Administrative personnel include the Recreation Superintendent and Office Coordinator. Administration provides oversight and support for the other eight areas within the division. Recreation 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, and multipurpose rooms. Scanlon Gymnasium offers rentals including gym rentals and birthday party packages. With 2 full courts, the Scanlon Gym hosts many tournaments (soccer, volleyball, basketball) bringing hundreds of participants throughout Iowa to Iowa City. The Mercer/Scanlon facility 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. A Potter's Studio, Painting and Printing facilities and a Craft Room are available year round. 0AF] 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 nine weeks of swimming, crafts, roller skating, field trips, sports, and elective camps. This indoor/outdoor camp consists of eight one-week sessions for children completing grades K-6. Playgrounds provide supervised activities in several Iowa City park sites. Sports, games, crafts, and special events are included. This eight-week summer program is designed for children completing grades K-6. Aquatics Aquatics programs offer a variety of levels in swimming instruction. Along with lessons, the Robert A. Lee Community Recreation Center pool is available at various hours for public swimming, lap swim, and specialty classes. The Mercer Park Aquatic Center, completed in 1988, is indoors and offers a variety of programs as well. The division maintains one outdoor pool at City Park for summer classes and open swim. City Park Pool is located outdoors on Park Road in Upper City Park on the northwest side of Iowa City. This is a T-shaped pool featuring a super shallow area on both sides of the 'T,' a 50 - meter and 25 -yard lap swim area, and two (2) one -meter and one (1) three -meter diving boards. The pool depth ranges from 1 to 14 feet. The facility also features a small wading pool for use by young children being directly supervised by a certified lifeguard. Both the main pool and the wading pool are handicap accessible. Numerous shade structures and incorporated trees provide a park -like experience. Included is an accessible picnic area that guests are welcome to utilize whilst visiting. The City Park Pool is open from Memorial Day to Labor Day. Mercer Aquatic Center is divided into three separate sections. The deep section is on the east end of the pool. This section is 25 yards long; depth ranges from 4'6" to 12' and contains two (2) one -meter diving boards. The middle section is 25 yards long; depth ranges from 4'2" to 4'6". The shallow section is on the west end of the pool. It is approximately 2'6" to 4'. There is an outside wading pool area which requires children to have adult supervision. The Mercer Aquatic Center is also equipped with a 12 person spa. Robert A. Lee Pool is located at 220 S. Gilbert St. in downtown Iowa City. This is an L-shaped pool featuring a 25 -yard main body, with the water ranging from 3 to 5 feet in this area and a rock climbing wall. There is a wading pool area which requires children to have adult supervision. This pool is in operation on a year-round basis. OAK 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 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. 211 Customer Engagement The Iowa City Recreation Division staffs two customer service attendants during open hours of operation at the Robert A. Lee Recreation Center and Mercer Park Aquatic Center/Scanlon Gym. Customer service staff provides information and assistance to general public—groups and individuals. Duties include but are not limited to, answering phones, directing calls, registering patrons for activities, and creating meeting room and park shelter reservations. Customer Service Attendants preform some routine maintenance tasks, hand out equipment, instruct and supervise patrons in the recreation centers. On the weekends, Senior Customer Service staff provides additional support for staff when the full-time program supervisor is not on-site. In addition to staffing the customer service desk, the Customer Engagement program area encompasses external communication coordination including: website and social media management, media and public relations, digital design and advertising, brand management, and creative/technical writing and editing. The program supervisor for customer engagement also manages facility reservations, and customer inquiries. HIGHLIGHTS • Developed additional staff support for the recreation centers through new customer outreach program. • Restoration of City Park Cabins begins. • Development of STEAM Programming (Science, Technology, Engineering, Art and Mathematics) Recent Accomplishments: • Collaborated with area agencies to develop successful Youth Summer Fun program designed to engage youth grades 7th -,12th during the summer evening hours. • Developed and opened the Outdoor Edible Classroom at the Robert A. Lee Community Recreation Center. 0A Upcoming Challenges: • Upgrading aging infrastructure within the recreation centers. • Developing strategy to meet recreation needs for neighborhoods. • Recruiting, developing, and retaining high quality temporary staff and volunteers. • Focus on meeting the recreation needs of the community by staying relevant and innovative with our offerings and avoiding complacency. • Economic and transportation barriers to recreation services, programs, and facilities. • Ongoing master planning projects: Mercer Park Tennis/Pickle Ball court renovation, Wetherby Park Sport Court, Eastside Sports Complex. Staffing: Staffing Level Change Summary: The .67 FTE of the Facilities Manager was moved from the Recreation activity into the Government Buildings activity. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The fiscal year 2018 capital budget includes $10,000 for recreation center fitness equipment and $12,000 for conference room technology enhancements. 213 FY2016 FY2017 FY2018 Total FTE's 14.42 15.42 14.75 Staffing Level Change Summary: The .67 FTE of the Facilities Manager was moved from the Recreation activity into the Government Buildings activity. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The fiscal year 2018 capital budget includes $10,000 for recreation center fitness equipment and $12,000 for conference room technology enhancements. 213 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Relate program fees to the full cost of providing service. (Strategic Goal: Evaluate alternative revenue sources.) Department Objective: Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. Performance Measures: Recreation program cost recovery Strategic Plan Goal: STAR Objective: Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Food Access & Nutrition - Ensure that adults and children of all income levels have opportunities to learn about nutritious eating and have physical and economic access to fresh, healthful food Provide spaces for community and neighborhood gardens. (Strategic Goal: Grow the local foods economy.) Provide and promote gardening throughout the City. FY 2017 Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Bud et 50% 41% 40% 36% 38% 37% 37% Strategic Plan Goal: STAR Objective: Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Food Access & Nutrition - Ensure that adults and children of all income levels have opportunities to learn about nutritious eating and have physical and economic access to fresh, healthful food Provide spaces for community and neighborhood gardens. (Strategic Goal: Grow the local foods economy.) Provide and promote gardening throughout the City. 214 FY2017 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Budget Number of Rented New New 111 147 153 170 Garden Plots Measure Measure Number of New New New 0 1 3 Neighborhood Garden Measure Measure Measure Number of New New New 2 3 3 Demonstration Measure Measure Measure 214 City of Iowa City Activitv Summar Activity: Recreation (520100) Fund: General (1000) Division: Recreation Sale Of Assets Department: Parks and Recreation 847 2014 2015 2016 2017 2018 2019 $ Actual Actual Actual Revised Budget Projection Revenues: Expenditures: General Revenues Subsidy $ 1,772,327 $ 1,759,171 $ 1,788,658 $ 2,010,016 $ 2,025,359 $ 2,076,373 Other CityTaxes $ 2,284,040 $ 2,325,859 $ 2,395,635 Services Hotel/Motel Tax 265,939 290,781 296,660 290,781 296,660 296,660 Use Of Money And Property 172,179 201,970 211,410 208,239 Rents 102,851 113,586 92,499 110,500 92,210 92,210 Royalties & Commiss 9,200 8,431 7,111 8,500 7,110 7,110 Intergovernmental $ 2,901,427 $ 3,168,140 $ 3,162,593 $ 3,213,607 Personnel Services - FTE Operating Grants - - 2,350 - - - Other State Grants 6,882 14,650 10,020 - 9,150 9,150 Local 28E Agreements 99,404 98,250 78,318 99,000 78,320 78,320 Charges For Fees And Services 1.00 1.00 Sr Cled,JTypist-Rec Culture & Recreation 588,301 566,102 591,481 627,086 644,464 644,464 Transit Fees - 2,320 2,975 900 2,980 2,980 Miscellaneous M.W. I - Pools 1.00 1.00 - Contdb&Donations 1,850 27,478 20,195 15,000 - - Misc Merchandise 4,710 4,282 5,900 4,730 5,760 5,760 Other Misc Revenue 1,013 2,536 5,260 1,627 580 580 Other Financial Sources Sale Of Assets 48 847 Total Revenues $ 2,852,525 $ 2,888,434 $ 2,901,427 $ 3,168,140 $ 3,162,593 $ 3,213,607 Expenditures: Personnel $ 2,087,769 $ 2,071,949 $ 2,060,358 $ 2,284,040 $ 2,325,859 $ 2,395,635 Services 512,048 540,120 588,729 596,061 574,798 586,294 Supplies 172,179 201,970 211,410 208,239 227,136 231,679 Capital Outlay 80,529 74,395 40,930 79,800 34,800 Total Expenditures $ 2,852,525 $ 2,888,434 $ 2,901,427 $ 3,168,140 $ 3,162,593 $ 3,213,607 Personnel Services - FTE 2014 2015 2016 2017 2018 Office Cooed - Recreation 1.00 1.00 1.00 1.00 1.00 Recreation Supt 1.00 1.00 1.00 1.00 1.00 Sr Cled,JTypist-Rec 1.00 1.00 - - - Custodian -Govt Buildings - - - 3.75 3.75 M.W. I - Pools 1.00 1.00 - - - M.W.I- Recreation 2.75 2.75 2.75 - - M.W.II- Recreation 1.00 1.00 1.00 - - M.W.II - Pools - - - 1.00 1.00 M.W. III - Pools 1.00 1.00 1.00 - - M.W.III- Govt Bldgs - - - 1.00 1.00 Facilities Manager - - 0.67 0.67 - Rec. Maint. Supr 0.67 0.67 - - - Aquatics Assistant 1.00 1.00 1.00 1.00 1.00 Rec Program Supervisor 5.00 5.00 6.00 6.00 6.00 Total Personnel 15.42 15.42 14.42 15.42 14.75 Capital Outlay 2017 2018 Facility Improvements $ 5,000 $ 22,000 Park &Rec Equipment 2,800 2,800 Fitness Equipment 12,000 10,000 RALRC Edible Landscape 15,000 - Diving Board 5,000 - Pool Deck Tile/Grate Replacement 25,000 - City Pool Front Desk Replacement 15,000 Total Capital Outlay $ 79,800 $ 34,800 11A :7e1all :iAJe11►III IAkiVA►fd: The Park's division budget is organized into five activities: Administration, Maintenance/ Operations, Forestry, Athletic Fields and Central Business District (CBD) - Horticulture. 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, 23 restroom facilities, 2 dog parks and 3 splash/spray pad facilities. The Forestry sector manages ROW and parkland trees encompassing the City's expanding urban forest, which includes approximately 2,000 EAB susceptible ash trees. The Athletic Fields sector manages softball and baseball fields, soccer fields, flag football fields and a cross country course. The Horticulture sector designs and manages the planters and planting beds in the central business district, all parks and city properties and assists with natural areas management. The entire division manages approximately 60 miles of trails by mowing, clearing snow and pruning vegetation. 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. • Mowing: Scheduled mowing in 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: Snow removal and winter maintenance of access roads, parking areas, bridges and 60 miles of trails and sidewalks and the City Park ice skating areas. • Park Fixtures: Fixtures such as picnic tables (375) and garbage cans (260) are inspected and repaired as needed by staff during winter months. Forestry Forestry staff provides routine arboricultural services such as inspecting, pruning, removing and planting trees located in the city right-of-way and city parks. Forestry staff responds to emergency storm damage of public and private trees when public facilities 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 Q11 regarding tree protection during construction and/or demolition projects, species selection for building permits and zoning requests. r_[111174M=rm Staff is responsible for 23 competition level ball fields, 4 practice fields, 20 competitive soccer fields, 5 general purpose/multi use sport fields and a new cross country course. Ball fields are prepped daily for practices and games from April through November. Soccer fields are re- seeded, re -lined, moved to spread spot ware, daily, weekly and monthly. Central Business District (CBD) - Horticulture Horticulture staff provides design, installation and maintenance of planter beds and islands in all 46 parks, City Plaza (Pedestrian Mall), City Hall and all city owned areas with landscaping. Horticulture staff manages approximately 30,000 square feet of landscaping in ROWS, gateways and traffic islands throughout the city. Horticulture staff also assists with the installation and maintenance of natural areas. HIGHLIGHTS • New Mercer Park Playground • Highland Park Redesign Recent Accomplishments: • New benches at Mercer and TTRA • Hickory Trail Shade Structure • Cross Country Course at Soccer Complex • Washington Street Median Redesign Staffing: Upcoming Challenges: • Managing Emerald Ash Borer infestation • Managing new developed and undeveloped parkland areas • Updating of existing facilities and amenities • Developing new recreational opportunities such as a designated bike park Staffing Level Change Summary: The Park Maintenance Operations are adding additional temporary staffing to assist with maintaining ball fields and to assist with maintaining landscaping in fiscal year 2018. 1.00 FTE Maintenance Worker I was reclassified from Parks to Athletic Fields. rein FY2016 FY2017 FY2018 Total FTE's 19.00 19.00 19.00 Staffing Level Change Summary: The Park Maintenance Operations are adding additional temporary staffing to assist with maintaining ball fields and to assist with maintaining landscaping in fiscal year 2018. 1.00 FTE Maintenance Worker I was reclassified from Parks to Athletic Fields. rein Service Level Change Summary: There is no service level change in the fiscal year 2018 budget. Financial Highlights: Park Maintenance Administration service expenditures increased 28.88% or $7,705 in fiscal year 2018 primarily due to an increase in ITS internal service charges. Park Maintenance Operation supplies expenditures increased 10.44% or $21,834 in fiscal year 2018 primarily due to an increase in playground safety surface materials including rubberized mats and tiles. Forestry service expenditures decreased 30.22% or $79,350 in fiscal year 2018 compared to fiscal year 2017 primarily due to $75,000 budgeted for a tree inventory in fiscal year 2017. Q1..3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City STAR Objective: Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations Public Spaces - Create a network of well -used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community Department Goal/Objective: Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. (Strategic Goal: Substantially improve access and use of public spaces.) 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. FY2014 is the first year these areas were identified as an extra coverage absorbed by Parks. Q FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Acres of Developed Parkland 1,441 1,506 1,511 1,511 1,516 Acres of Undeveloped Parkland 248 186 186 186 187 Total Acres of Parkland 1,689 1,692 1,697 1,697 1,703 Total Acres per 1,000 Population used 2010 US Census 24.89 24.93 25.01 25.01 25.10 Total Non -Parkland* - - 200 200 200 *Non -Parkland consists of highway ROWS, medians/islands and areas unmaintained by other divisions. FY2014 is the first year these areas were identified as an extra coverage absorbed by Parks. Q Strategic Plan Goal: Maintain a Solid Financial Foundation &Foster Healthy Neighborhoods throughout the City STAR Objective: Public Spaces - Create a network of well -used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community Department Goal/Objective: Create effective sustainable methods of operating and maintaining facilities that accurately distribute the costs, benefits and current level of service to the public. (Strategic Goal: Evaluate alternative revenue sources.) 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 FY2014 calculation includes non -parkland acres, which more accurately reflects cost per acre. OKI] FY 2012 1 FY 2013 FY 2014* FY 2015 1 FY 2016 Operating Expenses $2,742,135 $2,582,975 $2,904,176 $2,776,572 $2,875,931 Per Capita used 2010 US Census $40.41 $38.06 $42.80 $40.91 $42.38 Per Acre Cost $1,623.53 $1,527 $1,531 $1,464 $1,511 *Starting FY2014 calculation includes non -parkland acres, which more accurately reflects cost per acre. OKI] 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 CleddTypist - Parks & Forest Superintendent Parks/Forestry Total Personnel 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection $ 221,313 $ 189,146 $ 146,710 $ 147,019 $ 163,611 $ 168,100 $ 221,313 $ 189,146 $ 146,710 $ 147,019 $ 163,611 $ 168,100 $ 181,859 $ 160,107 $ 117,498 $ 115,611 $ 121,723 $ 125,375 31,369 24,153 22,887 26,680 34,385 35,073 8,085 4,886 6,325 4,728 7,503 7,653 $ 221,313 $ 189,146 $ 146,710 $ 147,019 $ 163,611 $ 168,100 2014 2015 2016 2017 2018 1.00 1.00 - - - 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 221 City of Iowa City Activitv Summar Activity: Division: Park Maintenance Operations (530200) Park Maintenance 197,097 197,000 Department: Fund: General (1000) Parks and Recreation 1,984 2014 2015 2016 2017 2018 2019 - Actual Actual Actual Revised Budget Prosection Revenues: 1,294 2,445 - - - General Revenues Subsidy $ 1,965,991 $ 1,802,124 $ 1,964,321 $ 2,338,142 $ 2,369,473 $ 2,416,184 Use OF Money And Property Rents Royalties & Commiss Intergovernmental Fed Intergovnt Revenue Disaster Assistance Other State Grants Charges For Fees And Services Culture & Recreation 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 M.W. I - Parks M.W.1 -Athletic Fields M.W. 11- Parks M.W. 11- Honculture M.W. III -Parks Sr MW - Parks Sr MW - Honculture Specialist Sr MW-Turtgrass Specialist Total Personnel Capital Outlay Fences at City & Mercer Fields Other Operating Equipment Dugout Benches Imgatlon Improvements Total Capital Outlay 108,843 172,516 197,097 197,000 201,630 201,630 1,984 2,398 3,254 2,500 3,250 3,250 - 36,608 - $ 2,208,545 $ - - 798 1,294 2,445 - - - 22,195 2,933 - - - - 101,957 104,681 108,744 105,232 98,240 98,240 585 2,450 5,125 16,000 5,130 5,130 508 1,400 339 - 340 340 3,854 6,525 19,309 200 19,270 19,270 1,830 1,408 820 $ 2,208,545 $ 2,134,337 $ 2,301,454 $ 2,659,074 $ 2,697,333 $ 2,744,044 $ 1,254,252 $ 1,196,263 $ 1,315,011 $ 1,545,707 $ 1,622,442 $ 1,671,115 753,829 751,323 752,511 847,293 820,983 837,403 170,565 154,090 177,198 209,074 230,908 235,526 29,899 32,661 56,734 57,000 23,000 $ 2,208,545 $ 2,134,337 $ 2,301,454 $ 2,659,074 $ 2,697,333 $ 2,744,044 2014 2015 2016 2017 2018 - - 1.00 3.00 2.00 - - - - 1.00 5.00 5.00 5.00 4.00 4.00 - - 1.00 1.00 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 11.00 12.00 15.00 15.00 114% 2017 2018 $ 47,000 $ - 10,000 - 5,000 10,000 8,000 $ 57.000 $ 23,000 City of Iowa City Activitv Summar Activity: Forestry (530300) $ 280,253 $ 280,182 $ 278,703 $ 345,406 $ Fund: General (1000) Division: Park Maintenance Utility Franchise Tax 5,929 9,017 Department: Parks and Recreation 8,950 8,950 Intergovernmental 31,331 30,586 47,057 56,594 2014 2015 2016 2017 2018 2019 - Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 2016 2017 2018 Contdb&Donations General Revenues Subsidy $ 405,110 $ 379,104 $ 376,234 $ 561,220 $ 465,350 $ 477,969 Other City Taxes $ 280,253 $ 280,182 $ 278,703 $ 345,406 $ 333,158 $ 343,153 Utility Franchise Tax 5,929 9,017 8,742 9,017 8,950 8,950 Intergovernmental 31,331 30,586 47,057 56,594 57,218 58,362 Fed lntergovnt Revenue - 4,140 - - - - Miscellaneous 2014 2015 2016 2017 2018 Contdb&Donations 20,000 20,200 21,000 20,000 21,000 21,000 Misc Merchandise 100 - - - - - Transferin -Govt Activibes 73,078 73,290 78,624 74,312 78,275 80,459 Total Revenues & Transfer In $ 504,217 $ 485,751 $ 484,600 $ 664,549 $ 573,575 $ 588,378 Expenditures Personnel $ 280,253 $ 280,182 $ 278,703 $ 345,406 $ 333,158 $ 343,153 Services 192,633 174,983 158,840 262,549 183,199 186,863 Supplies 31,331 30,586 47,057 56,594 57,218 58,362 Total Expenditures $ 504,217 $ 485,751 $ 484,600 $ 664,549 $ 573,575 $ 588,378 Personnel Services - FTE 2014 2015 2016 2017 2018 M. W. II - Forestry 1.00 1.00 1.00 1.00 1.00 M. W. III - Forestry 1.00 1.00 1.00 1.00 1.00 Sr MW - Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 223 City of Iowa City Activitv Summar Activity: CBD Maintenance Operations (535100) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 510,930 $ 366,596 $ 184,457 $ - $ - $ - Licenses And Permits General Use Permits Food & Liq Licenses 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 7,340 8,051 11,398 - 2,400 - 14J $ 518,415 $ 377,047 $ 195,855 $ - $ - $ $ 339,052 $ 213,004 $ 22,456 $ - $ - $ - 154,341 137,719 172,819 - - - 16,982 26,324 580 - - - 8,040 $ 518,415 $ 377,047 $ 195,855 $ - $ - $ 2014 2015 2016 2017 2018 2.00 2.00 2.00 - - 1.00 1.00 1.00 3.00 3.00 3.00 - - 224 yAAiIAIAW CaA01TAIIsL61 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 maintains 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. Recent Accomplishments: • Repurposing of Cherish Columbarium in March 2016. • 10 niche sales in fiscal year 2016 for $11,400 and 2 niche sales in fiscal year 2017 for $3,500. Staffing: HIGHLIGHTS Upcoming Challenges: • Finish mapping of the 4 out lots in the oldest part of the cemetery Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The Cemetery shop roof replacement is budgeted at $51,750 in the Capital Projects Fund in fiscal year 2018. 0407 FY2016 FY2017 FY2018 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The Cemetery shop roof replacement is budgeted at $51,750 in the Capital Projects Fund in fiscal year 2018. 0407 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain 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: OKI City of Iowa City Activitv Summar Activity: Cemetery Operations (540100) 1.00 1.00 1.00 1.00 Fund: General (1000) Division: Cemetery Operations (540100) 1.00 1.00 1.00 Department: Parks and Recreation 1.00 1.00 1.00 3.00 3.00 3.00 3.00 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 242,440 $ 208,775 $ 188,725 $ 255,044 $ 244,322 $ 254,420 Charges For Fees And Services Misc Charges For Svc Miscellaneous Contdb & Donations Other Financial Sources Sale OF Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Cemetery Supervisor M.W. II -Cemetery M.W. III -Cemetery Total Personnel 25,499 40,135 42,843 38,341 400 200 40,097 40,097 200 200 49,730 71,450 89,300 63,389 77,708 77,708 $ 317,669 $ 320,760 $ 321,068 $ 356,774 $ 362,327 $ 372,425 $ 248,835 $ 248,139 $ 253,032 $ 279,257 $ 285,119 $ 293,673 56,205 57,904 54,106 63,614 62,605 63,857 12,629 14,717 13,930 13,903 14,603 14,895 $ 317,669 $ 320,760 $ 321,068 $ 356,774 $ 362,327 $ 372,425 2014 2015 2016 2017 2018 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 3.00 110,051 I1:3:fil W& ] UA Cfevill I Is] hi 6'? 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 2016: 0 64,111 cardholders 0 1,369,069 circulation 0 789,919 visits 0 91,565 computer users 0 39,882 attended children's programs 0 10,970 social media followers ONQ Recent Accomplishments: Upcoming Challenges: • Issued a purchase order for a • Introduce bookmobile service. bookmobile to be delivered April, • Improve library website. 2017. • Work with local partners to keep • Launched 1,000 Books Before children reading in the summer. Kindergarten, a national program • Expand and improve the Digital designed to give children the tools History Project. they need to be successful readers. • Offer programs that serve a diverse • Expanded Digital Johnson County, a audience. cooperative agreement with Coralville • Help celebrate the 25`h anniversary of and North Liberty to provide electronic the Friends Foundation. resources. Staffing: Staffing Level Change Summary: There are no staffing levels changes in the fiscal year 2018 budget. Service Level Change Summary: The Library will introduce a bookmobile in late spring, 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 2018 library levy property taxes are estimated to increase $32,771, or 3.68% from fiscal year 2017. The Library Materials budget increased by 1 % in fiscal year 2018. Budgeted in the Capital Projects Fund in fiscal year 2018 is a project to reconfigure the computer lab and children's room for $200,000. Of this amount, $100,000 will come from Library Gifts and Bequests. 0&1 FY2016 FY2017 FY2018 Total FTE's 42.77 44.17 44.17 Staffing Level Change Summary: There are no staffing levels changes in the fiscal year 2018 budget. Service Level Change Summary: The Library will introduce a bookmobile in late spring, 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 2018 library levy property taxes are estimated to increase $32,771, or 3.68% from fiscal year 2017. The Library Materials budget increased by 1 % in fiscal year 2018. Budgeted in the Capital Projects Fund in fiscal year 2018 is a project to reconfigure the computer lab and children's room for $200,000. Of this amount, $100,000 will come from Library Gifts and Bequests. 0&1 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City STAR Objective: Equitable Services & Access - Ensure equitable access to foundational community assets within and between neighborhoods and populations Department Goal/Objective: The Iowa City Public Library actively encourages discovery, learning, and greater participation in community life. Work with the ICCSD, preschools and summer programs to help children sign up for a library card and participate in summer reading programs. Performance Measures: Children Registering for Summer Reading Programs Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity The Iowa City Public Library contributes to the quality of life in Iowa City by offering opportunities to explore diverse ideas, to exercise imagination, and to express creativity. Provide programs, displays, and reading lists to diverse audiences on themes of social justice and racial equity. Number of programs, displays, and reading lists specifically aimed at diverse audiences or relating to themes of social justice and racial equity. FY 2017 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 Goal 2,280 1 2,178 1 3,160 1 3,298 1 3,011 1 3,400 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity The Iowa City Public Library contributes to the quality of life in Iowa City by offering opportunities to explore diverse ideas, to exercise imagination, and to express creativity. Provide programs, displays, and reading lists to diverse audiences on themes of social justice and racial equity. Number of programs, displays, and reading lists specifically aimed at diverse audiences or relating to themes of social justice and racial equity. 0911] FY 2017 FY 2018 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Goal Goal New New New New New 6 24 Measure Measure Measure Measure Measure 0911] Strategic Plan Goal STAR Objective: Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Equitable Services & Access - Ensure equitable access to foundational community assets within and between neighborhoods and populations Introduce Bookmobile Service. Improve equitable access to library services. Community Members Visits to the Bookmobile Per Week 231 FY 2017 FY 2018 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Goal Goal New NewNew New New New 500 000 Measure Measure Measure Measure 231 City of Iowa City Activitv Summar Activity: General Library (550100) Fund: General (1000) Division: Library Operations Department: Library 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budaet Proiection Revenues & Transfer In: General Revenues Subsidy Property Taxes Other City Taxes Gas/Electric Excise Tax Mobile Home Tax Use Of Money And Property Rents Royalties & Commiss Intergovernmental Property Tax Credits Local 28E Agreements Charges For Fees And Services Library Charges Miscellaneous Library Fines & Fees Contdb & Donabons Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Transfer In -Bus Type Funds Total Revenues & Transfer In Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Custodian - Library IT Support Specialist Librarian II Library Admin Coordinator Library Assistant I Library Assistant 11 Library Assistant III Library Building Manager Library Clerk Library Coordinator Library Director Library Web Specialist M.W. 11- Library M.W. I - Library Network Database Spec - Lib Pulic Relafions Specialist Sr Librarian Sr Library Assistant Supervising Librarian Total Personnel Capital Outlay RFID tags Total Capital Outlay $ 3,179,390 $ 3,214,383 $ 3,307,949 $ 3,651,254 $ 3,738,989 $ 3,892,801 798,731 826,291 837,043 891,551 924,322 924,322 12,539 13,747 12,393 12,146 11,259 11,259 1,049 1,103 1,062 1,103 1,060 1,060 122,484 80,757 43,475 24,000 24,000 24,000 2,647 2,315 2,469 2,500 2,440 2,440 - 16,696 33,235 25,268 25,268 25,268 427,033 435,601 466,160 461,333 466,150 466,150 46 39 22 - - - 175,666 166,785 155,519 160,000 155,520 155,520 - - - 15,569 23,942 23,942 - 63 1,132 - 1,130 1,130 19,626 15,697 9,220 - 9,330 9,330 255 1,043 2,173 - - 55,000 55,000 - - - $ 4,794,466 $ 4,829,520 $ 4,871,852 $ 5,244,724 $ 5,383,410 $ 5,537,222 $ 3,928,169 $ 4,091,765 $ 4,139,871 $ 4,439,919 $ 4,614,337 $ 4,752,767 633,087 584,635 569,952 656,764 630,830 643,447 178,888 143,250 148,126 142,041 138,243 141,008 54,322 9,870 13,903 6,000 $ 4,794,466 $ 4,829,520 $ 4,871,852 $ 5,244,724 $ 5,383,410 $ 5,537,222 2014 2015 2016 2017 2018 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 5.50 5.50 5.63 5.63 5.63 1.00 1.00 1.00 1.00 1.00 5.23 5.23 5.36 6.76 6.76 1.00 1.00 1.00 1.00 1.00 2.75 2.75 2.38 2.38 2.38 5.00 5.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 0.50 0.50 0.50 1.00 1.00 1.00 1.00 1.00 0.65 0.65 0.65 0.65 0.65 2.00 2.00 2.00 2.00 2.00 3.75 3.75 3.75 3.75 3.75 1.00 1.00 1.00 1.00 1.00 42.38 42.38 42.27 43.67 43.67 049% 2017 2018 $ 6,000 $ $ 6,000 $ City of Iowa City Activitv Summar Activity: Library Materials (550200) Division: Library Operations Fund: General (1000) Department: Library 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 659,205 $ 650,421 $ 650,212 $ 660,960 $ 667,570 $ 667,570 Total Revenues $ 659,205 $ 650,421 $ 650,212 $ 660,960 $ 667,570 $ 667,570 Expenditures: Capital Outlay $ 659,205 $ 650,421 $ 650,212 $ 660,960 $ 667,570 $ 667,570 Total Expenditures $ 659,205 $ 650,421 $ 650,212 $ 660,960 $ 667,570 $ 667,570 Capital Outlay 2017 2018 Adult Library Materials $ 558,960 $ 564,550 Children's Library Materials 102,000 103,020 Total Capital Outlay $ 660,960 $ 667,570 233 City of Iowa City Activitv Summar Activity: Library Board Controlled Funds (550300) Fund: Library Gifts (1001) Division: Library Operations Department: Library 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues: $ 32,756 $ 22,689 $ 28,533 $ 28,512 $ 30,393 $ Use Of Money And Property Services 53,747 48,505 25,568 42,482 Interest Revenues $ 1,302 $ 3,006 $ 2,626 $ 600 $ 2,630 $ 2,630 Intergovernmental 75,659 77,172 Capital Outlay 45,921 48,336 33,599 Operafing Grants 90,067 84,126 81,847 89,743 81,850 81,850 Charges For Fees And Services $ 129,771 $ 132,671 $ 127,468 Personnel Services - FTE 2014 Refuse Charges 574 77 256 100 260 260 Miscellaneous - - 0.50 0.50 Misc Merchandise 1,798 2,956 2,670 2,000 2,670 2,670 Other Misc Revenue 22,304 20,139 19,368 20,139 19,370 19,370 Printed Materials 15,087 15,224 15,130 15,223 15,130 15,130 Other Financial Sources 0.50 Capital Outlay Sale Of Assets 673 2018 IT Hardware Total Revenues $ 131,805 $ 125,528 $ 121,897 $ 127,805 $ 121,910 $ 121,910 Expenditures Personnel $ 32,756 $ 22,689 $ 28,533 $ 28,512 $ 30,393 $ 31,305 Services 53,747 48,505 25,568 42,482 18,619 18,991 Supplies 3,890 3,716 98,808 33,777 75,659 77,172 Capital Outlay 45,921 48,336 33,599 25,000 8,000 Total Expenditures $ 136,314 $ 123,246 $ 186,508 $ 129,771 $ 132,671 $ 127,468 Personnel Services - FTE 2014 2015 2016 2017 2018 Library Assistant l - - - 0.50 0.50 Library Assistant 111 0.50 0.50 0.50 - - Library Clerk 0.25 0.25 Total Personnel 0.75 0.75 0.50 0.50 0.50 Capital Outlay 2017 2018 IT Hardware $ - $ 8,000 Furniture & Office Equipment 25,000 Total Capital Outlay $ 25,000 $ 8,000 234 City of Iowa City Activitv Summar Activity: Library Gifts and Bequests Division: Library Operations (550400) Fund: Library Gifts (1001) Department: Library 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Contdb&Donations $ 134,422 $ 150,344 $ 189,993 $ 150,000 $ 189,990 S 189,990 Other Misc Revenue 1,625 2,372 4,235 2,000 4.230 4,230 Total Revenues $ 136,047 $ 152,716 $ 194,228 $ 152,000 $ 194.220 S 194,220 Expenditures: Personnel $ - $ - $ - $ 27,979 $ 29,145 $ 30,019 Services 21,288 13,203 32,237 24,287 15,926 16,245 Supplies 24,379 28,964 28,168 18,650 28,820 29,396 Capital Outlay 13,612 3,082 3,653 Total Expenditures $ 59,279 $ 45,249 $ 64,058 $ 70,916 $ 73,891 $ 75,660 Activity Summary Activity: Library Gifts - Materials (550500) Fund: Library Gifts (1001) Division: Library Operations Department: Library Revenues: Miscellaneous Contdb & Donations Total Revenues Expenditures: Services Capital Outlay Total Expenditures Capital Outlay Adult Library Materials Children's Library Materials Total Capital Outlay 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection $ 17,340 $ 36,140 $ 8,726 $ 35,200 $ 21,000 $ 21,000 $ 17,340 $ 36,140 $ 8,726 $ 35,200 $ 21,000 $ 21.000 $ - $ - $ 250 $ - $ S - 13,984 61,674 54,689 47,000 21,000 21.000 $ 13,984 $ 61,674 $ 54,939 $ 47,000 $ 21,000 S 21.000 0491.1 2017 2018 $ 35,000 $ 15,000 12,000 6,000 $ 47,000 $ 21,000 City of Iowa City Activitv Summar Activity: Library Replacement Reserves (550800) Division: Library Operations Fund: Library Replacement Reserves (1006) Department: Library 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Transfer In: Transfer In From General Fund $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 Total Transfer In $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 Expenditures: Supplies $ 15,816 $ - $ 56,059 $ - $ 28,000 $ - CapitalOutlay 88,337 21,004 15,337 20,000 Total Expenditures $ 104,153 $ 21,004 $ 71,396 $ - $ 48,000 $ Capital Outlay 2017 2018 Operabng Equipment Replacement $ - $ 20,000 Total Capital Outlay $ - $ 20,000 04911 LIBRARY FOUNDATION OFFICE 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 a 501(c)(3) non-profit organization governed by a Board of Directors. Board members are community volunteers dedicated to helping our Library provide the best materials, programs and services. The Board of Directors work with staff in the Library Development Office to plan and execute Library fundraising efforts. The Library Foundation division accounts for personnel costs associated with the Foundation's development activities. City expenditures are fully reimbursed by the Friends Foundation. 2.0 FTEs are budgeted: Library Coordinator — Development, and a Senior Library Assistant. HIGHLIGHTS Recent Accomplishments: • Raised unrestricted gifts of $170,000, above budget by 26%. • Expanded Business Partners program by $6,600 and developed new Partner of the Month opportunity • Received in-kind gifts valued at $142,000 as incentives and prizes for special initiatives, including Summer Reading Programs • Increased income from sales at used bookstore to nearly $33,000, above budget by more than $7,000 Staffing: • Increased attendance and contributions to support a new spring fundraising event • Developed and implemented a new five-year strategic plan Upcoming Challenges: • Successfully celebrate 25`h anniversary of the Friends Foundation • Increase support in competitive environment • Introduce new planned giving programs Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. FY2016 FY2017 FY2018 Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. City of Iowa City Activitv Summar Activity: Library Foundation Office Division: Library Foundation Office (550600) (550600) Fund: Library Dvlp Off (Foundation) (1005) Department: Library 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues: Miscellaneous Other Misc Revenue $ 109,845 $ 175,818 $ 168,865 $ 193,651 $ 200,017 $ 206,018 Total Revenues $ 109,845 $ 175,818 $ 168,865 $ 193,651 $ 200,017 $ 206,018 Expenditures: Personnel $ 110,119 $ 177,663 $ 184,069 $ 193,651 $ 200,017 $ 206,018 Total Expenditures $ 110,119 $ 177,663 $ 184,069 $ 193,651 $ 200,017 $ 206,018 Personnel Services - FTE 2014 2015 2016 2017 2018 Library Coord- Development 1.00 1.00 1.00 1.00 1.00 Sr Library Assistant 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 04917 NA ki I Is] *Z111111:1 ki 1111:1 0101 UA RA 1101 ki 1.1 The Iowa City/Johnson County Senior Center (The Center) celebrated its 35`h anniversary in 2016. Since opening in 1981, The Center has been true to its mission: to promote optimal aging by creating opportunities to support wellness, social connections, community engagement, and lifelong learning among adults over 50 years and other community members. Over the years, The Center's programs and services have changed, but the goal has remained consistent; to remove negative stigmas associated with growing older, and to promote health, well-being, and independence. We want to help adults stay active, curious, and connected so that growing older is a positive experience The Center offers a variety of classes, activities, volunteer opportunities, and services. In addition to the fact that programs and services like theses meet the needs and interests 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 cannot turn anyone into a genius, overcome the devastating effects of Alzheimer's, or make someone's diabetes go away; but it can provide programs and services that will help a person challenge popular ageist stereotypes and make the most of their individual potential. 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. 0491*] 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 • Senior Center Chorus - This part of the budget includes the Voices of Experience (VOE), a chorus for adults over 50, and the Family Folk Machine (FFM), an intergenerational chorus. The VOE has a student director identified through a cooperative agreement with the College of Music Education at the University of Iowa. The VOE director and accompanist are both part-time temporary employees of the City. The FFM is directed by volunteers. Participants of both choruses pay participation fees. • Senior Center Special Events - Large programs of general interest that are open to all members of the community. For instance, dances, fundraisers band concerts, choral presentations, movies, or speakers. They often have sponsors and community partners and involve many volunteers. • Senior Center Television - Volunteers produce television programs for broadcast on City Cable and Public Access channels. A part time temporary video specialist provides instruction and training. SCTV brings programs that take place at The Center to television for homebound elderly and community members to see. They also are involved with creative endeavors and have a channel on you -tube to increase outreach. Gifts & Memorials (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 • At the end of FY2016 there were 1,618 members of The Center. 10% of members take advantage of the low-income scholarship program. Membership is not required to participate in many classes, services, and events offered at The Center. • Volunteer support is a critical component of The Centers successful operation. In FY2016, The Center benefited from the services of 592 community volunteers who donated a total of 25,500 hours of service to support Center operations. This is the equivalent of 12.25 FTEs. • Community service is a significant component of The Center's operation. In FY2016 the Visiting Nurses Association hosted 660 visits at The Center and Elder Services, Inc. served 6,894 meals. The Center organized AARP tax aide services for 482 community members; the Senior Health Insurance Information Program (SHIIP) provided 819 consultations to answer Medicare questions, and 10 Welcome to Medicare programs attended by 231 people; Honoring Your Wishes, a community -wide advanced care OZ, 9] planning initiative held 101 facilitated conversations and 7 workshops; and finally, 80 people received free legal counseling. • After many months of planning and preparation in January of 2016 a newly formatted version of the Program Guide was released. Major changes in formatting and a change from a four to a three times a year publication have been very well received by members and participants. • The Center received a contribution of $34,877 from the Friends of The Center's Senior Center Endowment in FY2016 to support operational expenses. • The FY2016 cost recovery remains at approximately 28% in FY2016. As new fundraising practices fall into place and are implemented, this should begin to increase. • Insofar as programming is concerned, The Center's classes, choruses, Senior Center Television, and Special events were close to self-sustaining in FY2016 with only a $2,139 deficit in revenue. As fundraising practices improve, the revenue and expenses for these accounts should balance out. • To reduce program expenses, avoid duplication of services, and offer the highest quality programs the Center partnered with 102 Community organizations in FY2016. • Obtained City Council Approval for a 0.5 FTE Development Specialist in the FY2016 budget process. • Worked closely with Friends of The Center throughout the year to reorganize the Board and its overall operation to create a more effective organization. This included everything from selecting donor software and website development to attempting to hire a Development Specialist. • In January of 2016, The Center began celebrating its 35`h Anniversary with a series of successful community programs. One of the most popular celebrations was a concert at the Englert featuring the Family Folk Machine and Voices of Experience, The Centers intergenerational and adult choirs respectively. Singers age 4 to 86 sang classics like If I had a Hammer, Big Rock Candy Mountain, and Midnight Special. Nearly 350 community members attended. The University of Iowa Community Credit Union helped support this event. • In FY2016, The Center hosted a total of 121,672 visits (duplicated) to the facility. Approximately one hundred and twelve thousand (112,232—duplicated) of these visits were to Center sponsored programs and services. Recent Accomplishments: • In late spring of 2016 The Center was awarded a $9000 grant from the Iowa Arts Council to implement a program called: Wasn't That a Time? A community recollection and songwriting project. The project involves local artists the Awful Purdies, The Center's Family Folk Machine, and community members. It will culminate in a joint Family Folk Machine/Awful Purdies concert featuring some of the new songs at the Iowa Festival of the Arts in June of 2017. This project is also being supported by the University of Iowa Community Credit Union, and in-kind contributions. • A successful anniversary event, sponsored by Friends of The Center, was a visit by Ashton Applewhite, author of This Chair Rocks: A Manifesto Against Ageism. During her visit Applewhite led an intergenerational book discussion group, did a public presentation 241 at The Center, and a book reading at Prairie lights. Approximately 300 community members participated in her visit. • Following a marketing and fundraising plan as closely as possible numerous changes were made to promote awareness of and involvement in The Center. Postcards sent to new members, open houses, increased community programing, new member breakfasts, targeted advertising, and other changes resulted in many successful programs and a $25,000 increase in donations to Friends over the previous fiscal year. • On July 1, 2016 successfully implemented fee increases recommended by Committee A and subsequently approved by the Senior Center Commission and by the City Council. While the impact of these increases is difficult to measure at this time, participants were well prepared for the changes and the transition went smoothly. • With the help of participants, community members, and city employees, revised and developed The Center's mission statement, vision, principles, values, and 5 -year goals. The goals address 2017 -2022 and are intended to provide operational direction during that time period. The goals were developed in concert with City Council goals and will be reviewed and modified as needed throughout the five year period. • We entered a 9 month rental agreement for use of the Assembly Room on a weekly basis that will generate over $9,000 in revenue. Upcoming Challenges: • Continue to diversify The Center's funding. • Successfully hire a Development Specialist. • Work with Friends to get the Board of Directors organized, operational, and staffed by the Development Specialist. Complete development of the website and launch it at a public celebration early in 2017. Establish corporate relationships and strengthen private ones. Create annual strategic plan and establish fundraising goals. • Effectively identify and train volunteers to SUCCESSFULLY engage them in fundraising. • Develop a sponsorship plan and secure corporate sponsors for the Program Guide. • Continue to expand knowledge base in fundraising area using local and national resources. • Motivate the Senior Center Commission to become more active advocates and fundraisers. • Secure national accreditation through the National Institute of Senior Centers, a unit of the National Council on Aging, in 2017. • Maintain the level and quality of programs and services currently offered. • Continue with re -vamping second floor classrooms. • Continue to 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. • If it proves to be impractical to modify the Assembly Room, lobby, and kitchen for rental purposes, pursue modest modifications to kitchen to create storage place, clear clutter, and create an area that could be used for programming (i.e. cooking or baking classes), and during larger events when food is served. rzra Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: The New Horizons Band is no longer being managed by the City, and it is managing its own operations. Financial Highlights: The fiscal year 2018 budget for service expenditures in the Administration budget decreased by $28,130 or 11.74% primarily due to a decrease in estimated building repair and maintenance expenditures and due to a decrease in outside printing expenditures related to the 35`h anniversary celebration. Capital outlay budgeted in fiscal year 2018 includes $6,000 for a treadmill replacement and $23,575 to remove wallpaper, repair walls, and paint walls and woodwork in the second floor classrooms. 243 FY2016 FY2017 FY2018 Total FTE's 6.50 7.00 7.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: The New Horizons Band is no longer being managed by the City, and it is managing its own operations. Financial Highlights: The fiscal year 2018 budget for service expenditures in the Administration budget decreased by $28,130 or 11.74% primarily due to a decrease in estimated building repair and maintenance expenditures and due to a decrease in outside printing expenditures related to the 35`h anniversary celebration. Capital outlay budgeted in fiscal year 2018 includes $6,000 for a treadmill replacement and $23,575 to remove wallpaper, repair walls, and paint walls and woodwork in the second floor classrooms. 243 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods Throughout the City Department Goal: To promote optimal aging by creating opportunities to support wellness, social connections, community engagement, and life- long engagement. Department Objective: Each trimester throughout the year, offer diverse program opportunities in seven dimensions of wellness: emotional, environmental, intellectual/cognitive, physical, professional/vocational, social, and spiritual. Performance Measures: Each trimester* had a Minimum of 4 Unique Programs Offered in Each of the 7 Dimensions of Wellness Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 Overall Satisfation New > 95% I 91% 96% 91% 95% Rating Measure n E — (D ° E — (D ° E — (D ° E — (D ° E — E E cn LL LL LL LL LL LL U) U) U) to to to New New Measure Measure * A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December, Winter/Spring, January through April, and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November, Winter, December through February, Spring, March through May, and Summer, June through August. Random Class Evaluations (done throughout the year) 244 Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Overall Satisfation New > 95% I 91% 96% 91% 95% Rating Measure 244 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods Throughout the City Enable adults to maintain healthy, active lifestyles by integrating physical activity into their daily routines. Support goal through programs and services offered. Number of Fitness Classes and Dance each trimester* (for members, community, and special needs) FY 2012 FY 2013 FY 2014 FY 2015 FY 201]40 FY 2016 New New New New Gallery Walk Participant 3 Measure Measure Measure Measure New New New New Center Art Exhibits 11 Measure Measure E — rn New New New New 82 Performances LL c Measure D ` W New New New New Measure Measure Measure Measure rn 0 0 o to New New New New NA 41 Measure Measure Measure Measure * A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December, Winter/Spring, January through April, and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November, Winter, December through February, Spring, March through May, and Summer, June through August. Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods Throughout the City Provide a broad range of arts and cultural resources and activities that encourage participation and creative self-expression. Support community engagement, creative self-expression, and social interaction through the arts rzr.7 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 New New New New Gallery Walk Participant 3 Measure Measure Measure Measure New New New New Center Art Exhibits 11 Measure Measure Measure Measure Center Art and Craft Classes and New New New New 82 Performances Measure Measure Measure Measure Support of Art Festival New New New New Measure Measure Measure Measure rzr.7 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation To enhance financial stability of the Center. Move toward electronic communication as a cost saving measure and for customer convenience. Collaborate with Friends of the Center to fund annual operational expenses through the Senior Center Charitable Giving Account. Percent of Members using On-line Class Registration and/or Membership Renewals Senior Center Endowment's Annual Contribution to the Operational Budget Goal FY 2012 FY 2013 FY 2014 FY 2015 1 FY 2016 New 5% annual New I New Percent of Participation 25% Percent of Members 29% $23,632 $23,077 5% 11% 12% increase Measure Measure New New New Change in Contribution New New New 12.7% 1.8% Change in Percent 1% (Goal of 1 - 2% increase)* Measure 120% 9% Measure Measure Measure Senior Center Endowment's Annual Contribution to the Operational Budget Cost Recovery Percentage Goal Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 New $60,000 by Percent of Participation 25% Annual Contribution 29% $23,632 $23,077 $30,380 $34,250 $34,877 FY 2020 Change in Percent New New New Change in Contribution 16.3% -2.3% 31.6% 12.7% 1.8% Cost Recovery Percentage Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 35% by New New Percent of Participation 25% 25% 29% 27% 28% FY 2019 Measure Measure Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity To promote inclusion and divesity among participants. Maintain and expand opportunities to reach a diverse audience for on and off-site programs. To promote a positive image of aging and combat agism. 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 FY 2012 1 FY 2013 1 FY 2014 1 FY 2015 1 FY 2016 New New Percent of Participation 5% 4% 5% Measure Measure Change in Percent New New New _1% 1% (Goal of 1 - 2% increase)* Measure Measure Measure * At least until levels reflect community demographics of the 50 + population Percent of Members who participate in the low-income scholarship program Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 New 9-11% 10% 10% M asure M asure M asure To be eligible for for the low-income scholarship program the person must meet one of the following: 1) Current participant in the Iowa City Utility Discount Program, 2) Recipient of Medicaid benefits, 3) Participant in the SNAP program, 4) Participant in the Iowa City Assisted housing program, 5) Recipient of Supplemental Security Income (SSI), or Participate in the Elderly or Social Security Disability income Credit Claim on Real Estate or State Rent Reimbursement. According to the Iowa State Univesity Extension and Outreach 2016 report, 4.7% of people in Johnson County over 65 live in poverty. However,the poverty rate for the county as a whole is much higher in the range of 13 - 14%. Each trimester** had a Minimum of 5 Successful Programs that Targeting At Risk and In Need Adults Over 50 Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 n E — ° ° E — ° ° E — ° ° E — ° ° E — E E u)E LL LL LL LL LL LL U) U) U) U) U U) New New Measure Measure New New New New Each trimester** had a Minimum of 1 Program/Presentation Focused on Issue Realted to Aging/Agism Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 E-� IE_� mE_� mE_�°E- E E 0) LL LL LL LL LL LL U) to to to to to New New New New Measure Measure Measure Measure ** A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December, Winter/Spring, January through April, and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November, Winter, December through February, Spring, March through May, and Summer, June through August. City of Iowa City Activitv Summar Activity: Senior Center Administrations (570100) 550,984 $ 543,357 $ Fund: General (1000) Division: Senior Center Operations 657,440 Services 218,241 202,920 Department: Senior Center 239,621 211,491 215,721 Supplies 62,097 30,681 29,328 2014 2015 2016 2017 2018 2019 2,124 Actual Actual Actual Revised Budget Prosection Revenues: 768,535 $ 939,061 $ 903,708 $ 897,999 Personnel Services - FTE General Revenues Subsidy $ 598,506 $ 616,579 $ 577,447 $ 696,908 $ 638,798 $ 633,089 Use OF Money And Property - - - 0.50 0.50 Rents 2,135 2,312 2,107 2,465 13,970 13,970 Royalties & Commiss 264 287 235 264 230 230 Intergovernmental 1.00 Operations Asst - Sr Center 1.00 1.00 1.00 Local 28E Agreements 59,224 59,224 59,224 59,224 59,220 59,220 Charges For Fees And Services 1.00 1.00 Receptionist - Sr Center 0.50 Culture & Recreation 57,926 54,229 48,586 69,000 69,000 69,000 Misc Charges For Svc 2,037 85 - - - - Parking Charges 20,390 21,640 29,730 25,200 32,000 32,000 Miscellaneous Total Personnel 6.50 6.50 6.50 7.00 Contdb&Donations 41,911 48,032 45,489 60,000 60,000 60,000 Misc Merchandise 6,091 5,341 3,238 5,400 3,240 3,240 Other Misc Revenue 18,488 1,612 2,479 20,600 27,250 27,250 Other Financial Sources 15,000 23,575 Total Capital Outlay Sale OF Assets 191 $ 63,928 $ 29,575 Total Revenues $ 807,163 $ 809,341 $ 768,535 $ 939,061 $ 903,708 $ 897,999 Expenditures Personnel $ 526,825 $ 550,984 $ 543,357 $ 605,323 $ 638,291 $ 657,440 Services 218,241 202,920 193,726 239,621 211,491 215,721 Supplies 62,097 30,681 29,328 30,189 24,351 24,838 Capital Outlay 24,756 2,124 63,928 29,575 Total Expenditures $ 807,163 $ 809,341 $ 768,535 $ 939,061 $ 903,708 $ 897,999 Personnel Services - FTE 2014 2015 2016 2017 2018 Development Specialist - Sr Center - - - 0.50 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 7.00 7.00 Capital Outlay 2017 2018 Other Operating Equipment $ 48,928 $ 6,000 Building Improvements 15,000 23,575 Total Capital Outlay $ 63,928 $ 29,575 ik[7 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 Intergovernmental Other State Grants Charges For Fees And Services Culture & Recreation Misc Charges For Svc Miscellaneous Contdb & Donations Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection $ - $ - $ 2,138 $ 10,285 $ 3,266 $ 4,363 - - - 9,000 - - 8,588 10,057 8,800 9,775 7,750 7,750 11,171 16,517 17,569 16,500 17,570 17,570 - - 1,000 - - - 780 1,251 1,381 1,750 1,380 1,380 2,753 4,140 10,750 16,250 16,250 $ 20,539 $ 30,578 $ 35,028 $ 58,060 $ 46,216 $ 47,313 $ - $ 2,261 $ 16,091 $ 16,736 $ 17,313 $ 17,832 1,672 6,874 7,009 19,674 12,741 12,996 83 10,155 11,928 21,650 16,162 16,485 $ 1,755 $ 19,290 $ 35,028 $ 58,060 $ 46,216 $ 47,313 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 Contdb & Donations Misc Merchandise Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection $ 9,010 $ 4,043 $ - $ - $ - $ 1,106 950 - - - - 5 $ 10,116 $ 4,998 $ - S - $ - S $ 5,813 $ 2,691 $ - $ - $ - S - 7,126 2,080 316 - - - 3,267 1,411 36 $ 16,206 $ 6,182 $ 352 $ - $ - S /k PI City of Iowa City Activity Summary Activity: Senior Center Gifts and Memori (570400) Fund: Sr Center Gift Fund (1003) Division: Senior Center Operations Department: Senior Center Revenues: Use Of Money And Property Interest Revenues Total Revenues Expenditures: Supplies Capital Outlay Total Expenditures Capital Outlay Building Improvements Total Capital Outlay 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection $ 76 $ 126 $ 40 $ - $ - $ $ 76 $ 126 $ 40 $ - $ - $ $ - $ - $ 20,077 $ - $ - $ - 13,237 $ - $ - $ 20,077 $ 13,237 $ - $ Q111 2017 2018 $ 13,237 $ $ 13,237 $ 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. Communication of the City's sustainability efforts through electronic media (e - newsletter, Facebook and Twitter), and aligning along with tracking sustainability efforts with the STAR Sustainability Rating System are also projects that involve the Sustainability office. Energy Efficiency Revolving Fund The fund was created from the Energy Efficiency and Conservation Block Grant special revenue fund. The fund is used as an energy efficiency reimbursement program. The facilities that receive improvements through the fund repay the fund annually based on the savings from the energy efficiency improvements. :1[CIO 14[CIO k K • Iowa City received a 4 -STAR (Sustainability Tools for Accessing & Rating Communities) Community Rating in March of 2016, the highest rating in the state. • Iowa City is the first community in Iowa to adopt Inclusionary Affordable Housing requirements. The Inclusionary Housing requirements were adopted for the Riverfront Front Crossings(RFC) area and require that developers of residential developments meet specific affordable housing provisions with every up -zoning to a RFC zoning classification. • The amendment of the TIF requirements to require the provision of affordable housing. 251 Recent Accomplishments: • Received a 4 -STAR Community rating • Twenty two sustainability projects completed in collaboration with University of Iowa, • Held STAR workshop to create sustainability action plan Staffing: Upcoming Challenges: • Will begin working with on 17 actions identified in STAR workshop • Will begin work on Climate Action Plan • Need to review solar and wind ordinance, as well as sensitive areas ordinance and consider revising or updating. Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The Neighborhood & Development Administration service expenditures budget decreased by 76.94% or $142,809 in fiscal year 2018 primarily due to consulting services in the fiscal year 2017 budget of $80,000 for a bike/pedestrian master plan update and for $70,000 for a housing market analysis in the University impact zone. The Sustainability Services service expenditures decreased by 65.72% or $74,774 in fiscal year 2018 primarily due to consulting services of $80,000 in fiscal year 2017 for a carbon reduction study. The appropriation for a local food initiative contribution increased by $5,000 to $30,000. OM FY2016 FY2017 FY2018 Total FTE's 2.55 2.55 2.55 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The Neighborhood & Development Administration service expenditures budget decreased by 76.94% or $142,809 in fiscal year 2018 primarily due to consulting services in the fiscal year 2017 budget of $80,000 for a bike/pedestrian master plan update and for $70,000 for a housing market analysis in the University impact zone. The Sustainability Services service expenditures decreased by 65.72% or $74,774 in fiscal year 2018 primarily due to consulting services of $80,000 in fiscal year 2017 for a carbon reduction study. The appropriation for a local food initiative contribution increased by $5,000 to $30,000. OM GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote Environmental Sustainability STAR Objective: Greenhouse Gas Mitigation - Achieve greenhouse gas emissions reductions throughout the community Department Goal/Objective: Reduce community -wide greenhouse gas emissions. Monitor community -wide greenhouse gas emissions, which includes emissions used from energy in the following sectors: residential, commercial, industrial, transportation and waste. Performance Measures: Greenhouse gas emissions CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Total tonnes CO2e 1,309,284 1,278,469 1,298,620 1,281,014 1,203,621 Estimated population* 69,189 70,453 71,885 73,542 74,220 Tonnes CO2e per capita 19.0 18.2 18.1 17.4 16.2 * Annual population estimates from the American Community Survey Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Increase awareness of sustainability within the community. External outreach within the community focusing on sustainability. External Communications FY 2012 I FY 2013 FY 2014 FY 2015 FY 2016 Number of Subscribers of 0 00 0 228 Sustainable News e -Subscriptions New New New Number of Public Outreach Events 10 2 M asure M asure M asure 253 City of Iowa City Activitv Summar Activity: Neighborhood & Dvlp Admin (610100) $ 268,307 $ 263,983 $ Fund: General (1000) Division: Neighborhood & Dvlp Admin (610100) Department: Neighborhood and Development Services - - - 35,000 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: - 1,500 1,200 1,500 General Revenues Subsidy $ 314,954 $ 247,130 $ 224,148 $ 348,297 $ 255,473 $ 263,452 Intergovernmental $ 268,307 $ 263,983 $ 237,305 $ 248,565 $ 253,386 $ State 28E Agreements - - - 35,000 - - Charges For Fees And Services 43,646 Supplies 2,950 1,533 3,013 Building & Devlpmt - 1,500 1,200 1,500 1,200 1,200 Miscellaneous 438,892 $ 299,460 $ 307,983 Personnel Services - FTE 2014 Code Enforcement - 37,370 13,740 25,000 13,740 13,740 Other Misc Revenue 31,800 2,298 1,871 2,300 1,850 1,850 Printed Materials - 8 13 - - - Other Financial Sources Engineering Technician ` 0.50 0.50 - - Sale Of Assets - - 4 - - - Transfer In -Enterprise Acbvibes - 26,010 26,270 26,795 27,197 27,741 Total Revenues & Transfer In $ 346,754 $ 314,316 $ 267,246 $ 438,892 $ 299,460 $ 307,983 Expenditures Personnel $ 268,307 $ 263,983 $ 237,305 $ 248,565 $ 253,386 $ 260,988 Services 75,497 48,800 26,928 185,599 42,790 43,646 Supplies 2,950 1,533 3,013 4,728 3,284 3,350 Total Expenditures $ 346,754 $ 314,316 $ 267,246 $ 438,892 $ 299,460 $ 307,983 Personnel Services - FTE 2014 2015 2016 2017 2018 Adminish-abve Secretary 0.55 0.55 0.55 0.55 0.55 Clerk/NDS 0.50 0.50 - - - Engineering Technician ` 0.50 0.50 - - - NDS Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.55 2.55 1.55 1.55 1.55 `Position eliminated on 12-31-15 254 City of Iowa City Activitv Summar Activity: Sustainability Services Division: Neighborhood & Dvlp (610150) Admin Department: Neighborhood and Fund: General (1000) Development Services 2015 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Actual Budget Projection Revised Budget Prosection Revenues: Miscellaneous General Revenues Subsidy $ - $ 137,835 $ 124,779 $ 217,343 $ 147,313 $ 151,336 Miscellaneous 84,731 $ 43,440 $ 43.440 Transfers In -Misc - 50,092 - Other Misc Revenue 33,200 1,864 $ 11 101,053 $ 43,441 $ 84,731 Total Revenues $ 33,200 $ 139,699 $ 124,790 $ 217,343 $ 147,313 $ 151,336 Expenditures: Capital Outlay $ - $ - $ - $ 123,500 $ - $ Personnel $ 3,005 $ 88,745 $ 89,618 $ 101,574 $ 107,695 $ 110,926 Services 378 49,869 35,053 113,769 38,995 39,775 Supplies 32 1,085 119 2,000 623 635 Total Expenditures $ 3,415 $ 139,699 $ 124,790 $ 217,343 $ 147,313 $ 151,336 Personnel Services - FTE 2014 2015 2016 2017 2018 Sustainability Coordinator 1.00 1.00 1.00 Total Personnel - - 1.00 1.00 1.00 Activity Summary Activity: Sustainability Services Division: Neighborhood & Dvlp (610150) Admin Fund: Energy Efficiency (1012) Department: Neighborhood and Development Services 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Miscellaneous Other Misc Revenue $ - $ 50,961 $ 43,441 $ 84,731 $ 43,440 $ 43.440 Transfers In -Misc - 50,092 - - - - Total Revenues & Transfer In $ - $ 101,053 $ 43,441 $ 84,731 $ 43,440 $ 43,440 Expenditures: Capital Outlay $ - $ - $ - $ 123,500 $ - $ Total Expenditures $ - $ - $ - $ 123,500 $ - $ Capital Outlay 2017 2018 Energy Efficiency Improvements $ 123,500 $ Total Capital Outlay $ 123,500 $ - A&W City of Iowa City Activity Summary Activity: Housing and Inspection Admin (470100) Fund: General (1000) Division: Neighborhood & Dvlp Admin Neighborhood and Development Services Revenues & Transfer In: General Revenues Subsidy Charges For Fees And Services Building & Devlpmt Miscellaneous Code Enforcement Other Misc Revenue Printed Materials Transfer In -Enterprise Activibes Total Revenues & Transfer In Expenditures: Personnel Services Total Expenditures Personnel Services - FTE Code Enforcement Asst. H.I.S. Director Total Personnel 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection $ 222,988 $ - $ 1,300 13,983 9 27 25,575 - - - - - $ 263,882 $ - $ - $ - $ - $ $ 240,899 $ - $ - $ - $ - $ $ 263,882 $ - $ - $ - $ - $ 2014 2015 2016 2017 2018 1.00 1.00 - - - 2.00 2.00 Activity Summary Activity: Housing Authority Administration (490100) Fund: General (1000) Division: Housing Authority Neighborhood and Development Services Revenues: Use Of Money And Property Royalties & Commissions Total Revenues 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection $ 4,022 $ 4,307 $ 3,992 $ - $ - $ $ 4,022 $ 4,307 $ 3,992 $ - $ - $ 1W 1011 A [Ci:1:10] C7: 139 A NV 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. QYA 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 Community Development staff coordinates with the United Way of Johnson County and the Housing and Community Development Commission in providing funds for human service agencies. 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. HIGHLIGHTS • Maintained a two-year inspection cycle for all rental properties • A net gain of 30 new rental permits adding 337 units to the rental permit roles • Fifty-nine properties have been acquired since 2011 for the UniverCity Neighborhood Partnership Program. Fifty-five of these have been completed and sold as owner Q& occupied properties. There is one accepted offer and closing date pending. Three homes are underway or are complete but not yet sold. The City has entered purchase agreements for two additional homes and plans to acquire one more in FY2017. The Program for Improving Neighborhoods (PIN) funded several neighborhood initiatives, including Grant Wood/Wetherby neighborhood's providing extra police back fill funding in order to enable other officers, interested in community outreach, to work in their neighborhood. They also received funding to kick off the South District logo design by providing window clings and stickers to neighbors as well as area businesses. Longfellow was approved to replace an existing, deteriorated split rail fence at the Longfellow Trail and several neighborhoods will be able to send out one newsletter in FY2017 to introduce their association to new neighbors and encourage that they subscribe to social media options such as Nextdoor or Facebook for ongoing information throughout the year. Several neighborhoods also received funding to create durable signage promoting their Nextdoor or Facebook pages. Various neighborhoods were able to host a Eulenspiegel puppet performance in their neighborhood parks this past summer as a result of a PIN grant. And Lucas Farms will be able to create and install several historic markers throughout the neighborhood highlighting key historic points of interest. • 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 FY2016, there were seven art projects funded through the matching fund program for almost $8,000. Maximum funding available is $2,000 per project. Requests ranged from $300 — 2,000. Project and individuals/organizations that received matching funds are: • Community Book Making Project — Yesha Tsomo • Space Jam — Breanne Trammell • The Iowa Disability Creative Works Gallery — Tom Walz • Open Washington Ribbon Project— Iowa City Downtown District • Mind Travelers' Aquarium — Sayuri Sasaki Hemann • The Center for Afrofuturistic Studies: 2016 "Beyond Realism" speaker series. 25. • Project Playground: Peardeck. • The Poetry in Public Program, in its 12th year, showcased 55 poems written by Johnson County adults and students. 04.X1 Recent Accomplishments: • 98.6% of rental cases brought into voluntary compliance. • Five homes removed along the Iowa River and Ralston Creek floodplains with a HMGP grant. Received approval for two additional homes, on Normandy and on Ralston Creek. • Created new partnerships to offer a series of workshops to over 50 participants interested in starting their own business. • Created the Housing Exterior Loan Program (HELP) to facilitate fagade improvements to residential properties near the downtown and University. Six agreements entered with property owners for an investment of over $100,000. • Approved funding for three small business loans to income qualified entrepreneurs; two were minority or woman owned. Staffing: Upcoming Challenges: • Continue to monitor all available resources to find over -occupied rentals and properties rented without permits. • Staff capacity to investigate and mitigate increasing number of complaints due to the expansion of ICgovXpress to all City departments. • Continue to promote the availability of affordable housing and assist local businesses despite decreasing CDBG and HOME funding. • Transition neighborhood associations to utilizing social media to replace neighborhood newsletters. • Staff capacity to successfully administer all existing programs in addition to the 15 Action Steps for Affordable Housing and other strategic plan priorities. Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. FY2016 FY2017 FY2018 Total FTE's 8.30 11.78 11.78 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: The number of UniverCity program homes was decreased from five in fiscal year 2017 to three in fiscal year 2018. Financial Highlights: The reduced number of UniverCity homes lowered the fiscal year 2018 capital outlay expenditures by $574,670 and lowered the other financing use expenditures by $390,000. Fiscal year 2018 capital outlay expenditures for the HELP program were also reduced by $50,000 from last year. 01.1 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Effectively resolve complaints to protect the health, safety, and livability of Iowa City's neighborhoods. Department Objective: Expand proactive neighborhood code enforcement efforts. Performance Measures: Percent Citizen Complaints/Inquires are Resolved within 14 days FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 New New 8 6 9 87% 84% 86% Measure Measure Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City STAR Objective: Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location -efficient and affordable housing options for all residents Department Goal/Objective: 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 2012 FY 2013 FY 2014 FY 2015 I FY 2016 16 9 8 6 9 Owner -Occupied Homes Rehabilitated (GRIP) FY 2012 FY 2013 FY 2014 FY 2015 I FY 2016 13 13 14 8 3 Housing Exterior Loan Program (HELP) - New Program, FY2017 will start reporting beneficiaries FY 2012 FY 2013 FY 2014 FY 2015 I FY 2016 NA NA NA NA NA 01M Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City 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. An allocation of $3,962 was approved to be funded through the Program for Improving Neighborhoods allowing 5 interested neighborhoods to create, print and mail one newsletter to residents in FY2017. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: PIN Grant Projects funded Foster Healthy Neighborhoods throughout the City 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 2012 I FY 2013 I FY 2014 FY 2015 I FY 2016 Number of neighborhoods with FY 2013 FY 2014 FY 2015 FY2016 New New New 1 Estimate active leadership and established 1 10 1 10 I 19 16 Measure Measure Measure community link.* *Funding for neighborhood newsletters discontinued in FY2015. An allocation of $3,962 was approved to be funded through the Program for Improving Neighborhoods allowing 5 interested neighborhoods to create, print and mail one newsletter to residents in FY2017. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: PIN Grant Projects funded Foster Healthy Neighborhoods throughout the City 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. 04-N FY17 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 1 Estimate 10 1 10 1 10 1 10 6 1 7 04-N Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City 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 FY2015 and FY2016 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 Foster Healthy Neighborhoods throughout the City Facilitate Communication & Cooperation between the City and the neighborhood associations. Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. FY 2017 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Estimate 24 26 22 8* 8 8 *Elimination of newsletters severely limits the options available for meeting notifications within neighborhoods. Numbers included in FY2015 and FY2016 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 Foster Healthy Neighborhoods throughout the City Facilitate Communication & Cooperation between the City and the neighborhood associations. Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. 041-11! FY 2017 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Estimate 3 4 11 8 6 6 041-11! Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City 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: Coordinate communication between developers and residents through meetings and other public input opportunities. Performance Measures: Good Neighborhood Meetings (dependent upon development activity) Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable 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 2017 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Estimate New New 1 11 8 12 8 Measure Measure Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable 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 01*1 FY 2017 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Estimate New 1 3 3 6 6 Measure 01*1 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Enhance Community Engagement and Intergovernmental Relations Department Goal: Allocate grant and City funds to serve the needs of low -to - moderate income (LMI) residents in the following areas: housing, homelessness, and community development (various services for at -risk and LMI persons). Department Objective: Create/enhance suitable living environments, provide decent housing and create economic development opportunities. Performance Measures: FY 2012 FY 2013 FY 2014 FY 2015 FY 2016* FY 2017 Aid to Aqencies I I I I I I Estimate IG �CT7'ini C:�_R��iti��iF!!