HomeMy WebLinkAboutFY2016 Adopted Budget and FY2015-FY2017 Financial PlanFY2016
ADOPTED BUDGET
&
FY2015-2017
FINANCIAL PLAN
City of Iowa City
The cover of this year’s budget report highlights the City of Iowa City’s largest-ever
public works project: the $50 million expansion of the Wastewater Treatment Plant at
4366 Napoleon Street SE and the decommissioning of the 80-year old North Wastewater
Treatment Plant on South Clinton Street.
While long-range plans were already in place and initial work had begun to merge the
north end operation with the newer south side facility, the floods of 2008 ultimately sped
up the process. After floodwaters threatened the North Plant and significantly hindered
operations, it was clear that the City needed to decommission the old facility and move
operations out of the floodplain.
Interestingly, as Mother Nature drove the closure of the North Plant, so does she provide
the model for processes at the newly expanded, state-of-the-art south side facility.
Operations are now inspired by nature, mimicking many bioprocesses -- culturing natural
bacteria and using ultraviolet light for purification, for example -- so wastewater from
dishwashers, baths and showers, washing machines, sinks, and toilets that is processed at
the treatment plant can be safely returned to the Iowa River. Use of hazardous chemicals
such as chlorine and sulfur dioxide previously used for purification have been eliminated,
replaced with eco-friendly processes that will protect our community and environment
now and for years to come.
The site of the old North Wastewater Treatment Plant will return to nature, too. A separate
City project calls for demolishing the old buildings and clearing the property for a natural
riverfront park that will offer greenspace with native trees and landscapes, naturalized
river and streambanks, wetlands, trails, river overlooks, gardens, and improved access
to the Iowa River for recreational activities. The park will provide natural spaces that
residents and visitors can enjoy year-round, while also doubling as a water collection site
during heavy rains or floods.
City of Iowa City
Adopted Budget for the
Fiscal Year Ending June 30, 2016 &
FY2015 - 2017 Financial Plan
Council:
CITY MANAGER ASSISTANT CITY MANAGER FINANCE DIRECTOR
Tom Markus Geoff Fruin Dennis Bockenstedt
BUDGET ANALYSTS
Deb Mansfield, Nickolas Schaul
FINANCE ADMIN ASSISTANT TO
SECRETARY THE CITY MANAGER
Cyndi Ambrose Simon Andrew
Terry Dickens
DISTRICT B
Michelle Payne
AT-LARGE
JIM THROGMORTON
DISTRICT C
Susan Mims,
Mayor Pro Tem
AT-LARGE
Matt Hayek,
Mayor
AT-LARGE
Rick Dobyns
DISTRICT A
Kingsley Botchway II
AT-LARGE
APPRECIATION
This financial plan includes the ideas and recommendations of many citizens,
the City Council and City staff. During the year many suggestions are received
from citizens in the City Council hearings and informal contacts. The major
impact of the City Council upon this financial plan is in the priorities and
programs adopted by the City Council during the current year.
While other departments were intensely involved in the preparation of this
financial plan, most of the credit for this document goes to the members of the
Finance Department. Particular gratitude is expressed to the City Manager,
Finance Director, Budget/Management Analysts, Finance Administrative
Secretary, and Communications Office.
While we surely appreciate all contributions to this budget, it must be
remembered that the real thanks must go to the City employees, who, on a daily
basis, transform this document into the City’s program of services.
CITY OF IOWA CITY
Adopted Budget for the
Fiscal Year Ending June 30, 2016
and the
FY2015 – 2017 Financial Plan
TABLE OF CONTENTS PAGE
Introduction
City Manager Address…… ......................................................................................................... 13
Strategic Plan .............................................................................................................................. 30
Other Planning Processes .......................................................................................................... 32
Organizational Chart .................................................................................................................. 34
Department Summaries .............................................................................................................. 35
Budgetary Fund Structure ........................................................................................................... 58
Department/Division by Fund ...................................................................................................... 60
Financial Summary
Preparation of the Financial Plan:
Basis of Accounting .............................................................................................................. 65
Schedule ............................................................................................................................... 66
Process to Amend ................................................................................................................ 68
Financial & Fiscal Policies ........................................................................................................... 72
Long Range Financial Planning .................................................................................................. 78
All Funds:
Fund Balance Summary ....................................................................................................... 84
Revenue Summary by Fund ................................................................................................. 85
Revenue Summary by Type ................................................................................................. 86
Expenditure Summary by Fund ............................................................................................ 88
Expenditure Summary by Department ................................................................................. 89
Inter Fund Transfer Schedules ............................................................................................. 92
Personnel Full-Time Equivalents Last Five Years ...................................................................... 95
General Fund Summary
General Fund Summary .............................................................................................................. 101
Assigned, Committed & Restricted Fund Balance ...................................................................... 112
General Fund Revenue ............................................................................................................... 113
General Fund Expenditures ........................................................................................................ 114
City Council ................................................................................................................................. 115
City Clerk ..................................................................................................................................... 117
City Attorney ................................................................................................................................ 121
City Manager ............................................................................................................................... 125
Communications Office ......................................................................................................... 129
Human Resources ................................................................................................................ 135
Human Rights ....................................................................................................................... 139
Finance Department:
Finance Administration ......................................................................................................... 144
Accounting ........................................................................................................................... 151
Purchasing ............................................................................................................................ 155
Revenue ................................................................................................................................ 159
Police Department:
Police Administration ............................................................................................................ 162
Administrative Services ........................................................................................................ 165
Field Operations.................................................................................................................... 170
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Fire Department:
Fire Administration ................................................................................................................ 175
Emergency Operations ......................................................................................................... 179
Fire Prevention ...................................................................................................................... 183
Fire Training .......................................................................................................................... 187
Parks & Recreation:
Parks & Recreation Administration ....................................................................................... 191
Recreation ............................................................................................................................. 196
Park Maintenance ................................................................................................................. 203
Cemetery Operations ............................................................................................................ 211
Library:
Library Operations ................................................................................................................ 214
Library Foundation………………………………………………………………………... ........... 223
Senior Center:
Senior Center Operations ..................................................................................................... 225
Neighborhood & Development Services:
NDS Administration .............................................................................................................. 235
Neighborhood Services ........................................................................................................ 242
Economic Development ........................................................................................................ 255
Development Services .......................................................................................................... 259
Public Works:
Public Works Administration ................................................................................................. 268
Engineering ........................................................................................................................... 272
Transportation Services:
Transit Operations ................................................................................................................ 277
Special Revenue Funds
Community Development Block Grant (CDBG) ......................................................................... 281
Community Development Block Grant Operations .............................................................. 283
H.O.M.E. Program ....................................................................................................................... 288
H.O.M.E Operations ............................................................................................................. 290
Road Use Tax Fund (RUT) ........................................................................................................ 294
Road Use Tax Operations .................................................................................................... 297
Other Shared Revenues.............................................................................................................. 304
Energy Efficiency & Conservation Block Grant Fund .................................................................. 307
UniverCity Neighborhood Partnerships Fund ............................................................................. 311
Metropolitan Planning Organization of Johnson County (MPO) ................................................ 314
Metropolitan Planning Organization of Johnson County Operations ................................... 316
Employee Benefits Fund ............................................................................................................. 322
Peninsula Apartments Fund ........................................................................................................ 325
Tax Increment Financing (TIF) Districts ...................................................................................... 328
General Rehabilitation & Improvement Program (GRIP) ............................................................ 335
Downtown Self Supporting Municipal Improvement District (SSMID) ........................................ 338
Debt Service
Debt Service Fund Summary ...................................................................................................... 343
Debt Schedules ........................................................................................................................... 349
Enterprise Fund Activities
Transportation Services:
Parking Fund Summary ........................................................................................................ 363
Parking Operations ............................................................................................................... 367
Parking Debt Service ........................................................................................................... 373
Transit Fund Summary ......................................................................................................... 374
Transit Operations ................................................................................................................ 378
8
Wastewater Treatment:
Wastewater Fund Summary ................................................................................................. 386
Wastewater Treatment Operations ....................................................................................... 391
Wastewater Debt Service ..................................................................................................... 399
Water:
Water Fund Summary ........................................................................................................... 405
Water Operations .................................................................................................................. 409
Water Debt Service ............................................................................................................... 419
Refuse Collection:
Refuse Collection Fund Summary ........................................................................................ 425
Refuse Collection Operations ............................................................................................... 428
Landfill:
Landfill Fund Summary ......................................................................................................... 437
Landfill Operations ................................................................................................................ .441
Airport:
Airport Fund Summary .......................................................................................................... 449
Airport Operations ................................................................................................................. 452
Storm Water Management:
Storm Water Management Fund Summary .......................................................................... 456
Storm Water Management Operations ................................................................................. 459
Cable Television:
Cable Television Fund Summary.......................................................................................... 463
Cable Television Operations ................................................................................................. 465
Housing Authority:
Housing Authority Fund Summary ........................................................................................ 468
Housing Authority Operations ............................................................................................... 471
Capital Project Funds
Fund Summary ............................................................................................................................ 481
Summary by Division ................................................................................................................... 483
Summary by Funding Source ...................................................................................................... 489
Project Summary by Name .......................................................................................................... 496
Unfunded Projects 2020 and Beyond .......................................................................................... 564
Internal Service Funds
Equipment:
Equipment Fund Summary ................................................................................................... 573
Equipment Operations .......................................................................................................... 576
Risk Management:
Risk Management Fund Summary ....................................................................................... 581
Risk Management Operations: ............................................................................................. 583
Information Technology Services (ITS):
ITS Fund Summary ............................................................................................................... 586
ITS Operations ...................................................................................................................... 588
Central Services:
Central Services Fund Summary .......................................................................................... 595
Central Services Operations ................................................................................................. 597
Health Insurance Reserve ........................................................................................................... 601
Dental Insurance Reserve ........................................................................................................... 604
9
Statistics
General Information ...................................................................................................................... 609
U.S. Census Data ......................................................................................................................... 613
Property Tax Valuations ............................................................................................................... 614
Property Tax History ..................................................................................................................... 618
Principal:
Taxpayers ............................................................................................................................. 619
Employers……… .................................................................................................................. 620
Sewer Customers ................................................................................................................. 621
Water Customers .................................................................................................................. 622
Operating Indicators ..................................................................................................................... 623
Department Statistics
Police .................................................................................................................................... 624
Fire……… ............................................................................................................................. 628
Library ................................................................................................................................... 630
Senior Center ........................................................................................................................ 636
Transportation Services ........................................................................................................ 639
Economic Overview ..................................................................................................................... 641
Revenue Comparisons
Property Tax ........................................................................................................................ 648
General Fund ........................................................................................................................ 648
Hotel/Motel Tax .................................................................................................................... 649
Utility Franchise Tax Rates ................................................................................................... 649
Utility Rates ........................................................................................................................... 650
Appendix
State Forms ................................................................................................................................ 653
Budget Resolutions .................................................................................................................... 661
Glossary ...................................................................................................................................... 664
10
INTRODUCTION
City Manager Address
Strategic Plan
Other Planning Processes
Organizational Chart
Department Summaries
Budgetary Fund Structure
Department/Division by Fund
F
Y
2
0
1
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To the Honorable Mayor and City Council Members,
It is my pleasure to submit to you Iowa City's operating and capital budget for the 2015-16 fiscal
year. Although Iowa State Code requires formal adoption of an annual budget, a three-year
financial plan (fiscal years 2015-2017) and five-year capital improvement program (2015-2019)
are also included for planning purposes. The budget is one of the most important documents the
City prepares because it identifies the services to be provided and the mechanisms that finance
those services.
This budget aims to continue Iowa City's tradition of providing a balanced budget utilizing
conservative assumptions while strengthening core municipal services that our residents value.
Should unexpected expenditures or revenue shortfalls arise during the fiscal year, the budget
contains prudent contingency line items and reserve levels that can adequately support the
City‟s services. Any future modifications of this budget will be fully disclosed to the City Council
and the general public through formal City Council actions at public meetings, in accordance
with State of Iowa law.
Four financial goals guided the preparation of this document. First, the City continues to
respond to the State‟s 2013 property tax reforms.
Revenue losses for the City are estimated to be over $50
million before state backfill payments over the next ten
years. Much of the impact of these reforms will not be
realized immediately and the cap on allowable growth
means the amount of revenue lost will compound over
time. 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. It is also important to
manage the budget in a way that does not shift the entire
burden of tax reform to residential taxpayers. Second,
the budget attempts to establish conditions that will
enhance the community's fiscal condition and ensure that
it will maintain its prestigious Moody's Aaa bond rating.
To this end, this budget updates the City‟s financial
policies to increase the fund balance target from 25% to
30% of expenditures as Moody‟s recommends for Aaa communities. Third, the budget strives
to maintain a competitive tax and fee environment for economic development purposes. Finally,
we will attempt to earn the Government Financial Officers Association (GFOA) Distinguished
Budget Award for the fourth consecutive year, as well as the GFOA Certificate of Achievement
for Excellence in Financial Reporting for the City‟s Comprehensive Annual Financial Report, an
award that the City has received for twenty-nine consecutive years. These awards are strong
indicators of transparency and accountability in financial reporting.
Financial Goals
Prepare for property tax shortfall
resulting from 2013 legislative
changes while maintaining service
levels
Maintain the City‟s Moody‟s Aaa
bond rating for the 39th consecutive
year
Maintain a competitive tax and fee
environment for economic
development purposes
Continue to achieve the GFOA
Distinguished Budget Award and
Certificate of Achievement for
Excellence in Financial Reporting
13
At the same time, staff referred to the City Council's strategic plan priorities for additional
guidance in developing the budget document. Throughout the budget compilation process, staff
utilized the City Council’s strategic plan to help prioritize expenditure decisions. The strategic
plan has been incorporated into decisions and processes throughout the organization, including
employee performance reviews and Board and Commission decisions that involve the allocation
of resources. The 2014-15 strategic plan process identified five Council priorities for the
community. Along with these five priorities, two overarching values of inclusivity and
sustainability were articulated that are applicable to a wide array of City activities and will guide
and inform City initiatives presented throughout the budget. The City of Iowa City 2014-2015
strategic plan goals are as follows; a more complete synopsis of City Council’s strategic plan
can be found on page 30:
Fostering a more Inclusive and Sustainable Iowa City through a commitment to:
Healthy Neighborhoods
A Strong Urban Core
Strategic Economic Development Activities
A Solid Financial Foundation
Enhanced Communication and Marketing
The financial resources in this budget will allow the City to continue to pursue initiatives that
support these priorities and accomplish the Council’s long-term goals. For instance, this budget
begins Iowa City’s partnership with the Iowa Initiative for Sustainable Communities, a program
of the University of Iowa’s School of Urban and Regional Planning. The program will partner
students and faculty with the City to identify, design, and implement sustainability-focused
projects. The energy efficiency revolving loan program also continues in this budget to fund
energy efficiency projects in City facilities, using the energy cost savings to fund additional
projects. Renewable energy and other sustainable elements are now contemplated with all CIP
projects. Similar resources are provided for in this budget to make progress toward each of the
Council’s strategic plan priorities.
While there are certainly unfunded projects that could further the organization’s efforts toward
these goals, a fiscally responsible balance needs to be sought and is provided in this budget.
Approximately every four months, staff provides Council with a Strategic Plan Status Report that
details progress on each priority. The most recent update of the 2014-2015 status report was
presented in September 2014 and can be viewed at icgov.org/strategicplan.
With these principles serving as a backdrop, staff has carefully crafted a budget that furthers the
organization's priorities, achieves the stated financial goals, and continues to improve the health
and competitive position of the community.
Community Outlook
Iowa City benefits from a strong local economy anchored by the presence of the University of
Iowa. The local economy consists of a diverse set of successful industries that together help
sustain one of the lowest unemployment rates in the nation. As an organization, the City has a
14
rich tradition of conservative economic policies that has created a strong financial foundation.
This foundation helped the community weather the recent economic recession and continues to
serve as a cornerstone for the community‟s future. In 2014, Moody‟s Investors Service noted
that Iowa City‟s, “financial operations are expected to remain sound going forward given
management’s commitment to controlling expenditure growth and maintaining healthy
reserves,” and reaffirmed its highest quality bond rating (Aaa) for the community. Iowa City is
one of only two cities in Iowa that currently holds the distinction of a Moody‟s Aaa bond rating.
Despite the increasing health of the economy and strong financial position of the organization,
the community needs to be cognizant of the trends, pressures and opportunities that are
shaping the community in various fashions. Iowa City is at a pivotal period in its history as it
faces numerous internal and external pressures that will influence the health and vibrancy of the
community. Over the last two decades, Iowa City has witnessed a rapid suburban growth in the
surrounding communities of Coralville and North Liberty. It is imperative that the City carefully
analyze and address the forces contributing to the suburbanization of our metropolitan area and
implement strategies to strengthen our community in a manner that attracts new investment in
the residential and commercial sectors, encourages walkability and sustainability, and supports
the vibrancy and diversity of our community.
In examining the forces behind the sprawling landscape of the larger Eastern Iowa region, there
are three predominant factors within our ability to influence.
First, is the economic competiveness of our local
government. Specifically, this point addresses Iowa City‟s
property tax rate, utility rates, and other costs of doing
business. The information table to the right shows the
property tax rate disparity between Iowa City and other
Eastern Iowa cities. The difference plays a role in private
sector economic development decisions and Iowa City
needs to continue to work to close that gap. However, the
increased rate also reflects enhanced level of services in
Iowa City (e.g. paid full-time fire department, Senior Center,
Animal Shelter, Airport, Human Rights Office, etc.), unique
State or federal mandates (e.g. increased public safety
pension contributions), and other factors such as a significant number of University of Iowa
affiliated tax-exempt properties within the jurisdiction with no history of payment in lieu of taxes
agreements that neighboring communities have successfully sought .
Second, is our organization‟s responsiveness to the changing demands of the business sector.
This includes the nimbleness of our development review process and our ability to modify
regulations in a manner that facilitates growth in the ever changing marketplace. To this end,
the City has spent the last year reorganizing the Neighborhood Services Department. The
former Housing & Inspection Services and Planning & Community Development Departments
were merged in a way intended to streamline business transactions for customers and facilitate
communication and collaboration amongst staff. Third, is to ensure that capital investments are
judiciously planned and that public incentives are responsibly offered only when the resulting
outcome has a justifiable rate of return, quantified both financially and in terms of the City‟s
strategic plan priorities.
FY 2014-2015 Municipal
Property Tax Rates in
Eastern Iowa
North Liberty $11.03
Coralville $13.53
Cedar Rapids $15.22
Iowa City $16.71
Davenport $16.78
* Iowa City‟s proposed tax rate for FY
2015-2016 is $16.66. At this time the
FY16 tax rates of other listed jurisdictions
are not yet certified.
15
Forces that are outside of our control also influence Iowa City‟s ability to compete with
neighboring jurisdictions. Lower costs of land and aggressive economic incentives from
neighboring jurisdictions are outside of our span of control yet have a great impact on the City‟s
economy. However, we need to be cognizant of those variables and leverage our unique assets
and character in ways that clearly illustrate value that cannot be matched in other communities.
Fiscal Year 2015-16 Budget Overview
In preparing this budget document, City staff accounted for the previously-mentioned financial
goals, strategic plan and the controllable factors that influence desired growth and development
in the region. By adhering to these principles, the staff has compiled a budget that balances
both the short-term needs and the long-term health and stability of the community.
The proposed City budget includes projected expenditures totaling $157,987,398. Of the total
budget, $50,327,585 is for the General Fund, $40,194,098 is directed to Capital Projects and
$45,165,067 is related to the operations of various enterprise or business funds.
A breakdown of the proposed budget by fund type is provided below.
It is important to look deeper into the types of expenditures that occur within each of these
funds. For that purpose the following chart displays the program of expenses across all funds.
The largest outlay is associated with business or enterprise funds such as water, sewer, parking
and transit, followed by expenses related to capital projects. The reduction in the Community &
Economic Development category is due to fewer projects completed through the state grant
funded single family new home construction program and fewer homes purchased through the
UniverCity program. The UniverCity program currently has eighteen homes in various stages of
the rehabilitation and resale process. The increase in General Government results from the
move of Cable TV operations to the General Fund and increases in Risk Management and
health insurance expenditures.
General Enterprise Special Revenue Debt Service Capital Projects
FY2016 $50,327,585 $45,165,067 $9,092,810 $13,207,838 $40,194,098
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
FY2015-16 Expenditure Comparison by Fund Type
excludes transfers
16
Iowa City derives the majority of its revenues through property taxes and charges for services .
The following table and pie chart details Iowa City's revenue mix across all fund types. The
increase in Other City Taxes is due to a projected increase in tax increment financing,
hotel/motel tax, and utility franchise tax revenue. The reduction in Intergovernmental Revenue
is primarily due to fewer federal and state flood reimbursements and grants, as most flood
recovery projects are completed or near completion.
All Funds Revenue Comparison of FY2015 versus FY2016
FY2015
Adopted
FY2016
Adopted
Percent
Change
Taxes $ 51,608,730 $ 52,033,986 0.8%
Other City Taxes $ 3,247,124 $ 3,806,415 17.2%
Licenses & Permits $ 2,265,527 $ 2,249,335 -0.7%
Use of Money & Prop $ 2,263,791 $ 2,016,112 -10.9%
Intergovernmental $ 40,984,912 $ 30,296,422 -26.1%
Charges for Services $ 39,115,542 $ 40,086,092 2.5%
Misc. $ 6,522,542 $ 5,032,647 -22.8%
Other Financial Sources $ 13,533,417 $ 14,403,630 6.4%
Total $159,541,585 $149,924,639 -6.0%
1.6%
2.9%
-0.4%
1.0%
-50.4%
9.6%
-4.2%
-20.5%
-1.1%
-60.0%
-50.0%
-40.0%
-30.0%
-20.0%
-10.0%
0.0%
10.0%
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
FY2016 Expenditures by Category & Percent Change from Previous
Year Adopted Budget
excludes transfers
17
It is important to consider how the overall revenue and expenditure recommendations in this
budget will impact local households and businesses. Businesses will realize tax savings from
the outlined reduction in the property tax rate to $16.66, the lowest Iowa City tax rate since fiscal
year 2001-2002. Just four years ago, Iowa City's rate was $17.84, which means the fiscal year
2015-16 rate represents a 6.6% decrease over four years. The amount of services provided,
such as water, sewer and stormwater vary considerably among businesses and therefore total
financial impact numbers are not able to be quantified for a 'typical' business. However, the ten
percent reduction in the taxable value of commercial properties mandated by the state will be
fully phased in fiscal year 2015-16, thus the majority of businesses in the Iowa City community
will pay less in taxes and fees compared to the previous year. Though in comparison to
neighboring jurisdictions, Iowa City businesses will still be paying higher rates.
On the residential side, it is easier to determine an overall financial impact to an average
household. The following bar chart illustrates the estimated financial impact to the average
household in Iowa City. Despite a lower property tax rate, it is estimated that a typical household
(assuming $100,000 assessed property value) will pay approximately $3.08 more per month, or
$37 per year, in taxes and fees for basic city services in fiscal year 2015-2016. This is due to
the increase in the state rollback percentage, which makes a greater percentage of assessed
residential property value taxable, and a previously approved 5% increase in the water rate.
Taxes
35%
Other City Taxes
3%
Licenses & Permits
1%
Use of Money & Prop
1%
Intergovernmental
20%
Charges for Services
27%
Misc.
3% Other Financial
Sources
10%
All Funds Revenue Sources
18
*Home value defined as $100,000 for comparison purposes.
General Fund Highlights
The General Fund, which includes services such as police, fire, parks and recreation, and
general government, represents approximately 32% of the total budget. General Fund
operations are largely supported by property taxes, which constitute approximately 66% of the
total revenue in this fund. A complete breakdown of General Fund revenue sources can be
viewed in the following pie chart.
Property Taxes
66%
Other City Taxes
5%
Licenses & Permits
5%
Use of Money & Property
1%
Intergovernmental
8%
Charges for Fees &
Services
3% Miscellaneous
10%
Other Financing Sources
2%
FY2016 Revenues & Other Financing Sources
excludes transfers
FY2011 FY2012 FY2013 FY2014 FY2015 FY2016
Property Taxes $833 $866 $876 $888 $909 $929
Stormwater $24 $30 $36 $42 $42 $42
Refuse $186 $186 $186 $186 $191 $191
Sewer - 800 cubic feet $433 $433 $433 $433 $433 $433
Water-- 800 cubic feet $328 $328 $328 $328 $344 $362
Total $1,804 $1,843 $1,859 $1,877 $1,919 $1,956
Percent Change 1.7%2.2%0.9%0.9%2.3%1.9%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
$0
$500
$1,000
$1,500
$2,000
$2,500
Annual Financial Household Impact*
19
The taxable valuation of property subject to all levies in Iowa City increased 1.1% for FY 2015-
16, primarily due to an increase in the State of Iowa rollback percentage on residential
properties. The rollback percentage defines how much of residential assessed value becomes
taxable in any given year. The following chart depicts the change in taxable valuations over the
last six years.
Moving forward, valuation growth will be substantially slowed by the state‟s 2013 property tax
reforms. One of the provisions of the state legislation lowered the allowable annual statewide
growth for residential and agricultural properties from four percent to three percent. While this
doesn‟t sound like much in one year, the effect of this limitation compounds over time and is
difficult to estimate. This year would have seen in excess of 5% growth had the limitation not
been reduced. After the growth limitation, this year‟s growth in taxable value did not keep pace
with the increase in personnel expenses.
The budget reflects a reduction of $0.05 in the tax levy, which will bring Iowa City's rate to
$16.66. This marks the fourth straight year of property tax rate decreases; we are unaware of
any cities in Iowa that have been able to implement tax rate decrease during each of the last
four years. The reduction is being achieved through several internal strategies, as well as
through an increased rollback figure being applied by the State of Iowa. The internal strategies
employed to achieve a lower rate include the following:
Debt restructuring and early bond retirement strategies
Achieving operational efficiencies in our departments; this budget contains a net
reduction of 8.73 FTE across all funds
Selected user fee increases that reduce property tax subsidies
FY2011 FY2012 FY2013 FY2014 FY2015 FY2016
Taxable Valuations $2,686,242,752 $2,774,415,800 $2,900,995,801 $2,975,085,246 $3,068,659,061 $3,101,761,217
Percent Change 6.8%3.3%4.6%2.6%3.1%1.1%
$-
$500,000,000
$1,000,000,000
$1,500,000,000
$2,000,000,000
$2,500,000,000
$3,000,000,000
$3,500,000,000
Six Year Trend of Taxable Valuations
excludes applicable increment
20
The projected reduction in the
property tax rate follows similar
actions taken by the City Council in
fiscal years 2013- 2015. Combined,
these efforts have contributed to
narrowing the gap between Iowa
City‟s rate and that of neighboring
municipalities and other comparable
jurisdictions in Iowa. The projected
property tax rate of $16.66 in this
budget reflects the lowest level it
has been since 2001-02. These
efforts not only produce real
savings, but they also send a positive message that Iowa City is committed to enhancing the
local business environment. The percentage of commercial properties‟ value that is taxable will
drop an additional 5% in FY2016, a result of 2013 state legislative changes, reflected in the
chart above. 2013 State legislation also enacted the Iowa Business Property Tax Credit
program to lower property tax burden on businesses; savings from this program are not
reflected in the chart above.
For residential property owners, the combination of the increased State rollback and the lower
property tax rate will mean that a property assessed at $100,000 will pay an estimated
additional $20 in City property taxes in the coming year. This is primarily the result of the
increased rollback percentage, which causes a larger portion of the assessed value to become
taxable.
The following chart is provided for a greater historical perspective on Iowa City‟s municipal tax
rate:
FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
Iowa City Tax Rate 17.729 17.302 17.297 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.655
Percent Change 2.40%-2.41%-0.03%2.43%0.77%-0.54%0.48%-3.21%-2.69%-0.60%-0.30%
$12.00
$13.00
$14.00
$15.00
$16.00
$17.00
$18.00
Iowa City Property Tax Rate Trend
FY2012 FY2013 FY2014 FY2015 FY2016
City Property Taxes $8,921 $8,634 $8,403 $7,935 $7,495
$6,500
$7,000
$7,500
$8,000
$8,500
$9,000
$9,500
Iowa City Property Taxes Paid on a
$500,000 Commercial Property
A projected reduction of
$1,426 over a five year period
21
Below is a detailed breakdown of the City‟s property tax asking for fiscal year 2015-2016
compared to the previous year:
LEVIES
FY2015 Adopted FY2016 Proposed
Dollars Tax Rate Dollars Tax Rate
per $1,000 per $1,000
General Fund Tax Levies:
General $24,843,199 8.100 $25,111,399 8.100
Transit $2,913,708 0.950 $2,945,164 0.950
Tort Liability $896,379 0.292 $906,056 0.292
Library $828,107 0.270 $837,047 0.270
Subtotal: $29,481,393 9.612 $29,799,666 9.612
Agland Levy $4,798 3.004 $4,771 3.004
General Fund Property Taxes $29,486,191 $29,804,437
Special Revenue Levies:
Employee Benefits $9,088,654 2.963 $9,652,480 3.113
Subtotal: $9,088,654 2.963 $9,652,480 3.113
Debt Service $12,753,095 4.130 $12,312,386 3.930
Total City Levy Property Taxes: $51,327,940 16.705 $51,769,303 16.655
% Change from prior year 2.60% -0.60% 0.86% -0.30%
SSMID Levy $280,790 2.000 $264,683 2.000
Total Property Taxes $51,608,730 ---- $52,033,986 ----
On the expense side, General Fund operations largely consist of personnel related expenses.
As a result, significant reductions in General Fund expenditures typically require a reduction in
staffing levels. In the fiscal year 2015-16 budget, an estimated 73% of General Fund
expenditures are personnel related. A complete view on General Fund expenditures by category
can be viewed in the following pie chart.
Personnel
73%
Services
18%
Contingency
1%
Supplies
3%
Capital Outlay
4%
Other Financial Uses
1%
General Fund Expenditures by Category
excludes transfers
22
Over the last three years, there has been a concerted effort to control General Fund expenses
through staffing policies. While these initiatives help, they struggle to keep up with rising salary
and benefit costs.
The General Fund budget reflects a status quo approach to current services. While there is no
funding for expanded or enhanced service levels, staff remains committed to identifying
efficiencies that strengthen our services without the need for new financial outlay. Items of note
in the General Fund budget include:
Initiatives have been incorporated into the General Fund to address each of Council‟s
strategic plan priorities, including those that meet sustainability and inclusiveness goals.
The budget incorporates fee increases approved by Council for the Parks and
Recreation Department in December of 2014.
Increased fund balance target policy to 30% of expenditures in accordance with industry
best practices. This is an important step to maintaining the City‟s Aaa Moody‟s bond
rating.
Enterprise / Business Fund Highlights
Enterprise or Business Funds refer to specific operations that are intended to be self-sustaining,
or without need of subsidy from property taxes or revenue sources other than fees collected that
are directly related to the operation. The budgeted revenues, expenditures and corresponding
fund balances are detailed in the following table.
Fund
Estimated
Revenues
Transfers
In
Budgeted
Expenditures
Transfers
Out
Est Fund
Balance
6/30/16
Restricted,
Committed,
Assigned
Unassigned
Fund
Balance,
6/30/2016
Unassigned
Balance as
% of Exp &
Trans Out
Parking 5,328,876 - 3,270,015 891,437 4,229,819 385,583 3,844,236 92.38%
Transit 4,206,668 3,246,548 6,879,486 215,651 4,606,524 1,336,718 3,268,769 46.09%
Wastewater
Treatment 12,965,154 4,688,036 10,395,608 7,538,036 17,612,134 9,653,245 7,958,889 44.38%
Water 9,412,456 2,010,716 8,423,501 3,664,016 11,018,086 4,218,079 6,800,007 56.26%
Refuse
Collection 3,057,022 - 3,088,438 - 770,171 - 770,171 24.94%
Landfill 5,833,264 1,076,415 4,437,980 825,327 24,058,430 22,399,923 1,658,506 31.51%
Airport 324,100 121,929 346,072 114,000 617,739 100,000 517,739 112.53%
Stormwater
Management 1,140,978 - 786,064 500,000 1,643,602 - 1,643,602 127.80%
Housing
Authority 8,055,240
- 7,537,903 45,184 6,083,951 2,885,424 3,198,527 42.18%
23
Each of the City's enterprise funds are in varying, yet stable conditions. In order to maintain
healthy reserves there are several fee increases included in the budget. Those increases are
noted with other significant changes or issues below:
Revenues under the first hour free parking program have exceeded initial projections;
feedback on expanded payment options and the retooled fee schedule have been very
positive. Over one million hours of free parking have been provided to customers.
This budget contains the second year of a two year water rate increase. Fiscal year
2015-2016 will be the second consecutive year of 5% increases. The previous three
water rate changes were all decreases of 5% in 2003, 2004, and 2006.
A landfill tipping fee increase of $4.00 is proposed with this budget. Operations are
currently near break-even before capital projects are funded. The fee increase will fund
cell replacement reserves and other capital expenditures. The Sustainability
Coordinator position (1.0 FTE) was also moved from the landfill fund to the general
fund.
The refuse fund is impacted by landfill tipping fees. While no rate increase is proposed
with this budget, this fund will continue to be monitored to evaluate the impact of an
increased tipping fee.
The transit fund will need to be carefully reviewed in FY17 for a possible rate increase
to maintain service levels. More efficient route planning in 2015-2016 could forestall
this need.
Internal Service Fund Highlights
Internal Service Funds serve needs that are internal to the City as an organization. The
budgeted revenues, expenditures and corresponding fund balances are detailed in the following
table.
Fund
Estimated
Revenues
Budgeted
Expenditures
Est Fund
Balance,
6/30/2015
Restricted,
Committed,
Assigned
Unassigned
Fund
Balance,
6/30/2015
Unassigned Fund
Balance as % of
Expenditures &
Trans Out
Equipment 6,446,145 5,990,748 9,750,625 6,930,562 2,820,063 47.07%
Risk Management
Loss Reserve 1,476,424 1,329,373 3,202,697 - 3,202,697 240.92%
Information
Technology 2,192,829 2,118,404 2,374,340 - 2,374,340 112.08%
Central Services 256,208 308,458 599,755 - 599,755 194.44%
Health Insurance
Reserve 7,841,907 7,880,283 10,332,894 4,151,797 6,181,097 78.44%
Dental Insurance
Reserve 377,699 359,275 138,400 - 138,400 38.52%
All funds are in good condition with healthy balances. Strong balances create reserves that can
provide flexibility to deal with unexpected costs or opportunities. Of particular note is the Health
Insurance Reserve Fund, which has stabilized in recent years due to relatively low increases in
premium costs.
24
Capital Improvement Plan Highlights
The capital budget proposed for fiscal year 2015-16 totals $40,194,098 and the five year Capital
Improvement Plan (CIP) totals $156,892,011. The majority of CIP projects in the five year period
improve the local transportation network and municipal utility system. The five year program
continues to reflect the City Council‟s priorities established in previous fiscal years.
As funding allows, non-committed dollars are directed toward critical infrastructure projects and
initiatives that address the City Council‟s strategic plan priorities. Of particular note is the end of
the 1% voter approved Local Option Sales Tax (LOST) that expired in June of 2013. These
funds have been collected to fund flood recovery and mitigation projects, most notably the
Gateway Project (Dubuque Street) and the South Wastewater Plant Expansion. Other funding
sources, including local monies are expected to be required to supplement LOST revenues on
these high dollar projects.
In FY 2015-2016, staff is projecting the issuance of approximately $12.9 million in general
obligation bonds. The use of general obligation bonds is required in order to carry out the
projects that are being recommended. The level of bonding projected is well below the
thresholds established by the State of Iowa and is consistent with Iowa City‟s own internal debt
policies.
Streets, Bridges, and
Traffic Engineering
59%
Water/Wastewater/
Stormwater
10%
Landfill
1%
Transportation
Services
14%
Culture & Rec
7%
Public Safety
2%
Airport
4%
Community &
Economic
Development
3%
Capital Improvement Projects by Category
2015-2019
25
Examples of significant projects planned for the coming fiscal years include:
(Sorted by strategic plan priority or other critical need identification) Note many projects span several
fiscal years and may not be fully completed in 2015-2016. Projected costs include those already incurred
in prior years and costs anticipated in future years. Capital improvements utilize multiple funding sources.
Flood Recovery and Mitigation
Gateway project ($51.3 million)
North Wastewater Plant Demolition ($6.0 million)
Animal shelter facility construction ($3.2 million)
Critical Infrastructure Need / Committed Projects
Dubuque Street / I-80 pedestrian bridge ($2.1 million)
Washington St. water main replacement ($0.8 million)
1st Avenue water main replacement ($0.6 million)
American Legion Rd. - Scott to Taft ($6.7 million)
Annual Sewer Main replacement ($2.5 million)
Mormon Trek and Benton Intersection ($0.5 million)
Strategic Economic Development Activities
Moss Ridge Road design and construction ($4.9 million)
First Avenue railroad crossing and road diet ($8.4 million)
Towncrest redevelopment/streetscape ($2.5 million)
South Airport Site Development ($2.1 million)
A Strong Urban Core
Parking facility restoration repair ($1.8 million)
CBD streetscape enhancement project ($10.9 million)
Riverside Drive pedestrian tunnel ($1.5 million)
Riverfront Crossings development ($1.0 million)
Burlington/Madison intersection and median ($1.8 million)
Burlington/Clinton intersection improvements ($1.1 million)
Riverfront park at former wastewater site ($1.5 million)
Healthy Neighborhoods
Elementary school recreation facility partnership ($1.5 million)
Neighborhood park improvements ($1.5 million)
Iowa River Trail, Benton to Sturgis Park ($2.3 million)
Various miscellaneous utility, road/trail/sidewalk/curb ramp and park repair line items
As illustrated above, staff‟s recommendations on CIP projects are driven by the strategic plan
priorities and those projects that are already committed. While there are several additional
projects that would further these goals, the City must balance fiscal pressures and limit projects
that increase operating costs in future years.
26
Debt Service
The State of Iowa limits City debt to no more than 5% of the total assessed value of taxable
property within the corporate limits as established by the City Assessor. The budget anticipates
an outstanding debt of $64 million at FY2015-2016 year end, which is 1.3% of total valuations
and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt
equal to roughly 26% of the allowable level. The following chart provides a historical view of
Iowa City‟s debt in relation to the allowable debt level.
Iowa City's internal fiscal policy was revised in April 2010 to specify that the "debt service levy
shall not exceed 30% of the city levy in any one fiscal year”. The FY 2015-2016 budget includes
a debt service levy that is approximately 24% of the total levy.
The budget continues to reflect prudent borrowing practices, which help preserve financial
flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has
worked to reduce its debt load, which in turn has helped to lower property tax rates in the
community.
Issues on the Horizon
This year‟s budget was again developed with an understanding that revenue sources in future
years will be dramatically affected by 2013 reforms at the state level concerning commercial
property taxes, the tax classification of multiple-family buildings, and the allowable growth
percentage. The statewide changes will disproportionately affect growing communities with
large multi-family residential markets like Iowa City. While the total effect of these reforms is
uncertain, an early estimate places the potential cumulative lost revenue for Iowa City over the
next ten years at up to $50 million.
0
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 *FY17 *FY18
General Obligation Debt by Fiscal Year
Debt Limit
(5% of Total
Property Val.)
Outstanding Debt
at June 30
27
Thus, it is imperative that the City continues to pursue initiatives that reduce the overreliance on
property tax revenue and ensure services are being delivered in the most efficient manner
possible. Prudent financial decisions in recent years, including those that streamline operations,
and reduced debt loads has provided the City some flexibility in dealing with declining property
tax revenue, however, in order to maintain services at or near current levels this level of
planning must continue. To do otherwise is to risk precipitous drops in service levels or rapidly
increasing tax rates as the effects of state reforms are fully realized.
While the state legislature intends that a portion of the revenue lost to cities through 2013
reforms will be „backfilled‟ by state funding, it has historically been the case in such situations
that future state legislatures do not follow through with backfill funding. This budget continues
the policy of contributing general fund balance in excess of 30% of expenditures to the
emergency fund. The emergency fund is in part intended to be available in the event that the
state does not continue backfill funding. Other potential uses for such emergency funds include
disaster relief and mitigation funding; health care, insurance, or pension funding anomalies or
emergencies; the avoidance of any defaults from the payment of long term or bonded debts; or
any other financial emergency declared by the City Council.
With the decreasing taxable percentage of commercial property, property tax rate increases
would disproportionately affect residential property owners. Thus, covering the entire revenue
shortfall through tax rate increases is not the most desirable option. Rather, it is more realistic
that a combination of service cuts and revenue enhancements will need to be considered by the
community.
In the most recent general election, voters of Johnson County voted on a local option sales tax
measure. While the measure narrowly passed among Iowa City voters, in order for the tax to be
collected it must gain a majority vote in the contiguous cities of Iowa City, Coralville, North
Liberty, University Heights, and Tiffin. The measure failed to gain a majority vote across these
municipalities. In the coming months, City Council and staff will discuss the potential for a future
local option sales tax election, and the timing of such an election were it to be pursued.
The City‟s enterprise funds are in stable condition. Recent and ongoing capital investments in
Water and Wastewater plants will provide a solid utility foundation; however aging distribution
infrastructure necessitated the two year water rate increases adopted last year. Similarly,
infrastructure and capital needs at the landfill necessitate a tipping fee increase as
recommended in this budget.
From a capital investment standpoint, the City is shifting focus from flood recovery and
mitigation to infrastructure maintenance. Years of increasing construction costs and deferred
maintenance make it imperative that the City invests in street overlays, water main repair and
replacement, park and recreation facility maintenance, and similar ongoing preventative
maintenance projects that improve services and pay financial dividends in the long run. This
focus must be balanced with improvement projects that look to the future, including the
downtown streetscape project and the First Avenue railroad grade separation.
28
Conclusion and Acknowledgements
This budget document reflects Iowa City‟s focus on providing high quality municipal services in
a fiscally responsible manner. It was crafted with guidance provided by the City Council through
the Strategic Plan. Specifically, the budget takes another step forward in becoming more
economically competitive in our region, while providing prudent levels of resources for valued
services and capital projects that align with stated goals and can demonstrate positive returns
for the community.
The City‟s financial condition remains strong and our reserve levels provide sufficient flexibility
in the event of unexpected conditions. Activities associated with further recovery from the recent
recession and rebuilding from the 2008 flood are projected to provide economic stability in the
region. While property tax reform will create funding challenges in the upcoming years, with
proper planning and realistic priority setting the City will be in a position to achieve our long-term
goals.
In conclusion, I would be remiss if I did not acknowledge the efforts of our department heads,
supervisors, and staff in submitting responsible spending plans for the coming year. I would like
to specifically recognize the efforts of the Finance Department, led by Director Dennis
Bockenstedt. Additionally, I would like to recognize the hard work and analysis of Budget
Analysts Deb Mansfield and Nick Schaul, and Administrative Secretary Cyndi Ambrose. The
compilation of this complex document requires a significant amount of work, which was largely
performed by these four employees in the Finance Department.
Sincerely,
Thomas M. Markus
City Manager
29
City of Iowa City, Iowa
Strategic Plan
Priorities
After review and discussion, the City Council identified the following as their strategic
planning focus for 2014-15:
Fostering a more INCLUSIVE and SUSTAINABLE Iowa City through a commitment to:
• Healthy Neighborhoods
• A Strong Urban Core
• Strategic Economic Development Activities
• A Solid Financial Foundation
• Enhanced Communication and Marketing
It should be noted, that the City Council has placed an emphasis on making Iowa City more
inclusive and sustainable. These two goals are intended to filter through all of the City’s
activities and thus were not listed as a single isolated priority in the strategic plan. They are
rather guiding principles that should be considered when working within each of the stated
priorities.
As in previous years, staff will prepare an Action Plan for City Council review and approval.
The Action Plan will set forth specific goals, defined actions and designation of responsibilities.
The status of implementation of the Action Plan will be reviewed on a regular basis with the
City Council.
Initiatives
During the strategic planning session, the City Council identified several new initiatives that
will be combined with on-going commitments from the 2012-13 Strategic Plan and
incorporated into the new Action Plan for 2014-15. Those new initiatives include:
Healthy Neighborhoods
• Evaluate programs and methods to promote affordable housing including city
specific and regional actions
• Partner with the ICCSD regarding planned improvements to older schools and the
development of new elementary schools that collectively contribute to stronger
neighborhoods designed for long-term sustainability
Strategic Economic Development Activities
• Inform the City Council and the Iowa City community about current programs and
services provided by City, Chamber of Commerce, ICAD and others to foster local
business growth and economic development; and review duties and responsibilities of
the various organizations engaged in economic development in Iowa City
• Forge additional partnerships with the University of Iowa (Research Park, mixed
use, etc.)
• Examine enhancing the CDBG micro-enterprise loan program to demonstrate to the
general public that Iowa City is committed to serving all populations and ensuring the
long-term sustainability of the community.
30
Enhanced Communication and Marketing
• Advance intent of Ad Hoc Diversity Committee recommendations and develop new
programs/initiatives that directly respond to ongoing concerns
• Increase the diversity of city staff and department leadership
• Explore ways to facilitate and improve relations between city staff and minority
residents
• Achieve greater racial/ethnic diversity on city boards and commissions
• Examine alternative approaches to delivering services and programs for senior
citizens
• Consider establishing council member “listening posts” on a regular basis in
different parts of the city; consider the possibility of joint listening posts with
representatives of other governing bodies
• Meet on regular basis with members of the ICCSD board
• Develop comprehensive communications plan and a marketing strategy for the
community
• Incorporate the 2013 Sustainability Assessment findings into operations and
develop an associated action plan for the community.
Strategic Plan and the Budget
This FY 2016 budget was prepared with a strategic plan serving as a backdrop. In preparing the
budget, the City recognized the impact that funding decisions would have on future progress to
the organization’s stated priorities in the plan. As a result, this budget aims to provide resources
that accomplish the following objectives:
1. Maintain the City’s core municipal services at levels that meet or exceed community
expectations, and
2. Direct discretionary funding to projects and initiatives that directly align with the stated
priorities of the Strategic Plan, and
3. Continues to strengthen the City’s strong financial foundation and enhance the budget
document through the incorporation of best practices in the industry.
Each year as the strategic plan is modified or updated, the City will incorporate such changes
throughout the organization, including into the budget document. Through a continual
improvement process that is guided by an organizational strategic plan, the City will continue to
make progress toward the community’s stated goals and priorities.
31
City of Iowa City
Other Planning Processes
Comprehensive Plan/District Plans - The City of Iowa City Comprehensive Plan, titled Iowa
City 2030, was adopted in the summer of 2013; it presents a vision for Iowa City, provides a
strategy for realizing the vision and sets policies for the growth and development of specific
geographic areas of the city. The Comprehensive Plan guides decisions on planning and
development issues as they arise. The plan evolves as amendments are made.
The plan divides the community into ten planning districts. Detailed plans will be conducted for
each planning district to address the unique issues, features and goals of the different parts of
the city. This process involves extensive citizen participation so that the people of Iowa City help
determine the future of their community. Once adopted by the City Council, the district plans
become part of the Iowa City Comprehensive Plan.
Airport Five-Year Strategic Plan - The Iowa City Municipal Airport exists to serve the general
aviation needs of the greater Iowa City community. This strategic plan is to guide the direction of
the Iowa City Municipal Airport for the period fiscal years 2011-2015. Through implementation of
the 1996 Iowa City Municipal Airport Master Plan and FAA Airport Layout Plan, facilities will be
maintained and upgraded to comply with the latest safety features and Federal Aviation
Administration regulations.
Fire Strategic Plan - In an effort to work toward self-improvement, the ICFD contracted with the
Center for Public Safety Excellence (CPSE) to facilitate a method to document the department’s
path into the future - this resulted in the development and implementation of a “Community-
Driven Strategic Plan.” The strategic plan was written in accordance with the guidelines set forth
in the CFA I Fire & Emergency Service Self-Assessment Manual 8th Ed., and is intended to
guide the organization within established parameters set forth by the authority having
jurisdiction.
The CPSE utilized the Community–Driven Strategic Planning process to go beyond just the
development of a document. It challenged the membership of the ICFD to critically examine
paradigms, values, philosophies, beliefs and desires, and challenged individuals to work in the
best interest of the “team.” Furthermore, it provided the membership with an opportunity to
participate in the development of their organization’s long-term direction and focus. Members of
the department’s external and internal stakeholders’ groups performed an outstanding job in
committing to this important project and remain committed to the document’s completion.
The Iowa City Fire Department’s Strategic Plan sets forth a comprehensive vision and mission
statement that provides the agency with a clear path into the future. Additionally, this strategic
plan identifies the core values that embody how the agency’s members, individually and
collectively, will carry out the agency’s mission. In the following pages, the ICFD identifies its
goals, objectives, and strategies that will allow the agency to realize its vision.
32
Capital Improvement Plan – The five-year capital improvement program is developed and
updated annually through a process involving all City departments in the collection and review
of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital
replacement and capital expansion needs of the City in coordination with the City’s financial
strengths. The first year of the City’s five-year capital improvement plan is integrated into the
City’s financial plan in the Capital Projects fund section.
Park Master Plan - The Iowa City Parks, Recreation and Trails Master Plan is intended to help
meet the needs of current and future residents by positioning Iowa City to build on the
community’s unique parks and recreation assets and identify new opportunities. The citizen-
driven plan establishes a clear direction to guide city staff, advisory committees, and elected
officials in their efforts to enhance the community’s parks system, open space, trails, recreation
facilities, programs, and services.
Iowa City Public Library Strategic Plan – The Library’s current strategic plan covers years
FY11-FY15. The plan establishes the Library’s mission to be, “an innovative and responsive
community center that supports lifelong learning, literacy, and access to the world of ideas.”
The plan also establishes four primary goals including making the library easier to use and more
accessible, improving visibility and awareness, developing partnerships, and providing
resources to the community. A strategic planning process update was recently completed that
will address library services in FY16 and beyond.
Long Range Transportation Plan - The Long Range Transportation Plan is the transportation
vision for the community in the same way that a comprehensive plan is the land use vision for a
municipality. A comprehensive plan provides the basis for subsequent zoning and subdivision
laws in a municipality, and the long range transportation plan should provide a similar basis for
the programming of projects for all modes of transportation, specifically federally-funded
transportation. The Long Range Transportation Plan should be consistent with the land use
plans of individual entities that belong to Metro Planning Organization of Johnson County
(MPOJC). The Long Range Transportation Plan is subject to a public comment process which
assures that members of the public have had adequate opportunity to comment on the
provisions of the proposed plan. The Plan should reflect priorities for the community that can be
translated into politically and financially feasible transportation projects.
Metro Bicycle Master Plan - The Johnson County Council of Governments (JCCOG) Metro
Bicycle Master Plan outlines a strategy to create an accessible, coordinated, safe, and
comfortable bike network that is bolstered by targeted education and encouragement programs,
as well as enforcement and policy recommendations that expand the bicycle network. The
scope of the plan includes the Urbanized Area and important links to surrounding areas. The
process involved the coordination of plans from five communities, Johnson County, and the
University of Iowa as well as a public input process.
33
City of Iowa City
Citizens
City Manager
City Manager
Communications Office
Human Resources
Human Rights
Airport Operations
Iowa City Municipal Airport
City Attorney City Clerk Library Board Airport Commission
Library
Library Operations
Library Foundation
Fire
Administration
Emergency Operations
Fire Prevention
Training
Police
Administration
Administrative Services
Field Operations
Parks &
Recreation
Administration
Recreation
Park Maintenance
Cemetery Operations
Finance
Administration
Accounting
Purchasing
Revenue
Risk Management
Information Technology Services
Senior Center
Neighborhood &
Development Services
Administration
Economic Development
Development Services
Neighborhood Services
Housing Authority
Metropolitan Planning
Organization of Johnson County
Public Works
Administration
Engineering Services
Streets Operations
Wastewater Treatment
Water
Storm Water Operations
Equipment Replacement
Transportation
Services
Parking
Public Transportation
Refuse Collection
Landfill
City Council 34
City Clerk: Marian Karr
Office Location: 410 E. Washington St.
Phone: (319) 356-5043
Boards and Commissions:
The Citizens Police Review Board, based on a citizen initiative, was established in 1997. The
board reviews police policies, procedures, and practices and may recommend modifications to
them. The CPRB also reviews reports prepared after investigation of complaints about alleged
police misconduct and then issues its own written report. The Board is also required to maintain
a central registry of complaints and holds at least one community forum each year for the
purpose of hearing citizens’ views on the policies, practices and procedures of the Iowa City
Police Department.
City Clerk Personnel:
FY2014 FY2015 FY2016
Total FTEs 4.00 4.00 4.00
CITY CLERK
MISSION STATEMENT
The City Clerk is the official recordkeeping office of the City, performing recordkeeping
duties as prescribed by State Law, the City Charter, and the Municipal Code.
DEPARTMENT DESCRIPTION
The City Clerk is appointed by the City Council, reports directly to the Council and attends
all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and
abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions,
minutes, and the City Code. The office publishes public notices, ordinances, and minutes as
required by law. The City Clerk's office assists both staff and the general public in
researching information. Taxi company licenses and driver authorization, dancing permits,
outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are
issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership
Registry, and an index of Council proceedings are also maintained in the office. The Clerk's
office also provides staff support for the Citizens Police Review Board (CPRB).
35
City Attorney: Eleanor Dilkes
Office Location: 410 E. Washington St.
Phone: (319) 356-5030
City Attorney Personnel:
FY2014 FY2015 FY2016
Total FTEs 5.60 5.50 5.50
CITY ATTORNEY
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.
36
City Manager: Tom Markus
Office Location: 410 E. Washington St.
Phone: (319) 356-5010
City Manager Personnel:
FY2014 FY2015 FY2016
Total FTEs 17.63 16.63 15.50
CITY MANAGER
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.
City Manager’s Office Divisions
General Fund: Enterprise:
City Manager ● Communications
Communications Office Office
Human Resources
Human Rights
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Finance Director: Dennis Bockenstedt
Office Location: 410 E. Washington St.
Phone: (319) 356-5050
FINANCE DEPARTMENT
Finance Department Divisions:
General Fund : Internal Service:
Administration ● Information Technology Services
Accounting ● Risk Management
Purchasing ● Purchasing
Revenue
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.
DEPARTMENT DESCRIPTION
Finance Administration provides direction and administrative support to departmental
operating divisions. It supervises the preparation and dissemination of financial data for use by
City Council and staff in making managerial decisions and coordinates the annual budget
process.
Administration also oversees the City’s Health & Dental Reserves as Internal Service Funds
which are maintained for permanent employees’ health care coverage through the City’s self-
insurance plan. Finance Administration also manages the City’s Employee Benefits Fund which
is a Special Revenue Fund that collects property taxes levied for the purpose of funding public
employee benefits such as IPERS, MFPRSI, health insurance, dental insurance, Social Security
and Medicare, as well as other similar benefits.
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Finance Department Personnel*:
FY2014 FY2015 FY2016
Total FTE’s 38.06 35.18 35.78
The Accounting Division provides processing and reporting of all financial transactions for the
City of Iowa City. The division also provides financial controls for departments to help ensure
proper stewardship of public funds. Accounting provides services that support management
decisions through timely and accurate processing and reporting of payroll, accounts payable,
accounts receivable, and cash transactions.
The Purchasing division provides quality service to City departments, protects the City’s legal
interests, and acts responsibly on behalf of the public by maintaining the integrity of the City’s
procurement system through the encouragement of open competition and the impartial and fair
treatment of vendors. This division also operates the Central Services Internal Service Fund
that manages the City’s mail and copier operations and other central functions.
The Revenue division is responsible for the customer service, billing, and collection procedures
for 25,500 City of Iowa City utility accounts and 200 Landfill accounts. The division also records
and reconciles all City receipts and banking activity.
The Information Technology Service (ITS) division provides server management, legacy
system management, software development, system integration, desktop computer
management and support, data network design and management, website application
development and management, City phone systems support, and fiber optic network design and
management.
The Risk Management division is responsible for managing the City’s property and casualty
risks and selecting prudent and cost effective solutions to minimize the financial impact of losses
to the City. Risk Management also coordinates the City’s safety and OSHA programs.
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Police Chief: Chief Sam Hargadine
Office Location: 410 E. Washington St.
Phone (Front desk/non-emergency): (319) 356-5275
IOWA CITY POLICE DEPARTMENT
Police Department Divisions:
Administration
Administrative Services
Field Operations
MISSION STATEMENT
The mission of the Iowa City Police Department is to protect the rights of all persons within
its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace.
By pursuing the goals of education, prevention and enforcement, it is the primary objective
of the Iowa City Police Department to pursue the ideal of a community free from crime and
disorder in a fair, responsive, collaborative and professional manner.
DEPARTMENT DESCRIPTION
The Administration division oversees the Department’s 82 sworn officers and 23 non-
sworn personnel. Administration is responsible for the management of the Department’s
two operating divisions, Field Operations and Administrative Services.
The Administrative Services division supports or provides services to Field Operations. In
addition, Administrative Services provides support activities to groups and organizations
throughout the City. Administrative Services consists of Records, Property and Evidence,
Computer Operations, Training / Accreditation, Crime Prevention, Planning and Research,
Animal Control, and Community Relations.
40
Police Department Personnel:
FY2014 FY2015 FY2016
Total FTEs 105.00 105.00 105.00
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.
41
IOWA CITY FIRE DEPARTMENT
Fire Chief: John Grier
Administrative Office Location: 410 E. Washington Street
Phone (Administration/non-emergency): (319) 356-5260
Fire Department Divisions
Fire Administration
Emergency Operations
Fire Prevention
Fire Training
MISSION STATEMENT
The mission of the Iowa City Fire Department is to protect our community by
providing progressive, high quality emergency and preventive services.
DEPARTMENT DESCRIPTION
The Iowa City Fire Department is dedicated to providing the community progressive, high
quality emergency and preventive services. Sixty-four full-time firefighters provide fire,
medical, technical rescue, and hazardous materials emergency response to approximately
68,000 residents in the 24.4 square-mile incorporated area of Iowa City, including the
University of Iowa main campus. The department operates from four fire stations and staffs
four engine companies, one truck company, and a command vehicle. The Iowa City Fire
Department collaborates with many other fire protection agencies at the local, state, and
federal levels. Specialty areas include: Fire Investigations, the Johnson County Hazardous
Materials Response Team, and Special Operations Response Team. The department is
organized into four functional program divisions: Fire Administration, Emergency
Operations, Fire Prevention, and Fire Training.
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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:
FY2014 FY2015 FY2016
Total FTE’s 65.0 64.0 64.0
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Parks & Recreation Director: Mike Moran
Parks Division Office Location: 2275 South Gilbert Street
Phone: (319) 356-5107
Recreation Division Office Location: 220 South Gilbert Street
Phone: (319) 356-5100
DEPARTMENT OF PARKS & RECREATION
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.
Parks & Recreation Divisions
Administration
Parks Maintenance
Recreation
Cemetery Operations
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.
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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:
FY2014 FY2015 FY2016
Total FTEs 44.25 44.25 43.75
The Park Maintenance division oversees the maintenance of the City’s green space and 43
designated parks. Duties include: cleaning, repairing, and maintaining park shelters;
mowing, snow and ice removal; and repair of park fixtures such as picnic tables and
garbage racks. Staff also assist organized sports groups through the operation of lighting
and irrigation systems. Staff prepare community gardens and manage dog parks, City
Park’s carnival rides, and the City’s disc golf course, among others. This division also
oversees Forestry and Central Business District maintenance operations.
The Cemetery Operations division occupies 40+ acres adjacent to the western edge of
Hickory Hill Park. There have been an estimated 18,000 interments in the cemetery to date.
Staff maintain all cemetery grounds, buildings, equipment, and snow route. Staff assist
family members and funeral homes regarding funeral arrangements, manage billing and
maintain records, and assist with genealogy requests.
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Library Director: Susan Craig
Location: 123 South Linn Street
Phone: (319) 356-5200
LIBRARY
ICPL Hours of Operation:
Mon-Thurs:
10 am – 9 pm
Friday:
10 am – 8 pm
Saturday:
10 am – 6 pm
Sunday:
12 pm – 5 pm
MISSION STATEMENT
The Iowa City Public Library is an innovative and responsive community center that supports
lifelong learning, literacy, and access to the world of ideas.
The Library values and is committed to: intellectual freedom, excellence in customer
service, community building, working collaboratively, minimizing barriers to use, providing a
welcoming environment, and a well-trained staff.
DEPARTMENT DESCRIPTION
The Iowa City Public Library is the busiest public library building in the state of Iowa. On
average, over 225 people enter the building every hour and an average of over 4,300 items
are checked out each day. Five public meeting rooms are booked more than 2,100 times a
year for a variety of community uses. Programs for children are offered almost every day
and in-house computer and wireless use is over 211,000 per year. Online access at
www.icpl.org makes collections and information available 24/7.
Iowa City Public
Library Divisions:
Library Operations
Library Foundation
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Boards and Commissions:
Nine-member Board of Trustees appointed by the City Council with powers to set policy,
employ a Director and staff, expend tax funds allocated by the City Council, contract with other
jurisdictions, and receive and spend gift funds and other revenues.
Library Personnel:
FY2014 FY2015 FY2016
Total FTEs 45.13 45.13 44.77
The Library is governed by a semi-autonomous nine-member board of trustees; which is
empowered by state law and city ordinance to set policy, determine goals and objectives,
direct the use of monies appropriated or gifted to the Library, and to employ staff.
Services are offered to residents of Iowa City and, through contract, residents of University
Heights, Hills, and rural Johnson County. Reciprocal agreements with other public libraries
across Iowa provide for a sharing of services through the Open Access Program. The
Library also contracts with the University of Iowa to provide access to children’s literature
materials for education and library science students & faculty.
Approximately 82% of funding comes from Iowa City tax support which includes a voter
approved $.27 levy (per $1,000 taxable valuation). Other major funding sources include
contracts for service, library fines, gifts, and building rent.
The Iowa City Public Library is separated into two budgetary divisions: Library Operations
and the Library Foundation. Operations accounts for Library programs, services,
materials, and building maintenance. The Library Foundation’s budget accounts for
personnel costs in the Iowa City Public Library Friends Foundation development office.
These expenditures are fully reimbursed by the Foundation.
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Senior Center Coordinator: Linda Kopping
Location: 28 South Linn Street
Phone: (319) 356-5220
SENIOR CENTER
Senior Center Hours of Operation:
Business Hours Extended Member Hours
8 AM - 5 PM, 7 AM – 7 PM,
Monday – Friday Monday - Thursday
7 AM – 5 PM, Friday
Building hours are 10:30 AM – 1:30 PM,
often extended to Saturday & Sunday
accommodate evening
and weekend programming.
Please see Calendar of Events for program schedule.
MISSION STATEMENT
The mission of the Senior Center is to promote optimal aging among older adults by offering
programs and services that promote wellness, social interaction, community engagement,
and intellectual growth. The Center serves the public through intergenerational
programming and community outreach.
DEPARTMENT DESCRIPTION
Establishing social connections, keeping active physically and mentally, and maintaining
contact with the community are cornerstones of optimal aging, and they are what we do best
at The Center.
Establishing Social Connections
Social interaction and engagement is an essential component of all programming.
Classes, programs, special events, performance groups, volunteer activities, clubs, and
organizations all incorporate time for participants to interact with each other.
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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:
FY2014 FY2015 FY2016
Total FTEs 6.50 6.50 6.50
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.
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Neighborhood and Development Services Director: Douglas Boothroy
Office Location: 410 E. Washington St.
Phone: (319) 356-5120
DEPARTMENT OF NEIGHBORHOOD & DEVELOPMENT 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.
Neighborhood & Development Services Divisions
General Fund Enterprise Fund
Administration Housing Authority
Development Services
Neighborhood Services
Economic Development
Special Revenue Fund
Metro Planning Organization of Johnson County
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.
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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.
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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.
52
The Metropolitan Planning Organization of Johnson County (MPOJC) is the County-wide
planning organization for Johnson County, Iowa. Assistance is provided to MPOJC member
agencies in three specific program areas: transportation planning, transportation assistance to
small communities, and general human service issues.
Boards and Commissions:
The Planning and Zoning Commission is charged with drafting and implementation of the
zoning code and subdivision regulations in accordance with the Comprehensive Plan.
Commission members review annexations and requests for rezoning and subdivision;
making a final recommendation to City Council.
The Board of Adjustment reviews requests for special exceptions, variances and other
appeals pertaining to the zoning code.
The Historic Preservation Commission conducts studies and implements regulations
designed to promote the preservation of historic landmarks and districts.
The Public Art Advisory Committee administers the Public Art Program by determining the
placement of public art, the type of art to be used in a specific project, and the artist to be
engaged; overseeing the acceptance of gifts of art; overseeing the maintenance and
disposition of public art; and overseeing expenditures of the Public Art Program budget.
Housing and Community Development Commission assesses and reviews policies and
planning documents related to the provision of housing, jobs, and services for low and
moderate income residents, reviews policies and programs of the Neighborhood Services
division and makes recommendations regarding the use of public funds to meet the needs
of low and moderate income residents. The Commission also seeks public participation in
assessing needs and identifying strategies to meet these needs.
Neighborhood & Development Services Personnel:
FY2014 FY2015 FY2016
Total FTEs 44.89 41.27 41.37
Neighborhood & Development Services is a new department beginning in FY2016. The old
departments of Housing & Inspection Services and Planning & Community Development were
combined.
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Public Works Director: Rick Fosse
Administrative Office Location: 410 E. Washington St.
Phone: (319) 356-5141
PUBLIC WORKS DEPARTMENT
Public Works Department Divisions
General Fund:
Administration ● Engineering
Special Revenue:
Streets Operations (Road Use Tax Fund)
Enterprise:
Wastewater Treatment ● Water
Refuse Collection ● Landfill
Storm Water
Internal Service:
Equipment
MISSION STATEMENT
The Public Works Department exists to provide the essential infrastructure and services
necessary for the health, safety, and welfare of our community. These services are provided
in a manner that will enhance the quality of life of our citizens today and for generations to
come.
DEPARTMENT DESCRIPTION
The Public Works Department is comprised of nine operational areas which operate from
various locations throughout the city.
The Public Works Administration division manages the activities of the nine divisions.
Administration also oversees the Energy Efficiency & Conservation Block Grant reported in
the Special Revenue Funds – Energy Efficiency & Conservation Block Grant Fund.
The Engineering division performs work in connection with all municipal public works
improvements including bridges, roads, sanitary sewers and stormwater systems and is a
General Fund account funded primarily through property tax revenue. Engineering staff
review subdivision plans, design public works improvement projects, perform survey work,
and inspect the construction of public works projects and subdivision improvements.
The Streets Operations division is funded by the Road Use Tax. The Streets Division is
responsible for the maintenance of the City's street system. The work duties include
maintenance and repair of the City's concrete and asphalt streets, street sweeping, leaf
vacuum program and snow plowing.
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Public Works Personnel:
FY2014 FY2015 FY2016
Total FTEs 153.60 154.60 150.50
The Wastewater Treatment division ensures the public health and safety of the citizens of
Iowa City and locally protects the Iowa River as a water resource for the people of Iowa. The
division provides proper care, operation, and maintenance of City wastewater and storm
water collection systems, treatment plants, and the local environment. The division is
supported primarily through user fees.
The Water division is responsible for maintaining clean, safe drinking water for the
community. Because of the many water sources on two water well sites, Iowa City has the
ability to provide an excellent blend of high quality water as well as an abundant capacity.
The division produces and distributes high quality water in a quantity sufficient to meet the
residential, commercial, industrial, and firefighting needs of the City. The division is
supported primarily through user fees.
The Refuse Collection division protects the health safety and welfare of our community by
providing prompt and safe curbside collection of waste materials. The division is supported
primarily through user fees.
The Landfill division serves Johnson County, Kalona and Riverside. Each year, the landfill
takes in about 125,000 tons of trash. Trash is landfilled according to stringent federal and
state regulations to ensure that environmental protection is in place. The division is
supported primarily through user fees.
The Storm Water Management division is administered by the Engineering Division of the
Public Works Department. The City of Iowa City has developed programs to reduce the
discharge of pollutants carried by storm water into our local waterways. Revenue to support
its mission is derived from monthly stormwater utility fees collected from local residents and
businesses.
The Equipment division provides repair, preventive maintenance and equipment
management services for all major City-owned vehicular equipment with the exception of
Transit buses. Fueling services are also the responsibility of the Equipment Division, along
with acquisition of new vehicles/equipment and disposition of replaced vehicles/equipment.
The division operates as an internal service fund and is supported through chargebacks to
City divisions.
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Transportation Services Director: Chris O’Brien
Parking Office Location: 335 Iowa Avenue
Phone: (319) 356-5096
Transit Office Location: 1200 South Riverside Dr.
Phone: (319) 356-5151
www.ebongo.org
Transportation Services Personnel:
FY2014 FY2015 FY2016
Total FTEs 77.50 77.50 74.25
TRANSPORTATION SERVICES
Transportation
Services Department
Divisions:
General Fund:
Public Transportation
Enterprise Funds:
Parking
Public Transportation
MISSION STATEMENT
The Iowa City Transportation Services Department is committed to providing convenient, safe
parking options, safe and courteous transit services, and quality customer service to the citizens and
visitors of Iowa City.
DEPARTMENT DESCRIPTION
The Transportation Services Department manages the City’s Parking and Public Transportation
divisions. Both divisions are self-supporting enterprise funds; the Public Transportation division was
transferred out of the General Fund and into its own enterprise fund starting in fiscal year 2013.
The Parking division consists of Administration, On-street, Parking Lot, and Parking Ramp
operations. The division oversees the operation of four parking structures with 2,486 off-street
spaces, 1,302 on-street and surface parking lot spaces, and 148 designated motorcycle/scooter
spaces.
The Public Transportation division consists of Administration, Mass Transit Operations, Fleet
Maintenance, and Court Street Transportation Center management. The division operates and
maintains a 27 bus fleet serving 19 routes during weekday peak service, as well as contracting with
Johnson County SEATS for paratransit service. The Court Street Transportation Center is
maintained and operated by the Transit Division.
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Operations Specialist: Michael Tharp
Location: 1801 S. Riverside Drive
Phone: (319) 356-5045
Airport Personnel:
FY2014 FY2015 FY2016
Total FTEs 1.00 1.00 1.00
AIRPORT
VISION STATEMENT
The Iowa City Municipal Airport, through the direction of the Airport Commission, will provide
a safe, cost-effective general aviation airport that creates and enriches economic,
educational, health care, cultural, and recreational opportunities for the greater Iowa City
area.
MISSION STATEMENT
The mission of the Iowa City Municipal Airport is to support the strategic goals of the City of
Iowa City and to meet the needs of its stakeholders.
DEPARTMENT DESCRIPTION
Iowa City’s Municipal Airport is a general aviation airport located in the southwest part of
Iowa City. It is the oldest, continuously operating airport west of the Mississippi. Of the 113
pubic airports in Iowa, the Iowa City Municipal Airport is one of the busiest general aviation
airports in the state.
A Fixed Base Operator on the airfield provides fuel service, aircraft maintenance, flight
instruction, and charter services. The airport has approximately 30,000 take-offs and
landings annually and sold over 270,000 gallons of jet fuel and aviation gasoline to aircraft
operators in FY2014.
Airport staff is responsible for daily operation and maintenance of all airport facilities,
including 59 T-Hangars, 6 corporate hangars, other airfield buildings, runways and
equipment. The Operations Specialist staffs an administrative office, manages leased areas
and contracts, plans and oversees airport-related capital improvements.
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Non-Budgetary
Funds
General
Fund
Special
Revenue Funds
Debt
Service
Fund
Permanent
Funds
Enterprise
Funds
Capital
Projects
Fund
Internal
Service Funds
General (10**)
Community
Development Block
Grant (2100)
Debt Service
(50**)
Perpetual Care
(6001)Parking (710*)Capital
Projects Equipment (810*)
HOME Grant (2110)Transit (715*)Risk Management
Services (8200)
Road Use Tax (2200)Wastewater
Treatment (720*)
Information
Technology Services
(830*)
Other Shared
Revenues (2300)Water (730*)Central Services
(8400)
Energy Efficiency &
Conservation Block
Grant (2310)
Refuse Collection
(7400)
Health Insurance
(8500)
UniverCity (2315)Landfill (750*)Dental Insurance
(8600)
Metro Planning
Organization of
Johnson County
(2350)
Airport (7600)
Employee Benefits
(2400)
Stormwater
Management
(7700)
Agency Funds
Peninsula Apartments
(2510)
Cable Television
(78**)Project Green (9102)
Tax Increment
Financing (26**)
Public Housing
Authority (79**)
General Rehabilitation
& Improvement
Program (2810)
Self-Supporting
Municipal
Improvement District
(2820)
Major funds
City of Iowa City
Fund Structure
Budgetary Funds
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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 areas: general government administration, public work administration, public
safety, cultural and recreational activities, community and economic development.
Special Revenue funds account for proceeds from specific sources (other than those
accounted for within capital projects funds) which are usually required by law or regulation
to be accounted for in separate funds and to be expended for specific purposes. Examples
include the employee benefits tax levy; Community Development Block Grant (CDBG),
Road Use Tax receipts; activities of the Metropolitan Planning Organization of Johnson
County (formerly known as JCCOG), taxes generated for a Self-Supporting Municipal
Improvement District (SSMID), and tax increment financing (TIF) property tax receipts.
The Debt Service Fund accounts for principal and interest payments on the City’s
general long-term debt. Funding is provided by the debt service property tax levy,
transfers from Water Operations, and loan repayments.
Capital Project funds account for the acquisition and/or construction of major facilities
and assets in excess of $25,000.
Permanent funds account for resources in which the entity is restricted to expending
earnings and not principal for purposes that support a specific program. The City has one
permanent fund, the Perpetual Care fund, which supports the City’s cemetery.
Proprietary Funds
Enterprise funds are primarily self-supporting in that they are financed by program and/or
user fees for the services provided. Such functions for the City of Iowa City include
Parking, Transit, Wastewater Treatment, Water, Refuse / Solid Waste, Landfill, and Storm
Water Management. The Iowa City Airport, Cable Television, and Iowa City Housing
Authority are also classified as enterprise funds. The Iowa City Airport is not self-
supporting at this time and receives $100,000 property tax subsidy each year. Cable
Television is funded through a non-exclusive franchise agreement. The Iowa City Housing
Authority’s primary funding source is through the Department of Housing and Urban
Development (HUD)’s federal grant and voucher programs.
Internal Service funds (non-budgetary) are also self-supporting and financed on a cost-
reimbursement basis through charges to the departments and divisions (budgetary units)
which utilize their goods and services. Such activities are not reportable, based on the
State of Iowa’s budget filing requirements, nor are they reflected in the government-wide
financial statements. Funds in this category include Equipment, Information Technology
Services, Risk Management, Central Services, and the Health and Dental Reserves.
Fiduciary Funds
Agency funds (non-budgetary) are fiduciary funds that account for resources held for
the benefit of parties outside the city government. For this reason, agency funds are not
appropriated through the budget process, nor are they reflected in the government-wide
financial statements. The City has one agency fund presented, Project Green. Agency
funds do not report revenues and expenditures; they only report assets and liabilities.
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City Council Neighborhood & Development Services
NDS Administration
Development Services
City Clerk Neighborhood Services
Economic Development
City Attorney Housing Authority
City Manager Parks & Recreation
City Manager Parks & Recreation Administration
Communications Office Recreation Administration
Human Resources Park Maintenance
Human Rights Cemetery Operations
Finance
Finance Administration Library
Accounting Library General
Purchasing Library Foundation
Revenue
Police Senior Center
Police Administration
Police Administrative Services
Police Field Operations
Fire Public Works
Fire Administration Public Works Administration
Fire Emergency Operations Engineering Services
Fire Prevention
Fire Training Transportation Services
Public Transportation
Debt Service
Finance
Finance Administration
Departments & Divisions by Fund
General Fund
Debt Service Fund
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CDBG Fund Peninsula Apartments Fund
Neighborhood & Development Services Neighborhood & Development Services
Neighborhood Services Housing Authority
HOME Grant Fund Tax Increment Financing Fund
Neighborhood & Development Services Neighborhood & Development Services
Neighborhood Services Economic Development
Road Use Tax Fund General Rehabilitation & Imprv Program
Public Works Neighborhood & Development Services
Streets Operations Neighborhood Services
Other Shared Revenues Fund Self-Supporting Municipal Imprv District
Neighborhood & Development Services Neighborhood & Development Services
Neighborhood 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
Departments & Divisions by Fund
Special Revenue Funds
Permanent Funds
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Parking Fund Landfill Fund
Transportation Services Public Works
Parking Operations Landfill Operations
Transit Fund Airport Fund
Transportation Services Airport Operations
Public Transportation Airport Operations
Wastewater Treatment Fund Storm Water Management Fund
Public Works Public Works
Wastewater Treatment Storm Water
Water Fund Refuse Collection Fund
Public Works Public Works
Water Operations Refuse Collection
Cable Television Housing Authority Fund
City Manager Neighborhood & Development Services
Communcations Office Housing Authority
Equipment Fund Central Services Fund
Public Works Finance
Equipment Purchasing
Risk Management Services Fund Health Insurance Fund
Finance Finance
Risk Management Finance Administration
Information Technology Services Fund Dental Insurance Fund
Finance Finance
Information Technology Services Finance Administration
Departments & Divisions by Fund
Enterprise Funds
Internal Service Funds
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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)
F
Y
2
0
1
6
PREPARATION OF THE FINANCIAL PLAN
Introduction
This Three-Year Financial Plan is for fiscal years FY2015 through FY2017, which
begins July 1 and ends June 30. The Financial Plan includes the current year
revised budget, the one-year annual budget as required by Iowa Code, and
provides an additional projection year as a planning tool. The purpose of the
overview is to disclose the basis on which the financial plan has been prepared.
The role of a government's operating budget differs from that of a private business.
Budgets are an important internal planning tool for business, but they also play an
external role for governmental entities. A multi-year financial plan informs parties
inside and outside government of future objectives and provision of services to its
constituents.
The three-year plan also permits a more comprehensive review of the City‟s
financial condition, allowing analysis of current and future needs and requirements.
During preparation of the plan, careful review is made of property tax levy rates,
utility and user fee requirements, ending cash balances by fund, debt service
obligations, bond financing needs, capital outlay for equipment purchases, and
major capital improvement projects. 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 business type funds and internal service funds. Internal service fund
activities are considered non-budgetary in that they are not formally appropriated,
reported to the State of Iowa or included in the adopted budget resolution
approved by City Council each year. This is in accordance with the state‟s filing
requirements. Financial summaries for “All Funds” exclude these non-budgetary
funds.
Budget projections are summarized by major revenue and expenditure categories
within each division. A separate Five-Year Capital Improvements Program (CIP)
shows budgeted revenue and expenditures for FY2015 through FY2019.
Basis of Accounting
The modified accrual basis of accounting has been used for preparation of the
City‟s fiscal year 2016 budget for all funds and fund types including proprietary
funds. Fiscal year 2015 was the City‟s first budget using the modified accrual
basis of accounting, whereas prior year budgets were prepared using the cash
basis of accounting. The modified accrual basis of accounting used in the
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preparation of the fiscal year 2016 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 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 Directors 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. Long range financial plans are also
reviewed for relevancy and accuracy. These financial plans are updated 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.
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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. The Finance Department issues the proposed Fiver-Year Capital
Improvement Program.
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. T he
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.
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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. Fiscal year 2016 updated service rates and charges are adopted.
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.
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.
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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. The fiscal year 2016 budget forms are
included on pages 653 to 660 in the Appendix.
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.
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Financial Plan Preparation Schedule
August 1 – August 31, 2014
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 3, 2014
Capital Improvement Program forms and instructions are distributed to
departments.
September 29, 2014
Capital Improvement Program forms are due to the Finance Department.
October 1, 2014
At the department staff meeting, directors will review fiscal policies and priorities,
present special budget issues, distribute budget manuals, and instruct staff on
budget preparation process and schedule.
October 2 – October 24, 2014
Munis system is available for departments to update line item budgets and to add
budget requests for each activity. Finance Department develops personnel
budget through consultation with the Human Resource department and each
individual department.
October 10, 2014
Finance Department produces preliminary Five-Year Capital Improvement
Program with project rankings.
October 15, 2014
Capital Improvement Program review committee reviews project requests and
rankings; committee makes amendments to the preliminary Program.
October 24, 2014
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 30, 2014
Capital Improvement Program review committee reviews amended program and
makes final Program adjustments.
November 3 – November 21, 2014
City Manager and Finance Director meet with each department to discuss their
divisions’ budget requests and submittals, performance measures, and goals.
Finance Department reviews and updates long range financial plans.
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November 24 – December 4, 2014
City Manager’s office reviews budget requests to determine budget issues and
discussion items; a comprehensive summary of significant budget issues is
prepared. The Finance Department combines budget requests and long range
financial plans, and prepares financial summaries.
December 12, 2014
City Manager and Finance Department finalize departmental budget requests,
Five-Year Capital Improvement Program, division goals and performance
measures, and long range financial plans.
December 18, 2014
City Manager and City Council discuss budget process overview, budget
environment, and preliminary budget issues. Preliminary City budget document
including the Three-Year Financial Plan, the Five-Year Capital Improvement
Program, and division goals and performance measures is distributed to City
Council.
January 2 – February 16, 2015
City Council meets with City Manager to discuss proposed budget, Capital
Improvement Program, significant budget issues, and to incorporate Council
policy preferences.
February 23, 2015
City Council approves notice of public hearing on the proposed fiscal year 2016
budget.
February 26, 2015
Publication of notice of public hearing on the proposed fiscal year 2016 budget.
City budget made available for public inspection at city hall and library.
March 9, 2015
Following public hearings, the fiscal year 2016 budget, the Three-Year Financial
Plan, and the Fire-Year Capital Improvement Program are adopted by City
Council.
March 13, 2015
Adopted fiscal year 2016 budget certified with Johnson County Auditor.
March 13, 2015
City Council adopts service fee and rate changes for fiscal year 2016.
April 1, 2015
Amended and adopted budgets distributed to department directors.
July 1, 2015
New fiscal year begins.
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FINANCIAL AND FISCAL POLICIES
The City of Iowa City's financial policies set forth the basic framework for the overall fiscal
management of the City. These policies assist the decision-making process of the City
Council. These policies provide guidelines for evaluating both current activities and
proposals for future programs.
Most of the policies represent long-standing principles, traditions and practices, and follow
generally accepted accounting principles which have guided the City in the past and have
helped maintain financial stability.
OPERATING BUDGET POLICIES
The City will prepare an annual balanced budget for all operating funds. A
balanced budget is one that has revenues sufficient to equal expenditures.
The City will maintain a budgetary control system to ensure adherence to the
budget and will prepare monthly reports comparing actual revenues and
expenditures to budgeted amounts.
Operating budgets are established on a fund/department/program basis.
A contingency account will be maintained in the annual General Fund operating
budget to provide for unanticipated expenditures or to meet unexpected small
increases in service delivery costs, budgeted annually at approximately ¾ of one
percent of expenditures and transfers out. The City Council will be informed semi-
annually on staff initiated amendments from the contingency account to the
operating programs within the General Fund.
Budget amendments may be made throughout the year with approval of the
Department Director, Director of Finance and the City Manager. The City Council
formally reviews and approves all amendments processed by staff twice a year –
once in the late summer/early fall and once in the spring.
Increases or amendments to operating budgets are made only in the following
situations:
- emergency situations
- transfer from contingency
- expenditures with offsetting revenues or fund balance
- carry-over of prior year budget authority for expenses that had not been paid as of
the end of the fiscal year.
Emergency funds will be transferred to operations for the following purposes:
- to provide natural or other disaster response or mitigation funding/interim loans
- to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill
or other State operating assistance
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- to mitigate pension, insurance, or health care funding anomalies, emergencies, or
spikes
- to avoid any defaults from the payment of long term or bonded debts
- for any other financial emergencies declared by the City Council
OPERATING BUDGET PREPARATION CRITERIA
General Guidelines:
- Maintain the fiscal integrity of the City’s operating and capital improvement budgets
in order to provide services and to construct and maintain the City’s infrastructure.
- Maintain the City’s responsible fiscal position and AAA bond rating.
- Present budget data to the City Council in a format that will facilitate annual budget
decisions based on a three-year planning perspective. Provide the City Council
with a summary of the three-year forecasts.
- Encourage citizen involvement in the annual budget decision-making process
through public hearings, informal meetings, budget briefs and related informational
efforts.
Service Level Guidelines:
- Deliver service levels which are consistent with the citizens' willingness to pay and
the City's available resources.
- Base decisions to reduce service levels or eliminate programs on City-wide
priorities.
- Recognize that City employees are one of the City government's most valuable
resources and are essential to the delivery of high quality, efficient services.
Revenue Guidelines:
- Property tax levy rates will not exceed the limits as established by the State of Iowa.
- Revise user fee rate structures to charge the costs of service provided to the
benefiting customers, while maintaining sensitivity to the needs of low income
citizens.
Expenditure Guidelines:
- Support responsible management efforts to increase productivity by providing
resources for office automation, preventive maintenance, risk
management/employee safety, and employee training.
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REVENUE POLICIES
The City will try to maintain a diversified and stable revenue system to minimize
short-run fluctuations in any one revenue source.
The City will attempt to maximize benefits from major revenue sources as a way of
maintaining a stable property tax rate.
The City will follow an aggressive policy of collecting revenues.
The City will establish all user charges and fees at a level related to the full cost
(operating, direct, and indirect) of providing the service, whenever practical.
The City will review licenses, fees, and charges annually to determine if the
revenues support the cost of providing the service.
The finance goal of Recreation programs is for fees to provide 50% of departmental
funding.
Parking, Refuse, Wastewater Treatment, Stormwater, Landfill, Cable Television and
Water funds will be self-supporting through user fees. Self-supporting shall be
defined as maintaining a positive net income after depreciation but before capital
contributions, transfers, and extraordinary items.
- Rate adjustments will be submitted to the City Council by ordinance if state or
locally legislated, or by resolution (if not state or locally legislated).
The City will use up to 5% of the annual Road Use Tax allocation to fund employee
benefits for the Streets and Traffic Engineering personnel.
ECONOMIC DEVELOPMENT POLICIES
It shall be the policy of Iowa City to use the City Council Strategic Plan as the basis
for its economic development activities. Inherent in the plan is to attract new
development including residential, commercial and industrial uses to grow the tax
base. Further, the purpose of the plan is to retain the city's existing business
operations and to encourage them to expand and foster spin-off business
operations. The city's plan also supports organizations which help to incubate, grow,
foster, and create new business operations by providing non-traditional collaborative
environments.
The expected results of the economic development plan are: increased economic
activity, more jobs, lower unemployment, higher wages, greater property values,
more tax revenues, more ownership and entrepreneurial opportunities and
revitalization of underutilized or blighted areas.
The City will consider the use of incentive programs including city, state and federal
economic development funds, tax increment financing, public private partnerships
and other tools in order to achieve the expected results.
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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 o f
city benefit as determined by the City of Iowa City, City Council.
Despite the need for the program to be flexible and nimble in order to respond to the
ever changing economic conditions of the marketplace it will be the policy of the City
to insure that the process of using incentives is an open and transparent public
process which instills confidence in the public’s understanding of how economic
development incentives are utilized.
CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES
The City will develop a multi-year Capital Improvement Program (CIP), which will be
reviewed and updated annually, comply with City Council goals and be compatible
with the Comprehensive Plan whenever possible.
The complete multi-year CIP funding plan must be balanced each year by matching
projected expenditures with proposed revenue sources by fund.
Funding for projects should be obtained through borrowing from:
- bond market, general obligation or revenue bonds
- enterprise fund operations and reserves
- internal loans
The City may utilize General Fund cash balances to fund capital projects whenever
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available and feasible. For the Airport, it is policy that the General Fund will match
up to $100,000 in grants received per year.
The City shall utilize available funding sources for capital improvements whenever
practical and feasible such as but not limited to:
- federal and state grant funds
- special assessments
- developer contributions
The City will maintain its physical assets at a level adequate to protect the City's
capital investment and to minimize future maintenance and replacement costs. The
budget will provide for the adequate maintenance and the orderly replacement of the
capital plant and equipment from current revenues when possible.
RESERVE POLICIES
The City will establish a contingency line-item in the annual General Fund operating
budget to provide for unanticipated expenditures or to meet unexpected small
increases in service delivery costs, budgeted at ¾ of one percent of expenditures.
Operating fund balances at fiscal year-end will be maintained at a level to ensure
sufficient cash flow throughout the fiscal year. Unassigned fund balance in the
General Fund reserves will not go below 20% of total expenditures and transfers out,
with a ceiling of 30%. Fund balances in excess of 30% will be transferred to the
City’s Emergency fund, used to retire outstanding debt, and/or be used to provide
property tax relief.
The City will create an Emergency fund and will strive to maintain the balance at an
amount equal to the State reimbursement for commercial/industrial property tax
replacement plus the City’s pension and OPEB liabilities.
Reserves will be maintained in the Water, Wastewater, and Parking funds, and all
business-type funds that have issued revenue bonds, in accordance with the
applicable bond covenant provisions.
Reserves will be maintained in the City’s business-type funds to ensure sufficient
cash flow throughout the year as well as funds for capital repairs and infrastructure
replacement. Unassigned reserves shall be limited to accumulated depreciation plus
30% of expenditures and transfers out. Excess reserve balances will be transferred
to the Emergency fund, used to retire outstanding debt, used to provide utility rate
relief, or be reserved for future capital improvement needs.
Reserves will be maintained for equipment replacement and for unexpected major
repairs in the following areas: Parking, Wastewater, Water, Landfill, Transit, Cable
Television, Equipment Replacement, Information Technology Services, Central
Services, Library Computer Equipment, and Parkland Acquisition and Replacement.
Reserves, based on actuaries, will be maintained for the Risk Management Loss
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Reserve, Medical and Dental Insurance Funds. Excess reserve balances may be
transferred to the Emergency fund if the City’s OPEB liabilities are not fully funded.
All City trucks, cars and necessary accessories will be maintained on a replacement
cost basis each year. A separate reserve fund has been set up to fund these
replacements. Additions to the fleet are made through allocations in the annual
budget. Fire Department vehicles and Transit buses will be purchased through the
issuance of debt.
All general obligation debt will be paid from the Debt Service Fund. General
Obligation debt applicable to Enterprise Fund projects will be paid out of the Debt
Service Fund, but will be abated from revenues from the respective Enterprise
Fund(s).
DEBT POLICIES
The City will confine long-term borrowing to capital improvements and Community
and Economic Development initiatives. Short term borrowing will be applicable for
large dollar rolling stock (buses, fire apparatus) purchases and computer systems.
Total general obligation debt will not exceed 5% of total taxable assessed value of
real property.
The debt service property tax levy shall not exceed 30% of the total property tax
levy.
The City will follow a policy of full disclosure on every financial report and bond
prospectus.
The City will use "pay as you go" financing to fund general capital improvement
projects, whenever feasible and practical.
ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES
Quarterly financial reports will be prepared.
A three-year financial plan for all operating funds will be prepared by the City
Manager and presented to the City Council for their review. This will include the
current revised year and two projected years.
A Multi-Year Capital Improvement Program budget will be prepared, reviewed and
revised annually.
An independent audit will be performed annually for all City funds.
The City will produce a Comprehensive Annual Financial Report (CAFR) in
accordance with generally accepted accounting principles as outlined by the
Governmental Accounting Standards Board.
77
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.
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 2016 is $2,994,574, which can be found as part of
Multi‐Residential 3% Growth Com/Ind Com/Ind Com/Ind Total Property
Properties (1)Limit Rollback Total Rollback ‐ Year 1 Rollback ‐ Year 2 Total Tax Reduction
FY15 ‐$ 306,121$ ‐$ 306,121$ 1,015,119$ ‐$ 1,015,119$ 1,321,240$
FY16 ‐ 627,423 ‐ 627,423 1,017,657 1,017,657 2,035,314 2,662,737
FY17 851,745 982,915 ‐ 1,834,660 730,102 730,102 1,460,203 3,294,863
FY18 1,116,560 1,350,772 3,651 2,470,982 730,102 730,102 1,460,203 3,931,186
FY19 1,396,497 1,757,911 50,443 3,204,852 730,102 730,102 1,460,203 4,665,055
FY20 1,692,226 2,177,375 54,219 3,923,821 730,102 730,102 1,460,203 5,384,024
FY21 2,004,442 2,638,952 109,644 4,753,038 730,102 730,102 1,460,203 6,213,242
FY22 2,333,868 3,115,578 113,569 5,563,014 730,102 730,102 1,460,203 7,023,218
FY23 2,681,255 3,637,715 174,931 6,493,902 730,102 730,102 1,460,203 7,954,105
FY24 3,428,308 4,177,423 179,019 7,784,750 730,102 730,102 1,460,203 9,244,954
Total 15,504,902$ 20,772,185$ 685,477$ 36,962,564$ 7,873,589$ 6,858,470$ 14,732,059$ 51,694,623$
(1) 3% annual value growth
(2) At FY14 tax rate
Not Subject to State Backfill Subject to State Backfill
78
the General Fund section on page 112. The backfill revenue to be received from the State of Iowa to
replace property tax revenues lost due to the rollback of commercial and industrial property is currently
estimated to be $1,040,552 in fiscal year 2015 and $2,080,153 in fiscal year 2016.
Bus & Equipment replacement reserves
The City maintains long-term replacement reserves in several of its proprietary funds including cable
television equipment, library and police computer equipment, vehicles and heavy equipment, and public
transportation buses. Included in the operating budget are transfers and internal charges to the
replacement reserves for the purpose of funding the replacement of these types of equipment. The
transfers are equivalent to the annual depreciation on the equipment so that these replacements are fully
funded when they are necessary. The replacement reserve for buses is funded at 20% of accumulated
depreciation due to the availability of state and federal grants to make these purchases. These grants
typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for the equipment
replacement funds for fiscal year 2016 are as follows:
Reserve Fund Balance
Library computer equipment General 158,168$
Public transportation buses Transit 1,336,718$
Vehicles and heavy equipment Equipment 6,930,562$
Cable television equipment General 153,804$
Risk Management and Health Insurance Reserves (OPEB)
The City contracts for actuarial services for the purpose of calculating and maintaining reserves that are
intended to provide for certain liabilities. Actuarial calculations regarding liabilities for future expenditures
are determined for risk management (liability, workers compensation, and property insurance) payments,
health insurance payments, and retiree health insurance benefits. Actuarial calculations are updated
annually and help determine internal charge rates and premium rates for risk management and health
insurance charges. The estimated Risk Management fund reserve for fiscal year 2016 is $3,202,697.
The estimated Health Insurance reserve for fiscal year 2016 is $10,332,894 of which $4,151,797 is being
reserved for Other Poste Employment Benefit (OPEB) liabilities.
The Risk Management Fund is presented on page 581, and the Health Insurance Fund is presented on
page 601.
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:
79
FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY20252008A G.O. / Multi-purpose 9,150,000 2018 3,085,000 1,100,356 1,101,931 1,102,281 1,110,125 - - - - - - - 2008B G.O. Refunding 1998, 1999 & 2000 Capital Loan Notes17,005,000 2018 4,530,000 1,656,263 1,639,300 1,622,675 1,602,938 - - - - - - - 2009C G.O. / Multi-purpose 6,685,000 2019 2,900,000 790,425 792,000 791,300 795,000 795,600 - - - - - - 2009E G.O. Refunding 2001 G.O. 5,840,000 2016 915,000 951,800 951,600 - - - - - - - - - 2010B G.O. / Multi-purpose 7,420,000 2020 3,840,000 812,975 813,775 819,275 824,375 832,163 837,413 - - - - - 2011A G.O. Capital Loan Notes 7,925,000 2021 4,785,000 983,544 987,044 983,031 986,531 984,981 985,406 357,506 - - - - 2011C G.O. Refunding 2002 G.O.110,930,000 2021 7,385,000 1,382,538 1,374,838 1,378,963 1,374,463 1,373,313 1,373,013 1,378,213 - - - - 2012A GO - Multi-purpose 9,070,000 2022 6,565,000 1,026,313 1,018,813 1,016,113 1,013,113 1,009,813 1,016,213 1,017,113 1,027,613 - - - 2012 TIF Revenue Bonds 2,655,000 2032 2,655,000 75,335 205,335 204,035 207,345 205,185 207,485 204,545 206,325 207,845 203,945 204,745 2013A GO - Multi-purpose 7,230,000 2023 6,505,000 454,475 845,875 858,325 865,575 872,675 877,613 880,723 887,363 887,400 - - 2014A GO - Multi-purpose 11,980,000 2024 11,045,000 1,213,469 2,436,325 2,402,825 1,074,125 1,066,125 1,053,825 1,051,075 1,042,575 1,050,750 1,055,750 - Subtotal 54,210,000 10,447,492 12,166,835 11,178,823 9,853,589 7,139,854 6,350,966 4,889,174 3,163,875 2,145,995 1,259,695 204,745 2015 GO - Proposed 8,900,000 2025 8,900,000 - 1,041,002 1,041,002 1,041,002 1,041,002 1,041,002 1,041,002 1,041,002 1,041,002 1,041,002 1,041,002 2016 GO - Proposed 12,900,000 2026 - - - 1,509,425 1,509,425 1,509,425 1,509,425 1,509,425 1,509,425 1,509,425 1,509,425 1,509,425 2017 GO - Proposed11,605,000 2027- - - - 1,357,785 1,357,785 1,357,785 1,357,785 1,357,785 1,357,785 1,357,785 1,357,785 2018 GO - Proposed9,303,462 2028- - - - - 1,088,505 1,088,505 1,088,505 1,088,505 1,088,505 1,088,505 1,088,505 2019 GO - Proposed12,242,550 2029- - - - - - 1,432,378 1,432,378 1,432,378 1,432,378 1,432,378 1,432,378 2020 GO - Proposed10,000,000 2030- - - - - - - 1,170,000 1,170,000 1,170,000 1,170,000 1,170,000 2021 GO - Proposed10,000,000 2031- - - - - - - - 1,170,000 1,170,000 1,170,000 1,170,000 2022 GO - Proposed10,000,000 2032- - - - - - - - - 1,170,000 1,170,000 1,170,000 2023 GO - Proposed10,000,000 2033- - - - - - - - - - 1,170,000 1,170,000 2024 GO - Proposed10,000,000 2034- - - - - - - - - - - 1,170,000 Total - General Obligation Debt Service: 63,110,000 10,447,492 13,207,837 13,729,250 13,761,801 12,136,571 12,780,062 12,488,269 11,932,970 12,085,090 12,368,790 12,483,840 G.O. Debt Service Abatement (estimated): Repay to GRIP 2810 - JE @ yr end to ld t GO 471100 394100 & 381300GRIP (TARP) loan repayments(40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) 2009 GO - payments until Dec 2028 Aniston Village(20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) 2006B - Payments until Feb 2017 Southgate Development Loan Repaymnents (151,350) (151,350) (100,900) G.I.C.H.F. Loan Repayments GICHF repay direct until March 2028 Berry Court LP(25,940) (25,940) (25,940) (25,940) (25,940) (25,940) (25,940) (25,940) (25,940) (25,940) (25,940) GICHF repay direct - 2005 GO - until Peninsula(46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) 2011C Library Commercial Space Net Income (100,000) (100,000) (100,000) (100,000) (100,000) (100,000) (100,000) 2006C Water User Fees (314,600) (306,800) (300,900) 2012 TIF Revenue Bond(75,335) (205,335) (204,035) (207,345) (205,185) (207,485) (204,545) (206,325) (207,845) (203,945) (204,745) 2013A William St. TIF Property tax revenue(33,674) (33,944) (63,177) (64,107) (64,649) (65,179) (65,548) (65,780) (66,276) (66,279) 2013A Lower Muscatine TIF Property tax revenue (23,385) (46,528) (66,829) (67,474) (67,850) (68,218) (68,474) 2012A Lower Muscatine TIF Property tax revenue(55,917) (91,911) (91,477) (91,030) (90,869) (90,691) (90,494) 2013A CBD TIF Property tax revenue(21,826) (22,001) (40,948) (41,551) (41,902) (42,246) (42,485) (42,635) (42,957) (42,959) 2014A-projected CBD TIF Property tax revenue(117,550) (116,891) (115,539) (115,249) (114,391) (113,071) (112,776) (111,864) (112,741) (113,278) 2011B & 2012B Riverfront Crossings TIF Property tax revenue(404,496) 2011B & 2012B Towncrest TIF Property tax revenue (40,892) (40,892) (40,892) (40,892) (40,892) (40,892) (40,892) (40,892) (40,892) (40,892) 2014A-projected Moss Road TIF Property tax revenue (222,169) (220,924) (218,369) (217,821) (216,199) (213,705) (213,147) (211,423) (213,081) (214,095) 2015A City-University / Riverside TIF revenue (142,431) (71,347) (71,388) (72,240) (72,473) (72,832) (73,575) (73,859) (74,944) Debt Service Fund - Interest Income (35,000) (10,000) (10,000) (10,000) (10,000) (10,000) (10,000) (10,000) (10,000) (10,000) (10,000) Total G.O. Debt Service Abatement: (1,388,475) (1,480,481) (1,631,405) (1,159,654) (1,157,806) (1,159,541) (1,153,687) (896,388) (896,832) (895,756) (749,062) 9,059,017$ 11,727,356$ 12,097,844$ 12,602,147$ 10,978,765$ 11,620,520$ 11,334,582$ 11,036,583$ 11,188,258$ 11,473,035$ 11,734,778$ Debt Service Payments Debt Service Levy Requirement: Issue / Use of Funds Amount of Issue Fiscal Year Debt Paid in Full Principal OutstandingJune 30, 2015 Park @ 201 TIF Property Tax Revenue 80
Parking Fund Financial Projection
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:
81
The parking structure acquisition is expected to take place in fiscal year 2017, and a parking rate
adjustment is planned for fiscal year 2018. The Parking Fund summary is presented starting on page
363.
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. 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. The City’s Water Fund is presented
on page 405.
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 2016 in the closure and post-closure funds are $2,244,615 and $10,577,562, respectfully.
Actual Actual
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenues:
Charges for Service 8,081$ 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'l 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$
Table ES-2
Summary of the Water Revenue Requirement Analsysis (000's)
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The City also maintains a reserve to set funds aside for the construction of new landfill cells as current
ones are closed. A cost-per-ton for cell replacement has been calculated based on the actual costs to
replace the last landfill cell. Each quarter, as trash is deposited into the landfill, a cost-per-ton transfer is
made from the landfill operations to the replacement reserve. These funds are intended to eliminate
future borrowing or significant rate adjustments in order to open new cells. The budgeted balance for the
cell replacement reserve for fiscal year 2016 is $8,119,362. Discussion of the Landfill Fund can be found
starting on page 437.
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.
Totals expenditures for the Capital Improvement Program for years 2015 – 2019 are $156,892,011. The
2016 budgeted expenditure total is $40,127,840. The five-year plan is presented in the Capital
Improvement Projects Fund section of the City’s budget document starting on page 481.