�i[��iF!l�iE:ltlKl�iC! x Less agencies tunded as chat larger impact to a priority need. 041-V 7 City of Iowa City Activitv Summar Activity: Community Development (610200) Division: Neighborhood Services Department: Fund: General (1000) Neighborhood and Development Services 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 588,505 1,013,906 668,700 General Revenues Subsidy $ - $ 658,214 $ 479,674 $ 727,379 $ 434,244 $ 444,478 Use Of Money And Property Interest Revenues Intergovernmental Other State Grants Miscellaneous Contrib & Donabons Other Misc Revenue Printed Materials Other Financial Sources Loans Sale Of Assets Bond Proceeds 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 for the HELP Program Total Capital Outlay 32,143 36,466 56,967 82,175 53,000 7,413 950 - 10 2,871,767 1,347,062 1,469,552 1,219,389 1,000,000 - 170,465 20,000 36,252 36,146 31,657 31,657 (59,000) - - - 4,147 30,435 53,990 53,990 588,505 1,013,906 668,700 668,700 1,835,826 900,000 510,000 510,000 $ 169,169 $ 172,688 $ 190,607 $ 179,849 $ 166,263 $ 171,251 335,291 349,813 256,050 243,087 261,963 267,202 686 13,007 11,630 260 365 372 3,272,182 1,645,083 584,617 1,384,670 760,000 760,000 1,408,000 1,154,500 1,842,500 900,000 510,000 510,000 $ 5,185,328 $ 3,335,091 $ 2,885,404 $ 2,707,866 $ 1,698,591 $ 1,708,825 2014 2015 2016 2017 2018 0.35 0.35 0.35 1.00 1.00 - - 0.60 1.00 1.00 0.30 0.30 - - - 1.00 1.00 - - - - - 0.50 1.00 1.00 0.10 0.10 0.10 0.63 0.63 1.75 1.75 1.55 3.63 3.63 111:)1 2017 2018 $ 900,000 $ 510,000 334,670 150,000 150,000 100,000 $ 1,384,670 $ 760,000 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 Misc Merchandise Printed Materials Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Neighborhood Services Coordinator Associate Planner Administrative Secretary Total Personnel Capital Outlay Maint. of the Public Art Pieces Total Capital Outlay 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection $ 132,253 $ 128,849 $ 176,318 $ 11,188 6,877 164,068 $ 284,873 $ 282,338 - 192 85 - - - 258 150 204 150 200 200 $ 132,511 $ 140,379 $ 183,484 $ 164,218 $ 285,073 $ 282,538 $ 103,461 $ 107,576 $ 151,135 $ 117,277 $ 226,371 $ 233,162 19,918 12,546 21,404 29,925 31,067 31,688 4,132 7,182 1,280 2,016 2,635 2,688 5,000 13,075 9,665 15,000 25,000 15,000 $ 132,511 $ 140,379 $ 183,484 $ 164,218 $ 285,073 $ 282,538 2014 2015 2016 2017 2018 - - 0.30 0.70 0.70 1.00 1.00 0.75 1.00 1.00 0.25 0.25 1.00 1.00 1.05 1.95 1.95 1ii8 2017 2018 $ 15,000 $ 25,000 $ 15,000 $ 25,000 City of Iowa City Activity Summary Activity: Housing Inspections (610730) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: Licenses And Permits Misc Permits & Lic Const Per & Ins Fees Charges For Fees And Services Building & Devlpmt Miscellaneous Other Misc Revenue Printed Materials Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Building Inspector Housing Assistant Housing Inspector Asst Neighborhood Services Coordinator Sr Housing Inspector Total Personnel 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection $ 2,080 $ 1,600 $ - $ 533,947 655,855 574,753 1,600 $ 1,600 $ 1,600 660,000 680,000 680,000 14,000 14,000 14,000 - 142 2,571 - - - 60 90 $ 536,027 $ 657,657 $ 577,414 $ 675,600 $ 695,600 $ 695,600 $ 442,939 $ 445,196 $ 507,909 $ 563,039 $ 591,370 $ 609,111 50,876 46,080 40,455 73,555 70,104 71,506 2,202 2,500 2,898 2,409 2,540 2,591 $ 496,017 $ 493,776 $ 551,262 $ 639,003 $ 664,014 $ 683,208 2014 2015 2016 2017 2018 3.00 3.00 3.00 3.40 3A0 0.75 0.75 0.75 1.00 1.00 0.50 0.50 0.50 0.50 0.50 - - 0.30 0.30 0.30 1.00 1.00 1.00 1.00 1.00 5.25 5.25 5.55 6.20 6.20 01*1 City of Iowa City Activity Summary Activity: Human Services (610820) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Expenditures: 2014 2015 2016 2017 2018 2019 $ 14,143 $ Actual Actual Actual Revised Budget Prosection Revenues: 293,018 350,000 300,000 300,000 Total Expenditures $ 264,333 $ 319,722 $ General Revenues Subsidy $ 264,333 $ 319,722 $ 296,319 $ 350,000 $ 300,000 $ 300,000 Total Revenues $ 264,333 $ 319,722 $ 296,319 $ 350,000 $ 300,000 $ 300,000 Expenditures: Personnel $ 14,143 $ 13,821 $ 3,301 $ - $ - $ - Services 250,190 305,901 293,018 350,000 300,000 300,000 Total Expenditures $ 264,333 $ 319,722 $ 296,319 $ 350,000 $ 300,000 $ 300,000 Personnel Services - FTE 2014 2015 2016 2017 2018 Associate Planner 0.15 0.15 0.15 Total Personnel 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 Contnb & Donations Total Revenues Expenditures: Services Total Expenditures 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection $ 278 $ 36 $ 356 $ - $ - $ $ 278 $ 36 $ 356 $ - $ - $ $ 1,113 $ 315 $ - $ - $ - $ OW11 :1910101 Is] Ivi l LORI] WA A 11iN 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. The Economic Development Division acts as a municipal resource for the business community. HIGHLIGHTS Recent Accomplishments: • Assisted in getting projects to Development Agreement stage: o Moss Ridge Office Park o City Hall Parking LODUU Church • Co -hosted with Community Development Division a "So You Want to Start a Business" series of five workshops for people who are interested in starting business • Began TIF Policy Review process by hosting 8 focus groups to gain input • Adopted Affordable Housing policy requiring any residential development seeking TIF to rent 15% of the units to income qualified families or to provide a fee in lieu of doing so 271 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 • Continue work with prospective in -fill developers • Complete TIF Policy Review process • Update TIF Policies • Continue programming geared to small business development • Determine best opportunities to develop local food industry Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The service expenditures budget increased by 46.56% or $433,840 in fiscal year 2018 primarily due to the addition of a $500,000 contribution to the Englert Theater capital campaign. The fiscal year 2017 revised budget includes a $100,000 contribution to ICAD for the MERGE project, which is not included in the fiscal year 2018 budget. In fiscal year 2018, the City's contribution to ICAD decreases by $30,000 to $70,000 per year. In fiscal year 2018, the service expenditure also includes $25,000 for ICDD pedestrian mall programming, $10,000 for an ICDD co-sign project, and a $25,000 increase in economic opportunity funding. Orta FY2016 FY2017 FY2018 Total FTE's 2.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The service expenditures budget increased by 46.56% or $433,840 in fiscal year 2018 primarily due to the addition of a $500,000 contribution to the Englert Theater capital campaign. The fiscal year 2017 revised budget includes a $100,000 contribution to ICAD for the MERGE project, which is not included in the fiscal year 2018 budget. In fiscal year 2018, the City's contribution to ICAD decreases by $30,000 to $70,000 per year. In fiscal year 2018, the service expenditure also includes $25,000 for ICDD pedestrian mall programming, $10,000 for an ICDD co-sign project, and a $25,000 increase in economic opportunity funding. Orta GOALS, OBJECl1VES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Build tax base in effort to continue to reduce the City's property tax Department Objective: Work with public and private sectors to facilitate economic development opportunities Performance Measures: City -University Urban Renewal Area (Downtown - Original Blighted Area) City -University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015 Current Value Base Value 111.829.760 66.008.360 68.277.450 77.078.890 77.791.044 30,239,640 20,432,178 20,432,178 20,791,196 14,155,795 ercent increase 269.8% 223.1% 234.2% 270.7% 449.5% City -University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) SSMID area within City -University Urban Renewal Area (Downtown - Original Blighted Area) Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015 Current Value Base Value 125.552.670 47.161.650 55.429.540 63.115.750 66.070.695 15,361,532 15,361,532 16,030,276 13,768,996 ercent increase 56,323,885 207.0% 260.8% 293.7% 379.9% 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 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015 Current Value (SSMID portion) 125.552.670 68.235.470 76.424.244 75.886.590 94.437.040 Base Value SSMIDportion) 97,625,120 50,047,502 50,047,502 49,688,484 56,323,885 ercent increase 28.6% 36.3% 52.7% 52.7% 67.7% SSMID area within City -University Urban Renewal Area (Downtown - Ec. Dev. amended Area) City -University Urban Renewal Area (Totals from Above Areas) Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015 Current Value (SSMID portion) 237.382.430 56.179.810 60.349.050 60.383.690 64.980.952 Base Value SSMIDportion) 42,023,548 42,023,548 41,354,804 43,616,084 ercent increase 85.7% 33.7% 43.6% 46.0% 49.0% City -University Urban Renewal Area (Totals from Above Areas) City -University Urban Renewal Area (Riverfront Crossings —Amendment #10 Area) Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015 Current Value Base Value 237.382.430 237.585.290 260.480.284 276.464.920 303.279.631 127,864,760 127,864,760 127,864,760 127,864,760 127,864,760 ercent increase 85.7% 85.8% 103.7% 116.2% 137.2% City -University Urban Renewal Area (Riverfront Crossings —Amendment #10 Area) 273 Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015 Current Value Base Value Base Year 118.148.120 125.973.470 126.218.820 135.096.620 117,071,480 117,071,480 117,071,480 117,071,480 115,451,970 ercent increase - 0.9% 7.6% 7.8% 17.0% 273 Towncrest Urban Renewal Area Urban Renewal Areas Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015 Current Value Base Value Base Year 32.847.880 33.896.500 35.452.760 37.419.862 32,550,010 32,550,010 32,550,010 32,550,010 32,550,010 ercent increase - 0.9% 4.1% 8.9% 15.0% Urban Renewal Areas Strategic Plan Goal: Promote a Strong and Resilient Local Economy STAR Objective: Business Retention & Development - Foster economic prosperity and stability by retaining and expanding businesses with support from the business community Local Economy - Create an increasingly self-reliant community through a robust local economy with benefits shared by all Department Goal/Objective: Build stronger relations with business owners throughout the community Develop programs aimed to enhance small business development and retention with a focus on diverse communities identify ways to market and grow the local foods economy. Build Employment Opportunities Performance Measures: FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Locally -owned bank deposits x1000 New New New Not Yet New 65.40% 64.90% 64.40% 0 0 Measure Measure Measure Available # Projects assisted that grow the New New New Not Yet Amended 3.70% 5.10% 5.40% 5 0 Local Foods economy Measure Measure Measure Available Support ICAD in efforts to do New New New Total Urban Renewal Areas $100,000 $100,000 $100,000 12 12 targeted industry develo ment Measure Measure Measure Strategic Plan Goal: Promote a Strong and Resilient Local Economy STAR Objective: Business Retention & Development - Foster economic prosperity and stability by retaining and expanding businesses with support from the business community Local Economy - Create an increasingly self-reliant community through a robust local economy with benefits shared by all Department Goal/Objective: Build stronger relations with business owners throughout the community Develop programs aimed to enhance small business development and retention with a focus on diverse communities identify ways to market and grow the local foods economy. Build Employment Opportunities Performance Measures: *credit unions not included 274 * CY 2011 I CY 2012 CY 2013 CY 2014 CY 2015 Locally -owned bank deposits x1000 Not Yet Employment Rate 65.40% 64.90% 64.40% 63.50% Available # Projects assisted that grow the New New New Not Yet Unemployment Rate 3.70% 5.10% 5.40% 4.60% 1 Local Foods economy Measure Measure Measure Available *credit unions not included 274 * FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Locally -owned bank deposits x1000 Not Yet $ 1,848,039 $ 1,919,518 $ 2,023,241 $ 2,170,365 Available # Projects assisted that grow the New New New 1 1 Local Foods economy Measure Measure Measure Support ICAD in efforts to do $100,000 $100,000 $100,000 $100,000 $100,000 targeted industry develo ment *credit unions not included 274 * Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Promote Environmental Sustainability Collaborate with community partners on sustainability efforts Work with private sectors to include environmental sustainability measures in City -assisted projects Strategic Plan Goal: Encourage a Vibrant and Walkable Urban Core STAR Objective: Historic Preservation - Preserve and reuse historic structures and sites to retain local, regional, and national history and heritage, reinforce community character, and conserve resources Department Goal/Objective: Support historic preservation efforts Encourage diverse housing types and price point for variety of income levels. Work with public and private sectors to promote historic preservation where appropriate Performance Measures: FY 2012 I FY 2013 FY 2014 FY 2015 FY 2016 Development Projects with New New New New New 0 0 4 0 sustainability features Measure 6 0 2 0 Provide financial incentives to New financial assistance 0 0 4 0 encourage infill and redevelopment Measure Strategic Plan Goal: Encourage a Vibrant and Walkable Urban Core STAR Objective: Historic Preservation - Preserve and reuse historic structures and sites to retain local, regional, and national history and heritage, reinforce community character, and conserve resources Department Goal/Objective: Support historic preservation efforts Encourage diverse housing types and price point for variety of income levels. Work with public and private sectors to promote historic preservation where appropriate Performance Measures: Strategic Plan Goal Department Goals Department Objective: Performance Measures: Advance Social Justice and Racial Equity Ensure access to information and resources with a focus toward small business entrpreneurs of color Develop and partner to present programming and provide microloan funding FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Assist Historic Preservation New New New New New 5 projects including exisitng building Measure 6 0 2 0 Measure financial assistance City assisted Affordable Housing New New New Units measured by # Development 15 5` Measure Measure Measure Agreements Strategic Plan Goal Department Goals Department Objective: Performance Measures: Advance Social Justice and Racial Equity Ensure access to information and resources with a focus toward small business entrpreneurs of color Develop and partner to present programming and provide microloan funding 001 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Develop programs to enhance New New New New 5 small business Measure Measure Measure Measure 001 City of Iowa City Activitv Summar Activity: Economic Development (610500) Fund: General (1000) Division: Economic Development (610500) Department: Neighborhood and Development Services 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: General Revenues Subsidy $ 568,504 $ 666,785 $ 628,165 $ 778,694 $ 1,244,024 $ 1,275,776 Other City Taxes Hotel/Motel Tax Use Of Money And Property Rents Transfer In - Govt Activities Total Revenues & Transfer In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Economic Development Administrator Economic Development Coord Total Personnel 241,762 264,346 269,691 264,346 269,690 269,690 - - - 11,190 - - - 682 9,106 22,493 - - $ 810,266 $ 931,813 $ 906,962 $ 1,076,723 $ 1,513,714 $ 1,545,466 $ 127,828 $ 255,463 $ 135,109 $ 142,811 $ 147,815 $ 152,249 681,449 675,616 771,305 931,716 1,365,556 1,392,867 989 734 548 2,196 343 350 $ 810,266 $ 931,813 $ 906,962 $ 1,076,723 $ 1,513,714 $ 1,545,466 2014 2015 2016 2017 2018 - - 1.00 - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 OW DEVELOPMENT SERVICES The Development Services 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. The Division is also responsible for zoning -code -related nuisance inspections and enforcement; local administration of state and federal regulations such as floodplain management regulations; administration of the Sign Code, minor modification applications, temporary use permits, and other local permits; research, recommendations, and developing code amendments to address City Council and/or City Manager's Office directives such as the Affordable Housing Action Plan, the STAR program, the Equity Toolkit, etc. The Division also interacts regularly with other local organizations such as the Iowa City Downtown District, the Iowa City Homebuilders Association, the Iowa City Area Association of Realtors, Friends of Historic Preservation, etc. Building Inspection The Building Inspection Division is responsible for facilitating the Site Plan review process, Building Permit review, Building Inspections and Final Certificates 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. Review and issuance of all permits for new construction, additions, alterations, repairs and signs is a key function. The Building Inspections Services Office enforces the following construction codes: • 2015 International Building / Residential Code (adopted with local amendments) • Mechanical Code (current state adopted code) • Plumbing Code (current state adopted code) • 2015 International Fire Code (adopted with local amendments) • National Electrical Code (current state adopted code) • International Energy Conservation Code (current state adopted code) • Accessibility Code (current federal and state adopted code; local amendments for visitability / adaptability) In addition to the above codes, the Building Inspection Services Office enforces the Zoning, Sign, Nuisance, Noise, Site Plan design regulations, 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 develo��,,ment opportunities that create long-term value for the community. The division fulfills state statujory 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 construction. • The Planning and Zoning Commission is charged with holding public discussions and providing recommendations to City Council on development -related applications including Comprehensive Plan updates, annexations and requests for rezonings, subdivisions and code amendments. • 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 primary duty of the Historic Preservation Commission is to review proposed building projects in historic and conservation 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, and writes reports, including recommendations to boards and commissions. A growing duty of Development Services staff is reviewing design review applications for areas requiring design review such as the Riverfront Crossings and Towncrest Districts HIGHLIGHTS As of August 1, 2016 the Building Inspections Division had processed building permits totaling $202,922,137 in permit value, well above the 10 -year average of $127,720,222. This speaks both the volume of permits in 2016 as well as the higher -than -average value of construction. Continued implementation of the Downtown and Riverfront Crossings Master Plan including preparation of a plan for the Riverfront Crossings Park and drafting the RFP to hire a consultant team to prepare final design for the park, and working with a consultant team to prepare streetscape design for South Riverside Drive. Facilitated the rezoning and/or development review process for several Riverfront Crossings projects including: o The Rise (Court St / Linn St) — 15 -story mixed-use project with residential, hotel and commercial uses o Hilton Garden Inn (Clinton St) — 12 -story hotel o Kum & Go (Riverside Dr / Benton St) — Gas station and convenience store o Bruegger's Bagels (Riverside Dr / Benton St) — New restaurant and drive-through o Sabin Townhomes and City Parking Facility (Harrison St / Dubuque St) — 600 -space parking facility with 28 residential units 0 316 Madison — 7 -story mixed-use building 0 602 S. Dubuque St — 4 -story residential building o Rezoning of property along Ralston Creek to Riverfront Crossings — West side of Gilbert St, north of Highway 6 • Facilitated the rezoning and/or development review and inspections process for other large projects including: o The Chauncey (College St / Gilbert St) — 15 -story mixed-use building 0 416 Iowa Ave — 5 -story mixed-use building 0 1030 William St (affordable senior housing) — 36 affordable and 4 market rate units o Rose Oaks Redevelopment— Redevelopment project (fka Lakeside Apartments) o Cole Community Mobile Home Park - 38 new pads north of McCollister Blvd o Redevelopment of Gilbert St / Highway 6 - Natural Grocers and Carlos O'Kelly's o Pine Grove, intersection of Lower West Branch Rd / Scott Blvd -10 single family lots, 8 townhouses, 36 -unit multi -family building o Rezoning of north City Hall parking lot to CB -5 for a mixed use project — Concept plan includes residential, parking structure, Fire Department, and office uses o Old Towne Village Medical Clinic — New medical clinic o Old Towne Village Dental Office — New dental office and spec. commercial space o Cardinal Pointe West (Camp Cardinal Blvd / Kennedy Parkway) — 31 single family lots o New Hawkeye Court multi -family housing — Redevelopment of Hawkeye Court o Landmark designation and special exception for fraternity at 716 N Dubuque St • In conjunction with the Downtown District, participated in a consultant -led review of Downtown District fagade and signage design standards, resulting in the Iowa City Downtown District Storefront and Signage Guidelines document. • Facilitated Comprehensive Plan amendment to include the Orchard District in the Downtown and Riverfront Crossings Master Plan. • Worked with several City Departments to facilitate the move of the historic Houser -Metzger house to the College Green Historic District. • Annexation, zoning and development of Churchill Meadows Parts 1-3, which includes single family, duplex, and multi -family lots on the south side of Herbert Hoover Highway. • 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. Drafted and adopted the Riverfront Crossings Inclusionary Housing Ordinance. OW Recent Accomplishments: • Development Services staff participated on many levels in the STAR (Sustainability Tools for Assessing and Rating Communities) program effort, resulting in Iowa City achieving 4 stars (highest score in Iowa). Development Services staff will continue to facilitate STAR -related projects. • Development Services Staff participated on several levels with developing the Affordable Housing Action Plan, and will continue to facilitate affordable housing - related initiatives (primarily code amendments) recommended in the action plan. • Adopted the South District Plan. The South District Plan is the product of year- long planning process with numerous public meetings and planning workshops, public hearings, and research. • Finalized the new Form Based Code for the 'Eastside Mixed Use District' (EMU), a form based code for properties east of Van Buren St and north of Burlington St. • Developed a series of amendments to the Sign Code to facilitate recommended signage in the Iowa City Downtown District Storefront and Signage Guidelines, and to ensure sign regulations are 'content neutral,' based on a recent Supreme Court decision regarding sign regulations. • Drafted and facilitated code amendments to facilitate the FUSE project. • Drafted code amendments related to allowing and defining Rooftop Service Areas. • Worked with the Parks and Recreation Dept. and Friends of Historic Preservation to secure a Certified Local Government (CLG) grant to restore the City Park cabins. 01:L1 Upcoming Challenges: • The principal challenge is staff time and resources. Significant time in research and code development will need to be devoted to initiatives such as the Affordable Housing Action Plan, the STAR program, increasing use of Form Based Codes, etc. These initiatives, while maintaining levels of service for the primary duties of reviewing and preparing reports on development applications, zoning and building enforcement, addressing public concerns and complaints, reviewing historic preservation applications, the design review process, and reviewing and inspecting projects through the building permit process will be a challenge. • Continue to implement the Riverfront Crossings Plan through review of development projects, administering rezoning applications, and CIP projects. • 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, such as Increase electronic submittals of plan documents for subdivision and rezoning applications. • Continuing to review administer historic preservation -related building projects, and support the evaluation of new historic landmarks. • Training and education for the upcoming 2017 National Electrical Code. • Adopt, implement and train staff on the 2015 International Energy Conservation Code in coordination with the State of Iowa Staffing: Staffing Level Change Summary: In Urban Planning, the Historic Preservation Planner is being reclassified from an hourly employee, up to 20 hours per week, to a permanent half time (.50 FTE) position. Service Level Change Summary: A historic property grant program to provide grants and/or low interest loans to owners of historic properties to support exterior structural improvements such as porch rehabilitation, removal of synthetic siding, additions, etc. (maintenance projects would not be eligible) has been added for fiscal year 2018. It is anticipated we would offer grants for up to 50% of project costs (maximum $5,000) for eligible projects for owner -occupied historic properties, and would offer loans for rental historic properties. Program details would be determined with the Historic Preservation Commission. This program would support strategic plan goals of encouraging a walkable and vibrant urban core, and fostering healthy neighborhoods. Financial Highlights: In the Building Inspection activity, Construction Permit & Inspection fees are budgeted to increase by 21.30% or $158,725 in fiscal year 2018 due to the anticipated level of construction activity. The Building Inspection service expenditures are budgeted to decrease by 32.94% or $76,636 primarily due to estimated legal services in fiscal year 2017 of $90,000 for the Lusk property lawsuits. The Urban Planning activity fiscal year 2018 service expenditures budget includes $150,000 for consulting related to form base code creation and $10,000 to digitize historical property records and place them online. The fiscal year 2017 revised budget includes $175,000 for the form base code development and parking study. The Urban Planning activity fiscal year 2018 service expenditure budget also includes $40,000 for a historical property grant program. Overall, the service expenditures budget in Urban Planning is up 6.49% or $14,046. 0131 FY2016 FY2017 FY2018 Total FTE's 10.80 10.80 11.30 Staffing Level Change Summary: In Urban Planning, the Historic Preservation Planner is being reclassified from an hourly employee, up to 20 hours per week, to a permanent half time (.50 FTE) position. Service Level Change Summary: A historic property grant program to provide grants and/or low interest loans to owners of historic properties to support exterior structural improvements such as porch rehabilitation, removal of synthetic siding, additions, etc. (maintenance projects would not be eligible) has been added for fiscal year 2018. It is anticipated we would offer grants for up to 50% of project costs (maximum $5,000) for eligible projects for owner -occupied historic properties, and would offer loans for rental historic properties. Program details would be determined with the Historic Preservation Commission. This program would support strategic plan goals of encouraging a walkable and vibrant urban core, and fostering healthy neighborhoods. Financial Highlights: In the Building Inspection activity, Construction Permit & Inspection fees are budgeted to increase by 21.30% or $158,725 in fiscal year 2018 due to the anticipated level of construction activity. The Building Inspection service expenditures are budgeted to decrease by 32.94% or $76,636 primarily due to estimated legal services in fiscal year 2017 of $90,000 for the Lusk property lawsuits. The Urban Planning activity fiscal year 2018 service expenditures budget includes $150,000 for consulting related to form base code creation and $10,000 to digitize historical property records and place them online. The fiscal year 2017 revised budget includes $175,000 for the form base code development and parking study. The Urban Planning activity fiscal year 2018 service expenditure budget also includes $40,000 for a historical property grant program. Overall, the service expenditures budget in Urban Planning is up 6.49% or $14,046. 0131 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Fiancial Foundation Department Goal: Efficiently process construction permits to encourage economic development. Department Objective: Review building permit and site plan applications to protect the health and safety of citizens while facilitating economic development opportunities. Performance Measures: Total Value of Construction (in millions) Strategic Plan Goal: Promote Enviromental Sustainability STAR Objective: Industrial Sector Resource Efficiency - Minimize resource use and demand in the industrial sector as a means to mitigate greenhouse gas emissions and conserve water Resource Efficient Buildings - Improve the energy and water efficiency of the community's residential, commercial, and institutional building stock Department Goal/Objective: Demonstrate incremental progress towards achieving an 80% reduction by 2050 n th energy use intensity of the community's building stock. Performance Measures: TOTAL (kBTU)/ Square Foot CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 New New New New Residential 64.9 Measure Measure Measure Measure Commercial New New New New 228.9 Measure Measure Measure Measure New New New New Industrial 838.4 Measure Measure Measure Measure New New New New Total 145.8 Measure Measure Measure Measure Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City 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 2012 FY 2013 FY 2014 FY 2015 FY 2016 Annexations 0 1 3 2 1 Rezonin s 13 29 19 29 14 Preliminary Plats 5 7 11 9 6 Final Plats 0 0 0 14 18 Code Amendments 13 11 11 3 4 Comprehensive Plan Amendments 0 6 2 2 4 Right-of-way Vacations 12 Measure 2 0 4 7 Count Zoning Items 1 2 3 2 4 Total1 35 58 49 65 58 01:x3 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Development Activity Metrics New New New Acres Annexed 19.8 18.6 Measure Measure Measure New New New Acres Zoned Residential 125.5 119 Measure Measure Measure Acres Zoned Commercial New New New 85.9 7.98 measure Measure measure Acres Zoned Mixed -Use / RF New New New 35.1 2.48 Crossings Measure Measure Measure New New New Acres Zoned Commercial / Office 85.9 0.98 Measure Measure Measure Residential Lots Final Platted / New New New 150 335 Created Measure Measure Measure Commercial Lots Final Platted / New New New 19 12 Created Measure Measure Measure 01:x3 Historic Preservation Commission FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Public Meetings Staffed 80 93 108 83 86 Additional Landmarks New New New 1 1 Planning and Zoning 20 21 Measure Measure Measure 0 0 Board of Adjustment New New New 8 8 Properties rehabed, restored, or Measure Measure Measure New New New New 24 Historic Preservation Measure Measure Measure 11 12 Measure Measure Measure New New New Comp. Plan -related 13 5 Measure Measure Measure Good Neighbor New New New 9 10 Measure Measure Measure New New New Other public meetings 12 14 Measure Measure Measure Historic Preservation Commission FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Project Reviews 80 93 108 83 86 Additional Landmarks 2 1 2 1 1 Additional properties in 0 39 265 0 0 historic/conservation districts Properties rehabed, restored, or New New New New 24 converted through adaptive reuse Measure Measure Measure Measure r1:tl City of Iowa City Activity Summary Activity: Building Inspection (61 0 61 0161 0 6 3 0) Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services Revenues: General Revenues Subsidy Licenses And Permits General Use Permits Food & Liq Licenses Professional License Misc Permits & Lic Const Per & Ins Fees Use Of Money And Property Interest Revenues Intergovernmental Local 28E Agreements Charges For Fees And Services Building & Devlpmt Miscellaneous Other Misc Revenue Printed 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 Development Services Coordinator Code Enforcement Specialist Sr Building Inspector Total Personnel Capital Outlay Condemned Properties Total Capital Outlay 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection $ - $ - $ - $ 39,486 $ - $ - 9,161 11,872 8,868 11,872 8,870 8,870 525 245 270 250 270 270 2,785 2,660 2,505 2,660 2,510 2,510 2,500 4,270 3,145 3,000 2,390 2,390 847,425 806,404 1,470,135 743,225 901,500 901,500 631 396 5 - - - 140 - - - - - 348,393 342,303 534,760 297,500 323,400 323,400 400 85 9,428 32,413 2,193 - - - 68,482 $ 1,221,473 $ 1,200,563 $ 2,090,363 $ 1,097,993 $ 1,238,940 $ 1,238,940 $ 582,081 $ 702,645 $ 706,441 $ 744,417 $ 750,668 $ 773,188 154,201 135,471 150,639 232,627 155,991 159,111 25,338 3,540 25,340 5,949 5,229 5,334 60,000 115,000 $ 761,620 $ 841,656 $ 942,420 $ 1,097,993 $ 911,888 $ 937,632 2014 2015 2016 2017 2018 4.00 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 0.30 - - 0.50 0.50 0.50 - - 0.50 0.50 0.50 1.00 1.00 1.00 1.00 1.00 6.30 6.30 7.30 7.30 7.30 01-M 2017 2018 $ 115,000 $ $ 115,000 $ - City of Iowa City Activity Summary Activity: Urban Planning (610620) Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services Revenues: General Revenues Subsidy Charges For Fees And Services Building & Devlpmt Miscellaneous Other Misc Revenue Printed Materials Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Prosection $ 294,074 $ 403,570 $ 37,550 37,750 425,039 $ 636,521 $ 681,137 $ 700,204 31,795 37,750 31,800 31,800 48 aua LLV OI $ 331,927 $ 441,540 $ 456,943 $ 674,271 $ 712,937 $ 732,004 $ 271,137 $ 401,064 $ 428,853 $ 457,056 $ 480,831 $ 495,256 58,261 39,176 26,584 216,291 230.337 234,944 2,529 1,300 1,506 924 1.769 1,804 $ 331,927 $ 441,540 $ 456,943 $ 674,271 $ 712.937 $ 732,004 Personnel Services - FTE 2014 2015 2016 2017 2018 Associate Planner 1.50 1.50 1.50 1.50 1.50 Development Services Coordinator - - 0.50 0.50 0.50 Historic Preservation Planner - - - - 0.50 Code Enforcement Specialist - - 0.50 0.50 0.50 Senior Planner 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.50 2.50 3.50 3.50 4.00 01.11 110:11149701all :l&ye1I]A,I1►11.11ZATAIIs] 011 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 proposed in the Capital Project Funds to construct Phase 1 of the Public Works Complex. • Over the past three years, the management staff has completely turned over. Recent Accomplishments: • Completed Wastewater Plant project. • Construction commenced on the Gateway Project. • Management team has been hired Staffing: Upcoming Challenges: • Continue to develop the new management staff. • Coordination with the University of Iowa planning effort. • Coordination of City services with other Departments • Coordination of the Sidewalk Cafe and Street Cafe program after the Washington Street Project Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2018 budget. Financial Highlights: The service expenditures budget increased by 77.31 % primarily due to an increase in ITS internal service charges for storage. 01-YA FY2016 FY2017 FY2018 Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2018 budget. Financial Highlights: The service expenditures budget increased by 77.31 % primarily due to an increase in ITS internal service charges for storage. 01-YA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City 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 (Street Cafes* I New I New I 1 I 2 I 2 Measure Measure * started in 2013 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Effectively regulate the use of public right-of-way necessary to facilitate construction of building projects. Issue permits for use of public right-of-way that facilitate development while protecting the public interest, health and safety. (Use of ROW 1 3 1 15 1 15 1 5 1 10 1 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Effectively regulate the use of public right-of-way necessary to facilitate construction and operation of fiber optic/telecommunications projects. Issue license agreements for use of public right-of-way fiber optic/telecommunications projects while protecting the public interest, health and safety. 01:R3 City of Iowa City Activity Summary Activity: Public Works Administration (710100) Fund: General (1000) Division: Public Works Administration (710100) Department: Public Works Expenditures: 2014 2015 2016 2017 2018 2019 Personnel Actual Actual Actual Revised Budget Prosection Revenues: 6,939 6,256 10,968 17,167 30,438 31,047 General Revenues Subsidy $ 284,858 $ 294,719 $ 290,141 $ 311,151 $ 332,466 $ 342,121 Miscellaneous $ 285,641 $ 295,082 $ 290,733 $ 311,451 $ 332,466 $ 342,121 Other Misc Revenue 783 363 592 300 Total Revenues $ 285,641 $ 295,082 $ 290,733 $ 311,451 $ 332,466 $ 342,121 Expenditures: 2014 2015 2016 2017 2018 Program Asst - Pub Works Personnel $ 278,671 $ 287,970 $ 279,571 $ 293,271 $ 300,579 $ 309,596 Services 6,939 6,256 10,968 17,167 30,438 31,047 Supplies 31 856 194 1,013 1,449 1,478 Total Expenditures $ 285,641 $ 295,082 $ 290,733 $ 311,451 $ 332,466 $ 342,121 Personnel Services - FTE 2014 2015 2016 2017 2018 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 01.1*] Aki101►1AAall 1►[CINA:,y/IN*' 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: • Completed design and began construction of the Washington Street Streetscape Project • Grade separation of First Avenue and the Iowa Interstate Railroad • Began construction of the Iowa City Gateway Project • Bid a project for restriping of Sycamore Street to include bike lanes • Design of the 4 -1 -ane to 3 -1 -ane Conversion Project on First Ave. Upcoming Challenges: • Complete construction of the Washington Street Streetscape Project • Complete construction of the First Avenue Grade Separation Project • Complete construction of the Iowa City Gateway Project • Complete design and construction of the 4 -1 -ane to 3 -1 -ane Conversion Project on Mormon Trek Blvd. • Complete design and construction of the Burlington and Clinton Intersection Improvements Project, including a 4 -Lane to 3 -1 -ane conversion on Clinton Street. • 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 rNn1 Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: There is $8,000 in capital outlay budgeted in fiscal year 2018 for office furniture and equipment. rRy FY2016 FY2017 FY2018 Total FTE's 12.00 16.00 16.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: There is $8,000 in capital outlay budgeted in fiscal year 2018 for office furniture and equipment. rRy GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy & Foster Healthy Neighborhoods throughout the City 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 2012 FY 2013 FY 2014 FY 2015 FY 2016 # of Projects Accepted 39 30 24 16 26 # of Subdivision Accepted 7 7 14 13 8 Streets miles 3.11 1.08 3.03 2.20 1.49 Water Main miles 2.21 1.55 3.00 2.07 2.43 Sanitary Sewer miles 2.15 1.38 2.86 2.24 1.12 Storm Sewer miles 3.40 1.28 3.00 2.37 2.61 Fire Hydrants 55 37 55 30 32 Trails/Sidewalks miles 2.93 0.53 1.54 1.36 1.86 Lift Station 0 1 0 1 0 Traffic Signals 0 1 1 0 2 Pedestrian Bride 0 1 1 0 0 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City 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. 04% FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Excavation Permits Issued 356 339 348 398 350 Sidewalk Hazards 445 474 556 728 584 Identified Addresses Sidewalk Hazards 1,631 1,704 1,583 2,442 1,309 Identified # of Squares 04% City of Iowa City Activitv Summar Activity: Engineering Services (710200) Fund: General (1000) Division: Engineering Services (710200) Personnel $ 736,331 $ 704,777 $ Department: Public Works 1,804,083 $ 1,887,902 $ 1,944,539 Services 114,987 127,237 125,568 2014 2015 2016 2017 2018 2019 3,353 Actual Actual Actual Revised Budget Prosection Revenues: 42,500 8,000 Total Expenditures General Revenues Subsidy $ 710,129 $ 645,125 $ 629,932 $ 1,122,733 $ 1,174,153 $ 1,215,055 Other City Taxes 2014 2015 2016 2017 2018 Utility Franchise Tax 74,194 67,627 65,568 67,627 67,125 67,125 Licenses And Permits City Engineer 1.00 1.00 1.00 Const Per &Ins Fees 46,484 74,743 57,736 60,000 57,740 57,740 Charges For Fees And Services 2.00 2.00 Construction Inspector 11 2.00 2.00 Building & Devlpmt 14,404 23,077 11,999 16,000 12,000 12,000 Miscellaneous - - - Special Projects Administrator Other Misc Revenue 11,602 31,403 14,803 22,000 17,080 17,080 Printed Materials 445 513 195 150 130 130 Intra -City Charges SrConstruction Inspector 1.00 271,734 717,884 723,672 734,527 Total Revenues $ 857,258 $ 842,488 $ 1,051,967 $ 2,006,394 $ 2,051,900 $ 2,103,657 Expenditures: Personnel $ 736,331 $ 704,777 $ 923,046 $ 1,804,083 $ 1,887,902 $ 1,944,539 Services 114,987 127,237 125,568 150,746 149,666 152,659 Supplies 5,940 10,474 3,353 9,065 6,332 6,459 Capital Outlay 42,500 8,000 Total Expenditures $ 857,258 $ 842,488 $ 1,051,967 $ 2,006,394 $ 2,051,900 $ 2,103,657 Personnel Services - FTE 2014 2015 2016 2017 2018 Architectural SN/Energy Coord 1.00 1.00 1.00 - - City Engineer 1.00 1.00 1.00 1.00 1.00 Civil Engineer 2.00 2.00 2.00 2.00 2.00 Construction Inspector 11 2.00 2.00 2.00 2.00 2.00 Engineering Technician ` 0.10 0.10 - - - Special Projects Administrator - - - 2.00 2.00 Special Projects Inspector - - - 2.00 2.00 SrConstruction 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 12.00 16.00 16.00 Position eliminated on 12-31-15 Capital Outlay 2017 2018 City Survey Equipment $ 42,500 $ - Other Operating Equipment 8,000 Total Capital Outlay $ 42,500 $ 8,000 rRxt I I 01TA ki1110]:irilIIs] ►C1 all *Y6lUCid:8 A, FAL)ETC] :IAi1:I►Ill I ADMINISTRATION 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, Associate Director and a Maintenance Worker II - CBD Central Business District (CBD) Maintenance CBD staff provides daily grounds maintenance in the Downtown, Northside Marketplace, City Plaza (Pedestrian Mall), City Hall and Chauncey Swan Park. CBD provides cleanup, ambassador duties and assistance for 120+ events a year. • Assist in preparations for special events held in the Central Business District areas (Farmer's Market, SOTA, TCDD, Northside Market) • Daily sweeping and waste removal from receptacles in Downtown, Northside Marketplace and City Plaza. • Snow and ice removal of natural accumulations in the City Plaza, including clearing sidewalk areas, the fire lane and a minimum of two crosswalks per half block. • 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 1100141:00 kK • 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. OPE! Recent Accomplishments: • Partnership with ICDD to select single hauler for downtown waste hauling services • Installation of additional Big Belly compacting units as a part of Washington Street project • Increased cleanings of Pedestrian Mall and surrounding areas • Implementation of cleaning services for events • Successful implementation of Big Belly compacting trash and recycling units in Pedestrian Mall Staffing: Upcoming Challenges: • Deterioration of brick surface in Pedestrian Mall • Increasing use of Pedestrian Mall and surrounding areas for events • Maintenance of downtown alleyways • Increased frequency of maintenance due to aging fountain Staffing Level Change Summary: A 1.00 FTE Associate Director of Resource Management was added into the fiscal year 2018 budget. This position is allocated to the enterprise funds through Administrative Chargebacks. Service Level Change Summary: There are no service level changes included in the fiscal year 2018 budget. Financial Highlights: Personnel expenditures in fiscal year 2018 increased by 45.97% due to the addition of the Associate Director of Resource Management position. 0Pb1 FY2016 FY2017 FY2018 Total FTE's 0.00 3.00 4.00 Staffing Level Change Summary: A 1.00 FTE Associate Director of Resource Management was added into the fiscal year 2018 budget. This position is allocated to the enterprise funds through Administrative Chargebacks. Service Level Change Summary: There are no service level changes included in the fiscal year 2018 budget. Financial Highlights: Personnel expenditures in fiscal year 2018 increased by 45.97% due to the addition of the Associate Director of Resource Management position. 0Pb1 City of Iowa City Activitv Summar Activity: Transportation & Resource Admin (810100) Division: Transportation & Resource Admin (810100) Fund: General (1000) Department: Transportation & Resource Management 2014 2015 2016 2017 2018 2019 Actual Actual Actual 2018 Revised Budget Prosection Revenues: Actual Actual Revised Budget Projection Property Taxes $ - $ - $ 8,294 $ 3,136,939 $ 3,252,243 $ 3,252,243 Other City Taxes General Revenues Subsidy S - $ - $ 13,008 Gas/Electric Excise Tax - - - $ 324.151 42,737 39,617 39,617 Mobile Home Tax - - 190 3,882 190 190 Intergovernmental - - - 8,100 11.400 Property Tax Credits Food & Liq Licenses 88,906 88,906 88,906 Total Revenues $ - $ - $ 8,484 $ 3,272,464 $ 3,380,956 $ 3,380,956 Expenditures: $ 298,005 $ 338.208 $ 335,551 Expenditures: Personnel $ - $ - $ - $ 356,465 $ 520,347 $ 535,957 Services $ - $ - $ - 3,182 3,246 Total Expenditures $ - $ - $ - $ 356,465 $ 523,529 $ 539,203 Personnel Services - FTE 2014 2015 2016 199,295 2017 2018 - Transportabon/Res Mgmt Director - - - 7,748 1.00 1.00 Capital Outlay Assoc Dir -Transportation Services - - - 10,808 1.00 1.00 10,000 Assoc Dir -Resource Management Total Expenditures $ - $ - $ 1.00 $ Total Personnel - - - Personnel Services - FTE 2.00 3.00 2015 Activitv Summa Activity: CBD Maintenance (810200) Division: Transportation & Resource Admin (810100) Department: Transportation Fund: General (1000) & Resource Management 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy S - $ - $ 13,008 $ 287,505 $ 326,808 $ 324.151 Licenses And Permits General Use Permits - - - 8,100 11.400 11,400 Food & Liq Licenses 2,400 Total Revenues ,$ - $ - $ 13,008 $ 298,005 $ 338.208 $ 335,551 Expenditures: Personnel $ - $ - $ - $ 78,838 $ 77,903 $ 80,240 Services - - - 187,419 195,387 199,295 Supplies - - 2,200 7,748 54,918 56,016 Capital Outlay 10,808 24,000 10,000 Total Expenditures $ - $ - $ 13,008 $ 298,005 $ 338,208 $ 335,551 Personnel Services - FTE 2014 2015 2016 2017 2018 M. W. II - CBD 1.00 1.00 Total Personnel - - - 1.00 1.00 Capital Outlay 2017 2018 Operabng Equipment $ 24,000 $ - Contracted Improvements 10,000 Total Capital Outlay $ 24,000 $ 10,000 ORN SPECIAL REVENUE FUNDS F Y 2 0 1 8 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 Affordable Housing 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 (HUD). 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). Iowa City is an entitlement city (over 50,000 in population), and receives an annual allocation from HUD based on a formula that looks at information such as poverty rates, age of housing stock, etc. Congress approves the program budgets annually so the City's allocation may change from year to year. The CDBG fund has a budgeted ending fund balance of $554,515 in fiscal year 2018 versus an estimated ending fund balance of $430,170 in fiscal year 2017. This is an increase of 28.9%. The increase is related to the repayment of CDBG loans. Revenues: 82% of revenue comes from Federal grants, with most of the remainder from loan repayments. This revenue source has decreased from $844,028 in fiscal year 2017 to an estimated $568,500 in fiscal year 2018, a decrease of 32.6%. This is primarily due to carry forward of CDBG funds from prior years in fiscal year 2017. FY2018 Estimated - $693,031 17% 1% ■Imerest Revenue 0°/a 0 ■ Federal Gants ■ Misc ■ Loan Repayment Expenditures: Fiscal year 2018 expenditures represent a 64.4% decline from fiscal year 2017. This reduction is primarily due a carryover of funds from prior years in fiscal year 2017, and due to the reallocation of grants and loans that were repaid in fiscal year 2017. FY2018 Estimated - $568,686 1%0% ■Personnel ■ Services ■Supplies ■ Capital Outlay OW City of Iowa City CDBG & CDBG Rehab (2100) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ - $ (5,447) $ 144,414 $ 448,893 $ 430,170 S 554,515 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 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 3,307 $ 3,883 $ 3,002 $ 4,000 $ 2,901 S 2,901 951,943 324,990 293,535 844,028 568,500 568,500 1,100 1,325 970 678,984 970 970 107,504 355,398 691,873 151,000 120,660 120,660 $ 1,063,854 $ 685,596 $ 989,380 $ 1,678,012 $ 693,031 $ 693,031 $ 1,069,301 $ 535,735 $ 659,901 $ 1,596,735 $ 568,686 $ 581,402 1,069,301 535,735 659,901 1,596,735 568,686 581,402 - - 25,000 100,000 - - $ 1,069,301 $ 535,735 $ 684,901 $ 1,696,735 $ 568,686 $ 581,402 $ (5,447) $ 144,414 $ 448,893 $ 430,170 $ 554,515 $ 666,144 $ (5,447) $ 144,414 $ 448,893 $ 430,170 $ 554,515 $ 666,144 -1% 21% 45% 26% 80% 96% WX Ca11:ZCZ61UAMA11010161 The mission of Community Development Block Grant operations is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low and moderate income. As part of Neighborhood Services, the Community Development office is responsible for administering and coordinating activities relating to federal, state, and local community development programs. This includes Community Development Block Grant (CDBG) programs. CDBG funds are used to acquire property, construct new buildings, rehabilitate existing buildings and owner -occupied homes, operate service agencies, and encourage micro - enterprise development. Community Development staff coordinate with local service agencies, small businesses, and lenders in the administration of these programs. The City created a citizen advisory group, the Housing and Community Development Commission (HCDC), in 1995 to assess Iowa City's community development needs for housing, jobs and services for low and moderate income residents, and to promote public and private efforts to meet such needs. HCDC leads the CDBG/HOME allocation process to determine what projects will be awarded funds based on priorities established in CITY STEPS, Iowa City's Consolidated Plan for Housing, Jobs and Services for Low -Income Residents. HIGHLIGHTS • Over $20.8 million in CDBG funds have been invested in Iowa City since 1990 • In FY2016, programs leveraged $1.14 million in private and public funds • Assisted 1,027 persons who are homeless with support services and provided operational funding to local non -profits that assisted 1,591 persons • Rehabilitated 17 owner -occupied homes and provided down payment assistance to two homes • Acquired one three bedroom home for affordable rental housing for persons with disabilities • Assisted in the expansion of a micro -enterprise business • Completed three fagade improvements in the City -University Urban Renewal Area. • Installed playground equipment at Highland Park FY2017 projects are identified in the FY2017 Annual Action Plan at wvvw.icgov.org/actionplan. The CDBG allocation process, including the public input process can be found in the City's Citizen Participation Plan. My, Recent Accomplishments • Provided assistance to three non-profit public service providers. These agencies assist persons with chronic health problems, low income youth, persons with disabilities, persons facing homelessness, chronic mental illness, victims of domestic abuse, and those in crisis. • Assisted nineteen homes through acquisition or rehabilitation for affordable home ownership. • Acquired a Single Room Occupancy property for affordable rental for persons with disabilities • Completed three fagade improvements to downtown buildings in the City - University Urban Renewal Area: Martini's, Cold Stone Ice Cream, and Sports Column. • Assisted with the creation one new small business Upcoming Challenges: • Continue to provide housing, jobs and services to low -moderate income residents despite decreasing CDBG funding. • Provide the same level of service while training new employees. Highland Park — Playground Equipment FY2016 CDBG Project Martini's Fagade -Before Martini's Fagade -After ON Staffing: Staffing Level Change Summary: There are no staff changes in the fiscal year 2018 budget. The CDBG operations will be charged by the actual time worked on these programs by staff. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: Other Miscellaneous Revenue decreased by $678,014 in fiscal year 2018 compared to the fiscal year 2017 revised budget. This was due to the repayment of several grants and loans in fiscal year 2017 from prior recipients for various reasons. This also led to an elevated level of services expenditures in fiscal year 2017 due to the reallocation of those funds. WIGI FY2016 FY2017 FY2018 Total FTE's 2.38 0.00 0.00 Staffing Level Change Summary: There are no staff changes in the fiscal year 2018 budget. The CDBG operations will be charged by the actual time worked on these programs by staff. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: Other Miscellaneous Revenue decreased by $678,014 in fiscal year 2018 compared to the fiscal year 2017 revised budget. This was due to the repayment of several grants and loans in fiscal year 2017 from prior recipients for various reasons. This also led to an elevated level of services expenditures in fiscal year 2017 due to the reallocation of those funds. WIGI GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy & Foster Healthy Neighborhoods throughout the City STAR Objective: Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location -efficient and affordable housing options for all residents Department Goal/Objective: Allocate grant and City funds to serve the needs of low -to -moderate income residents in the following areas: housing, homelessness, and community and economic development. Create/enhance suitable living environments, provide decent housing, and create economic development opportunities. Performance Measures: 01111 i . FY 2017 CDBG Funds Only FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Estimate Funds Spent $2,402,893 $1,778,290 $1,046,763 $530,033 $590,712 $717,704 Local, State & Other $896,263 $2,847,719 $1,123,407 $446,798 $1,137,947 $1,832,115 Funds Leveraged Housing Units Assisted 26 86 37 14 22 21 Public Facilities 10 6 8 1 1 5 Assisted Persons Receiving 11,478 1,457 3,874 1,663 2,618 1,070 Services Businesses Assisted in Creating Low- 2 3 1 0 1 1 Moderate Income Jobs Businesses Assisted with Fagade 2 3 1 1 3 1 Improvements in a URA 01111 i . City of Iowa City Activity Summary Activity: Community Development Block Grant (610300) Fund: CDBG & CDBG Rehab (2100) Division: Neighborhood Services Department: Neighborhood and Development Services 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues $ 3,307 $ 3,883 $ 3,002 $ 4,000 $ 2,901 $ 2,901 Intergovernmental Federal Intergovernmental Revenue 951,943 324,990 293,535 844,028 568,500 568,500 Miscellaneous Other Misc Revenue 1,100 1,325 970 678,984 970 970 Other Financial Sources Loans 107,504 355,398 691,873 151,000 120,660 120,660 Total Revenues $ 1,063,854 $ 685,596 $ 989,380 $ 1,678,012 $ 693,031 $ 693,031 Expenditures: Personnel $ 194,874 $ 169,869 $ 134,005 $ 207,878 $ 134,253 $ 138,281 Services 873,909 364,067 524,907 1,384,983 430,511 439,121 Supplies 518 1,799 990 3,874 3,922 4,000 Total Expenditures $ 1,069,301 $ 535,735 $ 659,901 $ 1,596,735 $ 568,686 $ 581,402 Personnel Services - FTE 2014 2015 2016 2017 2018 Administrative Secretary 0.25 0.25 0.25 - - Associate Planner 0.20 0.20 0.45 - - Neighborhood Services Coord - - 0.25 - - Community Development Coord 0.50 0.50 - - - Housing Rehab Specialist 1.00 1.00 - - - Code Enforcement Specialist - - 0.50 - - Building Inspector - - 0.40 - - Program Asst - Comm Development 0.53 0.53 0.53 Total Personnel 2.48 2.48 2.38 - - WX HOME PROGRAM FUND The HOME Program Fund accounts for HOME Investment Partnerships program (HOME) funds that are provided to the City on an annual basis from the U.S. Department of Housing and Urban Development (HUD). HOME funds are given directly to states and local governments for the exclusive use of affordable housing activities. Iowa City is an entitlement city (over 50,000 in population), and receives an annual allocation from HUD based on a formula that looks at information such as poverty rates, age of housing stock, etc. Congress approves the program budgets annually so the City's allocation may change from year to year. Budgeted fund balance at the end of fiscal year 2018 is $32,627 which is a 181% increase from the fiscal year 2017 revised estimate. This is due to the budgeted repayment of HOME loans. Revenues: 82% of the HOME Fund's revenue is from federal grants with remainder coming from loan repayments and loan interest. Budgeted federal HOME funding is lower in fiscal year 2018 by $293,899 or 42.57% from fiscal year 2017 due to a large carry -forward of federal funds in fiscal vear 2017 from prior vears. FY2018 Estimated - $486,444 14% 4%_ ■ Federal Grants 10 ■ Interest ■ Loan Repayment Expenditures: Fiscal year 2018 expenditures represent a 41.9% decrease from the fiscal year 2017 estimate. This decrease is primarily due to a reduction in grants and loans. FY2018 Estimated - $465,444 0% ■ Personnel 40 ■ Services ■Supplies WIN City of Iowa City HOME Program (2110) Fund Summary aim 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ (7,695) $ (4,096) $ 132,858 $ - $ 11,627 $ 32,627 Revenues: Use Of Money And Property Interest Revenues $ 22,340 $ 23,285 $ 20,308 $ 15,000 $ 20,000 $ 20,000 Intergovernmental Fed Intergovnt Rev 552,132 226,071 495,058 690,343 396,444 396,444 Other Financial Sources Loans 106,496 284,022 99,592 108,000 70,000 70,000 Sub -Total Revenues 680,968 533,378 614,958 813,343 486,444 486,444 Transfers In: Transfers In -Govt Activities 2,819 Sub -Total Transfers In 2,819 - - - - - Total Revenues & Transfers In $ 683,787 $ 533,378 $ 614,958 $ 813,343 $ 486,444 $ 486,444 Expenditures: HOME Program $ 679,030 $ 387,664 $ 747,816 $ 801,716 $ 465,444 $ 474,833 Sub -Total Expenditures 679,030 387,664 747,816 801,716 465,444 474,833 Transfers Out: Misc Transfers Out 1,158 8,760 Sub -Total Transfers Out 1,158 8,760 - - - - Total Expenditures & Transfers Out $ 680,188 $ 396,424 $ 747,816 $ 801,716 $ 465,444 $ 474,833 Fund Balance, June 30 $ (4,096) $ 132,858 $ - $ 11,627 $ 32,627 $ 44,238 Restricted / Committed /Assigned Unassigned Balance $ (4,096) $ 132,858 $ - $ 11,627 $ 32,627 $ 44,238 % of Revenues & Transfers In _1% 25% 0% 1% 7% 9% aim I: Is] A,1:8aNOW ZUMEel UAZATAIEel 01K 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 $12.7 million in HOME funds invested in Iowa City since 1994 • In Fiscal Year 2016, the program leveraged approximately $547,000 in private and public funds and assisted 22 affordable rental and/or owner -occupied units Fiscal Year 2017 projects are identified in the Fiscal Year 2017 Annual Action Plan at www.icgov.org/actionplan. The HOME allocation process, including the public input process, can be found in the City's Citizen Participation Plan. Iowa Habitat for Humanity Affordable Homeownership Completed in FY2016 011..3 Recent Accomplishments: • Rental assistance to nineteen families • Sixteen rental units rehabilitated • Six homeowner rehab projects Staffing: Upcoming Challenges: • Securing funds to provide affordable, decent housing in a high land cost community despite decreasing HOME funding Staffing Level Change Summary: There are no staff changes in the fiscal year 2018 budget. The HOME operations will be charged by the actual time worked on these programs by staff. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: Federal HOME funding budgeted in fiscal year 2018 is $293,899 or 42.57% lower than the fiscal year 2017 revised budget. This is due to the carry -forward of HOME funds in fiscal year 2017 from prior years. MY] FY2016 FY2017 FY2018 Total FTE's 0.45 0.00 0.00 Staffing Level Change Summary: There are no staff changes in the fiscal year 2018 budget. The HOME operations will be charged by the actual time worked on these programs by staff. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: Federal HOME funding budgeted in fiscal year 2018 is $293,899 or 42.57% lower than the fiscal year 2017 revised budget. This is due to the carry -forward of HOME funds in fiscal year 2017 from prior years. MY] GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City STAR Objective: Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location -efficient and affordable housing options for all residents Department Goal/Objective: Allocate grant and City funds to provide safe, decent, affordable housing for low -moderate income residents. Create/enhance suitable living environments and provide decent, affordable housing opportunities. Performance Measures: «n: FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 HOME Funds Only Estimate Funds Spent $864,797 $746,224 $698,443 $394,579 $724,350 $486,444 Local, State & Other $3,184,232 $2,486,405 $1,425,994 $467,002 $547,202 $2,167,911 Funds Leveraged Housing Units Assisted 47 40 12 41 22 29 «n: City of Iowa City Activity Summary Activity: HOME (610400) Fund: HOME Program (2110) Division: Neighborhood Services Department: Neighborhood and Development Services 2014 2015 2016 2017 2018 2019 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 $ 22,340 $ 23,285 $ 20,308 $ 15,000 $ 20,000 $ 20,000 552,132 226,071 495,058 690,343 396,444 396,444 106,496 284,022 99,592 108,000 70,000 70,000 $ 680,968 $ 533,378 $ 614,958 $ 813,343 $ 486,444 $ 486,444 $ 60,424 $ 48,833 $ 57,468 $ 40,639 $ 40,676 $ 41,896 618,606 338,831 690,037 761,077 424,448 432,937 311 320 $ 679,030 $ 387,664 $ 747,816 $ 801,716 $ 465,444 $ 474,833 2014 2015 2016 2017 2018 0.30 0.30 0.30 - - - - 0.15 0.20 0.20 0.50 0.50 0.45 - - 311 I:li7e11111,9 :111 EWA 9,11 Ll I I] 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. Road use taxes 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, and a step-up in revenue. In March 2015, a $.10 per gallon fuel excise tax increase was passed by the State. This increase caused a large step-up in road use tax revenues during fiscal year 2015. City use of road use taxes is restricted to street and storm sewer maintenance, repair, and construction. This includes engineering, street lighting, streets signs and signals, snow removal, street cleaning, right-of-way maintenance, and related activities. Road Use Tax Fund fund balance on June 30, 2016 was $5,767,142, an increase of 3.65% over the fiscal year 2015 year-end balance. This increase was due to increase in the fuel excise tax rate. 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 FY14 FY15 FY16 FY17 FY18 i Unassigned $4,539,578 $5,564,216 $5,767,142 $4,685,708 1 $3,526,400 (1) FY17 and FY18 figures are estimates. ON Following the increase in the fuel excise tax in fiscal year 2015, the Road Use Tax Fund significantly increased its transfers out to the Capital Projects Fund. Funding for the annual pavement rehabilitation program has increased from $642,665 in fiscal year 2014 to $1,482,000 in fiscal year 2018. In addition, new capital improvement project spending from RUT was added. A project to reconstruct Davenport Street ($675,000 in fiscal year 2016) was added; an annual project to install LED streetlights ($75,000 per year) was added; the ADA curb ramp program of $100,000 every -other -year was changed to $100,000 every year; and a new annual complete streets program ($300,000 in fiscal year 2017 and $150,000 in fiscal year 2018 and later) was added. These figures are reflected in the fund's transfers out to the Capital Projects Fund. In the fiscal year 2017 and fiscal year 2018 transfers out to the Capital Projects Fund, a $1 million transfer is included in each year to the Public Works Facility project for the replacement of the traffic engineering and streets maintenance shops and storage facilities. Due to the increase in capital improvement project funding, the fiscal year 2017 projected fund balance is an 18.75% decrease compared to fiscal year 2016, and the fiscal year 2018 projected fund balance is a 24.74% decrease compared to fiscal year 2017. Projected fiscal year 2018 ending fund balance is budgeted at $3,526,400. Revenues: In fiscal year 2018, Road Use Tax Fund revenues are projected to be over $8.3 million, which is virtually no change over the fiscal year 2017 estimated revenue. Road Use Tax Fund revenues have increased by 23.36% since fiscal year 2014. Road Use Tax shared revenue represents 99% of the revenue in the Road Use Tax Fund. FY2018 Estimated - $8,393,630 1% 0% ■ Road Use Tax ■ Building & Devlpmt ■ M isc 313 Expenditures: Fiscal year 2018 budgeted expenditures, excluding transfers out, are higher than fiscal year 2017 expenditures by 3.87%. This increase is primarily due to the addition of the two Maintenance Worker I positions and the purchase of a new snow plow/dump truck for $168,800. FY2018 Estimated - $6,221,226 ■ Personnel ■ Services ■Supplies ■ Capital Outlay Transfers out to the Capital Projects Fund are $3,522,000 and $3,482,000 in fiscal years 2017 and 2018, respectively. 314 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 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In City of Iowa City Road Use Tax (2200) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 2,841,586 $ 4,539,578 $ 5,564,216 $ 5,767,142 $ 4,685,708 $ 3,526,400 $ - $ 60,482 $ - $ - $ - $ - 3,919 6,579 3,745 - - - 45,138 14,187 6,230 - - - 6,744,663 7,230,663 8,320,117 8,320,117 8,320,120 8,320,120 22,735 49,597 43,223 35,000 43,220 43,220 2,041 - - - - - 35,879 52,364 38,116 34,116 30,290 30,290 6,854,375 7,414,926 8,411,456 8,389,233 8,393,630 8,393,630 405,477 390,414 396,132 330,600 428,006 428,006 405,477 390,414 396,132 330,600 428,006 428,006 $ 7,259,852 $ 7,805,340 $ 8,807,588 $ 8,719,833 $ 8,821,636 $ 8,821,636 $ 2,095 $ 77,691 $ 82,569 $ 82,786 $ 82,647 $ 84,300 43,653 74,163 73,770 90,669 92,186 92,905 782,966 1,430,031 1,457,429 1,492,670 1,432,690 1,457,263 3,873,283 3,981,668 3,823,114 4,323,088 4,613,703 4,553,469 4,701,997 5,563,553 5,436,882 5,989,213 6,221,226 6,187,936 561,617 298,246 921,954 295,195 2,909,188 258,593 3,522,000 290,054 3,482,000 277,718 2,377,000 285,466 859,863 1,217,149 3,167,781 3,812,054 3,759,718 2,662,466 $ 5,561,860 $ 6,780,702 $ 8,604,663 $ 9,801,267 $ 9,980,944 $ 8,850,402 $ 4,539,578 $ 5,564,216 $ 5,767,142 $ 4,685,708 $ 3,526,400 $ 3,497,633 $ 4,539,578 $ 5,564,216 $ 5,767,142 $ 4,685,708 $ 3,526,400 $ 3,497,633 63% 71% 65% 54% 40% 40% ON 6.11all AAM91aA01TAIIs] ►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. :I[CIO I4[CIO k K • The Streets Division assists with traffic control, electrical repairs, lighting repairs, hanging banners and hanging decorations for special events and holidays. • All traffic signals are maintained and repaired. On-call staff responds to traffic signal malfunctions and complaints. • The Streets Division replaces many broken concrete street panels and repairs many damaged storm sewer structures throughout the City each year. • Response time to the majority of potholes reported during regular business hours is no more than two hours. • The Streets Division paints all pavements markings each construction season and refreshes the lane markings on major streets in the fall. • The Streets Division repairs all damaged street signage and installs new signage. 011 • The Streets Division clears debris and tree growth from bridges and box culverts throughout the City. • The Leaf Vacuum Program serves all Iowa City residences and businesses that are adjacent to public streets. • The Streets Division clears snow and ice from approximately 420 lane miles of City streets. The Division also removes snow from the downtown area and coordinates the hauling of the snow to a designated dump site. • The entire street network is swept at least four times per season including additional passes of bicycle lanes. • 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. The Kinnick Stadium area is swept after home football games. Recent Accomplishments: • Patched approximately 3,100 potholes and replaced 134 street panels in fiscal year 2016 • Leaf program picked up 515 loads totaling 1545 tons in fiscal year 2016 • Replaced 1,630 street signs in fiscal year 2016 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 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. • Replaced all bell light street light fixtures with LED fixtures. ON 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: Staffing Level Change Summary: Two full-time Maintenance Worker I positions have been added in the fiscal year 2018 budget and have been budgeted in the Streets System Maintenance activity. The Streets Superintendent, Assistant Streets Superintendent, and Senior Clerk/Typist — Streets had been split 50%/50% between the Traffic Engineering activity and the Streets System Maintenance activity through fiscal year 2017. In fiscal year 2018, these positions are now budgeted 100% in Streets System Maintenance. Service Level Change Summary: Due to the growth of the City's street infrastructure, two additional Maintenance Worker I positions have been added to increase service levels. Prior to fiscal year 2018, there had been twelve snow plow routes with teams of two members and a snow plow truck assigned to each route. The addition of two staff members and a new snow plow will allow the Streets Operations to form an additional snow plow route. The Maintenance Worker I positions are also essential to repairing streets, driveways, sidewalks, catch basins, curbs and gutters. They operate light and heavy equipment in the maintenance, repair, and construction of City infrastructure. They perform crack sealing, installation and repair of street signs, and the installation and maintenance of pavement markings. They also perform street sweeping duties and leaf collection. These positions are necessary to maintain service levels as the City continues to grow. Financial Highlights: Several capital outlay items have been included in fiscal year 2018. Traffic Engineering has funds budgeted to purchase painting equipment - $20,000, to paint traffic signal poles - $80,000, to paint light poles - $20,000, and to replace traffic signal equipment - $85,000. Streets System Maintenance has capital outlay funds budgeted to purchase an emulsion tank - $35,000, to purchase a concrete drill - $10,000, and to purchase an additional snow plow - $168,800. Personnel expenditures in the Streets System Maintenance activity grew by 7.40% in fiscal year 2018 due to the addition of two new Maintenance Worker I positions and due to the restructuring of the administration positions. «r.3 FY2016 FY2017 FY2018 Total FTE's 29.15 30.00 32.00 Staffing Level Change Summary: Two full-time Maintenance Worker I positions have been added in the fiscal year 2018 budget and have been budgeted in the Streets System Maintenance activity. The Streets Superintendent, Assistant Streets Superintendent, and Senior Clerk/Typist — Streets had been split 50%/50% between the Traffic Engineering activity and the Streets System Maintenance activity through fiscal year 2017. In fiscal year 2018, these positions are now budgeted 100% in Streets System Maintenance. Service Level Change Summary: Due to the growth of the City's street infrastructure, two additional Maintenance Worker I positions have been added to increase service levels. Prior to fiscal year 2018, there had been twelve snow plow routes with teams of two members and a snow plow truck assigned to each route. The addition of two staff members and a new snow plow will allow the Streets Operations to form an additional snow plow route. The Maintenance Worker I positions are also essential to repairing streets, driveways, sidewalks, catch basins, curbs and gutters. They operate light and heavy equipment in the maintenance, repair, and construction of City infrastructure. They perform crack sealing, installation and repair of street signs, and the installation and maintenance of pavement markings. They also perform street sweeping duties and leaf collection. These positions are necessary to maintain service levels as the City continues to grow. Financial Highlights: Several capital outlay items have been included in fiscal year 2018. Traffic Engineering has funds budgeted to purchase painting equipment - $20,000, to paint traffic signal poles - $80,000, to paint light poles - $20,000, and to replace traffic signal equipment - $85,000. Streets System Maintenance has capital outlay funds budgeted to purchase an emulsion tank - $35,000, to purchase a concrete drill - $10,000, and to purchase an additional snow plow - $168,800. Personnel expenditures in the Streets System Maintenance activity grew by 7.40% in fiscal year 2018 due to the addition of two new Maintenance Worker I positions and due to the restructuring of the administration positions. «r.3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Community Engagement and Intergovernmental Relations Department Goal: Complete Retro -reflectivity Standards. Department Objective: Continue sign replacements. Performance Measures: ly`leL`mEWa II[CANW&..14ZC!■W&.141[MEW&..141[.1 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Enhanced Community Engagement and Intergovernmental Relations 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 Packer Truck Loads of Sweeping Debris Leaf Vacuum Pickup Season r IW&.141PM■y`.14Z [CA ■W&.141C!