2015 2016 2017 2018 2019 Total
Airport 869,100$ 510,000$ 1,654,900$ 587,500$ 2,642,800$ 6,264,300$
Development Services 741,299 400,000 700,000 579,462 400,000 2,820,761
Finance Administration 627,279 150,000 150,000 150,000 150,000 1,227,279
Fire 700,000 810,000 60,000 895,000 2,465,000
Landfill 685,000 685,000
Library 55,000 250,000 305,000
Parking Operations 500,000 670,000 400,000 300,000 200,000 2,070,000
Parks Maintenance 1,806,700 3,621,000 1,170,000 1,803,000 250,000 8,650,700
Public Works Administration 525,000 3,474,000 3,800,000 4,000,000 2,500,000 14,299,000
Recreation 850,000 168,000 985,000 225,000 50,000 2,278,000
Refuse Operations 700,000 700,000
Storm Water 50,000 500,000 700,000 1,250,000
Street Operations 12,087,536 27,833,340 25,460,865 5,221,365 7,990,365 78,593,471
Transit Operations 54,000 50,000 20,000,000 20,104,000
Wastewater Treatment 9,200,000 650,000 500,000 500,000 500,000 11,350,000
Water Operations 468,400 1,346,500 1,145,000 538,000 331,600 3,829,500
TOTAL 28,464,314$ 40,127,840$ 38,425,765$ 13,964,327$ 35,909,765$ 156,892,011$
Capital Improvement Plan 2015-2019
Summary by Division
83
Estimated Estimated Unassigned
Fund Fund Restricted,Fund
Balance Budgeted Transfers Budgeted Transfers Balance Committed,Balance
7/1/2015 Revenues In Expenditures Out 6/30/2016 Assigned 6/30/2016
Budgetary Funds
General Fund
10** General Fund 43,151,518$ 45,535,046$ 10,684,362$ 50,327,585$ 25,580,618$ 23,462,723$ 5,432,221$ 18,030,502$
Special Revenue Funds
2100 Community Dev Block Grant 151,196 859,962 - 753,955 - 257,203 - 257,203
2110 HOME 43,496 560,456 - 551,612 - 52,340 - 52,340
2200 Road Use Tax Fund 4,708,691 6,794,627 396,370 5,840,581 1,198,111 4,860,996 - 4,860,996
2300 Other Shared Revenue 63 - - - - 63 - 63
2350 Metro Planning Org of Jo. Co.151,439 331,761 302,554 610,325 - 175,429 - 175,429
2400 Employee Benefits 1,494,118 10,480,961 - 951,539 9,389,267 1,634,273 - 1,634,273
2510 Peninsula Apartments 95,740 70,119 - 48,206 - 117,653 - 117,653
26** Tax Increment Financing 6,073 1,020,126 - 42,500 977,626 6,073 - 6,073
2820 SSMID-Downtown District - 294,092 - 294,092 - - - -
Debt Service Fund
5*** Debt Service 6,175,774 13,230,050 1,420,503 13,207,838 - 7,618,489 811,288 6,807,201
Permanent Funds
6001 Perpetual Care 115,450 96 - - - 115,546 - 115,546
Enterprise Funds
710* Parking 3,062,395 5,328,876 - 3,270,015 891,437 4,229,819 385,583 3,844,236
715* Mass Transit 4,248,445 4,206,668 3,246,548 6,879,486 215,651 4,606,524 1,336,718 3,269,806
720* Wastewater 17,892,588 12,965,154 4,688,036 10,395,608 7,538,036 17,612,134 9,653,245 7,958,889
730* Water 11,682,431 9,412,456 2,010,716 8,423,501 3,664,016 11,018,086 4,218,079 6,800,007
7400 Refuse Collection 801,587 3,057,022 - 3,088,438 - 770,171 - 770,171
750* Landfill 22,412,058 5,833,264 1,076,415 4,437,980 825,327 24,058,430 22,399,923 1,658,506
7600 Airport 631,782 324,100 121,929 346,072 114,000 617,739 100,000 517,739
7700 Stormwater 1,788,688 1,140,978 - 786,064 500,000 1,643,602 - 1,643,602
780* Cable Television 1,491,974 - - - 1,491,974 - - -
79** Housing Authority 5,611,798 8,055,240 - 7,537,903 45,184 6,083,951 2,885,424 3,198,527
Capital Project Funds
Capital Projects 7,476,754 20,423,585 28,683,814 40,194,098 200,000 16,190,055 - 16,190,055
Total Budgetary Funds 133,194,055$ 149,924,639$ 52,631,247$ 157,987,398$ 52,631,247$ 125,131,296$ 47,222,481$ 77,908,815$
Non-Budgetary Funds
Capital Project Funds
Internal Service Projects 83$ 100,000$ -$ 100,000$ -$ 83$ -$ 83$
Internal Service Funds
810* Equipment 9,295,228 6,446,145 - 5,990,748 - 9,750,625 6,930,562 2,820,063
8200 Risk Management 3,055,646 1,476,424 - 1,329,373 - 3,202,697 - 3,202,697
830* Information Technology 2,299,832 2,092,829 - 2,018,404 - 2,374,257 - 2,374,257
8400 Central Services 652,005 256,208 - 308,458 - 599,755 - 599,755
8500 Health Insurance Reserves 10,371,270 7,841,907 - 7,880,283 - 10,332,894 4,151,797 6,181,097
8600 Dental Insurance Reserves 119,976 377,699 - 359,275 - 138,400 - 138,400
Total Non-Budgetary Funds 25,794,040$ 18,591,211$ -$ 17,986,541$ -$ 26,398,711$ 11,082,359$ 15,316,352$
Total All Funds 158,988,096$ 168,515,850$ 52,631,247$ 175,973,939$ 52,631,247$ 151,530,007$ 58,304,840$ 93,225,167$
City of Iowa City
All Fund Summary
Fiscal Year 2016
84
2012
Actual
2013
Actual
2014
Actual
2015
Revised
2016
Budget
2017
Projected
Budgetary Fund Revenues
General Fund
10** General Fund 53,914,461$ 50,939,996$ 47,909,615$ 48,224,425$ 45,535,046$ 44,903,155$
Special Revenue Funds
2100 Community Dev Block Grant 909,142 1,249,318 1,063,854 1,006,351 859,962 859,962
2110 HOME 815,658 749,760 680,968 641,922 560,456 560,456
2200 Road Use Tax Fund 6,503,513 6,591,930 6,854,375 6,657,760 6,794,627 6,794,477
2300 Other Shared Revenue 5,956,946 3,179,010 833,364 3,150,000 - -
2310 Energy Eff & Cons Block Grant 430,786 100,251 72,318 - - -
2315 UniverCity Neighborhood Pship 4,538,391 1,284,035 - - - -
2350 Metro Planning Org of Johnson Co 319,826 317,399 371,754 323,545 331,761 340,473
2400 Employee Benefits 10,150,122 9,689,814 9,809,865 9,714,870 10,480,961 10,480,961
2510 Peninsula Apartments 58,963 60,559 70,119 60,559 70,119 71,521
26** Tax Increment Financing 839,486 408,274 434,670 652,624 1,020,126 1,089,439
2810 General Rehab & Improv Program 153,672 - - - - -
2820 SSMID-Downtown District - 277,672 275,805 296,141 294,092 294,092
Debt Service Fund
5*** Debt Service 13,507,482 14,072,873 15,081,928 13,497,271 13,230,050 13,180,050
Permanent Funds
6001 Perpetual Care 239 405 259 - 96 96
Enterprise Funds
710* Parking 4,851,940 4,959,159 5,364,605 5,167,627 5,328,876 5,548,876
715* Mass Transit - 3,896,478 4,590,737 4,349,563 4,206,668 6,968,235
720* Wastewater 12,995,670 13,283,613 12,854,215 13,450,211 12,965,154 12,899,426
730* Water 13,799,113 8,993,449 8,627,583 9,242,556 9,412,456 9,412,456
7400 Refuse Collection 2,958,686 2,945,036 3,057,759 3,017,982 3,057,022 3,107,022
750* Landfill 5,488,647 5,095,703 5,528,481 5,336,653 5,833,264 5,826,020
7600 Airport 711,488 652,283 567,877 1,121,484 324,100 324,100
7700 Stormwater 787,310 972,369 1,099,702 1,202,321 1,140,978 1,140,978
780* Cable Television 823,849 829,637 775,908 687,580 - -
79** Housing Authority 7,335,275 7,340,886 7,318,167 7,393,837 8,055,240 8,055,240
Capital Project Funds
Capital Projects 19,216,808 35,772,665 38,936,944 28,437,021 20,423,585 18,186,436
Total Budgetary Revenues 167,067,473$ 173,662,574$ 172,180,871$ 163,632,303$ 149,924,639$ 150,043,472$
Non-Budgetary Fund Revenues
Capital Project Funds
Internal Service Projects -$ -$ 83$ 100,000$ 100,000$ 100,000$
Internal Service Funds
810* Equipment 5,652,704 5,858,464 6,102,522 6,069,480 6,446,145 6,566,990
8200 Risk Management 1,530,530 1,273,402 1,191,171 1,398,223 1,476,424 1,504,904
830* Information Technology 2,017,746 1,860,961 1,743,239 1,901,016 2,092,829 2,118,743
8400 Central Services 238,989 236,554 236,445 238,071 256,208 261,317
8500 Health Insurance Reserves 7,884,269 7,619,744 7,502,409 7,678,437 7,841,907 8,233,509
8600 Dental Insurance Reserves 344,320 352,828 360,977 365,000 377,699 388,352
Total Non-Budgetary Expenditures 17,668,558$ 17,201,953$ 17,136,846$ 17,750,227$ 18,591,211$ 19,173,815$
Total Revenues - All Funds 184,736,031$ 190,864,527$ 189,317,717$ 181,382,530$ 168,515,850$ 169,217,287$
City of Iowa City
All Funds
Revenues by Fund
85
2012
Actual
2013
Actual
2014
Actual
2015
Revised
2016
Budget
2017
Projected
Budgetary Fund Revenues
Property Taxes 49,542,640$ 50,416,210$ 50,046,477$ 51,608,730$ 52,033,986$ 52,033,986$
Delinquent Property Taxes 1,219 3,408 5,101 - - -
TIF Revenues 838,766 376,192 434,670 652,624 1,020,126 1,089,439
Other City Taxes 11,314,443 11,216,538 3,309,479 2,594,500 2,786,289 2,786,289
General Use Permits 56,953 76,896 89,072 74,492 87,011 86,981
Food & Liq Licenses 99,187 109,068 100,437 103,933 99,912 99,912
Professional License 17,310 18,190 16,610 17,955 16,610 16,610
Franchise Fees 820,285 821,183 773,019 679,174 727,698 727,698
Misc Permits & Licenses 9,346 9,914 11,679 9,964 11,679 11,679
Const Per & Ins Fees 1,111,460 1,553,320 1,427,856 1,356,956 1,280,144 1,280,144
Misc Lic & Permits 25,678 21,983 27,998 23,053 26,281 26,281
Licenses, Permits, & Fees 2,140,219 2,610,554 2,446,671 2,265,527 2,249,335 2,249,305
Interest Revenues 1,742,733 1,038,618 809,418 1,086,673 742,838 659,866
Rents 1,104,933 1,095,260 1,208,668 1,315,989 1,192,640 1,194,042
Parking Meter Revenue 790,574 789,191 - - - -
Parking Lot Revenue 191,355 212,500 - - - -
Parking Ramp Revenue 3,905,901 4,136,730 - - - -
Misc Parking Revenue 162,415 132,547 - - - -
Royalties & Commissions 66,270 75,562 81,630 76,317 80,634 80,634
Use Of Money And Property 7,964,181 7,480,408 2,099,716 2,478,979 2,016,112 1,934,542
Fed Intergovnt Revenue 12,129,597 29,151,485 19,630,929 16,787,534 16,406,042 16,384,453
Property Tax Credits 49,372 57,528 72,550 1,083,921 2,152,703 2,152,703
Road Use Tax 6,447,020 6,508,053 6,744,663 6,616,545 6,744,663 6,744,663
State 28E Agreements 1,614,125 1,761,212 1,810,341 1,914,181 1,684,894 1,744,894
Operating Grants 61,033 76,694 90,067 81,500 90,067 90,067
Disaster Assistance 1,418 261,106 183,941 141,615 - -
Other State Grants 14,532,429 16,699,487 13,613,286 17,392,678 2,237,352 4,092,714
Local 28E Agreements 969,379 998,153 981,226 983,711 980,701 983,451
Intergovernmental 35,804,373 55,513,718 43,127,003 45,001,685 30,296,422 32,192,945
Building & Devlpmt 330,934 476,716 501,386 340,829 358,082 358,082
Police Services 135,035 269,023 88,193 50,270 31,335 31,335
Animal Care Services 9,539 8,873 9,230 11,420 10,000 10,000
Fire Services 9,086 10,529 8,573 10,305 7,500 7,500
Transit Fees 1,121,409 1,292,339 1,384,792 1,290,908 1,385,691 1,413,387
Culture & Recreation 780,074 728,364 768,033 831,155 805,961 805,961
Library Charges 304 57 46 57 - -
Misc Charges For Services 75,239 57,590 47,228 50,569 52,236 52,236
Water Charges 8,232,517 8,679,147 8,448,340 9,087,539 9,271,112 9,271,112
Wastewater Charges 12,548,976 12,889,204 12,555,994 12,889,204 12,555,993 12,555,993
Refuse Charges 3,395,269 3,321,736 3,446,255 3,395,719 3,446,256 3,496,256
Landfill Charges 4,778,585 4,733,705 4,967,453 4,733,705 5,269,970 5,269,970
Stormwater Charges 785,450 969,936 1,082,733 1,200,000 1,140,000 1,140,000
Parking Charges - - 5,758,372 5,243,427 5,751,956 5,984,868
Charges For Fees And Services 32,202,417$ 33,437,219$ 39,066,628$ 39,135,107$ 40,086,092$ 40,396,699$
City of Iowa City
All Funds
Revenues by Type
86
2012
Actual
2013
Actual
2014
Actual
2015
Revised
2016
Budget
2017
Projected
City of Iowa City
All Funds
Revenues by Type
Code Enforcement 455,264$ 451,306$ 415,839$ 455,386$ 415,841$ 415,841$
Parking Fines 744,285 673,223 512,997 975,000 512,997 512,997
Library Fines & Fees 201,157 182,418 175,666 182,418 175,666 175,666
Contrib & Donations 254,392 941,615 729,355 371,142 413,318 484,386
Printed Materials 43,063 44,196 46,507 39,569 43,136 43,136
Animal Adoption 13,020 10,620 9,557 11,264 11,060 11,060
Misc Merchandise 67,091 62,252 55,924 64,174 59,036 59,036
Intra-City Charges 2,669,720 2,587,123 2,849,665 2,739,292 2,766,196 2,966,196
Other Misc Revenue 1,164,254 877,624 719,079 769,300 634,418 604,407
Special Assessments 1,740 1,013 979 - 979 979
Miscellaneous 5,613,986 5,831,390 5,515,568 5,607,545 5,032,647 5,273,704
Debt Sales 14,845,362 2,690,020 20,114,973 8,797,457 12,982,068 11,505,000
Sale Of Assets 4,059,276 1,997,537 2,701,837 2,936,362 494,150 94,150
Insurance Recoveries 54,640 7,520 - - - -
Loans 2,685,951 2,081,860 3,312,749 2,553,787 927,412 487,412
Other Financial Sources 21,645,229 6,776,937 26,129,559 14,287,606 14,403,630 12,086,562
Total Budgetary Revenues 167,067,473$ 173,662,574$ 172,180,871$ 163,632,303$ 149,924,639$ 150,043,472$
Non-Budgetary Fund Revenues
Capital Project Funds -$ -$ 83$ 100,000$ 100,000$ 100,000$
Internal Service Funds 17,668,558 17,201,953 17,136,763 17,650,227 18,491,211 19,073,815
Total Non-Budgetary Revenues 17,668,558$ 17,201,953$ 17,136,846$ 17,750,227$ 18,591,211$ 19,173,815$
Total Revenues - All Funds 184,736,031$ 190,864,527$ 189,317,717$ 181,382,530$ 168,515,850$ 169,217,287$
Property Taxes
32%
TIF Revenues
0%
Other City Taxes
2%
Licenses, Permits, & Fees
1%
Use Of Money And
Property
2%
Intergovernmental
27%
Charges For Fees And
Services
24%
Miscellaneous
3%
Other Financial Sources
9%
Budgetary Fund Revenues by Type
87
2012
Actual
2013
Actual
2014
Actual
2015
Revised
2016
Budget
2017
Projected
Budgetary Fund Expenditures
General Fund
10** General Fund 49,970,857$ 44,405,272$ 49,786,353$ 54,115,992$ 50,327,585$ 50,126,398$
Special Revenue Funds
2100 Community Dev Block Grant 2,405,661 1,453,301 1,069,301 849,708 753,955 771,170
2110 HOME 827,052 741,437 679,030 594,330 551,612 563,094
2200 Road Use Tax Fund 5,216,698 5,091,336 4,701,997 5,624,316 5,840,581 5,843,182
2300 Other Shared Revenue 6,367,512 2,421,381 753,426 3,150,000 - -
2310 Energy Eff & Cons Block Grant 426,643 90,507 - - - -
2315 UniverCity Neighborhood Pship 4,819,845 950,383 (547) - - -
2350 Metro Planning Org of Johnson Co 661,153 643,917 674,335 696,562 610,325 627,273
2400 Employee Benefits 853,006 616,602 714,090 995,717 951,539 971,098
2510 Peninsula Apartments 45,131 55,036 50,662 56,225 48,206 49,269
26** Tax Increment Financing 569,333 7,098 145,319 13,591 42,500 42,500
2810 General Rehab & Improv Program 200,436 - - - - -
2820 SSMID-Downtown District - 277,672 277,395 296,141 294,092 294,092
Debt Service Fund
5*** Debt Service 28,713,981 19,170,582 13,160,156 17,315,399 13,207,838 13,729,250
Permanent Funds
6001 Perpetual Care - - - - - -
Enterprise Funds
710* Parking 3,933,635 3,770,254 3,758,909 11,428,137 3,270,015 4,562,204
715* Mass Transit - 6,155,701 7,080,024 6,928,321 6,879,486 10,415,917
720* Wastewater 11,855,425 11,523,353 9,916,268 10,437,884 10,395,608 10,581,389
730* Water 7,755,976 12,624,784 7,728,440 8,199,632 8,423,501 8,517,800
7400 Refuse Collection 2,932,956 2,929,934 2,886,776 3,006,805 3,088,438 3,167,185
750* Landfill 4,310,812 4,142,885 4,314,300 4,722,366 4,437,980 4,541,203
7600 Airport 330,776 321,256 363,552 358,380 346,072 349,550
7700 Stormwater 605,146 695,405 482,255 705,953 786,064 859,741
780* Cable Television 679,691 662,800 747,541 699,328 - -
79** Housing Authority 7,818,871 7,644,701 7,614,681 7,343,842 7,537,903 7,697,933
Capital Project Funds
Governmental Projects 14,250,404 21,665,402 17,042,914 41,516,396 36,301,340 33,225,865
Enterprise Projects 10,778,277 39,151,506 20,313,054 17,787,676 3,892,758 5,265,598
Total Budgetary Expenditures 166,329,277$ 187,212,505$ 154,260,231$ 196,842,701$ 157,987,398$ 162,201,712$
Non-Budgetary Funds Expenditures
Capital Project Funds
Internal Service Projects -$ -$ 60,266$ 527,279$ 100,000$ 100,000$
Internal Service Funds
810* Equipment 4,797,854 5,149,268 4,511,328 6,643,635 5,990,748 5,428,573
8200 Risk Management 1,182,799 2,474,803 1,106,268 1,495,273 1,329,373 1,357,863
830* Information Technology 1,761,564 1,746,003 1,990,743 2,152,726 2,018,404 2,304,444
8400 Central Services 201,342 206,049 281,955 301,938 308,458 288,636
8500 Health Insurance Reserves 6,476,112 5,931,135 7,465,001 7,703,828 7,880,283 8,274,253
8600 Dental Insurance Reserves 332,162 322,709 344,693 379,829 359,275 370,053
Total Non-Budgetary Expenditures 14,751,833$ 15,829,967$ 15,760,254$ 19,204,508$ 17,986,541$ 18,123,821$
Total Expenditures - All Funds 181,081,110$ 203,042,472$ 170,020,485$ 216,047,209$ 175,973,939$ 180,325,532$
City of Iowa City
All Funds
Expenditures by Fund
88
2012
Actual
2013
Actual
2014
Actual
2015
Revised
2016
Budget
2017
Projected
Budgetary Funds Expenditures
General Fund
10** General Fund
City Council 133,922$ 103,002$ 123,298$ 116,138$ 119,412$ 122,355$
City Clerk 533,569 489,167 533,845 516,040 576,888 522,663
City Attorney 654,080 654,800 676,519 713,474 712,939 733,912
City Manager 1,509,148 1,468,756 1,500,672 1,906,742 2,260,704 2,285,143
Finance 4,050,405 3,568,749 3,475,824 3,895,885 4,097,972 4,226,027
Police 11,388,735 11,443,807 12,248,973 13,216,781 12,892,439 13,129,461
Fire 7,001,473 7,093,507 7,401,786 7,875,910 7,754,662 7,973,413
Parks & Recreation 7,345,484 7,168,745 7,382,727 8,409,223 8,147,163 8,246,871
Library 5,758,770 5,692,845 5,877,520 6,038,379 6,150,211 6,239,306
Senior Center 828,740 840,519 825,124 936,159 898,419 904,928
Neighborhood & Dvlpmnt Services 3,045,463 4,725,280 8,597,166 9,192,345 5,326,434 4,311,909
Public Works 1,200,824 1,156,093 1,142,899 1,298,916 1,390,342 1,430,411
Transportation Services 6,520,244 - - - - -
Total General Fund 49,970,857 44,405,272 49,786,353 54,115,992 50,327,585 50,126,398
Special Revenue Funds
2100 Community Dev Block Grant
Neighborhood & Dvlpmnt Services 2,405,661 1,453,301 1,069,301 849,708 753,955 771,170
2110 HOME
Neighborhood & Dvlpmnt Services 827,052 741,437 679,030 594,330 551,612 563,094
2200 Road Use Tax Fund
Public Works 5,216,698 5,091,336 4,701,997 5,624,316 5,840,581 5,843,182
2300 Other Shared Revenue
Neighborhood & Dvlpmnt Services 6,367,512 2,421,381 753,426 3,150,000 - -
2310 Energy Eff & Cons Block Grant
Public Works 426,643 90,507 - - - -
2315 UniverCity Neighborhood Pship
Neighborhood & Dvlpmnt Services 4,819,845 950,383 (547) - - -
2350 Metro Planning Org of Johnson Co
Neighborhood & Dvlpmnt Services 661,153 643,917 674,335 696,562 610,325 627,273
2400 Employee Benefits
Finance 853,006 616,602 714,090 995,717 951,539 971,098
2510 Peninsula Apartments
Neighborhood & Dvlpmnt Services 45,131 55,036 50,662 56,225 48,206 49,269
26** Tax Increment Financing
Neighborhood & Dvlpmnt Services 569,333 7,098 145,319 13,591 42,500 42,500
2810 General Rehab & Improv Program
Neighborhood & Dvlpmnt Services 200,436 - - - - -
2820 SSMID-Downtown District
Neighborhood & Dvlpmnt Services - 277,672 277,395 296,141 294,092 294,092
Total Special Revenue Funds 22,392,470 12,348,670 9,065,008 12,276,590 9,092,810 9,161,678
Debt Service Fund
5*** Debt Service
Finance 28,713,981 19,170,582 13,160,156 17,315,399 13,207,838 13,729,250
Total Debt Service Fund 28,713,981 19,170,582 13,160,156 17,315,399 13,207,838 13,729,250
Permanent Fund
6001 Perpetual Care
Parks & Recreation - - - - - -
Total Permanent Fund -$ -$ -$ -$ -$ -$
City of Iowa City
All Funds
Expenditures by Fund by Department
89
2012
Actual
2013
Actual
2014
Actual
2015
Revised
2016
Budget
2017
Projected
City of Iowa City
All Funds
Expenditures by Fund by Department
Enterprise Funds
710* Parking
Transportation Services 3,933,635$ 3,770,254$ 3,758,909$ 11,428,137$ 3,270,015$ 4,562,204$
715* Mass Transit
Transportation Services - 6,155,701 7,080,024 6,928,321 6,879,486 10,415,917
720* Wastewater
Public Works 11,855,425 11,523,353 9,916,268 10,437,884 10,395,608 10,581,389
730* Water
Public Works 7,755,976 12,624,784 7,728,440 8,199,632 8,423,501 8,517,800
7400 Refuse Collection
Public Works 2,932,956 2,929,934 2,886,776 3,006,805 3,088,438 3,167,185
750* Landfill
Public Works 4,310,812 4,142,885 4,314,300 4,722,366 4,437,980 4,541,203
7600 Airport
Airport Operations 330,776 321,256 363,552 358,380 346,072 349,550
7700 Stormwater
Public Works 605,146 695,405 482,255 705,953 786,064 859,741
780* Cable Television
City Manager 679,691 662,800 747,541 699,328 - -
79** Housing Authority
Neighborhood & Dvlpmnt Services 7,818,871 7,644,701 7,614,681 7,343,842 7,537,903 7,697,933
Total Enterprise Funds 40,223,288 50,471,073 44,892,746 53,830,648 45,165,067 50,692,923
Capital Project Funds
Governmental Projects 14,250,404 21,665,402 17,042,914 41,516,396 36,301,340 33,225,865
Enterprise Projects 10,778,277 39,151,506 20,313,054 17,787,676 3,892,758 5,265,598
Total Capital Project Funds 25,028,681 60,816,908 37,355,968 59,304,072 40,194,098 38,491,463
Total Budgetary Expenditures 166,329,277$ 187,212,505$ 154,260,231$ 196,842,701$ 157,987,398$ 162,201,712$
Non-Budgetary Funds Expenditures
Capital Project Funds
Internal Service Projects -$ -$ 60,266$ 527,279$ 100,000$ 100,000$
Total Capital Project Funds - - 60,266 527,279 100,000 100,000
Internal Service Funds
810* Equipment
Public Works 4,797,854 5,149,268 4,511,328 6,643,635 5,990,748 5,428,573
8200 Risk Management
Finance 1,182,799 2,474,803 1,106,268 1,495,273 1,329,373 1,357,863
830* Information Technology
Finance 1,761,564 1,746,003 1,990,743 2,152,726 2,018,404 2,304,444
8400 Central Services
Finance 201,342 206,049 281,955 301,938 308,458 288,636
8500 Health Insurance Reserves
Finance 6,476,112 5,931,135 7,465,001 7,703,828 7,880,283 8,274,253
8600 Dental Insurance Reserves
Finance 332,162 322,709 344,693 379,829 359,275 370,053
Total Internal Service Funds 14,751,833 15,829,967 15,699,988 18,677,229 17,886,541 18,023,821
Total Non-Budgetary Expenditures 14,751,833$ 15,829,967$ 15,760,254$ 19,204,508$ 17,986,541$ 18,123,821$
Total Expenditures - All Funds 181,081,110$ 203,042,472$ 170,020,485$ 216,047,209$ 175,973,939$ 180,325,532$
90
City Council
0%
City Clerk
0%
City Attorney
1%
City Manager
2%
Finance
15%
Police
11% Fire
7%
Parks &
Recreation
7%
Library
5%
Senior Center
1%
Neighborhood &
Dvlpmnt Services
13%
Public Works
29%
Transportation
Services
9%
Airport Operations
0%
Budgetary Fund Expenditures by Department
(excluding Capital Projects)
91
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 1,400,938$ 121,672$ 4,217,623$ 140,000$ 3,040,257$ 8,920,490$
Special Revenue Funds:
Empl Benefits Levy 8,547,359 390,883 8,938,242
Road Use Tax 73,290 231,924 950,000 1,255,214
Energy Efficiency Loans 48,924 48,924
Transfers from TIF Districts 652,624 652,624
Enterprise Funds:
From Parking Operations (103,775) 144,172 3,943,875 3,984,272
From Transit Operations 54,000 192,388 246,388
From Wastewater Operations 9,200,000 189,624 4,559,962 13,949,586
From Water Operations 568,400 333,225 2,008,715 2,910,340
From Refuse Operations 100,000 100,000
From Landfill Operations 685,000 747,087 2,495,350 3,927,437
From Airport Operations 117,955 512,126 630,081
From Storm Water Operations 50,000 50,000
From Broadband 55,000 25,000 80,000
From IC Housing Authority 44,737 44,737
Capital Project Funds 200,000 200,000
Total Transfers In:10,170,248$ 744,479$ -$ 15,839,203$ 1,125,849$ 189,624$ 4,861,030$ 13,007,902$ 45,938,335$
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 1,400,938$ 8,669,573$ 99,737$ 10,170,248$
Road Use Tax Fund 390,883 390,883
Other Special Revenue Funds 121,672 231,924 353,596
Debt Service Fund 140,000 652,624 333,225 1,125,849
Enterprise Funds 3,040,257 200,000 1,620,773 4,861,030
Debt Service Reserves 13,007,902 13,007,902
Capital Project Funding 4,217,623 950,000 10,671,580 15,839,203
Internal Service Funds 189,624 189,624
Total Transfers Out:8,920,490$ 10,242,380$ 652,624$ 200,000$ -$ -$ 25,922,841$ -$ 45,938,335$
Transfers In
Transfers Out:
City of Iowa City
Revised Budgeted Transfer Schedule
Fiscal Year 2015
92
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund Enterprise
Debt
Reserves Total
General Fund 72,422$ 98,067$ 22,017,600$ 160,052$ 3,232,477$ 25,580,618$
Special Revenue Funds:
Empl Benefits Levy 8,992,897 396,370 9,389,267
Road Use Tax 78,624 204,487 915,000 1,198,111
Transfers from TIF Districts 3,261 20,714 953,651 977,626
Enterprise Funds:
From Parking Operations 670,000 221,437 891,437
From Transit Operations 50,000 165,651 215,651
From Wastewater Operations 3,050,000 4,488,036 7,538,036
From Water Operations 1,346,500 306,800 2,010,716 3,664,016
From Landfill Operations 825,327 825,327
From Airport Operations 114,000 114,000
From Storm Water Operations 500,000 500,000
From Broadband 1,491,974 1,491,974
From IC Housing Authority 45,184 45,184
Capital Project Funds 200,000 200,000
Total Transfers In:10,684,362$ 698,924$ -$ 28,683,814$ 1,420,503$ 4,644,892$ 6,498,752$ 52,631,247$
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund Enterprise
Debt
Reserves Total
General Fund 72,422$ 9,071,521$ 3,261$ 1,537,158$ 10,684,362$
Road Use Tax Fund 396,370 396,370
Other Special Revenue Funds 98,067 204,487 302,554
Debt Service Fund 160,052 953,651 306,800 1,420,503
Enterprise Funds 3,232,477 200,000 1,212,415 4,644,892
Debt Service Reserves 6,498,752 6,498,752
Capital Project Funding 22,017,600 915,000 20,714 5,730,500 28,683,814
Total Transfers Out:25,580,618$ 10,587,378$ 977,626$ 200,000$ -$ 15,285,625$ -$ 52,631,247$
Transfers In
Transfers Out:
City of Iowa City
Budgeted Transfer Schedule
Fiscal Year 2016
93
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 100,784$ 775,365$ 140,000$ 3,235,998$ 4,324,569$
Special Revenue Funds:
Empl Benefits Levy 8,992,897 408,261 9,401,158
Road Use Tax 80,983 210,151 1,715,000 2,006,134
Transfers from TIF Districts 75,000 971,939 1,046,939
Enterprise Funds:
From Parking Operations 400,000 228,357 628,357
From Transit Operations 136,000 136,000
From Wastewater Operations 2,500,000 4,431,246 6,931,246
From Water Operations 1,145,000 300,900 2,020,178 3,466,078
From Refuse Operations 700,000 700,000
From Landfill Operations 825,327 825,327
From Airport Operations 165,490 165,490
From Storm Water Operations 700,000 700,000
From IC Housing Authority 46,087 46,087
Capital Project Funds 225,000 225,000
Internal Service Funds:
From Equipment 1,100,000 1,100,000
Total Transfers In:9,192,389$ 719,196$ -$ 9,275,855$ 1,412,839$ -$ 4,650,682$ 6,451,424$ 31,702,385$
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 9,073,880$ 46,087 9,192,389$
Road Use Tax Fund 408,261 408,261
Other Special Revenue Funds 100,784 210,151 310,935
Debt Service Fund 140,000 971,939 300,900 1,412,839
Enterprise Funds 3,235,998 225,000 1,189,684 4,650,682
Debt Service Reserves 6,451,424 6,451,424
Capital Project Funding 775,365 1,715,000 75,000 1,100,000 5,610,490 9,275,855
Total Transfers Out:4,324,569$ 11,407,292$ 1,046,939$ 225,000$ -$ 1,100,000$ 13,598,585$ -$ 31,702,385$
City of Iowa City
Budgeted Transfer Schedule
Fiscal Year 2017
Transfers In
Transfers Out:
94
2012
Adopted
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
Change in
FTEs
FY2015-2016
Budgetary Funds
General Fund
City Council 7.00 7.00 7.00 7.00 7.00 -
City Clerk 4.00 4.00 4.00 4.00 4.00 -
City Attorney 5.60 5.60 5.60 5.60 5.50 (0.10)
City Manager:-
City Manager 3.00 3.00 3.00 3.00 3.00 -
Communications Office 4.00 2.00 3.00 3.00 7.50 4.50
Human Resources 4.00 4.00 3.00 3.00 3.00 -
Human Rights 2.50 2.00 2.00 2.00 2.00 -
Finance:-
Finance Adminstration 2.65 2.65 3.65 3.15 3.15 -
Accounting 8.00 8.00 8.00 7.00 7.60 0.60
Purchasing 4.00 3.94 3.44 3.44 3.44 -
Revenue 7.88 7.88 7.88 7.88 7.88 -
Tort Liability 1.00 1.00 1.00 1.00 1.00 -
Disaster Assistance 0.40 0.40 0.38 - - -
Police:-
Police Administration 5.00 5.00 5.00 5.00 5.00 -
Police Administrative Services 18.00 18.00 20.00 20.00 20.00 -
Police Field Operations 80.00 80.00 80.00 80.00 80.00 -
Fire:-
Fire Administration 3.00 4.00 4.00 3.00 3.00 -
Fire Emergency Operations 59.00 59.00 59.00 59.00 59.00 -
Fire Prevention 2.00 1.00 1.00 1.00 1.00 -
Fire Training 1.00 1.00 1.00 1.00 1.00 -
Housing & Inspection Services:-
Housing and Inspection Admin 2.00 2.00 2.00 2.00 - (2.00)
Parks and Recreation:-
Park and Rec Admin 2.00 2.00 2.00 2.00 2.00 -
Government Buildings 4.83 4.83 4.83 4.83 5.33 0.50
Recreation 15.42 15.42 15.42 15.42 14.42 (1.00)
Park Maintenance Administration 2.00 2.00 2.00 2.00 1.00 (1.00)
Park Maintenance Operations 11.00 11.00 11.00 11.00 12.00 1.00
Forestry 3.00 3.00 3.00 3.00 3.00 -
CBD Maintenance Operations 3.00 3.00 3.00 3.00 3.00 -
Cemetery Operations 3.00 3.00 3.00 3.00 3.00 -
Library:-
General Library 42.89 42.88 42.38 42.38 42.27 (0.11)
Library Board Controlled Funds 0.75 0.75 0.75 0.75 0.50 (0.25)
Library Foundation Office - - 2.00 2.00 2.00 -
Senior Center Administrations 6.50 6.50 6.50 6.50 6.50 -
Neighborhood & Development Services:-
Neighborhood & Dvlp Services Admin 2.55 2.55 2.55 2.55 1.55 (1.00)
Sustainability Services - - - 1.00 1.00
Community Development 0.85 1.20 1.75 1.75 1.55 (0.20)
Economic Development 1.00 1.00 1.00 1.00 2.00 1.00
Urban Planning 3.50 2.50 2.50 2.50 3.50 1.00
Building Inspection 7.80 7.80 6.30 6.30 7.30 1.00
Neighborhood Services 1.00 1.00 1.00 1.00 1.05 0.05
Housing Inspection 5.75 5.75 5.25 5.25 5.55 0.30
Human Services - 0.15 0.15 0.15 0.15 -
City of Iowa City
Personnel Full-Time Equivalents
Last Five Years
95
2012
Adopted
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
Change in
FTEs
FY2015-2016
City of Iowa City
Personnel Full-Time Equivalents
Last Five Years
Public Works:-
Public Works Administration 2.00 2.00 2.00 2.00 2.00 -
Engineering Services 12.10 12.10 12.10 12.10 12.00 (0.10)
Transportation Services:-
Mass Transit 56.25 - - - - -
Sub-total General Fund 411.22 351.90 354.43 351.55 356.74 5.19
Special Revenue Funds
Community Development Block Grant 2.88 2.63 2.48 2.48 2.38 (0.10)
HOME Program 0.95 0.70 0.50 0.50 0.45 (0.05)
Road Use Tax:-
Traffic Engineering 4.15 4.15 4.15 4.15 3.90 (0.25)
Streets System Maintenance 25.50 25.50 25.50 25.50 25.25 (0.25)
Other Shared Revenues 1.60 1.60 1.62 - - -
UniverCity Neighbporhood Partnership 0.20 0.20 - - - -
Metro Planning Org of Johnson County 6.60 5.60 5.60 5.60 4.70 (0.90)
Employee Benefits 0.55 0.55 0.55 0.55 0.55 -
Sub-total Special Revenue Funds 42.43 40.93 40.40 38.78 37.23 (1.55)
Enterprise Funds
Parking 32.75 29.25 26.25 26.25 23.13 (3.13)
Mass Transit - 51.75 51.25 51.25 51.13 (0.12)
Wastewater 25.40 25.40 24.40 24.65 24.65 -
Water 32.75 32.75 31.75 32.00 32.00 -
Refuse Collection 20.35 20.35 19.35 19.35 17.85 (1.50)
Landfill 17.50 17.50 16.50 16.50 15.50 (1.00)
Airport Operations 1.75 1.00 1.00 1.00 1.00 -
Storm Water 2.10 2.10 2.10 2.60 2.60 -
Cable Television 6.63 6.63 6.63 5.63 - (5.63)
Housing Authority 13.25 13.18 12.19 10.19 10.19 -
Sub-total Enterprise Funds 152.48 199.91 191.42 189.42 178.05 (11.38)
Capital Project Funds
ERP Software-Finances and HR/Payroll 1.00 1.00 1.00 - - -
Fire Station #4 1.00 - - - - -
Iowa City Gateway Project (Dubuque St)1.00 1.00 1.00 1.00 1.00 -
420th Street Industrial Park 1.00 - - - - -
West Side Levee Project - 1.00 1.00 1.00 1.00 -
Rocky Shore Lift Station Project - - - - 2.00 2.00
S Wastewater Plant Expansion 1.00 3.00 3.00 3.00 - (3.00)
Sub-total Capital Project Funds 5.00 6.00 6.00 5.00 4.00 (1.00)
Total Budgetary Funds 611.13 598.74 592.25 584.75 576.02 (8.74)
96
2012
Adopted
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
Change in
FTEs
FY2015-2016
City of Iowa City
Personnel Full-Time Equivalents
Last Five Years
Non-Budgetary Funds
Internal Service Funds
Equipment 11.26 10.75 10.75 10.75 10.75 -
Risk Management 1.80 1.80 1.80 1.80 1.80 -
Information Technology Services 11.80 10.86 9.86 9.86 9.86 -
Central Services 0.75 0.76 0.50 0.50 0.50 -
Sub-total Internal Service Funds 25.61 24.17 22.91 22.91 22.91 -
Agency Funds
Library Foundation Office 1.00 1.00 - - - -
Sub-total Agency Funds 1.00 1.00 - - -
Total Non-Budgetary Funds 26.61 25.17 22.91 22.91 22.91 -
Total Full-Time Equivalents 637.74 623.91 615.16 607.66 598.93 (8.74)
-
100
200
300
400
500
600
700
2012
Adopted
2013
Adopted
2014
Adopted
2015 Adopted 2016 Adopted
City of Iowa City
FTE Summary by Fund Type
Last Five Years
General Fund Special Revenue Funds Capital Projects Funds Enterprise Funds Internal Service Funds Agency Funds
97
98
GENERAL FUND SUMMARY
Fund Summary
Assigned, Committed & Restricted
Fund Balance
Revenues
Expenditures
Division Summaries
F
Y
2
0
1
6
GENERAL FUND
The General Fund is the City’s main operating fund and includes activities in the following areas:
Public Safety, Public Works, Health and Social Services, Cultural and Recreational Activities,
Community and Economic Development and General Government Administration. We present a
balanced budget for General Fund in FY2016, with revenue and expenditures projected at $56.2
and $75.9 million, respectively. The excess amount of expenditures is a transfer from local option
sales tax funds of $21.3 million to the Capital Project Funds for the Iowa City Gateway Project
(Dubuque Street) and is out of restricted fund balance. In FY2016, the Cable Television
operations have merged into the General Fund. Prior year activity for the Cable Television
operations can be found in the Cable Television Fund in the Enterprise Fund section of the
budget.
A. General Fund Revenue
Revenues & Other Financing Sources 2014
Actual
2015
Revised
2016
Budget
2017
Projected
Property Taxes 28,437,600$ 29,486,191$ 29,804,437$ 29,804,437$
Delinquent Property Taxes 2,626 - - -
Other City Taxes 2,947,501 2,231,144 2,428,855 2,428,855
Licenses And Permits 1,659,843 1,574,249 2,235,526 2,235,496
Use Of Money And Property 647,032 753,220 556,656 556,656
Intergovernmental 2,789,683 3,401,207 3,801,259 3,801,259
Charges For Fees And Services 1,357,363 1,288,115 1,277,691 1,277,691
Miscellaneous 4,502,885 4,804,686 4,478,841 4,646,980
Other Financial Sources 5,565,082 4,685,613 951,781 151,781
Sub-total Revenues & Other Financing
Sources (excluding Transfers In):47,909,615 48,224,425 45,535,046 44,903,155
Transfers In 10,870,809 10,170,248 10,684,362 9,192,389
Total Revenues, Other Financing
Sources, & Transfers In 58,780,424$ 58,394,673$ 56,219,408$ 54,095,544$
101
1. Property Taxes - Property tax revenue of $29.8 million is the primary funding source for
General Fund operations, providing approximately 65.5% of total revenue, excluding
transfers in, in FY2016. The FY2016 revenue is an increase of 1.1% of the FY2015
revised budget of $29.5 million and there is an average increase of 2.6% over the last
five years. This does not include a transfer-in of the Employee Benefits Levy from the
Employee Benefits Special Revenue Fund. There are a number of factors which
determine the City’s tax levy each year: property valuations by class, the state’s annual
Assessment Limitation Order (rollback), TIF district valuations and rebates, statutory
limits on individual tax levies, the City’s own Financial and Fiscal Policies, restrictions
from external entities on other financing sources, and funding requirements for projected
expenditures.
100% Assessment - Property valuations are set by the City and County Assessor. State
law requires that all real property be reassessed every two years, specifically in odd-
numbered years. Since 2003, valuations within the Iowa City corporate limits have
increased an average of 6.5% in revaluation years and 2.3% in non-revaluation years.
Valuations reported by the Johnson County Auditor’s office for January 1, 2014 served as
the basis for determining property tax revenue in FY2016. Their report indicates a 2.4%
increase in total assessed value in the last year, from $4.83 billion to $4.94 billion.
Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth
limitation of three percent (3%) annually on taxable residential property valuations. Each
year, the Department of Revenue’s Assessment Limitation Order sets a ‘rollback’ value by
102
class which, when applied, determines taxable valuations. The growth restriction is applied
to the residential valuations, limiting the growth percentage in taxable value to agricultural
valuations. In other words, the percentage change in taxable valuations for urban
residential property each year is limited to either three percent (3%) or the growth in
agricultural property, whichever is lower. Growth restrictions and rollbacks for current and
future years were changed with state legislation in 2013 with Iowa Senate File 295; the
resulting reduction in City revenue will be monitored and started with FY2015 taxable
valuation. The growth limitation of three percent (3%) started in FY2015 was a decrease
from four percent (4%) annually on taxable residential and agricultural property valuations.
In FY2015 the commercial, industrial, and railroad property classes had a rollback of
ninety-five percent (95%) and the commercial and industrial property rollback will be
backfilled by the State. Also, the commercial, industrial, and railroad property classes roll
back will further lower to ninety percent (90%) and the commercial and industrial property
rollback will continue to be backfilled by the State in FY2016.
The following graph illustrates the impact of the rollback on taxable valuations. In FY2007
the rollback exempted $1.44 billion of Iowa City’s assessed valuation. In FY2016 the
rollback will exempt $1.76 billion of assessed valuations. The residential and agricultural
rollbacks for FY2016 are 55.7335% and 44.7021%, respectively, compared to FY2015
rollbacks of 54.4002% and 43.3997%, respectively. Also, in FY2016 the commercial,
industrial, and railroad rollback will exempt additional amounts of commercial, industrial,
and railroad assessed valuations for FY2016 are 90%, compared to 95% for FY2015.
103
2. Other City Taxes - This category, estimated at $2.4 million in FY2016, includes Hotel
Motel Taxes of $947,000, $452,000 in gas and electric excise taxes, and $995,000 in utility
franchise taxes. The FY2016 revenue is an increase of 9.0% of the FY2015 revised
budget of $2.2 million and there is an average decrease of 16.9% over the last five
years. The change is from the local option sales tax, which ended June 30, 2013.
a) Hotel Motel Tax: This revenue source is a state-administered tax. Estimated at
$947,000 in FY2016, the seven percent (7%) tax on gross hotel/motel room rental
receipts is distributed as follows:
Convention & Visitor's Bureau 25.00%
Police Patrol 47.50%
Parks & Recreational Facilities 27.50%
Total Hotel Motel 7% Tax 100.00%
b) Utility Replacement Excise Tax: The Gas and Electric Excise tax is collected on the
generation, distribution, and delivery of electricity and natural gas. This tax replaced
the taxation on utility property in 1999. Cities are required to calculate property tax
revenues with and without property valuations. The calculated difference is required to
establish the General Property Tax Equivalents, the basis of the Iowa Department of
Revenue distribution formula.
c) Utility Franchise Taxes on utility customers: Senate File 478 was enacted by the Iowa
state legislature during its 2009 session, establishing cities’ right to impose a franchise
tax on gas and electric utilities. On February 16, 2010, the Iowa City Council passed
and approved an ordinance establishing a one percent (1%) tax to be expended for the
following purposes:
1) Inspecting, supervising and otherwise regulating the MidAmerican Energy
Company’s gas and electric franchises.
2) Public safety, including the equipping of fire, police and emergency services.
3) Public infrastructure to support commercial and industrial economic
development.
Of the $995,000 estimate for FY2016, approximately $670,000 will remain in the City’s
General Fund for maintenance of the right-of-way and operational costs associated with
Fire Station #4. The remaining $325,000 is for recurring Capital Improvement Projects
(CIP) in the right of way.
104
3. Licenses & Permits - This category consists of revenue received for building and rental
housing permits/inspections, franchise fees, plumbing license and taxi license fees; beer,
liquor and cigarette permit/license fees (state regulated), sign permits, burial permits,
animal licensing and some miscellaneous fees. FY2016 revenue for Licenses and
Permits is estimated at $2.2 million. The FY2016 revenue is an increase of 42.0% of the
FY2015 revised budget of $1.6 million and there is an average increase of 11.8% over
the last five years. These changes are from the estimates in construction permits and
licenses revenue and the addition of franchise fees from Cable Television operations
moving into the General Fund in FY2016.
4. Use of Money & Property - This revenue source consists of interest income and rents
are budgeted at $557,000 for FY2016. The FY2016 revenue is a decrease of 26.1% of
the FY2015 revised budget of $753,000 and there is an average decrease of 7.7% over
the last five years. The decrease from the FY2015 amount is from estimates in rental
income and the average decrease is from the movement of transit operations into an
enterprise fund starting in FY2013.
5. Intergovernmental - revenue is estimated at $3.8 million in FY2016. This revenue
category includes state and federal grants, 28-E agreements, and contracts with local
governmental entities. The FY2016 revenue is an increase of 11.7% of the FY2015
revised budget of $3.4 million and there is an average increase of 9.1% over the last five
years. The increase from the FY2015 amount is from estimates in the property tax
credits from property tax backfill from the state and 28E agreements.
The majority of intergovernmental revenue is the result of 28E agreements with local
entities for services provided to area residents, as shown in the following schedule. The
largest of these agreements is for fire protection services to the University of Iowa,
estimated at $1.7 million in FY2016, with $1.4 million receipted into the General Fund. The
remainder is deposited into the Employee Benefits Fund as reimbursement for a
percentage of Fire employee benefits.
105
FY2014 FY2015 FY2016 FY2017
Intergovernmental Funding Actual Amended Budget Projected
Local Governmental: 28E Agreements
Coralville, Johnson County & Other
Governments - Animal Services 228,160$ 218,286$ 218,550$ 218,550$
IC Comm. Schools - Mercer Pool 99,404 104,440 91,633 91,633
County, Univ Heights, Hills - Library 427,033 420,750 466,491 466,491
Johnson County - Senior Center 59,224 70,000 59,224 59,224
Downtown District - Police Department 10,000 - 10,000 10,000
Other Local Governmental 140 346 - -
Local Governmental Revenue:823,961 813,822 845,898 845,898
State Revenue:
Public Safety Grants 209,538 131,315 194,103 194,103
University of Iowa - Fire Protection 1,370,310 1,524,187 1,397,715 1,397,715
University of Iowa - Library Services - - - -
Operating Grants 90,067 81,500 90,067 90,067
Property Tax Credits 72,550 631,581 1,256,102 1,256,102
UniverCity Funding 56,967 100,000 - -
Other State Grants 6,882 - - -
State Disaster Assistance 39,180 - - -
Total State Revenue:1,845,494 2,468,583 2,937,987 2,937,987
Federal Revenue:
Public Safety Grants 118,657 118,802 17,374 17,374
FEMA Assistance / Reimbursements 1,571 - - -
ICAD CoLab - - - -
Transit Grant*- - - -
Total Federal Revenue:120,228 118,802 17,374 17,374
Total - Intergovernmental Funding: 2,789,683$ 3,401,207$ 3,801,259$ 3,801,259$
6. Charges for Fees and Services - are estimated at $1.3 million in FY2016. Divisions with fee-
based services include: Parks and Recreation, Police (special events, contracted services),
Fire (inspections), Housing & Inspection Services, Animal Care, and Cemetery services. The
FY2016 revenue stayed fairly level compared the FY2015 revised budget of $1.3 million and
there is an average decrease of 9.4% over the last five years. The average decrease is
from the movement of transit operations into an enterprise fund starting in FY2013.
7. Miscellaneous - Miscellaneous revenue is estimated to receive $4.5 million in FY2016. This
category includes a variety of revenue sources, including parking fines ($315,000), magistrate
court fines and surcharges related to code enforcement ($416,000) and library fines
($176,000). Also included within this category is an administrative chargeback of $2.8 million
to the City’s proprietary funds for services rendered by administrative divisions. The FY2016
revenue is a decrease of 6.8% of the FY2015 revised budget of $4.8 million and there is an
average decrease of 0.3% over the last five years. These revenues have been fairly
consistent over the years reported ranging between $4.4 million and $4.8 million.
106
8. Other Financing Sources – are estimated at $952,000 in FY2016, which is a decrease of
79.7% from the revised budget in FY2015 of $4.7 million. The decrease is from an
approximate $4.5 million that is from homes in the UniverCity program, which consists of the
proceeds from the sale of assets ($2 million), loan proceeds from financial institutions ($2
million), and bond proceeds for rehabilitation costs ($500,000). The UniverCity activity is
budgeted at $800,000 in FY2016, which consists of the proceeds from the sale of assets
($400,000) and loan proceeds from financial institutions ($400,000). There is an average
increase of 64.7% over the last five years. The change is from the movement of the
UniverCity program activity into the general fund starting in FY2013.
9. Transfers In - includes an approximate $9.0 million transfer-in of the Employee Benefits Levy
from the Employee Benefits Special Revenue Fund. This category also includes allocation of
funds to equipment replacement reserves, and operating support from other funds for specific
staff positions. The category is budgeted at $10.7 million in FY2016.
B. GENERAL FUND EXPENDITURES
Expenditures &2014 2015 2016 2017
Transfers Out Actual Revised Budget Projected
Personnel 34,352,341$ 36,237,779$ 36,945,831$ 38,054,206$
Services 8,031,115 9,022,831 9,050,189 9,153,648
Supplies 1,325,590 1,488,904 1,439,533 1,467,424
Capital Outlay 4,669,307 5,048,197 2,125,032 1,052,000
Debt Service 1,408,000 2,000,000 400,000 -
Contingency - 318,281 367,000 399,120
Sub-total Expenditures:49,786,353 54,115,992 50,327,585 50,126,398
Transfers Out 5,700,615 8,920,490 25,580,618 4,323,532
Total Expenditures &
Transfers Out 55,486,968$ 63,036,482$ 75,908,203$ 54,449,930$
107
1. Personnel - Personnel costs account for approximately 73.4% of budgeted expenditures
(excluding transfers out) within the General Fund in FY2016. Employee benefit costs are
discussed in greater detail in this document’s transmittal letter.
2. Services - Expenditures for services are budgeted at $9.1 million in FY2016. Initial
projections were based on FY2014 actual expenditures and projected at 1.83% annually.
This is in line with the Consumer Price Index for All Urban Consumers (CPI-U) over the last
five fiscal years.
A number of operating costs within the services category have more specific inflationary
guidelines and methods of projection. This includes funding for liability, fire & casualty
insurance premiums; professional and consultant services; internal service fund charges
(Equipment, Information Technology Services, Risk Management, and Central Services);
training & education; building and equipment repair and maintenance services; vehicle and
equipment rentals. These costs are adjusted individually by year, based on specific operating
plans and projects, claims/loss history, trend analysis, and operations-specific needs, by year.
108
The Services category also includes funding for Community and Economic Development
initiatives such as Aid to Human Service Agencies, Community Event Funding, support to the
Iowa City Coralville Convention & Visitors Bureau, and Community and Economic
Development Assistance, as follows:
$250,000 Aid to Human Service Agencies
$105,200 Community Event / Program Funding
$236,800 ICCVB – Community / Economic Development Assistance
$100,000 Economic Development Assistance
3. Supplies - Supplies consist primarily of commodities that are consumed or depleted, such
as office and cleaning supplies, vehicle fuel and materials for repair and maintenance of
buildings, streets, and equipment. Expenditures for supplies are budgeted at $1.4 million in
FY2016. Individual items under $5,000 which may have been categorized as capital outlay
in prior years are now budgeted within the supplies category for FY2012 and beyond. This
adjustment is in line with the capitalization threshold utilized in the comprehensive annual
financial report.
4. Capital Outlay - General Fund capital outlay is budgeted at $2.1 million in FY2016 and
includes police vehicle replacements, library materials, operating equipment, and building
maintenance and improvements of $5,000 or greater.
5. Debt Service - This category is budgeted at $400,000 in FY2016. This consists from loan
repayments to financial institutions that are from the homes sold in the UniverCity program
6. Contingency - A General Fund contingency amount is established each fiscal year for
those unforeseen expenditures that arise following formal adoption of the annual budget.
This amount is available for appropriation by formal amendment, subject to recommendation
from the Finance Director and City Manager, and approval by City Council. Contingency is
budgeted at ¾ of one percent (1%) of General Fund expenditures (excluding transfers) -
approximately $367,000 in FY2016.
7. Transfers Out - This category is budgeted at $25.6 million in FY2016. The majority of
transfers out is the result of local option sales tax funds of $21.3 million to capital projects for
the Iowa City Gateway Project (Dubuque Street) and transit property taxes of $3.1 million that
is transferring into the Transit Fund.
109
C. FUND BALANCE
It is part of the City’s Financial Reserves policy that General Fund’s unassigned fund balance
not fall below twenty percent (20%) of expenditures, with a ceiling of thirty percent (30%). This
policy also states that fund balance in excess of thirty percent (30%) of expenditures would be
transferred to the City’s Emergency fund, used to retire outstanding debt, and/or used to
provide property tax relief. In FY2013, $1.9 million of the unassigned balance was used to
repay the Landfill Fund for construction of Fire Station #2 ($946,000), Fire Station #4
($822,000), Terry Trueblood Rec Area ($111,000), and Senior Center Building Envelope
($15,000). In FY2014, $1.7 million of the unassigned balance was used to transfer into the
City’s Emergency fund. Also, $1.3 million in FY2015 of unassigned balance will be used to
transfer into the City’s Emergency fund.
General Fund’s unassigned fund balance is relied upon to provide cash flow during the first
quarter of the fiscal year as the majority of property taxes are not received until Octo-
ber/November. The following chart demonstrates how expenditures have exceeded receipts
in the first three months over the past ten years.
3 Months @
Sept. 30 Receipts Expenditures Shortfall
FY2015 10,366,653$ 16,959,430$ (6,592,777)$
FY2014 11,705,632 15,145,130 (3,439,498)
FY2013 9,727,204 16,725,202 (6,997,998)
FY2012 12,090,490 15,441,933 (3,351,443)
FY2011 8,976,380 13,778,695 (4,802,315)
FY2010 8,934,768 13,186,810 (4,252,042)
FY2009 6,496,526 13,877,093 (7,380,567)
FY2008 7,041,379 12,484,773 (5,443,394)
FY2007 7,881,225 13,014,632 (5,133,407)
FY2006 6,315,525 12,105,987 (5,790,462)
110
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 38,069,998$ 46,294,999$ 44,499,871$ 47,793,327$ 43,151,518$ 23,462,723$
Revenues:
Property Taxes 26,782,560$ 27,937,740$ 28,437,600$ 29,486,191$ 29,804,437$ 29,804,437$
Delinquent Property Taxes 661 1,897 2,626 - - -
Other City Taxes 10,619,112 10,536,839 2,947,501 2,231,144 2,428,855 2,428,855
Licenses And Permits 1,309,888 1,777,267 1,659,843 1,574,249 2,235,526 2,235,496
Use Of Money And Property 1,456,551 619,227 647,032 753,220 556,656 556,656
Intergovernmental 5,549,428 2,661,403 2,789,683 3,401,207 3,801,259 3,801,259
Charges For Fees And Services 2,442,843 1,469,628 1,357,363 1,288,115 1,277,691 1,277,691
Miscellaneous 4,371,667 4,484,836 4,502,885 4,804,686 4,478,841 4,646,980
Other Financial Sources 1,381,751 1,451,159 5,565,082 4,685,613 951,781 151,781
Sub-Total Revenues 53,914,461 50,939,996 47,909,615 48,224,425 45,535,046 44,903,155
Transfers In:
Operating Transfers In 12,380,414 9,339,373 10,870,809 10,170,248 10,684,362 9,192,389
Sub-Total Transfers In 12,380,414 9,339,373 10,870,809 10,170,248 10,684,362 9,192,389
Total Revenues & Transfers In 66,294,875$ 60,279,369$ 58,780,424$ 58,394,673$ 56,219,408$ 54,095,544$
Expenditures by Department:
City Council 133,922$ 103,002$ 123,298$ 116,138$ 119,412$ 122,355$
City Clerk 533,569 489,167 533,845 516,040 576,888 522,663
City Attorney 654,080 654,800 676,519 713,474 712,939 733,912
City Manager 1,509,148 1,468,756 1,500,672 1,906,742 2,260,704 2,285,143
Finance 4,050,405 3,568,749 3,475,824 3,895,885 4,097,972 4,226,027
Police 11,388,735 11,443,807 12,248,973 13,216,781 12,892,439 13,129,461
Fire 7,001,473 7,093,507 7,401,786 7,875,910 7,754,662 7,973,413
Parks and Recreation 7,345,484 7,168,745 7,382,727 8,409,223 8,147,163 8,246,871
Library 5,758,770 5,692,845 5,877,520 6,038,379 6,150,211 6,239,306
Senior Center 828,740 840,519 825,124 936,159 898,419 904,928
Neighborhood & Development Services 3,045,463 4,725,280 8,597,166 9,192,345 5,326,434 4,311,909
Public Works 1,200,824 1,156,093 1,142,899 1,298,916 1,390,342 1,430,411
Transportation Services 6,520,244 - - - - -
Sub-Total Expenditures 49,970,857 44,405,272 49,786,353 54,115,992 50,327,585 50,126,398
Transfers Out:
Capital Project Fund 5,364,893 8,269,562 769,848 4,217,623 22,017,600 775,365
GO Bond Abatement 117,059 266,650 158,624 140,000 160,052 140,000
Improvement Res Fund 1,618,372 - - - - -
General Levy 270,912 209,729 190,470 190,087 219,996 226,234
Emergency Fund - - 1,656,058 1,338,516 - -
Transfers Out - Transit Fund - 4,027,141 2,858,163 2,971,842 3,110,548 3,109,511
Misc Transfers Out 195,819 2,832,102 67,452 62,422 72,422 72,422
IntrFund Loan 798,767 1,954,435 - - - -
Sub-Total Transfers Out 8,365,822 17,559,619 5,700,615 8,920,490 25,580,618 4,323,532
Total Expenditures & Transfers Out 58,336,679$ 61,964,891$ 55,486,968$ 63,036,482$ 75,908,203$ 54,449,930$
Fund Balance*, June 30 46,028,193$ 44,609,478$ 47,793,327$ 43,151,518$ 23,462,723$ 23,108,336$
Adjustments to Cash/Non-Cash Asset/Liab 266,806 (90,477) - - - -
Change in Accounting Method - (19,130) - - - -
Adjusted Fund Balance*, June 30 46,294,999 44,499,871 47,793,327 43,151,518 23,462,723 23,108,336
Restricted / Committed /Assigned 29,190,545 27,380,775 29,808,720 26,668,219 5,432,221 5,587,049
Unassigned Balance 17,104,454$ 17,119,096$ 17,984,607$ 16,483,299$ 18,030,502$ 17,521,287$
% of Expenditures 29%28%32%26%24%32%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
General Fund (1000 - 1023)
Fund Summary
111
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Assigned:
(Available for current and / or future operations)
Library Special Revenue Funds 276,279$ 264,249$ 653,297$ 679,951$ 730,693$ 804,782$
Library Escrow 298,942 383,431 - - - -
Library Foundation Development - (1,968) (2,242) (2,242) (2,242) (2,242)
Library Equipment Replacement Reserve 109,936 108,578 143,824 161,246 158,168 175,590
Library Computer Replacement Reserve 82,962 76,977 - - - -
Senior Center Gift Funds 34,014 33,633 33,709 18,731 8,731 8,731
New Horizons Band 5,478 7,636 1,546 905 674 135
Cable Replacement Reserves - - - - 153,804 163,804
Emergency Funds - - 1,656,058 2,994,574 2,994,574 2,994,574
Energy Efficiency Revolving Loan Fund - - - 15,593 30,593 84,449
Transit Reserve: Grant & Levy Restrictions 3,510,848 - - - - -
Fire Dept. Donations 25 - - - - -
Fire Equipment Replacement Reserve 557,188 626,562 626,562 739,331 739,331 739,331
Honor Guard Donation 1,054 3,529 - - - -
Police Department Donations 1,448 1,106 - - - -
Park Land Acquisition Reserve 185,608 185,608 185,608 185,608 185,608 185,608
Park Land Development Reserve 23,437 23,437 23,437 23,437 23,437 23,437
Cemetery Flags & Flagpoles Program 1,212 1,212 - - - -
5,088,431$ 1,713,990$ 3,321,799$ 4,817,134$ 5,023,371$ 5,178,199$
Restricted:
(Not available for general operations)
Police Forfeiture Share 464,039$ 630,118$ 528,507$ 193,486$ 93,486$ 93,486$
Local Option Sales Tax 21,836,156 23,335,333 25,252,557 21,657,599 315,364 315,364
Restricted (Unspent Bond Proceeds)- - 705,857 - - -
Restricted (Develop/Constr Escrows)1,801,920 1,701,334 - - - -
24,102,114$ 25,666,785$ 26,486,921$ 21,851,085$ 408,850$ 408,850$
Total Assigned / Committed / Restricted:29,190,545$ 27,380,775$ 29,808,720$ 26,668,219$ 5,432,221$ 5,587,049$
Unassigned:17,104,454 17,119,096 17,984,607 16,483,299 18,030,502 17,521,287
General Fund Ending Fund Balance 46,294,999$ 44,499,871$ 47,793,327$ 43,151,518$ 23,462,723$ 23,108,336$
City of Iowa City
General Fund
Assigned, Committed & Restricted Fund Balance
112
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Property Taxes
Current Taxes 26,782,560$ 27,937,740$ 28,437,600$ 29,486,191$ 29,804,437$ 29,804,437$
Delinquent Property Taxes
Delinquent Taxes 661 1,897 2,626 - - -
Other City Taxes
Other City Taxes 10,619,112 10,536,839 2,947,501 2,231,144 2,428,855 2,428,855
Licenses And Permits
General Use Permits 52,803 71,396 82,747 68,992 80,686 80,656
Food & Liq Licenses 99,187 109,068 100,437 103,933 99,912 99,912
Professional License 17,310 18,190 16,610 17,955 16,610 16,610
Franchise Fees - - - - 727,698 727,698
Misc Permits & Lic 3,450 3,310 4,195 3,360 4,195 4,195
Const Per & Ins Fees 1,111,460 1,553,320 1,427,856 1,356,956 1,280,144 1,280,144
Misc Lic & Permits 25,678 21,983 27,998 23,053 26,281 26,281
Use Of Money And Property
Interest Revenues 353,442 240,017 201,307 150,887 102,177 102,177
Rents 472,812 341,012 418,631 580,849 431,454 431,454
Parking Ramp Revenue 609,937 17,035 - - - -
Royalties & Commiss 20,360 21,163 27,094 21,484 23,025 23,025
Intergovernmental
Fed Intergovnt Rev 2,367,581 66,936 120,228 118,802 17,374 17,374
Property Tax Credits 49,372 57,528 72,550 631,581 1,256,102 1,256,102
State 28E Agreements 1,416,759 1,504,557 1,370,309 1,624,187 1,397,715 1,397,715
Operating Grants 61,033 76,694 90,067 81,500 90,067 90,067
Disaster Assistance 1,101 122,522 3,633 - - -
Other State Grants 851,635 178,284 308,935 131,315 194,103 194,103
Local 28E Agreements 801,947 654,882 823,961 813,822 845,898 845,898
Charges For Fees And Services
Building & Devlpmt 311,445 393,429 401,648 314,484 335,347 335,347
Police Services 135,035 269,023 88,193 50,270 31,335 31,335
Animal Care Services 9,539 8,873 9,230 11,420 10,000 10,000
Fire Services 9,086 10,529 8,573 10,305 7,500 7,500
Transit Fees 1,121,409 - - - 900 900
Culture & Recreation 780,074 728,364 768,033 831,155 805,961 805,961
Library Charges 304 57 46 57 - -
Misc Charges For Svc 66,574 53,188 44,802 47,209 49,810 49,810
Water Charges 6,680 5,869 6,094 5,869 6,094 6,094
Refuse Charges 2,697 296 574 296 574 574
Parking Charges - - 30,170 17,050 30,170 30,170
Miscellaneous
Code Enforcement 455,264 451,306 415,839 455,386 415,841 415,841
Parking Fines 470,104 420,040 315,419 500,000 315,419 315,419
Library Fines & Fees 201,157 182,418 175,666 182,418 175,666 175,666
Contrib & Donations 236,566 390,624 318,367 286,139 286,386 284,386
Printed Materials 38,607 38,874 45,674 39,329 43,136 43,136
Animal Adoption 13,020 10,620 9,557 11,264 11,060 11,060
Misc Merchandise 36,340 25,462 23,376 27,384 26,488 26,488
Intra-City Charges 2,665,720 2,585,123 2,847,665 2,737,292 2,764,196 2,964,196
Other Misc Revenue 253,149 379,356 350,343 565,474 439,670 409,809
Special Assessments 1,740 1,013 979 - 979 979
Other Financial Sources
Sale Of Assets 1,183,162 549,549 1,683,887 2,136,969 494,150 94,150
Bonds - - 1,000,000 500,000 - -
Loans 198,589 901,610 2,881,195 2,048,644 457,631 57,631
Total Revenues 53,914,461$ 50,939,996$ 47,909,615$ 48,224,425$ 45,535,046$ 44,903,155$
City of Iowa City
General Fund
Revenues by Type
113
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
City Council
City Council 133,922$ 103,002$ 123,298$ 116,138$ 119,412$ 122,355$
City Clerk
City Clerk 533,569 489,167 533,845 516,040 576,888 522,663
Police Citizen Review Board
City Attorney
City Attorney 654,080 654,800 676,519 713,474 712,939 733,912
City Manager
City Manager 577,187 566,010 538,785 593,554 599,346 616,298
Communications Office 286,241 257,001 285,044 490,187 835,394 820,792
Human Resources 416,151 412,215 414,271 492,016 487,350 500,482
Human Rights 229,569 233,530 262,572 330,985 338,614 347,571
Finance
Finance Adminstration 2,020,336 1,543,026 1,447,968 1,865,165 1,994,375 2,064,232
Accounting 752,835 785,592 764,176 768,181 780,698 803,047
Purchasing 323,862 283,274 309,725 302,947 335,165 344,946
Revenue 953,372 956,857 953,955 959,592 987,734 1,013,802
Police
Police Administration 738,252 737,532 741,617 783,841 870,944 895,466
Police Administrative Services 1,729,034 1,712,112 1,820,848 1,939,698 2,044,851 2,101,121
Police Field Operations 8,921,449 8,994,163 9,686,508 10,493,242 9,976,644 10,132,874
Fire
Fire Administration 796,569 791,222 758,093 813,001 923,147 986,010
Fire Emergency Operations 5,851,931 5,957,389 6,271,096 6,600,413 6,432,842 6,578,130
Fire Prevention 197,402 185,249 191,601 260,845 209,300 214,929
Fire Training 155,571 159,647 180,996 201,651 189,373 194,344
Parks and Recreation
Park and Rec Admin 817,035 797,858 760,043 1,276,584 1,031,943 1,058,736
Recreation 2,801,548 2,870,350 2,852,525 3,066,959 2,993,065 3,014,087
Park Maintenance 3,345,784 3,184,891 3,452,490 3,715,273 3,768,398 3,810,485
Cemetery Operations 381,117 315,647 317,669 350,407 353,757 363,563
Library
Library Operations 5,758,770 5,560,202 5,767,401 5,847,418 5,975,382 6,059,233
Library Foundation Office - 132,644 110,119 190,961 174,829 180,074
Senior Center
Senior Center 828,740 840,519 825,124 936,159 898,419 904,928
Neighborhood & Dvlpmt Services
Neighborhood & Dvlpmt Admin 598,069 544,553 614,051 874,612 491,650 429,681
Neighborhood Services 899,975 2,601,543 6,079,302 6,313,428 2,452,357 1,437,880
Economic Development 445,625 588,884 810,266 919,177 1,048,932 1,072,954
Development Services 1,101,794 990,299 1,093,547 1,085,128 1,333,495 1,371,394
Public Works
Public Works Administration 274,406 279,099 285,641 295,662 307,369 316,418
Engineering Services 926,418 876,994 857,258 1,003,254 1,082,973 1,113,993
Transportation Services
Transit Operations 6,520,244 - - - - -
Total Expenditures:49,970,857$ 44,405,272$ 49,786,353$ 54,115,992$ 50,327,585$ 50,126,398$
City of Iowa City
General Fund
Expenditures by Department and Division
114
CITY COUNCIL
The City has seven (7) Council members, who serve staggered, four-year terms. Four
Council members are "at-large" and are nominated by all voters and elected by all voters.
Although the three "district" Council members (Districts A, B, and C) are nominated solely by
voters within their districts and any primary is held only within the district, they are elected by
voters city-wide. Council elections are held in odd-numbered calendar years.
Council members select the Mayor from among themselves at their first meeting of the calendar
year after each city council election. The Mayor is a voting member of the council and has no
veto power. The Mayor is the official representative of the City, presiding officer of the Council
and its policy spokesperson.
The Council appoints a City Manager, City Attorney and City Clerk. The City Manager serves as
the Chief Administrative Officer of the City.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 7.00 7.00 7.00
Financial Highlights:
Service expenditures include the City’s dues for the Iowa League of Cities and the National
League of Cities.
115
City of Iowa City
Activity: City Council (110100)Fund: General (1000)
Division: City Council (110100)Department: City Council
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 133,922$ 102,334$ 121,449$ 116,138$ 119,412$ 122,355$
Miscellaneous
Other Misc Revenue - 668 1,849 - - -
Total Revenues 133,922$ 103,002$ 123,298$ 116,138$ 119,412$ 122,355$
Expenditures:
Personnel 57,282$ 54,364$ 54,515$ 54,365$ 55,451$ 57,115$
Services 64,569 46,952 66,844 56,748 58,899 60,077
Supplies 2,368 1,685 1,939 5,025 5,062 5,163
Capital Outlay 9,703 - - - - -
Total Expenditures 133,922$ 103,002$ 123,298$ 116,138$ 119,412$ 122,355$
Personnel Services - FTE 2012 2013 2014 2015 2016
City Council 7.00 7.00 7.00 7.00 7.00
Total Personnel 7.00 7.00 7.00 7.00 7.00
Activity Summary
116
CITY CLERK
The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties
as prescribed by State Law, the City Charter, and the Municipal Code.
The City Clerk is appointed by the City Council, reports directly to the Council and attends all
City Council meetings. The City Clerk is charged with custody of deeds, contracts, and
abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions,
minutes, and the City Code. The office publishes public notices, ordinances, and minutes as
required by law. The City Clerk's office assists both staff and the general public in researching
information. Taxi company licenses and driver authorization, dancing permits, outdoor service
areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk's
office. City subdivision files, project files, the Domestic Partnership Registry, and an index of
Council proceedings are also maintained in the office. The Clerk's office also provides staff
support for the Citizens Police Review Board (CPRB).
The Citizens Police Review Board, based on a citizen initiative, was established in 1997. The
board reviews police policies, procedures, and practices and may recommend modifications to
them. The CPRB also reviews reports prepared after investigation of complaints about alleged
police misconduct and then issues its own written report. The Board is also required to maintain
a central registry of complaints and holds at least one community forum each year for the
purpose of hearing citizens’ views on the policies, practices and procedures of the Iowa City
Police Department.
HIGHLIGHTS
Recent Accomplishments:
Conversion of 1977-1990 meeting folders
Upcoming Challenges:
New taxi regulations
Election procedures (City no longer handles; County to administer)
Ongoing updates of on the older sections of Oakland Cemetery.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 4.00 4.00 4.00
Staffing Level Change Summary:
There are no staffing level changes in fiscal year 2016 budget.
117
Service Level Change Summary:
There are no service level changes in fiscal year 2016 budget.
Financial Highlights:
Fiscal year 2016 service expenditures include funds to cover the costs for the City’s biennial
election, and for continuing conversion of microfilm records into electronics for permanent
storage.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods; A Strong Urban Core; Strategic
Economic Development Activities, A Solid Financial
Foundation, & Enhanced Communication and Marketing
Department Goal/Objective: Provide support to the City Council, City staff, and
individuals to implement strategic plan.
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013
Ordinances & Resolutions
Received and Finalized
(including attached
documents
e.g. Contracts)
560 439 584 408
Hours Processing
Initiatives and Referendum
Petitions
New Measure New Measure New Measure 238
Legal Publications
Published New Measure New Measure New Measure 489
Council Meeting and
Information Packets
Distributed
New Measure New Measure New Measure 111
118
Strategic Plan Goal: Healthy Neighborhoods & A Strong Urban Core
Department Goal/Objective: Assist in dissemination of City Code information and in
enforcement; Accept subdivision applications; liquor
licenses; taxicab licenses; entertainment venues; special
exceptions; cigarette permit; solid waste container permits.
Performance Measures:
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal/Objective: 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.
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013
Number of Licenses and
Permits Processed New Measure New Measure New Measure 772
Board & Commission
Applications Processed New Measure New Measure New Measure 64
CY 2010 CY 2011 CY 2012 CY 2013
Number of Committees/
Commissions Meetings
Staffed (Diversity; Charter
Review; Citizens Police
Review Board; Senior
Services)
New Measure New Measure New Measure 20
Number of Images
Electronically Archived (JC
Recorder and Project
Files)
New Measure New Measure New Measure 14,005
Number of Board and
Commission Meeting
Packets Archived
New Measure New Measure New Measure 173
119
City of Iowa City
Activity: City Clerk (120100)Fund: General (1000)
Division: City Clerk (120100)Department: City Clerk
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 501,994$ 453,793$ 490,850$ 480,649$ 537,297$ 482,936$
Licenses And Permits
Professional License 14,605 15,335 13,825 15,335 13,825 13,825
Miscellaneous
Code Enforcement 3,300 4,200 5,990 4,200 5,990 5,990
Other Misc Revenue 10,445 11,512 13,266 11,512 12,966 12,966
Printed Materials 303 94 57 94 - -
Total Revenues 530,647$ 484,934$ 523,988$ 511,790$ 570,078$ 515,717$
Expenditures:
Personnel 398,648$ 407,730$ 411,831$ 416,544$ 423,761$ 436,474$
Services 124,134 69,291 105,929 82,571 139,873 72,670
Supplies 7,865 7,913 6,228 12,675 6,444 6,573
Total Expenditures 530,647$ 484,934$ 523,988$ 511,790$ 570,078$ 515,717$
Personnel Services - FTE 2012 2013 2014 2015 2016
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00
License Specialist 1.00 1.00 1.00 1.00 1.00
Total Personnel 4.00 4.00 4.00 4.00 4.00
Citizens Police Review Board (120200)Fund: General (1000)
Division: City Clerk Department: City Clerk
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 2,922$ 4,233$ 9,857$ 4,250$ 6,810$ 6,946$
Total Revenues 2,922$ 4,233$ 9,857$ 4,250$ 6,810$ 6,946$
Expenditures:
Personnel -$ -$ 585$ -$ -$ -$
Services 2,922 4,233 9,272 4,250 6,810 6,946
Total Expenditures 2,922$ 4,233$ 9,857$ 4,250$ 6,810$ 6,946$
Activity Summary
Activity Summary
120
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:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 5.60 5.50 5.50
Staffing Level Change Summary:
In fiscal year 2016, the City Attorney’s position has increased from .60 FTE to 1.00 FTE while
two full-time Assistant City Attorney positions have been reduced from 1.00 FTE to .75 FTE
each. Total change in the FTE for the City Attorney’s Office in fiscal year 2016 is a reduction of
.10 FTE.
Service Level Change Summary:
There are no service level changes budgeted for fiscal year 2016.
Financial Highlights:
The City Attorney’s Office has had a fairly stable budget over the past four years.
GOALS, OBJECTIVES, and MEASURES
Strategic Plan Goal: Healthy Neighborhoods; A Strong Urban Core; Strategic
Economic Development Activities, A Solid Financial
Foundation, & Enhanced Communication and Marketing
121
Department Goal/Objective: Provide professional legal advice and representation to the
City Council, City Manager, Department Directors and Staff
and City Assessor.
Measures:
Strategic Plan Goal: Healthy Neighborhoods & A Strong Urban Core
Department Goal/Objective: Provide Professional Representation to City in
enforcement of the City Code and rules of the Housing
Authority
Measures:
CY 2010 CY 2011 CY 2012 CY 2013
Ordinances & Resolutions
Approved (including
attached documents
e.g. Contracts)
560 439 584 408
Public Meetings of City
Council, Boards and
Commissions Staffed by
City Attorney’s Office
New Measure New Measure New Measure 90
Cases in State and
Federal Courts and
Administrative Agencies
New Measure New Measure New Measure 51
CY 2010 CY 2011 CY 2012 CY 2013
Prosecution of Simple
Misdemeanors 378 469 462 366
Municipal Infraction Trials New Measure New Measure New Measure 32
Housing Authority
Hearings New Measure New Measure New Measure 50
122
Strategic Plan Goal: Healthy Neighborhoods
Department Goal/Objective: Professional handling of acquisition and purchases of
homes in programs endorsed by City Council (e.q.
UniverCity and flood buyout)
Measures:
CY 2010 CY 2011 CY 2012 CY 2013
Number of Closings 47 52 24 27
123
City of Iowa City
Activity: City Attorney (130100)Fund: General (1000)
Division: City Attorney (130100)Department: City Attorney
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 575,224$ 554,601$ 591,999$ 636,730$ 625,095$ 646,068$
Miscellaneous
Code Enforcement 409 612 764 612 764 764
Intra-City Charges 75,874 96,430 82,271 72,975 85,595 85,595
Other Misc Revenue 2,573 3,157 1,485 3,157 1,485 1,485
Printed Materials - - 44 - - -
Total Revenues 654,080$ 654,800$ 676,563$ 713,474$ 712,939$ 733,912$
Expenditures:
Personnel 615,541$ 618,798$ 636,717$ 674,697$ 671,398$ 691,540$
Services 30,864 28,634 32,902 30,832 33,813 34,489
Supplies 7,675 7,368 6,900 7,945 7,728 7,883
Total Expenditures 654,080$ 654,800$ 676,519$ 713,474$ 712,939$ 733,912$
Personnel Services - FTE 2012 2013 2014 2015 2016
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Assistant City Attorney 2.00 2.00 2.00 1.50 1.50
City Attorney 0.60 0.60 0.60 1.00 1.00
First Asst City Attorney 1.00 1.00 1.00 1.00 1.00
Legal Assistant 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.60 5.60 5.60 5.50 5.50
Activity Summary
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CITY MANAGER
The City Manager strives to ensure City services are provided in an efficient, responsible
manner. Through effectively managing the City’s operating departments, the City Manager
seeks to implement policy that is consistent with the preferences of Iowa City’s residents, as
reflected in the direction provided by the City Council. Further, the City Manager provides
Council with information needed to make informed policy decisions.
The City Manager is the chief administrative officer for the City and is appointed by the City
Council, managing the City’s day-to-day operations under broad policy direction from Council.
The City Manager supervises the activities of all City departments and advises the City Council
on matters relating to planning, development, and municipal operations. The City Manager
implements policy decisions of the City Council and enforces City ordinances through the
management of the City’s operating departments and the administration of the City’s personnel
system. The City Manager also oversees administration of City contracts, execution of public
improvements, as well as construction, improvement, and maintenance of all City facilities. The
City Manager prepares a proposed annual budget and submits it to the City Council for
consideration and final approval consistent with State law, along with presenting policy and
program recommendations to the City Council.
The City Manager’s Office also administers the City’s lobbyist contract. The City’s lobbyist
monitors legislative action that will impact the city, and works to affect legislation at the state
level to protect the city’s interests, support its goals, and ensure state funding for local
programs.
The City Manager’s Office oversees the operations of four divisions within the department: the
Communications Office, Human Resources, Human Rights, and Cable Television, which
operates as an enterprise fund.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 3.00 3.00 3.00
Financial Highlights:
The fiscal year 2015-2016 City Manager’s Office budget is a 0.98% increase compared
with the prior year’s budget. Notable changes from the previous year’s budget include
an increase in permanent full-time personnel expenditures through scheduled merit
increases, a decrease of $26,000 in temporary staff expenditures for the Management
Intern position, and a $5,000 increase in city sponsored event funding.
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GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Strong Urban Core
Department Goal: Support the cultural and economic vibrancy of the City
while allowing citizens to use City-owned property.
Department Objective: Process public assembly, parade, use of City Plaza, and
ambulatory vendor permits in a manner that supports the
cultural and economic vibrancy of the downtown and near
downtown areas while protecting public safety.
Performance Measures:
Permits Processed
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Keep the City Council informed with the City’s
accomplishments and future plans that further the strategic
plan goals.
Department Objective: Report strategic plan progress to Council, at a minimum,
every four months. These updates should include specific
projects and initiatives that support strategic plan goals.
Performance Measures:
Strategic Plan Report Updates
CY 2010 CY 2011 CY 2012 CY 2013
159 154 151 129
Goal CY 2010 CY 2011 CY 2012 CY 2013
> 3 New Measure New Measure 3 3
126
Strategic Plan Goal: Strategic Economic Development Activities & Enhanced
Communication and Marketing
Department Goal: Enhance community relations to encourage cooperative
projects to help improve residents’ lives in the community.
Department Objective: Engage with local community and economic development
organizations to develop collaborative relationships to
coordinate service delivery and foster economic
development.
Performance Measures:
United Way and Iowa City Area Development Group (ICAD) Functions Attended
CY 2010 CY 2011 CY 2012 CY 2013
New Measure 40 69 67
127
City of Iowa City
Activity: City Manager (210100)Fund: General (1000)
Division: City Manager (210100)Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 577,182$ 565,510$ 538,622$ 591,554$ 597,683$ 614,635$
Licenses And Permits
Parade/Assembly Permit Fee - - - 1,500 1,500 1,500
Miscellaneous
Other Misc Revenue 5 500 163 500 163 163
Total Revenues 577,187$ 566,010$ 538,785$ 593,554$ 599,346$ 616,298$
Expenditures:
Personnel 507,942$ 445,186$ 464,084$ 494,183$ 496,533$ 511,429$
Services 66,600 118,598 73,449 95,371 100,838 102,855
Supplies 2,645 576 1,252 4,000 1,975 2,015
Capital Outlay - 1,650 - - - -
Total Expenditures 577,187$ 566,010$ 538,785$ 593,554$ 599,346$ 616,298$
Personnel Services - FTE 2012 2013 2014 2015 2016
Adm Assistant To City Manager 1.00 1.00 1.00 - -
Administrative Analyst - - - 1.00 1.00
Assistant To The City Manager - - 1.00 - -
Asst City Manager 1.00 1.00 - 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity Summary
128
COMMUNICATIONS OFFICE
Communications Office
The Communications Office serves as the central point of contact for internal and
external communications at the City. The communications team coordinates media
efforts and informational and promotional campaigns for the City, maintains the City’s
website and intranet, utilizes and manages social media to promote City events and
programs, and works closely with Cable staff on public and educational programming.
The team coordinates with City staff on policies and procedures, publicizes events, and
supports customer service functions throughout the organization. The Communications
Office also staffs the front lobby information desk, which serves as the customer service
hub of City Hall.
Cable TV 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.
HIGHLIGHTS
The Cable TV office was merged into the Communications Office this year. This allows the
Communications Office to have primary oversight of City-produced news, streamlining our news
coordination efforts and reducing overlap and expenses. The Cable TV operations were
previously accounting for in an Enterprise fund but were transferred to the General Fund in
fiscal year 2016.
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Recent Accomplishments:
This year, the Communications Office has worked to strengthen working partnerships with staff
and information-sharing and coordination of news among departments, as well as with the
University of Iowa. The result has been expanded media coverage and greater event success.
Some examples include: Animal Center: Groundbreaking ceremony on new facility
City Manager’s Office: Streetscape project; Downtown efforts such as Parents Night Out;
Blue Zones marketing and assistance in worksite certification
Fire Department: Creation of Twitter account for the Fire Dept. and continued collaboration
in sharing safety messaging and news items
Neighborhood & Development Services: South Planning District tours and workshops;
sustainability initiative projects with University of Iowa; public art projects; UniverCity and
other housing programs; public input events
Parks and Recreation Department: Golf fundraiser; 3 on 3 Youth Basketball program;
media releases from all divisions
Police: National Night Out; 3 on 3 Youth Basketball program; Youth Police Academy;
Downtown policing efforts; Crime Prevention media releases and program materials
Public Works: Landfill & Recycling’s ECO Iowa City program; ribbon-cutting ceremony and
open house for new Wastewater Treatment Plant; expansion and implementation of snow
emergency communication plan
Social Media: The City’s social media accounts, Facebook, Twitter, Instagram, Google+
and LinkedIn continue to attract more followers through consistent use and interaction with
the public. Recent roll-out of the Nextdoor social media network will serve as an additional
outreach tool for neighborhoods.
Customer Service: Introduced the customer service reporting software, ICgovXpress,
throughout the City organization to improve customer service and streamline internal
communication.
In April 2014, the Cable TV office received an award for an entry in a regional video competition
sponsored by the Midwest Region of the Alliance for Community Media and Wisconsin
Community Media. A program featuring the annual bike/bus/car race from Coralville to Iowa
City, involving local elected officials, won first prize in its category. The program also won “Best
in Show” among government-produced programs.
In October 2014, the Cable TV office submitted a public service announcement (PSA) for
consideration in a national competition sponsored by the National Association of
Telecommunications Officials and Advisors. The PSA highlighted the City’s ICgovXpress
mobile app and received a third-place award.
130
Upcoming Challenges:
The Communications staff has begun a complete redesign of the City’s website. A 28E
agreement was negotiated with the University of Iowa, and Communications staff has
been working closely with the development team on the new site.
As visual media consumption takes on new forms, it will be essential that consideratio n
be given to new ways of packaging and distributing important City and community
information to local residents. This will include the continued development of video
programming formats that are in line with growing trends, such as mobile viewing and
integration with social media.
In fiscal year 2016, the Cable Television operations have merged into the
Communications Office. Prior year activity for the Cable Television operations can be
found in the Cable Television Fund in the Enterprise Fund section of the budget.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 3.00 3.00 7.50
Staffing Level Change Summary:
The Cable Television operations staff has been combined with the Communications Office staff
in the fiscal year 2016 budget. Prior year staffing information for the Cable Television
operations can be found as part of the Cable Television Fund in the Enterprise Fund section of
the budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2016 budget.
Financial Highlights:
The fiscal year 2015 revised budget in the Communications Office includes funding for an
upgrade to the Laserfiche software that provides the document imaging and storage functions.
In fiscal year 2016, funding for advertising and marketing was reduced; however, additional
funding was added for language interpreter services and web hosting services.
131
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Increase opportunities for citizen engagement and
education
Department Objective: Utilize social media, website, video messaging and media
outreach to provide access to a wide audience
Performance Measures:
Social media growth and digital outreach using e-subscription service
Video Programming
Note: Includes full-length and short programs, public service announcements, and program segments
FY 2011 FY 2012 FY 2013 FY 2014
Twitter New Measure New Measure 574 2,742
Facebook New Measure New Measure 520 1,191
Media release activity 706 751 813 826
FY 2011 FY 2012 FY 2013 FY 2014
Programming promoting
downtown activities and
organizations
25 34 42 54
Programming promoting
general City initiatives,
projects, and public input
125 142 160 150
132
City of Iowa City
Activity: Communications Office (210200)Fund: General (1000)
Division: Communications Office (210200)Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 267,205$ 257,001$ 285,044$ 490,187$ 370,053$ 376,979$
Miscellaneous
Intra-City Charges 19,036 - - - - -
Total Revenues 286,241$ 257,001$ 285,044$ 490,187$ 370,053$ 376,979$
Expenditures:
Personnel 266,548$ 239,874$ 256,834$ 269,389$ 289,113$ 297,786$
Services 16,383 14,942 26,539 127,222 61,770 63,005
Supplies 3,310 2,186 1,671 15,757 15,870 16,187
Capital Outlay - - - 77,819 3,300 -
Total Expenditures 286,241$ 257,001$ 285,044$ 490,187$ 370,053$ 376,979$
Personnel Services - FTE 2012 2013 2014 2015 2016
Communications Assistant - - 1.00 1.00 1.00
Communications Coordinator - - 1.00 1.00 1.00
Document Services Supv 1.00 1.00 - - -
Document Specialist 2.00 - - - -
Digital Communications Spec - - 1.00 1.00 1.00
Sr. Document Specialist 1.00 1.00 - - -
Total Personnel 4.00 2.00 3.00 3.00 3.00
Capital Outlay 2015 2016
Office Equipment -$ 3,300$
Software 77,819 -
Total Capital Outlay 77,819$ 3,300$
Activity Summary
133
City of Iowa City
Activity: Cable Administration (210510)Fund: General Fund (1000)
Division: Communications Office (210200)Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Franchise Fees -$ -$ -$ -$ 727,698$ 727,698$
Use Of Money And Property
Interest Revenues - - - - 835 835
Miscellaneous
Other Misc Revenue - - - - 144 144
Total Revenues -$ -$ -$ -$ 728,677$ 728,677$
Expenditures:
Personnel -$ -$ -$ -$ 364,137$ 375,061$
Services - - - - 57,840 58,997
Supplies - - - - 9,564 9,755
Total Expenditures -$ -$ -$ -$ 431,541$ 443,813$
Personnel Services - FTE 2012 2013 2014 2015 2016
Clerical Assistant - Cable T.V. - - - - 0.50
Communications Tech - Cable - - - - 1.00
Media Production Service Coordinator - - - - 1.00
Production Asst - Cable T.V. - - - - 1.00
Special Projects Asst - Cable - - - - 1.00
Total Personnel - - - - 4.50
Activity: Cable Reserves (210520)Fund: Cable Replacement Reserves (1007)
Division: Communications Office (210200)Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Transfer In:
Transfer-In from Cable Operations -$ -$ -$ -$ 10,000$ 10,000$
Total Transfer In -$ -$ -$ -$ 10,000$ 10,000$
Expenditures:
Capital Outlay -$ -$ -$ -$ 33,800$ -$
Total Expenditures -$ -$ -$ -$ 33,800$ -$
Capital Outlay 2015 2016
Video Production Equipment -$ 33,800$
Total Capital Outlay -$ 33,800$
Activity Summary
Activity Summary
134
HUMAN RESOURCES
The Human Resources Division provides quality, comprehensive Human Resources services to
the City of Iowa City and its employees with integrity, responsiveness, and sensitivity to the
employees of the City and other customers, consistent with appropriate best practices and legal
requirements.
The Human Resources Division strives to provide quality, comprehensive Human Resources
services to the City of Iowa City and its employees in the areas of:
Employee and labor relations for approximately 1,000 City employees, both permanent
and temporary
Collective bargaining and contract administration for three collective bargaining
agreements: AFSCME, Police, and Fire unions
Civil Service compliance per Chapter 400 of the Code of Iowa
Comprehensive benefits administration for approximately 620 permanent employees
Internal and external recruitment for permanent and temporary positions in compliance
with Chapter 400 of the Iowa Code, collective bargaining agreements, and Personnel
Policies
Personnel policy development and administration
Administration of applicable state and federal employment laws
HIGHLIGHTS
Recent Accomplishments:
Completed implementation of Munis Payroll, Employee Self Service, Benefits
Administration and Applicant Tracking (January 2015 go-live) modules
Completed Firefighter entry-level testing and certified hiring list of 27 candidates in April
2014 in compliance with Chapter 400 of the Code of Iowa
Completed Police Officer entry-level testing and certified hiring list of 23 candidates in
September 2014 in compliance with Chapter 400 of the Code of Iowa
Police promotional testing for the ranks of Sergeant, Lieutenant and Captain (to be
completed November 2014) in compliance with Chapter 400 of the Code of Iowa
City Employee Wellness Committee achieved Blue Zones Worksite designation for City
Hall
Implemented changes to recruitment, outreach, application and candidate screening
processes aimed at increasing diversity of applicant pools for open positions
Upcoming Challenges:
Kronos time and attendance software implementation
Collective bargaining for FY16 agreements with AFSCME and Police Labor Relations
Organization
135
Fire Department promotional testing for the ranks of Lieutenant, Captain, Battalion Chief,
and Deputy Fire Chief in compliance with Chapter 400 of the Code of Iowa
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staff level changes budgeted for fiscal year 2016.
Service Level Change Summary:
There are no service level changes budgeted for fiscal year 2016.
Financial Highlights:
The budgeted expenditures for services has been reduced from fiscal year 2015 to fiscal year
2016 by 17% primarily due to the expenditures for the police and fire promotional testing in
fiscal year 2015.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Recruitment for permanent and temporary positions in
compliance with Chapter 400 of the Iowa Code, applicable
collective bargaining agreements and City policies.
Department Objective: To employ effective and efficient recruitment practices in a
cost-effective manner.
136
Performance Measures:
Averages
Note: Recruitment data does not include non-civilian Police and Fire Staff,
Library employees or Recreation program hourly staff.
City Employee Turnover Rate
FY 2011 FY 2012 FY 2013 FY 2014
Number of Internal
Hires 21 15 26 25
Number of External
Hires 103 99 105 98
Positions posted but
not filled 5 6 9 13
FY 2011 FY 2012 FY 2013 FY 2014
Days to Fill Vacant
Position 45.47 38.23 43.65 44.18
Advertising Expense
per External Hire $241.10 $268.21 $240.62 $68.14
Applicants per Hire 11.61 10.43 9.97 8.32
CY 2010 CY 2011 CY 2012 CY 2013
6.62% 4.26% 5.19% 7.01%
137
City of Iowa City
Activity: Human Resources (210300)Fund: General (1000)
Division: Human Resources (210300)Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 410,016$ 404,607$ 396,119$ 484,408$ 487,041$ 500,173$
Charges For Fees And Services
Misc Charges For Svc 120 70 90 70 90 90
Intra-City Charges 5,965 7,538 17,843 7,538 - -
Other Misc Revenue 50 - 219 - 219 219
Total Revenues 416,151$ 412,215$ 414,271$ 492,016$ 487,350$ 500,482$
Expenditures:
Personnel 327,267$ 289,562$ 303,406$ 317,073$ 338,464$ 348,618$
Services 80,297 114,312 87,037 141,735 117,604 119,956
Supplies 7,186 8,341 23,828 33,208 31,282 31,908
Capital Outlay 1,401 - - - - -
Total Expenditures 416,151$ 412,215$ 414,271$ 492,016$ 487,350$ 500,482$
Personnel Services - FTE 2012 2013 2014 2015 2016
Human Resources Administrator - - 1.00 1.00 1.00
Human Resources Assistant - - 1.00 1.00 1.00
Human Resources Generalist - - 1.00 1.00 1.00
Personnel Administrator 1.00 1.00 - - -
Personnel Assistant 2.00 2.00 - - -
Personnel Generalist 1.00 1.00 - - -
Total Personnel 4.00 4.00 3.00 3.00 3.00
Activity Summary
138
HUMAN RIGHTS
The Human Rights Office receives, investigates and makes decisions on complaints alleging
unlawful discrimination, and works to end discriminatory practices by education, conciliation and
enforcement when necessary. The Office also provides educational trainings and presentations
on civil rights and illegal discrimination to the public and local businesses/organizations. The
Office cooperates with other agencies/organizations both public and private in the planning and
conducting of programs designed to educate on civil rights and illegal discrimination and
prepares specialized materials including correspondence, brochures, and advertisements on
civil rights and illegal discrimination. In addition, the Office plans programs for the community,
provides specialized reports to state agencies and the City Council, and serves as secretary
and liaison to the Human Rights Commission. Daily office duties include responding to requests
and concerns from the public, and making referrals to appropriate agencies as needed.
Trainings and continuing legal educations are attended throughout the year by staff to remain
knowledgeable on relevant laws concerning civil rights and discrimination.
The responsibilities of the equity branch of the office include but are not limited to Contract
Compliance with the City’s Equal Opportunity Policy, serving as an advisor to the City Manager
on issues of equity, inclusion and diversity, liaison to City staff to promote and measure equity
within City operations, and preparing the annual report on equity.
HIGHLIGHTS
Recent Accomplishments:
City wide staff training on Diversity & Inclusion.
Outreach to diverse populations in the community via electronic and print
advertisement, presentations, trainings, and specific mailings to local not for
profits and social service agencies.
Primary publications and event flyers translated into Spanish, Arabic and
Mandarin.
Fair housing testing.
Upcoming Challenges:
To follow the general duties required by the City code for this office and to
strengthen community outreach, materials and advertisements should be
available in common languages spoken in this community.
To provide these materials funding needs will increase despite modest increases
to overall City budgets. In addition, trainings and certifications of staff to remain
up to date on matters of equity and HUD mandates will require additional
funding.
139
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes included in the fiscal year 2016 budget.
Service Level Change Summary:
There are no service level changes budgeted in fiscal year 2016.
Financial Highlights:
Other Professional Services was increased from $8,000 to $11,000. These costs cover
mediation on complaints, transcription of complaint interviews, confidential document
shredding, translation services (oral and written), trainings, and payment to testers. The
increased funding is to cover costs associated with reaching all community members
which by necessity includes communicating in a language other than English and
having materials and documents translated from English to other languages.
Advertising budget of $15,000 is included. This cost is to advertise online and in print for
community outreach to diverse populations for City services, programs and employment
opportunities will require more adverting.
$60,000 is included in both fiscal year 2015 and 2016 budgets for partnerships with
other agencies to provide diversification training, outreach, and community participation.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: To eradicate discrimination through outreach, education
and enforcement.
Department Objective: Support and promote equal opportunity.
140
Performance Measures:
Complaints Filed
Demographic Information (voluntarily provided)
Type FY 2011 FY 2012 FY 2013 FY 2014
Credit New Measure New Measure New Measure 2
Education New Measure New Measure New Measure 2
Employment New Measure New Measure New Measure 16
Housing New Measure New Measure New Measure 5
Public Accommodation New Measure New Measure New Measure 16
Total New Measure New Measure New Measure 41
Age CY 2010 CY 2011 CY 2012 CY 2013
Over 21 New Measure New Measure New Measure 21
Over 60 New Measure New Measure New Measure 8
Sexual Orientation CY 2010 CY 2011 CY 2012 CY 2013
Homosexual New Measure New Measure New Measure 1
Marital Status CY 2010 CY 2011 CY 2012 CY 2013
Single New Measure New Measure New Measure 2
141
Requested information is optional therefore some complainants opt to not provide
demographical information.
National Origin CY 2010 CY 2011 CY 2012 CY 2013
American New Measure New Measure New Measure 6
Chilean New Measure New Measure New Measure 1
Honduras New Measure New Measure New Measure 1
Belgian New Measure New Measure New Measure 1
Sex CY 2010 CY 2011 CY 2012 CY 2013
Female New Measure New Measure New Measure 15
Male New Measure New Measure New Measure 19
CY 2010 CY 2011 CY 2012 CY 2013
Disability New Measure New Measure New Measure 6
Race CY 2010 CY 2011 CY 2012 CY 2013
White New Measure New Measure New Measure 16
Black/African-American New Measure New Measure New Measure 13
American Indian New Measure New Measure New Measure 1
Hispanic New Measure New Measure New Measure 3
Asian New Measure New Measure New Measure 2
142
City of Iowa City
Activity: Human Rights (210400)Fund: General (1000)
Division: Human Rights (210400)Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 226,292$ 223,235$ 250,937$ 327,985$ 334,764$ 343,721$
Licenses And Permits
Misc Lic & Permits 30 90 - - - -
Special Events - 8,418 2,250 2,000 2,250 2,250
Contrib & Donations 100 100 100 - 100 100
Other Misc Revenue 3,147 1,687 9,285 1,000 1,500 1,500
Total Revenues 229,569$ 233,530$ 262,572$ 330,985$ 338,614$ 347,571$
Expenditures:
Personnel 195,402$ 195,609$ 203,290$ 211,091$ 218,424$ 224,977$
Services 30,122 33,519 53,516 115,186 114,199 116,483
Supplies 4,045 4,402 5,766 4,708 5,991 6,111
Total Expenditures 229,569$ 233,530$ 262,572$ 330,985$ 338,614$ 347,571$
Personnel Services - FTE 2012 2013 2014 2015 2016
Human Rights Coordinator 1.00 1.00 1.00 1.00 1.00
Human Rights Investigator 1.50 1.00 1.00 1.00 1.00
Total Personnel 2.50 2.00 2.00 2.00 2.00
Activity Summary
143
FINANCE ADMINISTRATION
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.
144
Non-Operational Administration
The Non-Operational Administration cost center facilities financial transactions which are
non-operational in nature.
Employee Benefits Levy: State code requires that a separate fund be established to
account for revenue from the Employee Benefits Levy. Monies are then transferred into
Non-Op Admin to cover General Fund’s share of Employee Benefit costs levied.
Local Option Sales Tax: A one percent (1%) sales tax was approved by voter
referendum in May, 2009. These funds are transferred out to the respective capital
projects in FY2012 and 2013. The sunset for this tax was June 30, 2013.
Community Event and Program Funding: The City’s Community Events and
Programming budget has financially supported groups that have requested funding for
various community events.
HIGHLIGHTS
Maintained the City’s Aaa bond rating from Moody’s Investors Service
Kronos time keeping software is being implemented during FY2015
Implemented budget process through Munis financial system
Recent Accomplishments:
The City’s FY2014 budget document
earned the GFOA Distinguished Budget
Presentation Award.
Updated City Fund Balance policy
Implemented Plan It! Capital
improvement program software
Upcoming Challenges:
Planning for the effects of commercial
property tax reform at the state level.
Address SEC MCDC initiative
Overhaul financial policy manual and
create new internal audit program
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 4.15 4.15 4.15
Staffing Level Change Summary:
There are no changes to the Finance Administration staffing plan for fiscal year 2016.
Service Level Change Summary:
There are no major service level changes budgeted for fiscal year 2016.
Financial Highlights:
The fiscal year 2015 budget includes capital costs of acquiring the Kronos timekeeping software
for electronic timesheet and time clock management. No capital outlay expenditures are
budgeted for fiscal year 2016.
145
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Maintain the City’s Overall Sustainable Financial Health
Department Objective: Maintain the City’s Aaa Bond Rating
Performance Measures:
Moody’s Aaa Bond Rating (maintained)
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Accurate and Timely Financial Reporting
Department Objective: Earn the GFOA Distinguished Budget Presentation Award
Performance Measures:
Budget Award
FY 2011 FY 2012 FY 2013 FY 2014
Yes Yes Yes Yes
FY 2011 FY 2012 FY 2013 FY 2014
Did not Apply Did not Apply Yes Yes
146
City of Iowa City
Activity: Finance Adminstration (310100)Fund: General (1000)
Division: Finance Adminstration (310100)Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Property Taxes 22,441,703$ 23,492,249$ 23,964,345$ 24,847,997$ 25,116,170$ 25,116,170$
Delinquent Property Taxes 554 1,595 2,213 - - -
Other City Taxes 421,220 415,403 407,630 412,633 410,576 410,576
Licenses And Permits
Food & Liq Licenses 98,363 108,788 99,912 103,933 99,912 99,912
General Use Permits 40,765 51,425 66,246 51,425 66,246 66,246
Use Of Money And Property
Interest Revenues 122,495 204,196 167,135 122,495 67,930 67,930
Intergovernmental
Property Tax Credits 49,372 57,528 72,550 539,041 1,070,284 1,070,284
Miscellaneous
Code Enforcement 442,897 418,463 394,104 418,463 394,104 394,104
Intra-City Charges 2,564,470 2,480,670 2,747,381 2,656,294 2,678,601 2,678,601
Other Misc Revenue 22 11 569 - 569 569
Parking Fines 470,104 420,040 315,419 500,000 315,419 315,419
Printed Materials - - 5 - - -
Other Financial Sources
Sale Of Assets - - 26,000 - - -
Transfer In - Bus Type Funds 18,000 18,000 18,414 18,727 18,914 18,914
Total Revenues & Transfer In 26,669,965$ 27,668,367$ 28,281,923$ 29,671,008$ 30,238,725$ 30,238,725$
Expenditures:
Personnel 316,178$ 366,855$ 351,957$ 360,136$ 389,433$ 401,116$
Services 91,532 82,680 65,071 50,097 52,301 53,347
Supplies 4,073 3,308 3,759 3,719 2,726 2,781
Capital Outlay 1,850 6,120 - 9,350 - -
Total Expenditures 413,633$ 458,963$ 420,787$ 423,302$ 444,460$ 457,244$
Personnel Services - FTE 2012 2013 2014 2015 2016
Administrative Secretary 0.25 0.25 0.25 0.25 0.25
Budget Management Analyst 1.00 1.00 2.00 2.00 2.00
Finance Director 0.90 0.90 0.90 0.90 0.90
Management Analyst *0.50 0.50 - - -
Total Personnel 2.65 2.65 3.15 3.15 3.15
* Position Eliminated by Resolution May 2013, subsequent to FY14 Budget Adoption.
Capital Outlay 2015 2016
Software 9,350$ -$
Total Capital Outlay 9,350$ -$
Activity Summary
147
City of Iowa City
Activity: Disaster Assistance (310720/310730)Fund: General (1000)
Division: Finance Administration Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 38,847$ -$ 10,591$ -$ -$ -$
Intergovernmental
FEMA Reimbursements 72,971 43,428 1,571 - - -
State Disaster Assistance 1,101 122,522 2,834 - - -
Other State Grants - - 13,353 - - -
Use Of Money And Property
Interest Revenues 29 7 - - - -
Miscellaneous
Other Misc Revenue 6,071 794 - - - -
Transfer-In - 26,027 - - - -
Total Revenues & Transfer In 119,019$ 192,778$ 28,349$ -$ -$ -$
Expenditures:
Personnel 34,507$ 40,200$ 25,694$ -$ -$ -$
Services 84,512 3,453 2,655 - - -
Total Expenditures 119,019$ 43,653$ 28,349$ -$ -$ -$
Personnel Services - FTE 2012 2013 2014 2015 2016
Associate Planner 0.40 0.40 - - -
Total Personnel 0.40 0.40 - - -
Activity Summary
148
City of Iowa City
Activity: Tort Liability (310630)Fund: General (1000)
Division: Finance Administration Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Property Taxes 961,434$ 907,808$ 864,503$ 896,379$ 906,056$ 906,056$
Delinquent Property Taxes 24 62 80 - - -
Other City Taxes 18,041 16,051 14,708 15,102 14,627 14,627
Intergovernmental
Property Tax Credits - - - 17,884 35,507 35,507
Total Revenues 979,499$ 923,921$ 879,291$ 929,365$ 956,190$ 956,190$
Expenditures:
Personnel 113,766$ 114,916$ 121,156$ 121,118$ 129,531$ 133,417$
Services 736,297 812,567 764,102 889,266 939,500 958,290
Supplies 4,789 4,884 5,002 5,081 5,185 5,289
Total Expenditures 854,852$ 932,368$ 890,260$ 1,015,465$ 1,074,216$ 1,096,996$
Personnel Services - FTE 2012 2013 2014 2015 2016
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
Activity: Non-Operational Admin (310710)Fund: General (1000)
Division: Finance Administration Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Property Taxes -$ 2,754,939$ 2,810,095$ 2,913,708$ 2,945,164$ 2,945,164$
Delinquent Property Taxes - - 260 - - -
Other City Taxes 8,949,784 8,664,389 878,792 337,320 373,577 373,577
Use Of Money And Property
Interest Revenues 220,433 - - - - -
Rents 2,000 5,500 6,000 5,500 6,000 6,000
Intergovernmental
Property Tax Credits - - - 58,134 117,172 117,172
Miscellaneous
Misc Merchandise 12 18 9 - - -
Other Misc Revenue - 6,952 - 6,952 - -
Other Financial Sources
Interfund Loans 882,222 - - - - -
Sale Of Assets 804,380 101,162 - - - -
Transfer-In - Employee Benefits 8,846,298 8,705,258 8,768,255 8,547,359 8,992,897 8,992,897
Total Revenues & Transfer In 19,705,129$ 20,238,217$ 12,463,411$ 11,868,973$ 12,434,810$ 12,434,810$
Expenditures:
Services 624,276$ 107,443$ 106,426$ 107,493$ 106,474$ 108,603$
Supplies 7,746 600 2,146 624 2,225 2,270
Capital Outlay 810 - - - - -
General Fund Contingency - - - 318,281 367,000 399,120
Total Expenditures 632,832$ 108,043$ 108,572$ 426,398$ 475,699$ 509,993$
Activity Summary
Activity Summary
149
City of Iowa City - General Fund
Community Event and Program Funding
Community event funding totals $16,200 for FY2016.
Funding Requests for
Community Events & Programs
Actual
FY2013
Actual
FY2014
Budget
FY2015
Requested
FY2016
Budget
FY2016
319 Music Fest 3,000 - - - -
3rd Annual Northside Oktoberfest - 1,000 1,500 - -
4rh Annual Iowa City Juneteenth Celebration - 275 1,000 2,000 2,000
Think Bicycles:- - - - -
Bike to Work Month - 1,000 1,000 - -
1st Annual Hand Built Bicycle Exhibition - - 3,700 - -
Iowa City Book Festival 1,000 - - - -
Iowa City Community String Orchestra 200 400 - - -
Landlocked Film Festival 3,000 3,000 3,000 3,000 3,000
Mission Creek Festival 4,000 4,000 - - -
Public Space One: 52 Weeks/Works in Progress Festival (WiP5)- 500 - - -
Riverside Theatre - Shakespeare Festival 5,000 5,000 5,000 - -
Contingency - 1,025 1,000 - 11,200
Community Event Program Funding 16,200 16,200 16,200 5,000 16,200
City Sponsored Events
Actual
FY2013
Actual
FY2014
Budget
FY2015
Requested
FY2016
Budget
FY2016
Summer of the Arts 67,000 67,000 67,000 67,000 67,000
4th of July Fireworks (City of Iowa City) 23,000 23,000 23,000 23,000 23,000
City Sponsored Event Funding 90,000 90,000 90,000 90,000 90,000
150
ACCOUNTING
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:
The City’s Comprehensive Annual
Financial Report (CAFR) for FY2013
earned the Government Finance
Officers Association (GFOA) Certificate
of Achievement for Excellence in
Financial Reporting for the 29th
consecutive year. The Certificate is the
highest form of recognition for
excellence in state and local financial
reporting.
Upcoming Challenges:
Finalize implementation of the City’s
new ERP software.
Upcoming Request for Proposal for
Audit.
3 FEMA disasters to account for and
close out.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 8.00 7.00 7.60
151
Staffing Level Change Summary:
The full-time Grant Accountant position added for the 2008 flood was eliminated in the FY2015
adopted budget and replaced with a part-time temporary position. In fiscal year 2016, this
position will be converted to permanent part-time at .60 FTE.
Service Level Change Summary:
There are no service level changes budgeted for fiscal year 2016.
Financial Highlights:
Annual software maintenance costs have decreased since fiscal year 2013 due to the
replacement of the City’s financial software system and accounts for most of the decrease in
service expenditures since that time.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Strong and Sustainable 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:
CAFR Certificate
FY 2011 FY 2012 FY 2013 FY 2014
Target
Yes Yes Yes Yes
152
Audited Financial Statements
Internal Control Deficiencies
FY 2011 FY 2012 FY 2013 FY 2014
Target
Auditor’s Opinion on
Financial Statements Unqualified Unqualified Unmodified Unmodified
FY 2011 FY 2012 FY 2013 FY 2014
Target
Significant
Deficiencies 1 0 0 0
Material
Weaknesses 0 0 1 0
153
City of Iowa City
Activity: Accounting (310200)Fund: General (1000)
Division: Accounting (310200)Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 746,173$ 780,016$ 758,603$ 763,621$ 775,295$ 797,644$
Use Of Money And Property
Interest Revenues 26 - - - - -
Miscellaneous
Intra-City Charges 375 485 170 485 - -
Other Misc Revenue 4,519 4,075 4,424 4,075 4,424 4,424
Printed Materials 2 3 - - - -
Special Assessments 1,740 1,013 979 - 979 979
Total Revenues 752,835$ 785,592$ 764,176$ 768,181$ 780,698$ 803,047$
Expenditures:
Personnel 580,294$ 613,019$ 613,186$ 656,602$ 673,509$ 693,714$
Services 169,453 167,861 147,822 107,532 104,270 106,355
Supplies 3,088 4,711 3,168 4,047 2,919 2,977
Total Expenditures 752,835$ 785,592$ 764,176$ 768,181$ 780,698$ 803,047$
Personnel Services - FTE 2012 2013 2014 2015 2016
Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00
Accountant - Payroll 1.00 1.00 1.00 1.00 1.00
Assistant Controller 1.00 1.00 1.00 1.00 1.00
Controller 1.00 1.00 1.00 1.00 1.00
Grant Accountant 1.00 1.00 1.00 - 0.60
Internal Auditor 1.00 1.00 1.00 - -
Sr Accountant - Accounting 1.00 1.00 1.00 2.00 2.00
Sr Accounts Payable Clerk 1.00 1.00 1.00 1.00 1.00
Total Personnel 8.00 8.00 8.00 7.00 7.60
Activity Summary
154
PURCHASING
The Purchasing Division provides quality service to City departments, protects the City’s legal
interests, and acts responsibly on behalf of the public by maintaining the integrity of the City’s
procurement system through the encouragement of open competition and the impartial and fair
treatment of vendors.
The Purchasing Division provides services to internal clients/staff and the general public in the
following areas:
Develops and issues solicitations for the City’s procurement requirements for
commodities and services – including Request for Bids, Request for Proposals, and
Request for Quotes.
Administers contracts for commodity and services.
Assists with the procurement of office furniture, equipment, and supplies.
Assists with the transfer and sale of City’s Surplus Equipment, Vehicles, etc. -
Participation in the State of Iowa Surplus Agreement for the sale of surplus equipment.
Administers City Procurement Card Program – Includes issuing cards, training internal
clients, answering procurement card questions, and assisting with problem resolution.
Sorts and distributes incoming mail for the City’s departments and divisions.
HIGHLIGHTS
A new purchasing policy was developed by staff and adopted by Council during FY2015.
Recent Accomplishments:
In fiscal year 2014 the Purchasing Division
Developed and Issued 86 new
solicitations including Request for
Bids, Request for Proposals, and
Request for Quotes.
Administered over 120 City contracts.
Procured over $3.7 million in goods
and services.
Sold over $171,000 of surplus
equipment and vehicles.
Upcoming Challenges:
Implementation of the new purchasing
policy.
Training staff on the purchase
requisition, purchasing card, and
contract modules in MUNIS financial
system.
Conducted supervisor training for
purchasing manual
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 3.44 3.44 3.44
155
Staffing Level Change Summary:
There are no major staffing level changes in the fiscal year 2016 budget.
Service Level Change Summary:
There are no major service level changes in the fiscal year 2016 budget.
Financial Highlights:
During fiscal year 2014, the commissions received for equipment sales and the payment for
auction services were moved into the Purchasing division budget which increased the Other
Commissions revenues and also the corresponding Services expenditures.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: 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
FY 2011 FY 2012 FY 2013 FY 2014
Request for Proposals 18 19 11 22
Request for Bids,
Request for Quotes, &
Cooperative Agreements
48 38 36 64
Other (Purchase
Agreements, Sole
Source Purchases,
Contract Renewals, &
Emergency Purchases)
21 24 46 66
Dollar Value of
Procurements*
(in millions)
$1.9 $2.5 $4.2 $3.7
156
Request for Bids, Request for Quotes, and Cooperative Agreements
Request for Bids, Request for Proposals, and Request for Quotes
**Quantities from April 2014 through July 2014
FY 2011 FY 2012 FY 2013 FY 2014
Estimated Cost Savings
(rounded to the nearest
thousand)
$325,000 $218,000 $200,000 $204,000
FY 2011 FY 2012 FY 2013 FY 2014
Average Number of
Bids, Proposals and
Quotes Received
(excluding cooperative
agreements)**
New Measure New Measure New Measure 2.8
157
City of Iowa City
Activity: Purchasing (310300)Fund: General (1000)
Division: Purchasing (310300)Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 318,315$ 277,577$ 296,805$ 297,250$ 322,245$ 332,026$
Miscellaneous
Other Misc Revenue 5,523 3,739 3,943 3,739 3,943 3,943
Other Commissions - 1,958 8,977 1,958 8,977 8,977
Other Financial Sources
Sale Of Assets 24 - - - - -
Total Revenues 323,862$ 283,274$ 309,725$ 302,947$ 335,165$ 344,946$
Expenditures:
Personnel 304,374$ 270,291$ 281,400$ 291,825$ 307,758$ 316,991$
Services 18,556 11,736 26,768 10,499 26,872 27,409
Supplies 932 1,247 1,557 623 535 546
Total Expenditures 323,862$ 283,274$ 309,725$ 302,947$ 335,165$ 344,946$
Personnel Services - FTE 2012 2013 2014 2015 2016
Buyer I - Purchasing 1.00 1.00 0.94 0.94 0.94
Buyer II 1.00 1.00 1.00 1.00 1.00
Purchasing Agent 1.00 1.00 1.00 1.00 1.00
Purchasing Clerk 1.00 0.94 0.50 0.50 0.50
Total Personnel 4.00 3.94 3.44 3.44 3.44
Activity Summary
158
REVENUE
The Revenue Division is responsible for the customer service, billing, and collection procedures
for 25,500 City of Iowa City utility accounts and 200 Landfill accounts. The division also records
and reconciles all City receipts and banking activity.
The division strives to provide excellent customer service and timely and accurate billings to
City and Iowa City utility and landfill customers, minimize revenue written off as uncollectible,
and accurately record all customer receipts.
HIGHLIGHTS
Billed for over $24,000,000 in City utility services
Received over 23,000 customer calls and answered 87% of calls within 20 seconds
Processed 302,970 receipt transactions
Recent Accomplishments:
Implemented Munis Cashiering for
General Billing invoices
Implemented procedure to monitor
checks received for other divisions
Upcoming Challenges:
Conversion to the Munis CIS software
Complete the remodel of the Cashier
area
Implementation of an IVR system for
utility and general billing payments
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 7.88 7.88 7.88
Staffing Level Change Summary:
There are no staffing changes budgeted for fiscal year 2016.
Service Level Change Summary:
The IVR (Intelligent Voice Recognition) software solution will allow customer credit cards to be
taken by a computer automated solution.
Financial Highlights:
Software maintenance charges for the Munis software and the IVR software should begin in
fiscal year 2016.
159
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Improve customer service through expanded
payment/service request options
Department Objective: Increase the number of transactions conducted online
Performance Measures:
*percent of calls answered within 20 seconds
Web Start/Stop Service
Payment Method
FY 2011 FY 2012 FY 2013 FY 2014
Active Accounts 25,902 26,268 26,510 26,894
Total Calls 24,119 23,907 24,228 23,081
Service Level* 86.96% 87.28% 86.40% 87.28%
FY 2011 FY 2012 FY 2013 FY 2014
Customer Transactions 3,801 4,242 4,372 4,495
% Change 11.40% 11.60% 3.06% 2.81%
FY 2011 FY 2012 FY 2013 FY 2014
Total Receipt
Transactions 303,038 298,262 307,770 302,970
Web Transactions 74,889 83,811 90,700 97,891
% Web Transactions of
Total Transactions 24.71% 28.10% 29.47% 32.31%
Change in Web
Transactions (%) 13.60% 11.91% 8.22% 7.93%
Change in % Web
Transactions of Total (%) 13.20% 13.71% 4.88% 9.64%
160
City of Iowa City
Activity: Revenue (310400)Fund: General (1000)
Division: Revenue (310400)Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 945,503$ 951,130$ 947,063$ 953,107$ 980,894$ 1,006,962$
Charges For Fees And Services
Water Charges 6,680 5,869 6,094 5,869 6,094 6,094
Miscellaneous
Misc Merchandise 340 - 286 333 286 286
Other Misc Revenue 493 (141) 512 283 460 460
Other Financial Sources
Sale Of Assets 356 - - - - -
Total Revenues 953,372$ 956,857$ 953,955$ 959,592$ 987,734$ 1,013,802$
Expenditures:
Personnel 589,509$ 591,759$ 618,453$ 608,926$ 631,334$ 650,274$
Services 353,951 359,919 330,093 345,276 348,532 355,503
Supplies 4,616 5,179 5,409 5,390 7,868 8,025
Capital Outlay 5,296 - - - - -
Total Expenditures 953,372$ 956,857$ 953,955$ 959,592$ 987,734$ 1,013,802$
Personnel Services - FTE 2012 2013 2014 2015 2016
Cashier - Revenue 1.38 1.38 1.38 1.38 1.38
Customer Service Rep - Revenue 5.00 5.00 5.00 5.00 5.00
Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50
Sr Accountant - Revenue 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.88 7.88 7.88 7.88 7.88
Activity Summary
161
POLICE ADMINISTRATION
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
Field Operations activities:
Patrol
Investigations
HIGHLIGHTS
Recent Accomplishments:
The Iowa City Police Department is a
Nationally Accredited Police
Department, receiving its initial
accreditation from the Commission on
Accreditation for Law Enforcement
Agencies (CALEA) in March 2002. The
reaccreditation was in December 2013.
Upcoming Challenges:
Keeping up with rapid changes in
technology
Anticipated retirement of Administrative
Assistant in fiscal year 2016.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 5.00 5.00 5.00
Staffing Level Change Summary:
There are no staffing changes budgeted for fiscal year 2016.
Service Level Change Summary:
The budget includes $10,000 for St. Ambrose to conduct an annual traffic stop study.
Financial Highlights:
All of the Police Department travel and training expenses were moved to the Police
Administration budget from the other police division budgets which increased this division’s
budget by approximately $70,000.
162
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing & Healthy
Neighborhoods
Department Goal: Commit to excellence in leadership, resource
management, service-delivery, and improving our city and
neighborhoods.
Department Objective: Maintain Commission on Accreditation for Law
Enforcement Agencies, Inc. (CALEA) accredited agency
status compliance each year.
Performance Measures:
Maintain compliance of CALEA accreditation
Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non-negligent
manslaughter, forcible rape, robbery, and aggravated assault)
Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny-theft,
and motor vehicle theft)
**Average does not include Dubuque because FBI determined that the agency’s data were
over-reported, and consequently were not included in their tables
*Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo
(***CY 2013 does not include Waterloo)
CY 2010 CY 2011 CY 2012 CY 2013
Yes Yes Yes Yes
CY 2010 CY 2011 CY 2012 CY 2013
Iowa City 183 163 185 228
Average of Comparable
Cities in Iowa* 373 333 339 282***
CY 2010 CY 2011 CY 2012 CY 2013
Iowa City 1,533 1,580 1,842 1,850
Average of Comparable
Cities in Iowa* 2,527 2,658 2,932** 2,838***
163
City of Iowa City
Activity: Police Administration (410100)Fund: General (1000)
Division: Police Administration (410100)Department: Police
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 732,057$ 737,513$ 741,617$ 783,841$ 870,944$ 895,466$
Other Financial Sources
Sale Of Assets - 20 - - - -
Misc Transfers In 6,195 - - - - -
Total Revenues & Transfer In 738,252$ 737,532$ 741,617$ 783,841$ 870,944$ 895,466$
Expenditures:
Personnel 676,839$ 671,317$ 689,782$ 712,845$ 710,279$ 731,587$
Services 50,767 54,205 38,834 61,680 148,438 151,407
Supplies 10,646 12,010 13,001 9,316 12,227 12,472
Total Expenditures 738,252$ 737,532$ 741,617$ 783,841$ 870,944$ 895,466$
Personnel Services - FTE 2012 2013 2014 2015 2016
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Computer Syst Analyst - Police 1.00 1.00 1.00 1.00 1.00
Police Captain 1.00 1.00 1.00 1.00 1.00
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Sergeant 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.00 5.00 5.00 5.00 5.00
Activity Summary
164
ADMINISTRATIVE SERVICES
The Administrative Services Division supports or provides services to Field Operations. The
division is commanded by a Captain and is organized into the following activities:
Records is responsible for the recording of information, the housing and maintenance of
departmental records, reproduction and forwarding of records or data, providing copies
of records to the public, and compiles statistics for the National Crime Reporting System.
Property & Evidence maintains all property turned into the department. This includes
found property as well of property held for evidentiary purposes. Additionally, the
property section prepares evidentiary items for transport applicable lab facilities.
Training & Accreditation is responsible for maintaining the mandated level of training for
members of the department as well as ensuring those personnel are trained in those
areas that are necessary for the efficient functioning of the department. Monitor general
orders to ensure they comply with accreditation standards.
Crime Prevention The officer holding the position of Crime Prevention Officer is certified
as a Crime Prevention Specialist by the American Crime Prevention Institute. The Crime
Prevention Office adheres to the philosophy that open communication is key to making
our community a safer place to live. The two new COPS grant officers will operate out of
this position.
Planning & Research is responsible for the analyzing of statistical information compiled
by the Records Section in order to identify trends affecting the public so departmental
resources may best be deployed. This Sergeant is also responsible for dealing with
releasing information to the public and news media.
Animal Services operates as a public safety/enforcement agency for the protection of the
public and animals of the City. The division also operates an animal center for stray and
abandoned animals.
Community Relations is responsible for involving the community in the operations of the
police department. This may be in participating in educational programs in the schools or
participating in educational programs such as the Citizen Police Academy or
neighborhood watch activities.
Computer Operations is responsible for the Police information technology, CAD system
support, records integration and technology. This includes wireless solutions,
communication upgrades and day-to-day support of all police computer hardware and
software, both in the station and mobile applications.
HIGHLIGHTS
Completed fifth CALEA on-site inspection.
The department has completed the process of replacing the old squad car computers with a
new laptop which will allow officers to remove the laptop from the car and complete the
report where ever the officer wishes. This included implementing a dual identification
software system to meet new FBI computer requirements.
165
Construction began on the new animal shelter with an anticipated completion date of
September 2015.
The first Youth Citizen’s Police Academy was held.
Recent Accomplishments:
LGBTQ liaison program.
Police Chaplain Program
Continued participation in Youth Leadership Program,
National Night Out, Juneteenth, and other community
events.
Upcoming Challenges:
Increased cost for storage of
body camera video.
Increased staff time to
produce video per court
requests with new body
cameras.
Addressing the space needs
for property and bike storage.
Shortage of space to store
evidence.
Increase of staff time to
reconcile electronic doc
management system.
Current request level for
Community Officer
appearances at community
events makes is difficult for
Officers to accommodate.
Work continues on
enhancing and development
of additional modules within
our RMS package to work
towards a single point of data
collection and retrieval.
Transitioning the animal
services division from their
long term temporary home
into the new facility.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 20.00 20.00 20.00
166
Staffing Level Change Summary:
There are no staff level changes budgeted for fiscal year 2016.
Service Level Change Summary:
The Police Department will be acquiring body cameras for police officers during fiscal year
2015. This will require increased handling, storage, and expense to the department.
The animal services activity will also be opening its new animal facility in fiscal year 2016 and
be moving out of its temporary facility. Moving costs have been integrated into the budget;
however, operational costs for the new facility are unknown, but estimates are included in the
budget.
Financial Highlights:
Contributions and donations for supplies and services from the Friends of the Shelter have been
integrated into the animal services budget. This has increased the donations and contributions
revenue and has also increased the supplies and services budget by the same amount -
$51,540.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing & Healthy
Neighborhoods
Department Goal: Enhance community relations and promote minority
recruitment. By continuing to participate in “Badges for
Baseball, starting a Youth Citizen Police Academy and
Police Cadet program, the department hopes the minority
community will have a better understanding of a police
officer’s job.
Department Objective: Develop programs designed to promote interaction
between teens, young adults, and officers outside of the
regular duty hours. In this non-adversarial environment
officers and minority community members will be able to
interact and open up communication lines. A better
understanding of the job will also enhance recruitment of
minority citizens.
167
Performance Measures:
Community Presentations
Youth Related Programs
Strategic Plan Goal: Enhanced Communication and Marketing & Healthy
Neighborhoods
Department Goal: Increase the efficiency in which lost pets and owners are
reunited.
Department Objective: Increase the number of pets that are licensed and/or
implanted with a microchip. Pets with microchips and/or
licensed are more easily identified and returned to their
owners. This decreased time reduces the stress on both
the pet and owner. This also increases the amount of time
that officers can spend patrolling and addressing nuisance
animals, which can affect the quality of life in a
neighborhood. Outsourcing licensing will be evaluated, as
other jurisdictions have found that privatization has
increased community participation.
Performance Measures:
Pets Micro-chipped
Licensed Pets
CY 2010 CY 2011 CY 2012 CY 2013
117 129 174 186
CY 2010 CY 2011 CY 2012 CY 2013
New Measure New Measure New Measure 11
CY 2010 CY 2011 CY 2012 CY 2013
1,100 1,075 1,150 980
CY 2010 CY 2011 CY 2012 CY 2013
3,602 3,500 3,834 2,811
168
City of Iowa City
Activity: Police Administrative Services (410200)Fund: General (1000)
Division: Police Administrative Services (410200)Department: Police
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,425,860$ 1,526,537$ 1,471,410$ 1,565,483$ 1,650,631$ 1,706,901$
Licenses And Permits
Misc Lic & Permits 25,348 21,383 27,613 21,383 24,781 24,781
Intergovernmental
Local 28E Agreements 173,081 71,382 228,160 218,286 218,550 218,550
Charges For Fees And Services
Animal Care Services 9,539 8,873 9,230 11,420 10,000 10,000
Misc Charges For Svc 3,569 3,879 2,880 3,879 3,442 3,442
Miscellaneous
Animal Adoption 13,020 10,620 9,557 11,264 11,060 11,060
Code Enforcement - - - 4,080 - -
Contrib & Donations 1,818 - 1,270 22,289 51,540 51,540
Misc Merchandise 10,302 7,887 5,966 9,032 7,000 7,000
Other Misc Revenue 45,531 39,088 28,699 44,670 36,284 36,284
Printed Materials 19,423 22,434 29,363 22,912 27,043 27,043
Other Financial Sources
Sale Of Assets 1,543 29 6,700 5,000 4,520 4,520
Total Revenues 1,729,034$ 1,712,112$ 1,820,848$ 1,939,698$ 2,044,851$ 2,101,121$
Expenditures:
Personnel 1,408,740$ 1,405,753$ 1,440,940$ 1,495,702$ 1,537,346$ 1,583,466$
Services 237,026 223,533 296,831 355,556 398,472 406,441
Supplies 68,797 60,532 69,674 79,040 109,033 111,214
Capital Outlay 14,471 22,295 13,403 9,400 - -
Total Expenditures 1,729,034$ 1,712,112$ 1,820,848$ 1,939,698$ 2,044,851$ 2,101,121$
Personnel Services - FTE 2012 2013 2014 2015 2016
Animal Care Technician 2.00 2.00 2.00 2.00 2.00
Animal Center Assistant 1.00 1.00 1.00 1.00 1.00
Animal Control Supervisor 1.00 1.00 1.00 1.00 1.00
Animal Services Officer 2.00 2.00 2.00 2.00 2.00
CSO/Station Master 5.00 5.00 5.00 5.00 5.00
Police Officer 1.00 1.00 3.00 3.00 3.00
Police Records Clerk 2.00 2.00 2.00 2.00 2.00
Police Sergeant 1.00 1.00 1.00 1.00 1.00
Records Supervisor 1.00 1.00 1.00 1.00 1.00
Sr Police Records Clerk 2.00 2.00 2.00 2.00 2.00
Total Personnel 18.00 18.00 20.00 20.00 20.00
Capital Outlay 2015 2016
Other Operating Equipment 9,400$ -$
Total Capital Outlay 9,400$ -$
Activity Summary
169
FIELD OPERATIONS
The Police Department’s Field Operations Division is organized into two activities, Patrol and
Investigations. The division is commanded by a Captain.
Patrol: The Patrol section is the largest section in the department and is responsible for
handling calls for service from the public in addition to handling special assignments and
self-initiated activities. Officers are responsible for the protection of life and property, and
help maintain peace, order, and safety for all. The patrol section is divided in to three
watches (shifts) providing 24-hour service. Each watch is under the supervision of a
Lieutenant and two Sergeants. In addition to the traditional patrol units, the patrol section
also has a canine unit, bicycle officers, Community Service Officers, Street Crimes Unit,
Special Response Team (SRT), Crisis Negotiation Team (CNT) and provides Crime
Scene Technicians (CST) for the processing of crime scenes.
Investigations: The Investigations section is responsible for the investigation of criminal
activity beyond that which is conducted by the patrol section. The Investigations section
is headed by a Lieutenant and a Sergeant. The Investigations section has investigators
assigned to the Johnson County Drug Task Force, Domestic Abuse, in addition to
general investigators.
Forfeitures: Criminal forfeiture is an action brought as a part of the criminal prosecution
of a defendant. It is an in personam (against the person) action and requires that the
government indict (charge) the property used or derived from the crime along with the
defendant. The money or items that are forfeited can only be used by law enforcement
for law enforcement equipment or law enforcement related activities. The money or
items cannot be used to supplant a budget or budgeted item. Forfeiture is governed by
State of Iowa Code chapter 1133 in addition to federal guidelines.
HIGHLIGHTS
Providing critical incident training for City employees
The Juvenile Investigators involvement in developing a juvenile diversion program.
The decision to issue body cameras to all officers with anticipated deployment in late 2014
to early 2015
170
Recent Accomplishments:
The Department arrested parties involved in the high
profile shootings. Resources were then focused in the
affected neighborhoods to address resident concerns.
Officers worked with several local businesses and the
City to provide training for active shooter incidents.
The Juvenile Investigator joined representatives from
Juvenile Court, the Iowa City Community School
District, and District Court Judge, utilizing information
gained from the Georgetown University’s program for
Reducing Racial and Ethnic Disparities in Juvenile
Justice Certificate Program developed a juvenile
diversion program for first time.
The Iowa City Investigator on the Johnson County
Drug Task Force was the lead investigator in a two
state, multi-agency synthetic marijuana drug case. With
the additional help of the COPS funded downtown
officer, several businesses that were selling the illegal
substance were closed down.
In response to the public presentation of the traffic
contact data by the department, the records
management project has enhanced the tracking
method and improved data analysis. The new version
will start collection data in January 2015.
Upcoming Challenges:
Replacing three senior
supervisor positions due to
retirement in an 18 month
period
Limiting the financial impact of
the loss of ability to use day off
adjust on the overtime budget
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 80.00 80.00 80.00
Staffing Level Change Summary:
No staffing level changes are budgeted for fiscal year 2016.
Service Level Change Summary:
The Police Department will be purchasing and implementing the use of body cameras for police
officers in late fiscal year 2015 or early 2016.
Financial Highlights:
Federally funding for two COPS grant positions will be expiring in fiscal year 2016. $220,000 is
budgeted for squad car replacement and $119,400 for other operating equipment.
171
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Traffic crash reduction
Address the impact of underage drinking on downtown and
near downtown neighborhoods
Department Objective: Increase OWI and traffic enforcement
Continue alcohol compliance checks, bar checks, and
directed party patrols, reduce response time to loud party
calls
Performance Measures:
Traffic Accidents and Average Damage
* Iowa City Police Officers respond to all calls for traffic accidents. Average
damage is collected only for reportable accidents; reportable accidents
include those causing personal injury or property damage over $1,000.
CY 2010 CY 2011 CY 2012 CY 2013
OWI Arrests 319 452 476 598
Traffic Stops 11,804 13,728 11,981 13,040
CY 2010 CY 2011 CY 2012 CY 2013
Accidents* 1,889 1,886 2,047 2,429
Average Damage,
Reportable Accident* $4,488 $4,421 $3,276 $4,800
172
Response Time: Loud Party Complaints (in minutes)
CY 2010 CY 2011 CY 2012 CY 2013
Bar Checks Performed 976 1,800 1,365 1,362
Compliance Checks 25 149 273 341
CY 2010 CY 2011 CY 2012 CY 2013
Call to Dispatch 18:07 11:30 9:03 7:04
Dispatch to On Scene 9:25 4:19 4:01 4:09
173
City of Iowa City
Activity: Police Field Operations (410300)Fund: General (1000)
Division: Police Field Operations (410300)Department: Police
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 8,085,646$ 8,034,265$ 8,692,280$ 9,665,375$ 9,217,932$ 9,374,162$
Other City Taxes 386,601 396,304 459,348 403,750 450,000 450,000
Use Of Money And Property
Interest Revenues 209 95 21 95 - -
Intergovernmental
Fed Intergovnt Rev 30,458 23,508 118,657 118,802 17,374 17,374
Local 28E Agreements - - 10,000 - 10,000 10,000
Other State Grants 223,097 180,233 209,538 131,315 194,103 194,103
Charges For Fees And Services
Fire Services 5,255 5,305 4,570 5,305 4,500 4,500
Police Services 135,035 269,023 88,193 50,270 31,335 31,335
Miscellaneous
Code Enforcement 1,611 1,587 998 1,587 1,000 1,000
Other Misc Revenue 15,342 42,252 18,501 42,224 12,000 12,000
Contrib & Donations - - 11,680 - - -
Misc Merchandise - - 6 - - -
Other Financial Sources
Sale Of Assets 38,195 41,590 72,716 74,519 38,400 38,400
Total Revenues 8,921,449$ 8,994,163$ 9,686,508$ 10,493,242$ 9,976,644$ 10,132,874$
Expenditures:
Personnel 7,906,418$ 7,867,958$ 8,512,295$ 8,990,917$ 8,804,007$ 9,068,127$
Services 603,239 635,273 663,980 686,317 637,679 650,433
Supplies 129,691 194,863 204,987 236,447 161,092 164,314
Capital Outlay 282,101 296,068 305,246 579,561 373,866 250,000
Total Expenditures 8,921,449$ 8,994,163$ 9,686,508$ 10,493,242$ 9,976,644$ 10,132,874$
Personnel Services - FTE 2012 2013 2014 2015 2016
Comm Serv 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 2015 2016
AED'S 46,207$ -$
Automobiles 220,519 220,000
PC Hardware 35,000 25,000
Software - 9,466
Vehicle Equipment 77,835 -
Video Recording Devices (System)100,000 -
Other Operating Equipment 100,000 119,400
Total Capital Outlay 579,561$ 373,866$
Activity Summary
174
FIRE ADMINISTRATION
The Fire Administration division is under the direction of the Fire Chief. The Fire Chief is
responsible for all department activities as set out by Federal or State laws, and City
ordinances. The Deputy Fire Chief is the second in command officer in the department and is
responsible for homeland security initiatives, fire service accreditation, the maintenance and
purchase of computer hardware and software, and other special projects. The Battalion Chief
assigned to the Administration and Support Division is responsible for maintenance of buildings
and grounds, calendar administration, the Safety and Wellness Committees, uniforms, physicals
and immunizations. The Fire Administration Division also manages the Weather Alert Sirens
and City Command Post budget lines.
The ICFD continues to accomplish many goals and objectives to improve services, as
determined by stakeholders. The department was first accredited by the Commission on Fire
Accreditation International (CFAI) in August 2008. The department recently completed its first
reaccreditation in 2013. Maintaining accredited status demonstrates a commitment to
excellence and continuous quality improvement.
HIGHLIGHTS
Developing in partnership with CFAI a professional development and credentialing
program for current and aspiring company fire officers. The program will elevate the
technical and professional competencies of the ICFD company officer corps.
The ICFD has rolled out a new scheduling and callback software solution to automate
staffing needs and save time.
Two ICFD members are currently enrolled in the National Fire Academy’s four-year
Executive Fire Officer Program; the ICFD command staff includes four EFO graduates.
Continuity being realized after an almost complete turn over in command staff positions
during the past 16 months.
Recent Accomplishments:
The Department was reaccredited by
the Commission on Fire Accreditation
International (CFAI). The ICFD is one of
only 195 accredited fire departments in
the world.
Completed candidate testing and
interviewing resulting in a new hiring list.
Finalized plans to begin enhancing
fitness and wellness citywide by
providing training to employees outside
the fire department.
Upcoming Challenges:
Develop strategies to diminish injuries
sustained during training evolutions.
Providing temporary classrooms and
related accommodations following
closure of the ICFD Training Center.
Explore utilization of functional fitness
routines to enhance tactical fitness
levels.
Maintenance of aging facilities at
Stations 1 and 3
Replacement of aging weather alert
sirens.
175
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 4.00 3.00 3.00
Staffing Level Change Summary:
The budget does not include any staffing level changes in fiscal year 2016.
Service Level Change Summary:
There are not any significant service level adjustments in fiscal year 2016.
Financial Highlights:
Fire administration financial priorities for fiscal year 2016 include partnering with industry
experts to complete updates of the department’s Community Hazards and Risk Assessment,
Standards of Cover and Strategic Plan documents. These extensive cornerstone documents
provide guidance as the department strives for continuous quality improvement and
enhancement of service delivery. The projected cost of the consultant services is $38,000.
The fiscal year 2016 budget also includes $12,382 to cover costs associated with leasing
warehouse space that is needed due to the demolition of the department training center.
Fiscal year 2016 budget priorities for the Weather Alert Sirens budget include the purchase and
installation of one (1) new weather alert sirens needed to increase coverage in south central or
the south east areas of the city at a projected cost of $25,000 (siren, radio controller, mounting
pole). Capital outlay priorities for fiscal year 2017 also include a request of $60,000 to begin
replacement of aging weather alert siren over a six year replacement schedule (3 sirens per
year).
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Increase two-way communication with customers seeking
information or feedback.
Department Objective: Maintain Commission on Fire Accreditation International
(CFAI) accredited agency status by timely submission of
Annual Compliance Report (ACR).
Implement strategic and specific recommendations
accepted from 2013 CFAI reaccreditation report.
176
Maintain Insurance Services Office (ISO) Public Protection
Classification of 2.
Performance Measures:
Meet ACR requirements to maintain CFAI accredited agency status
Number of reaccreditation report adopted recommendations implemented
Maintain ISO Class 2 rating.
CY 2010 CY 2011 CY 2012 CY 2013
ACR Submitted Yes Yes Yes Reaccredited
CY 2010 CY 2011 CY 2012 CY 2013
Strategic
Recommendations (7) New Measure New Measure New Measure 1 of 7
Specific
Recommendations (9) New Measure New Measure New Measure 2 of 9
CY 2010 CY 2011 CY 2012 CY 2013
Rating 3 3 2 2
177
City of Iowa City
Activity: Fire Administration (450100)Fund: General (1000)
Division: Fire Administration (450100)Department: Fire
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Intergovernmental
State 28E Agreements 1,311,778$ 1,400,183$ 1,370,309$ 1,411,418$ 1,397,715$ 1,397,715$
Miscellaneous
Contrib & Donations 25 2,550 - - - -
Printed Materials - 4 - - - -
Other Misc Revenue - 121 726 - - -
Other Financial Sources
Sale Of Assets - 595 - - - -
Total Revenues 1,311,803$ 1,403,453$ 1,371,035$ 1,411,418$ 1,397,715$ 1,397,715$
Expenditures:
Personnel 528,589$ 537,848$ 480,393$ 469,436$ 480,042$ 494,443$
Services 196,774 196,106 196,673 260,482 314,702 320,996
Supplies 57,570 57,269 71,027 65,083 108,403 110,571
Capital Outlay 13,636 - 10,000 18,000 20,000 60,000
Total Expenditures 796,569$ 791,222$ 758,093$ 813,001$ 923,147$ 986,010$
Personnel Services - FTE 2012 2013 2014 2015 2016
Administrative Secretary 1.00 1.00 1.00 - -
Battalion Chief - 1.00 1.00 1.00 1.00
Deputy Fire Chief 1.00 1.00 1.00 1.00 1.00
Fire Chief 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 4.00 4.00 3.00 3.00
Capital Outlay 2015 2016
Weather Alert Siren(s)-$ 20,000$
Other Operating Equipment 18,000 -
Total Capital Outlay 18,000$ 20,000$
Activity Summary
178
EMERGENCY OPERATIONS
The Fire Emergency Operations division works a three-shift system. Each duty shift is
comprised of 24 hours and consists of one Battalion Chief, one Captain, four Lieutenants, and
14 Firefighters. Minimum staffing for the department is 16 emergency response personnel. This
division is directly responsible for all emergency incident response. Calls for service are divided
into four categories: fire suppression, emergency medical services, technical rescue, and
hazardous materials.
Fire Suppression: ICFD personnel spend time mitigating various types of fires, as well as
time responding to false alarms. Firefighting activities typically require more resources
(personnel, equipment, etc.) than any other type of emergency. Fires also have a greater
potential to harm people and property than other emergencies. The department
continually seeks ways to decrease response times to all emergencies.
Emergency Medical Services: All ICFD personnel are certified to at least the Emergency
Medical Technician (EMT) level. The department does not transport patients, but rather
serves as first responders in conjunction with Johnson County Ambulance Service
paramedics as part of Johnson County’s tiered response system.
Technical Rescue: Technical rescue includes those incidents where a successful
operation requires the rescuer(s) to employ special knowledge, skills, tools, and
techniques. The ICFD provides several technical rescue services: water and ice rescue
and recovery, trench and structural collapse rescue, vehicle and heavy machinery
rescue, rope rescue, and confined space rescue. The Special Operations Response
Team (SORT) keeps skill levels high with team training in addition to regular company
and shift training on various rescue disciplines.
Hazardous Materials Response: The department continues to be active and take a
leading role in the Johnson County Hazardous Materials Response Team (JCHMRT),
which includes 14 ICFD personnel. The JCHMRT consists of 30 members who are
trained and certified to the Hazmat Technician level.
HIGHLIGHTS
In 2014, emergency service demand continues to increase. The ICFD is on pace to
respond to over 5800 incidents in 2014, a five percent increase over 2013. With this
trend, the total call volume will have increased by 29% over the last five years.
To date in 2014 (October), fire personnel have responded to 65 fire emergencies,
resulting in $1.8 million in property damage. The pre-incident value of the damaged
property equates to over 212 million, resulting in a total saved value of over 210 million.
The largest single fire loss was estimated at more than $1.3 million for a fire that
occurred in a commercial structure located at 2339 Heinz Road.
The ICFD continues to experience a troubling number of simultaneous emergency calls
for service. To date in 2014 (October), 23% of emergency incidents were overlapping.
179
Recent Accomplishments:
Continue to increase the tactical
capabilities by instituting wide-area search
protocols and equipment for instances
involving victims lost in wooded areas or
people who wander from assisted-living
facilities.
Purchased a gear dryer to better maintain
water and ice rescue suits. This dryer has
been placed in service at fire station 4.
Developed a more technical training
program to gain additional proficiencies in
emergency response to hazardous
materials incidents.
Worked with City of Iowa City Public
Works to ensure service sharing during
responses to trench rescue incidents.
Participated in hazardous material release
exercises with the University of Iowa,
UIHC, and the VA.
Attached a member of the ICFD to the
Iowa (Urban Search and Rescue) USAR
team based out of Cedar Rapids.
Upcoming Challenges:
Meeting established response time goals.
Growth and development on the east,
southeast and west create response time
challenges.
Research and determine how to best
provide emergency medical services.
Decreasing turnout times at fire station 1.
Station design and size inappropriate for
personnel turning out within the
prescribed benchmarks.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 59.00 59.00 59.00
Staffing Level Change Summary:
There are no staffing level changes budgeted for fiscal year 2016.
Service Level Change Summary:
There are not any significant service level adjustments in fiscal year 2016.
Financial Highlights:
Fire emergency operations financial priorities for fiscal year 2016 include the replacement of the
command vehicle through the Equipment Fund; $10,000 is included in capital outlay to outfit the
new vehicle. The fiscal year 2016 budget also includes $33,000 to purchase a replacement
trench/emergency building collapse shoring trailer. Currently, the division does not anticipate
any significant capital outlay expenses in fiscal year 2017.
180
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Reduce emergency response times to reduce property loss
and risk to civilians.
Department Objective: Arrive at incident location within six minutes of dispatch
center notification, 90% of the time.
Confine fires to the room or object of origin for at least 40%
of all commercial and residential fires.
Performance Measures:
Fire response time
EMS response time
Fire control (confined to room or object)
CY 2010 CY 2011 CY 2012 CY 2013
Target or Goal In
Minutes
%
Compliance
In
Minutes
%
Compliance
In
Minutes
%
Compliance
In
Minutes
%
Compliance
URBAN
90% <6 minutes 7:29 71% 8:44 50% 6:41 79% 6:52 67%
SUBURBAN
90% <6 minutes 8:41 50% 7:16 55% 7:56 75% 7:46 55%
CY 2010 CY 2011 CY 2012 CY 2013
Target or Goal In
Minutes
%
Compliance
In
Minutes
%
Compliance
In
Minutes
%
Compliance
In
Minutes
%
Compliance
URBAN
90% <6 minutes 7:52 68% 8:43 54% 8:10 76% 7:02 68%
SUBURBAN
90% <6 minutes 9:00 51% 9:08 37% 8:51 61% 8:06 44%
CY 2010 CY 2011 CY 2012 CY 2013
Total Fires 70 57 79 39
Fires Confined 65 47 69 23
181
City of Iowa City
Activity: Fire Emergency Operations (450200)Fund: General (1000)
Division: Fire Emergency Operations (450200)Department: Fire
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 5,341,785$ 5,423,942$ 5,629,410$ 6,065,189$ 5,840,802$ 5,986,090$
Other City Taxes
Other City Taxes 489,258 521,476 585,611 529,840 589,040 589,040
Charges For Fees And Services
Fire Services 3,396 3,000 3,287 3,000 3,000 3,000
Miscellaneous
Other Misc Revenue 2,384 2,855 3,755 2,384 - -
Other Financial Sources
Sale Of Assets 15,108 6,116 49,033 - - -
Total Revenues 5,851,931$ 5,957,389$ 6,271,096$ 6,600,413$ 6,432,842$ 6,578,130$
Expenditures:
Personnel 5,443,757$ 5,579,298$ 5,906,639$ 6,111,119$ 6,049,133$ 6,230,607$
Services 261,508 207,082 253,911 384,989 263,099 268,361
Supplies 82,343 84,219 90,087 96,555 77,610 79,162
Capital Outlay 64,323 86,789 20,459 7,750 43,000 -
Total Expenditures 5,851,931$ 5,957,389$ 6,271,096$ 6,600,413$ 6,432,842$ 6,578,130$
Personnel Services - FTE 2012 2013 2014 2015 2016
Battalion Chief 3.00 2.00 2.00 2.00 2.00
Fire Captain 3.00 3.00 3.00 3.00 3.00
Fire Lieutenant 12.00 12.00 12.00 12.00 12.00
Firefighter 41.00 42.00 42.00 42.00 42.00
Total Personnel 59.00 59.00 59.00 59.00 59.00
Capital Outlay 2015 2016
Vehicle Equipment -$ 10,000$
Trench Rescue Trailer - 33,000
Other Operating Equipment 7,750 -
Total Capital Outlay 7,750$ 43,000$
Activity Summary
182
FIRE PREVENTION
The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code
compliance, plans review, fire origin and cause determination, and public education programs.
The Fire Prevention Bureau is staffed by a Battalion Chief assigned as Fire Marshal and as
such reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all
fire prevention activities, including fire/arson investigation, code enforcement inspections, plan
reviews, and public education. A shift fire inspector conducts inspections of liquor license
establishments, schools, day care centers, churches, and City buildings. Emergency operations
personnel conduct fire safety inspections of all commercial and University of Iowa buildings.
The FPB continues to conduct regular inspections for businesses, churches, daycares, schools,
and university buildings. Multiple educational opportunities exist with each inspection: an
opportunity to increase fire safety awareness through explanation of a violation and associated
hazard, firefighters can become familiar with the building, and an opportunity to foster
community relationships.
The wide range of activities provided by fire and life-safety educators include daycare/preschool
and school presentations, Kids Safety House visits, Safety Village, UI Resident Assistant Fire
Academy, senior safety tips for older adults, and crowd manager training for assembly
occupancy employees. Building on a long partnership with SAFE KIDS Johnson County, the
department has also trained additional personnel and designated Station 4 as a child safety
seat “FIT Station.”
Investigation of fires is an integral part of fire prevention. All reported fires are investigated by a
company officer and/or a member of the fire investigation team in an attempt to determine the
origin and cause. Fire investigation team members have received specialized training and are
required to complete continuing education requirements.
HIGHLIGHTS
To date in 2014 (October), the FPB conducted 1,581 fire and life-safety inspection.
To date in 2014 (October), the FPB investigated 139 fire incidents. As in years past, the
kitchen remains the reported area of origin for the majority of fires; unattended cooking
accounting for the largest number of these fires.
183
Recent Accomplishments:
Fire Marshal Greer completed last class
necessary for Executive Fire Officer
designation.
Fire Marshal Greer attended 18 week
Law Enforcement Academy in Cedar
Rapids to enhance capabilities for fire
investigations.
Provided 15 sessions of Crowd Control
Manager training to employees of
assembly occupancies.
Completed 45 child safety seat
installations as of October 2014.
Upcoming Challenges:
Identify methods to minimize inspection
workload against the demands of
emergency services and training needs.
Obtain training and education necessary
to gain fire code and origin and cause
certifications for the Fire Marshal,
including Certified Fire Investigator
designation.
Identify programs available to provide fire
safety education to at-risk populations
and neighborhoods.
Reduce the incidence of kitchen fires by
emphasizing fire safe behaviors in the
kitchen.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 1.00 1.00 1.00
Staffing Level Change Summary:
There are not any staffing level changes in fiscal year 2016.
Service Level Change Summary:
There are not any significant service level adjustments in fiscal year 2016.
Financial Highlights:
There is no capital outlay expenditures budgeted in fiscal year 2016. The Fire Prevention
division budget includes $12,500 for training supplies for the fire cadet program, public
education, and fire prevention training.
184
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods & A Strong Urban Core
Department Goal: Ensure fire prevention core programs meet projected
jurisdictional and regional service delivery demands &
needs.
Department Objective: Provide fire prevention services by collaborating with and
educating the public, enforcing the codes, reviewing
planned development, and identifying the mitigating
hazards so that life and property are protected and
disasters prevented.
Performance Measures:
Public education/fire prevention community contacts and staff hours
Fire & life-safety building inspections conducted
Increase presence and condition of smoke alarms encountered in fire incidents to 100%.
CY 2010 CY 2011 CY 2012 CY 2013
Contacts
(200 - Goal) 108 147 175 241
Staff Hours 615 746 806 821
Type CY 2010 CY 2011 CY 2012 CY 2013
Bureau 686 458 507 430
Commercial 956 855 1,052 818
University 415 435 399 401
Smoke Alarm Status CY 2010
(70 incidents)
CY 2011
(57 incidents)
CY 2012
(79 incidents)
CY 2013
(39 incidents)
Working 48 22 56 28
Not Working 3 2 5 3
None Present/
Undetermined 19 10 18 8
185
City of Iowa City
Activity: Fire Prevention (450300)Fund: General (1000)
Division: Fire Prevention (450300)Department: Fire
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 179,707$ 184,398$ 191,071$ 260,845$ 209,300$ 214,929$
Licenses And Permits
Food & Liquor Licenses 82 - - - - -
Intergovernmental
Federal Intergovernmental Revenue 17,613 - - - - -
Miscellaneous
Other Misc Revenue - 851 530 - - -
Total Revenues 197,402$ 185,249$ 191,601$ 260,845$ 209,300$ 214,929$
Expenditures:
Personnel 141,593$ 140,530$ 127,359$ 145,355$ 144,261$ 148,589$
Services 35,143 38,568 25,479 40,956 48,343 49,310
Supplies 17,203 6,151 21,768 15,534 16,696 17,030
Capital Outlay 3,463 - 16,995 59,000 - -
Total Expenditures 197,402$ 185,249$ 191,601$ 260,845$ 209,300$ 214,929$
Personnel Services - FTE 2012 2013 2014 2015 2016
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Fire Captain/Inspector 1.00 - - - -
Total Personnel 2.00 1.00 1.00 1.00 1.00
Capital Outlay 2015 2016
Automobiles 54,000$ -$
Other Operating Equipment 5,000 -
Total Capital Outlay 59,000$ -$
Activity Summary
186
FIRE TRAINING
The Fire Training division is under the direction of the assigned Battalion Chief and the Training
Officer. They plan, develop, and coordinate in-house training activities with the assistance of
the Training Committee. This division is directly responsible for training in the areas of
emergency medical services, technical rescue, fire suppression, and hazardous materials. The
division is also responsible for purchasing tools, equipment, radios, protective clothing; and the
purchase and repair of fire apparatus.
HIGHLIGHTS
2013 training activities include:
For the year: 3,039 classes; 11,857 attendees; 32,270 hours logged
Company training: 642 classes; 2,364 attendees; 16,276 hours logged
Department level training: 156 classes; 2,381 attendees; 1,935 hours logged
Outside training & education: 720 hours logged
Physical fitness training: 1,715 classes; 5,744 hours logged
Firefighter orientation training: 127 classes; 469 hours logged
Training Center utilized by other agencies/departments: 61.5 hours logged
Recent Accomplishments:
Completed high school Fire Cadet
Program to aid diversity recruitment
initiatives.
Conducted three six-week candidate
orientation classes for 4 new hires.
Certified second Blue Card Command
Instructor.
Implemented Commission on
Professional Credentialing Fire Officer
Designation Program.
Converted Station 4 basement into
department training room due to
upcoming loss of training center.
Upcoming Challenges:
Maintaining high-risk, low-frequency
technical proficiencies.
Short term planning for the loss of our
training center due to the
redevelopment of the north wastewater
treatment site: working to lease suitable
warehouse space.
Long term planning for a new public
safety training complex. Securing
property and funding are top priorities.
Coordinating multi-company training
evolutions while maintaining response
coverage.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 1.00 1.00 1.00
187
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2016 budget.
Service Level Change Summary:
There are no significant service level adjustments in the fiscal year 2016 budget.
Financial Highlights:
The division has no capital outlay priorities identified for fiscal year 2016 or fiscal year 2017.
Contractual service expenditures were reduced by 22% from fiscal year 2015 to 2016. This is
primarily due to a reduction of other building repair services and internal service fund charges
due to the elimination of the fire training center. The fire training center was located at the site
of the North Wastewater Treatment Plant and is being demolished and removed as part of that
project.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Provide a service to the community that is prepared to
respond to emergencies, natural disasters, catastrophic
acts, and other events that threaten the health and safety
of the public.
Department Objective: Train personnel to respond to emergencies, natural
disasters, hazardous materials events, and other such high
risk events that threaten the health and safety of the
public.
Performance Measures:
Training hours completed per individual (% achieved)
CY 2010 CY 2011 CY 2012 CY 2013
Hours % Achieved % Achieved % Achieved % Achieved
Minimum (96) New Measure New Measure New Measure 100%
Goal (160) New Measure New Measure New Measure 76%
188
Certifications obtained
Certification
(Goal) CY 2010 CY 2011 CY 2012 CY 2013
Safety
Officer
(64)
Certified New Measure New Measure New Measure New Measure
In Progress New Measure New Measure New Measure New Measure
Fire
Officer
(30)
Certified New Measure New Measure New Measure 2
In Progress New Measure New Measure New Measure 12
Haz Mat
Tech
(64)
Certified New Measure 50 62 62
In Progress New Measure 14 2 2
189
City of Iowa City
Activity: Fire Training (450400)Fund: General (1000)
Division: Fire Training (450400)Department: Fire
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 137,733$ 156,393$ 173,120$ 199,651$ 189,373$ 194,344$
Intergovernmental
Fed Intergovnt Rev 17,347 - - - - -
Charges For Fees And Services
Fire Services 435 2,224 717 2,000 - -
Miscellaneous
Other Misc Revenue 56 530 - - - -
Other Financial Sources
Sale Of Assets - 500 7,159 - - -
Total Revenues 155,571$ 159,647$ 180,996$ 201,651$ 189,373$ 194,344$
Expenditures:
Personnel 105,042$ 105,094$ 110,959$ 117,128$ 118,306$ 121,855$
Services 32,793 32,651 28,689 65,744 51,014 52,034
Supplies 17,736 15,902 9,175 18,779 20,053 20,454
Capital Outlay - 6,000 32,173 - - -
Total Expenditures 155,571$ 159,647$ 180,996$ 201,651$ 189,373$ 194,344$
Personnel Services - FTE 2012 2013 2014 2015 2016
Fire Lieutenant/Training 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Activity Summary
190
PARKS & RECREATION ADMINISTRATION
Parks & Recreation Administration is responsible for the oversight and support of the
department’s operating divisions. The division’s budget is organized into four activities:
Administration, Parkland Acquisition, Farmers Market, and Government Buildings.
Administration
Administration personnel include the Parks & Recreation Director and an Administrative
Secretary responsible for management of the department.
Parkland Acquisition
This activity accounts for the costs association with acquiring additional parkland.
Farmers’ Market
Farmers’ Market makes homegrown fruits, vegetables, homemade baked goods,
foodstuffs, handcrafts, and flowers available. The market season May through October
is held on Wednesday evenings and Saturday mornings. Also, the market season May
through October on Tuesdays at The Iowa City Market.
Market Music features performances by local musicians on Wednesdays, June through
September, in Chauncey Swan Park before and during the Farmers’ Market.
Government Buildings
Government Buildings staff provides routine custodial services and other periodic
maintenance projects for City Hall, utilizing a combination of in-house and contracted
services. Staff provides daily cleaning and maintenance for this 64,445 sq. ft. building,
including Police and Fire facilities which are in operation 24/7. HVAC zones are also
maintained daily for optimal energy efficiency, productivity, and comfort.
HIGHLIGHTS
The Iowa City started a Tuesday Market at Iowa City Marketplace in 2014.
Replaced long overdue rooftop HVAC system at City Hall reducing energy
consumption and operation.
Began building automated system for further monitoring and improvement of energy
use city-wide.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 6.83 6.83 7.33
191
Staffing Level Change Summary:
In the fiscal year 2016 budget, the Recreation Maintenance Supervisor position was upgraded
to a Facilities Manager position, but there was no change in the FTE totals. Separately, a .50
Custodian – Government Buildings was increased to full-time 1.00 FTE. This was a net
increase in the Parks Administration division FTE by .50.
Service Level Change Summary:
No service levels changes are budgeted for the fiscal year 2016 budget.
Financial Highlights:
Park and Recreation Administration - Acquired 5.02 acres from the will of Frieda A. Chadek at
the intersection of Friendship St. and 5th Ave. The proposed name of the park is Chadek Green
Park and will include a community garden. The cost of this property was $280,000.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Monitor/utilize endowments, donations, and grant funding
sources to decrease reliance on general fund subsidies.
Department Objective: Continue to work with the Iowa City Parks and Recreation
Foundation and Community Foundation of Johnson
County, which provides unique memorial opportunities and
support of the Iowa City Parks and Recreation Department.
Continue to research and apply for possible grant funding
sources to benefit the Iowa City Parks and Recreation
Department.
192
Performance Measures:
Endowments
* Community Foundation started in CY 2012
Donations and Grant Funding
** Amounts include both General Fund and Capital Improvement Project Funds
Strategic Plan Goal: Strategic Economic Development Activities
Department Goal: Develop programs and events that support Iowa City
business economically and promotionally.
Department Objective: Enhance and expand program offerings to include targeted
groups that will bring patrons to use local businesses.
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013
Iowa City Parks and
Recreation Foundation $80,895 $118,125 $165,194 $114,736
Community Foundation
of Johnson County* NA NA $10,373 $17,864
FY 2011 FY 2012 FY 2013 FY 2014
Donations** $64,157 $56,541 $258,063 $129,395
Grant Funding** $62,702 $448,780 $1,820,930 $438,190
Total $126,859 $505,321 $2,078,993 $567,585
Per capita calculation
(used 2010 US Census) $1.869 $7.446 $30.635 $8.364
FY 2011 FY 2012 FY 2013 FY 2014
Programs New Measure New Measure New Measure 168
Participants New Measure New Measure New Measure 59,486
193
City of Iowa City
Activity: Park and Rec Admin (510100)Fund: General (1000)
Division: Park and Rec Admin (510100)Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 273,000$ 264,037$ 283,961$ 558,201$ 265,817$ 273,849$
Charges For Fees And Services
Parking Charges - - 9,780 - 9,780 9,780
Miscellaneous
Misc Merchandise 10 - - - - -
Other Misc Revenue - - 309 - 309 309
Total Revenues 273,010$ 264,037$ 294,050$ 558,201$ 275,906$ 283,938$
Expenditures:
Personnel 237,812$ 235,643$ 241,845$ 247,067$ 251,357$ 258,898$
Services 27,594 26,393 49,865 30,489 23,446 23,915
Supplies 1,104 2,002 2,340 645 1,103 1,125
Capital Outlay 6,500 - - 280,000 - -
Total Expenditures 273,010$ 264,037$ 294,050$ 558,201$ 275,906$ 283,938$
Personnel Services - FTE 2012 2013 2014 2015 2016
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
Capital Outlay 2015 2016
Property Acquisition 280,000$ -$
Total Capital Outlay 280,000$ -$
Activity: Parkland Acquisition (510400)Fund: General (1022)
Division: Park and Rec Admin Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Expenditures:
Services 125$ -$ -$ -$ -$ -$
Total Expenditures 125$ -$ -$ -$ -$ -$
Activity Summary
Activity Summary
194
City of Iowa City
Activity: Farmers Market (510200)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Rents 60,305$ 69,115$ 76,319$ 83,380$ 66,875$ 66,875$
Charges For Fees And Services
Misc Charges For Svc 3,462 2,919 3,126 3,500 3,262 3,262
Miscellaneous
Contrib & Donations 3,100 3,043 5,650 3,100 3,100 3,100
Misc Merchandise 5,282 4,012 3,121 5,000 4,765 4,765
Total Revenues 72,149$ 79,088$ 88,216$ 94,980$ 78,002$ 78,002$
Expenditures:
Personnel 16,606$ 16,124$ 31,134$ 24,939$ 21,159$ 21,794$
Services 28,241 28,552 31,921 30,004 29,605 30,197
Supplies 8,685 5,197 5,054 5,244 5,679 5,793
Total Expenditures 53,532$ 49,873$ 68,109$ 60,187$ 56,443$ 57,783$
Activity: Government Buildings (510300)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 490,358$ 483,947$ 397,884$ 658,196$ 699,594$ 717,014$
Other Financial Sources
Sale Of Assets 10 - - - - -
Total Revenues 490,368$ 483,947$ 397,884$ 658,196$ 699,594$ 717,014$
Expenditures:
Personnel 310,237$ 300,807$ 234,214$ 302,187$ 342,861$ 353,147$
Services 147,759 161,314 138,838 333,718 336,362 343,089
Supplies 24,153 21,827 24,832 22,291 20,371 20,778
Capital Outlay 8,219 - - - - -
Total Expenditures 490,368$ 483,947$ 397,884$ 658,196$ 699,594$ 717,014$
Personnel Services - FTE 2012 2013 2014 2015 2016
Custodian - Govt Bldgs 2.50 2.50 2.50 2.50 3.00
M. W. II - Govt Bldgs 1.00 1.00 1.00 1.00 1.00
M.W. I - Govt Bldgs 1.00 1.00 1.00 1.00 1.00
Facilities Manager - - - - 0.33
Rec. Maint. Supr 0.33 0.33 0.33 0.33 -
Total Personnel 4.83 4.83 4.83 4.83 5.33
Activity Summary
Activity Summary
195
RECREATION
The Recreation Division manages the operation of the City’s recreation facilities and programs.
The City offers programs in youth & adult sports, aquatics, art, social, and environmental
programs, and programs for persons with special needs. The division’s budget is the sum of
eight areas: Administration, Rec Center Operations, Building Maintenance,
Social/Cultural/Environmental Activities, Aquatics, Special Populations Involvement (SPI), Youth
Sports, and Adult Sports.
Recreation Administration
Administration personnel include the Recreation Superintendent, Office Coordinator, and
a Senior Clerk Clerk/Typist. Administration provides oversight and support for the
division.
Rec Center Operations
The Iowa City Recreation Division provides recreational facilities for everyone. The
Robert A. Lee Community Recreation Center houses a variety of activity spaces
including: a gymnasium, weight room, pool, game room, racquetball court, craft room,
social hall, and potter’s studio. A kitchen and meeting rooms are also available for
public use. Open gym and game room play includes basketball, volleyball, table tennis,
billiards, foosball, and table games. In addition to scheduled programs, day-to-day open
public use is available in the weight room and exercise room.
The Scanlon Gymnasium addition at the Mercer Park Aquatic Center provides
gymnasiums, a game room, free fitness room and multipurpose rooms. Scanlon
Gymnasium offers rentals including gym rentals and birthday party packages. With 2 full
courts hosts many tournaments (soccer, volleyball, basketball) bringing many
participants throughout Iowa. Also hosts elementary school nights, family fun nights, tot
time and other special events.
Grant Wood Gym is located at Grant Wood elementary school. Gym helps facility youth
sports, basketball, volleyball and taekwondo. Offers open gym when RALCC and
MPACSG are full. Offer FREE skate nights on Friday Night.
Building Maintenance
Recreation Division staff are responsible for maintenance, repair, and improvements at
the City’s recreation facilities. This includes recreation equipment within these facilities.
Social/Cultural/Environmental Activities
Cultural, social and environmental education programs are provided year-round for all
ages. Most art programs are offered in 4, 5, 8 and 10 week sessions and are available
48 weeks of the year. The division also supports and cooperates with the Young
Footliters Children’s Theatre and the Iowa City Community Theatre. A Potter’s Studio,
Painting and Printing facilities and a Craft Room are available year round.
196
Special Events, workshops, clinics, and community education includes coach’s training,
trips, teen dances, artist residencies, music performances, holiday events and no-school
day activities.
Summer camp offers eight weeks of swimming, crafts, roller skating, field trips, sports,
and elective camps. This indoor/outdoor camp consists of eight one-week sessions for
children completing grades K-6.
Playgrounds provide supervised activities in several Iowa City park sites. Sports,
games, crafts, and special events are included. This eight-week summer program is
designed for children completing grades K-6.
Aquatics
Aquatics programs offer a variety of levels in swimming instruction. Along with lessons,
the Robert A. Lee Community Recreation Center pool is available at various hours for
public swimming, lap swim, and specialty classes. The Mercer Park Aquatic Center,
completed in 1988, is indoors and offers a variety of programs as well. The division
maintains one outdoor pool at City Park for summer classes and open swim.
City Park Pool is located outdoors on Park Road in Upper City Park on the northwest
side of Iowa City. This is a T-shaped pool featuring a super shallow area on both sides
of the ‘T,’ a 50-meter and 25-yard lap swim area, and two (2) one-meter and one (1)
three-meter diving boards. The pool depth ranges from 1 to 14 feet. The facility also
features a small wading pool for use by young children being directly supervised by a
certified lifeguard. Both the main pool and the wading pool are handicap accessible.
Numerous shade structures and incorporated trees provide a park-like experience.
Included is an accessible picnic area that guests are welcome to utilize whilst visiting.
The City Park Pool is open from Memorial Day to Labor Day.
Mercer Aquatic Center is divided into three separate sections. The deep section is on
the east end of the pool. This section is 25 yards long; depth ranges from 4'6" to 12' and
contains two (2) one-meter diving boards. The middle section is 25 yards long; depth
ranges from 4'2" to 4'6". The shallow section is on the west end of the pool. It is
approximately 2'6" to 4'. There is an outside wading pool area which requires children to
have adult supervision. The Mercer Aquatic Center is also equipped with a 12 person
spa.
Robert A. Lee Pool is located at 220 S. Gilbert St. in downtown Iowa City. This is an L-
shaped pool featuring a 25-yard main body, with the water ranging from 3 to 5 feet in this
area and a rock climbing wall. There is a wading pool area which requires children to
have adult supervision. This pool is in operation on a year-round basis.
197
Special Populations Involvement
Special Populations Involvement (SPI) programs provide year-round recreation for
persons with special needs of all ages and ability levels. A principal goal for the
programs is to enhance independent leisure skills and lifestyles of persons with various
disabilities. The SPI program offers year-round Special Olympics sports training and
competition. SPI programs promote skill development and offer educational activities,
while maintaining the recreational values. The SPI programs are offered year-round
through four and eight week programming sessions. Each session includes programs
and activities in the following recreation areas: sports and fitness, arts, music and
movement, independent living skills, special events, clubs, and social activities.
Youth Sports
Youth sports and wellness programs offered by the Iowa City Recreation Division are
diverse and well-attended by community residents. Year-round programs are
established for all ages. Youth sports include flag football, basketball, volleyball, softball,
baseball, tennis, skateboarding, taekwondo, and a variety of special events such as the
Hershey Track and Field Meet and Youth Triathlon. The youth sports programs follow a
basic philosophy that the child and learning come first and competition second.
Programs are designed to allow for instruction, full-participation, and fun. The
Recreation Division also works cooperatively with local sports associations to provide
program opportunities.
Tennis lessons for youth run approximately eight weeks in the summer (two four-week
sessions) at both City Park and Mercer Park. In addition to our regular tennis program,
the Iowa City Recreation Division works closely with the United States Tennis
Association (USTA) to provide classes, tournaments, and special events.
Gymnastics instruction is offered year-round. Parent Tot Tumbling (2-3 year olds) and
Tiny Tumblers (3-5 year olds) meet twice weekly during the school year. Saturday
classes (2-8 year olds) are offered for five-week sessions, meeting one time per week
throughout the year.
Teen programming provides various after-school activities and special events for teens
to participate in including intramural basketball and game room tournaments. The
Scanlon Gymnasium’s main focus is to provide a safe environment for teens.
Adult Sports
Adult sports programs include men’s, women’s and co-recreational basketball, volleyball,
and softball leagues. Over 100 teams participate in our summer softball leagues and 40
in the fall league. Up to 100 teams are involved in volleyball and 50 teams in basketball.
Competitive and recreational fall, winter, and spring leagues are established to meet
participants’ interests.
198
Aerobics, fitness, and wellness classes run year-round. Classes are established for
those persons just beginning to those individuals who are advanced. Both low-impact
and high-intensity aerobics are offered. Step aerobics, aquacise, and exercise classes
are popular.
HIGHLIGHTS
Celebrated the 50th anniversary of the Robert A. Lee Community Recreation Center
Over 1,000 activities are offered annually
Recent Accomplishments:
The main office and registration area
at the Robert A. Lee Community
Recreation Center were renovated
for better customer service.
Registration is now more
conveniently located on the first floor
of the recreation center, where it
provides patrons with easy access,
and a better presence of staff.
The City Park Pool Renovation
projects added a new, accessible
wading pool as well as an accessible
picnic area, new shade structures,
increased deck area both concrete
and turf. The high dive is now
accessible from a stair structure as
opposed to the existing ladder.
Completed master plan for the
edible landscape located at the
Robert A. Lee Community
Recreation Center.
Opened second splash pad at
Fairmeadows Park.
Upcoming Challenges:
Continue to pursue collaborations with
area schools, neighborhood
associations, the University, and the
Senior Center
Update fee structure to work toward cost
recovery goal.
Continue to renovate older facilities to
meet the demands of today’s recreation
users.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 15.42 15.42 14.42
199
Staffing Level Change Summary:
In fiscal year 2016, two full-time positions were eliminated. 1.00 FTE for a Clerk/Typist and 1.00
FTE for a Maintenance Worker – Pools were eliminated. One new Recreation Program
Supervisor position was added in fiscal year 2016, and the Rec Maintenance Supervisor
position was upgraded to a Facilities Manager. The total FTE changes in the Recreation
division amounted to a 1.00 FTE decrease in fiscal year 2016.
Service Level Change Summary:
No Change in the service level.
Financial Highlights:
A fee increase of 2% across all programs, passes, and rentals to offset increase in fees for
registration services is proposed for fiscal year 2016. Capital outlay expenditures include
$11,000 for new fitness equipment, $15,000 for parks and recreation equipment, and $30,000
for facility maintenance and repairts.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Relate program fees to the full cost of providing service.
Department Objective: Set program fees to recover more of direct program costs
in order to rely less on general fund subsidies.
Performance Measures:
Recreation program cost recovery
Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Budget
50% 46% 41% 40% 36% 38%
200
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Partner with ICCSD regarding planned improvements to
older schools and the development of new elementary
schools that collectively contribute to stronger
neighborhoods designed for long-term sustainability.
Department Objective: Enhance partnership with ICCSD in joint facility
development and usage to provide recreational
opportunities at the neighborhood level.
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014
Number of Schools New Measure New Measure New Measure 1
Operation Expenses New Measure New Measure New Measure $12,226
Capital Expenses New Measure New Measure New Measure 0
Number of Activities New Measure New Measure New Measure 11
201
City of Iowa City
Activity: Recreation (520100)Fund: General (1000)
Division: Recreation Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,767,489$ 1,822,827$ 1,772,327$ 1,933,167$ 1,881,541$ 1,902,563$
Other City Taxes 223,821 239,719 265,939 233,750 260,000 260,000
Use Of Money And Property
Rents 92,051 96,760 102,851 96,493 104,646 104,646
Royalties & Commiss 13,351 12,319 9,200 12,640 9,188 9,188
Intergovernmental
Other State Grants - - 6,882 - - -
Local 28E Agreements 98,163 99,404 99,404 104,440 91,633 91,633
Charges For Fees And Services
Culture & Recreation 578,804 569,311 588,301 660,046 623,635 623,635
Transit Fees 2,140 - - - 900 900
Misc Charges for Services - 17 - - - -
Miscellaneous
Contrib & Donations 20,325 22,030 1,850 20,650 15,350 15,350
Misc Merchandise 4,204 3,512 4,710 4,405 4,989 4,989
Other Misc Revenue 768 4,451 1,013 1,368 1,183 1,183
Printed Materials 3 - - - - -
Other Financial Sources
Sale Of Assets 429 - 48 - - -
Total Revenues 2,801,548$ 2,870,350$ 2,852,525$ 3,066,959$ 2,993,065$ 3,014,087$
Expenditures:
Personnel 2,102,962$ 2,082,737$ 2,087,769$ 2,233,945$ 2,164,086$ 2,229,009$
Services 434,953 520,080 512,048 544,352 577,288 588,834
Supplies 203,002 231,133 172,179 211,912 177,691 181,245
Capital Outlay 60,632 36,400 80,529 76,750 74,000 15,000
Total Expenditures 2,801,548$ 2,870,350$ 2,852,525$ 3,066,959$ 2,993,065$ 3,014,087$
Personnel Services - FTE 2012 2013 2014 2015 2016
Office Coord - Recreation 1.00 1.00 1.00 1.00 1.00
Recreation Supt 1.00 1.00 1.00 1.00 1.00
Sr Clerk/Typist - Rec 1.00 1.00 1.00 1.00 -
M.W. I - Pools 1.00 1.00 1.00 1.00 -
M.W. I - Recreation 2.75 2.75 2.75 2.75 2.75
M.W. II - Recreation 1.00 1.00 1.00 1.00 1.00
M.W. III - Pools 1.00 1.00 1.00 1.00 1.00
Facilities Manager - - - - 0.67
Rec. Maint. Supr 0.67 0.67 0.67 0.67 -
Swimming Pool Asst 1.00 1.00 1.00 1.00 1.00
Rec Program Supervisor 5.00 5.00 5.00 5.00 6.00
Total Personnel 15.42 15.42 15.42 15.42 14.42
Capital Outlay 2015 2016
Facility Improvements 11,750$ 10,000$
Park & Rec Equipment 20,000 15,000
Fitness Equipment - 11,000
Starting Blocks - 8,000
Cabin Repair 7,000 -
Dive Board Refurbishment & Handrails 9,000 -
Maintenance And Repairs 20,000 30,000
New Diving Board 9,000 -
Total Capital Outlay 76,750$ 74,000$
Activity Summary
202
PARK MAINTENANCE
The Park’s division budget is organized into four activities: Administration, Operations, Forestry,
and Central Business District (CBD) Maintenance. The Park Maintenance Operations sector
manages 1,600+ acres of parkland, open/green space in addition to 200+ acres of City-owned
non-parkland. The Park’s management area includes 46 designated parks which include 50
outdoor shelters, 130 pieces of playground equipment, 21 restroom facilities, 2 dog parks and 2
splash pad facilities. The division manages approximately 60 miles of trails by mowing, clearing
snow and pruning vegetation. The Forestry sector manages ROW and parkland trees
encompassing the City’s expanding urban forest, which includes 2,000 EAB susceptible ash
trees. The CBD sector manages the central business district area which includes the
Pedestrian Mall Plaza, Weather Dance fountain and the Plaza Playground.
Park Maintenance Administration
Administrative personnel include the Superintendent of Parks & Forestry, and a
Clerk/Typist, which provides oversight and management of the division.
Park Maintenance Operations
Daily staff responsibilities include visiting all designated parks, cleaning and securing
restroom and shelter facilities and providing for trash removal.
Park Shelters: Staff prepares and maintains shelters for 1300+ rented events a year.
Staff is responsible for continual cleaning, maintenance and repair, which includes
siding, roofing, plumbing, windows and doors, painting, electrical and concrete work,
and construction of new shelters and additions.
Playgrounds: Staff is responsible for installation of new play equipment, inspection
and repairs of the existing 130 pieces of playground equipment and play surfaces to
meet industry safety standards.
Sports Fields: Staff is responsible for 23 competition level ball fields, 4 practice fields,
20 competitive soccer fields and 5 general purpose/multi use sport fields. Ball fields
are prepped daily for practices and games from May through October. Soccer fields
are re-seeded, re-lined, moved to spread spot ware, daily, weekly and monthly.
Mowing: Scheduled mowing thin the 1600+ acres of maintenance include residential-
style turf, prairies and 200+ acres of non-parkland along highways, water retention
areas and ROWs.
Snow and ice removal: Access roads, parking areas, 61 miles of trails and sidewalks
and the City Park ice skating area are maintained during winter months.
Park Fixtures: Fixtures such as picnic tables (375) and garbage cans (260) are
inspected and repaired as needed by staff during winter months.
Forestry
Forestry staff provides routine arboricultural services such as inspecting, pruning,
removing and planting trees located in the city right-of-way and city parks. Forestry staff
responds to emergency storm damage of public and private trees when public facilities
203
or services are impacted. Forestry staff issues and inspects contracts for tree and stump
removal and tree planting. Forestry staff regularly advises Engineering and Housing
Inspection Services staff regarding tree protection during construction and/or demolition
projects, species selection for building permits and zoning requests
Central Business District (CBD) Maintenance
CBD staff provides daily grounds maintenance in the City Plaza (Pedestrian Mall), City
Hall and Chauncey Swan Park. CBD provides cleanup, ambassador duties and
assistance for 120+ events a year.
Design, installation and maintenance of planting beds with annuals and perennials in
the aforementioned areas and various city parks
Assist organizations and persons in preparations for special events held in the
Central Business District areas (Farmer’s Market, SOTA, ICDD, Northside Market)
Snow and ice removal of natural accumulations in the City Plaza, including clearing
sidewalk areas, the fire lane and a minimum of two crosswalks per half block.
Snow and ice removal to various City-owned park areas, bridges, and right-of-ways
on assigned routes, as needed.
Maintenance of site furnishings: play equipment and surfaces, trash receptacles,
bicycle racks, benches, kiosks, posting pillars, drinking fountains, trellises, the
Weather Dance Fountain, recycling units and tree grates.
HIGHLIGHTS
Acquired the Chadek Green property.
Recent Accomplishments:
Ryerson’s Woods State Forest Preserve
designation
Installed new playground at Hickory Trail
Installed new shelter at Pheasant Hill Park
Installed new benches and refuse containers at
Thornberry and Rita’s Ranch dog parks
Decreased mowing operations
Increased proactive removal of ash trees
Installed new safety surface at the Plaza
Playground
Obtained Plaza tree assessment/evaluation
Upcoming Challenges:
Managing the inevitable Emerald
Ash Borer (EAB) infestation
Equitably managing the 200+
acres of City-owned non-parkland
Planning for effective management
of the expanding parks trails
system
Increasing tree planting/replanting
program
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Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 19.00 19.00 19.00
Staffing Level Change Summary:
A full-time 1.00 FTE Maintenance Worker I was moved from the Recreation division to the Parks
Maintenance division in fiscal year 2016. Park Maintenance Administration eliminated a full-
time 1.00 FTE Clerk/Typist position in the fiscal year 2016 budget.
Service Level Change Summary:
Funding for forestry tree plantings increased from $9,300 in fiscal year 2015 to $50,000 in fiscal
year 2016 in order to increase the number of trees that are replaced following removals.
$45,000 was added in the Park Maintenance budget for natural areas management and $7,500
was added for pond algae mitigation at Windsor Ridge.
In the Capital Project Funds, $75,000 was added to address potential Emerald Ash Borer
problems and $25,000 was added for sustainable roadway vegetation management.
Financial Highlights:
A new ¾ ton 4x4 Pickup is included in fiscal year 2016 capital outlays for $24,000. Also
included in capital outlays for fiscal year 2016 is $25,000 to replace fences at Mercer and City
Park baseball fields.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Develop and enhance Parkland areas and open spaces to
exceed existing and future needs of Iowa City patrons.
Department Objective: Utilize public engagement through neighborhood meetings,
outreach and social media to gather input for the purposes
of planning, education and volunteerism. Review and
update the master plan every five years to reflect current
and future needs of the community.
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Performance Measures:
*Non-Parkland consists of highway ROWs, medians/islands and areas unmaintained by other divisions.
FY 2014 is the first year these areas were identified as an extra coverage absorbed by Parks.
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Create effective sustainable methods of operating and
maintaining facilities that accurately distribute the costs,
benefits and current level of service to the public.
Department Objective: Efficiently and equitably manage Parkland areas, open
spaces and facilities utilizing sustainable techniques.
Performance Measures:
Park Maintenance Operating Expenses per Acre (Total Acres of Parkland)
*FY 2014 calculation includes non-parkland acres, which more accurately reflects cost per acre.
FY 2011 FY 2012 FY 2013 FY 2014
Acres of
Developed Parkland 1,354 1,441 1,506 1,511
Acres of
Undeveloped Parkland 327 248 186 186
Total Acres of Parkland 1,681 1,689 1,692 1,697
Total Acres per
1,000 Population
(used 2010 US Census)
24.77 24.89 24.93 25.01
Total Non-Parkland* - - - 200
FY 2011 FY 2012 FY 2013 FY 2014
Operating Expenses $2,597,523 $2,742,135 $2,582,975 $2,904,176
Per Acre Cost $1,545 $1,624 $1,527 $1,531*
206
City of Iowa City
Activity: Park Maintenance Administration (530100)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 242,540$ 229,303$ 221,313$ 235,050$ 141,079$ 144,934$
Miscellaneous
Other Misc Revenue 25 - - - - -
Total Revenues 242,565$ 229,303$ 221,313$ 235,050$ 141,079$ 144,934$
Expenditures:
Personnel 200,104$ 194,545$ 181,859$ 199,307$ 103,314$ 106,413$
Services 37,710 29,373 31,369 29,292 32,095 32,737
Supplies 4,751 5,385 8,085 6,451 5,670 5,783
Total Expenditures 242,565$ 229,303$ 221,313$ 235,050$ 141,079$ 144,934$
Personnel Services - FTE 2012 2013 2014 2015 2016
Clerk/Typist - Parks & Forest 1.00 1.00 1.00 1.00 -
Superintendent Parks/Forestry 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 1.00
Activity Summary
207
City of Iowa City
Activity: Park Maintenance Operations (530200)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,931,574$ 1,801,485$ 1,965,991$ 1,927,247$ 2,224,963$ 2,233,198$
Use Of Money And Property
Rents 62,629 59,867 108,843 261,560 129,314 129,314
Royalties & Commiss - - 1,984 - 1,984 1,984
Intergovernmental
Disaster Assistance - - 798 - - -
Other State Grants - - 22,195 - - -
Charges For Fees And Services
Culture & Recreation 96,711 82,412 101,957 97,329 101,957 101,957
Miscellaneous
Contrib & Donations 8,398 2,500 585 - 585 585
Misc Merchandise - - 508 - 508 508
Other Misc Revenue 1,129 973 3,854 - 3,820 3,820
Other Financial Sources
Sale Of Assets 5,843 5,522 1,830 - - -
Total Revenues 2,106,284$ 1,952,759$ 2,208,545$ 2,286,136$ 2,463,131$ 2,471,366$
Expenditures:
Personnel 1,222,340$ 1,157,949$ 1,254,252$ 1,335,634$ 1,405,195$ 1,447,351$
Services 662,433 621,688 753,829 742,254 812,210 828,454
Supplies 162,194 147,780 170,565 183,248 191,726 195,561
Capital Outlay 59,317 25,342 29,899 25,000 54,000 -
Total Expenditures 2,106,284$ 1,952,759$ 2,208,545$ 2,286,136$ 2,463,131$ 2,471,366$
Personnel Services - FTE 2012 2013 2014 2015 2016
M.W. I - Parks - - - - 1.00
M.W. II - Parks 5.00 5.00 5.00 5.00 5.00
M.W. III - Parks 4.00 4.00 4.00 4.00 4.00
Sr MW - Parks 1.00 1.00 1.00 1.00 1.00
Sr MW - Turfgrass Specialist 1.00 1.00 1.00 1.00 1.00
Total Personnel 11.00 11.00 11.00 11.00 12.00
Capital Outlay 2015 2016
Fences at City & Mercer Fields 25,000$ 25,000$
Maintenance Truck - 24,000
City Park Equipment Improvements - 5,000
Total Capital Outlay 25,000$ 54,000$
Activity Summary
208
City of Iowa City
Activity: Forestry (530300)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 352,348$ 388,908$ 405,110$ 402,087$ 479,553$ 494,612$
Other City Taxes 4,959 5,285 5,929 5,370 5,970 5,970
Miscellaneous
Contrib & Donations 20,000 20,000 20,000 20,000 20,000 20,000
Misc Merchandise - - 100 - 100 100
Other Misc Revenue 5,301 366 - 300 - -
Other Financial Sources
Sale Of Assets - 595 - - - -
Transfer In -Govt Activities 69,996 70,582 73,078 73,290 78,624 78,624
Total Revenues & Transfer In 452,604$ 485,736$ 504,217$ 501,047$ 584,247$ 599,306$
Expenditures:
Personnel 277,950$ 256,775$ 280,253$ 301,524$ 337,384$ 347,506$
Services 139,167 147,840 192,633 183,765 191,191 195,015
Supplies 35,487 21,640 31,331 15,758 55,672 56,785
Capital Outlay - 59,480 - - - -
Total Expenditures 452,604$ 485,736$ 504,217$ 501,047$ 584,247$ 599,306$
Personnel Services - FTE 2012 2013 2014 2015 2016
M. W. II - Forestry 1.00 1.00 1.00 1.00 1.00
M. W. III - Forestry 1.00 1.00 1.00 1.00 1.00
Sr MW - Forestry 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity Summary
209
City of Iowa City
Activity: CBD Maintenance Operations (535100)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 539,393$ 505,968$ 510,930$ 682,573$ 572,456$ 587,395$
Licenses And Permits
General Use Permits 4,938 10,467 7,340 10,467 7,340 7,340
Miscellaneous
Other Misc Revenue - 659 145 - 145 145
Total Revenues 544,331$ 517,093$ 518,415$ 693,040$ 579,941$ 594,880$
Expenditures:
Personnel 350,634$ 342,345$ 339,052$ 404,878$ 364,026$ 374,947$
Services 153,430 146,144 154,341 192,913 172,806 176,262
Supplies 28,327 28,604 16,982 80,249 28,109 28,671
Capital Outlay 11,940 - 8,040 15,000 15,000 15,000
Total Expenditures 544,331$ 517,093$ 518,415$ 693,040$ 579,941$ 594,880$
Personnel Services - FTE 2012 2013 2014 2015 2016
M. W. II - CBD 2.00 2.00 2.00 2.00 2.00
Sr M.W. - CBD 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Capital Outlay 2015 2016
Fixture Replace & Surface Repair 15,000$ 15,000$
Total Capital Outlay 15,000$ 15,000$
Activity Summary
210
CEMETERY OPERATIONS
Oakland Cemetery occupies 40+ acres adjacent to the western edge of Hickory Hill Park.
There have been an estimated 15,872 interments in the cemetery based on the complete burial
report contained in the Cemetery Information Management System (CIMS) program. Staff
maintain all cemetery grounds, buildings, equipment, and snow route.
Assistance with family members/funeral homes regarding funeral arrangements;
determine right of interment, interment placement, lot sales/repurchases; complete
billing and maintain records.
Assist the general public/funeral homes/monument dealers with genealogy requests, lot
locations and explanation, enforcement of cemetery rules and regulations.
Future expansion: mausoleum, columbarium addition, purchase surrounding property
and/or expand to the east.
HIGHLIGHTS
Recent Accomplishments:
Reduced seasonal staffing levels for the last half of FY14 and first half of FY15.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
No staffing level changes are budgeted for fiscal year 2016.
Service Level Change Summary:
No service level changes are budgeted for fiscal year 2016.
Financial Highlights:
The Cemetery operations have no budgeted capital outlay expenditures, and there operating
expenditures have remained steady for the last four years.
211
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Track the number of hits on the Oakland Cemetery website
in order to measure the usefulness and benefits for the
community.
Department Objective: Increase the use/knowledge of the website by offering
informative workshops to the public. Establish awareness
through different media outlets.
Performance Measures:
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Track and compare the number of full burials verse
cremation burials for each fiscal year.
Department Objective: Report burial trends to effectively estimate the current
longevity of the Cemetery. Use the results to assist with
the strategic planning for future expansions and needs.
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014
Page views New Measure New Measure New Measure 4,161
FY 2011 FY 2012 FY 2013 FY 2014
Full Burials 30 34 27 19
Cremation 28 44 39 48
212
City of Iowa City
Activity: Cemetery Operations (540100)Fund: General (1000)
Division: Cemetery Operations (540100)Department: Parks and Recreation
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 240,909$ 242,814$ 242,440$ 263,197$ 269,162$ 278,968$
Charges For Fees And Services
Misc Charges For Svc 40,885 31,845 25,499 29,760 31,845 31,845
Miscellaneous
Misc Merchandise 28 - - - - -
Other Misc Revenue - 1,423 - - - -
Other Financial Sources
Sale Of Assets 99,295 39,565 49,730 57,450 52,750 52,750
Total Revenues 381,117$ 315,647$ 317,669$ 350,407$ 353,757$ 363,563$
Expenditures:
Personnel 279,840$ 243,511$ 248,835$ 265,087$ 273,125$ 281,319$
Services 55,961 52,328 56,205 65,955 65,283 66,589
Supplies 20,776 14,637 12,629 19,365 15,349 15,656
Capital Outlay 24,540 5,170 - - - -
Total Expenditures 381,117$ 315,647$ 317,669$ 350,407$ 353,757$ 363,563$
Personnel Services - FTE 2012 2013 2014 2015 2016
Cemetery Supervisor 1.00 1.00 1.00 1.00 1.00
M.W. II - Cemetery 1.00 1.00 1.00 1.00 1.00
M.W. III - Cemetery 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity Summary
213
LIBRARY OPERATIONS
The Iowa City Public Library is the busiest public library building in the state of Iowa. Community
surveys conducted in 2014 as part of the Library’s strategic planning process showed 94.3% of
respondents said the Iowa City Public Library was either essential or very important to the
quality of life in the community, the highest rating the planning consultants had ever seen. The
Library Operations budget is organized into General Library, Library Materials, Board Controlled
Funds, Gifts & Bequests, and Gifts – Materials, and Library Replacement Reserves.
General Library
This activity accounts for the bulk of the Library’s budget, accounting for Library staffing,
programs, public services, building repair & maintenance, and activities associated with
the Library’s commercial space. This budget also includes transfers to computer and
equipment replacement reserves.
Library Materials
This activity accounts for the acquisition and replacement of Library materials. Materials
budgets are organized into Children’s Materials and Adult Materials. An increasing
number of materials acquisitions in recent years are in electronic or downloadable
formats.
Board Controlled Funds
This activity is funded largely through State funded Library Open Access (reciprocal
borrowing) and Enrich Iowa grants. 0.50 FTE are budgeted within reciprocal borrowing.
Gifts & Bequests
This activity includes contributions and donations, both designated and undesignated,
for Library operations, programs, and building improvements.
Gifts – Materials
These are donated funds designated for materials acquisitions.
Library Replacement Reserves
Funded through a transfer from Library General, this activity accounts for funds set aside
for the scheduled replacement of Library equipment and computer hardware.
214
HIGHLIGHTS
By the numbers fiscal year 2014:
o 66,403 cardholders
o 1,406,995 circulation
o 710,595 visits
o 115,990 computer users
o 39,583 attended children’s programs
o 7,921 social media followers
Recent Accomplishments:
Completed a two-year building upgrade
project that included new service desks,
new carpet in areas, new technology for
children, and a new teen room.
Conducted numerous community
surveys, focus groups, and interviews
as part of a strategic planning process.
Increased participation in Summer
Reading Programs.
New teen space resulted in 131%
increased attendance at teen programs
in the library.
Upcoming Challenges:
Initiate new strategic plan goals
including introducing a bookmobile and
upgrading the library website.
Work with local partners to keep
children reading in the summer.
Lead a nine-month community-wide
celebration of all things music to
welcome UI School of Music downtown.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 43.13 43.13 42.77
Staffing Level Change Summary:
Staffing FTE changes represent slight modifications to Library Assistant and Library Clerk
hours. FTE reduction totals .36 FTE.
Service Level Change Summary:
No major service level changes budgeted for fiscal year 2016.
215
Financial Highlights:
The fiscal year 2016 budget eliminate the transfer of Cable Television Funds to the Library,
because that operation was moved into the General Fund. The Library levy revenue grew by
only 1.5% in fiscal year 2016. Revenue from local 28E agreements is anticipated to grow by
10.9% and the state backfill of commercial and industrial property taxes is estimated to be
$33,245 in fiscal year 2016. Overall, the Library expenditure budget grew by 2.8%.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Develop partnerships that build community and support the
Library’s mission.
Department Objective: Work with the ICCSD, preschools and summer programs
to help children sign up for a library card and get ready for
summer reading programs.
Performance Measures:
Children Registering for Summer Reading Programs
Number of Summer Library Bus Riders
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Goal
FY 2016
Goal
1,599 2,280 2,178 3,160 3,300 3,500
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Goal
FY 2016
Goal
1,126 1,103 1,401 2,943 3,000 3,100
216
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Improve use of Library website.
Department Objective: Increase the availability of information regarding program
and service offerings.
Performance Measures:
Library Website Use (Measured by Page Views)
* Home Page Only
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Goal
FY 2016
Goal
810,728* 1,122,935 1,187,582 1,354,795 1,422,000 1,500,000
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City of Iowa City
Activity: General Library (550100)Fund: General (1000)
Division: Library Operations Department: Library
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 3,159,577$ 3,019,609$ 3,179,390$ 3,175,983$ 3,377,972$ 3,507,670$
Property Taxes 747,907 782,931 798,657 828,107 837,047 837,047
Delinquent Property Taxes 18 53 74 - - -
Other City Taxes 14,041 13,847 13,588 13,754 13,640 13,640
Use Of Money And Property
Rents 118,948 107,947 122,484 132,292 122,484 122,484
Royalties & Commiss 3,068 3,027 2,647 3,027 2,612 2,612
Intergovernmental
Property Tax Credits - - - 16,522 33,139 33,139
Local 28E Agreements 424,363 413,750 427,033 420,750 466,491 466,491
State 28E Agreements 35,000 35,000 - - - -
Charges For Fees And Services
Library Charges 304 57 46 57 - -
Miscellaneous
Library Fines & Fees 201,157 182,418 175,666 182,418 175,666 175,666
Other Misc Revenue 63,433 62,535 19,626 62,852 - -
Other Financial Sources
Sale Of Assets - - 255 - - -
Transfer In-Bus Type Funds 55,000 55,000 55,000 55,000 - -
Total Revenues & Transfer In 4,822,816$ 4,676,173$ 4,794,466$ 4,890,762$ 5,029,051$ 5,158,749$
Expenditures:
Personnel 4,018,230$ 3,886,479$ 3,928,169$ 4,096,538$ 4,237,696$ 4,364,827$
Services 630,975 627,682 633,087 643,780 622,319 634,765
Supplies 135,023 149,539 178,888 144,444 156,036 159,157
Capital Outlay 38,588 12,473 54,322 6,000 13,000 -
Total Expenditures 4,822,816$ 4,676,173$ 4,794,466$ 4,890,762$ 5,029,051$ 5,158,749$
Personnel Services - FTE 2012 2013 2014 2015 2016
Custodian - Library 2.00 2.00 2.00 2.00 2.00
IT Support Specialist - - 1.00 1.00 1.00
Librarian II 7.16 7.00 6.00 6.00 6.00
Library Admin Coordinator 1.00 1.00 1.00 1.00 1.00
Library Assistant I 2.50 2.50 5.50 5.50 5.63
Library Assistant II 1.75 1.00 1.00 1.00 1.00
Library Assistant III 5.23 5.23 5.23 5.23 5.36
Library Building Manager 1.00 1.00 1.00 1.00 1.00
Library Clerk 6.25 6.25 2.75 2.75 2.38
Library Coordinator 6.00 6.00 5.00 5.00 5.00
Library Director 1.00 1.00 1.00 1.00 1.00
Library Web Specialist 0.75 1.00 1.00 1.00 1.00
M. W. II - Library 1.00 1.00 1.00 1.00 1.00
Microcomputer Specialist - Lib 1.00 1.00 - - -
MW I - Library 0.50 0.50 0.50 0.50 0.50
Network Database Spec - Lib 1.00 1.00 1.00 1.00 1.00
Pulic Relations Specialist - 0.65 0.65 0.65 0.65
Sr Librarian 1.00 1.00 2.00 2.00 2.00
Sr Library Assistant 3.75 3.75 3.75 3.75 3.75
Supervising Librarian - - 1.00 1.00 1.00
Total Personnel 42.89 42.88 42.38 42.38 42.27
Capital Outlay 2015 2016
RFID tags 6,000$ 6,000$
Exterior Doors - 7,000
Total Capital Outlay 6,000$ 13,000$
Activity Summary
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City of Iowa City
Activity: Library Materials (550200)Fund: General (1000)
Division: Library Operations Department: Library
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 614,796$ 631,163$ 659,205$ 649,248$ 648,000$ 648,000$
Total Revenues 614,796$ 631,163$ 659,205$ 649,248$ 648,000$ 648,000$
Expenditures:
Services -$ 319$ -$ -$ -$ -$
Capital Outlay 614,796 630,845 659,205 649,248 648,000 648,000
Total Expenditures 614,796$ 631,163$ 659,205$ 649,248$ 648,000$ 648,000$
Capital Outlay 2015 2016
Adult Library Materials 546,807$ 548,000$
Children's Library Materials 102,441 100,000
Total Capital Outlay 649,248$ 648,000$
Activity Summary
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City of Iowa City
Activity: Library Board Controlled Funds (550300)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 670$ -$ 1,302$ 931$ 638$ 638$
Intergovernmental
Operating Grants 61,033 76,694 90,067 81,500 90,067 90,067
Charges For Fees And Services
Refuse Charges 179 296 574 296 574 574
Miscellaneous
Misc Merchandise 2,512 1,965 1,798 879 1,799 1,799
Other Misc Revenue 25,035 21,745 22,304 20,000 22,008 22,008
Printed Materials 16,290 15,606 15,087 15,606 15,087 15,087
Other Financial Sources
Sale Of Assets - - 673 - - -
Total Revenues 105,719$ 116,306$ 131,805$ 119,212$ 130,173$ 130,173$
Expenditures:
Personnel 42,628$ 30,529$ 32,756$ 28,443$ 28,445$ 29,298$
Services 56,452 30,843 53,747 18,781 25,728 26,243
Supplies 8,148 3,602 3,890 6,833 24,223 24,707
Capital Outlay 23,857 42,692 45,921 56,000 27,000 -
Total Expenditures 131,085$ 107,665$ 136,314$ 110,057$ 105,396$ 80,248$
Personnel Services - FTE 2012 2013 2014 2015 2016
Library Assistant III 0.50 0.50 0.50 0.50 0.50
Library Clerk 0.25 0.25 0.25 0.25 -
Total Personnel 0.75 0.75 0.75 0.75 0.50
Capital Outlay 2015 2016
Building Improvements 10,000$ -$
IT Hardware 36,000 12,000
Software - 15,000
Furniture & Office Equipment 10,000 -
Total Capital Outlay 56,000$ 27,000$
Activity Summary
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City of Iowa City
Activity: Library Gifts and Bequests (550400)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 686$ 1,150$ -$ 1,150$ -$ -$
Miscellaneous
Contrib & Donations 44,814 199,854 134,422 90,000 95,000 95,000
Other Misc Revenue 3,074 3,700 1,625 3,700 6,400 6,400
Total Revenues 48,574$ 204,705$ 136,047$ 94,850$ 101,400$ 101,400$
Expenditures:
Personnel -$ -$ -$ -$ 29,146$ 30,020$
Services 12,700 13,415 21,288 11,362 21,671 22,104
Supplies 12,016 17,955 24,379 17,989 24,618 25,110
Capital Outlay 2,989 2,349 13,612 48,000 - -
Total Expenditures 27,705$ 33,719$ 59,279$ 77,351$ 75,435$ 77,235$
Capital Outlay 2015 2016
Building Improvements 48,000$ -$
Total Capital Outlay 48,000$ -$
Activity: Library Gifts - Materials (550500)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Contrib & Donations 94,344$ 70,299$ 17,340$ 75,000$ 52,000$ 50,000$
Total Revenues 94,344$ 70,299$ 17,340$ 75,000$ 52,000$ 50,000$
Expenditures:
Capital Outlay 91,558$ 41,180$ 13,984$ 75,000$ 52,000$ 50,000$
Total Expenditures 91,558$ 41,180$ 13,984$ 75,000$ 52,000$ 50,000$
Capital Outlay 2015 2016
Adult Library Materials 60,000$ 40,000$
Children's Library Materials 15,000 10,000
Total Capital Outlay 75,000$ 50,000$
Activity Summary
Activity Summary
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City of Iowa City
Activity: Library Replacement Reserves (550800)Fund: Library Replacement Reserves (1006)
Division: Library Operations Department: Library
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Other Financial Sources
Sale Of Assets -$ 537$ -$ -$ -$ -$
Transfer In From General Fund 62,422 62,422 62,422 62,422 62,422 62,422
Total Revenues & Transfer In 62,422$ 62,959$ 62,422$ 62,422$ 62,422$ 62,422$
Expenditures:
Services -$ 30$ -$ -$ -$ -$
Supplies 5,294 21,953 15,816 45,000 45,000 45,000
Capital Outlay 65,516 48,318 88,337 - 20,500 -
Total Expenditures 70,810$ 70,301$ 104,153$ 45,000$ 65,500$ 45,000$
Capital Outlay 2015 2016
Operating Equipment Replacement -$ 20,500$
Total Capital Outlay -$ 20,500$
Activity Summary
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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 an IRS
designated non-profit organization. Board members are our neighbors, business and community
leaders. Each is dedicated to helping our Library provide the very best materials, programs and
services. The Board of Directors and the Development Office of the Iowa City Public Library work
together on Library fundraising efforts.
The Library Foundation budgetary division accounts for personnel costs associated with the
Foundation’s development activities. These activities were budgeted in fund 9105 in previous years
through fiscal year 2013. City expenditures are fully reimbursed by the Foundation. 2.0 FTE’s are
budgeted in this division: Library Coordinator – Development, and a Senior Library Assistant.
HIGHLIGHTS
Recent Accomplishments: Upcoming Challenges:
Successfully completed special fundraising Continue financial growth outlined in
campaign for library remodeling project by Foundation strategic plan.
exceeding goal of $250,000 by nearly $6,000. Develop and host effective special
Raised $195,496 to surpass annual fundraising events.
goal of $175,000. Remain vital in increasingly competitive
Attracted 115 new contributors who donated fundraising environment.
nearly $10,800.
Recruited volunteer and other help to sell donated
items online to maximize used bookstore income.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes budgeted for fiscal year 2016.
Service Level Change Summary:
There are no service level changes budgeted for fiscal year 2016.
Financial Highlights:
The expenditures for this activity are offset by the revenues with no General funding utilized for this
activity.
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City of Iowa City
Activity: Library Foundation Office (550600)Fund: Library Dvlp Off (Foundation) (1005)
Division: Library Foundation Office (550600)Department: Library
* Activity Prior to FY2013 in Agency Fund
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Other Misc Revenue -$ 132,644$ 109,845$ 190,961$ 174,829$ 180,074$
Total Revenues -$ 132,644$ 109,845$ 190,961$ 174,829$ 180,074$
Expenditures:
Personnel -$ 132,644$ 110,119$ 190,961$ 174,829$ 180,074$
Total Expenditures -$ 132,644$ 110,119$ 190,961$ 174,829$ 180,074$
Personnel Services - FTE 2012 2013 2014 2015 2016
Library Coord - Development - 1.00 1.00 1.00 1.00
Sr Library Assistant - - 1.00 1.00 1.00
Total Personnel - 1.00 2.00 2.00 2.00
Activity Summary
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SENIOR CENTER OPERATIONS
The Iowa City/Johnson County Senior Center is a department of the City of Iowa City and has
been serving older adults, age 50 and above, since 1981. Located in a beautifully restored
historic post office on the corner of Linn and Washington Streets in downtown Iowa City, the
Center offers a full array of classes, activities, volunteer opportunities, and services. These
programs and services support individual health, wellbeing, and independence by fostering
social connections, mental and physical exercise, and involvement in the community. Many of
these programs and services are open to all members of the community.
The Senior Center’s budget is organized into two major activities: Administration, and Gifts &
Memorials. Administration is further divided into five subcategories, each reflecting a major
area of programming. This has been done to assist with financial tracking and program
planning. The subdivisions include: Senior Center Classes; Senior Center New Horizons Band;
Senior Center Chorus; Senior Center Television; and Senior Center Special Events.
Senior Center Administration
Administration oversees and supports the operation of Center programs, building
maintenance, and development. Administration also supports the activities of the Senior
Center Commission, Senior Center Steering Council and Working Committees, and the
New Horizons Band Steering Council.
Services provided at the Center are also supported by Administration. These programs
require varying degrees of staff oversight, organization, volunteer training, scheduling,
and problem solving. Most are open to all members of the community. All require a
designated space in which they can be carried out. Examples include: Senior Health
Insurance Counseling (SHIIP); Volunteer Lawyers; University of Iowa Counseling
Services; The AARP Tax Aide Program; Honoring Your Wishes advanced directives
counseling; health care provided by the Visiting Nurses Association, and congregate
dining provided by Elder Services, Inc. These programs extend The Center’s reach out
into the community bringing in people of all ages, from all walks of life.
There are five budget subdivisions in the Administration Budget
Senior Center Classes - Classes cover everything from literature and fitness,
music, and art education. They are often open to non-members or
intergenerational. A volunteer based Program Committee is active in
determining the quarterly curriculum. Classes are taught by volunteers or
independent contractors.
Senior Center New Horizons Band - The Band’s mission is to provide the
opportunity for all persons age 50 and older to learn and make music. The NHB
has student instructors who are identified through a cooperative agreement with
the College of Music Education at the University of Iowa. All student instructors
are part-time temporary employees of the City.
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Senior Center Chorus - This part of the budget includes the Voices of Experience
(VOE), a chorus for adults over 50, and the Family Folk Machine (FFM), an
intergenerational chorus. The VOE has a student director identified through a
cooperative agreement with the College of Music Education at the University of
Iowa. The VOE director and accompanist are both part-time temporary
employees of the City. The FFM is directed by volunteers. Participants of both
choruses pay participation fees.
Senior Center Special Events - Large programs of general interest that are open
to all members of the community. For instance, dances, fundraisers band
concerts, choral presentations, movies, or speakers. They often have sponsors
and community partners and involve many volunteers.
Senior Center Television - Volunteers produce television programs for broadcast
on City Cable and Public Access channels. A part time temporary video
specialist provides instruction and training. SCTV brings programs that take
place at The Center to television for homebound elderly and community
members to see. They also are involved with creative endeavors and have a
channel on you-tube to increase outreach.
Gifts & Memorials
This activity accounts for contributions and donations made to the Senior Center Gift
Fund.
HIGHLIGHTS
There were 108,753 visits to Senior Center sponsored programs in FY14.
There were additional 12,756 and 3,901 visits to The Center for the Senior Nutrition
Program and other services & meetings, respectively.
There were 337 classes and special events, 7 performance groups, 22 groups & clubs,
18 different volunteer activities, and 24 professional services offered.
At the end of FY2013 membership was 1,574.
Over 668 volunteers provided services to support Center programming and the
community.
Recent Accomplishments:
An intergenerational concert involving The Center’s two vocal groups, the Voices of
Experience and Family Folk Machine. There were sixty-two performers ranging in age from
four to eighty-four. The event was held at the Englert and attracted about 200 attendees.
Thanks to the work of Senior Center Television (SCTV), a high quality video of this concert
is available on the Senior Center’s YouTube channel. Partners and sponsors included:
University of Iowa’s College of Music Education and the University of Iowa Community
Credit Union.
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Images of Aging was a project developed to dispel negative images of aging. Noted
photographer Peter Feldstien volunteered to photograph volunteer members of The Center.
Large prints of the photos were framed. A professional film maker videotaped the people
photographed during extended interviews focusing on their experience of growing older.
The tapes were edited by SCTV into a forty minute video program. The framed photos were
featured in a Gallery Walk and viewed by over 200 community members during the event.
The photos continued as an extended exhibit and were viewed by hundreds more over the
exhibit period. The video program was played in conjunction with the exhibit. Funded in part
by a grant from the Community Foundation of Johnson County.
A Musical Geography of Mexico was a part of our programming intended to expand cultural
awareness. A lecture and demonstration with live performances of folk music from various
regions of Mexico performed by Sones de Mexico, one of Chicago’s premier folk music
ensembles. Supported by the Iowa Arts Council, Hancher, and The Center.
Organized and hosted a community education event in partnership with Honoring Your
Wishes to raise awareness of advance care planning. The award winning documentary
Consider the Conversation was screened to an audience of approximately 100 people. A
panel discussion featuring local experts followed.
Supported the work of the Ad Hoc Senior Services Committee by providing needed
information and responding to the questions of community members in an unbiased, factual
way. Encouraged people to focus on ―the facts.‖
Conducted a pilot study involving low-income and less able older adults who were given
EarthBoxes, vegetable plants, instruction, and volunteer support. Pathways Adult Day
Health Center; Ecumenical Towers, Emerson Point, and assisted living at Bickford Cottage
were all pilot locations. The program was well received and provided participants with social
interaction, physical and cognitive exercise. The program will be expanded in 2015. It was
funded by Friends of The Center.
Conducted a cultural sensitivity training program for members at The Center’s annual
meeting using a professional facilitator. Funded by Friends of The Center.
Upcoming Challenges:
Diversify The Senior Center’s funding.
Develop a multi-year plan to upgrade the interior of sections of the building—flooring,
window coverings, some furnishings, wall coverings and repairs—to create a safe,
welcoming environment conducive to learning, relaxation, and social interaction.
Develop a plan of action based upon the findings and recommendations of the Ad Hoc
Senior Services Committee.
Work with representatives from volunteer leadership committees, members, participants,
and community members to develop 2016-2020 Mission, Goals and Objectives for the
Senior Center that are reflective of priorities identified by City Council.
227
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 6.50 6.50 6.50
Staffing Level Change Summary:
No permanent staff changes were added for fiscal year 2016. An 18-hour per week temporary
position was added to assist with receptionist duties.
Service Level Change Summary:
In February of 2014 the Iowa City City Council established the Ad Hoc Senior Services
Committee. The Committee was given three charges: 1) to do a comprehensive evaluation of
Senior Center operations and report on findings; 2) to make recommendations to the City
Council on how Iowa City should use current financial and physical resources to meet the needs
of Iowa City’ growing senior population; and 3) identify obstacles which may be hindering the
City’s ability to serve the senior population and make recommendations that would minimize or
eliminate such obstacles. The final report is to be submitted to Council December 1, 2014.
Recommendations for Senior Center programs and services are likely to be included in the Ad
Hoc Committee’s report. Goals and objectives will be developed reflecting these
recommendations once the final document from the Ad-Hoc Senior Services Committee gets
discussed and accepted by the City Council.
.
Financial Highlights:
In the fiscal year 2016 budget, programming for the Senior Center Chorus, Senior Center
Television, and Special Events were moved from the Administration budget activity to the
Programs budget activity. This restructuring moved personnel, services, and supplies
expenditures as well as corresponding revenues. The Programs budget increased from $0 in
fiscal year 2015 to $45,480 in fiscal year 2016.
Capital outlay budgeted for fiscal year 2016 in Senior Center Administration includes $7,000 to
purchase a desk reconfiguration. Capital outlay in the Gifts & Memorials activity includes
$10,000 to complete fitness area of Room 103.
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GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: To be synonymous with the highest quality programs that
promote optimal aging; thereby encouraging individuals to
become their best selves regardless of personal
challenges.
Department Objective: Each quarter throughout the year, offer diverse program
opportunities in seven dimensions of wellness: emotional;
environmental; intellectual/cognitive; physical;
professional/vocational; social; and spiritual.
Performance Measures:
Each quarter* had a Minimum of 4 Unique Programs Offered in Each of the 7
Dimensions of Wellness
* A quarter, corresponds with the publication of the Senior Center Program
Guide. The Fall Program Guide covers September through November;
Winter, December through February; Spring, March through May; and
Summer, June through August. The Program guide is released two weeks
prior to the beginning of the quarter.
Random Class Evaluations (done throughout the year)
Goal FY 2011 FY 2012 FY 2013 FY 2014 Fall Winter Spring Summer Fall Winter Spring Summer Fall Winter Spring Summer Fall Winter Spring Summer Fall Winter Spring Summer New Measure New Measure New Measure
Goal FY 2011 FY 2012 FY 2013 FY 2014
Overall Satisfaction
Rating of > 95% New Measure New Measure 91% 96%
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Strategic Plan Goal: A Solid Financial Foundation & Enhanced Communication
and Marketing
Department Goal: To improve stability and diversity of financing.
Department Objective: Move toward electronic communication as a cost saving
measure and for customer convenience.
Performance Measures:
Percent of Members using On-line Class Registration and/or Membership Renewals
Senior Center Endowment’s Annual Contribution to the Operational Budget
Cost Recovery Percentage
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: To increase cultural diversity among participants and
promote an environment of inclusion.
Department Objective: Use available resources to expand the participant base for
both on-site and off-site programming.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
Percent of Members New Measure New Measure New Measure 5% 10%
Change in Percent
(Goal of > 5% increase) New Measure New Measure New Measure New Measure 100%
FY 2011 FY 2012 FY 2013 FY 2014
Annual Contribution $20,323 $23,632 $23,077 $30,380
Change in Contribution
(Goal of 4 - 8% increase) New Measure 16.3% (2.3%) 32%
Goal FY 2011 FY 2012 FY 2013 FY 2014
25% and to Increase % 15% 25% 25% 29%
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Performance Measures:
Participation of Racial Minorities in the Senior Center Programming
(Based on Annual On-site Demographic Survey)
* At least until levels reflect community demographics of the 50 + population
Percent of Respondents with Incomes at or below Department of Health and Human
Services Poverty Guidelines (Based on Annual On-site Demographic Survey)
** Based upon the U.S. Census Bureau’s American Community Survey (2008-2012)
and the U.S. Decennial Census population counts, the percent of people ≥ 55 living
in poverty in Iowa City and Johnson County is 6% and 4% respectively. A 2010
community survey done by the United Way of Johnson and Washington Counties
identified a 6.1% poverty rate among people ≥ 65 in Johnson County.
Successful Programs that Targeting At Risk and In Need Adults Over 50
* Fall covers September through November; Winter, December through
February; Spring, March through May; and Summer, June through August.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
Percent of Participation New Measure New Measure New Measure 5% 6%
Change in Percent
(Goal of 1 - 2% increase)* New Measure New Measure New Measure New Measure 1%
Goal FY 2011 FY 2012 FY 2013 FY 2014
4.0% – 6.1%* New Measure New Measure New Measure 12%
Goal * FY 2011 FY 2012 FY 2013 FY 2014 Fall Winter Spring Summer Fall Winter Spring Summer Fall Winter Spring Summer Fall Winter Spring Summer Fall Winter Spring Summer >4 >4 >4 >4 New Measure New Measure New Measure >10 >10 >10 >10
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City of Iowa City
Activity: Senior Center Administrations (570100)Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 613,987$ 618,795$ 598,506$ 704,108$ 636,974$ 652,103$
Use Of Money And Property
Parking Ramp Revenue 17,663 17,035 - - - -
Rents 1,539 1,624 2,135 1,624 2,135 2,135
Royalties & Commiss 299 322 264 322 264 264
Intergovernmental
Local 28E Agreements 70,000 70,000 59,224 70,000 59,224 59,224
Charges For Fees And Services
Culture & Recreation 42,283 54,701 57,926 54,680 57,354 57,354
Misc Charges For Svc 16,698 14,459 2,037 - - -
Parking Charges - - 20,390 17,050 20,390 20,390
Miscellaneous
Contrib & Donations 34,743 37,130 41,911 51,000 46,911 46,911
Misc Merchandise 12,491 7,736 6,091 7,736 6,091 6,091
Other Misc Revenue 5,483 6,719 18,488 - 2,500 2,500
Other Financial Sources
Sale Of Assets 836 - 191 - - -
Total Revenues 816,022$ 828,520$ 807,163$ 906,520$ 831,843$ 846,972$
Expenditures:
Personnel 519,362$ 508,023$ 526,825$ 553,758$ 563,229$ 580,126$
Services 234,516 209,364 218,241 240,651 229,975 234,575
Supplies 55,734 44,144 62,097 53,506 31,639 32,272
Capital Outlay 6,410 66,989 - 58,605 7,000 -
Total Expenditures 816,022$ 828,520$ 807,163$ 906,520$ 831,843$ 846,972$
Personnel Services - FTE 2012 2013 2014 2015 2016
M. W. III - Senior Center 1.00 1.00 1.00 1.00 1.00
M.W. I - Senior Center 1.00 1.00 1.00 1.00 1.00
Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00
Program Specialist - Sr Center 1.00 1.00 1.00 1.00 1.00
Receptionist - Sr Center 0.50 0.50 0.50 0.50 0.50
Senior Center Coordinator 1.00 1.00 1.00 1.00 1.00
Volunteer Specialist-Sr Center 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.50 6.50 6.50 6.50 6.50
Capital Outlay 2015 2016
Addressable Alarm Panel 18,000$ -$
Contracted Improvements 15,000 -
Hot Steam Serving Table 5,000 -
Other Operating Equipment 13,000 7,000
Building Improvements 7,605 -
Total Capital Outlay 58,605$ 7,000$
Activity Summary
232
City of Iowa City
Activity: Senior Center Programs (570200)Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ -$ 15,259$ 16,330$
Charges For Fees And Services
Culture & Recreation - - 8,588 6,300 11,700 11,700
Misc Charges For Svc - - 11,171 10,000 11,171 11,171
Miscellaneous
Misc Merchandise - - 780 - 950 950
Other Misc Revenue - - - 6,000 6,400 6,400
Total Revenues -$ -$ 20,539$ 22,300$ 45,480$ 46,551$
Expenditures:
Personnel -$ -$ -$ -$ 16,163$ 16,648$
Services - - 1,672 - 9,517 9,707
Supplies - - 83 - 19,800 20,196
Total Expenditures -$ -$ 1,755$ -$ 45,480$ 46,551$
Activity: Senior Center Programs (570200)Fund: Sr Center New Horizons Band (1004)
Division: Senior Center Operations Department: Senior Center
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Charges For Fees And Services
Culture & Recreation 9,665$ 10,736$ 9,010$ 10,800$ 9,065$ 9,065$
Miscellaneous
Contrib & Donations 3,712 3,157 1,106 2,100 1,800 1,800
Misc Merchandise 47 - - - - -
Total Revenues 13,424$ 13,893$ 10,116$ 12,900$ 10,865$ 10,865$
Expenditures:
Personnel 6,756$ 6,244$ 5,813$ 7,573$ 8,628$ 8,887$
Services 3,700 3,601 7,126 3,677 1,001 1,021
Supplies 2,262 1,625 3,267 2,291 1,467 1,496
Total Expenditures 12,718$ 11,469$ 16,206$ 13,541$ 11,096$ 11,404$
Activity Summary
Activity Summary
233
City of Iowa City
Activity: Senior Center Gifts and Memori (570400)Fund: Sr Center Gift Fund (1003)
Division: Senior Center Operations Department: Senior Center
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 71$ 120$ 76$ 120$ -$ -$
Miscellaneous
Contrib & Donations 745 - - 1,000 - -
Total Revenues 816$ 120$ 76$ 1,120$ -$ -$
Expenditures:
Supplies -$ 530$ -$ 16,098$ -$ -$
Capital Outlay - - - - 10,000 -
Total Expenditures -$ 530$ -$ 16,098$ 10,000$ -$
Capital Outlay 2015 2016
Building Improvements -$ 10,000$
Total Capital Outlay -$ 10,000$
Activity Summary
234
NEIGHBORHOOD & DEVELOPMENT SERVICES
ADMINISTRATION
Administration
Neighborhood and Development Services (NDS) Administration is responsible for oversight and
support of the department’s seven operating divisions, Administration, Economic Development,
Sustainability, Development Services, Neighborhood Services, Metropolitan Planning of
Johnson County (MPOJC) and the Housing Authority.
Sustainability
Iowa City is committed to sustainability as one of the overarching principles guiding the City’s
strategic plan. The Sustainability Coordinator helps ensure that our public services and planning
efforts are rooted in sustainable principles by implementing energy conservation programs,
green infrastructure projects with include native plants, trails, public art and wildlife habitat.
Greenhouse emissions from local government operations and the community as a whole are
tracked along with other sustainability metrics. The City has also many partnerships and
projects with the University of Iowa, enhancing the ability to broaden the work on sustainability
within the community.
Energy Efficiency Revolving Fund
The fund was transferred from the Energy Efficiency and Conservation Block Grant special
revenue fund in the revised fiscal year 2015 budget. The fund is being used as an inter-fund
energy efficiency reimbursement program. The facilities and funds that received improvements
through the fund will be repaying the fund annually based on the expected savings from the
improvements.
Housing & Inspection Administration
The Housing & Inspection Services and Planning & Community Development Departments
were combined in the revised fiscal year 2015 budget. The schedule presented show the
operations of the Housing & Inspection Administration in the General Fund through fiscal year
2014 after which the activities will be merged within the operations of Neighborhood &
Development Administration.
HIGHLIGHTS
The City is currently increasing the usage of a new web-based plan and document
workflow system (such as planning submittals to include subdivision plats, etc.) that was
implemented which allows citizens, architects, and developers to initiate and complete
plan submission, reviews, and approval.
The City is partnering with the University of Iowa’s Iowa Initiative for Sustainable
Communities during two successive academic years.
235
Recent Accomplishments:
A sustainability assessment was
completed which documents a baseline
for a variety of city qualities.
Upcoming Challenges:
Increase communication around
sustainability both internally and
externally.
Continue planning for climate adaption.
.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 2.55 2.55 2.55
Staffing Level Change Summary:
The Sustainability Coordinator position was transferred to this department from the Landfill
division of Public Works department in fiscal year 2015 adding one (1) FTE to the fiscal year
2016 staffing. The Engineering Technician position that was shared with Engineering and the
Metro Planning Organization of Johnson County is eliminated in fiscal year 2016 reducing the
FTE by .50. A vacant, permanent part-time clerk position is also eliminated in fiscal year 2016
which would reduce the FTE count by an additional .50 FTE. Overall, the net change in FTE for
NDS Administration is zero.
Service Level Change Summary:
The Sustainability Services activity was transferred to the NDS Administration division during
fiscal year 2015. Also transferred was the energy efficiency revolving loan program from the
special revenue funds. The budgeted revenues and expenditures for these two activities are
new to the General Fund and to the department.
Financial Highlights:
This administration budget represents the combination of the Housing and Inspections Services
Administration and the Planning and Community Development Administration budgets. In
addition, the Sustainability Activities were a newly created function that was moved into this
division.
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GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Strategic Economic Development Activities
Department Goal: Encourage new development to include sustainability
features
Department Objective: Develop and implement standards for City funded projects
to include sustainability features such as energy efficiency,
storm water management, green roofs and other
Performance Measures:
Number of implemented City funded projects with sustainability standards
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Decrease energy usage, costs, and greenhouse gas
emissions
Department Objective: Track municipal energy cost savings
Performance Measures:
Dollars saved from energy efficient installation, renewable energy, & operational change
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Increase awareness of sustainability within the community
and City employee awareness
Department Objective: External outreach within the community, focusing on
sustainability, and collaborate with staff in various
departments to institutionalize sustainability within City
government
FY 2011 FY 2012 FY 2013 FY 2014
New Measure New Measure New Measure New Measure
FY 2011 FY 2012 FY 2013 FY 2014
New Measure New Measure New Measure New Measure
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Performance Measures:
External FY 2011 FY 2012 FY 2013 FY 2014
Number of
Presentations New Measure New Measure New Measure New Measure
Internal FY 2011 FY 2012 FY 2013 FY 2014
Number of
Presentations New Measure New Measure New Measure New Measure
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City of Iowa City
Activity: Neighborhood & Dvlp Admin (610100)Fund: General (1000)
Division: Neighborhood & Dvlp Admin (610100)Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 290,469$ 288,401$ 314,954$ 520,121$ 248,112$ 257,284$
Charges For Fees And Services
Building & Devlpmt - - - 1,000 1,300 1,300
Miscellaneous
Code Enforcement - - - 26,444 13,983 13,983
Other Misc Revenue - 34 31,800 - 31,800 31,800
Transfer In -Enterprise Activities - - - 26,010 26,270 26,270
Total Revenues & Transfer In 290,469$ 288,435$ 346,754$ 573,575$ 321,465$ 330,637$
Expenditures:
Personnel 262,679$ 259,604$ 268,307$ 526,037$ 274,253$ 282,481$
Services 20,324 21,092 75,497 43,614 44,267 45,152
Supplies 7,466 7,739 2,950 3,924 2,945 3,004
Total Expenditures 290,469$ 288,435$ 346,754$ 573,575$ 321,465$ 330,637$
Personnel Services - FTE 2012 2013 2014 2015 2016
Administrative Secretary 0.55 0.55 0.55 0.55 0.55
Clerk/NDS - 0.50 0.50 0.50 -
Engineering Technician *0.50 0.50 0.50 0.50 -
NDS Director 1.00 1.00 1.00 1.00 1.00
Planning & Comm Dev Clerk 0.50 - - -
Total Personnel 2.55 2.55 2.55 2.55 1.55
* Position to be eliminated on 12-31-15
Activity Summary
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City of Iowa City
Activity: Sustainability Services (610150)Fund: General (1000)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ 129,901$ 96,223$ 99,044$
Miscellaneous
Other Misc Revenue - - 33,200 - - -
Total Revenues -$ -$ 33,200$ 129,901$ 96,223$ 99,044$
Expenditures:
Personnel -$ -$ 3,005$ 91,433$ 89,673$ 92,363$
Services - - 378 35,014 5,150 5,253
Supplies - - 32 3,454 1,400 1,428
Total Expenditures -$ -$ 3,415$ 129,901$ 96,223$ 99,044$
Personnel Services - FTE 2012 2013 2014 2015 2016
Sustainability Coordinator - - - - 1.00
Total Personnel - - - - 1.00
Activity: Sustainability Services (610150)Fund: Energy Efficiency (1012)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Miscellaneous
Other Misc Revenue -$ -$ -$ 137,805$ 88,962$ 53,856$
Transfers In - Misc - - - 48,924 - -
Total Revenues & Transfer In -$ -$ -$ 186,729$ 88,962$ 53,856$
Expenditures:
Services -$ -$ -$ -$ 7,396$ -$
Capital Outlay - - - 171,136 66,566 -
Total Expenditures -$ -$ -$ 171,136$ 73,962$ -$
Activity Summary
Activity Summary
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City of Iowa City
Activity: Housing and Inspection Admin (470100)Fund: General (1000)
Division: Neighborhood & Dvlp Admin Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 274,436$ 203,259$ 222,988$ -$ -$ -$
Charges For Fees And Services
Building & Devlpmt 1,000 1,400 1,300 - - -
Miscellaneous
Code Enforcement 7,047 26,444 13,983 - - -
Other Misc Revenue 10 - 9 - - -
Printed Materials 107 16 27 - - -
Transfer In -Enterprise Activities 25,000 25,000 25,575 - - -
Total Revenues & Transfer In 307,600$ 256,118$ 263,882$ -$ -$ -$
Expenditures:
Personnel 239,467$ 238,175$ 240,899$ -$ -$ -$
Services 68,107 17,943 22,983 - - -
Supplies 26 - - - - -
Total Expenditures 307,600$ 256,118$ 263,882$ -$ -$ -$
Personnel Services - FTE 2012 2013 2014 2015 2016
Code Enforcement Asst. 1.00 1.00 1.00 - -
H.I.S. Director 1.00 1.00 1.00 - -
Total Personnel 2.00 2.00 2.00 - -
Activity Summary
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NEIGHBORHOOD SERVICES
Housing Inspection
The mission of the Housing Inspection Division is to ensure the housing facilities are of the
quality necessary to protect and promote the health, safety, and welfare of not only those
persons utilizing these facilities, the general public as well. We strive to achieve these goals and
contribute to the overall mission of the City by:
The inspection of all rental properties located in the City on a two year cycle.
The inspection of all housing related to the Housing Authority’s Housing Choice Voucher
Program.
Investigating and resolving housing and nuisance complaints for all properties.
The City of Iowa City began the rental housing inspection division in the mid 1970's. The
division has four full-time inspectors, inspecting more than 18,000 rental units bi-annually. We
work with owners, property managers and tenants to ensure conformance with the Iowa City
Housing Code, which establishes minimum health and safety standards necessary to protect
and promote the welfare of tenants and the general public as well. We achieve this purpose by
inspecting all rental property on a systematic basis. Currently, multi-family structures (e.g. those
buildings with three or more units), single family, and duplex structures are inspected every two
years. Fraternities and sororities are inspected annually. Complaint inspection may be made
upon request. In an effort to promote healthier neighborhoods we have shifted to more pro-
active inspections in our core neighborhoods to address nuisance trash and litter violations.
Community Development
Community Development staff are committed to providing Iowa City residents with access to
safe and affordable housing, jobs and services. This is accomplished by coordinating efforts
with local organizations, businesses and other community partners, and by administering and
coordinating activities relating to city, state, and federal housing and community and economic
development programs.
Economic development activities include:
Neighborhood redevelopment
Entrepreneurial and microenterprise business development
Working with financial institutions
The Housing Rehabilitation program works to help residents maintain and update their homes
by providing financial assistance to income eligible homeowners. The availability of affordable,
low or no-interest loans provides lower income homeowners the opportunity to make repairs
and improve energy efficiency to their homes and ultimately helps to maintain Iowa City's
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housing stock. Funding is available through the federally-funded Community Development Block
Grant (CDBG) and HOME Investment Partnership programs, and through the General
Rehabilitation and Improvement Program (GRIP), which is funded by general obligation bonds.
CDBG and HOME descriptions can be found in the Special Revenue Fund section of this
budget.
Neighborhood Outreach
The Neighborhood Outreach Division provides a conduit between all City departments and the
network of neighborhood associations within Iowa City, and facilitates the distribution of funds
made available by the City Council for small-scale neighborhood improvements.
Neighborhood Outreach supports and encourages citizens to help shape the future of their
neighborhood. By assisting in the establishment and coordination of 33 neighborhood
associations, this division seeks to encourage action by providing ideas and resources that help
associations address their needs and interests within the goals of the larger community.
The City Council has made funds available to neighborhood associations through the Program
for Improving Neighborhoods (PIN) grant program, with $15,000 available annually.
Administration of this program involves making applications available to the neighborhoods,
clarifying the administrative rules, assisting with project development, coordinating staff review
of the applications as well as execution of contract documents and implementation of projects.
Human Services
The Human Services division coordinates with the United Way of Johnson County and the
Housing and Community Development Commission in providing funds for human service
agencies.
This division was new with the fiscal year 2013 budget proposal and assumes some of the
duties previously provided by the Metropolitan Planning Organization of Johnson County’s
Human Services Division.
The City Council makes annual allocations to the area’s human service agencies as part of the
budget process. These monies were accounted for in the General Fund’s Non-Operational
Administration account in prior years.
Donation Stations
The City previously placed nine purple parking meters throughout downtown to serve as
donation stations for local residents wishing to donate to local human service agencies serving
the homeless. This program was discontinued at the end of FY15.
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HIGHLIGHTS
Maintained a two-year inspection cycle for all rental properties
Added 100 properties to the rental permit roles
Fifty-six properties have been acquired to date throughout the four phases of the
UniverCity Neighborhood Partnership Program. Thirty-seven of these have been
completed and sold as owner occupied properties. Seven homes are currently underway
or are complete but not yet sold and the remaining twelve homes will be completed and
sold by early summer of 2015. Five additional homes will be purchased in FY16.
The Program for Improving Neighborhoods (PIN) funded several neighborhood
initiatives, including Grant Wood neighborhood’s re-establishment of the Friday night
roller skating events and purchasing additional skates, continuation of the PTO Family
Dinners, assisting South East Junior High to provide 3-on-3 basketball, transportation to
and from activities and host a neighborhood picnic as part of the Boost program, and
installing benches at the Fairmeadows Park Splash Pad. Northside received funding to
provide daycare, a meal and translation services at the Horace Mann PTO meeting,
Goosetown will be hosting 2 “Movie in the Park” events and Lucas Farms neighborhood
will assist in funding improvements to Highland Park.
The Neighborhood Outreach division also oversees the Iowa City Public Art program
with funding made available for the maintenance of the existing public art inventory as
well as funding smaller projects such as the 2014 Mural Project which funded three
murals located both in the downtown area and in neighborhoods. The Poetry in Public
Program, in its 10th year, showcased 86 poems written by both adults and students. The
division also staffs the Public Art Advisory Committee which
Served as an advisory committee to all public art installations regardless of funding
source.
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Recent Accomplishments:
1,600 housing assistance inspections
conducted for the Iowa City Housing
Authority.
98.1% of rental cases brought into
voluntary compliance.
Implemented the use of ICgovXpress, a
cloud based complaint tracking
software.
Secured EPA Urban Waters Program,
Iowa Great Places and Iowa DNR
grants to plan and design modifications
to the Burlington Street dam that could
create recreational opportunities such
as whitewater rafting, boating, and
integration with Riverfront Crossings
and Iowa River Water Trail.
Modifications would also reduce safety
hazards associated with the low-head
dam and create fish passage.
Built and sold 141 homes to income
eligible homebuyers through the Single
Family Unit Production – New
Construction Program, a CDBG Disaster
Recovery Program.
Partnered with local commercial lenders
to offer the Building Change Program
(Round 2). Five downtown building
owners were assisted with CDBG funds
to rehabilitate the façade of their
buildings and five businesses were
approved for 0% interest loans for
façade and building improvements.
Completed façade improvements to
Iowa City Hospice and provided
Towncrest incentives to construct and
complete two new medical office
buildings on William Street, both in the
Towncrest neighborhood.
Upcoming Challenges:
Continue to monitor all available
resources to find over-occupied
rentals and properties rented without
permits.
Facilitate the expansion of
ICgovXpress to all City departments.
Expand pro-active neighborhood
code enforcement efforts.
Continue to promote the availability
of affordable housing and assist
local businesses despite decreasing
CDBG and HOME funding.
Transition neighborhood
associations to utilizing “Nextdoor”
networking site to replace
neighborhood newsletters.
Secure and administer funding
through the Iowa Homeland Security
& Emergency Management to
purchase and dedicate to green
space remaining properties in the
Normandy, Taft and Creekside 100-
year flood plains.
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Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 8.15 8.30 8.30
Staffing Level Change Summary:
There are no staff increases/decreases; however there has been a realignment of duties
following the combination of the Planning and Community Development and Housing and
Inspection Services departments.
Service Level Change Summary:
A downtown façade renovation loan program was added for $150,000 in fiscal year 2016 in the
Community Development activity. Also in the Community Development activity, the number of
UniverCity homes was reduced to two with a total acquisition price of $400,000 and a
renovation budget $50,000 per home or $100,000. This is down from 10 homes budgeted in
fiscal year 2015 for a total acquisition price of $2,000,000 and renovation costs of $500,000.
The Donation Stations activity was discontinued in fiscal year 2016.
Financial Highlights:
Rental housing inspection fees have a 5% budgeted increase in fiscal year 2016. The
UniverCity renovation costs and the downtown façade loan program will be funded from General
Fund revenues and not from General Obligation bonds.
246
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Effectively resolve complaints to protect the health, safety,
and livability of Iowa City’s neighborhoods.
Department Objective: Expand proactive neighborhood code enforcement efforts.
Performance Measures:
Percent Citizen Complaints/Inquires are Resolved within 14 days
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Invest in the City’s private residential building stock.
Department Objective: Stabilize neighborhoods through UniverCity and GRIP
reinvestment programs.
Performance Measures:
Rental Properties Converted to Single Family Homes (UniverCity)
FY 2011 FY 2012 FY 2013 FY 2014
Rental Permits 3,768 3,890 4,003 4,190
Rental Units 16,780 16,979 17,171 17,828
Housing, Zoning &
Nuisance Complaints 1,844 1,354 1,864 1,755
FY 2011 FY 2012 FY 2013 FY 2014
New Measure New Measure New Measure 87%
FY 2011 FY 2012 FY 2013 FY 2014
5 16 9 8
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Owner-Occupied Homes Rehabilitated (GRIP)
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Facilitate Communication & Cooperation between the City
and the neighborhood associations.