■W&.141Nm■W&.141[.1 OR Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Input Measures: Materials Used Foster Healthy Neighborhoods throughout the City & Promote a Strong and Resilient Local Economy Provide Street Maintenance & Repairs. Efficiently Maintain & Repair Public Streets. Average I FY 2012 I FY 2013 I FY 2014 I FY 2015 I FY 2016 Concrete tvardsl 1 1.336.75 1 1.781.50 1 1.599.75 1 1.011.00 1 1.094.75 1 1.196.75 Workload Measures FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Potholes Patched 3,500 3,300 3,400 2,800 3 100 Street Panels — 160 200 110 122 134 Removal/Replacement wzu City of Iowa City Activity Summary Activity: Road Use Tax Administration (710310) Division: Streets (710300) 13,650 $ 13,064 $ Fund: Road Use Tax (2200) Department: Public Works 17,486 $ 2014 2015 2016 2017 2018 2019 9,300 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: 408 30,905 51,791 56,986 65,000 Intergovernmental 65,000 $ 43,653 $ 74,163 $ 73,770 $ 90,669 $ Road Use Tax $ 6,744,663 $ 7,230,663 $ 8,320,117 $ 8,320,117 $ 8,320,120 $ 8,320,120 Transfers In -Govt Activities 405,477 390,414 396,132 330,600 428,006 428,006 Total Revenues & Transfers In $ 7,150,140 $ 7,621,077 $ 8,716,249 $ 8,650,717 $ 8,748,126 $ 8,748,126 Expenditures: Services $ 2,095 $ 77,691 $ 82,569 $ 82,786 $ 82,647 $ 84,300 Total Expenditures $ 2,095 $ 77,691 $ 82,569 $ 82,786 $ 82,647 $ 84,300 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 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 22,735 $ 49,597 S 43,223 $ 35,000 $ 43,220 $ 43,220 150 S 22.885 $ 49,597 $ 43,223 $ 35,000 $ 43,220 $ 43,220 $ 9,587 $ 13,650 $ 13,064 $ 16,263 $ 17,486 $ 18,011 2,830 8,317 3,664 8,987 9,300 9,486 331 405 56 419 400 408 30,905 51,791 56,986 65,000 65,000 65,000 $ 43,653 $ 74,163 $ 73,770 $ 90,669 $ 92,186 $ 92,905 321 2017 2018 $ 65,000 $ 65,000 $ 65,000 $ 65,000 City of Iowa City kctivity Summan 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 Streets Superintendent Electrician - Traffic Eng Electronics Tech/Traffic Eng Sr Clerk/Typist - Streets Streets Superintendent Total Personnel Capital Outlay Painting Equipment Painttraffic signal poles Paint light poles Traffic Signal Equipment Total Capital Outlay 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ - $ 49,339 $ - S - $ - S 6,579 1,625 - - - - - 8,014 42,311 12,824 25,536 9,330 9,330 $ 9,639 $ 98,229 $ 12,824 $ 25,536 $ 9,330 $ 9,330 $ 553,041 $ 568,209 $ 622,406 $ 490,302 $ 501,876 $ 516,932 14,021 546,045 563,165 579,390 569,387 580,775 146,604 180,693 156,777 182,978 156,427 159,556 69,300 135,084 115,082 240,000 205,000 200,000 $ 782,966 $ 1,430,031 $ 1,457,429 $ 1,492,670 $ 1,432,690 $ 1,457,263 2014 2015 2016 2017 2018 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 0.25 0.50 - 0.15 0.15 0.15 0.50 4.15 4.15 3.90 4.50 3.00 W% 2017 2018 $ - $ 20,000 90,000 80,000 27,500 20,000 122,500 85,000 $ 240,000 $ 205,000 City of Iowa City kctivity Summan Division: Streets (710300) $ 2,117,865 $ 2,061,979 $ 2,025,268 $ 2,380,586 Department: Public Works Services 2014 2015 2016 2017 2018 2019 Supplies Actual Actual Actual Revised Budget Projected Revenues: 32,883 16,904 29,195 38,750 213,800 40,000 Intergovernmental $ 3,873,283 $ 3,981,668 $ 3,823,114 $ 4,323,088 $ 4,613,703 $ 4,553,469 Fed Intergovnt Revenue $ - $ 11,143 $ - S - $ - S Disaster Assistance 3,919 - 3,745 - - - Other State Grants 45,138 14,187 6,230 - - - Miscellaneous 0.50 0.50 1.00 Total Personnel 25.50 25.50 Misc Merchandise 416 - - - - - Other Misc Revenue 27,715 10,053 25,292 8,580 20,960 20,960 Other Financial Sources Emulsion Tank - 35,000 Sale Of Assets 1,054 25 - 10,000 Traffic Control Signage Total Revenues $ 77,188 $ 36,437 $ 35,292 $ 8,580 $ 20,960 20,960 Expenditures Personnel $ 2,117,865 $ 2,061,979 $ 2,025,268 $ 2,380,586 $ 2,556,781 $ 2,633,484 Services 1,300,058 1,236,890 1,207,208 1,307,332 1,311,294 1,337,520 Supplies 422,477 665,895 561,442 596,420 531,828 542,465 Capital Outlay 32,883 16,904 29,195 38,750 213,800 40,000 Total Expenditures $ 3,873,283 $ 3,981,668 $ 3,823,114 $ 4,323,088 $ 4,613,703 $ 4,553,469 Personnel Services - FTE 2014 2015 2016 2017 2018 Asst Streets Superintendent 0.50 0.50 0.50 0.50 1.00 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 8.00 M.W. 11 - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist- Streets 0.50 0.50 0.25 0.50 1.00 Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00 Streets Superintendent 0.50 0.50 0.50 0.50 1.00 Total Personnel 25.50 25.50 25.25 25.50 29.00 Capital Outlay 2017 2018 Type III Barricades $ 7,500 $ - Emulsion Tank - 35,000 Concrete Drill - 10,000 Traffic Control Signage 10,000 - Electronic Message Board 15,250 Utility Trailer 6,000 - Dump Truck w/Snow Plow - 168,800 Total Capital Outlay $ 38,750 $ 213,800 323 All IaA:4yae1all AN1all WAA►111:8111►1I] 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. Prior Year 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 was 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 fiscal year 2016, the fund activity reflects 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. In fiscal year 2016, the City also received a $60,000 Invest Health grant. Invest Health is a new initiative that brings together diverse leaders from mid-sized U.S. cities across the nation to develop new strategies for increasing and leveraging private and public investments to accelerate improvements in neighborhoods facing the biggest barriers to better health. No grant or project activity is budgeted for fiscal year 2018. 324 Fund Balance, July 1 Revenues: Intergovernmental Fed Intergovnt Rev Operating Grants Disaster Assistance Other State Grants Sub -Total Revenues Transfers In: Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Community Development Grants: Hazard Mitigation Flood Buyout Invest Health Jumpstart Business Rental Assistance Non -Hazard Mitigation Grant Buyout Supplemental CDBG - Res. Proj. Delivery Supplemental CDBG - Residential Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In City of Iowa City Other Shared Revenue (2300) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ (79,875) $ 63 $ (109) $ 152,415 $ - S - $ - $ - $ 370,151 $ 728,034 $ - $ - - - 20,000 40,000 - - - - 49,353 97,071 - - 833,364 129,659 (59,394) 833,364 129,659 380,110 865,105 - - - - 218,879 5,163 - - - 218,879 5,163 - - $ 833,364 $ 129,659 $ 598,989 $ 870,268 $ - $ $ - $ - $ 497,851 $ 970,712 $ - $ - - - 8,029 51,971 - - 10,181 - - - - - 37,437 1,760 - - - - 655,446 19,007 - - - - 50,362 109,064 (59,415) $ 753,426 $ 129,831 $ 446,465 $ 1,022,683 $ - $ - $ 63 $ (109) $ 152,415 $ - $ - $ - $ 63 $ (109) $ 152,415 $ - $ - $ 0% 0% 25% 0% #DIV/0! #DIV/01 $ 79,938 $ (172) $ 152,524 $ (152,415) $ - $ W21 City of Iowa City Activitv Summar Division: Neighborhood Services Department: Neighborhood and Development Services 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Fed Intergovnt Rev $ - $ - $ 370,151 $ 728,034 $ - $ Operating Grants - - 20,000 40,000 - Disaster Assistance - - 49,353 97,071 - Other State Grants 833,364 129,659 (59,394) - - Misc Transfers In - - 218,879 5,163 - Total Revenues & Transfers In $ 833,364 $ 129,659 $ 598,989 $ 870,268 $ - $ - Expenditures Personnel $ 91,317 $ 17,832 $ 9,178 $ - $ - $ - Services 651,372 111,999 (23,713) 51,971 - Capital Outlay 10,737 461,000 970,712 Total Expenditures $ 753,426 $ 129,831 $ 446,465 $ 1,022,683 $ - $ - WIN A0I:1:ZH'dAaON1:1►[W&IF9161kiNAZITIA0 ki1:]110ZyNEC] Ne1►111911111►1I] 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. WIN City of Iowa City Energy Efficiency & Conservation Block Grant (2310) Fund Summary Fund Balance, July 1 Revenues: Miscellaneous Other Misc Revenue Total Revenues Transfers Out: Misc Transfers Out Total Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance of Revenues 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ (23,394) $ 48,924 $ - $ - $ - $ - $ 72,318 $ 1,168 $ - $ - $ - $ $ 72,318 $ 1,168 $ - $ - $ - $ $ 48,924 $ - $ - $ - $ - $ $ 48,924 $ - $ - $ - $ - $ - 68% 0% 0% 0% 0% 0% 3Y117 City of Iowa City Activitv Summar Division: Public Works Administration Department: Public Works 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Miscellaneous Other Misc Revenue $ 72,318 $ 1,168 $ - $ - $ - $ - Total Revenues $ 72,318 $ 1,168 $ - $ - $ - $ - 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 50`h home in the fall of 2015. 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. 09111 City of Iowa City UniverCity Neighborhood Partnership (2315) Fund Summary Fund Balance, July 1 Transfers In: Misc Transfers In Total Transfers In Expenditures: Univercity Neighborhood Partnership Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance of Revenues & Transfers In 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ (2,645) $ - $ - $ - $ - $ - $ 2,098 $ - $ - $ - $ - $ - $ 2,098 $ - $ - $ - $ - $ 331 City of Iowa City Activitv Summar Division: Neighborhood Services Department: Neighborhood and Development Services 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Expenditures: Services $ (547) $ - $ - $ - $ - $ Total Expenditures $ (547) $ - $ - $ - $ - $ - 09% 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. Fund balance in the MPO fund has increased steadily since fiscal year 2014 from $170,860 to $302,423. The fund balance as a percentage of revenues and transfers in has increased from 24% in fiscal year 2014 to 53% in fiscal year 2016. The fund balance is budgeted to decrease slightly in fiscal year 2017 to $295,421. In fiscal year 2018, the fund balance is projected to decrease by 18.28% to $241,415. This is an intentional decrease to help bring the fund balance down, and is being done through a temporary reduction in member contributions and transfers -in. There are no staffing or service level changes planned for the MPOJC in fiscal year 2018. Revenues and transfers -in for fiscal year 2018 are expected to be lower by 3.93% due to lower member contributions. Expenditures are higher in fiscal year 2018 by 2.80% primarily due to the increased cost of salaries and benefits. 333 City of Iowa City Metro Planning Organization of Johnson County (2350) Fund Summary 334 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 130,144 $ 170,860 $ 292,006 $ 302,423 $ 295,421 $ 241,415 Revenues: Use Of Money And Property Interest Revenues $ - $ - $ 1,670 $ - $ 1,670 $ 1,670 Intergovernmental Local 28E Agreements 119,462 120,045 102,514 120,045 103,620 106,511 Other State Grants 235,061 199,324 190,000 199,324 200,000 205,580 Miscellaneous Other Misc Revenue 17,231 2,399 4,487 - 1,530 1,530 Sub -Total Revenues 371,754 321,768 298,671 319,369 306,820 315,291 Transfers In: Transfer -In from General Fund and RUT 343,297 340,979 270,235 290,358 273,151 280,772 Sub -Total Transfers In 343,297 340,979 270,235 290,358 273,151 280,772 Total Revenues & Transfers In $ 715,051 $ 662,747 $ 568,906 $ 609,727 $ 579,971 $ 596,063 Expenditures: Metro Planning Org of Johnson County $ 674,335 $ 541,601 $ 558,489 $ 616,729 $ 633,977 $ 651,688 Total Expenditures $ 674,335 $ 541,601 $ 558,489 $ 616,729 $ 633,977 $ 651,688 Fund Balance, June 30 $ 170,860 $ 292,006 $ 302,423 $ 295,421 $ 241,415 $ 185,790 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 170,860 $ 292,006 $ 302,423 $ 295,421 $ 241,415 $ 185,790 % of Revenues and Transfers In 24% 44% 53% 48% 42% 31% 334 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 MPO 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 MPO 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 2016 Transportation Planning Work Program & adoption of the fiscal year 2017 Work Program 0911 • Completion of the MPO Fiscal Year 2017-2020 Transportation Improvement Program and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration. • Adoption of Federal Functional Classification changes for urbanized area roadways • Completion of Transit Capital Equipment Replacement Plan & Program of Projects Upcoming Challenges: • Revising the MPOJC Long Range Transportation Plan — to be completed in May 2017 • Completion of the year-end National Transit Database Annual Reports for Iowa City and Coralville Transit and University of Iowa Cambus system • Successful Quadrennial MPO Planning Review conducted by the Federal Transit Administration, Federal Highway Administration, and Iowa Department of Transportation. 6YFfiM1 6 Staffing Level Change Summary: There are no staffing level changes in Fiscal Year 2018 budget. Service Level Change Summary: There are no service level changes in Fiscal year 2018 budget. Financial Highlights: There is a decrease in Local 28E Agreement revenue and Transfers -In from the General Fund and Road Use Tax Fund in fiscal year 2018. The 28E Agreement revenue decreases by 13.68% and the Transfers -In decrease by 5.93%. These decreases are intentional in order to reduce fund balance in fiscal year 2018. 0911 FY2016 FY2017 FY2018 Total FTE's 4.70 4.70 4.70 Staffing Level Change Summary: There are no staffing level changes in Fiscal Year 2018 budget. Service Level Change Summary: There are no service level changes in Fiscal year 2018 budget. Financial Highlights: There is a decrease in Local 28E Agreement revenue and Transfers -In from the General Fund and Road Use Tax Fund in fiscal year 2018. The 28E Agreement revenue decreases by 13.68% and the Transfers -In decrease by 5.93%. These decreases are intentional in order to reduce fund balance in fiscal year 2018. 0911 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Maintain a Solid Financial Foundation, & Enhanced Community Engagement and Intergovernmental Relations Department Goal: Provide transportation (private vehicle, 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 including the University of Iowa, Iowa Department of Transportation, Federal Transit Administration and the Federal Highway Administration. Department Objective: Provide necessary services that are beneficial forthe area to continue to receive federal transportation funding, including transit capital and operations funds, streets and trails infrastructure funds and discretionary grant funds. To also help improve residents' lives in the community by improving transportation safety, and increasing the percentage of commuters walking, biking, or using public transit. 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. QGYA FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Long Range Transportation Plan (required every 5 yrs.) ✓ Transportation Planning Work Program ✓ ✓ ✓ ✓ ✓ Passenger Transportation Plan ✓ ✓ ✓ ✓ ✓ Transportation Improvement Program ✓ ✓ ✓ ✓ ✓ QGYA Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve Iowa City's Capital Improvements Program priorities. FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 $1,262,652 $1,211,970 $1,400,381 $1,439,334 $1,494,411 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* $2,400,000 $6,000,000 $500,000 Traffic $2,240,660 $820,000 STBG- MPO/STP funds MPO/STP funds Safety Grant for MPO/STP funds HPB funds for for First Ave for Gateway Burlington St for American Prentiss St Grade Project Median Legion Road Bridge Separation I (multiple years) Reconstruction Replacement $441,000 State $1,900,or RISE $200,000 Traffic $930,000 $135,000 CMAQ Trails Grant — f Grant for Moss Safety Grant for MPO/STP funds funds for bike Dubuque Street Ridge Road Burlington for IWV Road share program - Ped. Bridge St/Clinton St Improvements bike stations $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 $500,000 Traffic Urban Safety Grant for Waters Grant 1st Ave 4-3 lane conversion $50,000 DNR$283,027 RISE Low Grant - Northgate Head Dam grant Dr. extension *Includes all planning & legal documents, grant preparation & administration, & IDOT/FTA reporting Vehicle Collisions: Includes all reported vehicle collisions where property damage exceeded $1,000 or where an injury occurred. Department objective is to have zero fatalities. Transportation Safety (Vehicle Collisions CY 2012 CY 2013 CY 2014 CY 2015 Property Damage Only 822 994 1,011 574 Possible Injuries (Unknown) 140 147 149 213 Minor Injuries 113 150 111 99 Major Injuries 16 14 16 14 Fatalities 2 2 1 3 Totals 1,093 1,307 1,288 766 0x1:3 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Maintain a Solid Financial Foundation, & Enhanced Community Engagement and Intergovernmental Relations STAR Objective: Transportation Choices - Promote diverse transportation modes, including walking, bicycling, and transit, that are safe, low- cost, and reduce vehicle miles traveled Department Goal: Provide transportation (private vehicle, 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 including the University of Iowa, Iowa Department of Transportation, Federal Transit Administration and the Federal Highway Administration. Department Objective: Provide necessary services that are beneficial forthe area to continue to receive federal transportation funding, including transit capital and operations funds, streets and trails infrastructure funds and discretionary grant funds. To also help improve residents' lives in the community by improving transportation safety, and increasing the percentage of commuters walking, biking, or using public transit. Performance Measures: Vehicle Miles Traveled & Emissions Per Capita : Vehicle miles traveled and CO2 emissions per capita within corporate limits. Reducing vehicle miles traveled and subsequent greenhouse emissions is an objective of the Transportation Planning Division. Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians. Department objective is to have zero fatalities. Transportation Safety (Bicycle & Pedestrian Collisions CY 2012 CY 2013 014 CY 2015 Total Vehicle Miles Traveled 0 0 0 3 Possible Injuries (Unknown) 4,511 4,309 5 4,443 Per Capita 30 40 72.51 37 Metric tonnes of CO2e 3 3 2 4 Fatalities 2.61 2.48 0 2.54 Per Capita 49 64 37 73 Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians. Department objective is to have zero fatalities. Transportation Safety (Bicycle & Pedestrian Collisions CY 2072 CY 2013 CY 2014 CY 2015 Property Damage Only 0 0 0 3 Possible Injuries (Unknown) 16 20 11 28 Minor Injuries 30 40 24 37 Major Injuries 3 3 2 4 Fatalities 0 1 0 1 Totals 49 64 37 73 0x1*: Mode Split - Commuting to Work: Includes all workers 18 years or older by primary means of travel to work. Department objective is to increase the mode split for walking, biking, or use of public transit. Travel to Work % CY 2000* CY 2009** CY 2012** Drove alone 65.3 63.1 63.6 2 or more person carpool 13.7 14.3 12.6 Transit 6.0 6.9 7.3 Bike 1.7 2.2 2.6 Walked 11.1 10.7 10.4 Taxi, Motorcycle and other means 0.4 0.8 1.5 Worked at Home 1.7 2.0 2.1 *Includes CTPP data from 2000. ** Includes 3 -year American Community Survey data. all$] City of Iowa City Activity Summary Activity: Metro Planning Org of Jo Co (610810) $ Fund: Metro Planning Ong Of Johnson Cnty (2350) Division: Metro Planning Org of Jo Co (610810) Department: Neighborhood and Development Services $ 567,236 $ 2014 2015 2016 2017 2018 2019 Expenditures: Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Personnel $ 555,415 $ 421,006 Interest Revenues $ - $ - $ 1,670 $ - $ 1,670 $ 1,670 Intergovernmental 518,272 Services 108,797 Local 28E Agreements 119,462 120,045 102,514 120,045 103,620 106,511 Other State Grants 235,061 199,324 190,000 199,324 200,000 205,580 Miscellaneous 19,193 7,666 17,811 Other Misc Revenue 17,231 2,399 4,487 - 1,530 1,530 Transfer -In from General Fund and RUT 343,297 340,979 270,235 290,358 273,151 280,772 Total Revenues & Transfers In $ 715,051 $ 662,747 $ 567,236 $ 609,727 $ 578,301 $ 594,393 Expenditures: Personnel $ 555,415 $ 421,006 $ 445,868 $ 473,348 $ 503,177 $ 518,272 Services 108,797 101,402 104,954 125,570 118,612 120,984 Supplies 10,123 19,193 7,666 17,811 12,188 12,432 Total Expenditures $ 674,335 $ 541,601 $ 558,489 $ 616,729 $ 633,977 $ 651,688 Personnel Services - FTE 2014 2015 2016 2017 2018 Administrative Secretary 0.20 0.20 0.20 0.20 0.20 Associate Planner 4.00 4.00 3.50 2.50 2.50 Engineering Technician 0.40 0.40 - - - Sr. Associate Planner - - - 1.00 1.00 MPO Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.60 5.60 4.70 4.70 4.70 ' Position to be eliminated on 12-31-15 341 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 2014 are as follows: FY2014 FY2015 FY2016 FY2017 FY2018 Actual Actual Actual Revised Budget Revenues $ 9,809,865 $ 9,782,477 $ 10,516,768 $ 11,144,971 $ 11,503,855 Fund Balance $ 1,713,207 $ 1,592,570 $ 1,670,848 $ 2,176,923 $ 2,463,642 Percentage 17.46% 16.28% 15.89% 19.53% 21.42% The Employee Benefits property tax levy for fiscal year 2017 was $3.14415 per $1,000 of valuation. For fiscal year 2018, this levy will remain unchanged at $3.14415 per $1,000 of valuation. City of Iowa City Employee Benefits (2400) Fund Summary Expenditures General Government Employee Benefits $ 2014 $ 2015 2016 2017 2018 2019 $ 390,573 Actual 398,949 Actual Actual Revised Budget Projected Fund Balance, July 1 $ 1,791,164 $ 1,713,207 $ 1,592,570 $ 1,670,848 $ 2,176,923 $ 2,463,642 Revenues: 714,090 976,606 1,054,857 1,212,865 Property Taxes $ 9,357,793 $ 9,068,802 $ 9,650,100 $ 10,382,114 $ 10,763,728 $ 10,763,728 Other City Taxes Empl Benefits Levy to Gen Fund & RUT Gas/Electric Excise Tax 146,908 150,877 142,872 141,436 131,111 141,436 Mobile Home Tax 9,973,661 12,275 12,121 12,247 12,120 12,240 12,240 Intergovernmental 9,426,031 9,973,661 9,973,661 Total Expenditures & Transfers Out $ 9,887,822 Property Tax Credits 9,903,114 - 10,438,490 183,244 383,162 294,301 294,301 294,301 State 28E Agreements Fund Balance, June 30 281,548 1,713,207 315,605 326,586 315,000 302,475 302,475 Miscellaneous $ 2,463,642 $ 2,735,252 Restricted / Committed /Assigned - Other Misc Revenue 11,341 51,828 1,801 - Total Revenues $ 9,809,865 $ 9,782,477 $ 10,516,768 $ 11,144,971 $ 11,503,855 $ 11,514,180 Expenditures General Government Employee Benefits $ 359,450 $ 378,170 $ 378,317 $ 384,805 $ 390,573 $ 398,949 Public Safety Employee Benefits 354,640 598,436 676,540 828,060 852,902 869,960 Sub -Total Expenditures 714,090 976,606 1,054,857 1,212,865 1,243,475 1,268,909 Transfers Out: Empl Benefits Levy to Gen Fund & RUT 9,173,732 8,926,508 9,383,633 9,426,031 9,973,661 9,973,661 Sub -Total Transfers Out 9,173,732 8,926,508 9,383,633 9,426,031 9,973,661 9,973,661 Total Expenditures & Transfers Out $ 9,887,822 $ 9,903,114 $ 10,438,490 $ 10,638,896 $ 11,217,136 $ 11,242,570 Fund Balance, June 30 $ 1,713,207 $ 1,592,570 $ 1,670,848 $ 2,176,923 $ 2,463,642 $ 2,735,252 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 1,713,207 $ 1,592,570 $ 1,670,848 $ 2,176,923 $ 2,463,642 $ 2,735,252 % of Revenues 17% 16% 16% 20% 21% 24% 343 City of Iowa City 4ctivity Summan Division: Finance Administration Department: Finance Revenues: Property Taxes Other City Taxes Gas/Electric Excise Tax Mobile Home Tax Intergovernmental Property Tax Credits Total Revenues Expenditures: Personnel Services Total Expenditures Personnel Services - FTE Administrative Secretary Finance Director Total Personnel 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 9,357,793 $ 9,068,802 $ 9,650,100 $ 10,382,114 $ 10,763,728 $ 10,763,728 146,908 150,877 142,872 141,436 141,436 141,436 12,275 12,121 12,247 12,120 12,240 12,240 183,244 383,162 294,301 294,301 294,301 $ 9,516,976 $ 9,415,044 $ 10,188,381 $ 10,829,971 $ 11,211,705 $ 11,211,705 $ 49,554 $ 51,466 $ 52,454 $ 54,732 $ 56,409 $ 58,101 309,896 326,704 325,863 330,073 334,164 340,847 $ 359,450 $ 378,170 $ 378,317 $ 384,805 $ 390,573 $ 398,949 2014 2015 2016 2017 2018 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 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Project S 281,548 $ 315,605 $ 326,586 $ 315,000 $ 302,475 $ 302,475 11,341 51,828 1,801 S 292,889 $ 367,433 $ 328,388 $ 315,000 $ 302,475 $ 302,475 $ 354,640 $ 598,436 $ 676,540 $ 828,060 $ 852,902 $ 869,960 $ 354,640 $ 598,436 $ 676,540 $ 828,060 $ 852,902 $ 869,960 344 Ua107all 17e1:31:8:[611MILl[cm 111►1I] The Affordable Housing Fund was a new fund created during fiscal year 2016. The fund accounts for developer fees and contributions towards the development of affordable housing throughout the City. During 2014, the City issued a Request for Proposals for the development of a parcel of land that the City owns at the corner of Court and Linn Streets, which is also the former site of St. Patrick Catholic Church. In the summer of 2015, C.A. Ventures was selected as the developer for this property. As part of the development of this property, C.A. Ventures has agreed to a purchase price of $5.5 million. The proceeds from this sale are accounted for in the Parking Fund. The developer has committed to constructing a project totaling $74 million that will include 2 towers containing 20,000 square feet of office space, 320 residential units, a 152 room hotel, and retail space. The developer has also agreed to lease 32 one - bedroom units (10% of the total number of units) to qualified households with incomes at or below 80% of the Area Median Income and to make a contribution of $1,000,000 to the City's Affordable Housing Fund. City Council has directed that affordable housing funds to be split 3 ways: 1) 50% to the Johnson County Housing Trust Fund, 2) 30% to be held for land banking or emergent situations determined by the City Council, 3) 20% directed to HCDC for LIHTC support or supplemental aid through the CDBG/HOME application process. The fiscal year 2016 revised fund balance is $1,000,000. In fiscal years 2017 and 2018, the ending fund balances are projected to be $0. Revenues: Fiscal year 2016 revised revenue budget is $1,000,000 from a developer contribution. No revenue is projected for fiscal year 2017 or fiscal year 2018. The Affordable Housing Fund will receive a $650,000 transfer in from the General Fund in fiscal year 2018. Expenditures: The fiscal year 2018 expenditure budget decreases to $650,000 from $1,000,000. Fund Balance, July 7 Revenues: Charges for Fees & Services Building & Development Sub -Total Revenues Transfers In: Transfer -In from General Fund Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Affordable Housing Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues City of Iowa City Affordable Housing (2500) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected S - S - S - S 1,000,000 $ - S - $ 1,000,000 $ - - 1,000,000 - - - - - - - 650,000 650,000 $ 1,000,000 $ - $ 650,000 $ 650,000 $ - $ - $ - $ 1,000,000 $ 650,000 $ 650,000 $ - $ - $ - $ 1,000,000 $ 650,000 $ 650,000 $ 1,000,000 $ - $ - $ - $ - $ - $ 1,000,000 $ - $ - $ 0% 0% 100% 0% 0% 0% all City of Iowa City Activitv Summar Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: Charges for Fees & Services Building & Development Total Revenues Expenditures: Services Capital Outlay Total Expenditures 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ - $ - $ 1,000,000 $ - $ - $ - $ - $ - $ - $ 700,000 $ 487,500 $ 487,500 300,000 162,500 162,500 $ - $ - $ - $ 1,000,000 $ 650,000 $ 650,000 a ,VA 11► 6111WiviWA0149ky,1A►III &y III 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 Iowa City Housing Authority, which is an activity of the Neighborhood Services division and the Neighborhood & Development Services (NDS) department, 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 Iowa City 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 Iowa City 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, 2017 will be $125,715. Also as part of the financing structure, The Housing Fellowship issued an interest -only loan to the Iowa City 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 $73,345 in fiscal year 2018, a decrease of 0.89% from the estimated fiscal year 2017 estimate. Fund Balance: The fiscal year 2018 ending fund balance is projected at $162,607. 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. X0.3 City of Iowa City Peninsula Apartments (2510) Fund Summary a9] 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 71,949 $ 91,406 $ 105,146 $ 124,888 $ 142,009 S 162,607 Revenues: Use Of Money And Property Interest Revenues $ - $ - $ 809 $ - $ 810 $ 800 Rents 70,119 73,697 71,434 74,000 73,345 74,812 Total Revenues $ 70,119 $ 73,697 $ 72,243 $ 74,000 $ 74,155 $ 75,612 Expenditures: Housing Authority Property Management $ 50,662 $ 59,957 $ 52,501 $ 56,879 $ 53,557 $ 55,251 Total Expenditures $ 50,662 $ 59,957 $ 52,501 $ 56,879 $ 53,557 $ 55,251 Fund Balance, June 30 $ 91,406 $ 105,146 $ 124,888 $ 142,009 $ 162,607 $ 182,968 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 91,406 $ 105,146 $ 124,888 $ 142,009 $ 162,607 $ 182,968 % of Revenues 180% 175% 238% 250% 304% 331% a9] City of Iowa City Activitv Summar Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: Use Of Money And Property Interest Revenues Rents Total Revenues Expenditures: Services Other Financial Uses Total Expenditures 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ - $ - $ 809 $ - $ 810 $ 800 70,119 73,697 71,434 74,000 73,345 74,812 $ 70,119 $ 73,697 $ 72,243 $ 74,000 $ 74,155 $ 75,612 $ 38,781 $ 47,645 $ 39,742 $ 43,657 $ 39,855 $ 41,051 11,881 12,312 12,759 13,222 13,702 14,200 $ 50,662 $ 59,957 $ 52,501 $ 56,879 $ 53,557 $ 55,251 01-111 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 1211116 FY17 FY18 Debt 613 012 01 8 2603 - City -University 1 2604 - Sycamore & 1st Ave (1) 2607 - Scott 6 Industrial 2608 - Heinz Road 2613 - Moss Green Village (2) 2614 -Towncrest Area 2615 - Riverside Drive $ 14,076,459 $ 16,786,296 $ 805,965 $ 727,874 $ 29,328,916 2,306,688 - 388,586 436,559 1,481,543 1,687,817 7,777 750,000 945,594 - 170,000 - 42,500 - 127,500 2,163,746 - - - 2,163,746 2,110,742 (403,284) 144,992 133,677 1,428,789 1,954,785 7,843 144,910 90,208 1,727,510 $ 24,470,237 $ 16,398,632 $ 2,276,953 $ 2,333,912 $ 36,258,004 (1) Reduced by cash on hand of $236,684 at June 30, 2016 (2) Has not been certified yet 351 City of Iowa City Tax Increment Financing (2601 - 2615) Fund Summary 014% 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 2,129 $ 19,664 $ 835 $ 239,487 $ 463,893 $ 491,948 Revenues: Other City Taxes TIF Revenues $ 434,670 $ 640,244 $ 1,027,218 $ 2,276,953 $ 2,333,912 $ 2,736,051 Use Of Money And Property Interest Revenues - - 3,615 - - Sub -Total Revenues 434,670 640,244 1,030,833 2,276,953 2,333,912 2,736,051 Transfers In: Transfers In 113 Sub -Total Transfers In 113 - - - - - Total Revenues & Transfers In $ 434,783 $ 640,244 $ 1,030,833 $ 2,276,953 $ 2,333,912 $ 2,736,051 Expenditures By Urban Renewal Area: Highway 6 Industrial Park $ 1,604 $ - $ - $ - $ - $ - Sycamore & 1 st Ave - - - - 250,000 250,000 Northgate Corporate Park 8,496 - - - - - Scott 6Industrial - 5,079 - - - - Heinz Road 135,361 13,591 - 42,500 - - Moss Green Village (142) - - - - - Riverside Drive 82,365 165,000 Sub -Total Expenditures 145,319 18,670 - 42,500 332,365 415,000 Transfers Out: TIF Debt Transfers Out 271,929 640,403 792,180 2,010,047 1,973,492 2,293,211 Sub -Total Transfers Out 271,929 640,403 792,180 2,010,047 1,973,492 2,293,211 Total Expenditures & Transfers Out $ 417,248 $ 659,073 $ 792,180 $ 2,052,547 $ 2,305,857 $ 2,708,211 Fund Balance, June 30 $ 19,664 $ 835 $ 239,487 $ 463,893 $ 491,948 $ 519,788 Restricted / Committed /Assigned 236,684 461,090 489,145 516,985 Unassigned Balance $ 19,664 $ 835 $ 2,803 $ 2,803 $ 2,803 $ 2,803 % of Revenues & Transfers In 5% 0% 0% 0% 0% 0% 014% City of Iowa City Highway 6 Industrial Park (2601) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 1,604 $ - S - S - $ - S - Expenditures: TIF Administration Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 1,604 $ - S - S - $ - S $ 1,604 $ - S - S - $ - S - $ - $ - S - S - $ - S - S - S - $ - S City -University Project 1 (2603) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ (26,214) $ 1,102 $ 391 $ 2,796 $ 2,796 $ 2,796 Revenues: Other City Taxes TIF Revenues Use Of Money And Property Interest Revenues Total Revenues Transfers Out: TIF Debt Transfers Out Total Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 290,263 $ 501,628 $ 534,000 $ 805,965 $ 727,874 $ 1,833,037 - - 3,615 - - - $ 290,263 $ 501,628 $ 537,615 $ 805,965 $ 727,874 $ 1,833,037 $ 262,947 $ 502,339 $ 535,210 $ 805,965 $ 727,874 $ 1,833,037 $ 262,947 $ 502,339 $ 535,210 $ 805,965 $ 727,874 $ 1,833,037 $ 1,102 $ 391 $ 2,796 $ 2,796 $ 2,796 $ 2,796 $ 1,102 $ 391 $ 2,796 $ 2,796 $ 2,796 $ 2,796 353 City of Iowa City Sycamore & 1st Avenue (2604) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 S - S - $ 256 $ 236,684 $ 461,090 S 489,145 Revenues: Other City Taxes TIF Revenues Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance S - $ 77,777 $ 382,522 $ 388,586 $ 436,559 $ 436,559 $ - $ 77,777 $ 382,522 $ 388,586 $ 436,559 $ 436,559 $ 250,000 $ 250,000 77,521 146,094 164,180 158,504 158,719 $ - $ 77,521 $ 146,094 $ 164,180 $ 408,504 $ 408,719 S - $ 256 $ 236,684 $ 461,090 $ 489,145 $ 516,985 - $ - S - $ - $ 256 $ 236,684 $ 461,090 $ 489,145 $ 516,985 Northgate Corporate Park (2606) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 S 8,496 S - S - S - $ - S - Expenditures: TIF Administration Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 8,496 S - S - S - $ - S $ 8,496 S - S - S - $ - S $ - S - S - S - $ - S - $ - S - S - S - $ - S - 354 City of Iowa City Scott 6 Industrial (2607) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 5,079 $ 5,079 $ - S - $ - S - Revenues: Other City Taxes TIF Revenues Total Revenues Expenditures: TIF Administration Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ - $ - $ - $ 750,000 $ 945,594 S - $ - $ - $ - $ 750,000 $ 945,594 $ $ - $ - 5,079 $ - - $ - - 750,000 $ - 945,594 $ - - $ - $ 5,079 $ - $ 750,000 $ 945,594 $ - $ 5,079 $ - S - $ - $ - $ - S 5,079 S - S - $ - $ - $ Heinz Road (2608) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 13,591 $ 13,591 $ - S 8 $ 8 $ 8 Revenues: Other City Taxes TIF Revenues Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 135,361 $ - $ 331 $ 42,500 $ - $ 331 $ 135,361 $ 13,591 $ - $ 42,500 $ - $ 323 $ 135,361 $ 13,591 $ 323 $ 42,500 $ - $ $ 13,591 $ - $ 8 $ 8 $ 8 $ 8 $ 13,591 $ - $ 8 $ 8 $ 8 $ 8 01-V City of Iowa City Lower Muscatine Road (2611) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ (113) $ - $ - $ - $ - $ - Transfers In: Transfers In $ 113 $ - $ - $ - $ - $ - Total Transfers In Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 113 $ Moss Green Village (2613) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ (142) $ - $ - $ - $ - $ - Expenditures: TIF Administration $ (142) $ - $ - $ - $ - $ - Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance 01-11 City of Iowa City Towncrest Area (2614) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ (64) $ - $ 188 $ - $ - S - Revenues: Other City Taxes TIF Revenues Total Revenues Transfers Out: TIF Debt Transfers Out Total Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 9,046 $ 40,105 $ 88,570 $ 144,992 $ 133,677 $ 133,677 $ 9,046 $ 40,105 $ 88,570 $ 144,992 $ 133,677 $ 133,677 $ 8,982 $ 39,917 $ 88,758 $ 144,992 $ 133,677 $ 133,677 $ 8,982 $ 39,917 $ 88,758 $ 144,992 $ 133,677 $ 133,677 - $ 20,626 $ 21,796 $ 144,910 $ 90,208 $ 332,778 $ (108) $ $ - $ 188 $ - $ - $ - $ - $ - $ 188 $ - $ - $ Riverside Drive (2615) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ (108) $ (108) $ - $ - $ - $ - Revenues: Other City Taxes TIF Revenues Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ - $ 20,734 $ 21,796 $ 144,910 $ 90,208 $ 332,778 $ - $ 20,734 $ 21,796 $ 144,910 $ 90,208 $ 332,778 $ - $ - - $ 20,626 - $ 21,796 - $ 144,910 82,365 $ 165,000 7,843 167,778 $ - $ 20,626 $ 21,796 $ 144,910 $ 90,208 $ 332,778 $ (108) $ - $ - $ - $ - $ - $ (108) $ - $ - $ - $ - $ - 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 2016 totaled $295,284. The estimated payments in fiscal year 2017 total $317,859, and the budgeted collections in fiscal year 2018 are $351,840 including the State backfill for commercial property taxes. Fiscal year 2018 payouts are projected to increase by 10.69% over fiscal year 2017. This is due to increased property valuations in the district and a slight expansion of the district to include more properties in the area. 01-17 Fund Balance, July 1 Revenues: Property Taxes Intergovernmental Property Tax Credits Total Revenues Expenditures: SSMI D Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues City of Iowa City SSMID-Downtown District (2820) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 1,590 $ - S - $ - $ - $ - $ 275,805 $ 280,790 $ 264,683 $ 289,036 $ 323,017 $ 323,017 15,351 30,601 28,823 28,823 28,823 $ 275,805 $ 296,141 $ 295,284 $ 317,859 $ 351,840 $ 351,840 $ 277,395 $ 296,141 $ 295,284 $ 317,859 $ 351,840 $ 351,840 $ 277,395 $ 296,141 $ 295,284 $ 317,859 $ 351,840 $ 351,840 0% 0% 0% 0% 0% 2820% ON.] City of Iowa City Activitv Summar Division: Neighborhood Services Department: Neighborhood and Development Services 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Property Taxes $ 275,805 $ 280,790 $ 264,683 $ 289,036 $ 323,017 $ 323,017 Intergovernmental Property Tax Credits 15,351 30,601 28,823 28,823 28,823 Total Revenues $ 275,805 $ 296,141 $ 295,284 $ 317,859 $ 351,840 $ 351,840 Expenditures: Services $ 277,395 $ 296,141 $ 295,284 $ 317,859 $ 351,840 $ 351,840 Total Expenditures $ 277,395 $ 296,141 $ 295,284 $ 317,859 $ 351,840 $ 351,840 fiHa F Y 2 0 1 8 DEBT SERVICE FUND Fund Summary Debt Schedules I1]43I NAZIVAMA9,11►1I] 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 2018 is $3.58 per $1,000 in valuation - this is a reduction of $.25 per $1,000 from the fiscal year 2017 levy. Future general obligation bond issues are estimated at $9.823 million in 2017, $12.899 million in 2018, and $12.281 million in 2019 including 2% for bond issuance costs. Proceeds from bond issues are recorded in the Capital Projects Fund. Annual principal and interest payments (not including estimated annual payments for the 2017 proposed bond issue) as of June 30, 2017 are projected to be as follows: Fiscal Year Annual Payments Principal Interest Total Principal Outstanding Beginning of Fiscal Year 2018 10,995,000 1,454,039 12,449,039 57,080,000 2019 8,265,000 1,178,623 9,443,623 46,085,000 2020 4,515,000 953,948 1 51468,948 37,820,000 2021 4,615,000 847,755 5,462,755 33,305,000 2022 5,695,000 748,875 6,443,875 28,690,000 2023 4,775,000 621,945 5,396,945 22,995,000 2024 3,970,000 501,295 4,471,295 18,220,000 2025 2,995,000 405,995 3,400,995 14,250,000 2026 2,145,000 335,045 2,480,045 11,255,000 2027 990,000 280,725 1,270,725 9,110,000 2028 895,000 250,365 1,145,365 8,120,000 2029 915,000 222,495 1,137,495 7,225,000 2030 940,000 193,820 1,133,820 6,310,000 2031 965,000 164,325 1,129,325 5,370,000 2032 995,000 133,950 1,128,950 4,405,000 2033 815,000 102,300 917,300 3,410,000 2034 840,000 77,850 917,850 2,595,000 2035 865,000 52,650 917,650 1,755,000 2036 890,000 26,700 916,700 890,000 Totals at June 30, 2017 57,080,000 8,552,699 65,632,699 q -V 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 2018 are approximately $5.487 billion. The debt limit, or five percent (5%) of this amount, is about $274.3 million. Outstanding G.O. debt at June 30, 2018, is estimated to be $67.9 million, which is 24.8% of the debt limit and 1.24% 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 2010. Bonded Debt Outstanding Versus Legal Debt Limit 300 250 va 200 N A O in 150 0 N C 100 50 0 Qy�o Qy�^ 1< QyQJ^b Q,^y ■Debit Limit ■Outstanding GOITIF Bonded Debt at June 30 FY17, FY18, and FY19 figures are estimates 0 -III This City's Debt Management policy, which limits its ability to levy taxes for repayment of debt, states that the debt service levy shall not exceed 30% of the city levy. The following chart shows the debt service levy as a percentage of the city levy rate for fiscal year 2010 through fiscal year 2019. Fiscal years 2017 through 2019 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 2018 is $3.58 per $1,000 of value while the City's total property tax levy rate is $16.333 per $1,000 of value. The debt service levy rate is projected to decrease another $.25 in fiscal year 2019. 30.0% 25.0% A F 15.0% 0.0% 25.0% ° 25.7% 216-4 24.0° 24.7% 23.11/6 21.9% 20.7 (policy maximum: 30%) FY10 FY11 FY12 FY13 FY14 FY15 FY16 *FY17 *FY18 *FY19 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 2019. 2.00% 0 1.80% c 0 1.60% 7 1.40% a y 1.20% U° y 1.00% Q 0 0 OR 0.60% C v 0.40% d CL 0.20% 0.00% FY10 FY71 FY12 FY13 FY14 FY15 FY16 *FY17*FY18*FY19 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 2016 is $6,000,280. This is a decline of $444,438 or 6.9% from the fiscal year 2015 ending fund balance. The decrease in fund balance is primarily related to the early call of the 2008A general obligation bonds. Ending fund balance for fiscal year 2017 is estimated to be $6,580,409 which is an increase of $580,129 or 9.67% from fiscal year 2016. This increase is due to the accumulation of funds for the repayment of the 2012D and 2016E tax increment financing revenue bonds. The 2017 revised budget includes an early call of the 2008B and 2009C general obligation bonds totaling $3,045,000. The transfer from the Water Fund for debt service payments is completed in the fiscal year 2017 budget. The estimated ending fund balance for fiscal year 2018 is projected to be $6,593,568 which is an increase of $13,159 or 0.20%. The fiscal year 2018 budget includes an early call of the 20106 and 2011A general obligation bonds totaling $3,800,000. The 2019 projected budget includes and early call of the 2011C general obligation bonds of $2,610,000. 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 and 2016E tax increment financing revenue bonds. Restricted fund balance is estimated as $1,617,778 at the end of fiscal year 2018. 01-V Fund Balance, July 1 Revenues: Property Taxes Other City Taxes Gas/Electric Excise Tax Mobile Home Tax Use Of Money And Property Interest Revenues Intergovernmental Property Tax Credits Charges For Fees And Services Building & Devlpmt Other Financial Sources Loan Repayments Debt Sales Sub -Total Revenues Transfers In Transfers -In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Financial Services & Charges Issuance Costs GO Bonds Principal GO Bonds Interest Revenue Bonds Principal Revenue Bonds Interest Sub -Total Expenditures City of Iowa City Debt Service Fund (5000 - 5999) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 5,820,298 $ 8,868,053 $ 6,444,718 $ 6,000,280 $ 6,580,409 $ 6,593,568 $ 11,977,754 $ 12,725,229 $ 12,309,367 $ 12,919,875 $ 12,525,180 $ 11,650,140 187,143 210,260 180,306 172,247 149,246 149,751 15,652 16,863 15,447 16,863 15,440 15,440 64,998 74,553 44,298 141,553 143,102 95,812 - 255,366 483,552 358,354 358,354 358,354 - 190,784 - - - - 176,381 178,166 268,922 137,132 50,250 50,250 2,660,000 - - 657,323 - 15,081,928 13,651,221 13,301,892 14,403,347 13,241,572 12,319,747 6,515,322 1,134,225 1,269,920 1,567,182 1,028,004 1,117,558 6,515,322 1,134,225 1,269,920 1,567,182 1,028,004 1,117,558 $ 21,597,250 $ 14,785,446 $ 14,571,813 $ 15,970,529 $ 14,269,576 $ 13,437,305 $ 545 $ - $ 4,844 $ 11,000 $ 15,000 $ 15,000 11,962 - - - - - 11,200,000 15,525,000 13,395,000 13,460,972 12,359,214 11,450,330 1,872,314 1,608,446 1,411,071 1,441,220 1,290,708 1,357,915 - - 130,000 130,000 135,000 135,000 75,335 75,335 75,335 347,208 456,495 454,335 13,160,156 17,208,781 15,016,250 15,390,400 14,256,417 13,412,580 Transfers Out: Misc Transfers Out 5,389,339 Sub -Total Transfers Out 5,389,339 - - - - - Total Expenditures & Transfers Out $ 18,549,495 $ 17,208,781 $ 15,016,250 $ 15,390,400 $ 14,256,417 $ 13,412,580 Fund Balance, June 30 $ 8,868,053 $ 6,444,718 $ 6,000,280 $ 6,580,409 $ 6,593,568 $ 6,618,293 Restricted / Committed /Assigned 662,658 667,748 825,367 1,604,619 1,617,778 1,703,552 Unassigned Balance $ 8,205,395 $ 5,776,970 $ 5,174,913 $ 4,975,790 $ 4,975,790 $ 4,914,741 0.151 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, 2017 FY2017 FY2018 FY2019 2008B G.O. Refunding $ 17,005,000 2017 $ - 3,167,675- 2009C G.O. Multi-purpose 6,685,000 2017 - 2,291,300 - - 2010B G.O. Mufti -purpose * 7,420,000 2020 2,370,000 819,275 2,429,375 - 2011A G.O. Multi-purpose * 7,925,000 2021 3,080,000 983,031 3,181,531 - 2011C G.O. Refunding * 10,930,000 2021 5,055,000 1,378,963 1,374,463 3,983,313 2012A G.O. Mufti -purpose 9,070,000 2022 4,780,000 1,016,113 1,013,113 1,009,813 2012D TIF Revenue Bonds 2,655,000 2032 2,395,000 204,035 207,345 205,185 2013A G.O. Mufti -purpose 7,230,000 2023 4,975,000 858,325 865,575 872,675 2014 G.O. Multi-purpose/ 11,980,000 2024 6,685,000 2,402,825 1,074,125 1,066,125 Refunding 2015 G.O. Multi -Purpose 7,785,000 2025 6,380,000 853,713 854,513 855,013 2016A G.O. Mufti -purpose 8,795,000 2026 8,555,000 509,282 1,064,850 1,067,350 2016B G.O. Taxable 610,000 2017 - 621,692 - - 2016E TIF Revenue Bonds 12,805,000 2036 12,805,000 273,173 384,150 384,150 2017 G.O. Proposed 9,823,090 2027 - - 1,792,378 1,792,378 2018 G.O. Proposed 12,899,006 2028 - - - 2,161,580 Total - General Obligation Debt Service: $ 57,080,000 $ 15,379,400 $ 14,241,417 $ 13,397,580 * Budgeted for early calls OCR 2010B General Obligation Bond Issue Principal: $7,420,000 Dated: August 2, 2010 To be called: June 1, 2018 Lower Muscatine - Kirkwood to First Avenue Payments Principal 1,930,000 Property Tax Outstanding Coupon 120,000 Fiscal Principal Interest Total Revenue Beginning of Rate Year Sidewalk Infill Fiscal Year Burlington/Madison Intersection 290,000 Iowa River Power Dam Pedestrian Bridge 2018 2,370,000 59,375 2.429.375 2.429.375 2,370,000 2.250% Parks Annual Improvements 162,000 Cemetery Resurfacing Totals 2,370,000 59,375 2,429,375 2,429,375 Principal payable June 1. n 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 SUI -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 0*1 2011A General Obligation Bond Issue Principal: $7,925,000 Dated: June 8, 2011 To be called: June 1, 2018 Airport Hangar L - 6 units Payments Principal 7,500 Airport Hangar Maintenance Property Tax Outstanding Coupon 500,000 Fiscal Principal Interest Total Revenue Beginning of Rate Year 120,000 Fiscal Year 50,000 Scott Blvd Overlay 400,000 Sidewalk Infill 100,000 2018 3,080,000 101,531 3,181,531 3,181,531 3,080,000 3.000% Hickory Hill Restroom & Bridge 150,000 Terry Trueblood Recreation Area 250,000 Totals 3,080,000 101,531 3,181,531 3,181,531 90,000 Principal payable June 1. n 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 W11 2011C General Obligation Refunding Bond Issue Principal: $10,930,000 Dated: June 8, 2011 To be called: June 1, 2019 Fiscal Year Payments Principal Property Tax Outstanding Revenue Beginning of Fiscal Year Coupon Rate Principal Interest Total 2018 1,205,000 169,463 1,374,463 1,374,463 5,055,000 3.000% 2019 3,850,000 133,313 3,983,313 3,983,313 3,850,000 3.250% Totals 5,055,000 302,775 5,357,775 5,357,775 Principal payable June 1. n Interest payable June 1 and December 1 Advance Refunded 2002 GO Bonds Amount Placed with Escrow Agent Issuance Costs Bond Premium Amount of Issue 371 Amount $10,580,000 505,231 112,681 (267,912) $10,930,000 Principal payable June 1. n Interest payable June 1 and December 1.f1 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 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%a 2021 975,000 42,113 1,017,113 956,557 60,556 1,980,000 2.00%a 2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225% Totals 4,780,000 303,863 5,083,863 4,781,185 302,678 Principal payable June 1. n Interest payable June 1 and December 1.f1 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 MA Principal payable June 1. n Interest payable June 1 and December 1 Project Park @ 201 Project Debt Service Reserve Capitalized Interest Issuance Costs Amount of Issue 373 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 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 3.90% Totals 2,395,000 689,595 3,084,595 3,084,595 Principal payable June 1. n Interest payable June 1 and December 1 Project Park @ 201 Project Debt Service Reserve Capitalized Interest Issuance Costs Amount of Issue 373 Amount $ 2,330,000 207,845 38,086 79,069 $ 2,655,000 Principal payable June 1. n Interest payable June 1 and December 1.f1 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 Year 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/Saferoom 34,000 Terry Trueblood Recreation Area 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%a 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% otals 4,975,000 296,348 5,271,348 4,349,044 922,304 Principal payable June 1. n Interest payable June 1 and December 1.f1 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/Saferoom 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 $ 7,230,000 374 Principal payable June 1. n Interest payable June 1 and December 1.f1 Project 2014 General Obligation/Refunding Bond Principal: $11,980,000 Dated: June 3, 2014 Callable: June 1, 2020 Issue $ 1,890,000 Fiscal Year Principal Payments Interest Property Tax Total Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate 409,050 City Park Master Plan & Pool Upgrade 650,000 Willow Creek/Kiwanis Park Master Plan 50,000 Library Public Space Remodeling 100,000 2018 900,000 174,125 1,074,125 758,758 315,367 6,685,000 2.00% 2019 910,000 156,125 1,066,125 753,107 313,018 5,785,000 3.00% 2020 925,000 128,825 1,053,825 744,418 309,407 4,875,000 3.00% 2021 950,000 101,075 1,051,075 742,476 308,599 3,950,000 3.00% 2022 970,000 72,575 1,042,575 736,471 306,104 3,000,000 2.25% 2023 1,000,000 50,750 1,050,750 742,246 308,504 2,030,000 2.50% 2024 1,030,000 25,750 1,055,750 745,778 309,972 1,030,000 2.50% Totals 6,685,000 709,225 7,394,225 5,223,254 2,170,971 Principal payable June 1. n Interest payable June 1 and December 1.f1 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 MAI Principal payable June 1. n Interest payable June 1 and December 1.f1 Amount Riverfront Crossings Redevelopment $ 200,000 2015 General Obligation Bond Principal: $7,785,000 Dated: June 2, 2015 Callable: June 1, 2023 Issue City Hall Remodel -NDS 2nd Floor 466,299 iscal Year 100,000 Payments 350,000 Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Principal Interest Total 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 2018 725,000 129,513 854,513 783,166 71,347 6,380,000 2.00% 2019 740,000 115,013 855,013 783,624 71,388 5,655,000 2.00% 2020 765,000 100,213 865,213 792,973 72,240 4,915,000 2.7% 2021 785,000 83,000 868,000 795,527 72,473 4,150,000 2.00% 2022 805,000 67,300 872,300 799,468 72,832 3,365,000 2.00% 2023 830,000 51,200 881,200 807,625 73,575 2,560,000 2.00% 2024 850,000 34,600 884,600 810,741 73,859 1,730,000 2.00% 2025 880,000 17,600 897,600 822,656 74,944 880,000 2.00% otaIs 6,380,000 598,438 6,978,438 6,395,781 582,657 Principal payable June 1. n Interest payable June 1 and December 1.f1 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 W1 Principal payable June 1. n Interest payable June 1 and December 1 Project 2016A General Obligation Bond Issue Principal: $8,795,000 Dated: June 16, 2016 Callable: June 1, 2024 Riverfront Crossings Redevelopment Fiscal Year Riverfront Crossings Riverbank/Park Development Payments City Park Cabin Restoration Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 25,000 Happy Hollow Park Shelter & Bathroom Upgrades 150,000 Hickory Hill Park & Trail Development 200,000 Upgrade Building BAS Controls 118,000 2018 875,000 189,850 1,064,850 1,064,850 8,555,000 2.00% 2019 895,000 172,350 1,067,350 1,067,350 7,680,000 2.00% 2020 910,000 154,450 1,064,450 1,064,450 6,785,000 3.00% 2021 930,000 127,150 1,057,150 1,057,150 5,875,000 2.00% 2022 950,000 108,550 1,058,550 1,058,550 4,945,000 2.00% 2023 965,000 89,550 1,054,550 1,054,550 3,995,000 3.00% 2024 985,000 60,600 1,045,600 1,045,600 3,030,000 2.00% 2025 1,010,000 40,900 1,050,900 1,050,900 2,045,000 2.00% 2026 1,035,000 20,700 1,055,700 1,055,700 1,035,000 2.00% Totals 8,555,000 964,100 9,519,100 9,519,100 Principal payable June 1. n Interest payable June 1 and December 1 Project Amount Riverfront Crossings Redevelopment $ 150,000 Riverfront Crossings Riverbank/Park Development 500,000 City Park Cabin Restoration 130,000 City Park Pool Cabana Shelters 65,000 Pheasant Hill Park Renovation 25,000 Happy Hollow Park Shelter & Bathroom Upgrades 150,000 Hickory Hill Park & Trail Development 200,000 Upgrade Building BAS Controls 118,000 Mercer Aquatic & Scanlon Gym Improvements 53,000 Mormon Trek Right Turn Lane & Three Lane Conversion 650,000 1st Ave/IAIS RR Crossing Grade Separation 1,546,222 First Ave Three Lane Conversion 275,000 Washington Street Reconstruction 4,133,666 Fire/Police Storage Facility Relocation 700,000 Issuance Costs 99,112 $ 8,795,000 MA 2016E Taxable Urban Renewal Bond Anticipation Notes Principal: $12,805,000 Dated: September 15, 2016 Callable: June 1, 2026, 2029, 2032, 2035 Fiscal Year Principal Payments Interest Total Tax Increment Financing Principal Outstanding Beginning of Fiscal Year Coupon Rate 2017 - 273,173 273,173 273,173 - 3.00% 2018 - 384,150 384,150 384,150 12,805,000 3.00% 2019 - 384,150 384,150 384,150 12,805,000 3.00% 2020 - 384,150 384,150 384,150 12,805,000 3.00% 2021 - 384,150 384,150 384,150 12,805,000 3.00% 2022 965,000 384,150 1,349,150 1,349,150 12,805,000 3.00% 2023 960,000 355,200 1,315,200 1,315,200 11,840,000 3.00% 2024 955,000 326,400 1,281,400 1,281,400 10,880,000 3.00% 2025 950,000 297,750 1,247,750 1,247,750 91925,000 3.00% 2026 950,000 269,250 1,219,250 1,219,250 8,975,000 3.00% 2027 * 825,000 240,750 1,065,750 1,065,750 8,025,000 3.00% * 2028 * 725,000 216,000 941,000 941,000 7,200,000 3.00% * 2029 * 740,000 194,250 934,250 934,250 6,475,000 3.00% * 2030 * 755,000 172,050 927,050 927,050 5,735,000 3.00% * 2031 * 775,000 149,400 924,400 924,400 4,980,000 3.00% * 2032 * 795,000 126,150 921,150 921,150 41205,000 3.00% * 2033 * 815,000 102,300 917,300 917,300 3,410,000 3.00% * 2034 * 840,000 77,850 917,850 917,850 2,595,000 3.00% * 2035 * 865,000 52,650 917,650 917,650 1,755,000 3.00% * 2036 * 890,000 26,700 916,700 916,700 890,000 3.00% * Totals 12,805,000 4,527,450 17,332,450 17,332,450 Principal payable June 1. n Interest payable June 1 and December 1 * Rate resets on June 1, 2026 at 10 year CMT plus 1.65% with a cap of 6% Project Amount Chauncey Building Project $12,097,250 Capitalized Interest 657,323 Issuance Costs 50,427 Amount of Issue M-3 $12,805,000 F Y 2 0 1 8 ENTERPRISE FUNDS Parking Transit Wastewater Water Refuse Collection Landfill Airport Storm Water Management Cable Television Housing Authority PARKING FUND The Parking Fund accounts for the activities of the City's parking operations. The Parking Fund is an enterprise fund and is a fully self-sustaining business -like activity. Revenues are primarily derived from parking meter revenue, parking ramp revenue, and parking fines. The Parking Fund's unassigned fund balance on June 30, 2016 was $4,857,110, a 45.97% increase from fiscal year 2015. This increase was due to a reduction in debt service expenditures as a result of the early defeasance of the 2009 parking revenue bonds in fiscal year 2015. Using Parking Fund 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 2017 year-end unassigned fund balance is estimated to increase 24.92% from to $6,067,298. In fiscal year 2018, the unassigned fund balance is estimated to increase 10.07% to $6,678,479. These increases are primarily due to the reduction of debt service expenditures. 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 FY14 FY15 FY16 F 7 FY18 ■Unassigned $4,948,044 $3,327,493 $4,857,110 $6,067,298 $6,678,479 (1) FY17 and FY18 figures are estimates Estimated restricted fund balance at June 30, 2018 is $3,500,000. This restricted fund balance represents funds held from the 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 and from the parking impact fee ordinance. The City entered into a development agreement for the sale of the parking lot at the corner of Court & Linn Streets for $5.5 million in 2015. Completion of the sale is took place in the spring of 2016. These funds were placed into the Parking Debt Service Reserve to be used to make lease -purchase payments on the proposed Harrison Street parking garage. A parking 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 MY, Iowa Interstate Railway main -line to the south. The revenues from the impact fee are 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. The City has entered into an agreement for the construction of a 600 space parking garage along Harrison Street between Dubuque and Clinton Streets. The garage 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 garage is expected to be completed in the spring of 2017 and lease -purchase payments are expected to begin in July 2017. Revenue: Rates for the Parking System are set by the City Council. Parking System rates are reviewed annually. The following tables list hourly and monthly Parking System rates and charges as approved by the City Council. These rates include the most recent hourly rate adjustments that were approved by the City Council on June 4, 2013, and became effective July 1, 2013 and the proposed monthly permit rate adjustments that were approved by the City Council on June 2, 2009 and became effective July 1, 2009. Hourly Rates and Charges Fiscal Year 2014` 2007 2002 2001 1997 1993 Capitol Street Garage $1.00 0.75 0.60 0.50 0.50 0.50 Dubuque Street Garage $1.00 0.75 0.60 0.50 0.50 0.45 Chauncey Swan Garage $0.75 0.60 0.50 0.40 0.40 0.40 `Capitol Street, Dubuque Street and Tower Place facilities offer the first hour free. Monthly Rates and Charges (1) Fiscal Year 2018 2011 2010 2007 2004 2002 2001 Capitol Street Garage $85.00 80.00 80.00 75.00 70.00 60.00 55.00 Dubuque Street Garage $85.00 80.00 80.00 65.00 60.00 50.00 45.00 (1) Proposed increase of $5.00 per month in fiscal year 2018. Chauncey Swan Garage $85.00 80.00 70.00 60.00 55.00 45.00 40.00 Tower Place Garage $1.00 0.75 0.60 0.60 Tower Place Garage $85.00 80.00 80.00 75.00 70.00 60.00 60.00 Surface parking lots charge $60.00 per month for parking leases. These fees are budgeted to increase to $65.00 per month in fiscal year 2018. Fiscal year 2018 revenue is estimated to increase 4.26% when compared to fiscal year 2017 estimated revenue. This increase is anticipated due to increased revenue due from the opening of the Harrison Street parking garage. Parking service charges are approximately 95% of fund revenues and parking fines are about 3%. FY2018 Estimated - $5,922,530 3% 1 � 1% ■Service Charges ■ Fines 4d ■ Oth er ■ Interest Income Expenditures: Fiscal year 2018 budgeted expenditures represent a 97.4% increase from fiscal year 2017 estimated expenditures. This is due to an increase in debt service expenditures from the addition of the Harrison Street parking garage lease -purchase agreement and an anticipated $2,000,000 early call on a portion of the lease on June 1, 2018. FY2018 Estimated -$6,941,622 ■ Personnel 45% ■ Services ■Supplies ■ Capital Outlay 4p ■ Debt Service 0% 0% The Parking Fund is budgeting $520,000 for transfers to the Capital Projects Fund for parking facility restoration and repairs and parking equipment upgrades. 0.191 Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Parking Charges Miscellaneous Parking Fines Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues Transfers In: Transfer In - Interfund Loan from Landfill Re Transfer In - Tax Increment Financing i) Debt Service Transfers Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Parking Administration On Street Operations Parking Ramp Operations Parking Debt Service Sub -Total Expenditures Transfers Out: Capital Improvement Projects ')Debt Service Transfers Interfund Loan Repayment to Landfill Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In i) Same Fund Transfers City of Iowa City Parking (7100 - 7102) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 6,428,562 $ 6,867,952 $ 3,713,076 $ 10,742,693 $ 11,952,881 $ 10,178,479 $ 44,062 $ 35,207 $ 35,348 $ 35,000 $ 35,350 $ 35,350 5,096,819 5,253,013 5,239,882 5,316,727 5,624,810 5,624,810 197,578 248,841 198,370 250,000 198,370 198,370 26,146 82,592 40,459 78,721 64,000 64,000 $ 1,082,938 $ 1,227,040 $ 1,307,195 $ 1,304,558 $ 1,387,780 $ 1,419,390 741,712 833,273 753,636 911,311 1,111,897 1,139,512 - 5,364,605 5,619,653 11,016,908 5,680,448 5,922,530 5,922,530 - 2,495,350 - - - - 18,850 - - - - - 840,350 3,943,875 5,500,000 - 1,114,695 1,114,695 859,200 6,439,225 5,500,000 - 1,114,695 1,114,695 $ 6,223,805 $ 12,058,878 $ 16,516,908 $ 5,680,448 $ 7,037,225 $ 7,037,225 $ 1,082,938 $ 1,227,040 $ 1,307,195 $ 1,304,558 $ 1,387,780 $ 1,419,390 741,712 833,273 753,636 911,311 1,111,897 1,139,512 1,095,959 1,194,953 1,151,908 1,301,027 1,327,250 1,360,496 838,300 7,973,550 - - 3,114,695 3,114,695 3,758,909 11,228,816 3,212,740 3,516,896 6,941,622 7,034,093 1,185,156 (103,318) 553,107 725,000 520,000 300,000 840,350 3,943,875 5,500,000 - 1,114,695 1,114,695 - 144,381 221,444 228,364 235,310 242,467 2,025,506 3,984,938 6,274,551 953,364 1,870,005 1,657,162 $ 5,784,415 $ 15,213,754 $ 9,487,291 $ 4,470,260 $ 8,811,627 $ 8,691,255 $ 6,867,952 $ 3,713,076 $ 10,742,693 $ 11,952,881 $ 10,178,479 $ 8,524,449 1,919,908 385,583 5,885,583 5,885,583 3,500,000 1,500,000 $ 4.948.044 $ 3.327.493 $ 4.857.110 $ 6.067.298 $ 6.678.479 $ 7.024.449 0-Y,I Vel C7:/ 1► [rZ6]» Nei I Is]► 61 The Parking Division of the Transportation and Resource Management 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 five ramps, with a sixth opening in March of 2017, five surface lots, and on -street (metered) parking. Parking Services enforces parking regulations in the central business district and surrounding areas, 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 and Parking Lot Operations Short-term meters (1-2 hours) are concentrated in the core of the downtown. These meters are intended for those that are looking to have short visits to shop, dine, etc., in downtown Iowa City. Meter terms become longer as you move further away from the downtown core. The Parking division also operates the following parking lots: North Area • Schumann Lot (near Market & Dubuque) • Market Street Lot (near Gilpin's Paint) Parking Ramp Operations Cashiered Garages: Central Area • Recreation Center Lot • Burlington Street Lot (near Mill Restaurant) South Area • Maiden Lane Parking Lot (west of Gilbert Street) • Dubuque Street Garage (Burlington Street & Dubuque Street) One block south of the Public Library • Capitol Street Garage (Burlington Street & 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. • Harrison Street Garage (Harrison Street & Dubuque Street) is anticipated to come online in March of 2017. 0.11 Parking Debt Service Parking debt service consists of principal and interest payments on parking revenue bonds and the Harrison Street lease -purchase agreement, which are repaid with parking revenue. HIGHLIGHTS • Anticipated completion of construction of Harrison Street Garage project in March 2017. • Completed third year of First Hour Free resulting in over 1.3 million hours of free parking • Joint projects with University of Iowa to implement a bicycle sharing program & mobile parking payment service Recent Accomplishments: • Completed $400,000 ramp restoration project • Additional bicycle amenities including increased bike racks, bike parklet, and fit -it stations • Additional moped and motorcycle parking Staffing: Upcoming Challenges: • Continued development of high density housing structures in downtown • Access and revenue equipment approaching 10 years of service • Rollout for mobile payment app • Expansion of electric vehicle charging station network Staffing Level Change Summary: There are no staffing level changes are in the fiscal year 2018 budget 0.11 FY2016 FY2017 FY2018 Total FTE's 23.13 21.63 21.63 Staffing Level Change Summary: There are no staffing level changes are in the fiscal year 2018 budget 0.11 Service Level Change Summary: The Harrison Street parking garage is expected to open in March of 2017. This will be an automated facility which will carry similar operating expenses as the Chauncey Swan facility. A $5 per month increase to parking permit charges is also proposed for fiscal year 2018. This would result in surface lots charging $65 per month and parking structures charging $85 per month. We estimate that this would result in an increase of $80,000 in revenues. The last rate increase for parking permits was in July of 2009. Financial Highlights: On street service expenditures have increased in fiscal year 2018 from $260,084 to $489,140 due to a budgeted loan for the cleanup and renovation of 'pig alley' downtown. This loan is expected to be repaid with additional parking fees from the owners. Parking ramp operation charges for service revenues and services expenditures have increased in fiscal year 2018 due to the opening of the Harrison Street parking garage. Debt service expenditures have increased in fiscal year 2018 to $3,114,695 from $0 due to the purchase of the Harrison Street parking garage. Lease -purchase payments to begin and are estimated at $1,114,695. An additional $2,000,000 is callable on the lease on June 1, 2018, and it is expected that the Parking Fund will call in a portion of the debt at that time. Parking impact fees of $385,583 will also be used to offset a portion of the initial lease -purchase payment. «:n GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: rcent Cha Encourage a Vibrant and Walkable Urban Core Provide convenient parking options. Increase transient hours parked in downtown on -street and off- street spaces. FY 2012FY 2013 FY 2014 545FY 2015968 FY 2016 4,337,326 4,453,418 4 62 ,7,105 ,1, 4,981,94: 2.9% 2.7% 6.9% 8.1% -3.2% Strategic Plan Goal: Enhanced Community Engagement and Intergovernmental Relations 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 2012 FY 2013 FY 2014 FY 2015 I FY 2016 43% 53% 62% 67% 70% 0.1.3 City of Iowa City kctivity Summan I.y. I UN MINIyj .UIIli Ill�LIULIWII t..IWI IW/ I ullu. I ulnllly It IWW1 Division: Parking (810100) Department: Transportation & Resource Management 2014 2015 2016 2017 2018 2019 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 $ 44,062 $ 35,207 $ 35,348 $ 35,000 $ 35,350 $ 35,350 197,578 248,841 198,370 250,000 198,370 198,370 2,044 5,112 14,905 - - - $ 243,684 $ 289,160 $ 5,748,623 $ 285,000 $ 233,720 $ 233,720 $ 413,930 $ 432,162 $ 487,872 $ 379,216 $ 385,444 $ 397,007 665,724 794,878 818,224 925,342 1,002,098 1,022,140 3,284 - 1,100 - 238 243 $ 1,082,938 $ 1,227,040 $ 1,307,195 $ 1,304,558 $ 1,387,780 $ 1,419,390 2014 2015 2016 2017 2018 0.50 0.50 0.50 - - - - 1.00 1.00 3.00 3.00 2.50 2.50 2.50 - - 0.38 0.38 0.38 0.50 0.50 0.50 - - 4.00 4.00 3.88 3.88 3.88 0.1*1 City of Iowa City kctivity Summar) Division: Parking (810100) Department: Transportation & Resource Management Revenues: Charges For Fees And Services Parking Charges Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 1,583,111 $ 1,662,535 $ 1,637,424 $ 1,675,554 $ 1,660,142 $ 1,660,142 1,067 (1,415) 104 - $ 1,584,178 $ 1,661,120 $ 1,640,378 $ 1,675,554 $ 1,660,142 $ 1,660,142 $ 493,594 $ 471,367 $ 466,062 $ 578,438 $ 587,743 $ 605,375 215,124 321,252 275,559 260,084 489,140 498,923 20,520 13,345 12,015 8,789 10,014 10,214 12,474 27,309 - 64,000 25,000 25,000 $ 741,712 $ 833,273 $ 753,636 $ 911,311 $ 1,111,897 $ 1,139,512 Personnel Services - FTE 2014 2015 2016 2017 2018 Customer Service Rep - Pkg 1.50 1.50 1.50 - - Electronics Technician - Transp. Sew. - 1.00 1.00 1.00 1.00 MW II -Transportation Sew. 3.00 2.00 2.00 2.00 2.00 Parking Enforcement Attendant 5.00 5.00 5.00 5.00 5.00 Total Personnel 9.50 9.50 9.50 8.00 8.00 Capital Outlay 2017 2018 Bike racks - replacement/expansion $ 12,000 $ - Bicycle parklets 25,000 25,000 Big Belly trash receptacles (3) 24,000 - Bicycle fix it stations 3,000 - Total Capital Outlay $ 64,000 $ 25,000 1:1411 City of Iowa City kctivity Summan Division: Parking (810100) Department: Transportation & Resource Management Revenues: Charges For Fees And Services Parking Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Cashier - Parking M.W. I - Parking Systems 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 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 3,429,236 $ 3,590,478 $ 3,602,457 $ 3,641,173 $ 3,964,668 $ 3,964,668 23,035 78,895 25,450 78,721 64,000 64,000 $ 3,452,271 $ 3,669,373 $ 3,627,907 $ 3,719,894 $ 4,028,668 $ 4,028,668 $ 638,129 $ 588,614 $ 577,978 $ 654,560 $ 670,065 $ 690,167 416,636 578,498 501,974 565,704 631,538 644,169 37,649 27,841 46,797 22,263 25,647 26,160 3,545 - 25,160 58,500 - - $ 1,095,959 $ 1,194,953 $ 1,151,908 $ 1,301,027 $ 1,327,250 $ 1,360,496 2014 2015 2016 2017 2018 9.75 9.75 6.75 6.75 6.75 2.50 2.50 2.50 2.50 2.50 0.50 0.50 0.50 0.50 0.50 12.75 12.75 9.75 9.75 9.75 «1v 2017 2018 $ 25,500 $ 12,000 7,000 $ 7,000 $ City of Iowa City Activity Summary Activity: Parking Debt Service (810180) Fund: Parking (7101) Division: Parking (810100) Department: Transportation & Resource Management 2014 2015 2016 2017 2018 2019 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 Restricted Parking Impact Fees to Restricted for Debt Service) 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 $ 84,472 $ - $ - $ - $ - $ 2,495,350 - - 385,583 840,350 3,943,875 5,500,000 - 729,112 1,114,695 $ 924,822 $ 6,439,225 $ 5,500,000 $ - $ 1,114,695 $ 1,114,695 - 3,114,695 3,114,695 838,300 7,973,550 - - - - $ 838,300 $ 7,973,550 $ - $ - $ 3,114,695 $ 3,114,695 ORN IINe1►6911191U►1I7 The Transit Fund accounts for the operations of the City's public transportation operations. The Transit enterprise fund utilizes user fees, property taxes, and State and Federal funding to provide transportation services throughout the City including para -transit services. In fiscal year 2016, total fund balance grew by 14.55% or $693,002 over fiscal year 2015 primarily due to operating revenues exceeding operating expenditures at the Court Street Transportation Center. The fiscal year 2017 projected total fund balance is estimated to decrease by 4.3% or $232,563 from fiscal year 2016 due to the replacement of ten buses. Total fund balance is budgeted to grow by 6.90% or $360,267 in fiscal year 2018. $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $ Fund Balance (1) -. -- - ---- FY14 FY15 FY16 FY17 FY18 ■Assigned $1,131,918 $1,268,156 $1,287,299 $781,482 $917,482 munassignedl $2,833,831 1 $3,494,229 1 $4,168,088 1 $4,441,342 1 $4,665,609 (1) FY17 and FY18 figures are estimates The Transit Fund has assigned fund balance for bus replacement reserves. For fiscal year 2018, the assigned fund balance is estimated at $781,482. Funds are transferred from the Transit operations to the bus replacement reserve to cover 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%. Ten bus replacements are scheduled in fiscal year 2017 which will use approximately $505,817 in reserve funds to match grants totaling $2,813,183. «x1 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 35.6% of fiscal year 2018 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 30.9% of the Transit fund revenue. No fare increases are being proposed for fiscal year 2018. • 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. A monthly permit fee increase of $5 is proposed for fiscal year 2018 to raise the monthly rate to $85. • Other Revenue: The Transit fund also receives revenue from advertising and other miscellaneous sources. Fiscal year 2018 revenue is projected to decrease from the fiscal year 2017 revised revenue estimates by 41.7%. The decrease is directly related to the bus grants to be received in fiscal year 2017. 48% of the Transit Fund's revenue comes from intergovernmental funding in fiscal year 2018. FY2018 Estimated - $4,193,204 4% 2% n Charges for Services • Intergovernmental 46% i % ■Use of Money 8 Property •Miscellaneous The Transit Property Tax Levy estimated at $3,384,076 will be transferred into the Transit fund from the General fund in fiscal year 2018. Combined with the funding from other governments, approximately $5.41 million of the $7.71 million in revenues and transfers in or 70.16% is from sources of revenue that are not generated by the transit operations. This is a decrease from the fiscal year 2017 revised budget of 77.42% due to the bus replacement grants. 