Department Objective: Sustain communications within neighborhoods by
encouraging regular communication within through the use
of neighborhood newsletters and/or neighborhood
meetings.
Performance Measures:
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Facilitate Communication & Cooperation between the City
and the neighborhood associations.
Department Objective: Use Program for Improving Neighborhood (PIN) grants to
promote family-friendly neighborhood events, activities or
projects.
Performance Measures:
PIN Grant Projects funded*
*Project may have multiple events/activities as a result of the funding
FY 2011 FY 2012 FY 2013 FY 2014
6 13 13 14
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
# of
Newsletters/Meetings New Measure 25 15 22 30
# of Neighborhoods
Involved New Measure 6 4 10 15
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
New Measure 10 10 10 10
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Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Facilitate Communication & Cooperation between the City
and the neighborhood associations.
Department Objective: Continue to work with City Departments in coordinating
neighborhood meetings to distribute information, request
feedback on City initiated projects and encourage
cooperation and partnership in addressing issues.
Performance Measures:
Neighborhood Meetings Coordinated to Address Above Objective
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Facilitate Communication & Cooperation between the City
and the neighborhood associations.
Department Objective: Coordinate communication between neighborhood
associations through meetings and activities of the
Neighborhood Council.
Performance Measures:
Neighborhood Council Meetings
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
New Measure 24 26 22 24
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
New Measure 3 4 11 11
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Strategic Plan Goal: Healthy Neighborhoods & Enhanced Communication and
Marketing
Department Goal: Allocate grant and City funds to serve the needs of low-to-
moderate income (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:
Aid to Agencies
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
Funds Spent $414,094 $422,950 $391,829 $378,700 $397,510
Agencies Assisted 15 19 16 19 18
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City of Iowa City
Activity: Housing Inspections (610730)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 12,948$ -$ -$ -$ 670$ 17,009$
Licenses And Permits
Misc Permits & Lic 1,200 1,360 2,080 1,360 2,080 2,080
Const Per & Ins Fees 474,358 631,695 533,947 657,806 560,644 560,644
Miscellaneous
Other Misc Revenue 95 - - - - -
Printed Materials 3 60 - 60 - -
Total Revenues 488,604$ 633,115$ 536,027$ 659,226$ 563,394$ 579,733$
Expenditures:
Personnel 432,724$ 418,237$ 442,939$ 456,002$ 507,116$ 522,329$
Services 52,667 57,983 50,876 57,296 52,465 53,514
Supplies 3,213 8,715 2,202 3,176 3,813 3,889
Capital Outlay - 66,500 - - - -
Total Expenditures 488,604$ 551,435$ 496,017$ 516,474$ 563,394$ 579,733$
Personnel Services - FTE 2012 2013 2014 2015 2016
Building Inspector - - 3.00 3.00 3.00
Housing Assistant 0.75 0.75 0.75 0.75 0.75
Housing Inspector 3.00 3.00 - - -
Housing Inspector Asst 0.50 0.50 0.50 0.50 0.50
Housing/Devel Reg Inspector 0.50 0.50 - - -
Neighborhood Services Coordinator - - - - 0.30
Sr Housing Inspector 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.75 5.75 5.25 5.25 5.55
Activity Summary
251
City of Iowa City
Activity: Community Development (610200)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 64,192$ 14,293$ -$ 672,329$ 551,185$ 310,532$
Use Of Money And Property
Interest Revenues 7,894 32,423 32,143 25,000 32,143 32,143
Intergovernmental
State 28E Agreements - - - 100,000 - -
Other State Grants - - 56,967 - - -
Miscellaneous
Contrib & Donations - 25,578 82,175 - - -
Other Misc Revenue - 397 7,413 392 6,557 6,557
Other Financial Sources
Loans 186,274 886,360 2,871,767 2,040,000 457,631 57,631
Sale Of Assets - 353,319 1,469,552 2,000,000 400,000 -
Bond Proceeds - - 1,000,000 500,000 - -
Transfers In - GO Bonds - 317,623 - - - -
Transfers In - Misc - - 170,465 - - -
Total Revenues & Transfer In 258,360$ 1,629,993$ 5,690,482$ 5,337,721$ 1,447,516$ 406,863$
Expenditures:
Personnel 65,538$ 123,182$ 169,169$ 176,370$ 139,692$ 143,883$
Services 22,692 307,578 335,291 366,069 257,100 262,242
Supplies 130 706 686 704 724 738
Capital Outlay 170,000 860,527 3,272,182 2,794,578 650,000 -
Other Financial Uses - 338,000 1,408,000 2,000,000 400,000 -
Total Expenditures 258,360$ 1,629,993$ 5,185,328$ 5,337,721$ 1,447,516$ 406,863$
Personnel Services - FTE 2012 2013 2014 2015 2016
Associate Planner 0.05 0.35 0.35 0.35 0.35
Building Inspector - - - 0.60 0.60
Community Development Coord 0.10 0.30 0.30 - -
Housing Rehab Specialist 0.60 1.00 1.00 - -
Code Enforcement Specialist - - - 0.50 0.50
Program Asst - Comm Devel 0.10 0.10 0.10 0.10 0.10
Total Personnel 0.85 1.75 1.75 1.55 1.55
Capital Outlay 2015 2016
House Acquisitions for UniverCity 2,000,000$ 400,000$
Rehab Costs of UniverCity Houses 794,578 100,000
Rehab Costs of Downtown Façade Program - 150,000
Total Capital Outlay 2,794,578$ 650,000$
Activity Summary
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City of Iowa City
Activity: Neighborhood Services (610710/610720)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 151,108$ 123,028$ 132,253$ 153,251$ 157,356$ 161,379$
Use Of Money And Property
Rents 782 - - - - -
Miscellaneous
Contrib & Donations - 250 - - - -
Other Misc Revenue - 1,000 - 1,000 - -
Printed Materials 121 141 258 141 258 258
Total Revenues 152,011$ 124,419$ 132,511$ 154,392$ 157,614$ 161,637$
Expenditures:
Personnel 101,224$ 99,495$ 103,461$ 105,772$ 115,109$ 118,562$
Services 23,417 20,155 19,918 14,679 28,252 28,817
Supplies 9,272 4,770 4,132 1,941 253 258
Capital Outlay 18,098 - 5,000 32,000 14,000 14,000
Total Expenditures 152,011$ 124,419$ 132,511$ 154,392$ 157,614$ 161,637$
Personnel Services - FTE 2012 2013 2014 2015 2016
Neighborhood Services Coordinator - - - 0.60 0.30
Associate Planner 1.00 1.00 1.00 0.75 0.75
Total Personnel 1.00 1.00 1.00 1.35 1.05
Capital Outlay 2015 2016
Maint. of the Public Art Pieces 17,000$ 14,000$
Neighborhood PIN Grant 15,000 -
Total Capital Outlay 32,000$ 14,000$
Activity Summary
253
City of Iowa City
Activity: Human Services (610820)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ 292,997$ 264,333$ 303,841$ 283,833$ 289,646$
Total Revenues -$ 292,997$ 264,333$ 303,841$ 283,833$ 289,646$
Expenditures:
Personnel -$ 13,021$ 14,143$ 14,489$ 13,640$ 14,049$
Services - 279,976 250,190 289,352 270,193 275,597
Supplies - - - - - -
Total Expenditures -$ 292,997$ 264,333$ 303,841$ 283,833$ 289,646$
Personnel Services - FTE 2012 2013 2014 2015 2016
Associate Planner - 0.15 0.15 0.15 0.15
Total Personnel - 0.15 0.15 0.15 0.15
Activity: Donation Stations (610830)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Contrib & Donations 1,224$ 1,078$ 278$ 1,000$ -$ -$
Total Revenues 1,224$ 1,078$ 278$ 1,000$ -$ -$
Expenditures:
Services 1,000$ 2,700$ 1,113$ 1,000$ -$ -$
Total Expenditures 1,000$ 2,700$ 1,113$ 1,000$ -$ -$
Activity Summary
Activity Summary
254
ECONOMIC DEVELOPMENT
The Economic Development Division is charged with helping to grow the community, increasing
the property tax base, and attracting new jobs. The division serves as a resource for
businesses operating in or considering operating in Iowa City.
The Economic Development Division is the municipal office to contact for business assistance in
City of Iowa City. A division of the Iowa City Department of Neighborhood and Development
Services, they provide access to information and to individuals throughout the City organization
and assist in pursuing new and expanding business endeavors.
Working in cooperation with other City departments and the Iowa City Area Development
Group, the Economic Development Division assists developers and site selection consultants
with specific commercial, office, and industrial development projects. This assistance ranges
from helping businesses understand local regulations to determining available local public
financial assistance for a specific firm. The Economic Development Division acts as a municipal
resource for the business community.
HIGHLIGHTS
Recent Accomplishments:
Amended City-University Urban
Renewal plan (URP) to consider several
projects including The Chauncey,
Harrison Street Townhomes, and a
downtown hotel.
Amended Sycamore/First Ave. URP to
consider a project with Iowa City
Marketplace.
Amended Riverside Drive URP to
consider first catalyst project in district
Upcoming Challenges:
Redevelopment of the City-owned
properties on the corner of College and
Gilbert Streets and on the corner of
Court and Linn Streets.
Continue work to develop office sector
at properties in Moss Ridge and at
Dubuque Street interchange.
Continue planning for future
development in the Riverfront Crossings
district south of downtown.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 1.00 2.00 2.00
Staffing Level Change Summary:
Staffing changes resulted from the merger between the Housing and Inspection Services
Department and the Planning and Community Development Departments. These staff level
changes are reflected in fiscal year 2016 budget.
255
Service Level Change Summary:
There are no service level changes budgeted for fiscal year 2016.
Financial Highlights:
In fiscal year 2016, the contractual services for the National Development Council totaling
$80,000 was moved into the Economic Development division budget from the Riverfront
Crossing capital project. The allocation for the Micro Enterprise Program was reduced from the
2015 budgeted amount of $75,000 to the 2016 budgeted amount of $25,000 due to the transfer
of the lending to private banks rather than from the City. The fiscal year 2015 revised service
expenditures includes $92,826 of earmarked economic development funds that was carried
over from fiscal year 2014.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Strategic Economic Development Activities
Department Goal: Build tax base and add employment opportunities.
Department Objective: Work with public and private sectors to build economic
development infrastructure.
Performance Measures:
City-University Urban Renewal Area (Original Blighted Area)
Jan 2010 Jan 2011 Jan 2012 Jan 2013
Current Value
Base Value
$233,727,970
$127,864,760
$111,829,760
$30,239,640
$66,008,360
$20,432,178
$68,277,450
$20,432,178
Ratio 1.828 3.698 3.231 3.342
Current Value (SSMID)
Base Value (SSMID) – $125,552,670
$97,625,120
$68,235,470
$50,047,502
$76,424,244
$50,047,502
Ratio (SSMID) – 1.286 1.363 1.527
256
City-University Urban Renewal Area (2001 Economic Development Amended Area)
City-University Urban Renewal Area (Totals from Above Areas)
City-University Urban Renewal Area (Riverfront Crossings – Amendment #10 Area)
Towncrest Urban Renewal Area
Jan 2010 Jan 2011 Jan 2012 Jan 2013
Current Value
Base Value – – $47,161,650
$15,361,532
$55,429,540
$15,361,532
Ratio – – 3.070 3.608
Current Value (SSMID)
Base Value (SSMID) – – $56,179,810
$42,023,548
$60,349,050
$42,023,548
Ratio (SSMID) – – 1.337 1.436
Jan 2010 Jan 2011 Jan 2012 Jan 2013
Current Value
Base Value
$233,727,970
$127,864,760
$237,382,430
$127,864,760
$237,585,290
$127,864,760
$260,480,284
$127,864,760
Ratio 1.828 1.857 1.858 2.037
Jan 2010 Jan 2011 Jan 2012 Jan 2013
Current Value
Base Value – Base Year
$117,071,480
$118,148,120
$117,071,480
$125,973,470
$117,071,480
Ratio – – 1.009 1.076
Jan 2010 Jan 2011 Jan 2012 Jan 2013
Current Value
Base Value – Base Year
$32,550,010
$32,847,880
$32,550,010
$33,896,500
$32,550,010
Ratio – – 1.009 1.041
257
City of Iowa City
Activity: Economic Development (610500)Fund: General (1000)
Division: Economic Development (610500)Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 388,040$ 320,843$ 568,504$ 706,677$ 808,871$ 836,154$
Other City Taxes - 208,581 241,762 212,500 236,800 236,800
Transfer In - Bus Type Funds 57,585 59,460 - - - -
Transfer In - Govt Activities - - - - 3,261 -
Total Revenues & Transfer In 445,625$ 588,884$ 810,266$ 919,177$ 1,048,932$ 1,072,954$
Expenditures:
Personnel 120,891$ 122,197$ 127,828$ 128,962$ 304,361$ 313,492$
Services 324,055 466,572 681,449 790,096 744,012 758,892
Supplies 679 115 989 119 559 570
Total Expenditures 445,625$ 588,884$ 810,266$ 919,177$ 1,048,932$ 1,072,954$
Personnel Services - FTE 2012 2013 2014 2015 2016
Economic Development Administrator - - - 1.00 1.00
Economic Development Coord 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 2.00 2.00
Activity Summary
258
DEVELOPMENT SERVICES
Building Inspection
The Building Inspection Division is responsible for facilitating the development process from
Comprehensive Planning to Annexation, Zoning and Subdivision, to Site Plan, Building Permit,
Building Inspections, to Final Certificate of Occupancy. Building Inspection Services is also
responsible for enforcement of codes and ordinances regulating the protection of the public
health, safety and general welfare as it relates to the built environment and maintenance of
existing structures. Issuance of all permits for new construction, additions, alterations, repairs
and signs is one of the key functions to the Development Services Division. The
Building Inspections Services Office enforces the following construction codes:
• 2009 International Building / Residential Code, as amended
• 2009 International Mechanical Code
• 2009 Uniform Plumbing Code, as amended
• 2009 International Fire Code
• 2009 International Fuel Gas Code
• 2008 National Electrical Code, as amended
In addition to the above codes, the Building Inspection Services Office enforces the Zoning,
Sign, Nuisance, Weed, Noise, Graffiti, Site Plan Review, Floodplain Management and
Construction Site Runoff Ordinances.
The Building Inspections Services Office provides staffing for the Board of Appeals. The Board
of Appeals hears and decides appeals of orders, decisions or determinations made by City staff
relative to the application and interpretation of the Iowa City Building, Electrical, Mechanical,
Plumbing, Fire and Housing Codes.
Urban Planning
The Urban Planning Office promotes sustainable growth and development within the city by
applying the vision, goals, and strategies of the Comprehensive Plan (including district plans
and master plans for specific sections of the community) and administering zoning and
subdivision regulations. The guiding principle of these regulations and policies are to preserve
and enhance the best qualities of the city’s existing residential, commercial, and employment
areas while promoting new development opportunities that create long-term value for the
community. The division fulfills state statutory requirements pertaining to zoning, development,
and historic preservation.
The division provides staffing for the following boards and commissions, which are associated
with developmental regulations and zoning. Staffing includes preparation of agendas and
information packets, attendance at all meetings, minutes, and preparation of ordinances,
resolutions and historic preservation certificates related to proposed development and
renovation projects.
259
The Planning and Zoning Commission is charged with drafting and implementation of
the zoning code and subdivision regulations in accordance with the Comprehensive
Plan. Commission members review annexations and requests for rezoning and
subdivision; making a final recommendation to City Council.
The Board of Adjustment reviews requests for special exceptions, variances and other
appeals pertaining to the zoning code.
The Historic Preservation Commission conducts studies and implements regulations
designed to promote the preservation of historic landmarks and districts.
Urban Planning staff work with prospective applicants to review requirements for new
development and construction and to create solutions for properties that confront obstacles to
development, renovation, or reuse. Once an application is filed, staff reviews the proposal,
coordinates feedback from various departments, provides advice to the applicant, and writes
reports, including recommendations to boards and commissions. Staff also administers the
design review process for infill applications.
HIGHLIGHTS
Total value of construction in 2014, through September, was $116.7 million, which is just
$5 million less than the yearly ten year average. We are on pace to exceed the ten-year
average for value of construction.
In 2014, the City adopted the Riverfront Crossings Form Based Code, and initiated the
rezoning of a large area of Riverfront Crossings south of Burlington Street. As a result,
we have had several Riverfront Crossings rezoning requests and projects from private
property owners.
In 2014, the Goosetown/Horace Mann Conservation District was approved, adding 264
properties to historic and conservation districts bringing the total to 1,547 properties.
In 2014, commenced the South District Plan update process, including interviews, data
collection, community workshops, etc.
In fall 2014, commenced a process to update the Comprehensive Plan for the two ‘gap’
areas near downtown which were not a part of the downtown master plan or the Central
Planning District.
260
Recent Accomplishments:
Plan update with the Riverfront Crossings
Master Plan, which will guide the community
preservation and redevelopment efforts for a
large area in the center of the city generally
bounded by Burlington St. on the north,
Highway 6 on the south, Gilbert St. on the
east and Riverside Dr. on the west. The
Plan details new opportunities for housing,
business, recreation, transportation
improvements, arts and entertainment. Key
features include mixed-use and pedestrian-
oriented development, local and regional rail
service, an artists’ district with live-work
space and galleries, and a landscaped
promenade linking downtown to a riverfront
park, which will replace the flood-damaged
North Wastewater Treatment Plant.
Implemented new plan review software that
allows clients to submit building plans
electronically for review and approval. This
eliminates the need for paper copies and
allows documents to be archived
electronically and makes them available
electronically for anyone with internet
access.
Activated process to allow inspection
activities to be emailed to clients after each
inspection. This gives clients immediate
access to inspection reports, which has
created time savings in addressing issues.
Upcoming Challenges:
The Urban Planning Office will work to
implement the Riverfront Crossing Master
Plan through a form based zoning code, a
detailed plan for the riverfront park and
review of infill development proposals.
The division will continue to use historic and
conservation districts to implement the
strategic plan initiative to create and sustain
healthy neighborhoods.
Update of technology to increase efficiency
and enhance customer service.
o Increase electronic submittals of plan
documents for subdivision and rezoning
applications.
o Scanning of subdivisions files to make
accessible electronically.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 8.80 10.80 10.80
261
Staffing Level Change Summary:
Staffing changes resulted from the merger between the Housing and Inspection Services
Department and the Planning and Community Development Departments in FY2015.
These staff level changes are also reflected in fiscal year 2016 budget.
Service Level Change Summary:
No changes to general service levels are budgeted for fiscal year 2016.
Financial Highlights:
The Development Services division has several fee increases included in the fiscal year
2016 budget:
Subdivision, rezoning and Board of Adjustment fees are updated annually based on
the rate of inflation.
A nominal fee ($25) for requests for official zoning confirmation letters. These letters
are typically requested by financial institutions, realtors and appraisers – we currently
do not charge for this service.
A fee for minor site plans – currently we do not charge a fee for minor site plans –
the budget increases the fee to $100 for minor site plan development applications for
any project over three units in size (would not apply to single family and duplex), and
increases the fee for major site plans from $250 to $350.
The budget eliminates the fee waiver for building permits for public buildings (school
district and county). For public buildings, we currently charge a plan review fee and
inspections fee, but the building permit fee is waived.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Strategic Economic Development Activities
Department Goal: Efficiently enforce public health and safety
regulations related to building and housing codes.
Department Objective: Review building permit and site plan applications to
protect the health and safety of citizens while
facilitating economic development opportunities.
262
Performance Measures:
Building Permit Applications
Site Plan Applications
Minor Site Plans Approved
CY 2010 CY 2011 CY 2012 CY 2013
% reviewed within 2 days
of receipt New Measure 91% 89% 95%
% reviewed within 6 days
of receipt New Measure 100% 97% 99%
% issued within 14 days
of receipt New Measure 75% 80% 81%
% issued within 30 days
of receipt New Measure 88% 91% 93%
% issued within 60 days
of receipt New Measure 96% 97% 98%
CY 2010 CY 2011 CY 2012 CY 2013
% reviewed within 1 days
of receipt New Measure 45% 57% 97%
% reviewed within 10
days of receipt New Measure 94% 86% 100%
% reviewed within 14
days of receipt New Measure 100% 91% 100%
CY 2010 CY 2011 CY 2012 CY 2013
% approved within 10
days of receipt New Measure 23% 47% 33%
% approved within 25
days of receipt New Measure 54% 68% 66%
% approved within 58
days of receipt New Measure 92% 95% 100%
263
Major Site Plans Approved
Total Value of Construction (in millions)
Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, &
Strategic Economic Development Activities
Department Goal: Promote sustainable growth and development
within the City by applying the vision, goals, and
strategies of the Comprehensive Plan(s) and
administering zoning and subdivision regulations.
Department Objective: Review application proposals, coordinate feedback
from various departments, provide advice to the
applicants, and write reports, including
recommendations to boards and commissions.
CY 2010 CY 2011 CY 2012 CY 2013
% approved within 7 days
of receipt New Measure 25% 17% 0%
% approved within 30
days of receipt New Measure 50% 42% 3%
% approved within 60
days of receipt New Measure 83% 83% 77%
% approved within 90
days of receipt New Measure 100% 100% 92%
CY 2010 CY 2011 CY 2012 CY 2013 10 Year
Average
$96.0 $81.7 $169.2 $184.9 $121.8
% Change 27.8% (14.9%) 107.1% 9.2%
264
Performance Measures:
Planning and Zoning Commission
Board of Adjustment
Historic Preservation Commission
FY 2011 FY 2012 FY 2013 FY 2014
Annexations 3 0 1 3
Rezonings 15 13 29 19
Preliminary Plats 6 5 7 11
Final Plats 4 0 0 0
Code Amendments 5 13 11 11
Comprehensive Plan
Amendments 2 0 6 2
Right-of-way Vacations 0 3 2 0
County Zoning Items 2 1 2 3
Total 37 35 58 49
FY 2011 FY 2012 FY 2013 FY 2014
Special Exceptions 11 15 13 11
Appeals 1 0 2 2
Variances 0 1 1 1
FY 2011 FY 2012 FY 2013 FY 2014
Project Reviews 71 80 93 108
265
City of Iowa City
Activity: Building Inspection (610610)Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Licenses And Permits
General Use Permits 7,100$ 9,504$ 9,161$ 7,100$ 7,100$ 7,100$
Food & Liq Licenses 742 280 525 - - -
Professional License 2,705 2,855 2,785 2,620 2,785 2,785
Misc Permits & Lic 2,250 1,950 2,115 2,000 2,115 2,115
Const Per & Ins Fees 615,061 874,203 847,425 672,850 687,500 687,500
Misc Lic & Permits 300 510 385 170 - -
Use Of Money And Property
Interest Revenues 929 1,095 631 1,095 631 631
Intergovernmental
Local 28E Agreements 707 346 140 346 - -
Charges For Fees And Services
Building & Devlpmt 260,073 338,830 348,393 263,405 283,997 283,997
Miscellaneous
Other Misc Revenue 142 - 400 - - -
Printed Materials 6 - 85 - - -
Other Financial Sources
Loans 12,315 15,250 9,428 8,644 - -
Sale Of Assets 200,353 - - - - -
Total Revenues 1,102,683$ 1,244,824$ 1,221,473$ 958,230$ 984,128$ 984,128$
Expenditures:
Personnel 680,486$ 568,442$ 582,081$ 605,655$ 722,812$ 744,496$
Services 91,786 98,092 154,201 138,260 145,139 148,042
Supplies 8,652 4,613 25,338 7,573 5,469 5,578
Total Expenditures 780,924$ 671,148$ 761,620$ 751,488$ 873,420$ 898,117$
Personnel Services - FTE 2012 2013 2014 2015 2016
Building Inspector 5.00 5.00 4.00 4.00 4.00
Development Reg Specialist 1.00 1.00 1.00 1.00 1.00
Housing Inspector Asst 0.30 0.30 0.30 0.30 0.30
Housing/Devel Reg Inspector 0.50 0.50 - - -
Development Services Coordinator - - - 0.50 0.50
Code Enforcement Specialist - - - 0.50 0.50
Sr Building Inspector 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.80 7.80 6.30 7.30 7.30
Activity Summary
266
City of Iowa City
Activity: Urban Planning (610620)Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 289,480$ 278,256$ 294,074$ 295,864$ 422,222$ 435,424$
Charges For Fees And Services
Building & Devlpmt 30,770 40,675 37,550 37,555 37,550 37,550
Miscellaneous
Printed Materials 620 221 303 221 303 303
Total Revenues 320,870$ 319,152$ 331,927$ 333,640$ 460,075$ 473,277$
Expenditures:
Personnel 271,364$ 265,298$ 271,137$ 280,885$ 400,096$ 412,099$
Services 47,601 50,730 58,261 48,985 57,966 59,125
Supplies 1,905 3,123 2,529 3,770 2,013 2,053
Total Expenditures 320,870$ 319,152$ 331,927$ 333,640$ 460,075$ 473,277$
Personnel Services - FTE 2012 2013 2014 2015 2016
Associate Planner 2.50 1.50 1.50 1.50 1.50
Development Services Coordinator - - - 0.50 0.50
Code Enforcement Specialist - - - 0.50 0.50
Senior Planner 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.50 2.50 2.50 3.50 3.50
Activity Summary
267
PUBLIC WORKS ADMINISTRATION
The Public Works department is comprised of six divisions which operate from various locations
throughout the city. These divisions include: Administration, Engineering, Streets, Equipment,
Wastewater / Landfill, and Water. Engineering provides direction to the Stormwater
Management program and Streets provides oversight to Refuse Collection.
Administration also oversees the Energy Efficiency & Conservation Block Grant reported in the
Special Revenue Funds – Energy Efficiency & Conservation Block Grant Fund.
Administration personnel include the Public Works Director and a Project Coordinator. The
division provides oversight and support for the department’s operating divisions.
HIGHLIGHTS
The Public Works Administration has funding in the Capital Project Funds to update the
new public works facility master plan
The Fuel Facility, Warm Storage Building, and Refuse Collection Washout Facility were
all relocated to the new public works facility over the past year.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes budgeted for fiscal year 2016.
Service Level Change Summary:
The Energy Efficiency Revolving Loan program was moved to the Neighborhood and
Development Services Department along with the Sustainability programs.
Financial Highlights:
There are no major financial highlights in the Public Works Administration budget.
268
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic
Economic Development Activities
Department Goal: Effectively facilitate and regulate sidewalk cafes within the
parameters established by the City Council.
Department Objective: Issue permits and provide site inspections for sidewalk and
street cafes.
Performance Measures:
Permits Issued
* started in 2013
Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic
Economic Development Activities
Department Goal: Effectively regulate the use of public right-of-way
necessary to facilitate construction of building projects.
Department Objective: Issue permits for use of public right-of-way that facilitate
development while protecting the public interest, health
and safety.
Performance Measures:
Permits Issued
CY 2010 CY 2011 CY 2012 CY 2013
Sidewalk Cafes 23 24 24 25
Street Cafes* New Measure New Measure New Measure 1
CY 2010 CY 2011 CY 2012 CY 2013
Use of ROW
Permits Issued 8 3 15 15
269
Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic
Economic Development Activities
Department Goal: Effectively regulate the use of public right-of-way
necessary to facilitate construction and operation of fiber
optic/telecommunications projects.
Department Objective: Issue license agreements for use of public right-of-way
fiber optic/telecommunications projects while protecting the
public interest, health and safety.
Performance Measures:
License Agreements Issued
CY 2010 CY 2011 CY 2012 CY 2013
0 3 3 0
270
City of Iowa City
Activity: Public Works Administration (710100)Fund: General (1000)
Division: Public Works Administration (710100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 273,703$ 278,173$ 284,858$ 295,062$ 306,769$ 315,818$
Miscellaneous
Other Misc Revenue 703 926 783 600 600 600
Total Revenues 274,406$ 279,099$ 285,641$ 295,662$ 307,369$ 316,418$
Expenditures:
Personnel 266,684$ 271,075$ 278,671$ 281,973$ 290,163$ 298,868$
Services 7,209 7,243 6,939 13,142 16,806 17,142
Supplies 513 782 31 547 400 408
Total Expenditures 274,406$ 279,099$ 285,641$ 295,662$ 307,369$ 316,418$
Personnel Services - FTE 2012 2013 2014 2015 2016
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
Activity Summary
271
ENGINEERING SERVICES
The Engineering division exists to provide the technical expertise for the design and
construction management of the public infrastructure to enhance the quality of life of our
citizens. The division also manages the public right of way to maintain the health, safety, and
welfare of our community, and operates the storm water utility.
The Engineering division performs work in connection with all municipal public works
improvements including bridges, roads, sanitary sewers, and stormwater systems. Engineering
staff review subdivision plans, design public works improvement projects, perform survey work,
and inspect the construction of public works projects and subdivision improvements.
Engineering division functions include:
Right of Way Management
Capital Improvement Plan (CIP) Project Design
CIP Project Construction Administration and Inspection
Subdivision and Site Plan Review and Inspection
Special Projects Administration and Inspection
Mapping of Streets and Public Utilities
HIGHLIGHTS
Recent Accomplishments:
Completion of the Lower Muscatine Road
Project
Completion of the design for the First
Avenue Grade Separation Project
Completion of the design for the North
Dubuque Street Pedestrian Bridge over
I-80 Project
Completion of the Court Street and Court
Hill Park Sidewalk Infill Project
Completion of the First Avenue Storm
Sewer Improvements Project
Completion of the design for the Sycamore
Street Improvements Project
Upcoming Challenges:
Design of the Iowa City Gateway Project
Design of the Harrison Street Project
Design of the Oakcrest Street Sidewalk
Infill Project
Construction of the First Avenue Grade
Separation Project
Construction of the Sycamore Street
Improvements Project
Adopt the Statewide Urban Design
Standards and Construction Specifications
Development of a Right of Way
Management Ordinance
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 12.10 12.10 12.00
272
Staffing Level Change Summary:
The budgeted staffing change in fiscal year 2016 is the elimination of an Engineering Technician
position that is shared with the Metro Planning Organization of Johnson County and the
Neighborhood and Development Services Administration. The result is a reduction of .10 FTE
in the Engineering division budget.
Service Level Change Summary:
There are no service level changes in fiscal year 2016.
Financial Highlights:
Personnel costs are budgeted at 66% of the total estimated personnel costs for fiscal year 2016.
The remaining personnel costs are allocated to capital project expenditures. In fiscal year 2015,
personnel costs were budgeted at 60% of the total.
273
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic
Development Activities
Department Goal: Continue the investment and reinvestment in infrastructure.
Department Objective: Provide plan review and inspection of infrastructure which
will become City assets.
Performance Measures:
Accepted Public Improvements
FY 2011 FY 2012 FY 2013 FY 2014
# of Projects Accepted 35 39 30 24
# of Subdivision Accepted 8 7 7 14
Streets (miles) 0.44 3.11 1.08 3.03
Water Main (miles) 0.50 2.21 1.55 3.00
Sanitary Sewer (miles) 0.90 2.15 1.38 2.86
Storm Sewer (miles) 1.98 3.40 1.28 3.00
Fire Hydrants 18 55 37 55
Trails/Sidewalks (miles) 1.43 2.93 0.53 1.54
Lift Station 0 0 1 0
Traffic Signals 2 0 1 1
Pedestrian Bridge 0 0 1 1
274
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Provide oversight of private construction on City Right-of-
ways.
Department Objective: 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.
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014
Excavation Permits
Issued 438 356 339 348
Sidewalk Hazards
Identified Addresses 210 445 474 556
Sidewalk Hazards
Identified # of Squares 806 1,631 1,704 1,583
275
City of Iowa City
Activity: Engineering Services (710200)Fund: General (1000)
Division: Engineering Services (710200)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 813,625$ 721,281$ 710,129$ 877,009$ 943,403$ 974,423$
Other City Taxes 61,984 66,065 74,194 67,125 74,625 74,625
Licenses And Permits
Const Per & Ins Fees 22,041 47,422 46,484 26,300 32,000 32,000
Charges For Fees And Services
Building & Devlpmt 19,602 12,524 14,404 12,524 12,500 12,500
Miscellaneous
Other Misc Revenue 7,438 29,406 11,602 20,000 20,000 20,000
Printed Materials 1,728 296 445 296 445 445
Total Revenues 926,418$ 876,994$ 857,258$ 1,003,254$ 1,082,973$ 1,113,993$
Expenditures:
Personnel 807,162$ 743,224$ 736,331$ 859,909$ 936,053$ 964,135$
Services 114,006 127,413 114,987 134,529 139,604 142,396
Supplies 5,250 6,357 5,940 8,816 7,316 7,462
Total Expenditures 926,418$ 876,994$ 857,258$ 1,003,254$ 1,082,973$ 1,113,993$
Personnel Services - FTE 2012 2013 2014 2015 2016
Architectural Srv/Energy Coord 1.00 1.00 1.00 1.00 1.00
City Engineer 1.00 1.00 1.00 1.00 1.00
Civil Engineer 2.00 2.00 2.00 2.00 2.00
Construction Inspector II 2.00 2.00 2.00 2.00 2.00
Engineering Technician *0.10 0.10 0.10 0.10 -
Sr Construction Inspector 1.00 1.00 1.00 1.00 1.00
Sr Engineer 2.00 2.00 2.00 2.00 2.00
Sr Engineering Tech 1.00 1.00 1.00 1.00 1.00
Survey Party Chief 1.00 1.00 1.00 1.00 1.00
Utilities Technician - Eng 1.00 1.00 1.00 1.00 1.00
Total Personnel 12.10 12.10 12.10 12.10 12.00
* Position to be eliminated on 12-31-15
Activity Summary
276
TRANSIT OPERATIONS
Transit Operations were reclassified as an enterprise fund at the start of FY2013, with existing
cash balances transferred out of the General Fund. In FY2006, Court Street Transportation
Center was constructed with the assistance of federal grant monies which were designated for
transit-related facilities. Operating revenues were then assigned to Transit Operations within
the General Fund. Since FY2008, Court Street has generated a surplus for Transit Operations,
making it viable as an enterprise fund in that it is primarily supported through user fees. Current
budgets and future projections for Mass Transit Operations can be found in the Enterprise Fund
section of this budget.
This change effectively eliminates approximately $1 million from the Employee Benefits tax levy
asking annually, as the employee benefits levy can only be utilized for General Fund and Road
Use Tax Fund employee benefits per Iowa Code. Transit operations, staffing, and fare prices
have all been reviewed to ensure adequate revenues are available to maintain the operation’s
viability as a self-supporting enterprise fund.
The schedule presented show transit operations in the General Fund through fiscal year 2012.
Fiscal years 2013 through 2017 are presented in the Enterprise Fund section. See the Transit
Operations pages within the Enterprise section for more information on this operation.
277
City of Iowa City
Activity: Transit Operations (810200)Fund: Transit (1000)
Division: Transit Operations (810200)Department: Transportation Services
** Transit Moved to Enterprise Fund 7150 in FY13 **
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Property Taxes 2,631,516$ -$ -$ -$ -$ -$
Delinquent Property Taxes 65 - - - - -
Other City Taxes 49,403 - - - - -
Use Of Money And Property
Parking Ramp Revenue 592,274 - - - - -
Rents 134,558 - - - - -
Intergovernmental
Fed Intergovnt Rev 2,194,687 - - - - -
Local 28E Agreements 35,633 - - - - -
Other State Grants 628,538 - - - - -
Charges For Fees And Services
Misc Charges For Svc 1,840 - - - - -
Refuse Charges 2,518 - - - - -
Transit Fees 1,119,269 - - - - -
Miscellaneous
Misc Merchandise 1,112 - - - - -
Other Misc Revenue 44,353 - - - - -
Other Financial Sources
Sale Of Assets 16,790 - - - - -
Transfer In-Govt Activities 739,324 - - - - -
Transfer In-Govt Activities 1,618,372 - - - - -
Total Revenues & Transfer In 9,810,252$ -$ -$ -$ -$ -$
Expenditures:
Personnel 3,869,012$ -$ -$ -$ -$ -$
Services 1,525,856 - - - - -
Supplies 897,039 - - - - -
Capital Outlay 228,337 - - - - -
Total Expenditures 6,520,244$ -$ -$ -$ -$ -$
Personnel Services - FTE 2012 2013 2014 2015 2016
Assoc Dir -Trans Service 0.50 - - - -
Body Repair Mechanic 1.00 - - - -
Custodian - Transit 0.50 - - - -
Customer Service Rep - Transit 1.00 - - - -
M.W. I - Parking Systems 1.00 - - - -
M.W. I - Transit 3.00 - - - -
M.W. II - Transit 1.00 - - - -
Mass Transit Operator 37.75 - - - -
Mechanic II - Transit 2.00 - - - -
Mechanic III - Transit 2.00 - - - -
MW II - Transportation Serv. 1.00 - - - -
Operations Supv - Trans Serv 3.50 - - - -
Parts/Data Entry Clk - Transit 1.00 - - - -
Sr MW - Parking & Transit 0.50 - - - -
Transportation Svc Director 0.50 - - - -
Total Personnel 56.25 - - - -
Activity Summary
278
SPECIAL REVENUE FUNDS
Community Development Block Grant
H.O.M.E. Program
Road Use Tax
Other Shared Revenue
Energy Efficiency & Conservation
Block Grant
UniverCity Neighborhood Partnerships
Metropolitan Planning Organization of
Johnson County (MPO)
Employee Benefits
Peninsula Apartments
Tax Increment Financing (TIF) Districts
General Rehabilitation & Improvement
Program (GRIP)
Downtown Self Supporting Municipal
Improvement District (SSMID)
F
Y
2
0
1
6
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND
Community Development Block Grant (CDBG) funds are provided to the City of Iowa
City on an annual basis from the U.S. Department of Housing and Urban Development.
CDBG funds are used throughout the community to address the needs of lower income
citizens. CDBG funds may be used for a variety of activities (e.g. public services, public
facilities, housing, economic development, fair housing, and job training).
The CDBG fund has a budgeted ending cash balance of $257,203 in fiscal year 2016
versus an estimated ending cash balance of $151,196 in fiscal year 2015. The increase
is related to the repayment of prior year loan activity from recipients.
Revenue:
82% of revenue comes from Federal
grants, with most of the remainder from
loan repayments. This revenue source
has decreased from $1,070,399 in FY13
to an estimated $705,000 in FY16, a
decrease of 34%.
Expenditures:
FY16 adopted expenditures represent
an 11.3% decline. Most of the reduction
represents a decrease in services
stemming from a decrease in revenues.
281
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 1,883,213$ 386,694$ -$ (5,447)$ 151,196$ 257,203$
Revenues:
Use Of Money And Property
Interest Revenues 8,733$ 6,339$ 3,307$ 6,339$ 5,337$ 5,337$
Intergovernmental
Federal Intergovernmental Revenue 98,638 1,070,399 951,943 825,000 705,000 705,000
Miscellaneous
Other Misc Revenue 2,773 5,012 1,100 5,012 1,100 1,100
Other Financial Sources
Loans 798,998 167,568 107,504 170,000 148,525 148,525
Total Revenues 909,142$ 1,249,318$ 1,063,854$ 1,006,351$ 859,962$ 859,962$
Expenditures:
CDBG & CDBG Rehab 2,405,661$ 1,453,301$ 1,069,301$ 849,708$ 753,955$ 771,170$
Sub-Total Expenditures 2,405,661 1,453,301 1,069,301 849,708 753,955 771,170
Transfers Out:
Misc Transfers Out - 330,000 - - - -
Sub-Total Transfers Out - 330,000 - - - -
Total Expenditures & Transfers Out 2,405,661$ 1,783,301$ 1,069,301$ 849,708$ 753,955$ 771,170$
Fund Balance*, June 30 386,694$ (147,289)$ (5,447)$ 151,196$ 257,203$ 345,995$
Change in Accounting Method - 147,289 - - - -
Adjusted Fund Balance*, June 30 386,694 - (5,447) 151,196 257,203 345,995
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 386,694$ -$ (5,447)$ 151,196$ 257,203$ 345,995$
% of Expenditures 16%0%-1%18%34%45%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
CDBG & CDBG Rehab (2100)
Fund Summary
282
CDBG OPERATIONS
The mission of Community Development Block Grant operations is to develop viable urban
communities by providing decent housing, a suitable living environment, and economic
opportunities, principally for persons of low and moderate income.
As part of Neighborhood Services, the Community Development office is responsible for
administering and coordinating activities relating to federal, state, and local community
development programs. This includes Community Development Block Grant (CDBG) programs.
CDBG funds are used to acquire property, construct new buildings, rehabilitate existing
buildings and owner-occupied homes, operate service agencies, and encourage micro-
enterprise development. Community Development staff coordinate with local service agencies,
small businesses, and lenders in the administration of these programs.
The City created a citizen advisory group, the Housing and Community Development
Commission (HCDC), in 1995 to assess Iowa City’s community development needs for housing,
jobs and services for low and moderate income residents, and to promote public and private
efforts to meet such needs. HCDC leads the CDBG/HOME allocation process to determine what
projects will be awarded funds based on priorities established in CITY STEPS, Iowa City’s
Consolidated Plan for Housing, Jobs and Services for Low‐Income Residents.
HIGHLIGHTS
Over $33 million in CDBG funds have been invested in Iowa City since 1974
In FY14, programs leveraged $1,123,407 in private and public funds
In FY14, programs assisted 348 persons who are homeless with support services
Provided operational funding to non-profits that assisted 3,526 persons during fiscal year
2014
Assisted in the creation of a micro-enterprise business
Completed four façade improvements in the City-University Urban Renewal Area.
FY15 projects are identified in the FY15 Annual Action Plan at www.icgov.org/actionplan.
The CDBG and HOME allocation process, including the public input process can be found in the
City’s Citizen Participation Plan.
283
Recent Accomplishments
Completed improvements to eight non-
profits facilities. The missions of these
agencies include assisting those with
chronic health problems, low income
youth, persons with disabilities, persons
facing homelessness, chronic mental
illness, victims of domestic abuse and
those in crisis.
37 homes constructed or rehabilitated
for affordable home ownership.
Completed four façade improvements to
downtown buildings in the City-
University Urban Renewal Area: Atlas
World Grill, Quintons, Bo James and
Active Endeavors.
Upcoming Challenges:
Continue to provide housing, jobs
and services to low-moderate
income residents despite decreasing
CDBG and HOME funding.
Provide the same level of service
while training new employees.
Neighborhood Centers – Pheasant Ridge
Playground/Landscaping Improvements
Bo James Building, Washington Street
Before After
284
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 2.48 2.38 2.38
Staffing Level Change Summary:
There are no staff increases/decreases; however there has been a realignment of duties
following the combination of the Planning and Community Development and Housing and
Inspection Services departments.
Service Level Change Summary:
Service levels have decreased due to a decrease in Federal funding which has reduced
estimated owner occupied rehabilitation expenditures in fiscal year 2016.
Financial Highlights:
Federal funding has decreased from $1,070,399 in fiscal year 2013 to an estimated $705,000 in
fiscal year 2016. Subsequently, budgeted expenditures levels have dropped from $849,708 to
$753,955 from fiscal year 2015 to fiscal year 2016.
285
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Strategic Economic Development Activities
Department Goal: Allocate grant and City funds to serve the needs of low-to-
moderate income residents in the following areas: housing,
homelessness, and community and economic
development
Department Objective: Create/enhance suitable living environments, provide
decent housing, and create economic development
opportunities
Performance Measures:
CDBG Funds Only
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
Funds Spent $865,109 $2,402,893 $1,778,290 $1,046,763 $675,975
Local, State & Other
Funds Leveraged $3,688,070 $896,263 $2,847,719 $1,123,407 $1,414,861
Housing Units Assisted 28 26 86 37 20
Public Facilities Assisted 5 10 6 8 2
Persons Receiving
Services 2,882 11,478 1,457 3,874 1,675
Businesses Assisted in
Creating Low-Moderate
Income Jobs
2 2 3 1 1
286
City of Iowa City
Activity: Community Development Block Grant (610300)Fund: CDBG & CDBG Rehab (2100)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 8,733$ 6,339$ 3,307$ 6,339$ 5,337$ 5,337$
Intergovernmental
Federal Intergovernmental Revenue 98,638 1,070,399 951,943 825,000 705,000 705,000
Miscellaneous
Other Misc Revenue 2,773 5,012 1,100 5,012 1,100 1,100
Other Financial Sources
Loans 798,998 167,568 107,504 170,000 148,525 148,525
Total Revenues 909,142$ 1,249,318$ 1,063,854$ 1,006,351$ 859,962$ 859,962$
Expenditures:
Personnel 193,086$ 197,819$ 194,874$ 236,272$ 213,550$ 219,957$
Services 2,210,203 1,250,546 873,909 610,480 539,910 550,708
Supplies 722 4,936 518 2,956 495 505
Capital Outlay 1,650 - - - - -
Total Expenditures 2,405,661$ 1,453,301$ 1,069,301$ 849,708$ 753,955$ 771,170$
Personnel Services - FTE 2012 2013 2014 2015 2016
Administrative Secretary 0.25 0.25 0.25 0.25 0.25
Associate Planner 0.45 0.25 0.20 0.45 0.45
Neighborhood Services Coord - - - 0.25 0.25
Community Development Coord 0.45 0.40 0.50 - -
Housing Rehab Specialist 1.20 1.20 1.00 - -
Code Enforcement Specialist - - - 0.50 0.50
Building Inspector - - - 0.40 0.40
Program Asst - Comm Development 0.53 0.53 0.53 0.53 0.53
Total Personnel 2.88 2.63 2.48 2.38 2.38
Activity Summary
287
HOME PROGRAM FUND
The HOME Program Fund accounts for HOME Investment Partnerships program
(HOME) funds that are provided to the City on an annual basis from the U.S.
Department of Housing and Urban Development.
Budgeted fund balance at the end of fiscal year 2016 is $52,340 which is a 20%
increase from the fiscal year 2015 revised estimate. This is primarily due to a reduction
in housing grants and projects. An adjustment due to a change in accounting method is
being presented for FY13 to reduce fund balance by $6,873. The City’s budgetary basis
was changed from a cash basis to a modified accrual basis. The reduction primarily
represents wages and accounts payable at year-end.
Revenue:
77% of HOME revenue is from Federal
grants with most of the remainder from
loan repayments and loan interest. The
amount of Federal HOME funding has
decreased the past five years from the
FY11 receipts of $862,299 to a FY16
budgeted amount of $431,620, a
decrease of 50% in five years.
Expenditures:
FY16 adopted expenditures represent a
7.2% decrease from FY15 estimated
expenditures. This decrease is primarily
due to a decrease in housing grants and
projects by $50,000.
288
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 44,783$ (4,358)$ (7,695)$ (4,096)$ 43,496$ 52,340$
Revenues:
Use Of Money And Property
Interest Revenues 22,721$ 21,922$ 22,340$ 21,922$ 22,340$ 22,340$
Intergovernmental
Fed Intergovnt Rev 688,241 603,846 552,132 490,000 431,620 431,620
Other Financial Sources
Loans 104,696 123,992 106,496 130,000 106,496 106,496
Total Revenues 815,658$ 749,760$ 680,968$ 641,922$ 560,456$ 560,456$
Transfers In:
Transfers In-Govt Activities - - 2,819 - - -
Sub-Total Transfers In - - 2,819 - - -
Total Revenues & Transfers In 815,658$ 749,760$ 683,787$ 641,922$ 560,456$ 560,456$
Expenditures:
HOME Program 827,052$ 741,437$ 679,030$ 594,330$ 551,612$ 563,094$
Sub-Total Expenditures 827,052 741,437 679,030 594,330 551,612 563,094
Transfers Out:
Misc Transfers Out 37,747 4,787 1,158 - - -
Sub-Total Transfers Out 37,747 4,787 1,158 - - -
Total Expenditures & Transfers Out 864,799$ 746,224$ 680,188$ 594,330$ 551,612$ 563,094$
Fund Balance*, June 30 (4,358)$ (822)$ (4,096)$ 43,496$ 52,340$ 49,702$
Change in Accounting Method - (6,873) - - - -
Adjusted Fund Balance*, June 30 (4,358) (7,695) (4,096) 43,496 52,340 49,702
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (4,358)$ (7,695)$ (4,096)$ 43,496$ 52,340$ 49,702$
% of Expenditures -1%-1%-1%7%9%9%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
HOME Program (2110)
Fund Summary
289
HOME PROGRAM OPERATIONS
The mission of the HOME Investment Partnership program is to provide safe, decent, affordable
housing.
HOME Investment Partnerships program (HOME) funds are provided to the City of Iowa City on
an annual basis from the U.S. Department of Housing and Urban Development. HOME funds
are used throughout the community to address the housing needs of lower income citizens. This
is accomplished through:
Acquisition of land and buildings
Rehabilitation of existing housing
Tenant-based rental assistance
New construction of owner-occupied and rental housing
HIGHLIGHTS
Over $10 million in HOME funds invested in Iowa City since 1994
In FY14, the program leveraged $1,425,994 in private and public funds
The program provided four newly constructed SRO (rental) units for persons with
disabilities, constructed and sold six affordable homes to low income homebuyers,
rehabilitated two owner-occupied homes and provided operational funds to a nonprofit
organization to support affordable housing activities in fiscal year 2014
FY15 projects are identified in the FY15 Annual Action Plan at www.icgov.org/actionplan.
The CDBG and HOME allocation process, including the public input process can be found in the
City’s Citizen Participation Plan.
FY13 HACAP – Exterior Rehabilitation
Transitional Housing for Families
Exterior rehabilitation completed in FY14
Landscaping completed in August (FY15)
290
Recent Accomplishments:
Constructed and sold six affordable
homes
Constructed four new SRO rental
units for persons with disabilities
Rehabilitated two owner-occupied
homes
Upcoming Challenges:
Securing funds to provide affordable,
decent housing in a high land cost
community despite decreasing
CDBG and HOME funding
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 0.50 0.45 0.45
Staffing Level Change Summary:
There are no staff increases/decreases; however there has been a realignment of duties
following the combination of the Planning and Community Development and Housing and
Inspection Services departments.
Service Level Change Summary:
Service levels have decreased due to a decrease in Federal funding which has reduced
estimated owner occupied housing grant expenditures in fiscal year 2016.
Financial Highlights:
Federal funding has decreased from $688,241 in fiscal year 2012 to an estimated $431,620 in
fiscal year 2016. Subsequently, budgeted expenditures levels have dropped from $594,330 to
$551,612 from fiscal year 2015 to fiscal year 2016.
291
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Allocate grant and City funds to provide safe, decent,
affordable housing for low-moderate income residents.
Department Objective: Create/enhance suitable living environments and provide
decent, affordable housing opportunities.
Performance Measures:
HOME Funds Only
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
Funds Spent $1,025,067 $864,797 $746,224 $698,443 $434,003
Local, State & Other
Funds Leveraged $6,597,045 $3,184,232 $2,486,405 $1,425,994 $5,765,364
Housing Units Assisted 47 47 40 12 39
292
City of Iowa City
Activity: HOME (610400)Fund: HOME Program (2110)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 22,721$ 21,922$ 22,340$ 21,922$ 22,340$ 22,340$
Intergovernmental
Fed Intergovnt Rev 688,241 603,846 552,132 490,000 431,620 431,620
Other Financial Sources
Loans 104,696 123,992 106,496 130,000 106,496 106,496
Total Revenues 815,658$ 749,760$ 680,968$ 641,922$ 560,456$ 560,456$
Expenditures:
Personnel 89,092$ 66,139$ 60,424$ 42,228$ 44,948$ 46,296$
Services 737,960 673,503 618,606 550,235 506,664 516,797
Supplies - 1,795 - 1,867 - -
Total Expenditures 827,052$ 741,437$ 679,030$ 594,330$ 551,612$ 563,094$
Personnel Services - FTE 2012 2013 2014 2015 2016
Associate Planner 0.50 0.25 0.30 0.30 0.30
Neighborhood Services Coord - - - 0.15 0.15
Community Development Coord 0.45 0.45 0.20 - -
Total Personnel 0.95 0.70 0.50 0.45 0.45
Activity Summary
293
ROAD USE TAX FUND
The Road Use Tax fund accounts for revenue sharing from state taxes related to transportation
(road use taxes). Road use taxes include gasoline taxes, weight taxes, and license fees
collected through a state and deposited into the Iowa Road Use Tax Fund (RUTF). After some
off-the-top diversions, receipts into the RUTF are distributed according to a formula of 47.5
percent for the state primary road system, 24.5 percent for secondary county roads, 8 percent
for farm-to-market county roads, and 20 percent for city streets.
In 2008, an additional source of state revenue was established through legislation creating a
separate “TIME-21” funding stream. This revenue is dedicated primarily to maintenance and
construction of certain primary highways in the state (60 percent), but also of secondary roads
(20 percent) and municipal streets (20 percent). The new revenue stream was created by
changing certain vehicle registration fees and schedules and by increasing trailer and title fees.
The road use tax funds are allocated to cities on a per capita basis. The population counts used
for distribution are based on the U.S. Census Bureau figures, which are updated every ten
years. The 2010 census was finalized in the summer of 2011 and resulted in an increase in the
City’s population from 62,220 in 2000 to 67,862 in 2010. This result caused the City’s road use
revenues to take a step-up during fiscal year 2012.
The city use of these funds is restricted for street and storm sewer maintenance, repair, and
construction. This includes engineering, street lighting, streets signs and signals, snow
removal, street cleaning, right-of-way maintenance, and related activities.
Road Use Tax Fund fund balance on June 30, 2014 was $4.54 million, an increase of 59.8%
over the FY2013 year-end balance. FY15 projected cash balance is a 3.7% increase compared
to FY14; FY16 projected cash balance represents a 3.2% increase over FY15 and is projected
to end at $4.86 million.
(1) FY15 and FY16 figures are estimates; FY12 is cash basis.
294
FY12-14 fund balance growth reflects the growth in the City’s share of the road use revenues as
well as a change in how some capital projects are funded. Several projects funded through
RUT that were moved to bonded projects are being returned to RUT funding in FY15 such as
the ADA curb ramp program. In FY14, it was discovered that the City has been over-billed by
Mid-American Energy for the street light operations. A refund of over $500,000 was received
which boosted the ending fund balance significantly. Consequently, the street capital
improvement program has been boosted starting in FY15 by increasing the annual asphalt
overlay program from $642,665 to $930,812 each year and by adding the LED street light
replacement to the program. These figures are reflected in the Transfers Out to the Capital
Projects Fund.
In addition, FY13 ending fund balance was adjusted upward by $361,578 due to the change in
accounting method from cash basis to modified accrual basis. The adjustment primarily reflects
the road use tax payment due at year-end from the State less outstanding wages and accounts
payable.
Revenue:
The Road Use Tax fund revenue consists of
state shared road use tax revenues, and of
other miscellaneous revenues.
In FY16, Iowa City road use tax revenue is
projected to be over $6.7 million, a 1.94%
increase over the FY15 estimated revenue.
Road Use Tax revenues represent over
99% of the revenue in the Road Use Tax
fund.
Expenditures:
FY16 budgeted expenditures excluding
transfers out are a 3.85% increase from the
FY15 estimated expenditures. This is
primarily due to capital outlay of $100,000
for painting equipment replacement and the
increased cost of salt for snow removal.
Street maintenance is largest program
funded by Road Use taxes followed by
Traffic Engineering.
295
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 459,894$ 1,632,521$ 2,841,586$ 4,539,578$ 4,708,691$ 4,860,996$
Revenues:
Intergovernmental
Disaster Assistance -$ -$ 3,919$ -$ -$ -$
Other State Grants - 17,790 45,138 - - -
Road Use Tax 6,447,020 6,508,053 6,744,663 6,616,545 6,744,663 6,744,663
Charges For Fees And Services
Building & Devlpmt 19,489 26,345 22,735 26,345 22,735 22,735
Miscellaneous
Misc Merchandise 2,188 3,179 2,041 3,179 2,041 2,041
Other Misc Revenue 34,816 36,563 35,879 11,691 25,188 25,038
Other Financial Sources
Sale Of Assets - - - - - -
Sub-Total Revenues 6,503,513 6,591,930 6,854,375 6,657,760 6,794,627 6,794,477
Transfers In:
Transfers In-Govt Activities 416,369 425,659 405,477 390,883 396,370 408,261
Sub-Total Transfers In 416,369 425,659 405,477 390,883 396,370 408,261
Total Revenues & Transfers In 6,919,882$ 7,017,589$ 7,259,852$ 7,048,643$ 7,190,997$ 7,202,738$
Expenditures:
Road Use Tax Administration 2,489$ 2,406$ 2,095$ 77,406$ 82,172$ 83,815$
Sidewalk Inspection 35,474 45,412 43,653 77,001 81,523 88,116
Traffic Engineering 1,570,987 1,485,931 782,966 1,441,637 1,417,669 1,345,880
Streets System Maintenance 3,607,748 3,557,587 3,873,283 4,028,272 4,259,217 4,325,370
Sub-Total Expenditures 5,216,698 5,091,336 4,701,997 5,624,316 5,840,581 5,843,182
Transfers Out:
Capital Project Fund 222,785 790,627 561,617 950,000 915,000 1,715,000
Misc Transfers Out 307,772 288,139 298,247 305,214 283,111 291,134
Sub-Total Transfers Out 530,557 1,078,766 859,864 1,255,214 1,198,111 2,006,134
Total Expenditures & Transfers Out 5,747,255$ 6,170,102$ 5,561,861$ 6,879,530$ 7,038,692$ 7,849,316$
Fund Balance*, June 30 1,632,521$ 2,480,008$ 4,539,578$ 4,708,691$ 4,860,996$ 4,214,417$
Change in Accounting Method - 361,578 - - - -
Adjusted Fund Balance*, June 30 1,632,521 2,841,586 4,539,578 4,708,691 4,860,996 4,214,417
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,632,521$ 2,841,586$ 4,539,578$ 4,708,691$ 4,860,996$ 4,214,417$
% of Expenditures 28%46%82%68%69%54%
*Fund Balance is Cash Balance for 2012, and July 1, 2013
City of Iowa City
Road Use Tax (2200)
Fund Summary
296
STREETS OPERATIONS
The mission of the Streets Division is to provide a high quality driving surface on city streets and
bridges during all seasons of the year, and to maintain and optimize traffic control to
accommodate efficient and safe traffic movement.
The division’s budget is organized into four activities: Road Use Tax Administration, Traffic
Engineering, Streets System Maintenance, and Sidewalk Inspection. The Road Use Tax Fund
accounts for the activity of the Streets Division.
Road Use Tax Administration
Road Use Tax Administration accounts for Road Use Tax receipts, receipt of the Streets
Division’s portion of the Employee Benefits Levy, and costs associated with an annual
audit and loss reserve payment.
Sidewalk Inspection
Iowa City is divided into ten geographical areas for sidewalk inspection. Each year, the
sidewalks in one of these ten areas are thoroughly inspected in accordance with the
criteria established by the City Engineer to determine if sidewalk repairs are necessary.
Traffic Engineering
Traffic Engineering staff coordinate and maintain traffic signals and signage; traffic and
pedestrian signs; traffic, bicycle, and pedestrian street painting; street lighting and poles.
Streets System Maintenance
Street crews provide maintenance and repair of the City’s concrete, asphalt, and brick
streets; provide maintenance and repair to culverts, catch basins, and other City right of
way property; street sweeping, leaf vacuuming, and snow plowing.
HIGHLIGHTS
The Leaf Vacuum Program serves all Iowa City residences and businesses that are
adjacent to public streets.
Streets in the downtown area are swept every Thursday evening into Friday morning during
spring, summer, and fall seasons.
City alleys in the downtown area are swept every Monday morning during spring, summer,
and fall seasons.
Response time to the majority of potholes reported during regular business hours is no more
than two hours.
The Streets Division was able to assist with clearing debris and tree growth from bridges
and box culverts throughout the City.
297
Recent Accomplishments:
Patched approximately 3,400 potholes and
replaced 110 street panels in FY14
Leaf program picked up 761 loads totaling
2,093 tons in FY14
Replaced 3,614 street signs in FY14 to
comply with Federal retro-reflectivity
requirements.
Assisted with flood protection and flood
cleanup activities during the 2014 flood.
Traffic Engineering staff successfully
completed the one-way to two-way
conversion of Governor St. from Bowery
St. to Burlington St. In addition, traffic
signals have been upgraded along Lower
Muscatine Rd. and at the I80/Dubuque St.
Interchange.
Upcoming Challenges:
Limited road use tax revenues
inhibit our ability to perform
adequate preventive maintenance.
This deferred maintenance will
result in poorer pavement quality
and increased demand for patching
and temporary repairs.
Automation of the leaf collection
program.
Completing existing work
assignments such as pavement
repairs, leaf collection, and snow
plowing at current resource levels.
Upgrading the Streets Division
campus.
Converting City owned lighting to
LED fixtures.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 29.65 29.65 29.15
Staffing Level Change Summary:
The Senior Clerk/Typist position was eliminated in fiscal year 2016 after becoming
vacant in fiscal year 2015. Half of this position was charged to the Streets Operations
and half to Refuse Collection. These duties are currently being filled by temporary staff.
Service Level Change Summary:
No service levels changes are planned.
Financial Highlights:
The Streets Division has $20,000 for the purchase of a changeable electronic message board
for traffic control, $17,000 for an additional end-loader bucket, and $5,000 for a skid steer broom
attachment in the fiscal year 2016 budget. The fiscal year 2016 budget also includes $100,000
to replace line painting equipment and an increase of $45,000 for salt purchases due to
expected higher prices, an increase of 20%.
298
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Complete Retro-reflectivity Standards
Department Objective: Continue sign replacements
Performance Measures:
Signs Replaced
Strategic Plan Goal: Healthy Neighborhoods & Enhanced Communication and
Marketing
Department Goal: Provide Street Sweeping/Cleaning of Public Streets and
Leaf Removal to Residents & Businesses
Department Objective: Efficiently Sweep & Clean Public Streets and Continue
Leaf Vacuum Program
Performance Measures:
Dump Truck Loads of Sweeping Debris
FY 2011 FY 2012 FY 2013 FY 2014
3,191 5,265 4,566 3,614
FY 2011 FY 2012 FY 2013 FY 2014
Number of Loads 274 277 189 339
Tons 2,192 2,216 1,512 2,712
299
Packer Truck Loads of Sweeping Debris
Leaf Vacuum Pickup Season
Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic
Development Activities
Department Goal: Provide Street Maintenance & Repairs
Department Objective: Efficiently Maintain & Repair Public Streets
Performance Measures:
Input Measures: Materials Used
Workload Measures
FY 2011 FY 2012 FY 2013 FY 2014
Number of Loads 33 133 28 30
Tons 264 1,072 224 240
FY 2011 FY 2012 FY 2013 FY 2014
Number of Loads 445 672 663 761
Tons 1,335 2,016 1,989 2,093
FY 2011 FY 2012 FY 2013 FY 2014 5 Year
Average
Concrete (yards) 1,336.25 1,781.50 1,599.75 1,011 1,373.65
Asphalt (tons) 450.68 402.37 570.61 411.34 507.08
Rock (tons) 301.94 143.23 432.30 266.99 364.29
FY 2011 FY 2012 FY 2013 FY 2014
Potholes Patched 3,000 3,500 3,300 3,400
Street Panels –
Removal/Replacement 120 160 200 110
300
City of Iowa City
Activity: Road Use Tax Administration (710310)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Road Use Tax 6,447,020$ 6,508,053$ 6,744,663$ 6,616,545$ 6,744,663$ 6,744,663$
Transfers In-Govt Activities 416,369 425,659 405,477 390,883 397,570 408,261
Total Revenues & Transfers In 6,863,389$ 6,933,712$ 7,150,140$ 7,007,428$ 7,142,233$ 7,152,924$
Expenditures:
Services 2,489$ 2,406$ 2,095$ 77,406$ 82,172$ 83,815$
Total Expenditures 2,489$ 2,406$ 2,095$ 77,406$ 82,172$ 83,815$
Activity: Sidewalk Inspection (710220)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Building & Devlpmt 19,489$ 26,345$ 22,735$ 26,345$ 22,735$ 22,735$
Miscellaneous
Other Misc Revenue - - 150 - 150 -
Total Revenues 19,489$ 26,345$ 22,885$ 26,345$ 22,885$ 22,735$
Expenditures:
Personnel 12,328$ 9,939$ 9,587$ 16,263$ 16,264$ 16,752$
Services 4,878 2,125 2,830 5,588 4,859 4,956
Supplies 207 88 331 150 400 408
Capital Outlay 18,061 33,260 30,905 55,000 60,000 66,000
Total Expenditures 35,474$ 45,412$ 43,653$ 77,001$ 81,523$ 88,116$
Capital Outlay 2015 2016
Sidewalk And R.O.W. Repairs 55,000$ 60,000$
Total Capital Outlay 55,000$ 60,000$
Activity Summary
Activity Summary
301
City of Iowa City
Activity: Traffic Engineering (710320)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Misc Merchandise 1,591$ 1,535$ 1,625$ 1,535$ 1,625$ 1,625$
Other Misc Revenue 6,732 24,321 8,014 275 8,014 8,014
Total Revenues 8,323$ 25,856$ 9,639$ 1,810$ 9,639$ 9,639$
Expenditures:
Personnel 587,673$ 572,879$ 553,041$ 426,741$ 425,784$ 438,558$
Services 566,814 586,036 14,021 608,385 590,640 602,453
Supplies 282,248 200,891 146,604 286,511 181,245 184,870
Capital Outlay 134,252 126,125 69,300 120,000 220,000 120,000
Total Expenditures 1,570,987$ 1,485,931$ 782,966$ 1,441,637$ 1,417,669$ 1,345,880$
Personnel Services - FTE 2012 2013 2014 2015 2016
Asst Supt Streets/Solid Waste 0.50 0.50 0.50 0.50 0.50
Electrician - Traffic Eng 2.00 2.00 2.00 2.00 2.00
Electronics Tech/Traffic Eng 1.00 1.00 1.00 1.00 1.00
Sr Clerk/Typist - Streets 0.50 0.50 0.50 0.50 0.25
Supt Streets/Solid Waste 0.15 0.15 0.15 0.15 0.15
Total Personnel 4.15 4.15 4.15 4.15 3.90
Capital Outlay 2015 2016
Painting Equipment -$ 100,000$
Traffic Signal Equipment 120,000 120,000
Total Capital Outlay 120,000$ 220,000$
Activity Summary
302
City of Iowa City
Activity: Streets System Maintenance (710330)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Disaster Assistance -$ -$ 3,919$ -$ -$ -$
Other State Grants - 17,790 45,138 - - -
Miscellaneous
Misc Merchandise 597 1,644 416 1,644 416 416
Other Misc Revenue 28,084 12,242 27,715 11,416 17,024 17,024
Total Revenues 28,681$ 31,676$ 77,188$ 13,060$ 17,440$ 17,440$
Expenditures:
Personnel 2,081,054$ 1,990,876$ 2,117,865$ 2,282,308$ 2,380,908$ 2,452,335$
Services 1,032,481 1,033,871 1,300,058 1,154,400 1,275,067 1,300,568
Supplies 489,075 530,155 422,477 533,064 561,242 572,467
Capital Outlay 5,138 2,685 32,883 58,500 42,000 -
Total Expenditures 3,607,748$ 3,557,587$ 3,873,283$ 4,028,272$ 4,259,217$ 4,325,370$
Personnel Services - FTE 2012 2013 2014 2015 2016
Asst Supt Streets/Solid Waste 0.50 0.50 0.50 0.50 0.50
M. W. II - Signs 1.00 1.00 1.00 1.00 1.00
M.W. I - Streets 6.00 6.00 6.00 6.00 6.00
M.W. II - Streets 7.00 7.00 7.00 7.00 7.00
M.W. III - Streets 7.00 7.00 7.00 7.00 7.00
Mw III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00
Sr Clerk/Typist - Streets 0.50 0.50 0.50 0.50 0.25
Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00
Supt Streets/Solid Waste 0.50 0.50 0.50 0.50 0.50
Total Personnel 25.50 25.50 25.50 25.50 25.25
Capital Outlay 2015 2016
Forklift (split 50% with Solid Waste division)12,500$ -$
End Loader Bucket - 17,000
Crack Sealing Broom - 5,000
Vibra plate tamper replacement (3)6,000 -
Electronic Message Board - 20,000
Crack Seal Program 40,000 -
Total Capital Outlay 58,500$ 42,000$
Activity Summary
303
OTHER SHARED REVENUE FUND
This fund accounts for federal and state disaster and stimulus grants, including Jumpstart Iowa,
Hazard Mitigation Grant Project (HMGP) Buyout, and Supplemental Community Development
Block Grants (CDBG). Individual programs provide public assistance for business and
residential flood recovery efforts, the acquisition and removal of properties within the flood plain,
down payment assistance for owner-occupied affordable housing to replace the tax base lost
from the buyout. Infrastructure projects related to flood protection include levees, water well
head protection, and bridge and roadway elevation. The City of Iowa City’s role in the majority
of grant programs is to manage pass-through grants and distribute them to Iowa City
businesses and residents affected by the flood.
Assistance Summary:
Buyout: 93 residential properties were acquired in the Park View Terrace and Taft
Speedway neighborhoods with disaster recovery buyout grants. The HMGP Buyout has
been closed out, and the CDBG Buyout will be closed out in 2013. Approximately $22
million in grant funds have been expended for property acquisition, demolition and
relocation.
Residential Rehabilitation: 106 households received assistance from state Jumpstart
and federal Jumpstart grants. Approximately $3.3 million in residential rehabilitation
assistance was distributed.
Business Assistance: 79 businesses were assisted with either Jumpstart Business funds
or Business Rental Assistance Program funds. Approximately $2.3 in business
assistance has been distributed.
Single Family New Construction: 103 owner-occupied affordable housing units have
been constructed and sold. The City expects to assist 38 additional properties through
this program. Approximately $4.4 million has been expended for down payment
assistance and an additional $1.6 million will be expended by the end of FY14.
Infrastructure: CDBG Public Infrastructure funding, management, and monitoring is
being provided for the Wastewater Treatment Facility relocation, Rocky Shore Lift
Station project, construction of the East Side Levee and West Side Levee projects, and
flood proofing protection of the water well heads at the Water Treatment Facility site.
Two temporary Associate Planners that were added after the 2008 flood to manage these flood
recovery programs. These two positions are being eliminated in the fiscal year 2015 budget.
No activity is budgeted for fiscal year 2016.
304
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (874,354)$ (1,283,445)$ (79,875)$ 63$ 63$ 63$
Revenues:
Intergovernmental
Other State Grants 5,956,946$ 3,179,010$ 833,364$ 3,150,000$ -$ -$
Sub-Total Revenues 5,956,946 3,179,010 833,364 3,150,000 - -
Transfers In:
Misc Transfers In 1,475 4,101 - - - -
Sub-Total Transfers In 1,475 4,101 - - - -
Total Revenues & Transfers In 5,958,421$ 3,183,111$ 833,364$ 3,150,000$ -$ -$
Expenditures:
Community Development Grants:
Hazard Mitigation Flood Buyout 661,283$ 5,513$ -$ -$ -$ -$
Jumpstart Business Rental Assistance 167,080 20,857 10,181 - - -
Non-Hazard Mitigation Grant Buyout 4,539,931 1,436,473 37,437 - - -
Supplemental CDBG - Res. Proj. Delivery 5,020 951,984 655,446 3,000,000 - -
Supplemental CDBG - Residential 994,198 6,554 50,362 150,000 - -
Total Expenditures 6,367,512$ 2,421,381$ 753,426$ 3,150,000$ -$ -$
Fund Balance*, June 30 (1,283,445)$ (521,715)$ 63$ 63$ 63$ 63$
Change in Accounting Method - 441,840 - - - -
Adjusted Fund Balance*, June 30 (1,283,445) (79,875) 63 63 63 63
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (1,283,445)$ (79,875)$ 63$ 63$ 63$ 63$
% of Expenditures -20%-3%0%0%0%0%
*Fund Balance is Cash Balance for 2012, and July 1, 2013
City of Iowa City
Other Shared Revenue (2300)
Fund Summary
305
City of Iowa City
Activity: Community Development (610200)Fund: Other Shared Revenue (2300)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Other State Grants 5,956,946$ 3,179,010$ 833,364$ 3,150,000$ -$ -$
Misc Transfers In 1,475 4,101 - - - -
Total Revenues & Transfers In 5,958,421$ 3,183,111$ 833,364$ 3,150,000$ -$ -$
Expenditures:
Personnel 206,721$ 154,879$ 91,317$ -$ -$ -$
Services 1,317,096 951,412 651,372 3,150,000 - -
Supplies 76 - - - - -
Capital Outlay 4,843,619 1,315,090 10,737 - - -
Total Expenditures 6,367,512$ 2,421,381$ 753,426$ 3,150,000$ -$ -$
Personnel Services - FTE 2012 2013 2014 2015 2016
Associate Planner 1.60 1.60 - - -
Total Personnel 1.60 1.60 - - -
Activity Summary
306
ENERGY EFFICIENCY & CONSERVATION BLOCK GRANT FUND
The Energy Efficiency and Conservation Block Grant (EECBG) Program is a
federally-funded initiative intended to spur deployment of the cleanest, most
economical and reliable energy efficiency and conservation technologies across
the country by providing funds to state and local governments for the
development, promotion, implementation, and management of energy efficiency
and conservation projects and/or programs.
The City of Iowa City was awarded $692,300 in November, 2009, and the City
use the funding to retrofit eight municipal buildings, advertise free residential
energy audits, and employ one intern to track municipal utility usage.
The fund is now being used as an inter-fund energy efficiency reimbursement
program. The facilities and funds that received improvements through the grant
(Phase I) will be repaying the fund annually based on the expected savings from
the improvements. The first year of repayment is fiscal year 2014. Another
round of improvements (Phase II) is budgeted for fiscal year 2015. A schedule of
the cost of improvements (net of rebates), the annual savings, and payback
period is presented is as follows:
Facility/Project Net Cost
Annual
Savings
Predicted
Estimated
Payback
Period
Phase I:
Wastewater blower $253,266 $20,000 12.66
Wastewater lighting $60,511 $2,060 29.37
Water Detailed Studies $44,960 $10,000 4.50
Water Plant Lighting $168,941 $9,596 17.61
Mercer/Scanlon $91,789 $5,130 17.89
Rec Center $66,934 $3,492 19.17
Phase I Totals $686,401 $50,278 Phase II: City Hall lighting/controls $8,143 $13,732 0.59
Library lighting/controls $32,693 $8,288 3.94
Senior Center
lighting/controls $31,427 $13,298 2.36
Transit lighting/motors $11,346 $3,366 3.37
Phase II Totals $83,609 $38,684
307
In fiscal year 2015, as part of the combination of the Community & Economic
Development department and the Housing & Inspection Services department, a
new Sustainability Services activity was established in the new Neighborhood &
Development Services department in the General fund.
The energy efficiency revolving loan activity was subsequently moved to the
General Fund as part of the Sustainability Services activity for fiscal year 2015,
and these loan activities can be found there as part of the fiscal year 2016
budget.
308
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (37,281)$ (33,138)$ (23,394)$ 48,924$ -$ -$
Revenues:
Intergovernmental
Federal Intergovernmental Revenue 406,169$ 36,075$ -$ -$ -$ -$
Miscellaneous
Other Misc Revenue 24,617 64,176 72,318 - - -
Total Revenues 430,786$ 100,251$ 72,318$ -$ -$ -$
Expenditures:
Energy Eff Revolving Loan Fund -$ -$ -$ -$ -$ -$
Environmental Coordinator 17,913 22,634 - - - -
Municipal Energy Conservation 408,580 67,873 - - - -
Public Aware Midam Audit Prog 150 - - - - -
Sub-Total Expenditures 426,643$ 90,507$ -$ -$ -$ -$
Transfers Out:
Misc Transfers Out - - - 48,924 - -
Sub-Total Transfers Out - - - 48,924 - -
Total Expenditures & Transfers Out 426,643$ 90,507$ -$ 48,924$ -$ -$
Fund Balance*, June 30 (33,138)$ (23,394)$ 48,924$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (33,138)$ (23,394)$ 48,924$ -$ -$ -$
% of Expenditures -8%-26%0%0%0%0%
*Fund Balance is Cash Balance for 2012, and July 1, 2013
City of Iowa City
Energy Efficiency & Conservation Block Grant (2310)
Fund Summary
309
City of Iowa City
Activity: Energy Efficiency & Conserv. Block Grant (710450)Fund: Energy Eff & Cons Block Grant (2310)
Division: Public Works Administration Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Rev 406,169$ 36,075$ -$ -$ -$
Miscellaneous
Other Misc Revenue 24,617 64,176 72,318 - - -
Total Revenues 430,786$ 100,251$ 72,318$ -$ -$ -$
Expenditures:
Personnel 26,758$ 20,463$ -$ -$ -$ -$
Services 26,711 6,010 - - - -
Supplies 61,488 112 - - - -
Capital Outlay 311,686 63,922 - - - -
Total Expenditures 426,643$ 90,507$ -$ -$ -$ -$
Activity Summary
310
UNIVERCITY NEIGHBORHOOD PARTNERSHIPS FUND
The UniverCity Neighborhood Partnership program is a collaboration between the City
and the University of Iowa. The program purchases rental homes in designated
neighborhoods, restores them to single-family homes, and then sells them to income-
qualifying families.
The property renovations are to be between $40,000 and $50,000, and the University
provides down payment assistance to University employees. Local lenders provide low-
interest loans for the purchase of properties. Homebuyers who are selected to purchase
one of the homes will pay the original acquisition price plus loan and carrying costs,
which may include interest for the time that the property is held in City ownership,
recording fee for construction loan mortgage, mowing and snow removal, utilities, real
estate taxes, and insurance. The cost of renovations will NOT be passed on to the
homebuyers so long as the homebuyers retain ownership of the property as their
primary residence for seven years. In addition, all homes must be maintained as owner-
occupied housing and affordable housing for twenty years.
The program began in fiscal year 2010 when the City initially received $1.25 million
through the State of Iowa I-JOBS program. The first ‘round’ of the UniverCity program
(using I-JOBS funds) renovated 26 homes. The program was moved to the General
Fund in fiscal year 2013 which included funds for four homes. The program was
expanded in fiscal year 2014 with funds for 12 homes (including 2 funded through the
Housing Authority) and was continued at that level again in fiscal year 2015. In fiscal
year 2016, the number of homes has been reduced to two. The 2016 budget
information for this program can be found as part of the Community Development
division of the Neighborhood and Development Services department in the General
Fund.
311
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (138,789)$ (342,856)$ (2,645)$ -$ -$ -$
Revenues:
Intergovernmental
Other State Grants 875,856$ -$ -$ -$ -$ -$
Miscellaneous
Contrib & Donations 6,076 (41,750) - - - -
Other Misc Revenue 5,535 844 - - - -
Other Financial Sources
Loans 1,395,405 270,538 - - - -
Sale Of Assets 2,255,519 1,054,403 - - - -
Sub-Total Revenues 4,538,391 1,284,035 - - - -
Transfers In:
Misc Transfers In 77,387 8,657 2,098 - - -
Sub-Total Transfers In 77,387 8,657 2,098 - - -
Total Revenues & Transfers In 4,615,778$ 1,292,692$ 2,098$ -$ -$ -$
Expenditures:
Univercity Neighborhood Partnership 4,819,845$ 950,383$ (547)$ -$ -$ -$
Total Expenditures 4,819,845$ 950,383$ (547)$ -$ -$ -$
Fund Balance*, June 30 (342,856)$ (547)$ -$ -$ -$ -$
Change in Accounting Method - (2,098) - - - -
Adjusted Fund Balance*, June 30 (342,856) (2,645) - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (342,856)$ (2,645)$ -$ -$ -$ -$
% of Expenditures -7%0%0%0%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
UniverCity Neighborhood Partnership (2315)
Fund Summary
312
City of Iowa City
Activity: Community Development (610200)Fund: UniverCity Neighborhood Partnership (2315)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Other State Grants 875,856$ -$ -$ -$ -$ -$
Miscellaneous
Contrib & Donations 6,076 (41,750) - - - -
Other Misc Revenue 5,535 844 - - - -
Other Financial Sources
Loans 1,395,405 270,538 - - - -
Sale Of Assets 2,255,519 1,054,403 - - - -
Misc Transfers In 77,387 8,657 - - - -
Total Revenues & Transfers In 4,615,778$ 1,292,692$ -$ -$ -$ -$
Expenditures:
Personnel 74,974$ 8,854$ -$ -$ -$ -$
Services 152,758 35,967 (547) - - -
Supplies 4,796 24 - - - -
Capital Outlay 2,211,412 - - - - -
Other Financial Uses 2,375,905 905,538 - - - -
Total Expenditures 4,819,845$ 950,383$ (547)$ -$ -$ -$
Personnel Services - FTE 2012 2013 2014 2015 2016
Housing Rehab Specialist 0.20 0.20 - - -
Total Personnel 0.20 0.20 - - -
Activity Summary
313
METROPOLITAN PLANNING ORGANIZATION (MPOJC)
OF JOHNSON COUNTY
The Metropolitan Planning Organization (MPOJC) of Johnson County Fund is a special
revenue fund that accounts for the operations of the MPO.
Funding for the MPOJC is derived from multiple sources including the City’s General
Fund and the Road Use Tax Fund. Contributions are also received from the MPOJC’s
other government members in Johnson County and from State of Iowa grants.
Estimated revenues and transfers-in in fiscal year 2015 are 5.3% lower than the actual
fiscal year 2014 due to a decrease in state grant funds. Budgeted revenues and
transfers-in for fiscal year 2016 is expected to decrease another 6.3% from fiscal year
2015 due to a budgeted decrease in operating expenditures of the MPOJC and
subsequently lower contributions from member entities.
Fund balance in the MPO fund has been fairly stable since fiscal year 2012 through
ranging from $140,937 to $175,429. The fund balance as a percentage of expenditures
ranges from 21% in fiscal year 2012 to 29% in fiscal year 2016.
An adjustment to fund balance is presented in fiscal year 2013 for the City’s change from
cash basis accounting to modified accrual basis of accounting. The downward
adjustment of $11,561 primarily represents wages and accounts payable at year-end.
314
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 73,576$ 140,937$ 130,144$ 170,860$ 151,439$ 175,429$
Revenues:
Intergovernmental
Local 28E Agreements 140,761$ 121,772$ 119,462$ 137,045$ 99,281$ 102,031$
Other State Grants 177,449 175,000 235,061 185,000 215,249 221,211
Miscellaneous
Other Misc Revenue 1,616 20,627 17,231 1,500 17,231 17,231
Sub-Total Revenues 319,826 317,399 371,754 323,545 331,761 340,473
Transfers In:
Transfer-In from General Fund and RUT 408,688 327,286 343,297 353,596 302,554 310,935
Sub-Total Transfers In 408,688 327,286 343,297 353,596 302,554 310,935
Total Revenues & Transfers In 728,514$ 644,685$ 715,051$ 677,141$ 634,315$ 651,408$
Expenditures:
Metro Planning Org of Johnson County 661,153$ 643,917$ 674,335$ 696,562$ 610,325$ 627,273$
Total Expenditures 661,153$ 643,917$ 674,335$ 696,562$ 610,325$ 627,273$
Fund Balance*, June 30 140,937$ 141,705$ 170,860$ 151,439$ 175,429$ 199,565$
Change in Accounting Method - (11,561) - - - -
Adjusted Fund Balance*, June 30 140,937 130,144 170,860 151,439 175,429 199,565
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 140,937$ 130,144$ 170,860$ 151,439$ 175,429$ 199,565$
% of Expenditures 21%20%25%22%29%32%
*Fund Balance is Cash Balance for 2012, and July 1, 2013
City of Iowa City
Metro Planning Organization of Johnson County (2350)
Fund Summary
315
METROPOLITAN PLANNING ORGANIZATION (MPO)
OF JOHNSON COUNTY OPERATIONS
It is the mission of the Metropolitan Planning Organization (MPO) of Johnson County to fulfill
state and federal requirements necessary and beneficial to receive state and federal
transportation capital and operating funds; to conduct transportation and traffic studies related to
public and private development projects; to provide traffic data collection and analysis services,
prepare and administer transportation-related grants; and serve as a body for regional policy
and project-related discussions.
Metropolitan Planning Organization (MPO) designations are made by the Governor of the State
of Iowa. The MPO of Johnson County services the Iowa City Urbanized Area, which includes
Iowa City, Coralville, North Liberty, Tiffin, University Heights, and the University of Iowa. The
MPO coordinates planning efforts for all of Johnson County in: transportation planning, data
collection and analysis, and assistance to small communities. Member agencies outside of the
Iowa City Urbanized Area include Johnson County, Hills, Lone Tree, Oxford, Shueyville, Solon,
and Swisher.
The Transportation Planning Division fulfills federal requirements involving the transportation
planning process in order to maintain eligibility for grant programs through the Federal Transit
Administration (FTA) and Federal Highway Administration (FHWA). The "3-C" transportation
planning process consists of a comprehensive, coordinated and continuing planning effort for all
modes of transportation. Projects include short- and long-range transportation development
plans, corridor studies, intersection analyses, survey reports, and review of development
projects. The Transportation Planning Division also prepares state and federal grant
applications and fulfills the associated administration and regulation compliance.
In past years, the MPO has also facilitated discussion on regional issues including a fire
protection mutual aid agreement, joint animal control facilities, a Joint Emergency
Communications Center, and affordable housing issues.
Although funding is received from all MPO members, the MPO is organized under the City of
Iowa City. Through a 28(E) agreement, staff provides assistance to the other members of
MPOJC. This provides for cost-effective sharing of clerical, accounting, office space and vehicle
pool expenditures.
Recent Accomplishments:
Completion of the FY14 MPOJC Transportation Planning Work Program & adoption of the
FY15 Work Program
Completion of an Update to the 2007 Affordable Housing Market Analysis for the Iowa City
Metro Area
Acceptance of the FY14-18 MPOJC Passenger Transportation Plan
Completion of Iowa City Transit FTA Triennial Review – Planning and reporting
316
Upcoming Challenges:
Revising the MPOJC Long Range Transportation Plan
Updating the MPOJC Metro Area Bike Master Plan
Allocation of MPOJC Surface Transportation Program and Transportation Alternative
program funds
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 5.60 4.60 4.70
Staffing Level Change Summary:
The FY16 staffing level shows a 0.1 increase in total FTE’s from FY2015 (and a decrease of
0.90 FTE from FY14) - bringing the total to 4.70 FTE. This change is a result of a
reorganization of MPO staff; reallocating 0.40 FTE from an existing Engineering Technician
position that is no longer necessary and adding a 0.50 FTE Associate Planner position to the
MPO (thereby increasing the net total staff level 0.10 FTE).
The reorganization is necessary for the MPO as the Engineering Technician position has
become duplicative with recent advances in GIS technology and the addition of an enterprise
license whereby all MPO staff has access to GIS software. The reallocation of the 0.40 FTE
and the additional 0.10 FTE will allow the MPO to add a half-time Associate Planner position
necessary to ‘backfill’ part of the 1.0 FTE Associate Planning position that was eliminated in
FY15.
Service Level Change Summary:
With the reorganization of MPO staff and addition of 0.10 FTE from FY15, it is anticipated that
we can provide the same level of service provided in FY14 with a net reduction of 0.90 FTE
from FY14.
Financial Highlights:
The FY16 MPO budget is largely the same as the approved FY15 budget. The FY16 budget
shows significant decreases in software and minor equipment appropriations and an increase in
funds for consultant services. The increase in appropriations for consultant services will work in
parallel with the MPO staff reorganization and allow flexibility to hire consultants for specific
traffic engineering projects. The reorganization of staff and periodic use of consultants will
ensure that service levels remain constant.
317
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, Strategic
Economic Development Activities, A Solid Financial
Foundation, & Enhanced Communication and Marketing
Department Goal: Provide transportation (traffic, transit, bicycle and
pedestrian) planning services including data collection,
analysis, grant application and administration,
development review, long range planning, traffic studies,
traffic modeling, coordination with other local governments
and the University of Iowa and other services.
Department Objective: Provide these necessary services that are beneficial for the
area to continue to receive federal transportation funding,
including transit capital and operations funds, streets and
trails infrastructure funds and discretionary grant funds, to
help improve residents’ lives in the community.
Performance Measures:
Federal and State Requirements: Following are formal documents required to be
completed and approved by the Federal Highway Administration, Federal Transit
Administration and/or Iowa Department of Transportation. MPO staff provide planning,
programming, and administrative efforts to complete these documents to ensure that
Iowa City remains eligible to receive federal transportation funding, including transit
capital and operation funds, streets and trails infrastructure funds, and discretionary
grant funds.
FY 2011 FY 2012 FY 2013 FY 2014
Long Range
Transportation Plan
(required every 5 yrs.)
Transportation Planning
Work Program
Passenger
Transportation Plan
Transportation
Improvement Program
318
Grant Awards Received for Iowa City: Grant awards are pursued to help fund and
achieve Iowa City’s Capital Improvements Program priorities.
*Includes all planning and legal documents, grant preparation and administration, and IDOT/FTA
reporting
Work orders for signage and traffic control: The majority of work orders are for signage
and changes to traffic control in response to citizen and neighborhood requests, and are
based on an evaluation and/or data collection to ensure consistency with traffic sign
rules and regulations. Work orders are typically consistent with neighborhood
stabilization efforts.
FY 2011 FY 2012 FY 2013 FY 2014
$1,200,000 RECAT grant
for Trueblood Park
$200,000 REAP grant for
Iowa River Trail
$1,900,000 RISE Grant
for Moss Ridge Road
$200,000 Traffic Safety
Grant for Burlington
St/Clinton St
$200,000 REAP grant for
Trueblood Park
$60,000 for Urban
Waters Grant
$6,000,000 MPO/STP
funds for Gateway
Project
(multiple years)
$500,000 Traffic Safety
Grant for Burlington St
Median
$1,218,202 Federal
Transit Grant for Iowa
City Transit*
$441,000 State Trails
Grant – Dubuque Street
Ped. Bridge
$1,211,970 Federal
Transit Grant for Iowa
City Transit*
$50,000 US EPA Grant
for Riverfront Crossings
Park
$50,000 DNR Low
Head Dam grant
$50,000 Iowa DNR
Grant for Iowa River
Dam Safety
$152,000 Iowa Great
Places Grant
$1,400,381 Federal
Transit Grant for Iowa
City Transit*
$2,400,000 MPO/STP
funds for First Ave Grade
Separation
$1,262,652 Federal
Transit Grant for Iowa
City Transit*
FY 2011 FY 2012 FY 2013 FY 2014
49 53 53 44
319
Traffic Counts: The MPO/Transportation Planning Division conducts a traffic count
program to evaluate and inform design decisions; re-time traffic signals; assist with the
evaluation of development proposals; address neighborhood concerns; update data into
the traffic model; and to provide information to realtors and developers seeking to invest
in Iowa City.
Formal Studies: Formal studies include reports and evaluations for which significant
documentation is required due to policy and/or funding decisions being made based on
the information. Formal studies include significant staff time due to data collection,
analysis, report preparation, and (depending on the study) public involvement. Formal
studies differ from ‘work orders’ in that a formal report is published.
FY 2011 FY 2012 FY 2013 FY 2014
Traffic volume,
intersection &
speed counts
24 22 17 20
Peak-hour intersection
counts 88 71 90 87
In Iowa City FY 2011 FY 2012 FY 2013 FY 2014
Neighborhood Study 2 1 0 2
Corridor Study 4 2 4 4
Bike and Ped. Study 2 2 2 5
All-Way Stop Study 2 1 7 3
Signal Warrant Study 1 3 4 3
Traffic Calming Study 1 4 1 0
Speed Study 2 1 1 3
Trip Generation Study 1 0 0 2
320
City of Iowa City
Activity: Metro Planning Org of Jo Co (610810)Fund: Metro Planning Org Of Johnson Cnty (2350)
Division: Metro Planning Org of Jo Co (610810)Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Local 28E Agreements 140,761$ 121,772$ 119,462$ 137,045$ 99,281$ 102,031$
Other State Grants 177,449 175,000 235,061 185,000 215,249 221,211
Miscellaneous
Other Misc Revenue 1,616 20,627 17,231 1,500 17,231 17,231
Transfer-In from General Fund and RUT 408,688 327,286 343,297 353,596 302,554 310,935
Total Revenues & Transfers In 728,514$ 644,685$ 715,051$ 677,141$ 634,315$ 651,408$
Expenditures:
Personnel 554,654$ 533,160$ 555,415$ 566,707$ 474,113$ 488,336$
Services 95,824 98,997 108,797 112,379 127,575 130,127
Supplies 10,675 11,760 10,123 17,476 8,637 8,810
Total Expenditures 661,153$ 643,917$ 674,335$ 696,562$ 610,325$ 627,273$
Personnel Services - FTE 2012 2013 2014 2015 2016
Administrative Secretary 0.20 0.20 0.20 0.20 0.20
Associate Planner 4.00 4.00 4.00 3.00 3.50
Engineering Technician *0.40 0.40 0.40 0.40 -
Human Services Coordinator 1.00 - - - -
JCCOG Director 1.00 - - - -
MPO Director - 1.00 1.00 1.00 1.00
Total Personnel 6.60 5.60 5.60 4.60 4.70
* Position to be eliminated on 12-31-15
Activity Summary
321
EMPLOYEE BENEFITS FUND
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.l6(5)(c)(2)
of the Iowa State Code. This amendment added a presumption for police and fire
personnel, that any infectious disease and/or cancer is presumed to have been
contracted during the performance of the duties, placing fiduciary responsibility for all
related medical claims upon the employer. As with other accidental disability and on-
the-job medical claims, cash reserves will be utilized to prevent a spike in the tax levy in
any given year from such claims. For this reason, cash balance is recommended to be
twenty-five percent (25%) of total fund expenditures and transfers out. The fund’s cash
balances versus expenditures including transfers out since fiscal year 2012 are as
follows:
FY2012 FY2013 FY2014 FY2015 FY2016
Actual Actual Actual Revised Budget
Expenditures plus
transfers out 10,854,997$ 9,747,519$ 9,887,822$ 9,933,959$ 10,340,806$
Fund Balance * 1,773,124$ 1,791,164$ 1,713,207$ 1,494,118$ 1,634,273$
Percentage 16.33% 18.38% 17.33% 15.04% 15.80%
* FY2012 ending fund balance is cash balance.
The City converted its budget basis in fiscal year 2014 to modified accrual from cash
basis. An adjustment to the fiscal year 2013 ending fund balance was made which
increased the Employee Benefits fund balance by $75,745. This increase primarily
reflects taxes receivable at year-end.
The Employee Benefits property tax levy for fiscal year 2015 was $2.96331 per $1,000
of valuation. For fiscal year 2016, this levy is being reduced to $3.11331 per $1,000 of
valuation.
322
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 2,477,999$ 1,773,124$ 1,791,164$ 1,713,207$ 1,494,118$ 1,634,273$
Revenues:
Property Taxes 9,767,404$ 9,262,912$ 9,356,929$ 9,088,654$ 9,652,480$ 9,652,480$
Delinquent Property Taxes 242 633 864 - - -
Other City Taxes 183,360 163,781 159,183 153,182 157,935 157,935
Intergovernmental
Property Tax Credits - - - 181,337 383,367 383,367
State 28E Agreements 197,366 256,655 281,548 289,994 287,179 287,179
Miscellaneous
Other Misc Revenue 1,750 5,833 11,341 1,703 - -
Total Revenues 10,150,122$ 9,689,814$ 9,809,865$ 9,714,870$ 10,480,961$ 10,480,961$
Expenditures:
General Government Employee Benefits 358,038$ 353,125$ 359,450$ 343,127$ 367,313$ 375,188$
Public Safety Employee Benefits 494,968 263,477 354,640 652,590 584,226 595,911
Sub-Total Expenditures 853,006 616,602 714,090 995,717 951,539 971,098
Transfers Out:
Empl Benefits Levy to Gen Fund & RUT 10,001,991 9,130,917 9,173,732 8,938,242 9,389,267 9,401,158
Sub-Total Transfers Out 10,001,991 9,130,917 9,173,732 8,938,242 9,389,267 9,401,158
Total Expenditures & Transfers Out 10,854,997$ 9,747,519$ 9,887,822$ 9,933,959$ 10,340,806$ 10,372,256$
Fund Balance*, June 30 1,773,124$ 1,715,419$ 1,713,207$ 1,494,118$ 1,634,273$ 1,742,978$
Change in Accounting Method - 75,745 - - - -
Adjusted Fund Balance*, June 30 1,773,124 1,791,164 1,713,207 1,494,118 1,634,273 1,742,978
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,773,124$ 1,791,164$ 1,713,207$ 1,494,118$ 1,634,273$ 1,742,978$
% of Expenditures 16%18%17%15%16%17%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Employee Benefits (2400)
Fund Summary
323
City of Iowa City
Activity: General Government Employee Benefits (310640)Fund: Employee Benefits (2400)
Division: Finance Administration Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Property Taxes 9,767,404$ 9,262,912$ 9,356,929$ 9,088,654$ 9,652,480$ 9,652,480$
Delinquent Property Taxes 242 633 864 - - -
Other City Taxes 183,360 163,781 159,183 153,182 157,935 157,935
Intergovernmental
Property Tax Credits - - - 181,337 383,367 383,367
Total Revenues 9,951,006$ 9,427,326$ 9,516,976$ 9,423,173$ 10,193,782$ 10,193,782$
Expenditures:
Personnel 64,526$ 50,905$ 49,554$ 51,115$ 52,828$ 54,413$
Services 293,512 302,220 309,896 292,012 314,485 320,775
Total Expenditures 358,038$ 353,125$ 359,450$ 343,127$ 367,313$ 375,188$
Personnel Services - FTE 2012 2013 2014 2015 2016
Administrative Secretary 0.50 0.50 0.50 0.50 0.50
Finance Director 0.05 0.05 0.05 0.05 0.05
Total Personnel 0.55 0.55 0.55 0.55 0.55
Activity: Public Safety Employee Benefits (310650 - 310660)Fund: Employee Benefits (2400)
Division: Finance Administration Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
State 28E Agreements 197,366$ 256,655$ 281,548$ 289,994$ 287,179$ 287,179$
Miscellaneous
Other Misc Revenue 1,750 5,833 11,341 1,703 - -
Total Revenues 199,116$ 262,488$ 292,889$ 291,697$ 287,179$ 287,179$
Expenditures:
Services 494,968$ 263,477$ 354,640$ 652,590$ 584,226$ 595,911$
Total Expenditures 494,968$ 263,477$ 354,640$ 652,590$ 584,226$ 595,911$
Activity Summary
Activity Summary
324
PENINSULA APARTMENTS FUND
In 2003, City Council voted to support the development of affordable housing by
committing to the construction of 17 housing units in conjunction with The Housing
Fellowship. The City, under the management of the Iowa City Housing Authority, a
division of the Department of Housing and Inspection Services (HIS), owns and operates
seven (7) of the rental units. The remaining ten (10) units are owned and operated by
The Housing Fellowship. This fund accounts for the operation of the seven units owned
by the Housing Authority.
Funding for the project included an Economic Development Grant, CDBG funds, and
HOME funds. In addition, general obligation bonds were issued to finance a $410,000
loan to The Housing Fellowship and a $256,000 internal loan to the Housing Authority.
The internal loan payments are accounted for in this fund. Both of these loans are
payable to the City’s Debt Service Fund. The outstanding balance owed to the Debt
Service fund from the Peninsula Apartments fund at June 30, 2015 will be $151,618.
Also as part of the financing structure, The Housing Fellowship issued an interest-only
loan to the Housing Authority for $210,784 for the Peninsula Apartments. The
repayment of the full principal balance will be due in a balloon payment in fiscal year
2025. These interest-only payments are accounted for in this fund.
Revenue: Rental income is projected at $70,119 in FY2016, an increase of 15.8% from
the estimated FY2015 total.
Fund Balance: The FY2016 ending fund balance is projected at $117,653. Cash
balance will be allowed to increase until reaching $210,784. This is the amount of a
lump sum payment which is due in FY2025 as part of the original financing for this
project.
325
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 57,683$ 71,515$ 71,949$ 91,406$ 95,740$ 117,653$
Revenues:
Use Of Money And Property
Rents 58,883$ 60,559$ 70,119$ 60,559$ 70,119$ 71,521$
Miscellaneous
Other Misc Revenue 80 - - - - -
Total Revenues 58,963$ 60,559$ 70,119$ 60,559$ 70,119$ 71,521$
Expenditures:
Housing Authority Property Management 45,131$ 55,036$ 50,662$ 56,225$ 48,206$ 49,269$
Total Expenditures 45,131$ 55,036$ 50,662$ 56,225$ 48,206$ 49,269$
Fund Balance*, June 30 71,515$ 77,038$ 91,406$ 95,740$ 117,653$ 139,905$
Change in Accounting Method - (5,089) - - - -
Adjusted Fund Balance*, June 30 71,515 71,949 91,406 95,740 117,653 139,905
Restricted / Committed /Assigned 4,474 - - - - -
Unassigned Balance 67,041$ 71,949$ 91,406$ 95,740$ 117,653$ 139,905$
% of Expenditures 149%131%180%170%244%284%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Peninsula Apartments (2510)
Fund Summary
326
City of Iowa City
Activity: Housing Authority (490100)Fund: Peninsula Apartments (2510)
Division: Housing Authority (490100)Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents 58,883$ 60,559$ 70,119$ 60,559$ 70,119$ 71,521$
Miscellaneous
Other Misc Revenue 80 - - - - -
Total Revenues 58,963$ 60,559$ 70,119$ 60,559$ 70,119$ 71,521$
Expenditures:
Services 32,697$ 43,571$ 38,781$ 43,913$ 35,447$ 36,510$
Supplies 28 - - - - -
Capital Outlay 1,343 - - - - -
Other Financial Uses 11,063 11,465 11,881 12,312 12,759 12,759
Total Expenditures 45,131$ 55,036$ 50,662$ 56,225$ 48,206$ 49,269$
Activity Summary
327
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.
Urban Renewal Area
Outstanding TIF
Debt Previously
Certified
TIF Debt
Certified
12/1/14
Estimated
TIF Receipts
FY15
Estimated
TIF Receipts
FY16
Estimated TIF
Debt 6/30/2016
2603 - City-University I 3,566,299$ 1,146,119$ 511,289$ 496,283$ 3,704,846$
2604 - Sycamore & 1st Ave 1,011,142 1,750,000 79,302 373,676 2,308,164
2607 - Scott 6 Industrial 1,678,274 4,386 - - 1,682,660
2608 - Heinz Road - 170,323 - 42,823 127,500
2613 - Moss Green Village * 2,161,102 - - 2,161,102
2614 - Towncrest Area 2,332,787 (93,370) 40,892 86,459 2,112,066
2615 - Riverside Drive 21,141 20,885 21,141 20,885 -
Total 10,770,745$ 2,998,343$ 652,624$ 1,020,126$ 12,096,338$
* Has not been certified yet
328
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 657,482$ (75,855)$ 2,129$ 19,664$ 6,073$ 6,073$
Revenues:
TIF Revenues 838,766$ 376,192$ 434,670$ 652,624$ 1,020,126$ 1,089,439$
Use Of Money And Property
Interest Revenues 720 287 - - - -
Other Financing Sources
Sale of Assets - 31,795 - - - -
Sub-Total Revenues 839,486 408,274 434,670 652,624 1,020,126 1,089,439
Transfers In:
Transfers In - 36,150 113 - - -
Sub-Total Transfers In - 36,150 113 - - -
Total Revenues & Transfers In 839,486$ 444,424$ 434,783$ 652,624$ 1,020,126$ 1,089,439$
Expenditures By Urban Renewal Area:
Highway 6 Industrial Park 129,725$ -$ 1,604$ -$ -$ -$
City-University I 267,073 6,050 - - - -
Sycamore & 1st Ave 34,355 - - - - -
Northgate Corporate Park - - 8,496 - - -
Scott 6 Industrial 3,104 1,048 - - - -
Heinz Road 126,834 - 135,361 13,591 42,500 42,500
Moss Green Village 8,134 - (142) - - -
Riverside Drive 108 - - - - -
Sub-Total Expenditures 569,333 7,098 145,319 13,591 42,500 42,500
Transfers Out:
TIF Capital Transfers Out 1,003,490 94,612 271,929 652,624 977,626 1,046,939
Sub-Total Transfers Out 1,003,490 94,612 271,929 652,624 977,626 1,046,939
Total Expenditures & Transfers Out 1,572,823$ 101,710$ 417,248$ 666,215$ 1,020,126$ 1,089,439$
Fund Balance*, June 30 (75,855)$ 266,859$ 19,664$ 6,073$ 6,073$ 6,073$
Change in Accounting Method - (264,730) - - - -
Adjusted Fund Balance*, June 30 (75,855) 2,129 19,664 6,073 6,073 6,073
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (75,855)$ 2,129$ 19,664$ 6,073$ 6,073$ 6,073$
% of Expenditures -5%2%5%1%1%1%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Tax Increment Financing (2601 - 2615)
Fund Summary
329
City of Iowa City
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 18,317$ 18,442$ 1,604$ -$ -$ -$
Revenues:
TIF Revenues 129,725$ 106,165$ -$ -$ -$ -$
Use Of Money And Property
Interest Revenues 125 141 - - - -
Total Revenues 129,850$ 106,306$ -$ -$ -$ -$
Expenditures:
TIF Administration 129,725$ -$ 1,604$ -$ -$ -$
Total Expenditures 129,725$ -$ 1,604$ -$ -$ -$
Fund Balance*, June 30 18,442$ 124,748$ -$ -$ -$ -$
Adjustments to Cash/Non-Cash Asset/Liab - - - - - -
Change in Accounting Method - (123,144) - - - -
Adjusted Fund Balance*, June 30 18,442 1,604 - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 18,442$ 1,604$ -$ -$ -$ -$
% of Expenditures 14%0%0%0%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 86,963$ (180,237)$ (26,214)$ 1,102$ 1,102$ 1,102$
Revenues:
TIF Revenues -$ 128,072$ 290,263$ 511,289$ 496,283$ 511,804$
Use Of Money And Property
Interest Revenues (127) (284) - - - -
Other Financing Sources
Sale of Fixed Assets - 31,795 - - - -
Total Revenues (127)$ 159,583$ 290,263$ 511,289$ 496,283$ 511,804$
Expenditures:
TIF Administration 267,073$ 6,050$ -$ -$ -$ -$
Transfers Out:
TIF Capital Transfers Out - - 262,947 511,289 496,283 511,804
Total Expenditures & Transfers Out 267,073$ 6,050$ 262,947$ 511,289$ 496,283$ 511,804$
Fund Balance*, June 30 (180,237)$ (26,704)$ 1,102$ 1,102$ 1,102$ 1,102$
Change in Accounting Method - 490 - - - -
Adjusted Fund Balance*, June 30 (180,237) (26,214) 1,102 1,102 1,102 1,102
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (180,237)$ (26,214)$ 1,102$ 1,102$ 1,102$ 1,102$
% of Expenditures -67%-433%0%0%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
Highway 6 Industrial Park (2601)
Fund Summary
City-University Project I (2603)
Fund Summary
330
City of Iowa City
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 549,470$ 94,382$ -$ -$ -$ -$
Revenues:
TIF Revenues 582,207$ 22$ -$ 79,302$ 373,676$ 373,676$
Use Of Money And Property
Interest Revenues 550 208 - - - -
Total Revenues 582,757$ 230$ -$ 79,302$ 373,676$ 373,676$
Expenditures:
TIF Administration 34,355$ -$ -$ -$ -$ -$
Transfers Out:
TIF Capital Transfers Out 1,003,490 94,612 - 79,302 373,676 373,676
Total Expenditures & Transfers Out 1,037,845$ 94,612$ -$ 79,302$ 373,676$ 373,676$
Fund Balance*, June 30 94,382$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 94,382$ -$ -$ -$ -$ -$
% of Expenditures 9%0%0%0%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 8,455$ 8,473$ 8,496$ -$ -$ -$
Revenues:
Use Of Money And Property
Interest Revenues 18$ 23$ -$ -$ -$ -$
Total Revenues 18$ 23$ -$ -$ -$ -$
Expenditures:
TIF Administration -$ -$ 8,496$ -$ -$ -$
Total Expenditures -$ -$ 8,496$ -$ -$ -$
Fund Balance*, June 30 8,473$ 8,496$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 8,473$ 8,496$ -$ -$ -$ -$
% of Expenditures 0%0%0%0%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
Sycamore & 1st Avenue (2604)
Fund Summary
Northgate Corporate Park (2606)
Fund Summary
331
City of Iowa City
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 9,201$ 6,111$ 5,079$ 5,079$ 5,079$ 5,079$
Revenues:
Use Of Money And Property
Interest Revenues 14$ 16$ -$ -$ -$ -$
Total Revenues 14$ 16$ -$ -$ -$ -$
Expenditures:
TIF Administration 3,104$ 1,048$ -$ -$ -$ -$
Total Expenditures 3,104$ 1,048$ -$ -$ -$ -$
Fund Balance*, June 30 6,111$ 5,079$ 5,079$ 5,079$ 5,079$ 5,079$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 6,111$ 5,079$ 5,079$ 5,079$ 5,079$ 5,079$
% of Expenditures 197%485%0%0%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 13,269$ 13,409$ 13,591$ 13,591$ -$ -$
Revenues:
TIF Revenues 126,834$ 141,933$ 135,361$ -$ 42,823$ 42,500$
Use Of Money And Property
Interest Revenues 140 183 - - - -
Total Revenues 126,974$ 142,116$ 135,361$ -$ 42,823$ 42,500$
Expenditures:
TIF Administration 126,834$ -$ 135,361$ 13,591$ 42,500$ 42,500$
Total Expenditures 126,834$ -$ 135,361$ 13,591$ 42,823$ 42,500$
Fund Balance*, June 30 13,409$ 155,525$ 13,591$ -$ -$ -$
Change in Accounting Method - (141,934) - - - -
Adjusted Fund Balance*, June 30 13,409 13,591 13,591 - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 13,409$ 13,591$ 13,591$ -$ -$ -$
% of Expenditures 11%0%10%0%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
Scott 6 Industrial (2607)
Fund Summary
Heinz Road (2608)
Fund Summary
332
City of Iowa City
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (113)$ (113)$ (113)$ -$ -$ -$
Transfers In:
Transfers In -$ -$ 113$ -$ -$ -$
Total Transfers In -$ -$ 113$ -$ -$ -$
Fund Balance*, June 30 (113)$ (113)$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (113)$ (113)$ -$ -$ -$ -$
% of Expenditures 0%0%0%0%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (28,016)$ (36,150)$ (142)$ -$ -$ -$
Transfers In:
Transfers In -$ 36,150$ -$ -$ -$ -$
Total Transfers In -$ 36,150$ -$ -$ -$ -$
Expenditures:
TIF Administration 8,134$ -$ (142)$ -$ -$ -$
Total Expenditures 8,134$ -$ (142)$ -$ -$ -$
Fund Balance*, June 30 (36,150)$ -$ -$ -$ -$ -$
Change in Accounting Method - (142) - - - -
Adjusted Fund Balance*, June 30 (36,150) (142) - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (36,150)$ (142)$ -$ -$ -$ -$
% of Expenditures -444%0%0%0%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
Lower Muscatine Road (2611)
Fund Summary
Moss Green Village (2613)
Fund Summary
333
City of Iowa City
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (64)$ (64)$ (64)$ -$ -$ -$
Revenues:
TIF Revenues -$ -$ 9,046$ 40,892$ 86,459$ 86,459$
Total Revenues -$ -$ 9,046$ 40,892$ 86,459$ 86,459$
Transfers Out:
TIF Capital Transfers Out - - 8,982 40,892 86,459 86,459
Total Transfers Out -$ -$ 8,982$ 40,892$ 86,459$ 86,459$
Fund Balance*, June 30 (64)$ (64)$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (64)$ (64)$ -$ -$ -$ -$
% of Expenditures 0%0%0%0%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 -$ (108)$ (108)$ (108)$ (108)$ (108)$
Revenues:
TIF Revenues -$ -$ -$ 21,141$ 20,885$ 75,000$
Total Revenues -$ -$ -$ 21,141$ 20,885$ 75,000$
Expenditures:
TIF Administration 108$ -$ -$ -$ -$ -$
Transfers Out:
TIF Capital Transfers Out - - - 21,141 20,885 75,000
Total Expenditures & Transfers Out 108$ -$ -$ 21,141$ 20,885$ 75,000$
Fund Balance*, June 30 (108)$ (108)$ (108)$ (108)$ (108)$ (108)$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (108)$ (108)$ (108)$ (108)$ (108)$ (108)$
% of Expenditures -100%0%0%-1%-1%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
Fund Summary
Riverside Drive (2615)
Fund Summary
Towncrest Area (2614)
334
GENERAL REHABILITATION AND IMPROVEMENT PROGRAM
(GRIP) FUND
The General Rehabilitation and Improvement (GRIP) program offers low-interest loans
to income-qualifying individuals (20 year term) for home improvement projects. Homes
must be owner-occupied with enough equity to secure a loan. A similar program was
considered successful in 2001 (TARP – Targeted Area Rehabilitation Program). The
current program was recommended by the Housing and Community Development
Commission and authorized by Council resolution April 29, 2008.
GRIP was initially financed annually with $200,000 of General Obligation bonds. The
program was transferred to the General Fund in fiscal year 2013 and is now being
funded with general property tax revenue. The 2016 budget information for this program
can be found as part of the Community Development division of the Neighborhood and
Development Services department in the General Fund.
335
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 118,058$ -$ -$ -$ -$ -$
Revenues:
Use Of Money And Property
Interest Revenues 24,867$ -$ -$ -$ -$ -$
Other Financial Sources
Loans 128,805 - - - - -
Sub-Total Revenues 153,672 - - - - -
Transfers In
Transfers-In from GO Bonds 82,378 - - - - -
Sub-Total Transfers In 82,378 - - - - -
Total Revenues & Transfers In 236,050$ -$ -$ -$ -$ -$
Expenditures:
GRIP Program 200,436$ -$ -$ -$ -$ -$
Sub-Total Expenditures 200,436 - - - - -
Transfers Out:
To GO Bonds for Abatement 153,672 - - - - -
Sub-Total Transfers Out 153,672 - - - - -
Total Expenditures & Transfers Out 354,108$ -$ -$ -$ -$ -$
Fund Balance*, June 30 -$ -$ -$ -$ -$ -$
Change in Accounting Method - - - - - -
Adjusted Fund Balance*, June 30 - - - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ -$ -$ -$ -$
% of Expenditures 0%0%0%0%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
General Rehab & Improvement Program (GRIP) (2810)
Fund Summary
336
City of Iowa City
Activity: Community Development (610200)Fund: GRIP-Gen Rehab & Improve Prog (2810)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 24,867$ -$ -$ -$ -$ -$
Other Financial Sources
Loans 128,805 - - - - -
Total Revenues 153,672$ -$ -$ -$ -$ -$
Expenditures:
Services 200,436$ -$ -$ -$ -$ -$
Total Expenditures 200,436$ -$ -$ -$ -$ -$
Activity Summary
337
DOWNTOWN SELF-SUPPORTED MUNICIPAL IMPROVEMENT
DISTRICT (SSMID)
In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created
a Self-Supporting Municipal Improvement District as allowed under Iowa property tax
code in downtown Iowa City.
The City levies a property tax of $2.00 per $1,000 of taxable valuable on property that is
within the boundaries of the downtown district. The taxes that are collected are then
remitted to the Iowa City Downtown District (ICDD) which uses the funds to promote and
enhance the downtown district. In addition to the property tax funds, the ICDD receives
annual assistance of $100,000 from the University of Iowa. Below is a map of the
improvement district:
All of the funds received by the City through the SSMID property tax levy are remitted to
the ICDD, therefore the fund does not maintain a fund balance. The actual taxes collected
in fiscal year 2014 were $275,805. The estimated collections in fiscal year 2015 total
$296,141 including the State property tax backfill, and the budgeted collections in fiscal
year 2016 are $294,092 including the State property tax backfill.
338
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 -$ -$ 1,590$ -$ -$ -$
Revenues:
Property Taxes -$ 277,672$ 275,319$ 280,790$ 264,683$ 264,683$
Delinquent Taxes - - 486 - - -
Intergovernmental
Property Tax Credits - - - 15,351 29,409 29,409
Total Revenues -$ 277,672$ 275,805$ 296,141$ 294,092$ 294,092$
Expenditures:
SSMID -$ 277,672$ 277,395$ 296,141$ 294,092$ 294,092$
Total Expenditures -$ 277,672$ 277,395$ 296,141$ 294,092$ 294,092$
Fund Balance*, June 30 -$ -$ -$ -$ -$ -$
Change in Accounting Method - 1,590 - - - -
Adjusted Fund Balance*, June 30 - 1,590 - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ 1,590$ -$ -$ -$ -$
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
SSMID-Downtown District (2820)
Fund Summary
339
City of Iowa City
Activity: Community Development Fund: SSMID-Downtown District (2820)
Division: Neighborhood Services Department: Neighborhood and Development Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Property Taxes -$ 277,672$ 275,319$ 280,790$ 264,683$ 264,683$
Delinquent Taxes - - 486 - - -
Intergovernmental
Property Tax Credits - - - 15,351 29,409 29,409
Total Revenues -$ 277,672$ 275,805$ 296,141$ 294,092$ 294,092$
Expenditures:
Services -$ 277,672$ 277,395$ 296,141$ 294,092$ 294,092$
Total Expenditures -$ 277,672$ 277,395$ 296,141$ 294,092$ 294,092$
Activity Summary
340
DEBT SERVICE
Debt Service Fund
F
Y
2
0
1
6
DEBT SERVICE FUND
This fund accounts for annual principal and interest payments due on general obligation
and taxable urban renewal revenue debt of the City. Funding is provided by the debt
service property tax levy, tax increment financing, transfers from Water Operations, and
loan repayments.
Chapter 384.4 of the Iowa State Code provides legal authority for a city to establish a
debt service fund and certify taxes to be levied in the amount necessary to pay for the
principal and interest on general obligation bonds issued by the city.
The debt service levy for FY2016 is $3.93 per $1,000 in valuation – this is a reduction of
$.20 per $1,000 from the FY2015 levy. Future general obligation bond issues are
estimated at $8.9 million in FY2015, $12.9 million in FY2016 and $11.6 million in
FY2017.
Annual principal and interest payments (not including estimated annual payments for the
2015 proposed bond issue) as of June 30, 2015 are as follows:
Fiscal
Year
Principal Interest Total
2016 10,735,000 1,431,835 12,166,835 54,210,000
2017 10,020,000 1,158,823 11,178,823 43,475,000
2018 8,945,000 908,589 9,853,589 33,455,000
2019 6,485,000 654,854 7,139,854 24,510,000
2020 5,875,000 475,966 6,350,966 18,025,000
2021 4,575,000 314,174 4,889,174 12,150,000
2022 2,975,000 188,875 3,163,875 7,575,000
2023 2,020,000 125,995 2,145,995 4,600,000
2024 1,180,000 79,695 1,259,695 2,580,000
2025 155,000 49,745 204,745 1,400,000
2026 160,000 45,095 205,095 1,245,000
2027 165,000 39,975 204,975 1,085,000
2028 170,000 34,365 204,365 920,000
2029 175,000 28,245 203,245 750,000
2030 185,000 21,770 206,770 575,000
2031 190,000 14,925 204,925 390,000
2032 200,000 7,800 207,800 200,000
Totals at
June 30, 2015 54,210,000 5,580,725 59,790,725
Annual Payments Principal
Outstanding
Beginning of
Fiscal Year
343
City’s Debt Policies
There are currently two benchmarks used by the City of Iowa City to evaluate its
financial position concerning its debt: the 5% statutory debt limit and the internal
restriction on the debt service levy of 30% of the City’s total levy.
Statutory limitations which govern the issuance of debt in Iowa include Article XI Section
3 of the state constitution, entitled “Indebtedness of Political or Municipal Corporations.”
Language in this section restricts the level of indebtedness for Iowa municipalities to five
percent (5%) of “the value of …taxable property within such county or corporation.” This
is commonly referred to as the “debt ceiling or debt limit.”
The graph below compares Iowa City’s outstanding general obligation (G.O.) debt with
the statutory debt limit. Total valuations for Iowa City for FY2016 are approximately
$4.94 billion. The debt limit, or five percent (5%) of this amount, is about $247 million.
Outstanding G.O. debt at June 30, 2016, is estimated to be $64.39 million, which is
26.1% of the debt limit and 1.3% of total valuations. When compared with the increase
in taxable property valuations and the debt limit, Iowa City’s general obligation
outstanding debt has been on a gradual declining trend since FY2011.
344
This City’s internal fiscal policy, which limits its ability to levy taxes for repayment of debt,
specifically states that “debt service levy shall not exceed 30% of the city levy in any one
fiscal year.”
Iowa City's internal fiscal policy was revised in April 2010, upon recommendation of the
Finance Director to specify that the "debt service levy shall not exceed 30% of the City
levy in any one fiscal year." The following chart shows the debt service levy as a
percentage of the city levy rate for FY2008 through FY2017. Fiscal years 2016 & 2017
are based on estimated financing requirements for the City’s five-year capital improvement
program. The City’s debt service property tax levy rate for FY2016 is $3.93 per $1,000 of
value while the City’s total property tax levy rate is $16.655 per $1,000 of value.
The City obtains its General Obligation bond rating from Moody’s Investors Service each
time a new bond is issued. The City’s current bond rating is Aaa. Maintaining the City’s
Aaa bond is a strategic priority for the City.
345
Fund Balance
The estimated ending fund balance in the Debt Service fund for fiscal year 2015 is
$6,175,774. This is a decline of $2,692,279 or 30.36% from the fiscal year 2014 ending fund
balance. The decrease in fund balance is primarily related to refunding bonds that were held
on hand at the end of fiscal year 2014 and were subsequently used in fiscal year 2015 to
refund bonds. Ending fund balance for fiscal year 2016 is estimated to be $7,620,104 which is
an increase of 23.39% from fiscal year 2015. In fiscal year 2013, an adjustment is presented
for the change in budget basis from cash basis to modified accrual basis of accounting. This
change resulted in an upward adjustment of $124,841 in fund balance. This adjustment
primarily relates to taxes and accounts receivable at year-end.
Although, the entire fund balance for the Debt Service fund is restricted debt service
expenditures, an additional restriction is shown for funds that are being held as a reserve for
the 2012D Tax Increment Revenue Bonds. Restricted fund balance is shown as $811,288 for
fiscal year 2016.
346
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 23,311,924$ 10,146,622$ 5,820,298$ 8,868,053$ 6,175,774$ 7,618,489$
Revenues:
Property Taxes 12,992,676$ 12,937,886$ 11,976,629$ 12,753,095$ 12,312,386$ 12,312,386$
Delinquent Property Taxes 316 878 1,125 - - -
Other City Taxes 241,722 227,873 202,795 210,174 199,499 199,499
Use Of Money And Property
Interest Revenues 233,326 125,012 64,998 94,615 45,929 35,929
Intergovernmental
Property Tax Credits - - - 255,652 483,825 483,825
Miscellaneous
Contrib & Donations - 170,143 - - - -
Other Financial Sources
Loan Repayments 39,442 535,150 176,381 183,735 188,411 148,411
Debt Sales - 75,931 2,660,000 - - -
Sub-Total Revenues 13,507,482 14,072,873 15,081,928 13,497,271 13,230,050 13,180,050
Transfers In
Transfers-In 14,149,631 1,101,066 6,515,322 1,125,849 1,420,503 1,412,839
Sub-Total Transfers In 14,149,631 1,101,066 6,515,322 1,125,849 1,420,503 1,412,839
Total Revenues & Transfers In 27,657,113$ 15,173,939$ 21,597,250$ 14,623,120$ 14,650,553$ 14,592,889$
Expenditures:
Financial Services & Charges -$ 6,372$ 545$ -$ -$ -$
Issuance Costs - - 11,962 - - -
GO Bonds Principal 25,525,000 16,770,000 11,200,000 15,399,100 11,385,000 12,069,852
GO Bonds Interest 3,188,981 2,356,124 1,872,314 1,840,964 1,617,503 1,455,363
Revenue Bonds Principal - - - - 130,000 130,000
Revenue Bonds Interest - 38,086 75,335 75,335 75,335 74,035
Sub-Total Expenditures 28,713,981 19,170,582 13,160,156 17,315,399 13,207,838 13,729,250
Transfers Out:
Debt Service Funding 12,108,434 - - - - -
Misc Transfers Out - 454,522 5,389,339 - - -
Sub-Total Transfers Out 12,108,434 454,522 5,389,339 - - -
Total Expenditures & Transfers Out 40,822,415$ 19,625,104$ 18,549,495$ 17,315,399$ 13,207,838$ 13,729,250$
Fund Balance*, June 30 10,146,622$ 5,695,457$ 8,868,053$ 6,175,774$ 7,618,489$ 8,482,128$
Change in Accounting Method - 124,841 - - - -
Adjusted Fund Balance*, June 30 10,146,622 5,820,298 8,868,053 6,175,774 7,618,489 8,482,128
Restricted / Committed /Assigned - 662,510 662,658 662,658 811,288 961,218
Unassigned Balance 10,146,622$ 5,157,788$ 8,205,395$ 5,513,116$ 6,807,201$ 7,520,910$
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Debt Service Fund (5000 - 5999)
Fund Summary
347
FY2016 FY2017
2008A G.O. / Multi-purpose 9,150,000 2018 3,085,000 1,101,931 1,102,281
2008B G.O. Refunding 1998, 1999 &
2000 Capital Loan Notes
17,005,000 2018 4,530,000 1,639,300 1,622,675
2009C G.O. / Multi-purpose 6,685,000 2019 2,900,000 792,000 791,300
2009E G.O. Refunding 2001 G.O.5,840,000 2016 915,000 951,600 -
2010B G.O. / Multi-purpose 7,420,000 2020 3,840,000 813,775 819,275
2011A G.O. Capital Loan Notes 7,925,000 2021 4,785,000 987,044 983,031
2011C G.O. Refunding 2002 G.O.10,930,000 2021 7,385,000 1,374,838 1,378,963
2012A GO 9,070,000 2022 6,565,000 1,018,813 1,016,113
2012 TIF Revenue Bonds 2,655,000 2032 2,655,000 205,335 204,035
2013A G.O. / Multi-purpose 7,230,000 2023 6,505,000 845,875 858,325
2014 GO / Multi-purpose 11,980,000 2024 11,045,000 2,436,325 2,402,825
2015 GO - Proposed 8,900,000 2025 8,900,000 1,041,002 1,041,002
2016 GO - Proposed 12,900,000 2026 - - 1,509,425
2017 GO - Proposed 11,605,000 2027 - - -
Total - General Obligation Debt Service: 63,110,000$ 13,207,837$ 13,729,250$
Issue / Use of Funds
Amount of
Issue
Fiscal
Year Debt
Paid in
Full
Principal
Outstanding
June 30, 2015
Debt Service Payments
General Obligation Bonds/TIF Revenue Bonds
Outstanding Debt Obligation
Summary by Individual Issue
348
Fiscal
Year Principal Interest Total
2016 990,000 111,931 1,101,931 1,101,931 3,085,000 3.500%
2017 1,025,000 77,281 1,102,281 1,102,281 2,095,000 3.625%
2018 1,070,000 40,125 1,110,125 1,110,125 1,070,000 3.750%
Totals 3,085,000 229,338 3,314,338 3,314,338
Bonds due after June 1, 2015 will be subject to call on said date or on any date thereafter
upon terms of par plus accrued interest to date of call
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments
Property Tax
Revenue
2008A General Obligation Bond Issue
Principal payable 6-1 beginning June 1, 2009; Interest payable 12-1 and 6-1 beginning
December 1, 2008.
This series was issued for the purpose of paying costs of the construction, reconstruction,
and repairing of improvements to public ways and streets; the rehabilitation, improvement
and equipping of existing city parks, including facilities, equipment and improvements
commonly found in city parks; equipping of the fire, police and public works departments;
improvements to the Senior Center, including tuck pointing, roof, boiler and chiller repairs;
remodeling of the lower level of City Hall and other miscellaneous improvements to City Hall
including purchase of an emergency generator; equipment for city offices and the
acquisition of art for public buildings and areas; improvements to the Mercer baseball field
and General Rehabilitation and Improvement Program housing improvements.
349
Fiscal
Year Principal Interest Total
2016 1,475,000 164,300 1,639,300 1,639,300 4,530,000 3.500%
2017 1,510,000 112,675 1,622,675 1,622,675 3,055,000 3.625%
2018 1,545,000 57,938 1,602,938 1,602,938 1,545,000 3.750%
Totals 4,530,000 334,913 4,864,913 4,864,913
Notes due after June 1, 2016 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments
Property Tax
Revenue
2008B General Obligation Refunding Bond Issue
Principal payable 6-1, beginning June 1, 2009;
Interest payable 6-1 and 12-1, beginning June 1, 2009.
These notes were issued to provide funds to current refund outstanding General Obligation
Bonds Series 1998, 1999 and 2000 in the amounts of $2.75, $4.75 and $9.58 million,
respectively.
350
Fiscal
Year Principal Interest Total
2016 690,000 102,000 792,000 792,000 2,900,000 3.000%
2017 710,000 81,300 791,300 791,300 2,210,000 3.000%
2018 735,000 60,000 795,000 795,000 1,500,000 4.000%
2019 765,000 30,600 795,600 795,600 765,000 4.000%
Totals 2,900,000 273,900 3,173,900 3,173,900
This bond has a yearly abatement of $20,052, due to an external loan repayment
from GICHF (Greater Iowa City Housing Fellowship, Berry Court)
Bonds due after June 1, 2017 will be subject to call on said date or on any date thereafter
upon terms of par plus accrued interest to date of call
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments
Property Tax
Revenue
2009C General Obligation Bond Issue
Principal payable 6-1 beginning June 1, 2010; Interest payable 12-1 and 6-1 beginning
December 1, 2009.
This series was issued for the purpose of paying costs of the construction, reconstruction,
and repairing of improvements to public ways, sidewalks, overpasses and streets; the
opening, widening, extending, grading and draining of the right-of-way of public grounds and
the removal and replacement of dead or diseased trees thereon; the reconstruction,
extension and improvement of the existing Municipal Airport; the acquisition, installation
and repair of traffic control devices; the rehabilitation, improvement and equipping of
existing city parks, including facilities, equipment and improvements commonly found in city
parks; equipping of the fire department; improvements to the Salt Storage Building; the
renovation, improvement and equipping of recreation grounds, including the Soccer Field
and the napoleon Softball Field; the acquisition of art for public buildings and areas; roof
repair and elevator improvements to a Recreation Center; City hall remodeling;
miscellaneous improvements to city Hall; improvements to Mercer Swimming pool, including
filter system replacement and roof repair to the Senior Center.
351
Fiscal
Year Principal Interest Total
2016 915,000 36,600 951,600 951,600 915,000 4.000%
Totals 915,000 36,600 951,600 951,600
The bonds are NOT subject to early redemption.
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments Property
Tax
Revenue
2009E General Obligation Refunding Bond Issue
Principal payable 6-1, beginning June 1, 2010;
Interest payable 6-1 and 12-1, beginning June 1, 2009.
These notes were issued to provide funds to current refund, on June 8, 2009, $6.06 million
of the outstanding General Obligation Bonds, Series 2001.
352
Fiscal
Year Principal Interest Total
2016 725,000 88,775 813,775 813,775 3,840,000 2.000%
2017 745,000 74,275 819,275 819,275 3,115,000 2.000%
2018 765,000 59,375 824,375 824,375 2,370,000 2.250%
2019 790,000 42,163 832,163 832,163 1,605,000 2.500%
2020 815,000 22,413 837,413 837,413 815,000 2.750%
Totals 3,840,000 287,000 4,127,000 4,127,000
Notes due after June 1, 2018 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments Property
Tax
Revenue
2010B General Obligation Bond Issue
Principal payable 6-1, beginning June 1, 2011;
Interest payable 6-1 and 12-1, beginning December 1, 2010.
This series was issued for the purpose of paying costs of the construction, reconstruction,
and repairing of improvements to public ways, sidewalks, overpasses and streets; the
opening, widening, extending, grading and draining of the right-of-way of public grounds
and the removal and replacement of dead or diseased trees thereon; the reconstruction,
extension and improvement of the existing Municipal Airport; the acquisition, installation
and repair of traffic control devices; the rehabilitation, improvement and equipping of
existing city parks, including facilities, equipment and improvements commonly found in
city parks and equipping of the fire, police and civil defense department and the
acquisition and improvement of real estate for cemeteries, and the construction,
reconstruction and repair of receiving vaults, mausoleums and other cemetery facilities;
construction, reconstruction and improvement of Fire Station #4; construction of a new
public works fuel facility; and renovation, improvement and equipping of recreation
grounds, including soccer field renovation; elevator improvements to a recreation center;
construction of a city owned evidence storage facility and miscellaneous improvements to
City Hall and other departments.
353
Fiscal
Year Principal Interest Total
2016 845,000 142,044 987,044 987,044 4,785,000 2.250%
2017 860,000 123,031 983,031 983,031 3,940,000 2.500%
2018 885,000 101,531 986,531 986,531 3,080,000 3.000%
2019 910,000 74,981 984,981 984,981 2,195,000 3.250%
2020 940,000 45,406 985,406 985,406 1,285,000 3.500%
2021 345,000 12,506 357,506 357,506 345,000 3.625%
Totals 4,785,000 499,500 5,284,500 5,284,500
Notes due after June 1, 2017 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments Property
Tax
Revenue
2011A General Obligation Bond Issue
Principal payable 6-1, beginning June 1, 2012;
Interest payable 6-1 and 12-1, beginning December 1, 2011.
This series was issued for the purpose of paying costs of the construction, reconstruction,
and repairing of improvements to public ways, sidewalks, overpasses, pedestrian
underpasses and overpasses, bridges and streets; the opening, widening, extending,
grading and draining of the right-of-way of streets, highways, avenues and public grounds
and the removal and replacement of dead or diseased trees thereon; the construction,
reconstruction, improvement and equipping of recreation grounds and buildings, including
the construction of a marina and shelter area and elevator and entrance improvements to a
recreation center, and of City Hall, including miscellaneous improvements to City Hall and
other departments; the reconstruction, extension and improvement of the existing Municipal
Airport; the acquisition, installation and repair of traffic control devices; the rehabilitation,
improvement and equipping of existing city parks, including facilities, equipment and
improvements commonly found in city parks; and the equipping of the fire department.
354
Fiscal
Year Principal Interest Total
2016 1,150,000 224,838 1,374,838 1,374,838 7,385,000 2.250%
2017 1,180,000 198,963 1,378,963 1,378,963 6,235,000 2.500%
2018 1,205,000 169,463 1,374,463 1,374,463 5,055,000 3.000%
2019 1,240,000 133,313 1,373,313 1,373,313 3,850,000 3.250%
2020 1,280,000 93,013 1,373,013 1,373,013 2,610,000 3.500%
2021 1,330,000 48,213 1,378,213 1,378,213 1,330,000 3.625%
Totals 7,385,000 867,800 8,252,800 8,252,800
This bond has an estimated annual abatement of $100,000 from Library rental income
Notes due after June 1, 2017 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments Property
Tax
Revenue
2011C General Obligation Refunding Bond Issue
Principal payable 6-1, beginning June 1, 2012;
Interest payable 6-1 and 12-1, beginning December 1, 2011.
These notes were issued in advance of a refunding to take place on June 1, 2012, $10.58
million of the outstanding General Obligation Bonds, Series 2002 dated May 1, 2002.
355
Fiscal
Year Principal Interest Total
2016 885,000 133,813 1,018,813 958,156 60,657 6,565,000 2.00%
2017 900,000 116,113 1,016,113 955,616 60,496 5,680,000 2.00%
2018 915,000 98,113 1,013,113 952,795 60,318 4,780,000 2.00%
2019 930,000 79,813 1,009,813 949,691 60,121 3,865,000 2.00%
2020 955,000 61,213 1,016,213 955,710 60,502 2,935,000 2.00%
2021 975,000 42,113 1,017,113 956,557 60,556 1,980,000 2.00%
2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225%
Totals 6,565,000 553,788 7,118,788 6,694,957 423,831
Notes due after June 1, 2018 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments Property
Tax
Revenue
Tax
Increment
Financing
2012A General Obligation Bond Issue
Principal payable 6-1, beginning June 1, 2013;
Interest payable 6-1 and 12-1, beginning December 1, 2012
This series was issued to pay the cost of construction, reconstruction, and repair of public ways,
sidewalks, bridges, culverts, retaining walls, overpasses, and pedestrian underpasses and overpasses;
the opening, widening, extending, grading and draining of the right-of-way of public grounds and the
removal and replacement of dead or diseased trees thereon; the reconstruction, extension and
improvement of the existing Municipal Airport; the acquisition, construction, improvement and
installation of street lighting fixtures, connections, and facilities; the acquisition, installation and repair
of traffic control devices; the acquisition, construction, reconstruction, extension, improvement, and
equipping of works and facilities useful for the collection and disposal of surface waters and streams;
the improvement, reconstruction and repair of cemetery facilities; the rehabilitation, improvement and
equipping of existing city parks; the acquisition, construction, reconstruction, and improvement of all
waterways useful for the protection or reclamation of property situated within the corporate limits of the
city from floods or high waters, and for the protection of property in the city from the effects of flood
waters, including the construction of levees, embankments, structures, impounding reservoirs, or
conduits, as well as the development and beautification of the banks and other area adjacent to flood
control improvements; the construction, reconstruction, enlargement, improvement and equipping of
City Hall, police stations, and fire stations; the construction, reconstruction, improvement and equipping
of city facilities, including the construction of an animal shelter.
356
Fiscal
Year Principal Interest Total
2016 130,000 75,335 205,335 205,335 2,655,000 1.000%
2017 130,000 74,035 204,035 204,035 2,525,000 1.300%
2018 135,000 72,345 207,345 207,345 2,395,000 1.600%
2019 135,000 70,185 205,185 205,185 2,260,000 2.000%
2020 140,000 67,485 207,485 207,485 2,125,000 2.100%
2021 140,000 64,545 204,545 204,545 1,985,000 2.300%
2022 145,000 61,325 206,325 206,325 1,845,000 2.400%
2023 150,000 57,845 207,845 207,845 1,700,000 2.600%
2024 150,000 53,945 203,945 203,945 1,550,000 2.800%
2025 155,000 49,745 204,745 204,745 1,400,000 3.000%
2026 160,000 45,095 205,095 205,095 1,245,000 3.200%
2027 165,000 39,975 204,975 204,975 1,085,000 3.400%
2028 170,000 34,365 204,365 204,365 920,000 3.600%
2029 175,000 28,245 203,245 203,245 750,000 3.700%
2030 185,000 21,770 206,770 206,770 575,000 3.700%
2031 190,000 14,925 204,925 204,925 390,000 3.750%
2032 200,000 7,800 207,800 207,800 200,000 3.900%
Totals 2,655,000 838,965 3,493,965 3,493,965
Bonds maturing after June 1, 2021 are subject to call on said date or any date thereafter
Upon terms of par plus accrued interest to date of call
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments Tax
Increment
Financing
2012D Taxable Urban Renewal Revenue Bonds
Principal payable 6-1, beginning June 1, 2016;
Interest payable 6-1 and 12-1, beginning June 1, 2013. This bond were issued to provide funds to pay costs of aiding in the planning, undertaking and carrying out of an urban renewal project, including one or more grants to Central Park, L.L.C. (the "Developer") totaling $2.5 million.
357
Fiscal
Year Principal Interest Total
2016 755,000 90,875 845,875 697,876 147,999 6,505,000 1.00%
2017 775,000 83,325 858,325 708,148 150,177 5,750,000 1.00%
2018 790,000 75,575 865,575 714,129 151,446 4,975,000 1.00%
2019 805,000 67,675 872,675 719,987 152,688 4,185,000 1.25%
2020 820,000 57,613 877,613 724,061 153,552 3,380,000 1.45%
2021 835,000 45,723 880,723 726,627 154,096 2,560,000 1.60%
2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75%
2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00%
Totals 6,505,000 470,548 6,975,548 5,755,068 1,220,480
Notes due after June 1, 2019 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments Property
Tax
Revenue
Tax
Increment
Financing
2013A General Obligation Bond Issue
Principal payable 6-1, beginning June 1, 2014;
Interest payable 6-1 and 12-1, beginning December 1, 2013
This bond proceeds will be used to pay costs of the opening, widening, extending, grading, and draining
of the right-of-way of streets, highways, avenues, public grounds, and market places; the construction,
reconstruction, and repairing of street improvements; the acquisition, installation, and repair of traffic
control devices; and the acquisition of any real estate needed for the foregoing purposes; the
acquisition, construction, improvement, and installation of street lighting fixtures, connections, and
facilities; the construction, reconstruction, and repair of sidewalks and pedestrian underpasses and
overpasses, and the acquisition of real estate needed for such purposes; the acquisition, construction,
reconstruction, and improvement of real and personal property, useful for the protection or reclamation
of property situated within the corporate limits of cities from floods or high waters, and for the protection
of property in cities from the effects of flood waters, as well as the development and beautification of the
banks, streets, and other areas adjacent to flood control improvements; the rehabilitation and
improvement of parks already owned, including facilities, equipment, and improvements commonly
found in city parks; the acquisition, construction, reconstruction, enlargement, improvement, and
equipping of recreation grounds, recreation buildings, juvenile playgrounds, recreation centers, parks
and the acquisition of real estate therefor; the acquisition, construction, reconstruction, enlargement,
improvement, and equipping of public buildings, including but not limited to city hall, fire station #3, and
the library, and the acquisition of any real estate necessary therefor; and any other purpose which is
necessary for the operation of the city or the health and welfare of its citizens, including engineering and
planning for flood prevention.
358
Fiscal
Year Principal Interest Total
2016 2,175,000 261,325 2,436,325 1,791,710 337,815 306,800 11,045,000 2.00%
2017 2,185,000 217,825 2,402,825 1,768,017 333,908 300,900 8,870,000 2.00%
2018 900,000 174,125 1,074,125 741,054 333,071 - 6,685,000 2.00%
2019 910,000 156,125 1,066,125 735,535 330,590 - 5,785,000 3.00%
2020 925,000 128,825 1,053,825 727,049 326,776 - 4,875,000 3.00%
2021 950,000 101,075 1,051,075 725,152 325,923 - 3,950,000 3.00%
2022 970,000 72,575 1,042,575 719,287 323,288 - 3,000,000 2.25%
2023 1,000,000 50,750 1,050,750 724,927 325,823 - 2,030,000 2.50%
2024 1,030,000 25,750 1,055,750 728,377 327,373 - 1,030,000 2.50%
Totals 11,045,000 1,188,375 12,233,375 8,661,107 2,964,568 607,700
Notes due after June 1, 2020 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments Property
Tax
Revenue
Tax
Increment
Financing
Water
Revenue
2014 General Obligation Bond Issue
Principal payable 6-1, beginning June 1, 2015;
Interest payable 6-1 and 12-1, beginning December 1, 2014
This bond proceeds will be used to pay costs of aiding in the planning, undertaking and carrying out of
urban renewal projects, including sidewalk, sanitary sewer, water main, traffic controls, storm sewer
improvements and streetscaping improvements; the acquisition, construction, reconstruction,
enlargement, improvements, and repair of bridges, culvert, retaining walls, viaducts, underpasses, grade
crossing separations, and approaches thereto; the opening widening extending, grading, and draining of
the right-of-way of streets, highways, avenues, alleys and public grounds; the construction, reconstruction,
and repairing of any street improvements; the acquisition, installation, and repair of sidewalks, storm
sewer, water mains and traffic control devices; and the acquisition of any real estate needed for any of the
foregoing purposes; the rehabilitation and improvement of parks already owned, including the removal,
replacement and planting of trees in the parks, and facilities, equipment, and improvements commonly
found in city parks; the equipping of the fire department; the acquisition, construction, reconstruction, and
improvement of real and personal property, useful for the protection or reclamation of property situated
within the corporate limits of cities from floods or high waters, and for the protection of property in cities
from the effects of flood waters, including the development and beautification of the banks and other areas
adjacent to flood control improvements; the remediation, restoration and improvement of property that has
been damaged by the disaster as defined in section 29C.2 and that is located in an area that the governor
has proclaimed a disaster emergency or the president of the United States has declared a major disaster;
the construction, reconstruction, enlargement, improvement, furnishing and equipping of the City Hall; the
construction, reconstruction, enlargement, improvement, furnishing and equipping of the Library; any other
purpose which is necessary for the operation of the City of the health and welfare of its citizens, including
plans for the public works facility and parks; engineering and planning for flood prevention and the
purchase of downtown rental properties and improvement of said properties for return to single family
residence. In addition, the Bonds are being issued to provide funds to current refund, on July 1, 2014,
$684,000 of the outstanding General Obligation Refunding Capital Loan Notes, Series 2006C (the “Series
2006C Notes”) dated September 15, 2006 and $2,050,000 of the outstanding General Obligation Bonds,
Series 2007A (the “Series 2007A Bonds”) dated May 31, 2007.
359
360
ENTERPRISE FUND
ACTIVITIES
Parking
Transit
Wastewater
Water
Refuse Collection
Landfill
Airport
Stormwater Management
Cable Television
Housing Authority
F
Y
2
0
1
6
PARKING FUND
The Parking Fund accounts for the activities of the City’s parking operations. The parking
enterprise fund is a fully self-sustaining business-like activity. Revenues are primarily derived
from parking meter revenue, parking ramp revenue, and parking fines.
In fiscal year 2014, the Parking operations implemented a new parking revenue structure. The
new structure includes an increase in on-street parking rates and parking fines, but institutes a
new “first-hour-free” program in the parking garages. The structure of this program is intended
to raise the usage rate of the City’s parking garages and has been endorsed by the Iowa City
Downtown District (ICDD). The effect will be to lower parking ramp revenue, but raise parking
meter and parking fine revenue.
The Parking fund’s unassigned fund balance on June 30, 2014 was $4.95 million, a 3.9%
increase from the FY13. In FY13, an accounting adjustment was also recorded for the change
in accounting basis from cash to modified accrual. This resulted in a decrease to fund balance
of $172,945. The decrease was primarily due to accounts and contracts payable. FY15 year-
end unassigned fund balance is estimated to drop 45.9% from $4.95 million to $2.68 million.
This decrease is due to the early defeasance of the 2009 parking revenue bonds. Using
parking cash balances and a $2.5 million loan from the Landfill Fund, the 2009 parking revenue
bonds were defeased by placing approximately $7.3 million with a trustee. In FY16, the
unassigned fund balance is estimated to increase 43.6% to $3.8 million. This is primarily due to
the reduction of debt service expenditures.
(1) FY15 and FY16 figures are estimates; FY12 is cash basis
Estimated restricted fund balance at June 30, 2016 is $385,583. This restricted fund balance
represents funds held in accordance with the parking impact fee ordinance. Prior year restricted
fund balances included funds that were held in accordance with revenue bond provisions that
were eliminated when the 2009 revenue bonds were defeased.
363
A parking facility impact fee, which deals with off-street parking requirements, is required for
residential development in most of the Near Southside Neighborhood. The Near Southside is
bound by Burlington Street to the north, Madison Street to the west, Gilbert Street to the east,
and the Iowa Interstate Railway main-line to the south. The revenues from the impact fee are
used by the City to provide parking facilities in the Near Southside. A formula is used to
determine the amount of required off-street parking and the amount of required parking impact
fee. The Department of Neighborhood & Development Services collects the fee, which may be
paid in three installments, with the first installment due before the certificate of occupancy is
issued.
During fiscal year 2012, the Parking Facility and Enforcement Automation capital project began.
The project involved the automation of operations in the parking decks and the upgrade of
parking meters on street to a smart meter system. Additional pay on foot and pay in lane
equipment was placed in Capitol St., Dubuque St., and Tower Place facilities. The on-street
parking meters were upgraded to allow credit card payment and pay by cell options. This has
created the ability to push real-time parking data to customers related to parking availability on
street. This also allows for better access and more convenient payment options for our
customers while enhancing operational efficiencies. The total project cost was approximately
$2.2 million and was funded entirely from parking revenues. The Parking fund transferred $1.4
million towards this project in fiscal years 2012 and 2013 and $753,903 in FY14 and FY15. This
project was completed in FY15, and the impact on the operating budget is still being
determined.
Revenue:
FY16 revenue is estimated to increase 3.1% when compared to FY15 estimated revenue. This
increase is anticipated due to the change in the parking rate structure. Parking service charges
are approximately 95% of fund revenues and parking fines are about 3.7%. Parking fine
revenues have decreased due to the waiver of first violations for drivers that was instituted with
the new revenue structure.
364
Expenditures:
FY16 budgeted expenditures represent a 5.3% decrease from FY15 estimated expenditures not
including debt service. Decreases include lower capital outlay expenditures and lower
personnel expenditures. Personnel costs have been reduced due to the automation systems at
the parking ramps. Debt service expenditures were eliminated in the FY16 budget as a result of
the 2009 bond defeasance.
The Parking Fund is budgeting $670,000 for transfers to the capital project funds for parking
facility restoration and to install automation systems at the Chauncey Swan parking facility.
365
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 7,415,899$ 6,747,310$ 6,428,562$ 6,867,952$ 3,062,395$ 4,229,819$
Revenues:
Use Of Money And Property
Interest Revenues 39,247$ 47,422$ 44,062$ 47,422$ 27,765$ 27,765$
Rents 26,555 21,790 - - - -
Parking Meter Revenue 790,574 789,191 - - - -
Parking Lot Revenue 191,355 212,500 - - - -
Parking Ramp Revenue 3,295,964 3,466,776 - - - -
Misc Parking Revenue 162,415 132,547 - - - -
Charges For Fees And Services
Refuse Charges 1,698 43 - - - -
Parking Charges - - 5,096,819 4,608,236 5,076,208 5,296,208
Miscellaneous
Parking Fines 274,181 253,183 197,578 475,000 197,578 197,578
Other Misc Revenue 69,951 35,707 26,146 36,969 27,325 27,325
Sub-Total Revenues 4,851,940 4,959,159 5,364,605 5,167,627 5,328,876 5,548,876
Transfers In:
Transfer In - Interfund Loan from Landfill Res - - - 2,495,350 - -
Transfer In - Tax Increment Financing - - 18,850 - - -
1) Bond Ordinance Transfer 846,700 844,150 840,350 3,943,875 - -
Sub-Total Transfers In 846,700 844,150 859,200 6,439,225 - -
Total Revenues & Transfers In 5,698,640$ 5,803,309$ 6,223,805$ 11,606,852$ 5,328,876$ 5,548,876$
Expenditures:
Parking Administration 1,001,218$ 946,746$ 1,082,938$ 1,175,094$ 1,140,019$ 1,167,346$
On Street Operations 739,645 786,887 741,712 912,967 925,984 950,977
Parking Lot Operations 3,750 2,738 - - - -
Parking Ramp Operations 1,349,822 1,194,908 1,095,959 1,366,526 1,204,012 1,323,506
Parking Debt Service 839,200 838,975 838,300 7,973,550 - 1,120,375
Sub-Total Expenditures 3,933,635 3,770,254 3,758,909 11,428,137 3,270,015 4,562,204
Transfers Out:
Capital Improvement Projects 1,298,938 827,266 1,185,156 (103,775) 670,000 400,000
1) Debt Service Transfers 846,700 844,150 840,350 3,943,875 - -
Interfund Loan Repayment to Landfill 287,956 507,442 - 144,172 221,437 228,357
Sub-Total Transfers Out 2,433,594 2,178,858 2,025,506 3,984,272 891,437 628,357
Total Expenditures & Transfers Out 6,367,229$ 5,949,112$ 5,784,415$ 15,412,410$ 4,161,452$ 5,190,561$
Fund Balance*, June 30 6,747,310$ 6,601,507$ 6,867,952$ 3,062,395$ 4,229,819$ 4,588,134$
Change in Accounting Method - (172,945) - - - -
Adjusted Fund Balance*, June 30 6,747,310 6,428,562 6,867,952 3,062,395 4,229,819 4,588,134
Restricted / Committed /Assigned 1,527,100 1,666,646 1,919,908 385,583 385,583 -
Unassigned Balance 5,220,210$ 4,761,916$ 4,948,044$ 2,676,812$ 3,844,236$ 4,588,134$
% of Expenditures 82%80%86%17%92%88%
1) Same Fund Transfers required by bond covenants
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Parking (7100 - 7102)
Fund Summary
366
PARKING OPERATIONS
The Parking Division of the Transportation Services Department is a self-supporting enterprise
fund responsible for providing safe and convenient parking options in downtown Iowa City.
The division oversees the operation of four ramps, five surface lots, and on-street (metered)
parking. Parking Services enforces parking regulation in the central business district, while the
Police Department enforces parking regulations in residential areas. The division’s budget is
organized into five activities:
Parking Administration
Parking Administration personnel consists of 3 Operations Supervisors and half of the
Transportation Services Director and Associate Director positions. Administration
oversees the operation of:
On-Street Operations
Short-term meters (1-2 hours) are concentrated in the core of the downtown. These
meters are intended for shopper's use.
Parking Lot Operations
North Area
Schumann Lot (near
Market & Dubuque)
Market Street Lot
(near Gilpin's Paint)
Central Area
Recreation Center Lot
Burlington Street Lot
(near Mill Restaurant)
South Area
Maiden Lane Parking
Lot (west of Gilbert
Street)
Parking Ramp Operations
Cashiered Garages:
Dubuque Street Garage (220 S. Dubuque Street) One block south of the Public
Library
Capitol Street Garage (Burlington & Capitol Street) Adjoins Old Capitol Town Center
Unattended Garages:
Chauncey Swan Garage (Washington Street across from City Hall)
Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed-use
commercial/parking facility
Court Street Transportation Center (Dubuque and Court Street) mixed-use
commercial/parking facility. Managed by the Transit Division.
Parking Debt Service
Parking debt service consists of principal and interest payments on parking revenue
bonds, which are repaid with parking revenue.
367
HIGHLIGHTS
Continued trend of automating parking operational processes
Implemented plan that fully automated the Tower Place Parking Facility
Implemented license plate recognition system
Started design work on Harrison Street parking facility
Completed first year of “First Hour Free” resulting in over 1 million hours of free parking
Operated first full year with smart meters
Recent Accomplishments:
Initialized ParkMe mobile application
that provides real-time parking
occupancy data for gated facilities
Reviewing applications to offer mobile
payment options
Contributed ”Parking Perks” to ICDD
Friends of Downtown
Upcoming Challenges:
Several major downtown development
projects are pending that could impact
our operations, which include U. of I.
School of Music and Art Museum.
Major parking facility restoration project
spread over the next several years
Addressing needs of bicycle users that
travel in downtown Iowa City
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 29.25 26.25 23.13
Staffing Level Change Summary:
Three cashiers in the parking ramp activities were eliminated in the fiscal year 2016
budget. These positions were eliminated due to the automation of the parking ramp
facilities. In addition, a full-time Operations Supervisor position was eliminated and
replaced with a three-quarter time Operations Specialist position for the same reason.
This position is split fifty percent with the Mass Transit operations.
Service Level Change Summary:
There are no major service level changes budgeted for the Parking operations in the
fiscal year 2016 budget.
Financial Highlights:
There are two parking capital projects budgeted for 2016 including the automation of the
Chauncey-Swan parking garage for $270,000 and the restoration and repair of the
parking ramp facilities for $400,000. In addition, the Parking Operations has no revenue
bond payments in fiscal year 2016 and only an inter-fund loan payment to make to the
Landfill fund for $221,437.
368
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Strong Urban Core
Department Goal: Provide convenient parking options
Department Objective: Increase transient hours parked in downtown on-street and
off- street spaces 3%
Performance Measures:
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Increase convenience and access for parking customers
Department Objective: Increase credit card usage as a payment mechanism to
75% by the end of FY2015
Performance Measures:
Credit Card Usage – Access Controlled Facilities
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Target
Transient Hours Parked 4,215,164 4,337,326 4,453,418 4,762,105 4,587,021
% Change 0.3% 2.9% 2.7% 6.9% 3.0%
FY 2011 FY 2012 FY 2013 FY 2014
42% 43% 53% 62%
369
City of Iowa City
Activity: Parking Administration (810110)Fund: Parking (7100)
Division: Parking (810100)Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 39,247$ 47,422$ 44,062$ 47,422$ 27,765$ 27,765$
Miscellaneous
Parking Fines 274,181 253,183 197,578 475,000 197,578 197,578
Other Misc Revenue 2 (849) 2,044 1,500 - -
Total Revenues 313,430$ 299,756$ 243,684$ 523,922$ 225,343$ 225,343$
Expenditures:
Personnel 358,184$ 371,104$ 413,930$ 445,017$ 452,639$ 466,218$
Services 639,203 573,436 665,724 730,077 687,380 701,128
Supplies 2,130 2,206 3,284 - - -
Capital Outlay 1,701 - - - - -
Total Expenditures 1,001,218$ 946,746$ 1,082,938$ 1,175,094$ 1,140,019$ 1,167,346$
Personnel Services - FTE 2012 2013 2014 2015 2016
Assoc Dir -Trans Service 0.50 0.50 0.50 0.50 0.50
Operations Supv - Trans Serv 2.50 3.00 3.00 3.00 2.50
Operations Specialist - Transp. Serv.- - - - 0.38
Parking Clerk 1.00 - - - -
Transportation Svc Director 0.50 0.50 0.50 0.50 0.50
Total Personnel 4.50 4.00 4.00 4.00 3.88
Activity Summary
370
City of Iowa City
Activity: On Street Operations (810120)Fund: Parking (7100)
Division: Parking (810100)Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Parking Meter Rev 790,574$ 789,191$ -$ -$ -$ -$
Parking Lot Revenue 177,495 197,380 - - - -
Misc Parking Revenue 38,385 48,075 - - - -
Charges For Fees And Services
Parking Charges - - 1,583,111 1,552,236 1,623,230 1,623,230
Miscellaneous
Other Misc Revenue (166) 594 1,067 - - -
Total Revenues 1,006,288$ 1,035,240$ 1,584,178$ 1,552,236$ 1,623,230$ 1,623,230$
Expenditures:
Personnel 577,631$ 612,512$ 493,594$ 596,667$ 647,358$ 666,779$
Services 149,310 152,103 215,124 231,592 269,721 275,115
Supplies 12,704 20,932 20,520 20,208 8,905 9,083
Capital Outlay - 1,340 12,474 64,500 - -
Total Expenditures 739,645$ 786,887$ 741,712$ 912,967$ 925,984$ 950,977$
Personnel Services - FTE 2012 2013 2014 2015 2016
Cashier - Parking 0.75 - - - -
Customer Service Rep - Pkg 1.00 1.00 1.50 1.50 1.50
Electronics Technician - Transp. Serv.- - - 1.00 1.00
MW II - Transportation Serv. 3.00 3.00 3.00 2.00 2.00
Parking Enforcement Attendant 6.50 5.00 5.00 5.00 5.00
Total Personnel 11.25 9.00 9.50 9.50 9.50
Capital Outlay 2015 2016
Bike racks - replacement/expansion 10,000$ -$
Bike sharing program with U of I 10,500 -
Electric Vehicle Charging Stations 44,000 -
Total Capital Outlay 64,500$ -$
Activity: Parking Lot Operations (810130)Fund: Parking (7100)
Division: Parking (810100)Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Parking Lot Revenue 13,860$ 15,120$ -$ -$ -$ -$
Total Revenues 13,860$ 15,120$ -$ -$ -$ -$
Expenditures:
Services 3,750$ 2,738$ -$ -$ -$ -$
Total Expenditures 3,750$ 2,738$ -$ -$ -$ -$
Activity Summary
Activity Summary
371
City of Iowa City
Activity: Parking Ramp Operations (810140)Fund: Parking (7100)
Division: Parking (810100)Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents 26,555$ 21,790$ -$ -$ -$ -$
Parking Ramp Revenue 3,295,964 3,466,776 - - - -
Charges For Fees And Services
Refuse Charges 1,698 43 - - - -
Parking Charges - - 3,429,236 3,056,000 3,452,978 3,672,978
Miscellaneous
Other Misc Revenue 70,115 35,962 23,035 35,469 27,325 27,325
Total Revenues 3,394,332$ 3,524,571$ 3,452,271$ 3,091,469$ 3,480,303$ 3,700,303$
Expenditures:
Personnel 841,733$ 713,089$ 638,129$ 762,049$ 608,352$ 626,603$
Services 419,744 434,189 416,636 568,683 567,948 668,637
Supplies 65,810 38,455 37,649 35,794 27,712 28,266
Capital Outlay 22,535 9,175 3,545 - - -
Total Expenditures 1,349,822$ 1,194,908$ 1,095,959$ 1,366,526$ 1,204,012$ 1,323,506$
Personnel Services - FTE 2012 2013 2014 2015 2016
Cashier - Parking 11.50 11.25 9.75 9.75 6.75
M.W. I - Parking Systems 4.00 4.00 2.50 2.50 2.50
M.W. I - Transit - 0.50 - - -
M.W. II - Parking Syst (Night) 1.00 - - - -
Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50
Total Personnel 17.00 16.25 12.75 12.75 9.75
Activity Summary
372
City of Iowa City
Activity: Parking Debt Service (810180)Fund: Parking (7101)
Division: Parking (810100)Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Misc Parking Revenue/Charges
Parking Impact Fees 124,030$ 84,472$ 84,472$ -$ -$ -$
Transfers In:
Transfer In - Interfund Loan fr Landfill Res - - - 2,495,350 - -
Bond Ordinance Transfer
(From Parking Unrestricted to
Restricted for Debt Service)846,700 844,150 840,350 3,943,875 - -
Total Revenues & Transfers In 970,730$ 928,622$ 924,822$ 6,439,225$ -$ -$
Expenditures:
Services -$ -$ -$ -$ -$ -$
Lease-purchase Payments - - - - - 1,120,375
Revenue Bonds Principal
& Interest Payments 839,200 838,975 838,300 7,973,550 - -
Transfers Out:
To Landfill - Repay for S Side Parking
Land Acquisition.124,030 - - - - -
Total Expenditures & Transfers Out 963,230$ 838,975$ 838,300$ 7,973,550$ -$ 1,120,375$
Activity Summary
373
TRANSIT FUND
The Transit fund accounts for the operations of the City’s public transportation operations. The
Transit enterprise fund utilizes user fees, property taxes, and State and Federal funding to
provide transportation services throughout the City including para-transit services. These
activities were transferred from the General fund to the enterprise fund in fiscal year 2013.
With the FY13 budget, Transit operations were transitioned to an enterprise fund. Fund balance
and other trends will continue develop. In fiscal year 2012, the transit operations were within
the General Fund. An adjustment to fund balance was also made in FY13 for the change in
accounting method from cash basis to accrual basis. This resulted in a downward adjustment of
$456,213 in fund balance. This decrease was a result of accounts and contracts payable at
year-end. In FY15, total fund balance grew by 7.1% or $282,696 over FY14 as operating
revenues exceed operating expenditures. The FY16 projected fund balance is estimated as
8.4% or $358,079 higher than FY15.
(1) FY15 and FY16 figures are estimates
The Transit Fund has assigned fund balance for bus replacement reserves. For FY16, the
assigned fund balance is estimated at $1,336,718. Funds are transferred from the Transit
operations to the bus replacement reserve at 20% of depreciation expense. Bus grants typically
cover about 80% of the cost of replacement, and the bus replacement reserves is expected to
cover the remaining 20%. Bus replacements are scheduled in FY15 and FY17.
An inter-fund loan was made in fiscal year 2006 from the Landfill fund to the Transit operations
for the construction of a day care center at the Court Street Transportation Facility. The loan
was a 10 year loan for 513,181. A loan payment transfer is budgeted in FY16 for $29,651 to the
Landfill fund which is the final loan payment. The loan will be fully repaid in fiscal year 2016.
374
Revenue:
The Transit fund is funded through several revenue sources:
Federal Operating Assistance: Based on an MPOJC formula, these funds
are distributed annually between Cambus, Coralville Transit, and Iowa City
Transit. State Operating Assistance: Job Access and Reverse Commute
Program (JARC), is a Federally-funded, application-based grant program,
with annual allocations. This is 34.2% of FY16 budgeted revenue.
Transit Property Tax Levy: Iowa State Code chapter 384.12.10 provides the
legal authority for municipalities to levy additional taxes, including “a tax for
the operation and maintenance of a municipal transit system…” Iowa City
transit property tax levy is $.95 per thousand of valuation. These property tax
funds are collected in the General fund and transferred to the Transit fund.
Fares: Fares amount to 32.9% of the Transit fund revenue. Fare increases
were last implemented during fiscal year 2013.
Court Street Transportation Parking and Rent Revenues: These revenues
include all hourly ($1.00 per hour after the first hour) and permit ($80 per
month) parking as well as rent from the commercial properties.
Other Revenue: In addition to fare increases, the Transit fund receives
revenue from advertising and other miscellaneous sources.
FY16 revenue is projected to decrease from the FY15 revised revenue estimates by 3.3%.
This decrease is directly related to the bus grants to be received in FY15. 49% of the
Transit Fund’s revenue comes from intergovernmental funding in FY16.
The Transit Property Tax Levy estimated at $3.11 million will be transferred into the Transit
fund from the General fund in FY16. Combined with the funding from other governments,
approximately $5.15 million of the $7.45 million in revenues and transfers in or 69.1% is
from sources of revenue that are not generated by the transit operations. This is a slight
decrease from last year’s budget of 70.7% due to an increase in transit fare collections.
375
Expenditures:
FY16 budgeted expenditures represent a 0.7% decrease from the FY15 revised expenditure
budget. The primary difference is a decrease in capital outlay expenditures for bus
replacements. This was partially offset by an increase in contributions to Johnson County
for the SEATS program from $1.1 million to $1.4 million. Over half of the Transit Fund’s
expenditures are for personnel expenditures.
The FY16 budget includes a $50,000 capital project transfer for new and replacement bus
shelters.
376
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 -$ -$ 3,859,793$ 3,965,749$ 4,248,445$ 4,606,524$
Revenues:
Use Of Money And Property
Interest Revenues -$ 11,353$ 6,952$ 11,353$ 2,521$ 2,521$
Rents - 124,530 128,739 124,530 128,739 128,739
Parking Ramp Revenue - 652,919 - - - -
Intergovernmental
Fed Intergovnt Rev - 1,043,854 1,400,381 1,400,144 1,440,000 1,440,000
Other State Grants - 644,416 975,113 865,741 565,742 3,286,702
Local 28E Agreements - 120,413 37,803 32,844 35,522 35,522
Charges For Fees And Services
Transit Fees - 1,292,339 1,384,792 1,290,908 1,384,791 1,412,487
Misc Charges For Svc - 3,016 410 3,000 410 410
Refuse Charges - 1,541 1,738 1,541 1,738 1,738
Parking Charges - - 631,383 618,141 645,578 658,490
Miscellaneous
Printed Materials - - 60 - - -
Misc Merchandise - 1,361 376 1,361 376 376
Other Misc Revenue - 736 14,100 - 1,251 1,251
Other Financial Sources
Sale Of Assets - - 8,890 - - -
Sub-Total Revenues - 3,896,478 4,590,737 4,349,563 4,206,668 6,968,235
Transfers In:
Transfers In - General Fund - 4,027,141 - - - -
Transfer In - Transit Property Tax Levy - 2,754,939 2,858,163 2,971,842 3,110,548 3,110,548
Transfer In - Operations to Bus Reserve - 1,892,475 (614,007) 136,000 136,000 136,000
Sub-Total Transfers In - 8,674,555 2,244,156 3,107,842 3,246,548 3,246,548
Total Revenues & Transfers In -$ 12,571,033$ 6,834,893$ 7,457,405$ 7,453,216$ 10,214,783$
Expenditures:
Mass Transit Admin -$ 345,618$ 385,144$ 446,316$ 427,978$ 439,024$
Mass Transit Operations - 4,112,979 4,961,243 4,298,021 4,653,290 4,776,952
Fleet Maintenance - 1,539,029 1,570,311 1,651,527 1,645,090 1,683,454
Court St Transportation Center - 158,075 163,326 148,457 153,128 156,487
Bus Replacement Reserve - - - 384,000 - 3,360,000
Sub-Total Expenditures - 6,155,701 7,080,024 6,928,321 6,879,486 10,415,917
Transfers Out:
Capital Project Fund - 152,622 207,596 54,000 50,000 -
InterFund Loan Repay Landfill - 54,229 55,324 56,388 29,651 -
Bus Reserve Transfers Out - 1,892,475 (614,007) 136,000 136,000 136,000
Sub-Total Transfers Out - 2,099,326 (351,087) 246,388 215,651 136,000
Total Expenditures & Transfers Out -$ 8,255,027$ 6,728,937$ 7,174,709$ 7,095,137$ 10,551,917$
Fund Balance*, June 30 -$ 4,316,006$ 3,965,749$ 4,248,445$ 4,606,524$ 4,269,390$
Change in Accounting Method - (456,213) - - - -
Adjusted Fund Balance*, June 30 - 3,859,793 3,965,749 4,248,445 4,606,524 4,269,390
Restricted / Committed /Assigned - 1,745,925 1,131,918 1,200,718 1,336,718 833,678
Unassigned Balance -$ 2,113,868$ 2,833,831$ 3,047,727$ 3,269,806$ 3,435,712$
% of Expenditures 26%42%42%46%33%
* Fund Balance is Cash Balance for 2012 and July 1, 2013
** See General Fund for Transit Activity Prior to 2013, Beginning Cash Reclassified from General Fund in 2013
City of Iowa City
Transit (7150 - 7151)
Fund Summary
377
TRANSIT OPERATIONS
The Transit Division is a self-supporting enterprise fund that provides fixed-route and paratransit
bus services as well as operating the Court Street Transportation Center. The division is
committed to providing safe, courteous, and quality transportation to the citizens and visitors of
Iowa City as well as the City of University Heights. The division’s budget is organized into four
activities:
Transit Administration
Transit Administration personnel consists of two Operations Supervisors, a 0.5 FTE
Customer Service Representative, and half of the Transportation Services Director and
Associate Director positions. Administration oversees the operation of:
Mass Transit Operations (fixed-route and paratransit services)
Iowa City Transit fixed route operations include 19 routes during weekday peak service
within the corporate limits of Iowa City and University Heights. Fixed route bus service is
operated with a 27 bus fleet, Monday - Friday from 5:45 am - 11:20 pm, Saturday from
5:45 am - 7:40 pm. During peak hours, most routes operate on 30 minute headways
while providing hourly service during off-peak and Saturdays. Complimentary paratransit
service is provided mirroring the hours of operation of the fixed route service. These
services are contracted through an agreement with Johnson County SEATS with
vehicles provided by the City of Iowa City.
Fleet Maintenance
Iowa City Transit maintains a fleet of 27 40 ft. heavy duty buses and 11 para-transit
buses, all of which are ADA accessible.
Court Street Transportation Center
In addition to operating the public transit services, Iowa City Transit also operates the
Court Street Transportation Center. This multi-use facility houses a 600 space parking
facility and four commercial properties. This facility was FTA funded resulting in all
revenues being directed to the transit fund.
HIGHLIGHTS
Provided 1,874,696 passenger trips in FY14
Provided service covering nearly 710,000 miles and 55,000 hours
Contracted para-transit service provided 103,500 passenger trips in FY14
378
Recent Accomplishments:
Received grant funding for replacement
of four para-transit vehicles. Two
vehicles are funded with 80% grant
funds and two vehicles are funded with
85% grant funds.
Received grant funds for replacement of
eight heavy duty buses with grants that
are split between 80% and 83% grant
funds.
Completed implementation of a trip
planner application that partners with
our Bongo real time AVL system.
Installed access and revenue control
equipment that allowed us to gate and
fully automate the Court Street
Transportation Center
Completed FTA Triennial Review
Upcoming Challenges:
Property tax reform will impact our
transit levy funds which currently are
$3.1 million annually.
The current transit maintenance and
storage facility is located on a former
uncontrolled dump site which is also a
highly desirable location for
development. Relocation of this facility
continues to be a priority for the
department but funding this facility may
be a challenge due to the decrease in
transit capital funding. Working with
MPOJC to develop planning documents.
Increase in maintenance and fuel costs
Decrease in Federal funds for bus
replacement and facility upgrades.
Increase in fleet maintenance costs as a
result of taking paratransit fleet
maintenance in-house
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 51.25 51.25 51.13
Staffing Level Change Summary:
A full-time Operations Supervisor position was eliminated and replaced with a three-quarter
time Operations Specialist position due to the automation of the City’s parking facilities.
This position is split fifty percent with the Parking operations.
Service Level Change Summary:
There are no service level changes budgeted for fiscal year 2016.
Financial Highlights:
$50,000 has been budgeted for bus shelter replacement and/or expansion in the Capital
Project funds. The $29,651 loan payment to the Landfill Fund in fiscal year 2016 is the final
loan payment for the daycare space at the Court Street Transportation Center.
379
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Provide safe, courteous, and quality transportation
services
Department Objective: Increase Rides per Revenue Hour to 37 by FY 2015
Performance Measures:
Riders per Revenue Vehicle Hour
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Increase fare-box/expense ratio
Department Objective: Fare-box revenues to cover 33% of operating costs by the
end of FY2015
Performance Measures:
Fare-box/Expense Ratio
FY 2011 FY 2012 FY 2013 FY 2014
33.39 35.70 34.50 35.20
FY 2011 FY 2012 FY 2013 FY 2014
22% 21% 27% 29%
380
City of Iowa City
Activity: Mass Transit Admin (810210)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues -$ 11,353$ 6,952$ 11,353$ 2,521$ 2,521$
Miscellaneous
Printed Materials - - 60 - - -
Other Misc Revenue - 345 979 - - -
Transfers In:
Transfer In - Transit Property Tax Levy - 2,754,939 2,858,163 2,971,842 3,110,548 3,110,548
Transfer In - Imprv Resrv to Operations - 1,618,372 - 136,000 136,000 136,000
Total Revenues & Transfers In -$ 4,385,009$ 2,866,154$ 3,119,195$ 3,249,069$ 3,249,069$
Expenditures:
Personnel -$ 195,840$ 234,601$ 278,492$ 248,635$ 256,094$
Services - 150,707 149,154 167,685 179,343 182,930
Supplies - (929) 1,389 139 - -
Total Expenditures -$ 345,618$ 385,144$ 446,316$ 427,978$ 439,024$
Personnel Services - FTE 2012 2013 2014 2015 2016
Assoc Dir -Trans Service 0.50 0.50 0.50 0.50 0.50
Customer Service Rep - Pkg - - 0.50 0.50 0.50
Operations Supv - Trans Serv 2.50 2.00 2.00 2.00 0.50
Transportation Svc Director 0.50 0.50 0.50 0.50 0.50
Total Personnel 3.50 3.00 3.50 3.50 2.00
* See General Fund for Transit activity prior to 2013
Activity Summary
381
City of Iowa City
Activity: Mass Transit Operations (810220)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Rev -$ 1,043,854$ 1,400,381$ 1,400,144$ 1,440,000$ 1,440,000$
Other State Grants - 644,416 975,113 548,941 565,742 565,742
Local 28E Agreements - 120,413 37,803 32,844 35,522 35,522
Charges For Fees And Services
Transit Fees - 1,292,339 1,384,792 1,290,908 1,384,791 1,412,487
Misc Charges For Svc - 3,016 410 3,000 410 410
Miscellaneous
Other Misc Revenue - 142 15 - - -
Other Financial Sources
Sale Of Assets - - 8,890 - - -
Total Revenues -$ 3,104,180$ 3,807,404$ 3,275,837$ 3,426,465$ 3,454,161$
Expenditures:
Personnel -$ 2,886,328$ 2,990,884$ 2,975,261$ 3,059,621$ 3,151,410$
Services - 1,193,827 1,451,976 1,245,926 1,577,698 1,609,252
Supplies - 28,592 24,273 26,834 15,971 16,290
Capital Outlay - 4,232 494,110 50,000 - -
Total Expenditures -$ 4,112,979$ 4,961,243$ 4,298,021$ 4,653,290$ 4,776,952$
Personnel Services - FTE 2012 2013 2014 2015 2016
Customer Service Rep - Transit 1.00 1.00 - - -
M.W. I - Transit 3.00 2.00 2.00 2.00 2.00
M.W. II - Transit 1.00 - - - -
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
M.W. II - Transportation Serv. 1.00 - - - -
Operations Supervisor - Transp. Serv.- - - - 1.00
Operations Specialist - Transp. Serv.- - - - 0.38
Sr. M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50
Total Personnel 44.25 42.25 41.25 41.25 42.63
* See General Fund for Transit activity prior to 2013
Activity Summary
382
City of Iowa City
Activity: Fleet Maintenance (810230)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges -$ 1,541$ 1,738$ 1,541$ 1,738$ 1,738$
Miscellaneous
Misc Merchandise - 1,361 376 1,361 376 376
Other Misc Revenue - 249 1,251 - 1,251 1,251
Total Revenues -$ 3,151$ 3,365$ 2,902$ 3,365$ 3,365$
Expenditures:
Personnel -$ 485,485$ 509,076$ 532,584$ 546,212$ 562,598$
Services - 32,409 40,847 30,209 34,871 35,568
Supplies - 896,863 1,020,388 1,088,734 1,064,007 1,085,287
Capital Outlay - 124,272 - - - -
Total Expenditures -$ 1,539,029$ 1,570,311$ 1,651,527$ 1,645,090$ 1,683,454$
Personnel Services - FTE 2012 2013 2014 2015 2016
Mechanic II - Transit 2.00 2.00 2.00 2.00 2.00
Mechanic III - Transit 2.00 2.00 2.00 2.00 2.00
Operations Supv - Trans Serv 1.00 1.00 1.00 1.00 1.00
Parts/Data Entry Clk - Transit 1.00 1.00 1.00 1.00 1.00
Body Repair Mechanic 1.00 - - - -
Total Personnel 7.00 6.00 6.00 6.00 6.00
* See General Fund for Transit activity prior to 2013
Activity Summary
383
City of Iowa City
Activity: Court St Transportation Center (810240)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents -$ 124,530$ 128,739$ 124,530$ 128,739$ 128,739$
Parking Ramp Revenue - 652,919 - - - -
Charges For Fees And Services
Parking Charges - - 631,383 618,141 645,578 658,490
Miscellaneous
Other Misc Revenue - - 11,855 - - -
Total Revenues -$ 777,449$ 771,977$ 742,671$ 774,317$ 787,229$
Expenditures:
Personnel -$ 62,629$ 41,539$ 29,005$ 29,664$ 30,554$
Services - 93,716 109,269 115,930 119,964 122,363
Supplies - 1,730 3,933 3,522 3,500 3,570
Capital Outlay - 8,585 - - -
Total Expenditures -$ 158,075$ 163,326$ 148,457$ 153,128$ 156,487$
Personnel Services - FTE 2012 2013 2014 2015 2016
M.W. I - Parking Systems 1.00 0.50 0.50 0.50 0.50
Total Personnel 1.00 0.50 0.50 0.50 0.50
* See General Fund for Transit activity prior to 2013
Activity Summary
384
City of Iowa City
Activity: Bus Replacement Reserve (810280)Fund: Transit (7151)
Division: Mass Transit (810200)Department: Transportation Services
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues -$ -$ -$ -$ -$ -$
Intergovernmental
Other State Grants - - - 316,800 - 2,720,960
Other Financial Sources
Transfer In from Transit Operations - 1,892,475 (614,007) 136,000 136,000 136,000
Total Revenues & Transfers In -$ 1,892,475$ (614,007)$ 452,800$ 136,000$ 2,856,960$
Expenditures:
Services -$ -$ -$ -$ -$ -$
Capital Outlay - - 384,000 - 3,360,000
Total Expenditures -$ -$ -$ 384,000$ -$ 3,360,000$
Capital Outlay 2015 2016 2017
Replace 4 Light Duty Buses 384,000$ -$ -$
Replace 8 Heavy Duty Buses - - 3,360,000
Total Capital Outlay 384,000$ -$ 3,360,000$
* See General Fund for Transit activity prior to 2013
Activity Summary
385
WASTEWATER TREATMENT FUND
The Wastewater Treatment fund accounts for the business-like operations of the City’s
wastewater/sewer utility. The wastewater utility operates the City’s waste treatment plant, the
sanitary sewer collection system, and the wastewater monitoring operations. The Wastewater
fund is primarily supported through user fees.
The wastewater operations are undergoing a major transformation. The City recently completed
expansion of the South Wastewater Plant and relocated the North Wastewater Treatment Plant
operations into the South Plant. The project cost was $55 million, with funding of $41.4 million
from state and federal grants, $8.6 million from Local Option Sales Tax revenue, and $5 million
from Wastewater user fees. This project spanned several years was completed in FY15.
Demolition and removal of the North Treatment Plant is currently underway at an estimated cost
of $6 million.
Reconstruction of the North River Corridor Trunk Sewer is scheduled for FY2016-2017 and is to
be constructed in conjunction with the Gateway project. It will replace two existing sewers with
a single sewer the will be sized to the existing drainage area plus 5,700 acres of the Rapid
Creek watershed north of I-80. The existing sewers were constructed in 1983 and 1936. Total
project estimate is for $5.1 million and is to be funded from Wastewater user fees. The fiscal
year 2016 and 2017 budgets each include a transfer of $2.4 million and $2.0 million,
respectively, for this project.
(1) FY15 and FY16 figures are estimated; FY12 is cash basis
The Wastewater fund’s unassigned fund balance at FY14 year-end was fairly flat from FY13 at
approximately $14.1 million. In FY13, the Sewer Funds fund balance received an upward
adjustment for the change in accounting method from cash basis to modified accrual basis. The
adjustment primarily represents sewer fees receivable at year end. Restricted cash balance
was approximately $10 million at the end of fiscal year 2014. These funds are restricted in
accordance with revenue bond covenants.
386
FY15 year-end unassigned fund balance is estimated to drop 43% from FY14 to $8 million.
This decrease was due to a $6 million loan to the capital projects fund for the demolition of the
North Wastewater Treatment Plant. This loan is being repaid with a State sales tax grant for
hazard mitigation removal projects. The loan payment schedule is as follows:
In FY16, unassigned fund balance is expected to remain relatively flat as the Sewer Fund
continues to transfer over $3 million to capital improvement projects.
The Sewer fund also maintains restricted fund balance reserves due to its outstanding revenue
bonds. Bond covenant requirements are monitored annually on an accrual basis and reported
in the City’s Consolidated Annual Financial Report. Restricted cash balance is expected to
decrease to $9.65 million in fiscal year 2016.
Year Principal Interest Payment Balance Rate
2015 200,000 166,598 366,598 5,800,000 0.17%
2016 200,000 166,258 366,258 5,600,000 0.28%
2017 225,000 165,698 390,698 5,375,000 0.47%
2018 225,000 164,640 389,640 5,150,000 0.78%
2019 225,000 162,885 387,885 4,925,000 1.21%
2020 225,000 160,163 385,163 4,700,000 1.56%
2021 250,000 156,653 406,653 4,450,000 1.92%
2022 250,000 151,853 401,853 4,200,000 2.20%
2023 250,000 146,353 396,353 3,950,000 2.48%
2024 275,000 140,153 415,153 3,675,000 2.57%
2025 275,000 133,085 408,085 3,400,000 2.75%
2026 300,000 125,523 425,523 3,100,000 3.00%
2027 325,000 116,523 441,523 2,775,000 3.26%
2028 350,000 105,928 455,928 2,425,000 3.61%
2029 375,000 93,293 468,293 2,050,000 3.68%
2030 375,000 79,493 454,493 1,675,000 3.75%
2031 400,000 65,430 465,430 1,275,000 3.81%
2032 400,000 50,190 450,190 875,000 3.86%
2033 425,000 34,750 459,750 450,000 3.92%
2034 450,000 18,090 468,090 - 4.02%
6,000,000 2,403,553 8,403,553
387
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 100 cu.
ft. of water used
BOD (per pound) from 301 mg/L to 2000 mg/L $0.28 per pound
BOD (per pound) greater than 2000 mg/L $0.425 per pound
Suspended Solids (SS) per pound $0.227 per pound
Monthly Minimum, Unmetered User $33.36 per month
Manufactured Housing Park, Monthly Minimum per lot $33.36 per month
Holding Tank Waste - plus landfill fees $0.032 per gallon
Holding Tank Waste Hauler - Annual Permit $907.00 per year
Overall, the FY16 budgeted revenue is estimated 3.6% lower than the FY15 estimate. The
decrease stems primarily from the decrease in revenue in FY14 actual revenue due to the
change from drought conditions to normal precipitation levels. No changes are proposed in the
FY16 budget to the City’s sewer rate structure.
Use of Money & Property primarily consists of interest on investments. Interest earnings
include interest earned on the loan for the North Treatment Plant demolition.
388
Expenditures:
The FY16 budgeted expenditures are 0.4% lower than the estimated FY15 revised
expenditures. The decrease stems from the closure of the North Treatment Plant and from
lower capital outlays. 45% of the Sewer Fund’s expenditures are for debt service retirement.
The Wastewater fund added a .25 FTE for a Project Support Assistant in FY15. This position
is being split between the Water, Wastewater, and Storm Water funds.
389
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 24,863,582$ 25,451,053$ 24,137,050$ 24,069,885$ 17,892,588$ 17,612,134$
Revenues:
Licenses And Permits
Misc Permits & Lic 5,896$ 6,604$ 7,484$ 6,604$ 7,484$ 7,484$
Intergovernmental
Disaster Assistance - - 2,923 - - -
Other State Grants - - 21,924 - - -
Use Of Money And Property
Interest Revenues 276,163 291,054 195,639 457,652 331,426 265,698
Royalties & Commiss 271 274 277 274 277 277
Charges For Fees And Services
Misc Charges For Svc 8,665 1,386 2,016 360 2,016 2,016
Wastewater Charges 12,548,976 12,889,204 12,555,994 12,889,204 12,555,993 12,555,993
Refuse Charges 3,421 - 1,223 1,026 1,223 1,223
Miscellaneous
Misc Merchandise 323 524 1,375 524 1,375 1,375
Other Misc Revenue 151,486 94,567 65,360 94,567 65,360 65,360
Other Financial Sources
Sale Of Assets 469 - - - - -
Sub-Total Revenues:12,995,670 13,283,613 12,854,215 13,450,211 12,965,154 12,899,426
Transfers In:
Interfund Loans - - - 200,000 200,000 225,000
1) Bond Ordinance Trans 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 4,431,246
Sub-Total Transfers In 6,488,050 4,581,311 4,570,067 4,759,962 4,688,036 4,656,246
Total Revenues & Transfers In 19,483,720$ 17,864,924$ 17,424,282$ 18,210,173$ 17,653,190$ 17,555,672$
Expenditures:
Wastewater Administration 1,759,669$ 1,447,946$ 1,616,982$ 1,644,979$ 1,648,538$ 1,663,496$
Wastewater Treatment Plant Ops 2,918,215 2,824,314 2,876,190 3,136,683 3,076,661 3,175,613
Lift Stations - - - 361,934 - -
Wastewater Collection Systems 869,541 839,205 754,414 619,388 975,290 1,082,705
Wastewater Debt Service 6,308,000 6,411,888 4,668,682 4,674,900 4,695,119 4,659,575
Sub-Total Expenditures 11,855,425 11,523,353 9,916,268 10,437,884 10,395,608 10,581,389
Transfers Out:
Capital Project Fund 529,740 4,584,177 3,005,112 3,389,624 3,050,000 2,500,000
1) Debt Service Funding 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 4,431,246
Interfund Loans - - - 6,000,000 - -
Operating Subsidy 23,034 23,784 - - - -
Sub-Total Transfers Out 7,040,824 9,189,272 7,575,179 13,949,586 7,538,036 6,931,246
Total Expenditures & Transfers Out 18,896,249$ 20,712,625$ 17,491,447$ 24,387,470$ 17,933,644$ 17,512,635$
Fund Balance*, June 30 25,451,053$ 22,603,352$ 24,069,885$ 17,892,588$ 17,612,134$ 17,655,170$
Change in Accounting Method - 1,533,698 - - - -
Adjusted Fund Balance*, June 30 25,451,053 24,137,050 24,069,885 17,892,588 17,612,134 17,655,170
Restricted / Committed /Assigned 11,904,458 10,073,881 9,975,266 9,860,328 9,653,245 9,424,916
Unassigned Balance 13,546,595$ 14,063,169$ 14,094,619$ 8,032,260$ 7,958,889$ 8,230,254$
% of Expenditures 72%68%81%33%44%47%
1) Same Fund Transfers required by bond covenants
*Fund Balance is Cash Balance for 2012, and July 1, 2013
City of Iowa City
Wastewater Treatment (7200 - 7201)
Fund Summary
390
WASTEWATER TREATMENT OPERATIONS
The Iowa City Wastewater division exists in order to economically ensure the public health and
safety of the citizens of Iowa City and locally protect the Iowa River as a water resource for the
people of Iowa. The division will achieve the mission by providing proper care, operation, and
maintenance of City wastewater and storm water collection systems, treatment plants, and the
local environment.
Wastewater Treatment processes an average of 9.7 million gallons of wastewater per day. Staff
members measure and report 120 different tests per month to the Iowa Department of Natural
Resources (DNR) for both influent waste and treated effluent.
Other major work elements for this division include sewer main repairs, preventative
maintenance, and 24/7 response to emergency sewer calls. Staffing is seven days a week for
operations staff. Administrative, lab, and maintenance staff are on-site five days a week. The
division’s budget is organized into five activities:
Wastewater Administration
Wastewater Administration personnel consists of 0.5 FTE Wastewater Superintendent,
1.0 FTE Assistant Superintendent, and 0.5 FTE Senior Clerk. Administration oversees
the operation of:
Wastewater Treatment Plant Operations
The Wastewater division operates and maintains only one treatment plant now. The
South Plant, located at 4366 Napoleon St. SE, was expanded in 2013 to accommodate
more stringent water quality standards and future growth in residential and industrial
customers. The North Plant, in service for 79 years, has been decommissioned.
Wastewater Collection Systems
The Wastewater division maintains 300 miles of sanitary sewer. The division also
operates and maintains 18 lift stations throughout the City. Wastewater lift stations are
facilities designed to move wastewater from lower to higher elevation, particularly where
the elevation of the source is not sufficient for gravity flow and/or when the use of gravity
conveyance will result in excessive excavation depths and high sewer construction
costs.
Wastewater Debt Service
Wastewater debt service consists of principal and interest payments on wastewater
revenue bonds, which are repaid with wastewater revenue.
391
HIGHLIGHTS
The total treatment capacity for both City plants is 24 million gallons/day under
average conditions.
Treatment Plant operations accomplish 95.5% removal of CBOD, suspended solids,
and ammonia nitrogen – the key pollutants required to be monitored.
Preventive maintenance jetting of the sewer collection system covers 15% per year
and video inspection covers 5% per year of the 300 miles of public sewer.
Sewer emergency call response takes place within 30 minutes, 24 hours per day.
Recent Accomplishments:
The decommissioning of the North Wastewater Treatment plant has consolidated operations
at the South Plant, with a potential for improved efficiency and economic development
potential at the former plant location.
Flooding in 2013 revealed a compromised interceptor line along the east bank of the Iowa
River. Lining of this section is complete and will decrease infiltration, which will reduce
pumping costs.
18 out 26 division Staff are certified Treatment Plant Operators by the state of Iowa. The
staff collectively carries15 additional technical certifications.
Upcoming Challenges:
Completion and start-up of the expanded facilities at the South Plant will require compliance
with new and more stringent effluent limits.
The North River Trunk Sewer reconstruction will provide future development capacity,
improve the sewer system reliability, and decrease infiltration.
Demolition of the North Plant will require careful environmental management to insure there
are no impacts from its long history on the site.
A Nutrient Reduction Strategy/Feasibility report will be due, which will give direction to future
plans for complying with state-wide goals.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 24.40 24.65 24.65
392
Staffing Level Change Summary:
There are no staffing changes budgeted in fiscal year 2016. In fiscal year 2015, 25% of a new
Project Support Assistant was added to Wastewater Administration.
Service Level Change Summary:
The expansion of the South Wastewater Treatment Plant was completed during fiscal year
2015, and the North Wastewater Treatment Plant was closed. Engineering for demolition and
removal of the North Plant is currently in progress. The Sewer Fund provided a $6,000,000 in
fiscal year 2015 to the Capital Project Funds for this demolition.
Inter-fund loan payments from the Capital Project Funds from a State hazard mitigation grant
began in fiscal year 2015 also.
Financial Highlights:
The Wastewater Fund is budgeting transfers in fiscal year 2016 to the Capital Project Funds for
$2,400,000 for the Gateway Project, North Trunk Sewer replacement, $500,000 for annual
sewer main replacement, and $150,000 for clarifier repairs for a total transfer of $3,050,000.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods, Strategic Economic Development
Activities, & Enhanced Communication and Marketing
Department Goal: Protect the City’s natural resources and waterways for
public health, recreation opportunities and development
Department Objective: Meet or exceed DNR permit requirements for sanitary
sewer systems
Performance Measures:
Carbonaceous Biochemical Oxygen Demand (CBOD) – Percent Removal*
Total Suspended Solids (TSS) – Percent Removal*
Goal FY 2011 FY 2012 FY 2013 FY 2014
98.0% 97.7% 97.8% 97.0% 99.1%
Goal FY 2011 FY 2012 FY 2013 FY 2014
98.0% 97.1% 97.3% 97.6% 97.8%
393
Ammonia (NH3) – Percent Removal*
* Higher Number is Better
Strategic Plan Goal: Healthy Neighborhoods, Strategic Economic Development
Activities, & Enhanced Communication and Marketing
Department Goal: Protect public and private property from water damage and
health hazards
Department Objective: Control Sanitary Sewer Overflows (SSO – sewer backups)
Performance Measures:
Number of SSOs per Year**
Sewer Jetting, Miles per Year*
Video Inspection, Miles per Year*
* Higher Number is Better
** Lower Number is Better
Goal FY 2011 FY 2012 FY 2013 FY 2014
97.0% 91.9% 91.3% 96.7% 93.34%
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
5 4 9 9 7
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
40 39.1 45.5 47.5 49.5
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimate
4.5 15.7 19.2 24.7 26.7
394
City of Iowa City
Activity: Wastewater Administration (720110)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 276,163$ 291,054$ 195,639$ 457,652$ 331,426$ 265,698$
Charges For Fees And Services
Wastewater Charges 12,548,566 12,880,269 12,540,069 12,880,269 12,540,068 12,540,068
Miscellaneous
Other Misc Revenue - 941 14,775 941 14,775 14,775
Other Financial Sources
Sale of Assets 429 - - - - -
Total Revenues 12,825,158$ 13,172,264$ 12,750,483$ 13,338,862$ 12,886,269$ 12,820,541$
Expenditures:
Personnel 205,669$ 192,845$ 207,561$ 228,826$ 238,746$ 245,908$
Services 1,507,861 1,207,636 1,370,271 1,350,119 1,350,325 1,377,332
Supplies 46,139 47,465 39,150 36,034 39,467 40,256
Capital Outlay - - - 30,000 20,000 -
Total Expenditures 1,759,669$ 1,447,946$ 1,616,982$ 1,644,979$ 1,648,538$ 1,663,496$
Personnel Services - FTE 2012 2013 2014 2015 2016
Asst Supt - Wastewater 1.00 1.00 1.00 1.00 1.00
Sr Clerk/Typist - Wastewater 0.50 0.50 0.50 0.50 0.50
Wastewater Superintendent 0.50 0.50 0.50 0.50 0.50
Project Support Assistant - - - 0.25 0.25
Total Personnel 2.00 2.00 2.00 2.25 2.25
Capital Outlay 2015 2016
Laboratory Equipment 20,000$ 20,000$
Total Capital Outlay 20,000$ 20,000$
Activity Summary
395
City of Iowa City
Activity: Wastewater Treatment Plant Ops (720120)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Misc Permits & Licenses -$ -$ -$ -$ -$ -$
Use Of Money And Property
Royalties & Commissions 271 274 277 274 277 277
Charges For Fees And Services
Misc Charges For Services 8,665 1,386 2,016 360 2,016 2,016
Refuse Charges 3,421 - 1,223 1,026 1,223 1,223
Miscellaneous
Misc Merchandise - - - - - -
Other Misc Revenue 148,496 92,911 49,487 92,911 49,487 49,487
Total Revenues 160,853$ 94,571$ 53,003$ 94,571$ 53,003$ 53,003$
Expenditures:
Personnel 1,357,737$ 1,283,238$ 1,322,599$ 1,343,958$ 1,441,899$ 1,485,156$
Services 951,714 933,266 1,041,471 1,130,681 1,029,288 1,049,874
Supplies 605,464 489,887 505,337 467,044 505,474 515,583
Capital Outlay 3,300 117,923 6,783 195,000 100,000 125,000
Total Expenditures 2,918,215$ 2,824,314$ 2,876,190$ 3,136,683$ 3,076,661$ 3,175,613$
Personnel Services - FTE 2012 2013 2014 2015 2016
Chemist 1.00 1.00 1.00 1.00 1.00
Electrician - Wastewater 1.00 1.00 1.00 1.00 1.00
Electronics Tech - Wastewater 1.00 1.00 1.00 1.00 1.00
Laboratory Technician - WW 2.00 2.00 1.00 1.00 1.00
M. W. I - Wastewater Trtmt 1.00 1.00 1.00 1.00 1.00
Maint Operator - Wastewater 3.00 3.00 3.00 3.00 3.00
M.W. II - Wastewater Trtmnt Plnt 3.00 3.00 2.00 3.00 3.00
Sr M.W. - Wastewater Plant 1.00 1.00 1.00 1.00 1.00
Sr TPO - Wastewater 1.00 1.00 1.00 1.00 1.00
TPO - Wastewater Treatment 4.00 4.00 4.00 4.00 4.00
Total Personnel 18.00 18.00 16.00 17.00 17.00
Capital Outlay 2015 2016
Chip Seal Roads -$ 60,000$
Facility Repairs 175,000 -
Process Equipment 20,000 40,000
Total Capital Outlay 195,000$ 100,000$
Activity Summary
396
City of Iowa City
Activity: Lift Stations (720130)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
-$ -$ -$ -$ -$ -$
Total Revenues -$ -$ -$ -$ -$ -$
Expenditures:
Personnel -$ -$ -$ -$ -$ -$
Services - - - 197,934 - -
Supplies - - - 11,500 - -
Capital Outlay - - - 152,500 - -
Total Expenditures -$ -$ -$ 361,934$ -$ -$
Capital Outlay 2015 2016
Lift Station Process Instruments 152,500$ -$
Total Capital Outlay 152,500$ -$
Activity Summary
397
City of Iowa City
Activity: Wastewater Collection Systems (720140)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Misc Permits & Licenses 5,896$ 6,604$ 7,484$ 6,604$ 7,484$ 7,484$
Intergovernmental
Disaster Assistance - - 2,923 - - -
Other State Grants - - 21,924 - - -
Charges For Fees And Services
Wastewater Charges 410 8,935 15,925 8,935 15,925 15,925
Miscellaneous
Misc Merchandise 323 524 1,375 524 1,375 1,375
Other Misc Revenue 2,990 715 1,098 715 1,098 1,098
Other Financial Sources
Sale Of Assets 40 - - - - -
Total Revenues 9,659$ 16,778$ 50,729$ 16,778$ 25,882$ 25,882$
Expenditures:
Personnel 444,148$ 412,998$ 435,925$ 503,203$ 450,913$ 464,440$
Services 187,941 205,339 224,749 24,078 239,091 243,873
Supplies 55,748 38,251 48,441 42,107 80,286 81,892
Capital Outlay 181,704 182,617 45,299 50,000 205,000 292,500
Total Expenditures 869,541$ 839,205$ 754,414$ 619,388$ 975,290$ 1,082,705$
Personnel Services - FTE 2012 2013 2014 2015 2016
M.W. III - Wastewater Collect. 1.80 1.80 1.80 1.80 1.80
M.W. II - Wastewater Trtmnt Plnt 2.70 2.70 3.70 2.70 2.70
Sr M.W. - Wastewater Collection 0.90 0.90 0.90 0.90 0.90
Total Personnel 5.40 5.40 6.40 5.40 5.40
Capital Outlay 2015 2016
Inflow & Infiltration Repair 50,000$ 55,000$
Lift Station Process Instruments - 150,000
Total Capital Outlay 50,000$ 205,000$
Activity Summary
398
City of Iowa City
Activity: Wastewater Debt Service (720800)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues -$ -$ -$ -$ -$ -$
Transfers In:
Bond Ordinance Trans 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 4,431,246
Total Revenues & Transfers In 6,488,050$ 4,581,311$ 4,570,067$ 4,559,962$ 4,488,036$ 4,431,246$
Expenditures:
Other Financial Uses
Revenue Bonds Principal
& Interest Payments 6,308,000$ 6,411,888$ 4,668,682$ 4,674,900$ 4,695,119$ 4,659,575$
Total Expenditures 6,308,000$ 6,411,888$ 4,668,682$ 4,674,900$ 4,695,119$ 4,659,575$
Activity Summary
399
Issue / Use of Funds Amount of
Issue FY2015 FY2016 FY2017
2008C Sewer Revenue Refunding
of Series 1996, 1997 and 1999 Revenue Bonds 24,280,000 2023 14,345,000 2,464,438 2,482,594 2,468,350
2009A Sewer Refunding
of Series 2000 Revenue Bonds 8,660,000 2026 6,760,000 784,163 786,325 786,525
2010A Sewer Revenue Refunding
of Series 2001 and 2002 Revenue Bonds 15,080,000 2021 7,480,000 1,426,300 1,426,200 1,404,700
Total Sewer Revenue Bonds:28,585,000 4,674,900 4,695,119 4,659,575
Fiscal Year
Debt Paid
in Full
Principal
Outstanding
Debt Service Payments
Sewer Revenue Bonds
Outstanding Debt Obligation at June 30, 2015
Summary by Individual Issue
400
Fiscal
Year Principal Interest Total
2016 3,520,000 1,175,119 4,695,119 4,695,119 28,585,000
2017 3,625,000 1,034,575 4,659,575 4,659,575 25,065,000
2018 3,775,000 886,575 4,661,575 4,661,575 21,440,000
2019 3,915,000 731,400 4,646,400 4,646,400 17,665,000
2020 4,090,000 557,463 4,647,463 4,647,463 13,750,000
2021 3,740,000 378,013 4,118,013 4,118,013 9,660,000
2022 2,485,000 232,288 2,717,288 2,717,288 5,920,000
2023 1,220,000 141,250 1,361,250 1,361,250 3,435,000
2024 700,000 93,250 793,250 793,250 2,215,000
2025 740,000 57,250 797,250 797,250 1,515,000
2026 775,000 19,375 794,375 794,375 775,000
Totals 28,585,000 5,306,556 33,891,556 33,891,556
Payments
Paid by Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Sewer Revenue Bonds - Summary
Debt Repayment Schedule
401
Fiscal
Year Principal Interest Total
2016 1,885,000 597,594 2,482,594 2,482,594 14,345,000 3.75%
2017 1,945,000 523,350 2,468,350 2,468,350 12,460,000 4.00%
2018 2,035,000 443,750 2,478,750 2,478,750 10,515,000 4.00%
2019 2,095,000 361,150 2,456,150 2,456,150 8,480,000 4.00%
2020 2,205,000 264,125 2,469,125 2,469,125 6,385,000 5.00%
2021 1,775,000 164,625 1,939,625 1,939,625 4,180,000 5.00%
2022 1,850,000 74,000 1,924,000 1,924,000 2,405,000 5.00%
2023 555,000 13,875 568,875 568,875 555,000 5.00%
Totals 14,345,000 2,442,469 16,787,469 16,787,469
Notes due after July 1, 2016 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Payments
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
$24.28 Million Sewer Revenue Refunding Capital Loan Notes, Series 2008C:
Principal payable 7-1, beginning July 1, 2009;
Interest payable 7-1 and 1-1, beginning January 1, 2009.
These notes were issued to provide funds for refunding the outstanding Sewer Revenue
Bonds Series 1996, 1997 and 1999 in the amounts of $12.65, $7.6 and $4.56 million,
respectively.
402
Fiscal
Year Principal Interest Total
2016 485,000 301,325 786,325 786,325 6,760,000 4.00%
2017 505,000 281,525 786,525 786,525 6,275,000 4.00%
2018 525,000 260,925 785,925 785,925 5,770,000 4.00%
2019 550,000 238,050 788,050 788,050 5,245,000 4.50%
2020 575,000 212,738 787,738 787,738 4,695,000 4.50%
2021 605,000 186,188 791,188 791,188 4,120,000 4.50%
2022 635,000 158,288 793,288 793,288 3,515,000 4.50%
2023 665,000 127,375 792,375 792,375 2,880,000 5.00%
2024 700,000 93,250 793,250 793,250 2,215,000 5.00%
2025 740,000 57,250 797,250 797,250 1,515,000 5.00%
2026 775,000 19,375 794,375 794,375 775,000 5.00%
Totals 6,760,000 1,936,288 8,696,288 8,696,288
Notes due after July 1, 2017 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Payments
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
$8.660 Million Sewer Revenue Refunding Capital Loan Notes, Series 2009A:
Principal payable 7-1, beginning July 1, 2010;
Interest payable 7-1 and 1-1, beginning January 1, 2010.
These notes were issued to provide funds for refunding the outstanding Sewer Revenue
Bonds Series 2000 in the amount of $9.22 million.
403
Fiscal
Year Principal Interest Total
2016 1,150,000 276,200 1,426,200 1,426,200 7,480,000 4.00%
2017 1,175,000 229,700 1,404,700 1,404,700 6,330,000 4.00%
2018 1,215,000 181,900 1,396,900 1,396,900 5,155,000 4.00%
2019 1,270,000 132,200 1,402,200 1,402,200 3,940,000 4.00%
2020 1,310,000 80,600 1,390,600 1,390,600 2,670,000 4.00%
2021 1,360,000 27,200 1,387,200 1,387,200 1,360,000 4.00%
Totals 7,480,000 927,800 8,407,800 8,407,800
Notes due after July 1, 2018 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Payments
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
$15.08 Million Sewer Revenue Refunding Capital Loan Notes, Series 2010C:
Principal payable 7-1, beginning July 1, 2011;
Interest payable 7-1 and 1-1, beginning January 1, 2011.
These notes were issued to provide funds for refunding the outstanding Sewer Revenue
Bonds Series 2001 and 2002 Refunding in the amounts of $10.25 and $5.99 million,
respectively.
404
WATER FUND
The Water enterprise fund accounts the City’s water utility operations including the
operation of a water production plant, water storage facilities, water distribution system,
water meter reading, and water quality monitoring. The business-like fund is primarily
supported through user fees.
The Water fund’s unassigned fund balance at the close of FY14 was approximately
$7.36 million. Though user fees are currently sufficient to cover annual operating costs,
they are insufficient to cover capital project expenditures, and the fund has a downward
trend in fund balance. The financial plan presented includes a 5% rate increase for
FY15 and another 5% rate increase for FY16. FY13 fund balance includes an upward
adjustment of $265,032 due to the change in accounting method from cash basis to
modified accrual basis. This increase primarily represented accrued water fee revenues
at year-end.
(1) FY15 and FY16 figures are estimates; FY12 is cash basis
FY15 year-end unassigned fund balance is estimated to increase 1.66% compared to
FY14. The Water Fund’s fund balance has declined steadily since fiscal year 2010. The
5% rate increase coupled with less capital project spending explains the slight increase
in FY15 fund balance. The FY16 unassigned fund balance is estimated to decrease
another 9.2% from FY15. Although there is another 5% rate increase in FY16, capital
program spending is expected to increase again.
The Water fund will have an estimated $4.22 million in restricted fund balance at the end
of FY16 for revenue bond covenants.
405
Revenues:
The Water Division is funded by water user fees, per the current schedule:
Minimum Monthly Charge (MMC) Minimum Usage Rates
Meter Size (inches) FY15 Rate FY16 Rate
5/8 (residential) $6.73 $7.07
3/4 $7.35 $7.72
1 $8.67 $9.10
1½ $17.29 $18.15
2 $23.25 $24.41
3 $42.96 $45.11
4 $74.94 $78.69
6 $150.79 $158.33
Cubic Feet FY15 Rate FY16 Rate
First 100/mo. MMC (varies) MMC (varies)
101-3,000/mo. $3.14/100 cu. ft. $3.30/100 cu. ft.
3,001 and over $2.26/100 cu. ft. $2.37/100 cu. ft.
Single Purpose Meter Charges
First 100/mo. MMC (varies) MMC (varies)
Over 101/mo. $3.14/100 cu. ft. $3.30/100 cu. ft.
A flat 5% rate increase was adopted for both fiscal year 2015 and 2016 for all usage
levels and meter sizes. The residential meter rate would increase from $6.41 per month
to $6.73 per month in FY15 and then to $7.07 in FY16. Approximately 99% of Water
operations are funded through charges for services. The estimated change in revenues
from FY15 to FY16 is a 1.8% increase, which is based on quantities used during FY14
and the new rates. FY14 was a normal precipitation year. FY15 budgeted revenues
were based on revenues from FY13 which was a drought year and quantities sold were
higher.
Use of Money & Property primarily consists of interest on investments.
406
Expenditures:
The adopted FY16 expenditures are 2.7% higher than the FY15 revised expenditures.
Personnel costs account for 33% of the Water funds expenditures while debt service
accounts for 23% of the fund’s expenditures. The largest increase in the expenditure
type from FY15 to FY16 is in the capital outlay. Capital outlay expenditures increased
from $514,820 to $747,725 from FY15 to FY16 which is an increase of 45.2%. This is
due to an increase in water main breaks and repairs.
Other financing uses include transfers out of $1,346,500 for capital improvement
projects.
407
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 14,268,644$ 17,950,722$ 12,138,269$ 11,541,132$ 11,682,431$ 11,018,086$
Revenues:
Use Of Money And Property
Interest Revenues 567,240$ 144,268$ 153,347$ 144,253$ 130,169$ 130,169$
Rents - 1,000 750 1,000 750 750
Royalties & Commiss 846 913 723 913 723 723
Intergovernmental
Fed Intergovnt Rev 2,849 - - - - -
Disaster Assistance 317 - - - - -
Other State Grants - - 3,653 - - -
Charges For Fees And Services
Water Charges 8,225,837 8,673,278 8,442,246 9,081,670 9,265,018 9,265,018
Miscellaneous
Printed Materials 16 12 13 - - -
Misc Merchandise 5,135 12,350 8,537 12,350 8,537 8,537
Intra-City Charges 4,000 2,000 2,000 2,000 2,000 2,000
Other Misc Revenue 2,236 143,303 5,259 370 5,259 5,259
Other Financial Sources
Debt Sales 4,989,908 - - - - -
Sale Of Assets 729 16,325 11,055 - - -
Sub-Total Revenues 13,799,113 8,993,449 8,627,583 9,242,556 9,412,456 9,412,456
Transfers In:
1) Bond Ordinance Transfers In 2,085,268 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178
Misc Transfers In - 16,878 - - - -
Sub-Total Transfers In 2,085,268 2,012,993 2,010,315 2,008,715 2,010,716 2,020,178
Total Revenues & Transfers In 15,884,381$ 11,006,442$ 10,637,898$ 11,251,271$ 11,423,172$ 11,432,634$
Expenditures:
Water Administration 1,319,931$ 1,209,463$ 1,178,390$ 1,249,557$ 1,442,472$ 1,474,010$
Water Treatment Plant Ops 1,846,513 1,935,659 1,989,276 2,262,052 2,258,399 2,270,044
Water Distribution System 1,248,509 1,248,942 1,410,846 1,377,978 1,527,193 1,554,764
Water Customer Service 1,207,553 1,099,863 1,109,258 1,250,130 1,150,856 1,172,088
Water Public Relations 71,973 67,769 55,724 70,400 57,365 58,948
Water Debt Service 2,061,497 7,063,088 1,984,946 1,989,515 1,987,216 1,987,946
Sub-Total Expenditures 7,755,976 12,624,784 7,728,440 8,199,632 8,423,501 8,517,800
Transfers Out:
Capital Project Fund 567,560 2,078,787 1,151,955 568,400 1,346,500 1,145,000
1) Debt Service Funding 2,085,268 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178
GO Bond Abatement 1,770,465 360,457 344,325 333,225 306,800 300,900
Operating Subsidy 23,034 23,784 - - - -
Sub-Total Transfers Out 4,446,327 4,459,143 3,506,595 2,910,340 3,664,016 3,466,078
Total Expenditures & Transfers Out 12,202,303$ 17,083,927$ 11,235,035$ 11,109,972$ 12,087,517$ 11,983,878$
Fund Balance*, June 30 17,950,722$ 11,873,237$ 11,541,132$ 11,682,431$ 11,018,086$ 10,466,842$
Change in Accounting Method - 265,032 - - - -
Adjusted Fund Balance*, June 30 17,950,722 12,138,269 11,541,132 11,682,431 11,018,086 10,466,842
Restricted / Committed /Assigned 9,216,968 4,150,010 4,175,379 4,194,579 4,218,079 4,250,311
Unassigned Balance 8,733,754$ 7,988,259$ 7,365,753$ 7,487,852$ 6,800,007$ 6,216,531$
% of Expenditures 72%47%66%67%56%52%
1) Same Fund Transfers required by bond covenants
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Water (7300 - 7301)
Fund Summary
408
WATER OPERATIONS
The mission of the Water division is to efficiently produce and distribute high quality and
abundant quantity of potable water necessary for the residential, commercial, industrial, and
firefighting needs of the City while maintaining compliance with EPA drinking water regulations.
The Water division, as part of the Public Works Department, operates and maintains the potable
water system for the City of Iowa City and University Heights. 24/7 system operation is
maintained to provide regulatory approved quality, at satisfactory pressures, and in quantities
and rates of flow to satisfy all customer demands.
Iowa City’s award-winning water exceeds all required standards set by the Environmental
Protection Agency, with over 200 water quality tests performed each day by professional staff to
ensure that quality standards are attained. Water quality data is available through the
Consumer Confidence Report that is released to the public annually. The division’s budget is
organized into five activities:
Water Administration
Water Administration personnel consists of the Water Superintendent and Assistant
Superintendent. Administration oversees the operation of:
Water Treatment Plant Operations
Iowa City’s state-of-the-art water treatment facility, located at 80 Stephen Atkins Drive,
has a 16.7 million gallon per day capacity.
Water Distribution System
The division operates and maintains 263 miles of water main and appurtenances that
date back to 1882.
Customer Service
Nearly 26,000 service accounts are read and billed monthly.
Public Information/Education
The Water division creates and delivers the Consumer Confidence Report to all
customers and updates the industrial water quality report for review on the City’s
website. The division also generates informative inserts for the customers’ water bills.
Water Debt Service
Water debt service consists of principal and interest payments on water revenue bonds,
which are repaid with water revenue.
409
HIGHLIGHTS
Consultant selection of an Aquifer Storage and Recovery study that will allow treated
water to be stored in the Jordan aquifer during low demand periods and be used during
high demand periods. The benefit of retrofitting and using an existing facility will
preclude the water system from needing to construct additional source and treatment
capacity for future demands.
A Student Operator Program, that was created in 2012 as a cooperative endeavor with
the University Of Iowa College Of Engineering, provides training and experience that is
beneficial for the Water Division and the students. This will be expanded in FY ’15 by
adding two (2) additional students to perform weekend operations and summer
distribution work.
Continuation of inspection, repair and replacement of distribution system assets, i.e.
hydrants, valves, and water main, by distribution staff has been supported by the
introduction of asset management software and hardware.
Water main breaks increased due to drought conditions in FY ’14 will continue in FY ’15
as drought conditions continue.
Recent Accomplishments
Competed water distribution pressure
zone study
Drinking water compliance rate is 100%.
Repaired 94 water main breaks in FY13
up from 57 in FY12
City added 8,565 feet of water main in
FY13
Automated Water Meter Reading (AMR)
system to be completed in FY16.
Electrical efficiency study collaborating
with MidAm focused on High Service
pumping and Distribution efficiency
resulting in a new High Service Pump
Control System.
Upcoming Challenges
Transition to distribution infrastructure
appurtenance predictive and
preventative repair and/or replacement.
Hydrants, valves, and system needs will
be evaluated to address the aging
infrastructure components.
Replace and repair aging infrastructure
in a timely manner
Maintaining and upgrading aging plant
/system computer control hardware &
software
Planning and implementation of
pressure zones as the City water
system continues to grow.
Planning and implementing climate
variation programs and projects
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 31.75 32.00 32.00
410
Staffing Level Change Summary:
25% of a Project Support Assistant position was added in Water Administration in the fiscal year
2015 budget.
Service Level Changes for FY2015:
Water rate increases were approved for capital improvement program funding in both fiscal
years 2015 and 2016. Each year was a 5% across-the-board increase.
Continued expansion of the student operator program where students are hired to train and
develop skills as water operators.
Financial Highlights:
Capital outlay in the Water Distribution activity was increased to $500,000 to include additional
funds for water main break repairs, saddler service replacement, fire hydrant repairs and
replacement, and valve repairs. These additional funds are intended to provide additional
maintenance and repairs to the water distribution system. Some of these expenses were also
recategorized from supplies into capital outlay as part of these programs.
Capital outlay in the Water Customer Service activity was reduced from $309,320 to $205,725
due to reduced spending for radio read devices. This reduction is due to the completion of
converting the water meters throughout the city from manual read to radio read. This will be
completed during fiscal year 2015.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Strategic Economic Development Activities
Department Goal: Ensure the water distribution system delivers high quality
water in sufficient quantities to meet development
opportunities.
Department Objective: Use Comprehensive Distribution Plan to ensure distribution
system will meet current and future water demand. This
includes: pressure zoning; asset management;
rehabilitation and replacement model and plan; and the
GIS migration plan.
411
Performance Measures:
Water Pumped (millions of gallons)
New Water Main (feet)
Water Main Replaced (feet)
Miles of Main
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Ensure high quality water is supplied in abundant
quantities to the residents of Iowa City.
Department Objective: Surpass EPA water quality standards and minimize service
disruptions.
FY 2011 FY 2012 FY 2013 FY 2014 10 Year
Average
1,989.3 2,008.2 2,031.6 2,058.7.6 2,028.1
FY 2011 FY 2012 FY 2013 FY 2014
Subdivisions 2,627 5,745 4,444 8,010
Projects 0 4,823 251 0
FY 2011 FY 2012 FY 2013 FY 2014
3,393 3,807 8,435 5,887
FY 2011 FY 2012 FY 2013 FY 2014
261 262 263 264
412
Performance Measures:
Bacterial Samples
Main Breaks
Service Work Orders
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Efficiently distribute high quality water to a growing city.
Department Objective: Identify energy and leak efficiency opportunities.
Performance Measures:
Non-Account Water Percentage
Goal FY 2011 FY 2012 FY 2013 FY 2014
840 890 920 948 1,013
FY 2011 FY 2012 FY 2013 FY 2014 10 Year
Average
56 57 95 98 66
FY 2011 FY 2012 FY 2013 FY 2014
3,691 5,441 3,596 3,192
FY 2011 FY 2012 FY 2013 FY 2014 10 Year
Average
11.0% 8.3% 7.1% 11.9% 8.3%
413
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Maintain Insurance Services Office (ISO) rating to maintain
high level of service and safety for property owners and
residents in Iowa City.
Department Objective: Ensure reliable water supplies for public safety purposes.
Performance Measures:
Number of Hydrants
Number of Hydrants Flushed
FY 2011 FY 2012 FY 2013 FY 2014
3,240 3,316 3,372 3,390
FY 2011 FY 2012 FY 2013 FY 2014
3,899 4,000 3,970 985
414
City of Iowa City
Activity: Water Administration (730110)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 567,240$ 144,253$ 153,347$ 144,253$ 130,169$ 130,169$
Royalties & Commiss 846 913 723 913 723 723
Charges For Fees And Services
Water Charges 7,805,858 8,261,741 8,027,042 8,670,133 8,849,814 8,849,814
Miscellaneous
Printed Materials 16 12 13 - - -
Intra-City Charges 4,000 2,000 2,000 2,000 2,000 2,000
Other Misc Revenue 494 2,377 5,259 370 5,259 5,259
Other Financial Sources
Sale Of Assets 729 98 - - - -
Transfers In:
Misc Transfers In - 16,878 - - - -
Total Revenues & Transfers In 8,379,183$ 8,428,272$ 8,188,384$ 8,817,669$ 8,987,965$ 8,987,965$
Expenditures:
Personnel 238,090$ 236,466$ 247,331$ 260,848$ 268,847$ 276,912$
Services 1,074,857 968,897 926,862 981,017 1,170,047 1,193,448
Supplies 4,717 4,100 4,197 7,692 3,578 3,650
Capital Outlay 2,267 - - - - -
Total Expenditures 1,319,931$ 1,209,463$ 1,178,390$ 1,249,557$ 1,442,472$ 1,474,010$
Personnel Services - FTE 2012 2013 2014 2015 2016
Asst Supt - Water 1.00 1.00 1.00 1.00 1.00
Water Superintendent 1.00 1.00 1.00 1.00 1.00
Project Support Assistant - - - 0.25 0.25
Total Personnel 2.00 2.00 2.00 2.25 2.25
Activity Summary
415
City of Iowa City
Activity: Water Treatment Plant Ops (730120)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Other State Grants -$ -$ 3,653$ -$ -$ -$
Charges For Fees And Services
Water Charges - - 156 - 156 156
Miscellaneous
Other Misc Revenue 1,742 140,926 - - - -
Other Financial Sources
Sale of Assets - 362 - - - -
Total Revenues 1,742$ 141,288$ 3,809$ -$ 156$ 156$
Expenditures:
Personnel 847,317$ 873,952$ 907,108$ 930,281$ 931,730$ 959,682$
Services 671,238 698,569 672,305 895,276 855,734 872,849
Supplies 325,315 357,683 394,793 421,495 428,935 437,514
Capital Outlay 2,643 5,455 15,070 15,000 42,000 -
Total Expenditures 1,846,513$ 1,935,659$ 1,989,276$ 2,262,052$ 2,258,399$ 2,270,044$
Personnel Services - FTE 2012 2013 2014 2015 2016
Laboratory Technician - Water 0.50 0.50 0.50 0.50 0.50
Maintenance Operator - Water 4.00 4.00 3.00 3.00 3.00
M.W. I - Water Plant 1.00 1.00 1.00 1.00 1.00
Sr. M.W. Water Plant 1.00 1.00 1.00 1.00 1.00
Sr. T.P.O. - Water 1.00 1.00 1.00 1.00 1.00
T.P.O. - Water 4.00 4.00 4.00 4.00 4.00
Total Personnel 11.50 11.50 10.50 10.50 10.50
Capital Outlay 2015 2016
Fire Alarm Panel replacement -$ 35,000$
Ammonia Room heat system - 7,000
Replace Power Mixer 15,000 -
Total Capital Outlay 15,000$ 42,000$
Activity Summary
416
City of Iowa City
Activity: Water Distribution System (730130)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents -$ 1,000$ 750$ 1,000$ 750$ 750$
Intergovernmental
Fed Intergovnt Rev 2,849 - - - - -
Disaster Assistance 317 - - - - -
Charges For Fees And Services
Water Charges 80,239 72,437 77,048 72,437 77,048 77,048
Miscellaneous
Sale of Assets - - 11,055 - - -
Misc Merchandise 4,384 10,785 5,377 10,785 5,377 5,377
Total Revenues 87,789$ 84,222$ 94,230$ 84,222$ 83,175$ 83,175$
Expenditures:
Personnel 676,380$ 669,959$ 718,663$ 786,149$ 702,708$ 723,789$
Services 183,895 193,581 219,441 211,089 270,245 275,650
Supplies 179,872 128,887 110,761 174,240 54,240 55,325
Capital Outlay 208,362 256,515 361,981 206,500 500,000 500,000
Total Expenditures 1,248,509$ 1,248,942$ 1,410,846$ 1,377,978$ 1,527,193$ 1,554,764$
Personnel Services - FTE 2012 2013 2014 2015 2016
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
Utilities Technician - Water 1.00 1.00 1.00 - -
Total Personnel 8.00 8.00 8.00 8.00 8.00
Capital Outlay 2015 2016
Water main repairs-contracted improvment 206,500$ 500,000$
Total Capital Outlay 206,500$ 500,000$
Activity Summary
417
City of Iowa City
Activity: Water Customer Service (730140)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Water Charges 339,740$ 339,100$ 338,000$ 339,100$ 338,000$ 338,000$
Miscellaneous
Misc Merchandise 751 1,565 3,160 1,565 3,160 3,160
Other Financial Sources
Sale Of Assets - 15,865 - - - -
Total Revenues 340,491$ 356,530$ 341,160$ 340,665$ 341,160$ 341,160$
Expenditures:
Personnel 757,364$ 758,713$ 753,876$ 795,758$ 805,469$ 829,633$
Services 128,038 130,806 107,787 121,229 118,602 120,974
Supplies 12,380 12,661 11,665 23,823 21,060 21,481
Capital Outlay 309,771 197,683 235,930 309,320 205,725 200,000
Total Expenditures 1,207,553$ 1,099,863$ 1,109,258$ 1,250,130$ 1,150,856$ 1,172,088$
Personnel Services - FTE 2012 2013 2014 2015 2016
Building Inspector 1.00 1.00 1.00 1.00 1.00
Customer Service Coord 1.00 1.00 1.00 1.00 1.00
M. W. II - Water Service 2.00 2.00 2.00 2.00 2.00
M. W. III - Water Service 1.00 1.00 1.00 1.00 1.00
M.W. I - Meter Reader 1.00 1.00 1.00 1.00 1.00
M.W. I-Water Customer Service 3.00 3.00 3.00 3.00 3.00
Water Services Clerk 1.75 1.75 1.75 1.75 1.75
Total Personnel 10.75 10.75 10.75 10.75 10.75
Capital Outlay 2015 2016
Radio read devices 110,150$ 20,725$
Water Meters 199,170 185,000
Total Capital Outlay 309,320$ 205,725$
Activity Summary
418
City of Iowa City
Activity: Water Public Relations (730150)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
-$ -$ -$ -$ -$ -$
Total Revenues -$ -$ -$ -$ -$ -$
Expenditures:
Personnel 40,582$ 40,605$ 41,926$ 42,608$ 43,520$ 44,826$
Services 30,522 26,370 13,521 27,038 13,588 13,860
Supplies 869 794 277 754 257 262
Capital Outlay - - - - - -
Total Expenditures 71,973$ 67,769$ 55,724$ 70,400$ 57,365$ 58,948$
Personnel Services - FTE 2012 2013 2014 2015 2016
Public Info/Ed Coord - Pub Wks 0.50 0.50 0.50 0.50 0.50
Total Personnel 0.50 0.50 0.50 0.50 0.50
Activity: Water Debt Service (730800)Fund: Water (7301)
Division: Water (730100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues -$ 15$ -$ -$ -$ -$
Other Financial Sources
Debt Sales 4,989,908 - - - - -
Transfers In:
Bond Ordinance Transfers In 2,085,268 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178
Total Revenues & Transfers In 7,075,176$ 1,996,130$ 2,010,315$ 2,008,715$ 2,010,716$ 2,020,178$
Expenditures:
Services 88$ 12,810$ -$ -$ -$ -$
Other Financial Uses
Revenue Bonds Principal
& Interest Payments 2,061,409 7,050,278 1,984,946 1,989,515 1,987,216 1,987,946
Total Expenditures 2,061,497$ 7,063,088$ 1,984,946$ 1,989,515$ 1,987,216$ 1,987,946$
Activity Summary
Activity Summary
419
Issue / Use of Funds Amount of
Issue FY2015 FY2016 FY2017
2008 Water Revenue Refunding
of 1999B Capital Loan Notes 7,115,000 2025 4,920,000 601,925 602,838 602,694
2009 Water Revenue Refunding
of Series 2000 Revenue Bonds 9,750,000 2026 7,410,000 847,538 846,338 844,338
2012C Water Revenue Refunding
of Series 2002 Revenue Bonds 4,950,000 2023 4,035,000 540,053 538,040 540,915
Total - Water Revenue Bonds 16,365,000 1,989,515 1,987,215 1,987,946
Water Revenue Bonds
Outstanding Debt Obligation at June 30, 2015
Summary by Individual Issue
Fiscal Year
Debt Paid
in Full
Principal
Outstanding
Debt Service Payments
420
Fiscal
Year Principal Interest Total
Paid by Water
Revenue
2016 1,420,000 567,215 1,987,215 1,987,215 16,365,000
2017 1,465,000 522,946 1,987,946 1,987,946 14,945,000
2018 1,520,000 475,903 1,995,903 1,995,903 13,480,000
2019 1,565,000 426,515 1,991,515 1,991,515 11,960,000
2020 1,620,000 374,103 1,994,103 1,994,103 10,395,000
2021 1,680,000 317,571 1,997,571 1,997,571 8,775,000
2022 1,740,000 256,781 1,996,781 1,996,781 7,095,000
2023 1,805,000 191,764 1,996,764 1,996,764 5,355,000
2024 1,325,000 128,847 1,453,847 1,453,847 3,550,000
2025 1,390,000 68,481 1,458,481 1,458,481 2,225,000
2026 835,000 18,788 853,788 853,788 835,000
Totals 16,365,000 3,348,913 19,713,913 19,713,913
Payments
Principal
Outstanding
Beginning of
Fiscal Year
Water Revenue Bonds - Summary
Debt Repayment Schedule
by Fiscal Year
421
Fiscal
Year Principal Interest Total
2016 410,000 192,838 602,838 602,838 4,920,000 3.500%
2017 425,000 177,694 602,694 602,694 4,510,000 3.750%
2018 445,000 160,825 605,825 605,825 4,085,000 4.000%
2019 460,000 142,725 602,725 602,725 3,640,000 4.000%
2020 475,000 124,025 599,025 599,025 3,180,000 4.000%
2021 495,000 104,625 599,625 599,625 2,705,000 4.000%
2022 515,000 84,103 599,103 599,103 2,210,000 4.125%
2023 540,000 62,006 602,006 602,006 1,695,000 4.250%
2024 565,000 38,172 603,172 603,172 1,155,000 4.375%
2025 590,000 12,906 602,906 602,906 590,000 4.375%
Totals 4,920,000 1,099,919 6,019,919 6,019,919
Notes due after July 1, 2016 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Payments
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
$7.115 Million Water Revenue Refunding Capital Loan Notes, Series 2008D:
Principal payable 7-1, beginning July 1, 2009;
Interest payable 7-1 and 1-1, beginning January 1, 2009.
These notes were issued to provide funds to current refund outstanding Water Revenue
Bonds Series 1999B in the amount of $7.045 million.
422
Fiscal
Year Principal Interest Total
2016 540,000 306,338 846,338 846,338 7,410,000 4.000%
2017 560,000 284,338 844,338 844,338 6,870,000 4.000%
2018 585,000 261,438 846,438 846,438 6,310,000 4.000%
2019 610,000 237,538 847,538 847,538 5,725,000 4.000%
2020 635,000 212,638 847,638 847,638 5,115,000 4.000%
2021 665,000 185,806 850,806 850,806 4,480,000 4.250%
2022 695,000 156,038 851,038 851,038 3,815,000 4.500%
2023 725,000 124,088 849,088 849,088 3,120,000 4.500%
2024 760,000 90,675 850,675 850,675 2,395,000 4.500%
2025 800,000 55,575 855,575 855,575 1,635,000 4.500%
2026 835,000 18,788 853,788 853,788 835,000 4.500%
Totals 7,410,000 1,933,256 9,343,256 9,343,256
Notes due after July 1, 2017 are subject to call on said date or any date thereafter
upon terms of par plus accrued interest to date of call
Payments
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
$9.750 Million Water Revenue Refunding Capital Loan Notes, Series 2009B:
Principal payable 7-1, beginning July 1, 2010;
Interest payable 7-1 and 1-1, beginning January 1, 2010.