31*E! Expenditures: Fiscal year 2018 budgeted expenditures represent a 31.52% decrease from the fiscal year 2017 revised expenditure budget. The primary difference is a decrease in capital outlay expenditures for bus replacements. FY2018 Estimated - $7,202,013 0% 12% ■ Personnel ■Services Supplies ■ Capital Outlay The services budget in the Fleet Maintenance activity is budgeted to increase in fiscal year 2018 by $117,258 or 388.3% due to the replacement of bus engines. The fiscal year 2018 budget also includes capital outlay of $7,500 for a new coin counter. ORR City of Iowa City Transit (7150 - 7151) Fund Summary Transfers In: 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 3,859,793 $ 3,965,749 $ 4,762,385 $ 5,455,387 $ 5,222,824 $ 5,583,091 Revenues: Transfer In - Operations to Bus Reserve (614,007) 136,238 84,611 Use Of Money And Property 136,000 136,000 Sub -Total Transfers In Interest Revenues $ 6,952 $ 16,063 $ 18,684 $ 13,000 $ 17,500 $ 17,500 Rents 128,739 131,943 132,007 132,000 132,010 132,010 Intergovernmental 10,605,077 $ 7,713,280 $ 7,695,256 Expenditures: Fed Intergovnt Rev 1,400,381 1,439,334 1,494,411 1,450,000 1,494,410 1,494,410 Other State Grants 975,113 642,211 908,857 3,455,183 493,610 493,610 Local 28E Agreements 37,803 32,562 39,181 32,562 39,180 39,180 Charges For Fees And Services 4,961,243 4,528,971 4,483,113 4,982,023 Transit Fees 1,384,792 1,445,831 1,296,204 1,448,000 1,296,210 1,322,134 Misc Charges For Svc 410 2,665 2,263 2,665 2,260 2,260 Refuse Charges 1,738 810 100 1,000 100 100 Parking Charges 631,383 675,232 629,212 656,000 652,584 665,636 Miscellaneous - 374,083 3,455,000 - Printed Materials 60 30 30 - - - Misc Merchandise 376 1,098 101 1,100 100 100 Other Misc Revenue 14,100 32,061 58,091 5,103 65,240 8,240 Other Financial Sources Capital Project Fund 207,596 (16,917) Sale Of Assets 8,890 - 3,245 - - - Sub -Total Revenues 4,590,737 4,419,840 4,582,385 7,196,613 4,193,204 4,175,180 Transfers In: Transfer In - Transit Property Tax Levy 2,858,163 2,972,534 3,108,169 3,272,464 3,384,076 3,384,076 Transfer In - Operations to Bus Reserve (614,007) 136,238 84,611 136,000 136,000 136,000 Sub -Total Transfers In 2,244,156 3,108,772 3,192,780 3,408,464 3,520,076 3,520,076 Total Revenues & Transfers In $ 6,834,893 $ 7,528,612 $ 7,775,165 $ 10,605,077 $ 7,713,280 $ 7,695,256 Expenditures: Mass Transit Admin $ 385,144 $ 436,566 $ 432,349 $ 415,836 $ 442,911 $ 453,232 Mass Transit Operations 4,961,243 4,528,971 4,483,113 4,982,023 5,039,130 5,165,115 Fleet Maintenance 1,570,311 1,420,644 1,459,580 1,474,141 1,538,098 1,574,709 Court St Transportation Center 163,326 170,086 168,777 189,640 181,874 185,821 Bus Replacement Reserve - - 374,083 3,455,000 - - Sub -Total Expenditures 7,080,024 6,556,267 6,917,901 10,516,640 7,202,013 7,378,877 Transfers Out: Capital Project Fund 207,596 (16,917) 50,000 185,000 15,000 - InterFund Loan Repay Landfill 55,324 56,388 29,651 - - - Bus Reserve Transfers Out (614,007) 136,238 84,611 136,000 136,000 136,000 Sub -Total Transfers Out (351,087) 175,709 164,262 321,000 151,000 136,000 Total Expenditures & Transfers Out $ 6,728,937 $ 6,731,976 $ 7,082,163 $ 10,837,640 $ 7,353,013 $ 7,514,877 Fund Balance, June 30 $ 3,965,749 $ 4,762,385 $ 5,455,387 $ 5,222,824 $ 5,583,091 $ 5,763,470 Restricted / Committed /Assigned 1,131,918 1,268,156 1,287,299 781,482 917,482 1,053,482 Unassigned Balance $ 2,833,831 $ 3,494,229 $ 4,168,088 $ 4,441,342 $ 4,665,609 $ 4,709,988 % of Revenues & Transfers In 41% 46% 54% 42% 60% 61% IINe1►6y11191i]»NAIIs] ►61 The Transit Division is a self-supporting enterprise fund that provides fixed -route and paratransit bus services as well as operating the Court Street Transportation Center. The division is committed to providing safe, courteous, and quality transportation to the citizens and visitors of Iowa City as well as the City of University Heights. The division's budget is organized into four activities: Transit Administration Transit Administration personnel consists of 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 13 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. «n HIGHLIGHTS • Provided just over 1.7 million passenger trips in fiscal year 2016 • Provided service covering nearly 710,000 miles and 55,000 hours • Contracted para -transit service provided 98,100 passenger trips in fiscal year 2016 Recent Accomplishments: • Ordered 11 replacement heavy duty buses which received 80% grant funding • Ordered 4 replacement para -transit vehicles which received 80% grant funding • In the process of completing Public Works Site Master Plan which includes space for transit operations • Awarded new AVL contract for the backend software of Bongo Staffing: Upcoming Challenges: • May begin to see impact on transit levy from property tax reform • Will be entering final year of para - transit contract with Johnson County • Obtaining federal funding for replacement and relocation of transit maintenance and storage facility • Increasing demands on parking uses at the Court Street Transportation Center due to increased development in area Staffing Level Change Summary: No staffing level changes are proposed for the fiscal year 2018 budget. Service Level Change Summary: No service level changes are proposed for the fiscal year 2018 budget. Financial Highlights: There is a decrease in capital outlay expenditures in the fiscal year 2018 budget from last year due to bus replacement grants received and the replacement of the AVL bus tracking system that occurred in fiscal year 2017. «ia FY2016 FY2017 FY2018 Total FTE's 51.13 50.63 50.63 Staffing Level Change Summary: No staffing level changes are proposed for the fiscal year 2018 budget. Service Level Change Summary: No service level changes are proposed for the fiscal year 2018 budget. Financial Highlights: There is a decrease in capital outlay expenditures in the fiscal year 2018 budget from last year due to bus replacement grants received and the replacement of the AVL bus tracking system that occurred in fiscal year 2017. «ia 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: Foster Healthy Neighborhoods throughout the City Provide safe, courteous, and quality transportation services. Increase Rides per Revenue Hour to 37. FY 2012 FY 2013 FY 2014 FY 2015 FY 201E 35.70 34.50 35.20 36.85 30.95 Maintain a Solid Financial Foundation Increase fare-box/expense ratio. Fare -box revenues to cover 33% of operating costs. «1*: City of Iowa City Activity Summary Activity: Mass Transit Admin (810210) Fund: Transit (7150) Division: Mass Transit (810200) Department: Transportation & Resource Management 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Miscellaneous Printed Materials Other Misc Revenue Other Financial Sources Sale Of Assets Transfers In: Transfer In - Transit Property Tax Levy 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 $ 6,952 $ 16,063 $ 18,684 $ 13,000 $ 17,500 $ 17,500 60 30 30 - - - 979 2,478 (3,562) 2,478 2,500 2,500 - - 2,700 - - - 2,858,163 2,972,534 3,108,169 3,272,464 3,384,076 3,384,076 $ 2,866,154 $ 2,991,105 $ 3,126,021 $ 3,287,942 $ 3,404,076 $ 3,404,076 $ 234,601 $ 244,967 $ 260,231 $ 131,460 $ 146,272 $ 150,660 149,154 191,599 171,814 284,376 296,639 302,572 1,389 - 304 - - - $ 385,144 $ 436,566 $ 432,349 $ 415,836 $ 442,911 $ 453,232 1.50 2014 2015 2016 2017 2018 0.50 0.50 0.50 - - 0.50 0.50 0.50 1.00 1.00 2.00 2.00 0.50 0.50 0.50 0.50 0.50 0.50 - - 3.50 3.50 2.00 1.50 1.50 HBX City of Iowa City 4ctivity Summan Hctivlty:luiass Iransituperations (siuzzu) I-una: Iranslttriauj Division: Mass Transit (810200) Department: Transportation & Resource Management 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected 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 $ 1,400,381 $ 1,439,334 $ 1,494,411 $ 1,450,000 $ 1,494,410 $ 1,494,410 975,113 642,211 600,242 642,000 493,610 493,610 37,803 32,562 39,181 32,562 39,180 39,180 1,384,792 1,445,831 1,296,204 1,448,000 1,296,210 1,322,134 410 2,665 2,263 2,665 2,260 2,260 15 73 8,890 - 545 - - $ 3,807,404 $ 3,562,676 $ 3,432,846 $ 3,575,227 $ 3,325,670 $ 3,351,594 $ 2,990,884 $ 3,002,652 $ 2,998,808 $ 3,133,592 $ 3,285,236 $ 3,383,793 1,451,976 1,507,832 1,455,587 1,663,091 1,693,798 1,727,674 24,273 18,487 28,718 15,340 52,596 53,648 494,110 - - 170,000 7,500 - $ 4,961,243 $ 4,528,971 $ 4,483,113 $ 4,982,023 $ 5,039,130 $ 5,165,115 Personnel Services - FTE 2014 2015 2016 2017 2018 M.W. I - Transit 2.00 2.00 2.00 2.00 2.00 Mass Transit Operator 37.75 37.75 37.75 37.75 37.75 M.W. II - Transit 1.00 1.00 1.00 1.00 1.00 Operations Supervisor - Transp. Serv. - - 1.00 1.00 1.00 Operations Specialist - Transp. Serv. - - 0.38 0.38 0.38 Sr. M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50 Total Personnel 41.25 41.25 42.63 42.63 42.63 Capital Outlay AVL bus tracking system Coin counter Wash bay motors Total Capital Outlay :1 [By, 2017 2018 $ 155,000 $ - - 7,500 15,000 - $ 170,000 $ 7,500 City of Iowa City Activity Summary Activity: Fleet Maintenance (810230) Division: Mass Transit (810200) $ 509,076 $ Fund: Transit (7150) Department: Transportation & Resource Management $ 548,460 2014 2015 2016 2017 2018 2019 241,651 Actual Actual Actual Revised Budget Projected Revenues: 881,224 805,746 821,861 Total Expenditures $ 1,570,311 $ 1,420,644 Charges For Fees And Services $ 1,474,141 $ 1,538,098 $ 1,574,709 Personnel Services - FTE 2014 2015 Refuse Charges $ 1,738 $ 810 $ 100 $ 1,000 $ 100 $ 100 Miscellaneous 2.00 2.00 Mechanic III - Transit 2.00 2.00 Misc Merchandise 376 1,098 101 1,100 100 100 Other Misc Revenue 1,251 2,623 5,742 2,625 5,740 5,740 Total Revenues $ 3,365 $ 4,531 $ 5,943 $ 4,725 $ 5,940 $ 5,940 Expenditures Personnel $ 509,076 $ 536,595 $ 548,460 $ 562,723 $ 584,900 $ 602,447 Services 40,847 26,595 241,651 30,194 147,452 150,401 Supplies 1,020,388 857,454 669,469 881,224 805,746 821,861 Total Expenditures $ 1,570,311 $ 1,420,644 $ 1,459,580 $ 1,474,141 $ 1,538,098 $ 1,574,709 Personnel Services - FTE 2014 2015 2016 2017 2018 Mechanic II - Transit 2.00 2.00 2.00 2.00 2.00 Mechanic III - Transit 2.00 2.00 2.00 2.00 2.00 Operations Supv - Trans Sew 1.00 1.00 1.00 1.00 1.00 Parts/Data Entry Clk - Transit 1.00 1.00 1.00 1.00 1.00 Total Personnel 6.00 6.00 6.00 6.00 6.00 ao)a City of Iowa City Activity Summary Activity: Court St Transportation Center (810240) Division: Mass Transit (810200) Fund: Transit (7150) Department: Transportation & Resource Management 29,835 $ 2014 2015 2016 2017 2018 2019 133,353 Actual Actual Actual Revised Budget Projected Revenues: 2,059 5,354 1,425 1,454 Capital Outlay 8,585 Use Of Money And Property - - - - Total Expenditures $ 163,326 $ Rents $ 128,739 $ 131,943 $ 132,007 $ 132,000 $ 132,010 $ 132,010 Charges For Fees And Services 2016 2017 2018 M.W. I - Parking Systems 0.50 Parking Charges 631,383 675,232 629,212 656,000 652,584 665,636 Miscellaneous 0.50 0.50 0.50 Other Misc Revenue 11,855 26,887 55,911 - 57,000 - Total Revenues $ 771,977 $ 834,062 $ 817,130 $ 788,000 $ 841,594 $ 797,646 Expenditures Personnel $ 41,539 $ 29,835 $ 29,969 $ 30,438 $ 30,963 $ 31,892 Services 109,269 133,353 136,748 153,848 149,486 152,476 Supplies 3,933 6,898 2,059 5,354 1,425 1,454 Capital Outlay 8,585 - - - - - Total Expenditures $ 163,326 $ 170,086 $ 168,777 $ 189,640 $ 181,874 $ 185,821 Personnel Services - FTE 2014 2015 2016 2017 2018 M.W. I - Parking Systems 0.50 0.50 0.50 0.50 0.50 Total Personnel 0.50 0.50 0.50 0.50 0.50 City of Iowa City Activity Summar) 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 Para -transit bus replacement Replace 9 Heavy Duty Buses Total Capital Outlay 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ - $ - $ 308,615 $ 2,813,183 $ - $ (614,007) 136,238 84,611 136,000 136,000 136,000 $ (614,007) $ 136,238 $ 393,226 $ 2,949,183 $ 136,000 $ 136,000 $ - $ - $ 374,083 $ 3,455,000 $ - $ - $ - $ - $ 374,083 $ 3,455,000 $ - $ - :1111! 2017 2018 $ 95,000 $ 3,360,000 - $ 3,455,000 $ - ATERIIATIAIA:aIall :FA Ik41A►1119111111►1I] The Wastewater Treatment Fund accounts for the business -like operations of the City's wastewater/sewer utility. The wastewater utility operates the City's waste treatment plant, the sewage lift stations, the sanitary sewer collection system, and the wastewater monitoring operations. The Wastewater Treatment Fund is primarily supported through user fees. The wastewater operations have been undergoing a major transformation over the last few years. The City completed a major expansion of the South Wastewater Treatment Plant during fiscal year 2015, and all of the City's sewage treatment operations were consolidated at the South Plant. 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 and a park was started in fiscal year 2015 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 2017. The Wastewater Treatment Fund provided a $6 million loan to the Capital Projects Fund for the demolition of the North Wastewater Treatment Plant in fiscal year 2015. This loan is being repaid with the State sales tax grant flood mitigation grant. 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 2,775,000 326% 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 HIR The Wastewater Treatment Fund's unassigned fund balance at fiscal year 2016 year-end was higher than fiscal year 2015 by approximately 2.46%. This increase was primarily due to the loan payment of $200,000 from the Capital Projects Fund. 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 FY14 I FY15 I FY16 FY17 FY18 ■Unassigned 1 $14,094,619 1 $9,928,329 1 $10,172,670 $9,872,266 $9,724,775 (1) FY17 and FY18 figures are estimated In fiscal years 2017 and 2018, unassigned fund balance is expected to decrease by $447,895 or 4.40% to $9,724,775 from fiscal year 2016. This is primarily due to transfers to the Capital Projects Fund of $2.60 million and $2.56 million in fiscal year 2017 and 2018, respectively. 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 (Dubuque Street reconstruction). 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 1-80. The existing sewers were constructed in 1983 and 1936. Total trunk sewer project's cost estimate is $4.50 million and will be funded from Wastewater user fees. This project commenced in the summer of 2016. 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. The Wastewater Treatment 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 $8,989,859 in fiscal year 2018. It is projected that the City will issue an additional $2,025,000 is sewer revenue bonds in fiscal year 2017 for the Scott Boulevard trunk sewer extension project that is part of the 2018 capital improvement program. HIN Revenues: Approximately 97% of Wastewater operations are funded through charges for services. Wastewater Operations are funded by sewer user fees, per the following schedule: Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15 Each Additional 100 cu. ft. $3.99 BOD (per pound) 300 mg/L or less included in charge for ii 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 2018 budgeted revenue is virtually unchanged from the 2017 revised budget. No changes are proposed in the fiscal year 2018 budget to the City's sewer rate structure. A sewer connection fee district is expected to be created in the service area of the Scott Boulevard Trunk Sewer which will generate future connection fee revenue. FY2018 Estimated - $12,589,340 2% 1% ■ Charges for Services ■ Use of Money & Property ■ Other Use of Money & Property primarily consists of interest on investments. aon Expenditures: The fiscal year 2018 budgeted expenditures, not including debt service, are estimated to be 2.9% higher than the fiscal year 2017 expenditures. This is primarily due to an increase in capital outlay expenditures in the Wastewater Treatment Plant Operations activity. FY2018 Estimated - $10,601,444 ■ Personnel ■ Services ■Supplies ■ Capital Outlay ■ Debt Service 2 ------------------------- 41% of the Wastewater Fund's expenditures are for debt service. The wastewater utility has outstanding bonds of $20,285,000 as of June 30, 2017. :111.1 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 Other Misc Revenue Other Financial Sources Debt Sales Sale Of Assets Sub -Total Revenues: Transfers In: Interfund Loans i) 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 i) Debt Service Funding Interfund Loans Sub -Total Transfers Out Total Expenditures & Transfers Out City of Iowa City Wastewater Treatment (7200 - 7201) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 24,137,050 $ 24,069,885 $ 19,788,658 $ 30,106,671 $ 19,061,738 $ 18,714,634 $ 7,484 $ 8,012 $ 7,483 $ 8,000 $ 7,480 $ 7,480 - 21,427 2,923 2,064 21,924 - 195,639 286,055 277 208 2,016 1,410 12,555,994 12,180,738 1,223 720 1,375 4,149 65,360 86,459 - 1,187 12, 854, 215 12, 592,429 289,792 290,698 288,170 288,170 211 200 210 210 1,566 1,500 1,570 1,570 12,264,380 12,201,600 12,214,720 12,214,720 62 1,000 - - 77,726 85,590 77,190 77,190 10,101,495 - - - 10,601,444 10,687,299 $ 9,928,329 $ 10,172,670 22, 742, 715 12, 588, 588 12,589,340 12, 589, 340 - 200,000 4,570,067 4,559,963 200,000 4,723,813 225,000 4,431,246 225,000 4,143,762 225,000 4,064,148 4,570,067 4,759,963 4,923,813 4,656,246 4,368,762 4,289,148 $ 17,424,282 $ 17,352,392 $ 27,666,528 $ 17,244,834 $ 16,958,102 $ 16,878,488 $ 1,616,982 $ 1,621,483 $ 1,696,933 $ 1,841,298 $ 1,863,198 $ 1,895,570 2,876,190 3,242,646 3,385,408 3,237,287 3,411,057 3,466,853 - 6,419 105,561 87,595 209,943 215,519 754,414 838,584 734,546 916,566 773,871 753,758 4,668,682 4,674,900 4,751,636 15,175,775 4,343,375 4,355,600 9,916,268 10,384,032 10,674,084 21,258,521 10,601,444 10,687,299 3,005,112 689,624 1,950,000 2,600,000 2,560,000 1,035,000 4,570,067 4,559,963 4,723,813 4,431,246 4,143,762 4,064,148 - 6,000,000 - - - - 7,575,179 11,249,587 6,673,813 7,031,246 6,703,762 5,099,148 $ 17,491,447 $ 21,633,619 $ 17,347,897 $ 28,289,767 $ 17,305,206 $ 15,786,447 Fund Balance, June 30 $ 24,069,885 $ 19,788,658 $ 30,107,288 $ 19,061,738 $ 18,714,634 $ 19,806,674 Prior Year Accounting Adjustment - - (617) - - - Adjusted Fund Balance, June 30 24,069,885 19,788,658 30,106,671 19,061,738 18,714,634 19,806,674 Restricted / Committed /Assigned 9,975,266 9,860,329 19,934,001 9,189,472 8,989,859 8,698,407 Unassigned Balance $ 14,094,619 $ 9,928,329 $ 10,172,670 $ 9,872,266 $ 9,724,775 $ 11,108,267 % of Revenues & Transfers In 81% 57% 37% 57% 57% 66% 1) Same Fund Transfers required by bond covenants HO] IVi4E&IIATi%SIA:iIall :FA Ik41A►III go] aANAIIs] ki&? 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 10.5 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, and 1.0 FTE Senior Clerk/Typist. 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 18 wastewater lift stations and 5 storm water stations throughout the city. The wastewater lift stations 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. Wastewater/Stormwater 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 :f[1] the wastewater lift stations. The stormwater collection system works in conjunction with the stormwater lift stations and point of discharge to receiving streams. 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 24.2 million gallons/day under average wet weather conditions. • Treatment Plant operations accomplish 96.0% 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: • Finalized multiple outstanding construction issues, • Finalized reconstruction of the Riverside South Lift station by City Staff, • Nutrient Reduction Study documents submitted to the DNR for comment and approval, • Preliminary report for replacement strategy of failed/failing digester heat exchangers. • Replacement of Atomic Adsorption Machine with a version that tests for the specific metals required by our discharge permit. • Heat Exchanger 8301 evaluation report for replacement alternatives. Upcoming Challenges: • Replace the 3 biosolids dewatering presses, including ventilation system and feed pumps. • Replace existing 1.5KW Generator with a 2KW generator, that is capable of operating with the full plant electrical load in emergency conditions. • Replace the rake mechanisms in selected primary and secondary clarifiers (2 each). • Make repairs and upgrades to several storm and sanitary lift stations. • Replace existing failed HEX 8301 as per the evaluation report, • Review status of the digester complex roofs, brick facades, and other anaerobic digester equipment as needed including 15 year old heat exchangers. 411 • Continue with the yearly sewer maintenance program. • Upgrade and provide flood protection for West Park Lift Station. • 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 evaluation process for determining solutions to problems related to upcoming mandated effluent limits. A by-product of Biological Nutrient Removal is Struvite formation and deposition in piping and equipment causing blockages and maintenance related issues. Staffing: Staffing Level Change Summary: The split of Maintenance Worker positions with the Storm Water Management division has been eliminated. This moves .60 FTE from Storm Water Management to Wastewater Treatment. Service Level Change Summary: The Scott Boulevard Trunk Sewer that will serve the area between the 420`h Street, American Legion Road and Taft Avenue will be constructed in 2018 and open for development which will potentially increase the volume of wastewater flow to the plant. The trunk sewer will allow for the elimination of the Winsor Ridge lift station. A sewer connection district will be created for the area covered by this sewer expansion. Financial Highlights: The capital outlay budget in the Wastewater Treatment Plant Operations includes $100,000 to chip seal the road leading into the plant. The personnel expenditures in the Wastewater Collection Systems activity increased by $54,905 or 11.8% primarily due to the elimination of the maintenance worker split with the Storm Water Operations. :11K FY2016 FY2017 FY2018 Total FTE's 24.65 25.40 26.00 Staffing Level Change Summary: The split of Maintenance Worker positions with the Storm Water Management division has been eliminated. This moves .60 FTE from Storm Water Management to Wastewater Treatment. Service Level Change Summary: The Scott Boulevard Trunk Sewer that will serve the area between the 420`h Street, American Legion Road and Taft Avenue will be constructed in 2018 and open for development which will potentially increase the volume of wastewater flow to the plant. The trunk sewer will allow for the elimination of the Winsor Ridge lift station. A sewer connection district will be created for the area covered by this sewer expansion. Financial Highlights: The capital outlay budget in the Wastewater Treatment Plant Operations includes $100,000 to chip seal the road leading into the plant. The personnel expenditures in the Wastewater Collection Systems activity increased by $54,905 or 11.8% primarily due to the elimination of the maintenance worker split with the Storm Water Operations. :11K GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations 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 2012 FY 2013 FY 2014 1 FY 2015 FY 2016 98.0% 97.8% 97.0% 99.1% 99.4% 98.9% Total Suspended Solids (TSS) — Percent Removal* Goal FY 2012 FY 2013 FY 2014 I FY 2015 FY 2016 98.0% 97.3% 97.6% 97.8% 99.2% 98.7% Ammonia (NH3) — Percent Removal* Goal FY 2012 FY 2013 FY 2014 1 FY 2015 FY 2016 97.0% 91.3% 96.7% 93.3% 99.1% 90.5% * Higher Number is Better Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Number of SSOs per Year** Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations Protect public and private property from water damage and health hazards. Control Sanitary Sewer Overflows (SSO — sewer backups). Sewer Jetting, Miles per Year* FY 2017 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1 Estimate 4 9 9 8 7 6 Sewer Jetting, Miles per Year* Video Inspection, Miles per Year* FY 2017 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1 Estimate 39.1 45.5 47.5 39.3 56.0 57.0 Video Inspection, Miles per Year* * Higher Number is Better ** Lower Number is Better 413 FY 2017 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1 Estimate 15.7 1 19.2 1 24.7 1 19.5 24.5 26.0 * Higher Number is Better ** Lower Number is Better 413 City of Iowa City kctivity Summan Activity: wastewater Administration (tzut tu) I-una: wastewater I reatment (tzuu) Division: Wastewater (720100) Department: Public Works 2014 2015 2016 2017 2018 2019 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 Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Asst Supt -Wastewater Sr Clerk/Typist- Wastewater Wastewater Superintendent Project Support Assistant Total Personnel Capital Outlay Laboratory Equipment Safety Equipment Total Capital Outlay $ 195,639 $ 286,055 $ 289,792 $ 290,698 $ 288,170 S 288,170 - (556) - - - - 12,540,069 12,180,738 12,264,380 12,201,600 12,214,720 12,214,720 14,775 - 540 - - - $ 12,750,483 $ 12,466,237 $ 12,554,712 $ 12,492,298 $ 12,502,890 $ 12,502,890 $ 207,561 $ 216,845 $ 279,579 $ 313,456 $ 326,765 $ 336,568 1,370,271 1,343,590 1,370,187 1,457,134 1,482,091 1,511,733 39,150 51,048 47,167 50,708 46,342 47,269 - 10,000 - 20,000 8,000 - $ 1,616,982 $ 1,621,483 $ 1,696,933 $ 1,841,298 $ 1,8635198 $ 1,895,570 2014 2015 2016 2017 2018 1.00 1.00 1.00 1.00 1.00 0.50 0.50 0.50 1.00 1.00 0.50 0.50 0.50 1.00 1.00 - 0.25 0.25 - - 2.00 2.25 2.25 3.00 3.00 414 2017 2018 $ 20,000 $ - - 8,000 $ 20,000 $ 8,000 City of Iowa City Activity Summary Activity: Wastewater Treatment Plant Ops (720120) Division: Wastewater (720100) $ 1,322,599 $ 1,353,204 Fund: Wastewater Treatment (7200) Department: Public Works $ 1,485,465 $ 2014 2015 2016 2017 2018 2019 1,149,783 Actual Actual Actual Revised Budget Projected Revenues: 631,030 643,651 Capital Outlay 6,783 143,043 215,215 Use Of Money And Property 125,000 100,000 Total Expenditures $ 2,876,190 $ 3,242,646 $ 3,385,408 Royalties & Commissions $ 277 $ 208 $ 211 $ 200 $ 210 S 210 Charges For Fees And Services 3.00 3.00 M.W. II -Wastewater Trtmnt Plnt 2.00 3.00 3.00 Misc Charges For Services 2,016 1,410 1,566 1,500 1,570 1,570 Refuse Charges 1,223 720 62 1,000 - - Miscellaneous 4.00 4.00 4.00 4.00 4.00 Total Personnel Misc Merchandise - 4,149 - - - - Other Misc Revenue 49,487 85,869 77,186 85,000 77,190 77,190 Total Revenues $ 53,003 $ 92,356 $ 79,024 $ 87,700 $ 78,970 $ 78,970 Expenditures Personnel $ 1,322,599 $ 1,353,204 $ 1,352,816 $ 1,485,465 $ 1,507,529 $ 1,552,755 Services 1,041,471 1,139,656 1,128,388 1,149,783 1,147,498 1,170,448 Supplies 505,337 606,743 688,990 577,039 631,030 643,651 Capital Outlay 6,783 143,043 215,215 25,000 125,000 100,000 Total Expenditures $ 2,876,190 $ 3,242,646 $ 3,385,408 $ 3,237,287 $ 3,411,057 $ 3,466,853 Personnel Services - FTE 2014 2015 2016 2017 2018 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 1.00 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 2.00 3.00 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 16.00 17.00 17.00 17.00 17.00 Capital Outlay Chip Seal Roads Process Equipment Total Capital Outlay Activity Summary 2017 2018 $ - $ 100,000 25,000 25,000 $ 25,000 $ 125,000 Activity: Lift Stations (720130) Division: Wastewater (720100) Fund: Wastewater Treatment (7200) Department: Public Works 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Expenditures: Services $ - $ - S 74,960 S 80,951 $ 137,682 $ 141,812 Supplies - 6,419 25,206 6,644 72,261 73,706 Capital Outlay - - 5,395 - - - Total Expenditures $ - $ 6,419 $ 105,561 $ 87,595 $ 209,943 $ 215,519 :11N City of Iowa City kctivity Summan Activity: wastewater G011ection systems (rzu94u) tuna: wastewater I reatment (tzuu) Division: Wastewater (720100) Department: Public Works 2014 2015 2016 2017 2018 2019 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 Television Truck upgrade Total Capital Outlay $ 7,484 $ 8,012 $ 7,483 S 8,000 $ 7,480 S 7,480 - 21,983 - - - - 2,923 2,064 - - - - 21,924 - - - - - 15,925 1,375 - - - - - 1,098 590 - 590 - - - 1,187 - - - - $ 50,729 $ 33,836 $ 7,483 $ 8,590 $ 7,480 $ 7_48-0- $ 435,925 $ 452,776 $ 449,608 $ 466,017 $ 520,922 $ 536,550 224,749 263,187 203,269 194,078 159,258 162,443 48,441 64,983 46,541 66,471 53,691 54,765 45,299 57,638 35,128 190,000 40,000 - $ 754,414 $ 838,584 $ 734,546 $ 916,566 $ 773,871 $ 757758 2014 2015 2016 2017 2018 1.80 1.80 1.80 1.80 2.00 3.70 2.70 2.70 2.70 3.00 0.90 0.90 0.90 0.90 1.00 6.40 5.40 5.40 5.40 6.00 2017 2018 $ 40,000 $ 40,000 150,000 - $ 190,000 $ 40,000 3111 City of Iowa City kctivity Summan Activity: wastewater ueot Service (tzuuuu) Tuna: wastewater Treatment (tzut) Division: Wastewater (720100) Department: Public Works 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Other Financial Sources Debt Sales Transfers In: Bond Ordinance Trans Total Revenues & Transfers In Expenditures: Services Other Financial Uses Revenue Bonds Principal & Interest Payments Total Expenditures $ - $ - $ 10,101,495 $ - $ - $ - $ 4,570,067 $ 4,559,963 $ 4,723,813 $ 4,431,246 $ 4,143,762 $ 4,064,148 $ 4,570,067 $ 4,559,963 $ 14,825,308 $ 4,431,246 $ 4,143,762 $ 4,064,148 $ - $ - $ 1,200 $ 1,200 $ 1,200 $ 1,200 4,668,682 4,674,900 4,750,436 15,174,575 4,342,175 4,354,400 $ 4,668,682 $ 4,674,900 $ 4,751,636 $ 15,175,775 $ 4,343,375 $ 4,355,600 Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2017 Summary by Individual Issue Fiscal Year Debt Service Payments Principal Amount of Debt Paid Outstanding Issue / Use of Funds in Full FY2018 FY2019 FY2020 Issue 2009A Sewer Refunding 8,660,000 2026 5,770,000 785,925 788,050 787,738 of Series 2000 Revenue Bonds 2010A Sewer Revenue Refunding 15,080,000 2021 5,155,000 1,396,900 1,402,200 1,390,600 of Series 2001 and 2002 Revenue Bonds 2016C Sewer Revenue Refunding 9,360,000 2022 9,360,000 2,159,350 2,164,150 2,175,550 of Series 2008 Revenue Bonds Total Sewer Revenue Bonds:dMir 20,285,000 4,342,175 4,354,400 4,353,888 aP.l :1M Sewer Revenue Bonds - Summary Debt Repayment Schedule Fiscal Year Principal Payments Interest Total Paid by Sewer Revenue Principal Outstanding Beginning of Fiscal Year 2018 3,580,000 762,175 4,342,175 4,342,175 20,285,000 2019 3,740,000 614,400 4,354,400 4,354,400 16,705,000 2020 3,895,000 458,888 4,353,888 4,353,888 12,965,000 2021 3,730,000 303,438 4,033,438 4,033,438 9,070,000 2022 2,460,000 185,663 2,645,663 2,645,663 5,340,000 2023 665,000 127,375 792,375 792,375 2,880,000 2024 700,000 93,250 793,250 793,250 2,215,000 2025 740,000 57,250 797,250 797,250 1,515,000 2026 775,000 19,375 794,375 794,375 775,000 Totals 20,286,000 2,621,813 22,906,813 22,906,813 :1M Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2000 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue :rza 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 Payments Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2018 525,000 260,925 785,925 785,925 5,770,000 4.00% 2019 550,000 238,050 788,050 788,050 51245,000 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 1 5.00% 2025 740,000 57,250 797,250 797,250 1,515,000 1 5.00% 2026 775,000 19,375 794,375 794,375 1 775,000 1 5.00% Totals 5,770,000 1,353,438 7,123,438 7,123,438 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2000 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue :rza 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 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 1,310,000 80,600 1,390,600 1,390,600 2,670,000 4.00% 2021 1,360,000 1 27,200 1 1,387,200 1,387,200 1,360,000 4.00% immi 9— —f 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 421 Amount $10,250,000 $ 5,590,000 124,077 (884,077) $15,080,000 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2008 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue :11% Amount $10,022,780 99,767 (762,547) $ 9,360,000 2016C Sewer Revenue Refunding Capital Loan Notes Principal: $9,360,000 Dated: June 16, 2016 Callable: N/A Fiscal Year Principal Payments Sewer Interest Total Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2018 1,840,000 319,350 2,159,350 2,159,350 9,360,000 4.00% 2019 1,920,000 244,150 2,164,150 2,164,150 7,520,000 4.00% 2020 2,010,000 165,550 2,175,550 2,175,550 5,600,000 4.00% 2021 1,765,000 90,050 1,855,050 1,855,050 3,590,000 4.00% 2022 1,825,000 27,375 1,852,375 1,852,375 1,825,000 3.00% Totals 9,360,000 846,475 10,206,475 10,206,475 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2008 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue :11% Amount $10,022,780 99,767 (762,547) $ 9,360,000 NIA The Water 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 2016 was $8,058,278. Although user fees are currently sufficient to cover annual operating costs, they are insufficient to cover projected capital improvement project expenditures, and the fund has a downward trend in fund balance. Fund Balance (1) $8,400,000 $8,200,000 $8,000,000 $7,800,000 $7,600,000 $7,400,000 $7,200,000 $7,000,000 $6,800,000 $6,600,000 $6,400,000 FY14J][,t�l 7 FY18 ■Unassigned $7,365,753723,461 $7,054,176 (1) FY17 and FY18 figures are estimates Fiscal year 2017 year-end unassigned fund balance is estimated to decrease 4.15% compared to fiscal year 2016. The decrease is due to water capital improvement projects in the Capital Projects Fund. The fiscal year 2018 unassigned fund balance is estimated to decrease another 8.67% from fiscal year 2017 to $7,054,176. The decrease is also due to transfers out for capital improvement projects in the Capital Projects Fund. The Water fund will have an estimated $4,157,504 in restricted fund balance at the end of fiscal year 2018 for revenue bond covenants. 423 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 1 % 2 $9.10 $18.15 $24.41 3 $45.11 4 $78.69 6 $158.33 Cubic Feet FY17 Rate rr 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. Approximately 98% of Water operations are funded through charges for services. The estimated change in revenues from fiscal year 2017 to fiscal year 2018 is a 1.7% increase. The increase is based on an anticipated increase in customer consumption. Use of Money & Property primarily consists of interest on investments. FY2018 Estimated - $9,268,096 2% 0% ■ Charges for Fees & Services ■ Use of Money & Property ■ Misc Revenue 424 Expenditures: The fiscal year 2018 expenditures, not including debt service, are 1.5% lower than the fiscal year 2017 revised expenditures. The largest expenditure decrease was in the capital outlay budget of the Water Distribution System activity; this was due to an anticipated decrease in water main repair expenditures. Revenue bond principal and interest payments are 23% of the Water fund's expenditure budget for fiscal year 2018. FY2018 Estimated - $8,465,882 23% ■ Personnel 33°%a ■Services 5% ■Supplies 8°/a ■ Capital Outlay ■ Debt Service Other financing uses include transfers out of $1,442,575 to the Capital Projects Fund including $500,000 to the Public Works Facility project to replace the old water maintenance facility. The old maintenance facility will then be transferred to the Refuse Collection Operations after the new public works facility has been constructed. :Yb7 Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commiss Intergovernmental Fed Intergovnt Rev Disaster Assistance Other State Grants Charges For Fees And Services Water Charges Miscellaneous Printed Materials Misc Merchandise Intra -City Charges Other Misc Revenue Other Financial Sources Debt Sales Sale Of Assets Sub -Total Revenues Transfers In: 'i Bond Ordinance 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 i) Debt Service Funding GO Bond Abatement Sub -Total Transfers Out City of Iowa City Water (7300 - 7301) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 12,138,269 $ 11,541,132 $ 12,332,979 $ 16,240,827 $ 11,852,041 $ 11,211,680 $ 153,347 $ 170,614 $ 170,117 $ 171,000 $ 163,130 $ 163,130 750 - - - - - 723 772 754 750 750 750 41,920 - - 347 491 3,653 270 - 8,442,246 8,525,988 9,133,122 8,925,646 9,097,056 9,322,626 13 29 8 - - - 8,537 12,802 15,162 7,000 5,160 5,160 2,000 2,000 2,000 2,000 2,000 2,000 5,259 (1,612) - 5,259 - - - - 4,017,085 - - - 11,055 48 8,154 - - - 8,627,583 8,753,178 13,346,893 9,111,655 9,268,096 9,493,666 2,010,315 2,008,715 1,999,958 2,020,178 1,937,940 1,940,865 2,010,315 2,008,715 1,999,958 2,020,178 1,937,940 1,940,865 $ 10,637,898 $ 10,761,893 $ 15,346,852 $ 11,131,833 $ 11,206,036 $ 11,434,531 $ 1,178,390 $ 1,221,915 $ 1,358,723 $ 1,632,131 $ 1,671,017 $ 1,706,911 1,989,276 2,017,234 2,050,011 2,266,461 2,263,271 2,321,430 1,410,846 1,090,836 1,082,301 1,476,357 1,346,947 1,362,334 1,109,258 1,271,251 1,108,405 1,224,873 1,216,245 1,220,330 55,724 56,077 58,043 58,672 59,386 61,058 1,984,946 1,989,515 2,029,074 6,074,147 1,909,016 1,913,103 7,728,440 7,646,828 7,686,557 12,732,641 8,465,882 8,585,166 1,151,955 - 1,490,495 466,900 1,442,575 922,600 2,010,315 2,008,715 1,999,958 2,020,178 1,937,940 1,940,865 344,325 314,503 306,800 300,900 - - 3,506,595 2,323,218 3,797,254 2,787,978 3,380,515 2,863,465 Total Expenditures & Transfers Out $ 11,235,035 $ 9,970,046 $ 11,483,811 $ 15,520,619 $ 11,846,397 $ 11,448,631 Fund Balance, June 30 $ 11,541,132 $ 12,332,979 $ 16,196,020 $ 11,852,041 $ 11,211,680 $ 11,197,581 Prior Year Accounting Adjustment - - 44,808 - - - Adjusted Fund Balance, June 30 11,541,132 12,332,979 16,240,827 11,852,041 11,211,680 11,197,581 Restricted/Committed/Assigned 4,175,379 4,194,579 8,182,549 4,128,580 4,157,504 4,185,266 Unassigned Balance $ 7,365,753 $ 8,138,400 $ 8,058,278 $ 7,723,461 $ 7,054,176 $ 7,012,315 % of Revenues & Transfers In 69% 76% 53% 69% 63% 61% 1) Same Fund Transfers required by bond covenants 900 WATER OPERATIONS The mission of the Water Division is to produce and distribute high quality drinking water for the residential, commercial, industrial, and firefighting needs of Iowa City in accordance with local, state and federal drinking water standards, and to promote good stewardship of natural resources. The Water Division, as part of the Public Works Department, operates and maintains the drinking water system for the City of Iowa City and University Heights. The system is in operation 24/7 and is maintained to provide high quality water and service, at satisfactory pressures, and in sufficient quantities 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. Water quality data is available through the annual Consumer Confidence Report . The division budget is organized into five activities: Water Administration Water Administration consists of the Water Superintendent and Assistant Superintendent. Administration develops and administers Water Division policies, procedures, budget and manages Water Division personnel. Water Administration coordinates Water Division activities with other City Departments and Divisions. 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. The facility is operated 24/7 — 365 by state licensed operators who monitor the produced water to maintain the highest quality achievable. The treatment plant is 100% compliant with the Safe Drinking Water Act and uses activated carbon filters to remove many complex unregulated compounds. Water Distribution System Distribution staff operate and maintain Iowa City's 270 miles of water main and connections that contains pipe as old as 1886. Every year the distribution operators respond to dozens of emergency main breaks, support the growth of Iowa City, and maintain the integrity of the system for firefighting and all customer water needs. Customer Service Customer service manages the 27,736 (FY2016) service accounts that are read and billed monthly. Customer service personnel investigate leaks, locate water and city communication fiber assets, interface with customers on a myriad of water concerns, schedule service changes, and meter all of the water used by our customers. Public Information/Education Our Public Information Officer (PIO) 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 PIO 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. BIN HIGHLIGHTS Continued identification and mapping of critical customers, hospitals, industries, schools, and restaurants, with updated contact information. This will enable streamlined notification of critical customers in case of emergencies or planned projects which will result in disruption of service. • The water service stop box project was started in 2012. The project goal is to collect, record and map stop box data for approximately 22,000 service lines in Iowa City. The information will better assist customers during emergencies and for water main replacement projects. At end of this fiscal year 9,689 stop box locations are complete. • Actively participated in development and conversion to MUNIS Utility Billing System. • Continued refinement of the Student Operator Program. The program was initially created in 2012 as a cooperative endeavor with the University Of Iowa College Of Engineering and is a continued success. This mutually beneficial program provides training and experience for students and creates qualified operators for the future service to the water industry. • Inspection, repair and replacement of distribution system assets (i.e. hydrants, valves, and water main) by distribution staff has excelled with the use of asset management software. These tools are to be expanded in the following year with the introduction of more real-time mapping applications. • The number of main breaks per 100 miles of water in FY2016 dropped 25% from the previous year to 14. Recent Accomplishments: • 100% compliant with drinking water regulations • Repaired 14 water main breaks per 100 miles of water main in FY2016; down from 19 in FY2015 • Added or replaced more than 3 miles of water main. • Continued implementation and expansion of mapping software and asset management software. Upcoming Challenges: :1117 • Design and implementation of system reliability and pressure sustaining solutions. • Transition to mobile or wireless work flows. • Investigate and implement unit processes to remove excess nutrients from our source water. • Assess the need for expanding source water resources. • Updating the treatment plant computer control system. Staffing: Staffing Level Change Summary: There are no staffing level changes in the Fiscal Year 2018 budget. Service Level Change Summary: There are no service level changes in the Fiscal Year 2018 budget. Financial Highlights: An increase in transfers to the Capital Projects Fund is planned for the coming fiscal years to support the growth of Iowa City, to anticipate changes to federal regulations, and to maintain water treatment facilities in good condition. Projects to highlight are the continued focus on replacement of water main throughout the city, replace the water treatment facility roof, construction of the new public works facility, and implement a reliability and pressure maintaining solution to keep our customers serviced adequately. Customer Service capital outlay budget was decreased in fiscal year 2018 to $224,200. These expenditures are to continue to replace obsolete metering and meter reading devices as well as to continue to meet the meter demands of new growth, especially large apartment complexes with multiple meters. :Y0] FY2016 FY2017 FY2018 Total FTE's 32.00 31.75 31.75 Staffing Level Change Summary: There are no staffing level changes in the Fiscal Year 2018 budget. Service Level Change Summary: There are no service level changes in the Fiscal Year 2018 budget. Financial Highlights: An increase in transfers to the Capital Projects Fund is planned for the coming fiscal years to support the growth of Iowa City, to anticipate changes to federal regulations, and to maintain water treatment facilities in good condition. Projects to highlight are the continued focus on replacement of water main throughout the city, replace the water treatment facility roof, construction of the new public works facility, and implement a reliability and pressure maintaining solution to keep our customers serviced adequately. Customer Service capital outlay budget was decreased in fiscal year 2018 to $224,200. These expenditures are to continue to replace obsolete metering and meter reading devices as well as to continue to meet the meter demands of new growth, especially large apartment complexes with multiple meters. :Y0] GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy Department Goal: Provide sufficient quantities of competitively priced high quality potable water to enable economic growth. Department Objective: Utilize long-term planning studies and prioritization matrices to make targeted distribution system investments to meet current and future water demand. Performance Measures: * Locates are when someone is trying to perform work that requires digging. The number of annual locates can be used as an indirect measurement of development activity. Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Water Efficiency Department Objective: Monitor production and usage trends to continue to identify opportunities to promote sustainable and affordable water use. Performance Measures: CY 2011 I CY 2012 CY 2013 CY 2014 I CY 2015 New Water Main (miles) 1.6 2.5 1.4 2.3 3.1 (miles) 0.8 2.1 1.4 0.2 0.2— .2%system Water Main Replaced $0.0086 $0.0086 $0.0086 $0.0090 $0.0095 % system 0.3% 0.8% 0.5% 0.1% 0.1% Annual Locates* (tickets) 6,745 6,963 7,706 7,549 7,775 * Locates are when someone is trying to perform work that requires digging. The number of annual locates can be used as an indirect measurement of development activity. Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Water Efficiency Department Objective: Monitor production and usage trends to continue to identify opportunities to promote sustainable and affordable water use. Performance Measures: * A million gallons of water on a football field would be about 2.3 feet of water from endzone to endzone. The City makes enough drinking water to put a mile high stack of water on Kinnick Stadium annually. Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water. *** Water lost to hydrant flushing, fire fighting activities, system leaks, etc. **** Metered water use at public facilities that are not billed for water. Addition of the "Unmetered Water Loss" percentage to "Metered, Unbilled Water" is the total water produced that generated no revenue. :1911] FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Water Pumped (millions of gallons*) 2,008 2,032 2,059 1,944 1,957 Water Use (gal. per capita per day) 81 80 79 73 72 Cost for one gallon of water** $0.0086 $0.0086 $0.0086 $0.0090 $0.0095 Unmetered Water Loss*** 1 8.3% 1 7.4% 1 12.9% 1 7.5% 2.60/( Metered, Unbilled Water**** 1 1.0% 1 NA NA 0.9% 1.1% (present worth at vol. rate)l $88,000 1 $80,000 1 $98,000 * A million gallons of water on a football field would be about 2.3 feet of water from endzone to endzone. The City makes enough drinking water to put a mile high stack of water on Kinnick Stadium annually. Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water. *** Water lost to hydrant flushing, fire fighting activities, system leaks, etc. **** Metered water use at public facilities that are not billed for water. Addition of the "Unmetered Water Loss" percentage to "Metered, Unbilled Water" is the total water produced that generated no revenue. :1911] Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Encourage a Vibrant and Walkable Urban Core Maintain infrastructure and water affordability for a variety of income levels and associated housing types. Minimize service interruptions from infrastructure failure or non- payment. * The national median for water operations main breaks per 100 miles of main is 14. ("2012 Benchmarking", AWWA, 2014) CY2011 CY 2012 CY 2013 CY 2014 CY 2015 Non-oavment Shutoffs 1.815 811 1.446 1.481 1.390 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Promote Environmental Sustainability Energy Efficiency Monitor energy consumption to more sustainably produce high quaility drinking water and minimize carbon emissions. FY 2012 FY 2013 FY 2014 FY 2015 FY 2076 Water Main Breaks* (kWh per million gallons) 22 35 37 19 14 (per 100 miles) $157 $166 $172 $176 $179 * The national median for water operations main breaks per 100 miles of main is 14. ("2012 Benchmarking", AWWA, 2014) CY2011 CY 2012 CY 2013 CY 2014 CY 2015 Non-oavment Shutoffs 1.815 811 1.446 1.481 1.390 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Promote Environmental Sustainability Energy Efficiency Monitor energy consumption to more sustainably produce high quaility drinking water and minimize carbon emissions. * The national median for water operations energy use is 1,938 kWh per million gallons. (-800 kWh is one standard deviation.) ("2012 Benchmarking", AWWA, 2014) 431 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Energy Use* (kWh per million gallons) 21904 2,921 2,888 2,934 2,925 ($ per million gallons) $157 $166 $172 $176 $179 * The national median for water operations energy use is 1,938 kWh per million gallons. (-800 kWh is one standard deviation.) ("2012 Benchmarking", AWWA, 2014) 431 City of Iowa City Activity Summary Activity: Water Administration (730110) Division: Water (730100) Fund: Department: Water (7300) Public Works 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues $ 153,347 $ 170,614 $ 170,117 $ 171,000 $ 163,130 $ 163,130 Royalties & Commiss 723 772 754 750 750 750 Intergovernmental Fed Intergovnt Rev - 39,316 - - - - Charges For Fees And Services Water Charges 8,027,042 8,130,167 8,675,771 8,529,516 8,675,766 8,901,336 Miscellaneous Printed Materials 13 29 8 - - - Intra -City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue 5,259 (1,612) - 5,259 - - Total Revenues & Transfers In $ 8,188,384 $ 8,341,286 $ 8,848,649 $ 8,708,525 $ 8,841,646 $ 9,067,216 Expenditures: Personnel $ 247,331 $ 247,404 $ 155,369 $ 259,824 $ 247,320 $ 254,740 Services 926,862 971,065 1,199,550 1,367,877 1,418,183 1,446,547 Supplies 4,197 3,446 3,804 4,430 5,514 5,624 Total Expenditures $ 1,178,390 $ 1,221,915 $ 1,358,723 $ 1,632,131 $ 1,671,017 $ 1,706,911 Personnel Services - FTE 2014 2015 2016 2017 2018 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 2.25 2.25 2.00 2.00 :119% City of Iowa City kctivity Summan Activity: water I reatment viant ups 17sutzuj I-una: water 17suuj Division: Water (730100) Department: Public Works 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Other State Grants $ Disaster Assistance Charges For Fees And Services Water Charges Other Financial Sources Sale of Assets Total Revenues $ Expenditures 3,653 $ 270 $ - S - - 491 156 - 161 - 44 - $ - S 3,809 $ 314 $ 652 $ - $ - $ - Personnel $ 907,108 $ 862,888 $ 843,752 $ 916,413 $ 941,361 $ 969,602 Services 672,305 683,410 775,685 893,301 837,738 854,493 Supplies 394,793 373,390 425,244 422,747 458,172 467,335 Capital Outlay 15,070 97,546 5,330 34,000 26,000 30,000 Total Expenditures $ 1,989,276 $ 2,017,234 $ 2,050,011 $ 2,266,461 $ 2,263,271 $ 2,321,430 4.00 Total Personnel 10.50 10.50 10.50 Personnel Services - FTE 2014 2015 2016 2017 2018 Laboratory Technician -Water 0.50 0.50 0.50 0.50 0.50 Maintenance Operator -Water 3.00 3.00 3.00 3.00 3.00 M.W.I- Water Plant 1.00 1.00 1.00 1.00 1.00 Sr. M.W. Water Plant 1.00 1.00 1.00 1.00 1.00 Sr. T.P.O.-Water 1.00 1.00 1.00 1.00 1.00 T.P.O.- Water 4.00 4.00 4.00 4.00 4.00 Total Personnel 10.50 10.50 10.50 10.50 10.50 Capital Outlay 2017 2018 Chlorine system rebuild Ammonia room heat system Ice machine replacement Electrical switchgear cleanings Flow meters at collection wells -replacement Total Capital Outlay 433 $ - $ 6,000 7,000 - 7,000 - - 20,000 20,000 - $ 34,000 $ 26,000 City of Iowa City kctivity Summan Hctivlty: water ulstrloutlon System 17sutsuj 4.00 4.00 4.00 4.00 4.00 M. W. III - Water Distribution 2.00 tuna: water 17suuj Division: Water (730100) 2.00 Sr. M.W.- Water Distribution 1.00 1.00 1.00 1.00 1.00 Department: Public Works 1.00 1.00 1.00 1.00 Utilities Technician - Water 1.00 - - - - Total Personnel 8.00 2014 8.00 2015 2016 Capital Outlay 2017 2018 2019 2018 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents $ 750 $ - $ - $ - $ - S - Charges For Fees And Services Water Charges 77,048 76,832 81,283 77,140 81,290 81,290 Miscellaneous Misc Merchandise 5,377 2,399 157 2,000 160 160 Other Financial Sources Sale of Assets 11,055 4 - - Total Revenues $ 94,230 $ 79,235 $ 81,440 $ 79,140 $ 81,450 $ 81,450 Expenditures: Personnel $ 718,663 $ 642,336 $ 654,950 $ 713,471 $ 724,801 $ 746,545 Services 219,441 208,834 243,770 275,745 264,237 269,522 Supplies 110,761 126,341 119,935 217,141 167,909 171,267 Capital Outlay 361,981 113,325 63,647 270,000 190,000 175,000 Total Expenditures $ 1,410,846 $ 1,090,836 $ 1,082,301 $ 1,476,357 $ 1,346,947 $ 1,362,334 Personnel Services - FTE 2014 2015 2016 2017 2018 M. W.II -Water Distribution 4.00 4.00 4.00 4.00 4.00 M. W. III - Water Distribution 2.00 2.00 2.00 2.00 2.00 Sr. M.W.- Water Distribution 1.00 1.00 1.00 1.00 1.00 Water Engineer - 1.00 1.00 1.00 1.00 Utilities Technician - Water 1.00 - - - - Total Personnel 8.00 8.00 8.00 8.00 8.00 Capital Outlay 2017 2018 Leak detection equipment Tapping machine replacement Bobcat trailer Water pressure recording devices Water main repairs -contracted improvement Total Capital Outlay 434 $ 20,000 $ 20,000 - - 10,000 - 5,000 230,000 175,000 $ 270,000 $ 190,000 City of Iowa City kctivity Summan Hctivlty: water t;ustomer Service (IJ014u) I-una: water (7suu) 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. III -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 (3) Underground utility locator Water Meters Total Capital Outlay 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 338,000 $ 318,989 $ 375,907 $ 318,990 $ 340,000 $ 340,000 3,160 10,403 15,005 5,000 5,000 5,000 - - 8,154 - - - $ 341,160 $ 329,392 $ 399,066 $ 323,990 $ 345,000 $ 345,000 $ 753,876 $ 796,483 $ 783,950 $ 842,005 $ 844,451 $ 869,785 107,787 114,070 110,669 129,594 124,045 126,526 11,665 20,214 20,920 21,539 23,549 24,020 235,930 340,484 192,866 231,735 224,200 200,000 $ 1,109,258 $ 1,271,251 $ 1,108,405 $ 1,224,873 $ 1,2165245 $ 1,220,330 2014 2015 2016 2017 2018 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 :116w 2017 2018 $ 15,000 $ 14,700 22,435 15,000 8,300 - 186,000 194,500 $ 231,735 $ 224,200 City of Iowa City kctivity Summan Activity: water rubllc rteiations (7sutbu) tuna: water (7suu) Division: Water (730100) Department: Public Works 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected 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 $ - $ 2,604 $ - $ - $ - S - 347 - $ - $ 2,951 $ - $ - $ - $ - $ 41,926 $ 43,333 $ 47,106 $ 45,163 $ 48,394 $ 49,846 13,521 12,589 10,886 13,354 10,992 11,212 277 155 51 155 - - $ 55,724 $ 56,077 $ 58,043 $ 58,672 $ 59,386 $ 61,058 2014 2015 2016 2017 2018 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Sum Activity: Water Debt service (/SUSUU) Fund: Water (/SU1) Division: Water (730100) Department: Public Works Revenues: Other Financial Sources Debt Sales Transfers In: Bond Ordinance Transfers In Total Revenues & Transfers In Expenditures: Services Other Financial Uses Revenue Bonds Principal & Interest Payments Total Expenditures 2014 2015 2016 2017 Actual Actual Actual Revised $ - $ - $ 4,017,085 $ 2018 2019 Budget Projected 2,010,315 2,008,715 1,999,958 2,020,178 1,937,940 1,940,865 $ 2,010,315 $ 2,008,715 $ 6,017,044 $ 2,020,178 $ 1,937,940 $ 1,940,865 $ - $ - $ 1,200 $ 1,200 $ 1,200 $ 1,200 1,984,946 1,989,515 2,027,874 6,072,947 1,907,816 1,911,903 $ 1,984,946 $ 1,989,515 $ 2,029,074 $ 6,074,147 $ 1,909,016 $ 1,913,103 :Sid Water Revenue Bonds Outstanding Debt Obligation at June 30, 2017 Summary by Individual Issue 0 Fiscal Year Debt Service Payments Principal Amount of Debt Paid Outstanding Issue /Use of Funds in Full FY2018 FY2019 FY2020 Issue 2009 Water Revenue Refunding 9,750,000 2026 6,310,000 846,438 847,538 847,638 of Series 2000 Revenue Bonds 2012C Water Revenue Refunding 4,950,000 2023 3,085,000 543,640 541,253 547,440 of Series 2002 Revenue Bonds 2016D Water Revenue Refunding 3,650,000 2025 3,650,000 517,738 523,113 517,488 of Series 2008 Revenue Bonds Total- Water Revenue Bonds 13,045,000 1,907,815 1,911,903 1,912,565 :8V1 :1917 Water Revenue Bonds - Summary Debt Repayment Schedule by Fiscal Year Principal Payments Interest Total Paid by Water Revenue Principal Outstanding Beginning of Fiscal Year 2018 1,455,000 452,815 1,907,815 1,907,815 13,045,000 2019 1,510,000 401,903 1,911,903 1,911,903 11,590,000 2020 1,565,000 347,565 1,912,565 1,912,565 10,080,000 2021 1,630,000 288,809 1,918,809 1,918,809 8,515,000 2022 1,690,000 225,790 1,915,790 1,915,790 6,885,000 2023 1,755,000 158,995 1,913,995 1,913,995 5,195,000 2024 1,280,000 103,763 1,383,763 1,383,763 3,440,000 2025 1,325,000 60,169 1,385,169 1,385,169 2,160,000 2026 835,000 18,788 853,788 853,788 835,000 13,045,0ilm 1 00 2,058,595 15,103,595 15,103,595 :1917 Principal payable July 1. Interest payable July 1 and January 1 Refunded 2000 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue as1*: 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 Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 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 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 1,635,000 4.50% 2026 835,000 18,788 853,788 853,788 835,000 4.50% Totals 6,310,000 1,342,581 7,652,581 7,652,581 fli" Principal payable July 1. Interest payable July 1 and January 1 Refunded 2000 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue as1*: Amount $ 9,895,000 219,743 (364,743) $ 9,750,000 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2002 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue a[9] 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 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 3,085,000 186,783 3,271,783 3,271,783 191 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2002 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue a[9] Amount $ 5,015,000 15,725 (80,725) $ 4,950,000 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2008D Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue 441 Amount $ 3,964,470 67,698 (382,168) $ 3,650,000 2016D Water Revenue Refunding Capital Loan Notes Principal: $3,650,000 Dated: June 16, 2016 Callable: N/A Fiscal Year Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2018 380,000 137,738 517,738 517,738 3,650,000 5.00% 2019 405,000 118,113 523,113 523,113 3,270,000 5.00% 2020 420,000 97,488 517,488 517,488 2,865,000 5.00% 2021 445,000 75,863 520,863 520,863 2,445,000 5.00% 2022 465,000 53,113 518,113 518,113 2,000,000 5.00% 2023 490,000 29,238 519,238 519,238 1,535,000 5.00% 2024 520,000 13,088 533,088 533,088 1,045,000 1 1.50% 2025 525,000 4,594 529,594 529,594 525,000 1 1.75% Totals 3,650,000 529,231 4,179,231 4,179,231 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2008D Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue 441 Amount $ 3,964,470 67,698 (382,168) $ 3,650,000 IC7:11111IM:9K6]I4x8AIIs] ►I1U►1I] The Refuse Collection 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 an enterprise fund that is operated as a business and is primarily supported by user fees. The Refuse Collection Fund's unassigned fund balance on June 30, 2016 was $1,245,110, an 18.53% increase from fiscal year 2015. The increase primarily resulted from an increase in the garbage collection fee of $.40 per month in fiscal year 2015. Fund Balance (1) $1,400,000 $1,200,000 ------- $1,000,000 ----------- $800,000 ----- $600,000 ----- $400,000 -------- $200,000 -------- $0 FY14 FY15 FY16 FY17 FY18 ■Unassigned 890,410 1,050,437 1,245,110 11259,280 743,762 (1) FY17 and FY18 figures are estimates Fiscal year 2017 fund balance is projected to increase by 1.14% to $1,259,280. Although, this is still a projected increase in fund balance, the surplus from fiscal year 2016 to fiscal year 2017 decreases by $180,503. This is primarily due to the staff restructuring in the Transportation and Resource Management and Public Works departments in which staff was moved from the Refuse Fund to the Road Use Tax Fund. Fiscal year 2018 fund balance is projected to decrease by 40.94% to $743,762. This is due to a transfer of $500,000 to the Capital Projects Fund for the Public Works Facility Project. This transfer is intended to compensate the Water Fund for the transfer of their maintenance facility to the Refuse Collection Fund. The Refuse Collection fund has no restricted or assigned fund balances. MIK Revenues: The Refuse Collection operations are funded primarily by user fees. The fiscal year 2018 budget proposes increases to various refuse collection fees. The following schedule presents current user fees and the proposed fiscal year 2018 fees. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. There is also a proposed fee increase of $2.00 per item for TV's and monitors in fiscal year 2018. The fee for computer monitors & TV's 18" or smaller will increase from $16.50 to $18.50, and the fee for computer monitors & TV's larger than 18" will increase from $21.50 to $23.50. 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 2018 revenue is estimated at 7.49% higher than fiscal year 2017 due to the proposed fee increases. FY2018 Estimated - $3,411,689 0% 443 ■ Charges for Services ■ All others FY2017 FY2018 Solid Waste Collection: Garbage Collection per month $11.80 $12.00 Additional bag stickers $1.25 $2.50 Curbside Recycling per month $4.10 $5.10 Appliance Collection $20.00 $20.00 Bulky Item Pickup: First item $12.50 $12.50 Additional items $6.00 $6.00 Yard Waste: Yard/Food Waste Collection per month N/A $2.00 Per bag $1.25 N/A Annual sticker $25.00 N/A There is also a proposed fee increase of $2.00 per item for TV's and monitors in fiscal year 2018. The fee for computer monitors & TV's 18" or smaller will increase from $16.50 to $18.50, and the fee for computer monitors & TV's larger than 18" will increase from $21.50 to $23.50. 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 2018 revenue is estimated at 7.49% higher than fiscal year 2017 due to the proposed fee increases. FY2018 Estimated - $3,411,689 0% 443 ■ Charges for Services ■ All others Expenditures: The fiscal year 2018 expenditure budget represents an 8.47% increase from fiscal year 2017 estimated expenditures. The increase is primarily due to an increase in recycling service charges, an increase in landfill charges due to an increase in collection tonnage, and an increase in internal service charges to the Equipment Fund. FY2018 Estimated - $3,427,207 2% 1% ■ Personnel 1040%. ■Services ■Supplies ■ Capital Outlay Capital outlay costs include the purchase of refuse carts and lids and total only 1 % of the operating budget. 444 Fund Balance, July 1 Revenues: Licenses And Permits General Use Permits Use Of Money And Property Interest Revenues Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Refuse Administration Refuse Operations Yard Waste Collection Curbside Recycling Collection White Goods/Bulky Collection Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues City of Iowa City Refuse Collection (7400) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 719,427 $ 890,410 $ 1,050,437 $ 1,245,110 $ 1,259,280 S 743,762 $ 6,325 $ 4,300 $ 2,325 $ 4,300 $ 2,330 $ 2,330 1,095 2,929 3,455 3,000 3,450 3,450 3,050,189 3,175,019 3,124,983 3,166,600 3,405,909 3,547,621 150 48 (511) - - - $ 3,057,759 $ 3,182,296 $ 3,130,252 $ 3,173,900 $ 3,411,689 $ 3,553,401 $ 509,622 $ 485,586 $ 394,109 $ 501,017 $ 528,113 $ 540,177 1,208,826 1,297,720 1,409,773 1,452,390 1,525,120 1,562,126 326,884 318,483 265,901 281,705 266,545 273,253 688,554 682,433 703,135 754,908 924,300 947,798 152,890 138,047 162,661 169,710 183,129 188,040 2,886,776 2,922,269 2,935,579 3,159,730 3,427,207 3,511,395 - 100,000 - - 500,000 - $ 2,886,776 $ 3,022,269 $ 2,935,579 $ 3,159,730 $ 3,927,207 $ 3,511,395 $ 890,410 $ 1,050,437 $ 1,245,110 $ 1,259,280 $ 743,762 $ 785,768 $ 890,410 $ 1,050,437 $ 1,245,110 $ 1,259,280 $ 743,762 $ 785,768 29% 33% 40% 40% 22% 22% :MMI :711 9:9916]I11111x4aIIQLl[e]9:101TAI[e7►6.1 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 over 15,600 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 17.5% cost share of the Transportation & Resource Management Administration budget, a 1.0 FTE Assistant Superintendent, and a .50 FTE Customer Service Representative. 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 nearly 15,000 Iowa City residents, making the collection process safer and more efficient. 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 four 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. HIGHLIGHTS In fiscal year 2016 Refuse Collection handled: • 9,476 tons of refuse • 1,689 tons of yard waste • 1,525 tons of recycling • 2.755 bulk items from the curbside Recent Accomplishments: • Implemented a curbside food waste pick-up program as a part of yard waste operations • Replacing three recycling vehicles that have exceeded their useful life • Transitioning from a dual stream to a single stream recycling program • Partnered with ICDD to streamline alley waste services in downtown • Assisted in implementing changes to establish a multi -family recycling program Staffing: • 321 appliances from the curbside • 221 electronics from the curbside • 15,600 households serviced weekly Upcoming Challenges: • Replacement and upgrade of recycling vehicles • Existing facility does not have the ability to meet storage and space needs • Rolling out multiple new programs in same fiscal year; curbside food waste and single stream recycling Staffing Level Change Summary: An Assistant Director of Transportation & Resource Management — Solid Waste was added in fiscal year 2018. This position is budgeted in the Transportation Administration activity in the General Fund, and the cost is being allocated through the Administrative Chargeback to the Refuse Collection Fund and the Landfill Fund. Service Level Change Summary: There is a proposed change to the method of collection for the City's curbside recycling program. This program would replace the pre-sorted collection system with a single -stream collection system. The single -stream service would require that the City's recycling collection FY2016 FY2017 FY2018 Total FTE's 17.85 17.50 17.50 Staffing Level Change Summary: An Assistant Director of Transportation & Resource Management — Solid Waste was added in fiscal year 2018. This position is budgeted in the Transportation Administration activity in the General Fund, and the cost is being allocated through the Administrative Chargeback to the Refuse Collection Fund and the Landfill Fund. Service Level Change Summary: There is a proposed change to the method of collection for the City's curbside recycling program. This program would replace the pre-sorted collection system with a single -stream collection system. The single -stream service would require that the City's recycling collection trucks would all be replaced with new collection trucks that would be equipped to handle dumping to new containers. The City would also begin replacing households' recycle tubs with new, larger carts. The purchase of these new carts is budgeted in the Solid Waste Surcharge Reserve in the Landfill Fund. The City would also have a new service fee for a vendor to accept and sort the recycling materials. The change of this service is also accompanied by an increase in the monthly recycling fee. Another service level change would be the addition of curb side food waste collection. This program would work in conjunction with the yard waste collection program. Newfood waste/yard waste containers are budgeted in the Solid Waste Surcharge Reserve in the Landfill Fund. Financial Highlights: The fiscal year 2018 budget includes a $.20 per month rate increase in the solid waste collection fee and an increase of $1.25 for each additional bag. The refuse collection rates will increase from $11.80 to $12.00 per household per month for the solid waste collection fee, and from $1.25 to $2.50 for each additional bag of trash. The estimated increase in revenue from these changes is $36,742. Due to the increase in disposal costs for electronic waste at the landfill, an increase in the refuse collection rates for electronic waste are also being proposed for fiscal year 2018. The proposed fee increases are $2.00 per item, which will increase the fee for computer monitors & TV's 18" or smaller from $16.50 to $18.50 and will increase the fee for computer monitors & TV's larger than 18"from $21.50 to $23.50. The fiscal year 2018 budget also includes a $1.00 per month increase in the recycling fee. The recycling fee will increase from $4.10 per household per month to $5.10 per household per month. This fee increase is intended to cover the increased cost for moving to a single stream recycling program. The estimated increase in revenue from this change is $181,664. The increase in service expenditures for the change to this service is $154,665. A change in the fee structure for yard waste collection is also being proposed for January 1, 2018. This change would eliminate the yard waste bags and stickers and replace them with a new container for each household. This container would also be used to collect food waste. A monthly fee would be charged to each household for this service. The proposed monthly fee is $2.00 per household per month. The estimated annual increase in revenue from this change is $176,175. :[r7 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal STAR Objective: Department Goal/Objective: Performance Measures: Enhanced Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, & Foster Healthy Neighborhoods throughout the City Waste Minimization - Reduce and reuse material waste produced in the community Provide sustainable and cost-effective services for residents that divert material from the landfill. Continue to provide exceptional curbside recycling, yard waste, appliance, and electronic waste collection services to Iowa City residents. White Goods — Scheduled Pickups FY 2012 1 FY 2013 FY 2014 FY 2015 FY 2016 Residential Refuse Collection Accounts 15,030 15,177 15,331 15,405 15,620 Refuse Tonnages 8,935 8,956 9,160 9,210 9,476 Recycling Tonnages 1,528 1,542 1,496 1,508 1,525 Yard Waste Tonnages 1,638 1,433 1,629 1,696 1,689 White Goods — Scheduled Pickups FY 2012 1 FY 2013 FY 2014 FY 2015 FY 2016 Bulk Items 2 382 2 323 2 251 2,746 2 755 Appliances 243 193 197 199 321 Electronics 203 292 209 241 221 White Goods Route Total Tonnages 280.91 253.65 254.17 269.56 257.80 City of Iowa City 4ctivity Summan Division: Refuse Collection (740100) Department: Transportation & Resource Management 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues $ 1,095 $ 2,929 $ 3,455 $ 3,000 $ 3,450 $ 3,450 Charges For Fees And Services Refuse Charges 275 775 575 775 580 580 Miscellaneous Other Misc Revenue 74 48 (511) - - - Total Revenues $ 1,444 $ 3,752 $ 3,519 $ 3,775 $ 4,030 $ 4,030 Expenditures: Personnel $ 203,577 $ 182,798 $ 125,148 $ 153,639 $ 150,217 $ 154,724 Services 302,958 301,750 268,961 346,345 377,396 384,944 Supplies 3,087 1,038 - 1,033 500 510 Total Expenditures $ 509,622 $ 485,586 $ 394,109 $ 501,017 $ 528,113 $ 540,177 Personnel Services - FTE 2014 2015 2016 2017 2018 Asst Supt - Refuse 1.00 1.00 1.00 1.00 1.00 Clerk/Typist- Refuse 1.00 1.00 - - - Customer Service Rep - Refuse - - 0.50 0.50 0.50 Supt Streets/Solid Waste 0.35 0.35 0.35 - - Total Personnel 2.35 2.35 1.85 1.50 1.50 :6111 City of Iowa City 4ctivity Summan Division: Refuse Collection (740100) 2.00 Department: Transportation & Resource Management 2.00 4.00 4.00 3.00 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Proiected Revenues: Licenses And Permits General Use Permits Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. I - Refuse M.W. 11 - Refuse M. W. III - Refuse Total Personnel Capital Outlay Refuse carts and lids Total Capital Outlay $ 6,325 $ 4,300 $ 2,325 $ 4,300 $ 2,330 $ 2,330 2,090,029 2,181,087 2,167,805 2,183,000 2,212,240 2,212,240 $ 2,096,354 $ 2,185,387 $ 2,170,130 $ 2,187,300 $ 2,214,570 $ 2,214,570 $ 448,650 $ 397,225 $ 425,714 $ 441,274 $ 465,401 $ 479,363 728,471 857,611 977,537 973,041 1,016,746 1,037,081 7,735 7,965 6,521 6,775 10,473 10,682 23,970 34,919 - 31,300 32,500 35,000 $ 1,208,826 $ 1,297,720 $ 1,409,773 $ 1,452,390 $ 1,525,120 $ 1,562,126 2014 2015 2016 2017 2018 3.00 2.00 2.00 2.00 2.00 4.00 4.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 8.00 7.00 6.00 6.00 6.00 451 2017 2018 $ 31,300 $ 32,500 $ 31,300 $ 32,500 City of Iowa City Activitv Summar Division: Refuse Collection (740100) 190,787 $ Department: Transportation & Resource Management 137,729 $ 141,861 132,921 103,401 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. I - Refuse Total Personnel f [Y:I:Yk! E �i FYiKi E �i ICIeFsi E �i FY�:YI' 1 E:i'Yil $ 159,250 $ 190,787 $ 143,589 $ 147,221 $ 137,729 $ 141,861 132,921 103,401 98,570 109,325 1035816 105,892 34,713 24,295 23,742 25,159 255000 25,500 $ 326,884 $ 318,483 $ 265,901 $ 281,705 $ 2665545 $ 273,253 2014 2015 2016 2017 2018 1.00 2.00 2.00 2.00 2.00 1.00 2.00 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 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. II - Refuse Total Personnel $ 765,814 $ 757,718 $ 749,137 $ 760,000 $ 930,801 $ 930,801 $ 765,814 $ 757,718 $ 749,137 $ 760,000 $ 930,801 $ 930,801 $ 430,224 $ 427,621 $ 459,703 $ 486,632 $ 501,240 $ 516,277 246,990 238,447 227,096 251,329 398,060 406,021 11,340 16,365 16,336 16,947 25,000 25,500 $ 688,554 $ 682,433 $ 703,135 $ 754,908 $ 924,300 $ 947,798 2014 2015 2016 2017 2018 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 °liJ City of Iowa City 4ctivity Summan Division: Refuse Collection (740100) 85,296 $ Department: Transportation & Resource Management 124,795 $ 128,539 51,513 52,751 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Proiected 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 $ 27,147 $ 42,708 $ 29,075 $ 30,000 $ 35,000 $ 35,000 76 - - - - - $ 27,223 $ 42,708 $ 29,075 $ 30,000 $ 35,000 $ 35,000 $ 101,377 $ 85,296 $ 107,099 $ 113,749 $ 124,795 $ 128,539 51,513 52,751 55,562 55,961 58,334 59,501 $ 152,890 $ 138,047 $ 162,661 $ 169,710 $ 183,129 $ 188,040 2014 2015 2016 2017 2018 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 453 IWil ►1I]aI101U►1I] The Landfill 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, 2016 was $24.926 million, a 3.80% increase from the fiscal year 2015 year-end fund balance. Of the $24.926 million, $23.349 million was restricted in use per Iowa State code for site closure, post closure, and environmental protection costs and reserved for landfill cell replacement. The fund balance increase was primarily due to a 10% increase in the per ton tipping fee. Fund Balance (1) $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY14 FY15 FY16 FY17 FYI ■Unassigned $1,841,714 $2,493,314 $1,577,065 $1,435,981 $1,705,621 ■Assigned $22,423,720 $21,559,542 $23,349,124 $24,436,988 $23,133,818 (1) FY 17 and FY 18 figures are estimates The fiscal year 2017 projected, unassigned fund balance is $1,435,981 which is an 8.95% or $141,084 decrease over the fiscal year 2016 unassigned fund balance. This change is primarily a result of transfers to the Capital Projects Fund. In fiscal year 2018, the unassigned fund balance is estimated to increase $269,640 or 18.78%. This increase is primarily due to a decrease in budgeted transfers to the Capital Projects Fund. The Landfill maintains a reserve for the cell replacement. Through Engineering, a cost analysis was completed during fiscal year 2014 to calculate a per -ton cost to open new cells. Based upon this analysis, the Landfill would need to transfer $7.79 per ton collected to properly fund the cell replacement reserve. The actual transfer to the replacement reserve is $4.00 per ton collected. The projected balance in the Landfill Cell Replacement Reserve at the end of fiscal year 2018 is $8.327 million not including a $1.666 million outstanding loan balance to the Parking Fund. The City also maintains separate reserves as required by State law. Iowa State law requires landfill fund balance restrictions as follows: 454 • 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 balance in the Landfill Fund is reserved for these uses and is not accessible for other City projects. The Landfill will have estimated restricted fund balances of $14.81 million at the end of fiscal year 2018 in accordance with State laws. The Landfill Cell Replacement Reserve has one outstanding inter -fund loan as of the end of fiscal year 2017. The following is a summary of that loan: Principal Total Final Outstanding as Payment FY17 FY17 Loan Date Loan Amount I Pavment I of 6/30/17 FY18 Principal Interest Parking Fund 2009F Revenue Bond Defeasance 11/1/2014 $ 2,495,350 2024 $ 1,901,162 $ 289,143 $ 235,310 $ 53,833 The Landfill Cell Replacement Reserve is projected to provide the Public Works Facility project a $2.5 million internal loan in 2018. Payments are expected to begin in fiscal year 2019. 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: FY2018 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. There is no increase in the per ton tipping fee in fiscal year 2018. M11 FY2017 Rates FY2018 Rates Iowa City Community Compost (per ton) $20 $20 Iowa City Community Compost minimum $2 $2 Wood chip mulch (per ton) $10 $10 Wood chip mulch (minimum) $2 $2 M11 TV or monitor <18", includes peripherals) $10 $12 TV or monitor (>_ 18", includes peripherals) $15 $17 Bulk electronic waste (with no TV or monitor $2 per item $3 per item There is a $2 per item increase in the TV and monitor disposal rate and a $1 in the per item increase in the small item electronic waste in fiscal year 2018. For fiscal year 2018, landfill charges of $5,686,860 and refuse charges of $366,080 comprise approximately 97% of the landfill's budgeted revenue. Total revenues are estimated to increase by 6.46% from fiscal year 2017 due to an increase in landfill usage and the prior year tipping rate increase. FY2018 Estimated - $6,234,063 2% 1% ■ Landfill & Refuse Charges for Services ■ Use of Money & Property ■ Misc Revenue Expenditures: Fiscal year 2018 budgeted expenditures represent a .54% decrease or $26,663 from the fiscal year 2017 revised budget. This decrease is primarily due to a decrease in capital outlay expenditures in the Solid Waste Surcharge Reserve. FY2018 Estimated - $4,902,903 2% 3% ■ Personnel ■ Services ■Supplies ■ Capital Outlay Fiscal year 2018 expenditures include $135,000 for capital outlay. Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Intergovernmental Fed Intergovnt Revenue Other State Grants Charges For Fees And Services Refuse Charges Landfill Charges Miscellaneous Contrib & Donations Misc Merchandise Intra -City Charges Other Misc Revenue Sub -Total Revenues Transfer In: Interfund Loans Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Landfill Administration Landfill Operations Solid Waste Surcharge Reserve Sub -Total Expenditures Transfers Out: Capital Project Funding Misc Transfers Out Interfund Loan Sub -Total Transfers Out City of Iowa City Landfill (7500 - 7504) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 24,616,339 $ 24,265,434 $ 24,052,856 $ 24,926,189 $ 25,872,969 $ 24,839,439 $ 49,537 $ 50,245 12,242 392,531 4,967,453 122,495 $ 115,278 $ 92,780 $ 100,923 $ 100,923 49,655 34,786 52,894 35,320 35,320 24,541 - - - - - 3,222 - - - 743,008 366,079 440,100 366,080 366,080 5,043,246 5,686,853 5,341,722 5,686,860 5,686,860 713 382 165 - - - 20,219 20,839 17,821 21,000 21,000 21,000 - - 17,718 - - - 35,541 33,001 26,905 29,486 23,880 23,880 5,528,481 6,037,167 6,268,826 5,977,982 6,234,063 6,234,063 235,836 879,914 251,095 228,364 235,310 242,467 6,421,324 583,755 1,341,275 865,844 888,126 888,126 6,657,160 1,463,669 1,592,370 1,094,208 1,123,436 1,130,593 $ 12,185,641 $ 7,500,836 $ 7,861,196 $ 7,072,190 $ 7,357,499 $ 7,364,656 $ 736,362 $ 1,018,633 $ 587,850 $ 863,115 $ 919,741 $ 939,641 3,486,272 3,564,599 3,894,779 3,807,605 3,806,063 3,891,748 91,666 94,652 67,467 258,846 177,099 179,785 4,314,300 4,677,884 4,550,096 4,929,566 4,902,903 5,011,175 1,800,922 (43,575) 1,056,976 330,000 100,000 900,000 6,421,324 583,755 1,341,275 865,844 888,126 888,126 - 2,495,350 - - 2,500,000 - 8,222,246 3,035,530 2,398,251 1,195,844 3,488,126 1,788,126 Total Expenditures & Transfers Out $ 12,536,546 $ 7,713,414 $ 6,948,348 $ 6,125,410 $ 8,391,029 $ 6,799,301 Fund Balance, June 30 $ 24,265,434 $ 24,052,856 $ 24,965,704 $ 25,872,969 $ 24,839,439 $ 25,404,794 Prior Year Accounting Adjustment - - (39,515) - - - Adjusted Fund Balance', June 30 24,265,434 24,052,856 24,926,189 25,872,969 24,839,439 25,404,794 Restricted / Committed /Assigned 22,423,720 21,559,542 23,349,124 24,436,988 23,133,818 24,335,119 Unassigned Balance $ 1,841,714 $ 2,493,314 $ 1,577,065 $ 1,435,981 $ 1,705,621 $ 1,069,675 % of Revenues & Transfers In 15% 33% 20% 20% 23% 15% Ae1►1I] a I I Iti]» 01TA I Is]► 6.1 The Iowa City Landfill and Recycling Center is committed to providing environmentally and fiscally responsible solid waste, composting, and recycling facilities while working towards significantly reducing reliance on the Landfill. The Landfill will operate in accordance with all rules and regulations of the U.S. Environmental Protection Agency and the Iowa Department of Natural Resources. The Iowa City Landfill and Recycling Center is managed by the Transportation and Resource Management department. The Landfill serves Johnson County, Kalona and Riverside. Trash is landfilled according to 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 125,000 tons of trash and collects hundreds of groundwater and stormwater samples to evaluate environmental compliance annually. The landfill has been at its current location at 3900 Hebl Avenue since 1971. In total, the landfill is about 400 acres in size; about half which contains buried trash. Remaining land is used as a buffer for surrounding properties and wetlands. The Eastside Recycling Center was completed in 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. M1.3 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 65,000 pounds of hazardous waste from the landfill. • Landfill recycling programs continue to expand: o Three drop-off sites collected about 778 tons of materials in FY2016. 