These notes were issued to provide funds to current refund outstanding Water Revenue
Bonds Series 2000 in the amount of $9.895 million.
423
Fiscal
Year Principal Interest Total
2016 470,000 68,040 538,040 538,040 4,035,000 1.500%
2017 480,000 60,915 540,915 540,915 3,565,000 1.500%
2018 490,000 53,640 543,640 543,640 3,085,000 1.500%
2019 495,000 46,253 541,253 541,253 2,595,000 1.500%
2020 510,000 37,440 547,440 547,440 2,100,000 2.000%
2021 520,000 27,140 547,140 547,140 1,590,000 2.000%
2022 530,000 16,640 546,640 546,640 1,070,000 2.000%
2023 540,000 5,670 545,670 545,670 540,000 2.100%
Totals 4,035,000 315,738 4,350,738 4,350,738
Notes due after July 1, 2020 are subject to call on said date or any date thereafter
Upon terms of par plus accrued interest to date of call
Payments
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
2012 $4.95 Million Water Revenue Refunding Bond, Series 2012C:
Principal payable 7-1, beginning July 1, 2013;
Interest payable 7-1 and 1-1, beginning January 1, 2013.
This bond was issued for the purpose of the current refunding of $5,015,000 of the 2002
Water Revenue Bonds that will be called July 1, 2012
424
REFUSE COLLECTION FUND
The Refuse Collection enterprise fund accounts for the activities of the City’s curbside pickup
program for household waste, yard waste, bulky items, and appliances. The Refuse Collection
fund is operated as a business and is primarily supported by user fees.
The Refuse Collection unassigned fund balance on June 30, 2014 was $890,410, a 23.77%
increase from FY13. The increase primarily stems from an increase in bulky item and yard
waste fees in FY14. In FY13, there was an adjustment upward of $272,859 due to the change
in accounting methodology from cash basis to modified accrual basis. The increase primarily
represents refuse collection fees receivable at year end.
(1) FY15 and FY16 figures are estimates; FY12 is cash basis
FY15 fund balance is projected to decrease by 9.98% which includes a proposed refuse fee
increase of $.40 per month. The decrease is due to a $100,000 transfer to the capital
improvement program for the relocation of the garbage truck washout station to the new public
works facility site.
The Refuse Collection fund has no restricted or assigned fund balances.
Revenue:
The Refuse Collection operations are funded primarily by user fees. The following schedule
presents current user fees and the current FY15 fees. There are additional fees not listed,
including the pickup of tires, TVs, and computer monitors. The FY16 budget does not propose
any changes to refuse collection fees.
Current
Garbage Collection $11.80
Curbside Recycling per Unit $4.10
425
Refuse charges for services fund nearly 100% of refuse collection operations. General use
permits and interest on investments comprise less than 1% of Refuse Collection estimated
revenue. FY16 revenue is estimated at 1.3% higher than FY15 estimated revenue.
Expenditures:
The FY16 adopted budget represents a 2.7% increase from FY15 estimated expenditures. The
increase is predominantly from increases in landfill charges and the cost to implement a
commingled recycling program. Capital outlay costs include the purchase of refuse carts and
lids and total only 1% of the operating budget.
Appliance Collection $20.00
Bulky Item Pickup:
First item $12.50
Additional items $6.00
Yard Waste:
Per bag $1.25
Annual sticker $25.00
426
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 461,736$ 487,466$ 719,427$ 890,410$ 801,587$ 770,171$
Revenues:
Licenses And Permits
General Use Permits 4,150$ 5,500$ 6,325$ 5,500$ 6,325$ 6,325$
Use Of Money And Property
Interest Revenues 661 1,131 1,095 1,131 357 357
Charges For Fees And Services
Refuse Charges 2,953,846 2,936,096 3,050,189 3,009,096 3,050,190 3,100,190
Miscellaneous
Other Misc Revenue 29 2,309 150 2,255 150 150
Total Revenues 2,958,686$ 2,945,036$ 3,057,759$ 3,017,982$ 3,057,022$ 3,107,022$
Expenditures:
Refuse Administration 509,411$ 530,439$ 509,622$ 514,763$ 501,735$ 513,672$
Refuse Operations 1,266,536 1,268,670 1,208,826 1,286,089 1,296,257 1,329,543
Yard Waste Collection 338,974 276,988 326,884 303,344 340,582 349,033
Curbside Recycling Collection 633,688 658,437 688,554 728,641 765,233 785,301
White Goods/Bulky Collection 184,347 195,400 152,890 173,968 184,631 189,636
Sub-Total Expenditures 2,932,956 2,929,934 2,886,776 3,006,805 3,088,438 3,167,185
Transfers Out:
Capital Project Fund - 56,000 - 100,000 - 700,000
Sub-Total Transfers Out - 56,000 - 100,000 - 700,000
Total Expenditures & Transfers Out 2,932,956$ 2,985,934$ 2,886,776$ 3,106,805$ 3,088,438$ 3,867,185$
Fund Balance*, June 30 487,466$ 446,568$ 890,410$ 801,587$ 770,171$ 10,008$
Change in Accounting Method - 272,859 - - - -
Adjusted Fund Balance*, June 30 487,466 719,427 890,410 801,587 770,171 10,008
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 487,466$ 719,427$ 890,410$ 801,587$ 770,171$ 10,008$
% of Expenditures 17%24%31%26%25%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Refuse Collection (7400)
Fund Summary
427
REFUSE COLLECTION OPERATIONS
Iowa City’s refuse collection programs are designed to protect the health, safety and welfare of
our community by providing prompt and safe curbside collection of waste materials. Our
programs are designed around sustainable principles that promote recycling and ensure that
each specific category of waste is disposed of properly.
Refuse, Recycling, and Yard Waste Collection is administered by the Solid Waste staff within
the Streets Division. Crews provide curbside pickup of household waste, recycling, yard waste,
bulky items, and appliances to 15,331 households on a weekly basis in Iowa City. Services are
provided to residential properties ranging from one to four units. In addition, Solid Waste crews
provide elderly and handicap carryout service to residents whom document need. The Refuse
Collection budget is organized into five activities:
Refuse Collection Administration
Refuse Collection Administration personnel consists of a 0.33 FTE Streets/Solid Waste
Superintendent, an Assistant Superintendent, and a 0.33 FTE Streets/Solid Waste Clerk.
Administration oversees the operation of:
Refuse Collection Operations
The city is divided into 5 sectors for garbage pickup. Visit www.icgov.org or call (319)-
356-5180 for pickup schedules. Tipper carts have now been delivered to 14,750 Iowa
City residents, making the collection process safer and more efficient. The conversion to
tipper carts has been a 10 year process.
Yard Waste Collection
Yard waste such as grass, leaves and garden residue can be bagged in special Iowa
City yard waste bags imprinted with the City logo. The bags are available for purchase at
participating Iowa City grocery, hardware and general merchandise stores, and at the
City Hall Cashier (410 E. Washington St.). Residents may also purchase annual yard
waste stickers. This sticker is to be placed on a container no larger than 35 gallons that
residents supply. These stickers are effective beginning April 1 and are valid for one
year.
Curbside Recycling Collection
A recycling container is provided for each single-family residence and each multiple unit
dwelling of 4 units or fewer.
White Goods/Bulky Items
Customers may call the Solid Waste Division (319) 356-5180 to schedule special item
collection; additional fees apply. Items available for pickup include furniture, electronics,
appliances, and tires. Usable furniture in good condition may also be donated to Habitat
for Humanity’s Furniture Project, which provides good, used furniture to households in
need while diverting material from the landfill.
428
HIGHLIGHTS
In fiscal year 2014 Refuse Collection handled:
• 9,160 tons of refuse
• 1,629 tons of yard waste
• 1,496 tons of recycling
• 2,251 bulk items from the curbside
• 197 appliances from the curbside
• 209 electronics from the curbside
• 15,331 households serviced weekly
Recent Accomplishments:
• The City replaced its last rear load
refuse truck with a fourth fully
automated truck.
• The City added a small side-load one-
man truck to assist collection in smaller
confined neighborhoods. The vehicle
will allow for implementation of a pilot
project to evaluate comingling of
recyclables.
• Implement recycling pilot program for
multifamily complexes/condos larger
than a fourplex.
Upcoming Challenges:
• Acquire additional refuse carts for repairs
and new customers.
• Continue planning for transferring refuse
operations from current location to new
public works facility location.
• Address staffing requirements as City
grows and additional customers come on-
line.
• Examine opportunities to move towards
single stream collection.
• Research opportunities to reduce yard
waste collection costs.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 19.35 19.35 17.85
Staffing Level Change Summary:
The Senior Clerk/Typist position was eliminated in fiscal year 2016 after becoming vacant in
fiscal year 2015. Half of this position was charged to the Streets Operations and half to
Refuse Collection. These duties are currently being filled by temporary staff.
A Maintenance Work II position was eliminated in the fiscal year 2016 budget following a
retirement. In lieu of replacing the position, the garbage truck which required two men was
replaced with a one-man truck.
429
Service Level Change Summary:
In the curbside recycling activity, $15,000 was added to conduct a commingled recycling
pilot program.
Financial Highlights:
In fiscal year 2015, $100,000 was transferred to the capital improvement program for the
construction of a new washout facility at the new public works facility location. In fiscal year
2017, it is projected that $700,000 will be transferred towards relocating the Refuse Collection
shops to the
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing & Healthy
Neighborhoods
Department Goal: Provide sustainable and cost-effective services for
residents that divert material from the landfill.
Department Objective: Continue to provide exceptional curbside recycling, yard
waste, appliance, and electronic waste collection services
to Iowa City residents.
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014
Residential Refuse
Collection Accounts 14,960 15,030 15,177 15,331
Refuse Tonnages 8,969 8,935 8,956.29 9,160.18
Recycling Tonnages 1,471 1,528 1,541.65 1,495.54
Yard W aste Tonnages 1,730 1,638 1,433.38 1,629.29
430
White Goods – Scheduled Pickups
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Continue the collection of illegally dumped material on City
property and rights of way.
Department Objective: Maintain clean and safe neighborhoods.
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014
Bulk Items 2,414 2,382 2,323 2,251
Appliances 245 243 193 197
Electronics 191 203 292 209
Tires 20 10 11 21
White Goods Route
Total Tonnages 258.76 280.91 253.65 254.17
FY 2011 FY 2012 FY 2013 FY 2014
Bulk items 34 53 43 38
Appliances 10 9 4 0
Electronics 10 9 13 11
Tires 38 14 6 5
Deer 10 20 27 22
431
Strategic Plan Goal: A Strong Urban Core
Department Goal: Continue the collection of illegally dumped material in the
Central Business District alleys.
Department Objective: Maintain a clean and safe environment for a vibrant
downtown.
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014
Bulk items 53 63 76 77
Appliances 9 12 10 4
Electronics 12 6 6 11
Tires 9 0 0 0
432
City of Iowa City
Activity: Refuse Administration (740110)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 661$ 1,131$ 1,095$ 1,131$ 357$ 357$
Charges For Fees And Services
Refuse Charges 175 200 275 200 275 275
Miscellaneous
Other Misc Revenue - - 74 - 74 74
Total Revenues 836$ 1,331$ 1,444$ 1,331$ 706$ 706$
Expenditures:
Personnel 213,718$ 213,723$ 203,577$ 226,812$ 190,239$ 195,946$
Services 294,933 315,872 302,958 285,341 309,887 316,085
Supplies 760 844 3,087 2,610 1,609 1,641
Capital Outlay - - - - - -
Total Expenditures 509,411$ 530,439$ 509,622$ 514,763$ 501,735$ 513,672$
Personnel Services - FTE 2012 2013 2014 2015 2016
Asst Supt Streets/Solid Waste 1.00 1.00 1.00 1.00 1.00
Clerk/Typist - Solid Waste 1.00 1.00 1.00 1.00 0.50
Supt Streets/Solid Waste 0.35 0.35 0.35 0.35 0.35
Total Personnel 2.35 2.35 2.35 2.35 1.85
Activity Summary
433
City of Iowa City
Activity: Refuse Operations (740120)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
General Use Permits 4,150$ 5,500$ 6,325$ 5,500$ 6,325$ 6,325$
Charges For Fees And Services
Refuse Charges 2,023,519 2,047,890 2,090,029 2,120,890 2,090,030 2,140,030
Miscellaneous
Other Misc Revenue 29 2,266 - 2,255 - -
Total Revenues 2,027,698$ 2,055,656$ 2,096,354$ 2,128,645$ 2,096,355$ 2,146,355$
Expenditures:
Personnel 487,832$ 473,964$ 448,650$ 507,345$ 428,713$ 441,574$
Services 710,962 698,053 728,471 725,900 824,087 840,569
Supplies 6,497 5,838 7,735 7,844 12,157 12,400
Capital Outlay 61,245 90,815 23,970 45,000 31,300 35,000
Total Expenditures 1,266,536$ 1,268,670$ 1,208,826$ 1,286,089$ 1,296,257$ 1,329,543$
Personnel Services - FTE 2012 2013 2014 2015 2016
M.W. I - Refuse 4.00 4.00 3.00 2.00 2.00
M.W. II - Refuse 4.00 4.00 4.00 4.00 3.00
M. W. III - Refuse - - 1.00 1.00 1.00
Total Personnel 8.00 8.00 8.00 7.00 6.00
Capital Outlay 2015 2016
Refuse carts and lids 32,500$ 31,300$
Forklift (1/2 split with Streets Division)12,500 -
Total Capital Outlay 45,000$ 31,300$
Activity Summary
434
City of Iowa City
Activity: Yard Waste Collection (740130)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 130,124$ 115,036$ 166,924$ 115,036$ 166,924$ 166,924$
Total Revenues 130,124$ 115,036$ 166,924$ 115,036$ 166,924$ 166,924$
Expenditures:
Personnel 233,672$ 153,907$ 159,250$ 157,025$ 163,907$ 168,824$
Services 75,065 105,623 132,921 110,090 136,850 139,587
Supplies 30,237 17,458 34,713 36,229 39,825 40,622
Capital Outlay - - - - - -
Total Expenditures 338,974$ 276,988$ 326,884$ 303,344$ 340,582$ 349,033$
Personnel Services - FTE 2012 2013 2014 2015 2016
M.W. I - Refuse 2.00 2.00 1.00 2.00 2.00
M.W. II - Refuse 1.00 1.00 - - -
M. W. III - Refuse 1.00 1.00 - - -
Total Personnel 4.00 4.00 1.00 2.00 2.00
Activity: Curbside Recycling Collection (740140)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 771,445$ 751,391$ 765,814$ 751,391$ 765,814$ 765,814$
Miscellaneous
Other Misc Revenue - 43 - - - -
Total Revenues 771,445$ 751,434$ 765,814$ 751,391$ 765,814$ 765,814$
Expenditures:
Personnel 401,583$ 421,717$ 430,224$ 469,045$ 476,302$ 490,591$
Services 232,105 236,620 246,990 243,442 272,631 278,084
Supplies - 100 11,340 16,154 16,300 16,626
Capital Outlay - - - -
Total Expenditures 633,688$ 658,437$ 688,554$ 728,641$ 765,233$ 785,301$
Personnel Services - FTE 2012 2013 2014 2015 2016
M.W. II - Refuse 5.00 5.00 6.00 6.00 6.00
Total Personnel 5.00 5.00 6.00 6.00 6.00
Activity Summary
Activity Summary
435
City of Iowa City
Activity: White Goods/Bulky Collection (740150)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 28,583$ 21,579$ 27,147$ 21,579$ 27,147$ 27,147$
Miscellaneous
Other Misc Revenue - - 76 - 76 76
Total Revenues 28,583$ 21,579$ 27,223$ 21,579$ 27,223$ 27,223$
Expenditures:
Personnel 129,978$ 142,120$ 101,377$ 118,586$ 131,266$ 135,204$
Services 54,369 53,280 51,513 55,382 53,365 54,432
Supplies - - - - - -
Capital Outlay - - - - - -
Total Expenditures 184,347$ 195,400$ 152,890$ 173,968$ 184,631$ 189,636$
Personnel Services - FTE 2012 2013 2014 2015 2016
M.W. I - Refuse 1.00 1.00 2.00 2.00 2.00
Total Personnel 1.00 1.00 2.00 2.00 2.00
Activity Summary
436
LANDFILL FUND
The Landfill enterprise fund accounts for the business-like operations of the City’s municipal
landfill and recycling operations. The Landfill fund is primarily supported user fees.
The Landfill fund’s total fund balance on June 30, 2014 was $24.26 million, a 1.43% decrease
from the FY13 year-end fund balance. Of the $24.26 million, $13.7 million was restricted in use
per Iowa State code for site closure, post closure, and environmental protection costs and
reserved for landfill cell replacement. The fund balance decrease was primarily due to the
transfer of funds to the capital improvement program. Also in FY13, an adjustment was made
for the conversion from the cash basis method of accounting to the modified accrual basis. This
resulted in an adjustment of fund balance upward by $652,943. The increase was primarily due
to the insurance recovery receivable pertaining to the landfill fire in 2012.
(1) FY14 and FY15 figures are estimates; FY12 are cash basis
FY14 unassigned fund balance of $1,841,714 is a $1,982,987 increase over the FY13
unassigned fund balance, which was negative. This change was a result of a reconfiguration
and recalculation of the replacement and closure reserves. In FY15, the unassigned fund
balance is estimated to decrease $601,088 or 32.6%. This decrease is primarily due to a
transfer to the capital improvement program.
The Landfill maintains a reserve for the cell replacement. Previously, a flat amount was
transferred to the cell replacement reserve annually. Through Engineering, a cost analysis was
completed based on the new cell construction to calculate a per-ton cost to open new cells
during FY14. Based on the Landfill’s tipping rates, we were able to transfer $4.00 per ton to the
replacement reserve. Based upon the cell replacement cost figures, we would need $7.79 per
ton to properly fund the cell replacement reserves. A Landfill tipping fee increase is budgeted in
437
FY16 of $4.00 per ton. $2.00 per ton is budgeted to go to the cell replacement reserve fund,
and the remaining $2.00 per ton will be used to help fund operations (including the East Side
Recycling Center), capital outlay, and capital improvements. The Landfill budget for FY16
currently does not include any capital outlay expenditures or capital improvements.
The City also maintains separate reserves as required by State law. Iowa State law requires
landfill fund balance restrictions as follows:
Financial Assurance for Closure and Post-Closure: The State of Iowa requires that the
owner/operator of a landfill set aside funds to provide for the costs associated with closing
the landfill and ongoing maintenance of the closed landfill site. The City is mandated to
provide for the future costs associated with closing the landfill in a manner that satisfies
State environmental and safety requirements, including minimizing infiltration and erosion;
and sufficient to provide for the costs related to post-closure requirements.
Solid Waste Surcharge Reserve: Landfill operators are also required to retain a portion of
user fees for environmental protection, waste reduction, and recycling programs. The Solid
Waste Surcharge Reserve in the Landfill fund balance is reserved for these uses and is not
accessible for other City projects.
The Landfill will have estimated restricted fund balances of $14.28 million at the end of FY16 in
accordance with State laws.
The Landfill fund has several outstanding inter-fund loans. Over the past two years, the Landfill
has called most of its inter-fund loans due to the fire event in the FY09 cell. The following loans
are expected to remain outstanding at the end of fiscal year 2015:
Loan Acquis.
Date Loan Amount
Final
Payment
Principal
Outstanding As
of 6/30/15
Total
Payment Principal Interest
Transit Fund:
Transit - Court Street Daycare 6/30/2005 400,000$ 2016 29,651$ 29,975$ 29,651$ 324$
Parking Fund:
2009F Revenue Bond Defeasance 11/1/2014 2,495,350$ 2024 2,350,969$ 289,143 $ 221,437$ 67,706
$
Total inter-fund loans 2,895,350$ 2,380,620$ 319,118 $ 251,088$ 68,030$
438
The Landfill is primarily supported by user fees. The major fees charged are summarized as
follows:
Current Budgeted
Iowa City residents: $38.50 per ton $42.50 per ton
Non-Iowa City residents: $43.50 per ton $47.50 per ton
($3 for load less than 160 lbs.; approx. $0.50 for each 20 lb. increment over 160)
FY15 Rates
Iowa City Community Compost (per ton) $20
Iowa City Community Compost (minimum) $2
Wood chip mulch (per ton) $10
Wood chip mulch (minimum)
$2
TV or monitor (<18”, includes peripherals) $10
TV or monitor (≥ 18”, includes peripherals) $15
Bulk electronic waste (with no TV or
monitor) $2 per item
There is a budgeted tipping fee increase in FY16 of $4.00 per ton for both Iowa City and non-
Iowa City residents. This is expected to generate additional revenue of approximately $480,000
per year.
Revenue:
Landfill charges of $5,269,970 and Refuse
charges of $392,531 comprise
approximately 97% of the landfill’s revenue.
Total revenues are estimated to increase by
9.3% from FY15 to FY16 due to the
budgeted tipping fee increase.
Expenditures:
FY16 budgeted expenditures represent a
.6% decrease from the FY15 amended
budget. This decrease is primarily due to
land acquisition that took place in FY15.
The Landfill fund FY16 budget does not
include any capital outlays or transfers for
capital improvements.
439
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 24,169,947$ 22,343,555$ 24,616,339$ 24,265,434$ 22,412,058$ 24,058,430$
Revenues:
Use Of Money And Property
Interest Revenues 170,245$ 114,833$ 49,537$ 119,484$ 69,207$ 61,963$
Rents 40,711 25,311 50,245 50,118 50,245 50,245
Intergovernmental
Other State Grants 10,425 (210,815) 12,242 - - -
Charges For Fees And Services
Refuse Charges 433,607 383,760 392,531 383,760 392,531 392,531
Landfill Charges 4,778,585 4,733,705 4,967,453 4,733,705 5,269,970 5,269,970
Miscellaneous
Contrib & Donations 250 400 713 - - -
Misc Merchandise 23,105 19,376 20,219 19,376 20,219 20,219
Other Misc Revenue 25,059 29,133 35,541 30,210 31,092 31,092
Other Financial Sources
Sale Of Assets 6,660 - - - - -
Sub-Total Revenues 5,488,647 5,095,703 5,528,481 5,336,653 5,833,264 5,826,020
Transfer In:
Interfund Loans 1,410,603 2,795,347 235,836 712,686 251,088 228,357
Misc Transfers In - - 6,421,324 747,087 825,327 825,327
Sub-Total Transfers In 1,410,603 2,795,347 6,657,160 1,459,773 1,076,415 1,053,684
Total Revenues & Transfers In 6,899,250$ 7,891,050$ 12,185,641$ 6,796,427$ 6,909,679$ 6,879,704$
Expenditures:
Landfill Administration 739,412$ 647,597$ 736,362$ 664,752$ 810,504$ 828,917$
Landfill Operations 3,483,600 3,402,742 3,486,272 3,588,235 3,532,583 3,614,900
Landfill Replacement Reserves - - - 370,000 - -
Solid Waste Surcharge Reserve 87,800 92,546 91,666 99,379 94,893 97,387
Sub-Total Expenditures 4,310,812 4,142,885 4,314,300 4,722,366 4,437,980 4,541,203
Transfers Out:
Capital Project Funding 3,532,608 2,128,324 1,800,922 685,000 - -
Misc Transfers Out - - 6,421,324 747,087 825,327 825,327
Interfund Loan 882,222 - - 2,495,350 - -
Sub-Total Transfers Out 4,414,830 2,128,324 8,222,246 3,927,437 825,327 825,327
Total Expenditures & Transfers Out 8,725,642$ 6,271,209$ 12,536,546$ 8,649,803$ 5,263,307$ 5,366,530$
Fund Balance*, June 30 22,343,555$ 23,963,396$ 24,265,434$ 22,412,058$ 24,058,430$ 25,571,603$
Change in Accounting Method - 652,943 - - - -
Adjusted Fund Balance*, June 30 22,343,555 24,616,339 24,265,434 22,412,058 24,058,430 25,571,603
Restricted / Committed /Assigned 15,560,790 24,757,612 22,423,720 21,171,432 22,399,923 23,595,947
Unassigned Balance 6,782,765$ (141,273)$ 1,841,714$ 1,240,626$ 1,658,506$ 1,975,657$
% of Expenditures 78%-2%15%14%32%37%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Landfill (7500 - 7504)
Fund Summary
440
LANDFILL OPERATIONS
The Iowa City Landfill and Recycling Center is committed to providing environmentally and
fiscally responsible solid waste, composting, and recycling facilities while working towards
significantly reducing reliance on the Landfill. The Landfill will operate in accordance with all
rules and regulations of the U.S. Environmental Protection Agency and the Iowa Department of
Natural Resources.
The Iowa City Landfill and Recycling Center is managed by the Wastewater Division. The
Landfill serves Johnson County, Kalona and Riverside. Trash is landfilled according to stringent
federal and state regulations to ensure that environmental protection is in place.
The Iowa Waste Reduction and Recycling Act was legislated in 1989 and banned several items
from Iowa landfills, including yard waste, tires, lead acid batteries, appliances, and oil. This
initiated recycling programs for these items that are still in place today. The Landfill’s budget is
organized into five activities:
Landfill Administration
Landfill Administration personnel consists of 0.50 FTE Wastewater/Landfill
Superintendent, 1.0 FTE Assistant Superintendent, and 0.50 FTE Senior Clerk.
Administration oversees the operation of:
Landfill Operations
The landfill takes in about 115,000 tons of trash and collects hundreds of groundwater
and stormwater samples to evaluate environmental compliance annually. The landfill
has been at its current location at 3900 Hebl Avenue since 1971. In total, the landfill is
about 400 acres in size; about half which contains buried trash. Remaining land is used
as a buffer for surrounding properties and wetlands.
The Eastside Recycling Center was completed in FY2012 and is located at 2401 Scott
Boulevard. Facilities include an environmental education building, bulk water and
concrete washout stations, and drop-off areas for waste oil and electronic items. The
complex also provides space for the Furniture Project and Salvage Barn.
In an effort to meet the State of Iowa's waste reduction goals, Iowa City has
implemented garbage and recycling programs to encourage waste reduction. These
programs are designed to promote recycling and re-use of materials rather than disposal
of these materials into the City's landfill.
Landfill Assurance Reserves for Closure and Post-Closure
Assurance Reserves account for state-mandated set-asides for costs associated with
closing the landfill and ongoing maintenance of the closed landfill site in accordance with
Iowa Department of Natural Resources environmental requirements.
441
Solid Waste Surcharge Reserve
This activity accounts for the portion of user fees required by state law to be set aside for
environmental protection, waste reduction, and recycling programs.
HIGHLIGHTS
Iowa City Community Compost is produced from local yard waste and food waste. The
annual production of nearly 4000 tons is often “sold out”.
The household hazardous waste facility accepts material from 3,000 households and small
businesses annually, diverting around 60,000 pounds of hazardous waste from the landfill.
Landfill recycling programs continue to expand:
o Three drop-off sites collect about 700 tons of materials annually.
o Rummage in the Ramp diverts about 25 tons of waste each year, supporting around 30
local non-profit groups with the proceeds.
o The electronic waste recycling program has been expanded to the East Side Recycling
Center.
Recent Accomplishments:
The landfill was accepted as a DNR
Environmental Management System,
setting goals for continuous progress in
designated environmental program
areas.
The landfill completed construction of a
shingle recycling area that will be
running as of spring 2015.
Construction was completed on the
reconstruction of the cell that was
destroyed by fire in 2012 and insurance
settlement was finalized.
Eco Iowa City has been established as
an integrated solid waste public
education program.
Upcoming Challenges:
To develop a recycling program for
multi-family residences.
Drawing public and private
organizations toward the adoption and
implementation of sustainability as a
guiding principle for community wide
activities.
Implementation of a landfill gas to heat
system for landfill buildings.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 16.50 16.50 15.50
442
Staffing Level Change Summary:
During fiscal year 2015, the Sustainability Coordinator position was transferred to the General
Fund under a new activity called Sustainability Services that is in the Neighborhood &
Development Services department. This new activity has been included with other
administrative functions to be charged back to the various Enterprise Funds that receive
services from this position including the Landfill Fund.
Service Level Change Summary:
The Sustainability Services activities were moved to the General Fund under the Neighborhood
& Development Services department.
Financial Highlights:
There is no capital outlay or capital improvement expenditures budgeted in fiscal year 2016.
The fund does include a $4.00 per ton increase in its tipping fees for fiscal year 2016.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Provide innovative and cost-effective services for residents
that divert material from the landfill
Department Objective: Provide residents with convenient and efficient recycling
opportunities
Performance Measures:
Tons of Solid Waste Landfilled
Organics (Food Waste) Tons Diverted to Composting
FY 2011 FY 2012 FY 2013 FY 2014
116,954 111,790 112,104 115,642
FY 2011 FY 2012 FY 2013 FY 2014
59 192 246 484
443
Recycling Drop Site Tons Collected
Amount (%) of All Solid Waste Recycled
FY 2011 FY 2012 FY 2013 FY 2014
569 661 762 723
FY 2011 FY 2012 FY 2013 FY 2014
8.2% 13.6% 12.2% 14.0%
444
City of Iowa City
Activity: Landfill Administration (750110)Fund: Landfill (7500)
Division: Landfill (750100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 16,640$ 35,949$ 13,202$ 35,949$ -$ -$
Miscellaneous
Other Misc Revenue 665 509 - 509 - -
Other Financial Sources
Sale of Assets 6,660 - - - - -
Total Revenues 23,965$ 36,458$ 13,202$ 36,458$ -$ -$
Expenditures:
Personnel 177,081$ 184,193$ 164,977$ 201,007$ 220,296$ 226,905$
Services 560,520 462,615 570,789 462,803 589,306 601,092
Supplies 1,811 789 596 942 902 920
Capital Outlay - - - - - -
Total Expenditures 739,412$ 647,597$ 736,362$ 664,752$ 810,504$ 828,917$
Personnel Services - FTE 2012 2013 2014 2015 2016
Assist Supt - Landfill 1.00 1.00 1.00 1.00 1.00
Sr Clerk/Typist - Wastewater 0.50 0.50 0.50 0.50 0.50
Wastewater Superintendent 0.50 0.50 0.50 0.50 0.50
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
445
City of Iowa City
Activity: Landfill Operations (750120)Fund: Landfill (7500)
Division: Landfill (750100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 9,870$ 25,973$ 1,177$ 1,166$ 1,177$ 1,177$
Rents 40,711 25,311 50,245 50,118 50,245 50,245
Intergovernmental
Other State Grants 10,425 (210,815) 12,242 - - -
Charges For Fees And Services
Refuse Charges 433,607 383,760 392,531 383,760 392,531 392,531
Landfill Charges 3,793,814 3,753,129 4,788,513 4,563,407 5,091,030 5,091,030
Miscellaneous
Contrib & Donations 250 400 713 - - -
Misc Merchandise 23,105 19,376 20,219 19,376 20,219 20,219
Other Misc Revenue 24,394 28,624 35,541 29,701 31,092 31,092
Total Revenues 4,336,176$ 4,025,758$ 5,301,181$ 5,047,528$ 5,586,294$ 5,586,294$
Expenditures:
Personnel 983,076$ 1,001,389$ 1,088,149$ 1,083,624$ 1,166,518$ 1,201,514$
Services 2,300,910 2,224,688 2,192,243 2,144,397 2,214,924 2,259,222
Supplies 160,735 96,481 179,799 156,342 151,141 154,164
Capital Outlay 38,879 80,184 26,081 203,872 - -
Total Expenditures 3,483,600$ 3,402,742$ 3,486,272$ 3,588,235$ 3,532,583$ 3,614,900$
Personnel Services - FTE 2012 2013 2014 2015 2016
Environmental Coord/Landfill 1.00 1.00 1.00 - -
Landfill Operator 6.00 6.00 5.00 5.00 5.00
M.W. I - Landfill 1.00 1.00 - - -
M.W. II - Eastside Recycling - - 1.00 1.00 1.00
M.W. III - Landfill 2.00 2.00 2.00 2.00 2.00
Recycle Clerk - Landfill 1.00 1.00 1.00 1.00 1.00
Recycling Coordinator 0.25 0.25 0.25 0.25 0.25
Scalehouse Operator 1.50 1.50 1.50 1.50 1.50
Sr. Engineer 1.00 1.00 1.00 1.00 1.00
Sr. M.W. - Landfill 1.00 1.00 1.00 1.00 1.00
Total Personnel 14.75 14.75 13.75 12.75 12.75
Capital Outlay 2015 2016
Contracted Improvements 173,872$ -$
Landscaping 5,000 -
Monitoring Instruments 10,000 -
Roll off containers 15,000 -
Total Capital Outlay 203,872$ -$
Activity Summary
446
City of Iowa City
Activity: Landfill Replacement Reserve (750910)Fund: Landfill (7501)
Division: Landfill (750100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues 143,735$ 52,911$ 35,158$ 82,369$ 68,030$ 60,786$
Other Financial Sources
Transfer In from Landfill Operations 500,000 500,000 463,289 448,028 707,423 707,423
Interfund Loans 732,507 2,795,347 235,836 712,686 251,088 228,357
Total Revenues & Transfers In 1,376,242$ 3,348,258$ 734,283$ 1,243,084$ 1,026,541$ 996,566$
Expenditures:
Capital Outlay -$ -$ -$ 370,000$ -$ -$
Total Expenditures -$ -$ -$ 370,000$ -$ -$
Transfers Out:
Capital Project Fund -$ -$ 300,000$ -$ -$ -$
InterFund Loan - Disbursed to Other Funds 882,222 1,823,926 - 2,495,350 - -
Total Transfers Out 882,222$ 1,823,926$ 300,000$ 2,495,350$ -$ -$
Activity: Solid Waste Surcharge Reserve (750220)Fund: Landfill (7502)
Division: Landfill (750100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Landfill Charges 176,213$ 170,298$ 178,940$ 170,298$ 178,940$ 178,940$
Total Revenues 176,213$ 170,298$ 178,940$ 170,298$ 178,940$ 178,940$
Expenditures:
Personnel 53,036$ 54,328$ 56,333$ 62,981$ 59,569$ 61,356$
Services 34,482 38,218 35,324 36,398 35,324 36,030
Supplies 282 - 9 - - -
Total Expenditures 87,800$ 92,546$ 91,666$ 99,379$ 94,893$ 97,387$
Personnel Services - FTE 2012 2013 2014 2015 2016
Recycling Coordinator 0.75 0.75 0.75 0.75 0.75
Total Personnel 0.75 0.75 0.75 0.75 0.75
Activity Summary
Activity Summary
447
City of Iowa City
Activity: Landfill Assurance Closing Reserves (750220)Fund: Landfill (7503/4)
Division: Landfill (750100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Other Financial Sources
Transfer In from Landfill Operations 808,558$ 810,278$ 2,551,272$ 299,059$ 117,904$ 117,904$
Total Revenues 808,558$ 810,278$ 2,551,272$ 299,059$ 117,904$ 117,904$
Transfers Out:
Landfill Operations -$ -$ 5,406,721$ -$ -$ -$
Total Expenditures -$ -$ 5,406,721$ -$ -$ -$
Activity Summary
448
AIRPORT FUND
The Airport fund accounts for the operations of the municipal airport operations. The Airport is
managed as a business-like operation, however, is subsidized by the City’s General fund.
The Airport fund’s fund balance on June 30, 2014 was $430,344, a 44.2% increase over the
FY2013 year-end fund balance. The increase in fund balance was primarily the result of the
sale of lots in the Airport North Commerce Park. An adjustment was made in FY13 for the
change from cash basis accounting to modified accrual basis of accounting. This resulted in a
decrease in fund balance of $14,399 primarily due to contracts and accounts payable.
In FY15, fund balance is estimated to increase to $631,782 or 46.8% and is then projected to
remain flat in FY16. The FY15 increase in fund balance is also anticipated from the continued
sale of Commerce Park lots. It is anticipated that all of the Airport commercial lots will be sold
prior to the end of FY15.
.
(1) FY15 and FY16 figures are estimates; FY12 is cash basis
The Airport retains $100,000 of fund balance that is assigned for capital projects at the airport.
At June 30, 2015, the Airport fund is expected to have repaid all of its outstanding inter-fund
loans with the Landfill fund. A summary of the anticipated internal loan activity is as follows:
Loan RATE
Final
Payment
Principal
Outstanding
As of
6/30/14
Total
Payment Principal Interest
Principal
Outstanding
As of
6/30/15
UI Hangar #3436-560300 4.00% 2030
$338,798.84
$348,821.27
$338,798.84
$10,022.43 $ 0.00
F: Corp. Hangar #37330 4.00% 2034
$340,346.08
$347,848.31
$340,346.08
$7,502.23 $ 0.00
Total due Landfill
$679,144.92
$696,669.58
$679,144.92
$17,524.66 $ 0.00
449
Revenue:
For FY16, 92% of Airport fund revenue is provided through rentals of airport property. In
addition to the revenue presented in the chart below, the general fund will provide a subsidy to
the Airport in FY16. General fund property tax subsidy for operations has been reduced to
$21,929 in FY16, a reduction of 67.9% from FY15. A transfer of $100,000 was added from the
General Fund to the Airport Fund in FY16 to fund the Airport’s capital improvement program.
This transfer was added in lieu of using General Obligation bonds to fund Airport capital
improvements. The Airport’s self-generated revenues have been very stable and consistent.
Expenditures:
In the FY16 adopted budget, operating expenditures decrease from the FY15 budget by 3.4% to
$346,072. This increase reflects a decrease in loan interest expense and a reduction in its
capital outlay from $40,000 to $33,500. Capital outlay is budgeted for unspecified capital
improvements at the airport facilities.
450
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 580,651$ 676,370$ 298,497$ 430,344$ 631,782$ 617,739$
Revenues:
Use Of Money And Property
Interest Revenues 1,314$ 1,236$ (578)$ 1,314$ -$ -$
Rents 282,023 289,305 300,491 295,647 298,000 298,000
Royalties & Commiss 24,248 24,696 27,049 25,130 26,100 26,100
Miscellaneous
Contrib & Donations - - 28,410 - - -
Other Misc Revenue 3,156 110 - - - -
Other Financial Sources
Sale Of Assets 400,747 336,936 212,505 799,393 - -
Sub-Total Revenues 711,488 652,283 567,877 1,121,484 324,100 324,100
Transfers In:
Transfer In from General Fund - Subsidy 100,000 100,000 72,342 68,415 121,929 125,450
Sub-Total Transfers In 100,000 100,000 72,342 68,415 121,929 125,450
Total Revenues & Other Financing Sources 811,488$ 752,283$ 640,219$ 1,189,899$ 446,029$ 449,550$
Expenditures:
Airport Operations 330,776$ 321,256$ 363,552$ 358,380$ 346,072$ 349,550$
Sub-Total Expenditures 330,776 321,256 363,552 358,380 346,072 349,550
Transfers Out:
Capital Project Fund 49,594 503,369 (35,693) 117,955 114,000 165,490
Operating Subsidy - General Fund 11,517 11,892 - - - -
InterFund Loan Repay Principal - Landfill 323,882 279,240 180,513 512,126 - -
Sub-Total Transfers Out 384,993 794,501 144,820 630,081 114,000 165,490
Total Expenditures & Transfers Out 715,769$ 1,115,757$ 508,372$ 988,461$ 460,072$ 515,040$
Fund Balance*, June 30 676,370$ 312,896$ 430,344$ 631,782$ 617,739$ 552,249$
Change in Accounting Method - (14,399) - - - -
Adjusted Fund Balance*, June 30 676,370 298,497 430,344 631,782 617,739 552,249
Restricted / Committed /Assigned 8,687 100,000 100,000 100,000 100,000 100,000
Unassigned Balance 667,683$ 198,497$ 330,344$ 531,782$ 517,739$ 452,249$
% of Expenditures 93%18%65%54%113%88%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Airport (7600)
Fund Summary
451
AIRPORT OPERATIONS
The Iowa City Municipal Airport, through the direction of the Airport Commission, will provide a
safe, cost-effective general aviation airport that creates and enriches economic, educational,
health care, cultural, and recreational opportunities for the greater Iowa City area.
The Iowa City Airport Commission is a five member commission of Iowa City residents.
The Airport Commission duties are as follows: To exercise all the powers granted to cities and
towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. To annually
certify the amount of taxes within the limitations of the Statutes of the State of Iowa to be levied
for airport purposes. All funds derived from taxation or otherwise for airport purposes shall be
under the full and absolute control of the Airport Commission, deposited with the City Treasurer,
and disbursed only on the written warrants or order of the Airport Commission.
HIGHLIGHTS
The Iowa City Municipal Airport has secured over $21.7 million in outside grant funding for
improvement projects since 2007
The University of Iowa Center for Computer Aided Design continued to conduct research at
their Operator Performance Laboratory at the Airport
The Airport hosted Fly Iowa 2014, a statewide aviation event, and the annual SERTOMA fly-
in/drive-in pancake breakfast and car show
The Iowa Department of Transportation estimates that the Airport has an economic impact
of over $11 million on the Iowa City area annually
Recent Accomplishments:
Completed acquisition of Ruppert
property with FAA assistance.
Construction of parallel taxiway
(phase 2) paving and.
Replacement of Terminal Building
and Building D roofs.
Upcoming Challenges:
Maintenance of the Airports aging
buildings.
Improve public outreach by hosting
more events and activities at the
Airport.
To continue to market and sell lots at
Airport Commercial Business Park.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 1.0 1.0 1.0
452
Staffing Level Change Summary:
No staffing changes are planned for fiscal year 2016.
Service Level Change Summary:
No major service level changes are planned for fiscal year 2016.
Financial Highlights:
The Airport has completed the sale of its final remaining commercial lots during fiscal year 2015.
This has allowed the Airport to pay off all its outstanding loans to the Landfill Fund. The Airport
has no inter-fund loan payments scheduled in fiscal year 2016.
The General Fund subsidy to the Airport increased to $121,929 in fiscal year 2016. The
General Fund had pledged $100,000 per year by Council resolution for Airport capital projects,
and this was done previously through GO Bond funding. Starting in 2016, the transfer
represents $21,929 for the operating subsidy and $100,000 for capital projects. This will
eliminate GO Bond funding for Airport projects, and the Airport will fund its own capital
improvement program. Fiscal year 2016 includes an $114,000 transfer to the Capital Project
Funds for airfield pavement rehabilitation and a hangar door replacement.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Develop and maintain adequate funding mechanisms for
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:
Revenue Generated through Airport Land Sales
Outstanding Loan Balance
FY 2011 FY 2012 FY 2013 FY 2014
$376,500 $400,000 $336,936 $212,505
FY 2011 FY 2012 FY 2013 FY 2014
$1,462,780 $1,138,898 $859,658 $679,145
453
Inter-Fund Loan Repayments
Note: 70% of land sale revenue is directed to inter-fund loan repayments
Hangar Rental Revenue
Strategic Plan Goal: Strategic Economic Development Activities
Department Goal: Increase the usefulness of the Airport for economic
development.
Department Objective: On an annual basis, track the number of flights by type
Allow for privately funded hangar construction
Performance Measures:
Fuel Flowage, as a Proxy for Airport Activity
Based Aircraft (Number of Aircraft Based at IOW)
FY 2011 FY 2012 FY 2013 FY 2014
Principal $42,317 $323,882 $279,240 $180,513
Interest $59,442 $57,877 $39,464 $32,834
FY 2011 FY 2012 FY 2013 FY 2014
$235,283 $238,266 $243,658 $250,383
FY 2011 FY 2012 FY 2013 FY 2014
Jet Fuel Sold 111,426 153,525 165,644 202,307
Av Gas Sold 67,799 70,989 63,339 74,097
Total Gallons Sold 179,225 224,514 228,983 276,404
FY 2011 FY 2012 FY 2013 FY 2014
84 84 85 85
454
City of Iowa City
Activity: Airport Operations (850110)Fund: Airport (7600)
Division: Airport Operations (850100)Department: Airport
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 1,314$ 1,236$ (578)$ 1,314$ -$ -$
Rents 282,023 289,305 300,491 295,647 298,000 298,000
Royalties & Commiss 24,248 24,696 27,049 25,130 26,100 26,100
Miscellaneous
Contrib & Donations - - 28,410 - - -
Other Misc Revenue 3,156 110 - - - -
Other Financial Sources
Sale Of Assets 400,747 336,936 212,505 799,393 - -
Transfers In:
Transfer In from General Fund - Subsidy 100,000 100,000 72,342 68,415 121,929 -
Total Revenues & Transfers In 811,488$ 752,283$ 640,219$ 1,189,899$ 446,029$ 324,100$
Expenditures:
Personnel 47,181$ 64,264$ 68,450$ 70,179$ 72,625$ 74,804$
Services 242,040 232,752 286,166 243,607 235,601 240,313
Supplies 7,718 5,342 4,221 4,594 4,346 4,433
Capital Outlay 33,837 18,898 4,715 40,000 33,500 30,000
Total Expenditures 330,776$ 321,256$ 363,552$ 358,380$ 346,072$ 349,550$
Personnel Services - FTE 2012 2013 2014 2015 2016
Airport Operations Specialist 0.75 1.00 1.00 1.00 1.00
M.W. I - Airport 1.00 - - - -
Total Personnel 1.75 1.00 1.00 1.00 1.00
Capital Outlay 2015 2016
Life Cycle Rehabilitation 40,000$ 33,500$
Total Capital Outlay 40,000$ 33,500$
Activity Summary
455
STORM WATER MANAGEMENT FUND
The Storm Water Management enterprise fund accounts for the activities of the City’s storm
water utility. The Storm Water Management fund’s fund balance on June 30, 2014 was
$1,342,320 a 73.63% increase from the previous year. In FY13, the ending fund balance was
adjusted upward by $77,172 for the change in accounting method from cash basis to modified
accrual basis. This increase primarily represents storm water fees receivable at year end.
FY15 fund balance is estimated to increase 33.25% over the previous year to $1,788,688. This
is due to increases in the storm water utility fees. FY16 projected fund balance represents an
8.11% decrease over the FY15 estimated year-end balance at $1,643,602. This is primarily due
to a $500,000 transfer to the Capital Projects Fund.
(1) FY15 and FY16 figures are estimates; FY12 is cash basis
Revenue:
Nearly 100% of the Storm Water fund’s operations are funded through storm water utility
charges. Interest on investments and miscellaneous revenue comprise less than 1% of Storm
Water revenue.
Annual utility rate increases were recommended for FY12-FY14. In FY14, the Equivalent
Residential Unit (ERU) increased from $3.00/month to $3.50/month. No rate increases are
planned for FY16 or FY17.
456
Expenditures:
FY16 adopted expenditures represent an 11.3% increase from FY15 estimated expenditures.
The increase is primarily attributed to increases in intra-city chargebacks and other service
expenditures. FY16 capital outlay includes $240,000 for storm sewer maintenance projects.
50% of a new Project Support Assistant was added to the Storm Water budget in fiscal year
2015. This position is split between the Storm Water, Water, and Wastewater funds.
457
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 664,830$ 742,906$ 773,102$ 1,342,320$ 1,788,688$ 1,643,602$
Revenues:
Use Of Money And Property
Interest Revenues 1,231$ 1,919$ 2,300$ 1,919$ 834$ 834$
Intergovernmental
Disaster Assistance - - 254 - - -
Other State Grants - - 3,542 - - -
Charges For Fees And Services
Building & Devlpmt - - 10,704 - - -
Storm Water Charges 785,450 969,936 1,082,733 1,200,000 1,140,000 1,140,000
Miscellaneous
Printed Materials - - 25 240 - -
Other Misc Revenue 629 514 144 162 144 144
Total Revenues 787,310$ 972,369$ 1,099,702$ 1,202,321$ 1,140,978$ 1,140,978$
Expenditures:
Storm Water Operations 605,146$ 695,405$ 482,255$ 705,953$ 786,064$ 859,741$
Sub-Total Expenditures 605,146 695,405 482,255 705,953 786,064 859,741
Transfers Out:
Capital Project Fund 104,088 323,940 48,229 50,000 500,000 700,000
Sub-Total Transfers Out 104,088 323,940 48,229 50,000 500,000 700,000
Total Expenditures & Transfers Out 709,234$ 1,019,345$ 530,484$ 755,953$ 1,286,064$ 1,559,741$
Fund Balance*, June 30 742,906$ 695,930$ 1,342,320$ 1,788,688$ 1,643,602$ 1,224,839$
Change in Accounting Method - 77,172 - - - -
Adjusted Fund Balance*, June 30 742,906 773,102 1,342,320 1,788,688 1,643,602 1,224,839
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 742,906$ 773,102$ 1,342,320$ 1,788,688$ 1,643,602$ 1,224,839$
% of Expenditures 105%76%253%237%128%79%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Storm Water Management (7700)
Fund Summary
458
STORM WATER MANAGEMENT OPERATIONS
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
Volunteers logged 4,439 hours of service to clean up the City’s watersheds, waterways,
wetlands, prairies, and other natural spaces in 2013.
Volunteers had an opportunity to participate in 34 events in 2013.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 2.10 2.60 2.60
Staffing Level Change Summary:
50% of a Project Support Assistant position in Storm Water operations was added in fiscal year
2015.
459
Service Level Change Summary:
There are no service level changes for fiscal year 2016
Financial Highlights:
The Storm Water fund includes a transfer of $500,000 to the Capital Project Funds in fiscal year
2016 for design of the Normandy Drive and Stevens Drive storm sewer improvements and for
the Idyllwild Storm Water Drainage diversion project.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic
Development Activities
Department Goal: Continue the investment and reinvestment in Best
Management Practices.
Department Objective: Provide plan review and inspection of Best Management
Practices for stormwater quality improvements.
Performance Measures:
Stormwater Quality BMP – Grant Applications
Creek Maintenance – Grant Applications
FY 2011 FY 2012 FY 2013 FY 2014
Number Funded 11 10 13 7
Amount $25,000 $48,000 $36,000 $51,431
FY 2011 FY 2012 FY 2013 FY 2014
Number Funded 7 7 4 2
Amount $53,000 $50,000 $20,000 $12,069
460
Strategic Plan Goal: Healthy Neighborhoods & Enhanced Communication and
Marketing
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
* amount is calculated using FEMA’s Volunteer Rate of $16.25/hour
** amount is calculated using FEMA’s 2013 Volunteer Rate of 17.55/hour
CY 2010 CY 2011 CY 2012 CY 2013
Events 15 15 31 34
Volunteers 410 435 1,171 1,341
Volunteer Hours 1,422 1,868 3,300 4,439
Value $23,108* $30,355* $53,625* $77,904**
461
City of Iowa City
Activity: Storm Water Operations (770110)Fund: Storm Water Management (7700)
Division: Storm Water (770100)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 1,231$ 1,919$ 2,300$ 1,919$ 834$ 834$
Intergovernmental
Disaster Assistance - - 254 - - -
Other State Grants - - 3,542 - - -
Charges For Fees And Services
Building & Devlpmt - - 10,704 - - -
Storm Water Charges 785,450 969,936 1,082,733 1,200,000 1,140,000 1,140,000
Miscellaneous
Printed Materials - - 25 240 - -
Other Misc Revenue 629 514 144 162 144 144
Total Revenues 787,310$ 972,369$ 1,099,702$ 1,202,321$ 1,140,978$ 1,140,978$
Expenditures:
Personnel 208,503$ 198,736$ 149,359$ 257,102$ 275,621$ 283,890$
Services 256,999 198,578 244,600 206,588 267,925 273,284
Supplies 2,118 2,559 2,092 2,263 2,518 2,568
Capital Outlay 137,526 295,532 86,204 240,000 240,000 300,000
Total Expenditures 605,146$ 695,405$ 482,255$ 705,953$ 786,064$ 859,741$
Personnel Services - FTE 2012 2013 2014 2015 2016
M.W. III - Wastewater Collection 0.20 0.20 0.20 0.20 0.20
Mw II - Wastewater Treatment Plant 0.30 0.30 0.30 0.30 0.30
Public Info/Ed Coord - Public Works 0.50 0.50 0.50 0.50 0.50
Sr. Engineer 1.00 1.00 1.00 1.00 1.00
Sr. M.W. - Wastewater Collection 0.10 0.10 0.10 0.10 0.10
Project Support Assistant - - - 0.50 0.50
Total Personnel 2.10 2.10 2.10 2.60 2.60
Capital Outlay 2015 2016
Storm Sewer Maintenance 200,000$ 240,000$
Sump Pump Discharge Tiles 40,000 -
Total Capital Outlay 240,000$ 240,000$
Activity Summary
462
CABLE TELEVISION FUND
The Cable Television enterprise fund accounts for the City’s cable television administration
and the City’s media production unit. The fund’s activities are primarily supported by City
franchise fees collected by the City’s primary cable television operator, Mediacom. The
fund also accounts for the equipment replacement activities of the media production unit.
The Cable Television fund’s total fund balance on June 30, 2014 was just over $1.56
million, an 11.5% or $206,633 decrease over the previous year.
FY15 year-end total fund balance is estimated to be a 4.28% or $66,748 decrease over
FY14. In FY13, an adjustment was made to convert from the cash basis accounting
method to the modified accrual basis method. This change resulted in an upward
adjustment in fund balance of $56,487 primarily due to franchise fees that were
receivable at year end. The FY14 revised budget included a transfer to the capital
projects fund for the City Council chambers video camera and remodel project of
$180,000. In FY16 projected balance is expected to decrease to $0 due to the transfer
of the Cable Television fund activities to the General Fund.
(1) FY15 figures are estimates; FY12 is cash basis; FY16 activities moved to the General Fund
The Cable Television Fund estimated equipment reserve fund balance and unassigned
fund balance totaling $1,491,974 will be transferred to the General Fund at the start of
FY16.
463
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 1,507,873$ 1,597,031$ 1,765,355$ 1,558,722$ 1,491,974$ -$
Revenues:
Licenses And Permits
Franchise Fees 820,285$ 821,183$ 773,019$ 679,174$ -$ -$
Use Of Money And Property
Interest Revenues 3,101 5,357 2,719 5,357 - -
Miscellaneous
Other Misc Revenue 131 3,048 170 3,049 - -
Other Financial Sources
Sale Of Assets 332 49 - - - -
Sub-Total Revenues 823,849 829,637 775,908 687,580 - -
Transfers In:
Transfer Into Equip Reserve from Oper.25,000 11,500 25,000 25,000 - -
Misc Transfers In - - - - - -
Sub-Total Transfers In 25,000 11,500 25,000 25,000 - -
Total Revenues & Transfers In 848,849$ 841,137$ 800,908$ 712,580$ -$ -$
Expenditures:
Cable Administration 679,691$ 662,800$ 747,541$ 699,328$ -$ -$
Cable Reserves - - - - - -
Sub-Total Expenditures 679,691 662,800 747,541 699,328 - -
Transfers Out:
Capital Projects Fund - - 180,000 - - -
Operating Subsidy - General Fund 55,000 55,000 55,000 55,000 - -
Transfers Out - to General Fund - - - - 1,491,974 -
Misc Transfers Out - to Equip Reserve 25,000 11,500 25,000 25,000 - -
Sub-Total Transfers Out 80,000 66,500 260,000 80,000 1,491,974 -
Total Expenditures & Transfers Out 759,691$ 729,300$ 1,007,541$ 779,328$ 1,491,974$ -$
Fund Balance*, June 30 1,597,031$ 1,708,868$ 1,558,722$ 1,491,974$ -$ -$
Change in Accounting Method - 56,487 - - - -
Adjusted Fund Balance*, June 30 1,597,031 1,765,355 1,558,722 1,491,974 - -
Restricted / Committed /Assigned 229,759 243,524 152,604 177,604 - -
Unassigned Balance 1,367,272$ 1,521,831$ 1,406,118$ 1,314,370$ -$ -$
% of Expenditures 180%209%140%169%0%0%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Cable Television (7800 - 7801)
Fund Summary
464
CABLE TELEVISION OPERATIONS
The mission of Iowa City Cable Television is to inform and educate the Iowa City community
about the civic and public activities, issues, and political events of local governments and
community organizations; to recommend to the City Council through its Commission policies
related to the regulation, development, and operation of cable television, broadband, and
interactive systems in Iowa City; to support cable television subscribers in resolution of
problems with service providers; to provide general audio/visual support to City departments
and to facilitate and support other local cable channels in their efforts to provide news,
information, and entertainment to the Iowa City community.
The division’s budget is organized into two activities, Administration and Reserves.
Cable TV 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.
465
HIGHLIGHTS
Recent Accomplishments:
In April 2014, the Cable TV office received an award for an entry in a regional video competition
sponsored by the Midwest Region of the Alliance for Community Media and Wisconsin
Community Media. A program featuring the annual bike/bus/car race from Coralville to Iowa
City, involving local elected officials, won first prize in its category. The program also won “Best
in Show” among government-produced programs.
In October 2014, the Cable TV office submitted a public service announcement (PSA) for
consideration in a national competition sponsored by the National Association of
Telecommunications Officials and Advisors. The PSA highlighted the City’s ICgovXpress
mobile app and received a third-place award.
Upcoming Challenges:
As visual media consumption takes on new forms, it will be essential that consideration be given
to new ways of packaging and distributing important City and community information to local
residents. This will include the continued development of video programming formats that are in
line with growing trends, such as mobile viewing and integration with social media.
In fiscal year 2016, the Cable Television operations have merged into the Communications
Office. The accounting for these operations and the cable television reserve can now be found
in the General Fund.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 6.63 5.63 0.00
Staffing Level Change Summary:
In fiscal year 2015 budget, the Cable TV Administrator was eliminated due to the termination of
the cable franchise agreement with Mediacom and a subsequent expected 20% decline in
revenue.
In the fiscal year 2016 budget, the Government Programmer – Cable position has been
eliminated. With this position elimination, the Clerical Assistant position will be moved to .50
FTE from .75 FTE and the Special Projects Assistant will become 1.00 FTE from .75 FTE.
All of the Cable Television operations are now part of the Communications Office and can be
found there in the General Fund budget.
466
City of Iowa City
Activity: Cable Administration (210510)Fund: Cable Television (7800)
Division: Communications Office Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Franchise Fees 820,285$ 821,183$ 773,019$ 679,174$ -$ -$
Use Of Money And Property
Interest Revenues 3,101 5,357 2,719 5,357 - -
Miscellaneous
Other Misc Revenue 131 3,048 170 3,049 - -
Other Financial Sources
Sale Of Assets 332 49 - - - -
Total Revenues 823,849$ 829,637$ 775,908$ 687,580$ -$ -$
Expenditures:
Personnel 511,644$ 517,279$ 502,960$ 432,730$ -$ -$
Services 157,368 136,382 238,577 253,775 - -
Supplies 10,679 9,139 6,004 12,823 - -
Total Expenditures 679,691$ 662,800$ 747,541$ 699,328$ -$ -$
Personnel Services - FTE 2012 2013 2014 2015 2016
Cable Production Coordinator 1.00 - - - -
Cable T.V. Administrator 1.00 1.00 1.00 - -
Clerical Assistant - Cable T.V. 0.75 0.75 0.75 0.75 -
Communications Tech - Cable 1.00 1.00 1.00 1.00 -
Community Programmer 1.00 1.00 - - -
Custodian - Govt Bldgs 0.13 0.13 0.13 - -
Government Programmer - Cable - 1.00 1.00 1.00 -
Media Production Service Coordinator - - 1.00 1.00 -
Production Asst - Cable T.V. 1.00 1.00 1.00 1.00 -
Special Projects Asst - Cable 0.75 0.75 0.75 0.75 -
Total Personnel 6.63 6.63 6.63 5.50 -
Activity: Cable Reserves (210520)Fund: Cable Television (7800)
Division: Communications Office Department: City Manager
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues -$ -$ -$ -$ -$ -$
Transfers In:
Transfer-In from Cable Operations 25,000 11,500 25,000 25,000 - -
Total Transfers In 25,000$ 11,500$ 25,000$ 25,000$ -$ -$
Activity Summary
Activity Summary
467
HOUSING AUTHORITY FUND
The Housing Authority enterprise fund accounts for the public housing programs operated by
the Iowa City Housing Authority (ICHA) including the rental assistance programs and the City-
owned public housing units. These programs are primarily funded through Federal funds from
the U.S. Department of Housing and Urban Development (HUD).
The Housing Authority fund’s total fund balance on June 30, 2014 was approximately $5.6
million, a decrease of $509,345 or 8.33% from the FY13 year-end fund balance. The decrease
in FY14 was due to a one-time transfer to the City’s UniverCity program of $170,000 and a
reduction in the Federal housing administration funding. Two voucher program positions were
laid off during FY14 due to sequestration cuts to the Housing Voucher program administration
revenues. At the end of FY14, an estimated $2.83 million in fund balance will be restricted for
Housing Authority operations; subsidy payments to landlords; maintenance and development of
Public Housing units; and, development of affordable homeownership opportunities. Restricted
fund balance does not reflect further limitations and restrictions on the use of housing funds
placed by HUD that exists on the unassigned fund balance. Fund balance history is as follows:
(1) FY15 and FY16 are estimates; FY12 is cash basis.
FY15 revised year-end fund balance is expected to remain steady with a .09% or $5,258
increase over the FY14 estimated balance. FY16 projected fund balance is expected to
increase by 8.41% to $6.08 million due to an anticipated increase in federal funding that was
part of a one-year congressional deal.
At the end FY13, an adjustment converting the accounting method from cash basis to modified
accrual basis is presented. This adjustment was a decrease in fund balance of $331,983 in
FY13 primarily due to accounts and contracts payable.
468
Revenues:
HUD allocations account for approximately 96% of ICHA revenue. ICHA is projected to receive
$7.76 million in federal funding through HUD in FY16. This is a 9.3% increase from FY15
projections.
Expenditures:
FY16 adopted budget expenditures represent a 2.6% increase over FY15 estimated
expenditures. This increase is primarily due to an increase in estimated Housing Voucher
program expenditures.
87% of the Housing fund budget is to provide services to citizens.
469
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 7,282,481$ 6,793,632$ 6,115,885$ 5,606,540$ 5,611,798$ 6,083,951$
Revenues:
Use Of Money And Property
Interest Revenues 16,492$ 23,025$ 11,169$ 23,025$ 4,680$ 4,680$
Rents 208,255 203,286 212,816 203,286 213,333 213,333
Royalties & Commissions 20,545 28,516 26,487 28,516 30,509 30,509
Intergovernmental
Fed Intergovnt Rev 6,765,226 6,985,739 6,720,374 7,101,264 7,759,721 7,759,721
Local 28E Agreements 1,350 - - - - -
Miscellaneous
Other Misc Revenue 91,733 16,338 20,648 16,338 20,648 20,648
Other Financial Sources
Loan Repayments 20,016 83,002 41,173 21,408 26,349 26,349
Sale Of Assets 211,658 980 285,500 - - -
Sub-Total Revenues 7,335,275 7,340,886 7,318,167 7,393,837 8,055,240 8,055,240
Misc Transfers In 37,747 4,787 1,158 - - -
Sub-Total Transfers In 37,747 4,787 1,158 - - -
Total Revenues & Transfers In 7,373,022$ 7,345,673$ 7,319,325$ 7,393,837$ 8,055,240$ 8,055,240$
Expenditures:
Voucher Program 7,287,896$ 7,055,349$ 6,891,723$ 6,676,165$ 7,052,696$ 7,201,120$
Public Housing Program 530,975 589,352 722,958 667,677 485,207 496,813
Sub-Total Expenditures 7,818,871 7,644,701 7,614,681 7,343,842 7,537,903 7,697,933
Transfers Out:
Capital Project Fund - 3,736 - - - -
Operating Subsidy - PILOT Gen Fund 18,000 18,000 18,414 18,727 18,914 19,292
Misc Transfers Out - Director Reimb 25,000 25,000 25,575 26,010 26,270 26,795
General Fund - UniverCity program - - 170,000 - - -
Sub-Total Transfers Out 43,000 46,736 213,989 44,737 45,184 46,087
Total Expenditures & Transfers Out 7,861,871$ 7,691,437$ 7,828,670$ 7,388,579$ 7,583,087$ 7,744,020$
Fund Balance*, June 30 6,793,632$ 6,447,868$ 5,606,540$ 5,611,798$ 6,083,951$ 6,395,171$
Change in Accounting Method - (331,983) - - - -
Adjusted Fund Balance*, June 30 6,793,632 6,115,885 5,606,540 5,611,798 6,083,951 6,395,171
Restricted / Committed /Assigned 3,155,215 2,811,904 2,830,484 2,854,395 2,885,424 2,916,453
Unassigned Balance 3,638,417$ 3,303,981$ 2,776,056$ 2,757,403$ 3,198,527$ 3,478,718$
% of Expenditures 46%43%35%37%42%45%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Housing Authority (7900 - 7922)
Fund Summary
470
HOUSING AUTHORITY OPERATIONS
To improve quality of life, the Iowa City Housing Authority acts as a community leader for
affordable housing, family self-sufficiency, and homeownership opportunities. We provide
information and education, housing assistance, and public and private partnership opportunities.
The Housing Authority is in the Neighborhood and Development Services Department and was
established in 1969 to administer housing assistance programs throughout its jurisdiction,
including all of Johnson County, Iowa County and portions of Washington County. Annually, the
Housing Authority assists approximately 1,350 low-income families to acquire and maintain
affordable housing through rental and ownership programs. Rental assistance includes the
Housing Choice Voucher/Section 8 (HCV), Public Housing, and Veterans’ Supportive Housing
(VASH) Programs. Homeownership opportunities exist under the Affordable Dream
Homeownership Program (ADHOP), and the HCV Homeownership Program. Participation in all
programs requires the families meet federally established income guidelines.
The Housing Authority’s budget is organized into three activities: Administration, Voucher
Programs, and Public Housing. The division also manages Peninsula Apartments; a description
of this activity may be found in the Special Revenue Fund section of this document.
Housing Authority Administration
Housing Authority Administration personnel manage all of the housing programs. These
expenditures are fully allocated to the Voucher and Public Housing programs.
Voucher Programs
The Housing Authority works with over 400 owners/ landlords and administers 1272
HCV and VASH vouchers. These Owners/landlords receive approximately $6
million/year in rental subsidy paid on behalf of Housing Authority participants.
Public Housing
The City of Iowa City owns 81 public housing units; the Housing Authority serves as the
landlord and rents these units to eligible tenants. They are low-density units scattered
throughout Iowa City and were constructed to conform and blend into the existing
neighborhood architecture.
HIGHLIGHTS
The Housing Choice Voucher Program paid approximately $6 million in Housing Assistance
Payments to landlords/owners of rental properties in Johnson County in Calendar Year
FY2014.
The Housing Authority paid over $280,000 to private sector Iowa City contractors for the
capital improvement, general maintenance, and repair of Public Housing properties in
FY2014
Since 1998, 161 families have moved to homeownership with assistance from the Housing
Authority.
471
Recent Accomplishments:
Received an additional 7 VASH
vouchers in CY2014.
In CY2014, maintained a 98% lease-up
rate for the HCV and VASH programs;
98% for Public Housing.
Applied for, and received, a higher
administrative fee rate for the HCV
program. This resulted in earning
approximately $218,722 in additional
administrative fees.
Maintained a 100% lease-up rate for the
Peninsula Apartments.
Upcoming Challenges:
Reductions in Federal HUD budget.
Dispelling damaging myths regarding
Housing Authority programs and
participants
Maintain lease-up rates of at least 98%
for the HCV, VASH, and Public Housing
programs in spite of staff reductions due
to budget cuts.
Continue efforts to ensure program
integrity by monitoring landlord/tenant
compliance with program
responsibilities.
Continue to support homeownership
opportunities.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 12.19 10.19 10.19
Staffing Level Change Summary:
There are no staff changes in the Housing Authority; however, the Housing Authority is now a
division of the newly created Neighborhood & Development Services Department.
Service Level Change Summary:
There are no service level changes for fiscal year 2016.
Financial Highlights:
The increase in service expenditures in the Voucher Program is primarily due to an increase in
projected landlord rent expenditures.
The decrease in service expenditures in the Public Housing Program is due to the budget timing
of the HUD capital funding grants and their availability.
472
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Assist low income families in bridging the economic gap
through building assets, improving employment
opportunities, and transitioning from renters of units to
owners of homes.
Department Objective: The Family Self-Sufficiency (FSS) Program: Promote
self-sufficiency and asset development by providing
supportive services to participants to increase their
employability, to increase the number of employed
participants, and to encourage increased savings through
an escrow savings program.
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013
Total Participants 134 135 139 156
% of Participants with
Escrow Accounts 73% 69% 64% 73%
% of Participants with
Reduced or Eliminated
Family Investment
Program Cash Assistance
15% 16% 27% 20%
% of Participants with
Increased Income versus
Prior Year
43% 27% 41% 61%
FSS Graduates 11 16 23 25
473
Strategic Plan Goal: Healthy Neighborhoods
Department Goal: Maintain a scattered sites Public Housing program.
Department Objective: Affordable Rental Housing: Provide affordable, decent
and safe rental housing for eligible low-income families,
elderly persons, and persons with disabilities.
Performance Measures:
Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic
Development Activities
Department Goal: Increase affordable housing choices for low-income
families, the elderly, and persons with disabilities in private
market rental units.
Provide homeownership opportunities through the HCV
homeownership program.
Department Objective: Affordable Rental Housing: Pay rental subsidies directly
to private market landlords on behalf of eligible families.
Provide mortgage assistance payments to lenders on
behalf of eligible families.
FY 2011 FY 2012 FY 2013 FY 2014
Actual Occupancy Rate
for Fiscal Year
(Goal – 95%)
95% 95% 98% 97%
CY 2010 CY 2011 CY 2012 CY 2013
% of All Emergency W ork
Orders Completed within
24 hours
(Goal – 100%)
100% 100% 100% 100%
Average Number of
Calendar Days of All Non-
Emergency W ork Orders
(Goal – < 25 days)
2.7 days 2.3 days 1.9 days 1.6 days
474
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013
HCVP Homeownership
Vouchers $122,713 $124,288 $108,029 $103,583
HCVP Non-Elderly
Disabled Vouchers
Not Reported
Separately
Not Reported
Separately $340,446 $340,728
HCVP Portable Vouchers $356,874 $193,943 $198,815 $260,207
VASH Vouchers $93,562 $115,605 $141,878 $147,750
All Other HCVP Vouchers $5,199,386 $5,327,627 $5,381,083 $4,815,043
Total Voucher Utilization
(# of vouchers leased on
the first day of the month)
97% 96% 102% 94%
Total Voucher Utilization
(# of vouchers leased on
the last day of the month)
98% 97% 103% 97%
475
City of Iowa City
Activity: Housing Authority Voucher (490200)Fund: Housing Authority (7910)
Division: Housing Authority Voucher (490200)Department: Housing Authority
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 3,959$ 1,870$ (900)$ 1,870$ -$ -$
Royalties & Commiss 20,273 28,251 26,184 28,251 26,184 26,184
Intergovernmental
Fed Intergovnt Rev 6,479,324 6,676,733 6,300,282 6,760,451 7,450,423 7,450,423
Local 28E Agreements 1,350 - - - - -
Miscellaneous
Other Misc Revenue 78,431 11,865 9,567 11,865 9,567 9,567
Transfers In:
Misc Transfers In 37,747 4,787 1,158 - - -
Total Revenues & Transfers In 6,621,084$ 6,723,506$ 6,336,291$ 6,802,437$ 7,486,174$ 7,486,174$
Expenditures:
Personnel 878,048$ 868,160$ 796,665$ 693,047$ 737,003$ 759,113$
Services 6,401,600 6,181,562 6,090,434 5,978,386 6,291,805 6,417,641
Supplies 8,248 5,627 4,624 4,732 23,888 24,366
Capital Outlay - - - - - -
Total Expenditures 7,287,896$ 7,055,349$ 6,891,723$ 6,676,165$ 7,052,696$ 7,201,120$
Personnel Services - FTE 2012 2013 2014 2015 2016
Building Inspector - - 0.71 0.50 0.50
F.S.S. Program Coordinator 0.95 0.95 0.95 0.50 0.50
Housing Administrator 0.95 0.95 0.95 0.78 0.78
Housing Assistant 1.19 1.19 1.19 0.24 0.24
Housing Inspector 0.71 0.71 - - -
Housing Office Manager 0.95 0.95 0.95 0.96 0.96
Housing Program Assistant 5.75 5.75 4.75 3.84 3.84
Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50
Section 8 Coord 0.95 0.88 0.89 0.94 0.94
Total Personnel 11.95 11.88 10.89 8.26 8.26
Activity Summary
476
City of Iowa City
Activity: Housing Authority Public Housing (490300)Fund: Housing Authority (792*)
Division: Housing Authority Public Housing (490300)Department: Housing Authority
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 12,533$ 21,155$ 12,069$ 21,155$ 4,680$ 4,680$
Rents 208,255 203,286 212,816 203,286 213,333 213,333
Royalties & Commissions 272 265 303 265 4,325 4,325
Intergovernmental
Fed Intergovnt Rev 285,902 309,006 420,092 340,813 309,298 309,298
Miscellaneous
Other Misc Revenue 13,302 4,473 11,081 4,473 11,081 11,081
Other Financial Sources
Loans 20,016 83,002 41,173 21,408 26,349 26,349
Sale Of Assets 211,658 980 285,500 - - -
Total Revenues 751,938$ 622,167$ 983,034$ 591,400$ 569,066$ 569,066$
Expenditures:
Personnel 100,960$ 109,240$ 181,185$ 195,439$ 190,169$ 195,874$
Services 409,231 441,729 434,233 462,841 287,694 293,448
Supplies 5,372 8,092 8,394 9,397 7,344 7,491
Capital Outlay 15,412 30,291 99,146 - - -
Total Expenditures 530,975$ 589,352$ 722,958$ 667,677$ 485,207$ 496,813$
Personnel Services - FTE 2012 2013 2014 2015 2016
Building Inspector 0.29 0.29 0.29 0.50 0.50
F.S.S. Program Coordinator 0.05 0.05 0.05 0.50 0.50
Housing Administrator 0.05 0.05 0.05 0.22 0.22
Housing Assistant 0.06 0.06 0.06 0.01 0.01
Housing Office Manager 0.05 0.05 0.05 0.04 0.04
Housing Program Assistant 0.25 0.25 0.25 0.16 0.16
Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50
Section 8 Coord 0.05 0.05 0.05 - -
Total Personnel 1.30 1.30 1.30 1.93 1.93
Activity Summary
477
478
CAPITAL PROJECT FUNDS
Fund Summary
Summary by Division
Summary by Funding Source Project Summary by Name
Unfunded Projects
F
Y
2
0
1
6
CAPITAL IMPROVEMENT PROJECTS FUND
The Capital Improvement Projects fund accounts for the collection and disbursement of
funds related to capital improvements or significant capital equipment.
Capital projects involve construction, purchase, or renovation of city facilities or property.
They are generally non-recurring major improvements to the City's physical plant which
necessitate long-term financing and are permanent in nature. The funding sources for
these projects are generally not from operating funds but are instead from bond
proceeds, grants, donations, or other one-time sources of income.
The City annually updates and issues a five-year capital improvement program (CIP).
This program is the planning guide for the City’s issuance of general obligation bonded
debt and for the construction and replacement of the City’s buildings and infrastructure.
The City’s total five-year for the 2015-2019 capital improvement program is
$156,892,011 utilizing funding sources of $155,577,761. The current portion of the CIP
is then adopted as part of the annual operating budget.
Changes to the 2015 capital improvement program are amended into the fiscal year
2015 operating budget, and the 2016 projected capital improvement program is certified
as part of the 2016 operating budget. The 2015 capital projects fund budget also
includes totals for the carry forward of prior year projects that must be re-appropriated
with the State. These amounts being carried forward are not included in the current five-
year CIP. The revised capital improvement program expenditures for fiscal year 2015
are $28,464,314 while the appropriated budget including project carry forwards is
$59,831,351.
Starting in FY15, the North Treatment Plant Removal project received a 20-year internal
loan from the Sewer Fund which is being repaid with a State of Iowa sales tax grant.
The Capital Project Funds total expenditures includes interest expense paid to the
Sewer fund of $166,598, $166,258, and $165,698 for year 2015, 2016, and 2017,
respectively. These amounts are also not reflected in the five-year capital improvement
program totals.
The capital improvement fund expenditures for fiscal year 2016 are $40,294,098
including $166,258 of interest expense to the Sewer Fund. The 2016 program is being
funded with sources totaling $48,841,141 plus the State sales tax grant funding of
$366,258 for a total budgeted revenues of $49,207,399. State sales tax revenues in
FY17 are expected to be $390,698.
Fund balance in the Capital Improvement Projects fund primarily represents unspent
bond proceeds. This fluctuates based on the timing of the issuance of the bonds and
the timing of the project expenditures. With the conversion from cash basis accounting
to modified accrual basis of accounting in fiscal year 2013, a conversion adjustment is
presented for a decrease in fund balance of $7,028,078. This adjustment primarily
represents unpaid contract progress payments and retainages. The estimated ending
fund balance for fiscal year 2016 is $16,190,138.
481
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 18,274,393$ 25,102,181$ 12,756,766$ 22,942,340$ 7,476,837$ 16,190,138$
Revenues:
Other City Taxes 270,249$ 288,045$ - - - -
Use Of Money And Property
Interest Revenues 22,991 3,038 50,966 - - -
Rents 15,694 28,467 26,877 - - -
Intergovernmental
Fed Intergovnt Rev 1,800,893 19,344,636 9,885,872 6,852,324 6,052,327 6,030,738
Disaster Assistance - 138,584 173,212 141,615 - -
Other State Grants 6,660,118 12,715,802 11,174,313 13,060,622 1,262,258 390,698
State 28E Agreements - - 158,484 - - 60,000
Local 28E Agreements 25,321 101,086 - - - -
Charges of Fees & Services
Development Fees - 56,942 66,299 - - -
Miscellaneous
Contrib & Donations 11,500 422,198 381,865 85,003 126,932 200,000
Printed Materials 4,440 5,310 735 - - -
Other Misc Revenue 495,508 39,448 63,348 - - -
Other Financial Sources
Sale Of Assets - 7,500 500,000 - - -
Insurance Recoveries 54,640 7,520 - - - -
Debt Sales 9,855,454 2,614,089 16,454,973 8,297,457 12,982,068 11,505,000
Internal Service (Non-Budgetary):
ITS Fund - - 83 100,000 100,000 100,000
Sub-Total Revenues 19,216,808 35,772,665 38,937,027 28,537,021 20,523,585 18,286,436
Transfers In:
Funds 6,645,703 9,142,201 1,331,465 5,167,623 22,953,314 2,565,365
Transfers-In from Enterprise Funds 6,082,529 10,670,820 7,507,624 10,671,580 5,730,500 5,610,490
Transfers-In from G.O. Bonds 5,722,976 19,638,960 55,354 - - -
Misc Transfers-In - 330,000 (37,524) - - 1,100,000
Internal Service (Non-Budgetary):
ITS Fund - - 297,921 189,624 - -
Sub-Total Transfers In 18,451,208 39,781,981 9,154,841 16,028,827 28,683,814 9,275,855
Total Revenues & Transfers In 37,668,016$ 75,554,646$ 48,091,868$ 44,565,848$ 49,207,399$ 27,562,291$
Expenditures:
Governmental:
General Government 406,363$ 840,951$ 2,222,593 1,845,475 50,000 50,000
Culture & Recreation 2,504,596 5,769,746 2,702,586 2,841,115 3,844,000 2,405,000
Community and Economic Dvlpmnt 1,537,540 3,139,390 572,355 400,000 400,000 700,000
Public Safety 839,266 1,857,913 281,073 3,746,273 700,000 810,000
Public Works 8,962,639 10,057,402 11,264,307 32,683,533 31,307,340 29,260,865
Enterprise:
Parking Operations 1,695,730 684,502 133,121 500,000 670,000 400,000
Public Transportation 28,227 854,571 101,286 652,607 50,000 -
Wastewater Treatment 3,176,289 31,529,955 11,565,366 11,388,137 816,258 665,698
Water Operations 530,697 2,202,669 179,652 2,683,906 1,346,500 1,145,000
Refuse Operations - - - - - 700,000
Landfill 3,495,411 705,470 1,133,663 1,533,926 - -
Storm Water 428,512 372,789 1,228,955 - 500,000 700,000
Airport 1,423,411 2,801,550 5,971,011 1,029,100 510,000 1,654,900
Internal Service (Non-Budgetary):
ITS Fund - - 60,266 527,279 100,000 100,000
Sub-Total Expenditures 25,028,681 60,816,908 37,416,234 59,831,351 40,294,098 38,591,463
Transfers Out:
Capital Project Fund 5,805,352 19,956,583 115,620 - - -
Misc Transfers Out 6,195 98,492 374,439 200,000 200,000 225,000
Sub-Total Transfers Out 5,811,547 20,055,075 490,059 200,000 200,000 225,000
Total Expenditures & Transfers Out 30,840,228$ 80,871,983$ 37,906,294$ 60,031,351$ 40,494,098$ 38,816,463$
Fund Balance*, June 30 25,102,181$ 19,784,844$ 22,942,340$ 7,476,837$ 16,190,138$ 4,935,966$
Change in Accounting Method - (7,028,078)
Adjusted Fund Balance*, June 30 25,102,181$ 12,756,766$ 22,942,340$ 7,476,837$ 16,190,138$ 4,935,966$
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Capital Project Funds
Fund Summary
482
Capital Improvement Plan 2015-2019
City of Iowa City, Iowa
Summary by Division
thru2015 2019
TotalCategory20152016201720182019
Airport 869,100 510,000 1,654,900 587,500 2,642,800 6,264,300
Development Services 741,299 400,000 700,000 579,462 400,000 2,820,761
Finance Administration 627,279 150,000 150,000 150,000 150,000 1,227,279
Fire 700,000 810,000 60,000 895,000 2,465,000
Landfill 685,000 685,000
Library 55,000 250,000 305,000
Parking Operations 500,000 670,000 400,000 300,000 200,000 2,070,000
Parks Maintenance 1,806,700 3,621,000 1,170,000 1,803,000 250,000 8,650,700
Public Works Administration 525,000 3,474,000 3,800,000 4,000,000 2,500,000 14,299,000
Recreation 850,000 168,000 985,000 225,000 50,000 2,278,000
Refuse Operations 700,000 700,000
Storm Water 50,000 500,000 700,000 1,250,000
Street Operations 12,087,536 27,833,340 25,460,865 5,221,365 7,990,365 78,593,471
Transit Operations 54,000 50,000 20,000,000 20,104,000
Wastewater Treatment 9,200,000 650,000 500,000 500,000 500,000 11,350,000
Water Operations 468,400 1,346,500 1,145,000 538,000 331,600 3,829,500
28,464,314 40,127,840 38,425,765 13,964,327 35,909,765 156,892,011TOTAL
Friday, December 12, 2014Produced Using the Plan-It Capital Planning Software
483
Airport, $6,264,300
Finance Administration,
$1,227,279
Fire, $2,465,000
Development Services,
$2,820,761
Landfill, $685,000
Library, $305,000
Parks Maintenance,
$8,650,700
Parking Operations,
$2,070,000
Transit Operations,
$20,104,000
Public Works Administration,
$14,299,000
Refuse Operations, $700,000 Recreation, $2,278,000
Storm Water, $1,250,000
Street Operations,
$78,593,471
Wastewater Treatment,
$11,350,000
Water Operations, $3,829,500
Capital Improvement Program
by Division
2015-2019
$156,892,011
484
Capital Improvement Plan 2015-2019
City of Iowa City, Iowa
PROJECTS BY DIVISION
2015 2019thru
Total20152016201720182019CategoryProject#Priority
Airport
A3430 1,654,9001,654,900Apron Reconstruction & Connecting Taxiway 1
A3442 561,400561,400Runway 12-30 Obstruction Mitigation & Part 77 1
A3443 337,500337,500Airport Equipment Shelter 1
A3448 267,700267,700Airport Perimeter Road 1
A3454 166,500166,500Airport Master Plan Update 1
A3459 74,00074,000North T-Hangar Electrical & LED Lighting 1
A3460 67,20067,200Fuel Storage System Rehabilitation 1
A3461 750,000250,000 250,000 250,000Airfield Pavement Rehabilitation 2
A3462 260,000260,000Hangar A Door Replacement 2
A3463 2,125,1002,125,100South Airport Site Development 5
6,264,300869,100 510,000 1,654,900 587,500 2,642,800Airport Total
Development Services
E4513 1,000,000200,000 200,000 200,000 200,000 200,000Riverfront Crossing Development 1
E4514 1,000,000200,000 200,000 200,000 200,000 200,000Towncrest Area Redevelopment 1
G4720 300,000300,000Permitting Software Upgrade 1
G4721 520,761341,299 179,462City Hall Remodel for NDS Integration 1
2,820,761741,299 400,000 700,000 579,462 400,000Development Services Total
Finance Administration
G4704 300,000100,000 50,000 50,000 50,000 50,000City Hall - Other Projects 2
I4721 500,000100,000 100,000 100,000 100,000 100,000Fiber Optic Infill Program 2
I4722 427,279427,279S. Wastewater Fiber Repair/Redundant Path 1
1,227,279627,279 150,000 150,000 150,000 150,000Finance Administration Total
Fire
Y4406 1,765,000810,000 60,000 895,000Fire Apparatus Replacement Program 1
Y4436 700,000700,000Fire/Police Storage Facility Relocation 2
2,465,000700,000 810,000 60,000 895,000Fire Total
Landfill
L3322 85,00085,000Hebl Road Improvements 2
L3324 300,000300,000Landfill Gas Collection System Flare Replacement 2
L3325 300,000300,000Landfill Household Hazardous Water Storage Unit 2
685,000685,000Landfill Total
Library
R4333 250,000250,000Library Bookmobile 1
R4334 55,00055,000Replace Library HVAC Controls 1
Tuesday, March 10, 2015Produced Using the Plan-It Capital Planning Software
485
Total20152016201720182019CategoryProject#Priority
305,00055,000 250,000Library Total
Parking Operations
T3004 1,800,000500,000 400,000 400,000 300,000 200,000Parking Facility Restoration Repair 2
T3009 270,000270,000Parking Facility & Enforcement Automation 3
2,070,000500,000 670,000 400,000 300,000 200,000Parking Operations Total
Parks Maintenance
P3978 100,000100,000Lower Muscatine Road Landscaping 4
P3979 100,000100,000S. Sycamore Landscaping - Langenberg to "L"4
P3980 100,000100,000S. Sycamore Landscape - Langenberg to Highway 6 4
R4130 487,00087,000 100,000 100,000 100,000 100,000Parks Annual Improvements/Maintenance 1
R4137 223,000223,000Frauenholtz-Miller Park Development 2
R4160 200,000200,000Iowa River Corridor Trail-Rocky Shore to Normandy 2
R4177 211,511211,511Lower City Park Emergency Access Road 1
R4185 1,500,000500,000 500,000 500,000Riverfront Crossings Riverbank/Park Development 2
R4186 214,855214,855Mercer Park Playground 2
R4189 375,00075,000 75,000 75,000 75,000 75,000Emerald Ash Borer Response Plan 1
R4190 73,33473,334Tower Court Park Renovation 2
R4191 50,00050,000Pheasant Hill Park Renovation 2
R4204 2,258,000150,000 2,108,000Iowa River Trail, Benton St - Sturgis Park 2
R4206 250,00050,000 50,000 50,000 50,000 50,000Intra-city Bike Trails 2
R4224 750,000250,000 250,000 250,000Hickory Hill Trail Redesign & Development 1
R4225 678,000678,000Highway 1 Sidewalk/Trail 3
R4226 125,00025,000 25,000 25,000 25,000 25,000Sustainable Roadway Vegetation Management Program 3
R4322 350,000350,000Willow Crk/Kiwanis Park Master Plans & Splash Pad 2
R4332 535,000240,000 170,000 125,000Upgrade Building BAS Controls 3
R4337 70,00070,000Tennis Court / Pickle Ball Court Resurfacing 2
8,650,7001,806,700 3,621,000 1,170,000 1,803,000 250,000Parks Maintenance Total
Public Works Administration
P3957 1,140,00040,000 1,100,000Vehicle Wash System at New Public Works Site 1
P3971 10,850,000350,000 2,000,000 2,000,000 4,000,000 2,500,000CBD Streetscape Project 2
P3973 700,000700,000Traffic Engineering Building 1
P3974 1,534,000100,000 1,434,000Riverside Drive Pedestrian Tunnel 2
P3977 75,00075,000Riverside Drive Streetscape Improvements 4
14,299,000525,000 3,474,000 3,800,000 4,000,000 2,500,000Public Works Administration Total
Recreation
R4187 175,000175,000City Park Cabin Restoration 2
R4188 65,00065,000City Park Pool Cabana Shelters 2
R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1
R4331 1,525,000750,000 775,000Elementary School Recreation Facility Partnership 2
R4335 53,00015,000 38,000Mercer Aquatic Center/Scanlon Gym Improvements 2
R4336 160,000160,000Recreation Center Lobby Remodel 2
R4338 50,00050,000Youth Sports Complex Feasibility Study 2
2,278,000865,000 153,000 985,000 225,000 50,000Recreation Total
Refuse Operations
K3972 700,000700,000Refuse Building 1
700,000700,000Refuse Operations Total
Tuesday, March 10, 2015Produced Using the Plan-It Capital Planning Software
486
Total20152016201720182019CategoryProject#Priority
Storm Water
M3629 375,00025,000 350,000Normandy Drive Storm Sewer Replacement 3
M3630 375,00025,000 350,000Stevens Drive Storm Sewer Improvements 3
P3976 500,00050,000 450,000Idyllwild Storm Water Drainage Diversion 3
1,250,00050,000 500,000 700,000Storm Water Total
Street Operations
E4517 600,000600,000Towncrest Drive reconstruction 4
S3806 500,000500,000Harrison Street Reconstruction 2
S3809 48,892,4333,594,958 22,426,975 22,870,500Iowa City Gateway Project (Dubuque St)1
S3814 750,000150,000 150,000 150,000 150,000 150,000Annual Traffic Signal Projects 3
S3816 125,00025,000 25,000 25,000 25,000 25,000Traffic Calming 3
S3821 125,00025,000 25,000 25,000 25,000 25,000Overwidth Paving - Sidewalks 3
S3822 300,000100,000 100,000 100,000Curb Ramps-ADA 2
S3823 100,00020,000 20,000 20,000 20,000 20,000Brick Street Repairs 2
S3824 4,579,060855,812 930,812 930,812 930,812 930,812Annual Pavement Rehabilitation 1
S3826 972,765194,553 194,553 194,553 194,553 194,553Underground Electrical Facilities 2
S3828 300,000100,000 100,000 100,000Sidewalk Infill Program 2
S3830 362,000181,000 181,000Alley Assessment 1
S3834 1,800,000100,000 1,700,000Burlington & Madison Intersection Improvements 3
S3839 2,700,000100,000 2,600,000Foster Rd Extension - Dubuque to Prairie Du Chien 2
S3840 1,138,3321,138,332Burlington & Clinton Intersection Improvements 2
S3843 100,00020,000 20,000 20,000 20,000 20,000Annual RR Crossings City Wide 2
S3849 800,000800,000Brick Street Reconstruction 2
S3854 6,650,000350,000 6,300,000American Legion Rd-Scott Blvd to Taft Ave 2
S3868 500,000500,000Mormon Trek - Right Turn at Benton & 3 Lane Conv 3
S3871 4,454,2222,519,222 1,935,0001st Ave / IAIS RR Crossing Grade Separation 1
S3910 250,00050,000 50,000 50,000 50,000 50,000Annual Bridge Maintenance & Repair 1
S3921 200,000100,000 100,000Interstate 80 Aesthetic Improvements 4
S3930 2,044,6592,044,659Dubuque St./I-80 Pedestrian Bridge 2
S3932 350,00050,000 75,000 75,000 75,000 75,000LED Streetlight Replacement 2
78,593,47112,087,536 27,833,340 25,460,865 5,221,365 7,990,365Street Operations Total
Transit Operations
T3055 20,000,00020,000,000Transit Facility Relocation 2
T3059 50,00050,000Transit Bus Shelter Replacement & Expansion 2
T3060 54,00054,000Transit Bus Camera Replacement 2
20,104,00054,000 50,000 20,000,000Transit Operations Total
Wastewater Treatment
V3101 2,500,000500,000 500,000 500,000 500,000 500,000Annual Sewer Main Replacement 2
V3141 1,400,0001,400,000Sludge Biosolid Dewatering Equip Replacement 2
V3142 6,000,0006,000,000North Wastewater Treatment Plant Demolition 2
V3143 1,150,0001,150,000Generator Relocation & Emissions Upgrade 1
V3144 300,000150,000 150,000Wastewater Clarifier Repairs 1
11,350,0009,200,000 650,000 500,000 500,000 500,000Wastewater Treatment Total
Water Operations
W3212 554,000554,000First Avenue (400-500 Block) Water Main Replace 2
W3213 295,50091,000 98,500 106,000Ground Storage Reservoir VFD Upgrades 2
W3214 27,50027,500Reseal Treatment Plant Building 2
W3216 189,000189,000Spruce St. (1300-1400 Block) Water Main Repl 3
W3217 238,000238,000Wade St. (1000-1100 Block) Water Main Repl 3
Tuesday, March 10, 2015Produced Using the Plan-It Capital Planning Software
487
Total20152016201720182019CategoryProject#Priority
W3218 821,00075,000 746,000Washington St. (100-200 Block) Water Main Repl 1
W3219 64,40064,400SCADA File Server Replacement & Backup Server 2
W3221 300,00050,000 250,000Aquifer Storage and Recovery (ASR) Project 3
W3222 363,000363,000Dill St. Water Main Replacement 1
W3223 360,000360,000Douglas St./Douglas Ct. Water Main Replacement 1
W3224 170,000170,000Lee St/Highwood St Water Main Replacement 1
W3225 237,60016,000 70,000 70,000 81,600Water Treatment Plant Filter #6 Buildout 2
W3326 209,50099,500 55,000 55,000Water Plant Computer Control System(s) Replacement 2
3,829,500468,400 1,346,500 1,145,000 538,000 331,600Water Operations Total
GRAND TOTAL 156,892,01128,479,314 40,112,840 38,425,765 13,964,327 35,909,765
Tuesday, March 10, 2015Produced Using the Plan-It Capital Planning Software
488
Capital Improvement Plan 2015-2019
City of Iowa City, Iowa
FUNDING SOURCE SUMMARY
2015 thru 2019
TotalSource20152016201720182019
AIRPORT FUND 607,965117,955 114,000 165,490 108,750 101,770
CONTRIBUTIONS & DONATIONS 320,00050,000 200,000 70,000
EQUIPMENT FUND 1,100,0001,100,000
FEDERAL GRANTS 34,803,3554,713,060 6,452,327 6,030,738 303,750 17,303,480
GENERAL FUND 1,830,000330,000 350,000 450,000 350,000 350,000
GO BONDS 54,130,5377,897,457 13,082,068 11,605,000 9,303,462 12,242,550
LANDFILL FUND 685,000685,000
LOCAL OPTION SALES TAX 24,937,1933,594,958 21,342,235
MISC TRANSFERS IN 9,300,0006,000,000 3,300,000
OTHER STATE GRANTS 1,767,085396,085 496,000 700,000 175,000
PARK DEDICATION FEES 230,963154,031 76,932
PARKING FUND 2,070,000500,000 670,000 400,000 300,000 200,000
REFUSE COLLECTION FUND 700,000700,000
ROAD USE TAX FUND 5,475,000915,000 915,000 1,715,000 915,000 1,015,000
STORM WATER FUND 1,250,00050,000 500,000 700,000
TAX INCREMENT FINANCING 95,71420,714 75,000
TRANSIT FUND 104,00054,000 50,000
UNIVERSITY OF IOWA 125,00060,000 65,000
UTILITY FRANCHISE TAX 1,626,825325,365 325,365 325,365 325,365 325,365
WASTEWATER FUND 10,489,6243,389,624 3,050,000 2,500,000 1,050,000 500,000
WATER FUND 3,929,500568,400 1,346,500 1,145,000 538,000 331,600
29,690,935 48,841,141 27,171,593 13,964,327 35,909,765 155,577,761GRAND TOTAL
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
489
2014
Revised
2015
Budget
2016
Projection
2017
Projection
2018
Projection Total
City of Iowa City
Capital Improvement Program
Summary by Funding Source
Utility Franchise Tax,
$1,626,825
Federal Grants, $34,803,355
University of Iowa, $125,000
Other State Grants, $1,767,085
Park Dedication Fees, $230,963
Contributions & Donations,
$320,000
General Fund,
$1,830,000
Road Use Tax Fund, $5,475,000
Local Option Sales Tax,
$24,937,193
Tax Increment Financing,
$95,714
Water Fund, $3,929,500
Wastewater Fund,
$10,489,624
Parking Fund,
$2,070,000
Transit Fund,
$104,000
Airport Fund,
$607,965
Refuse Collection Fund,
$700,000
Landfill Fund, $685,000
Storm Water Fund, $1,250,000
Equipment Fund, $1,100,000
GO Bonds, $54,130,537
Misc Transfers In, $9,300,000
Capital Improvement Program
by Funding Source
2015-2019
$155,577,761
490
Capital Improvement Plan 2015-2019
City of Iowa City, Iowa
PROJECTS BY FUNDING SOURCE
2015 2019thru
TotalSourceProject#Priority 2015 2016 2017 2018 2019
AIRPORT FUND
A3430 165,490165,490Apron Reconstruction & Connecting Taxiway 1
A3442 56,14056,140Runway 12-30 Obstruction Mitigation & Part 77 1
A3443 33,75033,750Airport Equipment Shelter 1
A3448 26,77026,770Airport Perimeter Road 1
A3454 16,70016,700Airport Master Plan Update 1
A3459 24,95524,955North T-Hangar Electrical & LED Lighting 1
A3460 20,16020,160Fuel Storage System Rehabilitation 1
A3461 225,00075,000 75,000 75,000Airfield Pavement Rehabilitation 2
A3462 39,00039,000Hangar A Door Replacement 2
607,965117,955 114,000 165,490 108,750 101,770AIRPORT FUND Total
CONTRIBUTIONS & DONATIONS
R4187 20,00020,000City Park Cabin Restoration 2
R4224 150,00050,000 50,000 50,000Hickory Hill Trail Redesign & Development 1
R4333 150,000150,000Library Bookmobile 1
320,00050,000 200,000 70,000CONTRIBUTIONS & DONATIONS
Total
EQUIPMENT FUND
P3957 1,100,0001,100,000Vehicle Wash System at New Public Works Site 1
1,100,0001,100,000EQUIPMENT FUND Total
FEDERAL GRANTS
A3430 1,489,4101,489,410Apron Reconstruction & Connecting Taxiway 1
A3442 505,260505,260Runway 12-30 Obstruction Mitigation & Part 77 1
A3443 303,750303,750Airport Equipment Shelter 1
A3448 240,930240,930Airport Perimeter Road 1
A3454 149,800149,800Airport Master Plan Update 1
A3463 1,062,5501,062,550South Airport Site Development 5
R4204 400,000400,000Iowa River Trail, Benton St - Sturgis Park 2
S3809 9,082,6554,541,327 4,541,328Iowa City Gateway Project (Dubuque St)1
S3834 1,511,0001,511,000Burlington & Madison Intersection Improvements 3
S3840 200,000200,000Burlington & Clinton Intersection Improvements 2
S3868 500,000500,000Mormon Trek - Right Turn at Benton & 3 Lane Conv 3
S3871 2,423,0002,423,0001st Ave / IAIS RR Crossing Grade Separation 1
S3930 935,000935,000Dubuque St./I-80 Pedestrian Bridge 2
T3055 16,000,00016,000,000Transit Facility Relocation 2
34,803,3554,713,060 6,452,327 6,030,738 303,750 17,303,480FEDERAL GRANTS Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
491
TotalSourceProject#Priority 2015 2016 2017 2018 2019
GENERAL FUND
R4130 480,00080,000 100,000 100,000 100,000 100,000Parks Annual Improvements/Maintenance 1
R4189 375,00075,000 75,000 75,000 75,000 75,000Emerald Ash Borer Response Plan 1
R4226 125,00025,000 25,000 25,000 25,000 25,000Sustainable Roadway Vegetation Management Program 3
R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1
R4333 100,000100,000Library Bookmobile 1
S3824 500,000100,000 100,000 100,000 100,000 100,000Annual Pavement Rehabilitation 1
1,830,000330,000 350,000 450,000 350,000 350,000GENERAL FUND Total
GO BONDS
A3463 1,062,5501,062,550South Airport Site Development 5
E4513 1,000,000200,000 200,000 200,000 200,000 200,000Riverfront Crossing Development 1
E4514 1,000,000200,000 200,000 200,000 200,000 200,000Towncrest Area Redevelopment 1
E4517 600,000600,000Towncrest Drive reconstruction 4
G4704 300,000100,000 50,000 50,000 50,000 50,000City Hall - Other Projects 2
G4720 300,000300,000Permitting Software Upgrade 1
G4721 520,761341,299 179,462City Hall Remodel for NDS Integration 1
I4721 500,000100,000 100,000 100,000 100,000 100,000Fiber Optic Infill Program 2
P3971 10,850,000350,000 2,000,000 2,000,000 4,000,000 2,500,000CBD Streetscape Project 2
P3974 1,534,000100,000 1,434,000Riverside Drive Pedestrian Tunnel 2
P3978 100,000100,000Lower Muscatine Road Landscaping 4
P3979 100,000100,000S. Sycamore Landscaping - Langenberg to "L"4
P3980 100,000100,000S. Sycamore Landscape - Langenberg to Highway 6 4
R4137 181,930181,930Frauenholtz-Miller Park Development 2
R4177 220,000220,000Lower City Park Emergency Access Road 1
R4185 1,500,000500,000 500,000 500,000Riverfront Crossings Riverbank/Park Development 2
R4186 150,000150,000Mercer Park Playground 2
R4187 130,000130,000City Park Cabin Restoration 2
R4188 65,00065,000City Park Pool Cabana Shelters 2
R4191 14,13814,138Pheasant Hill Park Renovation 2
R4204 1,858,000150,000 1,708,000Iowa River Trail, Benton St - Sturgis Park 2
R4206 250,00050,000 50,000 50,000 50,000 50,000Intra-city Bike Trails 2
R4224 600,000200,000 200,000 200,000Hickory Hill Trail Redesign & Development 1
R4225 178,000178,000Highway 1 Sidewalk/Trail 3
R4322 350,000350,000Willow Crk/Kiwanis Park Master Plans & Splash Pad 2
R4331 1,525,000750,000 775,000Elementary School Recreation Facility Partnership 2
R4332 535,000240,000 170,000 125,000Upgrade Building BAS Controls 3
R4334 55,00055,000Replace Library HVAC Controls 1
R4335 53,00053,000Mercer Aquatic Center/Scanlon Gym Improvements 2
R4336 160,000160,000Recreation Center Lobby Remodel 2
R4337 70,00070,000Tennis Court / Pickle Ball Court Resurfacing 2
R4338 50,00050,000Youth Sports Complex Feasibility Study 2
S3806 500,000500,000Harrison Street Reconstruction 2
S3809 10,000,0005,000,000 5,000,000Iowa City Gateway Project (Dubuque St)1
S3814 750,000150,000 150,000 150,000 150,000 150,000Annual Traffic Signal Projects 3
S3828 300,000100,000 100,000 100,000Sidewalk Infill Program 2
S3830 362,000181,000 181,000Alley Assessment 1
S3839 2,150,000100,000 2,050,000Foster Rd Extension - Dubuque to Prairie Du Chien 2
S3840 840,000840,000Burlington & Clinton Intersection Improvements 2
S3849 800,000800,000Brick Street Reconstruction 2
S3854 6,650,000350,000 6,300,000American Legion Rd-Scott Blvd to Taft Ave 2
S3871 2,050,0002,050,0001st Ave / IAIS RR Crossing Grade Separation 1
S3930 776,158776,158Dubuque St./I-80 Pedestrian Bridge 2
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
492
TotalSourceProject#Priority 2015 2016 2017 2018 2019
T3055 700,000700,000Transit Facility Relocation 2
Y4406 1,640,000750,000 60,000 830,000Fire Apparatus Replacement Program 1
Y4436 700,000700,000Fire/Police Storage Facility Relocation 2
54,130,5377,897,457 13,082,068 11,605,000 9,303,462 12,242,550GO BONDS Total
LANDFILL FUND
L3322 85,00085,000Hebl Road Improvements 2
L3324 300,000300,000Landfill Gas Collection System Flare Replacement 2
L3325 300,000300,000Landfill Household Hazardous Water Storage Unit 2
685,000685,000LANDFILL FUND Total
LOCAL OPTION SALES TAX
S3809 24,937,1933,594,958 21,342,235Iowa City Gateway Project (Dubuque St)1
24,937,1933,594,958 21,342,235LOCAL OPTION SALES TAX Total
MISC TRANSFERS IN
T3055 3,300,0003,300,000Transit Facility Relocation 2
V3142 6,000,0006,000,000North Wastewater Treatment Plant Demolition 2
9,300,0006,000,000 3,300,000MISC TRANSFERS IN Total
OTHER STATE GRANTS
A3459 49,04549,045North T-Hangar Electrical & LED Lighting 1
A3460 47,04047,040Fuel Storage System Rehabilitation 1
A3461 525,000175,000 175,000 175,000Airfield Pavement Rehabilitation 2
A3462 221,000221,000Hangar A Door Replacement 2
R4160 200,000200,000Iowa River Corridor Trail-Peninsula-WW Prairie 2
R4187 25,00025,000City Park Cabin Restoration 2
R4225 500,000500,000Highway 1 Sidewalk/Trail 3
S3921 200,000100,000 100,000Interstate 80 Aesthetic Improvements 4
1,767,085396,085 496,000 700,000 175,000OTHER STATE GRANTS Total
PARK DEDICATION FEES
R4130 7,0007,000Parks Annual Improvements/Maintenance 1
R4137 41,07041,070Frauenholtz-Miller Park Development 2
R4186 64,85564,855Mercer Park Playground 2
R4190 73,33473,334Tower Court Park Renovation 2
R4191 35,86235,862Pheasant Hill Park Renovation 2
S3930 8,8428,842Dubuque St./I-80 Pedestrian Bridge 2
230,963154,031 76,932PARK DEDICATION FEES Total
PARKING FUND
T3004 1,800,000500,000 400,000 400,000 300,000 200,000Parking Facility Restoration Repair 2
T3009 270,000270,000Parking Facility & Enforcement Automation 3
2,070,000500,000 670,000 400,000 300,000 200,000PARKING FUND Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
493
TotalSourceProject#Priority 2015 2016 2017 2018 2019
REFUSE COLLECTION FUND
K3972 700,000700,000Refuse Building 1
700,000700,000REFUSE COLLECTION FUND Total
ROAD USE TAX FUND
P3973 700,000700,000Traffic Engineering Building 1
S3816 125,00025,000 25,000 25,000 25,000 25,000Traffic Calming 3
S3821 125,00025,000 25,000 25,000 25,000 25,000Overwidth Paving - Sidewalks 3
S3822 300,000100,000 100,000 100,000Curb Ramps-ADA 2
S3823 100,00020,000 20,000 20,000 20,000 20,000Brick Street Repairs 2
S3824 3,425,000625,000 700,000 700,000 700,000 700,000Annual Pavement Rehabilitation 1
S3843 100,00020,000 20,000 20,000 20,000 20,000Annual RR Crossings City Wide 2
S3910 250,00050,000 50,000 50,000 50,000 50,000Annual Bridge Maintenance & Repair 1
S3932 350,00050,000 75,000 75,000 75,000 75,000LED Streetlight Replacement 2
5,475,000915,000 915,000 1,715,000 915,000 1,015,000ROAD USE TAX FUND Total
STORM WATER FUND
M3629 375,00025,000 350,000Normandy Drive Storm Sewer Replacement 3
M3630 375,00025,000 350,000Stevens Drive Storm Sewer Improvements 3
P3976 500,00050,000 450,000Idyllwild Storm Water Drainage Diversion 3
1,250,00050,000 500,000 700,000STORM WATER FUND Total
TAX INCREMENT FINANCING
P3974 20,71420,714Riverside Drive Pedestrian Tunnel 2
P3977 75,00075,000Riverside Drive Streetscape Improvements 4
95,71420,714 75,000TAX INCREMENT FINANCING Total
TRANSIT FUND
T3059 50,00050,000Transit Bus Shelter Replacement & Expansion 2
T3060 54,00054,000Transit Bus Camera Replacement 2
104,00054,000 50,000TRANSIT FUND Total
UNIVERSITY OF IOWA
Y4406 125,00060,000 65,000Fire Apparatus Replacement Program 1
125,00060,000 65,000UNIVERSITY OF IOWA Total
UTILITY FRANCHISE TAX
S3824 654,060130,812 130,812 130,812 130,812 130,812Annual Pavement Rehabilitation 1
S3826 972,765194,553 194,553 194,553 194,553 194,553Underground Electrical Facilities 2
1,626,825325,365 325,365 325,365 325,365 325,365UTILITY FRANCHISE TAX Total
WASTEWATER FUND
I4722 189,624189,624S. Wastewater Fiber Repair/Redundant Path 1
S3809 4,400,0002,400,000 2,000,000Iowa City Gateway Project (Dubuque St)1
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
494
TotalSourceProject#Priority 2015 2016 2017 2018 2019
S3839 550,000550,000Foster Rd Extension - Dubuque to Prairie Du Chien 2
V3101 2,500,000500,000 500,000 500,000 500,000 500,000Annual Sewer Main Replacement 2
V3141 1,400,0001,400,000Sludge Biosolid Dewatering Equip Replacement 2
V3143 1,150,0001,150,000Generator Relocation & Emissions Upgrade 1
V3144 300,000150,000 150,000Wastewater Clarifier Repairs 1
10,489,6243,389,624 3,050,000 2,500,000 1,050,000 500,000WASTEWATER FUND Total
WATER FUND
S3840 100,000100,000Burlington & Clinton Intersection Improvements 2
W3212 554,000554,000First Avenue (400-500 Block) Water Main Replace 2
W3213 295,50091,000 98,500 106,000Ground Storage Reservoir VFD Upgrades 2
W3214 27,50027,500Reseal Treatment Plant Building 2
W3216 189,000189,000Spruce St. (1300-1400 Block) Water Main Repl 3
W3217 238,000238,000Wade St. (1000-1100 Block) Water Main Repl 3
W3218 821,00075,000 746,000Washington St. (100-200 Block) Water Main Repl 1
W3219 64,40064,400SCADA File Server Replacement & Backup Server 2
W3221 300,00050,000 250,000Aquifer Storage and Recovery (ASR) Project 3
W3222 363,000363,000Dill St. Water Main Replacement 1
W3223 360,000360,000Douglas St./Douglas Ct. Water Main Replacement 1
W3224 170,000170,000Lee St/Highwood St Water Main Replacement 1
W3225 237,60016,000 70,000 70,000 81,600Water Treatment Plant Filter #6 Buildout 2
W3326 209,50099,500 55,000 55,000Water Plant Computer Control System(s) Replacement 2
3,929,500568,400 1,346,500 1,145,000 538,000 331,600WATER FUND Total
155,577,76129,690,935 48,841,141 27,171,593 13,964,327 35,909,765GRAND TOTAL
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
495
Description
Existing terminal apron is showing signs of pavement failure and needs replacement. In addition, the ever-growing amount of general aviation traffic using the
facility requires the expansion of the apron and the necessity to provide additional connect or taxiways to the runway system.
Project #A3430
Priority Critical (1)
Justification
Exisiting apron is showing signs of pavement failure. Increased traffic counts especially for special events exceed current parking capabilities.
Budget Impact/Other
Expansion of apron will require additional maintenance over long term. Replacement of exisiting apron would decrease current maintenance costs.
Useful Life 50 years
Project Name Apron Reconstruction & Connecting Taxiway
Category Airport
Type One Phase
Total Project Cost:$1,654,900
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
SCORE 88
Status Active
Total20152016201720182019Expenditures
275,000275,000PLANNING/DESIGN
1,379,9001,379,900CONSTRUCTION
1,654,900 1,654,900Total
Total20152016201720182019Funding Sources
165,490165,490AIRPORT FUND
1,489,4101,489,410FEDERAL GRANTS
1,654,900 1,654,900Total
Description
Removal of obstructions per FAA Airport Layout Plan
Project #A3442
Priority Critical (1)
Justification
Encroachment into Part 77 surfaces or other protection zones requires mitigation.
Budget Impact/Other
Negligible impact to operations.
Useful Life 75 years
Project Name Runway 12-30 Obstruction Mitigation & Part 77
Category Airport
Type One Phase
Total Project Cost:$561,400
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
SCORE 88
Status Active
Total20152016201720182019Expenditures
112,000112,000PLANNING/DESIGN
449,400449,400CONSTRUCTION
561,400 561,400Total
Total20152016201720182019Funding Sources
56,14056,140AIRPORT FUND
505,260505,260FEDERAL GRANTS
561,400 561,400Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
496
Description
Snow removal equipment was previously stored in United Hangar. Equipment Shelter would provide enclosed storage for equipment.
Project #A3443
Priority Critical (1)
Justification
Currently equipment is exposed to elements. Storage in an enclosed facility would extend useful life and lower maintenance costs.
Budget Impact/Other
Building utilities and maintenance would increase, however the maintenance costs assocated with outdoor storage of equipment would decrease.
Useful Life 40 Years
Project Name Airport Equipment Shelter
Category Airport
Type One Phase
Total Project Cost:$337,500
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
SCORE 61
Status Active
Total20152016201720182019Expenditures
50,00050,000PLANNING/DESIGN
287,500287,500CONSTRUCTION
337,500 337,500Total
Total20152016201720182019Funding Sources
33,75033,750AIRPORT FUND
303,750303,750FEDERAL GRANTS
337,500 337,500Total
Description
Construction perimeter road for maintenance and fueling vehicles to travel to south development area.
Project #A3448
Priority Critical (1)
Justification
Preparation for south development area to be used. This provides access for fueling and maintenance vehicles outside the runway protection zones.
Budget Impact/Other
Maintenace of roadway expenses would increase long term expenses.
Useful Life 50 years
Project Name Airport Perimeter Road
Category Airport
Type One Phase
Total Project Cost:$267,700
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
SCORE 67
Status Active
Total20152016201720182019Expenditures
45,00045,000PLANNING/DESIGN
222,700222,700CONSTRUCTION
267,700 267,700Total
Total20152016201720182019Funding Sources
26,77026,770AIRPORT FUND
240,930240,930FEDERAL GRANTS
267,700 267,700Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
497
Description
Update the Airport Master Plan
Project #A3454
Priority Critical (1)
Justification
FAA/Airport proposed including enhanced surveys which would collect the necessary data for FY15 Obstruction mitigation project. This increased the costs of the
Master Plan project. FAA/Airport has split the project over FFY14-FFY15 years to use entitlement funding to support the project. Still requires a 10% local match.
Budget Impact/Other
The operating budget impact is negligible.
Useful Life 20 years
Project Name Airport Master Plan Update
Category Airport
Type One Phase
Total Project Cost:$326,500
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
SCORE 65
Status Active
Total20152016201720182019Expenditures
166,500166,500PLANNING/DESIGN
166,500 166,500Total
Prior
160,000
Total
Total20152016201720182019Funding Sources
16,70016,700AIRPORT FUND
149,800149,800FEDERAL GRANTS
166,500 166,500Total
Prior
160,000
Total
Description
Replace Electrical Service line to North T-hangars and install additional LED Lights on buildings.
Project #A3459
Priority Critical (1)
Justification
Electrical service line has shown recent signs of damage and has had recent outages. Additional lighting in the North T-Hangar area will increase visiblity and
safety at night.
Budget Impact/Other
This project should reduce operating expenditures due to the replacement of older electrical services and the installation of more efficient lighting. The anticipated
annual savings is less that $10,000 per year.