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: • Completed capital project that expanded the landfill gas collection system and leachate conveyance system • Replaced one compactor and one bulldozer that had exceeded useful life • Increased compaction rate by 16% • Developed fire prevention and response plan and training for Iowa City landfill and fire department staff • Completed installation of new methane flare :1 MY] Upcoming Challenges: • Replacement and upgrade of aging operating vehicles and equipment • Existing facility does not have the ability to meet storage and space needs • Rolling out multiple new programs in same fiscal year; curbside food waste and single stream recycling • Continuing to implement changes that extend life of landfill cells • Upcoming design and construction of next landfill cell • Developing methods to better utilize landfill gas Staffing: Staffing Level Change Summary: An Assistant Director of Transportation & Resource Management — Solid Waste was added in fiscal year 2018. This position is budgeted in the Transportation Administration activity in the General Fund, and the cost is being allocated through the Administrative Chargeback to the Refuse Collection Fund and the Landfill Fund. The allocation of the Recycling Coordinator position from 25% Landfill Operations and 75% Solid Waste Surcharge Reserve was changed to 0% Landfill Operations and 100% Solid Waste Surcharge Reserve. Service Level Change Summary: The Landfill is requesting to impose a ban on cardboard dumping. This has resulted in the request to purchase additional cardboard compactors and to impose a tipping fee penalty. The Landfill has also implemented a ban on electronics dumping. This ban will increase the City's cost to dispose of these items due to an increase in the number of items being disposed separately. The Landfill is also implementing a ban on bringing uncovered/unsecured loads to the Landfill. A fine is also being proposed to assist with enforcement of this rule. This should reduce the amount that the Landfill spends to clean up loose debris and trash along the roads leading to the Landfill. The Landfill is planning to change to flat fill method for cell management. This includes the purchase of tarp deployment equipment that could be used for daily cover at the Landfill. The flat fill method for Landfill Operations is relatively new to the area but has shown a very high increase in compaction for landfills that have moved to this method. This would extend the life of the landfill cells, which in turn will delay the need for construction. Financial Highlights: Revenue highlights: An increase in the minimum charge for landfilling materials was added in fiscal year 2018. The following table summarized the change in minimum fees: :1 RX FY2016 FY2017 FY2018 Total FTE's 15.50 14.00 14.00 Staffing Level Change Summary: An Assistant Director of Transportation & Resource Management — Solid Waste was added in fiscal year 2018. This position is budgeted in the Transportation Administration activity in the General Fund, and the cost is being allocated through the Administrative Chargeback to the Refuse Collection Fund and the Landfill Fund. The allocation of the Recycling Coordinator position from 25% Landfill Operations and 75% Solid Waste Surcharge Reserve was changed to 0% Landfill Operations and 100% Solid Waste Surcharge Reserve. Service Level Change Summary: The Landfill is requesting to impose a ban on cardboard dumping. This has resulted in the request to purchase additional cardboard compactors and to impose a tipping fee penalty. The Landfill has also implemented a ban on electronics dumping. This ban will increase the City's cost to dispose of these items due to an increase in the number of items being disposed separately. The Landfill is also implementing a ban on bringing uncovered/unsecured loads to the Landfill. A fine is also being proposed to assist with enforcement of this rule. This should reduce the amount that the Landfill spends to clean up loose debris and trash along the roads leading to the Landfill. The Landfill is planning to change to flat fill method for cell management. This includes the purchase of tarp deployment equipment that could be used for daily cover at the Landfill. The flat fill method for Landfill Operations is relatively new to the area but has shown a very high increase in compaction for landfills that have moved to this method. This would extend the life of the landfill cells, which in turn will delay the need for construction. Financial Highlights: Revenue highlights: An increase in the minimum charge for landfilling materials was added in fiscal year 2018. The following table summarized the change in minimum fees: :1 RX An increase in the fees for processing tires is also included for fiscal year 2018. The current landfill charge for this service is $.07 per pound, and the City is paying the vender that picks -up, hauls, and processes the tires $.0925 per pound. The fee is proposed to increase to $0.15 per pound. This would allow the Landfill to cover its costs for processing as well as its labor for handling the material. An increase for electronic waste processing is also included in the fiscal year 2018 budget. The fee increase is proposed due to an increase in the charges from the vender that processes the electronic waste. The proposed increase would result in a $2.00 increase to computer monitors and TV's and a $1.00 increase for small electronics. This would result in the following fees: • Computer monitor or TV w/ 18" screen or smaller: $12.00 per item • Computer monitor or TV w/ screen larger than'! 8": $17.00 per item • Small miscellaneous electronics: $3.00 per item A new fee is also being added in fiscal year 2018 for bringing uncovered/unsecured loads to the landfill. This fee includes a warning for the first instance, and a charge of $50.00 for each additional instance. Also new in fiscal year 2018 would be an increase in the tipping fee for cardboard if a cardboard ban is passed by the City Council. For loads that come into the landfill with cardboard, the customer would be charged two-times the tipping fee for those loads. 9[..1 FY2017 FY2017 FY2018 FY2018 Minimum Fee Minimum Weight Minimum Fee Minimum Weight Residents: Cars, SUVs, $3.25 140 pounds $6.50 300 pounds and minivans Pick-ups, service vans, vehicles $3.25 140 pounds $10.50 500 pounds pulling trailers Non -Residents: Cars, SUV's, $3.50 140 pounds $7.00 300 pounds and minivans Pick-ups, service vans, vehicles $3.50 140 pounds $11.50 500 pounds pulling trailers An increase in the fees for processing tires is also included for fiscal year 2018. The current landfill charge for this service is $.07 per pound, and the City is paying the vender that picks -up, hauls, and processes the tires $.0925 per pound. The fee is proposed to increase to $0.15 per pound. This would allow the Landfill to cover its costs for processing as well as its labor for handling the material. An increase for electronic waste processing is also included in the fiscal year 2018 budget. The fee increase is proposed due to an increase in the charges from the vender that processes the electronic waste. The proposed increase would result in a $2.00 increase to computer monitors and TV's and a $1.00 increase for small electronics. This would result in the following fees: • Computer monitor or TV w/ 18" screen or smaller: $12.00 per item • Computer monitor or TV w/ screen larger than'! 8": $17.00 per item • Small miscellaneous electronics: $3.00 per item A new fee is also being added in fiscal year 2018 for bringing uncovered/unsecured loads to the landfill. This fee includes a warning for the first instance, and a charge of $50.00 for each additional instance. Also new in fiscal year 2018 would be an increase in the tipping fee for cardboard if a cardboard ban is passed by the City Council. For loads that come into the landfill with cardboard, the customer would be charged two-times the tipping fee for those loads. 9[..1 Expenditure highlights Services expenditures in the Landfill Administration increased by $59,380 or 8.38% primarily due to an increase in the Administrative Chargeback as noted in the Staffing Level Changes noted above. Services expenditures also increased in the Landfill Operations by 4.76% or $119,085 due to the cost of a ground water well installation of $30,000, an increase in sewer utility charges of $84,855, and an increase in litter pick-up and specialty disposal services of $52,769. The fiscal year 2018 budget includes $50,000 for the purchase of two new cardboard compactors from Landfill Operations and $85,000 for the purchase of 1,500 single -stream recycling carts and 1,000 food waste containers from the Solid Waste Surcharge Reserve. The fiscal year 2017 revised budget also includes $160,000 for the purchase of 3,000 single -stream recycling carts and 1,000 food waste containers. In fiscal year 2018, an internal loan to the Public Works Facility project of $2,500,000 from the Landfill Cell Replacement Reserves is anticipated. Payments are estimated to begin in fiscal year 2019. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal STAR Objective: Department Goal/Objective: Performance Measures: Tons of Solid Waste Landfilled Enhanced Community Engagement and Intergovernmental Relations & Promote Environmental Sustainability Waste Minimization - Reduce and reuse material waste produced in the community Provide innovative and cost-effective services for residents that divert material from the landfill. Provide residents with convenient and efficient recycling opportunities. FY 2012 FY 2013 FY 2014 FY 2015 I FY 2016 111,790 112,104 115,642 123,410 126,743 Organics (Food Waste) Tons Diverted to Composting FY 2012 FY 2013 FY 2014 FY 2015 I FY 2016 192 246 484 439 549 Recycling Drop Site Tons Collected FY 2012 FY 2013 FY 2014 FY 2015 I FY 2016 661 762 723 769 778 Amount (%) of All Solid Waste Recycled FY 2012 FY 2013 FY 2014 FY 2015 I FY 2016 13.6% 12.2% 14.0% 14.1% 9.9% :1"1 City of Iowa City 4ctivity Summan I.Y. u.nI It -IW I Ivy I ullu. ININ jI-,WWF Division: Landfill (750100) Department: Transportation & Resource Management 2014 2015 2016 2017 2018 2019 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 $ 13,202 $ 41,554 $ 44,565 $ 30,000 $ 44,560 $ 44,560 - 715 1,500 - - - $ 13,202 $ 42,269 $ 46,065 $ 30,000 $ 44,560 $ 44,560 $ 164,977 $ 190,985 $ 125,312 $ 153,908 $ 150,530 $ 155,046 570,789 472,496 461,824 708,668 768,048 783,409 596 2,962 715 539 1,163 1,186 - 352,190 - - - - $ 736,362 $ 1,018,633 $ 587,850 $ 863,115 $ 919,741 $ 939,641 2014 2015 2016 2017 2018 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 - - 2.00 2.00 2.00 1.50 1.50 City of Iowa City 4ctivity Summan Division: Landfill (750100) 743,008 Department: Transportation & Resource Management 366,080 366,080 4,788,513 4,851,524 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Proiected Revenues: Use Of Money And Property Interest Revenues Rents Intergovernmental Fed Intergovnt Revenue Other State Grants Charges For Fees And Services Refuse Charges Landfill Charges Miscellaneous Contrib & Donations Misc Merchandise Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Environmental Coord/Landfill Landfill Operator M.W. II - Eastside Recycling M.W. III - Landfill Recycle Clerk - Landfill Recycling Coordinator Scalehouse Operator Sr. Engineer Sr. M.W. - Landfill Total Personnel Capital Outlay Cardboard compactors (2) Other Operating Equipment Total Capital Outlay $ 1,177 $ 10,508 $ 2,690 $ 2,000 $ 2,530 $ 2,530 50,245 49,655 34,786 52,894 35,320 35,320 - 24,541 - - - - 12,242 - 3,222 - - - 392,531 743,008 366,079 440,100 366,080 366,080 4,788,513 4,851,524 5,490,196 5,150,000 5,490,200 5,490,200 713 382 165 - - - 20,219 20,839 17,821 21,000 21,000 21,000 - - 17,718 - - - 35,541 32,286 25,405 29,486 23,880 23,880 $ 5,301,181 $ 5,732,743 $ 5,958,082 $ 5,695,480 $ 5,939,010 $ 5,939,010 $ 1,088,149 $ 1,087,998 $ 980,889 $ 1,013,364 $ 1,056,402 $ 1,088,094 2,192,243 2,326,512 2,476,396 2,500,951 2,620,036 2,672,437 179,799 129,364 90,173 118,290 79,625 81,218 26,081 20,725 347,322 175,000 50,000 50,000 $ 3,486,272 $ 3,564,599 $ 3,894,779 $ 3,807,605 $ 3,806,063 $ 3,891,748 - 0.25 0.25 0.25 0.25 - 2014 2015 2016 2017 2018 1.00 1.00 1.00 - - - 5.00 5.00 5.00 8.00 8.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 - - 1.00 1.00 1.00 - - 0.25 0.25 0.25 0.25 - 1.50 1.50 1.50 1.50 1.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - - 13.75 13.75 12.75 11.75 11.50 2017 2018 $ - $ 50,000 120,000 - $ 120,000 $ 50,000 City of Iowa City Activity Summary Activity: Landfill Replacement Reserve (750910) Division: Landfill (750100) Fund: Landfill (7501) Department: Transportation & Resource Management Department: 2014 2015 2016 2017 2018 2019 2015 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: - - - - 160,000 85,000 Use Of Money And Property $ 91,666 $ 94,652 $ 67,467 $ 258,846 $ 177,099 $ 179,785 Interest Revenues $ 35,158 $ 70,433 $ 68,023 $ 60,780 $ 53,833 $ 53,833 Other Financial Sources 2016 2017 2018 Transfer In from Landfill Operations 463,289 494,768 761,251 742,152 761,251 761,251 Interfund Loans 235,836 879,914 251,095 228,364 235,310 242,467 Total Revenues & Transfers In $ 734,283 $ 1,445,115 $ 1,080,369 $ 1,031,296 $ 1,050,394 $ 1,057,551 Transfers Out: Capital Project Fund $ 300,000 $ - $ - $ - $ - $ - InterFund Loan - Disbursed to Other Funds - 2,495,350 - - 2,500,000 - Total Transfers Out $ 300,000 $ 2,495,350 $ - $ - $ 2,500,000 $ - Activitv Sum Division: Landfill (750100) 57,243 $ Department: Transportation & Resource Management 84,437 $ 86,970 35,324 36,704 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budoet Projected Revenues: Charges For Fees And Services Landfill Charges Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Recycling Coordinator Total Personnel Capital Outlay Recycling carts and food waste containers Total Capital Outlay fIFI:L[ri�1�4➢I WIlW iAJ $ 56,333 $ 57,243 $ 59,417 $ 61,089 $ 84,437 $ 86,970 35,324 36,704 7,638 37,048 7,662 7,815 9 705 413 709 - - - - - 160,000 85,000 85,000 $ 91,666 $ 94,652 $ 67,467 $ 258,846 $ 177,099 $ 179,785 2014 2015 2016 2017 2018 0.75 0.75 0.75 0.75 1.00 0.75 0.75 0.75 0.75 1.00 2017 2018 $ 160,000 $ 85,000 $ 160,000 $ 85,000 °r:ii 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 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Proiecl F -R, $ 5,406,721 $ - $ - $ - $ - $ - $ 5,406,721 $ - $ - $ - $ - $ - :1M MIall1i]:i9111►II7 The Airport Fund accounts for the operations of the municipal airport operations. The Airport Fund is managed as a business -like operation, however, it is subsidized by the City's General Fund. The Airport Fund's fund balance on June 30, 2016 was $572,874, a 6.24% decrease from the fiscal year 2015 year-end fund balance. The decrease in fund balance was primarily the result of an increase in capital outlay expenditures. In fiscal year 2017, fund balance is estimated to decrease by 38.12% to $354,472. This decrease is due to the purchase of a hangar building from the fixed based operator. In fiscal year 2018, the fund balance is project to decrease by 22.52% to $274,642. This decrease is a result of transfers to the Capital Projects Fund of $179,830. (1) FY17 and FY18 figures are estimates The Airport Fund retains $100,000 of fund balance that is assigned for capital projects at the airport. Revenue: For fiscal year 2018, 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 Fund in fiscal year 2018. The General Fund property tax subsidy for airport operations has been reduced from $13,209 in fiscal year 2017 to $9,687 in fiscal year 2018. There is also a transfer of $100,000 from the General Fund to the Airport Fund to help fund the airport's capital improvement program. :[H7 0% FY2018 Estimated - $359,500 10% ■ Rents ■ Interest Revenue ■ Royalties & Commissions Expenditures: In the fiscal year 2018 budget, operating expenditures decreased from the fiscal year 2017 budget by 41.65% to $369,187. This decrease reflects a decrease in the capital outlay expenditures. Capital outlay of $20,000 is budgeted for fiscal year 2018 versus estimated capital outlay expenditures of $280,000 in fiscal year 2017. FY2018 Estimated - $369,187 2% ■ Personnel ■ Services 40 ■ Supplies ■ Capital Outlay :1M City of Iowa City Airport (7600) Fund Summary :girl 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 298,497 $ 430,344 $ 611,028 S 572,874 $ 354,472 S 274,642 Revenues: Use Of Money And Property Interest Revenues $ (578) $ (1,988) $ 4,432 $ - $ - $ - Rents 300,491 323,682 300,282 323,000 323,000 323,000 Royalties & Commiss 27,049 27,445 33,040 36,500 36,500 36,500 Miscellaneous Contrib & Donations 28,410 1,709 - - - - Other Misc Revenue - - 3,745 - - - Other Financial Sources Sale Of Assets 212,505 930,843 - - - - Sub -Total Revenues 567,877 1,281,691 341,499 359,500 359,500 359,500 Transfers In: Transfer In from General Fund - Subsidy 72,342 68,415 121,929 113,209 109,687 117,431 Sub -Total Transfers In 72,342 68,415 121,929 113,209 109,687 117,431 Total Revenues & Transfers In $ 640,219 $ 1,350,106 $ 463,428 $ 472,709 $ 469,187 $ 476,931 Expenditures: Airport Operations $ 363,552 $ 365,460 $ 408,276 $ 632,709 $ 369,187 $ 376,931 Sub -Total Expenditures 363,552 365,460 408,276 632,709 369,187 376,931 Transfers Out: Capital Project Fund (35,693) 124,817 93,307 58,402 179,830 100,800 InterFund Loan Repay Principal - Landfill 180,513 679,145 - - - - Sub -Total Transfers Out 144,820 803,962 93,307 58,402 179,830 100,800 Total Expenditures & Transfers Out $ 508,372 $ 1,169,422 $ 501,583 $ 691,111 $ 549,017 $ 477,731 Fund Balance, June 30 $ 430,344 $ 611,028 $ 572,874 $ 354,472 $ 274,642 $ 273,842 Restricted / Committed /Assigned 100,000 100,000 100,000 100,000 100,000 100,000 Unassigned Balance $ 330,344 $ 511,028 $ 472,874 $ 254,472 $ 174,642 $ 173,842 % of Revenues & Transfers In 52% 38% 102% 54% 37% 36% :girl 01:71i]:4to] a A 01TA I [s]► 6.1 The Iowa City Municipal Airport, through the direction of the Airport Commission, will provide a safe, cost-effective general aviation airport that creates and enriches economic, educational, health care, cultural, and recreational opportunities for the greater Iowa City area. The Iowa City Airport Commission is a five member commission of Iowa City residents. The Airport Commission duties are as follows: To exercise all the powers granted to cities and towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. To annually certify the amount of taxes within the limitations of the Statutes of the State of Iowa to be levied for airport purposes. All funds derived from taxation or otherwise for airport purposes shall be under the full and absolute control of the Airport Commission, deposited with the City Treasurer, and disbursed only on the written warrants or order of the Airport Commission. :I[CIO l4[CIO k K • The Iowa City Municipal Airport has secured over $22.4 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: • Completed Airport Master Plan update • Expanded Aircraft Parking Apron • Completed 2 agreements for private hangar construction Upcoming Challenges: • Obstruction mitigation obligations • Grant funding availability for projects • Use of general levy dollars for matching funds Staffing: 471 FY2016 FY2017 FY2018 Total FTE's 1.00 1.00 1.00 471 Staffing Level Change Summary: There are no staffing level changes in Fiscal Year 2018 budget. Service Level Change Summary: There are no service level changes in Fiscal year 2018 budget. Financial Highlights: The expenditure budget includes $15,000 for HVAC upgrades and $5,000 for conference room chairs. :1 VA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Develop and maintain adequate funding mechanisms for airport operations and improvements, increase revenue generated by airport operations. Department Objective: Accelerate loan repayments through the sale of airport land for development. Annual review of hangar rates to maximize revenue. Performance Measures: Inter -Fund Loan Re revenue IW&.141iPM■y`441i[CAN W&IGHME `1111-0■y`T111.1 '.:iS? Strategic Plan Goal: Promote a Strong and Resilient Local Economy 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 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Revenue Generated through Airport 00,000 $336,936 $212,505 $930,843 $0 Land Sales Inter -Fund Loan Re revenue IW&.141iPM■y`441i[CAN W&IGHME `1111-0■y`T111.1 '.:iS? Strategic Plan Goal: Promote a Strong and Resilient Local Economy 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 473 FY 2012 1 FY 2013 FY 2014 FY 2015 1 FY 2016 Based Aircraft 84 85 85 85 92 (Number of Aircraft Based at IOW) 473 City of Iowa City 4ctivity Summan ACtIVIty: Airport uperations tsauiiu) Tuna: Airport (7151Ju) Division: Airport Operations (850100) Department: Airport 2014 2015 2016 2017 2018 2019 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 Conference room chairs Building improvements Hangar building purchase Gas line extension to south t -hangars HVAC upgrades at hangars Total Capital Outlay $ (578) $ (1,988) $ 4,432 $ - $ - $ - 300,491 323,682 300,282 323,000 323,000 323,000 27,049 27,445 33,040 36,500 36,500 36,500 28,410 1,709 - - - - - - 3,745 - - - 212,505 930,843 - - - - 72,342 68,415 121,929 113,209 109,687 117,431 $ 640,219 $ 1,350,106 $ 463,428 $ 472,709 $ 469,187 $ 476,931 $ 68,450 $ 71,375 $ 72,631 $ 75,414 $ 76,037 $ 78,318 286,166 279,064 235,333 272,255 266,840 272,177 4,221 5,321 21,793 5,040 6,310 6,436 4,715 9,700 78,518 280,000 20,000 20,000 $ 363,552 $ 365,460 $ 408,276 $ 632,709 $ 369,187 $ 376,931 2014 2015 2016 2017 2018 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 474 2017 2018 $ - $ 5,000 20,000 - 250,000 10,000 $ 280,000 $ 20,000 The Storm Water Management Fund is an enterprise fund that accounts for the activities of the City's Storm Water Utility. The Storm Water Management Fund is primarily funded through a monthly Storm Water Utility Fee of $4.50 per equivalent residential unit (ERU). Rental units pay a monthly fee of $2.25 per unit. These fees were last increased in fiscal year 2017 by $1.00 per ERU per month and $.50 per rental unit per month. The Storm Water Management Fund's fund balance on June 30, 2016 was $1,170,823 which was a 25.54% decrease from the fiscal year 2015. The fiscal year 2017 fund balance is estimated to decrease 15.07% from fiscal year 2016 to $994,417. These decreases are primarily due to transfers to the Capital Projects Fund totaling $836,945 in fiscal year 2016 and $965,000 in fiscal year 2017. Fiscal year 2018 projected fund balance represents a 7.59% decrease over the fiscal year 2017 estimated year-end balance at $918,984. This is primarily due to an increase in the transfers out to the Capital Projects Fund. Fund Balance (1) $1,800,000 $1,600,000 $1,400,00004�FY1 $1,200,000 $1,000,000$800,000 $600,000 $400,000 $200,000 $0W$994,417 ■ Unassigned (1) FY17 and FY18 figures are estimates Revenues: Approximately 100% of the Storm Water Management Fund's operations are funded through storm water utility charges. Interest on investments and miscellaneous revenue comprise less than 1 % of Storm Water Management Fund's revenue. Fiscal year 2018 revenues are estimated to remain flat from fiscal year 2017. :IVAI FY2018 Estimated - $1,483,550 0% ■ Charges for Services ■Interest Expenditures: Fiscal year 2018 adopted expenditures represent a 28.67% decrease from the fiscal year 2017 estimated expenditures. The decrease is primarily attributed to a decrease in consulting fees and an elimination of allocating maintenance workers wages to the Storm Water Management Fund. FY2018 Estimated - $518,983 1%0% ■Personnel ■ Services 40 ■Supplies ■ Capital Outlay °!Ld Fund Balance, July 1 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: Storm Water Operations Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Prior Year Accounting Adjustment Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues City of Iowa City Storm Water Management (7700) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 773,102 $ 1,342,320 $ 1,571,994 $ 1,170,823 $ 994,417 S 918,984 $ 2,300 $ 5,641 $ - 200,055 254 21,026 3,542 376 10,704 - 1, 082,733 1,147,390 25 425 5,837 $ 4,500 $ 5,840 $ 5,840 261 1,167,517 1,477,710 1,477,710 34,011 1,477,710 144 - - - - - $ 1,099,702 $ 1,374,913 $ 1,173,615 $ 1,516,221 $ 1,483,550 $ 1,483,550 $ 482,255 $ 1,095,239 $ 738,102 $ 727,627 $ 518,983 $ 531,424 482,255 1,095,239 738,102 727,627 518,983 531,424 48,229 50,000 836,945 965,000 1,040,000 815,000 48,229 50,000 836,945 965,000 1,040,000 815,000 $ 530,484 $ 1,145,239 $ 1,575,047 $ 1,692,627 $ 1,558,983 $ 1,346,424 $ 1,342,320 $ 1,571,994 $ 1,170,562 $ 994,417 $ 918,984 $ 1,056,110 - - 262 - - - 1,342,320 1,571,994 1,170,823 994,417 918,984 1,056,110 $ 1,342,320 $ 1,571,994 $ 1,170,823 $ 994,417 $ 918,984 $ 1,056,110 122% 114% 100% 66% 62% 71% :!/1 6-1to] all ky,RTIAI Aall A,FALl FAC] AAi1A►11go]»01TAIIsL6' 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. HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Hosted 29 events, where volunteers logged 2,892 hours of service to clean up the City's watersheds, waterways, wetlands, prairies, and other natural spaces in FY2016. • The Storm Water Quality Best Management Practices Program participated in a total of 23 projects aimed at improving storm water runoff water quality throughout the community, providing approximately $38,000 toward total combined project costs. • Initiated creek repair projects totaling approximately $50,000 to repair damaged areas along Willow Creek and Ralston Creek. • Completed design and construction of projects to repair damaged storm sewer infrastructure at various locations within the City. aria • On-going maintenance and repair of aging storm water infrastructure. • On-going maintenance of storm water detention basins. • On-going creek maintenance projects. • Improving the quality of storm water runoff related to the City's MS4 permit. • Reviewing and updating the Storm Water Management Ordinance in conjunction with the new Natural Areas Management Plan. Staffing: Staffing Level Change Summary: The split of Maintenance Worker positions with the Wastewater Treatment Operations division has been eliminated. This moves .60 FTE from Storm Water Management to Wastewater Treatment. Service Level Change Summary: There are no service level changes for fiscal year 2018. Financial Highlights: Personnel expenditures are budgeted to decrease in fiscal year 2018 by 16.16% or $39,750 primarily due to the elimination of the Maintenance Worker cost share. Services expenditures also decrease in fiscal year 2018 by $131,144 primarily due to a decrease in consultant services; fiscal year 2017 included $125,000 for a wetlands management study. Capital outlay expenditures for fiscal year 2018 are budgeted at $0. This is due to the transfer of the annual storm water improvements program to the Capital Projects Fund in fiscal year 2017, and these appropriations are now presented as transfers out. :1 VA FY2016 FY2017 FY2018 Total FTE's 2.60 2.10 1.50 Staffing Level Change Summary: The split of Maintenance Worker positions with the Wastewater Treatment Operations division has been eliminated. This moves .60 FTE from Storm Water Management to Wastewater Treatment. Service Level Change Summary: There are no service level changes for fiscal year 2018. Financial Highlights: Personnel expenditures are budgeted to decrease in fiscal year 2018 by 16.16% or $39,750 primarily due to the elimination of the Maintenance Worker cost share. Services expenditures also decrease in fiscal year 2018 by $131,144 primarily due to a decrease in consultant services; fiscal year 2017 included $125,000 for a wetlands management study. Capital outlay expenditures for fiscal year 2018 are budgeted at $0. This is due to the transfer of the annual storm water improvements program to the Capital Projects Fund in fiscal year 2017, and these appropriations are now presented as transfers out. :1 VA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods Throughout the City & Promote Environmental Sustainability STAR Objective: Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations Department Goal/Objective: Continue the investment and reinvestment in Best Management Practices. Provide plan review and inspection of Best Management Practices for stormwater quality improvements. Performance Measures: Stormwater Quality BMP — Grant Applications rFunded 1013 7 16 t $48.000 $36.000 $51.431 1 $71.737 Creek Maintenance — Grant Applications 22 1 * IW&.147rPMEW&.14Z[CA ■yf..141E,EE yfleL[.] 150191 Strategic Plan Goal: Foster Healthy Neighborhoods Throughout the City & Promote Environmental Sustainability Department Goal: Integrate volunteers to perform labor intensive water quality related projects. Department Objective: Cost effectively satisfy the regulatory requirements of our stormwater permit while engaging the public in activities and education. Performance Measures: Stormwater Volunteer Program CY 2011* CY 2012* CY 2013** CY 2014** CY 2015** Events 15 31 34 25 28 Volunteers 435 1,171 1,341 529 644 Volunteer Hours 1 868 3 300 4 439 1 800 1,987 Value $30,355 1 $53,625 1 $77,904 1 $31,590 $34,872 " amount is calculated using FEMA's Volunteer Kate of $16.25/hour ** amount is calculated using FEMA's Volunteer Rate of 17.55/hour :[:L] City of Iowa City kctivity Summan Activity: Storm water operations (itul tu) I-una: Storm water management (ituu) Division: Storm Water (770100) Department: Public Works 2014 2015 2016 2017 2018 2019 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 Water Improvements Total Capital Outlay $ 2,300 $ 5,641 $ 5,837 $ 4,500 $ 5,840 S 5,840 - 200,055 - - - - 254 21,026 261 - - - 3,542 376 - - - - 10,704 - - - - - 1, 082,733 1,147,390 1,167,517 1,477,710 1,477,710 1,477,710 25 425 - - - - - - - 34,011 - - 144 - - - - - $ 1,099,702 $ 1,374,913 $ 1,173,615 $ 1,516,221 $ 1,483,550 $ 1,483,550 2018 0.20 0.20 $ 149,359 $ 173,190 $ 227,483 $ 245,904 $ 206,154 $ 212,339 244,600 391,188 271,276 439,622 308,478 314,648 2,092 3,537 2,781 3,551 4,351 4,438 86,204 527,324 236,562 38,550 - - $ 482,255 $ 1,095,239 $ 738,102 $ 727,627 $ 518,983 $ 531,424 2014 2015 2016 2017 2018 0.20 0.20 0.20 0.20 - 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 - - 0.50 0.50 - - 2.10 2.60 2.60 2.10 1.50 2017 2018 $ 38,550 $ $ 38,550 $ :1 BY, 167M]4:21AR:kvjQkiIIII ►1k 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 TV Reserves Cable TV's annual budget includes transfers to an equipment replacement reserve that is used to purchase equipment and supplies, including computer hardware and software. In fiscal year 2016, the Cable Television operations and reserves totaling $1,571,324 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. arra Fund Balance, July 1 Revenues: Licenses And Permits Franchise Fees Use Of Money And Property Interest Revenues Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues City of Iowa City Cable Television (7800 - 7801) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 1,765,355 $ 1,558,722 $ 1,571,324 $ - $ - S - $ 773,019 $ 750,167 $ - $ - $ - S - 2,719 4,737 170 91 4 775,908 754,999 Transfers In: Transfer Into Equip Reserve from Oper. 25,000 25,000 - - - - Sub -Total Transfers In 25,000 25,000 - - - - Total Revenues & Transfers In $ 800,908 $ 779,999 $ - $ - $ - S - Expenditures: Cable Administration $ 747,541 $ 687,397 $ - $ - $ - $ - Sub -Total Expenditures 747,541 687,397 - - - - Transfers Out: Capital Projects Fund 180,000 - - - - - OperatingSubsidy- General Fund 55,000 55,000 - - - - TransfersOut- to General Fund - - 1,571,324 - - - Misc Transfers Out - to Equip Reserve 25,000 25,000 - - - - Sub -Total Transfers Out 260,000 80,000 1,571,324 - - - Total Expenditures & Transfers Out $ 1,007,541 $ 767,397 $ 1,571,324 $ - $ - $ - Fund Balance, June 30 $ 1,558,722 $ 1,571,324 $ - $ - $ - $ - Restricted / Committed /Assigned 152,604 177,604 - - - - Unassigned Balance $ 1,406,118 $ 1,393,720 $ - $ - $ - $ - % of Revenues & Transfers In 176% 179% N/A N/A NIA N/A :1:191 City of Iowa City 4ctivity Summan Division: Communications Office - - - 0.75 0.75 - - - Department: City Manager 2014 Actual 2015 Actual 2016 Actual 2017 Revised 2018 Budget 2019 Projected Revenues: Licenses And Permits Franchise Fees Use Of Money And Property Interest Revenues Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Cable T.V. Administrator Clerical Assistant - Cable T.V. Communications Tech - Cable Custodian - Govt Bldgs Government Programmer - Cable Media Production Service Coordinator Production Asst - Cable T.V. Special Projects Asst - Cable Total Personnel $ 773,019 $ 750,167 $ - $ - $ - S 2,719 4,737 - - - 170 91 4 $ 775,908 $ 754,999 $ - $ - $ - S - $ 502,960 $ 422,072 $ - $ - $ - S - 238,577 255,977 - - - - 6,004 9,348 - - - - $ 747,541 $ 687,397 $ - $ - $ - S - 2014 2015 2016 2017 2018 1.00 - - - 0.75 0.75 - - - 1.00 1.00 - - - 0.13 0.13 - - - 1.00 1.00 - - - 1.00 1.00 - - - 1.00 1.00 - - - 0.75 0.75 - - - 6.63 5.63 - - - �=I Division: Communications Office Department: City Manager 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Transfers In: Transfer -In from Cable Operations Total Transfers In S 25,000 $ 25,000 $ - S - $ - S - S 25,000 $ 25,000 $ - $ - $ - S - :[�l�M10[CM111I:Is] all III edIII ►1I] The Housing Authority Fund is an enterprise fund that 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, 2016 was approximately $6,350,911, an increase of $439,210 or 7.43% from the fiscal year 2015 year-end fund balance. The increase in fiscal year 2016 was primarily due to an increase in the Housing Voucher administrative fee. At the end of fiscal year 2016, $2,945,146 in fund balance will be restricted for maintenance and development of Public Housing units and the development of affordable homeownership opportunities. Fund balance history is as follows: (1) FY17 and FY18 are estimates Fiscal year 2017 revised year-end fund balance is expected to increase by 12.52% or $795,285 over the fiscal year 2016 ending balance. Fiscal year 2018 projected fund balance is expected to increase by 7.29% over the fiscal year 2017 fund balance to $7,667,451. This projected increase is due to an anticipated, continued increase in federal funding for the Housing Voucher Program. 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 FY14 FY15 FY16 FY17 FY18 ■Unassigned $2,776,056 $2,966,555 $3,405,765 $4,201,050 $4,722,305 ■Restricted $2,830,484 $2,945,146 $2,945,146 $2,945,146 $2,945,146 (1) FY17 and FY18 are estimates Fiscal year 2017 revised year-end fund balance is expected to increase by 12.52% or $795,285 over the fiscal year 2016 ending balance. Fiscal year 2018 projected fund balance is expected to increase by 7.29% over the fiscal year 2017 fund balance to $7,667,451. This projected increase is due to an anticipated, continued increase in federal funding for the Housing Voucher Program. Revenues: HUD allocations account for approximately 96% of ICHA revenue. ICHA is projected to receive $8.366 million in federal funding through HUD in fiscal year 2018. This is a 2.63% increase from fiscal year 2017 projections. FY2018 Estimated - $8,769,397 0% 4%� ■ Federal ■ Rents ■ Interest Revenue ■ Royalties & Commissions ■ Misc Revenue Expenditures: Fiscal year 2018 estimated expenditures are expected to increase from the fiscal year 2017 estimated expenditures by 7.07% which primarily represents an increase in landlord payments. FY2018 Estimated -$8,201,363 12% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay 88% 88% of the Housing fund budget is to provide services to citizens. :r:Rl City of Iowa City Housing Authority (7900 - 7922) Fund Summary :4351 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 6,115,885 $ 5,606,540 $ 5,911,701 $ 6,350,911 $ 7,146,196 $ 7,667,451 Revenues: Use Of Money And Property Interest Revenues $ 11,169 $ 20,787 $ 18,668 $ 20,930 $ 19,090 $ 19,090 Rents 212,816 237,306 300,137 238,000 318,475 318,475 Royalties & Commissions 26,487 38,635 66,115 42,600 31,460 31,460 Intergovernmental Fed Intergovnt Rev 6,720,374 7,629,448 8,318,431 8,152,443 8,366,460 8,366,460 Miscellaneous Other Misc Revenue 20,648 23,099 21,065 22,360 18,480 18,480 Other Financial Sources Loan Repayments 41,173 142,387 93,154 25,000 15,432 15,432 Sale Of Assets 285,500 - 1,740 - - - Sub -Total Revenues 7,318,167 8,091,662 8,819,308 8,501,333 8,769,397 8,769,397 Misc Transfers In 1,158 8,760 - - - - Sub -Total Transfers In 1,158 8,760 - - - - Total Revenues & Transfers In $ 7,319,325 $ 8,100,422 $ 8,819,308 $ 8,501,333 $ 8,769,397 $ 8,769,397 Expenditures: Voucher Program $ 6,891,723 $ 7,205,702 $ 7,771,499 $ 7,229,269 $ 7,763,746 $ 7,926,545 Public Housing Program 722,958 524,822 563,415 430,692 437,617 1,425,697 Sub -Total Expenditures 7,614,681 7,730,524 8,334,915 7,659,961 8,201,363 9,352,242 Transfers Out: Operating Subsidy - PILOT Gen Fund 18,414 18,727 18,914 19,292 19,582 19,974 Misc Transfers Out - Director Reimb 25,575 26,010 26,270 26,795 27,197 27,741 General Fund - UniverCity program 170,000 20,000 - - - - Sub -Total Transfers Out 213,989 64,737 45,184 46,087 46,779 47,715 Total Expenditures & Transfers Out $ 7,828,670 $ 7,795,261 $ 8,380,099 $ 7,706,048 $ 8,248,142 $ 9,399,956 Fund Balance, June 30 $ 5,606,540 $ 5,911,701 $ 6,350,911 $ 7,146,196 $ 7,667,451 $ 7,036,891 Restricted / Committed /Assigned 2,830,484 2,945,146 2,945,146 2,945,146 2,945,146 1,945,146 Unassigned Balance $ 2,776,056 $ 2,966,555 $ 3,405,765 $ 4,201,050 $ 4,722,305 $ 5,091,746 % of Revenues & Transfers In 38% 37% 39% 49% 54% 58% :4351 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 1298 HCV and VASH vouchers. These Owners/landlords receive approximately $6.8 million/year in rental subsidy paid on behalf of Housing Authority participants. Public Housing The City of Iowa City owns 81 public housing units; the Housing Authority serves as the landlord and rents these units to eligible tenants. They are low-density units scattered throughout Iowa City and were constructed to conform and blend into the existing neighborhood architecture. HIGHLIGHTS • The Housing Choice Voucher Program paid approximately $6.8 million in Housing Assistance Payments to landlords/owners of rental properties in Johnson County in fiscal year 2016. • The Housing Authority paid over $250,000 to private sector Iowa City contractors for the capital improvement, general maintenance, and repair of Public Housing properties in fiscal year 2016. • Since 1998, 177 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 2016. • Received an additional 6 VASH vouchers in calendar year 2016. • In fiscal year 2015, maintained a 98% lease -up rate for the combined HCV and VASH programs; • In fiscal year 2016 maintained a 98% for Public Housing. • Maintained a 100% lease -up rate for the Peninsula Apartments. Staffing: Upcoming Challenges: • Dispelling damaging myths regarding Housing Authority programs and participants • Maintain lease -up rates of at least 98% for the HCV, VASH, and Public Housing programs in spite of staff reductions due to budget cuts. • Continue efforts to ensure program integrity by monitoring landlord/tenant compliance with program responsibilities. • Continue to support homeownership opportunities. Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The Public Housing activity has $22,000 budgeted in fiscal year 2018 for the replacement of an inspection vehicle. :,M*l FY2016 FY2017 FY2018 Total FTE's 10.19 9.60 9.60 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2018 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2018 budget. Financial Highlights: The Public Housing activity has $22,000 budgeted in fiscal year 2018 for the replacement of an inspection vehicle. :,M*l GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Advance Social Justice and Racial Equity STAR Objective: Poverty Prevention & Alleviation - Prevent people from falling into poverty and proactively enable those who are living in poverty to obtain greater, lasting economic stability and security. Department Goal/Objective: The Family Self -Sufficiency (FSS) Program: 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. 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: Foster Healthy Neighborhoods throughout the City Department Goal: Maintain a scattered sites Public Housing program. Department Objective: Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low-income families, elderly persons, and persons with disabilities. Performance Measures: FY 2012 1 FY 2013 1 FY 2014 1 FY 2015 1 FY 2016 Actual Occupancy Rate for Fiscal CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 Total Participants 135 139 156 177 190 % of Participants with Escrow 69% 64% 73% 81% 78% Accounts % of Participants with Reduced or No longer a No longer a Eliminated Family Investment 16% 27% 20% FSS grant FSS grant reporting reporting Program Cash Assistance requirement. I requirement. % of Participants with Increased 27% 41% 52% 53% 61% ,Income versus Prior Year FSS Graduates 16 23 24 24 1 31 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Maintain a scattered sites Public Housing program. Department Objective: Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low-income families, elderly persons, and persons with disabilities. Performance Measures: FY 2012 1 FY 2013 1 FY 2014 1 FY 2015 1 FY 2016 Actual Occupancy Rate for Fiscal 95% 98% 97% 97% 97% Year Goal — 95% CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 % 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 2.3 days 1.9 days 1.6 days 1.9 days 2.1 days Goal — < 25 days) :1 RX Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Promote a Strong and Resilient Local Economy STAR Objective: Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location -efficient and affordable housing options for all residents. Department Goal/Objective: Affordable Rental Housing: Pay rental subsidies directly to private market landlords on behalf of eligible families. 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. Provide mortgage assistance payments to lenders on behalf of eligible families. Performance Measures: aRy i . CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 HCVP Homeownership Vouchers $124,288 $108,029 $103,583 $74,996 $69,775 HCVP Non -Elderly Disabled Not Reported $340,446 $340,728 $317,995 $310,781 Vouchers Separately HCVP Portable Vouchers $193,943 $198,815 $206,207 $208,845 $162,703 VASH Vouchers $115,605 $141,878 $147,750 $204,079 $269,026 All Other HCVP Vouchers $5,327,627 $5,381,083 $4,815,043 $5,185,345 $5,666,479 Total Voucher Utilization (# of vouchers leased on the first 96% 102% 94% 98% 101% day of the month Total Voucher Utilization (# of vouchers leased on the last 97% 103% 97% 100% 102% day of the month aRy i . City of Iowa City Activity Summary Activity: Housing Authority Voucher (490200) Division: Neighborhood Services Fund: Housing Authority (7910) Department: Neighborhood & Development Services 723,973 2014 2015 2016 2017 2018 2019 6,477,363 Actual Actual Actual Revised Budget Projected Revenues: 4,206 4,410 4,330 4,417 Total Expenditures $ 6,891,723 $ Use Of Money And Property $ 7,771,499 $ 7,229,269 $ 7,763,746 $ 7,926,545 - - Interest Revenues $ (900) $ (37) $ (427) $ - $ - $ - Royalties&Commiss 26,184 38,195 65,997 38,200 30,960 30,960 Intergovernmental 0.50 0.50 0.50 Housing Choice Voucher Program Coord 0.89 0.94 Fed Intergovnt Rev 6,300,282 7,300,167 7,999,151 7,894,875 8,098,597 8,098,597 Miscellaneous 7.88 Other Misc Revenue 9,567 14,139 12,529 14,000 10,880 10,880 Transfers In: Misc Transfers In 1,158 8,760 - - - - TotalRevenues&Transfers In $ 6,336,291 $ 7,361,224 $ 8,077,250 $ 7,947,075 $ 8,140,437 $ 8,140,437 Expenditures Personnel $ 796,665 $ 723,973 $ 713,541 $ 741,604 $ 752,409 $ 774,981 Services 6,090,434 6,477,363 7,053,753 6,483,255 7,007,007 7,147,147 Supplies 4,624 4,366 4,206 4,410 4,330 4,417 Total Expenditures $ 6,891,723 $ 7,205,702 $ 7,771,499 $ 7,229,269 $ 7,763,746 $ 7,926,545 Personnel Services - FTE 2014 2015 2016 2017 2018 Building Inspector 0.71 0.50 0.50 0.30 0.30 F.S.S. Program Coordinator 0.95 0.50 0.50 0.50 0.50 Housing Administrator 0.95 0.78 0.78 0.78 0.78 Housing Assistant 1.19 0.24 0.24 - - Housing Office Manager 0.95 0.96 0.96 0.96 0.96 Housing Program Assistant 4.75 3.84 3.84 3.84 3.84 Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50 Housing Choice Voucher Program Coord 0.89 0.94 0.94 1.00 1.00 Total Personnel 10.89 8.26 8.26 7.88 7.88 aara City of Iowa City 4ctivity Summan Division: Neighborhood Services 329,281 Department: Neighborhood & Development Services 2014 Actual 2015 Actual 2016 Actual 2017 Revised 2018 2019 Budget Proiected 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 Housing Choice Voucher Program Coord Total Personnel Capital Outlay Inspector vehicle Total Capital Outlay $ 12,069 $ 20,824 $ 19,094 $ 20,930 $ 19,090 $ 19,090 212,816 237,306 300,137 238,000 318,475 318,475 303 440 118 4,400 500 500 420,092 329,281 319,280 257,568 267,863 267,863 11,081 8,960 8,536 8,360 7,600 7,600 41,173 142,387 93,154 25,000 15,432 15,432 285,500 - 1,740 - - - $ 983,034 $ 739,198 $ 742,059 $ 554,258 $ 628,960 $ 628,960 $ 181,185 $ 184,554 $ 171,482 $ 178,675 $ 176,735 $ 182,037 434,233 330,268 313,854 250,822 233,652 238,325 8,394 5,549 5,080 1,195 5,230 5,335 99,146 4,451 73,000 - 22,000 1,000,000 $ 722,958 $ 524,822 $ 563,415 $ 430,692 $ 437,617 $ 1,425,697 2014 2015 2016 2017 2018 0.29 0.50 0.50 0.30 0.30 0.05 0.50 0.50 0.50 0.50 0.05 0.22 0.22 0.22 0.22 0.06 0.01 0.01 - - 0.05 0.04 0.04 0.04 0.04 0.25 0.16 0.16 0.16 0.16 0.50 0.50 0.50 0.50 0.50 0.05 - - - - 1.30 1.93 1.93 1.72 1.72 2017 2018 $ - $ 22,000 $ - $ 22,000 aaxl E 4 aowmmbm-,, 4 FalreTs no1' UNESCO CITY OF LITERATURE RE °9E! CAPITAL PROJECTS FUND F Y 2 O 1 8 Fund Summary Summary by Division Summary by Funding Source Project Summary by Name Unfunded Projects CAPITAL PROJECTS FUND The Capital Projects Fund accounts for the collection and disbursement of funds related to capital improvements or significant capital equipment. 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 bonded debt and for the construction and replacement of the City's buildings and infrastructure. The first two years of the five-year capital improvement program (CIP) are certified as part of the operating budget in the Capital Projects Fund. The current five-year CIP is for years 2017-2021. Capital improvement projects involve the construction, purchase, or renovation of city facilities or property. They are generally non-recurring major improvements to the City's physical plant, are permanent in nature, and are greater than $25,000 and have a useful life of three years or more. Funding sources for capital improvement projects may be from operating funds, bond proceeds, grants, donations, and a variety of other funding sources. The three largest sources of funds are operating transfers in, bonded debt, and state and federal grants. For the CIP for years 2017-2021, the total funding sources are $162,069,533, and the total expenditures are $171,912,855. The difference between the total expenditures and the total funding sources over the five-year period is a result of funding sources that were derived during prior years. The 2018 CIP expenditures of $41,051,166 will be certified as part of the 2018 operating budget. Budgeted fiscal year 2018 Capital Projects Fund expenditures also include $164,640 of interest expense payments to the Wastewater Treatment Fund. Total Capital Projects Fund fiscal year 2018 budgeted expenditures are $41,215,806. The 2018 CIP funding sources of $34,373,584 will also be certified as part of the 2018 operating budget. Budgeted fiscal year 2018 Capital Projects Fund revenues and transfers in also include State sales tax grant funding of $389,640 and a transfer in from the TIF funds to reimburse for prior year expenditures of $27,723. Total Capital Projects Fund fiscal year 2018 budgeted revenues and transfer in are $34,790,947. The changes to the 2017 CIP are amended into the fiscal year 2017 operating budget. The fiscal year 2017 Capital Projects Fund expenditure budget also includes totals from the carry forward of prior year projects that must be re -appropriated with the State. The amounts being carried forward from prior years are not included in the five-year CIP totals. The revised Capital Projects Fund expenditures for fiscal year 2017 are $93,530,889; the revised budget includes the 2017 CIP expenditures of $52,965,694, prior year project carry forwards of $40,399,497, and internal loan interest payments of $165,698. :1 RYA The revised fiscal year 2017 Capital Projects Fund revenues and transfers in budget also includes totals from the carry forward of prior year projects. The amounts being carried forward from prior years are not included in the five-year CIP totals. The revised Capital Projects Fund revenues and transfers in for fiscal year 2017 are $68,903,182; the revised budget includes the 2017 CIP funding sources of $49,449,954, State sales tax grant funding of $390,698, a transfer in from the TIF funds to reimburse for prior year expenditures of $31,324, and prior year project carry forwards of $19,031,206. In fiscal year 2015, the North Treatment Plant Removal project received a 20 -year internal loan from the Wastewater Treatment Fund which is being repaid with a State of Iowa sales tax grant. The Capital Projects Fund's expenditures include interest expense paid to the Wastewater Treatment Fund of $165,698, $164,640, and $162,885 for years 2017, 2018, and 2019, respectively. The Capital Project Fund budget also includes principal repayments, shown as transfers out, budgeted at $225,000 each year for 2017, 2018, and 2019, and state sales tax grant revenues budgeted at $390,698, $389,640, and $387,885 for years 2017, 2018, and 2019, respectively. These amounts are not reflected in the five-year CIP totals. Fund balance in the Capital Projects Fund primarily represents unspent funding sources from the current year and prior years. This balance fluctuates based on the timing of the issuance of bonds and the timing of the project expenditures. The estimated ending fund balance for fiscal year 2018 is $763,704. :1 RM Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Disaster Assistance Other State Grants State 28E Agreements Charges of Fees & Services Development Fees Refuse Charges Miscellaneous Contrib & Donations Printed Materials Other Misc Revenue Other Financial Sources Sale Of Assets Debt Sales Internal Service (Non -Budgetary): ITS Fund Sub -Total Revenues Transfers In: Funds Transfers -In from Enterprise Funds Transfers -In from G.O. Bonds Misc Transfers -In Internal Service (Non -Budgetary): ITS Fund Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Governmental: General Government Culture & Recreation Community and Economic Dvlpmnt Public Safety Public Works Enterprise: Parking Operations Public Transportation Wastewater Treatment Water Operations Landfill Storm Water Airport Internal Service (Non -Budgetary): ITS Fund Sub -Total Expenditures Transfers Out: Capital Project Fund Misc Transfers Out Sub -Total Transfers Out City of Iowa City Capital Projects Fund Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 12,756,766 $ 22,942,341 $ 21,460,930 $ 32,266,270 $ 7,413,563 $ 763,704 $ 50,965 $ 76,147 $ 83,075 $ - $ - $ - 26,877 12,450 8,400 - - - - - 95 - - - 9,885,872 2,836,611 1,692,623 9,129,925 3,445,470 135,000 173,212 5,622 7,710 - - - 11,174,313 9,352,792 5,436,433 2,987,378 1,389,640 588,085 158,484 107,298 752,880 - - 300,000 66,299 49,786 96,897 96,452 20,000 - - 6,312 - - - - 381,865 200,000 353,131 715,000 - - 735 3,300 750 - - - 63,348 164,893 61,194 177,000 - - 500,000 - 142,978 2,090,000 1,000,000 - 16,454,973 7,866,773 9,778,517 22,678,157 14,671,084 12,040,000 83 100,760 25,195 38,937,027 20,782,744 18,439,878 37,873,912 20,526,194 13,063,085 1,331,465 2,538,057 10,255,700 25,098,968 4,307,348 3,022,875 7,507,624 611,007 6,080,831 5,830,302 9,957,405 4,073,400 55,354 323,845 621,775 - - - (37,524) 6,009,687 25,000 100,000 - - 297,921 189,624 9,154,841 9,672,220 16,983,306 31,029,270 14,264,753 7,096,275 $ 48,091,868 $ 30,454,964 $ 35,423,184 $ 68,903,182 $ 34,790,947 $ 20,159,360 $ 2,222,593 $ 787,206 $ 1,039,892 $ 1,059,465 $ 50,000 $ 50,000 2,702,586 737,073 1,314,646 5,656,705 4,879,750 3,830,000 572,355 567,228 157,895 16,147,334 300,000 150,000 281,073 3,123,348 448,091 1,455,727 135,084 1,790,000 11,264,307 19,644,343 16,518,422 54,825,840 27,165,457 10,292,875 133,121 85,206 501,974 1,193,311 535,000 300,000 101,286 (1,617) - 393,000 - - 11,565,366 4,664,170 1,929,861 6,414,307 5,774,640 1,197,885 179,652 923,583 267,083 2,283,278 717,575 1,022,600 1,133,663 146,648 603,283 2,090,482 100,000 900,000 1,228,955 88,962 141,406 1,037,205 240,000 315,000 5,971,011 578,764 449,502 907,458 1,318,300 436,000 60,266 62,526 424,014 66,777 37,416,234 31,407,440 23,796,069 93,530,889 41,215,806 20,284,360 115,620 323,845 621,775 - - - 374,439 205,090 200,000 225,000 225,000 225,000 490,059 528,935 821,775 225,000 225,000 225,000 Total Expenditures & Transfers Out $ 37,906,293 $ 31,936,375 $ 24,617,844 $ 93,755,889 $ 41,440,806 $ 20,509,360 Fund Balance, June 30 $ 22,942,341 $ 21,460,930 $ 32,266,270 $ 7,413,563 $ 763,704 $ 413,704 499 City of Iowa City, Iowa Capital Improvement Plan 2017-2021 2017 tbru 2021 Summary by Division Category 2017 2018 2019 2020 2021 Total Airport 194,675 1,318,300 436,000 1,270,000 100,000 3,318,975 Cemetery 51,750 50,000 101,750 Development Services 900,000 300,000 150,000 150,000 150,000 1,650,000 Finance Administration 50,000 50,000 50,000 50,000 50,000 250,000 Fire 700,000 1,790,000 60,000 1,300,000 3,850,000 Intonation Technology Services 500,000 500,000 Landfill 330,000 100,000 900,000 100,000 1,375,000 2,805,000 Library 250,000 200,000 400,000 850,000 Parking Operations 725,000 535,000 300,000 300,000 300,000 2,160,000 Parks Maintenance 2,384,070 4,563,000 3,765,000 540,000 2,839,920 14,091,990 Police 135,084 135,084 Public Works Administration 6,900,000 7,755,000 4,000,000 18,655,000 Recreation 225,000 65,000 65,000 1,295,000 439,000 2,089,000 Storm Water 965,000 240,000 315,000 915,000 240,000 2,675,000 Street Operations 35,915,049 19,410,457 6,292,875 14,167,875 8,282,375 84,068,631 Transit Operations 185,000 18,000,000 18,185,000 Wastewater Treatment 1,425,000 5,610,000 1,035,000 1,622,000 500,000 10,192,000 Water Operations 1,316,900 717,575 1,022,600 1,888,350 1,390,000 6,335,425 TOTAL 52,965,694 41,051,166 20,121,475 22,358,225 35,416,295 171,912,855 rills] Capital Improvement Program by Division 2017-2021 $171,912,855 Storm Water, $2,676,000 Recreafion, $2,089,000 Public Works Administration,) $18,655,000 Police, Street Operations, $84,068,631 WastewaterTreatment, $10,192,000 \ Water Operations, $6,335,425 —Airport, $3,318,975 ' I Library, $850. Parks Maintenance, Parking Operations, $2,160,000 Aly Finance Administration, $250,000 _Fire, $3,850,000 Development Services, $1,650,000 _Cemetery, $101,750 formation Technology Services, $500,000 Landfill, $2,805,000 City of Iowa City, Iowa Capital Improvement Plan 2017-2021 2017 thru 2021 PROJECTS BY DIVISION Category Project# Priority 2017 2018 2019 2020 2021 Total Airport Apron Reconstruction & Connecting Taxiway A3430 1 1,238,300 1,238,300 Airfield Pavement Rehabilitation A3461 2 286,000 286,000 Hangar Door Replacement A3462 2 100,000 100,000 200,000 Runway 7 Environmental Assessment A3465 1 150,000 150,000 Runway 7 Extension (213') A3466 1 1,170,000 1,170,000 Airport South Taxiway Extension ANEW 1 114,550 114,550 North T -Hangar Restrooms ANEW2 3 80,125 80,125 Airport Tractor Replacement ANEW 1 80,000 80,000 Airport Total 194,675 1,318,300 436,000 1,270,000 100,000 3,318,975 Cemeter Cemetery Road Asphalt Overlay R4145 1 50,000 50,000 Cemetery Shop Roof Replacement RNEW2 2 51,750 51,750 Cemetery Total 51,750 50,000 101,750 Develo ment Services Riverfront Crossing Development E4513 1 150,000 150,000 Climate Action Plan Implementation E4520 3 150,000 150,000 150,000 150,000 150,000 750,000 Permitting Software Upgrade G4720 1 600,000 600,000 City Hall Remodel for MPOJC G4721 2 150,000 150,000 Development Services Total 900,000 300,000 150,000 150,000 150,000 1,650,000 Finance Administration City Hall - Other Projects G4704 2 50,000 50,000 50,000 50,000 50,000 250,000 Finance Administration Total 50,000 50,000 50,000 50,000 50,000 250,000 Fire Fire Apparatus Replacement Program Y4406 1 1,790,000 60,000 1,300,000 3,150,000 Fire Training Center Relocation Y4437 2 700,000 700,000 Fire Total 700,000 1,790,000 60,000 1,300,000 3,850,000 Information Technology Services Phone System Replacement G4722 2 500,000 500,000 Information Technology Services Total 500,000 500,000 Landfill Landfill Equipment Building Replacement L3328 2 800,000 800,000 Landfill Tarp Development System LNEW1 3 90,000 90,000 Landfill Leachate Pumping System LNEW2 2 240,000 100,000 100,000 440,000 Y�YJ Category Project# Priority 2017 2018 2019 2020 2021 Total Landfill Cell Design and Construction LNEW3 1 100,000 1,375,000 1,475,000 Landfill Total 330,000 100,000 900,000 100,000 1,375,000 2,805,000 Librar Library Bookmobile R4333 1 250,000 250,000 Library Carpet and Furnishings Replacement RNEW1 2 400,000 400,000 Reconfigure Computer Lab & Children's Room RNEW21 2 200,000 200,000 Library Total 250,000 200,000 400,000 850,000 Parking Operations Parking Facility Restoration Repair T3004 2 575,000 400,000 300,000 300,000 300,000 1,875,000 Parking Facility& Enforcement Automation T3009 3 150,000 60,000 210,000 Packing Equipment EMV Upgrade TNEW1 2 75,000 75,000 Parking Operations Total 725,000 535,000 300,000 300,000 300,000 2,160,000 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 Emerald Ash Borer Response Plan R4189 1 75,000 50,000 50,000 50,000 50,000 275,000 Intracity Bike Trails R4206 2 50,000 50,000 50,000 50,000 50,000 250,000 Hickory Hill Park & Trail Redesign & Development R4224 1 400,000 400,000 Highway 1 Sidewalk/Trail R4225 3 753,000 753,000 Sustainable Roadway Vegetation Management Program R4226 3 25,000 15,000 15,000 15,000 15,000 85,000 Hwy 6 Trail -Sycamore to Heinz R4227 5 1,899,920 1,899,920 Willow CrklKiwanis Park Improvements R4322 2 350,000 350,000 Upgrade Building BAS Controls R4332 3 240,000 240,000 Pedestrian Mall Reconstruction R4340 1 750,000 3,100,000 3,100,000 6,950,000 Creekside Park Redevelopment R4341 2 28,000 300,000 328,000 Cardigan Park Development RNEW10 2 170,000 170,000 New West Side Park Development RNEW18 2 300,000 300,000 Terry Trueblood Recreation Area Parking Expansion RNEW5 2 225,000 225,000 Fairmeadows Playground and Shelter RNEW6 2 75,000 75,000 Wetherby Bathroom and Shelter Upgrades RNEW7 2 300,000 300,000 Chadek Green Park Development RNEW9 2 175,000 175,000 Parks Maintenance Total 2,384,070 4,563,000 3,765,000 540,000 2,839,920 14,091,990 Police Police Department Flooring & Cabinets Y4438 4 135,084 135,084 Police Total 135,004 135,084 Public Works Administration Public Works Facility P3959 3 4,450,000 7,550,000 12,000,000 Riverside Drive Pedestrian Tunnel P3974 2 1,434,000 1,434,000 Riverside Drive Streetscape Improvements P3977 4 616,000 205,000 821,000 West Riverbank Stabilization and trail PNEW1 1 400,000 4,000,000 4,400,000 Public Works Administration Total 6,900,000 7,755,000 4,000,000 18,655,000 Recreation Annual Recreation Center Improvements R4330 1 65,000 65,000 65,000 65,000 65,000 325,000 Recreation Center Lobby Remodel R4336 2 160,000 160,000 1061 Category Project# Priority 2017 2018 2019 2020 2021 Total Recreation Center ADA Improvements RNEW13 1 700,000 700,000 Mercer Park Pool Improvements RNEW16 3 530,000 530,000 Mercer Park Ball Diamond #4 Renovation RNEW17 3 374,000 374,000 Recreation Total 225,000 65,000 65,000 1,295,000 439,000 2,089,000 Storm Water Normandy Drive Storm Sewer Replacement M3629 3 375,000 375,000 Stevens Drive Storm Sewer Improvements M3630 3 350,000 350,000 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 Storm Water Total 965,000 240,000 315,000 915,000 240,000 2,675,000 Street Operations Iowa City Gateway Project (Dubuque St) 53809 1 32,000,000 11,067,582 43,067,582 Annual Traffic Signal Projects 53814 3 150,000 150,000 150,000 150,000 150,000 750,000 Traffic Calming 53816 3 25,000 15,000 15,000 15,000 15,000 85,000 Overwidth Paving -Sidewalks 53821 3 25,000 20,000 20,000 20,000 20,000 105,000 Curb Ramps -ADA 53822 1 100,000 100,000 100,000 100,000 100,000 500,000 Brick Street Repairs 53823 2 20,000 15,000 15,000 15,000 15,000 80,000 Annual Pavement Rehabilitation 53824 1 1,499,219 1,598,350 1,698,350 1,798,350 1,898,350 8,492,619 Underground Electrical Facilities 53826 2 175,830 174,525 174,525 174,525 174,525 873,930 Annual Complete Streets Improvements 53827 3 300,000 150,000 150,000 150,000 150,000 900,000 Sidewalk Infill Program 53828 2 100,000 100,000 200,000 Burlington & Madison Intersection Improvements 53834 3 2,400,000 2,400,000 Annual RR Crossings City Wide 53843 2 20,000 20,000 20,000 20,000 20,000 100,000 American Legion Rd -Scott Blvd to Taft Ave 53854 2 350,000 7,450,000 7,800,000 Annual Bridge Maintenance & Repair 53910 1 300,000 250,000 250,000 250,000 250,000 1,300,000 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 1,075,000 1,200,000 Melrose Avenue Improvements 53936 2 250,000 3,750,000 4,000,000 Dubuque Street Reconstruction 53939 1 1,364,500 1,364,500 Kirkwood Avenue to Capitol Street Connection SNEW1 2 3,000,000 3,000,000 Foster Rd Elevation design- Laura Dr to No Name Rd SNEW2 1 300,000 300,000 Governor Street Overlay SNEW3 2 375,000 375,000 Riverside Drive Asphalt Overlay SNEW4 2 450,000 450,000 First Ave/Scott Blvd Intersection Improvements SNEW6 2 200,000 950,000 1,150,000 Gilbert Street Intersection Improvements SNEW7 2 100,000 825,000 925,000 Street Operations Total 35,915,049 19,410,457 6,292,875 14,167,875 8,282,375 84,068,631 Transit Operations Transit/Equipment Facility Relocation T3055 2 18,000,000 18,000,000 Transit Bus Shelter Replacement & Expansion T3059 2 50,000 50,000 Transit Facility Office Remodel TNEW3 2 40,000 40,000 Transit Bus Sign Replacement TNEW4 2 95,000 95,000 Transit Operations Total 185,000 18,000,000 18,185,000 Wastewater Treatment Annual Sewer Main Replacement V3101 2 500,000 500,000 500,000 500,000 500,000 2,500,000 Backup Generator & Electrical System Upgrade V3143 1 3,500,000 3,500,000 Scott Boulevard Trunk Sewer V3145 1 475,000 1,550,000 2,025,000 Melrose Court Sanitary Sewer Replacement VNEW2 2 450,000 450,000 Nevada Ave Sanitary Sewer Replacement VNEW3 2 60,000 290,000 350,000 Category Project# Priority 2017 2018 2019 2020 2021 Total West Park Lift Station Rehabilitation VNEW4 Heat Exchanger 8502 Replacement VNEW5 Digester Complex Rehabilitation VNEW6 Wastewater Treatment Total 25,000 80,000 Water Operations First Avenue (400-500 Block) Water Main Replace W3212 Ground Storage Reservoir VFD Upgrades W3213 Spruce St. (1300-1400 Block) Water Main Repl W3216 Nutrient Removal Project W3221 Dill St. Water Main Replacement W3222 Lee StlHighwood St Water Main Replacement W3224 Water Plant & Storage Reservoir SCADA Replacement W3226 Bradford Drive Water Main Replacement W3300 Water Distribution Pressure Zoning W3301 Sixth Avenue Water Main Replacement W3303 Silurian Well Rehabilitation WNEW1 Water Plant Softener Improvements WNEW10 Jordan Well Rehabilitation WNEW2 S. Capitol Street Water Main Replacement WNEW3 Deforest Ave Water Main Replacement WNEW4 Process Analyzer Replacement WNEW5 Distribution Building Repairs WNEW6 Water Plant Roof Replacement WNEW8 Collector Well Capacity Improvements WNEW9 Water Operations Total GRAND TOTAL 2 105,500 105,500 2 139,500 139,500 1 1,122,000 1,122,000 1,425,000 5,610,000 1,035,000 1,622,000 500,000 10,192,000 2 60,000 577,100 2 121,900 3 20,000 197,350 2 300,000 1 50,000 501,975 1 2 55,000 105,600 3 1 500,000 1 1 90,000 3 25,000 1 1 1 2 25,000 3 100,000 1 400,000 195,500 40,000 266,000 40,000 275,000 25,000 25,000 80,000 80,000 1,055,000 40,000 310,000 25,000 25,000 25,000 100,000 600,000 637,100 121,900 217,350 300,000 551,975 195,500 160,600 306,000 500,000 315,000 90,000 75,000 80,000 1,135,000 350,000 100,000 100,000 400,000 700,000 1,316,900 717,575 1,022,600 1,888,350 1,390,000 6,335,425 52,965,694 41051,166 20,121,475 22,358,225 35,416,295 171,912,855 Y�1.7 City of Iowa City, Iowa Capital Improvement Plan 2017-2021 2017 thru 2021 FUNDING SOURCE SUMMARY Source 2017 2018 2019 2020 2021 Total AIRPORT FUND 58,402 179,830 100,800 147,000 30,000 516,032 CONTRIBUTIONS & DONATIONS 150,000 100,000 250,000 EQUIPMENT FUND 1,100,000 3,000,000 4,100,000 FEDERAL GRANTS 7,699,665 3,445,470 135,000 4,223,660 14,500,000 30,003,795 GENERALFUND 2,990,000 506,750 355,000 415,000 355,000 4,621,750 GO BONDS 9,630,480 12,646,084 12,040,000 8,609,340 7,658,420 50,584,324 ITS FUND 500,000 500,000 LANDFILL FUND 330,000 2,600,000 900,000 100,000 1,375,000 5,305,000 LOCAL OPTION SALES TAX 18,262,595 18,262,595 OTHER LOCAL GOVERNMENTS 1,600,000 1,600,000 OTHER STATE GRANTS 136,273 1,000,000 200,200 70,000 70,000 1,476,473 PARK DEDICATION FEES 60,590 20,000 80,590 PARKING FUND 725,000 520,000 300,000 300,000 300,000 2,145,000 REFUSE COLLECTION FUND 500,000 500,000 REVENUE BONDS 900,000 2,025,000 1,000,000 3,925,000 ROAD USE TAX FUND 3,522,000 3,482,000 2,377,000 2,477,000 2,577,000 14,435,000 SALE OF LAND 1,000,000 1,000,000 STORM WATER FUND 965,000 1,040,000 815,000 915,000 340,000 4,075,000 TAX INCREMENT FINANCING 75,000 75,000 TRANSIT FUND 185,000 15,000 3,000,000 3,200,000 UNIVERSITY OF IOWA 300,000 230,000 530,000 UTILITY FRANCHISE TAX 293,049 290,875 290,875 290,875 290,875 1,456,549 WASTEWATER FUND 2,600,000 2,560,000 1,035,000 1,622,000 500,000 8,317,000 WATER FUND 366,900 1,442,575 922,600 988,350 1,390,000 5,110,425 GRAND TOTAL 49,449,954 34,373,584 19,771,475 22,858,225 35,616,295 162,069,533 10 Capital Improvement Program by Funding Source 2017-2021 $162,069,533 Landfill Fund, $t Refuse Collection Funtl,: Airport Fund, $ Transit Fund, $1,200,000 Parking Fund, Tax Increment Local Option Sales Tax, $18,262,595 Road Use Tax Fund, am Bonds, $3,925,000 Sale of Land, $1,000,000 f\ Utility Franchise Tax, � $1,45fi,549 ederal Grants, $30,003,795 $530,000 Other State Grants, $1,476,473 _Other Local Governments, $1,61313,13130 Park Dedication Fees, $90,590 General Fund J4,621,70 City of Iowa City, Iowa Capital Improvement Plan 2017-2021 2017 thru 2021 PROJECTS BY FUNDING SOURCE Source Project# Priority 2017 2018 2019 2020 2021 Total AIRPORT FUND Apron Reconstruction & Connecting Taxiway A3430 1 123,830 123,830 Airfield Pavement Rehabilitation A3461 2 85,800 85,800 Hangar Door Replacement A3462 2 30,000 30,000 60,000 Runway 7 Environmental Assessment A3465 1 15,000 15,000 Runway 7 Extension (213') A3466 1 117,000 117,000 Airport South Taxiway Extension ANEW 1 34,365 34,365 North T -Hangar Restrooms ANEW2 3 24,037 24,037 Airport Tractor Replacement ANEW 1 56,000 56,000 AIRPORT FUND Total 58,402 179,830 100,800 147,000 30,000 516,032 CONTRIBUTIONS & DONATIONS Library Bookmobile R4333 1 150,000 150,000 American Legion Rd -Scott Blvd to Taft Ave 53854 2 100,000 100,000 CONTRIBUTIONS & DONATIONS 150,000 100,000 250,000 Total EQUIPMENT FUND Public Works Facility P3959 3 1,100,000 1,100,000 Transit/Equipment Facility Relocation T3055 2 3,000,000 3,000,000 EQUIPMENT FUND Total 1,100,000 3,000,000 4,100,000 FEDERAL GRANTS Apron Reconstruction& Connecting Taxiway A3430 1 1,114,470 1,114,470 Runway 7 Environmental Assessment A3465 1 135,000 135,000 Runway 7 Extension (213') A3466 1 1,053,000 1,053,000 Hwy 6Trail - Sycamore to Heinz R4227 5 1,000,000 1,000,000 Iowa City Gateway Project(Dubuque St) 53809 1 7,699,665 7,699,665 Burlington & Madison Intersection Improvements 53834 3 1,511,000 1,511,000 Amencan Legion Rd -Scott Blvd to Taft Ave 53854 2 2,240,660 2,240,660 Prentiss Street Bridge Replacement 53935 1 820,000 820,000 Melrose Avenue Improvements 53936 2 930,000 930,000 Kirkwood Avenue to Capitol Street Connection SNEW1 2 1,500,000 1,500,000 Transit/Equipment Facility Relocation T3055 2 12,000,000 12,000,000 FEDERAL GRANTS Total 7699665 3,445,470 135,000 4,223,660 14,500,000 30,003,795 IlI7 Source Project# Priority 2017 2018 2019 2020 2021 Total GENERAL FUND City Hall - Other Projects G4704 2 50,000 50,000 50,000 50,000 50,000 250,000 Public Works Facility P3959 3 2,500,000 150,000 E4520 2,500,000 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 Emerald Ash Borer Response Plan R4189 1 75,000 50,000 50,000 50,000 50,000 275,000 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 15,000 15,000 15,000 15,000 85,000 Annual Recreation Center Improvements R4330 1 65,000 65,000 65,000 65,000 65,000 325,000 Library Bookmobile R4333 1 100,000 130,480 100,000 Cemetery Shop Roof Replacement RNEW2 2 51,750 50,000 50,000 R4185 51,750 Remnfgure Computer Lab & Children's Room RNEW21 2 100,000 500,000 R4224 1 100,000 Fire Apparatus Replacement Program Y4406 1 400,000 R4225 60,000 60,000 GENERAL FUND Total GO BONDS Riverfmnt Crossing Development Climate Action Plan Implementation Permitting Software Upgrade City Hall Remodel for MPOJC Public Works Facility Riverside Drive Pedestrian Tunnel Riverside Drive Streetscape Improvements West Riverbank Stabilization and trail Frauenholtz-Miller Park Development Cemetery Road Asphalt Overlay Riverfront Crossings Riverbank/Park Development Hickory Hill Park & Trail Redesign & Development Highway 1 Sidewalk/Trail Hwy 6 Trail - Sycamore to Heinz Willow CrklKiwanis Park Improvements Upgrade Building BAS Controls Recreation Center Lobby Remodel Pedestrian Mall Reconstruction Creekside Park Redevelopment Library Carpet and Furnishings Replacement Cardigan Park Development Recreation Center ADA Improvements Mercer Park Pool Improvements Mercer Park Ball Diamond #4 Renovation New West Side Park Development Remnfgure Computer Lab & Children's Room Terry Trueblood Recreation Area Parking Expansion Fairmeadows Playground and Shelter Wetherby Bathroom and Shelter Upgrades Chadek Green Park Development Iowa City Gateway Project (Dubuque St) Sidewalk Infill Program Amencan Legion Rd -Scott Blvd to Taft Ave Myrtle/Riverside Intersection Signalization YOB1 2,990,000 506,750 355,000 415,000 355,000 4,621,750 E4513 1 150,000 150,000 E4520 3 150,000 150,000 150,000 150,000 150,000 750,000 G4720 1 500,000 500,000 G4721 2 150,000 150,000 P3959 3 700,000 700,000 1,400,000 P3974 2 1,434,000 1,434,000 P3977 4 616,000 205,000 821,000 PNEW1 1 400,000 4,000,000 4,400,000 R4137 2 130,480 130,480 R4145 1 50,000 50,000 R4185 2 500,000 500,000 R4224 1 400,000 400,000 R4225 3 253,000 253,000 R4227 5 899,920 899,920 R4322 2 350,000 350,000 R4332 3 240,000 240,000 R4336 2 160,000 160,000 R4340 1 750,000 3,100,000 3,100,000 6,950,000 R4341 2 328,000 328,000 RNEWi 2 400,000 400,000 RNEW10 2 150,000 150,000 RNEW13 1 700,000 700,000 RNEW16 3 530,000 530,000 RNEW17 3 374,000 374,000 RNEW18 2 300,000 300,000 RNEW21 2 100,000 100,000 RNEWS 2 225,000 225,000 RNEW6 2 75,000 75,000 RNEW7 2 300,000 300,000 RNEW9 2 175,000 175,000 53809 1 2,500,000 5,500,000 8,000,000 53828 2 100,000 100,000 200,000 53854 2 5,459,340 5,459,340 53933 2 900,000 900,000 YOB1 Source Project# Priority 2017 2018 2019 2020 2021 Total McCollister Blvd -Gilbert to Sycamore 53934 2 2,875,000 2,875,000 Melrose Avenue Improvements 53936 2 1,470,000 1,470,000 Dubuque Street Reconstruction 53939 1 1,264,500 1,264,500 Kirkwood Avenue to Capitol Street Connection SNEW1 2 1,500,000 1,500,000 Foster Rd Elevation design- Laura Dr to No Name Rd SNEW2 1 300,000 300,000 Governor Street Overlay SNEW3 2 375,000 375,000 Riverside Drive Asphalt Overlay SNEW4 2 450,000 450,000 First Ave/Scott Blvd Intersection Improvements SNEW6 2 1,150,000 1,150,000 Gilbert Street Intersection Improvements SNEW7 2 750,000 750,000 Fire Apparatus Replacement Program Y4406 1 1,490,000 1,070,000 2,560,000 Police Department Flooring & Cabinets Y4438 4 135,084 135,084 GO BONDS Total 9,630,480 12,646,084 12,040,000 8,609,340 7,658,420 50,584,324 ITS FUND Phone System Replacement G4722 2 500,000 500,000 ITS FUND Total 500,000 500,000 LANDFILL FUND Landfill Equipment Building Replacement L3328 2 800,000 800,000 Landfill Tarp Development System LNEW1 3 90,000 90,000 Landfill Leachate Pumping System LNEW2 2 240,000 100,000 100,000 440,000 Landfill Cell Design and Construction LNEW3 1 100,000 1,375,000 1,475,000 Public Works Facility P3959 3 2,500,000 2,500,000 LANDFILL FUND Total 330,000 2,600,000 900,000 100,000 1,375,000 5,305,000 LOCAL OPTION SALES TAX Iowa City Gateway Project(Dubuque St) 53809 1 18,262,595 18,262,595 LOCAL OPTION SALES TAX Total 18,262,595 18,262,595 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 2 200,200 200,200 Hangar Door Replacement A3462 2 70,000 70,000 140,000 Airport South Taxiway Extension ANEW 1 80,185 80,185 North T -Hangar Restrooms ANEW2 3 56,088 56,088 Highway 1 Sidewalk/Trail R4225 3 500,000 500,000 Burlington & Madison Intersection Improvements 53834 3 500,000 500,000 OTHER STATE GRANTS Total 136,273 1,000,000 200,200 70,000 70,000 1,476,473 PARK DEDICATION FEES .7d�] Source Project# Priority 2017 2018 2019 2020 2021 Total Frauenholtz-Miller Park Development R4137 2 60,590 60,590 Cardigan Park Development RNEW10 2 20,000 20,000 PARK DEDICATION FEES Total 60,590 20,000 80,590 PARKING FUND Parking Facility Restoration Repair T3004 2 575,000 400,000 300,000 300,000 300,000 1,875,000 Parking Facility& Enforcement Automation T3009 3 150,000 60,000 210,000 Parlang Equipment EMV Upgrade TNEW1 2 60,000 60,000 PARKING FUND Total 725,000 520,000 300,000 300,000 300,000 2,145,000 REFUSE COLLECTION FUND Public Works Facility P3959 3 500,000 500,000 REFUSE COLLECTION FUND Total 500,000 500,000 REVENUE BONDS Scott Boulevard Trunk Sewer V3145 1 2,025,000 2,025,000 Nutrient Removal Project W3221 2 300,000 300,000 Water Distribution Pressure Zoning W3301 1 500,000 500,000 Water Plant Roof Replacement WNEW8 1 400,000 400,000 Collector Well Capacity Improvements WNEW9 3 700,000 700,000 REVENUE BONDS Total 900,000 2,025,000 1,000,000 3,925,000 ROAD USE TAX FUND Public Works Facility P3959 3 1,000,000 1,000,000 2,000,000 Annual Traffic Signal Projects 53814 3 150,000 150,000 150,000 150,000 150,000 750,000 Traffic Calming 53816 3 25,000 15,000 15,000 15,000 15,000 85,000 Overwidth Paving - Sidewalks 53821 3 25,000 20,000 20,000 20,000 20,000 105,000 Curb Ramps -ADA 53822 1 100,000 100,000 100,000 100,000 100,000 500,000 Brick Street Repairs 53823 2 20,000 15,000 15,000 15,000 15,000 80,000 Annual Pavement Rehabilitation 53824 1 1,382,000 1,482,000 1,582,000 1,682,000 1,782,000 7,910,000 Annual Complete Streets Improvements 53827 3 300,000 150,000 150,000 150,000 150,000 900,000 Annual RR Crossings City Wide 53843 2 20,000 20,000 20,000 20,000 20,000 100,000 Annual Bridge Maintenance & Repair 53910 1 300,000 250,000 250,000 250,000 250,000 1,300,000 LED Streetlight Replacement 53932 2 75,000 75,000 75,000 75,000 75,000 375,000 Prentiss Street Bridge Replacement 53935 1 125,000 205,000 330,000 ROAD USE TAX FUND Total 3,522,000 3,482,000 2,377,000 2,477,000 2,577,000 14,435,000 SALE OF LAND Public Works Facility P3959 3 1,000,000 1,000,000 SALE OF LAND Total 1,000,000 1,000,000 STORM WATER FUND Normandy Drive Storm Sewer Replacement M3629 3 375,000 375,000 511 Source Project# Priority 2017 2018 2019 2020 2021 Total Stevens Drive Storm Sewer Improvements M3630 3 350,000 350,000 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 Public Works Facility P3959 3 300,000 300,000 Iowa City Gateway Project (Dubuque St) 53809 1 500,000 500,000 McCollister Blvd- Gilbert to Sycamore 53934 2 500,000 500,000 Dubuque Street Reconstruction 53939 1 100,000 100,000 STORM WATER FUND Total 965,000 1,040,000 815,000 915,000 340,000 4,075,000 TAX INCREMENT FINANCING Riverside Drive Streetscape Improvements P3977 4 75,000 75,000 TAX INCREMENT FINANCING Total 75,000 75,000 TRANSIT FUND Transit/Equipment Facility Relocation T3055 2 3,000,000 3,000,000 Transit Bus Shelter Replacement & Expansion T3059 2 50,000 50,000 Parking Equipment EMV Upgrade TNEWi 2 15,000 15,000 Transit Facility Cifice Remodel TNEW3 2 40,000 40,000 Transit Bus Sign Replacement TNEW4 2 95,000 95,000 TRANSIT FUND Total 185,000 15,000 3,000,000 3,200,000 UNIVERSITY OF IOWA Fire Apparatus Replacement Program Y4406 1 300,000 230,000 530,000 UNIVERSITY OF IOWA Total 300,000 230,000 530,000 UTILITY FRANCHISE TAX Annual Pavement Rehabilitation 53824 1 117,219 116,350 116,350 116,350 116,350 582,619 Underground Electrical Facilities 53826 2 175,830 174,525 174,525 174,525 174,525 873,930 UTH3TY FRANCHISE TAX Total 293,049 290,875 290,875 290,875 290,875 1,456,549 WASTEWATER FUND Iowa City Gateway Project (Dubuque St) 53809 1 2,000,000 2,000,000 4,000,000 Annual Sewer Main Replacement V3101 2 500,000 500,000 500,000 500,000 500,000 2,500,000 Melrose Court Sanitary Sewer Replacement VNEW2 2 100,000 100,000 Nevada Ave Sanitary Sewer Replacement VNEW3 2 60,000 290,000 350,000 West Park Lift Station Rehabilitation VNEW4 2 105,500 105,500 Heat Exchanger 8502 Replacement VNEW5 2 139,500 139,500 Digester Complex Rehabilitation VNEW6 1 1,122,000 1,122,000 WASTEWATER FUND Total 2,600,000 2,560,000 1,035,000 1,622,000 500,000 8,317,000 WATER FUND Public Works Facility P3959 3 500,000 500,000 Prentiss Street Bridge Replacement 53935 1 50,000 50,000 .7rYJ Source Project# Priority 2017 2018 2019 2020 2021 Total Gilbert Street Intersection Improvements SNEW7 2 175,000 175,000 First Avenue (400-500 Block) Water Main Replace W3212 2 60,000 577,100 637,100 Ground Storage Reservoir VFD Upgrades W3213 2 121,900 121,900 Spruce St. (1300-1400 Block) Water Main Rept W3216 3 20,000 197,350 217,350 Dill St. Water Main Replacement W3222 1 501,975 501,975 Lee StlHighwood St Water Main Replacement W3224 1 195,500 195,500 Water Plant & Storage Reservoir SCADA Replacement W3226 2 55,000 105,600 160,600 Bradford Drive Water Main Replacement W3300 3 40,000 266,000 306,000 Sixth Avenue Water Main Replacement W3303 1 40,000 275,000 315,000 Silurian Well Rehabilitation WNEW1 1 90,000 90,000 Water Plant Softener Improvements WNEW10 3 25,000 25,000 25,000 75,000 Jordan Well Rehabilitation WNEW2 1 80,000 80,000 S. Capitol Street Water Main Replacement WNEW3 1 80,000 1,055,000 1,135,000 Deforest Ave Water Main Replacement WNEW4 1 40,000 310,000 350,000 Process Analyzer Replacement WNEWS 2 25,000 25,000 25,000 25,000 100,000 Distribution Building Repairs WNEW6 3 100,000 100,000 WATER FUND Total 366,900 1,442,575 922,600 988,350 1,390,000 5,110,425 GRAND TOTAL 49,449,954 34,373,584 19,771,475 22,858,225 35,616,295 162,069,533 513 Capital Project Funds Project Listing Project Page Airport Library Bookmobile..................................................... .... 526 A3430 - Apron Reconstruction & Connecting Taxiway. 517 A3461—Airfield Pavement Rehabilitation . 518 A3462— Hangar A Door Replacement..................................................................................... 519 A3465 — Runway 7 Environmental Assessment. 520 A3466 - Runway 7 Extension (213) . 520 ANEW1 —Airport South Taxiway Extension...........................................................................521 G4721 — ANEW2 — North T -Hangar Restrooms. 521 ANEW3 - Airport Tractor Replacement. 522 Finance G4704 - City Hall -Other Projects . 522 G4722 — Phone System Replacement.................................................................523 Fire Y4406 - Fire Apparatus Replacement Program...... Y4437 — Fire Training Center Relocation ............... Library .......... 524 ....... 525 R4333 — Library Bookmobile..................................................... .... 526 RNEW1 — Library Carpet and Furnishings Replacement. 527 RNEW21 — Reconfigure Computer Lab & Children's Room . 528 Neighborhood & Development Services Frauenholtz-Miller Park Development. E4513 - Riverfront Crossing Redevelopment. 529 E4520 — Climate Action Plan Implementation...................................................... 529 G4720 — Permitting Software Upgrade............................................................... 530 G4721 — City Hall Remodel for MPOJC...............................................................530 Intra -City Bike Trails. Parks R4130 - Parks Annual Improvements/Maintenance. 531 R4132 - Park Annual ADA Accessibility Improvements. 531 R4137 — Frauenholtz-Miller Park Development. 532 R4145 — Cemetery Road Asphalt Overlay....................................................................... 532 R4185 — Riverfront Crossings Riverbank/Park Development. 533 R4189 — Emerald Ash Borer Response Plan. 534 R4206 - Intra -City Bike Trails. 535 R4224 - Hickory Hill Park & Trail Redesign and Development. 535 R4225 — Highway 1 Sidewalk/Trail . 536 R4226 — Sustainable Roadway Vegetation Management Program. 536 R4227 - Hwy 6 Trail — Sycamore to Heinz. 537 R4322 - Willow Creek/Kiwanis Park Improvements . 537 R4330 - Annual Recreation Center Improvements. 538 R4332 — Upgrade Building BAS Controls . 538 R4336 - Recreation Center Lobby Remodel. 539 R4340 — Pedestrian Mall Reconstruction . 540 R4341 - Creekside Park Redevelopment. 541 RNEW10 — Cardigan Park Development. 541 RNEW13 — Rec Center ADA Improvements . 542 RNEW16 — Mercer Park Pool Improvements . 543 RNEW17 - Mercer Park Ball Diamond #4 Renovation . 544 RNEW18 — New West Side Park Development. 544 RNEW2 — Cemetery Shop Roof Replacement. 545 514 Project Page RNEW5—Terry Trueblood Recreation Area Parking Expansion. 545 RNEW6 — Fairmeadows Playground and Shelter. 546 RNEW7 — Wetherby Bathroom and Shelter Upgrades. 546 RNEW9 - Chadek Green Park Development. 547 Police Y4438 — Police Department Flooring & Cabinets............................................................ 548 Public Works M3629 — Normandy Drive Storm Sewer Replacement. 549 M3630 —Stevens Drive Storm Sewer Improvements ...................................................... 549 M3631 —Annual Storm Water Improvements.................................................................. 550 M3632 — Lower Muscatine Area Storm Sewer Improvements . 550 P3959 — Public Work Facility ................................................... 551 P3974 - Riverside Drive Pedestrian Tunnel. 552 P3977 — Riverside Drive Streetscape Improvements. 553 PNEW1 —West Riverbank Stabilization and Trail . 554 S3809 - Iowa City Gateway Project (Dubuque Street) . 555 S3814 — Annual Traffic Signal Projects . 556 S3816 - Traffic Calming . 556 S3821 - Overwidth Paving -Sidewalks. 557 S3822 - Curb Ramps -ADA. 557 S3823 - Brick Street Repairs . 558 S3824 — Annual Pavement Rehabilitation . 558 S3826 - Underground Electrical Facilities. 559 S3827 —Annual Complete Streets Improvements. 559 S3828 - Sidewalk Infill Program .............................................. 560 S3834 — Burlington & Madison Intersection Improvements. 560 S3843 — Annual RR Crossings City Wide........................................................................ 561 S3854 - American Legion Road - Scott Blvd to Taft Ave. 562 S3910 — Annual Bridge Maintenance & Repair. 563 S3932 - LED Streetlight Replacement............................................................................. 563 S3933 — Myrtle/Riverside Intersection Signalization. 564 S3934 — McCollister Blvd — Gilbert to Sycamore. 565 S3935 — Prentiss Street Bridge Replacement . 566 S3936 — Melrose Avenue Improvements............................................................ 567 S3939 - Dubuque Street Reconstruction . 568 SNEW1 — Kirkwood Avenue to Capitol Street Connection. 569 SNEW2 — Foster Rd Elevation design — Laura Dr to No Name Rd. 569 SNEW3 — Governor Street Overlay . 570 SNEW4 — Riverside Drive Asphalt Overlay . 570 SNEW6 — First Ave/Scott Blvd Intersection Improvements . 571 SN EW7 —Gilbert Street Intersection Improvements ............................................... 572 V3101 — Annual Sewer Main Replacement. 573 V3143 — Backup Generator & Electrical System Upgrade . 574 V3145 — Scott Boulevard Trunk Sewer. 575 VNEW2 — Melrose Court Sanitary Sewer Replacement. 576 VNEW3 — Nevada Ave Sanitary Sewer Replacement. 577 VNEW4 — West Park Lift Station Rehabilitation. 578 VNEW5 — Heat Exchanger 8502 Replacement. 579 VNEW6 — Digester Complex Rehabilitation.................................................................... 580 W3212 - First Ave. (400 - 500 block) Water Main Replacement 581 W3213 - Ground Storage Reservoir VFD Upgrades....................................................... 582 W3216 - Spruce St (1300 - 1400 block) Water Main Replacement. 583 W3221 — Nutrient Removal Project--------------------------------------------------------------------------------- 584 W3222 — Dill St Water Main Replacement...................................................................... 585 W3224 — Lee SUHighwood St Water Main Replacement ................................................ 586 W3226 —Water Plant & Storage Reservoir SCADA Replacement . 587 �u7 Project Page W3300 — Bradford Drive Water Main Replacement. 588 W3301 — Water Distribution Pressure Zoning . 589 W3303—Sixth Avenue Water Main Replacement. 590 WNEW1 — Silurian Well Rehabilitation . 591 WNEW10 —Water Plant Softener Improvements. 591 WNEW2 — Jordan Well Rehabilitation . 592 WNEW3 — S. Capitol Street Water Main Replacement 593 WNEW4 — DeForest Ave Water Main Replacement. 594 WNEW5 — Process Analyzer Replacement. 595 WNEW6—Distribution Building Repairs. 595 WNEW8 — Water Plant Roof Replacement. 596 WNEW9—Collector Well Capacity Improvements. 596 Transportation & Resource Management L3328 - Landfill Equipment Building Replacement . 597 LNEW1 - Landfill Tarp Development System . 597 LNEW2—Landfill Leachate Pumping System. 598 LNEW3 — Landfill Cell Design and Construction . 598 T3004 — Parking Facility Restoration Repair................................................................... 599 T3009 — Parking Facility and Enforcement Automation. 600 T3055—Transit/Equipment Facility Relocation............................................................... 601 T3059 —Transit Bus Shelter Replacement and Expansion. 602 TNEW1 — Parking Equipment EMV Upgrade. 602 TNEW3 —Transit Facility Office Remodel . 603 TNEW4—Transit Bus Sign Replacement. 603 .7dd 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 Aircraft parking space is abort. Conflicts occur during high traffic days and when there are special events bang held in the area (or on the airport). This project expands the ramp to Provide for the allowable ramn space Per FAA formulas. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 190,500 190,500 CONSTRUCTION 1,047,800 1,047,800 Total 1,238,300 1,238,300 Funding Sources 2017 2018 2019 2020 2021 Total AIRPORT FUND 123,830 123,830 FEDERAL GRANTS 1,114,470 1,114,470 Total 1,238,300 1,238,300 over and ice removal costs. Total annual is less than IAVA apron Project # A3461 Project Name Airfield Pavement Rehabilitation GRANTEE IDOT MATCH % 30% 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 This 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 exis[ine avialable narkine area durine reconstruction. Pmiect would not Proceed without state fundine in each vear. Prior Expenditures 2017 2018 2019 2020 2021 Total 250,000 PLANNING/DESIGN 48,000 48,000 Total CONSTRUCTION 238,000 238,000 Total 286,000 286,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 250,000 AIRPORT FUND 85,800 85,800 Total OTHER STATE GRANTS 200200 200200 Total 286,000 286,000 (Runway Pavements are approaching 10 years old. Ibis pmJect would add minor addltonal expenses related to pavement maintenance and mow plowing/clearing operations. Annual cost savines is expected to be less than $10.000. .7iP.7 Project # A3462 Project Name Hangar A Door Replacement GRANTEE IDOT SCORE 77 MATCH % 30% TIF DISTRICT None Total Project Cost: $200,000 Department AIRPORT Contact Michael Tharp Type Multi -Phase Useful Life 50 years Category Airport Priority Essential (2) Status Active (HangardoA door replacement; bangar A bas 10 doors to be replaced. Pbase 1 and 2 wLLl replace approximately 4 doors each pending bids. Pbase 3 will replace the last 2 om in year 2022. Justification Hangar building A contains doom that are manual operation on a pulley/countervveight system. These doom are becoming difficult for some tenants to operate, and are frequently the last hangars to bereated when openings occur. Proposal is to replace the doom with electric motor doom which would enhance the appeal of the Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 16,800 16,800 33,600 CONSTRUCTION 83,200 83,200 166,400 Total 100,000 100,000 200,000 Funding Sources 2017 2018 2019 2020 2021 Total AIRPORT FUND 30,000 30,000 60,000 OTHER STATE GRANTS 70,000 70,000 140,000 Total 100,000 100,000 200,000 Minor 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 # 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 ?ollow up project from Runway 7/25 Conversion. this is the Hnvrronmental Assessment required before constructing an approximately 213 Leet extension at the 2unway 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 will extend the Runway 7/25 runway by approximately 213 feet. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 150,000 150,000 Total 150,000 150,000 Funding Sources 2017 2018 2019 2020 2021 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 Itis project will construct an ext Justification Due of the primary comments fin Nill extend the Runway 7/25 rum 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 was a concern ofthe landing distance on 7/25. This project is the second part of the 7/25 runway 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 235,000 235,000 CONSTRUCTION 935,000 935,000 Total 1,170,000 1,170,000 Funding Sources 2017 2018 2019 2020 2021 Total AIRPORT FUND 117,000 117,000 FEDERAL GRANTS 1,053,000 1,053,000 Total 1,170,000 1,170,000 Z1 Project # ANEW 1 Project Name Airport South Taxiway Extension GRANTEE IDOT SCORE 61 MATCH % 30% TIF DISTRICT None Total Project Cost: $114,550 Department AIRPORT Contact Michael Tharp Type One Phase Useful Life 50 years Category Airport Priority Critical (1) Status Pendine IHxtend South Hangar'laxdane east to accommodate construction of 100x100 hangar building. Justification Aimort served to extend taxiwav as Dart of land lease for construction of a 100'x 100' aircraft hanear. Pmiect is supported by IDOT Grant. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 19,000 19,000 CONSTRUCTION 95,550 95,550 Total 114,550 114,550 Funding Sources 2017 2018 2019 2020 2021 Total AIRPORT FUND 34,365 34,365 OTHER STATE GRANTS 80,185 80,185 Total 114,550 114,550 Budget Impact/Other ldditional square footage for snow removal, weed control, pavement maintenance. Minimal impact on immediate budget, but would increase costs as pavement ees. Costs are offset by around lease for hanear and additional fuel sales eenemted by additional based aircraft. Overall impact is neelieible. Project # ANEW2 Project Name North T -Hangar Restrooms GRANTEE IDOT MATCH % 30% SCORE 55 TIFDISTRICT None Total Project Cost: $80,125 Ilustall restroom facilities in the North T-hanears for use by tenants. Justification Department AIRPORT Contact Michael Tharp Type One Phase Useful Life 20 years Category Airport Priority Efficiency Improvement(3) I lenents have requested the tacibties over the Vears. Airport installed a public restroom in the Hangar L project which was on the south side of the aurporl. I Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 12,500 12,500 CONSTRUCTION 67,625 67,625 Total 80,125 80,125 Funding Sources 2017 2018 2019 2020 2021 Total AIRPORT FUND 24,037 24,037 OTHER STATE GRANTS 56,088 56,088 Total 80,125 80,125 ITbcre will be an increase in janitorial service and maintenance costs. The estimatedmcreasero operating expenditures is less than$10,000per year. 521 Project# ANEW3 Expenditures Department AIRPORT Total Annual Contact Michael Tharp Project Name Airport Tractor Replace in ent Finance Administration Type One Phase GRANTEE NONE SCORE 50 Useful Life 10 years MATCH% NONE TIFDISTRICT None Category Airport Priority Critical (1) Description Total Project Cost: $80,000 Status Pending Replace and upgrade Airport Tractor w/ Blade and Loader attachments, per replacement schedule with Equipment Division. Justification (Airport revised equipment replacement schedule with Equipment division to replace equipment over 10 year period. 'Tractor was listed fust due to existing maintenance and upkeep issues. Expenditures 2017 2018 2019 2020 2021 Total EQUIPMENT 80,000 80,000 Total 80,000 80,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 24,000 AIRPORT FUND 56,000 56,000 Total Total 56,000 56,000 costs costs on new the equipment, but a Project # G4704 Project Name City Hall - Other Projects GRANTEE NONE MATCH % NONE Justification Prior Expenditures 150,000 CONSTRUCTION Total Annual SCORE 32 TIFDISTRICT None Total Project Cost: $400,000 :essary improvements for the city hall building and police 2017 2018 2019 2020 costto Department FINANCE Contact Dennis Bockenstedt Type Annual Useful Life 20 years Category Finance Administration Priority Essential (2) Status Active 2021 Total 50,000 50,000 50,000 50,000 50,000 250,000 Total 50,000 50,000 50,000 50,000 50,000 250,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 150,000 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 to save me cny mmry expenses, *% Project tt G4722 Project Name Phone System Replacement GRANTEE NONE SCORE 54 MATCH% NONE TIFDISTRICT None Total Project Cost: $550,000 Department FINANCE Contact Dennis Bockenstedt Type One Phase Useful Life 10 years Category Information Technology Servic Priority Essential (2) Status Active lint phase of theprolect was in 2016 to design the final system with input from outsidevendms to ensuretbe best solution without wasted resources. Phase in 2017 will be to replace the core phone system that provides phone services for all city departments. Ibe replacement system will be built with a voice over IP mm 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 Justification I'hephone system is critical to operations of all city departments including thepolice and fire departments. This current phone system is 12 years old. The company hat built thephone system was purchased by another company and hardware forthe current phone system is becoming harder to attain in the event repairs are Prior Expenditures 2017 2018 2019 2020 2021 Total 50,000 CONSTRUCTION 500,000 500,000 Total Total 500,000 500,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 50,000 ITS FUND 500,000 500,000 Total Total 500,000 500,000 JIbe impact of this project on the operating budget is negligible. 523 Project # Y44O6 Project Name Fire Apparatus Replacement Program GRANTEE U OF I SCORE 52 MATCH% VARIES TIFDISTRICT None crinfrnn Total Project Cost: $3,150,000 2019 Fire Pumper #355, Fire Pumper #351 ?020 Scully House 2021 FirePumner/Aerial #358 Department FIRE Contact John Grier Type Multi -Phase Useful Life 16 years Category Fire Priority Critical (1) Status Active Justification the 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. Fleet Management Scoring evaluations indicate Reserve Fire Pumpers remain serviceable and in good :ondition. The department recommends revising the Fire Pumper replacement schedule, moving the replacement of W351 to 2019, and purchasing two Fire ?umpers in 2019. Fire Pumper/Aerial #358 is scheduled for replacement in calendar year 2021. Expenditures 2017 2018 2019 2020 2021 Total EQUIPMENT 1,790,000 60,000 1,300,000 3,150,000 Total 1,790,000 60,000 1,300,000 3,150,000 Funding Sources 2017 2018 2019 2020 2021 Total GENERAL FUND 60,000 60,000 GO BONDS 1,490,000 1,070,000 2,560,000 UNIVERSITY OF IOWA 300,000 230,000 530,000 Total 1,790,000 60,000 1,300,000 3,150,000 for the City should decease due to the replacement of older equipment with newer equipment. The estimated decrease in operating 524 Project # Y4437 Project Name Fire Training Center Relocation GRANTEE NONE SCORE 52 MATCH% NONE TIFDISTRICT None Total Project Cost: $700,000 Department Contact Type Useful Life Category Priority Status FIRE John Crier One Phase 25 years Fire Essential (2) Active project will construct a Itre training budding to address all aspects of emergency service delivery including Itre suppression, technical resuce (confined space, trench, vehicle) and hazardous materials mitigation. The training building includes a burn mom, stair tower and ladderin , rappelling and search areas. The ly will be used for continuing education for firefighters, new recruits, and shared with Johnson Mutual Aid Association members. The project will provide Justification Ibepreviously unfunded project proposal (Unfimded 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 1D 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 2017 2018 2019 2020 2021 Total CONSTRUCTION 700,000 700,000 Total 700,000 700,000 Prior 700,000 Total The annual operating budget associated with facility maintenance, alarm monitoring, sprinkler system maintenance, and utilities will exceed the current tiretraining facility operating expenses; however, the anticipated savings through the installation of upgraded and efficient systems is expected to offset the difference in the lone term. Thenet imuact on the onemtine budeet is about $50.000 Der vear. 7�b7 Project # R4333 Project Name Library Bookmobile GRANTEE LIBRARY DONATIONS MATCH % 40% Description ?urchase a 24 to 30 foot library book mobile to Justification SCORE 55 TIFDISTRICT None Total Project Cost: $250,000 Department Contact Tvpe Useful Life Category Prioritv Status LIBRARY Susan Craig One Phase 15 years Library Critical (1) Active This 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 information and ideas and offers them opportunties for enjoyment and personal growth. It is a more flexible and much less expensive altemativeto a branch library to 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 neighborboods under the public infrastructure objective because the book mobile will be present in neighborhoods and bring materials and technology to people in their neighborhoods. The book mobile is a response to be more customer service oriented, an objective the Council's strategic plan goal of enhanced communication and marketing. Expenditures 2017 2018 2019 2020 2021 Total EQUIPMENT 250,000 250,000 Total 250,000 250,000 Funding Sources 2017 2018 2019 2020 2021 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 Project # RNEW 1 Project Name Library Carpet and Furnishings Replacement Department LIBRARY Contact Susan Craig Type Multi -Phase GRANTEE NONE SCORE 33 Useful Life 15 years MATCH% NONE TIFDISTRICT None Category Library Priority Essential (2) %cliption Total Project Cost: $400,000 Status Pending ulti-phaseproject to replace carpeting and some furnishings in large areas of theLibrary. This project could be done in 1, 2, or 3 years. Firs[ floor has 31,000 are feet of carpet, 2nd floor has 39,000. Architects estimates in today's dollars for carpet, demo and floor prep, moving, GC, insurance, fees, bonds, contingency, phasing is $819,000. Some areas will not be recarpeted. In addition, some of the original furnishings, including all of the public access internet stations need Justification (Since the building opened in 2004, 8,435,590 people have come through the doom (this number will easily surpass IOM before this project begins). The Library is a heavilv visited Public space in the heart of downtown, oneom investment to keen the buildine lookine eood is necessary. Expenditures 2017 2018 2019 2020 2021 Total EQUIPMENT 400,000 400,000 Total 400,000 400,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 400,000 400,000 Total 400,000 400,000 save minor costs associated with carpet 7�i1 Project# RNEW21 Project Name Reconfigure Computer Lab & Children's Room GRANTEE LIBRARY DONATIONS MATCH % 50% areas SCORE 54 TIFDISTRICT None Total Project Cost: $200,000 �r construction and new f imisbii Department LIBRARY Contact Susan Craig Type One Phase Useful Life 15 years Category Library Priority Essential (2) Status Pendine Justification DieLibrary Computer Lab area is 14 years old and in need of significant redesign. It was orignally planned just as a classroom with fixed furniture and once-siz Fits -all computer stations. More spacewill begained by removing a wall, and more flexibility will result firm improved access to electricity and data connections. ?mnishings and equipment will be upgraded to allow abetter and more varied user experience. In the Children's Room, aback comer will be reconfigured with new Cumishines, stomee, carpet, and electrical access to Provide a modem space designed especialty for inner elementary schoo -ne children. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 120,000 120,000 EQUIPMENT 65,000 65,000 Total 200,000 200,000 Funding Sources 2017 2018 2019 2020 2021 Total GENERAL FUND 100,000 100,000 GO BONDS 100,000 100,000 Total 200,000 200,000 **1117 Project # E4513 Project Name Riverfront Crossing Development GRANTEE NONE MATCH % NONE Description Anticipated uses include prelimina Areet, streetscape design, and final Justification area. SCORE 50 TIFDISTRICT Riverfipnt Crossings Total Project Cost: $500,000 ofRivertront Crossine Park. Department NEIGHBORHOOD & DEVEL Contact John Yapp Type Annual Useful Life 40 Years Category Development Services Priority Critical (1) Status Active funding for development of the Riverfipnt Crossings area that will spur new construction and a city park that was previously wastewater and Prior Expenditures 2017 2018 2019 2020 2021 Total 350,000 CONTINGENCY 150,000 150,000 Total Development Services Total 150,000 150,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 350,000 GO BONDS 150,000 150,000 Total Total 150,000 150,000 II bis project is to re -develop an aging pan oI me uty wblcb could lower mtrastmcture costs and raise property tax revenues. I be estimated increase in revenues and decrease in expenditures is less than $10.000 Per vear combined at this time. Project # E4520 Project Name Climate Action Plan Implementation GRANTEE NONE MATCH % NONE Description Lis is an mare SCORE 46 TIF DISTRICT None to Total Project Cost: $750,000 Department NEIGHBORHOOD & DEVEL Contact GeoffTrain Type Annual Useful Life 20 years Category Development Services Priority Efficiency lmprovememt(3) Status Active Justification Global warming and environmental sustainability are strategic priorities for the City. This project is intended to work towards reducing carbon emissions that contribute to global warming and to move the Citv in a more sustainable Lone -term enemv mix. Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 150,000 150,000 150,000 150,000 150,000 750,000 Total 150,000 150,000 150,000 150,000 150,000 750,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 150,000 150,000 150,000 150,000 150,000 750,000 Total 150,000 150,000 150,000 150,000 150,000 750,000 Budget Impact/Other mt Project tt G4720 Project Name Permitting Software Upgrade GRANTEE NONE MATCH % NONE Description Ibis project upgrades the city's current Justification SCORE 52 TIFDISTRICT None Total Project Cost: $600,000 Department NEIGHBORHOOD & DEVEL Contact John Yapp Type One Phase Useful Life 10 years Category Development Services Priority Critical (1) Status Active The software provider(Accela) is no longer providing enhancements or upgrades to Tidemark. The current Tidemark software is being scheduled for replacement. Tidemark Advantage came on-line in 1992 and without enhancements to the existing permitting software and with advancements in technology new software will be needed allowing us to meet client expectations for future development and building approval processes. It is also a goal for permitting software to better integrate with other citv software systems. Expenditures 2017 2018 2019 2020 2021 Total OTHER 600,000 600,000 Total 600,000 600,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 100,000 GO BONDS 500,000 500,000 Total Total 500,000 500,000 The overall impact on the operating budget will be the cost of software maintenance and support which is estimated to be up to $25,000 per year. Project tt G4721 Project Name City Hall Remodel for MPOJC Department NEIGHBORHOOD & DEVEL Contact Doug Boothroy Type Multi -Phase GRANTEE NONE SCORE 49 Useful Life 25 years MATCH % NONE TIF DISTRICT None Category Development Services Priority Essential (2) Description Total Project Cost: $491,299 Status Active Phase 2 - remodeling of lower level (MPOJC) of City Hall which includes the addition of a conference mom and carpeting. Phase 1 - remodeling of second floor offices - was completed in 2015. Prior Expenditures 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 Total 341,299 GO BONDS 150,000 150,000 Total Total 150,000 150,000 After construction, no additional operating impact over current maintenance expenses are expected. 116111 Project# R4130 Project Name Parks Annual Improvements/Maintenance GRANTEE NONE MATCH % NONE SCORE 40 TIFDISTRICT None Total Project Cost: $687,000 Department PARKS & RECREATION Contact ZacharyHall Type Annual Useful Life 20 years Category Parks Maintenance Priority Critical (1) Status Active Justifi Thication s project is the program to replace broken, outdated, and depreciated equipment, shelters, amenities, and buildings. Prior Expenditures 2017 2018 2019 2020 2021 Total 187,000 CONSTRUCTION 100,000 100,000 100,000 100,000 100,000 500,000 Total Parks Maintenance Total 100,000 100,000 100,000 100,000 100,000 500,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 187,000 GENERAL FUND 100,000 100,000 100,000 100,000 100,000 500,000 Total Parks Maintenance Total 100,000 100,000 100,000 100,000 100,000 500,000 Budget Impact/Other This protect writreduce operating costs due to the replacement of older inhustructure. The estimated decrease in operating expenses is less tban $10,000 per year. R4132 Department PARKS & RECREATION Project # 2019 2020 2021 Contact ZacharyHall Project Name Park Annual ADA Accessibility Improvements Type Amount GRANTEE NONE SCORE 68 Useful Life 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Total 25,000 Priority Critical (1) Total Project Cost: $150,000 Description 1 stains Active Consultation studv and implementation for ADA comnliancemeasures and initiatives for at least one nark each vear. Justification Prior Expenditures 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 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 IIbe operating impact on the budget is negligible. 531 R4137 Department PARKS & RECREATION Project # Contact ZacharyHall Project Name Frauenholtz-Miller Park Development Type One Phase GRANTEE NONE SCORE 40 Useful Life 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $191,070 Status Active Develop newly acquired park land on Lower West Branch Rd adjacent to St. Patrick's church site. Justification 'Ibis area of Iowa City is continuing to develop with residential, and the demand for park and recreation opportunities will continueto get greater. Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 191,070 191,070 Total 191,070 191,070 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 130,480 130,480 PARK DEDICATION FEES 60,590 60,590 Total 191,070 191,070 Project # R4145 Department PARKS & RECREATION Contact Russell Buffington Project Name Cemetery Road Asphalt Overlay Type Multi -Phase GRANTEE NONE SCORE 35 Useful Life 15 years MATCH% NONE TIFDISTRICT None Category Cemetery Priority Critical (1) Description Total Project Cost: $50,000 Status Pending Mill and resurface with 2" asphalt overlay on 19,090sf of road in the cemtery. Will continue with plans to mill/resurface/general mad repair every 2 years. Justification Cemetery mads recently reviewed by City Engineering staff for condition and priority for maintenace/resurfacing The cemetery has not had an overlay project since 2011 and there are stretches of mad that have excessive cracking and damage. Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 50,000 50,000 Total 50,000 50,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 50,000 50,000 Total 50,000 50,000 Budget Impact/Other I'Ibrs project would sbgbtly reduce maintenance costs of the roadways by replacmg old aspbatt. 'lbe est mated annual savings is less than $10,000 per year. Y�YJ Project # R4185 Project Name Riverfront Crossings Riverbank/Park Development GRANTEE NONE SCORE 47 MATCH % NONE TIF DISTRICT Riverfipnt Crossings crinfrnn Total Project Cost: $1,000,000 Department PARKS & RECREATION Contact John Yapp Type Multi -Phase Useful Life 25 years Category Parks Maintenance Priority Essential (2) Status Active New Rtverlront Crossings Park on site of old wastewater plant in Rivertrent Crossings District. lmptementatmn ofthe park element of the Rtverlinnt Crossings Plan. Revenue to be created with redevelopment and tax base of nearby properties -the park will be an attmctor for redevelopment. Ibe 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 Riverfipnt Crossings District. Please note this is a cost estimate / Placeholder - a more detailed cost estimate will be available this winter once Perk Plans we more complete. Prior Expenditures 2017 2018 2019 2020 2021 Total 500,000 CONSTRUCTION 500,000 500,000 Total Total 500,000 500,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 500,000 GO BONDS 500,000 500,000 Total Total 500,000 500,000 impact on operating costs includes u costs would be between $50.000 and 533 Project # R4189 Project Name Emerald Ash Borer Response Plan Department PARKS & RECREATION Contact ZacharyHall Tvpe Annual GRANTEE NONE SCORE 67 Useful Life 15 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Critical (1) Description Total Project Cost: $425,000 Status Active Develop a response and action plan to mitigate and manage the impact of the inevitable Emerald Ash Borer infestation. The average cost of removal is $800 per tree; the average cost of replanting is $400 per tree. There is approximately 2,000 Ash trees for a total of $2.4 million for removal and replanting over a 15 year time snap. $100.000 will remove and replant approximately 83 trees. (In June of 2014 EAB was detected in Iowa Clty and although an infestation has not been determined it is deamed to be inevitable due to EAB confirmations in neighboring counties such as Cedar and Muscatine. The City of Iowa City is responsible for approximately 2,000 Ash trees and curently does not have a funding source specified for EAB. This will afford the ability to identify, inventory, remove, replace and retain (as much as possible) the City's Asb population. Currently there is no state funding source available to aid municipalities with managing the impact firm EAB. HieForestry division currently does not have the labor force or resources to effectively and safety manure an EAB infestation. Prior Expenditures 2017 2018 2019 2020 2021 Total 150,000 CONSTRUCTION 75,000 50,000 50,000 50,000 50,000 275,000 Total Total 75,000 50,000 50,000 50,000 50,000 275,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 150,000 GENERAL FUND 75,000 50,000 50,000 50,000 50,000 275,000 Total Total 75,000 50,000 50,000 50,000 50,000 275,000 Budget Impact/Other Lere will be costs for management 534 per year. Project # R4206 Project Name Intra -city Bike Trails GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None Total Project Cost: $350,000 Department PARKS & RECREATION Contact Kent Ralston Type Annual Useful Life 40 Years Category Parks Maintenance Priority Essential (2) Status Active Justification Itis moiect maintains the citv's trail system and adds seements that are melted out in the citv's trail system master ulan. Prior Expenditures 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 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 expenses dueto than Project # R4224 Project Name Hickory Hill Park & Trail Redesign & Development costs are Department PARKS & RECREATION Contact Tali Seydell-Johnson Type Multi -Phase GRANTEE NONE SCORE 54 Useful Lire 40Years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Critical (1) ieliption Total Project Cost: $600,000 Status Active project will include the use of existing plans and new consultant plans for the re -development of the park and trail system. The project will also include Justification can develop the Dark for a long term Prior Expenditures 2017 2018 2019 2020 2021 Total 200,000 CONSTRUCTION 400,000 400,000 Total Total 400,000 400,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 200,000 GO BONDS 400,000 400,000 Total 'Total 400,000 400,000 Y�b7 Project # R4225 Project Name Highway 1 Sidewalk/Trail GRANTEE TRAILS GRANT MATCH % VARIES construct a SCORE 55 TIFDISTRICT None Total Project Cost: $753,000 Department PARKS & RECREATION Contact Kent Ralston Type One Phase Useful Life 40 Years Category Parks Maintenance Priority Efficiency Improvement (3) Status Active Justification This project is an extension of the recently completed Hwy I Trail project that extends from Orchard Street to Sunset Stteet. This project is identified in the MPO Long Range Transportation Plan as a'future' trail extension. This project would complete the planned Hwy 1 trail trail system and ultimately connect the existing Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 75,000 75,000 CONSTRUCTION 678,000 678,000 Total 753,000 753,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 253,000 253,000 OTHER STATE GRANTS 500,000 500,000 Total 753,000 753,000 to snow expenses. Project # R4226 Project Name Sustainable Roadway Vegetation Management Program GRANTEE NONE SCORE 49 MATCH% NONE TIFDISTRICT None Total Project Cost: $135,000 expenses are Department PARKS & RECREATION Contact ZacharyHall Type Annual Useful Life 20 years Category Parks Maintenance Priority Efficiency Improvement (3) Status Active Prior Expenditures 2017 2018 2019 2020 2021 Total 50,000 CONSTRUCTION 25,000 15,000 15,000 15,000 15,000 85,000 Total Total 25,000 15,000 15,000 15,000 15,000 85,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 50,000 GENERAL FUND 25,000 15,000 15,000 15,000 15,000 85,000 Total 'Total 25,000 15,000 15,000 15,000 15,000 85,000 Y�ii Project # R4227 Project Name Hwy 6 Trail - Sycamore to Heinz GRANTEE TRAILS GRANT SCORE 39 MATCH% VARIES TIFDISTRICT None Total Project Cost: $1,899,920 Department PARKS & RECREATION Contact Kent Ralston Type One Phase Useful Life 40 Years Category Parks Maintenance Priority Non-esseatial (5) Status Pending ie south side of Hwv 6 to Lower Muscatine Justification This project ism extension of the Hwy 6 Trait and ism integral piece of the planned trail network. Ibe project appears in MPOJC documents as a Tutu e' trail and ilso appears in the adopted 2009 Metropolitan Bicycle Master Plan. This project also meets the Council's Strategic Plan goal oflFostering Healthy Neighborhoods' Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 1,727,200 1,727,200 CONTINGENCY 172,720 172,720 Total 1,899,920 1,899,920 Funding Sources 2017 2018 2019 2020 2021 Total FEDERAL GRANTS 1,000,000 1,000,000 GO BONDS 899,920 899,920 an additional 6,800 Total 1,899,920 1,899,920 to Project # R4322 Projectvame willow Crk/Kiwanis Park Improvements GRANTEE NONE SCORE 58 MATCH% NONE TIFDISTRICT None 3eliption I Total Project Cost: $750,000 project is a multi -phase project. In 2015, a master plan for thesetwo parks was comp] Justification Department snow Department PARKS & RECREATION Contact Juli Seydell-Johnson Type Multi -Phase Useful Life 20 years Category Parks Maintenance Priority Essential (2) Status Active along with the construction of a Splash Pad. Ibe 2018 an area Prior Expenditures 2017 2018 2019 2020 2021 Total 400,000 CONSTRUCTION 350,000 350,000 Total Total 350,000 350,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 400,000 GO BONDS 350,000 350,000 Total Total 350,000 350,000 Ibis action is nuetral to the operating budget as it replaces/updates current facilties. Y«I Project# R4330 Project Name Annual Recreation Center Improvements GRANTEE NONE MATCH % NONE and Mercer/Scanlon Recreation Center. Justification SCORE 66 TIFDISTRICT None Total Project Cost: $425,000 components IFunds are needed to cover unforseen uroiects that result from aeine facillities. Department Contact Type Useful Life Category Priority Status expectancy for PARKS & RECREATION Chad Dyson Annual 20 years Recreation Critical (1) Active Prior Expenditures 2017 2018 2019 2020 2021 Total 100,000 CONSTRUCTION 65,000 65,000 65,000 65,000 65,000 325,000 Total Total 65,000 65,000 65,000 65,000 65,000 325,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 100,000 GENERAL FUND 65,000 65,000 65,000 65,000 65,000 325,000 Total Total 65,000 65,000 65,000 65,000 65,000 325,000 Budget Impact/Other I'Ibrs project reduces expenditures through the replacement of aged lacdrtres with new lacdrfies. The anticipated savings are less than $10,000 per year. Project # R4332 Project same Upgrade Building BAS Controls GRANTEE NONE MATCH % NONE Justification SCORE 26 TIFDISTRICT None Department PARKS & RECREATION Contact Krum Morris Type Multi -Phase Useful Life 15 years Category Parks Maintenance Priority Efficiency Improvement (3) Total Project Cost: $535,000 Status Active Automation System (BAS)/ Energy Managemant Control System (FMCS) controls to Robert A. Lee Recreation Center (2016), City Hall (2016), .e systems control lacihty HVAC (Heating, Ventilation, Air Conditioning) equipment along with the associated mechanical and electncal components. As do ing controls become aged, service technicians do the same, retiring and giving way to new advanced technology with greater efficiency and focus on ainability. With that comes a different type of technician training and expertise. Pleasereview the attached documents along with accompanying photos. The is $170,000 forthe Rec Center with a $102,000 utility rebate; $125,000 for City Hallwith a$75,000 utility rebate, $240,000 for Mercer/Scanlon with $0 Prior Expenditures 2017 2018 2019 2020 2021 Total 295,000 CONSTRUCTION 240,000 240,000 Total Total 240,000 240,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 295,000 GO BONDS 240,000 240,000 Total Total 240,000 240,000 IIbis project will srgnrtrcantly reduce operating costs and energy consumption in multiple Iacurtres. Typical average annual energy savings on projects oI to type ranee 8-12% of the cost of the Proi mt. Estimated savines is $10.000 per vent. Y�i7 Project# R4336 Project Name Recreation Center Lobby Remodel GRANTEE NONE SCORE 47 MATCH% NONE TIFDISTRICT None Deseiiption Total Project Cost: $160,000 3emodel firs[ floor lobby area of the Robert A. Lee Recreation Center to include expansion addition of indoor play equipment, and remodel mum cc to the adminstmtive offices. Department PARKS & RECREATION Contact Chad Dyson Type One Phase Useful Life 20 years Category Recreation Priority Essential (2) Status Active Justification This project will complete the customer servicetransition that was started in 2013. The project will enhance the usable space in the lobby for patron activity and Aeservation of programs. Could beutilized for parties and rentals for additional revenue. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 145,000 145,000 Total 160,000 160,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 160,000 160,000 room space Total 160,000 160,000 Vii:] spaces costs. Project # R434O Project Name Pedestrian Mall Reconstruction GRANTEE NONE SCORE 70 MATCH% NONE TIFDISTRICT City -University eription Total Project Cost: $6,950,000 Department PARKS & RECREATION Contact Geoff Train Type One Phase Useful Life 40 Years Category Parks Maintenance Priority Critical (1) Status Pendine this protect is pail of the downtown streetscapemaster plan. This protect updates the Blackbawk mini park and the cast and west wings of the pedestnan mall. The project includes replacing brick pavers, new landscape and lighting, enhanced fountain fighting, 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 gather space. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 720,000 720,000 CONSTRUCTION 2,600,000 2,600,000 5,200,000 INSPECTION 200,000 200,000 400,000 ADMINISTRATION 200,000 200,000 400,000 CONTINGENCY 30,000 100,000 100,000 230,000 Total 750,000 3,100,000 3,100,000 6,950,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 750,000 3,100,000 3,100,000 6,950,000 Total 750,000 3,100,000 3,100,000 6,950,000 YID] Project # R4341 Project Name Creekside Park Redevelopment GRANTEE NONE SCORE 58 MATCH% NONE TIFDISTRICT None Total Project Cost: $328,000 99 Justification Identified as a ononty in the Parks and Recreation Master Plan. Department PARKS & RECREATION Contact Jufi Seydell-Johnson Type One Phase Useful Life 20 years Category Parks Maintenance Priority Essential (2) Status Active Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 28,000 28,000 CONSTRUCTION 300,000 300,000 Total 28,000 300,000 328,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 328,000 328,000 Total 328,000 328,000 Project# RNEW10 Project Same Cardigan Park Development GRANTEE NONE MATCH % NONE Description )evelop newly acquired Dark land located near SCORE 44 TIFDISTRICT None Total Project Cost: $170,000 Justification 7s area oIIowa Citv is continuine to develop with multi -family housine smroundine three sides of this new Dark. Department PARKS & RECREATION Contact Jufi Seydell-Johnson Type One Phase Useful Life 20 years Category Parks Maintenance Priority Essential (2) Status Pendine Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 150,000 150,000 Total 170,000 170,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 150,000 150,000 PARK DEDICATION FEES 20,000 20,000 Total 170,000 170,000 Budget Impact/Other 541 per year. Project # RNEW 13 Project Name Recreation Center ADA Improvements GRANTEE NONE SCORE 84 MATCH% NONE TIFDISTRICT None Total Project Cost: $700,000 Department PARKS & RECREATION Contact Chad Dyson Type Multi -Phase Useful Life 25 years Category Recreation Priority Critical (1) Status Pendine The 2014 AOA survey of the Robert A. Lee Recreation Center lacdity indicated a number of code issues, including restroom and locker room accommodations, handrails, interior space issues, signage and furnishings. This project would bring the facility up to current ADA, mechanical and plumbing codes, and modernize the 1960 design to current public needs and enhance operational efficiencies. The project will also address the two level multiple entry problems and involve remodeling the second level to address ADA code matters with offices and workspaces. A large pail of the work would also involve replacing the corroded cast iron nlumbine systems from the boiler room to the locker rooms and restrooms. Justification The Robert A. Lee Recreation Center ism old and heavily used facility providing citizens with a wide range of health and leisure activities. This project will enhance the divisions service delivery to our citizens and improve the overall aesthetics of the facility. The ADA updates and mechanical updates are a critical need for the facilitv to continue to provide anurouriate services to our community. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 45,000 45,000 CONSTRUCTION 625,000 625,000 CONTINGENCY 30,000 30,000 Total 700,000 700,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 700,000 700,000 Total 700,000 700,000 Budget Impact/Other less than YYJ Project tt RNEW 16 Project Name Mercer Park Pool Improvements GRANTEE NONE SCORE 61 MATCH% NONE TIFDISTRICT None two ;paceto two separate shower spaces Total Project Cost: $530,000 Department PARKS & RECREATION Contact Chad Dyson Type One Phase Useful Life 25 years Category Recreation Priority Efficiency Improvement (3) Status Pendine a Justification The bulkheads have passed their life expectancy and have become mostly inoperatable. The tiles on the deck have become chipped and worn to the point that yearly -eplacements areno longer cost effective. The recommendation is to replace the tile deck with flooring consistent with the RAL pool which is easier to maintain mdclean. The current layout of the women's locker mom is inefficient for operations. The change in the locker room layout will provide better access for patrons xith special needs and their aids. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 485,000 485,000 OTHER 35,000 35,000 Total 530,000 530,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 530,000 530,000 Total 530,000 530,000 543 Project # RNEW 17 Project Name Mercer Park Ball Diamond #4 Renovation GRANTEE NONE SCORE 27 MATCH% NONE TIFDISTRICT None Description Total Project Cost: $374,000 This project would reconfigure ball diamond #4 at Mercer Park to reallign the field to a NW oreintation. Ibi7 Fencing, and spectator areas. It would also require the repositioning of the existing field lights. Justification Ibe current confiemation is inconsistent with the other three diamonds in the Dark. It would allow for increase Department PARKS & RECREATION Contact Chad Dyson Type One Phase Useful Life 20 years Category Recreation Priority Efficiency Improvement (3) Status Pendine and case of maintenance. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 17,000 17,000 CONSTRUCTION 340,000 340,000 CONTINGENCY 17,000 17,000 Total 374,000 374,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 374,000 374,000 Total 374,000 374,000 Budget Impact/Other renovate field with better Project# RNEW18 Project Name New West Side Park Development GRANTEE NONE SCORE 24 MATCH% NONE TIFDISTRICT None revenue Department PARKS & RECREATION Contact Jufi Seydell-Johnson Type One Phase Useful Life 40 Years Category Parks Maintenance Priority Essential (2) Description I Total Project Cost: 5300,000 Status Pending New nark develop neat on Oben Space Land Dedication near Slothhower & Rhohret Rd. Justification to serve Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 300,000 300,000 Total 300,000 300,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 300,000 300,000 Total 300,000 300,000 544 Project# RNEW2 Project Name Cemetery Shop Roof Replacement GRANTEE NONE MATCH % NONE SCORE 29 TIFDISTRICT None Total Project Cost: $51,750 Department PARKS & RECREATION Contact Russell Buffington Type One Phase Useful Life 20 years Category Cemetery Priority Essential (2) Status Pendine Justification Current flat roof was installed in 2000 with a 10 vear material warranty and a 15 vear workmanship waimnty. Recently inspected with need for replacement. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 6,750 6,750 CONSTRUCTION 45,000 45,000 Total 51,750 51,750 Funding Sources 2017 2018 2019 2020 2021 Total GENERAL FUND 51,750 51,750 Total 51,750 51,750 RNEWS Department PARKS & RECREATION Project # Contact ZacharyHall Project Name Terry Trueblood Recreation Area Parking Expansion Type One Phase GRANTEE NONE SCORE 39 Useful Life 40 Years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $225,000 Status Pending Expansion of theparking areas with addition of 100 parking spaces at the Terry Trueblood Recreation Area lodge and lake. Justification leery 1rueblood Recreaton Arca mltllls the Park Master Plan goal Ior large community gatnermg space- except Ior menumber oI parKmg spaces available. Auumg additional parking spaces will increase the capacity of this park for large events and rentals. 'Ilse popularity of the lodge and lake has made it apparent that expanded parking on the north end of the park is needed. Parking space capacity and damageto non -parking areas due to overflow parking is continually an issue durm2 our active season. The original design Plans for area allowed for expanded Parkm areas in the future. Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 225,000 225,000 Total 225,000 225,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 225,000 225,000 Total 225,000 225,000 Y67 Project # BNEW 6 Project Name Fairmeadows Playground and Shelter GRANTEE NONE MATCH % NONE Justification SCORE 67 TIFDISTRICT None young Total Project Cost: $75,000 Department Contact Tvpe Useful Life Category Prioritv Status PARKS & RECREATION Zachary Hall One Phase 20 years Parks Maintenance Essential (2) (Parks Master -Plan calls for more services in low income neighborhoods. This project would construct an updated small child playground and shelter in a location that would achieve better ADA acessibilitv. The small child focus has been chosed to compliment the larger, older children vlavground available at adi ac®t school. Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 75,000 75,000 Total 75,000 75,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 75,000 75,000 Total 75,000 75,000 Budget Impact/OtherItis action is nuetral to the operating budget as it replaces/updates cumnt facilties. Project# RNEW7 Project Name Wetherby Bathroom and Shelter Upgrades GRANTEE NONE MATCH % NONE SCORE 64 TIFDISTRICT None Total Project Cost: $300,000 Replacement of outdated restroom, shelter and playground. Install a "destination playground". Justification Department PARKS & RECREATION Contact ZacharyHall Type One Phase Useful Life 20 years Category Parks Maintenance Priority Essential (2) Status Pending asset community use and engagement in the SE District. It is also the last in the Park system to have funding designated for upgrading to thenew restroom and Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 300,000 300,000 Total 300,000 300,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 300,000 300,000 Total 300,000 300,000 Budget Impact/OtherItis action is nuetral to the operating budget as it replaces/updates current facilties. YI:i Project# RNEW9 Project Name Chadek Green Park Development GRANTEE NONE SCORE 44 MATCH% NONE TIFDISTRICT None etiption Total Project Cost: $175,000 lop restroom, shelter and playground near community gardens at Chadek Green Park. Department PARKS & RECREATION Contact Jutr Seydell-Johnson Type One Phase Useful Life 20 years Category Parks Maintenance Priority Essential (2) Status Pendine Justification Foster,; healthy neighborhoods and grows local foods economy by adding user requested ammenities to this large community garden site. Ibese improvement also add nark amenities to the Central District which has fever than other districts. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 150,000 150,000 Total 175,000 175,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 175,000 175,000 Total 175,000 175,000 restroom, shelter and playground. The estimated increase is less than $10,000 per EVA Project # Y4438 Project Name police Department Flooring & Cabinets GRANTEE NONE MATCH % NONE SCORE 46 TIFDISTRICT None Department POLICE Contact Bill Campbell Type One Phase Useful Life 10 years Category Police Priority Aesthetic Improvement (4) seliption Total Project Cost: $135,084 Status Active firing replacment for the Police Department, this includes furniture moving and storage, and the demolition and removal of existing flooring material in coondor offices at approximately $6.60/sf for carpet tile in fust (6334 si) and second floor (2654 si) is $6.60 (8988 gross si)= $59,320.80 and resiliant vinyl in stairwell ween police and fire, from lower level to second floor) is $3,400., and urethane flooring in Lower level (2372 si) is $35,580 ; fora total of $98,300.80 for ring replacement. Demolition and replacing floor and wall cabinets in the first floor record and report writing room are commercial/industrial built in cabinets Justification F rrentflooring in the Police Department is worn andstained. This project would include new flooring for the lower level (possibly an epoxyorsomethign similar), w flooring for themain level(to mIcude carpet squares in office space and heavy duty vinyl in hallways), new flooring for the uppper level (carpet squares), and or wrap for the stair case between the Police and Fire Departments. The Department routinely has members of the public that enter the Department to rep...o —o..L-41...m--A f�L-f-..m n -c —1,ao..fI---fo.i.... l....., "..... .i— " fl,o ilo....—f......o. —1 Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 135,084 135,084 Total 135,004 135,004 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 135,084 135,084 Total 135,004 135,084 Y[7 Project # M3629 Department PUBLIC WORKS PUBLIC WORKS 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 Strom Water MATCH % NONE TIFDISTRICT None Priority Efficiency Improvement (3) Description Total Project Cost: 5375,000 Status Active This project will make storm sewer improvements on Normandy Drive. This project replaces a failing corrugated metal pipe. The improvements will includes modified intake structure with a valve to allow for installation of salvaged pumps to allow for more efficient pumping. Active This project will make storm sewer and gate structure modifications on Stevens Drive to allow for installation of salvaged pumps to allow for more efficient Justification During flood events, the modification will allow for more efficient pumping of storm water. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 350,000 350,000 Total 375,000 375,000 Funding Sources 2017 2018 2019 2020 2021 Total STORM WATER FUND 375,000 375,000 Total 375,000 375,000 Project # M363O Expenditures Department PUBLIC WORKS 25,000 CONSTRUCTION Contact Ron Knoche Project Name Stevens Drive Storm Sewer Improvements Type One Phase GRANTEE NONE SCORE 48 Useful Life 50 years MATCH % NONE TIFDISTRICT None Category Storm Water Priority Efficiencylmprovement(3) Total Project Cost: 5375,000 Description I stains Active This project will make storm sewer and gate structure modifications on Stevens Drive to allow for installation of salvaged pumps to allow for more efficient pumping. Justification During flood events, themodification will allow for more efficient pumping of storm water. Prior Expenditures 2017 2018 2019 2020 2021 Total 25,000 CONSTRUCTION 350,000 350,000 Total Total 350,000 350,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 25,000 STORM WATER FUND 350,000 350,000 Total Total 350,000 350,000 amount otstalling necessary to YF] Project # M3631 Project Name Annual Storm Water Improvements GRANTEE NONE MATCH % NONE Description IL is ism annual project that will repai Justification IL is moiect is reauired to maintain the SCORE 51 TIFDISTRICT None Total Project Cost: $1,440,000 storrpwater system and to make imnrovemeats where Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Ben Clark Annual 50 years Storm Water Essential (2) Active Prior Expenditures 2017 2018 2019 2020 2021 Total 240,000 CONSTRUCTION 240,000 240,000 240,000 240,000 240,000 1,200,000 Total 750,000 Total 240,000 240,000 240,000 240,000 240,000 1,200,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 240,000 STORM WATER FUND 240,000 240,000 240,000 240,000 240,000 1,200,000 Total Total 240,000 240,000 240,000 240,000 240,000 1,200,000 Budget Impact/Other Le Impact of this project on Project # M3632 Project Name Lower Muscatine Area Storm Sewer Improvements Department PUBLIC WORKS Contact Jason Havel Type One Phase GRANTEE NONE SCORE 27 Useful Life 50yems MATCH % NONE TIFDISTRICT None Category Storm Water 525,000 INSPECTION Priority Essential (2) cription Total Project Cost: $750,000 1 Staffs Active project will install new storm sewer and intakes along Deforest Avenue, Franklin Street, Asb Street, Pine Street and Spruce Street near their intersections with Justification vlost streets in the nergbborhood around Lower Muscatine Road bave mmunal storm sewer/intakes. During beavier ram events, storm water running down side Greets creates flooding issues on Lower Muscatine Road and Sycamore Street. This project aims to collect storm water firm the side streets prior to it collecting on Expenditures 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 Total STORM WATER FUND 75,000 675,000 750,000 Total 75,000 675,000 750,000 Budget Impact/Other Wditional storm sewer and costs. Y.Y�] per year. Project # P3959 Project Name Public Works Facility GRANTEE NONE MATCH % NONE this project replaces the equipment storage, :ollection, and equipment divisions. Justification SCORE 47 TIFDISTRICT None Total Project Cost: $12,000,000 Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 40 Years Category Public Works Administration Priority Efficiency Improvement (3) Status Active storm 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 -nt facilities occupy a space that is a prime commercial location adjacent to the Rivertront Crossings area. The Master Plan for the new facility is currently Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 700,000 700,000 CONSTRUCTION 3,750,000 6,850,000 10,600,000 INSPECTION 200,000 200,000 CONTINGENCY 500,000 500,000 Total 4,450,000 7,550,000 12,000,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 200,000 EQUIPMENT FUND 1,100,000 1,100,000 Total GENERAL FUND 2,500,000 2,500,000 GO BONDS 700,000 700,000 1,400,000 LANDFILL FUND 2,500,000 2,500,000 REFUSE COLLECTION FUND 500,000 500,000 ROAD USE TAX FUND 1,000,000 1,000,000 2,000,000 SALE OF LAND 1,000,000 1,000,000 STORM WATER FUND 300,000 300,000 WATER FUND 500,000 500,000 costs Total 4,200,000 7,600,000 11,800,000 to an increase in the cost 551 create Project # P3974 Project Name Riverside Drive Pedestrian Tunnel GRANTEE NONE SCORE 62 MATCH % NONE TIF DISTRICT Riverside Drive Description Total Project Cost: $1,554,714 2onstmct a pedestrian tunnel through the railroad overpass on the west side of Riverside Dir Justification Ibis will help sour the development plans of the Hariwie 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 2017 2018 2019 2020 2021 Total 120714 CONSTRUCTION 1,434,000 1,434,000 Total Total 1,434,000 1,434,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 120,714 GO BONDS 1,434,000 1,434,000 Total Total 1,434,000 1,434,000 Budget Impact/Other Opemting costs will increase due to the required maintenance of the tunnel. Theestimated increase in opemtine costs is less than $10.000 Der vear. Y.9J Project # P3977 Project Name Riverside Drive Streetscape Improvements GRANTEE NONE SCORE 57 MATCH % NONE TIF DISTRICT Riverside Drive ,crintion Total Project Cost: $896,000 Department PUBLIC WORKS Contact Karen Howard Type Multi -Phase Useful Life 50 years Category Public Works Administration Priority Aesthetic Improvement (4) Status Pendine )nve streetscape unprovements includes consolidation of dnvmays, undergrounding utLLdies, and mstallmg sidewalks and landscapmg. Installs per Phase I of the Riverside Drive Streetscape Master Plan, finm along the west side of Riverside Drive from Myrtle Avenue to Benton Street and comer from Benton to Orchard Street. Project will be done in concert with thepedeshian tunnel through RR embankment and Myrtle Street intersection Justification Implements Phase of the Riverfmnt Crossings plan. Supports redevelp r ent of commerical and residential properties along Riverside Drive and adjacent to the Iowa River. Enhances entryway to Miller Orchard Neighborhood on Benton Street and the south entrance to the University of Iowa on Riverside Drive. Improves Prior Expenditures 2017 2018 2019 2020 2021 Total 75,000 CONSTRUCTION 616,000 205,000 821,000 Total Total 616,000 205,000 821,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 616,000 205,000 821,000 TAX INCREMENT FINANCING 75,000 75,000 Total 691,000 205,000 896,000 new 553 expenses Project tt PNEW 1 Project Name West Riverbank Stabilization and trail GRANTEE NONE MATCH % NONE SCORE 66 TIFDISTRICT Riverside Drive Total Project Cost: $4,400,000 Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 40 Years Category Public Works Administration Priority Critical (1) Status Pendine k'mal design Ior and slabitizatmn of the west bank of the town River Ivan Benton Street to Hwy 6 and completion of the trot connection. Original design Ior trot project was completed by Shive-Hattery in 1997. Feasibility level study and Class 4 opinion of probable cost for bank stabilization completed by McLaughlin Whitewater Design Group based on survey work completed by Shoemaker & Haaland in 2013. 2013, as part of the Iowa River Restoration Project, Shoemaker & Haaland surveyed sections of the damaged west bank to aerial topography from Ayres study er 2008 flood. Drastic bank erosion has occurred since 2008 (17 feet horizontally and 10 feel vertically). Loss of armoring and vegetation after 2008 flood leaves icb the west bank highly susceptible to finflrer erosion, threatening existing commercial buildings, health of the aquatic environment, and reduces the potential Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 400,000 4,000,000 4,400,000 Total 400,000 4,000,000 4,400,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 400,000 4,000,000 4,400,000 Total 400,000 4,000,000 4,400,000 554 Project # S3809 Project Name Iowa City Gateway Project (Dubuque St) Department PUBLIC WORKS Contact Melissa Clow Type One Phase GRANTEE EDA/STP SCORE 71 Usefu1Life 50years MATCH % NONE TIF DISTRICT None Category Street Operations Priority Critical (1) Deseliption Total Project Cost: $51,794,624 Status Active This 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 firm 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 shut down 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 bicycle transportation and more. Prior Expenditures 2017 2018 2019 2020 2021 Total 8727042 CONSTRUCTION 30,000,000 9,882,876 39,882,876 INSPECTION 1,250,000 834,706 2,084,706 Total CONTINGENCY 750,000 350,000 1,100,000 Total 32,000,000 11,067,582 43,067,582 Prior Funding Sources 13,332,364 FEDERAL GRANTS Total GO BONDS 18,262,595 LOCAL OPTION SALES TAX STORM WATER FUND 2,000,000 WASTEWATER FUND 2017 2018 7,699,665 2,500,000 5,500,000 18,262,595 500,000 2,000,000 2,000,000 2019 2020 2021 Total 7,699,665 8,000,000 18,262,595 500,000 4,000,000 Total 30,462,260 8,000,000 38,462,260 expenses pavements Y.Y.7 Project # S3814 Project Name Annual Traffic Signal Projects GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None Total Project Cost: $1,050,000 Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 20 years Category Street Operations Priority Efficiency Improvement (3) Status Active IIDis prosect replaces or atltls tratlic signals at intersections with outdated tratlic signal equipment or at dangerous and uncontrolled intersections. this prosect is only fimded if there is an intersection in need. Justification The addition and replacement of traffic signal equipment ensures the safe flow of traffic, maintains equipment with updated technology, provides for better fuel mileage consumption for motorists, and reduces traffic accidents dueto unimproved intersections. Prior Expenditures 2017 2018 2019 2020 2021 Total 300,000 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 2017 2018 2019 2020 2021 Total 300,000 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 Justification SCORE 40 TIFDISTRICT None Total Project Cost: $135,000 Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 40 Years Category Street Operations Priority Efficiency Improvement (3) Status Active Prior Expenditures 2017 2018 2019 2020 2021 Total 50,000 CONSTRUCTION 25,000 15,000 15,000 15,000 15,000 85,000 Total Total 25,000 15,000 15,000 15,000 15,000 85,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 50,000 ROAD USE TAX FUND 25,000 15,000 15,000 15,000 15,000 85,000 Total Total 25,000 15,000 15,000 15,000 15,000 85,000 nature atltls maintenance expense to the City's operating budgetibe estimated increase in operating expenses Y.Y:i Project # S3821 Project Name Overwidth Paving -Sidewalks GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None Total Project Cost: $155,000 pavement on Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 20 years Category Street Operations Priority Efficiency Improvement (3) Status Active Justification 71s maiect allows the expansion of infrastructure to accommodate additional growth and public demands in new developments. Prior Expenditures 2017 2018 2019 2020 2021 Total 50,000 CONSTRUCTION 25,000 20,000 20,000 20,000 20,000 105,000 Total 50,000 Total 25,000 20,000 20,000 20,000 20,000 105,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 50,000 ROAD USE TAX FUND 25,000 20,000 20,000 20,000 20,000 105,000 Total 'Total 25,000 20,000 20,000 20,000 20,000 105,000 BudgetImpacUOther 'This project 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: $700,000 IAmmal appropriation For the construction of ADA accessible curb ramps. Justification III is program is to Department PUBLIC WORKS Contact DavePanos Type Annual Useful Life 40 Years Category Street Operations Priority Critical (1) Status Active Prior Expenditures 2017 2018 2019 2020 2021 Total 200,000 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 2017 2018 2019 2020 2021 Total 200,000 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 BudgetImpacUOther 'This project creates additional infrastructure to maintain. The estimated increase in operating costs is negligible. Y.�1 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 ILe C1tv's brick streets require continual maintenance and nodules in order to maintain in acceutable condition for drivers. Prior Expenditures 2017 2018 2019 2020 2021 Total 40,000 CONSTRUCTION 20,000 15,000 15,000 15,000 15,000 80,000 Total 1,498,350 Total 20,000 15,000 15,000 15,000 15,000 80,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 40,000 ROAD USE TAX FUND 20,000 15,000 15,000 15,000 15,000 80,000 Total Total 20,000 15,000 15,000 15,000 15,000 80,000 Budget Impact/Other than Project # S3824 Project Name Annual Pavement Rehabilitation GRANTEE NONE SCORE 65 MATCH% NONE TIFDISTRICT None Total Project Cost: $10,848,431 Justification expenses Department PUBLIC WORKS Contact DavePanos Type Annual Useful Life 20 years Category Street Operations Priority Critical (1) Status Active Ihis is protect is necessary to maintain the cdv's street mirastmcture at an acceptable level. l Prior Expenditures 2017 2018 2019 2020 2021 Total 2,355,812 PLANNING/DESIGN 100,000 100,000 100,000 100,000 100,000 500,000 CONSTRUCTION 1,299,219 1,398,350 1,498,350 1,598,350 1,698,350 7,492,619 Total 1,499,219 1,598,350 1,698,350 1,798,350 1,898,350 8,492,619 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 1,499,219 1,598,350 1,698,350 1,798,350 1,898,350 8,492,619 Prior Funding Sources 2017 2018 2019 2020 2021 Total 2,355,812 ROAD USE TAX FUND 1,382,000 1,482,000 1,582,000 1,682,000 1,782,000 7,910,000 Total UTILITY FRANCHISE TAX 117219 116,350 116,350 116,350 116,350 582,619 Total 1,499,219 1,598,350 1,698,350 1,798,350 1,898,350 8,492,619 Budget Impact/Other than Y.Y7 expenses Project # S3826 Project Name Underground Electrical Facilities GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None Total Project Cost: $1,263,036 Department Contact Type Useful Life Category Priority Status (Annual average expense to convert overhead etectncal systems to underground. Dubuque Street. Riverside Drive. and Gilbert Street are currently the priority corridors for undereroundine electrical facilities. Justification PUBLIC WORKS Ron Knoche Annual 20 years Street Operations Essential (2) Active ITlie City receives franchise fees from utility services. A portion of thesefees 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 2017 2018 2019 2020 2021 Total 389,106 CONSTRUCTION 175,830 174,525 174,525 174,525 174,525 873,930 Total Total 175,830 174,525 174,525 174,525 174,525 873,930 Prior Funding Sources 2017 2018 2019 2020 2021 Total 389,106 UTILITY FRANCHISE TAX 175,830 174,525 174,525 174,525 174,525 873,930 Total Total 175,830 174,525 174,525 174,525 174,525 873,930 Project # S3827 Project Name Annual Complete Streets Improvements Department PUBLIC WORKS Contact Ron Knoche Type Annual GRANTEE NONE SCORE 45 Useful Life 20 years MATCH % NONE TIF DISTRICT None Category Street Operations Priority Efficiency Improvement (3) ',etiption Total Project Cost: $900,000 Status Active is an annual project to study and reconstruct some of the City's major street and road corridors for conversion to "complete" streets. Improvement projects will le construction of bike lanes, sidewalks, and other features that will improve roadways and streets to promote equal access and usability for all modes of mutation including bicycles, pedestrians, buses, and cars. Projects will also fund the conversion of fora lane roads into three lane roads in certain areas that are Justification greener, more a more sustainable environment. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 50,000 25,000 25,000 25,000 25,000 150,000 CONSTRUCTION 250,000 125,000 125,000 125,000 125,000 750,000 Total 300,000 150,000 150,000 150,000 150,000 900,000 Funding Sources 2017 2018 2019 2020 2021 Total ROAD USE TAX FUND 300,000 150,000 150,000 150,000 150,000 900,000 Total 300,000 150,000 150,000 150,000 150,000 900,000 IIbe impact of the operating budget is negligible. XX1 Project # S3828 Project Name Sidewalk Infill Program GRANTEE NONE MATCH % NONE SCORE 40 TIFDISTRICT None Total Project Cost: $300,000 IBienmal program to construct sidewalks wbere gaps exist. Justification Department PUBLIC WORKS Contact Josh Slattery Type Multi -Phase Useful Life 20 years Category Street Operations Priority Essential (2) Status Active rlbis mviect improves the citv's transportation system for pedestrians and bicvcles by filline in portions of the sidewalk network that have seements missing. Prior Expenditures 2017 2018 2019 2020 2021 Total 100,000 CONSTRUCTION 100,000 100,000 200,000 Total Total 100,000 100,000 200,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 100,000 GO BONDS 100,000 100,000 200,000 Total 'Total 100,000 100,000 200,000 BudgetImpact/Other Lis project creates additional infrastructureto meratine costs is negligible. Project # S3834 Department PUBLIC WORKS Contact Ron Knoche Project Name Burlington & Madison Intersection Improvements Type One Phase GRANTEE TSIP/STP SCORE 72 Useful Life 20 years MATCH % NONE TIF DISTRICT None Category Street Operations Priority Efficiency Improvement (3) Description Total Project Cost: $2,537,524 Status Active This project will reconstruct the intersection of Burlington and Madison to add turn lanes on Madison, signal improvements, and the replacement of water and sewer mains. The project also includes a landscaped median fipm 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. Justification rlbis proiect improves pedestrian and vehicle movements at the Burlington and Madison intersection creating greater safely for pedstrians. Prior Expenditures 2017 2018 2019 2020 2021 Total 137,524 PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 2,200,000 2,200,000 Total INSPECTION 100,000 100,000 Total 2,400,000 2,400,000 Prior Funding Sources 537,5241 FEDERAL GRANTS Total OTHER STATE GRANTS 2017 2018 2019 2020 2021 Total 1,511,000 1,511,000 500,000 500,000 Total 2,011,000 2,011,000 Y:fr] Project # S3843 Project Name Annual RR Crossings City Wide GRANTEE NONE MATCH % NONE Justification SCORE 40 TIFDISTRICT None Total Project Cost: $140,000 Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 40 Years Category Street Operations Priority Essential (2) Status Active ITbis project repairs railroad intersections to improve the flow of traffic and to reduce accidents and damages due to poor crossings. Prior Expenditures 2017 2018 2019 2020 2021 Total 40,000 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 2017 2018 2019 2020 2021 Total 40,000 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 Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expeases less than $10.000 Der vear. Y.Yi Project # S3854 Project Name American Legion Rd -Scott Blvd to Taft Ave GRANTEE STP SCORE 70 MATCH % 70% TIF DISTRICT 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 Dject will include the study ofthe intersection of Scott Boulevard and Muscatine Avenue/American Legion Road to determine the preferred tratfrc control es to reduce delay/congestion. The study will 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 Io addition to residential development along this mad, the Iowa City Community School District has purchased a site along this street to build a new elementary Expenditures 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 Total CONTRIBUTIONS & 100,000 100,000 DONATIONS FEDERAL GRANTS 2,240,660 2,240,660 GO BONDS 5,459,340 5,459,340 Total 7,800,000 7,800,000 Budget Impact/Other I'Ihis project will replace old mlrastmctum wbicb sbould reduce operating costs, but also adds additional pavement and trans which will require additional maintenance. 