Useful Life 20 years
Project Name North T-Hangar Electrical & LED Lighting
Category Airport
Type One Phase
Total Project Cost:$74,000
Contact Michael Tharp
Department AIRPORT
MATCH %85%
GRANTEE STATE AIP
TIF DISTRICT None
SCORE 90
Status Active
Total20152016201720182019Expenditures
12,50012,500PLANNING/DESIGN
61,50061,500CONSTRUCTION
74,000 74,000Total
Total20152016201720182019Funding Sources
24,95524,955AIRPORT FUND
49,04549,045OTHER STATE GRANTS
74,000 74,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
498
Description
Fuel Tank painting and parts replacement of the Fuel Storage Tanks at the Iowa City Airport.
Project #A3460
Priority Critical (1)
Justification
Tanks are showing increased weathering and we are seeing increased levels of contamination in the fuel being caught by filtration system.
Budget Impact/Other
This project will have a negligible impact on the oeprating budget.
Useful Life 20 years
Project Name Fuel Storage System Rehabilitation
Category Airport
Type One Phase
Total Project Cost:$67,200
Contact Michael Tharp
Department AIRPORT
MATCH %70%
GRANTEE STATE AIP
TIF DISTRICT None
SCORE 87
Status Active
Total20152016201720182019Expenditures
11,20011,200PLANNING/DESIGN
56,00056,000CONSTRUCTION
67,200 67,200Total
Total20152016201720182019Funding Sources
20,16020,160AIRPORT FUND
47,04047,040OTHER STATE GRANTS
67,200 67,200Total
Description
Airfield Pavement Rehabilitation - Phase 1
Project #A3461
Priority Essential (2)
Justification
Initial phase of runway improvements is approaching 10 years old. This project would phase crack/joint sealing work and other pavement repair needs over the
phases that were used to reconstruct the runway system. Increases the life of the system and decreases maintenance expenses.
Budget Impact/Other
Runway Pavements are approaching 10 years old. This project would increase the life expectancy of the runways and decreases the annual maintenance costs.
Annual cost savings is expected to be less than $10,000.
Useful Life 10 years
Project Name Airfield Pavement Rehabilitation
Category Airport
Type Annual
Total Project Cost:$750,000
Contact Michael Tharp
Department AIRPORT
MATCH %30%
GRANTEE STATE AIP
TIF DISTRICT None
SCORE 72
Status Active
Total20152016201720182019Expenditures
120,00040,000 40,000 40,000PLANNING/DESIGN
630,000210,000 210,000 210,000CONSTRUCTION
250,000 250,000 250,000 750,000Total
Total20152016201720182019Funding Sources
225,00075,000 75,000 75,000AIRPORT FUND
525,000175,000 175,000 175,000OTHER STATE GRANTS
250,000 250,000 250,000 750,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
499
Description
Hangar A door replacement
Project #A3462
Priority Essential (2)
Justification
Hangar building A contains doors that are manual operation on a pulley/counterweight system. These doors are becoming difficult for some tenants to operate, and
are frequently the last hangars to be rented when openings occur. Proposal is to replace the doors with electric motor doors which would enhance the appeal of the
hangar and allow for rates to be in line with other hangars of similar size with motorized doors. Project would not occur without state grant assistance.
Budget Impact/Other
Minor increase in operating expenses due to electrical/equipment additions which would be offset by ability to increase rent on units. The net effect on the budget
is negligible.
Useful Life 20 years
Project Name Hangar A Door Replacement
Category Airport
Type One Phase
Total Project Cost:$260,000
Contact Michael Tharp
Department AIRPORT
MATCH %15%
GRANTEE GAVI
TIF DISTRICT None
SCORE 66
Status Active
Total20152016201720182019Expenditures
35,00035,000PLANNING/DESIGN
225,000225,000CONSTRUCTION
260,000 260,000Total
Total20152016201720182019Funding Sources
39,00039,000AIRPORT FUND
221,000221,000OTHER STATE GRANTS
260,000 260,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
500
Description
South General Aviation area site development with access roadway and utilities.
Project #A3463
Priority Non-essential (5)
Justification
The airport continues to have a growing need for additional hangar area for based aircraft. This project will provide the initial site development for the south
general aviation area including improvements to drainage along Willow Creek that will allow for the site development to be outside this 100 year flood plain.
Budget Impact/Other
There will be increased maitenance and repairs costs due to the expansion of the airport infrastructure. The estimated additional operating costs are $5,000 to
$10,000.
Useful Life 40 Years
Project Name South Airport Site Development
Category Airport
Type One Phase
Total Project Cost:$2,125,100
Contact Michael Tharp
Department AIRPORT
MATCH %50%
GRANTEE FAA
TIF DISTRICT None
SCORE 46
Status Active
Total20152016201720182019Expenditures
355,000355,000PLANNING/DESIGN
1,770,1001,770,100CONSTRUCTION
2,125,100 2,125,100Total
Total20152016201720182019Funding Sources
1,062,5501,062,550FEDERAL GRANTS
1,062,5501,062,550GO BONDS
2,125,100 2,125,100Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
501
Description
This project includes streetscape upgrades consistent with the adopted 2013 master plan. Enhancements include utility upgrades, as well as improvements to the
roadway and pedestrian walks. 2015 - Ped Mall design and quickstarts ; 2016 - 2017 Washington Street and Black Hawk park enhancements, 2018 Ped mall
enhancements; 2019 Dubuque Street enhancements.
Project #P3971
Priority Essential (2)
Justification
The project is intended to help create a more efficient, functional and vibrant public spaces. Many aspects of the existing streetscape are in need of significant
maintenance or replacement. This project attempts to address those in a well-planned cohesive manner.
Budget Impact/Other
Operating impact: This project will decrease operating costs due to the repair and replacement of infrastructure. The estimated decrease in operating costs is less
than $10,000 per year.
Useful Life 15 years
Project Name CBD Streetscape Project
Category Public Works Administration
Type Multi-Phase
Total Project Cost:$12,267,320
Contact Geoff Fruin
Department CITY MANAGER
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
SCORE 59
Status Active
Total20152016201720182019Expenditures
10,850,000350,000 2,000,000 2,000,000 4,000,000 2,500,000CONSTRUCTION
350,000 2,000,000 2,000,000 4,000,000 2,500,000 10,850,000Total
Prior
1,417,320
Total
Total20152016201720182019Funding Sources
10,850,000350,000 2,000,000 2,000,000 4,000,000 2,500,000GO BONDS
350,000 2,000,000 2,000,000 4,000,000 2,500,000 10,850,000Total
Prior
1,417,318
Total
Description
Annual appropriation for improvements to City Hall. (First floor carpet, landscaping - 2015)
Project #G4704
Priority Essential (2)
Justification
This project is the repair and maintenance and other necessary improvements for the city hall building and police/fire additions.
Budget Impact/Other
Operating impact: These improvements to City Hall could potentially save the City utility expenses, maintenance, and personnel costs. The estimated decrease in
operating costs for the 2015 project is negligible.
Useful Life 20 years
Project Name City Hall - Other Projects
Category Finance Administration
Type Annual
Total Project Cost:$300,000
Contact Dennis Bockenstedt
Department FINANCE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 32
Status Active
Total20152016201720182019Expenditures
300,000100,000 50,000 50,000 50,000 50,000CONSTRUCTION
100,000 50,000 50,000 50,000 50,000 300,000Total
Total20152016201720182019Funding Sources
300,000100,000 50,000 50,000 50,000 50,000GO BONDS
100,000 50,000 50,000 50,000 50,000 300,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
502
Description
Expansion of the City's fiber optic network. Creation of redundant fiber optic rings, placement of cable underground when opportunities arise, expansion to
unserved facilites. ITS always includes our original partners (Johnson County, ICCSD, University of Iowa) when planning expansion and redundant routes.
Project #I4721
Priority Essential (2)
Justification
The City relies heavily on high-speed data communications to facilities. Further investment in the system is required to ensure that this service is not interrupted.
Budget Impact/Other
The project will increase operating costs due to the additional equipment to maintain. The estimated increase in operating costs is less than $10,000 per year.
Useful Life 30 Years
Project Name Fiber Optic Infill Program
Category Finance Administration
Type Annual
Total Project Cost:$500,000
Contact Dennis Bockenstedt
Department FINANCE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 64
Status Active
Total20152016201720182019Expenditures
500,000100,000 100,000 100,000 100,000 100,000CONSTRUCTION
100,000 100,000 100,000 100,000 100,000 500,000Total
Total20152016201720182019Funding Sources
500,000100,000 100,000 100,000 100,000 100,000GO BONDS
100,000 100,000 100,000 100,000 100,000 500,000Total
Description
Repair damaged fiber path from South Wastewater Treatment plant to Napoleon Lift Station. Directional drill 2 - 2 inch HDPE ducts paralleling existing path,
associated handholes and hardware, and install a new, 96-strand fiber optic cable.
Project #I4722
Priority Critical (1)
Justification
The fiber path to Wastewater is critical to plant function. It was damaged during Sand Road reconstruction, and on-site during recent construction. This project
would replace the current fiber and pathway, placing it in a more protected area.
Budget Impact/Other
Operating impact: The project will reduce the maintenance and repair costs due to the ongoing repairs and upkeep of the currently damaged and repaired lines.
Annual estimated savings is less than $10,000 per year.
Useful Life 30 Years
Project Name S. Wastewater Fiber Repair/Redundant Path
Category Finance Administration
Type One Phase
Total Project Cost:$427,279
Contact Dennis Bockenstedt
Department FINANCE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 54
Status Active
Total20152016201720182019Expenditures
397,279397,279CONSTRUCTION
15,00015,000INSPECTION
15,00015,000ADMINISTRATION
427,279 427,279Total
Total20152016201720182019Funding Sources
189,624189,624WASTEWATER FUND
189,624 189,624Total
Prior
237,655
Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
503
Description
Replacement of Fire Department equipment:
2017: Fire Pumper #355
2018: Scotty House
2019: Fire Pumper #351
Project #Y4406
Priority Critical (1)
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
opportunity to practice demonstrated skills and techniques. After minor repairs, the life of the safety house has been extended and the department recommends
revising the replacement date to calendar year 2018. The purchase of the 2017 Fire Pumper and the 2019 Fire Pumper will allow the department to maintain
apparatus per the approved vehicle replacement schedule.
Budget Impact/Other
The operating expenses for the City should decrease due to the replacement of older equipment with newer equipment. The estimated decrease in operating
expenses is less than $10,000.
Useful Life 16 years
Project Name Fire Apparatus Replacement Program
Category Fire
Type Multi-Phase
Total Project Cost:$1,765,000
Contact John Grier
Department FIRE
MATCH %VARIES
GRANTEE U OF I
TIF DISTRICT None
SCORE 52
Status Active
Total20152016201720182019Expenditures
1,765,000810,000 60,000 895,000EQUIPMENT
810,000 60,000 895,000 1,765,000Total
Total20152016201720182019Funding Sources
1,640,000750,000 60,000 830,000GO BONDS
125,00060,000 65,000UNIVERSITY OF IOWA
810,000 60,000 895,000 1,765,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
504
Description
This project will design and construct a Public Safety equipment storage building to be utilized by the Iowa City Fire and the Iowa City Police Department. The
project will provide land acquisition, land development, site utilities, building construction costs, and design fees.
Project #Y4436
Priority Essential (2)
Justification
The decommissioning and revitalization of the north wastewater site will necessitate the relocation and construction of a public safety storage building. The project
will reduce the need to utilize other city facilities for public safety storage and eliminate the expenses accompanying the use of leased storage space.
Budget Impact/Other
The annual operating budget associated with facility maintenance, alarm monitoring, sprinkler system maintenance, and utilities will exceed the current fire training
facility operating expenses; however, the anticipated savings through the installation of upgraded and efficient systems is expected to offset the difference in the
long term. The net impact on the operating budget is lower by about $50,000 per year to the elimination of a leased facility.
Useful Life 25 years
Project Name Fire/Police Storage Facility Relocation
Category Fire
Type Multi-Phase
Total Project Cost:$700,000
Contact John Grier
Department FIRE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20152016201720182019Expenditures
700,000700,000CONSTRUCTION
700,000 700,000Total
Total20152016201720182019Funding Sources
700,000700,000GO BONDS
700,000 700,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
505
Description
Purchase a 24 to 30 foot library book mobile to provide outreach services.
Project #R4333
Priority Critical (1)
Justification
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 alternative to 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
neighborhoods 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.
Budget Impact/Other
The operating budget will need to pick up the maintenance and operating expenses. Some new staff will also be needed to provide operations staff. The additional
cost per year is approximately $20,000.
Useful Life 15 years
Project Name Library Bookmobile
Category Library
Type One Phase
Total Project Cost:$250,000
Contact Susan Craig
Department LIBRARY
MATCH %40%
GRANTEE LIBRARY DONATIONS
TIF DISTRICT None
SCORE 55
Status Active
Total20152016201720182019Expenditures
250,000250,000EQUIPMENT
250,000 250,000Total
Total20152016201720182019Funding Sources
150,000150,000CONTRIBUTIONS &
DONATIONS
100,000100,000GENERAL FUND
250,000 250,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
506
Description
Replace the front end BMTW controller on library builidng HVAC system.
Project #R4334
Priority Critical (1)
Justification
A study completed by Design Engineers in FY14 recommends this project be completed in 2015 and provides the cost estimate.. The builidng automation system is
on a software version that will no longer be supported by the manufacturer. A new controller will accept all existing devices and also be able to link to future
controllers. Access through the Internet is included.
Budget Impact/Other
This HVAC constrols upgrade should create additional heating and cooling savings and maintenance savings. The estimated impact on the operating budget is less
than $10,000 per year.
Useful Life 20 years
Project Name Replace Library HVAC Controls
Category Library
Type One Phase
Total Project Cost:$55,000
Contact Susan Craig
Department LIBRARY
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 39
Status Active
Total20152016201720182019Expenditures
55,00055,000CONSTRUCTION
55,000 55,000Total
Total20152016201720182019Funding Sources
55,00055,000GO BONDS
55,000 55,000Total
Description
The priority for 2015 is to finalize the master plan of the riverfront park and trail, including bank stabilization. The planning will be done concurrently with the
Burlington Street Dam study.
Project #E4513
Priority Critical (1)
Justification
This project provides funding for development of the Riverfront Crossings area that will spur new construction and a city park that was previously wastewater and
under-utilized area.
Budget Impact/Other
Operating impact: This project is to re-develop an aging part of the City which could lower infrastructure costs and raise property tax revenues. The estimated
increase in revenues and decrease in expenditures is less than $10,000 per year combined at this time.
Useful Life 40 Years
Project Name Riverfront Crossing Development
Category Development Services
Type Annual
Total Project Cost:$1,000,000
Contact Jeff Davidson
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverfront Crossings
SCORE 40
Status Active
Total20152016201720182019Expenditures
1,000,000200,000 200,000 200,000 200,000 200,000CONTINGENCY
200,000 200,000 200,000 200,000 200,000 1,000,000Total
Total20152016201720182019Funding Sources
1,000,000200,000 200,000 200,000 200,000 200,000GO BONDS
200,000 200,000 200,000 200,000 200,000 1,000,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
507
Description
Continue public elements of the Towncrest Redevelopment Plan. Previous years includes the MDK project$950k=($625k-GeneralFund;$325k-FY12 GO Bonds).
Project #E4514
Priority Critical (1)
Justification
This project provides annual funds for projects in the Towncrest area which is an area that is deteriorating and in need of revitalization.
Budget Impact/Other
This project is to re-develop an aging part of the City which could lower infrastructure costs and raise property tax revenues. The estimated increase in revenues
and decrease in expenditures is less than $10,000 per year combined at this time.
Useful Life 40 Years
Project Name Towncrest Area Redevelopment
Category Development Services
Type Annual
Total Project Cost:$1,000,000
Contact Tracy Hightshoe
Department NEIGHBORHOOD & DEVEL
MATCH %50%
GRANTEE NONE
TIF DISTRICT Towncrest
SCORE 40
Status Active
Total20152016201720182019Expenditures
1,000,000200,000 200,000 200,000 200,000 200,000CONTINGENCY
200,000 200,000 200,000 200,000 200,000 1,000,000Total
Total20152016201720182019Funding Sources
1,000,000200,000 200,000 200,000 200,000 200,000GO BONDS
200,000 200,000 200,000 200,000 200,000 1,000,000Total
Description
Now a private street, property owners would dedicate the right 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.
Project #E4517
Priority Aesthetic Improvement (4)
Justification
This privately owned block of street is used by people doing business in the Towncrest Area as a street and benefits the entire community, not just the current
property owner. Prospective investors in the property do not want to be in the street business and are reluctant to invest if they must. They would dedicate the
property to the City. Adjacent parking layouts are problematic and pedestrian safety is compromised. With the City acquisition of this street, those elements can be
fixed and reinvestment in the area will be more appealing.
Budget Impact/Other
This would be the addition of street and street right-of-way which would require additional maintenance and snow removal. The estimated impact on the operating
budget is less than $10,000 per year.
Useful Life 40 Years
Project Name Towncrest Drive reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$600,000
Contact Jeff Davidson
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Towncrest
SCORE 52
Status Active
Total20152016201720182019Expenditures
600,000600,000CONSTRUCTION
600,000 600,000Total
Total20152016201720182019Funding Sources
600,000600,000GO BONDS
600,000 600,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
508
Description
This project upgrades the city's current permitting software, Tidemark.
Project #G4720
Priority Critical (1)
Justification
Since Accela is no longer providing enhancements or upgrades to Tidemark Advantage, 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.
Budget Impact/Other
The overall impact on the operating budget will not be affected when the new software is in place. It's estimated the maintenance fee for the new software will be
equivalent to the existing maintenance fee. There might be an overall savings if the new software is cloud based and requires less server(s) which results in less
annual server maintenance and replacement charge backs.
Useful Life 10 years
Project Name Permitting Software Upgrade
Category Development Services
Type One Phase
Total Project Cost:$300,000
Contact Doug Boothroy
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
300,000300,000OTHER
300,000 300,000Total
Total20152016201720182019Funding Sources
300,000300,000GO BONDS
300,000 300,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
509
Description
Remodeling of lower level (HIS) and Second Floor (Planning) of City Hall in order to facilitate the integration of the old Planning and HIS Departments. Addition
of bathrooms (mens and womens) to second floor. Second floor includes demolition of interior walls and creation of new work space / offices. First floor includes
addition of a conference room, and offices. New lighting efficiencies, low VOC carpet and paint are a part of the project. Second floor remodeling will be in 2015;
Lower Level remodeling will be in 2018.
Project #G4721
Priority Critical (1)
Justification
Necessary to complete the integration of Planning and HIS Departments. The integration of these departments has and will create effieciencies and better
communication between the departments.
Budget Impact/Other
After construction, no additional operating impact over current maintenance expenses are expected.
Useful Life 25 years
Project Name City Hall Remodel for NDS Integration
Category Development Services
Type Multi-Phase
Total Project Cost:$520,761
Contact Doug Boothroy
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 60
Status Active
Total20152016201720182019Expenditures
41,00027,000 14,000PLANNING/DESIGN
435,761283,299 152,462CONSTRUCTION
44,00031,000 13,000CONTINGENCY
341,299 179,462 520,761Total
Total20152016201720182019Funding Sources
520,761341,299 179,462GO BONDS
341,299 179,462 520,761Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
510
Description
Riverside Drive streetscape improvements between Myrtle Avenue and U. S. Highway 6. Project includes consolidation of driveways, undergrounding utilities,
installing sidewalks and landscaping. Planning and design is in 2014-15 with construction and implementation in 2016.
Project #P3977
Priority Aesthetic Improvement (4)
Justification
Implements the Riverfront Crossings plan. Supports redevelpment 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 entracne to the University of Iowa on Riverside Drive. Improves traffic safety
and provides for complete streets by adding sidewalks where they are missing and improving sidewalks where they are inadequate.
Budget Impact/Other
This project will increase operating costs due to the addition of a new landscaping that requires maintenance. The estimated increase in operating expenses is less
than $10,000 per year.
Useful Life 25 years
Project Name Riverside Drive Streetscape Improvements
Category Public Works Administration
Type Multi-Phase
Total Project Cost:$75,000
Contact John Yapp
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverside Drive
SCORE 57
Status Active
Total20152016201720182019Expenditures
75,00075,000PLANNING/DESIGN
75,000 75,000Total
Total20152016201720182019Funding Sources
75,00075,000TAX INCREMENT FINANCING
75,000 75,000Total
Description
New Riverfront Crossings Park on site of old wastewater plant in Riverfront Crossings District. Implementation of the park element of the Riverfront Crossings
Plan. Revenue to be created with redevelopment and tax base of nearby properties - the park will be an attractor for redevelopment. The park will also serve as a
floodable area / wetlands area.
Project #R4185
Priority Essential (2)
Justification
Adaptive resue of old wastewater treatment site, creation of wetlands / floodable area, creation of park amenity in Riverfront Crossings District. It is anticipated that
the removal of the wastewater plant and the creation of the park will add to the attractiveness of redevelopment in the Riverfront Crossings District. Please note this
is a cost estimate / placeholder - a more detailed cost estimate will be available this winter once park plans are more complete.
Budget Impact/Other
Estimated impact on operating costs includes the potential for additional mowing, maintenance, insurance, utilities, and personnel. The estimated increase in
operating costs would be between $50,000 and $100,000.
Useful Life 25 years
Project Name Riverfront Crossings Riverbank/Park Development
Category Parks Maintenance
Type One Phase
Total Project Cost:$1,500,000
Contact John Yapp
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverfront Crossings
SCORE 47
Status Active
Total20152016201720182019Expenditures
1,500,000500,000 500,000 500,000CONSTRUCTION
500,000 500,000 500,000 1,500,000Total
Total20152016201720182019Funding Sources
1,500,000500,000 500,000 500,000GO BONDS
500,000 500,000 500,000 1,500,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
511
Description
This project will extend the IA River Trail from Benton St to Sturgis Park, on the west side of the Iowa River. Future phases of the trail could extend on top of the
west side levee to McCollister Blvd. Staff has applied for a $400,000 Recreational Trails Grant - Grant funding is anticipated, but not assured.
Project #R4204
Priority Essential (2)
Justification
The IA River Trail system is a long-time trail plan which has taken decades to develop. The segment from Benton St to Sturgis Park is one of the final phases in
Iowa City, and is consistent with regional trails plans and the Riverfront Crossings Plan. The trail will improve bicycle and pedestrian accessibility in the Riverside
Drive corridor.
Budget Impact/Other
This project will add approximately 0.5 miles of trail to the existing trail system - mainenance will be accomodated with existing trail maintenance activities.
Estimated additional operating costs are less than $10,000 per year.
Useful Life 40 Years
Project Name Iowa River Trail, Benton St - Sturgis Park
Category Parks Maintenance
Type One Phase
Total Project Cost:$2,258,000
Contact Kris Ackerson
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE TRAILS GRANT
TIF DISTRICT Riverside Drive
SCORE 52
Status Active
Total20152016201720182019Expenditures
150,000150,000PLANNING/DESIGN
2,108,0002,108,000CONSTRUCTION
150,000 2,108,000 2,258,000Total
Total20152016201720182019Funding Sources
400,000400,000FEDERAL GRANTS
1,858,000150,000 1,708,000GO BONDS
150,000 2,108,000 2,258,000Total
Description
Annual appropriation for the construction or repair of bike trails.
Project #R4206
Priority Essential (2)
Justification
This project maintains the city's trail system and adds segments that are spelled out in the city's trail system master plan.
Budget Impact/Other
This project will increase operating expenses due to the additional maintenance required for the new trail. Estimated additional operating costs are less than
$10,000 per year.
Useful Life 40 Years
Project Name Intra-city Bike Trails
Category Parks Maintenance
Type Annual
Total Project Cost:$250,000
Contact Kris Ackerson
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
250,00050,000 50,000 50,000 50,000 50,000CONSTRUCTION
50,000 50,000 50,000 50,000 50,000 250,000Total
Total20152016201720182019Funding Sources
250,00050,000 50,000 50,000 50,000 50,000GO BONDS
50,000 50,000 50,000 50,000 50,000 250,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
512
Description
This project will construct a 10' wide sidewalk along IA Hwy 1 between Sunset Street and Mormon Trek Boulevard.
Project #R4225
Priority Efficiency Improvement (3)
Justification
This project is an extension of the recently completed Hwy 1 Trail project that extends from Orchard Street to Sunset Street. This project is identified in the MPO
Long Range Transportation Plan as a 'future' trail extension. This project would complete the planned Hwy 1 trail trail system and ultimately connect the existing
Iowa River Corridor Trail to the existing Mormon Trek Boulevard wide sidewalk.
Budget Impact/Other
Additional trail mileage will add minimally to snow plowing, mowing, and general maintenance expenses. Anticipated additional operating expenses are less than
$10,000.
Useful Life 40 Years
Project Name Highway 1 Sidewalk/Trail
Category Parks Maintenance
Type One Phase
Total Project Cost:$678,000
Contact Kent Ralston
Department NEIGHBORHOOD & DEVEL
MATCH %VARIES
GRANTEE TRAILS GRANT
TIF DISTRICT None
SCORE 47
Status Active
Total20152016201720182019Expenditures
678,000678,000CONSTRUCTION
678,000 678,000Total
Total20152016201720182019Funding Sources
178,000178,000GO BONDS
500,000500,000OTHER STATE GRANTS
678,000 678,000Total
Description
Annual appropriations for maintenance and improvements in the parks. 2015 includes $7,000 in Park Dedication Fees for Reno Park improvements.
Project #R4130
Priority Critical (1)
Justification
This project is the program to replace broken, outdated, and depreciated equipment, shelters, amenities, and buildings.
Budget Impact/Other
This project will reduce operating costs due to the replacement of older infrastructure. The estimated decrease in operating expenses is less than $10,000 per year.
Useful Life 20 years
Project Name Parks Annual Improvements/Maintenance
Category Parks Maintenance
Type Annual
Total Project Cost:$487,000
Contact Mike Moran
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
487,00087,000 100,000 100,000 100,000 100,000CONSTRUCTION
87,000 100,000 100,000 100,000 100,000 487,000Total
Total20152016201720182019Funding Sources
480,00080,000 100,000 100,000 100,000 100,000GENERAL FUND
7,0007,000PARK DEDICATION FEES
87,000 100,000 100,000 100,000 100,000 487,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
513
Description
Develop newly acquired park land on Lower West Branch Rd adjacent to St. Patrick's church site.
Project #R4137
Priority Essential (2)
Justification
This area of Iowa City is continuing to develop with residential, and the demand for park and recreation opportunities will continue to get greater.
Budget Impact/Other
This project will increase operating expenses due to the additional maintenance required for the new features and amenities. Estimated additional operating costs
are less than $10,000 per year.
Useful Life 40 Years
Project Name Frauenholtz-Miller Park Development
Category Parks Maintenance
Type One Phase
Total Project Cost:$223,000
Contact Mike Moran
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
223,000223,000CONSTRUCTION
223,000 223,000Total
Total20152016201720182019Funding Sources
181,930181,930GO BONDS
41,07041,070PARK DEDICATION FEES
223,000 223,000Total
Description
This project is a meandering trail along riparian corridor of the Iowa River extending from Peninsula Park(and Thornberry Dog Park) towards Waterworks Prairie
Park. The trail will access to trail users, including persons with disabilities. This project also includes interpretive signage and benches. The 2,950 linear foot trail
project will be part one of a two part project in linking these two park systems. A Resource Enhancement and Protection (REAP) grant was applied for and granted
for $200,00.
Project #R4160
Priority Essential (2)
Justification
This project adds an important segment to the Iowa Corridor Trail. The City continues to work to add missing segments to this trail through the city.
Budget Impact/Other
This project will increase operating expenses due to the additional maintenance required for the new trail and amenities. Estimated additional operating costs are
less than $10,000 per year.
Useful Life 20 years
Project Name Iowa River Corridor Trail-Peninsula-WW Prairie
Category Parks Maintenance
Type One Phase
Total Project Cost:$200,000
Contact Mike Moran
Department PARKS & RECREATION
MATCH %NONE
GRANTEE REAP
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
200,000200,000CONSTRUCTION
200,000 200,000Total
Total20152016201720182019Funding Sources
200,000200,000OTHER STATE GRANTS
200,000 200,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
514
Description
Extend the Lower City Park Access Road along ball diamonds and into Normandy Drive to create a secondary access road for emergency vehicle access.
Project #R4177
Priority Critical (1)
Justification
This road is critical to have emergency vehicle access to Lower City Park as well as overflow access during events.
Budget Impact/Other
Operating costs will increase due to the additional maintenance for the road. The estimated increase in operating costs is less than $10,000 per year.
Useful Life 50 years
Project Name Lower City Park Emergency Access Road
Category Parks Maintenance
Type One Phase
Total Project Cost:$220,128
Contact Mike Moran
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 60
Status Active
Total20152016201720182019Expenditures
211,511211,511CONSTRUCTION
211,511 211,511Total
Prior
8,617
Total
Total20152016201720182019Funding Sources
220,000220,000GO BONDS
220,000 220,000Total
Prior
128
Total
Description
This project will upgrade the playground facilities at Mercer Park to a regional park.
Project #R4186
Priority Essential (2)
Justification
The project replaces the older playground facilities and an established city park that will help ensure that the park remains safe and vital. The newer facilities will
also help establish the park as a regional park rather than a neighborhood park.
Budget Impact/Other
Estimated impact on operating costs is less than $10,000 per year.
Useful Life 20 years
Project Name Mercer Park Playground
Category Parks Maintenance
Type One Phase
Total Project Cost:$214,855
Contact Mike Moran
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
214,855214,855CONSTRUCTION
214,855 214,855Total
Total20152016201720182019Funding Sources
150,000150,000GO BONDS
64,85564,855PARK DEDICATION FEES
214,855 214,855Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
515
Description
The two log cabins in Upper City Park, known as the Old Settlers' Association of Johnson County Cabins, were entered into the National Register of Historic Places
on June 25, 2013. These cabins are in need of immediate restoration; foundation, roof, logs and interior. Fundraising by the Parks and Recreation Foundation has
begun, with the goal to raise at least half of the cost. A REAP grant will also be submitted in the Spring of 2014.
Project #R4187
Priority Essential (2)
Justification
As the last surviving buildings built by the Johnson County Old Settlers, the log cabins in City Park serve as a significant reminder of how far we have come as a
community, a city, and a county. Beginning in 1918, when both log cabins became permanently situated in Upper City Park, and until their closure in 2009, these
historic pioneer-era replicas provided for the Iowa City community as a social, natural, recreational, and educational resource for Iowa residents. The cabins were
not only utilized by local groups such as scout troops, university students, schools districts, and historical societies for organized programming, but also by the
general public as a historical landmark and community destination. With the cabins having recently been listed on the National Register of Historic Places, it is
more than ideal for these historic structures to be preserved for the education and use of future generations to come. Once successfully restored, the cabins can once
again stand as a destination location for educational programming, as well as social gatherings and events.
Budget Impact/Other
There will be increased operating costs due to the increased usage of the facilities, but there will also be increased revenues due to the ability to rent the space out.
The net impact to the operating budget is negligible.
Useful Life 20 years
Project Name City Park Cabin Restoration
Category Recreation
Type One Phase
Total Project Cost:$175,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %VARIES
GRANTEE REAP
TIF DISTRICT None
SCORE 36
Status Active
Total20152016201720182019Expenditures
175,000175,000CONSTRUCTION
175,000 175,000Total
Total20152016201720182019Funding Sources
20,00020,000CONTRIBUTIONS &
DONATIONS
130,000130,000GO BONDS
25,00025,000OTHER STATE GRANTS
175,000 175,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
516
Description
Installation of two cabana shelters, and one cantilever shade structure at City Park pool.
Project #R4188
Priority Essential (2)
Justification
These cabana shelters will be utilized for revenue gains from party and event rentals.
Budget Impact/Other
The cabanas will increase revenues due to rentals and increase maintenance costs to maintain them. The net impact to the operating budget is negligible.
Useful Life 15 years
Project Name City Park Pool Cabana Shelters
Category Recreation
Type One Phase
Total Project Cost:$65,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 38
Status Active
Total20152016201720182019Expenditures
65,00065,000CONSTRUCTION
65,000 65,000Total
Total20152016201720182019Funding Sources
65,00065,000GO BONDS
65,000 65,000Total
Description
Develop a response and action plan to mitigate and manage the impact of the inevitable Emerald Ash Borer infestation. The average cost of removal is $800 per
tree; the average cost of replanting is $400 per tree. There is approximately 2,000 Ash trees for a total of $2.4 million for removal and replanting over a 15 year
time span. $100,000 will remove and replant approximately 83 trees.
Project #R4189
Priority Critical (1)
Justification
In June of 2014 EAB was detected in Iowa CIty and although an infestation has not been determined it is deamed to be inevitable due to EAB confirmations in
neighboring counties such as Cedar and Muscatine. The City of Iowa City is responsible for approximately 2,000 Ash trees and currently does not have a funding
source specified for EAB. This will afford the ability to identify, inventory, remove, replace and retain (as much as possible) the City's Ash population. Currently
there is no state funding source available to aid municipalities with managing the impact from EAB. The Forestry division currently does not have the labor force or
resources to effectively and safely manage an EAB infestation.
Budget Impact/Other
There will be costs for management and oversight for the program and for landfill disposal. Estimated additional expenditures is less than $10,000 per year.
Useful Life 15 years
Project Name Emerald Ash Borer Response Plan
Category Parks Maintenance
Type Annual
Total Project Cost:$375,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 54
Status Active
Total20152016201720182019Expenditures
375,00075,000 75,000 75,000 75,000 75,000CONSTRUCTION
75,000 75,000 75,000 75,000 75,000 375,000Total
Total20152016201720182019Funding Sources
375,00075,000 75,000 75,000 75,000 75,000GENERAL FUND
75,000 75,000 75,000 75,000 75,000 375,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
517
Description
Addition of new playground equipment, safety surfacing material, water feature, drinking fountain, shelter and bathroom at Tower Court Park.
Project #R4190
Priority Essential (2)
Justification
The Tower Court neighborhood have met with staff and requested a revamping of the amenities in the park. Improving these features aligns with the Parks Master
Plan for renovating and updating neighborhood parks.
Budget Impact/Other
Due to the additional facilities and equipment, there will be additional maintenance and operational expenditures. The estimated increase in the operating
expenditures is $10,000 per year.
Useful Life 20 years
Project Name Tower Court Park Renovation
Category Parks Maintenance
Type One Phase
Total Project Cost:$73,334
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %50%
GRANTEE NONE
TIF DISTRICT None
SCORE 73
Status Active
Total20152016201720182019Expenditures
73,33473,334CONSTRUCTION
73,334 73,334Total
Total20152016201720182019Funding Sources
73,33473,334PARK DEDICATION FEES
73,334 73,334Total
Description
Addition of new playground equipment, safety surfacing material, drinking fountain at Pheasant Hill Park.
Project #R4191
Priority Essential (2)
Justification
Neighborhood requests have been made for new surfacing material and updating play equipment. Improving these features aligns with the Parks Master Plan for
renovating and updating neighborhood parks.
Budget Impact/Other
Due to the additional facilities and equipment, there will be additional maintenance and operational expenditures. The estimated increase in the operating
expenditures is $10,000 per year.
Useful Life 20 years
Project Name Pheasant Hill Park Renovation
Category Parks Maintenance
Type One Phase
Total Project Cost:$50,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %50%
GRANTEE NONE
TIF DISTRICT None
SCORE 73
Status Active
Total20152016201720182019Expenditures
50,00050,000CONSTRUCTION
50,000 50,000Total
Total20152016201720182019Funding Sources
14,13814,138GO BONDS
35,86235,862PARK DEDICATION FEES
50,000 50,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
518
Description
This project will include the use of existing plans and new consultant plans for the re-development of the trail system in conjunction with Friends of Hickory Hill
park. the project will also include wayfinding, ammenity placement and ADA opportunities within the park.
Project #R4224
Priority Critical (1)
Justification
The project will be something that can develop the park for a long term solution of trails, bridges and ammenities for use by the public.
Budget Impact/Other
This project will increase operating expenses due to the additional maintenance required for the new trail. Estimated additional operating costs are less than
$10,000 per year.
Useful Life 40 Years
Project Name Hickory Hill Trail Redesign & Development
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$750,000
Contact Mike Moran
Department PARKS & RECREATION
MATCH %NONE
GRANTEE FRIENDS OF HICKORY HILL
TIF DISTRICT None
SCORE 60
Status Active
Total20152016201720182019Expenditures
750,000250,000 250,000 250,000CONSTRUCTION
250,000 250,000 250,000 750,000Total
Total20152016201720182019Funding Sources
150,00050,000 50,000 50,000CONTRIBUTIONS &
DONATIONS
600,000200,000 200,000 200,000GO BONDS
250,000 250,000 250,000 750,000Total
Description
Develop a management plan to incorporate and maintain alternative plantings in non-parkland areas.
Project #R4226
Priority Efficiency Improvement (3)
Justification
During the past two decades the Parks division has absorbed maintenance responsibilities for approximately 200 acres of non-parkland. This would allow for a
more sustainable level of service, either internally or contracted.
Budget Impact/Other
The addition of the roadway vegetation would reduce the annual maintenance costs for the non-park land. The estimated reduction in annual operating costs is less
than $10,000.
Useful Life 20 years
Project Name Sustainable Roadway Vegetation Management Program
Category Parks Maintenance
Type Annual
Total Project Cost:$125,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 49
Status Active
Total20152016201720182019Expenditures
125,00025,000 25,000 25,000 25,000 25,000CONSTRUCTION
25,000 25,000 25,000 25,000 25,000 125,000Total
Total20152016201720182019Funding Sources
125,00025,000 25,000 25,000 25,000 25,000GENERAL FUND
25,000 25,000 25,000 25,000 25,000 125,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
519
Description
This project will have the Parks & Recreation Department develop a master plan for these two parks and include the construction of a Splash Pad for the residents
on the west side of Iowa City.
Project #R4322
Priority Essential (2)
Justification
This project is consistent with the City's master plan to develop neighborhood parks. This is an area that is under served by park and recreation spaces.
Budget Impact/Other
This project will increase operating costs due to the addition of a new splash pad. The increase in operating costs is estimated to be approximately $10,000 per year.
Useful Life 40 Years
Project Name Willow Crk/Kiwanis Park Master Plans & Splash Pad
Category Parks Maintenance
Type One Phase
Total Project Cost:$400,000
Contact Mike Moran
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
350,000350,000CONSTRUCTION
350,000 350,000Total
Prior
50,000
Total
Total20152016201720182019Funding Sources
350,000350,000GO BONDS
350,000 350,000Total
Prior
50,000
Total
Description
Funds various facility upgrade, replacement, and maintanance projects for components that have exceeded their life expectancy for the Robert A. Lee Recreation
Center and Mercer/Scanlon Recreation Center.
Project #R4330
Priority Critical (1)
Justification
Funds are needed to cover unforseen projects that result from aging facillities.
Budget Impact/Other
This project reduces expenditures through the replacement of aged facilities with new facilities. The anticipated savings are less than $10,000 per year.
Useful Life 20 years
Project Name Annual Recreation Center Improvements
Category Recreation
Type Annual
Total Project Cost:$250,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20152016201720182019Expenditures
250,00050,000 50,000 50,000 50,000 50,000CONSTRUCTION
50,000 50,000 50,000 50,000 50,000 250,000Total
Total20152016201720182019Funding Sources
250,00050,000 50,000 50,000 50,000 50,000GENERAL FUND
50,000 50,000 50,000 50,000 50,000 250,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
520
Description
Partnership with the Iowa City Community School District to construct an expanded gymnasium recreation facillity at a neighborhood elementary school. This
project contributes funds to the Iowa City school district to add recreation space into the new elementary school facilities to create additional recreation space for
neighborhoods. Alexander Elementary - 2015, Hoover Elementary - 2017
Project #R4331
Priority Essential (2)
Justification
The Recreation Division has received increase demands for indoor recreation space in the community. The project will allow the division to meet these demands
and will support the division's revenues.
Budget Impact/Other
Due to the arrangement with the school district. The anticipated increase in operating costs is negligible.
Useful Life 30 Years
Project Name Elementary School Recreation Facility Partnership
Category Recreation
Type Multi-Phase
Total Project Cost:$1,525,000
Contact Mike Moran
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 62
Status Active
Total20152016201720182019Expenditures
1,525,000750,000 775,000OTHER
750,000 775,000 1,525,000Total
Total20152016201720182019Funding Sources
1,525,000750,000 775,000GO BONDS
750,000 775,000 1,525,000Total
Description
Upgrade Building Automation System (BAS)/ Energy Managemant Control System (EMCS) controls to Mercer/Scanlon HVAC Systems (2016), Robert A. Lee
Recreation Center (2017) and City Hall (2018).
Project #R4332
Priority Efficiency Improvement (3)
Justification
These systems control facility HVAC (Heating, Ventilation, Air Conditioning) equipment along with the associated mechanical and electrical components. As these
existing controls become aged, service technicians do the same, retiring and giving way to new advanced technology with greater efficiency and focus on
sustainability. With that comes a different type of technician training and expertise. Please review the attached documents along with accompanying photos.
Budget Impact/Other
This project will significantly reduce operating costs and energy consumption in multiple facilities. Typical average annual energy savings on projects of this type
range 8-12% of the cost of the project. Estimated savings is $10,000 per year.
Useful Life 15 years
Project Name Upgrade Building BAS Controls
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$535,000
Contact Scott Justason
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 26
Status Active
Total20152016201720182019Expenditures
535,000240,000 170,000 125,000CONSTRUCTION
240,000 170,000 125,000 535,000Total
Total20152016201720182019Funding Sources
535,000240,000 170,000 125,000GO BONDS
240,000 170,000 125,000 535,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
521
Description
Project will include the renovaiton of the locker room, on-deck restrooms to family changing rooms, on-deck office to classroom/meeting room space, and the
replacement of the room partician between the P&G and game rooms at Scanlon Gym. Locker rooms renovation would include painting, new floors, and power
access doors to the pool deck. The on-deck restrooms would be altered to allow for family changing space which is much needed to serve special needs population.
Project #R4335
Priority Essential (2)
Justification
This project is a result of numerous patron requests for improvements to the MPAC locker rooms and to meet the needs for family changing areas that serve the
general and special needs population. Under used office space on deck will be used to enhance training and meeting space with potential revenue increases through
rentals. The wall partician portion of the project will enhance the meeting rental capabilities and overall aesthetics of the facility.
Budget Impact/Other
The addition of meeting room space could generate additional revenues, and the renovated spaces could marginally lower maintenance costs. This estaimted impact
on the operating budget is less than $10,000.
Useful Life 25 years
Project Name Mercer Aquatic Center/Scanlon Gym Improvements
Category Recreation
Type One Phase
Total Project Cost:$53,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
2,0002,000PLANNING/DESIGN
36,00036,000CONSTRUCTION
15,00015,000EQUIPMENT
15,000 38,000 53,000Total
Total20152016201720182019Funding Sources
53,00053,000GO BONDS
53,000 53,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
522
Description
Remodel first floor lobby area to include expansion of usable space by enclosing pool balcony, addition of patron seeting, addition of indoor play equipment, and
remodel entrance to the adminstrative offices.
Project #R4336
Priority Essential (2)
Justification
This project will complete the customer service transition that was started in 2013. The project will enhance the usable space in the lobby for patron activity and
obeservation of programs. Could be utilized for parties and rentals for additional revenue.
Budget Impact/Other
The addition of meeting room space could generate additional revenues, and the renovated spaces could marginally lower maintenance costs. This estaimted impact
on the operating budget is less than $10,000.
Useful Life 25 years
Project Name Recreation Center Lobby Remodel
Category Recreation
Type One Phase
Total Project Cost:$160,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 47
Status Active
Total20152016201720182019Expenditures
15,00015,000PLANNING/DESIGN
145,000145,000CONSTRUCTION
160,000 160,000Total
Total20152016201720182019Funding Sources
160,000160,000GO BONDS
160,000 160,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
523
Description
Resurface the tennis courts at Mercer Park and add a new pickle ball court.
Project #R4337
Priority Essential (2)
Justification
The Parks divison failed to host the 2014 Midlands Tennis Tournament due to poor court conditions. Resurfacing would enhance the complex and promote and
secure tournament play.
City has received requests from the Senior Center’s 50+ member pickle ball group for a designated outdoor court. Currently, the city has a court outlined on the
City Park tennis courts, but no court specifically designated for pickle ball. The city has a dilapidated underused single hoop basketball court to the south of the
Mercer Tennis courts that could be converted to a pickle ball court. Programming and usage for the pickle ball court could be coordinated with Southeast Junior
High.
Budget Impact/Other
This project would lower maintenance expenses due to the replacement of aging infrastructure. The estimated impact on the annual budget is less than $10,000 per
year.
Useful Life 10 years
Project Name Tennis Court / Pickle Ball Court Resurfacing
Category Parks Maintenance
Type One Phase
Total Project Cost:$70,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
70,00070,000CONSTRUCTION
70,000 70,000Total
Total20152016201720182019Funding Sources
70,00070,000GO BONDS
70,000 70,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
524
Description
The study will review 73 acres of property currently owned by the city in the 420th Street Industrial Park that will be near the new elementary school and adjacent to
residential property to determine if it is feasible and if there is enough public interest to relocate the baseball and and soccer fields to this location.
Project #R4338
Priority Essential (2)
Justification
The City's soccer complex is currently on wastewater treatment property that will eventually be converted to wastewater usage over the next twenty years. The
City's baseball diamonds in City Park have been increasingly unavailable due to seasonal flooding.
Budget Impact/Other
This study will have a negiligible impact on the city's operating budget.
Useful Life 10 years
Project Name Youth Sports Complex Feasibility Study
Category Recreation
Type Multi-Phase
Total Project Cost:$50,000
Contact Mike Moran
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 33
Status Active
Total20152016201720182019Expenditures
50,00050,000PLANNING/DESIGN
50,000 50,000Total
Total20152016201720182019Funding Sources
50,00050,000GO BONDS
50,000 50,000Total
Description
This project will construct a new Solid Waste building with offices, lockers & meeting rooms, and storage areas. This project is necessary to replace outdated
facilities and allow for the relocation of the Public Works Operations from the Riverside Drive site to the South Gilbert Street Facility, which is a prerequisite for
redevelopment of the Riverside Drive site.
Project #K3972
Priority Critical (1)
Justification
The goal is to move all operations off of the Hwy 6 / Riverside Drive site to this new location. Current facilities are old and in poor condition. The migration of the
facilities to the South Gilbert site will also create an opportunity to redevelop the Riverside Drive site.
Budget Impact/Other
The replacement of the building will increase the City's operating costs for utilities and insurance. The estimated increase in operating costs is $10,000 to $20,000
per year.
Useful Life 40 Years
Project Name Refuse Building
Category Refuse Operations
Type One Phase
Total Project Cost:$700,000
Contact Rick Fosse
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
700,000700,000CONSTRUCTION
700,000 700,000Total
Total20152016201720182019Funding Sources
700,000700,000REFUSE COLLECTION FUND
700,000 700,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
525
Description
This project includes upgrading and asphalt overlay of Hebl Road from Melrose Avenue to the landfill entrance. This roadway is currently unimproved rural chip
sealed roadway. In the future there will be more heavy truck traffic because the fill for the Gateway project on Dubuque Street will be hauled from the landfill
stockpiles by trucks. Potentially, a material recycling facility may be located at the Landfill adding to traffic on Hebl Road.
Project #L3322
Priority Essential (2)
Justification
Hebl Ave serves as the only access road to the City Landfill. Reconstruction to a reliable longlasting surface is required to reduce the occurances of maintenance
related shutdowns, and chance of road failure that would cause a complete closure of access to the landfill.
Budget Impact/Other
This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year.
Useful Life 20 years
Project Name Hebl Road Improvements
Category Landfill
Type One Phase
Total Project Cost:$850,000
Contact Dave Panos
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 53
Status Active
Total20152016201720182019Expenditures
75,00075,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
85,000 85,000Total
Prior
765,000
Total
Total20152016201720182019Funding Sources
85,00085,000LANDFILL FUND
85,000 85,000Total
Prior
765,000
Total
Description
This project consists of replacing the existing landfill gas collection system flare unit.
Project #L3324
Priority Essential (2)
Justification
The existing flare was installed in 2000 and has deteriorated with use and age.
Budget Impact/Other
This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year.
Useful Life 10 years
Project Name Landfill Gas Collection System Flare Replacement
Category Landfill
Type One Phase
Total Project Cost:$300,000
Contact Daniel Scott
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 56
Status Active
Total20152016201720182019Expenditures
300,000300,000CONSTRUCTION
300,000 300,000Total
Total20152016201720182019Funding Sources
300,000300,000LANDFILL FUND
300,000 300,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
526
Description
This project consists of replacing the existing landfill household hazardous waste storage unit.
Project #L3325
Priority Essential (2)
Justification
This project consists of replacing the existing landfill household hazardous waste storage unit.
Budget Impact/Other
Operating Impact: This project reduces expenditures through the replacement of aged facilities with new facilities. The anticipated savings are less than $10,000
per year.
Useful Life 10 years
Project Name Landfill Household Hazardous Water Storage Unit
Category Landfill
Type One Phase
Total Project Cost:$300,000
Contact Daniel Scott
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 56
Status Active
Total20152016201720182019Expenditures
300,000300,000CONSTRUCTION
300,000 300,000Total
Total20152016201720182019Funding Sources
300,000300,000LANDFILL FUND
300,000 300,000Total
Description
This project will make storm sewer improvements on Normandy Drive. This project replaces a failing corrugated metal pipe. The improvements will include a
modified intake structure with a valve to allow for installation of salvaged pumps to allow for more efficient pumping.
Project #M3629
Priority Efficiency Improvement (3)
Justification
During flood events, the modification will allow for more efficient pumping of storm water.
Budget Impact/Other
The project will decrease the amount of staffing necessary to keep the pumps operating. The estimated operating impact is lower annual expenditures by less than
$10,000.
Useful Life 40 Years
Project Name Normandy Drive Storm Sewer Replacement
Category Storm Water
Type One Phase
Total Project Cost:$375,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
25,00025,000PLANNING/DESIGN
350,000350,000CONSTRUCTION
25,000 350,000 375,000Total
Total20152016201720182019Funding Sources
375,00025,000 350,000STORM WATER FUND
25,000 350,000 375,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
527
Description
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.
Project #M3630
Priority Efficiency Improvement (3)
Justification
During flood events, the modification will allow for more efficient pumping of storm water.
Budget Impact/Other
The project will decrease the amount of staffing necessary to keep the pumps operating. The estimated operating impact is lower annual expenditures by less than
$10,000.
Useful Life 40 Years
Project Name Stevens Drive Storm Sewer Improvements
Category Storm Water
Type One Phase
Total Project Cost:$375,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
25,00025,000PLANNING/DESIGN
350,000350,000CONSTRUCTION
25,000 350,000 375,000Total
Total20152016201720182019Funding Sources
375,00025,000 350,000STORM WATER FUND
25,000 350,000 375,000Total
Description
Construct an automated vehicle wash system for large vehicles and provide wash racks for the manual cleaning of large vehicles at the South Gilbert Street Public
Works Facility.
Project #P3957
Priority Critical (1)
Justification
The goal is to replace the existing facility location at the Hwy 6 / Riverside Drive site to this new location.
Budget Impact/Other
This system replaces the current system at the old public works facility. The system should be more energy efficient and water efficient which should lower the
City's operating costs. The estimated decrease in operating costs is less than $10,000 per year.
Useful Life 40 Years
Project Name Vehicle Wash System at New Public Works Site
Category Public Works Administration
Type One Phase
Total Project Cost:$1,140,000
Contact Melissa Clow
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 57
Status Active
Total20152016201720182019Expenditures
40,00040,000PLANNING/DESIGN
1,100,0001,100,000CONSTRUCTION
40,000 1,100,000 1,140,000Total
Total20152016201720182019Funding Sources
1,100,0001,100,000EQUIPMENT FUND
1,100,000 1,100,000Total
Prior
40,000
Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
528
Description
This project will construct a new Traffic Engineering building with a tech room work bench, sign shop, materials & equipment storage, and vehicle parking. This
project is necessary to replace outdated facilities and facilitate the relocation of the Public Works Operations form the Riverside Drive site to the South Gilbert
Street Facility and is a prerequisite to redevelopment of the Riverside Drive site.
Project #P3973
Priority Critical (1)
Justification
The goal is to move all operations off of the Hwy 6 / Riverside Drive site to this new location. Current facilities are old and in poor condition. The migration of the
facilities to the South Gilbert site will also create an opportunity to redevelop the Riverside Drive site.
Budget Impact/Other
The replacement of the building will increase the City's operating costs for utilities and insurance. The estimated increase in operating costs is $10,000 to $20,000
per year.
Useful Life 40 Years
Project Name Traffic Engineering Building
Category Public Works Administration
Type One Phase
Total Project Cost:$700,000
Contact Rick Fosse
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
700,000700,000CONSTRUCTION
700,000 700,000Total
Total20152016201720182019Funding Sources
700,000700,000ROAD USE TAX FUND
700,000 700,000Total
Description
Construct a pedestrian tunnel through the railroad overpass on the west side of Riverside Drive.
Project #P3974
Priority Essential (2)
Justification
This will help spur the development plans of the Hartwig Motor site.
Budget Impact/Other
Operating costs will increase due to the required maintenance of the tunnel. The estimated
increase in operating costs is less than $10,000 per year.
Useful Life 60 years
Project Name Riverside Drive Pedestrian Tunnel
Category Public Works Administration
Type One Phase
Total Project Cost:$1,554,714
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverside Drive
SCORE 62
Status Active
Total20152016201720182019Expenditures
100,000100,000PLANNING/DESIGN
1,434,0001,434,000CONSTRUCTION
100,000 1,434,000 1,534,000Total
Prior
20,714
Total
Total20152016201720182019Funding Sources
1,534,000100,000 1,434,000GO BONDS
20,71420,714TAX INCREMENT FINANCING
100,000 1,454,714 1,554,714Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
529
Description
This project will install a drainage swale along No Name Road to allow major flow events to go directly to the Iowa River.
Project #P3976
Priority Efficiency Improvement (3)
Justification
During flood events, the modification will allow for more efficient use of City personnel.
Budget Impact/Other
The project will decrease the amount of staffing necessary for this area in a major flood event. The impact on the annual operating budget is negligible.
Useful Life 50 years
Project Name Idyllwild Storm Water Drainage Diversion
Category Storm Water
Type One Phase
Total Project Cost:$521,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 53
Status Active
Total20152016201720182019Expenditures
50,00050,000PLANNING/DESIGN
450,000450,000CONSTRUCTION
50,000 450,000 500,000Total
Prior
21,000
Total
Total20152016201720182019Funding Sources
500,00050,000 450,000STORM WATER FUND
50,000 450,000 500,000Total
Prior
21,000
Total
Description
This project will install street trees along Lower Muscatine Road from Kirkwood to First Avenue.
Project #P3978
Priority Aesthetic Improvement (4)
Justification
This project will help give users of the corridor a sense of place.
Budget Impact/Other
The impact on the operating budget will be additional tree maintenance in the city right-of-way. The estimated budget impact is less than $10,000 per year.
Useful Life 50 years
Project Name Lower Muscatine Road Landscaping
Category Parks Maintenance
Type One Phase
Total Project Cost:$100,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 41
Status Active
Total20152016201720182019Expenditures
100,000100,000CONSTRUCTION
100,000 100,000Total
Total20152016201720182019Funding Sources
100,000100,000GO BONDS
100,000 100,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
530
Description
This project will install street trees along South Sycamore Street from the Sycamore "L" to Langenberg.
Project #P3979
Priority Aesthetic Improvement (4)
Justification
This project will help give users of the corridor a sense of place.
Budget Impact/Other
The impact on the operating budget will be additional tree maintenance in the city right-of-way. The estimated budget impact is less than $10,000 per year.
Useful Life 50 years
Project Name S. Sycamore Landscaping - Langenberg to "L"
Category Parks Maintenance
Type One Phase
Total Project Cost:$100,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 41
Status Active
Total20152016201720182019Expenditures
100,000100,000CONSTRUCTION
100,000 100,000Total
Total20152016201720182019Funding Sources
100,000100,000GO BONDS
100,000 100,000Total
Description
This project will install street trees along South Sycamorer Street from Langenberg Avenue to Highway 6.
Project #P3980
Priority Aesthetic Improvement (4)
Justification
This project will help give users of the corridor a sense of place.
Budget Impact/Other
The impact on the operating budget will be additional tree maintenance in the city right-of-way. The estimated budget impact is less than $10,000 per year.
Useful Life 50 years
Project Name S. Sycamore Landscape - Langenberg to Highway 6
Category Parks Maintenance
Type One Phase
Total Project Cost:$100,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 41
Status Active
Total20152016201720182019Expenditures
100,000100,000CONSTRUCTION
100,000 100,000Total
Total20152016201720182019Funding Sources
100,000100,000GO BONDS
100,000 100,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
531
Description
The project reconstructs Harrison Street from Dubuque Street to Clinton Street subject to private development of the adjacent parcel.
Project #S3806
Priority Essential (2)
Justification
The area adjacent to the block is being redeveloped from an old school site to include the new Midwest One mortgage office building, a new parking garage, and
new townhomes.
Budget Impact/Other
This project will minimally lower maintenance costs due to the replacement of brick with concrete.
Useful Life 50 years
Project Name Harrison Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$500,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverfront Crossings
SCORE 44
Status Active
Total20152016201720182019Expenditures
500,000500,000CONSTRUCTION
500,000 500,000Total
Total20152016201720182019Funding Sources
500,000500,000GO BONDS
500,000 500,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
532
Description
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 from the Park Road Bridge. This project includes the
construction of the North River Corridor Trunk Sewer.
Project #S3809
Priority Critical (1)
Justification
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 City, emergency access, pedestrian and bicycle transportation and more.
Budget Impact/Other
This project will reduce the maintenance expenses of the Dubuque and Park Road pavements and the Park Road Bridge. The estimated annual decrease in
operating expenditures is less than $10,000.
Useful Life 50 years
Project Name Iowa City Gateway Project (Dubuque St)
Category Street Operations
Type One Phase
Total Project Cost:$51,308,434
Contact Melissa Clow
Department PUBLIC WORKS
MATCH %NONE
GRANTEE EDA/STP
TIF DISTRICT None
SCORE 71
Status Active
Total20152016201720182019Expenditures
3,594,9583,594,958PLANNING/DESIGN
41,466,47520,511,475 20,955,000CONSTRUCTION
3,831,0001,915,500 1,915,500INSPECTION
3,594,958 22,426,975 22,870,500 48,892,433Total
Prior
2,416,001
Total
Total20152016201720182019Funding Sources
9,082,6554,541,327 4,541,328FEDERAL GRANTS
10,000,0005,000,000 5,000,000GO BONDS
24,937,1933,594,958 21,342,235LOCAL OPTION SALES TAX
4,400,0002,400,000 2,000,000WASTEWATER FUND
3,594,958 33,283,562 11,541,328 48,419,848Total
Prior
2,574,380
Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
533
Description
This project replaces or adds traffic signals at intersections with outdated traffic signal equipment or at dangerous and uncontrolled intersections. This project is
only funded if there is an intersection in need.
Project #S3814
Priority Efficiency Improvement (3)
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 due to unimproved intersections.
Budget Impact/Other
Useful Life 20 years
Project Name Annual Traffic Signal Projects
Category Street Operations
Type Annual
Total Project Cost:$750,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
750,000150,000 150,000 150,000 150,000 150,000EQUIPMENT
150,000 150,000 150,000 150,000 150,000 750,000Total
Total20152016201720182019Funding Sources
750,000150,000 150,000 150,000 150,000 150,000GO BONDS
150,000 150,000 150,000 150,000 150,000 750,000Total
Description
Annual appropriation for traffic calming projects
Project #S3816
Priority Efficiency Improvement (3)
Justification
These projects create safer and quieter neighborhoods from vehicle traffic.
Budget Impact/Other
The addition of infrastructure of this nature adds maintenance expense to the City's operating budget. The estimated increase in operating expenses is less than
$10,000 per year.
Useful Life 40 Years
Project Name Traffic Calming
Category Street Operations
Type Annual
Total Project Cost:$125,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
125,00025,000 25,000 25,000 25,000 25,000CONSTRUCTION
25,000 25,000 25,000 25,000 25,000 125,000Total
Total20152016201720182019Funding Sources
125,00025,000 25,000 25,000 25,000 25,000ROAD USE TAX FUND
25,000 25,000 25,000 25,000 25,000 125,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
534
Description
Annual appropriation for providing extra width pavement on roadways.
Project #S3821
Priority Efficiency Improvement (3)
Justification
This project allows the expansion of infrastructure to accommodate additional growth and public demands in new developments.
Budget Impact/Other
This project creates additional infrastructure to maintain. The estimated increase in operating costs is negligible.
Useful Life 20 years
Project Name Overwidth Paving - Sidewalks
Category Street Operations
Type Annual
Total Project Cost:$125,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
125,00025,000 25,000 25,000 25,000 25,000CONSTRUCTION
25,000 25,000 25,000 25,000 25,000 125,000Total
Total20152016201720182019Funding Sources
125,00025,000 25,000 25,000 25,000 25,000ROAD USE TAX FUND
25,000 25,000 25,000 25,000 25,000 125,000Total
Description
Biennial appropriation for the construction of ADA accessible curb ramps.
Project #S3822
Priority Essential (2)
Justification
This program is to bring the City curb ramps in compliance with the Federal ADA standards.
Budget Impact/Other
This project creates additional infrastructure to maintain. The estimated increase in operating costs is negligible.
Useful Life 40 Years
Project Name Curb Ramps-ADA
Category Street Operations
Type Multi-Phase
Total Project Cost:$300,000
Contact Dave Panos
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 56
Status Active
Total20152016201720182019Expenditures
300,000100,000 100,000 100,000CONSTRUCTION
100,000 100,000 100,000 300,000Total
Total20152016201720182019Funding Sources
300,000100,000 100,000 100,000ROAD USE TAX FUND
100,000 100,000 100,000 300,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
535
Description
Annual appropriation for the repair of brick streets.
Project #S3823
Priority Essential (2)
Justification
The City's brick streets require continual maintenance and updates in order to maintain in acceptable condition for drivers.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
Useful Life 40 Years
Project Name Brick Street Repairs
Category Street Operations
Type Annual
Total Project Cost:$100,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
100,00020,000 20,000 20,000 20,000 20,000CONSTRUCTION
20,000 20,000 20,000 20,000 20,000 100,000Total
Total20152016201720182019Funding Sources
100,00020,000 20,000 20,000 20,000 20,000ROAD USE TAX FUND
20,000 20,000 20,000 20,000 20,000 100,000Total
Description
Annual appropriation for resurfacing roadways.
Project #S3824
Priority Critical (1)
Justification
This is project is necessary to maintain the city's street infrastructure at an acceptable level.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
Useful Life 20 years
Project Name Annual Pavement Rehabilitation
Category Street Operations
Type Annual
Total Project Cost:$4,579,060
Contact Dave Panos
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
4,579,060855,812 930,812 930,812 930,812 930,812CONSTRUCTION
855,812 930,812 930,812 930,812 930,812 4,579,060Total
Total20152016201720182019Funding Sources
500,000100,000 100,000 100,000 100,000 100,000GENERAL FUND
3,425,000625,000 700,000 700,000 700,000 700,000ROAD USE TAX FUND
654,060130,812 130,812 130,812 130,812 130,812UTILITY FRANCHISE TAX
855,812 930,812 930,812 930,812 930,812 4,579,060Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
536
Description
Annual average expense to convert overhead electrical systems to underground.
Dubuque Street, Riverside Drive, and Gilbert Street are currently the priority corridors for undergrounding electrical facilities.
Project #S3826
Priority Essential (2)
Justification
The City receives franchise fees from utility services. A portion of these fees is assigned to underground electrical issues and for moving electrical lines
underground. This creates fewer electrical issues due to weather and a cleaner appearance from fewer above ground lines.
Budget Impact/Other
Maintenance of the electrical lines is the responsibility of the utility companies. This project has a negligible impact on the City's operating budget.
Useful Life 20 years
Project Name Underground Electrical Facilities
Category Street Operations
Type Annual
Total Project Cost:$972,765
Contact Rick Fosse
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
972,765194,553 194,553 194,553 194,553 194,553CONSTRUCTION
194,553 194,553 194,553 194,553 194,553 972,765Total
Total20152016201720182019Funding Sources
972,765194,553 194,553 194,553 194,553 194,553UTILITY FRANCHISE TAX
194,553 194,553 194,553 194,553 194,553 972,765Total
Description
Annual program to construct sidewalks where gaps exist.
Project #S3828
Priority Essential (2)
Justification
This project improves the city's transportation system for pedestrians and bicycles by filling in portions of the sidewalk network that have segments missing.
Budget Impact/Other
This project creates additional infrastructure to maintain. The estimated increase in
operating costs is negligible.
Useful Life 20 years
Project Name Sidewalk Infill Program
Category Street Operations
Type Multi-Phase
Total Project Cost:$300,000
Contact Josh Slattery
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
300,000100,000 100,000 100,000CONSTRUCTION
100,000 100,000 100,000 300,000Total
Total20152016201720182019Funding Sources
300,000100,000 100,000 100,000GO BONDS
100,000 100,000 100,000 300,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
537
Description
This project will include new concrete paving and storm sewer for one block of alley. The cost of this project will be assessed to the adjacent property owners.
Project #S3830
Priority Critical (1)
Justification
These assessments allow alley infrastructure to be updated with the cost of the improvements to be shared with the benefitted adjacent property owners.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
Useful Life 20 years
Project Name Alley Assessment
Category Street Operations
Type Multi-Phase
Total Project Cost:$362,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
362,000181,000 181,000CONSTRUCTION
181,000 181,000 362,000Total
Total20152016201720182019Funding Sources
362,000181,000 181,000GO BONDS
181,000 181,000 362,000Total
Description
This project will reconstruct the intersection of Burlington and Madison to add turn lanes on Madison, signal improvements, and the replacement of water and
sewer mains. The project also includes a landscaped median from the Iowa River to Madison Street. The project is designed to address pedestrian and traffic flows
related to the U of I Recreation Center and future growth.
Project #S3834
Priority Efficiency Improvement (3)
Justification
This project improves pedestrian and vehicle movements at the Burlington and Madison intersection creating greater safety for pedstrians.
Budget Impact/Other
This project will replace old infrastructure which should reduce operating costs, but also adds additional turning lanes and traffic signals which will require
additional maintenance. The net impact of the changes on the City's operating budget will be negligible.
Useful Life 50 years
Project Name Burlington & Madison Intersection Improvements
Category Street Operations
Type One Phase
Total Project Cost:$1,938,524
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE TSIP/STP
TIF DISTRICT City-University
SCORE 72
Status Active
Total20152016201720182019Expenditures
100,000100,000PLANNING/DESIGN
1,700,0001,700,000CONSTRUCTION
100,000 1,700,000 1,800,000Total
Prior
138,524
Total
Total20152016201720182019Funding Sources
1,511,0001,511,000FEDERAL GRANTS
1,511,000 1,511,000Total
Prior
427,524
Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
538
Description
This project will pave this portion of Foster Road and extend the sanitary sewer.
Project #S3839
Priority Essential (2)
Justification
The major grading for the project has already occurred. This street project will fill a multi-modal transportation gap.
Budget Impact/Other
This project will increase operating and maintenance costs due to the addition of new infrastructure. The estimated additional operating cost is less than $10,000.
Useful Life 50 years
Project Name Foster Rd Extension - Dubuque to Prairie Du Chien
Category Street Operations
Type One Phase
Total Project Cost:$2,700,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 50
Status Active
Total20152016201720182019Expenditures
100,000100,000PLANNING/DESIGN
2,600,0002,600,000CONSTRUCTION
100,000 2,600,000 2,700,000Total
Total20152016201720182019Funding Sources
2,150,000100,000 2,050,000GO BONDS
550,000550,000WASTEWATER FUND
100,000 2,600,000 2,700,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
539
Description
This project will reconstruct the intersection of Burlington and Clinton to add turn lanes on Clinton, signal improvements, and replace water mains. This project will
be designed to reduce the accident rate at this location. This project is proposed for completion during construction of the Voxman Music Building and Clapp
Recital Hall.
Project #S3840
Priority Essential (2)
Justification
This project will improve the traffic and pedestrian flow at the intersection of the new U of I school of music building.
Budget Impact/Other
This project will replace old infrastructure which should reduce operating costs, but also adds additional turning lanes and traffic signals which will require
additional maintenance. The net impact of the changes on the City's operating budget will be negligible.
Useful Life 50 years
Project Name Burlington & Clinton Intersection Improvements
Category Street Operations
Type One Phase
Total Project Cost:$1,140,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE TSIP
TIF DISTRICT City-University
SCORE 40
Status Active
Total20152016201720182019Expenditures
1,138,3321,138,332CONSTRUCTION
1,138,332 1,138,332Total
Prior
1,668
Total
Total20152016201720182019Funding Sources
200,000200,000FEDERAL GRANTS
840,000840,000GO BONDS
100,000100,000WATER FUND
1,140,000 1,140,000Total
Description
Annual appropriation for the repair of railroad crossings.
Project #S3843
Priority Essential (2)
Justification
This project repairs railroad intersections to improve the flow of traffic and to reduce accidents and damages due to poor crossings.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
Useful Life 40 Years
Project Name Annual RR Crossings City Wide
Category Street Operations
Type Annual
Total Project Cost:$100,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
100,00020,000 20,000 20,000 20,000 20,000CONSTRUCTION
20,000 20,000 20,000 20,000 20,000 100,000Total
Total20152016201720182019Funding Sources
100,00020,000 20,000 20,000 20,000 20,000ROAD USE TAX FUND
20,000 20,000 20,000 20,000 20,000 100,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
540
Description
This project will reconstruct one block of brick street and will include complete removal of the existing pavement, salvage of existing bricks, construction of new 7
inch concrete pavement base with asphalt setting bed and brick surface.
Project #S3849
Priority Essential (2)
Justification
This project repairs and replaces aged and damaged brick streets to improve vehicle travel and to reduce necessary repairs.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
Useful Life 40 Years
Project Name Brick Street Reconstruction
Category Street Operations
Type Multi-Phase
Total Project Cost:$800,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 44
Status Active
Total20152016201720182019Expenditures
800,000800,000CONSTRUCTION
800,000 800,000Total
Total20152016201720182019Funding Sources
800,000800,000GO BONDS
800,000 800,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
541
Description
This project will include the study of the intersection of Scott Boulevard and Muscatine Avenue/American Legion Road to determine the preferred traffic control
measures to reduce delay/congestion. The study will evaluate existing conditions, traffic signal control with additional turn lanes, and a roundabout. Based on the
results of the study, a preferred alternative for the intersection improvements will be chosen, designed and constructed. This project will also reconstruct American
Legion Road to urban standards from Taft Avenue to Scott Boulevard and include an 8' sidewalk.
Project #S3854
Priority Essential (2)
Justification
In addition to residential development along this road, the Iowa City Community School District has purchased a site along this street to build a new elementary
school.
Budget Impact/Other
This project will replace old infrastructure which should reduce operating costs, but also adds additional pavement and trails which will require additional
maintenance. The net impact of the changes on the City's operating budget will be an increase of less than $10,000 per year.
Useful Life 50 years
Project Name American Legion Rd-Scott Blvd to Taft Ave
Category Street Operations
Type One Phase
Total Project Cost:$6,650,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 70
Status Active
Total20152016201720182019Expenditures
250,000250,000PLANNING/DESIGN
100,000100,000LAND/ROW ACQUISITION
5,650,0005,650,000CONSTRUCTION
200,000200,000INSPECTION
50,00050,000ADMINISTRATION
400,000400,000OTHER
350,000 6,300,000 6,650,000Total
Total20152016201720182019Funding Sources
6,650,000350,000 6,300,000GO BONDS
350,000 6,300,000 6,650,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
542
Description
This project will install a right turn lane from northbound Mormon Trek to eastbound Benton Street. The existing four lane section from Rohret Road to Cameron
Way will be converted to a three lane section and necessary signal modifications will be made.
Project #S3868
Priority Efficiency Improvement (3)
Justification
This area is subject to traffic back-up and vehicle accident issues during commuting hours. This improvement will help alleviate these issues.
Budget Impact/Other
This project will replace old infrastructure which should reduce operating costs. The net impact of the changes on the City's operating budget will be negligible.
Useful Life 50 years
Project Name Mormon Trek - Right Turn at Benton & 3 Lane Conv
Category Street Operations
Type One Phase
Total Project Cost:$500,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE TSIP
TIF DISTRICT None
SCORE 55
Status Active
Total20152016201720182019Expenditures
500,000500,000CONSTRUCTION
500,000 500,000Total
Total20152016201720182019Funding Sources
500,000500,000FEDERAL GRANTS
500,000 500,000Total
Description
The project will lower First Avenue under the IAIS Railroad. This will include the construction of a railroad bridge, retaining wall and utilities.
Project #S3871
Priority Critical (1)
Justification
The project will reduce delay to the public by eliminating the at grade crossing. It will also decrease response time for Fire Station 3.
Budget Impact/Other
This project will increase operating costs due to the increased maintenance of retaining walls and storm sewer pump station. The estimated increase in operating
costs is less than $10,000 per year.
Useful Life 60 years
Project Name 1st Ave / IAIS RR Crossing Grade Separation
Category Street Operations
Type One Phase
Total Project Cost:$8,350,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %20%
GRANTEE STP
TIF DISTRICT None
SCORE 66
Status Active
Total20152016201720182019Expenditures
4,019,2222,519,222 1,500,000CONSTRUCTION
60,00060,000INSPECTION
25,00025,000ADMINISTRATION
350,000350,000CONTINGENCY
2,519,222 1,935,000 4,454,222Total
Prior
3,895,778
Total
Total20152016201720182019Funding Sources
2,423,0002,423,000FEDERAL GRANTS
2,050,0002,050,000GO BONDS
4,473,000 4,473,000Total
Prior
3,895,778
Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
543
Description
This provides for the repair and minor maintenance of Iowa City's bridges, and the biennial inspections of the bridges.
Project #S3910
Priority Critical (1)
Justification
Repairs to bridge components such as railings that have deteriorated because of age or have been damaged from vehicular collisions, are necessary to provide safe
structures for motorists and pedestrians. The budget amount is higher than past years as repairs to expansion joints/bridge decks will be prtformed on 3 bridges.
Budget Impact/Other
This project will reduce operating costs due to the upkeep and maintainance of older infrastructure. The reduction in operating costs is negligible.
Useful Life 20 years
Project Name Annual Bridge Maintenance & Repair
Category Street Operations
Type Annual
Total Project Cost:$250,000
Contact Denny Gannon
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 60
Status Active
Total20152016201720182019Expenditures
250,00050,000 50,000 50,000 50,000 50,000CONSTRUCTION
50,000 50,000 50,000 50,000 50,000 250,000Total
Total20152016201720182019Funding Sources
250,00050,000 50,000 50,000 50,000 50,000ROAD USE TAX FUND
50,000 50,000 50,000 50,000 50,000 250,000Total
Description
Landscaping and aesthetic treatments in the Interstate 80 corridor. The objective of this project is to mitigate the visual impact of the addition of a third lane to I-80
and to provide cohesive and pleasing feel to the Iowa City corridor. Local funds are proposed for design; outside funding is proposed for implementation.
Project #S3921
Priority Aesthetic Improvement (4)
Justification
This project is dependent upon state grant funding to improve the appearance of the Iowa City corridor along Interstate 80.
Budget Impact/Other
This project will increase operating costs due to the maintenance that will be necessary for
the landscaping improvements. The estimated increase in operating costs is less than $10,000 per year.
Useful Life 10 years
Project Name Interstate 80 Aesthetic Improvements
Category Street Operations
Type Multi-Phase
Total Project Cost:$200,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE IDOT
TIF DISTRICT None
SCORE 50
Status Active
Total20152016201720182019Expenditures
200,000100,000 100,000CONSTRUCTION
100,000 100,000 200,000Total
Total20152016201720182019Funding Sources
200,000100,000 100,000OTHER STATE GRANTS
100,000 100,000 200,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
544
Description
This project will construct a pedestrian bridge along Dubuque Street over I-80, and extend the trail north along Dubuque Street to the Butler Bridge. Portions of this
project will be constructed with the IDOT's project to reconfigure this interchange.
Project #S3930
Priority Essential (2)
Justification
This project connects the bicycle/pedestrian trails that connect the Iowa River Trail across Interstate 80.
Budget Impact/Other
This project will increase operating costs due to the maintenance that will be necessary for the pedestrian bridge improvements. The estimated increase in operating
costs is less than $10,000 per year.
Useful Life 40 Years
Project Name Dubuque St./I-80 Pedestrian Bridge
Category Street Operations
Type One Phase
Total Project Cost:$2,100,000
Contact Melissa Clow
Department PUBLIC WORKS
MATCH %20%
GRANTEE STP
TIF DISTRICT None
SCORE 40
Status Active
Total20152016201720182019Expenditures
2,044,6592,044,659CONSTRUCTION
2,044,659 2,044,659Total
Prior
55,341
Total
Total20152016201720182019Funding Sources
935,000935,000FEDERAL GRANTS
776,158776,158GO BONDS
8,8428,842PARK DEDICATION FEES
1,720,000 1,720,000Total
Prior
380,000
Total
Description
This project will retrofit existing city owned streetlights with LED technology. Estimated payback period for LED streetlights is 3.5 years.
Project #S3932
Priority Essential (2)
Justification
Retorfitting streetlights with LED technology will create long-term savings for the City and is consistent with the sustainability goals of the City Council.
Budget Impact/Other
This project will decrease street lighting costs by 30% and streets overtime for replacing bulbs when the project is complete. The accumulated savings will be in
excess of $100,000 per year.
Useful Life 20 years
Project Name LED Streetlight Replacement
Category Street Operations
Type Multi-Phase
Total Project Cost:$350,000
Contact Geoff Fruin
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 53
Status Active
Total20152016201720182019Expenditures
350,00050,000 75,000 75,000 75,000 75,000EQUIPMENT
50,000 75,000 75,000 75,000 75,000 350,000Total
Total20152016201720182019Funding Sources
350,00050,000 75,000 75,000 75,000 75,000ROAD USE TAX FUND
50,000 75,000 75,000 75,000 75,000 350,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
545
Description
This project consists of annual sanitary sewer repairs and preventive maintenance throughout the sewer system.
Project #V3101
Priority Essential (2)
Justification
This work is necessary to prevent sewer cave-ins and blockages that can cause sanitary sewer overflows and basement flooding.
Budget Impact/Other
This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year.
Useful Life 50 years
Project Name Annual Sewer Main Replacement
Category Wastewater Treatment
Type Annual
Total Project Cost:$2,500,000
Contact Daniel Scott
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 71
Status Active
Total20152016201720182019Expenditures
2,500,000500,000 500,000 500,000 500,000 500,000CONSTRUCTION
500,000 500,000 500,000 500,000 500,000 2,500,000Total
Total20152016201720182019Funding Sources
2,500,000500,000 500,000 500,000 500,000 500,000WASTEWATER FUND
500,000 500,000 500,000 500,000 500,000 2,500,000Total
Description
This project includes removal and replacement of the sludge dewatering equipment at the South Wastewater Plant - Engineering design services, construction
drawings, purchase and installation of new equipment.
Project #V3141
Priority Essential (2)
Justification
The equipment is 25 years old, is at the end of its normal operating lifespan and needs to be replaced. Better efficiency and safety improvements will be
incorporated.
Budget Impact/Other
There will be no change in operationg budget related to this work.
Useful Life 20 years
Project Name Sludge Biosolid Dewatering Equip Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$1,400,000
Contact Daniel Scott
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 56
Status Active
Total20152016201720182019Expenditures
200,000200,000PLANNING/DESIGN
1,200,0001,200,000CONSTRUCTION
1,400,000 1,400,000Total
Total20152016201720182019Funding Sources
1,400,0001,400,000WASTEWATER FUND
1,400,000 1,400,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
546
Description
This project will demolish the North Wastewater Treatment Plant and create wetlands along the Iowa River for flood protection. Funding for this project will be
from the sales tax increment funding from the State of Iowa.
Project #V3142
Priority Essential (2)
Justification
This project is a catalyst for creating development opportunities that will create significant taxable value.
Budget Impact/Other
The expansion of the south treatment plant and the closure of the north treatment plant will most likely achieve savings for the City as it decreases from two
facilities to one. The potential savings has not been estimated, and the project is primarily related to the mitigation of future flood damage, however, potential
savings could be in excess of $100,000.
Useful Life 75 years
Project Name North Wastewater Treatment Plant Demolition
Category Wastewater Treatment
Type One Phase
Total Project Cost:$6,000,000
Contact Steve Long
Department PUBLIC WORKS
MATCH %NONE
GRANTEE IDOR
TIF DISTRICT Riverfront Crossings
SCORE 75
Status Active
Total20152016201720182019Expenditures
500,000500,000PLANNING/DESIGN
5,500,0005,500,000CONSTRUCTION
6,000,000 6,000,000Total
Total20152016201720182019Funding Sources
6,000,0006,000,000MISC TRANSFERS IN
6,000,000 6,000,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
547
Description
This project will relocate the 750kW generator from the decomissioned North Wastewater Treatment Plant to the South Wastewater Treatment Plant. Electrical and
emissions upgrades will be necessary to tie the 750 kW generator into the existing system.
Project #V3143
Priority Critical (1)
Justification
The existing generator at the South Wastewater Treatament Plant is not sized to run the entire plant during an emergency situation. This project also includes
upgrades to the emissions system to once again allow use of the generators for peak time load interruption and associated savings.
Budget Impact/Other
This will have a negligible impact on the operating budget.
Useful Life 20 years
Project Name Generator Relocation & Emissions Upgrade
Category Wastewater Treatment
Type One Phase
Total Project Cost:$1,150,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 71
Status Active
Total20152016201720182019Expenditures
100,000100,000PLANNING/DESIGN
1,000,0001,000,000CONSTRUCTION
25,00025,000INSPECTION
25,00025,000ADMINISTRATION
1,150,000 1,150,000Total
Total20152016201720182019Funding Sources
1,150,0001,150,000WASTEWATER FUND
1,150,000 1,150,000Total
Description
This project will repair four of the original clarifiers that were insatlled in 1989. They all have the original carbon steel mechanisms that are severly corroded and
are in need of replacement and/or repair.
Project #V3144
Priority Critical (1)
Justification
These repairs were identified during the design of the Wastewater Treatment Facilities Consolidatin Project, hower, they were not included in the project due to
budget constraints. These repairs are necessary to avoid untimely equipment failure.
Budget Impact/Other
This project repairs existing equipment which should reduce maintenance and repairs costs. The estimated impact on the operating budget is less than $10,000.
Useful Life 20 years
Project Name Wastewater Clarifier Repairs
Category Wastewater Treatment
Type Multi-Phase
Total Project Cost:$300,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 74
Status Active
Total20152016201720182019Expenditures
300,000150,000 150,000CONSTRUCTION
150,000 150,000 300,000Total
Total20152016201720182019Funding Sources
300,000150,000 150,000WASTEWATER FUND
150,000 150,000 300,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
548
Description
This project is a water main replacement project with respective street and sidewalk replacement. Approximately 1,100 feet of 6" cast iron (vintage 1955) will be
replaced with 8" PVC and ductile iron water main. 60 ft of 16" cast iron (vintage 1962) will also be replaced. A significant amount of street repair will be included
in this project.
Project #W3212
Priority Essential (2)
Justification
The 6" water main broke on January 1, 2013 causing significant damage to the main thoroughfare.
Budget Impact/Other
This project reduces expenditures through the replacement of aged infrastructure with new infrastructure.
Useful Life 70 years
Project Name First Avenue (400-500 Block) Water Main Replace
Category Water Operations
Type One Phase
Total Project Cost:$554,000
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 50
Status Active
Total20152016201720182019Expenditures
60,00060,000PLANNING/DESIGN
380,000380,000CONSTRUCTION
38,00038,000INSPECTION
76,00076,000CONTINGENCY
554,000 554,000Total
Total20152016201720182019Funding Sources
554,000554,000WATER FUND
554,000 554,000Total
TotalBudget Items 2015 2016 2017 2018 2019
00MAINTENANCE
0 0Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
549
Description
Replacement of two Variable Frequency Drives at Sycamore GSR in FY2015.
Replacement of two Variable Frequency Drives at Rochester GSR in FY2016.
Replacement of two Variable Frequency Drives at Bloomington St. GSR in FY 2017.
Project #W3213
Priority Essential (2)
Justification
The existing drives are at these GSR locations are 15-17 years old. it is recommended that these drives be replaced as they provide critical control and redundancy
for specified water flow and pressure in the distribution system. Repair and maintenance issues have been increasing in recent years.
Budget Impact/Other
This project should reduce expenditures due to the replacement of aged equipment with new equipment.
Useful Life 15 years
Project Name Ground Storage Reservoir VFD Upgrades
Category Water Operations
Type Multi-Phase
Total Project Cost:$295,500
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
48,00014,000 16,000 18,000PLANNING/DESIGN
225,00070,000 75,000 80,000CONSTRUCTION
22,5007,000 7,500 8,000INSPECTION
91,000 98,500 106,000 295,500Total
Total20152016201720182019Funding Sources
295,50091,000 98,500 106,000WATER FUND
91,000 98,500 106,000 295,500Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
550
Description
Remove and reseal horizontal and vertical precast and mansonry joints and repair cracks in south elevation above and below grade and reseal south curtain wall.
Project #W3214
Priority Essential (2)
Justification
Building seal joints are beginning to break down, allowing water to enter the south side of the building. Curtain wall seals are shrinking and causing windows to
leak during heavy rains storms. As the sealing breaks down it will cause further deteriation of the joints through the freeze/thaw cycle. Leaks during the rain events
in 2013 caused an electrical panel to short out which impacted on the treatment operation.
Budget Impact/Other
This has minimal budget impact, but will reduce water loss due to leakage.
Useful Life 15 years
Project Name Reseal Treatment Plant Building
Category Water Operations
Type One Phase
Total Project Cost:$27,500
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
25,00025,000CONSTRUCTION
2,5002,500CONTINGENCY
27,500 27,500Total
Total20152016201720182019Funding Sources
27,50027,500WATER FUND
27,500 27,500Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
551
Description
This project is a water main replacement project with respective street and sidewalk replacement. Approximately 875 feet of 6" cast iron (vintage 1955) will be
replaced with 8" PVC and ductile iron pipe.
Project #W3216
Priority Efficiency Improvement (3)
Justification
The water main has been subject to numerous water main breaks and has reach the end of it's useful life.
Budget Impact/Other
This project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than
$10,000.
Useful Life 70 years
Project Name Spruce St. (1300-1400 Block) Water Main Repl
Category Water Operations
Type One Phase
Total Project Cost:$189,000
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
20,00020,000PLANNING/DESIGN
130,000130,000CONSTRUCTION
13,00013,000INSPECTION
26,00026,000CONTINGENCY
189,000 189,000Total
Total20152016201720182019Funding Sources
189,000189,000WATER FUND
189,000 189,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
552
Description
This project is a water main replacement project with respective street and sidewalk replacement. Approximately 800 feet of 6" cast iron (vintage 1956) will be
replaced with 8" ductile iron.
Project #W3217
Priority Efficiency Improvement (3)
Justification
The water main has been subject to numerous water main breaks and has reach it's useful life. This are is part of the Towncrest redevelopment.
Budget Impact/Other
This project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than
$10,000.
Useful Life 70 years
Project Name Wade St. (1000-1100 Block) Water Main Repl
Category Water Operations
Type One Phase
Total Project Cost:$238,000
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
20,00020,000PLANNING/DESIGN
180,000180,000CONSTRUCTION
18,00018,000INSPECTION
20,00020,000CONTINGENCY
238,000 238,000Total
Total20152016201720182019Funding Sources
238,000238,000WATER FUND
238,000 238,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
553
Description
This project is a water main replacement project. Approximately 1,300 feet of 12" cast iron (vintage 1974), 10" cast iron (vintage 1926) and 16" cast iron (vintage
1975) will be replaced. Significant street and sidewalk reconstruction will be required with this project.
Project #W3218
Priority Critical (1)
Justification
A catastrophic water main break occurred on the 12" water main on August 9, 2013, causing extensive damage to many downtown businesses.
Budget Impact/Other
This project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than
$10,000.
Useful Life 70 years
Project Name Washington St. (100-200 Block) Water Main Repl
Category Water Operations
Type One Phase
Total Project Cost:$821,000
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 64
Status Active
Total20152016201720182019Expenditures
75,00075,000PLANNING/DESIGN
575,000575,000CONSTRUCTION
57,00057,000INSPECTION
114,000114,000CONTINGENCY
75,000 746,000 821,000Total
Total20152016201720182019Funding Sources
821,00075,000 746,000WATER FUND
75,000 746,000 821,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
554
Description
The project is to replace the current (obsolete) File Server and accommodate addition of a Backup File Server for the Water Plant. The project also includes
upgrading existing software, purchasing additional software and replacement of (1) obsolete Industrial Computer.
Project #W3219
Priority Essential (2)
Justification
The SCADA File Server at the Water Plant has reached the end of it's reliable lifecycle. The City's IT Department has recommended replacement of the existing File
Server and addition of a Backup Server due to the criticality of the File Server at the Water Plant. Installation of the File Servers will require upgrading and
integration of new software and hardware into the existing Water Plant SCADA Control System.
Budget Impact/Other
This will have minimal impact on the operating budget.
Useful Life 10 years
Project Name SCADA File Server Replacement & Backup Server
Category Water Operations
Type One Phase
Total Project Cost:$64,400
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
12,40012,400CONTINGENCY
24,50024,500OTHER
27,50027,500EQUIPMENT
64,400 64,400Total
Total20152016201720182019Funding Sources
64,40064,400WATER FUND
64,400 64,400Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
555
Description
This project is the construction phase of an engineering study. It will transform the existing Jordan aquifer well on the water treatment plant site to an ASR.
Treated water will be produced and stored during low demand periods for use during higher demand or lower water quality periods. One to three million gallons per
day can be obtained upon complete development of the ASR project.
Project #W3221
Priority Efficiency Improvement (3)
Justification
This project will preclude developing additional raw water and treatment capacity. It will also help meet the challenges posed to raw and treated water quality due
to current and predicted weather changes.
Budget Impact/Other
An increase in energy and maintenance costs will be experienced when the ASR system is being used. The estimated impact to the operating budget is $25,000 to
$50,000 per year.
Useful Life 25 years
Project Name Aquifer Storage and Recovery (ASR) Project
Category Water Operations
Type One Phase
Total Project Cost:$300,000
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %50%
GRANTEE NONE
TIF DISTRICT None
SCORE 39
Status Active
Total20152016201720182019Expenditures
125,00050,000 75,000PLANNING/DESIGN
175,000175,000CONSTRUCTION
50,000 250,000 300,000Total
Total20152016201720182019Funding Sources
300,00050,000 250,000WATER FUND
50,000 250,000 300,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
556
Description
This is a water main replacement project with respective street and sidewalk replacement. Approximately 1200 feet of 6" cast-iron pipe (vintage 1928, 1939, and
1953) will be replaced with 6" PVC pipe on Dill Street between Black Spring Circle and part of Rider.
Project #W3222
Priority Critical (1)
Justification
The existing water main has been subject to numerous water main breaks and has reached the end of its useful life. Improved valve placement will also decrease
number of blocks/residences affected by future water main shutdowns.
Budget Impact/Other
This project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than
$10,000.
Useful Life 70 years
Project Name Dill St. Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$363,000
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 54
Status Active
Total20152016201720182019Expenditures
20,00020,000PLANNING/DESIGN
312,000312,000CONSTRUCTION
31,00031,000CONTINGENCY
363,000 363,000Total
Total20152016201720182019Funding Sources
363,000363,000WATER FUND
363,000 363,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
557
Description
This is a water main replacement project with respective street and sidewalk replacement at Douglas Street and Douglas Court. Approximately 2200 feet of 6" cast-
iron pipe (vintage 1955) will be replaced with 6" ductile iron pipe.
Project #W3223
Priority Critical (1)
Justification
The existing water main has been subject to numerous water main breaks and has reached the end of its useful life.
Budget Impact/Other
This project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is $10,000
ro $25,000 per year in lower maintenance and repair costs.
Useful Life 70 years
Project Name Douglas St./Douglas Ct. Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$360,000
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 54
Status Active
Total20152016201720182019Expenditures
20,00020,000PLANNING/DESIGN
310,000310,000CONSTRUCTION
30,00030,000CONTINGENCY
360,000 360,000Total
Total20152016201720182019Funding Sources
360,000360,000WATER FUND
360,000 360,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
558
Description
This is a water main replacement project with respective street and sidewalk replacement at Lee Street and Highwood Street. Approximately 550 feet of 6" cast-iron
pipe (vintage 1951) will be replaced with 6" PVC pipe. Approximately 300 feet of PVC will be installed where no pipe has existed previously.
Project #W3224
Priority Critical (1)
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 a water
main loop in the area that was never completed, thereby improving water supply in the immediate neighborhood.
Budget Impact/Other
This project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is $10,000
ro $25,000 per year in lower maintenance and repair costs.
Useful Life 70 years
Project Name Lee St/Highwood St Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$170,000
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 54
Status Active
Total20152016201720182019Expenditures
20,00020,000PLANNING/DESIGN
140,000140,000CONSTRUCTION
10,00010,000CONTINGENCY
170,000 170,000Total
Total20152016201720182019Funding Sources
170,000170,000WATER FUND
170,000 170,000Total
Description
Build out of filter #6 with internals including underdrains, gravel, air grid piping, sand media, granualar activated carbon (GAC) media, and backwash troughs.
Project #W3225
Priority Essential (2)
Justification
Filter internals were not installed with the original treatment plant construction. After 13 years, treatment demands have increased and filter capacity also needs to.
GAC media removes dissolved organic contaminants including herbicides, pesticides and cyanobacteria toxins that were experienced in Toledo OH.
Budget Impact/Other
Filter media (GAC) is replaced annually for one of five/six filters. Filter media is replaced for one filter each year. Average cost has been about $90,000/filter. The
impact on the operating budget is an increase in expenditures of $15,000 for the filter media and an estimated additional $10,000 for utility and maintenance costs.
Useful Life 20 years
Project Name Water Treatment Plant Filter #6 Buildout
Category Water Operations
Type One Phase
Total Project Cost:$237,600
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 42
Status Active
Total20152016201720182019Expenditures
16,00016,000PLANNING/DESIGN
221,60070,000 70,000 81,600CONSTRUCTION
16,000 70,000 70,000 81,600 237,600Total
Total20152016201720182019Funding Sources
237,60016,000 70,000 70,000 81,600WATER FUND
16,000 70,000 70,000 81,600 237,600Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
559
Description
This project will facilitate the replacement and upgrade of the Supervisory Control and Data Acquisition (SCADA), distributed control computers and
communications systems for the water treatment plant and remote facilities.
Project #W3326
Priority Essential (2)
Justification
The SCADA file server has been replaced and the operating systems for the operating and viewing nodes requires upgrade according to IT. This will require and
present the opportunity to upgrade the treatmen plant control system(s) to be up to date and more stable, secure and robust. It is also due to the need for upgrades in
hardware, software and firmware that is currently or will be obsolete and/or incompatible. The current system is nearly 15 years old.
Budget Impact/Other
This will reduce maintenance and repairs costs due to the replacement of aging systems. The estimated savings to the operating budget is less than $10,000 per year.
Useful Life 10 years
Project Name Water Plant Computer Control System(s) Replacement
Category Water Operations
Type Multi-Phase
Total Project Cost:$209,500
Contact Ed Moreno
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20152016201720182019Expenditures
15,00015,000PLANNING/DESIGN
150,00050,000 50,000 50,000CONSTRUCTION
20,00010,000 5,000 5,000CONTINGENCY
24,50024,500OTHER
99,500 55,000 55,000 209,500Total
Total20152016201720182019Funding Sources
209,50099,500 55,000 55,000WATER FUND
99,500 55,000 55,000 209,500Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
560
Description
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.
Project #T3004
Priority Essential (2)
Justification
A thorough facility condition evaluation was conducted by THP on all five of our existing facilites. This included a five year maintenance plan for scheduling the
repairs. The majority of the work is to remove and restore concrete and structural steel in the deck flooring. A alrge portion of the restoration work will be
conducted by in-house staff. This will be discussed with the engineering firm to outline scope of work.
Budget Impact/Other
There should be no operational budget impact as these are repairs to existing infrastructure.
Useful Life 20 years
Project Name Parking Facility Restoration Repair
Category Parking Operations
Type Annual
Total Project Cost:$2,148,000
Contact Chris O'Brien
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20152016201720182019Expenditures
1,800,000500,000 400,000 400,000 300,000 200,000CONSTRUCTION
500,000 400,000 400,000 300,000 200,000 1,800,000Total
Prior
348,000
Total
Total20152016201720182019Funding Sources
1,800,000500,000 400,000 400,000 300,000 200,000PARKING FUND
500,000 400,000 400,000 300,000 200,000 1,800,000Total
Prior
348,000
Total
Description
This project involves the automation of operations in the parking decks and the upgrade of parking meters on street. Additional access and revenue control
equipment will be installed in parking decks. In additon, parking meter housings will be upgraded.
Project #T3009
Priority Efficiency Improvement (3)
Justification
Four of the five parking facilites have had automation equipment installed and with the pending economic development project slated for College and Gilbert,
Chauncey Swan parking facility will need to be upgraded as well. Parking meter housings need to be upgraded to allow for additional capacity as well as
replacement of those units at the end of their useful life.
Budget Impact/Other
No additonal positions will be required for these purchases. There will be an additonal O & M cost of roughly $4,000 annually for software subscription services in
2016.
Useful Life 15 years
Project Name Parking Facility & Enforcement Automation
Category Parking Operations
Type Multi-Phase
Total Project Cost:$1,252,500
Contact Chris O'Brien
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20152016201720182019Expenditures
270,000270,000CONSTRUCTION
270,000 270,000Total
Prior
982,500
Total
Total20152016201720182019Funding Sources
270,000270,000PARKING FUND
270,000 270,000Total
Prior
982,500
Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
561
Description
This project involves the construction of anew transit facility for maintenance operations and storage. As part of this project, the storage area will be expanded
allowing for an increase in fleet size and the maintenance facility will be upgraded. The relocation will address the environmental issues that exist at the current
facility site and allow for the redevelopment of a major commercial site at the corner of Highway 6 and Riverside Drive.
Project #T3055
Priority Essential (2)
Justification
This facility is outlived its useful life and is in need of replacement. The faciliy has structural issues from the surrounding area, and a new facility will improve the
delivery of service .
Budget Impact/Other
The replacement of transit facility should be to a newer and more energy efficient facility, however, the new facility will be larger and contain more operational
functionality. The additional size and capability of the facility will most likely offset the potential savings from the newer facility. Additional savings/cost from
this facility has not been determined.
Useful Life 40 Years
Project Name Transit Facility Relocation
Category Transit Operations
Type One Phase
Total Project Cost:$20,000,000
Contact Chris O'Brien
Department TRANSPORTATION SERVIC
MATCH %20%
GRANTEE FTA
TIF DISTRICT None
SCORE 73
Status Active
Total20152016201720182019Expenditures
20,000,00020,000,000CONSTRUCTION
20,000,000 20,000,000Total
Total20152016201720182019Funding Sources
16,000,00016,000,000FEDERAL GRANTS
700,000700,000GO BONDS
3,300,0003,300,000MISC TRANSFERS IN
20,000,000 20,000,000Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
562
Description
This project will allow for the purchase of bus shelters to replace shelters in need of extensive repair as well as allow for new bus shelter installations.
Project #T3059
Priority Essential (2)
Justification
Many of the existing bus shelters have exceeded their useful life and are in need of replacement. In additon, we have received multiple requests for the installation
of bus shelters in high ridership areas.
Budget Impact/Other
There will be no additional staff needed for this purchase and no additional costs will be incurred in our operating budget.
Useful Life 10 years
Project Name Transit Bus Shelter Replacement & Expansion
Category Transit Operations
Type Multi-Phase
Total Project Cost:$100,000
Contact Chris O'Brien
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 32
Status Active
Total20152016201720182019Expenditures
50,00050,000OTHER
50,000 50,000Total
Prior
50,000
Total
Total20152016201720182019Funding Sources
50,00050,000TRANSIT FUND
50,000 50,000Total
Prior
50,000
Total
Description
This project involves the replacement, over a two year period, of the DVRs that record the transit bus camera data. Each bus contains six cameras and a DVR to
record the data on the vehicle. There is also a backend software system that allows for viewing and recording of the data for retention of records.
Project #T3060
Priority Essential (2)
Justification
The company, Verint, that supplied the original system has been bought out and no longer supports the system.
Budget Impact/Other
No additonal staff would be required and there would be no additional O & M expenses as this would replace the existing system.
Useful Life 7 years
Project Name Transit Bus Camera Replacement
Category Transit Operations
Type Multi-Phase
Total Project Cost:$108,000
Contact Chris O'Brien
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 44
Status Active
Total20152016201720182019Expenditures
54,00054,000EQUIPMENT
54,000 54,000Total
Prior
54,000
Total
Total20152016201720182019Funding Sources
54,00054,000TRANSIT FUND
54,000 54,000Total
Prior
54,000
Total
Wednesday, January 28, 2015Produced Using the Plan-It Capital Planning Software
563
Project Name Description Unfunded Amt
1 - Bridges
1 BURLINGTON ST BRIDGE-
SOUTH
The south bridge is having a problem with delaminating
concrete on the bottom side of the arches.
$1,236,000
2 F STREET BRIDGE This project involves the removal and replacement of the
existing corrugated metal arch bridge with a larger bridge.
$773,000
3 FOURTH AVENUE BRIDGE This project will replace the bridge over the South Branch of
Ralston Creek at Fourth Avenue and will include sidewalks.
Possibility of approximately $75,000 state funding.
$773,000
4 PRENTISS ST. BRIDGE This project involves the removal and replacement of the
existing triple corrugated metal pipe culvert with a bridge.
$927,000
5 SECOND AVENUE BRIDGE This project will replace the bridge over Ralston Creek at
Second Avenue and will include sidewalks.
$773,000
6 SIXTH AVENUE BRIDGE This project involves the removal and replacement of the
existing twin box culvert with a larger bridge.
$773,000
7 THIRD AVENUE BRIDGE This project will replace the bridge over the South Branch of
Ralston Creek at Third Avenue.
$773,000
2 - Streets
8 BENTON STREET -
ORCHARD TO OAKNOLL
This is a capacity related improvement identified by the
Arterial Street Plan.
$5,150,000
9 DODGE ST - GOVERNOR TO
BOWERY
Street reconstruction and storm sewer improvements. This
is a joint project with the IDOT.
$10,712,000
10 DUBUQUE RD PAVING -
BRISTOL TO DODGE
Reconstruct and upgrade to urban cross sections.$1,339,000
11 DUBUQUE STREET ACCESS
ROAD AND TRAFFIC SIGNAL
This project will result in the construction of an access drive
from the north end of Laura Drive to Dubuque Street, south
of the Interstate 80 / Dubuque St interchange. A traffic
signal will be installed at this new access, and the traffic
signal will be coordinated with the I-80 interchange signals.
May also facilitate a second means of access from the
Peninsula area to Dubuque St.
$2,000,000
12 EMERALD STREET DIAMOND
GRINDING
This project will diamond grind all of Emerald Street to
remove the slab warping that interferes with the use of this
street by fire trucks.
$212,000
13 GILBERT / US 6
INTERSECTION LEFT TURN
LANES
Reconstruct the intersection of Gilbert & US 6 to include dual
left turn lanes on Gilbert St.
$4,840,000
14 GILBERT ST IAIS
UNDERPASS
This project relocates the sidewalks of the Gilbert St.
underpass at the IAIS Railroad. The sidewalks are moved
further from the street and existing erosion problems are
addressed.
$327,000
City of Iowa City
Capital Improvement Program
Unfunded Projects
564
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
15 OLD HWY 218
STREETSCAPE
Streetscape improvements on Old Hwy 218 entrance -
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.
$812,000
16 HIGHWAY 965 EXTENSION This project will be initial phase of constructing Hwy 965
extended from the south side of Hwy 218 to Melrose Avenue
to arterial standards.
$9,167,000
17 MCCOLLISTER - GILBERT ST
TO SCOTT BLVD
Extend proposed McCollister Boulevard from Gilbert Street
to Scott Boulevard.
$12,463,000
18 MELROSE-WEST-218/CITY
LIMITS
Reconstruct and improve street to urban design standards.$3,914,000
19 MYRTLE/ RIVERSIDE
INTERSECTION
Signalization of intersection based on warrants. The project
will also include paving improvements. (Part of Riverfront
Crossings - West(Riverside Drive) URA).
$900,000
20 NORTH GILBERT ST PAVING This project will reconstruct the 900 block of North Gilbert
Street to improve the pavement form a chip seal to concrete
pavement with curbs, gutters, and sidewalks.
$743,000
21 OAKDALE BLVD This project would construct an extension north across I-80
to a new intersection with Iowa Hwy 1.
$15,000,000
22 OAKDALE BLVD-HWY 1 TO
PRAIRIE DU CHIEN RD
This project would construct Oakdale Blvd from Hwy 1, west
to Prairie Du Chien Road.
$8,240,000
23 PENINSULA SECONDARY
ACCESS ROAD
This project will establish a more reliable access to the
Peninsula neighborhood by either elevating Foster Rd from
Laura Dr to No Name road by creating a secondary access
to the area. This project will not be necessary if the Taft
Speedway Levee Project is constructed.
$3,183,000
24 RIVERSIDE DRIVE
STREETSCAPE
Streetscape improvements on Riverside Drive between
Myrtle Avenue and US Hwy 6. Project includes
consolidation of driveways, undergrounding of utilities,
installing sidewalks and landscaping. (Part of Riverfront
Crossings - West(Riverside Drive) URA).
$2,320,000
25 ROHRET RD
IMPROVEMENTS-
LAKESHORE TO LIMITS
Project will reconstruct Rohret Rd to urban standards.$1,813,000
26 S GILBERT ST
IMPROVEMENTS
Reconstruction from Benton Street to Stevens Drive. This
project does not include improvements to the Gilbert St. /
Highway 6 intersection. (Part of the Riverfront Crossings
amendment to City-University URA).
$4,326,000
27 KIRKWOOD AVE TO CAPITAL
STREET CONNECTION
Connection of Capitol Street to Kirkwood Ave, to create
better connectivity in the Riverfront Crossings District. The
street will separate the Riverfront Crossings Park / floodable
area from private property which is anticipated to redevelop
at a significantly higher density. Will improve traffic
circulation.
$3,000,000
565
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
28 SOUTH ARTERIAL AND
BRIDGE, US218 TO GILBERT
STREET
Construction of a south arterial street and bridge over the
Iowa River, connecting from Old Hwy 218/US 218
interchange on the west side of the Iowa River to Gilbert
Street/Sycamore 'L' intersection .
$15,987,000
29 SYCAMORE-HWY 6 TO
HIGHLAND
This project involves additional lanes to improve capacity
and storm sewer improvements.
$750,000
30 SYCAMORE STREET - EAST-
WEST LEG FROM "L" TO
SOUTH GILBERT
This project will reconstruct Sycamore Street to arterial
standards using the Complete Streets Policy. This phase
will be the east-west leg of Sycamore Street.
$3,040,000
31 TAFT AVENUE Herbert Hoover Hwy to 420th Street.$17,399,000
32 LAURA DRIVE
RECONSTRUCTION
Reconstruction of entire length of Laura Drive to standard 2 lane
width with curb, storm sewer and sidewalk.
$2,000,000
3 - Transportation Services
33 ROCK ISLAND RAILROAD
DEPOT RESTORATION
Preparation of Old Rock Island Railroad Depot for Amtrak
service, including platform construction, lighting, utilities,
passenger informations display, ticketing kiosks, canopy,
warming shelter, signage, parking, and accessibility
improvements. (Part of the Riverfront Crossings amendment
to City-University URA).
$5,381,000
4 - Ped & Bike Trails
34 CITY PARK TRAIL
IMPROVEMENTS
This project calls for the replacement of the old section of
trail in the southeast portion of the park and relocating it
closer to the river. Another part of the project is to expand
the trail system by constructing a new section of trail near
the bottom of the wooded hill south of the Boys' Baseball
fields.
$319,000
35 CITY PARK TRAIL LIGHTING Install pedestrian lighting on the trail system in City Park.$254,000
36 OLD HIGHWAY 218
TRAIL/WIDE SIDEWALK
This project will construct an 8' wide sidewalk adjacent to
Old Highway 218 between Sturgis Ferry Park and
McCollister Boulevard.
$550,000
37 HWY 6 TRAIL -
BROADWAY/SYCAMORE
Extend existing trail along Hwy 6 between Broadway to
Sycamore Streets.
$2,588,000
38 HWY 6 TRAIL - SYCAMORE
TO LAKESIDE
Extend existing trail along Hwy 6 between Sycamore Street
and Lakeside Drive.
$1,855,000
39 IA RIVER TRAIL - BENTON
ST/HWY 6
Relocate a portion of Iowa River Corridor Trail between
Benton Street and Clinton Street , approximately 1,500 feet.
Project would relocate this portion of the trail from a high
truck traffic location in front of City Carton , to along the river
in back of City Carton. (Part of the Riverfront Crossings
amendment to City-University URA).
$750,000
566
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
40 CDBG ADA CURB/RAMP
IMPROVEMENTS
This project will install new or update existing curb ramps at
suitable intersections in census tract 18. The project is
contingent on approval of a CDBG competitive grant
application.
$50,000
41 IRC-ELKS PROPERTY Construction of a trail along the Iowa River Corridor (IRC) on
the south side of the Elks property.
$927,000
42 LINN ST PED
IMPROVEMENTS
Installation of pedestrian and streetscape improvements in
walkway next to Van Allen Hall between Iowa Avenue and
Jefferson Street.
$392,000
43 N DISTRICT NATURE TRAIL Construct a trail along Williams pipeline easement from
Bristol Drive to Dubuque Street.
$348,000
44 SAND LAKE TRAIL (Behind
Hills Bank)
Develop a walking/biking trail around Sand Lake (behind
Hills Bank) to tie in with existing Iowa River Trail and the
Highway 6 Trail.
$464,000
45 SHIMEK SCHOOL / FOSTR RD
EXT TRAIL
Construct a trail north of Shimek School to future Foster
Road.
$80,000
46 WILLOW CREEK TRAIL -
PHASE III
Construct a trail from Willow Creek Drive, under Highway
One, around perimeter of airport, to connect with Iowa River
Corridor (IRC) Trail.
$870,000
47 WILLOW CREEK TRAIL-
WEST
Connect Willow Creek Trail from its current west terminus
via a tunnel under Highway 218, to connect with the trail in
Hunters Run Park and further west.
$2,814,000
5 - Wastewater
48 NORTH BRANCH DAM TRUNK
SEWER
This project extends easterly along Ralston Creek from the
North Branch Dam to Scott Boulevard.
$3,860,000
49 NORTHEAST TRUNK SEWER Reconstruction of an under-sized sewer through the
northeast neighborhoods.
$5,221,000
50 ROHRET SOUTH SEWER This project would extend the 30" sanitary sewer along
Abbey Lane from Burry Drive to the west side of Highway
218. This project will allow development within the
watershed west of Highway 218.
$2,000,000
51 SCOTT BLVD TRUNK SEWER -
IAIS/WINDSOR RIDGE
This project will extend the Scott Boulevard Trunk Sewer
from the north side of the Iowa Interstate Railroad at the
Scott Six Industrial Park to the lift station currently serving
the Windsor Ridge Subdivision.
$1,500,000
6 - Water
52 WEST SIDE GROUND
STORAGE RESERVOIR
Construction of a one million gallon buried potable water
storage reservoir including pumping facilities. Land
acquisition is complete.
$1,545,000
567
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
53 MELROSE - LANDFILL
WATER MAIN EXTENSION
This project is a water main extension project needed to
serve the recycling - energy project at the Iowa City Landfill.
Approximately 8,500 feet of water main (400 ft 12" ductile
iron and 8,000 feet of 8" PVC).
$1,400,000
7 - Stormwater
54 CARSON LAKE REGIONAL
STORMWATR
Construction of a regional storm water management facility
on the middle branch of Willow Creek immediately west of
Highway 218. This facility will serve development west of
Highway 218 and south of Rohret Road. Rohret South
Sewer project is a prerequisite.
$1,160,000
55 IOWA AVENUE CULVERT
REPAIRS
This project will repair a box culvert that carries Ralston
Creek under Iowa Avenue.
$348,000
56 N BRANCH BASIN
EXCAVATION
Aerial mapping done for the update to the flood plain maps
revealed that sedimentation has consumed a portion of the
capacity of the facility. This basin is located in Hickory Hill
Park.
$135,000
57 OLYMPIC COURT
STORMWATER
Storm sewer retrofit to relieve localized flooding from storm
water runoff.
$464,000
58 SUNSET ST STORM SEWER The area just north and south of Kineton Green, east of
Sunset, has experienced back yard flooding and drainage
problems.
$440,000
59 RIVERSIDE DR. & ARTS
CAMPUS STORM SEWER
This will be a joint project with the University of Iowa to
upgrade the Riverside Drive / Arts Campus storm sewer and
lift station to perform better during future floods.
$1,000,000
8 - Parks & Recreation
60 OUTDOOR ICE RINK / SKATE
PARK
Construct outdoor ice rink suitable for figure skating or
hockey. During warm weather rink could be used as skate
park. (Part of the Riverfront Crossings amendment to City-
University URA).
$1,591,000
61 PARK SHELTER
IMPROVEMENTS
Replace Creekside and Happy Hollow Shelter/Restroom
buildings.
$185,000
62 REC CENTER EXPANSION Expand the Robert A. Lee Community Recreation Center;
likely expansion would be to the east over the existing
parking lot which would allow for an expanded gymnasium
as well as additional space for racquetball, arts and crafts,
community meetings and other activities.
$5,797,000
63 RECREATION / AQUATIC
CENTER
As recommended in the Parks and Recreation Master Plan,
construct a major new Recreation & Aquatic Center,
probably in the western part of Iowa City.
$16,000,000
568
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
64 RECC CENTER PHASE 2
IMPROVEMENTS
This project continues the phase one renovation and
improvement project for the Robert A. Lee Community
Recreation Center. Phase 2 includes renovations to the
ground floor including the customer service area, locker
rooms, and gymnasium. Projects include tile replacement,
locker room maintenance and upgrades, replacement of
gym acoustic panels, scoreboards, and basketball
standards.
$214,500
65 REDEVELOP CREEKSIDE
PARK
Renovate Creekside Park as recommended in the Parks &
Receation Master Plan.
$328,000
66 SCANLON ELEVATED
RUNNING/WALKING TRACK
Construct an elevated running/walking track in the Scanlon
Gym facility.
$2,000,000
67 SOCCER PARK
IMPROVEMENTS
This project provides for the continued development and
improvement to the Iowa City Kickers Soccer Park. Planned
improvements include a system of trails to enhance
accessibility, and to create a more park-like atmosphere in
the open space areas of the facility.
$250,000
68 WATERWORKS PARK
HOSPICE MEMORIAL
Develop a parklike Hospice Memorial area in Waterworks
Prairie Park for passive enjoyment/contemplation.
$115,000
69 WEST SIDE PARK Acquire and develop land for a major new park in the west
part of the city, as recommended in the Parks & Recreation
Master Plan.
$1,804,000
70 SAND PRARIE
ENHANCEMENT
Take steps to clear, re-seed and perform low impact
development on the 38 acre sand prairie and adjacent
McCollister property acquired in 2004/05.
$273,000
71 PEDESTRIAN BRIDGE
ROCKY SHORE TO
PENINSULA
Construct pedestrian bridge over the Iowa River to connect
the Iowa River Trail to the Peninsula park land trails, and to
provide better access to
$1,500,000
72 CITY PARK BALL DIAMOND
IRRIGATION PROJECT
Install field irrigation system to fields 1-8 at lower City Park.$60,000
9 - Other Projects
73 BURLINGTON STREET
MEDIAN
Construct the Burlington Street median from Gilbert Street 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).
$1,973,000
74 CEMETERY MAUSOLEUM Construction of a mausoleum.$405,000
75 CHAUNCEY SWAN
FOUNTAIN
This project involves the reuse of components of the old City
plaza fountain.
$129,000
76 POLICE EVIDENCE STORAGE
FACILITY
Construction of a permanent evidence storage facility.$929,000
77 FIRE STATION #1
RELOCATION
Relocate and expand / modernize Central Fire Station #1.$11,593,000
78 FIRE STATION #5 Construction of Fire Station #5 in the South Planning District.$2,898,000
569
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
79 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning
District.
$2,898,000
80 FIRE TRAINING FACILITY This project will construct a state of the art fire training
facility to address all aspects of emergency service delivery
including fire suppression, emergency medical services,
hazardous material releases and rescue. The facility will be
used for new recruits, continuing education for firefighters,
and shared with the Johnson County Mutual Aid Association.
$5,382,000
81 FLOOD BUYOUTS This project will provide funds for the purchase of houses in
designated flood hazard buyout areas after FEMA and
CDBG buyout programs have ended.
$530,000
82 IOWA RIVER BANK
STABILIZATION PROJECT
This project will stabilze the Iowa River banks at a number of
locations throughout the city that have experienced
significant erosion after the 2008 Flood. (Part of the
Riverfront Crossings amendment to City-University URA.)
$2,122,000
83 EQUIPMENT MAINTENANCE
FACILITY
Construction of new Equipment Maintenance Facility at the
So. Gilbert St. Public Works site, replacing the existing
facility at Riverside Dr. (Part of the Riverfront Crossings
amendment to City-University URA).
$9,454,000
84 STREETS AND WATER
DISTRIBUTION FACILITY
Construct new building at the So. Gilbert St. Public Works
site to accommodate the Streets, Traffic Engineering,
Refuse, and Water Distribution Divisions.
$6,869,000
85 RIVERSIDE DRIVE
REDEVELOPMENT
This project includes methane abatement, excavation, and
fill at the 7 acre site owned by the City at Riverside Dr. and
Hwy 6. This site preparation would allow for marketing of
this property for commercial development. (Part of
Riverfront Crossings - West(Riverside Drive) URA).
$2,527,000
86 SUMMIT ST. HISTORIC PLAN Streetscape and intersection elements through Summit
Street Historic District.
$302,000
87 TRAFFIC SIGNAL PRE-
EMPTION SYSTEM
This project will install a city-wide Geographic Information
System based traffic signal pre-emption system for
emergency vehicles. This system is necessary if the
Burlington St Median Project is constructed between
Madison St and Gilbert St.
$1,221,000
GRAND TOTAL - UNFUNDED PROJECTS: 251,729,500$
570
INTERNAL SERVICE FUNDS
Equipment Replacement
Risk Management Loss Reserves
Information Technology Services
Central Services
Health Insurance Reserve
Dental Insurance Reserve
F
Y
2
0
1
6
EQUIPMENT FUND
The Equipment Fund is an internal service fund created to account for the City’s fuel facility,
maintenance of the City’s vehicle and equipment fleet, and the accumulation of funds for the
replacement of vehicles and equipment.
Internal customers and departments and other local governments are charged labor and parts
for the cost to repair vehicles and equipment by the City’s fleet maintenance division. Those
charges are designed to cover the division’s actual cost of service. Fuel has also been charged
at actual cost, however, starting in fiscal year 2015 a fuel surcharge was added to accumulate
savings for the future replacement of the new fuel facility. These funds are reported in the
replacement reserve designated fund balance.
The Equipment Fund also charges departments for the replacement cost of their vehicles and
equipment. These charges are calculated at the estimated replacement cost less the estimated
resale value of the piece of equipment. Purchases of new vehicles and equipment are
budgeted in the departmental budgets. When new equipment is added, the departments are
then charged by the reserve for their future replacement.
The graph below represents the Equipment Fund’s actual and projected fund balances. While
the equipment fund’s total fund balance has been trending upward, there are $2.49 million in
replacement expenditures anticipated for FY15 and $1.94 million in replacement expenditures
budgeted for FY16. In addition, $1,100,000 of unassigned cash is projected to be transferred to
the capital project funds in fiscal year 2017 for the relocation of the vehicle wash bay to the new
public works facility location. Due to these expenditures, the Equipment Fund’s total fund
balance levels off in FY16 and FY17 around $9.7 million with the majority of that balance being
designated for equipment replacement. An adjustment to fund balance is presented in fiscal
year 2013 for the conversion from cash basis accounting to modified accrual basis. The
adjustment was a reduction of $358,344 primarily representing outstanding accounts payable at
year end.
FY12 Actual FY13 Actual FY14 Actual FY15
Revised
FY16
Budget FY17 Proj
Designated for Equip $5,568,913 $6,022,119 $7,291,464 $6,819,845 $6,930,562 $7,727,307
Unassigned $2,560,426 $2,458,072 $2,577,919 $2,475,383 $2,820,063 $2,061,735
Total $8,129,339 $8,480,191 $9,869,383 $9,295,228 $9,750,625 $9,789,042
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Equipment Fund
Fund Balance
573
The table below presents the actual and projected number and cost of vehicles and equipment
replaced:
FY12
Actual
FY13
Actual
FY14
Actual
FY15
Revised
FY16
Budget
FY17
Adopted
Number of
Vehicles/Equipment 24 38 24 23 33 18
Total Projected Cost $819,293 $1,701,411 $643,400 $2,352,800 $1,800,900 $1,141,000
In fiscal year 2013, the City’s fuel facility was replaced with a new fuel facility at the site of the
future public works facility on South Gilbert Street. The fuel facility replacement was funded
from General Obligation bonds and Equipment Fund cash balance. Subsequently, fuel charges
have been adjusted to accumulate funds for the future replacement of the facility. The new
facility will not have a noticeable operating impact on the Equipment Fund, but it will reduce the
City’s financial risk associated with leaking underground fuel tanks.
The timing of the relocation of the remaining equipment maintenance and storage facilities to
the new public works facility location has not been determined at this time, but will be discussed
as part of future five-year capital improvement programs. The relocation of the vehicle wash
bay is programmed for fiscal year 2017 in the capital improvement program at an estimated cost
of $1,100,000.
574
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 7,274,489$ 8,129,339$ 8,480,191$ 9,869,383$ 9,295,228$ 9,750,625$
Revenues:
Use Of Money And Property
Interest Revenues 15,402$ 29,221$ 24,011$ 29,221$ 10,187$ 10,187$
Intergovernmental
Local 28E Agreements 849,174 899,008 989,164 899,008 1,049,617 1,070,609
Charges For Fees And Services
Refuse Charges 2,948 6,024 7,280 6,024 7,280 7,280
Miscellaneous
Intra-City Charges 4,555,636 4,663,122 5,027,245 5,044,889 5,297,620 5,403,572
Other Misc Revenue 2,025 370 341 338 341 341
Other Financial Sources
Sale Of Assets 227,519 260,719 54,481 90,000 81,100 75,000
Total Revenues 5,652,704$ 5,858,464$ 6,102,522$ 6,069,480$ 6,446,145$ 6,566,990$
Expenditures:
General Fleet Maintenance 3,493,875$ 3,577,941$ 3,844,527$ 4,156,917$ 4,047,047$ 4,136,683$
Equipment Replacement Reserves 1,303,979 1,571,327 666,801 2,486,718 1,943,701 1,291,890
Sub-Total Expenditures 4,797,854 5,149,268 4,511,328 6,643,635 5,990,748 5,428,573
Transfers Out:
Capital Project Fund - - 202,002 - - 1,100,000
Sub-Total Transfers Out - - 202,002 - - 1,100,000
Total Expenditures & Transfers Out 4,797,854$ 5,149,268$ 4,713,330$ 6,643,635$ 5,990,748$ 6,528,573$
Fund Balance*, June 30 8,129,339$ 8,838,535$ 9,869,383$ 9,295,228$ 9,750,625$ 9,789,042$
Change in Accounting Method - (358,344) - - - -
Adjusted Fund Balance*, June 30 8,129,339 8,480,191 9,869,383 9,295,228 9,750,625 9,789,042
Restricted / Committed /Assigned 5,568,913 6,022,119 7,291,464 6,819,845 6,930,562 7,727,307
Unassigned Balance 2,560,426$ 2,458,072$ 2,577,919$ 2,475,383$ 2,820,063$ 2,061,735$
% of Expenditures 53%48%55%37%47%32%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Equipment (8100 - 8101)
Fund Summary
575
EQUIPMENT OPERATIONS
The Equipment division exists to ensure that City vehicles and major equipment operate safely,
reliably, and meet the needs of our staff while minimizing lifecycle cost.
The Equipment division provides repair, preventive maintenance and equipment management
services for all major City-owned vehicular equipment with the exception of Transit buses.
Fueling services are also the responsibility of the Equipment division, along with acquisition of
new vehicles/equipment and disposition of replaced vehicles/equipment. The Equipment
Division operates as an internal service fund.
HIGHLIGHTS
The Equipment division managed four fuel sites that dispensed a combined total of 654,105
gallons of fuel for City vehicles and outside entities (Not including Transit Buses)
The division maintains 526 vehicles and major equipment with 3,181 repair orders this past
fiscal year.
Recent Accomplishments:
Opened new fuel facility at new public
works facility location.
New City-wide non-emergency radio
system has been fully implemented.
Transition to new Police squad car
model is 85% complete.
Upcoming Challenges:
Vehicle wash bay replacement in 2015
CIP budget
Planning for future replacement of
equipment maintenance facility
Transition to new Superintendent.
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 10.75 10.75 10.75
Staffing Level Change Summary:
There are no staffing level changes in the Equipment division in fiscal year 2016.
576
Service Level Change Summary:
There are no service level changes in the Equipment division in fiscal year 2016.
Financial Highlights:
Fuel rates to external entities were increased by $.05 in 2014 to help create a replacement
reserve for the fuel facility. Nearly $50,000.00 has been banked to date.
Service expenditures in the fiscal year 2016 budget have increased by 78% over the fiscal
year 2015 budget primarily due to an increase in vehicle repair expenditures.
Supplies expenditures in the fiscal year 2016 budget have decreased by 14% over the fiscal
year 2015 budget primarily due to decreased fuel costs.
Capital outlay for equipment replacement expenditures in fiscal year 2016 total $1,800,900.
The fiscal year 2017 projection includes a $1,100,000 transfer to the Capital Project Funds
for the replacement and relocation of the Vehicle Wash System to the new public works
facility site.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Maximize Revenue from Surplus Vehicles/Equipment
Department Objective: Dispose of all Replaced Units
Performance Measures:
Sale of Autos & Equipment
FY 2011 FY 2012 FY 2013 FY 2014
$124,366 $227,519 $260,719 $53,801
577
Strategic Plan Goal: Enhanced Communication and Marketing
Department Goal: Serve Internal Customers Efficiently and Effectively
Department Objective: Maintain City vehicles and equipment cost effectively and
respond to internal service requests in a timely manner.
Performance Measures:
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Provide Fleet Maintenance Services Cost-Effectively
Department Objective: Recover costs when applicable and contract with outside
vendors when efficient
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014
Total Vehicles &
Equipment Maintained 516 524 522 527
% of Repairs Completed
in less than 1 Day New Measure 88.5% 87.9% 87.59%
FY 2011 FY 2012 FY 2013 FY 2014
Hours Billed as a % of
Hours Available 69% 74% 73% 74%
% of Expenditures
Contracted with Outside
Vendors
14% 14% 18% 34%
578
City of Iowa City
Activity: General Fleet Maintenance (710510)Fund: Equipment (8100)
Division: Equipment (710500)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 11,077$ 20,734$ 13,042$ 20,734$ 1,700$ 1,700$
Intergovernmental
Local 28E Agreements 849,174 899,008 989,164 899,008 1,049,617 1,070,609
Charges For Fees And Services
Refuse Charges 2,948 6,024 7,280 6,024 7,280 7,280
Miscellaneous
Intra-City Charges 2,896,428 2,907,827 3,155,869 3,128,277 3,331,789 3,398,425
Other Misc Revenue 2,025 338 341 338 341 341
Other Financial Sources
Sale Of Assets - - 680 - 1,000 -
Total Revenues 3,761,652$ 3,833,931$ 4,166,376$ 4,054,381$ 4,391,727$ 4,478,355$
Expenditures:
Personnel 799,692$ 766,241$ 823,299$ 831,462$ 869,499$ 895,584$
Services 299,474 324,934 583,332 350,016 622,902 635,360
Supplies 2,394,709 2,486,766 2,437,896 2,975,439 2,554,646 2,605,739
Capital Outlay - - - - - -
Total Expenditures 3,493,875$ 3,577,941$ 3,844,527$ 4,156,917$ 4,047,047$ 4,136,683$
Personnel Services - FTE 2012 2013 2014 2015 2016
Equipment Clerk 0.38 - - - -
Equipment Shop Supervisor 1.00 1.00 1.00 1.00 1.00
Equipment Superintendent 0.50 0.50 0.50 0.50 0.50
Mechanic I - Equipment 2.00 2.00 2.00 2.00 2.00
Mechanic II - Equipment 3.00 3.00 3.00 3.00 3.00
Mechanic III - Equipment (Day) 1.00 1.00 1.00 1.00 1.00
Mechanic III - Equipment (Eve) 1.00 1.00 1.00 1.00 1.00
Parts/Inventory Clerk - Equip 1.00 1.00 1.00 1.00 1.00
Total Personnel 9.88 9.50 9.50 9.50 9.50
Activity Summary
579
City of Iowa City
Activity: Equipment Replacement Reserves (710520)Fund: Equipment (8100)
Division: Equipment (710500)Department: Public Works
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 4,325$ 8,487$ 10,969$ 8,487$ 8,487$ 8,487$
Miscellaneous
Intra-City Charges 1,659,208 1,755,295 1,871,376 1,916,612 1,965,831 2,005,148
Other Misc Revenue - 32 - - - -
Other Financial Sources
Sale of Assets 227,519 260,719 53,801 90,000 80,100 75,000
Total Revenues 1,891,052$ 2,024,533$ 1,936,146$ 2,015,099$ 2,054,418$ 2,088,635$
Expenditures:
Personnel 106,530$ 112,002$ 116,182$ 117,055$ 119,890$ 123,487$
Services 23,939 23,100 21,254 16,619 22,411 26,893
Supplies 866 234 16 244 500 510
Capital Outlay 1,172,644 1,435,991 529,349 2,352,800 1,800,900 1,141,000
Total Expenditures 1,303,979$ 1,571,327$ 666,801$ 2,486,718$ 1,943,701$ 1,291,890$
Personnel Services - FTE 2012 2013 2014 2015 2016
Buyer I - Equipment 0.50 0.75 0.75 0.75 0.75
Equipment Clerk 0.38 - - - -
Equipment Superintendent 0.50 0.50 0.50 0.50 0.50
Total Personnel 1.38 1.25 1.25 1.25 1.25
Capital Outlay 2015 2016
Dump Trucks & Equipment 460,100$ -$
Bucket truck 221,600 -
TV Sewer Inspection Truck - 143,800
Recycle Truck - 493,900
Refuse Trucks - 404,700
Automobiles - 85,800
Other operating equipment 224,400 215,800
Sign truck 94,900 -
Street Sweeper 165,200 -
Bulldozer 671,200 -
Snow Removal Equipment - 18,700
Tractors 142,400 127,800
Other Vans & Trucks 373,000 310,400
Total Capital Outlay 2,352,800$ 1,800,900$
Activity Summary
580
RISK MANAGEMENT FUND
The City is exposed to various risks of loss related to torts; theft of, damage to, and destruction
of assets; workplace accidents, errors and omissions; and natural disasters. During fiscal year
1988, the City established the Loss Reserve Fund, an internal service fund, to account for and
finance its uninsured risks of loss. Funds pay annual premiums to the Loss Reserve Fund
based on actuarial estimates of the amounts needed to pay prior and current-year claims and to
establish a reserve for catastrophic losses. Accumulated monies in the Loss Reserve Fund are
available to cover the self-insured retention amounts and any uninsured losses.
During the year ended June 30, 2015 the City purchased property, liability, and workers’
compensation insurance under the program that provides for a $100,000 self-insured retention
per occurrence on property losses, a $500,000 self-insured retention per occurrence on liability,
and a $500,000 self-insured retention on workers’ compensation losses. Liability insurance
provides coverage for claims in excess of the aforementioned self-insured retention up to a
maximum of $21.0 million annual aggregate of losses paid. Settled claims have not exceeded
this commercial coverage in any of the past twenty four fiscal years.
The Housing Authority Fund is insured under a separate policy with the Assisted Housing Risk
Management Association. The remaining funds participate in the Loss Reserve Fund.
The fiscal year 2016 revised fund balance is $3.20 million which is 4.81% higher than the fiscal
year 2015 projected ending fund balance of $3.06 million. This fund balance increase is projected
due to an anticipated reduction in damages in 2016 compared to the estimated damages in fiscal
year 2015 and a slight increase in Intra-City charges. The revised ending fund balance for fiscal
year 2015 is lower than the 2014 revised fund balance by 3.08% due to open claims activity in the
current year. In fiscal year 2013, an adjustment is presented for the change from cash basis
accounting to modified accrual basis of accounting that increases the fund balance by $1,151,874.
This increase primarily reflects the insurance proceeds receivable from the landfill fire event.
581
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 2,769,589$ 3,117,320$ 3,067,793$ 3,152,696$ 3,055,646$ 3,202,697$
Revenues:
Use Of Money And Property
Interest Revenues 6,840$ 8,389$ 8,043$ 5,000$ 3,481$ 3,481$
Miscellaneous
Intra-City Charges 1,451,916 986,959 1,134,174 1,359,289 1,423,988 1,452,468
Other Misc Revenue 71,774 278,054 48,954 33,934 48,955 48,955
Total Revenues 1,530,530$ 1,273,402$ 1,191,171$ 1,398,223$ 1,476,424$ 1,504,904$
Expenditures:
Risk Management Loss Reserve 1,182,799$ 2,474,803$ 1,106,268$ 1,495,273$ 1,329,373$ 1,357,863$
Total Expenditures 1,182,799$ 2,474,803$ 1,106,268$ 1,495,273$ 1,329,373$ 1,357,863$
Fund Balance*, June 30 3,117,320$ 1,915,919$ 3,152,696$ 3,055,646$ 3,202,697$ 3,349,738$
Change in Accounting Method - 1,151,874 - - - -
Adjusted Fund Balance*, June 30 3,117,320 3,067,793 3,152,696 3,055,646 3,202,697 3,349,738
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 3,117,320$ 3,067,793$ 3,152,696$ 3,055,646$ 3,202,697$ 3,349,738$
% of Expenditures 264%124%285%204%241%247%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Risk Management Loss Reserve (8200)
Fund Summary
582
RISK MANAGEMENT OPERATIONS
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:
Transferred the processing of workers
compensation medical claims for
Police and Fire to a third party administrator
Coordinated ALICE training for over 200
City employees
Provided 600 hours of training to City employees
Upcoming Challenges:
Implement City wide NIMS training
Implement City Safety Certification Program
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 1.80 1.80 1.80
Staffing Level Change Summary:
There are no staffing level changes for fiscal year 2016.
583
Service Level Change Summary:
There are no service level changes for fiscal year 2016 in the Risk Management division.
Financial Highlights:
Service expenditures are estimate lower in fiscal year 2016 by 13.8% which primarily represents
lower claim estimates. These estimates were based on the fiscal year 2014 actual claims and
current open claims.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Protect the resources and assets of the City of Iowa City
Department Objective: Work with City divisions to protect employees from injury
and promote accident prevention
Performance Measures:
Hours of safety training provided to employees
Injury Rate (percentage of workers injured in a given year)
Lost Day Rate (percentage of workers who missed work days due to work related injury)
FY 2011 FY 2012 FY 2013 FY 2014
170 400 377 593
CY 2010 CY 2011 CY 2012 CY 2013
9.01% 7.16% 7.53% 6.72%
CY 2010 CY 2011 CY 2012 CY 2013
4.04% 3.33% 3.77% 2.90%
584
City of Iowa City
Activity: Risk Management (310600)Fund: Risk Management Loss Reserve (8200)
Division: Risk Management (310600)Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 6,840$ 8,389$ 8,043$ 5,000$ 3,481$ 3,481$
Miscellaneous
Intra-City Charges 1,451,916 986,959 1,134,174 1,359,289 1,423,988 1,452,468
Other Misc Revenue 71,774 278,054 48,954 33,934 48,955 48,955
Total Revenues 1,530,530$ 1,273,402$ 1,191,171$ 1,398,223$ 1,476,424$ 1,504,904$
Expenditures:
Personnel 271,654$ 255,347$ 178,450$ 182,199$ 190,212$ 195,918$
Services 717,651 1,646,079 907,898 1,297,822 1,118,237 1,140,602
Supplies 6,722 73,762 19,920 15,252 20,924 21,342
Capital Outlay 186,772 499,615 - - - -
Total Expenditures 1,182,799$ 2,474,803$ 1,106,268$ 1,495,273$ 1,329,373$ 1,357,863$
Personnel Services - FTE 2012 2013 2014 2015 2016
Administrative Secretary 0.25 0.25 0.25 0.25 0.25
Finance Director 0.05 0.05 0.05 0.05 0.05
Occ Safety & Trng Spec 1.00 1.00 1.00 1.00 1.00
Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50
Total Personnel 1.80 1.80 1.80 1.80 1.80
Activity Summary
585
INFORMATION TECHNOLOGY SERVICES FUND
The Information Technology Services (ITS) fund is an internal service fund that accounts for the
cost of providing computer and computer related services to the City’s departments. Those
services include personal computer support and replacement, network and internet support,
fiber optic networking, file server management, telephone administration and support, and
computer programming and application support. Newly added in fiscal year 2016 are support
services for the Global Information System (GIS) software and hardware.
Internal customers are charged annual service fees depending on the number of devices they
use, how many users they have, how many phone sets they have, the number of hours spent
on special applications, and other factors. Internal customers are also responsible for budgeting
funds for new computer equipment, however, replacement costs are then recovered by the ITS
fund for the future replacement of that equipment.
The ITS fund has an estimated ending fund balance of $2.37 million at the end of fiscal year 2016.
This is an increase of $74,425 or 3.24% from fiscal year 2015. Fund balance has declined from
the fiscal year 2013 level of $2,799,046. The reduction in fund balance is directly related to capital
outlays in 2014 and 2015. In fiscal year 2013, an adjustment is being presented for the
conversion from cash basis accounting to modified accrual basis of accounting as a reduction of
fund balance of $42,782. This reduction primarily represents outstanding accounts payable and
contracts payable at year end.
586
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 2,470,688$ 2,726,870$ 2,799,046$ 2,551,542$ 2,299,832$ 2,374,257$
Revenues:
Use Of Money And Property
Interest Revenues 6,294$ 11,336$ 6,729$ 5,000$ 2,576$ 2,576$
Charges For Fees And Services
Misc Charges For Svc 1,800 1,800 1,800 1,800 1,800 1,800
Miscellaneous
Intra-City Charges 1,890,070 1,843,841 1,734,710 1,894,216 2,088,453 2,114,367
Other Misc Revenue 114,672 1 - - - -
Other Financial Sources
Sale Of Assets 4,910 3,983 - - - -
Total Revenues 2,017,746$ 1,860,961$ 1,743,239$ 1,901,016$ 2,092,829$ 2,118,743$
Expenditures:
Information Technology 1,575,937$ 1,565,835$ 1,637,229$ 1,871,070$ 1,862,469$ 1,895,181$
Info Technology Equipment Replacement 173,860 167,610 212,355 260,875 118,601 368,872
Police Computer Equipment Replacement 11,767 12,558 141,159 20,781 37,334 40,391
Total Expenditures 1,761,564$ 1,746,003$ 1,990,743$ 2,152,726$ 2,018,404$ 2,304,444$
Fund Balance*, June 30 2,726,870$ 2,841,828$ 2,551,542$ 2,299,832$ 2,374,257$ 2,188,557$
Change in Accounting Method - (42,782) - - - -
Adjusted Fund Balance*, June 30 2,726,870 2,799,046 2,551,542 2,299,832 2,374,257 2,188,557
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 2,726,870$ 2,799,046$ 2,551,542$ 2,299,832$ 2,374,257$ 2,188,557$
% of Expenditures 155%160%128%107%118%95%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Information Technology (8300 - 8302)
Fund Summary
587
INFORMATION TECHNOLOGY SERVICES OPERATIONS
In partnership with our clients, we will increase efficiency and productivity through the effective
use of Information Technology.
The services provided by the Information Technology Services (ITS) division include server
management, legacy system management, software development, system integration, desktop
computer management and support, data network design and management, website application
development and management, City phone systems support, and fiber optic network design and
management.
The ITS division:
Provides standardization, integration, and security for City data systems
Monitors critical services for early alerting to problems
Provides 24x7 support for our clients
Maintains Disaster Recovery site for all City data
Maintains Virtual Environment to reduce hardware costs, increase efficiency of hardware
in-use, and augment Disaster Recovery plan for City data
Effectively administers the Replacement Schedule to ensure technology is meeting client
requirements
Manages the City video camera system
Supports and enhances e-government services wherever possible
Protects, manages, and creates redundant connections in the fiber optic network
Monitors technology changes for potential cost savings
HIGHLIGHTS
In fiscal year 2014, ITS managed:
75 network switches
88 virtual servers
30 Virtual PCs
8 VMWare hosts
173 Terabytes of hard disk space
15 physical servers
9 construction projects with fiber optic cable or duct
3 core data infrastructure facilities
1 telephone system with voice mail and Automated Call Distribution systems with
approximately 750 ports.
588
Recent Accomplishments:
Implemented Tyler MUNIS ERP
software and databases on Servers.
Payroll go-live of 1/1/14 completed.
MUNIS Employee Self Service go-live
3/1/14 completed.
Oversaw implementation of 16 new
Internet Protocol cameras to the Video
Management system.
Deployed 5 virtual desktops and
Remote Desktop Server systems.
Upcoming Challenges:
Implement Tyler Munis Utility Billing
software 1/1/2015
Implement Tyler Munis Billing and Cash
Management software November 2014
Expansion of Geographic Information
System
Continue planning for exit from North
Wastewater Treatment Plant core hub
facility
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 9.86 9.86 9.86
Staffing Level Change Summary:
There are no staffing level changes for fiscal year 2016.
Service Level Change Summary:
The expansion of virtual servers and workstations will continue into the foreseeable future.
Financial Highlights:
Computer equipment replacement expenditures of $118,601 is budgeted for city operations, and
$37,334 for the police department operations.
Capital outlay spending in the ITS operations was reduced from $201,000 in fiscal year 2015 to
$30,000 in fiscal year 2016.
$100,000 for fiber optic cable installation is budgeted in the Capital Project Funds and is funded
from General Obligation Bonds.
589
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: Reduce datacenter electric consumption to be sustainable
via Virtualization
Department Objective: Control growth of Datacenter Electricity Consumption year
over year, and be energy conscious in decisions.
Performance Measures:
Total number of Kilowatt hours of electricity consumed
Strategic Plan Goal: Healthy Neighborhoods& Strong Urban Core & Enhanced
Communications and Marketing
Department Goal: Facilitate Fiber Connectivity to School Facilities
Department Objective: As the fiber optic network changes, include schools in
planning for access where they deem appropriate
Performance Measures:
Number of Iowa City school facilities connected to City backbone fiber cable
FY 2011 FY 2012 FY 2013 FY 2014
Kilowatt Hours 125,526 124,050 126,761 132,155
Change (year/year) (1.9%) (1.2%) 2.1% 4.3%
FY 2011 FY 2012 FY 2013 FY 2014
Facilities Connected 10 15 16 17
590
Strategic Plan Goal: Healthy Neighborhoods, Strategic Economic Development
Activities, & A Solid Financial Foundation
Department Goal: Strive for 99.99% (Four-9’s standard) uptime for internet
services
Department Objective: Internet service is critical for public safety access, email
communication, and citizen access to City information on
iowa-city.org website at 99.99% (maximum 4.32 minutes
downtime per month)
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014
Uptime Percentage New Measure New Measure 99.4% 99.5%
591
City of Iowa City
Activity: Information Technology (310500)Fund: Information Technology (8300)
Division: Information Technology (310500)Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 6,294$ 11,336$ 6,729$ 5,000$ 2,576$ 2,576$
Charges For Fees And Services
Misc Charges For Svc 1,800 1,800 1,800 1,800 1,800 1,800
Miscellaneous
Intra-City Charges 1,445,821 1,353,752 1,217,498 1,165,405 1,295,718 1,321,632
Other Misc Revenue 114,672 1 - - - -
Total Revenues 1,568,587$ 1,366,889$ 1,226,027$ 1,172,205$ 1,300,094$ 1,326,008$
Expenditures:
Personnel 1,073,348$ 961,125$ 1,017,253$ 1,046,768$ 1,106,278$ 1,139,466$
Services 480,745 500,968 476,670 606,362 704,251 718,336
Supplies 15,020 33,785 42,461 16,940 21,940 22,379
Capital Outlay 6,824 69,957 100,845 201,000 30,000 15,000
Total Expenditures 1,575,937$ 1,565,835$ 1,637,229$ 1,871,070$ 1,862,469$ 1,895,181$
Personnel Services - FTE 2012 2013 2014 2015 2016
Buyer I - Purchasing - - 0.06 0.06 0.06
Data Base Administrator 2.00 2.00 2.00 2.00 2.00
I.T.S. Coordinator 1.00 1.00 1.00 1.00 1.00
Operations Clerk - I.T.S. 0.80 0.80 0.80 0.80 0.80
P.C. Technician 1.00 1.00 1.00 1.00 1.00
Purchasing Clerk - 0.06 - - -
Sr Programmer/Analyst 3.00 2.00 2.00 2.00 2.00
Sr Systems Engineer 1.00 1.00 1.00 1.00 1.00
Systems Engineer 1.00 1.00 1.00 1.00 1.00
Voice/Data Network Analyst 1.00 1.00 1.00 1.00 1.00
Web Developer 1.00 1.00 - - -
Total Personnel 11.80 10.86 9.86 9.86 9.86
Capital Outlay 2015 2016
Fiber Optic Cable 75,000$ -$
Network core routers 26,000 5,000
Software licenses/upgrades 35,000 10,000
Storage Area Network Upgrade 65,000 15,000
Total Capital Outlay 201,000$ 30,000$
Activity Summary
592
City of Iowa City
Activity: Information Technology Equipment Replacement (310581)Fund: Information Technology (8301)
Division: Information Technology (310500)Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Intra-City Charges 370,415$ 434,293$ 443,458$ 611,482$ 671,279$ 671,279$
Other Financial Sources
Sale Of Assets 4,910 3,983 - - - -
Total Revenues 375,325$ 438,276$ 443,458$ 611,482$ 671,279$ 671,279$
Expenditures:
Personnel -$ -$ -$ -$ -$ -$
Services 6,414 5,154 4,984 - 5,128 5,231
Supplies 20,771 36,347 59,492 8,355 17,510 19,115
Capital Outlay 146,675 126,109 147,879 252,520 95,963 344,526
Total Expenditures 173,860$ 167,610$ 212,355$ 260,875$ 118,601$ 368,872$
Capital Outlay 2015 2016
File Servers 10,000$ 32,000$
Network Switches/Firewalls 154,714 14,820
P.C. Hardware 72,486 42,243
Peripherals 7,420 -
Printers 7,900 -
Other Hardware - 6,900
Total Capital Outlay 252,520$ 95,963$
Activity Summary
593
City of Iowa City
Activity: Police Computer Equipment Replacement (310585)Fund: Information Technology (8302)
Division: Information Technology (310500)Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Intra-City Charges 73,834$ 55,796$ 73,754$ 117,329$ 121,456$ 121,456$
Total Revenues 73,834$ 55,796$ 73,754$ 117,329$ 121,456$ 121,456$
Expenditures:
Personnel -$ -$ -$ -$ -$ -$
Services 79 - 190 - - -
Supplies 773 4,595 3,801 4,781 1,275 2,575
Capital Outlay 10,915 7,963 137,168 16,000 36,059 37,816
Total Expenditures 11,767$ 12,558$ 141,159$ 20,781$ 37,334$ 40,391$
Capital Outlay 2015 2016
File Servers 16,000$ 16,000$
P.C. Hardware - 17,559
Other Hardware - 2,500
Total Capital Outlay 16,000$ 36,059$
Activity Summary
594
CENTRAL SERVICES
The Central Services internal service fund provides services to internal clients/staff and
other local governments in the following areas:
Mailroom processing of outgoing City Mail, UPS, and Fed-Ex
Assists with the procurement of City copiers and maintenance contracts.
Assists with the City’s Radio System maintenance contracts
The cost of these services is recovered through service charges to the internal clients and
to other local governments for the services that they consume.
The Central Services fund has an estimated ending fiscal year 2016 fund balance of
$599,755. This was a decrease of 8.0% from the fiscal year 2015 revised budget due to
the replacement of the postage machine and copy machines. The fund balance has
decreased over the past few years from a high of $761,382 in fiscal year 2013 due to the
two year acquisition price for the GIS software of $50,000 in each fiscal year 2014 and
2015. The fiscal year 2013 fund balance was adjusted downward by $868 due to the
conversion from a cash basis accounting method to a modified accrual basis. The
adjustment primarily represents accounts payable outstanding.
595
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 694,098$ 731,745$ 761,382$ 715,872$ 652,005$ 599,755$
Revenues:
Use Of Money And Property
Interest Revenues 1,457$ 2,668$ 1,742$ 2,668$ 658$ 658$
Intergovernmental
Local 28E Agreements 11,550 10,200 - 12,000 - -
Charges For Fees And Services
Library Charges 11 - - - - -
Miscellaneous
Intra-City Charges 225,641 223,328 228,772 223,126 255,439 260,548
Other Misc Revenue - - 5,820 - - -
Printed Materials 223 358 111 277 111 111
Other Financial Sources
Sale Of Assets 107 - - - - -
Total Revenues 238,989$ 236,554$ 236,445$ 238,071$ 256,208$ 261,317$
Expenditures:
Central Services 201,342$ 206,049$ 281,955$ 301,938$ 308,458$ 288,636$
Total Expenditures 201,342$ 206,049$ 281,955$ 301,938$ 308,458$ 288,636$
Fund Balance*, June 30 731,745$ 762,250$ 715,872$ 652,005$ 599,755$ 572,436$
Change in Accounting Method - (868) - - - -
Adjusted Fund Balance*, June 30 731,745 761,382 715,872 652,005 599,755 572,436
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 731,745$ 761,382$ 715,872$ 652,005$ 599,755$ 572,436$
% of Expenditures 363%370%254%216%194%198%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Central Services (8400)
Fund Summary
596
CENTRAL SERVICES OPERATIONS
The mission of the Central Services Division is to provide quality service to City departments,
protect the City’s legal interests, and act responsibly on behalf of the public by maintaining the
integrity of the City’s procurement system through the encouragement of open competition and
the impartial and fair treatment of vendors.
The Central Services activity is within the Finance Department and is operated as part of the
Purchasing division. The central services activity primarily involves the management and
replacement of copy machines and the processing of incoming and outgoing mail. Departments
are charged for the use of these services, and those funds are accounted for separately for the
replacement of copier equipment and mail room equipment.
HIGHLIGHTS
In fiscal year 2014, the Central Services division:
Processed 200,483 pieces of outgoing City Mail.
Sorted and Distributed over 100,000 pieces of incoming City mail.
Distributed 2378 incoming UPS packages.
Processed 90 outgoing UPS packages.
Upcoming Challenges:
Continue to integrate the radio maintenance services
Staffing:
FY2014 FY2015 FY2016 Adopted
Total FTE’s 0.50 0.50 0.50
Staffing Level Change Summary:
There are no staffing level changes for fiscal year 2016.
Service Level Change Summary:
The radio maintenance services have been integrated into the Central Services budget during
fiscal years 2015 and 2016. Additional maintenance chargebacks have been added to divisions
to cover the cost of this operation.
Financial Highlights:
In fiscal year 2016, the Central Services division has budgeted $45,000 for the replacement of
copy machines and $22,000 for the replacement of the postage machine. Intra-city charges
have increase by 14.5% from fiscal year 2015 to 2016 due to the addition of the radio
maintenance services.
597
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Plan Goal: A Solid Financial Foundation
Department Goal: To provide quality service to City departments, protect the
City’s legal interests, and act responsibly on behalf of the
public by maintaining the integrity of the City’s procurement
system through the encouragement of fair and open
competition.
Department Objective: Minimizing the environmental impact by providing a means
to reuse our current equipment and furniture. Providing
assistance to City employees with the transfer and
disposal of surplus equipment through the transfer to other
City Departments, on-line bidding, the sale or transfer to
other government agencies, or through donation or sale to
non-profit organizations.
Minimizing the environmental impact through the migration
of paper documents to scanned documents.
Performance Measures:
Surplus Equipment Sold
FY 2011 FY 2012 FY 2013 FY 2014
Number of Bids
Received 1,543 2,120 1,316 1,542
Dollar Value of Surplus
Sold $113,197 $165,776 $174,705 $171,424
598
Migration of Paper Copies to Scanned Copies
* Quantities from April 2014 through July 2014
Cost Savings for Standard Letters Processed
* Quantities and cost savings figures from February 2014 through July 2014
FY 2011 FY 2012 FY 2013 FY 2014*
Paper Copies New Measure New Measure New Measure 1,182,342
Scanned Copies New Measure New Measure New Measure 169,578
FY 2011 FY 2012 FY 2013 FY 2014*
Quantity of Standard
Letters New Measure New Measure New Measure 71,340
Cost Savings Using
City Mail Machine vs.
Standard Mail
New Measure New Measure New Measure $713.40
599
City of Iowa City
Activity: Purchasing (310300)Fund: Central Services (8400)
Division: Purchasing (310300)Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 1,457$ 2,668$ 1,742$ 2,668$ 658$ 658$
Intergovernmental
Local 28E Agreements 11,550 10,200 - 12,000 - -
Charges For Fees And Services
Library Charges 11 - - - - -
Miscellaneous
Intra-City Charges 225,641 223,328 228,772 223,126 255,439 260,548
Other Misc Revenue - - 5,820 - - -
Printed Materials 223 358 111 277 111 111
Other Financial Sources
Sale Of Assets 107 - - - - -
Total Revenues 238,989$ 236,554$ 236,445$ 238,071$ 256,208$ 261,317$
Expenditures:
Personnel 38,808$ 28,732$ 27,270$ 26,658$ 34,856$ 35,902$
Services 142,107 170,176 174,629 181,407 203,402 207,470
Supplies 3,647 83 4,981 873 3,200 3,264
Capital Outlay 16,780 7,058 75,075 93,000 67,000 42,000
Total Expenditures 201,342$ 206,049$ 281,955$ 301,938$ 308,458$ 288,636$
Personnel Services - FTE 2012 2013 2014 2015 2016
Purchasing Clerk 0.75 0.76 0.50 0.50 0.50
Total Personnel 0.75 0.76 0.50 0.50 0.50
Capital Outlay 2015 2016
Copiers 43,000$ 45,000$
GIS Software Purchase 50,000 -
Postage Machine - 22,000
Total Capital Outlay 93,000$ 67,000$
Activity Summary
600
HEALTH INSURANCE RESERVE
The City maintains insurance reserves for permanent employees’ health care coverage.
The health insurance plan is partially self-insured, with a stop-loss policy which provides
coverage for claims in excess of $125,000 per employee. Operating funds and
participating employees are charged premiums which are deposited into the Health
Insurance Reserve Fund. The City reimburses a health insurance provider for actual
medical costs incurred plus a claims processing/ administrative fee.
The State of Iowa requires all public entities which maintain a self-funded health
insurance plan file an annual certificate of compliance with the Iowa Insurance
Commissioner, along with an independent actuarial opinion and financial statement
which demonstrate that the plan continues to meet the requirements of Iowa Code
509A.14-.15 as well as applicable provisions of the Iowa administrative code.
The City also provides dental coverage for permanent employees and maintains
insurance reserves for this purpose. The City’s dental insurance plan is self-insured.
Operating funds and participating employees are charged premiums which are
deposited into the Health Insurance Reserve Fund. The City reimburses a dental
insurance provider for actual costs incurred plus a claims processing/ administrative fee.
Covered benefits are limited to $1,000 per eligible member.
FY2016 Budget Highlights: Health insurance premiums and administrative costs are
projected to increase by five percent in FY2016 due to an increase in claims experience
this year which will be mitigated by increased employee contributions in fiscal year 2016.
An increase in employee contributions was negotiated as shown in the following table:
The fiscal year 2016 ending fund balance is estimated at $10.33 million. This is virtually
no change from the revised fiscal year 2015 ending fund balance or the actual fiscal year
2013 and 2014 ending fund balances. An adjustment is presented for the change from
cash basis accounting to modified accrual basis of accounting in fiscal year 2013. This
adjustment is a reduction of fund balance of $106,426 that primarily represents unpaid
health insurance claims. Restricted/assigned fund balance represents the City’s Net
OPEB Obligation. The City’s Net OPEB obligation at June 30, 2014 was $3,614,448.
Health Insurance Plan: FY2012 FY2013 FY2014 FY2015 FY2016 *
Single Deductible 350$ 350$ 350$ 500$ 600$
Family Deductible 350 425 450 700 800
Single Out-of-Pocket Max 800 825 840 900 1,000
Family Out-of-Pocket Max 800 950 1,100 1,450 1,700
Single Contribution/Month 40 40 40 40 45
Family Contribution/Month 60 70 75 80 85
* Fire Union only; other plans are currently under negotiation
601
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 7,368,916$ 8,777,073$ 10,359,253$ 10,396,661$ 10,371,270$ 10,332,894$
Revenues:
Use Of Money And Property
Interest Revenues 16,949$ 33,457$ 23,355$ 18,000$ 8,696$ 8,696$
Royalties & Commissions 3,235 2,628 1,160 3,000 1,160 1,160
Charges For Fees And Services
Misc Charges For Services 367,695 389,991 417,543 390,000 438,420 460,341
Miscellaneous
Intra-City Charges 7,495,976 7,193,345 7,041,553 7,267,437 7,393,631 7,763,312
Other Misc Revenue - - 18,798 - - -
Other Financial Sources
Sale Of Assets 414 323 - - - -
Total Revenues 7,884,269$ 7,619,744$ 7,502,409$ 7,678,437$ 7,841,907$ 8,233,509$
Expenditures:
Health Insurance Reserve 6,476,112$ 5,931,135$ 7,465,001$ 7,703,828$ 7,880,283$ 8,274,253$
Total Expenditures 6,476,112$ 5,931,135$ 7,465,001$ 7,703,828$ 7,880,283$ 8,274,253$
Fund Balance*, June 30 8,777,073$ 10,465,682$ 10,396,661$ 10,371,270$ 10,332,894$ 10,292,151$
Change in Accounting Method - (106,429) - - - -
Adjusted Fund Balance*, June 30 8,777,073 10,359,253 10,396,661 10,371,270 10,332,894 10,292,151
Restricted / Committed / Assigned 2,686,798 3,305,626 3,614,448 3,954,092 4,151,797 4,359,386
Unassigned Balance 6,090,275$ 7,053,627$ 6,782,213$ 6,417,178$ 6,181,097$ 5,932,764$
% of Expenditures 94%119%91%83%78%72%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Health Insurance Reserve (8500)
Fund Summary
602
City of Iowa City
Activity: Health Insurance Reserves (310750)Fund: Health Insurance Reserve (8500)
Division: Health Insurance Reserves (310750)Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 16,949$ 33,457$ 23,355$ 18,000$ 8,696$ 8,696$
Royalties & Commiss 3,235 2,628 1,160 3,000 1,160 1,160
Charges For Fees And Services
Misc Charges For Svc 367,695 389,991 417,543 390,000 438,420 460,341
Miscellaneous
Intra-City Charges 7,495,976 7,193,345 7,041,553 7,267,437 7,393,631 7,763,312
Other Misc Revenue - - 18,798 - - -
Other Financial Sources
Sale Of Assets 414 323 - - - -
Total Revenues 7,884,269$ 7,619,744$ 7,502,409$ 7,678,437$ 7,841,907$ 8,233,509$
Expenditures:
Services 6,464,964$ 5,925,254$ 7,464,733$ 7,703,665$ 7,880,050$ 8,274,053$
Supplies 326 157 268 163 233 200
Capital Outlay 10,822 5,724 - - - -
Total Expenditures 6,476,112$ 5,931,135$ 7,465,001$ 7,703,828$ 7,880,283$ 8,274,253$
Activity Summary
603
DENTAL INSURANCE RESERVE
The City provides dental coverage for permanent employees and maintains insurance
reserves for this purpose. The City’s dental insurance plan is self-insured. Operating
funds and participating employees are charged premiums which are deposited into the
Dental Insurance Reserve Fund. The City reimburses a dental insurance provider for
actual costs incurred plus a claims processing/ administrative fee. Covered benefits are
limited to $1,000 per eligible member.
The Dental Insurance Reserve’s fund balance at the end of fiscal year 2015 is expected
to be $119,976 or $14,829 lower than the fiscal year 2014 ending fund balance. This is
a decrease of 11.0% percent. An increase in fund balance is expected for fiscal year
2016 to $138,400 which is an increase of $18,424 or 15.36%. In fiscal years 2012 and
2013, the reserve’s fund balance had grown from $91,404 to $118,521 due to
expenditure levels finishing below projections. In the fiscal year 2013 conversion from
cash basis accounting to modified accrual basis of accounting, an adjustment is
presented for a reduction in fund balance of $3,002. This adjustment primarily
represents unpaid dental claims.
604
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 79,246$ 91,404$ 118,521$ 134,805$ 119,976$ 138,400$
Revenues:
Use Of Money And Property
Interest Revenues 181$ 369$ 310$ 200$ 121$ 121$
Charges For Fees And Services
Misc Charges For Svc 15,664 17,518 22,455 18,000 22,455 22,455
Miscellaneous
Intra-City Charges 328,475 334,941 338,212 346,800 355,123 365,776
Total Revenues 344,320$ 352,828$ 360,977$ 365,000$ 377,699$ 388,352$
Expenditures:
Dental Insurance Reserves 332,162$ 322,709$ 344,693$ 379,829$ 359,275$ 370,053$
Total Expenditures 332,162$ 322,709$ 344,693$ 379,829$ 359,275$ 370,053$
Fund Balance*, June 30 91,404$ 121,523$ 134,805$ 119,976$ 138,400$ 156,699$
Change in Accounting Method - (3,002) - - - -
Adjusted Fund Balance*, June 30 91,404 118,521 134,805 119,976 138,400 156,699
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 91,404$ 118,521$ 134,805$ 119,976$ 138,400$ 156,699$
% of Expenditures 28%37%39%32%39%42%
*Fund Balance is Cash Balance for 2012 and July 1, 2013
City of Iowa City
Dental Insurance Reserve (8600)
Fund Summary
605
City of Iowa City
Activity: Dental Insurance Reserves (310760)Fund: Dental Insurance Reserve (8600)
Division: Dental Insurance Reserves (310760)Department: Finance
2012 2013 2014 2015 2016 2017
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 181$ 369$ 310$ 200$ 121$ 121$
Charges For Fees And Services
Misc Charges For Svc 15,664 17,518 22,455 18,000 22,455 22,455
Miscellaneous
Intra-City Charges 328,475 334,941 338,212 346,800 355,123 365,776
Total Revenues 344,320$ 352,828$ 360,977$ 365,000$ 377,699$ 388,352$
Expenditures:
Services 332,162$ 322,709$ 344,693$ 379,829$ 359,275$ 370,053$
Total Expenditures 332,162$ 322,709$ 344,693$ 379,829$ 359,275$ 370,053$
Activity Summary
606
STATISTICS
General Information
Form of Government
Community Profile
Demographics and Economics
US Census Information
Assessed Property Valuations
Property Tax Levies
Principal
Taxpayers
Employers
Wastewater Customers
Water Customers
Operating Indicators
Department Statistics
Economic Overview
Revenue Comparisons
F
Y
2
0
1
6
GENERAL INFORMATION
Form of Government
The City has seven (7) Council members, who serve staggered, four-year terms. Four
(4) Council members are "at-large" and are nominated by all voters and elected by all
voters. Although the three (3) "district" Council members (Districts A, B, and C) are
nominated solely by voters within their districts and any primary is held only within the
district, they are elected by voters city-wide. Council elections are held in odd-numbered
calendar years. Council members select the Mayor from among themselves at their first
meeting of the calendar year after each city council election. The Mayor is a voting
member of the council and has no veto power. The Mayor is the official representative of
the City, presiding officer of the Council and its policy spokesperson. The Council
appoints a City Manager, City Attorney and City Clerk. The City Council passes
legislation and establishes policies for the City.
The City Manager is the chief administrative officer for the City and is appointed by the
City Council. The City Manager implements policy decisions of the City Council and
enforces City ordinances. In addition, the City Manager appoints and directly supervises
the directors of the City's operating departments and supervises the administration of the
City's personnel system and further supervises the official conduct of City employees
including their employment, training, compensation, reclassification, discipline and
discharge. The City Manager also oversees administration of City contracts, execution of
public improvements, as well as construction, improvement, and maintenance of all City
facilities. The City Manager prepares a proposed annual budget and submits it to the
City Council for consideration and final approval consistent with State law, along with
presenting recommendations and programs to the City Council.
The City Attorney is appointed by the City Council and works at the direction of the City
Council. The City Attorney supervises the City Attorney's Office, including four Assistant
City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City
Council, City Manager, the various City departments and staff, and most City
commissions, committees and boards. The City Attorney also reviews and approves
proposed City ordinances, resolutions, contracts, and other legal documents; oversees
property acquisition needed for public improvements; prepares legal opinions for Council
and City staff; and represents the City in litigation in which the City is involved, including
violations of City ordinances.
The City Clerk is appointed by the City Council, reports directly to the Council and
attends all City Council meetings. The City Clerk is charged with custody of deeds,
contracts and abstracts. The Clerk's office is responsible for the keeping of all
ordinances, resolutions, minutes and the Iowa City City Code. The office publishes
public notices, ordinances and minutes as required by law. The City Clerk's office assists
both staff and the general public in researching information. Taxi company licenses and
driver authorization, dancing permits, outdoor service areas, cigarette licenses,
609
beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City
subdivision files, project files, the Domestic Partnership Registry, and an index of
Council proceedings are also maintained in the office. The Clerk's office also provides
staff and support for the Citizens Police Review Board.
Community Profile
Location & Transportation: The City serves as the County seat for Johnson County. The
City lies at the intersection of Highways 80 and 380. The City is approximately 115 miles
east of the City of Des Moines, 20 miles south of the City of Cedar Rapids and 55 miles
west of the City of Davenport. The Iowa City Municipal Airport is a general aviation
airport on the south side of the City. The Cedar Rapids Airport, located 20 miles from
downtown Iowa City is served by a number of national and regional air carriers. Rail
service is provided by the mainline of the Chicago, Rock Island and Pacific Railroad. The
Iowa City Transit, Coralville Transit, and the University of Iowa’s Cambus system
provides public transportation to the metropolitan area.
610
Iowa City by the Numbers:
Population 67,862
Median Age 25.6 years
Average Persons Per Household 2.21
Bachelor's Degree or Higher 58.0%
Average Temperature 50.0°F
Average High Temperature 59.6°F
Average Low Temperature 40.4°F
Average Precipitation 36.3"
Source: US Census Bureau (2010 Census & QuickFacts) and Weatherbase (May 2015)
Iowa City: Best Of...
Area Rankings 2014
Iowa City #2, "Best Cities for Successful Aging (Small Cities)," Milken
Institute, Nov. 2014
Iowa City #4, "20 Best College Towns," Business Insider, Oct. 2014
Iowa City "Winner - Best Place for an Encore Career" on "Best Places to
Retire," Money, Oct. 2014
Iowa City #10 on "Top Places to Live 2014: Best Places to Walk and Bike,"
Money, Sept. 2014
Iowa City #12 on "Top Places to Live 2014: Youngest Places," Money,
Sept. 2014
Iowa City #10 on "Top 100 Places to Live 2015," Livability.com, Sept. 2014
Iowa City listed among "15 Cities for Creative 20-Somethings That Aren't
New York or Los Angeles," .Mic, July 2014
Iowa City Metropolitan Statistical Area ranked #37 overall and #12 among
"Small Cities" as a Leading Location for Economic Growth, Area
Development Magazine, June 2014
Education: Public education to the City is provided by the Iowa City Community School
District, with certified enrollment of 13,328.0 for fiscal year 2013-14. There are
approximately 1,800 district personnel. The district operates seventeen pre-school sites,
nineteen elementary schools, three junior high schools, two senior high schools, and one
alternative school for ninth through twelfth graders. Education is also provided through
the Clear Creek – Amana Community School District, with certified enrollment of 1,839.6
for fiscal year 2013-14. Iowa City is also home to Regina Catholic Education Center, a
private Catholic institution, Willowind School, a private K-8 school, and Preucil School of
Music, specializing in the Suzuki method of instruction. Four year college programs and
vocational training are available throughout the area including University of Iowa and
Kirkwood Community College.
611
Health Care: The City has top-notch health care with the University of Iowa Hospital and
Clinics, Iowa City VA Medical Center, and Mercy Iowa City. University of Iowa Hospitals
and Clinics (UIHC) is a 700+ bed comprehensive academic medical center and regional
referral center. In addition to providing primary care, UIHC offers services in more than
200 specialties. The Iowa City VA Medical Center (ICVAMC) services are available to
more than 184,000 veterans in Eastern Iowa, Western Illinois, and Northern Missouri.
ICVAMC provides a broad range of inpatient and outpatient health care services. Mercy
Iowa City is a regional referral center and community hospital serving southeast Iowa.
Mercy services include heart and vascular care, orthopedic care, maternity care, cancer
care, digestive services, general surgery, emergency care, and more.
Culture: The City hosts a jazz festival each year that attracts music enthusiasts from
both near and far. The annual Iowa Arts Festival features the state's best visual art,
music, and food. Iowa City is also home to several community theaters, including
Riverside Theatre's Shakespearean stage. Located in City Park, this open-air theater
presents shows under the stars. Iowa City is also home to the recently restored historic
Englert Theatre downtown and also has a vibrant Iowa City Community Theatre. In Iowa
City the University of Iowa’s Hancher Auditorium showcases Broadway productions and
other entertainment events.
612
People QuickFacts Iowa City
Johnson
County Iowa
Population, 2013 estimate 71,591 139,814 3,092,341
Population, 2010 (April 1) estimates base 67,892 130,882 3,046,869
Population, percent change - 4/1/10 to 7/1/13 5.4%6.8%1.5%
Population, 2010 67,862 130,882 3,046,355
Living in same house 1 year & over,
percent, 2009-2013 62.9%73.4%84.8%
Foreign born persons, percent, 2009-2013 11.8%9.3%4.5%
Language other than English spoken at home,
percent age 5+, 2009-2013 15.7%13.3%7.2%
High school graduate or higher,
percent of persons age 25+, 2009-2013 95.3%94.8%91.0%
Bachelor's degree or higher,
percent of persons age 25+, 2009-2013 58.0%51.1%25.7%
Veterans, 2009-2013 2,776 6,630 226,175
Mean travel time to work (minutes),
workers age 16+, 2009-2013 16.3 18.2 18.8
Homeownership rate, 2009-2013 47.8%59.7%72.2%
Housing units in multi-unit structures,
percent, 2009-2013 45.6%34.8%18.4%
Median value of owner-occupied housing
units, 2009-2013 $180,900 $186,000 $124,300
Households, 2009-2013 28,278 54,005 1,226,547
Persons per household, 2009-2013 2.21 2.33 2.42
Per capita money income in past 12 months
(2013 dollars), 2009-2013 $25,671 $29,592 $27,027
Median household income, 2009-2013 $41,410 $53,424 $51,843
Persons below poverty level, percent, 2009-2013 28.2%17.7%12.4%
Business QuickFacts Iowa City
Johnson
County Iowa
Total number of firms, 2007 4,186 9,323 259,931
Merchant wholesaler sales, 2007 ($1000) 208,380 567,646 41,068,338
Retail sales, 2007 ($1000) 889,475 1,653,057 39,234,649
Retail sales per capita, 2007 $13,320 $13,168 $13,172
Accommodation & food services sales, 2007 ($1000) 125,076 258,762 4,737,719
Geography QuickFacts Iowa City
Johnson
County Iowa
Land area in square miles, 2010 25.01 614.04 55,857.13
Persons per square mile, 2010 2,713.3 213.1 54.5
Source: US Census Bureau State & County QuickFacts
US Census Data
613
City of Iowa City, Iowa
Actual Valuation and Taxable Valuation of Property
Last Ten Fiscal Years
Actual Valuation
Tax Collection Year:
2016 FY2015 FY2014 FY2013
Residential 3,609,873,754$ 3,488,112,611$ 3,367,051,717$ 3,284,249,136$
Agricultural (taxed at Ag rate)3,553,520 3,680,920 2,655,640 2,516,440
Commercial 1,131,173,853 1,144,437,631 1,113,600,025 1,149,535,927
Industrial 74,609,357 80,153,614 72,834,630 73,400,730
Railroads 4,015,580 3,827,506 3,205,451 2,619,932
Utilities w'out Gas & Electric 8,239,789 9,599,528 10,816,940 11,051,685
Gross valuation 4,831,465,853 4,729,811,810 4,570,164,403 4,523,373,850
Less: Military exemption 2,828,002 2,939,122 3,059,502 3,096,542
Net valuation 4,828,637,851 4,726,872,688 4,567,104,901 4,520,277,308
Incremental value (Debt Service Levy only)33,228,330 21,131,574 14,113,908 11,712,327
Gas and Electric 87,728,294 78,642,915 87,100,183 83,538,109
Total Actual valuation 4,949,594,475$ 4,826,647,177$ 4,668,318,992$ 4,615,527,744$
Percent change 2.547%3.392%1.144%2.110%
Taxable Valuation
As of January 1:
2016 FY2015 FY2014 FY2013
Assessment Limitation:
Residential rollback 55.7335%54.4002%52.8166%50.7518%
Agricultural rollback 44.7021%43.3997%59.9334%57.5411%
Industrial rollback 90.0%95.0%NA NA
Commercial and Railroad rollback 90.0%95.0%NA NA
Residential 2,008,493,138$ 1,894,079,854$ 1,776,096,066$ 1,666,036,081$
Agricultural (taxed at Ag rate)1,588,496 1,597,501 1,591,636 1,447,988
Commercial 1,015,694,009 1,086,556,293 1,113,600,025 1,149,535,927
Industrial 66,959,765 76,128,877 72,834,630 73,400,730
Railroads 3,614,022 3,636,130 3,205,451 2,619,932
Utilities w'out Gas & Electric 8,239,789 9,599,528 10,816,940 11,051,685
Gross valuation 3,104,589,219 3,071,598,183 2,978,144,748 2,904,092,343
Less: Military exemption 2,828,002 2,939,122 3,059,502 3,096,542
Net valuation, All Levies 3,101,761,217 3,068,659,061 2,975,085,246 2,900,995,801
Incremental value (Debt Service Levy only)33,228,330 21,131,574 14,113,908 11,712,327
Total Taxable valuation 3,134,989,547 3,089,790,635 2,989,199,154 2,912,708,128
Gas and Electric Utilities (excise tax)46,785,426 47,004,994 46,813,214 47,404,050
Total w/Gas and Electric Utilities 3,181,774,973$ 3,136,795,629$ 3,036,012,368$ 2,960,112,178$
Percent change 1.463%3.365%2.626%4.032%
Total Direct Tax Rate
City of Iowa City 16.655 16.705 16.805 17.269
614
FY2012 FY2011 FY2010 FY2009 FY2008 FY2007
3,182,636,485$ 3,122,874,615$ 3,065,278,624$ 2,991,702,239$ 2,722,753,839$ 2,636,227,621$
2,263,884 2,314,823 1,499,347 1,564,892 1,533,849 1,581,682
1,146,182,052 1,139,935,432 1,055,126,085 1,030,546,806 989,384,646 974,751,194
73,044,725 72,283,702 67,288,971 65,905,651 58,212,982 57,498,282
1,799,383 1,593,188 2,098,465 2,532,561 1,764,970 1,151,648
10,729,898 9,491,730 9,304,801 9,136,525 9,216,530 11,337,515
4,416,656,427 4,348,493,490 4,200,596,293 4,101,388,674 3,782,866,816 3,682,547,942
3,163,216 3,239,146 3,324,338 3,395,642 3,424,348 3,462,684
4,413,493,211 4,345,254,344 4,197,271,955 4,097,993,032 3,779,442,468 3,679,085,258
25,408,838 25,408,841 117,812,738 111,540,045 94,863,574 77,784,899
81,240,051 79,196,417 61,065,832 54,080,557 54,053,135 50,311,216
4,520,142,100$ 4,449,859,602$ 4,376,150,525$ 4,263,613,634$ 3,928,359,177$ 3,807,181,373$
1.579%1.684%2.639%8.534%3.183%15.632%
FY2012 FY2011 FY2010 FY2009 FY2008 FY2007
48.5299%46.9094%45.5893%44.0803%45.5596%45.9960%
69.0152%66.2715%93.8568%90.1023%NA NA
NA NA NA NA NA NA
NA NA NA 99.7312%NA 99.1509%
1,544,260,536$ 1,464,643,790$ 1,384,088,145$ 1,307,510,775$ 1,234,872,337$ 1,208,404,751$
1,562,422 1,534,056 1,407,234 1,410,002 1,533,849 1,581,682
1,146,182,052 1,139,935,432 1,055,126,085 1,027,539,961 989,384,646 965,950,624
73,044,725 72,283,702 67,288,971 65,905,651 58,212,982 57,498,282
1,799,383 1,593,188 2,098,465 2,525,753 1,764,970 1,141,869
10,729,898 9,491,730 9,304,801 9,136,525 9,216,530 11,337,515
2,777,579,016 2,689,481,898 2,519,313,701 2,414,028,667 2,294,985,314 2,245,914,723
3,163,216 3,239,146 3,324,338 3,395,642 3,424,348 3,462,684
2,774,415,800 2,686,242,752 2,515,989,363 2,410,633,025 2,291,560,966 2,242,452,039
25,408,838 25,408,841 117,812,738 111,540,045 94,863,574 77,784,899
2,799,824,638 2,711,651,593 2,633,802,101 2,522,173,070 2,386,424,540 2,320,236,938
48,337,968 46,333,208 45,156,750 44,597,261 41,542,405 42,641,354
2,848,162,606$ 2,757,984,801$ 2,678,958,851$ 2,566,770,331$ 2,427,966,945$ 2,362,878,292$
3.252%2.956%4.426%5.688%2.853%11.456%
17.842 17.757 17.853 17.717 17.297 17.302
615
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
100% Assessed $3,807 $3,928 $4,264 $4,376 $4,450 $4,520 $4,616 $4,668 $4,827 $4,950
% Change, Assessed 15.6%3.2%8.5%2.6%1.7%1.6%2.1%1.1%3.4%2.5%
Taxable $2,363 $2,428 $2,567 $2,679 $2,758 $2,848 $2,960 $3,036 $3,137 $3,182
% Change, Taxable 11.2%2.8%5.7%4.4%2.9%3.3%3.9%2.6%3.3%1.4%
Taxable % of Total 62.1%61.8%60.2%61.2%62.0%63.0%64.1%65.0%65.0%64.3%
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
$5,000
$5,500
in Millions 100% Assessed vs. Taxable Valuations
616
Residential
75%
Agricultural
0%
Commercial
23%
Industrial
2%
Railroads
0%
Utilities w/o
Gas/Electric
0%
FY2016 Full Property Valuation
Percent by Property Type
$4,831,465,853
Residential
65%
Agricultural
0%
Commercial
33%
Industrial
2%
Railroads
0% Utilities w/o
Gas/Electric
0%
FY2016 Taxable Property Valuation
Percent by Property Type
$3,104,589,219
617
Property Tax Levies
Property Tax History – All Direct and Overlapping Governments
(per $1,000 assessed valuation)
Collection
Year
Iowa City
Community
School
District
Johnson
County*
Kirkwood
Community
College
State
of
Iowa
City of
Iowa
City
Total
Iowa City
Percentage
of Total
Residential
Rollback %
2005-06 13.582 6.391 0.649 0.004 17.729 38.355 46.2 47.9642
2006-07 13.632 6.415 0.872 0.004 17.302 38.226 45.3 45.9960
2007-08 13.852 6.823 0.855 0.004 17.297 38.830 44.5 45.5596
2008-09 14.192 7.803 0.852 0.004 17.717 40.567 43.7 44.0803
2009-10 14.191 7.708 0.840 0.003 17.853 40.596 44.0 45.5893
2010-11 14.690 7.540 0.926 0.003 17.757 40.915 43.4 46.9094
2011-12 14.591 7.320 0.999 0.003 17.842 40.754 43.8 48.5299
2012-13 14.073 7.075 1.079 0.003 17.269 39.499 43.7 50.7518
2013-14 13.688 7.077 1.065 0.003 16.805 38.639 43.5 52.8166
2014-15 13.699 7.062 1.058 0.003 16.705 38.528 43.4 54.4002
*Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies.
Source: Johnson County Auditor
618
% of Total % of Total
Taxable Taxable Taxable Taxable
Ten largest taxpayers1 Valuation Rank Valuation Valuation Rank Valuation
ACT Inc. (formerly American
College Testing Program)26,902$ 2 1.30 %46,590$ 1 1.53 %
Mid-American Energy Company 46,919 1 2.26 44,174 2 1.46
Ann Gerdin Truse
(formerly Russell Gerdin)- -0.00 22,321 3 0.74
Dealer Properties IC LLC
(Billion Auto)- -0.00 19,343 4 0.64
Proctor & Gamble LLC 10,523 8 0.51 16,227 5 0.53
Alpha Inc - -0.00 15,528 6 0.51
National Computer Systems
(Pearson)16,159 5 0.78 13,800 7 0.45
CCAL 100 Hawk Ridge Drice LLC
The Lodge - -0.00 12,856 8 0.42
Wal-Mart Real Estate - -0.00 12,749 9 0.42
Southgate Development Company 18,475 4 0.89 12,542 10 0.41
Jame A and Lorretta Clark 26,252 3 1.27 - -0.00
MIP Iowa City LLC Sheraton Hotel 10,200 9 0.49 - -0.00
OC Group LC Old Capital Mall 9,262 10 0.45 - -0.00
M G D LC (Sycamore Mall)11,457 7 0.55 - -0.00
Moen Group 11,824 6 0.57 - -0.00
Total 187,973$ 9.06 %216,130$ 7.12 %
Sources:
1City of Iowa City Assessor's Office - Annual Report
PRINCIPAL TAXPAYERS
2014 and Nine Years Ago (2005)
(amounts expressed in thousands)
20142005
619
Employers Employees Rank Employees Rank Percentage
University of Iowa and University
of Iowa Hospital and Clinics 24,627 1 30,804 1 31.1 %
Iowa City Community
School District 1,600 2 1,700 2 1.7
Veterans Administration
Medical Center 1,241 4 1,562 3 1.6
NCS Pearson 1,050 7 1,200 4 1.2
Mercy Hospital 1,250 3 1,187 5 1.2
ACT Inc. (formerly American
College Testing Program)1,200 5 1,181 6 1.2
Hy-Vee 1,153 6 1,166 7 1.2
City of Iowa City 986 8 1,087 8 1.1
System Unlimited --890 9 0.9
International Automotive
Components (formerly Lear Corp)930 9 785 10 0.8
Gillette Canada (Oral B Laboratories)500 10 --N/A
34,537 41,562 42.0 %
Total Employees 98,900
Sources:
Iowa City Area Development Group
Note:
Total number of employees is not available for 2005;
percentage of total city employment by employer is not presented.
2014 Principal Employer total numbers are not avaiable,
the only employer number avaible is the City of Iowa City
PRINCIPAL EMPLOYERS
2005 2014
2014 and Nine Years Ago (2005)
620
Customer Name Charges Rank Percentage Charges Rank Percentage
University of Iowa 1,993,643$ 1 16.43 %2,033,586$ 1 16.42 %
Proctor & Gamble 1,655,028 2 13.64 1,139,625 2 9.20
Veterans Administration
Medical Center 187,230 3 1.54 135,545 3 1.09
Dolphin Lake Point
(Lakeside Apts)111,441 4 0.92 133,843 4 1.08
Iowa City Landfill
Division --N/A 127,451 5 1.03
Mercy Hospital 79,497 7 0.66 103,838 6 0.84
Mark IV Apartments 55,012 10 0.45 89,261 7 0.72
Campus Apartments 83,039 6 0.68 74,248 8 0.60
University of Iowa/
Mayflower Apartments 68,896 8 0.57 71,122 9 0.57
RBD Iowa City LLC
(Sheraton Hotel)--N/A 59,549 10 0.48
Roberts Dairy 100,437 5 0.83 --N/A
Holiday Inn /
MPI LESSEE 66,264 9 0.55 --N/A
4,400,487$ 36.27 %3,968,068$ 32.05 %
Total Sewer
System Charges 12,131,294$ 12,382,031$
Sources:
City of Iowa City Revenue Department
PRINCIPAL SEWER SYSTEM CUSTOMERS
20142005
2014 and Nine Years Ago (2005)
621
Customer Name Charges Rank Percentage Charges Rank Percentage
Proctor & Gamble 537,724$ 1 6.54 %597,724$ 1 7.68 %
Veterans Administration
Medical Center 146,106 2 1.78 102,726 2 1.32
Dolphin Lake Point
(Lakeside Manor)76,748 3 0.93 77,900 3 1.00
Mark IV Apts 49,165 8 0.60 61,811 4 0.79
Mercy Hospital 73,312 4 0.89 61,346 5 0.79
Campus Apartments 72,288 5 0.88 56,351 6 0.72
University of Iowa/
Mayflower Apartments 46,237 9 0.56 40,466 7 0.52
RBD Iowa City LLC
(Sheraton Hotel)--N/A 34,109 8 0.44
Oaknoll Retirement --N/A 30,561 9 0.39
Seville Apartments --N/A 30,381 10 0.39
Lear Corp 49,714 6 0.60 --N/A
Roberts Dairy 49,559 7 0.60 --N/A
Holiday Inn / MPI LESSE 43,612 10 0.53 --N/A
1,144,465$ 13.93 %1,093,375$ 14.06 %
Total Water
System Charges 8,217,941$ 7,778,364$
Sources:
City of Iowa City Revenue Division
PRINCIPAL WATER SYSTEM CUSTOMERS
20142005
2014 and Nine Years Ago (2005)
622
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Public Safety
Police1
Physical arrests 7,528 6,895 6,505 6,434 6,486 5,983 6,590 5,911 4,468 5,126
Traffic Violations 7,428 8,198 6,684 5,827 4,460 4,446 3,403 3,761 2,499 3,015
Fire2
Number of calls answered 3,596 3,679 4,136 4,257 4,152 4,472 4,635 5,173 4,713 4,770
Inspections conducted 1,083 1,232 1,495 1,712 1,959 2,145 1,806 1,970 1,431 1,581
Parking
Parking Violations 145,033 139,338 166,187 147,673 126,050 118,717 109,553 96,117 88,909 60,680
Wastewater Treatment
Daily average treatment
in million gallons3 4.87 4.58 9.43 12.81 12.34 12.86 10.37 8.28 9.84 10.02
Maximum daily capacity
of plant in million gallons 40.0 40.0 40.0 41.0 41.0 41.1 41.1 41.1 41.1 41.1
Number of sewer system
customers 21,552 22,046 22,481 22,909 23,161 23,344 23,527 23,529 24,059 24,389
Water
Daily average consumption
in million gallons 5.45 5.68 5.52 5.48 5.51 5.48 5.51 5.49 5.54 5.64
Maximum daily capacity of
plant in million gallons 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7
Customers Classification
Residential 21,972 22,529 22,973 23,097 23,391 23,657 23,875 24,086 24,442 24,790
Commercial 1,400 1,408 1,448 1,465 1,494 1,481 1,498 1,489 1,491 1,491
Industrial 13 13 13 14 15 15 15 15 15 15
Other 129 134 137 138 144 153 156 200 204 202
Total Customers 23,514 24,084 24,571 24,714 25,044 25,306 25,544 25,790 26,152 26,498
Sanitation
Number of Customers 14,158 14,371 14,556 14,574 14,700 14,831 14,926 15,030 15,177 15,331
Tonnage 8,667 8,463 8,722 8834 8,747 8,869 8,969 8,935 8,956 9,160
Landfill
Tonnage 113,356 111,124 135,315 132,760 140,810 150,369 147,265 148,953 111,445 115,624
Sources: Various city divisions.
Notes:
1 Numbers are based on a calendar year and 2013 figures are compiled through 09/23/13.
2 Numbers are based on a calendar year and 2013 figures are compiled through 11/07/13.
3 Numbers for FY07 and after are based on both the North and South Wastewater Plants.
OPERATING INDICATORS BY FUNCTION
Last Ten Fiscal Years (FY 2005 through FY 2014)
623
2016 Iowa City Police Department Statistics
General Police Data Discrepancies
Performing a comparative analysis between local jurisdictions is an imperfect process. Data are
influenced by differences in definitions, reporting, and collection measures. It must be noted
that it is important to focus on the trends in the data rather than any one specific data point
between communities. While measures have been taken to universalize and standardize the
data, the trend in the data is the most valuable information provided.
Data & Comparison
The data presented below represent the raw data collected by the Iowa City Police Department
and information gathered from the Federal Bureau of Investigation. Data synthesis was based
on the 2010 US Census population. Metro Coalition comparison uses 2013 data. The
comparison uses the UCR system, which is described below.
UNIVERSAL CRIME REPORTING (UCR 1)
Crimes can be reported in various ways. The UCR system has been a standard used by police
departments across the United States and is utilized by the State of Iowa as a means of
reporting data. UCR1 data specifically refers to two groups of crimes: UCR 1 Property Crimes
and UCR 1 Violent Crimes. The following crimes are represented in these two groups:
UCR 1 Property Crimes UCR 1 Violent Crimes
Arson Murder/Non-Negligent Manslaughter
Burglary Forcible Rape
Larceny Robbery
Shoplifting Aggravated Assault
All forms of theft
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.
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.
624
Iowa City Raw Data
Calendar Year 2008 2009 2010 2011 2012 2013
Number of Officers 73 75 75 79 78 87
Total Violent Crimes 259 247 183 163 185 222
Total Property Crimes 1,688 1,575 1,533 1,580 1,842 1,839
Total Violent Crime
Arrests 104 109 96 105 88 92
Total Property Crime
Arrests 483 483 469 428 456 568
Total Juvenile Violent
Crime Arrests 16 15 19 12 14 10
Total Juvenile Property
Crime Arrests 118 96 113 102 126 121
Total DUI Arrests 424 419 319 452 440 598
Total PAULA Arrests 879 852 529 495 300 415
625
Iowa City Synthesized Data
Per capita calculations use the 2010 US Census
Calendar Year 2008 2009 2010 2011 2012 2013
Sworn Officers per 1000
Population 1.08 1.11 1.11 1.16 1.15 1.28
Total Violent Crimes per
1000 Population 3.82 3.64 2.70 2.40 2.73 3.27
Total Violent Crime
Arrests per 1000
Population
1.53 1.61 1.41 1.55 1.30 1.36
Total Property Crimes
per 1000 Population 24.87 23.21 22.59 23.28 27.14 27.10
Total Property Crime
Arrests per 1000
Population
7.12 7.12 6.91 6.31 6.72 8.37
Total UCR 1 Arrests per
Sworn Officer 8.04 7.89 7.51 6.75 6.97 7.59
Juvenile Violent Crime
Arrests as % of Total 6.18% 6.07% 10.38% 7.36% 7.57% 4.50%
Juvenile Property Crime
Arrests as % of Total 6.99% 6.10% 7.37% 6.46% 6.84% 6.58%
Total DUI Arrests per
1000 Population 6.25 6.17 4.70 6.66 6.48 8.81
Total DUI Arrests per
Sworn Officer 5.81 5.59 4.25 5.72 5.64 6.87
Total PAULA* Arrests
per 1000 Population 12.97 12.57 7.80 7.29 4.42 6.12
Total PAULA* Arrests
per Sworn Officer 12.04 11.36 7.05 6.27 3.85 4.77
*Possession of Alcohol Under the Legal Age
626
Iowa Metro Coalition Comparison
The Metropolitan Coalition1 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, 2013:
Ames
Cedar
Rapids
Council
Bluffs Davenport
Des
Moines Dubuque
Sioux
City
West
Des
Moines
Ave.
w/o
Iowa
City
Iowa
City
Population 61,193 128,642 62,021 101,834 207,391 58,313 82,676 60,68 95,267 70,855
Violent Crime 88 392 584 654 1,026 132 324 90 411 228
Violent Crime Rate 143.8 304.7 941.6 642.2 494.7 226.4 391.9 149.8 411.9 321.8
Murder/Non-negligent
Manslaughter 0 4 0 2 11 0 3 1 3 0
Murder/Non-negligent
Manslaughter Rate 0.0 3.1 0.0 2.0 5.3 0.0 3.6 1.7 2.0 0.0
Rape 34 46 75 88 90 14 46 16 51 28
Rape Rate 55.6 35.8 120.9 86.4 43.4 24.0 55.6 26.6 56.0 39.5
Robbery 11 90 80 167 211 36 40 12 81 56
Robbery Rate 18.0 70.0 129.0 164.0 101.7 61.7 48.4 20.0 76.6 79.0
Aggravated Assault 43 252 429 397 714 82 235 61 277 144
Aggravated Assault
Rate 70.3 195.9 691.7 389.9 344.3 140.6 284.2 101.6 277.3 203.2
Property Crime 1,439 4,707 4,614 4,248 10,015 1,641 3,658 1,658 3,998 1,850
Property Crime Rate 2,351.6 3,659.0 7,439.4 4,171.5 4,829.0 2,814.1 4,424.5 2,760.2 4,056.2 2,611.0
Burglary 224 977 947 961 2,311 409 604 205 830 357
Burglary Rate 366.1 759.5 1,526.9 943.7 1,114.3 701.4 730.6 341.3 810.5 503.8
Larceny-Theft 1,181 3,433 3,126 3,048 6,854 1,172 2,814 1,377 2,876 1,411
Larceny-Theft Rate 1,930.0 2,668.6 5,040.2 2,993.1 3,304.9 2,009.8 3,403.6 2,292.4 2,955.3 1,991.4
Motor Vehicle Theft 34 297 541 239 850 60 240 76 292 82
Motor Vehicle Theft
Rate 55.6 230.9 872.3 234.7 409.9 102.9 290.3 126.5 290.4 115.7
Arson 10 19 28 30 33 26 7 3 20 7
Arson Rate 16.3 14.8 45.1 29.5 15.9 44.6 8.5 5.0 22.5 9.9
1 The FBI site did not include information relating to Waterloo’s data so it was not included in the table.
Variations in population coverage and reporting practices may cause differences in reporting from
year to year.
Rates are the number of reported offenses per 100,000 population.
Sources: FBI, Uniform Crime Reports.
627
2016 Iowa City Fire Department Statistics
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.
Scope—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.
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.
628
Iowa City Raw Data
Collected by the Iowa City Fire Department
Calendar Year 2008 2009 2010 2011 2012 2013
Number of Firefighters 56 56 56 64 64 64
Total Non-Fire Incidents 4,080 3,982 4,295 4,470 4,937 5,325
Total Structure Fires 77 59 85 72 89 110
Total Non-Structure Fires 100 114 93 100 152 96
Residential Building Fires 61 45 60 51 68 89
Non-Residential
Building Fires 16 14 25 21 21 21
Average Response Time -
Fire Incident (Min) 5:34 5:43 5:30 4:48 5:22 4:54
Average Response Time -
Non-Fire Incident (Min) 5:53 5:23 6:10 4:53 4:39 5:06
False Alarms 944 797 900 783 796 749
Iowa City Synthesized Data
Per capita calculations use the 2010 US Census
Calendar Year 2008 2009 2010 2011 2012 2013
Sworn Firefighters
Per 1000 Population 0.83 0.83 0.83 0.94 0.94 0.94
Total Non-Fire Incidents
Per 1000 Population 60.12 58.68 63.29 65.87 72.75 78.47
Total Structure Fires
Per 1000 Population 1.13 0.87 1.25 1.06 1.31 1.62
Total Non-Structure Fires
Per 1000 Population 1.47 1.68 1.37 1.47 2.24 1.41
Residential Building Fires
Per 1000 Population 0.90 0.66 0.88 0.75 1.00 1.31
Non-Residential
Building Fires
Per 1000 Population
0.24 0.21 0.37 0.31 0.31 0.31
False Alarms
Per 1000 Population 13.91 11.74 13.26 11.54 11.73 11.04
629
2016 Iowa City Public Library Statistics
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.
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.
630
Iowa City Raw Data
Fiscal Year FY08 FY09 FY10 FY11 FY12 FY13 FY14
Circulation 1,464,643 1,523,810 1,513,052 1,570,822 1,579,842 1,512,852 1,406,995
Visits 716,412 745,077 746,556 768,033 764,911 721,058 710,595
Registered Borrowers 65,786 66,539 67,892 68,751 69,306 67,556 65,499
Total Collection 240,622 229,313 225,622 236,495 239,895 232,280 251,837
Reference Transactions 85,079 85,131 81,298 83,973 76,111 76,675 76,415
Public Internet Terminals 48 46 46 47 52 52 52
Internet Terminal Users 132,080 131,300 123,636 122,012 113,171 110,634 115,990
Serial Subscriptions 514 522 527 440 372 347 356
Children's Program Attendance 29,468 26,461 25,802 36,116 40,360 40,379 39,583
Iowa City Synthesized Data
Per capita calculations use ICPL’s entire service area population, as reported by the Institute of Museum & Library
Sciences (2012).
Fiscal Year FY08 FY09 FY10 FY11 FY12 FY13 FY14
Circulation per Capita 17.83 18.55 18.42 19.12 19.23 18.42 16.86
Circulation per Registered
Borrower 22.26 22.90 22.29 22.85 22.80 22.39 21.48
Visits per Capita 8.72 9.07 9.09 9.35 9.31 9.02 8.51
Visits per Registered
Borrower 10.89 11.20 11.00 11.17 11.04 10.97 10.85
Registered Borrowers as %
of Service Area Population 80% 81% 83% 84% 84% 82% 78%
631
Iowa Metro Coalition Comparison
The Metropolitan Coalition is an organization comprised of Iowa’s largest communities. FY2014
data, as reported to the State Library of Iowa, are used. Per capita metrics are based on the
population of each city’s jurisdiction, not the service area of the library. While not all Metro
Coalition cities’ data are presented, all five cities’ data are included in the ‘average without Iowa
City’ calculations. For this report populations used is the city population and does not include
contract areas which, for Iowa City, include rural Johnson County, Hills, University Heights and
Lone Tree.
Revenue:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Population 67,862 58,965 126,326 62,230 203,433 68,406
City Income $4,809,979 3,132,773 4,517,633 $2,251,274 $7,260,805 $2,667,995
City Income per Capita $70.9 $53.1 $35.8 $36.2 $35.7 $39
County Income $380,518 $118,916 $82,539 $217,488 $39,464 $61,296
State/Federal Income $90,067 $69,436 $851,961* $27,760 $100,238 $35,463
Other Income $723,770 $174,336 $750,362 $133,654 $715,641 $170,900
Total Income $6,004,334 $3,495,461 $6,202,495 $2,630,176 $8,116,148 $2,661,978
Total Income per Capita $88.48 $59.28 $49.1 $42.27 $39.9 $38.91
*Cedar Rapids received $773,843 in federal income
Expenditures:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Staff Expenditures $4,069,434 $2,614,652 $4,127,140 $1,554,088 $5,363,075 $1,978,479
Collection Expenditures $674,371 $400,271 $1,304,795 $255,632 $781,374 $254,083
Other Expenditures $1,172,101 $478,781 $1,375,450 $291,514 $1,971,695 $362,002
Total Expenditures $6,007,087 $3,493,704 $6,807,389 $2,101,234 $8,116,148 $2,583,073
Per Capita Expenditures $88.52 $59.25 $53.89 $33.77 $39.9 $37.76
632
Collections:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Printed Books 189,188 169,678 97,032 131,223 425,810 131,063
Audio Items 25,167 20,787 11,807 11,908 61,256 12,152
Video Items 22,153 24,264 19,278 16,424 28,396 14,748
Other Materials 1,853 1,043 4,608 4,801 22,099 1,184
Total Physical Items 238,361 215,772 132,725 164,356 537,561 159,147
Subscriptions 234 328 198 223 771 151
Ebooks 7,122 19,421 8,228 12,388 23,822 4,444
Downloadable Audio 4,760 9,017 6,492 9,177 13,321 895
Downloadable Video 346 0 0 0 0 0
Total Downloadable 12,218 28,438 14,720 21,565 37,143 5,339
Total Downloadable &
Physical 250,579 244,210 147,445 185,921 574,704 164,486
Licensed Databases 46 29 43 35 37 27
633
Circulation:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Adult Book Circ 441,267 307,199 400,891 164,242 466,852 128,647
Young Adult Book Circ 23,396 54,520 45,733 35,062 68,419 18,544
Kids' Book Circ 334,066 338,790 333,030 121,716 319,662 83,609
Video Circ 320,274 334,922 407,922 169,850 91,428 128,107
Audio Circ 124,713 103,166 119,628 57,217 188,458 35,248
Periodical Circ 11,343 14,093 10,023 4,822 20,647 5,766
Downloadable Circ 71,363 43,765 110,801 21,158 77,434 18,276
Other Circ 11,947 9,165 4,725 30,690 0 4,007
Total Circ 1,338,369 1,205,620 1,432,753 604,757 1,232,900 422,204
Per Capita Circ 19.72 20.45 11.34 9.72 6.06 6.17
ILL Rec'd 2,622 2,094 574 1,595 189 2,186
ILL Sent 2,006 3,226 30,977 3,031 1,499 1,364
Registered Borrowers 65,499 37,467 65,090 48,738 176,585 42,672
Visits 710,595 226,690 662,871 383,439 973,456 271,603
Other:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Reference Transactions 76,415 38,222 46,020 42,427 179,137 64,934
Average Hours
Open/Week
67 67.67 68 62.46 53.69 65.27
Kids' Program
Attendance
39,583 33,124 32,245 28,740 47,483 14,172
YA Program Attendance 5,413 1,220 2,963 9,069 3,152 227
Adult Program
Attendance
11,608 3,194 8,695 1,747 13,298 2,710
Internet PCs 64 20 126 91 120 78
Internet Use per Year 96,155 39,519 109,964 61,068 153,799 105,304
FTE Librarian 15 8 10 7.38 31 4.25
FTE Other Staff 79.4 52.53 69.6 25.23 86.93 30.15
FTE Total Staff 94.4 60.53 79.6 32.61 117.93 34.4
634
Selected National Library Comparison
The charts below present data from selected public libraries. Data were compiled by the
Institute of Museum and Library Services. Fiscal year 2012 reported data are used, the most
recent available for comparison libraries. Libraries were selected based on their similarities to
ICPL services and their cities’ similarities to Iowa City.
*Population includes residents for each library’s entire service area, including contracting cities and
proportional representations of rural county populations. For instance, the population used for Iowa City
includes a portion of rural county residents, Hills, and University Heights. This is important to help
standardize data.
Library
Iowa City
Public
Library, IA
Westerville
Public
Library, OH
Evanston
Public
Library, IL
Boulder
Public
Library, CO
Ann Arbor
District
Library, MI
Bloomington
Public Library,
IL
Number of
Bookmobiles 0 0 0 0 0 1
Number of Branch
Libraries 0 0 1 3 4 0
Population Legal
Service Area 83,470 90,764 74,486 99,479 163,590 76,610
Number of Outlets 1 1 2 4 5 2
ALA-MLS
Librarians 15 17 14.89 17 21 12.35
Total Staff 66.3 76 51.67 74.39 159 55.08
Local Revenue $5,155,338 $4,508,799 $3,322,624 $7,099,859 $11,070,673 $4,518,200
Local Revenue per
Capita $61.76 $49.68 $44.61 $71.37 $67.67 $58.98
State Revenue $61,034 $2,485,801 $126,171 $0 $36,600 $134,400
State Revenue per
Capita $0.73 $27.39 $1.69 $0.00 $0.22 $1.75
Total Revenue $5,950,959 $5,848,797 $3,807,879 $7,319,968 $11,898,436 $5,144,920
Total Revenue per
Capita $71.29 $64.44 $51.12 $73.58 $72.73 $67.16
Total Collection
Expenditures $708,823 $826,317 $494,707 $894,782 $1,820,926 $633,734
Total Collection
Expenditures per
Capita $8.49 $9.10 $6.64 $8.99 $11.13 $8.27
Total Operating
Expenditures $5,961,580 $5,848,423 $3,847,669 $7,194,307 $11,706,294 $4,994,009
Total Operating
Expenditures per
Capita $71.42 $64.44 $51.66 $72.32 $71.56 $65.19
Total Circulation 1,579,842 2,269,798 752,912 1,446,816 8,810,133 1,487,524
Total Circulation
per Capita 18.93 25.01 10.11 14.54 53.85 19.42
Reference
Transactions 76,111 333,736 130,248 105,454 51,476 73,836
Library Visits 764,911 1,083,264 504,074 935,951 1,687,975 412,892
Library Visits per
Capita 9.16 11.93 6.77 9.41 10.32 5.34
Children's Program
Attendance 40,360 33,321 7,083 37,807 50,582 9,895
Number of Public
Internet Computers 52 102 71 63 242 81
635
2016 Senior Center Statistics
Membership & Associated Revenue Sources
FY2014 total membership increase 3.2% over FY2013.
71.7% of Center members are between the ages of 60 and 79.
Membership Distribution by Age Group
FY09 FY10 FY11 FY12 FY13 FY14
Total Members 1,217 1,287 1,391 1,587 1,545 1,595
Percent, Age ≤59 12.3% 11.5% 11.5% 12.0% 8.6% 9.9%
Percent, Age 60-69 34.2% 36.0% 37.0% 38.5% 35.6% 38.2%
Percent, Age 70-79 30.4% 29.9% 29.8% 29.7% 35% 33.5%
Percent, Age ≥80 20.3% 20.0% 19.3% 17.1% 20.8% 18.4%
Membership fees were introduced in 2003 and increased in FY2013. Membership fees are
differentiated based on the location of the member’s residence.
Membership Fee Revenue
FY08 FY09 FY10 FY11 FY12 FY13 FY14
Membership Fee
Revenue $26,440 $28,623 $31,393 $35,503 $37,427 $46,751 $57,354
% Change 8.26% 9.68% 13.09% 5.42% 24.9% 22.7%
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.
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81% of the Center’s membership resides within the corporate limits of Iowa City; approximately
18% of the Center’s members are Johnson County residents outside of Iowa City.
Membership Distribution by Place of Residence
FY09 FY10 FY11 FY12 FY13 FY14
Percent of
Members, Iowa City
Residents
81.0% 82.0% 79.0% 78.8% 78.7% 81%
Percent Johnson
County Residents
(Outside Iowa City)
17.0% 17.0% 19.0% 20.0% 19.7% 18%
Percent non-
Johnson County 2.0% 1.0% 2.0% 1.2% 1.4% 1%
During FY2014, 71.7% of the Center’s expenditures were supported by Iowa City property
taxes; Iowa City residents were 81% of the Center’s membership. Johnson County residents
comprise 18% of the Center’s members; the Johnson County grant of $59,224 was just over
7.3% of the Center’s total expenditures.
Iowa City/Johnson County Revenue & % of Expenditures
FY08 FY09 FY10 FY11 FY12 FY13 FY14
Iowa City Contribution $1,077,632 $677,610 $570,274 $599,234 $657,457 $618,795 $579,722
Johnson County Contribution $75,000 $75,000 $75,000 $75,000 $70,000 $70,000 $59,224
IC % of Expenditures 86.10% 77.97% 74.44% 75.51% 76.49% 74.69% 71.67%
Johnson County % of
Expenditures 5.99% 8.63% 9.79% 9.45% 8.14% 8.45% 7.32%
From the inception of the Center in 1981 until 2003, the City and the County maintained a 28E
agreement that split operational costs 80% to 20%. County funding of the Center peaked at
$141,410 in FY2002. In 2003 the County withdrew from this agreement; by FY2004 County
funding of the Center dropped to $75,000 annually. In FY2012, the City was asked to submit an
Economic Development/Quality of Life Block Grant application to Johnson County in order to
receive funding. For FY2012 and FY2013 this amount was $70,000. It is important to note that
approximately half of County property tax receipts which support the Center grant also come
from Iowa City taxpayers. The FY2014 and FY2015 grant amount will fall again to $59,224.
City and County Revenue per Visit and per Member
FY08 FY09 FY10 FY11 FY12 FY13* FY14*
IC Contribution per Visit $14.68 $7.23 $6.10 $6.09 $6.25 $4.90 $4.62
Johnson County Contribution
per Visit $1.02 $0.81 $0.80 $0.76 $0.67 $0.55 $0.47
IC Contribution per IC Member $1,241.51 $677.25 $540.37 $545.31 $525.73 $508.87 $448.70
Johnson County Contribution
per Non-IC County Member $412.09 $362.51 $342.79 $283.78 $220.54 $230.26 $206.35
*Total Number of Visits
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The Center’s goal is for revenue from sources other than Iowa City property taxes to support
25% of the Center’s budget. This goal of 25% includes but is not limited to: intergovernmental
grants, membership & program fees, contributions & donations, parking permit sales, and rental
fees. This calculation is based on the general revenues subsidy divided by the total
expenditures and transfer in General Fund (1000 only).
Cost Recovery Percentage
FY08 FY09 FY10 FY11 FY12 FY13 FY14
Cost Recovery 13.90% 22.03% 25.56% 24.49% 23.51% 25.31% 28.33%
Programs, Attendance, and Volunteerism
The Center attendance had a slight decrease in FY2014 of about 0.6% from FY2013, with lower
attendance numbers for meals served at the Center.
Meal service is administered by ElderServices. Other services include programming provided
through outside agencies, including AARP income tax filing assistance. * Due to a change in
registration software, in FY14 the tax filling assistance program numbers are included in Center
Visits.
Volunteer involvement in the Center remains strong.
Total volunteers increased by 23 between FY2013 and FY2014, which is about a 3.5%
increase. The FY2014 the number volunteers are at the highest amount over the last 7 years.
Programs, Services, and Groups Offered
FY08 FY09 FY10 FY11 FY12 FY13 FY14
Fall 126 180 147 149 147 154 156
Winter 106 161 128 111 127 117 121
Spring 136 170 139 139 137 139 140
Summer 125 146 104 110 109 113 105
Total 493 657 518 509 520 523 522
Center Attendance
FY08 FY09 FY10 FY11 FY12 FY13 FY14
Center Visits 73,431 92,324 93,419 98,401 105,157 104,970 108,753
Meals Served 19,593 17,934 17,197 15,787 15,931 14,254 12,756
Other Services 11,124 11,672 9,357 9,808 7,139 6,940 3,901*
Total Attendance 104,148 121,930 119,973 123,996 128,227 126,164 125,410
Volunteer Involvement
FY08 FY09 FY10 FY11 FY12 FY13 FY14
Volunteers 453 498 500 584 530 645 668
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2016 Iowa City Transportation Services Statistics
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
FY 2011 FY 2012 FY 2013 FY 2014
Web Citation Payments 59.50% 61.00% 63.40% 63.50%
Citations Issued 109,555 96,131 88,909 60,681
$0 Epired Meter Citations 44,614 40,512 38,023 22,593
Citation Appeals 1,428 690 633 585
Faulty Meters 561 472 448 539
Available Spaces
On Street 1,131 1,131 1,131 1,143
Off Street 3,086 3,086 3,086 3,086
Transient Hours Parked 4,215,164 4,307,686 4,453,418 4,753,760
Average Hourly Duration
Access Controlled facilities 3.8 3.79 3.83 4.13
Credit Card Usage
Access Controlled facilities 42% 39% 53% 59%
Pay by Space facilities 61% 66% 69% 72%
Permits Issued
Automobile 1,996 1,901 1,978 2,031
Moped/Scooter/Motorcycle 0 620 752 712
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.
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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
Ridership 1,854,732 1,970,456 1,879,795 1,815,029
Total Operating Expense $4,848,000 $5,350,599 $5,063,118 $5,276,804
Fare Revenue $1,060,293 $1,119,269 $1,292,338 $1,390,416
Revenue Vehicle Miles 709,630 718,564 714,778 737,703
Revenue Vehicle Hours 55,543 55,135 54,528 51,652
Cost per Ride $2.61 $2.71 $2.69 $2.91
Cost per Revenue Vehicle Mile $6.83 $7.44 $7.08 $7.15
Cost per Revenue Vehicle Hour $87.28 $97.05 $92.85 $102.16
Farebox/Expense Ratio 0.22 0.21 0.27 0.26
Average Fare $0.57 $0.57 $0.69 $0.76
Operating Deficit per trip $2.04 $2.14 $2.00 $2.15
Riders per Revenue Vehicle Mile 2.61 2.70 2.60 2.5
Riders per Revenue Vehicle Hour 33.39 35.70 34.50 35.1
Passenger Miles 4,016,065 4,054,372 3,861,794 3,987,028
Fleet Vehicles 27 27 27 27
Base Fare $0.75 $0.75 $1.00 $1.00
Fleet Average Age 9.4 10.4 11.9 11.32
Fuel Consumption 188,163 187,088 191,256 196,823
Days Operated 307 308 306 306
640
Economic Overview
The national economy
continues to move
toward recovery after
one of the deepest
recession officially
spanned from
December 2007 to
June 2009 (National
Bureau of Economic
Research). Real GDP
has grown in twenty-
one of the last twenty-
three quarters after
declining in five of the
six preceding
quarters.
(Source: Bureau of
Economic Analysis)
Iowa City’s economy
has fared better than the
state as a whole during
the economic downturn.
While Iowa City’s
unemployment rate has
increased, it remains
well below state and
national levels. As of
March 2014, the Iowa
City Metropolitan
Statistical Area (MSA)
was the eighth lowest
unemployment rate of
all MSAs nationally.
(Source: Bureau of
Labor Statistics)
641
The growth in
assessed property
value has slowed in
recent years. The
effect of this slow
growth on taxable
value has been
offset by increases
in the state-
mandated “rollback”;
a higher percentage
of residential
properties’ value is
taxable.
*100% assessed valuations before rollback; military exemptions deducted; includes TIF; excludes gas & electric utilities
Taxable valuations excludes gas & electric utilities
Tax collection year displayed
(Source: Iowa Department of Management)
The State of Iowa limits the
portion of a property’s value
that is taxable, known as the
assessment limitation order or
“rollback”. This system is
intended to limit the amount
taxable value can increase in
any one year. Taxable value
can differ by property class
(e.g. residential, commercial,
agricultural, and industrial); for
City revenue streams, this most
notably affects the taxable
value of residential properties.
The portion of residential properties’ assessed value that is taxable hit a low point in FY09,
when forty-four percent of residential property values were taxable. This percentage has
increased steadily for seven consecutive years. However, this has coincided with slower
assessed value growth and an Iowa Supreme Court decision allowing some apartment
complexes previously taxed as commercial properties to reorganize as residential cooperatives.
Currently, ninety percent of a commercial property’s assessed value is taxable, meaning that as
apartment complexes are reclassified as residential, the revenue the City realizes in property
taxes from these complexes drops by approximately half. As Iowa City has more multi-unit
apartment buildings per capita than elsewhere in the state, this decision disproportionately
affects Iowa City’s tax base.
642
Though the value of
building permits issued has
declined in recent years,
the values rebounded
significantly in 2012 and
2013 with a slight decrease
in 2014. Total value in 2013
was the highest of any year
in the past ten years and
the 2014 value is only
behind 2012 and 2013.
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.
*FY14 is first period reported on an accrual bases.
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
$1,031,187 for FY2014, $665,734 funded a
portion of the operational costs associated
with Fire Station #4 and maintenance of the
right-of-ways.
*FY14 is first period reported on an accrual bases.
643
The Iowa City property tax levy
comprised approximately forty-three
and four-tenths percent of City
residents’ total property tax bill. The
Iowa City Community School District
and Johnson County make up another
thirty-five and six-tenths percent and
eighteen and three-tenths percent of
the total levy, respectively.
*Includes Johnson County, the City of Iowa City
Assessor, and Agricultural Extension levies.
(Source: Johnson County Auditor)
Iowa City’s levy rate
dropped approximately
six-tenths percent
(0.6%) in FY2014,
largely from a decrease
in the debt service levy.
Iowa City’s FY2016 levy
rate totals $16.655; this
represents a decline of
three-tenths of a
percent (0.3%). The
rates of overlapping
jurisdictions are not
certified as of this
publication.
City policy states that year-
end General Fund
unassigned fund balance will
fall between twenty (20%)
and thirty percent (30%) of
total expenditures. The
FY2014 excess balance was
used to increase the
emergency fund balance.
*Amounts before FY2013 are cash
balance instead of fund balance.
644
City pension
contributions
continue to grow
at a rapid pace.
Expenditures for
FY2012 were
approximately a
thirty percent
increase over
FY2011, partially
attributable to an
extra pay period
in FY2012.
*FY14 is first period reported on an accrual bases.
Pension contributions increased again in FY2014 with over a thirteen percent increase over
FY2013, with public safety pension contributions increasing to thirty and twelve-hundredths
percent (30.12%) of salary (an increase of more than fifteen percent) and IPERS contributions
increasing to eight and ninety-three-hundredths percent (8.93%) (an increase of three percent).
Also, the public safety pension contributions are expected to increase in FY2015 to thirty and
forty-one-hundredths percent (30.41%) of salary (an additional increase of one percent).
MFPRSI employee
contributions are set by
statute, currently nine
and four-tenths percent
(9.4%). City
contributions are
determined by the
system’s actuary.
IPERS City and
employee contributions
are currently a
sixty/forty split (60/40),
with the City paying
sixty percent of total
contributions.
645
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.
Personnel costs comprise the
largest portion of General Fund
expenditures.
646
Total outstanding
General Obligation debt
is estimated to dropped
almost seventeen and a
half (17.5) million
between FY2011 and
FY2015. Due to
unusually low interest
rates and the City’s
strong bond rating, the
municipal bond market
continues to be in the
City’s favor.
Debt as a percent of the allowable
debt limit has also continued to
fall in recent years. The State of
Iowa mandates that outstanding
General Obligation debt not
exceed five percent (5%) of the
total assessed value of taxable
properties in the municipality.
Iowa City outstanding General
Obligation debt is approximately
one and four-tenths percent
(1.4%) of assessed value, or
approximately one-third of the
allowable debt margin.
Iowa City has an
additional internal
policy which states that
the debt service
property tax levy shall
not exceed thirty
percent (30%) of the
total property tax levy.
For FY2016, the debt
service levy is
approximately twenty-
four percent of the total
property tax levy rate.
647
Revenue Comparisons
Revenue Comparisons are done on the ten (10) largest cities in Iowa and our neighboring cities
of Coralville and North Liberty.
Property Tax Rate Comparison
(Levy Rate per $1,000 Valuation)
City
FY15
Tax Rate Rank
FY15/FY14
% Change
Waterloo 17.952 1 2.62%
Council Bluffs 17.750 2 0.00%
Des Moines 16.920 3 0.00%
Davenport 16.780 4 0.00%
Iowa City 16.705 5 -0.60%
Sioux City 16.364 6 0.72%
Cedar Rapids 15.216 7 0.00%
Coralville 13.528 8 0.00%
West Des Moines 12.050 9 0.00%
North Liberty 11.033 10 0.00%
Dubuque 11.026 11 0.00%
Ames 10.855 12 -0.02%
FY2015 Estimated General Fund Revenue
FY2015 Adopted Budget
City Revenues
Transfers
In
Debt
Proceeds/
Asset Sales
Total
Revenues
Per
Capita
Revenue*
Per
Cap.
Rank
Dubuque $52,371,028 $10,819,422 $53,000 $63,243,450 $1,097.27 1
West Des Moines $48,203,752 $11,064,806 $7,000 $59,275,558 $1,047.10 2
Council Bluffs $45,364,208 $17,073,797 $0 $62,438,005 $1,003.34 3
Coralville $15,673,826 $2,086,093 $9,000 $17,768,919 $939.81 4
Cedar Rapids $85,249,969 $32,187,385 $120,000 $117,557,354 $930.59 5
Iowa City $43,430,086 $8,782,808 $4,586,450 $56,799,344 $836.98 6
North Liberty $7,927,636 $2,381,079 $0 $10,308,715 $770.80 7
Des Moines $120,844,058 $33,041,827 $12,300 $153,898,185 $756.51 8
Sioux City $40,840,763 $21,023,883 $47,834 $61,912,480 $748.78 9
Waterloo $43,452,732 $7,629,318 $65,000 $51,147,050 $747.70 10
Davenport $51,230,634 $21,130,808 $0 $72,361,442 $725.90 11
Ames $23,278,884 $8,703,970 $500 $31,983,354 $542.41 12
*Per Capita calculations used 2010 US Census data
648
Hotel/Motel Tax Revenues
FY2014 Receipts
City*
Effective
Date Receipts
Des Moines 4/1/1979 $5,105,780
West Des Moines 4/1/1979 $3,457,345
Cedar Rapids 4/1/1979 $3,103,712
Council Bluffs 4/1/1979 $2,679,437
Coralville 7/1/1983 $2,470,158
Davenport 4/1/1981 $2,277,032
Dubuque 4/1/1979 $2,006,514
Ames 4/1/1988 $1,879,567
Sioux City 4/1/1979 $1,669,388
Waterloo 4/1/1981 $1,192,181
Iowa City 4/1/1983 $967,049
North Liberty 7/1/2008 $62,824
*All cities listed impose the state allowed maximum rate of 7%
Source: Iowa Department of Revenue
Utility Franchise Tax Rates
City
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%
649
Utility Rates (Residential Monthly Billing)
City Water Sewer Waste Storm Total Rank
North Liberty $40.60 $48.36 $9.75 $2.00 $100.71 1
Davenport $38.27 $39.46 $10.74 $2.42 $90.89 2
Des Moines $19.03 $34.46 $22.42 $10.33 $86.24 3
Iowa City* $28.71 $36.08 $15.90 $3.50 $84.19 4
Sioux City $31.45 $34.54 $15.44 $0.83 $82.26 5
West Des Moines $30.30 $34.80 $11.25 $4.25 $80.60 6
Dubuque $23.22 $31.98 $12.74 $5.60 $73.54 7
Cedar Rapids $26.95 $21.49 $19.63 $4.90 $72.97 8
Council Bluffs** $32.56 $17.21 $16.00 $0.00 $65.77 9
Coralville $17.80 $24.02 $19.00 $2.00 $62.82 10
Waterloo $19.08 $24.38 $15.50 $2.75 $61.71 11
Ames*** $27.12 $31.08 $0.00 $3.45 $61.65 12
*Projected FY 2016 Water rate is $30.15
**Council Bluffs rates are FY 2014
***Ames trash collection provided by private contractors
650
APPENDIX
State Forms
Budget Resolutions
Glossary
F
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GLOSSARY
Agency Funds: One of four types of fiduciary funds. Agency funds are used to report
resources held by the reporting government in a purely custodial capacity (assets =
liabilities). Agency funds typically involve only the receipt, temporary investment, and
remittance of fiduciary resources to individuals, private organizations, or other
governments.
Assessed Valuation: The estimated value placed upon real and personal property by the
City Assessors as the basis for levying property taxes.
Assigned Fund Balance: The portion of the net position of a governmental fund that
represents resources set aside by the government for a particular purpose.
Bonded Debt: A written promise to pay a specified sum of money at a future date along
with periodic interest. Proceeds from bonds are typically used for long-term debt to
pay for construction of capital projects.
Bond Rating: Each bond issue has a rating assigned to it by an independent bond rating
company. The rating is based on the City’s financial condition and has an impact on
the bond bids and interest rates the City will pay on the bonds over their lifetime.
Budget: A financial plan for a specific time period that estimates the expenditures and the
means of financing those expenditures which are associated with all services and
functions performed by the City.
Business Type Activities: One of two classes of activities reported in the government-
wide financial statements. Business-type activities are finance in whole or in part by
fees charged to external parties for goods or services. These activities are usually
reported as enterprise funds.
Capital Improvements Program (CIP): A management tool used to assist in the
scheduling, planning, and execution of a series of capital improvements over a five-
year period. The CIP is updated annually. It sets forth the estimated expenditures by
year and specifies the resources estimated to be available to finance the project
expenditures.
Capital Improvements Projects: The specific projects that make up the Capital
Improvements Program. The projects involve construction, purchase, or renovation of
city facilities or property. They are generally non-recurring major improvements to the
City's physical plant which necessitate long-term financing and are permanent in
nature.
Capital Outlay: Expenditures for fixed assets, such as equipment, remodeling, minor
building improvements, and vehicles, that are funded from the operating budget.
Since long-term financing is not necessary and expenditures of this type are of such
recurring character, these items are not part of the Capital Improvements Program.
Cash Basis: A basis of accounting in which transactions are recognized only when cash
is increased or decreased. Or, a basis of accounting in which transactions are
recorded when cash is expended or received for goods and services which are sold.
664
Committed Fund Balance: Self-imposed limitation imposed at highest level of decision
making that requires formal action at the same level to remove.
Commodities: Items or supplies needed for routine maintenance and operations. They
include cleaning, maintenance and office supplies, repair materials, minor
equipment, and tools.
Contingency: Funds set aside, but not appropriated or approved for use. These funds could
be used for unanticipated expenditure requirements, new programs, or to absorb
unexpected revenue losses.
Contractual Service: Services such as utilities, postage, printing, employee travel, repairs and
rentals, which are purchased from private contractors.
Debt Limit: Debt incurred as a general obligation of the City shall not exceed statutory
limits: presently 5% of the total assessed value of property within the corporate limits
as established by the City Assessor.
Debt Service: Payment of principal and interest to holders of the City debt instruments.
Deficit: Excess of an entity's liabilities over its assets (a negative fund balance). The term may
also be used to describe a situation where expenditures exceed revenues.
Department : A major organizational unit in the City comprised of related work activities
aimed at accomplishing a major service or regulatory program.
Division: An organizational subdivision of a department.
Employee Benefits: Contributions made by the City to designated funds to mee t
commitments or obligations for employee fringe benefits. Included are the City's
share of costs for Social Security, Iowa Retirement System, and the other pension,
medical, and life insurance plans.
Enterprise Fund: Separate financial entity used for government operations that are
financed mainly from user fees – see Business-Type Activities.
Equity Transfers: Non-recurring or non-routine transfers of equity between funds.
Expenditures: The cost of goods received and services rendered.
Fiduciary Funds: A category of funds used to report assets held in a trustee or agency capacity for
others and which therefore cannot be used to support the government’s own programs. The
fiduciary fund category includes pension (and other employee benefit) trust funds, investment
trust funds, private-purpose trust funds, and agency funds.
Fiscal Year: A 12-month time period to which the annual operating budget applies. In Iowa, the fiscal
year begins July 1 and ends the following June 30.
Full-time Equivalent (FTE) Positions: A part-time position converted to the decimal equivalent
position based on total hours per year. Full-time positions charged to more than one program
are shown as an appropriate fraction in each program.
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Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording
cash, which are segregated for the purpose of carrying on specific activities or attaining certain
objectives.
Fund Balance: The difference between assets and liabilities balances in a fund, which is the
accumulation of revenues minus expenditures over time.
General Fund: The fund supported by taxes, fees, and other revenues that may be used for any
lawful purpose.
General Obligation Bonds: When the city pledges its full faith and credit to the repayment of the
bonds it issues, then those bonds are general obligation (G.O.) bonds.
Governmental Activities: Activities generally financed through taxes, intergovernmental revenues,
and other nonexchange revenues. These activities are usually reported in governmental
funds and internal services funds.
Grants: Contributions or gifts of cash or other assets from another governmental entity to be used or
expended for a specified purpose, activity or facility.
Intergovernmental Revenue: A contribution of assets (usually cash) by one governmental unit or
other organization to another. Typically, these contributions are made to local governments
from the State and Federal governments. Grants are usually made for specified purposes.
Internal Service Fund: Funds used to account for the financing of goods or services provided by one
department or agency to other departments or agencies of the City, on a cost reimbursement
basis.
Interfund Loan: Loans between funds.
IPERS: Iowa Public Employees’ Retirement System (IPERS). Established by the Iowa
Legislature in 1953 to provide a secure defined benefit retirement plan for Iowa’s public
employees. IPERS covers all municipal employees, with the exception of sworn police
officers and fire fighters.
Levy Rate: The property tax rate stated in terms of dollars and cents for every thousand dollars of
assessed property value.
Market Value: The estimated value of real and personal property based upon the current price at
which both buyers and sellers are willing to do business.
MFPRSI: The Municipal Fire & Police Retirement System of Iowa (MFPRSI) is a defined benefit
public retirement system for public safety staff. The System was created by act of the 1990
Iowa Legislature, with formal operations beginning on January 1, 1992. MFPRSI is
administered under the direction of a Board of Trustees, with representatives from the
membership, participating cities, citizens of Iowa and the Iowa General Assembly under Iowa
Code Chapter 411.
Moody’s Investors Service: An independent bond rating agency that provides bond rating services
for the City’s bond issues. The City’s current bond rating is Aaa.
Non-Program: Program costs that do not relate to any one department, but represent costs of a
general City-wide nature.
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Nonspendable Fund Balance: Portion of net resources that cannot be spent because of their form
or because they must be maintained intact.
Operating Transfer: Routine and/or recurring transfers of assets between funds.
Ordinance: A formal legislative enactment by the City Council, which implements or amends local
law. Any budgetary change which affects total appropriations, levies, use of reserved
appropriations, personnel authorizations, or duties and powers of appointed officials
requires the adoption of an ordinance.
Personnel Services: Services rendered by full-time and part-time employees to support the functions
of City departments. Costs include salaries, fringes and other related benefits.
Program: A distinct function of city government which provides services to the public or other city
departments.
Reserves: An account used to earmark a fund balance or a portion of a fund balance for a specific
use. A reserve may be established formally by ordinance or resolution or informally by
administrative action.
Restricted Fund Balance: Limitations imposed by creditors, grantors, contributors, laws and
regulations of other governments or laws through constitutional provisions or enabling
legislation.
Revenue: Income derived from taxes, fees, grants and charges. In the broader sense, "revenue"
refers to all government income, regardless of source, to fund services.
Revenue Bonds: A bond that is payable from a specific source of revenue and to which full faith and
credit of the city is not pledged.
Services and Charges: A category of expenditures used for the purchase of services provided by
individuals, businesses or agencies who are not in the direct employ of the city.
Special Assessment: A tax levied against a property owner to offset all or part of the cost of public
capital improvements which are deemed to benefit that particular property. Special
assessments are commonly used to finance improvement projects such as street
construction, sidewalk construction, or installation of sewer lines. Special assessments are
levied in addition to regular property taxes.
Subsidy: Financial aid given to a governmental unit by another governmental unit. For example, in
Iowa City, the General Fund subsidizes the Airport with property tax monies.
Tax Incremental Financing District (T.I.F.): A geographical area designated for public end private
development. Public improvements are funded by debt which is repaid through segregating
the increased property taxes resulting from private development.
Tax Levy: The total amount of property taxes imposed by a government.
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Tort Liability: A tort is a wrong against an individual or property that is neither a crime nor a violation
of a contract. The City could be found liable or responsible by a court when a tort occurs on
City property, as a result of the actions of a City employee, or the function of a City operated
activity. The City levies a special tax to purchase tort liability insurance and to cover the cost of
tort damages for which the City is found responsible.
Transfers: Financial transactions that occur between City funds.
Trust and Agency: Funds used to account for monies held by the City in a trustee, custodial or agent
capacity for the City's pension and retirement funds and for other entities such as other
governmental units. The budget includes the Johnson County Council of Governments
(JCCOG) which is a joint endeavor among city governments within Johnson County and the
county government.
Unassigned Fund Balance: Residual net resources. Total fund balance in the general fund
in excess of nonspendable, restricted, committed and assigned fund balance.
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