'The net impact of the changes on the Citv's operating budget will be an increase of less than $10.000 Der vear. Y:YJ Project # S3910 Project Name Annual Bridge Maintenance & Repair GRANTEE NONE MATCH % NONE Justification SCORE 60 TIFDISTRICT None Total Project Cost: $1,400,000 Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Jason Havel Annual 20 years Street Operations Critical (1) Active (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 iointsibridge decks will be nrtformed on 3 bridges. Prior Expenditures 2017 2018 2019 2020 2021 Total 100,000 PLANNING/DESIGN 25,000 25,000 25,000 25,000 100,000 CONSTRUCTION 300,000 175,000 175,000 175,000 175,000 1,000,000 Total INSPECTION 15,000 15,000 15,000 15,000 60,000 ADMINISTRATION 35,000 35,000 35,000 35,000 140,000 Total 300,000 250,000 250,000 250,000 250,000 1,300,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 100,000 ROAD USE TAX FUND 300,000 250,000 250,000 250,000 250,000 1,300,000 Total Total 300,000 250,000 250,000 250,000 250,000 1,300,000 Budget Impact/Other Ibrs Protect will reduce opemtmg costs due to the upkeep and mamtarnance of older infrastructure. fbe reduction in operating costs is negbgmte. l Project # S3932 Project Name LED Streetlight Replacement Department PUBLIC WORKS Contact Ron Knoche Type Annual GRANTEE NONE SCORE 53 Useful Life 20 years MATCH % NONE TIF DISTRICT None Category Street Operations Priority Essential (2) Total Project Cost: $500,000 Description 1 stains Active Ibis project will retrofit existing city owned streetlights with LED technology. Estimated payback period for LED streetlights is 3.5 years. Justification Prior 125,000 Total create Expenditures 2017 2018 2019 2020 2021 Total EQUIPMENT 75,000 75,000 75,000 75,000 75,000 375,000 Total 75,000 75,000 75,000 75,000 75,000 375,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 125,000 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 will decrease street lighting costs by 30% and streets overtime for replacing bulbs when the project is complete. The accumulated savings will be in YM Project # S3933 Project Name Myrtle/Riverside Intersection Signalization GRANTEE NONE SCORE 45 MATCH % NONE TIF DISTRICT Riverside Drive eription Total Project Cost: $900,000 dization of the intersection based on warrants. The Protect will also included necessar Department PUBLIC WORKS Contact Kea[Ralston Type One Phase Useful Life 20 years Category Street Operations Priority Essential (2) Status Active Justification This project will be necessary to provide a safe pedestrian crossing of Riverside Drive. This project has becomenecessary with the decision to move forward with the Riverside Drive Pedestrian Tunnel Protect. Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 900,000 900,000 Total 900,000 900,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 900,000 900,000 Total 900,000 900,000 Budget Impact/Other 10peratmg and marntence costs will be amount until refinement is needed. Additional expenditures are estimated at less than $10,000 per year. Y:L! Project# S3934 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 firm its current terminus cast of Gilbert St to Svcamore 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 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 Total GO BONDS 2,875,000 2,875,000 STORM WATER FUND 500,000 500,000 Total 3,375,000 3,375,000 JNmmal street maintenance activities - will add approximately 3,000 feet to arterial street system. Estimated annual expenditures are less than $10,000 per year. Project# S3935 Project Name Prentiss Street Bridge Replacement Department PUBLIC WORKS Contact Jason Havel Type One Phase GRANTEE LOOT SCORE 80 Useful Life 50yems MATCH % 20% TIFDISTRICT None Category Street Operations 875,000 INSPECTION Priority Critical (1) seription Total Project Cost: $1,200,000 Status Active project will include the removal and replacement of the existing triple corrugated metal pipe culverts with new reinforced concrete box culverts. Ibe pmj ect also include removal and replacement of downstream Ralston Creek slope protection, upsizing storm sewer along Prentiss Street and removal and replacement 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 structurewith a 20 -ton weight embargo due to its current condition. In addition, the existine storm sewer alone Prentiss Street is undersized and has a history of surchareine durine large rain events. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 125,000 125,000 CONSTRUCTION 875,000 875,000 INSPECTION 50,000 50,000 ADMINISTRATION 50,000 50,000 CONTINGENCY 100,000 100,000 Total 125.000 1,075,000 1,200,000 Funding Sources 2017 2018 2019 2020 2021 Total FEDERAL GRANTS 820,000 820,000 ROAD USE TAX FUND 125.000 205,000 330,000 WATER FUND 50,000 50,000 Total 125,000 1,075,000 1,200,000 Project# S3936 Project Name Melrose Avenue Improvements GRANTEE STP MATCH % 20% reconstruct Justification SCORE 55 TIFDISTRICT None Total Project Cost: $4,000,000 nm Highwav 218 to Held Avenue, IMelrose Avmue/IW V Road is in Door condition and needs to be reconstructed to current design standards. Department PUBLIC WORKS Contact Jason Havel Type One Phase Useful Life 50 years Category Street Operations Priority Essential (2) Status Active Expenditures 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 Total FEDERAL GRANTS 930,000 930,000 GO BONDS 1,470,000 1,470,000 OTHER LOCAL 1,600,000 1,600,000 GOVERNMENTS Total 4,000,000 4,000,000 M Project # S3939 Project Name Dubuque Street Reconstruction GRANTEE NONE SCORE 61 MATCH% NONE TIFDISTRICT City -University eription Total Project Cost: $1,364,500 Department PUBLIC WORKS Contact Geoff Train Type One Phase Useful Life 50 years Category Street Operations Priority Critical (1) Status Pending this protect is part of the downtown streetscape master plan. This project reconstructs Dubuque Street from Washmgtm to Iowa Avenue. The project also mproves sidewalk pavement, addresses critical utility updates, and enhances the retail environment with stmetscape components. Justification Dubuque Street ism important link in Downtown as is often the entry way for visitors into the area. The project will narrow the mad creating a more pedestrian friendly environment and allowing for enhanced retail areas. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 132,000 132,000 CONSTRUCTION 880,500 000,500 INSPECTION 132,000 132,000 CONTINGENCY 220,000 220,000 Total 1,364,500 1,364,500 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 1,264,500 1,264,500 STORM WATER FUND 100,000 100,000 Total 1,364,500 1,364,500 YH7 Project # SNEW 1 Project Name Kirkwood Avenue to Capitol Street Connection GRANTEE STP SCORE 54 MATCH % 50% TIF DISTRICT Riverfinnt Crossings zcrinfrnn Total Project Cost: $3,000,000 to Kirkwood Ave, to create Department PUBLIC WORKS Contact John Yapp Type One Phase Useful Life 50 years Category Street Operations Priority Essential (2) Status Pending street will separate the Riverfinnt C Park / floodable area firm private property which is anticipated to redevelop at a significantly higher density. Justification This project is necessary to separate floodable Riverfront Crossings Park from private, developable property. It will also Improve access and traffic circulation in this area. Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 3,000,000 3,000,000 Total 3,000,000 3,000,000 Funding Sources 2017 2018 2019 2020 2021 Total FEDERAL GRANTS 1,500,000 1,500,000 GO BONDS 1,500,000 1,500,000 Total 3,000,000 3,000,000 Project # SNEW2 Project Name Foster Rd Elevation design- Laura Dr to No Name Rd GRANTEE NONE SCORE 55 MATCH% NONE TIFDISTRICT None Description Total Project Cost: 5300,000 Ibis project will establish a more reliable access to the Peninsula neighborhood by elevating Foster Rd between I glace in 2018. Justification Ibe Peninsula Neighborhood and surrounding area rely on Foster Road as a single means of access. As this area Department PUBLIC WORKS Contact Doug Boothroy Type One Phase Useful Life 50 years Category Street Operations Priority Critical (1) Status Pending to grow, Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 300,000 300,000 Total 300,000 300,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 300,000 300,000 Total 300,000 300,000 TM -1 Project# SNEW3 Department PUBLIC WORKS DavePanos Contact DavePanos Project Name Governor Street Overlay Type One Phase GRANTEE NONE SCORE 32 Useful Life 20 years MATCH % NONE TIF DISTRICT None Category Street Operations Priority Essential (2) Description Total Project Cost: $375,000 Status Pending This project includes construction items to be completed as a part of the Iowa DOTS 2018 plan to resurface State Jurisdication mutes in Iowa City, including Governor Street from Dodge Street to Burlington and Burlington Street from Van Buren to Governor Street. Justification 'Dense streets arejoint jurisdiction roadways, and the City is responsible for some of the repairs included in the project scope. Including these repairs as part of this proiect is both economical and efficient due to the scope of the DOT mci ect. Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 375,000 375,000 Total 375,000 375,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 375,000 375,000 Total 375,000 375,000 Budget Impact/Other than Project# SNEW4 Project Name Riverside Drive Asphalt Overlay GRANTEE NONE MATCH % NONE SCORE 32 TIFDISTRICT Riverside Drive expenses Department PUBLIC WORKS Contact DavePanos Type One Phase Useful Life 20 years Category Street Operations Priority Essential (2) on I Total Project Cost: $450,000 Status Pending includes construction items to be completed as a part of thelowa DOTS 2018 plan to resurface State Jurisdication mutes in Iowa City, including Hwy Justification some is both economical and efficient due to the scope. Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 450,000 450,000 Total 450,000 450,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 450,000 450,000 Total 450,000 450,000 �Ls] as part Project # SNEW 6 Project Name First Ave/Scott Blvd Intersection Improvements GRANTEE NONE SCORE 53 MATCH% NONE TIFDISTRICT None Total Project Cost: $1,150,000 Le intersection a Department PUBLIC WORKS Contact Jason Havel Type One Phase Useful Life 50 years Category Street Operations Priority Essential (2) Status Pending olabout, to improve traffic moveme Justification Hie current layout of the intersection includes four-way stop control. During peak hours, vehicles experience significant queuing, resulting in increased travel time, ielay and emissions. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 125,000 125,000 LAND/ROW ACQUISITION 75,000 75,000 CONSTRUCTION 750,000 750,000 INSPECTION 50,000 50,000 ADMINISTRATION 50,000 50,000 CONTINGENCY 100,000 100,000 Total 200,000 950,000 1,150,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 1,150,000 1,150,000 Total 1,150,000 1,150,000 571 Project # SNEW 7 Project Name Gilbert Street Intersection Improvements GRANTEE NONE SCORE 57 MATCH% NONE TIFDISTRICT City-University crinfrnn Total Project Cost: $925,000 Department PUBLIC WORKS Contact Jason Havel Type One Phase Useful Life 25 years Category Street Operations Priority Essential (2) Status Pending rolect will upgrade traffic signals and curb ramps at the Gilbert Street/Co0ege Street and Gilbert Street/Washington Street intersections. 'Ibe project will also e existing roadway/pedestrian lighting along the east side of Gilbert Street between College Street and Wasington Street, and on both sides of Washington between Gilbert Street and Van Brain Street. In addition, the existing water main between College Street and Wasbington Street will be upgraded from a 6" Justification lHiese instersections do not have ADA compliant curb ramps, and the traffic signals and roadway lighting are in need of replacement and/orupgrading. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 725,000 725,000 INSPECTION 25,000 25,000 ADMINISTRATION 25,000 25,000 CONTINGENCY 50,000 50,000 Total 100,000 825,000 925,000 Funding Sources 2017 2018 2019 2020 2021 Total GO BONDS 750,000 750,000 WATER FUND 175,000 175,000 Total 925,000 925,000 Project# V3101 Project Name Annual Sewer Main Replacement GRANTEE NONE SCORE 71 MATCH% NONE TIFDISTRICT None ,crintion Total Project Cost: $3,500,000 Department PUBLIC WORKS Contact Daniel Scott Type Annual Useful Life 50 years Category Wastewater Treatment Priority Essential (2) Status Active � this protect consists of annual sanitary sewer repaus and preventive maintenance throughout the sewer system. Justification Ibis work is necessary to prevent sewer cave-ins and blockages that can cause sanitary sewer overflows and basement flooding. Prior Expenditures 2017 2018 2019 2020 2021 Total 1,000,000 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 2017 2018 2019 2020 2021 Total 1,000,000 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 this protect reduces expenditures through the replacement of aged mtrastmcturewith new mhnstmcture. '1Le anticipated savings are less tban $10,000 per year. 573 Project# V3143 Project Name Backup Generator & Electrical System Upgrade GRANTEE NONE MATCH % NONE Description Ibis project upgrades the backup generator protection for the generator. Justification SCORE 39 TIFDISTRICT None Total Project Cost: $3,543,000 Department PUBLIC WORKS Contact Tim Wilkey Type One Phase Useful Life 20 years Category Wastewater Treatment Priority Critical (1) Status Active system. Ibis upgrade also provides flood The existing generator at the South Wastewater Treatment Plant is not sized to ran the entire plant during an emergency situation. This project upgrades the backup generator for peak time load interruption and associated the electrical distribution system. During the last flood event, considerable expense was incurreA protecting the backup system. 'Ibis project would construct permanent flood mitigation measures to protect the backup system against future flood events. 'The W WTP also recently suffered a phase failure of service from our energy provider, causing equipment failures/electrical problems. Existing generator/switch gear did not pick up phase failure event for several hours. Ibis resulted in an approximate loss of $30k for time and materials. The proposed generator/switch gear will prevent this from occurme. Prior Expenditures 2017 2018 2019 2020 2021 Total 43,000 PLANNING/DESIGN 300,000 300,000 CONSTRUCTION 3,000,000 3,000,000 Total INSPECTION 50,000 50,000 CONTINGENCY 150,000 150,000 Prior 3,543,000 Total Total 3,500,000 3,500,000 574 Project# V3145 Project Name Scott Boulevard Trunk Sewer GRANTEE NONE SCORE 30 MATCH% NONE TIFDISTRICT None Total Project Cost: $2,025,000 :urrently serving the Windsor Ridge Subdivision at Department PUBLIC WORKS Contact Jason Havel Type One Phase Useful Life 50 years Category Wastewater Treatment Priority Critical (1) Status Active 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 youth side of American Legion Road. A new trunk sewer will be needed to accommodate continued growth in the area. Expenditures 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 Total REVENUE BONDS 2,025,000 2,025,000 Total 2,025,000 2,025,000 The construction of additional sanitary sewer will result in additional future maintenance costs. The estimated impact on the operating budget is less than $10,000. X67 Project# VNEW2 Department PUBLIC WORKS Contact Daniel Scott Project Name Melrose Court Sanitary Sewer Replacement Type One Phase GRANTEE NONE SCORE 52 Useful Life 50 years MATCH% NONE TIFDISTRICT None Category Wastewater Treatment Priority Essential (2) Description Total Project Cost: $450,000 Status Pending 'Ibis project includes replacement of the sanitary sewer, street pavement and sidewalk along Melrose Court, from Melrose Aveaue to Brookland Park Drive. Justification 'Ibis sewer section has manv problems and historically has high ongoing maintenance costs. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 30,000 30,000 CONSTRUCTION 300,000 300,000 INSPECTION 20,000 20,000 CONTINGENCY 100,000 100,000 Total 450,000 450,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 350,000 WASTEWATER FUND 100,000 100,000 Total Total 100,000 100,000 project will reduce operating expenditures due to the replacement of aging and problematic infrastructure. The estimated annual decrease in operating �L:i Project# VNEW3 30,000 Department PUBLIC WORKS LAND/ROW ACQUISITION 30,000 Contact Daniel Scott Project Name Nevada Ave Sanitary Sewer Replacement 60,000 Type One Phase GRANTEE NONE SCORE 52 Useful Life 50 years MATCH% NONE TIFDISTRICT None Category Wastewater Treatment 15,000 Priority Essential (2) Description Total Project Cost: 5350,000 Status Pending Itis project includes removing and replacing the sanitary sewer along the back vards bebind Nevada Avenue from Lakeside Driveto Wbispering Meadow Drive. Justification ITLis sewer section has manv problems and historically has high ongoing maintenance costs. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 30,000 2019 2020 30,000 LAND/ROW ACQUISITION 30,000 290,000 30,000 CONSTRUCTION 60,000 200,000 200,000 INSPECTION 25,000 25,000 ADMINISTRATION 15,000 15,000 CONTINGENCY 50,000 50,000 Total 60,000 290,000 350,000 Funding Sources 2017 2018 2019 2020 2021 Total WASTEWATER FUND 60,000 290,000 350,000 Total 60,000 290,000 350,000 Budget Impact/Other is less than �/1 Project# VNEW4 Project Name West Park Lift Station Rehabilitation GRANTEE NONE MATCH % NONE SCORE 63 TIFDISTRICT None Total Project Cost: $105,500 Department PUBLIC WORKS Contact Tim Wilkey Type One Phase Useful Life 20 years Category Wastewater Treatment Priority Essential (2) Status Pending IProject includes replacing the existing till station with a standalone wet well, submersible pumps, valve vault with control valves, new pump controls and panel, natural am eenemtor. a minnent salvme and demolition of the existine div well/wet well and other considerations to make this a fully functional lift station. Justification The lift station is a 60's em Smith and Loveless "can" drywell/wet well lift station with the pumps, and valves mounted inside a buried drywell accessed by climbing down a 20 foot man -way. Staff has to enter the drywell to perform maintenance work. The station is not considered a permit required confined space, but it is a confined space because there is only one means of entry. The station was completely inundated and not operational during the 2008 flood. The new station would include controls and eenemtor above the 500 vear flood Plain. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 85,000 85,000 INSPECTION 1,000 1,000 ADMINISTRATION 1,000 1,000 CONTINGENCY 8,500 8,500 Total 105,500 105,500 Funding Sources 2017 2018 2019 2020 2021 Total WASTEWATER FUND 105,500 105,500 Total 105,500 105,500 project replaces old and outdated infrastructure which should reduce maintenance and operating costs. The estimate annual savings is less than $10,000 per �[7 Project# VNEWS Project Name Heat Exchanger 8502 Replacement GRANTEE NONE MATCH % NONE a the new HEX. Justification SCORE 66 TIFDISTRICT None Total Project Cost: $139,500 Department PUBLIC WORKS Contact Tim Wilkey Type One Phase Useful Life 30 Years Category Wastewater Treatment Priority Essential (2) Status Pending ]ges to exisiting concrete structures to it exchanger (HEX) 8502 has suffered internal corrosion damage. Because HEX 8502 is 15 years old and nearing the end of its useful life, making repair would be cost effective as opposed to replacement. Struvite formation in the HEX spirals was a contributor to the corrosion. An engineering study has identified a tube Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 125,000 125,000 INSPECTION 1,000 1,000 ADMINISTRATION 1,000 1,000 CONTINGENCY 12,500 12,500 Total 139,500 139,500 Funding Sources 2017 2018 2019 2020 2021 Total WASTEWATER FUND 139,500 139,500 Total 139,500 139,500 project replaces old and outdated infrastructure which should reduce maintenance and operating costs. The estimate annual savings is less than $10,000 per �4] Project# VNEW6 Project Name Digester Complex Rehabilitation Department PUBLIC WORKS Contact Tim Wilkey Type One Phase GRANTEE NONE SCORE 63 Useful Life 20years MATCH% NONE TIFDISTRICT None Category Wastewater Treatment Priority Critical (1) Description Total Project Cost: $1,122,000 Status Pending Replacemulripleheat exchangers that have severe internal corrosion from Struvite deposition, renovate seven (7) digester covers, install seven (7) wall thimbles (access ports) in the digester wall for inspection and cleaning, replace internal and extemal(buried) piping that is becoming clogged with Struvite, and replace recirculation morns as required. ster complex has seven cover,; in various stages of wear, with one leaking struvite infused liquid between CEP PCC tank and the exterior brick facade it to face imminent collapse in the not so distant future. Wehave ten heat exchangers (HEX) that are 15+ year old. HEX 8502 has failed and is OOS with shown as a contributing factor. Other HEX have sbown struvite deposition and will require replacement upon failure. Multiple valves and pipes have sbown Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 1,000,000 1,000,000 INSPECTION 1,000 1,000 ADMINISTRATION 1,000 1,000 CONTINGENCY 100,000 100,000 Total 1,122,000 1,122,000 Funding Sources 2017 2018 2019 2020 2021 Total WASTEWATER FUND 1,122,000 1,122,000 Total 1,122,000 1,122,000 Budget Impact/Other this project will reduce opemtmg and maintenance cost tbmugb the rehabdrtatron of older equipment. the annual savings is leas than $10,000 per year. Y:P1 Project# W3212 60,000 Department PUBLIC WORKS 380,000 380,000 Contact Kevin Stalls Project Name First Avenue (400-500 Block) Water Main Replace CONTINGENCY Type One Phase GRANTEE NONE SCORE 66 Useful Life 70 years MATCH% NONE TIFDISTRICT None Category Water Operations 2018 2019 2020 Priority Essential (2) Description Total Project Cost: $637,100 Status Active Tliis project is a water main replacement project with respective street and sidewalk replacement. Approximately 1,100 feet of 6" cast iron (vintage 1955) will be replaced with 8" PVC and ductile iron water main. 60 11 of 16" cast iron (vintage 1962) will also be replaced. A significant amount of street repair will be included in this nroiect. 6' water main broke on January 1, 2013 causing significant damage to the main thoroughtare. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 60,000 60,000 CONSTRUCTION 380,000 380,000 INSPECTION 121,100 121,100 CONTINGENCY 76,000 76,000 Total 60,000 577,100 637,100 Funding Sources 2017 2018 2019 2020 2021 Total WATER FUND 60,000 577,100 637,100 Total 60,000 577,100 637,100 Y7i Project# W3213 Project Name Ground Storage Reservoir VFD Upgrades GRANTEE NONE SCORE 48 MATCH% NONE TIFDISTRICT None Total Project Cost: $326,175 IReptacemmt ottwo Vanable frequency Dnves at Sycamore GSR to 2015. Replacement of two Variable Frequency Drives at Rochester GSR in 2016. Replacement of two Variable Frenuencv Drives at Bloomineton St. GSR in 2017. Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Kevin Stotts Multi -Phase 15 years Water Operations Essential (2) Active Prior Expenditures 2017 2018 2019 2020 2021 Total 204,275 PLANNING/DESIGN 18,000 18,000 CONSTRUCTION 80,000 80,000 Total INSPECTION 23,900 23,900 Total 121,900 121,900 Prior Funding Sources 2017 2018 2019 2020 2021 Total 204,275 WATER FUND 121,900 121,900 Total Total 121,900 121,900 1 -is Project# W3216 Project Name Spruce St. (1300-1400 Block) Water Main Rep] GRANTEE NONE MATCH % NONE this pro)ect is a water main replaceme -eplaced with 8" PVC and ductile iron Justification SCORE 66 TIFDISTRICT None Total Project Cost: $217,350 xtive street and sidewalk replace ITbe water main has been subiect to numerous water main breaks and has reach the end of it's useful life. Department PUBLIC WORKS Contact Kevin Slutts Type One Phase Useful Life 70 years Category Water Operations Priority Efficiency Improvement (3) Status Active feet of 6" cast iron (vintage 1955) will be Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 130,000 130,000 INSPECTION 41,350 41,350 CONTINGENCY 26,000 26,000 Total 20,000 197,350 217,350 Funding Sources 2017 2018 2019 2020 2021 Total WATER FUND 20,000 197,350 217,350 Total 20,000 197,350 217,350 —191 Project# W3221 2018 2019 2020 2021 Department PUBLIC WORKS 125,000 175,000 125,000 175,000 Contact Kevin Slats Project Name Nutrient Removal Project REVENUE BONDS Type One Phase GRANTEE NONE SCORE 36 Useful Life 20 years MATCH% 50% TIFDISTRICT None Category Water Operations Priority Essential (2) Description Total Project Cost: 5300,000 Status Pending Ibis project is the construction phase of an engineering study. This pmejct is intended to remove nutrient contaminants from source water, specifically nitrates. Justification dims, specifically nitrates, are notable to be removed by currently installed water treatment processes. Therefore to meet Safe Drinking Water Act s the sourcewater must be diluted with a separate source that contains a lesser concentration of the offending ions. Cmreat trends indicate an increase in ion concentration making dilution an increasingly unreliable method to achieve federal standards. A long term nutrient removal solution must be Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN CONSTRUCTION 125,000 175,000 125,000 175,000 Total Funding Sources 2017 300,000 2018 2019 2020 2021 300,000 Total REVENUE BONDS 300,000 300,000 Total adget Impact/Other 300,000 300,000 increase in energy and maintenance costs will be experienced when thenutrient removal system is being used. Ibe estimated impact to the operating budget is Project# W3222 Project Name Dill St. Water Main Replacement GRANTEE NONE MATCH % NONE Ibis is a water main replacement pr 1953) will be replaced with 6" PVC Justification the existine water main has been sr Expenditures SCORE 66 TIEDISTRICT None Total Project Cost: $551,975 with respective street and sidewalk replacement. Approximal on Dill Street between Black Smine Circle and Dart of Rider. Department PUBLIC WORKS Contact Kevin Slobs Type One Phase Useful Life 70 years Category Water Operations Priority Critical (1) Status Active I to numerous water main breaks and has reached the end of its useful life. Improved valve placement will also decrease future water main shutdowns. 2017 2018 2019 2020 2021 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 Prior Funding Sources 2017 2018 2019 2020 2021 Total 50,000 WATER FUND 501,975 501,975 Total Total 501,975 501,975 will reduce expenditures due to the replacement of aged infrastructure with new inf ustmcture. The estimated impact on the annual budget is less than Project# W3224 Project Name Lee St/Highwood St Water Main Replacement GRANTEE NONE SCORE 66 MATCH% NONE TIEDISTRICT None Total Project Cost: $195,500 Department PUBLIC WORKS Contact Kevin Slutts Type One Phase Useful Life 70 years Category Water Operations Priority Critical (1) Status Active this is a water man replacement project with respective street and sidewalk replacement at Lee Street and Highwood Street. Approxunately 550 Ieet of 6" cast -m Ape (vintage 195 1) will be replaced with 6"PVC pipe. Approximately 300 feet of PVC will be installed where no pipe has existed previously. Justification the existing water main has been subject to numerous water main breaks and has reached the end of its useful life. The new water main run will complete awater nam loop in the area that was never completed, thereby improving water supply in the immediate neighborhood. Expenditures 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 Total WATER FUND 195,500 195,500 Total 195,500 195,500 Budget Impact/Other in lower maintenance and repair costs. —11 new on Project# W3226 Project Name Water Plant & Storage Reservoir SCADA Replacement GRANTEE NONE MATCH % NONE SCORE 52 TIFDISTRICT None Department PUBLIC WORKS Contact Kevin Slutts Type Multi -Phase Useful Life 15 years Category Water Operations Priority Essential (2) )eseliption Total Project Cost: 5324,500 Status Active his project will facilitate the replacement and upgrade of the Supervisory Control and Data Acquisition (SCADA), distributed control computers and rnmunications systems for the water treatment plant and remote facilities. The project is to replace the cu neat (obsolete) File Server and accommodate addition of Backup File Server for the Water Plant. The lingect also includes upgrading existing software, purchasing additional software and replacement of (1) obsolete Justification The City's ITS Department has recommended replacement of the existing WaterPlant SCADA 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 system(s) to be more stable, secure, and Prior Expenditures 2017 2018 2019 2020 2021 Total 163,900 CONSTRUCTION 50,000 100,000 150,000 Total CONTINGENCY 5,000 5,600 10,600 Total 55,000 105,600 160,600 Prior Funding Sources 2017 2018 2019 2020 2021 Total 163,900 WATER FUND 55,000 105,600 160,600 Total Total 55,000 105,600 160,600 this wdl reduce maintenance and repairs costs due to the replacement of aging systems. The estimated savings to the operating budget is less than 510,000 per year. M Project# W33OO Project Name Bradford Drive Water Main Replacement GRANTEE NONE SCORE 66 MATCH% NONE TIEDISTRICT None Total Project Cost: $306,000 Department PUBLIC WORKS Contact Kevin Slats Type One Phase Useful Life 70 years Category Water Operations Priority Efficiency Improvement (3) Status Active (Ibis is a water main replacement project with respective street and sidewalk replacement. Approxunately 550 Ieet of 6-mcb cast-iron pipe (vintage 1956) wLLl 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 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 266,000 266,000 Total 40,000 266,000 306,000 Funding Sources 2017 2018 2019 2020 2021 Total WATER FUND 40,000 266,000 306,000 Total 40,000 266,000 306,000 water roam replacement protect wilt reduce operations and maintenance cost is less than Y:I7 Project# W33O1 Project Name Water Distribution Pressure Zoning GRANTEE NONE MATCH % NONE SCORE 57 TIFDISTRICT None Total Project Cost: $500,000 Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Kevin Slutts One Phase 20 years Water Operations Critical (1) this project is to look at sbort- and long-term actions to improve water system pressures on the westerly and easterly reacbes of the city corporate boundary. Justification Bon the far east and west reaches of the water distribution system are relatively high in elevation and engineering calculations for developments (both proposed installed) in the areas show water pressures are expected to approach the minimum of the desired range. Follow-up actual system pressure recordings for the Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 450,000 450,000 ADMINISTRATION 10,000 10,000 CONTINGENCY 20,000 20,000 Total 500,000 500,000 Funding Sources 2017 2018 2019 2020 2021 Total REVENUE BONDS 500,000 500,000 Total 500,000 500,000 zoning will result in additional expentures for installation, operation, and maintenance of new infrastructure. There are expected to be a number of project sizes from this assessment ranging in cost from thousands to multi-million. Additional expenditures for operation and maintenance are estimated —A Project# W33O3 Project Name Sixth Avenue Water Main Replacement GRANTEE NONE SCORE 66 MATCH% NONE TIEDISTRICT None Total Project Cost: $315,000 Department PUBLIC WORKS Contact Kevin Slutts Type One Phase Useful Life 70 years Category Water Operations Priority Critical (1) Status Active this is a water man replacement project with respective street and sidewalk replacement. Approxmmately 650 beet of6-mcb cast-iron pipe (vintage 1974) wLLl be -eplaced with 8" PVC. Justification the existing water 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 :reek crossings to improve overall system network for the area. Ranks in the top ten of the water main replacement matrix. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 220,000 220,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 45,000 45,000 Total 40,000 275,000 315,000 Funding Sources 2017 2018 2019 2020 2021 Total WATER FUND 40,000 275,000 315,000 Total 40,000 275,000 315,000 XP] Project# WNEW1 Project Name Silurian Well Rehabilitation GRANTEE NONE SCORE 57 MATCH% NONE TIFDISTRICT None Total Project Cost: $90,000 or Department PUBLIC WORKS Contact Kevin Slutts Type One Phase Useful Life 10 years Category Water Operations Priority Critical (1) Status Pendine Justification The three Silurian wells are a primary source of low nitrate groundwater used seasonally to dilute river source water to maintain finished water below the Safe Drinking Water Act nitrate standard. The need to recondition the Silurian wells is due to capacity reduction overtime and their continued usefulness as a low Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 80,000 80,000 Total 90,000 90,000 Funding Sources 2017 2018 2019 2020 2021 Total WATER FUND 90,000 90,000 Total 90,000 90,000 Budget Impact/Other Le Impact on the operating Project# WNEW10 Project Name Water Plant Softener Improvements GRANTEE NONE SCORE 20 MATCH % NONE TIF DISTRICT None Department PUBLIC WORKS Contact Kevin Slutts Type Multi -Phase Useful Life 20 years Category Water Operations Priority Efficiency Improvement (3) Description Total Project Cost: $75,000 Status Pending Automate manual operative procedures. motorize concentrator adiustment and mortorized valve adiustor for the small influent valve. Justification Improved process control and safety. In the past operators have injured their backs adjusting these valve settings on the softeners. By placing motorized operators on these valves we avoid iniury and provide for better operational control of the process. Expenditures 2017 2018 2019 2020 2021 Total OTHER 25,000 25,000 25,000 75,000 Total 25,000 25,000 25,000 75,000 Funding Sources 2017 2018 2019 2020 2021 Total WATER FUND 25,000 25,000 25,000 75,000 generate Total 25,000 25,000 25,000 75,000 parts x>i are more Project# WNEW2 Project Name Jordan Well Rehabilitation GRANTEE NONE MATCH % NONE or rep mn'the one SCORE 57 TIFDISTRICT None Total Project Cost: $80,000 Department PUBLIC WORKS Contact Kevin Slutts Type One Phase Useful Life 10 years Category Water Operations Priority Critical (1) Status Pendine Justification The Jordan well is a primary source of low nitrate groundwater used seasonally to dilute river source water to maintain finished water below the Safe Drinking Water Act nitrate standard. The need to recondition the Jordan well is due to capacity reduction overtime and the continued usefulness as a low nitrate dilution Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 80,000 80,000 Total 80,000 80,000 Funding Sources 2017 2018 2019 2020 2021 Total WATER FUND 80,000 80,000 Total 80,000 80,000 IIbe impact on the operating budget is negligible. xra Project# WNEW3 Project Name S. Capitol Street Water Main Replacement GRANTEE NONE SCORE 52 MATCH% NONE TIFDISTRICT None Deseiiption Total Project Cost: $1,135,000 3eplace approximately 750 feet of existing 12 -inch cast iron water main (1968 vintage) along S Capitol St with new Le 700 and 800 blocks of S Capitol St (railroad bridge to E Benton St). Department PUBLIC WORKS Contact Kevin Slutts Type One Phase Useful Life 75 years Category Water Operations Priority Critical (1) Status Pendine Justification urge blowouts along this section of water main have caused significant disruption to the water distribution system as a whole, as this line feeds into both the east and west side of the distibution system. The water main breaks on this pipe have also caused significant damage to other infrastructure in the area Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 80,000 80,000 CONSTRUCTION 750,000 750,000 INSPECTION 80,000 80,000 ADMINISTRATION 112,500 112,500 CONTINGENCY 112,500 112,500 Total 80,000 1,055,000 1,135,000 Funding Sources 2017 2018 2019 2020 2021 Total WATER FUND 80,000 1,055,000 1,135,000 Total 80,000 1,055,000 1,135,000 xx1 Project# WNEW4 Project Name Deforest Ave Water Main Replacement GRANTEE NONE MATCH % NONE Justification SCORE 48 TIFDISTRICT None Total Project Cost: $350,000 on Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Kevin Slots One Phase 75 years Water Operations Critical (1) IThe existing water main has been subject to numerous water main breaks and has reached the end of its useful life. This project would also improve the water distribution system valvine in the area and maks in the ton fifteen of the water main replacement matrix. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 200,000 200,000 INSPECTION 50,000 50,000 ADMINISTRATION 30,000 30,000 CONTINGENCY 30,000 30,000 Total 40,000 310,000 350,000 Funding Sources 2017 2018 2019 2020 2021 Total WATER FUND 40,000 310,000 350,000 Total 40,000 310,000 350,000 will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than XL! Project# WNEW5 Project Name Process Analyzer Replacement GRANTEE NONE SCORE 45 MATCH% NONE TIFDISTRICT None Total Project Cost: $100,000 Department PUBLIC WORKS Contact Kevin Slutts Type Multi -Phase Useful Life 10 years Category Water Operations Priority Essential (2) Status Pendine Justification Existing process analyzers are becoming obsolete. Manufacturers are no longer supporting some models with service or parts. This project will begin to phase out unsupported analzvers with newer models and inteerate these into the SCADA system. Expenditures 2017 2018 2019 2020 2021 Total OTHER 25,000 25,000 25,000 25,000 100,000 Total 25,000 25,000 25,000 25,000 100,000 Funding Sources 2017 2018 2019 2020 2021 Total WATER FUND 25,000 25,000 25,000 25,000 100,000 Total 25,000 25,000 25,000 25,000 100,000 Budget Impact/Other The estimated annual savines is less than Project# WNEW6 Project Name Distribution Building Repairs GRANTEE NONE MATCH % NONE SCORE 44 TIFDISTRICT None cost for daily operations as well as better monitor processes to meet Department PUBLIC WORKS Contact Kevin Slutts Type Multi -Phase Useful Life 20 years Category Water Operations Priority Efficiency lmprovemeat(3) ription I Total Project Cost: $100,000 Status Pending and seal roof, exterior walls, and foundation from water infiltration. Repair and update staff area by replacing windows and doom, update lighting, and Justification outdated lighting and communication systems, add security with new windows and doors and save on heating and cooling costs. This update will also Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 100,000 100,000 Total 100,000 100,000 Funding Sources 2017 2018 2019 2020 2021 Total WATER FUND 100,000 100,000 Total 100,000 100,000 Budget Impact/Other Possible reduction in operating and maintenance costs due to greater buLLtlmg efficiencies and the lack of need for emergency repair services to the building. The estimated decrease in onemtine exnmditures is Less than $10.000. XR Project# WNEW8 Project Name Water Plant Roof Replacement GRANTEE NONE MATCH % NONE Description 3eplace roof membrane on Justification SCORE 39 TIFDISTRICT None Total Project Cost: $400,000 Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Kevin Slutts One Phase 20 years Water Operations Critical (1) to existing roof membrane has a lifespan of 10 years due to wear by UV degradation and the seasonal stresses. The current membrane has been in service 13 s. The insulation substmcturehas also broken down in some areas and created large depressions. The combination of a degraded membrane and substructure Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 400,000 400,000 Total 400,000 400,000 Funding Sources 2017 2018 2019 2020 2021 Total REVENUE BONDS 400,000 400,000 Total 400,000 400,000 1Ibere is a possible reduction in operating budget due to the lack of need for emergency services. The estimated annual savings is less than $10,000 per year. Project# WNEW9 Project Name Collector Well Capacity Improvements GRANTEE NONE MATCH % NONE Description nitially study existing alluvial raw water To )f the recommended solution for additional Justification SCORE 25 TIFDISTRICT None Total Project Cost: $700,000 to gmerate a plan to develop or redevetop new or existmg sources. Department PUBLIC WORKS Contact Kevin Slutts Type One Phase Useful Life 20 years Category Water Operations Priority Efficiency Improvement (3) Status Pendine Currently thetwo collector wells on thenorlb plant site (#1 & 2) produce an average of about 1.0 to 1.5 million gallons of raw water daily. Ibe remainder, about 4.0 to 4.5 million gallons a day, of the mw water firm alluvial collector wells is generated at the south peninsula site. These two sites are powered firm different sources and the peninsula wells are a single point failure should an extended loss of power occur. Furlhermmicipal growth will drive the need to be able to produce more mw water for treatment firm these wells. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 50,000 50,000 CONSTRUCTION 50,000 600,000 650,000 Total 100,000 600,000 700,000 Funding Sources 2017 2018 2019 2020 2021 Total REVENUE BONDS 700,000 700,000 Total 700,000 700,000 will create additional costs to operate and maintain additional wells and water main. The additional operating costs from this project are estimated to 'XPi L3328 TRANSPORTATION & RESO Department TRANSPORTATION & RESO Project # One Phase Useful Life 10 years Category Landfill Contact Chris O'Brien Project Name Landfill Equipment Building Replacement Pending Type One Phase GRANTEE NONE SCORE 47 Useful Life 35 Years MATCH% NONE TIFDISTRICT None Category Landfill Priority Essential (2) Description Total Project Cost: $800,000 Status Active Ibis 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 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 60,000 60,000 CONSTRUCTION 740,000 740,000 Total 800,000 800,000 Funding Sources 2017 2018 2019 2020 2021 Total LANDFILL FUND 800,000 800,000 Total 800,000 800,000 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# LNEW1 Project Name Landfill Tarp Development System GRANTEE NONE MATCH % NONE Ibis would allow us to pracbast nechanism to a flat fill method. Justification Expenditures SCORE 39 TIFDISTRICT None Total Project Cost: $90,000 �ment that could be used for daily cover new to the area but has shown a very high increase m coml which in turn will delay the need for construction. 2017 2018 2019 2020 Department TRANSPORTATION & RESO Contact Chris O'Brien Type One Phase Useful Life 10 years Category Landfill Priority Efficiency Improvement (3) Status Pending a change in our 2021 Total CONSTRUCTION 90,000 90,000 Total 90,000 90,000 Funding Sources 2017 2018 2019 2020 2021 Total LANDFILL FUND n cover me is less than 90,000 90,000 Total 90,000 90,000 xn to Project# LNEW2 Department TRANSPORTATION & RESO Chris O'Brien Contact Chris O'Brien Project Name Landfill Leachate Pumping System Type Multi -Phase GRANTEE NONE SCORE 42 Useful Life 15 years MATCH% NONE TIFDISTRICT None Category Landfill Priority Essential (2) Description Total Project Cost: $440,000 Status Pending IL is project would invovle the design and installation of infrastructure to implement an air pumping system to assist in managing the leachate levels at the landfill. Justification TLmugh ongoing evaluation of the landfill site, many of our exisitng gas wells have liquid levels that are close to or exceed the screen in the wells which limits or prevents gas to be able to be pulled from those wells. In addition, with thenew Leachate conveyence upgrades completed in the 2016 Gas Expansion Project, this Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 200,000 100,000 100,000 400,000 Total 240,000 100,000 100,000 440,000 Funding Sources 2017 2018 2019 2020 2021 Total LANDFILL FUND 240,000 100,000 100,000 440,000 Total 240,000 100,000 100,000 440,000 Budget Impact/Other less than Project # LNEW3 Project Name Landfill Cell Design and Construction GRANTEE NONE MATCH % NONE SCORE 65 TIFDISTRICT None Total Project Cost: $1,475,000 Department TRANSPORTATION & RESO Contact Chris O'Brien Type One Phase Useful Life 10 years Category Landfill Priority Critical (1) Status Pendine Justification With only three years of life in the current cell, we need to begin the design process so that we areready to construct the next cell. The next cell is anticipated to be an extension north from the current cell location. Expenditures 2017 2018 2019 2020 2021 Total PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 1,375,000 1,375,000 Total 100,000 1,375,000 1,475,000 Funding Sources 2017 2018 2019 2020 2021 Total LANDFILL FUND 100,000 1,375,000 1,475,000 Total 100,000 1,375,000 1,475,000 Ibis project would have a negligible impact on the operating budget. XI7 Project# T3OO4 Project Name Parking Facility Restoration Repair Department TRANSPORTATION & RESO Contact Chris O'Brien Type Annual GRANTEE NONE SCORE 47 Useful Life 20 years MATCH % NONE TIF DISTRICT None Category Parking Operations Priority Essential (2) Desefiption Total Project Cost: $3,123,000 Status Active This annual project includes concrete restoration, application of concrete sealants, repair of control and expansion joints in additon to other parking facility specific repairs and upgrades. Additional work is being added to the 2017 project to repair the stair towers at the Chauncey Swan Facility, replace aging light poles on top decks of facilities to incorporate LED lighting and to resurface the Burlington Street narking lot. A momugn iacuay conamon evmuauon was conaucim Dy rrrr on mr nve or oro exisimg iacuaes. rens mcmaea a uve year mamcmance pin for scneauimg me repairs. The majority of the work is to remove and restore concrete and stmctrual steel in the deck flooring. A large portion of the restoration work will be conducted by in-house staff. This will be discussed with the engineering firm to outline scope of work. Prior Expenditures 2017 2018 2019 2020 2021 Total 1,248,000 CONSTRUCTION 575,000 400,000 300,000 300,000 300,000 1,875,000 Total Total 575,000 400,000 300,000 300,000 300,000 1,875,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 1,248,000 PARKING FUND 575,000 400,000 300,000 300,000 300,000 1,875,000 Total Total 575,000 400,000 300,000 300,000 300,000 1,875,000 XF] Project# T3OO9 Project Name Parking Facility & Enforcement Automation GRANTEE NONE SCORE 41 MATCH% NONE TIFDISTRICT None Total Project Cost: $1,192,500 revenue contmL equipment will be installed in the parking decks. Justification Department TRANSPORTATION & RESO Contact Chris O'Brien Type Multi -Phase Useful Life 15 years Category Parking Operations Priority Efficiency Improvement (3) Status Active ng meters on street. Additional access and of the five parking facilites have had automation equipment installed and with the pending development of the College and Gilbert location, Chauncey Swan reed upgraded as well. 2017 is being adjusted in order to account for the equipment being installed in the newly constructed Harrison Street Parking facility. Prior Expenditures 2017 2018 2019 2020 2021 Total 962,500 CONSTRUCTION 150,000 60,000 210,000 Total Total 150,000 60,000 210,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 962,500 PARKING FUND 150,000 60,000 210,000 Total 'Total 150,000 60,000 210,000 :f�P] Project# T3O55 Project Name Transit/Equipment 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) Description Total Project Cost: $18,000,000 Status Active This project involves the construction of a new transit and equipment 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 facilisites and allow for the redevelo ment of a ma or commercial site at the corner of Hi hwa 6 and Riverside Drive. Justification These facilities have outlived their useful life and are in need of replacement. The facilites have structural issues from the surrounding area, and a new facility will improve the delivery of service. The two facilities would be consolidated into one to create better utilization of space and would be more cost effective. ALTA grant is being sought to assist in the construction. Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 18,000,000 18,000,000 Total 18,000,000 18,000,000 Funding Sources 2017 2018 2019 2020 2021 Total EQUIPMENT FUND 3,000,000 3,000,000 FEDERAL GRANTS 12,000,000 12,000,000 TRANSIT FUND 3,000,000 3,000,000 Total 18,000,000 18,000,000 -placement oI transit and equipment Iacmnes should beto newer and more energy elImient Iacmues, however, the new Iacmues will be larger and conal] operational functionality. The additional size and capability of the facility will most likely offset the potential savings firm the newer facility. Additional cirri Project# T3059 Project Name Transit Bus Shelter Replacement & Expansion GRANTEE NONE MATCH % NONE SCORE 44 TIFDISTRICT None Total Project Cost: $150,000 Department TRANSPORTATION & RESO Contact Chris O'Brien Type Multi -Phase Useful Life 10 years Category 'Transit Operations Priority Essential (2) Status Active Ihis project will allow for the Durcbme of bus sbelters to replace shelters in need of extenscverelmr as well as allow for new bus shelter installations. l Justification Many of the existing bus shelters have exceeded their useful life and are in need of replacement. Inadditon, we have received multiple requests for the installation of bus shelters in high ridership areas. Prior Expenditures 2017 2018 2019 2020 2021 Total 100,000 OTHER 50,000 50,000 Total Total 50,000 50,000 Prior Funding Sources 2017 2018 2019 2020 2021 Total 100,000 TRANSIT FUND 50,000 50,000 Total Total 50,000 50,000 TNEWl Department TRANSPORTATION & RESO Project # Contact Chris O'Brien Project Name Parking Equipment EMV Upgrade Type One Phase GRANTEE NONE SCORE 53 Useful Life 10 years MATCH % NONE TIF DISTRICT None Category Parking Operations Priority Essential (2) Description Total Project Cost: $75,000 Status Pending Itis project will involve the upgrade of existing parking revenue control equipment to be ableto accept credit cards with EMV chips. Justification Security measures to protect credit card users ncomorate this upgradeto ourexisting systei now Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 75,000 75,000 Total 75,000 75,000 Funding Sources 2017 2018 2019 2020 2021 Total PARKING FUND 60,000 60,000 TRANSIT FUND 15,000 15,000 Total 75,000 75,000 IIbe impact on the operating budget is negligible. :f�YJ Project # TNEW3 Department TRANSPORTATION & RESO TRANSPORTATION & RESO Contact Chris O'Brien Project Name Transit Facility Office Remodel Type One Phase GRANTEE NONE SCORE 32 Useful Life 20 years MATCH % NONE TIF DISTRICT None Category 'Transit Operations MATCH % NONE TIF DISTRICT None Priority Essential (2) Desefiption Total Project Cost: $40,000 Status Pending Ibis project involves therepalcemnt of paint, carpet and furniture in the office areas of the transit facility. Status Pending Justification Transit lobby area, supervisor offices, shop offices are in need of upgrade of the paint, floor coverings and furniture. Expenditures 2017 2018 2019 2020 2021 Total CONSTRUCTION 40,000 40,000 Total 40,000 40,000 Funding Sources 2017 2018 2019 2020 2021 Total TRANSIT FUND 40,000 40,000 Total 40,000 40,000 Project # TNEW4 Department TRANSPORTATION & RESO Contact Chris O'Brien Project Name Transit Bus Sign Replacement Type One Phase GRANTEE NONE SCORE 50 Useful Life 10 years MATCH % NONE TIF DISTRICT None Category Transit Operations Priority Essential (2) Desetiption Total Project Cost: $95,000 Status Pending 'Ibis protect involves the replacement of the existing front, side, and rear external displays of the transit fleet. Justification 'Tbe existing system is obsolete and no longer supported. Replacement parts and repairs are becoming difficult to locate and complete. Expenditures 2017 2018 2019 2020 2021 Total EQUIPMENT 95,000 95,000 Total 95,000 95,000 Funding Sources 2017 2018 2019 2020 2021 Total TRANSIT FUND 95,000 95,000 Total 95,000 95,000 :f�R3 City of Iowa City Capital Improvement Program Unfunded Projects Name Description Unfunded Amt 7 - 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. 2 F STREET BRIDGE This project involves the removal and replacement of the $773,000 BOWERY existing corrugated metal arch bridge with a larger bridge. 3 FOURTH AVENUE BRIDGE This project will replace the bridge over the South Branch of $773,000 BRISTOL TO DODGE Ralston Creek at Fourth Avenue and will include sidewalks. 10 DUBUQUE STREET ACCESS Possibility of approximately $75,000 state funding. $2,000,000 4 SECOND AVENUE BRIDGE This project will replace the bridge over Ralston Creek at $773,000 Second Avenue and will include sidewalks. 5 SIXTH AVENUE BRIDGE This project involves the removal and replacement of the $773,000 existing twin box culvert with a larger bridge. 6 THIRD AVENUE BRIDGE This project will replace the bridge over the South Branch of $773,000 Ralston Creek at Third Avenue. 2 - Streets 7 BENTON STREET - ORCHARD This is a capacity related improvement identified by the $5,150,000 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 $4,840,000 INTERSECTION LEFT TURN dual left turn lanes on Gilbert St. 13 GILBERT ST IAIS UNDERPASS This project relocates the sidewalks of the Gilbert St. $327,000 underpass at the IAIS Railroad. The sidewalks are moved further from the street and existing erosion problems are addressed. 14 OLD HWY 218 STREETSCAPE Streetscape improvements on Old Hwy 218 entrance - $812,000 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. 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. :i�L! City of Iowa City Capital Improvement Program Unfunded Projects Name Description Unfunded Amt 19 OAKDALE BLVD-HWY 1 TO This project would construct Oakdale Blvd from Hwy 1, $8,240,000 PRAIRIE DU CHIEN RD west to Prairie Du Chien Road. IMPROVEMENTS 20 PENINSULA SECONDARY This project will establish a more reliable access to the $2,883,000 ACCESS ROAD Peninsula neighborhood by either elevating Foster Rd from 25 Laura Dr to No Name road by creating a secondary access Construction of a south arterial street and bridge over the $15,987,000 to the area. This project will not be necessary if the Taft BRIDGE, US218 TO GILBERT Iowa River, connecting from Old Hwy 218/US 218 Speedway Levee Project is constructed. 21 FOSTER ROAD EXTENSION - This project will pave a portion of Foster Road east of $2,700,000 DUBUQUE TO PRAIRIE DU Dubuque Street and extend the sanitary sewer. Street/Sycamore 'L' intersection . CHIEN 26 SYCAMORE-HWY 6 TO 22 RIVERSIDE DRIVE Phases II to V of the South Riverside Drive Streetscape $2,650,000 STREETSCAPE Master Plan, which includes improvements to the west side of Riverside Drive from Benton to Hwy 6 and the east side of Riverside from Myrtle to Hwy 6. Project includes consolidation of driveways, undergrounding of utilities, and installation of sidewalks and landscaping. 23 ROHRET RD IMPROVEMENTS- Project will reconstruct Rohret Rd to urban standards. $1,813,000 LAKESHORE TO LIMITS 24 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. 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 Reconstruct Herbert Hoover Hwy to 420th Street. $17,399,000 29 LAURA DRIVE Reconstruction of entire length of Laura Drive to standard two $2,000,000 RECONSTRUCTION lane width with curb, storm sewer and sidewalk. 30 LINN STREET This project is part ofthe downtown streetscape master plan. $1,935,000 RECONSTRUCTION, This project reconstructs Linn Street from Burlington Street to BURLINGTON TO IOWA Iowa Avenue. Project also improves sidewalk pavement, addresses critical update to water main, replaces and relocates storm sewer between Washington & Iowa. 31 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. 32 FAIRCHILD BRICK STREET This project will reconstruct multiple blocks of brick street on $325,000 RECONSTRUCTION Davenport Street and will include complete removal ofthe existing pavement, salvage of existing bricks, and construction of new a 7 inch concrete pavement base with asphalt setting bed and brick surface. 33 INTERSTATE 80 AESTHETIC Landscaping and aesthetic treatments in the Interstate 80 $300,000 IMPROVEMENTS corridor. The objective of this project is to mitigate the visual impact of the addition of a third lane to 1-80 and to provide cohesive and pleasing feel to the Iowa City corridor. 34 TOWNCREST DRIVE A private street that the property owners would dedicate the right $600,000 RECONSTRUCTION of 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. :i�b7 City of Iowa City Capital Improvement Program Unfunded Projects Name Description Unfunded Amt 3 - Transportation Services 35 ROCK ISLAND RAILROAD Preparation of Old Rock Island Railroad Depot for Amtrak $5,381,000 DEPOT RESTORATION service, including platform construction, lighting, utilities, passenger information display, ticketing kiosks, canopy, warming shelter, signage, parking, and accessibility improvements. 4 - Ped & Bike Trails 39 OLD HIGHWAY 218 This project will construct an 8' wide sidewalk adjacent to $550,000 North Branch Dam to Scott Boulevard. TRAIL/WIDE SIDEWALK Old Highway 218 between Sturgis Ferry Park and Reconstruction of an under -sized sewer through the $5,221,000 McCollister Boulevard. 40 HWY 6 TRAIL -BROADWAY TO Extend existing trail along Hwy 6 between Broadway to $2,588,000 that would help remove phosphorous from the waste SYCAMORE Sycamore Streets. streams prior to anaerobic digestion. 41 WILLOW CREEK TRAIL - Construct a trail from Willow Creek Drive, under Highway $870,000 PHASE III One, around perimeter of airport, to connect with Iowa 218. This project will allow development within the River Corridor (IRC) Trail. watershed west of Highway 218. 42 WILLOW CREEK TRAIL -WEST Connect Willow Creek Trail from its currentwest terminus $2,814,000 51 WATER TREATMENT PLANT via a tunnel under Highway 218, to connect with the trail in $241,600 FILTER #6 BUILDOUT Hunters Run Park and further west. 43 IOWA RIVER TRAIL, HIGHWAY This projectwill extend the Iowa River Trail from Highway 6 $750,000 52 6 TO STURGIS PARK to Sturgis Park on the west side of the Iowa River. $175,000 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. STORAGE RESERVOIR 45 NORTHEAST TRUNK SEWER Reconstruction of an under -sized sewer through the $5,221,000 northeast neighborhoods. 46 PHOSPHORUOUS REMOVAL Install equipment at South Wastewater Treatment Plant $4,550,000 PROJECT that would help remove phosphorous from the waste FIBER OPTIC CABLE SCADA telemetry. streams prior to anaerobic digestion. 50 47 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 serve the recycling - energy project at the Iowa City 218. This project will allow development within the Landfill. Approximately 8,500 feet of water main (400 ft 12" watershed west of Highway 218. 6 - Water 48 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. 49 WELL COMMUNICATIONS Install fiber optic cable forwell house communications and $1,000,000 FIBER OPTIC CABLE SCADA telemetry. 50 MELROSE- LANDFILL WATER This project is a water main extension project needed to $1,400,000 MAIN EXTENSION serve the recycling - energy project at the Iowa City Landfill. Approximately 8,500 feet of water main (400 ft 12" ductile iron and 8,000 feet of 8" PVC). 51 WATER TREATMENT PLANT Build out of filter #6 with internals including under drains, $241,600 FILTER #6 BUILDOUT gravel, air grid piping, sand media, granular activated carbon (GAC) media, and backwash troughs. 52 WELL FIELD ELECTRICAL Replace aging medium voltage cable in both the plant site $175,000 CABLE REPLACEMENT and the peninsula well fields. 52 GI BLIN DRIVE WATER MAIN This is a water main replacement project with respective $246,350 REPLACEMENT street and sidewalk replacement. Approximately 620 feet of 6 -inch cast-iron pipe (vintage 1953) will be replaced with 8" PVC. AIN City of Iowa City Capital Improvement Program Unfunded Projects 8 - Parks & Recreation 59 RECREATION /AQUATIC Project Name Description Unfunded Amt 7 - Storm water 53 CARSON LAKE REGIONAL Construction of a regional storm water management facility $1,160,000 $250,000 STORMWATR on the middle branch of Willow Creek immediately west of include a boat ramp, boat trailer parking, a boat dock, and Highway 218. This facility will serve development west of an access road. Highway 218 and south of Rohret Road. Rohret South Take steps to clear, re -seed and perform low impact $273,000 Sewer project is a prerequisite. 54 IOWA AVENUE CULVERT This project will repair a box culvert that carries Ralston $348,000 Provides for additional parking on the north side of the REPAIRS Creek under Iowa Avenue. Ashton House to support larger events at the facility. 55 N BRANCH BASIN Aerial mapping done for the update to the flood plain maps $135,000 PLAN IMPROVEMENTS EXCAVATION revealed that sedimentation has consumed a portion of the capacity of the facility. This basin is located in Hickory Hill Park. 56 OLYMPIC COURT Storm sewer retrofit to relieve localized flooding from storm $464,000 STORMWATER water runoff. 57 SUNSET ST STORM SEWER The area just north and south of Kinston Green, east of $440,000 Sunset, has experienced back yard flooding and drainage problems. 58 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 59 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. 60 WATERWORKS PARK BOAT This project is to add a boat ramp to access the Iowa River $250,000 RAMP in the northeast corner of Waterworks Park. Improvements include a boat ramp, boat trailer parking, a boat dock, and an access road. 61 SAND PRAIRIE ENHANCEMENT Take steps to clear, re -seed and perform low impact $273,000 development on the 38 acre sand prairie and adjacent McCollister property acquired in 2004/05. 62 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. 63 LOWER CITY PARK MASTER Implement changes to make the park more resilient to $23,268,522 PLAN IMPROVEMENTS flooding. Follows from the 2015 master plan. 64 EAST SIDE SPORTS COMPLEX Build out of a new 73 acre park on the City's east side. The $14,034,794 IMPROVEMENTS park includes expansion of various field sports as well as serves as a neighborhood amenity. Follows from the 2015 master plan. 65 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. Other Projects 66 BURLINGTON STREET MEDIAN Construct the Burlington Street median from Gilbert Street $1,973,000 to Madison Street. Project includes relocation of water and sewer utilities. This project will require a traffic signal preemption system. (Part of the Riverfront Crossings amendment to City -University URA). 67 CEMETERY COLUMBARIUM Construction of a columbarium. $405,000 ABA City of Iowa City Capital Improvement Program Unfunded Projects Name Unfunded Amt 68 POLICE EVIDENCE STORAGE Construction of a permanent evidence storage facility. $929,000 FACILITY 69 FIRE STATION #1 Relocate and expand / modernize Central Fire Station #1. $11,593,000 70 FIRE STATION #5 Construction of Fire Station #5 in the South Planning $2,898,000 District. 71 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning $2,898,000 District. 72 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. 73 EQUIPMENT MAINTENANCE Construction of new Equipment Maintenance Facility atthe $9,454,000 FACILITY So. Gilbert St. Public Works site, replacing the existing facility at Riverside Dr. 74 RIVERSIDE DRIVE This project includes methane abatement, excavation, and $2,527,000 REDEVELOPMENT fill at the 7 acre site owned by the City at Riverside Dr. and Hwy 6. This site preparation would allow for marketing of this property for commercial development. 75 AIRPORT EQUIPMENT Snow removal equipment was previously stored in United $337,500 SHELTER Hangar. Equipment Shelter would provide enclosed storage for equipment. 76 AIRPORT PERIMETER ROAD Construction perimeter road for maintenance and fueling $267,700 vehicles to travel to south development area. 77 SOUTH AIRPORT SITE South General Aviation area site development with access $2,125,100 DEVELOPMENT roadway and utilities. 78 SUMMIT ST. HISTORIC PLAN Streetscape and intersection elements through Summit $302,000 Street Historic District. 79 TRAFFIC SIGNAL PRE- This project will install a city-wide Geographic Information $1,221,000 EMPTION SYSTEM System based traffic signal pre-emption system for emergency vehicles. This system is necessary if the Burlington St Median Project is constructed between Madison Stand Gilbert St. 80 BURLINGTON STREET DAM Modification of the Burlington Street Dam to address public $6,435,000 safety concerns, improve riverbank stability, improve fish habitat, and create recreational opportunities. TOTAL - UNFUNDED PROJECTS $ 284,793,566 AIR INTERNAL SERVICE FUNDS F Y 2 0 1 8 Equipment Replacement Risk Management 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. The Equipment Fund's total fund balance has been trending upward primarily due to the accumulation of replacement reserves. In fiscal year 2016, the operations and the replacement reserves were adjusted to 'fully fund' the replacement program. This caused a one-time adjustment of $2,654,484 between the unassigned and the designated fund balance. In fiscal year 2018, a transfer of $1,100,000 of unassigned cash is budgeted to the Capital Projects Fund for the relocation of the vehicle wash bay to the new public works facility location. Due to this transfer, the Equipment Fund's unassigned fund balance decreases in fiscal year 2018 by $849,122. Total fund balance continues to trend upward, however, with approximately $12,470,405 in fiscal year 2018, an increase of 3.86% over fiscal year 2017. 611 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 FY14 FY15 FY16 FY17 FY18 ■ Designated for Equip $7,291,464 $7,759,190 $10,483,556 $10,150,269 $11,462,295 ■Unassigned $2,577,919 $3,258,949 $1,265,815 $1,857,231 $1,008,109 611 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 program. The relocation of the vehicle wash bay to the new public works facility site is programmed for 2018 in the capital improvement program at an estimated cost of $1,100,000 with the remaining equipment maintenance facilities to be relocated in 2021. :gra FY2014 FY2015 FY2016 FY2017 FY2018 Actual Actual Actual Projection Projection Number of Vehicles & Equipment Replaced 21 31 34 35 32 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 program. The relocation of the vehicle wash bay to the new public works facility site is programmed for 2018 in the capital improvement program at an estimated cost of $1,100,000 with the remaining equipment maintenance facilities to be relocated in 2021. :gra 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 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 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected $ 8,480,191 $ 9,869,383 $ 11,018,139 $ 11,749,372 $ 12,007,501 S 12,470,405 $ 24,011 $ 40,018 $ 41,784 $ 39,000 $ 41,780 $ 41,780 - 2,059 - - - - - 311 - - - - 989,164 715,489 420,088 787,038 462,097 471,339 7,280 4,684 265 1,500 270 - 111 5,027,245 5,313,327 5,156,536 5,451,819 5,501,794 5,611,830 341 15,407 - 406 350 350 54,481 251,838 293,610 100,000 100,000 100,000 $ 6,102,522 $ 6,343,244 $ 5,912,284 $ 6,379,763 $ 6,106,291 $ 6,225,299 $ 3,844,527 $ 3,289,701 $ 2,850,107 $ 3,629,417 $ 3,508,586 $ 3,588,892 666,801 1,904,787 2,330,944 2,492,217 1,034,801 1,317,061 4,511,328 5,194,488 5,181,051 6,121,634 4,543,387 4,905,953 202,002 - - - 1,100,000 - $ 4,713,330 $ 5,194,488 $ 5,181,051 $ 6,121,634 $ 5,643,387 $ 4,905,953 $ 9,869,383 $ 11,018,139 $ 11,749,372 $ 12,007,501 $ 12,470,405 $ 13,789,751 9,869,383 7,291,464 11,018,139 7,759,190 11,749,372 10,483,556 12,007,501 10,150,269 12,470,405 11,462,295 13,789,751 12,536,379 $ 2,577,919 $ 3,258,949 $ 1,265,815 $ 1,857,231 $ 1,008,109 $ 1,253,371 42% 51% 21% 29% 17% 20% 613 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 disposal of replaced vehicles/equipment. The Equipment Division operates as an internal service fund. HIGHLIGHTS • The Equipment division managed five fuel sites that dispensed a combined total of 559,102 gallons of fuel for City vehicles and outside entities in FY16 (Not including Transit Buses). • The division maintained 536 vehicles and major equipment with 2,799 repair orders in fiscal year 2016. Recent Accomplishments: • Fiscal year 2016 was a year of no on -duty accidents or injuries in the Equipment Division • Decommissioned the fuel site at Parks Maintenance due to the close proximity of the McCollister fuel site • Were able to replace two large landfill equipment units that were past due on replacement Staffing: Upcoming Challenges: • New Public Works facility and wash bay • Planning for future replacement of the Equipment maintenance facility 614 FY2016 FY2017 FY2018 Total FTE's 10.75 10.75 10.75 614 Staffing Level Change Summary: There are no staffing level changes for the Equipment Division in fiscal year 2018. Service Level Change Summary: There are no service level changes for the Equipment Division in fiscal year 2018. Financial Highlights: • Capital outlay for equipment replacement expenditures in fiscal year 2018 totals $972,000. For fiscal year 2019 the replacement expenditures are projected at $1,241,700. • The average fuel price in fiscal year 2016 was 33% less than the price in fiscal year 2015 which positively affected overall operating costs. :�ti7 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Maximize Revenue from Surplus Vehicles/Equipment. Prompt Dispose of all Replaced Units. 10111WO SWATH OWM ...u - iE YYIbS[aIE YZ:3�i(dalE�.ZCf ii�E Y1.S[:B7IE3'I'XZ.�i[�l Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation 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: Maintain a Solid Financial Foundation Provide Fleet Maintenance Services Cost -Effectively. Recover costs when applicable and contract with outside vendors when efficient. FY 2012 I FY 2013 I FY 2014 I FY 2015 I FY 2016 Total Vehicles & Equipment 524 522 527 534 538 Maintained Percent of Repairs Completed in 88.5% 87.9% 87.6% 86.9% 87.2% less than 1 Da Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Provide Fleet Maintenance Services Cost -Effectively. Recover costs when applicable and contract with outside vendors when efficient. :Ydi FY 2012 I FY 2013 I FY 2014 I FY 2015 I FY 2016 Hours Billed as a Percent of Hours 74% 73% 74% 75.9% 73.3% Available Percent of Expenditures Contracted 14% 18% 34% 29.0% 25.7% with Outside Vendors :Ydi City of Iowa City Activity Summary Activity: General Fleet Maintenance (710510) Fund: Equipment (8100) Division: Equipment (710500) Department: Public Works 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected 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 $ 13,042 $ 24,208 $ 10,860 $ 24,000 $ 10,860 $ 10,860 - 2,059 - - - - - 249 - - - - 989,164 715,489 420,088 787,038 462,097 471,339 7,280 4,684 265 1,500 270 - 111 3,155,869 3,207,465 3,080,244 3,407,889 3,285,887 3,351,605 341 15,407 - 406 350 350 680 1,059 - - - - $ 4,166,376 $ 3,970,731 $ 3,511,457 $ 4,220,833 $ 3,759,464 $ 3,834,154 $ 823,299 $ 836,504 $ 881,046 $ 978,897 $ 1,013,395 $ 1,043,797 583,332 497,558 580,551 524,937 520,191 530,595 2,437,896 1,955,639 1,388,510 2,125,583 1,975,000 2,014,500 $ 3,844,527 $ 3,289,701 $ 2,850,107 $ 3,629,417 $ 3,5085586 $ 3,588,892 2014 2015 2016 2017 2018 - - - 0.75 0.75 1.00 1.00 1.00 1.00 1.00 0.50 0.50 0.50 1.00 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 10.75 10.75 :Yell City of Iowa City Activity Summary Activity: Equipment Replacement Reserves (710520) Fund: Equipment (8101) Division: Equipment (710500) Department: Public Works 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Revenue Miscellaneous Intra -City Charges 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 Dump Trucks & Equipment Bucket truck Sign Truck TV Sewer Inspection Truck Recycle Truck Refuse Trucks Automobiles Backhoes Other Operating Equipment Trommel Screener Paint Machine Street Sweepers Mowers Snow Removal Equipment Tractors Other Vans & Trucks Total Capital Outlay $ 10,969 $ 15,810 $ 30,924 $ 15,000 $ 30,920 $ 30,920 10% 1,871,376 2,105,862 2,076,292 2,043,930 2,215,907 2,260,225 53,801 250,779 293,610 100,000 100,000 100,000 $ 1,936,146 $ 2,372,513 $ 2,400,826 $ 2,158,930 $ 2,346,827 $ 2,391,145 $ 116,182 $ 109,777 $ 48,580 $ - $ - $ - 21,254 75,771 59,738 38,239 62,801 75,361 16 520 175 639 - - 529,349 1,718,719 2,222,451 2,453,339 972,000 1,241,700 $ 666,801 $ 1,904,787 $ 2,330,944 $ 2,492,217 $ 1,034,801 $ 1,317,061 2014 2015 2016 2017 2018 0.75 0.75 0.75 - - 0.50 0.50 0.50 - - 1.25 1.25 1.25 :YiP.I 2017 2018 $ 320,609 $ 258,200 132,900 - 121,960 160,580 - 83,567 - 632,679 - 20,600 - 387,155 - 83,125 95,800 - 165,600 - 61,600 257,621 - - 44,300 18,000 35,700 56,274 67,300 178,269 243,500 $ 2,453,339 $ 972,000 111AkyjFilkiFACIAkyjIA►1119111111►1I] The City is exposed to various risks of loss related to torts; theft of, damage to, and destruction of assets; workplace accidents, errors and omissions; and natural disasters. During fiscal year 1988, the City established the Loss Reserve Fund, an internal service fund, to account for and finance its uninsured risks of loss. Funds pay annual premiums to the Loss Reserve Fund based on actuarial estimates of the amounts needed to pay prior and current -year claims and to establish a reserve for catastrophic losses. Accumulated monies in the Loss Reserve Fund are available to cover the self-insured retention amounts and any uninsured losses. For the year ending June 30, 2017 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 2017 revised fund balance is $3,465,361 million which is 1.50% higher than the fiscal year 2016 ending fund balance. The budgeted ending fund balance for fiscal year 2018 is $3,594,234, which is higher than the 2017 revised fund balance by 3.72%. The fund balance is expected to remain stable or slightly increase over the next two years. City of Iowa City Risk Management Loss Reserve (8200) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 3,067,793 $ 3,152,696 $ 3,298,488 $ 3,414,157 $ 3,465,361 $ 3,594,234 Revenues: Use Of Money And Property Interest Revenues Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Risk Management Loss Reserve Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 8,043 $ 12,900 $ 12,096 $ 1,134,174 1,542,726 1,398,727 48,954 25,872 136,189 - - 44 13,000 $ 12,100 $ 12,100 1,591,174 1,559,174 1,590,357 18,971 29,680 29,680 $ 1,191,171 $ 1,581,498 $ 1,547,056 $ 1,623,145 $ 1,600,954 $ 1,632,137 $ 1,106,268 $ 1,435,706 $ 1,431,387 $ 1,571,941 $ 1,472,081 $ 1,503,569 $ 1,106,268 $ 1,435,706 $ 1,431,387 $ 1,571,941 $ 1,472,081 $ 1,503,569 $ 3,152,696 $ 3,298,488 $ 3,414,157 $ 3,465,361 $ 3,594,234 $ 3,722,802 $ 3,152,696 $ 3,298,488 $ 3,414,157 $ 3,465,361 $ 3,594,234 $ 3,722,802 265% 209% 221% 213% 225% 228% :rz6 Iall 11Ak4/e1►FACIAk41A►III go] aA01AIIs] 0K 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 HIGHLIGHTS Recent Accomplishments: • Implemented a new Third Party Administrator • Revamped injury rate report • Provided over 550 hours of safety training Upcoming Challenges: • Complete Safety Handbook • Assist divisions to achieve Safety Certification Award • Implement OSHA 300 reporting changes Staffing: Staffing Level Change Summary: There are no staffing level changes in Fiscal Year 2018. Service Level Change Summary: There are no service level changes in Fiscal year 2018. Financial Highlights: There are no major financial changes or updates. 621 FY2016 FY2017 FY2018 Total FTE's 1.80 1.80 1.80 Staffing Level Change Summary: There are no staffing level changes in Fiscal Year 2018. Service Level Change Summary: There are no service level changes in Fiscal year 2018. Financial Highlights: There are no major financial changes or updates. 621 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain 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 2012 FY 2013 FY 2014 FY 2015 FY 2016 400 377 593 559 550 Injury Rate (percentage of workers injured in a given year) CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 7.16% 7.53% 6.72% 6.33% 5.80% Lost Day Rate (percentage of workers who missed work days due to work related injury) CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 3.33% 3.77% 2.90% 2.83% 2.07% :rra City of Iowa City Activity Summary Activity: Risk Management (310600) Division: Risk Management (310600) Fund: Risk Management Loss Reserve (8200) Department: Finance 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues $ 8,043 $ 12,900 $ 12,096 $ 13,000 $ 12,100 $ 12,100 Miscellaneous Intra -City Charges 1,134,174 1,542,726 1,398,727 1,591,174 1,559,174 1,590,357 Other Misc Revenue 48,954 25,872 136,189 18,971 29,680 29,680 Other Financial Sources Sale Of Assets - - 44 - - - Total Revenues $ 1,191,171 $ 1,581,498 $ 1,547,056 $ 1,623,145 $ 1,600,954 $ 1,632,137 Expenditures: Personnel $ 178,450 $ 196,233 $ 207,190 $ 198,262 $ 204,682 $ 210,822 Services 907,898 1,230,437 1,181,154 1,363,570 1,223,428 1,247,897 Supplies 19,920 9,036 43,043 10,109 43,971 44,850 Total Expenditures $ 1,106,268 $ 1,435,706 $ 1,431,387 $ 1,571,941 $ 1,472,081 $ 1,503,569 Personnel Services - FTE 2014 2015 2016 2017 2018 Administrative Secretary 0.25 0.25 0.25 0.25 0.25 Finance Director 0.05 0.05 0.05 0.05 0.05 Occ Safety & Tmg Spec 1.00 1.00 1.00 1.00 1.00 Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50 Total Personnel 1.80 1.80 1.80 1.80 1.80 623 11►1707all kyJevill I Is] Ll a 1 x91:10 M KOICY&A A:,N [a:" 1110117 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. In fiscal year 2016, support services for the Geographical Information System (GIS) software and hardware was added. 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, how much storage they use, and other factors. Internal customers are also responsible for budgeting funds for new computer equipment, however, internal service charges are then charged by the ITS fund for the service and replacement of that equipment. For equipment greater than $5,000, a replacement fund is also maintained to fund the replacement of the more expensive pieces of equipment. The ITS fund has an estimated ending fund balance of $2,058,938 at June 30, 2017. This is a decrease of $457,784 or 18.2% from fiscal year 2016. This decline is due to a transfer to the Capital Projects Fund for the replacement of the City's phone system. Fund balance is expected to increase in fiscal year 2018 by $53,088 or 2.58% to $2,112,026. 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 is $604,591 in fiscal year 2017 and $605,243 and fiscal year 2018. 624 City of Iowa City Information Technology (8300 - 8302) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 2,799,046 $ 2,551,542 $ 2,530,336 $ 2,516,722 $ 2,058,938 $ 2,112,026 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: Information Technology Info Technology Equipment Replacement Police Computer Equipment Replacement Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 6,729 $ 11,817 $ 6,848 $ 12,000 $ 6,850 $ 6,850 1,800 1,800 7,441 1,800 7,440 7,440 1,734,710 1,751,884 1,853,398 2,131,710 2,256,005 2,297,714 - - 15 - - - 2,745 5,000 - - $ 1,743,239 $ 1,765,501 $ 1,870,446 $ 2,150,510 $ 2,270,295 $ 2,312,004 $ 1,637,229 $ 1,543,896 $ 1,592,108 $ 2,028,404 $ 2,047,295 $ 2,095,463 212,355 204,511 231,915 79,890 169,912 170,000 141,159 38,300 10,037 - - - 1,990,743 1,786,707 1,834,059 2,108,294 2,217,207 2,265,463 - - 50,000 500,000 - - - 50,000 500,000 - - $ 1,990,743 $ 1,786,707 $ 1,884,059 $ 2,608,294 $ 2,217,207 $ 2,265,463 $ 2,551,542 $ 2,530,336 $ 2,516,722 $ 2,058,938 $ 2,112,026 $ 2,158,568 534,997 604,591 605,243 605,807 $ 2,551,542 $ 2,530,336 $ 1,981,725 $ 1,454,347 $ 1,506,783 $ 1,552,761 146% 143% 106% 68% 66% 67% :Yb7 I1►1107all AJevillIIs] ►a1xd:1► Is] X61CY&9ANVfd*tflllllaAZMAIIs] 01W 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 2017, ITS managed: • 41 fiber connected facilities • 97 network switches • 21 traffic switches • 85 virtual servers • 30 Virtual PCs • 8 VMware hosts • 155 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. :rz:� Recent Accomplishments: • Upgrade to Munis 11.2 • Microsoft Enterprise Agreement • Upgrade Storage Area Network • Expanded Utilization of GIS system • Stream lined multiple legacy city business processes • Enhance Laserfiche Access Staffing: Upcoming Challenges: • Implement New Phone System • Enhance mobile access to city applications • Replace Internet browsing appliance • Expand user training programs • Microsoft Office 2016 Upgrade Staffing Level Change Summary: ITS division will be creating a new Solutions Architect position in fiscal year 2018. Service Level Change Summary: The ITS department will be installing a new phone system in fiscal year 2018 that will allow for more enhanced feature and system redundancy. Financial Highlights: Supplies expenditures grew from $28,066 in fiscal year 2016 to $353,043 in fiscal year 2018 primarily due to small purchases for PC's and other small devices being moved from the ITS Equipment Replacement Reserve to the Information Technology operating budget. Also, the City entered into an enterprise agreement with Microsoft which added an annual payment to Microsoft and changes and enhances the City's license and use of Microsoft Office. :rr� FY2016 FY2017 FY2018 Total FTE's 9.86 9.80 10.80 Staffing Level Change Summary: ITS division will be creating a new Solutions Architect position in fiscal year 2018. Service Level Change Summary: The ITS department will be installing a new phone system in fiscal year 2018 that will allow for more enhanced feature and system redundancy. Financial Highlights: Supplies expenditures grew from $28,066 in fiscal year 2016 to $353,043 in fiscal year 2018 primarily due to small purchases for PC's and other small devices being moved from the ITS Equipment Replacement Reserve to the Information Technology operating budget. Also, the City entered into an enterprise agreement with Microsoft which added an annual payment to Microsoft and changes and enhances the City's license and use of Microsoft Office. :rr� GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote Environmental Sustainability Department Goal: Reduce datacenter electric consumption to be sustainable via Virtualization. Department Objective: Control growth of Datacenter Electricity Consumption year over year, and be energy conscious in decisions. Performance Measures: Total number of Kilowatt hours of electricity consumed Strategic Plan Goal Department Goal: Promote a Strong and Resilient Local Economy 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: FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 New Uptime Percentage 1 9940% 99.50% 99.92% 99.97% Measure Strategic Plan Goal STAR Objective: Department Goal/Objective: Performance Measures: Enhance Community and Intergovernmental Relations Human Services - Ensure high quality human services programs are available and utilized to guarantee basic human needs so that all residents lead lives of dignity. Collaborate on projects to allow for cost savings and greater utilization of resources Work with University of Iowa, Iowa City Community School, and private vendors to collaborate on fiber projects. Number of projects the city has collaborated with an outside entity. Number of Iowa City school facilities connected to City backbone fiber cable :rte: FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 New New New New Projects 25 Measure Measure Measure Measure Number of Iowa City school facilities connected to City backbone fiber cable :rte: City of Iowa City 4ctivity Summan Division: Information Technology (310500) $ 1,017,253 $ 1,003,786 $ 1,016,087 $ 1,096,035 $ Department: Finance 1,104,344 2014 2015 2016 2017 2018 2019 456,014 Actual Actual Actual Revised Budget Projected Revenues: Capital Outlay 100,845 91,483 - 175,000 175,000 Use Of Money And Property Total Expenditures $ 1,637,229 $ 1,543,896 $ 1,592,108 $ 2,028,404 $ 2,047,295 $ Interest Revenues $ 6,729 $ 11,817 $ 6,848 $ 12,000 $ 6,850 $ 6,850 Charges For Fees And Services Buyer I - Purchasing 0.06 0.06 0.06 - - Misc Charges For Svc 1,800 1,800 7,441 1,800 7,440 7,440 Miscellaneous GIS Coordinator - - 1.00 1.00 Intra -City Charges 1,217,498 1,217,460 1,291,232 1,987,226 2,085,441 2,127,150 Other Misc Revenue - - 15 - - - Total Revenues $ 1,226,027 $ 1,231,077 $ 1,305,535 $ 2,001,026 $ 2,099,731 $ 2,141,440 Expenditures Personnel $ 1,017,253 $ 1,003,786 $ 1,016,087 $ 1,096,035 $ 1,072,179 $ 1,104,344 Services 476,670 406,406 547,954 404,469 447,073 456,014 Supplies 42,461 42,221 28,066 352,900 353,043 360,104 Capital Outlay 100,845 91,483 - 175,000 175,000 175,000 Total Expenditures $ 1,637,229 $ 1,543,896 $ 1,592,108 $ 2,028,404 $ 2,047,295 $ 2,095,463 Personnel Services - FTE 2014 2015 2016 2017 2018 Buyer I - Purchasing 0.06 0.06 0.06 - - I.T.S. Coordinator 1.00 1.00 1.00 1.00 1.00 GIS Coordinator - - 1.00 1.00 Operations Clerk - I.T.S. 0.80 0.80 0.80 0.80 0.80 Solutions Architect - - - - 1.00 Sr Programmer/Analyst 2.00 2.00 2.00 2.00 2.00 Data Base Administrator 2.00 2.00 2.00 1.00 1.00 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 P.C. Technician 1.00 1.00 1.00 1.00 1.00 Total Personnel 9.86 9.86 9.86 9.80 10.80 Capital Outlay Fiber Optic Cable/Ductwork Network core routers Software licenses/upgrades Server hardware/upagrades Total Capital Outlay ::iris 2017 2018 $ 100,000 $ 100,000 25,000 25,000 25,000 25,000 25,000 25,000 $ 175,000 $ 175,000 City of Iowa City Activitv Summar Division: Information Technology (310500) Department: Finance 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Intra -City Charges $ 443,458 $ 438,699 $ 460,904 $ 144,484 $ 170,564 $ 170,564 Other Financial Sources Sale Of Assets - - 2,745 5,000 - - Total Revenues $ 443,458 $ 438,699 $ 463,649 $ 149,484 $ 170,564 $ 170,564 Expenditures Services $ 4,984 $ 3,835 $ 3,406 $ - $ - $ - Supplies 59,492 100,614 63,513 - - - CapitalOutlay 147,879 100,062 164,996 79,890 169,912 170,000 Total Expenditures $ 212,355 $ 204,511 $ 231,915 $ 79,890 $ 169,912 $ 170,000 Capital Outlay 2017 2018 File Servers $ 65,070 $ 115,717 Printers - 7,645 Other Hardware 14,820 46,550 Total Capital Outlay $ 79,890 $ 169,912 631 City of Iowa City Activitv Summar Division: Information Technology (310500) Department: Finance 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Revenues: Intra -City Charges $ 73,754 $ 95,725 $ 101,262 $ - $ - $ - Total Revenues $ 73,754 $ 95,725 $ 101,262 $ - $ - $ - Expenditures Services $ 190 $ 573 $ - $ - $ - $ - Supplies 3,801 17,435 10,037 - - Capital Outlay 137,168 20,292 - - - - Total Expenditures $ 141,159 $ 38,300 $ 10,037 $ - $ - $ - :i�YJ INA►III I01TA WANVAIN*? 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. Internal service fund charges are budgeted at $234,991 in fiscal year 2018, and they make up 98.3% of the fund's revenue. Budgeted internal service charge revenue is a decrease of 12% from fiscal year 2017 budgeted revenue of $267,124 primarily due to a decrease in radio system expenditures. Total fiscal year 2018 budgeted revenue is $239,151. The Central Services fund has an estimated ending fiscal year 2017 fund balance of $685,699. This was an increase of 2.70% from fiscal year 2016. The fiscal year 2018 estimated ending fund balance is $662,687 which is a decrease of 3.36% from fiscal year 2017. 633 City of Iowa City Central Services (8400) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 761,382 $ 715,872 $ 658,527 $ 667,695 $ 685,699 $ 662,687 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Library Charges Miscellaneous Intra -City Charges Other Misc Revenue Printed Materials Other Financial Sources Sale Of Assets Total Revenues Expenditures: Central Services Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 1,742 $ 2,416 $ 2,286 $ 2,500 $ 2,290 $ 2,290 - 6 10 - - - 228,772 248,406 239,084 267,124 234,991 239,691 5,820 451 1,695 - 1,690 - 111 222 183 220 180 180 662,687 $ 9 $ 236,445 $ 251,501 $ 243,265 $ 269,844 $ 239,151 $ 242,161 $ 281,955 $ 308,846 $ 234,097 $ 251,840 $ 262,163 $ 258,815 $ 281,955 $ 308,846 $ 234,097 $ 251,840 $ 262,163 $ 258,815 $ 715,872 $ 658,527 $ 667,695 $ 685,699 $ 662,687 $ 646,033 $ 715,872 $ 658,527 $ 667,695 $ 685,699 $ 662,687 $ 646,033 303% 262% 274% 254% 277% 267% 634 CdA►11101MINAN7AIN*K6]»NAIIs] ►6y 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 over 185,000 pieces of outgoing City Mail. • Sorted and distributed over 100,000 pieces of incoming City Mail. • Distributed and sorted incoming 1528 UPS packages. • Processed outgoing 86 UPS packages. Upcoming Challenges: • Find new location for back-up radio tower Staffing: Staffing Level Change Summary: There are no staffing level changes for fiscal year 2018. Service Level Change Summary: There are no service level changes for fiscal year 2018. Financial Highlights: In fiscal year 2018, the Central Services division has budgeted $48,000 for the replacement of copy machines. :x�.7 FY2016 FY2017 FY2018 Total FTE's 0.50 0.50 0.50 Staffing Level Change Summary: There are no staffing level changes for fiscal year 2018. Service Level Change Summary: There are no service level changes for fiscal year 2018. Financial Highlights: In fiscal year 2018, the Central Services division has budgeted $48,000 for the replacement of copy machines. :x�.7 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain 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 unlFra.�Inrrs�nralt�nr.� E��.7rrcl,E�rcru�.~• E�r`�yz� E�zc��ur�E�c�.1:�.~r�.~• Migration of Paper Copies to Scanned Copies * Quantities from April 2014 through July 2014 Cost Savings for Standard Letters Processed Quantity of Standard Letters New New 1 Measure Measure 71,340 145,874 185,269 Cost Savings Using City Mail New New Machine vs. Standard Mail ** Measure Measure $713.40 $1,305.27 $926.35 * Quantities and cost savings figures from February 2014 through July 2014 **Cost savings for FY16 now 1/2 cent per piece of standard mail FY 2012 1 FY 2013 FY 2014* FY 2015 1 FY 2016 New New Paper Copies 1,182,342 1,128,606 968,753 Measure Measure New New Scanned Copies 169,578 342,751 308,445 Measure Measure * Quantities from April 2014 through July 2014 Cost Savings for Standard Letters Processed Quantity of Standard Letters New New 1 Measure Measure 71,340 145,874 185,269 Cost Savings Using City Mail New New Machine vs. Standard Mail ** Measure Measure $713.40 $1,305.27 $926.35 * Quantities and cost savings figures from February 2014 through July 2014 **Cost savings for FY16 now 1/2 cent per piece of standard mail City of Iowa City 4ctivity Summan Division: Purchasing (310300) 36,512 $ 35,629 $ 35,851 $ Department: Finance 37,970 174,629 151,878 173,563 176,165 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budaet Protected Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Library Charges Miscellaneous Intra -City Charges Other Misc Revenue Printed Materials Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Purchasing Clerk Total Personnel Capital Outlay Copiers Total Capital Outlay $ 1,742 $ 2,416 $ 2,286 $ - 6 10 228,772 248,406 239,084 5,820 451 1,695 111 222 183 9 2,500 $ 2,290 S 2,290 267,124 234,991 239,691 - 1,690 - 220 180 180 $ 236,445 $ 251,501 $ 243,265 $ 269,844 $ 239,151 $ 242,161 $ 27,270 $ 36,512 $ 35,629 $ 35,851 $ 36,864 $ 37,970 174,629 151,878 173,563 176,165 175,228 178,733 4,981 1,824 1,196 1,824 2,071 2,112 75,075 118,632 23,710 38,000 48,000 40,000 $ 281,955 $ 308,846 $ 234,097 $ 251,840 $ 262,163 $ 258,815 2014 2015 2016 2017 2018 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 2017 2018 cir�l $ 38,000 $ 48,000 $ 38,000 $ 48,000 not:009 noI1►611101MLl M:8all *1ANV/0 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 increased by 12.83% due to a substantial increase in claims during fiscal year 2016. For fiscal year 2018, health insurance premiums are projected to increase by 7.50%. An increase in employee contributions was also negotiated as shown in the following table: Health Insurance Plan: FY2014 FY2015 FY2016 FY2017 FY2018 FY2019* Single Deductible $ 350 $ 500 $ 600 $ 600 $ 650 $ 675 Family Deductible 450 700 800 800 850 900 Single Out -of -Pocket Max 840 900 1,000 1,000 1,000 1,100 Family Out -of -Pocket Max 1,100 1,450 1,700 1,700 1,800 1,900 Single Contribution/Month 40 40 45 50 55 60 Family Contribution/Month 75 80 85 90 95 100 * Police and Fire only, the AFSCME and non-union plan is eligible for re -negotiation in FY2019 The fiscal year 2017 ending fund balance is estimated at $9.93 million. This is an increase of $25,357 or 0.25% from the revised fiscal year 2016 ending fund balance of $9.90 million. For fiscal year 2018, the fund balance is expected to increase to $10,333,217 which is an increase of $405,066 or 4.08%. Restricted/assigned fund balance represents the City's Net OPEB Obligation. The City's Net OPEB obligation at June 30, 2016 was $4,282,539. City of Iowa City Health Insurance Reserve (8500) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 10,359,253 $ 10,396,661 $ 10,620,338 $ 9,902,794 $ 9,928,151 $ 10,333,217 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 Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 23,355 $ 39,282 $ 1,160 - 417,543 532,146 7,041,553 6,937,376 18,798 - 33,206 $ 39,500 $ 33,210 $ 33,210 527,620 598,663 591,765 621,353 6,656,381 7,389,345 8,121,446 8,527,518 6 $ 7,502,409 $ 7,508,804 $ 7,217,213 $ 8,027,508 $ 8,746,421 $ 9,182,082 $ 7,465,001 $ 7,285,127 $ 7,934,757 $ 8,002,151 $ 8,341,355 $ 8,758,423 $ 7,465,001 $ 7,285,127 $ 7,934,757 $ 8,002,151 $ 8,341,355 $ 8,758,423 $ 10,396,661 $ 10,620,338 $ 9,902,794 $ 9,928,151 $ 10,333,217 $ 10,756,876 3,614,448 3,969,641 4,282,539 4,541,076 4,768,130 5,006,536 $ 6,782,213 $ 6,650,697 $ 5,620,255 $ 5,387,075 $ 5,565,087 $ 5,750,339 90% 89% 78% 67% 64% 63% :ire] City of Iowa City 4ctivity Summan Activity: Meann Insurance Reserves (s9utou) tuna: Meann Insurance Keserve (uouu) Division: Health Insurance Reserves (310750) Department: Finance 2014 2015 2016 2017 2018 2019 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 Total Expenditures $ 23,355 $ 39,282 $ 33,206 $ 39,500 $ 33,210 $ 33,210 1,160 - - - - - 417,543 532,146 527,620 598,663 591,765 621,353 7,041,553 6,937,376 6,656,381 7,389,345 8,121,446 8,527,518 18,798 - 6 - - - $ 7,502,409 $ 7,508,804 $ 7,217,213 $ 8,027,508 $ 8,746,421 $ 9,182,082 $ 7,464,733 $ 7,285,127 $ 7,934,757 $ 8,002,151 $ 8,341,355 $ 8,758,423 268 - - - - - $ 7,465,001 $ 7,285,127 $ 7,934,757 $ 8,002,151 $ 8,341,355 $ 8,758,423 :Ltr] 111:101111 IM0101M11BIM hiMAall *9:1NV/0 The City provides dental coverage for permanent employees and maintains insurance reserves for this purpose. The City's dental insurance plan is self-insured. Operating funds and participating employees are charged premiums which are deposited into the Dental Insurance Reserve Fund. The City reimburses a dental insurance provider for actual costs incurred plus a claims processing/ administrative fee. For non-union and AFSCME employees, the covered benefits increased from $1,000 to $1,500 per eligible member in fiscal year 2017. For police union and fire union employees, covered benefits are $500 per eligible member. The Dental Insurance Reserve's fund balance at the end of fiscal year 2017 is expected to be $143,838 or $6,731 higher than the fiscal year 2016 ending fund balance. This is an increase of 4.91% percent. A decrease in fund balance is expected for fiscal year 2018 to $141,126 which is a decrease of $2,712 or 1.89%. 641 City of Iowa City Dental Insurance Reserve (8600) Fund Summary 2014 2015 2016 2017 2018 2019 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 118,521 $ 134,805 $ 142,803 $ 137,107 $ 143,838 $ 141,126 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 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 310 $ 553 $ 473 $ 500 $ 470 $ 470 22,455 27,372 24,501 27,372 27,372 27,372 338,212 334,391 339,391 354,755 368,832 379,897 $ 360,977 $ 362,316 $ 364,364 $ 382,627 $ 396,674 $ 407,739 $ 344,693 $ 354,318 $ 370,061 $ 375,896 $ 399,386 $ 411,368 $ 344,693 $ 354,318 $ 370,061 $ 375,896 $ 399,386 $ 411,368 $ 134,805 $ 142,803 $ 137,107 $ 143,838 $ 141,126 $ 137,497 $ 134,805 $ 142,803 $ 137,107 $ 143,838 $ 141,126 $ 137,497 37% 39% 38% 38% 36% 34% :LYJ City of Iowa City 4ctivity Summan Activity: uental Insurance Keserves (3t U/6U) tuna: uental Insurance Keserve (S6UU) Division: Dental Insurance Reserves (310760) Department: Finance 2014 2015 2016 2017 2018 2019 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 $ 310 $ 553 $ 473 $ 500 $ 470 $ 470 22,455 27,372 24,501 27,372 27,372 27,372 338,212 334,391 339,391 354,755 368,832 379,897 $ 360,977 $ 362,316 $ 364,364 $ 382,627 $ 396,674 $ 407,739 $ 344,693 $ 354,318 $ 370,061 $ 375,896 $ 399,386 $ 411,368 $ 344,693 $ 354,318 $ 370,061 $ 375,896 $ 399,386 $ 411,368 643 11 0 4 E owop1 0 W l7roTd "s A NA VWX m UNESCO CITY OF LITERATURE 644 F Y 2 0 1 8 STATISTICS General Information US Census Data Economic Overview Revenue Comparisons Property Tax Valuations Property Tax Levies Principal: Taxpayers Employers Sewer Customers Water Customers Operating Indicators STAR Outcomes Department Statistics: Police Fire Library Senior Center Transportation Services 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 City Council is the legislative body and makes all policy determinations for the City through the enactment of ordinances and resolutions. It also adopts a budget to determine how the City will obtain and spend its funds. The Council appoints members of boards, commissions and committees. 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 :Ll1 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 and support for the Community 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. N MINNESOTA Minneapolis s as WISCONSIN s 1 MsaSsen !N44. u IOWA fvdd' i61 A - NEBRASKA ami `.Dl s Manes_. seo: Lnb r+ °'' eo ` Iowa City ILLINIOIS Lncoln Springfield -S•�s Jefferson city , KANSAS n iwa szc '• MISSOURI Numbers Rear city names m4tp ate travel time Atm laws Cky to that destination. :Lr7 Iowa City by the Numbers: • Population 67,862 • Land Area 25.01 square miles • Average Persons Per Household 2.21 • Bachelor's Degree or Higher 58.8% • 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 Recognition & Accolades 2015 • Iowa City, #7, "Top 10 College Towns You'll Never Want to Leave" - collegemagazine.com, Oct. 2015 • Iowa City, #9, "Top 100 Places to Live 2016" - Livability.com, Sept. 2015 • Iowa City, #1, "The Least -Stressed Cities in America" - smartasset.com, Aug. 2015 • Iowa City, #3, "Top Places To Live In America" - outsideonline.com, Aug. 2015 • Iowa City, #8, "Top 30 Small Cities" - Area Development Magazine, June 2015 • Iowa City, #21, "Best Small Cities in America 2015" - NerdWallet.com, June 2015 • Iowa City, #1, 10 Best Cities for Educated Millennials" - Business Insider, May 2015 • Iowa City, #1, "Best Cities For College Grads in 2015" - Huff ingtonpost.com, May 2015 • Iowa City MSA, #1 in Employment Destinations Index - AIER, May 2015 • Iowa City MSA, Fastest Growing Iowa Metro and Top 100 Fastest Growing Metros 2010-2014 - US Census, Apr. 2015 • Iowa City MSA, #38, "Economic Strength Rankings" (out of 381 US Metros) - POLICOM, Mar. 2015 • Iowa City, #4 "Best College Towns" - American Institute for Economic Research, Feb. 2015 • Iowa City, #5 "Best -Performing Cities (Small Cities)" - Milken Institute, Jan. 2015 • Iowa City, #6 "Easiest Cities to Find a Job" - ZipRecruiter.com, Jan. 2015 • Iowa City #6 "The 10 Smartest Cities in America" - Market Watch, Jan. 2015 :LP] Education: Public education to the City is provided by the Iowa City Community School District, with certified enrollment of 13,671.2 for the 2015-16 school year. There are approximately 1,800 district personnel. The district operates twenty 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 1,895.1 for school year 2015-16. 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. 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 represent more than 200 outpatient clinics and care areas. 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. :i.Y�] US Census Data Iowa I Johnson I Iowa Po ulation, percent ch an ge -April 1, 2010 estimates base to July 1, 2015, V2015 N/A 10.21 2.5 Population, percent change -April 1, 2010 (estimates base) to July 1, 2014, (V2014) 8.1% 8.7% 2.0% Population, Census, April 1, 2010 67,862 130,882 3,046,355 Persons under 5 years, percent, July 1, 2014, V2014 X 6.2 6.3 Persons under 18 years, percent, July 1, 2014, (V2014) X 20.4 23.4 Persons 65 years and over, percent, July 1, 2014, V2014 X 9.9 15.8 Female persons, percent, July 1, 2014, V2014 X 50.2 50.3 Female persons, percent, April 1, 2010 50.3% 50.0% 50.5% White alone, percent, July 1, 2014, V2014 a X 85.4 92.1 Black or African American alone, percent, July 1, 2014, V2014 a X1 5.9 3.4 American Indian and Alaska Native alone, percent, July 1, 2014, (V2014) (a) X 0.3 0.5 Asian alone, percent, July 1, 2014, V2014 a X 6 2.2 Two or More Races, percent, July 1, 2014, V2014 X 2.4 1.7 Hispanic or Latino, percent, July 1, 2014, (V2014) (b) X 5.5 5.6 White alone, not Hispanic or Latino, percent, July 1, 2014, V2014 X 80.6 87.1 White alone, not Hispanic or Latino, percent, April 1, 2010 79.7% 83.1% 88.7% Population Characteristics Veterans, 2010-2014 2,579 6,542 219,006 Foreign born persons, percent, 2010-2014 13.4% 9.8% 4.7% Housing units, July 1, 2014, (V2014) X1 58783 1362124 Housing units, April 1, 2010 29,270 55,967 1,336,417 Owner -occupied housing unit rate, 2010-2014 48.1% 59.6% 71.8% Median value of owner -occupied housing units, 2010-2014 $185,500 $191,900 $126,300 Median selected monthly owner costs -with a mortgage, 2010-2014 $1,469 $1,468 $1,181 Median selected monthly owner costs -without a mortgage, 2010-2014 $505 $505 $431 Building permits, 2014 X 1080 10256 Families and LhAng Arrangements Households, 2010-2014 28,843 54,850 1,232,228 Persons per household, 2010-2014 2.21 2.34 2.42 Living in same house 1 year ago, percent of persons age 1 ear+, 2010-2014 63.3% 73.6% 84.9% Language other than English spoken at home, percent of persons age 5 ears+, 2010-2014 17.2% 14.1% 7.4% Education High school graduate or higher, percent of persons age 25 ears+, 2010-2014 95.4% 94.8% 91.3% Bachelor's degree or higher, percent of persons age 25 ears+, 2010-2014 58.8% 51.7% 26.4% Health With a disability, under age 65 years, percent, 2010-2014 5.7% 5.3% 7.7% Persons without health insurance, under age 65 years, percent 8.7% 9.6% 7.2% Economy In civilian labor force, total, percent of population age 16 ears+, 2010-2014 66.5%70.7% 67.9% Total accommodation and food services sales, 2012 $1,000 D D 5,468,687 Total health care and social assistance receipts/revenue, 2012 ($1,000) 1,851,067 1 1,967,788 1 18,583,828 Total manufacturers shipments, 2012 $1,000 2,889,946 1 3,400,394 1 116,668,830 Total merchant wholesaler sales. 2012 ($1.000) 1 502.298 1 1.011.788 1 62.318.301 Median household income in 2014 dollars), 2010-2014 $42,119 1 $54,985 $52,716 Per capita income in past 12 months (in 2014 dollars), 2010-2014 $27,336 $31,131 $27,621 Persons in poverty,percent 27.60% 15.90% 12.200r Total nonem to er establishments, 2013 X 8,843 203,763 Al firms, 2012 5,912 11,533 259,121 Men -owned firms, 2012 3,119 5,929 135,382 Women -owned firms, 2012 1,719 3,606 82,345 Minority-owned firms, 2012 619 1,156 14,707 Nonminori -owned firms, 2012 4,922 9,758 236,561 Veteran -owned firms, 2012 484 1,064 25,889 Nonveteran-owned firms, 2012 1 4,958 1 9,620 217,779 Geography Population per square mile, 2010 1 2,713.3 1 213.1 54.5 Land area in square miles, 2010 1 25.01 1 614.04 55,857.13 This geographic level of poverty and health estimates are not comparable to other geographic levels of these estimates The vintage year (e.g., V2015) refers to the final year of the series (2010 to 2015). Different vintage years of estimates are not comparable. (a) Includes persons reporting only one race (b) Hispanics may be of any race, so also are included in applicable race categories Source: US Census Bureau - QuickFacts 651 Economic Overview The national economy continues to move GDP Trends toward recovery after Annual Percent Change one of the deepest 5.0% Unemployment Rates recession officially spanned from 4.0% 10.0% IL December 2007 to 3.0% 8.0% June 2009 (National 2.0% 6.0% Bureau of Economic 1.0% 2006 2007 12008 12009 12010 1201112012 12013 12014 2015 Research). Real GDP 0.0% 4.6% 4.6% 15.8% 19.3% 19.6% 18.9% 18.1% 17.4% 16.2% 5.3% has grown in twenty- 1.01. 3.7% 14.2% 16.4% 16.0% 15.5% 15.1% 14.7% 14.2% 3.7% five of the last twenty- -2.0% 12.7% 2.8% 13.2% 14.6% 14.3% 14.1% 13.8% 13.5% 13.1% seven quarters after ° -3.0 /° declining in five of the six preceding -4.0% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 quarters. MUS 3.2% 2.7% 1.4% -0.5% -2.7% 2.2% 1.4% 2.0% 1.3% 2.2% 2.5% 1.2% 3.6% -2.3% -1.6% 2.2% 2.4% 3.8% 1.0% 1.6% (Source: Bureau of ■Iowa o_8%3.6% 1_7% 0.9% 0.7% 2.5% 3.2% 3.1% 2.2% 0.8% Economic Analysis) ■ Iowa City 12.0% Unemployment Rates 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% 2006 2007 12008 12009 12010 1201112012 12013 12014 2015 ■National 4.6% 4.6% 15.8% 19.3% 19.6% 18.9% 18.1% 17.4% 16.2% 5.3% ■Iowa 3.7% 3.7% 14.2% 16.4% 16.0% 15.5% 15.1% 14.7% 14.2% 3.7% ■Iowa City 12.7% 2.8% 13.2% 14.6% 14.3% 14.1% 13.8% 13.5% 13.1% 2.7% :i.9J Iowa City's economy has fared better than the state as a whole during the economic downturn. While Iowa City's unemployment rate has returned to pre -2008 levels, it continues to remain well below state and national levels. As of March 2016, the Iowa City Metropolitan Statistical Area (MSA) was tied for the sixth lowest unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) The growth in assessed property value has slowed in recent years. The effect of this slow growth on taxable value has been offset by increases in the state - mandated "rollback"; a higher percentage of residential properties' value is taxable. Assessed & Taxable Property Valuations" in millions $6,000 $5,000 $4,000 FY12 FY13 $4,371 $3.000 $4.532 129% 156% $2.000 $2,712 $2,600 $2,913 $1.000 325% 14.03% - $0 37% 1.49% 7.67% FY08 FY09 FYI FE Assessed P,$74 $4,210 $4.315 % Change. Assessed 3.13% 6.65% 2.51% Taxable $2,386 $2,522 $2,634 %Change, Taxable 2.85% 15.69% 14.43% FY11 FY12 FY13 $4,371 $4.439 $4.532 129% 156% 210% $2,712 $2,600 $2,913 2.96% 325% 14.03% FYI FYI FY16 FYI $4.581 $4,748 $4,$63 $5.257 109% 364% 242% 8.11% $2989 $3090 $3,136 $3,376 2.63% 13 37% 1.49% 7.67% *Assessed valuations before rollback, military exemptions deducted, includes TIF; excludes gas & electric utilities and Taxable valuations after rollback, military exemptions deducted, includes TIF, excludes gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) Taxable Percentage of Home Value 58% 56% 54% 52% 50% 48% 46% 44% 42% 40% FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 ■Rollback 46% 44% 46% 47% 49% 51% 53% 54% 56% 56% 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 and remanded constant over the last year. 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. 653 Building Permits Value in millions One measure of local economic health is hotel/motel tax receipts. The City uses hotel/motel tax receipts to augment funds for public safety, parks & recreation services, and the Convention & Visitors Bureau. Generating revenue from non -Iowa City residents reduces the tax burden on residents. After a dip in revenue during FY2010, hotel/motel tax receipts are above pre - recession levels and have increased over each of the last five fiscal years. Though the value of building permits issued has declined in recent years, the values rebounded significantly from 2009 through 2011. Total value in 2013 was the highest of any year in the past ten years. Through April there has been 240 permits and $115 million value in 2016. Hotel/Motel Tax Revenue in thousands $1,200 $1,000 $800 $600 $400 $200 $0 FY06 I FY07 FY08 FY09 FY10 FY11 I FY12 I FY13 I FY14-1 FY15 ■HoteVMotel $636 $692 $724 $752 $667 $746 1 $814 1 $834 1 $967 1$1,057 %Change 5.60% 8.81% 4.67% 3.92% -11.3911.84°/ 9.17% 2.51%15.91°/ 9.34% *FY14 is first period reported on an accrual bases. Utility Franchise Fee Revenue inthousands $1,200 $1,000 $800 $600 $400 $200 $o FY11 FY12 FY13 FY14* FY15 ■Fee Revenue$725 $826 $881 $1,031 $sot %Change 113.92°h 6.58% 17.06% -11.39% *FY14 is first period reported on an accrual bases. 654 In 2009, the State of Iowa enacted legislation establishing cities' right to impose a franchise tax on gas and electric utilities. On February 16, 2010, the Iowa City City Council passed and approved an ordinance establishing a one percent (1 %) tax. Of the $902,000 for FY2015, $609,000 funded a portion of the operational costs associated with Fire Station #4 and maintenance of the right-of-ways. The Iowa City property tax levy comprised approximately forty-two and nine -tenths percent of City residents' total property tax bill. The Iowa City Community School District and Johnson County make up another thirty-five and seven -tenths percent and eighteen and seven -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 FY2016 Total Levy Rate ICCSD Johnson 35.7% County* 18.7% City of Iowa City Levy Rate and Percentage of Overlapping Jurisdictions owa City mr 42.9% XMP11F 18.100 General Fund Unassigned Fund Balance* inthousands $25,000 $20,000 $15,000 -... $10,000 IF1V 17.900 $5,000 $0 F 111 17.700 FY14 FY15 ■Funtl Balance $18,508 $17,104 $17,119 $17,985 $19,307 %of Rev. 31.0% 25.9% 28.4% 30.6% 33.6% 17.500 17.300 17.100 16.900 16.700 WFY11"FY14FY15 16.500 16.300 16.100 FY07 FY08 FY09 Total Overlapping 38.226 38.830 40.567 40.596 40.915 40.754 39.499 38.639 38.528 38.811 IC%of Total 45.3% 44.5% 43.7% 44.0% 43.4% 43.8%143.7%143.5%143A-/. 42.9% ■ IC Levy Rate 17.302 17.297 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.651 City policy states that year- end General Fund unassigned fund balance will fall between twenty (20%) and thirty percent (30%) of total revenues and transfers in. The FY2015 excess balance was used to increase the emergency fund balance. *Amounts before FY2013 are cash balance instead of fund balance. Kirkwood CC 2.7% Iowa City's levy rate dropped approximately three -tenths percent (0.3%) in FY2016, largely from a decrease in the debt service levy. Iowa City's FY2017 levy rate totals $16.583; this represents a decline of four -tenths of a percent (0.4%). The rates of overlapping jurisdictions are not certified as of this publication. :i.Y.7 General Fund Unassigned Fund Balance* inthousands $25,000 $20,000 $15,000 -... $10,000 IF1V $5,000 $0 F 111 F 112 FY14 FY15 ■Funtl Balance $18,508 $17,104 $17,119 $17,985 $19,307 %of Rev. 31.0% 25.9% 28.4% 30.6% 33.6% :i.Y.7 City Pension Contributions in thousands $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14* FY15 $3,297 $3,398 $3,474 $3,122 $3,166 $3,582 $4,667 $4,892 $5,539 $5,550 9.0% 3.1% 2.2% -10.1% 1.4% 13.2% 30.3% 4.9% 13.3% 0.2% ntal rMFPRSI $38 $61 $33 $35 $37 $51 $58 $69 $66 $70 $1,925 $1,952 $1,918 $1,425 $1,347 $1,654 $2,277 $2,383 $2,921 $2,958 $1,331 $1,382 $1,519 $1,659 $1,778 $1,874 $2,328 $2,440 $2,553 $2,522 *FY14 is first period reported on an accrual bases. City pension contributions continue to grow at a rapid pace, except FY2015 contributions were flat with an increase of two-tenths of a percent (0.2%) from FY2014. 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 I PERS contributions increasing to eight and ninety -three -hundredths percent (8.93%) (an increase of three percent). Also, the public safety pension contribution rate increased in FY2015 to thirty and forty -one -hundredths percent (30.41 %) of salary (an additional increase of one percent). In FY2016 the public safety pension contributions decreased to twenty-seven and seventy -seven -hundredths percent (27.77%) and is expected to decrease again in FY2017 to twenty-five and ninety -two -hundredths percent (25.92%) of salary, which are decreases of eight and seven -tenths (8.7%) and six and seven -tenths (6.7%), respectively. MFPRSI employee contributions are set by statute, currently nine and four -tenths percent (9.4%). City contributions are determined by the system's actuary. IPERS City and employee contributions are currently a sixty/forty split (60/40), with the City paying sixty percent of total contributions. City Pension Contribution Rates 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% FY08 I FY09 I F 1 1 FY11 I FY12 I FY13 I FY14 I FY15 I FY16 FY17 IPERS 6.05% 6.35% 6.65% 6.95% 8.07% 8.67% 8.93% 8.93% 8.93% 8.93% MFPRSI 25.48% 18.75% 17.00% 19.90% 24.76% 26.12% 30.12% 30.41% 27.77% 25.92% :i.Y:i FY2015 Actual General Fund Revenue (excluding Transfers In) Other City Taxes Licenses & Permits 4% Property Taxes _Intergovernmental 63% 7% Charges for Services Mise Revenue 3% 10% e a Use of Money & Property 2% qiLlfOther Financing Sources 6% 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. FY2015 Actual General Fund Expenditures (excluding Transfers Out) nel Services 17% :i.�l Supplies 3% Capital Outlay 7% Other Financing Sources 2% Personnel costs comprise the largest portion of General Fund expenditures. Total Outstanding General Obligation Debt on June 30 in thousands $100,000 $90,000 $60,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 FY08 I FY09 I FY10 I FY11 I FY12 I FY13 I FY14 I FY15 I FY16 I FY17 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 three -tenths percent (1.3%) of assessed value, or approximately one-fourth of the allowable debt margin. Total outstanding General Obligation debt is estimated to dropped almost twenty-two and a half (22.5) million between FY2011 and FY2016. 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. GO Debt as a Percent of Debt Limit 50% 5% 4 0% FY08 4 FY10 5% FY12 FY13 FYI 3 FYI FYI Total Levy Rate 0°/a 16.583 Debt Service Levy 3.786 3 4.219 4.438 4.649 2 4.030 4.130 3.928 2 DS % of Total 21.9% 24.3% 1 25.0%126.1%125.7%124.0%124.7% 1 23.6% 23.1% 0% 1 FY08 FY09 F01310%, FY12 FY13 FY14 FY15 FY16 FY17 ■% 44% 40% 3 33% 27% 29% 26% 24% 22% 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 FY2017, the debt service levy is approximately twenty-three percent (23%) of the total propert 5% 0% FY08 FY09 FY10 5% FY12 FY13 FYI FYI FYI FYI Total Levy Rate 0°/a 16.583 Debt Service Levy 3.786 5°/a 4.219 4.438 4.649 0°/a 4.030 4.130 3.928 5% DS % of Total 21.9% 24.3% 0% 25.0%126.1%125.7%124.0%124.7% 5% 23.6% 23.1% 0% 1 FY08 FY09 F01310%, FY12 FY13 FY14 FY15 FY16 FY17 ■% 44% 40% 3 33% 27% 29% 26% 24% 22% Debt Service Percent of Total Levy Rate 15.0% FY08 FY09 FY10 FY11 FY12 FY13 FYI FYI FYI FYI Total Levy Rate 17.297 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583 Debt Service Levy 3.786 4.303 4.219 4.438 4.649 4.443 4.030 4.130 3.928 3.280 DS % of Total 21.9% 24.3% 23.6% 25.0%126.1%125.7%124.0%124.7% 23.6% 23.1% :i.Y7 y tax levy rate. Revenue Comparisons Revenue Comparisons are done on the ten (10) largest cities in Iowa and our neighboring cities of Coralville and North Liberty. Property Tax Rate Comparison (Levy Rate per $1,000 Valuation) City FY16 Tax Rate Rank FY16/FY15 % Change Waterloo 17.764 1 -1.05% Council Bluffs 17.750 2 0.00% Des Moines 16.920 3 0.00% Davenport 16.780 4 0.00% Iowa City 16.651 5 -0.33% Sioux City 16.110 6 -1.55% Cedar Rapids 15.216 7 0.00% Coralville 13.528 8 0.00% West Des Moines 12.000 9 -0.42% North Liberty 11.033 10 0.00% Dubuque 11.026 11 0.00% Ames 10.629 12 -2.08% FY2016 Estimated General Fund Revenue FY2016 Adopted Budget city Revenues Transfers In Debt Proceeds/ Asset Sales Total Revenues Per Capita Revenue* Per Cap. Rank West Des Moines $50,970,273 $12,796,319 $8,000 $63,774,592 $1,126.58 1 Dubuque $53,372,162 $9,577,507 $58,100 $63,007,769 $1,093.18 2 Cedar Rapids $88,669,004 $32,981,242 $120,000 $121,770,246 $963.94 3 Council Bluffs $45,166,597 $13,471,954 $0 $58,638,551 $942.29 4 North Liberty $8,631,674 $2,731,578 $0 $11,363,252 $849.65 5 Iowa City $44,640,384 $10,684,362 $894,150 $56,218,896 $828.43 6 Coralville $12,601,803 $2,416,000 $0 $15,017,803 $794.30 7 Sioux City $42,848,396 $20,449,533 $50,002 $63,347,931 $766.14 8 Waterloo $45,226,134 $7,090,399 $65,000 $52,381,533 $765.74 9 Des Moines $122,365,356 $33,350,128 $3,000 $155,718,484 $765.45 10 Davenport $51,800,363 $20,750,700 $0 $72,551,063 $727.80 11 Ames $24,451,979 $8,822,639 $500 $33,275,118 $564.32 12 *Per Capita calculations used 2010 US Census data 3X1 Hotel/Motel Tax Revenues FY2015 Receipts City- Effective Date Receipts Des Moines 4/1/1979 $5,783,917 West Des Moines 4/1/1979 $3,669,278 Cedar Rapids 4/1/1979 $3,512,298 Council Bluffs 4/1/1979 $2,889,262 Coralville 7/1/1983 $2,706,005 Davenport 4/1/1981 $2,385,143 Ames 4/1/1988 $2,160,184 Dubuque 4/1/1979 $2,078,937 Sioux City 4/1/1979 $1,916,669 Waterloo 4/1/1981 $1,205,766 Iowa City 4/1/1983 $1,057,386 North Liberty 7/1/2008 $70,658 '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 5% Des Moines 7.5% Ads] Utility Rates (Residential Monthly Billing - July 1, 2015) city Water Sewer Waste Storm Total Rank North Liberty* $42.53 $51.66 $9.75 $2.00 $105.94 1 Waterloo $37.60 $47.57 $11.36 $2.75 $99.28 2 Des Moines $26.34 $38.86 $22.17 $10.95 $98.32 3 Davenport $40.40 $37.27 $14.75 $2.49 $94.91 4 Dubuque $24.35 $36.88 $25.81 $6.38 $93.42 5 Sioux City $31.45 $34.54 $15.44 $5.25 $86.68 6 Iowa City $30.17 $36.08 $15.90 $3.50 $85.65 7 Ames* $28.18 $31.08 $21.29 $3.45 $84.00 8 West Des Moines $32.37 $33.51 $10.90 $4.25 $81.03 9 Council Bluffs** $36.60 $19.84 $18.00 $0.00 $74.44 10 Cedar Rapids $25.69 $23.88 $19.63 $4.90 $74.10 11 Coralville $17.80 $26.37 $19.00 $3.00 $66.17 12 *Ames and North Liberty trash collection provided by private contractors **Council Bluffs Sewer Fee Increasing to $22.88 by FY17 :i.Yi Property Tax Valuations Last Ten Fiscal Years Actual Valuation Residential rollback Tax Collection Year: 55.6259% 55.7335% 54.4002% Agricultural rollback FY2018 Prelim. FY2017 FY2016 FY2015 Residential $ 4,011,317,530 $ 3,882,757,454 $ 3,603,743,609 $ 3,488,112,611 Agricultural (taxed at Ag rate) 3,443,020 3,720,671 3,553,520 3,680,920 Multi -Residential 420,082,751 410,426,868 - - Commercial 800,746,705 805,734,128 1,129,397,979 1,144,437,631 Industrial 79,474,988 73,206,895 74,399,739 80,153,614 Railroads 4,096,577 4,096,577 4,015,580 3,827,506 Utilities wout Gas & Electric 7,375,066 7,375,066 8,239,789 9,599,528 Gross valuation 5,326,536,637 5,187,317,659 4,823,350,216 4,729,811,810 Less: Military exemption 2,635,396 2,727,994 2,828,002 2,939,122 Net valuation 5,323,901,241 5,184,589,665 4,820,522,214 4,726,872,688 Incremental value 80,559,947 72,650,838 42,307,287 21,131,574 Gas and Electric Utilities 86,198,134 92,987,351 87,728,294 78,642,915 Total Actual valuation $ 5,490,659,322 $ 5,350,227,854 $ 4,950,557,795 $ 4,826,647,177 Percent change 2.625% 8.073% 2.567% 3.392% Taxable Valuation 41,702,196 44,986,783 46,785,426 47,004,994 Total Taxable Valuation Tax Collection Year: $ 3,421,386,133 $ 3,182,641,961 $ 3,136,795,629 Percent change FY2018 Prelim. FY2017 FY2016 FY2015 Assessment Limitation: Residential rollback 56.9391% 55.6259% 55.7335% 54.4002% Agricultural rollback 47.4996% 46.1068% 44.7021% 43.3997% Multi -Residential rollback 82.50% 86.25% NA NA Commercial and Railroad rollback 90.0% 90.0% 90.0% 95.0% Industrial rollback 90.0% 90.0% 90.0% 95.0% Residential $ 2,284,007,603 $ 2,155,033,296 $ 2,008,493,138 $ 1,894,079,854 Agricultural (taxed at Ag rate) 1,635,418 1,706,955 1,588,496 1,597,501 Multi -Residential 346,568,385 353,335,857 - - Commercial 712,997,546 720,036,878 1,016,458,199 1,086,556,293 Industrial 71,527,489 65,301,535 66,959,765 76,128,877 Railroads 3,686,919 3,686,919 3,614,022 3,636,130 Utilities wout Gas & Electric 7,375,066 7,375,066 8,239,789 9,599,528 Gross valuation 3,427,798,426 3,306,476,506 3,105,353,409 3,071,598,183 Less: Military exemption 2,635,396 2,727,994 2,828,002 2,939,122 Net valuation 3,425,163,030 3,303,748,512 3,102,525,407 3,068,659,061 Incremental value 76,745,032 72,650,838 33,331,128 21,131,574 Gas and Electric Utilities 41,702,196 44,986,783 46,785,426 47,004,994 Total Taxable Valuation $ 3,543,610,258 $ 3,421,386,133 $ 3,182,641,961 $ 3,136,795,629 Percent change 3.572% 7.501% 1.462% 3.320% Total Direct Tax Rate City of Iowa City $ 16.333 $ 16.583 $ 16.651 $ 16.705 H:YJ FY2014 FY2013 FY2012 FY2011 FY2010 FY2009 $ 3,367,051,717 $ 3,284,249,136 $ 3,182,636,485 $ 3,122,874,615 $ 3,065,278,624 $ 2,991,702,239 2,655,640 2,516,440 2,263,884 2,314,823 1,499,347 1,564,892 1,113,600,025 1,149,535,927 1,146,182,052 1,139,935,432 1,055,126,085 1,030,546,806 72,834,630 73,400,730 73,044,725 72,283,702 67,288,971 65,905,651 3,205,451 2,619,932 1,799,383 1,593,188 2,098,465 2,532,561 10,816,940 11,051,685 10,729,898 9,491,730 9,304,801 9,136,525 4,570,164,403 4,523,373,850 4,416,656,427 4,348,493,490 4,200,596,293 4,101,388,674 3,059,502 3,096,542 3,163,216 3,239,146 3,324,338 3,395,642 4,567,104,901 4,520,277,308 4,413,493,211 4,345,254,344 4,197,271,955 4,097,993,032 14,113,908 11,712,327 25,408,838 25,408,841 117,812,738 111,540,045 87,100,183 83,538,109 81,240,051 79,196,417 61,065,832 54,080,557 $ 4,668,318,992 $ 4,615,527,744 $ 4,520,142,100 $ 4,449,859,602 $ 4,376,150,525 $ 4,263,613,634 1.144% 2.110% 1.579% 1.684% 2.639% 8.534% FY2014 FY2013 FY2012 FY2011 FY2010 FY2009 52.8166% 50.7518% 48.5299% 46.9094% 45.5893% 44.0803% 59.9334% 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 $ 1,776,096,066 $ 1,666,036,081 $ 1,544,260,536 $ 1,464,643,790 $ 1,384,088,145 $ 1,307,510,775 1,591,636 1,447,988 1,562,422 1,534,056 1,407,234 1,410,002 1,113,600,025 1,149,535,927 1,146,182,052 1,139,935,432 1,055,126,085 1,027,539,961 72,834,630 73,400,730 73,044,725 72,283,702 67,288,971 65,905,651 3,205,451 2,619,932 1,799,383 1,593,188 2,098,465 2,525,753 10,816,940 11,051,685 10,729,898 9,491,730 9,304,801 9,136,525 2,978,144,748 2,904,092,343 2,777,579,016 2,689,481,898 2,519,313,701 2,414,028,667 3,059,502 3,096,542 3,163,216 3,239,146 3,324,338 3,395,642 2,975,085,246 2,900,995,801 2,774,415,800 2,686,242,752 2,515,989,363 2,410,633,025 14,113,908 11,712,327 25,408,838 25,408,841 117,812,738 111,540,045 46,813,214 47,404,050 48,337,968 46,333,208 45,156,750 44,597,261 $ 3,036,012,368 $ 2,960,112,178 $ 2,848,162,606 $ 2,757,984,801 $ 2,678,958,851 $ 2,566,770,331 2.564% 3.931% 3.270% 2.950% 4.371% 5.717% $ 16.805 $ 17.269 $ 17.842 $ 17.757 $ 17.853 $ 17.717 AM 100% Assessed vs. Taxable Valuations $6,000 $5,500 $5,000 $4,500 c 0 $4,000 c $3,500 $3,000 $2,500 $2,000 $1,500 FY08 I FY09 I FY10 FY11 FY12 FY13 FY14 FY15 I FY16 I FY17 0% Assessed $3,928 $4,264 $4,376 $4,450 $4,520 $4,616 $4,668 $4,827 $4,951 $5,350 Change, Assessed A 3.2% 8.5% 2.6% 1.7% 1.6% 2.1% 1.1%34% 2.6% 8.1% axable $2,428 $2,567 $2,679 $2,758 $2,848 $2,960 $3,036 $3,137 $3,183 $3,421 Change, Taxable 2.8% 5.7% 4.4% 2.9% 3.3% 3.9% 2.6% 3.3% 1.5% 7.5% :i:L! FY2017 Actual Property Valuation Gross Valuation Percent by Property Type $5,187,317,659 FY2017 Taxable Property Valuation Gross Valuation Percent by Property Type ez IAC A7C CAC dustrial 1% lroads 0% out Gas -tric 0 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 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 2015-16 13.868 7.228 1.061 0.003 16.651 38.811 42.9 55.6259 *Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies. Source: Johnson County Auditor Ten laraest taxoavers' Mid -American Energy Company ACT Inc. (formerly American College Testing Program) Ann Gerdin Truse (formerly Russell Gerdin) Dealer Properties IC LLC (Billion Auto) Proctor & Gamble LLC Alpha Inc CCAL 100 Hawk Ridge Drice LLC The Lodge National Computer Systems (Pearson) Wal-Mart Real Estate Kobrin Development Company Inc (Southgate Development Company) Jame A and Lorretta Clark Raycal Iowa LTD United Natural Foods MEHSM LC (Sycamore Mall) MIP Iowa City LLC (Sheraton Hotel) Total PRINCIPAL TAXPAYERS 2015 and Nine Years Ago (2006) (amounts expressed in thousands) 2006 2015 Sources: 'City of Iowa City Assessor's Office -Annual Report AIM % of Total % of Tota I Taxable Taxable Taxable Taxable Valuation Rank Valuation Valuation Rank Valuation $ 42,557 1 1.03 % $ 44,174 1 1.41 % 27,941 2 0.67 46,590 2 1.41 - - 0.00 22,321 3 0.68 - - 0.00 19,343 4 0.60 10,841 10 0.26 16,227 5 0.49 - - 0.00 15,528 6 0.47 - - 0.00 12,856 7 0.42 15,728 5 0.38 13,800 8 0.40 - - 0.00 12,749 9 0.39 21,873 4 0.53 12,542 10 0.37 26,870 3 0.65 - - 0.00 12,924 6 0.31 - - 0.00 12,716 7 0.31 - - 0.00 12,588 8 0.30 - - 0.00 10,982 9 0.26 - - 0.00 $ 195,020 4.70 % $ 216,130 6.64 % Sources: 'City of Iowa City Assessor's Office -Annual Report AIM PRINCIPAL EMPLOYERS 2015 and Nine Years Ago (2006) Employers University of Iowa Iowa City Community School District Veterans Administration Medical Center Mercy Hospital NCS Pearson Hy -Vee ACT Inc. (formerly American College Testing Program) 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 2006 2015 Employees Rank Employees Rank Percentage 23,975 1 27,354 1 27.8% 1,100 5 2,346 2 2.4 1,232 4 1,562 3 1.6 1,250 3 1,559 4 1.6 1,053 6 1,200 5 1.2 775 8 1,166 6 1.2 1,340 2 1,089 7 1.1 625 9 990 8 1.0 - - 890 9 0.9 850 7 785 10 0.8 500 10 - - N/A 32,700 38,941 39.6 % 98,500 Note: Total number of employees is not available for 2006, percentage of total city employment by employer is not presented. ACV PRINCIPAL SEWER SYSTEM CUSTOMERS 2015 and Nine Years Ago (2006) Sources: City of Iowa City Revenue Department Yx� 2006 2015 Customer Name Charges Rank Percentage Charges Rank Percentage University of Iowa $ 2,191,365 1 17.71 % $ 1,831,543 1 14.95 % Proctor & Gamble 1,480,104 2 11.96 1,111,847 2 9.08 Iowa City Landfill Division - - N/A 137,895 3 1.13 Veterans Administration Medical Center 193,439 3 1.56 126,782 4 1.04 Dolphin Lake Point (Rus Properties Mngmt) 106,545 5 0.86 123,920 5 1.01 Mercy Hospital 88,870 6 0.72 105,044 6 0.86 Mark IV Apartments 58,316 10 0.47 80,811 7 0.66 Campus Apartments 86,260 7 0.70 73,486 8 0.60 University of Iowa/ Mayflower Apartments - - 0.00 68,369 9 0.56 RBD Iowa City LLC (Sheraton Hotel) - - N/A 59,569 10 0.49 Roberts Dairy 134,502 4 1.09 - - N/A Lear Corp 62,855 9 0.51 - - N/A Holiday Inn / MPI LESSEE 76,863 8 0.62 - - N/A $ 4,479,119 36.20 % $ 3,719,266 30.38 % Total Sewer System Charges $ 12,373,762 $ 12,248,082 Sources: City of Iowa City Revenue Department Yx� PRINCIPAL WATER SYSTEM CUSTOMERS 2015 and Nine Years Ago (2006) Customer Name Proctor & Gamble Veterans Administration Medical Center Dolphin Lake Point (Rus Properties Mngmt) Mercy Hospital Mark IV Apts Campus Apartments University of Iowa/ Mayflower Apartments RBD Iowa City LLC (Sheraton Hotel) CCAL 100 Hawk Ridge Dr Seville Apartments Lear Corp Roberts Dairy ACT Holiday Inn/ MPI LESSE Total Water System Charges 2006 2015 Charges Rank Percentage Charges Rank Percentage $ 585,169 1 6.62 % $ 611,186 1 7.51 % 155,991 2 1.76 102,194 2 1.26 73,814 5 0.83 76,188 3 0.94 78,602 3 0.89 66,050 4 0.81 51,417 9 0.58 60,058 5 0.74 74,281 4 0.84 59,240 6 0.73 - - N/A 41,017 7 0.50 - - N/A 35,860 8 0.44 - - N/A 32,187 9 0.40 - - N/A 31,979 10 0.39 68,372 6 0.77 - - N/A 56,567 7 0.64 - - N/A 56,419 8 0.64 - - N/A 50,391 10 $ 1,251,023 $ 8,844,993 Sources: City of Iowa City Revenue Division 14.14 % $ 1,115,959 13.72 % $ 8,136,670 OPERATING INDICATORS BY FUNCTION Last Ten Fiscal Years (FY 2006 through FY 2015) Parking Parking Violations 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Public Safety Police' Physical arrests 6,895 6,505 6,434 6,486 5,983 6,590 5,911 4,468 6,192 4,799 Traffic Violations 8,198 6,684 5,827 4,460 4,446 3,403 3,761 2,499 3,718 2,704 Fire 40.0 40.0 41.0 41.0 41.1 41.1 41.1 41.1 41.1 43.3 Number of calls answered 3,679 4,136 4,257 4,152 4,472 4,635 5,173 4,713 5,828 4,743 Inspections conducted 1,232 1,495 1,712 1,959 2,145 1,806 1,970 1,431 2,032 1,574 Parking Parking Violations 139,338 166,187 147,673 126,050 118,717 109,553 96,117 88,909 60,680 65,196 Wastewater Treatment Daily average treatment in million gallons' 4.58 9.43 12.81 12.34 12.86 10.37 8.28 9.84 10.02 9.76 Maximum daily capacity of plant in million gallons 40.0 40.0 41.0 41.0 41.1 41.1 41.1 41.1 41.1 43.3 Number of sewer system customers 22,046 22,481 22,909 23,161 23,344 23,527 23,529 24,059 24,389 24,533 Water Daily average consumption in million gallons 5.68 5.52 5.48 5.51 5.48 5.51 5.49 5.54 5.64 5.33 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 22,529 22,973 23,097 23,391 23,657 23,875 24,086 24,442 24,790 23,089 Commercial 1,408 1,448 1,465 1,494 1,481 1,498 1,489 1,491 1,491 1,409 Industrial 13 13 14 15 15 15 15 15 15 14 Other 134 137 138 144 153 156 200 204 202 135 Total Customers 24,084 24,571 24,714 25,044 25,306 25,544 25,790 26,152 26,498 24,647 Sanitation Number of Customers 14,371 14,556 14,574 14,700 14,831 14,926 15,030 15,177 15,331 14,811 Tonnage 8,463 8,722 8,834 8,747 8,869 8,969 8,935 8,956 9,160 9,210 Landfill Tonnage 111,124 135,315 132,760 140,810 150,369 147,265 148,953 111,445 115,624 123,692 Sources: Various city divisions Notes 1 Numbers are based on a calendar year and 2015 figures are compiled through 10/28/15. I Numbers are based on a calendar year and 2015 figures are compiled through 10/15/15. 3 Numbers for FY07 and after are based on both the North and South Wastewater Plants. 671 STAR Outcomes Leading Community Indicators * Data for Iowa City Community, most recent available year reported to STAR on March 2016 :rra INDICATOR PERFORMANCE 1 Drinking Water Quality Zero EPA violations for total coliform, turbidity, or water pathogen levels. 2 Safe Wastewater Management Zero EPA violations at treatment plant, 4 violations at regulated dischargers. 3 Housing and Transportation Costs Average percentage of income spent on housing and o transportation costs for regional typical households 47/0 4 Transportation Mode Split Commuterso 56.4% drive -alone, 8.6% carpool; 9.6% transit, 16.4% walk, 3.9% bike, 3.7% work from home 5 Transportation Safety Zero bicycle and pedestrian fatalities 6 Climate Adaptation, Not available Vulnerability Assessment 7 Greenhouse Gas Emissions 1,298,620 metric tonnes 8 Renewable Electrical Energy Supply 35.97% 9 Total Solid Waste 133,191 tons 10 Third Grade Reading Proficiency 77.40% 90% average: 96% Asian, 80% African American, 85% 11 High School Graduation Rate Hispanic, 93% White, 64% Special Education, 90% & Graduation Rate Equity English Language Learners, 83% Free and Reduced Price Lunch 12 Environmental Justice, Risk, Not available and Exposure 13 Equitable Access & Proximity Not available to Foundational Community Assets 14 Businesses 3,922 new business establishments in metro area 15 Employment 63.5% employment rate, 4.6% unemployment 16 Median Household Income $42,119 median household income 17 Living Wages 62.1% that meet a living wage standard of $32,556 18 Food Security and Assistance 14% overall population food insecure, 16.9% children food insecure 19 Access to Healthful Food 16% of residents live in defined food desert 20 Violent Crime Rate Per 100,000: 1 homicide, 38 rapes, 133 assaults 21 Green Infrastructure 41.4% land area in tree canopy, parks, green roofs * Data for Iowa City Community, most recent available year reported to STAR on March 2016 :rra 2017 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 2014 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. 673 Iowa City Raw Data Calendar Year 2008 2009 2010 2011 2012 2013 2014 Number of Officers 73 75 75 79 78 87 82 Total Violent Crimes 259 247 183 163 185 222 228 Total Property Crimes 1,688 1,575 1,533 1,580 1,842 1,839 1,842 Total Violent Crime Arrests 104 109 96 105 88 92 111 Total Property Crime Arrests 483 483 469 428 456 568 501 Total Juvenile Violent Crime Arrests 16 15 19 12 14 10 7 Total Juvenile Property Crime Arrests 118 96 113 102 126 121 84 Total DUI Arrests 424 419 319 452 440 598 569 Total PAULA Arrests 879 852 529 495 300 415 339 674 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2008 2009 2010 2011 2012 2013 2014 Sworn Officers 1.08 1.11 1.11 1.16 1.15 1.28 1.21 per 1,000 Population Total Violent Crimes 3.82 3.64 2.70 2.40 2.73 3.27 3.36 per 1,000 Population Total Violent Crime Arrests 1.53 1.61 1.41 1.55 1.30 1.36 1.64 per 1,000 Population Total Property Crimes per 1,000 Population 24.87 23.21 22.59 23.28 27.14 27.10 27.14 Total Property Crime Arrests 7.12 7.12 6.91 6.31 6.72 8.37 7.38 per 1,000 Population Total UCR 1 Arrests 8.04 7.89 7.51 6.75 6.97 7.59 7.46 per Sworn Officer Juvenile Violent Crime 6.18% 6.07% 10.38% 7.36% 7.57% 4.50% 3.07% Arrests as % of Total Juvenile Property Crime 6.99% 6.10% 7.37% 6.46% 6.84% 6.58% 4.56% Arrests as % of Total Total DUI Arrests per 1,000 Population 6.25 6.17 4.70 6.66 6.48 8.81 8.38 Total DUI Arrests per Sworn Officer 5.81 5.59 4.25 5.72 5.64 6.87 6.94 Total PAULA* Arrests 12.97 12.57 7.80 7.29 4.42 6.12 5.00 per 1,000 Population Total PAULA* Arrests 12.04 11.36 7.05 6.27 3.85 4.77 4.13 per Sworn Officer *Possession of Alcohol Under the Legal Age :)67 Iowa Metro Coalition Comparison The Metropolitan Coalition' is an organization comprised of Iowa's largest communities. The tables below present total offenses and rates by UCR 1 type. Metro Coalition UCR 1 Data, 2014: • 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. Ames Cedar Ra ids Council Bluffs Davenport Des Moines Dubuque Sioux City Waterloo West Des Moines Ave. w/o Iowa City Iowa Cit Population 62,514 128,901 61,864 102,715 208,250 58,421 82,372 68,358 62,359 92,862 72,522 Violent Crime 75 385 338 636 1,250 145 289 653 116 432 213 Violent Crime Rate 120.0 298.7 546.4 619.2 600.2 248.2 350.8 955.3 186.0 436.1 293.7 Murder/Non-negligent Manslaughter 0 8 1 2 9 0 1 6 0 3 1 Murder/Non-negligent Manslaughter Rate 0.0 6.2 1.6 1.9 4.3 0.0 1.2 8.8 0.0 2.7 1.4 Rae 23 41 47 100 87 27 45 84 17 52 31 Rae Rate 36.8 31.8 76.0 97.4 41.8 46.2 54.6 122.9 27.3 59.4 42.7 Robbery 15 128 72 166 267 20 41 65 15 88 51 Robbery Rate 24.0 99.3 116.4 161.6 128.2 34.2 49.8 95.1 24.1 81.4 70.3 Aggravated Assault 37 208 218 368 887 98 202 498 84 289 130 Aggravated Assault Rate 59.2 161.4 352.4 358.3 425.9 167.7 245.2 728.5 134.7 292.6 179.3 Property Crime 1,117 4,953 4,108 4,190 8,841 1,513 3,166 2,673 1,562 3,569 1,756 Property Crime Rate 1,786.8 3,842.5 6,640.4 4,079.2 4,245.4 2,589.8 3,843.5 3,910.3 2,504.9 3,715.9 2,421.3 Burglary 191 933 744 932 1,888 383 533 795 136 726 269 Burglary Rate 305.5 723.8 1,202.6 907.4 906.6 655.6 647.1 1,163.0 218.1 747.7 370.9 Larceny -Theft 901 31740 2,906 3,008 6,083 1,071 2,427 1,755 1,363 2,584 1,411 Larceny -Theft Rate 1,441.3 2,901.5 4,697.4 2,928.5 2,921.0 1,833.2 2,946.4 2,567.4 2,185.7 2,713.6 1,945.6 Motor Vehicle Theft 25 280 458 250 870 59 206 123 63 259 76 Motor Vehicle Theft Rate 40.0 217.2 740.3 243.4 417.8 101.0 250.1 179.9 101.0 254.5 104.8 Arson 7 10 27 19 17 22 18 30 3 17 6 Arson Rate 11.2 7.8 43.6 18.5 8.2 37.7 21.9 43.9 4.8 21.9 8.3 • 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. 2017 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. AWA Iowa City Raw Data Collected by the Iowa City Fire Department Calendar Year 2008 2009 2010 2011 2012 2013 2014 Number of Firefighters 56 56 56 64 64 64 64 Total Non -Fire Incidents 4,080 3,982 4,295 4,470 4,937 5,325 5,616 Total Structure Fires 69 59 85 72 89 110 99 Total Non -Structure Fires 110 114 93 100 152 96 84 Residential Building Fires 33 24 32 28 33 30 26 Non -Residential Building Fires 7 9 10 16 9 9 12 Average Response Time - Fire Incident (Min) 5:38 543 530 448 522 454 454 Average Response Time - Non -Fire Incident (Min) 536 523 610 453 439 506 441 False Alarms 944 797 900 783 796 749 860 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2008 2009 2010 2011 2012 2013 2014 Sworn Firefighters 0.83 0.83 0.83 0.94 0.94 0.94 0.94 per 1,000 Population Total Non -Fire Incidents per 1,000 Population 60.12 58.68 63.29 65.87 72.75 78.47 82.76 Total Structure Fires 1.02 0.87 1.25 1.06 1.31 1.62 1.46 per 1,000 Population Total Non -Structure Fires 1.62 1.68 1.37 1.47 2.24 1.41 1.24 per 1,000 Population Residential Building Fires per 1,000 Population 0.49 0.35 0.47 0.41 0.49 0.44 0.38 Non -Residential Building Fires 0.10 0.13 0.15 0.24 0.13 0.13 0.18 per 1,000 Population False Alarms per 1,000 Population 13.91 11.74 13.26 11.54 11.73 11.04 12.67 :ria 2017 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. AM Iowa City Raw Data Fiscal Year FY08 FY09 FYI FYI FYI FYI FYI FY15 Circulation 1,464,643 1,523,810 1,513,052 1,570,822 1,579,842 1,512,852 1,406,995 1,391,482 Visits 716,412 745,077 746,556 768,033 764,911 721,058 710,595 826,217 Registered Borrowers 65,786 66,539 67,892 68,751 69,306 67,556 65,499 64,957 Total Collection 240,622 229,313 225,622 236,495 239,895 232,280 251,837 240,111 Reference 85,079 85,131 81,298 83,973 76,111 76,675 76,415 *45,510 Transactions Public Internet 48 46 46 47 52 52 52 52 Terminals Internet Terminal 132,080 131,300 123,636 122,012 113,171 110,634 115,990 108,345 Users Serial Subscriptions 514 522 527 440 372 347 356 372 Children's Program 29,468 26,461 25,802 36,116 40,360 40,379 39,583 40,337 Attendance 80% 81% 83% 84% 84% 82% 78% 80% *Reference transaction definition changed in FY15. Iowa City Synthesized Data Per capita calculations use ICPL's entire service area population, 81,276, as reported by the Institute of Museum & Library Services (2013). Fiscal Year FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Circulation per 17.83 18.55 18.42 19.12 19.23 18.42 16.86 17.12 Capita Circulation per 22.26 22.90 22.29 22.85 22.80 22.39 21.48 21.42 Registered Borrower Visits per Capita 8.72 9.07 9.09 9.35 9.31 9.02 8.51 10.17 Visits per Registered 10.89 11.20 11.00 11.17 11.04 10.97 10.85 12.72 Borrower Registered Borrowers as % of 80% 81% 83% 84% 84% 82% 78% 80% Service Area Population :in] Iowa Metro Coalition Comparison The Metropolitan Coalition is an organization comprised of Iowa's largest communities. FY2O15 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 h, Ames Cedar Rapids Council Bluffs Des Moines waterloo Population 67,862 58,965 126,326 62,230 203,433 68,406 City Income $4,012,811 $3,602,466 $4,485,498 $2,348,139 $7,433,820 $1,834,927 City Income per Capita $59.13 $61.09 $35.51 $37.73 $36.54 $26.82 County Income $384,160 $128,530 $107,821 $217,488 $40,040 $60,837 State/Federal Income $84,126 $70,465 $1,245,690 $28,823 $95,962 $38,023 Other Income $173,078 $500 $249,160 $54,842 $44,670 $1,319 Total Income $6,087,391 $4,001,819 $6,554,513 $2,792,330 $8,416,438 $2,892,927 Total Income per Capita $89.70 $67.87 $51.89 $44.87 $41.37 $42.29 Expenditures: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Staff Expenditures $4,292,116 $2,700,965 $3,713,399 $1,589,183 $5,661,536 $1,976,884 Collection Expenditures $715,277 $537,068 $875,413 $267,668 $1,002,628 $358,618 Other Expenditures $998,054 $584,917 $1,965,254 $413,860 $1,752,274 $287,343 Total Expenditures $6,005,447 $3,822,950 $6,554,066 $2,270,711 $8,416,438 $2,622,845 Per Capita Expenditures $88.49 $64.83 $51.88 $36.49 $41.37 $38.34 :i:>i Collections: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Printed Books 184,748 181,060 102,438 125,386 404,222 105,930 Audio Items 23,833 21,004 12,133 9,958 61,731 10,169 Video Items 21,668 24,771 25,262 17,176 28,991 13,534 Other Materials 1,813 1,495 4,608 2,185 22,097 1,493 Total Physical Items 232,062 228,330 144,441 154,705 517,041 131,126 Subscriptions 226 333 175 239 743 150 Ebooks 12,255 34,053 13,501 26,405 20,429 5,979 Downloadable Audio 5,584 12,809 7,208 10,826 15,106 1,133 Downloadable Video 464 0 0 0 0 302 Total Downloadable 18,303 46,862 20,709 37,231 35,535 7,414 Total Downloadable & 250,365 275,192 165,150 191,936 552,576 138,540 Physical Licensed Databases 50 29 43 35 40 22 Y:Ya Circulation: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Adult Book Circ 386,581 288,843 346,652 150,264 509,926 154,952 Young Adult Book Circ 25,937 57,972 45,334 46,475 61,995 18,394 Kids' Book Circ 330,514 374,866 320,919 119,317 323,330 86,747 Video Circ 394,934 350,931 326,653 167,420 80,323 144,879 Audio Circ 123,878 97,718 75,029 51,809 153,229 31,208 Periodical Circ 10,190 16,444 10,505 6,388 24,259 5,767 Downloadable Circ 91,773 54,614 87,720 21,055 90,742 22,135 Other Circ 34,025 14,565 309,170 25,294 116 6,404 Total Circ 1,397,832 1,255,953 1,521,982 588,022 1,243,920 470,486 Per Capita Circ 20.60 21.30 12.05 9.45 6.11 6.88 ILL Rec'd 3,153 1,352 633 1,802 173 2,369 ILL Sent 1,816 2,798 1800 3,263 1,175 1,321 Registered Borrowers 64,957 41,870 69,280 46,454 182,164 46,823 Visits 826,217 436,929 697,007 319,488 926,847 278,431 Other: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Reference Transactions 45,510 N/A 41,132 34,385 286,651 64,308 Average Hours 65 68.04 76 65.38 51.88 65.21 Open/Week Kids' Program 40,337 23,335 37,506 29,643 53,925 28,163 Attendance YA Program Attendance 7,403 892 2,801 8,000 3,840 201 Adult Program 13,657 4,136 9,972 2,183 15,246 2,062 Attendance Internet PCs 56 53 126 91 120 78 108,345 42,188 145,988 57,206 156,338 78,490 Internet Use per Year 15 12 10 7.35 40.25 5.25 FTE Librarian FTE Other Staff 63.23 30.9 54.34 18.33 51.60 24.28 FTE Total Staff 7823 42.90 64.34 25.68 91.85 29.53 Y:x3 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 2013 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. 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 0 0 0 0 0 1 Bookmobiles Number of Branch 0 0 2 3 4 0 Libraries Population Legal 82,860 90,764 74,486 100,782 163,590 76,610 Service Area Number of Outlets 1 1 3 4 5 2 ALA -MLS 15 23 15.83 19.75 21 12.35 Librarians Total Staff 78.38 85 52.61 77.01 163 60.83 Local Revenue $5,041,258 $4,524,041 $4,253,214 $7,343,187 $11,361,509 $4,512,535 Local Revenue per $60.84 $49.84 $57.10 $72.86 $69.45 $58.90 Capita State Revenue $76,694 $2,533,956 $50,200 $22,601 $160,025 $208,964 State Revenue per $0.93 $27.92 $0.67 $0.22 $0.98 $2.73 Capita Total Revenue $5,972,638 $7,387,878 $4,848,168 $7,596,778 $12,055,359 $5,237,469 Total Revenue per $72.08 $81.40 $65.09 $75.38 $73.69 $68.37 Capita Total Collection $674,374 $894,862 $619,068 $842,597 $1,848,600 $664,151 Ex enditures Total Collection Expenditures per $8.14 $9.86 $8.31 $8.36 $11.30 $8.67 Capita Total Operating $5,701,120 $6,564,791 $4,806,339 $7,390,820 $11,850,083 $4,776,609 Expenditures Total Operating Expenditures per $68.80 $72.33 $64.53 $73.33 $72.44 $62.35 Capita Total Circulation 1,520,030 2,203,351 989,638 1,449,679 8,886,585 1,521,751 Total Circulation 18.34 24.28 13.29 14.38 54.32 19.86 per Capita Reference 76,675 362,596 152,300 93,752 62,145 65,476 Transactions Library Visits 721,058 1,098,864 634,391 890,316 1,665,903 463,042 Library Visits per 8.70 12.11 8.52 8.83 10.18 6.04 Capita Children's Program 40,379 39,666 26,063 26,786 63,491 8,525 Attendance Number of Public 52 120 57 63 242 88 Internet Computers 2017 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 FY2015 total membership increased 1.6% over FY2014. 73.4% of Center members are between the ages of 60 and 79. Membership Distribution by Age Group FY09 FY70 FY71 FY12 FY13 FY14 FY75 Total Members 1,217 1,287 1,391 1,587 1,545 1,595 1,620 Percent, Age <59 12.3% 11.5% 11.5% 12.0% 8.6% 9.9% 8.7% Percent, Age 60-69 34.2% 36.0% 37.0% 38.5% 35.6% 38.2% 39.5% Percent, Age 70-79 30.4% 29.9% 29.8% 29.7% 35% 33.5% 33.9% Percent, Age >_80 20.3% 20.0% 19.3% 17.1% 20.8% 18.4% 17.9% 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 FY09 FY10 FY71 FY12 FY13 FY14 FY75 Membership Fee Revenue $28,623 $31,393 $35,503 $37,427 $46,751 $57,354 $53,811 % Change 8.26% 9.68% 13.09% 5.42% 24.9% 22.7% -6.17% :ib7 80% 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 FY70 FY77 FY12 FY13 FY14 FY15 Percent of Members, $677,610 $570,274 $599,234 $657,457 $618,795 $579,722 $605,166 Johnson County Contribution 81.0% 82.0% 79.0% 78.8% 78.7% 81.0% 80.0% Iowa City Residents 77.97% 74.44% 75.51% 76.49% 74.69% 71.67% 73.08% Percent Johnson 8.63% 9.79% 9.45% 8.14% 8.45% 7.32% 7.14% County Residents 17.0% 17.0% 19.0% 20.0% 19.7% 18.0% 18.1% Outside Iowa Cit Percent non- 2.0% 1.0% 2.0% 1.2% 1.4% 1.0% 1.9% Johnson County During FY2015, 73.08% of the Center's expenditures were supported by Iowa City property taxes; Iowa City residents were 80% of the Center's membership. Johnson County residents comprise 18.1 % of the Center's members; the Johnson County grant of $59,224 was just over 7.14% of the Center's total expenditures. Iowa City/Johnson County Revenue & % of Expenditures FY09 FY10 FY77 FY12 FY13 FY14 FY75 Iowa City Contribution $677,610 $570,274 $599,234 $657,457 $618,795 $579,722 $605,166 Johnson County Contribution $75,000 $75,000 $75,000 $70,000 $70,000 $59,224 $59,244 IC % of Expenditures 77.97% 74.44% 75.51% 76.49% 74.69% 71.67% 73.08% Johnson County % of Expenditures 8.63% 9.79% 9.45% 8.14% 8.45% 7.32% 7.14% 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 grant amount was $70,000. In FY2014 and FY2015, the grant amount has been $59,224. It is important to note that approximately half of County property tax receipts which support the Center grant come from Iowa City taxpayers. City and County Revenue per Visit and per Member FY09 FY70 FY77 FYI FY73* FY14* FY75* IC Contribution per Visit $7.23 $6.10 $6.09 $6.25 $4.90 $4.62 $4.88 Johnson County Contribution $0.81 $0.80 $0.76 $0.67 $0.55 $0.47 $0.48 per Visit IC Contribution per IC Member $677.25 $540.37 $545.31 $525.73 $508.87 $448.70 $466.95 Johnson County Contribution $362.51 $342.79 $283.78 $220.54 $230.26 $206.35 $201.44 per Non -IC County Member *Total Number of Visits :I:I:� 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 FY09 FY70 FY71 FY12 FY13 I FY14 FYI Cost Recovery 22.03% 25.56% 24.49% 23.51% 25.31% 128.33% 126.97% Programs, Attendance, and Volunteerism Programs, Services, and Groups Offered FY09 FY70 FY71 FY12 FY13 FY14 FY15 Fall 180 147 149 147 154 156 149 Winter 161 128 111 127 117 121 145 Spring 170 139 139 137 139 140 162 Summer 146 104 110 109 113 105 102 Total 657 518 509 520 523 522 558 Attendance to Senior Center programs increased 3.7% but total attendance was down slightly in FY2015 by about 1 % from FY2014 due to lower attendance numbers for meals served at the Center. Meal service is administered by Elder Services. Other services include programs and services provided by outside agencies, like the Visiting Nurse Association, Rotary, and rentals. ' The tax filing assistance numbers prior to FY2014 are included in other services. Due to a change in software these numbers are now accounted for in Center Visits. Center Attendance FY09 FY70 FYI FY12 FYI FY74" FY15 Center Visits 92,324 93,419 98,401 105,157 104,970 108,753 112,745 Meals Served 17,934 17,197 15,787 15,931 14,254 12,756 8,740 Other Services 11,672 9,357 9,808 7,139 6,940 3,901 2,592 Total Attendance 121,930 1 119,973 1 123,996 1 128,227 1 126,164 1 125,410 124,077 Volunteer involvement in the Center remains strong. Volunteer Involvement FY09 FY70 FY71 FY12 FY13 FY14 FY75 Volunteers 498 500 584 530 645 668 637 Y:27 2017 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 :i:I7 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Web Citation Payments 59.50% 61.00% 63.40% 63.50% 64.0% Citations Issued 109,555 96,131 88,909 60,681 65,206 $0 Epired Meter Citations 44,614 40,512 38,023 22,593 23,372 Citation Appeals 1,428 690 633 585 593 Faulty Meters 561 472 448 539 586 Available Spaces On Street 1,131 1,131 1,131 1,143 1,190 Off Street 3,086 3,086 3,086 3,086 3,086 Transient Hours Parked 4,215,164 4,307,686 4,453,418 4,753,760 5,144,358 Average Hourly Duration Access Controlled facilities 3.8 3.79 3.83 4.13 3.05 Credit Card Usage Access Controlled facilities 42% 39% 53% 59% 67% Pay by Space facilities 61% 66% 69% 72% 64% Permits Issued Automobile 1 1,9961 1,901 1 1,978 2,031 1 1,857 Moped/Scooter/Motorcycle 1 0 620 1 752 712 1 683 :i:I7 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 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Ridership 1,854,732 1,970,456 1,879,795 1,815,029 1,902,350 Total Operating Expense $4,848,000 $5,350,599 $5,063,118 $5,276,804 $5,055,620 Fare Revenue $1,060,293 $1,119,269 $1,292,338 $1,390,416 $1,407,585 Revenue Vehicle Miles 709,630 718,564 714,778 678,452 707,363 Revenue Vehicle Hours 55,543 55,135 54,528 51,652 53,843 Cost per Ride $2.61 $2.71 $2.69 $2.91 $2.66 Cost per Revenue Vehicle Mile $6.83 $7.44 $7.08 $7.78 $7.15 Cost per Revenue Vehicle Hour $87.28 $97.05 $92.85 $102.16 $93.90 Farebox/Expense Ratio 0.22 0.21 0.27 0.26 0.28 Average Fare $0.57 $0.57 $0.69 $0.76 $0.74 Operating Deficit per trip $2.04 $2.14 $2.00 $2.15 $1.92 Riders per Revenue Vehicle Mile 2.61 2.70 2.60 2.7 2.7 Riders per Revenue Vehicle Hour 33.39 35.70 34.50 35.1 35.3 Passenger Miles 4,016,065 4,054,372 3,861,794 3,987,028 4,046,778 Fleet Vehicles 27 27 27 27 27 Base Fare $0.75 $0.75 $1.00 $1.00 $1.00 Fleet Average Age 9.4 10.4 11.9 11.32 12.65 Fuel Consumption 188,163 187,088 191,256 196,823 196,029 Days Operated 307 308 306 306 305 11 0 4 E owop1 0 W l7roTd "s A NA VWX m UNESCO CITY OF LITERATURE VIII F Y 2 0 1 8 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 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. xx3 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. 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. VY,I 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 agency fund. 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: Net position of a fund (difference between assets, liabilities, deferred outflows of resources, and deferred inflows of resources). 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. 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. M I 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. 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. xis 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. 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 speck 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. xn 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. 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 tax to 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. VIQ